HomeMy WebLinkAbout06-01-2021 Agenda Packet (2)
City Council
AGENDA
Tuesday, June 1, 2021, 6:00 p.m.
Teleconference - Broadcast via Webinar
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:
Remote Viewing - Members of the public who wish to watch the meeting can view:
View the Webinar (recommended for the best viewing quality):•
URL: https://slocity-
org.zoom.us/j/93440730414?pwd=K2wvT1NiS1RGckJKUWxqM1I2aEQ4Zz09
•
Telephone Attendee: +1 (669) 900-6833•
Webinar ID: 934 4073 0414; Passcode: 351944•
Note: The City utilizes Zoom Webinar for City Council Meetings. All attendees will enter the
meeting muted. An Attendee tutorial is available on YouTube; please test your audio settings.
•
Televised live on Charter Cable Channel 20•
View a livestream of the meeting on the City’s YouTube channel: http://youtube.slo.city•
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 public comment for the
item you would like to speak on is called, please raise your virtual hand, your name will be
called, and your microphone will be unmuted. If you have questions, contact the office of the
City Clerk at cityclerk@slocity.org or (805) 781-7100.
•
Pages
1.CALL TO ORDER
2.PLEDGE OF ALLEGIANCE
Council Member Jan Marx will lead the Pledge of Allegiance.
3.PRESENTATIONS
3.a.CITY MANAGER REPORT
Receive a brief report from City Manager Derek Johnson.
3.b.HUNGER AWARENESS DAY PROCLAMATION
Mayor Harmon will proclaim June 4, 2021 as "Hunger Awareness Day."
3.c.INTRODUCTION AND OATH OF OFFICE FOR RICK SCOTT, POLICE
CHIEF
City Manager Derek Johnson will introduce Rick Scott, Police Chief, and
City Clerk Teresa Purrington will administer the Oath of Office.
4.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.
5.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.
Recommendation:
To Approve Consent Calendar Items
5.a.WAIVE READING IN FULL OF ALL RESOLUTIONS AND
ORDINANCES
Waive reading of all resolutions and ordinances as appropriate.
5.b.MINUTES REVIEW - MAY 18, 2021 COUNCIL MINUTES 9
Approve the minutes of the City Council meeting held on May 18, 2021.
5.c.SECOND READING OF ORDINANCE NO. 1698 (2021 SERIES) TO
AMEND THE AIRPORT AREA AND MARGARITA AREA SPECIFIC
PLANS TO ALLOW FOR DAY CARE FACILITIES
17
Recommendation:
Adopt Ordinance No. 1698 (2021 Series) entitled, “An Uncodified
Ordinance of the City Council of the City of San Luis Obispo, California,
amending the Airport Area and Margarita Area Specific Plans to allow
for Day Care Facilities consistent with restrictions that apply citywide
under the Municipal Code (Spec-0209-2021).”
5.d.AUTHORIZATION TO ADVERTISE BIDS FOR THE ORCUTT/TANK
FARM ROUNDABOUT PROJECT, SPECIFICATION NUMBER
1000164
35
Recommendation:
Approve plans and specifications for the Orcutt/Tank Farm
Roundabout, Specification No. 1000164; and
-
Authorize staff to formally advertise for bids and for the City
Manager to award the contract if the lowest responsible bid is
below the Publicly Disclosed Funding Amount of $3,477,710;
and
-
Authorize the City Manager to issue contract change orders in
excess of $100,000 and up to the Publicly Disclosed Funding
Amount of $3,477,710; and
-
Authorize the City Manager to execute a Right-of-Way
Dedication Agreement between the City of San Luis Obispo
and Barbara Parsons if the final agreement terms are to the
satisfaction of the Public Works Director and City Attorney; and
-
Authorize the City Manager to execute a Drainage Easement
between the City of San Luis Obispo and Barbara Parsons if
the final agreement terms are to the satisfaction of the Public
Works Director and City Attorney; and
-
Appropriate $1,364,670 in Regional and Urban State Highway
Account (SHA) grant funding as provided by the San Luis
Obispo Council of Governments (SLOCOG); and
-
Authorize the Finance Director to un-appropriate up to
$735,866 in Citywide Transportation Impact Fee (TIF) funds
from the Orcutt/Tank Farm Roundabout project account and
return to the undesignated Citywide Transportation Impact Fee
fund balance at the time of project completion.
-
5.e.CLARIFICATION AND APPROVAL OF ADMINISTRATIVE APPEAL
FEES FOR INCLUSION IN THE COMPREHENSIVE FEE SCHEDULE
183
Recommendation:
Adopt a Resolution entitled, “A Resolution of the City Council of
the City of San Luis Obispo, California, adopting and confirming
various fees for Administrative Appeals;” and
-
Approve a fee to appeal to the Tree Committee consistent with
current language of San Luis Obispo Municipal Code Section
12.24; and
-
Confirm the applicability of an existing fee to appeal an
administrative citation to the Administrative Review Board; and
-
Confirm the applicability of an existing fee to appeal an
administrative citation to the Construction Board of Appeals;
and
-
Approve modifications to the language of the Comprehensive
Fee Schedule to clarify the applicability of the fees referenced
above; and
-
Request that the Administrative Review Board consider staff
recommended modifications to the administrative citation
appeal process, as currently codified, and recommend to the
City Council any changes or fee modifications deemed
necessary.
-
5.f.ADOPT THE FUND BALANCE AND RESERVE POLICY 191
Recommendation:
Adopt a Resolution entitled, “A Resolution of the City Council of the City
of San Luis Obispo, California, adopting a Comprehensive Fund
Balance and Reserve Policy” according to Governmental Accounting
Standard Board Statement No. 54.
6.PUBLIC HEARING AND BUSINESS ITEMS
6.a.ADOPTION OF THE 2021-23 FINANCIAL PLAN 205
Recommendation:
Adopt a Resolution entitled, “A Resolution of the Council of the
City of San Luis Obispo, California approving the 2021-23
Financial Plan and Fiscal Year 2021-22 Budget”; and
-
Defer budget adoption of the Water and Sewer Funds until
June 15, 2021 contingent on the Prop. 218 protest hearing and
adoption of the water and sewer rate increases; and
-
Adopt a Resolution entitled, “A Resolution of the City Council of
the City of San Luis Obispo, California, establishing Parking
Rates for the City’s Parking Structures”; and
-
Adopt a Resolution entitled, “A Resolution of the City Council of
the City of San Luis Obispo, California, approving modifications
to the Parking Citation Penalty Schedule”; and
-
Introduce an Ordinance entitled, “An Ordinance of the City
Council of the City of San Luis Obispo, California, amending
Title 10 Chapter 52 (Parking Meters) of the San Luis Obispo
Municipal Code” to modify parking meter rates and add
language referencing the new pay stations; and
-
Introduce an Ordinance entitled, “An Ordinance of the City
Council of the City of San Luis Obispo, California, amending
Title 10 Chapter 04 (Definitions) of the San Luis Obispo
Municipal Code” to add a definition of parking payment center;
and
-
Adopt a Resolution entitled, “A Resolution of the Council of the
City of San Luis Obispo, California, amending the Water and
Sewer Rate Assistance Program for Residential Rate Payers.”
-
7.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)
8.ADJOURNMENT
The next Regular Meeting of the City Council will be held on June 15, 2021 at
6:00 p.m., via teleconference.
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
(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:
in the year 2021.
I certify (or declare) under the the penalty of
perjury that the foregoing is true and correct.
Dated at San Luis Obispo, California, this day
%,-of 6 2021.
Patricia Horton, New Times Legals
Proof of Publication of
vif SAN LUIS OBISPO CITY COUNCIL
NOTICE OF PUBLIC HEARING
The San Luis Obispo City Council invites all interested persons
to participate in a public meeting on Tuesday. June 1, MI, at
M p.m. While the Council encourages public participation,
growmg concern abort the COVID-19 pandemic has required
that public meetings be held via teleconference Meefings can
be viewed on Government Access Channel m or streamed
Him tram the Citys Youiube Channel at hup:pyouubealo.
city. Public comment, prior to the start of me 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 emailcouncilidslocity.org.
Public Hearing hems:
• A Public Hearing to consider adopting the 2021-23 financial
Plan. After eemnsive community participation and several
Council budget workshops and hearings beginning in
November 2020, the 2021-23 Financial Plan is now ready for
adoption. Key elements often Financial Plan include:
I. Focus on long-term fiscal heahh, aligned with Fiscal
and Budget Policies and Financial Responsibility and
Sustainability Philosophy.
2. Align budget resources with Council adopted Major City
Goal stramgies.
3. Meet the minimum fund balance and working capital
policy requirements.
4. Invest in the future and fund maintenance of existing
infrastructure and invest in the capital improvement
program.
5. Address both required and"pre" paymerttsm unfunded
Iiateliees.
6. Implement Local Revenue Measure priorities.
For more information, contact Brigitte Elko, finance Director,
for Me ChVis Finance Department at 18051 781-7125 or by
email, belke®slacilynrg.
The City Council may also discuss other hearings or business
items before or after the items listed above. if you challenge
the proposed project in court, you may be limited to raising only
those issues you or someone else raised at the public hearing
described in this notice, or in when correspondence delivered
to the City Council at, or prior ta, the public hearing.
Reports for this meeting will be available for review online at
vvww.slocity.org no later than 72 hours prior to the moment.
Please call the CM Clerk's Office in1805) 781-7100 for more
information. The City Council meeting will be televised live
on Charter Cable Channel 20 and live streaming on the CM's
YouTube channel hh or/remeb be.slo.city.
Teresa Purrington
City Clerk
City of San Luis Obispo
May 20,2021
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Page 8 of 823
1
Council Minutes
May 18, 2021, 6:00 p.m.
Teleconference - Broadcast via Webinar
Council Members
Present:
Mayor Heidi Harmon, Vice Mayor Erica A. Stewart, Council
Member Carlyn Christianson, Council Member Andy Pease,
Council Member Jan Marx
City Staff Present: Derek Johnson, City Manager, Christine Dietrick, City Attorney,
Teresa Purrington, City Clerk
_____________________________________________________________________
1. CALL TO ORDER
A Regular Meeting of the San Luis Obispo City Council was called to order on
May 18, 2021 at 6:03 p.m. by Mayor Harmon, with all Members present via
teleconference.
2. PLEDGE OF ALLEGIANCE
Mayor Harmon led the Council in the Pledge of Allegiance.
3. PRESENTATIONS
3.a CITY MANAGER REPORT
City Manager Derek Johnson provided a report un upcoming projects and
a status of COVID-19.
3.b PRESENTATION ON CITY FARM SLO
Kayla Rutland provided a presentation on City Farm SLO.
3.c LGBTQ+ PRIDE MONTH PROCLAMATION
Mayor Harmon presented a proclamation declaring May as LGBTQ+ Pride
Month.
3.d INTRODUCTION AND OATH OF OFFICE FOR RICK SCOTT, POLICE
CHIEF
Postponed to the June 1, 2021 City Council Meeting.
Page 9 of 823
2
4. PUBLIC COMMENT PERIOD FOR ITEMS NOT ON THE AGENDA
Public Comments:
Marshall James
Michael Giuffre
Elle Harlow
Alejandro
---End of Public Comment---
5. CONSENT AGENDA
Motion By Vice Mayor Stewart
Second By Council Member Christianson
To approve Consent Calendar Items 5a through 5k.
Ayes (5): Mayor Heidi Harmon, Vice Mayor Stewart, Council Member
Christianson, Council Member Pease, and Council Member Marx
CARRIED (5 to 0)
5.a WAIVE READING IN FULL OF ALL RESOLUTIONS AND ORDINANCES
Waive reading of all resolutions and ordinances as appropriate.
5.b MINUTES REVIEW - MAY 4, 2021 COUNCIL MINUTES
Approve the minutes of the City Council meeting held on May 4, 2021.
5.c 2020-21 CLIMATE ACTION PROGRESS REPORT
Receive and file the 2020-21 Climate Action Progress Report.
5.d AUTHORIZATION TO ADVERTISE BROAD & LEFF CULVERT REPAIR
PROJECT, SPECIFICATION NO. 91156
1. Approve the Project Plans and Special Provisions for the Broad & Leff
Culvert Repair Project; and
2. Authorize staff to advertise for bids; and
3. Authorize the City Manager to award the construction contract for the
bid total if the lowest responsible bid is within the Engineer’s Estimate
of $340,000 and the funding amount is consistent with the adopted
2021-23 budget appropriation for this project.
Page 10 of 823
3
5.e 2020-21 THIRD QUARTER FINANCIAL REPORT
Receive and file an update on the status of the City’s current financial
position, Major City Goals, and Capital Improvement Plan projects for the
third quarter of Fiscal Year 2020-21
5.f AUTHORIZATION TO ADVERTISE MEADOW PARK PATHWAYS
MAINTENANCE, SPECIFICATION NO. 1000021
1. Authorize staff to advertise for bids and approve the project plans a nd
special provisions for Meadow Park Pathways Maintenance,
Specification Number 1000021; and
2. Authorize the City Manager to award the construction contract for the
bid total if the lowest responsible bid is within the Engineer’s Estimate
of $360,000 and the funding amount is consistent with the adopted
2021-23 budget appropriation for this project.
5.g UPDATES TO THE CITY’S COMPREHENSIVE FEE SCHEDULE TO
INCLUDE NEW AND UPDATED YOUTH SERVICES, AQUATICS, AND
GOLF USER FEES
Adopt Resolution No. 11244 (2021 Series) entitled, "A Resolution of the
City Council of the City of San Luis Obispo, California, adopting new fees
and amending the 2021-22 Comprehensive Fee Schedule."
5.h TANK FARM ROAD / LONG STREET TRAFFIC SIGNAL
REIMBURSEMENT AGREEMENT WITH TANK FARM CENTER, LLC
1. Adopt Resolution No. 11245 (2021 Series) entitled, “A Resolution of
the City Council of the City of San Luis Obispo, California, approving a
Reimbursement Agreement with Tank Farm Center, LLC for
construction of a traffic signal at the Tank Farm Road/Long Street
Intersection;” and
2. Authorize the Mayor to execute the Reimbursement Agreement and
designate the Finance Director to implement the Agreement.
5.i CITY ATTORNEY DEPARTMENT ORGANIZATIONAL ASSESSMENT
AND STRATEGIC PLAN
1. Authorize the issuance of a Request for Proposals for consulting
services to prepare an organizational assessment and strategic plan
for the City Attorney Department; and
2. Authorize the City Manager to award the assessment contract if within
the funding amount appropriated in the adopted 2021-2022 budget.
Page 11 of 823
4
5.j AUTHORIZE A TAX EXCHANGE AGREEMENT WITH THE COUNTY OF
SAN LUIS OBISPO TO ADDRESS TAX TRANSFERS FROM THE
FROOM RANCH ANNEXATION AREA; ANNEXATION NO. 82
Adopt Resolution No. 11246 (2021 Series) entitled, “A Resolution of the
City Council of the City of San Luis Obispo, California, accepting a
negotiated exchange of Tax Revenue and Annual Tax Increment between
the County of San Luis Obispo and the City of San Luis Obispo for the
Froom Ranch Annexation Area, as represented in the staff report and
attachments dated May 18, 2021.”
5.k EXAMINATION OF SALES AND USE TAX RECORDS
Adopt Resolution No. 11247 (2021 Series) entitled, "A Resolution of the
City Council of the City of San Luis Obispo, California, authorizing the
examination of Sales and Use Tax Records."
5.l REACH 2021-2023 AGREEMENT AND COUNCIL LIAISON
ASSIGNMENT
Motion By Council Member Pease
Second By Council Member Marx
1. Authorize the City Manager to execute a two-year contract with
REACH in the amount of $50,000 for regional economic development
activities; with a change as follows:
o Page 140 - Add to Strategic Priority 1: After target industries "as
aligned with the City of San Luis Obispo's goals and objectives."
2. Appoint Vice Mayor Stewart as the Council Liaison to REACH’s SLO
Advisory.
Ayes (5): Mayor Heidi Harmon, Vice Mayor Stewart, Council Member
Christianson, Council Member Pease, and Council Member Marx
CARRIED (5 to 0)
Page 12 of 823
5
6. PUBLIC HEARING AND BUSINESS ITEMS
6.a INTRODUCE AN ORDINANCE TO AMEND THE AIRPORT AREA AND
MARGARITA AREA SPECIFIC PLANS TO ALLOW FOR DAY CARE
FACILITIES CONSISTENT WITH RESTRICTIONS THAT APPLY
CITYWIDE UNDER THE MUNICIPAL CODE
Community Development Director Michael Codron and Associate Planner
Rachel Cohen provided an in-depth staff report and responded to Council
questions.
Public Comments:
Roy Ogden
Ty Safreno
---End of Public Comment---
Motion By Council Member Christianson
Second By Vice Mayor Stewart
As recommended by the Planning Commission, introduce an Ordinance
entitled, “An Uncodified Ordinance of the City Council of the City of San
Luis Obispo, California, amending the Airport Area and Margarita Area
Specific Plans to allow for Day Care Facilities consistent with restrictions
that apply citywide under the Municipal Code (SPEC-0209-2021).”
Ayes (5): Mayor Heidi Harmon, Vice Mayor Stewart, Council Member
Christianson, Council Member Pease, and Council Member Marx
CARRIED (5 to 0)
6.b 2021 LEGISLATIVE PLATFORM
City Attorney Christine Dietrick provided an in-depth staff report and
responded to Council questions.
Public Comments:
None
---End of Public Comment---
Page 13 of 823
6
Motion By Council Member Christianson
Second By Council Member Marx
1. Adopt Resolution No. 11248 (2021 Series) entitled, “A Resolution of
the City Council of the City of San Luis Obispo, California, establishing
the City’s Legislative Action Platform for 2021 and appointing the
Council Member and staff persons to act as liaison between the City of
San Luis Obispo and the League of California Cities;” and
2. Confirm direction to staff on the scope and application of the legislative
platform related to advocacy for non-legislative items or particular
projects, with additional authority for staff to weigh in on regional
initiatives in which Council has authorized City participation consistent
with Major City Goals; and
3. Appoint the Mayor, City Attorney, and City Manager to act as the
primary legislative liaisons between the League of California Cities and
the City of San Luis Obispo, with authority to delegate to other
Councilmembers or staff consistent with liaison assignments and as
appropriate to the issue.
With the following changes to the Legislative Platform:
Packet Page 190 - Clarify opening statement regarding "joining"
Central Coast Community Energy (3CE).
Add to County/Regional Priorities, “supporting the Integrated Waste
Management Authority’s (IWMA) legislative platform, where consistent
with the City’s adopted policies, platforms, and public policy and
project objectives.”
Ayes (5): Mayor Heidi Harmon, Vice Mayor Stewart, Council Member
Christianson, Council Member Pease, and Council Member Marx
CARRIED (5 to 0)
7. LIAISON REPORTS AND COMMUNICATIONS
Vice Mayor Stewart attended the 3CE policy meeting regarding how rates will be
set going forward. She also attended the Investment Oversight Committee
meeting.
Council Member Marx indicated she received 823 emails from people all over the
region regarding the proposed rate changes by 3CE.
Page 14 of 823
7
8. ADJOURNMENT
The meeting was adjourned at 8:23 p.m. The next Regular City Council Meeting
is scheduled for June 1, 2021 at 6:00 p.m via teleconference.
APPROVED BY COUNCIL: XX/XX/202X
Page 15 of 823
Page 16 of 823
Item 5c
Department Name: Community Development
Cost Center: 4003
For Agenda of: 6/1/2021
Placement: Consent
Estimated Time: N/A
FROM: Michael Codron, Community Development Director
Prepared By: Rachel Cohen, Associate Planner and John Rickenbach, Contract Planner
SUBJECT: SECOND READING OF ORDINANCE NO. 1698 (2021 SERIES),
INTRODUCED BY THE CITY COUNCIL ON MAY 18, 2021 TO AMEND
THE AIRPORT AREA AND MARGARITA AREA SPECIFIC PLANS TO
ALLOW FOR DAY CARE FACILITIES CONSISTENT WITH
RESTRICTIONS THAT APPLY CITYWIDE UNDER THE MUNI
RECOMMENDATION
Adopt Ordinance No. 1698 (2021 Series) entitled, “An Uncodified Ordinance of the City
Council of the City of San Luis Obispo, California, amending the Airport Area and
Margarita Area Specific Plans to allow for Day Care Facilities consistent with restrictions
that apply citywide under the Municipal Code (Spec-0209-2021).”
DISCUSSION
On May 18, 2021, the City Council voted 5-0 to introduce Ordinance No. 1698 (2021
Series), which amends the Airport Area and Margarita Area Specific Plans to allow for
day care facilities consistent with restrictions that apply citywide under the Municipal
Code. The Ordinance reflects the amendments made at the meeting and is now ready for
adoption. A summary of the Ordinance was prepared and published in the local
newspaper five days prior to the second reading. The amendment will become effective
thirty (30) days after final passage of the Ordinance.
Background
In 2018, the City updated its Zoning Regulations to allow day care facilities in all zones.
However, this amendment did not apply to the Margarita Area or Airport Area Specific
Plans. Currently, there are restrictions in the City’s Airport Area Specific Plan (AASP) that
limit day care facilities to 14 children of on-site employees, and such facilities are
prohibited in the Margarita Area Specific Plan Area (MASP).
On October 20, 2020, the City Council authorized Community Development Department
staff to undertake the necessary specific plan amendments to the MASP and AAS P to
align the zoning in these areas with the rest of the City.
Page 17 of 823
Item 5c
Previous Council or Advisory Body Action
April 14, 2021, Planning Commission recommendation to the City Council (7 -0)
April 21, 2021, Airport Land Use Commission (7-0)
May 18, 2021, City Council introduced the ordinance (5-0)
Policy Context
As discussed in the Council Agenda Report dated May 18, 2021, the proposed
amendments are consistent with findings from the Child Care Study, the upcoming 2021-
2023 Major City Goals, and existing Municipal Code and Specific Plan framework, as well
as the Airport Land Use Plan.
Public Engagement
As noted above, the City Council authorized Community Development Department staff
to undertake the necessary specific plan amendments. Additionally, public
correspondence and testimony provided during the May 18, 2021 City Council Meeting
and the April 14, 2021 Planning Commission hearing were taken into consideration when
formulating these amendments to the AASP and the MASP.
Next Steps
The amendments to the AASP and the MASP will become effective on July 1, 2021 (30
days after adoption).
CONCURRENCE
No additional feedback was required from other City departments on the proposed
amendments.
ENVIRONMENTAL REVIEW
The project is exempt per CEQA Guidelines Section 15061(b)(3), the “general rule”
exemption, because the proposed action will have no possibility of a significant effect on
the environment and will not cause impacts beyond those identified and evaluated within
the EIRs of the AASP or the MASP. In this case, allowing day care facilities in these
specific plans is consistent with the General Plan, are subject to restrictions set forth in
the Municipal Code to ensure public health, safety and welfare, and project specific
environmental review will be required.
FISCAL IMPACT
Budgeted: No Budget Year: 2019-21
Funding Identified: No
Page 18 of 823
Item 5c
Fiscal Analysis:
Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund N/A $ $ $
State
Federal
Fees
Other:
Total $ $ $ $
On October 20, 2020, the City Council authorized Community Development Department
staff to undertake the necessary specific plan amendments, approving an allocation of
$20,000 from unassigned FY 2018-19 fund balance to fund the necessary work. City
Council Resolution No. 11117 (2020 Series) gave the authority to the City Manager to
use FY 2018-19 unassigned fund balance above the required reserve levels which has a
current balance of $5.1 million. There will be no other fiscal impact related to approving
the specific plan amendments. No further fiscal impacts will occur as a result of this action.
ALTERNATIVES
Modify the Proposed Ordinance. The Council may make minor, non-substantive
changes to the proposed Ordinance for staff to incorporate into the final documents. Any
material changes to the Final Ordinances would require further review by staff and the
Planning Commission followed by re-introduction of the Ordinance by the Council.
ATTACHMENTS
A – Ordinance No. 1698 (2021 Series)
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ORDINANCE NO. 1698 (2021 SERIES)
AN UNCODIFIED ORDINANCE OF THE CITY COUNCIL OF THE CITY
OF SAN LUIS OBISPO, CALIFORNIA, AMENDING THE AIRPORT AREA
AND MARGARITA AREA SPECIFIC PLANS TO ALLOW FOR DAY
CARE FACILITIES CONSISTENT WITH RESTRICTIONS THAT APPLY
CITYWIDE UNDER THE MUNICIPAL CODE (SPEC-0209-2021)
WHEREAS, the Planning Commission of the City of San Luis Obispo conducted a
web based public hearing, on April 14, 2021, and recommended the City Council adopt
text amendments (Exhibits A and B, attached) to the Margarita Area Specific Plan (MASP)
and the Airport Area Specific Plan (AASP) to allow day care facilities (SPEC-0209-2021);
and
WHEREAS, the MASP was originally adopted by City Council Resolution 9615 on
October 12, 2004; and
WHEREAS, the AASP was originally adopted by City Council Resolution 9726 on
August 23, 2005, with portions of the AASP adopted by Ordinance 1481, including Table
4.3, and later and amended since by both resolution and ordinance in 2014, 2017, 2019,
and 2020; and
WHEREAS, the City Council of the City of San Luis Obispo conducted a web
based public hearing, on May 18, 2021, for the purpose of amending the MASP and
AASP to allow day care facilities consistent with regulations that apply citywide under the
Municipal Code; and
WHEREAS, the City Council finds that the proposed amendments are consistent
with the General Plan as amended, Zoning Regulations, and other applicable City
ordinances; and
WHEREAS, notices of said public hearings were made at the time and in the
manner required by law; and
WHEREAS, the City Council has duly considered all evidence, including the
testimony of the applicant, interested parties , and the evaluation and
recommendations by staff, presented at said hearing; and
NOW, THEREFORE, BE IT ORDAINED , by the City Council of the City of San
Luis Obispo as follows:
SECTION 1. Environmental Determination. The City Council hereby finds that the
project is exempt per CEQA Guidelines Section 15061(b)(3), the “general rule”
exemption, because the proposed action will have no possibility of a significant effect on
the environment and will not cause impacts beyond those identified and evaluat ed within
the EIRs of the AASP or the MASP, because allowing day care facilities in these specific
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Ordinance No. 1698 (2021 Series) Page 2
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plans is consistent with the General Plan, and are subject to restrictions set forth in the
Municipal Code to ensure public health, safety and welfare, and because project specific
environmental review will be required.
SECTION 2. Findings. Based upon all evidence, the City Council makes the
following findings:
a) The proposed amendments to both the Margarita Area Specific Plan (MASP)
and Airport Area Specific Plan (AASP) are consistent with the General Plan
because they implement Land Use Element (LUE) Community Goals to create
a balanced community and provide opportunities for childcare within the city
consistent with LUE Policy 3.8.2.
b) The specific plan amendments are intended to ensure consistency with zoning
requirements with respect to childcare facilities as applied elsewhere in the
City, as set forth in the Municipal Code.
c) Day care facilities that may be proposed as a result of the specific plan
amendments would be subject to the same health and safety regulations as set
forth in both applicable state law and within the Municipal Code Section
17.86.100.
d) The specific plan amendments do not change the underlying policy framework
or overall land use or circulation pattern envisioned in either Specific Plan.
e) The specific plan amendments will not be detrimental to the health, safety, and
welfare of persons living or working within the MASP or the AASP or in the
vicinity because the proposed day care uses will be compatible with the other
uses allowed within the MASP and the AASP and will not cause impacts
beyond those identified in the Final EIR for either the Specific Plans.
f) The specific plan amendments to the MASP and the AASP have been
structured to comply with the existing San Luis Obispo County Airport Land
Use Plan (ALUP) and the Draft Amended and Restated ALUP and would allow
for day care facilities only on sites that are located within Safety Area S -2 of
the current ALUP and Safety Zone 6 of the Draft Amended and Restated ALUP.
SECTION 3. Action. The City Council of San Luis Obispo hereby 1) amends
Sections 2.1, 2.2, 2.3, 2.4, 2.5, 2.6.1 and 4.1 of the MASP as reflected in “Exhibit A,”
removing language prohibiting day care facilities within the specific plan and adding
language allowing day care facilities subject to the regulations set forth in the Municipal
Code, and 2) amends Table 4.3 of the AASP as reflected in “Exhibit B,” removing
language limiting the size of day care facilities and the requirements for a day care facility
to connected to an employer and adding language allowing day care facilities subject to
the regulations set forth in the Municipal Code.
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Ordinance No. 1698 (2021 Series) Page 3
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SECTION 4. Severability. If any section, subsection, sentence, clause, or phrase
of this Ordinance is for any reason held to be invalid or unconstitutional by a decision
of any court of any competent jurisdiction, such decision shall not affect the validity
of the remaining portions of this Ordinance. The City Council hereby declares that it
would have passed this Ordinance, and each and every section, subsection, sentence,
clause, or phrase not declared invalid or unconstitutional without regard to whether any
portion of the Ordinance would be subsequently declared invalid or unconstitutional.
SECTION 5. A summary of this ordinance, together with the names of Council
members voting for and against, shall be published at least five (5) days prior to its
final passage, in The New Times, a newspaper published and circulated in this City.
This ordinance shall go into effect at the expiration of thirty (30) days after its final
passage.
INTRODUCED on the 18th day of May 2021, AND FINALLY ADOPTED by the
Council of the City of San Luis Obispo on ____ day of _____________, 2021, on the
following vote:
AYES:
NOES:
ABSENT:
______________________________
Mayor Heidi Harmon
ATTEST:
Teresa Purrington
City Clerk
APPROVED AS TO FORM:
J. Christine Dietrick
City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of
the City of San Luis Obispo, California, on ____________________________.
Teresa Purrington, City Clerk
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EXHIBIT A
Margarita Area Specific Plan Amendment
The following sections of the existing Margarita Area Specific Plan are hereby amended
to read as follows:
Pages 13-14. Section 2.1. Low -Density Residential (R-1-SP). Section
2.1.1. Uses. Low Density Residential areas are primarily for detached,
single-family houses. To maintain residential capacity and airport
compatibility, uses such as churches, schools, and secondary dwellings are
not allowed. However, day care centers are allowed s ubject to existing
regulations set forth in Section 17.86.100 and Table 2 -1 of Section
17.10.020 of the Municipal Code.
Page 16. Section 2.2. Medium-Density Residential (R-2-SP). Section
2.2.1. Uses. Medium-Density Residential areas are for individual detached
houses on relatively small lots or groups of detached dwellings on larger
parcels, and for attached dwellings where each is clearly identifiable by its
form and relationship to yards and gardens. Figure 5 shows where dwellings
must be detached. To maintain residential capacity and airport
compatibility, uses such as churches, schools, and secondary dwellings are
not allowed. However, day care centers are allowed subject to existing
regulations set forth in Section 17.86.100 and Table 2 -1 of Section
17.10.020 of the Municipal Code.
Page 20. Section 2.3. Medium-High Density Residential (R-3-SP).
Section 2.3.1. Uses. Medium-high Density Residential areas are for
attached dwellings, where each dwelling is identifiable by its form, or for
detached dwellings on small lots created through a condominium or
planned-development process. To maintain residential capacity and airport
compatibility, uses such as churches and schools are not allowed.
However, day care centers are allowed subject to existing regulations set
forth in Section 17.86.100 and Table 2 -1 of Section 17.10.020 of the
Municipal Code.
Page 22. Section 2.4. High-Density Residential (R-4-SP). Section 2.4.1.
Uses. A mix of housing densities, ownership patterns, cost and building
types is desirable in the Margarita Area Specific Plan. High -Density
Residential areas are intended for attached dwellings in close proximity to
the core area. To maintain residential capacity and airport compatibility uses
such as churches and schools are not allowed. However, day care centers
are allowed subject to existing regulations set forth in Section 17.86.100
and Table 2-1 of Section 17.10.020 of the Municipal Code.
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Ordinance No. 1698 (2021 Series) Page 5
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Page 23. Section 2.5. Neighborhood Commercial. Section 2.5.1.
Uses. The Neighborhood Commercial area is for small-scale businesses
that provide convenient goods and services for nearby residents and
workers, as well as a semipublic, central meeting place and architectural
focus for the neighborhood. It is recognized that c ommercial centers to the
southeast and southwest of the Margarita Area provide a wider range of
goods and services than can be accommodated in the designated
Neighborhood Commercial area. Commercial uses here that provide
architectural interest and opportunities for residents’ socializing have value
beyond shortening frequent shopping trips. The retail uses of a TOD are
often dependent on the market area developed in the residential and office
components of the project.
While this core commercial center must often follow the residential
development, the land for public facilities and parks can be set aside and
developed concurrently to aid in the marketing and to supply amenities and
services to new residents. According to planning sources, it takes
approximately 600 units to support a commercial center. For these reasons,
the ground floor of the Neighborhood Commercial area will be reserved for
commercial use for a period of 10 years from the date that 300 units are
constructed and occupied. Dwellings are encouraged above the ground
floor (Figure 5 shows parts of the Neighborhood Commercial area where
allowable densities may occur).
Uses shall be as provided in the Zoning Regulations for the C -N zone,
except that the following are prohibited:
Any commercial establishment occupying more than 465 square-
meters (5,000 square-feet) gross floor area;
Schools or public-assembly facilities; and
Service stations, car washes, or auto repair
Pages 26-27. 2.6.1 Uses. The Business Park designation will provide
employment opportunities in close proximity to the core area. The business park
designation is intended for well-designed, master-planned, campus- type
developments that will contribute to community character and the City’s objective
of attracting jobs that can support households in San Luis Obispo.
The Business Park zone is divided into sections, based on compatibility with the
Airport and adjacent or nearby residential areas.
A. Business Park/Office. Areas designated Business Park/Office allow for a
mix of uses near the core area and along the primary transit corridor. This
specific plan envisions small offices and mixed -use (residential and office)
developments in this area. Uses shall be as provided in the Offi ce zone,
except that those uses listed in part D below are prohibited.
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Ordinance No. 1698 (2021 Series) Page 6
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B. General Business Park. Areas designated General Business Park or one-
story, masonry construction is intended for research and development, light
manufacturing and business services that are compatible with each other
and airport operation. This specific plan envisions this area developed with
a campus-like setting consisting of multiple buildings and outdoor employee
areas. Uses shall be as follows:
Allowed
Advertising and related services
ATMs
Broadcast studios
Business Support Services
Computer services
Copying and Quick Printer Service
Laboratories (medical, analytical research)
Light Manufacturing - food, beverages, apparel; electronic, optical,
instrumentation products; jewelry; musical instruments; sporting
goods; art materials
Offices for engineers, architects, and industrial design
Offices for processing, production and administrative
Photo finishing - wholesale; and blue-printing and microfilming
service
Printing and publishing
Research & development - services, software, consumer products,
instruments, office equipment and similar items
Allowed subject to approval by administrative use permit
Airport
Antennas and telecommunications facilities
Banks and financial services
Convenience stores
Day-Care Centers
Equipment rental
Fitness/Health facility
Indoor commercial recreational facility
Medical Service – Clinic, laboratory, urgent care *
Medical Service – Doctor office *
Office supporting retail, less than 5,000 sf
Office- Business and Service
Office-Professional
Outdoor storage or work areas (screened from off-site views)
Personal services
Repair services – limited to office or laboratory equipment and to
small-scale, specialty services for power equipment or vehicles
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Ordinance No. 1698 (2021 Series) Page 7
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Research & development – transportation equipment, metals,
chemicals, building materials and similar items
Truck or freight terminal
Warehousing or new self-storage; distribution (truck terminal allowed
south of Prado only)
* With findings as required in Zoning Regulations
Allowed subject to approval by Planning Commission use permit
Government Offices
Heavy manufacturing
Hotels and motels
Maintenance service, client site services
Office – processing
Public safety facilities
Warehousing, indoor storage
Water and wastewater treatment plants and services
Wholesaling and distribution
C. In the areas characterized as “outdoor uses only,” the following are
allowed:
Landscaped space;
Recreational space for employees only
Parking incidental to allowed uses;
Outdoor storage or work areas, excluding explosive or highly
flammable materials
D. The following are prohibited:
Circuses, carnivals, fairs, festivals
Convalescent hospitals
Dwellings, except as provided in Business Park/Office
Homeless shelters
Hospitals
Schools or public-assembly facilities such as churches (conference
rooms incidental to offices are allowed);
Page 41. Section 4.1. Airport Compatibility. Types and Intensities of
Land Use. The types and intensities of land uses described in Part 2 of
this plan are intended to be consistent with the County Airport Land Use
Plan. Several types of uses such as schools, and churches that are typically
allowed in residential and commercial zones in other parts of the city are
not allowed in the Margarita Area. The residential densities and their
locations are meant to concentrate residential development in locations
where it will have the least problems with Airport compatibility.
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EXHIBIT B
Airport Area Specific Plan Amendment
Table 4.3, entitled Allowed Uses, of the existing Airport Area Specific Plan is hereby
amended to read as follows:
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Ordinance No. 1698 (2021 Series) Page 9
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Table 4.3 – Allowed Uses
NOTE: PLEASE REFER TO THE APPROVED AVILA RANCH DEVELOPMENT PLAN FOR ALLOWED USES IN THAT AREA (CITY COUNCIL
RESOLUTION 10832) [also see Note 5]
Key: A = Allowed D = Allowed by Administrative Use Permit PC = Allowed by Planning Commission Use Permit Footnotes (see end of table)
Land Use
Zoning District
PF C-S M BP
INDUSTRY, MANUFACTURING & PROCESSING, WHOLESALING
Furniture and fixtures manufacturing, cabinet shop D A
Industrial research and development D D D
Laboratory - Medical, analytical, research, testing A A A
Laundry, dry cleaning plant A A A1
Manufacturing - Heavy D PC
Manufacturing - Light D A A
Petroleum product storage and distribution D
Photo and film processing lab A A D
Printing and publishing A A A
Recycling facilities - Collection and processing facility D
Recycling facilities - Scrap and dismantling yard D
Recycling facilities - Small collection facility D A
Storage yard D A
Warehousing, indoor storage A A D1
Wholesaling and distribution A A PC
LODGING
Homeless shelter (see note 8) PC PC PC
Hotel, motel (see note 8) PC
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Ordinance No. 1698 (2021 Series) Page 10
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Table 4.3 – Allowed Uses
Key: A = Allowed D = Allowed by Administrative Use Permit PC = Allowed by Planning Commission Use Permit Footnotes (see end of table)
Land Use
Zoning District
PF C-S M BP
RECREATION, EDUCATION, & PUBLIC ASSEMBLY USES
Bar/tavern D D D1
Club, lodge, private meeting hall D
Commercial recreation facility - Indoor PC PC D
Commercial recreation facility – Outdoor PC PC
Fitness/health facility A A A1
Night club D PC
Park, playground D
Public assembly facility PC PC
Religious facility8 D D2
School – Specialized education/training8 A A D
Sports and active recreation facility PC PC PC
Sports and entertainment assembly facility PC PC
RESIDENTIAL USES
Caretaker quarters A A A D
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Ordinance No. 1698 (2021 Series) Page 11
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Table 4.3 – Allowed Uses
Key: A = Allowed D = Allowed by Administrative Use Permit PC = Allowed by Planning Commission Use Permit Footnotes (see end of table)
Land Use
Zoning District
PF C-S M BP
RETAIL SALES
Auto and vehicle sales and rental A PC
Auto parts sales, with installation A A
Auto parts sales, without installation A A
Building and landscape materials sales, indoor A A
Building and landscape materials sales, outdoor A A
Convenience store D D A1
Farm supply and feed store A D
Fuel dealer (propane, etc) D A
Furniture, furnishings, and appliance stores A
General retail – 2,000 sf or less A1
Office-supporting retail, 2,000 sf or less A1
Office-supporting retail, More than 2,000 up to 5,000 sf D1
Produce stand
Restaurant D D A
Service station (see also “vehicle services”) D D A1
Warehouse stores – 45,000 sf or less gfa A
Warehouse stores – more than 45,000 sf gfa D
PC
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Ordinance No. 1698 (2021 Series) Page 12
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Table 4.3 – Allowed Uses
Key: A = Allowed D = Allowed by Administrative Use Permit PC = Allowed by Planning Commission Use Permit Footnotes (see end of table)
Land Use
Zoning District
PF C-S M BP
SERVICES – BUSINESS, FINANCIAL & PROFESSIONAL
Banks and financial services8 D A A1
Business support services A D4
Medical Service – Doctor Office8 D4 D4
Medical Service – Clinic, Lab, Urgent Care8 D4 A
Office – Business and service8 D
Office – Government8 A A
Office – Processing8 A D A
Office – Production and administrative8 A D A
Office – Airport Related Services8 A A A A
Office – Professional8 A
Photographer, photographic studio A
Land Use
Zoning District
PF C-S M BP
SERVICES - GENERAL
Catering service A A
Copying and Quick Printer Service A A D1
Day care - Adult, Child Day Care Center8 D D D
Equipment rental A A
Food bank/packaged food distribution center D D
Maintenance service, client site services A A PC
Mortuary, funeral home8 D D
Personal services A D1
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Ordinance No. ______ (2021 Series) Page 13
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Table 4.3 – Allowed Uses
Key: A = Allowed D = Allowed by Administrative Use Permit PC = Allowed by Planning Commission Use Permit Footnotes (see end of table)
Land Use
Zoning District
PF C-S M BP
SERVICES – GENERAL
Personal services - Restricted D
Public safety facilities A
Public utility facilities A A A
Repair service - Equipment, large appliances, etc. A A
Social service organization8 D
Vehicle services - Repair and maintenance - Major A A
Vehicle services - Repair and maintenance - Minor A A
Vehicle services - Carwash D D
Veterinary clinic-hospital, boarding, large animal D D
Veterinary clinic-hospital, boarding, small animal, indoor A
Veterinary clinic-hospital, boarding, small animal, outdoor D
Land Use
Zoning District
PF C-S M BP
TRANSPORTATION & COMMUNICATIONS
Airport Facilities/Expansion PC PC PC PC
Ambulance, taxi, and/or limosine dispatch facility A D D
Antennas and telecommunications facilities PC D D D
Broadcast studio8 A6 A6 A6
Parking facility PC D D
Refuse Hauling, Septic Tank, Portable Toilet Sewers PC D
Truck or freight terminal A A6 D
Water and wastewater treatment plants and services PC PC PC PC
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Ordinance No. 1698 (2021 Series) Page 14
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Numbered Notes to Table 4.3
1. These activities are considered secondary uses for business parks. Within a
development project site, their combined floor area shall not exceed 25 percent of
the total floor area. Some are also subject to limits on individual floor area, as
shown in the body of the table. Floor area limitations shall not apply to bank
headquarters.
2. Use permit review shall consider that the C-S zone is primarily intended to
accommodate uses not generally suited to other commercial zones because of
noise, truck traffic, visual impacts and similar factors. A use permit may be
approved only when the church will not likely cause unreasonable compatibility
problems with existing or likely future service commercial uses in the vicinity. Use
permit conditions may include measure to mitigate incompatibility.
3. In the C-S zone, nightclubs must contain a minimum of four thousand five hundred
square feet of floor area. The required use permit process shall address parking,
neighborhood compatibility, and security issues.
4. In order to approve a Medical Service use in the C-S or BP zones, the Hearing
Officer must make the following findings:
a. The proposed medical service is compatible with surrounding land uses.
b. The proposed medical service is located along a street designated as an
arterial or commercial collector in the Circulation Element and has
convenient access to public transportation.
c. The proposed medical service will not significantly increase traffic or create
parking impacts in residential neighborhoods.
d. The proposed medical service is consistent with the Airport Land Use Plan
(ALUP).
e. The project will not preclude service commercial uses in areas especially
suited for these uses when compared with medical service.
f. The project site can accommodate the parking requirements of the
proposed medical service and will not result in other lease spaces being
underutilized because of lack of available parking.
5. Day care centers are allowed in residential zones within the Avila Ranch portion of
the Specific Plan subject to a Minor Use Permit.
6. Broadcast studios are allowed by right except than an administrative use permit is
required to permit any on-site antennas, dishes or transmission towers; or any
radio, microwave, or other type of airbound transmission form the project site or
any other site within the Airport Area.
7. Caretaker quarters shall have a maximum floor area of 1,000 square feet and shall
not be allowed din available safety areas S -1a or the runway protection zone, as
defined by the ALUP.
8. These uses are identified in the San Luis Obispo County Regional Airport Land
Use Plan as noise sensitive, specific sound -attenuation requirements may apply.
Refer to the ALUP for more information.
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Item 5d
Department: Public Works
Cost Center: 5010
For Agenda of: 6/1/2021
Placement: Consent
Estimated Time: N/A
FROM: Matt Horn, Public Works Director
Prepared By: Jennifer Rice, Transportation Planner/Engineer III
SUBJECT: AUTHORIZATION TO ADVERTISE BIDS FOR THE ORCUTT/TANK
FARM ROUNDABOUT PROJECT, SPECIFICATION NUMBER 1000164
RECOMMENDATION
1. Approve plans and specifications for the Orcutt/Tank Farm Roundabout, Specification No.
1000164; and
2. Authorize staff to formally advertise for bids and for the City Manager to award the contract
if the lowest responsible bid is below the Publicly Disclosed Funding Amount of
$3,477,710; and
3. Authorize the City Manager to issue contract change orders in excess of $100,000 and up
to the Publicly Disclosed Funding Amount of $3,477,710; and
4. Authorize the City Manager to execute a Right-of-Way Dedication Agreement between the
City of San Luis Obispo and Barbara Parsons if the final agreement terms are to the
satisfaction of the Public Works Director and City Attorney; and
5. Authorize the City Manager to execute a Drainage Easement between the City of San Luis
Obispo and Barbara Parsons if the final agreement terms are to the satisfaction of the
Public Works Director and City Attorney; and
6. Appropriate $1,364,670 in Regional and Urban State Highway Account (SHA) grant
funding as provided by the San Luis Obispo Council of Governments (SLOCOG); and
7. Authorize the Finance Director to un-appropriate up to $735,866 in Citywide
Transportation Impact Fee (TIF) funds from the Orcutt/Tank Farm Roundabout project
account and return to the undesignated Citywide Transportation Impact Fee fund balance
at the time of project completion.
REPORT-IN-BRIEF
The purpose of this report is to request City Council authorization to approve the final
plans and specifications, appropriate USHA and RSHA grant funding to the project
account, and request authorization to advertise the construction of the Orcutt Tank Fa rm
Roundabout Project.
The existing side-street stop-controlled intersection of Orcutt Road and Tank Farm Road
currently operates below the City’s adopted level of service (LOS) thresholds, with lengthy
delays and vehicle queues during peak commute perio ds. Mitigation measures identified
in the Orcutt Area Specific Plan (OASP) Environmental Impact Report (EIR) require a
roundabout to be installed at the intersection of Orcutt and Tank Farm Road to address
these deficiencies.
Page 35 of 823
Item 5d
This high-priority transportation project supports the City’s Climate Action, Open Space
and Sustainable Transportation Major City Goal, as well as the City’s Major City Goal of
Housing and Homelessness, by providing the infrastructure needed to support housing
production within the Orcutt Area and improve mobility and safety for all road users. The
proposed roundabout will reduce vehicle congestion (and related emissions), reduce the
potential for severe traffic collisions, and improve pedestrian and bicycle connectivity to
Islay Park. This improvement is identified as a “Tier 1 Project” in the City’s Active
Transportation Plan.
Plans and specifications have been developed in accordance with the OASP, OASP EIR,
City Engineering Standards and previous Council and Advisory Body approva ls. This
request also includes a request to authorize the City Manager to execute the final right of
way dedication agreement necessary to proceed with construction of the roundabout.
As further discussed in the Fiscal Analysis Section, the total availab le project funding is
$4,884,576, which exceeds the total estimated project costs by $735,866.
DISCUSSION
Background
The OASP and EIR, adopted in 2010, identified various transportation infrastructure
upgrades necessary to support development of the OASP area, including significant
improvements to the intersection of Tank Farm Road and Orcutt Road. The OASP initially
recommended geometric modifications and installation of a traffic signal at Orcutt/Tank
Farm to improve traffic safety and operations. With adoption of the General Plan Land
Use and Circulation Elements (LUCE) in 2014, the City officially adopted a “roundabout
first” policy, prioritizing roundabouts as a first-priority solution where intersection control
upgrades are warranted. Roundabouts generally result in fewer injury collisions, lower
long-term maintenance costs, and reduced vehicle delays and emissions compared to
signalized traffic control.
Traffic volumes at the Tank Farm/Orcutt intersection have increased noticeably over the
past several years, particularly during the afternoon commute period as more and more
cross-county commuters appear to utilize Orcutt Road and Highway 227 as alternative
routes to Highway 101. Vehicle queues at the intersection frequently back up for several
hundred feet in the southbound direction as drivers wait for a gap to turn left from Orcutt
to eastbound Tank Farm Road, which further highlights the need for operational
improvements at this intersection. It should also be noted that installation of a roundabou t
will provide dedicated crossings for bicyclists and pedestrians for Tank Farm Road,
improving multimodal connectivity between Islay Park and new neighborhoods to the
north.
Page 36 of 823
Item 5d
The plans and specifications for the Tank Farm/Orcutt Roundabout Project have been
developed by the City using design services from GHD. Plans and Specifications are
provided for reference as Attachment A and Attachment B, respectively. A vicinity map of
the project is provided in Figure 1 below and in Attachment E.
Figure 1: Project Vicinity Map
Prior to construction, additional right-of-way dedication is necessary from the adjacent
property owner on the northwest corner. The City has worked closely with the property
owner to provide a legal description for the dedication necessar y to provide sufficient
right-of-way for constructing and maintaining the future roundabout. Attachment C is the
Right-of-Way Dedication Agreement that must be executed prior to any construction
activities.
Public Art Considerations
A roundabout public art program is included in the proposed 2021 -23 Financial Plan
Capital Improvement Plan. While the current roundabout design does not include public
art, it has been designed to accommodate public art installations within the center island
after construction.
Page 37 of 823
Item 5d
Previous Council or Advisory Body Action
Per the California Government Code Section 65402 , the Planning Commission held
public hearings on March 25, 2015 and April 8, 2015 to reviewed and approve a Vesting
Tentative Tract Map for Righetti Ranch finding consistency with the General Plan for the
subdivision map, inclusive of all adopted mitigation measures and approved conditions of
approval. (Reference Resolution 10619). This approval included a condition that the
Applicant provide right-of way as necessary for a roundabout or traffic signal at the
intersection of Orcutt Road and Tank Farm Road.
On January 10, 2018, the Planning Commission held a public hearing to review and
approve amendments to the mitigation measures and conditions of approval for Righetti
Ranch which included a condition that the subdivider acquire and dedicate the necessary
right-of-way for a roundabout at Orcutt Road and Tank Farm Road. (Reference
Resolution 10861.)
Policy and Regulatory Context
General Plan Circulation Element Policy 7.1.2 states that where feasible, roundabouts
shall be the City’s preferred intersection control alternative due to the vehicle speed
reduction, safety and operational benefits of a roundabout.1 Improvements to the
Orcutt/Tank Farm intersection are identified in the City’s General Plan Circulation
Element, Orcutt Area Specific Plan, and Active Transportation Plan. The proposed
roundabout design is consistent with these plans and policies.
Public Engagement
General Public Engagement
All public meetings related to the previously approved General Plan Circulation Element
Update, Orcutt Area Specific Plan and Active Transportation Plan were properly noticed
and held at the time and in the manner required by law. In addition, this staff report was
published for public review one week prior to this Council meeting date and noticed
consistent with the City’s 2015 Public Engagement and Noticing Manual. As described
below, this project includes a communications component and frequent updates on its
status including phasing and traffic handling will be provided to the public via all City
communications channels.
Construction Phasing & Traffic Handling
Reconstruction of existing high-traffic intersections is inherently challenging and
disruptive to traffic circulation—this is particularly true for roundabout projects, which often
require manually flagging traffic through the intersection one direction at a time. This was
certainly the case during recent construction of the Tank Farm/Righetti Ranch Road
roundabout, which resulted in lengthy delays to drivers for nearly a full year.
1 City of San Luis Obispo General Plan Circulation Element, available online:
https://www.slocity.org/home/showpublisheddocument?id=20412
Page 38 of 823
Item 5d
The need to retain full traffic access for all intersection approaches also adds significant
complexity for construction crews, lengthens construction schedules, and adds to the total
traffic control and construction costs for roundabout projects.
For the Orcutt/Tank Farm Roundabout project, staff is proposing a construction phasing
and traffic handling strategy in order to allow the contractor to construct the improvements
more efficiently, which reduces the total cost and overall construction duration by several
months. The proposed construction staging and traffic detour plan is summarized below
and illustrated within the maps in Attachment E:
a. Temporary Tank Farm Road Closure: Tank Farm Road just west of the Tank
Farm/Orcutt intersection will be temporarily closed to vehicular through traffic for
approximately 70 days. A temporary roadway bypass or “shoe-fly” will be provided
just east of the Tank Farm/Orcutt intersection to maintain access for southbound -
to-eastbound and westbound-to-northbound vehicle traffic. Vehicular access to the
Islay Park parking lot will be temporarily closed to non-maintenance vehicles, while
temporary on-street parking for the park will be provided along Tank Farm Road.
b. Temporary Orcutt Road Closure: Orcutt Road just north of the Tank Farm/Orcutt
intersection will be temporarily closed to vehicular through traffic for approximately
40 days. East/west vehicular traffic will be restored, as well as vehicular access to
Islay Park.
c. Detour Routes: Vehicular detour routes have been identified based on the
recommendations of a detailed construction traffic operations analysis. These
routes are shown in Attachment E and will be communicated via signage and
public noticing in advance of the temporary street closures. All efforts will be made
to maintain some form of pedestrian, bicycle, and emergency vehicle access,
including to Islay Park. As recommended in the construction traffic operations
analysis, traffic signal timings will be temporarily adjusted along detour routes to
reduce delays during construction.
d. Neighborhood Cut-Through Concerns: Signage and public noticing will be
provided in an effort to minimize potential cut-through traffic through the residential
neighborhoods south of Tank Farm Road and through the new Orcutt Area street
network north of Tank Farm Road.
The project budget, as described in detail in the Fiscal Impact sec tion below, includes
funds for staff to utilize a professional public relations firm to assist with public
communications and noticing regarding construction schedules, traffic detours, and City
contact information for questions. This approach, utilizing b oth the City’s Communications
Coordinator and external public relations expertise was extremely effective with the
recently completed Marsh Street Bridge Replacement Project and staff believes this will
be an effective approach for this complex endeavor.
Page 39 of 823
Item 5d
The public communications strategy will target not only local residents, transit operators
and emergency response providers, but also regional commuters who will also be
affected by temporary construction detours.
CONCURRENCE
The Community Development and Utilities Departments have reviewed and concur with
this recommendation.
ENVIRONMENTAL REVIEW
The Orcutt Area Specific Plan and its Final Environmental Impact Report (EIR) were
approved and certified in March 2010. The Land Use and Circulation Element and Final
EIR were certified September 2014, and include Policy 7.02 stating that where feasible,
roundabouts shall be the City’s preferred intersection control alternative. The Righetti
Ranch development project (Vesting Tentative Tract Map 3603) was analyzed in a
project-specific, tiered, Initial Study/Mitigated Negative Declaration and was adopted on
May 19, 2015. On February 6, 2018 the City Council considered and approved
amendments to specified mitigation measures and conditions of approval, which included,
but was not limited to, a requirement for the design and construction of the Orcutt/Tank
Farm roundabout (MOD-1220-2017). The Council made a finding that the proposed
mitigation measure amendments are consistent with the requirements of the Orcutt Area
Specific Plan Final Environmental Impact Report (FEIR) certified and adopted by the City
Council on March 2, 2010, and the Initial Study/Mitigated Negative Declaration ad opted
by the City Council on May 19, 2015 for the Righetti Ranch Vesting Tentative Map 3063.
The proposed plans and specifications for the Orcutt Tank Farm Roundabout and Right
of Way Dedication Agreement are consistent with previous approvals and Califor nia
Environmental Quality Act (CEQA) Findings because these actions would implement
mitigation measures as required by the adopted Mitigation Monitoring and Reporting
Program (MMRP) for the Righetti Ranch development plan, which considered
construction of the roundabout. All construction activities are subject to compliance with
all adopted mitigation measures. Therefore, no additional environmental review is
required for this action.
Jurisdictional permits from the California Department of Fish and Wildlife and the
Regional Quality Control Board are required for roundabout construction activities that
encroach within a small creek adjacent to the Tank Farm/Orcutt intersection. City is in the
final stages of securing these permits, which are anticipated to be finalized by June 2021,
prior to advertising the project for construction.
FISCAL IMPACT
Budgeted: Yes Budget Year: 2020-21
Funding Identified: Yes
Page 40 of 823
Item 5d
Fiscal Analysis:
Funding
Sources
Total Budget
Available
Current Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
Local Revenue
Measure
$916,310 $916,310 $0 $
SLCOG USHA
Grant
$994,670 $994,670 $0
SLOCOG RSHA
Grant
$370,000 $370,000 $0
Citywide TIF $2,603,596 $1,711,992 $888,008
Other:
Total $4,884,576 $4,148,710 $735,866 $
Local Revenue
Measure Citywide TIF Citywide TIF Capital Outlay Capital Outlay
Engineer Estimate:$453,614 $1,202,216 $3,596 $994,670 $370,000 $3,024,096
Contingencies $0 $453,614 $0 $0 $0 $453,614
Construction Costs $453,614 $1,655,830 $3,596 $994,670 $370,000 $3,477,710
Construction Management:$462,696 $137,304 $600,000
Const. Support (Design)$50,000 $50,000
Public Relations:$20,000 $20,000
Printing:$1,000 $1,000
Other Costs $462,696 $208,304 $0 $0 $0 $671,000
Total Project Costs $916,310 $1,864,134 $3,596 $994,670 $370,000 $4,148,710
Current Project Balance:$916,310 $2,600,000 $3,596 $994,670 $370,000 $4,884,576
Additional Funding:$0 $0 $0 $0 $0 $0Post Project Remaining
Balance:$0 $735,866 $0 $0 $0 $735,866
Orcutt/Tank Farm Roundabout, Specification No. 1000164
Regional
SHA (Grant)Project
Total Costs
Urban SHA
(Grant)
2017-19
Financial
Plan
2019-21 Financial Plan
(1000164)
Total project costs are estimated at $4,148,710, including construction costs, construction
contingencies, and construction support costs (construction management, design
construction support, materials testing, public relations support, etc.). The current project
funding balance is $3,519,906, comprised of Local Revenue Measure and Citywide
Transportation Impact Fee (TIF) funds programmed in the 2017 -19 and 2019-21 Financial
Plans. Staff is requesting Council authorization to ap propriate an additional $1,364,670
in Regional and Urban State Highway Account (SHA) grant funds, as administered by
SLOCOG. See Attachment F for details on the City’s current cooperative agreement with
SLOCOG, including current RSHA and USHA fund apportionments by project.
With appropriation of the SLOCOG grant funds, the total project funding equals
$4,884,576, which exceeds the total estimated project costs by $735,866. Staff
recommends the deprogramming of any excess citywide TIF funds following project
Page 41 of 823
Item 5d
completion, returning them to the undesignated citywide TIF fund balance.
ALTERNATIVES
The City Council could deny the request to advertise the project. Staff does not
recommend this as this is a high priority transportation project and is needed to support
additional housing production within the Orcutt Area.
ATTACHMENTS
A – Orcutt/Tank Farm Roundabout Plans
B – Orcutt/Tank Farm Roundabout Specifications
C – Draft Right of Way Dedication Agreement with Barbara Parsons
D – Draft Drainage Easement Agreement with Barbara Parsons
E – Construction Detour Maps
F – Cooperative Agreement with SLOCOG
Page 42 of 823
VERTICAL CONTROL BENCH MARK NO. 400 WITH AN ELEVATION OF 255.11' AS PUBLISHED IN THE
CITY OF SAN LUIS OBISPO 2017 BENCH MARK SYSTEM. CITY'S BENCH MARK SYSTEM IS BASED ON
THE NORTH AMERICAN VERTICAL DATUM OF 1988 (NAVD88).
DESCRIPTION: LEAD AND TACK IN THE TOP OF THE SOUTHEASTERLY CURB OF TANK FARM ROAD
AND WAVERTREE STREET, AT THE SOUTHEASTERLY ECR.
bench mark
THE COORDINATES AND BEARINGS SHOWN HEREON ARE BASED UPON THE CALIFORNIA
COORDINATE SYSTEM OF 1983, CCS83, ZONE 5 0405, (1993.35) IN ACCORDANCE WITH THE
CALIFORNIA PUBLIC RESOURCES CODE SECTIONS 8801-8819; SAID COORDINATES AND BEARINGS
ARE BASED LOCALLY UPON FIELD-OBSERVED TIE TO THE FOLLOWING CITY OF SAN LUIS OBISPO
HORIZONTAL CONTROL NETWORK POINT 8097 & 8095 (MBS POINT 1016 & 1030):
TO OBTAIN GROUND DISTANCES AND GEODETIC NORTH, MULTIPLE GRID DISTANCES (DISTANCES
SHOWN HEREON) BY 1.0000469 AND ROTATE GRID BEARINGS COUNTERCLOCKWISE BY 1°29'46.798"
TO OBTAIN GEODETIC BEARINGS.
basis of coordinates and bearings:
STATION NORTHING(ft)EASTING(ft)MAPPING
ANGLE
COMBINATION
FACTOR
ELEVATION
(NAVD88)(ft)ELLIP.HT.
1016 2287643.843 5777970.804 -1°29'46.798".9999531 254.60 143.39
1030 2287662.0270 5776336.092
THE BASIS OF BEARINGS FOR THIS SURVEY WAS TAKEN FROM BETWEEN FOUND CITY OF SAN LUIS
OBISPO HORIZONTAL CONTROL NETWORK MONUMENTS 8095 AND 8097. BEARING N 89° 21' 46" W
PER CITY OF SAN LUIS OBISPO HORIZONTAL CONTROL NETWORK (INVERSED OF ABOVE
COORDINATES).
basis of bearings:
END CONSTRUCTION
Sta "OE" 61+10.22
BEGIN CONSTRUCTION
Sta "T" 49+71.59
END CONSTRUCTION
Sta "ON" 7+00.00
CITY MONUMENT #400
CITY MONUMENT #8097
N
TOTAL AREA OF DISTURBANCE: 154,634 SF
AREA OF EXISTING PERVIOUS SURFACE: 49,654 SF
AREA OF EXISTING IMPERVIOUS SURFACE: 99,222 SF
AREA OF PROPOSED PERVIOUS SURFACE: 11,722 SF
AREA OF PROPOSED IMPERVIOUS SURFACE: 109,437 SF
PCR COMPLIANCE INFORMATION: PROJECT IS SUBJECT TO REQUIREMENTS OF CENTRAL
COAST REGIONAL WATER QUALITY CONTROL BOARD RESOLUTION NO. R3-2012-0025,
POST-CONSTRUCTION REQUIREMENTS, PERFORMANCE REQUIREMENTS NOS. 1 AND 2
STORM WATER INFO
TITLE SHEET
GENERAL NOTES
TYPICAL CROSS SECTIONS
DEMOLITION PLAN
LAYOUT
LAYOUT (CURB ALIGNMENTS)
PROFILES
CONSTRUCTION DETAILS
GRADING PLAN
UTILITY PLAN
RECYCLED WATER PLAN AND PROFILE
RECYCLED WATER DETAILS
DRAINAGE PLAN
DRAINAGE PROFILES
DRAINAGE DETAILS
EROSION CONTROL
CONSTRUCTION AREA SIGNS
STAGE CONSTRUCTION
PAVEMENT DELINEATION
SIGN PLAN
SIGN DETAIL
SIGN QUANTITIES
IRRIGATION PLAN
PLANTING PLAN
IRRIGATION DETAILS, NOTES & SCHEDULE
PLANTING DETAILS & SCHEDULE
ELECTRICAL PLANS
STRUCTURAL PLANS
CITY OF SAN LUIS OBISPO
PROJECT PLANS FOR
ROUNDABOUT
VICINITY MAP
N.T.S.
TULARE
INYOFRESNO
BENITO
SAN
CLARA
SANTA STANI
S
L
A
U
S
YOLO
MENTOSACRA-JOAQ
UI
N
SAN CALAVERASMAD
E
R
A
MERCED
SANTA CRUZ
ALAMEDA
COSTA
CONTRA
SOLANO
NAPA
SAN FRANCISCO
SAN MATEO
MARIN
SONOMA
LAKE
SIERRA
NEVADA
PLACER
ALPINE
EL DORADO
AMADO
RSUTTERCOLUSAYUBA
GLENN BUTTE
PLUMAS
TEHAMA
MENDOCINO
HUMBOLT
TRINITY SHASTA LASSEN
MODOCSISKIYOUDEL NORTE
IMPERIALSAN DIEGO
ORANGE
RIVERSIDE
SAN BERNARDINO
LOS ANGELES
VENTURA
KERN
BARBARA
SANTA
MONTEREY
KINGS
MARIPOSA
TOULUMNE MONO
SAN
LUIS
OBISPO
PROJECT LOCATION MAP
1"=1000'
1 67
APPROVED BY
SPECIFICATION NO.
FILE NO./LOCATION
DATE
OF
SHEET
Reference Documents:
City Standard Specifications - August 2020 Edition
City Engineering Standards - August 2020 Edition
index to plans
page description
san luis obispo county, california
Manuel Guzman
Construction Engineering Manager
2460T001
01/26/21
1
2-3
4-7
8
9
10
11-13
14-21
23
24
25
26
27
28-29
30-31
32-34
35
36-42
43
44-45
46
47-48
49-50
51-52
53-56
57-58
59-60
61-67
1000164
TANK FARM ROAD & ORCUTT ROAD
TANK FARM ROAD & ORCUTT ROAD
ROUNDABOUT
T1
GN1-GN2
X1-X4
DM1
L1
L2
P1-P3
C1-C8
G1
U1
W1
WD1
D1
DP1-DP2
DD1-DD2
EC1-EC3
CS1
SC1-SC7
PD1
S1-S2
SD1
SQ1-SQ2
LP1-LP2
LP3-LP4
LP5-LP8
LP9-LP10
E1-E2
ST1-ST7
sheet no.
T1
1.IT SHALL BE THE RESPONSIBILITY OF THE CONTRACTOR OR PERMITTEE TO CONTACT
"UNDERGROUND SERVICE ALERT OF NORTHERN CALIFORNIA" BY PHONE AT 8-1-1 FORTY-EIGHT
(48) HOURS PRIOR TO START OF CONSTRUCTION FOR LOCATION OF POWER, TELEPHONE, OIL
AND NATURAL GAS UNDERGROUND FACILITIES. CONTRACTOR OR PERMITTEE SHALL ALSO
CONTACT THE APPROPRIATE AGENCY FOR THE LOCATION OF CABLE T.V., WATER, SEWER,
DRAINAGE OR UNDERGROUND FACILITIES.
2.THE CONTRACTOR SHALL POSSESS A CLASS A LICENSE AT THE TIME OF BID OPENING.
general notes:
CITY MONUMENT #8095
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 43 of 823
TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
01/26/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460T001.dwg 1/26/2021 8:53:15 PM1000164
2460T001.dwg
2
NO SCALE GENERAL NOTESN/A
EM
GN1
SKP
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 44 of 823
·
·
·
·
·
·
·
·
·
·
·
·
·
·
DI-24"x 36" gutter
SD-48" ID
DI-24"x 36" gutter
SD-48" ID TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
01/26/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460T001.dwg 1/26/2021 9:06:21 PM1000164
2460T001.dwg
3
NO SCALE GENERAL NOTESN/A
EM
GN2
SKP
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 45 of 823
TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
01/27/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460X001.dwg 1/27/2021 6:19:24 AM1000164
2460X001.dwg
4
NO SCALE TYPICAL SECTIONSHD
HD
X1
SKP
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 46 of 823
TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
01/27/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460X001.dwg 1/27/2021 6:20:48 AM1000164
2460X001.dwg
5
NO SCALE TYPICAL SECTIONSHD
HD
X2
SKP
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 47 of 823
TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
01/27/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460X001.dwg 1/27/2021 6:22:03 AM1000164
2460X001.dwg
6
NO SCALE TYPICAL SECTIONSHD
HD
X3
SKP
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 48 of 823
TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
01/27/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460X001.dwg 1/27/2021 6:23:48 AM1000164
2460X001.dwg
7
NO SCALE TYPICAL SECTIONSHD
HD
X4
SKP
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 49 of 823
0
1 inch = ft.
40 40
40
N
TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
01/31/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460DM001.dwg 1/31/2021 12:27:30 PM1000164
2460DM001.dwg
8
1" = 40'DEMOLITION PLANHD
HD
DM1
SKP
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 50 of 823
0
1 inch = ft.
40 40
40
N
TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
01/27/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460L001.dwg 1/27/2021 7:23:15 AM1000164
2460L001.dwg
9
1" = 40'LAYOUTSKP
FR
L1
SKP
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 51 of 823
STOP
0
1 inch = ft.
40 40
40
N
10
1" = 40'LAYOUT (CURB ALIGNMENTS)SKP
FR
L2
SKP
JWWTANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
02/04/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460L002.dwg 2/4/2021 1:50:45 PM1000164
2460L002.dwg
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 52 of 823
ORCUTT ROAD EAST MAIN LINE PROFILE
TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
01/27/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460P001.dwg 1/27/2021 7:30:55 AM1000164
2460P001.dwg
11
AS NOTED ORCUTT Rd EAST PROFILEHD
HD
P1
SKP
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 53 of 823
ORCUTT ROAD NORTH MAINLINE PROFILE
TANK FARM ROAD MAIN LINE PROFILE
"R1" LINE PROFILE TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
01/27/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460P001.dwg 1/27/2021 7:32:15 AM1000164
2460P001.dwg
12
AS NOTED ORCUTT Rd NORTH, TANK FARM Rd, AND R1 LINE PROFILESHD
HD
P2
SKP
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 54 of 823
"L1" LINE PROFILE
"L2" LINE PROFILE "L3" LINE PROFILE
"L4" LINE PROFILE TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
01/27/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460P001.dwg 1/27/2021 7:33:19 AM1000164
2460P001.dwg
13
AS NOTED LIP OF GUTTER PROFILESHD
HD
P3
SKP
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 55 of 823
TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
01/27/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460C002.dwg 1/27/2021 7:49:00 AM1000164
2460C002.dwg
14
NO SCALE CONSTRUCTION DETAILSSKP
SKP
C1
HD
JWW
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FOR CONSTRUCTION
SUBMITTAL100%
Page 56 of 823
STAMPED CONCRETE NOTES:TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
02/05/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460C002.dwg 2/5/2021 1:56:30 PM1000164
2460C002.dwg
15
NO SCALE CONSTRUCTION DETAILSSKP
SKP
C2
HD
JWW
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FOR CONSTRUCTION
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Page 57 of 823
N
N
N
N
N
TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
01/27/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460C001.dwg 1/27/2021 8:01:26 AM1000164
2460C001.dwg
16
AS NOTED CONSTRUCION DETAILS ISLAND DETAILSHD
HD
C3
SKP
JWW
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FOR CONSTRUCTION
SUBMITTAL100%
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NN
N NNTANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
01/27/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460C001.dwg 1/27/2021 8:03:00 AM1000164
2460C001.dwg
17
AS NOTED CONSTRUCION DETAILS ISLAND DETAILSHD
HD
C4
SKP
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 59 of 823
N
N
N
NNTANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
01/27/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460C001.dwg 1/27/2021 8:04:15 AM1000164
2460C001.dwg
18
AS NOTED CONSTRUCION DETAILS RAMP DETAILSHD
HD
C5
SKP
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 60 of 823
N
N
N
N
N
TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
01/27/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460C001.dwg 1/27/2021 8:05:40 AM1000164
2460C001.dwg
19
AS NOTED CONSTRUCION DETAILS RAMP DETAILSHD
HD
C6
SKP
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 61 of 823
N
N
N
N
N TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
01/27/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460C001.dwg 1/27/2021 8:07:07 AM1000164
2460C001.dwg
20
AS NOTED CONSTRUCION DETAILS ISLAND DETAILSHD
HD
C7
SKP
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 62 of 823
NN
N
N
N
N TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
01/27/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460C001.dwg 1/27/2021 8:08:09 AM1000164
2460C001.dwg
21
AS NOTED CONSTRUCION DETAILS ISLAND DETAILSHD
HD
C8
SKP
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 63 of 823
N
N
TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
02/05/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460C001.dwg 2/5/2021 8:32:42 AM1000164
2460C001.dwg
22
AS NOTED CONSTRUCION DETAILS ISLAND DETAILSHD
HD
C9
SKP
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%NPage 64 of 823
N
TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
02/05/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460G001.dwg 2/5/2021 8:54:56 AM1000164
2460G001.dwg
23
1" = 40'GRADING PLANHD
HD
G1
SKP
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 65 of 823
0
1 inch = ft.
40 40
40
N
TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
02/07/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460U001.dwg 2/7/2021 11:05:16 PM1000164
2460U001.dwg
24
1" = 40'UTILITY PLANSKP
HD
U1
SKP
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 66 of 823
N
TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
02/07/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
O:\PRJ\2460\2460W001.dwg 2/7/2021 11:02:05 PM1000164
2460W001.dwg
25
H: 1"=40'; V: 1"=4'RECYCLED WATER PLAN AND PROFILEJAV
JAV
W1
SKP
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 67 of 823
TYPICAL SECTION
PLAN VIEWS
ELEVATIONELEVATIONELEVATION
30"#6
EMBEDMENT
12" AND LESS
NOTES:
1.CONCRETE THRUST BLOCKS ARE TO BE POURED AGAINST UNDISTURBED EARTH OR
STRUCTURAL BACKFILL.
2.KEEP CONCRETE CLEAR OF JOINTS AND ACCESSORIES.
3.VOLUMES AND SPECIAL BLOCKING DETAILS SHOWN ON THE PLANS TAKE
PRECEDENCE OVER VOLUMES AND BLOCKING DETAILS SHOWN ON THIS STANDARD
DETAIL.
4.ALL BURIED PIPE EXCEPT FLANGED, SCREWED, SOLVENT WELDED PVC OR WELDED
STEEL PIPE SPECIFIED TO BE PRESSURE TESTED SHALL BE PROVIDED WITH
CONCRETE THRUST BLOCKS AT ALL DIRECTIONAL CHANGES UNLESS OTHERWISE
NOTED.
5.THRUST BLOCKS SHALL NOT BE LOCATED OR SIZED TO ENCASE ADJACENT PIPES
OR FITTINGS.
6.THE SIZE AND WEIGHT OF ALL UPLIFT THRUST BLOCKS SHALL BE AS DETERMINED
BY ENGINEER.
7.A FRICTION COEFFICIENT OF 0.20 SHALL BE USED BETWEEN THE BEDDING
MATERIAL AND PIPE.
8.THE BEARING AREAS SHOWN IN THE TABLE ARE BASED ON TEST PRESSURE OF 200
PSI AND ALLOWABLE SOIL BEARING STRESS OF 2000 POUNDS PER SQUARE FOOT.
TO COMPUTE BEARING AREAS FOR SPECIFIC TEST PRESSURES AND SOIL BEARING
STRESSES, USE THE FOLLOWING EQUATION:
14" TO 16"#8 36"
FITTING
SIZE
ROD
SIZE
BEARING AREA = (TEST PRESSURE / 200) X
(2000/SOIL BEARING STRESS) X (TABLE VALUE)
2000 PSI CONCRETE. USE STEEL
WHERE LENGTH IS 9-FEET OR MORE
(3- #5 HORIZONTAL #4 @ 18" VERTICAL)
2-FEET MINIMUM, TYPICAL,
3-FEET MINIMUM WHEN LENGTH
IS GREATER THAN 15-FEET
EQ EQ
HH/2H/21'-0"
MIN.
A2
A1
V
A1
16 7.9 6.6 4.3
FITTING
8
14
12
10
4
6
SIZE
2.0
6.0
4.4
3.1
0.5
1.1
45°
1.7
5.1
3.7
2.6
1.0
1.0
BEND ANGLE
1.1
3.3
2.4
1.7
0.3
0.6
1.71.3
1.7 2.2
11°
1.0
1.0
1.0
22°
1.0
1.0
0.5
0.9
1.2
0.1
0.3
V (CY)A1 (SF)V (CY)A1 (SF)V (CY)A1 (SF)
1.0
1.0
1.0
1.0
1.0
1.0
1.0
VOLUME OF THRUST BLOCK IN CUBIC YARDS (VERTICAL BENDS)
24 7.9 6.6 4.3 1.7 2.2 1.0
BEND
1
1
1.5
1
11 1/4°
BEND
12
3
5
2
3
45°
BEND
1.5
2.5
TEE
PLUGGED
A2
3
1.52
4.5
2
3
1.5
4.5
A1
6
4
4
7
10
5
8
7
12
7
12
17
5
8
12
12
17
8
10
12
BEARING AREA OF THRUST BLOCK IN SQUARE FEET (HORIZONTAL BENDS)
22 1/2°
14 171724 24 13 3.46.8
16 232332 32 17 4.48.8
90° BEND,
PLUGGED
CROSS
TEE, WYE,
PLUG,
CAP, OR
VALVE
FITTING
SIZE
24 232332 32 17 4.48.8
A STANDARD THRUST BLOCK
NOT TO SCALE
TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
02/07/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
O:\PRJ\2460\2460W001.dwg 2/7/2021 11:04:03 PM1000164
2460W001.dwg
26
H: 1"=40'; V: 1"=4'RECYCLED WATER DETAILSJAV
JAV
WD1
SKP
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 68 of 823
ADD1 TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
02/07/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
O:\PRJ\2460\2460D005.dwg 2/7/2021 11:53:28 PM1000164
2460D005.dwg
N
” ”
N
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
27
1" = 20'DRAINAGE PLANJAV
JAV
D1
STS
JWW
Page 69 of 823
TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
02/05/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
O:\PRJ\2460\2460D005.dwg 2/5/2021 8:48:54 AM1000164
2460D005.dwg
”
”
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
28
H: 1" = 20'; V: 1" = 2'DRAINAGE PROFILESJAV
JAV
DP1
STS
JWW
Page 70 of 823
TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
02/05/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
O:\PRJ\2460\2460D005.dwg 2/5/2021 8:38:59 AM1000164
2460D005.dwg
”
”
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
29
H: 1" = 20'; V: 1" = 2'DRAINAGE PROFILESJAV
JAV
DP2
STS
JWW
Page 71 of 823
TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
02/04/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
O:\PRJ\2460\2460D005.dwg 2/4/2021 1:37:59 PM1000164
2460D005.dwg
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
30
AS NOTED DRAINAGE DETAILSJAV
JAV
DD1
STS
JWW
Page 72 of 823
TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
02/04/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
O:\PRJ\2460\2460D005.dwg 2/4/2021 9:10:56 AM1000164
2460D005.dwg
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
31
AS NOTED DRAINAGE DETAILSJAV
JM
DD2
STS
JWW
Page 73 of 823
TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
02/03/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460EC001.dwg 2/3/2021 3:22:01 PM1000164
2460EC001.dwg
32
1" = 40'EROSION CONTROLGH
GH
EC1
LP
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
0
1 inch = ft.
40 40
40
N
Page 74 of 823
TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
02/03/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460EC001.dwg 2/3/2021 3:20:05 PM1000164
2460EC001.dwg
33
NO SCALE EROSION CONTROL DETAILSGH
GH
EC2
LP
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 75 of 823
TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
02/03/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460EC001.dwg 2/3/2021 3:18:52 PM1000164
2460EC001.dwg
34
NO SCALE EROSION CONTROL DETAILSHD
HD
EC3
LP
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 76 of 823
0
1 inch = ft.
200 200
200
N
TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
02/03/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
O:\PRJ\2460\2460CS001.dwg 2/3/2021 3:13:27 PM1000164
2460CS001.dwg
35
1" = 200'CONSTRUCTION AREA SIGN PLANECS
ECS
CS1
DK
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 77 of 823
STOPSTOP STOP0
1 inch = ft.
50 50
50
N
TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
02/03/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
O:\PRJ\2460\2460SC004.dwg 2/3/2021 2:52:41 PM1000164
2460SC004.dwg
36
1" = 50'STAGE CONSTRUCTION (STAGE 1)JAV
JAV
SC1
JWW
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 78 of 823
STOPSTOP
A
SC3
B
SC3 TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
02/03/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
O:\PRJ\2460\2460SC004.dwg 2/3/2021 2:53:39 PM1000164
2460SC004.dwg
37
1" = 50'STAGE CONSTRUCTION (STAGE 2)JAV
JAV
SC2
JWW
JWW
0
1 inch = ft.
50 50
50
N
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
A
X-X
Page 79 of 823
TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
02/03/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
O:\PRJ\2460\2460SC004.dwg 2/3/2021 2:54:45 PM1000164
2460SC004.dwg
38
1" = 50'STAGE 2 CROSS SECTIONSJAV
JAV
SC3
JWW
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 80 of 823
STOPSTOP
STOP
A
SC4 TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
02/03/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
O:\PRJ\2460\2460SC004.dwg 2/3/2021 2:55:30 PM1000164
2460SC004.dwg
39
1" = 50'STAGE CONSTRUCTION (STAGE 3)JAV
JAV
SC4
JWW
JWW
0
1 inch = ft.
50 50
50
N
STOP
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
A
X-X
Page 81 of 823
STOPSTOP
B
SC6
A
SC6 TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
02/03/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
O:\PRJ\2460\2460SC004.dwg 2/3/2021 2:56:23 PM1000164
2460SC004.dwg
40
1" = 50'STAGE CONSTRUCTION (STAGE 4)JAV
JAV
SC5
JWW
JWW
0
1 inch = ft.
50 50
50
N
OFF PEAK OR NIGHT WORK
HOURS ONLY
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
A
X-X
Page 82 of 823
TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
02/03/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
O:\PRJ\2460\2460SC004.dwg 2/3/2021 2:57:12 PM1000164
2460SC004.dwg
41
1" = 50'STAGE 4 CROSS SECTIONSJAV
JAV
SC6
JWW
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 83 of 823
STOPSTOP TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
02/03/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
O:\PRJ\2460\2460SC004.dwg 2/3/2021 2:57:53 PM1000164
2460SC004.dwg
42
1" = 50'STAGE CONSTRUCTION (STAGE 5)JAV
JAV
SC7
JWW
JWW
0
1 inch = ft.
50 50
50
N
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 84 of 823
STOPN TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
02/03/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460PD001.dwg 2/3/2021 11:28:47 AM1000164
2460PD001.dwg
43
1" = 40'PAVEMENT DELINEATIONHD
HD
PD1
SKP
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
0
1 inch = ft.
40 40
40
Page 85 of 823
TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
02/05/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
O:\PRJ\2460\2460S001.dwg 2/5/2021 7:37:24 AM1000164
2460S001.dwg
44
1" = 20'SIGN PLANJAV
JAV
S1
SKP
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
0
1 inch = ft.
20 20
20
N
Page 86 of 823
N NN
TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
02/05/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
O:\PRJ\2460\2460S001.dwg 2/5/2021 7:38:29 AM1000164
2460S001.dwg
45
1" = 20'SIGN PLANJAV
JAV
S2
SKP
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
0
1 inch = ft.
20 20
20
Page 87 of 823
Tank Farm Rd
Orcutt Rd
Islay Hill Park TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
02/03/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
O:\PRJ\2460\2460S002.dwg 2/3/2021 11:51:55 AM1000164
2460S002.dwg
46
NO SCALE SIGN DETAILSJAV
JAV
SD1
SKP
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 88 of 823
SIGN NO.SIGN CODE SIGN MESSAGE OR DESCRIPTION
OBJECT
MARKER
(OM1-1)
PANEL
SIZE
"C"
DIM
BACKGROUND LEGEND PROTECTIVE
OVERLAY
FURNISH SINGLE SHEET
ALUMINUM SIGN
ROADSIDE SIGN-ONE POSTROADSIDE SIGN-TWO POSTINSTALL ROADSIDE SIGN(STRAP & SADDLE BRACKET)REMOVE ROADSIDE SIGNRELOCATE ROADSIDE SIGN(ONE POST)EXISTING SIGN TO REMAIN(N)REMARKS
SHEETING
COLOR
RETROFLECTIVITY ASTMTYPESHEETING
COLOR
RETROFLECTIVITY ASTMTYPESTANDARDPREMIUM0.063"-UNFRAMED0.080"-UNFRAMED0.063"-FRAMED0.080"-FRAMEDL D
EA IN IN FT SQFT SQFT SQFT SQFT EA EA EA EA EA EA (N)TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
02/03/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
O:\PRJ\2460\2460S002.dwg 2/3/2021 11:53:55 AM1000164
2460S002.dwg
47
NO SCALE SIGN QUANTITIESJAV
JAV
SQ1
SKP
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
R1
W2-6 CIRCULAR INTERSECTION WARNING 30 30
4
YELLOW XI BLACK X 6.25
1
R4-11 BICYCLES MAY USE FULL LANE 30 30 WHITE IX BLACK X 6.25
R2 R7-9a NO PARKING BIKE LANE 1 PROTECT IN PLACE
R3
R81 (CA)BIKE LANE 12 8
4
WHITE IX BLACK X 0.67
1 SEE DETAIL SD1-4 ON SHEET SD1R81B (MOD)ENDS 8 5 WHITE IX BLACK X 0.28
R44c (MOD)BICYCLES MAY USE PATH 30 30 WHITE IX BLACK X 6.25
R4 W2-2 SIDE ROAD 1 TO BE REMOVED BY OTHERS (N)
R5
W11-2 PEDESTRIAN CROSSING 30 30
4
YELLOW XI BLACK X 6.25
1
W16-7P (R)DIAGONAL DOWNWARD POINTING ARROW
(RIGHT)24 12 YELLOW XI BLACK X 2.00
R6
W11-2 PEDESTRIAN CROSSING 30 30
4
YELLOW XI BLACK X 6.25
1
W16-7P (L)DIAGONAL DOWNWARD POINTING ARROW
(LEFT)24 12 YELLOW XI BLACK X 2.00
R7 R7-9a NO PARKING BIKE LANE 1 TO BE REMOVED BY OTHERS (N)
R8 R1-2 YIELD 36 36 7 RED XI WHITE X 9.00 1
R9 R1-2 YIELD 36 36 7 RED XI WHITE X 9.00 1
R10 SIGN B ISLAY HILL PARK 78 8 5 BROWN WHITE IX X 4.33 1 SEE DETAIL SD1-2 ON SHEET SD1
R11
W11-2 PEDESTRIAN CROSSING 30 30
4
YELLOW XI BLACK X 6.25
1
W16-7P (L)DIAGONAL DOWNWARD POINTING ARROW
(LEFT)24 12 YELLOW XI BLACK X 2.00
R12
W11-2 PEDESTRIAN CROSSING (BACK)30 30
4
YELLOW XI BLACK X 6.25
1W16-7P (R)DIAGONAL DOWNWARD POINTING ARROW
(RIGHT) (BACK)24 12 YELLOW XI BLACK X 2.00
R1-2 YIELD (FRONT)36 36 RED XI WHITE X 9.00
R13
W11-2 PEDESTRIAN CROSSING 30 30
4
YELLOW XI BLACK X 6.25
1
W16-7P (L)DIAGONAL DOWNWARD POINTING ARROW
(LEFT)24 12 YELLOW XI BLACK X 2.00
R14
R1-1 STOP 1 TO BE REMOVED BY OTHERS (N)
SPECIAL PARK HOURS
1 RELOCATE SIGN
SPECIAL RECYCLED WATER
R15
R6-4a ROUNDABOUT DIRECTIONAL (3 CHEVRONS)48 24
4
WHITE IX BLACK X 8.00
1
R6-1 (R)ONE WAY (RIGHT)36 12 BLACK XI WHITE X 3.00
R16 R1-2 YIELD 36 36 7 RED XI WHITE X 9.00 1
R17 W1-7 TWO-DIRECTIONAL LARGE ARROW 1 TO BE REMOVED BY OTHERS (N)
R18
W11-2 PEDESTRIAN CROSSING 30 30
4
YELLOW XI BLACK X 6.25
1
W16-7P (L)DIAGONAL DOWNWARD POINTING ARROW
(LEFT)24 12 YELLOW XI BLACK X 2.00
R19 R7-9a NO PARKING BIKE LANE 1 TO BE REMOVED BY OTHERS (N)
R20
R81 (CA)BIKE LANE 12 8
4
WHITE IX BLACK X 0.67
1 SEE DETAILS SD1-5 ON SHEET SD1R81A (CA)BEGIN 12 5 WHITE IX BLACK X 0.42
R7-9a NO PARKING BIKE LANE 12 18 WHITE IX BLACK X 1.50
R21
R81 (CA)BIKE LANE 12 8
4
WHITE IX BLACK X 0.67
1 SEE DETAILS SD1-4 ON SHEET SD1R81B (MOD)ENDS 8 5 WHITE IX BLACK X 0.28
R44c (MOD)BICYCLES MAY USE PATH 30 30 WHITE IX BLACK X 6.25
R22
W11-2 PEDESTRIAN CROSSING 30 30
4
YELLOW XI BLACK X 6.25
1
W16-7P (R)DIAGONAL DOWNWARD POINTING ARROW
(RIGHT)24 12 YELLOW XI BLACK X 2.00
R23
W11-2 PEDESTRIAN CROSSING 30 30
4
YELLOW XI BLACK X 6.25
1
W16-7P (L)DIAGONAL DOWNWARD POINTING ARROW
(LEFT)24 12 YELLOW XI BLACK X 2.00
R24
W11-2 PEDESTRIAN CROSSING 30 30
4
YELLOW XI BLACK X 6.25
1
W16-7P (R)DIAGONAL DOWNWARD POINTING ARROW
(RIGHT)24 12 YELLOW XI BLACK X 2.00
R25 SIGN C ORCUTT ROAD 66 8 5 BROWN WHITE IX X 3.67 1 SEE DETAIL SD1-3 ON SHEET SD1
R26 R1-2 YIELD 36 36 7 RED XI WHITE X 9.00 1
R27 R1-2 YIELD 36 36 7 RED XI WHITE X 9.00 1
R28
R6-4a ROUNDABOUT DIRECTIONAL (3 CHEVRONS)48 24
4
WHITE IX BLACK X 8.00
1
R6-1 (R)ONE WAY (RIGHT)36 12 BLACK XI WHITE X 3.00
R29
R6-4a ROUNDABOUT DIRECTIONAL (3 CHEVRONS)48 24
4
WHITE IX BLACK X 8.00
1
R6-1 (R)ONE WAY (RIGHT)36 12 BLACK XI WHITE X 3.00
R30
W11-2 PEDESTRIAN CROSSING 30 30
4
YELLOW XI BLACK X 6.25
1
W16-7P (L)DIAGONAL DOWNWARD POINTING ARROW
(LEFT)24 12 YELLOW XI BLACK X 2.00
R31 SIGN C ORCUTT ROAD 66 8 5 BROWN WHITE IX X 3.67 1 SEE DETAIL SD1-3 ON SHEET SD1
SUBTOTAL THIS SHEET 0 174.97 24 11.67 0 19 3 3 5 1 1
Page 89 of 823
SIGN NO.SIGN CODE SIGN MESSAGE OR DESCRIPTION
OBJECT
MARKER
(OM1-1)
PANEL
SIZE
"C"
DIM
BACKGROUND LEGEND PROTECTIVE
OVERLAY
FURNISH SINGLE SHEET
ALUMINUM SIGN
ROADSIDE SIGN-ONE POSTROADSIDE SIGN-TWO POSTINSTALL ROADSIDE SIGN(STRAP & SADDLE BRACKET)REMOVE ROADSIDE SIGNRELOCATE ROADSIDE SIGN(ONE POST)EXISTING SIGN TO REMAIN(N)REMARKS
SHEETING
COLOR
RETROFLECTIVITY ASTMTYPESHEETING
COLOR
RETROFLECTIVITY ASTMTYPESTANDARDPREMIUM0.063"-UNFRAMED0.080"-UNFRAMED0.063"-FRAMED0.080"-FRAMEDL D
EA IN IN FT SQFT SQFT SQFT SQFT EA EA EA EA EA EA (N)TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
02/03/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
O:\PRJ\2460\2460S002.dwg 2/3/2021 11:55:17 AM1000164
2460S002.dwg
48
NO SCALE SIGN QUANTITIESJAV
JAV
SQ2
SPK
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
R32
W11-2 PEDESTRIAN CROSSING 30 30
4
YELLOW XI BLACK X 6.25
1
W16-7P (R)DIAGONAL DOWNWARD POINTING ARROW
(RIGHT)24 12 YELLOW XI BLACK X 2.00
R33
R81 (CA)BIKE LANE 12 8
4
WHITE IX BLACK X 0.67
1 SEE DETAILS SD1-5 ON SHEET SD1R81A (CA)BEGIN 12 5 WHITE IX BLACK X 0.42
R7-9a NO PARKING BIKE LANE 12 18 WHITE IX BLACK X 1.50
R34 R1-1 STOP 1 TO BE REMOVED BY OTHERS (N)
R35
R6-4a ROUNDABOUT DIRECTIONAL (3 CHEVRONS)48 24
4
WHITE IX BLACK X 8.00
1
R6-1 (R)ONE WAY (RIGHT)36 12 BLACK XI WHITE X 3.00
R36 R1-2 YIELD 36 36 7 RED XI WHITE X 9.00 1
R37
R81 (CA)BIKE LANE 12 8
4
WHITE IX BLACK X 0.67
1 SEE DETAILS SD1-4 ON SHEET SD1R81B (MOD)ENDS 8 5 WHITE IX BLACK X 0.28
R44c(MOD)BICYCLES MAY USE PATH 30 30 WHITE IX BLACK X 6.25
R38
W11-2 PEDESTRIAN CROSSING 30 30
4
YELLOW XI BLACK X 6.25
1
W16-7P (R)DIAGONAL DOWNWARD POINTING ARROW
(RIGHT)24 12 YELLOW XI BLACK X 2.00
R39
W11-2 PEDESTRIAN CROSSING 30 30
4
YELLOW XI BLACK X 6.25
1
W16-7P (L)DIAGONAL DOWNWARD POINTING ARROW
(LEFT)24 12 YELLOW XI BLACK X 2.00
R40 R1-2 YIELD 36 36 7 RED XI WHITE X 9.00 1
R41 SPECIAL RECYCLED WATER 1 TO BE REMOVED BY OTHERS (N)
R42 SIGN A TANK FARM ROAD 78 8 5 BROWN WHITE IX X 4.33 1 SEE DETAIL SD1-1 ON SHEET SD1
R43
W11-2 PEDESTRIAN CROSSING 30 30
4
YELLOW XI BLACK X 6.25
1
W16-7P (L)DIAGONAL DOWNWARD POINTING ARROW
(LEFT)24 12 YELLOW XI BLACK X 2.00
R44
W11-2 PEDESTRIAN CROSSING 30 30
4
YELLOW XI BLACK X 6.25
1
W16-7P (R)DIAGONAL DOWNWARD POINTING ARROW
(RIGHT)24 12 YELLOW XI BLACK X 2.00
R45
R81 (CA)BIKE LANE 12 8
4
WHITE IX BLACK X 0.67
1 SEE DETAILS SD1-5 ON SHEET SD1R81A (CA)BEGIN 12 5 WHITE IX BLACK X 0.42
R7-9a NO PARKING BIKE LANE 12 18 WHITE IX BLACK X 1.50
R46
R2-1 SPEED LIMIT (45 MPH)
1 RELOCATE SIGN
R7-9a NO PARKING BIKE LANE
R47
W2-6 CIRCULAR INTERSECTION WARNING 30 30
4
YELLOW XI BLACK X 6.25
1
OM1-1 OBJECT MARKER 1
R48 R1-1 STOP 1 PROTECT IN PLACE
R49 SNS STREET NAME SIGN 1 PROTECT IN PLACE
R50 R7-9a NO PARKING BIKE LANE 1 PROTECT IN PLACE
R51 R7-9a NO PARKING BIKE LANE 1 RELOCATE SIGN
R52 W3-1 STOP AHEAD 1 TO BE REMOVED BY OTHERS (N)
R53
W2-6 CIRCULAR INTERSECTION WARNING 30 30
4
YELLOW XI BLACK X 6.25
1
R4-11 BICYCLES MAY USE FULL LANE 30 30 WHITE IX BLACK X 6.25
R54
W2-6 CIRCULAR INTERSECTION WARNING 30 30
4
YELLOW XI BLACK X 6.25
1
OM1-1 OBJECT MARKER 1
R55
R2-1 SPEED LIMIT (55 MPH)
1 PROTECT IN PLACE
R48-1 RADAR INFORCED
R56 R7-9a NO PARKING BIKE LANE 1 TO BE REMOVED BY OTHERS (N)
R57
W2-6 CIRCULAR INTERSECTION WARNING 30 30
4
YELLOW XI BLACK X 6.25
1
R4-11 BICYCLES MAY USE FULL LANE 30 30 WHITE IX BLACK X 6.25
R58 W2-6 CIRCULAR INTERSECTION WARNING 30 30 4 YELLOW XI BLACK X 6.25 1
R59 W2-2 SIDE ROAD 1
RELOCATE SIGN AND INSTALL BY
STRAP AND SADLE BRACKET
METHOD
R60 R4-4 BEGIN RIGHT TURN LANE, YIELD TO BIKES 1 RELOCATE SIGN
R61
R3-7 RIGHT LANE MUST TURN RIGHT
1 PROTECT IN PLACE
R81 (CA)BIKE LANE
R62
R4-7 KEEP RIGHT (SYMBOL)24 30
4
WHITE IX BLACK X 5.00
1
OM1-1 OBJECT MARKER 1
R63 W2-6 CIRCULAR INTERSECTION WARNING 30 30 4 YELLOW XI BLACK X 6.25 1 INSTALL ON FLASHING BEACON
SUBTOTAL THIS SHEET 3 123.36 8 4.333 0 14 1 3 4 3 4
TOTAL 3 298.33 32 16 0 33 4 6 9 4 5
Page 90 of 823
C
18.50
1"
28.84
1"
10.25
1"
9.024
1"
7.043
1"
P
M
0
1 inch = ft.
20 20
20
MATCH
L
I
N
E
'
A'
-
S
H
E
E
T
L
P
2
MATCH LINE 'B' - SHEET LP2LIMIT OF LANDSCAPE WORKLIMIT OF LANDSCAPE WORKN TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
01/27/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460LSP001.dwg 1/27/2021 12:08:36 PM1000164
2460LSP001.dwgLUCAS R. P IP ER
No. 587349
1" = 20'IRRIGATION PLANLP
LP
LP1
SR
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 91 of 823
0
1 inch = ft.
20 20
20MATCH LINE 'B' - SHEET LP1MATCH
L
I
N
E
'
A'
-
S
H
E
E
T
L
P
1
LIMIT OF LANDSCAPE WORK
LIMIT OF LANDSCAPE WORKN TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
01/27/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460LSP001.dwg 1/27/2021 12:09:14 PM1000164
2460LSP001.dwgLUCAS R. P IP ER
No. 587350
1" = 20'IRRIGATION PLANLP
LP
LP2
SR
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 92 of 823
TREES BOTANICAL NAME CONT
Arbutus x `Marina`60"box
Cercis occidentalis 24" Box
Lagerstroemia indica `Catawba`24" Box
Pistacia chinensis `Keith Davey`24" Box
TREE SCHEDULE
SHRUBS BOTANICAL NAME CONT
Anigozanthos flavidus `Tequila Sunrise`5 gal
Cistus x purpureus 5 gal
Cistus x skanbergii 5 gal
Dietes iridioides 5 gal
Muhlenbergia rigens 5 gal
Nandina domestica 5 gal
Nandina domestica `Moon Bay` TM 5 gal
Phormium x `Black Adder`5 gal
Rhaphiolepis indica `Ballerina`5 gal
Rhaphiolepis indica `Pink Lady`5 gal
G.C. / LOW SHRUB BOTANICAL NAME CONT
Ceanothus gloriosus `Anchor Bay`5 gal
Ceanothus gloriosus `Heart`s Desire`5 gal
Epilobium canum `Calistoga`1 gal
Lantana camara `Dwarf Yellow`1 gal
Lantana montevidensis `Purple`1 gal
Lomandra longifolia `Breeze`1 gal
Salvia spathacea 1 gal
Teucrium chamaedrys 1 gal
Tulbaghia violacea `Silver Lace`1 gal
SHRUB SCHEDULE
0
1 inch = ft.
20 20
20
MATCH
L
I
N
E
'
A'
-
S
H
E
E
T
L
P
4
MATCH LINE 'B' - SHEET LP4LIMIT OF LANDSCAPE WORKLIMIT OF LANDSCAPE WORKN TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
01/27/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460LSP001.dwg 1/27/2021 12:10:05 PM1000164
2460LSP001.dwgLUCAS R. P IP ER
No. 587351
1" = 20'PLANTING PLANLP
LP
LP3
SR
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 93 of 823
TREES BOTANICAL NAME CONT
Arbutus x `Marina`60"box
Cercis occidentalis 24" Box
Lagerstroemia indica `Catawba`24" Box
Pistacia chinensis `Keith Davey`24" Box
TREE SCHEDULE
SHRUBS BOTANICAL NAME CONT
Anigozanthos flavidus `Tequila Sunrise`5 gal
Cistus x purpureus 5 gal
Cistus x skanbergii 5 gal
Dietes iridioides 5 gal
Muhlenbergia rigens 5 gal
Nandina domestica 5 gal
Nandina domestica `Moon Bay` TM 5 gal
Phormium x `Black Adder`5 gal
Rhaphiolepis indica `Ballerina`5 gal
Rhaphiolepis indica `Pink Lady`5 gal
SHRUB SCHEDULE
G.C. / LOW SHRUB BOTANICAL NAME CONT
Ceanothus gloriosus `Anchor Bay`5 gal
Ceanothus gloriosus `Heart`s Desire`5 gal
Epilobium canum `Calistoga`1 gal
Lantana camara `Dwarf Yellow`1 gal
Lantana montevidensis `Purple`1 gal
Lomandra longifolia `Breeze`1 gal
Salvia spathacea 1 gal
Teucrium chamaedrys 1 gal
Tulbaghia violacea `Silver Lace`1 gal
0
1 inch = ft.
20 20
20MATCH LINE 'B' - SHEET LP3MATCH
L
I
N
E
'
A'
-
S
H
E
E
T
L
P
3
LIMIT OF LANDSCAPE WORK
LIMIT OF LANDSCAPE WORKN TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
01/27/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460LSP001.dwg 1/27/2021 12:12:09 PM1000164
2460LSP001.dwgLUCAS R. P IP ER
No. 587352
1" = 20'PLANTING PLANLP
LP
LP4
SR
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 94 of 823
BYPASS SCHEMATIC LAYOUT
NOT TO SCALE
1" MASTER
VALVE,
NORMALLY
OPEN
TEE INTO EXISTING
MAINLINE DOWNSTREAM
OF METER.
1" FLOW
SENSOR
NEW 1"
MAINLINE
EXISTING 3"
MAINLINE
REPLACE
EXISTING PARK
FLOW METER
REPLACE EXISTING
PARK MASTER
VALVE, NORMALLY
CLOSED
1 VALVE BOX LAYOUT
NOT TO SCALE2
1 1/2" = 1'-0"
1" DRIP VALVE W/BASKET FILTER
SxT TEE W/ 2" NIPPLE AT
MAINLINE.
SCH. 80 RISER.
PVC TRUE UNION BALL
VALVE.
BASKET FILTER AS SPECIFIED.
RCV AS SPECIFIED.
CONTROLLER WIRE WITH 30 INCH LINEAR
LENGTH OF COIL, WITH PLASTIC I.D. TAG AND
WATERPROOF CONNECTORS.12" BELOW GRADE.INSTALL DRIP SYSTEM
VALVE ASSEMBLY IN
VALVE BOX PER CITY
STANDARD 8620
OUTLET PIPE SAME SIZE AS
VALVE, 24" MIN. LENGTH TO
FIRST FITTING.
VENDOR MATERIAL
COMPONENTS AS NOTED IN
THE IRRIGATION SCHEDULE
REGARDING THIS ELEMENT
3
P-TA-12
3"
AS NEEDED
MANUAL FLUSH VALVE FOR DRIP TUBING
NOT TO SCALE4 ROOT WATERING SYSTEM
NOT TO SCALE
1
”
” ”
12
2
3
FINISH GRADE/TOP OF MULCH3
4
4" (10.2 cm) LOCKING GRATE (PURPLE IN COLOR)4
5
1/2" (1.3 cm) SWING ASSEMBLY: RAIN
BIRD SA-125050
OR
1/2" (1.3 cm) SWING PIPE: RAIN BIRD SP
SERIES WITH 1/2" (1.3 cm) MALE NPT x
0.490" BARB ELBOW: RAIN BIRD SBE-050
5
6
PVC OR POLYETHYLENE LATERAL PIPE6
7
PVC OR POLYETHYLENE LATERAL PIPE7
8
4" (10.2 cm) WIDE x 18" (45.7 cm)
LONG RIGID BASKET WEAVE CANISTER
(INCLUDED)
8
9
OPTIONAL SOCK (RWS-SOCK) FOR SANDY
SOILS
9
5
P-TA-22 TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
01/27/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460LSP001.dwg 1/27/2021 12:12:46 PM1000164
2460LSP001.dwgLUCAS R. P IP ER
No. 587353
NO SCALE IRRIGATION DETAILSLP
LP
LP5
SR
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 95 of 823
TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
01/27/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460LSP001.dwg 1/27/2021 12:14:16 PM1000164
2460LSP001.dwgLUCAS R. P IP ER
No. 587354
NO SCALE IRRIGATION CITY STANDARDSLP
LP
LP6
SR
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 96 of 823
·
·
·
·
·
·
·
·
·
·
·
·
·
·
·
·
·
·TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
01/27/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460LSP001.dwg 1/27/2021 12:15:42 PM1000164
2460LSP001.dwgLUCAS R. P IP ER
No. 587355
NO SCALE IRRIGATION NOTESLP
LP
LP7
SR
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 97 of 823
IRRIGATION SCHEDULE
SYMBOL MANUFACTURER/MODEL/DESCRIPTION QTY
Electric Control Valve 1
1", Rain Bird PESBR-PRS-D Valves for
Reclaimed Water Applications. With Scrubber
Mechanism Technology, Purple Flow Control
Handle, and Pressure Regulator Module. Set
pressure regulation to 30psi.
Quick Coupler 2
1" Rain Bird 44-NP Brass Quick-Coupling
Valve, with Corrosion-Resistant Stainless
Steel Spring, Locking Non-Potable Purple
Rubber Cover, and 2-Piece Body. See City
Standard detail.
Isolation Valve 2
Nibco T-113 Class 125 bronze gate shut off
valve with wheel handle, same size as
mainline pipe diameter at valve location. See
City Standard detail.
Park Master Valve 3"1
3" Buckner-Superior 3200-RW Master Valve.
Normally Closed Brass Master Valve to
replace existing Master Valve Sevicing Park
Irrigation System. Purple Cross Handle for
Reclaimed Water Use.
Roadway Master Valve 1"1
1" Buckner-Superior 3100-RW Master Valve.
Normally Open Brass Master Valve Sevicing
New Roadway Irrigation System. Purple
Cross Handle for Reclaimed Water Use.
Existing Irrigation Controller 1
Contractor to use existing Irrigation Controller
located approximately 50` to the south at the
rear of the park restroom. Contractor to
provide new control and neutral conductors
from existing controller to new valve and flow
sensor locations. Contractor to retrofit
existing irrigaiton controller with Calsense
Transient Protection Board (TP-1) and Flow
Sensor Bypass Interface (F-RETRO) to allow
for existing controller to read new flow meters
and operate separate master valves
independently.
Park Flow Sensor 1
Calsense 3" Flow Sensor (FM-3) to Replace
Flow Sensor for Existing Park Irrigation
System. Verify use of existing wires from old
sensor for direct communication with existing
controller in the field. See City Standard detail.
Roadway Flow Sensor 1
Calsense 1" Flow Sensor (FM-1B) for New
Roadway Project. Wire directly to controller
using flow sensing cable (ev-cab-sen) for
communicaiton shutoff with master valve.
See City Standard detail.
Point of Connection 1"1
Existing Recycled Water City Meter. See Civil
Plans
Irrigation Lateral Line: PVC Schedule 40 2,984 l.f.
Recycled Water Warning, Purple in Color
Irrigation Mainline: PVC Schedule 40 238.6 l.f.
1" Mainline, Recycled Water Warning, Purple
in Color
Pipe Sleeve: 2" PVC Schedule 40 Sleeve 633.5 l.f.
Sleeves shall be 2x pipe diameter, extend
sleeves 18" beyond edges of paving. Install
sleeves per City Standards.
Pipe Sleeve: 4" PVC Schedule 40 Sleeve 260.6 l.f.
Max 2 pipes per Sleeve. Sleeve shall be 2x
total diameter of pipes serviced. Extend
sleeves 18" beyond edges of paving. Install
sleeves per City Standards.
C
SYMBOL MANUFACTURER/MODEL/DESCRIPTION QTY
Mini Root Watering System 17
Rain Bird RWS-M-B-C-P with 4.0" diameter x
18.0" long with locking grate, semi-rigid mesh
tube and Rain Bird 1402 0.5 gpm bubbler as
indicated. With Check Valve and Purple
Grate.
SYMBOL MANUFACTURER/MODEL/DESCRIPTION QTY
Drip Zone Valve Assembly 4
Rain Bird XCZ-100-PRB-R Wide Flow Drip
Control Kit. Purple Cap designates for
Reclaimed Water, Non-Potable Use. 1"
PESBR Valve and 1" Pressure Regulating
40psi Basket Filter. 0.3gpm to 20gpm. Install
per detail.
Pipe Transition Point 28
Pipe transition from PVC lateral line to
on-grade drip tubing.
Area to Receive Drip Emitters
Drip Irrigation 15,423 s.f.
Rain Bird XB-PC, Pressure Compensating
Drip Emitters. Flow rates of 0.5gph=blue,
1.0gph=black, and 2.0gph=red. Comes with a
self-piercing barb inlet x barb outlet. All tubing
shall be purple in color. See City Standard
detail.
Emitter Notes:
1.0 GPH emitters (1 assigned to each 1 gal plant)
1,035
1.0 GPH emitters (2 assigned to each 5 gal plant)
718
CRITICAL ANALYSIS
Generated:2020-03-31 14:27
P.O.C. NUMBER: 01
Water Source Information:Existing Recycled Water City Meter. See Civil Plans
FLOW AVAILABLE
Point of Connection Size:1"
Flow Available:20.24 gpm
PRESSURE AVAILABLE
Static Pressure at POC:85.00 psi
Pressure Available:85.00 psi
DESIGN ANALYSIS
Maximum Station Flow:10.16 gpm
Flow Available at POC:20.24 gpm
Residual Flow Available:10.08 gpm
Critical Station:5
Design Pressure:40.00 psi
Friction Loss:6.70 psi
Fittings Loss:0.67 psi
Elevation Loss:0.00 psi
Loss through Valve:7.48 psi
Pressure Req. at Critical Station:54.86 psi
Loss for Fittings:0.25 psi
Loss for Main Line:2.53 psi
Loss for POC to Valve Elevation:0.00 psi
Loss for Backflow:0.00 psi
Loss for Master Valve:0.77 psi
Critical Station Pressure at POC:58.41 psi
Pressure Available:85.00 psi
Residual Pressure Available:26.59 psi
NUMBER MODEL SIZE TYPE GPM WIRE PSI PSI @ POC PRECIP
1 Electric Control Valve 1"Bubbler 8.50 211.2 38.16 41.77 1.70 in/h
2 Drip Zone Valve Assembly 1"Area for Drip Emitters 8.84 216.0 49.21 53.20 0.44 in/h
3 Drip Zone Valve Assembly 1"Area for Drip Emitters 7.04 149.4 47.00 48.63 0.42 in/h
4 Drip Zone Valve Assembly 1"Area for Drip Emitters 9.02 155.8 50.61 53.33 0.37 in/h
5 Drip Zone Valve Assembly 1"Area for Drip Emitters 10.16 161.8 54.86 58.41 0.34 in/h
Common Wire 238.6
VALVE SCHEDULE TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
01/27/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460LSP001.dwg 1/27/2021 12:16:58 PM1000164
2460LSP001.dwgLUCAS R. P IP ER
No. 587356
NO SCALE IRRIGATION SCHEDULELP
LP
LP8
SR
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 98 of 823
MULTI-TRUNK TREE PLANTING
1" = 1"
1 LINEAR ROOT BARRIER
1" = 1"
2 TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
01/27/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460LSP001.dwg 1/27/2021 12:17:55 PM1000164
2460LSP001.dwgLUCAS R. P IP ER
No. 587357
NO SCALE PLANTING CITY STANDARDSLP
LP
LP9
SR
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 99 of 823
TREES BOTANICAL / COMMON NAME CONT QTY
Arbutus x `Marina` / Multi-Trunk Arbutus 60"box 1
Low Water Use - WUCOLS
Specimen Tree, Multi-trunk, See Photo & Notes
Cercis occidentalis / Western Redbud 24" Box 3
Low Water Use - WUCOLS
Lagerstroemia indica `Catawba` / Catawba Crape Myrtle Multi-trunk 24" Box 11
Low Water Use - WUCOLS
Pistacia chinensis `Keith Davey` / Chinese Pistache 24" Box 2
Low Water Use - WUCOLS
SHRUBS BOTANICAL / COMMON NAME CONT QTY
Anigozanthos flavidus `Tequila Sunrise` / Kangaroo Paw 5 gal 7
Low Water Use - WUCOLS
Cistus x purpureus / Orchid Rockrose 5 gal 8
Low Water Use - WUCOLS
Cistus x skanbergii / Coral Rockrose 5 gal 37
Low Water Use - WUCOLS
Dietes iridioides / Fortnight Lily 5 gal 46
Low Water Use - WUCOLS
Muhlenbergia rigens / Deer Grass 5 gal 46
Low Water Use - WUCOLS
Nandina domestica / Heavenly Bamboo 5 gal 4
Low Water Use - WUCOLS
Use in Filterra Bioretention Boxes
Nandina domestica `Moon Bay` TM / Moon Bay Heavenly Bamboo 5 gal 10
Low Water Use - WUCOLS
Phormium x `Black Adder` / New Zealand Flax 5 gal 5
Low Water Use - WUCOLS
Rhaphiolepis indica `Ballerina` / Ballerina Indian Hawthorn 5 gal 25
Low Water Use - WUCOLS
Rhaphiolepis indica `Pink Lady` / Pink Lady Indian Hawthorn 5 gal 9
Low Water Use - WUCOLS
G.C. / LOW SHRUB BOTANICAL / COMMON NAME CONT QTY
Ceanothus gloriosus `Anchor Bay` / Anchor Bay Lilac 5 gal 58
Low Water Use - WUCOLS
Ceanothus gloriosus `Heart`s Desire` / Heart`s Desire Lilac 5 gal 104
Low Water Use - WUCOLS
Epilobium canum `Calistoga` / California Fuchsia 1 gal 150
Low Water Use - WUCOLS
Lantana camara `Dwarf Yellow` / Yellow Bush Lantana 1 gal 57
Low Water Use - WUCOLS
Lantana montevidensis `Purple` / Trailing Lantana 1 gal 11
Low Water Use - WUCOLS
Lomandra longifolia `Breeze` / Dwarf Mat Rush 1 gal 365
Low Water Use - WUCOLS
Salvia spathacea / Hummingbird Sage 1 gal 69
Low Water Use - WUCOLS
Teucrium chamaedrys / Germander 1 gal 127
Low Water Use - WUCOLS
Tulbaghia violacea `Silver Lace` / Silver Lace Society Garlic 1 gal 256
Low Water Use - WUCOLS
PLANT SCHEDULE
·
·
·
·
·
·
·
·
·
·
·
·
·
·
·TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
01/27/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460LSP001.dwg 1/27/2021 12:18:46 PM1000164
2460LSP001.dwgLUCAS R. P IP ER
No. 587358
NO SCALE PLANTING SCHEDULELP
LP
LP10
SR
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 100 of 823
TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
02/03/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460E001.dwg 2/3/2021 12:43:00 PM1000164
2460E001.dwg
59
1" = 20'ELECTRICAL PLAN (STREET LIGHTING)EM
EM
E1
JWW
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
0
1 inch = ft.
20 20
20
N
Page 101 of 823
TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
02/03/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
K:\PRJ\2460\2460E001.dwg 2/3/2021 12:54:24 PM1000164
2460E001.dwg
60
1" = 20'ELECTRICAL PLAN (STREET LIGHTING)EM
EM
E2
JWW
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
0
1 inch = ft.
20 20
20
NN
Page 102 of 823
0
1 inch = ft.
5 5
5
N
A BOX CULVERT DEMOLITION PLAN
SCALE: 1" = 5'
1 EXISTING WINGWALLS TO BE DEMOLISHED
SCALE: NTS
8"TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
01/29/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
N:\US\San Luis Obispo\Projects\11151202 Tank Farm-Orcutt Roundabout\06-CAD\Sheets\11151202-ST1.dwg 1/29/2021 4:58:37 PM1000164
11151202-ST1.dwg
C65126No.REGISTEREDPR O F E SSIONAL
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AS NOTED BOX CULVERT DEMOLITION PLANCM
TS
ST1
MY
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 103 of 823
13.72'10.98'8.57'7.25'A BOX CULVERT STRUCTURAL PLAN
SCALE: 1" = 5'1 TYPICAL WINGWALL SECTION
SCALE: NTS
0
1 inch = ft.
5 5
5
N
5.24'
9.71'15.98'
149°35'1"
13'
1
ST2
1
ST2
2
ST2
2.5'2'MIN1'
12.5'
2.5'1.25'2.92'
4.25'6"MIN12' MAX1'TYP3 TYPICAL WINGWALL REINF ELEVATION
SCALE: NTS6.5'7"7"
2 BOX CULVERT ELEVATION
SCALE: NTS12' (MAX)7'-3"
(VERIFY)
8"8"
A
ST1
1' (TYP)133.33°2.93'30.11'TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
02/05/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
N:\US\San Luis Obispo\Projects\11151202 Tank Farm-Orcutt Roundabout\06-CAD\Sheets\11151202-ST2.dwg 2/5/2021 2:20:32 PM1000164
11151202-ST2.dwg
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AS NOTED PROPOSED BOX CULVERT PLANCM
TS
ST2
MY
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%6.5'R
=
9
"
Page 104 of 823
NA ENLARGED CULVERT EXTENSION TOP SLAB REINF PLAN
SCALE: NTS
1 SECTION
SCALE: NTS
1
ST3
2
ST4
4'-10"4'-10"2'-11"
8 1/2"8 1/2"2'-10"
7'-3"
11 - #4
4'-10"4'-10"2'-11"TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
01/29/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
N:\US\San Luis Obispo\Projects\11151202 Tank Farm-Orcutt Roundabout\06-CAD\Sheets\11151202-ST3.dwg 1/29/2021 4:43:44 PM1000164
11151202-ST3.dwg
C65126No.REGISTEREDPR O F E SSIONAL
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AS NOTED BOX CULVERT ENLARGED PLAN AND SECTIONCM
TS
ST3
MY
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 105 of 823
6"
MIN2"12"1 EXISTING HEADWALL DEMOLITION
SCALE: 6" = 1'-0"
2 EXISTING CULVERT WALL TO NEW CULVERT WALL CONNECTION
SCALE: 6" = 1'-0"
2"
CLR
3 PLAN VIEW - REINFORCEMENT TOP BARS TOP SLAB
SCALE: NTS
4 PLAN VIEW - REINFORCEMENT BOTTOM BARS TOP SLAB
SCALE: NTS
7
'
-
3
"
(F
IE
LD
VER
IFY
)
0
.
5
0S
8
-
#
4
0
.
25S
2
-
#
4
0
.
25S
2
-
#
4
2
"TYP2
"TYP1
2
"
24"
LAP
5 ENLARGED VIEW - COUPLER
SCALE: NTS
11"
5
ST4
TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
01/29/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
N:\US\San Luis Obispo\Projects\11151202 Tank Farm-Orcutt Roundabout\06-CAD\Sheets\11151202-ST4.dwg 1/29/2021 4:38:49 PM1000164
11151202-ST4.dwg
C65126No.REGISTEREDPR O F E SSIONAL
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AS NOTED BOX CULVERT DETAILSCM
TS
ST4
MY
JWW
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 106 of 823
65
AS NOTED BOX CULVERT SECTIONSCM
TS
ST5
MY
JWW
1 PLAN VIEW
SCALE: 1:10N
TANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
01/29/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
N:\US\San Luis Obispo\Projects\11151202 Tank Farm-Orcutt Roundabout\06-CAD\Sheets\11151202-ST5.dwg 1/29/2021 5:05:14 PM1000164
11151202-ST5.dwg
C65126No.REGISTEREDPR O F E SSIONAL
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N
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UCI V I L
A
ST5
A SECTION
SCALE: NTS
B
ST5
C
ST5
D
ST5 1'1'2'2'
D SECTION
SCALE: 3/4" = 1'-0"
1'1'7"MIN2'-0"2'-0"
B SECTION
SCALE: NTS
C SECTION
SCALE: NTS
A
ST5
D
ST5
””
”
”
”
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 107 of 823
10+00
10+70
10+00
10+70
245
250
255
260
265
245
250
255
260
265
10+10 10+50 10+70STA:10+20.65258.73 TWSTA:10+50.30260.30 TWSTA:10+25.71251.71 TFSTA:10+20.65252.71 TFSTA:10+43.01251.71 TFSTA:10+50.30252.71 TFSTA:10+35.00INV EL 252.00245
250
255
260
265
245
250
255
260
265
10+10 10+50 10+70STA: 10+20.02252.36 TFSTA: 10+25.76251.36 TFSTA: 10+42.97251.36 TFSTA: 10+50.06252.36 TFSTA: 10+35.00INV ELEV 251.65STA: 10+50.06259.83 TWSTA: 10+20.02258.63 TWTANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
01/29/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
N:\US\San Luis Obispo\Projects\11151202 Tank Farm-Orcutt Roundabout\06-CAD\Sheets\11151202-ST6.dwg 1/29/2021 5:06:22 PM1000164
11151202-ST6.dwg
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AS NOTED RETAINING WALL PLAN, ELEVATION AND SECTIONCM
TS
ST6
MY
JWW
1 PLAN VIEW
SCALE: 1:5
N
1 TYPICAL RETAINING WALL SECTION
SCALE: NTS1'-0"1'-0"2"6"0
1 inch = ft.
5 5
5
ST6
1
2'-3"2'-3"2'-3"2'-3"7'-0" TO 7'-3"
SEE PLAN 1'-4"8"1'-4"
2'-3"
11 1/2"
2 TYPICAL STEPPED FOOTING DETAIL
SCALE: NTS 1'-4"8"1'-4"
RETAINING WALL - NORTH - PROFILE VIEW
SCALE: HORIZ. 1"=5'; VERT. 1"=2.5'
RETAINING WALL - SOUTH - PROFILE VIEW
SCALE: HORIZ. 1"=5'; VERT. 1"=2.5'7'-3"7'-3"7'-0"7'-0"60" CORRUGATED
DUAL WALL HDPE
CULVERT (ADS N-12
WT OR APPROVED
EQUAL). EMBED 1.0'
FG AT
FRONT OF
WALL
OG
BACKFILL
1.0' WITH
NATIVE
STREAM
GRAVEL
60" CORRUGATED
DUAL WALL HDPE
CULVERT (ADS N-12
WT OR APPROVED
EQUAL). EMBED 1.0'
FG AT
FRONT OF
WALL
OG
BACKFILL
1.0' WITH
NATIVE
STREAM
GRAVEL
"ON" Sta 4+90.00; OFF: 42.18' Lt
WALL Sta: 10+50.06
"ON" Sta 4+95.62; OFF: 71.67' Lt
WALL Sta: 10+20.02
"ON" Sta 5+14.14; OFF: 40.56' Lt
WALL Sta: 10+50.30
"ON" Sta 5+19.69; OFF: 69.68' Lt
WALL Sta: 10+20.65
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 108 of 823
67
AS NOTED STRUCTURAL SPECIAL INSPECTIONSCM
TS
ST7
MY
JWWTANK FARM ROAD & ORCUTT ROAD ROUNDABOUTCITY SPECIFICATION NO.
01/29/2021
DATE:PROJECT TITLE:SHEET TITLE:of
SHEET NO.
67
DESIGNED BY:
DRAWN BY:
CHECKED BY:
APPROVED BY:
SCALE:
PLAN FILE NO. / LOCATION
N:\US\San Luis Obispo\Projects\11151202 Tank Farm-Orcutt Roundabout\06-CAD\Sheets\11151202-ST7.dwg 1/29/2021 5:04:09 PM1000164
11151202-ST7.dwg
C65126No.REGISTEREDPR O F E SSIONAL
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AGENCY # (QUALIF.):
’
PRELIMINARY, NOT
FOR CONSTRUCTION
SUBMITTAL100%
Page 109 of 823
Page 110 of 823
100% SUBMITTAL
SPECIAL PROVISIONS
FOR
CITY OF SAN LUIS OBISPO
Tank Farm Road & Orcutt Road Roundabout
Specification No. 1000164
<<MONTH 2021>>
PUBLIC WORKS DEPARTMENT
ENGINEERING DIVISION
919 Palm Street
San Luis Obispo, CA 93401
(805) 781-7200
Page 111 of 823
100% SUBMITTAL
Tank Farm Road & Orcutt Road Roundabout
Specification No. 1000164
Approval Date: <<date of CM or CAR Report Authorizing Advertisement>>
<<Signature Date>>
<<Signature Date>>
Page 112 of 823
TABLE OF CONTENTS
NOTICE TO BIDDERS .................................................................................................... A
BID SUBMISSION ..................................................................................................................................... A
BID DOCUMENTS .................................................................................................................................... B
PROJECT INFORMATION....................................................................................................................... C
QUALIFICATIONS .................................................................................................................................... C
AWARD ..................................................................................................................................................... E
ACCOMMODATION .................................................................................................................................. E
BID FORMS .................................................................................................................... E
BID ITEM LIST FOR TANK FARM ROAD & ORCUTT ROAD ROUNDABOUT, SPECIFICATION NO.
1000164 .................................................................................................................................................... G
LIST OF SUBCONTRACTORS ................................................................................................................. J
PUBLIC CONTRACT CODE SECTION 10285.1 STATEMENT ............................................................... K
PUBLIC CONTRACT CODE SECTION 10162 QUESTIONNAIRE .......................................................... K
PUBLIC CONTRACT CODE SECTION 10232 STATEMENT .................................................................. K
LABOR CODE SECTION 1725.5 STATEMENTS .................................................................................... K
NON-COLLUSION DECLARATION ......................................................................................................... M
BIDDER ACKNOWLEDGEMENTS .......................................................................................................... N
QUALIFICATIONS .................................................................................................................................... O
ATTACH BIDDER'S BOND TO ACCOMPANY BID .................................................................................. P
SPECIAL PROVISIONS .................................................................................................. 1
DIVISION I GENERAL PROVISIONS ....................................................................................................... 1
1 GENERAL ........................................................................................................................................... 1
2 BIDDING ............................................................................................................................................. 2
3 CONTRACT AWARD AND EXECUTION ........................................................................................... 2
4 SCOPE OF WORK ............................................................................................................................. 2
5 CONTROL OF WORK ........................................................................................................................ 2
6 CONTROL OF MATERIALS ............................................................................................................... 2
7 LEGAL RELATIONS AND RESPONSIBILITY TO THE PUBLIC ....................................................... 2
8 PROSECUTION AND PROGRESS ................................................................................................... 3
9 PAYMENT ........................................................................................................................................... 3
DIVISION II GENERAL CONSTRUCTION ............................................................................................... 3
12 TEMPORARY TRAFFIC CONTROL ................................................................................................ 3
13 WATER POLLUTION CONTROL ..................................................................................................... 4
14 ENVIRONMENTAL STEWARDSHIP ............................................................................................... 4
15 EXISTING FACILITIES ..................................................................................................................... 6
16 TEMPORARY FACILITIES ............................................................................................................... 6
DIVISION III EARTHWORK AND LANDSCAPE ....................................................................................... 6
Page 113 of 823
17 GENERAL ......................................................................................................................................... 6
18 DUST PALLIATIVES ........................................................................................................................ 6
19 EARTHWORK ................................................................................................................................... 6
20 LANDSCAPE .................................................................................................................................... 6
21 EROSION CONTROL ....................................................................................................................... 7
22 FINISHING ROADWAY .................................................................................................................... 7
DIVISION IV SUBBASES AND BASES .................................................................................................... 7
26 AGGREGATE BASES ...................................................................................................................... 7
DIVISION V SURFACINGS AND PAVEMENTS ....................................................................................... 7
37 BITUMINOUS SEALS ....................................................................................................................... 7
39 ASPHALT CONCRETE .................................................................................................................... 7
DIVISION VI STRUCTURES ..................................................................................................................... 8
47 EARTH RETAINING SYSTEMS ....................................................................................................... 8
51 CONCRETE STRUCTURES ............................................................................................................ 8
52 REINFORCEMENT .......................................................................................................................... 8
DIVISION VII DRAINAGE FACILITIES ..................................................................................................... 8
71 EXISTING DRAINAGE FACILITIES ................................................................................................. 8
DIVISION VIII MISCELLANEOUS CONSTRUCTION .............................................................................. 9
72 SLOPE PROTECTION ..................................................................................................................... 9
73 CONCRETE CURBS AND SIDEWALKS ......................................................................................... 9
77 LOCAL INFRASTRUCTURE ............................................................................................................ 9
80 FENCES ........................................................................................................................................... 9
80-15.04 REMOVE FENCES ................................................................................................................ 9
DIVISION IX TRAFFIC CONTROL DEVICES......................................................................................... 10
81 MISCELLANEOUS TRAFFIC CONTROL DEVICES ..................................................................... 10
82 SIGNS AND MARKERS ................................................................................................................. 10
83 RAILINGS AND BARRIERS ........................................................................................................... 10
84 MARKINGS ..................................................................................................................................... 10
DIVISION X ELECTRICAL WORK .......................................................................................................... 10
86 ELECTRICAL SYSTEMS ............................................................................................................... 10
DIVISION XI MATERIALS ....................................................................................................................... 10
90 CONCRETE .................................................................................................................................... 10
DIVISION XIII APPENDICES .................................................................................................................. 10
APPENDIX A - FORM OF AGREEMENT ....................................................................... 0
Page 114 of 823
BID FORMS
A
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: Jennifer Rice.
Bids delivered in person will not be accepted. All mailed bids must be delivered and in
possession of the Project Manager by
2:00 PM on MONTH DAY, 2021
at which time bids 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:
[PLACEHOLDER FOR LINK TO BE GENERATED]
Or join by phone with this number: 1 (209) 645-4165 with Conference ID number:
[PLACEHOLDER FOR NUMBER TO BE GENERATED]
Sealed bids will be received by the City of San Luis Obispo at the Public Works
Administration Office located at 919 Palm Street, California 93401, until
2:00 p.m. on <<Month, Day, Year>>
at which time they will be publicly opened and read aloud. Submit bid in a sealed envelope
plainly marked:
Tank Farm Road & Orcutt Road Roundabout, Specification No. 1000164
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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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. $85.00 if picked up in person, or
2. $115.00 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
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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.
Contact the project manager, Jennifer Rice at (805) 781-7058 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 is to construct a four-leg, single-lane roundabout at the intersection
of Tank Farm Road and Orcutt Road. Improvements include, but are not limited to, basin
construction, culvert modifications, roadway excavation and paving, sidewalk, drainage
improvements, lighting, and landscaping.
The project estimated construction cost is $2,972,365
Contract time is established as 165 working days.
The fixed liquidated damages amount is established at $3,000 per day for failure to
complete the work within the contract time.
In compliance with section 1773 of the Labor Code, the State of California Department of
Industrial Relations has established prevailing hourly wage rates for each type of
workman. Current wage rates may be obtained from the Division of Labor at:
https://www.dir.ca.gov/oprl/DPreWageDetermination.htm
This project is subject to compliance monitoring and enforcement by the Department of
Industrial Relations.
QUALIFICATIONS
You must possess a valid Class A Contractor's License at the time of the bid opening.
You and any subcontractors required to pay prevailing wage must be registered
with the Department of Industrial Relations pursuant to Section 1725.5 of the Labor
Code.
You must have experience constructing projects similar to the work specified for this
project. Provide three similar reference projects completed as either the prime or
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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.
3 of the referenced projects must be for roadway excavation and paving including
water and drainage facility improvements.
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.
Any protest not containing all required information will be deemed invalid and rejected.
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The City will consider additional documentation or other supporting information regarding
the protest if submitted in compliance to the specified time limits. Anything submitted after
the specified time limit will be rejected and not be considered.
The Director of Public Works or Designee may request additional information to be
submitted within three days of the request, unless otherwise specified, and will notify the
protester of ruling within ten days of determination.
If the protester is not satisfied with ruling, the protester may appeal the ruling to the City
Council in compliance with Chapter 1.20 of the City of San Luis Obispo Municipal Code.
Pursuant to the Public Records Act (Government Code, § 6250, et seq.), the City will
make public records available upon request.
AWARD
The lowest bidder will be determined using the BID TOTAL.
As a condition to executing a contract with the City, two bonds each equal to one hundred
percent of the total contract price are required in compliance with Section 3-1.05 of the
Standard Specifications.
You may substitute securities for moneys withheld under the contract in compliance with
the provisions of the Public Contract Code, Section 10263.
ACCOMMODATION
If any accommodations are needed to participate in the bid process, please contact
Argelia Chang at (805) 781-7200 or by Telecommunications Device for the Deaf at (805)
781-7107. Requests should be made as early as possible in the bidding process to allow
time for accommodation.
BID FORMS
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
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8. special provisions
for the prices set forth in the bid item list:
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BID ITEM LIST FOR TANK FARM ROAD & ORCUTT ROAD ROUNDABOUT,
SPECIFICATION NO. 1000164
Item
No. SS* Item Description
Unit of
Measure
Estimated
Quantity
Item Price
(in figures)
Total (in
figures)
1 5 Jurisdictional Permits Compliance LS 1
2 8 Progress Schedule (Critial Path Method) LS 1
3 12 Temporary Traffic Control LS 1
4 12 Type III Barricade EA 2
5 12 Channelizer (Surface Mounted) EA 229
6 12 Temporary Traffic Stripe LF 14,157
7 12 Temporary Railing (Type K) LF 2,500
8 12 Alternative Temporary Crash Cushion EA 3
9 12 Construction Area Signs LS 1
10 12 Portable Changeable Message Sign EA 3
11 13 Prepare and Implement Storm Water Pollution
Prevention Plan
LS 1
12 13 Temporary Erosion Control LS 1
13 14 Pre-Construction Surveys (Bird and Monarch
Butterfly)
LS 1
14 15 Adjust Gas Valve to Grade (City Std 6040) EA 2
15 15 Adjust Communication Manhole to Grade (City
Std 9030)
EA 1
16 15 Modify Existing Tank Farm Road Culvert LS 1
17 19 Roadway Excavation (F) CY 5,838
18 19 Basin Excavation CY 5,192
19 19 Structure Backfill (Headwalls) CY 345
20 20 Planting LS 1
21 20 Plant Establishment Work MONTH 3
22 20 Wood Chip Mulch CY 161
23 20 Irrigation LS 1
24 20 Gravel Mulch (1.5" Diameter Gravel) CY 2
25 21 Topsoil Backfill CY 1,300
26 21 Hydroseed SQFT 25,634
27 21 Hydromulch SQFT 30,043
28 21 Imported Biofiltration Soil CY 479
29 21 Erosion Control (Dry Seed) SQFT 4,409
30 21 Rolled Erosion Control Product (blanket) SQFT 8,214
31 21 Compost SQFT 8,214
32 26 Class 3 Aggregate Base CY 427
33 26 Class 2 Aggregate Base CY 3,826
34 37 Slurry Seal (Type II) SQFT 10,123
35 39 Temporary Hot Mix Asphalt (Type A) TON 300
36 39 Hot Mix Asphalt (Type A) TON 2,503
37 39 6" Asphalt Berm (City Std 7120) LF 845
38 51 Structural Concrete - Box Culvert (Orcutt Road
Box Culvert Extension)
CY 15
39 51 Structural Concrete - Wingwall (Orcutt Road
Box Culvert Extension)
CY 15
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40 51 Structural Concrete - Headwall (Orcutt Road
Box Culvert Extension)
CY 2
41 51 Structural Concrete - Retaining Wall (Orcutt
Road Driveway Culvert Modification)
CY 62
42 71 Remove Existing Orcutt Road Culvert Headwall CY 8
43 71 Partial Existing Orcutt Road Box Culvert
Removal
LS 1
44 72 Rock Slope Protection Fabric (Class 8) SQYD 52
45 72 Concreted - Rock Slope Protection (1/4 T,
Method B)
CY 52
46 73 Remove Concrete Curb LF 187
47 73 Remove Concrete Curb & Gutter LF 719
48 73 Remove Concrete Sidewalk (Full Structural
Depth)
SQFT 4,764
49 73 Raised Cobblestone Median (City Std 4940) SQFT 561
50 73 Minor Concrete (City Std 4020 Curb) LF 2,847
51 73 Minor Concrete (Caltrans Type D4 Curb) LF 500
52 73 Minor Concrete (Truck Apron Type 2 Curb) LF 300
53 73 Detectable Warning Surface (City Std 4440) SQFT 425
54 73 Minor Concrete (City Std 4030 Curb & Gutter) LF 1,984
55 73 Minor Concrete (Modified City Std 4030 Curb &
Gutter)
LF 268
56 73 Minor Concrete (Driveway) SQFT 368
57 73 Minor Concrete (Sidewalk) SQFT 14,376
58 73 Minor Concrete (Stamped PCC) SQFT 6,499
59 73 Minor Concrete (Textured Truck Apron / Truck
Blister)
SQFT 3,112
60 75 Beehive Grate EA 1
61 77 Reset Centerline Monuments EA 6
62 77 Clearing and Grubbing LS 1
63 77 Pavement Repair (Surface Restoration) SQYD 113
64 77 Remove Asphalt Berm LF 850
65 77 8" DIP Main (Recycled Water) LF 771
66 77 Relocate 6" Lateral LF 62
67 77 Remove Recycled Water Hydrant, Tee
Connection and Lateral
EA 1
68 77 Abandon Lateral and Blowoff (City Std 6050) EA 3
69 77 Adjust Water Meter EA 3
70 77 Adjust Water Valve to Grade EA 10
71 77 Relocate Fire Hydrant (City Std 6310) EA 1
72 77 Recycled Water Hydrant Assembly (City Std
6315)
LS 1
73 77 Adjust Sewer Manhole to Grade EA 5
74 77 Abandon Sewer Lateral and Cleanout (City Std
6050)
EA 1
75 77 18" HDPE Pipe LF 16
76 77 12" Reinforced Concrete Pipe (Class III) LF 395
77 77 18" Reinforced Concrete Pipe (Class III) LF 241
78 77 12" Concrete Flared End Section EA 1
79 77 18" Concrete Flared End Section EA 1
80 77 4" Perforated Plastic Pipe Underdrain,
Cleanouts, and 45 Degree Wyes
LS 1
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81 77 48" Storm Drain Manhole (City Std 3520) EA 3
82 77 Catch Basin (City Std 3355) EA 5
83 77 Catch Basin with Extended Side Opening (City
Std 3355 & 3360)
EA 2
84 77 Drainage Inlet Marker EA 7
85 77 Utility Area Catch Basin, Medium Duty 24" X
10"
EA 1
86 77 Filterra Offline System LS 1
87 80 Remove Wire Fence LF 1,036
88 80 Rail Fence (Basin) LF 188
89 81 Pavement Marker (Retroreflective) EA 167
90 82 Furnish Single Sheet Aluminum Sign (0.063"-
Unframed)
SQFT 299
91 82 Furnish Single Sheet Aluminum Sign (0.080"-
Unframed)
SQFT 32
92 82 Furnish Single Sheet Aluminum Sign (0.063"-
Framed)
SQFT 16
93 82 Roadside Sign - One Post (City Std 7210) EA 33
94 82 Roadside Sign - Two Post (City Std 7210) EA 4
95 82 Install Sign (Strap and Saddle Bracket Method) EA 6
96 82 Object Marker EA 3
97 82 Relocate Roadside Sign-One Post EA 4
98 82 Remove Roadside Sign EA 9
99 82 Reclaimed Water Sign EA 12
100 83 Midwest Guardrail System LF 90
101 83 Flared Terminal System End Treatment EA 2
102 83 Cable Railing LF 60
103 83 Remove Guardrail LF 246
104 84 6" Thermoplastic Traffic Stripe LF 6,849
105 84 8" Thermoplastic Traffic Stripe LF 50
106 84 Thermoplastic Pavement Marking SQFT 1,528
107 87 Lighting System LS 1
108 87 Flashing Beacon System LS 1
Bid Total $
Company Name:
SS* Refers to section in the Standard Specifications, with modifications in the Special Provisions, that describe
required work.
(F) Final Pay Item per Section 9-1.02A
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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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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
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.
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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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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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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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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 roadway
excavation, paving and utility 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 roadway
excavation, paving and utility 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 roadway
excavation, paving and utility 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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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. Tank Farm Road & Orcutt Road Roundabout Special Provisions
2. Project Plans
3. City of San Luis Obispo Standard Specifications and Engineering
Standards – 2020 edition
4. City of San Luis Obispo Grading Ordinance, Standard Specifications, and
Details for Public Works Construction where applicable
5. State of California, Department of Transportation (Caltrans) Standard
Specifications and Standard Plans – 2015 edition
6. Standards of the United States Department of Labor, Occupational Safety
and Health Administration, Office of Standards and Rules of the State
Division of Occupational Health and Safety
7. Recommendations of the Project Geotechnical Engineer as noted in the
Project Soils Report
8. The requirements of all permits issued for work by the City of San Luis
Obispo
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
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SPECIAL PROVISIONS
2
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:
Comply with the provisions of Sections 5, 8, 9, 12-15, 19-22, 26, 37, 39, 47, 51, 71-73,
77, 80-84, 86 and 90 for general, material, construction, and payment specifics.
5 CONTROL OF WORK
Add to Section 5-1.20B(5) Comply with Local, State and Federal Regulations:
Jurisdictional permits that apply to this project are provided in Appendix B in the
Appendices to these Special Provisions.
Replace Section 5-1.20H RESERVED with:
5-1.20H Payment
Payment for complying with the construction provisions of the jurisdictional permits shall
be based on the contract lump sum (LS) price paid for “Jurisdictional Permits
Compliance”. No additional payment will be made therefor.
6 CONTROL OF MATERIALS
7 LEGAL RELATIONS AND RESPONSIBILITY TO THE PUBLIC
Replace last paragraph in Section 7-1.02K(3) LAWS, 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. Monday through Friday during Stage
Construction Stage 1, Stage 2, Stage 3 and Stage 5 upon approval of the Engineer.
Off peak hours are restricted to 9:00 a.m. to 4:00 p.m. and night work only hours are
restricted to 6:00 p.m. to 5:00 a.m. Monday through Friday during Stage Construction
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3
Stage 4 upon approval of the Engineer. If night work, the Contractor will need to obtain
a night work permit from the City
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 first paragraph in Section 8-1.02B SCHEDULE, General with:
This project will require a Level 2 Critical Path Method Schedule.
Add to the end of Section 8-1.02B (4) Payment:
Payment for preparing and submitting baseline, monthly updated, and final updated
progress schedules shall be based on the contract lump sum (LS) price paid for “Progress
Schedule (Critical Path Method)”. No additional payment will be made therefor.
9 PAYMENT
Add to Section 9-1.03 Payment Scope:
Unless otherwise specified, payment for items of work identified in the Bid Item List shall
be as specified in the City of San Luis Obispo Standard Specifications, Caltrans 2015
Standard Specifications, as identified on the Plans and in the project Special Provisions,
and as directed by the Engineer. The contract unit prices paid for each bid item shall
include full compensation for furnishing all labor, materials, tools, equipment, and
incidentals necessary to complete all of the work and no additional payment will be made
therefor.
DIVISION II GENERAL CONSTRUCTION
12 TEMPORARY TRAFFIC CONTROL
Add to the end of Section 12-1.04 PAYMENT:
Unless otherwise specified on the Bid Item List, payment for furnishing, installing and
maintaining temporary traffic control elements is included in the contract lump sum (LS)
price paid for “Temporary Traffic Control” and shall include full compensation for
furnishing all labor, materials, tools, equipment and incidentals, and for doing all the work
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4
in accordance with the Plans, Special Provisions and Specifications, and as directed by
the Engineer. No additional payment will be made therefor.
13 WATER POLLUTION CONTROL
Replace Section 13-3.01, STORM WATER POLLUTION PREVENTION PLAN with:
The project’s area of disturbance will be greater than one acre.
Within 10 days of Contract approval, submit 3 copies of your Storm Water Pollution Plan
(SWPPP) for review. The Engineer provides comments and specifies the date when the
review stopped if revisions are required. Change and resubmit a revised SWPPP within
5 days of receiving the Engineer’s comments. The City’s review resumes when a
complete SWPPP has been resubmitted.
When the Engineer authorizes the SWPPP, submit an electronic copy and 4 printed
copies of the authorized SWPPP. Within 5 days after the Engineer receives the
authorized SWPPP, the City will electronically file a Notice of Intent on the RWQCB Storm
Water Multiple Application and Reporting Tracking System (SMARTS) website and will
pay the associated fee for the submittal. From the date the Notice of Intent is submitted
to the RWQCB, it may take up to 30 days for the RWQCB to issue a WDID number. Do
not begin work until a WDID number has been issued.
If the RWQCB requires review of the authorized SWPPP, the Engineer submits the
authorized SWPPP to the RWQCB for its review and comment. If the Engineer requests
changes to the SWPPP based on the RWQCB’s comments, amend the SWPPP within 5
days.
14 ENVIRONMENTAL STEWARDSHIP
Replace Section 14-12.04 RESERVED with:
14-12.04 ORCUTT AREA SPECIFIC PLAN (SPECIFIC PLAN) REQUIREMENTS
14-12.04A Construction Requirements
Development under the Specific Plan shall abide by the requirements of the City Arborist
for construction. Requirements shall include but not be limited to: the protection of trees
with construction setbacks from trees; construction fencing around trees; grading limits
around the base of trees as required.
14-12.04B Air Quality Requirements
14-12.04B(1) General
Specific Plan applicants shall be required to ensure that all construction equipment and
portable engines are properly maintained and tuned according to manufacturer's
specifications.
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5
Specific Plan applicants shall be required to ensure that off-road and portable diesel
powered equipment, including but not limited to bulldozers, graders, cranes, loaders,
scrapers, backhoes, generator sets, compressors, auxiliary power units, shall be fueled
exclusively with CARB motor vehicle diesel fuel ( non-taxed off-road diesel is acceptable).
Specific Plan applicants shall be required to install a diesel oxidation catalyst on each of
the two pieces of equipment projected to generate the greatest emissions.
14-12.04B(2) Dust Control
The following measures shall be implemented to reduce PM10 emissions during all
Specific Plan construction:
1. Reduce the amount of the disturbed area where possible.
2. Use water trucks or sprinkler systems in sufficient quantities to prevent airborne dust
from leaving the site. Water shall be applied as soon as possible whenever wind
speeds exceed 15 miles per hour. Reclaimed (nonpotable) water should be used
whenever possible.
3. All dirt- stock -pile areas shall be sprayed daily as needed.
4. Permanent dust control measures shall be identified in the approved Specific Plan
revegetation and landscape plans and implemented as soon as possible following
completion of any soil disturbing activities.
5. Exposed ground areas that are planned to be reworked at dates greater than one
month after initial grading shall be sown with a fast - germinating native grass seed
and watered until vegetation is established.
6. All disturbed soil areas not subject to revegetation shall be stabilized using approved
chemical soil binders, jute netting, or other methods approved in advance by the
APCD.
7. All roadways, driveways, sidewalks, etc., to be paved shall be completed as soon as
possible. In addition, building pads shall be laid as soon as possible after grading
unless seeding or soil binders are used.
8. Vehicle speed for all construction vehicles shall not exceed 15 mph on any unpaved
surface at the construction site.
9. All trucks hauling dirt, sand, soil or other loose materials shall be covered or shall
maintain at least two feet of freeboard (minimum vertical distance between top of load
and top of trailer) in accordance with CVC Section 23114.
10. Install wheel washers where vehicles enter and exit unpaved roads onto streets, or
wash off trucks and equipment leaving the site.
11. Sweep streets at the end of each day if visible soil material is carried onto adjacent
paved roads. Water sweepers with reclaimed water shall be used where feasible.
14-12.04B(3) Cover Stockpiled Soils
If importation, exportation, or stockpiling of fill material is involved, soil stockpiled for more
than two days shall be covered, kept moist, or treated with soil binders to prevent dust
generation. Trucks transporting material shall be tarped from the point of origin.
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6
14-12.04B(4) Dust Control Monitor
On all projects with an area of disturbance greater than 1 acre, the contractor or builder
shall designate a person or persons to monitor the dust control program and to order
increased watering as necessary to prevent transport of dust off site. Their duties shall
include holiday and weekend periods when work may not be in progress.
14-12.04D Payment
Full compensation for compliance with Specific Plan Requirements is included in the
payment for other bid items unless a bid item of work is shown on the bid list item.
15 EXISTING FACILITIES
DIVISION III EARTHWORK AND LANDSCAPE
19 EARTHWORK
Add to Section 19-2.03A General:
Subgrade excavations over existing gas facilities must be undertaken with extra caution.
No heavy equipment shall be used for excavation within 2 feet from centerline of gas
facilities. All excavation within two feet of gas facilities must use hand tools only unless
otherwise allowed by the Engineer and utility owner.
Add to Section 19-5.03A General:
Compaction of subgrade within 2 feet from centerline of existing gas facilities must use
vibratory plate compaction equipment unless otherwise allowed by the Engineer and
utility owner.
20 LANDSCAPE
Add to Section 20-2.01D Payment:
Payment for furnishing and installing irrigation system shall be at the lump sum (LS) price
paid for “Irrigation” and shall include full compensation for furnishing all labor, materials,
tools, equipment and incidentals, and for doing all the work in accordance with the Plans,
Special Provisions and Specifications section 20.2, and as directed by the Engineer. No
additional payment will be made therefor.
Replace Section 20-3.02D PAYMENT with:
Payment for furnishing and installing plants shall be at the lump sum (LS) price paid for
“Planting” and shall include full compensation for furnishing all labor, materials, amend,
tools, equipment and incidentals, and for doing all the work in accordance with the Plans,
Special Provisions and Specifications section 20-3, and as directed by the Engineer. No
additional payment will be made therefor.
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7
Replace Section 20-5.03C(4) PAYMENT with:
The payment quantity for gravel mulch is the volume measured in the vehicle at the point of
delivery.
21 EROSION CONTROL
22 FINISHING ROADWAY
Replace “Not Used” in Section 22-1.04 PAYMENT with:
Payment for finishing roadway is included in the various items of work involved and no
separate payment will be made.
DIVISION IV SUBBASES AND BASES
26 AGGREGATE BASES
DIVISION V SURFACINGS AND PAVEMENTS
37 BITUMINOUS SEALS
Add to the end of Section 37-3.04 PAYMENT:
Payment for furnishing and applying slurry seal (Type II) shall be at the contract unit price
paid per square foot.
39 ASPHALT CONCRETE
Add to Section 39-1.10 Spreading and Compacting Equipment:
When placed directly on subgrade, the first lift of HMA within 2 feet from centerline of
existing gas facilities must be compacted utilizing a plate compactor or other equivalent
lightweight equipment as approved by the Engineer and utility owner.
Replace Section 39-2.01C(9) Miscellaneous Areas and Dikes with:
39-2.01C(9) Miscellaneous Areas, Dikes and Asphalt Berms
Replace first paragraph in Section 39-2.01C(9) Miscellaneous Areas and Dikes
with:
Prepare the area to receive HMA for miscellaneous areas, dikes, and asphalt berms
including excavation and backfill as needed.
Replace "Not Used" in Section 39-2.02D Payment with:
The City does not adjust payment of HMA due to crude oil price index fluctuations.
Payment for tack coat, asphalt binder and asphaltic emulsion is included in the payment
for type of HMA involved and no separate payment will be made.
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8
DIVISION VI STRUCTURES
47 EARTH RETAINING SYSTEMS
Replace the sixth paragraph in Section 47-2.02A MATERIAL, General with:
Rock for rock slope protection at drainpipe outlets must be small-rock slope protection
and must comply with the gradation specified for 7-inch-thick layer in section 72-4.02.
51 CONCRETE STRUCTURES
Add to List in 1st Paragraph, Section 51-1.04 PAYMENT:
5. Box Culvert (Orcutt Road Box Culvert Extension)
6. Wingwall (Orcutt Road Box Culvert Extension)
7. Headwall (Orcutt Road Box Culvert Extension)
8. Retaining Wall (Orcutt Road Driveway Modification)
Replace Section 51-2.02A(4) Payment with:
Payment for furnishing and installing joint sealant identified on the Plans is included in the
payment for “Minor Concrete (Textured Truck Apron/Truck Blister)” and no separate
payment will be made.
52 REINFORCEMENT
Add to Section 52-1.04 PAYMENT:
Payment for furnishing bar reinforcing streel identified on the Plans is included in the
payment for the various bid items and no separate payment will be made.
DIVISION VII DRAINAGE FACILITIES
71 EXISTING DRAINAGE FACILITIES
Replaced “Not Used” in Section 71-1.04 PAYMENT with:
Payment for removing the existing Orcutt Road culvert headwall shall be at the contract unit
price per cubic yard (CY) paid for “Remove Existing Orcutt Road Culvert Headwall” and shall
include full compensation for furnishing all labor, materials, tools, equipment and incidentals,
and for doing all the work in accordance with the Plans, Special Provisions and
Specifications, and as directed by the Engineer. No additional payment will be made
therefor.
Payment for partial removal of the existing Orcutt Road box culvert shall be at the contract
lump sum (LS) price paid for “Partial Orcutt Road Box Culvert Removal” and shall include
full compensation for furnishing all labor, materials, tools, equipment and incidentals, and for
doing all the work in accordance with the Plans, Special Provisions and Specifications, and
as directed by the Engineer. No additional payment will be made therefor.
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9
DIVISION VIII MISCELLANEOUS CONSTRUCTION
72 SLOPE PROTECTION
73 CONCRETE CURBS AND SIDEWALKS
Add between the first and second paragraphs in Section 73-1.01 GENERAL:
Removal of concrete includes the removal of detectable warning surfaces.
Replace the first sentence in paragraph 6 in Section 73-1.04 PAYMENT with:
Detectable warning surface is paid for as a separate bid item.
77 LOCAL INFRASTRUCTURE
Add to the end of Section 77-4.04 PAYMENT:
Payment for furnishing and installing Filterra Offline drainage systems shall be at the
contract lump sum (LS) price paid for “Filterra Offline System” and shall include full
compensation for furnishing all labor, materials, tools, equipment and incidentals, and for
doing all the work in accordance with the Plans, Special Provisions and Specifications, and
as directed by the Engineer. No additional payment will be made therefor.
80 FENCES
Replace Section 80-15.04 RESERVED with:
80-15.04 REMOVE FENCES
80-15.03A General
Section 80-15.04 includes specifications for removing fences.
80-15.03B Materials
Not Used
80-15.03C Construction
Not Used
80-15.04D Payment
Payment for removing existing wire fence shall be at the contract unit price per linear foot
(LF) paid for “Remove Wire Fence” and shall include full compensation for furnishing all
labor, materials, tools, equipment and incidentals, and for doing all the work in accordance
with the Plans, Special Provisions and Specifications, and as directed by the Engineer. No
additional payment will be made therefor.
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10
DIVISION IX TRAFFIC CONTROL DEVICES
81 MISCELLANEOUS TRAFFIC CONTROL DEVICES
82 SIGNS AND MARKERS
Add to the end of Section 82-3.04 PAYMENT:
Payment for furnishing sign panel is not included in the payment for roadside signs - one
post. Sign post and sleeve shall be per City Std 7210.
Payment for furnishing sign panel is not included in the payment for roadside signs - two
post. Sign post and sleeve shall be per City Std 7210.
83 RAILINGS AND BARRIERS
Replace the first paragraph in Section 83-2.02D PAYMENT with:
The payment quantity for Midwest guardrail systems is the length measured along the
face of the element from end post to end post of the completed railing and includes buried
post anchors. The point of measurement at the end post is the center of the bolt attaching
the rail element to the end post. The payment quantity for flared terminal system end
treatment is based on each terminal system end treatment required.
84 MARKINGS
DIVISION X ELECTRICAL WORK
86 ELECTRICAL SYSTEMS
DIVISION XI MATERIALS
90 CONCRETE
DIVISION XIII APPENDICES
Appendix A – Form of Agreement
Appendix B – Jurisdictional Permits
Joint seal material specifications not found or referenced.
Appendix C - PG&E Construction Exhibit
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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
NAME OF PROJECT, SPEC NO.
in strict compliance with the plans and specifications therefor, including any and all
Addenda, adopted by the Owner, in strict compliance with the Contract Documents
hereinafter enumerated.
It is agreed that said labor, materials, tools, equipment, and services shall be furnished and
said work performed and completed under the direction and supervision and subject to the
approval of the Owner or its authorized representatives.
ARTICLE II, CONTRACT PRICE: The Owner shall pay the Contractor as full consideration
for the faithful performance of this Contract, subject to any additions or deductions as
provided in the Contract Documents, the contract prices as follows:
Item
No.
Item Unit of
Measure
Estimated
Quantity
Item Price
(in figures)
Total
(in figures)
1.
2.
3.
BID TOTAL: $ .00
Payments are to be made to the Contractor in compliance with and subject to the provisions
embodied in the documents made a part of this Contract.
Should any dispute arise respecting the true value of any work omitted, or of any extra work
which the Contractor may be required to do, or respecting the size of any payment to the
Contractor, during the performance of this Contract, said dispute shall be decided by the
Owner and its decision shall be final, and conclusive.
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APPENDIX
APPENDIX
1
ARTICLE III, COMPONENT PARTS OF THIS CONTRACT: The Contract consists of the
following documents, all of which are as fully a part thereof as if herein set out in full, and if
not attached, as if hereto attached:
1. Notice to Bidders and Information for Bidders
2. Standard Specifications and Engineering Standards
3. Special Provisions, any Addenda, Plans and Contract Change Orders
4. Caltrans Standard Specifications and Standard Plans 2015
5. Accepted Bid and Bid Bond
6. List of Subcontractors
7. Public Contract Code Sections 10285.1 Statement
8. Public Contract Code Section 10162 Questionnaire
9. Public Contract Code Section 10232 Statement
10. Labor Code Section 1725.5 Statements
11. Bidder Acknowledgements
12. Qualifications
13. Non-collusion Declaration
14. Agreement and Bonds
15. Insurance Requirements and Forms
ARTICLE IV INDEMNIFICATION: The Contractor shall indemnify, defend with legal
counsel approved by City, and hold harmless City, its officers, officials, employees and
volunteers from and against all liability, loss, damage, expense, cost (including without
limitation reasonable legal counsel fees, expert fees and all other costs and fees of
litigation) of every nature arising out of or in connection with the Contractor’s negligence,
recklessness or willful misconduct in the performance of work hereunder or its failure to
comply with any of its obligations contained in this Agreement, except such loss or damage
which is caused by the sole or active negligence or willful misconduct of the City. Should
conflict of interest principles preclude a single legal counsel from representing both the City
and the Contractor, or should the City otherwise find the Contractor’s legal counsel
unacceptable, then the Contractor shall reimburse the City its costs of defense, including
without limitation reasonable legal counsel fees, expert fees and all other costs and fees of
litigation. The Contractor shall promptly pay any final judgment rendered against the City
(and its officers, officials, employees and volunteers) with respect to claims determined by
a trier of fact to have been the result of the Contractor’s negligent, reckless or wrongful
performance. It is expressly understood and agreed that the foregoing provisions are
intended to be as broad and inclusive as is permitted by the law of the State of California
and will survive termination of this Agreement.
The Contractor obligations under this section apply regardless of whether such claim,
charge, damage, demand, action, proceeding, loss, stop notice, cost, expense, judgment,
civil fine or penalty, or liability was caused in part or contributed to by an Indemnitee.
However, without affecting the rights of the City under any provision of this agreement, the
Contractor shall not be required to indemnify and hold harmless the City for liability
attributable to the active negligence of City, provided such active negligence is determined
by agreement between the parties or by the findings of a court of competent jurisdiction. In
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APPENDIX
APPENDIX
2
instances where the City is shown to have been actively negligent and where the City’s
active negligence accounts for only a percentage of the liability involved, the obligation of
the Contractor will be for that entire portion or percentage of liability not attributable to the
active negligence of the City.
ARTICLE V. It is further expressly agreed by and between the parties hereto that should
there be any conflict between the terms of this instrument and the bid of said Contractor,
then this instrument shall control and nothing herein shall be considered as an acceptance
of the said terms of said bid conflicting herewith.
IN WITNESS WHEREOF, the parties to these presents have hereunto set their hands this
year and date first above written.
CITY OF SAN LUIS OBISPO
A Municipal Corporation
__________________________________
Derek Johnson, City Manager
APPROVED AS TO FORM CONTRACTOR:
Name of Company
________________________________
By:________________________________
J. Christine Dietrick
City Attorney
Name of CAO/President
Its: CAO/PRESIDENT
(2nd signature required if Corporation):
By:________________________________
Name of Corporate Officer
Its: ____________________
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APPENDIX
APPENDIX
3
APPENDIX B – JURISDICTIONAL PERMITS
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DRAFTS2460LGL003.docx Page 1 of May 19, 2021
Recording Requested by
and when recorded, return to:
City Clerk
City of San Luis Obispo
990 Palm Street
San Luis Obispo, CA 93401
IRREVOCABLE & PERPETUAL
OFFER TO DEDICATE STREET RIGHT OF WAY
(CORNER OF ORCUTT ROAD AND TANK FARM ROAD)
APN 004-706-024
FOR A VALUABLE CONSIDERATION, receipt of which is hereby acknowledged,
Barbara Parsons Trust, as OFFEROR, hereby OFFERS to the City of San Luis Obispo, a Municipal
Corporation and charter City, as OFFEREE, an irrevocable easement for public street and utilities
purposes upon, over, under and across a portion of certain property described as OPEN SPACE &
CONSERVATION EASEMENT PER DOCUMENT 2012-018090 in the Office of the County Recorder,
City of San Luis Obispo, County of San Luis Obispo, State of California. Said irrevocable easement
offer is described as follows:
See Exhibit A, attached hereto, for legal description and Exhibit B, attached
hereto, for graphical depiction.
Page 145 of 823
DRAFTS2460LGL003.docx Page 2 of May 19, 2021
IN WITNESS WHEREOF, OFFEROR has hereunto caused its/their name(s) to be subscribed this
___________ day of _____________________, 20___.
OFFEROR:
Owner:
Barbara Parsons Trust under agreement dated
January 28, 2000.
By: __________________________________
Print Name: Barbara Parsons, Trustee
By:
__________________________________
Jeanne Helphenstine
The Gary E. Esajian and Elene P. Esajian
Family Trust Under Declaration of Trust
dated June 29, 2006
By:
________________________________
Gary E. Esajian, Co-Trustee
By:
_________________________________
Elene P. Esajian, Co-Trustee
OFFEREE:
THE CITY OF SAN LUIS OBISPO, a public
agency corporate and politic
NO SIGNATURE REQUIRED FOR CITY
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(Attach Notary Certificate)
(Attach Beneficiary Subordination)
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CONSENT OF BENEFICIARY TO SUBORDINATE
_____________________________________ is a Beneficiary under that certain Deed of Trust(s)
dated _____________________, executed by _________________________________, Trustor, and
recorded _________________________________ as Instrument Number(s)
___________________________ of Official Records in the Office of the County Recorder, County
of San Luis Obispo, State of California. The Deed of Trust(s) encumber(s) the real property
described in the attached offer. As the Beneficiary of said Deed of Trust(s), the undersigned hereby
consents (a) to the execution and recordation of the attached Irrevocable & Perpetual Offer to
Dedicate Street Right of Way, (b) to the execution and recordation of an easement to the City of San
Luis Obispo, if the offer is accepted by the City, and (c) to subordinate the undersigned’s interest in
the real property to the Irrevocable & Perpetual Offer to Dedicate Street Right of Way, and the
easement.
Date: _____________ ______________________________________
Beneficiary
Date: _____________ ______________________________________
Beneficiary
[Signatures of Beneficiaries must be notarized.]
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EXHIBIT “A”
RIGHT OF WAY
All that certain real property situate in the City of San Luis Obispo, County of San Luis
Obispo, State of California, located in the Southwest one-quarter of Section 6, Township
31 South, Range 13 East, M.D.B. & M., described as follows:
BEGINNING at a rebar and cap shown as set per record of survey filed September 29,
1998 in Book 77 of Licensed Surveys at Page 43, San Luis Obispo County Records at the
intersection of the northerly line of Tank Farm Road and the southwesterly line of Orcutt
Road;
thence from said POINT OF BEGINNING along said northerly line North 89°22’42” West,
161.49 feet;
thence leaving said northerly line North 65°31’50” East, 47.05 feet;
thence northeasterly, along a tangent curve concave northwesterly having a radius of
44.00 feet, through a central angle of 77°56'48", an arc distance of 59.86 feet;
thence North 12°24’58” West, 58.58 feet;
thence North 73°46’55” East, 2.72 feet;
thence North 16°13’05” West, 1.66 feet;
thence North 29°09’04” West, 6.40 feet;
thence North 77°07’25” West, 10.15 feet;
thence South 12°52’35” West, 11.65 feet;
thence North 75°47’16” West, 14.00 feet;
thence North 13°19’45” East, 30.11 feet;
thence South 69°19’10” East, 2.93 feet;
thence North 56°12’10” East, 1.05 feet;
thence North 36°16’51” West, 95.05 feet;
thence northwesterly, along a tangent curve concave northeasterly having a radius of
1026.13 feet, through a central angle of 0°36'55", an arc distance of 11.02 feet;
thence non-tangent to last mentioned curve South 60°16’37” West, 23.70 feet to a point
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that bears South 23°20’31” East, 9.59 feet from an angle point in the northwesterly line of
Lot 170 as shown on the map of Tract 3063-Phase 1, filed April 9, 2018 in Book 37 of
Maps at Pages 59 through 71, San Luis Obispo County Records;
thence North 23°20’31” West, 9.59 feet to said angle point;
thence along the northwesterly line of said Lot 170 the following three (3) courses;
thence North 23°20’31” West, 161.50 feet;
thence North 31°16’47” West, 239.70 feet;
thence North 1°29’54” West, 20.00 feet to said southwesterly line of Orcutt Road;
thence along said southwesterly line South 32°59’11” East 732.98 feet to the TRUE
POINT OF BEGINNING;
Containing 20,258 square feet or 0.47 acres more or less.
The basis of bearings for this legal description is identical to that of the map of Tract 3063-
Phase 1, filed April 9, 2018 in Book 37 of Maps at Pages 59 through 71, San Luis Obispo
County Records.
5-19-21
Brian R. Howard PLS 7250 Date
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Recording Requested by
and when recorded, return to:
City Clerk
City of San Luis Obispo
990 Palm Street
San Luis Obispo, CA 93401
DRAINAGE EASEMENT AGREEMENT (FOR MAINTENANCE)
APN 004-706-024
FOR A VALUABLE CONSIDERATION, receipt of which is hereby acknowledged,
Barbara Parsons Trust, as GRANTOR, hereby GRANTS to the City of San Luis Obispo, a Municipal
Corporation and charter City, as GRANTEE, an irrevocable easement for drainage and maintenance
purposes upon, over, under and across a portion of certain property described as OPEN SPACE &
CONSERVATION EASEMENT PER DOCUMENT 2012-018090 in the Office of the County Recorder,
City of San Luis Obispo, County of San Luis Obispo, State of California. Said irrevocable easement
offer is described as follows:
See Exhibit A, attached hereto, for legal description and Exhibit B, attached
hereto, for graphical depiction.
Page 153 of 823
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This Drainage Easement Agreement (“Agreement”), dated for reference purposes as of
____________, 2021, is hereby made by and between Barbara Parsons Trust (“Grantor”) and THE
CITY OF SAN LUIS OBISPO, a public agency corporate and politic (“Grantee”).
Recitals
WHEREAS, Grantor is the owner of certain real property located in the City of San Luis
Obispo, County of San Luis Obispo, State of California, described as OPEN SPACE AND
AGRICULTUAL CONSERVATION EASEMENT (Doc. 2012018090).
WHEREAS, Grantor and Grantee enter into this Agreement for the purpose of Grantee’s
receiving an easement for the purposes described below in this Agreement in that portion of OPEN
SPACE AND AGRICULTUAL CONSERVATION EASEMENT (Doc. 2012018090) described in
Exhibit A attached hereto (“Drainage Easement”). The Easement Area is graphically depicted in
Exhibit B attached hereto.
NOW, THEREFORE, with regard to the foregoing Recitals and for good and sufficient
consideration, the adequacy of which is acknowledged, Grantor and Grantee agree as follows:
1. Grant of Easement. Grantor hereby grants a nonexclusive easement to Grantee
“THE CITY OF SAN LUIS OBISPO” to use the Easement Area for maintenance purposes as
described herein. The easement granted herein consists of the following rights: (a) a right to
maintain and repair the Easement Area in order to allow surface water drainage from private property,
open space property, and public roadway to flow across the Easement Area; and (b) a right of access
across property lines for the purpose of maintaining, inspecting and/or repairing the Easement Area.
2. Restrictions on Grantor’s Use of Easement Area. Grantor shall not: (a) cause or
allow any obstructions, improvements, planting or other material to be placed within the Easement
Area that would interfere with Grantee’s use thereof for drainage purposes or otherwise alter the
direction of surface water flow through the Easement Area; (b) cause or allow a change in the slope
of the surface of the ground within the Easement Area in a manner that would interfere with
Grantee’s use thereof for drainage purposes or otherwise alter the direction of surface water flow
through the Easement Area; or (c) cause or allow any other activity to take place that would interfere
with Grantee’s use of the Easement Area for drainage purposes or otherwise alter the direction of
surface water flow through the Easement Area.
3. Entire Agreement. This instrument contains the entire agreement between the parties
relating to the rights herein granted and the obligations herein assumed.
4. Attorneys' Fees. In the event of any controversy, claim or dispute relating to or
arising out of this Agreement or breach thereof, the prevailing party in any civil action shall be entitled
to recover its reasonable expenses, including attorneys' fees and costs.
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DRAFTS2460LGL004.docx Page 3 of 2 May 19, 2021
5. Covenants Running with the Land. The easement and covenants herein contained
shall be equitable servitudes and covenants running with the land in perpetuity.
6. Successors and Assigns. All of the provisions, agreements, rights, powers, covenants
and obligations contained in this Agreement shall be binding upon and shall inure to the benefit of the
parties hereto, their respective heirs, successors, assigns, devisees, administrators, representatives,
lessees and all other persons acquiring any interest in the property described by which this easement is
created, whether by operation of law or any manner whatsoever.
7. Amendment or Termination. This Agreement may only be amended or terminated
by an agreement in writing signed by all parties to this Agreement, or their successors in interest, and
recorded in the Official Records of San Luis Obispo County, California. Any amendment or
termination of this Agreement must also be approved in writing by the City of San Luis Obispo in order
to be effective.
8. Recitals and Exhibits. The foregoing recitals and all exhibits attached hereto are
hereby incorporated by reference into this Agreement as though they were fully set forth herein.
9. Authority. The undersigned, by their signatures below, represent and warrant that
they are duly authorized to execute this Agreement.
10. Counterparts. This Agreement may be executed in one or more counterparts, each
of which shall be deemed an original, and all taken together, shall constitute one and the same
instrument.
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DRAFTS2460LGL004.docx Page 4 of 2 May 19, 2021
IN WITNESS WHEREOF, Grantor and Grantee have executed this Drainage Easement
Agreement effective as of the date first written above.
GRANTOR: GRANTEE:
Owner:
Barbara Parsons Trust under agreement dated
January 28, 2000.
THE CITY OF SAN LUIS OBISPO, a public
agency corporate and politic
By: __________________________________ By: ___________________________________
Print
Name:
Barbara Parsons, Trustee Print
Name:
___________________________
By:
__________________________________
Jeanne Helphenstine
The Gary E. Esajian and Elene P. Esajian
Family Trust Under Declaration of Trust
dated June 29, 2006
By:
________________________________
Gary E. Esajian, Co-Trustee
By:
_________________________________
Elene P. Esajian, Co-Trustee
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DRAFTS2460LGL004.docx Page 1 of 2 May 19, 2021
EXHIBIT “A”
DRAINAGE EASEMENT
All that certain real property situate in the City of San Luis Obispo, County of San Luis
Obispo, State of California, located in the Southwest one-quarter of Section 6, Township
31 South, Range 13 East, M.D.B. & M., described as follows:
COMMENCING at a rebar and cap shown as set per record of survey filed September 29,
1998 in Book 77 of Licensed Surveys at Page 43, San Luis Obispo County Records at the
intersection of the northerly line of Tank Farm Road and the southwesterly line of Orcutt
Road;
thence from said POINT OF COMMENCEMENT along said northerly line North 89°22’42”
West, 161.49 feet to the TRUE POINT OF BEGINNING;
thence from said TRUE POINT OF BEGINNING leaving said northerly line North
65°31’50” East, 47.05 feet;
thence northeasterly, along a tangent curve concave northwesterly having a radius of
44.00 feet, through a central angle of 77°56'48", an arc distance of 59.86 feet;
thence North 12°24’58” West, 58.58 feet;
thence North 73°46’55” East, 2.72 feet;
thence North 16°13’05” West, 1.66 feet;
thence North 29°09’04” West, 6.40 feet;
thence North 77°07’25” West, 10.15 feet;
thence South 12°52’35” West, 11.65 feet;
thence North 75°47’16” West, 22.44 feet;
thence southwesterly, along a tangent curve concave southeasterly having a radius of
44.56 feet, through a central angle of 106°32'40", an arc distance of 82.87 feet to a
reverse curve;
thence southwesterly, along said reverse curve concave northwesterly having a radius of
25.00 feet, through a central angle of 34°01'34", an arc distance of 14.85 feet to a reverse
curve;
thence southwesterly, along said reverse curve concave southeasterly having a radius of
204.05 feet, through a central angle of 21°23'02", an arc distance of 76.16 feet to the
northerly line of said Tank Farm Road;
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thence along said northerly line South 89°22’42” East, 66.56 feet to the TRUE POINT OF
BEGINNING.
Containing 12,986 square feet or 0.30 acres more or less.
The basis of bearings for this legal description is identical to that of the map of Tract 3063-
Phase 1, filed April 9, 2018 in Book 37 of Maps at Pages 59 through 71, San Luis Obispo
County Records.
5-19-21
Brian R. Howard PLS 7250 Date
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DRAFTPage 159 of 823
DRAFTPage 160 of 823
Project Vicinity Map
Page 161 of 823
Construction Detour
Closure of Tank Farm Through Traffic
70 days
LEGEND
Project Location
Road Closure
Primary Detour
Route
Secondary
Detour Route
Page 162 of 823
Construction Detour
Closure of Orcutt Through Traffic
40 days
LEGEND
Project Location
Road Closure
Detour Route
Page 163 of 823
Page 164 of 823
Department Name: Public Works
Cost Center: 5010
For Agenda of: October 20, 2020
Placement: Consent
Estimated Time: N/A
FROM: Matt Horn, Public Works Director
Prepared By: Luke Schwartz, Transportation Manager
SUBJECT: CONSIDERATION OF A REGIONAL SURFACE TRANSPORTATION
RSTP) EXCHANGE / SURFACE TRANSPORTATION BLOCK GRANT
STBG) COOPERATIVE AGREEMENT WITH THE SAN LUIS OBISPO
COUNCIL OF GOVERNMENTS (SLOCOG)
RECOMMENDATION
1. Adopt a Resolution authorizing the City Manager to execute the SLOCOG RSTP Exchange /
STBG Cooperative Agreement No. SLO-FAST-01; and
2. Approve the priority of projects proposed for use of discretionary Urban State Highway
Account (USHA), funding allocations (Table 1); and
3. Authorize the Assistant City Manager or their designee to prepare and submit future grant
applications for projects eligible for competitive grants administered by SLOCOG; and
4. Authorize the Assistant City Manager or their designee to execute SLOCOG grant
reimbursement requests and other related grant documents on behalf of the City; and
5. Authorize the Finance Director to augment the budget and appropriate grant funds and
approve budget amendments on a project-by-project basis to appropriate Regional State
Highway Account (RSHA), Urban State Highway Account (USHA), and Saf e Route to
Schools (SRTS) grant funds administered by SLOCOG.
DISCUSSION
Background
As the Metropolitan Planning Organization and Regional Transportation Planning Agency for
the San Luis Obispo County region, the San Luis Obispo Council of Governments (SLOCOG)
handles a variety of responsibilities, including administering funding from State, federal, and
regional sources to local agencies. The Surface Transportation Block Grant (STBG) Program, a
Federal-aid funding program, provides flexible funding that may be used by states and localities
for transportation projects; however, use of federal funds can often prove challenging for local
entities, as use these funds often requires non-federal match requirements, burdensome
administrative obligations, and additional environmental analysis for compliance with the
National Environmental Policy Act (NEPA).
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For this reason, the State of California established the Regional Surface Transportation Program
RSTP), which allows agencies such as SLOCOG to exchange its apportionment of federal
STBG program funds for non-federal RSTP exchange funds, thereby eliminating many of the
burdensome obligations associated with use of federal funds.
SLOCOG distributes RSTP funds to the local jurisdictions within the San Luis Obispo County
region both on a competitive basis, in the form of Regional State Highway Account (RSHA) and
Safe Route to School (SRTS) grant funds, and as “local choice apportionments” in the form of
Urban State Highway Account (USHA) funds, which are distributed on a fair-share basis to each
locality within the County based on population. From FY2013-14 through FY2020-21,
SLOCOG has programmed up to $2.4 million in STBG/RSTP grant funds to be used for eligible
transportation projects within the City of San Luis Obispo. To date, approximately $400,000 has
been reimbursed or is reflected in in-progress reimbursement requests to SLOCOG, leaving an
available balance of approximately $2.0 million for eligible City projects.
In order for local agencies to request reimbursement for work performed on eligible
STBG/RSTP funded projects, a Cooperative Agreement must be executed between the local
agency and SLOCOG. A Cooperative Agreement is a general agreement regarding the
responsibilities of each agency in relation to administration of these funds. While the City of San
Luis Obispo has been successfully receiving reimbursements for eligible grant -funded work
through an existing Cooperative Agreement with SLOCOG from 2009, SLOCOG has requested
that the City enter into an updated Cooperative Agreement in order to continue to receive
reimbursement for work performed on eligible projects. The updated Cooperative Agreement
identifies the current USHA/RSHA funding allocations, current instructions and standardized
forms for reimbursement requests. For this reason, staff recommends that the Council adopt a
Resolution (Attachment A) authorizing the City manager to execute the SLOCOG RSTP
Exchange/STBG Cooperative Agreement No. SLO-FAST-01 (Attachment B).
Projects Identified for Use of STBG/RSTP Grant Funds
Table 1 below summarizes the capital improvement projects proposed for use of STBG/SRTS
grant funds. RSHA and SRTS grant funds are allocated to specific projects based on a
competitive process involving SLOCOG Board approval—the City does not have discretionary
authority to use these funds for other projects without explicit approval by SLOCOG. USHA
grant funds are administered by SLOCOG as “local choice” apportionments, where the City has
more discretionary flexibility to allocate funds to projects of the City’s choosing, as long as these
projects provide operational and/or safety improvements along eligible Federal-aid Urban
System (FAUS) routes.
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Table 1 – Projects Recommended for Use of STBG/RSTP Grant Funds
Funding Source Project Name Programmed
thru FY2020-21
Available Balance
thru FY2020-21
RSHA Railroad Safety Trail (Taft to
Pepper Segment)
300,000 $300,000**
RSHA Signal & Intersection
Improvements Citywide –
Orcutt/Tank Farm Roundabout
370,000 $370,000
Subtotal RSHA $670,000 $670,000
USHA Previous Completed Projects $295,330 $0*
USHA Broad/Woodbridge Pedestrian
Hybrid Beacon
140,000 $140,000**
USHA Orcutt/Tank Farm Roundabout $994,670 $994,670
Subtotal USHA $1,430,000 $1,134,670
SRTS Cycle 2 Ramona to Foothill SRTS Path
HAWK (Anholm Phase 1A)
100,000 $0*
SRTS Cycle 3 Anholm Neighborhood
Greenway Phase 1B
200,000 $200,000
Subtotal SR $300,000 $200,000
TOTAL ALL FUNDING SOURCES $2,400,000 $2,004,670
Funds have already been reimbursed, or reimbursement request has been approved by SLOCOG and is in process
under previous 2009 Cooperative Agreement.
Funds already reflected in the City’s currently adopted FY2019-21 Financial Plan and/or FY2020-21
Supplemental Budget
As shown in the table above, the proposed funding allocation would apply $1.36 million in new
funding (RSHA and USHA funds) to the Orcutt Road/Tank Farm Road Roundabout Project,
which is planned for construction in spring of 2021. This would allow for the deprogramming of
an equivalent amount of local funds currently allocated to this project. Staff would seek separate
approval by Council for future projects from that deprogramming.
Policy Context
The recommended actions are consistent with the City of San Luis Obispo’s Financial
Management Manual, Section 740 – Grant Management Policy. The policy states that the
Council will approve grant applications in excess of $5,000 and delegates receipt and contract
execution authority to the City Manager. The competitive grants administered via the SLOCOG
Cooperative Agreement—projects funded through RSHA funds and SLOCOG SRTS grant funds
as shown in Table 1 above—have already been solicited and awarded to the City.
Public Engagement
This item is on the Council Agenda for the October 20, 2020 meeting and will follow all required
postings and notifications. The public may have an opportunity to comment on this item at or
before the meeting.
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CONCURRENCE
The Director of the Finance Department concurs with the staff recommendation.
ENVIRONMENTAL REVIEW
The California Environmental Quality Act (CEQA) does not apply to the recommended action in
this report because the action does not constitute a “Project” under CEQA Guidelines Section
15378. The individual projects funded with grant funds administered under the Cooperative
Agreement will include the necessary environmental reviews and studies prior to
implementation.
FISCAL IMPACT
Budgeted: No Budget Year: 2020-21
Funding Identified: Yes
Fiscal Analysis:
Funding Sources
Current FY
Cost
Annualized
On-going Cost
Total Project
Cost
General Fund
State STBG/RSTP – RSHA Grant
Funds
670,000 $670,000
State STBG/RSTP – USHA Grant
Funds
1,134,670 $1,134,670
State STBG/RSTP – SLOCOG SRTS
Grant Funds
200,000 $200,000
Federal
Fees
Other:
Total $2,004,670 $2,004,670
There is no direct fiscal impact associated with executing the Cooperative Agreement itself.
Of the $2,004,670 in available STBG/RSTP grant funds programmed for the City of San Luis
Obispo, $300,000 in RSHA funds have already been allocated to the Railroad Safety Trail (Taft
to Pepper) project and $140,000 in USHA funds have already allocated to the Broad/Woodbridge
Pedestrian Hybrid Beacon project in the current FY2019-21 Financial Plan and FY2020-21
Supplemental Budget. The remaining available balance of $1,564,670 in STBG/RSTP grant
funds has yet to be appropriated by the City to individual projects and would represent new
funding not included in the FY2019-21 budget. As grant funds are appropriated to individual
projects (per Table 1), this will allow for the de-programming of equivalent local funds (General
Fund, Local Revenue Measure, Transportation Impact Fee) currently committed to these
projects.
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ALTERNATIVES
Do not authorize execution of the Cooperative Agreement. This is not recommended as this
action allows for the use of alternative funding (non-local) to further leverage existing local
funds.
Attachments:
a - Draft Resolution
b - Exhibit 1 to Resolution - Draft FAST Cooperative Agreement
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RESOLUTION NO. _____ (2020 SERIES)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, AUTHORIZING THE CITY MANAGER TO
EXECUTE THE SAN LUIS OBISPO COUNCIL OF GOVERNMENTS
REGIONAL SURFACE TRANSPORTATION EXCHANGE / SURFACE
TRANSPORTATION BLOCK GRANT COOPERATIVE AGREEMENT
NO. SLO-FAST-01
WHEREAS, the City and the San Luis Obispo Council of Governments (SLOCOG) are
authorized, pursuant to requirements of Fixing America’s Surface Transportation Act (FAST Act)
1109(a), to enter into a Cooperative Agreement for any transportation purpose within the City;
and
WHEREAS, the SLOCOG Board approved allocation of urban and regional Surface
Transportation Block Grant (STBG) Program funds for projects within the City of San Luis
Obispo; and
WHEREAS, SLOCOG intends to exchange its apportionment of Federal Surface
Transportation Block Grant (STBG) funds for Regional Surface Transportation Exchange (RSTP
Exchange) funds for the projects within the City, therefore eliminating the non -federal match and
compliance with the National Environmental Policy Act (NEPA).
WHEREAS, CEQA Guidelines Section 15064.7(b) allows lead agencies to adopt
thresholds of significance for the lead agency’s general use in its environmental review process.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis Obispo
as follows:
SECTION 1. The Council hereby authorizes the City Manager to execute the San Luis
Obispo Council of Governments RSTP Exchange/STBG Cooperative Agreement No. SLO-FAST-
01 (Exhibit 1).
SECTION 2. The Council hereby authorizes the Assistant City Manager or their designee
to prepare and submit future grant applications for competitive grant programs administered by
SLOCOG.
SECTION 3. The Council hereby authorizes the Assistant City Manager or their designee
to execute SLOCOG grant reimbursement requests and other related grant documents on behalf of
the City.
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Resolution No. _____ (2020 Series) Page 2
R ______
SECTION 4. Environmental Review. No environmental review is required for execution
of a Cooperative Agreement or grant submittals, as the proposed actions are not a “project” under
CEQA Guidelines Section 15378.
Upon motion of Council Member ______________, seconded by Council Member
and on the following roll call vote:
AYES:
NOES:
ABSENT:
The foregoing resolution was adopted this _____ day of _____________________ 2020.
Mayor Heidi Harmon
ATTEST:
Teresa Purrington
City Clerk
APPROVED AS TO FORM:
J. Christine Dietrick
City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City
of San Luis Obispo, California, on ______________________.
Teresa Purrington
City Clerk
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SLOCOG RSTP Exchange/STBG General Cooperative Agreement page 1
San Luis Obispo Council of Governments
Agreement No. SLO-FAST-01
RSTP EXHANGE/STBG COOPERATIVE AGREEMENT
THIS AGREEMENT, ENTERED INTO ON THE DATE BELOW STATED is between the San Luis Obispo
Council of Governments, referred to herein as "SLOCOG", and the
CITY OF SAN LUIS OBISPO
a municipal corporation and
political subdivision of the
State of California, referred
to herein as the "CITY".
RECITALS
WHEREAS, SLOCOG and the CITY are authorized, pursuant to requirements of the Fixing America’s
Surface Transportation (FAST Act), FAST Act § 1109(a), to enter into a Cooperative Agreement for any
transportation purpose within the CITY; and
WHEREAS, The FAST Act’s Surface Transportation Block Grant Program, acknowledging that this
program has the most flexible eligibilities among all Federal-aid highway programs, and aligning the
program’s name with how FHWA has historically administered it; and
WHEREAS, the SLOCOG Board approved allocation of regional Surface Transportation Block Grant
Program (STBGP) funds for the projects identified on the attached Table 1 (summary table and project
summary sheets) and STBGP Program continues all prior STP eligibilities (see in particular 23 U.S.C.
133(b)(15), as amended, each of the individual project is herein referred to as “PROJECT”; and
WHEREAS, SLOCOG intends to exchange its apportionment of Federal Surface Transportation Block
Grant Program (STBGP) funds for Regional Surface Transportation Exchange (RSTP Exchange) funds
for the PROJECTs, therefore eliminating the non-federal match and compliance with the National
Environmental Policy Act (NEPA); and
WHEREAS, all applicable laws, regulations, and policies relating to the use of Regional Surface
Transportation Program Exchange (RSTP Exchange) funds for the PROJECTs, shall apply
notwithstanding any other provisions of this Agreement; and
WHEREAS, all obligations of the CITY under the terms of this Agreement are subject to funding
appropriation by the Legislature, and the receipt and allocation of funding by SLOCOG; and
NOW, THEREFORE, in consideration of the above noted findings and considerations, the parties
agree as follows:
1) The CITY agrees to administer each PROJECT and conduct the applicable environmental process
required under the California Environmental Quality Act (CEQA) for each PROJECT.
2) The CITY agrees to advertise, open and review bids, and to award the contract for each applicable
PROJECT (or combination of projects) as needed, in accordance with State laws.
3) The CITY agrees that all phases of each PROJECT will be developed in accordance with policies,
procedures, practices, standards, regulations, and laws that apply to the CITY, Caltrans (where
appropriate), and SLOCOG General Programming Requirements, the 2016 Annual Exchange
Agreement and subsequent STBGP annual exchange agreements between SLOCOG and the State
of California (Department of Transportation). If in the judgment of SLOCOG a project may impact a
street, road or highway owned or controlled by a jurisdiction other than CITY (including without
limitation the County, another city, or the State of California), SLOCOG may require the CITY to
establish a project development team (PDT) composed of representatives of such jurisdictions, as
well as SLOCOG.
EXHIBIT 1Item 4
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SLOCOG RSTP Exchange/STBG General Cooperative Agreement page 2
4) The CITY agrees to construct each PROJECT in accordance with the plans and specifications of the
CITY (and Caltrans when PROJECT involves state highway facilities), and in accordance with the
conditions of funding adopted by SLOCOG.
5) The CITY agrees to maintain the facilities constructed, improved, or otherwise modified.
6) The CITY agrees to utilize, for each PROJECT, an amount of Regional or Urban RSTP Exchange
funds equal to or less than that adopted by SLOCOG, and that SLOCOG’s total obligation shall not
exceed the amounts shown in Table 1 unless a greater amount has been authorized in advance in
writing by SLOCOG.
7) The CITY agrees to account for all costs for the PROJECTS to be paid by SLOCOG pursuant to this
Agreement and agrees to perform all the reimbursable work for each project according to the billing
period identified in the project summary sheets.
8) After the opening of bids on applicable PROJECTS, the CITY shall notify SLOCOG of any cost
overruns or underruns to the original cost estimate. The following will be assumed and reflected in
SLOCOG's RSTP Exchange accounting spreadsheets:
a) If less funding than what was programmed is required for a PROJECT, the cost savings will be
made available for reprogramming into another CITY project as approved by SLOCOG.
b) If more funding than what was programmed is required for a PROJECT, the CITY will be solely
responsible for providing the additional funding, which can be comprised of various non-regional
funding sources, including cost savings from other CITY RSTP Exchange projects.
9) The CITY may submit an invoice for reimbursement of funds expended for each PROJECT no more
than once a month, using the attached Reimbursement Request Form (Exhibit A). All Payments will
be prorated between CITY and SLOCOG based on the agreed percentages of funding, as adopted by
SLOCOG and listed on each project summary sheet. All invoices must contain the following:
a. RSTP Exchange PROJECT number and name
b. A brief description of work accomplished during the billing period.
c. A copy of the consultant’s bill to the CITY (if applicable).
d. Amount expended by the CITY during the billing period, with evidence of funds expended (e.g.
a copy of a CITY check to consultant or accounting documentation, etc.)
e. Amount requested for reimbursement for the billing period
10) SLOCOG agrees to reimburse the CITY within 30 days of receipt of a completed reimbursement
request form (Exhibit A) with all applicable attachments and signatures or as funds become available
on a “1st come, 1st served” basis, an amount expended by the CITY during the invoices' billing period
less the aforesaid proration. If a PROJECT receives both Regional and Urban Regional Surface
Transportation Exchange funding (referred to in Exhibits hereto as “Regional” and “Urban”
respectively), reimbursements shall be made on a pro rata basis from each source for SLOCOG’s
share. SLOCOG's total obligation for each PROJECT cost shall not exceed the amount shown in
Table 1,” unless SLOCOG has in writing authorized a greater amount per adopted SLOCOG policy.
11) Within two months of either the execution of this agreement or each PROJECT’s completion and all
work incidental thereto, whichever comes later, the CITY must provide SLOCOG certification in the
form provided in Exhibit B hereto, of completion in accordance with the provisions in this Agreement,
and a final invoice containing those items listed above. In the event that final project costs are less
than those listed on Table 1, hereto, the funds shall be reallocated in accordance with SLOCOG
RSTP Exchange policy Exhibit C.
12) If this project has been paid for either entirely, or in part with Regional RSTP Exchange funds, and
CITY, or any of its officials, chooses to publicly memorialize participation in said project, then CITY
shall also memorialize SLOCOG’s financial participation in said project in a manner agreeable to
SLOCOG. This paragraph shall apply to, but is not limited to, signage during construction,
representation at dedications and placement of plaques or other objects of memorialization, whether
at or near the project site or not.
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SLOCOG RSTP Exchange/STBG General Cooperative Agreement page 3
13) The CITY grants to the State of California and/or SLOCOG access to the CITY's books and records
for the purpose of verifying that RSTP Exchange funds paid are properly accounted for and the
proceeds are expended in accordance with the terms of this Agreement. All documents shall be
available for inspection by authorized Caltrans and/or SLOCOG agents at any time during the
PROJECT development and for a four-year period from the date of completion, or for one year after
the audit is completed or waived by Caltrans and/or SLOCOG, whichever is later.
14) Upon completion of all work under this Agreement, ownership and title to all materials will
automatically be vested in the CITY and no further agreement will be necessary to transfer ownership
to the CITY.
15) If existing public and/or private utilities conflict with the PROJECT construction or violate the CITY’s
encroachment policy (as applicable), the CITY shall make all necessary arrangements with the
owners of such utilities for their protection, relocation or removal. The CITY shall review the plans for
protection, relocation or removal. If there are costs of such protection, relocation, or removal which
the CITY must legally pay, the CITY shall pay the cost of said protection, relocation or removal, plus
cost of engineering, overhead and inspection. If any protection, relocation or removal of utilities is
required, such work shall be performed in accordance with CITY policies and procedures.
16) The CITY shall defend, indemnify and save harmless SLOCOG, its officers and employees from all
and any claims, demands, damages, costs, expenses, judgments, attorneys’ fees or any liability
arising out of this Cooperative Agreement to the performance or attempted performance of the
provisions hereof, or any project referred to in the Exhibits hereto. Nothing contained in the foregoing
indemnity provision shall be construed to require CITY to indemnify SLOCOG against any
responsibility of liability in contravention of Civil Code section 2782.
17) If the CITY transfers its risk connected with design or construction of this project to independent
contractors, CITY agrees to use its best efforts to obtain the independent contractor’s inclusion of
SLOCOG as an indemnitee and in any insurance procured by such independent contractor(s) for the
project, to name SLOCOG as an additional insured.
18) Both the CITY and SLOCOG shall designate a Project Coordinator who shall represent the respective
agencies and through whom all communications between the parties to this agreement shall occur.
19) Both parties agree that if, in the course of carrying out the PROJECT, there is a disagreement among
the Project Coordinators over the direction of the project, the matter will be forwarded through a three
step conflict resolution process. First, resolution will be attempted between the CITY Manager and
SLOCOG Executive Director. If a dispute continues, a determination shall be made by the SLOCOG
Executive Committee, and, if required, final determination by the full SLOCOG Board.
20) Nothing in the provisions of this Agreement is intended to create duties, obligations, or rights for third
parties not signatories to this Agreement or affect the legal liability of either party of the Agreement by
imposing any standard of care with respect to the maintenance of local roads different from the
standard of care imposed by law.
21) No alteration or variation of the terms of this Agreement shall be valid unless made in writing and
signed by the parties thereto, and no oral understanding or agreement not incorporated herein or in
the attached Table 1 shall be binding on any of the parties thereto.
22) This Agreement may be terminated or provisions contained therein may be altered, changed, or
amended by mutual consent, in writing, of the parties hereto.
23) Prior to award of a contract for any PROJECT, SLOCOG may terminate the applicable PROJECT in
the Cooperative Agreement by written notice, provided SLOCOG pays the CITY for all PROJECT-
related costs reasonably incurred by the CITY prior to termination. Also, prior to award of a contract
for any PROJECT, the CITY may terminate the applicable PROJECT in the Cooperative Agreement
by written notice, provided the CITY pays SLOCOG for all costs reasonably incurred by SLOCOG
prior to termination.
Item 4
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SLOCOG RSTP Exchange/STBG General Cooperative Agreement page 4
SIGNATURES:
CITY OF SAN LUIS OBISPO SAN LUIS OBISPO COUNCIL OF GOVERNMENTS
By: ___________________________________ By: ___________________________________
Derek Johnson, City Manager Peter Rodgers, Executive Director
Date: _______________ Date: _______________
ATTEST:
By: ____________________________________
Teresa Purrington, City Clerk
APPROVED AS TO FORM AND LEGAL EFFECT:
By: ____________________________________ By:___________________________________
J. Christine Dietrick, City Attorney Nina Negranti, SLOCOG Counsel
Date: _______________ Date: _______________
Item 4
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SLOCOG RSTP Exchange/STBG General Cooperative Agreement page 5
TABLE 1
CITY OF SAN LUIS OBISPO PROJECTS
for
Agreement No. SLO-FAST-01
SLOCOG# Program Project Name Programmed Balance
SMAPSL02R RSHA
Railroad Safety Trail - Taft
to Pepper Segment - ATP-
5016(057)
300,000 $300,000
SMAPSL03R RSHA Signal & Intersection
Improvements Citywide $370,000 $370,000
SMAPSLO1U USHA USHA - City of SLO (FY
13/14 - 20/21) $1,430,000 $1,134,670
SMAPCG04R SRTS Cycle 2
Ramona to Foothill SRTS
Path & HAWK (Anholm
Phase 1A)
100,000 $0
SMAPCG04R SRTS Cycle 3 Anholm Neighborhood
Greenway Phase 1B $200,000 $200,000
Total $2,400,000 $2,004,670
Item 4
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SLOCOG RSTP Exchange/STBG General Cooperative Agreement page 6
EXHIBIT A
San Luis Obispo Council of Governments
Regional Surface Transportation Program Exchange (RSTP Exchange)
REIMBURSEMENT REQUEST FORM
Agency Name: Date:
Contact Person:
Project Number(s): Regional: Urban:
Project Title:
This Invoice Covers Work Completed from: / / to: / /
Project Budget Information: (complete box below - refer to cooperative agreement
Table 1” for budget information)
Total SPENT This invoice -$ When using electronic format: fill in unshaded areas only
Regional Urban
Other Sources
Non Regional
TOTAL
must equal 100%)
Reimbursement Rate by Fund
Source (must be consistent with Exhibit
A Project Sheet)
0%
Pro-rata Reimbursement by
Funding Source
Regional/Urban)
Please send a check for $
Total RSTP Exchange share due this invoice (total of heavier shaded
boxes above)
Attachments: 1) A brief description of work completed; and
2) Consultant invoices
3) Proof of payment (e.g. copy of City check to consultant).
Signed:
Agency Rep.)
Shaded boxes below for SLOCOG Use
Regional Planner Approval Accounting Initials
Item 4
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SLOCOG RSTP Exchange/STBG General Cooperative Agreement page 7
EXHIBIT B
PROJECT COMPLETION FORM
for
RSTP Exchange Projects
This form notifies SLOCOG of project completion in accordance with the provisions in the Cooperative
Agreement noted below. Our records indicate that the project listed below, funded all or in part with
RSTP Exchange funds, has been completed:
Project Name:
Project Number(s):
Cooperative Agreement Date (Recipient Agency):
Approved RSTP amount:
I certify, on behalf of the City/County
name of authorized official
of , that the project named above was completed
name of jurisdiction
on_____________________ in accordance with the provisions set forth in the cooperative
approximate date of completion
agreement dated ___________________________. It is my understanding that all savings
date jurisdiction representative signed
from a cost underrun will be returned to for
City/County or SLOCOG
reprogramming in accordance with the cooperative agreement.
Signed: Date:
signature of authorized official date signed
Return completed and signed Project Completion Forms within 2 months of the completion of each
project to:
SLOCOG
1114 Marsh Street
San Luis Obispo, CA 93401
Attn: Stephen Hanamaikai
Item 4
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SLOCOG RSTP Exchange/STBG General Cooperative Agreement page 8
EXHIBIT C
Project Eligibility by Fund Program - Project eligibility requirements by funding program are
summarized below.
I. Regional Surface Transportation Program. The Surface Transportation Program
STP) provides flexible funding that may be used by States and localities for projects to
preserve and improve the conditions and performance on any Federal-aid highway, bridge
and tunnel projects on any public road, pedestrian and bicycle infrastructure, and transit
capital projects, including intercity bus terminals. SLOCOG’s 2014 RTP will provide
guidance on priority routes for regional funding consideration.
The STP program supports national performance goals as defined in FAST-Act, but there
are no measures tied specifically to this program. Eligible costs for funds under these
programs include pre-project initiation documents (Pre-PID), project study reports (PSR),
preliminary engineering (PE), right-of-way acquisition (RW), capital costs, and construction
costs associated with an eligible activity.
Eligible Project Activities:
Construction, reconstruction, rehabilitation, resurfacing, restoration, preservation, or
operational improvements for highways, streets, and roads; bikeways and other surface
transportation improvements.
Replacement, rehabilitation, and preservation of bridges on any public road, including
construction or reconstruction necessary to accommodate other modes.
Construction of new bridges on a Federal-aid highway.
Capital costs for transit projects eligible for assistance under chapter 53 of title 49,
including vehicles and facilities used to provide intercity passenger bus service.
Carpool projects, fringe and corridor parking facilities and programs, including electric
and natural gas vehicle charging infrastructure, bicycle transportation and pedestrian
walkways, and ADA sidewalk modification.
Highway and transit safety infrastructure improvements and programs, installation of
safety barriers and nets on bridges, hazard eliminations, mitigation of hazards caused
by wildlife, railway-highway grade crossings.
Highway and transit plans research and development.
Capital and operating costs for traffic monitoring, management and control facilities and
programs, including advanced truck stop electrification.
Surface transportation planning.
Transportation Alternatives; newly defined, includes most transportation enhancement
eligibilities with the exception of landscaping.
Transportation control measures (e.g. as defined by region’s APCD Clean Air Plan)
Development and establishment of transportation management systems.
Environmental mitigation efforts
Modifications to intersections with high accident rates or levels of congestion.
Infrastructure-based ITS capital improvements consistent with the Central Coast ITS
Implementation Plan.
Environmental restoration and pollution abatement.
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Control of noxious weeds and establishment of native species.
Congestion pricing projects and strategies, including electric toll collection and travel
demand management strategies and programs.
Recreational trails projects.
Construction of marine terminals.
Truck parking facilities.
Surface transportation infrastructure modifications within port terminal boundaries, only
if necessary to facilitate direct intermodal interchange, transfer, and access into and out
of the port.
Construction and operational improvements for a minor collector in the same corridor
and in proximity to an NHS route if the improvement is more cost -effective (as
determined by a benefit-cost analysis) than an NHS improvement and will enhance
NHS level of service and regional traffic flow.
Available Funding
Direct urban and rural apportionment up to minimum required equal to 110%, plus
15%, of the FY 1990/91 allocation of Federal Aid Secondary (FAS) based upon 2010
census data (initiated in 2015). Final apportionment tables will be developed for the
August 2017 Board meeting.
Regional discretionary funds of $5.0M through FY 2021.
Item 4
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SLOCOG RSTP Exchange/STBG General Cooperative Agreement page 10
EXHIBIT D
General Programming Policies - All Fund Programs
SLOCOG’s 2014 Regional Transportation Plan / Sustainable Communities Strategy identifies an
overall goal to develop a multi-modal transportation system which is balanced, coordinated,
safe, cost effective, environmentally sound, economically supportive, me eting all the financially
reasonable transportation needs of all citizens in San Luis Obispo County. General
programming policies affecting the decision making and project selection of the surface
transportation system are summarized as follows:
1. SLOCOG will strive to be fair and equitable in the allocation of funding between the various
subregions in the county and among member jurisdictions.
2. SLOCOG will adhere to the federal and state statutes, policies, regulations and guidelines
applicable to each fund being allocated, and require recipients of grants to do the same.
3. SLOCOG will recommend projects for funding that are:
Deliverable
Consistent with the goals, policies, and programs of the 2014 Regional Transportation
Plan
Regionally Significant
Responsive to immediate funding and project needs
Consistent with specific criteria of a particular funding program
High likelihood of leveraging other funding (state, federal and/or local)
4. SLOCOG will seek to implement all programs in a timely and efficient manner.
5. SLOCOG will seek to maximize the use of the funds for general public benefit, and will
marshal other funds when possible to complete funded projects by prioritizing joint -funded
projects.
6. SLOCOG will integrate social equity factors in to the decision making process by applying
the findings generated from the Disadvantaged Communities Assessment that is now
amended in to the 2014 RTP/SCS.
7. SLOCOG will, to the extent feasible, assure the integration of all projects with jurisdiction,
region and statewide tra nsportation plans, providing a comprehensive, systematic approach
to resolving transportation problems in the region.
8. SLOCOG will retain maximum flexibility of federal programs under FAST ACT, where
feasible, and will also seek to exchange Surface Transpo rtation Block Grant Program
STBGP) (federal) funds for Regional Surface Transportation Program (RSTP) Exchange
state) funds, for reasons of cost efficiency and simplicity in administration. Through the
RSTP Exchange funds ultimately become (local) funds.
9. SLOCOG will retain a continuing commitment to emphasize quality and promote excellence
in the development of competitive proposals, seeking to fund the best possible projects in
terms of cost effectiveness, public benefit and regional and local significance.
10. SLOCOG will reserve discretionary funds for advance development work to ensure
regionally significant projects are well scoped, alternatives assessed, accurate estimates
prepared, and a finance plan for implementation is developed.
Item 4
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SLOCOG RSTP Exchange/STBG General Cooperative Agreement page 11
11. SLOCOG will reserve off-the-top funding for programs identified in the 2014 RTP/SCS,
including Transportation Demand Management (i.e. Rideshare), Active Transportation
Partnership Program, Highway Safety Improvement Program and Safe Routes to School.
12. SLOCOG will maintain funding commitments for existing programmed projects as long as
those projects have achieved the project delivery milestones set out at the time of
programming. Unavoidable delays to the project delivery milestones will be considered on a
case by case basis.
13. SLOCOG will commit a portion of discretionary funding to match and leverage other
competitive state-wide grant programs (e.g. new SB1 programs, State of CA Active
Transportation Program, Highway Safety Improvement Program (HSIP) for projects of
regional significance.)
14. SLOCOG may consider using the above referenced fund sources to address surface
transportation needs as identified in the June 7th 2017 SLCOOG Board Staff Report item B-3
2018 RTIP Fund Assumptions Programming Approach - Table 2 Sections 1, 2, and 3, and
defer the programming of funds on needs identified in Section 4 (Other Multi -Modal Needs,
including bicycle, pedestrian, and public transit related needs).
Item 4
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Item 5e
Department: Attorney
Cost Center: 1501
For Agenda of: 6/1/2021
Placement: Consent
Estimated Time: N/A
FROM: Christine Dietrick, City Attorney
Prepared By: Kelly White, TAO Legal Analyst
SUBJECT: CLARIFICATION AND APPROVAL OF ADMINISTRATIVE APPEAL FEES
FOR INCLUSION IN THE COMPREHENSIVE FEE SCHEDULE
RECOMMENDATION
1. Adopt a Resolution entitled, “A Resolution of the City Council of the City of San Luis
Obispo, California, adopting and confirming various fees for Administrative Appeals;” and
2. Approve a fee to appeal to the Tree Committee consistent with current language
of San Luis Obispo Municipal Code Section 12.24; and
3. Confirm the applicability of an existing fee to appeal an administrative citation to
the Administrative Review Board; and
4. Confirm the applicability of an existing fee to appeal an administrative citation to
the Construction Board of Appeals; and
5. Approve modifications to the language of the Comprehensive Fee Schedule to
clarify the applicability of the fees referenced above; and
6. Request that the Administrative Review Board consider staff recommended
modifications to the administrative citation appeal process, as currently codified,
and recommend to the City Council any changes or fee modifications deemed
necessary.
DISCUSSION
Background
Tree Committee
In 2019, the City Council adopted Ordinance 1664 which, in part, repealed and replaced
sections 12.24.090 and 12.24.180 of the City’s Tree Regula tions. After adoption of
Ordinance 1664, no decision of the Tree Committee (“Committee”) was appealable to the
City Council, making the role of the Committee advisory to either the Community
Development Director (SLOMC 12.24.090(F)(2)) or the applicable “approving authority”
(SLOMC 12.24.090(F)(4)). Consistently, applications under Municipal Code section
12.24.090(E)(3) for tree removals “based on property owner convenience” also call on
the Committee to advise the Community Development Director so a decision can be
made.
Page 183 of 823
Item 5e
Currently, though no decisions of the Tree Committee are appealable to the City Council,
the following remains in the Comprehensive Fee Schedule:
Figure 1. Screen capture, FY 2021-22 Comprehensive Fee Schedule,
‘Finance’ tab, lines 24-26
Staff recommends that the “Tree Committee” fee listed in Figure 1 be applied to those
appeals of City Arborist decisions to the Tree Committee under Municipal Code section
12.24.090(E)(2), tree removals for “tree health or hazard mitigation”, which come before
the Committee, but currently have no adopted fee.
Administrative Review Board
In 2015, the City Council adopted Ordinance 1625 which, in part, repealed and replaced
Municipal Code section 1.24 (the City’s Administrative Code Enforcement Procedures)
and established the Administrative Review Board (ARB) advisory body. Appeals of
administrative citations reviewed by the ARB require extensive staff time to schedule,
notice, and coordinate each hearing, and to draft a staff report for each agenda item.
The “All Other Appeals” fee, shown in Figure 1, is currently being applied to appeals heard
by the ARB. Staff recommends Council expressly confirm the applicability of this fee to
ARB appeals prior to finalization of the 2021-22 Comprehensive Fee Schedule.
Construction Board of Appeals
The same Ordinance 1625 referenced above also established the current purview and
procedures of the Construction Board of Appeals (CBOA). Since 2015, when the
ordinance was adopted, the fee staff has applied to appeals reviewed by the CBOA has
been the “All Other Appeals” fee, shown in Figure 1. However, the Comprehensive Fee
Schedule currently contains the following fees, which staff believe should more accurately
be applied to appeals to the CBOA:
Figure 2. Screen capture, FY 2021-22 Comprehensive Fee Schedule,
‘Additional Building Fees’ tab, line 8
Figure 3. Screen capture, FY 2021-22 Comprehensive Fee Schedule,
‘Additional Building Fees’ tab, line 55
Page 184 of 823
Item 5e
Staff recommends that the Council confirm as applicable to appeal to the Construction
Board of Appeals the fees shown in Figures 2 and 3. Staff requests this confirmation in
the interest of public transparency and to confirm that the recommended fee is consistent
with current Council intent and should be applied going forward, rather than the general
appeal fee that seems to have been applied in error.
Comprehensive Fee Schedule – Language Edits
In order to clarify and capture the fee changes being recommended, the section of the
2021-22 Comprehensive Fee Schedule shown in Figure 1 will be modified as follows:
Appeals to Advisory Bodies Following Administrative
(non-Planning) Decisions
Tree Committee
$125.71
Construction Board of Appeals
$1,196.04
Administrative Review Board
$312.61
All Other Appeals
$312.61
Policy Context
Throughout the City there exists a consistent practice of charging an application fee
for staff review and decision-making, and then an additional fee to appeal the decision
on an application if the appeal process requires extensive staff time. Adoption of a fee
to appeal to the Tree Committee would be consistent with that practice.
Fee Studies are a regular part of the provision of City services to ensure fees are
reflective of the City’s costs of providing the associated services . In the coming year,
the Code Enforcement Division intends to evaluate the fees within its scope of work.
It is recommended that City Council provide direction to staff and the Administrative
Review Board to review and analyze not only fees related to the administrative appeal
process, but the entire process, as currently codified, and recommend to the City
Council any changes or modifications deemed necessary.
Public Engagement
The fees being recommended here for adoption and/or confirmation are essentially a final
clean-up and implementation step of public hearing processes that occurred years ago.
The fee and process analysis that will occur as a ‘Next Step’, for both Code Enforcement
and the administrative citation appeals processes, will include multiple opportunities for
public engagement at both advisory body and City Council meetings.
Page 185 of 823
Item 5e
CONCURRENCE
The Public Works Director, Community Development Director and Chief Building Official
concur with these recommendations.
The Finance Department’s Revenue division has reviewed the recommendations and will
integrate the approved changes in the City’s Comprehensive Fee Schedule.
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: Not Applicable Budget Year: Not Applicable
Funding Identified: No
Fiscal Analysis:
Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $0 $0 $0 $0
State
Federal
Fees
Other:
Total $0 $0 $0 $0
Because an insignificant amount of additional staff work is anticipated as a result of
adopting and/or confirming the fees being recommended, no new fiscal impact will be
incurred. All related work is included in appropriations requested for the 2021-23 Financial
Plan.
Page 186 of 823
Item 5e
ALTERNATIVES
1. Deny the recommended actions. This alternative would leave ambiguities within the
Comprehensive Fee Schedule indefinitely which is not a viable option.
2. Modify one or more of the fees to an amount other than that recommended by
staff. If this alternative is chosen, specific reasoning f or the modification should be
included in Council direction.
3. Authorize Recommendation 5, but deny the other recommended actions
pending the results of the analysis. The ambiguities that would remain within the
Comprehensive Fee Schedule would not be ideal, but there would be a plan in place
to resolve them.
ATTACHMENTS
A – Draft Resolution – Various Administrative Appeal Fees
Page 187 of 823
Page 188 of 823
R ______
RESOLUTION NO. _____ (2021 SERIES)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, ADOPTING AND CONFIRMING VARIOUS FEES
FOR ADMINISTRATIVE APPEALS
WHEREAS, the City Council adopted Ordinance 1625 (2015 Series) which, among
other things, established the Administrative Review Board to hear certain administrative
citation appeals that required the creation of a substantial record; and
WHEREAS, no fee amount was explicitly set for an appeal to the Administrative
Review Board, but has been interpreted as falling under the ‘All Other Appeals’ category
of the City’s Comprehensive Fee Schedule; and
WHEREAS, Ordinance 1625 (2015) also redefined the purview and procedures of
the previously established Construction Board of Appeals, including specifying staff’s
creation of a substantial record for those administrative citation appeals it reviewed; and
WHEREAS, no fee amount is explicitly listed in the City’s Comprehensive Fee
schedule for an appeal to the Construction Board of Appeals, but there does exist two
otherwise applicable fees: “Appeal of Building Official Decision – BLDG” and “Handicap
Board of Appeals – BLDG”; and
WHEREAS, the City Council adopted Ordinance 1664 (2019 Series) which
modified the process for tree removal applications and as a result there are no longer any
decisions of the City’s Tree Committee appealable to the City Council though a fee for
such an appeal remains listed in the City’s Comprehensive Fee Schedule; and
WHEREAS, certain decisions of the City Arborists are appealable to the Tree
Committee, but no fee amount for such an appeal is listed in the Comprehensive Fee
Schedule; and
WHEREAS, the Comprehensive Fee Schedule will be updated to reflect all new
and updated fees becoming effective July 1, 2021.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis
Obispo that:
SECTION 1. The City will begin collecting fees for administrative appeals to its
various advisory bodies as show below. Accordingly, the City’s Comprehensive Fee
Schedule shall be amended to reflect the following fees:
Page 189 of 823
Resolution No. _____ (2021 Series) Page 2
R ______
Appeals to Advisory Bodies Following Administrative (non-Planning) Decisions
Tree Committee $125.71
Construction Board of Appeals $1,196.04
Administrative Review Board $312.61
All Other Appeals $312.61
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
Page 190 of 823
Item 5f
Department: Finance
Cost Center: 2001
For Agenda of: 6/1/2021
Placement: Consent
Estimated Time: N/A
FROM: Brigitte Elke, Finance Director
Prepared By: Brigitte Elke, Finance Director
SUBJECT: ADOPT THE FUND BALANCE AND RESERVE POLICY
RECOMMENDATION
Adopt a Resolution entitled, “A Resolution of the City Council of the City of San Luis
Obispo, California, adopting a Comprehensive Fund Balance and Reserve Policy”
according to Governmental Accounting Standard Board Statement No. 54.
DISCUSSION
Background
Over many years, the City of San Luis Obispo has established a comprehensive and
extensive budget and financial policy framework. This framework is reviewed with each
Financial Plan and periodically amended based on the need of the organization as well
as changes in mandates and best practices.
In 2009, the Governmental Accounting Standard Board (GASB) introduced GASB
Statement No. 54 – Fund Balance Reporting and Governmental Fund Type Definitions.
The statement’s objective is to enhance the usefulness of fund balance information by
providing clearer fund balance classifications that can be applied consistently. The
classifications comprise a hierarchy based primarily on the extent to which a government
is bound to observe constraints imposed upon the use of the resources reported in its
governmental funds.
In order to apply GASB 54, staff amended the established policies and combined them
into a stand-alone comprehensive policy document for easy access and reference. The
City’s Financial Plan will continue to feature the information within budget and financial
policy and reference the adopting resolution and the fund balance and reserve policy
document that will be posted online. The City’s independent auditor will use the definitions
of fund balance when providing the City’s annual audit and annual financial statements.
Previous Council or Advisory Body Action
The City Council adopts a two-year financial plan which includes the budget and financial
policy framework. Resolution 11017 outlines the action taken by the Council and the
policies are incorporated by inclusion in the Financial Plan document.
Page 191 of 823
Item 5f
Policy Context
The City Council has adopted an extensive budget and financial policy framework.
Section 9 of the Financial Policies within the last adopted Financial Plan outline Fund
Balance and Reserve Levels. However, those policies have never incorporated th e GASB
54 terminology regarding the levels of fund balance.
Public Engagement
This item is part of the public City Council meeting on June 1, 2021. The public can
partake and provide comment during this session.
ENVIRONMENTAL REVIEW
FISCAL IMPACT
Budgeted: No Budget Year: 2021-22
Funding Identified: n/a
Fiscal Analysis:
Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $ $ $ $
State
Federal
Fees
Other:
Total $ $ $ $
Adopting the fund balance and reserve policy does not have a direct fiscal impact.
However, it defines the fund balance in accordance with GASB 54 and, with it, the action
required to access fund balance.
ALTERNATIVES
The City Council could choose not to adopt the resolution and the comprehensive fund
balance and reserve policy. This is not recommended as current policies do not properly
define the different levels and restrictions placed on fund balance by GASB 54.
ATTACHMENTS
A – Draft Resolution
B – Fund Balance & Reserve Policy
Page 192 of 823
R ______
RESOLUTION NO. _____ (202X SERIES)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, ADOPTING A COMPREHENSIVE FUND
BALANCE AND RESERVE POLICY
WHEREAS, in 2009, the Governmental Accounting Standard Board (GASB)
issued Statement No. 54 – Fund Balance Reporting and Governmental Fund Type
Definitions; and
WHEREAS, the City of San Luis Obispo, within its Financial Plan, has adopted an
extensive budget and financial policy framework; and
WHEREAS, the City’s fund balance and reserve levels have never been adopted
in accordance with GASB 54; and
WHEREAS, in order to facilitate public access and provide transparency, the City
desires to adopt a standalone policy for its fund balances , reserve levels, and fund
designations in accordance with GASB 54.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis
Obispo as follows/or that (whatever action is needed):
SECTION 1. Fund Balance and Reserve Policy. The City herewith adopts a fund
balance and reserve policy outlining:
a) Fund balance in accordance with GASB 54 for its governmental funds.
b) Reserve levels in its governmental and enterprise funds as previously
adopted.
c) Designated Funds as previously adopted.
SECTION 2. All necessary language shall be incorporated into the City’s two-year
Financial Plan and references shall be provided.
Page 193 of 823
Resolution No. _____ (202X Series) Page 2
R ______
SECTION 3. The Fund Balance and Reserve Policy shall be posted on the City’s
website under the Finance Department’s online document library for easy access by the
public.
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 _______________ 20 21.
____________________________________
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
Page 194 of 823
FUND BALANCE & RESERVE POLICY
June 2021
Page 195 of 823
Fund Balance & Reserve Policy
Derek Johnson, City Manager
Prepared by the Department of Finance
Brigitte Elke – Finance Director
Resolution XXXX (2021 Series)
Page 196 of 823
FUND BALANCE & RESERVE POLICY
Introduction
Table of Contents
Purpose ................................................................................................................................................... 1
GASB Statement No. 54 ................................................................................................................... 1
Accounting Guidance ................................................................................................................................... 1
Primary Objective .......................................................................................................................................... 2
Applicability ..................................................................................................................................... 2
Fund Balance and Working Capital Determination
Committed Fund Balance .................................. …………………………………………………………………………..3
Assigned Fund Balance .................................................................................................................................. 3
Unassigned Fund Balance ............................................................................................................................. 3
Annual Reporting and Periodic Review ........................................................................................... 3
Reserve Levels – All Funds
Governmental Funds ..................................................................................................................................... 4
Enterprise Funds ............................................................................................................................................ 5
Uses of Reserves ............................................................................................................................................ 5
Replenishment of Reserves........................................................................................................................... 5
Designated Funds ........................................................................................................................................................... 6
Review of appropriateness of Reserve Levels
Adopting Resolution
Page 197 of 823
1
PURPOSE
This policy establishes guidelines and procedures for allocating and reporting the City’s fund balances in
the financial statements in accordance with Governmental Accounting Standards Board (GASB) Statement
No. 54 and as committed by the City Council effective beginning fiscal year ending June 30, 2021.
Additionally, the policy establishes the City’s reserve levels to address protection from risk and unexpected
situation that require financial resources. The City of San Luis Obispo faces risks like revenue shortfalls
during recessions and losses from extreme events, like earthquakes, wildland fires, flooding, and other
natural disasters. Prudent reserve levels help make sure that the City of San Luis Obispo can respond
quickly and decisively to those events. Reserves also support vital public services during revenue declines.
A reserve policy describes how much the City will try to retain in the reserves. It also describes acceptable
uses of reserves.
Since reserve levels need to be considered when establishing fund balances, both are addressed within
this policy.
GASB STATEMENT NO. 54 – FUND BALANCE REPORTING AND GOVERNMENTAL FUND TYPE
DEFINITION
The objective of GASB Statement No. 54 is to enhance the usefulness of fund balance information by
providing clear fund balance classifications that can be consistently applied and by clarifying the existing
governmental fund type definitions. This Statement establishes fund balance classifications that comprise
a hierarchy based primarily on the extent to which a government is bound to observe constraints imposed
upon the use of the resources reported in governmental funds.
ACCOUNTING GUIDANCE
Fund balance is the difference between the assets and liabilities reported in a governmental fund. GASB
Statement No. 54 defines five separate components of fund balance, each of which identifies the extent to
which amounts can be spent.
The following components are defined by GASB Statement 54 and shall be reflected in the City’s Fund
Balance designations:
Non-spendable Fund Balance. Assets that cannot be converted to cash (i.e., prepaid items and
inventories of supplies) and assets that will not be converted to cash soon enough to affect the
current accounting period.
Restricted Fund Balance. Limitations imposed by creditors, grantors, contributors, or laws and
regulations of other governments and limitations imposed by law through constitutional provisions
or enabling legislation.
Committed Fund Balance. Limitations imposed at the highest level of decision making that requires
formal action at the same level to remove (City Council).
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2
Assigned Fund Balance. Intended use established by highest level of decision making by a body
designated for that purpose or by an official designated for that purpose (delegated by the City
Council to the City Manager).
Unassigned Fund Balance. Excess of non-spendable, restricted, committed, and assigned total fund
balance.
PRIMARY OBJECTIVE
This policy is focused on the allocation and financial reporting of the last three components – committed,
assigned, and unassigned – as the first two components (non-spendable and restricted) are defined by the
nature of their restrictions.
This policy also addresses the City’s defined reserve levels for inclusion in the City’s budget and fiscal
policies and application throughout the various fund forecasts.
APPLICABILITY
This policy pertains to all funds that have adopted reserve levels. It further defines the Governmental
Funds’ ending fund balance and their components.
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FUND BALANCE & WORKING CAPITAL DETERMINATION
COMMITTED FUND BALANCE
The following fund balances shall be committed fund balance for the purpose of the City’s annual
financial statements. Since this level of fund balance and its limitations are imposed at the highest level
of decision making, they require formal action at the same level to be removed.
1. Minimum fund balances or working capital as outlined in the Reserves section of the policy.
2. Any revenue over expenditures at fiscal year end in the Local Revenue Measure sub-fund. The City’s
Local Revenue Oversight Committee, an advisory body to the City Council, shall make
recommendations as to the use of the fund balance.
3. Remaining fund balance in the Insurance Fund
ASSIGNED FUND BALANCE
The following assignments are considered assigned fund balance for the purpose of the City’s annual
financial statements:
Encumbrances Public Safety Equipment-project funds
Development Services Designation Approved Year-End Carryover
Others as applicable at fiscal year-end
UNASSIGNED FUND BALANCE
These are residual positive net resources in excess of what can properly be classified in one of the o ther
four components of fund balance (surplus). Since a surplus does not represent a recurring source of
revenue, it shall not be used to fund a recurring expenditure; however, it may be appropriated to fund
one-time expenditures or uses not already funded through an annual budget appropriation.
The City Council may appropriate funds for the following non -recurring purposes:
Elimination of unfunded liabilities related to the CalPERS retirement system or Other Post-
Employment Benefit (OPEB) obligations.
Capital improvements or purchases.
Reduction or avoidance of debt. If there is a short-term debt within the General Fund, the surplus
may be applied to reduce or eliminate the debt, if determined to be advantageous for the City. If
a borrowing is scheduled, the surplus may be used to reduce the principal amount the City needs
to obtain, if determined to be in the best long-term interest of the City.
Any other purpose the City Council deems in the best interest of the community and the City
organization.
ANNUAL REPORTING AND PERIODIC REVIEW
Before completion of the City’s Annual Financial Report, the Finance Director shall prepare a fund
balance status report as part of the City’s financial reporting process. At least every two years, together
with the City’s Financial Plan adoption, the City Council shall affirm or revise the Policy including the
percentage range established by the components described herein.
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4
RESERVES
GOVERNMENTAL FUNDS
A. Minimum Fund Balances. The City will maintain a minimum fund balance of at least 20% of
operating expenditures in the General Fund . This is considered the minimum level necessary to
maintain the City's credit worthiness and to adequately provide for:
a. Economic uncertainties, local disasters, and other financial hardships or downturns in the
local or national economy.
b. Contingencies for unseen operating or capital needs.
c. 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 minimum committed fund balance in the
Fleet Replacement Fund is set at $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 proceed s 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. The minimum
committed fund balance in this fund is set at $400,000 for the emergency replac ement 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. Capital Projects Reserve Fund. The City will maintain a committed reserve of 20% of capital
improvement plan budget from the Local Revenue Measure 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
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allocations of funds from the Capital Projects Reserve Fund will be made to Capital Projects
including Major Facility Replacement upon Council approval as necessary during any fiscal year.
ENTERPRISE FUNDS
A. Minimum Fund and Working Capital Balances. The City will maintain a minimum fund balance
of at least 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:
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. 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.
USES OF RESERVES
The City limits the use of reserves and working capital balances to address unanticipated, one-time
needs or opportunities. Under no circumstances can they be applied to recurring annual operating
expenditures. Reserves will be used to the extent annual expenditures exceed revenues as reported in
the City’s annual audited financial statements if circumstances do not allow for the activation of the
City’s Fiscal Health Contingency Plan implementing hiring, purchasing, and travel chills/freezes.
REPLENISHMENT OF RESERVES
Reserves shall be replenished to the extent annual revenues exceed expenditures as reported in the
City’s annual audited financial statements. Revenues in excess of expenditures at the end of the fiscal
year shall be used to first satisfy committed reserve requirements before appropriating for other uses.
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6
DESIGNATED FUNDS
A. Major Facility Replacement Fund. The City will maintain a designated fund for the purpose of
providing for 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, shall be adequate to fund maintenance and replacement of City
facilities.
B. Infrastructure Investment Fund. The City will maintain a designated 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:
a. 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.
b. The use of City funds shall not offset a project specific cost identified through the
environmental review process or under existing regulations or policies.
c. 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.
d. The project shall provide public benefit by contributing to economic development and quality
of life within the City.
C. Insurance Fund. The City shall maintain an Insurance Fund to manage payments for liability,
workers’ compensation, crime, pollution, special events, property, and volunt eer 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.
D. 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.
E. 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.
F. Essential Safety Equipment Funding. The City will carry forward year-end project balance
designated for essential safety equipment indefinitely.
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Item 6a
Department Name: Finance
Cost Center: 2002
For Agenda of: 6/1/2021
Placement: Public Hearing
Estimated Time: 180 minutes
FROM: Derek Johnson, City Manager
Prepared By: Brigitte Elke, Finance Director
Natalie Harnett, Principal Budget Analyst
SUBJECT: ADOPTION OF THE 2021-23 FINANCIAL PLAN
RECOMMENDATION
1. Adopt a Resolution entitled, “A Resolution of the Council of the City of San Luis
Obispo, California approving the 2021-23 Financial Plan and Fiscal Year 2021-22
Budget”; and
2. Defer budget adoption of the Water and Sewer Funds until June 15, 2021 contingent
on the Prop. 218 protest hearing and adoption of the water and sewer rate increases;
and
3. Adopt a Resolution entitled, “A Resolution of the City Council of the City of San Luis
Obispo, California, establishing Parking Rates for the City’s Parking Structures”; and
4. Adopt a Resolution entitled, “A Resolution of the City Council of the City of San Luis
Obispo, California, approving modifications to the Parking Citation Penalty Schedule”;
and
5. Introduce an Ordinance entitled, “An Ordinance of the City Council of the City of San
Luis Obispo, California, amending Title 10 Chapter 52 (Parking Meters) of the San
Luis Obispo Municipal Code” to modify parking meter rates and add language
referencing the new pay stations; and
6. Introduce an Ordinance entitled, “An Ordinance of the City Council of the City of San
Luis Obispo, California, amending Title 10 Chapter 04 (Definitions) of the San Luis
Obispo Municipal Code” to add a definition of parking payment center; and
7. Adopt a Resolution entitled, “A Resolution of the Council of the City of San Luis
Obispo, California, amending the Water and Sewer Rate Assistance Program for
Residential Rate Payers.”
REPORT-IN-BRIEF
The City began the development of the two-year financial plan in November 2020 and
held numerous public meetings and presentations with the community and Council to “set
the stage”, receive public input, and lay the budget foundation. Staff presented the draft
budget to Council during the April 20, 2021 “Strategic Budget Direction” workshop.
Council provided feedback and gave direction that ultimately shaped the preliminary
2021-23 Financial Plan (Attachment A).
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The purpose of this public hearing is to adopt the 2021 -23 Financial Plan and appropriate
the FY 2021-22 budget, with the exception of the Water and Sewer Funds which are
contingent on the Prop. 218 protest hearing and subsequent adoption of the water and
sewer rate increases. The Resolution (Attachment B) also adopts the updated
appropriation limit to guide the budget appropriations as required under Article XIII B of
the California Constitution.
This report also brings forward recommendations to establish new parking structure rates
and a parking citation penalty schedule. The Parking Fund relies on fees collected
through various parking programs to maintain, operate, and construct the City’s public
parking facilities. The City historically adjusts Parking rates every three years, but the
scheduled July 1, 2020 rate increases were deferred due to the COVID -19 pandemic.
Parking in the downtown structures is returning to pre-pandemic levels and staff
recommends updating the rate structure as outlined in Attachment C. These adjustments
will provide the needed revenue for the Parking Fund to construct the Palm -Nipomo
parking structure, satisfy its annual debt obligations, and maintain and operate its
facilities. Staff recommends adjusting safety-related violation fine amounts which have
not been adjusted since 2010. The recommendations in Attachment D will align fine
amounts to address the severity of the violations and benefit the public’s safety.
Staff is also recommending the introduction of two ordinances amending Title 10 of the
Municipal Code. Attachment E includes modifications to the current on-street and surface
lot parking rates, adds language referencing the use of the new multi-space pay stations,
and allows the City to implement a tier-based pricing strategy in place of timed parking
limits. Attachment F outlines the definition for parking payment centers which is the
California Vehicle Code’s term for a payment device that services multiple parking
spaces.
Lastly, staff recommends amendments to the current water and sewer rate assistance
program. The proposed rate adjustment increases may be a financial burden to some
customers and current State law makes it difficult to directly support customers who are
most impacted by rate increases from water and sewer fees. The new program included
in Attachment G will broaden the assistance program to more qualifying customers
consistent with Proposition 218.
DISCUSSION
After extensive community participation and several Council budget workshops and
hearings beginning in November 2020, the 2021-23 Financial Plan is now ready for
adoption. Key elements of the Financial Plan include:
1. Focus on long-term fiscal health, aligned with Fiscal and Budget Policies and
Financial Responsibility and Sustainability Philosophy.
2. Align budget resources with Council adopted Major City Goal strategies.
3. Meet the minimum fund balance and working capital policy requirements.
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4. Invest in the future and fund maintenance of existing infrastructure and invest in
the capital improvement program.
5. Address both required and “pre” payments to unfunded liabilities.
6. Implement Local Revenue Measure priorities.
The 2021-23 Financial Plan includes city-wide budgetary allocations for the two-year
period in the amounts summarized below:
Changes to the Preliminary Financial Plan
In preparing for the adoption of the Financial Plan, the City Council held a Strategic
Budget Direction workshop at the April 20, 2021, City Council meeting. During that
workshop, the City Council provided direction to include changes in the Preliminary
Financial Plan as displayed below. These changes were made possible by the
reallocation of funding from the Infrastructure Investment Fund.
Task Major City Goal Amount
Community Workforce Agreements using
the WRRF as a case study
Economic Recovery, Resiliency
and Fiscal Sustainability $50,000
Feasibility Study for Multi-Cultural Center Diversity, Equity, Inclusion $40,000
Support Development of “Micro
Community Collaborative” initiative with
the SLO Climate Coalition1
Climate Action, Open Space,
and Sustainable Transportation $20,000
Total $110,000
1 Council’s recommendation was to “Look into Climate Coalition initiative”. Based on further follow-up with
the SLO Climate Coalition, staff recommend $20,000 in year one of the financial plan to support this effort.
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In addition to the changes with a fiscal impact, Council directed staff to make the following
adjustments which are now reflected in the 2021-23 Preliminary Financial Plan:
1. Crisis Intervention Training – remove from the DEI work program.
2. The police department will implement new federal and state mandates for police
reform and update its strategic plan to integrate new requirements and return to
Council for a discussion on further integration of the principles of 21st century
policing and other actions as determined by the City Council.
3. Move the implementation of Open Space Winter Hours Use from the Climate
Action Major City Goal (MCG), into the operating budget with the understanding
that the work will continue to be directed by Natural Resources staff.
Additional Changes to the Preliminary Financial Plan
In addition to the changes listed above, staff is recommending several new S ignificant
Operating Budget Changes (SOBCs) or changes to SOBCs as outlined below:
Increase Community Workforce Agreement Study amount:
Based on further research into the scope of this recommendation and the
resources necessary to complete a thorough study, Staff recommends
increasing the budget to $175,000 with contributions from the Water,
Sewer, and Parking funds. The additional General Fund portion of $55,000
will be re-allocated from the CIP contribution to the Infrastructure
Investment Fund and the Enterprise fund portions will come from working
capital. If the actual costs come in less than budgeted, then the remaining
funds will be returned proportionally to the respective fund balance/working
capital.
General Fund:
$55,000
(additional)
Water: $26,250
Sewer: $26,250
Parking: $17,500
Transit Fund: Regional Transit Authority Analysis:
The RTA is constructing a Regional Transit HUB adjacent to the City’s SLO
Transit Bus Yard. Much of the infrastructure that supports SLO Transit is
aged and nearing the end of its lifespan. All transit providers are required
to shift the fleet of transit vehicles to zero emission vehicles. This
recommended funding would support the analysis and review of SLO
Transit’s operations and infrastructure to determine if there may be an
advantage to sharing infrastructure, equipment, or centralizing services
with RTA.
Transit: $50,000
Water and Sewer Fund: Increased Funding for Public Outreach in
the Utilities Department
The Utilities department is implementing a work plan for ongoing outreach
related to the City’s water supply and resource availability, and other
Utilities services. Focus will be on diversifying the outreach approach by
utilizing digital and traditional outreach methods and focusing on often
underrepresented stakeholder groups.
Water: $122,000
Sewer: $50,000
It is important to note that proposed Department budget appropriations include all
Program Enhancements as shown in the “Budget Enhancements” section of the budget
document.
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Final Documents
After Council adopts the 2021-23 Preliminary Financial Plan, staff will publish a copy of
the Adopted 2021-23 Financial Plan and 2021-22 Budget on-line.
Additionally, staff will prepare a Budget-in-Brief that highlights the City’s budget process,
key budget features, Major City Goal investments and basic “budget facts.” This budget
summary is widely distributed and will be posted on the website and shared through the
various communication channels and with community partners.
Ongoing Monitoring
Adoption of the Financial Plan is the beginning of a continuous financial management
process. Ongoing monitoring efforts include:
1. Interim Financial Reports. On-line access to up-to-date financial information will
guide financial decisions. concise and comprehensive reports is issued by Staff to
the Council and Public on a quarterly basis. These are complemented by special
reports such as the quarterly Sales Tax newsletter, quarterly Transient Occupancy
Tax newsletter and the Quarterly Investment Report.
2. Goal Status Reports. Staff will provide quarterly Goal Status Reports to the Council
that includes progress towards completing Major City Goals and Cap ital
Improvement Plan. These reports present updates and communications about the
status of City projects, goals, and performance measures.
3. Transparent Online Budget Portal (OpenBook). City staff are excited to announce
the launch of a new online budget platform that presents publicly available budget
to actual expenditure and revenue data in addition to Capital Project budget
information. The OpenBook application displays the City’s budget data in an
accessible, easy-to-understand format using charts, tables, and graphs.
Enhancements to budget visualizations will be made through out FY 2021-22.
New Parking Rate Structures (Attachment C)
The Parking Fund collects rates and through various p arking programs to maintain,
operate, and construct the City’s public parking facilities. Historically, parking rates for the
public parking structures, surface parking lots, and paid on -street parking have increased
approximately every three years depending on the economic climate. In 2017, the City
Council approved multi-year rate increases for the parking structures with the last rate
increase taking effect July 1, 2020. The Parking Fund deferred rate increases due to the
COVID-19 pandemic in order to support economic recovery and downtown economic
vitality. After the onset of the COVID-19 pandemic, activity in the downtown area is
returning to pre-COVID levels and patrons are once again filling up the parking structures.
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Item 6a
The Parking Fund is preparing to construct the City’s fourth parking structure, the Palm -
Nipomo parking structure, with phase 1 beginning in FY2022 -23. The Palm-Nipomo
parking structure is a significant financial investment and will require a sizable loan to
fund all phases of construction. The Parking Fund must demonstrate an ability to cover
annual debt obligations as well as maintenance and operations of the new structure
before financing can be secured. Staff is recommending that Council approve the
deferred parking structure rate increases and eliminate the first 60 minutes free in all
structures effective July 1, 2021, as part of the Parking Fund’s revenue enhancement
strategies. Staff recommends a reduction to the maximum daily limit in the parking
structures to encourage utilization of structures for long-term parking by downtown
employees.
Modified Parking Citation Schedule (Attachment D)
The City’s parking penalty schedule contains over 90 parking violations and associated
penalty amounts. The parking violations can be separated into two categories, 1) safety-
related and 2) compliance-related. Safety violations are those that have been established
and enforced to ensure the safety of the public-at-large. Compliance violations are those
that act as a monetary disincentive for not complying with state or local mandates
regarding the use of publicly available parking. The Parking Fund has introduced new
payment technology in the form of multi-space pay stations and is pursuing pay-by-phone
options for patrons that will likely reduce the number of compliance-related violations
written by parking enforcement staff.
As these new technologies are implemented, staff plans to focus more on safety-related
violations that serve a greater benefit to the community by reducing opportunities for
collisions. Many of the safety-related violations on the penalty schedule have not
increased since 2010 when the State and County surcharges were added to the fine
amounts and, as a result, these fine amounts are no longer in alignment with the severity
of the violation. Staff is recommending an increase to 17 safety-related violations
enforced throughout the entire City.
Amendments to Title 10 of the Municipal Code (Attachment E & F)
Like the parking structure rates, the parking meter rates were deferred a t the onset of the
COVID-19 pandemic. The meter rate increases were also part of a multi -year rate
increase strategy approved by City Council in 2017 to catch up with historical parking rate
trends. Staff is recommending that Council approve the deferred p arking meter rate
increases effective July 1, 2021.
Staff is also recommending the establishment of a tier-based pricing system which will
allow parkers to stay beyond the posted hour limit provided an additional hourly fee is
paid. Tier-based pricing has been proven in other cities to provide a better public parking
experience for customers by reducing the anxiety that goes along with timed parking
limits.
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The Municipal Code amendments also contain added language which references the
newly installed multi-space pay stations to ensure that the City can effectively operate
and enforce the new payment option.
Utilities Rate Assistance Program (Attachment G)
Background
The water and sewer utilities continually balance affordability, the need to maintain aging
water and sewer infrastructure, and compliance with State law when determining the need
for rate increases. Rate increases have been mitigated, to some extent, by s ecuring grant
funding and through responsible stewardship of operating expenditures. Despite these
efforts, water and sewer rate increases are necessary, and justified, to provide reliable
and safe water and sewer service. Despite the necessity, staff reco gnizes that rate
increases are a financial burden to some customers and State law makes it difficult to
directly support the customers who are most impacted by rate increases.
Impact of Proposition 218
In 1992, the City Council implemented a low-income water and sewer rate assistance
program which consisted of a 15% rate reduction for residential customers receiving
Federal and State aid. At that time, the 15% discount was absorbed by the water and
sewer funds. Since implementation of this rate assistance program, legislators amended
State law making it more difficult to directly subsidize low-income customers and making
it illegal for rate assistance programs to be subsidized by water and sewer rates.
In 1996, the State of California passed Proposition 21 8, now Article XIII C and D of the
California Constitution, which restricts local governments' ability to impose assessments
and property-related fees by imposing a proportionality requirement: local governments
must make sure that no property owner's fee is greater than the proportionate cost to
provide the property-related service . Later, the California Supreme Court determined that
Article XII C and D apply to water and sewer and this decision restricts local government
from reducing water and sewer rates to low-income residents because historically local
governments fund lower rates by charging higher rates to other users.
As a result of the Supreme Court’s decisions, the City subsidizes water and sewer rate
from the City’s General Fund, rather than t he Water and Sewer funds. Lastly, the City
restricts the categories of eligible customers to receive the discount to only those enrolled
in one of four specific government subsidies2 and those enrolled in another utility (e.g.,
electric or gas) rate assistance program.
2 (1) Temporary Assistance for Needy Families (TANF/CalWORKS); (2) Cal Fresh (Food Stamps); (3)
Supplemental Social Security Income; or (4) Veteran Survivor Pension Benefits
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In 2012, the General Fund experienced a budget shortfall and a continually rising number
of customers enrolling in the rate assistance program and the associated cost. After some
investigation, the City learned that other utilities, such a s Pacific, Gas & Electric and the
Gas Company, do not verify a customer’s income prior to enrolling the customer in their
rate assistance programs. As a result, the City modified its program to disallow enrollment
in another rate assistance program as proof for low-income and only allow eligibility for
and enrollment in the four government subsidies to qualify for a water and sewer rate
discount.
Late Fees
The new rate assistance program will utilize water and sewer late fees, rather than the
general fund, to subsidize eligible customers. All water and sewer customers are subject
to a $15 or 1.5% late fee, whichever is greater, if they do not pay their bill by the due date.
All customers across the City are subject to the same late fees. This includes, but is not
limited to, large corporate customers, other businesses, and all residential customers.
Late charges are not fees for service and are not restricted by Proposition 218 so long as
they are not considered in the rate’s proportionality calculation. Late charges available to
subsidize the rate assistance program have historically exceed the needed general fund
subsidy and thus the rate assistance program can include a larger range of community
members.
New Rate Assistance Program
Simply stated, the revised rate assistance program will extend a 15% discount on a
customer’s water and sewer bill and, with revised requirements, more customers will
qualify.
Qualifications
The revised rate assistance program is available to all Single -Family Residential (SFR)
customers who occupy the residence for which they pay the bill. SFR customers are
defined as individually metered, residential
properties. If a single dwelling unit,
whether it is an apartment, condominium,
or other type of dwelling, has its own
meter, it is considered an SFR. For
example, an apartment complex with
many dwelling units but only one water
meter and one water and sewer bill are not
eligible. However, an individually metered
condominium for which the bill is paid by
the resident, is eligible.
Single Family Residences
Customer Occupied
Meets Income Requirements
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In addition, a customer must demonstrate that they meet household income
requirements. Customers receiving government subsidies listed above are eligib le. In
addition, customers whose household income is less than twice the federal poverty rate3
are also eligible.
Customers must complete a short (less than one-page) application and provide
documentation that they receive one of the aforementioned subsidies or declare that they
earn less than the minimum household income.
Outreach
Upon adoption of the rate assistance program, the Utilities department will publicize the
new program, including requirements and how to apply, via social media, utility bill insert,
and on the City’s website.
Fiscal Impact
The current rate assistance program, before these changes, costs the general fund
approximately $20,000 per year. The Utilities department collects approximately
$250,000 in late fees per year, split evenly between the water and sewer funds. It is
expected that the new rate assistance program will cost less than $100,000 per fund per
year. The Utilities department will closely monitor the actual cost of the program to ensure
that it remains within budget. This additional expense was considered during the recent
rate confirmation study and excluded from the rate increases that will be presented to the
City Council on June 15, 2021.
Previous Council or Advisory Body Action
The draft budget was presented to Council during the Strategic Budget Direction meeting
on April 20, 2021. Council’s direction from that meeting were incorporated into the
attached preliminary Financial Plan.
Policy Context
Although the City adopts a two-year Financial Plan, the budget (also known as
appropriations) is adopted annually under this process. Pursuant to Section 804 of the
City Charter, the City Council must adopt the 2021 -22 Budget by June 30, 2021 in order
for the appropriations to be in place when the 2021-22 fiscal year begins on July 1, 2021.
This action is accomplished by Resolution and a Budget Resolution is provided as
Attachment A to this report.
Public Engagement
The City’s two-year Financial Plan process includes a high degree of public engagement
and input ranging from community surveys, outreach to community groups and
organization, a Community Forum and several public hearings prior to adoption.
3 https://aspe.hhs.gov/poverty-guidelines
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Item 6a
CONCURRENCE
All departments participated in the development of the 2021 -23 financial plan and concur
with the information and budgets presented in the financial plan.
ENVIRONMENTAL REVIEW
Adoption of a budget is not a project as defined under the California Environmental Quality
Act.
FISCAL IMPACT
Budgeted: Yes Budget Year: 2021-23
Funding Identified: Yes
Fiscal Analysis:
As outlines in detail in the Financial Plan, the City is appropriating $173 million in the
2021-22 fiscal year and budgeted $174 million in the 2022-23 fiscal year. Revenue and
expenditures for all funds are balanced for the duration of the Financial Plan period.
ALTERNATIVES
Do not adopt the budget and give direction to the City Manager on desired changes and
budget reallocations. This guidance will then be incorporated into the Financial Plan and
presented on June 15, 2021 for adoption.
ATTACHMENTS
A – Preliminary 21-23 Financial Plan
B – Draft Resolution - Budget
C – Draft Resolution - Establishing Parking Structure Rates
D – Draft Resolution - Modifying Parking Citation Penalty Schedule
E – Draft Ordinance - Amending Title 10 Chapter 52 of the Municipal Code
F – Draft Ordinance - Amending Title 10 Chapter 04 of the Municipal Code
G – Draft Resolution - Amending Water and Sewer Rate Assistance Program
Page 214 of 823
CITY OF SAN LUIS OBISPO
2021-22 Adopted Budget
2021-23
Financial Plan
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Introduction
Reader’s Guide 5
Budget Message from City Manager 6
City Profile
13
14
15
16
17
City Council
Community Overview
The City at a Glance
Highlights of City Services
Organizational Chart
Organizational Values 18
Financial Plan Framework
Framework and Policies 21
Fund Structure 24
Basis of Budgeting & Accounting 27
Strategic Planning
Financial Planning Process 31
Strategic Priorities/ Major City Goals 36
Local Revenue Measure 6 3
Financial Plan Overview
Budget at a Glance – General Fund 75
Where the Money Comes From 77
What the Money is Spent On 6 8
Consolidated Financials 85
Long Term Forecasts 9 1
Operating Budget – Governmental Activities
Revenues 1 00
Transfers 1 0 4
Expenditures 1 0 6
Employee Summary 115
Administration 121
City Attorney 143
Community Development 151
Finance 175
Fire 187
Human Resources 205
Parks & Recreation 215
Police 233
Public Works 247
Utilities 273
Business Activities/Special Revenue
283
284
292
294
296
307
308
317
319
321
337
338
346
346
347
351
352
356
357
359
361
Water Fund
Budget at a Glance
Debt Service
Capital Budget
Operating Programs
Sewer Fund
Budget at a Glance
Debt Service
Capital Budget
Operating Programs
Parking Fund
Budget at a Glance
Debt Service
Capital Budget
Operating Programs
Transit Fund
Budget at a Glance
Capital Budget
Operating Programs
Special Revenue
Downtown
Tourism Business Improvement District
Boysen Ranch 363
Debt 367
Capital Budget
Overview 373
Project Summary List 397
Project Details/Narratives 405
Reference Material
Pension Obligation Trends 532
Appropriation Limit 536
Fiscal Policies 537
Budget Glossary 570
Resolution 580
Table of Contents
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Financial Plan Reader’s Guide
The Financial Plan Reader’s Guide is intended to provide a
basic understanding of the 2021‐23 Financial Plan and
describes the contents of each major section of this
document. It has been divided into the following sections:
Introduction
For the 2021‐23 Final Financial Plan, this section provides a
message from the City Manager giving an overview of the
budget highlights as well as accomplishments of the City. The
message also provides the financial context for the
City’s Financial Plan and outlines some key initiatives and
assumptions within the plan.
City Profile
This section introduces the Mayor and the four City Council
members and provides the reader with a brief overview of
the City of San Luis Obispo, its location, population,
interesting community information, as well as highlights of
the services available to citizens and businesses. This section
also includes the City of San Luis Obispo’s organizational
structure.
Financial Plan Framework
This section provides policy and regulatory requirements for
the development of the City’s budget which contains the
planning framework used to develop the Financial Plan. This
section also identifies the City’s fund structure which is a
combination of governmental funds and business activities. It
provides a description of each fund and the funding sources
and the basis of budgeting and accounting.
Strategic Planning
Public Input on Financial Planning Process
This section explains the City’s public and budget
development process. It also provides a summary of survey
responses and input from the Community Forum that Council
considers when developing its goals and strategies
for the two‐year Financial Plan.
Strategic Priorities
This section provides the detailed road map for the Major City
goals, as well as other driving factors for the 2021‐23 Financial
Plan and the annual budget appropriation.
It also provides information on planned expenditures for the
City's Local Revenue Measure strategic investment (one and a
half‐cent sales tax) for the upcoming two financial plan years.
Budget‐at‐a‐Glance
This section provides the reader with a quick overview for
the General Fund that shows where the money comes from
and what the money is spent on. It summarizes the
information that is later outlined in more detail and
encompasses investments in strategic priorities, as well as
capital infrastructure and debt. It is a high‐level overview of
all the components presented in the following sections in
more detail.
Consolidated Financial Plan
This section provides the consolidated long‐term financial
outlook that outlines the revenues, expenditures, capital
investments, debt obligations, and the City’s beginning
and ending fund balance for all funds.
Operating Budget
This section provides a summary of each Department’s
revenue and expenditure budget compared to the prior
year as well as the employee summary. Further details
provide a greater understanding about department
operations, key highlights, organizational structure and
financial line‐item summaries for the current and
prior year budgets, and variances between actuals
and budget. Performance measures are also included
in this section.
Business Activities / Special Revenue Funds This
section provides the budget overview and operating
budgets for the City’s four enterprise funds as well as
the two business improvement district funds.
City Debt
This section outlines the City’s debt capacity and
considerations when looking at issuing debt. It
outlines the City’s creditworthiness and comments from
the last rating review. The section provides the
information on current debt for all the major funds
including outstanding principal, the annual debt
payments, and each year the deb t will be retired.
Capital Budget
This section provides an overview of the five‐year Capital
Plan including project cost, project summary details
outlining the overview of the project, the key
deliverables and budget line items as well as operating
impacts.
Reference Material
Financial Plan Reader’s Guide
5 Page 219 of 823
City Manager’s Budget Message
City Manager’s Budget Message
After a year of unprecedented economic and social uncertainties brought on
by Covid‐19, it is my pleasure to present a two‐year Financial Plan filled with
renewed energy, ambitious work programs, and a strategic roadmap. This
Financial Plan was generated
through the Council approved
strategic budgeting approach and
allocates resources to Major City
Goals to address the community’s
economic recovery, sustainability through climate change, and community
livability through citywide improvements. The lens of Diversity, Equity, and
Inclusion will make further progress on making San Luis Obispo a welcoming
and inclusive place. Filled with optimism we embark to a new fiscal year and
begin the recovery work in support of the community we serve and treasure.
The Art of the Longview
The transition from emergency operations and demobilization of operations to recovery and ultimately
to “normal” will require that we proceed with caution and vigilance as
the road will require disciplined focus to confront the lingering
challenges from FY 2020 ‐21. Our organization will need to concentrate
its efforts to deliver ambitious projects and programs while
maintaining the ongoing services the community has come to rely on
in their daily lives.
To be successful, the ongoing efforts to provide civic understanding
and community engagement will be critical as the City organization balances expectations with available
resources.
Yet, before we look ahead, we should take a moment and reflect on the many things we were able to
provide in 2020 to assist the community with the effects from Covid‐19:
Open SLO Projects – Parklets, “Light up
Downtown”
The Shop Local Incentive program
Childcare Program Provision & Policy
Amendments
Homeless Services Support
SLO Small Business Relief Program
Support of Downtown Vitality
Provision of Parks and Open Spaces for
Health and Wellness
COVID‐19 Health and Wellness
Messaging
Regional Emergency Support
Core Services maintained and provided
throughout the pandemic resulting in a
healthy and safe community
6 Page 220 of 823
City Manager’s Budget Message
We also used the period of reduced traffic to rebuild the Marsh Street Bridge and upgrade Higuera Street
to a ccommodate m ulti ‐modal t ransportation. The C ity embraced i nnovation and action to tackle a variety
of challenges and one of my strongest hopes is that the City remain committed to problem solving, action
and strategic thinking and responsive services. Reverting to outmoded ways of problem solving will not
get us to the places we need to go given 21st century challenges.
Into the Future with focus and determination
The budget within this Financial Plan provides for investments in the Council adopted strategic initiatives
and 74 established service programs while maintaining a balanced budget over the five‐year forecast
period. This ambitious work program will undoubtedly bring new challenges which in turn will yield new
opportunities. With this Financial Plan, the challenges that the City is addressing are some of the most
pernicious issues facing society and ones that local government has a role in but the solutions are neither
easy nor inexpensive. To make progress and achieve meaningful outcomes with these ambitious goals
the organization must maintain focus to ensure ongoing monitoring, reporting, and transparency and to
make intentional policy and work program adjustments as needed.
Strategic Plan and Major City Goals
The proposed strategic plan and four Major City goals largely continue along a trajectory of previous
financial plans to maintain the emphasis on long‐term systemic changes and understand that a long‐term
view is essential to sustained change. The Major City Goals add Diversity, Equity, and Inclusion as a
further area of strategic emphasis to build a welcoming, open, and inclusive community.
At this juncture, it is important to point out that the
strategic goals of the City are not standalone plans but
rather are designed to develop synergies and
commonalities to maximize funding and achieve the
community’s objectives. It is therefore no coincidence
that they all converge around community vitality
for everybody to thrive.
Economic Recovery, Resiliency, & Fiscal Sustainability: If
2020 has shown us anything, it is how quickly the best
laid plans can change. Concentrating on transitioning our
City from the pandemic emergency operations will
require discipline and resourcefulness as the City has
put forth work programs designed to put us on the path to
success. The strategic approach will concentrate on
economic and social recovery with a focus to build
resiliency through
business retention, the enrichment of cultural and arts programs, and revitalization of downtown; the
heart of our community. Creating a destination through activation programs with interactive designs will
inspire and attract community members and visitors year‐round.
Diversity,
Equity,
&
Inclusion
(DE&I): I am excited
to incorporate DE&I efforts into the fabric of our
organization as well as the community. Our efforts will support healthy organizational change and culture
shifts
while
concentrating
on
under‐represented
community
groups
and
sponsoring
awareness,
education, and forums for the public at large. The feasibility study for a multicultural center is the first
step in understanding the need, operating and capital costs, and the potential partners and supporters
7 Page 221 of 823
City Manager’s Budget Message
for such a facility. The City’s funding of DEI and our financial policies and investments through the lens of
Environmental, Social and Governance or known as “ESG” continue to advance practices and policies that
welcomes and includes everyone.
Housing and Homelessness: This goal continues the City Council and community desire for increased
housing production of affordable and workforce units. The goal also wisely incorporates strategies to
reduce homelessness in collaboration with the State, County, regional agencies, and local non‐profit
organizations. Though not traditionally a municipality‐driven effort, the work program is intended to
bridge the services gap and further activate the County of San Luis Obispo to update the regional approach
to homelessness and to implement programs that serve the entire region. Systemic and monumental
shifts must come from a coordinated regional effort that is funded by outside and non‐City resources.
Climate Action, Open Space, & Sustainable Transportation: Though spanning a large spectrum of
deliverables, the goal continues many of the efforts begun over the last two financial plans. However, it
explicitly draws in the relationship of Open Space to sustainability goals and sustainable transportation to
build a resilient and versatile city for a changing population. The goal continues the aim of carbon
neutrality by 2035, emphasizes the preservation and enhancement of the City’s open space greenbelt and
incorporates the importance of climate change on the City’s extensive and well‐loved urban forest.
Community Programs and Services
The City’s ongoing services have been built over many years with input from the Community resulting in
programs that provide the envisioned quality of life in San Luis Obispo.
After several years of “tightening the belt”, the 2021‐23 Financial Plan allocates resources needed to fulfill
the Major City Goal programs and provides funding for ongoing service programs to pre‐pandemic levels
and to support forecasted workload requirements. The investments in support departments are a
needed step to ensure that we have a healthy and smart organization that can serve and support
both operational and Major City Goal efforts.
Capital Improvement Projects
The Community supported Measure G‐20 which provides new and expanded funding to not only
maintain and enhance the City’s assets but to build new infrastructure to serve planned growth.
Approximately $126 million will be spent on new projects over the next five years and the City is
reconfiguring and reinventing its capital delivery system and structure in light of the size, scale, and scope
of projects. These projects will not only be transformative, but they will also be disruptive in both positive
and challenging ways that may not be immediately embraced by the community. For example, new
roundabouts that help improve safety and circulation will need timely and accurate information to help
the community embrace different ways to move people. Communication before, during, and after
projects will be critical.
Long‐Term Outlook
In many ways, the 2021‐23 Financial Plan will mark a transition period for the City organization. It will
concentrate on recovering fiscally and operationally from the pandemic and also transform our delivery
of service and capital programs. Those efforts will add resources and new work programs to the
organization to fulfill the community’s long‐term vision.
8 Page 222 of 823
City Manager’s Budget Message
The long‐term fiscal outlook not only concentrates on delivering the services and capital improvement
projects and it maintains its pre‐pandemic commitment to address the long‐term pension liability by
making additional investments each year. These efforts will support the long‐term fiscal sustainability and
financial well‐being of the City and continue the expected levels of services to the community.
The Path Ahead
By proceeding with focus and steadfast pursuit of the shared vision for a bright future for all its community
members, the City of San Luis Obispo makes progress towards the kind of resilient, dynamic, and
sustainable community we want to live and thrive in.
Producing a two‐year financial plan during a pandemic was one of the most challenging efforts in recent
history. Department Heads, Managers Program leaders, and all staff are proud of the services they
continue to provide to the public. It was especially challenging to face such a sea shift in priorities
brought on by COVID‐19 as we had to drop projects and curtail programs in which many have
invested portions of their professional careers and which are also near and dear to substantial public
constituencies. They all transitioned with grace and with a public service ethic that helped maintain calm
throughout the pandemic. This Financial Plan restores some of the work postponed during the
pandemic and in many ways accelerates others. I am proud of the professionalism in which the
organization dealt with these difficult decisions, and the strong emphasis on maintaining services and
public health during difficult and trying circumstances.
I especially want to thank members of the Financial Plan Steering Committee, composed of Department
Heads and senior City management, which met almost weekly throughout the last year to develop a
comprehensive financial and management strategy that not only advanced Major City Goals, but also
preserved and reimagined services. Their advice and input were critical in the development of this
financial plan.
I also want to thank the Finance Department’s budget team, who did the heavy lifting in the preparation
of the actual document. They include Finance Director Brigitte Elke, Principal Budget Analyst Natalie
Harnett, Accounting Manager/Controller Debbie Malicoat, Business Manager Rebecca Bernstorff, Public
Works Director, Matt Horn, HR Director Monica Irons, Deputy City Manager Greg Hermann and Assistant
City Manager Shelly Stanwyck. For months, they toiled over numbers, strategies, and changes in forecasts
to produce the final budget document. My greatest appreciation goes to the City Council, City workers,
community partners and the Community that came together in the last year and for whom I will be forever
grateful for their service and partnership.
With gratitude,
Derek Johnson
City Manager
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CITY PROFILE
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12 Page 226 of 823
The City of San Luis Obispo is a charter city and operates under the "Council‐Mayor‐City Manager" form of
municipal government. The five‐member City Council consist of the directly‐elected Mayor and four City
Council Members. The Mayor is elected to a two‐year term and Council Members are elected to four‐year
terms.
The City Council is the legislative authority and sets the policies under which the City operates. The City
Council has the power to adopt ordinances and resolutions, make appointments to the City's advisory
bodies, establish policies and approve programs, appropriate funds, adopt budgets, and approve contracts.
The Mayor presides at all meetings of the City Council and is recognized as the official head of the City for
all ceremonial purposes.
Once a Financial Plan has been adopted, the Council's focus moves to 1) advocacyforitsmajorinitiativesat
the Federal, State, County and Community Partner level ‐2) Leadership for Community Partnerships,
Regionalism, Governance ‐3) Monitor the impact and outcomes of work programs and direct appropriate
adjustments.
CITY PROFILE
City Council
2021‐23 City Council Financial Plan Vision
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.
Andy Pease
City Council
Carlyn Christianson
City Council
Jan Howell Marx
City Council
Erica A. Stewart
Vice‐Mayor
Heidi Harmon
Mayor
13 Page 227 of 823
Located mid‐way between San Francisco and Los Angeles, San Luis Obispo is the County seat and a number of
federal and state regional offices and facilities are located here, including Cal Poly Sate University, Cuesta
Community College, the regional Water Quality Board, and Caltrans District Offices. The City’s ideal weather
and natural beauty provide numerous opportunities for outdoor recreation at nearby City and State Parks,
lakes, beaches, and wilderness areas.
Commmunity Overview
While San Luis Obispo grew relatively slowly
during most of the 19
th century, the coming of the
SouthernPacificRailroadin1894openedupthe
area to the rest of California. The City’s distance
from major metropolitan areas to the north (San
Francisco) and south (Los Angeles) have allowed it
to retain its historic and scenic qualities, which
contribute to the superb quality of life residents
enjoy and that attract visitors from all over the
world. In fact, in 2010, the City was dubbed the
“Happiest City in North America” by National
Geographic author Dan Buettner.
Another key feature contributing to the City’s
great quality of life is its delightful downtown.
The heart of which is the Mission Plaza. With its
wonderful creek side setting and beautifully
restored mission and parish church, Mission Plaza
is the community’s cultural and social center.
This historic plaza is complemented by a bustling
downtown offering great shopping, outdoor and
indoor dining, night life, and its famous Thursday
Night Farmers’ Market, where you can buy locally
grown fresh produce an enjoy and outdoor BBQ.
This unique blend of history, culture, commerce,
and entertainment make San Luis Obispo’s
downtown one of the most attractive, interesting,
and economically vibrant downtowns in America.
San Luis Obispo is a full‐service city that provides
police, fire, water, sewer, streets, transit, parking,
planning, building, engineering, and parks and
recreation service to the community. The City
operates under the Council‐Mayor‐City Manager
form of government. The City Council appoints
the City Manager and City Attorney. All other
department heads are appointed by the City
Manager.
CITY PROFILE
14 Page 228 of 823
62.6%
In the Labor Force
22,254
Total Housing
Units
45,920
Population
(largest city in SLO County)
$56,071
Median Household
Income
Source: City Comprehensive Annual Financial Report — 2019–20
Incorporated in 1856 as
a General Law City and
became a Charter City in
1876.
38% 62%
Owned vs. Rented
Public Safety
Sworn Personnel
47 64.5
13.6
Square Miles
Water Supply
Salinas & Whale Rock: 4,910 AF*
Nacimiento:5,482 AF**
Recycled Water: 219 AF
Total safe annual yield: 10,611 AF
*AF = acre feet
**Dependable Yield
The City at a Glance
CITY PROFILE
15 Page 229 of 823
35
City Council Meetings Held
127
Fire Suppression Calls
16,428
Rounds of Golf
284
City Council Agenda
Reports
710
Building Permits
Issued
MAINTAIN
28CityParks 56 4,040
Acres of Open SpaceTrail Mileage
134
Miles of Roadway
191
Miles of
Water Lines
146Miles of Sewer Lines
5,191
Acre Feet of
Water Consumed
75
Miles ofBikeways
2,865
Public Parking
Spaces
MAINTAIN
7,675
Business Licenses
Issued
924
Enforcement Cases Reported
18
Contacts with
Businesses to Locate
in San Luis Obispo
338
Development Permit Applications
Received
City Services Highlights
134 paved street miles
20,000
Trees in the Urban Forest
715,380
Transit Passengers
58
Newly Constructed
Deed‐Restricted
Affordable Housing
Units Built 2019‐20
32,665
Calls for Police Service
5,499
Calls for Fire Service
55,202
Annual
Aquatics
Attendance
CITY PROFILE
16 Page 230 of 823
Organizational Chart
THE COMMUNITY
Mayor &
City Council
Advisory
Bodies
City AttorneyCity Manager
Community
Services
Public Works
Utilities
Parks &
Recreation
Community
Development
Police Fire Administration
& IT Finance Human
Resources
CITY PROFILE
17 Page 231 of 823
Employee Development and
Recognition
Organizational Values
Shared Mission, Vision, & Goals
Service to the Community
Leadership & Support
Communication
Team Players
Honesty, Respect, & Trust
Initiative & Accountability
Innovation & Flexibility
Stewardship & Ethics
CITY PROFILE
18 Page 232 of 823
FINANCIAL PLAN FRAMEWORK
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Financial Plan Framework
Budget Policies
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.1
7.Integrate Diversity, Equity, and Inclusion (DEI) considerations throughout all financial decisions. 1
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:
1.Reinforcing the importance of long‐range (“strategic”) planning in managing the City's fiscal affairs.
2.Concentrating on developing and budgeting for the accomplishment of significant goals and objectives.
3.Establishing realistic timeframes for achieving goals and 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 of the City Manager.
1 New policy for the 2021‐23 Financial Plan per Council direction at the January 12, 2021 “Budget Foundation” Council meeting.
21 Page 235 of 823
Financial Plan Framework
F.Goal Status Reports. The status of major program objectives will be formally reported to the Council on an
ongoing, periodic basis.
G.Mid‐Year Budget Reviews. The Council will formally review the City’s fiscal condition, and amend
appropriations if necessary, six months after the beginning 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 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.
3.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.
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. 2
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. 2
FINANCIAL REPORTING AND BUDGET ADMINISTRATION
A.Annual Reporting. The City will prepare annual financial statements as follows:
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’ opinion.
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.
2 New policy for the 2021‐23 Financial Plan per Council direction at the January 12, 2021 “Budget Foundation” Council meeting.
22 Page 236 of 823
Financial Plan Framework
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 D epartment Heads; mid‐year
budget reviews; and interim 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 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.
For a comprehensive list of the City’s financial policies, please see the reference section.
FISCAL POLICY COMPLIANCE
The City of San Luis Obispo has created policies and procedures that guide effective government management.
Adopting these as formal policies endures that they outlive staff changes, promoting stability and continuity.
The City is currently in compliance with all policies as summarized in the chart below and in the details within
the reference section of this report.
23 Page 237 of 823
Financial Plan Framework
Fund Structure
The City’s financial structure is separated into governmental and business activities. Five major funds are
administered and reported on. Each fund balances all revenues and expenditures to ensure that there is
no immediate or emerging structural budget deficit. Business activities are distinguished from
governmental funds by their similarity to private sector enterprises and are financed solely through user
charges.
General Fund
The General Fund is the chief operating fund for general government operations and is
mostly funded through various tax revenues. It also collects service fees to recover the reasonable costs
for specific services.
Sources of Fund Uses of Funds
Tax & Franchise Revenue Municipal Services
Sales Tax Public Safety
Property and Lodging Tax Parks & Recreation
Utility User and Business Tax Public Works
Cannabis and Franchise Tax Community Development
Service Fees General Government
Planning and Building Administration
Parks & Recreation Fees City Attorney
Public Safety Fees HR and Finance
Water Fund – Public Utilities
The City’s Water Fund is a business‐activity and is therefore funded solely through its own
rates to provide service. It treats and delivers water to the public from three surface reservoirs as well as
recycled water for landscape irrigation. The water service is provided to all property owners in the City
including parks and sport fields.
Sources of Fund Uses of Funds
Service Fees Sources of Supply
Water Service Charges Water Treatment
Base Fee Revenue Water Distribution
Cal Poly Sales Water Resources Management
Recycled Water Sales Administration and Engineering
Development Impact Fees Capital Infrastructure
Debt Financing
24 Page 238 of 823
Financial Plan Framework
Sewer Fund – Public Utilities
The City’s Sewer Fund is also a business‐activity and fund and operates and maintains the
City’s sanitary sewer system and the Water Resource Recovery Facility. An efficient sanitary
sewer system that collects and treats wastewater provides a foundation for public health and community
well‐being. User fees are the primary source of revenue for this fund.
Sources of Fund Uses of Funds
Service Fees Water Resource Recovery Facility
Sewer Service Charges Wastewater Collection
Base Fee Revenue Water Quality Lab
Cal Poly Sales Environmental Compliance
Development Impact Fees Administration and Engineering
Industrial User Charges Capital Infrastructure
Debt Financing
Parking Fund – Public Works
The City’s Parking Fund implements the Access and Parking Management Plan and directs
the operation and maintenance of the City’s parking facilities. These facilities include parking lots in
Downtown and Railroad Square, on‐street parking, residential parking districts, and three parking
structures. The operation is paid for by parking user fees.
Sources of Fund Uses of Funds
Service Fees Parking Operation, S ecurity, & C leaning
Parking Meters Collection Public Education & Engagement
Parking Structure Collection Administration
Parking Leases Capital Infrastructure
Long‐term Parking Debt
Parking in‐lieu Fees
Transit Fund – Public Works
The City’s Transit Fund provides daily fixed‐route transit service to the general public within
City limits and to Cal Poly University. It also includes the Downtown trolley service connecting downtown
with the lodging district on upper Monterey Street. The services are paid for partially by user fares and
receives federal and state funding. It is therefore considered a business activity fund.
Sources of Fund Uses of Funds
Federal & State Grants Public Transit Operation
Fare Box Revenue Administration
25 Page 239 of 823
Financial Plan Framework
Fund Structure continued
Governmental Funds
In addition to the five major funds (general, parking, sewer, transit and water), the City maintains a fund
structure to account for special revenue, capital projects, and its debt service. As the General Fund,
these funds belong to the governmental activities and are distinguished by their measurement focus on
determining financial position and changes in financial position according to the modified accrual
method of accounting, rather than upon determining net income.
Local Revenue Measure Sub‐Fund
This sub‐fund to the General Fund accounts for the local 1.5‐cent sales tax measure. The funding is used
in accordance with the community’s priorities for services and capital improvement projects. The City’s
Municipal Code under Section 3.15 – Community Services and Investment Transactions and Use Tax
guides the use of the revenue and the fiscal accountability provisions.
The Revenue Enhancement Oversight Committee, as directed by Municipal Code Section 2.14, makes
recommendations to the City Council regarding the use of the funding on an annual basis.
Special Revenue Funds
Downtown Business Improvement
District
Gas Tax Fund
Transportation Development Act Fund
Law Enforcement Grant Fund
Public Art (Private Sector Contributions)
Fund
Tourism Business Improvement District
Fund
Capital Project Funds
Capital Outlay Fund
Parkland Development Fund
Transportation Impact Fee Fund
Open Space Protection Fund
Airport Area Impact Fee Fund
Affordable Housing Fund
Fleet Replacement Fund
Los Osos Valley Road sub‐Area Fee Fund
Information Technology Replacement
Fund
Major Facility Replacement Fund
Infrastructure Investment Capital Fund
26 Page 240 of 823
Basis of Budgeting and Accounting
Basis of Budgeting
Budgetary basis refers to the basis of accounting used to estimate financing sources and uses in the budget.
The City prepares its budget for each fund in accordance with its respective basis of accounting. The City
prepares a two‐year Financial Plan and appropriates a one‐year budget. The City Council approves the
appropriation for governmental funds and business activities (enterprise funds).
Basis of Accounting
In accordance with generally accepted accounting principles, the City’s financial reporting system is organized
on the fund basis consisting of three major fund types ‐ governmental, proprietary, and fiduciary. The City’s
various funds have been established in order to segregate and identify those financial transactions and
resources associated with providing specific activities or programs in conformance with special
regulations, restrictions, or limitations.
Governmental funds are reported using the current financial resources measurement focus and the
modified accrual basis of accounting. Revenues are recognized as soon as they are both measurable and
available. Expenditures generally are recorded when a liability is incurred; however, debt service
expenditures, as well as expenditures related to compensated absences and claims and judgments, are recorded
only when payment is due.
Proprietary (Enterprise) funds are accounted for on the flow of economic resources measurement focus
and use the accrual basis of accounting. Under this method, revenues are recorded when earned and expenses
are recorded at the time liabilities are incurred. The only type of proprietary funds that the City uses are
enterprise funds for water, sewer, parking, and transit services. Within this document,
they are reported under business activities.
Fiduciary funds. The City has established fiduciary funds, which are used to account for funds held by the City
as an agent for private individuals, organizations or other government agencies. Unlike other types of funds,
fiduciary funds only report assets and liabilities, thus they do not have a measurement focus since they do not
report operating activity. However, fiduciary funds do use the accrual basis of accounting to recognize receivables
and payables.
Internal Service fund. The City created an internal service fund to account for the resources needed to pay
for liability, workers compensation, and other benefit‐related cost. Internal service funds typically assess a fee
or seek reimbursement for the amounts that are expended and are not expected to accumulate fund
reserves unless needed for a future payment.
27 Page 241 of 823
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28 Page 242 of 823
STRATEGIC PLANNING
29 Page 243 of 823
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30 Page 244 of 823
Financial Planning Process
Financial Plan Process
For over thirty years, the City has used an extensive process to create its two‐year financial plan and
corresponding budgets. The benefits of budgeting based on a two‐year plan include:
1.Reinforcing the importance of long‐range (“strategic”)
planning in managing the City's fiscal affairs.
2.Concentrating on budgeting to accomplish significant
objectives over a multi‐year period.
3.Establishing realistic timeframes for achieving objectives.
4.Creating a proactive budget that provides for stable
operations and assures the City's long‐term fiscal health.
5.Reducing the amount of time and resources allocated to
preparing 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 strategic
priorities in the form of Major City Goals while also providing information regarding the City’s established
ongoing services, including the day-to-day work and responsibilities carried out by City employees to
support residents’ quality of life.
Public Engagement
Covid Impacts on 2021‐23 Strategic Planning
There are a variety of opportunities to provide input to the City Council to enable them to plan the City’s
strategic approach and establish Major City Goals with the community’s interest in mind. Some of
these opportunities are online surveys, letters from organizations, but others take place during public
meetings and the City’s community forum. Since in-person meetings were jeopardized by physical
distancing restrictions, City staff creatively utilized the virtual environment instead.
The most difficult element to re-create virtually was the
Community Forum, which historically includes a walk-
through environment and interactive booths to converse with City
staff and community members. Attendees are given the chance
to write down specific priorities or put adhesive dots next to
ideas or priorities that they support. With the help of a
third-party consultant, the City was able to pull off a virtual
community forum that mimicked the interactive nature of a in-
person forum and included polling questions and 11 self-
selecting breakout rooms staffed with subject matter experts.
Major City Goals represent
the most important, highest
priority goals for the City to
accomplish over the next two
years, and as such, resources
should be included in the
2021‐23 Financial Plan.
Photo from the 2019‐21 Community Forum
31 Page 245 of 823
Financial Planning Process
Virtual Community Forum
The first-ever Virtual Community Forum was held on January 14, 2021 via Zoom. It was designed
to continue a proactive engagement process while considering COVID-19 public health measures. The
City contracted with a third-party consultant to facilitate and guide Council and the community through
the forum, polling activities, and the goal-setting workshops. More than 160 community
members participated and weighed in on priorities and strategic goals for the City to achieve. After the
forum, the City released an online “dot survey” that gave the public an additional opportunity to vote
on priorities that were discussed at the forum.
Click HERE to view a recording of the
2021 Virtual Community Forum on
YouTube.
Audience Polling::
Staff used an interactive polling site, Poll Everywhere, to ask
the audience about ideas to address top priorities in addition to more open‐ended
questions about what they love about living and/or working in the City. Attendees were able
to type in responses on their phone or computer and all responses were stored, analyzed, and
used in the goal‐setting process.
Feedback from the Community:
Staff received positive feedback about the virtual community forum. While some
community members missed the in‐person format, they expressed appreciation for the
creative alternative. Some community members even voiced that they preferred the virtual
format because it added the convenience of being able to participate from home.
32 Page 246 of 823
Financial Planning Process
Local Revenue Measure Annual Citizen Oversight Meeting & Advisory Body Input
The Community Forum also meets the requirements regarding the City’s one‐and‐a‐half percent local
sales tax, by providing an opportunity for the Revenue Enhancement Oversight Committee (REOC) to
review and discuss the use of the revenue generated by the Local Revenue Measure with the community.
The priorities for 2021‐23 contain 1) Protect Financial Stability, 2) Community Safety and Emergency
Preparedness, 3) Creek and Flood Protection, 4) Address Homelessness, 5) Safe and Clean Public
Spaces, 6) Economic Development and Business Retention, 7) Youth/
Senior Services and Recreation Facilities, 8) Street Maintenance and Transportation, 9) Open Space/
Natural Areas Preservation and Maintenance, 10) Other Services and Projects.
Community Surveys
Two surveys were released during the public engagement process: one at the onset of goal setting and
one after the community forum. Between the two surveys released, a total of 1,919 survey responses
were received representing nearly 95 hours of public comment. Responses from both surveys showed
overlapping themes.
Goal Setting Workshop
The final phase of goal setting process is deciding on the highest priority goals for the City to
accomplish over the next two years. For the 2021‐23 Financial Plan, the City Council chose four focused
Major City Goals:
Economic Recovery,
Resiliency & Fiscal
Sustainability
Diversity, Equity &
Inclusion (DEI)
Housing &
Homelessness
Climate Action, Open
Space & Sustainable
Transportation
33 Page 247 of 823
Financial Planning Process
Budget Calendar
November 17, 2021: Setting the Stage
Provide Council with the framework for
the two‐year financial plan and present an
update on the City’s fiscal status, general
plan, and Major City Goal work programs.
January 12, 2021: Budget Foundation
Review with Council the goal setting
process, approve City’s budget and fiscal
policies, discuss economic outlook, and
review current and long‐term capital
outlook plan.
January 14, 2021: Community Forum
February 6, 2021: Council Goal‐Setting
Workshop
Review and prioritize goals and establish
strategic priorities for the 2021‐23
Financial Plan.
April 20, 2021: Strategic Budget Direction
Provide feedback and guidance to City
Manager and staff regarding the draft
budget allocations and Major City Goal
work programs.
June 1, 2021: Preliminary Budget Review
2021‐23 Financial Plan and 2021‐22
Budget. Adopt if there are no changes
recommended.
June 15 & 29, 2021: Final Adoption of
Budget (if needed)
NOVEMBER
2020
JUNE 2021
Community Surveys
Advisory Bodies
Letters from
Community Groups
Public Comment
Community Forum
Revenue & expenditure
forecasts
Departments prepare base
budgets and propose
operating changes.
Draft MCG work programs
Draft Capital Improvement
Plan
Prepare Financial Plan
Document
Post Budget Adoption Changes: As set forth in the City Charter, the Council may amend or supplement the budget at any time after its
adoption b y majority v ote o f t he C ouncil m embers. T he City M anager h as t he a uthority t o m ake a dministrative a djustments to th e budget
as long as those changes will not have a significant policy impact nor affect budgeted year‐end fund balances.
Public Engagement
Staff Budget Preparation
Council Meetings
34 Page 248 of 823
Strategic Priorities
Strategic initiatives guiding the 2021‐23
Financial Plan
City Council 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.
In the planning process we are
committed to:
Being honest and respectful in
our discussions.
Participating with active
listening and respectful
challenging
Believing in the process and the
outcome
Allowing for differences
Learning from the past
Making the process and
progress visible
Committing to transparency
around priorities
Engaging the public
With the plan we are committed to:
Creating a clear plan with agreed upon
purposes.
Making sure our stated values are clear.
Making defining, concrete statements
Including measurables, budgets, and
timelines for all items
Making the plan accessible
In implementation we are committed to:
Doing what we say
Remaining open to new information, new
ideas, and public input
Scheduling bi‐annual updates with
Council on progress
Considering emerging issues
35 Page 249 of 823
Strategic Priorities
MAJOR CITY GOALS (MCGs)
Goal Statements
Economic Recovery, Resiliency & Fiscal Sustainability
In collaboration with local partners, continue to support economic recovery for all from the
COVID pandemic and support a thriving local economy by supporting local businesses, arts
and culture, downtown vitality, practicing fiscal responsibility, paying down
unfunded pension liabilities, and investing in critical infrastructure
Diversity, Equity, Inclusion (DEI)
In response to our commitment to making San Luis Obispo a more
welcoming and inclusive city for all, continue to develop programs and policies
to support diversity, equity, and inclusion initiatives and advance the
recommendations of the DEI Task Force
Housing and Homelessness
To expand housing options for all, continue to facilitate the production of housing,
including the necessary supporting infrastructure, with an emphasis on affordable
and workforce housing. Collaborate with local non-profit partners and the county, the
state, and federal governments to discover and implement comprehensive and
effective strategies to reduce chronic homelessness.
Climate Action, Open Space, and Sustainable Transportation
To proactively address the climate crisis, continue to update and implement the Climate
Action Plan for carbon neutrality, including preservation and enhancement of open space
and the urban forest, alternative and sustainable transportation, and planning and
implementation for resilience.
36 Page 250 of 823
Strategic Priorities
Major City Goal Investment for the two‐year Financial Plan
Major City Goal Reader’s Guide
The following sections include:
1.Goal Overview – T he overview s ection includes: M CG Goal S tatements, expectatio ns, responsible
departments, strategic approaches, and total investment in each goal.
2.MCG Task Detail – The second section for each goal includes the specific tasks/actions associated
with each goal.
Major City Goal Funding
Investments in the Major City Goal initiatives are interwoven throughout the financial plan document.
Major City Goal tasks are funded in three ways:
New Funding – Addition of funding specifically for a MCG task. Generally, new funding for MCGs
is a llocated o n a o ne ‐time basis. I n s ome c ases, t hese e fforts continue beyond the two‐year period
of the Financial Plan and are considered “ongoing” and will be incorporated into ongoing services.
Capital – During the Capital budgeting process, projects are categorized to M ajor C ity G oals i f they
have a nexus with the goal. Generally, projects that help advance Major City Goals are prioritized
during the ranking process.
Operating Budget – Resources are also provided through the City’s existing operating budget. This
category is harder to quantify because many departments contribute to the MCG tasks through
their work programs. The MCG funding summaries therefore only include operational items that
have a direct and measurable correlation to the goal.
Operating Capital
Total
Investment Operating Capital
Total
Investment
1 Economic Recovery 9,132,239$ 3,612,500$ 12,744,739$ 8,224,066$ 8,089,500$ 16,313,566$
2 DEI 796,630$ 345,000$ 1,141,630$ 826,097$ 95,000$ 921,097$
3 Housing & Homelessness 2,288,961$ 9,090,100$ 11,379,061$ 2,208,550$ 25,105,817$ 27,314,367$
4 Climate Action , Open Space,
Sustainable Transportation 835,876$ 14,552,660$ 15,388,536$ 683,202$ 14,397,731$ 15,080,933$
5 Total 13,053,706$ 27,600,260$ 40,653,966$ 11,941,916$ 47,688,048$ 59,629,964$
MCG
2021‐22 2022‐23
In addition to direct operating
funding, almost all MCG efforts
require support service resources:
1.Legal Assistance
2.Financial Assistance
3.Materials and Supplies
4.Administrative Support
5.Human Resources Support
37 Page 251 of 823
Major City Goals – Economic Recovery
Goal Statement:
In collaboration with local partners, continue to support economic
recovery for all from the COVID pandemic and support a thriving local
economy by supporting local businesses, arts and culture, downtown
vitality, practicing fiscal responsibility, paying down unfunded pension
liabilities, and investing in critical infrastructure.
Expectations:
The City will engage and expand up on its community partnerships and invest in infrastructure,
promotion, programs, and polices that support the economic and social recovery and resiliency of the
community while ensuring fiscal sustainability. Additional focus will be placed on the retention of
existing businesses, the recovery of arts and culture, the vitality of the downtown, and supporting
underserved groups and populations. Additionally, all actions will be viewed through the lens of the
City’s sustainability and DEI efforts.
Stakeholders/Responsible Departments
For the purposes of MCG administration, monitoring, and reporting, Administration is the lead
department. However, the Economic Recovery, Resiliency & Fiscal Sustainability (ERR&FS) require the
support and engagement from all City departments with special focus provided by Community
Development, Public Works, Parks and Recreation, and the Police Departments. The City will also
continue to engage current partners like the Chamber, Downtown SLO, REACH, SLOMA, SLOREP, Cal
Poly, Cuesta and other existing and new partners to support our efforts.
Strategic Approach
Strategy 1.1: For all members of the Community‐ The language “for all” in the goal statement
ensures that the Economic Development efforts will work in conjunction with the City’s DE&I efforts
to support BIPOC, LGTBQ+ and other under‐served communities as we recover from the pandemic
and build resiliency.
Strategy 1.2: Business Support‐ The City will support the SLO business community through a mix of
traditional and non‐traditional economic development efforts. The efforts will focus on:
a.Creation, Retention, Attraction, Promotion and Programs for new and existing businesses.
b. Planning, Permit, Policy support for recovery and resiliency efforts.
c. Infrastructure investment.
Strategy 1.3: Support Arts and Culture‐ The City will support the recovery of the Arts and Cultural
activities by working with existing and new community partners.
Strategy 1.4: Downtown Vitality‐ In partnership with Downtown SLO, the City will support the
downtown business community through a mix of traditional and non‐traditional economic efforts.
The efforts will focus on:
a.Creation, Retention, Attraction, Promotion and Programs for new and existing businesses,
b. Planning, Permit, Policy support for recovery, resiliency, and downtown vitality,
d. Support for Arts and Culture,
d. Infrastructure investment,
e. Clean and Safe programs.
1.Economic Recovery, Resiliency & Fiscal Sustainability
38 Page 252 of 823
Existing
Operating
Budget
New Funding
(SOBCs)
Capital Budget
Existing
Operating
Budget
New Funding
(SOBCs)
Capital Budget
1.1 For all members of the Community $ 230,000 155,000$
1.2 Business Support $ 2,600,000 $ 1,156,948 2,600,000$ 581,323$
1.3 Arts and Culture Support $ 100,000 $ 50,000 300,000$ 100,000$ 25,000$ 300,000$
1.4 Downtown vitality $ 662,000 $ 946,043 3,312,500$ $ 662,000 773,964$ 7,789,500$
1.5 Practicing fiscal responsibility $ 76,200 $ 756,048 61,200$ 739,679$
1.6 Paying down unfunded pension liabilities $ 2,500,000 2,500,000$
1.7 Investing in critical infrastructure $ 55,000 25,900$
SUB TOTAL 5,938,200$ 3,194,039$ 3,612,500$ 5,923,200$ 2,300,866$ 8,089,500$
TOTAL
Total Investment in Economic Recovery, Resiliency & Fiscal Sustainability
21‐22 22‐23
12,744,739$ 16,313,566$
Strategic Approach
Strategy 1.5: Practicing Fiscal Sustainability: The City will continue to focus fiscal sustainability
through all work efforts, programs, and the required budget appropriations. It will review its revenue
sources ongoingly and maximize collection and return on its investments.
Strategy 1.6: Paying down unfunded pension liabilities: The City will work to pay down the unfunded
liabilities and allocate additional annual payment in pursuit of a 20‐year paydown.
Strategy 1.7: Investing in critical infrastructure: The City will invest in critical infrastructure based on
the approved 2021‐23 CIP or as otherwise directed by the City Council. Projects that 1) facilitate
economic recovery, 2) enhance safety, resilience, fire prevention, 3) address past commitments
(previously budget, approved planning documents), 4) are partnership projects with a significant
portion of the cost covered by private development, 5) address existing core infrastructure
maintenance needs and 6) provide positive impact towards climate change goals and/or Diversity
Equity and Inclusions needs that will be prioritized for inclusion and Council’s consideration in the
2021‐23 CIP.
Major City Goals – Economic Recovery
39 Page 253 of 823
Funding Source
1.1 For all members of the Community
1.1 a. Establish a process for the City to recognize and promote Minority‐owned businesses.ADM (ED/DEI) Operating Budget FY22 Q3
1.1
b. Implement protocols within the City’s Office of Economic Development to reach out to existing
and new Minority‐owned/operated businesses to learn of their experiences operating in SLO, and
to identify ways the City can be of support.
ADM (ED/DEI)Operating Budget FY22 Q3
1.1 c. Evaluate and potentially establish a City Leadership/Chamber of Commerce / Minority Business
Owners’ roundtable.ADM (ED/DEI)Operating Budget FY22 Q4
1.1
d. Research, explore and potentially utilize innovative practices such as micro‐loans, targeted‐
sector recruiting and promotion, City facilitated lending, grants, private support and crowdfunding
to support businesses owned by or serving underserved/underrepresented communities. The City
will also leverage its partner network, including the Chamber, Downtown SLO, REACH and others
to support the DEI initiatives as they relate to economic development including creation, retention
and attraction efforts. Expense is categorized under DEI goal.
ADM (ED/DEI)New Funding FY23 Q4
1.1 e. Update and maintain a listing of resources for BIPOC, LGBTQ+ and other underserved
communities on the City's Doing Business section of the website.ADM (ED) Operating Budget Ongoing
1.1
f. Hire a consultant, support legal review, and establish an internal working group and hire a
consultant to research methods to support local contractors, local vendors, and labor through
workforce agreements, local purchasing requirements, alternative project delivery methods and
other options to support local businesses and employees. The Community Services Group will be
leading this effort.
PW/UTIL New Funding FY22 Q4
1.1 g. Develop and implement a scorecard to track visitation to key areas of the City, employment, DEI
economic efforts and other relevant economic indicators.ADM (ED)New Funding FY22 Q2
1.1 h. Update the City's Economic Development Strategic plan ADM (ED)New Funding FY23 Q2
1.1 i. Review the Economic Development program structure based on the outcome of the EDSP
update. ADM (ED) Operating Budget FY23 Q4
1.1 j. Ensure adequate temporary and flex resources available to develop and execute required
initiatives. ADM (ED)New Funding Ongoing
1.2 Business Support (a. Creation, Retention, Attraction, Promotion and Programs, b. Planning, Policy,
Permitting, c. Infrastructure)
1.2
a‐1. Set aside funding for activations, promotions and programs like "Light Up Downtown", "Buy
Local Bonus", Shop local to aid in the recovery from the impacts of COVID‐19 through out the City
and including downtown.
ADM (ED)New Funding Ongoing
1.2
a‐2. Elevate the promotion and branding of the Economic Development activities of the City
highlighting the efforts around Sustainability and DE&I through the website, videos and other
collateral. ($60k communications support for Administration)
ADM (ED)New Funding F22 Q4
1.2
a‐3. Continue to work with our partners at the Chamber, REACH, Cal Poly, Downtown SLO, SCORE
and others to support the business community through retention, creation, attraction, education
and communication efforts.
ADM (ED) Operating Budget Ongoing
1.2 a‐4. Work with REACH and other partners to offset the loss of the Diablo Canyon Nuclear Power
plant through business attraction, H‐o‐ H job creation and other relevant efforts. ADM (ED) Operating Budget Ongoing
1.2 a‐5. Evaluate the continuation and/or modification of the Open SLO program Fitness in the Parks. P&R Operating Budget FY22 Q1
1.2 a‐6. Review transitioning the Business Ambassador program from a COVID response action to an
ongoing program with an available hotline as well as an online form option.ADM (ED) Operating Budget FY22 Q1
1.2 a‐7. Continue to promote the City to tourists, visitors and locals through the efforts of the TBID
and the PCC. ADM (ED) Operating Budget Ongoing
1.2 a‐8. Provide childcare programming to the community to enable residents to work and fuel the
local economy.P&R Operating Budget Ongoing
1.2 b‐1. Continue to implement the TIPP‐FAST program to fast track tenant improvement permits and
support business recovery. Incorporate subsidies into program when funding is available.CDD New Funding Ongoing
1.2
b‐3. Develop a streamlined and easy to understand process for businesses to allow activities
encouraged by Outdoor SLO, and other programs implemented in response to Covid‐19, to
continue ‐ especially in relation to outdoor dining.
CDD/PW Operating Budget FY22 Q1
1.2
b‐4. Improve efficiency and transparency in the permitting process through implementation of
paperless permitting, performance management reporting, and enhanced customer transparency
tools.
CDD New Funding FY22 Q4
1.2
b‐5. Review and establish policies as required to support broadband to the home to take
advantage of the opportunities to work from home to support the Climate Action Plan and Quality
of life.
CDD/PW/IT/UTIL Operating Budget Ongoing
1.2 b‐6. Staff Resources to improve permitting efficiency and support development services program
capacity CDD New Funding Ongoing
PROGRAMS/PROJECTS
Strategic
Approach #
Responsible
Department Completion DateEconomic Recovery, Resiliency & Fiscal Sustainability
Task/ Action
40 Page 254 of 823
Funding Source
PROGRAMS/PROJECTS
Strategic
Approach #
Responsible
Department Completion DateEconomic Recovery, Resiliency & Fiscal Sustainability
Task/ Action
1.2
c‐1. Ensure the business community is updated and aware of major City projects (CIP and others)
that will impact their operations. Coordinate with business adjusting working hours and
construction impacts to reduce impacts.
PW/UTIL Operating Budget Ongoing
1.2 c‐2. Set aside funding for the potential to expand the various Open SLO programs (Parklets, Street
closures) to other areas of the City to support business recovery. PW Operating Budget Ongoing
1.3 Arts and Culture Support
1.3 a. Support the recovery of Arts and Cultural activities throughout the City.P&R/ADM Operating Budget Ongoing
1.3 b. Support the recovery of Arts , Culture and Community programs through a PCC program similar
to GIA. ADM (ED)New Funding Ongoing
1.3 c. Continue to support local community non‐profit organizations through the Cultural GIA program
facilitated by the PCC.ADM (ED) Operating Budget Ongoing
1.3 d. Roundabout Public Art Installations P&R/ADM(Sustainabilit
y/DEI)Capital Ongoing
1.4 Downtown vitality (a. Promotion and Programs b. Planning, Policy, Permitting c. Arts and Culture
d. Infrastructure e. Clean and Safe)
1.4 a‐1. Continue to partner with Downtown SLO to ensure the recovery and growth, and vitality of
the Downtown. ADM (ED) Operating Budget Ongoing
1.4
a‐2. Support Downtown SLO in expanding the Holiday "Light up Downtown" program and
incentivize private participation through a matching program.(For example $100K base with $ for
$ match on $50K)
ADM (ED)New Funding Ongoing
1.4 a‐3. Continue the work of the Vacancy and Vibrancy Task force in cooperation with Downtown
SLO with a focus on a activating and re‐leasing vacant store fronts. ADM (ED) Operating Budget Ongoing
1.4 a‐4. Review, evaluate and execute on the outcomes from the Downtown Future Forum ensuring
the required public participation and Council approval as needed. ADM (ED) Operating Budget FY22 Q2
1.4 a‐5. Continue to enhance and modify the Open SLO program "Downtown Dining" within Mission
Plaza as needed to contribute to downtown vitality. P&R New Funding Ongoing
1.4 a‐6. Support the restart of the various Downtown SLO activations like Farmers, Concerts in the
Plaza and the Holiday Parade. ADM (ED)/PW Operating Budget Ongoing
1.4 a‐7. Continue to promote the Downtown to tourists, visitors and locals through the efforts of the
TBID and the PCC. ADM (ED) Operating Budget Ongoing
1.4
b‐1. Part 1: Update the Zoning Regulations to allow for more flexible administration of allowed
uses, especially downtown, to support desired pop‐up, shared‐resource and new business model
approaches to facilitate business opportunities in the community.
CDD New Funding FY23 Q2
1.4
b‐2. Part 2: Update the Zoning Regulations to allow for more flexible administration of allowed
uses, especially downtown, to support desired pop‐up, shared‐resource and new business model
approaches to facilitate business opportunities in the community.
CDD New Funding FY23 Q2
1.4 c‐1. Support Arts and Culture in the downtown while ensuring appropriate efforts are made to
support DEI through available programs.
P&R/ADM(Sustainabilit
y/DEI)Capital Ongoing
1.4 c‐2. Support the recovery of Arts and Cultural activities by working with new and existing
community partners.
P&R/ADM(Sustainabilit
y/DEI)Capital Ongoing
1.4 c‐3. Activation of public spaces in downtown through events and programming such as pop up
activities and temporary public art that celebrates the proliferation of public art.
P&R/ADM(Sustainabilit
y/DEI)Operating Budget Ongoing
1.4 c‐4. Explore options of creative placemaking and temporary public art in the downtown i.e.
adjacent to Bubblegum Alley and Rose Alley.
P&R/ADM(Sustainabilit
y/DEI)Operating Budget Ongoing
1.4 c‐5. Support creation and partnership of a Downtown Mural Program with Downtown SLO and
SLOMA.
P&R/ADM(Sustainabilit
y/DEI)Operating Budget Ongoing
1.4 d‐1. Develop and present a long term plan for the initiatives started under the Open SLO like
parklets and street closures in the downtown. PW/CDD Operating Budget Ongoing
1.4 d‐2. Replace the existing Mission Plaza Restrooms in compliance with Mission Plaza Concept Plan
and Council Direction.PW Capital Ongoing
1.4 d‐3. Construct the new Palm/Nipomo structure in coordination with SLO REP theatre.PW Capital FY 2023/24
1.4 d‐4. Continue with the City banner program.ADM (ED)/PW Capital Ongoing
1.4 d‐5. Establish and implement a plan to make the Zig Zag lights permanent in the current locations
as well as other locations in the downtown.PW Capital Ongoing
1.4
d‐6. Ensure the downtown business community is updated and aware of major City projects (CIP
and others) that will impact their operations and set aside funding to minimize the impacts where
possible.
PW/UTIL/CDD Operating Budget Ongoing
1.4 d‐7. Investigate opportunities to develop a Downtown Wi‐Fi Mesh.IT Operating Budget Ongoing
1.4 d‐8. Expansion to gateless parking structure to improve the customer access and experience when
visiting downtown.PW(Parking)Capital FY 2022/23
41 Page 255 of 823
Funding Source
PROGRAMS/PROJECTS
Strategic
Approach #
Responsible
Department Completion DateEconomic Recovery, Resiliency & Fiscal Sustainability
Task/ Action
1.4 d‐9. Assist with the continuation of Open SLO parklets and courtesy curbside pick up locations PW(Parking)Operating & Capital Ongoing
1.4 d‐10. Expansion of enforcement to ensure on‐street, off‐street, and residential compliance and
safety and to improve overnight safety in the parking structures PW(Parking) New Funding Ongoing
1.4 d‐11. Expansion of maintenance to ensure parking structures and adjoining areas remain safe,
clean and orderly (see above for fiscal impact)PW(Parking) New Funding Ongoing
1.4 d‐12. Parking structure maintenance at 842 Palm, 871 Palm, and 919 Palm.PW(Parking)Capital Ongoing
1.4 d‐13. City Hall lighting PW Capital FY 2023/24
1.4 e‐1. Continue to support the Downtown SLO programs like Clean & Safe, the Ambassadors and
homelessness support. ADM (ED) Operating Budget Ongoing
1.4 e‐2. Continue to enhance downtown cleanliness through daily sidewalk scrubbing, street
sweeping and trash clean up and the improvement of the existing creek walk.PW New Funding Ongoing
1.4 e‐3. Continue to provide public safety presence in the downtown. Includes costs of Downtown
Bike Patrol, Sergeant, and Officers)PD New Funding Ongoing
1.4
e‐4. The Police department will develop an educational program, which will include in‐person
presentations for business owners (including visitor serving) to know how to deal with situations
requiring public safety support. Costs are associated with materials.
PD Operating Budget Ongoing
1.4
e‐5. Develop a CAT staffing plan with a second social worker, to ensure public safety and social
service resources in both the downtown and creek area. FUNDING LISTED IN HOMELESSNESS
MCG
PD Operating Budget Ongoing
1.4 e‐6. Evaluate a plan to reestablish a downtown sub station for public safety. (Potential of adding
to Mission Plaza Project)PD New Funding Ongoing
1.4 e‐7. Track hours worked (regular and overtime hours) by the downtown sergeant and downtown
officers and tracking crime statistics.PD Operating Budget Ongoing
1.4 e‐8. Downtown safety enhancements ‐ bollards PW Capital FY22 Q4
1.4 e‐9. Mission Plaza Railing Replacement PW Capital FY22 Q4
1.5 Practicing fiscal responsibility
1.5
a. Practicing fiscal responsibility: The City will continue to focus fiscal sustainability through all
work efforts, programs, and the required budget appropriations. It will review its revenue sources
ongoingly and maximize collection and return on its investments.
FIN Operating Budget Ongoing
1.5
b. Staff Resources: Continued enhancements to the Oracle Cloud system through the MOTION
program to increase efficiencies and overall effectiveness of the system. Additionally help
maintain the City's accounting and financial information.
IT / HR / FIN New Funding Ongoing
1.5 c. Negotiate successor agreements with employee groups in alignment with Council adopted
Labor Relations Objectives.HR Operating Budget Ongoing
1.5 c. Negotiate successor agreements with employee groups in alignment with Council adopted
Labor Relations Objectives.HR Operating Budget Ongoing
1.5 d. Complete benchmark compensation survey for SLOCEA, Management, and Confidential groups.HR New Funding FY22 Q4
1.5 d. Complete benchmark compensation survey for SLOCEA, Management, and Confidential groups. HR Operating Budget FY22 Q4
1.5 e. Continue to monitor and reduce liability and workers’ compensation claims through actions
aimed at reducing liability and workers’ compensation costs.HR Operating Budget Ongoing
1.5 f.Injury Reduction Programs, Compliance Software, Onboarding Software, and transitioning to
electronic files Fire/HR New Funding Ongoing
1.6 Paying down unfunded pension liabilities
1.6 a. Paying down unfunded pension liabilities (includes all funds): The City will work to pay down the
unfunded liabilities and allocate additional annual payment in pursuit of a 20‐year paydown. FIN Operating Budget Ongoing
1.7 Investing in critical infrastructure
1.7
a. Investing in critical infrastructure: The City will invest in critical infrastructure based on the
approved 2021‐23 CIP or as otherwise directed by the City Council. Projects that 1) facilitate
economic recovery, 2) enhance safety, resilience, fire prevention, 3) address past commitments
(previously budget, approved planning documents), 4) are partnership projects with a significant
portion of the cost covered by private development, 5) address existing core infrastructure
maintenance needs and 6) provide positive impact towards climate change goals and/or Diversity
Equity and Inclusions needs will be prioritized for inclusion and Council’s consideration in the 2021‐
23 CIP. Specific CIP projects/Investments are included in the relevant task and the overall CIP
plan.
PW Operating Budget Ongoing
42 Page 256 of 823
Funding Source
PROGRAMS/PROJECTS
Strategic
Approach #
Responsible
Department Completion DateEconomic Recovery, Resiliency & Fiscal Sustainability
Task/ Action
1.7
b. Regional Transit Authority Analysis: The RTA is currently building a Regional Transit HUB 800
feet from the City’s SLO Transit Bus Yard. Much of the infrastructure that supports SLO Transit is
aged and nearing the end of its lifespan. All transit providers are required to shift the fleet of
transit vehicles to zero emission vehicles.
This funding would support the analysis and review of SLO Transit’s operations and infrastructure
to determine if there may be benefit to sharing infrastructure, equipment or centralizing services
to provide increased community services at the same or reduced purchasing requirements,
alternative project delivery methods and other options to support local businesses and
employees. The Community Services Group will be leading this effort.
PW ‐ Transit New Funding FY22 Q4
1.7 c. Administrative Costs to Support Investment in CIP (Office modifications, Interns)PW/CDD New Funding Ongoing
43 Page 257 of 823
Major City Goals ‐ DEI
Goal Statement:
In response to our commitment to making San Luis Obispo a more
welcoming and inclusive city for all, continue to develop programs and
policies to support diversity, equity, and inclusion initiatives and advance
the recommendations of the DEI Task Force.
Expectations:
The City will engage in initiatives that advance DEI within the organization and community:
1.Develop and implement strategies, programs and policies that build a workplace culture and
community of inclusion, fairness and belonging for all.
2.Involve marginalized communities and diverse voices in program development and delivery to
ensure current lived experiences are understood, priorities are addressed, and the City’s
efforts are relevant and meaningful.
3.Partner with proven community providers and utilize best practice models to leverage City
resources and maximize effectiveness and impact of initiatives.
4.Identify and track measurable results as the City progresses in maturing diversity and
inclusion efforts.
Stakeholders/Responsible Departments
Administration, Human Resources, Police, Parks & Recreation, Public Works.
All Departments share responsibility for supporting and prioritizing DEI initiatives to advance the
City’s strategies, ambition, and goal.
Strategic Approach
Strategy 2.1 – Establish Office of DEI
The Office of DEI is the City’s forward‐facing commitment to meaningful, structural, and lasting
change. It will create and establish activities, outreach, programs, policies, and structures to advance
equity and inclusion, cultural and systemic anti‐racism, and cultural competence within the
organization and throughout the community. It will strengthen relationships with marginalized
communities and their leaders, manage the City’s comprehensive approach to improving community‐
based and internal DEI initiatives, and support departments in embedding DEI in all practices,
policies, processes throughout the organization.
Strategy 2.2 – Develop & Implement DEI Strategic Plan
Create a strategic plan for a comprehensive DEI Initiative. Include assessments of City policies,
practices, environments, community need, priorities, and available resources. Utilize DEI Task Force
Recommendations, and Internal D&E Audit as a foundation, and the Cal Poly Experience report and
other documents as reference and for benchmarking. Subsequent project and implementation plans
will include qualitative and quantitative metrics to measure impact of DEI projects and overall DEI
initiative. implementation of prioritized programs and projects will be scoped as resources allow.
2. Diversity, Equity, Inclusion
44 Page 258 of 823
Major City Goals ‐ DEI
Strategy 2.3 – Workforce Recruitment & Retention
Develop and implement proven strategies, programs, and policies that successfully attract, engage,
retain, and develop a diverse workforce. Emphasize the development of internal candidates, broaden
outreach & advertising, and eliminating screening and selection bias to recruit and hire a more
diverse pool of candidates.
Strategy 2.4 – Inclusive & Equitable Workplace
Continue to develop an environment where all employees feel valued and included. Focus on
providing DEI training and professional development, building interpersonal connections,
improving/increasing communications, integrating DEI into every department’s operations and daily
practices, and growing interest in DEI among all employees.
Strategy 2.5 – Community‐based Policing and Restorative Practices
To align with national trends and best practices, identify strategies for alternative methods to policing
in the City, and increase the ability for social service providers to support in situations where police
are currently serving as both responders and providers. Maintain cultural competency training for
officers. Seek opportunities to increase understanding, strengthen relationships, and intentionally
center the needs of the BIPOC community.
Strategy 2.6 – Cal Poly & Cuesta College Partnerships
Increase shared training, programs, community‐building resources, and collaborative planning to
increase access and enhance belonging for all City residents. Partner with campus programming to
present educational and cultural events to the community at large. Convene regular roundtables with
City, Cal Poly, Cuesta College leadership and students.
Strategy 2.7 – Access, Inclusion, Support for Underrepresented Communities
Revise and expand the City’s existing practices and programs, and support development of leadership
and internship opportunities ‐ especially for youth, BIPOC and LGBTQ+ residents ‐ to increase
understanding, access, and participation in local government. This seeks to increase and diversify the
community members who understand, navigate, feel connected to, and actively participate in the
systems essential to creating meaningful improvements in the City. Sponsor public art and cultural
activities that center the history, experiences, and contributions of the City’s historically marginalized
populations. Increase understanding of the needs and ways to support undocumented residents;
enlist efforts to ensure they know they are eligible for and how to receive City services.
Strategy 2.8 – Community Education & Programming
Partner with DEI experts and providers to expand ongoing awareness and educational programs and
forums. Topics such as how to be anti‐racist, increasing intercultural competence, understanding
unconscious bias, and convening listening and learning sessions may be offered.
Strategy 2.9 – Support & Attract Minority‐Owned Businesses
Focus efforts to support and promote existing minority‐owned businesses and attract new
businesses. Develop outreach and recognition programs. Recognize other businesses that are actively
engaged in advancing DEI and those that demonstrate support of minority‐owned businesses.
45 Page 259 of 823
Major City Goals ‐ DEI
Existing
Operating
Budget
New Funding
(SOBCs)
Capital Budget
Existing
Operating
Budget
New Funding
(SOBCs)
Capital
Budget
2.1 Establish Office of DEI $ 220,039 239,340$
2.2 Develop & Implement DEI Strategic Plan $ 40,000 15,000$
2.3 Workforce Recruitment & Retention $ 64,691 $ 50,000 36,257$ 20,000$
2.4 Inclusive & Equitable Workplace $ 6,500 $ 20,000 25,000$ 4,500$ 20,000$ 75,000$
2.5 Community‐based Policing and Restorative Practices $ 15,400
2.6 Cal Poly & Cuesta Partnerships
2.7
Access, Inclusion, Support for Underrepresented
Communities $ 151,000 $ 224,000 320,000$ 158,500$ 172,500$ 20,000$
2.8 Community Education & Programming $ 5,000 10,000$
2.9 Support & Attract Minority‐Owned Businesses 150,000$
SUB TOTAL $ 222,191 $ 574,439 $ 345,000 199,257$ 626,840$ 95,000$
TOTAL 1,141,630$ 921,097$
Total Investment in Diversity, Equity & Inclusion
Strategic Approach
21‐22 22‐23
46 Page 260 of 823
Funding Source
2.1 Establish Office of DEI
2.1 a. Design DEI Administration, Function, and Operations of the Office Admin‐DEI New Funding FY22 Q1
2.1 b. Develop DEI Base Operating Budget Admin‐DEI New Funding FY22 Q1
2.1 c. Identify and secure office space (2000/mo. @ 7 mos. Y1, 12 mos. Y2)Admin‐DEI New Funding FY22 Q2
2.1 d. Develop positions; Hire Staff Admin‐DEI New Funding FY22 Q1
2.1 e. Hire Diversity position ‐ 1.0 FTE Admin‐DEI New Funding FY22 Q2
2.1 f. Hire ‐DEI Administrative Support ‐ .5 FTE Admin‐DEI New Funding FY22 Q1
2.1 g. Hire CivicSpark Fellow ‐ Y2 ‐ .75 FTE Admin‐DEI New Funding FY22 Q4
2.1 h. Hire Interns ‐ Cal Poly, Cuesta, community candidates ‐ .25 FTE ‐ 2 positions Y1 @
midyear. 2 positions Y2, full year Admin‐DEI New Funding FY22 Q3
2.1 i. Consultant ‐ DEI SME ‐ 360 total hours Admin‐DEI New Funding FY23 Q4
2.1
j. Create and establish formal and informal activities, outreach, programs, policies,
structures to advance equity and inclusion, cultural and systemic anti‐racism, and cultural
competence in the organization and community, and support underrepresented
communities
Admin‐DEI New Funding Ongoing
2.1 k. Implementation of prioritized activities – internal and community‐based Admin‐DEI New Funding Ongoing
2.1 l. Support DEI efforts throughout each department Admin‐DEI New Funding Ongoing
2.1 m. Coordinate activities of the DEI Employee Committee Admin‐DEI New Funding Ongoing
2.1 n. Community‐based outreach, education, programming Admin‐DEI New Funding Ongoing
2.1 o. DEI High Impact and GIA grant administration and management Admin‐DEI New Funding Ongoing
2.1 p. Cal Poly & Cuesta collaborations Admin‐DEI New Funding Ongoing
2.1 q. Support the HRC CDD / Admin‐DEI New Funding Ongoing
2.2 Develop & Implement DEI Strategic Plan
2.2 a. Conduct needs, priority, and resource assessments. Create comprehensive DEI
initiatives and programming for the organization and community. Admin‐DEI New Funding FY22 Q4
2.2 b. Utilize DEI Task Force Recommendations, Internal D&E Audit as foundation; Cal Poly
Experience report and other documents as reference and for benchmarking Admin‐DEI New Funding FY22 Q4
2.2 c. Present comprehensive plan to City Council for Adoption Admin‐DEI New Funding FY22 Q2
2.2 d. Create project designs and implementation plans. Identify applicable qualitative and
quantitative metrics to measure impact of DEI projects and overall DEI program Admin‐DEI New Funding FY22 Q2
2.2 e. Begin implementation of prioritized programs and projects; scoped as resources allow.
To be determined through Strategic Planning process.Admin‐DEI New Funding Ongoing
2.3 Workforce Recruitment & Retention
2.3 a. Improve DEI‐Focused Recruitment, Screening, Hiring Practices HR Operating Budget Ongoing
2.3
b. Improve DEI‐focused language in job descriptions, announcements and other
recruitment materials. Identify gaps and opportunities to increase inclusivity in materials. ‐
supported by consultant, 2.1.i.
HR Operating Budget Ongoing
2.3 c. Provide DEI‐focused screening and interviewing training to personnel and panels ‐
supported by consultant, 2.1.i.HR Operating Budget Ongoing
2.3
d. Implement applicable recommendations from Internal Audit, as well as other industry
best practices. Continue to ensure final selection guidelines are consistent with DEI best
practices
HR Operating Budget Ongoing
2.3 e. Conduct Pay Equity Audit HR New Funding FY22 Q4
2.3 f. Examine policies and programs to support primary caretakers HR Operating Budget Ongoing
2.3
g. Review, evaluate and implement findings of SLO County Child Care Study (First 5’s
analysis) of childcare for working families, as applicable; 22‐23 Supplemental Plan as
resources permit.
P&R Operating Budget FY22 Q4
2.3 h. Continue communicating childcare options and resources for City employees;
additional to First 5 findings. Explore flex schedules, job share, remote options, etc.HR Operating Budget Ongoing
2.3 i. Expanded Recruitment Services Expenses to Augment HR Utilities New Funding Ongoing
2.3 j. Fire: Recruit Academy Support and Intern Program ‐ enhance DEI recruitment efforts Fire Operating Budget Ongoing
2.4 Inclusive & Equitable Workplace
2.4 a. Develop and Adopt Diversity Statement for the Organization Admin‐DEI Operating Budget FY22 Q3
2.4 b. Assist Departments in infusing DEI into their programs, policies, and practices in
relevant and practical ways Admin‐DEI New Funding Ongoing
2.4
c. . Further develop purpose, role, activities and enhance impact of DEI Employee
Committee – (e.g. ERGs, cultural celebrations, activity budget, speakers, self‐study
materials, public web pages)
Admin‐DEI New Funding Ongoing
2.4 d. Grant equal standing and priority to the tasks and responsibilities periodically assigned
to DEI committee members as is given to their other duties Admin (all Depts) Operating Budget Ongoing
2.4 e. DEI‐related Staff Development / Training Admin‐DEI New Funding Ongoing
2.4 f. Implement a DEI module in new hire onboarding HR / Admin‐DEI Operating Budget FY22 Q3
2.4 g. Provide training and other learning opportunities for all levels. E.g. inclusive leadership,
cultural competency, assessments, speakers, self‐study, etc. Admin‐DEI / HR Operating Budget Ongoing
PROGRAMS/PROJECTS
Diversity, Equity, Inclusion
Task/Action
Strategic
Approach #
Responsible
Department
Completion
Date
47 Page 261 of 823
Funding Source
PROGRAMS/PROJECTS
Diversity, Equity, Inclusion
Task/Action
Strategic
Approach #
Responsible
Department
Completion
Date
2.4 h. Continue Clarity Collective training as foundation training ‐ ASSIGNED / RESOURCED TO
HR HR Operating Budget Ongoing
2.4 i. DEI‐related training for Council, Commission, Advisory Board – tailored for roles, Brown
Act, etc.Admin‐DEI Operating Budget Ongoing
2.4 j. Complete a planning study for gender‐inclusive restroom and sleeping facilities for Fire
Stations 3 and 4. Proceed with design work pending results of study.Public Works / Fire Capital FY23 Q4
2.5 Community‐based Policing and Restorative Practices
2.5 a. Implement After Action Report recommendations PD Operating Budget Ongoing
2.5 b. Review and implement Governor’s recommendations regarding protests when issued PD Operating Budget Ongoing
2.5
c. Implement federal government changes in law enforcement. Implement RIPA Spillman
Module: the Racial and Identity Profiling Act (RIPA) was formed as part of AB953.
California law enforcement agencies will be required to collect data for stops made by law
enforcement personnel. Annual reporting to DOJ is a requirement.
PD New Funding Ongoing
2.5 d. Review new Police Station building program and budget for opportunities to reduce
costs to preserve resources for community service investments
Admin / PD /
Public Works Operating Budget FY22 Q2
2.6 Cal Poly & Cuesta Partnerships
2.6 a. Solidify relationships and collaborations Admin‐DEI Operating Budget Ongoing
2.6 b. CP Office of University Diversity and Inclusion (OUDI) and City DEI Office/City Manager
Leadership quarterly planning meetings Admin‐DEI Operating Budget Ongoing
2.6
c. Host City / Cal Poly Office of Student Diversity & Belonging quarterly roundtable (City &
CP leadership, DEI committee, HRC, Cal Poly students, DEI leaders, etc.) regarding
community / student experience, relationship‐building
Admin‐DEI Operating Budget Ongoing
2.6
d. Utilize Faculty Fellow assigned to Office of DEI in partnership with CP OUDI to research
best practices, grants for internships, programs, outreach, innovative practices, etc.
Seeking sponsorship from Cal Poly to fund position.
Admin‐DEI Operating Budget Ongoing
2.6 e. Explore opportunities and build collaborations with Cuesta College Admin‐DEI Operating Budget Ongoing
2.6 f. Provide City facilities as available to campus DEI programs delivered to and in the
community Admin‐DEI Operating Budget Ongoing
2.6 g. Utilize interns from Cal Poly and Cuesta within the Office of DEI Admin‐DEI Operating Budget Ongoing
2.7 Access, Inclusion, Support for Underrepresented Communities
2.7 a. High Impact DEI Grants Admin‐DEI New Funding Ongoing
2.7 b. GIA Grants Admin‐DEI Operating Budget Ongoing
2.7 c. HRC Operating Budget for enhanced presence, advocacy, community building, etc. (such
as awareness campaigns, access/fairness efforts, citizen award, etc.). Activities TBD Admin‐DEI New Funding Ongoing
2.7 e. Support feasibility study for Multicultural Center; provide City liaison/staff support Admin‐DEI Operating Budget FY23 Q4
2.7 f. Contribute to planning / feasibility study Admin‐DEI New Funding FY23 Q4
2.7
g. Update City's formal Public Engagement & Noticing (PEN) procedures as well as other
public outreach, input efforts to increase diverse participation. Develop tactics and cost to
implement
Admin‐DEI New Funding FY23 Q4
2.7 h. City 101/Community Academy to increase understanding / access / participation in City
government Admin‐DEI New Funding Ongoing
2.7
i. City 101 – first stage, short program, easy access/commitment. Overview of City, how to
access, ways to be involved. Extensive outreach to Underrepresented minorities.
Community‐based sessions. Design, pilot Y1
Admin‐DEI Operating Budget FY22 Q4
2.7 j. Community Academy – second stage, longer program. Partner with Chamber, others.
Test demand, develop. Pilot Y2 Admin‐DEI Operating Budget FY23 Q4
2.7 k. Develop “Undocu‐Friendly” logo for City documents, as allowable by law (cost of
internal resources)Admin‐DEI Operating Budget FY22 Q4
2.7 l. BIPOC youth artists' public art project. Feature work that provides a fuller representation
of all communities. Artists are stipend. Pilot in Y2 ‐ ASSIGNED & RESOURCED TO P&R P&R Operating Budget FY23 Q4
2.7 m. Parks Major Maintenance and Repairs ‐ specific to Cheng Park improvements and
Mission Plaza railing improvements. PW Capital FY22 Q4
2.7 n. Parks Major Maintenance ‐ ADA Transition Plan Implementation PW Capital Ongoing
2.8 Community Awareness & Education
2.8
a. Trainings, workshops, speakers, forums, townhalls, listening sessions, outreach, etc. for
youth, marginalized communities and community‐at‐large [in addition to CP's
programming]
Admin‐DEI New Funding Ongoing
2.8 b. Utilize proven providers rather than City develop program. City serves as coordinator,
sponsor, convener, etc. Admin‐DEI Operating Budget Ongoing
2.8 c. Determined by interest, guidance by BIPOC, other URMs, DEI committee, HRC + public
input, etc. Admin‐DEI Operating Budget Ongoing
48 Page 262 of 823
Funding Source
PROGRAMS/PROJECTS
Diversity, Equity, Inclusion
Task/Action
Strategic
Approach #
Responsible
Department
Completion
Date
2.9 Support & Attract Minority‐Owned Businesses – ASSIGNED & RESOURCED BY MCG ERRS ‐
SEE THAT WORK PROGRAM
2.9 a. Establish a process for the City to recognize and promote Minority‐owned businesses Admin‐Econ Dev Operating Budget FY22 Q4
2.9
b. Implement protocols within the City’s Office of Economic Development to reach out to
all existing and new Minority‐owned/operated businesses to learn of their experiences
operating in SLO, and to identify ways the City can be of support.
Admin‐Econ Dev Operating Budget FY22 Q4
2.9 c. Establish a City Leadership/Chamber of Commerce / Minority Business Owners’
roundtable.Admin‐Econ Dev Operating Budget FY22 Q4
2.9
d. Research, explore and potentially utilize innovative practices such as micro‐loans,
targeted‐sector recruiting and promotion, City‐facilitated lending, grants, private support
and crowdfunding to support underserved/underrepresented communities. Leverage
City's partner network, including the Chamber, Downtown SLO, REACH and others to
support the DEI initiatives as they relate to economic development including creation,
retention and attraction efforts.
Admin‐Econ Dev New Funding FY23 Q4
2.9 e. Update and maintain a listing of resources for BIPOC, LGBTQ+ and other underserved
communities on the City's "Doing Business" section of the website.Admin‐Econ Dev Operating Budget FY22 Q4
2.9 f. Establish a process for the City to recognize and promote Minority‐owned businesses Admin‐Econ Dev Operating Budget FY22 Q4
49 Page 263 of 823
Major City Goals – Housing & Homelessness
Goal Statement:
In order to expand housing options for all, continue to facilitate the production of
housing, including the necessary supporting infrastructure, with an emphasis on
affordable and workforce housing. Collaborate with local non‐profit partners and
the county, the state, and federal governments to discover and implement
comprehensive and effective strategies to reduce chronic homelessness.
Expectations:
The City will prioritize new and ongoing Housing Element policies and programs that focus on facilitating the
increased production of affordable and workforce housing, in addition to market rate housing; and the City will
engage with the community, regional agencies, local non‐profit partners, and the Federal government to
leverage resources to be utilized to implement strategies that reduce homelessness.
Housing
1. Implement the Housing Element by continuing ongoing programs and by completing new programs such as
achieving more “by right” non‐discretionary review with Objective Design Standards, update of the
Inclusionary Housing Ordinance, and by establishing a Flexible Density program and “Missing Middle” housing
program to expand housing opportunities downtown and in single‐family neighborhoods.
2. Update the City’s Inclusionary Housing Ordinance.
3. Utilize a consultant to optimize management of the City’s substantial Below Market Rate (BMR) Housing
portfolio.
4. Manage HRC Grants‐in‐Aid (GIA), CDBG, the Affordable Housing Fund, and conduct effective grant research,
application, and implementation.
5. Provide ongoing advisory body, council support, and outreach and support the transition of the Human
Relations Commission (HRC) to the Office of Diversity, Equity and Inclusion.
Homelessness
6. Enhance City Homeless Team coordination among various key staff from City Departments and develop a
strategic plan to guide City actions.
7. Improve environmental protection and water quality with cleanups of creeks, open spaces, public spaces,
and parks.
8. Initiate and participate in regional collaboration efforts and seek out grant opportunities to support regional
solutions to reduce chronic homelessness.
9. Expand the Community Action Team (CAT) to support public safety and community member access to
critical homeless services.
10. Lead by example with the implementation of a Mobile Crisis Unit (MCU) to support the chronically
homeless population, which can be adopted by other agencies and scaled up to meet the regional need.
11. The City will continue and work to expand its support for funding of non‐profit social service providers that
specialize in services to help people transition into housing.
3. Housing and Homelessness
50 Page 264 of 823
Major City Goals – Housing & Homelessness
Stakeholders/Responsible Departments
For the purposes of MCG implementation, administration, monitoring, and reporting, Community
Development is the lead department. However, several of the tasks outlined in the MCG will include the
participation of the following City Departments: Administration, City Attorney, Police, Public Works, Parks and
Recreation, and Fire.
The City will also engage with the following stakeholders to support Housing and Homelessness efforts
including, but not limited to:
1. Residents
2. Homeless individuals and families
3. Homeless advocates
4. Business/Property Owners
5. Chamber of Commerce
6. Economic Vitality Corporation (EVC)
7. Social service agencies
8. San Luis Obispo County Housing Trust Fund
(HTF)
9. Affordable housing and market rate
developers
10. Non‐profit organizations
11. Owners and renters of affordable housing in the
City
12. Homeless Services Oversight Council (HSOC)
13. County of San Luis Obispo Administration,
Behavioral Health, and other key regional
partners
14. Mid and Large‐Scale Employers
Strategic Approach
Housing
Strategy 3.1 ‐ Implement the Housing Element
The City will be implementing the recently adopted 6th cycle Housing Element (HE), which consists of key
policies and programs intended to incentivize and make feasible a range of housing options with an emphasis
on affordable and workforce housing types.
Strategy 3.2 ‐ Implement Inclusionary Housing Ordinance
Continue internal coordination procedures ensuring development applications include a clear and complete
inclusionary housing proposal consistent with the Inclusionary Housing Ordinance. This review process would
include a formal application routing to the Housing Policy and Programs section of the Planning Division during
application completeness review. This review will allow housing staff to verify Inclusionary Housing Ordinance
compliance while also allowing the opportunity to negotiate for more affordability in development projects
through the application of available alternatives and incentives.
Strategy 3.3 ‐ Below Market Rate Portfolio Management
This is a service contract with a qualified consultant that has expertise in the area of management and
administration of the City's Inclusionary Housing Inventory, including ownership units, rental units and project
financing. The contract would include updating program materials, tracking and reporting of program
activities, monitoring, income qualifications, and underwriting applicants for new loans (first‐time homebuyer,
long‐term affordable, and equity‐share programs), including title and escrow services.
Strategy 3.4 ‐ Financial Management
This effort includes the ongoing program administration and management of federal, state and local grants
including: 1) Community Development Block Grant (CDBG); 2) Grants‐In‐Aid (GIA); and 3) Affordable Housing
Fund (AHF). In addition to ongoing grants, the City is the recipient of the following one‐time grants that
support Housing & Safety Element updates and program implementation: 1) SB2 grant in the amount of
$160,000 to fund the Flexible Density Program; 2) LEAP grant in the amount of $150,000 to fund the Housing
Element Update; 3) REAP grant in the amount of $283,003 to fund the Inclusionary Housing Ordinance Update
51 Page 265 of 823
Major City Goals – Housing & Homelessness
and Objective Design Standards; and 4) Sustainable Communities grant in the amount of $435,000 to fund the
Safety Element Update.
Strategy 3.5 ‐ Advisory Body & Council meetings & support
Staff will continue to provide updates on legislation and state laws related to housing policies pertinent to City
operations, including workforce and affordable housing, and will continue to provide public information
related to ongoing City efforts to implement Housing Element policies and programs. Updates will be provided
to advisory bodies regarding overall housing policy context, and to provide updates in state law and City
policies that inform decisions and recommendations under their purview. This effort will improve advisory
body participation in various implementation strategies described in the overall Housing and Homelessness
Major City Goal, and in ongoing review of individual projects and community discussions surrounding these
topics.
Homelessness
Strategy 3.6 ‐ City Homelessness Team Coordination (Homelessness Response Manager)
Coordination of staff from various City departments (Public Works, Parks and Recreation, Police, Fire,
Administration) focused on addressing issues associated with homelessness, including:
1. Develop a Strategic Plan to guide a sustained effort of engagement by regional partners, non‐profit
partners, and community members to identify and implement coordinated solutions to chronic
homelessness.
2. Maintain and update informational resources, such as the City's Homelessness Solutions web page,
about City actions to help the unhoused population, and the scope of services provided to address the
challenges of homelessness by the County, State, City, and regional partners.
3. Work to prevent homelessness through a Safe Housing Outreach and Education Program that will
provide, among other duties, information about rental assistance programs, eviction protection
programs, and new housing opportunities.
4. Pursue a coordinated lobbying strategy to motivate action at the State and regional level, and research
and secure additional sources of funding to address local challenges.
Strategy 3.7 ‐ Environmental Protection and Water Quality
Environmental clean‐ups in creek and open space areas associated with abandoned personal property and
trash.
Strategy 3.8 ‐ Regional Engagement and Grant Management
Ensure active participation and representation of the City in the County's regional strategic planning efforts to
develop regional solutions to chronic homelessness. Attend HSOC & PACT meetings, support City Elected
Officials on the HSOC, and report status of agenda items back to staff. Support the Housing Policy and
Programs section and Office of DEI on homelessness‐related funding opportunities, such as CDBG, GIA, DEI,
and other State/Federal/local sources.
Strategy 3.9 ‐ Community Action Team (CAT) and Downtown Bike Team Resources
Expand the current Community Action Team by adding an additional social worker position and continue to
provide public safety services by utilizing the Community Action Team; includes two officers and a social
worker. Continue to provide public safety services by utilizing the downtown bike team.
Strategy 3.10 Mobile Crisis Unit (MCU) Pilot Program Implementation
Pair a crisis worker with an Emergency Medical Technician (EMT) to provide non‐emergency response and care
to unhoused community members. Implement the program with the goals of reducing emergency dispatch of
paramedics and law enforcement to community members who need non‐emergency support. Engage with the
County of San Luis Obispo in the implementation of the pilot program so that if it is successful it can be scaled
up and replicated across the region.
52 Page 266 of 823
Major City Goals – Housing & Homelessness
Existing
Operating
Budget
New Funding
(SOBCs)
Capital Budget
Existing
Operating
Budget
New Funding
(SOBCs)
Capital Budget
3.1 Implement Housing Element $ 140,000 9,090,100$ 115,000$ 25,105,817$
3.2 Implement Inclusionary Housing Ordinance
3.3 Below Market Rate Portfolio Management $ 60,000 $ 117,000 30,000$ 117,000$
3.4 Financial Management $ 35,000 35,000$
3.5 Advisory Body & Council meetings & support
3.6 Homelessness Team Coordination $ 322,583 295,212$
3.7 Environmental Protection and Water Quality $ 177,400 $ 65,000 183,360$ 70,000$
3.8 Regional Engagement and Grant Management
3.9 Community Action Team Resources $ 629,964 $ 125,188 629,964$ 116,188$
3.10 Mobile Crisis Unit Pilot Program $ 300,000 300,000$
3.11 Non‐Profit Partner Support $ 253,000 $ 63,826 253,000$ 63,826$
SUB TOTAL $1,155,364 $ 1,133,597 $ 9,090,100 1,131,324$ 1,077,226$ 25,105,817$
TOTAL
Total Investment in Housing and Homelessness
Strategic Approach
21‐22 22‐23
11,379,061$ 27,314,367$
Strategy 3.11 – Non‐Profit Partner Funding Support
Research and partner with non‐profit partners in pursuing funding sources such as CARES Act and Project
Homekey grants. Support additional safe parking opportunities in the City and support coordinated regional
efforts for expanding transitional housing, and shelter resources. Provide ongoing funding support to CAPSLO
from the City’s General Fund, which in addition to grant sources will enable programs such as the Homeless
Services Center, safe parking, and warming center functions to continue and expand. Continue to administer
CDBG and other federal, state and local grants in support of services and facilities that benefit unhoused
community members.
53 Page 267 of 823
Housing & Homelessness
Task/ Action Funding Source
3.1 Implement Housing Element
3.1 a. Inclusionary Housing Ordinance (HE programs 2.13 & 4.6) CDD; Attorney New Funding FY22 Q3
3.1 b. Flexible Density Program (HE Program 2.15)CDD Operating Budget FY22 Q3
3.1 c. Develop Objective Design Standards & Update Development Review Process (HE 6.22 & 6.23)CDD; Attorney Operating Budget FY21 Q1
3.1 d. Zoning Regulations Update ‐ Housing (HE 5.5, 8.18, 8.23, 2.17 and AB 2345) CDD; Attorney Operating Budget FY21 Q1
3.1 e. Subdivision Regulations Update (HE 6.20) CDD; Attorney New Funding FY22 Q1
3.1 f. Missing Middle Housing (HE 5.4)CDD; Attorney New Funding FY23 Q2
3.1 g. Additional Housing Element Program Implementation (HE 2.16, 2.18, 3.10, 4.7 & 4.8)CDD Operating Budget FY23 Q2
3.1 h. Regional Coordination (HE Chapter 4)CDD Operating Budget ongoing
3.1 i. Housing Element Program Implementation (Chapter 3) CDD Operating Budget ongoing
3.1
j. Begin construction of Prado Road Creek Bridge Replacement & S. Higuera/Prado Road intersection
reconstruction, adding protected bicycle lanes, sidewalks and a bicycle protected intersection, as
recommended in the Active Transportation Plan.
PW Capital FY24 Q1
3.1
k. Begin construction of the Prado Road Interchange project, providing more efficient connectivity for
motor vehicles and transit service (reducing VMT), and providing physically‐separated facilities for
bicycles and pedestrians, as recommended in the Active Transportation Plan.
PW Capital FY25 Q1
3.1 l. Begin construction of Development related park improvements specific to Laguna Lake and Orcutt Area. PW Capital FY23 Q4
3.1 m. CDD Fleet Replacement PW Capital Ongoing
3.2 Implement Inclusionary Housing Ordinance
3.2 a. Development review project referrals CDD Operating Budget ongoing
3.3 Below Market Rate Portfolio Management
3.3 a. Inventory Management; Monitoring; Escrow services; Homebuyer & rental services; BEGIN/FTHB CDD New Funding ongoing
3.3 b. Attorney advice and support of legal documents Attorney Operating Budget ongoing
3.4 Financial Management
3.4 a. CDBG Program Administration CDD Operating Budget ongoing
3.4 b. GIA Program Administration CDD Operating Budget ongoing
3.4 c. Affordable Housing Fund Administration CDD Operating Budget ongoing
3.4 d. Grant research; applications; coordination CDD Operating Budget ongoing
3.5 Advisory Body & Council meetings & support
3.5 a. Reports, Community meetings, presentations (does not include time associated with tasks identified
herein)CDD Operating Budget ongoing
3.5 b. HRC liaison CDD/ADMIN Operating Budget ongoing
3.6 City Homelessness Team Coordination
3.6 a. Coordination of staff from various City departments (Public Works, Parks and Recreation, Police, Fire,
Administration) focused on addressing issues associated with homelessness.CDD Operating Budget FY23 Q3
3.6
b. Develop a Strategic Plan to guide a sustained effort of engagement by regional partners, non‐profit
partners, and community members to identify and implement coordinated solutions to chronic
homelessness.
CDD New Funding FY22 Q3
3.6
c. Maintain and update informational resources, such as the City's Homelessness Solutions web page,
about City actions to help the unhoused population, and the scope of services provided to address the
challenges of homelessness by the County, State, City, and regional partners.
CDD/Admin Operating Budget ongoing
3.6
d. Work to prevent homelessness through a Safe Housing Outreach and Education Program that will
provide, among other duties, information about rental assistance programs, eviction protection
programs, and new housing opportunities.
CDD New Funding ongoing
3.6 e. Pursue a coordinated lobbying strategy to motivate action at the State and regional level, and research
and secure additional sources of funding to address local challenges.CDD/Admin/Attorney Operating Budget ongoing
3.6 f. Housing and Homelessness City Staff CDD New Funding ongoing
3.7 Environmental Protection and Water Quality
3.7 a. Environmental clean‐ups in creek and open space areas associated with abandoned personal property
and trash (Parks & Rec)P&R New Funding Ongoing
3.7 b. Environmental clean‐ups in creek and open space areas associated with abandoned personal property
and trash (Parks & Rec)P&R Operating Budget Ongoing
3.7 c. Environmental clean‐ups in City Parks and public spaces associated with abandoned personal property
and trash (Public Works)PW New Funding Ongoing
3.7 d. Environmental clean‐ups in City Parks and public spaces associated with abandoned personal property
and trash (Public Works)PW Operating Budget Ongoing
3.8 Regional Engagement and Grant Management
3.8 a. Active participation and representation of the City in the County's regional strategic planning efforts to
develop regional solutions to chronic homelessness. CDD Operating Budget ongoing
3.8 b. Attend HSOC & PACT meetings, support City seat on the Commission, and report status of agenda
items back to staff CDD Operating Budget ongoing
3.8 c. Support the Housing Policy and Program section and the Office of Diversity, Equity and Inclusion on
homelessness related funding opportunities, such as CDBG, GIA, DEI, and other sources.CDD Operating Budget ongoing
3.9 Community Action Team (CAT) Resources
3.9 a. Expand the current Community Action Team by adding an additional social worker position.PD New Funding ongoing
3.9
b. Continue to provide public safety services by utilizing the Community Action Team; includes two
officers and a social worker. (Costs include existing social worker position, but funding for the position is
provided by the County).
PD Operating Budget ongoing
3.9 c. Continue to provide public safety services by utilizing the downtown bike team.PD Operating Budget ongoing
PROGRAMS/PROJECTS
Strategic
Approach #
Responsible
Department Completion Date
54 Page 268 of 823
Housing & Homelessness
Task/ Action Funding Source
PROGRAMS/PROJECTS
Strategic
Approach #
Responsible
Department Completion Date
3.10 Mobile Crisis Unit Pilot Program Implementation
3.10 a. Pair a crisis worker with an Emergency Medical Technician (EMT) to provide non‐emergency response
and care to unhoused community members. FD/CDD New Funding one time
3.10 b. Implement the program with the goals of reducing emergency dispatch of paramedics and law
enforcement to community members who need non‐emergency support. FD/CDD New Funding ongoing
3.10 c. Engage with the County of San Luis Obispo in the implementation of the pilot program so that if it is
successful it can be scaled up and replicated across the region.FD/CDD New Funding ongoing
3.11 Non‐Profit Partner Funding Support
3.11 a. Support non‐profit partners in pursuing funding resources, such as CARES Act and Project Home key
grants.CDD/Admin Operating Budget ongoing
3.11 b. Support a 25% expansion of the number of beds at the 40 Prado Homeless Services Center.CDD New Funding FY21 Q1
3.11 c. Continue to expand Safe Parking opportunities and support coordinated regional efforts for Safe
Parking, transitional housing, and other shelter resources.CDD/PW/PD New Funding ongoing
3.11 d. Ongoing General Fund support to CAPSLO for 40 Prado (includes safe parking, warming center,
operational support)CDD Operating Budget ongoing
3.11 e. Bus Token in‐kind program to CAPSLO CDD/PW Operating Budget ongoing
3.11 f. General Fund low income utility subsidies CDD/UT Operating Budget ongoing
3.11 g. Federal CDBG Grant for social services (Provided to CAPSLO to help fund Homeless Services Center
operations)CDD/Admin Operating Budget ongoing
55 Page 269 of 823
Major City Goals – Climate Action, Open Space & Sustainable Transportation
Goal Statement:
To proactively address the climate crisis, continue to update and implement
the Climate Action Plan for carbon neutrality, including preservation and
enhancement of open space and the urban forest, alternative and sustainable
transportation, and planning and implementation for resilience.
Expectations:
The City will engage in projects and initiatives that contribute positively toward:
1.Reducing greenhouse gas emissions at both the municipal and community level on a trajectory
consistent with the Climate Action Plan target of community carbon neutrality by 2035 and municipal
operations carbon neutrality by 2030;
2.Continued proactive efforts in furtherance of achieving the vision to expand and sustain the San Luis
Obispo Greenbelt;
3.Integrating best practices for urban forestry throughout the community and City landscape in order to
accrue the multiple benefits that trees provide including shading and cooling, beautification, habitat,
stormwater retention, and carbon sequestration;
4.Implementation of Tier 1 projects identified in the Active Transportation Plan (ATP), and planning and
investment in transit service enhancements and transit fleet electrification, in order to achieve the
mode‐share split objectives identified in the Circulation Element of the General Plan;
5.Adapting and becoming more resilient to the impacts of climate change through the Resilient SLO
planning process and through increased implementation efforts that address public health and safety.
In addition, it is expected that this work must necessarily be integrated and cohesive with the parallel Major
City Goals of Diversity, Equity, and Inclusion; Housing and Homelessness; and Economic Recovery, Resilience,
and Fiscal Sustainability.
Stakeholders/Responsible Departments:
For the purposes of this Major City Goal (MCG) administration, monitoring, and reporting, City Administration
is the lead department. However, this goal will require a “whole of government” approach, including
participation by all City departments with special attention provided by Public Works, Parks and Recreation,
Community Development, and Utilities. To ensure accountability and ongoing collaboration, the City will
convene an internal quarterly MCG working meeting to ensure strategic coordination, while also continuing
to administer the Green Team to develop tactical responses and ongoing prioritization of work efforts.
4. Climate Action, Open Space and Sustainable
Transportation
56 Page 270 of 823
Major City Goals – Climate Action, Open Space & Sustainable Transportation
Strategic Approach
Strategy 4.1 – Provide capacity to achieve Council's adopted goals
To implement Council’s goals, the City will need increased staffing support, contract resources, and external
community partners to build needed capacity. This includes either new or realigned staffing resources in the
Office of Sustainability, Solid Waste Program, Urban Forestry, and Ranger Service. Contract resources are
needed for tasks including grant writing, open space vegetation management, tree maintenance, and building
/ facility energy assessment and management. The City is fortunate to enjoy numerous community
partnerships and relationships pertinent to this Major City Goal; notable partners anticipated to play key roles
in this work program include the SLO Climate Coalition, ECOSLO, and the Coastal San Luis Resource
Conservation District.
Strategy 4.2 ‐ Continue to update and implement the Climate Action Plan for carbon neutrality.
The City’s Climate Action Plan for Community Recovery (2020) identifies projects, programs, and policies
across six main organizing pillars: 1. Lead by Example, 2. Clean Energy Systems, 3. Green Buildings, 4.
Connected Community, 5. Circular Economy, and 6. Natural Solutions. In “Volume II: Technical Foundation
and Work Program” specific tasks and timelines are identified for implementation; the work program for this
Major City Goal, therefore, is attendant to those work products scheduled for the 2021‐23 Financial Plan time
horizon in order to stay on track with the larger goal of achieving community carbon neutrality by 2035 and
municipal operations carbon neutrality by 2030.
Strategy 4.3 ‐ Preserve and enhance open space and the urban forest.
The City enjoys a proud land conservation legacy that it has achieved through its signature Greenbelt
Protection Program over the past 25 years. This Major City Goal work program affirms the City’s commitment
to continuing to purchase open space land interests for permanent conservation, habitat and watershed
protection, and ensuring the integrity of wildlife corridors and ecosystem functions. As the City’s open space
system continues to grow, building capacity to adequately maintain, manage, and provide land stewardship
and educational activities also becomes paramount. Installation of sustainable trail systems for hiking and
biking is vital for community well‐being and mental and physical fitness. Open space and natural systems also
play a critical role in storing and sequestering carbon and provide valuable climate resilience benefits.
The City is also long recognized for the past 37 years as part of the Arbor Day Foundation’s “Tree City USA”
network that extends across the entire country. This Major City Goal provides an opportunity to focus
renewed efforts on the City’s cherished urban forest by completing the first ever Urban Forest Master Plan,
providing a comprehensive update of the City’s tree inventory and assessing overall tree canopy,
implementing a contemporary tree database and tracking system, working towards the goal of planting
10,000 new trees by 2035 in partnership with ECOSLO and the community, and moving towards an integrated
approach to urban forestry that accounts for street trees, park trees, open space trees, and riparian trees in a
more holistic manner.
57 Page 271 of 823
Major City Goals – Climate Action, Open Space & Sustainable Transportation
Existing
Operating
Budget
New Funding
(SOBCs)
Capital Budget
Existing
Operating
Budget
New Funding
(SOBCs)
Capital Budget
4.1 Provide Sustainability Resources to achieve $ 10,000 $ 319,536 ‐$ 10,000$ 292,892$ ‐$
4.2
Continue to update and implement the
Climate Action Plan ("CAP") for carbon $ ‐ $ ‐ 1,005,000$ 25,000$ 100,000$
4.3
Continue preservation, maintenance, and
enhancement of the City's open space and $ 170,000 $ 20,000 650,000$ 170,000$ 20,000$ 530,000$
4.4 Alternative and sustainable transportation $ 23,500 $ 105,350 10,337,660$ 23,500$ 31,071$ 12,737,731$
4.5 Planning and implementation for resilience $ ‐ $ 187,490 2,560,000$ ‐$ 110,739$ 1,030,000$
SUB TOTAL $ 203,500 $ 632,376 $ 14,552,660 228,500$ 454,702$ 14,397,731$
TOTAL 15,388,536$ 15,080,933$
Total Investment in Climate Action, Open Space and Sustainable Transportation
Strategic Approach
21‐22 22‐23
Strategy 4.4 – Alternative and sustainable transportation
To achieve this vital component of the Major City Goal, the City will implement projects and programs that
have shown the ability to effectively shift mobility from single‐occupant, fossil fuel powered vehicles to active
and shared transportation modes, and in doing so will provide for a sustainable and equitable circulation
system consistent with the City’s General Plan mode split objectives. Specific actions will support
implementation of the City’s Active Transportation Plan (2021), transit service enhancements and transit fleet
electrification, Vision Zero efforts aimed towards eliminating traffic‐related deaths, and local and regional
efforts to support sustainable growth while reducing vehicle miles traveled and greenhouse gas emissions.
Strategy 4.5 – Planning and implementation for resilience
In the face of a rapidly changing climate and observable associated weather‐related impacts, the City will
work to improve community resiliency to climate risks and hazards by taking the following actions: 1.
assessing vulnerabilities of the City’s physical assets, critical infrastructure, and social and economic
conditions, 2. update the City’s General Plan Safety Element, 3. create approaches across key sectors for City
operations and ensure City residents and businesses are equipped with the information and strategies
needed to build collective capacity to adapt and thrive into the future, and 4. continue to implement and
build increased capacity for known priority actions such as reducing fuel loads within the Wildland‐Urban
Interface on City property and reducing the potential for local flooding along creeks and drainage areas.
58 Page 272 of 823
Climate Action, Open Space and Sustainable Transportation Funding Source
Task/ Action
4.1 Provide Sustainability Resources to achieve Council's Adopted Goals
4.1
a. To ensure consistent maintenance and adequate oversight of City Open Space lands, add one
net new Ranger Maintenance Worker to maintain level of service standards following recent
Open Space acquisitions. The City's level of service standard for Open Space is 1 Ranger per 1,000
acres.
P&R New Funding FY 22 Q1
4.1 b. To address Ranger Services staffing, recruitment, and retention, convert 5 Ranger Specialist
positions (currently limited benefit temporary) to full‐time regular permanent positions.
P&R New Funding FY 22 Q1
4.1 c. Create a limited term Sustainability & Natural Resources Analyst position to support open
space conservation planning, implement Climate Action Plan actions that were established for
2021‐23 on time, and support the completion of the Resilient SLO climate adaptation work effort.
Admin New Funding Ongoing
4.1
d. Restore the Sustainability & Natural Resources Intern position to support open space
administration and planning efforts and climate action plan implementation efforts, including
completion of the Community Forest Master Plan. Costs include $10,000 in Yr. 1 for minor office
retrofits to support the office of sustainability
Admin New Funding Ongoing
4.1 e. Hire a CivicSpark Fellow for one year to initiate, complete, and begin implementing a municipal
solid waste reduction initiative.Utilities New Funding Ongoing
4.1 f. Continue grant writing consulting support to ensure focused and competitive proposals for
state, federal, and private grants. Admin New Funding Ongoing
4.1 h. Orient the Green Team to support "Lead by Example" implementation, "Resilient SLO"
implementation, and all‐staff educational efforts.Admin Operating Budget Ongoing
4.1 i. Continue SLO Climate Coalition support to provide a resource for community members to
participate in climate action initiatives and build overall community capacity. Admin Operating Budget Ongoing
4.1 j. Convene an inter‐departmental staff team to assess and provide recommendations for the
Urban Forest Program's future role in advancing sustainability goals and objectives.CDD/PW/P&R/Admin Operating Budget Ongoing
4.1 k. Continue to monitor the status of the Integrated Waste Management Authority (IWMA)
Polystyrene Ordinance and respond as needed and appropriate.Utilities ‐ Solid Waste Operating Budget Ongoing
4.2 Continue to update and implement the Climate Action Plan ("CAP") for carbon neutrality
4.2 a. Complete the Biennial Climate Action Plan Update, as called for by CAP Administrative Action 3.Admin Operating Budget FY23 Q2
4.2
b. Implement the Lead by Example Municipal Operations Carbon Neutrality Plan, as called for by
CAP Lead by Example task 1.1. Specific projects include:
‐ i. Install electric vehicle chargers to support the transition to all‐electric fleet vehicles.
‐ ii. Initiate and complete Building and Facility Energy and Decarbonization Study in order to
identify and prioritize projects for City facilities.
‐ iii. Complete installation of lighting retrofits at City Hall and Fire Station 1 using available on‐bill
financing.
‐ iv. Complete installation of solar panels at the City's Bus Yard, Fire Station 1, and Sinsheimer
Pool.
‐ v. Install Transit Facility EV Charging Infrastructure
‐ vi. Review options to further integrate climate action into the 2023‐25 Financial Plan.
‐ vii. Explore, and launch if feasible, a payroll loan program to help employees purchase bicycles
and e‐bikes.
Admin/PW/Utilities Capital Ongoing
4.2
c. Provide for ongoing support for Central Coast Community Energy Policy and Operations Board
Members, and engage in staff level policy and program development, as called for by CAP Clean
Energy task 1.1.
Admin Operating Budget Ongoing
4.2 d. Update the Clean Energy Choice Program for New Buildings for consistency with the 2022
California Building Code update, as called for by CAP Green Buildings task 1.1.CDD/Admin Operating Budget FY23 Q2
4.2
f. Initiate a new grant program to catalyze energy efficiency and decarbonization retrofit projects
in existing buildings that will also serve as demonstration and showcase projects, in support of
CAP Green Buildings task 2.1.
Admin/CDD Operating Budget FY23 Q4
4.2 g. Provide support for community electric mobility work being led by the SLO Climate Coalition, in
support of CAP Connected Communities task 3.1.Admin Operating Budget FY22 Q2
4.2 g. Implement organic waste reduction measures required by California Senate Bill 1383, which
are also called for by CAP Circular Economy tasks 1.1, 1.2, 1.3, and 2.1.Utilities Operating Budget Ongoing
4.3 Continue preservation, maintenance, and enhancement of the City's open space and urban forest
4.3
a. Working with the Coastal San Luis Resource Conservation District, complete existing planning
efforts and pilot program implementation at Johnson Ranch Open Space and City Farm intended
to improve soil health and remove and store carbon, as called for at CAP Natural Solutions task
1.1.
Admin Operating Budget FY22 Q4
4.3
b. Complete an Urban Forest Master Plan including a comprehensive update of tree inventory
update, assessment of tree canopy coverage, and implementation of an ongoing tracking system,
as called for by CAP Natural Solutions task 2.1.
Admin Capital FY22 Q2
4.3
c. Establish a contract service for enhanced tree pruning and maintenance to ensure the long‐
term health and vigor of the City's Urban Forest, as well as public safety and identify a strategy
for a prioritized replacement schedule for downtown focus trees, and begin implementation in
order to ensure the long‐term preservation of the Downtown street tree canopy.
PW Capital Ongoing
Strategic
Approach #
Responsible
Department Completion Date
PROGRAMS/PROJECTS
Major City Goals – Climate Action, Open Space & Sustainable Transportation
59 Page 273 of 823
Climate Action, Open Space and Sustainable Transportation Funding Source
Task/ Action
Strategic
Approach #
Responsible
Department Completion Date
PROGRAMS/PROJECTS
4.3
d. Partner with ECOSLO to support the 10,000 Trees by 2035 goal through a tree planting and
maintenance program, as well as continue with the SLO Stewards Docent Program, annual creek
clean up efforts, and administration of the SLO Green Business Program.
Admin New Funding Ongoing
4.3 e. Actively pursue opportunities to purchase open space lands and permanent land conservation
agreements in furtherance of the City's Greenbelt Protection Program.Admin Capital Ongoing
4.3
f. Update the existing Cerro San Luis Natural Reserve Conservation Plan (2005), including a
contemporary natural resources inventory, mapping, policy review, and identification of land
stewardship needs and priorities.
Admin Operating Budget FY22 Q2
4.3 g. Implement priority projects and actions at Cerro San Luis Natural Reserve consistent with the
updated Conservation Plan.P&R Operating Budget ongoing
4.3
h. Update the existing South Hills Natural Reserve Conservation Plan (2007), including a
contemporary natural resources inventory, mapping, policy review, and identification of land
stewardship needs and priorities.Admin
Operating Budget FY23 Q4
4.3 i. Implement priority projects at South Hills Natural Reserve consistent with the updated
Conservation Plan.P&R Operating Budget ongoing
4.3 j. Create the Righetti Hill Open Space Conservation Plan in order to guide the long‐term
protection and appropriate public use of this new City Open Space property.Admin Operating Budget FY23 Q4
4.3 k. Implement priority projects at Righetti Hill Open Space consistent with the Conservation Plan.P&R Operating Budget FY23 Q4
4.3 l. Complete installation of adopted trail systems and establish regular Ranger Service patrol at
Miossi Open Space.P&R Operating Budget FY23 Q4
4.3 m. Complete installation of adopted trail systems at the Waddell Ranch addition to the Irish Hills
Natural Reserve. P&R Operating Budget FY23 Q4
4.3
n. Continue Open Space education activities including the "hikes with experts" series, Junior
Ranger Camp, supporting the SLO Stewards Docents, and ongoing public information and
programming.P&R
Operating Budget Ongoing
4.3
o. Continued implementation by Ranger Service staff of all Open Space maintenance activities
including establishing a replacement schedule for Open Space trailhead improvements, as well as
replacement or repair of Open Space fencing currently in disrepair, all as set forth in the adopted
Open Space Maintenance Plan
P&R Operating & Capital Ongoing
4.3
p. Continued, ongoing Ranger Service patrol of Open Space areas ensuring compliance with the
City Open Space regulations, the safety of users, and protection of natural resources values and
functions.
P&R Operating Budget Ongoing
4.3
q. Implement Laguna Lake Dredging and Sediment Management and Shoreline Stabilizations
Projects in order to begin restoration of the lake for recreation and habitat improvement
purposes
PW/Admin Operating Budget Ongoing
4.4 Alternative and Sustainable Transportation
4.4
a. Establish consistent mode split tracking and reporting method, consistent with performance
monitoring recommendations as called for in the Active Transportation Plan and CAP Connected
Communities task 1.1.
PW Operating Budget FY22 Q3
4.4
b. Prepare a Mobility as a Service Study to guide potential implementation of programs and
software tools to create an integrated platform linking access to transit, future bikeshare and
ridesharing services, as called for in CAP Connected Communities task 1.2.
PW New Funding FY22 Q4
4.4
c. Prepare a Transit Innovation Study to provide a blueprint to guide the transition to increased
service frequency, electrification and feasibility of no‐fare service for students, seniors, and
others as called for in CAP Connected Communities tasks 4.2, 4.3, and 4.4.
PW New Funding FY23 Q1
4.4
d. Active Transportation Plan (ATP) Implementation:
Implement infrastructure improvements and programs specifically identified in the City's Active
Transportation Plan to improve access, mobility and safety for walking and bicycling citywide.
Actions support the CAP Connected Communities task 2.1, ATP. Specific projects and programs
within the current work program include:
‐ i. Plan, Design and Construct the ATP Tier 1 Network
‐ ii. Construct Minor Bicycle and Pedestrian Access & Safety Improvements
‐ iii. Complete preliminary design and right‐of‐way acquisition for the Railroad Safety Trail
(Tiburon to Orcutt Road)
‐ iv. Implement complete street improvements as part of 2021 and 2022 Roadway Sealing
Projects
‐ v. Continue to monitor trends in the Micro mobility industry and feasibility of future SLO
Bikeshare Program.
‐ vi. Complete construction of the Broad/Woodbridge Pedestrian Hybrid Beacon crossing
PW Capital Ongoing
4.4
e. Perform additional sweeping to remove debris and obstructions along sidewalks, shared‐use
paths, and bike lanes, including use of narrow street sweeping machinery and manual sweeping
to clear protected bike lanes, parklets and painted bulb outs. FUNDING IN ECONOMIC RECOVERY
1.4 e‐2.
PW Operating Budget Ongoing
4.4 f. Construct sidewalk repairs and new ADA curb ramps to improve access and safety for
pedestrians, particularly those with mobility challenges.PW Capital Ongoing
4.4
g. Achieve meaningful progress towards the "Vision Zero" goal by implementing
recommendations from the City's Annual Traffic Safety & Operations Program, with particular
focus on eliminating injury collisions involving vulnerable road users such as bicyclists,
pedestrians, seniors and children.
PW & PD Operating & Capital Ongoing
Major City Goals – Climate Action, Open Space & Sustainable Transportation
60 Page 274 of 823
Climate Action, Open Space and Sustainable Transportation Funding Source
Task/ Action
Strategic
Approach #
Responsible
Department Completion Date
PROGRAMS/PROJECTS
4.4
h. Construct the Anholm Neighborhood Greenway Phases 1B and 2, completing the priority
bicycle and pedestrian route between Foothill Boulevard and Downtown SLO, including safety
lighting and public artwork at the US 101/Chorro Undercrossing
PW & P&R Capital FY22 Q4
4.4
i. Complete construction of the Orcutt Road/Tank Farm Road Roundabout, reducing congestion
and auto emissions and improving access and safety for bicycles, pedestrians and drivers.PW Capital FY22 Q3
4.4 j. Complete construction of the California/Taft Roundabout, reducing congestion and auto
emissions and improving access and safety for bicycles, pedestrians and drivers.PW Capital FY23 Q4
3.4 k. Install new streetlights throughout the city PW Capital Ongoing
4.4 l. Install new solar path lights along the Bob Jones and Railroad Safety Trails, utilizing solar options
where feasible, to improve safety for active transportation users. PW Capital FY23 Q4
4.4 m. Widen Higuera Street from Bridge to Elks to address collision trends by providing a center left‐
turn lane and improve bicycle facilities. PW Capital FY23 Q2
4.4 n. Continue Active Transportation Education and Outreach to encourage safe behaviors for all
road users and to encourage interest and use of active transportation modes.PW, PD Operating Budget Ongoing
4.4
o. Prepare Feasibility Study for Potential City VMT Mitigation Program, providing a programmatic
mechanism to reduce VMT and GHG production of new development projects within the city.PW, CDD, Finance,
SLOCOG Operating Budget FY22 Q2
4.4 p. Continue advancing the electrification of the SLO Transit vehicle fleet, including electrification
of buses and bus charging infrastructure. Transit/PW Capital Ongoing
4.4 q. Replace SLO Transit bus shelters to maintain a quality environment for new and future transit
users.Transit/PW Capital FY22 Q4
4.4 r. Fund two Transportation Interns to assistance with implementation of sustainable
transportation projects and programs.PW New Funding Ongoing
4.4
s. Implement Neighborhood Traffic Management Program to address traffic speeding concerns
through local residential streets and collector/arterial streets with fronting residential uses.PW Capital Ongoing
4.4 t. Preserve and repair pavement surface within SLO Transit Bus Yard PW Capital FY22 Q4
4.4
u. Pedestrian & Bicycle Pathway Maintenance: Preserve and repair pavement service along off‐
street pedestrian/bicycle pathways (RRST from Cal Poly to Taft; Madonna Inn Path; Meadow Park
Paths)
PW Capital Ongoing
4.4
v. Street Reconstruction and Resurfacing: Implement the City's Pavement Management Program,
repairing pavement surfaces along roadways throughout the city while leveraging opportunities
for safety and multimodal street improvements.
PW Capital Ongoing
4.4 w. Traffic Sign & Striping: Repair and replace traffic signs and roadway pavement markings to
maintain traffic control measures for all road users in a state of good repair.PW Capital Ongoing
4.4
x. Development Agreements: Fund the City's share of costs associated with public infrastructure
to be constructed by private development projects per reimbursement agreements for the
following projects:
‐ Avila Ranch ‐‐ City share of Buckley Road Extension Class I Path
‐ 600 Tank Farm ‐‐ City share of Tank Farm/Santa Fe Roundabout, Santa Fe Road Extension, and
Design & Right‐of‐Way for Tank Farm Class I Path
PW Capital FY23 Q4
4.5 Planning and implementation for resilience
4.5
a. Complete the "Resilient SLO" planning project (Safety Element Update and associated CEQA) to
assess community vulnerability to the impacts of climate change and adopt a resilience policy
framework in the City's General Plan, as required by California Senate Bill 379. CDD/Admin New Funding FY22 Q4
4.5
b. Following successful piloting at Terrace Hill Open Space, implement and expand vegetation
management for fire fuel reduction, as well as to promote soil health and recruitment of native
perennial bunchgrasses, using goats and sheep with a professional contractor in order to ensure a
safe and effective operation.
Admin/P&R New Funding Ongoing
4.5
c. Proactively conduct pre‐season inspections of the creek system and implement the removal of
woody debris, hazardous trees, and other obstacles that could lead to an increased potential for
local flooding in accordance with the City's Routine Maintenance Agreement permit issued by the
California Department of Fish and Wildlife.
Admin/P&R Operating Budget Ongoing
4.5
d. Replace or repair Open Space fencing that is currently in disrepair at Cerro San Luis Natural
Reserve, Irish Hills Natural Reserve, Bowden Ranch Open Space, and the Bob Jones Trail. (Includes
existing Creek and Flood Protection Staffing resources)
Admin/P&R Operating Budget FY23 Q4
4.5 e. Respond quickly to instances when hazardous trees are identified on City Open Space lands or
creek areas where the City has a property interested.Admin/P&R New Funding Ongoing
4.5
f. Conduct a microgrid feasibility assessment to identify City properties that could add solar,
battery storage, and controls to allow operation during times of electrical grid outages as an
uninterruptable power supply.
Admin/PW New Funding FY23 Q4
4.5
g. Support development of the "Micro Community Collaborative" (MCC) initiative with SLO
Climate Coalition, which includes a 1) web platform for community members to learn how they
can complete their own sustainability initiatives, and 2) coordinating support to advertise the
web platform and support communities of practice throughout the city.
Admin New Funding FY23 Q4
4.5
h. Establish an Open Space Fire Fuel Reduction Crew (part‐time staff, 4,000 hours), including
procurement of necessary machinery and equipment, in order to ensure that the City's has a
reliable means of conducting fuel reduction activities.
P&R/Admin New Funding Ongoing
Major City Goals – Climate Action, Open Space & Sustainable Transportation
61 Page 275 of 823
Climate Action, Open Space and Sustainable Transportation Funding Source
Task/ Action
Strategic
Approach #
Responsible
Department Completion Date
PROGRAMS/PROJECTS
4.5
i. Expand Technical Rescue Team roster from 3 to 6 firefighters to improve the City's open space
rescue capabilities and improve self‐sufficiency following the first 72 hours of a regional disaster
such as earthquake or flood where resources are often limited.
Fire New Funding FY22 Q4
4.5
j. Project: Storm Drainage Infrastructure Replacement ‐ capital maintenance and replacement of
pipe, culvert and constructed drainage channels to provide increased flood protection and
reduced likelihood of loss of property
PW Capital Ongoing
4.5
k. Project: Inlet Trash Capture Devices (Water and Wastewater Management Element: The City
will manage the collection system to ensure that the proper level of maintenance is provided and
that the flow in sanitary sewers does not exceed design capacity.) This annual asset maintenance
project addresses capital maintenance and replacement of pipe, culvert and constructed drainage
channels to provide increased flood protection and reduced likelihood of loss of property.
PW Capital Ongoing
4.5
l. Project: Pismo/Johnson/San Luis Creek Bank Stabilization ‐ San Luis Creek passes under Johnson
Avenue near Pismo Street. The creek bank is starting to erode and this project will stabilize the
creek bank and protect Pismo Street.
PW Capital Ongoing
4.5 m. Project: Hydration Stations at Various Parks ‐ funding annually for parks surfacing
maintenance and water supply infrastructure including the installation of hydration stations.PW Capital Ongoing
4.5
n. Project: Laguna Lake Dredging ‐ rerouting of Prefumo Creek has increased sediment deposits
into the lake. This is a pilot project to ascertain if dredging is a viable solution for Laguna Lake and
could become a routine maintenance activity.
Admin Capital FY22 Q2
4.5
o. Project: Ludwick Community Center ‐ Roof and Solar Replacement (This funding provides for
capital maintenance of facilities that will reduce unplanned repair costs and optimize energy use
by providing planned equipment replacements and building shell sealing. Benefits of proper
infrastructure maintenance reduces the cost of major repairs, increases energy efficiency, and
ensures the facilities remain in functional condition.)
PW Capital FY24 Q2
4.5
p. Water Treatment Plant Emergency Power ‐ PSPS ‐ additional temporary or permanent
emergency generators, requiring engineering design and inspection services, and construction at
the Water Treatment Plant, Whale Rock Reservoir, and other water pump stations. Utilities Capital Ongoing
4.5
q. Water Treatment Plant ‐ Power Storage Units Tesla Battery Grant ‐ when emergency power is
not required for plant operations, the power storage units will allow plant staff to shift power
needs during electrical time of use periods having lower electrical rates, and lower carbon
emissions associated with the transmission of electrical power. The control module operating the
power storage units will also monitor and track energy efficiencies of existing pumps and the
plant’s treatment units.
Utilities Capital Ongoing
4.5
r. Sustainable Groundwater Management Act (SGMA) Groundwater Sustainability Plan (GSP) ‐
collaborate with Groundwater Sustainability Agency (GSA) stakeholders to effectively manage the
groundwater basin in the City, which may include preparation of research studies, field
investigations, legal documents, grant applications, and regional participation in the development
of a GSP.
Utilities Capital Ongoing
4.5
s. Mid‐Higuera Bypass ‐ this funding provides final engineering design work for this long‐planned
flood control project between Marsh Street and Madonna Road along San Luis Obispo Creek.PW Capital Ongoing
Major City Goals – Climate Action, Open Space & Sustainable Transportation
62 Page 276 of 823
Local Revenue Measure
Local Revenue Measure (1.5 Cent Local Sales Tax)
Introduction
In November 2020, the City’s voters approved a local sales tax measure (Local Revenue Measure) that
will provide an additional $16 million for community services and infrastructure
improvements. The community set the spending priorities for the measure funding as:
Protection of Financial Stability
Creek & Flood Protection
Safe & Clean Public Spaces
Youth/Senior Services & Recreation
Facilities
Open Space/Natural Areas preservation &
Maintenance
Community Safety & Emergency
Preparedness
Address Homelessness
Economic Development & Business
Retention
Street Maintenance and Transportation
Other Services & Projects
The proposed uses of the revenue is recommended by the advisory body to the City Council, the
Revenue Enhancement Oversight Commission (REOC), based on input from the community, the Major
City Goals established by the City Council in alignment with updated revenue projections.
Revenue and Expenditure Forecast Highlights
•Revenue projections reflect bounce back to pre‐pandemic levels that is aligned with trends in other
revenue sources for the City and state wide. This forecast of revenues may change over time and
updates will be provided to the REOC and Council.
•The “tripling” of revenues from the previously approved local sales tax measure means that the
Local Revenue Measure becomes the City’s largest revenue stream. It also means that the capital
improvement projects which can now be funded may be larger in scale, budget, and community
benefit.
•There is an increase in allocation to operating expenditures during the Financial Plan period to help
advance one‐time Major City Goal efforts and prepare staff resources to deliver on an extensive
capital improvement plan that will dramatically ramp up over the next five years.
•Staffing and operating expenditure trends will be monitored and re‐evaluated each year to maintain
consistent focus on Capital Improvement Program spending.
Balance between Capital Investment and Operating Budget Support
Previous input from the community and REOC asked to prioritize Local Revenue Measure funds for
infrastructure investments. However, operating program costs frequently follow the
implementation of capital projects as the assets require maintenance and upkeep; for instance,
63 Page 277 of 823
Local Revenue Measure
the construction of a new park will require staff to maintain it. In addition, operating programs
deliver essential services that align with Local Revenue Measure priorities. Given this
interrelationship, it would not be sustainable to allocate all Local Revenue Measure dollars solely to
capital projects without related operating program support to implement the projects and
maintain the assets nor would this approach address some of the expectations from the
community for service delivery.
In the 2021‐23 Financial Plan, expenditures are proposed to be budgeted at 75% capital and 25%
operating costs, with an expectation of an 85% capital and 15% operating costs split in
subsequent years. The reason for the increased operating allocation during the 2021‐23 Financial Plan is
two‐fold: 1) one‐time funding will help provide immediate resources needed to help the community
and local economy recover from the COVID‐19 pandemic. 2) it allows the City time to ramp‐up the
operating resources necessary to deliver on the ambitious Capital Improvement Plan. The split between
capital project investments and operating costs for the 2021‐23 Financial Plan are listed below resulting
in a small balance being retained for emerging funding needs:
CIP Expenditure
Percentage
Operating Expenditure
Percentage
FY 2021‐22 73.6% 25.9%
FY 2022‐23 74.5% 24.9%
Local Revenue Measure Uses
Expenditures are broken into the following 10 categories developed from the Measure G20 (Local
Revenue Measure) ballot language:
1.Protect Financial Stability
2.Community Safety and Emergency Preparedness
3.Creek and Flood Protection
4.Address Homelessness
5.Safe and Clean Public Areas
6.Economic Development and Business Retention
7.Youth/Senior Services and Recreation Facilities
8.Street Maintenance and Transportation (includes bicycle and pedestrian improvements)
9.Open Space/Natural Areas Preservation and Maintenance
10.Other Services and Projects
A detailed list of the projects and services funded through the Local Revenue Measure in FY 2021‐2023 is
included, but specific highlights include: funding for Police Officers and Firefighters, contributions to
expand capacity at the 40 Prado Homeless Services Center, creation of pilot Mobile Crisis Unit to address
calls for service related to mental health, an additional social worker to work in coordination with the
Police Department’s Community Action Team, additional
64 Page 278 of 823
Local Revenue Measure
funding for business support programs and other economic development activities, an additional Ranger
Maintenance Worker, funding for open space fuel reduction and open space acquisition, replacement of
the 911 emergency system, permanent Downtown ambiance lighting and public art installations,
playground equipment replacement at several parks, Railroad Safety Trail fencing, Laguna Lake
dredging, pedestrian and bicycle pathway maintenance, implementation of Phase II of the Anholm
Neighborhood Greenway Plan and Downtown street reconstruction and resurfacing including bicycle and
pedestrian improvements.
Table 1 provides a breakdown of the allocation of Local Revenue Measure Funding in the 10
categories for the Financial Plan.
Table 1: Local Revenue Measure Categories 2021‐22 2022‐23 2‐Year
Total
1.Protect Financial Stability 328,811 340,809 669,620
2.Community Safety and Emergency Preparedness 3,368,782 3,076,016 6,444,798
3.Creek and Flood Protection 1,592,567 1,384,031 2,976,598
4.Address Homelessness 706,014 667,014 1,373,028
5.Safe and Clean Public Areas 1,063,271 2,982,650 4,045,921
6.Economic Development and Business Retention 1,841,188 874,875 2,716,063
7.Youth/Senior Services and Recreation Facilities 3,422,159 2,193,470 5,615,629
8.Street Maintenance and Transportation
(includes bicycle and pedestrian improvements)
8,469,882 10,270,918 18,740,800
9.Open Space/Natural Areas Preservation and
Maintenance
1,982,407 1,033,677 3,016,085
10.Other Services and Projects 1,376,711 2,212,640 3,589,351
TOTAL $24,151,792 $25,036,101 $49,187,893
65 Page 279 of 823
Local Revenue Measure
1%13%
6%
3%
8%
6%
11%
38%
6%
7%
2021‐23 LRM Uses ($ 49.2 M)
Protect Financial Stability
Community Safety and Emergency Preparedness
Creek and Flood Protection
Address Homelessness
Safe and Clean Public Areas
Economic Development and Business Retention
Youth/Senior Services and Recreation Facilities
Street Maintenance and Transportation (includes bicycle and pedestrian improvements)
Open Space/Natural Areas Preservation and Maintenance
Other Services and Projects
66 Page 280 of 823
2021‐222022‐232021‐222022‐23Protect Financial Stability1 Fire Policy Research Software (Lexipol)11,169 9,369 E2 Fire Injury Reduction Program18,000 18,000E3 Application Systems Specialist (1 FTE)105,312110,384 E4 Financial Specialist ‐ Accounting (1 FTE)73,882 77,281E5 Accounting Assistant (1 FTE)68,004 71,106E6 Half‐Time Technology Project Manager (.5 FTE)52,444 54,669ESubtotal328,811 340,809 ‐ ‐ Community Safety and Emergency Preparedness7General Plan ‐ Safety Element Environmental Review25,000 ‐ C8Police Records Reporting Software15,400 ‐ D9Emergency Response Live ‐ Fire Training Improvements20,045 17,57010Fire Intern Program22,691 23,257‐‐ D11Fire Recruitment Academy Support and Supplies29,000 ‐ D12Fire Emergency Operations Center Training (Emergency Management Services)30,000 30,00013Police ‐ Public Safety Equipment Replacement and Supplies12,600 70,88114Fire Equipment Replacement (PPE, AED, etc.)177,499 15Fire Inspection Management Software (Mobile Eyes)12,200 12,20016Fire Technical Rescue Team Expansion17,850 9,150 C17Open Space and Creeks Hazardous Tree Removals20,000 20,000C18Fire Training/Safety Captain (1 FTE)191,276191,276 19Community Safety and Emergency Preparedness (Firefighters, 2; Downtown Police Patrol Officers, 3, Downtown Sergeant, 1): FTE 6936,747 1,003,483 E20Initial Design Study ‐ Police Station Replacement100,000 300,000 21Police ‐ Information Technology (Storage Area Network (SAN), Computer Aided Dispatch Hardware, Security Cameras, Interview Recording System)446,000 316,000 22Police Evidence Storage Bldg. and Police Range ‐ Roof Replacement5,000 47,200 23Fire Station #1 Administration Bldg. Roof Replacement270,000‐ 24Fire Station #1 Roof Access Ladders50,000 ‐ 25Fire Station # 2 Parking Lot Maintenance45,000 ‐ 26Fire Station #3 & #4 Remodel Space Study and Design25,000 75,000 D27Fire Station #4 Exterior Paint‐27,500 28Fire Hydrant Replacement40,000 40,000 29Facility Roll Up Door Replacements ‐ Various Locations17,000 15,000 30Police ‐ Fleet Replacement (Patrol Hybrid SUV, 2/YR; Motorcycles; SNAP SUV, 1; Investigations SUV, 1)220,000 235,000 Project TitleOperating ProgramsCapital Improvement PlanMCG2021‐23 Local Revenue Measure ExpendituresThe following uses of local sales tax revenue are consistent with Council goals and objectives, the spending priorities of voter‐approved Local Revenue Measure (Measure G‐20), and the recommendations of the Citizens' Revenue Enhancement Oversight Commission (REOC). The categories listed were developed and approved by the REOC.#MCG Key: E: Economic Recovery, Resiliency and Fiscal Sustainability; D: Diversity, Equity, and Inclusion (DEI); H: Housing and Homelessness; C: Climate Action, Open Space and Sustainable Transportation. *Light gray shaded projects are one-time funded.67Page 281 of 823
2021‐222022‐232021‐222022‐23Project TitleOperating ProgramsCapital Improvement PlanMCG#31Fire ‐ Fleet Replacement (1/2 ton truck, 1; Heavy Duty Truck, 1; Heavy Duty Truck w/ Utility Bed, 1; Compact Truck, 1; Open Space Rescue Truck, 1)275,000 465,000 32Radio Handhelds & Mobiles (Police and Fire)116,758 ‐ 33Uninterruptible Power Supplies 42,465 ‐ 34VMware Infrastructure Upgrade110,250‐ 35Pipe Inspection Software & Licenses23,500 ‐ 36911 Phone System Replacement250,000‐ Subtotal1,332,809 1,555,316 2,035,973 1,520,700 Creek and Flood Protection 37 Creek and Flood Protection ( Wastewater Collection Operators and Supervisor, Environmental Compliance Inspectors, Stormwater Management, Environmental Programs Manager): FTE 6 632,567 659,031 C38Storm Drainage Infrastructure Replacement (multiple locations)850,000 500,000 C39Woodbridge Groundwater Runoff Diversion10,000 175,000 C40 Creek Trash Capture 50,000 50,000 C41 Pismo/Johnson/San Luis Creek Bank Stabilization50,000 ‐ CSubtotal632,567 659,031 960,000 725,000 Address Homelessness 42 Homelessness Strategic Plan35,000 ‐ H43Expansion of 40 Prado Homeless Services Center Bed Capacity 63,826 63,826 H44Housing and Homelessness Contract Services Support117,000 117,000 H45 Mobile Crisis Unit (Paramedic and Social Worker Pilot Program)300,000 300,000 H46 CAT Team Social Worker125,188 116,188 H47Parks and Open Space Environmental Clean‐Up Resources65,000 70,000 HSubtotal706,014 667,014 ‐ ‐ Safe and Clean Public Areas48Increased Trash and Recycling Services in Public Spaces125,000 125,000 E49Additional Landscape Maintenance Contract Services55,000 65,000 E50Safe and Clean Public Areas (Parks Maint. Specialist): FTE 178,271 82,650 E51Bob Jones Trail and Railroad Safety Trail Solar Lighting100,000 1,350,000 C52Mission Plaza Concept Plan Implementation (Phase 1 ‐ Restroom Replacement and Kiosk Café)‐ 1,035,000 E53Mission Plaza Railing replacement80,000 ‐ E54Downtown Safety Enhancement (street bollards)400,000 ‐ E55Curb Ramps and Sidewalks Replacement (various locations)50,000 150,000 C56Sidewalk Replacement and Installation (includes street trees)100,000 100,000 C57Street and Pathway Lighting (various locations)75,000 75,000 CSubtotal258,271 272,650 805,000 2,710,000 Economic Development and Business Retention 58Arts, Culture and Community Partner Support50,000 25,000E59Business Promotions and Communication Support80,000 E60Open SLO ‐ Downtown Dining Temporary Staffing13,688 27,375‐‐ EMCG Key: E: Economic Recovery, Resiliency and Fiscal Sustainability; D: Diversity, Equity, and Inclusion (DEI); H: Housing and Homelessness; C: Climate Action, Open Space and Sustainable Transportation. *Light gray shaded projects are one-time funded.68Page 282 of 823
2021‐222022‐232021‐222022‐23Project TitleOperating ProgramsCapital Improvement PlanMCG#61 Economic Development Program Support50,000 25,000E62 Economic Development Data Tracking and Reporting30,000 30,000E63 New Economic Development Strategic Plan‐100,000 E64Support for Underserved/Underrepresented Community Businesses‐150,000 D65 TBD Business Retention/Recovery Programs500,000250,000 E66 Zoning Regulations Update for Downtown Uses and Flexible Outdoor Spaces Citywide 125,000‐ E67 Holiday Activation Support in Downtown for Lighting and Other Features150,000150,000 E68 Downtown Zig‐Zag Lighting250,000‐ E69 Downtown Public Art Installations200,000‐ E70 Additional Banner Arms, Bench Arm Rests, Signs100,000 25,000 E71 Downtown Renewal (Open SLO: Supplemental funding for Curbside Parklets)200,000 ‐ E72 Annual Public Art Maintenance and Projects (Utility Box Beautification, Small Public Art Projects, Maintenance) 92,500 92,500 ESubtotal998,688 757,375 842,500 117,500 Youth/Senior Services and Recreation Facilities 73One‐Time Aquatics Supplemental Staff due to COVID‐19 Protocols62,000 ‐ 74SLO Swim Center Minor Capital Maintenance and Operating Costs (Electricity conversation for solar)55,000 55,000 75Swim Center Supplies (pool chemicals, etc.)25,000 25,000 76Youth Services Staffing Resources (Equivalent to 1.5 FTEs)93,227 132,045 ‐ ‐ 77 Youth/Senior Services and Recreation Facilities (Parks Maint. Specialist): FTE 1 72,932 77,425 78 Parks and Recreation Master Plan Implementation200,000 200,000 79 DeVaul Ranch Playground Equipment Replacement60,000 ‐ 80 Vista Lago Mini Park Playground Equipment Replacement50,000 ‐ 81 Mitchell Park Playground Equipment Replacement‐ 100,000 82 Cheng Park Revitalization300,000 ‐ D83 Meadow Park Pathways Refurbishment250,000 ‐ 84Orcutt Area ‐ Linear Park Planning and Construction‐ 815,000 H85 North Broad Street Neighborhood Park Construction175,000 ‐ 86Mission Plaza Arbor Refurbishment15,000 70,000 87 Jack House Arbor refurbishment‐ 7,500 88 Meadow Park Exercise/Par Course Equipment Replacement‐ 20,000 89 Parks Play Area Surfacing30,000 30,000 90 Santa Rosa Park Barbecue Replacements‐ 7,500 MCG Key: E: Economic Recovery, Resiliency and Fiscal Sustainability; D: Diversity, Equity, and Inclusion (DEI); H: Housing and Homelessness; C: Climate Action, Open Space and Sustainable Transportation. *Light gray shaded projects are one-time funded.69Page 283 of 823
2021‐222022‐232021‐222022‐23Project TitleOperating ProgramsCapital Improvement PlanMCG#91 Poinsettia Creek Walk Pathway Refurbishment200,000 ‐ 92 Laguna Lake Golf Course Maintenance20,000 20,000 93Sinsheimer Park Hardscape Replacement135,000 ‐ 94 Concrete Bench & Table Replacement Various Locations15,000 15,000 95 Hydration Stations Various Parks and Facilities15,000 15,000 C96 Railroad Safety Trail Fencing350,000 ‐ 97Parking Lot Maintenance ‐ (Meadow Park; Ludwick Community Center; Islay Park; Laguna Lake Park; Santa Rosa Park; French Park; City Facilities)130,000 205,000 98 Ludwick Community Center ‐ Roof and Solar Replacement‐ 40,000 C99 Swim Center Furnaces Replacement‐ 40,000 100 Ludwick and Senior Center ‐ Exterior Paint and Shell Rehabilitation‐ 30,000 101 Water Stations and Supply Lines25,000 25,000 102Sinsheimer Stadium Irrigation and Drainage Replacement650,000 ‐ 103 Irrigation Mainline Leak Repair15,000 15,000 104 Parks Major Maintenance ‐ ADA Transition Plan Implementation 20,000 20,000 D105Park Maintenance ‐ Fleet Replacement: (Mower, 1; Tractor, 1; Trailers, 4;) 75,000 108,000 106Parks and Recreation ‐ Fleet Replacement: (Golf Mower, 1; Golf Trailer, 1; P&R Trailer, 1; Minivan, 1; Dump Trailer, 1; Masticator, 1)139,000 103,000 107 Swim Center ‐ Pool Automatic Vacuum‐ 18,000 108 Swim Center Olympic Pool Thermal Blankets5,000 ‐ 109 Swim Center Bath House Ceiling5,000 ‐ 110 Swim Center Therapy Pool Boiler85,000 ‐ 111 Swim Center Pool Water Chemical Regulator50,000 ‐ 112 Jack House Windows Walk Railing100,000 ‐ Subtotal308,159 289,470 3,114,000 1,904,000 Street Maintenance and Transportation (includes bicycle and pedestrian improvements) 113 Accessibility and Process Improvement Support Services 34,000 12,000114 Mobility as a Service Study25,000 ‐ C115One‐Time Streetlight and Signal Electrical Costs60,000 ‐ 116 Supplemental Street and Parklet Sweeping 250,000250,000 E117 Transportation Interns30,350 31,071C118 Additional Street Operator for Maintenance of Streets and Right of Way78,312119 Increased Asphalt and Concrete Budget60,000 60,000MCG Key: E: Economic Recovery, Resiliency and Fiscal Sustainability; D: Diversity, Equity, and Inclusion (DEI); H: Housing and Homelessness; C: Climate Action, Open Space and Sustainable Transportation. *Light gray shaded projects are one-time funded.70Page 284 of 823
2021‐222022‐232021‐222022‐23Project TitleOperating ProgramsCapital Improvement PlanMCG#120 Increased Budget for Signals and Street Light Equipment and Electricity25,000 25,000121 Street Maintenance and Transportation (Engineering, Streets Maintenance, Active Transportation) FTE 4.60 532,105 557,962 122 Prado Road Interchange (YR 1 PA/ED Phase & YR 2 Design Phase)500,0001,910,000 H123 California & Taft Roundabout Construction300,0002,720,000 C124 Pavement Management (Downtown areas)2,404,647 2,425,000 125 Active Transportation Plan Implementation205,000 305,000 C12621‐22 Sealing Project Complete Street Components200,000 200,000 127 Concrete Street ‐ Monterey ‐ CA to Santa Rosa‐800,000 128 Prado Road Bridge & Road Widening 427,780 146,573 H129 Streets Maintenance ‐ Fleet Replacement (F550 with Hooklift, 1; F550 with Utility Bed and Crane, 1; Axle Kneeling Trailer, 1; Asphalt Zipper,1) 390,000‐ 130Buchon‐Santa Rosa Intersection Improvements‐250,000 131 Madonna Inn Frontage Bike Pathway (Madonna to Fernandez)150,000 132 Neighborhood Traffic Improvements75,000 75,000 C133Bridge Maintenance ‐100,000 134 Railroad Safety Trail from Cal Poly to Taft Street‐50,000 135Engineering Pickup, 2; 3 Yr. Temp66,000 ‐ 136 Transportation Safety & Operations 30,000 30,000 C137 Traffic Signs & Striping Maintenance25,000 25,000 C138 Pedestrian and Bicycle Pathway Inventory and Pavement Condition Index Study20,000 ‐ 139Anholm Neighborhood Greenway Plan Implementation ‐ Phase II2,450,000 ‐ C140South Street Median Landscaping240,000‐ 141 Avila Ranch ‐ Buckley Extension Class I Bike Lane120,000‐ C142 Transportation Monitoring & Modeling Update70,000 Subtotal1,016,455 1,014,345 7,453,427 9,256,573 Open Space/Natural Areas Preservation and Maintenance143ECOSLO partnership ‐ SLO Stewards, Tree Planting & Maint., Green Business, Creek Clean Up20,000 20,000C144Fuel Reduction Crew Tools and PPE4,500 C145Sustainability & Natural Resources Analyst62,753 62,753‐‐ C146Sustainability & Natural Resources Intern/ Urban Forest Master Plan Intern‐13,613‐‐ C147Fuel Reduction Crew (4000 Supplemental Staff Hours)60,140 61,589C148Open Space Vegetation Management and Fuel Reduction20,000 20,000C149New Ranger Maintenance Worker (1 FTE)70,854 74,105C150Ranger Services Staffing Resources (Equivalent to 2 FTEs)84,561 92,421C151Open Space/Natural Areas Preservation and Maintenance (2 FTE Ranger Maintenance Workers ) 169,599 159,196 C152Laguna Lake Dredging and Sediment Management Project Implementation840,000‐ C153Open Space Acquisition250,000 250,000 C154Open Space Maintenance60,000 80,000 C155Open Space Fencing25,000 25,000 CMCG Key: E: Economic Recovery, Resiliency and Fiscal Sustainability; D: Diversity, Equity, and Inclusion (DEI); H: Housing and Homelessness; C: Climate Action, Open Space and Sustainable Transportation. *Light gray shaded projects are one-time funded.71Page 285 of 823
2021‐222022‐232021‐222022‐23Project TitleOperating ProgramsCapital Improvement PlanMCG#156 Urban Forest Maintenance175,000 175,000 C157 Urban Forest Master Plan140,000‐ CSubtotal492,407 503,677 1,490,000 530,000 Other Services and Projects158 CIP Interns5,000 5,900 E159 Contract Heavy Equipment Mechanic85,220 89,065 160Fleet Intern20,991 18,398 161 City Fleet Vehicle Repairs20,000 20,000 162 Increased Contract Funds for Specialized Mechanic Services50,000 50,000 163 Funding for Increased Cost of Facilities Maintenance Materials and Supplies 30,000 30,000 164 Electric Vehicle Charing Stations (Various City Facilities, Including Parks and Rec and Corp Yard) 100,000 100,000 C165 City Hall Landing Repair60,000 ‐ 166 Council Hearing Room Modification and Functionality Improvements‐ 130,000 167 Information Technology Room Heat Pump Replacements20,000 ‐ 168Energy Management Controls Upgrade75,000 50,000 169 Citywide Wireless System Replacement‐ 70,641 170 City Storage Area Network (SAN)‐ 178,136 171 Major Facility Maintenance ‐ ADA Transition Plan Implementation10,500 10,500 172 Fleet Maintenance Stationary Generator (200kw)100,000 ‐ 173 Facilities Maintenance 3/4 ton Pickup with Utility Bed‐ 60,000 174 Capital Projects Engineering Staff500,000 1,000,000 175 Roundabout Public Art Installations300,000 400,000 ESubtotal211,211 213,363 1,165,500 1,999,277 Total6,285,392 6,273,051 17,866,400 18,763,050 MCG Key: E: Economic Recovery, Resiliency and Fiscal Sustainability; D: Diversity, Equity, and Inclusion (DEI); H: Housing and Homelessness; C: Climate Action, Open Space and Sustainable Transportation. *Light gray shaded projects are one-time funded.72Page 286 of 823
FINANCIAL PLAN OVERVIEW
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Budget at a Glance
Budget at a Glance – General Fund
The City of San Luis Obispo 2021‐23 Financial Plan outlines the detailed approach to address community
priorities in a fiscally responsible manner. The Financial Plan is aligned with the City Council’s Major City
Goals, supports the ongoing services of the City, maintains, and replaces its assets, and pays its debt. The
Financial Plan also provides clear direction and authority to spend funds appropriated according to the
strategic plan efforts and the services outlined. This Budget at a Glance section concentrates on the
General Fund. You can find information pertaining to the Water and Sewer Utilities, Parking, and Transit
in the “Business Activities” section of the budget beginning on page 283.
General Fund Budget* FY 21‐22 FY 22‐23
Total Revenue $ 99,801 $ 103,748
Total Expenditures $ (98,76 4) $ (103,621)
Revenue Over/(under) Expenses $ 1,036 $ 127
*in thousands
The Financial Plan is centered around two strategic planning measures:
1)The 2021‐23 strategic priorities (Major City Goals) that were developed through extensive
community outreach and input, resulting in four strategic areas that provide for synergies
between work programs to achieve the desired outcome – see page 31 for information on the
City’s community engagement process.
2)Local Revenue Measure (LRM) community direction
Economic Recovery, Resiliency &
Fiscal Sustainability
Housing & Homelessness
Diversity, Equity, & Inclusion
Climate Action, Open Space, &
Sustainable Transportation
Protect Financial Stability
Community Safety & Emergency Prep.
Creek & Flood Protection
Address Homelessness
Safe & Clen Public Areas
Economic Dev. & Business Ret.
Youth/Senior Services
Street Maintenance & Transp.
Open Space Preservation & Maint.
Major City Goals LRM Priorities
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Budget at a Glance
Investment in Strategic Plan through Major City Goal Work Programs
Two‐year total
Investment in Strategic Plan for Local Revenue Measure Funding
Protect Financial Stability
Community Safety & Emergency Prep.
Creek & Flood Protection
Address Homelessness
Safe & Clean Public Areas
Economic Dev. & Business Ret.
Youth/Senior Services
Street Maintenance & Transp.
Open Space Preservation & Maintenance
Other Services and Projects
For details on the individual objectives and work programs, please see the Strategic Priorities section.
$30 million $38 million $ 2 million $29 million
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Budget at a Glance
Where the Money Comes From
Revenue – General Fund
Like most municipalities in California, various tax revenues
provide the largest source of revenue for the General Fund,
financing most of the general government services. In the first
year of the 2021‐23 Financial Plan, the City has budgeted the first
full year revenue of the voter approved local sales tax measure in
addition to increases to the Cannabis tax with more businesses
opening their doors.
Though taxes make up most of the revenue, user fees for services
are another important income for the City; in 2021‐23, revenue
from this source will make up 19% of the anticipated revenue.
User Fee and Charges
(in thousands)FY21‐22 FY22‐23 Variance
1 Sales & Use Tax
2 General 18,387$ 19,086$ 4%
3 Public Safety (Prop 172)336$ 339$ 1%
4 Measure G 24,279$ 25,202$ 4%
5 Property Tax
6 Property Taxes 13,997$ 14,400$ 3%
7 Real Property Transfer, Other Prop Taxes 399$ 411$ 3%
8 Property Tax In Lieu Of Vlf 5,796$ 5,970$ 3%
9 Transient Occupancy Tax 7,213$ 7,753$ 7%
10 Utility Users Tax 5,565$ 5,565$ 0%
11 Franchise Fees 1,575$ 1,606$ 2%
12 Business Tax Certificates 2,426$ 2,547$ 5%
13 Cannabis Tax 1,300$ 1,500$ 15%
14 Total 81,274$ 84,379$ 4%
(in thousands)FY 21‐22 FY 22‐23 Variance
1 Police Services 637$ 637$ 0%
2 Fire Services 1,404$ 1,422$ 1%
3 Development Review 6,595$ 6,864$ 4%
4 Parks & Recreation 1,612$ 2,039$ 27%
5 General Government 438$ 446$ 2%
6 Cannabis 310$ 388$ 25%
7 Other Revenues 2,166$ 2,208$ 2%
8 Subventions & Grants 900$ 900$ 0%
9 Federal Stimulus Funding 4,465$ 4,465$ 0%
10 Total 18,527$ 19,369$ 5%
Tax
Revenue
81%
Fees and Other
Revenue
19%
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Budget at a Glance
What the Money is Spent On
The City of San Luis Obispo provides daily services to the community and incurs operating and capital
expenditures. It fulfills the ongoing services through its employees in Public Safety, Park & Recreation,
Public Works, and Community Development which are supported by internal services departments such
as Administration, City Attorney, Finance, and Human Resources. For each service, the capital cost of any
equipment, infrastructure, or facility, needed to deliver the service, must be considered in addition to the
ongoing operation and labor cost.
Like most municipalities, the City is faced with balancing rising costs, limited resources, and continuing to
provide excellent levels of service to its citizens. This balance is achieved through the budget process when
departments undertake the analysis of budget needs and examination of work programs to find
economies and efficiencies that are expected of a prudent and fiscally conscience service organization.
The 2021‐23 Financial Plan combines the strategic approach to the City Council’s Major City Goals, the
priorities of the local sales tax measure, and the City’s efforts to recover from the worldwide Covid‐19
pandemic.
The City’s annual operating budget for the General Fund totals $76 million and includes 68 programs
reaching from Building and Safety, Development Review, Accounting, Purchasing, Emergency Response,
Aquatics, Golf, Senior Services, Police Patrol, Traffic Safety, Streets & Sidewalk Maintenance,
Transportation Planning, Sustainability, and the Urban Forest.
$‐
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
$40,000
$45,000
$50,000
16‐17 17‐18 18‐19 19‐20 20‐21 21‐22 22‐23 23‐24 24‐25 25‐26In thousandsTax and Fee Revenue Trends
Sales & Use Tax Property Tax Other Tax Revenue Total Fees & Other Revenue
Voter approved Local
Sales Tax Measure
ARPA Funding
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Budget at a Glance
Operating Budget by Category1
Category FY 21‐22 FY 22‐23 Variance
1 Internal Services
2 Administration $9,737,859 $9,805,467 1%
3 City Attorney $1,185,571 $1,043,797 ‐12%
4 Finance $1,838,127 $1,938,643 5%
5 Human Resources $1,700,849 $1,683,223 ‐1%
6 Non‐Departmental/Citywide $1,083,058 $2,514,628
7 Public Safety
8 Fire $13,997,547 $14,441,480 3%
9 Police $19,141,343 $20,051,371 5%
10 Community Services
11 Community Services Group Admin $665,501 $575,391 ‐14%
12 Community Development $6,981,163 $6,841,987 ‐2%
13 Parks and Recreation $5,126,817 $5,336,170 4%
14 Public Works $14,675,638 $15,156,041 3%
15 Utilities – Solid Waste $199,699 $176,280 ‐12%
16 TOTAL $76,333,171 $79,564,479 4%
1 Does not include transfers, cost allocation reimbursements, or projected operating budget savings.
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Budget at a Glance
Operating Budget Overview
Program Enhancements
Program enhancements were included in the 2021‐23 Financial Plan and address the organization’s need
to re‐establish service levels at pre‐pandemic levels. They adjust to forecasted workload and service level
requirements set forth within the strategic direction and service expectations. As such the requests
consider the following components:
Essential for the Protection of health and
safety
Realign ongoing services after budget
cuts due to Covid‐19
Needed for the advancement of Major
City Goals
Needed to provide ongoing services to
the community
General Fund SOBCs FY 21‐22 FY 22‐23
One‐time $ 3,947,423 $ 2,487,918
General Fund (non‐LRM) $ 1,204,785 $ 538,777
Local Revenue Measure G20 $ 2,370,132 $ 1,851,197
Other Funding Sources $ 372,506 $ 97,945
Ongoing $ 3,581,526 $ 4,147,670
General Fund (non‐LRM) $ 1,165,143 $ 1,316,075
Local Revenue Measure G20 $ 1,493,039 $ 1,882,106
Development Review Revenue Offset $ 923,344 $ 949,488
TOTAL $ 7,528,949 $ 6,635,588
Staffing
76%
Contract
Services
10%
Other Operating
Expenditures
11%
Transfers & Debt
Service
3%
Operating Budget by Type
Internal
Services
21%
Public
Safety
43%
Community
Services
36%
Operating Budget by
Category
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Budget at a Glance
Capital Budget – General Fund
The City’s 20‐year capital budget is a plan that identifies p rojects, needed funding, and timelines including
the impact of multi‐year, and multi‐department projects. Capital requirements are driven by the need to
maintain, upgrade, or replace existing ageing infrastructure, meet industry standards, populations growth
and invest in new capital assets in alignment with the City’s major city goals and community need.
The Capital budget incorporates the new revenue coming from the local sales tax measure bringing the
annual investment to over $20 million for infrastructure improvements. The plan includes projects
such as bridge replacements, street rehabilitation, urban forest care, facilities and parks
maintenance, multi-modal transportation, and playground equipment.
The Capital Infrastructure Investment that c orresponds with the City’s strategic plan and its Major
City Goals for the two‐year period amounts to $18.3 million.
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Budget at a Glance
Total General Fund Capital Expenditures1
Capital Expenditures1
CIP by Fund (in thousands) Projected
FY 2021‐22
Projected
FY 2022‐23 Variance
Capital Outlay 14,258 16,967 19%
Fleet 1,265 1,045 ‐17%
IT Replacement 989 565 ‐43%
Major Facilities Maintenance 868 593 ‐32%
Infrastructure Investment 7,278 7,100 ‐2%
Public Art Fund 443 443 0%
Total CIP Investment $ 25,099 $ 26,713 6%
1 Includes Local Revenue Measure Capital Investment and one‐time ARPA Federal Stimulus funding.
60%
4%
3%
3%
28%
2%
Capital Investment by Governmental Fund
Capital Outlay Fleet IT Replacement
Major Facilities Maint Infrastructure Investment Public Art Fund
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Budget at a Glance
Repayment of General Fund Debt
Debt Issue ‐ Asset Outstanding
Principal
Annual
Payment Final Year
FY 2021‐22
2012 Refunding Bond $2,970,000 $383,400 2030
2014 Revenue Bond – LOVR Overpass $6,635,000 $420,231 2045
2018 Refunding Bond $9,212,575 $945,333 2039
2018 Lease – Fire Truck $316,104 $146,131 2024
2014 State Loan – Energy Conservation $232,111 $ 94,242 2024
2017 Lease – Golf Carts $9,300 $ 7,448 2023
2020 Lease – Motorola Radios2 $435,342 $217,671 2023
$19,810,432 $2,214,456
Total General Fund Expenditure Budget
The total expenditures provided for the long‐term forecast consider the operating reimbursements and
transfers to the General Fund (see page 104), essentially showing the net resource need to provide
operating services.
2 2022 and 2023 General Fund debt amounts include a $217,671 obligation for the 2020 Lease – Motorola Radios
that is transferred directly from the IT Replacement Fund to the Debt Service Fund. Therefore, the amount in the
General Fund long‐term forecast is lower than what is represented in the table above.
$70,682 $73,814
$26,087 $27,820
$1,997 $1,992
$98,764 $103,621
$‐
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
FY 21‐22 FY 22‐23in thousandsOperating Expenditures Capital Debt Service Total
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Budget at a Glance
General Fund Reserve Levels
Per the City’s Fiscal Policies (see Reference Material), the City maintains a minimum fund balance of 20%
of operating expenditures in the General Fund. This is considered the minimum level necessary to
maintain the City’s credit worthiness and to adequately address:
Economic uncertainties, local disasters, and other financial hardships or downturns in the local or
national economy.
Contingencies for unforeseen operating or capital needs.
Cash flow requirements.
In addition, the City now maintains a capital reserve of 20% of the annual Local Revenue Measure capital
budget to offset unanticipated cost increases and unforeseen conditions and thus provides for continued
investment in infrastructure maintenance and enhancement according to the adopted project list. The
reserve will be accounted for in the Capital Outlay Fund.
Projected
FY 21‐22
Projected
FY 22‐23
General Reserve $ 11.7 million $ 11.9 million
Capital Reserve $ 3.4 million $ 3.6 million
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CONSOLIDATED FINANCIAL PLAN
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Consolidated Financials
Combined Financials for all Major and Special Revenue Funds
Total Funding Sources – All Funds Combined
Revenue 2019‐20
Actual
2020‐21
Budget
2021‐22
Budget
2022‐23
Budget
%
Change
1 Tax & Franchise Revenue $59,985 $64,461 $81,274 $84,379 4%
2 Service Charges & Other Revenue
3 General Fund $17,787 $12,785 $18,527 $19,369 5%
4 Water Fund $26,484 $25,980 $26,001 $26,399 2%
5 Sewer Fund $20,306 $17,730 $23,885 $21,058 ‐12%
6 Parking Fund $4,430 $2,296 $5,542 $6,494 17%
7 Transit Fund $4,356 $6,189 $8,012 $4,950 ‐38%
8 Assessment Revenue $1,547 $1,507 $1,689 $1,812 7%
9
10 Proceeds from Debt Financing
11 Water Fund ‐ $14,300 ‐ ‐
12 Sewer Fund $14,846 $96,368 $23,921 $4,865 ‐80%
13 Total $149,741 $241,616 $188,850 $169,326 ‐10%
In thousands
Tax & Franchise
43%
Service Charges
44%
Proceeds from
Debt
13%
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Consolidated Financials
All Expenditures Combined – By Fund
Expenditures 2019‐20
Actual
2020‐21
Budget
2021‐22
Budget
2022‐23
Budget % Change
General Fund $75,824 $76,901 $98,764 $103,621 5%
Business Activities
Water Fund $39,693 $35,011 $25,501 $27,632 8%
Sewer Fund $34,738 $120,944 $32,855 $24,367 ‐26%
Parking Fund $5,287 $4,748 $6,547 $11,520 76%
Transit Fund $4,772 $6,600 $7,669 $4,895 ‐36%
Special Revenue
Tourism Assessment $1,383 $1,225 $1,443 $1,551 7%
Downtown Assessment $272 $253 $245 $260 6%
Total $161,969 $245,682 $173,024 $173,847 0%
In thousands
General Fund
54%
Water Fund
20%
Sewer Fund
18%
Parking Fund
3%
Transit Fund
4%
Tourism
Assessment
1%
Downtown
Assessment
<1%
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Consolidated Financials
All Expenditures Combined – By Category
Expenditures 2019‐20
Actual
2020‐21
Budget
2021‐22
Budget
2022‐23
Budget
%
Change
Staffing $62,812 $64,341 $66,205 $70,407 6%
Contract Services $11,536 $11,169 $11,394 $11,328 ‐1%
Other Operating Expenses $26,809 $29,802 $26,632 $26,611 0%
Capital Investment $51,392 $133,881 $54,578 $46,390 ‐15%
Debt $9,420 $6,490 $6,685 $12,476 87%
Operating Enhancements ‐
General Fund $‐ $‐ $7,529 $6,635 ‐12%
Total $161,970 $245,682 $173,024 $173,847 0%
In thousands
Staffing
38%
Contract Services
7%Other Operating
Expenses
15%
Capital Investment
32%
Debt
4%
General Fund
Enhancements
4%
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Consolidated Financials
Fund Reserves and Undesignated Fund Balance
Fund Reservesi 2019‐20
Actual
2020‐21
Budget
2021‐22
Budget
2022‐23
Budget
General Fund
Operating $10,251 $11,394 $11,769 $11,916
Capital Outlay $120 $120 $3,426 $3,592
Water Fund $4,827 $4,201 $4,510 $4,483
Sewer Fund $2,268 $2,305 $2,386 $3,549
Parking Fund $605 $625 $718 $731
Transit Fund $755 $833 $842 $837
In thousands
Undesignated Fund
Balance/Working Capital
2019‐20
Actual
2020‐21
Budget
2021‐22
Budget
2022‐23
Budget
General Fund $7,123 $4,482 $4,512 $2,493
Water Fund $7,917 $13,944 $13,891 $12,668
Sewer Fund $23,458 $13,729 $25,533 $25,954
Parking Fund $13,944 $11,473 $10,375 $5,396
Transit Fund $1,617 $1,128 $1,463 $1,523
In thousands
The City Council decided to leave the 2019‐20 unassigned fund balance in the General Fund to counteract any
adverse effects from the Covid‐19 pandemic. It was originally designated to pay toward the City’s unfunded pension
obligation. The City will reassess the status of its pension obligation plan once the emergency status is eliminated
and the City’s finances have stabilized.
Both, the Sewer and Parking Enterprise Fund have built‐up working capital to pay for the construction of large
projects. For Sewer, it is the upgrade of its Water Resource Recovery Facility and for Parking it is the fourth and final
parking structure at Palm and Nipomo Street.
i For policy requirements, please see Financial Policies in Reference Section
90 Page 304 of 823
LineIn Thousands
Footnote Actual
2019-20
Budget
2020‐21
Budget
2021-22
Budget
2022-23
Projected
2023‐24
Projected
2024‐25
Projected
2025‐26
1 Tax & Franchise Revenue
2 Sales & Use Tax 24,542 28,278 43,002$ 44,627$ 45,073 45,524 45,979
3 Property Tax 18,795 19,554 20,192$ 20,781$ 21,405 22,047 22,708
4 Transient Occupancy Tax 6,326 6,267 7,213$ 7,753$ 8,291 8,374 8,542
5 Utility Users Tax 5,439 5,565 5,565$ 5,565$ 5,621 5,733 5,848
6 Franchise Fees 1,888 1,544 1,575$ 1,606$ 1,638 1,671 1,704
7 Business Tax Certificates 2,914 2,854 2,426$ 2,547$ 2,674 2,942 2,971
8 Cannabis Tax 82 400 1,300$ 1,500$ 1,500 1,530 1,561
9 Total Tax & Franchise Revenue 59,985$ 64,461$ 81,274$ 84,379$ 86,202$ 87,821$ 89,313$
10 Fees for Service & Other Revenue
11 Police Services 902 550 637 637 650 663 676
12 Fire Services 1,442 1,325 1,404 1,422 1,451 1,480 1,509
13 Development Review 1 7,258 5,722 6,595 6,864 7,070 7,282 7,500
14 Parks & Recreation 1,093 1,034 1,612 2,039 2,080 2,122 2,164
15 General Government 446 439 438 446 455 464 473
16 Cannabis 68 321 310 388 428 464 509
17 Other Revenues 5,530 1,820 2,166 2,208 2,204 2,247 2,302
18 Subventions & Grants 1,047 1,572 900 900 900 900 900
19 Federal Stimulus Funding 2 4,465 4,465
20 Total Fees & Other Revenue $ 17,787 $ 12,784 $ 18,527 $ 19,369 $ 15,237 $ 15,621 $ 16,033
21 Total Revenue $ 77,772 $ 77,245 $ 99,801 $ 103,748 $ 101,439 $ 103,441 $ 105,346
22 Use of Funds
23 Staffing 51,203$ 53,430$ 54,284$ 58,023$ 58,961$ 60,953$ 62,215$
24 Contract Services 5,900$ 5,050$ 4,963$ 5,067$ 5,169$ 5,272$ 5,378$
25 Other Operating Expenditures 7,580$ 7,688$ 8,127$ 8,345$ 8,512$ 8,683$ 8,856$
26 Cost Allocation (4,278)$ (4,578)$ (4,717)$ (4,812)$ (4,908)$ (5,006)$ (5,106)$
27 LRM G‐20 Assigned 1,425$
28 Carryover or assigned from fund balance 3,510$
29 SOBCs 7,529$ 6,636$ 4,397$ 4,465$ 4,597$
30 Total Operating Expenditure $ 60,406 $ 66,524 $ 70,186 $ 73,260 $ 72,131 $ 74,367 $ 75,940
31 Debt Service 2,742$ 2,759$ 1,997$ 1,992$ 2,000$ 2,000$ 2,000$
32 Capital 11,238$ 7,557$ 26,087$ 27,820$ 25,597$ 25,810$ 26,020$
33 Transfers Out 1,439$ 61$ 495$ 550$ 824$ 1,011$ 1,208$
34 Total Expenditure $ 75,824 $ 76,901 $ 98,764 $ 103,621 $ 100,552 $ 103,188 $ 105,168
35 Beginning Fund Balance 31,703 $ 33,651 $ 30,995 $ 30,031 $ 28,158 $ 28,046 $ 27,299
36 Revenue Over/(Under) Expenses $ 1,948 $ 343 $ 1,036 $ 127 $ 887 $ 253 $ 178
37 Ending Fund Balance before CalPERS $ 33,651 $ 33,995 $ 32,031 $ 30,158 $ 29,046 $ 28,299 $ 27,477
38 CalPERS Downpayments 3,000 2,000 2,000 1,000 1,000 1,000
39 Ending Fund Balance $ 33,651 $ 30,995 $ 30,031 $ 28,158 $ 28,046 $ 27,299 $ 26,477
40 Policy Reserve Level ‐ 20%10,251 11,394 11,769 11,916 12,234 12,487 12,732
41 Assigned G 20 Future Funding 3 2,000 1,750 1,750 1,750 1,750 1,750
42 Capital Reserve 120 120
43 Revenue Stabilization Reserve 1,000 1,000
44 115 Pension Trust Fund 1,400 2,000 2,000 2,000 2,000 2,000 2,000
45 Restricted based on Audit (Estimate)13,758 10,000 10,000 10,000 10,000 10,000 10,000
46 Undesignated Fund Balance $ 7,123 $ 4,481 $ 4,512 $ 2,493 $ 2,062 $ 1,062 $ (5)
GENERAL FUND LONG TERM FORECAST
1. Development review revenue was increased based on historical actuals and expected five‐year forecasted revenue. This revenue is offset by an increase in expenditures for Development review
resources in the Planning, Engineering, Building and Housing divisions.
2. American Rescue Plan Federal Stimulus Funding: San Luis Obispo will receive $8.93 million to counter‐act the far‐reaching effects of the pandemic on the community’s well‐being. For a jurisdiction such
as the City, funding will come through the State which has 60 days to release the first half with the second 50% being distributed a year later. Jurisdictions have until December 31, 2024 to spend the
funding.
3. Per Resolution No. 11203, $3,425,000 in undesignated fiscal year 2018‐19 General Fund Balance was allocated towards economic development and homeless services. $2 million of this funding was
assigned to locally invest in short term Certificates of Deposit to generate interest for a grant program to help offset the cost of a TI permit. One of the recommended SOBCs for the 21‐23 Financial Plan is
to utilize $250,000 of this principal to continue funding the TIPP‐fast permitting program in FY 21‐22.
91 Page 305 of 823
Actual Budget Budget Budget Projected Projected Projected
2019‐20 2020‐21 2021‐22 2022‐23 2023‐24 2024‐25 2025‐26
14,464 13,785 15,776 16,329 16,900 17,492 17,841
5,052 5,168 5,560 5,754 5,956 6,164 6,287
966 920 972 1,006 1,041 1,077 1,099
‐ 398 223 225 230 235 240
898 910 962 995 1,030 1,066 1,088
3,723 3,032 1,548 1,370 789 800 800
818 303 408 424 394 430 451
‐ 14,300 ‐ ‐ ‐ ‐ ‐
‐ 1,197 256 ‐ ‐ ‐ ‐
563 367 396 396 396 396 396
‐ (100) (100) (100) (100) (100) (100)
26,484$ 40,280$ 26,001$ 26,399$ 26,636$ 27,561$ 28,102$
4,761 4,520 4,735 4,901 5,557 5,816 5,943
12,333 12,409 12,827 12,554 12,670 12,786 12,904
15,594 13,999 2,944 5,215 1,881 3,213 5,160
4,441 1,488 2,449 2,443 1,870 1,869 1,866
2,564 2,595 2,546 2,519 2,818 2,865 2,939
39,693$ 35,011$ 25,501$ 27,632$ 24,797$ 26,550$ 28,812$
2,592 2,594 2,572 2,546 2,846 2,893 2,966
14,188 14,144 10,550 10,383 10,457 10,539 10,622
18,491 8,579 6,242 7,289 6,947 6,947 6,384
2,435 8,284 3,888 5,268 2,432 3,843 6,665
243 402 533 465 452 463 474
1,743 1,008 1,442 1,400 1,372 1,568 1,397
‐ ‐ 274 281 291 297 302
39,693$ 35,011$ 25,501$ 27,632$ 24,797$ 26,550$ 28,812$
28,373 15,164 20,433 20,933 19,700 21,539 22,550
(13,209) 5,269 500 (1,233) 1,839 1,011 (710)
15,164$ 20,433$ 20,933$ 19,700$ 21,539$ 22,550$ 21,841$
4,827 4,201 4,510 4,483 4,583 4,667 4,730
2,048 1,987 2,231 2,309 2,390 2,473 2,523
252 180 180 120 120 120 120
120 120 120 120 96 72 ‐
(in thousands)
REVENUES BY TYPE
1 Water Services Charges
2 Base Fee Revenue
3 Cal Poly Sales
4 Cal Poly Resilience & Capacity
5 Recycled Water
6 Development Impact Fees
7 Investment & Property Revenue
8 Proceeds from Debt
9 Grants
10 Miscellaneous Revenue
11 Rate Assistance Subsidy
13 TOTAL
14 EXPENDITURE BY CATEGORY
15 Salaries & Benefits
16 Operating Expenditures
17 Capital Outlay
18 Debt Service
19 Transfers Out
20 TOTAL
21 EXPENDITURE BY FUNCTION
22 General Government
23 Water Source of Supply
24 Water Treatment
25 Water Distribution
26 Water Resources
27 Water Administration
28 Utilities Revenue (Billing)
29 TOTAL
30 CHANGES IN FINANCIAL POSITION
31 Working Capital ‐ Beginning
32 Revenues over (under) Expenditure
33 Working Capital ‐ Year End
34 Operating Reserve
35 Rate Stabilization
36 CALPERS Down Payment
37 UFL Trust Fund
38 Unreserved Working Capital 7,917$ 13,944$ 13,891$ 12,668$ 14,349$ 15,217$ 14,467$
WATER FUND LONG TERM FORECAST
92 Page 306 of 823
(in thousands)Actual Budget Budget Budget Budget Budget Budget
REVENUES BY TYPE 2019‐20 2020‐21 2021‐22 2022‐23 2023‐24 2024‐25 2025‐26
1 Sewer Service Charges 11,179 10,851 12,359 12,792 13,176 13,571 13,978
2 Base Fee Revenue 4,412 4,346 4,653 4,816 4,960 5,109 5,262
3 Cal Poly Sales 819 508 992 1,026 1,057 1,089 1,122
4 Cal Poly Capacity ‐ 244 244 244 473 473 473
5 Development Impact Fees 2,031 870 1,384 1,190 618 600 600
6 Industrial User Charges 77 6 85 85 85 85 85
7 Investment & Property Revenue 1,182 539 402 608 732 585 537
8 Proceeds from Debt Financing 14,846 96,368 23,921 4,865 ‐ ‐ ‐
9 Miscellaneous Revenue 605 367 3,866 396 404 412 420
10 Rate Assistance Subsidy ‐ ‐ (100) (100) (100) (100) (100)
11 TOTAL 35,152$ 114,098$ 47,805$ 25,923$ 21,405$ 21,823$ 22,377$
12 EXPENDITURE BY CATEGORY
13 Salaries & Benefits 4,993 4,786 4,814 4,952 5,968 6,114 6,240
14 Operating Expenditures 2,569 3,055 3,334 3,271 3,320 3,370 3,421
15 Capital Outlay 23,365 109,420 20,923 6,623 9,652 4,993 2,406
16 Debt Service 1,382 1,388 1,384 7,190 7,285 7,100 7,099
17 Transfers Out 2,430 2,296 2,400 2,331 2,562 2,599 2,651
18 TOTAL 34,738$ 120,944$ 32,855$ 24,367$ 28,788$ 24,177$ 21,816$
19 EXPENDITURE BY FUNCTION ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
20 General Government 2,460 2,327 2,430 2,361 2,592 2,629 2,681
21 Wastewater Collection 3,383 14,068 7,330 7,195 5,284 5,919 4,118
22 Environmental Compliance 112 305 279 275 291 299 306
23 Water Resource Recovery 25,653 101,763 20,044 11,885 17,026 11,483 10,992
24 Utilities Revenue 564 526 274 281 306 313 319
25 Water Quality Lab 581 932 864 828 867 888 908
27 Wastewater Administration 1,986 1,023 1,634 1,542 2,423 2,646 2,493
28 TOTAL 34,738 120,944 32,855 24,367 28,788 24,177 21,816
29 CHANGES IN FINANCIAL POSITION
30 Working Capital ‐ Beginning 26,504 26,917 20,072 35,021 36,577 29,194 26,840
31 Revenues over (under) Expenditures 413 (6,846) 14,950 1,555 (7,383) (2,354) 562
32 Working Capital ‐ Year End 26,917$ 20,072$ 35,021$ 36,577$ 29,194$ 26,840$ 27,402$
33 Operating Reserve 2,268 2,305 2,386 3,549 3,827 3,837 3,882
34 Rate Stabilization 820 785 900 932 960 988 1,018
35 CALPers Down Payment 252 180 180 120 120 120 120
36 UFL Trust Fund 120 120 120 120 96 72 ‐
37 WRRF Upgrade Debt Reserve ‐ 2,953 5,903 5,903 5,903 5,903 5,903
38 Unreserved Working Capital ‐ Year End 23,458$ 13,729$ 25,533$ 25,954$ 18,289$ 15,921$ 16,479$
SEWER FUND LONG TERM FORECAST
93 Page 307 of 823
(in thousands)Actual Budget Budget Budget Projected Projected Projected
2019‐20 2020‐21 2021‐22 2022‐23 2023‐24 2024‐25 2025‐26
1 REVENUES
2 Service Charges
3 Parking Meter Collections
4 Lots 84 77 122 108 135 129 159
5 Streets 1,047 821 2,056 2,197 2,676 2,630 3,201
6 Parking Structure Collections 838 200 1,275 2,007 2,551 2,527 3,474
7 Long‐Term Parking Revenues 689 431 862 883 919 896 915
8 Lease Revenues 486 363 459 461 471 466 471
9 Parking In‐Lieu Fees 15 21 21 21 21 21 21
10 Total Service Charges 3,159 1,913 4,795 5,676 6,773 6,668 8,240
11 Investment and Property Revenues 546 79 76 64 55 30 39
12 Fines and Forfeitures 704 297 642 726 748 731 746
13 Other Revenues 22 7 30 28 30 29 29
Debt Proceeds 37,052
14 TOTAL REVENUES 4,430$ 2,296$ 5,542$ 6,494$ 44,658$ 7,458$ 9,055$
15 EXPENDITURES (Including SOBCs)
16 Operating Programs
17 Operating Expenses 2,488 2,414 2,720 2,784 2,820 3,037 3,208
SOBCS 67 48 23 17 11
18 General Government (CAP Transfer)537 710 870 870 870 870 870
19 Operating Transfers 228 (394) 235 235 235 235 235
20 Total Operating Programs 3,253 2,731 3,893 3,938 3,948 4,159 4,325
21 Capital Improvement Plan Projects 1,177 1,162 1,799 6,731 38,004 376 318
22 Debt Service 857 856 855 852 852 2,981 2,948
23 TOTAL EXPENDITURES 5,287$ 4,748$ 6,547$ 11,520$ 42,804$ 7,516$ 7,591$
24 Revenues Over/(Under) Expenditures (857)$ (2,451)$ (1,005)$ (5,026)$ 1,854$ (58)$ 1,464$
25 Working Capital, Beginning of Year 16,492$ 14,550$ 12,098$ 11,090$ 6,060$ 7,914$ 7,857$
26 Adjustment for LT Accruals (1,085)$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
27 Working Capital, End of Year 14,550$ 12,098$ 11,093$ 6,127$ 7,914$ 7,857$ 9,321$
28 Reserve 605$ 625$ 718$ 731$ 738$ 781$ 816$
29 UNRESERVED WORKING CAPITAL 13,944$ 11,473$ 10,375$ 5,396$ 7,176$ 7,075$ 8,505$
PARKING FUND LONG‐TERM FORECAST
94 Page 308 of 823
(in thousands)FootnoteActuals
2019‐20
Budget
2020‐21
Budget
2021‐22
Budget
2022‐23
Projected
2023‐24
Projected
2024‐25
Projected
2025‐26
1
2 Federal 2,308$ 3,477$ 3,547$ 1,463$ 1,567$ 1,613$ 1,638$
3 State 780$ 858$ 2,973$ 1,976$ 2,012$ 2,050$ 2,123$
4 State (Direct Contribution to RTA from SLOCOG)1 580$ 691$ 634$ 712$ 726$ 740$ 755$
5 Local 689$ 473$ 750$ 800$ 840$ 850$ 850$
6 Secured Grant ‐$ 690$ 109$ ‐$ ‐$ ‐$ ‐$
7 Unsecured Grant or Funding ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
8 TOTAL 4,356$ 6,189$ 8,012$ 4,950$ 5,145$ 5,254$ 5,366$
9
10 Non‐Operating Annual Expenditures
11 Contribution to RTA Directly from SLOCOG 1 580$ 691$ 634$ 712$ 726$ 740$ 755$
12 Operating Annual Expenditures
13 Operating Expenditures ‐ Purchased Transportation 2,563$ 2,849$ 2,949$ 2,896$ 2,980$ 3,039$ 3,100$
14 Operating Expenditures ‐ Fuel & Maintenance 487$ 545$ 553$ 560$ 588$ 617$ 648$
15 Operating Expenditures ‐ Overhead/Admin 432$ 449$ 482$ 496$ 500$ 504$ 508$
16 Operating Expenditures ‐ Cost Allocation 277$ 322$ 226$ 231$ 235$ 240$ 245$
17 Capital Expenditures 2 18$ 1,744$ 2,825$ ‐$ ‐$ ‐$ ‐$
18 Depreciation/ GASB Adjustments 415$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
19 TOTAL 4,772$ 6,600$ 7,669$ 4,895$ 5,030$ 5,142$ 5,257$
20
21 Beginning Working Capital 2,788$ 2,372$ 1,961$ 2,305$ 2,360$ 2,475$ 2,588$
22 Revenues Over / (Under) Expenditures (416)$ (411)$ 343$ 55$ 115$ 113$ 110$
23 Ending Working Capital 2,372$ 1,961$ 2,305$ 2,360$ 2,475$ 2,588$ 2,697$
24 Operating Reserve 755$ 833$ 842$ 837$ 861$ 880$ 900$
25 Unreserved Working Capital ‐ Year End 1,617$ 1,128$ 1,463$ 1,523$ 1,614$ 1,708$ 1,797$
2. Capital Projects are highly reliant on future discretionary grant funding. Capital Projects and the associated grant revenue for outer years are not
included in the long‐term forecast at this time. Projects will not move forward unless funding is secured. However, in order to apply for funding, Council
must approve the projects first. The long‐term forecast will be updated and presented to Council on an annual basis.
1. This funding is directly provided by SLOCOG to RTA from the City’s apportionment of State funding. While the City does not receive this revenue or the
associated expense, this shows the value of services provided by RTA and the City’s share of that cost.
TRANSIT FUND LONG TERM FORECAST
Revenue Projections
Expenditures & Obligations
Changes in Financial Position
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OPERATING BUDGETS – GENERAL FUND
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Operating Budget
General Fund
OPERATING BUDGET‐
GENERAL FUND
99 Page 313 of 823
Operating Budgets
Fee Revenue
Fee Revenue by Category
Part of the City’s revenue comes from cost recovery fees for services to the community and rendered by
the City’s operating departments. The cost recovery levels are determined every five years and
approved by the City Council. The levels of cost recovery are defined in the City’s adopted financial
policies.
User Fee Cost Recovery Levels
In setting user fees and cost recovery levels, the following factors are considered:
1.Community‐Wide Versus Special Benefit. The level of user fee cost recovery should consider
the community‐wide versus special interest 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 interest
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 considered in developing user fees, especially if significant program costs
are intended to be financed from that source.
100 Page 314 of 823
Operating Budgets
Fee Revenue
Fire
Service 2019‐20
Actual
2020‐21
Budget
2021‐22
Budget
2022‐23
Budget
1 Fire Department Permits 104,153 103,044 100,000 100,000
2 Fire Alarm Permits 10,451 2,677 10,010 10,010
3 Fire Plan Check & Inspection 299,258 300,000 350,000 350,000
4 Medical ER Recovery 194,408 198,103 198,103 202,064
5 R1 Inspection Fees 299,566 260,000 280,000 280,000
6 Cal Poly Fire Services 318,058 315,241 300,373 314,122
7 CUPA Inspection Fees 173,984 140,000 160,000 160,000
8 Other Fire Dept Revenue 42,109 5,890 5,890 5,890
9 Total Fire Revenue $1,441,988 $1,324,955 $1,404,376 $1,422,086
General Government & Other Revenue
Service 2019‐20
Actual
2020‐21
Budget
2021‐22
Budget
2022‐23
Budget
1 Business Licenses 446,038 414,300 418,443 426,812
2 Cannabis Operator License 68,139 320,000 310,000 388,000
3 Motor Vehicle Fines 100,459 117,357 118,500 118,500
4 Misdemeanors & Infractions 9,470 34,229 34,571 34,571
5 Miscellaneous Penalties 18,857 1,977 2,000 2,000
6 Administrative Citations ‐ General 35,372 1,015 1,025 1,025
7 Other Rent & Lease Revenue 148,552 151,716 154,750 157,845
8 Disability Ins Reimbursement 23,439 19,100 19,100 19,100
9 Other Revenue 900,196 454,480 450,000 450,000
10 Total Other Fee Revenue $1,750,521 $1,514,174 $1,508,389 $1,597,853
101 Page 315 of 823
Operating Budgets
Fee Revenue
Community Development
Service 2019‐20
Actual
2020‐21
Budget
2021‐22
Budget
2022‐23
Budget
1 Building Permits 2,518,404 2,200,000 3,510,000 3,600,000
2 Encroachment Permits 356,434 305,000 305,000 315,650
3 Code Enforcement Fines 97,164 50,000 90,000 100,000
4 Planning & Zoning Fee 682,487 600,000 600,000 606,000
5 Development Review Fees 433,389 248,000 400,000 467,000
6 Plan Check Fees1 1,420,723 999,000 355,000 400,000
7 Infrastructure Plan Ck & Inspection 1,638,456 1,200,000 1,200,000 1,236,000
8 Engineering Dev Review Fees 108,498 120,000 135,000 140,000
9 Total CDD Fee Revenue $7,257,556 $5,722,000 $6,595,000 $6,864,650
Police
Service 2019‐20
Actual
2020‐21
Budget
2021‐22
Budget
2022‐23
Budget
1 Police Department Permits 4,610 3,000 7,511 7,511
2 Tobacco Permits 27,998 21,417 29,000 29,000
3 Alarm Permits ‐ Contract (PD) 170,786 65,000 90,000 90,000
4 Police Issued Parking Fines 85,427 75,000 75,000 75,000
5 Admin Citations ‐ Safety 245,963 152,833 152,833 152,833
6 Accident Reports 3,225 3,400 3,400 3,400
7 Collision Investigation 3,393 3,000 3,000 3,000
8 Witness Fees 3,880 2,500 1,606 1,606
9 Property Release Fees 733 500 (1,642) (1,642)
10 Tow Release Fees 9,675 9,000 9,000 9,000
11 Second Response Fees 628 1,000 1,071 1,071
12 DUI Cost Recovery 22,347 21,417 16,417 16,417
13 Other Police Revenue 323,824 190,000 250,000 250,000
14 Total Police Fee Revenue $902,489 $550,000 $637,196 $637,196
1 The decrease in 21‐22 budget is due to Fiscal Policy Section 2.H.4 which allows the Finance Director to make
appropriations (up to 65% of revenue) and the associated budget adjustments from the Plan Check revenue
account into operating budget to cover the cost of services provided. Therefore, the City begins the year with only
35% of expected revenue budgeted and increases the budget as services are provided.
102 Page 316 of 823
Operating Budgets
Fee Revenue
Parks & Recreation
Service 2019‐20
Actual
2020‐21
Budget
2021‐22
Budget
2022‐23
Budget
1 Library Rental 15,188 ‐ 6,500 21,500
2 Indoor Rental & Use Fees 33,726 20,000 39,532 54,331
3 Outdoor Rental & Use Fees 65,561 29,319 88,867 118,850
4 Special Events Insurance 6,770 ‐ 2,400 9,600
5 Sales Taxable 8,030 7,481 10,000 10,000
6 Adult Athletic Fees 44,316 ‐ 122,400 122,400
7 Youth Athletic Fees 31,518 14,000 48,000 53,709
8 Instruction Fees 41,118 10,000 61,400 70,000
9 Special Event Fees ‐ App/Permit 26,101 ‐ 20,000 30,600
10 Youth Services Childcare 500,294 658,283 611,785 766,700
11 Youth Services Camps 23,437 ‐ 106,650 149,300
12 Junior Ranger Camps ‐ ‐ 4,500 4,500
13 Aquatics Daily Use Fees 61,900 42,308 73,075 121,132
14 Swim Instruction Fees 14,734 20,673 20,923 69,160
15 Multi Day Swim Passes 26,248 35,000 41,753 41,753
16 Therapy Pool Fees 6,706 8,327 8,627 10,096
17 Driving Range Fees 7,502 7,252 11,715 11,715
18 Golf Greens Fees 127,305 151,470 200,000 224,400
19 Golf Rental Fees 5,621 5,363 10,566 10,566
20 Other Parks & Rec Revenue 21,345 18,708 45,000 60,641
21 Special Events ‐ City Sponsored 10,559 ‐ 50,000 50,000
22 Golf Cart Rentals 15,346 5,975 28,262 28,262
23 Total Parks & Rec Fee Revenue $1,093,326 $1,034,299 $1,611,955 $2,039,215
103 Page 317 of 823
Operating Budgets
Transfers
Interfund Transfers
The City’s General Fund receives reimbursements and operating transfers for various services and
activities that are provided by General Fund operating programs. In turn, the General Fund provides
funding to various functions for specific uses. The amounts shown below represent the anticipated
funding that will be transferred between the funds.
Reimbursement Transfers
These transfers reimburse the General Fund for direct cost incurred for service to the City’s Enterprise
and Agency Funds. The cost comes largely from internal services departments such as City Administration
(including IT), Human Resources, City Attorney’s office, and Finance. It is annually assessed through the
City’s Cost Allocation Plan (CAP).
Fund 2021‐22 2022‐23
Transfer out Transfer In Transfer out Transfer In
1 General Fund $4,717,442 $4,811,791
2 Parking Fund $869,887 $887,285
3 Sewer Fund $1,712,752 $230,707
4 Transit Fund $226,183 $1,747,007
5 Water Fund $1,722,409 $1,756,857
6 Whale Rock Fund $186,211 $189,935
7 Total $4,717,442 $4,717,442 $4,811,791 $4,811,791
Operating Transfers
Fund 2021‐22 2022‐23
Transfer out Transfer In Transfer out Transfer In
1 General Fund $4,146,445 $3,426,103 $4,250,000 $3,602,451
2 Gas Tax Fund $1,223,937 $1,245,026
3 Housing Fund $57,000 $57,000
4 TDA Fund $45,000 $45,000
5 TIF Fund $280,000 $280,000
6 TBID Fund $28,852 $31,012
7 Parking Fund $235,233 $235,233
8 Sewer Fund $655,312 $700,000
9 Water Fund $794,769 $900,000
10 Insurance Fund $4,146,445 $4,250,000
11 Total Operating Transfer $7,572,548 $7,572,548 $7,852,451 $7,852,451
104 Page 318 of 823
Operating Budgets
Transfers
Replacement Transfers
The City currently invest funding into the maintenance and replacements of its Fleet assets, its
Information Technology Infrastructure, and its Major Facilities through designated funds. This allows for
funding to be available when scheduled replacements and maintenance work is needed.
The individual expenditure is accounted for under the City’s Capital Improvement Plan which includes a
replacement schedule for the City’s fleet proposed over the Financial Plan period.
Fund 2021‐22 2022‐23
Transfer out Transfer In Transfer out Transfer In
1 General Fund $7,177,916 $7,949,558
2 LRM $17,866,400 $18,763,050
3 Capital Outlay $14,257,798 $16,967,220
4 Fleet $1,265,000 $1,045,000
5 IT Replacement $988,973 $564,777
6 Major Facilities Maintenance $867,500 $593,200
7 Infrastructure Investment $7,222,545 $7,099,911
8 Public Art Fund $442,500 $442,500
9 Total $25,044,316 $25,044,316 $26,712,608 $26,712,608
105 Page 319 of 823
Operating Budget
General Fund
EXPENDITURE OVERVIEW
The City has nine operating departments with 74 service programs. Eight of the departments are under
the purview of the City’s General Fund. The Utilities Department as well as the Parking and Transit
programs are administered and accounted for as business‐activities and the related information is
presented in the Business Activities section of the Financial Plan document.
This section provides an overview of all the General Fund departments and programs. It outlines the
different mission s tatements, in troduces the departments and th eir contributions towards strategic goals
and performance measures, presents operating programs and cost, and details employee and position
counts.
DEPARTMENT 2019‐20
Actual
2020‐21
Budget
2021‐22
Budget
2022‐23
Budget
1 Administration $7,628,273 $7,697,781 $9,737,859 $9,805,467
2 City Attorney $1,000,636 $778,167 $1,185,571 $1,043,797
3 Finance $2,395,353 $2,998,897 $2,921,186 $4,453,272
4 Fire $12,542,326 $12,615,778 $13,997,547 $14,441,480
5 Human Resources $1,226,188 $1,350,586 $1,700,849 $1,683,223
6 Police $17,632,020 $17,802,862 $19,141,343 $20,051,371
Community Services Group:
7 Community Services Group
Administration1
$9,593 $404,998 $665,501 $575,391
8 Community Development $5,677,704 $5,325,811 $6,981,163 $6,841,987
9 Parks and Recreation $3,799,632 $4,274,301 $5,126,817 $5,336,170
10 Public Works $12,660,147 $13,196,459 $14,675,638 $15,156,041
11 Solid Waste 2 $90,336 $159,318 $199,699 $176,280
TOTAL GENERAL FUND $64,662,208 $66,604,959 $76,333,171 $79,564,479
1 The Community Services Group was developed during the 2019‐21 Financial Plan as part of the “Organization of
the Future”. For administrative and accounting purposes, non‐departmental administrative costs for this group are
allocated to a unique cost center but are not specific to a department.
2 This program is funded by the General Fund but managed within the Utilities Department.
106 Page 320 of 823
Operating Budget
General Fund
13%2%
4%
18%
2%25%
1%
9%
7%
19%
2021‐22 Department Operating Budget
GENERAL FUND Administration
City Attorney
Finance
Fire
Human Resources
Police
Community Services Group Administration
Community Development
Parks and Recreation
Public Works
Utilities
12%1%
6%
18%
2%25%
1%
9%
7%
19%
2022‐23 Department Operating Budget
GENERAL FUND Administration
City Attorney
Finance
Fire
Human Resources
Police
Community Services Group Administration
Community Development
Parks and Recreation
Public Works
Utilities
107 Page 321 of 823
Operating Program
Enhancements
Enhancements – General Fund
As a cost control measure, the City requires in‐ or decreases to budget line items in the programs above
$ 7,500 to be approved by the City Manager before being considered for appropriation. A request can be
brought forth for a variety of reasons, but is generally considered under the following circumstances:
A. Essential for the protection of health and safety.
B.Needed for the advancement of Major City Goals.
C. Needed to provide ongoing services to the community.
D. Realign ongoing services after budget cuts due to Covid‐19.
Significant Operating Budget Requests (SOBCs) are divided into two categories: 1) one‐ time during the
Financial Plan period for specific deliverables without ongoing service requirements; 2) ongoing to adjust
the operating program budget for long‐term service delivery.
Given the short‐ term saving measures required due to the onset of the Covid‐ 19 health emergency, a
multitude of requests were submitted to bring service levels back to pre‐pandemic levels and adjust to
forecasted workload and service level requirements.
SOBC details can be found within the individual departmental sections.
Combined Requests by Funding Source
General Fund SOBCs FY 21‐22 FY 22‐23
One‐time $ 3,947,423 $ 2,487,918
General Fund (non‐LRM) $ 1,204,785 $ 538,777
Local Revenue Measure G20 $ 2,370,132 $ 1,851,197
Other Funding Sources $ 372,506 $ 97,945
Ongoing $ 3,581,526 $ 4,147,670
General Fund (non‐LRM) $ 1,165,143 $ 1,316,075
Local Revenue Measure G20 $ 1,493,039 $ 1,882,106
Development Review Revenue Offset $ 923,344 $ 949,488
TOTAL $ 7,528,949 $ 6,635,588
108 Page 322 of 823
Operating Program
Enhancements
Total Enhancements by Major City Goal Investment
38%
31%
15%
8%
8%
FY 21‐22
GENERAL FUND SOBC INVESTMENT BY TYPE
Economic
Core Services (non‐MCG)
Housing & Homelessness
DEI
Climate Action
32%
35%
16%
10%
7%
FY 22‐23
GENERAL FUND SOBC INVESTMENT BY TYPE
Economic
Core Services (non‐MCG)
Housing & Homelessness
DEI
Climate Action
Total: $6,635,588
Total: $7,528,949
109 Page 323 of 823
Operating Program
Enhancements
One‐Time Resources
Department Title Applicable MCG or
"Core Services"
One‐time
21‐22 22‐23
1 Admin/IT "Undocu‐Friendly Logo" DEI $1,000 $0
2 Admin/IT Arts, Culture and Community Partner
Support Economic $50,000 $25,000
3 Admin/IT Business Retention/Recovery Programs Economic $500,000 $250,000
4 Admin/IT Communications Program Support Economic $130,000 $25,000
5 Admin/IT Community‐based Multicultural Center
feasibility study DEI $40,000 $2,500
6 Admin/IT Creation of DEI Office & Implementation of
Internal DEI Efforts DEI $109,141 $94,345
7 Admin/IT DEI Community Outreach DEI $15,000 $15,000
8 Admin/IT DEI High Impact Grants DEI $150,000 $150,000
9 Admin/IT Economic Development Recovery
Scorecard Economic $30,000 $30,000
10 Admin/IT ECOSLO Partnership Climate Action $20,000 $20,000
11 Admin/IT Micro Community Collaborative (MCC)
Initiative Climate Action $20,000 ‐
12 Admin/IT Microgrid Feasibility Study Climate Action $20,000 ‐
13 Admin/IT Minority/ Unrepresented Business Support DEI $0 $150,000
14 Admin/IT New Economic Development Strategic Plan Economic $0 $100,000
15 Admin/IT Office Retrofits Climate Action $10,000 ‐
16 Admin/IT Open Space Winter Hours of Use Study Core Services $75,000 ‐
17 Admin/IT PEN Manual Update DEI $15,000 $0
18 Admin/IT Sustainability & Natural Resources Staff
(Intern & Analyst) Climate Action $75,122 $76,366
19
CDD/PW 919 Palm Office Modifications (to support
increased workforce)
Core
Services/Economic
Recovery
$150,000 $70,000
20 CDD City Contribution to 25% Expansion of 40
Prado
Housing &
Homelessness
$63,826 $63,826
21 CDD Homelessness Strategic Plan Housing &
Homelessness
$35,000 $0
22 CDD Housing and Homelessness Staff and
Resources
Housing &
Homelessness
$257,000 $232,000
23 CDD Safety Element Environmental Review Climate Action
$25,000 $0
24 CDD TIPP Fast 2.0 Program Economic $250,000 $0
25 CDD Zoning Regulations Update for Downtown
Uses Economic $125,000 $0
26
Community
Services
Departments
Community Workforce Agreement Study Economic
$105,000 ‐
27 City Attorney City Attorney Resources Core Services $187,253 ‐
28 Finance MOTION Subject Matter Expert Core Services $34,017 $35,568
Continued on next page
110 Page 324 of 823
Operating Program
Enhancements
Department Title Applicable MCG or
"Core Services"
One‐time
21‐22 22‐23
30 Fire Emergency Management Services Core Services $30,000 $30,000
31 Fire Fire Intern Program DEI $22,691 $23,257
32 Fire Pilot: Mobile Crisis Unit Housing &
Homelessness $300,000 $300,000
33 Fire Recruit Academy Support DEI $29,000 $0
34 Fire Suppression Staff Training Support Core Services $20,045 $17,570
35 Fire Technical Rescue Team Expansion Climate Action $6,000 $0
36 Fire Permit Compliance Software Economic $11,169 $9,369
37 HR Compensation Study Economic $30,000 ‐
38 HR HR Resources
Core
Services/Economic
Recovery
$61,005 $56,364
39 HR Pay Equity Audit DEI $30,000 ‐
40 Parks & Rec Aquatics Resources to Implement COVID‐
19 Safety Protocols Core Services $62,000 $0
41 Parks & Rec Open SLO Downtown Dining Resources Economic $13,688 $27,375
42 Parks & Rec Open Space Maintenance Support Climate Action $4,500 ‐
43 Parks & Rec SLO Swim Center Minor Capital
Maintenance Core Services $30,000 $30,000
44 Police Social Worker ‐TMHA Support Housing &
Homelessness $6,500 ‐
45 Police Software Requirements DEI $15,400 ‐
46 Public Works CIP and Transportation Interns Climate Action/
Economic Recovery $35,350 $36,971
47 Public Works Contract Heavy Equipment Mechanic Core Services $85,220 $89,065
48 Public Works Fleet & Mechanic Resources Core Services $20,991 $18,398
49 Public Works Increased Maintenance & Materials Costs Core Services $85,000 $25,000
50 Public Works Increased Trash and Recycling in Public
Spaces Economic $125,000 $125,000
51 Public Works Mobility as a Service Study Climate Action $25,000 ‐
52 Public Works Supplemental Process Improvement
Manager Core Services $34,000 $12,000
53 Public Works Supplemental Street and Parklet
Sweeping Economic $250,000 $250,000
54 Solid Waste (Util) Civic Spark Fellow Climate Action $29,000 $0
55 Stormwater (Util) Stormwater Inspector Core Services $93,506 $97,945
Total One‐time Enhancements $3,947,423 $2,487,918
56 Funding Offset One‐time Allocation of Development Services Designation
Balance ‐$93,506 ‐$97,945
57 Funding Offset AB939 (GF): Carryover at Year End ‐$29,000 ‐
58 Funding Offset Use of restricted funding allocated for tenant improvements1 ‐$250,000 ‐
Total One‐time Enhancements $3,574,917 $2,389,974
1 Per Resolution No. 11203, $3,425,000 in undesignated fiscal year 2018‐19 General Fund Balance was allocated towards
economic development and homeless services. $2 million of this funding was assigned to locally invest in short term Certificates
of Deposit to generate interest for a grant program to help offset the cost of a TI permit.
111 Page 325 of 823
Operating Program
Enhancements
Ongoing Resources
Department Title Applicable MCG or
"Core Services"
Ongoing
21‐22 22‐23
1 Community Services
Admin
Community Services Marketing
Coordinator Core Services $40,043 $43,016
2 Admin/IT Communications Program Support Economic $60,000 $60,000
3 Admin/IT Creation of DEI Office &
Implementation of Internal DEI Efforts DEI $165,898 $174,995
4 Admin/IT DEI Committee
Development/Operations DEI $5,000 $5,000
5 Admin/IT DEI Community Outreach DEI $5,000 $10,000
6 Admin/IT Grant Writing Support Services Climate Action $50,000 $50,000
7 Admin/IT Hazardous Tree Removal Climate Action $20,000 $20,000
8 Admin/IT Holiday Activation Support Downtown Economic $150,000 $150,000
9 Admin/IT HRC Operating Budget DEI $3,000 $5,000
10 Admin/IT IT Staffing Changes Core Services/
Economic Recovery $179,720 $189,423
11 Admin/IT Open Space Fuel Reduction Climate Action $20,000 $20,000
12 CDD Building and Safety Division
Streamlining and Succession Planning
Core Services/
Economic Recovery $359,026 $367,050
13 CDD Cannabis Business Support
(reallocation from Police) Core Services $163,993 $173,341
14 CDD Code Enforcement Body Cameras Core Services $5,440 $1,440
15 CDD Development Services Program
Capacity
Core Services/
Economic Recovery $267,028 $277,164
16 CDD Housing and Homelessness Staff and
Resources
Housing &
Homelessness $287,583 $295,212
17 City Attorney City Attorney Staffing/ Re‐org Core Services $282,165 $296,814
18 City Attorney Document Review Software Core Services $12,995 $11,395
19 Finance Cannabis Auditing Resources Core Services $18,000
20 Finance Finance Staffing Resources Core Services/
Economic Recovery $120,249 $126,194
21 Fire Mobile Eyes Plan Check Software Core Services $12,200 $12,200
22 Fire Public Safety Equipment Replacement
and Maintenance Core Services $8,300 $185,799
23 Fire Suppression Staff Training Support
Core Services/
Economic Recovery $141,501 $209,276
24 Fire Technical Rescue Team Expansion Climate Action $11,850 $9,150
25 HR HR Re‐org/ Resources to Support
Organizational Demands
Core Services/
Economic Recovery $397,495 $409,221
Continued on next page
112 Page 326 of 823
Operating Program
Enhancements
Department Title Applicable MCG or "Core
Services"
Ongoing
21‐22 22‐23
26 Parks & Rec Open Space Maintenance Support Climate Action/Housing &
Homelessness $225,555 $243,115
27 Parks & Rec Youth Services Staffing Resources Core Services $93,227 $132,045
28 Police Cannabis Resources (see CDD SOBC) Core Services ‐$96,878 ‐$88,734
29 Police Employee Reclassification Core Services $21,822 $23,374
30 Police Lead Records Clerk Core Services $93,696 $97,868
31 Police Public Safety Equipment
Replacement Core Services $11,600 $69,881
32 Police Social Worker ‐TMHA Support Housing & Homelessness $118,688 $116,188
33 Police Software Requirements Core Services $8,555 $8,555
34 Police Supplies for Downtown Sergeant's
educational program Economic $1,000 $1,000
35 Public Works Fleet & Mechanic Resources Core Services $70,000 $70,000
36 Public Works Increased Maintenance & Materials
Costs
Core Services/ Economic
Recovery $186,700 $275,012
37 Public Works Increased Trash and Recycling in
Public Spaces Housing & Homelessness $55,000 $55,000
38 Public Works Utilities Locator Position Salary‐Split
Cost Centers Core Services $14,367 $14,367
Total Ongoing Enhancements $3,581,526 $4,147,670
39 Funding
Offset Increase in Development Services Base Revenue Projections2 ‐$913,637 ‐$939,426
Total Ongoing Enhancements $2,667,888 $3,207,996
2 The Community Development Department is funded by fees for service; therefore, it forecasts revenue based on a
cost of service “baseline” and up to 75% of the revenue above that baseline is eligible for placement in a designated
account that can be used to fund one‐time development services resources. This process helps ensure that the
department has funding available for periods of high activity but is not over‐staffed during periods of low activity.
The City has been in period of high development activity for the last several years and based on economic indicators
and the ongoing demand for housing, this trend is expected to continue during the five‐year forecast period. To
address the ongoing need for resources, the department is proposing to increase its “baseline” in the 2021‐23
Financial Plan and hire ongoing resources. This update will significantly lower (or eliminate) over‐realized revenue,
but it will ensure consistent and quality staff resources which are often difficult to h ire o n a t emporary or contractual
basis. See the Fee Revenue section for a detailed breakdown.
113 Page 327 of 823
Operating Budget – General Fund
Capital Projects’ Impact on Operating Cost
The Capital Improvement Plan (CIP) and its annual
implementation is one of the primary functions of local
government. Through its adopted CIP, the City meets
community needs by providing the infrastructure
required for the community’s economic vitality,
neighborhood wellness, housing, transportation,
sustainability, active and passive recreation, public
safety, cleanliness, and other basic amenities.
In the context of Capital Infrastructure, it is important to analyze the impact on operating budgets
required to maintain the assets for longevity and appropriately adjust the annual budget
appropriation. As such, the City invests $11.6 million to maintain existing assets and the support
of new assets and asset replacements.
With the passage of local sales tax measure G20, the City is expecting approximately $14‐16
million of new revenue starting in FY 2021‐22. Most of this funding will go towards infrastructure
projects to bring the total annual capital investment to over $26 million. To deliver these projects,
the City will need additional engineering and project delivery staff resources in addition to the
existing CIP Engineering program and maintenance staff. Staff is currently analyzing the project
staff required to deliver and subsequently maintain the assets over both the two‐year and five‐
year time horizon.
In order to assess the impact of the City’s capital project plan and the resulting asset
maintenance, Capital improvement projects must be presented with a full fiscal impact, including
any specific ongoing dollar impacts before given approval. Those amounts are then incorporated
into the operating budgets for future appropriations.
Council Agenda Report ‐ Fiscal Impact Table (Example)
Capital
Budget
$26.2 mil
Operating
Budget
$72.5 mil
114 114 Page 328 of 823
Operating Budgets
Employee Summary – All Major Funds Combined
Employee Summary
Department specific organization charts can be found in the Department Operating Budget section. There
are two tables included in the section below that provide:
1.Ongoing Approved FTEs – These fully‐benefited positions are approved by Council on an ongoing
basis and generally are essential in providing the city’s core services.
2.Contract and Supplemental employees – It is the policy of the City of San Luis Obispo to hire
supplemental employees to meet the temporary needs of the City that result from emergencies,
special projects of a short‐term nature, extra‐help, seasonal work, unexpected surges in workload,
occasional hours for an ongoing need, and to provide substitutes for or support to regular
employees to maintain optimal service levels.
9%
1%
1%
3%
2%
9%
20%
16%
6%
20%
13%
CITY WIDE POSITION OVERVIEW BY DEPARTMENT
(NOT INCLUDING SUPPLEMENTAL/CONTRACT POSITIONS)
Admin/IT
Community Services Group Admin
City Attorney
Finance
Human Resources
Community Development
Public Works
Utilities
Parks and Recreation
Police
Fire
115 Page 329 of 823
Operating Budgets
Employee Summary – All Major Funds Combined
The tables below present the FTEs in the way that their costs are allocated. Some positions work across
different programs or departments. For example, one FTE may be costed 5 0% i n Utilities a nd 50% in P ublic
Works.
Ongoing Approved FTEs 21‐23 Financial Plan
DEPARTMENT & PROGRAM 2020‐21 2021‐22 2022‐23 Additions
1 CITY ADMINISTRATION 34.75 39.75 39.75 5
2 Administration 4 5 5 1
3 City Council 5 5 5 0
4 Economic Dev 1 1 1 0
5 Natural Resource Protection 3 3 3 0
6 Tourism and Bid Promotion 1.75 1.75 1.75 0
7 Community Promotion 0.25 0.25 0.25 0
8 Diversity, Equity Inclusion 0 1 1 1
9 City Clerk 4 4 4 0
10 Network Services 7.5 9 9 1.5
11 Information Services 8.25 9.75 9.75 1.5
12 CITY ATTORNEY'S OFFICE 3 3 3 ‐
13 City Attorney1 3 33‐
14 COMMUNITY SERVICES GROUP ADMINISTRATION 2 3.5 3.5 1.5
15 COMMUNITY DEVELOPMENT 30.5 39.5 39.5 9
16 Community Dev Admin 5 5 5 0
18 Commissions and Committees 0
19 Planning 13 10 10 ‐3
20 Engineering 5 5 5
22 Building and Safety 11.5 15.5 15.5 4
23 Human Relations
24 Housing Assistance 1 4 4 3
25 FINANCE 13 15 15 2
26 Accounting 4.8 6.3 6.3 1.5
27 Budgets 1.2 1.2 1.2 ‐
28 Financial Administration 3 3 3 ‐
29 Purchasing 2 2 2 ‐
30 Revenue Management 2 2.5 2.5 .5
31 FIRE 56.5 57.5 57.5 1
32 Emergency Response 45 45 45 ‐
33 Fire Administration 4 4 4 ‐
34 Fire Apparatus Services 2 2 2 ‐
35 Hazard Prevention 5.5 5.5 5.5 ‐
36 Training Services ‐ 1 1 1
1 Three contract positions have been approved and are funded on an ongoing basis, but the ongoing FTEs will be
adopted after the organizational assessment has been finished. These additional positions can be found in the next
table (Supplemental & Contract).
116 Page 330 of 823
Operating Budgets
Employee Summary – All Major Funds Combined
DEPARTMENT & PROGRAM 2020‐21 2021‐22 2022‐23 Additions
37 HUMAN RESOURCES 6 10 10 4
38 Human Resources 6 10 10 4
39 Risk Management ‐ ‐ ‐ ‐
40 PARKS & RECREATION 17 28 28 11
41 Recreation Admin 4 4 4 0
42 Recreation Facilities 1 1 1 0
43 Youth Services2 2 886
44 Community Services 2 2 2 0
45 Ranger Service3 3 885
46 Aquatics 1 1 1 0
47 Golf Course 4 4 4 0
48 Jack House ‐ ‐ ‐ 0
49 POLICE 90.5 91 91 .5
50 Police Admin 6.5 6.5 6.5 0
51 Patrol 43 43 43 0
52 Investigations 17 16 16 ‐1
53 Police Support Services 19 20.5 20.5 1.5
54 Neighborhood Services 1 1 1 0
55 Traffic Safety 4 4 4 0
56 PUBLIC WORKS 83.64 89.84 90.84 7.2
57 Building Maintenance 5 5 5 ‐
58 CIP Project Engineering 15 15 15 ‐
59 Flood Control ‐ 1 1 1
60 Landscape & Parks Maintenance 12 12 12 ‐
61 Parking Operations/Maintenance 9 14 14 5
62 Public Works Administration 6 7 7 1
63 Stormwater 6.14 6.34 6.34 0.2
64 Streets & Sidewalk Maintenance 11 11 12 1
65 Swim Center Maintenance 1 1 1 ‐
66 Traffic Signal Lights 2 2 2 ‐
67 Transit Operations/Maintenance 3 3 3 ‐
68 Transportation Planning/Engineering 6 6 6 ‐
69 Urban Forest 3 2 2 ‐1
70 Vehicle Equipment Maintenance 4.5 4.5 4.5 ‐
2 Conversion of Limited Benefit Positions (supplemental employees) to Full Time Equivalents with benefits. These positions
were approved as full-time equivalents on 5/4/21 per R. 11243.
3 Conversion of four Limited Benefit Positions (supplemental employees) to Full Time Equivalents with benefits and one net new
ranger.
117 Page 331 of 823
Operating Budgets
Employee Summary – All Major Funds Combined
Utilities Positions (Majority Water & Sewer Funded)
Total Full‐Time Employee Count
2020‐21 2021‐22 2022‐23 Additions
TOTAL 406.77 447.72 448.72 41.95
DEPARTMENT & PROGRAM 2020‐21 2021‐22 2022‐23 Additions
UTILITIES 69.88 70.63 70.63 0.75
71 Water Admin and Engineering 4.94 5.34 5.34 0.40
72 Water Source of Supply 1.2 1.2 1.2 ‐
73 Water Treatment 11.45 11.45 11.45 ‐
74 Water Distribution 11.5 10.9 10.9 ‐0.60
75 Water Resources 3.0 3.0 3.0 ‐
76 Wastewater Admin and Engineering 5.94 6.44 6.44 0.50
77 Wastewater Collection 7.15 7.50 7.50 0.35
78 Environmental Programs 1.6 1.6 1.6 ‐
79 Water Resource Recovery 12.3 12.3 12.3 ‐
80 Utilities Revenue 2.0 2.0 2.0 ‐
81 Water Quality Lab 3.7 3.7 3.7 ‐
82 Solid Waste Recycling 1.1 1.1 1.1 ‐
83 Reservoir Operations 4.0 4.1 4.1 .10
118 Page 332 of 823
Operating Budgets
Employee Summary – All Major Funds Combined
Total Contract & Supplemental Employee Count
1.Supplemental & Contract Positions 2020‐21 2021‐22 2022‐23 Additions
ADMINISTRATION 2.6 3.9 3.9 1.3
1 City Administration 1 1 1 ‐
2 Administration & Records .1 .1 .1 ‐
3 Natural Resources Protection ‐ 1.5 1.5 1.5
4 Network Services 1.5 .3 .3 ‐1.2
5 Diversity, Equity, Inclusion 1 1 1
6 CITY ATTORNEY’S OFFICE ‐ 5 3 5
7 City Attorney4 ‐535
8 COMMUNITY DEVELOPMENT 4.5 1.3 1.3 ‐4.2
9 Community Development Admin 1 .5 .5 ‐0.5
10 Planning 2.5 ‐ ‐ ‐2.5
11 Engineering ‐ .8 .8 .8
12 Building and Safety 2 ‐ ‐ ‐2
13 FINANCE 1.5 .5 .5 ‐1
14 Revenue Management .5 ‐ ‐ ‐0.5
15 Accounting 1 .5 .5 ‐0.5
16 FIRE .75 1.75 1.75 1
17 Fire Admin ‐ .75 .75 .75
18 Emergency Response .25 ‐ ‐ ‐0.25
19 Hazard Prevention .5 ‐ ‐ ‐0.5
20 Mobile Crisis Unit ‐ 1 1 1
21 HUMAN RESOURCES 2.5 .5 .5 ‐2
22 Human Resources Admin 2.5 0.5 0.5 ‐2
DEPARTMENT & PROGRAM 2020‐21 2021‐22 2022‐23 Additions
23 PARKS & RECREATION 55.3 45.3 45.3 ‐10
24 Recreation Admin 1.7 1.7 1.7 0
25 Recreation Facilities 2.9 2.9 2.9 0
26 Youth Services 24.7 18.7 18.7 ‐6
27 Community Services 4.1 4.1 4.1 0
28 Ranger Service 8.8 4.8 4.8 ‐4
29 Aquatics 11 11 11 0
30 Golf Course 2.1 2.1 2.1 0
31 POLICE 2.9 1.7 1.7 ‐1.2
32 Police Support Services 1 ‐ ‐ ‐1
33 Neighborhood Services 1.9 1.7 1.7 ‐0.2
34 PUBLIC WORKS 16.1 17.7 17.45 1.6
35 Public Works Admin 1.1 0.6 0.35 ‐0.51
36 Parks Maintenance 0 1.5 1.5 1.5
4 These positions are funded on an ongoing basis, but the ongoing FTEs will be adopted with the 22‐23 Supplement
or 23‐25 Financial Plan after the organizational assessment is finished.
119 Page 333 of 823
Operating Budgets
Employee Summary – All Major Funds Combined
37 Swim Center Maintenance 1 1 1 0
38 Urban Forest Services 3 0 0 ‐3
39 Streets Maintenance 4 4 4 0
40 Fleet 0 1.5 1.5 1.5
41 CIP Project Engineering 3 0.7 0.7 ‐2.3
42 Transportation Plan and Engineering 0 1 1 1
43 Parking Structures 2 6.1 6.1 4.1
44 Parking Lots and Streets 2 0 0 ‐2
45 Stormwater 0 1.3 1.3 1.3
46 Flood Control 0 0 0 0
47 UTILITIES 3.09 1.6 1.6 ‐1.49
48 Wastewater Admin & Engineering .065 ‐ ‐ ‐.65
49 Water Admin & Engineering .065 ‐ ‐ ‐.65
50 Water Resources .48 ‐ ‐ ‐.48
51 Water Resource Recovery Facility 1 1.5 1.5 .5
52 Water Quality Lab 1.48 .10 ‐ ‐1.38
53 TOTAL CONTRACT/SUPPLEMENTAL 90.24 79.25 76.9 ‐12.17
120 Page 334 of 823
Administration and Information Technology
ADMINISTRATION AND INFORMATION
TECHNOLOGY
Mission Statement
Providing leadership for the City organization in our quest to deliver
exceptional service by facilitating citizen participation and government
transparency, implementing City Council goals and programs, and
fostering trust, respect and dignity for the City and the community
members we serve.
About the Department
The City Administration and IT department is responsible for providing information and recommendations
to the City Council, implementing Council policies and programs as well as managing the day‐to‐day
operations of the City. It is the lead department charged with overseeing the implementation the Council’s
Major City Goals.
The department is also responsible for coordinating the City's economic efforts including: the City's
Tourism program; the new office of Diversity, Equity and Inclusion; the Office of Sustainability that houses
the City’s Climate Action Program, Natural Resources Program, Creeks and Watersheds Program and
Community Partnerships; the Information Technology Division which provides network and information
services technology infrastructure, support, training, policy and strategic planning; and the City Clerk
program. It serves as the liaison to Downtown SLO, the Revenue Enhancement Oversight Commission,
and Central Coast Community Energy.
121 Page 335 of 823
Administration and Information Technology
The Department at a glance
Program 2019‐20
Actuals
2020‐21
Budget
2021‐22
Budget
2022‐23
Budget
Administration $1,266,811 $1,046,504 $1,263,350 $1,314,380
City Council $157,339 $184,977 $214,151 $216,352
Cultural Activities $332,351 $337,601 $347,632 $357,963
Economic Dev $269,768 $309,954 $1,183,667 $907,271
Natural Resource
Protection
$617,952 $628,149 $904,897 $791,226
Community Promotion $393,509 $404,143 $405,085 $405,826
Diversity, Equity, Inclusion $‐ $506,041 $601,841
City Clerk $566,606 $606,113 $570,667 $657,638
Network Services $2,992,351 $3,163,906 $3,092,167 $3,261,983
Information Services $1,031,587 $1,016,434 $1,250,202 $1,290,988
Total Administration/IT $7,628,273 $7,697,781 $9,737,859 $9,805,467
Staffing
54%Contract
Services
28%
Other
Operating
Costs
18%
EXPENDITURES BY FUNCTION
2021‐22 2022‐23
Existing FTEs 34.75 34.75
Additional FTEs (per SOBCs) 5 5
Supplemental/Contract FTEs 3.9 3.9
TOTAL 43.65 43.65
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Administration and Information Technology
Department Organizational Chart1
1 Does not include supplemental or contract positions
City
Administration
(38 FTE)
Administration
City
Administration
(5.00 FTE)
City Council
(5.00 FTE)
Economic
Development
(1.00 FTE)
Community
Promotion
(0.25 FTE)
City Clerk
(4.00 FTE)
Office of
Sustainability
Office of
Sustainability
(3.00 FTE)
Information
Technology
Network Services
(9.00 FTE)
Information
Services
(9.75 FTE)
Tourism & BID
(1.75 FTE)
Downtown BID
123 Page 337 of 823
Administration and Information Technology
Operating Budget Changes
SOBC Description Type 2021‐22 2022‐23
1 Better Buildings
SLO, Phase II ‐
Demonstration
Project
Implementation/Tar
geted Grant (4.2.e)
Initiate a new grant program to catalyze energy
efficiency and decarbonization retrofit projects
in existing buildings that will also serve as
demonstration and showcase projects, in
support of CAP Green Buildings task 2.1. Funding
within existing PO.
One‐
time
2 Minor Office
Retrofits
Retrofit existing Office of Sustainability
workstations to accommodate return to work
with reduced office space.
One‐
time
$10,000
3 "Undocu‐Friendly"
Logo ‐ create. Part
of effort to support
undocumented
community
Funding will be used to develop a visual marker
to put on City documents indicating a service or
program eligible to undocumented residents.
One‐
time
$1,000 $0
4 Administrative
Support for MCG
Efforts
This funding will be used to support the Office of
DEI with Administrative Support dedicated to the
office of DEI. This position will be responsible for
supporting the DEI Manager and the overall
success of the new program.
One‐
time
$30,555 $34,158
5 Central DEI Position
(1 FTE)
Funding will be used for the creation and
recruitment of a Central DEI Position that will
lead the Office of DEI and the DEI Major City
Goal.
Ongoing $111,898 $115,995
6 City
101/Community
Academy ‐
development &
pilot
Funding will be used for the development of a
City 101/Community Academy to increase
understanding / access / participation in City
government throughout the community.
One‐
time
$15,000 $15,000
7 Community‐based
Awareness,
Education, Outreach
Programming
Funding will be used to increase community‐
based Awareness, Education, and Outreach
Programming provided by Cal Poly and other
proven providers.
Ongoing $5,000 $10,000
8 Community‐based
Multicultural Center
feasibility study
Funding will be used to support a feasibility
study for a Multicultural Center.
One‐
time
$40,000 $2,500
9 Comprehensive DEI
Strategic Planning
This funding is requested to conduct needs,
priority, and resource assessments for the City
and Community. The outcome of this initiative is
to create comprehensive DEI initiatives and
programming for the organization and
community.
One‐
time
$35,000
10 DEI Civic Spark
Fellows
This funding will be used to contract with
CivicSparks for a CivicSparks Fellow. Staff have
had great success in utilizing the
AmeriCorps/Civic Sparks organization to support
initiatives such as the Climate Action Plan. This
request is to hire 1 CivicSparks Fellow to support
One‐
time
$30,000
124 Page 338 of 823
Administration and Information Technology
the implementation of Year 2 DEI Major City
Goal initiatives.
11 DEI
Consultant/subject
matter expert
This funding will be used to retain consultation
from DEI expert(s) to advise on and conduct
system, policy and procedure assessments and
improvements, inform community outreach
approaches, and create change plans and
actionable tactics. SME(s) will have specialty
skills in data‐driven DEI solutions, deep
understanding of societal and organizational
system issues including bias, power dynamics,
privilege and historical oppression, and local
community knowledge.
One‐
time
$30,000 $15,000
12 DEI Employee
Committee
Development/Oper
ations
Funding will be used to provide the internal DEI
Employee Committee with training and
development opportunities.
Ongoing $5,000 $5,000
13 DEI High Impact
Grants ‐ community
programs
Funding will be used to sustain the creation of
the 20‐21 High‐Impact DEI Grants that
successfully provided $109,800 in funding to 8
non‐profits to advance DEI in the City of San Luis
Obispo.
One‐
time
$150,000 $150,000
14 DEI Interns This funding will be used to hire Cal Poly, Cuesta,
or Community Candidate Interns to support the
Office of DEI.
One‐
time
$13,586 $15,187
15 DEI Office Space This is a one‐time funding request for office
space rental for the proposed DEI positions. As
this is a new program there is currently no desk
space for these positions to operate.
Ongoing $14,000 $24,000
16 DEI Trainings for
Staff / Org
Development
efforts
This funding will be used to implement and
maintain DEI training for all City Employees, and
organizational development.
Ongoing $15,000 $15,000
17 HRC Operating
Budget
This request is to increase the HRC's Operating
Budget for enhanced presence, advocacy,
community building, etc. (such as awareness
campaigns, access/fairness efforts, citizen award,
etc.).
Ongoing $3,000 $5,000
18 Implementation of
DEI Programs ‐ Both
in the Community
and for Internal City
Staff.
Funding will be used for training, cultural
celebrations, speakers, forums, workshops, etc.
for both the community and internal City staff.
Ongoing $5,000 $15,000
19 PEN Manual Update
to enhance input
from
This funding is needed to update the City's
formal Public Engagement & Noticing (PEN)
procedures as well as other public outreach,
input efforts to increase diverse participation.
One‐
time
$15,000 $0
SOBC Description Type 2021‐22 2022‐23
125 Page 339 of 823
Administration and Information Technology
underrepresented
groups
The funding will be used to develop and
implement new tactics.
20 Start‐Up and
Ongoing Costs for
the Office of DEI
Funding will be used for the start‐up costs
associated with the creation and maintenance of
the Office of DEI.
Ongoing $20,000 $5,000
21 Communications
Program Support
Funding is to maintain the current level of
resources and production in the City's
Communication Program. In addition to the
Public Communications Manager role, contract
support is needed for communications core
services including web content, social media
content and press releases as well as specialized
needs including graphic design, video production
and crisis communications support. This request
will maintain the current level of funding for the
program on an ongoing basis and also replaces
ongoing funding that was removed from the
budget due COVID‐19 budget reductions.
Ongoing $60,000 $60,000
22 Grant Writing
Support Services
(4.1.d)
Funding is for the continuation of grant writing
consultant support. FY2019‐21 efforts have
resulted in approx. $3.4 million in grant awards
with approx. $13.8 million currently under
review.
Ongoing $50,000 $50,000
23 Half‐time regular
Application System
Specialist
This request is part of an effort to support
necessary core GIS services to the organization
considering increasing GIS demands. This
position will share the roles and responsibilities
of the Enterprise EnerGov System and allow for
redundancy on other Citywide enterprise
applications. The EnerGov System is the
backbone of Community Development
permitting, building, safety, development and
fee calculations. Costs offset by reductions in
other operating areas. MCG 1.7
Ongoing $17,542 $19,949
24 Reclass existing
Information
Technology System
Engineer position to
Security Engineer.
This request is to reclass an existing Information
Technology System Engineer to a Security
Engineer. This is a specialized function in the
Information Technology field requiring specific
training and certification that is best
accomplished through an identified single
position focused on cyber security. The City has
seen a dramatic increase over the last year in
cyber attacks and invested in multiple security
detection, mitigation, and reporting tools. A
dedicated resource is needed to monitor and
manage these systems as well as respond to
threats. Minor cost increases offset by other
savings. MCG 1.7
Ongoing $0 $0
SOBC Description Type 2021‐22 2022‐23
126 Page 340 of 823
Administration and Information Technology
25 Open Space Winter Implement Open Space Winter Hours of Use at
Cerro San Luis Natural Reserve, including
Biological Studies & CEQA
One‐
time
$75,000
26 Regular half‐time
Administrative
Assistant to Regular
Full‐time.
This request is to align resources with the
workload for the division and allow technology
staff to focus on technical issues in lieu of
administrative work. Costs partially offset by
reductions in other operating areas.
Ongoing $829 $1,077
27 Utilities Locator
Position Salary‐Split
Cost Centers
Administrative change to change the funding for
the Utilities Locator from the Water Fund to the
Water, Sewer, and General Funds to better
reflect the position's benefit to each of the
funds. The Utilities Locator is an existing position
responsible for all physical mark‐outs of
underground City utilities: water, sewer, storm
drains, street light conduits, and fiber optic
conduits.
Ongoing $3,592 $3,592
28 ECOSLO partnership
‐ SLO Stewards, Tree
Planting & Maint,
Green Business,
Creek Clean Up
(4.3.c)
Partner with ECOSLO to support the 10,000 Trees
by 2035 goal through a tree planting and
maintenance program, as well as continue with
the SLO Stewards Docent Program, annual creek
clean‐up efforts, and administration of the SLO
Green Business Program.
One‐
time
$20,000 $20,000
29 Open Space ‐
Vegetation
Management / Fuel
Reduction (Goats &
Sheep contractor)
4.5.b)
Following successful piloting at Terrace Hill Open
Space, implement and expand vegetation
management for fire fuel reduction, as well as to
promote soil health and recruitment of native
perennial bunchgrasses, using goats and sheep
with a professional contractor in order to ensure
a safe and effective operation.
Ongoing $20,000 $20,000
30 Open Space and
Creeks ‐ Hazardous
Tree Removals
(4.5.f)
Provide resources to be able to respond quickly
to instances when hazardous trees are identified
on City Open Space lands or creek areas where
the City has a property interested.
Ongoing $20,000 $20,000
31 Sustainability &
Natural Resources
Analyst (4.1.a)
Create a limited term Sustainability & Natural
Resources Analyst position to support open
space conservation planning, implement Climate
Action Plan actions that were established for
2021‐23 on time, and support the completion of
the Resilient SLO climate adaptation work effort.
Costs offset by elimination of Civic Spark Fellow
on temporary basis.
One‐
time
$62,753 $62,753
32 Sustainability &
Natural Resources
Intern/ Urban
Forest Master Plan
Intern (4.1.b)
Restore the Sustainability & Natural Resources
Intern position to support open space
administration and planning efforts and climate
action plan implementation efforts, including
completion of the Community Forest Master
Plan. (Funded by GF in year 1)
One‐
time
$12,368 $13,613
Hours of Use ‐ CEQA
and technical
studies (4.3i)
Description Type 2021‐22 2022‐23
127 Page 341 of 823
Administration and Information Technology
33 Focused efforts to
attract & retain
businesses owned
by minorities and
underrepresented
communities.
Support businesses
serving
underserved/underr
epresented
communities (1.1)
Research, explore and potentially utilize
innovative practices such as micro‐loans,
targeted‐sector recruiting and promotion, City
facilitated lending, grants, private support and
crowdfunding to support businesses owned by or
serving underserved/underrepresented
communities. The City will also leverage its
partner network, including the Chamber,
Downtown SLO, REACH and others to support
the DEI initiatives as they relate to economic
development including creation, retention and
attraction efforts.
One‐
time
$150,000
34 Arts, Culture and
Community Partner
Support
Funding to support the recovery of arts, culture
and community partners.
One‐
time
$50,000 $25,000
35 Business
Promotions and
Communication
Support(1.2)
Elevate the promotion and branding of the
Economic Development activities of the City
highlighting the efforts around Sustainability and
DE&I through the website, videos and other
collateral.
One‐
time
$80,000
36 Business
Retention/Recovery
Programs (1.2)
Funding set aside for activations, promotions and
programs such as "Light Up Downtown", "Buy
Local Bonus" and "Shop local" to aid in the
recovery from the impacts of COVID‐19
throughout the City and including downtown.
One‐
time
$500,000 $250,000
37 Economic
Development
Program Support
(1.1.)
Funding to ensure adequate temporary and flex
resources available to develop and execute
required initiatives.
One‐
time
$50,000 $25,000
38 Economic
Development
Recovery scorecard
(1.1.)
Funding to develop and implement a scorecard
to track visitation to key areas of the City,
employment, DEI economic efforts and other
relevant economic indicators.
One‐
time
$30,000 $30,000
39 Fund approved
Application Systems
Specialist position
Maintain the Application System Specialist
position as recommended by the Motion
Steering Committee and best practices for
program management of an ERP system
(Motion). The ongoing core services for Motion
are needed to maintain the ERP system, as well
as the testing required before mandatory
quarterly updates are released. MCG 1.5b
Ongoing $105,312 $110,384
40 Holiday Activation
support
downtown(1.4)
Support Downtown SLO in expanding the Holiday
"Light up Downtown" program and incentivize
private participation through a matching
program.
Ongoing $150,000 $150,000
41 New Economic
Development
Strategic Plan (1.1.)
Funding to update the Economic Development
Strategic plan.
One‐
time
$100,000
42 Regular half‐time
Technology Project
The Technology Project Manager will continue to
drive improvements to the Motion ERP
necessary to achieve the desired efficiency and
Ongoing $52,444 $54,669
Description Type 2021‐22 2022‐23
128 Page 342 of 823
Administration and Information Technology
Manager to Regular
Full‐time
effectiveness from the system. This position will
support the completion of approximately 15 high
priority projects over the next two years.
management of an ERP system and IT project
management. MCG 1.5b
43 Microgrid Feasibility
Study
Conduct a microgrid feasibility assessment to
identify City properties that could add solar,
battery storage, and controls to allow operation
during times of electrical grid outages as an
uninterruptable power supply.
One‐
time
$20,000
44 Micro Community
Collaborative (MCC)
Initiative
The Micro Community Collaborative initiative is a
1) web platform for community members to
learn how they can take sustainability initiatives
in their own lives, and 2) coordinating support to
advertise the web platform and support
communities of practice throughout the city.
One‐
time
$20,000
TOTAL $1,918,880 $1,622,877
Description Type 2021‐22 2022‐23
129 Page 343 of 823
Administration and Information Technology
2021‐23 Department Goals
Department strategic priorities for the 2021‐23 Financial Plan are to help advance the City’s overall goals
tied to Major City Goals, Department Strategic Plans, and other priorities as they may arise. These goals
are in addition to ongoing community program services (listed in program sub‐sections).
Strategic
Goal(s)
Continue to lead the City’s communications program and provide timely, accurate and
concise communications that provide opportunities for the community to engage with
the City.
Continue to manage the City’s Information Technology Program to provide reliable
resources for improving organizational productivity, effectiveness and customer service
to the entire City organization and the community.
Work with regional partners to focus on the creation of head‐of‐household jobs,
promoting innovation and entrepreneurship, and supporting economic activities,
including tourism, to ensure the overall economic health and quality of life.
Implement the primary tasks set forth for the next two years as identified in the Climate
Action Plan for Community Recovery. Continued commitment and expanded focus on
Open Space protection and stewardship, as well as fire fuel reduction and creek and flood
control maintenance.
Create the Office of Diversity, Equity and Inclusion (DEI) and continue to advance DEI
priority initiatives in the City organization and community.
130 Page 344 of 823
Administration and Information Technology
Performance Measures
Performance measures are designed to determine accountability, improve service quality, allocate
resources, and evaluate departmental performance in meeting San Luis Obispo’s goals and objectives.
Objective Measure 2019‐20
Actual
2020‐21
Actual
2021‐22
Target
2022‐23
Target
Provides City‐wide
communications to the
community.
Strategic Goal: Citywide
Communications
Open City Hall Participant Satisfaction
Rating 90% 93% 90% 90%
# of City News Releases2 185 2003 150 175
Provides reliable IT
resources to the
organization and
community.
Strategic Goal: Information
Technology
Maintain City Network Reliability
Uptime Status 99.9% 99.9% 99.9% 99.9%
Data backed‐up in Gigabytes 78,200 173,000 173,000 173,000
Number of GIS layers maintained 905 905 905 905
Economic Stability
Strategic Goal: Economic
Recovery and Stability
Contacts with businesses regarding
starting, expanding, and/or staying in
the City
50 3004 75 75
One‐time funds used for direct aid to
local businesses and non‐profits 0 $932,0002 $500,000 $250,000
Supports our commitment
to sustainability and
provides open space
resources to the community.
Strategic Goal: Climate
Action, Open Space, and
Sustainable Transportation
# of Green Team5 Meetings 10 10 10 10
# of Open Space Conservation Plans
that will guide the long‐term
protection and stewardship of natural
resource values while guiding
appropriate public use
0 1 1 1
Strengthens the City’s
commitment to advancing
Diversity, Equity and
Inclusion
Strategic Goal: DEI
# of City‐wide DEI Trainings Offered N/A 9 10 12
Funds for High‐Impact DEI Grants
Awarded N/A $109,800 $150,000 $150,000
2 Actuals for FY20 and FY21 includes COVID‐19 County Press Releases sent by the City. From FY15 through FY20, the
City averaged 143 City News Items per year.
3 As of March 15, 2021
4 This performance measure is significantly higher than a typical year as the Department’s work programs for FY21
have shifted drastically to address the pandemic. The Department contacts businesses in a variety of ways including
direct contact, business emails, the Business Ambassador Program, and the Vacancy Task force
5 The Green Team is a cross‐departmental collaborative body that helps guide the approach of the CAP Pillar ‘Lead
By Example: Carbon Neutral City Operations’. As noted in the Major City Goal Work Program, in 2021‐23, the Green
Team will focus on implementing the carbon neutral municipal operations plan, completing the Resilient SLO project,
and facilitating all‐staff sustainability training.
131 Page 345 of 823
Operating Budget
General Fund City Administration
City Administration
Program Description
The City Administration and IT department is responsible for providing information and recommendations
to the City Council, implementing Council policies and programs as well as managing the day‐to‐day
operations of the City. It is the lead department charged with overseeing the implementation of the
Council’s Major City Goals.
Core Services & Objectives
Lead the Economic Recovery, Resiliency and Fiscal Sustainability Major City Goal.
Lead the Diversity, Equity and Inclusion (DEI) Major City Goal.
Lead the Climate Action, Open Space and Sustainable Transportation Major City Goal.
Lead the citywide communication program.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $827,936 $886,604 $1,095,150 24% $1,148,180 5%
Contract Services $409,059 $125,000 $121,000 ‐3% $121,000 0%
Other Operating Costs $29,817 $34,900 $47,200 35% $45,200 ‐4%
Total Program $1,266,811 $1,046,504 $1,263,350 21% $1,314,380 4%
Major City Goal Contributions
The City Administration program will be responsible in supporting the Department’s programs in leading
the Major City Goals of Economic Recovery, Resiliency and Fiscal Sustainability; Diversity, Equity and
Inclusion; and Climate Action, Open Space and Sustainability Transportation.
Opportunities and Challenges
During the 2021 Fiscal Year, the Administration program was approved to hire a new Public
Communications Manager. The creation of the position will provide new opportunities for the department
to continue to lead the citywide communications program and establish new ways of engaging the public
on the City’s ongoing community services and programs.
132 Page 346 of 823
Operating Budget
General Fund City Council
City Council
Program Description
The Council governs the City of San Luis Obispo by enacting and enforcing all laws and regulations
concerning municipal affairs, subject only to limitations and restrictions of the City Charter and the State
Constitution. Seventeen standing advisory bodies help the Council with this work.
Core Services & Objectives
Implementation of the selected Major City Goals:
Economic Recovery, Resiliency and Fiscal Sustainability Major City Goal.
Diversity, Equity and Inclusion (DEI) Major City Goal.
Climate Action, Open Space and Sustainable Transportation Major City Goal.
Housing and Homelessness Major City Goal.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $142,386 $155,577 $184,751 19% $186,952 1%
Contract Services $‐ $‐ ‐ $‐ ‐
Other Operating Costs $14,953 $29,400 $29,400 0% $29,400 0%
Total Program $157,339 $184,977 $214,151 16% $216,352 1%
133 Page 347 of 823
Operating Budget
General Fund Cultural Activities
Cultural Activities
Program Description
The Cultural Activities Program administers partnerships with the Cal Poly Performing Arts Center, City‐
County Public Library, and many other cultural organizations that provide community value.
Core Services & Objectives
Continue support to the City‐County Library.
Continue financial support of the Performing Art Center (PAC).
Participate on the PAC Board and Facilities Committee.
Continue to provide support to Community Partners and explore new partnerships.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing
Contract Services $332,351 $334,351 $344,382 3% $354,713 3%
Other Operating Costs $3,250 $3,250 0% $3,250 0%
Total Program $332,351 $337,601 $347,632 3% $357,963 3%
Opportunities and Challenges
The challenges to Cultural Activities due to COVID‐19 have been significant, however, the City is working
to partner with community stakeholders to provide a lternative w ays of conducting business. Additionally,
the City is continuing to participate on the PAC Board and Facilities Committee to work with Cal Poly to
address the negative impacts that COVID‐19 has had on the PAC’s budget.
134 Page 348 of 823
Operating Budget Economic Development
Economic Development
Program Description
The Economic Development Program emphasizes support for creation of head‐of‐household jobs,
collaborates with Cal Poly, Cuesta College, the business community, and other agencies to promote
innovation and entrepreneurship, and supports economic activities, including tourism, to ensure the
overall economic health and quality of life.
Core Services & Objectives
Lead the Economic Recovery, Resiliency & Fiscal Sustainability Major City Goal.
Support the Climate Action, Open Space and Sustainable Transportation Major City Goal and the
Diversity Equity & Inclusion Major City Goals with a focus on economic development.
Lead the process to update to the Economic Development Strategic Plan.
Continue to implement traditional and non‐traditional economic development programs.
Work with our partners across the region to address common economic development challenges
and opportunities including attraction, reducing barriers to job creation, and addressing the
impacts of the closure of the Diablo Canyon Nuclear Power Plant.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $111,071 $174,080 $181,017 4% $184,621 2%
Contract Services $145,729 $108,224 $975,000 801% $695,000 ‐29%
Other Operating Costs $12,967 $27,650 $27,650 0% $27,650 0%
Total Program $269,768 $309,954 $1,183,667 282% $907,271 ‐23%
Major City Goal Contributions
The recovery from the economic impacts from the COVID‐19 pandemic will require significant efforts
from the Economic Development Program in leading the Economic Recovery, Resiliency & Fiscal
Sustainability Major City Goal. The program will also be involved in the other Major City Goal work
programs to further their objectives.
Opportunities and Challenges
While the challenges related to COVID‐19 are significant, the pandemic has also created opportunities
for the Economic Development Program to assist the business community to speed recovery and build
resilience. The longer‐term opportunity to update the Economic Development Strategic Plan is a
significant undertaking in the second year of the budget cycle. One of the potential challenges is
135 Page 349 of 823
Operating Budget Economic Development
managing expectations of the public. Given the speed of the shutdowns the public might expect a
similarly swift recovery which will take longer as new businesses replace those that closed.
Communication regarding expectations for recovery will be critical as the City moves forward.
Other Key Points
The City’s Economic Development partnerships with other organizations, including the San Luis
Obispo Chamber of Commerce, REACH, Downtown SLO, Cal Poly, and others continue to
strengthen and will be invaluable in dealing with the recovery as well as other ongoing issues
like the closure of the Diablo Canyon Nuclear Power Plant.
The response to pandemic highlighted opportunities to expand the Economic Development
Program’s communication to the business community and will be part of the efforts moving
forward.
136 Page 350 of 823
Operating Budget Sustainability
Office of Sustainability
Program Description
The Office of Sustainability provides leadership through direct action, catalyzes positive action through
collaborative engagement and policy development, and creates measurable benefits for the City of San
Luis Obispo and our region through Natural Resources, Climate Action, Creeks and Watersheds, and
Community Partnerships.
Core Services & Objectives:
Implement the Climate Action Plan for Community Recovery and lead the Climate Action Major
City Goal.
Coordinate and lead inter‐departmental efforts to achieve carbon neutral municipal operations
by 2030.
Assess community vulnerability to the impacts of climate change and continue planning and
implementation efforts that support resilience and adaptation through inter‐departmental
collaboration.
Implement the Greenbelt Protection Program through land conservation planning, land
stewardship, and real property acquisitions, and support development review.
Participate and play a leadership role on the Stormwater Program Technical Team and Steering
Committee.
Provide inspections and pre‐season treatments in the creeks to reduce the likelihood of flooding;
implement recovery efforts for threatened and endangered species through monitoring and
habitat restoration projects; support regulatory compliance and development review activities.
Engage in community partnerships with arts, cultural, historical, environmental, social, civic, and
business groups.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $458,442 $484,190 $606,438 25% $617,767 2%
Contract Services $101,682 $70,500 $215,000 205% $100,000 ‐53%
Other Operating Costs $57,827 $73,459 $83,459 14% $73,459 ‐12%
Total Program $617,952 $628,149 $904,897 44% $791,226 ‐13%
137 Page 351 of 823
Operating Budget Sustainability
Major City Goal Contributions
The Office of Sustainability is responsible for implementing large portions of the Climate Action, Open
Space and Sustainable Transportation Major City Goal. Given the interconnectedness of housing,
economic development, and diversity, equity, and inclusion with climate action goals, the Office of
Sustainability will be involved in collaborating across all Major City Goals.
Opportunities and Challenges
As the state and federal governments continue to prioritize climate action, the City will monitor
opportunities for funding of priority climate actions. Ongoing implementation of the Climate Action
Plan will be a challenge due to the rapidly evolving regulatory environment and increasingly
complicated technical issues.
The City’s Greenbelt Protection program has historically been able to significantly leverage its open
space acquisition budget with grants from other agencies, creating the opportunity to pursue priority
open space purchases that otherwise would have been very expensive. While the City has usually been
successful in this regard, arranging external funding when needed oftentimes presents an additional
challenge.
Other Key Points
Implementing and updating the Climate Action Plan involves initiating multiple actions while
moving other actions from pilot phase to ongoing implementation.
The Climate Action Plan for Community Recovery explicitly commits to equity, economic
recovery and development, and housing, directly tying the work to all proposed Major City
Goals.
The City’s continued commitment to the Greenbelt Protection Program necessarily means
continued investments in Ranger Service in order to ensure long‐term care and stewardship of
the City’s cherished open space system.
138 Page 352 of 823
Operating Budget
General Fund Community Promotion
Community Promotion
Program Description
The Community Promotions program works to i mprove the q uality of l if e for all City residents and visitors.
The program implements projects to help promote the City as a regional trade, recreation, and tourist
center consistent with community goals. The program is administered by the Promotional Coordinating
Committee (PCC) and works collaboratively with the City’s Tourism Business Improvement District (TBID)
to ensure a unique San Luis Obispo experience for residents and visitors.
Core Services & Objectives
To promote t he C ity a s a r egional t rade, recreation, a nd tourist center consistent with community
goals.
Support of cultural, recreational, and social activities to enhance the community’s well‐being.
Develop promotional programs and projects for the City of San Luis Obispo.
Initiate and support community activities that are meaningful to residents and visitors of the City of San
Luis Obispo.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $37,205 $37,143 $38,085 3% $38,826 2%
Contract Services $320,789 $328,000 $328,000 0% $328,000 0%
Other Operating Costs $35,514 $39,000 $39,000 0% $39,000 0%
Total Program $393,509 $404,143 $405,085 0% $405,826 0%
Major City Goal Contributions
The recovery from the economic impacts due to the COVID‐19 pandemic will require significant efforts
from the Community Promotions program in supporting the Economic Recovery, Resiliency & Fiscal
Sustainability Major City Goal. The program may also be involved in the other Major City Goals including
Climate Action, Open Space and Sustainable Transportation and Diversity Equity & Inclusion.
139 Page 353 of 823
Operating Budget
General Fund City Clerk
City Clerk
Program Description
The City Clerk’s office handles a myriad of duties relating to the official business of the City Council, its
commissions and committees. The City Clerk’s office is generally responsible for keeping minutes of City
Council meetings; compiling the agenda and collecting backup information for each council meeting;
processing council agreements; recording official documents; handling legal advertising; conducting
municipal elections; maintaining current files on all commissions and committees; maintaining the city
seal; and handling all other legal or official documents.
Core Services & Objectives
Ensure that records are preserved as provided by City Charter and State and Municipal Law.
Administer procedures for City elections for elective offices, initiatives, referendum and recalls.
Conduct elections that conform to the State Elections Code and the City’s campaign regulation
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $410,696 $406,687 $440,322 8% $457,293 4%
Contract Services $128,883 $150,081 $81,000 ‐46% $151,000 86%
Other Operating Costs $27,027 $49,345 $49,345 0% $49,345 0%
Total Program $566,606 $606,113 $570,667 ‐6% $657,638 15%
Opportunities and Challenges
The City Clerk’s office is in the process of implementing Escribe as its new Agenda Management System.
The new system will allow the City Clerk’s office to streamline the agenda packet process for City Council
and several of the Advisory Bodies. The public will see an improvement in the video archiving which will
allow for bookmarking of each agenda item for easy and quick access to topics of interest.
140 Page 354 of 823
Operating Budget
General Fund IT Network Services
IT Network Services
Program Description
The IT Network Services Program is responsible for ensuring that the City's information technology
resources are effectively managed and used as key tools in improving organizational productivity,
effectiveness, customer service and public access to City information. IT support services range from end
user support to infrastructure design, installation, and maintenance. The Network Services program also
provides training to City staff on the use of implemented technologies and applications. Additional Core
Services include support of the City’s Public Safety departments and their technology needs. The Network
Services program works with the Utilities departments to install, maintain, and secure their critical SCADA
(Supervisory Control and Data Acquisition) systems.
Core Services
Public Safety infrastructure support
Core Network and Internet infrastructure support
City cyber security services and threat monitoring
Citywide Communication Support – radio system, wireless system, camera system, access control
systems, telephones (VoIP & analog), cell phones
Support City telemetry and SCADA systems
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $1,033,312 $1,232,853 $1,240,775 1% $1,277,990 3%
Contract Services $464,595 $443,979 $443,979 0% $443,979 0%
Other Operating Costs $1,494,444 $1,487,074 $1,407,413 ‐5% $1,540,014 9%
Total Program $2,992,351 $3,163,906 $3,092,167 ‐2% $3,261,983 5%
Opportunities and Challenges
IT Network Services has been heavily involved in the push to move employees t o a work f rom home m odel
during the COVID pandemic and is transitioning to prepare for the City’s workforce to return to normal
work conditions post pandemic. It will continue to position the City’s workforce as a mobile first workforce
to accommodate the future needs of a City that must remain highly resilient and flexible to provide Core
Services to the community.
IT Network Services will be heavily involved in building the support structure around the City’s investments
in applications and infrastructure to ensure these are used to provide a high level of service to the public.
IT Network Services will continue to strengthen the City’s Public Safety communications infrastructure and
the City’s underlying IT infrastructure platform.
141 Page 355 of 823
Information Services Operating Budget
General Fund
IT Information Services
Program Description
The IT Information Services Program operates and maintains the City's geographic information system
(GIS), enterprise databases, and enterprise applications. The Program provides accurate and
comprehensive information services for managing resources, making informed decisions, and expediting
work processes.
The City’s GIS and enterprise applications have expanded over the years due to the valuable insights the
data provides, and the IT Information Services Program continues to position itself to best serve the City’s
needs now and into the future.
Core Services
Enterprise Application Support
Analysis and Training
Database Management and Maintenance
Motion Support
Provide GIS mapping and enterprise database support
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $958,522 $940,534 $1,167,302 24% $1,208,088 3%
Contract Services $11,128 $11,400 $11,400 0% $11,400 0%
Other Operating Costs $61,937 $64,500 $71,500 11% $71,500 0%
Total Program $1,031,587 $1,016,434 $1,250,202 23% $1,290,988 3%
Major City Goal Contributions
IT Information Services will provide GIS and enterprise database support for elements of the Housing,
Climate Action, and Economic Recovery Major City Goals.
Opportunities and Challenges
The use of GIS technology will inevitably continue to expand. The challenge will be in maintaining
adequate staffing levels as we continue to depend on and invest heavily in GIS‐centric applications
and systems and continue to automate work processes.
142 Page 356 of 823
Operating Budget City Attorney
CITY ATTORNEY
Mission Statement
Providing excellent legal advice and services to the City Council,
Advisory Bodies and City Staff to support legal compliance, equity,
accountability, and transparency in Public Service.
About the Department
The legal services program is a support function that provides legal advice and representation to the City
Council, all City departments, and City advisory bodies to accomplish Major City Goals, other important
objectives, and core operational functions in accordance with the law.
The responsibilities include: Council, Planning Commission, Advisory Body, and cross departmental legal
review and advice to ensure general compliance with applicable laws and to minimize liability exposure;
defending or managing the defense of claims and litigation against the City and initiating civil actions on
behalf of the City; enforcing and prosecuting violations of the Municipal Code, including both criminal
violations and civil/administrative enforcement; coordinating the City's review of and response to
proposed county, state, and federal legislation; advising City staff on compliance with the California Public
Records Act, and reviewing and producing documents subject to disclosure; and administering and
providing staff support for administrative citation appeals to hearing officers and the City’s Administrative
Review Board.
143 Page 357 of 823
Operating Budget City Attorney
The Department at a glance
Program 2019‐20
Actuals
2020‐21
Budget
2021‐22
Budget
2022‐23
Budget
City Attorney $1,000,636 $778,167 $1,185,571 $1,043,797
Total City Attorney $1,000,636 $778,167 $1,185,571 $1,043,797
2021‐22 2022‐23
Existing FTEs 3 3
Additional FTEs (per SOBCs)
Supplemental/Contract FTEs 5 3
TOTAL 8 6
Staffing
90%
Contract Services
8%
Other Operating Costs
2%
EXPENDITURES BY FUNCTION
144 Page 358 of 823
Operating Budget City Attorney
Department Organizational Chart1
1 Does not include supplemental or contract positions.
City Attorney's
Department
(3 FTE)
City Attorney
(1 FTE)
Assistant City Attorney
(1 FTE)
Legal Assistant/Paralegal
(1 FTE)
145 Page 359 of 823
Operating Budget City Attorney
SOBC Description Type 2021‐22 2022‐23
1
Paralegal (contract hire
until Org Assessment
complete)
Staffing Reconfiguration: Years of
experience, and reliance on
temporary supplemental staff or
contract services, has lead
department staff to believe
increasing workload demand
requires an increase in permanent
staffing. This set of requests will
staff the department in the short‐
term to allow capacity to complete
a Department Org Assessment that
will either confirm more permanent
staffing is needed or provide
guidance on another path forward.
Requests that are listed as ongoing
were written as such so funds are
included in the long‐term forecast
and available should the
Assessment recommend additional
FTEs; if not, then funds would be
removed from the budget.
Ongoing $84,045 $87,709
2
Deputy City Attorney
(contract resource until
Org Assessment
complete)
Ongoing $130,174 $135,039
3
Legal Assistant (contract
hire until Org Assessment
complete)
Ongoing $65,442 $68,131
4 Part‐time Asst. City
Attorney One‐time $108,646
5 Short‐term, Part‐time
Legal Asst. 2 One‐time $11,055
6 Short‐term, Full‐time
Legal Asst. 1 One‐time $7,552
7 Department Org
Assessment
Contract to evaluate the workload
and organization of the City
Attorney's Department and provide
direction as to staffing needs and
methods by which greater
efficiency can be achieved.
One‐time $60,000
8 eDiscovery/Document
Review Software
A software program for the review
of records produced in response to
subpoenas, litigation discovery, and
public records requests. It replaces
an inefficient system of using
software not designed for
document review which causes
frequent loss of work and extended
response times.
Ongoing $12,995 $11,395
9 Legal Analyst
(reclassification)
Reclassification of existing Paralegal
to Analyst. Skill level required to
complete workload is recognized to
be different than the previous
classification. Cost absorbed within
operating budget.
Ongoing $2,504 $5,935
TOTAL $482,413 $308,209
146 Page 360 of 823
Operating Budget City Attorney
2021‐23 Department Goals
As a support department, the City Attorney’s Office primary goal is to ensure that the City Council, its
advisory bodies and all city departments and staff are fully informed of available legal options and
compliant with applicable laws in the implementation of Major City Goals and delivery of core services.
Strategic Goal(s)
Provide timely and responsive legal advice and support to City Council, Planning
Commission, Advisory Bodies, and all city departments to ensure legally
compliant implementation of Major City Goal work programs and delivery of
core services.
Provide proactive and regular training and support to the City Council, Advisory
Bodies, and all city departments regarding compliance with public agency laws,
including the Brown Act, Public Records Act and Political Reform Act, and
Government Code Section 1090.
Provide timely and effective legal representation and case management of civil
claims and litigation cases, as well as effective municipal code enforcement and
prosecution services to the City to minimize liability exposure and enhance
community welfare.
147 Page 361 of 823
Operating Budget
General Fund City Attorney
Performance Measures
Performance measures are designed to determine accountability, improve service quality, allocate
resources, and evaluate departmental performance in meeting San Luis Obispo’s goals and objectives.
Strategic Goals Measure 2019‐20
Actual
2020‐21
Actual2
2021‐22
Target
2022‐23
Target
Timely and Responsive
legal advice and
support
Strategic Goal:
Department Objectives
Administrative Citation Appeals
Received by the City 2123 2064 150 150
Appeals closed without need of a
hearing5 40 31 25 25
City assisted corrections to
defective appeals to allow access to
hearing
23 20 15 15
City facilitated hearings on the
record without need for personal
appearance by Appellant
48 44 50 50
# of hearing days scheduled 9 13 7 7
Legal Training &
Compliance
Strategic Goal:
Department Objectives
# of Council, Staff, and Advisory
Body legal trainings, legal updates,
and compliance advisory sessions6
‐ ‐ 12 15
Municipal Litigation &
Prosecution
Management
Strategic Goal:
Department Objectives
Percentage of Claims Resulting in
Litigation 5.3% 2.2% <5% <5%
Liability Claims Against the City
Reviewed/Managed 76 46 70 70
2 Current as of 3/19/2021
3 Since March 2020 (generally the start of COVID‐19 emergency orders which required enforcement action to gain
community compliance) the number of administrative citations being appealed has increased significantly. The
expectation is that the volume will return to pre‐COVID levels during the 2021‐23 Financial Plan.
4 Same as footnote 2
5 Closed in some way that did not include a decision being issued (e.g. withdrawn by appellant, untimely filed, voided
by the issuing department)
6 New performance measure so no values for previous year actuals. Estimate is 8‐12 completed annually.
148 Page 362 of 823
Operating Budget
General Fund City Attorney
City Attorney
Program Description
The City Attorney department has only one program which completes all the legal and administrative
support functions under its purview.
Core Services & Objectives
Enhance and maintain a high level of legal support to City government.
Provide prompt, thorough legal advice in response to inquiries, with emphasis on legal options.
Minimize liability exposure of the City through the practice of preventative law.
Apprise City Council on pending litigation, legislation, and other significant legal matters.
Strengthen Municipal Code enforcement practices.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $815,900 $742,567 $1,073,381 45% $993,037 ‐7%
Contract Services $40,801 $20,000 $92,995 365% $31,395 ‐66%
Other Operating Costs $143,935 $15,600 $19,195 23% $19,365 1%
Total Program $1,000,636 $778,167 $1,185,571 52% $1,043,797 ‐12%
Major City Goal Contributions
Based on the proposed Major City Goal work programs, the City Attorney has estimated that, over the
two‐year financial plan, 2‐2.5 FTE annually will be devoted just to supporting those efforts, apart from
supporting existing programs and performing core services.
Opportunities and Challenges
The first year of the financial plan will include the challenge of completing a department organizational
assessment, while simultaneously completing the existing workload, but that effort will result in the
possibility of a more efficient staffing structure more capable of meeting the demands of the City Council,
all City departments and City advisory bodies.
149 Page 363 of 823
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Operating Budget Community Development
COMMUNITY DEVELOPMENT
Mission Statement
Our mission is to serve all persons in a positive and courteous manner
and help ensure that San Luis Obispo continues to be a healthy, safe,
attractive, and enjoyable place to live, work, or visit. We help plan the
City's form and character, support community values, preserve the
environment, promote the wise use of resources, and protect public
health and safety.
About the Department
The Community Development Department includes the Administration, Housing Policy and Programs,
Planning, Engineering, and Building & Safety divisions which develop, implement, and track guiding
policies in the City's General Plan. Plans for new construction are reviewed through planning applications
to ensure compliance with city standards and policy objectives. Construction is supported through
implementation of zoning, building, and engineering codes and through coordination with a wide variety
of City departments. The Community Development Department provide service to the community directly
at i ts public counter a nd s ervices o ffered o n ‐line o n i ts w ebsi te. The department helps maintain the health
and safety of the community directly through code enforcement activities, and indirectly by guiding the
City's urban form from concept to construction.
151 Page 365 of 823
Operating Budget Community Development
The Department at a glance
1 Planning, Engineering, and Development Services were combined into a single cost program for FY 20‐21. Planning
and Engineering are separated out for the 21‐23 Financial Plan.
Program 2019‐20
Actuals
2020‐21
Budget
2021‐22
Budget
2022‐23
Budget
Community Dev Admin $867,164 $800,126 $994,382 $917,663
Commissions and Committees $15,513 $51,453 $34,939 $34,939
Planning1 $1,053,548 $2,563,867 $2,021,316 $1,943,562
Engineering $114,993 $‐ $678,898 $688,625
Development Services $1,003,441 $‐ $‐ $‐
Building and Safety $2,269,498 $1,463,365 $2,296,644 $2,321,228
Human Relations $353,546 $447,000 $3,000 $5,000
Housing Policy and Programs $‐ $951,983 $930,970
Total Community Development $5,677,704 $5,325,811 $6,981,163 $6,841,987
Program 2019‐20
Actuals
2020‐21
Budget
2021‐22
Budget
2022‐23
Budget
Community Services Group Admin –
Multi Departmental (PW, Parks &
Rec, CDD)
$9,593 $404,998 $665,501 $575,391
2021‐22 2022‐23
Existing FTEs 30.5 30.5
Additional FTEs (per SOBCs) 9 9
Supplemental/Contract FTEs 1.3 1.3
TOTAL 40.8 40.8
Staffing
74%
Contract
Services
21%
Other Operating Costs
5%
EXPENDITURES BY FUNCTION
152 Page 366 of 823
Operating Budget Community Development
Department Organizational Chart2
2 Does not include supplemental or contract positions.
Community
Development
(39.5 FTE)
Administration
Community
Development
Administration
(5.00 FTE)
Commissions &
Committees
Human RelationsPlanning
(10.00 FTE)
Housing
(4.00 FTE)
Engineering
(5.00 FTE)
Building & Safety
(15.50 FTE)
153 Page 367 of 823
Operating Budget Community Development
Operating Budget Changes
SOBC Description Type 2021‐22 2022‐23
Community Services Group Administration (Serves Public Works, CDD, P&R, and Utilities)
1 Conversion of
Supplemental
Position to CSG
Marketing
Coordinator FTE
Under the Community Services Group,
the Marketing focused Community
Coordinator is a business support
position that provides communications
for fee for service activities and
promotion of these fee for service
activities across the CSG departments.
This position supplants a variety of
advertising and marketing contracts
previously utilized by City staff for
marketing and communication purposes.
This position also compliments the City's
current contract resource with AMF
Media Group. Staff is requesting this
position (temporary contract was
approved during the 2019 Organization
of the Future Symposium) become
permanent and the funding is on‐going.
Ongoing $40,043 $43,016
2 Reallocation of
Contract Services
Budget to Part‐
Time
Administrative
Assistant
Staff has assessed staffing and
organizational structure needs as related
to the Organization of the Future effort
and is requesting reallocation of $37,000
in Contract Servicesto a part‐time (20
hours/week) Administrative Assistant II
(+.5 FTE) to support the Assistant City
Manager, Business Manager and
Community Services Group analysts
when working on cross‐departmental
projects under the Business Manager's
direction.
Ongoing $0 $0
154 Page 368 of 823
Operating Budget Community Development
3 Community
Workforce
Agreement Study
Hire a consultant, support legal review,
and establish an internal working group
and hire a consultant to research
methods to support local contractors,
local vendors, and labor through
workforce agreements, local purchasing
requirements, alternative project
delivery methods and other options to
support local businesses and employees.
The Community Services Group will be
leading this effort.
One‐
time
$105,000 $0
Community Development Department
4 919 Office
Reconfiguration
Funding is needed to plan and
implement changes at 919 Palm to
accommodate increased staff associated
with high development permit activity as
well as increased Capital Improvement
Project activity. The plan will incorporate
all CDD and PW employees and include
space sharing in support of ongoing
remote work opportunities.
One‐
time
$150,000 $50,000
5 Cannabis Business
Program Position
This request is for a dedicated support
position for the City's Cannabis Business
Program and is funded through business
fees in addition to a position reduction in
the Police Department. This position is
necessary to support the implementation
and oversight of the City's Cannabis
Program, including leading all cannabis
permitting, coordinating all cannabis‐
related activities within the City, working
with and monitoring cannabis operators,
developing cannabis policies, supporting
ongoing, current or proposed cannabis
projects, coordinating with all local, state
and federal entities on regulatory and
policy efforts, and implementing all City
Council directives and recommendations
for the Cannabis Program.
Ongoing $111,898 $115,996
6 Cannabis Business
Support Contract
Services
This request is for required consultant
support of the Cannabis Business
Program and is funded through business
fees. The new fee structure approved by
the Council includes consultant support
Ongoing $52,095 $57,345
SOBC Description Type 2021‐22 2022‐23
Community Services Group Administration (Serves Public Works, CDD, P&R, and Utilities)
155 Page 369 of 823
Operating Budget Community Development
for application completeness checks,
proctored application review, principal
and employee background checks,
compliance checks and other support
efforts to respond to the needs of the
program.
7 Code Enforcement
Body Cameras
This request will help provide for the
safety of code enforcement officers as
they operate independently and conduct
inspections in a wide variety of places,
including on private properties. Currently
code officers have no protective gear
other than their phones.
Ongoing $5,440 $1,440
8 Housing Element
Program
Implementation;
Consultant
Support
Consultant support is needed to
complete four specific Housing Element
Programs (2.13, 4.6, 5.4, 6.20). This
includes updating our Inclusionary
Housing Ordinance, Missing Middle
Housing and Subdivision Regulations.
Inclusionary Housing Ordinance = 120k;
Missing Middle Housing = 100k;
Subdivision Regulations = 35k.
One‐
time
$140,000 $115,000
9 Safety Element
Environmental
Review
One‐time expense for consultant support
to complete the environmental review
for the safety element update. Use of a
consultant ensures that the
environmental documents can be
completed in a timely manner, in
coordination with the project team. The
expense is not eligible for grant funding
via the Cal Trans Resilient SLO grant.
One‐
time
$25,000 ‐
10 Zoning Regulations
Update for
Downtown Uses
and Flexible Use of
Outdoor Spaces
Citywide
Two major updates to the Zoning
Regulations will require consultant
support for graphics, strategic input, best
practices review and public outreach.
The first project will look directly at
Downtown SLO to identify and
implement appropriate changes to
allowed uses and simplify the process of
"re‐tenanting" vacant buildings. The
second project looks at commercial uses
citywide to implement changes that will
allow more effective use of outdoor
spaces, including parking lots.
One‐
time
$125,000 $0
SOBC Description Type 2021‐22 2022‐23
Community Development Department
156 Page 370 of 823
Operating Budget Community Development
11 Homelessness
Strategic Plan
The Homelessness Response Manager
position includes the creation of a
strategic plan to help guide the efforts of
all City staff engaged in managing the
many challenges associated with helping
unhoused City residents and addressing
the impacts of homelessness on the
community. The funding will be used for
materials, public outreach, and limited
consultant support.
One‐
time
$35,000 $0
12 Pilot: Housing and
Homelessness
Major City Goal
(25% Expansion of
40 Prado HSC
Beds) ‐
Proportions City
share to County
contribution
Work with CAPSLO to help fund an
expansion of shelter beds at the HSC by
25%. CAPSLO has capacity but not
funding for additional shelter beds. This
one‐time increase in funding will help
match the local need with available
services.
One‐
time
$63,826 $63,826
13 Pilot: Housing and
Homelessness
Major City Goal
(Consultant
Contract)
This consultant contract is necessary for
the overall management and
administration of the City's Inclusionary
Housing Inventory, including ownership
units, rentals, and financing. Over the
past several years the City's Inclusionary
Housing Inventory has grown
substantially. Staff does not have the
necessary training, expertise, capacity, or
resources to effectively accomplish the
management and administration of this
effort moving forward.
One‐
time
$117,000 $117,000
14 Building and Safety
Division
Streamlining and
Succession
Planning (1 FTE ‐
Deputy Building
Official)
This new position will provide
supervision to all three programs in the
Building and Safety Division (Inspections,
Permits, Code Enforcement), and will
provide for continuity following the
conclusion of the current assignment of
the Fire Marshall/Chief Building Official.
This request will improve customer
service, program development,
implementation of performance
management and transparency projects,
and support for the Construction Board
of Appeals.
Ongoing $138,291 $143,497
SOBC Description Type 2021‐22 2022‐23
Community Development Department
157 Page 371 of 823
Operating Budget Community Development
15 Building and Safety
Division
Streamlining and
Succession
Planning (Net Cost
of Reclassification
of Building and
Safety Supervisor
and Permit
Services
Coordinator)
This SOBC would implement an
organizational structure change to align
all building permit plan check and permit
issuance activities under a single
supervisor. This requires reclassification
of the Permit Services Coordinator to a
Building Permit Services Manager. In
addition, the Building and Safety
Supervisor position would be reclassified
as a Supervising Building Inspector to
provide more field resources for
inspections and an improved level of
customer service in the field.
Ongoing $40,000 $40,000
16 Development
Services Program
Capacity Building
(1 FTE ‐ Assistant
Planner)
This request is to convert a current
contract position into a regular FTE. The
position was originally funded as a
contract during the 2019‐21 Financial
Plan. The Assistant Planner works at the
front counter and responds to e‐mail and
phone calls from customers. Although
the duty used to be shared by many
staff, the workload has grown to where it
is far more efficient to have a single
planner be the public point of contact for
planning and development inquiries.
Ongoing $78,844 $82,983
17 Development
Services Program
Capacity Building
(1 FTE ‐ Associate
Planner)
This request is to convert a current
contract position into a regular FTE. The
position was originally funded as a
contract during the 2019‐21 Financial
Plan. The Associate Planner manages
complex development review and long‐
range planning projects. On‐going
workload indicates that the position is
necessary to maintain appropriate
response times on planning applications
and will reduce the use of consultants for
both long‐range and current planning
projects.
Ongoing $99,978 $104,773
18 Training &
Education / Trips &
Meetings
This request will help fund training and
education activities that were delayed
during the pandemic in FY 20‐21. This
request also reflects the training and
education (including required
certifications) needed for staff hired
during FY 20‐21.
Ongoing $11,700 $11,700
SOBC Description Type 2021‐22 2022‐23
Community Development Department
158 Page 372 of 823
Operating Budget Community Development
19 Building and Safety
Division
Streamlining and
Succession
Planning (2 FTE ‐
Building Permit
Technicians)
Convert two current contract Building
Permit Technicians to FTE positions.
These regular positions are necessary to
accomplish the intake and issuance of
building permits and the City has funded
the positions under contract for the past
two years. Permit technicians provide a
critical customer service function by
ensuring applications are complete and
ready for plan check and assisting
customers with fee estimates and other
informational assistance.
Ongoing $132,214 $142,681
20 Building and Safety
Division
Streamlining and
Succession
Planning (software
for reporting,
performance
management, and
customer
transparency)
Software Support, maintenance, and
project implementation for: 25
Bluebeam licenses, IG Workforce APPs,
Energov License & Regulatory Suite,
Socrata Citizen Connect, Energov
Decision Engine, Socrata‐Energov
Executive Insights, and Energov e‐
Review. These software packages will
help the Building Division improve
customer service and transparency into
the permit process by allowing
customers to access plan check status
and submit plans and plan revisions
online.
Ongoing $46,528 $39,234
21 Development
Services Program
Capacity Building
(temp salaries for
Engineering
Division)
The Engineering Development Review
Division in Community Development uses
temporary salary budget to address two
key functions ‐ building permit plan
check and surveyor services. The
alternative to using temporary staff
would be to utilize the County for
surveyor services at a significantly
increased cost. Temporary staff have also
proved helpful with managing peak
building permit plan check workload.
Ongoing $88,206 $89,408
22 Housing and
Homelessness
Major City Goal (1
FTE ‐ Code
Enforcement Tech
II ‐ 75% Safe
Housing, 25%
Homelessness
Prevention)
Request for a regular, full‐time Code
Enforcement Technician II to perform
safe housing inspections, homelessness
prevention, and outreach and education
on safe housing. This activity is
consistent with 2017 City Council
direction provided in relation to code
enforcement priorities. At least 25% of
staff time will be allocated to eviction
Ongoing $73,882 $77,281
SOBC Description Type 2021‐22 2022‐23
Community Development Department
159 Page 373 of 823
Operating Budget Community Development
protection support ‐ connecting
community members with needed
services available in the community for
rental assistance and landlord‐tenant
dispute resolution.
23 Housing and
Homelessness
Major City Goal (1
FTE ‐ Housing and
Homelessness
Division Manager)
This position is necessary to provide
management and oversight for a new
Housing Policy and Programs section in
the Planning Division. The position will
supervise the Housing Coordinator,
Homelessness Response Manager, and
Assistant Planner. This manager will also
oversee work of Associate Planner's in
the Planning Division working on
implementation projects for the City's
6th cycle Housing Element.
Ongoing $124,143 $124,143
24 Housing and
Homelessness
Major City Goal (1
FTE Assistant
Planner)
This position is necessary to assist with
Housing Element Program
implementation for the City’s 6th cycle
Housing Element. The Assistant Planner
will support the rest of the team in the
division (including the Housing Policy and
Programs Manager, Homelessness
Response Manager, and Housing
Coordinator) on high level tasks and
work assignments to support
implementation of the Major City Goal,
including implementation of Housing
Element programs.
Ongoing $89,558 $93,788
25 TIPP Fast 2.0 ‐
Utilize $250k from
$2 million
restricted
The TIPP‐FAST program provides
expedited Tenant Improvement permits
for new businesses. The City is working
to offer these permits free of charge for
a limited period.
One‐
time
$250,000 $0
TOTAL $2,143,646 $1,513,111
SOBC Description Type 2021‐22 2022‐23
Community Development Department
160 Page 374 of 823
Operating Budget Community Development
2021‐23 Department Goals
Department strategic priorities for the 2021‐23 Financial Plan are to help advance the City’s overall goals
tied to Major City Goals, Department Strategic Plans, and other priorities as they may arise. These goals
are in addition to ongoing community program services (listed in program sub‐sections)
Strategic Goal(s)
Lead the implementation of the Housing and Homelessness Major City Goal
Support the implementation of the Climate Action and Economic Recovery
Major City Goals
Provide excellent customer service to internal and external customers, and
advisory body members, in the processing of permit applications
Ensure a safe community through implementation of Building and Safety
Division programs, including Code Enforcement
Monitor growth, and support and update General Plan policies and Zoning
Regulations standards to ensure coordination with all City Departments that
provide municipal services for the community
Economic Stability Housing Climate Action DEI Other Department Objectives
161 Page 375 of 823
Operating Budget Community Development
Performance Measures
Performance measures are designed to determine accountability, improve service quality, allocate
resources, and evaluate departmental performance in meeting San Luis Obispo’s goals and objectives
Objective Measure 2019‐20
Actual
2020‐21
Actual
2021‐22
Target
2022‐23
Target
Affordable housing
production
Strategic Goal:
Housing
Number of affordable
housing units secured
through entitlements or
construction
115 40 50 50
Provide Excellent
Customer Service
Strategic Goal:
Other Department
Objectives
Customer survey response
positivity rate 95% 95%
Ensure a Safe Community
Strategic Goal:
Housing
Percent of Code
Enforcement cases
investigated on‐time: First
Tier ‐ 24 Hours, Second
Tier ‐ 2 Days, and Third Tier
‐ 3‐5 Days
96% 88% 85% 85%
Development Review
activities
Strategic Goal:
Other Department
Objectives
The target goal of meeting
cycle times 75% of the time
reflects an increase in more
complex and
resource intensive
development review
activities.
85% 80% 75% 75%
Building Inspections
Strategic Goal:
Economic Stability
Percent of inspections
performed the next
working day
87% 92% 85% 85%
162 Page 376 of 823
Operating Budget Community Development Admin
General Fund
Community Development Administration
Program Description
The Community Development Administration program provides management and support for the
Planning, Housing Policy and Programs, Engineering, and Building & Safety divisions of the Community
Development Department. The department also supports the work of the City Council through its
recommendations, and provides liaison services to the Planning Commission, Architectural Review
Commission, Cultural Heritage Committee, Human Relations Commission, and the Construction Board of
Appeals. The program goals are: 1) providing effective and efficient management and support for other
operating divisions; 2) establishing customer service and performance management standards for the
Community Development Department; 3) coordinating priorities and tasks with other City departments;
4) establishing and maintaining complete and accurate records of staff and advisory body actions; and 5)
providing prompt, courteous and accurate responses to request for public information.
Core Services & Objectives
Community Development Department leadership, management, and organizational development
Database and records management, including citywide addressing; public information support
services
Building inspection scheduling coordination
Front counter cashiering/revenue collection
Housing and Climate Action Major City Goals
Implement proactive public engagement tools for projects
Identify and support ideas for continued improvement and development within the Community
Development Department.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $689,798 $623,721 $659,222 6% $678,803 3%
Contract Services $21,302 $3,600 $153,600 4167% $53,600 ‐65%
Other Operating Costs $156,063 $172,805 $181,560 5% $185,260 2%
Total Program $867,164 $800,126 $994,382 24% $917,663 ‐8%
163 Page 377 of 823
Operating Budget Community Development Admin
General Fund
Major City Goal Contributions
The Administrative division supports maintaining complete and accurate records of staff and advisory
body actions and major city goals related to housing and economic stability. The administrative team
oversees the scheduling building inspections for the Building and Safety division to ensure that housing
and business developments continue to progress and provide services to the community.
Opportunities and Challenges
Software and online tools are becoming increasingly important to our efficiencies and efficacy in
supporting the City. The implementation and use of online payments and online scheduling of building
inspections by customers will reduce the volume of calls staff receives. The online services will also allow
the applicant to review plan and inspection notes online rather than calling CDD. The reduction of call
volume will translate to increased time to support of other division’s major city goal objectives. Retaining
qualified people for the workload continues to pose a challenge.
164 Page 378 of 823
Operating Budget Commissions & Committees
General Fund
Commissions & Committees
Program Description
Three commissions, one committee, and an appeal board advise the City Council on planning, building,
and social and human service issues. Community Development Department staff serve as the staff liaison
to all four of these commissions and committees.
Core Services & Objectives
Planning Commission (PC). Implement General Plan, Zoning Regulation, Subdivision Regulation
and Community Design Guideline goals, policies, objectives and standards in plan and project
reviews
Architectural Review Commission (ARC). Implement the Community Design Guidelines in plan
and project reviews
Cultural Heritage Committee (CHC). Help identify and advise on suitable treatment for
archaeological and historical resources
Human Relations Commission (HRC). Advise on matters concerning human health and social
issues
Construction Board of Appeals. Hear and decide appeals of orders, decisions, and determinations
made by the Chief Building Official and serve as the Appeals Board for Disabled Access.
City Objectives. Protect, maintain, and enhance the social and economic values created by past
and present investments in the community by requiring all future development to respect these
traditions and require that all buildings and structures placed on the land respect the natural
landforms, and become a compatible part of the total community environment.
Long Term Financial Stability. Maintain a sustainable City budget and level of services by focusing
on infrastructure maintenance, new revenue sources, and prudent u se of L ocal Revenue M easure
Funds.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $11,426 $26,753 $23,739 ‐11% $23,739 0%
Other Operating Costs $4,087 $24,700 $11,200 ‐55% $11,200 0%
Total Program $15,513 $51,453 $34,939 ‐32% $34,939 0%
165 Page 379 of 823
Operating Budget Commissions & Committees
General Fund
Major City Goal Contributions
Commissions and Committees review and approve entitlements for housing projects, density bonuses,
tract maps, conditional use permits, and affordable housing projects. The planning staff prepares and
oversees reports that study the environmental effects of development projects and identify ways of
avoiding environmental damage (CEQA). Staff reports, attends meetings, and presents the development
proposals to the Commissions and Committees to evaluate for consistency with the City's General Plan,
and all other applicable plans and regulations.
Opportunities and Challenges
Virtual advisory meetings have presented new opportunities to facilitate more streamlined and efficient
meetings, with more control for the chair to preside over the meeting, and ease for staff to share
documents and resources on the screen. However, this also poses a challenge due to accessibility resulting
in a reduction in public comment.
166 Page 380 of 823
Operating Budget Planning
General Fund
Planning
Program Description
The Planning Program assists the community with land use issues and evaluates all types of development
applications (including City‐sponsored p rojects) r elating t o c o mpliance with the City's General Plan, Zoning
Regulations, Subdivision Standards, and other development regulations. Development review also
maintains the City’s development regulations. Reviewing development proposals prior to allowing
construction is a key component of the City’s General Plan implementation strategy. New development
must conform to goals and standards established for housing, economic development, and environmental
protection. Program goals are to 1) assist in achieving desired development in conformance with
established policies, guidelines, standards, and acceptable timeframes; 2) provide timely processing of
applications consistent with State and Local laws and policies; 3) create and maintain enjoyable places to
live, work, and visit; 4) protect the public health, safety and welfare, and 5) create high public awareness
of decisions on planning and environmental issues.
Core Services & Objectives
Residential Development. Support the City’s Housing Program objectives, specifically, facilitate
the approval of housing developments for Margarita Area, Orcutt Area, San Luis Ranch, Avila
Ranch, Froom Ranch, and other sites identifies in the Housing Element and other key infill sites.
Commercial Development. Support the City’s Economic Development Program objectives by
facilitating approval of mixed‐use projects and businesses which bring head‐of‐household jobs to
the community.
Process Improvements. Continue to improve the development review process by implementing
the recommendations of the Department's Organizational Assessment.
Performance Measures. Continue to monitor a comprehensive performance management
system to track the efficiency and effectiveness of permit reviews.
167 Page 381 of 823
Operating Budget Planning
General Fund
Program Budgets
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $894,724 $2,251,417 $1,549,521 ‐31% $1,616,517 4%
Contract Services $139,343 $284,500 $436,595 53% $291,845 ‐33%
Other Operating Costs $19,480 $27,950 $35,200 26% $35,200 0%
Total Program $1,053,548 $2,563,867 $2,021,316 ‐21% $1,943,562 ‐4%
Major City Goal Contributions
The Planning division reviews plan submittals and aims to increase the production of housing options for
all income groups in the community. This includes working with developers and commissions and
committees to align projects with City housing goals and objectives.
Opportunities and Challenges
Opportunities to expand our software and research tools are becoming increasingly important to our efficiencies
and efficacy in supporting the City, Department, and Division goals and objectives. Software that allows customers
to submit plans online will create an opportunity for customers to see progress of their applications in real‐time.
Challenges such as the reliance on non‐profit and for‐profit developers to come forward with
development proposals to increase the supply of housing since the City does not own, manage, or build
affordable housing itself.
168 Page 382 of 823
Operating Budget Engineering
General Fund
Engineering
Program Description
The Engineering Program oversees design and construction of various public works projects build by
private developers for city ownership. These projects typically include additions to the City's water,
wastewater, recycled water storm drain, street, flood protections, and park systems. This program is also
responsible for the review of the design of commercial, industrial, and residential private development
projects for compliance with the Grading Ordinance, Parking & Driveway Standards, site development and
drainage designs.
This program is responsible for verifying plan compliance with Waterway Management Plan Drainage
Design Manual and the adopted Post Construction Stormwater Regulations as promulgated by the
Regional Water Quality Control Board for all private development projects. To ensure public safety, this
program also grants permission for various uses of public right‐of‐way and issues permits accordingly. The
program represents the City as Floodplain Manager and prepares regular responses and reports to Federal
Emergency Management Agency (FEMA) and the public in this regard. The program reviews development
projects for compliance with the Tree Regulations and coordinates with the City Arborist on tree removals,
tree plantings, and tree preservations requirements. The program’s goal is to ensure compliance with the
City's Engineering Standards, Community Stormwater Regulations and to provide for the construction of
safe, effective, and efficient public works which meet established engineering standards and
specifications.
Core Services & Objectives
Development Review. Reviewing parcel maps, subdivision maps, and subdivision construction
plans as required by the Subdivision Map Act; reviewing submittals for private building and
development project plans for compliance with standards; reviewing Planning Applications for
establishment of Mitigation Measures, Conditions and code requirements
Encroachment Permit Review/Issuance. Process all encroachments into the public right‐of‐way,
including: private constructions, construction staging, pedestrian an traffic control plans, utility
installation and repair, news racks, and outdoor dining facilities. C oordinate w ith t he P ublic W orks
Department inspectors regarding plan requirements, project conditions, compliance with City
Engineering Standards, and permit conditions. Monitoring Truck routes and issuing wide‐load
transportation/trucking permits.
Recordkeeping. Preparing and filing record drawings of private and public works construction;
preparing legal descriptions for property transactions; preparing abandonment, easement, and
covenant requests. Document all construction activities, reports, and filings related to the
Floodplain Management Regulations.
Miscellaneous Projects. Coordinating miscellaneous engineering activities, enforcing FEMA
standards which are intended to reduce damage caused by flooding; implementations of National
Pollution Discharge Elimination System (NPDES) initiatives, implementation of the stormwater
ordinance and post construction guidelines being prepared by other departments or divisions.
169 Page 383 of 823
Operating Budget Engineering
General Fund
Participation in neighborhood wellness efforts related to sidewalk upgrades, tree plantings, and
undergrounding of overhead wiring. Downtown vitality efforts relate to private development
projects and the enforcement of our news rack ordinance.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $46,271 $‐ $608,398 ‐ $618,125 2%
Contract Services $68,722 $‐ $57,000 ‐ $57,000 0%
Other Operating Costs $‐ $‐ $13,500 ‐ $13,500 0%
Total Program $114,993 $‐ $678,898 ‐ $688,625 1%
Major City Goal Contributions
The Engineering Division supports the Planning Division entitlement process, Building Division permitting
process, and is the lead for processing subdivision maps and subdivision improvement plans. The most
significant housing development projects have required a subdivision map and related improvement plan
approvals. As such, most of the work of the division supports housing. The housing and construction
industry supports the economy, jobs, and has remained vital throughout the pandemic. The division is
involved in many in‐fill housing projects, mixed‐use projects, and commercial developments that support
recovery and reopening.
Opportunities and Challenges
The Engineering division assists other City departments, divisions, and the development community in the
collaborative contribution to our Major City Goals. The division continues to endeavor to meet established
process cycle times, provide timely encroachment permits, and coordination with other stakeholders,
including the Downtown Association on permits within the downtown core. The challenges include the
development review process, namely the surges in applications and associated activities that are
submitted with limited warning. Keeping up with the workload in a timely manner will continue to be a
challenge. Increasing staffing levels and cross‐training will be important remedies to this challenge.
The Engineering Division supports the Planning Division entitlement process, Building Division permitting
process, and is the lead for processing subdivision maps and subdivision improvement plans. The most
significant housing development projects have required a subdivision map and related improvement plan
approvals. As such, most of the work of the division supports housing. The housing and construction
industry supports the economy, jobs, and has remained vital throughout the pandemic. The division is
involved in many in‐fill housing projects, mixed‐use projects, and commercial developments that support
recovery and reopening.
170 Page 384 of 823
Operating Budget Building and Safety
General Fund
Building and Safety
Program Description
The Building and Safety Division implements the adopted construction codes and other state and local
laws that regulate building construction, use, and maintenance, including disabled access regulations, and
the California Building, Residential, Electrical, Plumbing, Mechanical, Energy, and Green Building Codes.
The program operates a public permit counter responsible for the processing and coordinating of
construction applications which are reviewed by other departments including Public Works, Planning,
Utilities, and Fire, as well as external agencies such as County Environmental Health and the Air Pollution
Control District. Building & Safety is responsible for calculation and collection of all fees at time of
construction permit issuance. The program also includes a major focus on Neighborhood Wellness and
code enforcement to address blight and public nuisances in order to preserve the community's aesthetics,
health and safety, property values, and the quality of life for city residents. Overall program goals are a
safe, accessible, and energy‐efficient build environment that is compliant with all applicable construction
regulations.
Core Services & Objectives
Community Health and Safety. Building inspectors ensure new and remodel construction adheres
to state and local laws for building, electrical, mechanical and plumbing code. Ensure new
development is constructed in accordance with the highest standards of safety and existing
structures are maintained in safe condition. Enforcement and updating of relevant codes.
Permitting Center. Receive and review building permit applications for completeness. Route to
required departments for review. Ensure efficient and timely plan review. Coordination and
collection of building permit fees and impact fees. Permit issuance.
Plan Review. In‐house pre‐application review process for applicants that have complex & mixed‐
use projects for code compliance as well as for other applicants seeking advice and coordinate
with other divisions as needed.
Neighborhood Preservation. Promote and preserve neighborhood wellness by coordinating
proactive code enforcement activities and timely compliance with a variety of regulatory
programs city wide.
Code Enforcement. Investigate potential building code and land use violations in response to
complaints. Enforce fire and life safety codes on public and private property.
171 Page 385 of 823
Operating Budget Building and Safety
General Fund
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $1,274,958 $1,284,865 $1,912,176 49% $1,973,054 3%
Contract Services $962,970 $150,000 $290,000 93% $265,000 ‐9%
Other Operating Costs $31,570 $28,500 $94,468 231% $83,174 ‐12%
Total Program $2,269,498 $1,463,365 $2,296,644 57% $2,321,228 1%
Major City Goal Contributions
The Building and Safety division reviews initial plan submittals and issues permits for all development in
the City, including affordable housing projects and solar permits. The program also manages and tracks
the Clean Energy Choice Reach Code from the beginning to end of a permit application.
Opportunities and Challenges
With the addition of two full‐time Building Permit Technicians, faster processing times and opportunities
to generate additional revenue from permit processing will be realized. Successful recruitments are a
challenge for this program. Two current vacancies with unsuccessful recruitments, along with new
positions listed in the financial plan, will pose a challenge for the department to keep up with workload
demands while keeping costs down with consultant services.
172 Page 386 of 823
Operating Budget Housing Policy & Programs
General Fund
Housing Policy & Programs
Program Description
This section of the Planning Division includes the management, administration, and implementation of
the City’s Housing Element, Inclusionary Housing Program, and federal, state, and local grant and loans
administration. Staff in this program also serve as the liaison to the Human Relations Commission (HRC)
and oversee the streamlined coordination of City homeless services and support. Housing program
activities include: aggressively seeking grants; issuance of low‐interest loans; development of public‐
private housing partnerships, and other types of affordable housing assistance; monitoring and supporting
new and existing deed‐restrictions on units in the City’s Below Market Rate (BMR) portfolio; coordinating
on housing programs with public and private agencies; evaluating non‐identified infill areas for new
residential developments; managing the Community Development Block Grant (CDBG), Affordable
Housing Fund (AHF), and HRC Grants‐in‐Aid (GIA) program; offering technical assistance to other
departments; preparing federal environmental documents associated with housing financing
applications;. Additionally, the Housing Policy & Program section will also provide funding assistance and
policy recommendations to help meet the housing needs of homeless persons in San Luis Obispo. The
goals of these programs are: 1) achieve the City’s housing goals set forth in the General Plan; 2) help
support sheltering programs that meet immediate housing needs of homeless persons; 3) serve as a
liaison to the community and Council, regarding social and human service issues; and 4) monitor and
inform the Council, Advisory Bodies, and the community on policies, achievements, and areas for
improvement impacting the overall health and well‐being of the community.
Core Services & Objectives
Housing Programs Coordination. Coordinate with housing developers to facilitate the production
of affordable housing; develop partnerships (when appropriate) to expand prevalence of
applications for grant and other housing‐related financing and funding programs; BMR portfolio
administration and monitoring; grant and City financing program administration and monitoring
(i.e. CDBG, AHF, GIA); annual housing reporting (i.e. DOF, APR); Housing Element Program
implementation; and staff liaison to the Human Relations Commission (HRC).
Housing Element Implementation. Implement Housing Element policies and programs; facilitate
development of missing‐middle affordable, supportive and transitional housing options; assist
with identifying gaps and financial support for needed infrastructure within associated housing
developments.
Homeless Services Coordination. Enhance City Homeless Team coordination among various key
staff from City Departments and develop a strategic plan to guide City actions; initiate and
participate in regional collaboration efforts and seek out grant opportunities to support regional
solutions to reduce chronic homelessness; support implementation of a Mobile Crisis Unit (MCU)
for outreach to the chronically homeless population, which can be adopted by other agencies and
scaled up to meet the regional need; and continue and work to expand support for funding of
173 Page 387 of 823
Operating Budget Housing Policy & Programs
General Fund
non‐profit social service providers that specialize in services to help people transition into
housing.
Homeless Services Support. Overall administration and management of annual financial
assistance to Community Action Partnership of SLO County (CAPSLO) for ongoing operations and
associated programs at the Homeless Services Center located at 40 Prado Road;
Grant and Loan Administration and Management. Overall program administration and
management of the City’s various grant and loan programs, including the Community
Development Block Grant (CDBG), HRC Grants‐in‐Aid (GIA), and Affordable Housing Fund (AHF).
Support and coordinate with the HRC when appropriate.
Low Income Water and Sewer Customer Subsidy. Coordinate with Utilities and Finance
Departments to continue providing reduced rates for low‐income utility customers.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $‐ $429,831 100% $443,318 3%
Contract Services $‐ $512,152 100% $477,652 ‐7%
Other Operating Costs $‐ $10,000 100% $10,000 0%
Total Program $‐ $951,983 100% $930,970 ‐2%
Major City Goal Contributions
The implementation of the City’s Housing Element and Inclusionary Housing Program are key major city
goal work efforts. The Housing Policy and Programs division continues to work towards developing a
strategic plan to guide city actions to reduce chronic homelessness.
Opportunities and Challenges
The reestablished Housing Policy and Programs division has a specific focus on housing opportunities,
production, affordability and advocating for resources and solutions to homelessness. This includes the
addition of the Housing Programs Manager and the Homelessness Response Manager to aid in
mitigating the situation with regional partners. However, the ongoing changes to State Legislation
related to Housing and Land Use policies that may require periodic amendment and/or update of our
housing policies and programs creates a challenge.
174 Page 388 of 823
Operating Budget Finance
FINANCE
Mission Statement
Safeguarding the City’s resources and fiscal health by
implementing financial policies, procedures, and reporting
systems to serve the citizens and enable operating departments
to achieve their objectives.
About the Department
The Finance Department is responsible for managing the City’s financial operations in accordance with
applicable law, policies, standards, and procedures. This includes the preparation of the City’s budget and
financial reports, administration of the City’s treasury and revenue operations, management of the City’s
fiscal resources, and administration of the accounting functions including indirect City‐wide costs not
easily charged to operating programs or projects. The Department also prepares the City’s audit and its
Comprehensive Annual Financial Report as well as the Popular Annual Financial Report. Lastly, the
Department assists the City Manager’s office in monitoring and reporting on both annual revenues and
expenditures.
175 Page 389 of 823
Operating Budget Finance
The Department at a glance
Staffing
72%
Contract
Services
12%
Other
Operating
Costs
16%
EXPENDITURES BY FUNCTION
Program 2019‐20
Actuals
2020‐21
Budget
2021‐22
Budget
2022‐23
Budget
Finance Administration $434,843 $451,906 $492,719 $492,334
Budgets $151,090 $191,859 $155,510 $185,543
Revenue Management $300,855 $381,120 $410,752 $444,732
Purchasing $133,014 $208,482 $225,183 $236,398
Accounting $770,086 $821,057 $906,663 $932,335
Non‐Departmental (Citywide) $605,465 $944,474 $730,358 $2,161,928
Total Finance $2,395,353 $2,998,897 $2,921,186 $4,453,272
2021‐22 2022‐23
Existing FTEs 13 13
Additional FTEs (per SOBCs) 2 2
Supplemental/Contract FTEs .5 .5
TOTAL 15.5 15.5
176 Page 390 of 823
Operating Budget Finance
Department Organizational Chart1
1 Does not include supplemental or contract positions.
Finance
(15.00 FTE)
Finance
Financial
Administration
(3.00 FTE)
Accounting
(6.30 FTE)
Budgets
(1.20 FTE)
Purchasing
(2.00 FTE)
Revenue
Management
(2.5 FTE)
Citywide
Support Services Nondepartmental
177 Page 391 of 823
Operating Budget Finance
Operating Budget Changes
SOBC Description Type 2021‐22 2022‐23
1
Financial Specialist ‐
Payroll
(reclassification)
Reclassification of an existing
Accounting Assistant to a Payroll
Specialist for account for the
increased workload and higher level
duties.
Ongoing $ 3,520 $ 3,566
2
MOTION Subject
Matter Expert (.5
FTE Supplemental)
This request is for a subject matter
expert to help continue the
implementation and enhancement of
the Oracle ERP system in support of
relevant, accurate and timely
accounting processes.
One‐time $ 34,017 $ 35,568
3 Cannabis Auditing
Resources
This request is to augment the current
budget for annual Cannabis audits
required for local Cannabis
businesses. This ongoing requests
assumes all business are open by FY
22‐23.
Ongoing $ 18,000
4 Accounting
Assistant (1 FTE)
These requests are to right‐size the
finance department resources in line
with the growth of the City and the
workload associated with protecting
the City's financial stability. These
positions are vital to track and
account for the additional measure G‐
20 revenue that the City will be
managing. (MCG 1.5 b)
Ongoing $ 68,004 $ 71,106
5 Financial Specialist ‐
Accounting (1 FTE) Ongoing $ 73,882 $ 77,281
6
Reallocate
Supplemental
Resources to
Ongoing FTE
Ongoing $(25,157) $ (25,759)
TOTAL $154,266 $ 179,762
178 Page 392 of 823
Operating Budget Finance
2021‐23 Department Goals
Department strategic priorities for the 2021‐23 Financial Plan are to support the advancement of the City’s
overall objectives tied to Major City Goals, Department Strategic Plans, and other priorities as they may
arise. These goals are in addition to ongoing community program services assigned to an internal services
department (listed in program sub‐sections).
Strategic Goal(s)
Continue to monitor the City’s unfunded liabilities for the pension and
retiree health plan and make recommendations as needed to achieve the
City Council directed goal to reduce the pension unfunded liabilities and
maintain the retiree health plan.
In coordination with Information Technology and Human Resources,
continue to enhance and utilize the Oracle ERP and Human Resources
Management System in support of accurate and timely accounting
processes and reporting.
In coordination with the Office of Sustainability and administration,
continue to enhance the City’s purchasing policy to support Climate
Action, DEI, and the Local Economy.
Performance Measures
Performance measures are designed to determine accountability, improve service quality, allocate
resources, and evaluate departmental performance in meeting San Luis Obispo’s goals and objectives.
Objective Measure 2019‐20
Actual
2020‐21
Target
2021‐22
Target
2022‐23
Target
Enables & enhances
transparency, accountability
& integrity.
Strategic Goal: Fiscal Policies
# of calendar days following
year‐end until CAFR is issued 180 180 170 170
# of audits/reviews
conducted/ # of additional
agreed upon procedure audits
performed
2/2 2/1 2/2 2/2
Protects & prudently
manages its financial
resources.
Strategic Goal: Fiscal Policies
# of funds within fund balance
requirements/ total funds with
fund balance requirements
8/8 8/8 8/8 8/8
Net direct debt per capita
(General Fund) $59 $59 $44 $44
Twelve‐month total rate of
return/City portfolio 4.79% 3.9% 3% 3%
Economic Stability Housing Climate Action DEI Other Department Objectives
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Finance Administration
Operating Budget
General Fund
Finance Administration
Program Description
This program leads, organizes, and monitors the divisions within the Finance Department. It is
responsible for managing the City’s treasury function and financial o perations i n a ccordance with
established accounting standards, policies and strategic plans.
Core Services & Objectives
Be a p roactive p articipant i n c itywide s trategic p lanning a nd d ecision‐making adding value
as a provider of financial strategy advice, analysis, auditing, and investment and debt
management.
Continue developing and implementing operation efficiencies and best practices.
Fiscal policy advice and guidance.
Department Administration and Leadership.
Manage cash flow and invest cash in accordance with established policies and procedures.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $352,116 $418,806 $439,619 5% $459,234 4%
Contract Services $61,299 $12,500 $32,500 160% $12,500 ‐62%
Other Operating Costs $21,429 $20,600 $20,600 0% $20,600 0%
Total Program $434,843 $451,906 $492,719 9% $492,334 0%
Major City Goal Contributions
The Finance Department supports all Major City Goals by providing timely and regular reporting to the
City Council and the community on status and progress of the strategic goals. The department has a
integral role in the Economic Stability goal and its strategic approach to pension obligations and funding.
Opportunities and Challenges
The fiscal situation brought on by the worldwide pandemic offers its unique challenges as well as
opportunities in a low‐interest rate environment. Finance Administration is at the forefront of investment
and debt issuance strategies which will both be strategically pursued to best serve the long‐term fiscal
health of the City.
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Budget
Operating Budget
General Fund
Budget
Program Description
The Budget Program is responsible for citywide coordination of the development and preparation of the
City’s two‐year Financial Plan budget, the Supplemental Budget and corresponding quarterly and mid‐
year reports to the City Council. The Financial Plan allocates the City’s resources to achieve the highest
priority objectives established by Council. The program is responsible for implementation of budgetary
controls and financial reporting and compliance with adopted Financial Plans and budget appropriations.
Core Services & Objectives:
Lead development and preparation of the two‐year Financial Plan in accordance with Council
adopted highest priorities and fiscal policies.
Evaluate, monitor, and produce reports documenting the City’s financial progress for internal
customers and for presentation to the City Council every three months.
Manage and update the five‐year budget forecast for all major funds and prepare periodic
revenue and expenditure estimate updates.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $138,451 $167,359 $153,010 ‐9% $161,043 5%
Contract Services $10,877 $22,000 $‐ ‐100% $22,000 ‐
Other Operating Costs $1,762 $2,500 $2,500 0% $2,500 0%
Total Program $151,090 $191,859 $155,510 ‐19% $185,543 19%
Opportunities and Challenges
As the City recovers from the pandemic, the Budget division will need to continue to closely monitor
revenues and expenditures and ensure a sustainable and balanced budget. With the full implementation
of a new budgeting software ready in FY 21‐22, staff hopes to be able to improve the budgeting process
internally and increase transparency with the use of an online publicly accessible budget portal.
181 Page 395 of 823
Revenue Management
Operating Budget
General Fund
Revenue Management
Program Description
The Revenue Management Program administers the City’s treasury and revenue operations in accordance
with established fiscal policies and industry best practices. It provides day‐to‐day cashier service to City
customers and is proactive in developing automated features and conveniences for an efficient revenue
collection.
Core Services & Objectives
Ensure Fiscal Sustainability and Responsibility
Administer the Finance public counter and daily cashiering duties such as deposits and invoices.
Promote and enhance electronic payment options for customers.
Administer the City’s Business tax and license program.
Monitor receipts of local revenues and initiate effective collection strategies to ensure that
revenues and taxes are paid by those who are obligated to pay them.
Manage collection programs for Transient Occupancy Tax, Utility User Tax, , and Cannabis Tax.
Coordinates the annual update and periodic changes to the Master Fee Schedule, ensuring that
customers are being charged the Council‐approved rate.
Provides revenue analytics and forecast updates on a monthly basis.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $197,328 $216,380 $254,812 18% $264,792 4%
Contract Services $94,336 $148,540 $139,740 ‐6% $163,740 17%
Other Operating Costs $9,191 $16,200 $16,200 0% $16,200 0%
Total Program $300,855 $381,120 $410,752 8% $444,732 8%
Opportunities and Challenges
The Revenue Management Program is updating the City’s Revenue Management Manualto allow for day‐
to‐day operational efficiencies and the training of new employees. The division continues its transactional
data analysis which will drive future decisions on cash flow levels and liquidity for use in investments and
acquisitions.
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Purchasing
Operating Budget
General Fund
Purchasing
Program Description
The Purchasing Program is responsible for supporting and facilitating the timely and efficient procurement
of supplies, materials, equipment, and services required by City Departments while ensuring compliance
to City Policies, applicable government regulations, and best practices in public sector procurement to
obtain the lowest cost while maintaining appropriate internal controls. The program aids all departments
in their purchasing activities.
Core Services and Objectives:
Responsible for City purchasing and contracting policies to effectuate more efficient and
standardized purchasing procedures for citywide implementation.
Oversee City purchasing and ensure compliance with all applicable laws, regulations, and policies.
Develop and maintain standards and procedures for purchasing activities for all departments.
Maintain best practices in purchasing to ensure responsible use of City funds.
Administer City contracts, assist in contract negotiations, and performance compliance.
Provide quality service, analytical support and information regarding procurement and
contracting to all departments.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $132,511 $195,472 $206,973 6% $218,188 5%
Contract Services $‐ $8,510 $13,710 61% $13,710 0%
Other Operating Costs $503 $4,500 $4,500 0% $4,500 0%
Total Program $133,014 $208,482 $225,183 8% $236,398 5%
Opportunities and Challenges
Purchasing is updating the City’s purchasing policy to reflect lessons learned since Oracle ERP go‐live.
Suggested revisions will allow for more operational efficiencies across all departments.
Purchasing is updating the City’s sustainable purchasing policy to support the City’s Climate Action goals
to assist with the impact of purchased products onthe enviroment, , human health, and social standing.
183 Page 397 of 823
Accounting Operating Budget
General Fund
Accounting
Program Description
The Accounting Program prepares citywide financial statements, ensures integrity of financial data,
processes accounts payable and payroll, and prepares financial reports in compliance with Federal and
State regulations. The Program is responsible for developing and monitoring the reporting systems that
help assure the City’s long‐term fiscal health, providing quality customer service, and protecting the City’s
financial assets from unauthorized use.
Core Services and Objectives:
Provide accurate and timely financial reports to internal and external stakeholders.
Process timely cash disbursements to City business partners.
Maintain City employee payroll records and meet payroll disbursement and reporting deadlines.
Provide general oversight over the City’s investments, banking, and debt services.
Manage banking services and debt service administration.
Provides General Accounting services to the organization and monitors compliance with
accounting standards, policies and best practices.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $660,051 $651,937 $736,543 13% $762,215 3%
Contract Services $106,993 $159,020 $160,020 1% $160,020 0%
Other Operating Costs $3,041 $10,100 $10,100 0% $10,100 0%
Total Program $770,086 $821,057 $906,663 10% $932,335 3%
Opportunities and Challenges
Completing the implementation of all aspects of the Oracle Motion system, such as bank reconciliation
and accounts payable scanning, will provide challenges to workload and staffing resources that will need
to be involved in the deployment of the system while simultaneously providing ongoing operations.
Appropriate resource have been approved in this budget as these i nvestments w ill r esult i n m ore e fficient,
effective, and accurate day‐to‐day operations in the long‐term.
184 Page 398 of 823
Finance
Non-Departmental
Operating Budget
General Fund
Support Services & Non‐Departmental Expenses
Program Description
The Support Services and Non‐Departmental Program accounts for indirect Citywide costs not easily
charged to operating programs or projects. The Finance Department is responsible for disbursing the
allocated budget according to established policies.
Core Services and Objectives:
Effective budgeting, disbursement, and accounting for Citywide costs in accordance with adopted
City policies
Budget is allocated for:
Citywide copier maintenance and supplies.
Citywide postage and mailing supplies.
Citywide membership and conference fees for the League of California Cities.
Ventures and Contingency Funding for use at the City Manager’s discretion to support innovative
proposals.
General Fund leave payouts and staffing related contingency funds.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $5,688 $541,285 $307,658 ‐43% $1,739,228 465%
Contract Services $438,461 $333,189 $352,700 6% $352,700 0%
Other Operating Costs $599,777 $403,189 $422,700 5% $422,700 0%
Total Program $1,043,927 $1,277,663 $1,083,058 ‐15% $2,514,628 132%
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Operating Budget Fire
FIRE
Mission Statement
To enhance and protect the lives, environment, and property of
our community and its visitors.
About the Department
In addition to providing exceptional and compassionate emergency response, the Fire Department
embraces inclusive fire prevention and education strategies that includes fire and life safety inspections,
plan review services, fire/arson investigation, fire safety and public safety education, and disaster
preparedness classes. The Fire Department has automatic and mutual aid agreements with surrounding
departments, California Office of Emergency Services, and the Los Padres National Forest. With the values
of Service, Loyalty, Ownership, Family, Integrity, Respect and Excellence the Department’s vision is to be
a progressive organization that leads the community in public safety and preparedness demonstrated
through an unwavering commitment to the protection of lives, property, and our environment. The
service we provide will be of the highest quality recognized against local, state, and federal standards.
187 Page 401 of 823
Operating Budget Fire
The Department at a glance
Staffing
94%
Contract
Services
1%
Other Operating
Costs
5%
EXPENDITURES BY FUNCTION
Program 2019‐20
Actuals
2020‐21
Budget
2021‐22
Budget
2022‐23
Budget
Fire Admin $936,461 $1,041,211 $1,032,267 $1,233,678
Emergency Response $10,175,128 $10,129,843 $10,721,361 $11,074,406
Hazard Prevention $885,601 $825,723 $865,767 $898,617
Training Services $73,793 $140,550 $392,673 $381,076
Recruit Academy $‐ $32,000 $137,200 $‐
Fire Apparatus Services $379,185 $401,966 $466,149 $474,223
Fire Station Facility Support $30,106 $37,625 $44,955 $42,305
Mobile Crisis Support $‐ $300,000 $300,000
Disaster Preparedness and
Assistance $62,052 $6,860 $37,175 $37,175
Fire Total $12,542,326 $12,615,778 $13,997,547 $14,441,480
2021‐22 2022‐23
Existing FTEs 56.5 57.5
Additional FTEs (per SOBCs) 1 1
Supplemental/Contract FTEs 1.75 1.75
TOTAL 60.25 60.25
188 Page 402 of 823
Operating Budget Fire
Department Organizational Chart1
1 Does not include supplemental or contract employees.
Fire
(57.50 FTE)
Administration
Fire
Administration
(4.00 FTE)
Emergency
Response
Emergency
Response
(45.00 FTE)
Recruit Academy
Training Services
(1.00 FTE)
Fire Apparatus
Services
(2.00 FTE)
Hazard
Prevention
Hazard
Prevention
(5.50 FTE)
Disaster
Preparedness &
Assistance
189 Page 403 of 823
Operating Budget Fire
Operating Budget Changes
SOBC Description Type 2021‐22 2022‐23
1 Fire Station
Generator
Maintenance ‐
Moved from Public
Works
This request is to transfer $8,300 in
budget from Public Works Fleet
Division to Fire Apparatus Services
to maintain fire station generators
due to newly agreed upon Service
Level Agreement between the Fire
Department and Public Works.
Ongoing $0 $0
2 Recruit Academy
Overtime Reduction
‐ Training/Safety
Captain Offset
Reduction in bi‐annual overtime
amount due to the hiring of a full‐
time Fire Training Captain (LRM
Funded)
Ongoing ‐$67,775 $0
3 Technical Rescue
Team Expansion
This request is to fund the increase
of the City's Technical Rescue Team
roster from 3 to 6 firefighters to
improve the City's open space
rescue capabilities and improve self‐
sufficiency following the first 72
hours of a regional disaster such as
earthquake or flood where
resources are often limited. Costs of
the roster increase include training,
PPE and salary pay incentives. This
is not an increase in FTEs, but rather
increasing the capabilities of
existing staff members.
Ongoing $17,850 $9,150
4 Pilot: Mobile Crisis
Unit
The Mobile Crisis Unit includes a
social worker paired with an
Emergency Medical Technician. The
unit will be dispatched to non‐
emergency calls for service
involving unhoused residents and is
intended to improve residents'
ability to access needed social
services and reduce law
enforcement and paramedic
response in non‐emergency
situations, when possible.
One‐time $300,000 $300,000
190 Page 404 of 823
Operating Budget Fire
5 Fire Intern Program Request to implement a Fire Intern
Program that serves all areas of the
department. Staff will focus intern
recruitment on younger individuals
in the community that do not
traditionally seek the fire service
out as a career and used as a tool to
improve diversity within the
Department. The department has a
strong history of hiring previous
interns for full time positions in the
department and an intern program
would improve the department's
ability to increase diversity within
the department's permanent
position ranks.
One‐time $22,691 $23,257
6 Training and Permit
Compliance
Software
This request is to fund the costs of
Lexipol software which ensures
policy compliance and tracking for
emergency response staff. Lexipol
software helps reduce liability for
the department to ensure
department polices are in‐line with
regional, state and national
standards and includes the ability to
ensure all personnel that are
impacted by the policy have read it.
One‐time $11,169 $9,369
7 Mobile Eyes
Software
This request is to fund the ongoing
costs of a mobile fire inspection
software that the Fire Department
implemented in FY2021. The fire
department was able to secure one‐
time funding to implement the
software and now need ongoing
budget to fund the annual service
costs. The new software has
eliminated significant inefficiencies
including paper records that require
manually entry after an inspection
has occurred.
Ongoing $12,200 $12,200
SOBC Description Type 2021‐22 2022‐23
191 Page 405 of 823
Operating Budget Fire
8 Public Safety
Equipment
Replacement Project
This request is for the ongoing
contribution amount for the Public
Safety Equipment Replacement
Sustainability Project that was
established and funded beginning in
FY20. The project funds the
replacement of essential personal
protective equipment (PPE), and
critical gear such as cardiac
monitors/AEDs, rescue equipment
and fire hose/nozzles. The initial
funding covered the first three
years of the project until the
project's annual contribution
amount levels out after near term
equipment replacement needs take
place.
Ongoing $0 $177,499
Suppression Staff
Training Support
This request is to support the fire
department's ability to carry out
essential training to protect the
health and safety of both
firefighters and the community. A
training/safety captain is needed to
deliver a consistent and effective
training program. Additionally, the
Training/Safety Captain will
increase needed capacity for the
Deputy Fire Chief and
Administration staff to focus on
emergency management duties for
the City including City training,
certification, policy management
and public preparedness education.
The added Training/Safety Officer
will result in a reduced need for
overtime budget that was previously
utilized to pull a fire captain away
from normal duties to run the
recruit academy. The overtime
savings will be realized every other
year moving forward as the recruit
academy is budgeted every other
year. Live‐fire training facility
improvements are needed to ensure
live‐fire trainings are both frequent
and sustainable and the injury
reduction program funding is
9 Fire Training/Safety
Captain
Ongoing $191,276 $191,276
10 ER Live‐Fire Training
Improvements
One‐time $20,045 $17,570
11 Injury Reduction
Program
Ongoing $18,000 $18,000
SOBC Description Type 2021‐22 2022‐23
192 Page 406 of 823
Operating Budget Fire
needed to further the reduction of
on job injuries related to Musculo‐
skeletal injuries.
12 Recruit Academy
Support
This request is to fund additional
background investigations and
purchase additional personal
protective equipment for fire
recruits selected for the
department's planned recruit
academy in FY 2022. The
department's base budget for the
recruit academy budgets for four
recruits and the department is
anticipating a larger than normal
academy size of six to seven.
One‐time $29,000 $0
13 Emergency
Management
Services
In the absence of a full‐time
emergency manager, this request is
to support emergency management
services both FY2022 and FY2023.
This funding will help provide key
staff with Emergency Operation
Center (EOC) position specific
training, EOC readiness and City
costs associated with the FEMA
Emergency Management Institute
Community Specific Training Course
in Emmitsburg, MD awarded to the
City in 2019 and scheduled for
calendar year 2022.
One‐Time $30,000 $30,000
TOTAL $584,456 $788,321
SOBC Description Type 2021‐22 2022‐23
193 Page 407 of 823
Operating Budget Fire
2021‐23 Department Goals
Department strategic priorities for the 2021‐23 Financial Plan are to help advance the City’s overall goals
tied to Major City Goals, Department Strategic Plans, and other priorities as they may arise. These goals
are in addition to ongoing community program services (listed in program sub‐sections).
Strategic Goal(s)
In coordination with Public Works and Human Resources, continue t o e nhance t he
department’s diversity, equity, and inclusion through improvements to fire
station facilities, firefighter recruitment and training.
In coordination with the Office of Sustainability, continue to reduce the
department’s carbon footprint to support Climate Action through best practices
and thoughtful replacement of department apparatus resources.
In coordination with Community Development and Administration, implement
mobile health care response model to connect services to unhoused residents and
visitors in the City.
Continue the implementation of the five strategic directions identified in the
Department’s Annual Operational Plan as part of the 5‐Year Strategic Plan by
connecting with our community, continuously evaluate programs and service
delivery, analyze relevant data to inform decision making, improve organizational
culture, sustainability, and health, and support fiscal sustainability in department
operation.
194 Page 408 of 823
Operating Budget Fire
Performance Measures
Performance measures are designed to determine accountability, improve service quality, allocate
resources, and evaluate departmental performance in meeting San Luis Obispo’s goals and objectives.
Objective Measure 2019‐20
Actual
2020‐21
Actual2
2021‐22
Target
2022‐23
Target
Deliver Timely
Emergency
Response to ensure
rapid care and
hazard mitigation.
Strategic Goal:
Other Department
Objectives
Meet the Response Time objective as
defined by General Plan
Safety Element of 4 minutes to 95% of all
lights‐and‐siren
emergencies in the City.
6:05 6:17 4:00 4:00
Meet the Total Response Time (TRT) goal
of 7 minutes or less to 90% of all lights‐
and‐siren emergencies in the City as
defined by the Department’s Master Plan.
TRT Includes Call Processing Time,
Turnout Time, and Travel Time.
8:25 8:27 7:00 7:00
Meet the Call Processing Time goal
of 1 minute or less to 90% of all lights‐
and‐siren emergencies in the City as part
of TRT.
1:57 2:01 1:00 1:00
Meet the Turnout Time goal
of 2 minutes or less to 90% of all lights‐
and‐siren emergencies in the City as part
of TRT.
3:10 3:11 2:00 2:00
Meet the Travel Time goal
of 4 minutes or less to 90% of all lights‐
and‐siren emergencies in the City as part
of TRT.
6:05 6:15 4:00 4:00
Provide timely
service to the
development
community.
Strategic Goal:
Housing
% of Fire Department Development
Review activities
completed within published cycle times.
62% 67% 80% 80%
2 2020/21 Actuals are July 1, 2020 through March 15, 2021.
Economic Stability Housing Climate Action DEI Other Department Objectives
195 Page 409 of 823
Fire Administration
Fire Department
Core Services & Objectives
Provide responsive, effective, and efficient fire department emergency service programs
Develop well planned, long‐term sustainability focus for fire department personnel, service,
facilities, equipment, and organization
Department Administration and Leadership
Public Information and support services
Human resource recruitment, testing and management
Fiscal and contract management
Disaster preparedness and document management
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $785,925 $855,232 $824,380 ‐4% $843,017 2%
Contract Services $5,809 $4,400 $5,750 31% $5,550 ‐3%
Other Operating Costs $144,727 $181,579 $202,137 11% $385,111 91%
Total Program $936,461 $1,041,211 $1,032,267 ‐1% $1,233,678 20%
Major City Goal Contributions
The fire department is requesting a significant operating budget change to implement a new fire intern
program in support the City’s Diversity, Equity, and Inclusion Major City Goal. The intern program will seek
young individuals in the community that do not traditionally seek the fire service out as a career. The
department has a strong history of hiring previous interns for full time positions in the department and
staff would like to use this as a recruitment tool to improve diversity within the department's ranks.
Fire Administration
Program Description
The Fire Administration program provides strategic leadership to the organization through planning,
directing and evaluating all Fire Department programs and their activities.
196 Page 410 of 823
Emergency Response
Fire Department
Operating Budget
General Fund
Emergency Response
Program Description
The Emergency Response Program is responsible for protecting life, the environment, and property by
responding to a wide variety of all‐risk emergencies, including, but not limited to: medical emergencies,
structure fires, vegetation fires, hazardous materials incidents, vehicle fires/accidents, flooding, utility
emergencies, and a wide range of urgent public assists.
Core Services & Objectives
Deliver Timely Response
Provide exceptional Emergency Medical Services (EMS) including Advanced Life Support
Provide effective weight of response personnel for initial attack on all types of fires
Provide effective incident response to protect life and limit environmental damage caused by
release of hazardous materials
Minimize property damage through quick and efficient incident mitigation
Provide exceptional fire protection efforts to limit the cause and spread of fire
Provide modern technical rescue such as vehicle extrication and care of victims trapped in
wrecked vehicles, collapsed buildings, swift water rescues, trench rescue and
trail/cliffside/open space
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $10,030,164 $9,988,492 $10,570,093 6% $10,922,638 3%
Contract Services $13,063 $13,120 $15,175 16% $16,175 7%
Other Operating Costs $131,902 $128,231 $136,093 6% $135,593 0%
Total Program $10,175,128 $10,129,843 $10,721,361 6% $11,074,406 3%
Major City Goal Contributions
The fire department is requesting a significant operating budget change to expand the roster of the
Department’s Technical Rescue Team to support the Open Space component of the Major City Goal of
Climate Action, Open Space, & Sustainable Transportation. The requested funding will allow the
department’s technical rescue specialty trained staff to increase from 3 to 6 members. This change will
improve City’s ability to serve those who encounter emergencies while out in the growing Open Space
areas.
197 Page 411 of 823
Hazard Prevention
Fire Department
Operating Budget
General Fund
Hazard Prevention
Program Description
The Hazard Prevention Program prevents injury and loss of life, property and the environment damaged
by fire, explosion or exposure to hazardous materials.
Core Services & Objectives:
Reduce and/or eliminate fire hazards and investigate fires in buildings, properties and equipment
through plan review and safety inspection services.
Participate in the County Certified Unified Program Agency (CUPA) program to track, inspect, and
increase safety related to hazardous materials.
Expand public awareness about the dangers of fire and hazardous materials.
Conduct thorough Fire and life safety inspections and abatement.
Conduct Fire investigation cause and origin determination, support SLOPD for Arson
Investigations.
Conduct Hazardous material inspection and abatement.
Provide prompt building plan review and construction inspections.
Ensure proper Hazardous waste removal and disposal.
Provide modern Fire Prevention Education.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $813,684 $770,773 $796,186 3% $828,275 4%
Contract Services $33,556 $4,500 $1,500 ‐67% $1,500 0%
Other Operating Costs $38,361 $50,450 $68,081 35% $68,842 1%
Total Program $885,601 $825,723 $865,767 5% $898,617 4%
198 Page 412 of 823
Training Services
Fire Department
Operating Budget
General Fund
Training Services
Program Description
The Fire Training Program schedules, coordinates, and documents both in‐house and outside training and
certification for fire department staff. The program also works to maintain and improve the health fitness
of fire department employees. The overall program goal is to provide and support highly qualified, well
trained, safe, healthy, and fit employees.
Core Services & Objectives
Provide and support highly qualified, well‐trained employees to maintain safety, good health, and
fitness among fire department staff.
Provide high quality and modern in‐service training delivery on All‐Risk incident topics.
Support external training opportunities for State Fire and CICCS Training Certifications.
Continue to improve on the functional fitness injury reduction program.
Provide required safety training to all employees including after action reporting.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $‐ $62,700 $261,276 317% $259,926 ‐1%
Contract Services $25,034 $29,000 $47,852 65% $48,730 2%
Other Operating Costs $48,760 $48,850 $83,545 71% $72,420 ‐13%
Total Program $73,793 $140,550 $392,673 179% $381,076 ‐3%
199 Page 413 of 823
Recruit Academy
Fire Department
Operating Budget
General Fund
Recruit Academy
Program Description
The Recruit Academy Program is responsible for coordinating and completing the training of new hire
firefighters.
Core Services & Objectives
Conduct ten‐week task‐based recruit‐training for all new hire firefighters
Outfit all firefighter recruits with proper personal protective equipment (PPE)
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $‐ $32,000 $46,900 47% $‐ ‐100%
Contract Services $‐ $‐ $18,000 ‐ $‐ ‐100%
Other Operating Costs $‐ $‐ $72,300 ‐ $‐ ‐100%
Total Program $‐ $32,000 $137,200 329% $‐ ‐100%
200 Page 414 of 823
Fire Apparatus Services
Fire Department
Operating Budget
General Fund
Fire Apparatus Services
Program Description
The Fire Apparatus Program performs fire apparatus services, maintenance, and repair of light and
heavy fire apparatus and vehicles.
Core Services & Objectives
Perform all required maintenance on light and heavy fire vehicle apparatus and vehicles and
related equipment
Maintain all apparatus and equipment in sound working order
Maintain all fire station generators in sound working order
Oversee annual inspections of both ground and aerial ladders
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $227,250 $212,186 $259,876 22% $267,650 3%
Contract Services $8,384 $13,980 $24,235 73% $27,235 12%
Other Operating Costs $143,551 $175,800 $182,038 4% $179,338 ‐1%
Total Program $379,185 $401,966 $466,149 16% $474,223 2%
201 Page 415 of 823
Fire Station Facilities Support
Fire Department
Operating Budget
General Fund
Fire Station Facilities Support
Program Description
Fire Stations Facilities Support manages and maintains the City’s four fire station facilities, their grounds
and miscellaneous related equipment, appliances, and furnishings.
Core Services & Objectives
Maintain safe, functional, attractive, and energy efficient fire stations.
Work closely with the Public Works Department to facilitate building repairs and landscape
maintenance.
Minor facilities maintenance
Public Access Automatic External Defibrillators (AED) maintenance
Fire Mapping Program
Fire Radio System and Equipment
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $‐ $730 $630 ‐14% $630 0%
Contract Services $3,392 $8,020 $6,450 ‐20% $12,800 98%
Other Operating Costs $26,714 $28,875 $37,875 31% $28,875 ‐24%
Total Program $30,106 $37,625 $44,955 19% $42,305 ‐6%
202 Page 416 of 823
Operating Budget
General Fund
Disaster Preparedness & Assistance
Fire Department
Disaster Preparedness & Assistance
Program Description
The Disaster Preparedness Program has three areas of focus: 1) ensures that City personnel can provide
appropriate rescue and relief services following a major disaster such as earthquake, flood, nuclear power
accident, hazardous material spill, wildland fire and pandemics: 2) provides information and education on
disaster preparedness, and fire safety to the general public: and 3) provides assistance to communities
outside of the City of San Luis Obispo as part of the State’s Mutual Aid system.
Core Services & Objectives
Provide disaster response training to City employees.
Maintain up‐to‐date hazard mitigation and disaster response plans.
Provide outreach and education to residents and businesses in disaster and emergency
preparedness.
Participate in the State’s Mutual Aid response system.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $‐ $3,460 $3,360 ‐3% $3,360 0%
Contract Services $37,486 $‐ $30,000 ‐ $30,000 0%
Other Operating Costs $24,566 $3,400 $3,815 12% $3,815 0%
Total Program $62,052 $6,860 $37,175 442% $37,175 0%
203 Page 417 of 823
Mobile Crisis Support Operating Budget
General Fund
Mobile Crisis Support
Program Description
Mobile Crisis Support is a pilot program for the Fire Department newly established for the 2021‐23
Financial Plan. The pilot program establishes a Mobile Crisis Unit which is staffed with a social worker
paired with an Emergency Medical Technician and will be dispatched to non‐emergency calls for service
involving unhoused residents and community members in crisis.
Core Services & Objectives
Provide crisis support to unhoused residents.
Improve unhoused resident access to needed social services.
Reduce law enforcement and paramedic response in non‐emergency situations when possible.
Improved patient care; reduced emergency room transports.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $91,612 ‐ $95,014 4%
Contract Services $105,335 ‐ $105,335 0%
Other Operating Costs $103,053 ‐ $99,651 ‐3%
Total Program $300,000 ‐ $300,000 0%
Contributions to Major City Goal Objectives
In partnership with the community development and police departments, the fire department is
requesting a significant operating budget change to create a two‐year Mobile Crisis Unit pilot program.
The establishment of this program is aligned with the City’s Major City Goal of Housing and Homelessness
and is intended to provide needed support to the unhoused residents of San Luis Obispo while also
reducing the strain on emergency services staff within the Fire and Police Departments. During the pilot
period of FY22 and FY23 staff will monitor and analyze the effectiveness and long‐term viability of the
program. The results will help shape potential ongoing budget requests as part of the 2023‐25 Financial
Plan.
204 Page 418 of 823
Operating Budget Human Resources
HUMAN RESOURCES
Mission Statement
Helping employees realize their full potential so they can
effectively serve our community.
About the Department
The Human Resources Department provides support to all City departments through programs: Human
Resources Administration, Risk Management, and Wellness. The services provided under the Human
Resources Administration program include coordination of recruitment and selection processes;
classification and compensation; labor relations and negotiations; performance management; employee
training and development; and employee benefit administration. Services provided in the Risk
Management program include liability and property claims administration; workers' compensation
administration; employee safety and compliance; and insurance review. The Wellness program promotes
a healthy organization through the Employee Assistance Program and various education and wellness
activities.
205 Page 419 of 823
Operating Budget Human Resources
The Department at a glance
1 The administrative risk management costs have b een absorbed in the human resources administration cost center.
Staffing
74%
Contract
Services
23%
Other Operating Costs
3%
EXPENDITURES BY FUNCTION
Program 2019‐20
Actuals
2020‐21
Budget
2021‐22
Budget
2022‐23
Budget
Human Resources Admin $1,217,672 $1,317,975 $1,683,438 $1,665,812
Risk Management1 $5,402 $15,200 $‐ $‐
Wellness $3,114 $17,411 $17,411 $17,411
Human Resources Total $1,226,188 $1,350,586 $1,700,849 $1,683,223
2021‐22 2022‐23
Existing FTEs 6 6
Additional FTEs (per SOBCs) 4 4
Supplemental/Contract FTEs .5 .5
TOTAL 10.5 10.5
206 Page 420 of 823
Operating Budget Human Resources
Department Organizational Chart2
2 Does not include supplemental or contract positions.
Human
Resources
Human
Resources
(10.00 FTE)
Risk
Management
Wellness
207 Page 421 of 823
Operating Budget Human Resources
Operating Budget Changes
SOBC Description Type 2021‐22 2022‐23
1 Pay Equity Audit This request will allow the Human
Resources Department to conduct
an internal pay equity audit through
use of consultant support. This
project is in support of the Major
City Goal of Diversity, Equity, and
Inclusion.
One‐time $30,000
2 Onboarding software This request provides funding for
onboarding software. The
onboarding software allows the
Human Resources Department to
effectively communicate with new
hires, and efficiently track that the
onboarding process is fully
complete.
Ongoing $11,000 $11,500
3 HR Reorganization to
support
organizational
demands
Additional 1.5 Human Resources
Analyst II to support demands and
complexities of the citywide
organization. 0.5 FTE is for a leave
and benefits focus. 1.0 FTE is for
support for labor negotiations, meet
and confer, performance
management, and general high‐level
analytics of changing legislation and
regulations.
Ongoing $165,589 $172,175
4 Convert 2.5 FTE
Contract staff to
Regular staff
Convert contract staff that have
been retained for the past five
years. Support includes: 1 FTE for
employee data entry, transferred
from Finance to HR and increased
with system capabilities. 1 FTE for
general administrative support, as
the previous admin support is now
dedicated to the benefits module.
0.5 FTE to support leave and
worker's comp administration.
Ongoing $192,106 $195,246
5 Office furniture to
support New Staff
This request is for an office
reorganization and additional
furniture/equipment to support
staff.
One‐time $34,000
6 Compensation Study This request is to fund consultant
support for a compensation study.
One‐time $30,000
208 Page 422 of 823
Operating Budget Human Resources
7 Transition to
electronic files
This request is to hire a scanning
company to transition files from
paper to electronic.
One‐time $11,000
8 Increased tuition
reimbursement
Funding to bring the total tuition
reimbursement budget in line with
recent historical averages.
Ongoing $7,500 $7,500
9 Increases to
recruitment‐related
expenses
Increases to recruitment‐related
expenses to utilize technology for
more efficient and effective
recruitment processes. Includes
text‐messaging capabilities for
candidates and software for
dispatch testing.
Ongoing $6,300 $7,800
10 Funding for
Investigations
This request provides funding for 2
Investigations per year outside of
the City Attorney's capacity.
Ongoing $15,000 $15,000
11 Intern Funding Funding for an ongoing Human
Resources Intern to assist with
special projects and succession
planning.
One‐time $16,005 $16,364
12 Professional Recruiter Anticipated need for a Department
Head recruitment using a
professional recruiter.
One‐time $40,000
TOTAL $518,500 $465,585
SOBC Description Type 2021‐22 2022‐23
209 Page 423 of 823
Operating Budget Human Resources
2021‐23 Department Goals
The Human Resources Department has developed a strategic plan that aligns with the 2021‐23 Financial
Plan and includes strategic objectives of integrated human resources services, employee development
and growth, and an engaged and aware culture. The Human Resources Department aims to achieve the
objectives listed above through the following strategic goals.
Strategic Goals
Present high‐quality integrated human resources solutions, aligned with fiscal
sustainability, to effectively deliver city services.
Provide tools and opportunities that empower employees to reach their full
potential.
Promote a high‐performing and self‐sufficient employee organization that is
connected to the community through shared organizational values and goals.
Performance Measures
Performance measures are designed to determine accountability, improve service quality, allocate
resources, and evaluate departmental performance in meeting San Luis Obispo’s goals and objectives.
Objective Measure 2019‐20
Actual
2020‐21
Actual*
2021‐22
Target
2022‐23
Target
Integrated HR
Services
(Strategic Goal)
Average days between injury and Workers’
Compensation claim filed. 15 9 4 3
Achieved lower severity of Workers’
Compensation claims than the risk pool No Yes Yes Yes
Annual liability claims payment under the
Self‐Insured Retention amount. Yes No Yes Yes
Employee
Development &
Growth
(Strategic Goal)
Percentage of On‐Time Employee
Performance Evaluations 81% 88% 95% 95%
Percentage of Internal Promotions 51% 48% 40% 40%
Training Sessions Coordinated 35 29 35 35
Engaged and Aware
Culture
(Strategic Goal)
Number of Policies Communicated 9 9 5 5
Informational Sessions Coordinated 65 122 80 90
*As of 03/10/2021
Economic Stability Housing Climate Action DEI Other Department Objectives
210 Page 424 of 823
Human Resources
Administration
Operating Budget
General Fund
Human Resources
Program Description
The Human Resources Administration Program provides support to all City departments in all aspects of
attracting and retaining highly qualified employees. The Program manages a variety of functions including
coordination of recruitment and selection, classification and compensation, performance management,
employee training and development, labor relations and negotiations, employee benefits and statutory
and regulatory compliance.
Core Services & Objectives
Employee recruitment, selection, orientation, development, and training administration.
Employee classification, compensation, and benefits administration.
Employee performance management.
Employee/employer labor relations and negotiations.
Legal compliance.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $922,624 $1,059,475 $1,265,198 19% $1,308,129 3%
Contract Services $270,102 $225,300 $369,840 64% $308,883 ‐16%
Other Operating Costs $24,946 $33,200 $48,400 46% $48,800 1%
Total Program $1,217,672 $1,317,975 $1,683,438 28% $1,665,812 ‐1%
Major City Goal Contributions
HR supports the Economic Recovery Major City Goal through continued enhancement to the Oracle Cloud
system to increase efficiencies and overall effectiveness of the system. It also contributes by negotiating
successor agreements with employee groups in alignment with Council adopted Labor Relations
Objectives.
The program also supports the Diversity, Equity, and Inclusion Major City Goal through review and revision
of Human Resources policies and practices.
211 Page 425 of 823
Human Resources
Wellness
Operating Budget
General Fund
Wellness
Program Description
The Wellness Program aids in managing the life experience of our employees by providing employee tools
and education to improve their physical and emotional well‐being, thus enhancing employee productivity,
resiliency, and performance. The program provides employees with fitness, nutrition, and health and
safety information, education, and programs as well as professional counseling and referral services
through the Employee Assistance Program.
Core Services & Objectives
Maintain wellness rooms for employee use.
Encourage physical activity and healthy lifestyle.
Provide health, wellness, and safety information to employees.
Continue to encourage utilization of the Employee Assistance Program.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Contract Services $3,114 $14,911 $14,911 0% $14,911 0%
Other Operating Costs $‐ $2,500 $2,500 0% $2,500 0%
Total Program $3,114 $17,411 $17,411 0% $17,411 0%
212 Page 426 of 823
Human Resources
Risk Management
Operating Budget
Insurance Fund
Risk Management – Insurance Fund
Program Description
The Risk Management Program aims to promote safety in the workplace and in the community by
minimizing accidents, reducing liabilities and associated costs. The City established an Insurance Fund for
the purpose of paying its annual premiums for liability, Workers’ Compensation, special events, volunteer,
and property insurance needed to protect the City and to manage the fluctuations in claims‐related
expenses.
Core Services & Objectives:
Continue to review and update safety policies and procedures, increase safety awareness, and
reduce preventable injuries through training and education of employees.
Monitor liability claims and workers’ compensation claims and recommend operating changes to
reduce risk of liability or injury.
Review insurance plans and coverage and process renewals annually, seeking the most cost‐
effective methods of insuring.
Review standards for insurance requirements in contracts with those who do business with the
City to make sure the City is adequately protected in the event of liability claims.
Support a culture of safety among city employees, maintain compliance with applicable
regulations, and implement improvements to ensure a high quality of life in the community.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing3 $2,611,827 $2,037,611 $2,181,044 7% $2,668,844 22%
Other Operating Costs $1,710,500 $1,781,006 $2,002,059 12% $2,055,128 3%
Total Program $4,322,327 $3,818,617 $4,183,103 10% $4,723,972 13%
Major City Goal Contribution
Supports the Economic Recovery Major City Goal through continuing to monitor liability and workers’
compensation claims through actions aimed at reducing liability and workers’ compensation costs.
3 Staffing costs in the Insurance Fund represent workers’ compensation insurance costs.
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Operating Budget Parks and Recreation
PARKS AND RECREATION
Mission Statement
Inspiring happiness by creating community through people, parks,
programs, and open spaces.
About the Department
The Parks and Recreation Department is committed to providing quality parks and facilities (such as the
SLO Swim Center, Damon‐Garcia Sports Complex, and Laguna Lake Golf Course) where recreation
programs, special events, activities for youth and seniors, cultural and educational opportunities occur in
an effort to encourage wellness and develop community through leisure, cultural, and social pursuits. The
Department also protects and preserves the City’s natural resources and open spaces.
The Parks and Recreation budget is predominately related to staffing costs. In addition to the annual full‐
time Parks and Recreation employees, the Department relies heavily on supplemental employees who
provide service to the community year‐round. Depending on the season, the Department may have 150
to 200 supplemental employees providing services such as lifeguarding and instructional swim lessons,
providing afterschool childcare, hosting special events and pop‐up events, providing open space
enforcement, promoting all the department activities and classes through social media and more.
215 Page 429 of 823
Operating Budget Parks and Recreation
The Department at a glance
1 Includes $10,500 operating budget for the Jack House each year.
Staffing
83%
Contract
Services
5%
Other Operating Costs
12%
EXPENDITURES BY FUNCTION
Program 2019‐20
Actuals
2020‐21
Budget
2021‐22
Budget
2022‐23
Budget
Recreation Admin $780,489 $738,905 $768,149 $797,183
Recreation Facilities $190,312 $238,878 $284,066 $310,738
Youth Services $853,586 $997,873 $1,255,147 $1,332,290
Community Services1 $481,757 $623,395 $649,546 $685,228
Ranger Service $496,081 $525,780 $817,872 $864,222
Aquatics $402,346 $483,225 $651,167 $624,856
Golf Course $595,060 $666,245 $700,871 $721,653
Parks and Recreation Total $3,799,632 $4,274,301 $5,126,817 $5,336,170
2021‐22 2022‐23
Existing FTEs 17 17
Additional FTEs (per SOBCs) 11 11
Supplemental/Contract FTEs 45.3 45.3
TOTAL 73.3 73.3
216 Page 430 of 823
Operating Budget Parks and Recreation
Department Organizational Chart2
2 Does not include supplemental or contract positions.
Parks &
Recreation
(28 FTE)
Recreation
Administration
( 4 FTE)
Facilities
( 1 FTE)
Youth Services
( 8 FTE)
Community
Services
( 2 FTE)
Rangers
(8 FTE)
Aquatics
(1 FTE)
Golf Course
(4 FTE)
217 Page 431 of 823
Operating Budget Parks and Recreation
Operating Budget Changes
SOBC Description Type 2021‐22 2022‐23
1 Fuel Reduction Crew (4000
Supplemental Staff Hours)
Open Space Fire Fuel Reduction Resources
(MCG 4.5): This request is to establish an
Open Space Fire Fuel Reduction Crew
(part‐time staff, 4,000 hours), including
procurement of necessary equipment, to
ensure that the City has a reliable means
of conducting fuel reduction activities.
Ongoing $60,140 $61,589
2 Fire Fuel Reduction Crew
Tools and PPE
One‐
time
$4,500
3 Net New Ranger
Maintenance Worker (1 New
FTE)
Ranger Staffing Resources (MCG 4.1): This
request is to add an additional Ranger
Maintenance Worker and convert
supplemental staff to full‐time to create a
sustainable Ranger staffing model in
response to increased Open Space
acreage. The additional staffing resources
are needed to properly maintain the City's
Open Spaces, including recent acquisitions
in fall 2018 of the Miossi property and
Waddell Ranch property in fall 2016,
resulting in a combined increased Open
Space to 4,050 acres (55+ miles of trail
system). Staffing resources have not been
augmented since either acquisition.
Ongoing $70,854 $74,105
4 Conversion of Ranger LBTs to
FTE (Equals 4 FTE Additions)
Ongoing $84,561 $92,421
5 Open SLO Downtown Dining
Resources (MCG 1.4a)
This request is for additional supplemental
staffing budget to support the Open SLO
Program Downtown Dining within Mission
Plaza.
One‐
time
$13,688 $27,375
6 Open Space Environmental
Clean‐up Resources (MCG
3.7)
This request is to provide additional
financial resources for environmental
clean‐ups in the City's Open Spaces
associated with increased volume of
abandoned personal property and trash.
The trash poses environmental issues,
specifically related to water quality and
fire safety.
Ongoing $10,000 $15,000
7 Aquatics Resources to
Implement COVID‐19 Safety
Protocols
This request is for additional staffing
resources to adhere to COVID‐19 safety
guidelines at the SLO Swim Center.
Additional staff are required to conduct
health screenings, clean all surfaces and
equipment (kickboards, pull buoys) in
between swim times, as well as adhere to
class ratio requirements (smaller class
sizes).
One‐
time
$62,000 $0
8 SLO Swim Center Minor
Capital Maintenance
This request is for resources to update and
replace operational safety equipment such
as lane lines, lane line reels, and stanchion
posts for participant safety at the SLO
One‐
time
$30,000 $30,000
218 Page 432 of 823
Operating Budget Parks and Recreation
Swim Center. These purchases are based
on life expectancies (5‐10 yrs.).
9 Youth Services Staffing
Resources (MCG 1.2a)
This request is for equitable wages and
benefits for Youth Services Site Specialists
to provide a sustainable staffing model to
support quality childcare programming
and program enhancements due to
retention and recruitment challenges.
Ongoing $93,227 $132,045
TOTAL $428,969 $432,535
SOBC Description Type 2021‐22 2022‐23
219 Page 433 of 823
Operating Budget Parks and Recreation
2021‐23 Department Goals
Department strategic priorities for the 2021‐23 Financial Plan are to help advance the City’s overall goals
tied to Major City Goals, Department Strategic Plans, and other priorities as they may arise. These goals
are in addition to ongoing community program services (listed in program sub‐sections).
Strategic Goal(s)
Continue to activate parks and public spaces with an emphasis on
neighborhoods and downtown through pop‐up events and public art that
promote inclusivity, provides cultural unity, develops a sense of c ommunity and
supports healthy lifestyles.
Adopt the Parks and Recreation Blueprint for the Future and initiate public
engagement for prioritization of projects, focused on meeting amenity needs
identified by the City‐wide inventory assessment and specific to City subareas,
that also factor in to help a chieve carbon neutrality, inclusivity and accessibility.
In coordination with the Office of Natural Resources, continue to develop the
new networks of Open Space Trails at Righetti Hill and Miossi preserve while
maintaining the current 4,000+ acres of Open Space and trail system. Continued
focus on fire fuel reduction and creek and flood control.
Continue to provide quality childcare to the community to support economic
recovery through regional partnerships to enhance and expand childcare
offerings to the community.
Performance Measures
Performance measures are designed to determine accountability, improve service quality, allocate
resources, and evaluate departmental performance in meeting San Luis Obispo’s goals and objectives.
Objective Measure 2019‐20
Actual
2020‐21
Actual
2021‐22
Target
2022‐23
Target
Provide inclusive, accessible
programming that serves the whole
community.
Strategic Goal: Programming is
Directed to Diverse Users (P&R
Strategic Plan Goal), DEI and
Economic Vitality MCGs
# of Department
Community Events 10 15 20 20
# of non‐profit permitted
Facility Uses 110 15* 120 120
# of program registrations 2,865 1,833 as of
3/12/21 3,200 3,500
# of program offerings 270
168 as of
3/12/21 300 320
# of childcare spots
filled/offered 1085 /1085 152/152* 1085 /1085 1100 /1100
# of children receiving
subsidy
51 CAPSLO
27 City
scholarship
22
CAPSLO*
27 City
scholarship
51 CAPSLO
27 City
scholarship
51 CAPSLO
27 City
scholarship
220 Page 434 of 823
Operating Budget Parks and Recreation
In Coordination with Public Works,
engage the public to prioritize new
and revitalized Recreational
Amenities
Strategic Goal: Expand Parks &
Facilities (P&R Strategic Plan Goal),
MCG Economic Stability
# of public outreach
meetings 2 5 6 6
# of updated or new parks
and amenities in process 2 3 4 5
Creates and fosters a sense of
community through citizen
involvement
Strategic Goal: Maximize
Community Resources &
Collaborations (P&R Strategic Plan
Goal)
# of volunteers/hours 36/108hrs* 11/22hrs* 100/400hrs 400/1200hrs
# of temporary Public Art
or Cultural Art Events 3 4 5 5
Leverage technology to engage the
community and promote program
offerings
Strategic Goal: Programming is
Directed to Diverse Users (P&R
Strategic Plan Goal)
# of Instagram followers 5,220 5,507 as of
3/12/21 6,700 7,900
# of Facebook followers 4,408 4,547 as of
3/12/21 4,890 5,200
# of Virtual Program
Offerings 19 15 15 15
Open Space Preservation and
Enhancement
Strategic Goal: Nurture Open Space
(P&R Strategic Plan Goal), Climate
Action MCG
# of miles of Open Space
trails maintained
58.5 60 as of
3/12/2021
61 61.75
# of staff hours dedicated
to fuel reduction
76* 304 2,500 2,500
# of encampment site
clean‐ups removed from
Open Spaces
44* 103 as of
3/12/21
60 60
*FY 19‐20 programming was suspended in March 2020 due to COVID‐19 and FY 20‐21 programming was modified
due to COVID‐19 restrictions (includes COVID‐10 restrictions surrounding encampment clean‐ups and modified
childcare programming from traditional school year to cohort programming during SLCUSD distanced learning)
Objective Measure 2019‐20
Actual
2020‐21
Actual
2021‐22
Target
2022‐23
Target
221 Page 435 of 823
Operating Budget
General Fund Recreation Administration
Recreation Administration
Program Description
The Recreation Administration Program plans for new improvements to existing parks and recreation
facilities, applies for, and administers grant programs, research industry trends and best practices. It
provides clerical assistance department‐wide including the hiring of supplemental staff and manages the
overall department budget. Staff provides support to two advisory bodies; the Parks and Recreation
Commission and the Jack House Committee and manages the Public Art program.
Core Services & Objectives
Department Administration and Leadership
Supplemental staff recruitment and onboarding
Oversees Department and Division budgets for financial sustainability and accountability.
Oversees Registration Software and program registration.
Provide customer service to the public associated with Department programming.
Support and facilitation of Parks and Recreation Advisory Bodies (Parks and Rec Commission and
Jack House)
Public Art Program implementation and policy development
Recreational Capital Improvement Project Management in alignment with new Parks and
Recreation Plan and Element of the General Plan
Management of Parkland and Public Art Impact Fee Funds
Marketing and Community Engagement surrounding Recreational programming and
construction of recreational facilities.
Implement and/or plan for the Parks and Recreation Department Strategic Plan
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $681,743 $675,590 $673,334 0% $702,368 4%
Contract Services $80,214 $15,255 $15,255 0% $15,255 0%
Other Operating Costs $18,533 $48,060 $79,560 66% $79,560 0%
Total Program $780,489 $738,905 $768,149 4% $797,183 4%
Major City Goal Contributions
Recreation Administration supports the Economic Recovery Goal through supporting Arts and Culture and
assisting in Downtown Vitality efforts.
222 Page 436 of 823
Operating Budget
General Fund Recreation Administration
Opportunities and Challenges
With the anticipated Parks and Recreation Blueprint for the Future, the Department will be focused on
community outreach and planning for new and improved recreational amenities. The Department will
update programmatic focus for each division with the next Financial Plan to reflect the major goals and
objectives of the Blueprint. Work on that effort will begin with the Blueprint adoption.
With COVID‐19 impacts, staff will evaluate the department service desk and determine appropriate
staffing for when the office reopens to the public.
Other Key Points
The Marketing Specialist Limited Benefit temporary position has been reclassified to an on‐going regular
permanent FTE that supports marketing and promotions for all four departments within the Community
Services Group. The budget for this position has been moved to the Community Services Group Cost
Center from Recreation Administration.
Registration software fees (including credit card processing fees) are now budgeted as an expenditure and
not a reduction in revenue. This is an administrative change recommended based on accounting best
practices. There is no net budgetary effect from this change.
223 Page 437 of 823
Operating Budget
General Fund Facilities
Facilities
Program Description
The Facilities Program manages, supervises, and schedules the use and maintenance of community
recreation buildings and reserved park areas, and oversees the approval and issuance of facility rental
permits, banner permits, and film permits. The department additionally supports the Downtown Dining
Mission Plaza program through equipment set‐up and staffing.
Core Services & Objectives
Manage and coordinate use of City indoor and outdoor facilities to optimize use and
availability.
Manage the commemorative Bench Program and associated Donations.
Coordination of Street Banner Reservations and Commercial Filming Permits.
Hire, recruit and train supplemental staff to facilitate use of City’s indoor and outdoor facilities
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $179,606 220,948 $266,051 20% $292,723 10%
Contract Services $2,343 $5,100 $5,100 0% $5,100 0%
Other Operating Costs $8,363 $12,830 $12,915 1% $12,915 0%
Total Program $190,312 $238,878 $284,066 19% $310,738 9%
Major City Goal Contributions
Facilities supports the Economic Recovery Major City Goal and Downtown Vitality by providing resources
to assist with OpenSLO.
Opportunities and Challenges
With COVID‐19 impacts, staff will need to adjust and or modify indoor programming when authorized by
state and county health guidelines.
224 Page 438 of 823
Operating Budget
General Fund Youth Services
Youth Services
Program Description
The Youth Services program provides licensed childcare during school closures (before and after school,
spring break, teacher workdays, and throughout the summer) with a focus on healthy and positive
development of children through anti‐bias curriculum, STEAM based activities, social experiences, focus
on inclusion and opportunities that promote learning, awareness of community, fitness and health,
academic support and recreational play.
Core Services & Objectives
Collaborate with SLCUSD to provide school age childcare programs on City school campuses
and CAPSLO to provide subsidized care for qualifying families.
Provide school age childcare through the State Community Care Licensing
Continue to assess and modify the current business practices to optimize number of children
receiving care (accommodating wait list) and accommodate increasing number of children
needing care due to changes in school schedules and increased TK programs in the school
district.
Provide a variety of childcare programming during school closure times, including: before and
after school childcare, summer camp, Spring Break Camps and Teacher Workday camps.
Develop inclusive care programs with community partners to provide support for children
with special needs (using agency partners and internal trained support staff).
Stay current on professional trends, both academic and developmental, and incorporate
trainings and practices to ensure an environment that is diverse and inclusive.
Recruit, onboard and retain quality staff through professional development opportunities and
relevant workforce training.
Plan and implement curriculum which spotlights community partnerships, educational
opportunities, guest speakers and local field trips, encouraging children to be lifelong learners
and active community members.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $762,126 $855,543 $1,109,377 30% $1,186,520 7%
Contract Services $9,761 $17,900 $20,300 13% $20,300 0%
Other Operating Costs $81,700 $124,430 $125,470 1% $125,470 0%
Total Program $853,586 $997,873 $1,255,147 26% $1,332,290 6%
225 Page 439 of 823
Operating Budget
General Fund Youth Services
Major City Goal Contributions
Youth Services supports the Economic Recovery Major City Goal through business support by providing
childcare to the community to enable residents to return to work. In addition, the division supports the
Diversity, Equity and Inclusion Major City Goal and workforce recruitment and retention by serving as a
community partner involved in the SLO County Child Care Study (First 5’s analysis). The division will review,
evaluate and implement findings from the study as resources permit.
Opportunities and Challenges
There are also recruitment and retention challenges surrounding the COVID‐19 pandemic and hesitancy
and concern surrounding health and safety of working in the classroom.
The division continues to adjust programming as the district changes the classroom schedule in response
to the COVID pandemic.
Other Key Points
The City reclassified the Limited Benefit Temporary Site Specialists to Regular Benefited Full‐time staff,
increasing full‐time budget and decreasing temporary staffing for a net increase of $93,227 to address on‐
going compaction and retention issues and fair wages surrounding job tasks.
Youth Services employs many supplemental employees and the update to the supplemental salary
schedule in response to mandated minimum wage increases and subsequent compaction has led to an
increase in supplemental staffing budget.
226 Page 440 of 823
Operating Budget
General Fund Community Services
Community Services
Program Description
The Community Services Program hosts a variety of community‐based events (community wide and
neighborhood based), coordinates s pecial e vent p ermits, m anages youth a nd a dult a thletic l eagues, o ffers
recreational activities and classes, manages the City’s community gardens, manages the skate park and
senior center. The programming promotes community engagement, healthy lifestyles and social
interactions, and coordinates volunteer opportunities.
Core Services & Objectives
Continued partnership with Cal Poly Industry Experience Management Department students’
to develop and support innovative programming
Host community‐wide events and events in neighborhoods based on City subareas
Expand enrichment class offerings to the community
Coordinate volunteer activities for the Department
Offers sports clinics and coordinate youth and adult athletic leagues
Develop and offer pilot recreational programs designed to support unmet community needs
Serve as liaison to the Jack House Committee
Coordination and upkeep of community gardens
Management and provide safe programming of Skate Park
Assist with Senior Center program and facility management
Coordination of special event permits
Develop new marketing strategies for promotion of recreational sports and program offering
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $350,549 $384,225 $415,136 8% $443,918 7%
Contract Services $63,235 $119,000 $122,800 3% $123,600 1%
Other Operating Costs $67,973 $120,170 $111,610 ‐8% 117,710 6%
Total Program $481,757 $623,395 $649,546 4% $685,228 6%
227 Page 441 of 823
Operating Budget
General Fund Community Services
Major City Goal Contributions
Community Services supports the Economic Recovery Goal through supporting Arts and Culture and
assisting in Downtown Vitality efforts.
Challenges and Opportunities
The COVID‐19 pandemic has proven to be a challenge to event programming. The Division will need to
strategically and creatively develop events and build community while safely adhering to County
guidelines.
Other Key Points
Due to COVID‐19 capacity restrictions on large group gatherings, the TRI event for July 2021 was cancelled.
Accordingly, operating budgets for FY 22 were adjusted. Staff anticipate holding the TRI event in July 2022
and operating budgets for FY 23 are reflected to show the staffing and material cost.
Community Services employs many supplemental employees and the update to the supplemental salary
schedule in response to mandated minimum wage increases and subsequent compaction has led to an
increase in supplemental staffing budget.
228 Page 442 of 823
Operating Budget
General Fund Ranger Service
Ranger Service
Program Description
The Ranger Service Program preserves and protects the natural resources in the City’s open space with
daily maintenance, construction, rehabilitation, mitigation projects, and patrol. Rangers conduct year‐
round environmental education programs and hikes and educate the community about how to help
protect the City’s natural resources and open spaces.
Core Services & Objectives
Complete installation of adopted trail systems in new Open Space acquisitions
Maintain the Open Space consistent with the adopted Open Space Maintenance Plan
Facilitate mitigation and fire fuel reduction projects in the City’s Open Spaces
Assist with the City’s Storm Water Program compliance
Conduct environmental education programs and hikes
Support encampment clean‐ups and facilitation between the unhoused community and the
Homeless Response Manager and CAT program staff.
Remove trash and debris in the City’s Open Spaces and creeks
Patrol open space areas ensuring compliance with the City Open Space Ordinances, the safety of
users, and preservation of the natural environment
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $446,656 $483,550 $759,592 57% $805,442 6%
Contract Services $28,843 $17,400 $27,400 57% $32,400 18%
Other Operating Costs $20,583 $24,830 $30,880 24% $26,380 ‐15%
Total Program $496,081 $525,780 $817,872 56% $864,222 6%
Major City Goal Contributions:
Ranger Services supports the Housing Major City Goal through supporting Environmental Protection and
Water Quality and plays a key role in the Climate Action Major City Goal through the team’s work on
preservation, maintenance and enhancement of City’s open space and urban forest, and the team’s
planning and implementation for resilience.
229 Page 443 of 823
Operating Budget
General Fund Ranger Service
Opportunities and Challenges
Currently with COVID‐19 restrictions, educational programs and hikes are limited by County Health
guidelines but staff is creatively utilizing technology to continue to educate the public.
Open Space usage has increased by 30% amidst the COVID‐19 pandemic and staff anticipates this trend
to continue post‐COVID‐19. Due to increased usage, there is a need for more education and patrol.
Other Key Points
The division increased their full‐time staff by one net new Ranger Maintenance Worker to meet level of
service standard consistent with recent Open Space expansion.
To provide reliable, consistent staffing, reclassified Ranger Service Limited Benefit Temporary staff to full‐
time staff resulting in a net increase of $84,561.
Increased supplemental staffing budget by 4,000 hours and operating budget for machinery and
equipment to establish a fire fuel reduction crew in order to ensure the City has a reliable means of
conducting fuel reduction activities.
230 Page 444 of 823
Operating Budget
General Fund Aquatics
Aquatics
Program Description
The Aquatics Program provides a safe, well‐maintained facility offering the community diverse aquatic
activities designed to incorporate recreation swim, fitness, therapy, exercise, rehabilitation, skill
development and socialization regardless of economic status, disability, fitness level or age. The aquatics
program additionally provides well‐trained and skilled staff to ensure patron safety and provides
emergency response if needed.
Core Services & Objectives
Provide instructional, lap, and recreational swimming programs
Provide a w ide range o f a erobic a ctivities t o m eet a d iverse po pulation (therapy, exercise,
etc.)
Maintain a clean, accessible and safe facility as paramount to the prevention of incidents
and injury at the SLO Swim Center.
Adjust programing to be creative and meet the needs of the community
Ensure all staff maintain California and American Red Cross certifications and attend
monthly in‐service trainings
Provide water safety, educational and preventative events throughout the year.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $348,345 $431,395 $565,167 31% $538,057 ‐5%
Contract Services $36,624 $37,800 $38,500 2% $39,299 2%
Other Operating Costs $17,377 $14,030 $47,500 239% $47,500 0%
Total Program $402,346 $483,225 $651,167 35% $624,856 ‐4%
Opportunities and Challenges
County Health Department guidelines for operating an Aquatic facility during a pandemic led to capacity
restrictions and additional staffing needs to adhere to sanitation and health protocols. The division’s
supplemental staffing budget increased for FY 2022 to provide the staffing needs to follow County Health
guidelines and requirements.
Other Key Points
The Division increased its Machinery and Equipment budget for the ongoing replacement of program
facility equipment (manikins, pace clocks, etc.) and for minor capital replacements (lane lines, lane line
reels, and stanchion posts).
231 Page 445 of 823
Operating Budget
General Fund Golf Course
Golf Course
Program Description
The Golf Course Program operates and maintains the Laguna Lake Golf Course as a 10‐hole par three golf
course, Pro‐Shop, and driving range.
Core Services & Objectives
Maintain and enhance the Laguna Lake Golf Course including equipment maintenance and
irrigation repair.
Provide a comprehensive Pro‐Shop operations and reliable customer service.
Promote and provide alternative golf related programming.
Provide community focused events to enhance the use of the facility.
Identify environmental initiatives focused on creek preservation, water conservation, and long‐
term sustainability.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $394,711 $402,701 $444,048 10% $462,695 4%
Contract Services $27,050 $21,560 $21,560 0% $21,713 1%
Other Operating Costs $173,298 $241,984 $235,263 ‐3% $237,245 1%
Total Program $595,060 $666,245 $700,871 5% $721,653 3%
Opportunities and Challenges
Due to antiquated infrastructure, on‐going irrigation leaks monopolize staff time and take away from
standard course maintenance.
Demand for golf activities have increased amidst the pandemic, and staff are developing new and diverse
programming.
Other Key Points
Other Operating costs decreased due to a change in budgeting for Golf Cart Leases. Per GASB 87 – Lease
Accounting, budget for the leases has been moved from the Golf Course operating budget to the Debt
Service Fund.
232 Page 446 of 823
Operating Budget
General Fund
POLICE
Mission Statement
Maintaining a safe city by working in partnership with the
community to protect life and property, prevent and reduce
crime, and improve the quality of life in our neighborhoods
while preserving the rights of all through a commitment to
Service, Pride and Integrity.
About the Department
The Police Department consists of two operating bureaus: Operations and Administration. The
Operations Bureau consists of patrol services, traffic safety, and neighborhood services. The
Administrative Services Bureau includes administrative services, investigative division, communications,
and records units.
233 Page 447 of 823
Operating Budget
General Fund
The Department at a glance
Staffing
94%
Contract
Services
3%
Other Operating Costs
3%
EXPENDITURES BY FUNCTION
Program 2019‐20
Actuals
2020‐21
Budget
2021‐22
Budget
2022‐23
Budget
Police Admin $1,997,594 $1,925,154 $2,126,833 $2,171,555
Patrol $9,337,298 $9,659,843 $9,493,388 $10,049,646
Investigations $2,786,997 $2,662,527 $3,458,235 $3,623,590
Police Support Services $2,484,815 $2,524,226 $2,908,916 $3,019,376
Neighborhood Services $229,238 $260,956 $272,863 $277,062
Traffic Safety $796,078 $770,156 $881,108 $910,143
Police Total $17,632,020 $17,802,862 $19,141,343 $20,051,371
2021‐22 2022‐23
Existing FTEs 90.5 90.5
Additional FTEs (per SOBCs) .5 .5
Supplemental/Contract FTEs 1.7 1.7
TOTAL 92.7 92.7
Police
234 Page 448 of 823
Operating Budget
General Fund
Department Organizational Chart1
1 Does not include supplemental or contract employees.
Police
(91 FTE)
Administration
Police
Administration
(6.5 FTE)
Support Services
(20.5 FTE)
Operations
Patrol
(43 FTE)
Investigations
(16 FTE)
Neighborhood
Services (1.00
FTE)
Traffic Safety
(4 FTE)
Police
235 Page 449 of 823
Operating Budget
General Fund
Operating Budget Changes
SOBC Description Type 2021‐22 2022‐23
1 Reclassification for
Police Operations
Support Specialist
Reclassifying the Police Operations
Support Specialist from a supplemental to
FTE position, but annual hours will remain
at 1040. Staff will work with Human
Resources to change pay grade
Ongoing $12,200 $13,751
2 EvidenceOnQ and
DigitalOnQ
EvidenceOnQ is software that integrates
with Spillman but has a much more
robust tracking/reporting capability for
evidence data.
DigitalOnQ is specific to the storage of
digital evidence, which will be stored on
the cloud and provide a proper chain of
command.
Ongoing $8,555 $8,555
3 Reclassification for SNAP
Employees
Changing the pay grade of SNAP
employees is intended to help with
recruitment and retention of civilian
supplemental employees that has
become increasingly difficult to retain
over the past few years. Increases in
parking districts have resulted in an
increased workload for SNAP and the
change in pay grade would bring the
positions in line with a Parking
Enforcement Officer.
Ongoing $9,622 $9,622
4 Lead Records Clerk This position will assist the Records
Supervisor with Public Records Requests
and other time sensitive/complex tasks.
The workload for the Supervisor has
increased related to public records
requests which are time consuming and
involve working with the City Attorney to
ensure compliance.
Ongoing $93,696 $97,868
5 Ongoing costs related to
Cannabis backgrounds
and operation
compliance
Funding for police will be used to assist
with operator and employee background
checks, monitoring and investigating all
criminal service calls and complaints
related to cannabis businesses,
conducting non‐qualified sales
operations, and staying involved with
decisions regarding the oversight and the
implementation of the cannabis program
Ongoing $95,272 $105,292
6 Eliminate Cannabis
Officer Position
Eliminate an officer position due to fewer
business permits than anticipated; as a
result, the program has been reassessed
and modified.
Ongoing ‐$192,150 ‐$194,026
Police
236 Page 450 of 823
Operating Budget
General Fund
7 Supplies for Downtown
Sergeant's educational
program
Ongoing costs for supplies created and
used by the downtown Sergeant for
educational programs for downtown
business owners. This may include
printed materials, easels, binders, etc.
Ongoing $1,000 $1,000
8 Social Worker ‐TMHA
Support ‐ Fully
Burdened Cost
Adding a second social worker to the
Community Action Team to enhance
current service levels and enable the
team to reach out to more homeless
persons in need of assistance. Position
will be hired by THMA and contracted
with the City.
Ongoing $118,688 $116,188
9 Onetime costs for Social
Worker position
Set up costs related to office supplies,
desk, and phone for Social Worker
position. Office will be located at the
Police Department.
One‐
time
$6,500
10 Public Safety Supplies Costs related to ammunition have
increased significantly and the number of
officers requesting monthly allotment
(per the POA MOA) has increased as well.
Duty ammunition must replace annually
based on the manufacturer’s
recommendations.
Ongoing $11,600 $11,600
11 Spillman RIPA Module The Racial and Identity Profiling Act (RIPA)
was formed as part of AB953. California
law enforcement agencies will be
required to collect data for stops made by
law enforcement personnel. Annual
reporting to DOJ is a requirement.
One‐
time
$15,400
12 Public Safety Equipment
Replacement Project
Ongoing Contribution amount for the
Public Safety Equipment Replacement
Sustainability Project that was established
and funded beginning in FY20. The
Funding covered the first three years of
the project until the project's annual
contribution amount leveled out as near‐
term equipment replacement needs took
place. Ongoing funding for this project
was added to the long‐term budget
forecast for Police.
Ongoing $0 $58,281
TOTAL $180,384 $228,131
SOBC Description Type 2021‐22 2022‐23
Police
237 Page 451 of 823
Operating Budget
General Fund
2021‐23 Department Goals
Department strategic priorities for the 2021‐23 Financial Plan are to help advance the City’s overall goals
tied to Major City Goals, Department Strategic Plans, and other priorities as they may arise. These goals
are in addition to ongoing community program services (listed in program sub‐sections).
Strategic Goals
Continue to provide public safety presence in the downtown by utilizing the
downtown Bike patrol team.
The Police department will develop an educational program, which will include in‐
person presentations for business owners (including visitor serving) to know how to
deal with situations requiring public safety support.
Continue to provide public safety services by utilizing the Community Action Team;
includes two officers and a social worker. (Costs include existing social worker
position, but funding for the position is provided by the County). Develop a CAT
staffing plan with second social worker, to ensure public safety and social service
resources in both the downtown and creek area.
Evaluate a plan to reestablish a downtown substation for public safety (Potential of
adding to Mission Plaza Project). Additionally, the department will track and analyze
hours worked (regular and overtime hours) by the downtown sergeant and
downtown officers and tracking crime statistics.
Implement all state and federal government changes in law enforcement including
the Governor’s recommendations regarding protests when issued and the After‐
Action Report recommendations.
Focus on and enhance de‐escalation and diversity training.
Review new Police Station building program and budget for opportunities to reduce
costs to preserve resources for community service investments.
Active Transportation Plan ‐ Micro mobility: Continue to monitor state of micro
mobility industry and feasibility of a future city bikeshare system.
Police
238 Page 452 of 823
Operating Budget
General Fund
Performance Measures
Performance measures are designed to determine accountability, improve service quality, allocate
resources, and evaluate departmental performance in meeting San Luis Obispo’s goals and objectives.
Objective Measure 2019‐20 Actual 2020‐21 Actual 2021‐22 Target 2022‐23 Target
Reduce Crime
Strategic Goal:
Economic Recovery,
Department Mission
# of total Part I Crime
by year.2 1,925 1,825 1,825 1,789
Provide safe
roadways for
pedestrians, vehicles,
and bicyclists.
Strategic Goal: Patrol
Objectives,
Department Mission
# of total traffic
collisions.3
Vehicle: 588 Vehicle: 288 Vehicle: 500 Vehicle: 475
Pedestrian: 31 Pedestrian: 19 Pedestrian: 30 Pedestrian: 25
Bicycle: 44 Bicycle: 44 Bicycle: 42 Bicycle: 40
# of targeted
enforcement
operations
conducted under the
Office of Traffic
Safety Grant per year
DUI Checkpoints: 3 DUI Checkpoints: 2 DUI Checkpoints: 2 DUI Checkpoints: 2
DUI Saturation
Patrols: 16
DUI Saturation
Patrols: 21
DUI Saturation
Patrols: 30
DUI Saturation
Patrols: 30
Traffic Enforcement
Operations: 13
Traffic Enforcement
Operations: 10
Traffic Enforcement
Operations: 15
Traffic Enforcement
Operations: 15
Motorcycle Safety
Enforcement: 2
Motorcycle Safety
Enforcement: 2
Motorcycle Safety
Enforcement: 2
Motorcycle Safety
Enforcement: 2
Bicycle &
Pedestrian
Enforcement: 6
Bicycle &
Pedestrian
Enforcement: 4
Bicycle &
Pedestrian
Enforcement: 6
Bicycle &
Pedestrian
Enforcement: 6
Reduce Homeless
related Calls for
Service through
proactive
engagement.
Strategic Goal:
Economic Recovery,
Department Mission,
Patrol Objective
# calls related to
homelessness4 7032 7344 7200 7000
# of unique
individuals contacted
by CAT
437 524 600 700
# of Family & Agency
Reunification 47 56 60 65
# of Local Permanent
Housing 22 26 28 30
# of major camp
cleanups 3 6 10 12
# of Mental
Health/Substance
Abuse Treatment
Referrals
112 146 160 180
2 Part 1 Crimes include: homicide, forcible rape, robbery, aggravated assault, burglary, and motor vehicle theft. Figures shown
represent calendar year.
3 Traffic Collision data is shown by calendar year.
4 All stats related to homelessness are based on calendar year.
Police
239 Page 453 of 823
Police Administration Operating Budget
General Fund
Police Administration
Program Description
The Police administration program plans, directs, and evaluates all police services, including overall
department leadership provided by the Chief of Police. Police administration provides business and fiscal
management; personnel hiring and training; risk management; claims/lawsuit coordination; contract
service administration; equipment purchases and maintenance; and computer application support for
public safety information systems, including computer aided dispatch (CAD) and records management
applications. This program is also responsible for preparing and implementing policies and procedures,
ensuring appropriate training and performance standards are maintained and ensuring compliance with
mandates.
Core Services & Objectives
Provide overall department administration and leadership.
Implement strategies to enhance intelligent lead policing to work toward reducing crime.
Provide business and fiscal administration including grant management and contract
administration.
Process and oversee internal affairs investigations.
Manage the hiring and training of department personnel.
Manage Lexipol and policy development.
Ensure department fiscal sustainability and responsibility.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $1,315,158 $1,211,337 $1,274,885 5% $1,323,998 4%
Contract Services $393,782 $404,665 $527,458 30% $528,767 0%
Other Operating Costs $288,655 $309,152 $324,490 5% $318,790 ‐2%
Total Program $1,997,594 $1,925,154 $2,126,833 10% $2,171,555 2%
The Police Administration program will be responsible for ensuring the department contributes
to the work programs for the following Major City Goals: Housing and Homelessness;
Economic Recovery; Resiliency and Fiscal Sustainability; Diversity, Equity and Inclusion; and
Climate Action and Open Space.
Opportunities and Challenges
With an incoming new Police Chief, the department will be able
to incorporate ideas from a new perspective. The Chief will also need to familiarize himself
with the laws of California and department business processes and culture.
Major City Goal Contributions
240 Page 454 of 823
Police Administration Operating Budget
General Fund
Patrol
Program Description
The police patrol services program utilizes uniformed personnel to respond to emergencies and calls for
service; conduct preliminary investigations of criminal activity and routine traffic collisions; enforce state
and City laws and statutes; apprehend criminals; manage unusual incidents; implement crime prevention
strategies; and provide other public safety services.
Core Services & Objectives
Use intelligent lead policing strategies focusing on neighborhood safety and quality of life and
utilizing the current Neighborhood Officer Program.
Enforce traffic laws focused on violations that tend to increase collisions.
Deploy the Community Action Team and Downtown Bike Unit to address adverse behavior
and homeless issues within the downtown and explore ways to manage and address homeless
related issues that negatively impact our community.
Continue to partner with Transitions Mental Health Association (TMHA) to address the needs
of individuals that may be dealing with Mental Health related issues within our community.
Utilize the department’s two Field Service Technicians to respond to non‐emergency calls for
service and posting of abandon vehicles throughout the city.
Provide emergency and non‐emergency response and service to the community.
School Resource Officer provides public safety resources to local educational communities.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $9,173,299 $9,554,943 $9,365,488 ‐2% $9,868,465 5%
Contract Services $505 $‐ $‐ ‐ $‐ ‐
Other Operating Costs $163,493 $104,900 $127,900 22% $181,181 42%
Total Program $9,337,298 $9,659,843 $9,493,388 ‐2% $10,049,646 6%
241 Page 455 of 823
Operating Budget Patrol
General Fund
Major City Goal Objectives
Housing & Homelessness – The Patrol program will expand current Community Action Team (CAT)
resources by adding an additional social worker position. The downtown bike team will also
continue to provide public safety services to the downtown core.
Economic Recovery & Resiliency – in addition to resources provided by the downtown bike team
and CAT, the department will develop an educational program for business owners to become
more familiar with how to handle emergency situations that require public safety support.
Opportunities and Challenges
The replacement of the officer’s Mobile Data Computers is slated to occur in FY 20‐21. The MDCs allow
officers to rapidly obtain critical updates to calls for service as they are responding, and to ensure the
safety of the public and successful resolution of the call for service. The department continues to have
challenges with recruitment and retention, as the current national and local narrative in law enforcement
creates difficulties in recruiting high quality candidates for officer positions.
242 Page 456 of 823
Operating Budget Investigations
General Fund
Investigations
Program Description
This program provides investigation of any kind of criminal activity. Program staff also interview and
monitor convicted sex and arson offenders, coordinate and deliver enforcement, intervention, and
education services to the high school, and junior high, provide forensic investigative services and evidence
collection and analysis, and process and dispose of evidence and property.
Core Services & Objectives
Collaborate with organizations to identify and improve sexual assault prevention and
investigation efforts.
Conduct pro‐active investigations in crime trends which victimize City residents and
businesses.
Provide crime awareness and public training opportunities to reduce victimization within the
community.
Manage all evidence and property in accordance with the law and established policy.
Work collaboratively with other law enforcement agencies to address criminal activity.
Conduct compliance checks in accordance with the City’s Municipal Code related to alcohol
and tobacco licenses.
Monitor licensed cannabis retail/delivery businesses and conduct investigations related to
illegal cannabis retail.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $2,757,125 $2,632,227 $3,329,263 26% $3,484,598 5%
Contract Services $356 $4,600 $99,872 2071% $109,892 10%
Other Operating Costs $29,516 $25,700 $29,100 13% $29,100 0%
Total Program $2,786,997 $2,662,527 $3,458,235 30% $3,623,590 5%
Opportunities and Challenges
The department has seen a high turnover rate in the detective bureau, as multiple detectives have left
and taken employment with other law enforcement agencies. Officers in the detective bureau are typically
some of the highest caliber employees and it is challenging to replace them with new officers who need
to attend over six weeks of training to reach a minimum competency level.
243 Page 457 of 823
Operating Budget Police Support Services
General Fund
Police Support Services
Program Description
The support services program is divided into two divisions: Communications and Records. The program is
involved in Department of Justice audits, acts as custodian of criminal records and compliance with State
and Federal regulations. Staff are responsible for receiving, processing and dispatching emergency and
non‐emergency calls for service, public outreach, processing police reports and citations, tracking and
reporting crime statistics, and maintaining confidential information.
Core Activities & Objectives
Public Safety Answer Point for all emergency and non‐emergency calls.
Dispatch all police and fire related calls for service in a timely and efficient manner.
Provide effective communication to support public safety personnel at all times.
Process all police records and provide quality assurance.
Respond and prepare public records requests and discovery letters.
Prepare and submit all mandated statistical reports to Department of Justice and other
agencies.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $2,342,760 $2,357,126 $2,706,481 15% $2,832,341 5%
Contract Services $124,760 $129,200 $159,735 24% $144,335 ‐10%
Other Operating Costs $17,295 $37,900 $42,700 13% $42,700 0%
Total Program $2,484,815 $2,524,226 $2,908,916 15% $3,019,376 4%
Opportunities and Challenges
Challenges for Support Services include getting the new Records Clerks and Dispatchers trained as the
department fills vacancies due to retention issues. As we return from the pandemic, it will be an
opportunity to provide in‐person service to the community by opening the department lobby and counter.
244 Page 458 of 823
Operating Budget Neighborhood Services
General Fund
Neighborhood Services
Program Description
The Neighborhood Outreach & Education Program is responsible for the coordination of services and
outreach to community members with an emphasis on residential neighborhoods. The Program
coordinates response to violations of the City noise ordinance, along with related follow‐up, data
collection, and the issuance of warning notices and administrative citations to property owners. The
program also includes support to various committees and neighborhood groups as well as receiving and
acting on concerns of neighborhood residents about issues affecting the quality of life.
Core Activities & Objectives
Collaborate with patrol to improve public outreach related to crime trends including
web/social media outreach, in‐person presentations, media releases, videos, etc.
Respond to neighborhood concerns/complaints, facilitate assistance for residents.
Create social media content calendar and push information via Nextdoor, Instagram,
Facebook, and Twitter.
Evaluate, update, and enhance noise and Safety Enhancement Zone materials to maintain the
positive downward trend of noise disturbances in the neighborhoods.
Management of S.N.A.P. (Student Neighborhood Assistance Program)
Enforcement of neighborhood parking regulations.
Oversee Party registration requests.
SLO Solutions contract management for conflict resolution.
Department Volunteer Coordination.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $191,889 $209,556 $217,463 4% $221,662 2%
Contract Services $16,822 $23,000 $27,000 17% $27,000 0%
Other Operating Costs $20,527 $28,400 $28,400 0% $28,400 0%
Total Program $229,238 $260,956 $272,863 5% $277,062 2%
Opportunities and Challenges
The Neighborhood Services program is always looking for opportunities to enhance communication with
the community with the use of social media and other forms of messaging. An ongoing challenge has
been the hiring and retention of SNAP employees. The proposed increase in SNAP employee’s salary will
potentially help with recruitment and ongoing retention in the future.
245 Page 459 of 823
Operating Budget Traffic Safety
General Fund
Traffic Safety
Program Description
The traffic safety program provides enforcement of traffic laws, collision investigations, education
programs, and coordination and support of special events.
Core Activities & Objectives
Conduct special enforcement operations in the City’s most hazardous intersections and
roadways to reduce collisions, including a focus on collisions involving bicycles and
pedestrians.
Provide enforcement efforts of DUI violations.
Implement data‐driven approaches to crime and traffic safety to maximize resources and
reduce crime and collisions and conduct programs designed to increase traffic safety in the
neighborhoods.
Continue to actively participate in traffic safety programs such as Selective Traffic
Enforcement Programs through the California Office of Traffic Safety grants.
Conduct collision investigations and special event coordination within the city.
Work collaboratively with the City’s Public Works Engineering staff to improve overall traffic
and pedestrian safety.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $769,482 $743,056 $849,108 14% $884,543 4%
Contract Services $‐ $6,200 $6,200 0% $6,200 0%
Other Operating Costs $26,596 $20,900 $25,800 23% $19,400 ‐25%
Total Program $796,078 $770,156 $881,108 14% $910,143 3%
Major City Goal Objectives
Climate Action, Open Space and Sustainable Transportation: work with Public Works to achieve
meaningful progress towards the “Vision Zero” goal by implementing recommendations from the City’s
annual Traffic Safety & Operations Program. Continue Active Transportation Education and Outreach.
Opportunities and Challenges
The department is currently operating at a 33% reduced capacity in Traffic which greatly affects the
department’s ability to conduct education and enforcement. The department cannot fully staff Traffic
due to ongoing recruitment and retention issues at the officer level.
246 Page 460 of 823
Operating Budget
General Fund Public Works
PUBLIC WORKS
Mission Statement
Preserve and enhance city infrastructure for an accessible, safe,
and inclusive community experience.
About the Department
The C ity o f San L uis O bispo’s P ublic Works D epartment a ccomplis hes its mission in two primary ways. One
is by providing safe mobility options for residents and visitors so that all may enjoy the cultural,
recreational, economic, educational, and quality of life amenities in San Luis Obispo. The other is to build
and maintain the City’s assets and infrastructure to enhance community safety, health, and wellness.
None of the City’s assets are an end unto themselves but rather enable residents and visitors to experience
an enhanced quality of life. The Department’s Vision: ‘Inspiring you to have the best day you have ever
had,’ essentially means if we provide high quality mobility options and well‐maintained infrastructure,
then users can experience the full benefit of living, visiting, and working in San Luis Obispo.
The Department’s twelve programs each have a critical and unique role in fulfilling the Department’s
mission. Most of the Department is funded by the General Fund, and two programs, Parking and Transit,
are Enterprise Funds, funded by users of those services.
247 Page 461 of 823
Operating Budget
General Fund Public Works
The Department at a glance
Staffing
62%Contract
Services
12%
Other
Operating
Costs
26%
EXPENDITURE BY FUNCTION
Program 2019‐20
Actuals
2020‐21
Budget
2021‐22
Budget
2022‐23
Budget
1 Public Works Admin $945,448 $860,714 $854,910 $872,405
2 Parks Maintenance $2,587,151 $2,935,567 $3,261,245 $3,399,785
3 Swim Center Maintenance $504,654 $479,743 $578,561 $602,752
4 Urban Forest Services $830,659 $680,571 $441,419 $457,534
5 Facilities Maintenance $1,157,246 $1,142,493 $1,353,398 $1,389,285
6 Streets & Sidewalk Maint $1,143,992 $1,276,107 $1,955,852 $2,089,464
7 Traffic Signals and Lighting $519,399 $524,166 $562,586 $519,510
8 Fleet $1,076,773 $1,114,498 $1,370,660 $1,389,527
9 CIP Project Engineering $2,205,278 $2,240,356 $2,127,337 $2,221,737
10 Transportation Plan and Eng $896,195 $902,428 $1,013,980 $1,027,504
11 Stormwater & Flood Control $793,352 $1,039,816 $1,155,690 $1,186,536
12 Public Works Total $12,660,147 $13,196,459 $14,675,638 $15,156,041
2021‐22 2022‐23
Existing FTEs 83.64 83.64
Additional FTEs (per SOBCs) 6.2 7.2
Supplemental/Contract FTEs 17.7 17.45
TOTAL 107.54 108.3
248 Page 462 of 823
Operating Budget
General Fund Public Works
Department Organizational Chart1
1 Does not include supplemental or contract positions.
Public Works
(73.84 FTE)
Administration
Public Works
Administration
(7 FTE)
Stormwater
(6.34 FTE)
Flood Control
(1 FTE)
Engineering &
Maintenance
Parks Maintenance
(12 FTE)
Swim Center
Maintenance
(1 FTE)
Urban Forest Services
(2 FTE)
Facilities
(5 FTE)
Street Maintenance
(12 FTE)
CIP Engineering
(15 FTE)
Transportation
Traffic Signals & Lighting
(2 FTE)
Fleet
(4.5 FTE)
Transportation Planning
& Engineering
(6 FTE)
Parking
(14 FTE)
Transit
(3 FTE)
249 Page 463 of 823
Operating Budget
General Fund Public Works
Operating Budget Changes
SOBC Description Type 2021‐22 2022‐23
1 Office Modifications This one‐time request is to fund office
modifications to accommodate anticipated
additional CIP Engineering staff at the 919
Palm office.
One‐time $0 $20,000
2 Utilities Locator Position
Salary‐Split Cost Centers
Administrative change to change the funding
for the Utilities Locator from the Water Fund
to the Water, Sewer, and General Funds to
better reflect the position's benefit to each
of the funds. The Utilities Locator is an
existing position responsible for all physical
mark‐outs of underground City utilities:
water, sewer, storm drains, street light
conduits, and fiber optic conduits.
Ongoing $14,367 $14,367
3 Mobility as a Service
Study
Prepare a Mobility as a Service Study to
guide potential implementation of programs
and software tools to create an integrated
platform linking access to transit, future
bikeshare and ridesharing services, as called
for in CAP Connected Communities task 1.2.
One‐time $25,000
4 Transportation Interns This request will provide 2 paid
Transportation Interns at 1,000 hours/yr @
minimum wage. Prior to the pandemic,
Transportation has had 2 interns throughout
the year to perform traffic volume and speed
survey data collection, administer red curb
permits, perform intersection/driveway sight
distance studies, assist with AutoCAD
drafting for design projects, assist with
mailers for public meeting noticing, and
enter traffic collision data into the database
used for our Annual Traffic Safety Report.
Current staffing levels cannot handle all
these tasks.
One‐time $30,350 $31,071
5 Variable Electricity Costs
until Solar Costs are
Known at Swim Center
The Swim Center is converting to solar power
in fall of 2021. The total cost of electricity is
anticipated to increase; however, the
ultimate amount is still unknown.
One‐time $25,000 $25,000
6 CIP Interns Increase hours on 2 paid CIP Interns from
740 to 1,000 hours/yr @ minimum wage.
Historically, CIP Engineering Program has
used paid interns to assist with delivering CIP
projects including assisting engineers with
preparing plans, specifications, and estimates
for capital improvement projects, as well as
assisting inspection staff with their duties
and represent a good value to cost.
One‐time $5,000 $5,900
250 Page 464 of 823
Operating Budget
General Fund Public Works
7 Increased budget to
existing Landscape
Maintenance Contracts
This contract funding will fund increase
maintenance in Mission Plaza and Downtown
to maintain creek walk and maintain newly
City owned landscape improvements in
developments and landscape improvements
within separated bike lanes.
Ongoing $55,000 $65,000
8 Pilot: Contract Services
for increased trash and
recycling services in
Public Spaces
Increased solid waste in the parks has been
challenging because of Covid dining
restrictions and increased use of the
facilities. This increased funding will provide
contract services to address the solid waste
levels in the parks and continue to test the
recycling pilot program within the parks. This
level of funding provides trash services to the
parks system 3 days a week and recycling
service in 8 to 10 parks 2 days a week.
One‐time $125,000 $125,000
9 Supplemental Street and
Parklet Sweeping
The City's current street sweeping program
consist of over 260 miles of curb and gutter
and is at capacity. Currently, arterial streets,
alleys, new developments, and center
medians are not included in the regular
sweeping program and are swept as staff has
ability. This additional funding will allow the
department to increase sweeping throughout
the City and will support the ongoing weekly
sweeping and cleaning of downtown parklets
and new protected bikeways proposed in
Active Transportation Plan on a contract
basis.
One‐time $250,000 $250,000
10 Increased contract
services budget for
abandoned personal
property and trash
cleanup for parks, paths,
bridges, and railroad
right of way
The number of homeless camps and the
amount of property the City is responsible
for addressing is increasing. This additional
funding will allow the department to keep up
with the anticipated work.
Ongoing $55,000 $55,000
11 Additional Streets
Operator for
Maintenance of Streets
and Right of Way
The City is scheduled to accept multiple new
residential developments as well as
separated bike lanes. This additional
infrastructure will cause increased
maintenance for the Streets program.
Ongoing $0 $78,312
12 Continue supplemental
Accessibility and Process
Improvement Manager
for Project Completion
This position will assist the department with
completing the ADA ROW assessment and
transitioning this into work plans, as well as
reprogramming in the City's asset
management system to align workflows with
optimal efficiencies. Additional duties
include programing software for workflow
efficiencies, training on programing,
assistance with a variety of reports and
One‐time $34,000 $12,000
SOBC Description Type 2021‐22 2022‐23
251 Page 465 of 823
Operating Budget
General Fund Public Works
requests for proposals, document fleet
disposal auction process.
13 Contract Heavy
Equipment Mechanic
This funding will provide added capacity in
the Fleet program and addresses a current
staffing shortage. In addition, this will
provide flexibility as the program evaluates
long term needs considering transitioning the
fleet to electric vehicles.
One‐time $85,220 $89,065
14 Contract with Body Shop
for Vehicle Accident
Repairs
This request is for specialized repair work
performed by body shops to repair accidents
on City vehicles. These repairs are outside
the scope of the fleet maintenance function.
Ongoing $20,000 $20,000
15 Fleet Intern This funding would allow the City to partner
with Cuesta College's Automotive
Technology Intern Program. The intern will
assist the fleet program with non‐technical
preventative maintenance, vehicle transport,
and parts runs. This method will allow
mechanics and other Fleet staff to focus on
higher level tasks.
One‐time $17,991 $18,398
16 Increased Asphalt and
Concrete Budget
The City is scheduled to accept multiple new
residential developments as well as
separated bike lanes. This additional
infrastructure will cause increased
maintenance for the Streets program. This
budget is used for asphalt and concrete used
for street patching and sidewalk repair within
the different pavement zones by City staff.
Ongoing $60,000 $60,000
17 Increased budget for
Signals and Street Light
Equipment
This will provide for miscellaneous traffic
signal and street light equipment to support
increasing signal/streetlight maintenance
costs with many new installations from new
development and high rate of damaged
equipment from vehicle collisions. This
funding increase provides for at least one
additional replacement signal cabinet and
controller annually. Current funding is
unsustainable to support increased needs
with expanded signals in the network.
Ongoing $15,000 $15,000
18 Increased Chemical
Costs at the Swim
Center
The Swim Center is a popular City Facility and
the increased programming over the years
has resulted in higher than budgeted
chemical costs. With Covid the Health
Department is requiring a higher sanitizer
level. To keep up expected increased
Ongoing $25,000 $25,000
SOBC Description Type 2021‐22 2022‐23
252 Page 466 of 823
Operating Budget
General Fund Public Works
chemical costs and increased supply
requirements additional funds are needed.
19 Increased Contract
Funds for Specialized
Mechanic Services
Additional funding is needed to provide
specialized mechanic services while the City's
fleet transitions to electric vehicles.
Ongoing $50,000 $50,000
20 Increased Electricity
Costs for New Signals
and Street Lights
This provides budget for the continued
acceptance of privately developed lights and
signals associated with new residential
developments as well as other increases in
light and signal inventory.
Ongoing $10,000 $10,000
21 Increased Misc.
Materials and Supplies
Facilities maintenance has historically
overspent in materials and supplies and
made up the difference with utilities savings
that were a result of efficiency projects. As
the peak time of day electricity rates
significantly increase, the savings historically
used to offset these purchases is no longer
available.
Ongoing $30,000 $30,000
22 One Time Tools and City
uniforms ‐ Mechanic
interns
These are onetime costs associated with the
Mechanic Intern program.
One‐time $3,000 $0
23 Payment Correction
Hwy 227 Signals/Street
Lights
This is a one‐time request to correct an error
in transitioning the billing for signal/street
electrical costs mistakenly billed to Caltrans,
instead of the City, during the relinquishment
of Highway 227.
One‐time $60,000 $0
TOTAL $994,927 $999,112
SOBC Description Type 2021‐22 2022‐23
253 Page 467 of 823
Operating Budget
General Fund Public Works
2021‐23 Department Goals
Department strategic priorities for the 2021‐23 Financial Plan are to help advance the City’s overall goals
tied to Major City Goals, Department Strategic Plans, and other priorities as they may arise. These goals
are in addition to ongoing community program services (listed in program sub‐sections).
Strategic Goal(s)
Invest in critical infrastructure in the form of the City’s Capital Improvement Plan
(CIP) that furthers the success of the Major City Goals and provides transparency
and information sharing with the community, including downtown businesses.
Implement objectives from the Active Transportation Plan including trail,
pedestrian, and bicycle improvements and street enhancements to uphold traffic
safety.
Further the preservation, maintenance, and enhancement of the City’s Urban
Forest, including the completion of the Urban Forest Strategic Maintenance and
Operations Plan which will include a comprehensive tree inventory update.
Continue to enhance community and downtown cleanliness through daily
sidewalk scrubbing, street sweeping and clean up, and ongoing maintenance and
rehabilitation of parks and facilities utilized by all residents to ultimately support
the revitalization of the City.
254 Page 468 of 823
Operating Budget
General Fund Public Works
Performance Measures
Performance measures are designed to determine accountability, improve service quality,
allocate resources, and evaluate departmental performance in meeting San Luis Obispo’s goals and
objectives.
Objective Measure 2019/20 Actual 2020/21 Actual 2021/22 Target 2022/23 Target
Proactively enhances traffic
safety by providing a system
of safe, reliable and well‐
maintained roadways,
sidewalks, traffic signals and
streetlights.
MCG: Climate Action
Strategic Goal: Enhance Safe
& Efficient Transportation
(PW Strategic Plan)
Pavement Condition
Index 72 74 74 74
Bicycle network in total
miles (Class I/II/III/IV)11/27.7/23/7/0 11/28.4/25/0.1 12.4/28.9/24.6/2.1 14.7/31/24.8/4
Street miles maintained 134 134 135 137
Enhance the City’s Urban
Forest and maintains visually
appealing public spaces.
MCG: Climate Action
Strategic Goal: Proactively
Manage Assets (PW Strategic
Plan)
# of trees to be
maintained
20,000 20,000 20,250 20,500
Total acreage of park
inventory 570 582 583 585
Provide high quality services
to the community through
efficient and effective
delivery of capital
improvement projects and
management of the City’s
infrastructure.
MCG: Economic Recovery
Strategic Goal: Connect with
our Community (PW
Strategic Plan)
Total value of CIP
Managed $19M $28M $59M $64M
255 Page 469 of 823
Operating Budget Public Works Admin
General Fund Public Works
Public Works Administration
Program Description
The Public Works Administration Program helps plan and direct the twelve operating programs, the capital
improvement program, and provides department‐wide administrative and fiscal support.
Core Services & Objectives
Provides leadership and strategic planning to enhance ongoing Department operations.
Manages staff, fiscal and other resources to ensure efficient maintenance, inspection, operation,
and construction service delivery.
Provides Department leadership, organization development, and fiscal support services.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $896,021 $822,810 $816,710 ‐1% $834,205 2%
Contract Services $28,060 $1,000 $1,000 0% $1,000 0%
Other Operating Costs $21,366 $36,904 $37,200 1% $37,200 0%
Total Program $945,448 $860,714 $854,910 ‐1% $872,405 2%
Major City Goal Contribution
In partnership with Utilities, establish an internal working group to research methods to support local
contractors, local vendors and labor through workforce agreements, local purchasing requirements,
alternative project delivery methods and other options to support local businesses and employees.
Opportunities and Challenges
Adjusting budgets to adapt to the economic impacts of COVID have been a challenge requiring deferment
and delay to many Capital Improvement Plan projects. With the passage of Measure G 2020 delivery of
these deferred or delayed projects as well as adjusting the City delivery capacity for an increased Capital
Improvement Plan budget will be imperative to meet community expectations.
As the City’s infrastructure ages and population density increases additional emphasis on infrastructure
maintenance is a priority. Filling the Maintenance Operations Manager and City Engineering vacancies
with permanent staff to support the City’s infrastructure needs is a high priority.
256 Page 470 of 823
Operating Budget Parks Maintenance
General Fund Public Works
Parks Maintenance
Program Description
The Park Maintenance Program maintains City parks and landscaped areas as well as oversees contract
services for janitorial maintenance of restrooms and park buildings and landscape maintenance of smaller
parks and medians.
Core Services & Objectives
Provides the community with safe park facilities.
Partner with the Parks and Recreation Department to provide venues for recreational programs
and services.
Provides maintenance of park and other landscaped areas.
Provides special event support.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $1,200,920 $1,181,598 $1,316,745 11% $1,372,385 4%
Contract Services $507,493 $462,385 $570,000 23% $580,000 2%
Other Operating Costs $878,738 $1,291,584 $1,374,500 6% $1,447,400 5%
Total Program $2,587,151 $2,935,567 $3,261,245 11% $3,399,785 4%
Major City Goal Contribution
In partnership with Parks and Recreation, environmental clean‐ups in City Parks and public spaces
associated with abandoned personal property and trash. (Housing & Homelessness, #3.7.b)
Opportunities and Challenges
Covid‐19 dining restrictions, abandoned property clean ups, and increased vandalism within the parks
system has been challenging to the Parks Maintenance program. The program is optimistic the City’s
Major City Goal for Housing and Homelessness will ease some of these impacts.
257 Page 471 of 823
Operating Budget Swim Center Maintenance
General Fund Public Works
Swim Center Maintenance
Program Description
The Swim Center Maintenance Program maintains the swimming/diving pool and the therapy pool
including all water treatment and mechanical equipment in compliance with Health Department
Standards. Additionally, this program the two bathhouses and swim deck area. All of these facilities are
located at the pool complex located at Sinsheimer Park and referred to as the SLO Swim Center.
Core Services & Objectives
Maintain the aquatic facilities in a clean, safe, and efficient manner.
Provides skilled maintenance and specialized technical services.
Operates the aquatic facilities in compliance with Health Department Regulatory requirement
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $232,763 $144,311 $157,361 9% $160,852 2%
Contract Services $14,916 $24,900 $24,900 0% $25,100 1%
Other Operating Costs $256,975 $310,532 $396,300 28% $416,800 5%
Total Program $504,654 $479,743 $578,561 21% $602,752 4%
Opportunities and Challenges
The Swim Center Maintenance Program is eager to assist the Parks and Recreation Department
implement recommendations resulting from the soon to be completed Strategic Plan as well as reopening
the Swim Center to maximum operational capacity post‐COVID.
258 Page 472 of 823
Operating Budget Urban Forest Services
General Fund Public Works
Urban Forest Services
Program Description
The Urban Forestry Program maintains the urban forest located in streets and parks areas by pruning,
removing, replacing, and plantings trees. The Program also provides staff liaison support to the Tree
Committee, Downtown SLO’s Urban Foresters, and assist in tree related development review activities.
Core Services & Objectives
Provide and maintains a sustainable urban forest to increase neighborhood wellness, increase
carbon sequestration to mitigate impacts of climate change, and provides aesthetic and other
quality of life improvements to the community.
Maintains the City’s inventory of publicly owned and maintained trees within streets and parks.
Provides staff support for the Tree Committee.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐222 Change 2022‐23 Change
Staffing $537,253 $600,293 $360,969 ‐40% $376,584 4%
Contract Services $272,307 $54,078 $54,000 0% $54,000 0%
Other Operating Costs $21,099 $26,200 $26,450 1% $26,950 2%
Total Program $830,659 $680,571 $441,419 ‐35% $457,534 4%
Major City Goal Contributions
In partnership with Administration and Information Technology D epartment, staff will evaluate the Urban
Forest Program's future role in advancing sustainability goals and objectives and complete the Urban /
Community Forest Master Plan, comprehensive tree inventory update, database tracking system, pruning
and maintenance (CAP Natural Solutions 2.1) and will adjust maintenance activities and delivery to reflect
the Plan objectives.
Opportunities and Challenges
The Department will continue to evaluate the Urban Forest Program to develop a program model that
best meets the community’s needs. Increased contract services are more prevalent in many agencies due
2 The 2021‐22 budget is lower than the 2020-21 for several reasons: 1) An Urban Forest Services FTE position was
transferred to the Streets Maintenance program. 2) One‐time Major City Goal funding was allocated during the 2019‐21
Financial Plan.
to the risks and injuries associated tree maintenance work. The program has made significant progress
with tree maintenance through contract services recently eliminating a backlog of work and moving into
more routine area pruning. This has been possible by the recent increase in contract funding, which is
programmed to continue in 2021‐23 Financial Plan.
259 Page 473 of 823
Operating Budget Facilities
General Fund Public Works
Facilities
Program Description
The Facilities Maintenance Program provides interior and exterior maintenance services for City buildings,
except for the Utilities Treatment Plants and Pump Stations, , Parking Structures, Bus Yard facility, Parks
Restrooms, Laguna Lake Golf Course, and City Adobes. The program oversees unplanned repairs to
existing building features such as roofs, ceiling, walls, floors, doors, windows, HVAC, plumbing, electrical
systems, Hayworth systems furniture, security and fire alarm systems. The program also oversees planned
and budgeted building maintenance minor capital projects that are not costly or complex enough to
require engineering oversight, as well as contract services for HVAC, janitorial services (where applicable),
applicable fire suppression, limited first aid kit service, elevator inspection, alarm monitoring and testing,
sprinkler system testing and certification, and pest control.
Core Services & Objectives
Maintain City buildings in a clean, safe, and efficient manner.
Provides skilled maintenance and specialized technical services.
Oversee contract maintenance services.
Provides technical support and consultation services for building improvements
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $496,916 $592,575 $654,398 10% $667,785 2%
Contract Services $157,525 $254,000 $254,700 0% $258,000 1%
Other Operating Costs $502,806 $295,918 $444,300 50% $463,500 4%
Total Program $1,157,246 $1,142,493 $1,353,398 18% $1,389,285 3%
Opportunities and Challenges
The program has been dealing with staffing reductions over the past fiscal year due to the Program
Manager working out of grade as the Maintenance Operations Manager. Returning to appropriate
staffing levels will be essential as facilities start to reopen.
This program will play an integral role assisting the City to meet Carbon Neutrality goals. This will be
accomplished by facility improvements funded through capital projects and on‐bill financing. The
partnership between Facilities and the Office of Sustainability has been instrumental in managing the
inception of the solar and on‐bill financing project that are scheduled to be constructed later this calendar
year.
260 Page 474 of 823
Operating Budget Street & Sidewalk Maintenance
General Fund Public Works
Street and Sidewalk Maintenance
Program Description
The Street Maintenance Program maintains the paved portion of the City’s streets and manages the
sidewalk maintenance program. Staff within this program repair and reconstruct streets, as well as
sidewalks damaged by City owned street trees. They maintain street furnishings, signs, and pavement
markings, provides regular downtown trash pickup, and oversees sidewalk scrubbing, and provide weekly
traffic control for the Farmer’s Market.
Core Services & Objectives
Provides the community safe public transportation infrastructure.
Maintains existing roadway infrastructure including pavement, striping and signs.
Provides traffic control services for Farmer’s Market.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $827,811 $872,457 $1,093,852 25% $1,214,264 11%
Contract Services $63,993 $60,200 $317,600 428% $318,600 0%
Other Operating Costs $252,188 $343,450 $544,400 59% $556,600 2%
Total Program $1,143,992 $1,276,107 $1,955,852 53% $2,089,464 7%
Major City Goal Contributions
Reconstruct and resurface streets; shared‐use path maintenance; traffic signs and striping maintenance;
additional street sweeping for sidewalks, bike lanes and downtown parklets; and sidewalk repairs and
ADA curb ramp installations. (Climate Action, 4.4: e., f., g.)
Opportunities and Challenges
The roadway infrastructure the Streets and Sidewalk Maintenance Program maintains will increase during
the next several years due to the construction of multiple new residential developments, additional
protected pedestrian and bicycle improvements, and the need for additional cleaning and street sweeping
in t he d owntown. T he approval o f a n additional Streets M ainten ance Operator position in FY 2022‐23 will
allow the program to keep up with the large increase of infrastructure maintenance. Support for the
additional street sweeping contract funding will help meet the community’s expectations for clean and
well‐maintained streets.
261 Page 475 of 823
Operating Budget Traffic Signals & Lighting
General Fund Public Works
Traffic Signals & Lighting
Program Description
The Signal and Light Maintenance Program operates and maintains traffic signals and streetlights on City
streets, and the installing, operating, and monitoring of the City’s traffic management and detection
systems.
Core Services & Objectives
Provides safe and efficient traffic flow for all modes of travel through signalized intersections.
Provides appropriate lighting for streets and neighborhoods.
Maintains traffic signal operations and maintenance and street light operations and maintenance.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $224,615 $239,205 $258,186 8% $263,110 2%
Contract Services $9,535 $13,881 $75,000 440% $15,000 ‐80%
Other Operating Costs $285,249 $271,080 $229,400 ‐15% $241,400 5%
Total Program $519,399 $524,166 $562,586 7% $519,510 ‐8%
Opportunities and Challenges
With ongoing installation of new streetlights, off‐street path lights, downtown decorative “zig‐zag”
lighting, and new traffic signals throughout the City, the Traffic Signal and Streetlight Program will need
to continually evaluate staffing resources and operating budgets to ensure that there are sufficient funds
to maintain the traffic signal and streetlight infrastructure in a state of good repair. Approval of the SOBCs
requesting additional equipment budget and additional funds for electricity costs will help ensure that
sufficient resources are available for this program.
With both City’s existing Traffic Signal/Streetlight Technicians nearing eligible age for retirement within
the next five years, there will likely be a need funds to recruit a third full‐time technician looking ahead
towards the FY2023‐25 Financial Plan to ensure that there is adequate staffing overlap and opportunity
for training and transition planning.
The increasing availability of solar street and path lighting products presents a significant opportunity for
the City to install and repair lighting infrastructure without the additional costs and delays often
associated with coordinating hard‐wired electrical installations with PG&E. Continued funding of the New
Streetlight Annual Asset Maintenance and New Solar Path Lighting Capital Improvement Project requests
will allow for additional flexibility and efficiencies with maintaining the City’s streetlight infrastructure.
262 Page 476 of 823
Operating Budget Fleet
General Fund Public Works
Fleet
Program Description
The Fleet Maintenance Program maintains and repairs all City vehicles and construction equipment except
those used in the Transit Program and Fire Department.
Core Services & Objectives
Provides a safe and reliable City fleet balancing maintenance and capital outlay costs.
Provides comprehensive support for Police fleet asset maintenance and repair.
Responsible for safeguarding and disposal of hazardous material stored at the Corporation Yard.
Provides specialized maintenance and fabrication services.
Completes vehicle procurement and disposal.
Completes reporting for State and Federal regulatory programs.
Completes fuel purchasing.
Maintains fuel dispensing station and vehicle wash facility.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $451,494 $444,598 $627,660 41% $643,427 3%
Contract Services $95,056 $90,325 $160,300 77% $160,300 0%
Other Operating Costs $530,224 $579,575 $582,700 1% $585,800 1%
Total Program $1,076,773 $1,114,498 $1,370,660 23% $1,389,527 1%
Major City Goal Contributions
In partnership with Administration and Information Technology Department, install electric vehicle
chargers to support the transition to all‐electric fleet vehicles.
Opportunities and Challenges
The Fleet program will be essential in the City being successful in achieving carbon neutral goals. This will
be accomplished though reducing the number of vehicles and equipment that produce GHG’s. Many fleet
replacements were deferred to allow for additional electric options to come onto the market.
Approval of the Heavy Mechanic and intern positions as well as the increased contract funding will allow
the program to keep up the workload while delivering a high level of customer service. This interim
direction will assist in keeping a well maintained, aging fleet which ultimately will expedite the transition
of City’s fleet to electric and other green options.
263 Page 477 of 823
Operating Budget CIP Engineering
General Fund Public Works
Capital Improvement Plan Engineering
Program Description
The CIP Project Engineering Program oversees design and construction of infrastructure projects in the
City’s Capital Improvement Plan (CIP) and provides inspection services for public infrastructure
improvements built by the private sector.
Core Services & Objectives
Deliver the City’s capital construction program in a timely and cost‐effective manner
Inspect private development to meet community needs and engineering standards
CIP project design
CIP project construction management
Private development inspection
CIP administration
Maintain current City Engineering Specifications and Standards
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $2,121,148 $2,154,681 $2,002,036 ‐7% $2,074,736 4%
Contract Services $18,355 $‐ $24,400 $24,500 0%
Other Operating Costs $65,775 $85,675 $100,901 18% $122,501 21%
Total Program $2,205,278 $2,240,356 $2,127,337 ‐5% $2,221,737 4%
Major City Goal Contributions
In partnership with Utilities, ensure the business community is updated and aware of major city projects
(CIP and others) that will impact their operations. Coordinate with business adjusting working hours and
construction impacts to reduce impacts.
Replace the existing Mission Plaza Restrooms in compliance with Mission Plaza Concept Plan and Council
Direction; construct the new Palm/Nipomo structure in coordination with SLO REP theatre; and establish
and implement a plan to make the Zig Zag lights permanent in the current locations as well as other
locations in the downtown.
Investing in critical infrastructure: The City will invest in critical infrastructure based on the approved
2021‐23 CIP or as otherwise directed by the City Council. Projects that 1) facilitate economic recovery, 2)
enhance safety, resilience, fire prevention, 3) address past commitments (previously budget, approved
264 Page 478 of 823
Operating Budget CIP Engineering
General Fund Public Works
planning documents), 4) are partnership projects with a significant portion of the cost covered by private
development, 5) address existing core infrastructure maintenance needs and 6) provide positive impact
towards climate change goals and/or Diversity Equity and Inclusions needs will be prioritized for inclusion
and Council’s consideration in the 2021‐23 CIP.
In partnership with Community Development, develop and present a long‐term plan for the initiatives
started under the Open SLO like parklets and street closures in the downtown.
In partnership with Administration and Information Technology, Implement Laguna Lake Dredging and
Sediment Management and Shoreline Stabilizations Projects in order to begin restoration of the lake for
recreation and habitat improvement purposes.
Complete v arious CIP projects s uch as, N ew Bob Jones Trail & Ra ilroad Safety Trail Solar Path Lighting, and
Prado Road Creek Bridge Replacement & S. Higuera/Prado Road Protected Intersection.
Opportunities and Challenges
With the passage of Measure G 2020 the funding provided to implement Capital Improvement Plan
projects will increase. The Capital Improvement Plan Engineering program will need to scale in order to
implement. Consultant services has been retained to develop recommendations for change to deliver a
larger Capital Improvement Plan.
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Operating Budget Transportation Planning & Eng
General Fund Public Works
Transportation Planning & Engineering
Program Description
The Transportation Planning and Engineering Program manages analysis, planning, operations, and design
of the City's multimodal circulation systems.
Core Services & Objectives
Enhance accessible regional transit, bicycle, and pedestrian mobility.
Create safe and accessible walking and bicycling opportunities.
Provide infrastructure supporting housing and reducing Vehicle Miles Traveled (VMT).
Support emerging transportation trends and technologies to transition towards sustainability.
Completes Transportation Planning and Engineering Services in compliance with regulatory
requirements.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $845,125 $854,851 $927,680 9% $964,004 4%
Contract Services $5,921 $9,000 $39,000 333% $15,000 ‐62%
Other Operating Costs $45,149 $38,577 $47,300 23% $48,500 3%
Total Program $896,195 $902,428 $1,013,980 12% $1,027,504 1%
Major City Goal Contributions
Establish consistent mode split tracking and reporting method, consistent with
performance monitoring recommendations as called for in the Active Transportation Plan
and CAP Connected Communities task 1.1. (Climate Action, 4.4.a)
Prepare a Mobility as a Service Study to guide potential implementation of programs and
software tools to create an integrated platform linking access to transit, future bikeshare
and ridesharing services, as called for in CAP Connected Communities task 1.2. (Climate
Action, 4.4.b)
Prepare a Transit Innovation Study to provide a blueprint to guide the transition to
increased service frequency, electrification and feasibility of no‐fare service for students,
seniors, and others as called for in CAP Connected Communities tasks 4.2, 4.3, and 4.4.
(Climate Action, 4.4.c)
Active Transportation Plan (ATP) Implementation: Implement infrastructure
improvements and programs specifically identified in the City's Active Transportation Plan
to i mprove access, m obility a nd safety for walking and bicyclin g citywide. Actions support
266 Page 480 of 823
Operating Budget Transportation Planning & Eng
General Fund Public Works
the CAP Connected Communities task 2.1, ATP. Specific projects and programs within the
current work program include:
Plan, Design and Construct the ATP Tier 1 Network
Construct Minor Bicycle and Pedestrian Access & Safety Improvement
Complete preliminary design and right‐of‐way acquisition for the Railroad Safety
Trail (Tiburon to Orcutt Road)
Implement complete street improvements as part of 2021 and 2022 Roadway
Sealing Projects
Continue to monitor trends in the Micromobility industry and feasibility of future
SLO Bikeshare Program.
Complete construction of the Broad/Woodbridge Pedestrian Hybrid Beacon
crossing (Climate Action, 4.4.d)
Perform additional sweeping to remove debris and obstructions along sidewalks, shared‐
use paths, and bike lanes, including use of narrow street sweeping machinery and manual
sweeping to clear protected bike lanes, parklets and painted bulbouts. (Climate Action,
4.4.e)
Construct sidewalk repairs and new ADA curb ramps to improve access and safety for
pedestrians, particularly those with mobility challenges. (Climate Action, 4.4.f)
Vision Zero ‐ Implement recommendations from the City's Annual Traffic Safety &
Operations Program, with particular focus on eliminating injury collisions involving
vulnerable road users such as bicyclists, pedestrians, seniors and children. (Climate
Action, 4.4.g)
Construct the Anholm Neighborhood Greenway Phases 1B and 2, completing the priority
bicycle and pedestrian route between Foothill Boulevard and Downtown SLO, including
safety lighting and public artwork at the US 101/Chorro Undercrossing. (Climate Action,
4.4.h)
Complete construction of the Orcutt Road/Tank Farm Road Roundabout, reducing
congestion and auto emissions and improving access and safety for bicycles, pedestrians
and drivers. (Climate Action, 4.4.i)
Complete construction of the California/Taft Roundabout, reducing congestion and auto
emissions and improving access and safety for bicycles, pedestrians and drivers. (Climate
Action, 4.4.j)
Install new streetlights throughout the city and new solar path lights along the Bob Jones
and Railroad Safety Trails, utilizing solar options where feasible, to improve safety for
active transportation users. (Climate Action, 4.4.k)
Construct Prado Road Creek Bridge Replacement & S. Higuera/Prado Road intersection
reconstruction, adding protected bicycle lanes, sidewalks and a bicycle protected
intersection as recommended in the Active Transportation Plan. (Climate Action, 4.4.l)
Complete construction of the Prado Road Interchange project, proving more efficient
connectivity for motor vehicles and transit service (reducing VMT), and providing
physically separated facilities for bicycles and pedestrians as recommended in the Active
Transportation Plan. (Climate Action, 4.4.m)
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Operating Budget Transportation Planning & Eng
General Fund Public Works
Continue Active Transportation Education and Outreach to encourage safe behaviors for
all road users and to encourage interest and use of active transportation modes. (Climate
Action, 4.4.n)
Prepare Feasibility Study for Potential City VMT Mitigation Program, providing a
programmatic mechanism to reduce VMT and GHG production of new development
projects within the city. (Climate Action, 4.4.o)
Continue advancing the electrification of the SLO Transit vehicle fleet, including
electrification of buses and bus charging infrastructure. (Climate Action, 4.4.p)
Replace SLO Transit bus shelters to maintain a quality environment for new and future
transit users. (Climate Action, 4.4.y)
Opportunities and Challenges
With the passage of Measure G 2020, the funding provided to implement the sustainable transportation
projects within the Capital Improvement Plan will increase. In addition, the likely continuation of a very
active private development market within the city will also continue to increase the level of
responsibilities required by the Transportation Planning and Engineering program, which is heavily
involved in development entitlement review, CEQA technical studies, design, and construction review of
new development‐driven transportation infrastructure. The Transportation Planning and Engineering
program will likely need to scale up in order to continue to support both the City’s Capital Improvement
Program, development‐related transportation activities, and overall maintenance of transportation
infrastructure in a state of good repair.
Consultant services operating budget has been retained to help assist City staff with these responsibilities
and the team is requesting ongoing SOBC to support funding for two part‐time transportation interns.
268 Page 482 of 823
Operating Budget
General Fund Stormwater
Stormwater
Program Description
The Stormwater and Flood Control Program maintains storm drain facilities within the City,
coordinates emergency response during storms, and implements the State’s National Pollutant
Discharge Elimination System (NPDES) Permit and City Storm Water Management Plan.
Core Services & Objectives:
A well‐maintained storm drainage system that minimizes property damage from flooding.
A creek system maintained to balance conveyance with environmental concerns.
Regularly swept streets to minimize pollution entering storm drains and creeks.
Cost‐effective implementation of the City’s Storm Water Management Plan.
Implementation of San Luis Obispo Creek Wasteload Allocation Attainment Plan (WAAP)
Meet State and Federal water quality regulations.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $586,595 $758,485 $819,122 8% $849,680 4%
Contract Services $146,602 $220,900 $243,112 10% $243,325 0%
Other Operating Costs $60,155 $60,431 $93,456 55% $93,531 0%
Total Program $793,352 $1,039,816 $1,155,690 11% $1,186,536 3%
Operating Budget Changes for Stormwater
SOBC Description Type 2021‐22 2022‐23
Stormwater
Inspector
This position will oversee storm water compliance on all
construction sites across the City to remain compliant
with storm water permit requirements to inspect
construction sites. This position will report to the
Supervising Building Inspector and follow the guidance
provided in the City's internal Stormwater MOU
between operating departments engaged in storm water
permit compliance efforts.
One‐time $93,506 $97,945
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BUSINESS ACTIVITIES
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UTILITIES
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Utilities
Operating Budget
UTILITIES
Mission Statement
Ensuring safe and reliable essential water and sewer services.
About the Department
The Utilities Department provides essential services that support the community’s health, well‐being, and
quality of life. Through its efforts, water for the community is safely transported, treated, distributed,
used, collected, recovered, and beneficially reused. These efforts are accomplished by the department’s
water and wastewater divisions. Additionally, the department manages the City’s solid waste program
and administers the City’s stormwater compliance program. Long range planning for water resources and
infrastructure needs, environmental stewardship, and business management are required to provide
these vital services and are critical functions of the Utilities Department. In total there are 14 programs
that constitute the Utilities Department.
275 Page 489 of 823
Utilities
Operating Budget
The Department at a glance
Program 2019‐20
Actuals
2020‐21
Budget
2021‐22
Budget
2022‐23
Budget
Water Admin and Engineering $1,679,135 $1,005,075 $1,378,025 $1,383,469
Water Source of Supply $10,944,379 $10,675,781 $10,400,483 $10,233,236
Water Treatment $2,519,796 $3,096,837 $3,196,356 $3,229,197
Water Distribution $1,708,336 $1,746,863 $1,814,548 $1,867,617
Water Resources $243,077 $403,698 $498,435 $465,259
Wastewater Admin and Engineering $1,787,048 $1,058,249 $1,506,939 $1,511,145
Wastewater Collection $1,076,390 $1,177,019 $1,219,795 $1,261,897
Environmental Programs $111,533 $270,079 $278,695 $274,771
Water Resource Recovery $3,443,196 $3,937,511 $4,001,618 $4,062,458
Utilities Revenue $563,736 $525,979 $548,120 $561,214
Water Quality Lab $581,483 $872,297 $864,379 $827,721
Solid Waste & Recycling1 $87,156 $159,318 $199,699 $176,280
Total $24,745,265 $24,928,706 $25,907,092 $25,854,264
1 This program is funded through the General Fund but managed by the Utilities department.
Staffing
37%
Contract
Services
6%
Other
Operating
Costs
57%
EXPENDITURES BY FUNCTION
2021‐22 2022‐23
Existing FTEs 69.88 69.88
Additional FTEs (per SOBCs) .75 .75
Supplemental/Contract FTEs 1.60 1.60
TOTAL FTEs 72.23 72.23
276 Page 490 of 823
Utilities
Operating Budget
Department Organizational Chart1
1 Does not include supplemental or contract positions.
Utilities Department
(70.63 FTE)
Water
Water Administration
& Engineering
(5.34 FTE)
Water Source of
Supply
(1.20 FTE)
Water Treatment
(11.45 FTE)
Water Distribution
(10.90 FTE)
Water Resources
(3.0 FTE)
Sewer
Wastewater
Administration &
Engineering
(6.44 FTE)
Wastewater
Collections
(7.50 FTE)
Environmental
Compliance
(1.60 FTE)
Water Resource
Recovery
(12.30 FTE)
Utilities Revenue
(2.00 FTE)
Water Quality Lab
(3.70 FTE)
Reservoir Operations Reservoir Operations
(4.10 FTE)
Solid Waste Recycling
(1.1 FTE)
277 Page 491 of 823
Utilities
Operating Budget
2021‐23 Department Goals
Department strategic priorities for the 2021‐23 Financial Plan are to help advance the City’s overall goals
tied to Major City Goals, Department Strategic Plans, and other priorities as they may arise. These goals
are in addition to ongoing community program services (listed in program sub‐sections).
Strategic Goal(s)
Continue to pursue grant funding and innovative funding strategies to
mitigate rate increases and ensure continued affordability.
Improve resiliency to ensure continued service delivery through
emergency planning, infrastructure maintenance, and expansion of
source water supplies.
In coordination with the Community Development Department, continue
to optimize water and wastewater systems to facilitate the City’s housing
goals.
Improve community outreach and education.
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Utilities
Operating Budget
Performance Measures
Performance measures are designed to determine accountability, improve service quality, allocate
resources, and evaluate departmental performance in meeting San Luis Obispo’s goals and objectives.
Objective Measure 2019‐20
Actual
2020‐21
2Actual
2021‐22
Target
2022‐23
Target
Manage Assets Responsibly &
Transparently
Strategic Goal: Public Stewardship
Grant and
partnership dollars
to be obtained to
offset rates
$78,814 $1,196,575 $4,454,168 $939,368
Minimize number of
Customers Shut‐Off
for Nonpayment3
306 0 500 450
Average
Infrastructure Asset
Age (years)4
21.34 20.92 20.42 19.92
Connecting the Community to High
Quality & Reliable Service
Strategic Goal: Public Service
# Unplanned Service
Interruptions5 68 38 0 0
# of Sewer Lateral
Replacements
including Offsets
168 70 100 100
Recycled Water
Delivered (CCF) 234.71 130.69
300 325
Foster Leadership, productivity, and
opportunity for personal and
professional growth.
Strategic Goal: Workforce
% of New Hire Safety
Trainings Conducted
N/A6 33%7 100%8 100%
Provide Coworkers and the Community
with Information & Opportunities to
Participate in Decisions that Impact
them
Strategic Goal: Communication
Public Outreach : #
of Communications
with the Community9
120 107 170 200
2 As of March 15, 2021
3 Both 2019‐2020 and 2020‐2021 are artificially low due to the Covid‐19 shut‐off moratorium. In 2018‐2020 (a typical
year), there were 533 shut‐offs for non‐payment.
4 Average asset age from City fixed assets data. This should decrease each year as assets are replaced.
5 Includes water main and service line outages; and sanitary sewer overflows.
6 Did not start tracking until 2020‐21.
7 New hire training has been delayed due to Covid‐19.
8 Goal is to have all safety trainings conducted for all new employees within their first three months of employment.
9 Includes Facebook posts, blog posts, email bulletins, groundbreaking event, quarterly project reports, the Resource,
website news articles, and bill inserts.
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WATER FUND
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Actual Budget Budget Budget Projected Projected Projected
2019‐20 2020‐21 2021‐22 2022‐23 2023‐24 2024‐25 2025‐26
14,464 13,785 15,776 16,329 16,900 17,492 17,841
5,052 5,168 5,560 5,754 5,956 6,164 6,287
966 920 972 1,006 1,041 1,077 1,099
‐ 398 223 225 230 235 240
898 910 962 995 1,030 1,066 1,088
3,723 3,032 1,548 1,370 789 800 800
818 303 408 424 394 430 451
‐ 14,300 ‐ ‐ ‐ ‐ ‐
‐ 1,197 256 ‐ ‐ ‐ ‐
563 367 396 396 396 396 396
‐ (100) (100) (100) (100) (100) (100)
26,484$ 40,280$ 26,001$ 26,399$ 26,636$ 27,561$ 28,102$
4,761 4,520 4,735 4,901 5,557 5,816 5,943
12,333 12,409 12,827 12,554 12,670 12,786 12,904
15,594 13,999 2,944 5,215 1,881 3,213 5,160
4,441 1,488 2,449 2,443 1,870 1,869 1,866
2,564 2,595 2,546 2,519 2,818 2,865 2,939
39,693$ 35,011$ 25,501$ 27,632$ 24,797$ 26,550$ 28,812$
2,592 2,594 2,572 2,546 2,846 2,893 2,966
14,188 14,144 10,550 10,383 10,457 10,539 10,622
18,491 8,579 6,242 7,289 6,947 6,947 6,384
2,435 8,284 3,888 5,268 2,432 3,843 6,665
243 402 533 465 452 463 474
1,743 1,008 1,442 1,400 1,372 1,568 1,397
‐ ‐ 274 281 291 297 302
39,693$ 35,011$ 25,501$ 27,632$ 24,797$ 26,550$ 28,812$
28,373 15,164 20,433 20,933 19,700 21,539 22,550
(13,209) 5,269 500 (1,233) 1,839 1,011 (710)
15,164$ 20,433$ 20,933$ 19,700$ 21,539$ 22,550$ 21,841$
4,827 4,201 4,510 4,483 4,583 4,667 4,730
2,048 1,987 2,231 2,309 2,390 2,473 2,523
252 180 180 120 120 120 120
120 120 120 120 96 72 ‐
(in thousands)
REVENUES BY TYPE
1 Water Services Charges
2 Base Fee Revenue
3 Cal Poly Sales
4 Cal Poly Resilience & Capacity
5 Recycled Water
6 Development Impact Fees
7 Investment & Property Revenue
8 Proceeds from Debt
9 Grants
10 Miscellaneous Revenue
11 Rate Assistance Subsidy
13 TOTAL
14 EXPENDITURE BY CATEGORY
15 Salaries & Benefits
16 Operating Expenditures
17 Capital Outlay
18 Debt Service
19 Transfers Out
20 TOTAL
21 EXPENDITURE BY FUNCTION
22 General Government
23 Water Source of Supply
24 Water Treatment
25 Water Distribution
26 Water Resources
27 Water Administration
28 Utilities Revenue (Billing)
29 TOTAL
30 CHANGES IN FINANCIAL POSITION
31 Working Capital ‐ Beginning
32 Revenues over (under) Expenditure
33 Working Capital ‐ Year End
34 Operating Reserve
35 Rate Stabilization
36 CALPERS Down Payment
37 UFL Trust Fund
38 Unreserved Working Capital 7,917$ 13,944$ 13,891$ 12,668$ 14,349$ 15,217$ 14,467$
WATER FUND LONG TERM FORECAST
283 Page 497 of 823
Budget at a Glance
Water Fund
Water Fund
The City’s water operations provide safe potable water to the
City’s customers year‐round. They rely on service rate revenue
to cover almost all costs for operations and maintenance,
infrastructure replacement, debt service, and payment for
general City services provided to the fund (cost allocation) and
are accounted for in the Water Enterprise Fund. Taxes,
including the Utility User Tax1, do not support these services.
Despite the uncertainty created by the Covid‐19 pandemic,
the Water Fund’s financial position is currently stable. At the
onset of the Covid‐19 pandemic, and associated stay‐at‐home order and business closures, the potential
impact to the Water Fund was uncertain. The Utilities Department has closely monitored revenue since
March 2020 and, while there has been some shift in usage patterns in residential and commercial sectors,
overall, there has been no significant net impact to Water Fund revenue. 2019‐20 water sales revenue
ended the year very near to the original 2019‐20 budget and 2020‐21 is on track to exceed the original
budget, attributed to a slight increase in residential use.
Although the region has experienced lower than average amounts of r ainfall t his y ear, t he C ity’s r eservoirs
currently store enough water to provide the City with water for over ten years. These secure water
supplies ensure that short‐term droughts do not adversely impact the community’s access to water and
the Water Fund’s fiscal situation. The health of the Water Fund will also benefit from improved impact
fee and investment revenue budget projection methodologies, and an additional revenue source from Cal
Poly.
2021‐23 Financial Plan
Key Assumptions
When preparing the budget, the Water Division analyzes past financial results, reviews upcoming
operational and capital needs, and current and future debt obligations to assess the financial position of
the fund for its continued health. The budget prepared for the two‐year financial plan follows a “zero
based budgeting” approach, considering each line item and its future needs. Asset condition,
infrastructure age, and future capacity needs are driving factors in determining the Capital Project plan
and debt financing evaluations.
The needed revenue to cover the assessed expenses is then evaluated based on current rates and revenue
levels, analysis of current water use and effects on future revenue potential to provide a rate
recommendation and possible increases.
1 Utility User’s Tax (UUT) is a general fund tax which is applied to most utility bills. Customers pay a 5% UUT on
their water bill.
284 Page 498 of 823
Budget at a Glance
Water Fund
FUND REVENUES
As an enterprise fund, the Water Fund finances its operation mainly with rates charged for water services.
According to its mandate, rates must be sufficient to cover operation, capital asset improvements and
maintenance, debt obligations, and appropriate reserve levels to keep the fund healthy and prepared for
unforeseen and future funding needs. Revenues are collected from multiple sources which include:
Water Service Charges combining a base fee and volumetric charge per unit
Sales to Cal Poly
Development Impact Fees
Miscellaneous charges such as account set‐up fees, late charges, meter sales, and connection fees
Investment and Property Revenue
Revenue Forecast
Actual
2019‐20
Budget
2020‐21
Projected
2021‐22
Projected
2022‐23
Investment and Property Revenue $817,787 $303,000 $407,600 $423,500
Water Service Fees $14,463,879 $13,785,121 $15,776,464 $16,328,641
Water Base Fees $5,051,588 $5,167,974 $5,559,695 $5,754,284
Cal Poly Sales $966,478 $919,895 $971,788 $1,005,801
Cal Poly Resilience & Capacity $0 $398,180 $223,000 $224,795
Recycled Water Sales $897,650 $910,455 $961,817 $995,481
Development Impact Fees $3,723,460 $3,032,000 $1,548,200 $1,370,400
Other Revenue $563,058 $367,010 $396,000 $396,000
Grants $0 $1,196,575 $256,395 $0
Debt Proceeds $0 $14,300,000 $0 $0
Rate Assistance Program $0 ($100,000) ($100,000) (100,000)
Total Revenue $26,483,900 $40,280,209 $26,000,960 $26,398,902
61%21%
4%
4%6%4%
WATER FUND REVENUE OVERVIEW
Water Services Charges
Base Fee Revenue
Cal Poly Sales & Resilience/Capacity
Recycled Water
Development Impact Fees
Other Revenue
285 Page 499 of 823
Budget at a Glance
Water Fund
Water Rate Increase
Recommended water rate increases for 2021‐22 and 2022‐23 are lower than originally projected. The
Water Fund is requesting a rate increase of 3.5% effective July 1, 2021 and 3.5% effective July 1, 2022.
The most recent rate study, conducted in 2018, had projected the water rate increase would need to be
5.5% in 2021 and 5.5% in 2022. The City’s rate consultant recently completed a rate confirmation
study to confirm or modify these rate increase estimates. As a result of additional revenue from Cal Poly
and refined investment and impact fee revenue projections, the rate consultant has now recommended
lower than previously projected rate increases.
The recommended rate increases are subject to a public notification and protest process, including a
public hearing scheduled for June 15, 2021. The proposed rates, if adopted, will add increased long‐range
stability and predictability to revenues and provide funding necessary to meet future infrastructure needs.
Water Rate Increases
2021‐22 Proposed 2022‐23 Proposed 2023‐24 Projected
3.5% 3.5% 3.5%
Rate Assistance Program
The Water Fund is recommending a more robust rate assistance program. Proposition 218 does not allow
for any water rate charges billed to a customer to be used for anything but the cost to deliver these
services. For this reason, the current rate assistance program is subsidized by the City’s General Fund and
is very restrictive, allowing very few customers to qualify for the discount. The new program will be
compliant with Proposition 218 as it will be funded by late charges paid by utilities customers who do not
make their payments on time. Late charges are not considered rates for service, so they are not restricted
by Proposition 218. Late charges available to subsidize the rate assistance program exceed the general
fund subsidy so the rate assistance program will be revised to include a larger range of community
members. It is important to note that all customers across the City are subject to the same late fees. This
includes large corporate customers, other businesses, and all residential customers.
Development Impact Fees – Improved Budget Projections
The collection of impact fees is fully dependent on development activity and therefore can vary
significantly from year‐to‐year. Historically, impact fees were budgeted based on the historic lowest
amount collected and adjusted at mid‐year if fee revenues were higher than anticipated. With the hiring
of the Infrastructure Analyst position in the Finance Department, the City has been able to better project
actual impact fee collection based upon upcoming development activity. With this improved information,
the Water Fund has changed its impact fee budgeting methodology to the average of the next five years
of impact fee projections. This equals an additional $748,200 in budgeted impact fee revenue in 2021‐22
and an additional $570,400 in 2022‐23. This improved budgeting methodology for estimating impact fee
revenue in advance of collection could serve to mitigate future rate increases.
Development Impact Fee Methodology
2021‐22 Budget 2022‐23 Budget
Historical Methodology $800,000 $800,000
New Methodology $1,548,200 $1,370,400
Difference $748,200 $570,400
286 Page 500 of 823
Budget at a Glance
Water Fund
Investment Revenue – Improved Budget Projections
Like impact fees, investment revenue has historically been budgeted very conservatively at $50,000 per
year. Beginning in 2021‐22, the City is revising these projections to align with historical investment
earnings of 2% per year. Using this assumption, the Water Fund is budgeting investment revenue at 2%
of its previous year ending working capital balance. This equals a $357,600 investment revenue budget
increase in 2021‐22 and an increase of $423,500 in 2022‐23. This improved budgeting methodology for
estimating investment revenue in advance of collection could serve to mitigate future rate increases.
Investment Revenue Fee Methodology
2021‐22 Budget 2022‐23 Budget
Historical Methodology $50,000 $50,000
New Methodology $407,600 $423,500
Difference $357,600 $373,500
Cal Poly Resilience & Capacity Payment
The City recently signed agreements with Cal Poly to renegotiate its rate and capacity agreements with
the City. Part of this effort included Operational Resiliency, which compensates the City for providing the
University with source water from a City water supply source for short periods if the University’s Whale
Rock water supply is unavailable. Also part of the rate agreement update, the Treatment Capacity
payment is Cal Poly’s contribution to the Water Treatment Plant (WTP) upgrade to maintain the
University’s capacity interest in the plant. These agreements will generate an additional $223,000 of
Water Fund revenue each year, $137,000 per year for Operational Resiliency and $86,000 per year for the
term of the WTP upgrade loan.
287 Page 501 of 823
Budget at a Glance
Water Fund
FUND EXPENDITURES
Operating Programs
Water Fund operating expenditure budgets are comprised of salaries, employee benefits, and other
operating expenditures such as contract services, chemicals, and electricity. The Water Fund operating
program budgets are summarized below. The summary reflects the operating program budget amounts
for fiscal years 2021‐22 and 2022‐23.
Operating Expenses 2020‐21
Budget
2021‐22
Projected
2022‐23
Projected
Water Admin $1,005,075 $1,378,025 $1,383,469
Source of Supply $10,675,781 $10,400,480 $10,233,236
Water Treatment $3,096,837 $3,196,353 $3,229,196
Water Distribution $1,799,483 $1,814,549 $1,867,616
Water Resources $403,698 $498,434 $465,257
Utilities Revenue 2 ‐‐‐‐ $274,060 $280,608
General Government $2,595,274 $2,546,009 $2,519,158
Total Expenses $19,523,527 $20,107,911 $19,978,537
Proposed Enhancements to Operating Programs
Overall, operating expenditure budgets are changing very little in 2021‐22 and 2022‐23. The Water Fund
is requesting the following budget changes.
2021‐22 2022‐23
Program Enhancements $353,571 $234,734
2 These costs were previously not split between Water and Sewer Funds.
$‐
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
$40,000
$45,000
2019‐20 2020‐21 2021‐22 2022‐23 2023‐24 2024‐25 2025‐26in thousandsWater Fund Overview
Revenue Expenditures Unreserved Working Capital ‐ Year End
288 Page 502 of 823
Budget at a Glance
Water Fund
Program Enhancements Detail Key SOBC Description
One‐
time/
Ongoing
MCG or
Core
Services
FY
2021‐22
FY
2022‐23
Utilities ‐ Water
1
Deputy Director ‐
Planning &
Engineering
This position will support the specialized
long‐term needs of the Utilities department
and water and wastewater infrastructure.
The work is not new, but the Utilities
department sees an increasing need for
continual infrastructure maintenance and
replacement, implementation of emerging
technology, and adherence to new and
more stringent State and Federal
regulations into the foreseeable future.
There has also been an increased role
coordinating with Public Works and
Community Development work efforts,
which could include such things as policy,
workflow, and practices. This position will
be split between the water, sewer, and
Whale Rock funds (50% Sewer, 40% Water,
10% Whale Rock). This line reflects just the
water fund contribution.
Ongoing Core
Services $60,292 $62,583
2
Expanded Recruitment
Services Expenses to
Augment Human
Resources
Expand recruitment beyond Utilities
professional agencies including direct
recruitment to persons with applicable
certifications. Utilities would also like to
diversify recruitment activities to further
Diversity, Equity, and Inclusion efforts.
Ongoing DEI $10,000 $10,000
3 Utility Billing ‐ Split
Cost Center
Administrative change to split the Utility
Billing program between the water and
sewer funds to better reflect the programs
benefit to both funds.
Ongoing Core
Services $0 $0
4
Moving Various
Budget Items from the
Water Resources to
the Water
Administration Cost
Center
Moving and increasing public outreach
responsibility and budget from Water
Resources to Water Administration.
Ongoing Core
Services $144,000 $144,000
5
Qualtrax Quality
Management System ‐
Implementation and
Ongoing
The Water Quality Lab is required by State
mandate to comply with new The Nelac
Institute (TNI) regulations by January 2023.
Qualtrax software will meet TNI policy,
operating procedure, audit, document
control, corrective actions, Quality
Assurance/ Control, and staff competency
requirements. This SOBC is split between
the water and sewer funds (75% Sewer,
Ongoing Core
Services $4,250 $2,250
289 Page 503 of 823
Budget at a Glance
Water Fund
25% Water). This line reflects just the water
fund contribution.
6
Velosimo ‐
Springbrook/Cityworks
Integration
Replace the software integration between
Springbrook (water and sewer billing
software) and Cityworks (Utilities asset
management software). This SOBC is split
between the water and sewer funds. (50%
water, 50% sewer). This line reflects just the
water fund contribution.
Ongoing Core
Services $8,000 $5,000
7
Utilities Locator
Position Salary‐Split
Cost Centers
Administrative change to the funding for
the Utilities Locator from the Water Fund to
the Water, Sewer, and General Funds to
better reflect the position's benefit to each
of the funds. The Utilities Locator is an
existing position responsible for all physical
mark‐outs of underground City utilities:
water, sewer, storm drains, street light
conduits, and fiber optic conduits. This line
reflects the impact of this SOBC to the
water fund.
Ongoing Core
Services ‐$43,101 ‐$43,101
8 Cost of Liquid Oxygen
The most recent bid for liquid oxygen was
much higher than in the past partially due
to an oxygen shortage because of the Covid‐
19 pandemic.
Ongoing Core
Services $54,000 $54,000
9 Recycled Water
Chemicals
Additional funding for chemicals required
because the price of chemicals is increasing,
and more recycled water is being produced.
These chemicals will likely be significantly
reduced or eliminated after the new facility
comes online and the City receives State
approval of the new Ultraviolet (UV)
disinfection process.
Ongoing Core
Services $9,880 $0
10
Maximization of
Recycled Water
Resources
Fund work related to determining the
feasibility and costs of delivering recycled
water to new customers with the intent of
maximizing use of this resource for the
benefit of the community. With the WRRF
upgrades and the expansion of the recycled
water infrastructure within the City’s Water
Reuse Master Plan Area, the City has an
opportunity to deliver surplus recycled
water to additional customers. Ultimately,
this work will refine and document the
Utilities Department policies on delivery of
recycled water, so that future project plans
can be developed with the best available
data.
One‐
time
Core
Services $50,000 $0
Program Enhancements Detail Key SOBC Description
One‐
time/
Ongoing
MCG or
Core
Services
FY
2021‐22
FY
2022‐23
Utilities ‐ Water
290 Page 504 of 823
Budget at a Glance
Water Fund
11 Filter Media
Assessment
The Water Treatment Plant (WTP) uses
anthracite, sand, and gravel media to filter
water suitable for drinking. This is a one‐
time purchase to have the WTP filter media
analyzed and the WTP’s current filter media
monitoring program evaluated in FY 21/22.
One‐
time
Core
Services $20,000 $0
12
Replacement of
Controllers on Filter
Effluent Turbidity
Meters
The Water Treatment Plant is required by
regulatory agencies to have filter effluent
turbidity meters on each filter (4 total).
Turbidity is the cloudiness or haziness of
water caused by large numbers of individual
particles that are generally invisible to the
naked eye. The measurement of turbidity is
a key test of water quality and water
treatment performance. The current
controllers are outdated and no longer
supported with parts and service by the
manufacturer.
One‐
time
Core
Services $10,000 $0
13 Community Workforce
Agreement Study
Hire a consultant, support legal review, and
establish an internal working group and hire
a consultant to research methods to
support local contractors, local vendors,
and labor through workforce agreements,
local purchasing requirements, alternative
project delivery methods and other options
to support local businesses and employees.
The Community Services Group will be
leading this effort.
One‐
time Economic $26,250 $0
TOTAL $353,571 $234,732
Program Enhancements Detail Key SOBC Description
One‐
time/
Ongoing
MCG or
Core
Services
FY
2021‐22
FY
2022‐23
Utilities ‐ Water
291 Page 505 of 823
Budget at a Glance
Water Fund
Capital Improvement Plan
Infrastructure maintenance and replacement continues to be a top Water Fund priority. Both the City’s
source water and treated drinking water infrastructure are aging and need to be continually maintained.
The amount of work needed to ensure continued service is significant, with source water supplied to the
City from reservoirs as far as 50 miles away and with over 190 miles of publicly owned drinking water
pipelines inside the community, the majority of which have not been replaced since their original
construction. The Water Fund’s capital improvement program funding requirement is $ 2,943,998 in 2021‐
22 and $ 5,215,253 in 2022‐23 as detailed at the end of this section.
Below is a highlight of the 2021‐23 Water Fund capital projects:
1. Reservoir 2 Cover Replacement. This project will replace the floating cover on the City’s largest
treated water storage tank. This cover has reached its expected useful life and is in need of
replacement. This project will cost $10,000 in 2021‐22 and $950,000 in 2022‐23.
2. California – Stafford to Mill Waterline Project. This project replaces segments of a 16” water
main that supplies water to approximately half of the City. This segment of pipeline runs
through the bridge deck over Highway 101 and has a high consequence of failure. This project
will cost $140,000 in 2021‐22 and $1,650,000 in 2022‐23.
3. Broad Street – Tank Farm to Aerovista Recycled Water Expansion Project. This project will
extend a recycled water pipeline from the intersection of Tank Farm and Broad Streets to
Aerovista where this water can be utilized within the Airport area. This project will cost $45,000
in 2021‐22 and $1,040,000 in 2022‐23.
4. Water Treatment Plant Infrastructure Renewal Strategy. The renewal strategy will allow plant
staff to prioritize Water Treatment Plant related capital improvement projects for the next
decade. This project will cost $150,000 in 2021‐22.
Debt Service
Debt Issue ‐ Asset Outstanding
Principal
Annual
Payment
Final
Year
2022
2012 Water Revenue Refunding Bond $1,080,000 $573,200 2023
2018 Refunding Bond (Dispatch Center) $267,235 $27,422 2039
2018 Refunding Water Bond (Refund 2006 Bonds) $8,785,000 $889,700 2035
2020 State I‐Bank Loan – Water Treatment Plant $13,740,196 $958,524 2040
Total Water Fund Debt $23,872,431 $2,448,846
1. 2012 Water Revenue Refunding Bond – This bond paid for upgrades to the Water Treatment
Plant in 2002 to meet water quality standards.
2. 2018 Refunding Bond – This bond paid for Water Treatment Plant improvements in 2006.
3. 2018 Refunding Water Bond – This is the water fund’s contribution to construction of the Public
Safety Dispatch Center.
4. 2020 Infrastructure Bank Loan – This loan is paying for the current Water Treatment Plant
upgrade.
292 Page 506 of 823
Budget at a Glance
Water Fund
Water Rates
Usage
Current Rates 2021‐22 Rates 2022‐23 Rates
Single‐Family (three tiers)
Tier 1: 0 to 5 units $6.44 $6.67 $6.90
Tier 2: 6 to 12 units $7.51 $7.77 $8.04
Tier 3: 13+ units $13.76 $14.24 $14.74
Multi‐Family (all use) $7.36 $7.62 $7.88
Non‐Residential (all use) $8.93 $9.24 $9.57
Landscape (all use) $10.95 $11.33 $11.73
Monthly Base Fee
Current Rates3 2021‐22 Rates 2022‐23 Rates
Residential $22.52 $23.31 $24.12
Multi‐Family, Non‐Residential, and Landscape By Water Meter Size:
¾ inch or less $22.52 $23.31 $24.12
1‐inch meter $37.60 $38.92 $40.28
1.5‐inch meter $75.04 $77.67 $80.38
2‐inch meter $120.06 $124.26 $128.61
3‐inch meter $225.27 $233.15 $241.31
4‐inch meter $375.50 $388.64 $402.24
6‐inch meter $750.82 $777.10 $804.30
8‐inch meter $1,201.35 $1,243.40 $1,286.92
Water System Access
Charge4
$91.34 $94.54 $97.85
3 Current rates effective February 1, 2021 (deferred from July 2020)
4 This charge applies where the City provides fire protection only to businesses that utilize a private well for
domestic purposes.
293 Page 507 of 823
Capital Improvement Plan
Water Fund
Water Fund Capital Improvement Plan
ID CIP# Project #Project FY 2021‐22 FY 2022‐23 FY 2023‐24 FY 2024‐25 FY 2025‐26
1 6 1000052 Buchon‐Santa Rosa Intersection Improvements $0 $150,000 $0 $0 $0
2 108 1000513 Electric Vehicle Charging Station at Various Facilities $37,500 $0$0$0$0
3 Utilities ‐ 879 Morro $37,500 $0 $0 $0 $0
4 16 1000521 Fleet Replacement: Utilities $50,000 $15,000 $0 $207,500 $175,000
5 Water Resources ‐ Chevy Bolt $35,000 $0 $0 $0 $0
6 Water Distribution Signboard (0613)$15,000 $0 $0 $0 $0
7 WTP 1/2 ton Crew Cab 4X4 Pickup (1004‐F150)$0 $0 $0 $0 $75,000
8 Water Distribution Valve turning trailer (1005)$0 $0 $0 $150,000 $0
9 Water Distribution Compact Pickups (1011,1012 Dakota)$0 $0 $0 $0 $100,000
10 Waste Water Collections Dump Truck (0840)$0 $0 $0 $57,500
11 Water Distribution Trailer (0235)$0 $15,000 $0 $0 $0
12 17 1000059 Fredericks Paving $0 $0 $0 $0 $300,000
13 20 1000074 IT Replacement $24,498 $13,753 $14,500 $228,917 $30,322
14 Asset Management (Cityworks ‐ Utilities Integration)$14,120 $0 $0 $11,960 $0
15 VMware Infrastructure Upgrade $7,875 $0 $0 $0 $15,822
16 Uninterruptible Power Supplies (UPS’s Servers and Storage) $2,503 $0 $0 $1,963 $0
17 Firewall Replacement $0 $0 $0 $12,713 $0
18 City SAN $0 $8,146 $0 $0 $0
19 Motion ERP $0 $0 $14,500 $14,500 $14,500
20 Utility Billing System $0 $0 $0 $75,000 $0
21 Virtual Private Network Replace $0 $0 $0 $2,341 $0
22 VoIP Telephone System $0 $0 $0 $16,510 $0
23 Network Security Upgrade $0 $0 $0 $8,953 $0
24 Wireless System Citywide $0 $5,607 $0 $0 $0
25 Network Switching Infrastructure Equipment $0 $0 $0 $29,977 $0
26 Radios, Mobiles and stations not replaced ‐ EF & PW Only $0 $0 $0 $55,000 $0
27 22 1000075 Major Facility Maintenance $0 $7,500 $50,000 $0 $0
28 879 Morro ‐ Roof $0 $7,500 $50,000 $0 $0
29 74 90649 Mid‐Higuera Bypass $0 $100,000 $0 $0 $0
30 33 1000531 Recycled Water Annual UV Bulb Replacement $0 $0 $10,000 $10,000 $10,000
31 118 1000528 Recycled Water Broad Street ‐ Tank Farm to Aerovista $45,000 $1,040,000 $0 $0 $0
32 119 1000529 Recycled Water Orcutt Street ‐ Fernwood to Laurel $0 $0 $0 $25,000 $675,000
33 77 1000530 Recycled Water Tank $237,500 $50,000 $0 $0 $0
34 78 91368 Reservoir 2 Replacement $0 $0 $0 $780,000 $0
35 43 1000150 Sustainable Groundwater Management Act GSP $150,000 $150,000 $150,000 $150,000 $150,000
36 46 99653 Treatment Major Facilities Maintenance $274,000 $109,000 $109,000 $180,000 $150,000
37 Ozone System Maintenance $125,000 $40,000 $40,000 $0 $0
38 WTP Roof Repair $80,000 $0 $0 $0 $0
39 Air Compressor and Dryer Maintenance $36,000 $36,000 $36,000 $0 $0
40 Chemical System Maintenance $33,000 $33,000 $33,000 $0 $0
41 WTP Major Maintenance $0 $0 $0 $180,000 $150,000
42 48 91147 Trench Repairs‐ Water $200,000 $200,000 $200,000 $200,000 $200,000
43 51 1000540 Water Distribution System Hydraulic Model Update $100,000 $0 $0 $0 $0
44 52 1000062 Water Meters and Boxes $143,000 $165,000 $167,500 $171,500 $175,000
45 53 1000034 Water Storage Tank Maintenance $50,000 $1,355,000 $1,000,000 $0 $0
46 Wash water tank #1 $40,000 $325,000 $0 $0 $0
47 Reservoir 2 Cover Replacement $10,000 $950,000 $0 $0 $0
48 Edna Tank Recoating $0 $80,000 $1,000,000 $0 $0
294 Page 508 of 823
Capital Improvement Plan
Water Fund
ID CIP# Project #Project FY 2021‐22 FY 2022‐23 FY 2023‐24 FY 2024‐25 FY 2025‐26
49 123 1000541 Water Treatment Plant ‐ Power Storage Units Tesla Battery Grant $30,000 $0 $0 $0 $0
50 124 1000126 Water Treatment Plant Emergency Power ‐ PSPS $465,000 $0 $0 $0 $0
51 54 1000542 Water Treatment Plant Major Facility Maintenance $270,000 $180,000 $50,000 $0 $25,000
52 Facility Master Plan $150,000 $0 $0 $0 $0
53 Aluminum Bulk Tank #1 Replacement $50,000 $0 $0 $0 $0
54 Cityworks Integration (water)$45,000 $90,000 $0 $0 $0
55 Transfer Pump CLA‐VAL Re‐build $25,000 $0 $0 $0 $0
56 Actiflo Poly Blend Units $0 $0 $0 $0 $25,000
57 Package Thickener $0 $25,000 $50,000 $0 $0
58 Actiflo Train #2 Mixer Bearing/Gear $0 $35,000 $0 $0 $0
59 Lab TOC Analyzer Replacement $0 $30,000 $0 $0 $0
60 55 91149 Water Valve Cover Adjustments $50,000 $30,000 $30,000 $30,000 $30,000
61 88 1000545 Waterline Replacement: California Ave ‐ Stafford to Mill $140,000 $1,650,000 $0 $0 $0
62 89 1000547 Waterline Replacement: Chorro ‐ Highland to Meinecke $0 $0 $100,000 $1,100,000 $0
63 90 1000556 Waterline Replacement: Craig, Christina, Jaycee $0 $0 $0 $0 $880,000
64 91 1000544 Waterline Replacement: Highland ‐ Oakridge to Cuesta $0 $0 $0 $130,000 $1,430,000
65 92 1000546 Waterline Replacement: Highland at UPRR and Cal Poly $0 $0 $0 $0 $850,000
66 93 1000543 Waterline Replacement: Stenner Canyon $0 $0 $0 $0 $80,000
67 56 1000065 Waterline Replacements ‐ Point Repair $590,000 $0 $0 $0 $0
68 59 1000077 WRRF Major Maintenance $87,500 $0 $0 $0 $0
69 Chain Link Fence Extension $87,500 $0 $0 $0 $0
71 Grand Total $2,943,998 $5,215,253 $1,881,000 $3,212,917 $5,160,322
295 Page 509 of 823
Operating Budget Water Administration
Water Fund Utilities
Water Administration
Program Description
The Water Fund’s Administration program provides guidance and direction for effective management of the
Water Fund programs. It evaluates and provides strategic and long‐term planning, rate setting and funding,
and engineering and capital plan development for the water system. Program goals are 1) efficient
management and achievement of Water enterprise Core Services & Objectives and 2) well‐planned and
effectively delivered capital improvement project implementation.
Core Services & Objectives
Department Administration and Leadership.
Continue developing and implementing operational efficiencies.
Monitor water enterprise fund financial condition and recommend rates and revenues needed to
support program and service objectives.
Administer Capital Improvement and planning activities.
Continue implementation and tracking of strategic planning activities.
Continue safety assessments and ensure compliance with safety regulations.
Manage water‐related public outreach and communication efforts.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $1,573,694 $858,443 $867,358 17% $902,452 4%
Contract Services $42,773 $66,350 $107,200 56% $78,700 ‐24%
Other Operating Costs $62,668 $80,282 $403,467 397% $402,317 0%
Total Program $1,679,135 $1,005,075 $1,378,025 54% $1,383,469 1%
Challenges and Opportunities
In 2021‐22 the Utilities Department will establish a new program, Planning & Engineering, separate from
the Water and Sewer Administration programs. The program will be directed by a new Deputy Director of
Planning & Engineering and will be staffed by the Utilities Engineer and Utilities Project Manager. The
newly expanded program will provide additional support to the City’s Water Treatment Plant and source
water supply. These areas of focus are not fully supported by the Public Works Engineering team which
generally focuses on potable water distribution system improvement projects such as waterline
replacements, tank replacements, and pump station upgrades. Engineering support for Water Treatment
296 Page 510 of 823
Operating Budget Water Administration
Water Fund Utilities
Plant upgrades and work related to the City’s groundwater program and surface water storage supplies
are currently largely contracted out and not managed internally, this change should allow the City to
better plan for and accommodate non‐distribution system capital projects.
Additionally, the Administration section intends to focus efforts over the next financial plan on finalizing
the City’s Groundwater Sustainability Plan (GSP). Scheduled to be completed in January 2022, this plan
will ensure the City has a detailed outline on how it will ensure the groundwater basin is operated in a
sustainable manner. Upon completion of the GSP, work efforts related to implementing projects and
management actions will be transitioned to the City’s Water Resources section.
297 Page 511 of 823
Operating Budget Water Source of Supply
Water Fund Utilities
Water Source of Supply
Program Description
The Water Source of Supply program procures raw water from the City’s three primary surface
sources: Whale Rock Reservoir, Salinas Reservoir (Santa Margarita Lake), and Nacimiento
Reservoir, to provide a dependable supply of raw water for treatment at the City’s water treatment
plant. Additional sources of supply include highly treated recycled water from the City’s Water
Resource Recovery Facility that is used for irrigation and other approved purposes, and
groundwater supplies that are currently being redeveloped and expanded.
Core Services & Objectives
Deliver raw water supplies in a reliable, cost‐effective manner.
Operate, maintain, and repair supply facilities.
Maximize production and use of recycled water.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $60,398 $157,172 $165,265 5% $171,281 4%
Contract Services $13,513 $20,600 $20,915 2% $23,915 14%
Other Operating Costs $10,870,468 $10,498,009 $10,214,303 ‐3% $10,038,040 ‐2%
Total Program $10,944,379 $10,675,781 $10,400,483 ‐3% $10,233,236 ‐2%
Opportunities and Challenges
For many years the Source of Supply program has focused its efforts on expanding surface water
supplies to meet City water needs. Surface water supplies are currently maximized so the
department is focusing efforts on expansion of recycled water s upplies as well as reestablishment
of its groundwater pumping program. Expansion of these alternative supplies will help alleviate
demand on the City’s surface water supplies and will provide the department with additional
sources of supply to combat drought and climate change. More details about the expansion of
these water supplies can be found in the Water Resources program narrative.
298 Page 512 of 823
Operating Budget Water Resources
Water Fund Utilities
Water Treatment
Program Description
The Water Treatment program receives raw water from three surface reservoirs, treats it to meet
potable water standards, and delivers it into the water distribution system. The Water Treatment
Plant produces an average of 4.7 million gallons of potable water per day for the City of San Luis
Obispo and Cal Poly. The program goal is to provide an adequate water supply, treated to State
and Federal standards, for domestic consumption and fire suppression.
Core Services & Objectives:
Protect public health ‐ Continue to provide uninterrupted supply of high‐quality water to
the distribution system.
Continue to meet all treatment standards as required by Environmental Protection
Agency (EPA), State Water Resource Control Board’s (SWRCB) Division of Drinking Water,
and other regulatory agencies.
Continue with succession planning goals through development of standard operating
procedures, an internship program, etc.
Continue development of computerized maintenance database and work order system.
Continue development and implementation of Capital Improvement Projects.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $1,545,568 $1,792,632 $1,754,966 ‐2% $1,814,249 3%
Contract Services $238,760 $285,320 $316,185 11% $302,185 ‐4%
Other Operating Costs $735,469 $1,018,885 $1,125,205 10% $1,112,763 ‐1%
Total Program $2,519,796 $3,096,837 $3,196,356 3% $3,229,197 1%
Opportunities and Challenges
In 2021‐22, the Water Treatment Plant will begin utilizing the upgrades that were made as part
of the Water Treatment Plant Energy Efficiency Project. These improvements include a new
ozone disinfection system that decreases electrical demand while providing the section with
increased operational flexibility to treat water from any of the City’s sources without having to
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Operating Budget Water Resources
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blend with higher‐quality Whale Rock water. The new ozone system is modular in nature and
designed so that any equipment failures will only disable small portions of the ozone treatment
system, leaving the remaining in place to continue treating water for public consumption.
Additionally, this project includes major updates to the Water Treatment Plant’s SCADA system
which allows for computerized operation of the plant as well as highly sophisticated water quality
and plant performance tracking and monitoring. During the next fiscal year staff will be learning
the new systems and developing Standard Operating Procedures and other operational plans.
Beyond the newly installed infrastructure, Water Treatment Plant staff will begin work on
digitally mapping the Water Treatment Plant and selecting a vendor for a new Computerized
Maintenance Management System. This new system will help improve tracking of scheduled
maintenance activities and should result in fewer operational issues that impact the plant’s ability
to provide water to the community. The selection of this technology will take place alongside the
City’s Water Resource Recovery Facility to ensure that both facilities are using the same
technology.
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Water Distribution
Program Description
The Water Distribution Program is responsible for the delivery of potable water from the Water Treatment
Plant and wells to system users and fire hydrants via 12 water storage facilities, seven pump stations, and
approximately 180 miles of water mains. The Water Distribution Program also delivers recycled water
from the Water Resource Recovery Facility to landscape irrigation users via approximately 13 miles of
recycled water mainlines (purple pipelines). Program staff collaborates with Public Works to design,
construct, and commission capital improvement projects. The program goal is uninterrupted water flow
at adequate pressure with minimum water leakage.
Core Services & Objectives:
Continue the water distribution system improvements in accordance with the Capital
Improvement Plan.
Design, construct, and implement the recommendations in the Water System
Improvement Plan.
Maintain compliance with all applicable regulations and protect public health.
Conduct preventative maintenance programs to reduce infrastructure life‐cycle costs
while reducing the likelihood of leaks and breaks that result in water outages for City
residents and businesses.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $1,378,566 $1,410,138 $1,460,905 4% $1,509,074 3%
Contract Services $72,417 $78,600 $86,515 10% $88,515 2%
Other Operating Costs $257,353 $258,125 $267,128 3% $270,028 1%
Total Program $1,708,336 $1,746,863 $1,814,548 4% $1,867,617 3%
Challenges and Opportunities:
The Water Distribution section operations are forecasted to be impacted substantially by the
large amount of development occurring within the City. The section intends to focus efforts on
ensuring safe and orderly expansion of water distribution infrastructure while ensuring that
existing customers are minimally impacted by water distribution system expansion. The
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department plans to focus new efforts on increasing the use of digital mapping software to help
manage the process of bringing new developments online and into the City’s distribution system.
In addition to system expansions due to new development, the section will be leading several
Capital Improvement projects to decrease asset age, increase fire flow capacity, and reduce the
likelihood of water outages within the community. These projects include replacement of the
floating cover on Reservoir 1, replacing under‐sized water lines on Jeffrey Drive, and replacing
aged infrastructure on Cuesta Drive, Loomis Street, and Beebee Street.
By focusing on expanding its preventative maintenance programs for assets such as fire hydrants,
pressure reducing valves, pump stations, and water tanks, the section will continue to increase
its ability to serve its customers with minimal interruption while reducing the life cycle costs of
expensive infrastructure. Over the next few years an area of specific focus for the section is
related to the replacement of aging water meter infrastructure. Additional CIP funding has been
requested to support additional meter replacement work efforts on an annual basis.
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Water Resources
Program Description
The Water Resources program coordinates the planning, development, implementation, and
regulatory reporting for programs and services related to water use projections, recycled water,
water conservation, and groundwater pumping.
Core Services & Objectives:
Increase water conservation and water use efficiency opportunities within the
community.
Implement water conservation programs in alignment with California’s goals for making
water conservation a way of life.
Monitor development trends and City growth and ensure water resources are available.
Increase the beneficial use of recycled water to offset potable water use and to sustain
local water supplies.
Expand the use of groundwater as a source of supply through groundwater quality and
availability related studies and projects.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $203,234 $301,118 $402,135 34% $419,009 4%
Contract Services $4,892 $8,000 $58,100 626% $8,200 ‐86%
Other Operating Costs $34,951 $94,580 $38,200 ‐60% $38,050 0%
Total Program $243,077 $403,698 $498,435 23% $465,259 ‐7%
Challenges and Opportunities
In accordance with the Sustainable Groundwater Management Act (SGMA), the City is required
to adopt a Groundwater Sustainability Plan (GSP) by January 31, 2022. Upon adoption of this
plan the department will enter the implementation phase of SGMA and will be tasked with
ensuring basin‐wide groundwater sustainability is achieved by 2042. The Water Resources
section will be tasked with ensuring SGMA‐related projects and management actions are
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implemented in accordance with the GSP and will monitor groundwater levels to ensure the basin
is operated in a sustainable manner.
Alongside sustainable groundwater management, the Water Resources section will be tasked
with completing the PCE Groundwater Contamination Study for which the department was
recently awarded a $2,000,000 grant. This study hopes to pinpoint and better understand the
source of PCE contamination within the groundwater basin so remediation efforts can be
implemented by the state.
Emerging from the 2011‐2015 drought, the State of California set in place new indoor and
outdoor water use efficiency standards for water purveyors across the state. For the first time in
history, the state is in the process of setting separate water use goals for indoor uses versus
outdoor uses within a community. While the regulation tracks water use cumulatively, and not
on a customer‐by‐customer basis, Water Resources section staff will be tasked with ensuring that
the City has appropriate programs in place to comply with the upcoming standards.
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SEWER FUND
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(in thousands)Actual Budget Budget Budget Budget Budget Budget
REVENUES BY TYPE 2019‐20 2020‐21 2021‐22 2022‐23 2023‐24 2024‐25 2025‐26
1 Sewer Service Charges 11,179 10,851 12,359 12,792 13,176 13,571 13,978
2 Base Fee Revenue 4,412 4,346 4,653 4,816 4,960 5,109 5,262
3 Cal Poly Sales 819 508 992 1,026 1,057 1,089 1,122
4 Cal Poly Capacity ‐ 244 244 244 473 473 473
5 Development Impact Fees 2,031 870 1,384 1,190 618 600 600
6 Industrial User Charges 77 6 85 85 85 85 85
7 Investment & Property Revenue 1,182 539 402 608 732 585 537
8 Proceeds from Debt Financing 14,846 96,368 23,921 4,865 ‐ ‐ ‐
9 Miscellaneous Revenue 605 367 3,866 396 404 412 420
10 Rate Assistance Subsidy ‐ ‐ (100) (100) (100) (100) (100)
11 TOTAL 35,152$ 114,098$ 47,805$ 25,923$ 21,405$ 21,823$ 22,377$
12 EXPENDITURE BY CATEGORY
13 Salaries & Benefits 4,993 4,786 4,814 4,952 5,968 6,114 6,240
14 Operating Expenditures 2,569 3,055 3,334 3,271 3,320 3,370 3,421
15 Capital Outlay 23,365 109,420 20,923 6,623 9,652 4,993 2,406
16 Debt Service 1,382 1,388 1,384 7,190 7,285 7,100 7,099
17 Transfers Out 2,430 2,296 2,400 2,331 2,562 2,599 2,651
18 TOTAL 34,738$ 120,944$ 32,855$ 24,367$ 28,788$ 24,177$ 21,816$
19 EXPENDITURE BY FUNCTION ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
20 General Government 2,460 2,327 2,430 2,361 2,592 2,629 2,681
21 Wastewater Collection 3,383 14,068 7,330 7,195 5,284 5,919 4,118
22 Environmental Compliance 112 305 279 275 291 299 306
23 Water Resource Recovery 25,653 101,763 20,044 11,885 17,026 11,483 10,992
24 Utilities Revenue 564 526 274 281 306 313 319
25 Water Quality Lab 581 932 864 828 867 888 908
27 Wastewater Administration 1,986 1,023 1,634 1,542 2,423 2,646 2,493
28 TOTAL 34,738 120,944 32,855 24,367 28,788 24,177 21,816
29 CHANGES IN FINANCIAL POSITION
30 Working Capital ‐ Beginning 26,504 26,917 20,072 35,021 36,577 29,194 26,840
31 Revenues over (under) Expenditures 413 (6,846) 14,950 1,555 (7,383) (2,354) 562
32 Working Capital ‐ Year End 26,917$ 20,072$ 35,021$ 36,577$ 29,194$ 26,840$ 27,402$
33 Operating Reserve 2,268 2,305 2,386 3,549 3,827 3,837 3,882
34 Rate Stabilization 820 785 900 932 960 988 1,018
35 CALPers Down Payment 252 180 180 120 120 120 120
36 UFL Trust Fund 120 120 120 120 96 72 ‐
37 WRRF Upgrade Debt Reserve ‐ 2,953 5,903 5,903 5,903 5,903 5,903
38 Unreserved Working Capital ‐ Year End 23,458$ 13,729$ 25,533$ 25,954$ 18,289$ 15,921$ 16,479$
SEWER FUND LONG TERM FORECAST
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Budget at a Glance
Sewer Fund
Sewer Fund
The City’s sewer operations rely on service rate
revenue to cover almost all costs for operations and
maintenance, infrastructure replacement, debt
service, and payment for general City services
provided to the fund (cost allocation). Taxes,
including the Utility User Tax1, do not support these
services.
Despite the uncertainty created by the Covid‐19
pandemic, the Sewer Fund’s financial position is
currently stable. At the onset of the Covid‐19
pandemic, and associated stay‐at‐home order and
business closures, the potential impact to the Sewer Fund was uncertain. The Utilities department has
closely monitored revenue since March 2020 and, while there has been some shift in usage patterns in
residential and commercial sectors, overall, there has been no net impact to Sewer Fund revenue. The
largest impact was on the Cal Poly campus, where sewer flows were down up to 80% from previous years.
2019‐20 sewer revenue ended the year very near to the original 2019‐20 budget and 2020‐21 is on track
to exceed the original budget.
The Sewer Fund will benefit from improved impact fee and investment revenue budget projection
methodologies and a new revenue source from Cal Poly.
2021‐23 Financial Plan
Key Assumptions
When preparing a new budget, the Wastewater Division analyzes the Sewer Fund’s past financial results,
upcoming operational and capital needs, current and future debt obligations, and the financial outlook of
the fund ten years into the future. The financials prepared for the two‐year financial plan follows a “zero
based budgeting” approach, considering each line item and its future need anew. The condition,
infrastructure age, and future capacity needs are driving factors in determining the Capital Project plan
presented in this report and influence the assessment of debt issuance needs. This forms the base for the
evaluation of required revenue and the rate levels needed to support ongoing operation for wastewater
collection and treatment.
1 Utility User’s Tax (UUT) is a general fund tax which is applied to most utility bills. Customers pay a 5% UUT on
their water bill.
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Sewer Fund
FUND REVENUES
As an enterprise fund, the Wastewater Division finances its operation mainly with rates charged for sewer
services. Additional revenue is collected from development impact fees, and sewer account related
charges. In accordance with its mandate, sewer rates need to be sufficient to cover operation, capital
asset improvements and maintenance, debt obligations, and appropriate reserve levels to keep the Sewer
Fund healthy and prepared for unforeseen and future funding needs. Sewer Fund revenue is collected
from multiple sources which include:
Sewer Service Charges, including a base fee and volumetric charge per unit
Sales to Cal Poly
Development Impact Fees
Industrial User Fees
Misc. Charges such as account set‐up fees, late charges, meter sales, and connection fees.
Investment and Property Revenue
Revenue Forecast
Revenue Type (in thousands) Actual Budget Projected Projected
2019‐20 2020‐21 2021‐22 2022‐23
Sewer Service Charges 11,179 10,851 12,359 12,792
Base Fee Revenue 4,412 4,346 4,653 4,816
Cal Poly Sales 819 508 992 1,026
Cal Poly Capacity ‐ 244 244 244
Development Impact Fees 2,031 870 1,384 1,190
Industrial User Charges 77 6 85 85
Investment & Property Revenue 1,182 538 402 608
Proceeds from Debt Financing 14,846 96,368 23,921 4,865
Miscellaneous Revenue 605 367 3,866 396
Rate Assistance Subsidy ‐ ‐ (100) (100)
Total Revenue $35,152 $114,097 $47,804 $25,923
52%
19%
5%
6%
18%
SEWER FUND REVENUE OVERVIEW
Sewer Service Charges
Base Fee Revenue
Cal Poly Sales
Development Impact Fees
Other Revenue
*Excluding debt proceeds.
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Sewer Fund
Sewer Rates Increase
Recommended sewer rate increases for 2021‐22 and 2022‐23 are lower than originally projected. The
Sewer is requesting a rate increase of 3.5% effective July 1, 2021 and 3.5% effective July 1, 2022. The most
recent rate study, conducted in 2018, projected the sewer rate increase would be 6.5% in 2021 and 6.5%
in 2022. The City’s rate consultant recently completed a rate confirmation study to confirm or modify
these rate increase estimates. As a result of additional revenue expected from Cal Poly and refined
investment and impact fee revenue projections, the rate consultant has recommended lower than
previously recommended rate increases.
The recommended rate increases were subject to a public notification and protest process. The proposed
rates, if adopted, will add increased long‐range stability and predictability to revenues and rates and are
necessary to meet future infrastructure funding needs.
Sewer Rate Increases
2021‐22 Proposed 2022‐23 Proposed 2023‐24 Projected
3.5% 3.5% 3.5%
Rate Assistance Program
The Sewer Fund is recommending a more robust rate assistance program. Proposition 218 does not allow
for any sewer rate charges billed to a customer to be used for anything but the cost to deliver these
services. For this reason, the current rate assistance program is subsidized by the City’s General Fund and
is very restrictive, allowing very few customers to qualify for the discount. The new program will be
compliant with Proposition 218 because it will be funded by late charges paid by utilities customers who
do not make their payments on time. Late charges are not “rates” for service, so they are not restricted
by Proposition 218. Late charges available to subsidize the rate assistance program exceed the general
fund subsidy so the rate assistance program has been revised to include a larger range of community
members. It is important to note that all types of customers across the City are subject to the same late
fees. This includes large corporate customers, other businesses, and all types of residential customers.
Development Impact Fees – Improved Budget Projections
The collection of impact fees is wholly dependent on development activity and therefore can vary
significantly from year‐to‐year. Historically, impact fees were budgeted based on historic lowest amount
collected and adjusted at mid‐year if fee revenues were higher than anticipated. With the hiring of the
Infrastructure Analyst position in the Finance department, the City has been able to better project actual
impact fee collection based upon upcoming development activity. With this improved information, the
Sewer Fund has changed its impact fee budgeting methodology to the average of the next five years
impact fee projections. This equals an additional $783,900 budgeted impact fee revenue in 2021‐22 and
an additional $590,200 in 2022‐23. This improved budgeting methodology for estimating impact fee
revenue in advance of collection could serve to mitigate future rate increases.
Development Impact Fee Methodology
2021‐22 Budget 2022‐23 Budget
Historical Methodology $600,000 $600,000
New Methodology $1,383,900 $1,190,200
Difference $783,900 $590,200
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Budget at a Glance
Sewer Fund
Investment Revenue – Improved Budget Projections
Like impact fees, investment revenue has historically been budgeted very conservatively at $50,000 per
year. Beginning in 2021‐22, the City is revising these projections to align with historical investment
earnings of 2% per year. Using this assumption, the Sewer Fund is budgeting investment revenue at 2%
of its previous year‐ end working capital balance. This equals a $351,514 investment revenue budget
increase in 2021‐22 and an increase of $558,300 in 2022‐23. This improved budgeting methodology for
estimating investment revenue in advance of collection could serve to mitigate future rate increases.
Investment Revenue Fee Methodology
2021‐22 Budget 2022‐23 Budget
Historical Methodology $50,000 $50,000
New Methodology $401,514 $608,300
Difference $351,514 $558,300
Cal Poly Capacity Payment
The Utilities Department recently signed agreements with Cal Poly to renegotiate its rate and capacity
agreements with the City. The capacity payment is Cal Poly’s contribution to the Water Resource Recovery
Facility (WRRF) upgrade to maintain the University’s capacity interest in the plant. These agreements will
generate an additional $243,568 in each of the two years of the financial plan and then $472,534 each
year going forward for the term of the WRRF upgrade loan.
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Budget at a Glance
Sewer Fund
FUND EXPENDITURES
Operating Programs
Sewer Fund operating expenditure budgets are comprised of salaries, employee benefits, and other
operating expenditures such as contract services, chemicals, and electricity. The Sewer Fund operating
program budgets are summarized below. The summary reflects the operating program base budget
amounts for fiscal years 2021‐22 and 2022‐23.
Operating Expenses 2020‐21
Budget
2021‐22
Projected
2022‐23
Projected
Wastewater Admin $1,058,249 $1,506,939 $1,511,145
Wastewater Collection $1,177,019 $1,219,795 $1,261,897
Environmental Programs $270,079 $278,695 $274,771
Water Resource Recovery $3,937,511 $4,001,618 $4,062,458
Water Quality Lab $872,297 $864,379 $827,721
Utilities Revenue (Billing)2 $525,979 $278,340 $284,997
General Government $2,327,026 $2,399,836 $2,331,358
Total Expenses $10,168,161 $10,549,692 $10,554,347
Proposed Enhancements to Operating Programs
Overall, operating expenditure budgets are changing very little in 2021‐22 and 2022‐23. The Sewer Fund
is requesting the following changes.
2021‐22 2022‐23
Program Enhancements $386,148 $474,952
2 These costs were previously not split between Water and Sewer.
$‐
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
2019‐20 2020‐21 2021‐22 2022‐23 2023‐24 2024‐25 2025‐26In thousandsSewer Fund Overview
Revenue Expenditures Unreserved Working Capital ‐ Year End
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Budget at a Glance
Sewer Fund
Program Enhancement Detail Key SOBC Description
One‐
time/
Ongoing
MCG or
Core
Services
FY 21‐22 FY 22‐23
Utilities ‐ Sewer
1
Deputy Director ‐
Planning &
Engineering
This position will support the specialized
long‐term needs of the Utilities department
and water and wastewater infrastructure.
The work is not new, but the Utilities
department sees an increasing need for
continual infrastructure maintenance and
replacement, implementation of emerging
technology, and adherence to new and more
stringent State and Federal regulations into
the foreseeable future. There has also been
an increased role coordinating with Public
Works and Community Development work
efforts, which could include such things as
policy, workflow, and practices. This position
is split between the water, sewer, and Whale
Rock funds. This line reflects the sewer
portion of the position.
Ongoing Core
Services $75,365 $78,229
2
Expanded Recruitment
Services Expenses to
Augment Human
Resources
Expand recruitment beyond Utilities
professional agencies including direct
recruitment to persons with applicable
certifications. Utilities would also like to
diversify recruitment activities to further
Diversity, Equity, and Inclusion efforts.
Ongoing DEI $10,000 $10,000
3 Utility Billing ‐ Split
Cost Center
Administrative change to split the Utility
Billing program between the water and
sewer funds to better reflect the programs
benefit to both funds.
Ongoing Core
Services $0 $0
4
Pretreatment Program
Software ‐ LINKO ‐
Implementation and
ongoing license and
fees
Software will allow Environmental Programs
to transition from paper to electronic
records.
Ongoing Core
Services $21,000 $7,000
5
Qualtrax Quality
Management System ‐
Implementation and
Ongoing
The Water Quality Lab is required by State
mandate to comply with new The Nelac
Institute (TNI) regulations by January 2023.
Qualtrax software will meet TNI policy,
operating procedure, audit, document
control, corrective actions, Quality
Assurance/Quality Control, and
staff demonstration of competency
requirements. This SOBC is split between the
water and sewer funds (75% sewer, 25%
water). This line reflects just the sewer
portion.
Ongoing Core
Services $12,750 $6,750
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Budget at a Glance
Sewer Fund
6 Verizon Monthly Data
Services
Administrative change to move cell phone
data charges from the cost allocation to
operational budgets.
Ongoing Core
Services $19,200 $19,200
8
Velosimo ‐
Springbrook/Cityworks
Integration
Replace the software integration between
Springbrook (Utilities billing software) and
Cityworks (Utilities asset management
software). This SOBC is evenly split between
the water and sewer funds. This line reflects
just the sewer portion.
Ongoing Core
Services $8,000 $5,000
9 Compliance and
Surveillance Sampling
Increase Environmental Programs
surveillance monitoring for the five
significant industrial users.
Ongoing Core
Services $10,000 $10,000
10
Maintenance of Dual
Software Systems
during WRRF Upgrade
New process control system software at the
WRRF will require additional funding during
construction.
One‐
time
Core
Services $8,065 $11,865
11 WRRF Contract
Services ‐ Biosolids
The new biosolids handling process designed
to reduce odors at the Water Resource
Recovery Facility (WRRF) will require
additional hauling costs from the City’s
biosolids contractor beginning in 2022‐23.
Ongoing Core
Services $22,586
12
National Pollutant
Discharge Elimination
System (NPDES)
Permit Analysis
Contracted laboratory testing prices have
remained constant since January 2017. The
existing lab contract will expire January 2022
and discussions with vendors have suggested
increases in the cost of analysis contract
services in the range of 15%. Award of this
contract will be through a competitive bid
process.
Ongoing Core
Services $34,270 $34,270
13
NPDES Studies and
Whole Effluent
Toxicity
New water quality regulations require
Species Sensitivity Screening to establish a
representative aquatic species for the
discharge requirements in the WRRF's NPDES
permit. The City is required to conduct the
analysis and present the results to the
Central Coast Water Board. The results will
become the requirements for the new
discharge limitations. This request is for
testing and increased sampling to establish
the Toxicity Requirements and ongoing
effluent toxicity sampling. Sampling
frequency may increase from annually to
monthly with the City advocating for the
most reasonable requirements.
Ongoing Core
Services $36,654 $44,910
14
Utilities Locator
Position Salary‐Split
Cost Centers
Reallocation of the funding for the Utilities
Locator to the Water, Sewer, and General
Funds to better reflect the position's benefit
to each fund. The Utilities Locator is an
existing position responsible for all physical
mark‐outs of underground City utilities:
water, sewer, storm drains, street light
Ongoing Core
Services $25,142 $25,142
Program Enhancement Detail Key SOBC Description
One‐
time/
Ongoing
MCG or
Core
Services
FY 21‐22 FY 22‐23
Utilities ‐ Sewer
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Budget at a Glance
Sewer Fund
conduits, and fiber optic conduits. This line
reflects the impact to the sewer fund.
15 WRRF Electrical
Electrical costs at the WRRF are expected to
increase due to new processes coming online
in 2022‐23. Some savings may be realized
when the new processes are optimized, and
operations become normalized after
construction.
Ongoing Core
Services $150,000
16 COVID‐19 Wastewater
Analysis
Wastewater surveillance for COVID‐19 is
used as a complementary dataset to be
combined with clinical testing results and is
an ongoing work effort. Sampling is focused
at Cal Poly, the immediate surrounding area,
and the WRRF influent. The data is shared
with Cal Poly and the County. Wastewater
measurements have been documented by
the CDC and EPA studies to trend 4 to 10
days ahead of clinical results. This
surveillance allows the City to concentrate on
select neighborhoods and Cal Poly campus to
partner on communication and corrective
actions to limit the spread of COVID‐19.
One‐
time
Core
Services $49,452
17 Public Outreach Increasing public outreach budget. Ongoing Core
Services $50,000 $50,000
18 Community Workforce
Agreement Study
Hire a consultant, support legal review, and
establish an internal working group and hire
a consultant to research methods to support
local contractors, local vendors, and labor
through workforce agreements, local
purchasing requirements, alternative project
delivery methods and other options to
support local businesses and employees. The
Community Services Group will be leading
this effort.
One‐
time Economic $26,250 $0
TOTAL $386,148 $474,952
Program Enhancement Detail Key SOBC Description
One‐
time/
Ongoing
MCG or
Core
Services
FY 21‐22 FY 22‐23
Utilities ‐ Sewer
315 Page 529 of 823
Budget at a Glance
Sewer Fund
Capital Improvement Plan
Infrastructure maintenance and replacement continues to be a top Sewer Fund priority. Based upon aging
wastewater infrastructure, the Sewer Fund needs to continue replacement of sewer mainlines to reduce
inflow and infiltration into the collection system, reduce scheduled maintenance, increase capacity to
allow for development, and reduce wastewater overflows. The Sewer Fund continues work on the Water
Resource Recovery Facility (WRRF) upgrade and is also preparing for the costs of near‐term projects
including the potential relocation of the Wastewater Collection shop as it is projected to be impacted by
the City’s Prado Road Overpass project. The Sewer Fund’s capital improvement program funding
requirement is $ 20,923,401 in 2021‐22 and $6,623,483 in 2022‐23, as presented at the end of this section.
Below is a highlight of the 2021‐23 Sewer Fund capital projects and their proposed expenditures:
1. WRRF Project. The WRRF will continue construction through the 2021‐23 Financial Plan with
project completion estimated in late 2023 or early 2024. This is an ongoing project with a total
construction budget of $140,000,000.
2. Calle Joaquin Lift Station Replacement. This project will replace the aging lift station and sewer
line crossings at San Luis Obispo Creek and Highway 101. The new station will meet the demands
of the Froom annexation and new development in the Laguna area. Recent bids received for this
project exceeded the budget and staff will return to Council with a request to rebid with modified
scope and additional funding in Fall of 2021.
3. Airport Gravity Mainline. This project will replace the existing airport lift station with a gravity
sewer. The new mainline will serve existing customers, recent annexations, and future
development in the airport area. This project will cost $2,020,000 in 2021‐22.
4. Mainline Replacements. Replacements on Morro St, Mill St, and Santa Rosa St along with
replacement of mainlines in the capacity constrained areas of Sierra Way, Henry, and Islay St.
These projects will cost $1,571,000 in 2021‐22 and $5,345,000 in 2022‐23.
5. Inflow and Infiltration. Ongoing funding for voluntary sewer lateral replacements and mainline
repairs to reduce the Inflow and Infiltration (I/I) of stormwater into the wastewater collection
system. This project will cost $200,000 in 2021‐22 and $250,000 in 2022‐23.
316 Page 530 of 823
Budget at a Glance
Sewer Fund
Debt Service
Debt Issue ‐ Asset Outstanding
Principal
Annual
Payment
Final
Year
2022
2008 Suntrust Loan $515,000 $183,165 2024
2009 State I‐Bank Loan ‐ Farm Lift Station $6,938,580 $553,411 2038
2014 US Bank Wastewater Lease Agreement $4,404,405 $617,584 2029
2018 Refunding Bond (Dispatch Center) $295,365 $30,308 2039
2019 SRF Loan – WRRF Upgrade $140,000,000 2052
Total Sewer Fund Debt $152,153,350 $1,384,469
1. 2008 Suntrust Loan – This loan was used to construct the Tank Farm Lift Station and Force Main
Project.
2. 2009 Infrastructure Bank Loan – This loan was also used to construct the Tank Farm Lift Station
and Force Main Project.
3. 2014 US Bank Lease Agreement – This lease was used to construct energy conservation
improvements at the Water Resource Recovery Facility.
4. 2018 Refunding Bond – This is the sewer fund’s contribution to construction of the Public Safety
Dispatch Center.
The Sewer Fund has approval for a $140 million, 30‐year loan from the Clean Water State Revolving Fund
(SRF) for the upgrade of the Water Resource Recovery Facility. The loan carries a 1.8% interest rate with
an annual payment of $ 5,902,953 with the first payment of $5,808,792 anticipated in 2023.
317 Page 531 of 823
Budget at a Glance
Sewer Fund
Sewer Rates
Usage
Current Rates 2021‐22 Rates 2022‐23 Rates
Single‐Family and Multi‐
Family Residential Per
Unit Cost (Up to Sewer
Cap)3
$8.58 $8.88 $9.19
Non‐Residential Per Unit
Cost (for All Water
Consumption)
$8.58 $8.88 $9.19
Monthly Base Fee
Current Rates4 2021‐22 Rates 2022‐23 Rates
Single‐Family Residential $20.43 $21.15 $21.89
Multi‐Family and Non‐
Residential By Water
Meter Size:
¾ inch or less $20.43 $21.15 $21.89
1‐inch meter $34.12 $35.31 $36.55
1.5‐inch meter $68.02 $70.40 $72.86
2‐inch meter $108.88 $112.69 $116.63
3‐inch meter $204.28 $211.43 $218.83
4‐inch meter $340.53 $352.45 $364.78
6‐inch meter $680.85 $704.68 $729.34
8‐inch meter $1,089.40 $1,127.53 $1,166.99
10‐inch meter $1,566.17 $1,620.99 $1,677.72
3 One Unit = 748 Gallons
4 Current rates effective February 1, 2021 (deferred from July 2020)
318 Page 532 of 823
Capital Improvement Plan
Sewer Fund
Sewer Fund Capital Improvement Plan
ID CIP# Project #Project FY 2021‐22 FY 2022‐23 FY 2023‐24 FY 2024‐25 FY 2025‐26
1 108 1000513 Electric Vehicle Charging Station at Various Facilities $37,500 $0$0$0$0
2 Utilities ‐ 879 Morro $37,500 $0 $0 $0 $0
3 16 1000521 Fleet Replacement: Utilities $120,000 $505,000 $60,000 $102,500 $0
4 WRRF F550 Flatbed with crane (0611‐F550 Diesel)$80,000 $0 $0 $0 $0
5 WRRF Forklift (0622)$40,000 $0 $0 $0 $0
6 Sewer WRRF Compact Pickup (0851)$0 $0 $0 $45,000 $0
7 Waste Water Collections Dump Truck (0840)$0 $0 $0 $57,500 $0
8 Sewer Hydrocleaner (0718)$0 $475,000 $0 $0 $0
9 Sewer WWCL Portable Pump (0826)$0 $0 $60,000 $0 $0
10 Sewer WWCL Tilt‐Trailer (0616)$0 $30,000 $0 $0 $0
11 70 1000094 Foothill Sewer Siphon $0 $0 $0 $0 $200,000
12 18 91739 Inflow/Infiltration Reduction $200,000 $250,000 $250,000 $250,000 $0
13 19 91736 Infrastructure Renewal Strategy Report Update $0 $250,000 $100,000 $80,000 $0
14 Flow Study $0 $250,000 $100,000 $80,000 $0
15 20 1000074 IT Replacement $87,838 $19,358 $14,982 $254,015 $35,745
16 IT Pipes Inspection Software and Licenses $58,750 $0 $0 $0 $0
17 Asset Management (Cityworks ‐ Utilities Integration)$17,650 $0 $0 $7,060 $0
18 VMware Infrastructure Upgrade $8,114 $0 $0 $0 $20,630
19 Uninterruptible Power Supplies (UPS’s Servers and Storage) $3,324 $0 $0 $2,942 $0
20 City SAN $0 $8,146 $0 $0 $0
21 Motion ERP $0 $0 $14,500 $14,500 $14,500
22 Firewall Replacement $0 $0 $0 $13,357 $0
23 Radios, Mobiles and stations not replaced ‐ EF & PW Only $0 $0 $0 $55,000 $0
24 Utility Billing System $0 $0 $0 $75,000 $0
25 Network Security Upgrade $0 $0 $0 $8,521 $0
26 Virtual Private Network Replace $0 $0 $0 $13,378 $0
27 Network Switching Infrastructure Equipment $0 $0 $0 $50,379 $0
28 VoIP Telephone System $0 $0 $0 $13,396 $0
29 Wireless System Citywide $0 $11,212 $0 $0 $0
30 Public Surveillance Citywide Cameras Storage add redundancy $0 $0 $0 $482 $0
31 Public Surveillance Cameras ‐citywide 5 year replace, 1/3 of cameras $0 $0 $482 $0 $615
32 22 1000075 Major Facility Maintenance $0 $7,500 $50,000 $0 $0
33 879 Morro ‐ Roof $0 $7,500 $50,000 $0 $0
34 79 1000093 Serrano, Bressi, Dana Pipe Replacement $0 $0 $25,000 $1,275,000 $0
35 35 1000084 Sewer Maintenance Hole Cover Adjustments $85,000 $25,000 $25,000 $25,000 $25,000
36 47 91740 Trench Repairs‐ Sewer $25,000 $25,000 $25,000 $25,000 $25,000
37 83 1000091 Verde, Luneta, Ramona Pipe Replacement $1,276,000 $0 $0 $0 $0
38 50 1000527 Wastewater Collections System ‐ Point Repairs $50,000 $50,000 $0 $0$0
39 84 1000539 Wastewater Collections System Improvements $160,000 $3,860,000 $2,450,000 $135,000 $1,485,000
40 Morro, Mill, Santa Rosa $135,000 $1,485,000 $0 $0 $0
41 Islay, Henry, Sierra Way $25,000 $1,825,000 $0 $0 $0
42 San Jose, Ramona, Monte Vista, California $0 $25,000 $1,225,000 $0$0
43 Taft, Hathaway, Phillips, Buena Vista, Loomis $0 $25,000 $1,225,000 $0 $0
44 Broad, Murray, Chorro $0 $0 $0 $135,000 $1,485,000
45 Murray, Chorro, Meineke $0 $500,000 $0 $0 $0
319 Page 533 of 823
Capital Improvement Plan
Sewer Fund
ID CIP# Project #Project FY 2021‐22 FY 2022‐23 FY 2023‐24 FY 2024‐25 FY 2025‐26
46 85 91369 Wastewater Lift Station Rehabilitation: Airport Lift Station $2,020,000 $0 $0 $0 $0
47 122 1000083 Wastewater Lift Station Rehabilitation: New Buckley Lift Station $396,000 $0 $0 $0 $0
48 86 1000082 Wastewater Lift Station Rehabilitation: Silver City Lift Station $0 $70,000 $100,000 $0 $1,980,000
49 52 1000062 Water Meters and Boxes $143,000 $165,000 $167,500 $171,500 $175,000
50 95 1000552 WRRF ‐ Demolish Old Effluent Structure $0 $0 $50,000 $495,000 $0
51 96 100551 WRRF ‐ Digester Flare Upgrade $0 $100,000 $385,000 $0 $0
52 97 100550 WRRF And Wastewater Collection Shop $150,000 $350,000 $5,500,000 $0 $0
53 59 1000077 WRRF Major Maintenance $252,500 $520,000 $400,000 $125,000 $125,000
54 Chain Link Fence Extension $87,500 $0 $0 $0 $0
55 Security Lighting $50,000 $0 $0 $0 $0
56 Cityworks Integration $50,000 $100,000 $0 $0 $0
57 Digester Portable Heaters $50,000 $0 $0 $0 $0
58 Coating Maintenance $15,000 $0 $0 $0 $0
59 Headworks Grit Piping and Blowers $0 $95,000 $0 $0 $0
60 Screenings Washer Auger $0 $0 $350,000 $0 $0
61 UV Bulb Replacement (annual replacement)$0 $0 $50,000 $50,000 $50,000
62 Rebuild Influent Storm Pumps $0 $0 $0 $75,000 $75,000
63 Headworks Grit Pump $0 $175,000 $0 $0 $0
64 Lab Improvements $0 $150,000 $0 $0 $0
65 98 91219 WRRF Upgrade $15,920,563 $426,625 $0 $0 $0
66 Construction $11,069,088 $22,335 $0 $0 $0
67 Construction Management $3,088,281 $257,357 $0 $0 $0
68 Office Engineering $1,235,313 $102,943 $0 $0 $0
69 Program Management $527,881 $43,990 $0 $0 $0
71 Grand Total $20,923,401 $6,623,483 $9,602,482 $2,938,015 $4,050,745
320 Page 534 of 823
Operating Budget Wastewater Admin & Eng
Sewer Fund Utilities
Wastewater Administration & Engineering
Program Description
The Wastewater Administration & Engineering program leads, evaluates, and provides guidance and
direction for effective resource management for the various wastewater programs. It provides strategic and
long‐term planning and engineering for wastewater systems, production of recycled water and the water
quality laboratory and environmental programs sections. Program goals include: 1) efficient management
and achievement of wastewater enterprise objectives; 2) well‐planned and efficient delivery of capital
improvement plans; and 3) protection of water quality.
Core Services & Objectives:
Monitor sewer enterprise fund financial operations and recommend rates and revenues
needed to support program and service objectives.
Continue implementation and tracking of strategic planning activities.
Ensure compliance with water quality regulations.
Continue safety assessments and ensure compliance with safety regulations.
Continued optimization of program operations.
Administer capital improvement and planning activities.
Manage wastewater‐related public outreach and communication efforts.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $1,713,092 $939,207 $1,091,887 33% $1,122,243 3%
Contract Services $30,558 $43,500 $79,750 75% $53,500 ‐30%
Other Operating Costs $43,398 $75,542 $335,302 344% $335,402 0%
Total Program $1,787,048 $1,058,249 $1,506,939 60% $1,511,145 1%
Opportunities and Challenges
In 2021‐22 the Utilities Department will establish a new program, Planning & Engineering, separate from
the Water and Sewer Administration programs. The program will be directed by a new Deputy Director of
Planning & Engineering and will be staffed by the Utilities Engineer and Utilities Project Manager. The
newly expanded program will focus on projects and studies outside the areas currently not supported by
Public Works engineering, such as lift stations, the WRRF, and flow studies. The program will continue to
manage the Water Resource Recovery Facility upgrade, development, and infrastructure planning.
321 Page 535 of 823
Operating Budget Wastewater Admin & Eng
Sewer Fund Utilities
Wastewater administration will continue to focus on supporting housing and climate action major City
goals as it strategically replaces infrastructure, explores additional energy efficiency measures and on‐site
self‐ generation of power. Water quality programs will continue to see increased focus as stormwater and
wastewater regulations become more stringent. Collaboration with other City departments and
coordinating activities to accommodate goals, regulations, studies and projects is an ongoing focus of
wastewater administration.
322 Page 536 of 823
Operating Budget Wastewater Collections
Sewer Fund Utilities
Wastewater Collections
Program Description
The Wastewater Collection program is responsible for delivering wastewater from its various sources to the
Water Resource Recovery Facility (WRRF) via eight pump stations and 147 miles of gravity sewer mains. The
program goals are: 1) to operate the wastewater collection system to meet all Federal and State regulatory
requirements; 2) provide uninterrupted wastewater flow without health hazard, leakage, or groundwater
inflow/ infiltration (I/I).
Core Services & Objectives:
Evaluate and optimize the sewer main maintenance and hydro‐cleaning program.
Evaluate the operation and maintenance of the sewer lift stations.
Complete the wastewater collection main replacement capital improvement projects.
Continue Closed Circuit Television (CCTV) sewer main inspections and prioritize structural
condition ratings.
Continue to optimize the Infrastructure Renewal Strategy Plan.
Continue to implement program recommendations to reduce inflow/ infiltration (I/I), including
voluntary and offset lateral replacements.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $859,556 $922,662 $976,441 6% $1,003,555 3%
Contract Services $52,894 $68,965 $51,035 ‐26% $51,235 0%
Other Operating Costs $163,940 $185,392 $192,319 4% $207,107 8%
Total Program $1,076,390 $1,177,019 $1,219,795 4% $1,261,897 3%
Opportunities and Challenges
The Wastewater Collection section continues to identify and address I/I in both the public and private
(laterals) wastewater collection system. I/I causes spills and regulatory violations, harms water quality,
threatens human health, limits capacity in the City’s wastewater collection system, and results in
significant electrical and chemicals use to pump and treat wastewater at the WRRF. A second wastewater
collection system flow study will begin in 2022‐23 to determine system issues, focus staff activities, and
inform future capital projects.
Ongoing I/I programs as well as the flow study and Infrastructure Renewal Strategy will help accommodate
infill and new housing projects and will reduce power and chemical consumption to meet the City’s Major
City Goals related to Housing and Climate Action.
The Wastewater Collection Program is not requesting any Significant Operating Program Changes.
323 Page 537 of 823
Operating Budget Environmental Programs
Sewer Fund Utilities
Environmental Programs
Program Description
The Environmental Programs section is responsible for ensuring compliance with various aspects of the
Clean Water Act. This involves the coordination, planning, development, and implementation of mandated
industrial pretreatment and stormwater programs. Industries are permitted and inspected to ensure
industrial waste discharges do not harm the wastewater collection system, treatment processes at the
Water Resource Recovery Facility (WRRF), and Utilities department staff. Environmental Programs is also
responsible for administration of the City’s stormwater program which protects local waterways from
construction site run‐off, commercial, residential, and municipal activities. The Program goals are:
Full compliance with State, Federal, and local pretreatment and stormwater regulations.
Protection of the environment, human health, and wastewater facilities from damage or injury
caused by illegal discharge of regulated pollutants.
Ensuring wastewater effluent and biosolids can be safely recycled and the prevention of harmful
discharges to the City’s sanitary sewer system.
Protection of local waterways.
Inspection of industrial users and stormwater discharges.
Implementing the Stormwater Management Plan, WRRF Industrial Stormwater Plan, best
management practices, and reporting requirements.
Core Services & Objectives
Implement all Best Management Practices related to the Municipal Stormwater Permit.
Revise and implement WRRF Industrial Stormwater Plan to reflect changes in General Industrial
Permit.
Implement Wasteload Allocation Attainment Plan for Pathogen TMDL.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $81,518 $227,929 $195,645 ‐14% $205,721 5%
Contract Services $23,942 $23,850 $40,050 68% $40,050 0%
Other Operating Costs $6,073 $18,300 $43,000 135% $29,000 ‐33%
Total Program $111,533 $270,079 $278,695 3% $274,771 ‐1%
324 Page 538 of 823
Operating Budget Environmental Programs
Sewer Fund Utilities
Opportunities and Challenges
The Environmental Programs program has assumed overall administration of the City’s stormwater
program. Future challenges include implementation of the State’s revised Municipal Stormwater General
permit anticipated to include significant additional requirements and changes. The new permit is expected
to be released later in 2021 or the first half of 2022.
Additional administration, permitting, and inspections will be required to meet the current and future
requirements of the stormwater program for construction and municipal activities along with industrial
and commercial facilities. The City will modify documentation and workflows to meet the current
requirements and future changes.
Environmental Programs will be implementing a facility management software program to transition from
its paper‐based tracking system to better track permitted industries and required inspections in the
Pretreatment and Stormwater programs.
325 Page 539 of 823
Operating Budget Water Resource Recovery Facility
Sewer Fund Utilities
Water Resource Recovery Facility
Program Description
The Water Resource Recovery Facility (WRRF) receives and treats an average of 3 million gallons of
wastewater per day. Program goals are:
Protecting public and environmental health by treating and discharging wastewater that
continuously meets all State and Federal standards.
Beneficial reuse of biosolids that continuously meet all State and Federal standards and harnessing
biogas for on‐site electrical generation.
Treating and delivering recycled water to the recycled water distribution system.
Continuous compliance with local air quality regulations.
Continual optimization of operating and treatment processes.
Creating and maintaining safety and emergency response programs that meet all State and Federal
requirements.
Promoting awareness of WRRF operations through community outreach, education, and volunteer
training programs.
Core Services & Objectives
Assist in construction of the WRRF upgrade project.
Meet increased demand for recycled water.
Participate in community outreach by giving tours, presentations and providing a volunteer
internship program. Continue to build upon the partnerships established with local educational
institutions.
Continue succession planning goals and development of standard operating procedures.
Continue to foster a safety culture and pursue energy efficiency programs.
Continue to explore initiatives that address the objectives identified in the City’s Climate Action
Plan.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $1,712,262 $1,875,260 $1,927,463 3% $1,978,484 3%
Contract Services $340,302 $357,975 $362,931 1% $382,916 6%
Other Operating Costs $1,390,632 $1,704,276 $1,711,224 0% $1,701,058 ‐1%
Total Program $3,443,196 $3,937,511 $4,001,618 2% $4,062,458 2%
326 Page 540 of 823
Operating Budget Water Resource Recovery Facility
Sewer Fund Utilities
Opportunities and Challenges
The WRRF must meet regulatory requirements while under construction, including the production of
recycled water. This includes start up and commissioning of new processes while operating elements of
the old facility. The new ultraviolet (UV) process will require a study to validate disinfection requirements
while other process will require careful coordination with the contractor before City acceptance.
Construction and Utilities staff are coordinating and facilitating these activities as the project progresses.
The WRRF will be under construction during the 2021‐23 financial plan and its operating budget reflects
the anticipated changes in operations associated with simultaneously operating two treatment systems
until construction is complete.
The WRRF’s National Pollutant Discharge Elimination System (NPDES) permit is anticipated to be reissued
in 2021 and will contain additional sampling and monitoring requirements and some additional studies.
These changes are also reflected in the WRRF’s and Water Quality Laboratory operating budgets.
The WRRF will be modernizing its out‐of‐date computerized asset management program to a GIS based
system that will allow staff to optimize maintenance and operational activities.
The WRRF project will increase treatment capacity to meet the requirements for the City’s General Plan
and the Housing Major City Goal.
327 Page 541 of 823
Operating Budget Water Quality Lab
Sewer Fund Utilities
Water Quality Lab
Program Description
The Water Quality Laboratory (WQL) is an Environmental Laboratory Accreditation Program (ELAP) State
certified laboratory which performs sampling and/or analyses in support of City services including
wastewater, recycled water, groundwater, drinking water, San Luis Obispo Creek watershed, and protecting
public health and biosolids. The WQL operates under regulations as defined in Title 22 of the California Code
of Federal Regulations ensuring compliance with Federal, State and local regulations, ELAP, and National
Pollutant Discharge Elimination System (NPDES) permit guidelines with other directive documents.
Core Services & Objectives
Laboratory Analyses and Sampling. Providing analysis and sampling in support of City services.
Analyzing untreated and treated drinking water supplies, wastewater, recycled water, new
construction, drinking water line repairs, surface waters, and biosolids which are used for process
control, permit compliance sampling, and protecting public health. Investigation and analysis of
special projects as they arise.
Participation in ELAP. Participating in ELAP certification allows the City to perform its own analysis
for certain constituents, allowing for self‐reporting to regulatory agencies. ELAP allows the City
to streamline sample turnaround and reduces analysis costs.
Community Outreach. Participating in community‐based facility tours, internship programs
enhance relationships and communication between the City, students, community organizations,
Cal Poly and Cuesta College.
Reporting and Record‐keeping. Preparing and submitting reports to local, State, and Federal
regulatory agencies monthly and annually for the WRRF, Water Treatment Facility and
Stormwater program. Maintaining comprehensive files, records, reports, and computer
databases.
Special Projects. Providing analysis, sampling, and documents in support of Utilities’ special
projects and internal WQL projects such as: negotiating the WRRF NPDES permit, WRRF nutrient
loading and removal, onboarding new processes of the WRRF Upgrade, storage and generation
of electronic reports, and optimization of the WRRF.
328 Page 542 of 823
Operating Budget Water Quality Lab
Sewer Fund Utilities
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $468,415 $642,374 $536,311 ‐17% $548,149 2%
Contract Services $68,842 $159,200 $235,426 48% $194,230 ‐17%
Other Operating Costs $44,226 $70,723 $92,624 37% $85,342 ‐10%
Total Program $581,483 $872,297 $864,379 0% $827,721 ‐4%
Opportunities and Challenges
The Water Quality Laboratory will be implementing a new standard for accreditation referred to as The
Nelac Institute (TNI). The State Water Resources Control Board adopted the new regulations in May 2020
and the Water Quality Lab must make several changes to maintain its accreditation. These requirements
are reflected in its operating budget and four SOBCs.
The lab has expanded its role in collecting additional sampling for the Water Treatment Plant and has
taken the lead role in community wastewater COVID‐19 sampling and in the State required San Luis
Obispo Creek pathogen sampling among other regulations.
The lab will be a key resource for sampling, analysis, studies, and reports for the WRRF project as the City
validates new processes and provides reports and samples to determine if it meets specifications and
requirements for regulatory agencies.
329 Page 543 of 823
Operating Budget Water & Sewer
Water & Sewer Funds Utilities Revenue
Utilities Revenue
Program Description
The Utilities Revenue program is responsible for the accurate and timely collection of revenues that support
the City's w ater and w astewater p rograms. I t p rovides t he c usto mer interface for billing inquiries and service
requests as well as account auditing and data analysis that supports other Utilities programs.
Core Services & Objectives
Provide exceptional, respectful service.
Responsible for collection of 90% of all water and sewer revenue.
Proactively manage utility meter reading contract and continually maintain the water meter
database.
Conduct accurate and timely monthly water and sewer billing and daily payment collection.
Maintain programs designed to reduce past‐due payment and associated service terminations.
Monitor usage trends and analyze water use data for use in multiple studies and reports.
Maintain awareness of and compliance with applicable regulations related to utility service.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $157,789 $178,529 $168,720 ‐5% $178,314 6%
Contract Services $196,587 $205,500 $200,000 ‐3% $202,000 1%
Other Operating Costs $209,360 $141,950 $179,400 26% $180,900 1%
Total Program $563,736 $525,979 $548,120 4% $561,214 2%
Opportunities and Challenges
During 2021‐23, the Utilities Revenue program will implement a new rate assistance program. Under the
City’s current rate assistance program, only about 100 of nearly 16,000 customers are eligible. The new
program will allow more customers to qualify for a 15% discount on their monthly water and sewer bill. The
program is compliant with Proposition 218 because it will be funded by customer late charges, not from
water and sewer rates for service. The Utilities Revenue program will also continue to monitor past due
customer balances and strategize ways to incentivize payment.
330 Page 544 of 823
Operating Budget
General Fund Solid Waste & Recycling
Solid Waste & Recycling
Program Description
The Solid Waste & Recycling program coordinates the planning, development, and implementation of
programs a nd s ervices r elated to s olid w aste, recycling, organic w aste, zero w aste, a nd o ther w aste d iversion
programs. The program goals are to:
Core Services & Objectives
Increase organics recycling in order to reduce greenhouse gas emissions and create a local s ource
of renewable energy.
Promote the use of reusable items in order to reduce solid waste generation and embedded
energy costs of material production and transportation.
Partner with the Integrated Waste Management Authority (IWMA) to provide household
hazardous waste and motor oil disposal, and to provide school education and other special
programs to the community.
Ensure adequate and efficient solid waste, recycling, and organics services are provided to
businesses and residents within the City of San Luis Obispo at rates that comply with Proposition
218.
Assist in meeting the goals of the Climate Action Plan associated with waste diversion.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $73,209 $112,808 $124,189 10% $129,770 4%
Contract Services $10,000 $39,000 290% $10,000 ‐74%
Other Operating Costs $13,947 $36,510 $36,510 0% $36,510 0%
Total Program $87,156 $159,318 $199,699 25% $176,280 ‐12%
Opportunities and Challenges
The Solid Waste program is a key component to the City’s Climate Action Plan Major City Goal. In 2021‐
23 the Solid Waste program will, in coordination with the IWMA and the waste hauler, implement the
State’s most extensive solid waste law of the past 30 years (SB1383) which prescribes actions the City will
take to reduce California’s landfilled organic waste by 75% by 2025. Components of the law include:
updating the City’s three franchise hauling agreements, passing up to seven local ordinances or adopting
regional IWMA ordinances, facilitating data share and waste generation reports, and updating the solid
waste sections of the City’s Municipal Code.
331 Page 545 of 823
Operating Budget
General Fund Solid Waste & Recycling
Operating Budget Changes for Solid Waste & Recycling
SOBC Description Type 2021‐22 2022‐23
Civic Spark Fellow
The CivicSpark fellow will execute waste reduction
measures aligned with the vision of the SW&R section and
the City’s Climate Action Plan pillar, “Circular Economy”.
The fellow will, under supervision by the SW&R
Coordinator, create a Municipal Operations Waste
Reduction Plan and assist in getting the City certified as a
zero‐waste organization.
One‐time $29,000 $0
332 Page 546 of 823
Operating Budget
Whale Rock Fund Reservoir Operations
Reservoir Operations
Program Description
The Whale Rock Commission is a joint powers authority with six voting members that represent two state
agencies and the City of San Luis Obispo. This commission was formed to build the Whale Rock Reservoir
and sets policy for its operation. The City of San Luis Obispo (City), California Men’s Colony (CMC), and
California Polytechnic State University (Cal Poly) are the actual water users, sharing the costs and benefits
of the reservoir in proportion to their original investment, with the City at 55%, Cal Poly at 34%, and CMC at
11%. The reservoir operations program provides for raw water storage in a 38,967 acre‐foot reservoir and
raw water delivery through 18 miles of pipeline and two pump stations. The program goal is safe dam
operation and maintenance, and a reliable, easily treatable supply of raw water for the participating
agencies.
Core Services & Objectives
Collect, store, and pump raw water to member agencies in a reliable, cost‐effective manner.
Protect the dam from vandalism and contamination through effective surveillance.
Increase awareness o f W hale R ock Reservoir a s a c ommunity asset. Promote public use of fishing,
biking, and hiking trails. Identify additional recreational activities that do not negatively impact
water quality.
Maintain reservoir infrastructure to maximize lifespan. Manage the capital improvement program
to renew infrastructure and ensure reliability of water delivery.
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $549,573 $634,497 $605,171 ‐5% $619,740 2%
Contract Services $39,949 $154,000 $120,796 ‐22% $123,296 2%
Other Operating Costs $297,090 $385,100 $398,868 4% $407,043 2%
Total Program $886,612 $1,173,597 $1,124,835 ‐4% $1,150,079 2%
Opportunities and Challenges
During the next budget cycle, staff at Whale Rock Reservoir have several capital projects that will occupy
their time. During this time, the team plans begin go out to bid for construction on the spillway drain
repairs project that was required by the Division of Safety of Dams (DSOD). This project will ensure that
the spillway underdrain system is fully operational, protecting the structural integrity of the earthen dam
333 Page 547 of 823
Operating Budget
Whale Rock Fund Reservoir Operations
and spillway. Additionally, the team will conduct another capital project to repave the existing road that
travels f rom the W hale Rock o ffice u p to the face o f the dam. This paving project will ensure that staff and
contractors have safe and continuous access to the face of the dam, intake structure, and spillway.
Aside from CIP projects, Whale Rock staff will complete the update of the Emergency Action Plan (EAP)
which is a regulatory document that outlines the emergency actions that dam staff and local partners will
take in case of any type of dam failure, spillway damage, or significant flooding. This document requires
large amounts of community outreach and coordination to ensure that emergency response agencies and
regulators are all informed of the plan’s contents and prepared to respond in case of emergency.
334 Page 548 of 823
PARKING FUND
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(in thousands)Actual Budget Budget Budget Projected Projected Projected
2019‐20 2020‐21 2021‐22 2022‐23 2023‐24 2024‐25 2025‐26
1 REVENUES
2 Service Charges
3 Parking Meter Collections
4 Lots 84 77 122 108 135 129 159
5 Streets 1,047 821 2,056 2,197 2,676 2,630 3,201
6 Parking Structure Collections 838 200 1,275 2,007 2,551 2,527 3,474
7 Long‐Term Parking Revenues 689 431 862 883 919 896 915
8 Lease Revenues 486 363 459 461 471 466 471
9 Parking In‐Lieu Fees 15 21 21 21 21 21 21
10 Total Service Charges 3,159 1,913 4,795 5,676 6,773 6,668 8,240
11 Investment and Property Revenues 546 79 76 64 55 30 39
12 Fines and Forfeitures 704 297 642 726 748 731 746
13 Other Revenues 22 7 30 28 30 29 29
Debt Proceeds 37,052
14 TOTAL REVENUES 4,430$ 2,296$ 5,542$ 6,494$ 44,658$ 7,458$ 9,055$
15 EXPENDITURES (Including SOBCs)
16 Operating Programs
17 Operating Expenses 2,488 2,414 2,720 2,784 2,820 3,037 3,208
SOBCS 67 48 23 17 11
18 General Government (CAP Transfer)537 710 870 870 870 870 870
19 Operating Transfers 228 (394) 235 235 235 235 235
20 Total Operating Programs 3,253 2,731 3,893 3,938 3,948 4,159 4,325
21 Capital Improvement Plan Projects 1,177 1,162 1,799 6,731 38,004 376 318
22 Debt Service 857 856 855 852 852 2,981 2,948
23 TOTAL EXPENDITURES 5,287$ 4,748$ 6,547$ 11,520$ 42,804$ 7,516$ 7,591$
24 Revenues Over/(Under) Expenditures (857)$ (2,451)$ (1,005)$ (5,026)$ 1,854$ (58)$ 1,464$
25 Working Capital, Beginning of Year 16,492$ 14,550$ 12,098$ 11,090$ 6,060$ 7,914$ 7,857$
26 Adjustment for LT Accruals (1,085)$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
27 Working Capital, End of Year 14,550$ 12,098$ 11,093$ 6,127$ 7,914$ 7,857$ 9,321$
28 Reserve 605$ 625$ 718$ 731$ 738$ 781$ 816$
29 UNRESERVED WORKING CAPITAL 13,944$ 11,473$ 10,375$ 5,396$ 7,176$ 7,075$ 8,505$
PARKING FUND LONG‐TERM FORECAST
337 Page 551 of 823
Budget at a Glance
Parking Fund
The Service of Parking
The City's Access and Parking Management Plan is the Parking Services Program’s strategic document and
provides guidance regarding critical access to parking facilities and resources throughout the City with
focus on the downtown area and residential neighborhoods. It will be updated during this Financial Plan.
Parking, access and traffic circulation are interrelated in the community and parking plays a n integral role
in the successful operations of the City’s transportation infrastructure. The Parking Services Program
works with stakeholders including businesses, residents, other government a gencies, and visitors to meet
their diverse parking and access needs. The Program promotes services through direct education,
community outreach, engineering, and enforcement efforts that strive to balance the high demand for
access to areas by providing a variety of transportation and parking options.
2021‐23 Financial Plan
Key Assumptions
When preparing the budget, the Parking Services Program analyzed impacts from the ongoing COVID‐19
pandemic, past financial results, upcoming operational and capital needs, as well as projected future debt
obligations to assess the financial position and overall health of the Parking Fund. The budget prepared
for the two‐year financial plan follows a “zero based budgeting” approach, considering each line item and
its future needs anew. Asset conditions, infrastructure age, and future parking capacity needs are driving
factors in determining the Capital Improvement Plan projects and debt financing scenarios.
The revenues needed to support future operations and projects are then evaluated based on current rates
and fee structures, analysis of current parking asset uses, and effects on future revenue potential to
provide rate adjustment recommendations. This is imperative since, as an Enterprise Fund, Parking relies
solely on those revenue streams. Consistent with previously adopted policies and considering impacts
associated with the pandemic, the Parking Fund’s proposed revenue sources and fee structure assume a
conservative annual growth rate over the entire projection period.
338 Page 552 of 823
Budget at a Glance
Parking Fund
The prolonged impacts from the pandemic and the support of economic recovery efforts provided to the
Downtown have strained the Parking Fund. End of year unreserved working capital is projected to be
$12.6 million, well short of the Budget Supplement projections and revenues over expenditures fall well
below the ratio requirements for debt service. This debt service ratio coverage is a critical component for
future funding and could jeopardize the Fund’s ability to receive an I‐Bank loan. A s s uch, based on c urrent
revenue and expenditure projections, the Parking Fund as of the writing of this report is anticipating the
need for a General Fund loan of up to $650,000 at fiscal year‐end to support the Fund’s ability to meet
debt service requirements for the FY 2020‐21.
The Program is also recommending multi‐year rate increases over the next five years in accordance with
the Fund’s periodic rate adjustment plan. The proposed systemwide rate increases in FY 2021‐22 will help
offset impacts from the pandemic and recovery efforts as well as begin to cover debt services associated
with the parking structure project located at Palm and Nipomo Streets.
Minimum operating reserves should equal at least 20% of the total Operating Program expenditures
according to the City's fiscal policy and fund specific risk assessments. Based upon this policy, the
minimum reserve level should be approximately $605,000 for FY 2021‐22 and will increase incrementally
through the Fund’s long‐term projections. However, as an Enterprise fund, Parking can build unreserved
working capital in preparation for larger infrastructure maintenance and replacement needs and smooth
rate increases to accomplish capital investments.
Revenues from the past two fiscal years have remained lower than initially anticipated due to the Fund’s
assistance with economic recovery efforts and downtown vitality. The Fund plans to use remaining
working capital to self‐finance the approximately $6.5 million to cover the Phase 1 costs of the Palm‐
Nipomo parking structure and may opt to contribute additional capital towards reducing the debt
obligation for the construction costs.
FUND REVENUES
As an enterprise fund, the Parking Services Program finances its operations through rates and fees charged
for parking services, property lease income, and one‐time incomes such as Parking In‐Lieu fee payments.
According to City fiscal policies, rates must be sufficient to cover operations, capital asset improvements
and maintenance, debt obligations, and maintain appropriate reserve levels to keep the fund healthy and
prepared for unforeseen and long‐term funding needs.
The revenues needed to support future operations and projects of the Parking Fund has been evaluated
based on current rates and fee structures, analysis of current parking asset uses, and effects on future
revenue potential to provide rate adjustment recommendations. Consistent with previously adopted
policies and considering impacts associated with the pandemic, the Parking Fund’s proposed revenue
changes assume a conservative annual growth rate over the entire long‐term forecast period.
The Fund is recommending multi‐year rate increases over the next five years in accordance with the
Fund’s periodic rate adjustment plan. The proposed systemwide rate increases in FY 2021‐22 will help
offset impacts from the pandemic and recovery efforts as well as prepare to cover debt service cost
associated with the Palm‐Nipomo parking structure project.
339 Page 553 of 823
Budget at a Glance
Parking Fund
The Program is recommending a combination of long‐term revenue enhancement strategies focused on
three areas: the parking garages, on‐street and lot parking, and enforcement.
Parking Garages
1.Eliminate 1st Hour of Free Parking in Parking Garages
2.Implement Deferred Rate Increase in Parking Garages (Approved for July 2020)
3.Reduce Parking Garage Max Daily Rate
On‐Street & Lot Parking
4.Implement Paid Parking in Upper Monterey Area
5.Implement Paid Parking in Railroad Square
6.Implement Deferred Rate Increase for On‐Street and Lot Parking (Approved for July 2020)
7.Expand Enforcement Hours from 6pm to 9pm for On‐Street and Lot Parking
8.Transition to Tier‐Based Pricing for On‐Street and Lot Parking
Enforcement
9.Expand Enforcement Hours from 6pm to 9pm
10.Increase Penalty Schedule for Safety Violation Fine Amounts
11.Implement and Establish Residential Parking Permit District in Old Town and Upper Monterey
Area Districts
12.Enforcement of the Old Town Parking District
Proposed Potential Revenue Strategies
Potential Revenue Implementation Year
Garages
Elimination of 1st 60 Minutes Free $702,500 2022‐23
Reduction of Max Daily Rate $(112,800) 2021‐22
Rate Increase (Approved for July 2020) $230,300 2021‐22
On‐Street and Lots
Expansion of Enforcement Hours (6p‐9p) $319,500 2021‐22
Rate Increase (Approved for July 2020) $224,200 2021‐22
Tier‐Based Pricing $ 0 2021‐22
Paid Parking at Railroad Square $91,200 2021‐22
Paid Parking in Upper Monterey Area $169,500 2022‐23
Loss of Meters to Old Town District $(45,800) 2021‐22
Enforcement
Expansion of Enforcement Hours (6p‐9p) $159,200 2021‐22
State and County Parking Citation Surcharges $(86,900) 2021‐22
Penalty Schedule Fine Increases $48,900 2021‐22
Old Town District Enforcement $61,200 2021‐22
Districts
Establishment of Old Town District $35,600 2021‐22
TOTAL $ 1,796,600
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
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Budget at a Glance
Parking Fund
These changes to parking operations are estimated to be sufficient in meeting existing debt service ratios
and in preparing to cover the projected debt service costs for the Palm‐Nipomo parking structure that are
projected to begin in FY 2025. Staff have been proactive, meeting with the Downtown SLO – Parking and
Access Committee to outline current and future needs of the Fund and gain community feedback
regarding the proposed revenue enhancements. The Parking Fund long‐term forecast also includes rate
increases for parking meters and parking structures in FY 2023‐24 and again in FY 2025‐26. Historically,
rate increases have occurred every second to third fiscal year in order to keep revenues above expenses
and ensure there is sufficient reserves for future capital funding.
REVENUES Actual Budget Projected Change Projected Change
2019‐20 2020‐21 2021‐22 2022‐23
Meter Collections ‐ Lots 83,961$ 76,700$ 122,400$ 60% 107,600$ ‐12%
Meter Collections ‐ Streets 1,047,023$ 821,300$ 2,055,500$ 150% 2,196,600$ 7%
Parking Structure Collections 837,513$ 200,000$ 1,274,900$ 537% 2,007,400$ 57%
Long‐Term Parking Revenues 688,941$ 431,300$ 862,200$ 100% 882,700$ 2%
Lease Revenues 485,737$ 363,200$ 459,200$ 26% 460,900$ 0%
Parking In‐Lieu Fees 15,405$ 20,600$ 20,600$ 0% 20,600$ 0%
Investment & Property Revenue 546,118$ 78,500$ 75,600$ ‐4% 64,100$ ‐15%
Fines and Forfeitures 703,686$ 297,300$ 641,600$ 116% 726,300$ 13%
Other Revenues 21,706$ 7,400$ 30,000$ 305% 28,100$ ‐6%
Total 4,430,090$ 2,296,300$ 5,542,000$ 141% 6,494,300$ 17%
39%
23%
16%
8%
14%
PARKING REVENUE OVERVIEW
Meter Collection Parking Structures Long‐term Parking
Lease Revenue Other Revenue
341 Page 555 of 823
Budget at a Glance
Parking Fund
PARKING RATES
The Parking Fund was previously approved by Council to implement a rate increase for parking meter
rates, parking structures rates, and related permit costs effective July 1, 2020; however, the Council
subsequently elected to defer the rate increase due to the COVID‐19 pandemic. The forecast proposes
that the deferred hourly rate increases take effect July 1, 2021. The increase will be coupled with a
reduction to the daily max rate in the structures and a hold on present rates for long‐term permit
programs. This is proposed because the Fund wants to promote the participation, particularly by
downtown employees, in the long‐term parking programs and appropriate parking behavior. The Fund
forecast also includes out‐year rate increases that are shown in the table below but are not part of Council
action for this Financial Plan. The Fund will recommend these increases as part of future financial plans.
Parking Rate Changes Current
Parking Rates
Proposed*
Effective
July 1, 2021
Proposed**
Effective
July 1, 2023
Proposed**
Effective
July 1, 2025
Parking Meters (Hourly)
Tier 1 (Super Core) $1.75 $2.00 $2.50 $3.00
Tier 2 (Core) $1.50 $1.75 $2.50 $3.00
Tier 3 (Outlying Areas) $1.00 $1.25 $1.50 $2.00
Parking Structures
Hourly/Daily Max $1.25/$12.50 $1.50/$6.00 $1.75/$7.00 $2.00/$8.00
Monthly/Quarterly $85/$255 $85/$255 TBD TBD
DROP (Overnight parking for
DT residents) $125/$375 $125/$375 TBD TBD
Permits
Residential Parking Permit $20 $20 $25 $25
DT Residential Parking Permit $20 $20 $25 $25
10‐Hour Meter Permit $60 $60 TBD TBD
Other
Parking Structure Validations $75 for 100 $90 for 100 $100 for 100 $100 for 100
*Previously approved by Council to take effect July 1, 2020 but was deferred due to COVID pandemic.
**Not part of the action items for Council but are included in the Long‐Term Forecast and will be addressed in future
budget discussions.
The Fund is also proposing expansions to certain parking programs to help fund the one‐time and on‐
going costs for the Palm‐Nipomo parking structure that is scheduled to begin construction in FY 2023‐24.
1
2
3
4
5
6
7
8
9
10
11
12
13
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Budget at a Glance
Parking Fund
FUND EXPENDITURES
Operating Programs
The Parking Services Program operating costs for the 2021‐23 Financial Plan are summarized below. The
primary operating costs consist of staffing, contracted services, capital infrastructure investments, and
debt service payments. Indirect costs to the Parking Fund consist of reimbursement to the General Fund
for general government services to support parking programs. These amounts are calculated annually
through the City’s Cost Allocation Plan.
In response to the COVID pandemic, the Parking Fund reduced budgeted amounts for several non‐staffing
line‐item expenditures as part of the FY 2020‐21 Supplemental Budget. The Parking Fund has continued
these reductions forward into FY 2021‐22 based on the continued effects of the COVID pandemic. Also,
as part of the FY 2020‐21 Supplemental Budget, the Parking Fund decided to temporarily freeze the filling
of two full‐time vacant positions as well as reduce part‐time staffing levels. The Fund will continue the
temporary freeze of the positions until the recovery from the pandemic necessitates the filling of the
positions. Part‐time staffing levels will also continue at a reduced rate due to the low activity currently
experienced in the parking structures.
Operating Expenditures by Program (Including SOBCs)
19‐20 Actual 20‐21 Budget1 21‐22 Budget 22‐23 Budget
Parking Admin $1,838,624 $2,414,155 $2,039,648 $2,058,029
Parking Enforcement $205,098 $0 $288,131 $297,443
Parking Structures $378,552 $0 $368,806 $380,647
Parking Lots and Streets $66,045 $0 $90,094 $96,291
General Government $765,047 $316,600 $1,105,100 $1,105,100
Total Parking Fund* $3,253,366 $2,730,755 $3,891,779 $3,937,510
*Does not include debt or capital
Operating Expenditures by Type (Including SOBCs)
19‐20 Actual 20‐21 Budget 21‐22 Budget 22‐23 Budget
Staffing $1,465,774 $1,177,211 $1,666,213 $1,803,012
Contract Services $626,375 $776,265 $553,265 $449,265
Other Operating Costs $396,169 $460,678 $568,201 $580,133
Transfers $765,047 $316,600 $1,105,100 $1,105,100
Total Parking Fund $3,253,366 $2,730,755 $3,891,779 $3,937,510
1 All budget was loaded into the Parking Administration Cost Center (Program ) in FY 20‐21.
343 Page 557 of 823
Budget at a Glance
Parking Fund
Proposed Changes to Operating Programs
The proposed budget includes a series of Significant Operating Budget Changes necessary to address daily
needs of the Parking operations for the City. These enhancements are necessary to ensure that the
Parking Fund can effectively expand operations to cover the Fund’s debt service even during times of
economic uncertainty.
Parking Enforcement Staff (3 FTE) –The additional enforcement staff will be responsible for
evening enforcement in the downtown area, patrolling the parking structures, and nighttime
parking district enforcement. The costs of the new positions will be offset by the additional
revenue generated from enforcement and by the elimination of the parking structure security
contract.
Parking Maintenance Staff (2 FTE) –These new positions would be responsible for landscaping,
cleaning / janitorial services, and minor maintenance and repairs throughout the City’s parking
facilities. The cost of these positions will be offset by the elimination of the landscaping contract
and the structures and parking lots cleaning contracts.
Reduction of Contracted Services – Elimination of service contracts including landscaping,
cleaning, and security as these responsibilities will be taken on in‐house by the new positions
being added to the Parking Division. Power washing services currently provided by contracted
service providers will continue to be contracted out due to the specialty equipment required to
perform the work. This will result in an annual savings.
SOBCs 2021‐22 2022‐23
One‐time
Community Workforce Agreement Study $ 17,500
Ongoing
Parking Enforcement (3 FTE Additions) $ 220,927 $ 230,947
Parking Maintenance (2 FTE Additions) $ 69,375 $ 144,392
Contract Services Reduction $ (240,500) $ (327,000)
Revenue Offset $ (317,100) $ (317,100)
Total $ (249,797) $ (268,761)
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Budget at a Glance
Parking Fund
*includes debt proceeds
Capital Improvement Plan
The Five‐Year Forecast continues reinvestments in the City’s parking assets with annual funding for the
rehabilitation of the three parking structures to extend their useful lives as outlined in the Condition
Assessment and Management Plan (CAMP). The proposed CIP budget, as part of the 2021‐23 Financial
Plan, has continued funding for the CAMP report implementation by earmarking $900,000 in FY 2021‐22,
FY 2022‐23, and FY 2023‐24 for structural repairs, waterproofing and deck sealing maintenances. This
work is imperative to guaranteeing the Fund is properly maintaining its resources which will help secure
a lower interest rate on future loans. Project budget estimates in the capital plan forecast include
inflationary adjustments assuming a moderate increase in material costs over time. The Fund continues
to make infrastructure improvements with the addition of multi‐space pay‐stations which will expand
sidewalk mobility and the implementation of mobile application and gateless parking operations at the
structures.
All operational improvement elements have been proposed to help ensure the Fund is able to meet the
completion goal for the Palm‐Nipomo Parking Structure. Currently estimates for the structure are at $43.5
million with initial work beginning in FY 2021‐22. A $6.5 million contribution from working capital for
phase 1 that will occur in FY 2021‐22 and FY 2022‐23 and $37 million from debt proceeds for phase 2 of
construction that will begin in FY 2023‐24. The construction phase is estimated to take 18‐24 months with
the structure opening for operation at the beginning of FY 2025‐26. For complete CIP detail Capital
Improvement Plan section of this Financial Plan.
$‐
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
$40,000
$45,000
$50,000
Actual 2019‐
20
Budget 2020‐
21
Budget 2021‐
22
Forecast 2022‐
23
Forecast 2023‐
24
Forecast 2024‐
25
Forecast 2025‐
26
Parking Fund Overview
Revenue*Expenditure
Unreserved Working Capital w/ Enhancements Unreserved Working Capital ‐ No changes
Palm Nipomo Parking
Garage Capital Project
345 Page 559 of 823
Budget at a Glance
Parking Fund
Capital Improvement Plan Overview
CIP Project 2021‐22 2022‐23 2023‐24 2024‐25 2025‐26 5‐Year Sum
Palm‐Nipomo
Parking Structure $ 850,000 $5,582,000 $37,052,000 $0 $0 $43,484,000
871 Marsh
Maintenance $400,000 $400,000 $400,000 $125,000 $125,000 $1,450,000
842 Palm
Maintenance $400,000 $400,000 $400,000 $125,000 $125,000 $1,450,000
919 Palm
Maintenance $100,000 $100,000 $100,000 $50,000 $50,000 $400,000
Enforcement and
Gate Entry
Equipment
$40,000 $90,000 $0 $0 $0 $130,000
HVAC Air Handler $5,000 $25,000 $0 $0 $0 $30,000
IT Replacement $4,160 $4,279 $14,693 $76,091 $18,227 $117,450
Fleet Replacement $0 $130,000 $37,000 $0 $0 $167,000
Total $1,799,160 $6,731,279 $38,003,693 $376,091 $318,227 $47,228,450
Debt Service
Parking Fund Detail and Debt Retirement
Debt Issue ‐ Asset Outstanding
Principal
Annual
Payment
Final
Year
FY 2022
2001 State I‐ Bank Loan ‐ Marsh St. Garage $3,763,140 $415,085 2032
2018 Refunding Bond (919 Palm Street Structure) $4,289,825 $440,193 2039
Total Parking Fund Debt $8,052,965 $855,278
The Parking Fund will begin to construct its fourth Downtown parking structure in 2023‐24. To finance the
construction cost, the fund will seek a loan for $35 million to be financed over 30 years.
346 Page 560 of 823
Operating Budgets
Employee Summary
Employee Summary Parking
Parking Fund 2020‐21 2021‐22 2022‐23
Parking Operations & Maintenance 9.0 14.0 14.0
Parking Services Manager 1.0 1.0 1.0
Parking Services Supervisor 1.0 1.0 1.0
Parking Meter Repair Worker 1.0 1.0 1.0
Parking Coordinator 0.0 0.0 0.0
Parking Maintenance Worker 0.0 2.0 2.0
Parking Enforcement Officer 4.0 7.0 7.0
Supervising Administrative Assistant 0.0 0.0 0.0
Administrative Assistants 2.0 2.0 2.0
347 Page 561 of 823
Operating Budget Parking Operations
Parking Fund & Maintenance
Parking Operations and Maintenance
Program Description
The Parking Services program implements the Access and Parking Management Plan and directs the
operation and maintenance of the City’s parking lots, on‐street metered spaces, parking structures,
residential permit parking districts and timed parking areas.
Objectives
Promote economic and social vitality in the downtown core.
Implement the Conceptual Physical Plan for the City’s Center.
Provide enough parking in the commercial core for visitors and employees.
Reduce parking demand.
Implement the transportation strategy presented in the General Plan Circulation Element.
Activities
Compliance/Enforcement.
Parking Fund Revenue Management.
Structure Operations.
Parking Management and Demand Reduction
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing $1,465,774 $1,177,211 $1,666,213 42% $1,803,012 8%
Contract Services $626,375 $776,265 $553,265 ‐29% $449,265 ‐19%
Other Operating Costs $396,169 $460,678 $568,201 23% $580,133 2%
Total Program $2,488,319 $2,414,155 $2,787,679 15% $2,832,411 2%
348 Page 562 of 823
TRANSIT FUND
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(in thousands)FootnoteActuals FY
2019‐20
Budget
FY 2020‐21
Budget
FY 2021‐22
Budget
FY 2022‐23
Projected
FY 2023‐24
Projected
FY 2024‐25
Projected
FY 2025‐26
1
2 Federal 2,308$ 3,477$ 3,547$ 1,463$ 1,567$ 1,613$ 1,638$
3 State 780$ 858$ 2,973$ 1,976$ 2,012$ 2,050$ 2,123$
4 State (Direct Contribution to RTA from SLOCOG)1 580$ 691$ 634$ 712$ 726$ 740$ 755$
5 Local 689$ 473$ 750$ 800$ 840$ 850$ 850$
6 Secured Grant ‐$ 690$ 109$ ‐$ ‐$ ‐$ ‐$
7 Unsecured Grant or Funding ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
8 TOTAL 4,356$ 6,189$ 8,012$ 4,950$ 5,145$ 5,254$ 5,366$
9
10 Non‐Operating Annual Expenditures
11 Contribution to RTA Directly from SLOCOG 1 580$ 691$ 634$ 712$ 726$ 740$ 755$
12 Operating Annual Expenditures
13 Operating Expenditures ‐ Purchased Transportation 2,563$ 2,849$ 2,949$ 2,896$ 2,980$ 3,039$ 3,100$
14 Operating Expenditures ‐ Fuel & Maintenance 487$ 545$ 553$ 560$ 588$ 617$ 648$
15 Operating Expenditures ‐ Overhead/Admin 432$ 449$ 482$ 496$ 500$ 504$ 508$
16 Operating Expenditures ‐ Cost Allocation 277$ 322$ 226$ 231$ 235$ 240$ 245$
17 Capital Expenditures 2 18$ 1,744$ 2,825$ ‐$ ‐$ ‐$ ‐$
18 Depreciation/ GASB Adjustments 415$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
19 TOTAL 4,772$ 6,600$ 7,669$ 4,895$ 5,030$ 5,142$ 5,257$
20
21 Beginning Working Capital 2,788$ 2,372$ 1,961$ 2,305$ 2,360$ 2,475$ 2,588$
22 Revenues Over / (Under) Expenditures (416)$ (411)$ 343$ 55$ 115$ 113$ 110$
23 Ending Working Capital 2,372$ 1,961$ 2,305$ 2,360$ 2,475$ 2,588$ 2,697$
24 Operating Reserve 755$ 833$ 842$ 837$ 861$ 880$ 900$
25 Unreserved Working Capital ‐ Year End 1,617$ 1,128$ 1,463$ 1,523$ 1,614$ 1,708$ 1,797$
2. Capital Projects are highly reliant on future discretionary grant funding. Capital Projects and the associated grant revenue for outer years are not
included in the long‐term forecast at this time. Projects will not move forward unless funding is secured. However, in order to apply for funding, Council
must approve the projects first. The long‐term forecast will be updated and presented to Council on an annual basis.
1. This funding is directly provided by SLOCOG to RTA from the City’s apportionment of State funding. While the City does not receive this revenue or the
associated expense, this shows the value of services provided by RTA and the City’s share of that cost.
TRANSIT FUND LONG TERM FORECAST
Revenue Projections
Expenditures & Obligations
Changes in Financial Position
351 Page 565 of 823
Transit Fund
The Service of Public Transit
SLO Transit is the local fixed‐route public transit operation for the City of San Luis Obispo. SLO Transit
operates 14 vehicles at peak period, along eight routes within the 23 square miles of the city limits of San
Luis Obispo and California Polytechnic State University. Services operate 363 days a year. On average,
one million rides are utilizing the service annually.
Ridership demographics reflect a broad cross section of
the community, including seniors, disabled community
members, Indigent, K‐12 students, University students,
commuters and visitors. Trips are routinely taken to
access educational, medical, employment, commercial
and social services throughout t he a rea. Transit s ervices
play a v ital r ole, not o nly a s a “safety n et” for the t ransit ‐
dependent, but also addresses climate change issues
associated with greenhouse gases.
The Transit Enterprise fund closes out the 2019‐21 Financial Plan with a balanced budget. The budget is
balanced for two reasons: federal funds continue to be provided to assist transit during the pandemic and
the program relies upon purchased transportation (with its contract operator) and as a result with
reduced services come reduced costs. At present, the Fund holds approximately $2.7 Million in working
capital. Of that amount, $539,498 has been identified as the operating reserve for the Fund to continue
to weather volatility in revenues while pursuing electrification of its fleet of buses. The fiscal outlook for
the next five years and the uncertainty in future ridership post pandemic (affecting all public
transportation services) has resulted in restrained projections.
At this time, revenues are projected to sufficiently keep pace with escalating costs. However, any
significant changes, such as the expansion of the transit program, will require additional funding sources.
During the second year of this Financial Plan, the Transit program will issue a Request for Proposals to
obtain a new contract for Transit Operations & Maintenance (also referred to as purchased
transportation). These costs for forecast purposes have been projected at current contract cost.
2021‐23 Financial Plan
Key Assumptions
When preparing the budget, the Transit Division analyzes past subsidies (federal, state, and the Cal Poly
contract) and ridership trends to forecast revenues. Transit service based on costs are then matched to
revenue forecasts. Bus replacement schedules are based on federally approved “useful‐life” criteria and
best‐case scenarios for aging vehicles. However, the availability of funds is highly dependent on
discretionary grants from the state and federal government. Without these subsidies, bus replacements
are often deferred. The budget prepared for this two‐year financial plan follows a “zero based budgeting”
approach, considering each line item and its future needs anew.
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Transit Fund
FUND REVENUES
As an Enterprise Fund, Transit funds its operations within subsidy and fare revenues. Revenues are
projected to sufficiently keep pace with escalating costs. However, any expansion of the transit program
will require additional funding sources.
Federal funding assistance is provided to SLO Transit in the form of Federal Transit Administration (FTA)
5307 grant funds that can be used for transit service operating and capital expenses. These Federal
resources are available to urbanized areas, with a population of 50,000 or more. The SLO Urbanized area
includes populations of Cal Poly and adjacent county areas which reach the 50,000 population criteria.
The federal share for the funding of any one of these activities is not to exceed 50 percent of operating
expenses or 80 percent of capital expenses of the net project cost.
State funding a ssistance is provided to SLO Transit in t he form o f the State ’s Transportation Development
Act (TDA) funding. TDA is comprised of two sources of funding for transportation programs. The first is
Local Transportation Fund (LTF) which is derived from ¼ cent retail sales taxes, the second is State
Transportation Assistance (STA) which is derived from the statewide sales tax on diesel fuel. Both funds
are distributed to the regions by the State. San Luis Obispo Council of Governments (SLOCOG) then
allocates this amount regionwide to each of the seven cities, the County of San Luis Obispo, and the
Consolidated Transportation Services Agency for the San Luis Obispo region. LTF funds are apportioned
according to population numbers, for: public transit, street/road improvements and bikeway/pedestrian
facilities. STA funds are formula‐based and used for public transit purposes.
Local revenue from cash fares, pass sales and Cal Poly uses (an agreement with Cal Poly providing a Transit
pass for students), is 20% of the total Transit Fund operating budget. These sources are expected to see
modest gains; enough to meet the mandated farebox recovery.
Cal Poly plays a considerable role in the generation of local farebox and the overall health of the Transit
Fund. The last four‐year agreement expired June 30, 2016. Staff has been working with Cal Poly
administration to develop a new agreement since that time. To date, the agreement has been annually
extended multiple times. The University has requested another one‐year extension as both SLO Transit
and Cal Poly transition from away from pandemic operations. This extension will be provided for Council’s
consideration in the coming months.
The crux of this issue for Cal Poly is that the university is receiving a large number of services verses the
funding that it provides. Additionally, Cal Poly has yet to define and obtain an additional funding source
so that it may contribute more towards the transit services provided. Providing this transit service to Cal
Poly also benefits the City’s transit system to be able to meet local generated revenue targets and a large
increase in ridership. The new agreement will need to address each agency’s benefits from the agreement
and be financial sustainable for the long‐term. The transit fund is anticipating that cash fares will likely
continue to be impacted by the pandemic and potentially lower ridership and revenue generation.
Proposed Rate Increases
On April 4, 2017, the Council adopted the transit fare and interior bus advertisement rates which included
annual rate increases. This is critically important to achieve the SLO Transit’s 20% local farebox
requirements.
353 Page 567 of 823
Transit Fund
To better support SLO Transit’s customers during the pandemic, between March 2020 and July 2020 SLO
Transit went fare‐free and delayed the planned July 2020 rate increases. This action protected both SLO
Transit customers and staff. In July 2021, delayed rate increases will go into effect. Regular Pass cost will
increase from $38 to $40 and Senior and Disabled Pass cost will increase from $18 to $20.
Revenue Forecast
Actual
2019‐20
Budget
2020‐21
Projection
2021‐22
Projection
2022‐23
Federal Funding $2,307,585 $3,477,321 $3,546,517 $1,462,600
State Funding $779,667 $858,414 $2,973,064 $1,975,804
State (SLOCOG)1 $580,000 $690,993 $633,596 $711,723
Local Fare Box Revenue $688,506 $473,040 $750,000 $800,000
Other Secured Grant $689,641 $109,000
Total Revenue $4,355,767 $6,189,409 $8,012,177 $4,950,127
In order to maintain Federal and State Funding, the local jurisdiction has to provide at least 20%
of revenue from its bus fares and set rates accordingly. Legislation acknowledged the toll Covid‐
19 has taken on transit services and FY2019‐20 and FY2020‐21 were not held to that mandate.
The required revenue corresponds with the base subsidies and does not apply to additional
funding received through the CARES and American Rescue Plan Act, nor can CARES and American
Rescue Plan Act funding be used as a contribution towards the 20% revenue for fares.
FUND EXPENDITURES
Operating Programs
As mentioned, reduced usage of public transit during the pandemic has resulted in lowered expenditures.
It is uncertain when ridership will return to “normal” after the pandemic. Under the purchased
transportation model, expenditures for the Operations and Maintenance contract are anticipated to
increase to align with revenues and transit demands. Staff will be releasing a Request for Proposal for
this contract during year one of the Financial Plan and will update the impacts of that new agreement
with the Budget Supplement in 2022‐23.
As mentioned previously, negotiations with Cal Poly to develop a short‐term Transit Service Agreement
continue. While both agencies desire a long‐term agreement to service Cal Poly’s transit needs, many
unknowns remain concerning recovery from the pandemic and how quickly riders will return to public
transit. Part of that conversation is also focused on the capital investment needed to “green the Transit
fleet” and the proportional share of this substantial investment for all users.
1 This funding is directly provided by SLOCOG to RTA from the City’s apportionment of State funding. While the
City does not receive this revenue or the associated expense, this shows the value of services provided by RTA and
the City’s share of that cost.
354 Page 568 of 823
Transit Fund
Expenditure Type* Actual
2019‐20
Budget
2020‐21
Budget
2021‐22
Budget
2022‐23
Staffing $357,718 $327,181 $358,181 $372,314
Contract Services $2,562,826 $2,849,033 $2,949,033 $2,895,950
Other Operating Costs $561,239 $666,800 $676,600 $684,100
Cost Allocation $276,806 $321,727 $226,183 $230,707
Contribution to RTA1 $580,000 $690,993 $633,596 $711,723
Total $4,338,589 $4,855,735 $4,843,593 $4,894,793
*Operating costs only, does not include capital or depreciation (as shown in the long‐term forecast).
Proposed Operating Budget Enhancements
The Transit Fund is requesting two SOBCs as outlined below. These costs are included in the long‐term
forecast and division expenditures overview.
One‐time 2021‐22 2022‐23
Regional Transit Authority Analysis
The RTA is currently building a Regional Transit HUB 800 feet from the City’s SLO
Transit Bus Yard. Much of the infrastructure that supports SLO Transit is aged and
nearing the end of its lifespan. All transit providers are required to shift the fleet of
transit vehicles to zero emission vehicles.
This funding would support the analysis and review of SLO Transit’s operations and
infrastructure to determine if there is an advantage to sharing infrastructure,
equipment or centralizing services with RTA at the same or reduced costs.
$ 50,000
Transit Innovation Study
Prepare a Transit Innovation Study to provide a blueprint to guide Transit to
increased service frequency, electrification, and feasibility of no‐fare service for
students, seniors, and others as called for in CAP Connected Communities strategies
4.2, 4.3, and 4.4.
$ 50,000
Total $ 100,000
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Transit Fund
Capital needs are based on federally approved “useful‐life” criterion and best‐case scenarios for replacing
aging equipment.
Capital projects continue to be a challenge for the Transit Fund due to its reliance on discretionary grants.
Proposed projects are limited to those that are essential and that can be funded from grants. Of those
projects, the replacement of diesel buses with electric vehicles are the highest priority as well as the
installation of necessary charging infrastructure to support electric vehicles. And while original
discretionary grant awards have been less than previously anticipated, the 5307 Federal funds, because
of the previous infusion of CARES Act funds, can use these funds to off‐set any shortfalls. Even then, a
modest amount of unreserved transit fund balance will still be required to complete the projects.
Capital Improvement Projects 2021‐22 2022‐232
Bus Shelter Replacement $ 105,000 $ ‐
Bus Replacement with Electric Vehicles $ 1,854,000 $ 1,910,000
Bus Yard Parking Lot Maintenance $ 5,000 $ 500,000
EV Bus Infrastructure $ 715,000 $ ‐
Bus Wash Replacement $ 75,000 $ 450,000
Vault Room Addition Study $ ‐ $ 15,000
Replace Supervisor ADA Van with EV $ 70,000 $ ‐
VM Infrastructure Upgrade (Transit Portion of Project) $955
Uninterruptible Power Supplies (Transit Portion of Project) $246
City SAN (Transit Portion of Project) $1,121,
Wireless Infrastructure Upgrade (Transit Portion of Project) $2,036
TOTAL $ 2,825,201 $ 2,878,157
2 Capital Projects are highly reliant on future discretionary grant funding. Capital Projects and the associated grant
revenue for outer years are not included in the long‐term forecast at this time. Projects will not move forward
unless funding is secured. However, in order to apply for funding, Council must approve the projects first.
Capital Improvement Plan
The City of San Luis Obispo Transit Division maintains several capital assets.
1.17 Revenue Vehicles and two Support Vehicles
2.Operations & Maintenance Facility
3.Bus wash system
4.Transit Center with Sawtooth bays and four deluxe shelters
5.165 bus stops
1
2
3
4
5
6
7
8
9
10
11
12
356 Page 570 of 823
Employee Summary – Transit Fund
Transit Fund 2021-22 2022-23
Transit Operation 3 3
Transit Manager 1 1
Transit Assistant 1 1
Transit Coordinator 1 1
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Operating Budget Transit Operations & Maint.
Transit Fund Public Works
Transit Operations and Maintenance
Program Description
The Transit Program provides local fixed‐route public transit operations within the 23 square miles of the
City and adjacent Cal Poly University.
Objectives
Quality transportation for transit dependent people.
Convenient transportation for all residents.
An attractive alternative to driving which can reduce traffic congestion and air pollution.
Activities
Administration.
Vehicle Operations and Maintenance.
Non‐Vehicle Maintenance.
Program Budget
Actual Budget 2019‐21 Financial Plan
2017‐18 2018‐19 2019‐20 Change 2020‐21 Change
Staffing $357,718 $327,181 $358,181 9% $372,314 4%
Contract Services $2,562,826 $2,849,033 $2,949,033 4% $2,895,950 ‐2%
Other Operating Costs $561,239 $666,800 $676,600 1% $684,100 1%
Total Program $3,481,783 $3,843,015 $3,983,814 4% $3,952,364 ‐1%
358 Page 572 of 823
Operating Budget
Downtown SLO Downtown SLO Assessment
Downtown SLO Business Improvement District
Program Description
The Downtown Business Improvement District (DBID) was established in 1975 as a parking and
promotions district for the City’s downtown area. As a special fee district, fees are collected from
business license holders operating within the designated area and revenue supports the
operations of Downtown SLO, a non‐profit organization. The City and Downtown SLO (DSLO)
agreed by contract that DSLO would provide various services for the economic, social, cultural,
and environmental vitality and beautification of downtown San Luis Obispo. The assessment is a
special revenue and is administered through a separate and distinct fund.
Objectives
Support the vitality of downtown San Luis Obispo
Assist with economic recovery efforts and attract people to shop and dine downtown
Activities
Special Events. Integral to DSLO’s
services is the provision of special
events in the downtown. Those
events include:
1. Holiday Activities such as the
Annual Downtown Holiday Parade,
Santa’s House and the Classic
Carousel in Mission Plaza
2. Concerts in the Plaza
3. Thursday Night Promotions
including the Farmers’ Market
Services such as: events in Mission
Plaza; downtown maintenance, plaza
activation & beautification;
economic recovery and development
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Operating Budget
Downtown SLO Downtown SLO Assessment
Revenue
The Downtown Business Improvement District assessment is collected annually with the Business
Tax renewal as it is based on the gross receipts of businesses located within the geographical
boundary of the Downtown District.
Revenue
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Assessment Revenue $271,714 $252,588 $245,0001 ‐3% $260,400 6%
Program Operating Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing
Contract Services $272,165 $252,588 $245,0001 ‐3% $260,400 6%
Other Operating Costs ‐ ‐ ‐ ‐ ‐ ‐
Total Program $272,165 $252,588 $245,000 ‐3% $260,400 6%
1 Decrease based on projected revenue from DBID assessment. Downtown business closures and vacancies will lead
to fewer business renewals.
360 Page 574 of 823
Operating Budget
TBID Fund Tourism & BID Promotion
Tourism Business Improvement District Promotion
Program Description
The City established a Tourism Business Improvement District (TBID) as requested by the local
lodging industry in 2008. The district levies an assessment on all lodging properties for the
purpose of tourism promotion for the benefit of the district’s constituents. The assessment is a
special revenue and is administered in a separate and distinct fund.
Objectives
Continue diverse marketing efforts to promote overnight stays in San Luis Obispo.
Actively participate in local, regional and state organizations s uch a s V isit S LO C AL, C entral
Coast Tourism Council, Downtown SLO, and other tourism organizations.
Activities
Tourism marketing efforts.
Promote and sponsor events that
attract visitors from outside the
County of San Luis Obispo.
Coordination with strategic local,
regional and statewide tourism
partners.
Participation in tourism tradeshows
and industry conferences.
Development, management, and
implementation of the City’s TBID
Strategic Plan.
361 Page 575 of 823
Operating Budget
TBID Fund Tourism & BID Promotion
Revenue
The TBID assessment levy was set at 2% of the lodging industry’s gross receipts. For this Financial
Plan the following collection is anticipated:
Revenue
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Assessment Revenue $1,274,048 $1,254,800 $1,444,000 15% $1,552,000 7%
Program Operating Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Staffing 201,126 213,320 227,580 7% 232,064 2%
Contract Services 1,089,786 923,000 1,125,920 18% 1,229,436 9%
Other Operating Costs 92,297 89,100 89,100 ‐3% 89,100 0%
Total Program $1,383,208 $1,225,420 $1,442,600 15% $1,550,600 7%
1
1 - Includes projected interest revenue
362 Page 576 of 823
Operating Budget
Boysen Ranch Conservation Fund Boysen Ranch
Boysen Ranch
Program Description
Boysen Ranch consists of approximately 116 acres bounded by Los Osos Valley Road, Foothill Boulevard,
and O’Connor Way. In 2005, the City accepted and currently holds a series of conservation easements
that protect approximately 25 acres at the Boysen Ranch to mitigate for impacts to wetlands and waters
by the Home Depot, Costco, and other Irish Hills Plaza development projects on Los Osos Valley Road.
Boysen R anch i s p art o f t he C ity’s d esignated greenbelt. T he f unding was set up as an endowment to fund
monitoring and maintenance of the restored wetland area.
Objectives
Continue to monitor and maintain the approximately 25 acres of conservation easement area as
part of the City’s greenbelt.
Continue to monitor and maintain the wetland restoration areas.
Activities
Monitor the property to ensure adherence to conservation easement terms and successful
recruitment of wetland functions and values.
Revenue
The Boysen Ranch Conservation Fund projects to earn $2,000 annually in investment and property
revenues.
363 Page 577 of 823
Operating Budget
Boysen Ranch Conservation Fund Boysen Ranch
Revenue
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Investment and Property
Revenues $11,800 $2,000 $2,000 ‐ $2,000 ‐
Program Budget
Actual Budget 2021‐23 Financial Plan
2019‐20 2020‐21 2021‐22 Change 2022‐23 Change
Total Program $3,341 $7,500 $7,500 ‐ $7,500 ‐
Fund Balance
As of 2019‐20 Year End
Boysen Ranch $427,140
The Boysen R anch C onservation fund balance is restricted f or spending on mitigation requirements of the
United States Army Corps of Engineers in order to offset the loss of wetlands and associated habitat that
occurred with the development of Irish Hills Plaza projects on Los Osos Valley Road. The City Council
accepted a series of conservation easements that encumber a portion of Boysen Ranch on Foothill
Boulevard where the required wetland restoration and enhancement activities took place. The funds can
only be used for long‐term maintenance and monitoring of the wetland restoration projects, as well as
for the long‐term administration of the conservation easements.
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DEBT SECTION
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Debt
Debt
The City of San Luis Obispo is guided by its budget and fiscal
policies when managing its debt. In accordance with the
policy section “Capital Financing and Debt Management”:
The City’s debt capacity cannot exceed 15% of
General Fund revenues.
Its direct debt will not exceed 2% of assessed
valuations.
No more than 60% of capital improvement outlays
will be funded from long‐term debt.
Debt should only be incurred for one‐time capital expenditures and not for on‐going operations.
Borrowing for one‐time capital expenditures allows for the cost of the project to be spread over the useful
life of the asset and results in the cost being paid by future beneficiaries as well as current taxpayers.
Debt Management
The City’s bond i ssues are periodically reviewed b y r ating a gencies to provide insight to the City’s financial
outlook and hence its creditworthiness.
The 2018 refinancing of three different lease revenue bonds was rated b y Standard & P oor’s t hat g ave t he
City an AA rating. Fitch Ratings reviewed the City’s financial condition during the Winter of 2021 and
upheld its AA+ rating despite Covid‐19 emergency conditions by reflecting on:
The City’s strong operating performance, a moderate long‐
term liability burden, strong revenue growth and solid
expenditure flexibility offsetting a constrained revenue
raising environment.
The City’s gap closing capacity being superior given ample
reserves and moderate revenue volatility.
Budget management at times of recovery being very strong,
leaving the City well prepared to manage the current period
of economic stress.
The City’s engagement in thorough and conservative long‐
term financial planning with a focus on maintaining
structural budget balance.
The City maintaining its capital assets with minimal debt
reliance and proactive efforts to pay down its unfunded
retirement liabilities above actuarially determined levels.
AAA
•Extremely strong capacity to meet financial
commitments. Highest rating.
AA
•Very strong capacity to meet financial
committments.
A
•Strong cpacity to meet financial commitments,
but somewhat susceptible to adverse economic
conditions and changes in circumstance.
BBB
•Adequate capacity to met financial
commitments, but more subject to adverse
economic conditions.
BB
•Less vulnerable in the near‐term, but faces
major ongoiong uncertainties to adverse
business, financial, and economic conditions.
CCC
•Currently vulnerable and dependent on
favorable business, financial, and economic
conditions to meet financial committments
CC
•Highly vulnerable; default has not yet occured,
but it is expected to be a virtual certainty.
C
•Currently highly vulnerable to non‐payment,
and ultimate recovery is expected to be lower
than that of higher rates obliations.
367 Page 581 of 823
Debt
The City’s Current Debt
The City currently holds $205 million in overall outstanding debt in a combination of lease revenue bonds,
State Revolving Fund loans, Infrastructure‐Bank loans, and vehicle leases. The longest outstanding
maturity is to 2052.
In numbers, the City’s debt payments for each of its funds are considered in its long‐term financial
assumptions and will amount to:
Year GENERAL PARKING* SEWER WATER Total
20221 $ 2,214,456 $ 855,278 $ 1,384,469 $ 2,448,846 $ 6,903,041
20231 $ 2,209,804 $ 851,577 $ 7,189,731 $ 2,442,083 $ 12,693,195
2024 $ 1,842,660 $ 852,116 $ 7,285,299 $ 1,870,392 $ 11,850,467
2025 $ 1,757,889 $ 850,609 $ 7,100,094 $ 1,868,807 $ 11,577,399
2026 $ 1,750,515 $ 848,810 $ 7,098,607 $ 1,865,911 $ 11,563,843
2027 $ 1,539,618 $ 745,641 $ 7,090,097 $ 1,855,405 $ 11,230,761
2028 $ 1,539,404 $ 742,858 $ 7,088,453 $ 1,854,858 $ 11,225,573
2029 $ 1,540,008 $ 742,630 $ 7,086,939 $ 1,852,923 $ 11,222,500
2030 $ 1,543,477 $ 741,756 $ 6,469,600 $ 1,864,401 $ 10,619,233
2031 $ 1,142,757 $ 740,233 $ 6,468,162 $ 1,853,539 $ 10,204,691
Total $17,080,580 $7,971,509 $64,261,452 $19,777,639 $109,091,180
*Current debt only
1 2022 and 2023 General Fund debt amounts include a $217,671 obligation that is transferred directly from the IT
Replacement Fund to the Debt Service Fund. Therefore, the amount in the General Fund long‐term forecast does
not include this loan.
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
2022 2023 2024 2025 2026 2027 2028 2029 2030 2031
Debt Principal & Interest Payments
GENERAL
PARKING
SEWER
WATER
368 Page 582 of 823
Debt
The following tables outline by fund: the current debt, the purpose, the outstanding principal, the annual
debt service cost, and the retirement year of the debt. Several smaller debt issues are falling off in 2024,
but the next significant retirement of debt payments is not scheduled until 2030.
General Fund Debt Detail and Debt Retirement
Debt Issue ‐ Asset Outstanding
Principal
Annual
Payment
Final
Year
FY 2022
2012 Refunding Bond (Damon Garcia Sport Fields) $2,970,000 $383,400 2030
2014 Revenue Bond – LOVR Overpass $6,635,000 $420,231 2045
2018 Refunding Bond (919 Palm Street & Dispatch
Center)
$9,212,575 $945,333 2039
2018 Lease – Fire Truck $316,104 $146,131 2024
2014 State Loan – Energy Conservation $232,111 $ 94,242 2024
2017 Lease – Golf Carts $9,300 $ 7,448 2023
2020 Lease – Motorola Radios $435,342 $217,671 2023
$19,810,432 $2,214,456
General Fund Debt policy adherence: FY 2022 Revenue $99,801,000
Debt Payments $ 2,214,456
Percentage of Revenue 2.2%
Maximum Allowed 15%
Parking Fund Debt Detail and Debt Retirement
Debt Issue ‐ Asset Outstanding
Principal
Annual
Payment
Final
Year
FY 2022
2001 State I‐ Bank Loan ‐ Marsh St. Garage $3,763,140 $415,085 2032
2018 Refunding Bond (919 Palm Street Structure) $4,289,825 $440,193 2039
Total Parking Fund Debt $8,052,965 $855,278
The Parking Fund will begin to construct its fourth Downtown parking structure in 2023‐24. To finance the
construction cost, the fund will seek a loan for $35 million to be financed over 30 years.
369 Page 583 of 823
Debt
Sewer Fund Debt Detail and Debt Retirement
Debt Issue ‐ Asset Outstanding
Principal
Annual
Payment
Final
Year
2022
2008 Suntrust Loan $515,000 $183,165 2024
2009 State I‐Bank Loan ‐ Farm Lift Station $6,938,580 $553,411 2038
2014 US Bank Wastewater Lease Agreement $4,404,405 $617,584 2029
2018 Refunding Bond (Dispatch Center) $295,365 $30,308 2039
2019 SRF Loan – WRRF Upgrade $140,000,000 2052
Total Sewer Fund Debt $152,153,350 $1,384,469
The Sewer Fund has approval for a $140 million, 30‐year loan from the Clean Water State
Revolving Fund (SRF) for the upgrade of the Water Resource Recovery Facility. The loan carries a
1.8% interest rate with an annual payment of $ 5,902,953 with the first payment of $5,808,792
anticipated in 2023.
Water Fund Debt Detail and Debt Retirement
Debt Issue ‐ Asset Outstanding
Principal
Annual
Payment
Final
Year
2022
2012 Water Revenue Refunding Bond $1,080,000 $573,200 2023
2018 Refunding Bond (Dispatch Center) $267,235 $27,422 2039
2018 Refunding Water Bond (Refund 2006 Bonds) $8,785,000 $889,700 2035
2020 State I‐Bank Loan – Water Treatment Plant $13,740,196 $958,524 2040
Total Water Fund Debt $23,872,431 $2,448,846
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CAPITAL IMPROVEMENT PLAN
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Capital Improvement Program 21‐23
Page | 1
Capital Improvement Program
The Capital Improvement Program (CIP) enables the City to plan, schedule, and finance capital projects to
ensure cost effectiveness and conformance with established plans and policies. The City’s budget process
guides the capital priorities through community input, Council goal setting, Local Revenue Measure
priorities, and the biennially adopted Major City Goal work programs. The CIP and its annual
implementation of projects is one of the primary functions of local government.
Through its adopted CIP, the City meets community needs by providing the infrastructure required for
economic vitality, neighborhood wellness, housing, transportation, sustainability, active and passive
recreation, public safety, cleanliness, and other basic amenities.
With each two‐year Financial Plan, the City prepares five‐year CIP program recommendations for Council
consideration and approval. Even though only the first two years are funded within the Financial Plan,
five‐year planning is a best practice and is recommended to achieve objectives of the Capital Improvement
Plan because it allows for the City to forecast, plan and in turn budget over a longer time horizon that
aligns better with the lifespan to deliver a capital improvement project.
The City systematically plans, schedules, and finances capital projects to ensure cost‐effectiveness and
conformance with established policies. Comprehensive policies governing the development and
management of the CIP are set forth in the City’s fiscal policies. All the City’ s construction projects and
equipment expenditures costing $25,000 or more are included in the Capital Improvement Plan. Minor
capital outlays costing less than $25,000 are included with the Financial Plan operating program budgets.
Capital asset maintenance and replacement represent one of the fundamental functions of local
government. Many capital projects extend the life of existing City assets like streets, parks, bridges, water
and sewer pipelines, and plants. Other projects replace aging facilities and equipment. Finally, some
projects, representing community desires and Council priorities, are new projects intended to enhance
the overall quality of life of residents and visitors.
Based on the Council determined goals, and balanced with the City’s financial circumstances, the
recommended capital improvement projects total $128 million for the 2021‐23 Financial Plan and $384.5
million over the five‐year plan.
Unprecedented Circumstances
As Council is aware at the writing of this CIP, the City continues to provide ongoing emergency response
associated with the COVID pandemic. As such, staff, including those who support the CIP, continue to
wear multiple hats. In addition to that unique circumstance, the available CIP budget has nearly tripled
because of the voters’ general support of Measure G20, the City’s local sales tax measure. Moreover, the
City is receiving funds from the American Recovery Plan and has the potential to receive additional grant
funds for capital projects as part of potential Federal Government funding. What this means is that there
is continued uncertainty and there will be a need for a sustained effort to identify, leverage and secure
additional funds to deliver vital and meaningful infrastructure projects.
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Acknowledgments
A capital budget and plan document takes countless hours of teamwork, collaboration, and
patience to produce. I would like to offer special thanks to departments involved in developing the CIP as led by
Public Works in partnership with Administration and IT, Community Development, Finance, Fire,
Parks and Recreation, Police and Utilities. Completing this budget could not have been accomplished
without the skill, dedication, and professionalism of this team. Their willingness to work through
these unique circumstances and sacrifice countless hours are a testament to their commitment to this
organization and to the community.
Special thanks are also due to the CIP Review Committee of Shelly Stanwyck, Greg Hermann, Matt
Horn, Brian Nelson, Brigitte Elke, Natalie Harnett, Keith Aggson, Greg Avakian, Aaron Floyd, Jennifer
Thompson, Miguel Barcenas, Tavy Garcia, Chris Read, Debbie Malicoat, Esteban Cano, James Blattler,
and Rebecca Bernstorff. I am also grateful to the Department Directors of our Leadership Team
and the department personnel who worked on the material. There are too many to list here by name, but
the budget could not have been produced without the analysts, division managers, administrative
assistants, and others throughout the organization who helped produce this CIP.
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Reader’s Guide
The following pages provide a high‐level summary of the steps in the process of how infrastructure needs
become projects implemented through the City’s CIP. The rest of the guide provides detailed
supplemental information.
Introduction: What is Infrastructure?
Infrastructure is the basic physical
structures, systems, and facilities
needed to provide critical services to
the community such as sidewalks,
streets, parks, fire
stations, police
facilities, and water
and wastewater
systems.
Infrastructure
impacts the public
health, safety, and
quality of life of San
Luis Obispo
neighborhoods,
businesses, and visitors.
Different entities are
responsible for installing and
maintaining the infrastructure that they
own and operate, within their
boundaries or jurisdiction. For example,
the City of San Luis Obispo is responsible for maintaining assets such as storm drains, streets, facilities,
and the other items listed in the graphic on the right. Multiple City departments own or maintain these
assets, known as asset‐managing departments. The County of San Luis Obispo, State of California, and
U.S. g overnments a lso h ave r esponsibility f or a ssets within t he City of San Luis Obispo, including respective
facilities, roads, and highways.
CIP Definitions & Policies
A. CIP Project Amount: Construction projects and equipment purchases that cost $25,000 or more will be
included in the CIP. Minor capital outlays of less than $25,000 will be included with the operating program
budgets.
B. CIP Purpose: The purpose of the CIP is to systematically plan, schedule, and finance capital projects to
ensure cost‐effectiveness in conformance with established policies. The CIP is a five‐year plan organized
into the same functional groupings used for the operating programs. The CIP reflects a balance between
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capital replacement projects that repair, replace, or enhance existing facilities, equipment, or
infrastructure; and capital facility projects that 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 scope,
ensure that required phases are completed on schedule, authorize all project expenditures, ensure that
all regulations and laws are observed, and periodically report project status.
D. CIP Review Committee: Headed by the City Manager or his/her designee (currently the Public Works
Director), this Committee will review project proposals and scope, determine project phasing, assign
project managers, review, and evaluate the draft CIP budget document, and report CIP project progress
on regular basis.
E. CIP Appropriation: The City’s annual CIP appropriation for study, design, acquisition and/or construction
is specific to the projects designated by the Council through adoption of the Financial Plan. Adoption of
the Financial Plan CIP appropriation does not automatically authorize project contract expenditures and
any expenses and purchases must conform to Municipal Code requirements. Spending approval generally
occurs only after the preceding project phase has been completed. Accordingly, construction expenditure
approvals are generally made when Council authorizes the release of the project plans and specifications
for bidding. In that same action the Council authorizes a contract to be entered into if the project costs
are within the budgeted amount.
F. CIP Budget Carryover: Appropriations for CIP projects lapse three years after budget adoption if
spending approval has not been obtained (see CIP Appropriation). Project accounts, which have received
spending approval, will not lapse until completion of the approved project phase.
G. Public Art: CIP projects are evaluated during the budget process 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 and utility infrastructure projects. It is
generally preferred that public art be incorporated directly into the project. In the case this is not practical,
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.
H. General Plan Consistency Review: The Planning Commission will review the preliminary CIP for
consistency with the General Plan as required by California Government Code Section 65401 and provide
its findings to the Council prior to plan adoption.
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Types of CIP Projects And Framework Used to Develop Recommendations
To assist the City Manager in developing the recommended CIP for the 2021 ‐23 Financial Plan, a
designated CIP Review Committee comprised of the Assistant City Manager, Deputy City Manager,
Finance Director, Fire Chief, Utilities Director, Parks and Recreation Director, and Public Works Director,
evaluated all departmental requests. Based on prior Council direction and public input regarding the
importance of maintaining existing infrastructure, City staff puts all project requests in the following
three project types.
In categorizing projects and considering them for funding, the CIP Review Committee engaged in a
rigorous ranking and review process to develop the proposed project list for both the General Fund and
all Enterprise Funds. In general, projects that maintain existing infrastructure are ranked ahead of asset
replacement projects, and asset replacement projects are ranked ahead of building new assets. It is
important to note that generally new assets are related to Major City Goals or are critical infrastructure
associated with development areas. This “ranking” however is a general guideline and is complemented
by the CIP Review Committee evaluation of project feasibility.
CIP Project Categories
The City categorizes CIP projects into broad functional areas that represent fundamental local government
activities. Projects within these categories extend the life of existing City assets such as streets, bike and
pedestrian pathways, parks and play equipment, bridges, water and sewer infrastructure, trees, and open
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spaces to name a few. In addition to the maintenance of existing assets, assets at the end of their life
expectancy may need replacement or substantial remodel. Less frequent but more significant are design
and construction efforts for new projects on the community and City Council prioritize to enhance the
overall quality of life in the City.
Capital Project Delivery
As mentioned previously, the City’s capital budget has grown significantly because of the local sales tax
measure and the potential for leveraging precious capital budget dollars further with federal government
grants.
This increased funding is accompanied by a significant number of proposed General Fund projects, as well
as significant Enterprise Fund Capital Projects as noted in the summaries below. To “deliver” these
projects, staff anticipates that the City will need additional engineering and/or project delivery staffing
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resources. Staff is currently analyzing the project resources required to deliver the proposed capital plan
over both the two ‐year and the five‐ year forecast period.
While City staffing levels are adequate to deliver the current capital program (2019‐21), additional funding
from the Local Revenue Measure (LRM), SB 1 and SB 1090, and increased Parking, Water and Sewer
projects, will require additional staffing. Additional project staffing resources are not reflected in any
proposed operating budgets in the 2021‐23 Financial Plan, instead a general cost estimate for future
expansion of CIP staff is included as a line item in the proposed CIP and is planned to b e incorporated into
the cost of the project’s delivery. Staff is working with a consultant group, Management Partners, to best
determine the organizational structure, job types, and functions, and methods of costing to right‐size the
engineering team. This consultant group has performed this service for other agencies, including
Midpeninsula Regional Open Space District that experienced a similar growth in capital budgets due to
large revenue increases. Staff anticipates returning to the City Council in February 2022 with
recommendations on staffing, policy, and bid process changes to optimize CIP delivery and incorporate
any new projects as a result of revenue offsets such as grant funding to advance active transportation or
other projects that accelerate policies or Major City Goals.
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CIP Project Life Cycle
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Project Prioritization
Because the City’s infrastructure needs during some years may exceed available funding, department staff
must prioritize capital improvements projects. The CIP Review Committee meet numerous times to
understand and rank projects. All projects are categorized as follows:
1. Annual Asset Maintenance: Reoccurring and annual needs that maintain existing assets. These
projects are not ranked and automatically included in the baseline CIP recommendation. Annual
funding amounts may be scaled to address community needs and organizational priorities.
2. Asset Replacement: Periodically reoccurring and/or annual needs that replace existing assets with
similar new asset.
3. New Asset: Periodic needs to expand the number of assets that serve the community.
In preparing the recommended CIP for 2021‐23 the CIP Review Committee ranked Asset Replacement
and New Asset projects using the following evaluation factors to set priorities:
The City Council recently adopted Resolution No. 11159 (2020 Series) establishing a goal of
communitywide carbon neutrality by 2035 and municipal operations carbon neutrality by 2 030. T he C ity’s
CIP is a critical component in achieving these goals. Examples of projects or project components that are
in alignment with those ambitious goals are:
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.
Criteria Used & Strategies Applied
Asset‐managing departments that operate, manage, or maintain assets—such as Public Utilities,
Transportation, Storm Water, and Parks & Recreation—are responsible for identifying needed capital
projects.
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Department staff generally identify needed CIP projects based on one or more of the following:
1. Policy direction from the City Council.
2. Legal requirements or mandates.
3. Plans that guide implementation of Citywide, regional, departmental, and/or community goals.
4. Formal assessments of the condition of assets, and systems that use this information to identify
the best approach for addressing needs.
5. Department staff assessments of needs based on experience, repair and maintenance records,
and observations.
6. City Council priorities.
7. Public input through City Councilmembers, planning or advisory committees, and/or budget
hearing.
Funds and Funding Sources
The expenditures by asset replacement, maintenance, and new, and projected staff costs to be added to
projects following the Management Partners “ramp up analysis” can be summarized with this chart.
These expenditures are made up by a wide variety of funding sources. As noted, the Local Revenue
Measure is the most significant contributors. But there are numerous other financial resources that are
brought to bear in funding capital projects such as grants, statewide proposition dollars, and debt
issuance.
ID Row Labels FY 2021‐22 FY 2022‐23 FY 2023‐24 FY 2024‐25 FY 2025‐26
Sum of 5
Year Total
1 Asset Replacement $31,318,163 $28,266,845 $13,930,000 $8,140,000 $70,087,000 $151,742,008
2 Annual Asset Maintenance $16,041,993 $15,915,403 $16,054,024 $14,000,015 $12,931,180 $74,942,615
3 New Asset $13,062,000 $20,243,597 $46,902,000 $67,555,000 $6,250,000 $154,012,597
4 CIP Project Delivery Augmentation $500,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $4,500,000
5 Grand Total $60,922,156 $65,425,845 $77,886,024 $90,695,015 $90,268,180 $385,197,220
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Funding Sources
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Key Role of Local Revenue Measure
The Local Revenue Measure (LRM) is a 1.5 percent local sales tax approved by City voters in November
2020, was augmenting the previously 0.5 percent local sales tax approved by City voters in November
2006 and renewed in 2014. This measure will generate up to $24 million annually in locally controlled
funding for priorities identified by the community.
Measure G provides a local revenue source to ensure that even during challenging financial times the City
can provide its residents with a high level of service. Measure G revenues will continue to be allocated to
many of the community priorities that surfaced before and during the Measure G campaign and provides
the City with the financial ability to address new priorities as they emerge.
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Accountability for the Use of Measure G Revenues
The proposed 2021‐23 Local Revenue Measure (LRM) operating and capital expenditures were developed
using input from the Community Forum, the Major City Goals established by the City Council, updated
revenue projections, and the funding priorities developed from the ballot language.
The Revenue Enhancement Oversight Commission (REOC) reviews, reports, and makes recommendations
directly to the City Council regarding the revenue and expenditures of the City’s general purpose, half‐
percent sales tax. The REOC consists of five members, who must be residents and registered voters of the
City.
Previous input from the community and REOC has been to prioritize Local Revenue Measure funds for CIP
projects. In recent years, expenditures have been split approximately 70% to capital infrastructure and
30% to operating costs. Operating program costs frequently follow and/or support the implementation of
CIP projects; for instance, the construction of a new park will require staff to maintain it. In addition,
operating programs deliver essential services that align with Local Revenue Measure priorities. Given this
interrelationship, it would not be sustainable to allocate all Local Revenue Measure dollars solely to CIP
projects without related operating program support to implement the projects nor would this approach
address some of the expectations from the public for services to maintain and safeguard community
programs and assets.
In the 2021‐23 Financial Plan, expenditures are proposed to be budgeted a t 7 5% capital a nd 2 5% o perating
costs, with an expectation of a range in future years of approximately 8 5% c apital a nd 1 5% o perating c osts
in order to meet the non‐fair share requirements of the City’s AB 1600 Development Impact Fee Program
and keep up with maintenance.
The r eason f or t he i ncreased o perating a llocation d uring the 2 0 21‐23 Financial Plan is two‐fold. First, there
is an increase of one‐time funding that will help provide immediate economic recovery resources and
other operating resources needed to help the community’s recovery from the Covid‐19 pandemic and
other emergent priorities. Second, it allows the City time to ramp‐up the operating resources necessary
to deliver on the ambitious CIP. The split between CIP and operating costs for the 2021‐23 Financial Plan
are listed below:
Investment in Capital
Projects
Investment in Operating
programs
1 FY 2021‐22 73.6% 25.9%
2 FY 2022‐23 74.5% 24.9%
Grants and Debt
The City’s CIP program, while largely comprised of funds arising from local revenues and impact fees, also
includes funding from grants and for larger projects debt issuance (such as the Water Resources Recovery
Facility). The City typically receives grant funds from State or Federal agencies that either offset a
burdensome cost for infrastructure needs, advance a positive environmental or ecological improvement,
or stimulate the economy. These grant funds are categorized into prescriptive or discretionary grants.
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Prescriptive grants are those grants the City receives based upon some rule or methodology, such as the
City’s population. Discretionary grants are those grants where the City competes for limited funds to
advance a specific project or a new way of doing business. Some of these discretionary grants are
programmed into the City’s 2021‐23 Financial Plan since some granting agencies require this to be eligible
to compete for these grants. These unsecured discretionary grants a re largely programmed i nto the City’s
transit program for bus replacement needs.
Debt issuance occurs with costly projects that have a longer‐term useful life. The table below shows how
the City might fund significant large‐scale projects by issuing debt. The planned Prado Road Interchange
and the Palm/Nipomo Parking structure are expected to be debt financed projects, as are major facility
replacements for various building reconstruction and/or rehabilitation.
Grants by Project FY 21/22 FY 22/23 FY 23/24 FY 24/25 FY 25/26
State or Federal Grant $7,339,225 $2,875,000 $2,055,000 $2,025,000 $2,175,000
Emerson Park Amenity Upgrade s and Beautification $2,810,000 $0 $0 $0$0
Bus Replacements with EV $1,854,000 $1,910,000 $1,965,000 $2,025,000 $2,085,000
Anholm Neighborhood Greenway Plan Implementation $1,705,225
Transit Facility EV Charging Infrastructure $715,000 $0 $0 $0 $0
Bus Shelter Replacements $105,000 $0 $90,000 $0 $90,000
Bus Wash Replacement $75,000 $450,000 $0 $0 $0
Transit Supervisor ADA EV Van $70,000 $0 $0 $0 $0
Parking Lot Maintenance ‐ Bus Yard $5,000 $500,000 $0 $0 $0
Vault Room Addition Design Study $0 $15,000 $0 $0 $0
Unsecured State or Federal Grant $5,542,320 $6,384,911 $0 $3,200,000$0
Prado Road Bridge & Road Widening $5,542,320 $4,540,000 $0 $0 $0
Prado Road Interchange $0 $1,844,911 $0 $3,200,000 $0
USHA Grant $360,000
Higuera St. Widening ‐ Bridge to Elks $360,000
Federal HBP Grant $0 $6,000,000 $0 $0 $0
Prado Road Bridge & Road Widening $0 $6,000,000 $0 $0 $0
SLOCOG Grant $0 $0 $0 $6,000,000 $0
Prado Road Interchange $0 $0 $0 $6,000,000 $0
Grand Total $13,241,545 $15,259,911 $2,055,000 $11,225,000 $2,175,000
Project FY
21/22
FY
22/23
FY
23/24
FY
24/25
FY
25/26
Sum of 5
Year Total
Bonds, Infrastructure Loan (Debt) $0 $0 $37,052,000 $38,650,000 $52,000,000 $127,702,000
Palm ‐ Nipomo Parking Structure $0 $0 $37,052,000 $0 $0 $37,052,000
Prado Road Interchange $0 $0 $0 $38,650,000 $0 $38,650,000
Major Facility Replacements $0 $0 $0 $0 $52,000,000 $52,000,000
Police Station Replacement $0 $0 $0 $0 $52,000,000 $52,000,000
Grand Total $0 $0 $37,052,000 $38,650,000 $52,000,000 $127,702,000
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Linkage to Major City Goals
The proposed uses of Local Revenue Measure revenues in 2021‐23 are closely aligned with the top goals
and objectives adopted by the City Council, and are summarized as follows:
Climate Action
o To proactively address the climate crisis, continue to update and implement the
Climate Action Plan for carbon neutrality, including preservation and enhancement of
open space and the urban forest, alternative and sustainable transportation, and
planning and implementation for resilience.
Diversity, Equity, Inclusion (DEI)
o In response to our commitment to making San Luis Obispo a more welcoming and
inclusive city for all, continue to develop programs and policies to support diversity,
equity, and inclusion initiatives and advance the recommendations of the DEI Task
Force.
Economic Recovery
o In collaboration with local partners, continue to support economic recovery for all from
the COVID pandemic and support a thriving local economy by supporting local businesses,
arts and culture, downtown vitality, practicing fiscal responsibility, paying down unfunded
pension liabilities, and investing in critical infrastructure.
Housing & Homelessness
o In order to expand housing options for all, continue to facilitate the production of housing,
including the necessary supporting infrastructure, with an emphasis on affordable and
workforce housing. Collaborate with local non‐profit partners and the county, the state,
and federal governments to discover and implement comprehensive and effective
strategies to reduce chronic homelessness.
Staff over the next two years will be learning more about what capital projects are responsive to the MCG
to advance Diversity, Equity, Inclusion (DEI).
ID Major City Goal FY 21/22 FY 22/23 FY 23/24 FY 24/25 FY 25/26
Sum of 5
Year Total
1 Climate Action, Open Space and
Sustainable Transportation $14,632,163 $14,424,258 $10,177,967 $9,952,014 $10,386,180 $59,572,582
2 Economic Recovery, Resiliency and
Fiscal Sustainability $3,462,500 $8,089,500 $42,362,000 $725,000 $7,000,000 $61,639,000
3 Housing and Homelessness $9,090,100 $25,105,817 $5,050,000 $63,735,000 $2,235,000 $105,215,917
4 Diversity, Equity, and Inclusion $345,000 $95,000 $20,000 $20,000 $20,000 $500,000
5 Other $33,392,393 $17,711,270 $20,276,057 $16,263,001 $70,627,000 $158,269,721
6 Grand Total $60,922,156 $65,425,845 $77,886,024 $90,695,015 $90,268,180 $385,197,220
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Public Communication Strategy
An important step following the adoption of the CIP is the engagement and information sharing with the
community. It is crucial that the community is involved and aware of the development and construction
phases of CIP projects, in order to provide transparency. The City’s strategy to achieve this is through a
variety of communication platforms, including digital and traditional media, PR articles, and signage.
The digital platform provides information on all projects through an interactive map on the City’s website.
Residents can find out real‐time information on projects that they may happen upon in the community. It
will describe what phase the project is in, and information regarding funding sources.
The communication shared through the City’s social media platforms provides an opportunity for
residents to learn more about a project through video clips, graphics, and photos of the project’s phases.
This platform highlights key projects that the community would want to know about.
Press Releases provide a written, formal communication method to the community. This is a great way
to highlight historical projects as anniversaries arise, and celebrate new projects as ground breakings
occur.
39%
1%
15%
45%
Capital Investment in Major City Goals
Climate Action, Open Space, Sustainable
Transportation ($2.9 million)
Diversity, Equity, Inclusion ($440 thousand)
Economic Recovery, Resiliency and Fiscal
Sustainability ($11.6 million)
Housing & Homelessness ($3.4 million)
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The signage at CIP project sites is a key part in sharing direct information about the project, that would
include an estimated start and completion date, funding source, and a QR code to link back to the digital
platform map for more information.
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CIP Long Term Forecast for General Fund Projects
Expenditures by Type of CIP – Asset Replacement, Maintenance and
New
51%
26%
22%
1%
FY 21/22 CIP by Project Type
Asset Replacement
Annual Asset Maintenance
New Asset
CIP Project Delivery
Augmentation
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43%
24%
31%
2%
FY 22/23 CIP by Project Type
Asset Replacement
Annual Asset Maintenance
New Asset
CIP Project Delivery
Augmentation
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CIP Expenditures by Category
The table below represents percentages of the category funding over Fiscal Year 2021‐22 and 2022‐23.
CIP Categories FY 21‐22 FY 22‐23
Multimodal Transportation 29% 54%
Environmental Protection 26% 1%
Utility Services 14% 17%
Neighborhood Wellness 9% 3%
Roadway Infrastructure 9% 9%
Recreational Services 3% 7%
Stormwater 2% 2%
Information Technology 2% 1%
Open Space 2% 0%
Facilities 2% 2%
Cultural Services 1% 1%
Staffing 1% 2%
Fire Safety 0% 1%
Governance 0% 0%
Police Protection 0% 0%
ID Project Category FY 21/22 FY 22/23 FY 23/24 FY 24/25 FY 25/26
Sum of 5
Year Total
1 Multimodal Transportation $17,584,100 $35,281,791 $45,179,000 $70,821,000 $8,027,000 $176,892,891
2 Environmental Protection $16,020,563 $531,625 $80,000 $80,000 $80,000 $16,792,188
3 Utility Services $8,509,500 $11,289,000 $11,354,000 $7,318,000 $9,055,000 $47,525,500
4 Neighborhood Wellness $5,640,000 $1,700,000 $3,934,693 $1,890,000 $8,435,000 $21,599,693
5 Roadway Infrastructure $4,728,163 $6,091,258 $4,877,967 $3,857,014 $3,866,180 $23,420,582
6 Recreational Services $1,915,000 $4,430,026 $5,270,000 $20,000 $20,000 $11,655,026
7 Stormwater $1,312,272 $1,325,000 $1,100,000 $950,000 $1,050,000 $5,737,272
8 Information Technology $1,112,558 $606,445 $559,864 $2,472,501 $1,582,500 $6,333,868
9 OpenSpace $1,090,000 $250,000 $925,000 $250,000 $925,000 $3,440,000
10 Facilities $1,072,500 $1,473,200 $2,705,500 $651,500 $55,537,500 $61,440,200
11 Cultural Services $642,500 $442,500 $240,000 $240,000 $240,000 $1,805,000
12 Staffing $500,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $4,500,000
13 Fire Safety $300,000 $540,000 $315,000 $780,000 $0 $1,935,000
14 Governance $275,000 $230,000 $100,000 $100,000 $100,000 $805,000
15 Police Protection $220,000 $235,000 $245,000 $265,000 $350,000 $1,315,000
16 Grand Total $60,922,156 $65,425,845 $77,886,024 $90,695,015 $90,268,180 $385,197,220
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CIP Expenditures by Fund – All Funds
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CIP Expenditures by Project Type
ID CIP # Project #Project FY 2021‐22 FY 2022‐23 FY 2023‐24 FY 2024‐25 FY 2025‐26
1 Annual Asset Maintenance $16,041,993 $15,915,403 $16,054,024 $14,000,015 $12,931,180
2 1 1000049 842 Palm Parking Structure Maintenance $400,000 $400,000 $400,000 $125,000 $125,000
3 2 1000050 871 Marsh Street Structure Maintenance $400,000 $400,000 $400,000 $125,000 $125,000
4 3 1000051 919 Palm Street Structure Maintenance $100,000 $100,000 $100,000 $50,000 $50,000
5 4 1000503 Annual Public Art Maintenance and Projects $142,500 $142,500 $40,000 $40,000 $40,000
6 Small Public Art Projects $102,500 $102,500 $0 $0 $0
7 Utility Box Beautify $20,000 $20,000 $20,000 $20,000 $20,000
8 Public Art Annual Asset Maintenance $20,000 $20,000 $20,000 $20,000 $20,000
9 5 1000029 Bridge Maintenance $0 $100,000 $100,000 $100,000 $150,000
10 6 1000052 Buchon‐Santa Rosa Intersection Improvements $0 $400,000 $0 $0 $0
11 7 1000509 Corporation Yard Perimeter Fence Replacement $0 $0 $450,000 $0 $0
12 8 1000510 Downtown Public Art Installations $200,000 $0 $0 $0 $0
13 9 1000063 Fire Hydrants $40,000 $40,000 $40,000 $40,000 $40,000
14 10 1000555 Fleet Replacement: Admin $0 $0 $0 $250,000 $0
15 Downtown Cleaning Equipment $0 $0 $0 $125,000 $0
16 City Hall Generator (GEN ‐9712)$0 $0 $0 $125,000 $0
17 11 1000518 Fleet Replacement: CDD $0 $37,000 $0 $0 $0
18 Building & Safety SUV (#0129, <> Chevy Bolt EV)$0 $37,000 $0 $0 $0
19 12 1000554 Fleet Replacement: Fire $200,000 $465,000 $200,000 $0 $0
20 Fire Medium Duty Truck with Utility Bed $125,000 $0 $150,000 $0 $0
21 Fire 1/2 ton Truck $75,000 $0 $50,000 $0 $0
22 Fire Heavy Duty Truck (Type 3 Wildland)$0 $415,000 $0 $0 $0
23 Fire Compact Truck $0 $50,000 $0 $0 $0
24 13 1000519 Fleet Replacement: Parks and Recreation $139,000 $103,000 $0 $0 $125,000
25 Golf Course Mower (1201)$65,000 $0 $0 $0 $0
26 Masticator attached to Skid ‐Steer $35,000 $0 $0 $0 $0
27 Parks and Recreation Event Trailer $20,000 $0 $0 $0 $0
28 Golf Course Trailer (0506)$10,000 $0 $0 $0 $0
29 Dump Trailer $9,000 $0 $0 $0 $0
30 Golf Course Mower (1518)$0 $0 $0 $0 $60,000
31 Parks and Recreation Minivan (0802)$0 $48,000 $0 $0 $0
32 Parks and Rec Ranger Truck, F350 HD Towing $0 $55,000 $0 $0 $0
33 Parks and Rec Admin Compact Pickup (1014)$0 $0 $0 $0 $65,000
34 14 1000553 Fleet Replacement: Police $220,000 $170,000 $245,000 $265,000 $350,000
35 Police Patrol Hybrid SUV (2 Vehicles per Year))$130,000 $130,000 $130,000 $130,000 $0
36 Police SNAP SUV Hybrid (0818)$50,000 $0 $0 $0 $0
37 Police Motorcycles $40,000 $40,000 $40,000 $40,000 $40,000
38 Police Investigations Enclosed Trailer (0115)$0 $0 $0 $20,000 $0
39 Police Patrol Electric SUV (3 Vehicles Total)$0 $0 $0 $0 $270,000
40 Police Investigations Sedan (1016)$0 $0 $0 $0 $40,000
41 Police Investigations Chevy 2wd 3/4 Ton Suburban (0823)$0 $0 $75,000 $0 $0
42 Police Investigations Transport Van (0222)$0 $0 $0 $75,000 $0
43 15 1000520 Fleet Replacement: Public Works $565,000 $298,000 $1,152,000 $1,286,000 $377,000
44 Streets Maintenance F550 Truck with Hooklift Bed(0843)$150,000$0$0$0$0
45 Streets Maintenance F550 Truck with Utility Bed and Crane(0842)$135,000 $0 $0 $0 $0
46 Fleet Maintenance (Corp Yard) Stationary Generator (200kw)$100,000 $0 $0 $0 $0
47 Park Maintenance Mower (1007)$75,000 $0 $0 $80,000 $0
48 Streets Maint Asphalt Zipper Safety Improvements (1802)$75,000$0$0$0$0
49 Streets Maint 2 Axle Kneeling trailer (0420) $30,000 $0 $0 $0 $0
50 Fleet Motor Pool Compact Pickup (1013) $0 $0 $0 $0 $60,000
51 Streets Maintenance Roller (1002)$0 $0 $0 $75,000 $0
52 Streets Maintenance Backhoe (0413)$0 $0 $140,000 $0 $0
53 Facilities Maintenance 3/4 ton Pickup with Utility Bed (0612)$0 $60,000 $0 $0 $0
54 Parks Maintenance Trailer (9915)$0 $8,000 $0 $0 $0
55 Park Maintenance Tractor (0218)$0 $75,000 $0 $0 $0
397 Page 611 of 823
Capital Improvement Program 21‐23
ID CIP # Project #Project FY 2021‐22 FY 2022‐23 FY 2023‐24 FY 2024‐25 FY 2025‐26
56 Engineering Compact Pickup (0905)$0 $0 $0 $60,000 $0
57 Parking 1/2 ton Pickup (0813)$0 $55,000 $0 $0 $0
58 Facilities Maintenance 3/4 ton Pickup with Utility Bed (0831, 0829)$0 $0 $120,000 $0 $0
59 Parking Compact Pickup (0854)$0 $0 $37,000 $0 $0
60 Urban Forest Compact Pickup (0852) Escape Hyb AWD for Arborist $0 $0 $0 $40,000 $0
61 Parking Scooters (1403,1404 Go‐4's) replc with 1 LPR equipped vehicles $0 $75,000 $0 $0 $0
62 Parks Maintenance Trailers (0007, 9405)$0 $10,000 $0 $0 $10,000
63 Stormwater Compact Pickup (0850)$0 $0 $0 $65,000 $0
64 Stormwater Hydrocleaner (0859)$0 $0 $500,000 $0 $0
65 Streets Maint HD Air Brake Trailer (9711)$0 $0 $0 $55,000 $0
66 Streets Maint Compact Pickup (0223)$0 $0 $0 $75,000 $0
67 Streets Maint Paver (1001)$0 $0 $0 $185,000 $0
68 Parks Maint Mower (1611)$0 $0 $0 $0 $85,000
69 Streets Maint HD Roll ‐Off Truck (0830)$0 $0 $0 $175,000 $0
70 Parks Maint Refuse Truck (1015 F450)$0 $0 $0 $0 $200,000
71 Streets Maintenance 3/4 ton Pickup (0820) F150 electric/hybri d $0 $0$65,000$0 $0
72 Parks Maint Turf Tender (0609)$0 $0 $0 $0 $22,000
73 Engineering Compact Pickup (0904)$0 $0 $0 $60,000 $0
74 Streets Maintenance Compact Pickup ‐ Replace w/ Van (0853)$0 $0 $0 $50,000 $0
75 Parks Maintenance 3/4 ton Pickup (0828)(0803,0819,0827,0832)(0903)$0 $0 $0 $216,000 $0
76 Streets Maintenance Loader (0329)$0 $0 $255,000 $0 $0
77 Parks Maintenance Compact Pickup (0848)$0 $0 $0 $65,000 $0
78 Streets Maintenance Trailers (9231, 0006)$0 $0 $0 $20,000 $0
79 Parks Maintenance Compact Pickup (0849)$0 $0 $0 $65,000 $0
80 Engineering Compact Pickup (0722)$0 $0 $35,000 $0 $0
81 Parks Maintenance Trailer (0320)$0 $15,000 $0 $0 $0
82 16 1000521 Fleet Replacement: Utilities $170,000 $535,000 $115,000 $310,000 $250,000
83 WRRF F550 Flatbed with crane (0611‐F550 Diesel)$80,000 $0 $0 $0 $0
84 WRRF Forklift (0622)$40,000 $0 $0 $0 $0
85 Water Resources ‐ Chevy Bolt $35,000 $0 $0 $0 $0
86 Water Distribution Signboard (0613)$15,000 $0 $0 $0 $0
87 Whale Rock Utility Tractor (0415)$0 $0 $55,000 $0 $0
88 Whale Rock 1/2 ton Truck (1630)$0 $0 $0 $0 $75,000
89 Sewer WWCL Tilt‐Trailer (0616)$0 $30,000 $0 $0 $0
90 Water Distribution Compact Pickups (1011,1012 Dakota)$0 $0 $0 $0 $100,000
91 Whale Rock Trailer (0417)$0 $15,000 $0 $0 $0
92 WTP 1/2 ton Crew Cab 4X4 Pickup (1004‐F150)$0 $0 $0 $0 $75,000
93 Sewer WWCL Portable Pump (0826)$0 $0 $60,000 $0 $0
94 Sewer WRRF Compact Pickup (0851)$0 $0 $0 $45,000 $0
95 Waste Water Collections Dump Truck (0840)$0 $0 $0 $115,000 $0
96 Water Distribution Valve turning trailer (1005)$0 $0 $0 $150,000 $0
97 Sewer Hydrocleaner (0718)$0 $475,000 $0 $0 $0
98 Water Distribution Trailer (0235)$0 $15,000 $0 $0 $0
99 17 1000059 Fredericks Paving $0$0$0$0$300,000
100 18 91739 Inflow/Infiltration Reduction $200,000 $250,000 $250,000 $250,000 $0
101 19 91736 Infrastructure Renewal Strategy Report Update $0 $250,000 $100,000 $80,000 $0
102 Flow Study $0 $250,000 $100,000 $80,000 $0
103 20 1000074 IT Replacement $1,112,558 $606,445 $559,864 $2,472,501 $1,582,500
104 911 Phone System $250,000 $0 $0 $0 $0
105 Police CAD Hardware (Servers and Storage) $233,000 $117,000 $0 $0 $0
106 Audio Recording System Replacement $150,000 $0 $0 $0 $150,000
107 VMware Infrastructure Upgrade $131,250 $0 $0 $0 $242,000
108 Radio Handhelds & Mobiles $116,758 $0 $69,364 $0 $0
109 IT Pipes Inspection Software and Licenses $82,250 $0 $0 $0 $0
110 Public Safety Specialized Surveillance cameras (PODs) Replacement (9K ea, 14 total) $63,000 $54,000 $45,000 $0 $63,000
398 Page 612 of 823
Capital Improvement Program 21‐23
ID CIP # Project #Project FY 2021‐22 FY 2022‐23 FY 2023‐24 FY 2024‐25 FY 2025‐26
111 Uninterruptible P ower Supplies (UPS’s Servers and S torage) $51,000 $0 $0 $51,001 $0
112 Asset Management (Cityworks ‐ Utilities Integration)$35,300 $0 $0 $50,000 $0
113 Radios, Mobiles and stations not replaced ‐ EF & PW Only $0 $0 $0 $200,000 $0
114 City SAN $0 $198,500 $0 $0 $0
115 Virtual Private Network Replace $0 $0 $0 $100,000 $0
116 Fire Station Alerting System $0 $0 $0 $275,000 $0
117 Public Surveillance Citywide Cameras Storage add redundancy $0 $0 $0 $40,000 $0
118 Firewall Replacement $0 $0 $0 $186,500 $0
119 ECC Computers $0 $0 $0 $0 $150,000
120 Body Worn Cameras, Video Storage and Interview Rooms $0 $0 $100,000 $0 $0
121 ECC Equipment Replacement $0 $0 $0 $70,000 $0
122 Motion ERP $0 $0 $100,000 $100,000 $100,000
123 Public Surveillance Cameras ‐citywide 5 year replace, 1/3 of cameras $0 $0 $40,000 $0 $51,000
124 Network Security Upgrade $0 $0 $0 $125,000 $0
125 Dispatch Radio Consoles $0 $0 $150,000 $0 $0
126 VoIP Telephone System $0 $0 $0 $300,000 $0
127 Security Video System Replacement (Camera&Software)$0 $0 $55,500 $0 $0
128 Parks & Rec ActiveNet Software Replacement $0 $0 $0 $0 $50,000
129 Utility Billing System $0 $0 $0 $150,000 $0
130 PD SAN $0 $145,000 $0 $0 $0
131 ECC Audio Visual System $0 $0 $0 $275,000 $0
132 CAD/RMS Study $0 $0 $0 $0 $83,500
133 Public Safety MDC and In ‐Car Video Replacement $0 $0 $0 $0 $693,000
134 Wireless System Citywide $0 $91,945 $0 $0 $0
135 Network Switching Infrastructure Equipment $0 $0 $0 $550,000 $0
136 21 1000030 Laguna Lake Golf Course Maintenance $20,000 $20,000 $20,000 $20,000 $20,000
137 22 1000075 Major Facility Maintenance $772,500 $633,200 $710,500 $226,500 $505,500
138 Fire Station #1 Administration Bldg. Roof $270,000 $0 $0 $0 $0
139 Jack House Roof and Widows Walk Railing $100,000 $0 $0 $0 $0
140 Swim Center Therapy Pool Boiler $85,000 $0 $0 $0 $0
141 Energy Management Controls Upgrade $75,000 $75,000 $0 $0 $0
142 City Hall Landing Repair $60,000 $0 $0 $0 $0
143 Fire Station 1 Campus Roof Access Ladders $50,000 $0 $0 $0 $0
144 Swim Center Pool Water Chemical Regulator $50,000 $0 $0 $0 $0
145 IT Room Heat Pump Replacements $20,000 $0 $0 $0 $0
146 Facility Roll Up Door Replacements ‐ Various Locations $17,000 $15,000 $15,000 $0 $0
147 Hydration Stations $15,000 $15,000 $15,000 $15,000 $15,000
148 ADA Transition Plan Implementation $10,500 $10,500 $10,500 $10,500 $10,500
149 Swim Center Olympic Pool Thermal Blankets $5,000 $0 $0 $0 $0
150 Swim Center Bath House Ceiling $5,000 $0 $0 $0 $0
151 HVAC Air Handler at Parking Services $5,000 $25,000 $0 $0 $0
152 Police Evidence Storage Bldg. Roof $5,000 $22,200 $0 $0 $0
153 Therapy Pool Shade Structure Material Replacement $0 $0 $0 $15,000 $0
154 Swim Center Old Bath House Roof $0 $0 $0 $15,000 $60,000
155 Swim Center Deck Replacement $0 $0 $0 $0 $35,000
156 City/County Museum Carpet $0 $0 $0 $0 $35,000
157 Corp Yard Roof Coating $0 $0 $0 $8,000 $75,000
158 Parks and Recreation Roofing Siding and Exterior Painting $0 $0 $10,000 $80,000 $0
159 Fleet Lifts $0 $0 $0 $50,000 $0
160 Police Department HVAC Package Unit Replacement $0 $0 $0 $15,000 $75,000
161 Swim Center Furnaces (2 Furnaces)$0 $40,000 $0 $0 $0
162 Police Department Hydronic System Piping Replacement $0 $0 $0 $10,000 $85,000
163 Corp Yard Fuel Island Siding / Recoating of Fuel Island and Dispensers $0 $300,000 $0 $0 $0
164 Railroad Museum Roof $0 $0 $0 $8,000 $80,000
165 Fire Station #4 ‐ Exterior Paint $0 $27,500 $0 $0 $0
166 Senior Center Roof $0 $0 $0 $0 $35,000
167 Swim Center Auto Vacuum $0 $18,000 $0 $0 $0
168 879 Morro ‐ Roof $0 $15,000 $100,000 $0 $0
169 Ludwick and Senior Center ‐ Exterior P aint and Shell Rehab $0 $30,000 $260,000 $0 $0
399 Page 613 of 823
Capital Improvement Program 21‐23
ID CIP # Project #Project FY 2021‐22 FY 2022‐23 FY 2023‐24 FY 2024‐25 FY 2025‐26
170 Ludwick Community Center ‐ Roof and Solar Replacement $0 $40,000 $300,000 $0 $0
171 23 1000021 Meadow Park Pathways $350,000$0$0$0$0
172 24 91612 Neighborhood Traffic Improvements $75,000 $75,000 $75,000 $75,000 $75,000
173 25 1000524 Old Garden Creek Retaining Wall $50,000 $300,000 $0
174 26 91397 Open Space Maintenance $85,000 $105,000 $80,000 $80,000 $80,000
175 General Open Space Maintenance $60,000 $80,000 $80,000 $80,000 $80,000
176 Open Space Fencing $25,000 $25,000
177 27 91385 Park Major Maintenance & Repairs $1,835,000 $160,000 $1,000,000 $690,000 $840,000
178 Sinsheimer Stadium Irrigation and Drainage Replacement $650,000 $0 $0 $0 $0
179 Railroad Bike path fencing $350,000 $0 $0 $0 $0
180 Cheng Park Revitalization $300,000$0$0$0$0
181 Poinsettia Creek Walk $215,000$0$0$0$0
182 Sinsheimer Hardscape Replacement $135,000 $0 $0 $0 $0
183 Mission Plaza Railing Upgrade $80,000 $0 $35,000 $35,000 $35,000
184 Parks Play Surfacing $30,000 $30,000 $30,000 $30,000 $30,000
185 Water Stations and Supply Lines $25,000 $25,000 $25,000 $25,000 $25,000
186 ADA Transition Plan Implementation $20,000 $20,000 $20,000 $20,000 $20,000
187 Concrete Bench & Table Replacement Various Locations $15,000 $15,000 $15,000 $15,000 $15,000
188 Irrigation Mainline Leak Repair $15,000 $15,000 $15,000 $15,000 $15,000
189 Johnson Park Restroom Replacement $0 $0 $0 $75,000 $0
190 Santa Rosa Barbecue Replacements $0 $7,500 $30,000 $0 $0
191 Laguna Lake Log Barrier Replacement $0 $0 $150,000 $0 $0
192 Master Valve and Flow Sensing Installations $0 $0 $50,000 $0 $0
193 Santa Rosa Park Monument Sign $0 $0 $15,000 $50,000 $0
194 DeVaul Basketball Court Restriping $0 $0 $15,000 $0 $0
195 Sinsheimer Stadium Bleachers $0 $0 $25,000 $275,000 $200,000
196 Sinsheimer Stadium Lighting A ddition $0 $0 $75,000 $0 $500,000
197 Laguna Lake Docks and Ramp $0 $0 $75,000 $0 $0
198 Landscape Controller System Upgrade to Calsense $0 $0 $0 $150,000$0
199 Madonna Road Landscaping and Irrigation Replacement $0 $0 $175,000 $0 $0
200 Jack House Arbor $0 $7,500 $50,000 $0 $0
201 Meadow Park Exercise/Par Course Equipment Replacement $0 $40,000 $200,000 $0 $0
202 28 1000031 Parking Lot Maintenance $175,000 $255,000 $1,484,693 $250,000 $270,000
203 French Park $70,000 $0 $0 $0 $0
204 Minor Repair of City Parking Lots $50,000 $25,000 $25,000 $25,000 $25,000
205 Fire Station 2 $45,000 $0 $0 $0 $0
206 Meadow Park $10,000 $130,000 $0 $0 $0
207 Ludwick Community Center $0 $10,000 $140,000 $0 $0
208 Throop Park $0 $0 $10,000 $65,000 $0
209 Santa Rosa Park $0 $20,000 $370,000 $0 $0
210 Islay Park $0 $35,000 $0 $0 $0
211 Mitchell Park and SLO Senior Citizens Center $0 $0 $5,000 $16,000$0
212 Johnson Park $0 $0 $10,000 $30,000 $0
213 Sinsheimer Park $0 $0 $0 $10,000 $245,000
214 Laguna Lake $0 $35,000 $914,693 $0 $0
215 Damon Garcia Sports Field Complex $0 $0 $0 $54,000 $0
216 Laguna Lake Golf Course $0 $0 $10,000 $50,000 $0
217 29 1000102 Parking Lot Maintenance ‐ Bus Yard $5,000 $500,000 $0 $0 $0
218 30 1000032 Pedestrian and Bicycle Pathway Maintenance $20,000 $200,000 $150,000 $150,000 $150,000
219 Pedestrian and Bicycle Pathway Inventory and PCI Study $20,000$0$0$0$0
220 Railroad Safety Trail f rom Cal Poly to Taft Street $0 $50,000 $100,000 $0 $0
221 Madonna Inn Frontage Bike Pathway (Madonna to Fernandez)$150,000 $0 $0 $0
222 Pathway Maintenance V arious Locations $0 $50,000 $150,000 $150,000
223 31 1000035 Pismo/Johnson/SL Creek Bank Stabilization $92,272 $0 $300,000 $0 $0
224 32 1000033 Playground Equipment Replacement $110,000 $100,000 $700,000 $800,000 $1,175,000
225 DeVaul Ranch Playground $60,000 $375,000 $0 $0
226 Vista Lago Mini Park Playground $50,000 $250,000 $0 $0
227 Laguna Hills Playground $0 $0 $75,000 $0 $750,000
228 Mitchell Park Playground $0 $100,000 $0 $750,000 $0
229 Anholm Playground Equipment Replacement $0 $0 $0 $50,000 $350,000
230 French Park Playground Equipment Replacement $0 $0 $0 $0 $75,000
400 Page 614 of 823
Capital Improvement Program 21‐23
ID CIP # Project #Project FY 2021‐22 FY 2022‐23 FY 2023‐24 FY 2024‐25 FY 2025‐26
231 33 1000531 Recycled Water Annual UV Bulb Replacement $0 $0 $10,000 $10,000 $10,000
232 34 1000532 Roundabout Public Art Installations $300,000 $300,000 $200,000 $200,000 $200,000
233 35 1000084 Sewer Maintenance Hole Cover Adjustments $85,000 $25,000 $25,000 $25,000 $25,000
234 36 90849 Sidewalk Replacement and Installation $235,461 $250,000 $250,000 $250,000 $250,000
235 Curb Ramps and Sidewalks $135,461 $150,000 $150,000 $150,000 $150,000
236 Street Tree Sidewalks $100,000 $100,000 $100,000 $100,000 $100,000
237 37 1000046 Silt Removal $210,000 $100,000 $100,000 $100,000 $100,000
238 38 1000533 SLO Creek Improvements Behind Cheng Park $0 $0 $100,000 $0 $400,000
239 39 1000534 SLO Creek Walk Maintenance ‐ Lighting, Signage, Irrigation, Plants $0 $0 $200,000 $0 $0
240 40 90742 Storm Drain System Replacement $910,000 $725,000 $550,000 $550,000 $550,000
241 Drainage Infrastructure Replacement $860,000 $675,000 $500,000 $500,000 $500,000
242 Trash Capture $50,000 $50,000 $50,000 $50,000 $50,000
243 41 91616 Street Lights ‐ Annual Asset Maintenance $75,000 $75,000 $75,000 $75,000 $75,000
244 Pathway Lighting Various Locations $75,000 $75,000 $75,000 $75,000 $75,000
245 42 90346 Street Reconstruction & Resurfacing $3,592,702 $4,266,258 $3,302,967 $3,382,014 $3,341,180
246 Pavement Management $3,592,702 $3,366,258 $2,602,967 $3,382,014 $3,341,180
247 Concrete Street ‐ Palm ‐ Pepper to Santa Rosa $0 $0 $500,000 $0 $0
248 Concrete Street ‐ Monterey ‐ CA to Santa Rosa $0 $900,000 $0 $0 $0
249 Concrete Street ‐ Morro Mid‐Block $0 $0 $200,000 $0 $0
250 43 1000150 Sustainable Groundwater Management Act GSP $150,000 $150,000 $150,000 $150,000 $150,000
251 44 90943 Traffic Signs & Striping Maintenance $25,000 $25,000 $25,000 $25,000 $25,000
252 45 1000073 Transportation Safety & Operations $50,000 $50,000 $50,000 $50,000 $50,000
253 46 99653 Treatment Major Facilities Maintenance $274,000 $109,000 $109,000 $180,000 $150,000
254 Ozone System Maintenance $125,000 $40,000 $40,000 $0 $0
255 WTP Roof Repair $80,000 $0 $0 $0 $0
256 Air Compressor and Dryer Maintenance $36,000 $36,000 $36,000 $0 $0
257 Chemical System Maintenance $33,000 $33,000 $33,000 $0 $0
258 WTP Major Maintenance $0 $0 $0 $180,000 $150,000
259 47 91740 Trench Repairs‐ Sewer $25,000 $25,000 $25,000 $25,000 $25,000
260 48 91147 Trench Repairs‐ Water $200,000 $200,000 $200,000 $200,000 $200,000
261 49 1000027 Urban Forest Maintenance $315,000 $175,000 $175,000 $175,000 $175,000
262 Urban Forest Maintenance $175,000 $175,000 $175,000 $175,000 $175,000
263 Urban Forest Master Plan $140,000 $0 $0 $0 $0
264 50 1000527 Wastewater Collections System ‐ Point Repairs $50,000 $50,000 $0 $0$0
265 51 1000540 Water Distribution System Hydraulic Model Update $100,000 $0 $0 $0 $0
266 52 1000062 Water Meters and Boxes $286,000 $330,000 $335,000 $343,000 $350,000
267 53 1000034 Water Storage Tank Maintenance $50,000 $1,355,000 $1,000,000 $0 $0
268 Wash water tank #1 $40,000 $325,000 $0 $0 $0
269 Reservoir 2 Cover Replacement $10,000 $950,000 $0 $0 $0
270 Edna Tank Recoating $0 $80,000 $1,000,000 $0 $0
271 54 1000542 Water Treatment Plant Major Facility Maintenance $50,000 $155,000 $0 $0 $25,000
272 Cityworks Integration (water)$50,000 $90,000 $0 $0 $0
273 Lab TOC Analyzer Replacement $0 $30,000 $0 $0 $0
274 Actiflo Poly Blend Units $0 $0 $0 $0 $25,000
275 Actiflo Train #2 Mixer Bearing/Gear $0 $35,000 $0 $0 $0
276 55 91149 Water Valve Cover Adjustments $50,000 $30,000 $30,000 $30,000 $30,000
277 56 1000065 Waterline Replacements ‐ Point Repair $590,000 $0 $0 $0 $0
278 57 91335 Whale Rock Reservoir ‐ Major Facility Maintenance $815,000 $145,000 $20,000 $120,000 $45,000
279 Spillway Drain Repairs $765,000 $0 $0 $0 $0
280 Stilling Basin $30,000 $90,000 $0 $0 $0
281 Reservoir Fencing $20,000 $20,000 $20,000 $20,000 $20,000
282 Replacement of Piezometers $0 $0 $0 $100,000 $0
283 Whale Rock Reroof of Shop and Residence $0 $35,000 $0 $0 $0
284 Evaporation/Weather Stations $0 $0 $0 $0 $25,000
285 58 91617 Whale Rock Transmission Pipeline $60,000 $510,000 $0 $0 $0
286 Transmission Pipeline Repairs $60,000 $510,000 $0 $0 $0
287 59 1000077 WRRF Major Maintenance $115,000 $520,000 $400,000 $125,000 $125,000
288 Cityworks Integration $50,000 $100,000 $0 $0 $0
401 Page 615 of 823
Capital Improvement Program 21‐23
ID CIP # Project #Project FY 2021‐22 FY 2022‐23 FY 2023‐24 FY 2024‐25 FY 2025‐26
289 Digester Portable Heaters $50,000 $0 $0 $0 $0
290 Coating Maintenance $15,000 $0 $0 $0 $0
291 Screenings Washer Auger $0 $0 $350,000 $0 $0
292 Rebuild Influent Storm Pumps $0 $0 $0 $75,000 $75,000
293 UV Bulb Replacement (annual replacement)$0 $0 $50,000 $50,000 $50,000
294 Headworks Grit Piping and Blowers $0 $95,000 $0 $0 $0
295 Headworks Grit Pump $0 $175,000 $0 $0 $0
296 Lab Improvements $0 $150,000 $0 $0 $0
297 Asset Replacement $31,318,163 $28,266,845 $13,930,000 $8,140,000 $70,087,000
298 60 1000505 Bus Replacements with EV $1,854,000 $1,910,000 $1,965,000 $2,025,000 $2,085,000
299 61 1000506 Bus Shelter Replacements $105,000 $0 $90,000 $0 $90,000
300 62 1000053 Bus Wash Replacement $75,000 $450,000 $0 $0 $0
301 63 91503 California & Taft Roundabout $300,000 $2,798,000 $0 $0 $0
302 64 1000055 Council Hearing Room TI $0 $130,000 $0 $0 $0
303 65 91320 Downtown Renewal $0 $0 $1,100,000 $0 $0
304 Broad Street ‐ West Side ‐ Higuera to Marsh $0 $0 $1,100,000 $0 $0
305 66 1000511 Downtown Safety Enhancements $400,000 $0 $0 $0 $0
306 67 1000515 Fire Station 1 Gym Space Covering $0 $0 $25,000 $0 $0
307 68 1000516 Fire Station 3&4 Remodel Space Study and Design $25,000 $75,000 $0 $0 $0
308 69 1000517 Fire Station 4 Metal Building Gym Space $0 $0 $90,000 $0 $0
309 70 1000094 Foothill Sewer Siphon $0 $0 $0 $0 $200,000
310 71 91610 Higuera St. Widening ‐ Bridge to Elks $510,000 $0 $0 $0 $0
311 72 1000060 Lighting Energy Efficiency Retrofits $15,000 $0 $0 $0 $0
312 73 1000522 Major Facility Replacements $200,000 $300,000 $1,400,000 $400,000 $55,007,000
313 Police Station Replacement $100,000 $300,000 $400,000 $400,000 $52,000,000
314 Parks and Recreation Interior Office Rehabilitation $100,000 $0$0$0$0
315 Corporation Yard TI $0 $0 $1,000,000 $0 $0
316 Debt Service ‐ PD Replacement $0 $0 $0 $0 $3,007,000
317 74 90649 Mid‐Higuera Bypass $100,000 $100,000 $0 $0 $0
318 75 91439 Mission Plaza Concept Plan Implementation $0 $1,035,000 $600,000 $0 $6,000,000
319 Phase 1 ‐ Restroom Replacement and Kiosk Café $0 $1,035,000 $0 $0$0
320 Phase 3 ‐ Broad Street Dog‐Leg Improvements $0 $0 $150,000 $0 $0
321 Phase 2 ‐ Primary Plaza Area Improvements Between Chorro and Broad $0 $0 $450,000 $0 $6,000,000
322 76 91252 Prado Road Bridge & Road Widening $7,070,100 $14,972,220 $0 $0 $0
323 77 1000530 Recycled Water Tank $87,500
324 Tank Site Fencing $87,500
325 78 91368 Reservoir 2 Replacement $0 $0 $0 $780,000 $0
326 79 1000093 Serrano, Bressi, Dana Pipe Replacement $0 $0 $25,000 $1,275,000 $0
327 80 1000535 Transit Facility EV Charging Infrastructure $615,000 $0 $0 $0 $0
328 EV Infrastructure Upgrades Behind the Meter $615,000 $0 $0 $0 $0
329 81 1000536 Transit Supervisor ADA EV Van $70,000 $0 $0 $0 $0
330 82 1000538 Vault Room Addition Design Study $0 $15,000 $0 $0 $0
331 83 1000091 Verde, Luneta, Ramona Pipe Replacement $1,276,000 $0 $0 $0 $0
332 84 1000539 Wastewater Collections System Improvements $160,000 $3,860,000 $2,450,000 $135,000 $1,485,000
333 Morro, Mill, Santa Rosa $135,000 $1,485,000 $0 $0 $0
334 Islay, Henry, Sierra Way $25,000 $1,825,000 $0 $0 $0
335 San Jose, Ramona, Monte Vista, California $0 $25,000 $1,225,000 $0 $0
336 Taft, Hathaway, Phillips, Buena Vista, Loomis $0 $25,000 $1,225,000 $0 $0
337 Broad, Murray, Chorro $0 $0 $0 $135,000 $1,485,000
338 Murray, Chorro, Meineke $0 $500,000 $0 $0 $0
339 85 91369 Wastewater Lift Station Rehabilitation: Airport Lift Station $2,020,000 $0 $0 $0 $0
340 86 1000082 Wastewater Lift Station Rehabilitation: Silver City Lift Station $0 $70,000 $100,000 $0 $1,980,000
341 87 1000542 Water Treatment Plant Major Facility Maintenance $225,000 $25,000 $50,000 $0 $0
342 Facility Master Plan $150,000 $0 $0 $0 $0
343 Aluminum Bulk Tank #1 Replacement $50,000 $0 $0 $0 $0
344 Transfer Pump CLA‐VAL Re‐build $25,000 $0 $0 $0 $0
345 Package Thickener $0 $25,000 $50,000 $0 $0
346 88 1000545 Waterline Replacement: California Ave ‐ Stafford to Mill $140,000 $1,650,000 $0 $0 $0
347 89 1000547 Waterline Replacement: Chorro ‐ Highland to Meinecke $0 $0 $100,000 $1,100,000 $0
348 90 1000556 Waterline Replacement: Craig, Christina, Jaycee $0 $0 $0 $0 $880,000
349 91 1000544 Waterline Replacement: Highland ‐ Oakridge to Cuesta $0 $0 $0 $130,000 $1,430,000
402 Page 616 of 823
Capital Improvement Program 21‐23
ID CIP # Project #Project FY 2021‐22 FY 2022‐23 FY 2023‐24 FY 2024‐25 FY 2025‐26
350 92 1000546 Waterline Replacement: Highland at UPRR and Cal Poly $0 $0 $0 $0 $850,000
351 93 1000543 Waterline Replacement: Stenner Canyon $0 $0 $0 $0 $80,000
352 94 1000549 Whale Rock Pump Station Electrical Repairs (A and B) $0 $0 $0 $1,800,000 $0
353 95 1000552 WRRF ‐ Demolish Old Effluent Structure $0 $0 $50,000 $495,000 $0
354 96 100551 WRRF ‐ Digester Flare Upgrade $0 $100,000 $385,000 $0 $0
355 97 100550 WRRF And Wastewater Collection Shop $150,000 $350,000 $5,500,000 $0 $0
356 98 91219 WRRF Upgrade $15,920,563 $426,625 $0 $0 $0
357 Construction $11,069,088 $22,335 $0 $0 $0
358 Construction Management $3,088,281 $257,357 $0 $0 $0
359 Office Engineering $1,235,313 $102,943 $0 $0 $0
360 Program Management $527,881 $43,990 $0 $0 $0
361 New Asset $13,062,000 $20,243,597 $46,902,000 $67,555,000 $6,250,000
362 99 100502 Active Transportation Plan Implementation $550,000 $550,000 $1,600,000 $2,600,000 $2,250,000
363 Area Sealing Projects Complete Street Components $200,000 $200,000 $0 $0 $0
364 Pedestrian Facility Improvements $100,000 $100,000 $100,000 $100,000 $100,000
365 RRST (Tiburon to Orcutt) Preliminary Engineering & ROW $100,000 $0 $0 $0 $0
366 Bicycle Facility Improvements $100,000 $100,000 $100,000 $100,000 $100,000
367 Active Transpiration Plan Tier 1 Network Implementation $50,000 $150,000 $1,200,000 $2,200,000 $1,850,000
368 Bikeshare System Implementation $0 $0 $200,000 $200,000 $200,000
369 100 1000036 Anholm Neighborhood Greenway Plan Implementation $2,450,000 $0 $0 $0$0
370 Phase II $2,450,000 $0 $0 $0 $0
371 101 1000157 Banner Arms, Bench Arm Rests, Signs $100,000 $25,000 $25,000 $25,000 $25,000
372 102 1000501 Bob Jones Trail and RRST Solar Lighting $100,000 $1,350,000 $0 $0 $0
373 103 1000507 City Facility Energy Infrastructure Plan $100,000 $0 $0 $0 $0
374 104 1000508 City Hall Lighting $0 $15,000 $120,000 $0 $0
375 105 1000056 Development Agreement ‐ City Share ‐ $120,000 $715,000 $0 $0 $0
376 Avila Ranch ‐ Buckley Extension Class I $120,000 $0 $0 $0 $0
377 600 Tank Farm $0 $715,000 $0 $0 $0
378 106 1000057 Development Related Park Improvements $1,520,000 $4,210,026 $5,050,000 $0 $0
379 Orcutt Area ‐ Neighborhood Park $1,200,000 $0 $4,800,000 $0 $0
380 Orcutt Area ‐ Linear Park $200,000 $825,000 $0 $0 $0
381 Orcutt Area ‐ Pocket Park $80,000 $350,000 $250,000 $0 $0
382 Orcutt Area ‐ Trail Junction $40,000 $160,000 $0 $0 $0
383 Laguna Lake Improvements $0 $2,875,026 $0 $0 $0
384 107 1000512 Downtown Zig‐Zag Lighting $250,000 $0 $0 $0 $0
385 108 1000513 Electric Vehicle Charging Station at Various Facilities $175,000 $100,000 $100,000 $100,000 $100,000
386 Utilities ‐ 879 Morro $75,000 $0 $0 $0 $0
387 Corporation Yard $50,000 $0 $0 $0 $0
388 Parks and Recreation $50,000 $0 $0 $0 $0
389 Various City Facilities $0 $100,000 $100,000 $100,000 $100,000
390 109 1000514 Emerson Park Amenity Upgrades and Beautification $2,810,000 $0 $0 $0$0
391 11 1000518 Fleet Replacement: CDD $0 $37,000 $0 $0 $0
392 Building & Safety SUV (NEW <> Chevy Bolt EV)$0 $37,000 $0 $0 $0
393 12 1000554 Fleet Replacement: Fire $75,000 $0 $0 $780,000 $0
394 Open Space Rescue 4x4 1/2 Ton Truck $75,000 $0 $0 $0 $0
395 Fire Pumper (Engine 4)$0 $0 $0 $780,000 $0
396 14 1000553 Fleet Replacement: Police $0 $65,000 $0 $0 $0
397 Police Investigations SUV $0 $65,000 $0 $0 $0
398 15 1000520 Fleet Replacement: Public Works $66,000 $0 $0 $0 $0
399 Engineering Pickup (2), 3 Yr Temp $66,000 $0 $0 $0 $0
400 110 99110 Laguna Lake Dredging and Sediment Management Project Implementation $840,000 $0 $675,000 $0 $675,000
401 Dredging and Shoreline Restoration $840,000 $0 $675,000 $0 $675,000
402 111 91683 North Broad Street Neighborhood Park $175,000 $0 $0 $0 $0
403 112 1000155 Open SLO $200,000 $0 $0 $0 $0
404 Downtown Renewal ‐ Supplemental funding for Curbside Parklets $200,000 $0 $0 $0 $0
405 113 99837 Open Space Acquisition $250,000 $250,000 $250,000 $250,000 $250,000
406 114 90435 Palm ‐ Nipomo Parking Structure $850,000 $5,582,000 $39,042,000 $0 $0
407 PG&E Relocation $700,000 $0 $0 $0 $0
408 Adobe Removal $150,000 $0 $0 $0 $0
409 Site Clearing and Preparation $0 $5,432,000 $0 $0 $0
410 CM Services $0 $150,000 $2,550,000 $0 $0
403 Page 617 of 823
Capital Improvement Program 21‐23
ID CIP # Project #Project FY 2021‐22 FY 2022‐23 FY 2023‐24 FY 2024‐25 FY 2025‐26
411 Garage Construction $0 $0 $36,492,000 $0 $0
412 115 1000525 Parking Enforcement Equipment at Gate Entry $40,000 $90,000 $0 $0 $0
413 116 1000526 Parks and Rec General Plan Implementation $200,000 $200,000 $0 $0 $0
414 117 91613 Prado Road Interchange $500,000 $5,849,571 $0 $63,735,000 $2,235,000
415 PA/ED Phase $500,000 $0 $0 $0
416 Design Phase $0 $4,004,660 $0 $0 $0
417 Construction Phase $0 $1,844,911 $0 $61,500,000 $0
418 Debt Service ‐ Prado Interchange $0 $0 $0 $2,235,000 $2,235,000
419 118 1000528 Recycled Water Broad Street ‐ Tank Farm to Aerovista $45,000 $1,040,000 $0 $0 $0
420 119 1000529 Recycled Water Orcutt Street ‐ Fernwood to Laurel $0 $0 $0 $25,000 $675,000
421 77 1000530 Recycled Water Tank $150,000 $50,000 $0 $0 $0
422 SH Line and Pump & Bioassay Test $150,000 $50,000 $0 $0 $0
423 120 1000037 South Street Median Landscaping $240,000 $0 $0 $0 $0
424 80 1000535 Transit Facility EV Charging Infrastructure $100,000 $0 $0 $0 $0
425 EV Charger Installations $100,000 $0 $0 $0 $0
426 121 1000537 Transportation Monitoring & Modeling Update $40,000 $115,000 $40,000 $40,000 $40,000
427 122 1000083 Wastewater Lift Station Rehabilitation: New Buckley Lift Station $396,000 $0 $0 $0 $0
428 123 1000541 Water Treatment Plant ‐ Power Storage Units Tesla Battery Grant $30,000 $0 $0 $0 $0
429 124 1000126 Water Treatment Plant Emergency Power ‐ PSPS $465,000 $0 $0 $0 $0
430 59 1000077 WRRF Major Maintenance $225,000 $0 $0 $0 $0
431 Chain Link Fence Extension $175,000 $0 $0 $0 $0
432 Security Lighting $50,000 $0 $0 $0 $0
433 CIP Project Delivery Augmentation $500,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000
434 125 1000500 CIP Project Delivery Augmentation $500,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000
435 Grand Total $60,922,156 $65,425,845 $77,886,024 $90,695,015 $90,268,180
404 Page 618 of 823
Capital Improvement Program 21‐23
How to Read Project Narrative Pages
Project Information
The project detail pages include the following information:
1.Project Number – Each project is assigned a unique identifier.
2.Project Classification Information – Describes the project’s function and classification, if it is tied
to any other CIP projects, the community priority, and what type of project it is.
3.Purpose and Need – Describes the project’s purpose, details of the project elements and need
for the project in the community.
4.Fiscal Years – Outlines the cost of the project over the span of five years and the total cost budget.
5.Fund & Funding Sources – Identifies the source(s) of project funding.
405 Page 619 of 823
CIP#1
Capital Improvement Plan
In 2018, the City completed a Parking Structure Capital Asset Management Plan that identify necessary maintenance projects that will
repair deficiencies, improve aesthetics and extend the useful life of each structure. 842 Palm is the City’s oldest parking structure and
needs significant maintenance. This funding will address vehicle safety cabling on the upper floors, painting of interior, and repairing
concrete spalling and cracking.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 400,000 400,000 400,000 125,000 125,000 1,450,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
611 - Parking Fund 400,000 400,000 400,000 125,000 125,000 1,450,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Parking Fund 400,000 400,000 400,000 125,000 125,000 1,450,000
Purpose and Need
Project Number Project Name
1000049 842 Palm Parking Structure Maintenance
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Economic
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
406 Page 620 of 823
CIP#2
Capital Improvement Plan
In 2018, the City completed a Parking Structure Capital Asset Management Plan that identify necessary maintenance projects that will repair
deficiencies, improve aesthetics and extend the useful life of each structure. 871 Marsh is the City’s second oldest parking structure in the City
and needs significant maintenance. This funding will support painting of interior walls and stairwells, painting and replacing fire sprinklers,
repairing concrete spalling and cracking, and improving drainage systems.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 400,000 400,000 400,000 125,000 125,000 1,450,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
611 - Parking Fund 400,000 400,000 400,000 125,000 125,000 1,450,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Parking Fund 400,000 400,000 400,000 125,000 125,000 1,450,000
Purpose and Need
Project Number Project Name
1000050 871 Marsh Street Structure Maintenance
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Economic
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
407 Page 621 of 823
CIP#3
Capital Improvement Plan
In 2018, the City completed a Parking Structure Capital Asset Management Plan that identify necessary maintenance projects that will repair
deficiencies, improve aesthetics, and extend the useful life of each structure. 919 Palm is the City’s newest parking structure, but at 13 years
old preventative maintenance work is necessary. This funding will support resealing expansion joints and decks, repairing concrete spalls,
tighten loose barrier cables, sealing all windows, retrofitting elevator doors and rehabilitating automatic bollards.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 100,000 100,000 100,000 50,000 50,000 400,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
611 - Parking Fund 100,000 100,000 100,000 50,000 50,000 400,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Parking Fund 100,000 100,000 100,000 50,000 50,000 400,000
Purpose and Need
Project Number Project Name
1000051 919 Palm Street Structure Maintenance
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Economic
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
408 Page 622 of 823
CIP#4
Capital Improvement Plan
This funding addresses maintenance needs of the public art program for the current collection of artwork. Addressing repairs is recommended
annually during the next five years of the City’s CIP to fund maintenance and repairs. In addition to maintenance projects, this funding will also
allow for re-painting of Utility Box artwork and temporary public art pieces such as murals and wraps.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 142,500 142,500 40,000 40,000 40,000 405,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
207 - Public Art Private Sector
Fund
142,500
142,500
40,000
40,000
40,000
405,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
General Capital Outlay 50,000 50,000 0 0 0 100,000
Local Revenue Measure 92,500 92,500 40,000 40,000 40,000 305,000
Purpose and Need
Project Number Project Name
1000503 Annual Public Art Maintenance and Projects
Project Classification Classification Description
CIP Project Function Culture & Recreation
Community Priority Economic
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
409 Page 623 of 823
CIP#5
Capital Improvement Plan
The City of San Luis Obispo has 38 vehicular bridges and 11 pedestrian bridge ranging in age from one to 100+ years old. In accordance with
Title 23 of the Code of Federal Regulations (Federal Highway Act) and the National Bridge Inspection Standards, CalTrans provides bridge
inspections on vehicular bridges over 20’ in length every 2 to 4 years. If the service life has been exceeded or maintenance is not sufficient to
correct deficiencies, then bridges are recommended for rehabilitation or replacement. The following bridges have been identified for
maintenance:
• 2022 – Murray St. Near Santa Rosa (49C-397) – Crack Sealing / Concrete Repairs
• 2022 – Chorro St. near Monterey/Higuera (49C-405) – Crack Sealing / Concrete Repairs 2022 – Broad St. Culver near Capitolio Way – Crack
Sealing / Concrete Repairs
• 2023 – Marsh St. @ Hwy 101 on/off ramp (49C-415) – Crack Sealing / Concrete Repairs
• 2024 & 2025 - Various Maintenance Repairs - Crack Sealing / Concrete Repairs - Bridge Locations by Caltrans Bridge
Inspection Assessment Reports
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 0 100,000 100,000 100,000 150,000 450,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 0 100,000 100,000 100,000 150,000 450,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 0 100,000 100,000 100,000 150,000 450,000
Purpose and Need
Project Number Project Name
1000029 Bridge Maintenance
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
410 Page 624 of 823
CIP#6
Capital Improvement Plan
The Intersection of Santa Rosa and Buchon has been flooding during rain events. This project will reduce flooding issues and improve
pedestrian safety by updating the curb ramps and provide a high visibility crosswalk.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 0 400,000 0 0 0 400,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 0 250,000 0 0 0 250,000
601 - Water Fund 0 150,000 0 0 0 150,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 0 250,000 0 0 0 250,000
Water Fund 0 150,000 0 0 0 150,000
Purpose and Need
Project Number Project Name
1000052 Buchon-Santa Rosa Intersection Improvements
Project Classification Classification Description
CIP Project Function Community Safety
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
411 Page 625 of 823
CIP#7
Capital Improvement Plan
The Corporation Yard campus has been subject to multiple break-ins over the last year. Due to the amount of City vehicles, equipment,
industrial chemicals and materials stored at this location, the potential for theft of expensive items is elevated. This project would replace the
original chainlink fence with a heavy-duty ornamental iron fence that is much more difficult to breach.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 0 0 450,000 0 0 450,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 0 0 450,000 0 0 450,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
General Capital Outlay 0 0 450,000 0 0 450,000
Purpose and Need
Project Number Project Name
1000509 Corporation Yard Permimeter Fence Replacement
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Public Facility
Project Type Annual Asset Maintenance
412 Page 626 of 823
CIP#8
Capital Improvement Plan
This project focuses on public art installations in the downtown and creative placemaking public art.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 200,000 0 0 0 0 200,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 200,000 0 0 0 0 200,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 200,000 0 0 0 0 200,000
Purpose and Need
Project Number Project Name
1000510 Downtown Public Art Installations
Project Classification Classification Description
CIP Project Function Culture & Recreation
Community Priority Economic
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
413 Page 627 of 823
CIP#9
Capital Improvement Plan
This project funds the materials cost for City owned fire hydrant assemblies when they need to be replaced if defective, leaking, or corroded.
This project protects public health and the City’s water resources from waste.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 40,000 40,000 40,000 40,000 40,000 200,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 40,000 40,000 40,000 40,000 40,000 200,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 40,000 40,000 40,000 40,000 40,000 200,000
Purpose and Need
Project Number Project Name
1000063 Fire Hydrants
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
414 Page 628 of 823
CIP#10
Capital Improvement Plan
This funding replaces existing City vehicles in compliance with revised Fleet Replacement Guidelies. Revised Fleet Replacement Guidelines
include the evaluation of the following criteria: Emission Compliance, Engine hours, Mileage, Age, Known Manufacture Problems, Repair Cost
History, Utilization, and Fleet System Analytics. Additionally, the age and mileage replacement targets have been extended for all vehicle and
equipment categories within the Fleet. New vehicle and equipment replacements are selected with the cleanest emissions systems possible
that can be fueled and/or charged locally while meeting the end users' operational needs.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 0 0 0 250,000 0 250,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
402 - Fleet Repl Fund 0 0 0 250,000 0 250,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
General Capital Outlay 0 0 0 125,000 0 125,000
Local Revenue Measure 0 0 0 125,000 0 125,000
Purpose and Need
Project Number Project Name
1000555 Fleet Replacement: Admin
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Economic
Partnership Project No
Project Classification Fleet
Project Type Annual Asset Maintenance
415 Page 629 of 823
CIP#11
Capital Improvement Plan
Project Number Project Name
1000518 Fleet Replacement: CDD
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Housing
Partnership Project No
Project Classification Fleet
Project Type Annual Asset Maintenance,New Asset
This funding replaces existing City vehicles in compliance with revised Fleet Replacement Guidelies. Revised Fleet Replacement Guidelines
include the evaluation of the following criteria: Emission Compliance, Engine hours, Mileage, Age, Known Manufacture Problems, Repair Cost
History, Utilization, and Fleet System Analytics. Additionally, the age and mileage replacement targets have been extended for all vehicle and
equipment categories within the Fleet. New vehicle and equipment replacements are selected with the cleanest emissions systems possible
that can be fueled and/or charged locally while meeting the end users' operational needs.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 0 74,000 0 0 0 74,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
402 - Fleet Repl Fund 0 74,000 0 0 0 74,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
General Capital Outlay 0 74,000 0 0 0 74,000
Purpose and Need
416 Page 630 of 823
CIP#12
Capital Improvement Plan
This funding replaces existing City vehicles in compliance with revised Fleet Replacement Guidelies. Revised Fleet Replacement Guidelines
include the evaluation of the following criteria: Emission Compliance, Engine hours, Mileage, Age, Known Manufacture Problems, Repair Cost
History, Utilization, and Fleet System Analytics. Additionally, the age and mileage replacement targets have been extended for all vehicle and
equipment categories within the Fleet. New vehicle and equipment replacements are selected with the cleanest emissions systems possible
that can be fueled and/or charged locally while meeting the end users' operational needs.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 275,000 465,000 200,000 780,000 0 1,720,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
402 - Fleet Repl Fund 275,000 465,000 200,000 780,000 0 1,720,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 275,000 465,000 200,000 780,000 0 1,720,000
Purpose and Need
Project Number Project Name
1000554 Fleet Replacement: Fire
Project Classification Classification Description
CIP Project Function Community Safety
Community Priority Other
Partnership Project No
Project Classification Fleet
Project Type Annual Asset Maintenance,New Asset
417 Page 631 of 823
CIP#13
Capital Improvement Plan
This funding replaces existing City vehicles in compliance with revised Fleet Replacement Guidelies. Revised Fleet Replacement Guidelines
include the evaluation of the following criteria: Emission Compliance, Engine hours, Mileage, Age, Known Manufacture Problems, Repair Cost
History, Utilization, and Fleet System Analytics. Additionally, the age and mileage replacement targets have been extended for all vehicle and
equipment categories within the Fleet. New vehicle and equipment replacements are selected with the cleanest emissions systems possible
that can be fueled and/or charged locally while meeting the end users' operational needs.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 139,000 103,000 0 0 125,000 367,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
402 - Fleet Repl Fund 139,000 103,000 0 0 125,000 367,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
General Capital Outlay 0 0 0 0 65,000 65,000
Local Revenue Measure 139,000 103,000 0 0 60,000 302,000
Purpose and Need
Project Number Project Name
1000519 Fleet Replacement: Parks and Recreation
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Fleet
Project Type Annual Asset Maintenance
418 Page 632 of 823
CIP#14
Capital Improvement Plan
This funding replaces existing City vehicles in compliance with revised Fleet Replacement Guidelies. Revised Fleet Replacement Guidelines
include the evaluation of the following criteria: Emission Compliance, Engine hours, Mileage, Age, Known Manufacture Problems, Repair Cost
History, Utilization, and Fleet System Analytics. Additionally, the age and mileage replacement targets have been extended for all vehicle and
equipment categories within the Fleet. New vehicle and equipment replacements are selected with the cleanest emissions systems possible
that can be fueled and/or charged locally while meeting the end users' operational needs.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 220,000 235,000 245,000 265,000 350,000 1,315,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
402 - Fleet Repl Fund 220,000 235,000 245,000 265,000 350,000 1,315,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 220,000 235,000 245,000 265,000 350,000 1,315,000
Purpose and Need
Project Number Project Name
1000553 Fleet Replacement: Police
Project Classification Classification Description
CIP Project Function Community Safety
Community Priority Other
Partnership Project No
Project Classification Fleet
Project Type Annual Asset Maintenance,New Asset
419 Page 633 of 823
CIP#15
Capital Improvement Plan
Project Number Project Name
1000520 Fleet Replacement: Public Works
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Fleet
Project Type Annual Asset Maintenance,New Asset
This funding replaces existing City vehicles in compliance with revised Fleet Replacement Guidelies. Revised Fleet Replacement Guidelines
include the evaluation of the following criteria: Emission Compliance, Engine hours, Mileage, Age, Known Manufacture Problems, Repair Cost
History, Utilization, and Fleet System Analytics. Additionally, the age and mileage replacement targets have been extended for all vehicle and
equipment categories within the Fleet. New vehicle and equipment replacements are selected with the cleanest emissions systems possible
that can be fueled and/or charged locally while meeting the end users' operational needs.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 631,000 298,000 1,152,000 1,286,000 377,000 3,744,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
402 - Fleet Repl Fund 631,000 168,000 1,115,000 1,286,000 377,000 3,577,000
611 - Parking Fund 0 130,000 37,000 0 0 167,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
General Capital Outlay 0 0 155,000 0 60,000 215,000
Local Revenue Measure 631,000 168,000 960,000 1,286,000 317,000 3,362,000
Parking Fund 0 130,000 37,000 0 0 167,000
Purpose and Need
420 Page 634 of 823
CIP#16
Capital Improvement Plan
This funding replaces existing City vehicles in compliance with revised Fleet Replacement Guidelies. Revised Fleet Replacement Guidelines
include the evaluation of the following criteria: Emission Compliance, Engine hours, Mileage, Age, Known Manufacture Problems, Repair Cost
History, Utilization, and Fleet System Analytics. Additionally, the age and mileage replacement targets have been extended for all vehicle and
equipment categories within the Fleet. New vehicle and equipment replacements are selected with the cleanest emissions systems possible
that can be fueled and/or charged locally while meeting the end users' operational needs.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 170,000 535,000 115,000 310,000 250,000 1,380,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
601 - Water Fund 50,000 15,000 0 207,500 175,000 447,500
602 - Sewer Fund 120,000 505,000 60,000 102,500 0 787,500
705 - Whale Rock Fund 0 15,000 55,000 0 75,000 145,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Sewer Fund 120,000 505,000 60,000 102,500 0 787,500
Water Fund 50,000 15,000 0 207,500 175,000 447,500
Whale Rock Fund 0 15,000 55,000 0 75,000 145,000
Purpose and Need
Project Number Project Name
1000521 Fleet Replacement: Utilities
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Fleet
Project Type Annual Asset Maintenance
421 Page 635 of 823
CIP#17
Capital Improvement Plan
A segment of the pavement on Fredericks Street was replaced due to a waterline failure in 2018. The pavement replacement was intended to
be a semi-permanent fix and since the entire scope of the pavement damage was not known. The replaced pavement is currently in good
condition. This funding supports future rehabilitation of pavement on Fredericks Street to full City Standards.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 0 0 0 0 300,000 300,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
601 - Water Fund 0 0 0 0 300,000 300,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Water Fund 0 0 0 0 300,000 300,000
Purpose and Need
Project Number Project Name
1000059 Fredericks Paving
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
422 Page 636 of 823
CIP#18
Capital Improvement Plan
Replacement of wastewater collection pipes, and related infrastructure is an ongoing program for a reliable sanitary sewer collection system.
The program’s inflow and infiltration program will conduct pipe integrity tests, video inspections of public sewers, smoke testing of service
areas, and schedule point repairs to address existing deficiencies according to priority. The objective of the project is to explore opportunities
to consolidate sewer collection systems that may run parallel along roadways, and construct new sewer lateral interconnections that can
simplify maintenance operations, reduce illegal stormwater connections into the sewer, and rehabilitate fractures in clay pipes that may be
experiencing groundwater infiltration due to soil settlements or root instructions. A decrease of infiltration flows will result in lower energy costs
needed to treat sewer volumes at the wastewater treatment plant. The project efforts may include sewer lateral rebates, engineering reports,
construction plans for point repairs, construction management services, sewer manhole re-coatings, sewer flow monitoring studies, and field
testing of wastewater piping infrastructure.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 200,000 250,000 250,000 250,000 0 950,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
602 - Sewer Fund 200,000 250,000 250,000 250,000 0 950,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Sewer Fund 200,000 250,000 250,000 250,000 0 950,000
Purpose and Need
Project Number Project Name
91739 Inflow/Infiltration Reduction
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
423 Page 637 of 823
CIP#19
Capital Improvement Plan
The purpose of this project is to update the computer model of the wastewater collection system monitoring pipe capacities for existing and
future flows. The model will use best available information from new developments and compare the projections against flow monitoring data.
The flow monitoring efforts will be conducted over several years to record improvements in pipe integrity and reductions on groundwater
infiltration. The information will be used to schedule priorities for new sewer pipe replacement projects, and identify where groundwater
infiltration may be restricting the capacity of the wastewater collection system. This study will be particularly important for proper planning of
new infill housing developments, hospital expansions, and possible projects by the university needing additional sewer capacity.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 0 250,000 100,000 80,000 0 430,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
602 - Sewer Fund 0 250,000 100,000 80,000 0 430,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Sewer Fund 0 250,000 100,000 80,000 0 430,000
Purpose and Need
Project Number Project Name
91736 Infrastructure Renewal Strategy Report Update
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
424 Page 638 of 823
CIP#20
Capital Improvement Plan
These projects replace Information Technology assets based upon equipment lifespan, condition, and organizational requirements.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 1,112,558 606,445 559,864 2,472,501 1,582,500 6,333,868
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 988,973 564,777 448,779 746,087 1,333,990 4,082,606
403 - Info Tech Repl Fund 0 0 62,000 1,123,172 145,500 1,330,672
601 - Water Fund 24,498 13,753 14,500 228,917 30,322 311,990
602 - Sewer Fund 87,838 19,358 14,982 254,015 35,745 411,938
611 - Parking Fund 4,160 4,279 14,693 76,091 18,227 117,450
621 - Transit Fund 1,201 3,157 4,910 20,704 10,415 40,387
705 - Whale Rock Fund 5,888 1,121 0 23,515 8,301 38,825
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
General Capital Outlay 0 0 62,000 1,123,172 145,500 1,330,672
Local Revenue Measure 988,973 564,777 448,779 746,087 1,333,990 4,082,606
Parking Fund 4,160 4,279 14,693 76,091 18,227 117,450
Sewer Fund 87,838 19,358 14,982 254,015 35,745 411,938
Transit Fund 1,201 3,157 4,910 20,704 10,415 40,387
Water Fund 24,498 13,753 14,500 228,917 30,322 311,990
Whale Rock Fund 5,888 1,121 0 23,515 8,301 38,825
Purpose and Need
Project Number Project Name
1000074 IT Replacement
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification IT
Project Type Annual Asset Maintenance
425 Page 639 of 823
CIP#21
Capital Improvement Plan
Project Number Project Name
1000030 Laguna Lake Golf Course Maintenance
Project Classification Classification Description
CIP Project Function Culture & Recreation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
This Annual Asset Maintenance Project for the Laguna Lake Golf Course provides funding for work activities such as replacement of the 40
year old irrigation system, increasing water efficiencies by reducing leaks, and increase playability and safety of the turf.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 20,000 20,000 20,000 20,000 20,000 100,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 20,000 20,000 20,000 20,000 20,000 100,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 20,000 20,000 20,000 20,000 20,000 100,000
Purpose and Need
426 Page 640 of 823
CIP#22
Capital Improvement Plan
This project will maintain, upgrade, or replace City facilities that serve the community. Funding in this Financial Plan is intended to support the
Parks and Recreation interior office space remodel, the Corp Yard Tenant Improvements, and further the Police Department Facility site
assessment and programming needs.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 772,500 633,200 710,500 226,500 505,500 2,848,200
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 767,500 293,200 600,500 80,500 315,500 2,057,200
404 - Major Facility Repl Fund 0 300,000 10,000 146,000 190,000 646,000
601 - Water Fund 0 7,500 50,000 0 0 57,500
602 - Sewer Fund 0 7,500 50,000 0 0 57,500
611 - Parking Fund 5,000 25,000 0 0 0 30,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
General Capital Outlay 0 300,000 10,000 146,000 190,000 646,000
Local Revenue Measure 767,500 293,200 600,500 80,500 315,500 2,057,200
Parking Fund 5,000 25,000 0 0 0 30,000
Sewer Fund 0 7,500 50,000 0 0 57,500
Water Fund 0 7,500 50,000 0 0 57,500
Purpose and Need
Project Number Project Name
1000075 Major Facility Maintenance
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Climate Action
Partnership Project No
Project Classification Public Facility
Project Type Annual Asset Maintenance
427 Page 641 of 823
CIP#23
Capital Improvement Plan
There are approximately 6.5 miles of asphalt concrete pathways and bike paths within the City. Examples of these paths are the Railroad
Safety Trail, the Bob Jones Trail, and various pathways located within City Parks. These pathways are used by bicycles and pedestrians, along
with occasional service vehicles. To maintain accessibility to these facilities and reduce the risk of accidents, regular maintenance of pathways
is important. Identified projects are as follows:
• 2021: Meadow Park Pathways Reconstruction, City Pathways Inventory and PCI Assessment 2022: Madonna Frontage Bike Pathway
Maintenance
• 2023: Railroad Safety Trail from Cal Poly to Taft Street
• 2023 - 2025: Pathway Maintenance Various Locations, Location by PCI Assessment & Pavement Condition
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 350,000 0 0 0 0 350,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 350,000 0 0 0 0 350,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
General Capital Outlay 100,000 0 0 0 0 100,000
Local Revenue Measure 250,000 0 0 0 0 250,000
Purpose and Need
Project Number Project Name
1000021 Meadow Park Pathway Maintenance
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Climate Action
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
428 Page 642 of 823
CIP#24
Capital Improvement Plan
This funding continues the efforts to improve traffic conditions in existing neighborhoods, including collector and arterial streets with fronting
residential. Each year the City receives requests for solutions to speeding and cut-through traffic problems. This funding allows for
implementation of small to moderately sized projects to correct traffic related problems. Occasionally, larger needs are scoped and developed
into stand-alone projects and budgeted individually.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 75,000 75,000 75,000 75,000 75,000 375,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 75,000 75,000 75,000 75,000 75,000 375,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 75,000 75,000 75,000 75,000 75,000 375,000
Purpose and Need
Project Number Project Name
91612 Neighborhood Traffic Improvements
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Climate Action
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
429 Page 643 of 823
CIP#25
Capital Improvement Plan
A portion of Old Garden Creek immediately upstream and west of Cuesta Drive contains a retaining wall that is failing. The wall is immediately
adjacent to several trees which are destabilizing the wall as they grow and increase in size. The project will likely require the removal of trees
and replacement the failing wall.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 0 0 50,000 300,000 0 350,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 0 0 50,000 300,000 0 350,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 0 0 50,000 300,000 0 350,000
Purpose and Need
Project Number Project Name
1000524 Old Garden Creek Retaining Wall
Project Classification Classification Description
CIP Project Function Environmental Health & Open Space
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
430 Page 644 of 823
CIP#26
Capital Improvement Plan
This project supports continued implementation of the City’s adopted Open Space Maintenance Plan. The ongoing maintenance of all City
Open Space is premised on the protection of natural resources, including plants, animals, geologic and historic features and the natural areas
themselves. Maintenance includes: enhancement to existing trailheads, maintenance and construction of approved and sustainable trails and
open space facilities for passive recreation purposes only, removal of illicit materials and non-authorized trails, improved user and natural
resource safety, land restoration and stewardship projects, invasive species treatment and control, erosion control and stabilization, education
of users via patrols and community outreach, and management of the wildland-urban interface. Additionally, funding helps establish new open
space trails associated with recent acquisitions and planning for public use.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 85,000 105,000 80,000 80,000 80,000 430,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 85,000 105,000 80,000 80,000 80,000 430,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 85,000 105,000 80,000 80,000 80,000 430,000
Purpose and Need
Project Number Project Name
91397 Open Space Maintenance
Project Classification Classification Description
CIP Project Function Environmental Health & Open Space
Community Priority Climate Action
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
431 Page 645 of 823
CIP#27
Capital Improvement Plan
Parks require ongoing maintenance in order to continue to provide users a safe and quality experience. This Annual Asset Maintenance
Account provides ongoing funding for the maintenance and replacement of a park infrastructure. This account provides funding annually for
parks surfacing maintenance and water supply infrastructure including the installation of hydration stations. Larger maintenance projects
include:
• 2021: Mission Plaza Railing Replacement, Sinsheimer Stadium Irrigation and Drainage Replacement, Sinsheimer Hardscape
Replacement
• 2022: Cheng Park Rehabilitation, Railroad Bike Path Fencing
• 2023: Jack House Arbor, Meadow Park Exercise Course Railroad Bike Path Fencing 2024: Santa Rosa Park Bleacher Replacements
• 2025: Sinsheimer Stadium Lighting
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 1,835,000 160,000 1,000,000 690,000 840,000 4,525,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 1,835,000 160,000 1,000,000 690,000 840,000 4,525,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
General Capital Outlay 0 0 200,000 0 0 200,000
Local Revenue Measure 1,835,000 160,000 800,000 690,000 840,000 4,325,000
Purpose and Need
Project Number Project Name
91385 Park Major Maintenance & Repairs
Project Classification Classification Description
CIP Project Function Community & Neighborhood Livability
Community Priority Diversity
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
432 Page 646 of 823
CIP#28
Capital Improvement Plan
Project Number Project Name
1000031 Parking Lot Maintenance
Project Classification Classification Description
CIP Project Function Community & Neighborhood Livability
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
The total area of City maintained parking lots is approximately 360,000 square feet or 8.3 acres. In order to increase the percentage of lot
surfaces in good condition, regular maintenance needs to be completed. The following parking lots have been identified for maintenance and
repair.
Ongoing – Minor Repairs of City Parking Lots
2021 Construction - French Park Parking Lot - Pavement Area 3
2021 Construction - Fire Station 2 – Pavement Area 7
2021 Design / 2022 Construction – Islay Park – Pavement Area 3
2021 Design / 2022 Construction - Meadow Park – Pavement Area 4
2022 Design / 2023 Construction - Ludwick Community Center – Pavement Area 1
2022 Design / 2023 Construction - Laguna Lake – Pavement Area 5
2022 Design / 2023 Construction - Santa Rosa Park – Pavement Area 1
2023 Design / 2024 Construction - Laguna Lake - Pavement Area 6
2023 Design / 2024 Construction - Throop Park - Pavement Area 7
2023 Design / 2024 Construction - Mitchell Park - Pavement Area 4
2023 Design / 2024 Construction - Johnson Park - Pavement Area 2
2024 Construction - Damon Garcia Sports Field Complex - Pavement Area 3 2024 Design / 2025 Construction - Sinsheimer Park - Pavement
Area 2
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 175,000 255,000 1,484,693 250,000 270,000 2,434,693
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 175,000 255,000 1,484,693 250,000 270,000 2,434,693
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
General Capital Outlay 0 0 135,912 0 0 135,912
Local Revenue Measure 175,000 255,000 1,348,781 250,000 270,000 2,298,781
Purpose and Need
433 Page 647 of 823
CIP#29
Capital Improvement Plan
Project Number Project Name
1000102 Parking Lot Maintenance - Bus Yard
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Climate Action
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
This project will rehabilitate the pavement at the Bus Yard facility parking lot and provide improved functional area for future electric vehicle
and expanse of the fleet.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 5,000 500,000 0 0 0 505,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
621 - Transit Fund 5,000 500,000 0 0 0 505,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
State or Federal Grant 5,000 500,000 0 0 0 505,000
Purpose and Need
434 Page 648 of 823
CIP#30
Capital Improvement Plan
Project Number Project Name
1000032 Pedestrian and Bicycle Pathway Maintenance
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Climate Action
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
There are approximately 6.5 miles of asphalt concrete pathways and bike paths within the City. Examples of these paths are the Railroad
Safety Trail, the Bob Jones Trail, and various pathways located within City parks. These pathways are used by bicycles and pedestrians, along
with occasional service vehicles. To maintain accessibility to these facilities and reduce the risk of accidents, regular maintenance of pathways
is important. Identified projects are as follows:
2021: City Pathways Inventory and PCI Assessment 2022: Madonna Frontage Bike Pathway Maintenance
2023: Railroad Safety Trail from Cal Poly to Taft Street
2023 - 2025: Pathway Maintenance Various Locations, Location by PCI Assessment & Pavement Condition
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 20,000 200,000 150,000 150,000 150,000 670,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 20,000 200,000 150,000 150,000 150,000 670,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 20,000 200,000 150,000 150,000 150,000 670,000
Purpose and Need
435 Page 649 of 823
CIP#31
Capital Improvement Plan
Project Number Project Name
1000035 Pismo/Johnson/SL Creek Bank Stabilization
Project Classification Classification Description
CIP Project Function Community Safety
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
San Luis Creek passes under Johnson Avenue near Pismo Street. The creek bank is starting to erode, and this project will stabilize the creek
bank and protect Pismo Street.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 92,272 0 300,000 0 0 392,272
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 92,272 0 300,000 0 0 392,272
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
General Capital Outlay 42,272 0 0 0 0 42,272
Local Revenue Measure 50,000 0 300,000 0 0 350,000
Purpose and Need
436 Page 650 of 823
CIP#32
Capital Improvement Plan
In 2008, the State passed AB 1144 which mandates that all play equipment constructed between 1994 and 1999 be replaced or upgraded
within 15 years of installation.
2021 Design / 2023 Construction - Vista Lago Mini Playground (Installed 2001) 2021 Design / 2023 Construction - DeVaul Ranch Playground
(Installed 2002) 2022 Design / 2024 Construction - Mitchell Park Playground (Installed 2003) 2023 Design / 2025 Construction - Laguna Hills
Playground (Installed 2004) 2024 Design / 2025 Construction - Anholm Playground (Installed 2006)
2025 Design - French Park Playground (Installed 2008)
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 110,000 100,000 700,000 800,000 1,175,000 2,885,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 110,000 100,000 700,000 800,000 1,175,000 2,885,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 110,000 100,000 700,000 800,000 1,175,000 2,885,000
Purpose and Need
Project Number Project Name
1000033 Playground Equipment Replacement
Project Classification Classification Description
CIP Project Function Community & Neighborhood Livability
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
437 Page 651 of 823
CIP#33
Capital Improvement Plan
This project involves replacement of UV Bulbs for proper functioning of the City's Recycled Water System
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 0 0 10,000 10,000 10,000 30,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
601 - Water Fund 0 0 10,000 10,000 10,000 30,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Water Fund 0 0 10,000 10,000 10,000 30,000
Purpose and Need
Project Number Project Name
1000531 Reycled Water Annual UV Bulb Replacement
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
438 Page 652 of 823
CIP#34
Capital Improvement Plan
This project is to initiate planning for installation of public art in the center of current or planned City roundabouts.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 300,000 300,000 200,000 200,000 200,000 1,200,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
207 - Public Art Private Sector
Fund
300,000
300,000
200,000
200,000
200,000
1,200,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 300,000 300,000 200,000 200,000 200,000 1,200,000
Purpose and Need
Project Number Project Name
1000532 Roundabout Public Art Installations
Project Classification Classification Description
CIP Project Function Culture & Recreation
Community Priority Economic
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
439 Page 653 of 823
CIP#35
Capital Improvement Plan
Project Number Project Name
1000084 Sewer Maintenance Hole Cover Adjustments
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
This project funds the raising or lowering sewer maintenance covers when the City paves roadways. The objective of the project is to protect
existing sewer maintenance cover frames and pipes from damage by paving machinery, and to efficiently complete paving operations within
the roadway.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 85,000 25,000 25,000 25,000 25,000 185,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
602 - Sewer Fund 85,000 25,000 25,000 25,000 25,000 185,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Sewer Fund 85,000 25,000 25,000 25,000 25,000 185,000
Purpose and Need
440 Page 654 of 823
CIP#36
Capital Improvement Plan
The City has an established system of streets with curbs, gutters, and sidewalks. The City’s sidewalk system is comprised of 202 miles of
sidewalk and 2436 points at intersections where pedestrians cross the street. New replacement installations of sidewalk and curb ramps are
required to continue the City’s program to provide a complete and accessible pedestrian path of travel.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 235,461 250,000 250,000 250,000 250,000 1,235,461
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
209 - SB1186 CASP Certify
Fund
85,461
0
0
0
0
85,461
401 - Capital Outlay Fund 150,000 250,000 250,000 250,000 250,000 1,150,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 150,000 250,000 250,000 250,000 250,000 1,150,000
SB1186 CASP Certify Fund 85,461 0 0 0 0 85,461
Purpose and Need
Project Number Project Name
90849 Sidewalk Replacement and Installation
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Climate Action
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
441 Page 655 of 823
CIP#37
Capital Improvement Plan
Silt carried by storm water settles at points in the creek where the storm water's velocity decreases. This reduction in velocity allows solids
suspended in the water to settle out. As these deposits build up, the capacity of the creek decreases and risk of flooding of the surrounding
areas increases. The regular removal of silt restores channel capacity and reduces risk of flooding.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 210,000 100,000 100,000 100,000 100,000 610,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 210,000 100,000 100,000 100,000 100,000 610,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Zone 9 210,000 100,000 100,000 100,000 100,000 610,000
Purpose and Need
Project Number Project Name
1000046 Silt Removal
Project Classification Classification Description
CIP Project Function Community Safety
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
442 Page 656 of 823
CIP#38
Capital Improvement Plan
This project will remove silt accumulation and restore creek capacity and habitat between Marsh Street Bridge and Santa Rosa Street bridge in
San Luis Obispo Creek.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 0 0 100,000 0 400,000 500,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 0 0 100,000 0 400,000 500,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 0 0 100,000 0 400,000 500,000
Purpose and Need
Project Number Project Name
1000533 SLO Creek Improvements Behind Cheng Park
Project Classification Classification Description
CIP Project Function Environmental Health & Open Space
Community Priority Economic
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
443 Page 657 of 823
CIP#39
Capital Improvement Plan
This project is intended to remove invasive weeds and plants in the creek channel area and intended to create a more inviting experience for
community members and visitors of the Mission Plaza.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 0 0 200,000 0 0 200,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 0 0 200,000 0 0 200,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 0 0 200,000 0 0 200,000
Purpose and Need
Project Number Project Name
1000534
SLO Creek Walk Maintenance - Lighting, Signage,
Irrigation, Plants
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Economic
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
444 Page 658 of 823
CIP#40
Capital Improvement Plan
This annual asset maintenance project addresses capital maintenance and replacement of pipe, culvert and constructed drainage channels to
provide increased flood protection and reduced likelihood of loss of property.
2021 - Broad and Leff Culvert Repair
2021 – Funston and Lawton CMP Replacements
2021 - Woodbridge Groundwater Runoff Diversion Design
2022 – Rafael and Luneta CMP Replacements
2022 - Woodbridge Groundwater Runoff Diversion
2022 - Sacramento Culvert Repair
2023-2025 - Design and Construction of CMP Replacements per ongoing Priority Condition Assessments.
Ongoing - Trash Capture Device Installations
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 910,000 725,000 550,000 550,000 550,000 3,285,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 910,000 725,000 550,000 550,000 550,000 3,285,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 910,000 725,000 550,000 550,000 550,000 3,285,000
Purpose and Need
Project Number Project Name
90742 Storm Drain System Replacement
Project Classification Classification Description
CIP Project Function Community Safety
Community Priority Climate Action
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
445 Page 659 of 823
CIP#41
Capital Improvement Plan
This annual asset account supports the establishment of new street lights requested by the community.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 75,000 75,000 75,000 75,000 75,000 375,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 75,000 75,000 75,000 75,000 75,000 375,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 75,000 75,000 75,000 75,000 75,000 375,000
Purpose and Need
Project Number Project Name
91616 Street Lights - Annual Asset Maintenance
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Climate Action
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
446 Page 660 of 823
CIP#42
Capital Improvement Plan
Pavement maintenance is an ongoing need and provides increased roadway life and a smooth pavement surface. The City’s Pavement
Management Plan (PMP), adopted in 1998, established nine pavement maintenance zones within the City, and a plan in which each of these
areas receved maintenance on an eight-year rotation. In 2009, the City Council approved a modified PMP that provided great priority for arterial
strets while maintaining the eight-year rotation for maintenance work on local streets. The City maintains a total of 134 miles of roadways.
Identified projects are as follows:
2021 - Marsh, Higuera, Johnson/Phillips/Pepper, and Nipomo Street
2022 - Pavement Areas 6 & 7 Local and Collector Streets, Monterey - California to Santa Rosa
2023 - Downtown Core Marsh & Higuera, Morro Mid-Block to Monterey, Palm - Pepper to Santa Rosa
2024 - Areas 8 & 9 Local and Collector Streets
2025 - Santa Barbara, Orcutt Road
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 3,592,702 4,266,258 3,302,967 3,382,014 3,341,180 17,885,121
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
211 - SB1 Road Repair 2017 914,731 941,258 977,967 1,014,152 1,062,831 4,910,939
401 - Capital Outlay Fund 2,677,971 3,325,000 2,325,000 2,367,862 2,278,349 12,974,182
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
General Capital Outlay 273,324 0 0 1,306,829 835,279 2,415,432
Local Revenue Measure 2,404,647 3,325,000 2,325,000 1,061,033 1,443,070 10,558,750
SB1 914,731 941,258 977,967 1,014,152 1,062,831 4,910,939
Purpose and Need
Project Number Project Name
90346 Street Reconstruction & Resurfacing
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Climate Action
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
447 Page 661 of 823
CIP#43
Capital Improvement Plan
Project Number Project Name
1000150 Sustainable Groundwater Management Act GSP
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Climate Action
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
The City of San Luis Obispo formed a Groundwater Sustainability Agency (GSA) in June of 2017 for management of the San Luis Valley
Groundwater Basin (SLO Basin) in accordance with the Sustainable Groundwater Management Act (SGMA). This project will provide financial
resources to collaborate with GSA stakeholders to effectively manage the groundwater basin in the city, which may include preparation of
research studies, field investigations, legal documents, grant applications, and regional participation in the development of a groundwater
sustainability plan.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 150,000 150,000 150,000 150,000 150,000 750,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
601 - Water Fund 150,000 150,000 150,000 150,000 150,000 750,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Water Fund 150,000 150,000 150,000 150,000 150,000 750,000
Purpose and Need
448 Page 662 of 823
CIP#44
Capital Improvement Plan
The City is responsible for maintaining approximately 15,000 traffic signs and 134 miles of roadway striping. The Federal Highway
Administration has adopted a mandate requiring public agencies to maintain minimum reflectivity standards to help ensure nighttime visibility.
Specifically, this funding will be used to replace signs, lanes lines, stop bars, marked crosswalks and other roadway indicators enhancing
safety for motorists, cyclist and pedestrians.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 25,000 25,000 25,000 25,000 25,000 125,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 25,000 25,000 25,000 25,000 25,000 125,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 25,000 25,000 25,000 25,000 25,000 125,000
Purpose and Need
Project Number Project Name
90943 Traffic Signs & Striping Maintenance
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Climate Action
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
449 Page 663 of 823
CIP#45
Capital Improvement Plan
Project Number Project Name
1000073 Transportation Safety & Operations
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Climate Action
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
The City completes annual safety reports which identify changes that can be made to the City’s roadways to enhance safety for all road users.
This is consistent with the City's adopted Vision Zero goal to eliminate traffic-related fatalities and severe injuries citywide. This funding will be
used to implement the highest priority safety and traffic operations improvements identified in the Traffic Safety Report and Traffic Operations
Report.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 50,000 50,000 50,000 50,000 50,000 250,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 30,000 30,000 30,000 30,000 30,000 150,000
507 - Transportation Impact
Fee Fund
20,000
20,000
20,000
20,000
20,000
100,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 30,000 30,000 30,000 30,000 30,000 150,000
Transportation Development
Impact Fee
20,000
20,000
20,000
20,000
20,000
100,000
Purpose and Need
450 Page 664 of 823
CIP#46
Capital Improvement Plan
The City’s Water Treatment Plant was originally constructed in 1961. In 1995, a significant upgrade to the plant was completed to meet
changing water quality requirements. In April of 2008, another major upgrade project was completed that replaced older equipment, added
additional treated water storage, and enhanced treatment processes. The ongoing maintenance of the facilities and equipment at the Water
Treatment Plant is necessary in order to prolong the useful life of the facilities and ensure staff’s ability to operate the plant and treat water to
State and Federal standards. (Note – There could be cost savings if Ozone and Air Prep Systems are replaced as part of the proposed Water
Treatment Plant Energy Efficiency Project).
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 274,000 109,000 109,000 180,000 150,000 822,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
601 - Water Fund 274,000 109,000 109,000 180,000 150,000 822,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Water Fund 274,000 109,000 109,000 180,000 150,000 822,000
Purpose and Need
Project Number Project Name
99653 Treatment Major Facilities Maintenance
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
451 Page 665 of 823
CIP#47
Capital Improvement Plan
This project includes repairs to paved areas by Job Order Contract (JOC) where wastewater collection staff addressed system failures, or
potholing operations along the public sewer system. The objective of the project is to efficiently replace several temporary asphalt patches
within the roadway that resulted from potholing operations with permanent pavement using bulk orders from the JOC.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 25,000 25,000 25,000 25,000 25,000 125,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
602 - Sewer Fund 25,000 25,000 25,000 25,000 25,000 125,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Sewer Fund 25,000 25,000 25,000 25,000 25,000 125,000
Purpose and Need
Project Number Project Name
91740 Trench Repairs- Sewer
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
452 Page 666 of 823
CIP#48
Capital Improvement Plan
The project includes repairs to paved areas by Job Order Contract (JOC) where water distribution staff needs to remove, or repair service
connections within the public water distribution system. The objective of the project is to remove city owned polybutylene service connections,
cast iron fittings, deteriorated water pipes, and to efficiently replace several temporary asphalt patches with permanent pavement using bulk
orders from the JOC.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 200,000 200,000 200,000 200,000 200,000 1,000,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
601 - Water Fund 200,000 200,000 200,000 200,000 200,000 1,000,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Water Fund 200,000 200,000 200,000 200,000 200,000 1,000,000
Purpose and Need
Project Number Project Name
91147 Trench Repairs- Water
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
453 Page 667 of 823
CIP#49
Capital Improvement Plan
The City’s Urban Forest is comprised of approximately 20,000 public trees. Regular tree pruning and related maintenance provides for an
attractive, healthy, and safer urban forest. This funding will be used to provide annual tree pruning in neighborhoods and the downtown,
including preparation of an Urban Forest Master Plan that will be used to guide long term maintenance and operations program efforts.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 315,000 175,000 175,000 175,000 175,000 1,015,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 315,000 175,000 175,000 175,000 175,000 1,015,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 315,000 175,000 175,000 175,000 175,000 1,015,000
Purpose and Need
Project Number Project Name
1000027 Urban Forest Maintenance
Project Classification Classification Description
CIP Project Function Community & Neighborhood Livability
Community Priority Climate Action
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
454 Page 668 of 823
CIP#50
Capital Improvement Plan
Point repairs of sewer mains and related infrastructure is necessary for a reliable wastewater collection system. This point repair project will
address existing deficiencies in a surgical manner and identify potential failures in the public wastewater collection system using video
inspections of public mains. The objective of the point repair project is to explore opportunities to improve wastewater catchment areas in a
surgical method with limited impacts to traffic circulation and paved roads. The project efforts may include engineering reports, video
inspections, updates to the computer hydraulic model, construction plans for point repairs, construction management services, re-coatings of
maintenance structures (MHs), research for grants programs, and field testing of the wastewater collection system. The following projects have
been identified in this financial plan: elimination of sewer pipes along backyard easements, off-set joints along the pipe between maintenance
structures, and computer modeling efforts of the proposed hydraulic modifications.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 50,000 50,000 0 0 0 100,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
602 - Sewer Fund 50,000 50,000 0 0 0 100,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Sewer Fund 50,000 50,000 0 0 0 100,000
Purpose and Need
Project Number Project Name
1000527 Wastewater Collections System - Point Repairs
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
455 Page 669 of 823
CIP#51
Capital Improvement Plan
Project Number Project Name
1000540 Water Distribution System Hydraulic Model Update
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
The purpose of this project is to update the computer model of the water distribution system monitoring pipe capacities for existing and future
flows. The model will use best available information from new developments and compare the projections against flow data obtained from the
Supervisory Control and Data Acquisition (SCADA). The flow monitoring efforts will be conducted over several months to record improvements
in pipe integrity and reductions on main breaks. The information will be used to schedule priorities for new water pipe replacement projects,
and identify where water demands may be restricting the capacity of the water distribution system. This study will be particularly important for
proper planning of new infill housing developments, hospital expansions, and possible projects by the university needing additional water
capacities.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 100,000 0 0 0 0 100,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
601 - Water Fund 100,000 0 0 0 0 100,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Water Fund 100,000 0 0 0 0 100,000
Purpose and Need
456 Page 670 of 823
CIP#52
Capital Improvement Plan
This project funds the material cost for water meters, meter appurtenances, and meter boxes where water distribution staff needs to remove or
repair public water meters within the distribution system that are reported to be defective. The objective of the project is to increase accuracy
and reliability of public water meters, and efficiently manage all water resources in a cost-effective manner. When leaks are suspected, water
distribution staff will use best available technology to monitor the water service area (pressure zone) using: leak detection equipment, sound
correlators, radio monitoring telemetry of water flows around a pressure zone, and pilot tests by the water distribution staff for a temporary
district metering area.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 286,000 330,000 335,000 343,000 350,000 1,644,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
601 - Water Fund 143,000 165,000 167,500 171,500 175,000 822,000
602 - Sewer Fund 143,000 165,000 167,500 171,500 175,000 822,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Sewer Fund 143,000 165,000 167,500 171,500 175,000 822,000
Water Fund 143,000 165,000 167,500 171,500 175,000 822,000
Purpose and Need
Project Number Project Name
1000062 Water Meters and Boxes
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
457 Page 671 of 823
CIP#53
Capital Improvement Plan
Storage capacity for treated potable water is an essential function of a water distribution system to provide adequate flows and pressures
throughout the community. In addition to water storage tanks at the Water Treatment Plant, there are nine water storage tanks located within
the City’s distribution system, and a few have been in operation since the early 1940s. Maintenance of water storage facilities is necessary to
prolong the useful life of these assets and ensures staff’s ability to operate the water system to State and Federal standards. In 2012, a
consultant was hired to inspect and produce a report regarding the interior and exterior of the City’s water storage tanks. The report included
recommendations, and preliminary cost estimates for future maintenance projects. Following the inspection of the tanks, staff worked with the
consultant to assign a priority ranking for each future maintenance project. The proposed projects for funding include:
1) Wash Water Tank No. 1 is experiencing excessive corrosion on the inner roof area. To prevent the tank structure from deteriorating and to
prolong the tank’s lifespan, new interior and exterior coatings are required and reconstruction of the roof’s structural members is needed.
2) Reservoir 2, the City’s largest treated potable water storage tank, needs a new floating cover and associated equipment. The existing
floating cover has reached the end of its service life. Reservoir 2 is a concrete water storage tank.
3) Edna Tank, the City’s largest steel potable water storage tank, is experiencing corrosion on the interior surfaces and requires new interior
and exterior coatings to prevent the corrosion from spreading into the structural members. Coating projects are preventative maintenance
and will prolong the life span of the tank and reduce the likelihood of future costly component failures. This project will be grouped with other
coating projects to capitalize on potential savings from a larger construction project.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 50,000 1,355,000 1,000,000 0 0 2,405,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
601 - Water Fund 50,000 1,355,000 1,000,000 0 0 2,405,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Water Fund 50,000 1,355,000 1,000,000 0 0 2,405,000
Purpose and Need
Project Number Project Name
1000034 Water Storage Tank Maintenance
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
458 Page 672 of 823
CIP#54
Capital Improvement Plan
The City’s Water Treatment Plant was originally constructed in 1961. In 1995, a significant upgrade to the plant was completed to meet
changing water quality requirements. In April of 2008, another major upgrade project was completed that replaced older equipment, added
additional storage capacity for treated water, and enhanced treatment processes. The ongoing maintenance of the facilities and equipment at
the Water Treatment Plant is necessary to prolong the useful life of the facilities and ensure staff’s ability to operate the plant and treat water to
State and Federal standards. The proposed maintenance projects include maintenance to ozone system, chemical storage system, air
compressor, package thickener, aluminum bulk tank replacement, lab analyzer replacement, polymer mixing unit rehabilitation, rehabilitation of
pump station pressure sustaining valves, facility roof repairs, and the development of a Facility Infrastructure Renewal Strategy. The renewal
strategy will allow plant staff to prioritize Water Treatment Plant related capital improvement projects for the next decade. An asset
management plan will also be developed to track infrastructure performance and maintenance cycles.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 275,000 180,000 50,000 0 25,000 530,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
601 - Water Fund 270,000 180,000 50,000 0 25,000 525,000
705 - Whale Rock Fund 5,000 0 0 0 0 5,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Water Fund 270,000 180,000 50,000 0 25,000 525,000
Whale Rock Fund 5,000 0 0 0 0 5,000
Purpose and Need
Project Number Project Name
1000542 Water Treatment Plant Major Facility Maintenance
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance,Asset Replacement
459 Page 673 of 823
CIP#55
Capital Improvement Plan
The project includes raising or lowering water valve covers when the City completes road pavement operations. The objective of the project is
to protect existing water valves and access covers from damage by paving machinery, and to efficiently complete paving operations within the
roadway. Water valves will be replaced with new decorative art covers that convey history and culture of the City.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 50,000 30,000 30,000 30,000 30,000 170,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
601 - Water Fund 50,000 30,000 30,000 30,000 30,000 170,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Water Fund 50,000 30,000 30,000 30,000 30,000 170,000
Purpose and Need
Project Number Project Name
91149 Water Valve Cover Adjustments
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
460 Page 674 of 823
CIP#56
Capital Improvement Plan
Replacement of water distribution pipes, mainlines, and related infrastructure is an ongoing program to provide a reliable water distribution
network including fire protection. The City operates a complex potable water distribution system that is comprised of 15 distribution zones, nine
potable water storage tanks, two reservoirs, five hydro-pneumatic tanks, seven pump stations, 21 pressure reducing valves (PRVs) and over
180 miles of pipe with diameters ranging in size from four inches to 30 inches. This project will replace critical infrastructure that has reached
the end of its useful life, or has recently failed, or is ranked as a high priority for replacement by the water distribution’s infrastructure renewal
strategy. The objective of the project is to replace cast-iron pipe or failing materials with pipe meeting new standards by the American Water
Works Association (AWWA) to provide resiliency in the distribution network against variations in pressure and flows. The point repair project
will address existing deficiencies, and the potential for near-term failure according to priority. The objective of the project is to explore
opportunities to consolidate water distribution service areas (pressure zones), and construct new pipe interconnections between pressure
zones to simplify operations, improve water reuse operations, reduce pumping needs, and eliminate pump stations or tanks that would
otherwise require replacement. The project efforts may include engineering reports, updates to the computer hydraulic model, construction
plans for point repairs, construction management services, tank re-coatings, pump maintenance, updates to construction water filling stations,
materials for point repairs, grant applications, and field testing of water distribution infrastructure.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 590,000 0 0 0 0 590,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
601 - Water Fund 590,000 0 0 0 0 590,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Water Fund 590,000 0 0 0 0 590,000
Purpose and Need
Project Number Project Name
1000065 Waterline Replacements - Point Repair
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
461 Page 675 of 823
CIP#57
Capital Improvement Plan
Whale Rock Reservoir was originally constructed in 1961. In 2018, an assessment was completed to evaluate the condition of the Dam’s
spillway and related infrastructure per requirements set by the Division of Safety of Dams (DSOD). The recommendations by the assessment
include capital improvement projects required to operate the facility in a safe and reliable manner per DSOD requirements. Additionally, the
ongoing maintenance of the facility and associated infrastructure at the Whale Rock Reservoir are necessary to prolong the useful life of the
facilities and ensure staff’s ability to operate the dam and deliver water to the City.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 815,000 145,000 20,000 120,000 45,000 1,145,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
705 - Whale Rock Fund 815,000 145,000 20,000 120,000 45,000 1,145,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Whale Rock Fund 815,000 145,000 20,000 120,000 45,000 1,145,000
Purpose and Need
Project Number Project Name
91335 Whale Rock Reservoir - Major Facility Maintenance
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
462 Page 676 of 823
CIP#58
Capital Improvement Plan
Project Number Project Name
91617 Whale Rock Transmission Pipeline
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
The 17.6 miles of pipeline conduit that transport water from the Whale Rock Reservoir (WRR) to the City of San Luis Obispo, Cal Poly, and
California Men’s Colony is 57 years old. Given the aging infrastructure, an assessment of the pipeline’s condition has been completed to
properly schedule repairs or replacement projects. Understanding the condition of the WRR pipeline has assisted in in planning for long term
pipeline reliability and associated maintenance needs, minimizing pipeline failures and associated disruptions, cost, and water leaks. The
following scheduled repairs will include point repairs or replacement of pipe segments that have experienced corrosion or have failed the
structural integrity assessment.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 60,000 510,000 0 0 0 570,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
705 - Whale Rock Fund 60,000 510,000 0 0 0 570,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Whale Rock Fund 60,000 510,000 0 0 0 570,000
Purpose and Need
463 Page 677 of 823
CIP#59
Capital Improvement Plan
Project Number Project Name
1000077 WRRF Major Maintenance
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance,New Asset
This project includes maintenance of key components at the Water Resource Recovery Facility WRRF to ensure proper operation and prolong
the useful life of equipment and other facilities that are not included in the facility upgrade. The structures and equipment at the Water
Resource Recovery Facility (WRRF) range in age from five to over 75 years. As part of the continued operation of the WRRF, existing
processes and equipment require maintenance and periodic replacement to ensure proper function, prolong service life, and maintain high
quality treatment processes. Preventive maintenance is a key component to reducing equipment failure and reducing risk associated with
regulatory discharge limit violations. Construction and equipment replacement must occur in such a way as to not interfere with the City’s ability
to continue to provide wastewater treatment within a strict regulatory setting. Replacement of equipment and maintenance activities will be
coordinated with the ongoing WRRF upgrade project, which include maintenance to the primary scum pit, screenings auger, grit pumps, grit
blowers, influent storm pumps, laboratory fans, security lights, chain link fence, computerized maintenance management system (CMMS),
digester flare, digester cleaning and digester portable heaters. Construction of these major equipment maintenance projects will be
coordinated with facility’s infrastructure renewal strategy and will allow plant staff to prioritize capital improvement projects for the next decade.
An asset management plan will also be developed to track infrastructure performance and maintenance cycles using the City’s available
software.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 340,000 520,000 400,000 125,000 125,000 1,510,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
601 - Water Fund 87,500 0 0 0 0 87,500
602 - Sewer Fund 252,500 520,000 400,000 125,000 125,000 1,422,500
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Sewer Fund 252,500 520,000 400,000 125,000 125,000 1,422,500
Water Fund 87,500 0 0 0 0 87,500
Purpose and Need
464 Page 678 of 823
CIP#60
Capital Improvement Plan
Several SLO Transit vehicles are near the end of their useful life as defined by the Federal Transit Administration as 12 years of consecutive
service. These vehicles are showing their age and experiencing reliability issues and require additional costly maintenance. This project will
replace end of useful life diesel transit vehicles with new electric transit vehicles which is essential for the City to move closer towards meeting
its Climate Action Plan goals of being carbon neutral by 2030 and the California Air Resource Board Innovative Clean Transit Rule for 100%
transition to electric transit vehicles by 2040. Funding for transit vehicle replacements is contingent upon receipt of discretionary grant dollars.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 1,854,000 1,910,000 1,965,000 2,025,000 2,085,000 9,839,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
621 - Transit Fund 1,854,000 1,910,000 1,965,000 2,025,000 2,085,000 9,839,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
State or Federal Grant 1,854,000 1,910,000 1,965,000 2,025,000 2,085,000 9,839,000
Purpose and Need
Project Number Project Name
1000505 Bus Replacements with EV
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Climate Action
Partnership Project No
Project Classification Transportation
Project Type Asset Replacement
465 Page 679 of 823
CIP#61
Capital Improvement Plan
This is an ongoing program to replace bus shelters as they reach the end of their useful life.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 105,000 0 90,000 0 90,000 285,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
621 - Transit Fund 105,000 0 90,000 0 90,000 285,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
State or Federal Grant 105,000 0 90,000 0 90,000 285,000
Purpose and Need
Project Number Project Name
1000506 Bus Shelter Replacements
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Climate Action
Partnership Project No
Project Classification Transportation
Project Type Asset Replacement
466 Page 680 of 823
CIP#62
Capital Improvement Plan
The City's Bus Wash has met the end of its useful life and commonly fails. This project would replace the current system with a new Bus Wash
system that is water conservation focused. This project is contingent upon receiving future discretionary grants for implementation.
Concurrent with grant solicitation, the City will be reviewing whether shared infrastructure between RTA and the City would be of benefit.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 75,000 450,000 0 0 0 525,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
621 - Transit Fund 75,000 450,000 0 0 0 525,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
State or Federal Grant 75,000 450,000 0 0 0 525,000
Purpose and Need
Project Number Project Name
1000053 Bus Wash Replacement
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Transportation
Project Type Asset Replacement
467 Page 681 of 823
CIP#63
Capital Improvement Plan
Project Number Project Name
91503 California & Taft Roundabout
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Climate Action
Partnership Project Yes
Project Classification Transportation
Project Type Asset Replacement
This project includes Installation of a roundabout at the intersection of California & Taft, which improves traffic safety and congestion for all
road users. This project also improves pedestrian and bicycle connectivity to the newly-constructed segment of the Railroad Safety Trail on the
west side of California Boulevard.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 300,000 2,798,000 0 0 0 3,098,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
XXX – Developer Cont. Fund 0 78,000 0 0 0 78,000
401 - Capital Outlay Fund 300,000 2,720,000 0 0 0 3,020,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Developer Contribution 0 78,000 0 0 0 78,000
Local Revenue Measure 300,000 2,720,000 0 0 0 3,020,000
Purpose and Need
468 Page 682 of 823
CIP#64
Capital Improvement Plan
Project Number Project Name
1000055 Council Hearing Room TI
Project Classification Classification Description
CIP Project Function Fiscal Health & Governance
Community Priority Other
Partnership Project No
Project Classification Public Facility
Project Type Asset Replacement
The tenant improvement project will replace interior finishes and create a more functional space for public meetings.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 0 130,000 0 0 0 130,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 0 130,000 0 0 0 130,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 0 130,000 0 0 0 130,000
Purpose and Need
469 Page 683 of 823
CIP#65
Capital Improvement Plan
This annual asset maintenance project continues to improve the aesthetic of the downtown core with sidewalk frontage improvements. The
addition of pedestrian lighting and conduits to support tree lighting and other Downtown Association activities is incorporated. The proposed
work plan is as follows 22/23 West side of Broad Street from Marsh to Higuera Street including adjacent intersection improvements.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 0 0 1,100,000 0 0 1,100,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 0 0 1,100,000 0 0 1,100,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 0 0 1,100,000 0 0 1,100,000
Purpose and Need
Project Number Project Name
91320 Downtown Renewal
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Economic
Partnership Project No
Project Classification Community Improvement
Project Type Asset Replacement
470 Page 684 of 823
CIP#66
Capital Improvement Plan
Project Number Project Name
1000511 Downtown Safety Enhancements
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Economic
Partnership Project No
Project Classification Community Improvement
Project Type Asset Replacement
This funding will be used to purchase mobile barriers to better protect pedestrians from vehicle collisions, specifically for Farmer's Market, but
may be used in different locations based upon community needs.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 400,000 0 0 0 0 400,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 400,000 0 0 0 0 400,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 400,000 0 0 0 0 400,000
Purpose and Need
471 Page 685 of 823
CIP#67
Capital Improvement Plan
To support the Fire Department's continued effort in reducing workplace injuries, this project will improve the usable exercise space at Station
1 by providing an exterior covering to allow an increased number of personnel to train at one time, even during adverse weather conditions
(heat, rain). Maintaining high levels of physical fitness is required to limit on the job injuries and accidents. The Department's Injury Prevention
Program now includes an increased number of multi-company trainings and the current gym space is not large enough to accommodate more
than one company at a time. The scope of the project includes the installation of an exterior, standalone covering approximately 24' x 24' in
size adjacent to the gym room.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 0 0 25,000 0 0 25,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 0 0 25,000 0 0 25,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
General Capital Outlay 0 0 25,000 0 0 25,000
Purpose and Need
Project Number Project Name
1000515 Fire Station 1 Gym Space Covering
Project Classification Classification Description
CIP Project Function Community Safety
Community Priority Other
Partnership Project No
Project Classification Public Facility
Project Type Asset Replacement
472 Page 686 of 823
CIP#68
Capital Improvement Plan
In an effort to make the Fire Department a more inclusive environment for all genders and to support the City Council's Major City Goal of
Diversity, Equity and Inclusion, the Fire Department is seeking to remodel the living quarters for Fire Stations 3 and 4. Both Stations were
designed with dorm-like sleeping quarters that lack the needed privacy for a multi-gendered staff. Station 4 will also need bathroom
modifications in addition to the living quarters. This project will allow the fire department to conduct a space study and design, allowing staff to
properly plan for the remodel scope and budget requirements.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 25,000 75,000 0 0 0 100,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 25,000 75,000 0 0 0 100,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 25,000 75,000 0 0 0 100,000
Purpose and Need
Project Number Project Name
1000516 Fire Station 3&4 Remodel Space Study and Design
Project Classification Classification Description
CIP Project Function Community Safety
Community Priority Other
Partnership Project No
Project Classification Public Facility
Project Type Asset Replacement
473 Page 687 of 823
CIP#69
Capital Improvement Plan
To support the Fire Department's continued effort in reducing workplace injuries, the this project will improve the usable exercise space at
Station 4 by providing a detached exterior structure to allow a single engine company to perform physical fitness training while out of the
elements. Maintaining high levels of physical fitness is required to limit on the job injuries and accidents. Currently many of the station's
exercise equipment sits outside, exposed to the elements resulting in excessive wear and deterioration. Additionally, the lack of an adequate
exercise space reduces the station crews ability to conduct exercise during adverse weather. The scope of the project includes the installation
of a detached concrete pad and an electrified steel frame structure approximately 24' x 24' in size.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 0 0 90,000 0 0 90,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 0 0 90,000 0 0 90,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
General Capital Outlay 0 0 90,000 0 0 90,000
Purpose and Need
Project Number Project Name
1000517 Fire Station 4 Metal Building Gym Space
Project Classification Classification Description
CIP Project Function Community Safety
Community Priority Other
Partnership Project No
Project Classification Public Facility
Project Type Asset Replacement
474 Page 688 of 823
CIP#70
Capital Improvement Plan
The City’s wastewater collection system includes approximately 140 miles of sewer lines and related operational equipment. Some pipes are
over 100 years old and are undersized. Maintenance needs and costs dramatically increase as pipeline and equipment approach the end of
their useful life. The objective of this project is to replace sewer pipes in the northwest part of the City that have shown high inflow or infiltration
flows based on recorded sewer spills, and high recorded flow rates during major storm events.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 0 0 0 0 200,000 200,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
602 - Sewer Fund 0 0 0 0 200,000 200,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Sewer Fund 0 0 0 0 200,000 200,000
Purpose and Need
Project Number Project Name
1000094 Foothill Sewer Siphon
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
475 Page 689 of 823
CIP#71
Capital Improvement Plan
This funding supports the construction phase of a roadway safety improvement project to widen the segment of South Higuera Street between
Bridge Street and Elks Lane to provide width for a center two-way left-turn lane. This project is partially funded through a Caltrans Highway
Safety Improvement Program (HSIP) Grant and was recommended in the City's Traffic Safety Program to address a collision trend related to
vehicle turns entering/exiting adjacent driveways along a street with no existing turn lanes. Street widening will also provide opportunity to
improve on-street bikeways as recommended in the City's Active Transportation Plan.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 510,000 0 0 0 0 510,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 360,000 0 0 0 0 360,000
507 - Transportation Impact
Fee Fund
150,000
0
0
0
0
150,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Transportation Development
Impact Fee
150,000
0
0
0
0
150,000
USHA Grant 360,000 0 0 0 0 360,000
Purpose and Need
Project Number Project Name
91610 Higuera St. Widening - Bridge to Elks
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Climate Action
Partnership Project No
Project Classification Transportation
Project Type Asset Replacement
476 Page 690 of 823
CIP#72
Capital Improvement Plan
This project replaces the existing interior lighting in several City facilities with new energy efficient LED lighting. There is a small direct cost to
the City for this lighting replacement and the remainder of the project cost will be incorporated into the City’s existing energy billing. Decreased
energy usage is estimated to offset the majority of the lighting retrofit costs.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 15,000 0 0 0 0 15,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 15,000 0 0 0 0 15,000
611 - Parking Fund 0 0 0 0 0 0
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
General Capital Outlay 15,000 0 0 0 0 15,000
Parking Fund 0 0 0 0 0 0
Purpose and Need
Project Number Project Name
1000060 Lighting Energy Efficiency Retrofits
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Climate Action
Partnership Project No
Project Classification Public Facility
Project Type Asset Replacement
477 Page 691 of 823
CIP#73
Capital Improvement Plan
This project will maintain, upgrade, or replace City facilities that serve the community. Funding in this Financial Plan is intended to support the
Parks and Recreation interior office space remodel, the Corp Yard Tenant Improvements, and further the Police Department Facility site
assessment and programming needs.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 200,000 300,000 1,400,000 400,000 55,007,000 57,307,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 200,000 300,000 1,400,000 400,000 55,007,000 57,307,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Bonds, Infrastructure Loan
(Debt)
0
0
0
0
52,000,000
52,000,000
General Capital Outlay 100,000 0 1,000,000 0 0 1,100,000
Local Revenue Measure 100,000 300,000 400,000 400,000 3,007,000 4,207,000
Purpose and Need
Project Number Project Name
1000522 Major Facility Replacements
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Housing
Partnership Project No
Project Classification Public Facility
Project Type Asset Replacement
478 Page 692 of 823
CIP#74
Capital Improvement Plan
Due to historical encroachment into the San Luis Obispo creek channel between Marsh Street and Madonna, the creek channel is unable to
provide sufficient capacity for flood events. This results in frequent flood damage as flood waters rise out of the creek channel and flow down
Higuera Street. This project would reduce the frequency of this flooding by addressing multiple pinch points along the project area and direct
flood waters towards the creek channel.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 100,000 100,000 0 0 0 200,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 100,000 0 0 0 0 100,000
601 - Water Fund 0 100,000 0 0 0 100,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Water Fund 0 100,000 0 0 0 100,000
Zone 9 100,000 0 0 0 0 100,000
Purpose and Need
Project Number Project Name
90649 Mid-Higuera Bypass
Project Classification Classification Description
CIP Project Function Community Safety
Community Priority Climate Action
Partnership Project No
Project Classification Community Improvement
Project Type Asset Replacement
479 Page 693 of 823
CIP#75
Capital Improvement Plan
Project Number Project Name
91439 Mission Plaza Concept Plan Implementation
Project Classification Classification Description
CIP Project Function Community & Neighborhood Livability
Community Priority Economic
Partnership Project No
Project Classification Community Improvement
Project Type Asset Replacement
The City of San Luis Obispo has completed and approved a Concept Plan for future improvements to the Mission Plaza. A major component of
the Concept Plan is to replace the exisitng restroom and install a new café, this scope of work is currently being advanced as Phase #1 of the
broader Mission Plaza Concept Plan implementaion. This project also support design and future construction of the primary plaza area
between Chorro Street and Broad Street, identified as Phase #2, as well as design service for Phase #3, improvements to the Broad Street
Dog-leg.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 0 1,035,000 600,000 0 6,000,000 7,635,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 0 1,035,000 600,000 0 6,000,000 7,635,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 0 1,035,000 600,000 0 6,000,000 7,635,000
Purpose and Need
480 Page 694 of 823
CIP#76
Capital Improvement Plan
Project Number Project Name
91252 Prado Road Bridge & Road Widening
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Housing
Partnership Project Yes
Project Classification Transportation
Project Type Asset Replacement
The bridge over San Luis Obispo Creek at Prado Road is functionally obsolete and cannot accommodate future City needs. This project
proposes to replace the bridge with a wider section while armoring San Luis Obispo Creek to maximize its hydraulic capacity. Additionally, the
intersection at Prado and South Higuera will be widened to operate in conjunction with the widened bridge.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 7,070,100 14,972,220 0 0 0 22,042,320
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 1,527,780 6,557,220 0 0 0 8,085,000
405 - Infractructure Invest CIP
Fund
5,542,320
4,540,000
0
0
0
10,082,320
507 - Transportation Impact
Fee Fund
0
3,875,000
0
0
0
3,875,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Federal HBP Grant 0 6,000,000 0 0 0 6,000,000
General Capital Outlay 1,100,000 410,647 0 0 0 1,510,647
Local Revenue Measure 427,780 146,573 0 0 0 574,353
Transportation Development
Impact Fee
0
3,875,000
0
0
0
3,875,000
Unsecured State or Federal
Grant
5,542,320
4,540,000
0
0
0
10,082,320
Purpose and Need
481 Page 695 of 823
CIP#77
Capital Improvement Plan
The City operates and maintains the recycled water system that is currently comprised of one distribution zone, one booster-pump station, and
a concrete tank located at the WRRF. This project will install critical infrastructure needed to reconstruct chemical dosing pumps and piping
systems of the recycled water storage tank. The objective of the project is to improve the chemical dosing process, monitor the disinfection
performance in the distribution system, and prepare engineering studies required by the Regional Board. The project also includes site fencing
replacement.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 237,500 50,000 0 0 0 287,500
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
601 - Water Fund 237,500 50,000 0 0 0 287,500
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Water Fund 237,500 50,000 0 0 0 287,500
Purpose and Need
Project Number Project Name
1000530 Recycled Water Tank
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Asset Replacement,New Asset
482 Page 696 of 823
CIP#78
Capital Improvement Plan
The City currently operates two potable reservoirs (#1 and #2) that are estimated to be 60 years old. Reservoir #2 is a 7.44 million gallon (MG)
reservoir equipped with floating covers that had previously been identified to be replaced in 2015. This reservoir supplies about half of the City’s
potable water needs. Because the reservoir is one big basin, the entire storage volume must be taken out-of-service for reservoir maintenance.
The recently completed water distribution system hydraulic modeling identified opportunities to consolidate water distribution zones to improve
operations, reduce pumping needs, eliminate tanks and pump stations that would otherwise require replacement, improve fire flow, and
improve available fire storage. Replacement of Reservoir #2 will include construction of two new 2.5 MG above-ground tanks at the existing
reservoir site. This will provide critical redundancy and allow for tank maintenance without service interruption. It will also be designed to
increase water mixing in the reservoir, which will in turn lessen the overall age of water. Older water age contributes to disinfection by-products,
a regulated substance which may be harmful to human health. The study phase will research constructability and identify project components
such as whether electrical upgrades are necessary to the transfer pump station to ensure system reliability during construction. (This project
will include a loan from the State Revolving Fund)
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 0 0 0 780,000 0 780,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
601 - Water Fund 0 0 0 780,000 0 780,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Water Fund 0 0 0 780,000 0 780,000
Purpose and Need
Project Number Project Name
91368 Reservoir 2 Replacement
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
483 Page 697 of 823
CIP#79
Capital Improvement Plan
The City’s wastewater collection system includes approximately 140 miles of sewer lines and related operational equipment. Some pipes are
over 100 years old and are undersized. Maintenance needs and costs dramatically increase as pipeline and equipment approach the end of
their useful life. The objective of this project is to replace sewer pipes in areas that have shown high inflow or infiltration flows based on
recorded sewer spills, and high recorded flow rates during major storm events.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 0 0 25,000 1,275,000 0 1,300,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
602 - Sewer Fund 0 0 25,000 1,275,000 0 1,300,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Sewer Fund 0 0 25,000 1,275,000 0 1,300,000
Purpose and Need
Project Number Project Name
1000093 Serrano, Bressi, Dana Pipe Replacement
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
484 Page 698 of 823
CIP#80
Capital Improvement Plan
Project Number Project Name
1000535 Transit Facility EV Charging Infrastructure
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Climate Action
Partnership Project No
Project Classification Transportation
Project Type Asset Replacement,New Asset
The State of California's Innovative Clean Fleet Rule requires transit agencies to convert to zero emission vehicles. This project is to build in
the electric vehicle infrasture needed to support the City's acquisition of electric transit buses.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 715,000 0 0 0 0 715,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
621 - Transit Fund 715,000 0 0 0 0 715,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
State or Federal Grant 715,000 0 0 0 0 715,000
Purpose and Need
485 Page 699 of 823
CIP#81
Capital Improvement Plan
One existing SLO Transit van has met the end of its useful life after 8 years of consecutive service. Replacement with an electric version is
being recommended to comply with Ca ICT and City CAP goals.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 70,000 0 0 0 0 70,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
621 - Transit Fund 70,000 0 0 0 0 70,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
State or Federal Grant 70,000 0 0 0 0 70,000
Purpose and Need
Project Number Project Name
1000536 Transit Supervisor ADA EV Van
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Fleet
Project Type Asset Replacement
486 Page 700 of 823
CIP#82
Capital Improvement Plan
Based upon recent Transit audits, one finding recommended that the Transit program better secure the farebox vault. This project will pay for
the design study phase this project.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 0 15,000 0 0 0 15,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
621 - Transit Fund 0 15,000 0 0 0 15,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
State or Federal Grant 0 15,000 0 0 0 15,000
Purpose and Need
Project Number Project Name
1000538 Vault Room Addition Design Study
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Transportation
Project Type Asset Replacement
487 Page 701 of 823
CIP#83
Capital Improvement Plan
The City’s wastewater collection system includes approximately 140 miles of sewer lines and related operational equipment. Some pipes are
over 100 years old and are undersized. Maintenance needs and costs dramatically increase as pipeline and equipment approach the end of
their useful life. The objective of this project is to replace sewer pipes in areas that have shown high inflow or infiltration flows based on
recorded sewer spills, and high recorded flow rates during major storm events.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 1,276,000 0 0 0 0 1,276,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
602 - Sewer Fund 1,276,000 0 0 0 0 1,276,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Sewer Fund 1,276,000 0 0 0 0 1,276,000
Purpose and Need
Project Number Project Name
1000091 Verde, Luneta, Ramona Pipe Replacement
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
488 Page 702 of 823
CIP#84
Capital Improvement Plan
The City’s wastewater collection system includes approximately 140 miles of sewer lines and related operational equipment. Some pipes are
over 100 years old, and are undersized. Maintenance requirements increase dramatically as pipeline and equipment approach the end of their
useful life. Pipeline and operational equipment require ongoing maintenance and condition assessment to prioritize periodic replacement,
ensure proper function, and prolong service life. The objective of this project is to replace sewer pipes in areas that have shown high inflow or
infiltration flows based on recorded sewer spills, and high recorded flow rates during major storm events. Pipeline assessments have
prioritized sewerline replacements along the street segments indicated below, by construction year:
2022 - Murray, Chorro, Meineke
2022 - Islay, Henry, Sierra Way
2022 - Morro, Mill, Santa Rosa
2023 - Taft, Hathaway, Phillips, Buena Vista, Loomis
2023 - San Jose, Ramona, Monte Vista, California
2025 - Broad, Murray, Chorro.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 160,000 3,860,000 2,450,000 135,000 1,485,000 8,090,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
602 - Sewer Fund 160,000 3,860,000 2,450,000 135,000 1,485,000 8,090,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Sewer Fund 160,000 3,860,000 2,450,000 135,000 1,485,000 8,090,000
Purpose and Need
Project Number Project Name
1000539 Wastewater Collections System Improvements
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Asset Replacement
489 Page 703 of 823
CIP#85
Capital Improvement Plan
Project Number Project Name
91369
Wastewater Lift Station Rehabilitation: Airport Lift
Station
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
The Airport Lift Station is located on Broad Street near the intersection of Fiero Lane. This station is a Smith and Loveless dry/wet well design.
It operates with two-240 gpm, 5 horsepower pumps and 840 feet of existing eight-inch force main and was originally constructed by San Luis
Obispo County in 1968; the City took over its operation and maintenance in 2000. Due to age, poor structural conditions, and exterior corrosion
the station is operating beyond its life expectancy. The replacement lift station will be sited to accommodate future development of the Airport
Area Specific Plan, which will include additional gravity sewers and a new sewer force main. Efforts will be made to look for alternative
solutions to eliminate the need of a longer forcemain, which may require additional gravity systems, easement and property acquisitions
through the recent Fiero Annexation completed in 2021.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 2,020,000 0 0 0 0 2,020,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
602 - Sewer Fund 2,020,000 0 0 0 0 2,020,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Sewer Fund 2,020,000 0 0 0 0 2,020,000
Purpose and Need
490 Page 704 of 823
CIP#86
Capital Improvement Plan
The Silver City Lift Station is a Smith and Loveless dry/wet well design, and was put in to service in 1971. The existing six-inch asbestos
concrete force main pumps under San Luis Obispo Creek (it is encased under the creek) approximately 765 feet to a manhole upstream of the
Laguna Lift Station. The Silver City lift station operates with two 450 gpm, 18.5 horse power pumps. The station replacement will be located in
the same current location proximity. An additional property acquisition and easements will be required to relocate both the new lift station and
force main. In addition to the force main replacement it will require the pipe to be encased in the San Luis creek crossing. The replacement lift
station will accommodate a portion of the future development anticipated in the Margarita Area Specific Plan.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 0 70,000 100,000 0 1,980,000 2,150,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
602 - Sewer Fund 0 70,000 100,000 0 1,980,000 2,150,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Sewer Fund 0 70,000 100,000 0 1,980,000 2,150,000
Purpose and Need
Project Number Project Name
1000082
Wastewater Lift Station Rehabilitation: Silver City Lift
Station
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Asset Replacement
491 Page 705 of 823
CIP#87
Capital Improvement Plan
The City’s Water Treatment Plant was originally constructed in 1961. In 1995, a significant upgrade to the plant was completed to meet
changing water quality requirements. In April of 2008, another major upgrade project was completed that replaced older equipment, added
additional storage capacity for treated water, and enhanced treatment processes. The ongoing maintenance of the facilities and equipment at
the Water Treatment Plant is necessary to prolong the useful life of the facilities and ensure staff’s ability to operate the plant and treat water to
State and Federal standards. The proposed maintenance projects include maintenance to ozone system, chemical storage system, air
compressor, package thickener, aluminum bulk tank replacement, lab analyzer replacement, polymer mixing unit rehabilitation, rehabilitation of
pump station pressure sustaining valves, facility roof repairs, and the development of a Facility Infrastructure Renewal Strategy. The renewal
strategy will allow plant staff to prioritize Water Treatment Plant related capital improvement projects for the next decade. An asset
management plan will also be developed to track infrastructure performance and maintenance cycles.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 275,000 180,000 50,000 0 25,000 530,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
601 - Water Fund 270,000 180,000 50,000 0 25,000 525,000
705 - Whale Rock Fund 5,000 0 0 0 0 5,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Water Fund 270,000 180,000 50,000 0 25,000 525,000
Whale Rock Fund 5,000 0 0 0 0 5,000
Purpose and Need
Project Number Project Name
1000542 Water Treatment Plant Major Facility Maintenance
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance,Asset Replacement
492 Page 706 of 823
CIP#88
Capital Improvement Plan
The City operates a complex potable water distribution system that is comprised of 15 distribution zones, nine potable water storage tanks, two
reservoirs, five hydro-pneumatic tanks, seven pump stations, 21 pressure reducing valves (PRVs) and over 180 miles of pipe with diameters
ranging in size from four inches to 30 inches. This project will replace critical infrastructure that has reached the end of its useful life,
experienced water main breaks, and is ranked as a high priority for replacement. The objective of the project is to replace a critical
transmission main crossing Highway 101 with new pipe meeting new standards by the American Water Works Association (AWWA), and
provide resiliency in the distribution network against variations in pressure and flows.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 140,000 1,650,000 0 0 0 1,790,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
601 - Water Fund 140,000 1,650,000 0 0 0 1,790,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Water Fund 140,000 1,650,000 0 0 0 1,790,000
Purpose and Need
Project Number Project Name
1000545
Waterline Replacements : California Ave - Stafford
to Mill
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
493 Page 707 of 823
CIP#89
Capital Improvement Plan
Replacement of water distribution pipes, mainlines, and related infrastructure is an ongoing program for reliable water distribution and fire
protection. The City operates a complex potable water distribution system that is comprised of 15 distribution zones, nine potable water storage
tanks, two reservoirs, five hydro-pneumatic tanks, seven pump stations, 21 pressure reducing valves (PRVs) and over 180 miles of pipe with
diameters ranging in size from four inches to 30 inches. This project will replace critical infrastructure that has reached the end of its useful life,
experienced water main breaks, and is ranked as a high priority for replacement by the water distribution’s infrastructure renewal strategy. The
objective of the project is to replace cast-iron pipe or failing materials with pipe meeting new standards by the American Water Works
Association (AWWA) to provide resiliency in the distribution network against variations in pressure and flows.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 0 0 100,000 1,100,000 0 1,200,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
601 - Water Fund 0 0 100,000 1,100,000 0 1,200,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Water Fund 0 0 100,000 1,100,000 0 1,200,000
Purpose and Need
Project Number Project Name
1000547
Waterline Replacements: Chorro - Highland to
Meinecke
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
494 Page 708 of 823
CIP#90
Capital Improvement Plan
Replacement of water distribution pipes, mainlines, and related infrastructure is an ongoing program for reliable water distribution and fire
protection. The City operates a complex potable water distribution system that is comprised of 15 distribution zones, nine potable water storage
tanks, two reservoirs, five hydro-pneumatic tanks, seven pump stations, 21 pressure reducing valves (PRVs) and over 180 miles of pipe with
diameters ranging in size from four inches to 30 inches. This project will replace critical infrastructure that has reached the end of its useful life,
experienced water main breaks, and is ranked as a high priority for replacement by the water distribution’s infrastructure renewal strategy. The
objective of the project is to replace cast-iron pipe or failing materials with pipe meeting new standards by the American Water Works
Association (AWWA) to provide resiliency in the distribution network against variations in pressure and flows.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 0 0 0 0 880,000 880,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
601 - Water Fund 0 0 0 0 880,000 880,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Water Fund 0 0 0 0 880,000 880,000
Purpose and Need
Project Number Project Name
1000556 Waterline Replacements Craig, Christina, Jaycee
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
495 Page 709 of 823
CIP#91
Capital Improvement Plan
Replacement of water distribution pipes, mainlines, and related infrastructure is an ongoing program for reliable water distribution and fire
protection. The City operates a complex potable water distribution system that is comprised of 15 distribution zones, nine potable water storage
tanks, two reservoirs, five hydro-pneumatic tanks, seven pump stations, 21 pressure reducing valves (PRVs) and over 180 miles of pipe with
diameters ranging in size from four inches to 30 inches. This project will replace critical infrastructure that has reached the end of its useful life,
experienced water main breaks, and is ranked as a high priority for replacement by the water distribution’s infrastructure renewal strategy. The
objective of the project is to replace cast-iron pipe or failing materials with pipe meeting new standards by the American Water Works
Association (AWWA) to provide resiliency in the distribution network against variations in pressure and flows.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 0 0 0 130,000 1,430,000 1,560,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
601 - Water Fund 0 0 0 130,000 1,430,000 1,560,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Water Fund 0 0 0 130,000 1,430,000 1,560,000
Purpose and Need
Project Number Project Name
1000544
Waterline Replacement: Highland - Oakridge to
Cuesta
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
496 Page 710 of 823
CIP#92
Capital Improvement Plan
Replacement of water distribution pipes, mainlines, and related infrastructure is an ongoing program for reliable water distribution and fire
protection. The City operates a complex potable water distribution system that is comprised of 15 distribution zones, nine potable water storage
tanks, two reservoirs, five hydro-pneumatic tanks, seven pump stations, 21 pressure reducing valves (PRVs) and over 180 miles of pipe with
diameters ranging in size from four inches to 30 inches. This project will replace critical infrastructure that has reached the end of its useful life,
experienced water main breaks, and is ranked as a high priority for replacement by the water distribution’s infrastructure renewal strategy. The
objective of the project is to replace cast-iron pipe or failing materials with pipe meeting new standards by the American Water Works
Association (AWWA) to provide resiliency in the distribution network against variations in pressure and flows.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 0 0 0 0 850,000 850,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
601 - Water Fund 0 0 0 0 850,000 850,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Water Fund 0 0 0 0 850,000 850,000
Purpose and Need
Project Number Project Name
1000546
Waterline Replacements - Highland at UPRR and
Cal Poly
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
497 Page 711 of 823
CIP#93
Capital Improvement Plan
The 17.6 miles of pipeline conduit that transport water from the Whale Rock Reservoir (WRR) to the City of San Luis Obispo, Cal Poly, and
California Men’s Colony is 57 years old. Given the aging infrastructure, this project will include point repairs or replacement of pipe segments
that have experienced corrosion or have failed the structural integrity assessment in the older transmission system along Stenner Creek and
northeast of the Water Treatment Plant.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 0 0 0 0 80,000 80,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
601 - Water Fund 0 0 0 0 80,000 80,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Water Fund 0 0 0 0 80,000 80,000
Purpose and Need
Project Number Project Name
1000543 Waterline Replacement: Stenner Canyon
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
498 Page 712 of 823
CIP#94
Capital Improvement Plan
The project involves rehabilitation of the Whale Rock Pump Station Facility.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 0 0 0 1,800,000 0 1,800,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
705 - Whale Rock Fund 0 0 0 1,800,000 0 1,800,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Whale Rock Fund 0 0 0 1,800,000 0 1,800,000
Purpose and Need
Project Number Project Name
1000549
Whale Rock Pump Station Electrical Repairs (A and
B)
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Annual Asset Maintenance
499 Page 713 of 823
CIP#95
Capital Improvement Plan
This project will demolish the old effluent structure at the Water Resource Recovery Facility.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 0 0 50,000 495,000 0 545,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
602 - Sewer Fund 0 0 50,000 495,000 0 545,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Sewer Fund 0 0 50,000 495,000 0 545,000
Purpose and Need
Project Number Project Name
1000552 WRRF - Demolish Old Effluent Structure
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Asset Replacement
500 Page 714 of 823
CIP#96
Capital Improvement Plan
The City’s Water Resource Recovery Facility (WRRF) upgrade will comply with stricter discharge limits required by the Central Coast Water
Board (CCWB), increase wastewater treatment capacity to serve the community, and to replace aging infrastructure that has reached the end
of their service life. The 2015 WRRF Facilities Plan identified the need for the WRRF upgrade and other infrastructure needs based on priority.
One of those priority projects, is the expansion of the biogas production and emissions control upgrades per regulatory requirements. This
project will study the increase of bio-gas production using field measurements of the new digester system, and develop a plan to upgrade the
emission treatment system per regulatory requirements. This project will be coordinate with the California Resiliency Challenge and the
Department of Energy’s models to consider alternatives for sustainable power solutions.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 0 100,000 385,000 0 0 485,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
602 - Sewer Fund 0 100,000 385,000 0 0 485,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Sewer Fund 0 100,000 385,000 0 0 485,000
Purpose and Need
Project Number Project Name
1000551 WRRF - Digester Flare Upgrade
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type Asset Replacement
501 Page 715 of 823
CIP#97
Capital Improvement Plan
The City’s Water Resource Recovery Facility (WRRF) and Wastewater Collection’s maintenance shops are located near the intersection of
Prado Road and Elks Lane. In 2017 the need to design and construct an overcrossing on Highway 101 was presented to Caltrans with
anticipation of developing a work plan to complete environmental clearances, design, and construction. Since 2017, iterations of the
overcrossing objectives and design requirements have required the footprint of the overcrossing to encroach into the sewer fund’s property.
The encroachment will require demolition of the existing wastewater collection’s shop and re-routing of the Prado Road entrance. This project
will look for opportunities to re-purpose existing building areas or develop new objectives for the design of a new maintenance shop. The
project will be broken up into a study, design and environmental clearance, and construction phase. Additionally, the WRRF demolished the
existing maintenance welding shop and storage facility to make room for the new digester and pumping facilities. The WRRF will need a
maintenance shop with adequate storage and amenities to service the new facility in the next three years, and eliminate the steel storage bins
currently being used.. This project will evaluate opportunities to merge the two maintenance shops under one footprint, and review the section’s
objectives to create efficiencies with one construction project to promote section efficiencies, enhance security to the WRRF, and improve
circulation based on the intersection realignments proposed by the Highway 101overcrossing project.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 150,000 350,000 5,500,000 0 0 6,000,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
602 - Sewer Fund 150,000 350,000 5,500,000 0 0 6,000,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Sewer Fund 150,000 350,000 5,500,000 0 0 6,000,000
Purpose and Need
Project Number Project Name
1000550 WRRF And Wastewater Collection Shop
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Public Facility
Project Type Asset Replacement
502 Page 716 of 823
CIP#98
Capital Improvement Plan
The City’s Water Resource Recovery Facility (WRRF) must be upgraded to comply with stricter discharge limits required by the Central Coast
Water Board (CCWB), to increase capacity to serve the City’s population at General Plan build out, and to replace existing aged facilities that
have reached the end of their service life. The draft 2015 WRRF Facilities Plan identifies the related upgrades and associated costs. Study of
these improvements began in 2014-15, with design and environmental permitting beginning in 2015-16 and 2016- 17. Stricter discharge limits
will require new treatment processes as well as changes to current processes at the WRRF to remove nutrients and disinfection by-products
prior to releasing environmental water to San Luis Obispo Creek; these limits are required to meet the CCWB’s Basin Plan for inland
waterbodies. The Regional Water Quality Control Board adopted a revised National Pollutant Discharge Elimination System Permit with stricter
discharge requirements that went into effect December 1, 2014 and requires the City to meet these new standards by November 2019. The
WRRF’s capacity will be increased from its current 5.1 million gallons per day (MGD) to approximately 5.4 MGD to meet the projected growth
for the next 20 years while several aged or obsolete processes will require upgrades or removal. This project will also maximize recycled water
production and include much needed upgrades to buildings and communication infrastructure to assist in the optimal operation and
maintenance of the facility. All aspects of the upgrade will consider a triple bottom line approach to ensure the facility becomes a valuable
community asset.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 15,920,563 426,625 0 0 0 16,347,188
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
602 - Sewer Fund 15,920,563 426,625 0 0 0 16,347,188
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Sewer Fund 15,920,563 426,625 0 0 0 16,347,188
Purpose and Need
Project Number Project Name
91219 WRRF Upgrade
Project Classification Classification Description
CIP Project Function Environmental Health & Open Space
Community Priority Other
Partnership Project No
Project Classification Public Facility
Project Type Asset Replacement
503 Page 717 of 823
CIP#99
Capital Improvement Plan
In February of 2021, the City adopted its first Active Transportation Plan (ATP), which identifies policies, programs and projects needed to
support a high-quality, safe and efficient citywide bicycle and pedestrian transportation system. Elements of the Active Transportation Plan are
implemented through private development as well as City-led programs and capital improvement projects. This larger capital project
encompasses planning, design and construction of several smaller sub-projects to support implementation of the Active Transportation Plan.
Individual sub-projects are summarized as follows:
• 2021-22: Pedestrian Facility Improvements - Minor Projects (i.e., Ped Signals, Flashing Beacons, Crosswalks, etc.) 2021-22: Bicycle Facility
Improvements - Minor Projects (i.e. New Drain Grates, Bike Lane Signing/Striping, etc.)
• 2021: Roadway Sealing Complete Street Components - Active Transportation Improvements within 2021 Sealing Areas 2022: Roadway
Sealing Complete Street Components - Active Transportation Improvements within 2022 Sealing Areas 2021-22: ATP Tier1 Network
Implementation - Planning, Design and Construction of ATP Tier1 Bike/Ped Network
• 2021: Railroad Safety Trail (Tiburon to Orcutt) - Prelim. Engineering & Right-of-Way for Development-Led Project
• 2021-22: Bikeshare System Implementation - Monitor & Continue to Evaluate Potential for Future City Bikeshare System
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 550,000 550,000 1,600,000 2,600,000 2,250,000 7,550,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 450,000 550,000 1,600,000 2,600,000 2,250,000 7,450,000
507 - Transportation Impact
Fee Fund
100,000
0
0
0
0
100,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
General Capital Outlay 0 0 0 0 1,850,000 1,850,000
Local Revenue Measure 405,000 505,000 1,555,000 2,555,000 355,000 5,375,000
Transportation Development
Act TDA
45,000
45,000
45,000
45,000
45,000
225,000
Transportation Development
Impact Fee
100,000
0
0
0
0
100,000
Purpose and Need
Project Number Project Name
1000502 Active Transportation Plan Implementation
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Climate Action
Partnership Project No
Project Classification Transportation
Project Type New Asset
504 Page 718 of 823
CIP#100
Capital Improvement Plan
This project includes final design and construction of the Anholm Neighborhood Greenway, completing a priority route for bicyclists and
pedestrians connecting Downtown San Luis Obispo north to Foothill Boulevard. This funding allows the City to proceed with implementation of
Phase 1B (Foothill to Ramona) and Phase 2 (Ramona to Downtown) of the Anholm Neighborhood Greenway Plan, which includes installation
of ADA curb ramps, enhanced pedestrian crosswalks, physically-protected bikeways, safety lighting and public artwork at the US 101/Chorro
Street undercrossing, landscaping and wayfinding signage/markings along the 1.2-mile route. This route connects with the existing
pedestrian/bicycle crossing at the intersection of Foothill & Ferrini (Phase 1A of the Anholm Plan) and is part of the City's Tier 1 Active
Transportation Network. Tier 1 projects are the highest priority bicycle and pedestrian projects recommended in the City's Active
Transportation Plan.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 2,450,000 0 0 0 0 2,450,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 2,450,000 0 0 0 0 2,450,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 744,775 0 0 0 0 744,775
State or Federal Grant 1,705,225 0 0 0 0 1,705,225
Purpose and Need
Project Number Project Name
1000036
Anholm Neighborhood Greenway Plan
Implementation
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Climate Action
Partnership Project No
Project Classification Transportation
Project Type New Asset
505 Page 719 of 823
CIP#101
Capital Improvement Plan
Project provides banner arms, banners, arm rests and signs in the downtown.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 100,000 25,000 25,000 25,000 25,000 200,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 100,000 25,000 25,000 25,000 25,000 200,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 100,000 25,000 25,000 25,000 25,000 200,000
Purpose and Need
Project Number Project Name
1000157 Banner Arms, Bench Arm Rests, Signs
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Economic
Partnership Project No
Project Classification Community Improvement
Project Type New Asset
506 Page 720 of 823
CIP#102
Capital Improvement Plan
Project Number Project Name
1000501 Bob Jones Trail and RRST Solar Lighting
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Climate Action
Partnership Project No
Project Classification Maintenance
Project Type New Asset
This project includes installation of solar path lighting along the Bob Jones Trail between Prado Road and Los Osos Valley Road, and along
the Railroad Safety Trail between Orcutt Road and the Jennifer Street Bridge.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 100,000 1,350,000 0 0 0 1,450,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 100,000 1,350,000 0 0 0 1,450,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 100,000 1,350,000 0 0 0 1,450,000
Purpose and Need
507 Page 721 of 823
CIP#103
Capital Improvement Plan
Project Number Project Name
1000507 City Facility Energy Infrastructure Plan
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Climate Action
Partnership Project No
Project Classification Public Facility
Project Type New Asset
This project provides a strategic infrastructure plan to support energy efficiency, renewable energy generation, energy storage, electric
transportation, and decarbonization objectives consistent with Council's adopted goals of carbon neutral municipal operations by 2030.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 100,000 0 0 0 0 100,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
404 - Major Facility Repl Fund 100,000 0 0 0 0 100,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
General Capital Outlay 100,000 0 0 0 0 100,000
Purpose and Need
508 Page 722 of 823
CIP#104
Capital Improvement Plan
Project Number Project Name
1000508 City Hall Lighting
Project Classification Classification Description
CIP Project Function Community & Neighborhood Livability
Community Priority Economic
Partnership Project No
Project Classification Public Facility
Project Type New Asset
This project install safety and accent lighting for the exterior of City Hall.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 0 15,000 120,000 0 0 135,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 0 15,000 120,000 0 0 135,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
General Capital Outlay 0 15,000 120,000 0 0 135,000
Purpose and Need
509 Page 723 of 823
CIP#105
Capital Improvement Plan
Project Number Project Name
1000056 Development Agreement - City Share -
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Climate Action
Partnership Project Yes
Project Classification Transportation
Project Type New Asset
This funding supports the City's proportional share of infrastructure constructed by the Avila Ranch development, which includes construction
of Class I Shared-Use Path along Buckley Road Extension between Vachell and S. Higuera Street.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 120,000 715,000 0 0 0 835,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
405 - Infractructure Invest CIP
Fund
120,000
715,000
0
0
0
835,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
General Capital Outlay 0 715,000 0 0 0 715,000
Local Revenue Measure 120,000 0 0 0 0 120,000
Purpose and Need
510 Page 724 of 823
CIP#106
Capital Improvement Plan
With the dedication of parkland and park fees collected from developments within the Orcutt Area Specific Plan (OASP), the City will be
developing the 4 parks as provided in the OASP development plans. Parks include a neighborhood park, linear park, pocket park and trail
junction park with recreation amenities such as pickleball and tennis courts, playground, restrooms, soccer fields, dog park, basketball court,
bbq pavilion, fitness station, and pump track. Initial conceptual designs were approved by the Parks and Recreation Commission in 2016, but
additional public input will be gathered surrounding park design and scope. This project will also utilize Parkland-in-lieu fees paid by San Luis
Ranch per the development agreement to construct park amenity enhancements at Laguna Lake Park. Enhancements will be guided by the
new Parks and Recreation Blueprint for the Future.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 1,520,000 4,210,026 5,050,000 0 0 10,780,026
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 0 815,000 4,800,000 0 0 5,615,000
501 - Parkland Development
Fund
0
2,875,026
0
0
0
2,875,026
511 - OASP Park Fund 1,520,000 220,000 250,000 0 0 1,990,000
519 - Park Improvement
Impact Fee Fund - Citywide
0
300,000
0
0
0
300,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 0 815,000 4,800,000 0 0 5,615,000
Parkland Development Impact
Fees
1,520,000
3,395,026
250,000
0
0
5,165,026
Purpose and Need
Project Number Project Name
1000057 Development Related Park Improvements
Project Classification Classification Description
CIP Project Function Culture & Recreation
Community Priority Housing
Partnership Project Yes
Project Classification Community Improvement
Project Type New Asset
511 Page 725 of 823
CIP#107
Capital Improvement Plan
Upgrade the downtown overhead "zig-zag" lighting, originally installed as a temporary pilot project, to a permanent installation, including
expansion to additional streets within the downtown where feasible.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 250,000 0 0 0 0 250,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 250,000 0 0 0 0 250,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 250,000 0 0 0 0 250,000
Purpose and Need
Project Number Project Name
1000512 Downtown Zig-Zag Lighting
Project Classification Classification Description
CIP Project Function Community & Neighborhood Livability
Community Priority Economic
Partnership Project No
Project Classification Community Improvement
Project Type New Asset
512 Page 726 of 823
CIP#108
Capital Improvement Plan
This project provides electric vehicle charging stations to support the City's transition to electric fleet vehicles.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 175,000 100,000 100,000 100,000 100,000 575,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 100,000 100,000 100,000 100,000 100,000 500,000
601 - Water Fund 37,500 0 0 0 0 37,500
602 - Sewer Fund 37,500 0 0 0 0 37,500
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 100,000 100,000 100,000 100,000 100,000 500,000
Sewer Fund 37,500 0 0 0 0 37,500
Water Fund 37,500 0 0 0 0 37,500
Purpose and Need
Project Number Project Name
1000513 Electric Vehicle Charging Station at Various Facilities
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Climate Action
Partnership Project No
Project Classification Public Facility
Project Type New Asset
513 Page 727 of 823
CIP#109
Capital Improvement Plan
Project Number Project Name
1000514 Emerson Park Amenity Upgrades and Beautification
Project Classification Classification Description
CIP Project Function Community & Neighborhood Livability
Community Priority Other
Partnership Project No
Project Classification Community Improvement
Project Type New Asset
This project is contingent on Prop. 68 grant award. Staff submitted a grant application for amenity upgrades and park beautification at Emerson
Park. Park upgrades include construction of restrooms, creation of a small fenced dog park, installation of an educational garden and amenity
upgrades and expansion of the basketball court, playground, perimeter fencing, and addition of safety lighting.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 2,810,000 0 0 0 0 2,810,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 2,810,000 0 0 0 0 2,810,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
State or Federal Grant 2,810,000 0 0 0 0 2,810,000
Purpose and Need
514 Page 728 of 823
CIP#110
Capital Improvement Plan
Project Number Project Name
99110
Laguna Lake Dredging and Sediment Management
Project Implementation
Project Classification Classification Description
CIP Project Function Environmental Health & Open Space
Community Priority Climate Action
Partnership Project No
Project Classification Community Improvement
Project Type New Asset
The Laguna Lake Nature Reserve, including Laguna Lake, is 344-acres of City owned land. Laguna Lake is a naturally occurring water body
although the lake and surrounding watershed have been modified including the rerouting of Prefumo Creek into Laguna Lake. This rerouting
of Prefumo Creek has increased sediment deposits into the lake. This is a pilot project to ascertain if dredging is a viable solution for Laguna
Lake and could become a routine maintenance activity.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 840,000 0 675,000 0 675,000 2,190,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 840,000 0 675,000 0 675,000 2,190,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 840,000 0 675,000 0 675,000 2,190,000
Purpose and Need
515 Page 729 of 823
CIP#111
Capital Improvement Plan
Implementation of a new neighborhood park in the North Broad Street area was prioritized by Council during the 2017-19 Financial Plan
adoption and design funding was provided in the 2018-19 Financial Plan Supplement. Staff is currently designing a park at 533 Broad Street,
the location of the existing community gardens, to fill this need. Conceptual plans have been approved by the Parks and Recreation
Commission (PRC), Planning Commission (PC) and City Council during the re-zoning of the city owned property. The proposed new
neighborhood park includes fifteen garden planter boxes (3 ADA accessible), open turf space, playground equipment, a water fountain/water
filling station, picnic tables, shade structures, benches, trash receptacles, and an accessible walking path with pathway lighting around the
perimeter of the park. The project also includes many improvements within the City public right-of-way at the intersection of Broad and Lincoln
Street including accessible curb ramps and high-visibility crosswalks. Construction is planned for the 2021-22 Fiscal Year. $783,000 has
already been appropriated for the project, but additional funding is needed due to design and construction cost increases and additional scope
to the project from PC and Council recommendations.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 175,000 0 0 0 0 175,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 175,000 0 0 0 0 175,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 175,000 0 0 0 0 175,000
Purpose and Need
Project Number Project Name
91683 North Broad Street Neighborhood Park
Project Classification Classification Description
CIP Project Function Culture & Recreation
Community Priority Other
Partnership Project No
Project Classification Community Improvement
Project Type New Asset
516 Page 730 of 823
CIP#112
Capital Improvement Plan
Project Number Project Name
1000155 Open SLO
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Economic
Partnership Project No
Project Classification Community Improvement
Project Type New Asset
This funding will support ongoing tasks as part of the Open SLO program, which includes various strategies to utilize the public right-of-way to
support public health and economic recovery through the duration of the COVID-19 pandemic. Open SLO activities include installation and
removal of parklets and sidewalk dining areas, activation of Mission Plaza for outdoor take out dining, and temporary street modifications to
support physical distancing and safety for all road users. This funding will be used for semi-permanent parklet installations.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 200,000 0 0 0 0 200,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 200,000 0 0 0 0 200,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 200,000 0 0 0 0 200,000
Purpose and Need
517 Page 731 of 823
CIP#113
Capital Improvement Plan
The City continues to actively pursue land purchases and conservation easements to enhance the greenbelt around the City which protects
watersheds and maintains habitat connectivity. This funding is largely levered by grant funding to implement open space acquisition.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 250,000 250,000 250,000 250,000 250,000 1,250,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 250,000 250,000 250,000 250,000 250,000 1,250,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 250,000 250,000 250,000 250,000 250,000 1,250,000
Purpose and Need
Project Number Project Name
99837 Open Space Acquisition
Project Classification Classification Description
CIP Project Function Environmental Health & Open Space
Community Priority Climate Action
Partnership Project No
Project Classification Community Improvement
Project Type New Asset
518 Page 732 of 823
CIP#114
Capital Improvement Plan
Project Number Project Name
90435 Palm - Nipomo Parking Structure
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Economic
Partnership Project No
Project Classification Transportation
Project Type New Asset
The project will install a new parking structure at the Palm/Nipomo intersection that will have 400 parking spaces, two elevators, electric vehicle
charging stations, solar panels and other amenities.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 850,000 5,582,000 39,042,000 0 0 45,474,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 0 0 1,990,000 0 0 1,990,000
611 - Parking Fund 850,000 5,582,000 37,052,000 0 0 43,484,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Bonds, Infrastructure Loan
(Debt)
0
0
37,052,000
0
0
37,052,000
General Capital Outlay 0 0 990,000 0 0 990,000
Local Revenue Measure 0 0 1,000,000 0 0 1,000,000
Parking Fund 850,000 5,582,000 0 0 0 6,432,000
Purpose and Need
519 Page 733 of 823
CIP#115
Capital Improvement Plan
The current parking garage payment and gating equipment installed several years ago, already requires daily maintenance and
troubleshooting by Parking Services staff. This garage equipment does not integrate with new enforcement technology nor does it integrate
with the recently installed on-street multi-space pay stations. This project will replace the existing payment and gating equipment with a
gateless system that uses pay stations and mobile payment technology to provide a seamless, integrated experience for our customers. The
new equipment will allow Parking Services staff to enforce paid parking in the garages more efficiently. The new equipment will also save staff
time from troubleshooting hardware issues and reduce customers’ frustrations when parking downtown.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 40,000 90,000 0 0 0 130,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
611 - Parking Fund 40,000 90,000 0 0 0 130,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Parking Fund 40,000 90,000 0 0 0 130,000
Purpose and Need
Project Number Project Name
1000525 Parking Enforcement Equipment at Gate Entry
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Economic
Partnership Project No
Project Classification Maintenance
Project Type New Asset
520 Page 734 of 823
CIP#116
Capital Improvement Plan
With the anticipated Summer 2021 adoption of the Parks and Recreation Blueprint for the Future, funding is allocated to conduct focus groups
and to begin the project plan and scope for the numerous mini park master plans and develop a schedule for prioritized new recreational
features and amenity upgrades/replacements.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 200,000 200,000 0 0 0 400,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 200,000 200,000 0 0 0 400,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 200,000 200,000 0 0 0 400,000
Purpose and Need
Project Number Project Name
1000526 Parks and Rec General Plan Implementation
Project Classification Classification Description
CIP Project Function Culture & Recreation
Community Priority Other
Partnership Project No
Project Classification Community Improvement
Project Type New Asset
521 Page 735 of 823
CIP#117
Capital Improvement Plan
Project Number Project Name
91613 Prado Road Interchange
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Housing
Partnership Project Yes
Project Classification Transportation
Project Type New Asset
The existing interchange at Prado Road is at grade and cannot accomdate future development needs within the City and region. Prado road
will be extended across Hwy 101, and the North Bound on and off ramps will also be added to this raised interchange. Elks lane will be re-
routed and form a new intersection with the WRRF driveway. Corp Yard assets will be re-organized to allow the interchange to be constructed.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 500,000 5,849,571 0 63,735,000 2,235,000 72,319,571
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
XXX – Developer Cont. Fund 0 529,400 0 0 0 529,400
401 - Capital Outlay Fund 500,000 3,345,260 0 51,235,000 2,235,000 57,315,260
405 - Infractructure Invest CIP
Fund
0
1,844,911
0
3,200,000
0
5,044,911
503 - Airport Area Impact Fee
Fund
0
130,000
0
0
0
130,000
507 - Transportation Impact
Fee Fund
0
0
0
2,000,000
0
2,000,000
514 - SLR Transportation
Impact Fee Fund
0
0
0
7,300,000
0
7,300,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
AASP Impact Fee Fund 0 130,000 0 0 0 130,000
Bonds, Infrastructure Loan
(Debt)
0
0
0
38,650,000
0
38,650,000
Developer Contribution 0 0 0 7,300,000 0 7,300,000
Local Revenue Measure 500,000 1,910,000 0 6,585,000 2,235,000 11,230,000
MASP Transportation Impact
Fee Fund
0
529,400
0
0
0
529,400
San Luis Obispo County 0 1,435,260 0 0 0 1,435,260
SLOCOG Grant 0 0 0 6,000,000 0 6,000,000
Transportation Development
Impact Fee
0
0
0
2,000,000
0
2,000,000
Unsecured State or Federal
Grant
0
1,844,911
0
3,200,000
0
5,044,911
Purpose and Need
522 Page 736 of 823
CIP#118
Capital Improvement Plan
Project Number Project Name
1000528
Recycled Water Broad Street - Tank Farm to
Aerovista
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type New Asset
The City continues to expand the recycled water system that is currently comprised of one distribution zone, one booster-pump station, and
one tank located at the WRRF. This project will install critical infrastructure needed to serve the East Airport Annexation completed in 2021.
The objective of the project is to expand the distribution system in anticipation of the WRRF upgrade, and meet the increased demands on
recycled water for irrigation. The new pipe system will meet standards by the American Water Works Association (AWWA) and regulatory
requirements.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 45,000 1,040,000 0 0 0 1,085,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
601 - Water Fund 45,000 1,040,000 0 0 0 1,085,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Water Fund 45,000 1,040,000 0 0 0 1,085,000
Purpose and Need
523 Page 737 of 823
CIP#119
Capital Improvement Plan
Project Number Project Name
1000529 Recycled Water Orcutt Street - Fernwood to Laurel
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type New Asset
The City continues to expand the recycled water system that is currently comprised of one distribution zone, one booster-pump station, and
one tank located at the WRRF. This project will install critical infrastructure on Orcutt Street. The objective of the project is to expand the
distribution system in anticipation of the WRRF upgrade, and meet the increased demands on recycled water for irrigation. The new pipe
system will meet standards by the American Water Works Association (AWWA) and regulatory requirements.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 0 0 0 25,000 675,000 700,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
601 - Water Fund 0 0 0 25,000 675,000 700,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Water Fund 0 0 0 25,000 675,000 700,000
Purpose and Need
524 Page 738 of 823
CIP#120
Capital Improvement Plan
Caltrans and the City collaboratively installed medians in South Street as part of a traffic safety improvement project. This traffic safety project
established all necessary infrastructure to support planted medians in South Street except for irrigation. This project will install an irrigation
system to support future landscape plantings in the medians on South Street.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 240,000 0 0 0 0 240,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 240,000 0 0 0 0 240,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 240,000 0 0 0 0 240,000
Purpose and Need
Project Number Project Name
1000037 South Street Median Landscaping
Project Classification Classification Description
CIP Project Function Community & Neighborhood Livability
Community Priority Other
Partnership Project No
Project Classification Community Improvement
Project Type New Asset
525 Page 739 of 823
CIP#121
Capital Improvement Plan
Project Number Project Name
1000537 Transportation Monitoring & Modeling Update
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Transportation
Project Type New Asset
As required under the General Plan Circulation Element (Policy 7.7), the City conducts auto/bicycle/pedestrian traffic volume counts citywide
every other year to monitor mode shift changes and traffic patterns resulting from land use projects, circulation improvements, and changes in
travel behavior. Up-to-date traffic counts help support a variety of ongoing projects and programs, including tracking progress towards adopted
mode shift targets, supporting traffic studies prepared for develoment entitlement review and local circulation studies, programing traffic signal
timing, guiding future roadway improvements, and facilitating the City’s Traffic Safety, Operations, and Neighborhood Traffic Management
Programs. This funding also supports ongoing minor updates to the City's Travel Demand Forecasting Model, which are necessary for
preparing future traffic volume forecasts and vehicle miles traveled (VMT) projections for development review and internal planning and
monitoring.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 40,000 115,000 40,000 40,000 40,000 275,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 0 70,000 0 0 0 70,000
507 - Transportation Impact
Fee Fund
40,000
45,000
40,000
40,000
40,000
205,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 0 70,000 0 0 0 70,000
Transportation Development
Impact Fee
40,000
45,000
40,000
40,000
40,000
205,000
Purpose and Need
526 Page 740 of 823
CIP#122
Capital Improvement Plan
Project Number Project Name
1000083
Wastewater Lift Station Rehabilitation: New Buckley
Lift Station
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification Maintenance
Project Type New Asset
The Buckley Lift Station is a new city asset within the Avila Ranch development that will serve the southwest portion of the Airport Specific
Area. The construction will include capacities for all phased construction of the Avila Ranch Development, and will have the ability to expand as
future discharge flows increase consistent with the Land Use and Circulation Element (LUCE). The Lift Station is partly funded by the
developer and citywide sewer impact fees in accordance with the 2017 Development Agreement and conditions of approval.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 396,000 0 0 0 0 396,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
602 - Sewer Fund 396,000 0 0 0 0 396,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Sewer Fund 396,000 0 0 0 0 396,000
Purpose and Need
527 Page 741 of 823
CIP#123
Capital Improvement Plan
Project Number Project Name
1000541
Water Treatment Plant - Power Storage Units Tesla
Battery Grant
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Climate Action
Partnership Project No
Project Classification Maintenance
Project Type New Asset
To protect communities from wildfire, Pacific Gas & Electric (PG&E) has notified its municipal and private customers of its plans to implement
precautionary measures during fire season. If extreme fire danger conditions threaten a portion of the PG&E electrical system, high-risk
transmission lines may be turned off, resulting in widespread power outages to San Luis Obispo County. PG&E refers to this as a Public Safety
Power Shutoff (PSPS). According to PG&E, a PSPS may be necessitated by strong winds, low humidity levels, and critically dry vegetation.
These outages will not be localized; and regional solutions will be limited (one city may not be able to borrow from another neighboring city
necessary equipment and/or resources). The proposed project will seek grant funding for construction of power storage units through Tesla’s
licensing agreement with the Department of Energy. The power storage units will allow the Utilities Department to store up to 11-hrs of
emergency power at the Water Treatment Plant that can augment the diesel emergency generator scheduled with a future project. When
emergency power is not required for plant operations, the power storage units will allow plant staff to shift power needs during electrical time of
use periods having lower electrical rates, and lower carbon emissions associated with the transmission of electrical power. The control module
operating the power storage units will also monitor and track energy efficiencies of existing pumps and the plant’s treatment units.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 30,000 0 0 0 0 30,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
601 - Water Fund 30,000 0 0 0 0 30,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Water Fund 30,000 0 0 0 0 30,000
Purpose and Need
528 Page 742 of 823
CIP#124
Capital Improvement Plan
Project Number Project Name
1000126 Water Treatment Plant Emergency Power - PSPS
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Climate Action
Partnership Project No
Project Classification Maintenance
Project Type New Asset
In an effort to protect communities from wildfire, Pacific Gas & Electric (PG&E) has notified its municipal and private customers of its plans to
implement precautionary measures during fire season. If extreme fire danger conditions threaten a portion of the PG&E electrical system, high-
risk transmission lines may be turned off, resulting in widespread power outages to San Luis Obispo County. PG&E refers to this as a Public
Safety Power Shutoff (PSPS). According to PG&E, a PSPS may be necessitated by strong winds, low humidity levels, and critically dry
vegetation. These outages will not be localized; and regional solutions will be limited (one city may not be able to borrow from another
neighboring city needed equipment and/or resources). The proposed project will acquire additional temporary or permanent emergency
generators the Water Treatment Plan, Whale Rock Reservoir, and other water pump stations. This project will fund the engineering design,
inspection, and construction services. These efforts are intended to make the City’s water services the most resilient they can be.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 465,000 0 0 0 0 465,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
601 - Water Fund 465,000 0 0 0 0 465,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Water Fund 465,000 0 0 0 0 465,000
Purpose and Need
529 Page 743 of 823
CIP#125
Capital Improvement Plan
Project Number Project Name
1000500 CIP Project Delivery Augmentation
Project Classification Classification Description
CIP Project Function Infrastructure & Transportation
Community Priority Other
Partnership Project No
Project Classification CIP Project Delivery Augmentation
Project Type CIP Project Delivery Augmentation
This funding will support delivery of the City's substantially larger Capital Improvement Plan. Currently, delivery needs are being assessed and
this funding may be used for either staffing or consultant service to expedite delivery of the City's Capital Improvement Plan.
Cost Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Contract Services 500,000 1,000,000 1,000,000 1,000,000 1,000,000 4,500,000
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 Total
401 - Capital Outlay Fund 500,000 1,000,000 1,000,000 1,000,000 1,000,000 4,500,000
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 Total
Local Revenue Measure 500,000 1,000,000 1,000,000 1,000,000 1,000,000 4,500,000
Purpose and Need
530 Page 744 of 823
REFERENCE MATERIAL
531 Page 745 of 823
PENSION OBLIGATION TRENDS
CalPERS Pension Obligations
Background
About CalPERS. Along with 3,000 other cities and local agencies, the City of San Luis Obispo contracts with the
California Public Employees Retirement System (CalPERS) for its “defined benefit” retirement plan, which covers
all regular employees (and temporary employees when required by State law). In 2012, the City proactively
negotiated a lower second tier retirement benefit for employees hired after CalPERS contracts were amended. In
addition, the Public Employee Pension Reform Act (PEPRA - AB 340) became effective in January 2013 and
created the third, and even lower tier and retirement benefit. Under this program, employees who are
considered new to the CalPERS retirement program are enrolled under PEPRA. Currently, 63% of all participating
City employees are enrolled in the lower retirement tiers.
Benefit Tiers
Employee Group Tier 1 Tier 2 Tier 3 ‐ PEPRA
Sworn Public Safety 3% at age 50 Police – 2% at age 50
Fire – 3 % at age 55
2.7 % at age 57
Non‐Sworn Employees 2.7% at age 55 2% at age 60 2% at age 62
CalPERS establishes the annual employer contribution rate that is charged against the City’s payroll costs for
eligible employees. The annual contribution rate is comprised of the following components:
1.Normal Cost, which is the amount needed to fund benefits earned by active employees in the upcoming
year.
2.Unfunded liability required contribution, which is the amount charged to pay down the pool’s unfunded
liability.
Each October, CalPERS provides an actuarial valuation report for each benefit plan that updates certain values to
reflect changes in plan activity since the previous valuation. These changes include but are not limited to:
The difference between the expected rate of return and the actual rate realized.
Changes in the number of plan members who retire each year.
Changes in the number of new plan members.
Changes in the annual payroll provided to existing members of the plan.
The actuarial valuations also provide new information on the variables associated with maintaining the plan, such
as the amount of the unfunded liability and the annual Employer Contribution rate, which represents the amount
that the City is required to pay for every dollar of eligible payroll, beginning the following fiscal year. The
information used for this report is taken from the latest valuation report that was issued for the year ending June
30, 2019.
CalPERS is a separate and distinct legal entity from the City and serves as an independent fiduciary in managing
the City’s retirement plan assets.
532 Page 746 of 823
PENSION OBLIGATION TRENDS
CALPERS EMPLOYER CONTRIBUTIONS
CalPERS Employer Cost Trends
The following summarizes CalPERS employer contributions since 2007‐08.
*2018‐19 reflects an additional one‐time payment towards unfunded liability.
Due to significant stock market losses in 2008 and actuarial changes in life expectancy, the CalPERS’ Retirement
and Health Benefit Program Committee approved changes to the employer rate assumptions that limit the period
used to allocate plan losses (smoothing) and reflect the changes occurring to the original benefit plan programs’
membership as a result of the lower retirement benefit tiers. In addition, the actuarial assumptions for pooled
plans were changed to create a fixed annual charge to pay down the unfunded liability with the amortization
period fixed to 30 years starting with the 2014‐15 valuation.
In December of 2016, the CalPERS Committee further voted to lower the discount rate (rate of return) from 7.5%
to 7% over a period of three years, reaching 7% with the 2019‐20 valuation. This will result in significant increases
for the unfunded liability. The impacts to the plan’s funding status due to these changes in discount rate will be
amortized over 30 years with a ramp‐up in required contribution payments over a five‐year period after each
adjustment takes place resulting in significant increases in required contributions over the next several years.
Current CalPERS Employer Contribution Rates
CalPERS has published the employer rates for 2021‐22 as well as projected rates for the following year, as shown
below. While CalPERS has been able to create separate rates for each of the Safety Plan Benefit Tiers, they have
chosen to create a blended rate for all three Miscellaneous retirement benefit tiers. The table below is based on
June 30, 2019 valuation date, which is the latest available valuation.
PERS Employer Rates
Retirement Tier 2021‐22 2022‐23 Projection
Miscellaneous 9.95% 9.6%
Safety Tier I 25.59% 25.6%
Safety Police Tier II 19.88% 19.9%
Safety Police Tier III 13.98% 14.0%
Safety Fire Tier II 22.47% 22.5%
Safety Fire Tier III 13.98% 14.0%
Employer Retirement Contributions
Fiscal Year Safety Non‐Safety Total
2009‐10 $3,993,600 $3,514,100 $7,507,700
2010‐11 $3,940,000 $3,521,100 $7,461,100
2011‐12 $4,202,200 $4,226,700 $8,428,900
2012‐13 $4,418,518 $4,347,255 $8,765,773
2013‐14 $4,152,103 $4,528,325 $8,680,428
2014‐15 $4,607,331 $5,027,328 $9,634,659
2015‐16 $5,885,722 $5,824,217 $11,709,939
2016‐17 $6,299,915 $6,776,945 $13,076,860
2017‐18 $5,910,345 $6,698,266 $12,608,611
2018‐19* $9,354,287 $8,348,780 $17,703,067
2019‐20 $7,709,918 $7,167,638 $14,877,556
533 Page 747 of 823
PENSION OBLIGATION TRENDS
In addition to the rate for the normal cost, CalPERS requires a fixed annual amount to pay down the unfunded
liability. The June 30, 2019 valuation provides the amount for 2021‐22 and a projection for 2022‐23 as shown
below.
Unfunded Liability Payments
Employer Payment 2021‐22 2022‐23 Projection
Miscellaneous $ 6,819,439 $ 7,376,000
Safety $ 6,113,436 $ 6,636,000
Employee Contribution Rates
Employees are making contributions to CalPERS along with employer contribution rates. Employee contribution
rates vary, depending on retirement tier. Beginning in January 2014, the Police Officers Association agreed to
contribute an additional 3% of pay to offset the employer’s share of the retirement contribution. In 2018, the
Fire, Unrepresented Management, and Confidential employee groups agreed to contribute an additional 3.0% of
pay to offset the employer’s share of the retirement contribution.
Employee Plan Employee Contribution Rate
Miscellaneous 7% to 11%
Public Safety Sworn 9% to 15%
534 Page 748 of 823
PENSION OBLIGATION TRENDS
CalPERS Plan Funding Levels
The following shows CalPERS funding levels for the City’s Miscellaneous Plan and Safety Pool for the actuarial
valuations from June 30, 2010 through June 30, 2019. This is the most recent actual information that is available
from CalPERS.
Actuarial
Valuation
Date Ending
June 30
Asset Value 1 Entry Age Actuarial
Accrued Liability
Assets Over (Under)
Actuarial Accrued
Liability
Funded
Ratio
Tier I Safety Employee Plan
20102 $ 8,470,235 $ 10,165,475 $ (1,695,240) 83.3%
2011 $ 94,068 $ 143,482 $ (49,414) 65.6%
2012 $ 92,264 $ 149,615 $ (57,351) 61.7%
2013 $ 100,910 $ 154,746 $ (53,836) 65.2%
2014 $ 113,884 $ 165,802 $ (51,918) 68.7%
2015 $ 111,864 $ 170,942 $ (59,078) 65.4%
2016 $ 109,934 $ 178,704 $ (68,770) 61.5%
2017 $ 118,917 $ 188,177 $ (69,260) 63.2%
2018 $ 123,952 $ 200,729 $ (76,777) 61.8%
2019 $ 127,661 $ 205,097 $ (77,436) 62.2%
Miscellaneous Employee Plan
2010 $ 97,282 $ 138,627 $ (41,345) 70.2%
2011 $ 103,392 $ 150,651 $ (47,259) 68.6%
2012 $ 108,926 $ 157,223 $ (48,297) 69.3%
2013 $ 101,989 $ 163,765 $ (61,776) 62.3%
2014 $ 117,762 $ 178,138 $ (60,376) 66.1%
2015 $ 118,043 $ 185,020 $ (66,977) 63.8%
2016 $ 116,863 $ 196,413 $ (79,550) 59.5%
2017 $ 128,186 $ 208,025 $ (79,839) 61.6%
2018 $ 136,587 $ 225,101 $ (88,514) 60.7%
2019 $ 144,624 $ 234,600 $ (89,976) 61.6%
All numbers presented in Thousands of Dollars
Beginning in 2006, the Safety Plan is a member of a CalPERS safety pool.
1 Before 2013, CalPERS used the Actuarial Value of Assets. Starting in 2013 Market Value of Assets is used.
2 For 2008 through 2010, CalPERS reported on statewide safety pool funding status; beginning with 2011,
CalPERS reports on the City's share of the pool liability and assets.
535 Page 749 of 823
Reference Material Appropriation Limit
Appropriation Limit
The City’s appropriation limit is based on the Gann Spending Limit Initiative, a State constitutional
amendment adopted by the voters on June 6, 1979 and amended in 1990 with Proposition 111. It is
anchored in the State Constitution under Article XIIIB.
The limit restricts appropriations from tax revenues by State and local governments. Under its provisions,
no local agency can appropriate proceeds of taxes in excess of its “appropriation limit”. Excess funds may
be carried over into the next year. However, any excess funds remaining after the second year must be
returned to taxpayers by reducing tax rates or fees; a majority of the voters may approve an override to
increase the limit.
The City’s appropriation limit is calculated by considering population growth and cost of living as allowed
under Proposition 111. Since FY 2013‐14, the City has chosen to use the percentage increase in new non‐
residential construction as the cost‐of‐living factor.
Appropriation Limit 2021‐22 ‐ Calculation
Factors Ratio Formula
A )Prior Year Appropriation Limit $73,373,410
B) Adjustment Factors
1. Population Change1 0.31% 0.0031
2. Cost of Living Increase2 5.11% 1.0511
3. Combined Factor 5.44% 1.0544 B1*B2
Adjusted Limit $79,470,489 A*B3
The following summarizes changes in the City’s appropriation limit and appropriations subject to the
limit for the past ten years as well as the appropriation limit for 2021‐22.
Fiscal
Year
Limit Base Cost of
Living
Factor
Population
Factor
Appropriation
Limit
Appropriations
Subject to
Limit
Variance
2011‐12 47,719,200 2.51% 0.83% 49,323,000 34,229,700 15,093,300
2012‐13 49,323,000 3.77% 0.47% 51,423,500 44,178,300 7,245,200
2013‐14 51,423,500 5.12% 0.52% 54,337,500 40,104,100 14,233,400
2014‐15 54,337,500 8.69% 0.09% 59,112,600 36,642,900 22,469,700
2015‐16 59,112,600 4.97% 0.78% 62,534,500 46,067,700 16,466,800
2016‐17 62,534,500 5.63% 0.60% 66,451,500 49,397,200 17,054,300
2017‐18 66,451,500 1.20% 0.92% 67,867,633 50,036,391 17,831,242
2018‐19 67,867,633 1.88% 0.35% 69,383,546 51,142,315 18,241,231
2019‐20 69,383,546 6.37% 0.24% 73,981,290 50,127,692 23,853,598
2020‐21 73,981,290 1.92% ‐0.04% 75,373,410 48,342,410 27,031,416
2021‐22 75,373,410 5.11% 0.31% 79,470,489 52,362,031 27,108,458
1 State of California Department of Finance https://dof.ca.gov/Forecasting/Demographics/Estimates/
2 San Luis Obispo County Assessor 2020/21 Secured Tax Rolls, provided by HDL, Coren & Cone
536 Page 750 of 823
Fiscal Policies
Section 1. 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.
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.
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Fiscal Policies
Section 2. 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 the
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. 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 considered in developing user fees, especially if significant program costs are intended to be
financed from that source.
538 Page 752 of 823
Fiscal Policies
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 (police and fire) emergency response services.
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.
CI.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.
CII.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.
539 Page 753 of 823
Fiscal Policies
2.Cost recovery goals should be based on the total cost of delivering the service, including direct
costs, departmental administration costs and organization‐wide support costs such as
accounting, personnel, information technology, legal services, fleet maintenance and insurance.
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
as a whole 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 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.
540 Page 754 of 823
Fiscal Policies
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.Child care 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
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 heavily 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.
541 Page 755 of 823
Fiscal Policies
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, re‐zonings, 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%.
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 the 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.
542 Page 756 of 823
Fiscal Policies
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 our cost recovery
objectives?
b.What costs have been considered in computing the fees?
c.When was the last time that their fees were comprehensively evaluated?
d.What level of service do they provide compared with our service or performance standards?
e.Is their rate structure significantly different than ours 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 our fees to other communities should be one factor among
many that is considered in setting City fees.
543 Page 757 of 823
Fiscal Policies
Section 3. 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.
D.Cost of Service Fees. The City will treat the water and sewer funds in the same manner as if they were
privately owned and operated. This means assessing reasonable cost of service fees in fully recovering
service costs.
The purpose of the cost of service fee is reasonable cost recovery for the use of the City’s services such as
street rights‐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.
544 Page 758 of 823
Fiscal Policies
Section 4. 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 ceiling 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 as 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.
545 Page 759 of 823
Fiscal Policies
Section 5. INVESTMENTS
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.
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Fiscal Policies
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.
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 City Manager, Assistant City Manager, Finance Director/City Treasurer,
Accounting Manager, the City’s independent auditor, one City Council member, and one member of the
public.
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.
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Section 6. 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 considered 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.
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Section 7. FUND BALANCE AND RESERVES
A.Minimum Fund and Working Capital Balances. The City will maintain a 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:
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 minimum committed fund balance in the Fleet
Replacement Fund is set at $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.
B. 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. The minimum committed fund balance in this fund is set at $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
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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.
4.The project shall provide public benefit by contributing to economic development and quality of life
within the City.
F.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.
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.
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J.General Fund Revenue Stabilization Fund. The City will maintain a reserve for the purpose 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.Essential Safety Equipment Funding. The City will carry forward year‐end project balance designated for
essential safety equipment indefinitely.
L.Capital Projects Reserve Fund. The City will maintain a restricted reserve 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 Major Facility Replacement
upon Council approvals as necessary during any fiscal year.
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Section 8. CAPITAL IMPROVEMENT MANAGEMENT
A.CIP Projects: $25,000 or More. Construction projects and equipment purchases which cost $25,000 or more
will be included in the 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.
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 all 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.
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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.
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 or
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
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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 community-wide 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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Section 9. 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.
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
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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.
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.
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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 disclo sure 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 the City’s general‐purpose debt capacity is limited, it is important that the City only use general
purpose debt financing for high‐priority projects where we 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.
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:
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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 funding 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:
(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.
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(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 sele ct and retain the
financing team, 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.
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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.).
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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.
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.
a.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
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b.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).
c.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.
d.Such districts should fund infrastructure or services serving or otherwise providing benefit
to the area subject to the assessment or special tax.
e.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.
f.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.
g.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.
h.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.
i. 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.
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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.
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 work scope 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 our costs in evaluating the request; however, this should also be determined on a case‐
by‐case basis.
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Fiscal Policies
B.Refinancing
1.General Guidelines. Periodic reviews of all outstanding debt will be undertaken to determine
refinancing opportunities. Refinancing 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, refinancing 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.Refinancing 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.Refinancing 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 Guidelines and Policies
a.EIFD financing should be considered for public facilities or infrastructure improvements that confer
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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Fiscal Policies
Section 10. 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.
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Fiscal Policies
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. 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 staf fing needs, or as the staffing method for program delivery that is most
effectively staffed using part‐time hours to ensure adequate coverage.
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 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.
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Fiscal Policies
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 temporary 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
Independent contractors are not City employees. They are used in 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 our 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.
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Fiscal Policies
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.
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Fiscal Policies
Section 11. CONTRACTING FOR SERVICES
A.General Policy Guidelines
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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Glossary
A
Abatement. A reduction in amount, degree, or intensity of something, such as a tax.
Account. A separate financial reporting unit. All budgetary transactions are recorded in accounts.
Accrual Basis. A basis of accounting in which transactions are recognized at the time they are incurred, as opposed
to when cash is received or spent.
Actuarial. A person or methodology that makes determinations or required contributions to achieve future funding
levels that address risk and time.
Ad Valorem Tax. A tax levied on the assessed value of real estate and personal property. This tax is also known as
property tax.
Adopted Budget. The proposed budget as formally approved by the City Council.
Appropriation. An authorization made by the City Council, which permits the City to incur obligations to make
expenditures for specific purposes.
Assessed Valuation. A value that is established for real and personal property for use as a basis for levying property
taxes.
Asset. Resources owned or held by a government that have monetary value.
B
Balanced Budget. A budget in which planned funds or revenues available are equal to planned fund
expenditures.
Bond. A written promise to pay a sum of money on a specific date at a specified interest rate. The interest
payments and the repayment of the principal are detailed in a bond ordinance. The most common types of bonds are
general obligation, revenue bonds, and
Bond Rating. The City of San Luis Obispo uses both of the Nation's primary bond rating services ‐ Moody’s Investors
Service and Standard & Poor's. These rating services perform credit analysis to determine the probability of an
issuer of debt defaulting partially or fully.
Bond Refinancing. The payoff and re issuance of bonds to obtain better interest rates and/or
bond conditions
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Budget. A plan of financial operation for a specified period of time (fiscal year. The Annual Budget authorizes
and provides the basis for control of financial operations during the fiscal year.
Budget Adjustment. A procedure to revise a budget appropriation either by City Council approval through
the adoption of a supplemental appropriation ordinance for any interdepartmental or inter‐
fund adjustments or by City Manager authorization to adjust appropriations within a departmental budget.
Budget Calendar. The schedule of key dates or milestones that the City follows in the preparation, adoption, and
administration of the budget.
Budget Document. The instrument used by the budget‐ making authority to present a comprehensive financial
program to the City Council.
Budget Team. A fun group of hard‐working employees responsible for budget preparation, benchmarking,
forecasting, and financial analysis.
Budget Message. The opening section of the budget that provides the City Council and the public with a general
summary of the most important aspects of the budget, changes from the current and previous fiscal years, and
recommendations regarding the financial policy for the upcoming period.
Budgetary Basis. This refers to the form of accounting used throughout the budget process. These generally take one of
three forms: GAAP, cash, modified accrual, or some type of statutory form.
Budgetary Control. The control or management of a governmental unit or enterprise in accordance
with an approved budget for the purpose of keeping expenditures within the limitations of authorized
appropriations and available revenues.
C
Capital Assets. Assets of long‐term character that are intended to continue to be held or used, such as land, buildings,
machinery, furniture and other equipment.
Capital Budget. The appropriation of bonds or operating revenue for improvements to facilities and other
infrastructure.
Capital Improvements. Expenditures related to the acquisition, expansion, or rehabilitation of an element of the
government’s physical plant, sometimes referred to as infrastructure.
Capital Improvements Plan. A plan for capital expenditures to provide long‐lasting physical improvements to
be incurred over a fixed period of several future years. The City of San Luis Obispo’s City Charter requires annual
submission of a five‐year capital program for City Council acceptance.
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Capital Outlay. Expenditures that result in the acquisition of, or addition to, fixed assets.
Cash Basis. A basis of accounting in which transactions are recognized only when cash is increased or
decreased.
Contingency. A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise
budgeted.
Core Service. A principal service or product delivered by a program or department that is necessary to the successful
operation of the city.
D
Debt Service. The amount of interest and principal that a City must pay each year on net direct long‐term debt plus the
interest it must pay on direct short‐term debt.
Deficit. The excess of an entity’s liabilities over its assets or the excess of expenditures over revenues during a single
accounting period.
Department. A major administrative unit of the City that indicates overall management responsibility for an operation
or a group of related operations within a
functional area. Departments are comprised of divisions, programs, and/or sections.
Depreciation. Expiration in the service life of capital assets attributable to wear and tear, deterioration, action
of the physical elements, inadequacy, or obsolescence.
Division. A functional unit within a department.
E
Encumbrance. The legal commitment of appropriated funds to purchase an item or service. To encumber funds
means to set aside or commit funds for a future expenditure.
ESG Investing. Environmental, Social, and Governance refers to the three central factors in measuring the
sustainability and societal impact of an investment in accompany or business. The method rates company’s
environmental footprint, social behavior, and company governance such as labor practice, governing board
composition, talent management, product safety, and data security to name a few.
Estimated Revenue. The amount of projected revenue to be collected during the fiscal year.
Expenditure/Expense. This term refers to the outflow of funds paid for an asset obtained or goods and
services obtained.
572 Page 786 of 823
F
Financial Reserves. An unappropriated source of funding that can be utilized to meet unexpected budgetary
needs.
Fiscal Year. The time period designated by the City signifying the beginning and ending period for recording financial
transactions. The City of San Luis Obispo has specified July 1 to June 30 as its fiscal year.
Forfeiture. The automatic loss of property, including cash, as a penalty for breaking the law, or as
compensation for losses resulting from illegal activities. Once property has been forfeited, the City may claim it, resulting
in confiscation of the property.
Full Faith and Credit. A pledge of a government’s taxing power to repay debt obligations.
Full‐Time Employee. A full‐time employee working 38‐40 hours per week and receiving benefits.
Fund. A set of inter‐related accounts to record revenues and expenditures associated with a specific purpose. Fund
structure presented below
Governmental Funds
Capital Projects Fund. Capital Projects Funds are used to account for financial resources to be used for the
acquisition or construction of major capital facilities (other than those financed by Proprietary Funds and Trust
Funds).
Debt Service Fund. Debt Service Funds are set up to receive dedicated revenues used to make
principal and interest payments on City debt. They are used to account for the accumulation of resources
for, and the payment of, general obligation and special assessment debt principal, interest and related costs,
except the debt service accounted for in the Special Revenue Funds and Enterprise Funds.
General Fund. The General Fund is the general operating fund of the City. It is used to account for all
activities of the City not accounted for in another fund.
Special Revenue Fund. Special Revenue Funds are set up as accounts for Federal or State grants legally restricted
to expenditures for specific purposes.
573 Page 787 of 823
Proprietary Funds
Enterprise Funds Enterprise Funds are used to account for operations including debt service
(a) that are financed and operated in a manner similar to private businesses – where the intent of the
government body is that the costs (expenses, including depreciation) of providing goods or services to
the general public on a continuing basis is financed or recovered primarily through user charges; or (b) where
the governing body has
determined that periodic determination of revenues earned, expenses incurred, and/or net income is
appropriate for capital maintenance, public policy, management control accountability, or other purposes.
Internal Service Funds Internal Service Funds are established to account for an entity that provides goods
and services to other City entities and charges those entities for the goods and services provided.
Fund Balance. The difference between revenues and expenditures. The beginning fund balance
represents the residual funds brought forward from the previous year (ending balance)
G
Generally Accepted Accounting Principles. (GAAP) Uniform minimum standards for financial accounting and
recording, encompassing the conventions, rules, and procedures that define accepted accounting principles.
General Governmental Revenue. The revenues of a government other than those derived from and retained in an
Enterprise Fund. General Governmental revenues include those from the General, Debt Service, and Special
Revenue Funds.
General Obligation Bonds. Bonds that finance a variety of public projects such as streets, buildings, and
improvements; the repayment of these bonds is usually made from secondary property taxes, and these bonds are
backed by the full faith and credit of the issuing government.
Goal. A statement of direction based on identified strategic priorities. Should be measurable and able to be achieved
in 3 to 5 years.
Grant. A contribution by the State or Federal government or other organization to support a particular function.
Grants may be classified as either categorical or block depending upon the amount of discretion allowed the grantee.
I
Indirect Cost. A cost necessary for the functioning of the organization as a whole, but which cannot be directly
assigned, such as administrative support, facility maintenance or custodial services.
Inflation. A rise in price levels caused by an increase in available funds beyond the proportion of available goods.
574 Page 788 of 823
Infrastructure. Public domain fixed assets including roads, curbs, gutters, sidewalks, drainage systems, lighting
systems, and other items that have value only to the City.
Interest Income. Revenue associated with the city cash management activities of investing fund balances.
Intergovernmental Resources. Funds received from federal, state, and other local government sources in the form of
grants, shared revenues, and payments in lieu of taxes.
Inter‐fund Transfer. The movement of monies between funds of the same governmental entity.
Inter‐local Agreement. A contractual agreement between two or more governmental entities.
Internal Services Charges. The charges to user departments for internal services provided by another
government agency, such as data processing, equipment maintenance and communications.
L
Levy. To impose taxes for the support of government activities.
Long‐Term Debt. Debt with a maturity of more than one year after the date of issuance.
M
Major Fund. Funds whose revenues, expenditures/ expenses, assets, or liabilities (excluding extraordinary items)
are at least 10 percent of corresponding totals for all governmental or enterprise funds and at least 5 percent of the
aggregate amount for all governmental and enterprise funds. These represent the City's most important funds and
include the General Fund.
Mandate. A requirement from a higher level of government that a lower level of government perform a task in a
particular way or standard.
Mission Statement. The statement that identifies the particular purpose and function of an entity.
Modified Accrual Basis. The basis of accounting under which revenues are recognized when measurable and
available to pay liabilities. Expenditures are recognized when the liability is incurred except for interest on long‐term
debt which is recognized when due, and the noncurrent portion of accrued vacation and sick leave, which is
recorded in general long‐term debt.
Municipal Code. A collection of laws, rules, and regulations that apply to the City and its citizens.
575 Page 789 of 823
N
Neighborhood Services. A program developed to promote and strengthen the stability, development,
revitalization, and preservation of neighborhoods through community‐based problem solving.
Net Position. Governmental financial statement reporting for proprietary funds where assets plus deferred outflows
of resources, less liabilities, less deferred inflows of resources, equals net position program.
O
Objective. A specific measurable and observable result of an organization’s activity, which advances the
organization toward its goal.
Ombudsman. One that investigates reported complaints, reports findings, and helps to achieve equitable
settlements.
OPEB. Other post‐employment benefits are benefits that an employee will begin to receive at the start of retirement
such as health care and deferred‐compensation arrangements.
Operating Budget. The portion of the budget that pertains to daily operations that provide basic governmental
services. The operating budget contains appropriations for expenditures such as personnel, supplies, utilities,
materials, travel, and fuel.
Operating Expenses. The cost for personnel, materials, and equipment required for a department to function.
Operating Revenue. Funds that the government receives as income to pay for ongoing operations, including such
items as taxes, user fees, interest earnings, and grant revenues. Operating revenues are used to pay for day‐to‐ day
services.
P
Pay‐As‐You‐Go Financing. A term used to describe a financial policy by which the capital program is financed from
current revenues rather than through borrowing.
Per Capita. A measurement of the proportion of some statistic to an individual resident determined by dividing
the statistic by the current population.
Performance Budget. A budget that focuses upon departmental goals and objectives rather than line items, programs,
or funds. Workload and unit cost data are collected in order to assess the effectiveness and efficiency of
services. Typical measures collected might include average emergency response time for fire.
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REFERENCE MATERIAL ‐ GLOSSARY
Performance Measure. Data collected to determine how effective and/or efficient a program is in achieving its
objectives.
Policy. A plan, course of action or guiding principle designed to set parameters for decisions and actions.
Prior Year Encumbrances. Obligations from previous years in the form of purchase orders or contracts that are
chargeable to an appropriation, and for which a part of the appropriation is reserved. They cease to be
encumbrances when the obligations are paid or otherwise terminated.
Potable Water. Water that is fit to drink.
Program. Group activity, operations, or organizational units directed to attaining specific objectives and
achievements and budgeted as sub‐units of a department.
Program Budget. A budget that allocates money to the functions or activities of a government rather than to specific
items of cost or to specific departments.
Property Tax. A levy upon the assessed valuation of the property within the City of San Luis Obispo upon each $100 of
assessment.
R
Retained Earnings. An equity account reflecting the accumulated earnings of an enterprise or internal service fund.
Revenue. Funds that the government receives as income. It includes such items as tax payments, fees from
specific services, receipts from other governments, fines, forfeitures, grants, shared revenues, and interest income.
Revenue Bonds. Bonds usually sold for constructing a project that will produce revenue for the government. That
revenue is pledged to pay the principal and interest of the bond.
Reserve. An account used to indicate that a portion of a fund’s assets are legally restricted for a specific purpose
and is, therefore, not available for general appropriation.
Resolution. A special or temporary order of a legislative body requiring less legal formality than an ordinance or statute.
Resources. Total amounts available for appropriation including estimated revenues, fund transfers, and
beginning balances.
Risk Management. An organized attempt to protect a government’s assets against accidental loss in the most
economical method
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REFERENCE MATERIAL ‐ GLOSSARY
S
Sales Tax. Tax imposed on the taxable sales of all final goods.
Source of Revenue. Revenues are classified according to their source or point of origin.
Special Assessment. A compulsory levy made against certain properties to defray part or all of the cost of a
specific improvement or service deemed to primarily benefit those properties.
Strategic Plan. A document outlining long‐term goals, critical issues, and action plans that will increase the
organization’s effectiveness in attaining its vision, priorities, mission, goals and objectives.
System Development Charge. That portion of the connection charge that is determined to be the customer’s
proportionate share of the cost of providing transmission, pumping, and storage facilities required to serve the various
distribution areas or zones within the system.
T
Tax Levy. The resultant product when the tax rate per $100 is multiplied by the tax base.
Taxes. Compulsory charges levied by a government for the purpose of financing services performed for the
common benefit of the people. This term does not include specific charges made against particular persons
or property for current or permanent benefit, such as special assessments.
Transfers In/Out. Amounts transferred from one fund to another to assist in financing the services for the recipient
fund.
U
Undesignated Fund Balance. The portion of a fund’s balance that is not legally restricted for a specific purpose and is
available for general appropriation.
Unencumbered Balance. The amount of an appropriation that is neither expended nor encumbered. It is essentially
the amount of money still available for future purposes.
Unfunded Pension Liability. The difference between assets in a pension fund and the amount of benefits the
fund is required to pay out in the long‐term.
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REFERENCE MATERIAL ‐ GLOSSARY
Unreserved Fund Balance. The portion of a fund’s balance that is not restricted for a specific purpose and is available
for general appropriation.
Useful Life. The period of time that a fixed asset is able to be used. This can refer to a budget period of time
for an equipment class or the actual amount of time for a particular item.
User Charges. The payment of a fee for direct receipt of a public service by the party who benefits from the
service.
W
Workload Measure. A unit of work to be done (e.g., number of permit applications received).
579 Page 793 of 823
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R _____
RESOLUTION NO. _____ (2021 SERIES)
A RESOLUTION OF THE COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, APPROVING THE 2021-23 FINANCIAL PLAN
AND FISCAL YEAR 2021-22 BUDGET.
WHEREAS, in accordance with San Luis Obispo Charter Section 802, the City
Manager has submitted the 2021-23 Financial Plan to the Council for review and
consideration consistent with established budget and fiscal policies; and
WHEREAS, the preparation of the 2021-23 Financial Plan was based on extensive
public outreach, comment, and input and the City Council’s strategic vision as discussed
during public hearing for strategic budget direction on April 20, 2021; and
WHEREAS, the Planning Commission reviewed the City’s Capital Improvement
Plan for the 2021-23 Financial Plan on April 28, 2021, and confirmed the plan’s conformity
with the City’s General Plan.
WHEREAS, the City of San Luis Obispo received an Active Transportation Grant
just prior to the release of Strategic Budget Direction and ample time was not available to
integrate the grant funding into the financial plan or evaluate or integrate new projects;
WHEREAS, the City Council held a public hearing on June 1, 2021 to consider the
preliminary 2021-23 Financial Plan and Fiscal Year 2021-22 budget appropriations for
the General Fund, the Parking Fund, and the Transit Fund.
WHEREAS, the City entered into a loan agreement with the State Revolving Fund
for the upgrade of the Water Resource Recovery Facility, which requires the City to set
aside one full loan payment as a reserve fund and to restrict the funds for the duration of
the loan and the City will restrict the funds with the 2021-22 fiscal year.
WHEREAS, the City has been awarded $8.9 million in American Rescue Plan Act
(ARPA) funding, which is restricted for use for certain purposes and cannot be allocated
to payments towards pension liabilities.
NOW, THEREFORE, BE IT RESOLVED, by the Council of the City of San Luis
Obispo as follows:
SECTION 1. The 2021-23 Financial Plan and Fiscal Year 2021-22 budget with
appropriations consistent with the proposed capital improvement plan for the General
Fund, the Parking Fund and the Transit Fund are herewith adopted and official copies of
the financial plan, budget, and the capital improvement plan for all f unds, as adopted,
shall be maintained on file with the City Clerk along with this Resolution.
Page 795 of 823
Resolution No. ____ (2021 Series) Page 2
R _____
SECTION 2. The Water and Sewer Fund Fiscal Year 2021-22 budget
appropriation is deferred to June 15, 2021, when the Council will hold a public hearing
consistent with the applicable requirements of Proposition 218 for recommended water
and sewer fee increases.
SECTION 3. Staff is directed to return to the Council with project recommendations
and appropriation requests to further implement Tier 1 Active Transportation Plan projects
as result of Urban Greening Grant Funding for the Anholm Greenway Project.
SECTION 4. Fund balances and reserve levels will be applied in accordance with
GASB 54 and the City’s Fund Balance and Reserve Policy – Resolution XXXX (2021
Series).
SECTION 5. ARPA funding received by the City and expenditures thereof will be
separately tracked and accounted for to ensure allocation in accordance with the
requirements and limitations on expenditures of those funds as required by the Act.
SECTION 5. In compliance with the terms of the City’s loan agreement for the
State Revolving Fund loan for the upgrade of the Water Resource Recovery Facility, the
Finance Director is directed to restrict in a State Revolving Fund Loan reserve account
the amount of $5,902,953 from the Sewer Fund working capital and to maintain that
restricted reserve amount in the reserve fund account for the duration of the State
Revolving Fund loan to the City.
SECTION 6. The City Manager is hereby delegate d authority to approve budget
adjustments consistent with the adopted budget appropriations to maintain budgetary
flexibility for the organization.
SECTION 7. The City Manager is hereby delegated the authority to approve
format and typographical changes found within the 2021-23 Financial Plan as needed.
Page 796 of 823
Resolution No. ____ (2021 Series) Page 3
R _____
SECTION 8. The City Council approves the appropriation limit as set forth on page
536 of the 2021-23 Financial Plan and 2021-22 Budget.
On motion of ___________________, seconded by _______________________,
and on the following vote:
AYES:
NOES:
ABSENT:
The foregoing Resolution was passed and adopted on ___________, 20 21.
______________________________
Mayor Heidi Harmon
ATTEST:
Teresa Purrington,
City Clerk
APPROVED:
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
Page 797 of 823
Page 798 of 823
R ______
RESOLUTION NO. ______ (2021 SERIES)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, ESTABLISHING PARKING RATES FOR THE
CITY’S PARKING STRUCTURES
WHEREAS, the City of San Luis Obispo wishes to maintain effective usage of its
three parking structures; and
WHEREAS, the City wishes to provide secure and user friendly parking for all
users of the parking structures; and
WHEREAS, the parking program needs to continue to be self-sufficient for its
financial commitments; and
WHEREAS, the Council considered the parking revenue enhancement strategies
presented as part of the 2021-23 Financial Plan staff report and held a public meeting on
the proposed changes to the parking structure rates; and
WHEREAS, the Comprehensive Fee Schedule will be updated to reflect all new
and updated fees becoming effective July 1, 2021.
NOW THEREFORE, BE IT RESOLVED by the Council of the City of San Luis
Obispo as follows:
SECTION 1. Effective July 1, 2021, all hourly parking structure rates shall increase
to $1.50 an hour, including Sundays, with the first sixty minutes free.
SECTION 2. Effective July 1, 2021, the maximum daily parking structure rate shall
be $6.00 per day. Daily parking is considered any entry after 12:00 AM and corresponding
exit by the same vehicle before 12:00 AM within the same day.
SECTION 3. Effective July 1, 2021, the lost ticket parking structure rate shall be
$6.00 per ticket, including Sundays.
SECTION 4. Effective July 1, 2021, the overnight parking structure rate shall be
$15.00 per day. Overnight parking is considered any entry before 12:00 AM by a vehicle
on a given day and a corresponding exit after 5:00 AM by the same vehicle on a different
given day.
SECTION 5. Effective July 1, 2021, the hourly validation program parking
structure rate shall be $1.00 per hour.
SECTION 6. Effective July 1, 2022, the first sixty minutes free in the parking
structures shall be eliminated. A fifteen minute grace period shall be provided upon entry
into all parking structures before the hourly parking structure rates apply.
Page 799 of 823
Resolution No. _____ (2021 Series) Page 2
R ______
SECTION 7. No environmental review is required because t he establishment of
parking structures rates and fees do not constitute a “Project” under CEQA Guidelines
Sec. 15378.
Upon motion of ___________________, seconded by_____________________
and on the following vote:
AYES:
NOES:
ABSENT:
The foregoing resolution was passed and 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, this on _____________________.
____________________________
Teresa Purrington,
City Clerk
Page 800 of 823
RESOLUTION NO. _____ (2021 SERIES)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, APPROVING MODIFICATIONS TO THE
PARKING CITATION PENALTY SCHEDULE
WHEREAS, State law provides, in Vehicle Code Section 40203.5, that cities
establish the amount of parking penalties, fees, and surcharges; and
WHEREAS, State law authorizes the City to recover administrative fees, parking
penalties, fees and collection costs related to civil debt collection, late payment penalties,
and other related charges; and
WHEREAS, the City wishes to provide safe, secure, and convenient parking for all
users of the City’s parking facilities; and
WHEREAS, the parking program needs to continue to be self-sufficient for its
financial commitments; and
WHEREAS, the Council considered the parking revenue enhancement strategies
presented as part of the 2021-23 Financial Plan staff report and held a public meeting on
the proposed changes to the parking structure rates.
NOW THEREFORE, BE IT RESOLVED by the Council of the City of San Luis
Obispo as follows:
SECTION 1. Effective July 1, 2021, parking citation fines shall be modified (see
Exhibit A) as follows:
1. Increase no stopping or standing in parkways violation (SLOMC 10.36.020)
from $33 to $40;
2. Increase no parking zones violation (SLOMC Section 10.36.040) from $53 to
$60;
3. Increase no backing into spaces violation (SLOMC 10.40.020) from $28 to $40;
4. Increase parking space markings violation (SLOMC 10.40.060) from $40 to
$45;
5. Increase no stopping, standing, parking within an intersection violation (CVC
22500(a)) from $33 to $40
6. Increase no stopping, standing, parking on a crosswalk violation (CVC
22500(b)) from $33 to $60
Page 801 of 823
Resolution No. _____ (2021 Series) Page 2
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7. Increase no stopping, standing, parking between a safety zone violation (CVC
22500(c)) from $33 to $60
8. Increase no stopping, standing, parking within 15 feet of firehouse entrance
violation (CVC 22500(d)) from $33 to $60
9. Increase no stopping, standing, parking in front of public or private driveway
violation (CVC 22500(e)) from $33 to $40
10. Increase no stopping, standing, parking on sidewalk violation (CVC 22500(f))
from $33 to $40
11. Increase improper parking in bus zone violation (CVC 22500(i)) from $263 to
$288
12. Increase improper parking in wheelchair access area violation (CVC 22500(l))
from $263 to $288
13. Increase no stopping, standing, parking in a fire lane violation (CVC 22500.1)
from $116 to $120
14. Increase no parking with right wheels more than 18 inches from the curb
violation (CVC 22502(a)) from $33 to $40
15. Increase no parking the opposite direction of traffic violation (CVC 22502(b)(2))
from $33 to $40
16. Increase no parking with left wheels more than 18 inches from the curb violation
(CVC 22502(e)) from $33 to $40
17. Increase fire hydrant violation (CVC 22514) from $63 to $70
Page 802 of 823
Resolution No. _____ (2021 Series) Page 3
R _____
SECTION 2. No environmental review is required because t he establishment of
parking violation penalties does not constitute a “Project” under CEQA Guidelines Sec.
15378.
Upon motion of ___________________, seconded by_____________________
and on the following vote:
AYES:
NOES:
ABSENT:
The foregoing resolution was passed and 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
Page 803 of 823
Resolution No. _____ (2021 Series) Page 4
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CITY OF SAN LUIS OBISPO PENALTY SCHEDULE
EFFECTIVE JULY 1, 2021
CODE & SECTION DESCRIPTION PENALTY PENALTY &
LATE FEE
SLMC 10.12.050 INTERFERENCE WITH POLICE/AUTHORIZED OFFICER 93 123
SLMC 10.14.030 OBEDIENCE TO TRAFFIC CONTROL DEVICES 58 88
SLMC 10.14.090 UNAUTHORIZED PAINTING ON CURBS 58 88
SLMC 10.34.020 OVERNIGHT CAMPING (10pm - 6 am)100 130
SLMC 10.36.020 STOPPING OR STANDING IN PARKWAYS PROHIBITED 40 70
SLMC 10.36.030 STOP/STAND/PARK IN VIOLATION OF CHAPTER 33 63
SLMC 10.36.040 NO PARKING ZONE - PROHIBITED PARKING - Also Taxi Zone (d)60 90
SLMC 10.36.050 USE OF STREETS FOR STORAGE OF VEHICLES PROHIBITED 33 63
SLMC 10.36.070 REPAIRING OR GREASING VEHICLE ON PUBLIC STREET 23 53
SLMC 10.36.080 WASHING OR POLISHING VEHICLES 23 53
SLMC 10.36.090 PARKING ADJACENT TO SCHOOLS 23 53
SLMC 10.36.100 PARKING PROHIBITED ON NARROW STREETS 23 53
SLMC 10.36.110 PARKING ON GRADES 23 53
SLMC 10.36.120 UNLAWFUL PARKING - PEDDLERS, VENDORS 23 53
SLMC 10.36.130 EMERGENCY PARKING SIGNS 23 53
SLMC 10.36.140 LARGE/COMMERCIAL VEHICLE PARKING NEAR INTERSECTION 23 53
SLMC 10.36.150 NIGHT TIME PARKING OF LARGE VEHICLES 33 63
SLMC 10.36.160 NIGHT TIME PARKING OF VEH/OPERATING AIR/REFRGERATION 23 53
SLMC 10.36.200 PARKING IN A RESIDENTIAL PERMIT PARKING AREA 40 70
SLMC 10.36.230 PERMITS - DISPLAY OF PERMITS 28 58
SLMC 10.36.235 NO PERMIT LOT 45 75
SLMC 10.40.010 TIMED PARKING 10 MINUTES TO 10 HOURS (Overtime Parking)50 80
SLMC 10.40.020 BACKING INTO PARKING SPACE PROHIBITED 40 70
SLMC 10.40.040 PARKING PARALLEL ON ONE-WAY STREETS 21 51
SLMC 10.40.050 DIAGONAL PARKING 21 51
SLMC 10.40.060 PARKING SPACE MARKINGS 45 75
SLMC 10.40.070 NO STOPPING ZONE 21 51
SLMC 10.40.080 ALL NIGHT PARKING PROHIBITED (3-5am)38 68
SLMC 10.44.020 CURB MARKINGS TO INDICATE NO STOPPING 23 53
SLMC 10.44.030 EFFECT OF PERMISSION TO LOAD/UNLOAD IN YELLOW ZONE 53 83
SLMC 10.44.040 EFFECT OF PERMISSION TO LOAD/UNLOAD IN WHITE ZONE 40 70
SLMC 10.44.050 STANDING IN ANY ALLEY 33 63
SLMC 10.44.070 DISABLED PARKING 338 368
SLMC 10.48.010 CERTAIN VEHICLES PROHIBITED IN CENTRAL DISTRICT 58 88
SLMC 10.48.020 ADVERTISING VEHICLES 33 63
SLMC 10.48.030 ANIMAL DRAWN VEHICLES 33 63
SLMC 10.48.040 TRUCK ROUTES 88 118
SLMC 10.48.050 COMM VEHICLES PROHIBITED FROM USING CERTAIN STREETS 88 118
SLMC 10.48.060 MAX.GROSS WT LIMITS OF VEHICLES ON CERTAIN STREETS 88 118
SLMC 10.52.040 PARKING METER-OPERATIONAL PROCEDURES 23 53
SLMC 10.52.050 UNLAWFUL TO PARK AFTER METER TIME HAS EXPIRED 40 70
SLMC 10.52.070 IMPROPER USE OF METER 15 45
SLMC 10.52.080 PARKING METERS/STANDARDS PROPER USE 15 45
SLMC 10.52.110 MOTORCYCLE SPACES 15 45
CVC 21113(a)VEHICLE OR ANIMAL ON PUBLIC GROUNDS-MOVING 116 146
CVC 21113(b)VEHICLE OR ANIMAL ON PUBLIC GROUNDS-PARKING 33 63
CVC 21113(c)DRIVEWAYS, PATHS, PARKING FACILITIES ON GROUNDS 33 63
CVC 21211(a)STOPPING/STANDING/PARKING CLASS I BIKE PATH 60 90
CVC 21211(b)STOPPING/STANDING/PARKING CLASS II BIKE PATH 60 90
CVC 22500(a)STOPPING/STANDING/PARKING: WITHIN INTERSECTION 40 70
CVC 22500(b)STOPPING/STANDING/PARKING: ON A CROSSWALK 60 90
CVC 22500(c)STOPPING/STANDING/PARKING: BETWEEN SAFETY ZONE 60 90
Page 804 of 823
Resolution No. _____ (2021 Series) Page 5
R _____
CITY OF SAN LUIS OBISPO PENALTY SCHEDULE
EFFECTIVE JULY 1, 2021
CODE & SECTION DESCRIPTION PENALTY PENALTY &
LATE FEE
CVC 22500(d)STOPPING/STANDING/PARKING: W/IN 15' FIREHOUSE ENTRANCE 60 90
CVC 22500(e)STOPPING/STANDING/PARKING: PUBLIC/PRIVATE DRIVEWAY 40 70
CVC 22500(f)STOPPING/STANDING/PARKING: ON SIDEWALK 40 70
CVC 22500(g)STOPPING/STANDIN/PARKING: ALONG OPPOSITE OBSTRUCT 33 63
CVC 22500(h)STOPPING/STANDIN/PARKING: ON ROADWAY SIDE OF VEHICLE 33 63
CVC 22500(i)IMPROPER PARKING IN BUS ZONE 288 318
CVC 22500(j)STOPPING/STANDIN/PARKING: IN TUBE OR TUNNEL 33 63
CVC 22500(k)STOPPING/STANDIN/PARKING: UPON BRIDGE EXCEPT AUTH 33 63
CVC 22500(l)IMPROPER PARKING IN WHEELCHAIR ACCESS 288 318
CVC 22500.1 STOPPING/STANDING/PARKING: FIRE LANE 120 150
CVC 22502(a)CURB PARKING -RIGHT WHEELS MORE THAN 18 INCHES FROM CURB 40 70
CVC 22502(b)(2)PARKING OPPOSITE DIRECTION OF TRAFFIC 40 70
CVC 22502(e)CURB PARKING -LEFT WHEELS MORE THAN 18 INCHES FROM CURB 40 70
CVC 22504(a)UNINCORPORATED AREA PARKING 33 63
CVC 22505(a)PARKING ON HIGHWAY WHERE SIGN POSTED 33 63
CVC 22505(b)POSTED NO PARKING - STATE HIGHWAY 33 63
CVC 22507 UNLAWFUL PARKING 33 63
CVC 22507.8 (a)PARKING IN SPACE FOR DISABLED 338 368
CVC 22507.8 (b)PARKING IN SPACE FOR DISABLED - OBSTRUCT/BLOCK 338 368
CVC 22507.8 (c)(1)PARKING IN SPACE FOR DISABLED - ON LINES MARKED 338 368
CVC 22507.8 (c)(2)PARKING IN SPACE FOR DISABLED - CROSSHATCHED LINES 338 368
CVC 22511.1 (a)UNLAWFULL TO PARK UNLESS EV CHARGING 45 75
CVC 22511.7 DISABLED ZONE 338 368
CVC 22512 VEHICLED UNATTENDED 116 146
CVC 22513 TOW CARS-PARKING FREEWAY 33 63
CVC 22514 FIRE HYDRANTS 70 100
CVC 22515(a)UNATTENDED VEHICLES-SET BRAKE 33 63
CVC 22515(b)UNATTENDED VEHICLES-SET BRAKE MOVING 33 63
CVC 22516 LOCKED VEHICLE 116 146
CVC 22517 OPENING AND CLOSING DOORS 116 146
CVC 22520.5 VENDING ON FREEWAY RIGHT OF WAY 116 146
CVC 22520.5(a)VENDING ON FREEWAY RIGHT OF WAY 116 146
CVC 22521 ILLEGAL TO PARK ON RR TRACKS 33 63
CVC 22522 PARKING NEAR SIDEWALK ACCESS RAMPS 288 318
CVC 22523(a)VEHICLE ABANDONMENT- On Highway 283 313
CVC 22523(b)VEHICLE ABANDONMENT 283 313
CVC 22650 UNLAWFUL REMOVAL OF UNATTENDED VEHICLE 116 146
CVC 40225*PROCESSING OTHER VEHICLES *10
CVC 40226*FAILURE TO DISPLAY DISABLED PLACARD ADMIN FEE *25
CVC 5204(a)*CURRENT TAB IMPROPERLY ATTACHED *25
LATE PAYMENT PENALTY 30
*Fine or fee amounts are set by the Uniform Bail & Penalty Schedule or by specific CVC section
All other fine amounts set by City Council pursuant to CVC 40203.5
Page 805 of 823
Page 806 of 823
O ______
ORDINANCE NO. _____ (2021 SERIES)
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, AMENDING TITLE 10 CHAPTER 52 (PARKING
METERS) OF THE SAN LUIS OBISPO MUNICIPAL CODE
WHEREAS, California State law provides, in Vehicle Code Section 22508, that
cities must establish parking meter rates by ordinance; and
WHEREAS, the parking program needs to continue to be self -sufficient for its
financial commitments; and
WHEREAS, the City needs to continue to financially support the operation and
debt service of the next City parking structure; and
WHEREAS, the Council considered the parking revenue enhancement strategies
presented as part of the 2021-23 Financial Plan staff report and held a public meeting on
the proposed changes to the parking structure rates.
NOW, THEREFORE, BE IT ORDAINED by the Council of the City of San Luis
Obispo as follows:
SECTION 1. Chapter 10.52 (Parking Meters) of the San Luis Obispo Municipal
Code is hereby amended as follows:
Chapter 10.52 PARKING METERS AND PARKING PAYMENT CENTERS
SECTION 2. Section 10.52.010 (Parking meter zone - Rates) of the San Luis
Obispo Municipal Code is hereby amended as follows:
10.52.010 Paid Parking meter zone—Rates.
A. Within the area enclosed by a solid line on the parking rate zone map (Exhibit
A) and the area enclosed by the shaded line on Slack Street parking meter zone
map (Exhibit B) (more particularly described as: the north side of Hathway Avenue
adjacent to Cal Poly to Longview Lane, the east side of Longview Street from
Hathway Avenue to Slack Street, the north side of Slack Street from Longview
Lane to Grand Avenue, and the south side of Slack Street adjacent to the San Luis
Coastal Unified School District parcel from the midblock point of Slack Street
(between Longview Lane and Grand Avenue) to Grand Avenue), the parking of
vehicles on streets or in municipal parking lots may be controlled and regulated
with the aid of parking meters as defined in section 10.04.110 and/or parking
payment centers as defined in section 10.04.120.
Page 807 of 823
Ordinance No. _____ (2021 Series) Page 2
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B. Within the dotted area designated on the parking rate zones map (Exhibit A)
the base rate for parking Unless established otherwise below, the paid parking
meter rate on streets or in municipal parking lots in the lower rate zone shall be
one dollar and twenty-five cents per hour effective January 1, 2018 July 1, 2021.
C. Within the cross-hatched area designated on the parking rate zones map
(Exhibit A) the base rate for parking meters on streets or in municipal parking lots
shall be one dollar and seventy-five fifty cents per hour effective January 1, 2018
July 1, 2021.
D. Within the grey-shaded area designated on the parking rate zones map (Exhibit
A), the base rate for parking meters on streets or in municipal lots shall be one two
dollars seventy-five cents per hour effective January 1, 2018 July 1, 2021.
E. The tier-based parking rates, which allow a customer to extend their parking
session beyond the posted number of hours, are as follows:
1. Tier 1: The base hourly rate per rate zone
2. Tier 2: The Tier 2 rate is effective for one additional hour beyond the Tier 1 time
and is 50% above the Tier 1 rate rounded up or down to the nearest twenty-
five cent increment whichever is closer.
3. Tier 3: The Tier 3 rate is effective after expiration of the Tier 2 hour(s) and is
50% above the Tier 2 rate rounded up or down to the nearest twenty -five cent
increment whichever is closer.
F. Signage for the tier-based parking rates reflects the number of hours a vehicle
may park at the base hourly parking rate (Tier 1) before subsequent tiered rates
take effect.
1. 1+ parking rate: Parking up to one hour at the base hourly parking rate before
Tier 2 is in effect.
2. 2+ parking rate: Parking up to two hours at the base hourly parking rate before
Tier 2 is in effect.
3. 3+ parking rate: Parking up to three hours at the base hourly parking rate before
Tier 2 is in effect.
4. 4+ parking rate: Parking up to four hours at the base hourly parking rate before
Tier 2 is in effect.
G. The Public Works Director may periodically adjust the hourly parking rates on
any block or set of blocks within the areas designated on the parking rate zones
map (Exhibit A) during the time of operation as detailed in section 10.52.020 up to
and including 120% of the effective hourly rate based on the observed occupancy.
Hourly parking rates shall be adjusted not more than every 30 days.
E. Within the shaded area of the map entitled Slack Street parking meter zone
map (Exhibit B) the parking of vehicles on streets may be controlled and regulated
with the aid of parking meters. The parking meter rate shall be one dollar per hour
if controlled by meter.
Page 808 of 823
Ordinance No. _____ (2021 Series) Page 3
O ______
(Ord. 1683 § 1 (Exhs. A, B), 2020: Ord. 1635 § 1 (Exhs. A, B), 2017: Ord. 1620 §
1 (Exh. A), 2015; Ord. 1568 § 1, 2011: Ord. 1552 § 2, 2010; Ord. 1532 § 2, 2009;
Ord. 1492 § 1, 2006: Ord. 1233 § 1, 1993: Ord. 1194 § 1, 1991: Ord. 1099 § 1,
1987: prior code § 3213)
SECTION 3. Section 10.52.020 (Installation) of the San Luis Obispo Municipal
Code is hereby amended as follows:
10.52.020 Installation.
A. The Public Works Director or their designee(s) may cause parking meters,
parking payment centers, and/or mobile payment methods to be installed and
maintained in all parking rate meter zones.
B. Parking meters shall be installed upon the curb or sidewalk area immediately
adjacent to each parking space. Each meter shall be placed in such manner as to
show or display by a sign or signal that the parking space adjacent thereto is or is
not legally in use.
C. Each parking meter shall be set to display, after the operational procedure has
been completed, a sign or signal indicating legal parking for that period of time
conforming to the limit of parking time for the zone in which the parking meter is
installed, and shall continue to operate from the time of the completion of the
operational procedure until the expiration of the time fixed as the parking limit or a
portion thereof for the part of the street upon which the meter is placed. Each meter
shall also be so arranged that upon the expiration of the legal parking time, it will
indicate by a mechanical operation and by proper signal that the lawful parking
period has expired. (Ord. 1628 § 37, 2016; prior code § 3213.1)
D. Parking payment centers shall be installed upon the sidewalk area within
reasonable distance to the paid parking spaces to which the payment center
manages.
E. Each parking payment center shall be set to display the applicable parking rates
and instructions on use of the payment center.
SECTION 4. Section 10.52.030 (Time of operation) of the San Luis Obispo
Municipal Code is hereby amended as follows:
10.52.030 Time of operation.
The provisions of this chapter relating to the operation of parking meters, parking
payment centers, and/or mobile payment methods shall be effective between the
hours of nine a.m. and six nine p.m. every Monday to Saturday and one p.m. to six
nine p.m. every Sunday; provided, that for good cause and upon a finding that
such action will not jeopardize meter parking revenues as a necessary source of
revenue for payment of outstanding bonded indebtedness, the council by
Page 809 of 823
Ordinance No. _____ (2021 Series) Page 4
O ______
resolution may temporarily suspend the parking meter and parking payment center
operating provisions of this chapter for any or all of the city’s parking rate zones
meters. (Ord. 1566 § 1, 2011: Ord. 1099 § 2, 1987: prior code § 3213.2)
SECTION 5. Section 10.52.040 (Operational procedure to be followed) of the San
Luis Obispo Municipal Code is hereby amended as follows:
10.52.040 Operational procedure to be followed.
A. No person shall cause, allow or permit any vehicle , occupied or unoccupied, to
remain stopped or parked in any metered parking space unless a sign or signal
indicating that meter fees have been paid is displayed by the adjacent parking
meter. (Ord. 1655 § 10, 2018: prior code § 3213.4)
B. No person shall cause, allow or permit any vehicle, occupied or unoccupied, to
remain stopped or parked in any space within a parking rate zone unless an active
parking session is recorded and available for verification by City staff using the
license plate number of the motor vehicle as entered into the payment center upon
initiation of a parking session.
SECTION 6. Section 10.52.050 (Unlawful to allow vehicle to remain parked after
expiration of time) of the San Luis Obispo Municipal Code is hereby amended as follows:
10.52.050 Unlawful to allow vehicle to remain parked after expiration of time.
No operator of any motor vehicle shall permit the vehicle to remain parked in any
paid parking space during any time that the meter is showing a sign or signal
indicating that such space is illegally in use or during any time that an active
parking session is not recorded and available for verification by city staff other than
such time immediately after the original occupancy as is necessary to register a
payment operate the meter to show legal parking or as is necessary to operate the
payment center to record an active parking session. (Ord. 1655 § 11, 2018: prior
code § 3213.4)
SECTION 7. Section 10.52.060 (Unlawful to increase or extend parking time) of
the San Luis Obispo Municipal Code is hereby amended as follows:
10.52.060 Unlawful to increase or extend parking time.
No person shall follow the operational procedure or any part of the operational
procedure for the purpose of increasing or extending the parking time of any
vehicle beyond the legal parking time which has been established for the parking
rate zone in which the motor vehicle is standing or parked space adjacent to which
the parking meter is placed. This section does not apply to areas where tier-based
parking rates have been established. (Prior code § 3213.5)
SECTION 8. Section 10.52.070 (Deposit of slugs—Tampering with or injury of) of
the San Luis Obispo Municipal Code is hereby amended as follows:
Page 810 of 823
Ordinance No. _____ (2021 Series) Page 5
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10.52.070 Deposit of slugs—Tampering with or injury of.
No person shall deposit or cause to be deposited in any parking meter or parking
payment center any defaced or bent coin, or any slug, device or metallic substitute
for a coin of the United States, or deface, injure, tamper with, open or willfully
break, destroy or impair the usefulness of any parking meter or parking payment
center. (Prior code § 3213.6)
SECTION 9. Section 10.52.080 (Use of for certain purposes prohibited) of the San
Luis Obispo Municipal Code is hereby amended as follows:
10.52.080 Use of for certain purposes prohibited.
No person shall attach any unauthorized thing to or allow a bicycle, news -rack or
any other article or thing to lean against a parking meter, or a parking meter
standard, or parking payment center. (Prior code § 3213.7)
SECTION 10. Section 10.52.090 (Rule of evidence) of the San Luis Obispo
Municipal Code is hereby amended as follows:
10.52.090 Rule of evidence.
The parking or standing of any motor vehicle in a parking space, at which space
the parking meter displays the sign or signal indicating illegal parking or at which
space no active parking session can be verified by City staff using the license plate
number of the vehicle, shall constitute a prima facie presumption that the vehicle
has been parked or allowed to stand in such space for a period longer than
permitted by this chapter. (Prior code § 3213.8)
SECTION 11. Section 10.52.110 (Motorcycle spaces) of the San Luis Obispo
Municipal Code is hereby amended as follows:
10.52.110 Motorcycle spaces.
The Public Works Director or their designee(s) may designate and cause to be
installed and maintained parking spaces for the exclusive use of motorcycles,
motorized bicycles and motor driven cycles. Parking meter rates for these spaces
shall be one-half the rate established by Section 10.52.010(B). (Ord. 1628 § 38,
2016: Ord. 936 § 1, 1982: prior code § 3213.11)
SECTION 12. Severability. If any subdivision, paragraph, sentence, clause, or
phrase of this ordinance is, for any reason, held to be invalid or unenforceable by a court
of competent jurisdiction, such invalidity or unenforceability shall not affect the validity or
enforcement of the remaining portions of this ordinance, or any other provisions of the
city' s rules and regulations. It is the city' s express intent that each remaining portion
would have been adopted irrespective of the fact that any one or more subdivisions,
paragraphs, sentences, clauses, or phrases be declared invalid or unenforceable.
SECTION 13. These amendments to Title 10 Chapter 52 of the City of San Luis
Obispo Municipal Code do not constitute a “Project” under CEQA Guidelines Sec. 15378.
Page 811 of 823
Ordinance No. _____ (2021 Series) Page 6
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SECTION 14. A summary of this ordinance, together with the names of Council
members voting for and against, shall be published at least five (5) days prior to its final
passage, in The New Times, a newspaper published and circulated in this City. This
ordinance shall go into effect at the expiration of thirty (30) days after its final passage.
INTRODUCED on the ____ day of ____, 2021, AND FINALLY ADOPTED by the
Council of the City of San Luis Obispo on the ____ day of ____, 20 21, on the following
vote:
AYES:
NOES:
ABSENT:
________________________________
Mayor Heidi Harmon
ATTEST:
____________________________________
Teresa Purrington,
City Clerk
APPROVED AS TO FORM:
_____________________________________
J. Christine Dietrick,
City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the
City of San Luis Obispo, California, on ______________________.
______________________________
Teresa Purrington,
City Clerk
Page 812 of 823
Ordinance No. _____ (2021 Series) Page 7
O ______
Exhibit A
Page 813 of 823
Page 814 of 823
O ______
ORDINANCE NO. _____ (2021 SERIES)
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, AMENDING TITLE 10 CHAPTER 04
(DEFINITIONS) OF THE SAN LUIS OBISPO MUNICIPAL CODE
WHEREAS, Title 10 Chapter 4 of the City’s Municipal Code provides definitions of
words and phrases used throughout Title 10; and
WHEREAS, the City Council of the City of San Luis Obispo recently approved the
purchase and installation of parking payment centers throughout the downtown area ; and
WHEREAS, the parking payment centers are a new technology for the City of San
Luis Obispo that need to be defined within the City’s Municipal Code to ensure that it is
consistent with the State of California’s Vehicle Code.
NOW, THEREFORE, BE IT ORDAINED by the Council of the City of San Luis
Obispo as follows:
SECTION 1. Section 10.04.120 (Parkway) of the San Luis Obispo Municipal Code
is hereby amended as follows:
10.04.120 Parkway Parking payment center.
“Parkway” means that portion of a street other than a roadway or a sidewalk. (Prior
code § 3200 (part)) “Parking payment center” means an electronic parking meter
or pay station serving one or more parking spaces
SECTION 2. Section 10.04.130 (Passenger loading zone) of the San Luis Obispo
Municipal Code is hereby amended as follows:
10.04.130 Passenger loading zone Parkway.
“Passenger loading zone” means the space adjacent to a curb reserved for t he
exclusive use of vehicles during the loading or unloading of passengers. (Prior
code § 3200 (part)) “Parkway” means that portion of a street other than a roadway
or a sidewalk. (Prior code § 3200 (part))
SECTION 3. Section 10.04.140 (Pedestrian) of the San Luis Obispo Municipal
Code is hereby amended as follows:
10.04.140 Pedestrian Passenger loading zone.
“Pedestrian” means any person afoot or who is using a means of conveyance
propelled by human power other than a bicycle. (Prior code § 3200 (part))
“Passenger loading zone” means the space adjacent to a curb reserved for the
exclusive use of vehicles during the loading or unloading of passengers. (Prior
code § 3200 (part))
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Ordinance No. _____ (2021 Series) Page 2
O ______
SECTION 4. Section 10.04.150 (Police department employee) of the San Luis
Obispo Municipal Code is hereby amended as follows:
10.04.150 Police department employee Pedestrian.
“Police employee” means persons other than police officers who are authorized
and trained to enforce traffic regulations. (Prior code § 3200 (part)) “Pedestrian”
means any person afoot or who is using a means of conveyance propelled by
human power other than a bicycle. (Prior code § 3200 (part))
SECTION 5. Section 10.04.160 (Police officer) of the San Luis Obispo Municipal
Code is hereby amended as follows:
10.04.160 Police officer Police department employee.
“Police officer” means every officer of the police department of this city or any
employee authorized to direct or regulate traffic or to make arrests for violation of
traffic regulations. (Prior code § 3200 (part)) “Police employee” means persons
other than police officers who are authorized and trained to enforce traffic
regulations. (Prior code § 3200 (part))
SECTION 6. Section 10.04.170 (Skateboard) of the San Luis Obispo Municipal
Code is hereby amended as follows:
10.04.170 Skateboard Police officer.
“Skateboard” means a wheeled object as defined in Section 10.76.010. (Prior code
§ 3200 (part)) “Police officer” means every officer of the police department of this
city or any employee authorized to direct or regulate traffic or to make arrests for
violation of traffic regulations. (Prior code § 3200 (part))
SECTION 7. Section 10.04.180 (Stop) of the San Luis Obispo Municipal Code is
hereby amended as follows:
10.04.180 Stop Skateboard.
“Stop,” when required, means complete cessation of movement. (Prior code
§ 3200 (part)) “Skateboard” means a wheeled object as defined in
Section 10.76.010. (Prior code § 3200 (part))
SECTION 8. Section 10.04.190 (Stop or stand) of the San Luis Obispo Municipal
Code is hereby amended as follows:
10.04.190 Stop or stand Stop.
“Stop or stand,” when prohibited, means any stopping or standing of a vehicle,
whether occupied or not, except when necessary to avoid conflict with other traffic
or in compliance with the directions of a police officer or official traffic-control
device. (Prior code § 3200 (part)) “Stop,” when required, means complete
cessation of movement. (Prior code § 3200 (part))
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Ordinance No. _____ (2021 Series) Page 3
O ______
SECTION 9. Section 10.04.200 (Vehicle code) of the San Luis Obispo Munici pal
Code is hereby amended as follows:
10.04.200 Vehicle Code Stop or stand.
“Vehicle Code” means the Vehicle Code of the state of California. (Prior code
§ 3200 (part)) “Stop or stand,” when prohibited, means any stopping or standing
of a vehicle, whether occupied or not, except when necessary to avoid conflict with
other traffic or in compliance with the directions of a police officer or official traffic-
control device. (Prior code § 3200 (part))
SECTION 10. Section 10.04.210 (Vehicle code) of the San Luis Obispo Municipal
Code is hereby established as follows:
10.04.210 Vehicle code.
“Vehicle Code” means the Vehicle Code of the state of California. (Prior code
§ 3200 (part))
SECTION 11. Severability. If any subdivision, paragraph, sentence, clause, or
phrase of this ordinance is, for any reason, held to be invalid or unenforceable by a court
of competent jurisdiction, such invalidity or unenforceability shall not affect the validity or
enforcement of the remaining portions of this ordinance, or any o ther provisions of the
city' s rules and regulations. It is the city' s express intent that each remaining portion
would have been adopted irrespective of the fact that any one or more subdivisions,
paragraphs, sentences, clauses, or phrases be declared invalid or unenforceable.
SECTION 12. These amendments to Title 10 Chapter 04 of the City of San Luis
Obispo Municipal Code do not constitute a “Project” under CEQA Guidelines Sec. 15378.
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Ordinance No. _____ (2021 Series) Page 4
O ______
SECTION 13. A summary of this ordinance, together with the names of Council
members voting for and against, shall be published at least five (5) days prior to its final
passage, in The New Times, a newspaper published and circulated in this City. This
ordinance shall go into effect at the expiration of thirty (30) days after its final passage.
INTRODUCED on the ____ day of ____, 2021, AND FINALLY ADOPTED by the
Council of the City of San Luis Obispo on the ____ day of ____, 20 21, on the following
vote:
AYES:
NOES:
ABSENT:
________________________________
Mayor Heidi Harmon
ATTEST:
____________________________________
Teresa Purrington,
City Clerk
APPROVED AS TO FORM:
_____________________________________
J. Christine Dietrick,
City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the
City of San Luis Obispo, California, on _______________________.
___________________________
Teresa Purrington,
City Clerk
Page 818 of 823
Ordinance No. _____ (2021 Series) Page 5
O ______
Exhibit A
Page 819 of 823
Page 820 of 823
R ______
RESOLUTION NO. _______ (2021 SERIES)
A RESOLUTION OF THE COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, AMENDING THE WATER AND SEWER RATE
ASSISTANCE PROGRAM FOR RESIDENTIAL RATE PAYERS
WHEREAS, in 1992, the City Council adopted Resolution 8073 to implement a
low-income water and sewer rate assistance program for City residents; and
WHEREAS, in 1996, the State of California passed Proposition 218, now Article
XIII C and D of the California Constitution, which requires rate proportionality amongst
customers; and
WHEREAS, in 2006, the California Supreme Court determined that water and
sewer utilities are subject to the requirements of Proposition 218; and
WHEREAS, the rate assistance program is currently subsidized by the general
fund to comply with Proposition 218; and
WHEREAS, customers who do not pay their bill on-time are assessed a late fee;
and
WHEREAS, late fees are not subject to Proposition 218 because they are not rates
for service and they are not a required property related fee; and
WHEREAS, the City Council desires to expand eligibility for the rate assistance
program while remaining compliant with Proposition 218.
NOW, THEREFORE, BE IT RESOLVED, by the Council of the City of San Luis Obispo
as follows:
SECTION 1. A program to assist low-income customers who receive specific State
or Federal aid or whose income is less than twice the federal poverty rate as set forth in
Exhibit “A” shall be established.
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Resolution No. ______ (2021 Series) Page 2
R _____
SECTION 2. The low-income rate assistance program shall be funded by water
and sewer late fees in an amount not to exceed $100,000 from water late fees; and not
to exceed $100,000 from sewer late fees. No property related service fees shall be used
to fund the program in a manner that would result in those fees exceeding the reasonable
costs of providing the service for which they are charged.
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:
______________________________
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
Page 822 of 823
Resolution No. ______ (2021 Series) Page 3
R _____
Exhibit A
The City’s Rate Assistance Program is a 15% discount off of the monthly water and sewer
bill of eligible customers.
A customer is eligible to receive rate assistance if:
1. The bill is in their name; and
2. The bill is for an individually metered residence; and
3. The applicant resides at the service address; and
4. The customer receives one or more of the following government subsidies at their
current address:
a) CalWorks; or
b) CalFresh (food stamps); or
c) Supplemental Social Security and/or State Supplemental Payment; or
d) Medi-Cal.
5. Or, the customer declares their household income to be less than twice the federal
poverty rate, as defined by the United States Department of Health & Human
Services.
In order to apply for rate assistance, an application form must be completed an d returned
together with proof of eligibility to the City of San Luis Obispo Utilities Department. After
verification of eligibility, a 15% rate reduction will be applied to the utility account for all
future billings.
The discount is effective for one year. Customers will be required to renew eligibility for
the rate assistance program every year in November.
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