HomeMy WebLinkAbout07-21-2020 Agenda Packet - Amended
Tuesday, July 21, 2020
Based on the threat of COVID-19 as reflected in the Proclamations of Emergency issued by both the Governor of
the State of California, the San Luis Obispo County Emergency Services Director and the City Council of the City
of San Luis Obispo as well as the Governor’s Executive Order N-29-20 issued on March 17, 2020, relating to the
convening of public meetings in response to the COVID-19 pandemic, the City of San Luis Obispo will be
holding all public meetings via teleconference. There will be no physical location for the Public to view the
meeting. Below are instructions on how to view the meeting remotely and how to leave public comment.
Additionally, members of the City Council are allowed to attend the meeting via teleconference and to participate
in the meeting to the same extent as if they were present.
Using the most rapid means of communication available at this time, members of the public are encouraged
to participate in Council meetings in the following ways:
1. Remote Viewing - Members of the public who wish to watch the meeting can view:
• View the Webinar (recommended for the best viewing quality):
Registration URL: https://attendee.gotowebinar.com/register/3769612252414050829
Webinar ID: 134-034-099
Telephone Attendee: +1 (562) 247-8422; Audio Access Code: 783-492-721
• Televised live on Charter Cable Channel 20
• View a livestream of the meeting on the City’s YouTube channel: http://youtube.slo.city
2. Public Comment - The City Council will still be accepting public comment. Public comment can be
submitted in the following ways:
• Mail or Email Public Comment
Received by 5:00 PM on the day of meeting - Can be submitted via email to
emailcouncil@slocity.org or U.S. Mail to City Clerk at 990 Palm St. San Luis Obispo, CA
93401. All emails will be archived/distributed to councilmembers, however, submissions after
5:00 p.m. on the day of the meeting may not be archived/distributed until the following day.
Emails will not be read aloud during the meeting.
• Verbal Public Comment
In Advance of the Meeting - Call (805) 781-7164; state and spell your name, the agenda item
number you are calling about and leave your comment. The verbal comments must be limited to 3
minutes. All voicemails will be forwarded to the Council Members and saved as Agenda
Correspondence. Voicemails will not be played during the meeting.
During the meeting – Join the webinar (instructions above). Once the meeting has started, please
put your name and the item # you would like to speak on in the questions box. During public
comment for the item, your name will be called, and your mic will be unmuted. Contact the office
of the City Clerk at cityclerk@slocity.org for more information.
All comments submitted will be placed into the administrative record of the meeting.
Tuesday, July 21, 2020
6:00 PM REGULAR MEETING
AMENDED
TELECONFERENCE
Broadcasted via Webinar
San Luis Obispo Page 2
Agenda Amended to add Item A below.
CALL TO ORDER: Mayor Heidi Harmon
ROLL CALL: Council Members Carlyn Christianson, Andy Pease, Erica A. Stewart,
Vice Mayor Aaron Gomez and Mayor Heidi Harmon
PUBLIC COMMENT PERIOD FOR ITEMS NOT ON THE AGENDA
(Not to exceed 15 minutes total)
The Council welcomes your input. State law does not allow the Council to discuss or take
action on issues not on the agenda, except that members of the Council or staff may briefly
respond to statements made or questions posed by persons exercising their public testimony
rights (Gov. Code sec. 54954.2). Staff may be asked to follow up on such items.
A.RECEIVE AN UPDATE FROM THE EMERGENCY SERVICES DIRECTOR AND
AFFIRM, MODIFY OR REPEAL THE EMERGENCY SERVICES DIRECTOR
PROCLAMATION DATED JULY 17, 2020 AUTHORIZING THE FUNDING OF
CERTAIN PROJECTS AND THE PURCHASE OF CERTAIN EQUIPMENT,
SUPPLIES AND SERVICES OUTSIDE OF REGULAR PURCHASING PROCEDURES
(JOHNSON - 20 MINUTES)
Recommendation:
Affirming the of the Emergency Services Director Proclamation.
CONSENT AGENDA
Matters appearing on the Consent Calendar are expected to be non-controversial and will be
acted upon at one time. A member of the public may request the Council to pull an item for
discussion. Pulled items shall be heard at the close of the Consent Agenda unless a majority of
the Council chooses another time. The public may comment on any and all items on the
Consent Agenda within the three-minute time limit.
San Luis Obispo City Council Agenda July 21, 2020 Page 3
1. WAIVE READING IN FULL OF ALL RESOLUTIONS AND ORDINANCES
(PURRINGTON)
Recommendation:
Waive reading of all resolutions and ordinances as appropriate.
2. MINUTES REVIEW - JUNE 25, 2020 AND JULY 7, 2020 CITY COUNCIL
MEETINGS (PURRINGTON)
Recommendation:
Approve the minutes of the City Council meetings held on June 25, 2020 and July 7, 2020.
3. AUTHORIZE BID ADVERTISEMENT FOR BULLOCK LANE CORRUGATED
METAL PIPE (CMP) REPLACEMENT, SPECIFICATION NO. 1000166
(HORN / BURDE)
Recommendation:
1. Approve the Project Plans and Special Provisions for the Bullock Lane Corrugated
Metal Pipe (CMP), Replacement Project; and
2. Authorize staff to advertise for bids; and
3. Authorize the City Manager to award the construction contract if the lowest responsible
bid is within the Engineer’s Estimate of $300,000.
4. AUTHORIZATION TO EXTEND CURRENT CONTRACTS FOR JANITORIAL
AND LANDSCAPE MAINTENANCE SERVICES THROUGH DECEMBER 31, 2020
AND AUTHORIZE ADVERTISING A REQUEST FOR PROPOSALS FOR THOSE
SERVICES IN THE YEAR 2021 (HORN / CRUCE)
Recommendation
1. Authorize the extension of existing janitorial and landscape contracts to December 31,
2020 to provide on-going services to the community while new RFPs are advertised,
evaluated and new contracts awarded; and
2. Authorize the advertisement of janitorial and landscape Request for Proposals; and
3. Authorize the City Manager to award the janitorial and landscape contracts if within
appropriated budgeted amounts.
5. ADOPT ORDINANCE NO. 1683 (2020 SERIES) AMENDING MUNICIPAL CODE
SECTION 10.52.010 (PARKING METER ZONE RATES) TO REMOVE
PREVIOUSLY ADOPTED RATE INCREASE (HORN / HUSSEY)
Recommendation:
Adopt Ordinance No. 1683 (2020 Series) entitled, “An Ordinance of the City Council of the
City of San Luis Obispo, California, amending Section 10.52.010 (Parking Meter Zone
Rates) of the San Luis Obispo Municipal Code” to remove the previously adopted rate
increase.
San Luis Obispo City Council Agenda July 21, 2020 Page 4
6. AUTHORIZATION TO ACCEPT FY 2020-21 GRANT AWARD FROM
DEPARTMENT OF ALCOHOLIC BEVERAGE CONTROL
(CANTRELL / ELLSWORTH)
Recommendation:
1. Authorize the Police Department to accept a grant award from the Department of Alcoholic
Beverage Control for FY 2020-21 in the amount of $33,259; and
2. Adopt a Resolution entitled, “A Resolution of the Council of the City of San Luis Obispo,
California, authorizing grant applications for funding provided through the Department of
Alcoholic Beverage Control to increase education and enforcement programs focusing on
regulating Retail Alcohol Outlets and authorizing the City Manager to execute all related
grant documents;” and
3. Authorize the Chief of Police to execute all grant related documents and authorize the
Finance Director to make the necessary budget adjustments.
PUBLIC HEARING AND BUSINESS ITEMS
7. RESULTS OF PUBLIC ENGAGEMENT AND OUTREACH EFFORTS AND
CONSIDERATION OF SUBMITTING TO THE VOTERS A COMMUNITY
SERVICES/INVESTMENT MEASURE; AND AN INTRODUCTION OF AN
ORDINANCE AMENDING EXISTING CHAPTER 3.15 ESSENTIAL SERVICES
TRANSACTIONS (SALES) AND USE TAX AND REENACT IN FULL AMENDED
CHAPTER 3.15 COMMUNITY SERVICES AND INVESTMENT IMPOSING A
LOCAL TRANSACTIONS (SALES) AND USE TAX
(JOHNSON / BETZ – 60 MINUTES)
Recommendation:
1. Receive a report on the results of public engagement and outreach efforts regarding SLO
Forward, an effort to support community investment and economic recovery by
maintaining and improving the type of City services and infrastructure the community
values most; and
2. As recommended by Council Members Pease, Stewart, and the Revenue Enhancement
Oversight Commission, adopt a Resolution entitled, “A Resolution of the City Council
of the City of San Luis Obispo, California, calling and giving notice of the holding of a
General Municipal Election to be held Tuesday, November 3 , 2020, for submitting to
the Voters a question whether to extend the existing, voter-approved Local Transaction
(Sales) and Use Tax at a 1.5¢ rate, until ended by Voters and continue the vital role of
the Citizens Revenue Enhancement Commission to ensure funds are spent consistent
with community priorities;” and
3. Introduce an Ordinance entitled, “An Ordinance of the City Council and the People of
the City of San Luis Obispo, California, amending existing Chapter 3.15 (Essential
Services Transactions (Sales) and Use Tax) of the San Luis Obispo Municipal Code and
reenacting in full Amended Chapter 3.15 (Community Services and Investment)
imposing a Transactions (Sales) and Use Tax to be administered by the California
Department of Tax and Fee Administration;” and
San Luis Obispo City Council Agenda July 21, 2020 Page 5
4. Adopt a Resolution entitled, “A Resolution of the Council of the City of San Luis
Obispo, California, setting priorities for filing written Arguments regarding a City
Measure and directing the City Attorney to prepare an Impartial Analysis;” and
5. Adopt a Resolution entitled, “A Resolution of the City Council of the City of San Luis
Obispo, California, providing for the filing of Rebuttal Arguments for City Measures
submitted at Municipal Elections.”
8. FIRE DEPARTMENT ANNUAL REPORT AND 2020-2021 STRATEGIC
OPERATIONAL PLAN (AGGSON / ALFORQUE / BLATTLER – 30 MINUTES)
Recommendation:
Receive and file the 2019-20 Fire Department Annual Report and 2020-21 Strategic
Operational Plan.
LIAISON REPORTS AND COMMUNICATIONS
(Not to exceed 15 minutes)
Council Members report on conferences or other City activities. At this time, any Council
Member or the City Manager may ask a question for clarification, make an announcement, or
report briefly on his or her activities. In addition, subject to Council Policies and Procedures,
they may provide a reference to staff or other resources for factual information, request staff to
report back to the Council at a subsequent meeting concerning any matter, or take action to
direct staff to place a matter of business on a future agenda. (Gov. Code Sec. 54954.2)
ADJOURNMENT
The next Regular City Council Meeting is scheduled for Tuesday, August 18, 2020 at 6:00 p.m.,
via teleconference.
San Luis Obispo City Council Agenda July 21, 2020 Page 6
LISTENING ASSISTIVE DEVICES are available for the hearing impaired--please see City Clerk.
The City of San Luis Obispo wishes to make all of its public meetings accessible to the
public. Upon request, this agenda will be made available in appropriate alternative formats to
persons with disabilities. Any person with a disability who requires a modification or
accommodation in order to participate in a meeting should direct such request to the City
Clerk’s Office at (805) 781-7100 at least 48 hours before the meeting, if possible.
Telecommunications Device for the Deaf (805) 781-7410.
City Council regular meetings are televised live on Charter Channel 20. Agenda related
writings or documents provided to the City Council are available for public inspection in the
City Clerk’s Office located at 990 Palm Street, San Luis Obispo, California during normal
business hours, and on the City’s website www.slocity.org. Persons with questions concerning
any agenda item may call the City Clerk’s Office at (805) 781-7100.
RECEIVED
JUL 2 0 2020
SLO CITY CLERK
1010 Marsh St., San Luis Obispo, CA 93401
(805) 546-8208 • FAX (805) 546-8641
PROOF OF PUBLICATION
(2015.5 C.C.P.)
STATE OF CALIFORNIA,
County of San Luis Obispo,
1 am a citizen of the United States and a
resident of the county aforesaid; I am over the
age of eighteen years, and not a party interested
in the above entitled matter. I am the principal
clerk of the printer of the New Times, a
newspaper of general circulation, printed and
published weekly in the City of San Luis
Obispo, County of San Luis Obispo, and which
has been adjudged a newspaper of general
circulation by the Superior Court of the County
of San Luis Obispo, State of California, under
the date of February 5, 1993, Case number
CV72789: that notice of which the annexed
is a printed copy (set in type not smaller than
nonpareil), has been published in each regular
and entire issue of said newspaper and not in
any supplement thereof on the following dates,
to -wit:
in the year 2020.
I certify (or declare) under the the penalty of
perjury that the foregoing is true and correct.
Dated at San Luis Obispo, C ifornia, this
da I G o , 2020.
14j� Z
Patricia Horton, New Times Legals
Proof of Publication of
Y
ORDINANCE NO. 1683
(2020 SERIES)
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SAN
LUIS OBISPO, CALIFORNIA, AMENDING SECTION 10.52.010
(PARKING METER ZONE RATES) OF THE SAN LUIS OBISPO
MUNICIPAL CODE
NOTICE IS HEREBY GIVEN that the City Council of the City of
San Luis Obispo, California, at its Regular Meeting of June
2, 2020, introduced the above titled ordinance upon a motion
by Council Member Pease, second by Council Member
Christianson, and on the following roll call vote:
AYES: Council Member Christianson, Stewart,
Vice Mayor Gomez and Mayor Harman
ABSENT: None
Ordinaaoo Nn_ 1803 (2020 Series —This City Ordinance defers
all previously adopted parking meter rate increases as part of
the City's revitalization efforts related to the economic impacts
created by the COVID-19 pandemic.
A full and complete copy of the Ordinance will be available
for inspection as part of the published agenda packet for the
July 21, 2020 Council Meeting, or you may call (805) 781-7100
for more information.
NOTICE IS HEREBY GIVEN that the City Council of the City of
San Luis Obispo will consider adopting the Ordinance at its
Regular Meeting of July 21, 2020 at 6:00 p.m. While the Council
encourages public participation, growing concern about the
COVID-19 pandemic has required that public meetings be held
via teleconference. Meetings can be viewed on Government
Access Channel 20 or streamed live from the City's YouTube
channel at http://youtube.slo.city. Public comment, prior to the
start of the meeting, may be submitted in writing to the City
Clerk's Office, 990 Palm Street, San Luis Obispo, CA 93401 or by
email to emailcouncil@slocity.org
Teresa Purrington,
City Clerk
July 16, 2020
A.lm,n & 11r, I.N'I'NG A&flmNj'NI(; of Pub
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blank.
City of San Luis Obispo, Council Memorandum
Council Agenda Correspondence
Date: July 17, 2020
TO: Mayor and Council
FROM: Teresa Purrington, City Clerk
VIA: Derek Johnson, City Manager DJ
SUBJECT: Item #A – Emergency Services Director Proclamation No. 4
Receive an update from the Emergency Service Director and affirm the Emergency Services
Director Proclamation No. 4. (Attachment A)
Attachment A – Emergency Services Director Proclamation No. 4
Thursday, June 25, 2020
Special Emergency Closed Session of the City Council
CALL TO ORDER
A Special Emergency Closed Session of the San Luis Obispo City Council was called to order on
Thursday, June 25, 2020 at 5:30 p.m. by Mayor Harmon, with all Council Members
teleconferencing.
ROLL CALL
Council Members
Present: Council Members Carlyn Christianson, Andy Pease, Erica A. Stewart,
Vice Mayor Aaron Gomez, and Mayor Heidi Harmon.
Absent: None
City Staff
Present: Derek Johnson, City Manager; Christine Dietrick, City Attorney; and Teresa
Purrington, City Clerk; were present at Roll Call.
PUBLIC COMMENT ON CLOSED SESSION ITEMS
None
---End of Public Comment---
A. CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED LITIGATION
Significant exposure to litigation pursuant to paragraph (2) of subdivision (d) of Section
54956.9. No. of potential cases: Two; Initiation of litigation pursuant to paragraph (4) of
subdivision (d) of Section 54956.9: No. of potential cases: Two.
A point has been reached where, in the opinion of the legislative body of the local agency on the
advice of its legal counsel, based on existing facts and circumstances, there is a significant
exposure to litigation against the local agency. The existing facts and circumstances exposing the
City to litigation include the following:
Dispute between the City and the owner of real property located at 3595 Sueldo regarding a
previously unaccepted offer to dedicate right of way pursuant to the Subdivision Map Act,
Tract 703 as recorded in Book 10 of Maps at Page 50 on October 31, 1980, and validity of
acceptance of right of way for public road purposes; and a related assertion of liability by the
owner of an adjacent property (Sullivan, Tentative Tract 3009/Minor Subdivision SLO 17-
0107) against the City for unspecified damages allegedly resulting from the unaccepted offer.
Correspondence regarding these issues is available for review in the City Clerk’s Office located
at 990 Palm Street.
City Attorney Dietrick indicated there was no reportable action taken.
Item 2
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San Luis Obispo City Council Minutes of June 25, 2020 Page 2
B. CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION
Paragraph (1) of subdivision (d) of Government Code § 54956.9; Name of case: LORI A. GILL
and CRAIG A. GILL, Trustees of the Gill I nter Vivos Revocable Trust, dated June 29, 2005;
and LORRAINE J. ANDREWS, aka LORRAINE JANET ZUIDERWEG, Trustee of The
Andrews Living Trust dated February 8, 2010 v. City of San Luis Obispo; San Luis Obispo
Superior Court Case No. 20CV-0184
City Attorney Dietrick indicated there was no reportable action taken.
ADJOURNMENT
The meeting was adjourned at 6:00 p.m. The next Regular City Council Meeting is scheduled for
Tuesday, July 7, 2020 at 6:00 p.m., in the Council Chamber, 990 Palm Street, San Luis Obispo,
California.
__________________________
Teresa Purrington
City Clerk
APPROVED BY COUNCIL: XX/XX/2020
Item 2
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Tuesday, July 7, 2020
Regular Meeting of the City Council / Disaster Council
CALL TO ORDER
A Regular Meeting of the San Luis Obispo City Council / Disaster Council was called to order on
Tuesday, July 7, 2020 at 6:00 p.m. via teleconference by Mayor Harmon.
ROLL CALL
Council Members
Present: Council Members Carlyn Christianson, Andy Pease, Erica A. Stewart, Vice Mayor
Aaron Gomez, and Mayor Heidi Harmon.
Absent: None
City Staff
Present: Derek Johnson, City Manager; Christine Dietrick, City Attorney; and Teresa
Purrington, City Clerk; were present at Roll Call. Other staff members presented
reports or responded to questions as indicated in the minutes.
CITY ATTORNEY REPORT ON CLOSED SESSION
City Attorney Dietrick stated the Council met in Closed Session on two matters of existing
litigation.
A. CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION
Paragraph (1) of subdivision (d) of Government Code § 54956.9; Name of case: Gregory
Zocher v. City of San Luis Obispo; Derek J. Johnson, in his official capacity; and Monica
Irons, in her official capacity; San Luis Obispo Superior Court Case No. 20CV-0298
On a motion by Council Member Pease and seconded by Council Member Christianson, a 5-0
vote, the Council authorized defense of the action and authorized the City Manager to
appropriate funds for defense of the litigation.
B. CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED LITIGATION
Significant exposure to litigation pursuant to paragraph (2) of subdivision (d) of Section
54956.9. No. of potential cases: One.
A point has been reached where, in the opinion of the legislative body of the local agency on the
advice of its legal counsel, based on existing facts and circumstances, there is a significant
exposure to litigation against the local agency. The existing facts and circumstances exposing the
City to litigation include the following:
Item 2
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San Luis Obispo City Council Minutes of July 7, 2020 Page 2
Notice of Intent to Commence Litigation was received from the group “San Luis Obispo
Architectural Preservation” (SLAP) alleging violation of the California Environmental Quality
Act, following the adoption of Resolution No. 11128 (2020 Series) by the City Council, which
denied an appeal of the approval of Mixed-Use Project at 545 Higuera/486 Marsh. A copy of
the Notice is on file with the City Clerk.
Council Member Pease recused herself due to a conflict of interest due to an employment
relationship with a consultant working on the project. On a motion by Council Member
Christianson and seconded by Vice Mayor Gomez and a 4 – 0 vote the Council authorized staff
to proceed with defense of the action once filed and served. While primarily applicant funded
litigation, the Council did authorize the City Manager to appropriate additional funds if needed
in defense of the litigation.
A. RECEIVE AN UPDATE FROM THE EMERGENCY SERVICES DIRECTOR AND
AFFIRM, MODIFY OR REPEAL THE EMERGENCY SERVICES DIRECTOR
PROCLAMATION DATED JULY 1, 2020 CLOSING BARS AND OTHER ONSALE
ALCOHOL SERVING ESTABLISHMENTS OVER THE JULY 4, 2020 HOLIDAY
WEEKEND AND LIMITING BAR OCCUPANCY AND OTHER ONSALE ALCOHOL
ESTABLISHMENTS TO 25% UNTIL FURTHER ACTION
City Manager Derek Johnson provided an in-depth staff report and responded to Council
questions.
Public Comments:
None
---End of Public Comment---
ACTION: MOTION BY COUNCIL MEMBER CHRISTIANSON, SECOND BY
COUNCIL MEMBER STEWART, CARRIED 5-0 to adopt Resolution No. 11137 (2020
Series) entitled, “A Resolution of the City Council of the City of San Luis Obispo, California,
affirming actions of the Emergency Services Director” with the change presented in the staff
correspondence received prior to the meeting.
APPOINTMENTS
1. ADVISORY BODY APPOINTMENT FOR AN UNSCHEDULED VACANCY ON THE
PROMOTIONAL COORDINATING COMMITTEE
City Clerk Purrington presented the contents of the report.
Public Comment:
None
---End of Public Comments---
ACTION: MOTION BY COUNCIL MEMBER CHRISTIANSON, SECOND BY
COUNCIL MEMBER STEWART, CARRIED 5-0 to approve the appointment of Lori Lerian
to the Promotional Coordinating Committee as recommended by the Council Liaison
Subcommittee.
Item 2
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San Luis Obispo City Council Minutes of July 7, 2020 Page 3
PUBLIC COMMENT ON ITEMS NOT ON THE AGENDA
Donna Pulling
Allan Cooper
---End of Public Comment---
CONSENT AGENDA
Council Member Christianson recused herself from item #6 due to a remote interest based on her
employment with Transitions Mental Health.
Council Member Pease recused herself from the item #5 due to a pending review of an action taken
in September 2019 regarding the Clean Energy Choice item by the FPPC.
PUBLIC COMMENT
Item #5 - Tim Mahoney
Item #5 - Eric Veium
Item #5 - Justin Bradshaw
Item #6 - Jill Bolster-White
---End of Public Comment---
ACTION: MOTION BY COUNCIL MEMBER PEASE, SECOND BY COUNCIL
MEMBER STEWART, CARRIED 5-0 (COUNCIL MEMBER PEASE RECUSED ON ITEM 5
AND COUNCIL MEMBER CHRISTIANSON RECUSED ON ITEM 6) to approve Consent
Calendar Items 2 thru 7.
2. WAIVE READING IN FULL OF ALL RESOLUTIONS AND ORDINANCES
CARRIED 5-0, to waive reading of all resolutions and ordinances as appropriate.
3. MINUTES REVIEW - JUNE 16, 2020 CITY COUNCIL MEETING
CARRIED 5-0, to approve the minutes of the City Council meeting held on June 16, 2020.
4. ADDITION OF THE PROPERTY AT 1789 SANTA BARBARA AVENUE TO THE
MASTER LIST OF HISTORIC RESOURCES AS THE LOZELLE AND KATIE
FLICKINGER GRAHAM HOUSE
CARRIED 5-0, to adopt Resolution No. 11139 (2020 Series) entitled, “A Resolution of the
City Council of the City of San Luis Obispo, California, adding the property located at
1789 Santa Barbara Avenue to the Master List of Historic Resources as “The Lozelle and
Katie Flickinger Graham House” (HIST-0144-2020).”
5. SECOND READING OF ORDINANCE NO. 1684 AND 1685 (2020 SERIES)
INTRODUCED BY THE CITY COUNCIL ON JUNE 16, 2020, TO ADD LOCAL
AMENDMENTS TO THE ENERGY CODE IN TITLE 15 AND TO AMEND TITLE
17 TO PROVIDE LIMITED TERM REGULATORY FLEXIBILITY TO SUPPORT
ALL-ELECTRIC NEW BUILDINGS
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San Luis Obispo City Council Minutes of July 7, 2020 Page 4
CARRIED 4-0-1 (COUNCIL MEMBER PEASE RECUSED), to
1. Adopt Ordinance No. 1684 (2020 Series) entitled, “An Ordinance of the City Council of
the City of San Luis Obispo, California, establishing the Clean Energy Choice Program
by amending the City of San Luis Obispo Building Code to require higher energy
performance for newly constructed structures” implementing an Energy Reach Code
entitled “Local Amendments to Part 6 (Energy) of the 2019 California Building Code”
adding Chapter 15.04.110, entitled “Amendments – California Energy Code”, to the
Municipal Code; and
2. Adopt Ordinance No. 1685 (2020 Series) entitled, “An Ordinance of the City Council of
the City of San Luis Obispo, California, amending Title 17 (Zoning Regulations) of the
Municipal Code supporting the Clean Energy Choice Program (PL-CODE-0062-2020)”
implementing regulatory flexibility through December 31, 2022 in support of the Clean
Energy Choice Incentive Program; and
3. Direct staff to submit the approved local amendments and accompanying required
submittal forms and information to the California Energy Commission to initiate the local
amendments to California Energy Code review and approval process.
6. REQUEST OF TRANSITIONS-MENTAL HEALTH ASSOCIATION TO
REALLOCATE AFFORDABLE HOUSING FUNDS FROM BRANCH STREET
APARTMENTS TO BISHOP STREET STUDIOS
CARRIED 4-0-1 (COUNCIL MEMBER CHRISTIANSON RECUSED), to adopt Resolution
No. 11140 (2020 Series) entitled, “A Resolution of the City Council of the City of San Luis
Obispo, California, approving the reallocation of Affordable Housing Funds to Transitions-
Mental Health Association from Branch Street Apartments to Bishop Street Studios (in the
amount of $20,644).”
7. ADOPT A RESOLUTION UPDATING THE CITY’S MASTER FEE SCHEDULE,
THE CURRENT FEE FOR ENVIRONMENTAL IMPACT DETERMINATION, AND
APPLY NEEDED CORRECTIONS TO ADOPTED FEES
CARRIED 5-0, to adopt Resolution No. 111041 (2020 Series) entitled, “A Resolution of the
City Council of the City of San Luis Obispo, California, adopting new fees and amending the
2020-21 Master Fee Schedule.”
PULLED FROM CONSENT
8. CONSIDERATION OF REMOVAL OF ADVISORY BODY MEMBER
Public Comments:
Allan Cooper
---End of Public Comment---
CARRIED 5-0, to approve the removal of James Papp from the Cultural Heritage Committee.
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PUBLIC HEARING ITEMS AND BUSINESS ITEMS
9. AUTHORIZATION TO PURCHASE TWO ELECTRIC TRANSIT VEHICLES
Public Works Director Matt Horn and Transit Manager Gamaliel Anguiano provided an in-
depth staff report and responded to Council questions.
Public Comments:
None
---End of Public Comment---
ACTION: MOTION BY COUNCIL MEMBER CHRISTIANSON, SECOND BY VICE
MAYOR GOMEZ, CARRIED 5-0 to approve the purchase of two electric buses for
$1,744,259 using the California Department of Goods and Services Statewide Cooperative
Purchasing Contract.
10. 2020-21 COMMUNITY PROMOTIONS PROGRAM – TOURISM BUSINESS
IMPROVEMENT DISTRICT & PROMOTIONAL COORDINATING COMMITTEE
Deputy City Manager Greg Hermann and Tourism Coordinator Chantal Burns provided an
in-depth staff report and responded to Council questions.
Public Comments:
None
---End of Public Comment---
ACTION: MOTION BY COUNCIL MEMBER PEASE, SECOND BY COUNCIL
MEMBER CHRISTIANSON, CARRIED 5-0 to
1. Authorize the City Manager to enter into various contracts and program expenditures for
the TBID not to exceed the 2020-21 program budget of $1,014,000 (excludes staffing
costs) based on the recommendations by the TBID Board and the adopted TBID Fund
revenue projections as part of the 2020-21 Budget Supplement; and
2. Authorize the City Manager to enter into contracts utilizing the TBID Fund un-
appropriated fund balance from the 2019-20 fiscal year, following the completion of the
City’s audited financial statements, for tourism marketing expenditures in 2020-21 based
on the recommendations by the TBID Board; and
3. Authorize the City Manager to use the TBID Fund Reserve of $100,000 for tourism
marketing expenditures in 2020-21 in accordance with the TBID reserve policy; and
4. Authorize the City Manager to enter into various contracts and program expenditures for
Community Promotions not to exceed the 2020-21 program budget of $368,000 (excludes
staffing costs) based on the recommendations by the PCC.
Council Member Christianson recused herself from Item 11 due to a remote interest based on
her employment with Transitions Mental Health. Council Member Christianson left the
teleconference at 8:00 PM.
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San Luis Obispo City Council Minutes of July 7, 2020 Page 6
RECESS
Council recessed at 8:00 p.m. and reconvened at 8:15 p.m., with Council Member Christianson
absent and all other Council Members present.
11. CONSIDERATION OF THE 2020-21 HUMAN RELATIONS COMMISSION
GRANTS-IN-AID FUNDING RECOMMENDATIONS
Community Development Director Michael Codron and Housing Coordinator Cara
Vereschagin provided an in-depth staff report and responded to Council questions.
Public Comments:
Sandra Gresham
Bernadette Bernardi
Catherine Manning
Celeste Goyer
---End of Public Comment---
ACTION: MOTION BY COUNCIL MEMBER STEWART, SECOND BY VICE MAYOR
GOMEZ, CARRIED 4-0-1 (COUNCIL MEMBER CHRISTIANSON RECUSED) to
1. As recommended by the Human Relations Commission, approve the 2020-21 Grants-in-
Aid funding allocations in the amount of $150,000; and
2. Authorize the Community Development Director to execute agreements with each grant
recipient.
12. CREATION OF A DIVERSITY, EQUITY, AND INCLUSION TASK FORCE
City Manager Derek Johnson provided an in-depth staff report and responded to Council
questions.
Public Comments:
Jean Reno
Amber Steele
---End of Public Comment---
ACTION: MOTION BY COUNCIL MEMBER CHRISTIANSON, SECOND BY
COUNCIL MEMBER STEWART, CARRIED 5-0 to adopt Resolution No. 11142 (2020
Series) entitled, “A Resolution of the City Council of the City of San Luis Obispo, California,
creating the Task Force for Diversity, Equity and Inclusion and defining its term and charge.”
With the following changes:
• Taskforce members shall reside in the County of San Luis Obispo and have frequent
affiliation and knowledge of the City
• Replace the word prejudice with discrimination
• Marginalized cultural groups
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San Luis Obispo City Council Minutes of July 7, 2020 Page 7
13. NOVEMBER 3, 2020 GENERAL MUNICIPAL ELECTION
Deputy City Manager Greg Hermann and City Clerk Teresa Purrington provided an in-depth
staff report and responded to Council questions.
Public Comments:
None
---End of Public Comment---
ACTION: MOTION BY COUNCIL MEMBER CHRISTIANSON, SECOND BY VICE
MAYOR GOMEZ, CARRIED 5-0 to adopt Resolution No. 11143 (2020 Series) entitled “A
Resolution of the City Council of the City of San Luis Obispo, California, calling for the
holding of a General Municipal Election to be held on Tuesday, November 3, 2020, for the
election of certain Officers as required by the provisions of the Charter, adopting regulations
for Candidate Statements, and requesting the Board Of Supervisors of the County Of San Luis
Obispo to consolidate a General Municipal Election with the Statewide General Election to
be held on November 3, 2020, pursuant to § 10403 of the Elections Code with a correction to
the Resolution as follows:
Section 3:
a) The statement may include the name, age and occupation of the candidate and a brief
description of no more than 250 200 words of the candidate’s education and
qualifications expressed by the candidate himself or herself.
COUNCIL COMMUNICATIONS AND LIAISON REPORTS
Council Members Christianson, Pease and Stewart and Mayor Harmon attended the ribbon cutting
ceremony for the Maxine Lewis art project in Mission Plaza.
ADJOURNMENT
The meeting was adjourned at 9:48 p.m. The next Closed Session and Regular City Council
Meeting is scheduled for Tuesday, July 21, 2020 at 6:00 p.m., respectively, via teleconference.
__________________________
Teresa Purrington
City Clerk
APPROVED BY COUNCIL: XX/XX/2020
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Department Name: Public Works
Cost Center: 5301
For Agenda of: July 21, 2020
Placement: Consent
Estimated Time: N/A
FROM: Matt Horn, Public Works Director
Prepared By: Richard Burde, Engineer III
SUBJECT: AUTHORIZE BID ADVERTISEMENT FOR BULLOCK LANE
CORRUGATED METAL PIPE (CMP) REPLACEMENT, SPECIFICATION
NO. 1000166
RECOMMENDATION
1. Approve the Project Plans (Attachment A) and Special Provisions (Attachment B) for the
Bullock Lane Corrugated Metal Pipe (CMP), Replacement Project; and
2. Authorize staff to advertise for bids; and
3. Authorize the City Manager to award the construction contract if the lowest responsible bid
is within the Engineer’s Estimate of $300,000.
DISCUSSION
Background
The City’s Storm Drain System Replacement program is an annual asset maintenance program
that addresses capital maintenance of drainage pipelines, culverts, and constructed drainage
channels and is aimed at replacing or reconstructing failed facilities and reducing flood risk and
the likelihood of property damage. Identifying and replacing failing storm drainage also ensures
that the City’s drainage system can adequately accommodate stormwater flows through the
City’s drainage network, thereby reducing flooding potential. A large share of the City’s storm
drainage infrastructure consists of Corrugated Metal Pipe (CMP), which no longer conforms to
City standards and must be replaced based upon frequent failure from corrosion. As CMP
deterioration progresses and becomes severe, the pipe deforms and often collapses along with t he
overlying roadway or improvements, which require costly emergency repairs and make the City
vulnerable to liability claims for damaged private property.
The project to replace the Bullock Lane Culvert, which conveys flows beneath Bullock Lane,
was originally started design in 2012. Due to funding constraints and permitting issues the
project was placed on hold until 2019 when design resumed.
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VICINITY MAP
Project Description – Bullock Lane Culvert
The CMP storm drain culvert underneath Bullock Lane has completely rusted through and is
now allowing water to flow directly on top of native soil. This condition has allowed for native
material to erode away, creating large voids underneath the metal pipe. As these voids continue
to grow the structural integrity of the culvert and overlying roadway becomes compromised
further and could negatively impact the north/south railway tracks. In addition, a headwall that
supports the existing culvert at its outfall is failing and is in danger of collapse if not rep aired or
replaced. A complete failure of either the headwall or culvert would likely cause the roadway to
collapse and would negatively impact the railway (adding further costs to the City).
The goal of the Bullock Lane project is to replace the failing CMP storm drain with a High-
Density Polyethylene (HDPE) pipe of the same size. In addition, a concrete sack headwall that
currently exists in the Right-of-Way of Union Pacific Railroad (UPRR) company will be
replaced with a new concrete headwall located within the City’s right-of-way.
Previous Council or Advisory Body Action
Funding for the Bullock Lane project was allocated to the Storm Drains Annual Asset
Maintenance account in the 2019-21 Capital Improvement Plan. The supplemental budget that
was authorized by City Council June 2, 2020 allocates $250,000 in additional funds required for
project completion.
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Policy Context
Per the October 2018 Purchasing Policy Update to the July 2015 Financial Management Manual,
Council approval is required for Public Projects that cost over $175,000.
Public Engagement
Public engagement was done during the initial identification of this project to be included in the
2019-21 Financial Plan.
COVID-19 Considerations
Due to the current economic impacts of COVID-19, the City reevaluated all Capital
Improvement Plan projects with the goal of adjusting Capital Expenditures in response to
projected revenue shortfalls, and aligning the adjusted CIP program with a focus on economic
recovery and fiscal responsibility. With these criteria in mind, this project was recommended to
continue since it addresses a critical and time dependent infrastructure need. Additionally, this
project supports economic recovery through contracts with local or regional companies that will
further retain employment and long-term viability of construction.
This project is critical to the safety of our community due to the risk of property loss with the
potential collapse of the existing CMP culvert and subsequent roadway failure that would result.
CONCURRENCE
The Administration and Public Works departments concur with the proposed recommendation
outlined in this document. In addition, concurrence by Union Pacific Railroads, Army Corp of
Engineers, Fish & Wildlife, and the California Regional Water Board has been shown through
the issuance of regulatory and encroachment permits.
ENVIRONMENTAL REVIEW
Staff recommends finding this project exempt from environmental review under Section 15302
Class 2 (Replacement or Reconstruction) of the California Environmental Quality Act (CEQA).
A Notice of Exemption will be filed through the Community Development Department upon
Council approval of the project.
All environmental mitigations have been outlined in the permits issued by the Army Corp.,
California Water Board, and Department of Fish and Wildlife. No additional environmental
review is required.
FISCAL IMPACT
Budgeted: Yes Budget Year: 2019-20 and 2020-21
Funding Identified: Yes
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Fiscal Analysis:
There is currently a balance of $209,139.21 in the Storm Drain System Replacement Annual
Asset Maintenance Account (90742). This funding was recommended to proceed per the FY
20/21 Budget Supplement. Additional supplemental funding of $250,000 was appropriated as
part of the FY 20/21 Budget Supplement for Bullock Lane. The project is expected to cost
$377,000 to complete, which includes a 25% contingency, leaving $132,139 in the account. Staff
recommends a larger project contingency to address unforeseen conditions during construction
due to the impacts of the COVID-19 Pandemic.
Funding Sources Current FY Cost
Annualized
On-going Cost
Total Project
Cost
General Fund $377,000 $377,000
State
Federal
Fees
Other:
Total $377,000 $377,000
201 Fund
Engineer's Estimate Total:$300,000 $300,000
Contingencies $75,000 $75,000
Total for Construction $375,000 $375,000
Materials Testing:$1,500 $1,500
Printing:$500 $500
Total Project Cost $377,000 $377,000
Current Project Balance:$209,139 $209,139
Additional FY20/21 Budget Funding $250,000 $250,000
Post Bullock Remaining Balance:$82,139 $82,139
Project Total
Costs
Storm Drain
Replacement
90742
Bullock Lane CMP Replacement, Specification No. 1000166
Remaining funding is anticipated to be utilized for an emergency replacement of failed CMP
storm drain at 405 N. Foothill, which is estimated to cost $75,000 to complete. Remaining funds
will be held for Trash Capture device installations.
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ALTERNATIVES
Deny authorization to advertise. Council could choose to not authorize City staff to advertise the
Bullock Lane CMP Replacement Project. This is not recommended as further delay in the
replacement of the storm drain line and supporting headwall could result in the collapse of the
headwall and section of roadway supported by the line.
Attachments:
a - COUNCIL READING FILE - Bullock Plan Set
b - COUNCIL READING FILE - Bullock Lane Specifications
c - COUNCIL READING FILE - Site Photos
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Department Name: Public Works
Cost Center: 5002/5005
For Agenda of: July 21, 2020
Placement: Consent
Estimated Time: N/A
FROM: Matt Horn, Director of Public Works
Prepared By: Greg Cruce, Acting Maintenance Operations Manager
SUBJECT: AUTHORIZATION TO EXTEND CURRENT CONTRACTS FOR
JANITORIAL AND LANDSCAPE MAINTENANCE SERVICES THROUGH
DECEMBER 31, 2020 AND AUTHORIZE ADVERTISING A REQUEST FOR
PROPOSALS FOR THOSE SERVICES IN THE YEAR 2021
RECOMMENDATION
1.Authorize the extension of existing janitorial and landscape contracts to December 31, 2020
to provide on-going services to the community while new RFPs are advertised, evaluated and
new contracts awarded; and
2.Authorize the advertisement of janitorial and landscape Request for Proposals (RFP); and
3.Authorize the City Manager to award the janitorial and landscape contracts if within
appropriated budgeted amounts.
DISCUSSION
Background
In 2014, the City of San Luis Obispo issued formal Request for Proposals (RFP) for janitorial
and landscape services to clean and maintain City facilities. This process resulted in the City
obtaining the lowest cost services provided by vendors capable of providing these services in
compliance with the City’s Purchase Policy. The RFP process for these services was and still is
very involved and requires interested vendors to attend one of multiple facility tours. These tours
are essential, so vendors have the full picture of the services that are to be provided. Since each
facility is dynamic, tours are the only effective way to show t he scope of work, and have
potential vendors ask specific questions based on their observations.
In March of this year, the State of California, County of San Luis Obispo, and City of San Luis
Obispo declared an emergency due to the COVID-19 pandemic. In response to this emergency,
the City has closed facilities to the public and transitioned as many staff as possible to
telecommuting to minimize the risk of spreading of the COVID-19. Concurrent with this action,
staff time was shifted to providing essential government services and developing and
implementing COVID-19 protocols for facility operations, disinfection, social distancing, and
preparing public services counters for the eventual restoration of standard City services. This
work was and is critical important and required the deferment of work to prepare and issue new
RFPs for janitorial and landscape services.
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Extension of Existing Janitorial and Landscape Maintenance Contracts
The City existing contracts for landscape and janitorial services were secured by the formal RFP
process, awarded to the lowest cost qualified vendor to provide this services, the services were
obtain in compliance with the City’s Purchasing Policy, and expired on June 30, 2020. This
expiration date is a contract term and can be modified by mutual consent of both parties (vendor
and City). The contract authorizes the City Engineer to amend the contract as necessary and
staff is requesting Council’s concurrence to complete this amendment. This extension will allow
for an additional six months of janitorial and landscape services while the new RFPs are
advertised, evaluated, and awarded.
Scope of New RFPs
The RFP for janitorial services groups facilities into the following types:
1. General Offices
2. Public Safety Facilities
3. Recreation Facilities
4. Parks Restrooms
The RFP for landscape services groups facilities into the following service types:
1. Landscaped Areas, Parks, Facilities with turf
2. Landscaped Areas, Parks, Facilities without turf
3. Traffic median islands, frontages and sound walls
4. Sound walls, circles, islands and frontages
5. Parking lots
6. Railroad Right-of-Way
7. Water Resource Recovery Facility
The contract janitorial and landscape maintenance locations are grouped into similar areas and
Levels of Service as a guideline to manage the janitorial and landscape work and cost. Level of
Service groupings are used to afford the best maintenance service within the available budget;
and provides for areas that are commonly used by the community to receive a higher level of
maintenance. The vendor is responsible for providing all maintenance services, including labor,
supplies, and equipment in accordance with the tasks and service levels detailed in the RFP.
Policy Context
The City’s purchasing policy designates maintenance services as a General Services Purchase1
and requires issuance of a formal RFP document approved by the City Council for services with
a cost greater than $150,000.
Public Engagement
No public engagement is necessary as this is considered to be an administrative item.
1 General Services Purchases. Contracts and purchases for operating and maintenance services,
including basic IT maintenance services.
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CONCURRENCE
This action has the concurrence of the Utilities and Parks and Recreation Departments and the
Natural Resources Program.
ENVIRONMENTAL REVIEW
The California Environmental Quality Act does not apply to the recommended action in th is
report, because the action does not constitute a “Project” under CEQA Guidelines Sec. 15 378.
FISCAL IMPACT
Budgeted: Yes Budget Year: Fiscal 2020-21
Funding Identified: Yes
Fiscal Analysis:
Landscaping Services
Funding Sources General
Fund
Enterprise
Funds
Total Award
Cost
Parks Maintenance Landscape $311,600 $311,600
Streets Maintenance Landscape $3,000 $3,000
Natural Resources Landscape $11,600 $11,600
Parking Services Landscape $22,000 $22,000
Transit Landscape $6,000 $6,000
Utilities Department Landscape $24,000 $24,000
Total $326,200 $52,000 $378,200
Janitorial Services
Funding Sources General
Fund
Enterprise
Funds
Total Award
Cost
Parks Maintenance Janitorial $126,800 $126,800
Facilities Maintenance Janitorial $224,200 $224,200
Parks and Recreation Janitorial $36,300 $36,300
Parking Services Janitorial $15,000 $15,000
Utilities Department Janitorial $7,500 $7,500
Total $387,300 $22,500 $409,800
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Funding for Landscape and Janitorial services are found in the 2020-21 Parks and Landscape
Maintenance, Facilities Maintenance, Parking Services, Utilities Administration and Water
Resource Recovery Facility budgets. This funding is sufficient to support janitorial and
landscape maintenance services for the 2020-21 Fiscal Year (under both the extended contract
and the new arising from the RFP). Approximately 50% of the funding will be used to support
work associated with the exiting contract for both landscape and janitorial services and 50% of
the funding is planned to be used with the new contract with the selected vendors obtain by the
formal RFP process.
ALTERNATIVES
Deny, or reduce work scope. The Council may choose to deny authorization for the Request for
Proposal. Staff does not recommend this alternative as this would result in a reduced frequency
of maintenance and increased risk of liability for unmaintained sites.
Deny contract extension with existing landscape and janitorial services vendor. The Council
may choose to deny contract extension for landscape and janitorial services. Staff does not
recommend this alternative since this will result in deceased services provided to the community .
Ultimately this service reduction will require the closure of facilities provided for public use and
the redirection of staff work to service the most critical facilities that provide support for public
safety and essential government operations.
Attachments:
a - Janitorial Scope of Work - Facilities
b - Janitorial Scope of Work - Parks
c - Landscape Scope of Work - Parks
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Section A
DESCRIPTION OF WORK
The Contractor shall provide all labor, equipment, and materials required to perform high quality
janitorial service at the locations and frequencies listed in Section II of this specification. The intent of
this specification is to procure high quality janitorial service that will result in attractive building
appearance at all times. The intent of this section is to describe, but not limit, the janitorial tasks
necessary for high quality janitorial service. The Contractor shall perform the tasks listed plus any
additional tasks needed to achieve attractive building appearance. The tasks described in paragraphs A
through C are regularly scheduled tasks. The tasks described in paragraphs D through L are tasks that the
Contractor shall perform when requested by the City.
DESCRIPTIONS OF REGULARLY SCHEDULED TASKS
A. General Janitorial Tasks
1. Use Appropriate Cleaning Compounds
a. do not use cleaning compounds with the following ingredients: hydrochloric acid, phenols,
peroxides, mercury, and iodine
b. post Material Safety Data Sheets (MSDS) for all cleaning compounds wherever such cleaning
compounds are stored at City locations
c. whenever and wherever feasible, use “green” cleaning compounds that are environmentally
friendly
2. Report Problems
a. note any of the following problems and report them to the City representative before 7:30
a.m. on the next working day: pest infestations, vandalism, graffiti, damaged fixtures and
furnishings, clogged drains (that cannot be cleared with a plunger), inoperable lighting
fixtures
b. immediately report running water which cannot be shut off to the Police Department
dispatcher at 781-7312 to notify Building Maintenance Standby for response.
c. secure any lost-and-found articles in a janitorial closet and notify the City representative
3. Empty and Clean Wastebaskets and Trashcans
a. for all “Recreation Facilities” and “Public Safety Office” locations, empty all wastebaskets,
trashcans, and recycling containers and install clean liners of the correct size
b. for all “General Office” locations, empty central pickup trashcans and recycling containers
and install clean liners of the correct size.
c. ensure deposit of any interior collected recycle materials is placed separately from trash in
appropriate exterior recycle bins.
4. Empty and Clean Ashtrays
a. remove all smoking material and other debris from ashtrays
5. Clean and Disinfect Drinking Fountains
a. wash all drinking fountain surfaces using clean toweling and an approved Quaternary
Ammonium Germinal Detergent (QAGD) solution
b. rinse washed surfaces with potable water
c. ensure that all surfaces are free of spots
d. polish all stainless steel surfaces with an approved polishing compound
6. Clean Lobby Counters
a. remove dirt, oil, and fingerprints from all lobby counter surfaces using a cloth dampened with
an approved cleaning/disinfecting solution
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b. do not use abrasive products on counter surfaces
7. Spot Clean Window and Door Glass at Entrances and on Interior Partitions
a. remove streaks, spots, and fingerprints from interior glass surfaces using a cloth and an
approved cleaning solution
8. Spot Clean Doors, Door Frames, Door Hardware, and Switchplates
a. remove dirt, oil, and fingerprints from doors, door frames, door hardware (including
kickplates), and switchplates using a cloth dampened with an approved cleaning solution
9. Spot Clean Interior Walls
a. gently remove dirt, oil, and fingerprints from interior wall surfaces using a cloth dampened
with an approved cleaning solution and following procedures appropriate for the surface to be
cleaned
10. Vacuum Carpets
a. remove loose dirt and debris from all carpets using a commercial vacuum cleaner
11. Spot Clean Carpets
a. remove spots and stains from carpets using a truck-mounted or portable carpet extraction
machine
12. Dust Mop Wood Floors
a. remove loose dirt and debris from wood floors using an untreated, oil-free dust mop
13. Damp Mop Wood Floors
a. remove loose dirt and debris from wood floors using an untreated, oil-free dust mop
b. remove dirt and grime using a damp mop without soaking the floor
14. Sweep Concrete, Ceramic Tile, and Resilient Floors
a. remove loose dirt and debris from floors using a push broom, dust mop, or commercial
vacuum cleaner
15. Wet Mop Floors
a. on resilient floors, remove loose dirt and debris from floors using a push broom, dust mop, or
commercial vacuum cleaner
b. wash off dirt and grime using a wet mop and bucket with an approved cleaning solution
c. remove stubborn dirt and grime spots using a plastic or nylon scrubbing pad (either hand-held
or mounted on a low-speed buffing machine) with an approved cleaning solution
d. remove all excess cleaning solution with a wet mop or wet/dry vacuum cleaner
16. Dust below Eight Feet
a. remove dirt and dust from countertops, cabinets, shelf tops, wall-hung pictures, cubicle
partition caps, and horizontal baseboard surfaces using a clean dry cloth or a cloth dampened
with an approved cleaning solution
B. Specific Restroom Janitorial Tasks
1. Disinfect Restroom Doors, Door Frames, Door Hardware, and Switchplates
a. wipe entire surface area and remove dirt, oil, and fingerprints from doors, door frames, door
hardware (including kickplates), and switchplates using a cloth dampened with an approved
QAGD solution
2. Refill Restroom Dispensers
a. check dispensers for soap, toilet paper, paper towels, and seat covers and refill if necessary
b. disinfect dispensers and surrounding surfaces with an approved QAGD solution
3. Disinfect Restroom Countertops
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a. wipe entire surface area and remove dirt, oil, and fingerprints from all countertop surfaces
using a cloth dampened with an approved QAGD solution
b. do not use abrasive products on counter surfaces
4. Disinfect Restroom Sinks
a. scrub all sink surfaces using a nylon or plastic bristle brush with an approved QAGD solution
b. wipe all plumbing fixtures with an approved QAGD solution
c. dry all sink surfaces with clean, dry cloth
d. dry bright plumbing fixtures to prevent water spots
5. Spot Clean Restroom Mirrors
a. remove streaks, spots, and fingerprints from mirrors using a cloth and an approved cleaning
solution
6. Disinfect Restroom Walls and Partitions
a. wipe all wall and partition surfaces (including baseboards and cove moldings) with an
approved QAGD solution
7. Disinfect Restroom Floors
a. remove loose dirt and debris from the floor using a push broom, dust mop, or commercial
vacuum cleaner
b. wash dirt and grime from the floor using a wet mop and bucket with an approved QAGD
solution
c. remove stubborn dirt and grime spots from the floor using a plastic or nylon scrubbing pad
(either hand-held or mounted on a low-speed buffing machine) with an approved QAGD
solution
d. remove all excess cleaning solution with a wet mop or wet/dry vacuum cleaner
8. Disinfect and Descale Toilets and Urinals
a. scrub all toilet and urinal surfaces using a nylon or plastic bristle brush with an approved
QAGD solution
b. rinse toilet seat surfaces with clear water
c. wipe all exposed plumbing fixtures with an approved QAGD solution
d. dry all surfaces with clean, dry cloth
e. dry bright plumbing fixtures to prevent water spots
f. as necessary, remove scale and water rings in toilets and urinals using an approved bowl
cleaner
9. Disinfect Showers and Adjacent Changing Areas
a. spray shower walls, floors, and fixtures with an approved QAGD solution
b. rinse thoroughly with clear water
c. dry fixtures to prevent water spots
10. Clean Shower Drain Grates
a. remove hair and other debris from shower drain grates
11. Check for and Correct Minor Plumbing Problems
a. clear clogged drains using a plunger
b. remove debris from floor drain grates
c. if plumbing problems cannot be corrected, notify the City representative before 7:30 a.m. on
the next working day
12. Polish Brightwork
a. polish all chrome plated or stainless steel surfaces with an approved polishing compound
C. Specific Breakroom/Kitchen/Meeting Room Janitorial Tasks
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1. Refill Breakroom/Kitchen Dispensers
a. check dispensers for soap and paper towels and refill if necessary
b. disinfect dispensers and surrounding surfaces with an approved QAGD solution
2. Disinfect Breakroom/Kitchen Countertops
a. remove dirt, oil, and fingerprints from all countertop and table surfaces using a cloth damp-
ened with an approved QAGD solution
b. do not use abrasive products on counter surfaces
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3. Spot Clean Exteriors of Breakroom/Kitchen Cabinets, Refrigerators, and Conventional Ovens
a. remove dirt, oil, and fingerprints from all cabinet, refrigerator, and conventional oven exterior
surfaces using a cloth dampened with an approved cleaning solution
4. Disinfect Breakroom/Kitchen Sinks
a. scrub all sink surfaces using a nylon or plastic bristle brush with an approved QAGD solution
b. wipe all plumbing fixtures with an approved QAGD solution
c. dry all sink surfaces with clean, dry cloth
d. dry bright plumbing fixtures to prevent water spots
5. Clean Microwave Ovens
a. remove dirt, grime, grease, and food particles from all interior and exterior surfaces of
microwave ovens using a clean paper towel dampened with an approved cleaning solution
and wipe all surfaces dry
6. Spot Clean Breakroom/Meeting Room Tables and Chairs
a. as necessary, remove dirt, grime, grease, and food particles from permanently arranged tables
and chairs using a cloth dampened with an approved cleaning solution
b. maintain tables and chairs in the configuration specified by the City representative
7. Wipe Down Breakroom/Meeting Room Tables and Chairs
a. wipe down all surfaces of permanently arranged tables and chairs using a cloth dampened
with an approved cleaning solution
DESCRIPTIONS OF PERIODICALLY REQUESTED TASKS
D. Complete Window Washing
1. remove any window screens and louvers
2. spray window screens and louvers with water to wash off loose dirt and debris
3. remove loose dirt and debris from interior window sills, sash tracks, and other horizontal surfaces
using a vacuum cleaner
4. wash interior and exterior glass surfaces using an approved cleaning solution
5. remove all wash water with a squeegee or cloth
6. ensure that all glass surfaces are free of streaks and spots
7. wipe interior window frames with a dampened cloth
8. reinstall window screens and louvers
9. remove dust and dirt from blinds using a vacuum cleaner with HEPA filter
10. remove dust and dirt from drapes using a vacuum cleaner with HEPA filter
E. Exterior Window Washing
1. remove any window screens and louvers
2. spray window screens and louvers with water to wash off loose dirt and debris
3. wash exterior glass surfaces using an approved cleaning solution
4. remove all wash water with a squeegee or cloth
5. ensure that all glass surfaces are free of streaks and spots
6. reinstall window screens and louvers
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F. Carpet Extraction
1. notify building occupants at least two days before carpet extraction to allow time for moving
personal items off the floor
2. remove loose dirt and debris from carpets using a commercial vacuum cleaner
3. pre-treat carpets using an approved carpet shampoo solution and agitate visible stains
4. extract all carpets using a truck-mounted or portable carpet extraction machine with heated water
5. extract all carpets using a truck-mounted or portable carpet extraction machine without water
6. complete all extraction activity before 12:00 midnight to allow adequate drying time before
occupancy the next morning
G. Carpet Bonnet-Cleaning
1. notify building occupants at least two days before carpet bonnet-cleaning to allow time for
moving personal items off the floor
2. remove loose dirt and debris from carpets using a commercial vacuum cleaner
3. clean carpets using a low-speed buffing machine with a special bonnet-cleaning pad and an
approved cleaning solution
4. complete all carpet bonnet-cleaning activity before 2:00 a.m. to allow adequate drying time
before occupancy the next morning
H. Hard Floor Scrubbing and Recoating
1. remove loose dirt and debris from resilient and terrazzo floors using a push broom, dust mop, or
commercial vacuum cleaner
2. wash off dirt and grime using a wet mop and bucket with an approved cleaning solution
3. remove stubborn dirt and grime spots using a plastic or nylon scrubbing pad (either hand-held or
mounted on a low-speed buffing machine) with an approved cleaning solution
4. remove all excess cleaning solution with a wet mop or wet/dry vacuum cleaner
5. apply one coat of an approved polymer finish to the entire floor area
I. Hard Floor Stripping and Recoating
1. remove loose dirt and debris from resilient and terrazzo floors using a push broom, dust mop, or
commercial vacuum cleaner
2. remove all dirt, grime, and stains and strip off all the existing finish using a low-speed buffing
machine with a nylon scrubbing pad and an approved stripping solution
3. remove all stripping solution with a wet mop or wet/dry vacuum cleaner
4. apply one coat of an approved polymer base to the entire floor area
5. apply two coats of an approved polymer finish to the entire floor area
J. High Dusting above Eight Feet
1. remove loose dust, dirt, and cobwebs from ceilings, beams, ductwork, HVAC diffusers, light
fixtures, and horizontal surfaces with a clean cloth, duster, or vacuum cleaner with HEPA filter
2. take care that dust and dirt do not fall onto areas below
K. Shower and Changing Area Scrubbing
1. spray shower walls, floors, and fixtures with an approved acid foaming cleaner
2. scrub walls, floors, and fixtures using a nylon or plastic bristle brush
3. rinse thoroughly with clear water
4. dry fixtures to prevent water spots
L. Spot Cleaning Folding Tables and Stacking Chai rs
1. remove dirt, grime, grease, and food particles from folding tables and stacking chairs using a
cloth dampened with an approved cleaning solution
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Exhibit A to Agreement
SCOPE OF WORK AND SERVICE LEVELS
DETAILED DESCRIPTION OF WORK
General. The Contractor shall provide all labor, equipment, and materials required to perform high
quality janitorial maintenance at the locations and frequencies listed in this specification. The intent of
this specification is to procure high quality maintenance that will result in attractive, clean
building appearance at all times. The intent of this section is to describe, but not limit, the janitorial
tasks necessary for high quality maintenance. The Contractor shall perform the tasks listed plus any
additional tasks needed to achieve a well maintained building appearance.
The contractor shall not allow contaminated water or cleaning solution to enter storm drains.
Emergencies should be reported to Police Dispatch (781-7312)
Daily Tasks:
1. Disinfect and clean restroom sinks, mirrors, countertops, partitions, walls, floors and drinking
fountains.
2. Disinfect, clean and de-scale toilets and urinals.
3. Clean all chrome plated or stainless steel surfaces.
4. Clean both interior and exterior doors including entry ways.
5. Refill toilet paper and seat cover dispensers. Empty and reline all trash containers.
6. Provide replacement dispensers as needed for parks staff to install.
7. Lock restrooms and retire two flags at Meadow Park at times indicated in section B.
8. Remove all dirt, debris, trash and foreign objects from the sites, disposing of these materials in an
approved manner.
9. Wipe off graffiti using an approved cleaning solution. If graffiti cannot be removed or if paint is worn
where graffiti has been removed, notify the City representative within 24 hours.
10. Supply all equipment, materials and supplies used for park restroom janitorial services. All supplies
used shall be biodegradable or approved by the City before any application. A “green seal” cleaning
supplies shall be used whenever possible. A list of proposed cleaning materials shall be submitted
at the time of award. The contractor shall not use any materials, supplies, or equipment that may
damage or destroy existing facilities. Materials, supplies, and equipment shall not be stored on City
property without prior written permission from the City.
11. Maintain all surfaces in a clean condition. Surfaces are walkways, sidewalks, tops of planters, etc.
12. Correct minor plumbing problems, clear clogged drains using a plunger or toilet auger, remove
debris from floor drain grates. In the interests of safety and water conservation if any water leak or
problem is noticed water should be shut off to fixture. If plumbing problems cannot be corrected
notify the City representative (781-7022) before 7:00 a.m. on the next working day.
Monthly Tasks:
Pressure wash or machine scrub floors and entryways
Quarterly Tasks:
Clean ceilings, ceiling fixtures, louvers, window screens and skylights.
Additional Tasks:
Maintain three cases of toilet paper at Damon Garcia Sports Field Restroom Storage Area as needed.
This area needs to be restocked on occasions when large user groups use all the extra toilet paper.
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Site Inspection and Reporting.
Review entire site on each occasion that a site visit is made and report any problems to City
representative the same day by email or before 8:00 a.m. on the next working day. During normal
business hours the City representative can be reached at 781-7022 or 781-7220.
If the problem is running water that can not be shut off and it is normal working hours call the City
representative. If it is after normal working hours or an emergency call the San Luis Obispo Police
dispatcher at 781-7312 to request a Parks Maintenance standby person or police assistance.
Problems to report may include but are not limited to the following: safety, damage, graffiti, user issues,
pest infestations, vandalism, damaged fixtures and furnishings, clogged drains (which could not be
cleared with a plumber’s helper or a short snake), inoperable light fixtures, etc.
Deliver any lost-and-found articles to the San Luis Obispo Police Station at 1042 Walnut Street, San Luis
Obispo, within 24 hours.
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Exhibit A to Agreement
SCOPE OF WORK AND SERVICE LEVELS LANDSCAPE
DETAILED DESCRIPTION OF WORK
1. Litter Control.
Ground Litter. The Contractor shall pick up litter as encountered during scheduled visits to the locations
listed in Contract Proposal, taking particular care to remove fecal matter from turf areas and from areas
that are highly traveled and highly visible, including parking lots.
Posted Material. The Contractor shall remove all posters, flyers, signs, and advertisements including
staples, tacks, nails, and tape that are attached to trees, poles, and any other structures.
Disposal of Gathered Litter and Material. Disposal of collected litter shall be at the Contractor's expense
and not deposited in site garbage cans and dumpsters. The City shall remove trash from site garbage
cans unless otherwise specified.
2. Walkway Maintenance.
Litter Control. The Contractor shall remove all trash, weeds, and foreign objects from walkway surfaces
as established for each Service Level. The Contractor shall then remove all trash, weeds and foreign
objects from the site.
Blow Pack Use. In the downtown area, blow packs may be used between 7:00 AM and 10:00 AM. In
residential areas blow packs may be used between 8:00 AM and 5:00 PM. All litter swept with a blow
pack shall be picked up and removed from the site. Because of inherent noise and dust problems, the
Contractor shall display courtesy and consideration towards citizens and businesses whenever a blow
pack is used and shut down or direct blowing away from pedestrians.
Washing. Washing walkways shall not be permitted unless specifically authorized by the City's Contract
Manager and undertaken with proper controls to prevent pollution of stormwater.
Pruning. In addition to the specified scheduled pruning, the Contractor shall prune trees, shrubs and
groundcovers whenever necessary to keep walkways clear and to maintain pedestrian safety.
Equipment Pads. Equipment pads shall receive the same maintenance as walkways.
3. Irrigation.
Manual Irrigation. The Contractor shall manually irrigate vegetation as required to maintain proper plant
growth. This manual irrigation shall include watering with hoses, hose bibs, quick couplers, nozzles, and
sprinklers furnished by the Contractor. Manual irrigation may be required in addition to, in conjunction
with, or in the absence of automatic irrigation. The Contractor shall irrigate at times of the day that shall
ensure maximum plant health and minimum inconvenience for people using the area. The Contractor
shall avoid water runoff onto roadways, walkways and other hard surfaces. Recycled water shall be
prevented from landing on picnic tables and drinking fountains.
Schedules. On January 1, April 1, July 1, and October 1 of each year, the Contractor shall submit a
proposed irrigation time of day schedule for all areas for the next 3 months. This schedule form will be
provided by the city and the schedule must be approved by the City's Contract Manager.
Automatic Irrigation. The Contractor shall operate all automatic irrigation systems. Automatic irrigation
shall normally take place during night or early morning hours. The Contractor shall program automatic
controllers for seasonal water requirements.
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During periods of rain, the contractor shall deactivate all automatic programming and go into “rain shut
down.”,. The contractor shall notify the City when “rain shut down” is both activated and deactivated.
Failure to activate “rain shut down” during rainy weather will result in the contractor being liable for the
cost of water used, per location, during rainy periods.
If plant material dies due to inadequate water or over watering, the Contractor shall replace all dead plant
material within 3 weeks of written notification, at no cost to the City.
Irrigation System Inspection and Repair. The contractor shall maintain all irrigation systems in proper
adjustment to avoid water runoff or overspray onto adjacent properties, roadways, walkways and other
hard surfaces.
The Contractor shall perform monthly irrigation system inspections by turning the system on, checking for
leaks, overspray and other coverage issues, and making necessary adjustments and repairs. The
Contractor shall notify the City of the inspection and submit an irrigation report the first of every month
during the irrigation season.
The contractor is responsible for repairs and replacements from the lateral line up, including swing-joints,
risers, irrigation heads, drip emitters, and tubing. The City shall be responsible for any other irrigation
system repairs.
The Contractor shall report any irrigation problems that are the City’s responsibility, to the City as soon as
noted, particularly any repairs needed for irrigation controllers, or improper coverage that could lead to
plant death or site runoff. The Contractor shall manually irrigate an area as needed while an irrigation
controller is being repaired. Before fertilization the Contractor shall check each automatic irrigation system
for proper operation and adjustment.
Non-Potable (recycled) water training. Worker safety training is required for all workers working in
identified areas that use non-potable (recycled) water. The training will be provided by the city and
scheduled once the reclaimed systems are operable.
Water Conservation. All irrigation schedules shall comply with any watering restrictions imposed by the
City of San Luis Obispo Utilities Department during drought conditions. When the Utilities Department
has imposed watering restrictions, the Contractor shall consult with the City's Contract Manager to
determine the best allocation of available water, considering plant species, time of year, location, and
other environmental factors. Each month the Contractor shall monitor the effects of manual irrigation.
During periods of officially declared water use restrictions, the Contractor shall report each month the
amount of water used at each work location. Failure to comply with any mandatory restrictions may result
in the contractor being liable for the cost of water used per location.
4. Disease and Pest Control.
Protection of Vegetation and the Public. The Contractor shall control and eliminate weeds, insects,
rodents, and diseases that harm vegetation. In performing this pest control work, the Contractor shall use
only materials and methods that will not harm the vegetation or the public. The City strongly encourages
the use of Integrated Pest Management concepts in all parks.
Application Plan. The Contractor shall provide a application plan to the City's Contract Manager for
approval. This plan shall include the disease or pest to be treated, the type and name of the product
proposed to be used and copies of both the product label and Material Safety Data Sheet (MSDS).
Following any pesticide application, the Contractor shall submit to the City's Contract Manager on the first
of the month a copy of all pesticide use reports identifying the type and brand name of the chemical, the
date, rate and specific location of application.
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Pesticide Application Licenses and Permits. The Contractor and its employees and subcontractors shall
have and maintain all required permits and licenses required by the State of California before applying
any pesticide.
Pesticide Acceptability. Any pesticide used shall be selected from the list approved by the State of
California Department of Pesticide Regulations. Restricted materials may only be used with approval
from the City and a permit issued by the San Luis Obispo County Agricultural Commissioner.
Rodent Traps. The Contractor shall not use rodent traps without prior written approval from the City's
Contract Manager for the location and type of trap to be used. Traps will not be allowed in any area
where children could be expected to play.
5. Turf Maintenance.
Mowing. The Contractor shall mow all turf areas at the locations and frequencies established for each
Service Level. The Contractor shall mow turf in a workmanlike manner that ensures a smooth surface
without scalping or leaving excessive cuttings. All mowing equipment shall be adjusted to the proper cut-
ting heights and sharpened adequately. Mowing height shall be two inches for all turf areas, unless
otherwise specified by the City's Contract Manager for special events and other conditions. Immediately
before each mowing, the Contractor shall remove all litter and trash from turf areas. Immediately after
each mowing, the Contractor shall clean all adjacent walkways.
Mechanical Edging. The Contractor shall mechanically edge all turf areas. The Contractor shall edge all
turf borders to leave a neat, uniform line and eliminate all grass invasion into adjacent areas. The
Contractor shall also edge around other obstacles within turf areas to leave a neat, well-trimmed
appearance and to allow optimum operation of sprinkler heads. When using string trimmers the
Contractor shall take care to protect trees and shrubs from damage. Power edgers with rigid blades shall
leave a well-defined v-shaped edge that extends into the soil.
Chemical Edging and Detailing. With approval from the City's Contract Manager the Contractor may
apply edging chemicals around areas such as planters, building walls, trees, fence lines, and sprinkler
heads. Before applying chemicals, the Contractor shall trim all areas to the proper height.
Fertilizing. The Contractor shall fertilize all turf areas as specified for each Service Level, except at
identified areas that use recycled water, where no fertilization will be required. Application dates shall be
approved by the City's Contract Manager. Following application, fertilizer shall be thoroughly watered into
the soil within 24 hours. The Contractor shall notify the City's Contract Manager via the submitted
monthly schedule a minimum of one week before a fertilizer application.
The turf fertilizer shall be a complete fertilizer with a ratio of 4-1-2. The Contractor shall evenly broadcast
the fertilizer at a minimum rate of one pound actual available nitrogen per 1,000 square feet of turf area
per application. Any fertilizer landing outside the turf area shall be swept up and removed. The
Contractor shall submit to the City written documentation of the quantities of fertilizer applied at each
specified work location.
Seed / Sod. Seed or sod replacement for bare areas shall be perennial rye grass or match surrounding
turf.
Weed Control. The Contractor may apply selective herbicides. The Contractor shall also perform any
additional weeding necessary to keep the turf free of weeds. This additional weeding may be performed
by hand or by using selective herbicides.
6. Groundcover Maintenance.
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Edging. The Contractor shall edge all groundcover areas as specified for each Service Level. The
primary purpose for edging the groundcover is to prevent it from growing onto walkways, roadways, hard
surfaces, fences, and walls. The Contractor shall not use chemical edging methods without prior
approval from the City's Contract Manager.
Fertilizing. The Contractor shall fertilize all groundcover areas as specified for each Service Level.
Following application, fertilizer shall be thoroughly watered into the soil within 24 hours. The Contractor
shall notify the City's Contract Manager via the submitted monthly schedule a minimum of one week
before a fertilizer application.
The groundcover fertilizer shall be a complete balanced low release fertilizer with a ratio of 12-12-12. The
Contractor shall evenly broadcast the fertilizer at a minimum rate of ten pounds per 1,000 square feet of
groundcover area per application. Any fertilizer landing outside the groundcover area shall be swept up
and removed. The Contractor shall submit to the City written documentation of the quantities of fertilizer
applied at each specified work location.
Weed Control. The Contractor shall maintain groundcover areas in a weed free condition. This weeding
may be performed by hand or by using selective herbicides.
7. Shrub Maintenance
Pruning. The Contractor shall prune all shrubbery at the locations as specified for each Service Level.
The primary purpose for pruning the shrubbery shall be to encourage healthy and attractive growth
according to prescribed industry practices. Such pruning shall encourage the graceful, natural growth of
the shrub and shall maintain plant health through removal of dead, diseased, or injured wood. The
secondary purpose for pruning the shrubbery shall be to prevent it from growing onto walkways, road-
ways, and other hard surfaces. Where the specified pruning frequency is two times per year, the shrubs
shall be pruned in the spring and fall. When required, the Contractor shall remove dead shrubbery.
Fertilizing. The Contractor shall fertilize all shrub areas at the locations as specified for each Service
Level.. Where the specified fertilizing frequency is twice a year, the shrubs shall be fertilized in April and
September. Where the specified frequency is other than twice a year, the application dates shall be
approved by the City's Contract Manager. Immediately following application, fertilizer shall be thoroughly
watered into the soil. The Contractor shall notify the City's Contract Manager one week before a fertilizer
application. The shrub fertilizer shall be a complete balanced low release fertilizer with a ratio of 12-12-
12. The Contractor shall evenly broadcast the fertilizer at a minimum rate of ten pounds per 1,000 square
feet of shrub bed area per application. The Contractor shall submit to the City written documentation of
the quantities of fertilizer applied at each specified work location.
Weed Control. The Contractor shall maintain all shrub beds in a weed free condition. At a minimum, the
contractor shall perform weeding at the locations as specified for each Service level. This weeding may
be performed by hand or by using selective herbicides. When weeding is completed, the Contractor shall
rake the shrub beds clear of all leaves and debris.
8. Tree Maintenance.
Pruning. The only purposes for pruning the trees shall be to maintain proper pedestrian clearances and
to remove suckers. The Contractor shall not make structural changes to the trees. The Contractor shall
report the need for any additional pruning to the City's Contract Manager.
Staking. The Contractor shall make minor staking repairs to all trees as required. Minor repairs shall
include replacing or repairing ties, and refastening boards and braces. The Contractor shall report the
need for more extensive repairs to the City's Contract Manager.
9. Miscellaneous Weed Control.
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The Contractor shall maintain all fence lines, light standard bases, tree wells, buildings, walls, sidewalks,
curbs, gutters, asphalt berms, parking lots, signs structures, and equipment pads etc. in a weed free
condition. All non-landscaped areas shall be weed free. Herbicides used for weed control must have
prior approval from the City's Contract Manager. The contractor shall perform all annual weed abatement
in late May or as required by the San Luis Obispo Fire Department.
10. Drinking Fountain Maintenance.
The Contractor shall clean, scrub and disinfect all drinking fountains at the locations as specified for each
Service Level.
11. Site Inspection and Reporting.
Review entire site on each occasion that a site visit is made for any reason. Report any problems,
including irrigation, damage, graffiti or user issues, the same day by email, or phone if immediate repairs
are needed.
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blank.
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Department Name: Public Works
Cost Center: 5101
For Agenda of: July 21, 2020
Placement: Consent
Estimated Time: N/A
FROM: Matt Horn, Public Works Director
Prepared By: Gaven Hussey, Parking Program Manager
SUBJECT: ADOPT ORDINANCE NO. 1683 (2020 SERIES) AMENDING MUNICIPAL
CODE SECTION 10.52.010 (PARKING METER ZONE RATES) TO REMOVE
PREVIOUSLY ADOPTED RATE INCREASE
RECOMMENDATION
Adopt Ordinance No. 1683 (2020 Series) approving an amendment to Municipal Code section
10.52.010, Parking Meter Zone Rates, to remove previously adopted rate increase.
DISCUSSION
On June 2, 2020, City Council approved the 2020-21 Supplemental Budget, which included a
recommendation to adopt Ordinance No. 1683 (Attachment A) deferring previously approved
parking meters rates scheduled to take effect on July 1, 2020. The deferral is part of the City’s
COVID-19 pandemic response plan to revitalize the local economy. Ordinance No. 1683
includes the following amendments to the City’s Municipal Code:
• 10.52.010 – Parking meter zone – Rates.
o B. Unless established otherwise below, the parking meter rate on streets or in
municipal parking lots in the lower rate zone shall be one dollar per hour effective
January 1, 2018and these parking meter rates shall increase to one dollar and
twenty-five cents per hour effective July 1, 2020.
o C. Within the area designated on the parking rate zones map (Exhibit A) the rate
for parking meters on streets or in municipal parking lots shall be one dollar and
fifty cents per hour effective January 1, 2018and these parking meter rates shall
increase to one dollar and twenty-five cents per hour effective July 1, 2020.
o D. Within the area designated on the parking rate zones map (Exhibit A), the rate
for parking meters on streets or in municipal lots shall be one dollar and seventy-
five cents per hour effective January 1, 2018and these parking meter rates shall
increase to one dollar and twenty-five cents per hour effective July 1, 2020.
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.
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FISCAL IMPACT
Budgeted: Yes Budget Year: 2021
Funding Identified: Yes
Fiscal Analysis:
Funding Sources Current FY Cost
Annualized
On-going Cost
Total Cost
Parking Fund $727,300 $0 $727,300
Total $727,300 $0 $727,300
Staff has projected that the deferral of previously approved rate increases in 2020 will result in a
potential loss of $727,300 in parking revenue during FY2021. Fiscal impacts to out-year fund
projections has not been determined.
ALTERNATIVES
Deny adoption of the Ordinance. City Council can choose to deny the adoption of the
amendments to Municipal Code section 10.52.010. Staff does not recommend this alternative
because the amendments are part of the City’s economic revitalization efforts and the fiscal
impacts of the deferrals can be absorbed by the Parking Fund’s working balance.
Attachments:
a - Ordinance No. 1683 (2020 Series)
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O 1683
ORDINANCE NO. 1683 (2020 SERIES)
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, AMENDING SECTION 10.52.010 (PARKING
METER ZONE RATES) OF THE SAN LUIS OBISPO MUNICIPAL CODE
WHEREAS, State law provides, in Vehicle Code Section 22508, that cities must establish
parking meter rates by ordinance; and
WHEREAS, the City of San Luis Obispo recognizes the significant economic impacts that
the COVID-19 pandemic has created for local businesses and that, as part of the Downtown
Vitality Major City Goal, the Parking Fund is responsible for assisting in the revitalization efforts;
and
WHEREAS, the Parking Fund’s operations and programs provide essential services for
customers, employees, and visitors of the downtown area which have been financially impacted
by the COVID-19 pandemic; and
WHEREAS, the Council considered the 2020-21 Supplemental Budget staff report and
held a public meeting on the proposed changes to the Parking Fund’s operations and programs.
NOW, THEREFORE, BE IT ORDAINED by the Council of the City of San Luis Obispo
as follows/or that (whatever action is needed):
SECTION 1. Section 10.52.010 (Parking meter zone – rates) of the San Luis Obispo
Municipal Code is hereby amended as follows:
10.52.010 Parking meter zone – Rates.
A. Within the area enclosed by a solid line on the parking rate zone map (Exhibit A) and
the area enclosed by the shaded line on Slack Street parking meter zone map (Exhibit
B) (more particularly described as: the north side of Hathway Avenue adjacent to Cal
Poly to Longview Lane, the east side of Longview Street from Hathway Avenue to
Slack Street, the north side of Slack Street from Longview Lane to Grand Avenue, and
the south side of Slack Street adjacent to the San Luis Coastal Unified School District
parcel from the midblock point of Slack Street (between Longview Lane and Grand
Avenue) to Grand Avenue), the parking of vehicles on streets or in municipal parking
lots may be controlled and regulated with the aid of parking meters.
B. Unless established otherwise below, the parking meter rate on streets or in municipal
parking lots in the lower rate zone shall be one dollar per hour effective January 1,
2018.
C. Within the area designated on the parking rate zones map (Exhibit A) the rate for
parking meters on streets or in municipal parking lots shall be one dollar and fifty cents
per hour effective January 1, 2018.
D. Within the area designated on the parking rate zones map (Exhibit A), the rate for
parking meters on streets or in municipal lots shall be one dollar and seventy-five cents
per hour effective January 1, 2018.
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Ordinance No. 1683 (2020 Series) Page 2
O 1683
E. Within the shaded area of the map entitled Slack Street parking meter zone map
(Exhibit B) the parking of vehicles on streets may be controlled and regulated with the
aid of parking meters. The parking meter rate shall be one dollar per hour if controller
by meter.
SECTION 2. Severability. If any subdivision, paragraph, sentence, clause, or phrase of
this ordinance is, for any reason, held to be invalid or unenforceable by a court of competent
jurisdiction, such invalidity or unenforceability shall not affect the val idity or enforcement of the
remaining portions of this ordinance, or any other provisions of the city' s rules and regulations. It
is the city' s express intent that each remaining portion would have been adopted irrespective of
the fact that any one or more subdivisions, paragraphs, sentences, clauses, or phrases be declared
invalid or unenforceable.
SECTION 3. 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
Tribune, 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 2nd day of June 2020, AND FINALLY ADOPTED by the Council
of the City of San Luis Obispo on the ____ day of ______ 2020, on the following vote:
AYES:
NOES:
ABSENT:
____________________________________
Mayor Heidi Harmon
ATTEST:
____________________________________
Teresa Purrington, City Clerk
APPROVED AS TO FORM:
_____________________________________
J. Christine Dietrick, City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City
of San Luis Obispo, California, on _____________________.
______________________________
Teresa Purrington, City Clerk
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Ordinance No. 1683 (2020 Series) Page 3
O 1683
EXHIBIT A
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Ordinance No. 1683 (2020 Series) Page 4
O 1683
EXHIBIT B
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Department Name: Police
Cost Center: 8001
For Agenda of: July 21, 2020
Placement: Consent
Estimated Time: N/A
FROM: Deanna Cantrell, Chief of Police
Prepared By: Melissa Ellsworth, Senior Administrative Analyst
SUBJECT: AUTHORIZATION TO ACCEPT FY 2020-21 GRANT AWARD FROM
DEPARTMENT OF ALCOHOLIC BEVERAGE CONTROL
RECOMMENDATION
1. Authorize the Police Department to accept a grant award from the Department of Alcoholic
Beverage Control for FY 2020-21 in the amount of $33,259.
2. Adopt a resolution authorizing the City Manager to execute a grant agreement with the State.
3. Authorize the Chief of Police to execute all grant related documents and authorize the Finance
Director to make the necessary budget adjustments.
DISCUSSION
The purpose of the California Department of Alcoholic Beverage Control (ABC) grant funding is to
enable agencies to expand efforts in addressing alcohol related problems through a comprehensive
ABC program that encompasses various strategies. The Police Department (the Police Department)
has been awarded grant funds from ABC in prior years to conduct education and compliance
activities related to businesses that hold alcohol licenses.
The goals of the ABC grant program include:
1. Achieving the goals and objectives of the local enforcement agency's grant agreements.
2. Establishing a close working relationship between ABC district offices and the grant
agencies.
3. Prioritizing law enforcement efforts and targeting those licensed outlets that cause alcohol-
related crimes.
4. Reducing the sales of alcoholic beverages to underage persons.
5. Assisting in the training of local law enforcement.
The Police Department submitted its ABC grant application in March and was notified of the award
on June 9, 2020. The Police Department intends to utilize grant funds to conduct operations
focused on alcohol awareness and enforcement, inspections at licensed establishments, and training.
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Policy Context
The recommended actions are consistent with the City of San Luis Obispo’s Financial Management
Manual, Section 740 - Grant Management Policy. The policy states that Council will approve all
grant applications in excess of $5,000 and delegates receipt and contract execution to the City
Manager.
Public Engagement
This item is on the agenda for the July 21, 2020 City Council meeting and will follow all required
postings and notifications. The public may have an opportunity to comment on this item at or
before the meeting.
CONCURRENCES
The Director of the Finance Department concurs with the staff recommendation.
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 Section 15378.
FISCAL IMPACT
Budgeted: No Budget Year: 2020-21
Funding Identified: Yes
Fiscal Analysis:
Funding Sources Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing Cost
General Fund
State – ABC GRANT $33,259
Fees
Total $33,259
City matching funds are not required for this grant.
ALTERNATIVES
Council may direct staff to decline the grant award. Staff does not recommend this alternative as
funding will aid in the Police Department’s efforts to improve alcohol enforcement activities.
Attachments:
a - Draft Resolution
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RESOLUTION NO. _____ (2020 SERIES)
A RESOLUTION OF THE COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, AUTHORIZING GRANT APPLICATIONS FOR
FUNDING PROVIDED THROUGH THE DEPARTMENT OF
ALCOHOLIC BEVERAGE CONTROL TO INCREASE EDUCATION AND
ENFORCEMENT PROGRAMS FOCUSING ON REGULATING RETAIL
ALCOHOL OUTLETS AND AUTHORIZING THE CITY MANAGER TO
EXECUTE ALL RELATED GRANT DOCUMENTS
WHEREAS, the San Luis Obispo Police Department (the “Police Department”) through
the City of San Luis Obispo desires to undertake programs to increase education and enforcement
to focus on regulating retail alcohol outlets in the community; and
WHEREAS, the Police Department submitted a grant through the Grant Assistance
Program (GAP) administered by the Department of Alcoholic Beverage Control (ABC) in March
2020 to conduct education and compliance activities related to local businesses that hold alcohol
licenses; and
WHEREAS, on June 9, 2020, the ABC awarded the Police Department a grant through
the GAP in the amount of $33,259; and
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis Obispo
as follows:
SECTION 1. The Chief of Police or her designee is hereby authorized to submit grant
applications consistent with program requirements to pursue a Grant Assistance Program (“GAP”)
grant administered by ABC, including the Police Department’s March 2020 application.
SECTION 2. The City Manager of the City of San Luis Obispo is authorized to execute
all grant related documents, including the State of California Standard Agreement, any extensions
or amendments thereof, and any subsequent contract with the State in relation to the GAP grant
administered by ABC.
SECTION 3. The City agrees that any liability arising out of the performance of this
contract, including civil court actions for damages, shall be the responsibility of the grant recipient
and the authorizing agency and acknowledges that the State of California and ABC disclaim
responsibility for any such liability.
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SECTION 4. Grant funds received hereunder shall not be used to supplant expenditures
controlled by this body.
SECTION 5. This award is not subject to local hiring freezes.
Upon motion of __________________, seconded by___________________, and on the
following roll call vote:
AYES:
NOES:
ABSENT:
The foregoing resolution was adopted this ______day of _____________2020.
____________________________________
Mayor Heidi Harmon
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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Department Name: City Administration
Cost Center: 1001
For Agenda of: July 21, 2020
Placement: Business
Estimated Time: 60 minutes
FROM: Derek Johnson, City Manager
Prepared By: Greg Hermann, Deputy City Manager
Ryan Betz, Assistant to the City Manager
SUBJECT: RESULTS OF PUBLIC ENGAGEMENT AND OUTREACH EFFORTS AND
CONSIDERATION OF SUBMITTING TO THE VOTERS A COMMUNITY
SERVICES/INVESTMENT MEASURE; AND AN INTRODUCTION OF AN
ORDINANCE AMENDING EXISTING CHAPTER 3.15 ESSENTIAL
SERVICES TRANSACTIONS (SALES) AND USE TAX AND REENACT IN
FULL AMENDED CHAPTER 3.15 COMMUNITY SERVICES AND
INVESTMENT IMPOSING A LOCAL TRANSACTIONS AND USE TAX
RECOMMENDATION
1.Receive a report on the results of public engagement and outreach efforts regarding SLO
Forward, an effort to support community investment and economic recovery by maintaining
and improving the type of City services and infrastructure the community values most; and
2.As recommended by Council Members Pease, and Stewart and the Revenue Enhancement
Oversight Commission, adopt a resolution (Attachment A) placing for submission to the
voters a ballot question whether to amend Chapter 3.15 of the Municipal Code with a
Community Services and Investment Local Transactions (Sales) and Use Tax that extends the
existing, voter-approved funding at a 1.5-cent rate, until ended by voters; and
3.Introduce an ordinance (Attachment B), subject to voter approval in the November 2020
general election, to approve the Community Services/Investment Measure until ended by
voters: and
4.Adopt resolutions (Attachments D and E) directing the City Attorney to prepare the impartial
analysis for the ballot measure, setting priorities for filing written arguments, providing for
the filing of rebuttal arguments.
REPORT-IN-BRIEF
SLO Forward is a comprehensive effort to engage with the community about the current and
long-range City services, maintenance and infrastructure needs to maintain and improve San
Luis Obispo’s unique character and quality of life. As part of the Fiscal Sustainability and
Responsibility Major City Goal in the 2017-19 Financial Plan to explore various infrastructure
financial plans and options for the City Council, the City conducted a top to bottom review of
infrastructure needs informed by hours of community input during the adoption of various City
plans. The review also showed a financial gap between the type of infrastructure community
members indicated were important and the City’s financial ability to deliver those projects.
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After considering several infrastructure financing options including a general sales tax, general
obligation bond and community facilities districts, the City Council directed staff to conduct
public engagement efforts with the community regarding the potential extension and an increase
of the existing Local Revenue Measure (LRM) to support the community’s priorities and needs.
The existing LRM is a half (.5)-cent local general sales tax approved by City voters in November
2006 and renewed by City voters in 2014. It protects and maintains essential services and
facilities and is subject to voter extension by 2023. The City Council also appointed Council
Members Pease and Stewart to serve on an ad-hoc subcommittee to help guide the public
engagement efforts. Through these efforts, including two focus groups and two statistically valid
surveys, residents identified their top priorities, a need to maintain and increase the level of City
services and a need to maintain and improve infrastructure.
With the social and economic impacts of the COVID-19 pandemic, the financial gap between
community demand and available resources has only increased. The City is facing a revenue
shortfall of $8.6 million in its General Fund in 2020-21 and is projecting not to return to 2018-19
revenue levels until 2023-24. As part of the adopted 2020-21 Supplemental Budget, the City’s
top priority is San Luis Obispo’s economic stability, recovery and resiliency. SLO Forward, a
conversation with residents about community priorities, investment and economic recovery, is a
key component of that effort. Based upon recent input from the community about the types of
services, maintenance and infrastructure they value most, the recommendation by the Revenue
Enhancement Oversight Commission (REOC), the results of a recently conducted statistically
relevant survey, the ad hoc subcommittee is recommending to the City Council to submit to the
voters a ballot question on the November 2020 ballot on whether to extend the existing, voter-
approved funding (one-half cent sales and use tax) with an increase of one (1)-cent rate, until
ended by voters.
DISCUSSION
Background
A task of the work plan for the Fiscal Sustainability and Responsibility Major City Goal in the
2017-19 Financial Plan was to explore infrastructure financing options and present those to the
Council for consideration and implementation. On April 17, 2018, the Council received a report
which identified over 70 infrastructure projects anticipated over twenty years as identified in
various approved planning documents.
These documents were adopted through extensive public engagement, advisory body review and
public hearings. The documents included the 1) City’s General Plan, 2) Bicycle Transportation
Plan, 3) Downtown Concept Plan and 4) Mission Plaza Concept Plan and other plans and
policies that represent the community’ s interest in maintaining the City’ s character and quality
of life into the future.
On February 5, 2019, Council received an update on this effort and directed staff to conduct
further public engagement efforts including resident focus groups and a statistically relevant
community survey. Council also directed staff to return to the Council with the results for
consideration. Council appointed an ad hoc subcommittee of Council Members Pease and
Stewart to guide and assist with these efforts.
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An additional item for consideration and direction by Council was to explore the feasibility of
extending and enhancing the existing LRM. The LRM was extended for eight years by voters in
2014, at a .5-cent rate and will expire in 2023 if not renewed by voters. The LRM is critical in
providing the funding for basic levels of service and maintenance of existing infrastructure in the
City.
On December 3, 2019, the Council received a report on the results of the focus groups and
statistically relevant survey and directed staff to continue public education and outreach efforts.
An independent research firm, FM3, conducted two registered voter focus groups in June 2019
and a statistically relevant survey in September 2019.
The following is a summary of the survey results in September 2019:
1. Almost six in ten survey respondents perceive the City needs additional funds to provide the
level of services and infrastructure residents need and want.
2. A majority of survey respondents initially support a conceptual local ballot measure at 63
percent.
3. No statistical difference in support between an extension of the current voter approved Local
Revenue Measure at a 1.5-cent rate or at a 1-cent rate.
Council directed staff to proceed with further public engagement efforts on funding priorities for
the City, including the potential extension of the Local Revenue Measure (Measure G) with an
increase of one (1)-cent with ongoing citizen oversight by the Revenue Enhancement Oversight
Commission. The Council also directed staff to provide an update to the Revenue Enhancement
Oversight Commission and discuss potential roles to support and participate in public
engagement and outreach efforts.
Public Engagement and Outreach Efforts and Impacts of the COVID-19 Pandemic
In January 2020, SLO Forward, a comprehensive effort to engage with the community about the
current and long-range City services, maintenance and infrastructure needs to maintain and
improve San Luis Obispo’s unique character and quality of life was launched. The public
engagement efforts included presentations to community groups, advisory bodies, and an online
survey. The results of the online survey (678 responses representing approximately 33 hours of
public comment) showed the following top priorities ranked (1 being the highest priority):
1. Address homelessness
2. Keep public areas safe and clean
3. Preserve open space and natural areas
4. Maintain police, fire/emergency response
5. Protecting long-term fiscal stability
6. Repair streets and potholes
7. Protect creeks from pollution
8. Prepare for wildfires and other natural disasters
9. Help ensure children have safe places to play
10.Require all funds be used locally to benefit the community
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Public engagement and outreach efforts were put on pause and the online survey was suspended
in late March as the City focused entirely on the response to the COVID-19 pandemic and
continued delivery of essential services to protect the health and safety of the community.
Impacts of the COVID-19 Pandemic
Over the past four months, the world has faced a health and fiscal crisis brought on by the
COVID-19 pandemic that lead to a “shelter at home” order and other mandates that have
significantly reduced most economic activity. For most of that time, all but essential businesses
remained closed. The impacts to businesses and the community have been unprecedented.
The City experienced steep revenue declines in the third and fourth quarter of the FY 2019-20
and projections assume continued declines into FY 2020-21 and beyond as the economy
gradually reopens while local governments prepare for continued in cases and additional surges.
This situation remains dynamic, as the current cases in the community have increased and the
City will continue to take action to slow the spread of the virus. As soon as the City announced
the County’s ‘shelter-at-home” directive, it enacted the Fiscal Health Contingency Plan that
immediately placed a hiring, purchasing and travel chill on all non-essential City operations.
As part of the adoption of the FY 2020-21 Supplemental Budget, the City reduced the General
Fund by $4.7M in operations and revised the planned number of LRM funded projects from 102
to 86, a total reduction of $1.8M. Recognizing the impacts of COVID-19 on the community and
the long-road to recovery, the City Council consolidated the five current Major City Goals into a
single, overarching goal: San Luis Obispo’s economic stability, recovery and resiliency. SLO
Forward is an important component of this new goal. With the economic impacts of COVID -19
on City revenues continuing to be analyzed, staff will be returning to the City Council with an
updated, long-term financial outlook and potentially additional service and capital project
reductions in October 2020. The impacts of COVID-19 on City revenues, including the LRM,
increases the importance of SLO Forward with a focus on investment and economic recovery.
To continue that conversation, the City relaunched an updated online survey in June 2020 to
determine if the community’s top priorities had changed based upon COVID -19. Due to the
service and economic impacts of COVID-19 on the businesses and community
organizations/non-profits that serve the community’s most vulnerable, both of these categories
were added to the updated online survey. Currently, there have been 353 responses, representing
an additional 18 hours of public comment. In total, both online surveys had more than 1,000
responses, representing 51 hours of public comment.
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Below is a comparison of the results from the two online surveys.
Current Online Survey Results
(June 1, 2020 – June17, 2020)
1. Keep public areas safe and clean
2. Protecting long-term fiscal stability
3. Preserve open space and natural areas
4. Programs that support economic recovery
5. Maintain public safety, fire and emergency
response
6. Address homelessness
7. Support community organizations and non-
profits that serve the community's most
vulnerable
8. Prepare for wildfires and other natural
disasters
9. Requiring all funds used locally to benefit
the community
10. Protect creeks from pollution
11. Repair streets and potholes
12. Help ensure children have safe places to
play
Previous Online Survey Results
(December 27, 2019 – April 15, 2020)
1. Address homelessness
2. Keep public areas safe and clean
3. Preserve open space and natural areas
4. Maintain police, fire/emergency response
5. Protecting long-term fiscal stability
6. Repair streets and potholes
7. Protect creeks from pollution
8. Prepare for wildfires and other natural
disasters
9. Help ensure children have safe places to
play
10. Requiring all funds used locally to
benefit the community
The results of the current online survey show that four of the top five priorities, with the
exception of addressing homelessness, are consistent with the previous online survey results.
Again, the online survey is not statistically relevant, but does provide another opportunity to
gather input on community members’ highest priorities related to City services, maintenance and
infrastructure that could be supported through an extension and increase of the current revenue
measure.
To gather a more precise perspective of community members’ priorities and the viability of
extending and increasing the LRM, a statistically relevant follow-up survey was conducted in
June 2020. The purpose of the follow-up survey is to measure if the sentiment of registered
voters who live in the City has changed since the previous survey conducted in September 2019.
The following is a summary of the survey completed in June 2020:
June 2020 Statistically Valid Survey
1. Need for Additional Funds for Services and Infrastructure
In 2020, almost seven-in-ten think the City had a great or some need for additional funds to
provide the level of City services and infrastructure that residents need and want, an overall
increase of 10 percentage points since 2019.
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2. Tested Draft Ballot title and Summary
Based upon public input from the focus groups, the statistically relevant survey completed in
2019, the ad hoc subcommittee, and in accordance with elections regulations limiting the
wording of the ballot statement to 75 words (“City of San Luis Obispo” as one word), the
following ballot was tested in June, 2020.
City of San Luis Obispo Community Services/Investment - Shall an ordinance to provide
funding to protect City of San Luis Obispo’s long-term financial stability; maintain fire,
public safety, health emergency, disaster preparedness response; address homelessness; keep
public areas clean/safe; help local businesses; repair streets; protect creeks from pollution;
maintain youth/senior services, open space, parks/other general services by extending
Measure G at a 1.5¢ rate, providing approximately $21,600,000 annually until ended by
voters; requiring audits/all funds used locally, be adopted?
3. Having read or heard the potential ballot title and summary, a majority of survey respondents
initially supported the local ballot measure at 71%. This is an increase from the previous survey
conducted in September 2019 which had an initial support of 63%, though the language used in
2019 was slightly different.
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4. Voter Priorities
High percentages rated maintain fire, public safety, and emergency health response, disaster
preparedness, protecting creeks from pollution, preserving open space and natural areas, helping
fund homeless prevention as the most important features to be included in a possible measure.
Potential Features of the Measure
Rating by
Extremely/Very
Important
Maintaining fire, public safety and emergency health response 79%
Maintaining disaster preparedness response 75%
Protecting creeks from pollution 74%
Preserving open space and natural areas 73%
Retaining local businesses 73%
Helping fund homeless prevention programs 71%
Providing support to local non-profits in the City that help those in need of
food
71%
Keeping public areas clean and safe 70%
Providing support to local non-profits in the City that help prevent domestic
violence
66%
Maintaining youth services 64%
Protecting the City’s long-term financial stability 64%
Existing Local Revenue Measure (LRM) and Citizen Oversight
The existing LRM was passed by 70 percent of voters in November 2014. The LRM was a
renewal of the City’s half-cent sales tax approved in 2006 that focused on the protection and
maintenance of essential services and facilities in the following priorities:
1. Open Space Preservation
2. Bicycle and Pedestrian Improvements
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3. Traffic Congestion Relief/ Safety Improvements
4. Public Safety
5. Neighborhood Street Paving
6. Code Enforcement
7. Flood Protection
8. Parks and Recreation/Senior Programs and Facilities.
9. Other Vital Services and Capital Projects
The funding is generally split with 70 percent supporting capital projects and 30 percent
supporting operations. The LRM has an eight-year sunset, scheduled to expire in spring of 2023.
In 2014, the Council established a citizen advisory body, the Revenue Enhancement Oversight
Commission, to review the half-cent sales tax revenues and expenditures, report on the City’s
stewardship of this general purpose tax and provide recommendations directly to the City
Council regarding expenditures of these tax revenues as an integral part of the budget process.
As an advisory body, comprising of five residents, the REOC provides important citizen
oversight of local sales tax revenues and expenditures and serves as a venue for citizen
engagement on the highest priority for the use of the funds. Annual reports showing the audited
expenditures for the Local Revenue Measure since 2014 can be found at
www.slocity.org/budget.
At the June 30, 2020 REOC meeting, staff presented a summary of the results from the public
engagement and outreach efforts. Based upon the results from those efforts, the REOC
recommended that the City Council authorize placing a ballot measure on the November 3, 2020
ballot to extend the existing general sales tax with a one-cent (1) increase, until ended by voters,
provided that there is support shown for the tax in the statistically relevant survey. (Attachment
F) The results of the statistically relevant survey show a majority (71%) of residents support the
measure. As contemplated and if adopted Attachment B, the Revenue Enhancement Oversight
Commission would continue its role of citizen oversight, reporting annually to the community on
the City’s use of the revenue, fiscal accountability, receiving public input on the future use of the
revenue and making recommendations to the City Council.
Fiscal Health Response Plan
Similar to other member agencies in CalPERS, the City was faced with significant financial
challenges due to increased pension costs. To address these challenges, the City adopted and
implemented the Fiscal Health Response Plan (FHRP) in 2018. The FHRP contained several
components including employees paying more of their retirement costs, operational reductions/
new ways of doing business and revenue options. This has resulted in approximately $8.9M of
annual savings. If the FHRP had not been implemented, the City’s financial situation would
have been worse due to the economic impacts of COVID-19 on City revenues.
Benchmark Study
In June 2020, the City published the 2020 Benchmark Study (Attachment G). A benchmark
study helps illustrate how the City of San Luis Obispo is performing compared to similar cities
across a number of performance measures. The benchmark study evaluates the most current data
on financial performance such as revenue diversity, expense allocation, staffing costs, and debt
management.
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Service costs do not always reflect service levels or efficiency, so the study also compares
service outcomes like crime rates, fire response and pavement condition. To ensure consistency
with previous completed benchmark studies, the following eight cities were chosen for
comparison to San Luis Obispo (46,800 residents, General Fund 72.4M). The results indicate
that San Luis Obispo is close to the median on most comparisons.
1. Davis (68,700, $69M)
2. Monterey (28,600, $78M)
3. Napa (79,300, $89M)
4. Palm Springs (48,700, $95M)
5. Santa Barbara (94,800, $131M)
6. Santa Cruz (65,800, $104M)
7. Santa Maria (106,600, $72M)
8. Paso Robles (31,200, $37M)
The minimum general sales tax in California is 7.25%, while the average sales tax rate for cities
in the state is 8.66%. All eight benchmark cities have add-on local sales tax measures, and the
remaining five cities in San Luis Obispo County do as well. Of the other six cities in San Luis
Obispo County, five are considering placing an additional, add-on local sales tax ballot measure
on the November 2020 ballot. The City of Pismo Beach has already voted to place a Transient
Occupancy Tax (TOT) measure for November 2020 (a TOT increase would yield roughly the
same amount of revenue as a sales tax would in Pismo Beach given the sales tax base).
Retail Sales Analysis
According to a 2019 sales tax study, approximately 70% of every dollar the City collects in sales
tax is paid by non-residents (Attachment H). Sales tax is the City’s top revenue source; about
one-third of total General Fund revenues. San Luis Obispo’s strong sales tax revenues are due to
its regional sales draw, tourism, commuters and nearby student shoppers. The additional revenue
paid by the sales tax helps maintain a high level of service for City residents, but also helps the
City mitigate the impacts created by tourists and regional shoppers in the form of more miles
traveled on our roadways, more use of City open space, increased calls for public safety and
medical response, and other associated impacts.
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Procedures Regarding the Adoption of a Community Services/Investment Measure
1. Ballot Measure Language
The following proposed language (Attachment A), as recommended by the Council ad hoc
subcommittee and is similar to the language that was tested in the statistically relevant survey in
June 2020, is being recommended for the ballot measure.
City of San Luis Obispo Community Services/Investment.
Shall an ordinance to provide funding to protect City of San Luis Obispo’s financial stability;
maintain fire/community safety, health emergency/disaster preparedness; protect creeks from
pollution; address homelessness; keep public areas clean/safe; retain local businesses;
maintain youth/senior services, streets, open space/natural areas, and other general services,
by extending voter-approved funding at a 1.5¢ rate, providing approximately $21,600,000
annually until ended by voters; requiring audits/all funds used locally, be adopted?
2. Complete Ordinance and Election Related Resolutions (Attachments A, B, D & E)
The current half-cent general sales tax, referred in the City’s Municipal Code as the Essential
Services Measure, is codified as Chapter 3.15. The ballot measure ordinance submitted to the
voters (Attachment B), if approved, will amend the existing chapter with an extension of the
existing, voter-approved half (.5)-cent general sales tax and an increase of the local transactions
(sales) and use tax to one (1) cent for a combined rate at one and half (1.5)-cent rate, until ended
by voters. The previous language in the ordinance, including the establishment of citizen
oversight and independent annual financial audits, remains intact.
Also, attached to this report are election related resolutions for Council's consideration.
Attachment D directs the City Attorney to prepare an impartial analysis of the revenue measure
and sets priorities for arguments. Attachment E is a resolution that establishes the procedures for
rebuttal arguments.
Priorities for Written Arguments
Elections Code Section 9282 sets priorities for filing written arguments and states:
(b) For measures placed on the ballot by the legislative body, the legislative body, or any
member or members of the legislative body authorized by that body, or any individual voter
who is eligible to vote on the measure, or bona fide association of citizens, or any
combination of voters and associations, may file a written argument for or against any city
measure.
Based on dates established by State election law, primary ballot arguments would have to be
submitted to the City Clerk no later than 5:00 p.m. on Tuesday, July 31, 2020. The Elections
Code establishes a 300-word limit for primary arguments and also establishes priorities for
selecting arguments. The public examination period for these arguments would be from August 7
through August 17, 2020.
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It is recommended that the Council appoint an ad hoc subcommittee consisting of two of its
members to prepare and submit ballot arguments and rebuttal arguments, if warranted. (Note:
public funds may not be used for these purposes. These committee members will meet on their
own time and not utilize City resources.
The Elections Code allows the City Council to adopt provisions to permit rebuttal arguments to
be filed. These provisions must be adopted at the same meeting at which the election is called.
The deadline for submitting rebuttal arguments is dictated by State election law and would be
5:00 p.m. on Thursday, August 6, 2020.
Public Review Period and Deadlines
Election Code Section 9295 provides that the Election Official shall allow a 10 -calendar day
public examination period immediately following the filing deadline for submission of specified
official election materials (i.e., arguments, rebuttals, analysis). During that 10-calendar day
period, any voter of the City or the Election Official may seek court action to require any or all
such materials be amended or deleted.
Deadlines for Filing the Impartial Analysis and Arguments
The following deadlines have been established by the City Clerk for the submission of the
impartial analysis, primary arguments in favor and against, and rebuttal arguments:
July 23, 2020 at 5:00 p.m. – Final Impartial Analysis Due
July 31, 2020 at 5:00 p.m. – Primary Arguments For or Against a Measure Due
August 6, 2020 at 5:00 p.m. – Last day to file Rebuttal Arguments For or Against a Measure
August 17, 2020 – Final Day of Ten Day Public Review Period
Education and Outreach
If the Council places this measure on the ballot, staff intends to conduct education and outreach
consistent with what is allowed by law. Staff intends to continue to publish materials such as
answers to frequently asked questions, provide mail by vote information given likely voting
conditions with the pandemic, place informational content on the City's website, and respond to
requests for presentations and additional information. Should the Council wish staff to approach
this measure in a different manner, further direction should be provided.
Previous Council or Advisory Body Action
1. June 30, 2020 – Revenue Enhancement Oversight Commission
2. December 3, 2019 – Resident Focus Groups and Survey Results Regarding Funding
Priorities and Potential Local Revenue Options
3. June 18, 2019 - Adoption of the 2019- 21 Financial Plan and the Major City Goal: Fiscal
4. Sustainability and Responsibility
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5. February 5, 2019 - Potential Next Steps Regarding the Funding the Future Initiative
6. April 17, 2018 - Future SLO Capital Improvement Program
7. January 16, 2018 - Council review of 10-Year Capital Improvement Plan and funding options
8. December 12, 2017 - Budget Foundation: Fiscal Health Response Plan
Policy Context
The Major City Goals for the 2017-19 and 2019-21 Financial Plans include the Fiscal
Sustainability and Responsibility goal. Specifically, the 2019-21 goal states to ‘Continue to
implement the City’s Fiscal Responsibility Philosophy with a focus on efficiencies, strategic
economic development, unfunded liabilities, and infrastructure financing (Funding the Future).’
Should the ballot question be approved by the voters in the November 2020 election, Chapter
3.15 would be amended with the Community Services and Investment Local Transactions
(Sales) and Use Tax.
Public Engagement
Public engagement with the community was completed through several means, including 22
presentations to residents, community groups and advisory bodies, focus groups, two statistically
valid surveys, and two online surveys. The statistically valid surveys were completed by 976
San Luis Obispo registered voters. The online surveys received 1,011 responses, representing
approximately 33 hours of public comment. Prior to the COVID-19 pandemic, the presentations
were conducted in person with the presentations transitioning to virtual meetings during the
pandemic. In addition, the presentation was recorded and provided both on the online survey
and the City’s website. To gain additional awareness about the online surveys, the City placed
advertisements in local newspapers, radio, and on its social media channels.
CONCURRENCE
The City Attorney’s Office has reviewed the resolutions and ordinance and concurs with the
language provided.
ENVIRONMENTAL REVIEW
The resolutions and ordinance have been reviewed for compliance with the California
Environmental Quality Act (CEQA), and the CEQA guidelines and have been found to be
exempt pursuant to Sec. 15801(b)(3)(general rule) and Sec. 15378(b)(4) of the CEQA guidelines.
The transactions (sales) and use tax proposed by the resolutions and ordinance is a general tax
that can be for any legitimate governmental purpose and is not a commitment to any particular
action. The passage of the resolution and ordinance will not have a significant physical impact
on the environment.
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FISCAL IMPACT
Budgeted: Yes Budget Year: 2020-21
Funding Identified: Yes
Fiscal Analysis:
Funding Sources Current FY Cost
Annualized
On-going Cost
Total Project
Cost
General Fund $10,000 $10,000
State
Federal
Fees
Other:
Total 10,000 $10,000
The cost to place this revenue measure on the ballot is estimated to be $10,000, however, due to
the County Clerk-Recorder formula for sharing election costs among the cities in the County, the
actual cost will not be known until after the election. Should the cost of the election exceed the
budgeted amount, staff may bring forth a budget request as part of the 2020-21 Mid-Year
Budget.
ALTERNATIVES
The Council may choose to not place the ballot measure before the voters. Staff does not
recommend this based upon results of the public engagement and outreach efforts with the
community regarding their priorities, focus groups, and two statistically relevant surveys that
show a majority of support for the proposed revenue measure. If new revenues are not
identified, it is clear that the City will have a significant and unavoidable gap to fund
infrastructure and services and may otherwise will need to 1) reduce service levels 2) reduce
planned infrastructure and 3) adjust maintenance levels.
The Council has full discretion over the decision to move forward with the recommended action.
If the Council would like to make changes, staff will work with Council and respond to any
changes needed to move the item forward. Council should be aware that the deadline for placing
a new measure on the ballot is August 7, 2020.
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Attachments:
a - Draft Resolution - Extension of the Local Transactions & Use Tax
b - Draft Ordinance - Amending Municipal Code Chapter 3.15 (Essential Services
Trasaction & Use Tax)
c - Legislative Draft of Proposed Amendments to SLOMC Chapter 3.15
d - Draft Resolution - Impartial Anaylsis and Priorities for Arguments
e - Draft Resolution - Enabling Rebuttal Arguments
f - REOC Draft Minutes of June 30, 2020
g - 2020 Benchmark Study
h - San Luis Obispo Retail Analysis
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R _____
RESOLUTION NO. ______ (2020 SERIES)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, CALLING AND GIVING NOTICE OF THE
HOLDING OF A GENERAL MUNICIPAL ELECTION TO BE HELD
TUESDAY, NOVEMBER 3 , 2020, FOR SUBMITTING TO THE VOTERS
A QUESTION WHETHER TO EXTEND THE EXISTING, VOTER-
APPROVED LOCAL TRANSACTION (SALES) AND USE TAX AT A 1.5¢
RATE, UNTIL ENDED BY VOTERS AND CONTINUE THE VITAL ROLE
OF THE CITIZENS REVENUE ENHANCEMENT COMMISSION TO
ENSURE FUNDS ARE SPENT CONSISTENT WITH COMMUNITY
PRIORITIES
WHEREAS, a General Municipal Election on November 3, 2020, has been called for the
purpose of the election of officers by Resolution No. 11143 (2020 Series), adopted on July 7, 2020;
and
WHEREAS, the Elections Code and applicable local law provide the Council with the
authority to submit a ballot measure to the electorate; and
WHEREAS, the City Council desires to request the voters of San Luis Obispo to extend
and enhance Measure G (2014) locally-controlled funding by enacting an additional one (1)-cent
Local Transactions and Use Tax (Sales Tax) for a combined rate of one and half (1.5)-cent to
remain in effect until ended by voters; and
WHEREAS, in 2014, over 70% of San Luis Obispo voters approved a renewal of a local
transaction (sales) and use tax funding measure known as Measure G, providing a reliable source
of locally controlled funding that cannot be taken away by the state; and
WHEREAS, this voter-approved local funding has provided essential services and
maintained City facilities, including preserving open space, fire and community safety, street and
pothole repairs and other vital services and capital improvement projects that protect our local
quality of life; and
WHEREAS, approximately 70% of sales tax revenue collected by San Luis Obispo is
generated by tourists and visitors to our City, ensuring that visitors are paying their fair share to
use our community resources and infrastructure; and
WHEREAS, over the past year, City staff have engaged and received input from over a
thousand community members on their top priorities and needs; and
WHEREAS, the overwhelming majority of residents expressed a desire to maintain and
extend Measure G’s locally-controlled funding; and
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WHEREAS, one in every two calls to the San Luis Obispo Fire Department are requests
to respond to medical emergencies or rescues, and locally-controlled funding is critical to continue
to maintain firefighter-paramedic staffing, infrastructure, life-saving/personal protective
equipment, and communications technology to save lives in any type of natural disaster or
emergency; and
WHEREAS, the impacts of coronavirus (COVID-19) on the local economy, including loss
of jobs and closure of businesses, may take years to recover from. A reliable, local funding source
will help invest in the businesses in our city and our downtown area through economic recovery
programs like Shop Local and local business financing, to make it easier to help businesses thrive
and retain and hire more local employees; and
WHEREAS, homelessness is a growing problem in San Luis Obispo and this measure will
allow the City to provide ongoing and new resources, for which the City does not receive any
significant direct county, state, or federal funding, to assist residents and families who are
experiencing homelessness or are on the verge of being homeless, while ensuring our public areas
are clean, safe and secure for everyone; and
WHEREAS, maintaining and protecting creeks from pollution, preserving and
maintaining open space, parks and other natural areas; providing youth and senior services and
helping local businesses will support San Luis Obispo’s economic recovery, stability and
resiliency efforts; and
WHEREAS, any extension and enhancement of existing, voter-approved funding will
continue to require a citizen revenue enhancement oversight commission, mandatory financial
audits, and yearly reports to the community to ensure that funds are spent consistent with
community priorities, and this type of sales tax is not applied to prescription medication or food
purchased as groceries.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis
Obispo, as follows:
SECTION 1. That the City Council, pursuant to its right and authority, does order
submission to the voters at the General Municipal Election on Tuesday, November 3, 2020, the
following question:
City of San Luis Obispo Community Services/Investment.
Shall an ordinance to provide funding to protect City of San Luis
Obispo’s financial stability; maintain fire/community safety, health
emergency/disaster preparedness; protect creeks from pollution;
address homelessness; keep public areas clean/safe; retain local
businesses; maintain youth/senior services, streets, open space/natural
areas, and other general services, by extending voter-approved funding
at a 1.5¢ rate, providing approximately $21,600,000 annually until
ended by voters; requiring audits/all funds used locally, be adopted?
YES
NO
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SECTION 2. That the proposed complete text of the ordinance submitted to the voters is
attached as Exhibit A to this resolution, and a summary shall be published as part of the ballot
materials, and a complete copy shall be made available for public review in the office of the City
Clerk.
SECTION 3. In all particulars not recited in this resolution, the election shall be held and
conducted as provided by state law, governing the conduct of municipal elections, unless provided
otherwise by local Charter or ordinance.
SECTION 4. Notice of the time and place of holding the election is hereby given and the
City Clerk is authorized, instructed and directed to give further notice or additional notice of the
election, in time, form and manner as required by law.
SECTION 5. That the ballots to be used at the election shall be in form and content as
required by law.
SECTION 6. The City Clerk is hereby directed to file a certified copy of this resolution
with the San Luis Obispo County Board of Supervisors and Clerk-Recorder.
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SECTION 7. That the City Clerk shall certify to the passage and adoption of this
resolution.
Upon motion of Council Member________________, seconded by Council
Member_______________ , and on the following roll call vote:
AYES:
NOES:
ABSENT:
The foregoing resolution was adopted this ____ day of _______ 2020.
____________________________________
Mayor Heidi Harmon
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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EXHIBIT A
ORDINANCE NO. ______ (2020 SERIES)
AN ORDINANCE OF THE CITY COUNCIL AND THE PEOPLE OF THE
CITY OF SAN LUIS OBISPO, CALIFORNIA, AMENDING EXISTING
CHAPTER 3.15 (ESSENTIAL SERVICES TRANSACTIONS (SALES) AND
USE TAX OF THE SAN LUIS OBISPO MUNICIPAL CODE AND
REENACTING IN FULL AMENDED CHAPTER 3.15 (COMMUNITY
SERVICES AND INVESTMENT) IMPOSING A TRANSACTIONS (SALES)
AND USE TAX TO BE ADMINISTERED BY THE CALIFORNIA
DEPARTMENT OF TAX AND FEE ADMINISTRATION
WHEREAS, in 2006, the voters of San Luis Obispo approved the San Luis Obispo
Essential Services Measure (also commonly known as Measure Y, its 2006 ballot designation)
with 64.77% of the vote, establishing a half-cent per dollar local transaction (sales) and use tax to
address fiscal challenges including State takeaways totaling more than $22 million over the prior
15 years, and ongoing State funding reductions of $3 million annually; and
WHEREAS, in 2014, the voters of San Luis Obispo approved the San Luis Obispo
Essential Services Measure (also commonly known as Measure G, its 2014 ballot designation)
with 70.32% of the vote, renewing the half-cent per dollar local transaction (sales) and use tax to
continue protecting and maintaining essential services and facilities, to end March 31, 2023 unless
renewed by voters; and
WHEREAS, the revenue from Measure G has funded approximately 30% of essential
services and 70% of maintaining City facilities but has not been sufficient to fund the level of
services, maintenance, and infrastructure improvements the community has identified as priorities;
and
WHEREAS, one in every two calls to the San Luis Obispo Fire Department are responses
to medical emergencies or rescues, and locally-controlled funding is critical to maintain firefighter-
paramedic staffing, infrastructure, life-saving/personal protective equipment, and communications
technology to save lives in any type of natural disaster or emergency; and
WHEREAS, the impacts of coronavirus on the City’s local economy, including loss of
jobs and business closures, may take years to recover from and a reliable source of local funding
will assist in businesses and downtown investment through economic recovery programs like Shop
Local; and
WHEREAS, the City's Essential Services Transaction (Sales) and Use Tax includes
substantial accountability measures including: requirements for independent annual financial
audits; integration of use of funds into the City's budget and goal-setting process; annual
community reports; and annual citizen engagement meetings; and
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WHEREAS, the City’s Essential Services Transaction (Sales) and Use Tax also includes
an additional accountability measure, a Citizen's Revenue Enhancement Oversight Commission,
to increase transparency and accountability and to ensure the expenditure of revenue measure
funds in alignment with evolving community priorities, as defined through citizen engagement and
City Council direction; and
WHEREAS, approximately 70% of sales tax revenue collected by San Luis Obispo is
generated by tourists, visitors, and commuters ensuring that visitors are paying their fair share to
use the City’s community resources and infrastructure; and
WHEREAS, the City's existing Essential Services Transactions (Sales) and Use Tax
Ordinance is found in Chapter 3.15 of the City's Municipal Code; and
WHEREAS, Section 3.15.030 of this Chapter sets forth an expiration date of March 31,
2023, at which time Chapter 3.15 will expire, unless extended by the voters of the City at an
election called for that purpose; and
WHEREAS, this proposed Measure G extension and enhancement will continue to require
substantial accountability measures including: requirements for independent annual financial
audits; integration of use of funds into the City's budget and goal-setting process; annual
community reports; annual citizen engagement meetings; and the oversight role of the Citizen's
Revenue Enhancement Oversight Commission; and
WHEREAS, the COVID-19 pandemic’s economic impacts on the community, local
businesses, and City finances is unprecedented and an extension of Measure G and enhancement
of the existing local transactions (sales) and use tax by an additional one (1)-cent per dollar for a
total rate at one and half (1.5)-cents per dollar will protect and improve the level of City services,
and maintenance and improvements to infrastructure the community values most; and
WHEREAS, the funding will support San Luis Obispo’s economic recovery, stability and
resiliency to protect and maintain residents’ quality of life.
NOW, THEREFORE, BE IT ORDAINED by the Council and the People of the City of
San Luis Obispo, as follows:
SECTION 1. Chapter 3.15 of the City's Municipal Code is hereby amended and re-enacted
in full to read as follows:
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Chapter 3.15
COMMUNITY SERVICES AND INVESTMENT TRANSACTIONS (SALES) AND USE
TAX
3.15.010 Title.
This chapter shall be known as the “City of San Luis Obispo community services and investment
transactions (sales) and use tax ordinance.” The City of San Luis Obispo hereinafter shall be called
the “City.” This chapter shall be applicable in the incorporated territory of the City.
3.15.020 Purpose.
This chapter is adopted to achieve the following, among other general municipal purposes, and
directs that the provisions hereof be interpreted in order to accomplish those purposes:
A. To provide funding to protect City of San Luis Obispo’s financial stability; maintain fire,
community safety, health emergency, disaster preparedness; protect creeks from pollution, address
homelessness; keep public areas clean/safe; retain local businesses; repair streets; maintain
youth/senior services, streets, open space/natural areas, and other general services by extending an
existing, voter-approved, general purpose retail transactions (sales) and use tax of one-half (.5)
cent per dollar and enhancing the local transactions (sales) and use tax by an additional one (1)
cent per dollar; at a total rate of one and one half (1.5) cent per dollar (1.50% of the gross receipts)
in accordance with the provisions of Part 1.6 (commencing with Section 7251) of Di vision 2 of
the Revenue and Taxation Code and Section 7285.9 of Part 1.7 of Division 2, which authorizes
the City to adopt this general purpose tax chapter, which shall be operative if two-thirds of the
council and a majority vote of the electors voting on the measure vote to approve the extension
and enhancement of this general purpose revenue source at an election called for that purpose.
B. To adopt a retail transactions and use tax chapter that incorporates provisions identical to those
of the transactions and use tax law of the state of California insofar as those provisions are not
inconsistent with the requirements and limitations contained in Part 1.6 of Division 2 of the
Revenue and Taxation Code.
C. To adopt a retail transactions and use tax chapter that imposes a tax and provides a measure
therefor that can be administered and collected by the California Department of Tax and Fee
Administration in a manner that adapts itself as fully as practicable to, and requires the least
possible deviation from, the existing statutory and administrative procedures followed by the
California Department of Tax and Fee Administration in administering and collecting the
California State sales and use taxes.
D. To adopt a retail transactions and use tax chapter that can be administered in a manner that
will be, to the greatest degree possible, consistent with the provisions of Part 1.6 of Division 2 of
the Revenue and Taxation Code, minimize the cost of collecting the transactions and use taxes,
and at the same time minimize the burden of recordkeeping upon persons subject to taxation under
the provisions of this chapter.
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3.15.030 Termination Date.
The authority to levy the tax imposed by this chapter shall expire when ended by the voters of the
City.
3.15.040 Fiscal accountability provisions—Citizen oversight and independent annual
financial audits.
Along with the City’s ongoing commitment to citizen involvement as a fundamental principle of
good government, specific citizen oversight and fiscal accountability provisions are hereby
established as follows:
A. Revenue Enhancement Oversight Commission. A citizen’s commission will be established to
provide transparency and maximize city accountability. The commission will be responsible for
reviewing and making budget recommendations directly to the city council regarding expenditures
from the essential services transactions (sales) and use tax and reporting annually to the community
on the City’s use of these tax revenues.
B. Accounting and Tracking Expenditures. The funds collected through the City of San Luis
Obispo essential services transactions (sales) and use tax ordinance shall be accounted f or and
tracked by the City treasurer separately to facilitate citizen oversight.
C. Independent Annual Financial Audit. The amount generated by this general-purpose revenue
source and how it was used shall be included in the annual audit of the City’s financial operations
by an independent certified public accountant.
D. Integration of the Use of Funds into the City’s Budget and Goal-Setting Process. The
estimated revenue and proposed use of funds generated by this measure shall be an integral part of
the City’s budget and goal-setting process, and significant opportunities will be provided for
meaningful participation by citizens in determining priority uses of these funds.
E. Annual Community Report. A written report shall be reviewed at a public meeting by the
revenue enhancement oversight commission, and a summary will be provided annually to every
household in the community detailing how much revenue is being generated by the measure and
how funds are being spent.
F. Annual Citizen Oversight Meeting. An invitation will be extended each year to the entire
community inviting them to participate in a forum to review and discuss the use of the revenue
generated by this measure. City staff will also be available to meet with any group that requests a
specific briefing with their members to discuss and answer questions about the revenues generated
by the measure and their uses.
3.15.050 Transactions (sales) tax rate.
For the privilege of selling tangible personal property (physical merchandise) at retail, a tax is
hereby imposed upon all retailers in the incorporated territory of the City at the total rate of one
and one half percent (1.5%) of the gross receipts of any retailer from the sale of all tangible
personal property sold at retail in said territory on and after the operative date of this chapter, prior
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to which the tax rate shall be as previously imposed by voter approval of Measure G (November
2014).
3.15.060 Use tax rate.
An excise tax is hereby imposed on the storage, use or other consumption in the City of tangible
personal property (physical merchandise) purchased from any retailer for storage, use or other
consumption in said territory at the rate of one and one half percent (1.5%) of the sales price of
the property on and after the operative date of this chapter, prior to which the tax rate shall be as
previously imposed by voter approval of Measure G (November 2014). The sales price shall
include delivery charges when such charges are subject to state sales or use tax, regardless of the
place to which delivery is made
3.15.070 Operative date.
“Operative date” means the first day of the first calendar quarter commencing more than one
hundred ten days after the adoption of the ordinance codified in this chapter.
3.15.080 Contract with state.
Prior to the operative date, the City shall contract with the California Department of Tax and Fee
Administration to perform all functions incident to the administration and operation of this
transactions and use tax chapter; provided, that if the City shall not have contracted with the
California Department of Tax and Fee Administration prior to the operative date, it shall
nevertheless so contract and, in such a case, the operative date shall be the first day of the first
calendar quarter following the execution of such a contract.
3.15.090 Place of sale.
For the purposes of this chapter, all retail sales are consummated at the place of business of the
retailer unless the tangible personal property sold is delivered by the retailer or his agent to an out-
of-state destination or to a common carrier for delivery to an out -of-state destination. The gross
receipts from such sales shall include delivery charges, when such charges are subject to the state
sales and use tax, regardless of the place to which delivery is made. In the event a retailer has no
permanent place of business in the state or has more than one place of business, the place or places
at which the retail sales are consummated shall be determined under rules and regulations to be
prescribed and adopted by the California Department of Tax and Fee Administration.
3.15.100 Adoption of provisions of state law.
Except as otherwise provided in this chapter and except insofar as they are inconsistent with the
provisions of Part 1.6 of Division 2 of the Revenue and Taxation Code, all of the provisions of
Part 1 (commencing with Section 6001) of Division 2 of the Revenue and Taxation Code are
hereby adopted and made a part of this chapter as though fully set forth herein.
3.15.110 Limitations on adoption of state law and collection of use taxes.
In adopting the provisions of Part 1 of Division 2 of the Revenue and Taxation Code:
A. Wherever the state of California is named or referred to as the taxing agency, the name of this
City shall be substituted therefor. However, the substitution shall not be made when:
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1. The word “state” is used as a part of the title of the State Controller, State Treasurer,
State Board of Control, California Department of Tax and Fee Administration, State
Treasury, or the Constitution of the State of California.
2. The result of that substitution would require action to be taken by or against this City
or any agency, officer, or employee thereof rather than by or against the California
Department of Tax and Fee Administration, in performing the functions incident to the
administration or operation of this chapter.
3. In those sections, including, but not necessarily limited to, sections referring to the
exterior boundaries of the state of California, where the result of the substitution would be
to:
a. Provide an exemption from this tax with respect to certain sales, storage, use or
other consumption of tangible personal property which would not otherwise be
exempt from this tax while such sales, storage, use or other consumption remain
subject to tax by the state under the provisions of Part 1 of Division 2 of the
Revenue and Taxation Code; or
b. Impose this tax with respect to certain sales, storage, use or other consumption
of tangible personal property, which would not be subject to tax by the state under
the said provision of that code.
4. In Sections 6701, 6702 (except in the last sentence thereof), 6711, 6715, 6737, 6797 or
6828 of the Revenue and Taxation Code.
B. The word “City” shall be substituted for the word “state” in the phrase “retailer engaged in
business in this state” in Section 6203 and in the definition of that phrase in Section 6203.
3.15.120 Permit not required.
If a seller’s permit has been issued to a retailer under Section 6067 of the Revenue and Taxation
Code, an additional transactor’s permit shall not be required by this chapter.
3.15.130 Exemptions and exclusions.
The following transactions shall be exempted and excluded:
A. There shall be excluded from the measure of the transactions tax and the use tax the amount
of any sales tax or use tax imposed by the state of California or by any City, City and county, or
county pursuant to the Bradley-Burns Uniform Local Sales and Use Tax Law or the amount of any
state-administered transactions or use tax.
B. There are exempted from the computation of the amount of transactions tax the gross receipts
from:
1. Sales of tangible personal property, other than fuel or petroleum products, to operators
of aircraft to be used or consumed principally outside the county in which the sale is made
and directly and exclusively in the use of such aircraft as common carriers of persons or
property under the authority of the laws of this state, the United States, or any foreign
government.
2. Sales of property to be used outside the City which is shipped to a point outside the
City, pursuant to the contract of sale, by delivery to such point by the retailer or his agent,
or by delivery by the retailer to a carrier for shipment to a consignee at such point. For the
purposes of this section, delivery to a point outside the City shall be satisfied:
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a. With respect to vehicles (other than commercial vehicles) subject to registration
pursuant to Chapter 1 (commencing with Section 4000) of Division 3 of the Vehicle
Code, aircraft licensed in compliance with Section 21411 of the Public Utilities
Code, and undocumented vessels registered under Division 3.5 (commencing with
Section 9840) of the Vehicle Code by registration to an out-of-City address and by
a declaration under penalty of perjury, signed by the buyer, stating that such address
is, in fact, his or her principal place of residence; and
b. With respect to commercial vehicles, by registration to a place of business out-
of-City and declaration under penalty of perjury, signed by the buyer, that the
vehicle will be operated from that address.
3. The sale of tangible personal property if the seller is obligated to furnish the property
for a fixed price pursuant to a contract entered into prior to the operative date of this
chapter.
4. A lease of tangible personal property, which is a continuing sale of such property, for
any period of time for which the lessor is obligated to lease the property for an amount
fixed by the lease prior to the operative date of this chapter.
5. For the purposes of subsections (B)(3) and (4) of this section, the sale or lease of
tangible personal property shall be deemed not to be obligated pursuant to a contract or
lease for any period of time for which any party to the contract or lease has the
unconditional right to terminate the contract or lease upon notice, whether or not such right
is exercised.
C. There are exempted from the use tax imposed by this chapter the storage, use or other
consumption in this City of tangible personal property:
1. The gross receipts from the sale of which have been subject to a transactions tax under
any state-administered transactions and use tax ordinance.
2. Other than fuel or petroleum products purchased by operators of aircraft and used or
consumed by such operators directly and exclusively in the use of such aircraft as common
carriers of persons or property for hire or compensation under a certificate of public
convenience and necessity issued pursuant to the laws of this state, the United States, or
any foreign government. This exemption is in addition to the exemptions provided in
Sections 6366 and 6366.1 of the Revenue and Taxation Code of the State of California.
3. If the purchaser is obligated to purchase the property for a fixed price pursuant to a
contract entered into prior to the operative date of this chapter.
4. If the possession of, or the exercise of any right or power over, the tangible personal
property arises under a lease which is a continuing purchase of such property for any period
of time for which the lessee is obligated to lease the property for an amount fixed by a lease
prior to the operative date of this chapter.
5. For the purposes of subsections (C)(3) and (4) of this section, storage, use, or other
consumption, or possession of, or exercise of any right or power over, tangible personal
property shall be deemed not to be obligated pursuant to a contract or lease for any period
of time for which any party to the contract or lease has the unconditional right to terminate
the contract or lease upon notice, whether or not such right is exercised.
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6. Except as provided in subsection (C)(7) of this section, a retailer engaged in business
in the City shall not be required to collect use tax from the purchaser of tangible personal
property, unless the retailer ships or delivers the property into the City or participates within
the City in making the sale of the property, including, but not limited to, soliciting or
receiving the order, either directly or indirectly, at a place of business of the retailer in the
City or through any representative, agent, canvasser, solicitor, subsidiary, or person in the
City under the authority of the retailer.
7. A retailer engaged in business in the City shall also include any retailer of any of the
following: vehicles subject to registration pursuant to Chapter 1 (commencing with Section
4000) of Division 3 of the Vehicle Code, aircraft licensed in compliance with Section
21411 of the Public Utilities Code, or undocumented vessels registered under Division 3.5
(commencing with Section 9840) of the Vehicle Code. That retailer shall be required to
collect use tax from any purchaser who registers or licenses the vehicle, vessel or aircraft
at an address in the City.
D. Any person subject to use tax under this chapter may credit against that tax any transactions
tax or reimbursement for transactions tax paid to a district imposing, or retailer liable for, a
transactions tax pursuant to Part 1.6 of Division 2 of the Revenue and Taxation Code with respect
to the sale to the person of the property the storage, use or other consumption of which is subject
to the use tax.
3.15.140 Amendments.
All amendments subsequent to the effective date of this chapter to Part 1 of Division 2 of the
Revenue and Taxation Code relating to sales and use taxes and which are not inconsistent with
Part 1.6 and Part 1.7 of Division 2 of the Revenue and Taxation Code, and all amendments to Part
1.6 and Part 1.7 of Division 2 of the Revenue and Taxation Code, shall automatically become a
part of this chapter; provided, however, that no such amendment shall operate so as to affect the
rate of tax imposed by this chapter.
3.15.150 Enjoining collection forbidden.
No injunction or writ of mandate or other legal or equitable process shall issue in any suit, action
or proceeding in any court against the state or the City, or against any officer of the state or the
City, to prevent or enjoin the collection under this chapter, or Part 1.6 of Division 2 of the Revenue
and Taxation Code, of any tax or any amount of tax required to be collected.
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SECTION 2. 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
upon adoption by the voters.
INTRODUCED on the 21st day of July 2020 by the Council of the City of San Luis Obispo
on the following vote:
AYES:
NOES:
ABSENT:
PASSED AND ADOPTED by the Voters of the City of San Luis Obispo on November 3,
2020 by the following vote tally:
AYES:
NOES:
FINALLY ADOPTED following declaration of the vote by the City Council on December
_______, 2020
____________________________________
Mayor Heidi Harmon
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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San Luis Obispo Municipal Code Chapter 3.15 – Draft Amendments
The San Luis Obispo Municipal Code is current through Ordinance 1681, and legislation passed throug…
Chapter 3.15
ESSENTIAL SERVICES COMMUNITY SERVICES AND INVESTMENT
TRANSACTIONS (SALES) AND USE TAX
Sections:
3.15.010 Title.
3.15.020 Purpose.
3.15.030 Eight-year sunset.
3.15.040 Fiscal accountability provisions—Citizen oversight and independent annual financial audits.
3.15.050 Transactions (sales) tax rate.
3.15.060 Use tax rate.
3.15.070 Operative date.
3.15.080 Contract with state.
3.15.090 Place of sale.
3.15.100 Adoption of provisions of state law.
3.15.110 Limitations on adoption of state law and collection of use taxes.
3.15.120 Permit not required.
3.15.130 Exemptions and exclusions.
3.15.140 Amendments.
3.15.150 Enjoining collection forbidden.
3.15.010 Title.
This chapter shall be known as the “City of San Luis Obispo essential services community services and
investment transactions (sales) and use tax ordinance.” The City of San Luis Obispo hereinafter shall be called
the “City.” This chapter shall be applicable in the incorporated territory of the city.
3.15.020 Purpose.
This chapter is adopted to achieve the following, among other general municipal purposes, and directs that the
provisions hereof be interpreted in order to accomplish those purposes:
A. To protect and maintain essential services and facilities—such as open space preservation; bike lanes,
sidewalks and other traffic congestion relief projects; public safety; neighborhood street paving and code
enforcement; flood protection; senior citizen programs including services and facilities; and other vital general
purpose services and capital improvement projects—by extending a general purpose retail transactions and use
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San Luis Obispo Municipal Code Chapter 3.15 – Draft Amendments
The San Luis Obispo Municipal Code is current through Ordinance 1681, and legislation passed throug…
tax of one-half percent To provide funding to protect City of San Luis Obispo’s financial stability; maintain
fire/community safety, health emergency/disaster preparedness; protect creeks from pollution; address
homelessness; keep public areas clean/safe; retain local businesses; ma intain youth/senior services, streets,
open space/natural areas, and other general services, by extending an existing, voter-approved, general purpose
retail transactions (sales) and use tax of one -half (.5) cent per dollar and enhancing the local transactions
(sales) and use tax by an additional one (1) cent per dollar; at a total rate of one and one half (1.5) cent per
dollar (1.50% of the gross receipts), in accordance with the provisions of Part 1.6 (commencing with Section
7251) of Division 2 of the Revenue and Taxation Code and Section 7285.9 of Part 1.7 of Division 2, which
authorizes the city to adopt this general purpose tax chapter, which shall be operative if two-thirds of the
council and a majority vote of the electors voting on the measure vote to approve the extension and
enhancement of this general purpose revenue source at an election called for that purpose.
B. To adopt a retail transactions and use tax chapter that incorporates provisions identical to those of the
transactions sales and use tax law of the state of California insofar as those provisions are not inconsistent with
the requirements and limitations contained in Part 1.6 of Division 2 of the Revenue and Taxation Code.
C. To adopt a retail transactions and use tax chapter that imposes a tax and provides a measure therefor that
can be administered and collected by the State Board of Equalization California Department of Tax and Fee
Administration in a manner that adapts itself as fully as practicable to, and requires the least possible deviation
from, the existing statutory and administrative procedures followed by the State Board of Equalization
California Department of Tax and Fee Administration in administering and collecting the California State
sales and use taxes.
D. To adopt a retail transactions and use tax chapter that can be administered in a manner that will be, to the
greatest degree possible, consistent with the provisions of Part 1.6 of Division 2 of the Revenue and Taxation
Code, minimize the cost of collecting the transactions and use taxes, and at the same time minimize the burden
of recordkeeping upon persons subject to taxation under the provisions of this chapter.
3.15.030 Eight-year sunset Termination Date.
The authority to levy the tax imposed by this chapter shall expire when ended by voters of the city in eight
years, on March 31, 2023, unless extended by the voters.
3.15.040 Fiscal accountability provisions—Citizen oversight and independent
annual financial audits.
Along with the city’s ongoing commitment to citizen involvement as a fundamental principle of good
government, specific citizen oversight and fiscal accountability provisions are hereby established as follows:
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A. Revenue Enhancement Oversight Commission. A citizen’s commission will be established to provide
transparency and maximize city accountability. The commission will be responsible for reviewing and making
budget recommendations directly to the city council regarding expenditures from the essential services
transactions (sales) and use tax and reporting annually to the community on the city’s use of these tax
revenues.
B. Accounting and Tracking Expenditures. The funds collected through the city of San Luis Obispo essential
services transactions (sales) and use tax ordinance shall be accounted for and tracked by the city treasurer
separately to facilitate citizen oversight.
C. Independent Annual Financial Audit. The amount generated by this general purpose revenue source and
how it was used shall be included in the annual audit of the city’s financial operations by an independent
certified public accountant.
D. Integration of the Use of Funds into the City’s Budget and Goal-Setting Process. The estimated revenue
and proposed use of funds generated by this measure shall be an integral part of the city’s budget and goal-
setting process, and significant opportunities will be provided for meaningful participation by citizens in
determining priority uses of these funds.
E. Annual Community Report. A written report shall be reviewed at a public meeting hearing by the revenue
enhancement oversight commission, and a summary will be provided annually to every household in the
community detailing how much revenue is being generated by the measure and how funds are being spent.
F. Annual Citizen Oversight Meeting. An invitation will be extended each year to the entire community
inviting them to participate in a forum to review and discuss the use of the revenue generated by this measure.
City staff will also be available to meet with any group that requests a specific briefing with their members to
discuss and answer questions about the revenues generated by the measure and their uses.
3.15.050 Transactions (sales) tax rate.
For the privilege of selling tangible personal property at (physical merchandise) retail, a tax is hereby imposed
upon all retailers in the incorporated territory of the city at the total rate of one-half percent of the gross
receipts one and one half (1.5%) of the gross receipts of any retailer from the sale of all tangible personal
property sold at retail in said territory on and after the operative date of this chapter, prior to which the tax rate
shall be as previously imposed by voter approval of Measure G (November 204)
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3.15.060 Use tax rate.
An excise tax is hereby imposed on the storage, use or other consumption in the city of tangible personal
property (physical merchandise) purchased from any retailer on and after the operative date of this chapter for
storage, use or other consumption in said territory at the rate of one-half percent one and one half (1.5%) of the
sales price of the property on and after the operative date of this chapter, prior to which the tax rate shall be as
previously imposed by voter approval of Measure G (November 2014). The sales price shall include delivery
charges when such charges are subject to state sales or use tax regardless of the place to which delivery is
made.
3.15.070 Operative date.
“Operative date” means the first day of the first calendar quarter commencing more than one hundred ten days
after the adoption of the ordinance codified in this chapter.
3.15.080 Contract with state.
Prior to the operative date, the city shall contract with the State Board of Equalization California Department
of Tax and Fee Administration to perform all functions incident to the administration and operation of this
transactions and use tax chapter; provided, that if the city shall not have contracted with the State Board of
Equalization California Department of Tax and Fee Administration prior to the operative date, it shall
nevertheless so contract and in such a case the operative date shall be the first day of the first calendar quarter
following the execution of such a contract.
3.15.090 Place of sale.
For the purposes of this chapter, all retail sales are consummated at the place of business of the retailer unless
the tangible personal property sold is delivered by the retailer or his agent to an out-of-state destination or to a
common carrier for delivery to an out-of-state destination. The gross receipts from such sales shall include
delivery charges, when such charges are subject to the state sales and use tax, regardless of the place to which
delivery is made. In the event a retailer has no permanent place of business in the state or has more than one
place of business, the place or places at which the retail sales are consummated shall be determined under rules
and regulations to be prescribed and adopted by the State Board of Equalization California Department of Tax
and Fee Administration.
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3.15.100 Adoption of provisions of state law.
Except as otherwise provided in this chapter and except insofar as they are inconsistent with the provisions of
Part 1.6 of Division 2 of the Revenue and Taxation Code, all of the provisions of Part 1 (commencing with
Section 6001) of Division 2 of the Revenue and Taxation Code are hereby adopted and made a part of this
chapter as though fully set forth herein.
3.15.110 Limitations on adoption of state law and collection of use taxes.
In adopting the provisions of Part 1 of Division 2 of the Revenue and Taxation Code:
A. Wherever the state of California is named or referred to as the taxing agency, the name of this city shall be
substituted therefor. However, the substitution shall not be made when:
1. The word “state” is used as a part of the title of the State Controller, State Treasurer, State Board of
Control, State Board of Equalization California Department of Tax and Fee Administration, State
Treasury, or the Constitution of the State of California.
2. The result of that substitution would require action to be taken by or against this city or any agency,
officer, or employee thereof rather than by or against the State Board of Equalization California
Department of Tax and Fee Administration, in performing the functions incident to the administration or
operation of this chapter.
3. In those sections, including, but not necessarily limited to, sections referring to the exterior boundaries
of the state of California, where the result of the substitution would be to:
a. Provide an exemption from this tax with respect to certain sales, storage, use or other
consumption of tangible personal property which would not otherwise be exempt from this tax while
such sales, storage, use or other consumption remain subject to tax by the state under the provisions
of Part 1 of Division 2 of the Revenue and Taxation Code; or
b. Impose this tax with respect to certain sales, storage, use or other consumption of tangible
personal property, which would not be subject to tax by the state under the said provision of that
code.
4. In Sections 6701, 6702 (except in the last sentence thereof), 6711, 6715, 6737, 6797 or 6828 of the
Revenue and Taxation Code.
B. The word “city” shall be substituted for the word “state” in the phrase “retailer engaged in business in this
state” in Section 6203 and in the definition of that phrase in Section 6203.
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3.15.120 Permit not required.
If a seller’s permit has been issued to a retailer under Section 6067 of the Revenue and Taxation Code, an
additional transactor’s permit shall not be required by this chapter.
3.15.130 Exemptions and exclusions.
The following transactions shall be exempted and excluded:
A. There shall be excluded from the measure of the transactions tax and the use tax the amount of any sales
tax or use tax imposed by the state of California or by any city, city and county, or county pursuant to the
Bradley-Burns Uniform Local Sales and Use Tax Law or the amount of any state-administered transactions or
use tax.
B. There are exempted from the computation of the amount of transactions tax the gross receipts from:
1. Sales of tangible personal property, other than fuel or petroleum products, to operators of aircraft to be
used or consumed principally outside the county in which the sale is made and directly and exclusively in
the use of such aircraft as common carriers of persons or property under the authority of the laws of this
state, the United States, or any foreign government.
2. Sales of property to be used outside the city which is shipped to a point outside the city, pursuant to
the contract of sale, by delivery to such point by the retailer or his agent, or by delivery by the retailer to a
carrier for shipment to a consignee at such point. For the purposes of this section, delivery to a point
outside the city shall be satisfied:
a. With respect to vehicles (other than commercial vehicles) subject to registration pursuant to
Chapter 1 (commencing with Section 4000) of Division 3 of the Vehicle Code, aircraft licensed in
compliance with Section 21411 of the Public Utilities Code, and undocumented vessels registered
under Division 3.5 (commencing with Section 9840) of the Vehicle Code by registration to an out-
of-city address and by a declaration under penalty of perjury, signed by the buyer, stating that such
address is, in fact, his or her principal place of residence; and
b. With respect to commercial vehicles, by registration to a place of business out-of-city and
declaration under penalty of perjury, signed by the buyer, that the vehicle will be operated from that
address.
3. The sale of tangible personal property if the seller is obligated to furnish the property for a fixed price
pursuant to a contract entered into prior to the operative date of this chapter.
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4. A lease of tangible personal property, which is a continuing sale of such property, for any period of
time for which the lessor is obligated to lease the property for an amount fixed by the lease prior to the
operative date of this chapter.
5. For the purposes of subsections (B)(3) and (4) of this section, the sale or lease of tangible personal
property shall be deemed not to be obligated pursuant to a contract or lease for any period of time for
which any party to the contract or lease has the unconditional right to terminate the contract or lease upon
notice, whether or not such right is exercised.
C. There are exempted from the use tax imposed by this chapter the storage, use or other consumption in this
city of tangible personal property:
1. The gross receipts from the sale of which have been subject to a transactions tax under any state-
administered transactions and use tax ordinance.
2. Other than fuel or petroleum products purchased by operators of aircraft and used or consumed by
such operators directly and exclusively in the use of such aircraft as common carriers of persons or
property for hire or compensation under a certificate of public convenience and necessity issued pursuant
to the laws of this state, the United States, or any foreign government. This exemption is in addition to the
exemptions provided in Sections 6366 and 6366.1 of the Revenue and Taxation Code of the State of
California.
3. If the purchaser is obligated to purchase the property for a fixed price pursuant to a contract entered
into prior to the operative date of this chapter.
4. If the possession of, or the exercise of any right or power over, the tangible personal property arises
under a lease which is a continuing purchase of such property for any period of time for which the lessee
is obligated to lease the property for an amount fixed by a lease prior to the operative date of this chapter.
5. For the purposes of subsections (C)(3) and (4) of this section, storage, use, or other consumption, or
possession of, or exercise of any right or power over, tangible personal property shall be deemed not to be
obligated pursuant to a contract or lease for any period of time for which any party to the contract or lease
has the unconditional right to terminate the contract or lease upon notice, whether or not such right is
exercised.
6. Except as provided in subsection (C)(7) of this section, a retailer engaged in business in the city shall
not be required to collect use tax from the purchaser of tangible personal property, unless the retailer ships
or delivers the property into the city or participates within the city in making the sale of the property,
including, but not limited to, soliciting or receiving the order, either directly or indirectly, at a place of
business of the retailer in the city or through any representative, agent, canvasser, solicitor, subsidiary, or
person in the city under the authority of the retailer.
7. A retailer engaged in business in the city shall also include any retailer of any of the following:
vehicles subject to registration pursuant to Chapter 1 (commencing with Section 4000) of Division 3 of
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the Vehicle Code, aircraft licensed in compliance with Section 21411 of the Public Utilities Code, or
undocumented vessels registered under Division 3.5 (commencing with Section 9840) of the Vehicle
Code. That retailer shall be required to collect use tax from any purchaser who registers or licenses the
vehicle, vessel or aircraft at an address in the city.
D. Any person subject to use tax under this chapter may credit against that tax any transactions tax or
reimbursement for transactions tax paid to a district imposing, or retailer liable for, a transactions tax pursuant
to Part 1.6 of Division 2 of the Revenue and Taxation Code with respect to the sale to the person of the
property the storage, use or other consumption of which is subject to the use tax.
3.15.140 Amendments.
All amendments subsequent to the effective date of this chapter to Part 1 of Division 2 of the Revenue and
Taxation Code relating to sales and use taxes and which are not inconsistent with Part 1.6 and Part 1.7 of
Division 2 of the Revenue and Taxation Code, and all amendments to Part 1.6 and Part 1.7 of Division 2 of the
Revenue and Taxation Code, shall automatically become a part of this chapter; provided, however, that no
such amendment shall operate so as to affect the rate of tax imposed by this chapter.
3.15.150 Enjoining collection forbidden.
No injunction or writ of mandate or other legal or equitable process shall issue in any suit, action or proceeding
in any court against the state or the city, or against any officer of the state or the city, to prevent or enjoin the
collection under this chapter, or Part 1.6 of Division 2 of the Revenue and Taxation Code, of any tax or any
amount of tax required to be collected.
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R _____
RESOLUTION NO. ______ (2020 SERIES)
A RESOLUTION OF THE COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, SETTING PRIORITIES FOR FILING WRITTEN
ARGUMENTS REGARDING A CITY MEASURE AND DIRECTING THE
CITY ATTORNEY TO PREPARE AN IMPARTIAL ANALYSIS
WHEREAS, a General Municipal Election is to be held in the City of San Luis Obispo,
California, on November 3, 2020, at which time there will be submitted to the voters the following
measure:
City of San Luis Obispo Community Services/Investment.
Shall an ordinance to provide funding to protect City of San Luis
Obispo’s financial stability; maintain fire/community safety, health
emergency/disaster preparedness; protect creeks from pollution;
address homelessness; keep public areas clean/safe; retain local
businesses; maintain youth/senior services, streets, open space/natural
areas, and other general services, by extending voter-approved funding
at a 1.5¢ rate, providing approximately $21,600,000 annually until
ended by voters; requiring audits/all funds used locally, be adopted?
YES
NO
WHEREAS, Section 9282 of the Election Code of the State of California authorize the
filing of arguments for and against the adoption of said measures and for the City Elections Official
to enclose a printed copy of such arguments with the sample ballot provided to the electors of the
City.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis
Obispo, as follows:
SECTION 1. That the City Council authorizes (i) all or any members of the City Council,
(ii) a bona fide association of such citizens, (iii) any individual voter eligible to vote on the above
measure or (iv) any combination thereof to file written arguments not exceeding 300 words
regarding the City measure specified above, accompanied by the printed names and signatures of
the authors submitting it, in accordance with Article 4, Chapter 3, Division 9 of the Elections Code
of the State of California and to change the arguments until and including the date fixed by the
City Clerk after which no arguments for or against the City measure may be submitted to the City
Clerk. The arguments shall be accompanied by a "Form of Statement to be Filed by the Authors
of the Argument."
_____________ (Council Member in Favor) ____________(Council Member in Against)
_____________ (Council Member in Favor) ____________(Council Member in Against)
_____________ (Council Member in Favor) ____________(Council Member in Against)
_____________ (Council Member in Favor) ____________(Council Member in Against)
_____________ (Council Member in Favor) ____________(Council Member in Against)
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Resolution No. ______ (2020 Series) Page 2
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SECTION 2. All arguments shall be filed with the City Clerk, signed with the printed
name(s) and signature(s) of the author(s) submitting it, or if submitted on behalf of an organization,
the name of the organization, and the printed name and signature of at least one of its principal
officers who is the author of the argument. An argument may not be signed by more than five
authors. In case any argument is signed by more than five authors, the signatures of the first five
shall be printed.
SECTION 3. Pursuant to Election Code 9287, in the event more than one argument for or
more than one argument against the ballot measure is submitted to the City Clerk within the time
prescribed, the City Clerk shall select one of the arguments in favor and one of the arguments
against each measure for printing and distribution to the voters. In selecting the argument, the City
Clerk shall give preference and priority, in the order named, to the arguments of the following:
(a) The legislative body, or member or members of the legislative body authorized by
that body;
(b) The individual voter, or bona fide association of citizens, or combination of voters
and associations, who are the bona fide sponsors or proponents of the measure;
(c) Bona fide associations of citizens; and
(d) Individual voters who are eligible to vote on the measure.
SECTION 3. That the City Council directs the City Clerk to transmit a copy of the measure
to the City Attorney who shall prepare an impartial analysis of the measure not exceeding 500
words showing the effect of the measure on the existing law and the operation of the measure. The
analysis shall include a statement indicating whether the measure was placed on the ballot by a
petition signed by the requisite number of voters or by the governing body of the City. The
impartial analysis shall be filed by the date set by the City Clerk for the filing of primary
arguments.
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Resolution No. ______ (2020 Series) Page 3
R _____
SECTION 4. That the City Clerk shall certify to the passage and adoption of this resolution
and enter it into the book of original resolutions.
Upon motion of Council Member, seconded by Council Member, and on the following roll
call vote:
AYES:
NOES:
ABSENT:
The foregoing resolution was adopted this _____ day of ______, 2020.
____________________________________
Mayor Heidi Harmon
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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R ____
RESOLUTION NO. _______ (2020 SERIES)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, PROVIDING FOR THE FILING OF REBUTTAL
ARGUMENTS FOR CITY MEASURES SUBMITTED AT MUNICIPAL
ELECTIONS
WHEREAS, a General Municipal Election is to be held in the City of San Luis Obispo,
California, on November 3, 2020, at which time there will be submitted to the voters the following
measure:
City of San Luis Obispo Community Services/Investment.
Shall an ordinance to provide funding to protect City of San Luis
Obispo’s financial stability; maintain fire/community safety, health
emergency/disaster preparedness; protect creeks from pollution;
address homelessness; keep public areas clean/safe; retain local
businesses; maintain youth/senior services, streets, open space/natural
areas, and other general services, by extending voter-approved funding
at a 1.5¢ rate, providing approximately $21,600,000 annually until
ended by voters; requiring audits/all funds used locally, be adopted?
YES
NO
WHEREAS, Section 9285 of the Elections Code of the State of California authorizes the
City Council, by majority vote, to adopt provisions to provide for the filing of rebuttal arguments
for City measures submitted at municipal elections.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis
Obispo, as follows:
SECTION 1. That pursuant to Sections 9285 of the Elections Code of the State of
California, when the Elections Official has selected the arguments for and against the measure
which will be printed and distributed to the voters, the Elections Official shall send copies of the
argument in favor of the measure to the authors of the argument against, and copies of the argument
against to the authors of the argument in favor immediately upon receiving the arguments.
The author or a majority of the authors of an argument related to a City measure may
prepare and submit a rebuttal argument not exceeding 250 words or may authorize in writing any
other person or persons to prepare, submit, or sign the rebuttal argument.
A rebuttal argument may not be signed by more than five authors. In case any argument is
signed by more than five authors, the signatures of the first five shall be printed.
The rebuttal arguments shall be filed with the City Clerk, signed, with the printed name(s)
and signature(s) of the author(s) submitting it, or if submitted on behalf of an organization, the
name of the organization, and the printed name and signature of at least one of its principal officers,
not more than 10 days after the final date for filing direct arguments. The rebuttal arguments shall
be accompanied by a "Form of Statement to be Filed by Authors of Argument."
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Resolution No. ______ (2020 Series) Page 2
R ____
Rebuttal arguments shall be printed in the same manner as the direct arguments. Each rebuttal
argument shall immediately follow the direct argument which it seeks to rebut.
SECTION 2. That all previous resolutions providing for the filing of rebuttal arguments
for city measures are repealed.
SECTION 3. That the provisions of Section 1 shall apply at the next ensuing municipal
election and at each municipal election after that time.
SECTION 4. That the City Clerk shall certify to the passage and adoption of this
Resolution and enter it into the book of original Resolutions.
Upon motion of Council Member __________, seconded by Council Member _________,
and on the following roll call vote:
AYES:
NOES:
ABSENT:
The foregoing resolution was adopted this _____ day of _______ 2020.
____________________________________
Mayor Heidi Harmon
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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DRAFT Minutes – Revenue Enhancement Oversight Commission Meeting of June 30, 2020 Page 1
Minutes - DRAFT
REVENUE ENHANCEMENT OVERSIGHT COMMISSION
Tuesday, June 30, 2020
Regular Meeting of the Revenue Enhancement Oversight Commission
CALL TO ORDER
A Regular Meeting of the San Luis Obispo Revenue Enhancement Oversight Commission was
called to order on Tuesday, June 30, 2020 at 5:32 p.m., by Chair Coates via webinar.
ROLL CALL
Present: Commissioners Jim Hamari, Jeannette McClure, Michael Multari, and Chair Chris
Coates
Absent: Vice Chair Ken Kienow
Staff: Deputy City Manager Greg Hermann, Assistant to the City Manager Ryan Betz, and
Deputy City Clerk Kevin Christian
PUBLIC COMMENT ITEMS NOT ON THE AGENDA
None.
--End of Public Comment--
APPROVAL OF MINUTES
1. Consideration of Minutes of the Regular Revenue Enhancement Oversight Commission
Meeting of May 14, 2020:
ACTION: UPON MOTION BY CHAIR COATES SECONDED BY COMMISSIONER
MULTARI, CARRIED 4-0-1, to approve the Minutes of the Regular Revenue Enhancement
Oversight Commission Meeting of May 14, 2020.
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DRAFT Minutes – Revenue Enhancement Oversight Commission Meeting of June 30, 2020 Page 2
BUSINESS ITEMS
2. Consideration of a Potential General Sales Tax Renewal Measure
Deputy City Manager Greg Hermann and Assistant to the City Manager Ryan Betz provided
a PowerPoint presentation and responded to Commissioner inquiries.
Public Comment
Ken Kienow
--End of Public Comment--
ACTION: UPON MOTION BY COMMISSIONER MULTARI, SECONDED BY
COMMISSIONER McCLURE, CARRIED 4-0-1 to recommend to the City Council that they
authorize placing a ballot measure on the November 3, 2020 ballot to extend the existing half
cent ($0.005) general sales tax with a one cent ($0.01) increase, until ended by voters, provided
that there is support shown for the tax in the survey currently being conducted.
COMMENT AND DISCUSSION
3. Staff Updates
Deputy City Manager Greg Hermann recognized Commissioners Multari and Kienow for their
service on the Commission since its inception.
4. Commission Communications
ADJOURNMENT
The meeting was adjourned at 6:58 p.m.
APPROVED BY THE REVENUE ENHANCEMENT OVERSIGHT COMMISSION: XX/XX/2020
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A Fiscal Comparison with
Selected Benchmark Cities
June 2020
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Measuring Our Performance
A Fiscal Comparison with Selected Benchmark Cities
PROJECT MANAGER
Ryan Betz, Assistant to the City Manager
CITY STAFF
Derek Johnson, City Manager
Greg Hermann, Deputy City Manager
Jeff Smith, Police Captain
Matt Horn, Public Works Director
Luke Schwartz, Transportation Manager
Jennifer Rice, Transportation Planner/Engineer
Devin Hyfield, Recreation Manager
Miguel Guardado, Information Technology Manager
Shawna Scott, Senior Planner
James Blattler, Administrative Analyst, Fire
Robert Hill, Sustainability & Natural Resources Official
Victoria Tonikian, Interim Executive Assistant to the City Manager /
Fiscal Officer
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TABLE OF CONTENTS
Contents
INTRODUCTION .......................................................................................................................... 1
Factors that Affect Benchmark Comparisons ............................................................................. 1
FINANCIAL BENCHMARKS: RESOURCE COMPARISON ................................................... 3
Chart 1: General Fund per Capita ............................................................................................... 3
Chart 2: Sales Tax, Property Tax & Transient Occupancy Tax: Percent of Total General Fund
Revenues ..................................................................................................................................... 3
Chart 3: Sales Tax Revenues per Capita ..................................................................................... 3
Chart 4: Property Tax Revenues per Capita ................................................................................ 4
Chart 5: Transient Occupancy Tax (TOT) Revenues per Capita ................................................ 4
Chart 6: Ratio of Fees to Total General Fund Revenues............................................................. 4
FINANCIAL BENCHMARKS: COST COMPARISON .............................................................. 5
Chart 7: Governmental Costs per Capita..................................................................................... 5
Chart 8: General Fund Operating Costs per Capita..................................................................... 5
Chart 9: Percent of Governmental Costs that are Interest Payments .......................................... 5
Chart 10: General Fund Allocations to Public Safety ................................................................. 6
Chart 11: General Fund Public Safety Costs per Capita ............................................................. 6
Chart 12: General Fund Allocations for General Government ................................................... 6
FINANCIAL BENCHMARKS: STAFFING COMPARISON ..................................................... 7
Chart 13: Staffing from General Fund (per 1,000 residents) ...................................................... 7
Chart 14: Sworn Police Staff (per 1,000 residents) ..................................................................... 7
Chart 15: Sworn Fire Staff (per 1,000 residents served) ............................................................. 7
OTHER BENCHMARKS: SERVICE OUTCOMES .................................................................... 8
Chart 16: Violent Crimes (Per 1,000 Residents) ......................................................................... 8
Chart 17: Fire Calls for Service (per 1,000 residents)................................................................. 8
Chart 18: Pavement Condition Index .......................................................................................... 8
CONCLUSION ............................................................................................................................... 9
BEST MANAGEMENT PRACTICES ..................................................................................... 10
SOURCE DATA ....................................................................................................................... 10
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Introduction Page 1
INTRODUCTION
The City Council of San Luis Obispo adopted a Major City Goal for Fiscal Sustainability and Responsibility with
a focus on efficiencies, strategic economic development, unfunded liabilities and infrastructure financing.
Developing a benchmark study helps illustrate how the City of San Luis Obispo is performing compared to similar
cities across a number of performance measures. The City is committed to delivering the services, maintenance
and infrastructure improvements the community values most.
This benchmark study evaluates the most current data on financial performance such as revenue diversity, expense
allocation, staffing costs, and debt management. Service costs do not always reflect service levels or efficiency,
so the study also compares service outcomes like crime rates, fire response and pavement condition. The results
indicate that San Luis Obispo is close to the median on most comparisons. To ensure consistency with the 2014
Benchmark Study, the same eight cities were chosen for comparison to San Luis Obispo (population 46,800,
General Fund $72.4M).
1. Davis (68,700, $69M)
2. Monterey (28,600, $78M)
3. Napa (79,300, $89M)
4. Palm Springs (48,700, $95M)
5. Santa Barbara (94,800, $131M)
6. Santa Cruz (65,800, $104M)
7. Santa Maria (106,600, $72M)
8. Paso Robles (31,200, $37M)
Each selected city shares many characteristics, including:
1. Full-service city that provides a wide range of core services directly, including police, fire, street
maintenance, planning, and parks and recreation.
2. County seat or largest city in the nearby vicinity.
3. Distinct regional identity separate from a large metropolitan area.
4. Major employment, commercial, cultural and government urban center.
5. Quality of life community.
6. Mid-size city, with populations ranging from 28,000 to 107,000.
7. Implemented or re-authorized a sales tax measure during the past 10 years.
8. College community and/or major tourism.
9. Slow growth: between -0.5% and 1.5% population change from 2018 to 2019.
The objective is to provide a snapshot of how San Luis Obispo measures up to similar cities in California. The
study also provides the opportunity to evaluate San Luis Obispo’s revenue sources in comparison with costs,
services and community priorities.
FACTORS THAT AFFECT BENCHMARK COMPARISONS
Accurately measuring benchmarks between San Luis Obispo and the selected cities can be a difficult task.
Comparisons do not tell the entire story because every city differs on a variety of issues, including but not limited
to geography, daytime versus resident population, accounting methods, and fund management.
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Introduction Page 2
Geography
Fire service in San Luis Obispo is impacted by mountains, freeways, railroad tracks and other unique
topographical features. To meet the ideal four minute fire response time, the City’s Fire Department has to
maintain and staff four separate fire stations, which can inflate costs when compared to other cities with less
challenging geography and/or less fire stations.
Daytime Population
San Luis Obispo’s resident population is approximately 46,800, but the City realizes a peak population of 75,000-
90,000 citizens expecting services during “normal business hours.” In addition, the peak daytime population of
nearby Cal Poly is 25,000 citizens that are also covered by contract City services, including Fire Department
emergency response service 24 hours a day, seven days a week.
Accounting Methods
Every city budgets and accounts for service costs differently. For example, some cities account for internal
services like printing, fleet maintenance, insurance and information technology using “internal service funds”,
which charge user departments for their services. Other cities (like San Luis Obispo) account for internal service
costs in the General Fund and use a cost allocation plan in distributing costs to other departments and funds. For
public services like paving, street lighting, or storm drain maintenance, some cities account for these services in
separate special revenue or enterprise funds, while others account for them solely in their General Fund. The
“General Fund” can be a relative term, and those cities that use separate funds to account for services that others
account for in their General Fund may appear to have lower General Fund costs.
Fund Management
The services that cities provide can be divided into two major groups: governmental and enterprise. Governmental
activities include: police, fire, capital projects, planning and building inspections, street maintenance, recreation
and park maintenance. Governmental activities costs and cash balances are typically tracked using the General
Fund, Capital Outlay Fund, and other miscellaneous funds like Debt Service or Special Revenue Funds.
Enterprise activities are fee-for-service operations ranging from water services to international airports. Enterprise
Funds vary widely which makes them difficult to compare statistically. The majority of financial comparisons
provided in this benchmark study focus on governmental activities since they are more uniform across the sample
cities and consistently reported in a city’s Comprehensive Annual Financial Report (CAFR).
Comparison of Enterprise Services provided by Benchmark Cities
Service San Luis
Obispo Davis Monterey Napa Palm
Springs
Santa
Cruz
Santa
Barbara
Santa
Maria
Paso
Robles
Water X X X X X X X
Sewer X X X X X X X
Parking X X X X
Transit X X X X
Golf X X X X
Solid
Waste
X X X X X X
Stormwater X X
Marina X X
Airport X X
Cemetery X
Presidio X
Housing X X
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Financial Benchmarks Resource Comparison Page 3
FINANCIAL BENCHMARKS: RESOURCE COMPARISON
CHART 1: GENERAL FUND PER CAPITA
CHART 2: SALES TAX, PROPERTY TAX & TRANSIENT OCCUPANCY TAX: PERCENT OF TOTAL
GENERAL FUND REVENUES
CHART 3: SALES TAX REVENUES PER CAPITA
Cities typically have two major governmental funds:
the General Fund and Capital Outlay Fund. Other
minor governmental funds can include Special
Revenue Funds, like a Business Improvement
District, or Debt Service Funds.
The size of San Luis Obispo’s General Fund per
capita is the median among benchmark cities. It is
primarily used for operating programs (84%), debt
service (5%), and capital improvement plan (8%)
expenditures.
Sales tax, property tax and transient occupancy tax
(TOT) account for at least 40% of total General Fund
revenues in all benchmark cities. These top three
revenues account for only 62% of San Luis Obispo’s
General Fund revenues, which implies that there is a
diverse revenue base. This financial risk
management tool allows San Luis Obispo to weather
changes in the economy better than other
municipalities that rely on only a few revenues to
make up most of the total revenue base.
San Luis Obispo has the 2nd strongest sales tax
revenues per capita. It is the City’s top revenue
source; about one-third of total General Fund
revenues. The majority of cities have a local add-on
sales tax (Measure G in San Luis Obispo) that
generates local revenue (ranging 0.25% to 2% per
dollar). San Luis Obispo’s strong sales tax revenues
are due to its regional sales draw, tourism, and
nearby student shoppers. According to a recent sales
tax study, approximately 70% of every dollar the
City collects in sales tax is paid by non-residents.
$500 $1,500 $2,500 $3,500 $4,500
Palm Springs
Monterey
Santa Cruz
Santa Barbara
San Luis Obispo
Paso Robles
Napa
Davis
Santa Maria
40%50%60%70%80%90%100%
Santa Maria
Paso Robles
Napa
Santa Barbara
San Luis Obispo
Palm Springs
Santa Cruz
Monterey
Davis
$200 $300 $400 $500 $600 $700 $800 $900
Palm Springs
San Luis Obispo
Santa Barbara
Paso Robles
Santa Maria
Santa Cruz
Monterey
Napa
Davis
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Financial Benchmarks Resource Comparison Page 4
CHART 4: PROPERTY TAX REVENUES PER CAPITA
CHART 5: TRANSIENT OCCUPANCY TAX (TOT) REVENUES PER CAPITA
CHART 6: RATIO OF FEES TO TOTAL GENERAL FUND REVENUES
San Luis Obispo’s property tax revenues per capita
are in the lower percentile of benchmark cities.
Proposition 13, adopted by California voters in
1978, limits the amount of annual growth in
assessed values to a maximum of 2% per year. This
makes property tax a relatively static revenue
source that grows slowly as ownerships change and
new property values are assessed.
TOT revenue is largely generated by visitors staying
in hotels, which can indicate which cities have strong
tourist economies.
TOT is specialized because it focuses on one part of
a local economy: tourism. It is not as broad-based as
sales tax. Significant TOT rate increases would be
needed to generate the same amount of revenue as a
general sales tax; San Luis Obispo’s TOT rate would
have to go from 10% to 21.9% to equal revenue from
Measure G. Significant increases to TOT could
create a competitive disadvantage in the local
market.
$100 $200 $300 $400 $500 $600 $700
Palm Springs
Napa
Paso Robles
Santa Barbara
Santa Cruz
Monterey
San Luis Obispo
Davis
Santa Maria
$- $200 $400 $600 $800
Monterey
Palm Springs
Napa
Santa Barbara
Paso Robles
San Luis Obispo
Santa Cruz
Santa Maria
Davis
0%5%10%15%20%
Santa Cruz
Davis
Napa
San Luis Obispo
Santa Barbara
Santa Maria
Monterey
Paso Robles
Palm Springs This chart shows the comparison of how much
General Fund revenue is generated by service fees
like building permits and business licenses.
Increasing cost recovery through service charges is a
local City Council decision and has historically been
part of San Luis Obispo’s budget-balancing strategy.
However, fees should never exceed the actual total
cost of providing services.
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Financial Benchmarks Cost Comparison Page 5
FINANCIAL BENCHMARKS: COST COMPARISON
CHART 7: GOVERNMENTAL COSTS PER CAPITA
CHART 8: GENERAL FUND OPERATING COSTS PER CAPITA
CHART 9: PERCENT OF GOVERNMENTAL COSTS THAT ARE INTEREST PAYMENTS
Governmental activities include costs for police, fire,
planning, building inspections, capital projects,
recreation and parks maintenance, and general
government. All of the benchmark cities provide
these essential services.
Enterprise operations (fee for service) costs are not
included in this comparison. What cities choose to
include in enterprise operations varies widely
making it a difficult cost category to evaluate.
The General Fund is the primary operating fund for
most cities. It is used for essential services (e.g.
public safety, maintenance), but does not include
other governmental activities like capital purchases
and construction projects. Most cities maintain a
separate Capital Outlay Fund for these costs.
This chart shows a comparison of how much
interest benchmark cities pay on long-term debt.
Cities use debt financing for long-term investments
such as a fire station. Costs for debt obligations
constrain available resources.
Less than 1% of San Luis Obispo’s governmental
costs are interest payments on long-term debt,
which is below the median, and about 3.6% below
benchmark cities on the high end of the spending
range.
*Santa Barbara did not record any interest payments in 2018-19
$200 $700 $1,200 $1,700 $2,200 $2,700
Monterey
Palm Springs
Santa Barbara
Santa Cruz
San Luis Obispo
Napa
Paso Robles
Davis
Santa Maria
$500 $1,000 $1,500 $2,000 $2,500 $3,000
Monterey
Palm Springs
Santa Cruz
San Luis Obispo
Santa Barbara
Paso Robles
Napa
Davis
Santa Maria
0%1%2%3%4%5%
Palm Springs
Paso Robles
Monterey
Santa Cruz
San Luis Obispo
Napa
Santa Maria
Davis
Santa Barbara*
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Financial Benchmarks Cost Comparison Page 6
CHART 10: GENERAL FUND ALLOCATIONS TO PUBLIC SAFETY
CHART 11: GENERAL FUND PUBLIC SAFETY COSTS PER CAPITA
CHART 12: GENERAL FUND ALLOCATIONS FOR GENERAL GOVERNMENT
Public safety costs for police and fire services are the
most significant General Fund allocations in San
Luis Obispo, accounting for about 43% of general
operating costs. When compared to the eight
benchmark cities, San Luis Obispo is below the
median (47%).
San Luis Obispo’s public safety allocation is 24%
Police and 19% Fire. This allocation ratio is
consistent with most benchmark cities. The
exceptions are Santa Maria (larger allocation to
police).
San Luis Obispo’s police service and fire service
cost per capita is $666. This is below the median.
San Luis Obispo’s Fire Department is unique
because it is under contract to serve an area beyond
the City boundaries, the Cal Poly campus. The total
“per capita” number for fire service costs was
increased in Chart 11 by the number of beds on
campus (8,000) to present a more accurate ratio of
public safety costs per total residents served.
General government costs include staffing and
resources that support all governmental activities
including City Administration, Attorney’s Office,
City Clerk, Information Technology, Finance, and
Human Resources.
General government costs may also support
enterprise activities. San Luis Obispo adopted a cost
allocation plan that reimburses General Fund
from Enterprise Funds for administrative support
costs. The numbers shown in this chart for San Luis
Obispo are net totals after reimbursements.
30%40%50%60%70%
Santa Maria
Monterey
Napa
Santa Cruz
Santa Barbara
Paso Robles
San Luis Obispo
Davis
Palm Springs
$- $500 $1,000 $1,500
Monterey
Davis
Palm Springs
Santa Cruz
Santa Barbara
Napa
San Luis Obispo
Paso Robles
Santa Maria
5%10%15%20%
Santa Cruz
Paso Robles
Palm Springs
Napa
San Luis Obispo
Santa Barbara
Santa Maria
Davis
Monterey
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Financial Benchmarks Staffing Comparison Page 7
FINANCIAL BENCHMARKS: STAFFING COMPARISON
CHART 13: STAFFING FROM GENERAL FUND (PER 1,000 RESIDENTS)
CHART 14: SWORN POLICE STAFF (PER 1,000 RESIDENTS)
CHART 15: SWORN FIRE STAFF (PER 1,000 RESIDENTS SERVED)
Chart 13 compares the number of regular
authorized General Fund staff positions, per
1,000 residents, across all benchmark cities.
San Luis Obispo is below the median
compared to the benchmark cities.
Police staff are a subset of General Fund staffing.
According to the Bureau of Justice Statistics, local
police departments serving populations of 50,000-
99,999 residents employed an average of 1.7
officers per 1,000 residents. San Luis Obispo has
approximately 1.3 officers per 1,000 residents (and
has an even lower ratio if daytime population is
considered).
Fire staff are also a subset of General Fund
staffing. San Luis Obispo Fire Department is
unique because it is under contract to serve an area
beyond the City boundaries, the Cal Poly Campus.
The total number of “residents” was increased in
Chart 15 by the number of beds on campus (8,000)
to present a more accurate ratio of sworn fire staff
per total residents served.
2 4 6 8 10 12 14 16 18
Monterey
Santa Cruz
Palm Springs
Santa Barbara
San Luis Obispo
Davis
Santa Maria
Napa
Paso Robles
0.0 0.5 1.0 1.5 2.0 2.5 3.0
Monterey
Palm Springs
Paso Robles
Santa Barbara
San Luis Obispo
Santa Cruz
Napa
Davis
Santa Maria
0.0 0.5 1.0 1.5 2.0
Palm Springs
Monterey
Santa Barbara
Santa Cruz
San Luis Obispo
Santa Maria
Paso Robles
Napa
Davis
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Other Benchmarks Service Outcomes
OTHER BENCHMARKS: SERVICE OUTCOMES
CHART 16: VIOLENT CRIMES (PER 1,000 RESIDENTS)
CHART 17: FIRE CALLS FOR SERVICE (PER 1,000 RESIDENTS)
CHART 18: PAVEMENT CONDITION INDEX
According to the FBI, San Luis Obispo is within
the middle range of benchmark cities in terms of
violent crime (murder, manslaughter, rape,
robbery, and aggravated assault. The FBI also
reports that incidences of property crime in San
Luis Obispo are the fifth highest of all benchmark
cities (Santa Maria, Palm Springs, Santa Barbara,
and Santa Cruz are higher).
Fire responses includes hazardous material spills,
vehicle and vegetation fires, heavy rescues,
structure fires and medical emergencies. San Luis
Obispo’s low number of responses indicates that
proactive fire prevention activities are working
well. San Luis Obispo’s Fire Department is unique
because it serves an area beyond the City
boundaries, the Cal Poly campus.
The Pavement Condition Index (PCI) is a National
standard on a 0-100 scale that indicates the quality
of a city’s pavement. Generally, the scale is: 100 -
70 Good/Excellent; 50-70 At Risk; 0-50
Poor/Failed. The 2018 California Statewide Local
Roads Needs Assessment concludes the average
California road PCI is 66 (San Luis Obispo was
73). San Luis Obispo’s “Good/Excellent” rating is
directly related to the annual average pavement
investment from Measure G sales tax revenues.
1.0 2.0 3.0 4.0 5.0 6.0 7.0
Santa Cruz
Palm Springs
Santa Maria
Santa Barbara
San Luis Obispo
Monterey
Napa
Davis
Paso Robles
40 50 60 70 80 90 100
Santa Maria
San Luis Obispo
Santa Cruz
Monterey
Paso Robles
Davis
Santa Barbara
Napa
0 50 100 150 200 250 300
Monterey
Palm Springs
Santa Maria
San Luis Obispo
Napa
Paso Robles
Santa Cruz
Santa Barbara
Davis
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Conclusion
Page 9
CONCLUSION
The 2020 Benchmark Study was developed using data primarily from FY 2018-19 and before the COVID-19
pandemic. Despite the social and financial impacts of the pandemic, the City continues to deliver essential
services and maintain facilities. The City’s financial operations is at the average operating costs and debt levels.
In some categories, such as fire service, being below average on costs is especially significant given service level
differences among benchmark cities. Santa Maria does not provide advanced life support (paramedic) services,
and Santa Barbara, Santa Cruz, and Napa do not provide advanced life support by all emergency response crews.
Only San Luis Obispo and Paso Robles provide this service by all emergency response crews. The provision of
advanced life support services increases costs related to personnel, training, administration, and equipment, and
approximately 70% of San Luis Obispo’s fire emergency response activities are for medical emergencies.
Comparison of service outcomes reveals that San Luis Obispo is among the safest communities in terms of violent
crime and fire emergencies. San Luis Obispo’s pavement condition index, an indicator of street quality, is slightly
above the median compared to the benchmark cities. Staffing levels are consistent with benchmark cities as well,
with San Luis Obispo hitting the median in the staffing areas selected for comparison. San Luis Obispo was near
the top of the benchmark range on one item: Sales Tax Revenue per Capita. This result indicates that sales tax is
vital for delivering quality levels of service to the community. According to the 2019-21 City of San Luis Obispo
Financial Plan, 41% of total General Fund revenue comes from sales tax, 28% from property tax, and 13% from
TOT. Approximately 30% of sales tax comes from the local revenue measure (Measure G) that adds a half-percent
to the County sales tax rate. Measure G generates $7-8 million annually or about 12% of total in General Fund
revenue in San Luis Obispo.
All eight benchmark cities have add-on local sales tax measures, and the remaining five cities in San Luis Obispo
County do as well. Six of the eight benchmark cities generate more revenue from property tax and TOT than San
Luis Obispo. As a comparison, the average sales tax rate for cities in the state is 8.66%. The Local Revenue
Measure has been in effect for fourteen years and is set to expire in March 2023. More information on Local
Revenue Measure, including expenditures, public feedback, and timelines, is available at slocity.org.
CITY LOCAL SALES TAX RATE
San Luis Obispo 7.75%
Benchmark Cities
Napa 7.75%
Paso Robles 7.75%
Davis 8.25%
Monterey 8.75%
Santa Barbara 8.75%
Santa Maria 8.75%
Palm Springs 9.25%
Santa Cruz 9.25%
Other Cities in SLO County (Non-Benchmark)
Atascadero 7.75%
Arroyo Grande 7.75%
Grover Beach 7.75%
Morro Bay 7.75%
Pismo Beach 7.75%
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Conclusion
Page 10
BEST MANAGEMENT PRACTICES
Beyond benchmark comparisons, it is prudent to evaluate whether San Luis Obispo is implementing general
best management practices (BMPs) for local governments. The City has adopted and implemented many BMPs
for financial management, including:
1. Multi-year budgeting
2. Long-term fiscal forecasts
3. Integration of goal-setting into the budget process
4. Development of fiscal contingency plans
5. Use of generally accepted accounting principles and audits by independent certified public accountants
6. Effective ongoing monitoring of our financial condition
7. Long-term capital improvement plans
8. Use of comprehensive fiscal policies as the foundation for decision-making
Many of these BMPs come from Fitch Ratings (one of the “big three” national credit rating agencies), who has
formally integrated them into their rating systems. The City recently received affirmation from the nationally
recognized statistical rating organization Standard & Poor’s Ratings (S&P) that City bond ratings remain “AA”
and the rating outlook is stable. S&P’s long-term credit ratings are assigned on an alphabetic scale from AAA to
C. The bond rating AA means that the City’s investment grade is “quality”. The City’s 2018 Lease Revenue
Bonds are rated AA, and the City’s implied General Obligation bond rating is AA+. Currently, the City of San
Luis Obispo has no general obligation debt.
In reaching its decision, S&P’s analysts lauded the City’s “excellent financial management.” The analysis noted
factors that led to their conclusion including (1) active budget monitoring by the City Council and staff, (2)
comprehensive financial policies, and (3) the use of long-term budget planning to provide a solid framework for
managing financial resources through unexpected budgetary challenges during the economic downturn. S&P
analysts noted that the City has robust fiscal management and recovered quickly from the Great Recession.
SOURCE DATA
• Department of Justice Federal Bureau of Investigation. 2018 Crime in the United States Report.
• California Polytechnic State University. 2014. Cal Poly Quick Facts. http://calpoly.edu
• Cities of Davis, Monterey, Napa, Palm Springs, El Paso de Robles, Santa Barbara, Santa Cruz, Santa Maria,
San Luis Obispo. June 2019. Comprehensive Annual Financial Reports and Budget Documents.
• Strategic Economics. 2020. San Luis Obispo Retail Sales Analysis.
For questions or comments on this benchmark study, please contact Ryan Betz, City of San Luis Obispo
Administration, (805) 781-7589 or rbetz@slocity.org
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STRATEGIC ECONOMICS | 2991 SHATTUCK AVE. BERKELEY, CA. 94705 | 510.647.5291
MEMORANDUM
To: Georgina Bailey, Management Fellow, City of San Luis Obispo
From: Derek W. Braun, Senior Associate
Jesse Brown, Associate
Date: March 18, 2020
Subject: Retail Sales and Leakage Analysis
INTRODUCTION
The City of San Luis Obispo retained Strategic Economics to prepare a retail sales analysis to estimate
the share of retail spending attributable to city residents compared to non-residents. The City
commissioned this analysis in order to inform discussion of renewing or amending the existing, voter-
approved Local Revenue Measure (Measure G) as part of City Council’s “SLO Forward” effort.
This memorandum describes the methodology and results of the retail sales analysis for both San Luis
Obispo as a whole and in five subareas of the city. The first section provides a summary of key findings,
and the second describes the retail analysis methodology.
SUMMARY OF FINDINGS
Citywide Findings
Shoppers in San Luis Obispo spent a total of $1.47 billion on taxable and non-taxable retail sales in
2018. Retail sales in the Auto Dealers and Suppliers category accounted for the largest share of sales
(22 percent), followed by Eating and Drinking Places (13 percent) and General Merchandise (13
percent).
Non-resident spending contributed the largest share of retail sales in San Luis Obispo, accounting for
an estimated $1 billion dollars in 2018. As an employment center, tourist destination, and major city
within the region, San Luis Obispo attracts a wide variety of non-residents who purchase goods at retail
establishments within the city. This analysis indicates that 69 percent of retail sales can be attributed
to those living outside the city. Tourists, regional shoppers, and other non-residents generate 54
percent of total retail sales. Those who are employed in the city but do not live in the city account for
a smaller but still notable 15 percent of total spending.
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San Luis Obispo Retail Sales Analysis
2
FIGURE 1: ESTIMATED SHARE OF RETAIL SPENDING BY GROUP, CITY OF SAN LUIS OBISPO, 2018 (2018 DOLLARS)
Spending Group Annual Retail
Spending Share
Visitors, Regional Shoppers and Other Non-Residents $802,165,751 54%
Residents $456,363,155 31%
Non-Resident Workers $217,988,809 15%
Total $1,476,517,715
Source: HdL, 2018; City of San Luis Obispo, 2018; Strategic Economics, 2020.
FIGURE 2: ESTIMATED SHARE OF RETAIL SPENDING BY GROUP, CITY OF SAN LUIS OBISPO, 2018
Source: HdL, 2018; City of San Luis Obispo, 2018; Strategic Economics, 2020.
Subarea Analysis Findings
Downtown San Luis Obispo is a regional destination that serves city residents, workers, regional
shoppers, and out-of-town visitors. Downtown generated 13 percent of all retail sales in the city in
2018, making it the second largest source of sales among the subareas. 41 percent of the area’s
retail sales were generated by Eating and Drinking Places and 24 percent from Apparel Stores. While
the citywide estimate suggests that about half of the spending in these categories comes from visitors,
the share of visitor spending may be higher in Downtown due to its regional draw.
The Los Osos Valley Road Corridor generates the largest share of sales among subareas in the city (36
percent in 2018) and is likely a major source of non-resident spending. 43 percent of retail sales in
the LOVR Corridor came from Auto Dealers and Supplies, a category likely to attract a high share of
spending from non-residents since dealerships draw shoppers from a large regional trade area.
Additionally, the large chain and big box stores in the LOVR Corridor, such as Costco, Target, and Home
Depot, draw from a large trade area and are likely to capture a high share of non-resident spending.
The Madonna Road Area’s diverse range of establishments in Furniture and Appliances, Eating and
Drinking Places, Other Retail Stores, and General Merchandise likely serves a mix of both local and
Visitors,
Regional
Shoppers and
Other Non-
Residents
54%
Residents
31%
Non-
Resident
Workers
15%
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San Luis Obispo Retail Sales Analysis
3
regional shoppers. The Madonna Road Area is the third largest subarea in terms of retail sales,
generating seven percent of citywide retail sales in 2018.
The Foothill Area’s businesses likely serve both resident and non-resident shoppers, including non-
residents passing through via Highway 1 and living, working, or visiting at the nearby Cal Poly campus.
The area contains mostly smaller retail businesses located along Foothill Boulevard and within the
University Square Shopping Center. The Foothill Area accounted for three percent of citywide retail
sales in 2018.
Since the Airport Area largely consists of light industrial uses accommodating a wide range of business
types, the area’s retail sales are a relatively small share of the area’s total sales. The subarea largely
consists of light industrial uses accommodating production, distribution, and repair service
businesses, and airport-related uses such as car rental agencies. While the Airport Area generated
four percent of citywide retail sales in 2018, the exact mix of the area’s resident versus non-resident
spending is less certain since the types of businesses vary widely. Retail sales also represent a
relatively small portion of total sales in the Airport Area since 44 percent of the area’s 2018 sales tax
revenue was generated in business-to-business sales categories.
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San Luis Obispo Retail Sales Analysis
4
RETAIL SALES ANALYSIS
To estimate the share of retail spending within the City of San Luis Obispo that is attributable to city
residents compared to non-residents, Strategic Economics prepared a retail leakage analysis that
measured the difference between the buying power (demand) of the household population in San Luis
Obispo and the actual sales (supply) in the city limits. This type of analysis allows for an evaluation of
how much local spending is attributable to residents. The following sections describe the methodology
and results of the retail sales analysis, including citywide retail sales, resident spending and non-
resident spending.
Citywide Retail Sales
An estimate of annual citywide retail sales was calculated using data on sales tax revenues in the City
of San Luis Obispo, provided by HdL. The HdL data reflected the local one percent share of total taxable
sales received by the City under the “Bradley-Burns” state sales tax allocation formula.1 Therefore,
total taxable sales were estimated by dividing sales tax revenues by one percent. However, not all
items sold are taxable, such as groceries and prescription drugs. To convert taxable sales to total
sales, certain categories were adjusted based on assumptions about the share of non-taxable sales
in those categories.
The estimated retail sales in 2018 for the City of San Luis Obispo total over $1.47 billion. Shoppers
spent the most on Auto Dealers and Supplies, about 22 percent of total sales. Eating and Drinking
Places and General Merchandise represented the next largest categories, followed by Building
Materials and Food stores.
FIGURE 3: CITY OF SAN LUIS OBISPO RETAIL SALES, 2018 (2018 DOLLARS)
Type of Business Sales Tax Estimated Sales Share of Sales
Apparel Stores $727,348 $72,734,800 5%
Auto Dealers and Supplies $3,232,724 $323,272,400 22%
Building Materials $1,622,945 $162,294,500 11%
Drug Stores $161,988 $24,543,636 2%
Eating and Drinking Places $1,849,090 $184,909,000 13%
Food Stores $471,375 $157,125,000 11%
Furniture and Appliances $1,057,352 $105,735,200 7%
General Merchandise $1,793,534 $188,793,053 13%
Packaged Liquor $152,896 $15,289,600 1%
Service Stations $943,203 $99,284,526 7%
Other Retail Stores $1,425,360 $142,536,000 10%
Total $13,437,815 $1,476,517,715
Note: The growing popularity of online shopping has negatively impacted sales in traditional retail stores across the nation, while
spending is typically increasing at restaurants, bars, and entertainment venues that provide experiences that cannot be replicated
online.
Source: HdL, 2018; City of San Luis Obispo, 2018; Bureau of Labor Statistics, 2018; Strategic Economics, 2020.
1 For an explanation of the Bradley-Burns formula, see https://www.cdtfa.ca.gov/taxes-and-fees/local-and-district-taxes.htm
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San Luis Obispo Retail Sales Analysis
5
Resident Spending Analysis
This section describes the methodology used to estimate the annual retail spending of residents within
the City of San Luis Obispo. According to U.S. Census American Community Survey 2012-2017
estimates, there are 18,728 households located within the City of San Luis Obispo. These households
were assumed to conduct most of their spending within city limits, including both convenience goods
(daily needs such as food and personal care items) and comparison goods (larger items that are
purchased infrequently, such as furniture, appliances, and clothing).
METHODOLOGY
Retail spending by San Luis Obispo households was calculated by estimating average annual
household spending in the city and multiplying this by the number of households. The methodology,
data sources, and estimated revenues are described below and shown in Figure 4.
Average annual household spending : The average amount a household spends in each retail
category was estimated using data from the U.S. Bureau of Labor Statistics (BLS) 2017-2018
Consumer Expenditure (CE) Survey. To best approximate household spending patterns in the
City of San Luis Obispo, the analysis used data for the “Western” region and for households
earning between $70,000 to $99,999.
City capture rate: A city sales capture rate was applied to account for the proportion of
spending that may take place outside San Luis Obispo. The share of spending within the city
was assumed to vary for different retail categories. For example, nearly all of spending on Drug
and Food Stores was assumed to take place within the city, while some spending at Eating and
Drinking Places and Service Stations was assumed to be distributed outside the city due to
travel and vacations.
Annual spending from households in the city: The total amount of resident spending within the
city was calculated by multiplying the average household spending within the city by the
number of households in the city.
RESULTS: TOTAL RESIDENT SPENDING
San Luis Obispo households were estimated to spend a total of $456 million each year on retail in the
city, with average household spending of $24,368 annually.2 Residents spend the most locally at
grocery and other food retail businesses for preparing food at home, with one-fifth of household
spending in the Food Stores category. Households in San Luis Obispo also spend a significant share
of their total retail spending in the city at businesses in the Eating and Drinking Places (16 percent)
and Auto Dealers and Suppliers categories (15 percent).
2 This does not represent the total amount households spend each year, as housing, healthcare and insurance costs are not included
and can account for a significant share of annual household spending.
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FIGURE 4: ESTIMATED HOUSEHOLD SPENDING, CITY OF SAN LUIS OBISPO (2018 DOLLARS)
Type of Business
Average
Spending Per
Household
City Capture
Rate
Average Spending
Per Household in
the City
Annual Spending
Households in
the City
Apparel Stores $2,213 85% $1,881 $35,228,304
Auto Dealers and Supplies $3,926 95% $3,730 $69,849,822
Building Materials $619 95% $588 $11,009,442
Drug Stores $667 95% $634 $11,866,997
Eating and Drinking Places $4,504 85% $3,828 $71,698,275
Food Stores $5,431 95% $5,159 $96,626,180
Furniture and Appliances $3,198 85% $2,718 $50,908,322
General Merchandise $794 85% $675 $12,639,527
Packaged Liquor $806 95% $766 $14,340,030
Service Stations $2,750 75% $2,063 $38,626,500
Other Retail Stores $2,737 85% $2,326 $43,569,756
Total $27,645 $24,368 $456,363,155
Source: Bureau of Labor Statistics, 2018; Strategic Economics, 2020.
Note: Total retail household spending does not fully represent total household spending, as housing, healthcare and insurance costs
are not included.
Non-Resident Spending Analysis
Non-resident shoppers include tourists, those who work in San Luis Obispo but do not live in the city,
and residents of the surrounding region. Those residents include students, staff, and faculty of
California Polytechnic State University (Cal Poly) who live on campus or elsewhere outside the city. This
section describes the methodology used to estimate the annual retail spending of non-residents within
the City of San Luis Obispo.
METHODOLOGY
The total amount of spending by non-residents was calculated by subtracting resident spending from
the citywide retail sales as shown in Figure 5.
Total non-resident spending was further segmented to determine the share of non-resident worker
spending. The City of San Luis Obispo is a regional employment center with three-quarters of the
workforce living outside the city limits.3 Based on U.S. Census Longitudinal Employer-Household
Dynamics data for 2017, of the 32,696 individual jobs in San Luis Obispo, 24,831 of associated
workers do not live in the city. These employees likely purchase a variety of goods and services within
the city during their workday.
The estimated amount of retail spending attributable to non-resident workers was calculated using
employee spending patterns data from a national survey conducted in 2011 by the International
Council of Shopping Centers (ICSC).4 Average weekly spending per employee was adjusted to an
annual basis and to 2018 dollars and then multiplied by the number of non-resident workers.
3 U.S. Census Bureau, Longitudinal Employer-Household Dynamics (LEHD), 2017.
4 Michael P. Niemera and John Connolly, “Office-Worker Retail Spending in a Digital Age,” International Council of Shopping Centers,
2012, http://www.icsc.org/srch/rsrch/wp/USSC_Class_091305.pdf
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RESULTS: TOTAL NON-RESIDENT SPENDING
In 2018, non-residents spent over $1 billion in the City of San Luis Obispo. This accounts for 69 percent
of the city’s total retail sales. A high share of sales in the Building Materials and General Merchandise
categories are generated by non-residents, as well as over three-quarters of Auto Dealers and Supplies
sales. Non-residents were also estimated to account for a significant share of the spending in Eating
and Drinking Places and Other Retail Stores. Local-serving businesses, such as Food Stores and Drug
Stores, are less dependent on non-resident spending.
FIGURE 5: ESTIMATED NON-RESIDENT SPENDING, CITY OF SAN LUIS OBISPO (2018 DOLLARS)
Type of Business Citywide Sales Resident Spending Non-Resident
Spending
Non-Resident
Share
Apparel Stores $72,734,800 $35,228,304 $37,506,496 52%
Auto Dealers and Supplies $323,272,400 $69,849,822 $253,422,578 78%
Building Materials $162,294,500 $11,009,442 $151,285,058 93%
Drug Stores $24,543,636 $11,866,997 $12,676,639 52%
Eating and Drinking Places $184,909,000 $71,698,275 $113,210,725 61%
Food Stores $157,125,000 $96,626,180 $60,498,820 39%
Furniture and Appliances $105,735,200 $50,908,322 $54,826,878 52%
General Merchandise $188,793,053 $12,639,527 $176,153,525 93%
Packaged Liquor $15,289,600 $14,340,030 $949,570 6%
Service Stations $99,284,526 $38,626,500 $60,658,026 61%
Other Retail Stores $142,536,000 $43,569,756 $98,966,244 69%
Total $1,476,517,715 $456,363,155 $1,020,154,560 69%
Source: HdL, 2018; City of San Luis Obispo, 2018; Strategic Economics, 2020.
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San Luis Obispo Retail Sales Analysis
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WORKER SPENDING
Those who work in the City of San Luis Obispo but live outside the city limits spent nearly $218 million
in the city in 2018. Non-resident worker spending represents 15 percent of total retail spending in San
Luis Obispo and 21 percent of total non-resident spending in the City.
FIGURE 6: ESTIMATED NON-RESIDENT WORKER SPENDING, CITY OF SAN LUIS OBISPO (2018 DOLLARS)
Type of Business
Annual Per
Capita
Spending
Total Non-Resident
Worker Spending
Apparel Stores $636 $15,787,547
Auto Dealers and Supplies $0 $0
Building Materials $0 $0
Drug Stores $417 $10,361,430
Eating and Drinking Places $1,585 $39,346,167
Food Stores $1,185 $29,421,008
Furniture and Appliances $490 $12,174,680
General Merchandise $2,517 $62,509,417
Packaged Liquor $0 $0
Service Stations $1,551 $38,517,934
Other Retail Stores $398 $9,870,625
Total $8,779 $217,988,809
Source: ICSC, “Office Worker Retail Spending in a Digital Age,” 2012; Strategic Economics, 2020.
OTHER NON-RESIDENT SPENDING
Visitors, regional shoppers, and other non-residents make up the remainder of non-resident spending,
totaling an estimated $802 million for 2018.
Due to the proximity of Cal Poly, a significant share of this spending is likely attributable to students,
staff, and faculty who live outside the city. The student population includes nearly 22,000 students.
Of this total, approximately 7,744 students live on campus, which is outside of the city limits.5
Visitors from outside of the region and other tourists constitute another large share of non-resident
shopping. Specific data about tourist spending in the city was not available; however, information on
countywide visitor spending provides some insight. In 2018, retail spending by visitors to San Luis
Obispo County was estimated at more than $1 billion (See Figure 6). Since the City of San Luis Obispo
is a major destination in the region, a significant share of the total visitor spending is likely occurring
in the city.6
5 https://calpolynews.calpoly.edu/quickfacts.html
6 The City of San Luis Obispo accounted for approximately 23 percent of countywide travel spending impacts in 2007. Source:
Economic Vitality Corporation, San Luis Obispo County Tourism Analysis Report 2008, prepared by Strategic Marketing Associates
and Dean Runyan Associates.
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FIGURE 7: VISITOR RETAIL SPENDING BY CATEGORY, SAN LUIS OBISPO COUNTY, 2018
Category Visitor Spending (millions)
Food Service $513.2
Food Stores $72.7
Local Transportation & Gas $207.8
Retail Sales $281.0
Total $1,074.7
Source: California Travel Impacts 2010-2018, prepared by Dean Runyan Associates; Strategic Economics, 2020.
Finally, a significant portion of non-resident spending in the City of San Luis Obispo is likely attributable
to regional shoppers. These shoppers are non-residents who live outside of the city but are attracted
to the quantity and variety of the city’s shops and restaurants.
SUBAREA ANALYSIS
In addition to estimating the citywide share of retail spending that is attributable to non-residents,
Strategic Economics conducted an evaluation of five subareas of the city. The five subareas that
were analyzed include: the Downtown area, the Los Osos Valley Road (LOVR) Corridor, the Madonna
Road area, the Foothill area, and the Airport area (Figure 8). Together the subareas accounted for 62
percent of the total retail sales in the City in 2018 (Figure 9 and Figure 10).
FIGURE 8: RETAIL SUBAREAS IN THE CITY OF SAN LUIS OBISPO
Source: City of San Luis Obispo, “Sales Tax Newsletter,” 2012.
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FIGURE 9: ANNUAL RETAIL SALES BY SUBAREA, 2018
Subarea Retail Spending Share of City's
Retail Spending
Los Osos Valley Road Corridor $527,615,100 36%
Downtown $195,333,200 13%
Madonna Road Area $96,319,537 7%
Airport $58,063,100 4%
Foothill $43,465,700 3%
Other $555,721,078 38%
Citywide Total $1,476,517,715 100%
Source: Strategic Economics, 2020.
FIGURE 10: SHARE OF ANNUAL RETAIL SALES BY SUBAREA, 2018
Source: Strategic Economics, 2020
Strategic Economics estimated retail sales in each of the subareas based on sales tax revenue data
provided by HdL and by applying the same methodology used to estimate citywide sales. Figure 11
provides a breakdown of retail sales for the top categories in each subarea. The share of non-resident
spending in the subareas was not calculated since this would require sidewalk surveys or other data
on the residency of individual customers. However, the composition of sales within each subarea
provides insight on resident versus non-resident spending based on the findings of the citywide
analysis and general trade area sizes typically associated with different retail categories.
DOWNTOWN AREA
Downtown San Luis Obispo is a regional destination that serves city residents, workers, regional
shoppers, and out-of-town visitors. Downtown generated 13 percent of all retail sales in the city in
2018, making it the second largest source of sales among the subareas. Downtown attracts shoppers
Los Osos Valley
Road Corridor
36%
Downtown
13%
Madonna Road Area
7%
Airport
4%
Foothill
3%
Other
38%
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from around the region to its concentration of restaurants and clothing stores. 41 percent of the area’s
retail sales were generated by Eating and Drinking Places and 24 percent from Apparel Stores. While
the citywide estimate suggests that about half of the spending in these categories comes from visitors,
the share of visitor spending may be higher in Downtown due to its regional draw.
LOS OSOS VALLEY ROAD CORRIDOR (LOVR)
The LOVR Corridor consists of big box and automobile sales retailers in the southern part of the city.
The LOVR Corridor generates the largest share of sales among subareas in the city (36 percent in
2018) and is likely a major source of non-resident spending. 43 percent of retail sales in the LOVR
Corridor came from Auto Dealers and Supplies, a category likely to attract a high share of spending
from non-residents since dealerships draw shoppers from a large regional trade area (78 percent of
citywide spending in Auto Dealers and Supplies is estimated to come from non-residents). Additionally,
the large chain and big box stores in the LOVR Corridor, such as Costco, Target, and Home Depot, are
represented in the Other Retail category. These stores also draw from a large trade area and are likely
to capture a high amount of non-resident spending.7
MADONNA ROAD AREA
The Madonna Road Area is located along Highway 101, south of the Downtown and adjacent to the
LOVR Corridor. It is the third largest subarea in terms of retail sales, generating seven percent of
citywide retail sales in 2018. The subarea includes several large chain stores that are mostly located
within the Madonna Plaza Shopping Center. The Madonna Road Area’s diverse range of
establishments in Furniture and Appliances, Eating and Drinking Places, Other Retail Stores, and
General Merchandise, likely serves a mix of both local and regional shoppers, with General
Merchandise stores most likely to attract non-residents.
FOOTHILL AREA
The Foothill Area is a collection of retail located off Highway 1 in the northern part of the city. The area
contains mostly smaller retail businesses located along Foothill Boulevard and within the University
Square Shopping Center. These businesses likely serve both resident and non-resident shoppers,
including non-residents passing through via Highway 1 and living, working, or visiting at the nearby Cal
Poly campus. Apparel Stores generated 37 percent of sales in the subarea in 2018, while sales in all
other retail categories accounted for 63 percent of spending.
AIRPORT AREA
The Airport Area includes commercial and industrial spaces surrounding the San Luis Obispo County
Regional Airport west of Broad Street and south of Rockview Place. The subarea largely consists of
light industrial uses accommodating production, distribution, and repair service businesses, and
airport-related uses such as car rental agencies. Nearly a quarter of 2018 retail sales were in the
Building Materials category, 10 percent in Auto Dealers and Supplies, and the remainder in all other
categories. Based on the citywide analysis, a high share of sales in these categories are likely
generated by non-resident spending. However, the exact mix of resident versus non-resident spending
7 The Other Retail Stores category includes sales in the pet products, toys, hobbies, and other miscellaneous items categories, and a
varying mix of other categories that were aggregated due to confidentiality requirements. The categories aggregated in Other Retail
Stores varies by subarea since each subarea’s business mix triggers unique confidentiality suppression requirements.
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is less certain for the Airport Area since the types of businesses vary widely. Notably, retail sales likely
represent a relatively small portion of total sales in the Airport Area. Only 56 percent of the Airport
Area’s 2018 sales tax revenue was generated in retail sales categories; the remainder was instead
generated in business-to-business sales categories.
FIGURE 11: TOP RETAIL CATEGORIES BY SUBAREA, 2018
Total Sales % of Total
Subarea Sales
Citywide Non-Resident
Share of Spending in
Category
Downtown Area
Apparel Stores $47,431,600 24% 52%
Eating and Drinking Places $80,155,000 41% 61%
Furniture and Appliances $26,676,200 14% 52%
Other Retail Stores* $41,070,400 21% 69%
Total Retail Sales $195,333,200 100% 69%
Los Osos Valley Road Corridor
Auto Dealers and Supplies $226,632,500 43% 78%
Eating and Drinking Places $13,210,000 3% 61%
Furniture and Appliances $11,859,400 2% 52%
Other Retail Stores* $275,913,200 52% 69%
Total Retail Sales $527,615,100 100% 69%
Madonna Road Area
Apparel Stores $10,067,400 10% 52%
Eating and Drinking Places $15,343,300 16% 61%
Furniture and Appliances $36,555,800 38% 52%
General Merchandise $10,098,737 10% 93%
Other Retail Stores* $24,254,300 25% 69%
Total Retail Sales $96,319,537 100% 69%
Foothill
Apparel Stores $15,876,200 37% 52%
Other Retail Stores* $27,589,500 63% 69%
Total Retail Sales $43,465,700 100% 69%
Airport
Auto Dealers and Supplies $5,791,300 10% 78%
Building Materials $14,075,600 24% 93%
Other Retail Stores* $38,196,200 66% 69%
Total Retail Sales $58,063,100 100% 69%
*Certain retail categories were aggregated under “Other Categories” in order to preserve merchant confidentiality. The
aggregated categories vary by subarea since each subarea’s business mix triggers unique confidentiality suppression
requirements.
Source: City of San Luis Obispo, 2018; Strategic Economics, 2020.
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Department Name: Fire
Cost Center: 8501
For Agenda of: July 21, 2020
Placement: Business
Estimated Time: 30 minutes
FROM: Keith Aggson, Fire Chief
Prepared By: James Blattler, Administrative Analyst
SUBJECT: FIRE DEPARTMENT ANNUAL REPORT AND 2020-2021 STRATEGIC
OPERATIONAL PLAN
RECOMMENDATION
Receive and file the 2019-20 Fire Department Annual Report and 2020-21 Strategic Operational
Plan.
REPORT-IN-BRIEF
The 2019-20 Fire Department Annual Report and 2020-21 Strategic Operational Plan provides
an overview of the Fire Department’s past operational year and the plan going into next year.
The report provides key tracking statistics that the department utilizes to analyze performance
and activity. Included in the report are major accomplishments made by staff during the last year
to highlight the work performed by the San Luis Obispo City Fire Department.
Fiscal Year (“FY”) 2019-20 had a large focus on disaster preparedness and response. Over the
past year, the department oversaw the completion of three major City-wide policies that will help
the City prepare for, respond to, and recover from major disasters: 1) the updated 2011
Emergency Operations Plan, 2) the updated 2014 Hazard Mitigation Plan, and 3) the City’s first
Community Wildfire Protection Plan. In addition to the policies, the department rolled out the
new “Prepare SLO” initiative to help provide resources to the community to ensure they are
prepared for the next disaster.
Beyond the attention to disaster preparedness, the Fire Department has played a key role in the
City’s response to COVID-19, which has had an impact on department operations. Despite the
impacts, staff remained committed to delivering day-to-day services including emergency
response, fire safety inspections, and developmental plan review. Overall, the department saw an
increase in emergency response, training, and mutual aid activity.
Throughout the year, staff also continued to make significant progress on the 2018-23 Fire
Department Strategic Plan through the execution of the 2019-20 Operation Plan. A more in-
depth summary of the progress can be found in this report, along with the operational plan for
2020-21.
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DISCUSSION
2019-20 Fire Department Annual Report:
As a full-service all-hazard fire department, the San Luis Obispo City Fire Department protects
the lives and property of its residents and visitors from the adverse effects of fires, medical
emergencies, and other dangers caused by man or nature through prevention activities and
emergency response. To provide this service, the Department has four staffed programs totaling
57 Full Time Employees (“FTEs”) and four additional non-staffed programs. Staff has
highlighted some of the major achievements the Department made last year and provided some
key statistics from the previous year below.
Fire Administration:
Staffed with 4 FTEs (Fire Chief, Deputy Fire Chief, Administrative Analyst and Administrative
Assistant), the Fire Administration program provides strategic leadership to the organization.
Fire Administration plans, directs, and evaluates all Fire Department programs and their
activities. During FY 2019-20, the Department transitioned to a new Deputy Fire Chief
following the appointment of Fire Chief Keith Aggson in the spring of 2019. Fire Administration
oversaw many significant accomplishments, which are discussed in the Disaster Preparedness
and Assistance section below. Additionally, Fire Administration formalized the role of a public
information officer, which has been utilized to improve the Department’s ability to disseminate
information to the community.
Emergency Response:
Staffed with 45 FTEs (3 Battalion Chiefs, 12 Captains, 15 Engineers and fifteen Firefighters), the
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. In
calendar year (“CY”) 2019, emergency response staff saw an increase in the number of total
responses and a decrease in the number of fire incidents.
CY 2018 CY 2019 % Change
Fire Incidents 149 127 -14.8%
Rescue and Medical Services 3,521 3,870 9.9%
Cal Poly On-Campus Incidents 306 340 11.1%
Total Responses1 5,856 6,179 5.5%
One key metric that the Fire Department tracks is Total Response Time (“TRT”), which is a goal
defined by the General Plan Safety Element of 7 minutes or less to 90% of all lights-and-siren
emergencies in the City. TRT is calculated from the time of 911 pick-up in the City's Emergency
Communication Center until arrival of the first Fire Department personnel at the scene for
serious medical emergencies and fires of all types, as rapid arrival at the scene impacts
outcomes.
1 Total Fire Reponses do not include cancelled alarms or non-emergency transfers
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The established time standard is reflective of the guidance standards of the National Fire
Protection Association (“NFPA”). In 2019 the Fire Department saw a decrease in the percentage
of calls that met the 7-minute TRT. Several factors can contribute to changes in TRT, one of the
most impactful being traffic congestions and road construction activity. The department will
continue to work towards completing root cause analysis on changes in TRT to identify ways to
make improvements moving forward and achieving the 90% target. The analysis will assist in
identifying items that are in the immediate control of staff or help inform long -range planning
needs for factors beyond the immediate control of staff.
CY 2018 CY 2019 % Change
Calls with 7 minute or less TRT 76.2% 72.1% -5.4%
Hazard Prevention:
Staffed with 6 FTEs (Fire Marshall, Hazardous Materials Coordinator, three Fire Inspectors and
Administrative Assistant), the Hazard Prevention Division prevents injury and loss of life,
property, and the environment damaged by fire, explosion, or exposure to hazardous materials
through inspections, building plan review, investigations and education. Hazard Prevention saw a
decrease in both the number of fire and safety inspections and building plan and development
plan reviews in CY 2019. Beyond the day-to-day inspections and plan review, Hazard
Prevention saw an equal number of fire investigations from the year before.
CY 2018 CY 2019 % Change
Fire and Safety Inspections2 3,611 3,128 -13%
Building Plan and Development
Plan Reviews
810 648 -20%
Fire Investigations 21 21 0%
In September of 2018, the State of California added Section 13146.43 to the California Health &
Safety Code, which mandated that Fire Departments perform annual inspections in every
building used as a public or private school, hotel, motel, lodging house, apartment house, and
certain residential care facilities for compliance with building standards and report annually to
the Department’s administering authority. Hazard Prevention had been performing these
inspections prior to the mandate but had not been reporting the inspections. Overall, in 2019 , Fire
Prevention increased the number of these completed inspections by 8% from 2018, which is
attributable to staffing levels as the prevention bureau had an inspector vacancy during the 2018
calendar year.
2 Fire and Safety Inspection totals include Engine Company Inspections
3 13146.4. (a) Every city or county fire department, city and county fire department, or district required to perform an annual inspection
pursuant to Sections 13146.2 and 13146.3 shall report annually to its administering authority on its compliance with Secti ons 13146.2 and
13146.3.
(b) The report made pursuant to subdivision (a) shall occur when the administering authority discusses its annual budget, or at a nother time
determined by the administering authority.
(c) The administering authority shall acknowled ge receipt of the report made pursuant to subdivision (a) in a resolution or a similar formal
document.
(d) For purposes of this section, “administering authority” means a city council, county board of supervisors, or district board, as the case may be.
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CY 2018 CY 2019
%
Change Occupancy
Class
Active
Inspection
Cases in
System
Inspections
Performed
%
Completed
Inspections
Performed
%
Completed4
Educational,
through the
12th Grade (E)
20 5 25% 17 85% 240%
Institutional,
ambulatory
health care (I-
2.1)
1 1 100% 1 100% 0%
Institutional,
day care
facilities (I-4)
3 1 33% 1 33% 0%
Institutional,
jails, prisons,
juv. Halls (I-3)
2 1 50% 1 50% 0%
Institutional,
medical, or
custodial care
(I-2)
4 4 100% 2 50% -50%
Residential,
apts, dorms
(non-transient)
(R-2)
457 400 88% 430 94% 8%
Residential,
hotels, motels
(transient) (R-1)
26 24 92% 19 73% -24%
TOTAL 513 436 85% 471 92% 8%
Fire Apparatus Services:
Staffed with two FTEs (Fire Vehicle Mechanic and Mechanic Helper), the Fire Apparatus
Services Program performs fire apparatus services, maintenance, and repair of light and heavy
fire apparatus and vehicles. In FY 2019-20, staff placed into service the Department’s
replacement of Engine 3, which was a 16-year-old Fire Engine Pumper. In addition to added
safety features, the new Engine operates much more efficiently and will leave a significantly
lower carbon footprint than the outgoing engine. The Fire Apparatus staff also continued to
provide essential maintenance and repairs on Fire Department apparatus including major engine
overhaul work on the Department’s Tiller Truck 1.
4 As of 6/25/2020
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Non-Staffed Programs:
• Training: During 2019 the Department continued to maintain a high level of training.
While COVID-19 reduced the number of off-site trainings that staff could attend, the
Department found ways to continue providing essential training and utilized virtual
training tools when possible. The new Deputy Chief helped ensure staff continued to
meet training objectives through the development of an extensive 2-year training plan.
The plan highlights training requirements specific to each position in the organization.
Despite the reduced training opportunities, the Fire Department saw an increase in both
the total number and average training hours for Emergency Response employees in CY
2019. The large increase was due to seven new firefighters hired in early 2019 and better
training documentation and tracking with the new 2-year training plan.
CY 2018 CY 2019 % Change
Average Hours Per Employee 182 222 21.9%
Total Training Hours 6,912 9,983 44.4%
• Recruit Academy: In FY 2019-20, the Emergency Response staff only had one vacancy.
Due to the lack of efficiency and fiscal responsibility in running a full academy for one
recruit, the Department did not hire additional Firefighters. The Department will assess
the need for a recruit academy in FY 2020-21 based on staffing needs and vacancies.
• Fire Station Facilities Support: The Fire Station Facilities Support Program is managed
by a shift Battalion Chief who ensures all Fire facilities are functioning to maintain the
ability to provide service and house the emergency responders. In FY 2019-20 the
Department increased focus on improving station security. Some of the new safety
measures include security cameras and monitors installed at Fire Stations 2, 3, and 4,
ballistic films on glass windows and the removal of engine bay door timers to ensure
faster closure of the doors after departure. Additionally, a new concrete pad was placed at
Fire Station 1 to remove a significant sink created on the blacktop from fire apparatus.
The dip was deemed to be a serious tripping hazard by the California Joint Powers
Insurance Authority (“CJPIA”) and the new concrete pad provides the necessary
reinforcement to prevent another dip from forming.
• Emergency Preparedness and Assistance: In FY 2019-20 staff made some major
accomplishments for Emergency Preparedness and Assistance. Staff finalized three
significant City plans: 1) the updated 2011 Emergency Operations Plan, 2) the updated
2014 Hazard Mitigation Plan, and 3) the City’s first Community Wildfire Protection Plan.
These plans are essential in the City’s ability to prevent, respond to, and recover from
major disasters that impact the City with new industry standards and practices. Staff also
launched the new “Prepare SLO” initiative to assist community members to increase
preparedness for disasters. A public workshop was held in September of 2019, which had
over 50 participants in attendance.
In addition to emergency preparedness, the Fire Department deployed multiple staff
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members to a total of 17 mutual aid-incidents across California in FY 2019-20, which
was up from the 10 incidents the department responded to in FY 2018-19. The large
increase in number of responses was tied to the number of available resources. In FY
2018-19, the department had a high number of employees out on worker’s compensation
and needed to maintain minimum staffing availability locally to ensure the City
maintained adequate emergency response coverage.
FY 2018-19 FY 2019-20 % Change
Total Responses5 17 34 100%
Gross Revenue6 $456,542 $495,934 8.6%
• FY 2019-21 Financial Plan Projects
o Injury Reduction Program: The City Council funded a new program for the 2019-
21 Financial Plan to help reduce the frequency and severity of on-the-job injuries
to firefighters. Reducing the high prevalence of injuries not only improves the
health and safety of the firefighters, but also helps reduce tangible costs
associated with worker’s compensation and overtime. The program budget
provided the ability to purchase lower impact exercise equipment and provide
individual specific functional movement training. In 2019-20, the number of
overtime shifts to provide backfill coverage for injured employees reduced by 36
shifts, or 7%, when compared to 2018-19. The Department will continue to
analyze the effectiveness of the program as it continues through 2020-21.
FY 2018-19 FY 2019-20 % Change
Total Work Comp Backfill
Overtime Shifts 507 471 -7.1%
o Emergency Management (Contract Services): The City Council funded contract
emergency management services for both years in the 2019-21 Financial Plan.
This funding was intended to hire an outside firm to provide oversight and
management of many essential projects such as policy updates and
implementation, FEMA based training to all City employees, and hazard
mitigation. The Fire Department utilized a Fire Captain on modified duty from an
on-the-job injury to perform many of these duties. This program helped oversee
the development of the “Prepare SLO” initiative, improve Emergency Operations
Center readiness and functionality, and manage the development of FEMA based
training scheduled for July of 2021. In addition to the work accomplished “in-
house,” staff contracted with a Disaster Preparedness firm to assist with
Emergency Operations Center (“EOC”) position specific training. Delays in the
training have occurred due to COVID-19 limitations and are scheduled to take
place in the summer of 2020.
5 Total Responses include multiple responses to single incidents
6 The Fire Department receives reimbursement through the California Fire Assistance Agreement (CFAA) for the
costs associated with sending staff to these incidents and admini stering the programs
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COVID-19
Staff would be remiss to not discuss the impacts that COVID-19 has had on the Department in
2020. As an emergency medical services provider to the community, Fire Department staff has
been on the front lines of the pandemic and has played a large role in assisting the with the City’s
response. Upon activation of the City’s EOC, the Fire Department has provided staff to fill
several positions including Operations Section Coordinator, Operations Fire Branch, Safety
Officer, Media Contact for the Public Information Officer, Resource Unit Leader , and Planning
Section Deputy. While the ongoing support has been a tremendous accomplishment for staff,
other projects and initiatives have been delayed due to lack of staff time and capacity. As the
City moves into a more operational status during the pandemic, staff anticipates having increased
capacity to make progress on important Fire Department projects.
2018-2023 Strategic Plan
On August 21, 2018, the Fire Department presented its first Strategic Plan (the “Plan”) to the
City Council (Attachment A). The Plan was created to establish priorities, guide decision
making, and identify future work efforts surrounding the Department’s mission to provide skilled
and compassionate emergency response services and solution-focused fire prevention services
facilitated by a healthy organizational culture of engaged, supported, and accountable staff. The
Plan also forms the framework for the development of the Department’s one-year operational
plans. Provided below is an overview of the both the 2019-20 operational plan and the intended
2020-21 operational plan (Attachment B).
2019-2020 Operational Update:
Of the planned strategies, staff successfully completed twenty items while making significant
progress on several others listed in the 2019-20 Operational Plan. A detailed summary of the
initiated and completed items, including status updates, can be viewed in the 2019-20
Operational Plan Action Tracker (Attachment C). Delays in accomplishing action items occurred
due to the staff’s assistance in the COVID-19 pandemic response and physical distancing
limitations. Highlighted below is an overview of the progress that staff made in the first-year
operational year.
2018-19 Strategies
Count %
Strategies Complete 13 59%
Strategies 50-99% Complete 7 32%
Strategies 1-49% Complete 2 9%
Strategies Not Yet Initiated 0 0%
2019-20 Strategies
Count %
Strategies Complete 7 35%
Strategies 50-99% Complete 5 25%
Strategies 1-49% Complete 4 20%
Strategies Not Yet Initiated 4 20%
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2020-21 Operational Plan:
To continue making progress towards completing the strategies and objectives under the five
strategic directions of the Plan, the Department finalized the 2020-21 Operational Plan, which
outlines all the strategies intended to be continued or initiated during year three of the five year
plan. At the end of the 2020-21 Operation Plan, the department will complete a planned update
of the five-year plan to align it based on new organizational conditions and needs.
Previous Council or Advisory Body Action
• In July 2019 City Council received and filed an update after the first operational period of the
Fire Department’s 5-year strategic plan.
• City Council received and filed the Fire Department’s Five-Year Strategic Plan on August
21, 2018. At this meeting staff provided an overview of the 5-year plan and targeted actions
for FY 2018-19.
Public Engagement
The public will have the opportunity to submit comment at the meeting regarding this item. The
Department also conducted extensive public outreach during the formation of the Strategic Plan.
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: 2019-20 and 2020-21
Funding Identified: Yes
The Fire Department is funded through the General Fund’s annual budget appropriation adopted
by the City Council. All activities within the report are covered through the annual program
allocations as outlined in the City’s Financial Plan.
ALTERNATIVES
The City Council could choose to not receive and file the report. This is not recommended as
the report provides a record of essential statistics and trends that are important for policy makers
and the public awareness in our community.
Attachments:
a - COUNCIL READING FILE - SLO City Fire Strategic Plan 2018 to 2023
b - SLO City Fire Operational Plan 2020 to 2021
c - 2019-20 Operational Plan Action Tracker
Item 8
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1 ConsulƟng Sales Staffing Support SLO CITY FIRE OPERATIONAL PLAN 2020‐2021 The Strategic Plan forms the framework for the development of the department’s one‐year OperaƟonal Plan. AŌer the iniƟal formaƟon of the Strategic Plan staff collaborated to idenƟfy specific strategies in the Plan that would be iniƟated in each fiscal year. The worksheets that follow capture the Strategies intended to be conƟnued or iniƟated in 2020‐2021. Item 8Packet Page 121
21 ConsulƟng Sales Staffing Support Page 2 of 5 2020‐2021 OPERATIONAL PLAN Strategy Leader Strategic DirecƟon 1 ConnecƟng with our Community Strategic ObjecƟve 1.1 Establish Meaningful Fire PrevenƟon EducaƟon and Programs Strategy 1.1.1 Enhance opportuniƟes for the community to provide feedback to the Department Aggson Strategic ObjecƟve 1.2 Establish Strong Community EducaƟon Strategies for Increased Public Safety Strategy 1.2.3 Implement ciƟzen fire academy with a goal of increasing public knowledge and understand-ing of fire department services Hais Strategy 1.2.4 Implement a fire academy for local media with a goal of creaƟng a foundaƟonal understand-ing of fire department services and operaƟonal prioriƟes Hais Strategy 1.2.5 Explore expansion of lay person medical training program such as public CPR and first aid Berryman Strategy 1.2.6 Expand fire crew / City faciliƟes educaƟon program to increase meaningful cross-department relaƟons and enhance City employee emergency and disaster planning preparedness Hais Strategic DirecƟon 2 ConƟnuously EvaluaƟng Programs and Service Delivery Strategic ObjecƟve 2.1 Strategy 2.1.1 Partner with City AdministraƟon, Community Development, Parks & RecreaƟon, Public Works, regional stakeholders and property owners to develop open space and defensible space inspecƟon and miƟgaƟon program Maggio Strategy 2.1.4 ConƟnue to enhance community safety by evaluaƟng the fire prevenƟon efficacy of current codes and ordinances, and bringing forward opƟons for further enhancement to the commu-nity and City Council, as appropriate Maggio Collaborate to implement programs to reduce instance and severity of fires and to enhance survivability 2020‐2021 OPERATIONAL PLAN WORKSHEETS Item 8Packet Page 122
31 ConsulƟng Sales Staffing Support Page 3 of 5 2020‐2021 OPERATIONAL PLAN Strategy Leader Strategic DirecƟon 2 (conƟnued) ConƟnuously EvaluaƟng Programs and Service Delivery Strategic ObjecƟve 2.2 Maximize efficiencies through technology and reengineering Strategy 2.2.1 Implement electronic records system for all emergency response, plan review, and fire construcƟon and fire life-safety inspecƟon acƟviƟes (for Fire PrevenƟon and Emergency Response inspecƟon programs) Maggio Strategy 2.2.2 Implement online fire prevenƟon self-inspecƟon program for low-risk occupancies Maggio Strategy 2.2.3 Develop peer-review program to ensure completeness of emergency response reports and partner with City AƩorney’s Office to develop documentaƟon best pracƟces guidelines and training Berryman Strategy 2.2.4 ConƟnue to propose updates to local codes that will enhance community safety Maggio Strategic ObjecƟve 2.3 Enhance and engage staff professional development Strategy 2.3.3 Explore opƟons for offering increased fire service training for dispatch personnel Alforque Strategic ObjecƟve 2.4 Assess and implement internal process improvement Strategy 2.4.1 Develop and maintain clear, current wriƩen standards with healthy, producƟve partnership between Labor and Department leadership Aggson Strategy 2.4.2 Explore opƟons with medical direcƟon to implement community-based medicine or other pilot programs that maximize effecƟve medical service delivery Alforque/Operations Strategy 2.4.3 Revise aŌer-acƟon incident assessment and implementaƟon of lessons learned Hais Strategy 2.4.5 Partner with County Emergency Medical Services Agency and San Luis Ambulance to assess emergency response mode efficacy to more criƟcally assess when the use of lights and sirens are necessary based on incident type Aggson 2020‐2021 OPERATIONAL PLAN WORKSHEETS Item 8Packet Page 123
41 ConsulƟng Sales Staffing Support Page 4 of 5 2020‐2021 OPERATIONAL PLAN Strategy Leader Strategic DirecƟon 3 Analyzing Relevant Data to Inform Decision Making Strategic ObjecƟve 3.1 Analyze emergency response and fire prevenƟon services data trends Strategy 3.1.1 Assess workload impacts on emergency response crews given steady increase in emergency response call volume Aggson Strategy 3.1.2 Create a system for prioriƟzing compeƟng workday expectaƟons for emergency response crews BaƩalion Chief Strategic ObjecƟve 3.2 Establish and/or confirm apparatus and equipment replacement plan Strategy 3.2.1 Develop inventory and budget forecast plan for all durable equipment BlaƩler Strategic DirecƟon 4 Improving OrganizaƟonal Culture, Sustainability, and Health Strategic ObjecƟve 4.1 Establish an open, respecƞul, inclusive and healthy work environment throughout the enƟre department Strategy 4.1.2 Partner with Human Resources and prioriƟze training funds to implement programs designed to improve organizaƟonal culture Aggson Strategy 4.1.3 Partner with Human Resources to maximize the recruitment and retenƟon of employees who embrace our service focused mission and aspiraƟonal healthy workplace culture Aggson Strategy 4.1.5 Establish a system to reward retenƟon and employees and/or work teams who make significant contribuƟons BlaƩler Strategy 4.1.6 Establish an annual employee recogniƟon program to capture acts of heroism, significant contribuƟons, promoƟons, and other employee milestones to be celebrated Aggson 2020‐2021 OPERATIONAL PLAN WORKSHEETS Item 8Packet Page 124
51 ConsulƟng Sales Staffing Support Page 5 of 5 2020‐2021 OPERATIONAL PLAN Strategy Leader Strategic DirecƟon 5 SupporƟng Fiscal Sustainability in Department OperaƟons Strategic ObjecƟve 5.2 Evaluate New Ways of Doing Business Strategy 5.2.1 Analyze and propose staffing and resource levels to meet plan review and construcƟon inspecƟon service delivery goals, or amend goals to align with staffing levels Maggio Strategic ObjecƟve 5.3 Maximize Revenue GeneraƟon Strategy 5.3.2 Expand fee-for-service medical standby for local events that have the potenƟal to significantly impact normal daily staffing Hais Strategy 5.3.3 Explore opƟons to bring to Council regarding fee for services related to non-emergency assistance provided to care faciliƟes Fox 2020‐2021 OPERATIONAL PLAN WORKSHEETS Item 8Packet Page 125
San Luis Obispo City Fire Department2018‐2023 Strategic PlanStrategic Action Tracker as of June 25, 2020Strategy #Strategy DescriptionOperational Year InitiatedStrategy LeaderPercentage CompleteStatus Comments1.1.1 Enhance opportunities for the community to provide feedback to the Department 2019‐20Aggson75% Online (website) 1.1.3 Work with communicatons specialists to develop “our service story,” a consistent and credible message about our purpose, mission, values and performance measures/outcomes2019‐20 Aggson100% Online (website) 1.1.4 Increase utlization of website to communicate “our service story”2018‐19 Timpano 100% Updated website with new homepage, pictures, and safety videos/handouts. Continuously updating with new information and relevant events.1.1.5 Ensure all department members are capable, telling “our service story”2019‐20 Aggson100% combined 1.1.31.2.1 Re‐vision disaster preparedness programs (formerly Community Emergency Response Training or “CERT”) to meet current community needs for increased citizen and business self‐sufficiency during a disaster2018‐19 Aggson100% Rotating disaster preparedness road‐show throughout community to promote disaster preparedness and resiliancy. First Disaster Preparedness/Safety Forum took place on September 12, 2019 in the Libary Community Room and the department will continue to provide informational workshops to the community.1.2.2 Develop multi‐media education and communications plan based on assessment of local emergency response activity and environmental issues2018‐19 Aggson100% Completed PSPS video, 34 in‐house safety, disaster and preparedness videos completed by staff. Working with City Admin to complete PrepareSLO video, RSG and Earthquake preparedness.1.2.3 Implement citizen fire academy with a goal of increasing public knowledge and understanding of fire department services2018‐19 Hais20% On May 30, 2019 the Fire Department’s labor group sponsored a Fire 101 course for City and Community Leaders. During this time, attendees had the opportunity to learn the emergency operational services the department provides and participated in several training evolutions including a live‐fire drill. This program will build into both a citizen and media academy. COVID‐19 restrictions delayed further implementation of this program1.2.4 Implement a fire academy for local media with a goal of creating a foundational understanding of fire department services and operational priorities2018‐19 Hais20% See 1.2.31.2.5 Explore expansion of lay person medical training program such as public CPR and first aid2018‐19 Berryman 75% Conducted hands‐only CPR training for City employees and exploring offering training at Disaster Preparedness/Safety Forums or other public events. Will re‐explore when COVID‐19 restrictions are lifted1.2.6 Expand fire crew / City facilities education program to increase meaningful cross‐department relations and enhance City employee emergency and disaster planning preparedness2018‐19Hais85%Staff at several City facilities completed emergency/disaster preparedness training in FY 2018‐19. Staff is developing plan for ongoing program city‐wide.1.3.1 Partner with Downtown Association and vendors to enhance safety and preparedness at Farmers’ Market2018‐19 Beres100% Fire Inspector is regularly attending monthly Downtown Association meetings. Checklist with vendors developed by several stakeholders put together, adopted and rolled out in Spring of 2019. Inspections are complaint based but in general have quarterly inspections. New vendors need to be identified and provided by City FD prevention.Item 8Packet Page 126
San Luis Obispo City Fire Department2018‐2023 Strategic PlanStrategic Action Tracker as of June 25, 2020Strategy #Strategy DescriptionOperational Year InitiatedStrategy LeaderPercentage CompleteStatus Comments1.3.2 Partner with property owners, renters, and allied City Departments to enhance fire safety in the home and workplace2018‐19 Brown 100% Service is currently done as requested and the Prevention Bureau is developing improvement of service. Included in the safety and preparedness program. Newly developed handouts1.3.3 Partner with business owners to increase awareness and actions to support safe practices in businesses, including but not limited to occupancy loading adherence, safe practices, and maintenance2018‐19 Maggio 100% Part of exisiting annual inspection program. Current and ongoing. Staff will work to increase disaster prep awareness as part of inspections.2.1.1 Partner with City Administration, Community Development, Parks & Recreation, Public Works, regional stakeholders and property owners to develop open space and defensible space inspection and mitigation program2018‐19 Maggio 75% Committee formed between Parks & Recreation Ranger Services, Natural Resources Manager, Fire Marshal, Fire Chief and Administrative Analyst to facilitate wildfire mitigation programs. Fire Safe Council focus group formation within the City currently being formed. A Community Wildfire Protection Plan completed. Natural Reosurces taken ownership of this item, continued partnerships2.1.2 Partner with Community Development, Public Works, and Utilities to maximize efficiencies and customer satisfaction in development related activities such as plan check and building inspections2018‐19 Maggio 100% Fire Marshal now working as the Fire Marshal / Chief Building Official which has improved relationships and coordination with other departments. Staff continue to continue evaluating opportunities to streamline plan check programs. Signatory on performance plan with com dev and establishing more plan check relationships with third party consultants. Signed agreement with turnaround times and met with new consultants.2.1.3 Maximize use of grant funding and other partnerships to reduce the local cost of fuel reduction efforts2018‐19 Maggio 100% Fire Safe Council relationships and grant programs currently being developed and utilized. Achieved seat on the Fire Safe Council. Largest focus group in the County. Will continue to leverage grant opportunities as they become available.2.1.5 Partner with all City departments and the County of San Luis Obispo to create a regional Local Hazard Mitigation Plan (LHMP)2018‐19 Blattler 100% Multi‐Jurisdictional Hazard Mitigation Plan Adopted in Spring of 20202.2.1 Implement electronic records system for all emergency response, plan review, and fire construction and fire life‐safety inspection activities (for Fire Prevention and Emergency Response inspection programs)2019‐20 Maggio 50% Energov moving to Mobile Eyes to increase electronic capabilities. Funding has been designated for the Mobile Eyes software with an estimated implementation date of Fall 2020.2.2.2 Implement online fire prevention self‐inspection program for low‐risk occupancies 2018‐19 Maggio/Nau 75% A draft 25‐point inspection template has been developed and IT created an inspection form. Fire is working on a list of beta‐test businesses and a certificate of completion. Item assigned to new Admin Assistant to fast‐track completion. All forms have been completed in Laserfiche. Needs to get tested with IT for implementation2.2.3 Develop peer‐review program to ensure completeness of emergency response reports and partner with City Attorney’s Office to develop documentation best practices guidelines and training2018‐19 Berryman 90% A team has been identified for this effort. GO has been updated, Image tredn codes have been updatedItem 8Packet Page 127
San Luis Obispo City Fire Department2018‐2023 Strategic PlanStrategic Action Tracker as of June 25, 2020Strategy #Strategy DescriptionOperational Year InitiatedStrategy LeaderPercentage CompleteStatus Comments2.3.1 Explore opportunities to increase quality training programs to staff 2018‐19 Alforque 100% Brought State Fire Marshall Company Officer, Chief Officer and Executive Chief Officer series courses to the County. Hosted the Executive Chief Officer Class in SLO. Reimagined the Recruit Academy to focus on task level instruction v. classroom. Additionally, staff is exploring a partnership with Allen Hancock College to provide fire related instruction on site to reduce training costs and provide potential revenue.2.3.2 Implement strategies and technologies to provide training to emergency response crews without negative impacts to response times2019‐20 Alforque 100% 2 year training plan. Utilized target solutions to maximuze our training without reducing response time. Utilized virtual training opportunities to ensure continuity of training during COVID restrictions. 2.4.1 Develop and maintain clear, current written standards with healthy, productive partnership between Labor and Department leadership2019‐20 Aggson 75% Summit held in July 20192.4.3 Revise after‐action incident assessment and implementation of lessons learned 2019‐20 Hais 10% Staff continues to perform after‐action incident assessment and will further explore revisions and improvements in 2020‐212.4.4 Assess expanded use of all apparatus, including Medic‐Rescue 1 2019‐20 Battalion Chiefs100% Plan and procedure has been put in place2.4.5 Partner with County Emergency Medical Services Agency and San Luis Ambulance to assess emergency response mode efficacy to more critically assess when the use of lights and sirens are necessary based on incident type2019‐20 Aggson 50% Discussions have began with SLAS and SLO County Chiefs. Actions towards having SLAS switch to our communication channel and reducing codes from initial dispatch being discussed3.1.1 Assess workload impacts on emergency response crews given steady increase in emergency response call volume2019‐20 Alforque 0% no progress made due to uncomparable unique data that has come with COVID‐19. Deferred to pick up in 2020‐213.1.2 Create a system for prioritizing competing workday expectations for emergency response crews2019‐20 Battalion Chiefs0% To be further explored in 2020‐213.2.1 Develop inventory and budget forecast plan for all durable equipment 2018‐19 Blattler 80% As part of the 2019‐21 financial plan, City Council adopted a public safety equipment replacement program funded through previously earmarked liability funds. This new program allows the City to fund required equipment purchases including emergency response personal protective equipment and essential medical and rescue supplies. Continueing to work to create forecast plan for remaining durable equipment3.2.2 Evaluate light duty fleet to maximize use 2019‐20 Vargas 100%Updated items for replacement with Fleet. Working to identify more sustainable replacement schedule for front‐line apparatus. Will be an ongoing effort.4.1.1 Establish a trust‐based relationship between Labor and Department leadership with enhanced consistency and formality of meetings with candid, forthright, regular dialogue and collaboration2019‐20 Aggson & Gutierrez100% Leading effort to provide high level of communications related labor items4.1.2Partner with Human Resources and prioritize training funds to implement programs designed to improve organizational culture2019‐20 Alforque 25% Will continue to partner with HR and explore opportunities for improvement between Human Resources and the Fire DeparmentItem 8Packet Page 128
San Luis Obispo City Fire Department2018‐2023 Strategic PlanStrategic Action Tracker as of June 25, 2020Strategy #Strategy DescriptionOperational Year InitiatedStrategy LeaderPercentage CompleteStatus Comments4.1.3 Partner with Human Resources to maximize the recruitment and retention of employees who embrace our service focused mission and aspirational healthy workplace culture2019‐20 Aggson90% Continue to work with HR on recrutiment challenges; working with Cal Poly, Cuesta College and Community Groups to host Job Fair at FS#1 with SLOPD, SLAS and SLOFD to bring Athletic teams in. COVID restrictions delayed the department's ability to host such an event. 4.1.4 Institutionalize department‐wide expectations for shared accountability and honesty embraced by all employees and thoughfully enforced by all supervisors2019‐20 Aggson100% Ongoing monthly meetings with Labor Management, Operations Chiefs, Bi‐monthly crew meetings with Chief and Bi‐monthly department newsletter.4.1.5 Establish a system to reward reten on and employees and/or work teams who make significant contributions2019‐20 Blattler0% To be further explored in 2020‐214.1.6 Establish an annual employee recognition program to capture acts of heroism, significant contributions, promotions, and other employee milestones to be celebrated2018‐19 Aggson50% Department Management is working closely with Labor Committee to establish policy and guidelines for recognition of superior work and heroic effort. Currently in the Labor Groups hands to continue.5.1.1 Implement robust risk management, health, and fitness programs designed to reduce preventable employee injuries and improve morale2018‐19 Blattler100% First year of two year pilot program complete. Reductions in workers compensation backfill overtime shifts have been observed in year of of the program.5.2.1 Analyze and propose staffing and resource levels to meet plan review and construction inspection service delivery goals, or amend goals to align with staffing levels2019‐20 Maggio10% Working with staff to gather data to build current performance. Added more consultants.5.2.2 Explore cooperative agreements to maximize training fund effectiveness2018‐19 Alforque 100% See 2.3.1 ‐ Department staff re‐examined current/past practices. Streamlined training platform to help codify what we are doing and increase other activities to improve training and provide extra layer of protection against liability. Updated 2‐year training plan and tying in with partnering agencies to maximize training opportunities with a reduced cost.5.3.1 Support certification training that facilitates revenue generating mutual aid deployments2018‐19 Alforque 100% Several members have became company officer and chief officer certified. Non‐suppression staff have completed training and one staff member used new certification to respond to a mutual aid incident. Implemented training opportunities for all staff for certification tracks that leads to mutual aid reimbursement.5.3.2 Expand fee‐for‐service medical standby for local events that have the potential to significantly impact normal daily staffing2019‐20 Hais0% To be further explored in 2020‐215.3.3 Explore options to bring to Council regarding fee for services related to non‐emergency assistance provided to care facilities2019‐20 Fox10% Researching options and programs being used by other agencies. To be further explored in 2020‐21Item 8Packet Page 129