San Luis Obispo City Council
June 20, 2023

Job Name: Mission Plaza Improvements
Job Number: 0256-03-CU20 Section 32 9300
05-11-2023 32 9300 - Plants

B. Plants: Maintain all plant material in a healthy growing condition prior to and during planting operations. Protect plants at all times from sun and drying winds. Plants that cannot be planted immediately upon delivery shall be kept in the shade, well protected and watered. Plant material delivered to the site must be planted within 3 days of site delivery. Plants that cannot be installed on this work schedule shall be returned to the grower until installation requirements can be met.

1.08 SUBSTITUTIONS, ADDITIONS, DELETIONS
A. General: Submit proposals for substitutions in accordance with the requirements of Division 1 Specification Sections. Acceptance by the Inspector is required prior to proceeding with the work under this Section.

B. The Architect reserves the right to substitute plant material of sizes equal to material specified, as the work progresses, at no additional cost to the City.

C. When requesting substitutions for plant material, the Contractor shall provide the Architect with the following:

1. Contact information for nurseries Contractor was unable to obtain plant material.

Minimum of three are required.

2. Three (3) alternate plant suggestions as part of the initial request. Provide foliage/flower color, growth habit, and sunset zone of each.

3. Substitution requests which do not include the above requirements will be denied until requirements have been met.

1.09 FIELD CONDITIONS
A. General: Become familiar with the anticipated growing conditions prior to commencement of work. Notify the Inspector immediately in writing of any conditions, which will prevent the proper execution of the warranty responsibilities specified. Failure to so notify the Inspector constitutes acceptance of the growing conditions. Any removal, repair or replacement of plant material required by unsuitable conditions found after work has begun shall be done at no additional cost to the City.

B. Do not install plant life when ambient temperatures may drop below 35 degrees F or rise above 90 degrees F.

C. Do not install plant life when wind velocity exceeds 30 mph.

1.10 WARRANTY
A. Plant Material: Warrant that all trees under this Contract will be vigorous, healthy, free of dead or dying branches and branch tips, bearing foliage of normal density and color, and will otherwise comply with the requirements of this Section, for a period of one year from date of Final Acceptance. Any delay in completion of planting operations which extends the planting into more than one growing season shall extend the warranty period correspondingly.

B. Replacements: Without cost to the City, in a timely manner and as directed by the Inspector, replace all plants not meeting the requirements above throughout the course of the warranty period. Replacements shall closely match adjacent specimens of the same species in size and

Job Name: Mission Plaza Improvements
Job Number: 0256-03-CU20 Section 32 9300
05-11-2023 32 9300 - Plants

shall comply with all requirements of this specification.

C. Species: Replace all plant material determined by the City within two years following the final acceptance of the project, to be untrue to the species, clone and/or variety specified, to the equal condition of adjacent plants at the time of replacement, at no additional cost to the City.

PART 2 PRODUCTS

2.01 PLANTS
A. Any requests for plant material substitutions must be accompanied by documentation of inability to locate plants, including a list of plant nurseries contacted (minimum of three).

B. Substitutions may be denied if plant material is available at regional wholesale nurseries.

C. Trees, Plants, and Ground Cover: Species and size identifiable in plant schedule, grown in climatic conditions similar to those in locality of the Work.

1. Size:
a. Plants shall conform to measurements specified. Measure plants when branches are in their normal position. Height and spread dimensions specified refer to the main body of plant and not branch tip to tip. Take caliper measurements at a point on the trunk 6 inches above natural ground line for trees up to 4 inches in caliper, and at a point 12 inches above the natural ground line for trees over 4 inches in caliper. b. The measurements specified are the measurements after pruning, where pruning is required. Plants that meet the measurements specified, but do not possess a normal balance between height, spread, and caliper, shall be rejected. c. Plants larger than specified may be used if approved by the City, and if provided at no additional cost to the City. If larger plants are approved, the root ball shall be increased in proportion to the size of the plant; irrigation system shall also be adjusted as required to accommodate larger plants.

D. Acclimatization: The General Contractor is responsible for supplying plant material that has been properly acclimated and conditioned, in accordance with good horticultural practices, for the exposure, wind and humidity levels, soil conditions, etc., encountered at the project site and in the proposed plant location.

E. Coordination: The Contractor shall coordinate his acclimatization schedule with the City as to allow an adequate conditioning period for the plant material prior to the approved date of planting commencement. Notify the City in writing prior to proceeding with any acclimatization work if approved work schedule allows insufficient time to acclimate the material.

F. Quality: Plants shall be superior in form, compactness and symmetry; sound, healthy and vigorous, well branched and densely foliated when in leaf; free of disease, insect pests, eggs or larvae, and free from physical damage or adverse conditions that would prevent thriving growth.

G. Species: Tag one of each plant prior to delivery to the site; label with genus, species and variety. Any plants not so identified will be subject to rejection by the City. Plants may be cross referenced with nurseries invoice at the discretion of the Architect.

Job Name: Mission Plaza Improvements
Job Number: 0256-03-CU20 Section 32 9300
05-11-2023 32 9300 - Plants

H. Root Ball:

1. Do not supply any bare root or ball and burlapped stock unless approved by the City.

2. Sizes: As specified on the plans. Where no root ball dimensions have been specified, supply material in container sizes specified.

3. Material: Root ball shall consist of a soil or soil mix that is compatible with the soil or soil mix into which the plant will be planted, and that provides for thorough drainage, aeration, and adequate moisture and nutrient retention. Having sufficient density and firmness that when planted, the plant will stand upright and stable without need for additional support.

4. Containers: All plant material shall have been grown in the containers in which delivered for at least six months, but not over two years. Stock appearing to not have been in their containers for this term shall be rejected.

5. Root Pruning: Where root pruning is required to provide material of the specified size, or for planting in the sloped containers, the pruning is to be done under the direction of a Certified Arborist. No root pruning is to be done within one year of installation unless approved by the City.

I. Trunks and Branches: Do not prune plants before delivery. All trunks are to be straight and of uniform taper, larger at the bottom unless otherwise specified. Plants with damaged or crooked leaders, or multiple leaders, unless specified, will be rejected. Plants with abrasions of the bark, sun scalds, disfiguring knots, or fresh cuts of limbs over 3/4 inch, which have not completely callused, will be rejected. Any plant unable to stand upright without support will be rejected.

2.02 SOIL MATERIALS
A. General: All soils to be used in areas to be planted on the project shall be free of rocks over one inch in diameter, and free of foreign debris. Soil shall be free from sub-base/aggregate, refuse, plants or roots, clods, weeds, viable weed seeds, sticks, solvents, petroleum products, concrete, base rock, or other deleterious or extraneous material. Soil shall be free of soil-borne diseases, and capable of sustaining healthy plant life.

B. Imported Topsoil:

1. Topsoil shall be fertile, friable soil of loamy character, containing an amount of organic matter normal to the region. All imported topsoil used on the job shall be from the same source.
a. Make all arrangements for obtaining and testing imported topsoil. Submit test reports of a representative sample of the proposed supply for approval by the City well in advance of its scheduled delivery to the site. The approved sample will establish the standards to which all imported topsoil used on the job must conform. b. Transport imported topsoil directly from source to final position. If stockpiling is required, locations and amounts of stockpiles will be designated by the City. c. The City reserves the right to take additional samples of imported topsoil at the site.

If subsequent testing proves material to be at variance with the approved sample, remove rejected soil from the site and replace immediately at no additional cost to the City.

C. Imported Planter Pot Soil Mix: For use in planters and planter pots. The following ingredients, thoroughly blended into a homogeneous mix:

Amount Ingredient

0.5 cubic yards 1/8 inch Fine Fir Bark as Specified

Job Name: Mission Plaza Improvements
Job Number: 0256-03-CU20 Section 32 9300
05-11-2023 32 9300 - Plants

0.5 cubic yards Fine Sand as Specified
3 pounds Single Superphosphate 0-20-0
1 pound Calcium Nitrate 15.5-0-0
1 pound Iron Sulfate
8 pounds Kaiser 65 Dolomite Lime
D. Existing On-Site Soils: Existing site soils shall be amended per the recommendations of the approved soils testing laboratory. The following soil amendments and fertilizers are to be used FOR BIDDING PURPOSES ONLY.

1. Site Soil: Top 6 inches of site soil shall be amended with following blend of amendments per 1000 square feet.

Amount Ingredient
6 cubic yards Nitrogen Stabilized 0´ - 1/4´ Fir Bark
15 lbs 12-12-12 Commercial Fertilizer as
approved
15 lbs Soil Sulfur
100 lbs Agricultural Gypsum

2. Backfill Mix (on-grade locations): Amend site soil as follows per cubic yard.

Amount Ingredient
3/5 cubic yard Surface Soil
2/5 cubic yard Nitrogen Stabilized 0´ to 1/4´ Fir Bark
1 lb 12-12-12 Commercial Fertilizer as
Specified
2 lbs Iron Sulfate as Specified
10 lbs Agricultural Gypsum

3. Additional Amendments: Soil amendment recommendations will vary for planting areas if imported topsoil is required to establish finish grade. Provide all additional amendments as may be required by subsequent soil testing of approved imported topsoil and as directed by the Inspector.

2.03 SOIL AMENDMENT MATERIALS
A. Nitrogen Stabilized Fir Bark On-Grade: Meeting the following specifications:

1. Particle Size (dry weight basis):

Sieve Size Percent Passing

6.35 mm (1/4 inch) 95 - 100

2.38 mm (No. 8, 8 mesh) 50 - 80
500 micron (No. 35, 32 mesh) 0 - 25

2. Organic Content: Determined by ash analysis. Minimum 92% based on dry weight.

3. Nitrogen: Minimum 0.8% nitrogen based on dry weight.

4. Salinity: Maximum saturation extract conductivity 3.5 millimhos per cm at 25 degrees centigrade.

5. Iron: Minimum 0.08% dilute acid soluble Fe based dry weight, if iron treated.

6. Bulk Density: 400 pounds per cubic yard.

B. FINE COMPOST

1. Compost facility and compost material must meet the following requirements:

Job Name: Mission Plaza Improvements
Job Number: 0256-03-CU20 Section 32 9300
05-11-2023 32 9300 - Plants

a. Inspected and regulated by the local enforcement agency for calrecycle. The past 3 inspection reports to be submitted verifying compliance with title14 requirements of the process to further reduce pathogens (pfrp), fecal coliform and salmonella testing and pathogen and epa, 40 cfr 503 regulations.
b. Certified through the uscc seal of testing assurance (sta) program (a compost testing and information disclosure program).
c. Analyzed by a laboratory that is enrolled in the us composting council¶s compost analysis proficiency (cap) program and using approved test methods for the evaluation of composting and compost (tmecc).
d. Facility must provide proof of compost testing within 120 calendar days prior to delivery of material to project site.
e. Apply a four-inch lift of compost during cultivation.

2. AMENDMENTS AND MYCORRHIZAL FUNGI INOCULANT
a. Apply to all new planting holes:
1) Granular Tri-c myco Revival Plus applied at the manufacturer¶s recommended rates based on plant material container size.

C. Fertilizer: Containing fifty percent of the elements derived from organic sources; of proportion necessary to eliminate any deficiencies of topsoil, as indicated in analysis.

1. Fertilizers shall be approved by the Organic Materials Review Institute (OMRI).

2. Contractor shall obtain City's written approval of proposed fertilizer(s) prior to use.

D. Water: Clean, fresh, and free of substances or matter that could inhibit vigorous growth of plants.

E. Pre-Emergent Herbicide:

1. Do not apply pre-emergent herbicide for weed control.

2. Contractor to carry out manual removal of weeds prior to planting.

2.04 MULCH MATERIALS
A. Planter Mulching Material: Cedar species wood shavings, free of growth or germination inhibiting ingredients. Mulch shall have been baked to remove unwanted seed growth.

1. Type: Walk On Bark, 1" pieces and smaller
a. Submit samples for approval.

2.05 ACCESSORIES
A. Drain Rock: 3/4" diameter river rock or approved equal.

B. Soil Separator: Soil Separator: "Mirafi 140N", as manufactured by Mirafi, Charlotte, NC, "Trevira Spunbond 1120", as manufactured by Hoechst Fibers Industries, Spartanburg, SC, or approved equal.

C. Stakes: Softwood lumber, pointed end.

1. Lodgepole stakes. Length as required to meet dimensions required per plans.

D. Root Control Barrier: "Deep Root Control Barrier", stock number UB24-2 as manufactured by Deep Root Corp., 15040 Golden West Circle, Westminister, CA 92683 (714) 898-0563, or approved equal.

Job Name: Mission Plaza Improvements
Job Number: 0256-03-CU20 Section 32 9300
05-11-2023 32 9300 - Plants

2.06 SOURCE QUALITY CONTROL
A. Analyze to ascertain percentage of nitrogen, phosphorus, potash, soluble salt and organic matter; pH value and any deficincies.

B. Submit minimum 10 oz sample of topsoil proposed. Forward sample to testing laboratory in sealed containers to prevent contamination.

C. Testing is not required if recent tests are available for imported topsoil. Submit these test results to the testing laboratory for approval. Indicate, by test results, information necessary to determine suitability.

PART 3 EXECUTION

3.01 ORDERING, REVIEW AND ACCEPTANCE OF PLANT MATERIAL
A. Ordering:

1. Within 30 days after award of contract, submit written certification to the City of the quantity and species of plant material ordered, and the nursery(s) supplying the material.

2. The Contractor is responsible for providing all plant material in the quantities and sizes specified on the drawings, and for making all arrangements in advance that may be required to obtain these materials. If any material specified will be unavailable at the time of planting, submit written verification to the City along with the bid.

B. Review of Plant Material: Before planting operations begin, all plant materials shall be reviewed for conformance to the design intent of the Contract Documents by the City. Submit written request for review of plant material at least 10 days prior to commencement of planting operations. Review by the City does not waive the right of rejection during planting or any time thereafter.

C. Rejection of Material: The City reserves the right to review and reject plant material at any time, and at the place of growth, for nonconformance to the Specifications. Do not install plant material, which has not been reviewed at the project site by the City.

3.02 EXAMINATION
A. Verify that prepared subsoil and planters are ready to receive work.

B. Saturate soil with water to test drainage.

C. Verify that required underground utilities are available, in proper location, and ready for use.

3.03 GRADING
A. General: All areas to be planted on the project shall be free of rocks over one inch in diameter to a depth of 8´ minimum below finish grade, and free of foreign debris, subsoil, refuse, plants or roots, clods, weeds, sticks, solvents, petroleum products, concrete, base rock, or other deleterious or extraneous material. Areas to be planted shall be free of soil-borne diseases and capable of sustaining healthy plant life. Do all work necessary to bring site soil, import soil and

Job Name: Mission Plaza Improvements
Job Number: 0256-03-CU20 Section 32 9300
05-11-2023 32 9300 - Plants

planter backfill to compliance with these requirements. Remove from the project site and dispose of in a legal manner any soils and material not meeting these requirements. Subject to acceptance of the City, all soil and material not meeting these requirements shall be the property of the Contractor.

1. Surface Drainage: Contractor is responsible for proper surface drainage of planted areas.

Report in writing to the City any discrepancies in the Contract Documents, obstructions on the site, or any other conditions, which the Contractor feels prevent establishing proper drainage, and obtain the Inspector's instructions prior to proceeding with the work affected.

2. Final Contouring:
a. Handle and place the soil to depths required. Remove all rocks and clods over one inch in diameter. Provide for surface drainage and cut all necessary drain swales. b. Work soil sufficiently so that after rolling and after full settlement has occurred, the site will be graded to within ±0.10 of a foot from the lines, grades and elevations shown, and as may be directed by the Inspector. Finished surface shall be smooth and uniform and shall be free of depressions that retain standing water or any surface irregularities that would impede proper drainage. Unless otherwise noted, all soil finish grades shall be 1-1/2 inches below finish grade of adjacent walks, pavements and curbs, and top of wall elevations.

3. Erosion Repair: Repair all erosion damage that occurs until Final Acceptance. Take all measures necessary to prevent erosion occurring during work under this Section. Provide and amend replacement soil in accordance with this Section.

3.04 PREPARATION OF SUBSOIL
A. Amend subsoil as indicated in analysis.

B. Prepare subsoil to eliminate uneven areas. Maintain profiles and contours. Make changes in grade gradual. Blend slopes into level areas.

C. Remove foreign materials, weeds and undesirable plants and their roots. Remove contaminated subsoil.

D. Scarify subsoil to a depth of 3 inches where plants are to be placed. Repeat cultivation in areas where equipment, used for hauling and spreading topsoil, has compacted subsoil.

E. All planting areas to be cultivated.

F. Repeat cultivation until the soil is loose to a minimum depth of 12 inches.

G. Add: Remove native soil as needed prior to adding amendments, to allow for addition of compost amendment and mulch to achieve final grades.

H. Place compost amendment and till to a depth of twelve eight inches. Provide additional amendments or adjust soil preparation if directed per the soil analysis recommendations and approved by owner/owner¶s representative. Roll compact soil to achieve compaction of 85% of dry weight density in areas where plantings are located.

I. After natural settlement and light rolling, the complete work to conform strictly to the lines, grades and elevation indicated, under the contract without additional cost to the owner.

Job Name: Mission Plaza Improvements
Job Number: 0256-03-CU20 Section 32 9300
05-11-2023 32 9300 - Plants

J. Finish grading of landscape areas: fine grade all prepared planting areas to lines and grades shown on plans and as specified within this section. Finish grade to account for placement of specified mulch.

K. Top of finished mulch surface to be 1/2´ below adjacent pedestrian or bicycle paths unless otherwise specified on civil grading plans. Intent is to minimize tripping hazards at pedestrian interface from grade changes after minor settlement of prepared planting soils and mulch.

L. Dig plant pits and beds twice the size of the rootball as directed per the drawings.

3.05 PLACING TOPSOIL - NON BIOSWALE PLANTERS
A. Spread topsoil to a minimum depth of 6 inches over area to be planted. Rake smooth.

B. Place topsoil during dry weather and on dry unfrozen subgrade.

C. Remove vegetable matter and foreign non-organic material from topsoil while spreading.

D. Grade topsoil to eliminate rough, low or soft areas, and to ensure positive drainage.

E. Install topsoil into pits and beds intended for plant root balls, to a minimum thickness of 6 inches.

F. Place topsoil mix to the depths specified to obtain finish grades shown on the drawings. Soil mix shall be handled in a manner so as to prevent segregation of ingredients. Thoroughly water planter backfill mix after placement to compact and settle mix.

3.06 PLACING TOPSOIL - BIOSWALE PLANTERS
A. Spread bioswale soil mix over permeable rock subbase to depths indicated within limits shown per plans. 18" depth of bioswale mix shall be utilized if no detail is provided.

B. Verify permeability of soil media meets a minimum of 5 ft/second by running flood test through media.

C. Remove vegetable matter and foreign debris from topsoil D. Grade topsoil to match grades provided on plans.

3.07 FERTILIZING
A. Apply fertilizer in accordance with manufacturer's instructions.

B. Apply after initial raking of topsoil.

C. Mix thoroughly into upper 2 inches of topsoil.

D. Lightly water to aid the dissipation of fertilizer.

3.08 EXCAVATION OF PLANTING PITS ON-GRADE

Job Name: Mission Plaza Improvements
Job Number: 0256-03-CU20 Section 32 9300
05-11-2023 32 9300 - Plants

A. General: Excavate plant pits by hand or with a backhoe; use of augers will not be permitted.

Prior to planting and backfill, scarify the sides and bottom of the pit as required to eliminate any glazed surfaces. Excavate container-grown tree, shrub, and vine holes to the following dimensions:

1. 1, 5, and 15 gallon containers: Two times the size of the root ball in width and depth.

2. 24-inch boxes and larger: Large enough to allow one foot of space around the ball in all directions.

3. Holes on mounds: Dig plant holes on mounds deeper than normal.

4. Excess Soil: Transport and dispose of off-site in a legal manner any excess excavated soil.

5. Obstructions: If rocks, underground construction work, tree roots or other unknown obstructions are encountered in the excavation of plant holes, alternate locations may be selected by City. Report all such conditions in writing to the City. If a change in the location of the planting pit is unacceptable to the City, the original planting pit shall be over-excavated to remove the obstructions to a minimum dimension of 12´ beyond the sides and bottom of the tree pit as typically specified. Obtain the City's instructions prior to proceeding with the work affected.

3.09 DETRIMENTAL SOILS AND DRAINAGE
A. General: Prior to planting, test drain all planting areas as follows:

1. On-Grade Plant Pits: Fill with 12 inches of water. Water should drain completely in 48 hours.

2. Plant Beds: Irrigate until soil is saturated. Saturated condition should not remain after 24 hours.

B. Drainage Chimneys:

1. General: For plant pits failing the initial drainage test, provide drainage chimneys as shown on the drawings and as directed by the City.

2. Neatly auger drainage chimneys to a depth directed by the City. Remove loose soil from hole and plant pit. Locate chimneys at perimeter of plant pit. Repeat test for proper drainage.

3. Once required drainage test has been passed, backfill chimneys with drain rock, flush with bottom of pit. Cover chimneys with soil separator.

C. Failure of Drainage Test: report in writing to the City all areas not passing these tests and all soil conditions that the Contractor considers detrimental to growth of plant material. State condition and proposal and cost estimate for correcting the condition. Obtain the City's instructions prior to proceeding with the work affected. Repeat drainage testing and correction of conditions in this manner as necessary until tests are passed. Failure to perform drainage tests and/or to notify the City in writing of the conditions specified above renders the Contractor responsible for all plant failure that occurs as a result of inadequate drainage or detrimental soil conditions, as determined by the City.

3.10 PLANTING
A. General: Do not plant any material that has not been reviewed by the Inspector upon delivery to the project site or that has been rejected for any reason. Do not plant under unfavorable weather conditions.

Job Name: Mission Plaza Improvements
Job Number: 0256-03-CU20 Section 32 9300
05-11-2023 32 9300 - Plants

B. Place plants for best appearance.

C. Place trees for best appearance for review and final orientation by Architect.

D. Set plants vertical.

E. Remove non-biodegradable root containers. After removing plants from their containers, disentangle any small roots that encircle the container. Do not cut or otherwise disturb the root ball. Inspect all plants for rootbound condition; do not install rootbound plants or plants found to have cracked or broken root balls when taken from the container.

F. Care should be exercised to prevent damage or breakage to limbs, and ropes or other lines should not be allowed to damage bark.

1. Container Stock:
a. General: Do not lift or handle container plants by tops, stems, or trunks at any time. b. Boxed Stock: Remove bottom of box prior to placement of plant in planting pit. Cut bands and remove box sides just prior to backfilling.
c. Canned Stock: Remove canned stock carefully after cans have been cut on two sides with acceptable cutter. Do not use spade to cut cans.
d. Ball and Burlap Stock: Dig ball and burlap (B & B) plants with firm balls of earth of diameter not less than that recommended by the American Standard for Nursery Stock, and of sufficient depth to include the fibrous and feeder roots. Plants moved with ball will not be accepted if the ball is cracked or broken before or during planting operations.

G. Set plants in pits or beds, partly filled with prepared plant mix, at a minimum depth of 6 inches under each plant. Remove burlap, ropes, and wires, from the root ball.

H. Place bare root plant materials so roots lie in a natural position. Backfill soil mixture in 6 inch layers. Maintain plant life in vertical position.

I. Saturate soil with water when the pit or bed is half full of topsoil and again when full.

J. Top-dress Fertilizing On-Grade: When plant installation is complete, fertilize all planting areas (excluding lawn areas) with top-dress fertilizer at the rate of 4 lbs. per 100 square feet.

K. Anti-Desiccant: At Contractor's option, spray all evergreen and deciduous plant material in full leaf with anti-desiccant, in accordance with manufacturer's instructions. Apply an adequate film over trunks, branches, twigs and foliage. Take precautions as necessary to prevent damage, particularly from sun scald.

L. Mulching: Mulch all planting areas (excluding lawn areas) with 3 inch layer of wood bark mulch unless otherwise shown. Spread mulch uniformly to form a smooth cover free of bare spots and mounds.

1. Settlement: As shown on the drawings, the crowns of all plants shall be at least 1/2 inch above the surrounding grade after all settlement has occurred.

2. Watering Basins On-Grade: Form a watering basin, an excavated ring around the root ball of the plant for each tree and shrub. Do not form watering basins in lawn areas.

3.11 GROUND COVER PLANTING

Job Name: Mission Plaza Improvements
Job Number: 0256-03-CU20 Section 32 9300
05-11-2023 32 9300 - Plants

A. Pre-emergent herbicide Application On-Grade Only: Apply pre-emergent herbicide, Surflan A.S. at the rate of 5-1/3 pounds per acre applied in 25 gallons of water to all on-grade locations.

Apply before wood bark mulch application.

B. Planting: Plant ground cover plants through wood bark mulch at the specified triangular spacings. Make planting hole with a hand mattock avoiding mixing surface applied herbicide into planting hole.

1. Activation of Herbicide On-Grade Only: After planting, irrigate with at least one inch of water to activate the herbicide. Water areas carefully taking care to avoid erosion. Repair erosion occurring from careless watering immediately. Remove, repair and replace adjacent planting and soil damaged by careless watering and translocation of herbicide.

3.12 LAYOUT OF PLANT MATERIAL
A. General: The City will review for conformance to the design intent of the Contract Documents locations of all plants in the field prior to planting. Notify the City and schedule layout review sufficiently in advance of planting to allow for review and adjustment without disrupting construction schedule.

B. Adjustments: The City reserves the right to make minor adjustments in the layout of all plant material; adjust irrigation system as necessary.

3.13 PLANT RELOCATION AND RE-PLANTING
A. Relocate trees as indicated by Architect and Project Arborist.

B. Replant plants in pits or beds, partly filled with prepared topsoil mixture, at a minimum depth of 6 inches under each plant. Remove burlap, ropes, and wires, from the root ball.

C. Place bare root plant materials so roots lie in a natural position. Backfill soil mixture in 6 inch layers. Maintain plant materials in vertical position.

D. Saturate soil with water when the pit or bed is half full of topsoil and again when full.

3.14 PLANT SUPPORT
A. General: Complete staking and guying immediately after planting. Perform in accordance with reference standards, unless otherwise shown on the drawings or directed by the City. Securely stake or guy all trees planted on the site using staking or guying type shown on the drawings.

The City reserves the right to make modifications to staking and guying procedures as required to accommodate field conditions at no additional cost to the City.

1. Staking: Stake trees as shown on the drawings.

3.15 PRUNING
A. Prune plants only at the direction of the City and according to reference standards to preserve the natural character of the plant. Remove all dead wood, suckers and broken or badly bruised branches. Remove sucker basal and lateral growth to prevent resprouting; retain normal side branching. Use only disinfected, sharp tools. Improperly pruned trees will be subject to rejection by the City. Apply tree seal to cuts over one inch diameter in accordance with

Job Name: Mission Plaza Improvements
Job Number: 0256-03-CU20 Section 32 9300
05-11-2023 32 9300 - Plants

manufacturer's instructions.

B. Prune trees as recommended in ANSI A300 Part 1.

C. Prune newly planted trees as required to remove dead, broken, and split branches.

3.16 FIELD QUALITY CONTROL
A. Plants will be rejected if a ball of earth surrounding roots has been disturbed or damaged prior to or during planting.

B. Deficient Soils: Remove all soils determined by the City to be deficient and provide all additional amendments as directed to modify deficient soils at no additional cost to the City.

3.17 MAINTENANCE
A. See Section 32 0190 - Operation and Maintenance of Planting for post-occupancy maintenance.

B. Remove dead or broken branches and treat pruned areas or other wounds.

3.18 CLEANUP
A. Sweep site clean of all excess materials used in these operations. Excess soils shall be swept up and removed off site. Do not wash excess materials into adjacent drainage facilities.

END OF SECTION

Job Name: Mission Plaza Improvements
Job Number: 0256-03-CU20

APPENDIX C - MURRAY ADOBE RECOMMENDATIONS APPENDIX C - TECHNICAL SPECIFICATIONS FOR PHASE 1 OF MISSION PLAZA CONCEPT PLAN

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811 El Capitan Way, Suite 100
San Luis Obispo, CA 93401-8943
O: (805) 594-1590 | F: (805) 594-1577
www.appliedearthworks.com
CULTURAL RESOURCE MANAGEMENT | ARCHAEOLOGY | ARCHITECTURAL HISTORY | PALEONTOLOGY | GIS May 1, 2023
Brian Nelson
City of San Luis Obispo
919 Palm Street
San Luis Obispo, CA 93401
RE: Murray Adobe Recommendations for Phase 1 of the Mission Plaza Concept Plan Dear Mr. Nelson:

At the request of RRM Design Group, Applied EarthWorks, Inc. (Æ) is pleased to present the following recommendations for appropriate treatment of the Murray Adobe during implementation of Phase 1 of the Mission Plaza Concept Plan (Plan). Phase 1 of the Plan includes removal of the trellis adjacent to the adobe, removal and replacement of landscaping and hardscaping, and extending the existing patio along the southwest wall to the southeast. Other actions include removal of existing public restrooms, planters, mature trees, and hardscape near Murray Adobe within Mission Plaza; construction of new public restrooms; and installation of new hardscape, planters, and trees. Murray Adobe is on the City of San Luis Obispo Master List of Historic Resources and is considered a historical resource under the California Environmental Quality Act (CEQA). Projects that are consistent with the Secretary of the Interior’s (SOI) Standards will not result in a significant impact under CEQA.

On December 20, 2022, Æ Senior Architectural Historian Amber Long met with Mark Sauer, owner of Mark Sauer Construction, Debbie Rudd, Principal at RRM Design Group, and representatives from the City of San Luis Obispo (City) in Mission Plaza to tour Murray Adobe. During the site visit Mr. Sauer visually inspected the interior and exterior of the adobe, while discussing the project with the team. Mr.

Sauer has worked extensively with historic adobe buildings around California and has successfully implemented protection measures that have been successful over decades of monitoring.

The following information is summarized from Mr. Sauer’s report, subsequent email (see attached), and team calls. All recommendations are consistent with the SOI Standards for the Treatment of Historic Places (Grimmer 2017).

Existing Condition
The adobe is in fairly good condition except for the exposed adobe wall. The existing cement-based plaster is not the correct application for the adobe. Adobe bricks expand and contract, while the cementbased plaster is rigid, which can create structural issues. Sections of the plaster are delaminating from the interior and exterior of the adobe.

Phase 1 Recommendations. The following recommendations should be followed during Phase 1 of the Plan.
x Demolition of the pavement adjacent to the adobe should start with a cut 3 to 4 feet away from the adobe. The pavement will then be removed by hand, limiting the potential for damage to the adobe. Where new paving will abut the adobe, some form of masonry protection board should be

2 Murray Adobe Recommendations for Phase 1 of the Mission Plaza Concept Plan installed. This process should also be followed where the patio will be extended along the adobe, to the southeast.
x The existing flashing, trellis, and patio cover can be replaced or removed. If replaced, a new ledger should be installed directly to the adobe wall using epoxy anchors to support a small patio cover over the exposed adobe wall. A structural engineer should be consulted regarding the size, depth, and frequency of the anchors. Existing plaster should be cut away to allow direct anchoring of the ledger to the adobe wall. Enough plaster should be removed so the top of the new flashing is covered. Copper flashing is preferable. Expanded metal lath with 3-inch exterior grade screws and fender washers are recommended. Plaster around the ledger and new flashing will need to be repaired. New lime plaster should not contain cement. x If the patio cover is not replaced, the plaster where the old ledger and flashing is removed will need to be repaired. New lime plaster should not contain cement. x The exposed area of the adobe wall should be completely covered with lime plaster to protect the exposed wall. New lime plaster should not contain cement. An approximately 12-square-foot area can remain exposed or be exposed later for use as a viewing panel with a wood frame and laminate glass. A patio cover is not required above the viewing panel; however, copper flashing should be installed above the viewing panel in the manner described above.

Recommendations for Additional Work. After completion of Phase 1, the following recommendations should be followed to address ongoing condition issues. x All cement-based plaster should be removed from the interior and exterior adobe walls and a new lime-based plaster applied. Additional information can be found at www.limes.us. x Proper site drainage is critical to preserving Murray Adobe. All mulch should be removed within 12 to 18 inches of the adobe walls. Irrigation must be altered so that no water hits the walls or pools at the base of the walls. Based on the direction of the slope, water will continue to flow from Mission San Luis Obispo de Tolosa towards the adobe to San Luis Creek. French drains could be installed to route the flow of water around the adobe. x All existing wood windows need repairs. Windows can be salvaged by repairing the glass and glazing. Wood repairs should include “dutchman” repairs and the addition of wood consolidating products. Additional information can be found at www.abatron.com. x The roof needs to be replaced; however, it is currently holding out water. A new roof will require new ply sheathing.
x A seismic retrofit should be considered for the adobe as part of a structural upgrade.

Secretary of the Interior’s Standards
Until a new use is proposed for Murray Adobe, the SOI Standard for Preservation should be followed to preserve the adobe in its current configuration. The recommendations above, including proper lime

3 Murray Adobe Recommendations for Phase 1 of the Mission Plaza Concept Plan plaster coatings, reducing the exposed area of the adobe, improving drainage and window repairs, are consistent with the Standard for Preservation, which is:
“… the act or process of applying measures necessary to sustain existing form, integrity, and materials of an historic property. Work, including preliminary measures to protect and stabilize the property, generally focuses upon the ongoing maintenance and repair of historic materials and features rather than extensive replacements and new construction.” (Grimmer 2017:2) The following National Park Service Preservation Briefs and Preservation Tech Notes provide further guidance on the recommendations above. They can be found at www.nps.gov. x Preservation Brief 4: Roofing for Historic Buildings ((Sweetser 1978) x Preservation Brief 5: The Preservation of Historic Adobe Buildings ((Tiller and Look 1978) x Preservation Brief 9: The Repair of Historic Wooden Windows (Myers 1981) x Preservation Brief 10: Exterior Paint Problems on Historic Woodwork (Weeks and Look 1982) x Preservation Brief 41: The Seismic Rehabilitation of Historic Buildings (Aguilar 2016) x Temporary Protection 3: Protecting a Historic Structure During Adjacent Construction (Randl 2001)
x Windows 1: Planning Approaches to Window Preservation (Fisher 1984) x Windows 4: Replacement Wooden Frames and Sashes (Feist 1984) x Windows 14: Reinforcing Deteriorated Wooden Windows (Stumes 1986) The preceding recommendations are intended to limit or eliminate any unintended damage to Murray Adobe from implementation of Phase 1 of the Plan. In the event of unintended damage, including but not limited to new cracking or chipping plaster, or crumbling adobe bricks, work in the area around Murray Adobe should stop and a structural engineer and/or adobe specialist consulted.

Æ appreciates the opportunity to provide this guidance. If you have further questions, please contact Managing Principal Erin Enright at (805) 594-1590, extension 316, or [email protected].

Sincerely,
Amber Long, M.A.

Senior Architectural Historian
Applied EarthWorks, Inc.

Attachments: Site Visit Report 1.12.23; Email from Mark Sauer 2.7.2023; and C. Ledger With Flashing Simple Sketch

4 Murray Adobe Recommendations for Phase 1 of the Mission Plaza Concept Plan

REFERENCES CITED
Aguilar, Antonio
2016 The Seismic Rehabilitation of Historic Buildings. Preservation Briefs No. 41. U.S. Department of the Interior, National Park Service, Technical Preservation Services, Washington, D.C.

Feist, William C.
1984 Replacement Wooden Frames and Sash, Protecting Woodwork against Decay. Windows, No. 4.

Preservation Tech Notes. U.S. Department of the Interior, National Park Service, Preservation Assistance Division, Washington, D.C.

Fisher, Charles E.
1984 Planning Approaches to Window Preservation. Windows, No. 1. Preservation Tech Notes. U.S.

Department of the Interior, National Park Service, Preservation Assistance Division, Washington, D.C.

Grimmer, Anne E.
2017 The Secretary of the Interior’s Standards for the Treatment of Historic Properties with Guidelines for Preserving, Rehabilitating, Restoring, & Reconstructing Historic Buildings. Rev. ed. U.S.

Department of the Interior, National Park Service, Technical Preservation Services, Washington, D.C.

Myers, John H.
1981 The Repair of Historic Wooden Windows. Preservation Brief No. 9. U.S. Department of the Interior, National Park Service, Preservation Assistance Division, Washington, D.C.

Randl, Chad
2001 Protecting a Historic Structure During Adjacent Construction. Temporary Protection, No. 3.

Preservation Tech Notes. U.S. Department of the Interior, National Park Service, Heritage Preservation Services, Washington, D.C.

Stumes, Paul
1986 Reinforcing Deteriorated Wooden Windows. Windows, No. 14. Preservation Tech Notes. U.S.

Department of the Interior, National Park Service, Preservation Assistance Division, Washington, D.C.

Sweetser, Sara M.
1978 Roofing for Historic Buildings. Preservation Brief No. 4. U.S. Department of the Interior, National Park Service, Preservation Assistance Division, Washington, D.C.

Tiller, de Teel Patterson, and David W. Look
1978 Preservation of Historic Adobe Buildings. Preservation Briefs No. 5. U.S. Department of the Interior, National Park Service, Heritage Preservation Services, Washington, D.C.

Weeks, Kay D., and David W. Look
1982 Exterior Paint Problems on Historic Woodwork. Preservation Brief No. 10. U.S. Department of the Interior, National Park Service, Preservation Assistance Division, Washington, D.C.

City of San Luis Obispo Sole Source Justification Form
Steven Handelman Studios Light Fixtures
The City of San Luis Obispo (SLO) policy is to solicit quotations or bids for purchases for tier two (2) through five (5) price levels  (See Purchasing Policy section 202A; 203A).

Under SLO Municipal Code 3.24.060, bid procedures may be waived and procurement obtained from a single sole‐ source if it meets the criteria in Municipal Code 3.24.060.  (See p. 2 for relevant criteria).

Staff must justify waiving the bid procedures in this form and tie the justification to one of the Municipal Code subsections. (See p. 2 for relevant criteria)
The justification should provide enough detail so that anyone in the public with no background on the purchase can understand the justification.

1. What product or service is being requested?  Why is it necessary? City  staff  is  requesting  to  sole  source  the  purchase  of  Steven  Handelman  Studios  light  fixtures including both building exterior wall fixtures and pedestrian pole mounted light fixtures within the Mission Plaza. The City hired RRM Design Group in 2018 through the use of an on‐call architectural design services agreement created from a public competitive selection process. In order to complete the  full design, RRM sub‐consulted with Steven Handelman Studios  to design custom light  fixtures that complemented the architectural design of the new buildings as well as compliments the history of Mission Plaza. In order to construct the project per the design, custom light fixtures will need to be purchased by the Contractor from Steven Handelman Studios.

2. Is this “brand” of product or services offered the only one that meets the City’s requirements? If yes, what is unique about the product/services?
These  custom  products  (light  fixtures) are  required  to  complete  the  current  project  design. These products  are  unique  because  they  are  custom  designed  and  specifically  planned  to  reflect  and complement the historic district with key elements from the Mission Era.

3. Is the product or service proprietary or is it available from various dealers? Have you verified this? These custom light fixtures are not available from other dealers.

4.  Have  other  products/vendors  been  considered?  If  yes,  which  products/vendors  have  been considered and how did they fail to meet the City’s requirements? No other products have been considered because this product was selected during the design process when RRM sub consulted with Steven Handelman Studios. The products were reviewed by City staff and design professionals for complementing the architecture of the project and the Mission.

5. Is the purchase an upgrade or addition to an existing system or brand of products adopted citywide? If so, will purchase of this product avoid other costs as opposed to purchasing another product or service (e.g., additional training required; data conversion; implementation of a new system; etc.)?

City of San Luis Obispo Sole Source Justification Form
These lights will replace old pedestrian lights throughout Mission Plaza and be a significant upgrade to the current light fixtures. These lights will be specific to the Mission Plaza area due to their unique features.

6. Is  this  a  request  for  services  by  a  contractor  with  necessary,  unique  and  critical  knowledge  of established City systems or programs?  If so, will using the contractor’s services avoid other costs (e.g.: significant staff time in compiling information, data transfers, etc.)? This  request  is  not  for  services  by  a  contractor  with  necessary,  unique  and  critical  knowledge  of established City systems or programs.

7. What is the quoted price for the product or services and is it reasonable (based on other products or  services  in  the  same  field  or  based  on  historical  pricing  for  the  City  for  similar  products  or services)?
The  quoted  price  for  the  products  to  be  purchased  by  the awarded  contractor are approximately $7000 for each pedestrian light pole fixture and $1000 for each wall mounted fixture. These fees are reasonable for the quality of products provided. The City plans to install 6 wall mounted fixtures and up to 20 pedestrian light poles with this project for a cost of approximately $160,000.

Approved:

Dan Clancy /s/               6/6/2023
Daniel Clancy              Date
Purchasing Analyst

City of San Luis Obispo Sole Source Justification Form

3.24.060 Bidding procedures—Use of not required when.

Purchase  of  those  items  listed  in  Section  3.24.010  shall  be  by  bid  procedures  set  forth  in  this  chapter.  Such procedures  may  be  dispensed  with,  at  the  discretion  and  judgment  of  the  purchasing  authority  as  to  the  best interests of the city, as follows:

A.  When  the amount  to be expended is less  than  the bid  requirement amount which shall be  specified by resolution of the council;
B.  When an emergency purchase is made to address a situation that creates an immediate and serious need for equipment, supplies, or services that cannot be met through normal purchasing procedures and where the lack of  such  equipment,  supplies  or  services  would  seriously  threaten  the  functioning  of  city  government,  the preservation of property, or the health or safety of any person; C.  When the item(s) to be purchased can be obtained from only one vendor or supplier; D.  When supplies or equipment have been uniformly adopted in the city or otherwise standardized; E.  When the purchase will be made cooperatively with one, or more, other units of government, or from a local dealer within the city limits that can provide the same brand, model and configuration of item(s) identified in cooperative purchase agreement(s) at or below  the cooperative purchasing net cost within  the  same  terms and conditions;
F.  When reasonably necessary for the preservation or protection of public peace, health, safety or welfare of persons or property; or
G.  When,  given  the  indeterminate  nature  of  the  city’s  need,  a  request  for  proposal  will  result  in  a  more favorable and efficient comparison of supplies, equipment and/or services. (Ord. 1618 § 1 (Exh. A (part)), 2015: Ord. 1608 § 1, 2014; Ord. 954 § 2 (part), 1983: prior code § 2950.6).

Item 5i
Department: Administration
Cost Center: 1005
For Agenda of: 6/20/2023
Placement: Consent
Estimated Time: N/A
FROM: Greg Hermann, Deputy City Manager
Prepared By: Chris Read, Sustainability Manager
SUBJECT: 2023 UPDATE TO THE SLO CLIMATE COALITION MEMORANDUM OF

UNDERSTANDING

RECOMMENDATION
Approve the updated Memorandum of Understanding between the City of San Luis Obispo and the SLO Climate Coalition.

POLICY CONTEXT
 October 24, 2017 – Council approved the Memorandum of Understanding between the City of San Luis Obispo and the SLO Climate Coalition.1  October 10, 2020 – Council approved the first amendment to the Memorandum of Understanding between the City of San Luis Obispo and the SLO Climate Coalition.2
 2021-23 Major City Goal Climate Action Task 4.1.i: Continue SLO Climate Coalition support to provide a resource for community members to participate in climate action initiatives and build overall community capacity.  2023-25 Major City Goal Climate Action Task 4.5.c: Continue to support and empower community collaboration for climate action, including support for the Climate Coalition and the San Luis Obispo Climate Justice Collaborative, as called for in CAP task 3.1.A.
 Climate Action Plan 2023-2027 Work Program Task 3.1.A: Continue to support and empower community collaboration for climate action.

DISCUSSION

1 10-24-2017 Item 11 - Climate Action Task Force Memorandum of Understanding and Assignment of Council Member Liaison to the Task Force (slocity.org)
2 Item 08 - Update to the SLO Climate Coalition Memorandum of Understanding (slocity.org)

Item 5i
Background
The City Council made Climate Action a Major City Goal with adoption of the 2017-19 Financial Plan. As a part of the Major City Goal process, a work program was established and approved by the City Council on June 20, 2017. One of the primary objectives of the work program was to “Support the establishment of a ‘Community Climate Action Coalition” by engaging other jurisdictions, professionals, elected officials, and residents to enhance community education, participation, and advocacy in all City and regional climate action adaptation and GHG emission reduction efforts.” The SLO Climate Coalition emerged out of that work and in October of 2017, the Council adopted a Memorandum of Understanding (MOU) between the City and the SLO Climate Coalition to ensure clarity of intent, roles, scope, and objectives.

In October 2020, Council approved an amendment to the 2017 MOU to reflect several notable changes, including a desire to reaffirm and make explicit the distinction between the work that the SLO Climate Coalition does consistent with the MOU with the City and the work it does outside of the MOU, and to better reflect the timing of SLO Climate Coalition annual reports and work plans.

The Climate Coalition’s current work program is nearing completion and has included supporting the City’s first annual climate party, hosting monthly community meetings, supporting Earth Week programming including an electric vehicle ride and drive event, and hosting the annual National Drive Electric Week events. In addition, the Climate Coalition has been hosting the https://resilientslo.org/ website and has been working with Cal Poly Climate Corps Fellows to connect community members to the platform. The Climate Coalition’s next major event will be an “Electrify Your Life” community forum and SLO Farmer’s Market electric vehicle car show in the Fall of 2023.

Memorandum of Understanding
The updated MOU (Attachment A) makes additional updates to the formal relationship between the SLO Climate Coalition and City and provides general requirements and responsibilities for each group. Key features include the following:

1. The SLO Climate Coalition will function as an independent group working with the City to support and encourage Climate Action Plan implementation and Major City Goal work program objectives by assisting with public engagement and community education.

2. The SLO Climate Coalition will create an Annual Work Plan, which will include their mission and anticipated scope of activities for the year with a clear delineation of what work is being done consistent with the MOU. The City staff liaison will be responsible for approving the Work Program and will ensure that tasks implement the 2023-25 Climate Action Major City Goal.

Item 5i

3. The SLO Climate Coalition will work to be a key voice in the community to engage the public and share information about the City’s climate action efforts and organize community education and collaboration to inform residents and businesses about climate action opportunities.

4. The SLO Climate Coalition will submit an annual report that describes the actions taken during the previous calendar year.

Sustainability Manager and Council Member Representative The Sustainability Manager has served as staff liaison to the SLO Climate Coalition, with regular attendance and additional support from the Sustainability and Natural Resources Official. The role of the designated Council Member will be to continue providing input as a Council representative, keep Council abreast of SLO Climate Coalition’s progress, and maintain familiarity with the membership, work program, and efforts of the SLO Climate Coalition. The current Council representative is Councilmember Shoresman.

Previous Council or Advisory Body Action
 October 24, 2017 – Council approved the Memorandum of Understanding between the City of San Luis Obispo and the SLO Climate Coalition.  October 10, 2020 – Council approved the first amendment to the Memorandum of Understanding between the City of San Luis Obispo and the SLO Climate Coalition.

Public Engagement
Community members wishing to provide comment on this item may do so at or before the June 20, 2023 City Council meeting.

CONCURRENCE
Staff have has worked closely with the SLO Climate Coalition leadership team, which concurs with the contents of this report.

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

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

Item 5i
Fiscal Analysis:

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

Total $ $ $ $
The City Council has already established funding of $10,000 per year to provide support to the SLO Climate Coalition for tasks that implement the MOU. As identified in the MOU, these funds are to be associated with objectives/tasks outlined in this agreement, and use of funds must be approved by the City. There is otherwise no direct fiscal impact associated with the recommended action.

ALTERNATIVES

1. Modify the MOU. The City Council should provide specific direction on what parts of the MOU should be modified.

2. Do not approve the MOU. This is not recommended as this action would leave in place the existing MOU.

ATTACHMENTS
A - Updated Memorandum of Understanding between the City of San Luis Obispo and the SLO Climate Coalition

MEMORANDUM OF UNDERSTANDING

BETWEEN THE CITY OF SAN LUIS OBISPO AND THE SLO CLIMATE COALITION This Memorandum of Understanding (“Agreement”) is entered into on _____________________ (the “Effective Date”), by and between the City of San Luis Obispo, a municipal corporation and charter city (herein referred to as “City”) and the SLO Climate Coalition, an unincorporated association. City and the SLO Climate Coalition are sometimes referred to herein as “the Parties.”

WITNESSETH
WHEREAS, in January 2017 the City made Climate Action a Major City Goal in the 2017-2019 FinancialPlan with an overall goal of reducing citywide greenhouse gas (GHG) emissions and with a specific work program to update/implement the Climate Action Plan, assess requirements/achieve a net-zero citytarget, develop energy efficiency incentives, improve energy efficiency in City facilities, and to identify/assign resources to perform the work needed to achieve the objectives; and
WHEREAS, the 2017-19 Major City Goal work program indicated that the City would support the establishment of a community climate action coalition; and WHEREAS, the support of a community climate coalition was reaffirmed in the 2019-21, 2021- 23, and 2023-25 Financial Plans; and
WHEREAS, the City Council adopted the Climate Action Plan for Community Recovery (2020 Climate Action Plan) on August 18, 2020 , which adopted a communitywide target of carbon neutrality by 2035; and
WHEREAS, the 2020 Climate Action Plan notes that different organizations are uniquely capable of certain actions and focuses most directly on government actions while mentioning the importance of community and non-governmental organization action; and WHEREAS, the City Council adopted the 2023-27 Climate Action Work Program on December 12, 2022, reaffirming the Climate Action Plan for Community Recovery’s goals; and WHEREAS, the City’s intent in supporting a coalition is to work with community members/leverage experience in climate action as well as involve, and keep informed, the community’s residents and businesses in the City’s climate action efforts; and WHEREAS, the SLO Climate Coalition is a group of community members that has functioned as an independent group working with the City to accomplish major city goal work program objectives by assisting with community outreach; and
WHEREAS, the City recognizes that the members of the SLO Climate Coalition will have complimentary experience and will be able to support the City’s GHG reduction and community outreach goals, and through this MOU, the Parties wish to work together toward the attainment of mutual goals; and

NOW, THEREFORE, in consideration of the mutual covenants, conditions, promises, and agreements herein set forth, City and the SLO Climate Coalition hereby agree as follows:

TERMS

1. Replacement. Upon execution, this Memorandum of Understanding shall replace any previous agreements between the SLO Climate Coalition (or any previous names it has had) and the City.

2. Recognition of Mutual Benefit. It is in the interest of the City to explore opportunities for partnership in achieving the goals of the Climate Action Plan for Community Recovery. The City and the SLO Climate Coalition have aligned goals in this regard and this agreement may serve as a first step for future agreements and a broader scope relative to future climate action objectives. a. The SLO Climate Coalition will select a primary point of contact between the SLO Climate Coalition and the City’s Sustainability Manager.
b. The City’s Sustainability Manager and a Councilmember will be designated as Liaisons to the SLO Climate Coalition to provide updates on City’s climate related activities, communicate back to staff and council, and to provide general support to the SLO Climate Coalition on an ongoing basis.
c. Meetings of the SLO Climate Coalition are expected to be open to individuals who are interested in being involved in climate action efforts and meetings will be as inclusive as possible to those who want to contribute.

3. Scope and Objectives. The SLO Climate Coalition will support implementation of the City’s Climate Action Plan with particular attention given to the high impact objectives and will work to enhance community education and participation in City climate action adaptation and GHG emission reduction efforts; and
a. SLO Climate Coalition Annual Work Plan: By March 31 of each year, the SLO Climate Coalition will provide the City with a SLO Climate Coalition Annual Work Plan. The Annual Work Plan will include the mission of the SLO Climate Coalition and include the anticipated scope of activities for the year. The Work Plan will clearly delineate activities and funding in service to this agreement from other non-MOU related SLO Climate Coalition activities. The Work Plan must be approved by the City Staff Liaison and focus on implementing the current Climate Action Major City Goal. Work Plan tasks may include, but are not limited to: outreach, education, community engagement, and technical support,
b. SLO Climate Coalition Year End Report: By March 31 of each year, the SLO Climate Coalition will submit an annual report to the City Manager or their designee that describes the actions the SLO Climate Coalition undertook during the previous calendar year.

4. Facilities. The City will allow the SLO Climate Coalition to use City facilities, pending availability, and waive rental fees associated with the use of City facilities such as the Ludwick Center.

5. Funding. The Climate Action Major City Goal work program identified limited funding to be available from the City to support the SLO Climate Coalition. These funds are to be associated with objectives outlined in this agreement and the SLO Climate Coalition will notify the city on how it intends to use said funds via the annual Work Plan. Funding may not be used for political advocacy purposes.

6. Termination of Agreement by City. Either party may terminate this MOU for any reason whatsoever upon written 90-day notification of such termination.

7. Relationship of Parties. The SLO Climate Coalition shall be considered an independent organization and not an agent, officer or employee of the City. SLO Climate Coalition officers, members, affiliates, volunteers, employees and independent contractors shall not be considered agents, officers or employees of the City.

8. Compliance with Laws. The SLO Climate Coalition shall comply with all applicable statutes, ordinances, or regulations now or hereafter adopted by any federal, state or county governmental entity, and with all ordinances, regulations, policies and guidelines now or hereafter adopted by the City. Upon request by City, the SLO Climate Coalition agrees to have its members execute waivers and releases of liability for any activities which in City’s opinion warrants such waivers and releases to be executed prior to participation in such activity.

9. Amendments. The City Manager or designee will consider any proposed amendments to this MOU. Proposed amendments that do not significantly affect scope, objectives, outcomes or deliverables that are considered minor in nature may be approved by the City Manager or designee.

Other material amendments shall be reviewed for approval by the City Council.

10. Counterparts. This MOU may be executed in counterparts, each of which shall be deemed an original and all of which, taken together, shall constitute one and the same instrument, binding on each signatory thereto.

CITY OF SAN LUIS OBISPO SLO CLIMATE COALITION
Mayor Erica A. Stewart Eric Veium, Chair
Date: Date:

ATTEST: ECOLOGISTICS
Teresa Purrington, City Clerk Stacey Hunt, CEO at Ecologistics, Inc.

Date: Date:

APPROVED AS TO FORM:

J. Christine Dietrick, City Attorney
Date:

Item 5j
Department: Community Development
Cost Center: 4003
For Agenda of: 6/20/2023
Placement: Consent
Estimated Time: N/A
FROM: Michael Codron, Community Development Director
Prepared By: Kyle Bell, Housing Coordinator & Ryan Tomlinson, CDD Intern SUBJECT: PROHOUSING DESIGNATION PROGRAM APPLICATION

RECOMMENDATION
Adopt a Draft Resolution entitled, “A Resolution of the City Council of the City of San Luis Obispo, California, authorizing application to and participation in the Prohousing Designation Program” authorizing the City Manager to:

1. Submit a Prohousing Designation Program application to the California Department of Housing and Community Development (HCD); and if the application is approved by HCD,

2. Execute all documents deemed necessary or appropriate to participate in the Prohousing Designation Program.

POLICY CONTEXT
The City of San Luis Obispo's two-year budget approach has a long tradition of involving the community in its goal-setting process, emphasizing long-range financial planning, and supporting effective program management. As part of the 2021-23 Financial Plan and the now adopted 23-25 Financial Plan, the City Council established four Major City Goals for the City to address within the two-year financial plan cycle. One of the Major City Goals that was established was for Housing and Homelessness which states:
“In order to expand housing options for all, continue to facilitate the production of housing, including the necessary supporting infrastructure, with an emphasis on affordable and workforce housing…”
The Prohousing Designation Program is consistent with the City’s policies established in the City’s General Plan Housing Element, including:

Program 6.17. Financially assist in the development of 20 housing units per year that are affordable to extremely low, very-low, low- and moderateincome households during the planning period using State, Federal, and local funding sources, with funding priority given to projects that result in the maximum housing benefits for the lowest household income levels.

Item 5j
Program 8.20. Actively seek and collaborate with non-profit housing providers to (jointly) apply for two revenue sources each year during the planning period for State, Federal, and local funding sources to financially assist with the development of housing for persons with developmental disabilities.

DISCUSSION
The City of San Luis Obispo has an opportunity to become one of the Prohousing Designation jurisdictions in the State – gaining a competitive advantage for critical grant funding and sending a strong signal to the housing development community statewide that the City of San Luis Obispo is focused on meeting its housing production goals.

In 2019, as part of the 2019-2020 Budget Act, Assembly Bill 101 established the Prohousing Designation Program (PDP) administered by the California Department of Housing and Community Development (HCD). The PDP creates incentives for jurisdictions that are compliant with housing laws, housing element requirements, and have enacted local policies that go beyond existing housing law.

Jurisdictions awarded a Prohousing Designation will receive a competitive advantage for critical affordable housing and infrastructure grant programs, including:
 Affordable Housing & Sustainable Communities (AHSC)
 Infill Infrastructure Grant (IIG)
 Transformative Climate Communities (TCC)
 Solutions for Congested Corridors
 Local Partnership Program
 Transit and Intercity Rail Capital Program (TIRCP)
Pro Housing Designation (PDP) Overview
HCD’s review and consideration for designating jurisdictions include the following:

A. The Jurisdiction’s actions to facilitate the planning, approval, or construction of a variety of housing types (e.g., increasing zoned capacity for supply, facilitating affordability for all income levels, removing regulatory barriers to development, and streamlining approval). Such action should be balanced by the Jurisdiction’s equal efforts to prevent displacement, preserve existing affordable housing, and establish tenant protections.

B. The Jurisdiction’s accomplishment of integrated planning and development consistent with the state planning priorities set forth at Government Code section 65041.1 and/or the regional transportation plan adopted by the relevant transportation agency pursuant to Government Code sections 65080 and 65080.01. The Jurisdiction may accomplish this outcome through various actions, including, but not limited to, the facilitation of Location Efficient Communities that reduce auto dependence and Vehicles Miles Traveled (VMT), and that are consistent with climate change priorities (e.g., climate change adaptation and hazard mitigation).

Item 5j
C. The Jurisdiction’s meaningful actions to foster inclusive and equitable communities with adequate, affordable, and accessible housing and transportation infrastructure pursuant to Government Code Section 8899.50.

D. The Jurisdiction’s collaboration with public entities to align policies and programs, and with private entities to implement policies and to leverage funding and other resources.

E. The Jurisdiction’s compliance with established housing law and recent housing reform statutes (e.g., the Housing Accountability Act, the Streamlined Ministerial Approval Process (SB 35), and the Housing Crisis Act of 2019 (SB 8)).

The application will ascribe points using four scoring categories. Applicants shall demonstrate that they have enacted or proposed at least one policy that significantly contributes to the acceleration of housing production in each of the four categories as outlined in Attachment B. A Prohousing Designation requires a total score of 30 points or more across all four categories:
(1) Favorable Zoning and Land Use (18 possible points). Examples include allowing duplexes, triplexes, and fourplexes by right in single-unit dwelling zones, going beyond the State Density Bonus Law, going beyond State law for Accessory Dwelling Units (ADUs), eliminating off-street parking requirements, and allowing residential land uses in non-residential zones.
(2) Acceleration of Housing Production Timeframes (19 possible points). Examples include ministerial approval processes for a variety of housing types, streamlined environmental review processes, streamlined permitting processes, and reduced plan check times.
(3) Reduction of Construction and Development Costs (11 possible points). Examples include deferred, reduced, or waived impact fees1 and pre-approved plans for ADUs and missing middle housing types.
(4) Providing Financial Subsidies (12 possible points). Examples include participating with a local housing trust fund, offering surplus City-owned land for affordable housing development, and prioritization of local general funds for affordable housing.

1 The City cannot waive Development impact Fees per se and any fees that are not within the reasonable nexus of mitigating impacts must be offset by other revenue sources. The City generally reduced Transportation Impact Fees by 25% which required the General Fund to backfill to otherwise have a fee program that met the requirements of the Mitigation Fee Act.

Item 5j
Staff has completed a summary of the City’s compliance with each of the four categories, with a score of 43 points, plus 19 enhancement factor points, resulting in a total score of 62 points (Attachment C). Once the application is released, HCD has 60 days from the time the application is submitted to issue preliminary findings to the City. The City has 15 days to provide a written response to HCD. HCD then has 60 days to issue a final determination of the designation as a Prohousing Jurisdiction.

Public Engagement
Public notice of this hearing has been published in a widely circulated local newspaper, and hearing agendas for this meeting have been posted at City Hall, consistent with adopted notification procedures. Public comment on the item can be provided to the City Council through written correspondence prior to the meeting and through public testimony at the meeting.

CONCURRENCE
The Prohousing Designation Application was compiled with input from multiple City Departments including the Planning Division, Housing Team, Building Division, engineering Division, and the Transportation Division.

ENVIRONMENTAL REVIEW
The proposed report contemplates the receipt of State designation and will not result in a significant effect on the environment. Future projects that utilize grant funding will undergo CEQA review. (CEQA Guidelines sections 15061(b)(3) (the common-sense exemption); 15378(b)(4) (the creation of government funding mechanisms).

FISCAL IMPACT
Budgeted: n/a Budget Year: 2022-23
Funding Identified: n/a
Fiscal Analysis:

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

Total $ $ $ $
There are no fiscal impacts (costs) directly related to this item. Local governments with Prohousing Designation are eligible to apply for new Prohousing Incentive Program grant funding, such as the $26 million state investment from the Building Homes and Jobs Trust Fund.

Item 5j

ALTERNATIVES
Deny the Project. Council could direct staff not to pursue the Prohousing Designation Program.

ATTACHMENTS
A - Draft Resolution authorizing an application to the Prohousing Designation Program B - Prohousing Designation Application
C - Prohousing Compliance Summary

R ______
RESOLUTION NO. ______ (2023 SERIES)

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

OBISPO, CALIFORNIA, AUTHORIZING APPLICATION TO AND

PARTICIPATION IN THE PROHOUSING DESIGNATION PROGRAM
WHEREAS, Government Code section 65589.9 established the Prohousing Designation Program (“PDP” or “Program”), which creates incentives for jurisdictions that are compliant with state housing element requirements and that have enacted Prohousing local policies; and
WHEREAS, such jurisdictions will be designated Prohousing, and, as such, will receive additional points or other preference during the scoring of their competitive applications for specified housing and infrastructure funding; and WHEREAS, the Department of Housing and Community Development (“Department”) has adopted emergency regulations (Cal. Code Regs., tit. 25, § 6600 et seq.) to implement the Program (“Program Regulations”), as authorized by Government Code section 65589.9, subdivision (d); and
WHEREAS, the City of San Luis Obispo desires to submit an application for a Prohousing Designation (“Application”).

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

SECTION 1. The City of San Luis Obispo is hereby authorized and directed to submit an Application to the Department.

SECTION 2. The City of San Luis Obispo acknowledges and confirms that it is currently in compliance with applicable state housing law.

SECTION 3. The City of San Luis Obispo acknowledges and confirms that it will continue to comply with applicable housing laws and refrain from enacting laws, developing policies, or taking other local governmental actions that may or do inhibit or constrain housing production. Examples of such local laws, policies, and actions include moratoriums on development; local voter approval requirements related to housing production; downzoning; and unduly restrictive or onerous zoning regulations, development standards, or permit procedures.

SECTION 4. The City of San Luis Obispo further acknowledges and confirms that it commits itself to affirmatively furthering fair housing pursuant to Government Code section 8899.50.

Resolution No. _______ (2023 Series) Page 2
R _______
SECTION 5. If the Application is approved, the City of San Luis Obispo is hereby authorized and directed to enter into, execute, and deliver all documents required or deemed necessary or appropriate to participate in the Program, and all amendments thereto (the “Program Documents”).

SECTION 6. The City of San Luis Obispo acknowledges and agrees that it shall be subject to the Application; the terms and conditions specified in the Program Documents; the Program Regulations; and any and all other applicable laws.

SECTION 7. The City Manager is authorized to execute and deliver the Application and the Program Documents on behalf of the City of San Luis Obispo for participation in the Program.

Upon motion by______________, 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

Prohousing Designation Program Application
State of California
Governor Gavin Newsom
Lourdes Castro Ramírez, Secretary
Business, Consumer Services and Housing Agency
Gustavo Velasquez, Director
Department of Housing and Community Development
Megan Kirkeby, Deputy Director
Division of Housing Policy Development
2020 West El Camino, Suite 500
Sacramento, CA 95833
Website: https://www.hcd.ca.gov/community-development/prohousing Email: [email protected]
July 2021

Prohousing Designation Program Application Package
Instructions
The applicant is applying for a Prohousing Designation under the Prohousing Designation Program (“Prohousing” or “Program”), which is administered by the Department of Housing and Community Development (“Department”) pursuant to Government Code section 65589.9.

The Program creates incentives for Jurisdictions that are compliant with Housing Element requirements and that have enacted Prohousing Policies. These incentives will take the form of additional points or other preference in the scoring of applications for competitive housing and infrastructure programs. The administrators of each such program will determine the value and form of the preference.

In order to be considered for a Prohousing Designation, the applicant must accurately complete all sections of this application, including any relevant appendices. The Department reserves the right to request additional clarifying information from the applicant.

This application is subject to Government Code section 65589.9, and to the regulations (Cal. Code Regs., tit. 25, § 6600 et seq.) adopted by the Department in promulgation thereof (“Regulations”).

All capitalized terms in this application shall have the meanings set forth in Section 6601 of the Regulations.

All applicants must submit a complete, signed application package to the Department, in electronic format, in order to be considered for a Prohousing Designation. Please direct electronic copies of the completed application package to the following email address:

[email protected].

A complete application will include all items identified in the Application Checklist.

In relation to Appendix 1, the Formal Resolution for the Prohousing Designation Program, please use strikethrough and underline if proposing any modifications to the text of the Resolution.

Appendix 2, the Proposed Policy Completion Schedule, applies only if an application includes proposed policies.

Appendix 3, Project Proposal Scoring Sheet and Sample Project Proposal Scoring Sheet, includes a blank template to be completed by the applicant as part of the application, as well as a Sample Project Proposal Scoring Sheet with an example of how this template may be completed.

Appendix 4 lists examples of Prohousing Policies with enhancement factors to aid applicants in understanding how enhancement factors may be applied.

Appendix 5 is where the applicant will include any additional information and supporting documentation for the application.

If you have questions regarding this application or the Program, or if you require technical assistance in preparing this application, please email [email protected].

Application Checklist
Yes No
Application Information ☒ ☐
Certification and Acknowledgement ☐ ☐
The Legislative Information form is completed. ☒ ☐
The Threshold Requirements Checklist is completed. ☒ ☐
A duly adopted and certified Formal Resolution for the Prohousing Designation Program is included in the application package. (See Appendix 1 for the Formal Resolution for the Prohousing Designation Program (New 04/21) form.)
☐ ☐
If applicable, the Proposed Policy Completion Schedule is completed. (See Appendix 2.)
☒ ☐
The Project Proposal Scoring Sheet is completed. (See Appendix 3 for the Project Proposal Scoring Sheet and the Sample Project Proposal Scoring Sheet)
☒ ☐
Additional information and supporting documentation (Applicant to provide as Appendix 5)
☐ ☐
Application Information
Applicant (Jurisdiction): City of San Luis Obispo Community Development Department
Applicant Mailing Address: 919 Palm Street
City: San Luis Obispo, CA
ZIP Code: 93401
Website: https://www.slocity.org/government/departmentdirectory/community-development Authorized Representative Name Michael Codron
Authorized Representative Title: Director
Phone: 805.781.7187
Email: [email protected]
Contact Person Name: Kyle Bell
Contact Person Title: Housing Coordinator
Phone: 805.781.7524
Email: [email protected]
Proposed Total Score (Based on
Appendix 3):

CERTIFICATION AND ACKNOWLEDGMENT
As authorized by the Formal Resolution for the Prohousing Designation Program (Resolution No. ), which is attached hereto and incorporated by reference as if set forth in full, I hereby submit this full and complete application on behalf of the applicant.

I certify that all information and representations set forth in this application are true and correct.

I further certify that any proposed Prohousing Policy identified herein will be enacted within two (2) years of the date of this application submittal.

I acknowledge that this application constitutes a public record under the California Public Records Act (Gov. Code, § 6250 et seq.) and is therefore subject to public disclosure by the Department.

Signature: _______________________________________
Name and Title: Kyle Bell, Housing Coordinator
Date: June 21, 2023

Legislative Information
District Number Legislator’s Name
Federal
Congressional
District
24 Salud Carbajal
State
Assembly
District
30 Dawn Addis
State
Senate
District
17 John Laird
Applicants can find their respective State Senate representatives at https://www.senate.ca.gov/, and their respective State Assembly representatives at https://www.assembly.ca.gov/

Threshold Requirements Checklist
The applicant meets the following threshold requirements in accordance with Section 6604 of the Regulations:

Yes No
The applicant is a Jurisdiction. ☒ ☐
The applicant has adopted a Compliant Housing Element. ☒ ☐ The applicant has submitted or will submit a legally sufficient Annual Progress Report prior to designation.
☒ ☐
The applicant has completed, on or before the relevant statutory deadlines, any rezone program or zoning that is necessary to remain in compliance with Government Code section 65583, subdivision (c)(1). ☐ ☐
The applicant is in compliance, at the time of the application, with applicable state housing law, including, but not limited to, Housing Element Law; “No Net Loss” Law (Gov. Code, § 65863); the Housing Accountability Act (Gov. Code, § 65589.5); State Density Bonus Law (Gov. Code, § 65915 et seq.); laws relating to the imposition of school facilities fees or other requirements (Gov. Code, § 65995 et seq.); Least Cost Zoning Law (Gov. Code, § 65913.1); the Housing Crisis Act of 2019 (Stats. 2019, ch. 654); and antidiscrimination law (Gov. Code, § 65008).
☒ ☐
The applicant has duly adopted and certified a Formal Resolution for the Prohousing Designation Program, which is hereby incorporated by reference. (A true and correct copy of the resolution is included in this application package.)
☐ ☐

Project Proposal
Category 1: Favorable Zoning and Land Use
Category Prohousing Policy Description Points
1A Sufficient sites, including rezoning, to accommodate 150 percent or greater of the current or draft RHNA, whichever is greater, by total or income category.
3 1B Permitting missing middle housing uses (e.g., duplexes, triplexes, and fourplexes) by right in existing low-density, single-family residential zones.
3 1C Sufficient sites, including rezoning, to accommodate 125 to 149 percent of the current or draft RHNA, whichever is greater, by total or income category. These points shall not be awarded if the applicant earns three points pursuant to Category (1)(A) above.
2 1D Density bonus programs which exceed statutory requirements by 10 percent or more.
2 1E Increasing allowable density in low-density, single-family residential areas beyond the requirements of state Accessory Dwelling Unit law (e.g., permitting more than one ADU or JADU per single-family lot).

These policies shall be separate from any qualifying policies under Category (1)(B) above.
2 1F Reducing or eliminating parking requirements for residential development as authorized by Government Code sections 65852.2; adopting vehicular parking ratios that are less than the relevant ratio thresholds at subparagraphs (A), (B), and (C) of Government Code section 65915, subdivision (p)(1); or adopting maximum parking requirements at or less than ratios pursuant to Government Code section 65915, subdivision (p).
2 1G Zoning to allow for residential or mixed uses in one or more nonresidential zones (e.g., commercial, light industrial). Qualifying nonresidential zones do not include open space or substantially similar zones.
1 1H Modification of development standards and other applicable zoning provisions to promote greater development intensity. Potential areas of focus include floor area ratio; height limits; minimum lot or unit sizes; setbacks; and allowable dwelling units per acre. These policies must be separate from any qualifying policies under Category (1)(B) above. 1 1I Establishment of a Workforce Housing Opportunity Zone, as defined in Government Code section 65620, or a housing sustainability district, as defined in Government Code section 66200.
1 1J Demonstrating other zoning and land use actions that measurably support the Acceleration of Housing Production.
1

Project Proposal
Category 2: Acceleration of Housing Production Timeframes Category Prohousing Policy Description Points
2A Establishment of ministerial approval processes for a variety of housing types, including single-family and multifamily housing. 3 2B Establishment of streamlined, program-level CEQA analysis and certification of general plans, community plans, specific plans with accompanying Environmental Impact Reports (EIR), and related documents.
2 2C Documented practice of streamlining housing development at the project level, such as by enabling a by-right approval process or by utilizing statutory and categorical exemptions as authorized by applicable law (Pub. Resources Code, §§ 21155.1, 21155.4, 21159.24, 21159.25; Gov. Code, § 65457; Cal Code Regs., tit. 14, §§ 15303, 15332; Pub. Resources Code, §§ 21094.5, 21099, 21155.2, 21159.28).
2 2D Establishment of permit processes that take less than four months.

Policies under this Category (2)(D) must address all approvals necessary to issue building permits.
2 2E Absence or elimination of public hearings for projects consistent with zoning and the general plan.
2 2F Establishment of consolidated or streamlined permit processes that minimize the levels of review and approval required for projects, and that are consistent with zoning regulations and the general plan. 1 2G Absence, elimination or replacement of subjective development and design standards with objective development and design standards that simplify zoning clearance and improve approval certainty and timing.
1 2H Establishment of one-stop-shop permitting processes or a single point of contact where entitlements are coordinated across city approval functions (e.g., planning, public works, building) from entitlement application to certificate of occupancy.
1 2I Priority permit processing or reduced plan check times for ADUs/JADUs, multifamily housing, or homes affordable to lower- or moderate-income households.
1 2J Establishment of a standardized application form for all entitlement applications.
1 2K Practice of publicly posting status updates on project permit approvals on the Internet.
1 2L Limitation on the total number of hearings for any project to three or fewer. Applicants that accrue points pursuant to Category (2)(E) are not eligible for points under this Category (2)(L).
1 2M Demonstration of other actions, not listed above, that quantifiably decrease production timeframes or promote the streamlining of approval processes.
1

Project Proposal
Category 3: Reduction of Construction and Development Costs Category Prohousing Policy Description Points
3A Waiver or significant reduction of development impact fees for residential development.
3 3B Adoption of ordinances or implementation of other mechanisms that result in less restrictive requirements than Government Code sections 65852.2 and 65852.22 to reduce barriers for property owners to create ADUs/JADUs. Examples of qualifying policies include, but are not limited to, development standards improvements, permit processing improvements, dedicated ADU/JADU staff, technical assistance programs, and pre-approved ADU/JADU design packages.
2 3C Adoption of other fee reduction strategies separate from Category (3)(A) above, including fee deferrals and reduced fees for housing for persons with special needs.
1 3D Promoting innovative housing types (e.g., manufactured homes, recreational vehicles, park models) that reduce development costs. 1 3E Measures that reduce costs for transportation-related infrastructure or programs that encourage active modes of transportation or other alternatives to automobiles. Qualifying policies include, but are not limited to, publicly funded programs to expand sidewalks or protect bike/micro-mobility lanes; creation of on-street parking for bikes; transitrelated improvements; or establishment of carshare programs. 1 3F Adoption of universal design ordinances pursuant to Health and Safety Code section 17959.
1 3G Establishment of pre-approved or prototype plans for missing middle housing types (e.g., duplexes, triplexes, and fourplexes) in low-density, single-family residential areas.
1 3H Demonstration of other actions, not listed above, that quantifiably reduce construction or development costs.
1

Project Proposal
Category 4: Providing Financial Subsidies
Category Prohousing Policy Description Points
4A Establishment of local housing trust funds or collaboration on a regional housing trust fund.
2 4B Provide grants or low-interest loans for ADU/JADU construction affordable to lower- and moderate-income households.
2 4C A comprehensive program that complies with the Surplus Land Act (Gov. Code, § 54220 et seq.) and that makes publicly owned land available for affordable housing, or for multifamily housing projects with the highest feasible percentage of units affordable to lower income households. A qualifying program may utilize mechanisms such as land donations, land sales with significant write-downs, or below-market land leases.
2 4D Establishment of an Enhanced Infrastructure Financing District or similar local financing tool that, to the extent feasible, directly supports housing developments in an area where at least 20 percent of the residences will be affordable to lower income households. 2 4E Directed residual redevelopment funds to affordable housing. 1 4F Development and regular (at least biennial) use of a housing subsidy pool, local or regional trust fund, or other similar funding source. 1 4G Prioritization of local general funds for affordable housing. 1 4H Demonstration of other actions, not listed above, that quantifiably promote, develop, or leverage financial resources for housing. 1

Project Proposal
Enhancement Factors
The Department shall utilize enhancement factors to increase the point scores of Prohousing Policies. Each Prohousing Policy will receive extra points for enhancement factors in accordance with the chart below.

Category Prohousing Policy Description Points
1 Policy that represents one element of a unified, multi-faceted strategy to promote multiple planning objectives, such as efficient land use, access to public transportation, affordable housing, climate change solutions, and/or hazard mitigation.
2 2 Policies that promote development consistent with the state planning priorities pursuant to Government Code section 65041.1. 1 3 Policies that diversify planning and target community and economic development investments (housing and non-housing) to improve lower opportunity areas. Such areas include, but are not limited to, Low Resource and High Segregation & Poverty areas designated in the most recently updated TCAC/HCD Opportunity Maps, and
disadvantaged communities pursuant to California Senate Bill 535 (2012).
1 4 Policies that go beyond state law requirements in reducing displacement of lower income households and conserving existing housing stock that is affordable to lower income households. 1 5 Rezoning and other policies that support high-density development in Location Efficient Communities.
1 6 Rezoning and other policies that result in a net gain of housing capacity while concurrently mitigating development impacts on or from Environmentally Sensitive or Hazardous Areas.
1 7 Zoning policies that increase housing choices and affordability in High Resource and Highest Resource areas, as designated in the most recently updated TCAC/HCD Opportunity Maps.
1 8 Other policies that involve meaningful actions towards affirmatively furthering fair housing pursuant to Government Code section 8899.50, including, but not limited to, outreach campaigns, updated zoning codes, and expanded access to financing support.
1

Project Proposal Scoring Sheet Instructions
The Department shall validate applicants’ scores based on the extent to which each identified Prohousing Policy contributes to the Acceleration of Housing Production. The Department shall assess applicants’ Prohousing Policies in accordance with Government Code section 65589.9, subdivision (f)(2), and Sections 6605 and 6606 of the Regulations.

The Department shall further assess applicants’ Prohousing Policies using the following four scoring categories: Favorable Zoning and Land Use; Acceleration of Housing Production Timeframes; Reduction of Construction and Development Costs; and Providing Financial Subsidies. Applicants shall demonstrate that they have enacted or proposed at least one policy that significantly contributes to the Acceleration of Housing Production in each of the four categories. A Prohousing Designation requires a total score of 30 points or more across all four categories.

Instructions
Please utilize one row of the Scoring Sheet for each Prohousing Policy.  Category Number: Select the relevant category number from the relevant Project Proposal list in this application. Where appropriate, applicants may utilize a category number more than once.  Concise Written Description of Prohousing Policy: Set forth a brief description of the enacted or proposed Prohousing Policy.
 Enacted or Proposed: Identify the Prohousing Policy as enacted or proposed. For proposed Prohousing Policies, please complete Appendix 2: Proposed Policy Completion Schedule.  Documentation Type: For enacted Prohousing Policies, identify the relevant documentary evidence (e.g., resolution, zoning code provisions). For proposed Prohousing Policies, identify the documentation which shows that implementation of the policy is pending.
 Web Links/Electronic Copies: Insert the Web link(s) to the relevant documentation or indicate that electronic copies of the documentation have been attached to this application as Appendix 5.  Points: Enter the appropriate number of points using the relevant Project Proposal list in this application.  Enhancement Category Number (optional): If utilizing an enhancement factor for a particular Prohousing Policy, enter the appropriate category number using the relevant Project Proposal list in this application.  Enhancement Points (optional): If utilizing an enhancement factor for a particular Prohousing Policy, enter the point(s) for that Prohousing Policy.
 Total Points: Add the enhancement point(s) to the Prohousing Policy’s general point score.

Formal Resolution for the Prohousing Designation Program (New 04/21)
Appendix 1: Formal Resolution for the Prohousing Designation Program Formal Resolution for the Prohousing Designation Program (New 04/21) RESOLUTION NO. [INSERT RESOLUTION NUMBER]

A RESOLUTION OF THE GOVERNING BODY OF
The City of San Luis Obispo

AUTHORIZING APPLICATION TO AND PARTICIPATION IN THE PROHOUSING

DESIGNATION PROGRAM
WHEREAS, Government Code section 65589.9 established the Prohousing Designation Program (“PDP” or “Program”), which creates incentives for jurisdictions that are compliant with state housing element requirements and that have enacted Prohousing local policies; and
WHEREAS, such jurisdictions will be designated Prohousing, and, as such, will receive additional points or other preference during the scoring of their competitive applications for specified housing and infrastructure funding; and
WHEREAS, the Department of Housing and Community Development (“Department”) has adopted emergency regulations (Cal. Code Regs., tit. 25, § 6600 et seq.) to implement the Program (“Program Regulations”), as authorized by Government Code section 65589.9, subdivision (d); and
WHEREAS, the [CITY OF SAN LUIS OBISPO] (“Applicant”) desires to submit an application for a Prohousing Designation (“Application”).

THEREFORE, IT IS RESOLVED THAT:

1. Applicant is hereby authorized and directed to submit an Application to the Department.

2. Applicant acknowledges and confirms that it is currently in compliance with applicable state housing law.

3. Applicant acknowledges and confirms that it will continue to comply with applicable housing laws and to refrain from enacting laws, developing policies, or taking other local governmental actions that may or do inhibit or constrain housing production.

Examples of such local laws, policies, and action include moratoriums on development; local voter approval requirements related to housing production; downzoning; and unduly restrictive or onerous zoning regulations, development standards, or

Formal Resolution for the Prohousing Designation Program (New 04/21)

4. permit procedures. Applicant further acknowledges and confirms that it commits itself to affirmatively furthering fair housing pursuant to Government Code section 8899.50.

5. If the Application is approved, Applicant is hereby authorized and directed to enter into, execute, and deliver all documents required or deemed necessary or appropriate to participate in the Program, and all amendments thereto (the “Program Documents”).

6. Applicant acknowledges and agrees that it shall be subject to the Application; the terms and conditions specified in the Program Documents; the Program Regulations; and any and all other applicable law.

7. [The Director of the Community Development Department] is authorized to execute and deliver the Application and the Program Documents on behalf of the Applicant for participation in the Program.

PASSED AND ADOPTED this ____ day of ________, 20__, by the following vote:

AYES: [Insert #] NOES: [Insert #] ABSENT: [Insert #] ABSTAIN: [Insert #] The undersigned, [INSERT NAME AND TITLE OF NONSIGNATORY] of Applicant, does hereby attest and certify that the foregoing is a true and full copy of a resolution of the Applicant’s governing body adopted at a duly convened meeting on the date abovementioned, and that the resolution has not been altered, amended, or repealed.

SIGNATURE: _____________________ DATE: _____________________ NAME: __________________________ TITLE: _____________________

Appendix 2: Proposed Policy Completion Schedule
Category
Number
Concise Written Description of
Proposed Policy
Key Milestones and
Milestone Dates
Anticipated
Completion
Date
Notes
1B Permitted missing middle housing uses by
allowing duplexes, and triplexes by right in
existing low-density, single-family residential
zones.
12/31/2023

Appendix 3: Project Proposal Scoring Sheet and Sample Project Proposal Scoring Sheet Project Proposal Scoring Sheet

Category
Number
Concise Written
Description of
Prohousing Policy
Enacted
or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 5
Points Enhancement
Category
Number
Enhancement
Points
Total Points
1D Density bonus
programs which exceed
statutory requirements
by 10 percent or more.

E Zoning Code Zoning Code
Section

17.140.070.B.
3 2 1 2 4
1F Reducing or eliminating
parking requirements
for residential
development as
authorized by
Government Code
sections 65852.2;
adopting vehicular
parking ratios that are
less than the relevant
ratio thresholds.

E Zoning Code Zoning Code
Section

17.86.020.B.3.
f
2 2
1G Zoning to allow for
residential or mixed
uses in one or more
non-residential zones
(e.g., commercial, light
industrial). Qualifying
non-residential zones
do not include open
space or substantially
similar zones.

E Zoning Code Zoning Code
Section

17.10.020
Table 2-1
(Uses Allowed
by Zone)
2 1 2 3

1 H Modification of
development standards
and other applicable
zoning provisions to
promote greater
development intensity.

Potential areas of focus
include floor area ratio;
height limits; minimum
lot or unit sizes;
setbacks; and allowable
dwelling units per acre.

These policies must be
separate from any
qualifying policies
under Category (1)(B)
above.

E Zoning Code Zoning Code
Section

17.70.040.A.1
2612
1J Demonstrating other
zoning and land use
actions that measurably
support the
Acceleration of Housing
Production.

E Zoning Code Zoning Code
Section

17.141
(Downtown
Flexible
Density)
1123
2A Establishment of
ministerial approval
processes for a variety
of housing types,
including single-family
and multifamily
housing.

E Zoning Code Zoning Code
Section

17.106.020.C
3214
2B Establishment of
streamlined, program-
level CEQA analysis
and certification of
general plans,
community plans,
specific plans with
accompanying
Environmental Impact
Reports (EIR), and
related documents.

E Climate Action Plan &
Land Use and
Circulation Element
Final EIR

CEQA GHG
Emissions
Analysis
Compliance
Checklist
Land Use and
Circulation
Element
Programmatic
Final EIR
2124

2C Documented practice of
streamlining housing
development at the
project level, such as
by enabling a by-right
approval process or by
utilizing statutory and
categorical exemptions
as authorized by
applicable law
E Resolutions Resolution No.

PC-1066-22
Resolution No.

ARC-1005-18
2713
2D Establishment of permit
processes that take
less than four months.

E Website Document Building
Permit
Process Guide
22 2E Absence or elimination
of public hearings for
projects consistent with
zoning and the general
plan.

E Zoning Code Zoning Code
Chapter 17.69
(Objective
Design
Standards for
Qualifying
Residential
Projects)
22 2F Establishment of
consolidated or
streamlined permit
processes that
minimize the levels of
review and approval
required for projects,
and that are consistent
with zoning regulations
and the general plan.

E Zoning Code Zoning Code
Section

17.106.030
(Levels of
Development
Review)
11 2G Absence, elimination or
replacement of
subjective development
and design standards
with objective
development and
design standards that
simplify zoning
clearance and improve
approval certainty and
timing.

E Zoning Code Zoning Code
Chapter 17.69
(Objective
Design
Standards for
Qualifying
Residential
Projects)
11

2H Establishment of one
-
stop-shop permitting
processes or a single
point of contact where
entitlements are
coordinated across city
approval functions
(e.g., planning, public
works, building) from
entitlement application
to certificate of
occupancy.

E Website Community
Development
Department
11 2I Priority permit
processing or reduced
plan check times for
ADUs/JADUs,
multifamily housing, or
homes affordable to
lower- or moderate-
income households.

E Zoning Code Zoning Code
Section

17.86.020.B.4
11 2K Practice of publicly
posting status updates
on project permit
approvals on the
Internet.

E Website Current
Development
Projects
Planning &
Building Logs
11 2M Demonstration of other
actions, not listed
above, that quantifiably
decrease production
timeframes or promote
the streamlining of
approval processes.

E Website Document Application
Checklist –
Pre-
Application
11 3A Waiver or significant
reduction of
development impact
fees for residential
development.

E Resolution Resolution No.
9903 (2007
Series)
3814

3B Adoption of ordinances
or implementation of
other mechanisms that
result in less restrictive
requirements than
Government Code
sections 65852.2 and
65852.22 to reduce
barriers for property
owners to create
ADUs/JADUs.

E Zoning Code &
Website
Zoning
Regulations
Section

17.86.020.B.3. d.iv.(a).
22 3D Promoting innovative
housing types (e.g.,
manufactured homes,
recreational vehicles,
park models) that
reduce development
costs.

E Zoning Code Zoning Code
Section

17.86.210.E
11 3E Measures that reduce
costs for transportation-
related infrastructure or
programs that
encourage active
modes of transportation
or other alternatives to
automobiles. Qualifying
policies include, but are
not limited to, publicly
funded programs to
expand sidewalks or
protect bike/micro-
mobility lanes; creation
of on-street parking for
bikes; transit-related
improvements; or
establishment of
carshare programs.

E Zoning Code Zoning Code
Section

17.72.050
(Parking
Reductions)
1123

3F Adoption of universal
design ordinances
pursuant to Health and
Safety Code section
17959.

E Zoning Code Zoning
Regulations
Chapter

17.112
(Reasonable
Accommodati
on)
1 1
3H Demonstration of other
actions, not listed
above, that quantifiably
reduce construction or
development costs.

E Website Document &
Resolution
Comprehensiv
e Fee
Schedule
2022-2023
Resolution No.
8415 (1995
Series).
1 1
TOTAL: 43 19 62
Sample Project Proposal Scoring Sheet
Note: This is a Sample Project Proposal Scoring Sheet; an actual submission may include more specificity when an applicant completes the “Concise Written Description of Prohousing Policy.” Category
Number
Concise Written
Description of
Prohousing Policy
Enacted
or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 5
Points Enhancement
Category
Number
Enhancement
Points
Total Points
1B Permitted missing
middle housing uses by
allowing duplexes, and
triplexes by right in
existing low-density,
single-family residential
zones.

E Zoning code Electronic
copy attached
3 6 1 4
1C Sufficient sites to
accommodate 131
percent of the current
P Resolution Electronic
copy attached
2 1 2 4

Category
Number
Concise Written
Description of
Prohousing Policy
Enacted
or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 5
Points Enhancement
Category
Number
Enhancement
Points
Total Points
RHNA with rezoning by
total or income
category.
1D Density bonus program
exceeds statutory
requirements by 12
percent.

E Zoning code Electronic
copy attached
2 2
1F Reduced parking
requirements for
residential development
as authorized by
Government Code
sections 65852.2.

E Zoning code Electronic
copy attached
2 2
1G Zoning that allows
mixed uses in one or
more light industrial
zones.

E Zoning code Electronic
copy attached
1 1 2 3
1H Modified development
standards/other
applicable zoning
provisions to promote
greater development
intensity including floor
area ratio and minimum
lot or unit sizes.

E Zoning code Electronic
copy attached
1 1 2 3
1J Other zoning and land
use actions that
measurably support the
Acceleration of Housing
Production.

P Resolution Electronic
copy attached
1 1
2B Streamlined programlevel CEQA analysis
and certification of
general plans,
E Zoning code Electronic
copy attached
2 2

Category
Number
Concise Written
Description of
Prohousing Policy
Enacted
or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 5
Points Enhancement
Category
Number
Enhancement
Points
Total Points
community plans,
specific plans with
accompanying
Environmental Impact
Reports (EIR), and
related documents.
2G Absence of subjective
development and
design standards with
objective development
and design standards.

E Zoning code Electronic
copy attached
1 1
2I Priority permit
processing or reduced
plan check times for
ADUs/JADUs.

P Resolution Electronic
copy attached
1 1 2 3
2M Other actions that
quantifiably decrease
production timeframes.

E Zoning code Electronic
copy attached
1 1
3A Waiver of residential
development impact
fees.

E Zoning code Electronic
copy attached
3 3
3B Adopted ordinances
that result in less
restrictive requirements
than Government Code
sections 65852.2 and
65852.22.

P Resolution Electronic
copy attached
2 1 2 4
3E Measures that reduce
costs for transportationrelated infrastructure.

E Zoning code Electronic
copy attached
1 1
3H Other actions that
quantifiably reduce
construction or
development costs.

E Zoning code Electronic
copy attached
1 1

Category
Number
Concise Written
Description of
Prohousing Policy
Enacted
or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 5
Points Enhancement
Category
Number
Enhancement
Points
Total Points
4A Local housing trust
funds.

E Zoning code Electronic
copy attached
2 2
4C Surplus Land Act
program making
publicly owned land
available for affordable
housing.

E Zoning code Electronic
copy attached
2 2 1 3
4E Directed residual
redevelopment funds to
affordable housing.

E Zoning code 1 1
4G Prioritization of local
general funds for
affordable housing.

E Zoning code 1 1
4H Other actions, that
leverage financial
resources for housing.

E Zoning code 1 1
TOTAL 31 12 43

Appendix 4: Examples of Prohousing Policies with Enhancement Factors If a Prohousing Policy incorporates any of the enhancement factors specified in the Project Proposal Enhancement Factors chart, it will receive extra points as indicated therein.

Examples of such qualifying Prohousing Policies include the following:

Category 1: Favorable Zoning and Land Use
 Rezoning sufficient sites to accommodate 150 percent or greater of the Regional Housing Needs Allocation by total or income category, including sites in Location Efficient Communities
 Rezoning sufficient sites to accommodate 150 percent or greater of the Regional Housing Needs Allocation by total or income category, including sites in High Resource and Highest Resource areas (as designated in the most recently updated TCAC/HCD Opportunity Maps).
 Rezoning to accommodate 125 to 149 percent of the Regional Housing Needs Allocation in downtown commercial corridors or other infill locations.  Expanding density bonus programs to exceed statutory requirements by 10 percent or more in Location Efficient Communities.
 Reducing or eliminating parking requirements for residential development as authorized by Government Code section 65852.2 in Location Efficient Communities.  Increasing allowable density in low-density, single-family residential areas beyond the requirements of state Accessory Dwelling Unit law in High Resource and Highest Resource areas (as designated in the most recently updated TCAC/HCD Opportunity Maps).
 Modification of development standards and other applicable zoning provisions to promote greater development intensity in downtown commercial corridors or other infill locations.
 Coupling rezoning actions with policies that go beyond state law requirements in reducing displacement of lower income households and conserving existing housing stock that is affordable to lower income households.

Category 2: Acceleration of Housing Production Timeframes  Ministerial approval processes for multifamily housing in High Resource and Highest Resource areas (as designated in the most recently updated TCAC/HCD Opportunity Maps).
 Streamlined, program-level CEQA analysis and certification of specific plans in Location Efficient Communities.
 Documented practice of streamlining housing development at the project level in downtown commercial corridors and other infill locations.  Expedited permit processing for housing affordable to lower income households in High Resource and Highest Resource areas (as designated in the most recently updated TCAC/HCD Opportunity Maps).

Category 3: Reduction of Construction and Development Costs  Fee waivers for affordable housing in High Resource and Highest Resource areas (as designated in the most recently updated TCAC/HCD Opportunity Maps).

 Fee waivers or reductions for higher density housing in downtown commercial corridors or other infill locations.
 Measures that reduce costs and leverage financial resources for transportation-related infrastructure or programs in Low Resource and High Segregation & Poverty areas (as designated in the most recently updated TCAC/HCD Opportunity Maps).  Adoption of universal design ordinances to increase housing choices and affordability for persons with disabilities in High Resource and Highest Resource areas (as designated in the most recently updated TCAC/HCD Opportunity Maps).  Permitting innovative housing types, such as manufactured homes, recreational vehicles or park models, in High Resource and Highest Resource areas (as designated in the most recently updated TCAC/HCD Opportunity Maps).

Category 4: Providing Financial Subsidies
 Targeting local housing trust funds to acquisition or rehabilitation of existing affordable units, or to affordable units at risk of converting to market rate uses, in Low Resource and High Segregation & Poverty areas (as designated in the most recently updated TCAC/HCD Opportunity Maps).
 Marketing grants and other financial products for ADUs/JADUs in High Resource and Highest Resource areas (as designated in the most recently updated TCAC/HCD Opportunity Maps).
 Utilizing publicly owned land for affordable housing in High Resource and Highest Resource areas (as designated in the most recently updated TCAC/HCD Opportunity Maps).
 Establishment of an Enhanced Infrastructure Financing District or similar local financing tool in a Low Resource or High Segregation & Poverty area (as designated in the most recently updated TCAC/HCD Opportunity Maps).  Directing residual redevelopment funds or general funds to conservation or preservation of affordable housing in areas at high risk of displacement.

Appendix 5: Additional Information and Supporting Documentation

PROHOUSING DESIGNATION CRITERIA ASSESSMENT
The application will ascribe points using four scoring categories. Applicants shall demonstrate that they have enacted or proposed at least one policy that significantly contributes to the acceleration of housing production in each of the four categories. A Prohousing Designation requires a total score of 30 points or more across all four categories.

Enhancement Factors
The Department shall utilize enhancement factors to increase the point scores of Prohousing Policies. Each Prohousing Policy will receive extra points for enhancement factors in accordance with the chart below.

Category Prohousing Policy Description Points
1e
Policy that represents one element of a unified, multi-faceted strategy to promote multiple planning objectives, such as efficient land use, access to public transportation, affordable housing, climate change solutions, and/or hazard mitigation.
2 2e
Policies that promote development consistent with the state planning priorities pursuant to Government Code section 65041.1. 1 3e
Policies that diversify planning and target community and economic development investments (housing and non-housing) to improve lower opportunity areas. Such areas include, but are not limited to, Low Resource and High Segregation & Poverty areas designated in the most recently updated TCAC/HCD Opportunity Maps, and disadvantaged communities pursuant to California Senate Bill 535 (2012). 1 4e
Policies that go beyond state law requirements in reducing displacement of lower income households and conserving existing housing stock that is affordable to lower income households.
1 5e
Rezoning and other policies that support high-density development in Location Efficient Communities. 1
6e
Rezoning and other policies that result in a net gain of housing capacity while concurrently mitigating development impacts on or from Environmentally Sensitive or Hazardous Areas.
1 7e
Zoning policies that increase housing choices and affordability in High Resource and Highest Resource areas, as designated in the most recently updated TCAC/HCD Opportunity Maps.
1 8e
Other policies that involve meaningful actions towards affirmatively furthering fair housing pursuant to Government Code section 8899.50, including, but not limited to, outreach campaigns, updated zoning codes, and expanded access to financing support.
1

Prohousing Designation Criteria Assessment

Category 1: Favorable Zoning and Land Use
(18 possible points).

Category Prohousing Policy Description City’s Policy Response EF* + Score
1A
Sufficient sites, including
rezoning, to accommodate 150
percent or greater of the current
or draft RHNA, whichever is
greater, by total or income
category.

Sites identified in the Housing
Element do not exceed the current
RHNA by income category. 0/3
1B
Permitting missing middle
housing uses (e.g., duplexes,
triplexes, and fourplexes) by right
in existing low-density, singlefamily residential zones.

Duplexes are allowed by right in
exiting low-density single family
residential zones, as authorized by
Government Code Section
65852.21. However, points are only
awarded for programs that exceed
the minimum requirements of State
Law.
0/3
1C
Sufficient sites, including
rezoning, to accommodate 125 to
149 percent of the current or draft
RHNA, whichever is greater, by
total or income category. These
points shall not be awarded if the
applicant earns three points
pursuant to Category (1)(A)
above.

Sites identified in the Housing
Element do not exceed the current
RHNA by income category.
0/2
1D
Density bonus programs which
exceed statutory requirements by
10 percent or more.

Zoning Code Section

17.140.070.B.3 allows for density
bonus applications to statutory
requirements by 10 percent or more.
1e + 2
4/2
1E
Increasing allowable density in
low-density, single-family
residential areas beyond the
requirements of state Accessory
Dwelling Unit law (e.g., permitting
more than one ADU or JADU per
single-family lot). These policies
shall be separate from any
qualifying policies under Category
(1)(B) above.

Up to two detached ADU’s are
allowed within the low-density single
family residential zones consistent
with provisions under Government
Code Section 65852.21 (SB 9).

However, points are only awarded
for programs that exceed the
minimum requirements of State
Law.
0/2
1F
Reducing or eliminating parking
requirements for residential
development as authorized by
Government Code sections
65852.2; adopting vehicular
Zoning Code Section

17.86.020.B.3.f permits ADUs and
JADUs without any parking
requirements.
2/2

Prohousing Designation Criteria Assessment

parking ratios that are less than
the relevant ratio thresholds.
1G
Zoning to allow for residential or
mixed uses in one or more nonresidential zones (e.g.,
commercial, light industrial).

Qualifying non-residential zones
do not include open space or
substantially similar zones.

Zoning Code Section 17.10.020
Table 2-1 (Uses Allowed by Zone)
allows Mixed-Use developments by
right in multiple commercial zones. 1e + 2
3/1
1H
Modification of development
standards and other applicable
zoning provisions to promote
greater development intensity.

Potential areas of focus include
floor area ratio; height limits;
minimum lot or unit sizes;
setbacks; and allowable dwelling
units per acre. These policies
must be separate from any
qualifying policies under Category
(1)(B) above.

Zoning Code Section 17.70.040.A.1
incentivizes smaller residential units
by decreasing the density allocation
for 1-bedroom and studio units that
are less than 1,000 square feet in
size. This program allows for more
residential units to be constructed
on a property than under standard
density allocations.
6e + 1
2/1
1I
Establishment of a Workforce
Housing Opportunity Zone, as
defined in Government Code
section 65620, or a housing
sustainability district, as defined
in Government Code section
66200.

The City has not yet designated a
Workforce Housing Opportunity
Zone.
0/1
1J
Demonstrating other zoning and
land use actions that measurably
support the Acceleration of
Housing Production.

Zoning Code Section 17.141
(Downtown Flexible Density) adds
to the city’s housing toolkit and
measurably accelerates housing
production. This is achieved by
rezoning portions of downtown and
eliminating density limitations for
residential units that are less than
600 square feet in size within the
City’s Downtown Area, which was
funded through Senate Bill 2.
1e + 2
3/1
Category 1 Score: 14/18
* EF stands for “Enhancement Factors” which are represented by #e, which means that the policy or program qualifies for a specific EF and earns additional points towards the score.

Prohousing Designation Criteria Assessment

Category 2: Acceleration of Housing Production Timeframes (19 possible points)
Category Prohousing Policy Description City’s Policy Response EF* + Points
2A
Establishment of ministerial
approval processes for a variety
of housing types, including
single-family and multifamily
housing.

Zoning Code Section 17.106.020.C
allows single-unit, duplexes,
triplexes, and fourplexes to be
reviewed ministerially.
2e + 1
4/3
2B
Establishment of streamlined,
program-level CEQA analysis
and certification of general
plans, community plans, specific
plans with accompanying
Environmental Impact Reports
(EIR), and related documents.

The City’s Climate Action Plan
identifies, in Appendix C, a method
to streamline CEQA analysis
through a CEQA GHG Emissions
Analysis Compliance Checklist that
can be utilized in plan- and projectlevel CEQA review documents.

The City’s General Plan Land Use
and Circulation Element
Programmatic Final EIR addresses
the program’s effects as specifically
and comprehensively as possible,
many subsequent activities could be
found to be within the Program EIR
scope and additional environmental
review may not be required (CEQA
Guidelines Section 15168(c)).
1e + 2
4/2
2C
Documented practice of
streamlining housing
development at the project level,
such as by enabling a by-right
approval process or by utilizing
statutory and categorical
exemptions as authorized by
applicable law
1142 Monterey Mixed-Use project,
consisting of 106 affordable units
that was approved through a
categorical exemption (Class 32).

Resolution No. PC-1066-22
San Luis Square consists of 63
residential units and was approved
through a categorical exemption
(Class 32) Resolution No. ARC1005-18
7e + 1
3/2
2D
Establishment of permit
processes that take less than
four months.

The City’s Building Permit Process
Guide establishes a permit review
process of 4 weeks for Minor
projects, 6 weeks for Moderate
projects, and 8 weeks for Major
projects. If subsequent reviews are
necessary, the review timelines are
reduced by 50% upon resubmittal.
2/2
2E
Absence or elimination of public
hearings for projects consistent
Zoning Code Chapter 17.69
(Objective Design Standards for
Qualifying Residential Projects)
2/2

Prohousing Designation Criteria Assessment

with zoning and the general
plan.
established a by-right ministerial
review process for qualifying
housing projects.
2F
Establishment of consolidated or
streamlined permit processes
that minimize the levels of
review and approval required for
projects, and that are consistent
with zoning regulations and the
general plan.

Zoning Code Section 17.106.030
(Levels of Development Review)
reduces the number of public
hearings for housing projects with
less than 49 units.
1/1
2G
Absence, elimination or
replacement of subjective
development and design
standards with objective
development and design
standards that simplify zoning
clearance and improve approval
certainty and timing.

Zoning Code Chapter 17.69
(Objective Design Standards for
Qualifying Residential Projects)
provides objective design standards
for qualifying housing projects. 1/1
2H
Establishment of one-stop-shop
permitting processes or a single
point of contact where
entitlements are coordinated
across city approval functions
(e.g., planning, public works,
building) from entitlement
application to certificate of
occupancy.

Community Development
Department has been established
as a one-stop shop for all planning
entitlements, parcel/final map
reviews, grading permits,
encroachment permits, building
permits, and inspections.
1/1
2I
Priority permit processing or
reduced plan check times for
ADUs/JADUs, multifamily
housing, or homes affordable to
lower- or moderate-income
households.

Zoning Code Section 17.86.020.B.4
establishes a building permit review
process of a maximum of 60 days. 1/1
2J
Establishment of a standardized
application form for all
entitlement applications.

A standard Planning Application
form has been established for all
entitlement applications:
1/1
2K
Practice of publicly posting
status updates on project permit
approvals on the Internet.

Current Development Projects are
quarterly updated on the City’s
website.

A complete inventory of all
entitlement applications received,
and all building permits issues is
also available on the City’s Planning
& Building Logs webpage.
1/1
2L
Limitation on the total number of
hearings for any project to three
or fewer. Applicants that accrue
Already covered under Category
(2)(E) 0/1

Prohousing Designation Criteria Assessment

points pursuant to Category
(2)(E) are not eligible for points
under this Category (2)(L).
2M
Demonstration of other actions,
not listed above, that
quantifiably decrease production
timeframes or promote the
streamlining of approval
processes.

A pre-application process has been
created to assist with early
conceptual development review
assistance prior to formal
application submittal. Providing
early comments on projects helps
streamline the review procedures
during formal review.

Application Checklist – PreApplication.
1/1
Category 2 Score: 22/19
Category 3: Reduction of Construction and Development Costs (11 possible points)
Category Prohousing Policy Description City’s Policy Response EF* + Points
3A
Waiver or significant reduction of
development impact fees for
residential development.

Resolution No. 9903 (2007 Series)
waives development impact fees for
affordable housing projects that
exceed the inclusionary housing
requirement.
8e + 1
4/3
3B
Adoption of ordinances or
implementation of other
mechanisms that result in less
restrictive requirements than
Government Code sections
65852.2 and 65852.22 to reduce
barriers for property owners to
create ADUs/JADUs.

Zoning Regulations Section

17.86.020.B.3.d.iv.(a). allows
detached ADU’s to be constructed
up to 25 feet in height, whereas,
Government Code Section 65852.2
allows for a maximum height of 16
feet.

The County of San Luis Obispo has
adopted Pre-Reviewed ADU Design
Packages. The City is working with
the County to use the Pre-Reviewed
ADU Designs within the City limits.
2/2
3C
Adoption of other fee reduction
strategies separate from
Category (3)(A) above, including
fee deferrals and reduced fees for
housing for persons with special
needs.

Already covered under Category
(3)(A)
0/1
3D
Promoting innovative housing
types (e.g., manufactured homes,
recreational vehicles, park
Zoning Code Section 17.86.210.E
established that moveable tiny
houses shall be considered an
1/1

Prohousing Designation Criteria Assessment

models) that reduce development
costs.
additional type of accessory
structure, allowed as an accessory
use to a single-unit residential
dwelling unit.
3E
Measures that reduce costs for
transportation-related
infrastructure or programs that
encourage active modes of
transportation or other
alternatives to automobiles.

Qualifying policies include, but
are not limited to, publicly funded
programs to expand sidewalks or
protect bike/micro-mobility lanes;
creation of on-street parking for
bikes; transit-related
improvements; or establishment
of carshare programs.

Zoning Code Section 17.72.050
(Parking Reductions) establishes
criteria for development projects to
reduce on-site parking
requirements. Parking Reductions
applications may request up to
100% reductions to eliminate all onsite parking requirements. 1e + 2
3/1
3F
Adoption of universal design
ordinances pursuant to Health
and Safety Code section 17959.

Zoning Regulations Chapter 17.112
(Reasonable Accommodation)
provisions allow for flexibility in the
application of regulations and
procedures to ensure equal access
to housing, under which a disabled
person may request a reasonable
accommodation in the application of
zoning requirements.
1/1
3G
Establishment of pre-approved or
prototype plans for missing
middle housing types (e.g.,
duplexes, triplexes, and
fourplexes) in low-density, singlefamily residential areas.

The City does not have any preapproved prototype plans for missing middle housing. 0/1
3H
Demonstration of other actions,
not listed above, that quantifiably
reduce construction or
development costs.

Reduction of development costs are
granted for smaller/higher density
units through reducing impact fees
by up to 50% (Comprehensive Fee
Schedule 2022-2023).

The City exempts very-low and low
income affordable housing
developments from all planning,
building, or engineers development
review fees and from water meter
and sewer meter installation fees
through Resolution No. 8415 (1995
Series).
1/1
Category 3 Score: 12/11

Prohousing Designation Criteria Assessment

Category 4: Providing Financial Subsidies
(12 possible points)
Category Prohousing Policy Description City’s Policy Response EF* + Points
4A
Establishment of local housing
trust funds or collaboration on a
regional housing trust fund.

The City helped create and funds
opportunities with the County of
San Luis Obispo Housing Trust
Fund.
8e + 1
3/2
4B
Provide grants or low-interest
loans for ADU/JADU construction
affordable to lower- and
moderate-income households.

The City has awarded $300,000
from the Affordable Housing Fund
for an affordable housing project by
Transitions Mental Health, which
will assist with the development of a
project that includes two ADUs that
will be reserved for lower-income
households. Resolution No. 11321
(2022 Series).
8e + 1
3/2
4C
A comprehensive program that
complies with the Surplus Land
Act (Gov. Code, § 54220 et seq.)
and that makes publicly owned
land available for affordable
housing, or for multifamily
housing projects with the highest
feasible percentage of units
affordable to lower income
households. A qualifying program
may utilize mechanisms such as
land donations, land sales with
significant write-downs, or belowmarket land leases.

Housing Element Program 6.15
directs the City to identify excess,
surplus, and underutilized parcels
for residential development.

The City identified 851 and 860
Humbert as available surplus land
for affordable housing and
authorized the sale of the property
to the Housing Authority of San Luis
Obispo. Resolution No. 10066
(2009 Series)
The city implements Housing
Element Program 6.15, biannually
to identify surplus lands that may be
underutilized or vacant. This
resulted in a 100% affordable
housing project provided by the
Housing Authority of SLO.
2/2
4D
Establishment of an Enhanced
Infrastructure Financing District
or similar local financing tool that,
to the extent feasible, directly
supports housing developments
in an area where at least 20
percent of the residences will be
affordable to lower income
households.

The City has not yet established
any Enhanced Infrastructure
Financing District.
0/2
4E Directed residual redevelopment
funds to affordable housing.

The City does not have any residual
redevelopment funds. 0/1

Prohousing Designation Criteria Assessment

4F
Development and regular (at
least biennial) use of a housing
subsidy pool, local or regional
trust fund, or other similar funding
source.

The City annually participates in the
Community Development Block
Grant Program through the Urban
County Cooperative Agreement.

The majority (65%) of these funding
allocations are designated for
affordable housing projects. The
City works with local non-profit
partners to ensure that it receives
competitive affordable housing
project applications biennially at a
minimum, but always encourages
partners to apply annually.

Additionally, the City of San Luis
Obispo founded the San Luis
Obispo Housing Trust Fund and
annually contributes $40,000.00 to
this fund. Resolution No. 11376
(2022 Series).
8e + 1
2/1
4G
Prioritization of local general
funds for affordable housing.

The City has prioritized local
funding for affordable housing
through fee deferrals, the Grants-inAid Program, and partnering with a Below Market Housing
Administrator (HouseKeys) which is
overseen by the City’s Housing
Team.
8e + 1
2/1
4H
Demonstration of other actions,
not listed above, that quantifiably
promote, develop, or leverage
financial resources for housing.

The City coordinates the
designation of funding instruments
such as the Tax Credit Allocation
Committee program or the Tax
Equity and Fiscal Responsibility Act
program to our local non-profit
partners. Resolution No. 11196
(2020 Series).

The City exercises it’s option to
waive reimbursement fees under
the Local Reviewing Agency
Evaluation for these programs to
reduce overall costs to the project
and schedules notices and hearings
to ensure the funds can be
distributed correctly under the
program guidelines.
8e + 1
2/1
Category 4 Score: 14/12
Total Score: 62/60

Item 5k
Department: Public Works
Cost Center: 5301
For Agenda of: 6/20/2023
Placement: Consent
Estimated Time: N/A
FROM: Matt Horn, Public Works Director
Prepared By: Anthony Ramos, Engineer III
SUBJECT: AUTHORIZATION TO ADVERTISE RUTH AND IRIS STREETS’ CULVERT REPLACEMENT, SPECIFICATION 2090742-01

RECOMMENDATION

1. Approve the project plans and specifications for Ruth and Iris Streets’ Culvert Replacement, Specification Number 2090742-01; and

2. Authorize staff to advertise for bids; and

3. Authorize the City Manager to award the construction contract for the lowest responsible bid if within the Engineer’s Estimate of $275,000; and

4. Authorize the City Engineer to approve Contract Change Orders up to the available project budget.

POLICY CONTEXT
On May 17, 2022, Council approved a Purchasing Policy Update that requires Council approval for Public Projects with a value of $200,000 or more.

On June 6, 2023, Council adopted the 2023-25 Financial Plan. Asset maintenance makes up about 22% of the first year Financial Plan’s funds which serve to repair or replace existing infrastructure that is attributed to the quality of life for residents.

DISCUSSION
Background
Replacement of Corrugated Metal Pipe (CMP) is a primary focus of the Storm Drain System Replacement Annual Asset Maintenance project. CMP storm drains have a service life span of approximately 30 years, and some sections of CMP storm drains have been in service for 50 years or more. CMP storm drains fail primarily due to rust, corrosion, and abrasion from sediment and debris flowing through the pipe. Once the integrity of CMP has been compromised, the soil surrounding the pipe is susceptible to failure, leading to sinkholes and roadway repairs.

Item 5k
The CMP storm drain at the intersection of Ruth Street and Iris Street that crosses Iris Street collapsed in October 2022 and there is a sinkhole in the area above the collapsed pipe. The scope of this project includes replacing this section of failed CMP storm drain and repairing the damaged street. It also includes replacing a drainage inlet and adding storm drain infrastructure and asphalt curbing to capture street drainage from the nearby areas.

Public Engagement
Beyond the required noticing for this item before Council at a public meeting, general public engagement was not performed for this project as it resulted from an unanticipated pipe failure; however, Staff have been in contact with adjacent property owners regarding the plans for repair.

CONCURRENCE
The Public Works Department and Utilities Department concur with the recommendations of this report.

ENVIRONMENTAL REVIEW
The project is categorically exempt from environmental review pursuant to State CEQA Guidelines Sections 15302 (Replacement and Reconstruction) and 15303 (New Construction or Conversion of Small Structures) because the project consists of replacement of failed pipe and drainage inlet, repair of an existing street, and the construction of new storm drain infrastructure. The improvements will have substantially the same purpose and capacity as the infrastructure to be repaired and replaced.

FISCAL IMPACT
Budgeted: Yes Budget Year: 2023-24
Funding Identified: Yes
Fiscal Analysis:

Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $807,964.60* $333,500 $474,464.60 $
State
Federal
Fees
Other:

Total $807,964.60 $333,500 $474,464.50 $
*Assuming Council approval of staff’s recommended allocation of $800,000 to the Storm Drains Annual Maintenance Account (2090742) in FY 2023-24 with adoption of the 2023-25 Financial Plan.

Item 5k

ESTIMATED PROJECT COST BY FUNDING SOURCES
Ruth and Iris Culvert Replacement, Specification No. 2090742-01 Storm Drains
Annual
Maintenance
Account (2090742)
Project
Total Costs
General Fund
Engineer's Estimate $275,000 $275,000
Contingencies (20%) $55,000 $55,000
Total Construction Estimate $330,000 $330,000
Materials Testing: $3,000 $3,000
Printing: $500 500
Total Project Cost $333,500 $333,500
Current Storm Drain Annual
Asset Maintenance Balance
(2090742)
7,964.60
FY 2023-24 Additional Funding
on 7/1/2023 $1,875,000
Arterials 2023 paving project $1,000,000
Funding available for Ruth and
Iris Culvert Replacement
project
$875,000
Remaining Balance $549,464.60
Funding for this project is proposed to come from the Storm Drains Annual Asset Maintenance Account (2090742) which currently has a balance of $7,964.60. This project includes additional funding of $1,875,000 in Fiscal year 2023-24 which is included in the 2023-25 Financial Plan. The Arterials 2023 paving project was approved by Council to utilize up to $1,000,000 of the $1,875,000 requested funds from fiscal year 2023-24 reserved for storm drain maintenance work, leaving $875,000 remaining to support this project as shown in the above table. These combined remaining funds will be adequate to deliver this project.

ALTERNATIVES
Deny authorization to advertise. The City Council may choose not to authorize project advertisement. Staff does not recommend this alternative as this is an emergency storm drain project with failed roadway. Completion of construction is critical prior to the beginning of the rainy season as additional CMP deterioration, roadway damage, and flooding may be occur due to the CMP condition.

ATTACHMENTS
A - Project Plans (Spec. No. 2090742-01)
B - Project Specifications (Spec. No. 2090742-01)

SPECIAL PROVISIONS
FOR

CITY OF SAN LUIS OBISPO
Ruth and Iris Storm Drain Repair
Specification No. 2090742-01
June 2023

PUBLIC WORKS DEPARTMENT

ENGINEERING DIVISION
919 Palm Street
San Luis Obispo, CA 93401
(805) 781-7200

Ruth and Iris Storm Drain Repair
Specification No. 2090742-01
Approval Date: June XX, 2023
Anthony Ramos
June XX, 2023
Brian Nelson
June XX, 2023

TABLE OF CONTENTS
NOTICE TO BIDDERS ..................................................................................................... I BID SUBMISSION ...................................................................................................................................... I BID DOCUMENTS .................................................................................................................................... II PROJECT INFORMATION ........................................................................................................................ II QUALIFICATIONS .................................................................................................................................... III AWARD .................................................................................................................................................... IV ACCOMMODATION .................................................................................................................................. V BID FORMS .................................................................................................................... A BID ITEM LIST FOR WALNUT AND MORRO STORM DRAIN REPAIR, SPECIFICATION NO. 90742- 04 ............................................................................................................................................................... A LIST OF SUBCONTRACTORS ................................................................................................................ C PUBLIC CONTRACT CODE SECTION 10285.1 STATEMENT .............................................................. D PUBLIC CONTRACT CODE SECTION 10162 QUESTIONNAIRE ......................................................... D PUBLIC CONTRACT CODE SECTION 10232 STATEMENT ................................................................. D LABOR CODE SECTION 1725.5 STATEMENTS ................................................................................... D NON-COLLUSION DECLARATION .......................................................................................................... F BIDDER ACKNOWLEDGEMENTS .......................................................................................................... G QUALIFICATIONS .................................................................................................................................... H ATTACH BIDDER'S BOND TO ACCOMPANY BID ................................................................................... I SPECIAL PROVISIONS .................................................................................................. 1 DIVISION I GENERAL PROVISIONS ....................................................................................................... 1 1 GENERAL ........................................................................................................................................... 1 4 SCOPE OF WORK ............................................................................................................................. 1 7 LEGAL RELATIONS AND RESPONSIBILITY TO THE PUBLIC ....................................................... 1 8 PROSECUTION AND PROGRESS ................................................................................................... 2 DIVISION V SURFACINGS AND PAVEMENTS ....................................................................................... 2 39 ASPHALT CONCRETE .................................................................................................................... 2 DIVISION VIII MISCELLANEOUS CONSTRUCTION .............................................................................. 2 73 CONCRETE CURBS AND SIDEWALKS ........................... ERROR! BOOKMARK NOT DEFINED. 77 LOCAL INFRASTRUCTURE ............................................................................................................ 3 DIVISION XIII APPENDICES .................................................................................................................... 3 APPENDIX A - FORM OF AGREEMENT ....................................................................... 0

NOTICE TO BIDDERS
i

NOTICE TO BIDDERS

BID SUBMISSION
Sealed bids will be received by the City of San Luis Obispo at the Public Works Administration Office located at 919 Palm Street, San Luis Obispo California, 93401 until 11:00 a.m. on July XX, 2023
at which time they will be publicly opened and read aloud. Public bid opening may be accessed via Microsoft Teams video conference and conference call. In person attendance will be permitted. Attendees are encouraged to wear face masks and practice social distancing. Use the following link:

Link
or join by phone with this number: XXXXXXXXX with Conference ID: XXXXXXXX Submit bid in a sealed envelope plainly marked:

Ruth and Iris Storm Drain Repair, Specification No. 2090742-01 Any bid received after the time and date specified will not be considered and will be returned to the bidder unopened. Bids received by Fax or Email will not be considered.

By submission of bid you agree to comply with all instruction and requirements in this notice and the contract documents.

All bids must be submitted on the Bid Item List form(s) provided and submitted with all other Bid Forms included in these Special Provisions.

Each bid must be accompanied by either a:

1. certified check

2. cashier's check

3. bidder's bond
made payable to the City of San Luis Obispo for an amount equal to ten percent of the bid amount as a guaranty. Guaranty will be forfeited to the City San Luis Obispo if the bidder, to whom the contract is awarded, fails to enter into the contract.

The City of San Luis Obispo reserves the right to accept or reject any or all bids or waive any informality in a bid.

All bids are to be compared based on the City Engineer's estimate of the quantities of work to be done, as shown on the Bid Item List.

Bids will only be accepted from bidders that are licensed in compliance with the provisions of Chapter 9, Division III of Business and Professions Code.

NOTICE TO BIDDERS

NOTICE TO BIDDERS
ii
The award of the contract, if awarded, will be to the lowest responsive bid submitted by a responsible contractor whose bid complies with the requirements prescribed. If the contract is awarded, the contract will be awarded within 60 calendar days after the opening of the bids.

Failure to raise defects in the notice to bidders or bid forms prior to bid opening constitute a waiver of those defects.

BID DOCUMENTS
A copy of the plans and special provisions may be downloaded, free of charge, from the City’s website at:
www.slocity.org/government/department-directory/public-works/public-works-bidsproposals No printed copies are available for purchase at the City office.

Standard Specifications and Engineering Standards referenced in the Special Provisions may be downloaded, free of charge, from the City’s website at:
www.slocity.org/government/department-directory/public-works/documentsonline/construction-documents You are responsible to obtain all issued addenda prior to bid opening. Addenda will be available to download at the City’s website listed above or at the office of the City Engineer.

Questions must be submitted through BidSync so that it is available to the public. Contact the project manager, Anthony Ramos at 805-783-7875 or the Public Works Department at (805) 781-7200 prior to bid opening to verify the number of addenda issued.

You are responsible to verify your contact information is correct on the plan holders list located on the City’s website at:
www.slocity.org/government/department-directory/public-works/public-works-bidsproposals.

PROJECT INFORMATION
In general, the project consists of storm drain replacement and curb ramp construction.

The project estimated construction cost is $275,000
Contract time is established as 25 working days.

NOTICE TO BIDDERS

NOTICE TO BIDDERS
iii
The fixed liquidated damages amount is established at $500 per day for failure to complete the work within the contract time.

In compliance with section 1773 of the Labor Code, the State of California Department of Industrial Relations has established prevailing hourly wage rates for each type of workman. Current wage rates may be obtained from the Division of Labor at:
https://www.dir.ca.gov/oprl/DPreWageDetermination.htm
This project is subject to compliance monitoring and enforcement by the Department of Industrial Relations.

QUALIFICATIONS
You must possess a valid Class A or C-34 Contractor's License at the time of the bid opening.

You and any subcontractors required to pay prevailing wage must be registered with the Department of Industrial Relations pursuant to Section 1725.5 of the Labor Code.

You must have experience constructing projects similar to the work specified for this project. Provide three similar reference projects completed as either the prime or subcontractor. All referenced projects must have been completed within the last five years from this project’s bid opening date.

One of the three referenced projects must have been completed under contract with a city, county, state or federal government agency as the prime contractor.

All referenced projects must be for installation of pipe within the public right of way.

Failure to provide reference projects as specified in this section and as required on the qualification form is cause to reject a bid as being non-responsive.

The City reserves the right to reject any bid based on non-responsiveness if a bidder fails to provide a bid that complies with all bidding instructions.

The City reserves the right to reject a responsive bid based on the non-responsibility of the bidder if the Director of Public Works or Designee finds, after providing notice and a hearing to the bidder, that the bidder lacks the

1. knowledge

2. experience,

3. or is otherwise not responsible
as defined in Section 3.24 of the San Luis Obispo Municipal Code to complete the project in the best interest of the City.

NOTICE TO BIDDERS

NOTICE TO BIDDERS
iv
Rejected bidders may appeal this determination. Appeal must comply with the requirements in this Notice to Bidders.

It is the City of San Luis Obispo’s intent to award the contract to the lowest responsive bid submitted by a responsible bidder. If in the bidder’s opinion the contract has been or may be improperly awarded, the bidder may protest the contract award.

Protests must be filed no later than five working days after either:

1. bid opening date

2. notification of rejected bid.

Protest must be in writing and received by the project manager located at:
919 Palm Street
San Luis Obispo, CA 93401.

Valid protests must contain the following information:

1. the reasons for the protest

2. any supporting documentation

3. the ruling expected by the City to remedy the protest.

Any protest not containing all required information will be deemed invalid and rejected.

The City will consider additional documentation or other supporting information regarding the protest if submitted in compliance to the specified time limits. Anything submitted after the specified time limit will be rejected and not be considered.

The Director of Public Works or Designee may request additional information to be submitted within three days of the request, unless otherwise specified, and will notify the protester of ruling within ten days of determination.

If the protester is not satisfied with ruling, the protester may appeal the ruling to the City Council in compliance with Chapter 1.20 of the City of San Luis Obispo Municipal Code.

Pursuant to the Public Records Act (Government Code, § 6250, et seq.), the City will make public records available upon request.

AWARD
The lowest bidder will be determined using the BID TOTAL As a condition to executing a contract with the City, two bonds each equal to one hundred percent of the total contract price are required in compliance with Section 3-1.05 of the Standard Specifications.

You may substitute securities for moneys withheld under the contract in compliance with the provisions of the Public Contract Code, Section 10263.

NOTICE TO BIDDERS

NOTICE TO BIDDERS
v

ACCOMMODATION
If any accommodations are needed to participate in the bid process, please contact Argelia Chang at (805) 781-7200 or by Telecommunications Device for the Deaf at (805) 781-7107. Requests should be made as early as possible in the bidding process to allow time for accommodation.

BID FORMS
A

BID FORMS
All bid forms must be completed and submitted with your bid. Failure to submit these forms and required bid bond is cause to reject the bid as nonresponsive. Staple all bid forms together.

THE UNDERSIGNED, agrees that they have carefully examined:

1. the location of the proposed work

2. the plans and specifications

3. read the accompanying instructions to bidders
and propose to furnish all:

4. materials

5. labor
to complete all the required work satisfactorily in compliance with

6. plans

7. specifications

8. special provisions
for the prices set forth in the bid item list:

BID ITEM LIST FOR RUTH AND IRIS STORM DRAIN REPAIR, SPECIFICATION NO. 2090742-01
Item Item Unit of Estimated Item Price Total
No. SS(1) Description Measure Quantity (in figures) (in figures) 1 7,12 TRAFFIC CONTROL LS 1 -------
2 17 CLEARING AND DEMOLITION LS 1 -------
3 77 POTHOLING LS 1 -------
4 72 RESET ROCK WALL LS 1 -------
5 37,77 6 INCH FULL DEPTH

REPLACEMENT
SQFT 920
6 39 TYPE "E" DIKE LF 170
7 20 4" MIN THICK D.G. @ 2% SLOPE SQFT 600
8 73 CURB RAMP: SE RUTH AND IRIS LS 1 -------
9 15 REMOVE (E) STORM DRAIN PIPE LF 50
10 15 REMOVE (E) DRAINAGE INLET EA 1
11 77 INSTALL 12" PVC (C900) DRAIN
PIPE
LF 205
12 77 INSTALL (N) CATCH BASIN PER
ENG. STD. 3355
EA 1
13 77 INSTALL (N) CATCH BASIN PER
ENG. STD. 3360
EA 1
14 77 INSTALL (N) MODIFIED CATCH
BASIN
EA 1
15 77 INSTALL (N) STORM DRAIN
MANHOLE PER ENG. STD. 3530
EA 2

BID FORMS

BID FORMS
B
Item Item Unit of Estimated Item Price Total
No. SS(1) Description Measure Quantity (in figures) (in figures) 16 ADJUST/RESET WATER VALVE

OR METER TO GRADE
EA 5
17 51 12" CONCRETE FLARED END

SECTION
EA 1
18 73 CONCRETE CURB LF 15
19 72 PLACE RIP RAP (20 LB, CLASS I,

METHOD B)
CY 1.8
20* 73 ADDITIONAL CURB AND GUTTER

ALLOWANCE
LF 10
21* 73 ADDITIONAL SIDEWALK

ALLOWANCE
SQFT 50
Bid Total $
Company Name:
(1) refers to section in the Standard Specifications, with modifications in the Special Provisions, that describe required work.
* Bid item exempt from Section 9-1.06B and 9-1.06C of the Standard Specifications. The unit price will not be adjusted regardless of the final bid item quantity.

BID FORMS

BID FORMS
C

LIST OF SUBCONTRACTORS
Pursuant to Section 4100 of the Public Contracts Code and section 2-1.33C of the standard specifications, the Bidder is required to furnish the following information for each Subcontractor performing more than 1/2 percent (0.5%) of the total base bid. Do not list alternative subcontractors for the same work. Subcontracting must not total more than fifty percent (50%) of the submitted bid except as allowed in section 5-1.13 of the standard specifications.

For Streets & Highways projects, subcontractors performing less than ten thousand dollars ($10,000) worth of work need not be mentioned. Subcontractors required to pay prevailing wage, must be registered with the Department of Industrial Relations pursuant to Labor Code section 1725.5 to be listed.

NOTE: If there are no subcontractors, write “NONE” and submit with bid.

Name Under Which
Subcontractor is Licensed License Number
DIR Public
Works
Registration
Number
Address and Phone
Number of Office, Mill or
Shop
Specific
Description of
Subcontract
% of
Total
Base
Bid

Attach additional sheets as needed.

BID FORMS

BID FORMS
D
PUBLIC CONTRACT CODE SECTION 10285.1 STATEMENT
In compliance with Public Contract Code Section 10285.1 (Chapter 376, Stats. 1985), the bidder hereby declares under penalty of perjury under the laws of the State of California that the bidder, or any subcontractor to be engaged by the bidder, has ____, has not ____ been convicted within the preceding three years of any offenses referred to in that section, including any charge of fraud, bribery, collusion, conspiracy, or any other act in violation of any state or federal antitrust law in connection with the bidding upon, award of, or performance of, any public works contract, as defined in Public Contract Code Section 1101, with any public entity, as defined in Public Contract Code Section 1100, including the Regents of the University of California or the Trustees of the California State University. The term "bidder" is understood to include any partner, member, officer, director, responsible managing officer, or responsible managing employee thereof, as referred to in Section 10285.1.

NOTE: The bidder must place a check mark after "has" or "has not" in one of the blank spaces provided. The above Statement is part of the Bid. Signing this Bid on the signature portion constitute signature of this Statement. Bidders are cautioned that making a false certification may subject the certifier to criminal prosecution.

PUBLIC CONTRACT CODE SECTION 10162 QUESTIONNAIRE
In compliance with Public Contract Code Section 10162, the Bidder must complete, under penalty of perjury, the following questionnaire:

Has the bidder, any officer of the bidder, or any employee of the bidder who has a proprietary interest in the bidder, ever been disqualified, removed, or otherwise prevented from bidding on, or completing a federal, state, or local government project because of a violation of law or a safety regulation?
Yes No
If the answer is yes, attach a letter explaining the circumstances PUBLIC CONTRACT CODE SECTION 10232 STATEMENT
In compliance with Public Contract Code Section 10232, you hereby state under penalty of perjury, that no more than one final unappealable finding of contempt of court by a federal court has been issued against you within the immediately preceding two-year period because of your failure to comply with an order of a federal court which orders you to comply with an order of the National Labor Relations Board.

LABOR CODE SECTION 1725.5 STATEMENTS
The bidder has delinquent liability to an employee or the state for any assessment of back wages or related damages, interest, fines, or penalties pursuant to any final judgment, order, or determination by a court or any federal, state, or local administrative agency, including a confirmed arbitration award. Any judgment, order, or determination that is

BID FORMS

BID FORMS
E
under appeal is excluded, provided that the contractor has secured the payment of any amount eventually found due through a bond or other appropriate means.

Yes No
The bidder is currently debarred under Section 1777.1 or under any other federal or state law providing for the debarment of contractors from public works.

Yes No
NOTE: The above Statements and Questionnaire are part of the Bid. Signing this Bid on the signature portion constitute signature of this Statement and Questionnaire. Bidders are cautioned that making a false certification may subject the certifier to criminal prosecution.

BID FORMS

BID FORMS
F

NON-COLLUSION DECLARATION
I, , declare that
I am of ,
the party making the foregoing bid that the bid is not made in the interest of, or on behalf of, any undisclosed person, partnership, company, association, organization, or corporation; that the bid is genuine and not collusive or sham; that the bidder has not directly or indirectly induced or solicited any other bidder to put in a false or sham bid, and has not directly or indirectly colluded, conspired, connived, or agreed with any bidder or anyone else to put in a sham bid, or that anyone refrained from bidding; that the bidder has not in any manner, directly or indirectly, sought by agreement, communication, or conference with anyone to fix the bid price of the bidder or any other bidder, or to fix any overhead, profit, or cost element of the bid price, or of that of any other bidder, or to secure any advantage against the public body awarding the contract of anyone interested in the proposed contract; that all statements contained in the bid are true; and, further, that the bidder has not, directly or indirectly, submitted his or her bid price or any breakdown thereof, or the contents thereof, or divulged information or data relative thereto, or paid, and will not pay, any fee to any corporation, partnership, company association, organization, bid depository, or to any member or agent thereof to effectuate a collusive or sham bid.

Executed on , 20 , in __
I declare under penalty of perjury under the laws of the State of California that the foregoing is true and correct.

(Signature and Title of Declarant)
(SEAL)
Subscribed and sworn to before me
this _______day of _________, 20_____

Notary Public
Company Name:____________________

BID FORMS

BID FORMS
G

BIDDER ACKNOWLEDGEMENTS
By signing below, the bidder acknowledges and confirms that this bid is based on the information contained in all contract documents, including the notice to bidders, plans, specifications, special provisions, and addendum number(s) . (Note: You are responsible to verify the number of addenda prior to the bid opening.)
The undersigned further agrees that in case of default in executing the required contract, with necessary bonds, within eight days, (not including Saturdays, Sundays, and legal holidays), after having received a mailed notice that the contract is ready for signature, the proceeds of the check or bond accompanying his bid will become the property of the City of San Luis Obispo.

Licensed in accordance with an act providing for the registration of contractors, License No. , Expiration Date .

The above statement is made under penalty of perjury, and any bid not containing this information "will be considered non-responsive and will be rejected” by the City.

Signature of Bidder
(Print Name and Title of Bidder)
DIR– Public Works
Registration No:

Business Name (DBA):

Owner/Legal Name:

Indicate One: Sole-proprietor  Partnership Corporation List Partners/Corporate Officers:

Name Title
Name Title
Name Title
Business Address
Street Address
Mailing Address
City, State, Zip Code
Phone Number
Fax Number
Email Address
Date

BID FORMS

BID FORMS
H

QUALIFICATIONS
Failure to furnish complete reference information ON THIS FORM, as specified in this project’s Notice to Bidders and indicated below, is cause to reject the bid. Additional information may be attached but is not a substitute for this form.

Reference Number 1
Customer Name & Contact Individual
Telephone & Email
Project Name (Site Address):

Did this project include installation of
pipe within the public right of way?
Yes □ No □
Describe the services provided and how this project is similar to that which is being bid:

Date project completed:

Was this contract for a public agency?
Yes □ No □
Reference Number 2
Customer Name & Contact Individual
Telephone & Email
Project Name (Site Address):

Did this project include installation of
pipe within the public right of way?
Yes □ No □
Describe the services provided and how this project is similar to that which is being bid:

Date project completed:

Was this contract for a public agency?
Yes □ No □
Reference Number 3
Customer Name & Contact Individual
Telephone & Email
Project Name (Site Address):

Did this project include installation of
pipe within the public right of way?
Yes □ No □
Describe the services provided and how this project is similar to that which is being bid:

Date project completed:

Was this contract for a public agency?
Yes □ No □

BID FORMS

BID FORMS
I

ATTACH BIDDER'S BOND TO ACCOMPANY BID
Know all men by these presents:

That we ____________________________________________, AS PRINCIPAL, and _______________________________________________________, AS SURETY, are held and firmly bound unto the City of San Luis Obispo in the sum of:
____________________________________________________ Dollars (_____________) to be paid to said City or its certain attorney, its successors and assigns; for which payment, well and truly to be made, we bind ourselves, our heirs, executors and administrators, successors or assigns, jointly and severally, firmly by these presents:

THE CONDITION OF THIS OBLIGATION IS SUCH, that if the certain bid of the above bounden ______________________________________________________________________ to construct ___________________________________________________________________ (insert name of street and limits to be improved or project) dated _____________________ is accepted by the City of San Luis Obispo, and if the above bounden _______________________________________________________, his heirs, executors, administrators, successors, and assigns shall duly enter into and execute a contract for such construction and shall execute and deliver the two bonds described within ten (10) days (not including Saturdays, Sundays, or legal holidays) after the above bounden,
______________________________________________________, has received notice by and from the said City of San Luis Obispo that said contract is ready for execution, then this obligation shall become null and void; otherwise, it shall be and remain in full force and virtue.

IN WITNESS WHEREOF, we hereunto set our hands and seals this ___ day of ______, 20____.

Bidder Principal:

Signature Date
Title:

Surety:

Bidder's signature is not required to be notarized. Surety's signature must be notarized.

Equivalent form may be substituted
(Rev. 6-30-14)

SPECIAL PROVISIONS
1 SPECIAL PROVISIONS

ORGANIZATION
Special provisions are under headings that correspond with the main section heading of the Standard Specifications. Each special provision begins with a revision clause that describes or introduces a revision to the Standard Specifications. Any paragraph added or deleted by a revision clause does not change the paragraph number of the Standard Specifications for any other reference to a paragraph of the Standard Specifications.

DIVISION I GENERAL PROVISIONS
1 GENERAL
Add to Section 1-1.01 GENERAL:

The work must be done in compliance with the City of San Luis Obispo, Department of Public Works:

1. Ruth and Iris Storm Drain Repair Special Provisions

2. City of San Luis Obispo Standard Specifications and Engineering Standards – 2020 edition

3. State of California, Department of Transportation Standard Specifications and Standard Plans – 2015 edition
In case of conflict between documents, governing ranking must comply with section 5-

1.02 of the City of San Luis Obispo’s Standard Specifications.

Failure to comply with the provisions of these sections is a material breach of contract:

1. Sections 5 through 8 of the Standard Specifications

2. Section 12 through 15 of the Standard Specifications

3. Section 77-1 of the Standard Specifications

4. Section 81 of the Standard Specifications

5. authorized working hours

6. OSHA compliance
4 SCOPE OF WORK
Add to Section 4-1.03 WORK DESCRIPTION:

Comply with the provisions of Sections 7, 12, 15, 17, 20, 37, 39, 51, 52, 72, 73, and 77 for general, material, construction, and payment specifics. 7 LEGAL RELATIONS AND RESPONSIBILITY TO THE PUBLIC
Add to Section 7-1.03B PUBLIC CONVENIENCE, Traffic Control Plan Staging and storing of equipment and material at the project site is prohibited.

No full width street closures will be permitted. Traffic control plans should maintain twoway circulation with flaggers and minimum 10’ travel lane.

SPECIAL PROVISIONS

SPECIAL PROVISIONS
2 Provide traffic control plan and traffic control application at or before the preconstruction meeting. Traffic control plan must be drawn to scale. Traffic control application may be obtained on the City’s website:
www.slocity.org/government/department-directory/public-works/documentsonline/construction-documents Upon approval of the traffic control plan, the City will issue a no-fee Encroachment Permit.

Permittee is responsible to comply with all conditions of the traffic control plan. Complete work using due diligence to restore free flowing of traffic. 8 PROSECUTION AND PROGRESS
Replace the 1st paragraph in Section 8-1.02A SCHEDULE, General with:

Provide a Level 1 schedule for this work.

DIVISION V SURFACINGS AND PAVEMENTS
39 ASPHALT CONCRETE
Add to Section 39-1.02B MATERIALS, Tack Coat
All vertical edges to be paved against shall be tack coated. These include, but are not limited to, curb faces, gutter lips, swale edges, cross gutter edges, and asphalt concrete edges.

DIVISION VIII MISCELLANEOUS CONSTRUCTION
39 CONCRETE CURBS AND SIDEWALKS
Add to Section 73-1.03 CONSTRUCTION
The contractor must meet with the Engineer before saw-cutting to agree on the limits of demolition and removal and after formwork is set, to verify that grades meet those stated on the Plans.

Full compensation for concrete spandrels is paid on a square footage basis as shown in the bid item list and is identified as the portion of the concrete between curb returns.

Bid items 20 & 21 are additional items intended for field changes and additions to work shown on the plans. The intent of the additional items is to provide additional payment to conform specified work to existing field conditions on a per unit price basis. Sections 9 -

1.06B and 9-1.06C are waived for these bid items and you are advised that these bid items may be increased, decreased or deleted in their entirety without any additional compensation.

SPECIAL PROVISIONS

SPECIAL PROVISIONS
3 77 LOCAL INFRASTRUCTURE
Add to Section 77-1.01 EXCAVATION AND RESTORATION, GENERAL; Protection and restoration of survey monuments and benchmarks must comply with Section 5-1.26 and 5-1.36. Not all survey monuments and benchmarks are shown on plans. The Contractor is responsible for examining the site of work. A submission of a bid is conclusive evidence that the bidder has investigated the location of all survey monuments and benchmarks to be encountered.

The contractor must take precaution during excavation and protect existing improvements not marked for removal from damage. To minimize impact to private properties, skid steer, bobtail dump truck and mini excavator must be used to complete pipe installation and erosion control work. All other equipment to be used for work within private properties must be approved by the engineer. Upon completion of work within private properties, the contractor must restore private property improvements to the same condition before the start of construction.

Add to Section 77-1.03B(1) TRENCH CONSTRUCTION, General All abandoned waterlines encountered partially or entirely within the trench section for the new storm drain must be removed and disposed of. The active/abandoned status of all waterlines has been shown on the plans. The Contractor must notify the City immediately if any waterline shown as abandoned is found to be active.

Add to Section 77-1.03D Surface Restoration
Repair trench paving on Ruth and Iris and at the intersection of Ruth and Iris must be repaired with 6 inches of AC and will be paid for by Bid Item 14.

DIVISION XIII APPENDICES
Add 100-1.01
Appendix A: Form of Agreement
Appendix B: Right of Entry

APPENDIX

APPENDIX
0 APPENDIX A - FORM OF AGREEMENT
THIS AGREEMENT, made on _____________, by and between the City of San Luis Obispo, a municipal corporation and charter city, San Luis Obispo County, California (hereinafter called the Owner) and COMPANY NAME (hereinafter called the Contractor).

WITNESSETH:

That the Owner and the Contractor for the consideration stated herein agree as follows:

ARTICLE 1, SCOPE OF WORK: The Contractor shall perform everything required to be performed, shall provide and furnish all of the labor, materials, necessary tools, expendable equipment, and all utility and transportation services required to complete all the work of construction of
NAME OF PROJECT, SPEC NO.
in strict compliance with the plans and specifications therefor, including any and all Addenda, adopted by the Owner, in strict compliance with the Contract Documents hereinafter enumerated.

It is agreed that said labor, materials, tools, equipment, and services shall be furnished and said work performed and completed under the direction and supervision and subject to the approval of the Owner or its authorized representatives.

ARTICLE II, CONTRACT PRICE: The Owner shall pay the Contractor as full consideration for the faithful performance of this Contract, subject to any additions or deductions as provided in the Contract Documents, the contract prices as follows:

Item
No.

Item Unit of
Measure
Estimated
Quantity
Item Price
(in figures)
Total
(in figures)

1. 2.

3. BID TOTAL: $ .00
Payments are to be made to the Contractor in compliance with and subject to the provisions embodied in the documents made a part of this Contract.

Should any dispute arise respecting the true value of any work omitted, or of any extra work which the Contractor may be required to do, or respecting the size of any payment to the Contractor, during the performance of this Contract, said dispute shall be decided by the Owner and its decision shall be final, and conclusive.

APPENDIX

APPENDIX
1 ARTICLE III, COMPONENT PARTS OF THIS CONTRACT: The Contract consists of the following documents, all of which are as fully a part thereof as if herein set out in full, and if not attached, as if hereto attached:

1. Notice to Bidders and Information for Bidders

2. Standard Specifications and Engineering Standards

3. Special Provisions, any Addenda, Plans and Contract Change Orders

4. Caltrans Standard Specifications and Standard Plans 2015

5. Accepted Bid and Bid Bond

6. List of Subcontractors

7. Public Contract Code Sections 10285.1 Statement

8. Public Contract Code Section 10162 Questionnaire

9. Public Contract Code Section 10232 Statement

10. Labor Code Section 1725.5 Statements

11. Bidder Acknowledgements

12. Qualifications

13. Non-collusion Declaration

14. Agreement and Bonds

15. Insurance Requirements and Forms
ARTICLE IV INDEMNIFICATION: The Contractor shall indemnify, defend with legal counsel approved by City, and hold harmless City, its officers, officials, employees and volunteers from and against all liability, loss, damage, expense, cost (including without limitation reasonable legal counsel fees, expert fees and all other costs and fees of litigation) of every nature arising out of or in connection with the Contractor’s negligence, recklessness or willful misconduct in the performance of work hereunder or its failure to comply with any of its obligations contained in this Agreement, except such loss or damage which is caused by the sole or active negligence or willful misconduct of the City. Should conflict of interest principles preclude a single legal counsel from representing both the City and the Contractor, or should the City otherwise find the Contractor’s legal counsel unacceptable, then the Contractor shall reimburse the City its costs of defense, including without limitation reasonable legal counsel fees, expert fees and all other costs and fees of litigation. The Contractor shall promptly pay any final judgment rendered against the City (and its officers, officials, employees and volunteers) with respect to claims determined by a trier of fact to have been the result of the Contractor’s negligent, reckless or wrongful performance. It is expressly understood and agreed that the foregoing provisions are intended to be as broad and inclusive as is permitted by the law of the State of California and will survive termination of this Agreement.

The Contractor obligations under this section apply regardless of whether such claim, charge, damage, demand, action, proceeding, loss, stop notice, cost, expense, judgment, civil fine or penalty, or liability was caused in part or contributed to by an Indemnitee.

However, without affecting the rights of the City under any provision of this agreement, the Contractor shall not be required to indemnify and hold harmless the City for liability attributable to the active negligence of City, provided such active negligence is determined by agreement between the parties or by the findings of a court of competent jurisdiction. In

APPENDIX

APPENDIX
2 instances where the City is shown to have been actively negligent and where the City’s active negligence accounts for only a percentage of the liability involved, the obligation of the Contractor will be for that entire portion or percentage of liability not attributable to the active negligence of the City.

ARTICLE V. It is further expressly agreed by and between the parties hereto that should there be any conflict between the terms of this instrument and the bid of said Contractor, then this instrument shall control and nothing herein shall be considered as an acceptance of the said terms of said bid conflicting herewith.

IN WITNESS WHEREOF, the parties to these presents have hereunto set their hands this year and date first above written.

CITY OF SAN LUIS OBISPO
A Municipal Corporation

__________________________________
Derek Johnson, City Manager
APPROVED AS TO FORM CONTRACTOR:

Name of Company
________________________________

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

By:________________________________
Name of Corporate Officer
Its: ____________________

Item 5l
Department: Fire
Cost Center: 8599
For Agenda of: 6/20/2023
Placement: Consent
Estimated Time: N/A
FROM: Todd Tuggle, Fire Chief
Prepared By: James Blattler, Emergency Manager
SUBJECT: AUTHORIZATION TO APPLY FOR THE CALIFORNIA FIRE FOUNDATION 2023 STATEWIDE CLIMATE-RELATED WILDFIRE &

DISASTER PREVENTION AND PREPAREDNESS GRANT

RECOMMENDATION

1. Authorize the Fire Department to apply to the California Fire Foundation 2023 statewide climate-related wildfire & disaster prevention and preparedness grant in an amount up to $25,000 and sign a required City Council Authorization Letter; and

2. Authorize the City Manager, or their designee, to execute the grant documents and approve the budget changes necessary to appropriate the grant amount upon notification that the grant has been awarded.

POLICY CONTEXT
The recommended actions are consistent with the City of San Luis Obispo’s Financial Management Manual, Section 740 - Grant Management Policy. The policy states that Council will approve all grant applications in excess of $5,000 and delegates receipt and contract execution to the City Manager.

This grant opportunity is aligned with the City’s Climate Action, Open Space & Sustainable Transportation and Economic Recovery, Resiliency & Fiscal Sustainability Major City Goals through the ability to prevent or prepare for climate-related natural disasters through fiscally responsible methods.

DISCUSSION
State, federal, and non-profit grants are occasionally offered to assist local governments with the financial impacts associated with daily operations and/or mandated programs.

The Fire Department actively seeks out these opportunities to enhance the effectiveness of the Department while increasing fiscal sustainability for the City. A recent grant opportunity was identified, which is in line with these goals and addresses a current need for the Fire Department: the California Fire Foundation’s 2023 State-wide climate-related wildfire & disaster prevention and preparedness grant.

Item 5l
The grant opportunity provides funding for projects that actively address wildfire preparedness and/or prevention needs, which protect and enhance the public’s safety or the safety of California’s firefighters and other first responders including (1) vegetation mitigation & fuels reduction, (2) education, planning and/or community outreach campaigns, (3) personal protective equipment, and (4) specialized firefighting equipment.

Per the funding notification, requested amounts should not exceed $25,000 as requests outside this range will only be considered on an as-needed basis.

Staff is scoping out a fuel reduction project targeting San Luis Obispo Creek at the East end of San Luis Drive to remove dead, and downed vegetation, hazard trees and vegetation categorized as “ladder fuels” which can carry fire from the understory to tree canopies where fire can spread faster and produce more significant ember cast. This area is a high priority due to its proximity to the Cal Fire designated Very High Fire Severity Zone and the threat from potential of a roadside vehicle fire ignition source. Additionally, staff is exploring the use of this funding to enhance wildfire readiness resource accessibility for non-English speaking community members.

In this cycle, funding priority is being extended to applicants whose projects benefit disinvested California communities or historically marginalized populations, serving areas of heightened fire risk as defined by the California Public Utilities Commission (CPUC).

The Fire Department will coordinate with the Office of Sustainability and Natural Resources and Parks & Recreation Department to develop a grant project meeting the grant’s funding priorities.

Per the California Fire Foundation, applicants are required to include a signed governing body authorization letter (Attachment A) approving the acceptance of funding that may be awarded as a result of submitting the application.

Background
Created in 1987, the California Fire Foundation, a statewide nonprofit 501(c)(3) charitable organization, provides public safety prevention education initiatives, and emotional and financial assistance to families of fallen firefighters, firefighters, and the communities they protect. The Foundation’s mandate includes an array of programs that honor fallen firefighters and provide survivor and victim assistance, as well as public safety education initiatives aimed at preventing injuries and death from preventable safety hazards.

Public Engagement
This item is on the agenda for the June 20, 2023, City Council meeting and will follow all required postings and notifications. The public will have an opportunity to comment on this item at or before the meeting.

CONCURRENCE
The Office of Sustainability and Natural Resources concurs with the report and proposed application.

Item 5l

ENVIRONMENTAL REVIEW
The California Environmental Quality Act does not apply to the recommended action in this report, because the action does not constitute a “Project” under CEQA Guidelines Sec. 15378. If the work associated with the grant funding requires environmental review, staff will not proceed with the project until a review has been completed.

FISCAL IMPACT
Budgeted: No Budget Year: 2023-24
Funding Identified: Yes
Fiscal Analysis:

Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $0 $0 $0 $
State $0 $0 $0
Federal $0 $0 $0
Fees $0 $0 $0
Other: $25,000 $0 $0
Total $25,000 $0 $ $
The California Fire Foundation 2023 state-wide climate-related wildfire & disaster prevention and preparedness grant does not require any City matching funds. Awards are expected to be announced in Fall 2023. If the project is not funded by the Foundation, the department will look for other external funding opportunities to accomplish unfunded climate-related wildfire & disaster prevention and preparedness projects.

ALTERNATIVES
The Council could decide not to pursue the grant monies. This action is not recommended by staff as fire service grant opportunities are limited and the grant funds would only serve to enhance the City’s safety and resilience while increasing fiscal sustainability for the City.

ATTACHMENTS
A - City Council Grant Authorization Letter

City of San Luis Obispo, Office of t he City Council, 9 90 Pal m Street, San Luis Obispo, CA, 9 3401 -32 49, 805 .781. 7114, slocity.org
June 20, 2023
TO: California Fire Foundation
1780 Creekside Oaks Dr.

Sacramento, CA 95833
SUBJECT: CALIFORNIA FIRE FOUNDATION 2023 STATE-WIDE CLIMATERELATED WILDFIRE & DISASTER PREVENTION AND PREPAREDNESS GRANT
Dear California Fire Foundation,
As authorized by City Council through consent agenda action taken at the June 20, 2023 City Council meeting, the City of San Luis Obispo Fire Department has approval to accept funding that may be awarded as a result of the California Fire Foundation 2023 State-wide Climate-Related Wildfire & Disaster Prevention and Preparedness grant application in an amount up to $25,000. _______________________
Mayor Erica A. Stewart
ATTEST:
__________________________
Teresa Purrington
City Clerk

Item 6a
Department: Fire
Cost Center: 8501
For Agenda of: 6/20/2023
Placement: Business
Estimated Time: 45 Minutes
FROM: Todd Tuggle, Fire Chief
Prepared By: Nicole Vert, Administrative Analyst
SUBJECT: FIRE DEPARTMENT 2022 ANNUAL REPORT

RECOMMENDATION
Receive and file the Fire Department’s 2022 Annual Report.

POLICY CONTEXT
The Fire Department’s 2022 Annual Report (Attachment A) aligns with three of the five strategic directions in the Department’s 2018-2023 Strategic Plan (Attachment B):
1) Connecting with the Community,
2) Continuously Evaluating Programs and Service Delivery, and 3) Analyzing Relevant Data to Inform Decision Making.

DISCUSSION
Background
The 2022 Fire Department Annual Report (Attachment A) provides an overview of the past operational year. The report highlights both department activity and statistics that the department utilizes to analyze performance and workload. Included in the report are some of the major accomplishments made by staff during the last year highlighting the work performed by Department staff.

The report and an accompanying video are scheduled to be released to the public on June 21st through a formal media release, Department and City social media platforms, and by posting to the City website.

Previous Council or Advisory Body Action
On March 15, 2022, the City Council received and filed the Fire Department’s 2021 Annual Report. On June 6, 2023, Council adopted Resolution No. 11426 (2023 Series) acknowledging receipt of the Fire Department’s report on compliance with Senate Bill 1205 for calendar year 2022.

Item 6a
Public Engagement
This item is a business item for the June 20, 2023, City Council meeting and will follow all required postings and notifications. The public will have the opportunity to provide comment on this item at or before the meeting.

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

FISCAL IMPACT
Budgeted: Yes Budget Year: 2021-22 and 2022-23
Funding Identified: Yes
Fiscal Analysis:

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

Total N/A $ $ $
The Fire Department is funded through the General Fund’s annual budget appropriation adopted by the City Council. All activities within the report are covered through the annual program appropriations as outlined in the City’s Financial Plan.

ALTERNATIVES
The City Council could choose to not receive and file the report. This is not recommended as the report provides a record of essential statistics and trends that are important for policy makers and the public awareness in our community.

ATTACHMENTS
A - Fire Department 2022 Annual Report
B - SLO City Fire Strategic Plan 2018 to 2023

ANNUAL REPORT
20 22

SAN LUIS OBISPO FIRE DEPARTMENT

Chief's Message, Mission, Orgnization Chart

03. Table of Contents
Statistics, Accomplishments

27. Financial Summary, Public Information

07. Major Repairs

30. Statistics

12. Highlights

32. Statistics, Open Space Rescue, Mutual Aid

15. TABLE OF CONTENTS
Introduction
Fire Administration
Fire Prevention
Emergency Response
Training
Fire Apparatus
Emergency Management

34. 35

36. Retirements
Promotions/New Hires
Events

37. 38.

Accomplishments
What's Ahead in 2023
Statistics

25. Mobile Crisis Unit

As 2021 closed, it brought an end to one crisis and initiated another.

Resilience was a key term as SLO Fire worked through the pandemic.

Mentally, physically, emotionally, and economically, the pandemic brought hardship to everyone. As 2022 dawned with an end in sight to the pandemic, another crisis filled the void, economic uncertainty.

While the City was able to secure unprecedented funding through ARPA, and Infrastructure funds, it was clear that economic uncertainty was a question going forward.

CHIEF'S MESSAGE
Even through the veil of economic uncertainty, the Fire Department continued to have clarity of vision towards our mission to serve the community. Eight new firefighters completed their probationary training.

A Battalion Chief promoted, three Captains promoted, four Engineers promoted, we hired a new Fire Chief, and saw several other key new positions come to fruition in the department, including another inspector, an Emergency Manager, a new Business Analyst, new Admin Assistant for Prevention and more.

And while we hired new personnel we also built new programs, expanded others and continued to hone our core skills of structural firefighting, wildland firefighting, Hazardous Materials, Urban Search and Rescue, Open Space Rescue and top notch Advanced Life Support Services.

Several accomplishments throughout the year mark the innovation and determination of our Team.

Emergency Manager James Blattler and Fire Marshal Rodger Maggio delivered multiple Ready, Set, Go programs to the community as part of a larger effort of community education about the risks for wildfire.

In addition, a major fuels reduction project was completed along San Luis Creek which both recognized and mitigated the urban fire hazards we have with combustible fuels weaving their way throughout the city.

As part of our continued efforts to support our neighbors throughout the state, SLOFD supported multiple major wildland incidents across the state. SLOFD logged over 5,000 hours of mutual aid support during fire season, including deployments of our Type 3 off-road firefighting engine, Type 6 lightweight off-road engine, the 4x4 Medic Rescue and our Type 1 engine for structure defense. During the entire fire season, SLOFD firefighters maintained staffing at our 4 stations to protect our local community.

SLOFD also continued our commitment to providing an open and welcoming environment to our community with several events. In the Spring, SLOFD, with several countywide public safety agencies, hosted the SLO County Emergency Services Career Fair. This fair provided career minded folks in our community trying to find a way to serve, an incredible opportunity to submit their resumes and meet the professionals throughout the county that respond each and every day to 911 calls.

Later in the year, SLOFD hosted our annual Open house which provides the community at large a chance to see what their Fire department is all about. One of the special factors of our department is our accessibility as well as the community’s desire to feel a part of the department. Kids and adults came out to see what we are all about, taking part in demonstrations, activities, and games all intended to share “who we are and what we are about.” Page 735 of 1079

CHIEF'S MESSAGE
In our continued efforts to support the community through new and innovative levels of service, the Open Space rescue program continued to express itself as a manifestation of the intense skill and dedication of the department. This year saw a grass roots effort by staff to integrate our rescue skills with CHP’s air program and provide rescue resources. After a dedicated training program, several firefighter/ paramedics were certified to fly with CHP’s H-70 rescue helicopter, providing hoist rescue coupled with Advanced Life Support skills. Multiple times during the year, CHP and SLOFD collaborated to effect rescues of injured and/ or lost hikers in the area. The impact of these technical rescue programs on the safety and security of our community is an immeasurable result of the commitment to excellence of our department’s members.
2022 also saw the launch of the City and Department’s first Mobile Crisis Unit. The MCU is a dedicated resource of one Crisis Manager and one Firefighter/ Paramedic to take on the many calls for service we see where behavioral or mental health issues are a contributing factor for the need of 911 fire or police resources. This novel program has brought an unparalleled level of service to the vast mental health needs in our community, in many cases reuniting homeless individuals with family and resources.

As we concluded 2022, a year of transition, SLOFD completed three major milestones. Fire Chief Keith Aggson retired in December after five years in the Fire Chief position, implemented significant growth and change in the department. SLOFD also passed the 7,000 incidents threshold for the first time, marking a continued upward trend in calls for service. And as part of our dedication to staying aligned with the needs of the community, SLOFD completed its 5 year strategic plan which will be delivered in 2023.
2022 brought a functional end to the pandemic, only to be replaced by the financial uncertainty of a post-COVID world. In that uncertainty, your department and your City remained steadfast in it's commitment to a level of service and investment emblematic of all that is the SLO life. In adversity, the department observed, innovated and adapted to the changing times, staying true to the underlying values of Compassion, Courage and Commitment to our community, each other and this profession of helping those who call. It is an honor and a privilege to serve the City and Community of San Luis Obispo.

Thank you for your continued support.

CONT.

Todd Tuggle, Fire Chief

As of December 2022 Page 737 of 1079

SAN LUIS OBISPO CITY

FIRE DEPARTMENT

MISSION STATEMENT
S
L
O
F
I
R
E
VALUES
To be a progressive organization that leads the
community in public safety and preparedness
demonstrated through an unwavering commitment to the
protection of lives, property and our environment.

The service we provide will be of the highest quality
recognized against local, state and federal standards.

VISION
To enhance and protect the lives, environment,
and property of our community and its visitors.

Competence - Courage - Compassion
Service
Loyalty
Ownership
Family
Integrity
Respect
Excellence
-
-
-
-
-
-
-

Department Leadership
Public Information
Personnel Management
FIscal and Contract Management
Strategic Leadership Coordination
Grant Application and Management
We ensure our Emergency Response and
Fire Prevetion personnel are trained,
equipped, and supported.

FIRE ADMINISTRATION
Fire Administration is responsible
for planning, directing and
evaluating all fire department
programs and activities. Primary
funcitions of Fire Administration
include:

FIRE ADMINISTRATION

OPERATIONAL

COSTS STAFFING
The San Luis Obispo City Fire Department is comprised of nine budgeted programs, of these, 7 are staffed. In Fiscal Year 2022-2023 the department received a total budget of $14,456,302 with 90.5% dedicated towards staffing for the 58 full-time members of the department, leaving 9.5% or $911,559 for non-staffing operational costs.

FINANCIAL SUMMARY
$911,559
$13,098,432

OPERATIONAL
COSTS
STAF

FIRE ADMINISTRATION
New full-time position to support the fire
department’s responsibility of managing
the City’s emergency management
program to ensure the City and
community can effectively prepare for,
respond to, and recover from major
emergencies and disasters and help
mitigate the impacts of natural disaster,
ultimately improving City and community
resiliency.

Mobile Crisis Unit launched in July. The
MCU is dispatched to non-emergency
calls for service providing crisis support
services to all community members with a
focus on unhoused residents with the
intent to improve residents’ ability to
access needed social services.

FINANCIAL SUMMARY

NEWLY FUNDED PROGRAMS AND PROJECTS
Mobile
crisis unit
emergency
manager
engine 4
replacement
Engine 4 needed replacing sooner than
expected due to high repair needs.

Obtaining new apparatus ensures
citizens experience no delay in response
to calls.

FIRE ADMINISTRATION
FEMA Assistance to Firefighters Grant (AFG) Program
to purchase Urban Search & Rescue (US&R) equipment
to support the department’s ability to conduct complex
and technical rescues.
$63,623
International Association of Fire Chiefs Ready, Set Go! Program to conduct hazardous wildfire fuel reduction
work on the East Fork of San Luis Obispo Creek to help
reduce the wildfire threat facing the City.

FINANCIAL SUMMARY
GRANTS
$39,406
$9,000
Repurposed remaining funding on a 2019 AFG Award
for Paramedic Training to purchase 5 Thermal Imaging
Cameras and 4 Mobile Radios.

To support the City and Department’s goal of fiscal responsibility the Fire Department seeks out grant opportunities to help both maintain and improve the level of service provided to San Luis Obispo. In 2022 the Fire Department leveraged grant programs which provided over $112,000 in funding assistance:

FIRE ADMINISTRATION
Improved social media presence
Wildfire Preparedness
Campaign
Public Information plays a critical role in keeping the public informed, helping them make the right decisions during an emergency and educating the public to reduce the severity of emergencies. With the goal of providing the community with accurate and timely incident information and promoting community safety and preparedness, the department's Public Information Office had several noteworthy accomplishments in 2022.

PUBLIC INFORMATION
Completed over 25 TV
and radio interviews
@SLOCITYFD @SLOCITYFIRE

We are dedicated to providing our
community with fair and efficient
management of fire protection,
prevention and education
programs.

FIRE PREVENTIONThe members of the Fire
Prevention Bureau are committed
to protecting the life, property, and
the environment of our
community.

FIRE PREVENTION
887 Inspections
Fire Inspectors conducted 887 inspections of state mandated or permitted facilities, which include apartments, hotels, assisted living, hospitals, schools and places of public assembly. The department recovers over $420,000 in fees for these programs. 250

OCCUPANCY
HAZMATInspections

STATISTICS
The members of the Fire Prevention Bureau are committed to protecting the life, property, and the environment of our community through sensible, fair and efficient management of fire protection, prevention and education programs. The Bureau is dedicated to providing you the information you need to be safe in our community. The Bureau of Fire Prevention is staffed with six full-time employees the Fire Marshal, one Hazardous Materials Coordinator, three Fire Inspector/Investigators, and one Administrative Assistant. In 2022 the Bureau hired an additional half-time Fire Inspector. The Fire Marshal is responsible for administering all Bureau programs.

The Fire Department is a Participating Agency (PA) for the County Certified Unified Program Agency (CUPA) under the direction of County Environmental Health. The Fire Department’s Hazardous Materials Coordinator conducted 250 facility inspections which include hazardous materials storage and waste regulations and underground fuel storage tank testing. This program generates over $170,000 in annual fees.

FIRE PREVENTION

STATISTICS
626
38 PLANS

REVIEWED

CONSTRUCTION
Inspections
FIRE
Investigations
The Bureau currently has three trained fire
investigators and two trainees. Staff responded
to 38 incidents in 2022 to determine origin and
cause of fires. Bureau staff also attends the
biannual California Conference of Arson
Investigators which is held in San Luis Obispo.

Fire inspectors conduct field inspections of
permitted building projects and fire protection
system installations.

Bureau staff reviewed 626 development related
plans to verify that new development conforms
to adopted fire and life safety codes and
recovers between $345,000 and $420,000
annually for this service.

Fire Prevention staff participate in numerous
public outreach events such as Open House
and Farmers Market providing vital
information to the public.

Participants

PUBLIC EDUCATION
$346,000 - 2022 TOTAL REVENUE

Fire Suppression
Specialty Rescue
Hazardous Materials Mitigation
Paramedic Advanced Life Support
We are honored to serve and
take great pride in providing
compassionate and skilled care
to all.

EMERGENCY RESPONSE
Emergency Response operates
from 4 fire stations as a full service,
all-risk Fire Department offering:

EMERGENCY RESPONSE

STATISTICS

GOOD INTENT CALL

SERVICE CALL
EMS
FIRE

HAZARDOUS CONDITION

FALSE ALARM

SPECIAL INCIDENT SPECIAL INCIDENT

CALLS FOR SERVICE

EMERGENCY RESPONSE

STATISTICS
TOTAL RESPONSE TIME 9:18 Call processing time, turnout time, and travel time Goal: 7 minutes or less to 90% of all light-and siren calls CALL PROCESSING TIME 2:04 Goal: 1 minutes or less to 90% of all light-and siren calls TURNOUT TIME 2:42 Goal: 2 minutes or less to 90% of all light-and siren calls 5:51 Goal: 4 minutes or less to 90% of all light-and siren calls

TRAVEL TIME

EMERGENCY RESPONSE

STATISTICS
Station 1
Station 2
Station 3
Station 4
1395 Madonna Road
1895 INCIDENTS
1280 Laurel Lane
1476 INCIDENTS
2160 Santa Barbara Ave
1986 INCIDENTS
136 N. Chorro
1805 INCIDENTS

EMERGENCY RESPONSE

STATISTICS
2 SIMULTANEOUS INCIDENTS
2,270

15.85%
3 SIMULTANEOUS INCIDENTS
432

3.02%
4 SIMULTANEOUS INCIDENTS
61 .43%
TRANSIENT INCIDENTS 1,370

ALCOHOL INCIDENTS

CAL POLY INCIDENTS
724
281

EMERGENCY RESPONSE

STATISTICS
2022 Call Volume By Month
January
February
March
April
May
June
July
August
September
October
November
December
750
500
250
0 DECEMBER
678 INCIDENTS

BUSIEST MONTH

THURSDAY

BUSIEST DAY OF THE WEEK
3PM-4PM

DECEMBER
10 BUSIEST DAY
54 INCIDENTS

EMERGENCY RESPONSE

TOTAL PROPERTY VALUE SAVED
$288,085,887

STATISTICS
$96,309
2390 HELENA
$58,000
723 WOODBRIDGE
$59,233
1320 BUCHON

TOTAL PROPERTY VALUE LOST
$372,961
TOP 3 MAJOR FIRES BY DOLLAR LOSS

EMERGENCY RESPONSE
Bishop, Madonna, Irish Hills,
Cal Poly, Reservoir Canyon

OPEN SPACE RESCUE
Open Space UTV Rescues
Helicopter Rescues
With the City of SLO being surrounded by more than 4,000 Acres of protected open space, hills, canyons, creeks, and other hazards, the Fire Department’s Urban Search and Rescue (USAR) Team continued to play a vital role in protecting the lives of both visitors and citizens. The City Fire Department, along with its USAR Team members, responded to dozens of technical rescues and medical emergencies in the Open Space in and around the city during 2022.

Reservoir Canyon and Bishop Peak
Open Space
Technical Rescues
2 8
16

EMERGENCY RESPONSE
10 Incidents Supported
Employees
Responded to Mutual
Aid Incidents
Total Response
Reimbursement
Total Personnel Hours

MUTUAL AID
Mutual Aid
The San Luis Obispo City Fire Department participates in the state-wide mutual aid system where local, state and federal agencies rely on the assistance of local governments to effectively manage large scale incidents. The costs associated with responding to these incidents are reimbursable under the California Fire Assistance Agreement (CFAA) and a direct contract with the Los Padres National Forest. During 2022 Fire Season, SLOFD deployed on many requests for Mutual Aid throughout the state all while maintaining adequate resources locally to provide service to the City of San Luis Obispo. While a much quieter fire season than the previous year, SLOFD still responded to 10 incidents totaling over 5,000 personnel hours.
19 $462,322
5,061 Assigned to Incidents

EMERGENCY RESPONSE

MUTUAL AID

Services
Resources
Response
Outreach
We want to help ALL our community
members

MOBILE CRISIS UNIT
The Mobile Crisis Unit is designed
to provide crisis support services to
individuals suffering from nonemergency mental health, behavioral health, or substance
abuse challenges.

MOBILE CRISIS UNIT

INCIDENTS

STATISTICS
·The Mobile Crisis Unit includes a social worker paired with a Firefighter Emergency Medical Technician or Paramedic. The unit will be dispatched to non-emergency calls for service involving unhoused residents and is intended to improve residents' ability to access needed social services and reduce law enforcement and paramedic response in non-emergency situations, when possible. The unit provides crisis support services to all community members in need, and helps to ensure that those in need receive assistance in gaining access to the most appropriate resources. The MCU program was officially launched in July of 2022.

CONTACTS
Plus re-engagements

TRANSPORTS
RE-UNIFICATIONS 478
14 129
32

Employing state of the art equipment
Training
Committment to health and safety
We strive to provide the knowlege and
skills necessary to maintain the safest
work environment possible for members
as well as protion and service for the
community members of San Luis Obispo.

TRAININGThe Training Division serves the
department by providing training,
education, and certifications to
department members. They
promote excellence by:

TRAINING

STATISTICS
As part of the 2021-2023 financial plan, the Fire Department added a full-time 40-hour Fire Training Officer. The position has a wide range of training duties including planning, scheduling, supervising, and administering a comprehensive fire training programs and coordinating the in-service
training and safety programs for the Fire Department.

In 2022, the training division delivered 13,783 hours of training. This was accomplished by improving remote
learning capabilities. Employees who are eligible to
participate in the Joint Apprenticeship Committee (JAC) JAC provides reimbursable funds back to the department.

The JAC training resulted in over $28,000 in funds returned to the department in 2022, which is a $7,000 increase from 2021. These funds are held by the JAC program and can be utilized to support the department’s training program upon approval from the sub-JAC committee which is comprised of department and labor group leadership.

The Department continues to maintain a fire protection class rating of “Class 2” through the Insurance Service Office (ISO). All of this would not be achievable without the contributions of the Training Division.

Armando Gutierrez
Training Captain
Total JAC Hours
Total Training Hours
13,783
6,613

TRAINING

ACCOMPLISHMENTS
Implemented Programs
Recruited 7 New Recruits
Academy in January 2023
Succession Planning
Hosted Engineer's Academy and State
Fire Training Driver Operator courses
Injury Prevention Program
26% reduction in Work Comp Hours
SLO OPS and Command & Control

Fire Fleet Services designs, builds,
procures, maintains, and repairs the fire
department’s fire apparatus, vehicles,
generators, and special tools and
equipment. Maintenance is performed
on a diverse fleet and equipment cache
ranging from Fire Engines and Aerial
Laddertrucks to chainsaws and small
hydraulic tools.

Our goal is to keep fire equipment in service
allowing the department to maintain a high
level of operational readiness and provide
exceptional service to the community.

FIRE APPARATUS

1095 1095

MAJOR REPAIRS
Battalion Chief Command
Chief-1
Drive axles suspension rebuild
Vehicle Build
Vehicle Build
Compartment doors replacement
Truck-1
Fuel/coolant filter housing rebuild
Engine-4

FIRE APPARATUS
178

TOTAL REPAIRS
178

TOTAL LABOR HOURS

Our goal is to ensure the City of San Luis
Obispo and its community members are
ready to survive and recover from the
next major disaster or emergency.

EMERGENCYMANAGEMENT
Emergency Management leads the
City's efforts to plan for, respond to,
recover from and mitigate the
impacts of natural and human
made large scale emergencies and
disasters that impact San Luis
Obispo.

EMERGENCY MANAGEMENT

HIGHLIGHTS
EOC Training Exercise
FEMA Emergency Management Institute Training
Cal Poly EOC
Participated in 2 functional exercises
Simulated activation for commercial airline crash within City limits Week-long training course covering emergency management Community Wildfire Preparedness Town Halls
Promoted Community Disaster Preparedness
Bi-weekly local talk radio appearances
Wildfire Threat Grant funds
City Emergency Operation Center Readiness
Drive-Thru Flu Shot Clinic
For City staff and family
Funding contract fuel removal along the East Fork of the SLO Creek Position specific job aids, resources, and identification City Emergency Operations Plan Update
Updated to meet current best practices and recent lessons learned ds
along t
lls
ss

Keith Aggson
Fire Chief
RETIREMENTSTHANK YOU FOR YOUR SERVICE!
Neal Berryman
Battalion Chief
Jody Larson
Fire Captain
Matt Callahan
Fire Captain
David Marshal
Fire Captain

PROMOTIONS

NEW HIRES

ENGINEER

PATRICK LARSEN

ADMIN ANALYST

NICOLE VERT

BATTALION CHIEF

SHAYNE SKOVE

EMERGENCY MANAGER

JAMES BLATTLER

FIRE CHIEF

TODD TUGGLE

CAPTAIN

ALEC FLATOS

CAPTAIN

DUSTY RENNER

ENGINEER

TREVOR WEIS

ENGINEER

TRAVIS ROBERTSON

ENGINEER

MITCH WOODS
1/2 FIRE INSPECTOR

ARLEN DIEPENBROCK

FP ADMIN ASSISTANT

CASEY CORBIN

CAPTAIN

ERIC LOKKART

MCU - EMT

KEANU MORRISON

EVENTS

OCTOBER
Open House
and Burn Relay

SEPTEMBER
9/11 Memorial
Ceremony and Ready,
Set, Go! Town Halls

DECEMBER
Season of Hope
MAY
Bike Breakfast
and Career Fair

NOVEMBER
Promotional
Ceremony and Fill
the Boot

ACCOMPLISHMENTS
AFG Grant secured for US&R equipment
Hosted first county-wide public safety career fair
Implemented mutual threat zone agreement with
Cal Fire
Developed new helicopter rescue technician
agreement with CHP
Burn relay and $2000 donation to Alisa Ann Ruch
Burn Foundation by L3532
Participating in County Zonehaven evacuation
platform project
Joint active shooter training with SLOPD, and
Cal Poly UPD
Hosted Driver Operator 1A
Impelementation of ImageTrend Continuum Data
Analysis System
Implementated Mobile Crisis Unit referral form
from fire incident reports
Developed specification, budget, and purchase of
new thermal imaging cameras
Added clinician to Peer Support Team
Developed and conducted a paramedic
assessment center for all firefighter cdandidates
Adopted FIRESCOPE 500/SLO OPS as County
operational standard Page 769 of 1079

WHAT'S AHEAD
IN 2023
Recruit Academy 23
Expand Mobile Crisis Unit - Provide services
beyond weekday business hours
Replace Engine 6 (Type III Wildland Engine)
Develop and renew service contract with Cal Poly
Replace Engine 4 (Type I Engine)
Develop Fleet Replacement Plan encompassing
Major City Goals for Carbon Neutrality
Update and deliver the updated Community
Wildfire Protection Plan
Partner with Fire Service Organizations to host
training courses and conferences
Work with County Fire Partners on development
of enhanced transport system
Deliver additional professional development
courses in San Luis Obispo
Continue to develop and collaborate with Mental
and Behavioral Heath organizations for services to
the Community.

Finalize and deliver the 5-year Strategic Plan
Continue collaboration with Allan Hancock College
for Instructional Services Agreement
23

@SLOCITYFD
@SLO FIRE
@SLOCITYFIRE
2160 SANTA BARBARA AVE 805.781.7380 WWW.SLOCITY.ORG/FIRE Page 771 of 1079

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City of San Luis Obispo Fire Department
Strategic Plan 2018-2023
Our vision:

Through thoughtful prevention and skilled,
compassionate response,
we create a safer environment for all who visit,
work, and live in our amazing community.

August
2018

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CONTENTS
MESSAGE FROM DEPARTMENT LEADERSHIP ...........................................1 ORGANIZATIONAL OVERVIEW..................................................................2 VISION, MISSION, AND VALUES...............................................................3 THE PLANNING PROCESS.........................................................................7 STRATEGIC PLAN TERMS ........................................................................10 STRATEGIC DIRECTIONS AND OBJECTIVES ..............................................11

1. Connecting with our Community

2. Continuously Evaluating Programs and Service Delivery

3. Analyzing Relevant Data to Inform Decision Making

4. Improving Organizational Culture, Sustainability, and Health

5. Supporting Fiscal Sustainability in Department Operations STRATEGIC PLAN WORKSHEET ................................................................20 IMPLEMENTATION & EVALUATION.........................................................27 ACKNOWLEDGEMENTS...........................................................................27 i

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Organizational Leadership Team
ii

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Protecting the citizens, businesses, and visitors of San Luis Obispo since 1876, the members of the San Luis Obispo City Fire Department are proud of our history and our ability to evolve to meet the needs of our vibrant community.

While this is perhaps the first true strategic plan in department history, the department has a history of proactively identifying innovative solutions to delivering our community-focused mission. Examples of thinking strategically over the past few years include the following initiatives:
• transition to electronic data capture for emergency response and fire prevention activities; • implementation of PulsePoint smartphone application to alert citizen-rescuers to respond to cardiac arrest victims;
• implementation of tiered dispatch response to licensed healthcare facilities; • implementation of progressive active shooter response protocols; • analysis and consolidation of the department’s heavy-duty fleet; • negotiation of a contract for services with Cal Poly that is responsive to the anticipated impacts of Cal Poly’s Master Plan; and
• 2016 Fire Master Plan update for continuity of services in the developing southern area of the The department is dedicated to this plan and the actions that will follow. As such, the department will produce an annual report that includes progress updates on our Strategic Directions and significant activities during the year. This report will be presented to the City Council and available for public review and feedback.

It is important to acknowledge the scope of this Strategic Plan. This plan identifies priorities and actions that are under the department’s authority to execute, to reprioritize, to change, or to discontinue. This plan does not presuppose policy decisions that may come before the City Council. Rather, our plan guides staff based on our current analysis of the opportunities to maximize our efforts and resources in alignment with our mission of service. In short, this plan helps answer the question: given our resources, skills, and dynamic environment, how will we best serve the residents, businesses, and visitors of the City of San Luis Obispo? The Fire Department is appreciative of the support of our community and our elected and appointed leaders. We are also appreciative of our City peers in other departments who assist us in so many ways. Fire Department leadership is thankful for the actions of the men and women of this department that bring our vision, mission and values to life.

Simply put: our success is predicated by our people.

It is an honor to serve
this amazing
community.

We look forward to
continuing to build
healthy
relationships that
allow us to
respond to the needs
of San Luis Obispo.
1 Message from our leadership team...

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ORGANIZATIONAL OVERVIEW
Our community-focused service
A full-service fire department, your San Luis Obispo City Fire Department protects the lives and property of its residents and visitors from the adverse effects of fires, medical emergencies and other dangers caused by man or nature through prevention activities and emergency response.

We fulfill our mission with commitment, courage, compassion, and a focus on creative solutions.

The Fire Department is an all-hazards, advanced life support (ALS) agency. In addition to responding to fires of all types (residential, commercial, industrial, vehicle, wildland and more), the Fire Department provides paramedic-level care from all emergency response apparatus. Out-of-hospital emergency medical care accounts for the strong majority of our 9-1-1 calls for service. Other services include responses to hazardous materials emergencies, search and rescue operations in our Open Space, and specialty rescue operations that defy imagination. We are the team that responds when our residents don’t know who is going to help them out of a hazardous situation.

Our mission evolves to meet the dynamic needs of our community.

The Fire Department embraces a prevention and education strategy that includes fire and life safety inspections, plan review services, fire investigations, fire safety and prevention public education, healthy social decision-making education to college students, and community disaster preparedness education and information. We understand that the best partnerships are forged from credible, healthy relationships, honest dialogue, and an eye on the big picture. We partner with the development community, businesses, and residents with the philosophy that the most effective means of caring for our community’s health and welfare is to prevent harm through education and engineering.

We seek opportunities to assist our residents and development community in realizing their vision through creative and safe solutions.

The Fire Department provides services well beyond our City borders. Through a contract with the California State University at San Luis Obispo (“Cal Poly”), the Fire Department provides fire, rescue and medical services to the faculty, staff, and student on campus, whose daytime population is approximately half of the City’s census population.

The Fire Department maintains automatic and mutual aid agreements with surrounding departments, California Emergency Management Agency and Los Padres National Forest. Through these agreements, San Luis Obispo City firefighters regularly assist with disasters throughout the State, with a net positive impact on the City’s General Fund through contractual reimbursement.

We are honored to extend the professional, compassionate service we provide to our residents to Cal Poly and to other communities in need throughout the State of California and beyond. 2

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ORGANIZATIONAL STRUCTURE
San Luis Obispo City Fire Department is a career fire department with 57 fulltime staff. There are 47 suppression personnel (sworn) and ten non-sworn personnel, which include six Fire Prevention Bureau staff, two Fire Apparatus Service staff and two administration staff.

Part-time staff (interns) and volunteers also assist in Fire Administration and the Fire Prevention Bureau. 3

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VISION, MISSION, AND VALUES

OUR VISION
Through thoughtful prevention and compassionate, skilled response, we create a safer environment for all who visit, work, and live in our amazing community.

OUR MISSION AND MOTIVATION
Serving your safety needs is
our Mission because we care.

OUR VALUES AND ETHICS
The core values that guide our service to the Community include:

COURAGE, COMMITMENT AND COMPASSION.

The core ethics that guide our service to each other include:

RESPECT, DIGNITY, HONESTY, COMPASSION, AND TRUST.
4

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5 What we do...

Why we
serve...

How we do it...

We protect the lives and property of
our residents and visitors from the
adverse effects of fires, medical
emergencies, and dangers caused by
humans and nature.

We focus on solutions, and we serve
you with courage, commitment, and
compassion.

Serving our community is our
mission because we care.

San Luis Obispo City
Fire Department’s
Target of Service

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THE PLANNING PROCESS
The evolution of this Strategic Plan has been slow, deliberate, and mindful of competing priorities. The initial phase of this plan started with input from our staff. All personnel were invited to a facilitated full-day work session. Our professional facilitator led staff through exercises and dialogue designed to focus our energies and resources on priorities that would maximize our service to the community and each other. As summarized below, the final product of this effort includes an environmental and operational scan, a SWOT analysis, and the major strategies and objectives that inform our five strategic directions.

EXTERNAL CHALLENGES
 Growth of City stretching all City resources
 Demand for services of Emergency
Response and Fire Prevention staff
continues to increase
 Overcoming pockets of poor public
perception and/or lack of
understanding of our operations
 Changes in CalPERS negatively
impacting the City and Department’s
budget
Environmental and Operational Considerations

INTERNAL CHALLENGES
 Perceptions, assumptions, and unequal accountability
 Poor state of internal trust, relationships and “old baggage,”  Communication and feedback is not always direct or timely  Continuing to add programs and services because it’s the right thing to do, but not always a sustainable thing to do.
 Lack of focused professional resources communicating "our story" via media and Internet
 Lack of positive messaging by all members of the
Department
 An “everything is a priority” mindset stretches us thin 6

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THE PLANNING PROCESS

EXTERNAL OPPORTUNITIES
 Make the most out of all current and
potential public interaction opportunities
(e.g. Farmers Market, Cal Poly WOW, fire
station tours, etc.)
 Increase involvement with media
 Explore funding options via grants
 Use our small-town community
connections to our advantage by
leveraging relationships to share the
story of our mission
Environmental and Operational Considerations
 Explore additional opportunities to generate and/or
enhance revenue by leveraging existing skills,
resources, and personnel or adding new skills,
resources or personnel
 Less confusion and greater consistency would result from updating and/or expanding written guidelines and policies  Implement more robust risk management, health, and
fitness programs to decrease injuries and thus enhance
morale
 Retool/prioritize our training program to align with
future goals

INTERNAL OPPORTUNITIES
7

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COMMUNITY ENGAGEMENT
Once our staff created a working draft of our vision in service to the community and each other, we sought community engagement to fully inform our plan by incorporating the perspectives and ideas of our customers. We used social media and a traditional townhall-style meeting to connect with our community.

For six weeks, the Fire Department posted our draft
Strategic Plan at the website www.slocity.org/
opencityhall. The Fire Department produced a media
release to encourage engagement. Additionally, the
Open City Hall website was linked to the
department’s Twitter account, which has over 3,200
followers. At the website, a brief video explained the
purpose of the outreach, and a link to the draft plan
was included. Based on website analytics, the Fire
Department was pleased to receive the equivalent of

1.6 hours of public comment, including 142 site
visitors and 32 responses. The Fire Department also
hosted a townhall-style meeting at Fire Station 1 to
provide residents another opportunity to share their
perspectives on the future of their fire department.

Approximately 14 members of the public attended
this meeting.

The feedback from our community helped inform the components of our plan and helped identify priorities and the method and means for accomplishing those priorities. For example, staff identified a need to overhaul the logistics of Community Emergency Response Training (CERT) based on low interest in past years. Through community engagement, we learned that 81% of respondents prefer public meetings for safety education and training, while only 43% expressed interest in online video-based training. That feedback informs how we will structure our objective to “establish strong community education strategies for increased public safety” (Objective 1.2). 8

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STRATEGIC PLAN TERMS
Perhaps the best way to understand our strategic terms is understand how these components emerged. During the facilitated strategic planning session, three broad questions were examined:

1. If the Fire Department maximized its efforts over the next five years, what are we capable of accomplishing?

2. Given this vision of future success, what obstacles may be in our way?

3. Understanding the obstacles on our path, what specific action steps will lead us to our five-year vision of effective internal and external service?
The answers to that last question, the specific action steps, ultimately form the “Strategies.” There are 46 Strategies in this plan. The next two terms emerge from that list of Strategies. Strategies based on similar themes are grouped together as a strategic “Objective.” There are 13 Objectives. Finally, a strategic “Direction” is a major overarching themes of this plan. There are five Directions. Some planning documents may refer to Directions as Goals, but we chose to stick with the term Direction due to the longevity of our movement toward each of these Directions. Indeed, future revisions of this plan will likely have the greatest amount of change related to Strategies, while our Directions, and even Objectives, may continue to be relevant for many planning cycles to come.

Finally, this plan outlines organizational priorities for the next five years. The last section of this plan, the 2018-2019 Operational Plan, identified the Strategies intended to be prioritized for initiation in the first year of this five-year plan. At the end of each Operation Plan period, the department will report on accomplishments from the prior year and create a new one-year Operational Plan for the coming year. Future one-year Operational Plans will be informed by the five-year Strategic Plan, as well as changes in our environment. 9

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CONNECTING WITH OUR COMMUNITY
STRATEGIC DIRECTION #1
10

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1.1. OBJECTIVE: Enhance Community Involvement and Communications

1.1.1. Enhance opportunities for the community to provide feedback to the Department (initiate 2018-2019)

1.1.2. Explore options to implement a formalized Public Information Officer function for proactive media relations (initiate 2019-2020)

1.1.3. Work with the Public Information Officer or communications specialists to develop “our service story,” a consistent and credible message about our purpose, mission, values and performance measures/outcomes (initiate 2018-2019)

1.1.4. Increase utilization of website to communicate “our service story” (initiate 2018-2019)

1.1.5. Ensure all department members are capable of telling “our service story” (initiate 2019-2020)

1.2. OBJECTIVE: Establish Strong Community Education Strategies for Increased Public Safety

1.2.1. Re-vision disaster preparedness programs (formerly Community Emergency Response training or “CERT”) to meet current community needs for increased citizen and business preparedness and self-sufficiency during a disaster (initiate 2018-2019)

1.2.2. Develop multimedia education and communications plan based on assessment of local emergency response activity and environmental issues (initiate 2018-2019)

1.2.3. Implement citizen fire academy with a goal of increasing public knowledge and understanding of fire department services (initiate 2019- 2020)

1.2.4. Implement a fire academy for local media with a goal of creating a foundational understanding of fire department services and operational priorities (initiate 2021-2022)

1.2.5. Explore expansion of lay person medical training program such as public CPR and first aid (initiate 2018-2019)

1.2.6. Expand fire crew / City facilities education program to increase meaningful cross-department relations and enhance City employee emergency and disaster planning preparedness (initiate 2018-2019)

1.3. OBJECTIVE: Establish Meaningful Fire Prevention Education and Programs

1.3.1. Partner with Downtown Association and vendors to enhance safety and preparedness at Farmers’ Market (initiate 2018-2019)

1.3.2. Partner with property owners, renters, and allied City Departments to enhance fire safety in the home and workplace (initiate 2018-2019)

1.3.3. Partner with business owners to increase awareness and business-initiated actions to support safe practices in businesses, including but not limited to occupancy loading adherence, safe practices, and maintenance (initiate 2018-2019) 11

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CONTINUOUSLY EVALUATING PROGRAMS AND SERVICE DELIVERY
STRATEGIC DIRECTION #2

2.1.1. Partner with City Administration, Community Development, Parks & Recreation, Public Works, regional stakeholders and property owners to develop open space and defensible space inspection and mitigation program (initiate 2018-2019)

2.1.2. Partner with Community Development, Public Works, and Utilities to maximize efficiencies and customer satisfaction in development related activities such as plan check and building inspections (initiate 2019-2020)

2.1.3. Maximize use of grant funding and other partnerships to reduce the local cost of fuel reduction efforts (initiate 2018-2019)

2.1.4. Continue to enhance community safety by evaluating the fire prevention efficacy of current codes and ordinances, and bringing forward options for further enhancement to the community and City Council, as appropriate (initiate 2020-2021)

2.1.5. Partner with all City departments and the County of San Luis Obispo to create a regional Local Hazard Mitigation Plan (LHMP) (initiate in 2018-2019)

2.1. OBJECTIVE: Collaborate to implement programs to reduce instance and severity of fires and to enhance survivability 12

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2.2. OBJECTIVE: Maximize efficiencies through technology and reengineering

2.2.1. Implement electronic records system for all emergency response, plan review, and fire construction and fire life-safety inspection activities (for Fire Prevention and Emergency Response inspection programs) (initiate 2018-2019)

2.2.2. Implement online fire prevention self-inspection program for low-risk occupancies (initiate 2018-2019)

2.2.3. Develop peer-review program to ensure completeness of emergency response reports and partner with City Attorney’s Office to develop documentation best practices guidelines and training (initiate 2018-2019)

2.2.4. Continue to propose updates to local codes that will enhance community safety (initiate 2020-2021)

2.3. OBJECTIVE: Enhance and engage staff professional development

2.3.1. Explore opportunities to increase quality training programs to staff (initiate 2018-2019)

2.3.2. Implement strategies and technologies to provide training to emergency response crews without negative impacts to response times (2019-2020)

2.3.3. Explore options for offering increased fire service training for dispatch personnel (2020-2021)

2.4. OBJECTIVE: Assess and implement internal process improvement

2.3.1. Develop and maintain clear, current written standards with healthy, productive partnership between Labor and Department leadership (initiate 2018-2019)

2.3.2. Explore options with medical direction to implement community-based medicine or other pilot programs that maximize effective medical service delivery (initiate 2020-2021)

2.3.3. Revise after-action incident assessment and implementation of lessons learned (initiate 2018-2019)

2.3.4. Assess expanded use of all apparatus, including Medic-Rescue 1 (initiate 2019-2020)

2.3.5. Partner with County Emergency Medical Services Agency and San Luis Ambulance to assess emergency response mode efficacy to more critically assess when the use of lights and sirens are necessary based on incident type (initiate 2018-2019) 13

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ANALYZING RELEVANT DATA TO INFORM DECISION MAKING
STRATEGIC DIRECTION #3
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3.1. OBJECTIVE: Analyze emergency response and fire prevention services data trends

3.1.1. Assess workload impacts on emergency response crews given steady increase in emergency response call volume (initiate 2018-2019)

3.1.2. Create a system for prioritizing competing workday expectations for emergency response crews (initiate 2019-2020)

3.2.1. Develop inventory and budget forecast plan for all durable equipment (initiate 2018-2019)

3.2.2. Evaluate light and heavy duty fleet to maximize use (initiate 2018-2019)

3.2. OBJECTIVE: Establish and/or confirm apparatus and equipment replacement plan 15

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4. STRATEGIC DIRECTION

IMPROVING ORGANIZATIONAL CULTURE,

SUSTAINABILITY, AND HEALTH
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4.1. OBJECTIVE: Establish an open, respectful, inclusive and healthy work environment throughout the entire department

4.1.1. Establish a trust-based relationship between Labor and Department leadership with enhanced consistency and formality of meetings with candid, forthright, regular dialogue and collaboration (initiate 2018-2019)

4.1.2 Partner with Human Resources and prioritize training funds to implement programs designed to improve organizational culture (initiate 2018-2019)

4.1.3. Partner with Human Resources to maximize the recruitment and retention of employees who embrace our service-focused mission and aspirational healthy workplace culture (initiate 2018-2019)

4.1.4. Institutionalize department-wide expectations for shared accountability and honesty embraced by all employees and thoughtfully enforced by all supervisors (initiate 2018-2019)

4.1.5. Establish a system to reward retention and employees and/or work teams who make significant contributions (initiate 2018-2019)

4.1.6. Establish an annual employee recognition program to capture acts of heroism, significant contributions, promotions, and other employee milestones to be celebrated (initiate 2018-2019)
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SUPPORTING FISCAL SUSTAINABILITY IN

DEPARTMENT OPERATIONS

5. STRATEGIC DIRECTION
18

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19 5.2.1. Analyze and propose staffing and resource levels to meet plan review and construction inspection service delivery goals, or amend goals to align with staffing levels (initiate 2018-2019)

5.2.2. Explore cooperative agreements to maximize training fund effectiveness (initiate 2018-2019)

5.3.1. Support certification training that facilitates revenue generating mutual aid deployments (initiate 2018-2019)

5.3.2. Expand fee-for-service medical standby for local events that have the potential to significantly impact normal daily staffing (initiate 2018-2019)

5.3.3. Explore options to bring to Council regarding fee for services related to non-emergency assistance provided to care facilities (initiate 2018-2019)

5.3. OBJECTIVE: Maximize Revenue Generation

5.1. OBJECTIVE: Reduce Internal Costs

5.1.1. Implement robust risk management, health, and fitness programs designed to reduce preventable employee injuries and improve morale (initiate 2018-2019)

5.1.2. Assess hiring practices based on current CALPERS data, to include assessment of entry-level firefighter recruitment, hiring, and training (initiate 2018-2019)

5.2. OBJECTIVE: Evaluate New Ways of Doing Business

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SLO CITY FIRE
OPERATIONAL PLAN 2018-2019
20 The Strategic Plan forms the framework for the development of the department’s one-year Operational Plan. Staff collaborated to identify specific strategies in the Plan that would be initiated – but not necessarily completed – in the first year, 2018-2019. Approximately 75% of the identified strategies will be initiated in the first year of this five-year plan. The worksheets that follow capture those Strategies intended to be initiated in 2018-2019.

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21 2018-2019 OPERATIONAL PLAN Strategy Leader
Strategic Direction 1 Connecting with our Community
Strategic Objective 1.1 Enhance Community Involvement and Communications Strategy 1.1.1 Enhance opportunities for the community to provide feedback to the Department Olson Strategy 1.1.3 Work with communications specialists to develop “our service story,” a consistent and credible message about our purpose, mission, values and performance measures/outcomes Olson
Strategy 1.1.4 Increase utilization of website to communicate “our service story” McGee Strategic Objective 1.2 Establish Strong Community Education Strategies for Increased Public Safety Strategy 1.2.1 Re-vision disaster preparedness programs (formerly Community Emergency Response Training or “CERT”) to meet current community needs for increased citizen and business self-sufficiency during a disaster
Aggson
Strategy 1.2.2 Develop multimedia education and communications plan based on assessment of local emergency response activity and environmental issues
Aggson
Strategy 1.2.5 Explore expansion of lay person medical training program such as public CPR and first aid Berryman Strategy 1.2.6 Expand fire crew / City facilities education program to increase meaningful cross-department relations and enhance City employee emergency and disaster planning preparedness Hais
2018-2019 OPERATIONAL PLAN WORKSHEETS

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22 2018-2019 OPERATIONAL PLAN Strategy Leader
Strategic Direction 1
(continued) Connecting with our Community
Strategic Objective 1.3 Establish Meaningful Fire Prevention Education and Programs Strategy 1.3.1 Partner with Downtown Association and vendors to enhance safety and preparedness at Farmers’ Market
Maggio
Strategy 1.3.2 Partner with property owners, renters, and allied City Departments to enhance fire safety in the home and workplace
Maggio
Strategy 1.3.3 Partner with business owners to increase awareness and actions to support safe practices in businesses, including but not limited to occupancy loading adherence, safe practices, and maintenance
Maggio
Strategic Direction 2 Continuously Evaluating Programs and Service Delivery Strategic Objective 2.1 Collaborate to implement programs to reduce instance and severity of fires and to enhance survivability Strategy 2.1.1 Partner with City Administration, Community Development, Parks & Recreation, Public Works, regional stakeholders and property owners to develop open space and defensible space inspection and mitigation program
Maggio
Strategy 2.1.3 Maximize use of grant funding and other partnerships to reduce the local cost of fuel reduction efforts
Blatter
Strategy 2.1.5 Partner with all City departments and the County of San Luis Obispo to create a regional Local Hazard Mitigation Plan (LHMP)
Blattler
2018-2019 OPERATIONAL PLAN WORKSHEETS

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23 2018-2019 OPERATIONAL PLAN Strategy Leader
Strategic Direction 2
(continued) Continuously Evaluating Programs and Service Delivery Strategic Objective 2.2 Maximize efficiencies through technology and reengineering Strategy 2.2.1 Implement electronic records system for all emergency response, plan review, and fire construction and fire life-safety inspection activities (for Fire Prevention and Emergency Response inspection programs)
Maggio
Strategy 2.2.2 Implement online fire prevention self-inspection program for low-risk occupancies Maggio Strategy 2.2.3 Develop peer-review program to ensure completeness of emergency response reports and partner with City Attorney’s Office to develop documentation best practices guidelines and training
Aggson
Strategic Objective 2.3 Enhance and engage staff professional development Strategy 2.3.1 Explore opportunities to increase quality training programs to staff Aggson Strategic Objective 2.4 Assess and implement internal process improvement Strategy 2.4.1 Develop and maintain clear, current written standards with healthy, productive partnership between Labor and Department leadership
Olson
Strategy 2.4.3 Revise after-action incident assessment and implementation of lessons learned Hais Strategy 2.4.5 Partner with County Emergency Medical Services Agency and San Luis Ambulance to assess emergency response mode efficacy to more critically assess when the use of lights and sirens are necessary based on incident type
Olson
2018-2019 OPERATIONAL PLAN WORKSHEETS

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24 2018-2019 OPERATIONAL PLAN Strategy Leader
Strategic Direction 3 Analyzing Relevant Data to Inform Decision Making Strategic Objective 3.1 Analyze emergency response and fire prevention services data trends Strategy 3.1.1 Assess workload impacts on emergency response crews given steady increase in emergency response call volume
Aggson
Strategic Objective 3.2 Establish and/or confirm apparatus and equipment replacement plan Strategy 3.2.1 Partner with business owners to increase awareness and actions to support safe practices in businesses, including but not limited to occupancy loading adherence, safe practices, and maintenance
Maggio
Strategy 3.2.2 Evaluate light duty fleet to maximize use Vargas Strategic Direction 4 Improving Organizational Culture, Sustainability, and Health Strategic Objective 4.1 Establish an open, respectful, inclusive and healthy work environment throughout the entire department Strategy 4.1.1 Establish a trust-based relationship between Labor and Department leadership with enhanced consistency and formality of meetings with candid, forthright, regular dialogue and collaboration
Olson & Gutierrez
Strategy 4.1.2 Partner with Human Resources and prioritize training funds to implement programs designed to improve organizational culture
Aggson
Strategy 4.1.3 Partner with Human Resources to maximize the recruitment and retention of employees who embrace our service focused mission and aspirational healthy workplace culture Aggson
Strategy 4.1.4 Institutionalize department-wide expectations for shared accountability and honesty embraced by all employees and thoughtfully enforced by all supervisors Olson
Strategy 4.1.5 Establish a system to reward retention and employees and/or work teams who make significant contributions
Blattler
Strategy 4.1.6 Establish an annual employee recognition program to capture acts of heroism, significant contributions, promotions, and other employee milestones to be celebrated Aggson
2018-2019 OPERATIONAL PLAN WORKSHEETS

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25 2018-2019 OPERATIONAL PLAN Strategy Leader
Strategic Direction 5 Supporting Fiscal Sustainability in Department Operations Strategic Objective 5.1 Reduce Internal Costs
Strategy 5.1.1 Implement robust risk management, health, and fitness programs designed to reduce preventable employee injuries and improve morale
Aggson
Strategy 5.1.2 Assess hiring practices based on current CALPERS data, to include assessment of entry-level firefighter recruitment, hiring, and training
Olson
Strategic Objective 5.2 Evaluate New Ways of Doing Business Strategy 5.2.1 Analyze and propose staffing and resource levels to meet plan review and construction inspection service delivery goals, or amend goals to align with staffing levels Maggio
Strategy 5.2.2 Explore cooperative agreements to maximize training fund effectiveness Aggson Strategic Objective 5.3 Maximize Revenue Generation
Strategy 5.3.1 Support certification training that facilitates revenue generating mutual aid deployments Aggson Strategy 5.3.2 Expand fee-for-service medical standby for local events that have the potential to significantly impact normal daily staffing
Aggson
Strategy 5.3.3 Explore options to bring to Council regarding fee for services related to non-emergency assistance provided to care facilities
Olson
2018-2019 OPERATIONAL PLAN WORKSHEETS

301
Sponsorship & Accountability
The Department’s leadership team is committed to the successful implementation of the Strategic Plan. The Fire Chief is responsible for the oversight of the Strategic Plan Objectives and the “Strategy Leaders” work together as a team to balance resources as the Department moves forward with the Plan.

Strategic Plan Review, Tracking & Measurement
Progress toward the Strategic Plan is reviewed and tracked using an internal collaboration tool that is updated by Strategy Leaders on a monthly basis. The tracking tool contains detailed information about each Strategy Area, and includes key accomplishments, percent complete, current status, timelines, history of extensions and any issues that need to be addressed.

The internal tracking tool is used to produce reports that are reviewed by Department leaders and top staff at least quarterly during status updates meetings. These meetings provide a forum for recognizing accomplishments and open discussion if a Sponsor or Strategy Leader indicates they need resolution of issues or resource assistance to keep the Strategy “on-schedule”.

Annual Review & Update of the 5-Year Plan
The Strategic Plan is reviewed and updated on an annual basis. The Department’s overall Objectives and Strategies are assessed and reprioritized if necessary, based on operating expenses, service indicators, industry statistics, or special initiatives.

A revised One Year Operational Plan is created each year based upon the outcome of the Department’s annual review. This process ensures reliability of the Strategic Plan as a tool that can be used for annual operating budget development, Capital Improvement Project (CIP) development, and equipment and personnel planning.

A complete review of the 5-Year Strategic Plan will occur at three year intervals.

Annual Performance Report
An Annual Performance Report is prepared each year and is published to the Department’s website. The report provides information on the progress and status of each Strategy initiated and/or continued each fiscal year.

ACKNOWLEDGEMENTS

IMPLEMENTATION & EVALUATION
This plan would not be possible if not for the contributions of our professional staff and active community members as well as the support of all City departments and our elected leaders. It is truly an honor to serve our community. 26

311
Serving your safety needs is our Mission
because we care.

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San Luis Obispo City Fire Department
2160 Santa Barbara Avenue
San Luis Obispo, CA 93401
805.781.7380
www.slocity.org/fire
Twitter: @SLO_City_Fire Page 804 of 1079
City of San Luis Obispo, Council Memorandum
City of San Luis Obispo
Council Agenda Correspondence
DATE: June 20, 2023
TO: Mayor and Council
FROM: Rick Scott, Chief of Police
Brian Amoroso, Administrative Captain
VIA: Derek Johnson, City Manager
SUBJECT: ITEM 6B – POLICE DEPARTMENT ANNUAL CRIME REPORT AND

MILITARY USE REPORT
Staff received the following questions, with staff’s response shown in italics:

1. Some of the equipment that is designated as military equipment may have more standard or routine uses, how does the department distinguish or not the routine use of that equipment versus equipment that does not have the military distinction?
All equipment the department uses is subjected to the specific training for that equipment and by department policy. Any time any equipment is used for a use of force, it is reported in detail through the department’s reporting protocols.

Military Equipment has received this designation as so per the State. The equipment has and will always be used in a variety of ways according to training and as situations require. Military Equipment is subject to the restrictions in the Council adopted Military Use policy and the annual reporting back to council of its use.

2. Will the department military equipment policy be reevaluated as part of the Police Department strategic plan or is that to be determined based on the consultant’s feedback?
All department policies are routinely evaluated based on performance and any after-action reviews. In short, all police policies are “live” and subject to review at any time. Each policy goes through an extensive legal vetting, as well as Lexipol certification, which is our policy vendor. This policy was just built about eight months ago and is performing very well. It was also subjected to rigorous public hearing and Council review before being put into place. There are no plans to review current policies in the strategic plan unless there is an identified nexus to a pillar created in the plan to be operationalized.

Item 6b – Police Department Annual Crime Report and Military Use Report Page 2

3. My understanding is that the current policy is to not take any additional military equipment, but to continue to service and supply the existing supply for its lifespan. That includes resupplying the gas munitions for a launcher, but not bringing in a new launcher. Is that an accurate assessment? Military Equipment does not necessarily come from the Military, it is a broad term and definition under state law that is used to describe a range of equipment that may be used by the Police Department. The current equipment is within service life and has already been accounted for in a replacement program (when it needs to be replaced, it will be replaced with a like or similar model). The launcher will eventually have to be replaced at some point. Gas projectiles are examples of consumable items and have to be replaced routinely. Any additional Military Equipment added to Department inventory requires Council approval. We do need an additional drone and some additional small items to improve inventory and response readiness and these items are listed in the annual Military Use report.

4. In the budget discussions, we were looking at the $330k that was allocated to helmets and other equipment in what was supposed to be the additional, additional PERS payment and it was explained that we now need to purchase more equipment that was previously supplied via the military equipment allotments. Please explain as it relates to this report.

The current report demonstrates the mandated report to Council of how the equipment was used according to the law. Given the disclosure and approval requirements of Military Equipment, the Department elected to return almost all our equipment to the actual military and those safety items like helmets and replacement costs will fall to the City in the future. This course of action was deemed the most responsible direction even though it does come with a cost.

There is no significant increase proposed to our current equipment inventory and all current equipment has been programmed in the current budget to adequality maintain up-to-day safety items.

Item 6b
Department: Police
Cost Center: 8001
For Agenda of: 6/20/2023
Placement: Public Hearing
Estimated Time: 60 minutes
FROM: Rick Scott, Police Chief
Prepared By: Fred Mickel, Operations Captain
SUBJECT: POLICE DEPARTMENT 2021/2022 CRIME COMPARISON AND

MILITARY EQUIPMENT USE ANNUAL UPDATE

RECOMMENDATION
Receive and file the 2022 Police Department Crime Report and Military Equipment Use Annual Report.

REPORT-IN-BRIEF
On June 20, 2023, staff will provide the City Council with a presentation (Attachment A) and update regarding Police Department activities for 2022. This update will provide Council with information regarding community outreach, crime, police operations, homelessness, traffic, noise, downtown activity, and the military equipment use annual report (Attachment B). The City Council adopted a policy for military equipment use and is included as Attachment C.

At the conclusion of 2022, the Police Department saw an 18% increase in violent crime and a 5% decrease in property crime, with a 3% decrease in Part 1 crime overall. This is overall consistent with national trends, post-pandemic. The presentation that will be made on June 20th will highlight the department’s success with crime prevention efforts, review some of the challenges the department faced in 2022, detail some of the reasons San Luis Obispo experienced decreases in Part 1 crimes, discuss the Police Department’s continued community outreach, review noise related calls for service and briefly discuss some of the continued challenges faced in 2023. At the beginning of FY 2021-22, police staffing was at 91 Full Time Employees (FTE) and has remained static through 2022.

POLICY CONTEXT
The Police Department presents a crime report annually to the City Council that compares crime to the previous year and provides a general update on department activities.

Item 6b

DISCUSSION
Community Outreach:

The Police Department is fortunate to have a community in San Luis Obispo that understands many of the challenges and partners with the Police Department to work on challenging issues, change public perception, help prevent crime, and to establish a safer community. One of the Police Department’s primary goals is to reduce harm. We reduce harm by reducing crime and victimization, reducing traffic collisions, increasing multimodal safety, strengthening our regional partnerships, improving the health and wellbeing of our employees, and building strong relationships with the community we serve.

To meet our goal of reducing harm by bolstering our community/police relationships, we strengthened several programs including PAC (Police Advisory Committee) and the Police Roundtable. Both collaborations continue to build community trust, strengthen partnerships with marginalized communities, and increase communications between Law Enforcement and community stakeholders. As part of this iterative process, Chief Scott identified the need to reimagine these groups to better serve the community. In 2021, Chief Scott reformed PACT (Police and Community Together) into what is now PAC (Police Advisory Committee). In addition, the Chief created the CSAC (Community Safety Advisory Council), which better aligns our safety committees and outreach. Lastly, aside from adding new community representatives, one of the main changes to PAC is the committee now drives the agenda and discussion, versus the department. This restructuring further built upon the success of the past and has created a space for new ideas moving into the future.

In 2022, the department continued the partnership with the City Homelessness Response Manager and other City Departments, Transitions Mental Health (TMHA), County Behavioral Health, and the Sheriff’s Office to address concerns surrounding homelessness and impacts within our community. This multi-agency approach has continued to be very successful as we achieve reasonable, equitable, and humane solutions to homelessness within the City of San Luis Obispo.

Our partnership with County Behavioral Health and TMHA continues to be productive, but 2022 proved to be a difficult time for them to fill the vacant social worker and case manager positions. With the incredibly complex sociological issues that surround homelessness in our community there is a significant need to continue to field a CAT team that works in tandem with other services such as the MCU in coordination with the City’s Homeless Response Manager. Without a social worker or case manager the department was unable to fulfill this mission. In June 2022, the City hired a contractor to temporarily fill the vacant homelessness outreach and coordination services position until the County could fill this vacancy. This solution has proven successful in helping the City and the Police Department continue to have an incredibly impactful CAT team.

Item 6b
Police officers assigned to neighborhoods continued to focus proactive policing efforts on current issues and neighborhood safety. Outreach continues to be in place, such as the neighborhood officer program, neighborhood outreach and civility effort and Cal Poly partnerships, and those have and will continue to grow.

Lastly, the Department continues to look for innovative ways to provide the best customer service to our community. The Police Department is leveraging technology to further this goal by the implementation of SPIDR Tech in early 2023 which is a tool that enables us to automatically send one-to-one text messages, emails, and mobile-friendly surveys to crime victims, reporting parties and other members of our community. The Police Department can use this insight from these surveys to keep a pulse on the quality of customer service we are providing to the community while providing a meaningful voice to those receiving direct services.

Since implementing SPIDR in January 2023, we have had above average survey completion rates. Survey results are scored 0 to 5 with 5 being the most satisfied. The survey also has a free text section where comments and feedback can be left. The following are a few examples of the questions asked in the survey along with the results since January 2023. So far, the results are overwhelmingly positive, in that most people are indicating very high satisfaction rates.

HOW SATISFIED ARE YOU WITH THE PROFESSIONALISM OF THE
COMMUNICATIONS PERSONNEL WITH WHOM YOU INTERACTED?

4.53 of 5

HOW SATISFIED ARE YOU WITH THE SAN LUIS OBISPO POLICE
DEPARTMENT'S RESPONSE TIME TO YOUR CALL?

4.25 of 5

HOW SATISFIED ARE YOU WITH THE PROFESSIONALISM OF THE SAN LUIS

OBISPO POLICE OFFICER WITH WHOM YOU INTERACTED, EVEN IF YOU DID NOT AGREE WITH THE OUTCOME?

4.71 of 5

OVERALL, HOW SATISFIED WERE YOU WITH THE SAN LUIS OBISPO POLICE DEPARTMENT?

4.34 of 5
HOW SAFE DO YOU FEEL LIVING/BEING IN THE CITY OF SAN LUIS OBISPO?

3.98 of 5
The Police Department has found this to be a useful tool in increasing our connectivity and responsiveness to the community.

Item 6b
Crime:

Overall, in 2022 the Police Department saw a reduction in crime over 2021. Although, staffing challenges continued to restrict many of the Police Departments efforts in 2022, moving out of the pandemic enabled the return to proactive policing and community engagement in addressing crime and crime trends.

San Luis Obispo experienced an 18% increase in violent crime (41 incidents) and a 5% decrease in property crime (99 incidents), with a 3% decrease in Part 1 crime overall. In 2022, the Police Department saw a 48% increase in the number of reported sexual assaults over 2021, however this was a decrease to pre-pandemic numbers. (51 in 2018 and 39 in 2019) Property crime saw a 2% increase in commercial burglaries, while residential burglaries decreased by 14%, vehicle theft increased by 2% and overall theft related calls decreased 5%.

PART 1 CRIMES
Violent Crime Property Crime
2021 2022 % Change 2021 2022 % Change
Homicide 2 0 -100 % Commercial Burglary 125 128 2 %
Rape 25 37 48 % Residential Burglary 147 126 -14 %
Robbery 33 40 21 % Theft from Vehicle 439 448 2 %
Agg. Assault 165 189 15 % Stolen Vehicle 174 119 -32 %
General Theft 959 924 -4 %
Total Year Violent 225 266 18 % Total Year Property 1844 1745 -5 % Total Part I Crime 2069 2011 -3
%
The most common call for service in 2022 was 911 abandon phone calls, followed by suspicious circumstances, welfare checks and disorderly individuals. A total of 110,372 calls for service were received by Dispatch in 2022.

Item 6b
In 2021 the Police Department saw its largest increase in calls for service in over 10 years, to the highest totals on record. While 2022 had a slight decrease in call volume of

1.6% this is still a 29.4% increase since 2009. Officer staffing has remained virtually unchanged over the same timeframe. This will require a detailed study soon.

Item 6b
Police Operations:

Records:

In the Records Division, the number of reports processed increased from 6220 in 2021 to 6520 in 2022 (5% increase). The number of citations processed by the Records Division increased from 2751 in 2021 to 3786 in 2022 (38% increase). The number of Public Records Act requests increased, from 52 in 2021 to 70 in 2022 (35% increase). The number of Subpoena Duces Tecum for the Records Division increased, from 40 in 2021 to 75 in 2022 (87.5% increase). In 2022 we created a Lead Records Clerk position to be trained in and share in the workload of the Records Supervisor. This was in direct response to the increased complexity and time-consuming duties the Records Supervisor has faced with the continual changes to California laws in 2021 in processing Public Records Act requests and redactions.

Property:

In the Property Division, the number of Evidence Items booked decreased from 7,136 in 2021 to 6,562 in 2022 (8% decrease). Discovery Orders processed increased from 667 in 2021 to 784 in 2022 (17.5% increase). WatchGuard video recorded increased from 58,999 in 2021 to 70,096 in 2022 (19% increase). WatchGuard Video/Cases booked in as evidence decreased from 1,380 in 2021 to 968 in 2022 (30% decrease). The numbers are by case number, not by the number of videos in each case, which can be upwards of 10-15 videos per case.

Item 6b
Dispatch:

In the Communications Center, staff saw a slight decrease in the number of calls to the center. The number of calls received decreased by less than a percent, from 110,787 in 2021 to 110,372 in 2022. Calls for service (Police and Fire combined) decreased by less than a percent from 43,138 in 2021 to 43,039 in 2022. Dispatch has had several vacancies throughout 2022 due to retirements and resignations. We hired several lateral dispatchers with previous experience, and they have quickly completed the training program becoming proficient dispatchers.

Investigations:

In the Investigations Bureau, the number of cases assigned for follow-up by an Investigator decreased from 296 in 2021 to 202 in 2022 (32% decrease). This significant decrease in assigned cases for follow-up is a direct reflection of the shortage in the Investigations Bureau along with the Special Enforcement Team (SET) not being staffed for 2022, because of the department’s staffing issues. The death of Detective Benedetti and severe injury to Detective Orozco in 2021 continued to have a significant effect on the continuity of the bureau. Even though the Investigations Bureau roster is at full staffing they were required to operate at reduced capacity due to Detective Orozco’s injury and another employee’s industrial injury.

Staffing:

In 2022 the Department worked with significantly reduced staffing for most of the year due to retirements, numerous long-term on-duty injuries, and recruitment and retention challenges. This resulted in a loss of approximately 24,832 hours, which equates to the absence of almost 12 officers for the year. The average uniformed officer handles roughly 900 calls for service per year assuming full staffing levels, or approximately 1200 calls per year when adjusted for lost time. Several specialty units operated at a reduced staffing level including CAT, Special Enforcement Team (SET), and the Traffic Unit. The lack of appropriate staffing reduces the department's ability to respond to trends, acute or emerging issues.

We will continue to aggressively hire in 2023 to fill retirements, vacancies created by Officers leaving the department and potential vacancies as Officers remain on long-term industrial injury leave. Long-term injuries create challenges for the department as we are forced to work short for extended periods of time and must fill shifts with overtime to maintain adequate staffing levels until the Officers return to work or are medically retired.

During 2022, the Department hired four Officers, one Records Clerk, and two Dispatchers to fill vacancies. Hiring, for all agencies has continued to be very challenging. Like many law enforcement agencies, the Police Department is having difficulty recruiting lateral employees. Lateral officers complete training in about a third of the time (4 months) that it takes for a new cadet (12 months) and allow us to reach full staffing sooner. The Police Department has strengthened our outreach on social media and within communities outside of San Luis Obispo County, implemented a hiring bonus, and increased employee morale. These efforts continue to be successful and have allowed the Police Department to attract high-caliber candidates when vacancies have occurred.

Item 6b
Homelessness:

This past year the police department responded to numerous complaints regarding the increase in transient camp occupancies and locations. In addition, park facilities have become an area of concern as homeless individuals have attempted to camp in the parks, erecting tents, and other structures. The Community Action Team, City Rangers, and patrol officers increased their presence in known transient camp locations and parks to enforce violations committed in their presence. The challenge law enforcement often faces is when there is no law or city code violation being committed, but there is considerable nuisance behavior and community complaints. Being homeless in a space open to the public is in and of itself not a crime. We have continued to educate and encourage the public and business owners to contact the police department when they observe violations being committed. The Police Department worked closely with city staff to conduct several large camp cleanups where hazardous and unsanitary conditions existed, creating health and safety hazards for those occupying those locations.

The Police Department faced several challenges related to homelessness throughout 2022 including an ongoing lawsuit related to homelessness policies, procedures, and the City’s overall coordinated response. This coupled with the challenges the County and Transitions Mental Health are having in hiring a social worker and case manager to pair up with our CAT team severely restricts the Department’s ability to provide homeless outreach and connection to County services. To help mitigate this issue in 2022 the Police Department directly contracted with a former TMHA social worker to provide homelessness outreach and coordination services to provide continuity of service to those in need.

In evaluating calls for service pertaining to the homeless population during 2022 (to include contacts as suspects, victims, or witnesses) these contacts decreased by 753 for a total of 6,688; a decrease of 18% compared to 2021. In 2022 overall calls for service decreased by 2%. Homeless related calls for service accounted for 18% of all calls for service citywide, down from 20% in 2021.

Item 6b
The Police Department continued to receive complaints regarding adverse behavior of transient persons in the downtown area, city parks, and facilities, and in the creeks and open space. Many of these behaviors can be attributed to substance abuse, severe mental health issues, and most often a combination of both.

One of the challenges the Police Department faced this past year was shortages in patrol, which had an impact on both our downtown bike team and CAT. For the entire year, CAT has only had one CAT officer and a social worker. Even with these shortages the Police Department focused on nuisance issues associated with adverse behaviors, while at the same time strengthening our other City partnerships in addressing these issues surrounding homeless in the City. Through these efforts, our downtown and citywide homeless calls for service declined. Downtown homeless calls for service decreased in 2022 by 166 calls to 1150, representing 17% of all downtown calls for service. Downtown homeless calls for service decreased from 2021, continuing a downward trend since 2016.

Item 6b
Downtown:

Total calls for service in the City decreased by 2% while downtown calls for service increased by 32% in 2022. It is certainly worth noting that, aside from 2021, this is the lowest total downtown calls for service in the past 10 years (11%). As previously mentioned, the Police Department operated with several shortages in specialty bicycle, traffic, and CAT units for much of the year. When fully staffed, the daytime bicycle team stays very proactive within the downtown, often handling problems prior to them being called in by the public. Downtown will continue to be a priority for bicycle officers, the downtown CSOs, CAT, and all of patrol.

Item 6b
The Police Department continues to utilize crime prevention through environmental design (CPTED) techniques while partnering with Public Works and local businesses to improve conditions such as lighting, landscaping, building maintenance, fencing, programming, and traffic flow. By addressing some of these issues the City and local businesses can deter criminal activity. Currently, there are 17 public cameras placed throughout the city, with a large portion being deployed in the downtown core and city parks and used temporarily for large events and targeted crime prevention. Emerging technology will produce more opportunities to provide greater camera coverage of areas where routine problems are found to be occurring.

Traffic:

The Police Department saw a slight increase in traffic-related issues for 2022. Vehicle collisions increased by 9%, pedestrian-involved collisions increased 13%, but collisions involving bicycles decreased 3%. This relatively low increase in vehicle, pedestrian, and decrease of bicycle collisions in 2022 correlates directly to the 37% increase in education and enforcement efforts (citations) by the police department. The Police Department’s focus on public outreach related to bicycle safety along with the City’s expanded safe and protected bike lanes contribute to the downward trend of bicycle collisions. Additionally, the 30% increase in the arrest of DUI drivers is a significant factor in addressing the multimodal challenges within the city.

Item 6b
Traffic Statistics
2021 2022 %Diff
Collisions 399 435 9%
Pedestrian 32 36 13%
Bicycle 36 35 -3%
Traffic Cites 2408 3293 37%
Warnings 2304 2172 -6%
DUI Arrests 108 140 30%
In 2022, the department received a grant through the Office of Traffic Safety (OTS) which funded:
 28 saturation patrols,
 9 traffic enforcement operations,
 7 distracted driving operations,
 8 bicycle/pedestrian operations and
 2 DUI Checkpoints.

Traffic and patrol continue to collaborate with public works as we examine collision prone locations in the city to address through education, enforcement, and engineering efforts.

In 2022, there was:
 37% increase in traffic citations issued.
 6% decrease in warnings
 5,465 traffic stops completed, compared to 4,712 in 2021, a 14% increase.

Two of the three traffic Officer positions were vacant due to staffing until mid-April 2022.

This staffing shortage along with officer vacancies and multiple work-related injuries create challenges for focused traffic enforcement. Mid-April 2022, the Police Department was able to staff one additional traffic officer, and the reassigning of Officers from specialty assignments to patrol positively impacted proactivity, resulting in the 37% increase in traffic citations and 30% increase in DUI arrests for 2022.

Noise:

Party-related noise complaints decreased by 1% in 2022 to 1409 and are within just 15% of the all-time low in party-related noise complaints since tracking began in 1998.