HomeMy WebLinkAbout01-12-2021 Agenda Packet - Amended
Tuesday, January 12, 2021 - AMENDED
San Luis Obispo Page 1
City Council / Disaster Council Agenda
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):
➢ Zoom Link: https://zoom.us/j/92487684256?pwd=WTJPSTRLR01MbXZKaG5Mc1BpanZ6QT09
➢ Telephone Attendee: +1 (669) 669-900-6833, Webinar ID: 924 8768 4256, Passcode: 806279
Note: The City is switching to Zoom Webinar for City Council Meetings. All attendees will enter the
meeting muted.
• 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 3:00 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 3:00 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 the public
comment section for the item, your name will be called, and your mic will be unmuted. If you have
questions, contact the office of the City Clerk at cityclerk@slocity.org or (805) 781-7100.
San Luis Obispo City Council Agenda January 12, 2021 Page 2
San Luis Obispo Page 2
5:00 PM
CLOSED SESSION
TELECONFERENCE
CALL TO ORDER: Mayor Heidi Harmon
ROLL CALL: Council Members Carlyn Christianson, Jan Marx, Andy Pease,
Vice Mayor Erica A. Stewart, and Mayor Heidi Harmon
Closed Session Meeting link: Click here to join the meeting
You can also dial in using your phone:
United States: +1 209-645-4165
Conference ID: 650 314 290#
PUBLIC COMMENT ON CLOSED SESSION ITEMS ONLY
CLOSED SESSION
A. CONFERENCE WITH LABOR NEGOTIATORS
Pursuant to Government Code § 54957.6
Agency Negotiators: Monica Irons, Nickole Sutter, Rick Bolanos,
Derek Johnson, Christine Dietrick
Represented Employee
Organizations: San Luis Obispo City Employee’s Association (SLOCEA)
San Luis Obispo Police Officer’s Association (POA)
San Luis Obispo Police Staff Officer’s Association (SLOPSOA)
International Association of Firefighters Local 3523
Unrepresented Employees: Unrepresented Management Employees
Unrepresented Confidential Employees
ADJOURNMENT
Adjourn to the Regular Meeting of the City Council scheduled for Tuesday, January 12, 2021, at
6:00 p.m., via teleconference.
San Luis Obispo City Council Agenda January 12, 2021 Page 3
6:00 PM
AMENDED
RESCHEDULED
REGULAR MEETING
TELECONFERENCE
Broadcasted via Webinar
*Agenda amended to add Item A as listed below in italics.
CALL TO ORDER: Mayor Heidi Harmon
ROLL CALL: Council Members Carlyn Christianson, Jan Marx, Andy Pease,
Vice Mayor Erica A. Stewart, and Mayor Heidi Harmon
A. RECEIVE AN UPDATE FROM THE EMERGENCY SERVICES DIRECTOR AND
PROVIDE COVID-19 RELATED DIRECTION BASED ON CURRENT STATUS
(JOHNSON – 20 MINUTES)
Recommendation:
1. Receive an update from the Emergency Services Director related to COVID-19; and
2. Adopt a Resolution entitled, “A Resolution of the City Council of the City of San Luis
Obispo, California, affirming actions of the Emergency Services Director.”
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.
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.
1. WAIVE READING IN FULL OF ALL RESOLUTIONS AND ORDINANCES
(PURRINGTON)
Recommendation:
Waive reading of all resolutions and ordinances as appropriate.
San Luis Obispo City Council Agenda January 12, 2021 Page 4
2. MINUTES REVIEW - DECEMBER 1, 2020, DECEMBER 8, 2020, AND DECEMBER
10, 2020 COUNCIL MINUTES (PURRINGTON)
Recommendation:
Approve the minutes of the City Council meetings held on December 1, 2020, December 8,
2020, and December 10, 2020.
3. AUTHORIZE ADVERTISEMENT OF CALLE JOAQUIN SIPHON AND SEWER
LIFT STATION REPLACEMENT PROJECT, SPECIFICATION NO. 91118
(FLOYD / HIX / METZ)
Recommendation:
1. Approve the plans and specifications for the Calle Joaquin Siphon and Sewer Lift
Station Replacement Project, Specification No. 91118; and
2. Authorize staff to advertise the Project for bids; and
3. Adopt a Resolution entitled “A Resolution of the City Council of the City of San Luis
Obispo, California, Authorizing Use of Sewer Fund Unreserved Working Capital for
Construction of the Calle Joaquin Siphon and Lift Station Replacement Project,
Specification No. 91118 and General Fund Completed Projects and Capital Reserves to
Fund Silt Removal;” and
4. Authorize the City Manager to award the construction contract for the Project if the
lowest responsible bid is within available project funding.
4. AUTHORIZATION TO APPLY FOR 2021 NATIONAL FITNESS CAMPAIGN
GRANT FUNDS (AVAKIAN / BERGAM)
Recommendation:
1. Approve a Resolution entitled, “A Resolution of the City Council of the City of San Luis
Obispo, California, approving the application for 2021 National Fitness Campaign Grant
Funds and allocating matching funds for an Outdoor Fitness Court®” authorizing staff to
pursue a grant application, for a total amount not to exceed $25,000, with the National
Fitness Challenge (NFC) for 2021 Healthy Cities Campaign funding; and
2. If awarded the grant, appropriate the grant amount and additional necessary funding
from the Parkland-in-lieu (Quimby) Fund into the Parks and Recreation Department’s
budget upon grant award; and
3. Authorize the City Manager to execute the necessary grant documents including a sole
source contract with NFC for purchase and installation of a Fitness Court® Emerson
Park if grant is awarded.
San Luis Obispo City Council Agenda January 12, 2021 Page 5
5.AUTHORIZATION TO ADVERTISE RESERVOIR #1 COVER REPLACEMENT,
SPECIFICATION NO. 1000034 (FLOYD / GLAUCH)
Recommendation:
1.Approve Contract Documents for Reservoir 1 Cover Replacement, Specification No.
1000034; and
2.Authorize staff to advertise for bids; and
3.Authorize the City Manager to award a contract for the lowest responsible bid if within
the Engineer’s Estimate of $703,500.
6.AWARD CONTRACTS FOR MOBILE DATA COMPUTER, IN-CAR VIDEO,
BODY-WORN CAMERA AND COMMUNICATION GATEWAY FOR POLICE
AND FIRE (HERMANN)
Recommendation:
1.Authorize the City Manager to award the contract to purchase Mobile Data Computers
and Mobile Communication Gateways to CDCE Inc; and
2.Authorize the City Manager to award the contract to WatchGuard for the purchase of in-
car video and body-worn camera systems; and
3.Authorize waiver of formal bids to cooperatively purchase mobile data computers and
communication gateway equipment as allowed under 3.24.060 E of the City of San Luis
Obispo Municipal Code using the Panasonic NASPO ValuePoint Contract Master
Agreement: MNWNC-124; and
4.Authorize waiver of formal bids to cooperatively purchase in-car video and body-worn
camera equipment as allowed under 3.24.060 E of the City of San Luis Obispo
Municipal Code using the University of California Statewide Contract Purchasing
Agreement #2018-000203; and
5.Authorize Drive Customs to install the mobile data equipment in Public Safety vehicles.
PUBLIC HEARING AND BUSINESS ITEMS
7.HIGUERA STREET SIDEWALK REPAIR PROJECT, SPECIFICATION NO. 91320
(HORN / NELSON – 45 MINUTES)
Recommendation:
1.Receive a report on the cost to implement Higuera Street Sidewalk Repairs; and
2.Receive any objections or protests of cost by property owner of 858-860 Higuera St; and
3.Authorize staff to recover the costs for Higuera Street Sidewalk Repairs in the amount of
$66,080 for project related costs; and
4.Adopt a Resolution entitled, “A Resolution of the City Council of the City of San Luis
Obispo, California, authorizing staff to recover the costs for Higuera St . sidewalk repair
in the amount of $66,080 for installation of Mission-Style sidewalk from the property
owner of 858 & 860 Higuera St., and in the event of non-payment from the property
owner, imposing an Administrative Lien on the 858 & 860 Higuera St. Property.”
San Luis Obispo City Council Agenda January 12, 2021 Page 6
8. 2021-23 FINANCIAL PLAN PROCESS: ECONOMIC OUTLOOK, BUDGET
POLICES, AND CAPITAL IMPROVEMENT PLAN REVIEW)
(ELKE / HARNETT – 60 MINUTES)
Recommendation:
1. Review and approve the 2021-23 Financial Plan Goal Setting Process: and
2. Review and approve the City’s budget and fiscal policies; and
3. Receive and discuss the economic outlook for the 2021-23 Financial Plan
development: and
4. Review the current and long-term capital outlook plan review.
9. CONSIDERATION OF THE DIVERSITY, EQUITY, AND INCLUSION TASK
FORCE RECOMMENDATIONS (JOHNSON / MAGEE – 60 MINUTES)
Recommendation:
Adopt a Resolution entitled, “A Resolution of the City Council of the City of San Luis
Obispo, California, recognizing and receiving the recommendations of the Diversity, Equity,
and Inclusion Task Force.”
10. COUNCIL LIAISON SUBCOMMITTEE ASSIGNMENTS 2021
(PURRINGTON – 30 MINUTES)
Recommendation:
Approve Council Liaison Subcommittee assignments for the calendar year of 2021.
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
A Community Forum will be held with the City Council and Citizen’s Revenue Enhancement
Oversight Committee on Thursday, January 14, 2021 at 6:00 p.m., via teleconference.
The next Regular Meeting of the City Council will be held on Tuesday, January 19, 2021 at
6:00 p.m., via teleconference.
San Luis Obispo City Council Agenda January 12, 2021 Page 7
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.
1010 Marsh St., San Luis Obispo, CA 93401
(805) 546.8208 . FAX (805) 546-8641
PROOF OF PUBLICATION Proof of Publication of
(,2015.5 C.C.P.)
STATE OF CALIFORNIA,
County of San Luis Obispo,
I 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:
PlG0, 31
in the year 2020.
1 certify (or declare) under the the penalty of
perjury that the foregoing is true and correct.
Dated at San Luis ObisRo, Calif0fr ia,lthis
day-t___of_J[�( 1 tt , 2020.
Patricia Horton, New Times Legals
Mlmin 4 P'nowUN'MGf.JmnJNTAG UIIix.L I151NECilYUFli[ No�icen.PmW nr We
SAN LUIS OBISPO CITY COUNCIL
NOTICE OF PUBLIC MEETING
The San Luis Obispo City Council invites all interested
persons to participate in a public meeting an Tuesday,
January 12, 2021, 060 p.m. While the Council encourages
Public participation, growing concern about the COVIO-19
Pandemic has required that public meetings be held via
teleconference. Meetings can be viewed on Government
Amen Channel 20 orstreamed live from the City's YOUTube
Channel at httpJ/youtulm,li,xity. Public comment, prior to
the start of the meeting, may be submitted in writing via U.S.
Mail delivered to the City Clerk's Office at 990 Palm Street,
San Luis Obispo, CA 93401 or by email to emailcouncil@
slocityorg.
Public Hearing Item:
• A public hearing will be held for Council to receive
a report on the cost to implement the Higuera Street
Sidewalk Repair Project (Spec. 91320), located of 858
and 860 Higuera Street and consider options for cast
recovery to the City by the property owner, as outlined
in the City of San Luis Obispo Municipal Cade Section
12.16D20.
Formore information, contact Brian Nelson, Supervising
Civil Engineer, for the Cdps Public Works Department at
(81751781-7113 or by email, bnelsan�rry
The City Council may also discuss other hearings or
business hems before or after the items listed above. If you
challenge the proposed project in court, you maybe limited
to raising only those issues you or someone else raised at
the public hearing described in this notice, or in written
correspondence delivered to the City Council at or prior to,
the public hearing.
Reports for this meeting will be available for review online at
www.slocievorg no later than 72 hours prior to the meeting.
Please call the City Clerk's Office et (8051781-7100 for more
information. The City Council meeting will be televised live
on Charter Cable Channel 20 and live streaming on the Citys
YouTube channel httplWyoutube.slo.city.
Teresa Purrington
City Clerk
City of San Luis Obispo
Oecember31,2uo
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San Luis Obispo Page 1
Tuesday, December 1, 2020
Regular Meeting of the City Council
CALL TO ORDER
A Regular Meeting of the San Luis Obispo City Council was called to order on Tuesday,
December 1, 2020 at 6:00 p.m. by Mayor Harmon, with all Council Members present via
teleconference.
ROLL CALL
Council Members
Present: Council Members Carlyn Christianson, Andy Pease, Erica A. Stewart, Vice
Mayor Aaron Gomez, and Mayor Heidi Harmon.
Council Members
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.
PUBLIC COMMENT ON ITEMS NOT ON THE AGENDA
None
---End of Public Comment---
PUBLIC HEARING ITEMS AND BUSINESS ITEMS
1. RESULTS OF THE GENERAL MUNICIPAL ELECTION OF NOVEMBER 3, 2020
AND THE SECOND READING AND ADOPTION OF ORDINANCE NO 1686 (2020
SERIES) AND 1688 (2020 SERIES)
City Manager Derek Johnson and City Clerk Teresa Purrington provided an in -depth staff
report and responded to Council questions.
Public Comments:
None
---End of Public Comment---
Item 2
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San Luis Obispo City Council Minutes of December 1, 2020 Page 2
ACTION: MOTION BY COUNCIL MEMBER PEASE, SECOND BY COUNCIL
MEMBER CHRISTIANSON, CARRIED 5-0 to:
1. Adopt a Resolution entitled “A Resolution of the City Council of the City of San Luis
Obispo, California, reciting the fact of the General Municipal Election held on
November 3, 2020, declaring the results and such other matters as provided by law;” and
2. Adopt Ordinance No. 1686 (2020 Series) 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
3. Adopt Ordinance No. 1688 (2020 Series) entitled, “An Ordinance of the City Council of
the City of San Luis Obispo, California, Amending Sections 2.14.010, 2.14.020, And
2.14.040 of the San Luis Obispo Municipal Code Chapter 2.14 Revenue Enhancement
Oversight Commission.”
PRESENTATIONS
2. PRESENTATION BY BEYA MAKEKAU, M.A, DIRECTOR OF STUDENT
DIVERSITY AND BELONGING
Mayor Harmon introduced guest speaker Beya Makekau, who provided a presentation.
3. RECOGNITION OF OUTGOING VICE MAYOR AARON GOMEZ
Mayor Harmon presented Vice Mayor Gomez with a Proclamation and Certificate of
Recognition for this dedicated public service and commitment to the citizens of the City of
San Luis Obispo.
4. OATH OF OFFICE FOR MAYOR-ELECT AND COUNCIL MEMBER-ELECT
City Clerk Teresa Purrington administered the Oath of Office to Mayor Heidi Harmon,
Council Member Andy Pease, and Council Member Jan Marx.
APPOINTMENTS
5. VICE MAYOR APPOINTMENT FOR 2021
City Clerk Teresa Purrington provided an in-depth staff report and responded to Council
questions.
Public Comments:
None
---End of Public Comment---
Item 2
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San Luis Obispo City Council Minutes of December 1, 2020 Page 3
ACTION: MOTION BY COUNCIL MEMBER MARX, SECOND BY COUNCIL
MEMBER CHRISTIANSON, CARRIED 5-0 to appoint Council Member Erica A. Stewart
as Vice Mayor for 2021.
ADJOURNMENT
The meeting was adjourned at 7:15 p.m. The next Regular City Council Meeting is scheduled for
Tuesday, December 8, 2020 at 6:00 p.m., via teleconference.
__________________________
Teresa Purrington
City Clerk
APPROVED BY COUNCIL: XX/XX/2021
Item 2
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San Luis Obispo Page 1
CALL TO ORDER
A Regular Meeting of the San Luis Obispo City Council was called to order on Tuesday,
December 8, 2020 at 6:03 p.m. by Mayor Harmon via webinar.
ROLL CALL
Council Members
Present: Council Members Carlyn Christianson, Jan Marx, Andy Pease,
Vice Mayor Erica A. Stewart, and Mayor Heidi Harmon
Council Members
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 that the Council meet in Closed Session on two matters regarding
real property negotiations:
A. CONFERENCE WITH REAL PROPERTY NEGOTIATORS
Pursuant to Government Code §54956.8
Property: APN 002-415-021
Agency Negotiators Derek Johnson, City Manager
J. Christine Dietrick, City Attorney
Markie Jorgensen, Assistant City Attorney
Shelly Stanwyck, Assistant City Manager
Greg Hermann, Deputy City Manager
Robert Hill, Sustainability & Natural Resources Official
Chris Read, Sustainability Manager
Gaven Hussey, Parking Manager
Negotiating Parties Rivian Automotive, LLC
Jeremy Lee
Under Negotiation Price and terms of payment
ACTION: The Council unanimously authorized the negotiations with Rivian Automotive,
LLC and provided direction on price and terms of payment.
Item 2
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San Luis Obispo City Council Minutes of December 8, 2020 Page 2
B. CONFERENCE WITH REAL PROPERTY NEGOTIATORS
Pursuant to Government Code §54956.8
Property APN 002-401-002
Agency Negotiators Derek Johnson, City Manager
J. Christine Dietrick, City Attorney
Markie Jorgensen, Assistant City Attorney
Shelly Stanwyck, Assistant City Manager
Michael Codron, Community Development Director
Greg Hermann, Deputy City Manager
Robert Hill, Sustainability & Natural Resources Manager
Negotiating Parties Ken Haggard, Representative for The Peace Project
Anne Wyatt, Representative for Smart Share Housing
Solutions, Inc.
Under Negotiation Price and terms of payment
ACTION: The Council unanimously authorized staff to proceed with real property
negotiations and provided direction on price and terms of payment.
PRESENTATIONS
A. CITY MANAGER/EMERGENCY SERVICES DIRECTOR REPORT ON COVID-19
City Manager Derek Johnson provided a report. Council requested that staff schedule a
Special Meeting of the City Council/Disaster Council on Thursday, December 10, 2020.
APPOINTMENTS
1. ADVISORY BODY APPOINTMENTS FOR UNSCHEDULED VACANCIES
City Clerk Purrington presented the contents of the report.
Public Comment:
None
---End of Public Comments---
ACTION: MOTION BY COUNCIL MEMBER CHRISTIANSON, SECOND BY VICE
MAYOR STEWART, CARRIED 5-0 appoint Dusty Colyer-Worth to the Human Relations
Commission and Trevor Freeman and Dinah Nassar to the Mass Transportation Committee.
Item 2
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San Luis Obispo City Council Minutes of December 8, 2020 Page 3
PUBLIC COMMENT ON ITEMS NOT ON THE AGENDA
Cameryn Olds
---End of Public Comment---
CONSENT AGENDA
ACTION: MOTION BY COUNCIL MEMBER CHRISTIANSON, SECOND BY
COUNCIL MEMBER PEASE, CARRIED 5-0 (COUNCIL MEMBER MARX ABSTAINING
FROM ITEM 2 AND 3) to approve Consent Calendar Items 2 thru 15.
2. WAIVE READING IN FULL OF ALL RESOLUTIONS AND ORDINANCES
CARRIED 4-0-1 (COUNCIL MEMBER MARX ABSTAINING), to waive reading of all
resolutions and ordinances as appropriate.
3. MINUTES REVIEW - NOVEMBER 10, 2020, NOVEMBER 17, 2020, AND
NOVEMBER 18, 2020 CITY COUNCIL MINUTES
CARRIED 4-0-1 (COUNCIL MEMBER MARX ABSTAINING) to approve the minutes of
the City Council meetings held on November 10, 2020, November 17, 2020, and November
18, 2020.
4. SCHEDULE OF CITY COUNCIL MEETINGS FOR 2021
CARRIED 5-0, to adopt the proposed 2021 Regular City Council Meeting Schedule with
meetings normally held the first and third T uesday of every month, with the following
exceptions:
1. Reschedule the Regular City Council meeting of January 5 to January 12, 2021; and
2. Cancel the Regular City Council meetings of August 3 and December 21, 2021.
5. APPROVAL OF THE UPDATED COMPREHENSIVE DISASTER LEADERSHIP
PLAN ADDITION OF UTILITY DISRUPTION AND PANDEMIC ANNEX
CARRIED 5-0:
1. Acting as the City Council, to receive and approve the Comprehensive Disaster
Leadership Plan (CDLP) Utility Disruption Annex and Pandemic Annex; and
2. Acting as the Disaster Council, to receive and approve the CDLP Utility Disruption
Annex and Pandemic Annex.
6. RECEIVE AN UPDATE ON THE SUSTAINABLE GROUNDWATER
MANAGEMENT ACT (SGMA) GROUNDWATER SUSTAINABILITY PLAN
CARRIED 5-0, acting as the City of San Luis Obispo Groundwater Sustainability Agency, to
receive and file an update on the Sustainable Groundwater Management Act Groundwater
Sustainability Plan development, including the Draft Communication and Engagement Plan,
Draft Data Management Plan, and Draft Chapters 1-6 of the Groundwater Sustainability Plan.
Item 2
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San Luis Obispo City Council Minutes of December 8, 2020 Page 4
7. AUTHORIZATION TO ADVERTISE THE HIGUERA STREET PAVING
PROJECT, SPECIFICATION NO. 1000171
CARRIED 5-0, to:
1. Approve the project plans and specifications for the Higuera Street Paving Project,
Specification Number 1000171; and
2. Authorize staff to advertise for bids; and
3. Authorize the City Manager, or their designee, to award the Construction Contract
pursuant to Section 3.24.190 of the Municipal Code for the bid total, if the lowest
responsible bid is within the Engineer’s Estimate of $200,000.
8. AWARD CONTRACT FOR THE TERRACE HILL PIPELINE AND PRESSURE
REDUCING VALVE REHABILITATION PROJECT, SPECIFICATION NO. 91425
CARRIED 5-0, to
1. Award a Construction Contract to Raminha Construction, Inc. in the amount of
$585,660 for the Terrace Hill Pipeline and Pressure Reducing Valve Rehabilitation
Project and authorize the Mayor to execute the Contract; and
2. Approve the transfer of $74,000 from the Water Distribution Fund Undesignated Capital
Account to the project account (91425) to fund this project.
9. APPROVE AN UPDATED MEMORANDUM OF UNDERSTANDING WITH THE
CITY OF MORRO BAY AND CITY OF PASO ROBLES FOR SHARING POLICY
BOARD, OPERATIONS BOARD, AND COMMUNITY ADVISORY COMMITTEE
SEATS ON CENTRAL COAST COMMUNITY ENERGY
CARRIED 5-0, to
1. Approve the draft Memorandum of Understanding with the City of Morro Bay for
sharing Policy Board, Operations Board, and Community Advisory Committee seats on
Central Coast Community Energy; and
2. Authorize the City Manager to execute the MOU in a form subject to approval of the
City Attorney’s Office.
10. AUTHORIZATION TO EXECUTE A LEASE AGREEMENT FOR 1100 MILL
STREET
CARRIED 5-0, to adopt Resolution No. 11195 (2020 Series) entitled, “A Resolution of the
City Council of the City of San Luis Obispo, California, authorizing the Mayor to execute a
Lease Agreement with the County of San Luis Obispo for 1100 Mill Street.”
11. AUTHORIZATION TO EXECUTE AGREEMENTS WITH THE CALIFORNIA
DEPARTMENT OF TAX AND FEE ADMINISTRATION AND AUTHORIZE THE
EXAMINATION OF TRANSACTION AND USE TAX RECORDS (ELKE)
CARRIED 5-0, to:
1. Adopt Resolution No. 11196 (2020 Series) entitled, “A Resolution of the City Council of
the City of San Luis Obispo, California, authorizing the City Manager to execute
agreements with the California Department of Tax and Fee Administration for
implementation of a Local Transactions and Use Tax;” and
Item 2
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San Luis Obispo City Council Minutes of December 8, 2020 Page 5
2. Adopt Resolution No. 11197 (2020 Series) entitled, “A Resolution of the City Council of
the City of San Luis Obispo, California, authorizing the examination of Transactions
(Sales) and Use Tax records;” and
3. Authorize the City Manager to amend the agreement with Hinderliter, De Llamas, and
Associates (HdL Companies) for continued Transaction and Use Tax Audit and
Information Services.
12. RESPONSE TO GRAND JURY REPORT – JOINT AGENCY DISPATCH: BETTER
TOGETHER?
CARRIED 5-0, to receive and file the County of San Luis Obispo Grand Jury Agency
Response regarding contracting City Police and Fire dispatching services to the County
Sheriff and CalFire.
13. APPROVAL OF THE FINAL MAP FOR TRACT 2943 PHASE 2, EARTHWOOD
LANE (FMAP 0208-2020)
CARRIED 5-0, to adopt Resolution No. 11198 (2020 Series) entitled, “A Resolution of the
City Council of the City of San Luis Obispo, California, approving the Final Map for Tract No.
2943 Phase 2 (151 Suburban Road, TR 74-07).”
14. APPOINTED OFFICIALS’ COMPENSATION
CARRIED 5-0, to:
1. Adopt Resolution No. 11199 (2020 Series) entitled, “A Resolution of the City Council
of the City of San Luis Obispo, California, amending a Contract of Employment for the
City Manager;” and
2. Adopt Resolution No. 11200 (2020 Series) entitled, “A Resolution of the City Council
of the City of San Luis Obispo, California, amending a Contract of Employment for the
City Attorney;” and
3. Authorize the Mayor to execute amended contracts of employment with the City
Manager and City Attorney adjusting their respective salaries and deferred
compensation contributions and providing flexibility to cash out of accrued vacation.
15. APPROVE A SUCCESSOR MEMORANDUM OF AGREEMENT BETWEEN THE
CITY OF SAN LUIS OBISPO AND THE SAN LUIS OBISPO CITY EMPLOYEES’
ASSOCIATION
CARRIED 5-0, to
1. Adopt Resolution No. 11201 (2020 Series) entitled, “A Resolution of the City Council of
the City of San Luis Obispo, California, adopting and ratifying the Memorandum of
Agreement between the City of San Luis Obispo and the San Luis Obispo City
Employees’ Association for the period of July 1, 2019 to June 30, 2022;” and
2. Adopt a Regular and Supplemental Salary Schedule effective December 10, 2020 as
required by California Public Employees Retirement System (CalPERS).
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San Luis Obispo City Council Minutes of December 8, 2020 Page 6
PUBLIC HEARING ITEMS AND BUSINESS ITEMS
16. PROVIDE BIKE SHARE POLICY DIRECTION AND AUTHORIZE A REQUEST
FOR PROPOSALS FOR A BIKE SHARE PROVIDER
Public Works Director Matt Horn, Transportation Manager Luke Schwartz and Active
Transportation Manager Adam Fukushima provided an in-depth staff report and responded
to Council questions.
Public Comments:
None
---End of Public Comment---
ACTION: By consensus, the Council directed staff to not proceed with the RFP and to
work with the Active Transportation Committee on priority project for the FY 21-23
Financial Plan.
17. FOLLOW-UP ON DIRECTION PROVIDED BY CITY COUNCIL AS PART OF
THE DANA STREET PARKING DISTRICT APPROVAL
Council Member Pease recused herself from this item as her office is located within 300 feet
of the parking district.
Public Works Director Matt Horn, Parking Services Manager Gaven Hussey and Parking
Services Supervisor Alex Fuchs provided an in-depth staff report and responded to Council
questions.
Public Comments:
Tyler Dahl
Dianna Beck
Christopher Maisano
Ursula Bishop
---End of Public Comment---
ACTION: MOTION BY COUNCIL MEMBER CHRISTIANSON, SECOND BY
COUNCIL MEMBER MARX, CARRIED 4-0-1 (WITH COUNCIL MEMBER PEASE
ABSTAINING) to:
1. Receive requested information for the Dana Street Parking District; and
2. To survey Multi-Family Properties of five to eight units along Dana Street to ensure a
majority of these properties wish to be included in the Dana Street Parking District;
3. To return to Council with municipal code amendments and an update to the Dana Street
Parking District Resolution based upon Multi-Family Properties survey results; and
4. Eliminate the 2-hour time parking limit on Dana Street and to self-expire with the
construction of the Palm/Nipomo parking structure unless extended by City Council.
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RECESS
Council recessed at 8:17 p.m. and reconvened at 8:25 p.m., with all Council Members present.
18. WATER AND SEWER RATE REVIEW
Utilities Director Aaron Floyd and Utilities Business Manager Jennifer Thompson provided
an in-depth staff report and responded to Council questions.
Public Comments:
None
---End of Public Comment---
ACTION: MOTION BY COUNCIL MEMBER MARX, SECOND BY COUNCIL
MEMBER CHRISTIANSON, CARRIED 5-0 to adopt Resolution No. 11202 (2020 Series)
entitled “A Resolution of the Council of the City of San Luis Obispo, California,
Establishing the Water and Sewer Rates for Fiscal Year 2020-21,” effective February 1,
2021.
19. AUTHORIZE IMMEDIATE INVESTMENT IN ECONOMIC DEVELOPMENT
EFFORTS & HOMELESS SERVICES
Assistant City Manager Shelly Stanwyck and Deputy City Manager Greg Hermann provided
an in-depth staff report and responded to Council questions.
Public Comments:
Jim Dantona, SLO Chamber
---End of Public Comment---
ACTION: MOTION BY COUNCIL MEMBER CHRISTIANSON, SECOND BY VICE
MAYOR STEWART, CARRIED 5-0 to:
1. Adopt Resolution 11203 (2020 Series) entitled, “A Resolution of the City Council of the
City of San Luis Obispo, California, to appropriate $3,425,000 in FY 2018-19 General
Fund Unassigned Fund Balance for immediate investment in economic development
efforts and homeless services and to replenish the appropriation with unbudgeted Local
Revenue Measure Funds resulting from the passage of Measure G-20 for Fiscal Year
2020-21” to address public health and safety related to homelessness in response to the
immediate and long-term impacts of the Covid-19 Pandemic; and
2. Authorize the City Manager, per Resolution No. 11117 (2020 Series), to appropriate
$3,425,000 in unbudgeted Local Revenue Measure Funds for the 2020-21 Fiscal Year to
replenish the General Fund Unassigned Fund Balance for the efforts described above,
subject to concurrence of the Revenue Enhancement Oversight Commission.
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STUDY SESSION ITEMS
20. STUDY SESSION ON DRAFT ACTIVE TRANSPORTATION PLAN
Public Works Director Matt Horn, Transportation Manager Luke Schwartz and Active
Transportation Manager Adam Fukushima provided an in-depth staff report and responded
to Council questions.
Public Comments:
Helene Finger
Garrett Otto
Molly Kern
---End of Public Comment---
ACTION: By consensus, Council directed staff to receive and file the presentation on the
Draft Active Transportation Plan; and provided the following direction regarding finalizing
the Plan.
COUNCIL COMMUNICATIONS AND LIAISON REPORTS
None.
ADJOURNMENT
The meeting was adjourned at 11:06 p.m. The next Regular City Council Meeting is scheduled
for Tuesday, January 12, 2021 at 6:00 p.m., via teleconference.
__________________________
Teresa Purrington
City Clerk
APPROVED BY COUNCIL: XX/XX/2021
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San Luis Obispo Page 1
Thursday, December 10, 2020
Special Meeting of the City Council
CALL TO ORDER
A Special Meeting of the San Luis Obispo City Council was called to order on Thursday,
December 10, 2020 at 5:35 p.m. by Mayor Harmon, with all Council Members present via
teleconference.
ROLL CALL
Council Members
Present: Council Members Carlyn Christianson, Jan Marx, Andy Pease, Vice
Mayor Erica A. Stewart, and Mayor Heidi Harmon.
Council Members
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.
PUBLIC COMMENT ON AGENDA ITEMS ONLY
None
---End of Public Comment---
PUBLIC HEARING ITEMS AND BUSINESS ITEMS
1. RECEIVE AN UPDATE FROM THE EMERGENCY SERVICES DIRECTOR AND
PROVIDE COVID-19 RELATED DIRECTION BASED ON CURRENT STATUS
City Manager Derek Johnson provided an in-depth staff report and responded to Council
questions.
Public Comments:
None
---End of Public Comment---
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San Luis Obispo City Council Minutes of December 10, 2020 Page 2
ACTION: MOTION BY VICE MAYOR STEWART, SECOND BY COUNCIL MEMBER
CHRISTIANSON, CARRIED 5-0 to:
1. Receive an update from the Emergency Services Director related to COVID-19; and
2. Authorized the Mayor to submit a letter on behalf of the Council in support of the San
Luis Obispo County Board of Supervisor’s letter to the Governor regarding creating a
Central Coast region separate from the Southern California Region.
ADJOURNMENT
The meeting was adjourned at 6:15 p.m. The next Regular City Council Meeting is scheduled
for Tuesday, January 12, 2021 at 6:00 p.m., via teleconference.
__________________________
Teresa Purrington
City Clerk
APPROVED BY COUNCIL: XX/XX/2021
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Department Name: Utilities
Cost Center: 6002
For Agenda of: January 12, 2021
Placement: Consent
Estimated Time: N/A
FROM: Aaron Floyd, Utilities Director
Prepared By: David Hix, Deputy Director Utilities - Wastewater
Jennifer Metz, Utilities Project Manager
SUBJECT: AUTHORIZE ADVERTISEMENT OF CALLE JOAQUIN SIPHON AND
SEWER LIFT STATION REPLACEMENT PROJECT, SPECIFICATION NO.
91118
RECOMMENDATION
1. Approve the plans and specifications (Council Reading File, Attachment A and B) for the
Calle Joaquin Siphon and Sewer Lift Station Replacement Project (Project), Specification
No. 91118; and
2. Authorize staff to advertise the Project for bids; and
3. Adopt a Resolution entitled “A Resolution of the City Council of the City of San Luis
Obispo, California, Authorizing Use of Sewer Fund Unreserved Working Capital for
Construction of the Calle Joaquin Siphon and Lift Station Replacement Project, Specification
No. 91118 and General Fund Completed Projects and Capital Reserves to Fund Silt
Removal” (Attachment C); and
4. Authorize the City Manager to award the construction contract for the Project if the lowest
responsible bid is within available project funding.
DISCUSSION
Background
Wastewater collection systems function
primarily by gravity, flowing from higher to
lower elevations throughout the City until
wastewater ultimately reaches the Water
Resource Recovery Facility (WRRF) for
treatment. To maintain adequate elevations,
sewer lift stations are constructed to “lift” the
wastewater to higher elevations, where it can
again be conveyed by gravity. The Calle
Joaquin Sewer Lift Station serves properties in
the southern portion of the City on both the east
and west sides of US 101. The lift station was
put into service in 1967 making it the oldest of
eight sewer lift stations operated by the City.
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Sewer siphons are designed to carry wastewater for short distances under pressure, typically
when the wastewater collection system needs to cross a creek or other low elevation site that
would impede gravity flow. The sewer siphon under San Luis Obispo Creek and the gravity
sewer main across US 101 were installed in the early 1970s to direct wastewater to the Calle
Joaquin lift station. The lift station also serves new development on the northern portion of Calle
Joaquin and will serve the future Froom Ranch project. When first programmed as part of the
2011-13 Financial Plan, the project included design and replacement of the Calle Joaquin sewer
force main. That element was constructed in 2015 (Specification No. 91133).
Replacement of these facilities is challenging due to limited site area and access for construction
work, past flood events requiring elevating access to the lift station, deep excavations, high
groundwater, and seasonal limitations for work in the San Luis Creek channel. The City acquired
temporary construction and permanent easements for the lift station and siphon construction.
Due to the proximity of this project near US 101 and the creek environment, the City is obtaining
permits from Caltrans and various environmental agencies including U.S. Fish and Wildlife
Service, California Department of Fish and Wildlife, Regional Water Quality Control Board
(RWQCB), Army Corps of Engineers, and the National Oceanic and Atmospheric
Administration - National Marine Fisheries Service.
Project
The City completed plans and specifications for the
Project (Attachments A and B) and recommends the
City Council authorize advertisement of the Project for
construction. The project requires diversion of San Luis
Obispo Creek and excavation work to enable the
construction of the new sewer siphon under the Creek
and removal of the existing siphon. With the diversion
in place to enable access for equipment, the Project
includes removal of over 0.5 acres of the perennial
invasive exotic grass Arundo donax and 1,000 cubic
yards of silt from the San Luis Obispo Creek channel
that has posed a historic flooding risk to the City.
Consistent with Municipal Code section 12.08.100
(Exceptions to Discharge), the City has applied for a
permit from the RWQCB authorizing discharge to a
City storm drain connected to Froom Creek for the lift
station portion of the project for dewatering.
The Project contingency for construction, construction management, and inspection services is
budgeted at 25 percent due to the complexity of the Project and consequence of failure.
Construction management and inspection services will be provided by consultants from the
City’s on-call service contracts, Capital Plan Construction Management Services, Specification
No. 50410.2018CM.
Project Components
• Replace lift station above flood
elevation
• Provide backup emergency power
• Replace siphon 12 feet under San
Luis Obispo Creek
• Replace sewer crossing of US 101
• Replace gravity sewer on southern
stretch of Calle Joaquin (toward
KSBY)
• Remove invasive Arundo donax and
silt to alleviate future flooding
• Restore Creek per permit
requirements
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Policy Context
Per the City’s General Plan Water and Wastewater Management Element, 2019 Sewer System
Management Plan, and 2015 Wastewater Collection System Infrastructure Renewal Strategy, the
City replaces wastewater infrastructure to ensure delivery of reliable service, minimize sanitary
sewer overflows, and provide adequate capacity to serve future development.
Previous Council Action
On March 15, 2019, the City Council approved contract amendments for the completion of
engineering design services for the project’s construction documents (Attachment D). As part of
that item, the City Council also approved additional environmental permitting services related to
the construction of the project and property acquisition services for the project’s temporary
construction easements and permanent utility easements.
Public Engagement
The Calle Joaquin Siphon and Lift Station Replacement Project has been identified as a priority
project in the Financial Plan Capital Improvement Plan since 2011. As construction proceeds,
updates will be provided on the City’s Public Works Department website at:
www.slocity.org/government/department-directory/public-works/construction-and-traffic-updates
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 is recommended to
continue as it addresses a critical 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 the construction industry.
CONCURRENCES
Utilities staff, City Biologist, and Public Works Department staff (City Engineer and
Construction Manager) have worked cooperatively on the delivery of this Project. Those staff
concur with the recommendations in this report.
ENVIRONMENTAL REVIEW
The City Council approved a Mitigated Negative Declaration of Environmental Impact for the
Project in 2016 by Resolution 10718 (Council Reading File, Attachment E). An addendum was
prepared in 2020 to include the removal of the existing siphon from San Luis Obispo Creek
during construction as required by the National Oceanic and Atmospheric Administration -
National Marine Fisheries Service to improve fish passage in the Creek.
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FISCAL IMPACT
Budgeted: Yes Budget Year: 2019-20
Funding Identified: Yes
The Project was described in the 2019-21 Financial Plan, Capital Improvement Program. The
construction cost estimate for the project is $3,500,000. Other project costs of $825,000 are
outlined in the table below. Contingencies are included at 25 percent of the construction and
construction management/inspection budget to address potential changes in scope that may arise
during construction. This is a higher rate of contingency to typical pipeline replacement capital
projects due to the complexity of the Project. The estimated total project cost is $5,406,250. The
approximate current balance in Sewer Fund unreserved working capital is $35 million.
Estimated Construction Costs
Construction Cost Estimate $3,500,000
Construction Management/Inspection $400,000
Engineering Construction Phase Support/Record Drawings $200,000
Biological and Cultural Resources Monitoring $100,000
Utility Service and Relocations (PG&E, Gas, AT&T, Charter Cable) $100,000
Specialty Inspection, Materials Testing, and Printing $25,000
Subtotal $4,325,000
Construction Contingency (25%) $1,081,250
Total Project Cost1 $5,406,250
Project Funding
Sewer Fund, FY 2017-19 Funding (91118, carryover) $2,200,000
Sewer Fund, FY 2019-20 Funding (1000087) $700,000
Expenditures to Date - $400,000
Available Funding $2,500,000
General Fund, Capital Reserve (Silt Removal) $77,000
General Fund, Completed Projects $23,000
Sewer Fund, Unreserved Working Capital $2,900,000
Project Funding $5,500,000
1 Excludes operating costs.
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Fiscal Analysis:
Funding Sources Total Budget Expenditures
to Date Remaining Budget
General Fund $100,000 $0 $100,000
State
Federal
Fees
Other: Sewer Fund $5,800,000 $400,000 $5,400,000
Total $5,900,000 $400,000 $5,500,000
Annual staffing, maintenance, equipment, and energy cost for the Calle Joaquin Lift Station is
estimated at $15,000 annually. This cost is not expected to increase with the replacement of the
lift station. Funding for the Project’s on-going operational costs was approved as part of the
2019-2021 Financial Plan in the Sewer Fund, Wastewater Collection section operating budget.
ALTERNATIVES
Deny or defer approval to advertise. The City Council may choose to deny or defer the approval
to advertise this project. Staff does not recommend this alternative as the City is required to remain
in regulatory compliance. Should this be denied or deferred, the existing siphon and lift station will
continue to deteriorate, increasing the likelihood of failure, which could result in the discharge of
untreated wastewater directly into San Luis Obispo Creek.
Attachments:
a - COUNCIL READING FILE - Project Plans
b - COUNCIL READING FILE - Project Specifications
c - Draft Resolution
d - COUNCIL READING FILE - Council Agenda Report dated 03/05/2019
e - COUNCIL READING FILE - Resolution No. 10718 (2016 Series)
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R ______
RESOLUTION NO. _____ (2021 SERIES)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, AUTHORIZING USE OF SEWER FUND
UNRESERVED WORKING CAPITAL FOR CONSTRUCTION OF THE
CALLE JOAQUIN SIPHON AND LIFT STATION REPLACEMENT
PROJECT, SPECIFICATION NO. 91118 AND GENERAL FUND
COMPLETED PROJECTS AND GENERAL FUND CAPITAL RESERVES
TO FUND SILT REMOVAL
WHEREAS, per the City’s General Plan Water and Wastewater Management Element,
2019 Sewer System Management Plan, and 2015 Wastewater Collection System Infrastructure
Renewal Strategy, the City replaces wastewater infrastructure to ensure delivery of reliable service,
minimize sanitary sewer overflows, and provide adequate capacity to serve future development;
and
WHEREAS, the Calle Joaquin Sewer Lift Station serves properties in the southern portion
of the City on both the east and west sides of US 101, serves new development on the northern
portion of Calle Joaquin, and will serve the future Froom Ranch project; and
WHEREAS, the Calle Joaquin Sewer Lift Station was put into service in 1967 making it
the oldest of eight sewer lift stations operated by the City, and is past its useful life and in need of
replacement; and
WHEREAS, a sewer siphon under San Luis Obispo Creek and the gravity sewer main
across US 101 were installed in the early 1970s to direct wastewater to the Calle Joaquin lift
station, also requires replacement due to its condition; and
WHEREAS, construction of the sewer siphon enables access to an area to remove over
0.5 acres of the perennial invasive exotic grass Arundo donax and 1,000 cubic yards of silt from
the San Luis Obispo Creek channel that has posed a historic flooding risk to the City; and
WHEREAS, in June 2019, the City Council approved the 2019-21 Financial Plan, Capital
Improvement Program, which identified a total budget of $3.1 million for the Calle Joaquin Siphon
and Lift Station Replacement Project; and
WHEREAS, on March 5, 2019, the City Council approved amendments to the design
scope of the Project to include removal of the existing siphon from San Luis Creek and additional
environmental permitting work; and
WHEREAS, the total available budget for the Project is $2,600,000 and the total Project
cost is estimated at $5,500,000 requiring an additional $2,900,000 to fund Project construction;
and
WHEREAS, a balance of over $35 million is available from Sewer Fund, Unreserved
Working Capital to fund the Project; and
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Resolution No. _____ (2021 Series) Page 2
R ______
WHEREAS, a balance of $23,000 is available from General Fund, Completed Projects
Account to fund a portion of the silt removal component of the Project; and
WHEREAS, a balance of $120,000 is available from General Fund, Capital Reserve
Account to fund the remainder of the silt removal component of the Project.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis Obispo
as follows:
SECTION 1. The budget of $2,900,000 will be moved to the Calle Joaquin Siphon and
Lift Station Replacement Project, Specification No. 91118, from Sewer Fund, Unreserved
Working Capital, as it is a high priority City project.
SECTION 2. The budget of up to $23,000 will be moved to the Calle Joaquin Siphon and
Lift Station Replacement Project, Specification No. 91118, from General Fund, Completed
Projects Account for silt removal.
SECTION 3. The budget of up to $77,000 will be moved to the Calle Joaquin Siphon and
Lift Station Replacement Project, Specification No. 91118, from General Fund, Capital Reserve
Account for silt removal.
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Resolution No. _____ (2021 Series) Page 3
R ______
SECTION 4. Environmental Review. The City Council approved a Mitigated Negative
Declaration of Environmental Impact for the Project in 2016 by Resolution 10718 (2016 Series).
An addendum was prepared in 2020 to include the removal of the existing siphon from San Luis
Obispo Creek during construction as required by the National Oceanic and Atmospheric
Administration - National Marine Fisheries Service to improve fish passage in the Creek.
Upon motion of _______________________, seconded by _______________________,
and on the following roll call vote:
AYES:
NOES:
ABSENT:
The foregoing resolution was adopted this _____ day of _____________________ 2021.
____________________________________
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: Parks and Recreation
Cost Center: 7001
For Agenda of: January 12, 2021
Placement: Consent
Estimated Time: N/A
FROM: Greg Avakian, Parks and Recreation Director
Prepared By: Aleah Bergam, Administrative Analyst
SUBJECT: AUTHORIZATION TO APPLY FOR 2021 NATIONAL FITNESS CAMPAIGN
GRANT FUNDS
RECOMMENDATION
1. Approve a Resolution (Attachment A) authorizing staff to pursue a grant application, for a
total amount not to exceed $25,000, with the National Fitness Challenge (NFC) for 2021
Healthy Cities Campaign funding; and
2. If awarded the grant, appropriate the grant amount and additional necessary funding from the
Parkland-in-lieu (Quimby) Fund into the Parks and Recreation Department’s budget upon
grant award; and
3. Authorize the City Manager to execute the necessary grant documents including a sole
source contract with NFC for purchase and installation of a Fitness Court® Emerson Park if
grant is awarded.
DISCUSSION
Background
The City of San Luis Obispo (City) park system includes a diverse mix of some 28 parks and
recreation facilities covering approximately 206 acres. The City’s parks include a broad range of
recreational features and there are various park and facility improvements, or enhancements
scheduled in the City’s 2019-21 Capital Improvements Program. This includes design for new
parks and replacement of outdated recreation features.
The replacement of Emerson Park Exercise equipment was defunded at the FY 2020-21 Budget
Supplement With the recent indoor gym closures due to COVID-19 restrictions and a significant
increase in the community members utilizing outdoor areas for fitness, staff believes updated
Emerson Park Exercise equipment is important to provide a space for the public to exercise in an
open area environment which leads to improved mental and physical wellbeing.
At this time, grant opportunities are available that can augment City funds for the purposes of
developing and revitalizing City parks. The 2021 Healthy Cities Campaign is a grant opportunity
through the National Fitness Campaign, in collaboration with the California Parks and
Recreation Society (CPRS), which leverages funding to assist in accelerating the growth of the
outdoor Fitness Court® network.
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The National Fitness Campaign’s (NFC) mission is to design healthy infrastructure for cities to
improve the quality of life for people. NFC is a San Francisco based social enterprise and
consulting firm that partners with cities, schools and state agencies that make health a priority
and plan, build, fund, and activate healthy infrastructure through the purchase and installation of
a Fitness Court®. The Fitness Court is marketed as the “world’s best outdoor gym” with seven
movements in seven minutes (see Attachment B for more information). The Fitness Court®
serves adults of all ages and abilities and enables thousands of exercises. Six feet physical
distancing is supported on the Fitness Court® and there is an online application user can
download on their phone for free workouts.
City staff is requesting authorization to apply for grant funding from NFC in the amount of
$25,000 in order to augment proposed funding set aside for Emerson Park Exercise Equipment
replacement. If approved by Council, staff will submit a grant application in mid-January 2021
with an expectation for potential grant award announcement in early spring. One of the required
attachments in the NFC Grant Application is to provide a signed resolution (Attachment A) from
the local jurisdiction’s governing body, to authorize the submittal of the application and
matching funds to NFC.
Why Sole Source the Purchase?
Pursuant to the City’s Municipal Code Section 3.24.060 (C), certain acquisitions in which the
item(s) to be purchased can be obtained from only one vendor or supplier may be obtained from
a single source without engaging in the bidding procedures. While there are multiple vendors
that manufacture exercise equipment, the NFC Grant is strictly for this specific fitness
equipment.
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The Fitness Court® is unique in that it is a part of a national network of over 4,000 communities.
The network of California Park and Recreation agencies includes City of San Francisco,
Hayward, and Palo Alto. There are currently no Fitness Courts on the Central Coast. The Fitness
Court® includes a free online application that users can download and access free workouts.
Policy Context
The City’s Financial Management Manual, Section 740, requires City Council authorization to
submit grant applications in excess of $5,000. In particular, section 3(d) states:
For grants in excess of $5,000, prepare a Council Agenda Report requesting
authorization to seek grant funding. This report should describe the grant program's
conformance with this policy, including the results of the cost/benefit analysis.
Staff finds that submittal of grant applications for City parks and recreational facilities meets the
City’s Grant Management Policy, outlined in Section 740, as there is an opportunity to leverage
City funds. In addition, as staff is requesting Parkland-in-lieu (Quimby) funding be used to
match the grant, the City’s Financial Management Manual, Section 540, states that “As provided
under City Charter, the Council has the sole responsibility for adopting the City's budget and
may amend or supplement the budget at any time after its adoption by majority vote of the
Council. After budget adoption, all supplemental appropriations from fund balance or working
capital require Council approval.” Quimby fees have been paid by subdivisions surrounding
Emerson Park, thus justifying allocating this funding to Emerson Park improvements.
Public Engagement
As this is authorization to apply for grant funding, no public engagement is required. Feedback
from the Parks and Recreation Master Plan Needs Assessment of 2018 outlined the need for
additional and upgraded fitness opportunities within the City’s park systems. In addition, staff
has scheduled five virtual public workshops in January 2021 for Emerson Park Design Ideas and
Concepts. Within the format of the workshops, exercise equipment is an area of focus with
specific feedback on the Fitness Court®. Staff will present results and request feedback from the
Parks and Recreation Commission.
ENVIRONMENTAL REVIEW
There is no environmental review required for grant submittals. Any grant funding received for
specific projects will undergo the mandatory environmental review as is required through
CEQA.
FISCAL IMPACT
Budgeted: Yes Budget Year: 2020-2021
Funding Identified: Yes
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Fiscal Analysis:
Funding Sources Current FY Cost
Annualized
On-going Cost
Total Project
Cost
General Fund
State
Federal
Fees
Other: NFC Grant $25,000
Other: Parkland-in-lieu
(Quimby) Fund
$200,400
Total $225,400
The City’s Parks and Recreation Department has time allocated within its normal work program
to prepare and submit the grant application. Current undesignated Quimby Parkland-in-lieu fund
balance is approximately $1.8M of which $1.4M are designated for Laguna Lake improvements
leaving $400,000 available for project designation. If successful, these grant monies will
augment Parkland-in-lieu (Quimby) funding. Emerson Park Fitness Equipment was previously
budgeted in the FY 19-21 Financial plan but due to economic constraints surrounding COVID-
19, the project was defunded at the FY 2020-21 Budget Supplement. Staff is requesting that
Council authorize the project and the budget appropriations if the grant application is successful
and funding awarded. If the grant application is not successful, staff would bring forth a request
with the 2021-23 Financial Plan.
Staff did not include any additional on-going maintenance costs as this is a replacement of
exercise equipment and maintenance costs are expected to remain the same as the current on-
going cost for the exercise equipment currently at Emerson Park. This ongoing cost is included
in the current Parks Maintenance budget appropriation.
ALTERNATIVES
1. The City Council could request additional information or analysis from staff.
2. The City Council could deny the request to submit a grant application which includes sole
source contract if grant is awarded.
3. The City Council could deny appropriating Parkland-in-lieu Quimby funding for Fitness
Court® installation and request a different funding source
Attachments:
a - Draft Resolution
b - COUNCIL READING FILE - National Fitness Campaign 2021 Briefing Materials
Item 4
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R ______
RESOLUTION NO. _____ (2021 SERIES)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, APPROVING THE APPLICATION FOR 2021
NATIONAL FITNESS CAMPAIGN GRANT FUNDS AND ALLOCATING
MATCHING FUNDS FOR AN OUTDOOR FITNESS COURT®
WHEREAS, the National Fitness Campaign (NFC) is a social enterprise whose mission is
to design healthy infrastructure for cities to improve the quality of life for people; and
WHEREAS, NFC builds partnerships with cities that align with the Campaign’s mission
and through NFC’s national sponsors and partners is able to provide grant funding for participation
in their 2021 initiative to install and activate outdoor Fitness Courts® in 200 cities and schools
across the country; and
WHEREAS, said grant funding is available to qualified municipalities who submit an
application for funding and receive approval.
WHEREAS, the City of San Luis Obispo will accept a $25,000 National Grant from the
NFC Grant Committee and Statewide Partners, and provide a local match in the amount of
$200,400 to promote and implement a free-to-the-public outdoor Fitness Court®, and;
WHEREAS, the City of San Luis Obispo will commit to construction and launch of the
outdoor Fitness Court® by the end of the 2021 calendar year, and;
NOW, THEREFORE, BE IT RESOLVED that the Council of the City of San Luis
Obispo hereby:
SECTION 1. Approves the filing of an application for the 2021 National Fitness Campaign
Grant; and
SECTION 2. The City Council approves allocating $25,000 in grant funding and
$200,400 in Parkland-in-lieu (Quimby) funding; and
SECTION 3. Delegates the authority to the Assistant City Manager of Community
Services to conduct all negotiations, sign and submit all documents, including, but not limited to
applications, agreements, amendments, and payment requests, which may be necessary for the
completion of the Grant Scope; and
SECTION 4. Agrees to comply with all applicable federal, state and local laws,
ordinances, rules, regulations and guidelines.
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Resolution No. _____ (2021 Series) Page 2
R ______
SECTION 5. The City Manager, or his or her designee, is authorized to execute a sole
source contract with NFC for the purchase and installation of a Fitness Court®.
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 _____________________ 2021.
____________________________________
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: Public Works
Cost Center: 6004
For Agenda of: January 19, 2021
Placement: Consent
Estimated Time: NA
FROM: Matt Horn, Director of Public Works
Prepared By: Aaron Glauch, Engineer II
SUBJECT: AUTHORIZATION TO ADVERTISE RESERVOIR #1 COVER
REPLACEMENT, SPECIFICATION NO. 1000034
RECOMMENDATION
1. Approve Contract Documents for Reservoir 1 Cover Replacement, Specification No.
1000034; and
2. Authorize staff to advertise for bids; and
3. Authorize the City Manager to award a contract for the lowest responsible bid if within the
Engineer’s Estimate of $703,500.
DISCUSSION
Background
Reservoir 1, part of the City’s water treatment infrastructure, has a storage capacity of 7.50
million gallons and provides water for both commercial and residential services. This reservoir
includes a floating cover and rainwater drainage system designed to protect the water from
contamination and vandalism, as well as to reduce evaporation from the reservoir.
Installed in 1998, the current cover has exceeded its original 20-year warranty against failure due
to UV radiation exposure and regular wear and tear. Inspections of the cover completed in 2017
recommended replacement based on the general condition of the cover, as well as the increased
potential for damage of the cover during storm events. Additionally, all treated water storage
tanks in California are required by the Division of Drinking Water to be covered.
Staff seeks Council authorization to advertise for bids to install a new reservoir cover and
rainwater drainage system, with design considerations regarding future modifications to
Reservoir 1 to include:
1. Additional capacity to remove rainwater that collects on the reservoir cover; and
2. Resurveying the reservoir; and
3. Conduit for the installation of future instrumentation in the reservoir.
Due to seasonal demands on the water treatment system, installation of the equipment must be
completed by June 1, 2021.
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Policy Context
Funding for this project was identified in the FY 2020-21 Budget Supplement adopted by
Council on June 2, 2020.
Public Engagement
The project was included in the public engagement process as part of the FY 2020-21 Budget
Supplement preparation and adoption. This is a critical public infrastructure project and is
important for fire safety and the general health and welfare of the public.
CONCURRENCE
The Public Works Department and Utilities Department concur with the recommendations in this
report.
ENVIRONMENTAL REVIEW
This project is categorically exempt from environmental review pursuant to section 15301 of the
CEQA Guidelines (Existing Facilities) since it is a maintenance and replacement project. A
Notice of Exemption will be filed through the Community Development Department.
FISCAL IMPACT
Budgeted: Yes Budget Year: 2019-20
Funding Identified: Yes
Funding
Sources
Total Budget
Available
Current Funding
Request
Remaining
Balance
Annual
Ongoing Cost
General Fund
State
Federal
Fees
Other funds:
Water
Distribution
$1,455,000 $811,525 $643,475 $0
Total $1,455,000 $811,525 $643,475 $0
The 2019-21 Financial Plan appropriated $1,200,000 in FY 2019-20 for Reservoir Maintenance
Projects, including the Reservoir 1 Cover Replacement. In addition, the FY 2020-21 Budget
Supplement appropriated an additional $750,000 to reservoir maintenance in support of the
project. Currently, this account contains $1,455,000 in available funding, which is sufficient to
support this request of $811,525.
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601 Fund
Engineer's Estimate:$703,500 $703,500
Contingencies $105,525 $105,525
Total for Construction $809,025 $809,025
Printing:$2,500 $2,500
Total Project Cost $811,525 $811,525
Current Project Balance:$1,455,000 $1,455,000
Post Project Remaining Balance:$643,475 $643,475
Reservoir 1 Cover Replacement, Specification No. 1000034
Reservoir
Maintenance Account
(1000034)Project Total Costs
ALTERNATIVES
Do not move forward with this request at this time. This is not recommended, as delayed
replacement will result in further degradation of the reservoir cover, impacting the downstream
water distribution system.
Attachments:
a - Special Provisions for Specification No. 1000034
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SPECIAL PROVISIONS
FOR
CITY OF SAN LUIS OBISPO
RESERVOIR 1 COVER REPLACEMENT
Specification No. 1000034
February 2021
PUBLIC WORKS DEPARTMENT
ENGINEERING DIVISION
919 Palm Street
San Luis Obispo, CA 93401
(805) 781-7200
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Reservoir 1 Cover Replacement
Specification No. 1000034
Approval Date: <<date of CM or CAR Report Authorizing Advertisement>>
<<Signature Date>>
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TABLE OF CONTENTS
NOTICE TO BIDDERS ..................................................................................................... I
BID SUBMISSION ...................................................................................................................................... I
BID DOCUMENTS .................................................................................................................................... II
PROJECT INFORMATION ....................................................................................................................... III
QUALIFICATIONS .................................................................................................................................... III
AWARD ..................................................................................................................................................... V
ACCOMMODATION .................................................................................................................................. V
BID FORMS .................................................................................................................... A
BID ITEM LIST FOR: ................................................................................................................................. A
RESERVOIR 1 COVER REPLACEMENT, SPECIFICATION NO. 1000034 ............................................ A
LIST OF SUBCONTRACTORS ................................................................................................................. B
PUBLIC CONTRACT CODE SECTION 10285.1 STATEMENT .............................................................. C
PUBLIC CONTRACT CODE SECTION 10162 QUESTIONNAIRE ......................................................... C
PUBLIC CONTRACT CODE SECTION 10232 STATEMENT ................................................................. C
LABOR CODE SECTION 1725.5 STATEMENTS ................................................................................... C
NON-COLLUSION DECLARATION .......................................................................................................... E
BIDDER ACKNOWLEDGEMENTS ........................................................................................................... F
QUALIFICATIONS .................................................................................................................................... G
ATTACH BIDDER'S BOND TO ACCOMPANY BID ................................................................................. H
SPECIAL PROVISIONS .................................................................................................. 1
DIVISION I GENERAL PROVISIONS ....................................................................................................... 1
1 GENERAL ........................................................................................................................................... 1
2 BIDDING ............................................................................................................................................. 1
3 CONTRACT AWARD AND EXECUTION ........................................................................................... 1
4 SCOPE OF WORK ............................................................................................................................. 1
5 CONTROL OF WORK ........................................................................................................................ 2
6 CONTROL OF MATERIALS ............................................................................................................... 2
7 LEGAL RELATIONS AND RESPONSIBILITY TO THE PUBLIC ....................................................... 2
8 PROSECUTION AND PROGRESS ................................................................................................... 2
9 PAYMENT ........................................................................................................................................... 2
DIVISION II GENERAL CONSTRUCTION ............................................................................................... 3
77 LOCAL INFRASTRUCTURE ............................................................................................................ 3
APPENDIX A - FORM OF AGREEMENT ....................................................................... 0
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NOTICE TO BIDDERS
i
NOTICE TO BIDDERS
BID SUBMISSION
Sealed bids will be mailed to the following address:
City of San Luis Obispo
Public Works Department
919 Palm Street
San Luis Obispo, CA 93401
Attn: Aaron Glauch
Bids delivered in person will not be accepted. All mailed bids must be delivered and in
possession of the Project Manager by:
2:00 p.m. on February 22, 2021
At which time they will be publicly opened and read aloud via Microsoft Teams video
conference and conference call. In-person attendance of the bid opening will not be
permitted in adherence to social distancing measures. Use the following link:
Microsoft Teams Conference Call
or join by phone with this number: (209) 645-4165 with Conference ID: 616 085 778#
Submit bid in a sealed envelope plainly marked:
Reservoir 1 Cover Replacement, Specification No. 1000034
Any bid received after the time and date specified will not be considered and will be
returned to the bidder unopened. Bids received by Fax or Email will not be considered.
By submission of bid you agree to comply with all instruction and requirements in this
notice and the contract documents.
All bids must be submitted on the Bid Item List form(s) provided and submitted with all
other Bid Forms included in these Special Provisions.
Each bid must be accompanied by either a:
1. certified check
2. cashier's check
3. bidder's bond
made payable to the City of San Luis Obispo for an amount equal to ten percent of the
bid amount as a guaranty. Guaranty will be forfeited to the City San Luis Obispo if the
bidder, to whom the contract is awarded, fails to enter into the contract.
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NOTICE TO BIDDERS
NOTICE TO BIDDERS
ii
The City of San Luis Obispo reserves the right to accept or reject any or all bids or waive
any informality in a bid.
All bids are to be compared based on the City Engineer's estimate of the quantities of
work to be done, as shown on the Bid Item List.
Bids will only be accepted from bidders that are licensed in compliance with the provisions
of Chapter 9, Division III of Business and Professions Code.
The award of the contract, if awarded, will be to the lowest responsive bid submitted by a
responsible contractor whose bid complies with the requirements prescribed. If the
contract is awarded, the contract will be awarded within 60 calendar days after the
opening of the bids.
Failure to raise defects in the notice to bidders or bid forms prior to bid opening constitute
a waiver of those defects.
BID DOCUMENTS
A copy of the plans and special provisions may be downloaded, free of charge, from the
City’s website at:
www.slocity.org/government/department-directory/public-works/public-works-bids-
proposals
A printed copy may be obtained at the office of the City Engineer by paying a non-
refundable fee of:
1. $15.00 if picked up in person, or
2. $25.00 if by mailing to the office of the City Engineer
Request must include Specification Number. The office of the City Engineer is located at:
919 Palm Street
San Luis Obispo, CA 93401
Standard Specifications and Engineering Standards referenced in the Special Provisions
may be downloaded, free of charge, from the City’s website at:
www.slocity.org/government/department-directory/public-works/documents-
online/construction-documents
A printed copy may be obtained by paying a non-refundable fee of:
1. $30.00 if picked up in person, or
2. $40.00 if by mailing to the office of the City Engineer
You are responsible to obtain all issued addenda prior to bid opening. Addenda will be
available to download at the City’s website listed above or at the office of the City
Engineer.
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NOTICE TO BIDDERS
NOTICE TO BIDDERS
iii
Contact the project manager, Aaron Glauch at (805) 781-7055, by email at
aglauch@slocity.org or the Public Works Department at (805) 781-7200 prior to bid
opening to verify the number of addenda issued.
You are responsible to verify your contact information is correct on the plan holders list
located on the City’s website at:
www.slocity.org/government/department-directory/public-works/public-works-bids-
proposals.
PROJECT INFORMATION
In general, the project includes design and installation of a floating cover over a 7.50
million gallon potable reservoir. Design shall include a system for automatically collecting
and removing storm water from the exterior surface of the cover, provisions for
instrumentation conduit into the reservoir. In addition, the liner of the reservoir will be
inspected along with resurveying of the reservoir.
The project estimated construction cost is $703,500
Contract time is established as 30 working days, beginning upon confirmed delivery date
of replacement dover. Contract time does not include offsite fabrication.
The fixed liquidated damages amount is established at $500 per day for failure to
complete the work within the contract time.
In compliance with section 1773 of the Labor Code, the State of California Department of
Industrial Relations has established prevailing hourly wage rates for each type of
workman. Current wage rates may be obtained from the Division of Labor at:
https://www.dir.ca.gov/oprl/DPreWageDetermination.htm
This project is subject to compliance monitoring and enforcement by the Department of
Industrial Relations.
There will be a walkthrough on Tuesday, February 9, 2020 . Bidders should meet US-
101 & Mossi Road, San Luis Obispo, CA at 10:00 AM.
QUALIFICATIONS
You must possess a valid Class C-61 Contractor's License at the time of the bid opening.
You and any subcontractors required to pay prevailing wage must be registered
with the Department of Industrial Relations pursuant to Section 1725.5 of the Labor
Code.
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NOTICE TO BIDDERS
NOTICE TO BIDDERS
iv
You must have experience constructing projects similar to the work specified for this
project. Provide three similar reference projects completed as either the prime or
subcontractor. All referenced projects must have been completed within the last five years
from this project’s bid opening date.
One of the three reference projects must have been completed under contract with
a city, county, state or federal government agency as the prime contractor.
The material Fabricator shall have fabricated not less that 465,000 square meters, of
potable grade polypropylene floating over material, into large prefabricated panels using
the same seaming equipment as specified for this project.
Failure to provide reference projects as specified in this section and as required on the
qualification form is cause to reject a bid as being non-responsive.
The City reserves the right to reject any bid based on non-responsiveness if a bidder fails
to provide a bid that complies with all bidding instructions.
The City reserves the right to reject a responsive bid based on the non-responsibility of
the bidder if the Director of Public Works or Designee finds, after providing notice and a
hearing to the bidder, that the bidder lacks the
1. knowledge
2. experience,
3. or is otherwise not responsible
as defined in Section 3.24 of the San Luis Obispo Municipal Code to complete the project
in the best interest of the City.
Rejected bidders may appeal this determination. Appeal must comply with the
requirements in this Notice to Bidders.
It is the City of San Luis Obispo’s intent to award the contract to the lowest responsive
bid submitted by a responsible bidder. If in the bidder’s opinion the contract has been or
may be improperly awarded, the bidder may protest the contract award.
Protests must be filed no later than five working days after either:
1. bid opening date
2. notification of rejected bid.
Protest must be in writing and received by the project manager located at:
919 Palm Street
San Luis Obispo, CA 93401.
Valid protests must contain the following information:
1. the reasons for the protest
2. any supporting documentation
3. the ruling expected by the City to remedy the protest.
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NOTICE TO BIDDERS
NOTICE TO BIDDERS
v
Any protest not containing all required information will be deemed invalid and rejected.
The City will consider additional documentation or other supporting information regarding
the protest if submitted in compliance to the specified time limits. Anything submitted after
the specified time limit will be rejected and not be considered.
The Director of Public Works or Designee may request additional information to be
submitted within three days of the request, unless otherwise specified, and will notify the
protester of ruling within ten days of determination.
If the protester is not satisfied with ruling, the protester may appeal the ruling to the City
Council in compliance with Chapter 1.20 of the City of San Luis Obispo Municipal Code.
Pursuant to the Public Records Act (Government Code, § 6250, et seq.), the City will
make public records available upon request.
AWARD
The lowest bidder will be determined using the TOTAL PROJECT BID.
As a condition to executing a contract with the City, two bonds each equal to one hundred
percent of the total contract price are required in compliance with Section 3-1.05 of the
Standard Specifications.
You may substitute securities for moneys withheld under the contract in compliance with
the provisions of the Public Contract Code, Section 10263.
ACCOMMODATION
If any accommodations are needed to participate in the bid process, please contact
Argelia Chang at (805) 781-7200 or by Telecommunications Device for the Deaf at (805)
781-7107. Requests should be made as early as possible in the bidding process to allow
time for accommodation.
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BID FORMS
A
BID FORMS
All bid forms must be completed and submitted with your bid. Failure to submit these
forms and required bid bond is cause to reject the bid as nonresponsive. Staple all bid
forms together.
THE UNDERSIGNED, agrees that they have carefully examined:
1. the location of the proposed work
2. the plans and specifications
3. read the accompanying instructions to bidders
and propose to furnish all:
4. materials
5. labor
to complete all the required work satisfactorily in compliance with
6. plans
7. specifications
8. special provisions
for the prices set forth in the bid item list:
BID ITEM LIST FOR:
RESERVOIR 1 COVER REPLACEMENT, SPECIFICATION NO. 1000034
Item Item Unit of Estimated Item Price Total
No. SS(1) Description Measure Quantity (in figures) (in figures)
1 77-5 Cover System & Storm Water
Drainage System
Lump
Sum 1
2 77-5 Instrumentation Conduit Lump
Sum 1
3 77-5 Reservoir Liner Inspection Lump
Sum 1
4 77-5 Remove and Dispose of Existing
Cover
Lump
Sum 1
5 77-5 Topographic Survey Lump
Sum 1
Total Project Bid $
Company Name:
(1) refers to section in the Standard Specifications, with modifications in the Special Provisions, that describe required
work.
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BID FORMS
BID FORMS
B
LIST OF SUBCONTRACTORS
Pursuant to Section 4100 of the Public Contracts Code and section 2-1.33C of the
standard specifications, the Bidder is required to furnish the following information for each
Subcontractor performing more than 1/2 percent (0.5%) of the total base bid. Do not list
alternative subcontractors for the same work. Subcontracting must not total more than
fifty percent (50%) of the submitted bid except as allowed in section 5-1.13 of the standard
specifications.
For Streets & Highways projects, subcontractors performing less than ten thousand dollars
($10,000) worth of work need not be mentioned. Subcontractors required to pay
prevailing wage, must be registered with the Department of Industrial Relations
pursuant to Labor Code section 1725.5 to be listed.
NOTE: If there are no subcontractors, write “NONE” and submit with bid.
Name Under Which
Subcontractor is Licensed License Number
DIR Public
Works
Registration
Number
Address and Phone
Number of Office, Mill or
Shop
Specific
Description of
Subcontract
% of
Total
Base
Bid
Attach additional sheets as needed.
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BID FORMS
BID FORMS
C
PUBLIC CONTRACT CODE SECTION 10285.1 STATEMENT
In compliance with Public Contract Code Section 10285.1 (Chapter 376, Stats. 1985), the
bidder hereby declares under penalty of perjury under the laws of the State of California
that the bidder, or any subcontractor to be engaged by the bidder, has ____, has not
____ been convicted within the preceding three years of any offenses referred to in that
section, including any charge of fraud, bribery, collusion, conspiracy, or any other act in
violation of any state or federal antitrust law in connection with the bidding upon, award
of, or performance of, any public works contract, as defined in Public Contract Code
Section 1101, with any public entity, as defined in Public Contract Code Section 1100,
including the Regents of the University of California or the Trustees of the California State
University. The term "bidder" is understood to include any partner, member, officer,
director, responsible managing officer, or responsible managing employee thereof, as
referred to in Section 10285.1.
NOTE: The bidder must place a check mark after "has" or "has not" in one of the blank
spaces provided. The above Statement is part of the Bid. Signing this Bid on the signature
portion constitute signature of this Statement. Bidders are cautioned that making a false
certification may subject the certifier to criminal prosecution.
PUBLIC CONTRACT CODE SECTION 10162 QUESTIONNAIRE
In compliance with Public Contract Code Section 10162, the Bidder must complete, under
penalty of perjury, the following questionnaire:
Has the bidder, any officer of the bidder, or any employee of the bidder who has a
proprietary interest in the bidder, ever been disqualified, removed, or otherwise prevented
from bidding on, or completing a federal, state, or local government project because of a
violation of law or a safety regulation?
Yes No
If the answer is yes, attach a letter explaining the circumstances
PUBLIC CONTRACT CODE SECTION 10232 STATEMENT
In compliance with Public Contract Code Section 10232, you hereby state under penalty of
perjury, that no more than one final unappealable finding of contempt of court by a federal
court has been issued against you within the immediately preceding two-year period
because of your failure to comply with an order of a federal court which orders you to comply
with an order of the National Labor Relations Board.
LABOR CODE SECTION 1725.5 STATEMENTS
The bidder has delinquent liability to an employee or the state for any assessment of back
wages or related damages, interest, fines, or penalties pursuant to any final judgment,
order, or determination by a court or any federal, state, or local administrative agency,
including a confirmed arbitration award. Any judgment, order, or determination that is
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BID FORMS
BID FORMS
D
under appeal is excluded, provided that the contractor has secured the payment of any
amount eventually found due through a bond or other appropriate means.
Yes No
The bidder is currently debarred under Section 1777.1 or under any other federal or state
law providing for the debarment of contractors from public works.
Yes No
NOTE: The above Statements and Questionnaire are part of the Bid. Signing this Bid on
the signature portion constitute signature of this Statement and Questionnaire. Bidders are
cautioned that making a false certification may subject the certifier to criminal prosecution.
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BID FORMS
BID FORMS
E
NON-COLLUSION DECLARATION
I, , declare that
I am of ,
the party making the foregoing bid that the bid is not made in the interest of, or on behalf
of, any undisclosed person, partnership, company, association, organization, or
corporation; that the bid is genuine and not collusive or sham; that the bidder has not
directly or indirectly induced or solicited any other bidder to put in a false or sham bid, and
has not directly or indirectly colluded, conspired, connived, or agreed with any bidder or
anyone else to put in a sham bid, or that anyone refrained from bidding; that the bidder has
not in any manner, directly or indirectly, sought by agreement, communication, or
conference with anyone to fix the bid price of the bidder or any other bidder, or to fix any
overhead, profit, or cost element of the bid price, or of that of any other bidder, or to secure
any advantage against the public body awarding the contract of anyone interested in the
proposed contract; that all statements contained in the bid are true; and, further, that the
bidder has not, directly or indirectly, submitted his or her bid price or any breakdown thereof,
or the contents thereof, or divulged information or data relative thereto, or paid, and will not
pay, any fee to any corporation, partnership, company association, organization, bid
depository, or to any member or agent thereof to effectuate a collusive or sham bid.
Executed on , 20 , in __
I declare under penalty of perjury under the laws of the State of California that the foregoing
is true and correct.
(Signature and Title of Declarant)
(SEAL)
Subscribed and sworn to before me
this _______day of _________, 20_____
Notary Public
Company Name:____________________
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BID FORMS
BID FORMS
F
BIDDER ACKNOWLEDGEMENTS
By signing below, the bidder acknowledges and confirms that this bid is based on the information contained
in all contract documents, including the notice to bidders, plans, specifications, special provisions, and
addendum number(s) . (Note: You are responsible to verify the number of
addenda prior to the bid opening.)
The undersigned further agrees that in case of default in executing the required contract, with necessary
bonds, within eight days, (not including Saturdays, Sundays, and legal holidays), after having received a
mailed notice that the contract is ready for signature, the proceeds of the check or bond accompanying his
bid will become the property of the City of San Luis Obispo.
Licensed in accordance with an act providing for the registration of contractors, License No. , Expiration
Date .
The above statement is made under penalty of perjury, and any bid not containing this information "will be
considered non-responsive and will be rejected” by the City.
Signature of Bidder
(Print Name and Title of Bidder)
DIR– Public Works
Registration No:
Business Name (DBA):
Owner/Legal Name:
Indicate One: Sole-proprietor Partnership Corporation
List Partners/Corporate Officers:
Name Title
Name Title
Name Title
Business Address
Street Address
Mailing Address
City, State, Zip Code
Phone Number
Fax Number
Email Address
Date
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BID FORMS
BID FORMS
G
QUALIFICATIONS
Failure to furnish complete reference information ON THIS FORM, as specified in this
project’s Notice to Bidders and indicated below, is cause to reject the bid. Additional
information may be attached but is not a substitute for this form.
Reference Number 1
Customer Name & Contact Individual
Telephone & Email
Project Name (Site Address):
Is this similar to the project being bid
or did this project include similar
activity? Yes □ No □
Describe the services provided and how this project is similar to
that which is being bid:
Date project completed:
Was this contract for a public
agency?
Yes □ No □
Reference Number 2
Customer Name & Contact Individual
Telephone & Email
Project Name (Site Address):
Is this similar to the project being bid
or did this project include similar
activity? Yes □ No □
Describe the services provided and how this project is similar to
that which is being bid:
Date project completed:
Was this contract for a public
agency?
Yes □ No □
Reference Number 3
Customer Name & Contact Individual
Telephone & Email
Project Name (Site Address):
Is this similar to the project being bid
or did this project include similar
activity? Yes □ No □
Describe the services provided and how this project is similar to
that which is being bid:
Date project completed:
Was this contract for a public
agency?
Yes □ No □
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BID FORMS
BID FORMS
H
ATTACH BIDDER'S BOND TO ACCOMPANY BID
Know all men by these presents:
That we ____________________________________________, AS PRINCIPAL, and
_______________________________________________________, AS SURETY, are held and firmly
bound unto the City of San Luis Obispo in the sum of:
____________________________________________________ Dollars (_____________) to be paid to
said City or its certain attorney, its successors and assigns; for which payment, well and truly to be made, we
bind ourselves, our heirs, executors and administrators, successors or assigns, jointly and severally, firmly by
these presents:
THE CONDITION OF THIS OBLIGATION IS SUCH, that if the certain bid of the above
bounden ______________________________________________________________________
to construct ___________________________________________________________________
(insert name of street and limits to be improved or project)
dated _____________________ is accepted by the City of San Luis Obispo, and if the above
bounden _______________________________________________________, his heirs, executors,
administrators, successors, and assigns shall duly enter into and execute a contract for such construction and
shall execute and deliver the two bonds described within ten (10) days (not including Saturdays, Sundays, or
legal holidays) after the above bounden,
______________________________________________________, has received notice by and from the
said City of San Luis Obispo that said contract is ready for execution, then this obligation shall become null
and void; otherwise, it shall be and remain in full force and virtue.
IN WITNESS WHEREOF, we hereunto set our hands and seals this ___ day of ______, 20____.
Bidder Principal:
Signature Date
Title:
Surety:
Bidder's signature is not required to be notarized. Surety's signature must be notarized.
Equivalent form may be substituted
(Rev. 6-30-14)
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SPECIAL PROVISIONS
1
SPECIAL PROVISIONS
ORGANIZATION
Special provisions are under headings that correspond with the main section heading of
the Standard Specifications. Each special provision begins with a revision clause that
describes or introduces a revision to the Standard Specifications. Any paragraph added
or deleted by a revision clause does not change the paragraph number of the Standard
Specifications for any other reference to a paragraph of the Standard Specifications.
DIVISION I GENERAL PROVISIONS
1 GENERAL
Add to Section 1-1.01 GENERAL:
The work must be done in compliance with the City of San Luis Obispo, Department of
Public Works:
1. Reservoir 1 Cover Replacement Special Provisions
2. City of San Luis Obispo Standard Specifications and Engineering Standards –
2020 edition
3. State of California, Department of Transportation Standard Specifications and
Standard Plans – 2015 edition
In case of conflict between documents, governing ranking must comply with section 5-
1.02 of the City of San Luis Obispo’s Standard Specifications.
Failure to comply with the provisions of these sections is a material breach of contract:
1. Sections 5 through 8 of the Standard Specifications
2. Section 12 through 15 of the Standard Specifications
3. Section 77-1 of the Standard Specifications
4. Section 81 of the Standard Specifications
5. authorized working hours
6. OSHA compliance
2 BIDDING
Replace Section 2-1.33A BID DOCUMENT COMPLETION AND SUBMITTAL, General
with:
Furnish bid using blank forms provided in the Special Provisions. Bid must include all
forms and must be signed by the bidder.
3 CONTRACT AWARD AND EXECUTION
4 SCOPE OF WORK
Add to Section 4-1.03 WORK DESCRIPTION:
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SPECIAL PROVISIONS
SPECIAL PROVISIONS
2
Comply with the provisions of Section 77 for general, material, construction, and payment
specifics.
5 CONTROL OF WORK
Add to Section 5-1.47 GUARANTEE
Eleven months after the final acceptance of the project, the City will have a drain down
re-inspection of the work to determine if defects have appears in the work within the one
year guarantee period specified. The Contractor shall be present at the time of the
inspection and repair any defects in the work at their own cost.
6 CONTROL OF MATERIALS
7 LEGAL RELATIONS AND RESPONSIBILITY TO THE PUBLIC
Replace last paragraph in Section 7-1.02K(3) Labor Code, Certified Payroll Records
(Labor Code 1776) with:
Furnish the Engineer one Portable Document Format (PDF) file which contains all certified
payroll records for the prior month’s work. Redact the PDF file making the employee’s social
security number illegible. Failure to submit PDF file with other monthly payroll records is
considered an incomplete payroll submission and penalties will be assessed.
Add to Section 7-1.03B PUBLIC CONVENIENCE, Traffic Control Plan
Work hours are restricted to 7:00 a.m. to 4:00 p.m. Modified working hours may be
required for individual sites when determined necessary by the Engineer. You may also
request modified work hours to facilitate the work, which will be considered by the
Engineer.
Provide traffic control plan and traffic control application at or before the preconstruction
meeting. Traffic control plan must be drawn to scale. Traffic control application may be
obtained on the City’s website:
www.slocity.org/government/department-directory/public-works/documents-
online/construction-documents
Upon approval of the traffic control plan, the City will issue a no-fee Encroachment Permit.
Permittee is responsible to comply with all conditions of the traffic control plan. Complete
work using due diligence to restore free flowing of traffic.
8 PROSECUTION AND PROGRESS
Replace the 1st paragraph in Section 8-1.02A SCHEDULE, General with:
Provide a Level 1 schedule for this work.
9 PAYMENT
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SPECIAL PROVISIONS
SPECIAL PROVISIONS
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DIVISION II GENERAL CONSTRUCTION
77 LOCAL INFRASTRUCTURE
Add Section 77-2.03J(3) DISINFECTION:
Water for disinfection will be provided by the City.
Add Section 77-5 RESERVOIR COVER
77-5.01 GENERAL
Section 77-5 includes reservoir cover design and construction.
77-5.02 MATERIALS
The cover membrane shall be constructed of a scrim reinforced flexible material similar
to, but not exclusive of, Potable Grade 1.2 mm Polypropoylene. Polypropylene material
shall be ANSI/NSF Standard 61 approved for contact use in potable water systems.
The cover membrane shall conform to the configuration of the surface of the reservoir
when it is empty without slack or folds, except in areas where the internal circulation piping
is located.
Contractor shall provide submittals for Engineer’s review that include one (1) 2-square
foot sample of the material.
77-5.02A Weathering
The cover material shall be resistant to ultraviolet (UV) radiation, rated for no less than
20 years.
77-5.02B Seaming
All factory fabricated seams shall have a minimum 77mm overlap with a minimum 40 mm
scrim-over-scrim fully bonded section. All seams shall be bonded across the lapped area,
including the encapsulated area, so that no loose edges are present on the top side of
the cover.
77-5.03 DESIGN
77-5.03A Storm Water Drainage System
The cover shall be designed to collect and direct all storm water to the northerly corner of
the reservoir. This location is where the present siphon intake is located. Drainage
system shall not be effected by minor bubbling of the cover.
The Storm Water Drainage System shall include two (2) submersible pumps, one (1)
operating and one (1) standby. Each submersible pump shall normally operate
automatically with the ability to operate manually by local start/stop push button switches
at the control panel located at the reservoir perimeter.
Rainwater Removal Pumps
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SPECIAL PROVISIONS
SPECIAL PROVISIONS
4
Rainwater removal pumps shall be submersible-type pumps rated to perform according
to the following design requirements:
Design Condition Point 1 Point 2
Discharge Flow 40 gpm 80 gpm
TDH 30 ft 10 ft
Submerisble pumps shall have a constant-speed submersible motor rated at minimum
1.1 HP, 1-phase, 60 hertz, 230 volt and shall be mounted in the pump. The motor shall
be provided with thrust and radial bearings to carry the entire load that may be imposed
upon it under all operating conditions.
Suction Hose
Flexibe hose for rainwater removal pumps discharge shall be suction hose constructed
of the following materials:
Tube – Synthetic Rubber
Carcass – Plies of synthetic fabric with wire helix
Cover – Synthetic rubber
The tube and cover shall be wear resistant and resistant to sunlight, ozone, and moisture.
The suction hose shall be heavy-duty industrial type with a minimum positive working
pressure of 125 psi and a minimum negative working pressure of 14 psi.
Suction hose shall be equipped with Type 316 stainless steel quick-disconnect couplings.
Installation of Rainwater Removal Pumps
Contractor shall furnish all necessary appurtenances to make the rainwater removal
pumps operable such as discharge pipe, pipe fittings, quick disconnect fittings, and
discharge hoses.
Contractor shall connect the rainwater removal pumps and control boxes to the electrical
power feeds.
Rainwater removal submersible pump cords shall have submersible-rated plugs. Plugs
shall be strapped to the pump discharge pipe at the highest point with black, double face-
weave, medium weight or heavier, Dacron webbing with black Delrin (Acetal) standard
cam buckles.
Flow Test
After installation of rainwater removal pumps and during reservoir fill period, a field flow
test for the rainwater removal submersible pumps shall be conducted and witnessed by
the Engineer.
At least two operating points for the rainwater removal pump shall be verified.
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SPECIAL PROVISIONS
SPECIAL PROVISIONS
5
If there are difficulties in the operation of the rainwater removal pumps due to the
manufacturer’s design or fabrication, additional service and corrective materials shall be
provided at no additional cost to the City.
Startup Support
Rainwater removal pump manufacturer shall provide representatives onsite during
rainwater removal pumps startup. Manufacturer representatives shall have an intimate
working knowledge of the rainwater removal pumps and be able to troubleshoot tand
perform onsite repairs as required.
Startup support services shall be included as Work and shall be at no additional cost to
the City.
Operations & Maintenance Manuals
Two (2) hard copies and one (1) electronic copy of the operations and maintenance
manuals shall be provided to the City.
77-5.03B Access Hatches
New cover design shall provide a minimum of three new access hatches. A hatch shall
be provided near the control building, near the cover’s existing inflation blower, and near
the reservoir overflow spillway.
All central cover hatches shall be provided with access path flotation of the appropriate
size and construction that leads from the closest point on the perimeter of the reservoir
to the hatch cover. The access paths shall be capable of carrying a person weighing 160
kg. All access hatches shall be located so that the reservoir can be accessed when the
water level is at approximately half capacity.
77-5.03C Cover Anchors
The cover shall be attached around the perimeter of the reservoir utilizing the existing
cover anchors. The existing anchoring system consists of stainless steel studs anchored
to the reservoir bottom with the cover attached through the studs and held in place with
an aluminum or stainless steal strap.
77-5.03D Floatation
The cover shall be fitted with a supplementary system of floats of an appropriate size to
effectively neutralize the weight of the cover membrane.
77-5.03E Air Vents
The cover shall be designed to vent off entrapped air. Vents shall be placed in sufficient
number and locations to prevent bubbling of the cover.
77-5.03F Maintenance Repairs
The cover shall be provided with a movable float which can be placed over a tear for spot
repairs. The movable float shall be capable of floating while carrying a two-person repair
crew and any necessary repair equipment.
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SPECIAL PROVISIONS
SPECIAL PROVISIONS
6
77-5.03G Instrumentation Conduit
The design shall include one (1) 3” conduit to be installed, allowing additional
instrumentation to be added into the reservoir by the City. This conduit shall allow for
instrumentation to be retrieved from within the control building, while maintaining the
water-tight seal of the reservoir cover. Instrumentation is not a part of this specification.
Instrumentation conduit shall be made from schedule 80 Polyvinyl Chrloride (PVC) pipe
and comply with sections 77-2.02B(2).
77-5.04 CONSTRUCTION
77-5.04A Site Access
The Contractor shall access the reservoir via the gate located on Mossi Road. Security
fencing around the reservoir may be removed upon written approval of the Engineer by
the Contractor at their discretion and replaced before acceptance of the work. It is the
Contractor’s responsibility to secure the site during and at the close of each contract day.
Contractor must provide their own portable restroom to facilitate the work.
77-5.04B Field Installation
All parties walking or working upon the cover shall wear smooth-soled shoes. Shoes with
patterns that pick up rocks and debris will not be permitted.
Scissors used in the work shall have blades with rounded points.
Marking pens or pencils shall not contain oils, wax, or grease.
In addition to visual inspection, a 1.2 meter sample shall be taken from each factory seam
welding unit used in this work at the beginning of every work shift and every four hours
thereafter. Samples shall be obtained via a non-destructive procedure. Specimens shall
be tested for factory seam shear strength and peel adheasion. Failure of the material
and/or seams to meet all the requirements and tolerances as identified on the material
product data sheets shall be cause for rejection of the test panel. A certificate of
compliance shall be provided to the City showing that the samples have met these
requirements.
A quality control log shall be maintained showing the date, time, panel number, test
specimen number, number of workers, shift activity, and ambient temperatures.
Contractor shall provide field test speciments as directed by the Engineer. Test
specimens shall be obtained by fabricationof material along side a field seam in progress.
Contact surfaces for all field welded seams shall be cleaned and completely void of all
foreign matter.
77-5.05 PAYMENT
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SPECIAL PROVISIONS
SPECIAL PROVISIONS
7
Full compensation for furnishing all labor, materials, tools, equipment, and incidentals,
and for doing all work as specified in these Special Provisions and as directed by the
Engineer, shall be included in the contract pay items and no additional compensation
shall be allowed thereafter.
77-5.06 INSPECTION & SURVEYING
77-5.06A Liner Inspection
Contractor shall inspect the existing reservoir liner for deficiencies in performance and
provide a written report detailing the condition of the reservoir liner and recommended
repair or maintenance items.
City may choose to address repair or maintenance items as a Contract Change Order.
77-5.06B Resurvey
Contractor must utilize a licensed land surveyor to provide a topographic survey (Civil 3D)
of the reservoir and submit the survey to the City, including reservoir volume calculations
generated from survey data.
The cover must be removed and the reservoir drained prior to the surveying date.
77-5.07 Existing Liner
The reservoir is lined with a similar material as the existing cover, and shall be protected
in place. Any damage shall be repaird at the contractor’s expense.
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APPENDIX
APPENDIX
0
APPENDIX A - FORM OF AGREEMENT
THIS AGREEMENT, made on _____________, by and between the City of San Luis
Obispo, a municipal corporation and charter city, San Luis Obispo County, California
(hereinafter called the Owner) and COMPANY NAME (hereinafter called the Contractor).
WITNESSETH:
That the Owner and the Contractor for the consideration stated herein agree as follows:
ARTICLE 1, SCOPE OF WORK: The Contractor shall perform everything required to be
performed, shall provide and furnish all of the labor, materials, necessary tools,
expendable equipment, and all utility and transportation services required to complete all
the work of construction of
RESERVOIR 1 COVER REPLACEMENT, SPEC NO. 1000034
in strict compliance with the plans and specifications therefor, including any and all
Addenda, adopted by the Owner, in strict compliance with the Contract Documents
hereinafter enumerated.
It is agreed that said labor, materials, tools, equipment, and services shall be furnished and
said work performed and completed under the direction and supervision and subject to the
approval of the Owner or its authorized representatives.
ARTICLE II, CONTRACT PRICE: The Owner shall pay the Contractor as full consideration
for the faithful performance of this Contract, subject to any additions or deductions as
provided in the Contract Documents, the contract prices as follows:
Item
No.
Item Unit of
Measure
Estimated
Quantity
Item Price
(in figures)
Total
(in figures)
1.
2.
3.
4.
BID TOTAL: $ .00
Payments are to be made to the Contractor in compliance with and subject to the provisions
embodied in the documents made a part of this Contract.
Should any dispute arise respecting the true value of any work omitted, or of any extra work
which the Contractor may be required to do, or respecting the size of any payment to the
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APPENDIX
APPENDIX
1
Contractor, during the performance of this Contract, said dispute shall be decided by the
Owner and its decision shall be final, and conclusive.
ARTICLE III, COMPONENT PARTS OF THIS CONTRACT: The Contract consists of the
following documents, all of which are as fully a part thereof as if herein set out in full, and if
not attached, as if hereto attached:
1. Notice to Bidders and Information for Bidders
2. Standard Specifications and Engineering Standards
3. Special Provisions, any Addenda, Plans and Contract Change Orders
4. Caltrans Standard Specifications and Standard Plans 2015
5. Accepted Bid and Bid Bond
6. List of Subcontractors
7. Public Contract Code Sections 10285.1 Statement
8. Public Contract Code Section 10162 Questionnaire
9. Public Contract Code Section 10232 Statement
10. Labor Code Section 1725.5 Statements
11. Bidder Acknowledgements
12. Qualifications
13. Non-collusion Declaration
14. Agreement and Bonds
15. Insurance Requirements and Forms
ARTICLE IV INDEMNIFICATION: The Contractor shall indemnify, defend with legal
counsel approved by City, and hold harmless City, its officers, officials, employees and
volunteers from and against all liability, loss, damage, expense, cost (including without
limitation reasonable legal counsel fees, expert fees and all other costs and fees of
litigation) of every nature arising out of or in connection with the Contractor’s negligence,
recklessness or willful misconduct in the performance of work hereunder or its failure to
comply with any of its obligations contained in this Agreement, except such loss or damage
which is caused by the sole or active negligence or willful misconduct of the City. Should
conflict of interest principles preclude a single legal counsel from representing both the City
and the Contractor, or should the City otherwise find the Contractor’s legal counsel
unacceptable, then the Contractor shall reimburse the City its costs of defense, including
without limitation reasonable legal counsel fees, expert fees and all other costs and fees of
litigation. The Contractor shall promptly pay any final judgment rendered against the City
(and its officers, officials, employees and volunteers) with respect to claims determined by
a trier of fact to have been the result of the Contractor’s negligent, reckless or wrongful
performance. It is expressly understood and agreed that the foregoing provisions are
intended to be as broad and inclusive as is permitted by the law of the State of California
and will survive termination of this Agreement.
The Contractor obligations under this section apply regardless of whether such claim,
charge, damage, demand, action, proceeding, loss, stop notice, cost, expense, judgment,
civil fine or penalty, or liability was caused in part or contributed to by an Indemnitee.
However, without affecting the rights of the City under any provision of this agreement, the
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APPENDIX
APPENDIX
2
Contractor shall not be required to indemnify and hold harmless the City for liability
attributable to the active negligence of City, provided such active negligence is determined
by agreement between the parties or by the findings of a court of competent jurisdiction. In
instances where the City is shown to have been actively negligent and where the City’s
active negligence accounts for only a percentage of the liability involved, the obligation of
the Contractor will be for that entire portion or percentage of liability not attributable to the
active negligence of the City.
ARTICLE V. It is further expressly agreed by and between the parties hereto that should
there be any conflict between the terms of this instrument and the bid of said Contractor,
then this instrument shall control and nothing herein shall be considered as an acceptance
of the said terms of said bid conflicting herewith.
IN WITNESS WHEREOF, the parties to these presents have hereunto set their hands this
year and date first above written.
CITY OF SAN LUIS OBISPO
A Municipal Corporation
__________________________________
Derek Johnson, City Manager
APPROVED AS TO FORM CONTRACTOR:
Name of Company
________________________________
By:________________________________
J. Christine Dietrick
City Attorney
Name of CAO/President
Its: CAO/PRESIDENT
(2nd signature required if Corporation):
By:________________________________
Name of Corporate Officer
Its: ____________________
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BLANK PAGE
This page is intended to be blank so that you can print double-sided.
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Department Name: Admin & IT
Cost Center: 1101
For Agenda of: January 12, 2021
Placement: Consent
Estimated Time: N/A
FROM: Greg Hermann, Deputy City Manager
Prepared By: Miguel Guardado, IT Manager and Brian Amoroso, Police Captain
SUBJECT: AWARD CONTRACTS FOR MOBILE DATA COMPUTER, IN-CAR VIDEO,
BODYWORN CAMERA AND COMMUNICATION GATEWAY FOR
POLICE AND FIRE
RECOMMENDATION
1. Authorize the City Manager to award the contract to purchase Mobile Data Computers and
Mobile Communication Gateways to CDCE Inc; and
2. Authorize the City Manager to award the contract to purchase In-Car Video and Body worn
camera systems to WatchGuard; and
3. Authorize waiver of formal bids to cooperatively purchase mobile data computers and
communication gateway equipment as allowed under 3.24.060 E of the City of San Luis
Obispo Municipal Code using the Panasonic NASPO ValuePoint Contract Master
Agreement: MNWNC-124; and
4. Authorize waiver of formal bids to cooperatively purchase in-car video and bodyworn
camera equipment as allowed under 3.24.060 E of the City of San Luis Obispo Municipal
Code using the University of California Statewide Contract Purchasing Agreement #2018-
000203; and
5. Authorize Drive Customs to install the mobile data equipment in the Public Safety vehicles.
DISCUSSION
In May of 2020, the Police Department and the City’s Network Services staff formulated a
Mobile Data Computer (MDC) project team to research mobile data computers, In-Car video,
and body worn camera systems for replacement of the aging equipment, purchased in 2014. The
expected life cycle of this equipment is three years. This past year, there have been failures of
cameras, screens, and mobile computers. In addition, support has ended, and replacement parts
for this equipment are being phased out or are no longer available, making it challenging to
maintain functional equipment. As technology ages, the speed and reliability are compromised,
and given the nature of emergency calls for service, it is not advisable to wait for a significant
failure.
The San Luis Obispo Police Department utilizes Mobile Data Computers to dispatch patrol
officers to calls for service. The MDC provides call location, call details, and call history at that
location and other pertinent information that Officers must have quickly so they can process the
incident they are responding to, prior to arriving.
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Having a complete record of the incident is necessary for officer and public. The speed, function,
and reliability of this equipment is critical to the health and safety of our community. There are
instances where minutes and seconds could be the difference between stopping an in-progress
violent crime and catching the suspect or arriving after the fact.
The project team extensively tested Dell, Getac, and Panasonic rugged tablets. At the conclusion
of the live testing, the project team met to discuss the overall research, testing processes, and
feedback to make an informed decision as to the solution that would best fit the needs of the
City’s Police and Fire Departments.
In addition to the MDC, officers wear Body Worn Cameras to improve transparency and reduce
liability for the Department and the City. Our current body worn cameras have non-replaceable
batteries that do not last for the duration of a patrol shift. This results in officers not having body
worn camera video in the last 4 hours of their scheduled shift. This is not a best practice as there
is a public expectation that officer body worn camera video is recorded on most contacts. The
latest generations of body worn cameras now have removable batteries, allowing for a solution
where each vehicle will have a spare battery fully charged at all times to ensure that officers are
able to record video for the entirety of their shift, thus reducing liability and improving
transparency with the community.
The purchases below per Section 3.24.060(E) fall under the cooperative purchasing provisions of
the Municipal Code as these purchases will be made cooperatively with one or more other units
of government that can provide the same brand, model and configuration of items identified in
the cooperative agreement at or below the standard purchasing cost.
Computers in Police and Fire Vehicles
The project team recommends that the contract for the purchase of the Panasonic Toughbook
CF-33 rugged tablets be awarded to CDCE, Inc. an authorized reseller of Panasonic equipment.
The rugged tablets met all the criteria (processing, screen size, screen brightness and
dimmability, durability, price point, peripheral availability) of both departments as they are
specifically designed to be mobile, provide flexibility and work in the harsh environments in
which they are used.
The unit can be docked in a patrol car, a fire apparatus, at an on-site workstation or used in a
completely mobile format away from a standard fixed mount application. For Police, the tablets
will be issued to field police personnel as a mobile computer with immediate access to work files
and other databases/applications typically available on a standard desktop. The mobility will
allow flexibility in note taking, inputting data, report writing and report production to include the
taking of photographs, obtaining recorded statements and other useful applications. The
Panasonic rugged computer models have proven to be extremely effective over the last six years
for efficiency, including the past 10 months for remote work. The Panasonic tablets have a
larger screen and a superior screen dimming features to ensure Police and Fire personnel safety
during night shifts.
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Connectivity to City Public Safety Systems in the Field
The project team recommends that the Sierra Wireless Mobile Gateway Device be awarded to
CDCE, Inc. an authorized reseller of Sierra Wireless equipment. Without a gateway, a number of
devices would need to be accessed, maintained or would be needed in order for the MDCs to
communicate wirelessly, establish connections, provide security, manage networks, provide
remote access or create mobile hotspots. The Sierra Wireless gateway device provides a multi-
layered approach that operates all these functions, and more, through one device.
Police Officer and Police Vehicle Cameras
The project team recommends that the in-car video and body worn camera contract be awarded
to Watch Guard. Watch Guard is a stand-alone video capture system. The system operates
independently and does not need an MDC to communicate, transfer data or rely upon any other
devices to remain functional. The video can be captured in several levels of high definition (HD)
in a 16:9 wide screen aspect ratio. These levels can be pre-configured based upon need to
maximize storage space. The HD quality provides clean and crisp images which will be valuable
in the capturing of evidence, conducting administrative reviews and enhance training
opportunities. The images download wirelessly and are managed in a manner consistent with our
current practices.
The system supports an adjustable front camera, a cabin camera, a wireless microphone and the
ability to incorporate body worn cameras. The system can record “after the fact” with the ability
to go back in time to recover video that was not initially recorded. The new BodyWorn cameras
have field replaceable batteries, ensuring the ability to record for an officer’s entire shift. Current
BodyWorn cameras do not have this feature and may not last until the end of an Officer’s shift.
For resiliency of the captured video, the selected solution provides cloud storage on Microsoft
Azure Government Cloud providing the City with a more complete solution.
Previous Council or Advisory Body Action
Council Agenda Report October 7, 2014 – Award Mobile Data Computer, In-Car Video and
Communication Gateway Contracts for Police and Fire
CONCURRENCE
Public Works – Fleet Maintenance, Police, Fire and Administration & Information Technology
concur with this 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 Sec. 15378.
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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 CIP $495,471 $43,505 $625,986
Total $495,471 $43,505 $625,986
*Annual required cloud storage cost is $43,505 and will be requested with the IT operating budget with
the 2021-23 Financial Plan. The life expectancy is three years.
Funding for the purchase is included in the 2019-21 Financial Plan CIP Public Safety MDC and
In-Car Video Replacement Project. The project was split into two years by implementing a
break/fix model with $80,000 in FY 2020 and the additional replacement funds of $500,000 in
FY 2021. The break/fix model allowed us to temporarily fix aging equipment, however, this
pushed us past the expected hardware usability and parts availability for repairs. The current
project balance combining both years CIP’s is $522,398.
This project has an initial equipment purchase cost totaling $495,471 and an ongoing annual cost
of $43,505 for the required cloud storage to store the captured in-Car and body worn video. This
storage cost is covered for the first year as part of the project. However, this required ongoing
cost will need to be addressed and covered by approving this increase to the IT operating budget
by $43,505 for the projects' life, currently estimated to be three years. The initial funding of the
ongoing cost will be needed in the fiscal year 2021-22 and continue through the fiscal year 2024-
25.
This project is critical for the safety of the public and public safety personnel that utilize this
equipment twenty-four hours a day, seven days a week, three hundred and sixty-five days a year.
Deferring this project is no longer recommended or sustainable.
ALTERNATIVES
Police and Fire personnel continue to use existing MDC and Video Equipment. This
alternative is not recommended due to the age, maintenance and security requirements needed
for our current systems. Current equipment is EOS (End of Support) and/or EOL (End of Life).
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Attachments:
a - CDCE Inc. Quote - Mobile Data Computers and Communication Gateway Equipment
b - CDCE Inc. Quote - Communication Gateway Equipment
c - WatchGuard Quote - In-Car Video and Body-Worn Camera System
d - WatchGuard Quote - Video Migration and Technical Services
e - COUNCIL READING FILE - University of California agreement with WatchGuard
f - Drive Customs Quote - Labor to install Computer Docks and In-Motion Equipment
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Sales Quote No.116145-D
Customer No.CISLUISOBI
Print Date 10/30/20
Print Time 02:03:45 PM
SubTotal 184,943.00
Freight 168.00
7.750% Sales Tax 14,314.48
Order Total 199,425.48
CDCE Inc.
22641 Old Canal Road
Yorba Linda, CA 92887
Telephone: 714-282-8881
Sales Quote
Bill To
City of San Luis Obispo
990 Palm Street
it_ap@slocity.org
San Luis Obispo, CA 93401
Ship To
City of San Luis Obispo
Attn:
990 Palm St
San Luis Obispo, CA 93401
Contact:
Telephone: 805.781.7529
Email:
Contact: Eric Mortensen
Telephone: 805.781.7529
Email:
Quote Date Ship Via F.O.B.Customer PO Number
10/30/20 Drop Ship Destination
Entered By Salesperson Order By Payment Method
Casey Leff CLEFF Eric Mortensen Net 30
Line
Item
Order
Qty Part # Description
Unit
Price
Extended
Price
1 60 33-LE-08VM Public Sector Specific - Elite 1, Win10 Pro, Intel
Core i5-7300U 2.60GHz, vPro, 12.0" QHD Gloved Multi Touch+Digitizer, 16GB, 512GB SSD, Intel WiFi
a/b/g/n/ac, TPM 2.0, Bluetooth, Dual Pass (Upper:WWAN/Lower:WWAN-GPS), 4G LTE Multi Carrier
(EM7455), Infrared Webcam, 8MP Cam, Contactless SmartCard, 2D Bar Laser (N6603), Toughbook Preferred,
3 Year ProService Premier Deployment Service, TabletPC ProPlus Warranty, 512 SSD no return service, and
Custom BIOS.
2,470.00 148,200.00
2 60 FEE-100001 Recycle Fee for Monitors 4"-15"4.00 240.00
3 34 PR-220110 TrimLine CF-33 Tablet (Lite port rep, No RF)
No video outputs
725.00 24,650.00
4 34 PS-202013 Lind 120 Watt CF-33 DC Cig Adapter 112.00 3,808.00
5 12 PR-110046 Desktop Dock Cradle For CF-33 Tablet
Desktop Dock Cradle for CF-33 Tablet Only. USB 3.0 (2), USB 2.0 (4), HDMI (2), Serial, LAN (2),
Kensington Lock. NO AC Adapter Included.MFR# CF-VEB332M
325.00 3,900.00
6 1 NA-210048 Premium Keyboard for CF-33, Emissive Red Backlit
(4 levels).Handle/kickstand - display can be opened to any angle.Compatible with Tablet, 33 Laptop
Vehicle Dock, and 33 Desktop Dock.Ethernet, SDXC (full-size), HDMI, VGA, USB 2.0, USB 3.0 (2), Serial
(USB)
515.00 515.00
7 6 VM-130011 Mongoose 9" locking slide arm w/Vesa Clevis 225.00 1,350.00
8 3 DS-910031 GJ 13.3" Capacitive Touch Screen (1) HDMI (1) VGA (1)
USB type C (2A @ 5V) fast charging (1) USB type B (for Touch Control) (2) USB 3.0 (fast charging 1.5A) (1)
Aux. out 3.5 mm (1) DC input (Barrel Jack) VESA 75mm and 100mm mounting holes, 1000 nits
760.00 2,280.00
------
Estimated delivery 4-6 weeks ARO.
Panasonic NASPO Valuepoint Contract
Master Agreement: MNWNC-124.
Page 1 of 2
Item 6
Packet Page 64
Print Date 10/30/20
Print Time 02:03:45 PM
SubTotal 184,943.00
Freight 168.00
7.750% Sales Tax 14,314.48
Order Total 199,425.48
Sales Quote No.116145-D
Customer No.CISLUISOBI
California Participating Addendum 7-15-70-34-023
Panasonic Warranty Entitlements
Eric Mortensen
emortens@slocity.org
805.781.7529
By signing, you are confirming not only your request to purchase, but also your authority
to purchase the goods and services on this quote on behalf of the organization you
represent. Signed quotes are de facto purchase orders and fall under the same terms and
conditions of sale. If you choose to pay by credit card, you approve an additional 3%
processing fee on total order for Visa/MC/Discover and 5% for American Express.
_______________________________________________________
Signature
_______________________________________________________
Print Name
_______________________________________________________
Date
CDCE Inc.
22641 Old Canal Road
Yorba Linda, CA 92887
Telephone: 714-282-8881
Sales Quote
Bill To
City of San Luis Obispo
990 Palm Street
it_ap@slocity.org
San Luis Obispo, CA 93401
Ship To
City of San Luis Obispo
Attn:
990 Palm St
San Luis Obispo, CA 93401
Contact:
Telephone: 805.781.7529
Email:
Contact: Eric Mortensen
Telephone: 805.781.7529
Email:
Quote Date Ship Via F.O.B.Customer PO Number
10/30/20 Drop Ship Destination
Entered By Salesperson Order By Payment Method
Casey Leff CLEFF Eric Mortensen Net 30
Line
Item
Order
Qty Part # Description
Unit
Price
Extended
Price
Page 2 of 2
Item 6
Packet Page 65
Sales Quote No.116108-K
Customer No.CISLUISOBI
Print Date 11/17/20
Print Time 03:41:24 PM
SubTotal 60,440.00
Freight 195.00
7.750% Sales Tax 4,241.27
Order Total 64,876.27
CDCE Inc.
22641 Old Canal Road
Yorba Linda, CA 92887
Telephone: 714-282-8881
Sales Quote
Bill To
City of San Luis Obispo
990 Palm Street
it_ap@slocity.org
San Luis Obispo, CA 93401
Ship To
City of San Luis Obispo
Attn:
990 Palm St
San Luis Obispo, CA 93401
Contact:
Telephone: 805-781-7017
Email:
Contact: Eric Mortensen
Telephone: 805-781-7017
Email:
Quote Date Ship Via F.O.B.Customer PO Number
11/17/20 UPS Ground Destination
Entered By Salesperson Order By Payment Method
Casey Leff CLEFF Eric Mortensen Net 30
Line
Item
Order
Qty Part # Description
Unit
Price
Extended
Price
1 34 DM-200015 SW AirLink MG90 - Single LTE-A Pro - NA 1,329.00 45,186.00
2 12 DM-200010 Airlink MP70 802.11ac Cellular Modem/Wireless Router
4G - LTE, HSPA+, EVDO - 2.40 GHz ISM Band - 5 GHz UNII Band - 1331.20 Mbit/s Wireless Speed - 4 x
Network Port - USB - Gigabit Ethernet - VPN Supported - Vehicle Mount LTE-ADVANCED PRO /
HSPA+ WIFI
795.00 9,540.00
3 1 LAB-320041 Sierra Wireless AirLink Device Deployment (Remote)
MFG# 9010275
3,000.00 3,000.00
4 46 LAB-310005 CDCE Sierra Pre-deployment kitting
Install SIM cards, Label each device for vehicle-specific, Test/verify connectivity.
59.00 2,714.00
------
Ship routers to CDCE for kitting.
Estimated delivery 4-6 weeks ARO.
By signing, you are confirming not only your request to purchase, but also your authority
to purchase the goods and services on this quote on behalf of the organization you
represent. Signed quotes are de facto purchase orders and fall under the same terms and
conditions of sale. If you choose to pay by credit card, you approve an additional 3%
processing fee on total order for Visa/MC/Discover and 5% for American Express.
_______________________________________________________
Signature
_______________________________________________________
Page 1 of 2
Item 6
Packet Page 66
Print Date 11/17/20
Print Time 03:41:24 PM
SubTotal 60,440.00
Freight 195.00
7.750% Sales Tax 4,241.27
Order Total 64,876.27
Sales Quote No.116108-K
Customer No.CISLUISOBI
Print Name
_______________________________________________________
Date
CDCE Inc.
22641 Old Canal Road
Yorba Linda, CA 92887
Telephone: 714-282-8881
Sales Quote
Bill To
City of San Luis Obispo
990 Palm Street
it_ap@slocity.org
San Luis Obispo, CA 93401
Ship To
City of San Luis Obispo
Attn:
990 Palm St
San Luis Obispo, CA 93401
Contact:
Telephone: 805-781-7017
Email:
Contact: Eric Mortensen
Telephone: 805-781-7017
Email:
Quote Date Ship Via F.O.B.Customer PO Number
11/17/20 UPS Ground Destination
Entered By Salesperson Order By Payment Method
Casey Leff CLEFF Eric Mortensen Net 30
Line
Item
Order
Qty Part # Description
Unit
Price
Extended
Price
Page 2 of 2
Item 6
Packet Page 67
4RE/ V300 Price
Quote
415 E. Exchange Parkway • Allen, TX • 75002
Toll Free (800) 605-6734 • Main (972) 423-9777 • Fax (972) 423-9778
www.WatchGuardVideo.com
Page 1 of 2
CUSTOMER:San Luis Obispo Police Department
ISSUED: 12/10/2020 3:25 PM
EXPIRATION: 1/31/2021 6:00 AM
TOTAL PROJECT ESTIMATED
AT:$216,748.90
ATTENTION:Eric Mortensen SALES CONTACT: Leah Kipp
PHONE:805-781-7317
E-MAIL:
DIRECT: (214) 785-2615
E-MAIL: leah.kipp@motorolasolutions.com
In Car Video and Body Cameras Proposal
V300 Cameras and Options
Part Number Detail Qty Direct Discount Total Price
VIS-300-BWC-001 V300, Body Worn Camera, 1080P,
WiFi/Bluetooth with Removable Battery 57.00 $995.00 $0.00 $56,715.00
VIS-300-VTS-KIT Transfer Station II Kit, Incl. Power & AC
Cables, Label and Docs 7.00 $1,495.00 $0.00 $10,465.00
VIS-300-CHG-001 V300, USB Dock, D300, Desktop Charge/Upload
Kit Incl. Power and USB Cables 5.00 $95.00 $0.00 $475.00
VIS-300-VEH-002 V300, WiFi Dock, D330, In-Vehicle
Charge/Upload Kit, Incl, Cables and Brackets 22.00 $295.00 $0.00 $6,490.00
VIS-300-BAT-RMV V300, Battery, Removable and Rechargable,
3.8V, 4180mAh 57.00 $99.00 $0.00 $5,643.00
WAR-300-CAM-NOF Warranty, V300 3 Year, No-Fault 57.00 $450.00 $0.00 $25,650.00
Shipping and Handling
Part Number Detail Qty Direct Discount Total Price
Freight Shipping/Handling and Processing Charges 1.00 $995.00 $0.00 $995.00
$106,433.00
In Car Video System and Options
PoE Switch
Part Number Detail Qty Direct Discount Total Price
HDW-ETH-SWT-005 VISTA HD, 4RE, Smart PoE Switch 22.00 $250.00 $0.00 $5,500.00
4RE In-Car System and Options
Part Number Detail Qty Direct Discount Total Price
WGA00480 4RE, HD DVR, Gen. 2, Series only 22.00 $2,500.00 $0.00 $55,000.00
Purchasing Agreement #2018-000203
Item 6
Packet Page 68
4RE/ V300 Price
Quote
415 E. Exchange Parkway • Allen, TX • 75002
Toll Free (800) 605-6734 • Main (972) 423-9777 • Fax (972) 423-9778
www.WatchGuardVideo.com
Page 2 of 2
WAR-4RE-CAR-1ST Warranty, 4RE, In-Car, 1st Year (Months 1-12) 22.00 $0.00 $0.00 $0.00
WAR-4RE-CAR-2ND Warranty, 4RE, In-Car, 2nd Year (Months 13-
24) 22.00 $100.00 $0.00 $2,200.00
WAR-4RE-CAR-3RD Warranty, 4RE, In-Car, 3rd Year (Months 25-36) 22.00 $200.00 $0.00 $4,400.00
Additional Software and Licensing
Part Number Detail Qty Direct Discount Total Price
ELC-CLD-ASG-001 EvidenceLibrary.com Unlimited Annual Device
License- Assigned 57.00 $495.00 $0.00 $28,215.00
ELC-CLD-PLD-001 EvidenceLibrary.com Unlimited Annual Device
License- Pooled 22.00 $695.00 $0.00 $15,290.00
Server Hardware and Software
Part Number Detail Qty Direct Discount Total Price
HDW-UPL-SRV-501 Upload Device, 1U, EvidenceLibrary.com, 60
Concurrent Devices, 5 Year Warranty 1.00 $4,500.00 $0.00 $4,500.00
WatchGuard Video Technical Services
Part Number Detail Qty Direct Discount Total Price
Freight Shipping/Handling and Processing Charges 1.00 $200.00 $0.00 $200.00
$115,305.00
Total Estimated Tax, may vary from State to State $17,184.70
Configuration Discounts $0.00
Additional Quote Discount $22,173.80
Total Amount $216,748.90
NOTE: This is only an estimate for 4RE & VISTA related hardware, software and WG Technical Services. Actual costs related to a
turn-key operation requires more detailed discussion and analysis, which will define actual back-office costs and any costs
associated with configuration, support and installation. Please contact your sales representative for more details.
Title and risk of loss for the Equipment will pass to Customer upon shipment by Motorola, notwithstanding any other terms and
conditions.
To accept this quotation, sign, date and return with Purchase Order: _______________________________ DATE: _______________
4RE Hardware Warranties
Part Number Detail Qty Direct Discount Total Price
Item 6
Packet Page 69
4RE/VISTA Price
Quote
415 E. Exchange Parkway • Allen, TX • 75002
Toll Free (800) 605-6734 • Main (972) 423-9777 • Fax (972) 423-9778
www.WatchGuardVideo.com
Page 1 of 2
CUSTOMER:San Luis Obispo Police Department ISSUED: 8/11/2020 11:21 AM
EXPIRATION: 9/30/2020 5:00 AM
,
,,
,,,
TOTAL PROJECT ESTIMATED AT:
$12,000.00
ATTENTION:Eric Mortensen SALES CONTACT: Leah Kipp
PHONE:805-781-7317 DIRECT: (214) 785-2615
E-MAIL: E-MAIL: leah.kipp@motorolasolutions.com
4RE and VISTA Proposal
WatchGuard Video Technical Services
Part Number Detail Qty Direct Discount Total Price
DTA-MIG-SRV-028 Data Migration (28TB) 1.00 $12,000.00 $0.00 $12,000.00
Shipping and Handling
Part Number Detail Qty Direct Discount Total Price
Freight Shipping/Handling and Processing Charges 1.00 $0.00 $0.00 $0.00
$12,000.00
Total Estimated Tax, may vary from State to State $0.00
Configuration Discounts $0.00
Additional Quote Discount $0.00
Total Amount $12,000.00
NOTE: This is only an estimate for 4RE & VISTA related hardware, software and WG Technical Services. Actual costs related to a
turn-key operation requires more detailed discussion and analysis, which will define actual back-office costs and any costs
associated with configuration, support and installation. Please contact your sales representative for more details.
To accept this quotation, sign, date and return with Purchase Order: _______________________________ DATE: _______________
Item 6
Packet Page 70
4RE/VISTA Price
Quote
415 E. Exchange Parkway • Allen, TX • 75002
Toll Free (800) 605-6734 • Main (972) 423-9777 • Fax (972) 423-9778
www.WatchGuardVideo.com
Page 2 of 2
Item 6
Packet Page 71
Estimate
Date
12/14/2020
Estimate #
4617
Name / Address
City of San Luis Obispo
25 Prado Rd.
San Luis Obispo, CA 93401 Sales Rep
Jesse
Make/Model/Unit #
Equipment swap
Total
Subtotal
Sales Tax (7.75%)
3536 S. HIGUERA, SUITE 230
SAN LUIS OBISPO, CA 93401
(805) 541-4455
sales@drivecustoms.com
ESTIMATES VALID FOR 60 DAYS. ALL ITEMS ARE NEW UNLESS OTHERWISE STATED.
TERMS AND CONDITIONS: Vehicle must have 500 or more miles at the time of upfit or sales tax
will be added to labor total. Lifetime warranty on all installation. Drive Customs will honor
manufacturer's warranty on all products purchased from and installed by Drive Customs. No
product warranty will be honored for department-supplied equipment. Drive Customs will not be
held responsible for any damages that may occur as a result of defective department-supplied
product. Drive Customs is EVT Certified through 2024.
Business Hours
CA Resale #100-848884 B.E.A.R. #89765
Monday - Friday: 9:00AM - 6:00PM
Saturday: By Appointment
Sunday: Closed
Description Qty TotalItemAmount
Labor to swap over Computer docks and Inmotion equipment (in 22
units)
22 2,420.00Labor110.00
$2,420.00
$2,420.00
$0.00
Item 6
Packet Page 72
Department Name: Public Works
Cost Center: 5006
For Agenda of: January 12, 2021
Placement: Public Hearing
Estimated Time: 45 Minutes
FROM: Matt Horn, Director of Public Works
Prepared By: Brian Nelson, Supervising Civil Engineer
SUBJECT: HIGUERA STREET SIDEWALK REPAIR, SPECIFICATION NO. 91320
RECOMMENDATION
1. Receive a report on the cost to implement Higuera Street Sidewalk Repairs; and
2. Receive any objections or protests of cost by property owner of 858-860 Higuera Street; and
3. Authorize staff to recover the costs for Higuera Street Sidewalk Repairs in the amount of
$66,080 for project related costs; and
4. Adopt a resolution (Attachment A) imposing an Administrative lien on the 858-860 Higuera
Street property if the property owner fails to pay the cost recovery.
DISCUSSION
Background
In the 2007-09 Financial Plan, the City Council approved a Major City Goal for Downtown
Maintenance and Beautification. Past work has included street resurfacing, pedestrian light
installation, new Mission-Style sidewalk, tree and tree grate maintenance, new trash cans, street
and traffic light pole painting, and other similar improvements. This has been an ongoing effort
to maintain and enhance the Downtown.
When the initial Downtown Renewal project was implemented in 2012, a small section of the
sidewalk located in front of 858 & 860 Higuera Street (Attachment B) was not included in the
work as it was discovered there was a basement space below the sidewalk. The sidewalk, which
was acting as the ceiling for the basement below it, required specialized engineering and this
work became its own separate project.
State and City Sidewalk Maintenance and Replacement
The City of San Luis Obispo’s Municipal Code Section 12.16.020, which incorporates the
procedure set forth in the Streets and Highway Code Division 7, Part 3, Chapter 22, indicates the
property owner is responsible for the maintenance and repair of sidewalk adjacent to their
property. The City has a long history of assisting property owners with this work in Downtown,
the Railroad District, and throughout the City to mitigate trip and fall issues and implement
improvements for pedestrian mobility, such as curb ramps.
Item 7
Packet Page 73
The City can compel property owners to repair or maintain the sidewalk adjacent to their property
if it is in such a condition to endanger persons or property or interfere with the public convenience
in the use of such sidewalk. This process is conveyed in the Streets and Highway Code
(Attachment C), which requires the City to issue the property owner a Notice of Correction.
As indicated in the Code, following the Notice of Correction, the property owner has two weeks
to start the work. At the end of the time period, if the property owner has not started this work,
the City may complete the work and seek reimbursement for its costs. If the property owner fails
to pay the cost for repair, the Council may authorize a lien on the property for the same amount to
eventually obtain reimbursement for the costs. A lien is a form of security interest over the
property to secure the payment of the debt. A lien does not require immediate foreclosure, and
thus, allows the property owner time to pay off its debt to the City. This final action of seeking
cost reimbursement is the subject action of this report.
858 & 860 Higuera Sidewalk Replacement Project and Property Owner Notice of
Correction
In March 2019, a small chunk of the sidewalk located at 858 & 860 Higuera broke off and fell
into the basement. This event indicated that the sidewalk was deteriorating, and replacement was
urgently needed. The City had design documents ready for this work, but due to recent building
code revisions, the design needed to be updated. The design documents were updated, and staff
reinitiated coordination of this project with the property owner, tenants, adjacent businesses in
Downtown SLO. Because of the basement under the sidewalk, the cooperation of the property
owner and tenants of 858 & 860 Higuera Street was essential to the completion of the project.
On November 19, 2019, the City Council considered this project and approved staff’s
recommendation to formally issue a Notice of Correction to the property owner of 858 & 860
Higuera Street indicating that the replacement of the sidewalk was the property owners’
responsibility, and they must start this work within two weeks of this notification. If the property
owner did not take action, concurrently, the City would advertise for bids for this work, fully fund
the construction cost of this project, and consider seeking future reimbursement. This action allowed
the deteriorating sidewalk to be replaced as quickly as possible, created a condition where
cooperation with the City to replace this sidewalk was in the property owners best interest, and
secured the City’s ability to seek cost reimbursement from the property owner after the project was
complete. (Attachment D).
In compliance with the Streets and Highway Code, staff issued a Notice of Correction to the property
owner on January 2, 2020 and a second Notice of Correction on January 9, 2020. The City’s design
documents were also provided to the property owner so that the property owner could solicit bids of
their own. The Streets and Highway Code mandates that the private property owner start
construction within two weeks of the issued Notice of Correction. Therefore, the property owner was
required to start construction on or before January 16, 2020 (Attachment F). Concurrent with issuing
the Notices of Correction, the City was advertising the project for construction bids. Since no
response was received from the property owner and no construction work had begun by January 16,
2020, the City awarded a contract to Brough Construction (the “Contractor”) to complete the
sidewalk replacement work.
Item 7
Packet Page 74
Brough Construction started the sidewalk project on March 9, 2020 and completed the work on April
28, 2020. Included in the design documents were several restrictions placed upon the contractor that
were intended to reduce the project impacts on businesses in the Downtown. However, due to
COVID-19, a Shelter at Home Order was issued by the County of San Luis Obispo and many
businesses in the Downtown had been closed. The Contractor was able to complete the work three
weeks ahead of schedule since daytime work was allowed and access to adjacent businesses was
not needed. During construction, the owners of the impacted businesses around the sidewalk area of
repair fully cooperated with the City and the Contractor to expedite this project. The owner of the
only store that had access to the basement initially refused to let the Contractor or the City go
through his store to get to the basement area for construction purposes; however, access to the
basement area was granted during the bidding period to the City and contractors for viewing
purposes only. After the mandated closure of his business due to COVID-19, access through the
store for the Contractor and City Inspector was granted. By that time, the City and the Contractor had
developed an alternate plan to access the basement completely through the public right of way.
Below is a summarized timeline of the above discussion.
Summary Timeline
Date Event
July 2007 07/09 Financial Plan Adopted - Council Approves MCG for Downtown Beautification
Summer 2012 Initial Downtown Renewal Project – Sidewalk at 858 & 860 Higuera not included due to
basement and structural sidewalk complexities. Engineering design work begins.
Construction deferred until funding appropriated by a future financial plan.
March 2019 Small chunk of sidewalk breaks off and falls into basement of 858 Higuera. Staff utilize
available funding to begin finalizing of the project design to current codes and standards.
June 4, 2019 19/21 Financial Plan Adopted – Council appropriates $190,000 to support project
construction.
June 12, 2019 Property owner grants a Right of Entry for access to the basement. Access is used for
finalizing engineering plans and specifications for the structure supports of the sidewalk, as
well as updating cost estimates. (Included with Attachment G)
August 1, 2019 Staff receive updated construction cost estimates showing insufficient funding exists to
support the project.
September 30, 2019 Staff communicate cost increases to the property owner stating that the project is
underfunded, and request property owner participation in cost sharing of the work.
Additionally, staff request greater access to the basement to potentially reduce construction
costs (Attachment E). Since the initial Right of Entry signed on June 12th, 2019, access had
been further limited due to concerns of business owners at the property. No response to the
September 30, 2019 letter was received.
November 19, 2019 Council authorizes staff to advertise for construction of the Higuera Sidewalk Repair project,
and direct staff to send the property owner a Notice of Correction. (Attachment D)
January 2, 2020 First Notice of Correction letter sent (Attachment F)
January 9, 2020 Second Notice of Correction letter sent (Attachment F)
January 16, 2020 Construction contract awarded to Brough Construction
March 9, 2020 Construction work begins
March 15, 2020 Regional shelter at home orders issued due to Covid-19 Pandemic. With resulting business
closures, this allowed work to be accomplished during the day, reducing construction
duration.
April 28, 2020 Construction completed ahead of schedule
Item 7
Packet Page 75
The cost and funding for this work is shown in the table below.
Design Costs:$6,850
Construction Cost:$255,480
Construction Contingencies Spent:$9,378
Engineering Costs:$2,468
Special Inspection:$1,385
Total Estimated Project Cost:$275,561
Proposed FY19-20 Funding Allocation:
Project Budget:$350,000
Project Costs:$275,561
Budget Remaining:$74,440
Higuera Street Sidewalk Repair, Specification No. 91320
Cost of Construction and Staff Recommendation
Staff evaluated the total construction cost of the work and categorized those cost into two
categories. Those categories are cost associated with work due to the basement under the
sidewalk and the cost associated with sidewalk construction shown below.
Design Costs:$6,850
Sidewalk Costs:$66,080
Basement Costs:$202,631
Total Project Cost:$275,561
Higuera Street Sidewalk Repair, Specification No. 91320
Typically, a sidewalk replacement project requires design for the sidewalk, curb, and gutter,
which would be done by staff. Due to a basement space being underneath the sidewalk at this
location, it required the services of a structural engineering consultant to provide design
documents.
The majority of the design work, and ultimately the construction cost, was for the structural
support at the basement level for the sidewalk above. This work was comprised of careful
demolition and removal of the existing sidewalk, installation of new footings for a new structural
beam and decking that supports the sidewalk, and temporary relocation and re -installation of
utility lines and valves.
The sidewalk costs are those direct costs for installation of sidewalk adjacent to 858 & 860
Higuera Street.
Item 7
Packet Page 76
After evaluation of the cost, staff reviewed the following five reimbursement options as follows:
Option Description
1
Convey all project cost to the private property owner. This option would require the
private property owner to provide the City compensation in the amount of $275,561.
This option requires the private property owner to fund the full cost of the project.
Total Cost to City: $0 or 0% of total project cost
Total Cost to Private Property Owner: $275,561 or 100% of total project cost
2
Convey all project cost to the private property owner and issue the private property
owner a credit in the amount of $66,080. This option would require the private
property owner to provide the City compensation in the amount of $209,481 to fund
the full cost of the basement work and design cost associated with the basement
work.
Total Cost to City: $66,080 or 24% of total project cost
Total Cost to Private Property Owner: $209,481 or 76% of total project cost
3
Convey all project cost to the private property owner and issue the private property
owner a credit in the amount of $209,481. This option would require the private
property owner to provide the City compensation in the amount of $66,080 to fund
the full cost of the sidewalk work only.
Total Cost to City: $209,481 or 76% of total project cost
Total Cost to Private Property Owner: $66,080 or 24% of total project cost
4
Convey all project cost to the private property owner and issue the private property
owner a credit of some amount determined by Council. This option would allow
Council to size the credit to ensure the private property owner receives the same
level of service as other downtown businesses where the City has replaced
sidewalks.
Total Cost to City: To Be Determined by Council
Total Cost to Private Property Owner: To Be Determined by Council
5
Do not convey any of the project cost to the private property owner. This option
would not require the private property owner to provide any compensation to the
City.
Total Cost to City: $275,561 or 100% of total project cost
Total Cost to Private Property Owner: $0 or 0% of total project cost
Staff is recommending to Council option three, crediting the private property owner $209,481,
for a total reimbursement amount of $66,080 to the City. This recommendation would offset
about 24% of the overall project cost to the City, or $66,080, and provides a high level of
service to this property.
Item 7
Packet Page 77
This option only requires the property owner to reimburse the City for the sidewalk work, the
cost of which is consistent with what would be expected to repair a similar sidewalk segment in
the downtown. This recommendation remains consistent with the Municipal Code requirements
for property owners to repair and maintain sidewalks adjacent to their property.
Previous Council or Advisory Body Action
On November 19, 2019, the City Council approved staff to advertise the project for construction
bids and authorized the City Manager to award a construction contract to the lowest responsible
bidder.
Policy Context
Section 12.16.020 of the Municipal Code references the State of California’s Streets and
Highway Code that indicates the adjacent property owner of public sidewalks are required to
maintain these sidewalks (Attachment C). At the November 19, 2019 City Council meeting, the
Council directed staff to issue a Notice to Correct to the property owner, requiring the owner to
start the sidewalk replacement work and pursue diligently until complete. The issuance of a
Notice to Correct requires that, if the owner failed to start this work within two weeks, the City
could then complete the necessary work. Further, upon completion of this work, the final cost of
the work would be presented to City Council in a Public Hearing in which City Council would
make the final determination on whether to lien the property to eventually obtain reimbursement
for this cost (Attachment D).
The City has a past practice, in many instances, particularly those areas of the downtown where
the sidewalk is used intensively by the public, to maintain and repair it in the interest of public
safety.
Public Engagement
The Property Owner of 858-860 Higuera Street was provided staff’s recommendation for review
and comment on October 20, 2020 and again on December 14, 2020. On December 16, 2020,
the property owner responded to this draft report to provide an additional attachment and
clarification, which have now been included in this report. Additional prior written
correspondence received from the Property Owner is from June 2, 2020, regarding concerns
about payment for the sidewalk replacement (Attachment G). This letter does not regard the
recommendation or content of this staff report.
CONCURRENCE
The recommended actions are supported by the Administration Department.
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: 2019-20
Funding Identified: Yes
Funding Sources
Total Budget
Available
Total Budget
Spent
Remaining
Balance
Annual
Ongoing Cost
General Fund: $350,000 $275,561 $74,440 $0
Cost Recovery: $66,080
Total $350,000 $275,561 $140,520 $0
The total available project budget was $350,000, which includes the original 19/20 Financial
Plan appropriation of $190,000, as well as $160,000 in additional funding approved by Council
to support the project due to cost increases (Attachment D – Fiscal Impact Section). The
recommended cost recovery will provide $66,080 of funding that would increase the remaining
balance of the project account from $74,440 to $140,520. This funding could be used to
supplement an underfunded project or for a new CIP project.
ALTERNATIVES
1. Options One through Five. The Council could choose not to collect any payment or require
payment of variable amounts up to the entire project cost.
Attachments:
a - Draft Resolution
b - Vicinity Map
c - Streets and Highway Code Sections 5610-5618
d - COUNCIL READING FILE - Council Report and Minutes dated 11/19/2019
e - Notice Letter to Property Owner dated 09/30/2019
f - Notice of Correction Letters to Property Owner
g - Building Owner Letter
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R ______
RESOLUTION NO. _____ (2021 SERIES)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, AUTHORIZING STAFF TO RECOVER THE
COSTS FOR HIGUERA STREET SIDEWALK REPAIR IN THE AMOUNT
OF $66,080 FOR INSTALLATION OF MISSION-STYLE SIDEWALK
FROM THE PROPERTY OWNER OF 858 & 860 HIGUERA STREET, AND
IN THE EVENT OF NON-PAYMENT FROM THE PROPERTY OWNER,
IMPOSING AN ADMINISTRATIVE LIEN ON THE 858 & 860 HIGUERA
STREET PROPERTY
WHEREAS, Municipal Code Section 12.16.020, which incorporates the procedures set
forth in the Streets and Highway Code Division 7, Part 3, Chapter 22, indicates that a property is
responsible for the maintenance and replacement of sidewalk adjacent to their property; and
WHEREAS, pursuant to Streets and Highway Code Division 7, Part 3, Chapter 22, and
thus, Municipal Code Section 12.16.020, the City can compel property owners to repair or
maintain sidewalk adjacent to their property if it is in such a condition to endanger persons or
property or interfere with the public convenience in the use of such sidewalk; and
WHEREAS, in March 2019, a small piece of sidewalk located at 858 & 860 Higuera broke
off and fell into the basement below, revealing that the sidewalk was deteriorating, and
replacement was urgently needed;
WHEREAS, on November 19, 2019, the City Council authorized staff to advertise for bids
for repair of the sidewalk at 858 & 860 Higuera Street (the “Higuera Street Sidewalk Repair Project,”
Specification No. 91320), , and to formally issue a Notice of Correction to the property owner of 858
& 860 Higuera Street (the “Property Owner”) pursuant to California Streets and Highways Code
Sections 5611–5614; and
WHEREAS, on January 2, and January 9, 2020, the City issued Notice of Correction
letters to the Property Owner, requiring the Property Owner to start construction on or before January
16, 2020 per California Streets and Highways Code Section 5614; and
WHEREAS, on March 9, 2020, having received no response from the Property Owner to the
Notice of Correction letters, the City authorized the awarded contractor to begin construction of the
Higuera Street Sidewalk Repair project and the work was completed on April 28, 2020; and
WHEREAS, staff evaluated the total construction cost of the Higuera Street Sidewalk
Repair project and categorized the cost into two categories, cost associated with work to the
basement under the sidewalk, totaling $202,631, and the cost associated with sidewalk
construction, totaling $66,080; and
WHEREAS, the City Council of the City of San Luis Obispo conducted a public hearing
via webinar on January 12, 2021; and
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Resolution No. _____ (2021 Series) Page 2
R ______
WHEREAS, the City Council has considered all evidence, including the testimony of the
property owner, interested parties, and the reports, evaluations, and recommendations by staff,
presented to the City Council; and
WHEREAS, notices of said public hearings were made at the time and in the manner
required by law.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis Obispo
that:
SECTION 1. Findings. The City Council of San Luis Obispo finds: The above statements
are true and that staff complied with the procedures required by Municipal Code Chapter 12.16.020
and Streets and Highway Code Division 7, Part 3, Chapter 22 for the Higuera Street Sidewalk
Repair Project.
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Resolution No. _____ (2021 Series) Page 3
R ______
SECTION 2. Action. Staff is hereby authorized to recover the costs for Higuera Street
Sidewalk Repair Project from the Property Owner in the amount of $66,080 for installation of
Mission-Style sidewalk. If payment is not received from the Property Owner by March 31, 2021,
this resolution shall impose an administrative lien in the amount of $66,080 on the 858 & 860
Higuera Street property.
Upon motion of _______________________, seconded by _______________________,
and on the following roll call vote:
AYES:
NOES:
ABSENT:
The foregoing resolution was adopted this _____ day of _____________________ 2021.
____________________________________
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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Item 7Packet Page 83
City of San Luis Obispo, Public Works, 919 Palm Street, San Luis Obispo, CA, 93401-3218, 805.781.7200, slocity.org
Attachment 1 – Streets and Highway Code – Division 7, Part 3, Chapter 22, Article 2
STREETS AND HIGHWAYS CODE - SHC
DIVISION 7. THE IMPROVEMENT ACT OF 1911
PART 3. PERFORMING THE WORK
CHAPTER 22. Maintenance of Sidewalks
ARTICLE 2. Repairs
5610. The owners of lots or portions of lots fronting on any portion of a public street or place when
that street or place is improved or if and when the area between the property line of the adjacent
property and the street line is maintained as a park or parking strip, shall maintain any sidewalk in
such condition that the sidewalk will not endanger persons or property and maintain it in a condition
which will not interfere with the public convenience in the use of those works or areas save and
except as to those conditions created or maintained in, upon, along, or in connection with such
sidewalk by any person other than the owner, under and by virtue of any permit or right granted to
him by law or by the city authorities in charge thereof, and such persons shall be under a like duty in
relation thereto.
5611. When any portion of the sidewalk is out of repair or pending reconstruction and in condition
to endanger persons or property or in condition to interfere with the public convenience in the use
of such sidewalk, the superintendent of streets shall notify the owner or person in possession of the
property fronting on that portion of such sidewalk so out of repair, to repair the sidewalk.
5612. Notice to repair may be given by delivering a written notice personally to the owner or to the
person in possession of the property facing upon the sidewalk so out of repair, or by mailing a postal
card, postage prepaid, to the person in possession of such property, or to the owner thereof at his
last known address as the same appears on the last equalized assessment rolls of such city or to the
name and address of the person owning such property as shown in the records of the office of the
clerk.
5613. The postal card shall contain a notice to repair the sidewalk so out of repair, and the
superintendent of streets shall, immediately upon the mailing of the notice, cause a copy thereof
printed on a card of not less than 8 inches by 10 inches in size, to be posted in a conspicuous place
on the property. In lieu of posting a copy of the mailed notice on the property as provided in this
section, the superintendent of streets may, not less than seven days nor more than 10 days after the
mailing of the first postal card notice, mail an additional postal card, postage prepaid, marked
“Second Notice,” to the person to whom the first postal card notice was addressed. The second
notice shall otherwise contain the material required by this article but shall not extend the time for
commencing repairs specified in Section 5614.
5614. The notice shall particularly specify what work is required to be done, and how it is to be done,
and what materials shall be used in the repair and shall further specify that if the repair is not
commenced within two weeks after notice is given and diligently and without interruption
prosecuted to completion, the superintendent of streets shall make such repair, and the cost of the
same shall be a lien on the property.
5614.1. The legislative body may adopt a resolution determining that bonds shall be issued, and
assessments collected and enforced pursuant to Part 5 of this division. In such event, the notice to
repair shall specify that bonds shall be issued to represent the security of the unpaid assessments,
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City of San Luis Obispo, Public Works, 919 Palm Street, San Luis Obispo, CA, 93401-3218, 805.781.7200, slocity.org
Attachment 1 – Streets and Highway Code – Division 7, Part 3, Chapter 22, Article 2
payable over a period of not to exceed six years, and shall further recite a maximum rate of interest
to be paid on the indebtedness, which shall not exceed 7 percent a year, payable semiannually.
5615. If the repair is not commenced and prosecuted to completion with due diligence, as required
by the notice, the superintendent of streets shall forthwith repair the sidewalk. Upon the written
request of the owner of the property facing the sidewalk so out of repair, as ascertained from the
last equalized assessment roll of the city, or as shown in the records of the office of the clerk, the
superintendent may repair any other portion of the sidewalk fronting on the property that is
designated by the owner. The superintendent shall have power to prescribe the form of the written
request. The cost of repair work done by request pursuant to this section shall be a part of the cost
of repairs for which, pursuant to this chapter, subsequent notices are given, hearings held, and
assessment and collection procedures are conducted.
5616. Upon the completion of the repair, the superintendent of streets shall cause notice of the cost
of the repair to be given in the manner specified in this article for the giving of notice to repair, which
notice shall specify the day, hour and place when the legislative body will hear and pass upon a report
by the superintendent of streets of the cost of the repair together with any objections or protests, if
any, which may be raised by any property owner liable to be assessed for the cost of such repair and
any other interested persons. If bonds are to be issued, the notice shall also contain the information
required by Section 5614.1.
5617. Upon the completion of the repair, the superintendent of streets shall prepare and file with
the legislative body a report specifying the repairs which have been made, the cost of the repairs, a
description of the real property in front of which the repairs have been made and the assessment
against each lot or parcel of land proposed to be levied to pay the cost thereof. Any such report may
include repairs to any number of parcels of property, whether contiguous to each other or not.
5618. Upon the day and hour fixed for the hearing the legislative body shall hear and pass upon the
report of the superintendent of streets, together with any objections or protests which may be raised
by any of the property owners liable to be assessed for the work of making such repair and any other
interested persons. Thereupon the legislative body may make such revision, correction or
modifications in the report as it may deem just, after which, by motion or resolution, the report as
submitted, or as revised, corrected or modified, shall be confirmed. The legislative body may adjourn
the hearings from time to time. The decisions of the legislative body on all protests and objections
which may be made, shall be final and conclusive.
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City of San Luis Obispo, Public Works, 919 Palm Street, San Luis Obispo, CA, 93401-3218, 805.781.7200, slocity.org
September 30, 2019
Lana Johns
2333 Sunrise Drive
Bishop, CA 93514
Subject: Sidewalk Repair – 858-860 Higuera Street
Ms. Johns,
This letter is in regard to the sidewalk in front of your property in San Luis Obispo, 858-860
Higuera Street. In our last conversation, on August 28, 2019, I updated you that the City had
completed a construction cost estimate which clearly indicated that the project was
underfunded and could not continue under staff’s authority and that we had concerns about
the lack of owner financial participation in the project.
Due to the increased cost of the sidewalk repair project, we must go back to the City Council
to request additional funding and obtain approval to advertise the project.
At this time, the City is concerned about the high cost of the repair work which directly
benefits your property. Further, the City of San Luis Obispo’s Municipal Code identifies the
curb, gutter and sidewalk in front of your property as being the maintenance responsibility of
the property owner.
12.16.020 Property owner’s responsibility – City Municipal Code
The maintenance, repair and collection of the cost of repair shall be governed by the
procedure set forth in Division 7, Part 3, Chapter 22 of the Streets and Highways Code
of the state. (Prior code § 7330.1)
Related, appropriate sections of the Streets and Highway Code which support the cost of repair
relationship to the property owner are included as an attachment to this letter.
While this is not a notice for correction, the City offers you the opportunity to participate in a
cost sharing of this construction work. This project not only provides safer access and benefits
to the businesses on your property but it also benefits the community. I am available to discuss
with you some proportional cost sharing for this project.
Related to our discussion, in an effort to potentially decrease costs, the City requests that there
be greater access to the basement of your property during construction (a construction access
agreement). As the only access to the basement area is through LuLu Luxe, it will be very
difficult, if not impossible, for the Contractor to access this way only once, until an access
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opening is created through the sidewalk. All safeguards will be implemented to protect Lulu
Luxe and the store contents during any access by the Contractor and its personnel. These
measures will be specified in the construction documents for the Contractor to adhere to, and
the Contractor will be obligated to pay for any and all damages that are incurred during access.
In order to complete this project quickly, staff would like to present this project with a cost
sharing arrangement between us to the City Council on November 19, 2019. The City requests
that you provide a response as soon as possible so that we may keep the project moving
forward.
If you have any questions, please contact Matt Horn at 805-781-7191.
Sincerely,
Mike McGuire
Senior Engineer
Matt Horn
City Engineer
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City of San Luis Obispo, Public Works, 919 Palm Street, San Luis Obispo, CA, 93401-3218, 805.781.7200, slocity.org
December 7, 2019
Lana Johns
2333 Sunrise Drive
Bishop, CA 93514
Subject: Notice to Repair Sidewalk – 858-860 Higuera Street
Ms. Johns,
On November 19, 2019, the Higuera Street Sidewalk Repair came before the City Council.1
After discussion on this item, the City Council directed City staff to issue a Notice of
Correction to the property owner to complete the necessary sidewalk replacement work for
the property located at 858-860 Higuera Street.2 The necessary sidewalk replacement work
is shown and described in the plans and specifications3.
Pursuant to City Council’s direction, this letter provides you with notice that a Notice of
Correction will be mailed to you on January 2, 2020. And a second Notice of Correction will
be sent to you on January 9, 2020. The Notice of Correction will request that you start the
sidewalk repair work no later than January 16, 2020.
If you have any questions, please contact Matt Horn at 805-781-7191.
Sincerely,
Matt Horn
City Engineer
1 Attached hereto as attachment 1 is a copy of the Council Agenda Report for the Higuera Street Sidewalk
Repair, Specification No. 91320 for your reference.
2 Attached hereto as attachment 2 is a copy of the Action Update for the November 19, 2019, Regular Meeting
of the City Council for your reference.
3 Attached hereto as attachment 3 is a copy of the Plans and Specifications the City has developed for this
work.
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City of San Luis Obispo, Public Works, 919 Palm Street, San Luis Obispo, CA, 93401-3218, 805.781.7200, slocity.org
January 2, 2020
Lana Johns
2333 Sunrise Drive
Bishop, CA 93514
Email: lanasusanj@yahoo.com
Subject: Notice to Correct – 858-860 Higuera Street
The sidewalk adjacent to your property located at 858-860 Higuera Street in the City of San Luis
Obispo must be repaired. This sidewalk is considered a dangerous condition and must be mitigated.
The City’s Streets Maintenance Program has made temporary repairs. This City is requiring you to
complete the permanent repairs.
The City of San Luis Obispo’s Municipal Code identifies the curb, gutter and sidewalk adjacent to your
property as being the maintenance responsibility of the property owner.
12.16.020 Property owner’s responsibility – City Municipal Code
The maintenance, repair and collection of the cost of repair shall be governed by the
procedure set forth in Division 7, Part 3, Chapter 22 of the Streets and Highways Code of the
state. (Prior code § 7330.1)
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City of San Luis Obispo, Public Works, 919 Palm Street, San Luis Obispo, CA, 93401-3218, 805.781.7200, slocity.org
The appropriate sections of the Streets and Highway Code are included as an attachment to this
letter. The City is requiring that you stabilize the structure under the existing sidewalk and replace
the sidewalk and curb in front of your property. Once you have selected your contractor that will
complete this work, you must obtain an encroachment permit from the City for this work which may
be obtained from the Public Works front counter located at 919 Palm Street. You must start this
correction work within two weeks of the date of this Notice to Correct and diligently, without
interruption prosecute to completion, or the City will make the repairs and the cost of this work shall
be a lien on the property.
Sincerely,
Jeff Kline
Streets Maintenance Supervisor
Attachments:
1. Attachment 1 – Streets and Highway Code – Division 7, Part 3, Chapter 22, Article 2
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City of San Luis Obispo, Public Works, 919 Palm Street, San Luis Obispo, CA, 93401-3218, 805.781.7200, slocity.org
Attachment 1 – Streets and Highway Code – Division 7, Part 3, Chapter 22, Article 2
STREETS AND HIGHWAYS CODE - SHC
DIVISION 7. THE IMPROVEMENT ACT OF 1911
PART 3. PERFORMING THE WORK
CHAPTER 22. Maintenance of Sidewalks
ARTICLE 2. Repairs
5610. The owners of lots or portions of lots fronting on any portion of a public street or place when
that street or place is improved or if and when the area between the property line of the adjacent
property and the street line is maintained as a park or parking strip, shall maintain any sidewalk in
such condition that the sidewalk will not endanger persons or property and maintain it in a condition
which will not interfere with the public convenience in the use of those works or areas save and
except as to those conditions created or maintained in, upon, along, or in connection with such
sidewalk by any person other than the owner, under and by virtue of any permit or right granted to
him by law or by the city authorities in charge thereof, and such persons shall be under a like duty in
relation thereto.
5611. When any portion of the sidewalk is out of repair or pending reconstruction and in condition
to endanger persons or property or in condition to interfere with the public convenience in the use
of such sidewalk, the superintendent of streets shall notify the owner or person in possession of the
property fronting on that portion of such sidewalk so out of repair, to repair the sidewalk.
5612. Notice to repair may be given by delivering a written notice personally to the owner or to the
person in possession of the property facing upon the sidewalk so out of repair, or by mailing a postal
card, postage prepaid, to the person in possession of such property, or to the owner thereof at his
last known address as the same appears on the last equalized assessment rolls of such city or to the
name and address of the person owning such property as shown in the records of the office of the
clerk.
5613. The postal card shall contain a notice to repair the sidewalk so out of repair, and the
superintendent of streets shall, immediately upon the mailing of the notice, cause a copy thereof
printed on a card of not less than 8 inches by 10 inches in size, to be posted in a conspicuous place
on the property. In lieu of posting a copy of the mailed notice on the property as provided in this
section, the superintendent of streets may, not less than seven days nor more than 10 days after the
mailing of the first postal card notice, mail an additional postal card, postage prepaid, marked
“Second Notice,” to the person to whom the first postal card notice was addressed. The second
notice shall otherwise contain the material required by this article but shall not extend the time for
commencing repairs specified in Section 5614.
5614. The notice shall particularly specify what work is required to be done, and how it is to be done,
and what materials shall be used in the repair and shall further specify that if the repair is not
commenced within two weeks after notice is given and diligently and without interruption
prosecuted to completion, the superintendent of streets shall make such repair, and the cost of the
same shall be a lien on the property.
5614.1. The legislative body may adopt a resolution determining that bonds shall be issued, and
assessments collected and enforced pursuant to Part 5 of this division. In such event, the notice to
repair shall specify that bonds shall be issued to represent the security of the unpaid assessments,
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City of San Luis Obispo, Public Works, 919 Palm Street, San Luis Obispo, CA, 93401-3218, 805.781.7200, slocity.org
Attachment 1 – Streets and Highway Code – Division 7, Part 3, Chapter 22, Article 2
payable over a period of not to exceed six years, and shall further recite a maximum rate of interest
to be paid on the indebtedness, which shall not exceed 7 percent a year, payable semiannually.
5615. If the repair is not commenced and prosecuted to completion with due diligence, as required
by the notice, the superintendent of streets shall forthwith repair the sidewalk. Upon the written
request of the owner of the property facing the sidewalk so out of repair, as ascertained from the
last equalized assessment roll of the city, or as shown in the records of the office of the clerk, the
superintendent may repair any other portion of the sidewalk fronting on the property that is
designated by the owner. The superintendent shall have power to prescribe the form of the written
request. The cost of repair work done by request pursuant to this section shall be a part of the cost
of repairs for which, pursuant to this chapter, subsequent notices are given, hearings held, and
assessment and collection procedures are conducted.
5616. Upon the completion of the repair, the superintendent of streets shall cause notice of the cost
of the repair to be given in the manner specified in this article for the giving of notice to repair, which
notice shall specify the day, hour and place when the legislative body will hear and pass upon a report
by the superintendent of streets of the cost of the repair together with any objections or protests, if
any, which may be raised by any property owner liable to be assessed for the cost of such repair and
any other interested persons. If bonds are to be issued, the notice shall also contain the information
required by Section 5614.1.
5617. Upon the completion of the repair, the superintendent of streets shall prepare and file with
the legislative body a report specifying the repairs which have been made, the cost of the repairs, a
description of the real property in front of which the repairs have been made and the assessment
against each lot or parcel of land proposed to be levied to pay the cost thereof. Any such report may
include repairs to any number of parcels of property, whether contiguous to each other or not.
5618. Upon the day and hour fixed for the hearing the legislative body shall hear and pass upon the
report of the superintendent of streets, together with any objections or protests which may be raised
by any of the property owners liable to be assessed for the work of making such repair and any other
interested persons. Thereupon the legislative body may make such revision, correction or
modifications in the report as it may deem just, after which, by motion or resolution, the report as
submitted, or as revised, corrected or modified, shall be confirmed. The legislative body may adjourn
the hearings from time to time. The decisions of the legislative body on all protests and objections
which may be made, shall be final and conclusive.
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City of San Luis Obispo, Public Works, 919 Palm Street, San Luis Obispo, CA, 93401-3218, 805.781.7200, slocity.org
January 9, 2020
Lana Johns
2333 Sunrise Drive
Bishop, CA 93514
Email: lanasusanj@yahoo.com
Subject: Second Notice to Correct – 858-860 Higuera Street
The sidewalk adjacent to your property located at 858-860 Higuera Street in the City of San Luis
Obispo must be repaired. This sidewalk is considered a dangerous condition and must be mitigated.
The City’s Streets Maintenance Program has made temporary repairs. This City is requiring you to
complete the permanent repairs.
The City of San Luis Obispo’s Municipal Code identifies the curb, gutter and sidewalk adjacent to your
property as being the maintenance responsibility of the property owner.
12.16.020 Property owner’s responsibility – City Municipal Code
The maintenance, repair and collection of the cost of repair shall be governed by the
procedure set forth in Division 7, Part 3, Chapter 22 of the Streets and Highways Code of the
state. (Prior code § 7330.1)
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City of San Luis Obispo, Public Works, 919 Palm Street, San Luis Obispo, CA, 93401-3218, 805.781.7200, slocity.org
The appropriate sections of the Streets and Highway Code are included as an attachment to this
letter. The City is requiring that you stabilize the structure under the existing sidewalk and replace
the sidewalk and curb in front of your property. Once you have selected your contractor that will
complete this work, you must obtain an encroachment permit from the City for this work which may
be obtained from the Public Works front counter located at 919 Palm Street. You must start this
correction work within two weeks of the date of this Notice to Correct and diligently, without
interruption prosecute to completion, or the City will make the repairs and the cost of this work shall
be a lien on the property.
Sincerely,
Jeff Kline
Streets Maintenance Supervisor
Attachments:
1. Attachment 1 – Streets and Highway Code – Division 7, Part 3, Chapter 22, Article 2
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City of San Luis Obispo, Public Works, 919 Palm Street, San Luis Obispo, CA, 93401-3218, 805.781.7200, slocity.org
Attachment 1 – Streets and Highway Code – Division 7, Part 3, Chapter 22, Article 2
STREETS AND HIGHWAYS CODE - SHC
DIVISION 7. THE IMPROVEMENT ACT OF 1911
PART 3. PERFORMING THE WORK
CHAPTER 22. Maintenance of Sidewalks
ARTICLE 2. Repairs
5610. The owners of lots or portions of lots fronting on any portion of a public street or place when
that street or place is improved or if and when the area between the property line of the adjacent
property and the street line is maintained as a park or parking strip, shall maintain any sidewalk in
such condition that the sidewalk will not endanger persons or property and maintain it in a condition
which will not interfere with the public convenience in the use of those works or areas save and
except as to those conditions created or maintained in, upon, along, or in connection with such
sidewalk by any person other than the owner, under and by virtue of any permit or right granted to
him by law or by the city authorities in charge thereof, and such persons shall be under a like duty in
relation thereto.
5611. When any portion of the sidewalk is out of repair or pending reconstruction and in condition
to endanger persons or property or in condition to interfere with the public convenience in the use
of such sidewalk, the superintendent of streets shall notify the owner or person in possession of the
property fronting on that portion of such sidewalk so out of repair, to repair the sidewalk.
5612. Notice to repair may be given by delivering a written notice personally to the owner or to the
person in possession of the property facing upon the sidewalk so out of repair, or by mailing a postal
card, postage prepaid, to the person in possession of such property, or to the owner thereof at his
last known address as the same appears on the last equalized assessment rolls of such city or to the
name and address of the person owning such property as shown in the records of the office of the
clerk.
5613. The postal card shall contain a notice to repair the sidewalk so out of repair, and the
superintendent of streets shall, immediately upon the mailing of the notice, cause a copy thereof
printed on a card of not less than 8 inches by 10 inches in size, to be posted in a conspicuous place
on the property. In lieu of posting a copy of the mailed notice on the property as provided in this
section, the superintendent of streets may, not less than seven days nor more than 10 days after the
mailing of the first postal card notice, mail an additional postal card, postage prepaid, marked
“Second Notice,” to the person to whom the first postal card notice was addressed. The second
notice shall otherwise contain the material required by this article but shall not extend the time for
commencing repairs specified in Section 5614.
5614. The notice shall particularly specify what work is required to be done, and how it is to be done,
and what materials shall be used in the repair and shall further specify that if the repair is not
commenced within two weeks after notice is given and diligently and without interruption
prosecuted to completion, the superintendent of streets shall make such repair, and the cost of the
same shall be a lien on the property.
5614.1. The legislative body may adopt a resolution determining that bonds shall be issued, and
assessments collected and enforced pursuant to Part 5 of this division. In such event, the notice to
repair shall specify that bonds shall be issued to represent the security of the unpaid assessments,
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City of San Luis Obispo, Public Works, 919 Palm Street, San Luis Obispo, CA, 93401-3218, 805.781.7200, slocity.org
Attachment 1 – Streets and Highway Code – Division 7, Part 3, Chapter 22, Article 2
payable over a period of not to exceed six years, and shall further recite a maximum rate of interest
to be paid on the indebtedness, which shall not exceed 7 percent a year, payable semiannually.
5615. If the repair is not commenced and prosecuted to completion with due diligence, as required
by the notice, the superintendent of streets shall forthwith repair the sidewalk. Upon the written
request of the owner of the property facing the sidewalk so out of repair, as ascertained from the
last equalized assessment roll of the city, or as shown in the records of the office of the clerk, the
superintendent may repair any other portion of the sidewalk fronting on the property that is
designated by the owner. The superintendent shall have power to prescribe the form of the written
request. The cost of repair work done by request pursuant to this section shall be a part of the cost
of repairs for which, pursuant to this chapter, subsequent notices are given, hearings held, and
assessment and collection procedures are conducted.
5616. Upon the completion of the repair, the superintendent of streets shall cause notice of the cost
of the repair to be given in the manner specified in this article for the giving of notice to repair, which
notice shall specify the day, hour and place when the legislative body will hear and pass upon a report
by the superintendent of streets of the cost of the repair together with any objections or protests, if
any, which may be raised by any property owner liable to be assessed for the cost of such repair and
any other interested persons. If bonds are to be issued, the notice shall also contain the information
required by Section 5614.1.
5617. Upon the completion of the repair, the superintendent of streets shall prepare and file with
the legislative body a report specifying the repairs which have been made, the cost of the repairs, a
description of the real property in front of which the repairs have been made and the assessment
against each lot or parcel of land proposed to be levied to pay the cost thereof. Any such report may
include repairs to any number of parcels of property, whether contiguous to each other or not.
5618. Upon the day and hour fixed for the hearing the legislative body shall hear and pass upon the
report of the superintendent of streets, together with any objections or protests which may be raised
by any of the property owners liable to be assessed for the work of making such repair and any other
interested persons. Thereupon the legislative body may make such revision, correction or
modifications in the report as it may deem just, after which, by motion or resolution, the report as
submitted, or as revised, corrected or modified, shall be confirmed. The legislative body may adjourn
the hearings from time to time. The decisions of the legislative body on all protests and objections
which may be made, shall be final and conclusive.
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Christian, Kevin
From:Lana Johns <lanasusanj@yahoo.com>
Sent:Tuesday, June 2, 2020 11:18 AM
To:E-mail Council Website
Cc:Harmon, Heidi; Gomez, Aaron; Christianson, Carlyn; Pease, Andy; Stewart, Erica A
Subject:858-860 Higuera Street Project Funding
Attachments:SLO Council Letter.pdf
Follow Up Flag:Follow up
Flag Status:Flagged
Mayor Heidi Harmon andCouncil Members,
My name isLana Johns, Iam amember ofthe Madson family that owns the building at858-860 Higuera Street. The
sidewalk project has been completed, and funding forthis project willbeaddressed atafuture citycouncil meeting.
This letter addresses our concerns, please present itatthe City Council Meeting addressing the 858-860 Sidewalk
Project.
Sincerely,
Lana Johns
1
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Madson Properties, LLC
May ,
Higuera Street Sidewalk Project
Mayor: Heidi Harmon and Council Members,
My name is Lana Johns. My family has owned the building at - Higuera Street
built in ) for years. When my father died in , my brother, sister and I
formed Madson Properties, LLC. Our family has invested a signi cant amount of
money retro tting, and remodeling this building. The building currently has one
vacancy. April and May rent has been waved for our two tenants due to Covid-
Virus.
July , the City of SLO sent a notice to implement Downtown “Mission-style”
Sidewalk Project (the Project) along three blocks of Higuera—Morro-Broad. We
noti ed City there was a basement under sidewalk at - Higuera. The City was
aware of “basements scattered around downtown”, but unaware of this “unique”
basement. The Project was completed in , except sidewalk at - Higuera.
The Project continued in , and again the City excluded - sidewalk.
During these phases of the Project, adjacent property owners were not responsible for
cost of sidewalk.
In the sidewalk in front of - began to deteriorate, exposing basement
below. Public Works sent the LLC a Right of Entry agreement….” removal and
replacement of -foot segment of City owned sidewalk. This work includes
basement-level structural foundation and steel support…… Work will be done at
no cost to the owner”. (signed Matt Horn //.)
The estimate for project exceeded amount city had approved for the project.
November , , the City approved proceeding with repair, and sending LLC
Notice To Correct/Municipal Code ..”. The notice stated LLC was required
to start permanent repairs to sidewalk within weeks or City would complete repairs,
and place a lien on property.
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The - Project was much more than a repair. The LLC does not own the
sidewalk or property under the sidewalk. The LLC should not be liable for the cost of
construction of a basement structure. The forty feet of new sidewalk at -
Project is “Mission-style Sidewalk”. Madson Properties, LLC should not be treated
di erently than other property owners, and should not be charged for sidewalk
replacement.
Please present my letter at the City Council Meeting addressing - Higuera
Project.
Sincerely,
Lana Madson Johns
Madson Properties, LLC
lanasusanj@yahoo.com
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Department Name: Finance
Cost Center: 2002
For Agenda of: January 12, 2021
Placement: Business Item
Estimated Time: 60 minutes
FROM: Derek Johnson, City Manager
Brigitte Elke, Finance Director
Prepared By: Natalie Harnett, Principal Budget Analyst
SUBJECT: 2021-23 FINANCIAL PLAN PROCESS: ECONOMIC OUTLOOK, BUDGET
POLICES, AND CAPITAL IMPROVEMENT PLAN REVIEW
RECOMMENDATION
1. Review and approve the 2021-23 Financial Plan Goal Setting Process; and
2. Review and approve the City’s budget and fiscal policies; and
3. Receive and discuss the economic outlook for the 2021-23 Financial Plan development; and
4. Review the current and long-term capital outlook plan review.
REPORT-IN-BRIEF
The City of San Luis Obispo utilizes a two-year financial planning process to create its budget.
This process includes extensive public outreach to assist the City Council in establishing Major
City Goals. The benefits of this process are two-fold: 1) it ensures that resources are allocated in
the budget to accomplish the community’s highest priority, most important objectives; and 2) it
assesses the support and maintenance needs of the City’s current services, programs, and capital
assets (i.e., core services). It therefore provides a process to help create a mutual understanding
among community members, decision makers, and City staff through a platform of collaboration
toward a common goal.
The outreach efforts include a wide-reaching community priorities survey, the Community
Forum (virtual), advisory body recommendations, and several other inputs to prepare the City
Council for selecting community goals and priorities for the next financial plan during its Goal-
Setting Workshop. Subsequent Council meetings will provide direction to City staff for work
program development in support of these goals.
In order to provide the appropriate framework, the Financial Plan process includes a review of
the economic trends and their potential impact to the City’s forecasted financial position. City
staff utilizes multiple sources for the economic assessment including Beacon Economics, PFM’s
Market Update, HdL’s sales tax forecasts, and the State’s Legislative Analyst office to name a
few.
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A major feature in the City’s Financial Plan process is reliance upon clear framework of fiscal
and budget policies. The most well-managed cities across the nation have clearly articulated
fiscal policies to assist financial decision-making. This report highlights several new policies and
policy edits that are recommended for adoption as part of the 2021-23 Financial Plan.
DISCUSSION
Two-Year Financial Plan Process
For over thirty years, the City has used a two-year financial planning process to create its
budgets. The benefits of budgeting based on a two-year plan include:
1. Reinforcing the importance of long-range planning in managing the City’s fiscal affairs.
2. Concentrating on developing and budgeting and related work programs to accomplish
significant objectives to bring resources to focus on those objectives.
3. Establishing realistic timeframes for achieving objectives.
4. Creating a pro-active budget that provides for stable operations and service delivery.
5. Assuring the City’s long-term fiscal health.
6. Reducing the amount of time and resources allocated to preparing the annual budgets.
The fundamental purpose of the City’s budget process is to link, through public engagement and
strategic deliberation, the interest of the community to the available financial resources to
achieve the desired outcome. The process allows the City Council to engage the community in
identifying Major City Goals for the City while also providing information regarding the City’s
core functions, including the day-to-day work programs and responsibilities carried out by City
employees to support residents’ quality of life.
2021-23 Goal-Setting Process
There are a variety of opportunities to provide input to the City Council to enable them to
establish Major City Goals with the community’s needs and interests in mind. These
opportunities are highlighted on the following chart:
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Many of these efforts have been under way since early November 2020. City Advisory Bodies
have developed recommended goals provided in Attachment A. The Community Priorities
Survey (Attachment B) was mailed out with utility bills, continuously published on social media,
and posted on-line at www.slocity.org/opencityhall. The survey was closed on December 15,
2020 and the results are included in Attachment C. The Council held the November 17 “Setting
the Stage” meeting with information on the status of the current Major City Goal, the City’ core
services, and the General Plan and Climate Action Plan update. Notice has also been sent to over
150 community groups and individuals inviting their input and participation (Attachment D).
The two principal elements of the City’s goal setting process coming up are the Community
Forum, to be held virtually on Thursday, January 14, 2021, at 6:00 PM, and the Council Goal-
Setting Workshop to be held virtually on Saturday, February 6, 2021.
Facilitation: In order to achieve an un-biased process, the City typically contracts with a third-
party consultant to facilitate and guide Council and the community through the forum and goal-
setting workshops. The City has contracted with the Centre for Organizational Effectiveness
(Centre) to assist in a four-phase approach:
1. Phase one -- City Council Interviews: The Centre consultant will conduct virtual one-on-
one interviews with each of the five City Council members to gain insights, input, and
build connections with each individual. Each interview will be 60 minutes in length with
the consultant developing overarching themes afterward to be utilized in the future group
session.
2. Phase two – Virtual Community Forum Support: The Centre will provide support for a 2-
hour virtual Community Forum to be conducted on January 14, 2021.
3. Phase three – Goal Setting Workshop: The Centre consultant will conduct a half-day goal
setting workshop with the City Council Members on February 6, 2021.This virtual
session will be designed to create open dialogue, establish consensus, and identify
objectives to support the community needs for the Financial Plan.
4. Phase four – City Council Workshop: The Centre consultant will conduct a half-day City
Council Workshop in March 2021 (date TBD). This virtual session will be designed to
reconnect on the work which was started in February and determine the action items
needed to implement and execute effectively on the agreed upon goals. A focus will be
made upon collaboration with City staff and how to ensure communication and proper
support is provided so that successful outcomes are reached.
This approach is more involved than previous financial plan processes, but due to the virtual
environment, a new council member, and unprecedented fiscal times this type of facilitation will
help build stronger Council relationships and achieve thoughtful collaboration.
1. Results of Community Priorities Survey
Citizen feedback and input is a cornerstone of the City’ s budget process and an integral part of
the decision making on Major City Goals. In addition to encouraging participation in the budget
workshops, the community survey asks the City’s residents to share their priorities for the City to
accomplish over the next two years. Additionally, it asks for feedback on possible program and
service adjustment in order to accomplish the goals.
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Survey Distribution
To reach as many residents as possible, the City utilizes several outreach methods including:
• Utility invoice inserts
• City website (Open City Hall)
• City news & e-notification
• Monthly Community Newsletter
• Press release
• Social media
• Outreach to approximately 200 community groups and partners
Survey Participation
A total of 1,285 individual survey responses were received by December 15, 2020, representing
64 hours of public comment. It is worth noting that this reflects a 17% decrease in participation
compared to the same survey conducted two years ago but was nearly identical to the responses
received as part of the 2017-19 Financial Plan.
Survey Results
It is important to point out that this is not a “scientific survey” or statistically representative” and
as such caution should be used when interpreting the results. Nonetheless, this has been the
historic practice and the results are useful—especially when viewed in conjunction with the other
forms of feedback the Council will receive in this process— in gaining additional insight into the
wishes, views, and concerns of the community. The following charts summarize the top themes
for each question. Together with an ‘Other’ question that was open-ended, it provided
participants up to five responses and grouped them into themes where possible. These themes
help to identify areas for further consideration and discussion. Additional analysis is available on
Open City Hall (www.slocity.org/opencityhall) and all survey responses are included as
Attachment C (Reading File).
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2. Community Forum
The Community Forum, scheduled on January 14, 2021, is intended to solicit suggestions from
residents, community groups, stakeholders, and interested individuals on City goals for 2021-23.
It is also intended to meet the requirements regarding the City’ s local sales tax, by providing an
opportunity for the Revenue Enhancement Oversight Commission (REOC) to “review and
discuss the use of the revenue generated by the Local Revenue Measure.” As such, the
Community Forum will be a joint meeting of the City Council and the REOC.
Format: Due to the shelter-in-place orders and the inability to host large in-person gatherings,
the community forum will be 100% virtual. The virtual forum will mimic the in -person
“workshop” and will still allow for interaction and conversation with staff and the public. The
details of the virtual forum include:
a. Welcome/Opening by Mayor and City Manager
b. Welcome & Explanation of Process for Community Forum (e.g., how the session will
work, basics on Zoom and PollEverywhere, timeline, etc.) by Facilitator
c. 2021-23 Financial Plan Process and Themes from Pre-Survey Presentation by
Finance Director
d. Polling to Engage Participants by Facilitator
e. Self-Selecting Breakout Sessions on Specific Topics (1 hour)
{Back to Main Session}
f. Reminder on Next Steps (Open City Hall “dot voting” will be available)
g. Public Comment
h. Closing by Mayor and City Manager
3. Council Pre-Work
Based on all the feedback and input received, Council Members will be asked to prepare and
submit up to seven candidate goals as Major City Goals by 9:00 a.m. on Wednesday, January 27,
2021 for consideration during the February 6, 2021, Goal Setting Workshop. Council Members
are also asked to prepare and submit suggestions for changes in current programs and services
that might help fund their desired goals. Templates and specific instructions for Council member
input will be distributed via Council correspondence in early January. Without identifying who
submitted the statements, staff will compile the feedback verbatim, compose lists and organized
by common topics for review and consideration before the workshop. The lists will be
distributed to all Council Members and made available to the community at the close of business
on Wednesday, February 3, 2021. While staff will retain individual submissions in the working
files, it is recommended that Council members refrain from releasing their personal lists so that
each Council member can review all of the submissions and discuss them at the Goal- Setting
Workshop before taking a position.
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Council Goal-Setting Workshop
At the February 6, 2021, workshop, the Council will review the consolidated goals presented by
Council Members to ensure clarity, completeness and understanding; and then narrow the list to
finalist goals that are supported by a majority of Council Members.
While the Council proceeds with the discussion outlined above, staff will prepare a final listing
that the Council can use in prioritizing goals. In years past, the Council has used a ranking
system of 0 through 5 for each candidate goal and staff recommends continuing its use for 2021-
23, summarized as follows:
5 - most important, highest priorities for City to achieve over the next two years.
4 - very important goal to achieve.
3 - important goal to achieve.
2 - address if resources are available.
1 - defer to 2023-25 for consideration.
0 - not a priority goal.
The number of points used for ranking is typically figured out through discussion on the day of
the workshop. Based on experience, it is likely that two priority “tiers” will emerge from this
process:
1. Major City Goals. These represent the most important, highest priority goals for the City to
accomplish over the next two years, and as such, resources to accomplish them should be
included in the 2021-23 Financial Plan. The initial list of Major City Goals following the
ranking will include only those goals where a majority of Council Members rank the goal as
a 4 or 5. Subsequent discussion will allow the Council to refine the goal list, however, the list
should remain consistent with the “Criteria for Major City Goals” (Attachment E).
2. Other Important Objectives. Goals in this category are important for the City to
accomplish, and resources should be made available in the 2021-23 Financial Plan if
possible. Staff is highly recommending that the Council focus on the highest priorities given
the likelihood of carry over unknown tasks and impacts from COVID-19 and place all
priorities in Major City Goal work programs. Core services or the day-to-day operations
continue to utilize most of the City’s allocated resources and the pandemic is likely to impact
available time to take on a broad range of goals.
The detailed agenda for the virtual Goal Setting Workshop will be distributed to Council at least
one week before the workshop. No follow-up meeting has been needed in the last several goal-
setting sessions as the Council concluded all necessary actions at the Goal-Setting Workshop.
Continued consideration of goals for 2021-23 can be scheduled for the next regular Council
meeting following the workshop if needed.
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4. Local Revenue Measure
The Community Forum will also be the City’s Annual Citizens’ Oversight Meeting for the Local
Revenue Measure (LRM). This allows for the integration of the LRM into the City’s budget and
goal-setting process. The estimated revenue and proposed use of the fund generated by LRM
shall be an integral part of the City’s budget and goal-setting process, and an opportunity for
meaningful participation by citizens in determining priority uses of these funds.
With the passage of Measure G-20 in the November 3, 2020 election, the LRM was extended at
a new, 1.5 cent rate. The language on the Measure G-20 ballot measure provides the types of
uses that could be funded. The language on the ballot was:
Measure G-20 (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.
While the ballot language provided examples of the types of uses that could be funded - based on
community input received before placing the measure on the ballot – the Local Revenue Measure
is a general-purpose tax providing Council with flexibility to respond to new circumstances and
challenges. The unaudited FY 19-20 total expenditures (operating and capital projects) was
approximately $7M and an additional $2.9M in funding was carried over to FY 2020-21 for the
use of existing capital projects. The Revenue Enhancement Oversight Commission will hold a
meeting on December 17, 2020 to review the preliminary 2019-20 year-end financial report in
detail. Though these are still the unaudited results, the final information will be included in the
Certified Annual Financial Report, which is scheduled to be presented to the City Council in
January 2021.
The Local Revenue Measure has been used to support operating and capital projects, based upon
the language in the 2014 ballot measure. Below are the unaudited 2019-20 Local Revenue
Measure uses.
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4%
12%2%
24%
27%
4%
10%
15%
2%
2019-20 Operating & Capital Use
Open Space Preservation
Bicycle and Pedestrian Improvements Total
Traffic Congestion Relief/Safety Improvements
Public Safety
Neighborhood Street Paving
Code Enforcement
Flood Protection
Parks & Recreation/Senior Programs and Facilities
Other Vital Services & Capital Projects
ECONOMIC FORECAST
Like most municipalities, San Luis Obispo finds itself in unprecedented and challenging times.
In March of 2020, the world, including San Luis Obispo, entered a health emergency-induced
shut-down that has had and will continue to have drastic implications for both public health and
the economy. While the last nine months’ data has provided some clarity, the long-term fiscal
ramifications remain largely unknown especially with new shelter-at-homes directives active in
December 2020. While economic outlooks range drastically from overly optimistic to “doom and
gloom”, staff recommends maintaining a forecast with a slight downward adjustment.
On November 18, 2020, the annual Central Coast Economic Forecast presented national, state,
and countywide economic data and trends. This information, together with PFM’s Market
Outlook, HdL’s sales tax analysis, the City’s audited financials and internal analysis will provide
the basis for the City’s own five-year fiscal forecast which will be presented to Council with the
mid-year report on February 2, 2021. Additional information gained after the December shelter-
at-home directives through the League of California Cities Municipal Finance Institute and the
California Society of Municipal Finance Officers will further refine the analysis. The material
provided by the various economic forecast presenters as well as links to other economic data are
provided in Attachment F.
Overall, the City maintained a stable financial position into this current fiscal year with its
reserve levels and unassigned General Fund balance intact. The Fiscal Health Contingency Plan,
activated at the onset of the pandemic in March 2020 remains in full effect and will continue
hiring, purchasing, and travel chills for the duration of the pandemic and the economic re-
opening.
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Employment: Employment rate is generally considered as a lagging indicator of the economy.
During the initial shutdown, the County saw its highest unemployment rate of 14% in April
2020. The rate has steadily declined as the State allowed the economy to reopen. The California
Employment Development Department (EDD) reported the unemployment rate was 6% in
October 2020, down from 7.2% in September 2020. SLO County is now ranked the 6th lowest in
unemployment in California. The unadjusted Unemployment Rate in California is 9% and 6.6%
for the nation during the same period. While the unemployment rate continues to decline, this is
still more than 3% higher than the 2019 County rates and is likely to increase with the second
Shelter in Home Orders. The industry with the highest unemployment is Leisure and Hospitality
and with colder weather and extended shutdowns on the horizon, this industry may face a second
wave of challenges.
Sales Tax: Overall, sales tax receipts for the last nine months have performed better than
adjusted projections across the state. While it is apparent that people are still spending, they are
spending in different ways. A record numbers of online customer accounts were created during
the initial shutdown and online sales have skyrocketed. Because of the Wayfair decision, the
County pools, accounting for online sales, have seen double-digit growth as seen below:
1st Quarter 2020 2nd Quarter 2020 3rd Quarter 2020
State & County Pools +25% +30% +43%
*statewide data
Larger retailers are beginning to change their business model by utilizing their large retail spaces
as fulfillment centers and are therefore less impacted by the transition.
Of interest in this discussion is that S&P Global Ratings, a national credit rating agency, now
recognizes residential areas as retail opportunities due to online shopping activity and may
consider it in their credit ratings.
On the other hand, small local businesses, the cornerstone of a vibrant community, have felt a
negative impact from the Covid-19 closures and shoppers migrating their purchases online.
However, once the reopening began, business activity returned, though not to previous levels.
The most impacted industry segment continues to be restaurants and hotels which are also the
hardest hit with the renewed shelter-at-home directive. This category is followed closely by Fuel
and Service Stations that feel the impacts of commuters working from home.
1st Quarter 2020 2nd Quarter 2020 3rd Quarter 2020
General Consumer Goods -12% -40% -12%
Restaurants & Hotels -14% -50% -33%
Fuel & Service Stations -8% -46% -31%
*statewide data
Another influencing factor for this revenue source was the weekly unemployment augmentation
and the government stimulus during the second quarter of 2020. Though much of the
government relief payments to individuals were spent largely on rents, utilities, debt and savings,
the money, in addition to savings from put-off travel and entertainment spending, triggered some
temporary increases in discretionary income for some beneficiaries.
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Low interest rates and favorable lending practices have encouraged money to be spent on
previously postponed items such as home improvements and cars. It is difficult to say if these
positive trends will continue, especially with rental protections and government assistance
programs reaching sunsets at the end of the year. Much will come down to a second round of
federal stimulus to keep consumer confidence high through the first part of 2021. Clarity on
Federal legislation and its potential impacts on the local economy might be available for
integration into the January 12, 2021, council hearing on this item.
Tourism: Tourism and hospitality are an important part of the economy in San Luis Obispo and
about 70% of the local sales tax generated is from visitors and day-time commuters. Prior to the
pandemic, income from transient occupancy tax had grown over the past five years at an average
of 5.5% per year.; however, this rate was expected to slow in FY 19-20 as average daily rates
were maxing out. The pandemic all but stopped leisure and business travel, thus devastating the
lodging and tourism industry. The San Luis Obispo County Airport was the fifth-fastest growing
airport in the nation in 2019, but as of October 2020, its number of passengers was down 50%
from the prior year. Fortunately, San Luis Obispo is a drive-to destination for northern and
southern California and occupancy rates have steadily increased from 17% (April 2020) to 62%
(October 2020). Though a positive trend, these numbers are still more than 10% below 2019
levels.
Overall spending by tourists is expected to fluctuate and will largely depend on state orders and
the reopening of local universities as well as consumer comfort levels with traveling. Because
the downtown area has been identified as a major tourist destination, City staff is working hard
and has expended over $1 million to support economic resiliency for the downtown businesses
during this time. At its December 8, 2020, public meeting, the City Council approved a second
round of business assistance amounting to $3.4 million.
Real Estate: The housing market remains strong and is expected to continue largely unaffected
by this economic crisis. The biggest challenge in the forecast will be building new inventory to
attract buyers. California currently ranks 49th in housing units to population ratio (2nd lowest) and
the housing units that are available are simply unaffordable for first-time home buyers or lower
income families. However, with the Orcutt area build-out and Avila Ranch and San Luis Ranch
beginning construction, San Luis Obispo will be adding new residential units, consistent with the
City’s growth management policies, throughout the next financial plan period. Additional in-fill
and mixed-use projects are further assisting in adding residential units on the market.
The City assumes an annual property tax growth rate of at least 2% due to Proposition 13
adjustments. On top of that, it includes an annual growth factor to project revenue, usually
around 1% to 3%. The City has seen about a 5% annual growth rate in property tax revenue over
the last few years with a strong housing market and low interest rates. While economists do not
expect the housing market to be significantly impacted by the pandemic, the growth rate in San
Luis Obispo County is expected to slow down to 3% in FY 2021-22, mostly due to slower
growth in property value and low inventory.
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This slowing trend was forecasted before the onset of the pandemic. Overall, property tax
revenue is one of the less volatile revenue streams and is generally expected to continue growing
at a modest rate. Annual property tax assumptions are periodically provided by the County
assessor’s office and the latest assumptions for the City will be included in the long-term forecast
provided at mid-year.
Construction Activity: Development permitting activities remain strong in the City of San Luis
Obispo, largely due to several big development projects underway. Construction has remained
essential during the Covid-19 pandemic and overall construction activity has continued to trend
upward (i.e., the number of permits issued, and construction valuation have both increased).
There are currently 76 projects on the City’s development project map, which includes major
projects in all phases of entitlement and construction. Development revenue is expected to
continue to be strong as planning and building activity continues into 2021.
Economic Development in the age of COVID
The economic impact of COVID19 and the resulting shut-down of business is unlike anything
ever experienced and has accelerated many of the existing challenges that the City has been
facing (cost of living, supply constraints, the shrinking market share of traditional retail). It is
unique because it is a clear winner and loser economy. The financial markets have been propped
up by the Fed and are gaining through companies that are taking advantage of the need for
technology, distribution channels, and logistic.
On the other hand, small businesses, the corner stone of a community, and certain industries such
as restaurants, hotels, and fuel stations have been hit hard. The remainder of the economic
recovery will depend on how and when the virus is controlled thus avoiding ongoing or recurring
restrictions. The brick-and-mortar retail market might very well have changed and may never
return to the pre-pandemic consumer environment. The City of San Luis Obispo together with all
municipalities will need to find ways to adapt and the City is currently meeting with property and
business owners and a futurist to discuss ways that the City will need to adapt and adjust so that
the Downtown and other retail areas remain realistically and financially viable.
According to Director of Research at Beacon Economics, Adam Fowler, the future of economic
development is attracting and retaining talent, supplying affordable housing, and the adaptive
reuse of commercial space. Turning retail districts into destination or an experience to create a
sense of community and relaxation will further drive the return of people congregating in town
centers. San Luis Obispo obviously has the elements of this type of viable market and will likely
need to make further investments such as the cultural corridor to give visitors and residents with
a rich experience to compliment retail, dining, etc.
After spending decades building local economies on brick-and-mortar retail and sales tax
revenue, future efforts need to consider new sources of cultural or experiential “currency” such
as Land Use, Zoning, Entitlements and Financing to reposition the community for a sustainable
and resilient future.
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Long-Term Fiscal Health
Fiscal year 2020-21 marks the last year of the Fiscal Health Response plan. Thus far, only one of
the planned additional pre-payments to reduce the City’s long-term unfunded pension liability
has been made due to the pandemic. One additional payment is kept in reserves until the
cashflow need can be better assessed and the economy begins to stabilize in earnest. It is clear
that the payment anticipated from 2019-20 fund balance will not materialize. This will ultimately
set the City back by a few years in its overall goal to pay off the pension liability over 20 instead
of 30 years and will need to be considered during financial planning.
Nonetheless, the City enters the 2021-23 Financial Planning period with a solid financial
foundation despite facing challenges and economic uncertainty. The City continues to have
substantial advantages compared with many communities in California due to:
1. A balanced budget and reserves above minimum policy levels.
2. Dedication to fiscal responsibility and long-term sustainability.
3. Strong financial systems, policies and procedures.
4. Strong Council Leadership.
5. Citizens who care deeply about the City’s quality of life and services.
6. Staff committed, dedicated, and passionate about achieving the City’s mission and
serving the community.
7. A great tradition of responsible stewardship; and
8. A successful local transaction and use tax initiative that will bring additional revenue to
the General Fund.
The civic infrastructure will serve San Luis Obispo well in successfully meeting challenges
ahead while addressing the needs of the community.
2021-23 FINANCIAL PLAN POLICIES
As noted in the discussion above, Council goal setting is an important “first step” in the City’s
Financial Plan process. The second major feature is reliance upon clear fiscal and budgetary
policies following industry best practices. In looking at cities across the nation that have
reputations for being financially well-managed and have maintained their fiscal health, one finds
that they all have clearly articulated fiscal policies for financial decision making. The City of San
Luis Obispo’s policy framework have been repeatedly acknowledged by the bond rating agencies
as an important factor in sustaining the City’s excellent credit rating.
The City’s Budget and Fiscal Policies (Attachment G) are traditionally set forth in the reference
section of the Financial Plan. The policies cover a broad range of fiscal topics, including:
• Financial Plan Organization
• General Revenue Management
• User Fee Cost Recovery Goals
• Enterprise Fund Fees and Rates
• Investments
• Appropriation Limitations
• Fund Balances and Reserves
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• Capital Improvement Management
• Capital Financing & Debt
• Human Resources Management
• Contracting for Services
• Productivity
At the onset of each financial planning cycle, the City reviews the adopted policies to see if any
updates are necessary. Changes are generally intended to create consistency amongst City fiscal
policies and create a system that is efficient and effective to administer. As staff begins preparing
the 2021-23 Financial Plan, other additions or revisions to the City’s current policies may arise;
if so, these will be presented for Council consideration at this time.
The 2019-21 Financial Plan, the City Council approved two new reserve levels with a Revenue
Stabilization Fund for the duration of the FHRP and a Capital Reserve. In addition, clarifying
language was added to the Insurance Fund to allow applicable annual payments to be made
directly from the fund. For the 2021-23 Financial Plan a few additional policies are
recommended:
Financial Plan Objectives, Pg. 1
a. Integrate climate risk and climate action considerations throughout all financial
decisions.
b. Integrate Diversity, Equity, and Inclusion (DEI) considerations throughout all
financial decisions.
Long-Term Financial Planning, Pg. 2
a. Consideration of Climate Risk and Climate Action. The City is aware of the
increasingly severe and frequent natural, economic, and social disruptions presented
by a rapidly changing climate. The City is also aware of the financial benefits (e.g.,
reduced operational costs, prudent asset management, access to green bonds, etc.) of
managing climate risk and orienting towards a carbon neutral municipal operations
and community. The City will include climate risk and climate action considerations
in its long-term financial planning.
b. Consideration of Diversity, Equity, and Inclusion (DEI). On June 18th, 2020, the City
Council took action to affirm racism as a public health crisis and committed to
making San Luis Obispo a welcoming, inclusive, and safe community for everyone
(R-11132). The City Council also set a vision of a community with core values of
diversity and inclusivity in the adoption of its 2019-21 Major City Goals. The City is
committed to supporting diversity, equity, and inclusion in is operations and in the
community. The City will include DEI considerations in its long-term financial
planning.
Capital Improvement Management, Pg. 15
a. Climate Action Plan Implementation. Council adopted Resolution No. 11159 (2020
Series) establishes a goal of communitywide carbon neutrality by 2035 and municipal
operations carbon neutrality by 2030. The City’s Capital Improvement Program is a
critical implementation tool, and every CIP will be evaluated for alignment with these
climate goals. Examples of ways projects or project components can align the with
goals include (but are not limited to):
i. Elimination or reduction of vehicle miles traveled (e.g., active transportation
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and transit improvements),
ii. Elimination or reduction of fossil fueled appliances, vehicles, and equipment,
iii. Reduced energy consumption (e.g., efficient mechanical equipment, efficient
lighting, etc.)
iv. Carbon storage through tree planting or landscape management, and
v. Solid waste/ green waste diversion
Based on direction from Council, both policies are recommended because they are a step towards
integrating core City objectives into financial decisions. Many of the long-term goals included in
the Climate Action Plan require climate risk to be considered in annual budget development and
financial decisions.
There is also a policy change recommended for the Insurance Fund. The Insurance Fund was
introduced with the 2019-21 Financial Plan. The changes being recommended are largely
administrative in action and help clarify the way that the fund balance is calculated and
maintained. The new language reads:
Fund Balance and Reserves – Insurance Fund (Pg. 12): The City shall maintain an
Insurance Fund to manage payments for liability, workers’ compensation, crime,
pollution, special events, property, and volunteer insurance. Within the Insurance Fund,
a self-insured retention (SIR) will be set aside to cover expenses associated with claims
from the Excess Liability Insurance Program. The SIR will be funded based on 150%
(75% confidence level) of the previous five-year average claims experience (claims paid,
reserves for known claims, and administrative expenses). The Insurance Fund will
maintain a reserve sufficient to guard against substantial claims which will be determined
based on annual actuarial report information. If required due to depletion of fund balance,
sufficient annual appropriations will be transferred to the Insurance Fund from the
General Fund in the amount needed to ensure the 150% funding status.
Several other additional clarifications and minor edits are made throughout the recommended
fiscal and budget policies in Attachment G such as adding the approved policy regarding
Environmental, Social, Governance (ESG) investments. Additions are underlined throughout the
document and anything removed has been indicated with a strike-through.
CAPITAL IMPROVEMENT PLAN (CIP) STATUS
As part of the budget process, the City reviews its current capital improvement plan and the
long-term maintenance of its assets. Attachment H provides the Council with a summary of the
status of the City’s Capital Improvement Plan (CIP) projects. While COVID-19 required a
thoughtful reprioritization of projects originally approved in the 2019-21 Financial Plan, as
discussed in greater detail within the attachment, the City is making excellent progress in
achieving its current CIP goals. Of the 110 projects that have been financially active during the
2019-21 Financial Plan period:
1. 29 are complete
2. 13 will be complete within 6 months
3. 32 will be complete within 12 months
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4. 26 will be complete in more than 12 months
In preparation of the goal-setting process for the 2021-23 Financial Plan, it is important to
understand the status of CIP projects, as well as the long-term need of the City’s assets
(Attachment I).
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LONG RANGE CIP
The Long-Range CIP provides a glimpse into the future improvement needs of the City as
envisioned by the General Plan and other Council adopted plans. Many of the City’s current
infrastructure assets are not adequate to handle the needs of the future San Luis Obispo. The
Long-Range CIP can serve as a guide for required future investments to support the General Plan
as well as other Council approved policies, plans, and goals in place today. By considering the
Long-Range CIP needs in the context of the Financial Plan process, these projects provide an
important starting place in assessing which ones might be a high priority to consider in the next
funding cycle.
Below is a summary of the methodology behind and the data in the Long-Range CIP:
1. The City’s Capital needs are categorized into 1) Maintenance of Existing Assets, 2)
Replacement of Existing Assets, and 3) New Assets.
2. The Replacement of Existing Assets and New Assets categories of capital needs are
primarily unfunded to the extent that funding for Maintenance of Existing Assets is
prioritized. With the passage of Measure G-20, the City could choose to fund projects in the
Rehabilitation and New project categories.
3. The Long-Range CIP includes projects that are funded from all City funding sources
including General and Enterprise Funds.
4. As a result of extensive review of approved City planning documents, the General Plan, and
Area Specific Plans, the total General Fund allocation for Replacement of Existing Assets
and New Assets is approximately $412 M and $987M for all funds.
5. The Long-Range CIP includes idealized funding levels of Annual Asset Maintenance. The
City has historically funded asset maintenance at a lower level.
6. The Long-Range CIP delivery timeframe extends beyond 2040 with maintenance costs
assumed to last in perpetuity.
The Long-Range CIP is an important high-level planning tool, but it is important to remember
that project costs will change. Project cost estimates are developed from high-level project
descriptions and during the scoping, budgeting and implementation of all projects, costs will
change based upon increased and refined project data.
The Long-Range CIP is presented to Council as part of the Budget Foundation discussion and
Goal Setting Process in order to provide context for future capital needs. Historically, the Long-
Range CIP is presented without a proposed strategy to address those needs.
Policy Context
The City's budget polices guide the process and the production of the two- financial plan and
the annual budget. In addition to the Council adopted policies, several other codes dictate
the need for the governing body to approve the City’s budget.
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California State Law
Though there is no explicit requirement in state law for a California city to adopt a budget,
however, there are many laws and charter requirements listed below that establish the budget
procedures and actions for every city.
1. A city may not spend public funds without the legal authorization to do so. Among
other things, a budget appropriates public funds, thereby requiring the legal
authorization from the governing body to expend these funds.
2. Like other California public agencies, each city must annually establish its
appropriation limit pertaining to the proceeds from taxes in compliance with Article
XIIIB of the California Constitution and California Government Code Sec. 7910. The
City of San Luis Obispo uses the annual budget to establish its compliance with this
law.
3. The California Constitution (Section 18 of Article XVI) states that no city or county
may incur any debt or liability in any year that exceeds the income and revenue
anticipated for that year without two-thirds voter approval. By determine the
anticipated income and revenue, the budget process verifies these thresholds.
4. California Government Code Section 53901 requires each local agency to file its budget
with the county auditor within 60 days after the beginning of its fiscal year.
5. In order to qualify to receive federal funds, a local agency must comply with the federal
single audit act and must retain a certified public accountant to prepare an annual audit
of its financial records. This compliance would be very difficult without an adopted
budget.
City Charter
Article VIII of the City's Charter contains the requirements for the fiscal administration for the
City. The following sections provide guidance regarding the budget:
801. Fiscal Year - determines the City's fiscal year from July through June.
802. Annual Budget - determines the mandate of the City Manager to bring forth an
annual estimate of income and expenditures.
803. Public Hearing - sets forth the requirement for a public hearing to adopt the
annual budget.
804. Adoption of Budget - requires the Council to adopt the budget after necessary
revisions after input from the public hearing.
City Budget and Fiscal Policies
The City's adopted fiscal policies set forth the purpose of the Financial Plan. They
determine under section:
A. The Financial Plan Objectives
B. The two-year budget
C. Measurable objectives
D. The Second-Year budget
E. Operating Carryover
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F. Goal Status Reports
G. Mid-Year budget reviews
Additionally, under long-term financial planning, the policies stipulate the requirement for a
balanced budget and the addressing of long-term liabilities and the maintenance of infrastructure.
They also outline the requirements for annual and interim reporting and the City's budget
administration in accordance with the City Charter.
Public Engagement
Public comment on this item can be provided to the City Council through written correspondence
prior to the meeting and through public testimony at the meeting.
CONCURRENCE
The City’s internal Financial Plan Steering Committee concurs with the recommendations
included in this report.
ENVIRONMENTAL REVIEW
The California Environmental Quality Act does not apply to the recommended action in this
report, because the action does not constitute a “Project” under CEQA Guidelines Sec. 15378.
FISCAL IMPACT
Budgeted: Yes Budget Year: 2020-21
Funding Identified: Yes
Fiscal Analysis:
Funding Sources Current FY Cost
Annualized
On-going Cost
Total Project
Cost
General Fund
State
Federal
Fees
Other:
Total N/A N/A N/A
There is no fiscal impact associated with the conduct of the City’s two-year financial planning
process. The City budgets for all the planned activities that are part of this process. Preparing
budgets are one of the core government functions that the City is responsible for carrying out.
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ALTERNATIVES
Modify the proposed Goal Setting activities. The Council could direct staff to pursue a different
process for goal-setting this year. Staff does not recommend this alternative because there is
value in conducting a similar process that residents are familiar with. If the Council is interested
in making changes, staff recommends that they be incremental adjustments to the activities
planned. If major changes are desired, they should be discussed and planned during the first year
of the next financial plan.
Attachments:
a - COUNCIL READING FILE - Advisory Body Goals
b - Community Survey & Utility Bill Insert
c - COUNCIL READING FILE - 2021-23-community-priorities-survey
d - Community Group Letters
e - Major City Goals Criteria
f - COUNCIL READING FILE - Economic Forecast Resources
g - 2021-23 Financial Plan Policies
h - COUNCIL READING FILE - CIP Status Report 2021-23
i - Long Term CIP 2021-23
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Attachment A – Community Survey & Utility Bill Insert
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City of San Luis Obispo, Finance and Information Technology, 990 Palm Street, San Luis Obispo, CA, 93401-3249, 805.781.7130,
slocity.org
City of San Luis Obispo, Finance and Information Technology, 990 Palm Street, San Luis Obispo, CA, 93401-3249, 805.781.7130,
slocity.org
Address to Business
Dear Valued Community Member,
The City of San Luis Obispo is seeking community feedback to help establish community-based goals that
will be incorporated into the City's 2021-23 Financial Plan. This input will enable the City Council to
better prioritize City projects, programs, services and initiatives so that resources and budget can be
assigned to those items that are most important to the community.
“The coronavirus pandemic has brought about unprecedented times and enormous financial impacts to
city budgets across the country, including San Luis Obispo,” said Derek Johnson, City Manager. “The
feedback we receive from our community will directly influence the programs and services the City is
able to deliver over the next couple of years.”
Community members can weigh in by completing the online 2021-23 Community Priorities Survey at
slocity.org/opencityhall. The deadline to submit feedback is December 15, 2020 at 10:00 p.m. In
addition to reviewing their own responses on the survey, participants will also be able to review the
feedback that the City is receiving in real time. This goal-setting stage in the budgeting process is a
critical step to ensuring the City can make San Luis Obispo an even better place to live, work and play. In
light of the hardships brought about by the COVID-19 pandemic, the City Council, in June 2020, adopted
a goal focused on San Luis Obispo’s economic stability, recovery, and resiliency.
City staff will compile community feedback for the City Council to review in advance of the Community
Forum in January and the Council goal-setting workshop in February. During the workshop, council will
officially set the goals for the next two years. A preliminary budget will then be presented to the City
Council in April and the final 2021-23 Financial Plan adoption in June.
To receive updates from the City, please register for City News e-notifications on the City’s website at
www.slocity.org or follow the City of San Luis Obispo on social media.
Link to online survey:
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ATTACHMENT E
Criteria for Major City Goals
1. Understanding that MCG’s are a statement of organizational priorities and
that other initiatives have to be set aside.
2. Ground Major City Goals in policies and/or community priorities (real,
supported).
3. Agreed upon by a Council majority.
4. Limited in number for comprehension, communication and focus.
5. Set forth in one document—the Financial Plan.
6. Be clear, understandable and actionable.
7. Established as a high priority and a real commitment.
8. Reflect major goals that cannot be achieved without Council support.
9. Can be translated into the performance goals and objectives of employees at
all levels of the organization.
10. Created within a supportive atmosphere where participants are not afraid to
state their suggestions for improving goals or objectives.
11. Reflect genuine consensus: while unanimous agreement is not required, they
should be accepted to the point where resistance to them is reduced or
eliminated.
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Attachment G - Budget and Fiscal Policies for 21-23 Financial Plan
FINANCIAL PLAN PURPOSE AND ORGANIZATION
A. Financial Plan Objectives. Through its Financial Plan, the City will link resources with results by:
1. Identifying community needs for essential services.
2. Organizing the programs required to provide these essential services.
3. Establishing program policies and goals, which define the nature and level of program services required.
4. Identifying activities performed in delivering program services.
5. Proposing objectives for improving the delivery of program services.
6. Integrate climate risk and climate action considerations throughout all financial decisions.
7. Integrate Diversity, Equity and Inclusion (DEI) considerations throughout all financial decisions.
8. Identifying and appropriating the resources required to perform program activities and accomplish program
objectives.
9. Setting standards to measure and evaluate the:
a. Output of program activities.
b. Accomplishment of program objectives.
c. Expenditure of program appropriations.
B. Two-Year Budget. Following the City's favorable experience, the City will continue using a two-year financial
plan, emphasizing long-range planning and effective program management. The benefits identified when the
City's first two-year plan was prepared for 1983-85 continue to be realized by:
1. Reinforcing the importance of long-range planning in managing the City's fiscal affairs.
2. Concentrating on developing and budgeting for the accomplishment of significant objectives.
3. Establishing realistic timeframes for achieving objectives.
4. Creating a pro-active budget that provides for stable operations and assures the City's long-term fiscal
health.
5. Promoting more orderly spending patterns.
6. Reducing the amount of time and resources allocated to preparing annual budgets.
C. Measurable Objectives. The two-year financial plan will establish measurable program and performance
objectives and allow reasonable time to accomplish those objectives.
D. Second Year Budget. Before the beginning of the second year of the two-year cycle, the Council will review
progress during the first year and approve appropriations for the second fiscal year.
E. Operating Carryover. Operating program appropriations not spent during the first fiscal year may be carried
over for specific purposes into the second fiscal year with the approval from the City Manager.
Key:
Strikethrough – removed sections
Underlined – administrative changes or clarifications to language
Underlined and italicized – significant or key policy additions
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Attachment G - Budget and Fiscal Policies for 21-23 Financial Plan
F. Goal Status Reports. The status of major program objectives will be formally reported to the Council together
with the quarterly budget reports.
G. Mid-Year Budget Reviews. The Council will formally review the City’s fiscal condition, and amend
appropriations if necessary, based on the first six months of each fiscal year.
LONG - TERM FINANCIAL PLANNING
A. Balanced Budget. The City will maintain a balanced budget over the two-year period of the Financial Plan.
This means that:
1. Operating revenues must fully cover operating expenditures, including debt service.
2. Ending fund balance (or working capital in the enterprise funds) must meet minimum reserve policy levels.
For the general and enterprise funds, this level has been established at 20% of operating expenditures.
Additionally, it includes the revenue and rate stabilization reserves as set forth in the City’s fiscal policies
under the Fund Balances and Reserves section.
Under this policy, it is allowable for total expenditures to exceed revenues in a given year; however, in this
situation, beginning fund balance can only be used to fund capital improvement plan projects, or other “one-
time,” non-recurring expenditures.
B. Long-Term Liabilities and Maintenance of Infrastructure. The City will give priority to applying unassigned
fund-balance due to one-time expenditure savings or one-time increase in revenue to pay down long-term unfunded
liabilities and invest in infrastructure and equipment. In applying unassigned fund balances to pay down long-
term unfunded liabilities a two-part strategy will be used to address the liability to the greatest extent
possible. One, annual payments to CalPERS for unfunded liabilities will address interest and principal.
Two, a Section 115 Trust will address future pension obligation changes and uncertainties pertaining to
CalPERS investment losses.
C. Consideration of Climate Risk and Climate Action. The City is aware of the increasingly severe and
frequent natural, economic, and social disruptions presented by a rapidly changing climate. The City is
also aware of the financial benefits (e.g., reduced operational costs, prudent asset management, access to
green bonds, etc.) of managing climate risk and orienting towards a carbon neutral municipal operations
and community. The City will include climate risk and climate action considerations in its long-term
financial planning.
D. Consideration of Diversity, Equity, and Inclusion (DEI). On June 18th, 2020, the City Council took
action to affirm racism as a public health crisis and committed to making San Luis Obispo a welcoming,
inclusive, and safe community for everyone (R-11132). The City Council also set a vision of a community
with core values of diversity and inclusivity in the adoption of its 2019-21 Major City Goals. The City is
committed to supporting diversity, equity, and inclusion in is operations and in the community. The City
will include DEI considerations in its long-term financial planning.
FINANCIAL REPORTING AND BUDGET ADMINISTRATION
A. Annual Reporting. The City will prepare annual financial statements as follows:
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Attachment G - Budget and Fiscal Policies for 21-23 Financial Plan
1. In accordance with Charter requirements, the City will contract for an annual audit by a qualified
independent certified public accountant. The City will strive for an unqualified auditors’ o pinion.
2. The City will use generally accepted accounting principles in preparing its annual financial statements and
will strive to meet the requirements of the GFOA’s Award for Excellence in Financial Reporting program.
3. The City will issue audited financial statements within 180 days after fiscal year-end.
B. Interim Reporting. The City will prepare and issue timely interim reports on the City’s fiscal status to the
Council and staff. This includes on-line access to the City’s financial management system by City staff;
monthly reports to program managers; more formal quarterly reports to the Council and Department Heads;
mid-year budget reviews; and preliminary annual reports.
C. Budget Administration. As set forth in the City Charter, the Council may amend or supplement the budget at
any time after its adoption by majority vote of the Council members. The City Manager has the authority to
make administrative adjustments to the budget as long as those changes will not have a significant policy impact
nor affect budgeted year-end fund balances.
D. Development Services Revenue. The City Manager may allocate or designate 75% of over-realized
Development Services revenues exceeding adopted budget for the current fiscal year for temporary
Development Services expenditures for the purpose of timely processing of development permit applications
in the current fiscal year or throughout the life of applicable projects. Any and all City Manager authorized
allocations and funds set aside in a designation for future use, shall be reported to the Council on a semi-annual
basis.
GENERAL REVENUE MANAGEMENT
A. Diversified and Stable Base. The City will seek to maintain a diversified and stable revenue base to protect it
from short-term fluctuations in any one revenue source.
B. Long-Range Focus. To emphasize and facilitate long-range financial planning, the City will maintain current
projections of revenues for the succeeding five years.
C. Current Revenues for Current Uses. The City will make all current expenditures with current revenues,
avoiding procedures that balance current budgets by postponing needed expenditures, accruing future revenues,
or rolling over short-term debt.
D. Interfund Transfers and Loans. In order to achieve important public policy goals, the City has established
various special revenue, capital project, debt service and enterprise funds to account for revenues whose use
should be restricted to certain activities. Accordingly, each fund exists as a separate financing entity from other
funds, with its own revenue sources, expenditures, and fund equity.
Any transfers between funds for operating purposes are clearly set forth in the Financial Plan and can only be
made by the Finance Director in accordance with the adopted budget. These operating transfers, under which
financial resources are transferred from one fund to another, are distinctly different from interfund borrowings,
which are usually made for temporary cash flow reasons, and are not intended to result in a transfer of financial
resources by the end of the fiscal year.
In summary, interfund transfers result in a change in fund equity; interfund borrowings do not, as the intent is
to repay the loan in the near term.
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Attachment G - Budget and Fiscal Policies for 21-23 Financial Plan
From time-to-time, interfund borrowings may be appropriate; however, these are subject to the following
criteria in ensuring that the fiduciary purpose of the fund is met:
1. The Finance Director is authorized to approve temporary interfund borrowings for cash flow purposes
whenever the cash shortfall is expected to be resolved within 45 days. The most common use of interfund
borrowing under this circumstance is for grant programs like the Community Development Block Grant,
where costs are incurred before drawdowns are initiated and received. However, receipt of funds is
typically received shortly after the request for funds has been made.
2. Any other interfund borrowings for cash flow or other purposes require case-by-case approval by the
Council.
3. Any transfers between funds where reimbursement is not expected within one fiscal year shall not be
recorded as interfund borrowings; they shall be recorded as interfund operating transfers that affect equity
by moving financial resources from one fund to another.
USER FEE COST RECOVERY GOALS
A. Ongoing Review
Fees will be reviewed and updated on an ongoing basis to ensure that they keep pace with changes in cost-of-
living as well as changes in methods or levels of service delivery.
In implementing this goal, a comprehensive analysis of City costs and fees should be made at least every five
years. In the interim, fees will be adjusted by annual changes in the Consumer Price Index Los
Angeles/Riverside. Fees may be adjusted during this interim period based on supplemental analysis whenever
there have been significant changes in the method, level, or cost of service delivery.
B. User Fee Cost Recovery Levels
In setting user fees and cost recovery levels, the following factors will be considered:
1. Community-Wide Versus Special Benefit. The level of user fee cost recovery should consider the
community-wide versus special service nature of the program or activity. The use of general-purpose
revenues is appropriate for community-wide services, while user fees are appropriate for services that are
of special benefit to easily identified individuals or groups.
2. Service Recipient Versus Service Driver. After considering community-wide versus special benefit of the
service, the concept of service recipient versus service driver should also be considered. For example, it
could be argued that the applicant is not the beneficiary of the City's development review efforts: the
community is the primary beneficiary. However, the applicant is the driver of development review costs,
and as such, cost recovery from the applicant is appropriate.
3. Effect of Pricing on the Demand for Services. The level of cost recovery and related pricing of services
can significantly affect the demand and subsequent level of services provided. At full cost recovery, this
has the specific advantage of ensuring that the City is providing services for which there is genuinely a
market that is not overly stimulated by artificially low prices.
Conversely, high levels of cost recovery will negatively impact the delivery of services to lower income
groups. This negative feature is especially pronounced, and works against public policy, if the services are
specifically targeted to low-income groups.
4. Feasibility of Collection and Recovery. Although it may be determined that a high level of cost recovery
may be appropriate for specific services, it may be impractical or too costly to establish a system to identify
and charge the user. Accordingly, the feasibility of assessing and collecting charges should also be
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Attachment G - Budget and Fiscal Policies for 21-23 Financial Plan
considered in developing user fees, especially if significant program costs are intended to be financed from
that source.
C. Factors Favoring Low Cost Recovery Levels
Very low-cost recovery levels are appropriate under the following circumstances:
1. There is no intended relationship between the amount paid and the benefit received. Almost all "social
service" programs fall into this category as it is expected that one group will subsidize another.
2. Collecting fees is not cost-effective or will significantly impact the efficient delivery of the service.
3. There is no intent to limit the use of (or entitlement to) the service. Again, most "social service" programs
fit into this category as well as many public safety and emergency response services (police and fire).
Historically, access to neighborhood and community parks would also fit into this category.
4. The service is non-recurring, generally delivered on a "peak demand" or emergency basis, cannot
reasonably be planned for on an individual basis, and is not readily available from a private sector source.
Many public safety services also fall into this category.
5. Collecting fees would discourage compliance with regulatory requirements and adherence is primarily self-
identified, and as such, failure to comply would not be readily detected by the City. Many small-scale
licenses and permits might fall into this category.
D. Factors Favoring High Cost Recovery Levels
The use of service charges as a major source of funding service levels is especially appropriate under the
following circumstances:
1. The service is similar to services provided through the private sector.
2. Other private or public sector alternatives could or do exist for the delivery of the service.
3. For equity or demand management purposes, it is intended that there be a direct relationship between the
amount paid and the level and cost of the service received.
4. The use of the service is specifically discouraged. Police responses to disturbances or false alarms might
fall into this category.
5. The service is regulatory in nature and voluntary compliance is not expected to be the primary method of
detecting failure to meet regulatory requirements. Building permit, plan checks, and subdivision review
fees for large projects would fall into this category.
E. General Concepts Regarding the Use of Service Charges
The following general concepts will be used in developing and implementing service charges:
1. Revenues should not exceed the reasonable cost of providing the service.
2. Cost recovery goals should be based on the total cost of delivering the service, including direct costs,
departmental administration cost, and organization-wide support costs such as accounting, personnel,
information technology, legal services, fleet maintenance and insurance.
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3. The method of assessing and collecting fees should be as simple as possible in order to reduce the
administrative cost of collection.
4. Rate structures should be sensitive to the "market" for similar services as well as to smaller, infrequent
users of the service.
5. A unified approach should be used in determining cost recovery levels for various programs based on the
factors discussed above.
F. Low Cost-Recovery Services
Based on the criteria discussed above, the following types of services should have very low-cost recovery goals.
In selected circumstances, there may be specific activities within the broad scope of services provided that
should have user charges associated with them. However, the primary source of funding for the operation
should be general-purpose revenues, not user fees.
1. Delivering public safety emergency response services such as police patrol services and fire suppression.
2. Maintaining and developing public facilities that are provided on a uniform, community -wide basis such as
streets, parks and general-purpose buildings.
3. Providing social service programs and economic development activities.
G. Recreation Programs
The following cost recovery policies apply to the City's recreation programs:
1. Cost recovery for activities directed to adults should be relatively high.
2. Cost recovery for activities directed to youth and seniors should be relatively low. In those circumstances
where services are similar to those provided in the private sector, cost recovery levels should be higher.
Although ability to pay may not be a concern for all youth and senior participants, these are desired program
activities, and the cost of determining subsidy need may be greater than the cost of providing a uniform
service fee structure to all participants. Further, there is a community -wide benefit in encouraging high-
levels of participation in youth and senior recreation activities regardless of financial status.
3. Cost recovery goals for recreation activities are set as follows:
High-Range Cost Recovery Activities - (60% to 100%)
a. Adult athletics
b. Banner permit applications
c. Childcare services
d. Facility rentals (indoor and outdoor; excludes use of facilities for internal City uses)
Mid-Range Cost Recovery Activities - (30% to 60%)
e. Triathlon
f. Golf
g. Summer and Spring Break Camps
h. Classes
i. Major commercial film permit applications
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Low-Range Cost Recovery Activities- (0 to 30%)
j. Aquatics
k. Community gardens
l. Junior Ranger camp
m. Minor commercial film permit applications
n. Skate park
o. Parks and Recreation sponsored events (except for Triathlon)
p. Youth sports
q. Teen services
r. Senior/boomer services
4. For cost recovery activities of less than 100%, there should be a differential in rates between residents and
non-residents. However, the Director of Parks and Recreation is authorized to reduce or eliminate non -
resident fee differentials when it can be demonstrated that:
a. The fee is reducing attendance.
b. And there are no appreciable expenditure savings from the reduced attendance.
5. Charges will be assessed for use of rooms, pools, gymnasiums, ball fields, special-use areas, and recreation
equipment for activities not sponsored or co-sponsored by the City. Such charges will generally conform
to the fee guidelines described above. However, the Director of Parks and Recreation is authorized to charge
fees that are closer to full cost recovery for facilities that are h eavily used at peak times and include a
majority of non-resident users.
6. A vendor charge of at least 10 percent of gross income will be assessed from individuals or organizations
using City facilities for moneymaking activities.
7. Director of Parks and Recreation is authorized to offer reduced fees such as introductory rates, family
discounts and coupon discounts on a pilot basis (not to exceed 18 months) to promote new recreation
programs or resurrect existing ones.
8. The Parks and Recreation Department will consider waiving fees only when the City Manager determines
in writing that an undue hardship exists.
H. Development Review Programs
The following cost recovery policies apply to the development review programs:
1. Services provided under this category include:
a. Planning (planned development permits, tentative tract and parcel maps, rezonings, general plan
amendments, variances, use permits).
b. Building and safety (building permits, structural plan checks, inspections).
c. Engineering (public improvement plan checks, inspections, subdivision requirements, encroachments).
d. Fire plan check.
2. Cost recovery for these services should generally be very high. In most instances, the City's cost recovery
goal should be 100%.
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3. However, in charging high-cost recovery levels, the City needs to clearly establish and articulate standards
for its performance in reviewing developer applications to ensure that there is “value for cost.”
4. Building Permit Plan Check Services – The City of San Luis Obispo offers building permit plan check
services through consultants at a set price, not to exceed 65% of the City’s fee for the service. Building
Permit Plan Check Services are offered by the City on a 100% cost-recovery basis, and the service is
provided after the fee is paid in full. As a result, the Finance Director is authorized to make appropriations
from the related revenue account to cover the cost of services provided.
I. Comparability with Other Communities
In setting user fees, the City will consider fees charged by other agencies in accordance with the following
criteria:
1. Surveying the comparability of the City's fees to other communities provides useful background
information in setting fees for several reasons:
a. They reflect the "market" for these fees and can assist in assessing the reasonableness of San Luis
Obispo’s fees.
b. If prudently analyzed, they can serve as a benchmark for how cost-effectively San Luis Obispo provides
its services.
2. However, fee surveys should never be the sole or primary criteria in setting City fees as there are many
factors that affect how and why other communities have set their fees at their levels. For example:
a. What level of cost recovery is their fee intended to achieve compared with the City’s cost recovery
objectives?
b. What cost have been considered in computing the fees?
c. When was the last time that comparison fees were comprehensively evaluated?
d. What level of service do those communities provide compared with the City’s service or performance
standards?
e. Is their rate structure significantly different than the City’s and what is it intended to achieve?
3. These can be very difficult questions to address in fairly evaluating fees among different communities. As
such, the comparability of the City’s fees to other communities should be one factor among many that is
considered in setting City fees.
ENTERPRISE FUND FEES AND RATES
A. Water, Sewer and Parking. The City will set fees and rates at levels which fully cover the total direct and
indirect costs—including operations, capital outlay, and debt service—of the following enterprise programs:
water, sewer and parking. For Water and Sewer, the rate setting process will be in accordance with Proposition
218 and its notification requirements.
B. Transit. Based on targets set under the Transportation Development Act, the City will strive to cover at least
twenty percent of transit operating costs with fare revenues.
C. Ongoing Rate Review. The City will review and adjust enterprise fees and rate structures as required to ensure
that they remain appropriate and equitable.
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D. Cost of Service Fees. The City will treat the water and sewer fund in the same manner as if they were privately
owned and operated. This means assessing reasonable cost of service fees in fully recovering services costs.
The purpose of the cost of service fee is reasonable cost recovery for the use of the City’s services such as street
right-of-way and public safety. The appropriateness of charging the water and sewer fund a reasonable cost of
service fee for the use of the City streets is further supported by the results of studies from Arizona, California,
Ohio, and Vermont which concluded that the leading cause of street resurfacing and reconstruction is street cuts
and trenching for Utilities.
REVENUE DISTRIBUTION
The Council recognizes that generally accepted accounting principles for state and local governments discourage
the “earmarking” of General Fund revenues, and accordingly, the practice of designating General Fund revenues
for specific programs should be minimized in the City's management of its fiscal affairs. Approval of the following
revenue distribution policies does not prevent the Council from directing General Fund resources to other functions
and programs as necessary.
A. Property Taxes. With the passage of Proposition 13 on June 6, 1978, California cities no longer can set their
own property tax rates. In addition to limiting annual increases in market value, placing a cei ling on voter-
approved indebtedness, and redefining assessed valuations, Proposition 13 established a maximum county-wide
levy for general revenue purposes of 1% of market value. Under subsequent state legislation, which adopted
formulas for the distribution of this countywide levy, the City now receives a percentage of total property tax
revenues collected countywide as determined by the State and administered by the County Auditor-Controller.
The City receives 14.9% of each dollar collected in property tax after allocations to school districts.
Accordingly, while property revenues are often thought of local revenue sources, in essence they are State
revenue sources, since the State controls their use and allocation.
With the adoption of a Charter revision in November 1996, which removed provisions that were in conflict with
Proposition 13 relating to the setting of property tax revenues between various funds, all property tax revenues
are now accounted for in the General Fund.
B. Gasoline Tax Subventions. All gasoline tax revenues (which are restricted by the State for street-related
purposes) will be used for maintenance activities. Since the City's total expenditures for gas tax eligible
programs and projects are much greater than this revenue source, operating transfers will be made from the gas
tax fund to the General Fund for this purpose. This approach significantly reduces the accounting efforts
required to meet State reporting requirements.
C. Transportation Development Act (TDA) Revenues. All TDA revenues will be allocated to alternative
transportation programs, including regional and municipal transit systems, bikeway improvements, and other
programs or projects designed to reduce automobile usage. Because TDA revenues will not be allocated for
street purposes, it is expected that alternative transportation programs (in conjunction with other state or federal
grants for this purpose) will be self-supporting from TDA revenues.
D. Parking Fines. All parking fine revenues will be allocated to the parking fund, except for those collected by
Police staff (who are funded by the General Fund) in implementing neighborhood wellness programs.
INVESTMENTS
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A. Responsibility. Investments and cash management are the responsibility of the City Treasurer or designee. It
is the City’s policy to appoint the Finance Director as the City’s Treasurer.
B. Investment Objective. The City's primary investment objective is to achieve a reasonable rate of return while
minimizing the potential for capital losses arising from market changes or issuer default. Accordingly, the
following factors will be considered in priority order in determining individual investment placements:
1. Safety
2. Liquidity
3. Yield
C. Tax and Revenue Anticipation Notes: Not for Investment Purposes. There is an appropriate role for tax
and revenue anticipation notes (TRANS) in meeting legitimate short-term cash needs within the fiscal year.
However, many agencies issue TRANS as a routine business practice, not solely for cash flow purposes, but to
capitalize on the favorable difference between the interest cost of issuing TRANS as a tax-preferred security
and the interest yields on them if re-invested at full market rates.
As part of its cash flow management and investment strategy, the City will only issue TRANS or other forms
of short-term debt if necessary, to meet demonstrated cash flow needs; TRANS or any other form of short-term
debt financing will not be issued for investment purposes.
As long as the City maintains its current policy of maintaining fund/working capital balances that are 20% of
operating expenditures, it is unlikely that the City would need to issue TRANS for cash flow purposes except
in very unusual circumstances.
D. Selecting Maturity Dates. The City will strive to keep all idle cash balances fully invested through daily
projections of cash flow requirements. To avoid forced liquidations and losses of investment earnings, cash
flow and future requirements will be the primary consideration when selecting maturities.
E. Diversification. As the market and the City's investment portfolio change, care will be taken to maintain a
healthy balance of investment types and maturities.
F. Authorized Investments. The City will invest only in those instruments authorized by the California
Government Code Section 53601.
The City will not invest in stock, will not speculate and will not deal in futures or options. The investment
market is highly volatile and continually offers new and creative opportunities for enhancing interest earnings.
Accordingly, the City will thoroughly investigate any new investment vehicles before committing City funds
to them.
G. Authorized Institutions. Current financial statements will be maintained for each institution in which cash is
invested. Investments will be limited to 20 percent of the total net worth of any institution and may be reduced
further or refused altogether if an institution's financial situation becomes unhealthy.
H. Consolidated Portfolio. In order to maximize yields from its overall portfolio, the City will consolidate cash
balances from all funds for investment purposes and will allocate investment earnings to each fund in
accordance with generally accepted accounting principles.
I. Safekeeping. Ownership of the City's investment securities will be protected through third-party custodial
safekeeping.
J. Investment Management Plan. The City Treasurer will develop and maintain an Investment Management
Plan that addresses the City's administration of its portfolio, including investment strategies, practices and
procedures.
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K. Investment Oversight Committee. As set forth in the Investment Management Plan, this committee is
responsible for reviewing the City’s portfolio on an ongoing basis to determine compliance with the City’s
investment policies and for making recommendations to the City Treasurer (Finance Director regarding
investment management practices.
Members include the Mayor, one member of the public, the City Manager, the Accounting Manager/Controller,
the Principal Budget Analyst, and the Finance Director/City Treasurer serving as the commission chair. Budget
Manager.
The member of the public shall be appointed by the City Council in accordance with the City’s process for
appointing advisory body members.
L. Reporting. The City Treasurer will develop and maintain a comprehensive, well-documented investment
reporting system, which will comply with Government Code Section 53607. This reporting system will provide
the Council and the Investment Oversight Committee with appropriate investment performance information.
M. Investment Philosophy. The City is dedicated to socially responsible investing and has adopted an ESG
investment strategy that excludes investments in tobacco products, weapon production, and fossil fuels.
APPROPRIATIONS LIMITATION
A. The Council will annually adopt a resolution establishing the City's appropriations limit calculated in
accordance with Article XIII-B of the Constitution of the State of California, Section 7900 of the State of
California Government Code, and any other voter approved amendments or state legislation that affect the City's
appropriations limit.
B. The supporting documentation used in calculating the City's appropriations limit and projected appropriations
subject to the limit will be available for public and Council review at least 10 days before Council consideration
of a resolution to adopt an appropriations limit. The Council will generally consider this resolution in
connection with final approval of the budget.
C. The City will strive to develop revenue sources, both new and existing, which are consid ered non-tax proceeds
in calculating its appropriations subject to limitation.
D. The City will annually review user fees and charges and report to the Council the amount of program subsidy,
if any, that is being provided by the General or Enterprise Funds.
E. The City will actively support legislation or initiatives sponsored or approved by League of California Cities
which would modify Article XIII-B of the Constitution in a manner which would allow the City to retain
projected tax revenues resulting from growth in the local economy for use as determined by the Council.
F. The City will seek voter approval to amend its appropriation limit at such time that tax proceeds are in excess
of allowable limits.
FUND BALANCE AND RESERVES
A. Minimum Fund and Working Capital Balances. The City will maintain a restricted minimum fund balance
of at least 20% of operating expenditures in the General Fund and a minimum working capital balance of 20%
of operating expenditures in the water, sewer and parking enterprise funds. This is considered the minimum
level necessary to maintain the City's credit worthiness and to adequately provide for:
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1. Economic uncertainties, local disasters, and other financial hardships or downturns in the local or national
economy.
2. Contingencies for unseen operating or capital needs.
3. Cash flow requirements.
B. Fleet Replacement. For the General Fund fleet, the City will establish and maintain a Fleet Replacement Fund
to provide for the timely replacement of vehicles and related equipment with an individual replacement cost of
$15,000 or more. The City will maintain a restricted minimum fund balance in the Fleet Replacement Fund
equal to $500,000 for the emergency replacement of vehicles that are damaged beyond repair, and are either
not covered under the City’s property insurance program or the vehicle has a high replacement cost and
insurance proceeds will be inadequate to provide for the vehicle’s replacement (fire engine). Above this
contingency level, the amount retained in this fund, coupled with the annual contributions received by it from
any source, shall be adequate to fully fund the equipment replacements approved in the Financial Plan.
If in any given year, the minimum fund balance is depleted for above mentioned uses and as approved by the
City Council, it shall be replenished over the next two-year Financial Plan period.
Interest earnings and the proceeds from the sales of surplus equipment as well as any related damage and
insurance recoveries will be credited to the Fleet Replacement Fund.
C. Information Technology (IT) Replacement Fund. The City will establish an IT Replacement Fund for the
General Fund to provide for the timely replacement of information technology, both hardware and software,
with an individual replacement cost of $25,000 or more. During the 2015-17 Financial Plan period, the City
will establish and maintain a restricted minimum fund balance in this fund equal to $400,000 for the
emergency replacement of equipment that is damaged beyond repair and not covered under the City’s
property insurance program.
If in any given year, the minimum fund balance is depleted for above mentioned uses and as approved by the
City Council, it shall be replenished over the next two-year Financial Plan period.
Interest earnings and the proceeds from the sale of surplus equipment as well as any related damage and
insurance recoveries will be credited to the fund.
D. Major Facility Replacement Fund. The City will maintain a reserve within this fund for the purpose of
funding the cost of improvements having a cost of $25,000 or more to city-owned, general government building
and structures. The amount retained in this fund, coupled with annual contributions received by it from any
source, to adequately fund maintenance and replacement of City facilities.
E. Infrastructure Investment Fund. The City will maintain a reserve within this fund for the purpose of funding
infrastructure projects that contribute to improved economic development and enhanced quality of life in the
City of San Luis Obispo. The following evaluation criteria shall be applied to project eligibility:
1. The use of City funds shall not offset any cost that would be expected to be paid to meet the fair share
obligation of any developer.
2. The use of City funds shall not offset a project specific cost identified through the environmental review
process or under existing regulations or policies.
3. The use of funds shall support a project that would not otherwise be feasible due to economic, timing or
other issues outside control of the project proponents or the City.
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4. The project shall provide public benefit by contributing to economic development and quality of life within
the City.
E. Insurance Fund. The City shall maintain an Insurance Fund to manage payments for liability, workers’
compensation, crime, pollution, special events, property, and volunteer insurance. Within the Insurance Fund,
a self-insured retention (SIR) will be set aside to cover expenses associated with claims from the Excess Liability
Insurance Program. The SIR will be funded based on 150% (75% confidence level) of the previous five -year
average claims experience (claims paid, reserves for known claims, and administrative expenses). The
Insurance Fund will maintain a reserve sufficient to guard against substantial claims which will be determined
based on annual actuarial report information. The City will establish an Insurance Benefit Fund for the
purposes of setting funds aside to manage the fluctuations in liability and worker’s compensation insurance
programs. A reserve within the Insurance Benefit Fund for the Liability Excess Insurance Program will be
maintained at approximately 75% funded confidence level based on the prior five-year average claims
experience and current claim reserves.
F. There will be additional funds set aside in fund balance to cover unanticipated fluctuations in claims. The
amount will be determined by actuarial report information.If required due to depletion of fund balance,
sufficient annual appropriations will be transferred to the Insurance Fund from the General Fund in the amount
needed to ensure the 150% funding status.
G. Water and Sewer Rate Stabilization Reserves. The City will maintain a reserve for the purposes of offsetting
unanticipated fluctuations in Water Fund or Sewer Fund revenues to provide financial stability, including the
stability of revenues and the rates and charges related to each Enterprise. The funding target for the Rate
Stabilization Reserve will be 10% of sales revenue in the Water Fund and 5% of sales revenue in the Sewer
Fund.
Conditions for utilization and plan for replenishment of the reserve will be brought to Council for its
consideration during the preparation and approval of the Financial Plan or as may become necessary during any
fiscal year.
H. Future Capital Project Designations. The Council may designate specific fund balance levels for future
development of capital projects that it has determined to be in the best long -term interests of the City. For
example, replacement of critical information technology infrastructure or other projects.
I. Other Designations and Reserves. In addition to the designations noted above, fund balance levels will be
sufficient to meet funding requirements for projects approved in prior years which are carried forward into the
new year; debt service reserve requirements; reserves for encumbrances; and other reserves or designations
required by contractual obligations, state law, or generally accepted accounting principles.
J. General Fund Revenue Stabilization Fund. The City will maintain a restricted reserve for the
purposes of offsetting unanticipated fluctuations in general fund revenues to provide financial stability.
The funding target for the Revenue Stabilization Reserve will be $1,000,000 during the term of the
adopted Fiscal Health Response Plan. Use and allocations of funds of the Revenue Stabilization Fund
will be made upon Council approvals of the Financial Plan or as becomes necessary during any fiscal
year.
K. Capital Projects Reserve Fund. The City will maintain a restricted reserve in its Capital Outlay
Fund of $500,000 for the purposes of offsetting unanticipated cost increases, unforeseen conditions,
and urgent unanticipated projects to provide continued investment in infrastructure maintenance and
enhancement. Use and allocations of funds from the Capital Projects Reserve Fund will be made to
Capital Projects including Fleet, Information Technology, and Major Facility Replacement upon
Council approvals of the Financial Plan or as necessary during any fiscal year.
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CAPITAL IMPROVEMENT MANAGEMENT
A. Capital Improvement Plan (CIP) Projects: $25,000 or More. Construction projects and equipment
purchases which cost $25,000 or more will be included in the Capital Improvement Plan (CIP and are accounted
for in the Capital Outlay Fund. Minor capital outlays of less than $25,000 will be included with the operating
program budgets. Such projects are accounted for in the Capital Outlay Fund.
B. CIP Purpose. The purpose of the CIP is to systematically plan, schedule, and finance capital projects to ensure
cost-effectiveness as well as conformance with established policies. The CIP is a five-year plan organized into
the same functional groupings used for the operating programs. The CIP will reflect a balance between capital
replacement projects that repair, replace or enhance existing facilities, equipment or infrastructure; and capital
facility projects that significantly expand or add to the City's existing fixed assets.
C. Project Manager. Every CIP project will have a project manager who will prepare the project proposal, ensure
that required phases are completed on schedule, authorize all project expenditures, ensure that a ll regulations
and laws are observed, and periodically report project status.
D. CIP Review Committee. Headed by the City Manager or designee, this Committee will review project
proposals, determine project phasing, recommend project managers, review and evaluate the draft CIP budget
document, and report CIP project progress on an ongoing basis.
E. CIP Phases. The CIP will emphasize project planning, with projects progressing through at least two and up
to ten of the following phases:
1. Designate. Appropriates funds based on projects designated for funding by the Council through adoption
of the Financial Plan.
2. Study. Concept design, site selection, feasibility analysis, schematic design, environmental determination,
property appraisals, scheduling, grant application, grant approval, specification preparation for equipment
purchases.
3. Environmental Review. EIR preparation, other environmental studies.
4. Real Property Acquisitions. Property acquisition for projects, if necessary.
5. Site Preparation. Demolition, hazardous materials abatements, other pre-construction work.
6. Design. Final design, plan and specification preparation and construction cost estimation.
7. Construction. Construction contracts.
8. Construction Management. Contract project management and inspection, soils and material tests, other
support services during construction.
9. Equipment Acquisitions. Vehicles, heavy machinery, computers, office furnishings, other equipment items
acquired and installed independently from construction contracts.
10. Debt Service. Installment payments of principal and interest for completed projects funded through debt
financings. Expenditures for this project phase are included in the Debt Service section of the Financial
Plan.
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Generally, it will become more difficult for a project to move from one phase to the next. As such, more
projects will be studied than will be designed, and more projects will be designed than will be constructed o r
purchased during the term of the CIP.
F. CIP Appropriation. The City’s annual CIP appropriation for study, design, acquisition and/or construction is
based on the projects designated by the Council through adoption of the Financial Plan. Adoption of the
Financial Plan CIP appropriation does not automatically authorize funding for specific project phases. This
authorization generally occurs only after the preceding project phase has been completed and approved by the
Council and costs for the succeeding phases have been fully developed.
Accordingly, project appropriations are generally made when contracts are awarded. If project costs at the time
of bid award are less than the budgeted amount, the balance will be unappropriated and returned to fund balance
or allocated to another project. If project costs at the time of bid award are greater than budget amounts, five
basic options are available:
1. Eliminate the project.
2. Defer the project for consideration to the next Financial Plan period.
3. Rescope or change the phasing of the project to meet the existing budget.
4. Transfer funding from another specified, lower priority project.
5. Appropriate additional resources as necessary from fund balance.
G. CIP Budget Carryover. Appropriations for CIP projects lapse three years after budget adoption. Projects
which lapse from lack of project account appropriations may be resubmitted for inclusion in a subsequent CIP.
Project accounts, which have been appropriated, will not lapse until completion of the project phase.
H. Program Objectives. Project phases will be listed as objectives in the program narratives of the programs,
which manage the projects.
I. Public Art. CIP projects will be evaluated during the budget process and prior to each phase for conformance
with the City's public art policy, which generally requires that 1% of eligible project construction costs be set
aside for public art. Excluded from this requirement are underground projects, utility infrastructure projects,
funding from outside agencies, and costs other than construction such as study, environmental review, design,
site preparation, land acquisition and equipment purchases.
It is generally preferred that public art be incorporated directly into the project, but this is not practical or
desirable for all projects; in this case, an in-lieu contribution to public art will be made. To ensure that funds
are adequately budgeted for this purpose regardless of whether public art will be directly incorporated into the
project, funds for public art will be identified separately in the CIP.
J. General Plan Consistency Review. The Planning Commission will review the Preliminary CIP for
consistency with the General Plan and provide is findings to the Council prior to adoption.
K. Climate Action Plan Implementation. Council adopted Resolution No. 11159 (2020 Series) establishes a goal
of communitywide carbon neutrality by 2035 and municipal operations carbon neutrality by 2030. The City’s
Capital Improvement Program is a critical implementation tool, and every CIP will be evaluated for alignment
with these climate goals. Examples of ways projects or project components can align the with goals include
(but are not limited to):
1. Elimination or reduction of vehicle miles traveled (e.g., active transportation and transit improvements),
2. Elimination or reduction of fossil fueled appliances, vehicles, and equipment,
3. Reduced energy consumption (e.g., efficient mechanical equipment, efficient lighting, etc.)
4. Carbon storage through tree planting or landscape management, and
5. Solid waste/ green waste diversion
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CAPITAL FINANCING AND DEBT MANAGEMENT
A. Capital Financing
1. The City will consider the use of debt financing only for one-time capital improvement projects and only
under the following circumstances:
a. When the project’s useful life will exceed the term of the financing.
b. When project revenues or specific resources will be sufficient to service the long-term debt.
c. When the longevity of the asset will serve current and future populations and should therefore
consider spreading the cost to users over the lifetime of the asset.
2. Debt financing will not be considered appropriate for any recurring purpose such as current operating and
maintenance expenditures. The issuance of short-term instruments such as revenue, tax or bond anticipation
notes is excluded from this limitation. (See Investment Policy)
3. Capital improvements will be financed primarily through user fees, service charges, assessments, special
taxes or developer agreements when benefits can be specifically attributed to users of the facility.
Accordingly, development impact fees should be created and implemented at levels sufficient to ensure that
new development pays its fair share of the cost of constructing necessary community facilities. For
Community Facilities Districts please see section E.
4. Transportation impact fees are a major funding source in financing transportation system improvements.
However, revenues from these fees are subject to significant fluctuation based on the rate of new
development. Accordingly, the following guidelines will be followed in designing and building projects
funded with transportation impact fees:
a. The availability of transportation impact fees in funding a specific project will be analyzed on a case -
by-case basis as plans and specification or contract awards are submitted for City Manager or Council
approval.
b. If adequate funds are not available at that time, the Council will make one of two determinations:
• Defer the project until funds are available.
• Based on the high priority of the project, advance funds from the General Fund, which will be
reimbursed as soon as impact fee funds become available. Repayment of General Fund advances
will be the first use of transportation impact fee funds when they become available.
5. The City will use the following criteria to evaluate pay-as-you-go versus long-term financing in funding
capital improvements:
a. Factors Favoring
Pay-As-You-Go Financing
1. Current revenues and adequate fund balances are available, or project phasing can be accomplished.
2. Existing debt levels adversely affect the City's credit rating.
3. Market conditions are unstable or present difficulties in marketing.
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b. Factors Favoring Long-Term Financing
1. Revenues available for debt service are deemed sufficient and reliable so that long-term financings can
be marketed with investment grade credit ratings.
2. The project securing the financing is of the type, which will support an investment grade credit rating.
3. Market conditions present favorable interest rates and demand for City financings.
4. A project is mandated by state or federal requirements, and resources are insufficient or unavailable.
5. The project is immediately required to meet or relieve capacity needs and current resources are
insufficient or unavailable.
6. The life of the project or asset to be financed is 10 years or longer.
7. Vehicle leasing when market conditions and operational circumstances present favorable opportunities.
B. Debt Management
1. The City will not obligate the General Fund to secure long-term financings except when marketability can
be significantly enhanced.
2. An internal feasibility analysis will be prepared for each long-term financing which analyzes the impact on
current and future budgets for debt service and operations. This analysis will also address the reliability of
revenues to support debt service.
3. The City will generally conduct financings on a competitive basis. However, negotiated financings may be
used due to market volatility or the use of an unusual or complex financing or security structure.
4. The City will seek an investment grade rating (Baa/BBB or greater) on any direct debt and will seek credit
enhancements such as letters of credit or insurance when necessary for marketing purposes, availability and
cost-effectiveness.
5. The City will monitor all forms of debt annually coincident with the City's Financial Plan preparation and
review process and report concerns and remedies, if needed, to the Council.
6. The City will diligently monitor its compliance with bond covenants and ensure its adherence to federal
arbitrage regulations.
7. The City will maintain good, ongoing communications with bond rating agencies about its financial
condition. The City will follow a policy of full disclosure on every financial report and bond prospectus
(Official Statement).
C. Debt Capacity
1. General Purpose Debt Capacity. The City will carefully monitor its levels of general-purpose debt.
Because our the City’s general-purpose debt capacity is limited, it is important that we the City only use
general purpose debt financing for high-priority projects where we the City cannot reasonably use other
financing methods for two key reasons:
a. Funds borrowed for a project today are not available to fund other projects tomorrow.
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b. Funds committed for debt repayment today are not available to fund operations in the future.
In evaluating debt capacity, general-purpose annual debt service payments should generally not exceed
10% of General Fund revenues; and in no case should they exceed 15%. Further, direct debt will not exceed
2% of assessed valuation; and no more than 60% of capital improvement outlays will be funded from long -
term financings.
2. Enterprise Fund Debt Capacity. The City will set enterprise fund rates at levels needed to fully cover debt
service requirements as well as operations, maintenance, administration and capital improvement costs.
The ability to afford new debt for enterprise operations will be evaluated as an integral part of the City’s
rate review and setting process.
D. Independent Disclosure Counsel
The following criteria will be used on a case-by-case basis in determining whether the City should retain the
services of an independent disclosure counsel in conjunction with specific project financings:
1. The City will generally not retain the services of an independent disclosure counsel when all of the
following circumstances are present:
a. The revenue source for repayment is under the management or control of the City, such as general
obligation bonds, revenue bonds, lease-revenue bonds or certificates of participation.
b. The bonds will be rated or insured.
2. The City will consider retaining the services of an independent disclosure counsel when one or more of
following circumstances are present:
a. The financing will be negotiated, and the underwriter has not separately engaged an underwriter’s
counsel for disclosure purposes.
b. The revenue source for repayment is not under the management or control of the City, such as land-
based assessment districts, tax allocation bonds or conduit financings.
c. The bonds will not be rated or insured.
d. The City’s financial advisor, bond counsel or underwriter recommends that the City retain an
independent disclosure counsel based on the circumstances of the financing.
E. Land-Based Financings
1. Public Purpose. There will be a clearly articulated public purpose in forming an assessment or special tax
district in financing public infrastructure improvements. This should include a finding by the Council as
to why this form of financing is preferred over other fu nding options such as impact fees, reimbursement
agreements or direct developer responsibility for the improvements.
New development should generally be expected to “pay its own way,” (i.e., provide funding through
one mechanism or another that funds its “proportional share” of public improvement and infrastructure
costs and ongoing operations and maintenance costs).
(1) The City will consider the use of city-based funding sources to fund public facility and
infrastructure improvements that provide for the health, safety and welfare of existing and
future residents and/or provide measurable economic development and fiscal benefits. In
evaluating whether the City will use city-based funding sources, the following evaluation
criteria should be considered:
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(a) Significant public benefit, demonstrated by compliance with and furtherance of
General Plan goals, policies, and programs
(b) Alignment with the Major City Goals and other important objectives in place at the
time of the application
(c) Head of Household Job Creation
(d) Housing Creation
(e) Circulation/Connectivity Improvements
(f) Net General Fund fiscal impact
(2) The City generally will not fund or offer public financing for infrastructure
improvements that confer only private benefit to individual property owners or
development projects.
(3) The City shall seek continuity (or improvements to) existing levels of municipal service
by assuring adequate funding for the City’s operation, maintenance and infrastructure
replacement costs.”
2. Eligible Improvements. Except as otherwise determined by the Council when proceedings for district
formation are commenced, preference in financing public improvements through a special tax district shall
be given for those public improvements that help achieve clearly identified community facility and
infrastructure goals in accordance with adopted facility and infrastructure plans as set forth in key policy
documents such as the General Plan, Specific Plan, Facility or Infrastructure Master Plans, or Capital
Improvement Plan.
Such improvements include study, design, construction and/or acquisition of:
a. Public safety facilities.
b. Water supply, distribution and treatment systems.
c. Waste collection and treatment systems.
d. Major transportation system improvements, such as freeway interchanges; bridges; intersection
improvements; construction of new or widened arterial or collector streets (including related
landscaping and lighting); sidewalks and other pedestrian paths; transit facilities; and bike paths.
e. Storm drainage, creek protection and flood protection improvements.
f. Parks, trails, community centers and other recreational facilities.
g. Open space.
h. Cultural and social service facilities.
i. Other governmental facilities and improvements such as offices, information technology systems and
telecommunication systems.
School facilities will not be financed except under appropriate joint community facilities agreements or
joint exercise of powers agreements between the City and school districts.
3. Active Role. Even though land-based financings may be a limited obligation of the City, we will play an
active role in managing the district. This means that the City will select and retain the financing team,
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including the financial advisor, bond counsel, trustee, appraiser, disclosure counsel, assessment engineer
and underwriter. Any costs incurred by the City in retaining these services will generally be the
responsibility of the property owners or developer, and will be advanced via a deposit when an application
is filed; or will be paid on a contingency fee basis from the proceeds from the bonds.
4. Credit Quality. When a developer requests a district, the City will carefully evaluate the applicant’s
financial plan and ability to carry the project, including the payment of assessments and special taxes during
build-out. This may include detailed background, credit and lender checks, and the preparation of
independent appraisal reports and market absorption studies. For districts where one property owner
accounts for more than 25% of the annual debt service obligation, a letter of credit further securing the
financing may be required.
5. Reserve Fund. A reserve fund should be established in the lesser amount of: the maximum annual debt
service; 125% of the annual average debt service; or 10% of the bond proceeds.
6. Value-to-Debt Ratios. The minimum value-to-debt ratio should generally be 4:1. This means the value of
the property in the district, with the public improvements, should be at least four times the amount of the
assessment or special tax debt. In special circumstances, after conferring and receiving the concurrence of
the City’s financial advisor and bond counsel that a lower value-to-debt ratio is financially prudent under
the circumstances, the City may consider allowing a value-to-debt ratio of 3:1. The Council should make
special findings in this case.
7. Appraisal Methodology. Determination of value of property in the district shall be based upon the full cash
value as shown on the ad valorem assessment roll or upon an appraisal by an independent Member
Appraisal Institute (MAI). The definitions, standards and assumptions to be used for appraisals shall be
determined by the City on a case-by-case basis, with input from City consultants and district applicants,
and by reference to relevant materials and information promulgated by the State of California, including
the Appraisal Standards for Land-Secured Financings prepared by the California Debt and Investment
Advisory Commission.
8. Capitalized Interest During Construction. Decisions to capitalize interest will be made on case-by-case
basis, with the intent that if allowed, it should improve the credit quality of the bonds and reduce borrowing
costs, benefiting both current and future property owners.
9. Maximum Burden. Annual assessments (or special taxes in the case of Mello-Roos or similar districts)
should generally not exceed 1% of the sales price of the property; and total property taxes, special
assessments and special taxes payments collected on the tax roll should generally not exceed 2%.
10. Benefit Apportionment. Assessments and special taxes will be apportioned according to a formula that is
clear, understandable, equitable and reasonably related to the benefit received by—or burden attributed
to—each parcel with respect to its financed improvement. Any annual escalation factor should generally
not exceed 2%.
F. Development Impact Fees Guidelines and Policies
Development impact fees are one-time fees levied on new development, typically levied at the
time building permits are issued, to fund a range of the City’s public facilities and infrastructure.
Such fees are levied both on a citywide basis as well as for specific areas (e.g., the Specific Plan
Areas). The levy of development impact fees is regulated by the State’s Mitigation Fee Act
(Government Code Section 66000 et seq.).
1. Development impact fees should be set, consistent with the statutory “nexus” analysis
and findings, to fund new development’s proportional share of public facility and
infrastructure costs.
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2. Improvements funded by development impact fees should be referenced generally in the
appropriate planning documents (e.g., General Plan, Specific Plans, etc.) and reflected
in the City’s Capital Improvement Program.
3. An exception to this policy may be created by a development agreement between the
City and a private developer. In this case public investments are offset by measurable
public benefits.
4. The City’s development impact fees can be “leveraged” through the use of fee credit
and reimbursement agreements with developers and landowners.
5. The City’s aggregate fee levels should not render new development that is otherwise
consistent with City plans and regulations economically infeasible. Aggregate fee levels
should be evaluated in terms of a reasonable standard, but not a strict limit (e.g.,
aggregate fee levels should not exceed an average of approximately 10 to 12 percent of
the market value of the new development, either on a per-unit or per-square foot basis).
6. The City may consider reductions or waivers of its development impact fees in cases
where a development project meets specific City planning or economic development
policies such as affordable housing projects. In such cases the amount of funding
foregone must be replaced with other funding sources available to the City.
1. Special Tax District Administration. In the case of Mello-Roos or similar special tax districts, the total
maximum annual tax should not exceed 110% of annual debt service. The rate and method of
apportionment should include a back-up tax in the event of significant changes from the initial development
plan and should include procedures for prepayments.
1. Community Facilities Districts or Assessment Districts offer a way to fund infrastructure,
maintenance, or municipal services through special taxes or assessments levied on
property owners benefiting from the thus-funded improvements or services. It can be used
for both capital improvements and ongoing facility maintenance or services.
2. The City will consider the formation of financing districts using the State’s assessment
law or the Mello-Roos Community Facilities Act for its newly developing areas on a case-
by-case basis, consistent with technical analysis and City priorities (i.e., capital or
ongoing funding).
3. The City will consider the effect of the special tax on the City’s ability to issue General
Obligation bonds or other property-based tax measures.
4. Such districts should fund infrastructure or services serving or otherwise providing
benefit to the area subject to the assessment or special tax.
5. Such districts can fund public facilities or infrastructure otherwise funded with the City’s
development impact fees or project-specific exactions. In such cases the area’s
development impact fee obligations will be adjusted proportionately.
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6. Within any such districts, property value-to-lien ratio should, consistent with typical
underwriting standards, be at least 4.0:1 after calculating the value of the financed public
improvements to be installed and considering any prior or pending special taxes or
improvement liens.
7. Consistent with underwriting standards and market considerations, and as a matter of
policy, the City will limit the maximum amount of special taxes to be levied on any parcel
of property within a Community Facilities District, in any given fiscal year, together with
the general property taxes, general obligation bonds, and other special taxes and
assessments levied on such parcel, shall not exceed an amount equal to one and eight -
tenths percent (1.8 percent) of the projected assessed value of the parcel (and
improvements if applicable). How the special tax capacity is allocated between capital
and ongoing expenditures will depend upon the City’s priorities.
8. The City shall have discretion to allow a special tax in excess of the established limits for
any lands within the CFD which are designated for commercial or industrial uses.
9. As a part of such district formations, the City will retain a special tax consultant to prepare a report
which recommends a special tax rate and method for the proposed CFD and evaluates the special
tax proposed to determine its ability to adequately fund identified public facilities, City
administrative costs, services (if applicable) and other related expenditures.
2. Foreclosure Covenants. In managing administrative costs, the City will establish minimum delinquency
amounts per owner, and for the district as a whole, on a case-by-case basis before initiating foreclosure
proceedings.
3. Disclosure to Bondholders. In general, each property owner who accounts for more than 10% of the annual
debt service or bonded indebtedness must provide ongoing disclosure information annually as described
under SEC Rule 15(c)-12.
4. Disclosure to Prospective Purchasers. Full disclosure about outstanding balances and annual payments
should be made by the seller to prospective buyers at the time that the buyer bids on the property. It should
not be deferred to after the buyer has made the decision to purchase. When appropriate, applicants or
property owners may be required to provide the City with a disclosure plan.
G. Conduit Financings
1. The City will consider requests for conduit financing on a case-by-case basis using the following criteria:
a. The City’s bond counsel will review the terms of the financing and render an opinion that there will be
no liability to the City in issuing the bonds on behalf of the applicant.
b. There is a clearly articulated public purpose in providing the conduit financing.
c. The applicant is capable of achieving this public purpose.
2. This means that the review of requests for conduit financing will generally be a two-step process:
a. First asking the Council if they are interested in considering the request and establishing the ground
rules for evaluating it.
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b. And then returning with the results of this evaluation and recommending approval of appropriate
financing documents if warranted.
This two-step approach ensures that the issues are clear for both the City and applicant, and that key policy
questions are answered.
3. The workscope necessary to address these issues will vary from request to request and will have to be
determined on a case-by-case basis. Additionally, the City should generally be fully reimbursed for its cost
in evaluating the request; however, this should also be determined on a case-by-case basis.
B. Refinancings
1. General Guidelines. Periodic reviews of all outstanding debt will be undertaken to determine refinancing
opportunities. Refinancings will be considered (within federal tax law constraints) under the following
conditions:
a. There is a net economic benefit.
b. It is needed to modernize covenants that are adversely affecting the City’s financial position or
operations.
c. The City wants to reduce the principal outstanding in order to achieve future debt service savings, and
it has available working capital to do so from other sources.
2. Standards for Economic Savings. In general, refinancings for economic savings will be undertaken
whenever net present value savings of at least five percent (5%) of the refunded debt can be achieved.
a. Refinancings that produce net present value savings of less than five percent will be considered on a
case-by-case basis, provided that the present value savings are at least three percent (3%) of the
refunded debt.
b. Refinancings with savings of less than three percent (3%), or with negative savings, will not be
considered unless there is a compelling public policy objective.
C. Enhanced Infrastructure Financing District (EIFD) Guidelines and Policies
a. EIFD financing should be considered for public facilities or infrastructure improvements that confer
Citywide citywide and/or regional benefits. This may include the “City share” of infrastructure included
in the City’s development impact fees.
b. Unless there is a Development Agreement in place that provides otherwise, EIFDs should not be used
to fund real estate projects’ proportional share of infrastructure costs otherwise included in the City’s
development impact fees or charged as project-specific exactions (e.g., subdivision improvements).
c. City should consider EIFDs when more than one local government jurisdiction is participating to
produce maximum benefit.
d. At the time of formation of the EIFD (or if changes to the EIFD are contemplated), the City should
require a fiscal impact analysis to determine if an EIFD is fiscally prudent and analyze opportunity cost
to the City’s General Fund.
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HUMAN RESOURCE MANAGEMENT
A. Regular Staffing
1. The budget will fully appropriate the resources needed for authorized regular staffing and will limit
programs to the regular staffing authorized.
2. Regular employees will be the core work force and the preferred means of staffing ongoing, year-round
program activities that should be performed by full-time City employees rather than independent
contractors. The City will strive to provide competitive compensation and benefit schedules for its
authorized regular work force. Each regular employee will:
a. Fill an authorized regular position.
b. Be assigned to an appropriate bargaining unit, unless designated as an unrepresented management or
confidential classification.
c. Receive salary and benefits consistent with labor agreements or other compensation plans.
3. To manage the growth of the regular work force and overall staffing costs, the City will follow these
procedures:
a. The Council will authorize all regular positions.
b. The Human Resources Department will coordinate and approve the hiring of all regular and
supplemental staff.
c. All requests for additional regular positions will include evaluations of:
• The necessity, term, and expected results of the proposed activity.
• Staffing and materials costs including salary, benefits, equipment, uniforms, clerical support, and
facilities.
• The ability of private industry to provide the proposed service.
• Additional revenues or cost savings, which may be realized.
4. Periodically, and before any request for additional regular positions, programs will be evaluated to
determine if they can be accomplished with fewer regular employees. (See Productivity Review Policy)
5. Staffing and contract service cost ceilings will limit total expenditures for regular employees, supplemental
staff, and independent contractors hired to provide operating and maintenance services.
B. Supplemental Staff
1. The hiring of supplemental staff will not be used as an incremental method for expanding the City's regular
work force.
2. Supplemental staff include all employees other than regular employees, elected officials and volunteers.
Supplemental staff include seasonal or occasional employees, employees with irregular schedules, limited
benefit employees, temporary employees, contract employees, CalPERS retired annuitants, and leased
employees. temporary employees, interns, and contract employees. Supplemental staff may work on a full-
time or part-time basis and will generally augment regular City staffing. Supplemental staff may be used as
extra-help during peak workloads, as coverage during extended absences of regular employees, seasonal
workforce, as a means to assess ongoing staffing needs, or as the staffing method for program delivery that
is most effectively staffed using part-time hours to ensure adequate coverage.
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3. The City Manager and Department Heads will encourage the use of supplemental staff rather than regular
employees to meet peak workload requirements, fill interim vacancies, and accomplish tasks where less
than full-time, year-round staffing is required.
Under this guideline, supplemental staff hours will generally not exceed 50% of a regular, full-time position
(1,000 hours annually). There may be limited circumstances where the use of supplemental staff on an
ongoing basis in excess of this target may be appropriate due to unique programming or staffing
requirements. However, any such exceptions must be approved by the City Manager based on the review
and recommendation of the Human Resources Director.
4. Contract employees are defined as supplemental staff with written contracts approved by the Human
Resources Director and City Attorney who may receive approved benefits Contract employees will
generally be used for medium-term (generally between six months and two years) projects, programs or
activities requiring specialized or augmented levels of staffing for a specific period.
5. Leased employees are employed during short-term, peak workload assignments to be accomplished using
personnel contracted through an outside employment agency (OEA). In this situation, it is anticipated that
City staff will closely monitor the work of leased employees and minimal training will be required.
However, they will always be considered the employees of the OEA and not the City. All placements
through an OEA will be coordinated through the Human Resources Department and subject to the approval
of the Human Resources Director.
The services of contract employees will be discontinued upon completion of the assigned project, program , or
activity. Accordingly, contract employees will not be used for services that are anticipated to be delivered on
an ongoing basis and as such, a determination as to the expected need will be made at the end of each contract
term and prior to extending or renewing a contract.
C. Overtime Management
1. Overtime should be used only when necessary and when other alternatives are not feasible or cost effective.
2. All overtime must be pre-authorized by a department head or delegate unless it is assumed pre -approved
by its nature. For example, overtime that results when an employee is assigned to standby and/or must
respond to an emergency or complete an emergency response.
3. Departmental operating budgets should reflect anticipated annual overtime costs and departments will
regularly monitor overtime use and expenditures.
4. When considering the addition of regular or supplemental staffing, the use of overtime as an alternative
will be considered. The department will take into account:
a. The duration that additional staff resources may be needed.
b. The cost of overtime versus the cost of additional staff.
c. The skills and abilities of current staff.
d. Training costs associated with hiring additional staff.
e. The impact of overtime on existing staff.
D. Independent Contractors
1. Independent contractors are not City employees. They are used in Short-term, peak workload assignments
to be accomplished using personnel contracted through an outside temporary employment agency (OEA).
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In this situation, it is anticipated that City staff will closely monitor the work of OEA employees and
minimal training will be required. However, they will always be considered the employees of the OEA and
not the City. All placements through an OEA will be coordinated through the Human Resources
Department and subject to the approval of the Human Resources Director. Construction of public works
projects and delivery of operating, maintenance or specialized professional services not routinely performed
by City employees. Such services will be provided without close supervision by City staff, and the required
methods, skills and equipment will generally be determined and provided by the contractor. Contract
awards will be guided by the City's purchasing policies and procedures. (See Contracting for Services
Policy)
PRODUCTIVITY
Ensuring the “delivery of service with value for cost” is one of the key concepts embodied in the City's Mission
Statement (San Luis Obispo Style— Quality With Vision). To this end, the City will constantly monitor and review
its methods of operation to ensure that services continue to be delivered in the most cost-effective manner possible.
This review process encompasses a wide range of productivity issues, including:
A. Analyzing systems and procedures to identify and remove unnecessary review requirements.
B. Evaluating the ability of new technologies and related capital investments to improve productivity.
C. Developing the skills and abilities of all City employees.
D. Developing and implementing appropriate methods of recognizing and rewarding exceptional employee
performance.
E. Evaluating the ability of the private sector to perform the same level of service at a lower cost.
F. Periodic formal reviews of operations on a systematic, ongoing basis.
G. Maintaining a decentralized approach in managing the City's support service functions. Although some level
of centralization is necessary for review and control purposes, decentralization supports productivity by:
1. Encouraging accountability by delegating responsibility to the lowest possible level.
2. Stimulating creativity, innovation, and individual initiative.
3. Reducing the administrative costs of operation by eliminating unnecessary review procedures.
4. Improving the organization's ability to respond to changing needs and identify and implement cost -saving
programs.
5. Assigning responsibility for effective operations and citizen responsiveness to the department.
H. Maintaining City purchasing policies and procedures that are as efficient and effective as possible.
CONTRACTING FOR SERVICES
A. General Policy Guidelines
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1. Contracting with the private sector for the delivery of services provides the City with a significant
opportunity for cost containment and productivity enhancements. As such, the City is committed to using
private sector resources in delivering municipal services as a key element in our continuing efforts to
provide cost-effective programs.
2. Private sector contracting approaches under this policy include construction projects, professional services,
outside employment agencies and ongoing operating and maintenance services.
3. In evaluating the costs of private sector contracts compared with in-house performance of the service,
indirect, direct, and contract administration costs of the City will be identified and considered.
4. Whenever private sector providers are available and can meet established service levels, they will be
seriously considered as viable service delivery alternatives using the evaluation criteria outlined below.
5. For programs and activities currently provided by City employees, conversions to contract services will
generally be made through attrition, reassignment or absorption by the contractor.
B. Evaluation Criteria
Within the general policy guidelines stated above, the cost-effectiveness of contract services in meeting
established service levels will be determined on a case-by-case basis using the following criteria:
1. Is a sufficient private sector market available to competitively deliver this service and assure a reasonable
range of alternative service providers?
2. Can the contract be effectively and efficiently administered?
3. What are the consequences if the contractor fails to perform, and can the contract reasonably be written to
compensate the City for any such damages?
4. Can a private sector contractor better respond to expansions, contractions or special requirements of the
service?
5. Can the work scope be sufficiently defined to ensure that competing proposals can be fairly and fully
evaluated, as well as the contractor's performance after bid award?
6. Does the use of contract services provide us with an opportunity to redefine service levels?
7. Will the contract limit our ability to deliver emergency or other high priority services?
8. Overall, can the City successfully delegate the performance of the service but still retain accountability and
responsibility for its delivery?
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ATTACHMENT I
LONG RANGE CAPITAL IMPROVEMENT
PLAN NEEDS
12/3/20
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OVERVIEW
The Long-Range Capital Improvement Plan Needs provides a glimpse into the future
improvement needs of the City as envisioned by the General Plan or other Council adopted
plans. Many of our current infrastructure assets are not adequate to handle the needs of the
future. Many streets must be built or widened, intersections improved, bicycle facilities
added, water lines and sewer lines extended into new areas, and new parks must be built.
The Long-Range Capital Improvement Needs can serve as a guide for required future
investments to support the General Plan as well as other Council approved policies, plans,
and goals in place today. At the time of General Plan build out, the projects included in
the Long-Range Capital Improvement Plan Needs would ideally be built and available for
use by the community.
Annual maintenance needs for City infrastructure are shown below are represent the ideal
annual investment.
Annual Maintenance Needs
Asset Ideal Annual
Funding
Traffic Management $250,000
Pavement Management $4,400,000
Curb, Gutter, Sidewalks $1,000,000
Flood Control $5,300,000
Sidewalk Ramps $580,000
Parks Play Equipment $150,000
Water Systems $3,100,000
Sewer Systems $2,800,000
Buildings $1,570,000
Bike Path Maintenance $100,000
Openspace Maintenance $150,000
Total $ 19,400,000
Annual maintenance needs of existing assets are an important consideration when
considering the one-time implementation cost of long-range infrastructure expansions
projects. While the Long-Range Capital Improvement Plan Needs focuses on the new
facilities and infrastructure needed to support the City at build-out, the costs to maintain
existing assets should also be considered. Ideally, these projects would be built as part of
new development taking place in the City, but this may be unrealistic. The City may need
to build some of these projects using grant funds, general funds, or some form of debt
financing. There also may be opportunities in the future in which to leverage grant funding
to build larger infrastructure maintenance projects to complement what new development
provides.
By considering the Long-Range Capital Improvement Plan Needs in the context of the
Financial Plan process, these projects provide an important starting place in assessing
which ones might be a high priority to consider in the next funding cycle. The list is a way
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for the Council to see the long-term infrastructure improvements that are needed and have
an “order of magnitude” idea of how much it may cost to fully implement.
With this understanding, the Long-Range Capital Improvement Plan Needs is one of the
pieces of information for the Council to consider in setting goals and priorities. This Long-
Range Capital Improvement Plan Needs is conceptual, and in most cases, the projects have
not undergone detailed analysis, nor undergone the rigor of the public review process. They
represent City staff’s best assessment of costs and scope based on what is known today but
may undergo changes in scope or importance as new challenges and issues emerge over
time. In short, this report focuses on presenting the "inventory" of improvements that may
be needed at some time in the future, as a starting point in the goal-setting process.
A summary of estimated cost of the Long-Range Capital Improvement Plan Needs by
function and anticipated funding source is as follows:
LONG-TERM CIP SUMMARY BY FUNCTION AND FUNDING SOURCE
COMMUNITY & NEIGHBORHOOD LIVABILITY $3,358,000
General Capital Outlay $3,358,000
COMMUNITY SAFETY $131,277,000
General Capital Outlay $125,208,000
Impact Fee $6,069,000
CULTURE & RECREATION $115,827,000
General Capital Outlay $82,827,000
Impact Fee $25,808,000
Park In Lieu $7,192,000
ENVIRONMENTAL HEALTH & OPEN SPACE $23,223,000
General Capital Outlay $15,723,000
State or Federal Grant $7,500,000
FISCAL HEALTH & GOVERNANCE $13,160,000
General Capital Outlay $13,160,000
INFRASTRUCTURE & TRANSPORTATION $700,511,000
Airport Area Impact Fee $5,000,000
Debt Financing $18,656,000
Developer Contribution $30,825,000
General Capital Outlay $243,491,000
Parking Fund $10,010,000
Sewer Fund $130,000,000
State or Federal Grant $62,096,000
Transportation Impact Fee $104,694,000
Water Fund $77,500,000
Total $987,356,000
Existing city funding is available for a portion of the Annual Maintenance needs in the first
chart. Those funds are primarily Local Revenue Measure, State Gas Tax, General Fund,
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and Water and Sewer funds. As shown in the second chart, funding sources for the Long-
Range needs as shown in the chart below include Impact Fees, Developer contributions,
enterprise fund sources (Water, Sewer, Parking and Transit), grant funds, and General
Fund.
A project listing of the Long-Range Capital Improvement Plan Needs by function and
estimated project cost is as follows:
COMMUNITY & NEIGHBORHOOD LIVABILITY $3,358,000
Emerson Park Rehabilitation $1,276,000
Emerson Park Restroom $638,000
Mission Plaza Restroom Replacements and Enhancements $1,444,000
COMMUNITY SAFETY $131,277,000
Fire Station 1: Maintenance Building $2,800,000
Fire Station 1: Provide Additional Operational Area $3,758,000
Fire Station 2 Replacement $11,716,000
Fire Station 3 Replacement $18,548,000
Fire Station 4 Replacement $13,527,000
Fire Station 5: New Fire Station $12,574,000
Police Response Vehicles $399,000
Police Station Replacement $47,435,000
Stormwater Resource Plan Implementation $1,620,000
Waterway Management Plan Implementation $18,900,000
CULTURE & RECREATION $115,827,000
Implementation of Parks Master Plan $49,758,000
Laguna Lake Golf Course Club House $4,681,000
Mitchell Park Senior Center Expansion and Renovation $1,102,000
New Park Amenities $378,000
Orcutt Area Neighborhood Parks $7,192,000
Parks and Recreation Administration Expansion and Renovation $6,780,000
Replacement of the Ludwick Community Center $24,244,000
Sinsheimer Stadium: Concession and Restroom Replacement $3,480,000
Swim Center Site and Deck Improvements $18,212,000
ENVIRONMENTAL HEALTH & OPEN SPACE $23,223,000
Buses to Trails Implementation $44,000
Electric Fleet Vehicle Charging Stations $309,000
Laguna Lake Dredging $13,920,000
Open Space Acquisition $8,950,000
FISCAL HEALTH & GOVERNANCE $13,160,000
Bark (“Dog”) Park(s) $624,000
Implement Accessibility Improvements $2,016,000
Mission Plaza Revitalization $7,656,000
San Luis Creek Walkway Expansion $2,864,000
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INFRASTRUCTURE & TRANSPORTATION $700,511,000
Bishop and Roundhouse Street Connection $13,200,000
Bob Jones Trail Connections: Marsh Street to Prado and Los Osos Valley
Road to Southern City Limits $11,000,000
Boysen at Santa Rosa Street: Pedestrian and Class I Bike grade separate
crossing $3,500,000
Broad at Tank Farm Intersection Improvements $1,500,000
Broad Street Bicycle Boulevard / Anholm Bikeway Including Broad St. Ramp
Closure & Bike/Ped Overpass $5,000,000
Broad Street Bike Path: Class I from Rockview to Damon Garcia Sports
Fields $800,000
Broad Street Intersection Improvements $6,775,000
Broad/South/Santa Barbara streets Intersection Improvements $300,000
Bus Fleet Expansion: 4 Buses $4,000,000
Cerro Romauldo Bike Path: Class I from Tassajara to Chorro Street $750,000
City Hall Annex Renovation $17,000,000
City Hall Renovation $10,100,000
Citywide Traffic Model Updates and Data Collection $954,000
Class II Bike Lane Installations $3,299,000
Class III Bike Lane Signage and Markings $408,000
Corporation Yard Work Area Rehabilitation $583,000
Creek Walk Expansion under Broad Street Bridge $6,237,000
Downtown Bikeways & Bike Blvds $2,000,000
Downtown Lighting Installations $630,000
Downtown Multimodal Street Conversion (Type A) $53,157,000
Downtown Multimodal Street Conversion (Type B) $7,157,000
Downtown Multimodal Street Conversion (Type C) $5,893,000
Downtown Multimodal Street Conversion (woonerfs) $15,312,000
Downtown Sidewalk Installations $1,159,000
Ella Street Bike Boulevard $50,000
Extend Prado Road: Higuera Street to Broad Street $26,526,000
Fixilini & Flora Bike Boulevard $450,000
Higuera at Tank Farm: Intersection Improvements $2,000,000
Higuera Widening: High St to Marsh St $2,150,000
Higuera Widening: Madonna Rd to City Limits $5,400,000
Horizon Lane Extension South of Tank Farm $3,000,000
Implementation of IT Strategic Plan $17,000,000
Intersection Control Upgrades $20,000,000
Jennifer Street Bridge Morro St. Expansion $500,000
Laguna Lake Bikeways $6,576,000
Los Osos Valley Road Interchange Class I Bike Underpass $1,000,000
Madonna Class I (Hwy 101 to Oceanaire) $1,500,000
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Marsh & Higuera 2-Way Conversion $3,770,000
Marsh at Higuera Intersection Improvements $5,123,000
Water Distributions Master Plan Implementation $50,000,000
Parking Meter Expansion $350,000
Multimodal Street Conversion Studies $477,000
New Street Lights $964,000
Orcutt at Johnson Intersection Improvements $2,000,000
Orcutt at Tank Farm Intersection Improvements $1,700,000
Orcutt Road Bridge over Railroad Tracks $20,000,000
Parking Structure: Palm and Nipomo Street $43,000,000
Pedestrian and Bicycle Bridge: Bullock to Industrial over Railroad Tracks $2,703,000
Pedestrian and Bicycle Bridge: Over Tank Farm along east side of railroad
tracks $1,178,000
Pedestrian and Bike Bridge: Penny Lane over railroad tracks $53,000
Prado at Higuera Intersection Improvements $2,500,000
Prado Road Bridge and Road Widening $14,720,000
Prado Road Interchange $58,090,000
Prado Road Widening: West of Higuera Street widening $12,000,000
Property Acquisitions - Lots E/O Santa Rosa and Downtown $3,000,000
Railroad Safety Trail: Class I Bike Path from Cal Poly to Southern City Limits $12,000,000
Railroad Safety Trail: Pepper Street to the Train Station $176,000
Santa Fe Bike Path: Class I Bike Path from Buckley to Tank Farm $2,863,000
Santa Fe Road Connection: Tank Farm to Prado Road $1,080,000
Sewer Collections Master Plan Implementation $35,000,000
Sewer Treatment and Reclamation Master Plan Implementation $95,000,000
South Broad Street Medians $2,708,000
Tank Farm Creek Bike Path: Class I Bike Path from Buckley to Tank Farm $1,800,000
Tank Farm Road Widening: Horizon to Santa Fe $22,000,000
Transit Center $6,428,000
Upgrade of Pedestrian and Bike Crossing Controls $2,389,000
Upgrade Parking Meters: Coin Meter to Credit Card Capable $300,000
Vachell Lane Bike Path: Class II Lanes on Vachell from Buckley to South
Higuera Street $650,000
Water Reuse Master Plan Implementation $2,500,000
Water Treatment Plant Master Plan Implementation $25,000,000
West Side of 101 Bike Path: Class I Bike Path from Broad to Marsh Street $2,000,000
Grand Total $987,356,000
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Department Name: Administration
Cost Center: 1021
For Agenda of: January 12, 2021
Placement: Business
Estimated Time: 60 Minutes
FROM: Derek Johnson, City Manager
SUBJECT: CONSIDERATION OF THE DIVERSITY, EQUITY, AND INCLUSION TASK
FORCE (DEI-TF) RECOMMENDATIONS
RECOMMENDATION
Approve a Resolution accepting the recommendations set forth by Diversity, Equity, and
Inclusion Task Force (Attachment A).
Background
In July 2020, the City Council established a DEI Task Force for the purpose of advancing
diversity, equity, and inclusion in the City by engaging community leaders to:
• Focus on activities that support marginalized racial, ethnic, and cultural groups.
• Collect information and insight about advancing DEI in San Luis Obispo.
• Develop a notice of funding availability to support the DEI work of proven organizations
and recommend applicants for funding.
• Provide guidance and a foundation for creating a 2021-2023 DEI-focused Major City
Goal.
• Strengthen the focus and role of the Human Relations Commission (HRC) to support the
City’s vision.
DEI-TF Selection Process
Twelve SLO County residents (including Councilmember Stewart) were appointed to the task
force from a pool of 95 applicants and following interviews of 44 candidates by Councilmember
Stewart and Mayor Harmon. Dale Magee and Beya Makekau served as consulting staff to the
task force and the City Manager attended all interviews. The City Council selected the 12 task
force members in August 2020.
Meetings
The task force met 14 times from September 10, 2020 through January 7, 2021 via zoom. Task
force members contributed hundreds of hours during – and in between – these meetings, which
were used to examine equity gaps and the experiences of SLO’s most marginalized communities,
and to inform recommendations that would be presented to Council. Representatives of
underrepresented communities provided “learning sessions” at most meetings.
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Additionally, six task force members served on two Grant Review subcommittees that met a total
of six times; and two members contributed more than 40 hours on the Recommendation
Development subcommittee. The DEI Task Force held its last meeting on January 7, 2021.
Summary of Recommendations
The DEI Task Force considered more than 90 recommendations that ranged from direct actions
the City has plenary authority over to efforts that the City can influence and support through
partnerships and collaboration.
The recommendations were categorized within the following informal “focus areas”:
1. City Structure and Organization
2. Policies & Practices
3. Minority Business Support & Attraction
4. SLO Police Department & Community
5. Development of Multicultural Center
6. City - Cal Poly - Cuesta Partnerships
7. City as Influencer (i.e., strategize, collaborate, and use position to advance DEI efforts in
the County and beyond)
The task force identified five essential recommendations; these are seen as necessary for
significant lasting positive change:
1. Adopt a Diversity, Equity & Inclusion Major City Goal for the 2021-23 Financial Plan
2. Establish Office for DEI within the City
3. Develop and Implement DEI strategic plan for the City
4. Commit to ongoing, annual funding of at least $150,000 for DEI high-impact grants
5. Charge the Human Relations Commission to designate Diversity, Equity, and Inclusion
as a standing priority
Additional “high impact” recommendations were endorsed:
1. Support Feasibility Study of a Multicultural Center
2. Increase Access and Inclusion to Civic Learning and Leadership Opportunities for
BIPOC and LGBTQ+ Communities via City-Sponsored Programs
3. Amplify Community-Based Policing and Restorative Practices SLOPD
4. Sponsor community Education Regarding DEI
5. Actively Support and Attract Minority-Owned Businesses
6. Increase Cultural Representation through the Arts
7. Increase support of the Undocumented Community
8. Utilize the Human Relations Commission to steward implementation of
recommendations and be standing DEI body
HRC Next Steps
The HRC held two strategic planning sessions concurrent to the DEI Task Force’s time in
service, in anticipation of increasing its role and impact in advancing DEI efforts within the City.
The HRC and its current members have affirmed that it is the appropriate body to track and
advocate for implementation of the task force’s recommendations and continued DEI work in
general. Two HRC members served on the DEI Task Force.
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Previous Council or Advisory Body Action
The Mayor’s quarterly advisory body meeting of chairpersons were briefed during the process.
The HRC was also briefed throughout the process and as mentioned in this report, work began to
explore the role, scope, and focus of the HRC to help advance DEI efforts.
Policy Context
The DEI-TF recommendations provide both tactical and strategic insight and steps to help the
City advance the Council’s adopted Vision Statement:
The City of San Luis Obispo is a dynamic community embracing its future while
respecting its past with core values of civility, sustainability, diversity, inclusivity,
regionalism, partnership, and resiliency.
Public Engagement
All meetings of the DEI Task Force were noticed per the Brown Act. Public comment was
received via email, voice mail and live for almost every meeting.
ENVIRONMENTAL REVIEW
Section 15262 of the California Environmental Quality Act provides a Categorial Exemption for
any feasibility or planning studies for possible future actions which the agency, board, or
commission has not approved, adopted, or funded and does not require the preparation of an EIR
or negative declaration but does require consideration of environmental factors.
FISCAL IMPACT
Budgeted: Yes/No Budget Year: 2020-21
Funding Identified: Yes/No
Fiscal Analysis:
Funding Sources
Total Budget
Available
Current Funding
Request
Remaining
Balance
Annual
Ongoing Cost
General Fund $270,000 $0 $90,000 Unknown
State
Federal
Fees
Other:
Total $270,000 $0 90,000 Unknown
No funding requests are being made at this time and the Council will evaluate which
recommendations from the DEI-TF will be considered for funding allocation as part of the 2021-
23 Financial Planning process.
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ALTERNATIVES
The Council could decide not to accept and file the recommendations. This is not
recommended as the DEI-TF report includes actions and steps to help advance the City’s vision
statement of diversity and inclusion.
Attachments:
a - Draft Resolution
b - DEI-TF Recommendation Report dated 12/17/2020
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R ______
RESOLUTION NO. _____ (2021 SERIES)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, RECOGNIZING AND RECEIVING THE
RECOMMENDATIONS OF THE DIVERSITY, EQUITY, AND
INCLUSION TASK FORCE
WHEREAS, the City Council has expressed a commitment to making San Luis Obispo a
welcoming, inclusive, and safe community for everyone, and to promoting free thought and
speech, while condemning racism, hate speech, bigotry, violence, and prejudice; and
WHEREAS, as a part of the adoption of the City’s 2019- 2021 Major City Goals, the City
Council also set a vision of a dynamic community embracing its future while respecting its past
with core values of civility, sustainability, diversity, inclusivity, regionalism, partnership, and
resiliency as a guide to approaching the work of the Major City Goals; and
WHEREAS, during the July 7, 2020 City Council Meeting, in recognizing the need to
continue and formalize these efforts, the City Council created the Diversity, Equity, and Inclusion
Task Force (DEI-TF) as part of a wider effort to help make the City an inclusive and safe
community for everyone; and
WHEREAS, on September 1, 2020 after an application period that received 95 applicants,
the City Council appointed twelve San Luis Obispo County residents who displayed commitment
to advancing systemic changes as members to the DEI-TF; and
WHEREAS, since the task force’s appointment in September, it has met a total of 14 times
focusing on their core objectives of completing the outcomes of its charter, including: supporting
marginalized communities with direct funding for proven or promising impactful, sustainable
projects; completing a framework and potential scope for a 21-23 DEI-focused Major City Goal;
and providing a recommendation to the City Council on the role and function of the HRC in
relation to DEI efforts; and
WHEREAS, additionally, in July of 2020 the City created its first ever internal Diversity,
Equity and Inclusion Committee (DEI Committee) comprised of 17 staff members to conduct an
Internal Diversity Equity and Inclusion Audit that includes 55 questions in 5 topic areas to identify
policies, programs, and practices that support DEI efforts as well as areas for improvement; and
WHEREAS, the DEI Committee has been working with Dr. Joy Pederson of Clarity
Collective to prioritize a list of over 30 action-items identified during the audit that are aimed at
advancing DEI efforts throughout the organization; and
WHEREAS, the DEI-TF has worked towards advancing DEI throughout the community,
and the DEI Committee has worked towards the same within the organization; the DEI-TF and the
DEI Committee have worked independently of each other for the first half of Fiscal Year 2021 and
both efforts will help advance DEI efforts the City organization the Community; and
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Resolution No. _____ (2021 Series) Page 2
R ______
WHEREAS, Section 15262 of the California Environmental Quality Act provides a
Categorial Exemption for any feasibility or planning studies for possible future actions which the
agency, board, or commission has not approved, adopted, or funded and does not require the
preparation of an EIR or negative declaration but does require consideration of environmental
factors.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis Obispo
to take the following actions:
1. The recommendations set forth by Diversity, Equity, and Inclusion Task Force as
shown in Exhibit A are hereby accepted and shall be filed as reviewed by the City
Council on January 12, 2021 and will be considered as part of making future
decisions and budget allocations for each two-year Financial Plan.
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Resolution No. _____ (2021 Series) Page 3
R ______
2. The Diversity, Equity, and Inclusion Task Force recommendations are exempt
pursuant to Section 15262 of the California Environmental Quality Act because
they are made for possible future actions which the City Council has not approved,
adopted, or funded.
Upon motion of _______________________, seconded by _______________________,
and on the following roll call vote:
AYES:
NOES:
ABSENT:
The foregoing resolution was adopted this _____ day of _____________________ 2021.
____________________________________
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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ADOPTED BY TASK FORCE
12.17.20
RECOMMENDATIONS TO CITY COUNCIL FOR
ADVANCING DIVERSITY, EQUITY
& INCLUSION IN THE CITY OF SAN LUIS OBISPO
Presented by the Diversity, Equity& Inclusion Task Force
January 12, 2021
RECOMMENDATIONS TO CITY COUNCIL
FOR ADVANCING DIVERSITY, EQUITY AND INCLUSION
IN THE CITY OF SAN LUIS OBISPO
Exhibit A 12/29Item 9
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Recommendations to City Council – DEI Task Force – January 2021 1
RECOMMENDATIONS TO CITY COUNCIL FOR ADVANCING
DIVERSITY, EQUITY & INCLUSION IN THE CITY OF SAN LUIS OBISPO
This report summarizes the work and presents recommendations from the City’s DEI Task Force
following three-months of assessment, review, and consideration.
TASK FORCE MEMBERS
Chair Amman Asfaw –Graduate Student, Cal Poly; Black Student Life leader
Vice Chair Michael Boyer – Founder, Diversity Coalition of SLO County, Board President,
Stand Strong; CEO, Boys & Girls Club of Mid Central Coast
Renoda Campbell – Chair, SLO City Human Relations Commission
Dusty Colyer-Worth – SLO Chamber of Commerce; Gala Pride and Diversity Center
Noha Kolkailah – Founder/President, Peace Academy; Teacher, SLO High School
Maxine Kozler –Advisory Council, Cal Poly Center for Innovation & Entrepreneurship;
Advisory Council, Cal Poly Career Services
Matthew Melendrez – Executive Team, Lenses DE&I Institute
Jenell Navarro – Chair, Ethnic Studies, Cal Poly
Vanessa Parsons – Teacher and Equity Team, San Luis Coastal Unified School District
Katherine Soule – Director, University of California Cooperative Extension; Board of
Directors, Gala Pride and Diversity Center
Erica A. Stewart – City Councilmember
Oscar Velasco Vargas – Central Coast Coalition for Undocumented Student Success
Support Team
Beya Makekau – Task Force facilitator; Director, Cal Poly Office of University
Diversity & Inclusion
Dale Magee – Task Force project manager; Catalyst Consulting
Exhibit A 12/29Item 9
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Recommendations to City Council – DEI Task Force – January 2021 2
VISION & GOALS FOR THE CITY
The Diversity, Equity and Inclusion Task Force envisions a San Luis Obispo that is a welcoming and
inclusive place that values diversity, promotes equity and belonging, and actively denounces systemic
racism and discrimination. The City strives to create policies, systems, environments, and leadership to
support diverse lifestyles, cultural richness, and equity in health, education, and financial security.
Desired Outcomes for the City
The recommendations that follow are focused on systemic change across all City functions,
departments, and policies to create a culture of representation, equity, and inclusivity.
They are part of the City’s ongoing commitment to achieve lasting change, and work to:
c Undo systemic racism, bias, and discrimination
c Strengthen a sense of belonging for Black, Indigenous, People of Color (BIPOC), LGBTQ+1, and
other marginalized racial, ethnic, and faith-based communities
c Increase the City’s cultural competence
c Reduce barriers to residing and thriving in the City
c Display proactive inclusion of historically underrepresented communities in all aspects of City
planning, funding, goal setting, and policy- and decision-making.
The efforts outlined in this document are tangible pathways for materializing a City of progress and
empowerment. Furthermore, the DEI Task Force recommendations are directly aligned with the eighth
guiding principle outlined in the City’s June 2020 Meta Goal : “The city recognizes that social, and
economic inequality is embedded in our systems and culture, and that recovery must integrate deep
structural transition to support the well-being and empowerment of marginalized communities.”
By adopting the recommendations that follow, the Council will demonstrate that San Luis Obispo is
a city committed to policies, practices and structures that increase equity, racial justice, and inclusion.
1 LGBTQ+ is an acronym that represents marginalized
gender identities, sexual orientation, and gender expression.
Exhibit A 12/29Item 9
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Recommendations to City Council – DEI Task Force – January 2021 3
BACKGROUND
Purpose of the DEI Task Force
In July 2020, the Council approved the creation of a limited-term DEI Task Force as part of a wider effort
to help make San Luis Obispo an inclusive community for everyone and to advise the City in developing
recommendations that advance diversity, equity, and inclusion.
The task force was comprised of 11 volunteer community members, and Councilmember Erica A.
Stewart. City Manager Derek Johnson and consultants Dale Magee and Beya Makekau provided staffing
and facilitation support.
Charter
The task force was chartered to help advance diversity, equity, and inclusion in the city by engaging
community leaders and change agents to:
1) Focus on activities that support marginalized racial, ethnic, and cultural groups.
2) Collect information and insight about advancing DEI in San Luis Obispo.
3) Develop a notice of funding availability to support the DEI work of proven organizations and best
practices for change.
4) Provide guidance and a foundation for creating a 2021-2023 DEI-focused Major City Goal.
5) Strengthen the focus and role of the Human Relations Commission (HRC) to support the City’s
vision.
Outcomes
1) Support the work of DEI providers with directed funding for proven or promising impactful,
sustainable projects.
The task force administered a grant process between September – November 2020. On November
17, 2020, Council approved its recommendations for eight community organizations to receive
almost $110,000 in grant funding for projects to advance DEI.
2) Develop a proposed framework and potential scope for a FY21-23 DEI-focused Major City Goal.
3) Provide a recommendation on the role and function of the HRC in relation to DEI efforts
This report forwards recommendations for Outcomes #2 and #3.
The DEI Task Force completed its work on January 7, 2021 and provided its recommendations to
the City Council on January 12, 2021.
Exhibit A 12/29Item 9
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Recommendations to City Council – DEI Task Force – January 2021 4
DEVELOPMENT OF THE RECOMMENDATIONS
Demographics & Focus
The recommendations in this document are focused on addressing inequities in policies, systems, and
environments to improve community social conditions and meet the needs of some of our most
marginalized populations.
The table below provides city demographics as of July 2019. When compared to state demographics
where 36.5% of the population of California identified as white (not Hispanic or Latino), it is clear that
systemic and social conditions exist that impact diversity within the City’s population.
Source: U.S. Census Bureau City of
San Luis Obispo
State of
California
Estimates, July 2019 47,459 39,512,223
Race and Ethnicity
White (not Hispanic or Latino) 70.7% 36.5%
Black or African American 2.2% 6.5%
American Indian and Alaska Native 0.5% 1.6%
Asian 5.4% 15.5%
Native Hawaiian and Other Pacific Islander 0.0% 0.5%
Two or More Races 3.9% 4.0%
Latinx 18.3% 39.4%
Families and Living Arrangements
Language other than English spoken at home (2019) 17.5% 44.2%
Education
High school graduate or higher, age 25 years+, 2015-2019 92.9% 83.3%
Bachelor’s degree or higher, age 25 years+, 2015-2019 50.0% 33.9%
Health
With a disability, under age 65 years, 2015-2019 5.5% 6.7%
Persons without health insurance, under age 65 years 5.1% 8.9%
Business
Minority-owned firms, 2012 13.5% 45.6%
Exhibit A 12/29Item 9
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Recommendations to City Council – DEI Task Force – January 2021 5
The DEI Task Force focused predominately on the salient needs and experiences of the BIPOC and
LGBTQ+ communities. The reality that these groups are some of the smallest in number and most
underrepresented within San Luis Obispo drove many of the efforts and strategies found in this
document. However, the recommendations are focused on addressing inequities in policies, systems,
and environments intended to improve the lived experiences of marginalized communities in San Luis
Obispo.
Additionally, the task force calls for the City’s ongoing commitment towards engaging and educating
the dominant white community to increase awareness and understanding of DEI in San Luis Obispo,
and grow broader support for the City’s efforts. This, coupled with prioritizing an equity framework, is
the path towards reaching a San Luis Obispo that is safe, inclusive, and just.
Approach
To achieve the task force’s objectives, of foremost importance was the selection of those who would
serve as members. After a robust application and interview process, a panel of diverse San Luis Obispo
County residents was appointed. Each member exhibited a holistic approach to equity informed by their
expertise and lived experiences. Additionally, consulting staff was retained for their experience in DEI,
community change, strategic planning, and program design supported the task force. Research and best
practices were woven into overall processes and recommendations.
The task force met almost weekly from September 10, 2020 through January 7, 2021. Hundreds of hours
were contributed by members; additional hours were contributed by other community members in
order to enrich the discussion and the recommendations presented in this report. Most task force
meetings were used to elevate the voices of underrepresented communities through “learning sessions.”
These were designed to identify the greatest equity gaps in SLO and strategies for addressing those gaps.
Learning Session topics focused on local law enforcement/community relations, and the experiences of
local Asian Pacific Islander Desi American, Black, Indigenous, Latinx, LGBTQ+, and undocumented
communities. They specifically considered:
c The most pressing equity gaps and needs of their community. The lived realities for their
community in SLO.
c Where progress has been made that is encouraging for their community.
c What these communities most wanted the DEI Task Force and the City to understand.
c What the City can do better for their community and why.
Ultimately, the DEI Task Force participated in 14 full membership meetings, six grant-making
subcommittee meetings, six learning sessions with representatives of marginalized racial, ethnic, and
cultural groups, a meeting with SLOPD leadership, and reviewed needs from 20 community DEI
providers (via the DEI grant process) in order to inform and develop the following recommendations.
Exhibit A 12/29Item 9
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Recommendations to City Council – DEI Task Force – January 2021 6
RECOMMENDATIONS
With this background in mind, the DEI Task Force curated and considered over ninety recommendations
within identified focused areas. They ranged from direct actions the City can control, to efforts that the
City can influence and support through partnerships. The focus areas included:
1. City Structure and Organization
2. Policies & Practices
3. Minority Business Support & Attraction
4. SLO Police Department & Community
5. Development of Multicultural Center
6. City - Cal Poly - Cuesta Partnerships
7. City as Influencer2
Among the numerous actions and ideas considered, the DEI Task Force recommends the following as first-
step priorities for a comprehensive framework through which the City can systemically and structurally
support the advancement of Diversity, Equity, and Inclusion.
Recommendations – Essential
Recommendation #1 Adopt a Diversity, Equity & Inclusion Major City Goal for FY21-23
Designation of DEI as a Major City Goal will allocate resources, specific work plans, and identified outcomes
that will move the community towards the desired broader, lasting change rooted in diversity, equity, and
inclusion.
Recommendation #2 Establish Office for DEI within the City
An office dedicated to DEI is the City’s forward-facing commitment to structural and lasting change. It
would create and sustain relationships with marginalized communities and their leaders. This office would
support the City’s comprehensive approach to improving DEI, and would work with all departments to
improve policies, processes, standard operating procedures, and cultivate a shared responsibility for
diversity, equity, and inclusion.
Key Elements:
c Create a full-time DEI manager position and ensure office is adequately resourced for success
c Serve as City liaison and conduit to community, Cal Poly, Cuesta, and other stakeholders
c Create formal and informal structures to build community and provide ongoing voice,
representation, and guidance to the City
c Retain a contracted yak titʸu titʸu yak tiłhini Tribal liaison
c Develop and implement a DEI strategic plan; implement applicable DEI Task Force
recommendations
c Coordinate and advocate for DEI education programs for the public, utilizing proven providers
c Support the HRC
2The City will strategize, collaborate, and use its position
in the County, region, and beyond to advance DEI efforts.
Exhibit A 12/29Item 9
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Recommendations to City Council – DEI Task Force – January 2021 7
c Maintain robust DEI presence on City’s website
c Manage annual DEI grant-making process
Recommendation #3 Develop and Implement DEI Strategic Plan for the City
Create a strategic plan for a comprehensive DEI Initiative. Include assessment of City policies, practices,
environments, and community needs. Ensure that the community is deeply engaged; utilization of the
HRC and emeriti DEI Task Force members as part of a steering committee is recommended. A community-
partnered approach to strategic planning is essential to removing barriers and making substantial
improvements to DEI within the city.
Key Elements:
c Dedicate specialized resources (staffing, etc.) to conduct thorough assessment and develop
effective strategies and workplans with measurable and reportable outcomes
c Utilize DEI Task Force’s compilation of recommendations, identified key areas, and suggested
approaches as a starting point
c Engage the community; create a City/Community strategic planning steering committee
Recommendation #4 Commit to ongoing, annual funding of at least $150,000 for
DEI High-Impact Grants
Continue the 20-21 grant allocation permanently as an annual program dedicated to funding nonprofit
organizations that have a track record of operating high impact and relevant programs focused on
improving the lives of members of marginalized communities in SLO.
Key Elements
c Separate funding that augments and compliments Grants in Aid (GIA) funding
c Administer through the HRC, manage through the Office for DEI
Recommendation #5 Charge the Human Relations Commission to Designate Diversity,
Equity and Inclusion as a Standing Priority
Key elements
c Grant the HRC authority and standing to influence the City’s DEI efforts in the community
c Sustain the work of the DEI Task Force
c Administer the DEI Grants - as it does the GIA grants
c Advise on DEI strategic plan development, implementation, and accountability
Exhibit A 12/29Item 9
Packet Page 174
Recommendations to City Council – DEI Task Force – January 2021 8
Recommendations –Additional High Impact Opportunities
The following are in no rank order or preference; Council’s equitable attention is encouraged.
Support Feasibility Study of a Multicultural Center
Designate a City representative to engage with community and business leaders who are planning the
creation of a multicultural center in SLO. Assist in researching the needs, demand, operating models, and
overall feasibility. Provide funding to support planning activities.
The multicultural center is envisioned as a public/private partnership. It will be a safe place for
marginalized populations and cultural organizations to gather and create community, as well as provide
community outreach and education. Functions of the center may include cultural exhibits and
celebrations, seminars, public meetings, community forums, food programs, and workspace.
Key Elements
c Designate staff to support the feasibility and planning phases of this endeavor
c Provide funding for planning support
c Plan for on-going City funding to support operations if a center is opened
Increase Access and Inclusion to Civic Learning and Leadership Opportunities for
BIPOC and LGBTQ+ Communities via City-Sponsored Programs
Revise and expand existing City-sponsored programs (such as “City 101” and the former Citizen’s
Academy –rebranded as “Civic Leadership Academy”), and support development of leadership and
internship opportunities - especially for youth - to increase understanding, access, and participation in
local government by BIPOC and LGBTQ+ residents. This seeks to increase and diversify the community
members who understand, navigate, and actively participate in the governmental systems essential to
creating meaningful improvements in the City.
Key Elements
c Provide information on how the City operates, how to navigate government systems, and create
change
c Provide training on participating on appointed boards, committees, and commissions, and how
to run for elected office
c Facilitate participation from a broader, more diverse population on City advisory boards,
commissions, and committees by providing stipends, childcare, transportation, etc.
Exhibit A 12/29Item 9
Packet Page 175
Recommendations to City Council – DEI Task Force – January 2021 9
Amplify Community-Based Policing and Restorative Practices SLOPD
In an effort to align with national trends and best practices the City should identify processes for
redirecting funds to increase the ability for social service providers to support in situations where police
are currently serving as both responders and providers. Identify and prioritize strategies for alternative
methods to policing in the City and commit to intentionally centering the needs of BIPOC community.
Promote funding and partnerships to actively engage in restorative justice practices to reduce acts of
violence in our community, while reducing recidivism and increasing accountability and healing.
Key Elements:
c Implement practices from innovative policing models, such as Cahoots (Eugene, OR)
c Re-envision and re-design the Police and Community Together (PACT), including stipends for the
community partners
c Explore ways the City can help expand programs that serve people with mental illness or
experiencing homelessness - such as those provided by Transitions-Mental Health Association
and CAPSLO - to reduce calls routed to police officers
c Increase hiring of Community Service Officers to reduce calls directed towards armed officers
c Carefully review new Police Station building program and budget for opportunities to reduce
costs to preserve resources for community service investments
c Support cannabis code compliance and enforcement through contracted non-sworn
enforcement personnel instead of sworn police officers
c Actively influence San Luis Obispo County agencies to adequately fund organizations such as
Restorative Partners and programs to increase education, training, accountability, and reentry of
formerly incarcerated people
c Promote programs that acknowledge and address the needs of the victims and survivors
Exhibit A 12/29Item 9
Packet Page 176
Recommendations to City Council – DEI Task Force – January 2021 10
Sponsor Community Education Regarding DEI
Partner with DEI providers - such as the Diversity Coalition San Luis Obispo County, R.A.C.E. Matters SLO,
Cal Poly, Cuesta, Gala Pride and Diversity Center - to expand ongoing community education programs
and forums, targeting the dominate populations in the City (i.e. white, heterosexual, cisgender,
documented, housed, able-bodied, Christian). Suggested topics: how to be anti-racist, increasing
intercultural competence, and understanding unconscious bias.
Additionally, the City is requested to leverage existing relationships with SLCUSD to support the
development and implementation of current, relevant, culturally competent curriculum and educational
programs to youth and educators.
Key Elements:
c Sponsor and co-host DEI-related trainings and workshops for the entire community
c Provide the use of City facilities at a donated or reduce fee to community organizations providing
educational programs that support this recommendation
c Leverage partnerships with Cal Poly and Cuesta to provide its internal DEI educational programs
to the community-at-large
c Encourage and support SLCUSD in increasing and improving culturally competent curriculum
(e.g. assist in securing grant funding for expert community members, such as the Tribal leaders,
to work with curriculum developers)
Actively Support and Attract Minority-Owned Businesses
Create programs with local economic development organizations (e.g. SLO Chamber, REACH, CIE/SBDC)
that attract and elevate BIPOC, LGBTQ+ and other minority-owned/operated businesses. Promote efforts
to attract businesses that support diverse communities and build a welcoming climate (e.g. grocery
stores, barbershops).
Develop a recognition program for city businesses that actively support and advance DEI. This may be
demonstrated by hiring practices, Diversity Values statement, staff training, utilizing minority-owned
suppliers, or other contributions to create a welcoming and inclusive business community.
Key Elements:
c Establish a process for the City to recognize and promote Minority-owned businesses
c Implement protocols within the City’s Office of Economic Development to reach out to all existing
and new Minority-owned/operated businesses to learn of their experiences operating in SLO, and
to identify ways the City can be of support
c Establish a City Leadership/Chamber of Commerce / Minority Business Owners’ roundtable
c Explore and utilize innovative practices such as micro-loans, targeted-sector recruiting, City-
facilitated lending, grants, and crowdfunding
Exhibit A 12/29Item 9
Packet Page 177
Recommendations to City Council – DEI Task Force – January 2021 11
Increase Cultural Representation through the Arts
Prioritize and fund public art projects that center the history and experiences of the historically
marginalized populations. These art projects can improve DEI within SLO by acknowledging the heritage
and contemporary experiences of the yak titʸu titʸu yak tiłhini people (Northern Chumash), as well as
other marginalized groups. The City should also collaborate with the County and Chamber to utilize their
venues for DEI-related educational and creative displays. Artists - including youth artists - who are
members of these marginalized populations, should be commissioned.
Key Elements:
c Commission minority artists to feature art that provides a fuller representation of all communities
c Work with Chamber of Commerce to spotlight yak titʸu titʸu yak tiłhini people and other
underrepresented communities at the Visitor Center
c Seek to engage the yak titʸu titʸu yak tiłhini people to create a cultural art display at San Luis
Obispo County Airport
Increase support of the Undocumented Community
Increase understanding of the needs and ways to support this vulnerable population. Partner with key
organizations, such as Central Coast Coalition for Undocumented Student Success and Promotores, to
advance strategies for undocumented individuals’ health, well-being, and success.
Key Elements:
c Establish a visual way to convey support of the Undocumented community within the City’s
departments and throughout its operations. They may include “Undocu-Friendly” logo on City
documents, as applicable
c Support development of an “Undocu” resource guide
c Work with the Community Foundation to increase private funding for scholarships, paid
internships, venture capital, etc. (as not eligible for public funding)
Exhibit A 12/29Item 9
Packet Page 178
Recommendations to City Council – DEI Task Force – January 2021 12
OUR HOPE FOR OUR CITY
The establishment of the DEI Task Force was one step in continuing to address systemic and
pervasive discrimination within the City of San Luis Obispo. The task force’s commitment to
its charge exemplifies the level of civic passion that exists for cultivating a City organization
that is steadfast in improving its policies, practices, and structures that increase diversity and
inclusion, reduce bias, and protect the well-being, safety, and empowerment of all its
residents.
Through adoption of the DEI Task Force’s recommendations, the City Council can implement
the expertise -and experiences of - twelve community leaders who represent a wide range of
the marginalized populations within San Luis Obispo.
If these recommendations are embraced - and systemically and strategically funded in the
City’s Financial Plan - the City will send a message that there is an ongoing commitment to
improving DEI, as well as let marginalized community members know that they were heard
and valued.
Going forward - to be successful - the City will have to commit ongoing funding, dedicated
staff, priorities, and a willingness to continue to engage in difficult conversations and
processes.
These recommendations represent a seed of hope. We urge the Council to plant this hope.
Ultimately it will require the active participation by City leadership and members of
community as a whole to grow this hope into a flourishing San Luis Obispo.
Exhibit A 12/29Item 9
Packet Page 179
Recommendations to City Council – DEI Task Force – January 2021 13
APPENDICES
APPENDIX A: DEI HIGH -IMPACT FUNDING RECIPIENTS
2020-21 DEI High Impact Grant Recipients
Total Budget = $120,000 Total Awarded = $109,800
Organization Program Requested
Amount
Approved
Amount
Central Coast Coalition
for Undocumented
Student Success
Community Summit – to be held in
SLO $6,000 $10,200
Diversity Coalition San
Luis Obispo County
Multicultural Center, planning,
early operations +
Diversity Education & Training in
SLO schools
$100,000 $10,000
Literacy for Life General operating funds $10,000 $10,000
One Cool Earth Garden/Health curriculum
translated into Spanish -SLCUSD
elementary +
Family Meal Program for English
Learners
$3,200 $3,200
R.A.C.E. Matters "Belonging 2021" - multimedia arts
experience centered on Black
community, inclusion/action for all $27,600 $32,600
SLO International Film
Festival
The Change Makers. Film Festival
spotlighting BIPOC filmmakers $7,500 $7,500
SLO Noor Foundation Free Health & Support Services for
Uninsured BIPOC Residents $13,100 $20,000
SLO Repertory Theater Yr.-long series of productions,
Educational programming,
centered on increasing access,
diversity, equity, justice
$10,000 $16,300
Total of Task Force's Recommendations:
Approved by City Council on Nov 17, 2020. $109,800
Exhibit A 12/29Item 9
Packet Page 180
Recommendations to City Council – DEI Task Force – January 2021 14
APPENDIX B: INFORMAL RECOMMENDATIONS & IDEAS – SOURCE COMPILATION
The following is a compilation of informal recommendations, ideas and suggestions generated during the DEI
Task Force’s time in service. They came from a variety of sources: Learning Session presenters, task force
members’ experiences, community suggestions, staff input, city models, best practices, etc.
Staff compiled and organized this “laundry list” of recommendations et al for utility only – none are ranked or
evaluated in the following; they are just listed. This compilation was used to assist the task force as it started
to develop its final recommendations for advancing DEI within San Luis Obispo.
The recommendations and ideas (in either column) were not voted on by the task force, nor do the lists imply
unanimous agreement or consensus. They do, however, reflect the breadth and diversity of actions the task
force considered.
FOCUS AREA: City Structure and Organization
Recommendation / idea General description - concept – ideas – suggestions - possibilities
Establish Office for DEI within the
City
• Create position to oversee DEI efforts, not charged with doing it all - DEI
Manager/Director/CDO / Diversity Liaison - ensure DEI is prioritized,
embedded, ongoing
• Staff it adequately to achieve goals
• Oversee implementation of TF recommendations / DEI Strategic Plan
• Report to City Manager
• Develops, coordinates, tracks, facilitates work plans
• Assists efforts of all Depts related to DEI
• Acts as staff liaison to Poly, community – all areas of the community (conduit
to community, point person)
• Coordinate and align with current internal DEI education efforts
• Staff to support the HRC
• City's rep on Multicultural Center Viability / Design Group (need more than
one rep from community)
• Retains Subject Matter Expert
• Consider all stakeholders in the community including resistors and their
educational needs
• Staffing with expertise in public processes, prioritization, grants, know and
maneuver in bureaucracy - draw on DEI SMEs experience with racial equity,
diversity, and inclusion.
• Could provide input into the hiring process for SLO City, help ensure that the
City workforce is able to effectively support DEI efforts
• Establish an ongoing DEI advisory body (hopefully paid; could this be the
HRC?) that will define DEI, identify existing vulnerable populations in the City,
and develop a vision statement (advisory body facilitate, complete)
DEI Strategic Plan Develop, implement, update annually with work plans
Assess existing City policies, procedures, practices, systems, and
environments to increase DEI for all vulnerable populations (advisory body
facilitate, complete)
Exhibit A 12/29Item 9
Packet Page 181
Recommendations to City Council – DEI Task Force – January 2021 15
BIPOC / LGBTQ+ /
roundtable/Advisory
+ Religious Groups
Community Rep from each community - meet month/quarterly w City Mngr +
Mayor
Community representatives vetted by HRC community engagement
Paid positions/ stipends
Adopt policy to require underrepresented communities, including youth, to
have seat on City-controlled commissions, boards, advisories, committees,
etc.
Paid Indigenous Liaison CA has this at the state level
Grant writer Position Part time? Shared with nonprofits? Fund DEI programs - city + community.
Leadership position in City for
LGBTQ+ issues
DEI Office could include multiple positions or identify roles for key
community leaders.
FOCUS AREA: City Policies & Practices
Recommendation / idea General description - concept – ideas - suggestions
City DEI values
statement/commitment
Create strong, clear goals, vision, and mission around DEI
Clear, uncompromising message from Council that attitudes of racism,
discrimination, are not acceptable
Fund DEI Community Grants
annually
Support BIPOC community's efforts thru funding and other supports
At least $150,000 annually
Assess existing policies and
practices
Recommend the TF continue; complete this assessment as a first step
Adopt policy to require
underrepresented communities
have seat on City-controlled
commissions, boards, advisories,
committees
Such as CA AB979. Underrep communities = ppl identify as Black, Latino,
Native American, Asian American, Pacific Islander, Native Hawaiian, or Alaska
Natives, gay, lesbian, bisexual, or transgender
Remove any discriminatory CC&Rs
within City's purview
Waive fees for property owner to do so
Free or reduced public
transportation options
For people in the hospitality or service industry
City Website – improve, enhance Create an anonymous comment box. Place to receive comments on bias,
inequities, DEI suggestions, concerns, etc.
Links to training, articles, FAQs, education
Highlight DEI businesses, DEI Directory, more
Pride Index - LGBTQ+ Inclusion City should take this; identify its rating on LGBTQ+ inclusion
"Equity Lens"
"Cultural Competency Lens"
Run all forms, web pages, documents by "cultural competency" reader (e.g.
County MH has committee that does this.) Can be quick, embed the practice.
Catch things. Internal staff could be trained.
City Advisory Boards /
Commissions - Facilitate
participation for under rep. ppl
Provide stipends, childcare, non-traditional meeting hours, transportation
Exhibit A 12/29Item 9
Packet Page 182
Recommendations to City Council – DEI Task Force – January 2021 16
Hiring, Recruitment & Outreach All applications, ads in Spanish, ads on Spanish radio stations. Include Diversity
questions in hiring, interviews
Bilingual forms - Increased usage Every City form should state that Spanish translation is available via pho ne
(call for translator) or via Google translation - highlight the link
Marketing - City sponsored Should include diverse representation (Currently predominantly white and not
bilingual)
Align with internal DEI strategies
& Efforts
Effective working practice, commitment
Student Translators - create at
least one paid summer internship
and/or position for students
attending SLO schools
Students translate City materials to Spanish and Mixtec
Prioritize low-income students
Create a task force focused on
how Universal Basic Income could
be implemented
Discussed during Black community learning session (Stockton is a model)
Create a task force focused on
how American Slavery
Reparations could be
implemented
FOCUS AREA: City-led Economic Development / Minority Business Support & Attraction
Recommendation / idea General description - concept – ideas - suggestions
Innovative funding
Loans, grants, what can the City
do, have access to?
Utilize City funds, offer attractive terms, go after businesses, help them come
to SLO. (e.g. Paso's loan for Sandbox- a model for attracting businesses as part
of its econ dev plan, entrepreneurial plan)
First focus on existing businesses of color, make them successful, give them
support, City-support, have them as ambassadors to bring in other businesses
owners of color
Implement with inclusive housing policies. If there are no POC living here, POC
businesses will struggle
Promote Local BIPOC + Queer
Entrepreneurship
What are these tactics, best practices?
Through Cal Poly CIE? Through Cuesta entrepreneurship center?
Attract businesses that attract
diverse communities - grocery
stores, barbershops
Identify tactics, best practices
City provides economic incentives – loans, grants, private funding, other
Host BIPOC+Queer Entrepreneurs
Panel
Current and past BIPOC/Queer SLO business owners speak about their
journey and experience of building a startup that is minority -owned to
attract other BIPOC City residents about potential start up ideas.
Exhibit A 12/29Item 9
Packet Page 183
Recommendations to City Council – DEI Task Force – January 2021 17
Diversity Pop-Up BIPOC business from across county and neighboring counties increase
representation and diversity in SLO via access to food, art, clothes, music etc.
Businesses could rotate. Reoccurring business could be aided in finding
permanent leases by City.
Create Entrepreneurship for
Dreamers
Follow Undocu Hustle's curriculum that helps undocumented and dreamers
build their own business
Invite Cuesta college entrepreneurship summit who are helping dreamers and
undocumented students build their own business in the time of COVID.
City recognizes local businesses
that exhibit DEI excellence
City highlights BIPOC, LGBTQ, Minority owned or managed businesses
DEI -advocate businesses -Businesses that have invested time, energy,
resources to DEI commitment; have DEI value statement; Use diverse vendors,
Reward businesses, promote on website, other ways
SLO City DEI logo sticker in front of business
Businesses could be required to post a DEI statement or similar, a measurable
rubric - to receive recognition
City provides (optional) cultural
training for businesses
Receive a certification of some sort, in addition to noting a business’s best
practices, hiring philosophy, etc.
CIE / SBDC opportunities- partner
with Cal Poly
Entrepreneurial opportunities - BIPOC residents, Undocumented students
Commitment to get BIPOC communities in front of investors
venture capital pitch contests with DEI Focus (increased access for Spanish
speakers) –
- bilingual (Spanish/English) around this opportunity. Radio ads in Spanish
preferred
Work with the SBDC which is already setup to do this for all the Central Coast
communities
Research and recommend what BIPOC + Queer Entrepreneurs are influential
and recommend a list to venture capitalist investors that are looking to invest
in BIPOC business.
Stronger partnerships with EVC,
Reach
FOCUS AREA: City-Sponsored Activities - Promoting Awareness & Inclusion
Recommendation / idea General description - concept – ideas - suggestions
Town Halls & Community
Listening Session
City hosts and goes out to communities
Topics such as: current events, current climate, lived experiences, community
needs
Trainings - City hosts Education for dominant community. Inclusivity Toolkit (implicit bias, privilege,
cultural competence, anti-racism)
Web site DEI info, FAQ, references, build community understanding, Northern Chumash
History, APIDA history, Community Contacts
Survey - community at large Gather data re community’s understanding, concerns and suggestions
regarding DEI issues and advancement
Exhibit A 12/29Item 9
Packet Page 184
Recommendations to City Council – DEI Task Force – January 2021 18
Citizen Leadership Academy/ City 101
– for anyone – “Civic Leadership
Academy”
-How to be involved - how to get on boards, councils, advisories,
committees, task forces - needs to be relevant, attainable to these
communities. In Spanish, too. (In progress)
-Training for immigrants and undocumented folks to run for elected
positions, enter professions
Latinx Leadership Program for Youth Discussed during the Latinx session
Support of the Undocumented
Community
Create "Undocu-friendly" logo - Use on City documents, where applicable
Create Undocu Resource Guide
Public signifiers of "Undocu-friendly” city/businesses/opportunities
Offer ESL classes through the SLO Public Library to help Undocu
members and newly arr ived immigrants to increase access to English
learning skills
Offer job training course for immigrants and Undocu members
City Spaces -use. Actively promote
DEI activities, sponsor
Mission Plaza
Ludwick Center / City Hall
In the Mission: Host cultural events, resource fairs
Displays honoring Indigenous communities (Ludwick, City Hall)
City Hosts Art Show. The winner of the art show can make
recommendations to the City Council about what and how the next mural
would get created. Focus on BIPOC representation in the city of SLO.
Public art /murals with Parks & Rec Minority community representation and history
Possible Locations: Airport, library, Farmers’ Markets
FOCUS AREA: Law Enforcement / SLOPD & Community
Recommendation / idea General description - concept – ideas - suggestions
Police Training & Mindset -De-escalation/restorative practices should be priority
-Required cultural competency training for police
-Shift burden from communities understanding Police/centering on the
Police, to the Police understanding BIPOC/ centering on BIPOC
communities.
Strengthen partnership with
Restorative Partners program
Fund a restorative position
Clear relationships with mental
health organizations and cultural
centers
Stronger PD community liaison
position / relationship to BIPOC
comms
Revise PACT Increase community awareness of PACT, what it does, why it exists.
SLOPD - Poly PD - Student Coalition
TF members be included in hiring of
new chief
Chief + BIPOC Advisory Group Work with the Sherriff’s departments’ Unity Council.
Exhibit A 12/29Item 9
Packet Page 185
Recommendations to City Council – DEI Task Force – January 2021 19
Clearly defined code of conduct for
officers that is accessible and
comprehensible to the community at
large.
Could be as simple as a “10 point” list of promises officers make to our
community – especially regarding interactions with marginalized
communities.
New SLOPD Chief - Training in social
work / therapy; socio-emotional
learning
Enact a City Resolution which
commits to rejecting any proposed
budgetary increases or personnel
expansions to SLOPD
Measure G funding should go to all city departments EXCEPT the Police
department. This will help balance out and equitize the way SLO City
allocates money.
Do not follow through with the
funding for a new SLOPD station
Disarm routine patrol officers,
starting with the downtown bike
patrol
End sweeps of houseless
encampments done by police officers
This would have to be paired with committing to affordable and creative
housing policies
- these should be done by Social Services, Mental Health, etc.
Enact policy for zero tolerance for
officer misconduct
Fire officers with substantiated misconduct complaints against them
(excessive force, sexual assault, etc.) and do not fill the position
End the policy of providing paid leave
for officers under investigation
Downtown/Homeless Outreach
Officers - this program should be
operated by 40 Prado, TMHA or other
social service/trained homeless
provider agency, not police
Contract with local social service/homeless/mental health organization to
provide this program. Current cost is $892,000 for the 6 officers
FOCUS AREA: Multicultural Center / Safe Space/ A Hub / Cultural Center
Recommendation / idea General description - concept – ideas - suggestions
Phase I
Planning / Viability Study / Design
Convene planning team / study team - community led, City participates, CP
+ Cuesta input
Who’s the lead?
Determine level of support, sustainability, vision
Vet operating model(s)
Write business plan
Public/Private partnership. Include Poly?
Create as non-profit?
City commits resources to planning period, ongoing
MOUs / SLAs
What's needed / What's wanted?
Secure location
Secure ongoing funding
Exhibit A 12/29Item 9
Packet Page 186
Recommendations to City Council – DEI Task Force – January 2021 20
Phase II
On-going Operations
BIPOC - centered
Community Driven
Near a bus line
What are the offerings/programming?
Free for DEI nonprofits to host workshops
Workshops
Workshops for Immigrants, skill development series/program as
mentioned during the APIDA listening session
Participative leisure activities
Cultural Events / Showcases
Trainings
Commercial Kitchen - essential to the operation of an effective
Multicultural Center – food connects and is an integral part of cultural
identities
Community garden
Recognize and celebrate all heritage months
A space where folks can actively and freely congregate/organize
FOCUS AREA: BIPOC Communities - Public Visibility & Representation
Recommendation / idea General description - concept – ideas - suggestions
Chamber of Commerce Visitor Center
work in tandem with the Promotional
Coordinating Committee as they are
the City entity that directly funds
significant portion of Visitor Center’s
operations.
More education about our diverse community
Feature Northern Chumash tribe
Airport Displays Honoring Indigenous people of this region
Other displays
City push County for this. See examples of other airports provided by
Northern Chumash presenters
Partner with Visit SLOCAL for marketing and display efforts within the
Airport
Public art /murals – County buildings,
schools, private bldgs.
Minority community representation and history
Use vacant downtown spaces to
highlight minority communities.
Feature a group for a month – rotate
Partner/incentivize landlords to participate
Involve Faith community /Leaders in
outreach efforts
Immigrant Center In conjunction with MCC
In conjunction with Citizens’ Academy
Exhibit A 12/29Item 9
Packet Page 187
Recommendations to City Council – DEI Task Force – January 2021 21
FOCUS AREA: City/ Cal Poly/ Cuesta Partnership
Recommendation / idea General description - concept – ideas - suggestions
Regular Leadership roundtable VP Diversity & Inclusion/Office of D&I / ASI presidents
City Manager
Teach In Program
Change the Status Quo Conference
Offer to Community
Poly’s “State of” Series Expanded access to Community - how? when?
Cuesta’s 21 Day Challenge Replicate for City residents
CP/ Cuesta Programs in Mission Plaza Cosponsor with Parks &Rec
Student Centers – CP’s Partner to fund and operate in the City
Education for Dominant / majority
community
Increase knowledge, change perceptions/attitudes, concerns
Volunteer opps for BIPOC students to
intern at City
In the Office for DEI or any Dept.
Establish a college fund for young
BIPOC residents; Educational equity
With Cal Poly /Private donors/Work with Foundation
Culturally competent therapists for
undoc students
City encourages Cal Poly, Cuesta
FOCUS AREA: City as Influencer
Recommendation / idea General description - concept – ideas - suggestions
County Mental Health / Drug & Alcohol Services
- providers need to have "undocumented" and LGBTQ+, cultural
competency
- More bilingual providers
County – Justice System / Law
Enforcement
● Sheriff / DA
Fund Restorative Partners and restorative justice programs
Housing Equity – County Planning +
Other Depts, People’s Self-Help
Housing
Push for fair zoning
Reduce discrimination in Section 8
Eliminate restrictive covenants
Inclusive housing policies
Exhibit A 12/29Item 9
Packet Page 188
Recommendations to City Council – DEI Task Force – January 2021 22
SLCUSD
Curriculum changes, fixes, enhancements such as:
• Northern Chumash education – more accurate
• Remove the 4th grade mission project
Host restorative justice approaches to help educators provide emotional
support to BIPOC students in current events, climates, and national and
state crisis and tragedy events
School district should hire a DEI Director
Training and cultural competency programming for teachers
BIPOC YOUTH Empowerment programs
Chamber of Commerce A "Leadership SLO" for diverse populations (Vision Unida was a parallel
program for Latinx)
Visitor Center suggestions per note in the previous section
Community Foundation Participatory grantmaking - How can City bring in the wealth that is in the
community, “crowd source” grants to BIPOC applicants.
Fund a DEI-focused grant writer
Human Relations Commission – Enhance the scope and influence
(early ideas generated from preliminary discussions with HRC chair, City staff, TF PM. To vet w/ full TF+HRC)
Increase community’s awareness that it exists and understanding of what it does
Expand scope, expand impact. To be taken more seriously, appropriately tasked, supported, resourced
A driver for change; Increase advisory role to City, how hold City accountable for its commitments to DEI?
Increase advocacy role within the community (What is realistic authority, capacity, resources?)
Name change - e.g. SLO City Commission on Justice, Equity, Diversity, and Inclusion
Host Town Halls, listening sessions, conduct bi-annual DEI community survey
Responsible for intentional outreach, engagement and understanding current experiences and needs of margin alized
and underrepresented communities in the City
A conduit for the community. A body the community can bring concerns or complaints of inequity, bias, suggestions
for DEI improvements. A conduit for URM communities to City/Council - via more outreach
Steward City's DEI Action Plan - be an implementation partner
Revamp its structure. Increase Number of Subcommittees (call Action Groups) to work on various target areas -
Housing, Homelessness, DEI, Others?
Create Subcommittee (Action Group) Model that includes a commissioner and Community Advocates. Increase Ways
for Community and SMEs to be involved; Natural transition for interested TF members
Youth involvement on the Commission - Create CP, Cuesta Commission positions, internships
Remove Community Development Block Grants tasks; Administer future DEI grant funding cycles
Allow non-City residents – must be in Co, w strong ties to City. If not as Commissioner, at least serve on Action Team
Exhibit A 12/29Item 9
Packet Page 189
Department Name: Administration
Cost Center: 1021
For Agenda of: January 12, 2021
Placement: Business
Estimated Time: 30 Minutes
FROM: Greg Hermann, Deputy City Manager
Prepared By: Teresa Purrington, City Clerk
SUBJECT: COUNCIL LIAISON SUBCOMMITTEE ASSIGNMENTS 2021
RECOMMENDATION
Approve Council Liaison Subcommittee assignments for the calendar year of 2021 (Attachment
A).
DISCUSSION
Every year, councilmembers submit their list of requested Subcommittee assignments. Staff
reviewed prior assignments, collected input from Council on their requested assignments for the
current year, and proposes the Council Liaison Subcommittee assignments listed in Attachment
A. This process differs from previous years as councilmembers requested to discuss some of t he
County/Regional Committees and Subcommittee assignments.
Policy Context
Council Policies and Procedures defines the role, purpose, and attendance of the Council Liaison
as:
Council liaisons do not serve as ex-officio members of the advisory bodies,
but rather as a conduit to express the position of the Council and to gain a
better understanding of the issues considered by the advisory body. (CP&P
6.1.2) The purpose of the liaison assignment is to facilitate communication
between the Council and advisory body. (CP&P 6.1.3) From time to time,
attend advisory body meetings for observation purposes only. Liaison
members should be sensitive to the fact that they are not participating
members of the advisory body but are there rather to create a linkage
between the City Council and advisory body. (CP&P 6.1.6)
Public Engagement
This is an administrative item, so no outside public engagement was completed. Public comment
can be provided to the City Council through written correspondence prior to the meeting and
through public testimony at the meeting.
Item 10
Packet Page 190
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: FY 2020-21
Funding Identified: N/A
Fiscal Analysis:
Funding Sources Current FY Cost
Annualized
On-going Cost
Total Project
Cost
General Fund N/A
State
Federal
Fees
Other:
Total
There are no new fiscal impacts associated with the Council Liaison Subcommittee assignments.
ALTERNATIVES
Council may decide to forego the recommendations of the Mayor and Vice Mayor and request
changes to the Council Liaison Subcommittee assignments.
Attachments:
a - Subcommittee Liaison Worksheet for 2021
Item 10
Packet Page 191
JanCarlynAndyEricaHeidiCity Advisory BodiesInterview/Rec. Appointment/Facilitate Comm.Meeting Frequency / TimeChairMemberChair MemberActive Transportation CommitteeEvery other month 3rd Thursday at 6:00 PMChristiansonHarmon22121Harmon PeaseAdministrative Review BoardAs needed - only met once a year in 2 yearsStewartHarmon32222Christianson HarmonArchitectural Review Commission1st and 3rd Monday of month - 5:30 PMPeaseGomez22122Pease MarxCitizen's Revenue Enhancement Oversight CommissionMinimum of 4 times per yearStewartGomez22222Stewart MarxConstruction Board of AppealsAs needed - Hasn't met in 3 years GomezHarmon12222Marx HarmonCultural Heritage Committee4th Monday of month - 5:30 PM ChristiansonPease11123Human Relations CommissionQuarterly 1st Wednesday at 5:00 PMHarmonStewart22211Harmon StewartInvestment Oversight Committee(This is not an advisory committee) Any Council Member can be on CommitteeQuarterly usually 3rd Thursday at 1:30 PMHarmon211Stewart HarmonJack House CommitteeEvery other month 2nd Wednesday at 5:30 PMStewartGomez23232Marx PeaseMass Transportation CommitteeEvery other month 2nd Wednesday at 2:30 PMPeaseChristianson222 (but helpful if same as RTA)32Harmon PeaseParks & Recreation Commission1st Wednesday of month at 5:30 PMChristiansonPease12222Marx StewartPersonnel BoardAs needed HarmonStewart32222Stewart ChristiansonPlanning Commission2nd and 4th Wednesday of month -6:00 PMPeaseChristianson21213Christianson PeasePromotional Coordinating Committee2nd Wednesday of every month at 5:30 PMGomezStewart32222Christianson StewartTourism Business Improvement District Board2nd Wednesday of every month at 10:00 AMGomezStewart32232Stewart ChristiansonTree Committee4th Monday of month - 5:00 PM PeaseGomez12221Marx HarmonHousing Authority (Mayor by state mandate)Determined by another agencyHarmonArea Agency on Aging (Mayor)Determined by another agencyHarmonCitizen's Transportation Advisory (CTAC) A SLOCOG Regional Committee (Mayor)Determined by another agencyHarmonCounty/Regional Serves as voting repAir Pollution Control District (APCD)4th Wednesday every odd numbered monthHarmonStewart13231Marx HarmonIntegrated Waste Management Authority (IWMA)2nd Wednesday every 2 months at 1:30 PMGomezPease13223Marx PeaseLand Use/PlanningLAFCO (Liaison only)3rd Thursday of every month at 9:00 AMStewartChristianson23223San Luis Obispo Council of Governments (SLOCOG) Same Council Rep. as SLORTA ($100 stipend per meeting)Jan, Feb, April, June, August October, December at 8:30 AMPeaseHarmon2322320202021Item 10Packet Page 192
JanCarlynAndyEricaHeidi20202021San Luis Obispo Regional Transit Authority (SLORTA) Same Council Rep. as SLOCOG ($50 stipend per meeting)1st Wednesday every other month at 8:30 AMPeaseHarmon23222Advisory/LiaisonCalifornia Mens Colony Citizens Advisory CommitteeEvery 2 months or as needed Christianson Stewart32323Christianson StewartSocial ServicesCommunity Action Partnership3rd Thursday of every month at 5:15 PMStewartHarmon13211 Homeless Services Oversight Committee (HSOC)3rd Wednesday every other month 3:00 PMChristiansonStewart12121WaterCounty Water Resources Adv. Committee (Board of Supervisors ratifies)1st Wednesday of month 1:30 PM PeaseChristianson23123Pease MarxCounty Regional Water Management Group (RWMG)As Needed PeaseGomez23123Pease MarxNacimiento Water ProjectOnce ever 3 months 4:00 PM 4th ThursdayPeaseGomez22123Pease ChristiansonSan Luis Obispo Valley Basin Groundwater Sustainability Agency (GSA) Quarterly 2nd Wednesday of month at 3:30 PMPease Floyd22123Pease Staff - FloydZone 9 Advisory Committee2nd Wednesday of even numbered months 1:30 PMChristiansonGomez22233Christianson MarxEconomic DevelopmentDowntown Association Board (Monthly)2nd Tuesday of the Month 7:30 AMGomezStewart13223Marx PeaseEconomic Vitality Corporation (EVC)4th Wednesday of the month 4:00 PMStewartN/a33 2 (Now REACH) 1Stewart PeaseLiaison to other groups/SubcommitteesAirport Land Use Council Subcommittee3rd Wednesday of the month 1:30 PMChristianson31223Christianson StewartClimate Coalition3rd Thursday of Month at 6:30 PM GomezHarmon23121Pease HarmonCentral Coast Clean Energy (3CE) – Policy Board Director New 2019Quarterly on 1st Wednesday at 9:00 AM or as scheduledHarmonPease13212Stewart MarxLegislative Platform Review Sub-Committee 1st quarter of the yearPeaseChristianson11111Special Purpose SubcommitteeCal Poly Campus Planning Committee(Quarterly)Quarterly GomezN/A 23133Pease MarxCity/University(Quarterly, Mayor / Rotation)QuarterlyMayorMayor's Advisory Body Chair Quarterly Meeting (Mayor / Rotation)Quarterly 2nd Thursday of the month at 11:30MayorStudent Community Liaison Committee(Monthly, Mayor / Rotation)3rd Thursday of every month 3:00 PMMayorCity Selection Committee (Mayor / V. Mayor Alternate) Once a yearHarmon StewartPerforming Arts Center Commission (Mayor / V. Mayor Alternate)QuarterlyHarmon StewartVisit SLO County Adv. Com. (Mayor/ V. Mayor Alt.)3rd Wednesday every month 8:30 AMHarmon StewartWhale Rock Commission (Mayor / V. Mayor Alternate)Once a year April or MayHarmon StewartItem 10Packet Page 193