Department Updates – Community Development
maintaining SharePoint pages and content, which are currently undergoing an overhaul. Externally supporting customer service via the phone while our online platform, Citizens Self-Service Portal, allows customers to schedule inspections at any time while not being limited to the Department’s hours of operation. The division experienced recruitment challenges in the past, which delayed the digitizing of a backlog of permitting documents for easier access to city customers. Administration is now resuming this work effort to ensure ease of information and transparency for the public. Administration is currently undertaking a front counter user assessment by gathering input on front counter needs. This effort will inform a remodel to make it easier for customers to interact with staff and provide a more customer-focused experience, which is anticipated to be completed by the end of the Fiscal Year 2023-
24. This also includes the development of a transparency reporting dashboard that will be displayed in the permit center to enhance public awareness about important updates in the Department and provide customers with information related to processing and wait times.
Planning
The Planning Division continues to serve our community by processing planning entitlements, building permit application reviews, cannabis program implementation, and housing and homelessness-related work. Planning has made process improvements to support housing production and economic development, allowing certain projects to move forward with a timelier and streamlined review of entitlements. Work efforts have begun on key Housing & Homelessness Major City Goal work program tasks, including the initiation of an update to the Margarita Area Specific Plan, an initiation of an update to the Airport Area Specific Plan, the development of a scope of work to update the City’s parking requirements, ongoing implementation of the Homelessness Response Strategic Plan and preparation of a Request for Proposals to update the City’s Historic Resources Inventory. Planning cycle times for application reviews continue to exceed the 75% target goal. The beginning of the fiscal year through the end of the second quarter was steady, with minor dips in planning activities typical for October, November, and December. The Planning division experienced recruitment challenges at the beginning of the fiscal year but, by mid-year, hired a Cannabis Business Coordinator, an Assistant Planner, and a Community Development Climate Fellow. The division is actively recruiting an Associate Planner and an Urban Forestry Coordinator.
Engineering
The Engineering Division plays an important role in the Development Review process, ensuring that public improvements required to support private property development are designed to City standards.
In addition, the Engineering Division reviews grading, and drainage plans to ensure that stormwater management is consistent with the City’s Drainage Design Manual. The division evaluates planning applications and building permits for compliance with stormwater management, in addition to the direct applications received for subdivision map checks and Public Improvement Plans. The Engineering Division plays a major role in facilitating housing production in the city. It supports the Housing and Homelessness Major City Goal by providing plan check and mapping services for projects such as Avila Ranch, San Luis Ranch, Froom Ranch, Righetti Ranch, Bullock Ranch, 600 Tank Farm Road, 650 Tank Farm Road, 1150 Laurel Lane, three HASLO projects (Anderson Apartments, 287 Bridge Street, and 1422 Monterey Street), as well as numerous Senate Bill 9 urban lot splits and Accessory Dwelling Unit applications. This division started the fiscal year with significant staffing shortages but has since refilled key positions with a mix of full-time employees, supplemental part-time temporary employees and contracted services. While the hiring climate is challenging, the following positions were filled in the CDD Engineering division: Engineer I, Permit Technician I, Engineering Technician III, Senior Civil Engineer (full-time regular), and Senior Civil Engineer (supplemental part-time temporary), which position will remain open until it can be filled with a full-time regular employee. Filling these positions resulted in immediate improvements to customer service and project processing times for CDD Engineering.
Budget Report Pg. 51
Department Updates – Community Development
Building and Safety
Code Enforcement: The Code Enforcement team promotes community health and safety by increasing awareness of City policies and investigating reported code violations. The mid-year monthly average open code enforcement cases were approximately 246, and code enforcement staff responded to 493 investigation requests. The City Council held a study session on October 3, 2023, to provide an overview of the division's work and discussed the development of the Safe Housing Program. Code Enforcement has hired a Code Enforcement Technician II (Safe Housing Specialist) who is working closely with Cal Poly’s Off-Campus Housing Program Coordinator to develop rental housing educational materials and programs. Code Enforcement will hire a Code Enforcement Technician I dedicated to Neighborhood Services by the beginning of third quarter.
Building Inspections: The number of building inspection requests has remained high, with over 3,600 inspections conducted since the start of the fiscal year. The team has become efficient in providing timely inspections because of consistent staffing and technology upgrades. The building inspection team is fully staffed and supplemented by a consultant inspector stationed at and funded by the San Luis Ranch Development. On average, the building inspection team, which consists of one supervisor and three inspectors, conducts over 150 building inspection per week. Notable projects that have received final inspection include the Tesla Service Center and the Nordstrom Rack tenant improvement in the Madonna Plaza Shopping Center. Furthermore, a temporary certificate of occupancy has been issued to People’s Self-Help Housing on Broad Street for 36 affordable units and a community center.
Another notable project in downtown, the renovation of the Anderson Hotel, is currently framing out accessible units on each floor and has completed the seismic strengthening of the foundation walls in the basement.
Permits: Building permit activity has remained high and is consistent with last year's numbers. The front counter received over 849 new building permit applications and an additional 156 fire permit applications. 857 building permit applications completed the review process during the same time. 223 of those building permits issued were for the installation of solar panels, almost half of which were processed through SolarAPP+. The City’s investment in the implementation of SolarAPP+ has proven to benefit residents by expediting the application process and has so far saved the City $13,000 in consultant fees this fiscal year alone. Notable projects that have recently been submitted include two mixed-use projects in the downtown, which, together, will bring 34 dwelling units to the downtown. In total, permits issued in the first half of this fiscal year have added 167 new dwelling units to the City.
Housing Policy and Programs
Homelessness Response staff have been working with community partners including the County of SLO, Peoples Self Help Housing (PSHH), and the Housing Authority of SLO (HASLO), to move forward two projects that would rapidly provide approximately 150 units to house and provide wrap-around services to unsheltered individuals and families; the Welcome Home Village and the Calle Joaquin Homekey projects. Staff have updated and streamlined encampment clean ups, including and revising protocols for internal and external requests and those coming through Ask SLO, in alignment with the City Compassionate Assistance Mitigation and Prevention (CAMP) standards. Recruitment was successful for the position of Administrative Specialist for Homelessness Response. On the outreach front, Homelessness Response staff have distributed over 1,000 updated pocket guides (in English and Spanish) in the fall, provided direct outreach to downtown businesses with Community Service Officers, and responded to ten media and 27 community partner and business group invitations to speak to organizations about City Homelessness Response. Staff have continued to build a list of potential public and faith partner sites for the Rotating Overnight Safe Parking Program and will consider starting the Budget Report Pg. 52
Department Updates – Community Development
program once 6-12 sites are identified and permitted. Additionally, an application has been submitted and will be considered by the Planning Commission in January for an expansion of the overnight safe parking program at the 40 Prado Homeless Services Center. The Housing team, in collaboration with the City’s third-party “Below Market Rate Housing” administrator, Housekeys, continue to assist placing eligible applicants into units, including running an average of three opportunity drawings per month.
This is in addition to transactions for multi-family apartment projects managed directly by partners PSHH and HASLO. A Downpayment Assistance Program was established for the Avila Ranch Development in accordance with the Development Agreement. Two loans have been distributed and the City’s BEGIN program awarded two households with downpayment assistance. Three Below Market Rate Housing escrow closings are being processed for December 2023 or January 2024, including the Maxine Lewis, Bridge Street and Broad Street Place projects. Regionally, the Housing and Infrastructure Plan was approved by the San Luis Obispo Council of Governments, that lists projects, many in SLO, that promote housing production as priorities. On the State level, the City has earned enough points through evaluation of housing programs to be eligible as a Pro-housing jurisdiction which enables access to incentive funds and prioritizes the City for specific grants. Although we anticipate news from the state that we were selected, we will not be sure until the third quarter.
Budget Report Pg. 53
Department Updates – Public Works
Public Works
Performance Measure Update
Objective Measure 2022-23 Actual 2023-24
Target
2023-24 MidYear
Proactively enhances traffic safety by providing
a system of safe, reliable and well-maintained
roadways, sidewalks, traffic signals and
streetlights.
MCG: Climate Action
Strategic Goal: Enhance Safe & Efficient
Transportation (PW Strategic Plan)
Pavement Condition Index 75 75 76
Bicycle network in total miles
(Class I/II/III/IV)
14.5/31.3/
25.3/1.5
14.6/31.0/
25.1/2.8
14.5/31.3/
25.3/1.5
Street miles maintained 134 134 143
Enhance the City’s Urban Forest and maintains
visually appealing public spaces.
MCG: Climate Action
Strategic Goal: Proactively Manage Assets (PW
Strategic Plan)
# of trees maintained 13,030 13,080 13,120
Total acreage of park inventory 582 58426 584
Provide high quality services to the community
through efficient and effective delivery of
capital improvement projects and management
of the City’s infrastructure.
MCG: Economic Recovery
Strategic Goal: Connect with our Community
(PW Strategic Plan)
Total value of CIP Managed $28M $97M27 $100M
26 The 2023-24 park acreage inventory includes the addition of North Broad Street Park and Parks A, B, and C in Avila Ranch.
27 Reflects the value of the CIP managed by Public Works Operating Programs Budget Report Pg. 54
Department Updates – Public Works
Work Program Evaluations
Public Works Administration
Over the last six months, the Public Works Administration program effectively met its core services and objectives. The division recently reclassified its Business Analyst role to Senior Business Analyst, to address the many fiscal complexities of the department, which includes enterprise funds, the Capital Improvement Program, and the newly formed Mobility Services Division. This position will continue to provide support to the Mobility Services Business Manager and CIP Administrative Manager roles, while addressing the day-to-day fiscal needs of the department.
In Q1, the department focused much of its resources on Storm Recovery and Parking Services Management as well as a continued focus on staffing structures and hiring, including implementing a significant, multi-phased divisional reorganization, combining its Parking, Transit and Active Transportation programs into a new Mobility Services Division to enhance internal services and collaboration, leverage available resources, address current workload needs, and enhance customer service experiences. This effort included the hiring of a Deputy Director of Mobility Services and Mobility Services Business Manager in Q1. Staff continue to implement the restructure of the new Mobility Services Division, which includes allocating positions across the three programs and pursuing operational efficiencies through shared use of resources. Additionally, the department began and completed a recruitment for the vacant CIP Administrative Manager that will lead the CIP Review Committee and support of the CIP Program.
Parks Maintenance
The program is categorized as yellow due to increased workload demands on limited staff and the rising costs of playground part replacements. The Parks Maintenance program has continued to successfully provide the community with safe facilities and well-maintained parks. The Crew Coordinator recently retained a Certified Playground Safety Inspector, who along with the Supervisor, implemented a more robust playground inspection program for staff to routinely complete. This division has also contracted mowing services for select parks, allowing staff to focus more time on addressing aging infrastructural needs within those parks.
Staffing vacancies and increased workload continues to put a strain on existing staff. The program made staffing adjustments in September after an FTE vacancy to ensure appropriate coverage. Project volume has increased over the past six months, requiring staff time for development review of City and private projects. Due to supplemental staff vacancies, full-time staff have been required to work overtime to provide Farmer’s Market restroom support, which will likely continue through the rest of the fiscal year due to the difficulty of filling supplemental positions. In November, the program increased its focus on providing ADA compliance upgrades. Despite these challenges, service requests are being prioritized and addressed in a timely fashion.
As the City’s playgrounds are aging, the maintenance of playground equipment continues to require more time because of failing parts. Due to its high impact to user safety, staff has been prioritizing this need. However, the high cost of playground parts is impacting the program’s budget and resulted in less material used during turf renovations. Staff will look toward the broader Public Works budget to support this need in the short-term and will request additional funding in the coming fiscal years. Since July, the program also assumed maintenance of three new parks, with a fourth under construction.
Three of the new facilities have playgrounds. Due to the increased number of playgrounds and aging Budget Report Pg. 55
Department Updates – Public Works
playgrounds, daily and monthly playground inspections require more resources. The program has shifted more resources towards inspection needs and is outsourcing custodial services at four parks.
The program will require more resources in future financial plans to maintain recently added parks in order to maintain these facilities to community expectations.
Overall, the Parks Maintenance budget is on track, but special attention will be given to balancing workload, and prioritizing playground safety repairs.
Swim Center Maintenance
The Swim Center Maintenance program continues to provide a safe and clean aquatic facility for the community’s use while remaining on track with its budget. Because a large percentage of the program’s operating budget is for utilities and supplies, there is some concern that inflation and other economic factors may cause costs to rise above initial projections. Staffing levels have remained relatively stable, with one full-time Maintenance Technician and one supplemental part-time position. The program successfully completed its annual maintenance closure in August, which included an LED lighting retrofit inside the main bath house, replacement of the motor and pump in the therapy pool and a rebuild of the backwash valves in the main pool filtration system.
The SLO Swim Center transitioned from using hydrochloric acid alone for pH control to a balanced system combining CO2 and acid. The previous acid usage reduced pool water alkalinity, requiring the manual addition of sodium bicarbonate. The new system has stabilized total alkalinity, reducing the total acid volume used by 50% and eliminating the need for weekly sodium bicarbonate addition.
Despite increasing chemical costs, the CO2 system saved the program $13,000 in the past year and has enhanced water balance and quality. Staff is also currently working on replacing and upgrading the acid storage tank with a new system to neutralize vapors/fumes created by muriatic acid in the swimming pool equipment room.
Urban Forest Services
The Urban Forest Program continues to operate in a limited staffing capacity, maintaining 13,120 inventoried tree assets valued at over $39 million. The program currently staffs a retired annuitant who performs young tree care maintenance; all other services are contracted out. With the support of Council, the program is recruiting two full-time Urban Foresters, which has been challenging. After a failed recruitment in November, a second recruitment will begin sometime in January with additional hiring incentives to assist in recruiting qualified staff. Urban Forest staff is optimistic that the pending recruitment will guide the program back on track.
Facilities Maintenance
The Facilities Maintenance team, comprised of four full-time technicians and a supervisor, efficiently maintains approximately 242,000 square feet of buildings five days a week. The program outsources larger projects or projects that are more cost-effective to be contracted out under the current workload. Facilities Maintenance also plays an important role in overseeing and executing CIP projects and building upgrades. Recent accomplishments include re-roofing of the Police Department evidence storage building, major repairs on the Rodriguez Adobe deck, and a rebuild of the back stairs at the Jack House. Staff has also managed repairs and updates at the newly acquired Police Department facility; HVAC upgrades at the Ludwick Community Center, Corporation Yard, and Senior Center; and the Budget Report Pg. 56
Department Updates – Public Works
installation of new heat pump water heaters at seven City facilities, improving energy efficiency at these locations.
The additional maintenance of new office space for Human Resources and the Police Department has created workload challenges for the program. Additionally, a rise in the number of trash clean-ups, graffiti reports and other impacts from the unhoused community have put a strain on staff time. Due to limited bandwidth, staff have not been able to complete or have been required to postpone additional work requests from other divisions and departments outside of normal scope over the past few months.
Streets & Sidewalk Maintenance
The Streets Maintenance Program continues to address sidewalk and pavement needs throughout the city. During rain events, the Streets Maintenance Program performs storm patrol and responds to numerous service requests throughout the year. The program also completes trash and green waste management for the corporation yard and manages the metal recycling program. Due to the popularity and a large number of requests via Ask SLO, some paving and concrete construction projects have been delayed. The Streets Maintenance Program provides traffic control support to City events and maintenance activities such as street tree pruning and cleanups along arterial roads. The program helped support a very successful Holiday Parade in December. Downtown staff has made a difference in the downtown area by increasing the level of maintenance and sidewalk cleaning. The program recently implemented a hard closure with anti-vehicle barriers weekly at the Farmers Market, which is being completed by permanent staff through overtime, and will be impactful on the overtime budget.
During Budget Supplement, the program plans to request additional resources to help address community expectations and continue with the progress of the City’s Pavement Program.
Traffic Signals & Lighting
The program is categorized as yellow due to the need to repair and replace signal and lighting equipment from unanticipated vehicle or storm damages. Safe and efficient traffic signal operations have been maintained through regular preventative maintenance, repairs to damaged traffic signal equipment, and ongoing refinements to traffic signal timings and equipment, including ADA upgrades for pedestrian push buttons and assistance with Pedestrian Hybrid Beacons. Traffic Signal/Streetlight technicians have also assisted with several development-led traffic signal and beacon installations. The program has also been responding to what seems to be an increase in knock down incidents where vehicles have hit above ground traffic signal equipment. Staff will be implementing a standard plan for solar path lighting as part of the 2023 Engineering Standards update and is continuing to explore solar options for streetlights.
One of two signal technician positions is currently vacant, which will continue to pose workload challenges until it is filled. The program budget is on track to fund minimal essential maintenance responsibilities through end of the fiscal year; however, an ongoing uptick in the frequency of equipment knock-downs and failures has been quickly depleting available budget needed to maintain adequate inventory of spare signal equipment. Additional budget will be requested as part of future budgets to be able to more timely address equipment replacements that are necessary due to vehicle strikes and to purchase sufficient spare equipment to adequately maintain the aging existing signal system. In some cases, repair costs are reimbursed through “damage to city property” fees; however, staff estimate that only about 50% of repair costs are recovered as damages are often caused by hitand-run incidents. In addition to vehicle damages, several locations (Righetti-Tank Farm Roundabout Budget Report Pg. 57
Department Updates – Public Works
lighting, and the five median streetlights on Los Osos Valley Road by Froom Ranch Way) have experienced underground electrical issues that are currently being troubleshooted. In the meantime, solar panel powered lighting is being used until the issue is resolved.
Fleet Maintenance
The Fleet program is responsible for purchasing, outfitting, maintaining, and repairing nearly 300 Cityowned fleet assets. Other responsibilities include vehicle procurement and disposal, emissions reporting, maintenance of the Corp Yard fuel pumps and car wash, back-up generators, hazardous waste handling, reporting and disposal, and parts inventory. Staff perform 45-60 preventative work orders each month, in addition to repairs that are a result of unscheduled breakdowns. In line with Major City Goal objectives, staff was able to procure two additional Ford Lightning EV trucks bringing the City-wide total to six. Fleet also procured its fourth EV car – a Chevy Bolt. Charging stations installed under Fleet direction at the Corporation Yard are on-line and working without issue, and Fleet assisted with securing charger installations for public use by sourcing the ChargePoint chargers needed.
Vehicle procurement has been hindered by supply chain issues, but the program is working to procure the necessary vehicles for City programs and services. Following the reduction of one position as part of the 2023-25 Financial Plan, Fleet Maintenance has routed many repairs and maintenance tasks to outside vendors. Increasing demands of emissions testing and reporting, hazardous waste, storm water, and wastewater discharge, and the implementation of tracking software have posed additional workload challenges. Additional mechanics will be necessary to support the day-to-day operations of the program.
Overall, the Fleet Maintenance budget is currently on track; however, fuel costs are highly susceptible to market volatility.
CIP Engineering
The program is categorized as yellow due to challenges recruiting the additional staffing resources necessary to oversee and deliver the increase in workload associated with the passage of Measure G20 and the unforeseen number of storm response recovery from winter 2022-23. A focus of this program has been filling vacant positions, and managing recruitments to find highly qualified candidates has been a challenge. The CIP Engineering Program continues to advance and deliver Capital Improvement Projects funded for design and construction. During the first quarter of FY 2023- 24, several construction projects have been completed including the 842 Palm Parking Structure Gateless Entry, Railroad Safety Trail Fencing, Santa Rosa at Monterey Intersection Improvements, Silt Removal 2023, Ruth and Iris Storm Drain Repair, San Luis Obispo Creek Emergency Bank Stabilization Project near Johnson Avenue, and CDBG Curb Ramps 2022. Additionally, many projects are currently awarded to be in construction soon or already in construction including the North Chorro Neighborhood Greenway, 2023 Arterials, North Broad Street Neighborhood Park, Cheng Park Revitalization, Fire Station 1 Fleet Maintenance Roof, Johnson Waterline, and the Cultural Arts District Parking Structure. Inspection staff continue to review and monitor private and public projects in construction, including large developments such as San Luis Ranch and Avila Ranch. Though the program continues to deliver a large quantity of important projects on schedule, the program has seen an increase in the overall workload with the emergency storm response projects generated from winter 2022-23. This has greatly increased workload of existing staff and highlighted the need for additional resources to fill staffing vacancies to help balance the workload. The program is currently recruiting a vacancy of the Construction Engineering Manager in January 2024. Additionally, the program has one Budget Report Pg. 58
Department Updates – Public Works
vacant full-time engineer position due to the recent promotion of an existing engineer to Capital Improvement Plan Administrative Manager and one part-time intern vacancy. Filling these positions will be important for returning CIP Engineering to the green category.
Transportation Planning & Engineering
The program is categorized as yellow due to the impacts of staff vacancies and expanded workload associated with multiple concurrent priorities, including complex development projects, large capital improvement projects and other ongoing priorities. The Transportation Planning & Engineering Program has continued progress with enhancing crosstown traffic circulation, including managing several large projects in construction; progressing with design of several upcoming capital projects; continued support for a continuous stream of private development-related projects; ongoing implementation of the City’s Active Transportation Plan; and managing day-to-day essential services.
Some highlights over the last six months include: completion of the Pedestrian Crossing Improvements Project; major progress on the North Chorro Greenway and 2023 Arterials Paving Projects, which are both nearing completion in early 2024; development and adoption of a formal Outdoor Dining Program after a successful pilot parklet program that was previously launched as part of the City’s COVID-19 response efforts; planning, outreach and design progress on the Higuera Complete Streets project; and construction of the Santa Rosa/Monterey Intersection Improvements Project, which included pavement improvements, ADA curb ramp upgrades, traffic signal modifications and pavement markings to enhance safety for all road users.
While the program is anticipated to be fully staffed in early 2024, the average experience level of program staff has decreased in the past few years due to staff departures and transitions within the organization. The program has had a vacant senior Transportation Planner/Engineer position since July 2023, which has required redistribution of day-to-day assignments to other staff. This has also slowed progress with some ongoing project efforts, such as the California/Taft Roundabout Project, the Foothill Boulevard Complete Streets Project, and the Railroad Safety Trail Extension (Tiburon to Orcutt) Project.
With significant involvement in several complex development projects, continued commitments to several large capital improvement projects that will continue through 2024, and focused efforts on priority programs/planning efforts, it will be difficult for the program to take on any new project assignments in the next 1-2 years until several of these ongoing efforts are completed. If there is interest in accelerating any current tasks or adding new project assignments to the program, staff would need to explore some combination of deferring existing projects and increasing funding for outside consultant engineering support.
Work Program Evaluation
Mobility Services – Transit Operations and Maintenance
The Transit Program is part of a Public Works Department reorganization effort that unifies the Transit, Parking, and Active Transportation programs under the new Mobility Services Division. The Transit Budget Report Pg. 59
Department Updates – Public Works
Manager position was also reclassified into the Mobility Services Business Manager as part of this reorganization.
Ridership is recovering but is still significantly lower than pre-pandemic levels. Recruitment and retention of bus drivers is the primary force limiting a return to full academic services. Staff was able to partially restore services at the end of October 2023 across all fixed route lines. The Farmer’s Market Trolley and Holiday Trolley also made a return this year thanks to a minor increase in the number of drivers. Council authorized the City Manager to negotiate and execute an amendment to SLO Transit’s operations and maintenance services agreement to include driver hiring incentives to attract and retain drivers, and an extension of the term of the agreement through June 2026.
In August 2023, staff completed a Federal Transit Administration (FTA) Triennial Review, which constituted a significant work effort for the small Transit team. In December, staff also kicked-off a Transportation Development Act (TDA) Triennial Performance Audit which will continue through Spring 2024. These efforts are resource-intensive but have not affected delivery of critical program objectives.
Staff continues transition to a zero-emission fleet with the delivery and operation of two new battery electric buses. Staff has issued a purchase order for six additional battery electric buses which would put SLO Transit ahead of the state’s timeline for full zero emission adoption. However, the transition to zero emission fleet remains a challenge, as costs of buses and charging infrastructure outpaces inflation in other markets. Production and delivery timelines are also still affected by the COVID pandemic.
Funding is critical to the rollout of a zero-emission fleet as the cost of buses and associated charging infrastructure continue to increase. Maintenance and fuel costs will continue to be an issue until the aging diesel-powered fleet is replaced by battery electric buses over the next three years. These costs continue to rise as the aging fleet requires more major repairs and fuel prices remain volatile due to larger market forces. Staff is closely monitoring both line items and have recommended net zero operating budget changes as part of Mid-Year Review. Staff is not recommending any changes to estimated transit service revenue.
Budget Report Pg. 60
Department Updates – Public Works
Work Program Evaluation
Mobility Services - Parking
The Parking Services program is also part of the Mobility Services reorganization effort referenced above. Staff secured funding for and began construction of the Cultural Arts District Parking Structure, with groundbreaking occurring in December, and developed the request for proposals for the Parking Rate Study, which is scheduled to begin in January. Parking Services collaborated with the project team to support the acquisition of 1166 Higuera Street which will operate in the near term as a new City parking lot. Staff implemented the Holiday Free Parking Program through December and early January and implemented additional free parking in the structures (one-hour free plus free parking on Sundays) through June 2025 . Operations staff upgraded 27 on-street pay stations and completed several minor projects to maintain the cleanliness of the structures.
When a parking rate increase, activation of gateless infrastructure at 842 Palm Structure, and implementation of Park Local Pilot Program launched on July 1 (concluding in November), the Parking Services Program moved quickly to prioritize communications, public engagement, and coordination with multiple vendors. The volume of phone calls and emails as a result of these initiatives overwhelmed staff and unfortunately impacted other areas of customer service within the program.
Since that time, staff has recalibrated and addressed the valuable feedback of community members.
Parking Services developed a comprehensive Communications Plan that includes increased signage and messaging, and implemented administrative changes to improve communication via phone, email and in-person. Several operational changes, including an extended grace period after expired parking sessions, a reduction in the number of supported mobile apps, and consistency among payment methods for pay sessions, enhanced the customer experience.
The Parking Services Program has also experienced staffing challenges. Administrative team vacancies have impacted workload but are now filled. The Parking Services Program Manager was on paternity leave for a duration of Q1. The position is now vacant; recruitment is underway and estimated to be filled by the end of March 2024. Despite these challenges, staff is working to meet day-to-day objectives. Public communication remains a top priority in Parking Services. Currently the Division is recruiting for a Mobility Communications Coordinator that will heavily support the Parking Services team; recruitment for this role is set for early 2024. This person will be the lead on implementation of the Parking Communications Plan.
Staff is working with a consultant to review, evaluate and provide recommendations on the overall Parking Program including administration, operation and enforcement. This evaluation will inform the future of the Parking Services program and provide opportunity for improvement prior to and continuing past the recruitment and onboarding of a new Parking Manager.
Staff is closely monitoring unexpected cost increases in several operating budget accounts and have recommended several operating budget changes as part of Mid-Year Review. These include increases to the Advertising & Public Outreach, Equipment & Maintenance Supplies, Miscellaneous Materials & Budget Report Pg. 61
Department Updates – Public Works
Supplies, Print & Reproduction budgets to reflected true projected costs, and a substantial increase to the Credit Card Merchant Fees budget due to the rapid adoption of digital payment methods.
Additionally, as part of the multi-phased Mobility Services Division reorganization effort, staff have requested changes to the position allocations for the Deputy Director of Mobility Services, Mobility Services Business Manager, and Admin Assistant III in order to properly reflect their time allocation. At the same time, staff is recommending positive revenue adjustments to parking fines based on current trends, additional anticipated parking lease revenue, and parking meter revenue due to the recent acquisition of the new 1166 Higuera parking lot, but a significant decrease in parking structure revenue ($926,000) based on free Sunday parking and first hour free parking relief programs.
Budget Report Pg. 62
Department Updates - Parks and Recreation
Parks and Recreation Department
Performance Measure Update
Objective Measure 2022-23
Actual
2023-24
Target
2023-24
Mid-Year
Provide inclusive, accessible
programming that serves the whole
community.
Strategic Goal: Programming is
Directed to Diverse Users (P&R
Strategic Plan Goal), DEI and
Economic Vitality MCGs
# of Department Community
Events 22 25 10
# of non-profit permitted Facility
Uses 100 120 100
# of program registrations 4,575 4,500 3,981
# of program offerings 410 400 215
# of childcare spots filled/offered 2000/2000 1500/1500 2437/243728 # of children receiving subsidy
70 CAPSLO
35 City
scholarship
60 CAPSLO
50 City
scholarship
60 CAPSLO
9 City
scholarship29
In Coordination with Public Works,
engage the public to prioritize new
and revitalized Recreational Amenities
Strategic Goal: Expand Parks &
Facilities (P&R Strategic Plan Goal),
MCG Economic Stability
# of public outreach meetings 4 6 5
# of updated or new parks and
amenities in process 5 5 930
Creates and fosters a sense of
community through citizen
involvement.
Strategic Goal: Maximize Community
Resources & Collaborations (P&R
Strategic Plan Goal)
# of volunteers/hours 164/1935hrs 380/4100hrs 116/1973hrs # of temporary Public Art or
Cultural Art Events 4 5 231
Leverage technology to engage the
community and promote program
offerings.
Strategic Goal: Programming is
Directed to Diverse Users (P&R
Strategic Plan Goal)
# of Instagram followers 7,000 7,800 7,400
# of Facebook followers 4,500 5,000 5,400
Open Space Preservation and
Enhancement
Strategic Goal: Nurture Open Space
(P&R Strategic Plan Goal), Climate
Action MCG
# of miles of Open Space trails
maintained 65.5 66.5 66.5
# of staff hours dedicated to fuel
reduction 3,300 4,000 2,000
# of encampment site clean-ups
removed from Open Spaces
90 110 3532
28 The number of childcare spots offered/filled was significantly higher than targeted due to the additional space offered for Summer Camp, specifically the Summer Fun Day Camp that the City partnered with San Luis Coastal Unified School District on as the District provided additional facility space and financial support to families. 29 Staff has received a reduced volume of scholarship applications to date for FY 24 but is currently working to restructure the program this quarter to make the scholarships more impactful for families. 30 These include Cheng Park Beautification Project, North Broad Street Neighborhood Park, Mitchell Park Revitalization Project, Emerson Park Beautification Project, Righetti Ranch Park System, Laguna Lake Dog Park Revitalization Project and pilot Bike Park at Laguna Lake Park, as well as playground replacements at Vista Lago Park and DeVaul Park. 31 The City is under contract to install a replacement sculpture at Mission Plaza lawn and a new roundabout sculpture in spring 2024. Additionally, under the partnership with SLOMA, a new downtown art project is in exploratory stages for Garden Street. 32 The Bob Jones Bike Trail was closed from September 12-October 31, 2023 for fencing and creek maintenance. This meant no access to the trail or creek from Prado Road to Los Osos Valley Road during this timeframe, thereby significantly reducing the build ups of encampments on the City’s most impacted transient-occupied open space.
Budget Report Pg. 63
Department Updates - Parks and Recreation
Work Program Evaluations
Recreation Administration
The Recreation Administration Division continues to advance the identified short, mid, and long-term priorities outlined in the plan. The Cheng Park Beautification Project has commenced, in collaboration with the original designer and architect, Alice Loh, and ground broke on the new park project at North Broad Street Neighborhood Park in December. The two State Park Prop 68 Grant-supported projects are underway, with the anticipation of the Mitchell Park Beautification commencing in early 2024, and the Emerson Park Beautification Project design being finalized in early 2024. The Righetti Ranch Park System designs have been approved by the Parks & Recreation Commission with an anticipated start date in Fall 2024. Staff is currently reviewing potential construction costs for the Laguna Lake Dog Park Revitalization Project and is anticipating a project timeline of late Summer 2024. At the same time, playground replacement designs for Vista Lago Park and DeVaul Park are being finalized in January 2024, and the internal design and build for the pilot bike park at Laguna Lake Park is anticipated to begin in late winter 2024. The Public Art Program, as part of its community partnership agreement with San Luis Obispo Museum of Art (SLOMA), selected a pre-constructed sculpture, Shift, by artist Warren Hamrick, for the Heirloom/Froom Ranch roundabout, and commissioned an original work by artist April Banks as part of a rotating exhibition on the Mission Plaza adjacent to SLOMA that will replace the existing David sculpture by artist Adam Parker Smith in April 2024. Staff hired a new Public Art Coordinator set to start in January. This position was approved by Council in the FY 2023-25 Financial Plan as a full-time contract position and will assist in coordinating the Public Art Program and implementing the Public Art Master Plan.
Facilities
The Facilities Division supports the Open SLO Program by performing daily set-up, maintenance, and cleanup for the Downtown Dining program in Mission Plaza. Community youth and adult sports regularly utilize City fields and courts for tournaments, leagues, and practices with significant resources being dedicated to the Damon-Garcia Sports Complex. The Library Conference and Community rooms, the Ludwick Community Center, Senior Center, and Meadow Park Building, overseen by Facilities staff, serve the community for social gatherings, meetings and general uses. Staff is also accepting reservations for events at the Jack House for the upcoming 2024 season. The Division recently enhanced various community facilities with several key upgrades. The Ludwick Community Center gym received new floor mats to support events. Staff replaced reservation display boards and updated court rule signage in multiple parks, and the Library meeting rooms received new tables. Staff added tables to the Mission Plaza Downtown Dining Program, enhancing the community's experience in this vibrant social hub. Indoor meeting room rentals and Jack House Gardens rentals continue to lag behind pre-pandemic reservation numbers. However, staff is increasing advertising to reintroduce these unique and affordable venues to the community.
Youth Services
The Youth Services Division is categorized as yellow because of staffing challenges associated with recruitment and retention, as well as classroom space restrictions. Youth Services provided quality childcare to the community at all five (5) elementary school sites located within the City (C.L. Smith, Hawthorne, Pacheco, Sinsheimer, and Bishop’s Peak), and expanded summer camp programming to assist in fulfilling community needs. The Division continues to experience recruitment challenges which were already issues Budget Report Pg. 64
Department Updates - Parks and Recreation
pre-pandemic but have become increasingly challenging in relation to consistent supplemental staffing. One full-time Site Specialist role remains unfilled and is currently being covered by the Youth Services Coordinator and Supervisor. The Site Director position is in its second recruitment attempt for January 2024. Recruitment for in-classroom supplemental staff who are qualified to work as Aides, Teachers and Head Teachers continues to be challenging with a limited pool of interested candidates. Staff have increased recruitment efforts by attending in-person job fairs at Cal Poly, Cuesta, and local high schools, as well as increased marketing recruitment promotions to year-round efforts. In addition, many Youth Services staff are collegeaged students and have scheduling challenges surrounding academic calendars to fulfill some of the daytime shift needs. However, even with the local and national trends confirming the recruitment challenges for these types of positions, the program has been able to hire over 25 additional supplemental staff since July and are rebuilding a more sustainable staffing structure in the aftermath of the pandemic hiring challenges. With childcare at the center of the community’s economic recovery, Youth Services staff continue to provide before and after school childcare, as well as childcare for school breaks. Two classrooms at each school site have full programs for each program time. The City continued to be contracted by the San Luis Coastal Unified School District to staff the District’s expanded Kinder and TK-aged children’s programs that are now included in the daily operations at the school sites. Previously, the City operated the Kinder and TK programs exclusively.
Youth Services staff continues to look for creative solutions to accommodate as many children as possible from waitlists as they continue to hire supplemental staff throughout the year, as well as work with District to identify facility space (classrooms/multi-purpose rooms). Summer camp (June-August) expanded to eight (8) classrooms from the previous six (6) classrooms. Children with Special Needs are accommodated at all school sites and programs. Ongoing professional development is provided to Youth Services staff, including mandated Child Abuse reporting, First Aid and CPR, program and curriculum development, positive guidance strategies and inclusive programming, safety training, and large group management. Staff have started advertising higher step wages for supplemental positions based on available budget, to assist with recruitment.
Community Services
The Community Services Division manages youth and adult athletics leagues, organizes recreational activities, hosts free and affordable community events, oversees the SLO Skate Park and Monster Skate Series with surrounding communities, and promotes healthy lifestyles through expanded contract instructional programs. Additionally, the division supports Jack House events and the Jack House Docent Program, manages the Community Gardens programs at five locations, and programs in collaboration with the Senior Center Board. In support of the Parks & Recreation Blueprint for the expanded youth and adult recreational activities, shifts to the job duties for one of the Division’s existing Recreation Coordinator positions has provided additional support for the division’s popular Adult and Youth Sports offerings, and special events.
The youth basketball league continues to grow, with over 700 participants for the 2024 winter season. In support of the expanded community programming in support of the Parks and Recreation Blueprint (master plan), as well as Major City Goals and Local Revenue Measure expectations for youth and senior programming, the Community Services Division continues to offer several zero to low-cost community-based events for youth, seniors and families, such as the Monday Meet-Ups and the Rec is Rad youth activity series in under-represented local parks, as well as the Senior Trivia series, Pet Week, and hiking and walking groups.
The Division’s inaugural Senior Dance was also a smash hit, drawing a large crowd. Notably, the annual September Scramble in the fall attracted over 450 participants, while the Boo Bash in October expanded its reach, drawing attendance from over 1,000 community members, with 1500+ entries through the Haunted House. As community events and youth and adult sports returned to full programming, the Division continues to rely on both full-time and part-time staff, and staff also have reached out to Cal Poly for volunteers to make their special events successful.
Budget Report Pg. 65
Department Updates - Parks and Recreation
The newly established citywide Volunteer Program has quickly ramped up under the guidance of the City’s new full-time Volunteer Coordinator. Over the past few months, the Volunteer Program has launched Engage SLO, a new volunteer portal, and created and advertised many new and ongoing volunteer opportunities to support City activities, including Adopt-a-Park, Arbor Day, September Scramble, Boo Bash, Fall Creek Clean Up, Community Garden Service Saturdays, Jack House Docent Program, and Ranger Workdays. Regular and recurring volunteer numbers continue to grow, with volunteer hours totaling nearly 2000 over the last 6 months – an impact valued at over $74,000. In the coming months, the Volunteer Program will continue to expand Adopt-a-Park volunteer opportunities, explore a multi-departmental Community Connector volunteer role, and capture Police and Advisory Body data.
The Community Services Division received three program awards this fall from the California Parks and Recreation Society (CPRS) District 8. The awards were for “Creating Excellence within the Community,” and recognized the Volunteer Jack House Docents, the Senior Center Executive Board, and the Monday Meet-Up program.
Revenue estimates for adult athletic fees, youth athletic fees and instructional fees have been re-forecasted based on past year and year-to-date actuals and expected revenue, with a minor net impact. Increases have been driven by partnership agreement changes, and decreases have been driven by fewer than expected revenues to-date for adult athletic fees and contract classes.
Ranger Service
Ranger Service continues to effectively maintain and patrol the City’s 4,050 acres of open space across all 13 City-managed open space properties. The Ranger Service Division dedicates resources for supporting fuel management (WUI) and to clean up trash and debris in the City’s open spaces and creeks. Staff recently completed two new trail projects – Bog Thistle and King Trail Re-Route and completed the trail design and layout for the Righetti Loop Trail. The Division closed the Bob Jones Bike Trail for two months in the fall to complete fire fuel mitigation and creek clean-up projects, using The Goat Girls to naturally remove large amounts of brush in the creek systems. Ranger Service has expanded its educational programming with more environmental education videos, social media postings, Ranger-instructed classroom/event presentations, and Ranger-led interpretive hikes (including bi-lingual opportunities). Ranger Service implemented another successful and sold-out Junior Ranger Camp session in August – one of three that are offered annually to the community. The Winter Evening Access program (November - March at Cerro San Luis) has also remained incredibly popular with the significant impacts occurring in the month of December. With one Ranger position frozen this fiscal year to support the organizational shift to pilot Skill-Based Pay model, increased workload on other Rangers has extended maintenance intervals where necessary, while still addressing top priorities.
Another ongoing challenge is that Rangers are operating with a shortage of vehicles and equipment. If the pilot skill-based pay program is successful and endorsed at year end, the staffing limitation will need to be addressed by revisiting the frozen position for the second year of the financial plan. Additionally, if the Open Space Tech program continues to be identified as a City-wide need, then financial support for an additional vehicle and supply equipment will need to be addressed. These limitations can detract from available staff resources for open space needs; however, Ranger Service has been able to maintain the current work plans for year one of the financial plan.
Aquatics
Recently, stronger recruitment and retention of lifeguards for Fall programming has allowed for the return to regular operational hours for lap swimming and regular warm water programming. Additionally, staff is expanding swim lesson program offerings throughout the upcoming season and has re-forecasted revenue projections to reflect this programming update. Management continues to provide monthly staff trainings, including First Aid, CPR, water rescue techniques, customer service and diversity trainings. Staff installed a Budget Report Pg. 66
Department Updates - Parks and Recreation
new diving board at the end of summer, in advance of the fall season. The Aquatics Division provides program and facility support for the SLO Seahawks Swim Club, local SCUBA shops, and Mission Prep High School, and has a short-term agreement to support Atascadero High School while their pool remains under construction.
Staff offer public lifeguard training and instructor courses throughout the year. The potential for recruitment and retention concerns remain as wages for part-time (supplemental classifications) offerings in the fast-food sector are legislated to have a higher minimum wage in 2024. Staff have started advertising higher step wages for supplemental positions based on available budget.
Golf Course
This division is categorized as yellow due to the continued challenges associated with the aging irrigation infrastructure and Pro Shop facility remediation at the course. The Golf Division continues to provide standard operating services at the Laguna Lake Golf Course (LLGC) seven days per week. The course has experienced consistent round play throughout the first 6 months due to ideal playing conditions. However, with the issues of not having a fully operational pro shop have restricted golf programs from operating at full capacity. Additionally, revenue estimates have been slightly reduced for golf green fees due to recent and expected closures from forecasted El Niño. On the maintenance side, staff have used innovative watering techniques to offer a consistently green course throughout the August-October months, while still working hard to conserve water. Unfortunately, the course continued to be severely impacted by leaks caused by aging irrigation lines requiring additional maintenance time and facility closures and leading to increased water costs. During the recent Financial Plan development, this project was added to the forecast for FY28- FY31.
With the main Pro Shop closed due to major flooding from a significant winter storm back in December 2021, a temporary trailer serves as the Pro Shop and staff offices. The remediation project for the Pro Shop completed the removal and sanitization of all golf equipment (Phase 1) and the removal of all damaged areas within the facility (Phase 2) in early 2023. Staff are in the process of finalizing construction documents for the renovation of the Pro Shop (Phase 3), with an expected start date of Fall/Winter 2024-25.
Budget Report Pg. 67
Department Updates - Police
Police Department
Performance Measure Updates
Objective Measure 2022-23 Actual 2023-24 Target 2023-24 MidYear Reduce Crime
Strategic Goal: Economic
Recovery, Department
Mission
# of total Part I Crime by year.33 2,011 2,010 1083
Provide safe roadways
for pedestrians, vehicles,
and bicyclists.
Strategic Goal: Patrol
Objectives, Department
Mission
# of total traffic collisions.34
Vehicle: 435 Vehicle: 420 Vehicle: 183
Pedestrian: 36 Pedestrian: 34 Pedestrian: 13
Bicycle: 35 Bicycle: 32 Bicycle: 21
# of targeted enforcement
operations conducted under the
Office of Traffic Safety Grant per
year
DUI Checkpoints: 2 DUI Checkpoints: 2 035
DUI Saturation
Patrols: 28
DUI Saturation
Patrols: 28 0
Traffic Enforcement
Operations: 13
Traffic Enforcement
Operations: 14 1
Distracted Driving
Enforcement:5
Distracted Driving
Enforcement: 5 1
Bicycle &
Pedestrian
Enforcement: 9
Bicycle &
Pedestrian
Enforcement: 9
1 Reduce Homeless related
Calls for Service through
proactive engagement.
Strategic Goal: Economic
Recovery, Department
Mission, Patrol Objective
# calls related to homelessness 6,699 6,300 382936
# of unique individuals
contacted by CAT 437 305 166
# of Family & Agency
Reunification 6 8 4
# of Local Permanent Housing 11 12 1
# of Mental Health/Substance
Abuse Treatment Referrals 215 100 110
Work Program Evaluations
Police Administration
The department continues to work toward filling vacancies and increase recruitment efforts. Staff is working with the City’s Public Communications Manager to create a webpage specific to police recruitment. As of early December, the department has eight vacancies (this includes both sworn and civilian positions).
33 Part 1 Crimes include: homicide, forcible rape, robbery, aggravated assault, burglary, and motor vehicle theft. Figures shown represent calendar year. Mid-year figure shown represents January to October 2023. 34 Traffic Collision data is from July – December 14, 2023, for mid-year reporting. 35 Targeted enforcement at mid-year appears low, however the grant period started on October 1st and additional grant operations will occur in 2024.
36 All stats related to homelessness are July – November 30, 2023.
Budget Report Pg. 68
Department Updates - Police
The department hired ten employees during the period of July to early December, these included: three Communication Technicians and four lateral Police Officers, two cadets and one Records Clerk. In contrast, there were seven employees that left during the same period, these included: crime analyst, two dispatchers, three police officers, and a community services officer.
Staff attended a retreat in early September, facilitated by Jacob Green and Associates, to start developing a five-year strategic plan. Although still in draft form, the plan includes the following focus areas: Service to the Community, Community Engagement, Recruitment and Retention, Health and Wellness, and Improving Infrastructure & Equipment. The department is working to finalize the plan and begin implementation in Quarter 1 of 2024.
Patrol
Patrol continues to be understaffed due to vacancies. As of mid-December, there are two officer vacancies, four officers in field training and two cadets starting the academy in January 2024. This accounts for eight officer positions that are unfilled. Special assignments continue to be short staffed or unfilled. Downtown Bikes are operating at lower capacity as well.
For the period of July to mid December 2023, total paid overtime hours for the department were 10,800.
In comparison, last year for the same period, hours were 8,500.
The Community Action Team continues to be understaffed with only one police officer and one assigned case manager position that is contracted through the County.
Investigations
The Investigations division is categorized as yellow because the Special Enforcement Team (SET) continues to be nonoperational due to low staffing levels. We expect to have a partial SET team up and running in spring 2024, after the officers in patrol have completed their field training program. The Detective Bureau is fully staffed and has been actively working several cases related to property crimes, child abuse, and sexual assaults.
Support Services
The Support Services division includes Dispatch and Records. Since July, the department hired three Communication Technicians and one Records Clerk. Currently, there are two vacant Communication Technician postions. Interviews for the vacancies were held in early December and successful candidates will start the background process soon.
Neighborhood Outreach
The Neighborhood Outreach division continues to meet objectives. Calls related to party noise complaints from the period of January to early December 2023 are similar compared to the same period in 2022. The party registration program continues to be successful.
Traffic Safety
The traffic sergeant continues to manage the annual Office of Traffic Safety grant and conduct DUI Checkpoints, traffic enforcement, and other targeted enforcement activities. A fully staffed traffic team is supposed to include one sergeant and three officers; however, due to staffing shortages in patrol, there are only two officers currently in the assignment.
Budget Report Pg. 69
Department Update - Fire
Fire Department
Performance Measure Update
Objective Measure 2022-23
Actual
2023-24
Target
2023-24
Mid-Year
Deliver Timely Emergency
Response to ensure rapid care
and hazard mitigation.
Strategic Goal: Other
Department Objectives
Meet the Total Response Time (TRT) goal.
of 7 minutes or less to 90% of all lightsand-siren emergencies in the City as defined by the Department’s Master Plan.
TRT Includes Call Processing Time,
Turnout Time, and Travel Time.
8:48 7:00 8:40
Meet the Call Processing Time goal.
of 1 minute or less to 90% of all lightsand-siren emergencies in the City as part of TRT.
1:35 1:00 1:40
Meet the Turnout Time goal.
of 2 minutes or less to 90% of all lightsand-siren emergencies in the City as part of TRT.
2:26 2:00 2:20
Meet the Travel Time goal.
of 4 minutes or less to 90% of all lightsand-siren emergencies in the City as part of TRT.
5:51 4:00 5:49
Provide timely service to the
development community.
Strategic Goal: Housing
% of Fire Department
Development Review activities
completed within published cycle
times.
67% 80% 73%
Work Program Evaluations
Fire Administration
Fire Administration consists of four full-time positions (FTEs) The program provides strategic leadership to the department and entire organization. Fire Administration plans, directs, and evaluates all Fire Department programs and activities. The administrative assistant was successfully reclassified from an administrative assistant III to an administrative assistant specialist to more accurately align with the increased duties assigned which have expanded to include social media monitoring among other duties.
Emergency Response
The 45 FTE staffed Emergency Response Program is responsible for protecting life, the environment, and property by responding to a wide variety of emergencies, including, but not limited to: medical emergencies, structure fires, vegetation fires, hazardous materials incidents, vehicle fires/accidents, flooding, utility emergencies, and a wide range of urgent public assists.
This program is categorized as yellow due to its underperformance in meeting the Total Response Time (TRT) Performance Measure Goals. To help meet the travel time component of TRT, the department would require a significant investment in additional resources, such as adding a strategically placed 5th fire station or increasing the number of units to help improve travel time. A 5th Budget Report Pg. 70
Department Update - Fire
station is planned at to be added in the Southwest side of the City once the Avila Ranch development project reaches 80% occupancy levels.
Hazard Prevention
This program is categorized as green because it is close to meeting its development review goals. A new half time inspector was added at the beginning of FY23. New projects including hotels, apartments and multi-family condominiums continue to increase the total number of mandated inspections, hindering the department’s ability to keep up with demand. With the retirement announcement from the Fire Marshal the division took the opportunity to undergo an organizational assessment and it was determined that some restructuring would be beneficial. The division will be led by a new position that will focus on overall community risk reduction beyond building safety and encompassing vegetative fuels reduction for fire prevention. Staff anticipates filling this position before Spring.
Training Services
The Fire Training Program schedules, coordinates, and documents both in-house and outside training and certification for fire department staff. The program also works to maintain and improve the health and fitness of fire department employees. The overall program goal is to support highly qualified, well trained, safe, healthy, and fit employees. The Training Services program continues to utilize dedicated funding to implement the injury reduction program for emergency response staff. This has included the purchase of equipment and professional contracted services for functional movement screening and training. Overall, the department has observed a decrease in the frequency of on-the-job injuries in the short term.
Recruit Academy
The non-staffed Recruit Academy Program is responsible for coordinating and completing the training of new hire firefighters. The Fire Department does not have current plans to host a recruit academy in FY24 due to the current number of firefighter vacancies.
Fire Apparatus Services
This program is categorized as yellow however staff recommended an ongoing solution as part of the FY24 Mid-Year SOBC that will meet the resource needs improving the program category to green. The Fire Apparatus Program performs fire apparatus services, maintenance, and repair of light and heavy fire apparatus and vehicles. Due to Truck 1’s high usage it is requiring more frequent and costly service and repairs. In response the department is recommending refurbishment of the apparatus. Replacing key components of the powertrain will reduce the repairs and extend the life of Truck 1.
Additionally, two vehicles in the department’s light fleet are past replacement age and also increasing repairs times and costs. The department is recommending replacement of the truck dedicated to the Fire Marshal and the Type VI fire engine. Replacement will reduce the repair needs and keep the department’s fleet on schedule with the city’s established replacement policy.
Fire Station Facilities Support
The non-staffed Fire Stations Facilities Support Program helps manage and maintain the City’s four fire station facilities, their grounds, and miscellaneous equipment, appliances, and furnishings. The budget is currently enough to meet the overall program objectives and activities.
Disaster Preparedness and Assistance --
This program is now fully staffed, funded and meeting objectives. The Disaster Preparedness and Assistance program focuses on three areas; 1) ensuring City personnel can provide appropriate rescue and relief services following a major disaster such as earthquake, flood, nuclear power accident, hazardous material spill and wildland fire: 2) providing information and education on disaster preparedness, and fire safety the general public: and 3) provides assistance to communities outside of the City of San Luis Obispo as part of the State’s Mutual Aid system.
Budget Report Pg. 71
Department Updates - Utilities
Utilities Department
Performance Measures
Performance measures are designed to determine accountability, improve service quality, allocate resources, and evaluate departmental performance in meeting San Luis Obispo’s goals and objectives.
Objective Measure 2022-23
Actual
2023-24
Target
2023-24
Mid-Year
Maintain and manage infrastructure,
assets, and facilities responsibly and
transparently.
Strategic Goal: Public Stewardship
Sanitary Sewer Overflows per 100
miles of sewer main37 9.15 0 0.68
Breaks/leaks per 100 miles of
water main38 10 <13.4 2.08
Provide the Community with High Quality
and Reliable Service
Strategic Goal: Public Service
Recycled Water Delivered (AF)39 236 300 181.37
Minimize Customer Shut-Off for
Nonpayment40 352 <450 95
Work Program Evaluations
Water Administration/Engineering
Water Administration/Engineering includes administrative, planning, and engineering staff that work with operations staff to manage the City's drinking water program. The division is responsible for planning efforts to ensure distribution systems and water supplies can meet the needs of the present and future community. Major work efforts include implementation of the Groundwater Sustainability Plan, source water planning and acquisition, and workforce planning and development. Other work includes the transition from a surface water permit to a surface water license at Whale Rock and Salinas reservoirs, and the development and execution of large CIP projects at the City’s Water Treatment Plant and within the Water Distribution system, which are outlined in additional detail below.
Water Source of Supply
The Source of Supply budget within the Water Division funds programs related to the City’s surface water sources, groundwater, and recycled water. This budget is administered by staff at the Water Treatment Plant, Whale Rock Reservoir, Water Quality Lab, Water Resources, Water Resource Recovery Facility, and Water Administration/Engineering sections. Approximately 97 percent of the Source of Supply budget is utilized to fund the delivery of raw water to the City’s Water Treatment Plant and to fund associated capital repairs and projects at the City’s three surface water reservoirs. During the first half of the Fiscal Year, the Spillway Underdrain Repair project was completed at the Whale Rock Reservoir and the City began the second phase of its groundwater cleanup project within the San Luis Obispo Basin.
Approximately 40 percent of the Source of Supply budget funds debt service for the Nacimiento Water 37 The Utilities department maintains 142 miles of sewer main annually. The data in the table above was updated on 11/8/2023 and represents roughly 36% of the fiscal year. Relative to the 2021 American Water Works Association Utility Benchmarking report, 0.9-1.1 SSOs per 100 miles of sewer main would put the City in the 75th percentile of surveyed wastewater service providers.
38 The Utilities department maintains 192 miles of water main annually. The data in the table above was updated on 11/14/2023 and represents roughly 37% of the fiscal year. 39 The data located in the table above was updated on 11/26/2023 and represents roughly 41% of the fiscal year. 40 The data located in the table above was updated on 11/8/2023 and represents roughly 36% of the year.
Budget Report Pg. 72
Department Updates - Utilities
Project, which has been critical in allowing the City to manage source water supplies without requiring mandatory water conservation measures. Storms during the winter of 2022-23 damaged the Nacimiento pipeline, resulting in a disruption of service to the City. County of San Luis Obispo staff are currently preparing design plans for permanent repairs to the pipeline and anticipate the pipeline will be restored to approximately 50 percent of capacity by Spring of 2024. It is expected that FEMA and Cal OES will provide funding for over 90 percent of the permanent repairs to the pipeline.
Reservoir Operations
This section consists of three staff members that are responsible for maintenance and operation of Whale Rock Reservoir, 18 miles of raw water pipeline, and two pump stations that deliver untreated water to the Water Treatment Plant. CIP projects are planned to maintain, replace, or upgrade infrastructure to meet the goals of protecting source water quality and ensuring consistent water delivery. From August-October a contractor completed the Spillway Underdrain Repair project, restoring the spillway underdrain system to its original capacity and function. Additionally, Whale Rock staff added additional monitoring equipment to the reservoir to allow for continuous monitoring of overflow volumes from the lake and conducted debris removal from sections of Old Creek downstream of the reservoir to ensure proper stream flow. Staff also conducted repairs to a section of the Whale Rock pipeline that was exposed due to landslides during the Winter storms in 2022-23.
Water Treatment
Water Treatment is an 11-member team responsible for the operation and maintenance of the City’s drinking water plant. In the first half the current fiscal year, the water treatment plant has provided the City’s users and Cal Poly with over 2,504 acre-feet of safe, reliable, potable drinking water. The water treatment plant is now operating with state-of-the-art ozone disinfection equipment that was installed last year as part of the Water Energy Efficiency Project. To understand and plan for future equipment needs, the Utilities Department is working with a consultant to develop a Water Treatment Plant infrastructure replacement strategy. The infrastructure replacement strategy will help the section understand equipment replacement needs, how changing regulations may require upgrades to the plant, and how water may be more effectively treated to meet regulatory standards while minimizing costs. Global supply chain issues and shortages of raw materials continue to impact prices of chemicals used in the water treatment process. Similarly, electricity costs continue to escalate due to PG&E rate increases. In October, the treatment plant brought online its new Tesla backup battery system, which is expected to reduce electricity expenditures by over $100,000 per year. The battery also provides backup power to the treatment plant for approximately seven hours in case of a power outage.
Water Distribution
Water Distribution is a 12-person team responsible for the operation, maintenance, and expansion of the City’s Water Distribution system. This system of pipes, tanks, pumps, valves, meters, and hydrants transport water from the Water Treatment Plant throughout the City for fire protection and community use. In the first half of the fiscal year, the section installed a new pressure-reducing valve on Highland Drive. This new valve provides a secondary source of water supply for the pressure zone surrounding Bishop Peak School and the Patricia Drive area. This installation greatly improved fire flow availability in the area surrounding the school and provides necessary redundancy for maintenance activities.
Additionally, staff completed the design and bid process for two major CIP projects, including the replacement of a 3,000’ of 16” transmission main along Johnson Ave. The section has also begun installation of a small number of AMI (advanced metering infrastructure) endpoints in a pilot area to test the technology’s viability and assess it for potential benefits. The crew repaired or replaced 31 service lines, repaired 5 water main leaks, performed 3,069 work orders related to establishing water service for new customers, and flushed, maintained, or replaced 401 fire hydrants.
Water Resources
Water Resources is a three-person team responsible for the development of local groundwater resources, expansion of the City’s use of Recycled Water, and implementation of the City’s Water Conservation programs. This team currently has one vacant position that has been open since July and is expected to be filled in March of 2024. The team is also responsible for public outreach and Budget Report Pg. 73
Department Updates - Utilities
communications regarding the City’s drinking water program, which includes radio advertising, social media outreach, and special event campaigns. The team received notification of grant funding for the final phase of the Groundwater Cleanup Project, which will provide about $6.6 million to install up to 12 monitoring wells and construct two new groundwater extraction wells with treatment systems.
The City is working with the California State Water Resource Control Board to finalize the funding agreement, and working with consultants to finalize design, environmental studies, and permitting for the project. Construction for the monitoring and extraction wells are anticipated to begin in AugustSeptember 2024, with the project anticipated to be completed by Spring of 2026. The team launched a revised water rebate program designed to reduce potable water use in the City while utilizing $30,000 that was approved as part of the 2022-23 and 2023-24 budgets. Following up on the work done to revise the rebate program, the team is completing a Water Conservation and Efficiency Plan, which details the City’s history of water conservation and considers future paths for water conservation programing.
Refinements to the administration of the Recycled Water Program, including enhanced communication with Site Supervisors and property managers, updated, and streamlined reporting, and increased oversight, have resulted in a better understanding of the needs of recycled water users and a greater assurance that the Department is meeting State. On 2/7/2023, staff received Council direction to release a Request for Interested Parties (RFIP) as part of the Roadmap for the Maximization of Recycled Water.
Through the RFIP staff were able to identify regulatory, operational, economic, and legal requirements for extraterritorial recycled water sales. The RFIP was released September 2023 and closed December 2023. Only one response was received, which did not meet the minimum pricing requirements set forth in the RFIP and corroborated by rate consultants and legal counsel. Staff will continue to explore opportunities to maximize recycled water for community benefit.
Wastewater Administration/Engineering
The Wastewater Administration/Engineering program leads, evaluates, and provides guidance and direction for the effective management of the various wastewater programs. It provides strategic and long-term planning for environmental compliance, stormwater, water quality analysis and reporting, wastewater treatment and conveyance, solid waste and recycling, the Utilities Department’s safety program, and recycled water production. Major work efforts of this section are currently centered around the upgrade and regulatory permitting of the Water Resource Recovery Facility (WRRF) SLO Water Plus project, public outreach and education, the sewer lateral rebate program, sewer system modeling, departmental asset management standardization, consolidating roles and responsibilities of the Citywide Stormwater Program, completing water quality laboratory certification for environmental analysis and documentation, and negotiation of a new solid waste franchise agreement with San Luis Garbage.
Wastewater Collection
This nine-member program of the Utilities Department is responsible for the operation and on-going maintenance of the City’s wastewater collection system, with two staff members dedicated to the maintenance of the City’s storm drain systems. The lateral rebate program offers financial support to homeowners opting for sewer lateral replacement, granting rebates ranging from $2,000 to $3,000.
Between July 1, 2023, and November 14th, 2023, 26 sewer laterals were replaced, and 13 lateral rebates were issued. Notably, the completion of the Calle Joaquin lift station project stands as a significant achievement in this fiscal year. Additionally, the team is gearing up for a comprehensive two-year flow study aimed at updating information related to capacity-constrained segments of the system. The study aims to provide valuable insights for prioritizing capital improvement projects over the next decade and assess the effectiveness of the sewer lateral programs. These programs contribute to reduced inflow and infiltration into the wastewater collection system, meet regulatory requirements, protect human health, and preserve capacity. The program is currently updating its Sanitary Sewer Management Plan (SSMP) to address regulatory changes from a State-issued general order that went into effect on June 2023, and plans to bring the SSMP to council for adoption sometime in the fall of 2024. During the storms of early 2023, where the sewer system experienced some of the highest flows on record due to flooded Budget Report Pg. 74
Department Updates - Utilities
streets, staff are proud to report that there were zero sanitary sewer overflows. This is a testament to an aggressive preventative maintenance program and the adoption of novel technologies like a smart cover monitoring network.
Environmental Programs
Environmental Programs (EP) oversees pretreatment industrial compliance for about 340 industrial users within the City, including six Significant Industrial Users (SIUs). EP staff transitioned its paper filing and reporting system to an electronic platform called ACP FOG this year, which tracks inspections performed for industrial users within San Luis Obispo. The implementation of this software has enabled staff to meet data tracking requirements better, monitor and report to the Water Board, streamline inspection and monitoring processes, and reduce costs related to the administration of the program.
Additionally, staff have improved measurement and enforcement of fats, oils, and grease (FOG) at restaurants. New equipment has enabled staff to better measure solids in grease traps and interceptors.
This is important as the reduction of FOG inflow to the wastewater collection system reduces the risk of downstream sanitary sewer overflows (SSOs).
Water Resource Recovery Facility
This 13-member section of the Utilities Department is responsible for the operations and maintenance of the City’s Water Resource Recovery Facility (WRRF), which treats all wastewater from the City, County Regional Airport, and California Polytechnic University, and includes recycled water production.
The WRRF upgrade project (SLO Water Plus), the largest CIP project in the City’s history, has seen significant progress in most aspects of construction, with approximately 75 percent of the initial treatment processes completed and placed into service. Due to unforeseen conditions such as contaminated soils and other hazardous materials, pandemic related supply chain and labor impacts, and weather, the project is considered delayed. A detailed breakdown of project delays and underlying impacts is currently being compiled by the General Contractor, PCL Construction. However, commissioning of the completed systems has resulted in full compliance capacity with a Time Sensitive Order (TSO) issued by the Regional Water Board. Staff anticipate receiving a new discharge permit from the Regional Water Board in June of 2024 and are currently negotiating the terms. The remaining SLO Water Plus construction includes work that results in additional treatment capacity and new odor control facilities. During construction, operations and maintenance staff have worked around construction and with the existing treatment train to convert nearly half a billion gallons of wastewater to safe, clean water. While the 2023-25 Financial Plan indicated completion by the first quarter of 2024, the SLO Water Plus project is now anticipated to be substantially completed by July 2024. Project closeout is expected by the end of calendar year 2024, which will include a ribbon-cutting ceremony and a series of public outreach events.
The WRRF program is categorized as yellow because of three unanticipated costs. First, staff budgeted the fiscal year 2023-24 electric service account assuming a 35% rate increase; however, staff were informed in January 2024 that the cumulative electric rate increase from January 2023 to July 2024 is now forecasted to be 63% for Community Choice Aggregate customers. In fiscal year 2023-24, staff anticipate being able to utilize underspend in other accounts to cover the rate increases. That said, staff will continue to monitor spend rates and provide an updated forecast on electric service spending at the 2023-24 3rd Quarter Report. Staff will need to request additional electric service budget at 2024-25 Budget Supplement.
Second, during the demolition of a legacy treatment system, the construction team encountered residual mercury, which was part of a sealed component of the old system. Staff worked closely with the construction team and regulators to safely remediate the site and properly dispose of the hazardous materials. The estimated impact of this work is $350,000 and is not covered by the WRRF upgrade budget. Staff will seek authorization to appropriate this funding through Undesignated Capital (Completed Projects) at 2024-25 Budget Supplement.
Budget Report Pg. 75
Department Updates - Utilities
Third, construction delays produced sequencing constraints that resulted in the generation of significant odors which have impacted the community. Staff collaboration and creative solutions have resulted in temporary operations to reduce odor and stabilize impacts on discharge compliance. These solutions include a supplementary centrifuge to assist with solids separation and disposal services for solids byproducts in excess of current processing capacity. These systems will be utilized until permanent infrastructure related to solids handling is completed in the spring of 2024. Staff will seek authorization to appropriate funding for the costs of these temporary odor reduction measuresthrough Undesignated Capital (Completed Projects) at 2024-25 Budget Supplement.
Sewer Fund Undesignated Capital (Completed Projects) are funds that have been approved by Council to be spent on capital projects but are not designated to a specific project. This balance increases when Sewer Funded projects are completed under budget.
Utilities Revenue
Utilities Revenue is staffed with two full-time positions and provides support to 16,765 service connections. This includes billing, payment collection, past-due processing, and customer service.
Staff also administer the customer assistance program, which applies a 15% discount to the water and sewer bills of qualifying customers. 18641 customers are enrolled in the customer assistance program. In coordination with the Community Action Partnership of San Luis Obispo County (CAPSLO), Utilities Revenue staff have administered $140,28842 in direct bill relief for eligible customers through the LowIncome Household Water Assistance Program (LIHWAP) from June 2022 to present.
Water Quality Lab
The five-member Water Quality Laboratory (WQL) is an Environmental Laboratory Accreditation Program (ELAP) State Certified Laboratory that performs sampling and/or analyses in support of City services including wastewater, recycled water, groundwater, drinking water, and the San Luis Obispo Creek watershed. The WQL operates under regulations ensuring compliance with Federal, State, and local regulations. For the past six months, staff provided continued support for the WRRF Upgrade and corresponding regulatory permit negotiations, protecting public and environmental health. Staff also continues to implement new Environmental Lab Accreditation Program Standards.
Water Quality Lab staff maintain an ongoing partnership with the County and other health professionals in wastewater-based epidemiology to track and support general trends relating to the COVID-19 pandemic.
Solid Waste & Recycling
The Solid Waste and Recycling (SW&R) Program was created in July 2019 to ensure compliance with solid waste legislation such as Senate Bill 1383 and Assembly Bill 1826, manage the City’s SW&R collection franchise agreements, conduct public outreach, and work with external partners such as San Luis Garbage and the Integrated Waste Management Authority (IWMA). In July 2023, a full-time permanent SW&R Coordinator was hired. In September, a Cal Poly College Corps Fellow joined the SW&R Program to support the City’s Climate Action - Lead by Example Zero Waste Plan implementation.
Some of the projects that staff are currently working on include the completion of the updated waste characterization study, preparation for expiration of the waste SW&R collection franchise agreements, coordination with the IWMA on regional efforts and governance, and acquisition and implementation of a CalRecycle Beverage Container Grant.
In October 2023, the County Board of Supervisors voted to rejoin the IWMA through a Joinder Agreement. This agreement provides a pathway for the County to rejoin the IWMA with a single seat 41 186 customers are enrolled in the customer assistance program as of 11/28/2023. 42 Staff have secured $140,288 in direct bill relief for eligible customers through LIHWAP as of 11/29/2023.
Budget Report Pg. 76
Department Updates - Utilities
and a single vote on the IWMA Board. The Resolution to Adopt IWMA Joinder Agreement is scheduled to be considered for approval by the City Council in January 2024.
Along with the City’s Sustainability and Natural Resources Team, staff debuted 30 new Sustainable SLO recycling and trash bins in November 2023 as part of the $236,531 CalRecycle Beverage Container Recycling Grant awarded to the City. The Big Belly manufacturer “smart” bins provide the City and waste hauler with insights into waste volumes, minimizes overflow, reduces maintenance needs, while creating cleaner, more beautiful streets, and public spaces. Staff continue to implement public outreach elements of the grant.
Stormwater
The Stormwater program is an interdepartmental approach to meeting the stormwater requirements outlined by the State Water Resources Control Board (SWRCB). Staff from Utilities, Public Works, Community Development, and Administration departments all contribute to the underlying goal of protecting water quality and meeting regulatory standards. Stormwater uses interventions like Low Impact Development infrastructure (LID), groundwater infiltration and recharge, community education, regulatory compliance, construction site management, and clean up and abatement of illicit discharges to protect water quality.
The city received a notice of violation (NOV) in July 2023 from the 2022 Post-Construction Requirements (PCR) Annual Report. To address the NOV and prevent future violations, staff in the Utilities and Community Development Departments collaborated to perform field verification of structural control measures (SCMs) for construction projects completed from September 2021 through June 2023. Field verification of SCMs is now a required step prior to a final building inspection.
Staff have improved operations by working with IT staff to create an online portal for property owners to submit their annual self-inspection of post construction requirements forms as required by the Central Coast Regional Water Quality Control Board.
Safety
The Safety Program is currently comprised of a Safety Manager, who performs a variety of technical and professional duties in the implementation and coordination of the occupational safety programs and safety-related training for the Utilities Department.
In 2023, the Safety Manager visited each Utilities site multiple times, performed over forty risk assessments via job shadowing, and discussed any findings with relevant managers and supervisors. This position has been crucial to providing oversight and management of various hazardous material remediation efforts. Currently, the Safety Manager is collaborating with the Human Resources Department to review and publish the following Safety Programs: Hazardous Materials, Electrical Safety, Hazard Communication, Hearing Conservation, Machine Guarding, Safety at Heights/Fall Prevention, Respiratory Protection, Lead and Asbestos, Heat Illness, Exposure Control, Fire Prevention and Trenching and Excavation.
Budget Report Pg. 77
CIP Update
Section E: CIP Update
Table 35 - Completed and Ongoing Capital Project Update Budget Report Pg. 78
CIP Update
Table 36 - Status of Major and Legacy Projects in Design Budget Report Pg. 79
On track
Task delayed or potential setbacks with workable solutions Problems emerged with no solution yet
MCG Task/ Action Completion
Date
Status
1.1 For All Members of the Community
1 ER,CV & FS a. Implement the relevant actions in the updated Economic Development Strategic Plan (EDSP) focusing on those relevant to Economic Resiliency, Cultural Vitality and Fiscal Sustainability. Ongoing 2 ER,CV & FS
b. Continue to partner with the Office of Sustainability to implement the economic development related actions in the Climate Action Plan (CAP) as well as the sustainability related actions in the updated Economic Development Strategic Plan (EDSP) Ongoing
3 ER,CV & FS
c. Continue to partner with the Office of Diversity, Equity and Inclusion (DEI) to implement the economic development related actions in the DEI major City goal and planned DEI strategic framework as well as the DEI related actions in the updated Economic Development Strategic Plan (EDSP)
Ongoing
4 ER,CV & FS
d. Continue to monitor local labor participation in major City projects and adjust the City's efforts as needed to ensure local labor participation through the use of Community Workforce Agreements and other similar tools. Work to finalize CWA for Prado Overpass and Public Safety Center.
Ongoing
5 ER,CV & FS e. Continue to update the employment scorecard and the economic activity scorecard. Ongoing
1.2 Business Support
6 ER,CV & FS a. Continue activations, promotions and programs like "Buy Local Bonus", "Eat Local Bonus" and "Shop local" to build economic resiliency through out the City and including downtown. Ongoing 7 ER,CV & FS
b. Continue to work with partners at the Chamber, REACH, Cal Poly, Downtown SLO, SCORE and others to support the business community through retention, creation, attraction, education and communication efforts.
Ongoing
8 ER,CV & FS c. Continue to promote the City to tourists, visitors and locals through the efforts of the TBID and the PCC. Ongoing
9 ER,CV & FS
d. Continue to focus on efficiency and transparency in the permitting process through implementation of new tools, performance management reporting, and enhanced customer transparency tools. Report recurring performance measures or permit processing times during General Plan Annual Report.
Ongoing
10 ER,CV & FS e. Ensure broad and inclusive engagement in area and specific plans updated by the Community Development Department to represent the needs of local businesses. Ongoing 11 ER,CV & FS
f. Conduct outreach and engagement with property owners and businesses in the Upper Monterey Special Focus Area to confirm scope in pursuing an area plan consistent with Land Use Element Policy 8.2.2.
FY25 Q4
12 ER,CV & FS g. Continue to support new and expanded private childcare options through the use of grant funding and other programs.
Ongoing
Section F: Major City Goal Update
MCG Key: ER,CV, FS= Economic Resiliency, Cultural Vitality & Fiscal Sustainability; DEI= Diversity, Equity & Inclusion; HH=Housing and Homelessness; CA, OS, ST= Climate Action, Open Space & Sustainable Transportation Section F: Major City Goal Update Budget Report Pg. 80
MCG Task/ Action Completion
Date
Status
13 ER,CV & FS
h. Continue to support the childcare options for school age children through the City's own programs and programs in conjunction with other partners. Ongoing 14 ER,CV & FS
i. Proactively evaluate and implement after briefing council on opportunities to partner with Cal Poly, San Luis Coastal Unified School District and other major employers for employer supported childcare programs.
Ongoing
15 ER,CV & FS j. Represent the interests of the business community during the implementation of the broadband strategic plan. Ongoing
1.3 Arts & Culture Support
16 ER,CV & FS a. Continue to partner with Downtown SLO to ensure the promotion, resiliency, growth, and vitality of the Downtown. Ongoing
17 ER,CV & FS
b. Continue to financially and operationally support Downtown SLO during the winter holidays including incentivizing private participation through the matching program.
Ongoing
18 ER,CV & FS c. Continue to support the Downtown SLO programs like Clean & Safe, the Ambassadors and homelessness support. Ongoing
19 ER,CV & FS
d. Develop a Council report and Study Session on downtown vacancies, the status and possible options to address any issues identified. FY25 Q4
20 ER,CV & FS Develop an implementation plan for the recently adopted Access and Parking Management Plan and begin execution of the plan. Ongoing
21 ER,CV & FS f. Begin construction of the Cultural Arts District Parking Structure.
Under
Construction
22 ER,CV & FS g. Replace the existing Mission Plaza Restrooms in compliance with Mission Plaza Concept Plan and Council Direction. Ongoing
1.4 Downtown Vitality
23 ER,CV & FS a. Continue to work with our community partners to ensure the Cultural Vitality of the City. Ongoing 24 ER,CV & FS b. Continue to execute the City's public art master plan. Ongoing 25 ER,CV & FS c. Ensure that the City promotes the various City and privately owned art installations through programs like the public art promotional plan developed by the PCC. Ongoing 26 ER,CV & FS
d. Continue to financially support the Arts and Cultural Activities of the City through the PCC's GIA program and the additional grant funding via the PCC. Ongoing 27 ER,CV & FS e. Continue the citywide banner program. Ongoing 28 ER,CV & FS
f. Continue to support the preservation of the City's adobes, including work on the La Loma Adobe through a phased approached intended to ensure that the structure is ready for active stabilization efforts by 2025.
FY25 Q4
29 ER,CV & FS g. Initiate implementation of the consultant recommended phased approach to update the City's historic resources inventory.
FY24 Q2
30 ER,CV & FS
h. Develop a Council Memorandum on the current base level of economic support for Arts and Cultural activities across the various departments in the City. Complete
1.5 Practicing Fiscal Responsibility
31 ER,CV & FS
b. Conduct a Study Session on alternative capital project delivery options and determine whether Council wishes to proceed with a Charter Amendment. FY24 Q4 32 ER,CV & FS c. Implement a City fee program update. FY24 Q3 33 ER,CV & FS
Continue to implement and enhance the City's sound financial management practices to support stability of the organization and services provided to the community. Ongoing 34 ER,CV & FS d. Implement a Development impact fee (AB1600) study and update. FY24 Q3 Section F: Major City Goal Update Budget Report Pg. 81
MCG Task/ Action Completion
Date
Status
35 ER,CV & FS e. Monitor Public Banking advances and alert the City Council to major changes. Ongoing 36 ER,CV & FS
f. Continue to support and prioritize employee development and growth through investing in resources to train, develop, and onboard new and transitioning employees. Ongoing 37 ER,CV & FS g. Continue to support employees in managing their workloads by reviewing and prioritizing work efforts, goals, and balancing trade‐offs for a new workload. Ongoing 38 ER,CV & FS
h. Continue to evaluate and adjust internal meetings to create more effective meeting practices. Ongoing
39 ER,CV & FS
i. Continue promoting cross‐department communication and collaboration amongst employees. Ongoing
40 ER,CV & FS j. Continue to evaluate and enhance the training and usability of Oracle Cloud, the City's Enterprise Resource Planning/Human Capital Management software. Ongoing
2.1 Establish Office of DEI
41 DEI
a. Based on the completion of the DEI Strategic Plan, determine the ongoing support structure needed in the Office of DEI to optimally deliver organizational and community programs and services.
Ongoing
42 DEI b. Work with Cal Poly and Cuesta to host interns. Ongoing 43 DEI
c. Further develop purpose, role, activities, and enhance impact of DEI Employee Committee, including equal standing and priority to tasks and responsibilities assigned to the members (e.g.
ERGs, newsletters, cultural celebrations, trainings, internal communication, public web pages, etc.).
Ongoing
44 DEI d. Continue to support and act as the staff liaison to the Human Relations Commission (HRC). Ongoing 45 DEI
e. Continue to provide grant support to the HRC for DEI High Impact Grants, Community Development Block Grants and Human Services Grants and complete necessary follow up and reporting with grant recipients.
Ongoing
2.2 Develop & Implement DEI Strategic Plan
46 DEI a. Complete a DEI Strategic Plan for comprehensive DEI initiatives and programming for the organization and community based on needs, priorities, and resource assessments.
FY24 Q3
47 DEI
b. Implementation of prioritized programs as outlined in the DEI Strategic Plan within available resources. FY24 Q3
2.3 Workforce Recruitment & Retention
48 DEI a. Continue to enhance job descriptions and recruiting materials such as materials in Spanish or in different formats to easy access. Ongoing
49 DEI
b. Assess and develop enhancements processes such as implementing DEI‐focused screening and interviewing trainings to personnel and interview panels. Ongoing 50 DEI c. Create and rollout DEI‐focused trainings for employees. Ongoing 51 DEI d. Examine policies and programs to support primary caretakers. Ongoing 52 DEI e. Continue communicating childcare options and resources for City employees; additional to First 5 findings. Explore flex schedules, job share, remote options, etc. Ongoing
2.4 Inclusive & Equitable Workplace
53 DEI a. Develop and adopt a DEI statement for the organization. FY24 Q3 54 DEI b. Develop and implement a DEI module in new hire onboarding process. Ongoing Section F: Major City Goal Update Budget Report Pg. 82
MCG Task/ Action Completion
Date
Status
55 DEI c. Provide DEI‐related training for all staff of all levels (Council, Commission, Advisory Board, Directors, Managers, Staff, etc.). Ongoing
56 DEI
d. Complete a planning study for gender‐inclusive restroom and sleeping facilities for Fire Stations 3 & 4. Procees with design work pending results of study. Ongoing
2.5 Community‐based Policing & Restorative Practices
57 DEI a. Promote DEI best practices in Police Department (PD) recruting and hiring efforts. Ongoing 58 DEI
b. Work in partnership with Facilities and PD to ensure new public safety building design is equitable and inclusive for the community and all department employees. Ongoing 59 DEI
c. Continue to work with community partners (PAC and Roundtable) to give the community a voice in policing and that 21st Century Policing Recommendations are implemented where possible.
Ongoing
60 DEI
d. Use Community partnerships to help build a 5‐year strategic plan to create transparency and legitimacy. Ongoing
2.6 Cal Poly & Cuesta Partnerships
61 DEI
a. Establish bimonthly collaborative and informative meetings with Cal Poly Office of University Diversity & Inclusion and Cuesta College Office of Student Equity & Special Programs to futher explore partnerships around education and training.
Ongoing
62 DEI
b. Utilize the Assistant VP for Strategic Planning and Network at Cal Poly OUDI to research best practices, grants for interships, programs, outreach, innovative practices, etc. Ongoing 63 DEI
c. Host City/Cal Poly quarterly roundtable (City & Cal Poly leadership, DEI Employee Committee, HRC, Cal Poly students, DEI Leaders, Cuesta College, etc.) regarding community/student experience, relationship‐building and partnership programs.
Ongoing
64 DEI
d. Explore and develop shared multicultural programming, activities, and events with Cal Poly, Cuesta College, and Non‐profit partners through a pilot and/or pop up multicultural center experience.
Ongoing
65 DEI e. Contract to develop a feasbility study for a multicultural center. Ongoing
2.7 Access, Inclusion, Support for Underrepresented Communities 66 DEI a. Support the development and implementation of the Broadband Strategic Plan to ensure access is equitable and pursue funding to fill gaps.
Ongoing
67 DEI
b. Continue to provide Community Academy program in even numbered years including application outreach to underserved/underrepresented communities. Complete 68 DEI c. Complete training for applicable staff on the City's updated Public Engagement & Noticing (PEN) to ensure diverse participation. Ongoing
2.8 Community Education & Programming
69 DEI a. Review and embed DEI language into existing policies and procedures, codes of conduct within facilities, parks, programs, events, and rentals for services provided to the community. Ongoing 70 DEI b. Include DEI Manager Financial Planning Steering Committee meetings. Ongoing 71 DEI c. Edit existing and create new policies and procedures that reflect a DEI lens for internal processes to ensure all City Departments support the DEI MCG. Ongoing 72 DEI
d. Provide financial assistance to qualified families through City funded scholarships for youth related programs such as: before/after‐school childcare, spring break & summer camps, swim lessons, and after‐school sport programs.
Ongoing
3.1 Implement Housing Element
Section F: Major City Goal Update Budget Report Pg. 83
MCG Task/ Action Completion
Date
Status
73 HH
a. Initiate a missing middle housing program that enables "house‐scale" multi‐family housing opportunities (duplex, tri‐plex, bungalow court, etc.) in neighborhoods where existing infrastructure (e.g. arterial and collector streets) can support additional infill and intensification and promote complete neighborhoods.
FY25 Q4
74 HH
b. Initiate an update to the Margarita Area Specific Plan to include more housing options of all types (affordable, multi‐family, mixed‐use) on undeveloped land, and work with property owners on a plan for the completion of the Prado Road extension to Broad Street.
FY25 Q4
75 HH c. Initiate an update to the Airport Area Specific Plan to allow mixed‐use residential development, where appropriate and consistent with the County Airport Land Use Plan FY25 Q4 76 HH
d. Conduct a Study Session with the City Council to identify needs and opportunities across the housing spectrum, including various types of transitional and supportive housing options.
FY24 Q3
77 HH
e. Develop a scope of work for possible funding as part of the 2023‐25 Financial Plan Supplement to update the City's parking requirements in consideration of best practices that support housing production. Strategies may include lowering parking minimums, establishing parking maximums, reducing parking requirements in areas close to services and transit facilities, and other proven strategies.
FY24 Q3
78 HH
f. Implement Below Market Rate Housing best practices including leveraging affordable housing fund revenues, down payment assistance programs, streamlined processing of loan documents, and updated policies and procedures.
FY24 Q4
3.2 Implement Inclusionary Housing Ordinance
79 HH
a. Work collaboratively with County and key stakeholders to coordinate regional encampment and street outreach, including an expanded hotel voucher program to ensure a bridge for temporary emergency shelter
FY24 Q4
80 HH
b. Increase homelessness response communications, resource sharing, and education, including increased public use of Ask SLO app
FY24 Q4
81 HH
c. Expand implementation of digital encampment management tool internally and for potential countywide use or explore using other countywide systems shared with other regional partners.
FY24 Q4
82 HH
d. Leverage additional funding from other partner agencies for Mobile Crisis Unit (MCU) program, and Community Action Team (CAT) and service expansion; develop sustainable safe parking programs; and pilot additional transitional shelter programs with regional partners FY24 Q4
83 HH
e. Support County and regional partners in pursuing and implementing funding resources as appropriate given the City's role for services, and transitional and permanent supportive housing, including Encampment Resolution Funding and Project Homekey grants FY24 Q4
84 HH
f. Continue to develop the City's Safe Housing Outreach and Education Program, including preparation of a Council Memo on options for protecting renters, including homelessness prevention strategies.
FY24 Q3
85 HH
g. Monitor and update the two‐year Homelessness Response Strategic Plan to align with Countywide Plan to Reduce Homelessness, other regional and state opportunities, and in advance of next City financial plan
FY25 Q2
Section F: Major City Goal Update Budget Report Pg. 84
MCG Task/ Action Completion
Date
Status
3.3 Below Market Rate Portfolio Management
86 HH a. Environmental clean‐ups in creek and open space areas associated with abandoned personal property and trash. (Funding approved on March 7, 2023) FY25 Q4 87 HH
b. Environmental clean‐ups in City Parks and public spaces associated with abandoned personal property and trash. (Funding approved on March 7, 2023) FY25 Q4
3.4 Financial Management
88 HH a. Maintain SLOPD bike patrol program as staffing allows FY25 Q4 89 HH
b. Implement the new Community Service Officer program over the next fiscal year to ensure effectiveness and improvements in quality of life surrounding homelessness issues in the downtown (funding approved on March 7, 2023)
Complete
4.1 Provide Sustainability Resources to Achieve Council's Adopted Goals 90 CA, OS, ST a. Continue to install electric vehicle chargers and replace fleet vehicles as needed with all‐ electric alternatives as called for by CAP Lead by Example task 1.1.A . Ongoing 91 CA, OS, ST b. Continue to electrify the bus fleet as called for by CAP Lead by Example task 1.1.A. Ongoing 92 CA, OS, ST c. Complete installation of solar panels at the City's Bus Yard, Fire Station 1, and Sinsheimer Pool as called for by CAP Lead by Example task 1.1.A.
FY25 Q2
93 CA, OS, ST
e. Apply the "Sustainable SLO" mark to City infrastructure and assets and conduct a general awareness outreach program as funding and staff resources allow, as called for by CAP Lead by Example task 1.1.B.
Ongoing
94 CA, OS, ST
f. Provide ongoing support for Central Coast Community Energy Policy and Operations Board Members, and engage in staff level policy and program development, as called for by CAP Clean Energy task 1.1.A
Ongoing
95 CA, OS, ST
g. Pursue funding, and if feasible, create the "Green and Healthy Buildings” service to educate the community and connect building owners with resources, federal funding, incentives, financing, contractors, and streamlined permitting as called for by CAP Green Buildings Task
2.1.B, 2.1.C, and 2.1.D, and CASE Program HE‐4.7.
Ongoing
96 CA, OS, ST
h. Continue to monitor impacts to Municipal Code 8.11 (All‐Electric New Buildings), and if necessary return to Council with an alternative approach to achieving the City's climate action goals as they relate to new buildings.
Complete
97 CA, OS, ST
i. Conduct a study session, and pending Council direction, develop an equitable framework for cost effective building electrification retrofit policies, with an initial focus on additions and alterations, as called for by CAP Green Buildings Task 2.1.E.
Ongoing
98 CA, OS, ST
j. Continue SB 1383 implementation by developing an inspection and enforcement program and complying with procurement requirements for organic waste and paper as called for in CAP Circular Economy task 1.1.A and 1.1.B.
Ongoing
99 CA, OS, ST
k. Continue to support the IWMA on facilitating the City's edible food recovery programs as called for in CAP Circular Economy task 1.1.C, 1.2.A, and 1.3.A. Ongoing 100 CA, OS, ST Sustain, Manage, and Enhance the City's Greenbelt and Make Progress on Planting 10,000 trees by 2035 Ongoing
4.2 Continue to Update & Implement the Climate Action Plan ("CAP") for Carbon Neutrality 101 CA, OS, ST
a. Actively implement opportunities to purchase open space lands and permanent land conservation agreements in furtherance of the City's Greenbelt Protection Program as called for by CAP Natural Solutions task 1.1.A.
Ongoing
102 CA, OS, ST
b. Complete installation of adopted trail systems at the Irish Hills Natural Reserve and at Miossi Open Space. Ongoing
Section F: Major City Goal Update Budget Report Pg. 85
MCG Task/ Action Completion
Date
Status
103 CA, OS, ST
c. Identify and implement trail alignment revisions, if feasible, and other solutions to reduce erosion and wet weather closures and address trail user safety and enjoyment at Reservoir Canyon Natural Reserve.
Ongoing
104 CA, OS, ST
d. Continue Open Space education activities including the "hikes with experts" series, Junior Ranger Camp, and ongoing public information and programming, with emphasis on equity and equitable access.
Ongoing
105 CA, OS, ST
e. Continue implementation by Ranger Service staff of all Open Space maintenance activities including establishing a replacement schedule for Open Space trailhead improvements, as well as replacement or repair of Open Space fencing currently in disrepair, all as set forth in the adopted Open Space Maintenance Plan
Ongoing
106 CA, OS, ST
f. Continue ongoing Ranger Service patrol of Open Space areas ensuring compliance with the City Open Space regulations, the safety of users, and protection of natural resources values and functions.
Ongoing
107 CA, OS, ST g. Implement priority projects at Righetti Hill Open Space consistent with the Conservation Plan (if adopted in May 2023). Ongoing
108 CA, OS, ST
h. Continue to work with community groups on tree planting in creeks and open space areas toward the goal of 10,000 trees by the year 2035 as called for in CAP Natural Solutions task
2.1.A
Ongoing
109 CA, OS, ST
i. Continue to expand climate‐informed maintenance practices in the Greenbelt through external funding and partnerships, and conduct ongoing monitoring on carbon sequestration results and other co‐benefits for existing and potential future projects, as called for in CAP Natural Solutions task 2.1.B.
Ongoing
110 CA, OS, ST j. Continue to implement rehabilitation efforts throughout the City's open space network where storm damage has occurred to trails, access roads, and other open space infrastructure. Ongoing 111 CA, OS, ST
k. Continue partnership with City Farm SLO to install site security and access measures and to implement California Farmland Conservancy Program grant scope of work. Ongoing
4.3 Continue Preservation, Maintenance, & Enhancement of the City's Open Space & Urban Forest 112 CA, OS, ST
a. Active Transportation Plan (ATP) Tier 1 Network ‐ Higuera Complete Street Project: Complete final design and construction of active transportation and safety improvements along Higuera Street corridor from Marsh St. to Los Osos Valley Rd.
FY25 Q3
113 CA, OS, ST
b. Active Transportation Plan (ATP) Tier 1 Network ‐ South/King Crossing: Complete design and construction of a new protected bicycle/pedestrian crossing at the intersection of South St. & King St., improving access to Meadow Park, Hawthorne Elementary, and existing active transportation routes.
FY25 Q3
114 CA, OS, ST
c. Active Transportation Plan (ATP) Tier 1 Network ‐ Foothill Complete Street Project: Continue design of active transportation and safety improvements along the Foothill Blvd. corridor between the western city limits and California Blvd., with goal to have shovel‐ready project for construction in FY2025‐27.
FY25 Q1
115 CA, OS, ST
d. Active Transportation Plan (ATP) Tier 1 Network ‐ California/Taft Roundabout: Complete final design and right‐of‐way acquisition for new roundabout at the California Blvd. & Taft St. intersection, with goal to have shovel‐ready project for construction in FY2025‐27.
FY25 Q4
Section F: Major City Goal Update Budget Report Pg. 86
MCG Task/ Action Completion
Date
Status
116 CA, OS, ST
e. Active Transportation Plan (ATP) Tier 1 Network ‐ Paving Project Complete Street Elements:
Implement complete street and safety improvements as part of 2023 and 2024 summer paving projects as guided by the Active Transportation Plan and Traffic Safety/Vision Zero reports.
Ongoing
117 CA, OS, ST
f. Active Transportation Plan (ATP) Tier 1 Network ‐ Railroad Safety Trail (Orcutt to Tiburon) Connection: Initiate design and environmental review for a project that will complete the gap in the Railroad Safety Trail in the Orcutt Area between Tiburon Dr. and Orcutt Rd., including replacement of the narrow culvert on Bullock Lane and pedestrian/bicycle safety improvements at the Orcutt Road/Union Pacific Railroad Crossing.
FY25 Q4
118 CA, OS, ST
g. Active Transportation Plan (ATP) Tier 1 Network ‐ Foothill/California Railroad Crossing Improvements: Complete design and initiate construction of federally‐funded pedestrian safety improvements at railroad crossing.
FY25 Q4
119 CA, OS, ST
h. Active Transportation Plan (ATP) Tier 1 Network ‐ Prado Creek Bridge Replacement:
Complete design of new bridge, including sidewalks, protected bike lanes, and additional vehicular lanes to accommodate existing and future traffic demand. Includes reconstruction of S. Higuera/Prado intersection with additional capacity and protected intersection features to improve safety for pedestrians and cyclists.
Ongoing
120 CA, OS, ST
i. Active Transportation Plan (ATP) Tier 1 Network ‐ Prado/US 101 Interchange: Complete project approval and environmental document phase of project, and initiate design phase for new interchange, which includes extension of Prado Road over US 101 to Froom Ranch Way, with new northbound on/off‐ramps, four auto lanes, center median/left turn lanes, sidewalks and protected bike lanes. Includes realignment of Elks Lane and signalization of the Prado/Elks intersection.
Ongoing
121 CA, OS, ST
j. Vision Zero Implementation ‐ Update annual Traffic Safety Report to evolve into a 5‐Year Vision Zero Action Plan and continue ongoing implementation of traffic safety projects and programs, focusing efforts on the City's high crash/injury network.
Ongoing
122 CA, OS, ST
k. Transit Innovation Study Implementation: Begin planning implementation of strategies recommended in Final Transit Innovation Study, including incorporation of near‐term strategies as part of planned SLO Transit/RTA Short Range Transit Plan update, as called for in CAP Connected Community Task 4.2.A and in the APMP Strategies 1.C.
Ongoing
123 CA, OS, ST
l. Reassess the viability of launching a citywide bikeshare system, with ongoing coordination with Cal Poly as called for in CAP Connected Communities Task 2.2.A and the APMP strategy
1.B.1. Solicit potential bikeshare system operators if staffing resources allow and this can be done without diverting resources from delivering priority active transportation infrastructure projects.
FY25 Q4
124 CA, OS, ST
m. Public EV Chargers ‐ Enable public EV charger deployment on City property, support EV charger installation on private property, and deploy EV chargers in low‐income areas of the City as called for in CAP Connected Community Tasks 6.1.A, 6.1.B, and 6.1.D.
Ongoing
4.4 Alternative & Sustainable Transportation
125 CA, OS, ST
a. In coordination with Zone 9, convene a working group to assess the current creek flow monitoring system and provide recommendations for enhancements, as called for in CASE program FL‐3.13.
FY25 Q4
126 CA, OS, ST
b. Conduct a study session to consider options for funding stormwater and / or creek maintenance and flood preparedness in support of CASE programs 3.9, 3.10, 3.11, 3.12, 3.13, and 3.14.
FY25 Q4
Section F: Major City Goal Update Budget Report Pg. 87
MCG Task/ Action Completion
Date
Status
127 CA, OS, ST
d. Evaluate opportunities to integrate climate considerations in the City's Engineering Standards and Specifications as called for in CASE program MH‐1.6. Ongoing 128 CA, OS, ST e. Provide post‐disaster recovery resources and emergency preparedness education to vulnerable community members as called for in CASE program MH‐1.10. Ongoing 129 CA, OS, ST
f. Initiate the development of Wildland‐Urban‐Interface Defensible Space and Home Hardening Program as called for in CASE program FI‐5.15.
FY24 Q4
130 CA, OS, ST g. Monitor funding sources and if feasible pursue a Climate Resilience Hub planning grant with community partners, as called for in CASE program MH‐1.8. Ongoing 131 CA, OS, ST
h. In partnership with Zone 9, seek funding to initiate the Waterway Management Plan update to incorporate climate‐informed flood risk as called for in CASE program FL‐3.7. Initial work in this Financial Plan period is envisioned to include identifying and securing funding, developing a project scope, and drafting a request for proposals.
FY25 Q4
132 CA, OS, ST i. Develop an Urban Creeks Vegetation Management Plan as called for in CASE program FL‐3.10. Ongoing 133 CA, OS, ST j. Incorporate Traditional Ecological Knowledge into open space management decisions as called for in CASE program OP‐7.2. Ongoing
134 CA, OS, ST k. Implement the Mid‐Higuera Bypass Project. Ongoing 135 CA, OS, ST l. Implement the Laguna Lake Dredging and Sediment Management Project. Ongoing 136 CA, OS, ST m. Implement Silt Removal Projects from Priority Creek Locations. Ongoing 137 CA, OS, ST n Implement existing Community Wildfire Protection Plan and initiate focused update in 2024. Ongoing
4.5 Planning & Implementation for Resilience
138 CA, OS, ST a. Participate in the Cal Poly Climate Corps Fellowship program to build staff capacity as called for in the CAP. Ongoing
139 CA, OS, ST
b. Manage the Green Team to Support Lead by Example, Climate Adaptation and Safety Element of General Plan, and Climate Action Plan implementation, as called for in CASE program MH‐1.11 and OP‐7.9.
Ongoing
140 CA, OS, ST
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.
Ongoing
141 CA, OS, ST
d. Support regional efforts to develop the workforce required to implement the Climate Action Plan as called for in CAP task 2.2.A. Ongoing
142 CA, OS, ST e. Initiate update to the Lead by Example plan to inform the 2025‐27 Financial Plan as called for by CAP Lead by Example task 1.1.A and Lead by Example Plan Administrative Action 1 Ongoing 143 CA, OS, ST
f. Conduct GHG Emissions Inventory and Biennial CAP and Lead by Example Progress Reports as called for in CAP Administrative Action 2 and Lead by Example Plan Administrative Action 2.
FY24 Q3
144 CA, OS, ST
g. Continue to integrate climate action and resilience into the 2025‐27 Financial Plan development process consistent with Budget Policy A.6 and as called for by CAP Lead by Example task 1.1. and CASE Program MH‐1.5.
Ongoing
145 CA, OS, ST
h. As authorized by City Council (December 13, 2022) and as called for in CAP Administrative Action 6, pursue grant and other external funding sources opportunistically and strategically. Ongoing 146 CA, OS, ST
i. Complete steps and present recommendations and options to maximize the reuse of wastewater per the "Road Map" presented to the City Council. Ongoing Section F: Major City Goal Update Budget Report Pg. 88
Table A1: General Fund Revenue Detail FY 2022‐23
Actuals Total Budget Actual Variance** %Received Revised Budget Total Changes 1 Tax and Franchise Revenue $ 102,133,765 $ 100,527,765 $ 44,010,515 $ (56,517,250) 44% 102,210,442 $ $ 1,682,677 2 Sales Tax (Bradley Burns) (July‐Nov) 21,865,468 22,578,995 8,994,782 (13,584,213) 40% 22,578,995 ‐ 3 Local Revenue Measure G20* (July‐Nov) 30,508,731 30,262,098 12,409,186 (17,852,912) 41% 30,262,098 ‐ 4 Safety Prop 172 (July‐Nov) 544,521 498,988 264,510 (234,478) 53% 550,000 51,012 5 Property Tax 22,216,031 21,999,786 9,799,735 (12,200,051) 45% 22,863,770 863,985 6 Transient Occupancy Tax (July‐Nov) 11,037,037 10,704,000 4,910,337 (5,793,663) 46% 10,704,000 ‐ 7 Utility User Tax (July‐Nov) 6,904,194 5,710,320 2,334,838 (3,375,482) 41% 6,332,000 621,680 8 Business Tax 3,281,010 3,252,293 2,976,154 (276,139) 92% 3,252,293 ‐ 9 Franchise Fees 2,349,603 1,854,000 680,073 (1,173,927) 37% 2,000,000 146,000 10 Gas Tax* (July‐Dec) 1,239,701 1,389,292 700,591 (688,701) 50% 1,389,292 ‐ 11 Gas Tax (SB1)* (July‐Nov) 1,059,724 1,177,994 483,061 (694,933) 41% 1,177,994 ‐ 12 Cannabis Tax (July‐Nov) 1,127,744 1,100,000 457,248 (642,752) 42% 1,100,000 ‐ *Special Revenue or Sub‐Fund of the General Fund
Fees for Service and Other Revenue
13 Development Review $ 6,424,716 $ 6,275,536 $ 3,165,789 $ (3,109,747) 50% 6,275,536 $ $ ‐ 14 Building Permits 2,505,378 2,561,860 1,454,657 (1,107,203) 57% 2,561,860 ‐ 15 Code Enforcement Fines 46,560 79,617 11,324 (68,293) 14% 79,617 ‐ 16 Development Review Fees 330,002 387,008 168,096 (218,912) 43% 387,008 ‐ 17 Encroachment Permits 418,019 324,437 172,527 (151,910) 53% 324,437 ‐ 18 Engineering Development Review 153,878 160,058 46,475 (113,583) 29% 160,058 ‐ 19 Infrastructure Plan Chk & Inspection 927,550 970,693 570,104 (400,589) 59% 970,693 ‐ 20 Plan Check Fees 1,371,473 1,180,266 542,686 (637,580) 46% 1,180,266 ‐ 21 Planning & Zoning Fee 744,868 611,597 199,921 (411,676) 33% 611,597 ‐ 22 TIPP‐ Contra Revenue Account (73,012) ‐ ‐ ‐ ‐ ‐ 23 Parks & Recreation $ 1,813,831 $ 2,021,599 $ 981,734 $ (1,039,865) 49% 2,025,958 $ $ 4,359 24 Adult Athletic Fees 102,428 161,598 53,824 (107,774) 33% 138,000 (23,598) 25 Aquatics Daily Use Fees 86,573 121,000 69,163 (51,837) 57% 130,000 9,000 26 Driving Range Fees 10,901 13,000 6,711 (6,289) 52% 13,000 ‐ 27 Golf Cart Rentals 19,424 25,000 13,106 (11,894) 52% 25,000 ‐ 28 Golf Greens Fees 167,997 220,000 90,106 (129,894) 41% 200,000 (20,000) 29 Golf Lesson Fees 699 ‐ 416 416 ‐ ‐
30 Golf Rental Fees 5,140 6,000 2,765 (3,235) 46% 6,000 ‐ 31 Indoor Rental & Use Fees 40,251 65,100 39,203 (25,897) 60% 65,100 ‐ 32 Instruction Fees 76,827 102,722 24,981 (77,741) 24% 92,722 (10,000) 33 Junior Ranger Camps 8,361 5,230 ‐ (5,230) 0% 8,000 2,770 34 Library Rental 3,493 6,500 1,060 (5,440) 16% 6,500 ‐ 35 Multi Day Swim Passes 67,049 55,000 36,740 (18,260) 67% 65,000 10,000 36 Other Parks & Recreation Revenue 61,339 74,000 78,372 4,372 106% 74,000 ‐ 37 Outdoor Rental & Use Fees 104,002 135,003 93,357 (41,646) 69% 135,003 ‐ 38 Sales Taxable 7,242 10,000 4,886 (5,114) 49% 10,000 ‐ 39 Special Events ‐ City Sponsered 1,345 3,400 4,037 637 119% 4,037 637 40 Special Events Insurance 10,478 12,000 5,003 (6,998) 42% 12,000 ‐ 41 Swim Instruction Fees 103,246 82,700 13,249 (69,451) 16% 100,000 17,300 42 Therapy Pool Fees 5,324 16,000 4,507 (11,493) 28% 16,000 ‐ 43 Youth Athletic Fees 94,054 57,750 8,299 (49,451) 14% 76,000 18,250 44 Youth Services Camps 95,812 155,980 138,166 (17,814) 89% 155,980 ‐ 45 Youth Services Childcare 708,004 663,616 281,315 (382,301) 42% 663,616 ‐ 46 Special Event App/Permit 33,841 30,000 12,471 (17,529) 42% 30,000 ‐ FY 2023‐24 Mid‐Year Changes
Appendix A - Revenue
Appendix A ‐ Detailed Financials
Budget Report Pg. 89
Table A1: General Fund Revenue Detail FY 2022‐23
Actuals Total Budget Actual Variance** %Received Revised Budget Total Changes FY 2023‐24 Mid‐Year Changes
47 Fire $ 1,612,981 $ 1,577,836 $ 695,328 $ (882,508) 44% 1,647,854 $ $ 70,018 48 Cal Poly Fire Services 362,109 361,684 249,694 (111,990) 69% 432,337 70,653 49 CUPA Inspection Fees 217,335 172,800 2,703 (170,097) 2% 172,800 ‐ 50 Fire Alarm Permits 4,743 10,010 351 (9,659) 4% 10,010 ‐ 51 Fire Department Permits 99,591 108,000 100,910 (7,090) 93% 108,000 ‐ 52 Fire Plan Check & Inspection 363,875 350,000 171,398 (178,602) 49% 350,000 ‐ 53 Medical ER Recovery 209,566 218,452 111,433 (107,019) 51% 217,817 (635) 54 Other Fire Department Revenue (430) 5,890 11,625 5,735 197% 5,890 ‐ 55 R1 Inspection Fees 356,192 351,000 47,215 (303,785) 13% 351,000 ‐ 56 Police $ 763,511 $ 689,420 $ 381,581 $ (307,839) 55% 745,003 $ $ 55,583 57 Accident Reports 4,884 3,400 1,542 (1,858) 45% 3,400 ‐ 58 Administrative Citations ‐ Safety 148,616 125,833 116,230 (9,603) 92% 155,833 30,000 59 Alarm Permits ‐ Contract (Police) 190,955 150,000 128,446 (21,554) 86% 170,000 20,000 60 Collision Investigation 972 3,000 565 (2,435) 19% 1,000 (2,000) 61 DUI Cost Recovery 28,138 20,417 44,633 24,216 219% 45,000 24,583 62 Miscellaneous Revenue 10,031 ‐ ‐ ‐ ‐ ‐ 63 Other Police Revenue 262,032 267,503 68,796 (198,708) 26% 267,503 ‐ 64 Police Department Permits 3,826 4,011 3,006 (1,005) 75% 4,011 ‐ 65 Police Issued Parking Fines 53,115 70,000 6,257 (63,743) 9% 53,000 (17,000) 66 Property Release Fees 1,181 ‐ 200 200 ‐ ‐ 67 Second Response Fees 482 1,200 1,029 (171) 86% 1,200 ‐ 68 Tobacco Permits 32,339 30,450 ‐ (30,450) 0% 30,450 ‐ 69 Tow Release Fees 21,974 12,000 9,778 (2,222) 81% 12,000 ‐ 70 Witness Fees 4,965 1,606 1,100 (506) 68% 1,606 ‐ 71 Business Licenses $ 669,968 $ 666,600 $ 673,764 $ 7,164 101% 694,774 $ $ 28,174 72 Business Licenses 522,674 459,000 523,774 64,774 114% 523,774 64,774 73 Cannabis Operator License 147,295 207,600 149,990 (57,610) 72% 171,000 (36,600) 74 Other Revenue $ 2,662,834 $ 1,032,771 $ 1,293,649 $ 260,877 125% 1,732,771 $ $ 700,000 75 Damage to City Property 127,130 5,290 18,857 13,567 356% 5,290 ‐ 76 Federal Grants ‐ 21,031 23,112 23,112 ‐ ‐ 77 Fines & Fortfietures 146,992 153,071 53,036 (100,035) 35% 153,071 ‐ 78 Impact Fees and Special Assessments 88,705 ‐ 18,001 18,001 ‐ ‐ 79 Interest on Investment 1,541,440 230,000 701,770 471,770 305% 930,000 700,000 80 Long Term Debt Proceeds ‐ ‐ 7,002 ‐ 7,002 ‐ 81 Miscellaneous Revenue 543,999 484,000 429,410 (54,590) 87% 484,000 ‐ 82 Other Revenue 10,375 2,566 2,879 313 112% 2,566 ‐ 83 Rent & Lease Revenue 183,162 157,845 39,582 (118,263) 25% 157,845 ‐ 84 Grants & Subventions $ 1,408,344 $ 1,005,817 $ 1,241,264 $ 235,447 123% 1,005,817 $ $ ‐ 85 AB939 Reimbursement 392,846 354,511 144,128 (210,383) 41% 354,511 ‐ 86 Federal Grants 100,000 315,000 315,000 ‐ 100% 315,000 ‐ 87 Law Enforcement SB229 Grant 181,371 140,000 116,659 (23,341) 83% 140,000 ‐ 88 Mutual Aid Reimbursements 386,095 ‐ 483,155 483,155 ‐ ‐ 89 Other Grants/Subventions 110,882 14,900 137,709 122,809 924% 14,900 ‐ 90 Police Training Grant (POST) 56,166 61,406 9,905 (51,501) 16% 61,406 ‐ 91 State Grants & Subventions 118,152 ‐ 8,958 8,958 ‐ ‐ 92 Zone 9 Streambed Clearance 62,833 120,000 25,749 (94,251) 21% 120,000 ‐ 93 Grand Total $ 117,489,950 $ 113,797,345 $ 52,443,623 $ (61,353,721) 46% 116,338,155 $ $ 2,540,810 **Many revenues are "lumpy" in nature and may be collected entirely in the beginning or end of the year. Unless the budget is being adjusted, it is considered on track.
Appendix A - Revenue Budget Report Pg. 90
Table A2: Assessment Revenue
FY 2022‐23
Actuals Total Budget Actual Variance %Received Revised Budget Total Changes 1 202‐Downtown $ 269,523 $ 275,400 $ 259,648 $ (15,752) 94% 275,400 $ $ ‐ 2 47101‐DT Assoc. Assessment* $ 269,523 $ 275,400 $ 259,648 $ (15,752) 94% 275,400 $ $ ‐ $ ‐ 3 208‐Tourism Bid Fund $ 2,226,411 $ 2,140,800 $ 886,776 $ (1,254,024) 41% 2,140,800 $ $ ‐ 4 44101‐Interest on Investment $ 18,963 $ ‐ $ 7,797 $ 7,797 $ ‐ $ ‐ 5 44107‐Investment FMV Adjustment $ (1,943) $ ‐ $ 1,376 $ 1,376 $ ‐ $ ‐ 6 47102‐TBID Assessment Revenue $ 2,209,390 $ 2,140,800 $ 877,603 $ (1,263,197) 41% 2,140,800 $ $ ‐ **The majority of this revenue is collected at the beginning of the fiscal year during the annual business license renewal period. Although the City collects this revenue, it is distributed to the Downtown Association.
FY 2022‐23 Mid‐Year Changes
Appendix A - Revenue Budget Report Pg. 91
On track
Trending high or low but identified solution or savings in a different cost center Trending high or low with no identified solution
Table A3: General Fund Operating Expenditures
by Department/Cost Center
Total Budget Year‐to‐date
Actual
Funds
Available
Amount
% Expended
(or committed)
Status
Admin/IT $ 12,184,186 $ 6,782,052 $ 5,402,134 56% 1001‐City Administration $ 1,764,843 $ 957,506 $ 807,337 54% 1002‐City Council $ 244,185 $ 115,705 $ 128,479 47% 1003‐Cultural Activities $ 365,161 $ 348,269 $ 16,892 95% 1004‐Economic Development $ 1,216,861 $ 892,580 $ 324,282 73% 1005‐Natural Resource Protection $ 1,480,624 $ 577,346 $ 903,279 39% 1007‐Community Promotion $ 441,535 $ 358,986 $ 82,549 81% 1009‐Community Services Group $ 350 $ 47 $ 304 13% 1010‐Office of DEI $ 722,889 $ 418,534 $ 304,355 58% 1021‐City Clerk $ 765,004 $ 311,165 $ 453,840 41% 1101‐Network Services $ 3,682,179 $ 1,981,627 $ 1,700,552 54% 1103‐Information Services $ 1,500,554 $ 820,289 $ 680,265 55% City Attorney $ 1,668,051 $ 972,240 $ 695,811 58% 1501‐City Attorney $ 1,668,051 $ 972,240 $ 695,811 58% Community Development Dept. $ 8,807,387 $ 4,510,454 $ 4,296,932 51% 4001‐CDD Admin $ 962,448 $ 594,029 $ 368,419 62% 4002‐Commissions and Committees $ 37,240 $ 4,053 $ 33,187 11% 4003‐Planning $ 2,115,384 $ 941,195 $ 1,174,189 44% 4004‐Engineering $ 1,235,933 $ 601,669 $ 634,264 49% 4006‐Building and Safety $ 3,246,148 $ 1,582,842 $ 1,663,306 49% 4008‐Housing Policy and Homelessness $ 1,210,233 $ 786,665 $ 423,568 65% CSG Admin $ 830,784 $ 498,044 $ 332,740 60% 1009‐Community Services Group Admin $ 830,784 $ 498,044 $ 332,740 60% Finance $ 2,485,965 $ 1,345,715 $ 1,140,250 54% 2001‐Financial Administration $ 363,621 $ 197,824 $ 165,797 54% 2002‐Budget $ 227,653 $ 115,699 $ 111,955 51% 2003‐Revenue Management $ 548,176 $ 337,573 $ 210,603 62% 2004‐Purchasing $ 246,560 $ 101,662 $ 144,898 41% 2005‐Accounting $ 1,099,955 $ 592,957 $ 506,998 54% Fire $ 15,293,168 $ 9,064,696 $ 6,228,472 59%
8501‐Fire Administration $ 1,173,220 $ 601,023 $ 572,198 51% 8502‐Emergency Reponse $ 11,828,869 $ 7,234,545 $ 4,594,324 61% 8503‐Hazard Prevention $ 1,037,289 $ 526,295 $ 510,995 51% 8504‐Training Services $ 113,448 $ 85,987 $ 27,461 76% 8505‐Recruit Academy $ 89,261 $ 13,661 $ 75,600 15% 8506‐Fire Apparatus Services $ 490,601 $ 310,103 $ 180,498 63% 8507‐Fire Station Facility Support $ 44,457 $ 12,288 $ 32,170 28% 8510‐Mobile Crisis Unit $ 320,579 $ 162,376 $ 158,203 51% 8599‐Emergency Management $ 195,444 $ 118,420 $ 77,024 61% FY 2023‐24
Appendix A ‐ Detailed Financials
Appendix A - Operating Expenditures Budget Report Pg. 92
Table A3: General Fund Operating Expenditures
by Department/Cost Center
Total Budget Year‐to‐date
Actual
Funds
Available
Amount
% Expended
(or committed)
Status
FY 2023‐24
Human Resources 2,233,158 $ $ 1,239,827 $ 993,331 56% 3001‐Human Resources 2,179,800 $ $ 1,200,135 $ 979,665 55% 3003‐Wellness Program 53,358 $ $ 39,692 $ 13,666 74% Non‐Dept/Support Services (see note 1) $ 1,868,469 $ 258,644 $ 1,609,824 14% 2006‐Finance Support Services $ 767,586 $ 118,357 $ 649,228 15% 2007‐Finance NonDepart $ 1,100,883 $ 140,287 $ 960,596 13% Parks & Recreation $ 5,706,488 $ 2,761,044 $ 2,945,444 48% 7001‐Recreation Administration $ 919,910 $ 427,639 $ 492,271 46% 7002‐Recreation Facilities $ 355,639 $ 179,790 $ 175,849 51% 7003‐Youth Services $ 1,413,794 $ 645,295 $ 768,499 46% 7004‐Community Services $ 696,591 $ 272,854 $ 423,738 39% 7005‐Ranger Service $ 898,725 $ 463,480 $ 435,245 52% 7006‐Aquatics $ 605,119 $ 343,805 $ 261,314 57% 7007‐Golf Course $ 806,211 $ 427,451 $ 378,759 53% 7008‐Jack House $ 10,500 $ 731 $ 9,769 7% Police $ 22,278,369 $ 13,262,834 $ 9,015,534 60%
8001‐Police Administration $ 2,466,114 $ 1,533,650 $ 932,464 62% 8002‐Patrol $ 11,933,187 $ 7,279,086 $ 4,654,101 61% 8003‐Investigations $ 3,064,087 $ 1,845,668 $ 1,218,419 60% 8004‐Police Support Services $ 3,598,872 $ 1,909,358 $ 1,689,514 53% 8005‐Neighborhood Services $ 302,867 $ 153,359 $ 149,508 51% 8006‐Traffic Safety $ 913,242 $ 541,714 $ 371,528 59% Public Works $ 17,918,390 $ 10,458,882 $ 7,459,508 58% 5001‐Public Works Administration $ 1,474,919 $ 825,337 $ 649,583 55% 5002‐Parks Maintenance $ 4,115,300 $ 2,568,102 $ 1,547,199 62% 5003‐Swim Center Maintenance $ 673,536 $ 338,817 $ 334,719 50% 5004‐Urban Forest Services $ 263,870 $ 119,858 $ 144,012 45% 5005‐Facilities Maintenance $ 1,464,833 $ 847,871 $ 616,962 58% 5006‐Street/Sidewalk Maintenance $ 2,493,434 $ 1,451,705 $ 1,041,729 58% 5007‐Traffic Signals and Lighting $ 636,999 $ 350,134 $ 286,865 55% 5008‐Fleet $ 1,455,937 $ 997,775 $ 458,162 69% 5009‐CIP Project Eng $ 2,956,755 $ 1,562,827 $ 1,393,927 53% 5010‐Transportation Plan and Eng $ 1,075,330 $ 543,544 $ 531,786 51% 5301‐Stormwater $ 1,307,476 $ 852,911 $ 454,564 65% 6107‐Solid Waste Recycling $ 464,836 $ 266,919 $ 197,916 57% Grand Total $ 91,739,250 $ 51,421,352 $ 40,317,898 56%
Note 1: These cost centers includes the budget for equity adjustments and various other wage adjustments or contingencies that were approved after initial departmental budget development (February 2023). This budget line item is used to offset the overages if departments end the year over budget in staffing. For FY 2023‐24, staff expect the contingency budget to be fully utilized.
Appendix A - Operating Expenditures Budget Report Pg. 93
Table A4: Enterprise Fund Operating
Expenditures by Fund/Cost Center* Total Budget Year‐to‐date Actual
Funds
Available
Amount
% Expended
(or committed)
Status
601‐Water Fund $ 20,551,226 $ 13,724,875 $ 6,826,351 67% 6001‐Water Administration/Engineering $ 1,553,770 $ 911,435 $ 642,335 59% 6002‐Water Source of Supply $ 11,781,268 $ 9,221,325 $ 2,559,943 78% 6003‐Water Treatment $ 4,220,634 $ 1,940,947 $ 2,279,687 46% 6004‐Water Distribution $ 2,035,155 $ 1,138,998 $ 896,157 56% 6005‐Water Resources $ 630,942 $ 256,382 $ 374,560 41% 6105‐Utility Billing $ 326,583 $ 255,789 $ 70,794 78% 6106‐Water Quality Lab $ 2,875 $ ‐ $ 2,875 0% 602‐Sewer Fund $ 9,342,462 $ 5,411,248 $ 3,931,214 58% 6101‐Wastewater Admin and Eng $ 1,699,401 $ 1,002,832 $ 696,569 59% 6102‐Wastewater Collection $ 1,492,791 $ 868,368 $ 624,423 58% 6103‐Environmental Programs $ 323,423 $ 150,355 $ 173,068 46% 6104‐Water Resource Recovery $ 4,642,180 $ 2,716,012 $ 1,926,168 59% 6105‐Utility Billing $ 326,583 $ 255,847 $ 70,735 78% 6106‐Water Quality Lab $ 858,085 $ 417,834 $ 440,251 49% 611‐Parking Fund $ 3,532,389 $ 2,333,230 $ 1,199,159 66% 5101‐Parking Admin $ 3,532,389 $ 2,333,230 $ 1,199,159 66% 621‐Transit Fund $ 5,351,471 $ 3,942,147 $ 1,409,324 74% 5201‐Transit Ops and Maint $ 5,351,471 $ 3,942,147 $ 1,409,324 74% * Excludes transfers
Table A5: Special Funds Operating
Expenditures by Fund/Cost Center* Total Budget Year‐to‐date Actual
Funds
Available
Amount
% Expended
(or committed)
Status
202‐Downtown $ 275,400 $ 259,241 $ 16,159 94.13% 1008‐Downtown Association Administration 275,400 $ $ 259,241 $ 16,159 94.13% 208‐Tourism Bid Fund $ 2,266,990 $ 1,668,698 $ 598,292 73.61% 1006‐Tourism and Bid Promotion $ 2,266,990 $ 1,668,698 $ 598,292 73.61% 406‐Public Safety Equipment Replacement Fund 633,752 $ $ 598,192 $ 35,560 94.39% 8002‐Patrol $ 29,400 $ 29,250 $ 150 99.49% 8502‐Emergency Reponse (Fire) $ 604,352 $ 568,942 $ 35,410 94.14% 802‐Insurance ISF Fund $ 5,555,473 $ 4,018,044 $ 1,537,429 72.33% 3050‐Insurance ISF $ 5,555,473 $ 4,018,044 $ 1,537,429 72.33% *Excludes transfers
FY 2023‐24
FY 2023‐24
Appendix A - Operating Expenditures Budget Report Pg. 94
R ______
RESOLUTION NO. _____ (2024 SERIES)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS OBISPO, CALIFORNIA, APPROVING AMENDMENTS TO THE 2023-24
BUDGET APPROPRIATIONS
WHEREAS, in accordance with San Luis Obispo Charter Section 802, the City Manager has submitted the 2023-25 Budget Supplement to the Council for review and consideration on June 6, 2023; and
WHEREAS, the Council appropriated the 2023-24 budget allocation including operating, debt service, and capital improvement plan budgets; and WHEREAS, in accordance with Budget Policy G under Financial Plan Purpose and Organization, the Council will formally review the City’s fiscal condition, and amend appropriations, if necessary, six months after the beginning of the year; and WHEREAS, in accordance with Municipal Code Article VIII. Section 804, at any meeting after the adoption of the budget, the Council may amend or supplement the budget by motion adopted by a majority vote of the Council; and WHEREAS, in accordance with Fiscal Policy Section 8, Policy 1, the City will give priority to applying unassigned fund balance to additional discretionary payments to CalPERS and Infrastructure Investments; and
WHEREAS, based on the Fiscal Year 2022-23 audited financial statements presented to Council on January 23, 2024, the General Fund had an unassigned fund balance of $8,275,453 and the Local Revenue Measure had an unassigned fund balance of $3,872,937; and
WHEREAS, the City maintains a minimum fund balance of at least 20% of the operating expenditures in the General Fund to provide for economic uncertainties, local disasters, and other financial hardships; and
WHEREAS, in accordance with Resolution 11429 (2023 Series) the City Manager has the authority to use General Fund Reserve balance to pay for operating and capital expenditures related to the January and March 2023 storm events; and WHEREAS, on July 11, 2023, Council approved the temporary deferral of the Preferential Parking District Program with a plan that staff come back to Council in the Spring of 2024 with a public engagement and outreach plan and study session, with the goal to adopt a revised program by Fall 2024; and
Resolution No. _____ (2024 Series) Page 2
R ______
WHEREAS, staffing resources within the Parking Program have been strained due to the increased priority and condensed schedule of the Parking Rate Study occurring in the Winter/Spring of 2024, as well as the current vacancy of the Parking Program Manager, and a planned leave of the Mobility Services Deputy Director.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis Obispo as follows:
SECTION 1. The 2023-24 revenue and expenditure budgets are hereby amended to reflect the changes outlined in the 2023-24 Mid-Year Budget report.
SECTION 2. The City will make a $2,437,211 additional discretionary payment to CalPERS.
SECTION 3. The City will continue to use the General Fund Reserve balance to pay for operating and capital expenditures related to the January and March 2023 storm events.
Resolution No. _____ (2024 Series) Page 3
R ______
SECTION 4. Staff plans to come to Council in late 2024 or early 2025 for a Preferential Parking District Program study session and public engagement and outreach plan, with a goal to adopt a revised program in mid-2025.
Upon motion of _______________, seconded by _____________, and on the following roll call vote:
AYES:
NOES:
ABSENT:
The foregoing resolution was adopted this _____ day of _____________________ 2024. ___________________________
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
City of San Luis Obispo, Council Memorandum
City of San Luis Obispo
Council Agenda Correspondence
DATE: February 6, 2024February 6, 2024
TO: Mayor and Council
FROM: Greg Hermann, Deputy City Manager
Megan Wilbanks, Deputy City Clerk
VIA: Derek Johnson, City Manager
SUBJECT: ITEM 6B - UPDATE ON SB 1439 (THE LEVINE ACT) AND INTRODUCE AN ORDINANCE AMENDING CHAPTER 2.40.040 (CAMPAIGN
CONTRIBUTION LIMITATIONS)
Staff received the following questions, regarding Senate Bill 1439 and its impact on local elected officials. The questions are below with staff’s response shown in italics:
1) How many items have come to council in the last 2-3 years that would have been impacted by SB 1439 and would have required disclosure by either speakers, councilmembers or both?
Answer: A review of the items that came before the City Council in 2021, 2022 and 2023 that would have been subject to SB 1439 are shown in the chart below:
Year Land Use License and Permits
Contracts (other than
competitively bid, labor or
personal employment
contracts)
2021 11 5
2022 13 7
2023 6 7
2) Would approval of things like HRC grants be impacted? Or are those considered competitive and exempt?
Answer: Staff will need to request advice from the FPPC to confirm the City’s process for selecting grant recipients qualifies as a “competitive” process exception under SB 1439. Currently, it’s staff’s understanding that any grant program (DEI High Impact Grants, Human Services Grants, Community Development Block Grants) where the City Council approves the funding amounts and recipients, are subject to the provisions of SB 1439, as recipients are entering into a contractual agreement with the City and have a direct financial benefit from receiving the grant funding.
Item 6b. SB 1439 Update and Introduction of an Ordinance Page 2 If the FPPC determines the City’s grant process does not meet the threshold to qualify for the “competitively-bid” contract exception1, staff recommends adding a SB 1439 disclosure to all grant applications, consistent with the updated administrative processes described in the staff report for planning applications and contracts.
3) Will SB 1439 impact our councilmembers in liaison roles on other committees (HSOC, SLOCOG, etc.) from deliberating and voting on funding those groups might award?
Answer: Yes. As an elected officer, the requirements of SB 1439 impact your regional subcommittee assignments, as you have the ability to make, participate in making, or use your official position to influence a decision in the relevant entitlement for use proceeding or you exercise authority or budgetary control over the agency officers who may do so.
As a courtesy, staff will reach out to our regional agency partners to make them aware of the SB 1439 disclosure requirements and encourage them consider implementing similar administrative processes discussed in the staff report.
However, it is incumbent upon the official to keep track of contributions accepted from parties that are the subject of appliable proceedings.
1 Section 84308 defines the term “license, permit, or other entitlement for use” to mean “all business, professional, trade, and land use licenses and permits and all other entitlements for use, including all entitlements for land use, all contracts (other than competitively bid, labor, or personal employment contracts), and all franchises.
Item 6b
Department: Administration
Cost Center: 1021
For Agenda of: 2/6/2024
Placement: Public Hearing
Estimated Time: 60 minutes
FROM: Greg Hermann, Deputy City Manager
Prepared By: Megan Wilbanks, Deputy City Clerk
SUBJECT: UPDATE ON SENATE BILL 1439, ADDITIONAL CAMPAIGN
CONTRIBUTION DISCLOSURES, AND CONSIDER INTRODUCTION OF
AN ORDINANCE TO AMEND MUNICIPAL CODE CHAPTER 2.40.040
(CAMPAIGN CONTRIBUTION LIMITATIONS)
RECOMMENDATION
1. Receive an update on Senate Bill 1439; and
2. Provide direction to staff to create disclosure forms to be included with planning applications and modify public comment cards with disclosure statements; and
3. Consider introduction of a draft Ordinance entitled, “An Ordinance of the City Council of the City of San Luis Obispo, California, amending Chapter 2.40.040 of the Municipal Code related to Campaign Contribution Limitations” reducing the per person contribution limit from $300 to $250.
POLICY CONTEXT
Municipal Code Chapter 2.40 outlines Elections Campaign Regulations and Section
2.40.040(A) establishes the current total contribution limit per person at $300. Changes to the Municipal Code require two public hearings: 1) Introduction of a draft Ordinance (Attachment A) and 2) Second reading and adoption of the proposed Ordinance.
DISCUSSION
Background
Approved by the Governor in September 2022 and effective January 1, 2023, Senate Bill 1439 (SB 1439) broadens the scope of Section 84308 of the Political Reform Act to prohibit local elected officials from taking part in licensing, permitting, and other use entitlement proceedings involving a party or participant who has contributed more than $250 to the official within the 12 months prior to the proceeding. SB 1439 also extends the period in which an official is prohibited from receiving a contribution exceeding $250 from a party or participant in the proceeding from three to 12 months after the final decision. The full text of SB 1439 is provided in Attachment B.
Item 6b
The City of San Luis Obispo’s Elections Campaign Regulations regarding campaign contributions were last reviewed and amended in 2014 (Ordinance No. 1599, 2014 Series). At that time, upon recommendation from the Election Regulations Review Committee, the Council increased the total per-person contribution limit from $250 to $300.
At the July 18, 2023 Council Meeting, the Council decided not to appoint an Election Regulations Review Committee to review whether the maximum allowable contribution should be lowered to $250 to align with SB 1439. Council provided direction (see approved Minutes) to return in the Winter of 2024 to further discuss the status and implementation of SB 1439 and consider a reduction of the maximum allowable contribution.
Since presenting to Council in July 2023, City Clerk and City Attorney staff have attended several trainings hosted by the League of California Cities and the Fair Political Practices Commission (FPPC) regarding the implementation of SB 1439 (Attachment C). The FPPC has developed and published resources on their “Pay-to-Play Limitations and Prohibitions (Section 84308)” web page, with key points of information summarized below:
What types of proceedings are covered by Section 84308? Section 84308 pertains to proceeding[s] involving a license, permit, or other entitlement for use. The phrase “license, permit, or other entitlement for use,” in turn, “means all business, trade, and land use licenses and permits and all other entitlements for use, all contracts (other than competitively bid, labor, or personal employment contracts), and all franchises.
Who does Section 84308 apply to?
Officers1 are prohibited from accepting, soliciting, or directing a contribution greater than $250 from a party2, participant3, or their agent4 while the entitlement for use proceeding is pending, and for 12 months after a final decision in the proceeding5.
Similarly, local elected officials are prohibited from taking part in licensing, permitting, and other use entitlement proceedings involving a party or participant who has contributed more than $250 to the official within the 12 months prior to the proceeding.
1 Section 84308 defines “Officers” as: Any elected or appointed officer of an agency, any alternate to an elected or appointed officer of an agency, and any candidate for elected office in an agency. 2 Section 84308 defines “Party” as: Any person who files an application for, or is the subject of, a proceeding involving a license, permit, or other entitlement for use. 3 Section 84308 defines “Participant” as: Any person who is not a party but who actively supports or opposes a particular decision in an entitlement for use proceeding and who has a financial interest in the decision.
4 Section 84308 defines “Agent” as: Any person that represents that party or participant for compensation and appears before or otherwise communicates with the governmental agency for the purpose of influencing the pending proceeding.
5 Historically, in San Luis Obispo, there have been no contributions solicited or received after the election.
Item 6b
What contributions are covered by Section 84308?
Contributions over $250 that an officer accepts, solicits, or directs to:
o The officer’s own campaign or controlled committee,
o OR, to another candidate’s campaign or controlled committee.
Aggregation rules:
o Party/participant’s contributions must be aggregated with contributions by an agent and not exceed $250 in the previous 12 months or from the date the agent was hired as a paid employee, contractor, consultant (whichever is shorter), involving a license, permit, or other entitlement for use. How do I “cure” a violation of Section 84308?
The Officer must return the contribution amount that exceeds $250 within 30 days of the time the officer knows or should have known of both the contribution and the proceeding.
An officer may participate in the proceeding before returning a contribution if:
o The decision is made at the public hearing;
o The officer knew/should have known of the contribution and the proceeding for fewer than 30 days;
o The officer discloses the contribution, either orally or in writing, on the record and commits to returning the portion in excess of $250 within 30 days.
Alternatively, an officer may choose to recuse from the proceeding and retain the contribution in full. The officer must disclose the fact they have received contributions from the party in question in excess of $250 within the preceding 12 months and the name(s) of the contributor(s).
It is unlawful to accept, solicit, or direct a contribution from a party, participant, or agent for 12 months after the final decision. There is no option to cure if the officer knowingly and willingly accepts the contribution; if they unknowingly accept, the cure is to return the contribution within 14 days.
Do SB 1439’s amendments to Section 84308 apply to contributions received or proceedings participated in throughout 2022, before SB 1439 took effect? No. The Fair Political Practices Commission has determined a local elected official is not prohibited from taking part in entitlement for use proceedings based on contributions received in 2022, nor is an official prohibited from accepting, soliciting, or directing contributions exceeding $250 from parties or participants in proceedings finalized in 2022.
What are the potential consequences for violating Section 84308? As with most provisions of the Political Reform Act, a violation of Section 84308 may result in a civil action brought by the FPPC for an amount up to five thousand dollars ($5,000) per violation.
Item 6b
Recommendations to Implement SB 1439
There are several best practices to implement SB 1439. These practices would assist Council in knowing when there is a project coming before them that is impacted by SB 1439 and also reduce the likelihood of contributions that violate SB 1439.
Due to the need to aggregate party/participant contributions with agent contributions for an individual license, permit, or other entitlement for use decision, staff recommends the creation of disclosure forms to be included with planning applications and the modification of public comment cards with disclosure statements as follows:
For license, permit, or other entitlement for use:
o Include a section in staff reports indicating whether the matter is subject to the SB 1439.
o Add SB 1439 disclosure requirements on agendas and speaker cards. o Amend project application forms to include disclosure questions. For all contracts (other than competitively bid, labor, or personal employment contracts), and all franchises:
o Add language on bid documents to alert parties of the statute.
In addition, to reduce the likelihood of contributions that violate SB 1439, Council can consider the adoption of an Ordinance lowering the per-person contribution limit from $300 to $250 (Attachment A). This recommendation is optional; councilmembers would still be required to monitor contributions for aggregated totals exceeding $250 and staff still recommend the disclosure forms and public comment modifications discussed above, but the amendment would align City contributions limits with SB 1439.
Previous Council Action
On July 18, 2023, staff requested that the Council consider creating a committee to review Elections Campaign Regulations and whether the maximum allowable contribution should be lowered to $250 to align with Senate Bill 1439. Council provided direction (see approved Minutes) to return in the Winter of 2024 to further discuss the status and implementation of Senate Bill 1439 and consider a reduction of the maximum allowable contribution.
Public Engagement
In accordance with the City’s noticing requirements for proposing amendments to the Municipal Code, a legal ad will be published in The New Times 10 days prior to introduction of the ordinance and 5 days prior to final adoption, if applicable. Additionally, contents of the ad(s) will be published to the City’s website, with e-notifications sent to subscribers of City News. The public will have an opportunity to provide public comment in writing prior to the meeting or as public comment during the meeting.
CONCURRENCE
The City Attorney’s Office, Community Development Department, and Finance Department concur with staff’s recommendation.
Item 6b
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: 2023-24
Funding Identified: N/A
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 $ $ $
There are no financial impacts directly associated with this item.
ALTERNATIVES
1. Direct staff only to introduce an Ordinance to amend Municipal Code Chapter
2.40.040 to lower the per-person campaign contribution limit to $250. Staff does not recommend this alternative as simply lowering the contribution limit does not protect councilmembers from the aggregation requirement and adding additional disclosures into our processes is best practice for implementing SB 1439
2. Do not direct staff to lower the per-person campaign contribution limit to $250 and do not update administrative processes to request SB 1439 disclosures.
ATTACHMENTS
A - Draft Ordinance amending SLOMC Chapter 2.40.040 (Contribution Limitations) B - Senate Bill 1439 Campaign Contributions
C - FPPC Presentation on understanding the Levine Act, post SB 1439
O ______
ORDINANCE NO. _____ (2024 SERIES)
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SAN LUIS OBISPO, CALIFORNIA, AMENDING CHAPTER 2.40.040 OF THE
MUNICIPAL CODE RELATED TO CAMPAIGN CONTRIBUTION
LIMITATIONS
WHEREAS, the Council of the City of San Luis Obispo conducted a public meeting in the Council Chamber of City Hall, 990 Palm Street, San Luis Obispo, California, on February 6, 2024, for the purpose of considering changes proposed to update the Municipal Code.
NOW, THEREFORE, BE IT ORDAINED by the Council of the City of San Luis Obispo as follows:
SECTION 1. Findings. After considering the meeting minutes and recommendations of the City Clerk and City Attorney and public input and testimony, and having considered arguments and authority supporting and opposing modifications to and continuation of the City's campaign regulations, the Council makes and adopts the following findings in support of the regulations adopted herein:
A. San Luis Obispo is a small and engaged community wherein residents closely follow and scrutinize elections processes and closely monitor the amounts and sources of campaign contributions to individual candidates for elected office.
B. Based on an evaluation of campaign expenditures in comparable cities, the Council finds the direct contribution limits adopted herein are consistent with those in place in comparable jurisdictions and, notwithstanding the existing limitations or lack thereof in comparable jurisdictions, that the limitations adopted herein would permit candidates to solicit and accept contributions far in excess of historical expenditures by candidates in the City of San Luis Obispo and comparable cities.
C. The Council has considered and affirms the statement of purpose and intent set forth herein and determines the amended and decreased contribution limits adopted herein further and support the stated purpose and intent.
SECTION 2. That the following section of the San Luis Municipal Code Chapter
2.40 is hereby amended to read as follows:
Ordinance No. _____ (2024 Series) Page 2
O ______
2.40.040 Contribution limitations.
A. Contributions by Persons to Candidates and/or Controlled Committees. No person shall make any contribution to a candidate and/or any controlled committee connected with that candidate, with respect to any single election, which would cause the total amount contributed by such person to the candidate and any controlled committee connected with that candidate, when combined, to exceed three hundred dollars two hundred and fifty dollars.
B. Acceptance or Solicitation by Candidates or Controlled Committees. No candidate or controlled committee shall solicit or accept any contribution from any person which would cause the total amount contributed by such person, with respect to any single election, to the candidate and/or any controlled committee connected with that candidate, when combined, to exceed the sum of three hundred dollars two hundred and fifty dollars.
C. Contributions by Candidates. The provisions of subsections A and B of this section shall not apply to contributions from a candidate or from his or her immediate family to any controlled committee connected with that candidate, nor to the expenditure, by the candidate, of his or her personal funds. For purposes of this section, "immediate family" means a candidate's or elected officeholder's spouse or domestic partner, and/or dependent children.
D. Anonymous Contributions. No candidate or controlled committee shall accept anonymous contributions, with respect to any single election, which exceed fifty dollars. Subject to the provisions of state law, in the event a candidate or controlled committee receives an anonymous contribution that would result in a violation of this subsection, the candidate or controlled committee shall promptly pay that sum to the city for deposit into the general fund to be used to defray the costs of municipal elections.
SECTION 3. Ordinance Number 1599 (2014 Series) is hereby amended and superseded to the extent inconsistent herewith.
Ordinance No. _____ (2024 Series) Page 3
O ______
SECTION 4. A summary of this ordinance, together with the names of Council members voting for and against, shall be published at least five (5) days prior to its final passage, in The New Times, a newspaper published and circulated in this City. This ordinance shall go into effect at the expiration of thirty (30) days after its final passage.
INTRODUCED on the ____ day of ____, 2024, AND FINALLY ADOPTED by the Council of the City of San Luis Obispo on the ____ day of ____, 2024, on the following vote:
AYES:
NOES:
ABSENT:
___________________________
Mayor Erica A. Stewart
ATTEST:
_______________________
Teresa Purrington
City Clerk
APPROVED AS TO FORM:
_______________________
J. Christine Dietrick
City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City of San Luis Obispo, California, on ______________________. ___________________________
Teresa Purrington
City Clerk
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Understanding the Levine Act,
Post SB-1439
A Guide to Section 84308 and
Regulations 18438-18438.8
Nov 1, 2023
Objectives of Training
• Understand what Section 84308 is and why it was enacted;• Determine the types of proceedings and individuals Section 84308 applies to;
• Recognize the distinctions between parties, participants, and agents;• Examine the basic requirements and limitations of Section 84308 and when they apply;
• Familiarize ourselves with the concept of aggregation for purposes of calculating total contributions; and
• Learn where to access additional information and how to request assistance from the FPPC.
What is Section 84308?
• Commonly referred to as “the Levine Act”• California law originally enacted in 1982, in response to Los Angeles Times Article
• Amended in 2022 to address inconsistent application• Aimed at combatting “pay-to-play” or quid pro quo practices, and the appearance of such practices
General Overview
of Requirements
• Limits officers’ ability to accept contributions greater than $250 during specific periods
• Limits parties’, participants’, and their agents’ ability to contribute more than $250 during specific periods • Officers must recuse themselves from proceedings or return portion of contribution exceeding $250 • Disclosure by officers and parties of contributions
• Violations of the Act may result in fines of up to $5,000 per violation
Scope of Section 84308
• However, these restrictions and requirements only apply in a specific context: proceedings involving a license, permit, or other entitlement for use, or “entitlement for use proceeding,” for short. • Section 84308 does not apply to proceedings involving general policy decisions or rules where the interests affected are many and diverse. It also does not apply to ministerial (i.e., completely objective) decisions.
What is an Entitlement for Use
Proceeding?
• Section 84308 implements certain restrictions and requirements that apply to contributions greater than $250 made before, during, or after an entitlement for use proceeding. • Section 84308 defines “license, permit, or other entitlement for use” to mean “all business, professional, trade, and land use licenses and permits and all other entitlements for use, including all entitlements for land use, all contracts (other than competitively bid, labor, or personal employment contracts), and all franchises.”
Entitlement for Use Proceedings
• These proceedings involve specific, identifiable parties directly affected by the proceeding or participants that would experience a substantial financial impact. • Generally, ask, “does this proceeding involve an identifiable person or persons seeking some type of permission or allowance, specific to them, from the government agency?” • Again, Section 84308 does not apply to proceedings involving general policy decisions or rules where the interests affected are many and diverse. It also does not apply to ministerial (i.e., completely objective) decisions.
Entitlement for Use Proceeding
Examples
• Building Permits • Charter School Petitions
• Conditional Use Permits • Contracts (w/ exceptions)
• Event Permits • Private Development Plans
• Professional License
Revocations • Rezoning of Specific Parcels
• Rulemaking Procedure
Affecting Small Industry w/
Limited Businesses
• Special District Formations
• Subdivision/Parcel Maps • Zoning Variances
Entitlement for Use Proceeding
DO NOT Include
• Applications Decided Based Solely on Objective Criteria • City/County Ordinances
• City/County Measures
• City/County/Departmental Policies
• Competitively-Bid Contracts
• Labor/Personal Employment Contracts
Entitlement for Use Proceeding
Examples
• A non-profit organization reaches out to a County Board of Supervisors regarding the potential amendment of a specific contract between the non-profit and the County based on inadequate reimbursement rates. • The contracting amendment process would qualify as an entitlement for use proceeding.
• A non-profit organization reaches out to a County Board of Supervisors regarding the need for changes in the County contracting process generally (e.g., amending contractor reimbursement methodology). • This likely would not qualify as an entitlement for use proceeding given the general application and numerous County contractors such a change would apply to.
Entitlement for Use Proceeding
Examples
• At a City Council meeting, a non-profit organization advocates in favor of the City allocating increased funds in the City budget for local mental health crisis response resources. • Because the issue relates to a general policy decision (allocation of resources in the City budget), it would not qualify as an entitlement for use proceeding. • The City Council approves additional funding. The City’s Health Department then contracts with the non-profit to provide mental health crisis response resources on behalf of the City. • Unless the contract was competitively bid, the contract and contracting process would qualify as an entitlement for use proceeding.
Who Does Section 84308 Apply to?
Parties Agents
Officers Participants
Officers
• Section 84308 defines “officer” to include two categories:
1) Candidates for office; and2) Officers of the agency
• FPPC regulations further define “officer of the agency” to include:
1) Elected Officials;2) Board & Commission Members;3) Chief Executives of the Agency; and4) Agency employees with decisionmaking authority in the proceeding, who are candidates for office or have
been candidates within the preceding 12 months
Officers
• “Agency employees with decisionmaking authority in
the proceeding, who are candidates for office or have been candidates within the preceding 12 months” • Who does this apply to?
• Example: A city employee with discretion to
approve or reject an event permit application, and who is running for a position on a local school board. • This person doesn’t have to be a member of the City
Council or Planning Commission to be an “officer of the agency.”
Excluded Officers
• Very few officers and agencies are excluded from the
scope of Section 84308:
• Courts or any agency in judicial branch;• The Legislature;• The Board of Equalization;• Constitutional Officers (e.g., Governor, Lieutenant Governor, Secretary of State)
• If an individual is an elected or appointed official at the local level (or running for such an office), they are subject to Section 84308.
Requirements for Candidates
• For someone who is just a candidate for office, but
doesn’t act as a decisionmaking employee in the proceeding, Section 84308 does not restrict how much can be contributed to them or how much they can accept beyond ordinary contribution limits. • However, if the candidate wins and takes office, they will likely be required to either recuse themselves
from the proceeding or return the excess portion of
the contribution.
Requirements for
Officers of the Agency
• Section 84308 places more immediate restrictions on those who qualify as an “officer of the agency.”
• Prohibited from accepting, soliciting, or directing a contribution greater than $250 from a party, participant, or their agent whilethe entitlement for use proceeding is pending, and for 12 months after a final decision in the proceeding. • Officers of the agency who have received a contribution exceeding $250 within the past 12 months must either recuse themselves or return the excess contribution.
• Must also disclose such contributions.
Requirements for
Parties
• Section 84308 defines a “party” as “any person who files an application for, or is the subject of, a proceeding involving a license, permit, or other entitlement for use.”
• Examples: applicants, claimants, respondents, contracting parties
• Parties and their agents cannot contribute more than $250 to an officer of the agency while the entitlement for use proceeding is pending, and for 12 months after a final decision in the proceeding. • Parties must disclose any contribution greater than $250 they have made to an officer of the agency within the 12 months prior to the entitlement for use proceeding.
Participants
• A “participant” in an entitlement for use proceeding is a person (or entity) who:
(1) is not a party; but
(2) who actively supports or opposes a particular
decision in a proceeding involving a license, permit, or other entitlement for use; and(3) who has a financial interest in the decision.
Requirements for Participants
• Like parties, participants and their agents cannot contribute more than $250 to an officer of the agency while the
entitlement for use proceeding is pending, and for 12 months after a final decision in the proceeding. • Unlike parties, participants are not required to disclose any contribution greater than $250 they have made to an officer of the agency within the 12 months prior to the entitlement for use proceeding.
Active Support or Opposition
• Communication with an officer or employee of an agency for the purpose of influencing a decision
• Can be made via agent• Examples: Providing public comment during a public meeting, directing a message to an officer or employee of the agency via phone, email, physical mail, or in person • Does not include communications made to public outside the proceeding
• Examples: Protesting outside government buildings,
publishing op-ed articles, advertisements
Financial Interests
• An individual generally has a “financial interest” in an entitlement for use proceeding if it would have a reasonably foreseeable, material financial effect on one or more of their economic interests. • To determine “reasonable foreseeability,” ask:
• Is a material financial effect a realistic possibility, and not just hypothetically or theoretically possible?
Material Financial Effects
• To determine if a proceeding would have a reasonably
foreseeable material financial effect on an individual or entity’s economic interest to qualify them as a “participant,” different standards apply based on the type of economic interest involved, including:
• Business entity interests;• Real property interests; and• Source of income interests. • These are the same standards that apply when a public official is determining if they have a conflict of interest in a governmental decision.
Agents
• A person is an “agent” of a party or participant in a pending entitlement for use proceeding if the person:
• Represents that party or participant for compensation; and • Appears before or otherwise communicates with the
governmental agency for the purpose influencing the proceeding. • An agent’s contributions are combined with those of the party or participant they represent for purposes of calculating the $250 contribution limit. • Like parties, agents’ contributions exceeding $250 within the past 12 months must be disclosed.
How Does Section 84308 Affect
Employees?
• Most employees will not qualify as agents because their work does not involve representing a company, non-profit, or other entity in the entitlement for use proceeding and they are not communicating with the government agency for the purpose of influencing the proceeding. • If an employee does meet those criteria, they will qualify as an agent for purposes of Section 84308.
• An employee qualifying as a “participant” is also a limited scenario and will only occur if they take part in the proceeding (e.g., provide public comment) and the proceeding would have a reasonably foreseeable, material financial effect on one of their economic interests, including their employer.
How is the $250 Contribution
Calculated?
• The $250 limit applies to any 12-month period.
• Example: A company contributes $100 to a City Councilmember on January 1, then submits a permit application to the City on January 2. At that point, an entitlement for use proceeding is pending. During the next 12 months, the company may only contribute an additional $150 to that City Councilmember. • Example: An individual submits a permit application to the City on January 1, 2024, then contributes $250 to each City Councilmember on January 2. On January 2, 2025, the proceeding is still pending before the City with no final decision having been made yet. The individual may contribute another $250 to each City Councilmember, even though the proceeding is still pending, because it has been 12 months since any contribution was made.
Aggregation
• Contributions by a party or participant are combined with contributions by:
1. Their respective agent(s) (e.g., the employee paid to represent the non-profit at the proceeding);
2. Those who direct or control the party’s/participant’s contribution (e.g., a CEO or CFO);3. Entities with contributions controlled by that same person or a majority of the same persons (e.g., a “parent organization” with contributions controlled by the same person(s))
4. The majority owner and other entities majority-owned by that person.
NOTE: Contributions by non-compensated non-profit officers are not aggregated
Aggregation Example
On January 1, a non-profit organization applies for a grant from the City. On January 2, the nonprofit organization makes a $100 contribution to a city councilmember who will vote on the grant applications. Current total from non-profit: $100
The non-profit organization’s contributions are controlled by two executive team members: Alex and Bobby. Alex is compensated for their work as the company’s CEO. Bobby is not compensated, but serves as a voluntary executive director for the organization.
On January 3, Alex and Bobby each contribute $100 to the same city councilmember who received the earlier contribution from the non-profit. Ordinarily, because Alex and Bobby both control the non-profit’s contributions, both of their contributions would be aggregated with the non-profit’s. However, because Bobby is an uncompensated officer of the non-profit, Bobby’s contribution is not aggregated. Because Alex is compensated, their contribution is aggregated.
Current total from non-profit: $200
Aggregation Example
Continued
On January 4, two of the non-profit’s employees—an Organizational Health Manager and a Community Outreach Coordinator—each contribute $100 from their personal funds to the same city councilmember. Because neither employee currently qualifies as an agent, their contributions are not aggregated with the non-profit’s. Additionally, because neither employee currently qualifies as a participant, neither employee is limited to contributing $250, but are only limited to the ordinary campaign contribution limits. Current total from non-profit: $200 On January 5, a City Council meeting on the grant application is held. The Community Outreach Coordinator attends in her capacity as an employee of the non-profit and advocates on behalf of the organization. Because the Community Outreach Coordinator is (1) representing the non-profit (2) for compensation and (3) appearing before or communicating with the City Council for the purpose of influencing the proceeding, they now qualify as an agent. Going forward, any additional contribution by the Community Outreach Coordinator will be aggregated with contributions by the non-profit.
On January 6, the Community Outreach Coordinator contributes another $50. The non-profit has now reached the limit of what it may permissibly contribute to the city councilmember. Current total from non-profit: $250
Participants vs. Agents
Participants Agents
• Not a party or representative of party • Representative of party or participant • Must have personal financial interest • Does not need personal financial interest • Uncompensated in connection w/
proceeding
• Compensated in connection w/
proceeding
• Contributions are not combined w/
contributions by party
• Contributions are combined w/
contributions by party or participant agent is representing
Participants vs. Agents
Example
A non-profit focused on a specific medical issue has submitted an application to the City’s Parks and Recreations Department for an event permit that would allow the nonprofit to host a large fundraising and issue awareness event at a City park. • The non-profit is a party in the proceeding.
The non-profit has an employee who serves as the organization’s Community Outreach Coordinator. In her capacity as an employee, the Community Outreach Coordinator writes to the Executive Director of the Parks and Recreation Department and appears at a Parks and Recreation Department meeting to express support for the application and explain how the event will benefit the City. • The Outreach Coordinator is an agent in the proceeding.
Another employee of the non-profit is not authorized or tasked with speaking on behalf of the organization, but submits a public comment in their personal capacity because the issue is important to them and they also believe the event will be beneficial to members of the community. Because the employee’s source of income—the non-profit organization—is the subject of the proceeding, the employee automatically has a financial interest in the proceeding.
• Therefore, the employee qualifies as a participant in the proceeding.
Example Continued
At the same Parks and Recreation Department meeting, a City resident offers a public comment, stating that while they agree the issue is important, they think a different park located in a less residential neighborhood is a more appropriate venue. The resident explains he lives directly across the street from the entrance of the proposed park and would have difficulty entering and exiting his property if the event was held there. Based on the facts provided, the City resident has a financial interest in the proceeding based on his real property.
• Accordingly, the City resident also qualifies as a participant in the proceeding.
One of the members of the Parks and Recreations Commission is running for City Council. What are the relevant contribution limits for everyone involved? Non-Profit
Outreach
Coordinator
(Agent)
Other
Employee
(Participant)
City Resident
(Participant)
$250 combined $250 $250
When Do These Restrictions and
Requirements Apply?
• Parties, participants, and agents are prohibited from contributing more than $250 while the proceeding is pending and for 12 months after a final decision is rendered. • For parties, participants, and their agents, an entitlement for use proceeding is “pending” when it is before the jurisdiction of the agency for its decision or other action. • Examples:
• After a company submits a permit application to the City;• After contract bid has been submitted or negotiations have begun.
When Do These Restrictions and
Requirements Apply?
• For officers, an entitlement for use proceeding is “pending” when either:
1) The decision is before the officer for the officer’s consideration; • Example: A party’s development agreement proposal is placed on the City Council’s meeting agenda for discussion or decision.
2) The officer knows or has reason to know a proceeding involving a license, permit or other entitlement for use is before the jurisdiction of the agency for its decision or other action, and it is reasonably foreseeable the decision will come before the officer in the officer’s decisionmaking capacity.• Example: Before the party’s development agreement proposal comes before the City Council, it is first presented to the City’s Planning Commission. A Planning Commissioner discusses the party’s proposal with a City Councilmember.
What is a Party Required to Disclose?
• When a party has contributed, in the aggregate, more than $250 to an officer of the agency, the party must disclose:
• The amount of the contribution(s) made within the past 12 months; and
• The names of the persons whose contributions are required to be aggregated with contributions by the party (e.g., contributions by the party’s agent or the company officer who directs and controls the party’s contributions) • Generally, disclosure must be made on the date the party files the application or other request initiating the proceeding.
What is an Officer
Required to Disclose?
• An officer is required to disclose any contribution the officer knows of or has reason to know of, either orally or in writing, on the public record at the beginning of a public meeting, if a meeting is held. • If an officer learns of a contribution during a public meeting, the officer shall make the disclosure on the public record prior to continuing to take part in the proceeding. • If no public record is held, written disclosure shall be entered into the agency’s official records.
What is an Officer
Required to Disclose?
• An officer is required to disclose:
• The fact that they have received contributions from the party, participant, or agent greater than $250 within the past 12 months; and
• The names of the contributor(s).
What if a Party or Participant Contributed
More Than $250 Before the Proceeding?
• A party or participant does not violate Section 84308 by contributing more than $250 to an officer of an agency before an entitlement for use proceeding is pending.
• However, the officer will likely either have to recuse themselves from the proceeding or return the portion of the contribution exceeding $250. • An officer is eligible to return a contribution within 30 days from the time the officer knows, or should have known, about the contribution and the proceeding.
Summary
Officers and Parties
• Section 84308 applies to officers, parties, participants, or agents in entitlement for use proceedings.
• Officers of an agency cannot accept—and parties, participants, and agents cannot give—more than $250 while a proceeding is pending and for 12 months after a final decision. • If a person is directly involved in the proceeding, the person is a party.
Summary
Participants and Agents
• If the person is not a party, but is advocating for a decision in the proceeding and has a financial interest in the proceeding, the person is a participant.
• “Financial interest” means the person’s economic interest would experience a reasonably foreseeable, material financial effect • If a person is paid to represent a party or participant by communicating with the agency to influence the proceeding, the person is an agent. • Disclosure is required for parties and their agents, but not participants.
Conclusion
• Resources are available on the FPPC Website
• Section 84308 Guide for Officers
• Section 84308 Guide for Parties, Participants, and Agents • Section 84308 webpage.
• Email the FPPC at [email protected] with any requests for informal assistance or formal advice