HomeMy WebLinkAboutCC_2021_02_19_Sp Workshop AgendaPacket CITY OF ATASCADERO CITY COUNCIL SPECIAL MEETING (WORKSHOP) AGENDA
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Page 1 of 232
NOTICE OF SPECIAL MEETING
ATASCADERO CITY COUNCIL
Friday, February 19, 2021, 4:00 P.M.
Saturday, February 20, 2021, 8:30 A.M.
City Hall – Council Chambers
6500 Palma Avenue, Atascadero
(TELECONFERENCE)
*************************************
Goal Setting Workshop
FRIDAY, FEBRUARY 19, 2021, 4:00 P.M.
ROLL CALL:
COUNCIL WORKSHOP – STRATEGIC PLANNING
1. Welcome, Facilitation Framework, Review of Strategic Priority Progress (45 min)
2. D20 Study Session Review (60 min)
Review input from the study sessions and engage in key priority alignment exercise
3. Public Comment (30 min)
DINNER BREAK (30 min)
4. Communication Dynamics, Focus Areas, and Goal Setting (105 min)
Discussion on how the Council will agree to work together, identifying and defining focus areas,
and introduction to the goal setting exercise
ADJOURNMENT: The Council will adjourn to Saturday, February 20, 2021,
8:30 A.M. to continue the Strategic Planning Workshop.
SATURDAY, FEBRUARY 20, 2021, 8:30 A.M.
ROLL CALL:
COUNCIL WORKSHOP – STRATEGIC PLANNING
1. Welcome and Goal Setting (120 min)
Continuation of goal setting exercise
2. Public Comment (30 min)
3. Alignment, Wrap-up, Next Steps (90 min)
Affirmation of Council priorities, wrap-up of the workshop and discussion on next step
LUNCH BREAK (60 min)
Page 2 of 232
4. SB 1090 Funds (60 min)
Discussion on use of SB 1090 funds
5. Council Norms (30 min)
Review of Council Norms adopted in 2020
ADJOURNMENT: The Council will adjourn to the next Regular Session on Tuesday,
February 23, 2021.
PLEASE NOTE: All times estimated and dependent upon Council discussion
Page 3 of 232
ITEM NUMBER: 2
DATE: 02/19/21
Goals Setting Materials
1. D20 Study Session Notes
2. 2019-2021 Action Plan
3. 2021-2023 Budget and D-20 Priorities Public Outreach Kickoff Session Staff
Report - January 12, 2021
Page 4 of 232
Study Session #1 Casey and Phil
Date: January 14, 2021
Time: 10am
Facilitators: Casey Bryson and Phil Dunsmore
Attendees:
1. What is going well in the City? (10 minutes)
Development in downtown
Container project and La Plaza
Feels like a lot of development on the horizon
New community events (prior to covid) are drawing tourists
and other county residents to town
Family friendly downtown establishments
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 5 of 232
Study Session #1 Casey and Phil
2. What things big and small would make Atascadero
better? (15 minutes)
Incentivize the less-community oriented business (typewriter
repair, dentist) to move to business parks outside of the
downtown
More funding for recreation – either free or low cost
recreation activities for families and children. Especially
before and after school childcare funded through the City –
either free or on a sliding scale.
No in-town busing for school.
Sidewalks throughout the City. Better bike connections
Police support through other agencies. More money for
mental health services.
Money for Public Works for creek cleanup. Park
maintenance
Money put aside for emergency master plans and for
resident information and education – looking for community
planning. Emergency Access planning
Community Action Team – mental health and paramedic
services for homeless
Money into broadband. Money into researching community
choice energy.
Community choice energy
Reduced fire danger on trails
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 6 of 232
Study Session #1 Casey and Phil
3. The City has promised to spend some of these funds on
expenses that have been put off a long time. Which of
these do you think are the most important and which
could be delayed a little longer? (7 minutes)
Urgent Not as Urgent
Priority one is Fire
Evacuation Planning
Continue firefighter grant
funding for firefighter and BC
positions
Emergency Master plans for
wildland fire and evacuations
Priority two is making City better
– safer
Access and emergency
evacuation for Santa Lucia,
bridges at Llano and Balboa
access
Then focus on police and hiring
Create an emergency safety
center – even if it has to be
something like Paso did where
there is one state of the art
facility for both Police and Fire in
the downtown or a central
location – probably also need to
look at a 3rd fire station (reduce
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 7 of 232
Study Session #1 Casey and Phil
response times in response to
homeowners insurance)
Fire engine and equipment
replacement funding
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 8 of 232
Study Session #1 Casey and Phil
4. If the City spent the D-20 funds perfectly, what would
success look like (7 minutes)
Vibrant active downtown driving people from the community
and out of the area into the City
Upgrading emergency services, fire and police, so that
staffing is what is required for this community
Enhanced safety for community
see more people out and about and using the downtown –
people eating, shopping, utilizing the area – more shops,
more parking, more landscaping, more sidewalks
Is the Zoo the best use of the City’s funds – what are ways
that the Zoo could better attract people (serve food, serve
beer, have tap house/coffeehouse/restaurant next door, pad
for a food truck to have service for those utilizing the
Zoo/Park, create more synergy around the Zoo – something
around the Zoo to increase attendance and make it more
cost effective)
City encourages gatherings, adult entertainment, interesting
and exciting events, etc. like the concerts on the roof at the
Raconteur Room
Fewer unhoused people living in downtown – fewer contacts
with police – more services for those experiencing
homelessness and/or mental health issues
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 9 of 232
Study Session #1 Casey and Phil
5. How should the City measure that success? (5 minutes)
Building up of places to go – when the name Atascabama
falls out of disuse you’ll know it was successful
Answers blended with 4 above
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 10 of 232
Study Session #1 Casey and Phil
Is there anything else that you want to make sure the Council
knows? (5 minutes)?
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 11 of 232
Study Session #1 Jeri and Bob
Date: January 14, 2021
Time: 10 am
Facilitators: Bob Masterson, Jeri Rangel
Attendees: Mr. and Mrs. Seely, Bob Molle, Cindy Chavez
1. What is going well in the City? (10 minutes)
Good job overall in providing services
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 12 of 232
Study Session #1 Jeri and Bob
2. What things big and small would make Atascadero
better? (15 minutes)
Egress from properties on West Side/Santa Lucia
Culvert repair on Santa Lucia
Llano Rd repair of small bridge- to provide alternate egress
Internet access in rural areas of town
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 13 of 232
Study Session #1 Jeri and Bob
3. The City has promised to spend some of these funds on
expenses that have been put off a long time. Which of
these do you think are the most important and which
could be delayed a little longer? (7 minutes)
None
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 14 of 232
Study Session #1 Jeri and Bob
4. If the City spent the D-20 funds perfectly, what would
success look like (7 minutes)
None
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 15 of 232
Study Session #1 Jeri and Bob
5. How should the City measure that success? (5 minutes)
Identify projects and timelines, and report on progress
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 16 of 232
Study Session #1 Jeri and Bob
6. Is there anything else that you want to make sure the
Council knows? (5 minutes)?
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 17 of 232
Study Session #1 Nick and Rachelle
Date: January 14, 2021
Time: 10am
Facilitators: Rachelle and Nick
Attendees: Steve Ryburn, Colette Layton, Dean Pericic (partial), Susan
Funk, Ron Overacker
1. What is going well in the City? (10 minutes)
Emerging Downtown
Great family environment
Nice parks and recreation facilities
Increase in businesses, restaurants, breweries, etc.
Increase in City events (tamale festivals, craft beer, etc.)
Trees
Hiking trails
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 18 of 232
Study Session #1 Nick and Rachelle
2. What things big and small would make Atascadero
better? (15 minutes)
More good jobs in town (head of household)
Better emergency evacuation and supporting infrastructure
(Santa Lucia Bridge and nearby box culvert)
Better access to Fire insurance
Shopping diversity
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 19 of 232
Study Session #1 Nick and Rachelle
3. The City has promised to spend some of these funds on
expenses that have been put off a long time. Which of
these do you think are the most important and which
could be delayed a little longer? (7 minutes)
Urgent Not as Urgent
Santa Lucia Bridge replacement
Santa Lucia culvert widening
PD staffing levels
PD Retention/Professional
staffing
Staff training and tools
FD staffing levels
Aging Fire Stations- esp. FS1
Aging Fire Engines and
apparatus
Emergency evacuation outreach
Fire engine replacement
Storm drain replacements
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 20 of 232
Study Session #1 Nick and Rachelle
4. If the City spent the D-20 funds perfectly, what would
success look like (7 minutes)
Increase minimum PD staffing from 3 to 4
Establish a viable evacuation route for outer Santa Lucia
Road
Increase minimum FD staffing by 3, + grant position _
battalion chiefs
Fire Station No. 1 remodel to address code deficiencies,
function, staff needs, safety, storage, and future needs
Replace aging apparatus and engines
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 21 of 232
Study Session #1 Nick and Rachelle
5. How should the City measure that success? (5 minutes)
When residents leave home and won’t worry about not
having a home to return to
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 22 of 232
Study Session #1 Nick and Rachelle
Is there anything else that you want to make sure the Council
knows? (5 minutes)?
Consider assessment districts for fire protection in high-risk
zones
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 23 of 232
Study Session #2 Phil, Casey and Jeri
Date: January 14, 2021
Time: 2 pm
Facilitators: Phil Dunsmore, Casey Bryson, Jeri Rangel
Attendees: Katherine O’Clair, Cheryl Powers, Matt Madrigal, Cindy Chavez
1. What is going well in the City? (10 minutes)
repaved streets- F14 project
Centennial plaza
the way the city is run
economic development- downtown
public safety/fire responsiveness, and welfare checks
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 24 of 232
Study Session #2 Phil, Casey and Jeri
2. What things big and small would make Atascadero
better? (15 minutes)
Fire engines/trucks and adequate fire staffing
Increasing staffing (fire and other depts.)
Safety is #1- wages and equipment
competitive wages
safety equipment replacement
deferred maintenance
staff diversity- recruit from diverse pools
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 25 of 232
Study Session #2 Phil, Casey and Jeri
3. The City has promised to spend some of these funds on
expenses that have been put off a long time. Which of
these do you think are the most important and which
could be delayed a little longer? (7 minutes)
Urgent Not as Urgent
Public safety equipment Areas where grants might be
a potential
Deferred maintenance
Staffing/salaries
Employee retention
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 26 of 232
Study Session #2 Phil, Casey and Jeri
4. If the City spent the D-20 funds perfectly, what would
success look like (7 minutes)
More fire dept staffing
Fire dept. equipment (including communications equipment)
Fire station remodels
Appropriate operating budgets
Improvements to overall city staffing/salaries/retention
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 27 of 232
Study Session #2 Phil, Casey and Jeri
5. How should the City measure that success? (5 minutes)
Talking with community to understand the impacts of the
spent funds, especially in those communities most directly
impacted.
Statistical reporting (similar to what was reported in Talk on
the Block)
Employee moral surveys/retention changes
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 28 of 232
Study Session #2 Rachelle, Bob and Nick
Is there anything else that you want to make sure the Council
knows? (5 minutes)?
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 29 of 232
Study Session #2 Rachelle, Bob and Nick
Date: January 14, 2021
Time: 2 pm
Facilitators: Rachelle, Bob and Nick
Attendees: Madalyn and Jerry McDaniels, Howard Gillingham, Jack Light
and Bob Molle
1. What is going well in the City? (10 minutes)
People love living here
A lot of people think City is doing well
Depts. seem to work well with one another
Good employees who are invested in the community
Downtown/Traffic Way/Entrada are improving
New people feel Atascadero is welcoming
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 30 of 232
Study Session #2 Rachelle, Bob and Nick
2. What things big and small would make Atascadero
better? (15 minutes)
A large retailer here in town
Improve Atascadero’s reputation in surrounding
communities - not welcoming to people from other places
(blacks don’t come here)
Law enforcement
o Salaries/retention- not a training ground
Fire
More hiking/walking trails
Departments are important and it is hard to balance
Staffing
Having equipment that is up to date
Reducing turnover
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 31 of 232
Study Session #2 Rachelle, Bob and Nick
3. The City has promised to spend some of these funds on
expenses that have been put off a long time. Which of
these do you think are the most important and which
could be delayed a little longer? (7 minutes)
Urgent Not as Urgent
Police Salaries First take care of the safety
items first and then start
looking at others
Fire Engine replacement
Fire Staffing
Fire stations
Police staffing
Staffing
CAT teams
Economic Development-
particularly sales so the tax
brings in $
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 32 of 232
Study Session #2 Rachelle, Bob and Nick
4. If the City spent the D-20 funds perfectly, what would
success look like (7 minutes)
Stores open, vibrant business community
Improvement- Don’t let perfection be the enemy of great
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 33 of 232
Study Session #2 Rachelle, Bob and Nick
5. How should the City measure that success? (5 minutes)
The number of police officer per capita increases
The turnover rate in staffing is reduced
Increases in population
Minimum- Maintaining current service levels
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 34 of 232
Study Session #2 Rachelle, Bob and Nick
Is there anything else that you want to make sure the Council
knows? (5 minutes)?
Recreation should be lowest priority. Take care of
fire/police/safety first and then move into other stuff if there
are remaining funds
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 35 of 232
Study Session #3 Casey, Phil and Jeri
Date: January 20, 2021
Time: 4 pm
Facilitators: Casey, Phil and Jeri
Attendees: Vickie Rabourn, Cody Ferris, Betty Lightfoot, Loreli Cappel
What is going well in the City? (10 minutes)
City council listens
La Plaza looks nice
City is responsive and easy to work with for developers
Momentum in community- businesses and fun
Joy Park
Road improvements
Farmers Market
ECHO
Loaves and Fishes
Atascadero City Band
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 36 of 232
Study Session #3 Casey, Phil and Jeri
1. What things big and small would make Atascadero
better? (15 minutes)
Clean up trash and debris in creek bed
Make a better recreation area of creek path/trail near
Century 21, ABC, High School, Tent City- clean up and
maybe some lighting
Promote golf as tourism (package deals with golf and
lodging)
Fund police and fire depts.
Continue to repair roads
Better lighted pedestrian crossing across ECR (near Chalk
Mountain liquor)
Better internet
Senior Citizens – what can we do for them – line item in the
budget, Senior Day, with tours
o Pick up and bring to Farmers Market
Focus on downtown, downtown street improvements,
downtown enhancement plan
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 37 of 232
Study Session #3 Casey, Phil and Jeri
2. The City has promised to spend some of these funds on
expenses that have been put off a long time. Which of
these do you think are the most important and which
could be delayed a little longer? (7 minutes)
Urgent Not as Urgent
Security – Police Department
Infrastructure – Roads
Order that the video was in:
Fire
Police and transient issues
Roads
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 38 of 232
Study Session #3 Casey, Phil and Jeri
3. If the City spent the D-20 funds perfectly, what would
success look like (7 minutes)
Up to par with levels of service
Staffing levels in Police and Fire are at sufficient level
Facilities are up to par (Fire)
Feel good/solid ground with facilities and staffing
Do not feel we are under water
City feels safer (panhandling)
People are out more – safe at night
Parking for Senior Citizens during Farmers Market
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 39 of 232
Study Session #3 Casey, Phil and Jeri
4. How should the City measure that success? (5 minutes)
Attendance at events increases
Match or exceed other cities with staffing levels (per
population)
Match or exceed other cities with facility quality
Ability to hire new employees
Ability to give staff raises
Measure revenue (downtown improvements increase
business and pedestrian traffic)
Fewer calls for police if areas are cleaned up
Surveys
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 40 of 232
Study Session #3 Casey, Phil and Jeri
Is there anything else that you want to make sure the Council
knows? (5 minutes)?
Can we do surveys through the Chamber or general public
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 41 of 232
Study Session #3 Nick, Bob and Rachelle
Date: January 20, 2021
Time: 2 pm
Facilitators: Nick DeBar, Bob Masterson, Rachelle Rickard
Attendees: Grigger Jones, Dennis Schmidt, Zachariah Jackson, Charles
Bourbeau (observer)
1. What is going well in the City? (10 minutes)
Getting businesses here in town
Streamlining and improving planning and permitting process
Professionalism of staff (all departments)
Cooperation between staff
Treat public well
F-14 and the road improvements
Growth- La Plaza, apartments, residential
Has its own cemetery
Quality of life
Values
Families
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 42 of 232
Study Session #3 Nick, Bob and Rachelle
2. What things big and small would make Atascadero
better? (15 minutes)
Better traffic control/slow down traffic
Issue more tickets/speed bump
Staffing – retention
Improve alleyways / implement piazzas in downtown
Staffing
Fire stations
Delays in response time/effect on equipment of non-City
maintained roads
Improving response times
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 43 of 232
Study Session #3 Nick, Bob and Rachelle
3. The City has promised to spend some of these funds on
expenses that have been put off a long time. Which of
these do you think are the most important and which
could be delayed a little longer? (7 minutes)
Urgent Not as Urgent
Staffing- Public safety
Equipment Replacement
Staff priorities- ASK staff
Fire Stations
More jobs / broadband
Traffic circulation
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 44 of 232
Study Session #3 Nick, Bob and Rachelle
4. If the City spent the D-20 funds perfectly, what would
success look like (7 minutes)
Enough for each of the departments to have what they need
to serve the community
Economic development that serves the community (drives
City revenues – which would multiply D20 funds)
Enhance Sunken Garden to make it exciting. Complete
redevelopment of park. Plumbing to farmers market.
Platform at front with exhibit. Public buildings along the side
in Sunken Gardens with Plaza in the middle.
Enough for each of the departments to have what they need
to improve service levels
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 45 of 232
Study Session #3 Nick, Bob and Rachelle
5. How should the City measure that success? (5 minutes)
Happiness of citizens
Metrics are good
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 46 of 232
Study Session #3 Nick, Bob and Rachelle
Is there anything else that you want to make sure the Council
knows? (5 minutes)?
Need an active discussion of do we want this money to
serve our citizens or to attract tourists
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 47 of 232
Study Session #4 Rachelle, Phil and Matt Miranda
Date: January 23, 2021
Time: 10 am
Facilitators: Bob Masterson, Nick DeBar, Jeri Rangel
Attendees: Katy Buell, Brenda May, Kellye Netz, Kyle Nakazawa, Darcy
Price, Ayla Tomac
1. What is going well in the City? (10 minutes)
La Plaza Project
Focus on downtown is nice- pedestrian and bike friendly
Good job on D-20 funding and result
Beautification of downtown and bringing in more businesses
Small town feel of Atascadero
Existing employees are dedicated and want to be here. Good
employees.
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 48 of 232
Study Session #4 Rachelle, Phil and Matt Miranda
2. What things big and small would make Atascadero
better? (15 minutes)
More parks- green space, recreational activities for people
and families to do
Funding for police dept.
Clean up downtown and encampment debris
Better assist the homeless community
Make City more pedestrian and bike friendly- maybe add
bike lanes in road projects
Additional staffing for Police dept.
Repair fire stations
Additional staffing to assist those with mental illness
Public safety
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 49 of 232
Study Session #4 Rachelle, Phil and Matt Miranda
3. The City has promised to spend some of these funds on
expenses that have been put off a long time. Which of
these do you think are the most important and which
could be delayed a little longer? (7 minutes)
Urgent Not as Urgent
Public safety staffing level
increases
Public safety equipment and
vehicles
Staffing salaries
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 50 of 232
Study Session #4 Rachelle, Phil and Matt Miranda
4. If the City spent the D-20 funds perfectly, what would
success look like (7 minutes)
Long term police dept. retention
More recreational opportunities-indoor facilities, green
space, spaces for families with younger children
Vibrant downtown core for enjoyment
Greater staffing in fire and police depts.
More business types downtown- more restaurants (versus
medical offices) (placemaking downtown)
More head of household jobs
Festivals and events, but not overwhelming tourism
Small town feel
More diversity- more welcoming for diverse businesses, and
people of all types
More diverse, cultural, or unique festivals
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 51 of 232
Study Session #4 Rachelle, Phil and Matt Miranda
5. How should the City measure that success? (5 minutes)
Staffing statics- retention numbers and number of
employees
Diversity- population statistics, and working with the
Chamber on minority owned business and Chamber
Diversity Council
Numbers of responses for service/incidents in the downtown
Decline in response times
Comparison of walkability and bike-ability of town-how many
routes and what expansions have occurred
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 52 of 232
Study Session #4 Rachelle, Phil and Matt Miranda
Is there anything else that you want to make sure the Council
knows? (5 minutes)?
Focus on businesses is great, but also need focus on parks
and recreation so the families have plenty to do
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 53 of 232
Study Session #4 Rachelle, Phil and Matt Miranda
Date: January 23, 2021
Time: 10 pm
Facilitators: Matt Miranda, Phil Dunsmore and Rachelle Rickard
Attendees: Jim Black, Ken Parkhurst, Rochelle Hanson-Torres, Call in
User 2 (did not speak), Scott Groomer
1. What is going well in the City? (10 minutes)
Revamp of Sunken Gardens/City Hall/Jr. High/La Plaza
(Appealing downtown center)
Safe town- police presence and fire presence
Overall appearance
Downtown is growing and improving
New restaurants
Increase in housing – both SFR and multi-family
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 54 of 232
Study Session #4 Rachelle, Phil and Matt Miranda
2. What things big and small would make Atascadero
better? (15 minutes)
Create a warm/inviting/desirable hub- build upon direction
we are going
More retail
Homeless- creeks/bridges/underpasses and mental health
issues
Help get people off the streets and get them help
Clean creeks
Homeless- trash all over town
Homeless encampments/hangouts- don’t feel safe
Homeless intimidating
Clean out creeks- trimming and brush removal
Fold in Non-City maintained streets into maintained roads
Vacant retail- boarded up / blight
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 55 of 232
Study Session #4 Rachelle, Phil and Matt Miranda
3. The City has promised to spend some of these funds on
expenses that have been put off a long time. Which of
these do you think are the most important and which
could be delayed a little longer? (7 minutes)
Urgent Not as Urgent
Staff levels (minimum) in public
safety
Road repairs
Combat homelessness #1
Spend money to make money
Fire station Building a new fire station
Combat homelessness #1
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 56 of 232
Study Session #4 Rachelle, Phil and Matt Miranda
4. If the City spent the D-20 funds perfectly, what would
success look like (7 minutes)
No homeless
Creek cleans
Vibrant life around town
Places to shop during day and places to be at night
Green /verdant
Ways to take advantage of our beautiful weather
No COVID
Safe and healthy
Happily disagree with one another and not attack one
another
The good stuff going on downtown would spread to other
parts of time
Available housing for all income levels
Welcoming to all income levels
Properly funded police and fire departments, public works
and all departments
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 57 of 232
Study Session #4 Rachelle, Phil and Matt Miranda
5. How should the City measure that success? (5 minutes)
Staffing levels in a reasonable amount time
Set goal and time frame to meet it
What is you ROI on dollars invested for economic
development
All departments receive what they need to provide services
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 58 of 232
Study Session #4 Rachelle, Phil and Matt Miranda
Is there anything else that you want to make sure the Council
knows? (5 minutes)?
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 59 of 232
Study Session #5 Bob and Nick
Date: January 28, 2021
Time: 6:00 pm
Facilitators: Bob Masterson, Nick DeBar
Attendees: Alesen Corella, Geoff Auslen, Tom Birkenfeld, Paul Netz, Bob
Molle
1. What is going well in the City? (10 minutes)
Good place to live/be
Improving business friendly atmosphere
Excellent job in utilizing roadway funding
Police, Fire, and Public Works Departments do very well with
limited resources
Good collaboration with emergency response (storms, etc.)
and everyday (routine) work
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 60 of 232
Study Session #5 Bob and Nick
2. What things big and small would make Atascadero
better? (15 minutes)
Improving infrastructure and City services
Improve networking
Adequate staffing levels
Improved internet performance to support/attract business
Improve downtown such as better lighting, landscaping,
street trees, etc.
Update parking regulations
More head-of-household jobs based in town
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 61 of 232
Study Session #5 Bob and Nick
3. The City has promised to spend some of these funds on
expenses that have been put off a long time. Which of
these do you think are the most important and which
could be delayed a little longer? (7 minutes)
Urgent Not as Urgent
Pursue grant funding
Long term financing plan
Public safety and infrastructure
(parks/rec.), emergency
generators ~50 to 75%
Downtown unification and
beautification
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 62 of 232
Study Session #5 Bob and Nick
4. If the City spent the D-20 funds perfectly, what would
success look like (7 minutes)
Balance “cause and effect” of how monies are spent against
how those monies may trigger unforeseen expenditures and
liabilities (e.g., more police officers triggers more squad cars,
equipment, building space, etc.).
Consider long-term personnel strategy similar to CIP,
financial strategy
Decrease homelessness
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 63 of 232
Study Session #5 Bob and Nick
5. How should the City measure that success? (5 minutes)
Decreased response times
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 64 of 232
Study Session #5 Bob and Nick
Is there anything else that you want to make sure the Council
knows? (5 minutes)?
Ensure D20 funding goes to major intent of ballot campaign
(fire-police-infrastructure) at a ratio of at least 70%.
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 65 of 232
Study Session #5 Jeri and Phil
Date: January 28, 2021
Time: 6 pm
Facilitators: Phil Dunsmore, Jeri Rangel
Attendees: Haley, Aiden Dugan-Culton, Craig Martineau, Susan Funk,
Anna Pecharich, Tori Keen
1. What is going well in the City? (10 minutes)
Festivals (Colony Days, Tamale Festival, etc)
Out of the box development (Tiny homes, small groups of
condos)
Outreach to community- listen
Cold mix available for potholes
Fish in the lake, and more wildlife
Things are happening downtown (La Plaza and new businesses
for example)
Statue in the park
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 66 of 232
Study Session #5 Jeri and Phil
2. What things big and small would make Atascadero
better? (15 minutes)
More light in the downtown- streetlights, or café lights,
welcoming lighting (encourages walkability)
Cleaner trees downtown (some current trees are messy)
Walkability of creek trail, enhance area for placemaking and
enjoyment
Places to go for those in a homeless situation that are other
than creek or downtown (safe area)
Staffing levels for needs of community- including community
of homeless individuals
Increase the feeling of safety in the downtown (all members
of the community, including those that are experiencing
homelessness)
More sports fields (possibly for tournaments, and including
playground areas)
Needle exchange program
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 67 of 232
Study Session #5 Jeri and Phil
3. The City has promised to spend some of these funds on
expenses that have been put off a long time. Which of
these do you think are the most important and which
could be delayed a little longer? (7 minutes)
Urgent Not as Urgent
Fire safety related issues Police staffing
Fire Station rehab
Fire preparedness
Police dept. salaries
Storm Drains
Events
Lake Park/Zoo
Community Center-playground,
shade structure
Police staffing
Dedicated mental health worker
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 68 of 232
Study Session #5 Jeri and Phil
4. If the City spent the D-20 funds perfectly, what would
success look like (7 minutes)
People wanting to stay here
Police response to non-emergency issues in a timely
manner
A place where people want to go and enjoy (keep small town
feel)
Successful events on a regular basis, and FREE! (concerts,
festivals, etc)
Development of downtown to support the events and their
growth, and businesses downtown- vibrant community
People of all income levels can enjoy the community
Fire safety- modern and safe station
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 69 of 232
Study Session #5 Jeri and Phil
5. How should the City measure that success? (5 minutes)
Where could the city do better spending the funds (trust
building)?
What has been built and costs (fire station #1 costs $xxx…)
Police per capita staffing
Fire- retrofitting of station
Streets and public works- reporting statistics- pot holes or
clear roads
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 70 of 232
Study Session #5 Jeri and Phil
Is there anything else that you want to make sure the Council
knows? (5 minutes)?
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 71 of 232
Study Session #5 Casey and Rachelle
Date: January 28, 2021
Time: 6 pm
Facilitators: Casey and Rachelle
Attendees: Tony Villa, John and Kristen, Syndi, Debra, Mark Plants, Kathie
and George Asdel
1. What is going well in the City? (10 minutes)
Fire and police work
The animals at the zoo are well kept
The zoo is an asset
Encouraged by the communication by the City
La Plaza development
City managed well with what we have
Overall the City looks pretty good
Good place to raise a family
Good public schools
Good family community
Exciting to see improvements and changes
Love the small town feel
A lot of opportunity
The library and curbside pickup is great
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 72 of 232
Study Session #5 Casey and Rachelle
2. What things big and small would make Atascadero
better? (15 minutes)
Help the homeless (social service)
Work on issues related to transients
Jobs for transients
Police to have time to work with homeless
Accept unmaintained roads for maintenance
One way out of Llano/Santa Lucia
Draw more people to stay here, eat here and shop here
Food dessert- need restaurants
Homeless issues in general
Vandalism
Safety for kids
Let people know about restaurants
Clean creek
Retention of Police personnel
Well trained police
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 73 of 232
Study Session #5 Casey and Rachelle
3. The City has promised to spend some of these funds on
expenses that have been put off a long time. Which of
these do you think are the most important and which
could be delayed a little longer? (7 minutes)
Urgent Not as Urgent
Law enforcement fully staffed Attracting jobs shops
Fire staffed
More social workers to police
calls
Fire station #1 brought up to
date
Safe sidewalks
Keep accredited zoo
Creek cleanliness
Bring in new quality businesses
Have good safe services here
for businesses
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 74 of 232
Study Session #5 Casey and Rachelle
4. If the City spent the D-20 funds perfectly, what would
success look like (7 minutes)
Ada accessibility
Take out center divider in downtown for more parking
Walkable downtown
Keep up the Sunken Gardens looking nice
More public art and sculptures
All of our parks are maintained
Trees lining the streets
Recreational opportunities for kids
More gyms for kids
Keep the character of Atascadero- nice main, street, great
sense of community, community with a heart
Put in another accessible playground at the south end of
town
Storm drains in good shape
Safe community
There aren’t issues related to transients
All the wires and utilities were underground
Amazing fire department
Fire station is an attractive building
Fixed sidewalks
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 75 of 232
Study Session #5 Casey and Rachelle
5. How should the City measure that success? (5 minutes)
Fewer transient calls
Fewer vacant commercial properties
Fire station improved
Lower staff turnover
Survey on how the money was spent- happiness
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 76 of 232
Study Session #5 Jeri and Phil
Is there anything else that you want to make sure the Council
knows? (5 minutes)?
Complete one section of
Survey on how money is spent
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 77 of 232
Study Session #6 Bob and Jeri
Date: January 29, 2021
Time: 12 pm
Facilitators: Bob Masterson, Jeri Rangel
Attendees: Andrew Hawkins, Carol Ann Jones, Doc Hurley, Barbara
Babka
1. What is going well in the City? (10 minutes)
Transparency- outreach meetings
Business are open again
ALPS
La Plaza construction
Friendly community
Open spaces
City services
Family/community feel
Events/festivals (sense of community)
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 78 of 232
Study Session #6 Bob and Jeri
2. What things big and small would make Atascadero
better? (15 minutes)
Racial exclusion clauses off of property deeds
Police dept. expansion and retention
Assistance for community experiencing homelessness
Retention across the board for all staff
Upsize staffing in public safety and replacement of
equipment
Fire station renovations
Potential of 3rd fire station
Recycling and waste management- address issues with non-
recyclable items (Styrofoam, for example), and better
information on what is or is not recyclable
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 79 of 232
Study Session #6 Bob and Jeri
3. The City has promised to spend some of these funds on
expenses that have been put off a long time. Which of
these do you think are the most important and which
could be delayed a little longer? (7 minutes)
Urgent Not as Urgent
CAT team program/social
services
More sidewalks- long term
goal
Public safety staffing and
retention
High quality staff
Fire equipment and fire safety
Community education program
for fire safety issues
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 80 of 232
Study Session #6 Bob and Jeri
4. If the City spent the D-20 funds perfectly, what would
success look like (7 minutes)
More retention and staffing in public safety
Growth in the city- draws people to the city for living and
shopping and enjoying
Additional stations (or unit)-Fire and potentially Police
Downtown enhancements
Reduced large fires
Police and fire response times better
People enjoy living here
Common vision on where we’re going as a community and
progressing that direction
Save and enhance quality of life and small town feel
Maintain and add to open space
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 81 of 232
Study Session #6 Bob and Jeri
5. How should the City measure that success? (5 minutes)
Maintain open space (acres count)
Trail count/distance
Emergency (public safety) response times (comparisons to
other communities)
Communications equipment- show that equipment is
effective
Public safety equipment reporting
Recreational strategic plan for the community (long-term
plan)
Storm drain improvements- repairs to pipes and culverts
Critical infrastructure status
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 82 of 232
Study Session #6 Bob and Jeri
Is there anything else that you want to make sure the Council
knows? (5 minutes)?
Continued communication about issues and questions
CAT team in place- involve social services
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 83 of 232
Study Session #6 Casey and Nick
Date: January 29, 2021
Time: 12 pm
Facilitators: Casey Bryson, Nick DeBar
Attendees: Delma Meyer, Brad Green, Ayla Tomac, Alfred Vossler, Bob
Molle,
1. What is going well in the City? (10 minutes)
Housing construction for limited income/low income
City as a whole is doing remarkably well with limited resources
Dedicated personnel
Maintain what we have with limited resources
Focus on town center, La Plaza is a focus point
La Plaza is a gathering place
Downtown community events bringing everyone together
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 84 of 232
Study Session #6 Casey and Nick
2. What things big and small would make Atascadero
better? (15 minutes)
Increasing housing for low income to decrease transient
issues
Increase staffing levels all levels
Increase salaries in Police Department
Increase in staffing in Police and Fire – Proactive
Increase Public works for cleanup and maintenance of
facilities
Increase in staffing
Salaries for all employees to keep those we train
Safety
Properly equipped Police and Fire
Earthquake safe Fire Station
Attracting quality businesses
Spend money on amenities and growth for our residents
Broadband
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 85 of 232
Study Session #6 Casey and Nick
3. The City has promised to spend some of these funds on
expenses that have been put off a long time. Which of
these do you think are the most important and which
could be delayed a little longer? (7 minutes)
Urgent Not as Urgent
Increased Staffing for Police and
Fire
Community events
Make salaries competitive Parks and Lake
Update public safety tools,
equipment, stations
Roads
Retrofit Fire Stations Zoo
Public Safety issues
Storm drains, infrastructure
projects to be fixed now
People – get good people, city
staff
Working equipment for Police
and Fire
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 86 of 232
Study Session #6 Casey and Nick
4. If the City spent the D-20 funds perfectly, what would
success look like (7 minutes)
Well-equipped and functioning Police and Fire Dept.
Roads are in good condition
Improve infrastructure in a way that we bring in new
businesses that expand tax base to take care of the other
problems
Good people and good equipment
Businesses that bring in revenue
Events in downtown,
Staffing for the large events
Updated parks
Well run activities and events that will attract tourism
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 87 of 232
Study Session #6 Casey and Nick
5. How should the City measure that success? (5 minutes)
Retention is Police department, all employee retention
Increase in new businesses
Increase in tax base
Less trash to pick (homeless) means we are housing more
people
Improvements in roads
Response times (Safety and Public Works)
Citizen satisfaction survey before and after
Send out annual flyer – survey monkey, how well is the city
doing
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 88 of 232
Study Session #6 Casey and Nick
Is there anything else that you want to make sure the Council
knows? (5 minutes)?
Wildfire safety issue
Develop paper roads to provide multiple ways out for
evacuation
Buy easements on private property to build connections for
evacuations
Construct on existing easements
Attracting businesses, employees want/need great schools
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 89 of 232
Study Session #6 Rachelle and Phil
Date: January 29, 2021
Time: 2 pm
Facilitators: Rachelle Rickard, Phil Dunsmore
Attendees: Angela Cisnerso, Anet Carlin, Alex Gentilly, Zach Yeaman-
Sanchez
1. What is going well in the City? (10 minutes)
Events are well attended and done well
Good sense of pride
Events are excellent
Love this City
Events are awesome
Genuine City leadership and not self-serving
Great community groups that are strong and serve the
community
Very motivated (police fire) employees who want to make the
City better
Huge compassionate nature of police, fire and public works
workers to help and assist the homeless
Compassionate City staff of all City staff
Small town/but growing
LaPlaza Project
Downtown Infrastructure Enhancement
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 90 of 232
Study Session #6 Rachelle and Phil
2. What things big and small would make Atascadero
better? (15 minutes)
Make sure that non-safety department’s needs are met too.
Bring the population out to do things- events
More theater
Improved communication- website cumbersome
Help transient population- helping them be successful
Meet police and fire needs- staffing, facilities, and equipment
Staff retention is huge
Need equipment for public safety and retention
We don’t want to be a training ground for employees
Retain businesses and we want it to grow
Business enticement- get anchor businesses
Don’t want to see us stagnant or behind the ball
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 91 of 232
Study Session #6 Rachelle and Phil
3. The City has promised to spend some of these funds on
expenses that have been put off a long time. Which of
these do you think are the most important and which
could be delayed a little longer? (7 minutes)
Urgent Not as Urgent
City buildings that need repair No more sports fields
Addressing staff retention Zoo repairs
Infrastructure- facilities- fire
stations
Zoo repairs
Fix leaky roofs and general bldg.
maintenance
Zoo repairs
Staffing levels
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 92 of 232
Study Session #6 Rachelle and Phil
4. If the City spent the D-20 funds perfectly, what would
success look like (7 minutes)
Citizens are satisfied- happy with how the money was spent
Proper staffing to respond to calls for service (police and fire)
We have equipment and facilities that are up to date and
necessary for the job
We have a well-trained, professional and loyal employees
that have been here awhile.
Our employees have institutional knowledge that allows
them to be efficient and effective
Steady growth of businesses and families
Our community would proud to be Atascadero (a change in
mind set- no Atrashcadero)
Fewer transients
Resources are provided for transients
Feel safe to walk around
Feel like kids are safe
Creeks and areas are clean (bathrooms, trash, etc available
for all)
There are things to do here
People aren’t driving down the grade or to Paso to go to
work
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 93 of 232
Study Session #6 Rachelle and Phil
5. How should the City measure that success? (5 minutes)
Show increased dollar figures in income due to increased
growth
Do another video but show what has changed and what was
done with it
Report on staffing levels
Report on what is cleaner – creeks, water, etc.
Show people with an open house that the facilities/stations
are in better shape
Hear stories from officers and others about what has
changed for the better – “i.e. I received other offers, but I
love it here”
How many people are knocking on our doors to be in
Atascadero
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 94 of 232
Study Session #6 Rachelle and Phil
Is there anything else that you want to make sure the Council
knows? (5 minutes)?
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 95 of 232
Study Session #7 Bob and Lt. Molle
Date: February 1, 2021
Time: 1:30 pm
Facilitators: Bob Masterson and Bob Molle
Attendees: Brenda Mack, Erik Madsen, Carol DeLisle, Marty Brown
1. What is going well in the City? (10 minutes)
City is attractive for people to move for individuals.
Possible City Power Community Choice could provide expanse
to attract businesses.
Business community working together well pre-Covid
City attracting events downtown.
Fire and Police doing well. Serving the homeless well.
Zoo is nice and doing a good job.
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 96 of 232
Study Session #7 Bob and Lt. Molle
2. What things big and small would make Atascadero
better? (15 minutes)
Staffing, getting raises to bring in “trauma specialist”. Social
worker/Mental health to deescalate situations.
Bathroom at Sunken Gardens.
More trash collections area around city
Assist in collection of trash for homeless population
Restroom facilities for homeless
Cohesive Atascadero, (stronger identity to make Atascadero
more marketable.)
Create more partnerships with volunteer and non-
governmental agencies.
Community Choice Power. (Take another look)
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 97 of 232
Study Session #7 Bob and Lt. Molle
3. The City has promised to spend some of these funds on
expenses that have been put off a long time. Which of
these do you think are the most important and which
could be delayed a little longer? (7 minutes)
Urgent Not as Urgent
Police and fire(ems)
(equipment/Communications/salaries)
Security for police department
(secure fencing around the PD)
Assisting animals in distress
(entangled in fishing lines etc)
Streets and sewer (*Palma)
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 98 of 232
Study Session #7 Bob and Lt. Molle
4. If the City spent the D-20 funds perfectly, what would
success look like (7 minutes)
More retention in PD. Possibly leading to more agencies
looking at Atascadero.
Friendly environment leading to more business.
More people coming to Atascadero. Starting business,(
head of household type)
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 99 of 232
Study Session #7 Bob and Lt. Molle
5. How should the City measure that success? (5 minutes)
Type of calls responding to. Decrease in certain types of
crimes.
Community policing increase. Partnership with the public
and city.
Increase tax base. Create more business and more
population.
More NGO involvement.
More volunteers
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 100 of 232
Study Session #7 Bob and Lt. Molle
Is there anything else that you want to make sure the Council
knows? (5 minutes)?
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 101 of 232
Study Session #7 Casey and Jeri
Date: February 1, 2021
Time: 1:30 pm
Facilitators: Casey Bryson, Jeri Rangel
Attendees: Kent Olsen, Judith Hemenway and guest, Sarah Sulllivan,
Shirley Summers, Zoe Zappas
1. What is going well in the City? (10 minutes)
Good place to live,
Not a lot of traffic problems, easy to get around
Road repairs
Law enforcement is receptive to collaborative work
Officers are courteous and respectful
City government is accessible and responsive, easy to get ahold
of
La Plaza and the plaza
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 102 of 232
Study Session #7 Casey and Jeri
2. What things big and small would make Atascadero
better? (15 minutes)
Paving non-city maintained road
Road condition
Nice restaurants
Maintenance of sidewalks and street trees (including for
safety and accessibility
More police on patrol
Full-time social worker on staff with Police dept.
Resources to assist with transient activities and assistance
with the community experiencing homelessness
Explore the availability for Operation Roomkey- more
availability within the City for community of homeless (not
just in times of COVID)
AB109- making sure City of Atascadero gets what’s we’re
entitled to
Streamlining permit process, including ADUs
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 103 of 232
Study Session #7 Casey and Jeri
3. The City has promised to spend some of these funds on
expenses that have been put off a long time. Which of
these do you think are the most important and which
could be delayed a little longer? (7 minutes)
Urgent Not as Urgent
Fire protection
Police protection
Storm drains
Road maintenance-City
maintained
Road maintenance-non-city
maintained
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 104 of 232
Study Session #7 Casey and Jeri
4. If the City spent the D-20 funds perfectly, what would
success look like (7 minutes)
People feel safe- fire and police protection and are able to
get around the community safely
Reduced turnover in public safety
Downtown Enhancement project in place
Increased development activity, including retail
opportunities- (make sure zoning works)
Highway 41 sidewalks look good and safe
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 105 of 232
Study Session #7 Casey and Jeri
5. How should the City measure that success? (5 minutes)
What percentage of people in the community participated in
the webinars?
List of improvements in deferred maintenance and tracking
over time.
Improvements in road conditions.
Improvement/replacement of public safety equipment and
what would need to be replaced next.
Prioritize equipment replacement.
Number of individuals in transient population or community
of homelessness.
Employment numbers.
Turnover rates decreasing (able to retain staff).
Salary comparisons, improve relative standing to other
communities.
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 106 of 232
Study Session #7 Casey and Jeri
Is there anything else that you want to make sure the Council
knows? (5 minutes)?
Efficient hiring of employees, only as necessary.
Appreciation to participate in the planning and provide input
Build up reserves for large vehicles and equipment.
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 107 of 232
Study Session #7 Nick and Phil
Date: February 1, 2021
Time: 1:30 pm
Facilitators: Nick DeBar, Phil Dunsmore
Attendees: Max Zappas, Vy Pierce, Ellen Beraud, Tasia Trevino- Hill and
Andrew Luera
1. What is going well in the City? (10 minutes)
A lot more going on downtown
El Camino downtown infrastructure plan
Police treatment of homeless
Public Spaces/ Events
Echo services
Professional staff in meetings
Good conversation about City and future
Positive outlook from community members
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 108 of 232
Study Session #7 Nick and Phil
2. What things big and small would make Atascadero
better? (15 minutes)
Employee retention/salaries
Fewer Stray Cats
Need to invest in people/skills- internships to grow
professional development (private/public)
Support of Printery building and performing Arts facility
Improved pedestrian and bicycle connections through
town
Mental Health services to work with PD to aid in homeless
services
Keep Atascadero Local
Improve bike paths and connect to Templeton
More sidewalks close to downtown
Downtown Broadband
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 109 of 232
Study Session #7 Nick and Phil
3. The City has promised to spend some of these funds on
expenses that have been put off a long time. Which of
these do you think are the most important and which
could be delayed a little longer? (7 minutes)
Urgent Not as Urgent
Salaries
City Infrastructure
Fire Station
Downtown Infrastructure Plan
Social Services due to mental
health under COVID
Atascadero Lake Maintenance
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 110 of 232
Study Session #7 Nick and Phil
4. If the City spent the D-20 funds perfectly, what would
success look like (7 minutes)
Complete downtown infrastructure plan
New fire station
Competitive Salaries
Head of Household jobs in town
Private/Public investment
Balance of meeting needs of emergency services along with
providing social services/mental health
A sense of public safety amongst all residents including
homeless
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 111 of 232
Study Session #7 Nick and Phil
5. How should the City measure that success? (5 minutes)
Employee retention rate
Complete Fire Station repairs
Downtown infrastructure plan complete
Echo Data to view needs of residents being met
Additional community input opportunities
Employee morale in specific departments
Number of open businesses each year- reduced vacancies
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 112 of 232
Study Session #7 Nick and Phil
Is there anything else that you want to make sure the Council
knows? (5 minutes)?
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 113 of 232
Study Session #7 Rachelle and Luke
Date: February 1, 2021
Time: 1:30 pm
Facilitators: Luke Knight and Rachelle Rickard
Attendees: Mark Capozzoli, Josh Cross, Tom Little, Mark Dariz (observing)
1. What is going well in the City? (10 minutes)
Small town feel
City communication to residents is better
Fiscal responsibility
Events- Dancing in the streets, taco day. Sense of place
Do quite a bit with what we are given
La Plaza and growth
Small town feel, but some businesses are coming in
Events- place to visit
City leaders are in the community and participate in events
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 114 of 232
Study Session #7 Rachelle and Luke
2. What things big and small would make Atascadero
better? (15 minutes)
More youth sports programs / more variety / more
accessibility to sports programs
Solution for homelessness
o Addiction
o Mental Health
Focus on head of household jobs (we have limited available
land to grow).
Workforce/job attraction strategy
South ECR Beautification and intensification of use.
Increase vibrancy
Invest in downtown- infrastructure, marketing and generally
drive tourism downtown
Streamline development process. (task force)
Tools/resources to respond to homeless calls
Grow additional jobs / commercial businesses
Diversity of businesses
Improve crossing of El Camino in downtown- safety
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 115 of 232
Study Session #7 Rachelle and Luke
3. The City has promised to spend some of these funds on
expenses that have been put off a long time. Which of
these do you think are the most important and which
could be delayed a little longer? (7 minutes)
Urgent Not as Urgent
Fire and Police Department Zoo
Facilities, staffing and
equipment enhancement- fire
and police
Economic development
Infrastructure
Staffing – public works
Leverage our resources
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 116 of 232
Study Session #7 Rachelle and Luke
4. If the City spent the D-20 funds perfectly, what would
success look like (7 minutes)
500 new head of household jobs within 5 years here in
Atascadero
Vibrant and active downtown
No vacant storefronts
Lots of youth programs for kids of all abilities, income levels
and interests
More fields for sports
80% of all kids 5-18 participating in some sort of extra-
curricular activities
Appropriate staffing across all City departments
Addressed the most dilapidated infrastructure and
equipment
Increased feeling of safety in the community
An involved community
We are still Atascadero- our own unique town
There should be pride in Atascadero
Kids feel safe walking through downtown
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 117 of 232
Study Session #7 Rachelle and Luke
5. How should the City measure that success? (5 minutes)
Enhanced response times
500 new head of household jobs within 5 years here in
Atascadero
No vacant store fronts downtown
Reduced number of trips going over the grade/keeping jobs
in town
No more pan handling
Adequate staffing- fire personnel/police personnel/etc on
duty at any given point in time
Reduced visual presence of homeless
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 118 of 232
Study Session #7 Rachelle and Luke
Is there anything else that you want to make sure the Council
knows? (5 minutes)?
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 119 of 232
Study Session #9 Casey and Nick
Date: February 4, 2021
Time: 4 pm
Facilitators: Casey Bryson, Nick DeBar
Attendees: John Sanders, Edmond Temple, Michael Ens, Lauri Graham,
Cindy
1. What is going well in the City? (10 minutes)
Special events bringing visitors/revenue
Relatively peaceful
Nice parks,
hiking trails, and
no/low cost outdoor activities
Street improvements – especially on busier/more visible roads
Good use of Measure F-14 funds
Small business growth
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 120 of 232
Study Session #9 Casey and Nick
2. What things big and small would make Atascadero
better? (15 minutes)
Improve box culvert on Santa Lucia Road near Llano Road
to improve pavement width and safety
Reduce/eliminate homelessness issues
Ensure community doesn’t become a “soft target” due to
Construct pickleball courts
Implement sustainable measures for landscaping, solar, etc.
to reduce operational costs
Look for ways to expand lower paying job opportunities to
reduce costs (trash pickup, etc.)
Make staff salaries and levels competitive countywide****
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 121 of 232
Study Session #9 Casey and Nick
3. The City has promised to spend some of these funds on
expenses that have been put off a long time. Which of
these do you think are the most important and which
could be delayed a little longer? (7 minutes)
Urgent Not as Urgent
Needs for improving Emergency
Services (fire/police salaries,
infrastructure, equipment, etc.)
Non-Emergency Service
needs
Zoo and park amenity needs
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 122 of 232
Study Session #9 Casey and Nick
4. If the City spent the D-20 funds perfectly, what would
success look like (7 minutes)
Adequate salaries, staffing, and facilities for Police and Fire
No litter in creeks and along roads
Address and manage homelessness issues
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 123 of 232
Study Session #9 Casey and Nick
5. How should the City measure that success? (5 minutes)
Staff retention levels for Police
Reduce homelessness population and call frequency
Number of social service interactions with homelessness
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 124 of 232
Study Session #9 Casey and Nick
Is there anything else that you want to make sure the Council
knows? (5 minutes)?
Appreciate opportunity to learn more and be engaged
Encourage City Council and other meeting available to
public
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 125 of 232
Study Session #8 Bob and Jeri
Date: February 4, 2021
Time: 4 pm
Facilitators: Chief Masterson, Jeri Rangel
Attendees: JoAnn Richardson, Tess Ramirez, Kelly Arebalo, Maurica
Fitzgibbons, Jeanne Miller
1. What is going well in the City? (10 minutes)
Open spaces & trails
Road improvements
Great use of F-14 funds
Infrastructure improvements
Events
Shopping
Citizen outreach and sharing information
Helpful employees
Administration building rehab
Great vibe
Farmer’s market
Great people
La Plaza
Business friendly
Infill- smart growth
Chipping program
Fire Department-fire safety
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 126 of 232
Study Session #8 Bob and Jeri
2. What things big and small would make Atascadero
better? (15 minutes)
Assistance for those in mental health crisis
Assistance for those that are experiencing homelessness
Look for specific housing programs (Housing First) for
solutions
Walkable spaces in the downtown core
Dog and me spaces downtown
Bike lanes in the downtown core
Downtown Infrastructure Enhancement
After school recreation for students
Fire safety ideas
Privatize the Zoo
Rehabilitate Fire Station #1
Fire safety and education
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 127 of 232
Study Session #8 Bob and Jeri
3. The City has promised to spend some of these funds on
expenses that have been put off a long time. Which of
these do you think are the most important and which
could be delayed a little longer? (7 minutes)
Urgent Not as Urgent
Staff salaries Atascadero Lake retaining
walls
Public Safety Equipment and
infrastructure
Zoo
Roads Roads
Sewer system
Homelessness assistance
Police and Fire Department
needs
Zoo
Infrastructure
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 128 of 232
Study Session #8 Bob and Jeri
4. If the City spent the D-20 funds perfectly, what would
success look like (7 minutes)
Employee retention (particularly Public Safety)
Beautiful City
Enjoy City –quality of life assets
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 129 of 232
Study Session #8 Bob and Jeri
5. How should the City measure that success? (5 minutes)
Staff retention metrics
Metrics on call for services
Reduction on specific call types
Referrals to other agencies to assist population experiencing
homelessness
New business numbers/filling in existing spaces
Headcount of people using trails and open space
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 130 of 232
Study Session #8 Bob and Jeri
Is there anything else that you want to make sure the Council
knows? (5 minutes)?
Happy with the use of F-14 for road improvements
City employees are lowest paid in area
Salary equity across the board-all staff
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 131 of 232
Study Session #8 Rachelle and Phil
Date: February 4, 2021
Time: 4 pm
Facilitators:
Attendees: Heather Branton, Lisa and Charles Kania, John Lindstrom,
Lynda Horejsi, Steve Stucky (partial)
1. What is going well in the City? (10 minutes)
School system handled pandemic well
Community engagement- listening sessions
Community cares what’s happening and wants to be a part
Downtown
Downtown and La Plaza
Staff seems upbeat
Community supports our youth
ACE academy
Amazing volunteer groups
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 132 of 232
Study Session #8 Rachelle and Phil
2. What things big and small would make Atascadero
better? (15 minutes)
Input
Kmart shopping center – something done.
Need family recreation
Better mental health support available to the mentally ill
community here in Atascadero
Too many potholes
Traffic Way
Fire and Police needs staffing
Fire and Police need equipment
El Camino- all of the signals need to coordinate timing so
that as you drive down ECR its all green
Improved interaction between support agencies (holistic
approach to solving problems)
Improved interaction between support agencies
More federally granted programs
Santa Lucia at Llano and culvert near Graves Creek –
improved evacuation route
Target specified police officer training regarding mental
health
Mental health and homelessness response needs to be
interdisciplinary
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 133 of 232
Study Session #8 Rachelle and Phil
3. The City has promised to spend some of these funds on
expenses that have been put off a long time. Which of
these do you think are the most important and which
could be delayed a little longer? (7 minutes)
Urgent Not as Urgent
Staffing
Interdisciplinary staffing
Adequate fire prevention and
firefighting
Keep things balanced- things
like economic development,
recreation, parks shouldn’t be
forgotten
Staffing retention
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 134 of 232
Study Session #8 Rachelle and Phil
4. If the City spent the D-20 funds perfectly, what would
success look like (7 minutes)
Vision
Less need for police response to mental health
Less staff attrition/less turnover
More diversity of residents
More affordable housing
People could afford to live here
More diverse police force
More activities for the kids (businesses and other programs)
Restaurants all around Sunken Gardens
Variety of restaurants
Dentists and doctors are still in town in a medical / dental
area not too far from downtown
Cameras along roads so that if you broke down or there was
a problem, someone would come help
The Printery is a performing arts center
Businesses are up and running
No vacant businesses
Strong mental support for our community
Full broadband internet so that everyone would have access
Feel safe walking downtown
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 135 of 232
Study Session #8 Rachelle and Phil
5. How should the City measure that success? (5 minutes)
Measurements
A reduction in crime
Information in newspaper on what funds were spent on
A reduction in 911 mental health calls because of
collaborative community mental health programs
Comparing families leaving vs. families moving into the
community
Retention rates of police and firefighters public works
Number of AHS graduates are able to stay here after graduation
(have jobs)
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 136 of 232
Study Session #8 Rachelle and Phil
Is there anything else that you want to make sure the Council
knows? (5 minutes)?
Use jail/prison workforce for projects.
Possibly use or establish Local Americorp
Make a solar parking (City Hall parking)
Renewable electricity
Local advertising on buses from Atascadero to fair each
year. There is a screen but nothing is playing on it
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 137 of 232
Study Session #9 Jeri and Rachelle
Date: February 6, 2021
Time: 9 am
Facilitators: Rachelle Rickard, Jeri Rangel
Attendees: Richard Shannon, Alya Tomac, Erin McCall, Colette Layton,
Chris Robinson
1. What is going well in the City? (10 minutes)
Community involvement
Open communication/transparency
Downtown transformation
Zoo
Great feel to community
Events
Quality employees
Great community to raise family
Safe
Downtown placemaking
Downtown momentum
Improved road maintenance
Lake improvements
Zoo as a great asset and draw of tourism
Collaboration of all agencies-teamwork and working for the
greater good
Teamwork of city departments
Family of employees dedicated to working together toward
safest possible City
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 138 of 232
Study Session #9 Jeri and Rachelle
2. What things big and small would make Atascadero
better? (15 minutes)
Clean up downtown creek
Improve the situation with the community of homeless
Enhance downtown creek area
Enhance safety in the downtown core
Concerns of proximity of schools to downtown transient
issues
Infill
Economic development
Improvements in getting business licenses
Infrastructure improvements- public safety
Enhance staffing
Improve roads
Improve streetscapes
Staff retention
Increased minimum police patrol staffing
Increased traffic to businesses
Diversity in businesses
5G expansion
Citywide broadband
Safe recreation for youth-private
Safe recreation for youth-public
Family oriented plan
Keeping momentum with lake improvements
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 139 of 232
Study Session #9 Jeri and Rachelle
3. The City has promised to spend some of these funds on
expenses that have been put off a long time. Which of
these do you think are the most important and which
could be delayed a little longer? (7 minutes)
Urgent Not as Urgent
Quality of downtown core
Diversification of businesses
Fire station #1
Fire equipment
Replacement schedules for
vehicles, equipment, and
facilities
Fire and Police safety Medium
Safe community Parks and trails
Storm drains
Radio systems
Public safety
Retention of staff
Quality of staff
Public safety equipment and
needs
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 140 of 232
Study Session #9 Jeri and Rachelle
4. If the City spent the D-20 funds perfectly, what would
success look like (7 minutes)
Thriving downtown
Additional bikeway and walkway paths citywide
More people enjoying urban environment
More people enjoying natural environment
Reinvestment in our community
Shop local
Business diversity
Everything you need is here in town
Plenty of outdoor dining options
Increase of boutique retail
Meeting national standards for Fire response levels
Meeting national standards for Police response levels
Safest community possible
Clean community
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 141 of 232
Study Session #9 Jeri and Rachelle
5. How should the City measure that success? (5 minutes)
Assessment of critical needs and how they’ve been
addressed
Downtown core compared to prior
Growth in all city revenues
Staffing level metrics
Metrics on emergency response times/levels
Sharing the information with community
Increase in minimum staffing
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 142 of 232
Study Session #9 Jeri and Rachelle
Is there anything else that you want to make sure the Council
knows? (5 minutes)?
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 143 of 232
Study Session #9 Phil and Casey
Date: February 6, 2021
Time: 0900
Facilitators: Phil and Casey
Attendees: Lee Perkins, Harry Hamilton, Zach Yeoman-Sanchez, Zach
Jackson, Theresa S.
1. What is going well in the City? (10 minutes)
New Billboards, city and local business advertised together
City events, appeal to families, everyone, number of city events
(multiple)
City employees care about community
City employees are well trained, capable, have hired well suited
and trained for our community
New home owner, everyone at city is resp onsive and helpful
Downtown is doing great, new development
La Plaza is very beautiful, nicely done
Needs that we have been able to take care of, have been done
well
More of a community over last 30 years
On the right track to not being just a bed room community,
things to do downtown, stop and enjoy business
“Come Home To Atascadero”
D-20 sessions for community input
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 144 of 232
Study Session #9 Phil and Casey
2. What things big and small would make Atascadero
better? (15 minutes)
Central Coast community energy
Retention of qualified employees, losing qualified employees
in the PD – they are going to other agencies for better
salaries. Fire personnel leaving for other job opportunities
Quit taking a conservative approach on issues, being more
proactive, proactive decision making, results oriented, set a
timeline and make a decision
Increasing staffing levels for public safety (Police and Fire
Department). Enough officers to handle the calls for service.
Increased calls for service for Fire Dept. Maintain level of
service
Mentoring for new people to learn their job (look for
volunteers to help train new staff)
More head of household jobs, keep business in town,
Maintain exits from 101, Cal Trans bricks
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 145 of 232
Study Session #9 Phil and Casey
3. The City has promised to spend some of these funds on
expenses that have been put off a long time. Which of
these do you think are the most important and which
could be delayed a little longer? (7 minutes)
Urgent Not as Urgent
Retention of qualified
employees throughout the city
Zoo
Central Coast Community
Energy
Retain qualified Police and Fire
Infrastructure - roads
Increase staffing levels – Police,
Fire, and public works
Infrastructure – Fire Stations,
Police Station
Earthquake retrofit of Fire
Station 1 (hose tower, roof
structure)
Wastewater facility is at capacity
Sustainable energy (solar) to
save for increasing energy costs
Ways to save money by
investing in infrastructure
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 146 of 232
Study Session #9 Phil and Casey
4. If the City spent the D-20 funds perfectly, what would
success look like (7 minutes)
More downtown foot traffic
Look at Sunken Gardens at night, better lighting
Downtown, second floor living spaces, above businesses
Sunken Gardens should have second and third floors,
ground floor businesses, living above
Vibrant downtown, active community, enjoying events, place
money into current assets and make them spectacular
Solidify Atascadero infrastructure, Police, buildings
Making sure our community is safe, meeting the needs of
our community and visitors
Continuing to keep up parks
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 147 of 232
Study Session #9 Phil and Casey
5. How should the City measure that success? (5 minutes)
Staffing levels, compare before and after
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 148 of 232
Study Session #9 Phil and Casey
Is there anything else that you want to make sure the Council
knows? (5 minutes)?
City Council has not addressed the Community Coast
Energy
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 149 of 232
Study Session #9 Bob and Nick
Date: February 6, 2021
Time: 9:00 am
Facilitators: Bob and Nick
Attendees: Susan Funk, Matt Pigeon, Brandon Roberts, Trista Neilson,
Dawn Scherer Daner, Hayley Mattson
1. What is going well in the City? (10 minutes)
Park,
Recreation, and
Outdoor activities
Special events and
Community effort/collaboration
Downtown getting more lively with development and
businesses
Good job using Measure F-14 funds for road projects and
advertising projects (project signs, etc.)
School resource and community service officers
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 150 of 232
Study Session #9 Bob and Nick
2. What things big and small would make Atascadero
better? (15 minutes)
Fire Station No. 1 improvements
Staffing retention for police
Adequate staffing for fire
Funding for vehicle and equipment replacements
Focus on emergency services needs
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 151 of 232
Study Session #9 Bob and Nick
3. The City has promised to spend some of these funds on
expenses that have been put off a long time. Which of
these do you think are the most important and which
could be delayed a little longer? (7 minutes)
Urgent Not as Urgent
Police staff retention and hiring New parks
Increased staffing for EMS Non-maintained roads
Vehicles and equipment
Fire Station No. 1 improvements
Competitive salaries for staff,
particularly police
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 152 of 232
Study Session #9 Bob and Nick
4. If the City spent the D-20 funds perfectly, what would
success look like (7 minutes)
Better public service – across all City services
Increased police officers and retention
Modern fire stations and improvements
Two battalion chiefs and increased fire staffing (4 per
engine)
Additional Public Works maintenance staffing
Addressing homelessness issues (addiction, mental health,
etc.) through adequate and appropriate staffing
Specific reserves for Police, Fire, and Public Works vehicles
and equipment
Ballot measure intent is met – majority of monies spent on
Police-Fire-Infrastructure (~90%)
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 153 of 232
Study Session #9 Bob and Nick
5. How should the City measure that success? (5 minutes)
Number of staff retained
Number of additional staff hired
Number of homeless persons assisted
Number of calls for service, ambulance trips, CAT officer
contacts, etc. for homeless
Reduced number of calls for drug related incidents
Progress updates to demonstrate monies are meeting intent
of Measure D-20
Amount of trash and homeless encampment cleanups
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 154 of 232
Study Session #9 Bob and Nick
Is there anything else that you want to make sure the Council
knows? (5 minutes)?
Outreach meetings are appreciated
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 1
Page 155 of 232
ITEM NUMBER: 2
DATE:
ATTACHMENT:
02/19/21
2
2019 – 2021 City of Atascadero Action Plan
Process
We know that, as an organization, we can accomplish nearly any project; however, we
cannot do everything. As the City Council sets clear priorities and provides appropriate
resources, the organization can then move their top priorities forward.
The City Council held a Special Meeting on January 25th & 26th, 2019 to develop their
current list of goals and discuss actions. Then, utilizing the Council’s newly established
Decision Criteria and list of Strategic Priorities, the next step in the process was for staff
to identify general action plans or steps and to develop a series of actions for the
organization that would implement the Council’s identified goals over the next two year
budget cycle.
This document is intended to set forth that action plan or work plan for the next two years.
By Council formerly adopting the Action Plan, it forces the organization to focus on those
agreed upon actions that move the community and organization forward on the identified
strategic priorities, keeping in mind the City Mission, 10-Year Vision and Decision Criteria.
Mission:
The City of Atascadero is committed to building community by fostering an outstanding
quality of life with excellent public service, stewardship of the environment, preservation
of our heritage and promotion of economic prosperity.
Atascadero Ten-Year Vision:
Atascadero is a beautiful and authentic city of outdoor recreation, culinary adventures,
and welcoming hospitality. It’s a safe place where the arts & history thrive, and the
diversity of experience, generosity of spirit, and small-town ambiance are here to be
enjoyed by visitors and residents alike.
Decision Criteria:
The City Council and Staff Leadership identified two decision criteria that will be used to
filter the priorities of the City and will serve as guidance to staff as they make
operational decisions about the priorities.
1. Enhance the qualities of community expressed in our vision, for all segments of
our community
2. Efficiently steward resources for the greatest strategic impact over the long term
and address true needs
Page 156 of 232
ITEM NUMBER: 2
DATE:
ATTACHMENT:
02/19/21
2
2019 – 2021 City of Atascadero Action Plan
Strategic Priorities:
The City Council identified the following three priorities for the next two years:
1. Leverage Place-Making in the Commercial Areas for Long-Term Economic
Development
2. Ensure Comprehensive Safety Readiness and Risk Mitigation
3. Foster Financial Sustainability
Page 157 of 232
ITEM NUMBER: 2
DATE:
ATTACHMENT:
02/19/21
2
2019 – 2021 City of Atascadero Action Plan
Leverage Place-Making in the Commercial Area
for Long-Term Economic Development
Leverage Place-Making in the Commercial Areas for
Long-Term Economic Development
Complete the El Camino Corridor Study which shall be used as a basis to guide
future policies, updates and development along the corridor. At minimum the plan
should include:
An analysis that identifies strengths, weaknesses, opportunities and threats for
commercial development.
Identification of underutilized land along the El Camino Corridor.
Identification of community wants/needs for the development of the El Camino
Corridor.
Concepts for development of the El Camino Real Corridor.
A market analysis that identifies market gap and opportunities for commercial
growth and/or commercial saturation.
A traffic analysis and recommendations to improve corridor for all transportation modes.
A final corridor plan that includes community design concepts, market
recommendations and a potential land use plan.
Facilitate Downtown Infrastructure Enhancement
Complete and implement Downtown Infrastructure Enhancement Plan (Formerly
known as Traffic Calming Plan) including:
o Continue to explore opportunities for increased on-street parking in the
downtown (El Camino Real, West Mall, East Mall).
o Continue to look for ways to slow traffic in the downtown.
o Continue to look for ways to increase pedestrian safety, bicycle safety, and
the “walkability” of the downtown.
o Increase aesthetic enhancements along El Camino in the downtown
(including landscaping, signage, pavement types and lighting).
o Continue to explore potential reduction of lanes along El Camino Real
between Highway 41 and Rosario Avenue as a means to achieve these ends.
o Adopt a final design plan for the enhancement improvements along El
Camino in the downtown.
o Look for funding, grants and opportunities to complete the desired
Page 158 of 232
ITEM NUMBER: 2
DATE:
ATTACHMENT:
02/19/21
2
2019 – 2021 City of Atascadero Action Plan
Leverage Place-Making in the Commercial Area
for Long-Term Economic Development
downtown infrastructure improvements.
Look for ways to improve traffic circulation at Traffic Way and El Camino Real.
Consider downtown watershed improvements and potential available funding as a
way to facilitate all desired infrastructure improvements.
Install and implement wayfinding/parking signs.
Consider creation of new parking spaces.
Adopt a Street Trees Program that indicates tree replacement and tree care
responsibility, tree varieties and planting specifications.
Implement the Sunken Gardens tree replanting plan as approved by City Council.
Consider the incorporation of an Atascadero Entry/Identification sign as part of any
downtown infrastructure improvements.
o Encourage development of a community led murals and electrical box art
program
Facilitate Commercial Development near Del Rio
Facilitate the submittal of a General Plan Amendment and development concept
for the West Side (church) property north of Del Rio adjacent to Highway 101. The
plan should include commercial development adjacent to Highway 101
transitioning to residential development closer to San Ramon.
o Principal use of property being commercial and residential a secondary use.
Facilitate the issuance of construction permits and site development of the Armet
site fuel station and electric vehicle charging station.
Complete a revised traffic analysis for anticipated development at the Del Rio, Hwy
101 and El Camino Real intersections.
Amend the Del Rio Specific Plan to facilitate development of the corner of Del Rio
and El Camino with a proposed business park prior to completion of improvements
to the Del Rio overpass.
Continue to move forward with plans for street improvements at the Del
Rio/Highway 101 Interchange off -ramps and adjacent areas along Del Rio and El
Camino Real.
o Continue to work with Caltrans on required steps for ultimate construction
of the Del Rio Road / US 101 interchange.
o Continue to advocate and apply for funding for the portion of the
Del Rio /US101 Interchange project, which is attributable to general City traffic.
Page 159 of 232
ITEM NUMBER: 2
DATE:
ATTACHMENT:
02/19/21
2
2019 – 2021 City of Atascadero Action Plan
Leverage Place-Making in the Commercial Area
for Long-Term Economic Development
o Continue to look for ways to reduce potential costs for the Del Rio/US101
Interchange Project.
Continue to facilitate and prioritize construction of the new Hilton Home 2 Suites Hotel.
Continue to work with property owner at west side of Hwy 101 to develop the
modular unit motel lodging facility.
Continue to facilitate and prioritize construction of the new restaurant spaces at
the North West corner of Del Rio and El Camino Real.
Help market and attract tenants to the potential business park at the NE corner of
Del Rio and El Camino Real.
Help market and attract tenants to the proposed Barrel Creek development.
Examine Future Uses of City-Owned Lots to Best Facilitate Vibrancy in the
Downtown
Remove existing structure from the East Mall lot and prepare the site for future
development.
Consider options for the use of the two East Mall lots including:
o Parking expansion
o Commercial development that includes restaurant space and outdoor dining
Support and Adopt Legislation that Maintains Quality Public Spaces, and a Vibrant
Environment in the Downtown
Consider adopting an updated smoking ordinance.
Consider adopting an ordinance restricting the consumption of alcohol in public spaces.
Support state legislation that assists with chronic homelessness, mental health
support and addiction support.
Oppose state legislation providing unrestricted use of public land.
Actively drive legislation to insure that ABC licenses in the downtown area do not
contain provisions and limitations that conflict with the community’s vision for a
vibrant downtown.
Explore and Investigate Potential Code Options / Changes to the Code that Would
Promote Creative Solutions to Perceived Barriers to Redevelopment.
Continue to inform potential tenants and landlords about available tax credits for
ADA improvements.
Page 160 of 232
ITEM NUMBER: 2
DATE:
ATTACHMENT:
02/19/21
2
2019 – 2021 City of Atascadero Action Plan
Leverage Place-Making in the Commercial Area
for Long-Term Economic Development
Look for opportunities for shared restrooms and shared accessible pat hs.
Continue to seek creativity in design ideas.
In Coordination with the El Camino Corridor Plan, Focus on Other Opportunity
Areas for Community Place-making
La Plaza
o Continue to facilitate the construction and completion of the La Plaza
project.
o Fast-track City construction of the Plaza to assure timely completion of the
required public space in order to complement the La Plaza Project and
overall downtown improvements.
o Continue to facilitate the recordation of the map and road abandonment.
o Work with the La Plaza broker to assist with marketing and finding
appropriate tenants for the commercial spaces.
o Assist tenants with any necessary tenant improvements, permits and ABC
licenses.
o Work to insure that La Plaza continues to move forward given the
needs/constraints of the wireless communications facility (cell tower).
o Continue to work with the owner of KLEMS fuel station and the auto
mechanic spaces adjacent to the plaza to encourage redevelopment of the
property and a transition to conforming busines ses that support downtown
revitalization.
Colony Square
o Continue to facilitate construction permit review for the hotel development.
o Look for potential City solutions to assist with downtown/Colony Square
parking (including wayfinding signs, parking directories and creation of new
parking spaces).
o Continue to strongly encourage development of the vacant parcels in
Colony Square.
o Be flexible and look for creative interim uses of vacant areas if development
will not occur in the near future.
o Be creative in stimulating development of Colony Square.
o Look for opportunities to increase foot traffic in Colony Square.
o Look for opportunities to improve communications with owner of vacant
parcels.
Page 161 of 232
ITEM NUMBER: 2
DATE:
ATTACHMENT:
02/19/21
2
2019 – 2021 City of Atascadero Action Plan
Leverage Place-Making in the Commercial Area
for Long-Term Economic Development
o Work with the developer of Colony Square to remove barriers to
development.
o Look for development incentives such as fee deferments, density bonus, or
other options to allow the development to proceed.
Home Depot/Marriott Springhill Center
o Facilitate the development of the proposed new hotel by assisting with
attracting an operator.
o Streamline and prioritize necessary permits and approvals for the proposed
new hotel.
o Continue to guide appropriate quality development on vacant sites.
o Work with Tesla on facilitating the location of a Tesla charging facility or
other Tesla support facility.
o Continue to promote lodging stays in Atascadero through the City TBID and
Countywide TMD.
o Promote Atascadero businesses through marketing, special events and
infrastructure investment.
o Provide front counter handout on available pads and other undeveloped
retail opportunities.
o Steer potential developers / broker on -site based on needs and
accommodations.
Dove Creek Commercial Parcel
o Continue to work with property owner on any potential site design or leads
for new commercial tenants at this property.
o Provide a handout at the counter outlining potential uses and site
information for perspective developers.
o Work to preserve this piece of property as a future small commercial
opportunity for the Dove Creek, Las Lomas, Eagle Ranch and other sou th
Atascadero neighborhoods.
Continue to Encourage and Expect Quality Development
Continue to refine our property development standards towards quality.
o Encourage sit down restaurants and discourage drive thrus to embrace
place-making concepts.
Continue to expect and encourage quality through the building permit review
process.
Page 162 of 232
ITEM NUMBER: 2
DATE:
ATTACHMENT:
02/19/21
2
2019 – 2021 City of Atascadero Action Plan
Leverage Place-Making in the Commercial Area
for Long-Term Economic Development
Continue to support code enforcement actions to maintain compliance with
community expectations on neighborhood/area preservation and appearance.
Continue to facilitate the removal of illegal storage within important industrial zone
sites near Via Avenue to help facilitate redevelopment and new investment .
Continue to facilitate compliance of new businesses within the Commercial Park
zone to preserve valuable land for uses that are consistent with the General Plan.
Continue to strongly enforce the City’s Sign Program.
Consider implementing a receivership program for long-term violations.
Consider revisions to the Municipal Code to enhance the abilities of the code
enforcement officer to ensure compliance.
Annually review the City’s Zoning Code to improve transparency and clarity of City
expectations.
Work to Reduce the Number of Vacant Store Fronts
Continue to improve Atascadero’s commercial district appearance working to
make it appear attractive and professional.
Continue to actively spread the word about the City’s economic development
strategies, successes and potential tools.
Continue to actively promote the City’s business potential.
Continue to improve customer service image.
Continue to foster an entrepreneurial / can do attitude with staff.
Encourage creative ideas to get things done.
Encourage reasonableness in our regulatory positions.
Continue our successful streamlined permitting program for businesses:
o Continue to prioritize business development permits over residential.
o Provide intake meeting opportunities for business developers.
o Purchase and implement a new permitting issuance and tracking system.
o Actively communicate with owners and consultants if there is the same plan
check comment through multiple submittals.
o Provide training and professional opportunities for our employees.
o Work to retain professional, friendly employees.
o Maintain capacity in staff to support projects and permit streamlining.
Page 163 of 232
ITEM NUMBER: 2
DATE:
ATTACHMENT:
02/19/21
2
2019 – 2021 City of Atascadero Action Plan
Leverage Place-Making in the Commercial Area
for Long-Term Economic Development
o Review all plan check resubmittals prior to sending them to outside plan
check for a second review.
o Allow correction comments to be a condition of approval on the permit card
when possible.
o Continue to work with plan check consultants to reduce
boilerplate/repetitive comments.
Advocate legislation that provides communities with new economic tools.
Work with businesses to develop programs that will encourage downtown
businesses to remain open more.
Continue to engage owners of vacant buildings to facilitate building upgrades and
marketing options that will attract new tenants.
Encourage absent property owners to actively market their property for sale at
appropriate market rates.
Engage property owners that are maintaining important downtown storefronts as
storage uses to help facilitate a change to conforming business that can contribute
to the downtown vibrancy.
Continue to enforce building and zoning code to ensure timely comp letion of
seismic retrofits and removal of land use violations.
Build Partnerships and Alliances with Local Business Interests
Support, encourage and help grow the Downtown Business Improvement District by:
o Continue to actively increase traffic to downtown businesses through a
promotions and events program.
o Participate in downtown business district meetings and events.
o Support the downtown business district through assessment of “BIA” Fees
or other program intended to raise funds for downtown business promotions
or improvements.
o Look for potential solutions to help reduce the pigeon population in the
downtown.
Meet regularly with Chamber of Commerce leadership.
o Look for opportunities for common goal partnerships.
o Share information about what is going well and what is not going well.
o Provide accurate information to dispel rumors.
Remain actively involved with the EVC and Hourglass, promoting Atascadero as a
sound business investment opportunity.
Page 164 of 232
ITEM NUMBER: 2
DATE:
ATTACHMENT:
02/19/21
2
2019 – 2021 City of Atascadero Action Plan
Leverage Place-Making in the Commercial Area
for Long-Term Economic Development
Work with informal communicators in town to learn of business problems or
opportunities where City could help.
Look for opportunities to meet regularly with commercial brokers.
Page 165 of 232
ITEM NUMBER: 2
DATE:
ATTACHMENT:
02/19/21
2
2019 – 2021 City of Atascadero Action Plan
Ensure Comprehensive Safety Readiness
and Risk Mitigation
Ensure Comprehensive Safety Readiness and Risk Mitigation
Develop and Implement a Comprehensive Evacuation and Communications Plan
Consider hiring an outside consultant to assist the City in preparing a
comprehensive evacuation and communication plan that addresses lessons
learned in recent catastrophic fire events. At minimum the study should consider:
Evacuation Notification:
o Effectiveness of cell phone towers and cell phone notifications in the event
of loss of power.
o Effectiveness / feasibility of implementing a siren system.
o Development of a strong social media platform for constant communication
during an emergency.
o Effectiveness of “weather radio” system.
o Effectiveness of landline notifications.
o Educating the community on evacuation notifications.
o Activating evacuation and evacuation routes.
Evacuation Implementation:
o Developing clear evacuation route scenarios based on the event .
o Pre-identified routes for evacuation of residents vs. bringing resources and
equipment in.
o Identifying areas and streets to close to facilitate one-way traffic moving
people out of the affected area.
o Identify choke areas where traffic control personnel will be need to be
stationed to move people through quickly.
o Identifying those neighborhoods with one way in / out and look for ways to
mitigate through easements, neighborhood discussions and paper roads .
o Identify and train City staff members in implementing an evacuation.
o Train neighborhood volunteers to assist with knowing evacuation plans and
helping others learn about the plans.
o Train neighborhood volunteers to gather information on those that may have
special needs in an evacuation (elderly, homebound, etc.) and to assist
those with special needs in an evacuation.
o Develop a program that allows those that may not be able to self-evacuate
Page 166 of 232
ITEM NUMBER: 2
DATE:
ATTACHMENT:
02/19/21
2
2019 – 2021 City of Atascadero Action Plan
Ensure Comprehensive Safety Readiness
and Risk Mitigation
to identify themselves in advance to police/fire.
o Identify potential safe refuge areas in the event that full evacuation is not
possible.
Look for grants and funding for implementation
Target High Hazard Areas for Additional Education and Resources
Use mapping solutions to identify high-risk areas.
Prioritize preparedness/evacuation education of those residents in the identified
high-risk areas.
Prioritize high-risk areas for programs such as chipping and fuel modification
programs.
Reduce the Risk and Severity of Wildland Fire by Identifying Methods of Mitigating
High Hazard Fuels
Consider hiring a fuels consultant/specialist:
o To study and understand areas of wildland fire risk.
o To make recommendations regarding potential brush removal weighing
factors such as wildland fire risk, erosion risk and environmental factors.
o To make recommendations on other wildland fire risk mitigation actions such
as shaded fuel breaks, roadside fuel treatment and other fuel removal projects.
Partner with Fire Safe Council and others to identify and pursue available funding
for fire mitigation activities.
Implement a Strong Public Education and Outreach Program Regarding Public
Safety
Implement a “Defend Atascadero” campaign to:
o Increase public awareness of wildland fire risk.
o Call community members to take action / personal responsibility:
What to do in an emergency.
Where to get information.
Register for emergency notifications / special needs.
How to help your neighbors.
o Educate on defensible space principles.
Page 167 of 232
ITEM NUMBER: 2
DATE:
ATTACHMENT:
02/19/21
2
2019 – 2021 City of Atascadero Action Plan
Ensure Comprehensive Safety Readiness
and Risk Mitigation
o Educate on “Ready, Set, Go”.
o Educate people on “hardening” their home to increase fire resistance.
Continue all hazard education programs for earthquakes, floods, riots, structure
fires and other natural disasters.
Work with PG&E to educate the public on PG&E’s new power shut-off program.
Hold neighborhood meetings and/or consultations.
Set realistic expectations about available public safety resources and capabilities.
Look for Ways to Increase Public Safety Resources to Better Address Public Safety
Concerns.
Consider a potential tax measure to address both staffing and infrastructure needs.
Look for potential grants and other opportunities to retro -fit, rehabilitate and
upgrade Station #1.
Take next steps to move forward with construction of a new EOC facility at Fire
Station #1, freeing up space at both the Police Station and current Station #1.
Participate in the joint dispatch study to determine if service levels can be
increased during high-volume events by partnering with other agencies.
Evaluate the long-term uses of the two City parcels that were originally purchased
with fire impacts fees to determine if selling the parcels would be a sound financial
strategy in the long-run.
Update impact fees to reflect current understanding of future infrastructure needs
of public safety.
Update impact fees to maximize flexibility of use to address critical infrastructure
needs necessary to serve future development.
Look for funding opportunities to provide additional police staffing to reduce
days/hours at minimum staffing.
Look for funding opportunities to provide “overhead” coverage for incident
management at fires and other large emergency events.
Look for opportunities to fund replacement of unf unded public safety equipment.
Look for opportunities to enhance public safety communications by partnering with
allied agencies for repeater sites within the North Atascadero area.
Page 168 of 232
ITEM NUMBER: 2
DATE:
ATTACHMENT:
02/19/21
2
2019 – 2021 City of Atascadero Action Plan
Ensure Comprehensive Safety Readiness
and Risk Mitigation
Develop Personnel to take on Future Leadership Roles/Next Steps Within the
Organization.
Hold second leadership class for line level personnel.
Continue mentoring mid-level managers within the organization for future
advancement.
Delegate responsibilities throughout the organization in order to provide learning
opportunities.
Continue to focus on culture of the organization to reduce staff turnover.
Increase Solution Based Response to Homeless Transient Issues.
Provide office space for Mental Health Community Action Team (CAT) at the
Police Station in order to better partner with their organization.
Dedicate street crimes detective to working with CAT.
Work with the District Attorney’s office to enhance prosecution of repeat/significant
offenders.
Continue to seek modification to Municipal Code as appropriate to deal with
community concerns/problem behaviors.
Consider purchase of surveillance cameras for problem areas.
Page 169 of 232
ITEM NUMBER: 2
DATE:
ATTACHMENT:
02/19/21
2
2019 – 2021 City of Atascadero Action Plan
Foster Financial Sustainability
Foster Financial Sustainability
Consider Putting a Tax Measure on the November 2020 Ballot
Conduct a public outreach campaign to hear about priorities from the community
and to educate community members about fiscal realities.
o Talk on the Block
o Presentations to Community Clubs
o Employee Education
Conduct scientific polling to learn community thou ghts on priorities, fiscal choices
and receptiveness to additional taxes to fund priorities.
Explore different types and levels of tax measures to determine which would best
be suited for the ballot measure.
Hold public hearings and prepare tax measure language.
Set Fees at Rates Necessary to Provide Services at the Service-Level Expected by
the Public
Update the Service Cost Study to ensure that fees and any resulting tax payer
subsidies are being set at levels consistent with Council policies.
Adopt significant increases to wastewater fees to fund current and future
wastewater needs in accordance with a Wastewater Rate Review Study.
Consider increasing Business Tax.
Consider pro-active enforcement of Business Tax Ordinance.
Complete impact fee study and adopt updated impact fees needed to fund
infrastructure for future development.
Continue to annually update all service fees.
Reduce Tax Subsidies to City Services
Consider eliminating or reducing hours that Planning staff is available at the front
counter and move toward appointment only assistance.
Reduce the types of calls that the Police Department responds to and move toward
community self-reporting via the web-site or filing a form at the Police Station for
certain types of calls.
Page 170 of 232
ITEM NUMBER: 2
DATE:
ATTACHMENT:
02/19/21
2
2019 – 2021 City of Atascadero Action Plan
Foster Financial Sustainability
Investigate what services other similarly funded cities provide and don’t provide .
Consider ways to reduce the tax subsidy to the Zoo.
o Consider expanding fundraising for operations at the Zoo.
o Consider increasing admission fees and annual pass membership costs.
o Work with the Friends of the Zoo on a strong community capital campaign
for new exhibits/exhibit renovation in accordance with modern zoological
practices.
o Work with the Friends of the Zoo to increase funding for operational support.
o Consider a countywide tax measure just for the Zoo (operations and
capital).
o Consider reducing operational costs by changing mission.
o Consider privatizing the Zoo.
o If all else fails, consider closing the Zoo.
Examine possibilities for reducing tax subsidies for other City amenity programs
such as parks, Pavilion on the Lake, and recreation programming.
Look for solutions to reduce the cost of providing animal services to the community
by implementing changes aimed at reducing the community’s feral cat population.
Consider Allowing Commercial Cannabis Activities to Increase the City’s Tax Base
Consider allowing non-store front retail sales (delivery facilities) of cannabis within
the City.
Embrace “Essentialism” and the Decision Criteria set by Council
Actively look for and implement investments needed to remove impediments to
getting things done.
Consider bringing in outside subject matter experts to review each department’s
processes, procedures and service levels to look for opportunities to streamline
work processes and look for areas to reduce services.
Continue to look for opportunities for streamlining.
Change organizational culture to embrace essentialism at all areas of the
organization.
Look for ways to reduce time and resources on those items that do not solidly m eet
Page 171 of 232
ITEM NUMBER: 2
DATE:
ATTACHMENT:
02/19/21
2
2019 – 2021 City of Atascadero Action Plan
Foster Financial Sustainability
the priorities outlined in the Decision Criteria.
Page 172 of 232
ITEM NUMBER: C-1
DATE: 01/12/21
Atascadero City Council
Staff Report – Administrative Services
2021-2023 Budget and D-20 Priorities Public Outreach Kickoff Session
RECOMMENDATION:
Council provide input and receive information from the public on priorities for the 2021-
2023 Budget Cycle and the expenditure of Measure D-20 funds.
REPORT-IN-BRIEF:
The City of Atascadero adopts a two-year financial budget, and prepares a Seve n Year
Forecast along with it. The upcoming 2021-2023 budget cycle will have a much more
extensive process than the typical budget cycle due to the passage of the one -cent
Essential Services Sales Tax Measure. Otherwise known as Sales Tax Measure D-20
(or just “Measure D-20”), this measure was passed by Atascadero voters in November
2020, receiving 58.6% “Yes” votes. The new measure increases the sales tax rate in
Atascadero beginning April 1, 2021, and is expected to generate about $4.5 million in
annual General Fund revenue. While $4.5 million annually in new tax revenues will go a
long way in providing the services that the community wants and expects, it will not be
enough to provide all of the services, programs, amenities that community members will
want to see. It is important to set clear priorities on what items need to be addressed with
the new funding.
Tonight is the first night in a series of ten public outreach meetings designed to
disseminate information on current service level needs and gather additional public input
on priorities for City services. The input received from these public meetings, along with
all of the other input that Council receives, is intended to help inform and drive the Council
strategic goal setting which in turn drives the adopted budget/expenditure plan.
DISCUSSION:
Public Engagement on Priorities
Public engagement is a continuous ongoing dialog between City Council, City staff and
the community. The City’s budget process is purposely structured to receive public input
on where funds are spent. Members of the public can speak at City Council meetings,
reach out to Council Members outside of the meeting setting, and talk with City staff.
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 3
Page 173 of 232
ITEM NUMBER: C-1
DATE: 01/12/21
In preparation for the 2021-2023 budget cycle, the Council expanded public outreach
even further. The City Council commissioned a Feasibility Study performed by True North
Research, Inc. The survey was administered to a random sample of 787 voters in the City
of Atascadero who were likely to participate in the November 2020 election. The survey
followed a mixed-method design that employed multiple recruiting methods (telephone
and email) and multiple data collection methods (telephone and online). Administered
between January 18 and January 23, 2020, the average interview lasted 16 minutes.
The survey was one more method of gathering feedback from the community, and results
were not unexpected. When presented with a list of 10 City services that could be funded
by the sales tax measure, the surveyed voters were most inter ested in using the money
to 1) provide fire protection and paramedic services; 2) provide quick responses to 911
emergencies; and 3) repair and maintain public facilities and infrastructure.
It is interesting to note that the survey also indicated that 76% of Atascadero voters
surveyed were satisfied with the City’s efforts to provide municipal services, and 60%
responded positively regarding the City’s fiscal management.
As part of the development of Measure D-20, it was clear that in addition to all of the
traditional methods of seeking input on what needs should be addressed, the Council
wanted an even more extensive public outreach process in determining the priorities for
the expenditure of D-20 funds. Tonight is the first in a series of 10 meetings designed to
receive public input on the priorities and needs of the City. The schedule for the 10
meetings are as follows:
Kickoff Session: Tuesday, January 12th, 6pm Council Meeting (tonight’s meeting)
Study Session 1: Thursday, January 14th, 10am
Study Session 2: Thursday, January 14th, 2pm
Study Session 3: Wednesday, January 20th, 4pm
Study Session 4: Saturday, January 23rd, 10am
Study Session 5: Thursday, January 28th, 6pm
Study Session 6: Friday, January 29th, 12pm
Study Session 7: Monday, February 1st, 1:30pm
Study Session 8: Thursday, February 4th, 4pm
Study Session 9: Saturday, February 6th, 9am
Each study session is being heavily advertised and each study session is formatted in a
similar manner so that the public will only need to attend one session to voice their opinion.
At each study session staff will give a presentation, like tonight’s, providing information to
the public about the immediate needs identified by staff as necessary to maintain service
levels. The public will be able to ask questions of staff to engender a broader understanding
of what needs are not being met to maintain the service levels expected by the community.
The public will then participate in exercises to garner input on:
What services and service levels would they like to see provided by the City?
What does the right level of service look like? What is success and how should it
be measured?
Which services/service levels are the priorities of the community?
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 3
Page 174 of 232
ITEM NUMBER: C-1
DATE: 01/12/21
After the study sessions are complete, staff will gather all of the public input and will
summarize the information into categories of what the members of the public would like
to achieve with funds from Measure D-20. This data will be included in a report for the
City Council’s annual goal setting session. The annual goal setting session is scheduled
for the evening of February 19th and the day of Saturday February 20th. It is anticipated
that the bulk of this annual Council planning session will need to be devoted to
determining community priorities and desired service levels. Based on the input received,
the Council is expected to set general priorities and goals for both the expenditure of
D-20 funds and all other funding sources in the City.
At the March 9th City Council meeting, staff will bring back for confirmation any direction
provided by the Council at the annual goal setting session so that the public can provide
additional public comment and the Council can clarify and adjust direction if desired.
At the April 27th City Council meeting, staff will bring back an Action Plan with detailed
action steps to be taken, what is expected to be achieved with each action, what metrics
would measure success of the action, and the estimated costs associated with e ach
action. At that meeting the public would once again have input on where the funds should
be spent. All actions included in the Council approved Action Plan would be incorporated
into the City’s 2021-2023 budget.
There will be no less than six well publicized Finance Committee meetings scheduled
between mid-April and the end of May. At the Finance Committee meetings, various
sections of the budget will be discussed in great detail. Each of these Finance Committee
meetings will be advertised to encourage public participation and attendance.
At the June 8th City Council meeting, the budgets for fiscal year 2021-2022 and 2022-
2023 will be presented to the City Council for adoption. The budgets will incorporate the
priorities, actions, service levels and metrics developed through this expanded public
process. At the July 13th City Council meeting, the Council will approve the first annual
Measure D-20 report. The report will include information on where the Measure D-20
funds are going to be spent, what is to be achieved by the expenditure of these funds and
what metrics will be used to determine success. The report will be distributed to all
residents and businesses similar to the annual F-14 Roads report.
Before the City ever receives any Measure D-20 funds, there will be a total of 20 public
meetings designed to receive input from the public on the expenditure of Measure D-20 funds.
Current Status of City Finances and Budget
During a series of “Talk on the Block” public outreach events held in 2020, City staff was
able to share a lot of information with attendees. These events focused on the importance
of understanding the City’s current financial circumstances and some of the challenges
and trade-offs that are being made every day and will need to be made in the future. From
this basic understanding, attendees could better recognize the City’s current shortfalls
and appreciate how additional sales tax revenue could be used to resolve some of these
shortfalls. The information that was shared at the Talk on the Block events has been
updated and is included in the following section.
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 3
Page 175 of 232
ITEM NUMBER: C-1
DATE: 01/12/21
Revenues
Cities do not receive the same amounts in taxes per resident. Atascadero receives the
lowest revenue per capita in Sales Tax, in Property Tax and in General Fund revenues
among all SLO County cities. As shown below, Atascadero receives about half of the
amount received per capita from each of our immediately adjacent cities.
$745
$1,053 $916
$1,467
$1,365
$2,966
$1,619
$-
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
Atascadero Arroyo Grande Grover Beach Morro Bay Paso Robles Pismo Beach San Luis Obispo
General Fund Revenue by Type
San Luis Obispo County Cities (FY18-19)
Other Revenue
Franchise Fees
TOT
Sales tax
Property Taxes
The City manages resources in a frugal and fiscally responsible manner, consistently
protecting and stretching taxpayer’s dollars as far as possible. W hile the City does as
much as it can, for as many as it can, as often as it can, unfortunately there is still much
left undone.
The City of Atascadero receives about $332 per capita in property tax per year. While
this is the second lowest per capita in the County, most of the cities in the County range
between $298 and $434 per capita, with Pismo Beach being the outlier at $690 per
person.
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Many members of the community are unaware that the City receives only a small slice of
the property tax that property owners pay. An example of where the funds go from a
typical $3,500 annual property tax bill in Atascadero is shown in the pie graph that follows.
The City of Atascadero also receives the lowest per capita sales tax of any City in the
County. Because the City does not have many retail outlets selling taxable goods, the
City has the lowest per capita sales tax in the County. Sales tax on gasoline purchases
from residents and those traveling along Highway 101 is the City’s largest sales tax
producing sector with sales of building and construction materials a close second.
$332 $298
$343
$434
$350
$690
$381
$-
$100
$200
$300
$400
$500
$600
$700
$800
Atascadero Arroyo
Grande
Grover
Beach
Morro Bay Paso Robles Pismo
Beach
San Luis
Obispo
Per Capita Property Taxes
by City
Schools, $2,146
County, $579
City,
$494
Sewer, $242
Other, $39
Where Does Property Tax Go?
$3,500 Annual Bill
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Key Categories of Needs
The City, by necessity, spends a lot less per capita than other cities in the State. Data
that was previously available on the ClearGov.com website comparing jurisdictions in the
State of California showed that the City of Atascadero spends a fraction per capita of what
most other jurisdictions in the State expend. The data indicated that the City is very frugal
with expenditures, yet much continues to get done. How has the City made it work? In
addition to generally providing lower service levels than neighboring jurisdictions, the City
has also made ends meet by deferring and reducing resources which has led to the
general critical needs identified by staff below:
Equipment Replacement and Additions
Vehicles / Apparatus Replacement
Fire Stations Rehabilitation
Staffing Levels
Employee Retention
Issues Related to Transients and Homelessness Issues
Deferred Maintenance
Unfunded Infrastructure
Economic Development
Underfunded Operations
Operational Efficiencies
$138
$241
$201 $191
$510
$395
$576
$-
$100
$200
$300
$400
$500
$600
$700
Per Capita Sales Tax by City (FY 18-19)
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Equipment Replacement and Additions
As an all-risk Fire Department, the firefighters are equipped and trained to respond to not
only structure and vegetation fires, but also medical emergencies, traffic collisions,
hazardous material incidents, technical rescues, natural disasters and more. Public safety
personnel rely on a variety of tools and equipment that are crucial to mitigating these
emergencies.
Traffic collisions sometimes require extrication tools, like the Jaws of Life, to remove a
trapped occupant from a vehicle. Every medical emergency, fire paramedics use cardiac
monitors to assess and treat patients. Firefighters require specialized breathing apparatus
to fight structure fires, keeping their airway safe f rom fatal heat and gases. Both Fire and
Police require specialized protection as part of their uniform, like firefighter turnouts and
bulletproof vests and helmets. All public safety members rely heavily on radios for
communication, which not only means hand-held and mobile radios, but also the towers
and equipment that support the radio network. Recent mandates by the State have placed
additional requirements on the Police Department radio system. These new requirements
are expensive, and currently do not have a funding source. Also, standby generators are
important pieces of equipment throughout the City that allow services to continue
uninterrupted during power outages or PG&E power shutdowns. Generators provide
back-up power to essential service buildings such as the Police and Fire Stations, but
also power essential functions such as radio repeaters sites, wastewater lift stations and
Zoo refrigerators, but not all of these facilities have the generators needed in a PG&E
widespread shut down.
While all of these tools and equipment are critical to public safety, none has been fully
funded through the City budget due to financial constr aints. Police, Fire and Public W orks
have relied many times on grants and donations to fund this equipment. The sales tax
measure can ensure necessary safety equipment is properly f unded to allow continued
effective emergency services.
Vehicles/Apparatus Replacement
The City has been able to fund the routine replacement of smaller vehicles such as police
cars and building inspector vehicles, but has not had the funding since 2008 to fund the
replacement of more expensive (longer lasting vehicles) such as fire engines, the ladder
truck, backhoes, tractors and dump trucks. Unfortunately, each piece of equipment is
deteriorating and will need to be replaced. The City takes exceptional ly good care of its
major vehicles, but at some point the two 15-year-old fire engines will have to be replaced
at an estimated cost of $500,000 each.
The Fire Department’s fleet of emergency vehicles, including all fire engines and the
ladder truck, does not currently have a replacement fund in place. Teams at both of the
fire stations respond to most emergencies in a structure firefighting engine. This is the
engine seen most often because it is equipped with nearly everything need ed for a variety
of emergencies, including medical calls. There is also a wildland firefighting engine at
each station, meaning that if dispatched to a vegetation fire, firefighters will respond in a
smaller engine, better suited for narrow streets and off -road terrain.
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At Station 2, the aerial ladder truck is housed for large commercial building or multi -family
apartment fires. The truck’s ladder reaches 100 feet and allows firefighters to quickly
access upper floors and rooftops to rescue those trapped by fire. It can also be used for
aerial master streams, which means a large volume of water from an elevated position.
The Public Works Department also has concern for aging vehicles critical to their mission.
Public Works staff use many types of vehicles including com pactors, loaders, backhoes
and park mowers for routine daily operations as well as to assist Fire and Police personnel
during storms, flooding or other emergencies.
While great care is exercised in maintaining and caring for City owned apparatus and
vehicles, these vehicles have a finite life. They are costly and require setting aside funding
annually in anticipation of replacement once the vehicle is no longer reliable for its intended
use. Unfortunately, the City budget has not been able to contribute to these replacement
schedules for many years, causing concern for how the aging apparatus will be replaced.
Reliable emergency vehicles are a fundamental component of any City service and funding
necessary apparatus is an important part of each department’s mission.
Fire Stations
Over the decades, the fire stations have housed many firefighters while they work to
protect the City of Atascadero. Built in 1952, Station 1 on Lewis Avenue was designed as
a station for a mostly volunteer firefighting staff. From volunteer firefighter beginnings,
the station morphed into what we have today, which required several remodels and
changes along the way. Station 1 now facilitates 24/7 staffing which required the addition
of bedrooms, bathrooms and a kitchen. It houses three fire engines, one rescue trailer,
one ambulance and several command vehicles. It provides storage for advanced medical
equipment and supplies, self-contained breathing apparatus equipment, the firefighter
turnout washer, breathing air compressor and so much more.
While staff takes great pride in maintaining the Fire Station, the station is showing signs
of its nearly 70-year old age. Water-stained ceiling tiles, masonry cracks throughout the
station flooring, driveway and exterior columns, diesel exhaust stained walls, small rooms
and limited storage all speak to the underlying issues that the current budget has been
unable to fix. Safety items to be addressed include the structural stability and earthquake
retrofit of both the roof structure and the hose tower. The station needs updated features
to keep firefighters safe. Cancer causing agents such as vehicle exhaust and dirty turnout
gear or biohazards on medical equipment need to be isolated from the living quarters to
keep firefighters safe and healthy.
Fire Station 2 was built in the mid-1980s and is also showing its age. With one bedroom
and a small square footage, it was built to house two firefighters. With four firefighters
now on duty at the station during the wildfire season, this small footprint provides for very
cramped quarters, especially during this season of Covid 19 and the need for social
distancing in the Fire Station.
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Staffing Levels
About 72% of General Fund expenditures are for personnel, police officers, fire fighters,
parks maintenance workers, building inspectors, planners and a host of other positions.
Therefore, to keep expenses down in order to spend less than available resources, the City
has kept employee expenses down. The Police Department is an example of what the City
has done and continues to do to make ends meet.
The Atascadero Police Department was established in 1980 with 19 sworn officers
serving 16,232 residents. The department grew commensurate with the population
through the 80s and early 90s. In 1994 the Department reached 29 sworn officers to
keep pace with 23,982 residents. The Department peaked at 30 officers in the early
2000’s; however, three sworn positions were lost during the great recession in 2007 to
2009. The current population of Atascadero is estimated at 30,305 and the Atascadero
Police Department has the same staffing it did in 1994, 29 sworn officers.
The City’s financial hardships have impacted the Department’s ability to grow with the
population and leaves the community with the same staffing as 27 years ago. If the
Department had grown commensurate with the population there would be 37 officers for
the current population level.
In comparing all seven police departments in our county, Atascadero has the lowest staffing
per capita in the county. The minimum staffing in 1980 was established with one supervisor
and two officers. The minimum staffing level has never been increased and in 2019 the
Atascadero Police Department operated at 1980 staffing, or one supervisor and two officers
for 52% of the year. This was not an abnormality, in 2018 it was 54% of the year.
Although 29 sworn officers were adequate in 1994, they are not nearly enough to handle
the workload in 2020. Aside from the increased calls associated with a 21% growth in
the population, the community has been faced with an opioid epidemic and an influx of
homeless related calls for service.
Along with these calls, there are mental health problems associated with these issues, and
communities across California, including Atascadero, are also suffering the unintended
consequences of the recent trend to decriminalize narcotics and other crimes. In 2011,
Assembly Bill 109 shifted much of the prison population to county jails, which were not
designed or equipped for this function and quickly caused the jails to be became
overcrowded. Proposition 47 in 2014 reduced certain theft and drug offenses from felonies
to misdemeanors and Proposition 57 in 2016 allowed parole consideration instead of
incarnation for nonviolent offenders, which all combined has resulted in a substantial
increase in offenders released without incarceration. This has, and will continue to, leave
more offenders in the community and increase criminal activity in Atascadero.
Combine this with other recent requirements, such as the new reporting standards which
have increased the amount of reports officers are required to take, the change in medical
clearance and procedures for mental health detentions and county jail bookings,
increased training standards all result in task saturated officers that spend less time on
patrol. This directly impacts officers’ availability to respond to calls for service and
increase response times.
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Although this narrative has focused on the police departme nt’s staffing shortages, every
department in the City is understaffed. When compared to other communities of our size,
the staffing history and numbers for Planning, Public Works, Finance, and Administration
are all similar to those in the Police Department. This affects staff’s ability to provide the
expected level of City services across the board.
Employee Retention
The City has been able to stay within its financial constraints with the cooperation of its
employees. The employees are used to doing more with less and this often carries over
into salaries and wages. Below are the current comparisons to other jurisdictions for top
step police officer positions:
Jurisdiction
Officer Sergeant
City of San Luis Obispo 8,699$ 10,953$
County Sheriff 8,417$ 10,221$
City of Paso Robles 7,752$ 10,461$
City of Pismo Beach 7,510$ 9,854$
City of Grover Beach 7,129$ 9,212$
City of Arroyo Grande 6,941$ 8,884$
City of Morro Bay 6,929$ 8,642$
City of Atascadero 6,693$ 8,379$
Monthly Salary
While there are some differences in benefit packages between jurisdictions, the City is
consistently amongst the lowest total compensation for most positions at the City. While
compensation is often not the only reason an employee chooses to work for an employer,
when there are significant differences in pay, it is an important consideration. Because the
cost of living is high in the area, and neighboring jurisdictions are able to pay more, the
City’s low wages are often a barrier to attracting, hiring and most important- retaining
professional employees. This has a large effect on City operations as vacancies lead to
even lower staffing levels, inefficiencies and additional incurred costs as new employees
are trained.
This challenge is not uncommon throughout the City. There have been recruitments in
several departments where the City did not receive a single qualified applicant. In these
cases, after sometimes 2 or more recruitments, the City has chosen to re -organize, find
a way to contract out, or hire someone at a lower level and provide a lot of training. In
2019, staff did an informal salary survey of the incorporated cities in the County. At that
time it was determined that it would cost the City approximately $850,000 to bring all City
positions to the average salary level of cities in the County.
Atascadero’s financial hardships have had a devastating effect on employee retention.
The inability to offer competitive salaries with neighboring agencies have resulted in the
loss of many quality, experienced employees from every department in the City.
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The Police Department has lost six officers and two dispatchers within the last two and a
half years. This equates to 20% of the sworn officers and 28% of the dispatch staff. Due
to the salary disparities between Atascadero and other communities, the dispatch
positions have remained unfilled for over two years because of the inability to attract
quality applicants at the current pay scale.
The hiring and training of police personnel is very time consuming and intensive, and
there is a steep learning curve. It is not uncommon to have to hire an inexperienced
officer and send the individual through the police academy. With an extensive recruitment
process, the academy training and the field training program it takes more than a year
before the officer is competent as a solo officer.
Once on their own, it takes a police employee additional time to become proficient and
several years before they are at optimal performance. With the lack of retention, the
department often loses employees just when they reach the optimal performance level
and the process starts all over. The Department has become a training ground for other
community departments. Atascadero spends the money, effort and risk in getting the
employee trained and other agencies benefit from it.
A well-trained and veteran department is efficient and has less liabilit y than when the
department has primarily a staff with limited experience. This is again true for all
departments in the City. Employee attraction and retention has become a crisis in most
departments in the City. Losses of key employees with institutional knowledge cause
delays, inefficiencies and additional overtime costs in order to complete the work needed
to provide service to our City.
Issues Related to Transients and Homelessness Issues
The human impact of the homeless crisis is tragic. While not as visible, there is also a
very real impact to government services and in particular local services as cities that were
never designed, nor funded to provide social services, deal with the inherent conflicts and
problems of people living on the streets.
It is important that we point out that staff are not classifying individuals because of their
housing status. The reference is to those people who are engaged in behavior that
precipitates a call for service for public safety or other City resources.
Atascadero, like many other cities throughout California and the rest of the nation, were
not intended or equipped to handle the additional workload associated with the homeless
crisis. The influx of people who are living on the streets and in other areas never designed
to function someone’s home have impacted every department in the City. Many of those
living in these areas are suffering from mental health issues and/or addiction problems.
Calls for service include panhandling, public disturbances, public defecation, scavenging,
trespassing and camping on sidewalks or other public areas. These issues don’t begin
to touch the impact to the community.
Many of these individuals have underlying health problems. Our Fire Department is
frequently called to treat and assist everything from a minor cut to shortness of breath, a
stroke or mental illness. This takes one of the two on-duty engine companies out of
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service. W hen further treatment is necessary for the individual, they are transported to a
local hospital, taking an ambulance out of service for an extended time.
The impact to the Police Department has also been significant. In 2018, the department
received 513 calls for service related to illegal camping and 81 calls for panhandling. The
Department coordinated with County Behavioral Health and partnered a County social
worker with a department detective to form a part-time Community Action Team. These
teams have been highly successful for the San Luis Obispo Police Department and
Sheriff’s Department. The goal of the team is to identify those individuals who wo uld
benefit from available resources and be the intermediary so those services are utilized.
The program has been successful; however, the position was unable to be filled due to
staffing shortages. Once the staffing is full, the program will be resumed.
The illegal camps throughout the City have a significant impact on the environment and
the general quality of life for the neighborhood s. The creeks, rivers, underpasses and
other areas of encampment were never designed to be someone’s home. The hom eless
crisis/addiction issues have led people to establish camps where there is no sanitary
services, no heat, no water and other basic necessities for life. The camps contain a
large amount of trash and personal refuse. Legally, notices must be posted at the camps
before cleanup and property removed must be retained for a substantial period of time
before disposal. Clean-up of these camps is also a fairly time consuming job as clean-
up workers must be extremely cautious as dirty needles and other bio hazards are often
found amongst the camp debris. The workload involved in the cleanups and debris
removal must be balanced with the workload and primary responsibilities of a Public
Works Department that is stretched too thin to maintain the 106 acres of parks, the 140
miles of streets and the many City facilities that are the responsibility of the personnel .
There is not sufficient staff, nor funding for the additional workload of camps clean-up.
Deferred Maintenance
The City owns and maintains many assets that are used by the community every day.
These assets include roads, storm drains, parks and trails, Atascadero Lake, zoo exhibits,
and public buildings. Many of these facilities were constructed long ago and funded with
one-time expenditures, such as grants and impact fees, or constructed by private
developers or community groups. These assets are aging and at the end of their useful
life and need to be replaced, upgraded, or have major repai rs that have been deferred
due to a lack of funding. The City’s budget has not had the capacity to include ongoing
infrastructure replacement.
Storm drains and culverts handle storm runoff to prevent flooding and other
problems caused by ponding water. The City has over 1,750 storm pipes totaling
nearly 30 miles and 600 inlets with no funding source to replace them. About one -
third of these pipes are in poor or failed condition.
Park facilities are also deteriorating including parking lots, sidewalks, benches,
picnic tables, playgrounds, restrooms, and athletic facilities. The shoreline
retaining walls and dock on Atascadero Lake needs significant work, and the lake
requires costly periodic dredging to keep it healthy.
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Many of the animal exhibits at the zoo are very old, deteriorated and functionally
obsolete. In order to continue to provide for these endangered animals , these
exhibits must be replaced in the near future.
City buildings like City Hall, Police and Fire stations, Pavilion, and C ommunity
Center need continuous maintenance and building systems such as roofs, HVAC
units, plumbing, and electrical need replacement as these buildings age.
Lastly, roads – the City maintains over 140 miles of roads. We all drive worn -out
roads every day and know the shape they are in and potholes to avoid. Measure
F-14 has helped a lot, but we need to invest more if we want to improve the overall
condition of our road system.
Replacing and repairing these assets has been put off in order to make ends meet. Some
items like playground equipment, shade structures or picnic benches are removed until
donations are made to replace them. Other critical infrastructure that must be replaced
or fixed, like a failed culvert, is done as an emergency measure by eliminating or delaying
some other service, program, or capital replacement. It is important to find ongoing
funding to repair and replace these items as necessary.
Unfunded Infrastructure
There are other public assets that many think are the City’s responsibility but by code,
these items are the responsibility of adjacent property owners. Many property owners
feel this is unfair, and care for these assets may be worth consideration for City funding.
Property owners are often surprised to find out that sidewalks and street trees in the public
way are actually their responsibility. Property owners assume the City takes care of these
items, so they do not perform repairs and maintenance ca using the sidewalks and trees
to fall into a state of disrepair until a problem occurs and the property owner and City are
sued. A lot of staff time is spent to notice and explain this responsibility to property owners
and it takes funds to defend the City in lawsuits.
There are also over 30 miles of public streets in Atascadero that are not maintained by
the City but instead, by property owners that live on the street. Many of these streets
were never built to City standards, and others meet standards b ut were not accepted after
completion. These public roads are used like City maintained roads, but the burden to
maintain and repair them falls to adjacent property owners – who pay the same taxes as
those on City maintained roads.
There is also a Community Facility District that some newer residential units are required
to pay an additional tax of about $700 each year to help offset that home’s impact to
police, fire, and parks. A new unit that is not allowed by right must pay this additional tax,
while other new and existing units do not.
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Economic Development
How can Atascadero bring head of household jobs, along with the things that our
community members desire such as restaurants, shops, and entertainment? How can
we continue to make Atascadero a desirable place to live, with attractive neighborhoods
and quality public spaces in our downtown? It takes investments from busi ness owners
to open a business, restaurant, shop, entertainment and good jobs. The City cannot force
someone to make the investment here in Atascadero, but the City can invest resources
(staff time, infrastructure, funding) to entice those businesses to locate here in
Atascadero. This is economic development. Businesses want to be in a place where their
customers and/or employees want to be and stay. The City can help with things like:
Infrastructure Investment: Sidewalks, and pedestrian friendly areas attract shops,
restaurants and employers. Previously, the City has been successful in finding
alternate funding sources- grants, special funds and other ways to add amenities
to a place such as street trees, benches, plazas, and parks. Unfortunately, these
alternative funding sources have dried up in recent years, but the need to revitalize
Atascadero and make our community more attractive still remains.
Place Making: Investments to make Atascadero attractive to potential businesses
include things like removal of the pigeons from the downtown, events and activities
that draw people to a place, facilitation of creative ideas from business owners to
bring people to the downtown.
Increasing Broadband Capabilities: Strong internet capabilities are the backbone
of most businesses today. As part of economic development, the City could look
at facilitating and investing in the increase of broadband capabilities in our
business corridors to both attract businesses that currently can’t locate here, and
providing access as another tool to help make existing businesses more
successful.
Marketing: Potential restaurant investors, shop owners, and businesses cannot
locate their business in Atascadero unless they know about Atascadero and what
our community can provide: quality of life, skilled workers, shops, restaurants,
broadband capabilities, available sites and more. We need sta ff that can be
dedicated to seeking out and working with potential businesses/shops/restaurants
to attract them to Atascadero and share our quality of life.
It takes additional resources that are not currently available to provide economic
development to attract those businesses and amenities we want to see in town.
Underfunded Operations
Operational budgets have always been tight due to the limited type and amount of
revenue the City receives. Ideally, the budget that each department has to perform its
essential services should grow each year at a rate that keeps pace with both the growth
of the City and inflation. While revenues have increased over the years, they have not
grown enough to keep up with ever increasing expenses due to growth in City population
or inflation.
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Some of the operational costs have not only grown due to inflation, but have increased
much more than that in the last 15 years. In spite of reducing turf areas, the costs of water
to irrigate the parks has more than doubled from $69,400 in 2006 to $145,000 in 2020.
It is a similar situation with the cost of animal food at the Charles Paddock Zoo. In 2006,
the city spent about $30,000 on animal food. The cost of the food in 2020 was about
$90,000 for a similar number of animals. That is almost 3 times the cost over a period of
15 years.
$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
$160,000
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Parks Water Costs
2006 -2020
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
$80,000
$90,000
$100,000
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Zoo Animal Food Costs
2006 -2020
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Electricity costs have soared as well. The costs to power the street lights and signals has
almost doubled from $49,000 in 2006 to $95,000 in 2020. At the Zoo, electricity more
than doubled from $15,500 to $35,000 in that same time frame.
In 2019, the City began implementing a new management plan to help improve the water
quality in Atascadero Lake. The plan focuses on the use of regulatory agency -approved
probiotics and pond dye to prevent algae blooms during the hot Atascadero summers.
This has shown to be an effective preventative measure and keeps the lake water much
healthier, but comes at a cost of about $20,000 per year to implement the plan.
The City has not been able to expand its vehicle fleet to meet the needs of the number of
employees needing to drive the vehicles as an essential part of their jobs. There is not,
and has not, been room to increase the operating budgets enough to allow for the
purchase, maintenance and replacement of additional fleet vehicles. Limited vehicles
impact the speed at which projects in the field can be viewed, inspected, and approved.
Over the last decade, the City has also seen a steep increase in costs for regu latory
compliance. For example:
Stormwater runoff that occurs throughout the City’s storm drains is regulated and
requires an annual MS4 Stormwater permit. This costs about $14,000 every year,
in addition to costs for a host of other requirements, reporting, and staff time.
The Stormwater “trash amendment” is relatively new, and requires collection and
removal of 100% of the trash before it goes in the storm drain. Data collection and
reporting is required on the quantity of trash collected and removed. Meeting this
requirement is estimated to cost about $20,000 annually.
The Federal Highway Administration now requires a certain degree of “retro -
reflectivity” on all road traffic signs. In order to meet this requirement, most traffic
signs need to be changed out sooner than they otherwise would have been,
thereby increasing costs.
$0
$20,000
$40,000
$60,000
$80,000
$100,000
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Streets and Zoo Electricity Costs
2006 -2020
Streets
Zoo
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Technology costs increase over the years as operations and the workforce become more
dependent on it. The two biggest concerns in the field of technology and data
management are data loss and data corruption (through any number of methods.) Data
backup and redundancy are critical to protect against these two concern s and are the
backbones of the City’s technical infrastructure. The City must be prepared in the event
of emergencies that may impact the electronic operations of the City, and the City must
have security in place to avoid being the target of unwanted data intrusions and ransoms.
Operational Efficiencies
There are opportunities to increase efficiencies. Investments in particular areas are likely
to magnify the return on such outlays. For example, by making strategic investments in
technology, the City’s “information database” can be tapped to provide easy, efficient
access of the City’s data which will save staff time in responding to public records request.
Another idea is an Infrastructure Management System. This is essentially software that
allows staff more efficient management of general assets. This includes fixed location
infrastructure assets like roads, storm drains, and street signs. It could also include items
like vehicles, heavy machinery, and equipment.
Outreach
In September, the City Council discussed the sales tax measure oversight expectations
and the public input/outreach expectations. The information gathered from the public
should be designed to help Council, at their February 19th & 20th annual goal setting
session, decide at a big picture level:
What services and service levels would they like to see provided by the City?
What does the right level of service look like? What is success and how should it
be measured?
Which services/service levels are the priorities of the community?
In this early stage of gathering input for City priorities, it is important to capture citizen
input on both high level goals and at the same time, garner an understanding of the details
on why that goal is important. We are looking for a broader understanding of public
expectations than answers to a question like “What are your top three priorities for the
City and expenditure of the Measure D-20 funds?” While this is a valid question, it does
not provoke the meaningful dialog or understanding that we are hoping will be a result of
these public outreach meetings. In order to provide meaningful data for the Council to
set their vision and goals, the outreach sessions will be designed as mini goal
setting/strategic planning/visioning sessions.
Each of the remaining nine study session leading up to the Council’s goal setting session
on February 19th & 20th will be formatted in a similar manner so that the public will only
need to attend one session to voice their opinion . In order to stimulate that broader dialog
and understanding, the format for each study session is currently planned as follows:
Each study session will start off with introductions of key staff members. A
department head or key representative from each department will attend each
session.
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 3
Page 189 of 232
ITEM NUMBER: C-1
DATE: 01/12/21
Staff will play a 20-minute video to educate the public on some current needs that
are unfunded. (A video was chosen to insure that each outreach group heard the
same information and to keep the timing down to 20 minutes.)
Staff will hold a short question and answer session with the whole group and then
based on the number of public participants, staff will break the participants up into
smaller meeting rooms.
While allowing for some flexibility based on interest of the smaller group, two staff
members will help lead a group discussion asking questions such as:
o What is going well in the City?
o What things are not going well in the City?
o What things do you feel are important to maintain current service
levels?
o What things do you think would improve the quality of life here in
Atascadero?
o What is your vision for Atascadero?
o If the City spent D-20 funds perfectly, what would success look like?
o How should the City measure that success?
o Anything we didn’t cover here today, that you want to make sure the
Council understands prior to setting goals and moving through the
budget process.
Staff will be capturing all of the responses provided in the small group session and
will provide all responses to the City Council both in summary forms such as word
clouds and in detail form.
SUMMARY:
While the passage of Measure D-20 and the resulting much needed funding are truly a
benefit, it is also a tremendous responsibility of both the community and the Council to
spend these funds wisely. Staff has identified numerous unfunded necessities that must
be prioritized in order to continue to provide the services that staff believes our community
has come to expect. However, it is the public that must step up and participate in letting
the City know the needs, priorities and true expectations of the community, in order to
prioritize the expenditure of the new sales tax funds along with other City funds. The
decisions that the Council and community will be making over the next five months will
set forth the course for both City services and the community as a whole into the future.
FISCAL IMPACT:
There is no fiscal impact for this item.
ALTERNATIVES:
Not Applicable.
ATTACHMENT:
Revenue Measure Feasibility Study Results
ITEM NUMBER: 2
DATE: 02/19/21
ATTACHMENT: 3
Page 190 of 232
ITEM NUMBER: 4
DATE: 02/20/21
SB1090 Materials
ITEM NUMBER: 4
DATE: 02/20/21
Atascadero City Council
Staff Report – City Manager’s Office
SB1090
RECOMMENDATION:
Council provide staff direction on the expenditure of SB1090 funds.
REPORT IN BRIEF:
In June 2016, Pacific Gas and Electric Company (PG&E) announced that the Diablo
Canyon Nuclear Power Plant will close by 2024 -2025 after a decommissioning process
with corresponding significant economic impacts to the region. SB1090, sponsored by
Senator Monning and Assemblymember Cunningham, allowed for the creation of an
economic mitigation fund intended to provide economic development funding to local
jurisdictions. In December of 2016 the City and other local jurisdictions entered into a
settlement agreement with PG&E on the impacts of the closure of Diablo Canyon Nuclear
power plant. As part of that agreement, the City will receive just over $40,000 annually
for a period of nine years intended to help offset decreases in property taxes due to the
reduced assessed value of Diablo Canyon. The City also received $783,106 in one -time
funds intended to be spent on economic development initiatives.
The City received its one-time economic development mitigation funding payment of
$783,106 and must determine which economic development initiatives to pursue.
Possible initiatives could include:
Expansion of Bridgeworks
Economic Development Manager
Investment in increasing broadband capabilities in our commercial areas
Investment in other infrastructure projects.
DISCUSSION:
Economic Impact of Diablo Canyon Closure
In June 2016, Pacific Gas and Electric Company (PG&E) announced that the Diablo
Canyon Nuclear Power Plant will close by 2024 -2025 after a decommissioning process
with a corresponding loss of jobs and estimated loss of $920 million in economic impacts
to the region. An Economic impact study prepared by PG&E in 2013 showed the following
regional impacts from Diablo Canyon Power Plant (DCPP):
Page 191 of 232
ITEM NUMBER: 4
DATE: 02/20/21
In 2011 there were 2016 Diablo Canyon employees living in Atascadero
with a total payroll of $29,881,338.
In 2011 there were an estimated 3,357.5 jobs created regionally by DCPP.
The total estimated economic impact of DCPP on the local economy in 2011
was $919,823,060.
$222,300,000 was spent by employees of DCPP, their suppliers and their
suppliers’ suppliers.
DCPP’s economic impact “is spread across a wide spectrum of the local
economy, including medical services, restaurants and bars, real estate
firms, investment management firms, etc.”
DCPP paid over $30.8 million in property and unitary taxes in 2011.
In 2011 90 local non-profit organizations shared a total of $1.1 million in
PG&E charitable funds.
PG&E collectively volunteered 32,585 hours in 2011
Settlement Agreement
In December 2016, the Council approved the proposed joint settlement agreement which
included four components:
1. Essential Services Mitigation Fund
A $75 million Essential Services Mitigation Fund to offset the potential negative
impacts to essential public services provided to the community. This will be
distributed to the County in nine equal annual installments through 2025 and the
County will redistribute the funds to 71 local agencies whose budgets are impacted
by the inevitable decrease in unitary tax funding from the power plant. The City will
receive $40,440.60 each year to offset decreased property (unitary) taxes due to
the reduced assessed value of Diablo.
2. Economic Development Fund
A $10 million Economic Development Fund to ease the local economic impacts of
the plant’s closure. The Coalition of Cities received $5.76 million, the County will
receive $3.84 million, and the remaining $400,000 is allocated for regional economic
development activities. The cities receiving portions of the fund include San Luis
Obispo, Arroyo Grande, Atascadero, Grover Beach, Morro Bay, Paso Robles and
Pismo Beach. Each agency must issue an annual report, which describes how the
funds are used and assesses the resulting economic development measures or
programs. The Coalition’s $5.76 million share of the $10 million Economic
Development Fund was distributed to the six member cities as follows:
Arroyo Grande $747,422
Atascadero $783,106
Morro Bay $497,472
Paso Robles $1.15 million
Pismo Beach $767,028
San Luis Obispo $1.82 million
Page 192 of 232
ITEM NUMBER: 4
DATE: 02/20/21
3. Emergency Planning
Continued funding of offsite community and local emergency planning efforts until
all spent fuel is in dry cask storage and the two nuclear reactors are fully
decommissioned. Total funding in this area could range between $37.5 million and
$62.5 million over the course of 15 to 25 years.
4. Agreement on Re-Use or Sale
An agreement from PG&E that it will not take actions or make decisions on the re-
use or sale of land surrounding the power plant, including Wild Cherry Canyon,
until PG&E has completed a site-specific decommissioning plan with input from
the community.
Potential Use of Economic Development Funds
The settlement requires that the City commit to spending the $783,106 in Economic
Development funds “solely for the purpose of economic development and impact
mitigation purposes.” This restriction is intended to be broad in nature. Other cities in the
County have spent funds on:
City of Paso Robles Economic development services (Chamber and
City Staff); and Business Success Center
City of San Luis Obispo Infrastructure projects such as improving sidewalk
safety in the downtown, and improving access to
a business park; shop local campaign; economic
development/business retention
City of Pismo Beach The Pier Plaza experience project
County of San Luis
Obispo
The Board has identified funds to be spent on
economic development ($1.7M), housing ($1M),
and infrastructure ($750K),
Staff is looking for general direction on which economic development initiatives the City
should spend these funds on. Based on previous strategic planning sessions and action
plans, the Council should consider the following:
Chamber Request to Expand Bridgeworks. The Chamber of Commerce seeks
funding from the City to expand the co -working space. The expansion could
accommodate up to 15 new private offices and 5 new reserved/unreserved desks
which would serve dozens of co-workers here in the downtown. Keeping workers
here in Atascadero, and particularly in the Downtown, is a key component to the
City’s economic development strategy. Increased day time population will
increase the demand for shops, restaurants and other amenities that the
community would like to see.
The Chamber is asking for $125,000 in one -time funds for necessary tenant
improvements, lease assistance, COVID compliance expenses, furnishings,
marketing and administration as outlined in the attached proposal. The Chamber
is seeking the remaining funds necessary to complete the Project from the County.
Page 193 of 232
ITEM NUMBER: 4
DATE: 02/20/21
Economic Development Manager. While economic development has been the
focus of the City, the City has not had a staff position that could dedicate a
significant amount of time to economic development. The Community
Development staff has done an admiral job of devoting time to economic
development however there are some significant projects in the next few years that
will significantly increase the workload of this understaffed department. Upcoming
community development projects include:
Project Funding Source
General Plan Update Identified General
Funds
Update of subdivision ordinance SB 2
Development and adoption of objective
design standards SB 2, REAP
Development and adoption of inclusionary
housing ordinance SB 2
Inventory/quantify commercial space LEAP
Identify Mixed-use opportunity zones LEAP
Develop and adopt Mixed-use standards LEAP
Technical studies/resource identification LEAP
Adoption of CEQA threshholds LEAP, REAP
Zoning code analysis and evaluation LEAP
Update accessory dwelling unit chapter of
municipal code LEAP
Evaluation of underutilized RMF parcels in
the City REAP
Adopt small lot policy and update Muni
Code Chapter 11 REAP
Housing Element identified zoning
ordinance updates REAP
ADU Stock Plans REAP
These projects are in addition to the large commercial projects that are currently
in process such as La Plaza, Del Rio Marketplace, Walmart Site, Dove Creek
Commercial Center, Barrel Creek, and various infill projects along North El Camino
Real.
A potential additional staff member with economic development experience could
assist with projects such as:
o Broadband
o Workforce Development
o Mitigating Business barriers
o Business retention and expansion
o Community and business engagement
o Marketing
o Grant Writing
o Ombudsman Services.
Page 194 of 232
ITEM NUMBER: 4
DATE: 02/20/21
A qualified professional is estimated to cost between $130,000 and $160,000 a
year depending on experience, health insurance and PERS costs. The Council
could also consider a hybrid position devotes a portion of time to economic
development and a portion to the projects identified above. Funding could come
from both SB1090 and the funding sources for the identified projects above. A
person with both economic development experience and planning experience
could help move all of these critical initiatives forward.
Broadband. Broadband availability and capability are a critical part of most
businesses today and thus must be a critical part of the City’s economic
development strategy if the City hopes to attract high quality jobs to Atascadero.
While conversations have taken place with various internet service providers over
the years, due to capacity constraints and lack of expertise, there has not been much
forward progress in assessing the deficiencies in the current system and following
through on various methods to stimulate increased broadband capabilities. Other
cities such as Ontario and Atherton have invested significant amounts to insure that
the businesses and residents in those communities have access to fast internet
service. Local jurisdictions such as Paso Robles, Grover Beach and San Luis
Obispo have also invested in increasing fiber network capabilities.
Other Infrastructure Projects. These funds could be used for other desired
infrastructure projects such as the Downtown Infrastructure Enhancement Plan,
redevelopment of the property next to Centennial Plaza (vacant yellow building on
East Mall) or contributing to the Del Rio intersection projects.
SUMMARY:
In July of 2019, the City received $793,106 in PG&E settlement funds intended to be
spent on economic development activities. The City Council should provide direction on
which economic activities should be undertaken with these funds. Based on the input
received, staff will bring back an action item to the March 9, 2021 City Council meeting
formally appropriating funds for the identified economic development projects.
FISCAL IMPACT:
There is no fiscal impact for staff direction; however it is anticipated that Council direction
will eventually lead to the expenditure of $783,106 in PG&E settlement funds.
ALTERNATIVES:
Not Applicable.
ATTACHMENTS:
1. PG&E Settlement Agreement
2. Atascadero Chamber of Commerce Bridgeworks Co -Working Expansion - Budget
Request
Page 195 of 232
BEFORE THE
PUBLIC UTILITIES COMMISSION
OF THE STATE OF CALIFORNIA
Application of Pacific Gas and Electric
Company for Approval of the Retirement of
Diablo Canyon Power Plant, Implementation of
the Joint Proposal, And Recovery of Associated
Costs Through Proposed Ratemaking
Mechanisms
(U 39 E)
Application 16-08-006
(Filed August 11, 2016)
SETTLEMENT AGREEMENT BETWEEN PACIFIC GAS AND ELECTRIC COMPANY (U 39 E),
THE COUNTY OF SAN LUIS OBISPO, THE CITY OF ARROYO GRANDE,
THE CITY OF ATASCADERO, THE CITY OF MORRO BAY, THE CITY OF PASO
ROBLES, THE CITY OF PISMO BEACH, THE CITY OF SAN LUIS OBISPO,
THE SAN LUIS COASTAL UNIFIED SCHOOL DISTRICT, FRIENDS OF THE
EARTH, NATURAL RESOURCES DEFENSE COUNCIL, ENVIRONMENT
CALIFORNIA, INTERNATIONAL BROTHERHOOD OF ELECTRICAL WORKERS
LOCAL 1245, COALITION OF CALIFORNIA UTILITY EMPLOYEES,
AND ALLIANCE FOR NUCLEAR RESPONSIBILI TY
ITEM NUMBER: 4
DATE: 02/20/21
ATTACHMENT: 1
Page 1 of 21
Page 196 of 232
1 SETTLEMENT AGREEMENT BETWEEN
PACIFIC GAS AND ELECTRIC COMPANY (U 39 E),
THE COUNTY OF SAN LUIS OBISPO, THE CITY OF ARROYO GRANDE,
THE CITY OF ATASCADERO, THE CITY OF MORRO BAY, THE CITY OF PASO
ROBLES, THE CITY OF PISMO BEACH, THE CITY OF SAN LUIS OBISPO,
THE SAN LUIS COASTAL UNIFIED SCHOOL DISTRICT, FRIENDS OF THE
EARTH, NATURAL RESOURCES DEFENSE COUNCIL, ENVIRONMENT
CALIFORNIA, INTERNATIONAL BROTHERHOOD OF ELECTRICAL WORKERS
LOCAL 1245, COALITION OF CALIFORNIA UTILITY EMPLOYEES,
AND ALLIANCE FOR NUCLEAR RESPONSIBILITY
The County of San Luis Obispo (“County”), the Cities of Arroyo Grande, Atascadero,
Morro Bay, Paso Robles, Pismo Beach, and San Luis Obispo (collectively, the “Cities”), the San
Luis Coastal Unified School District (“District”), Pacific Gas and Electric Company (“PG&E”),
and Friends of The Earth, Natural Resources Defense Council, Environment California,
International Brotherhood of Electrical Workers Local 1245, Coalition of California Utility
Employees, and Alliance For Nuclear Responsibility (together with PG&E, the “Joint Parties” to
the Joint Proposal filed as Attachment A to the Application in the above-referenced proceeding)
(collectively, the “Parties”), enter into this Settlement Agreement (“Settlement”) as a
compromise of their respective litigation positions to resolve the disputed issues between the
Parties raised in the above-captioned proceeding. This Settlement addresses the Community
Impact Mitigation Program (“CIMP”) proposed by PG&E in this proceeding, including the
ratemaking treatment for the CIMP. The Parties request the California Public Utilities
Commission’s (“Commission”) approve the Settlement as just and reasonable.
BACKGROUND
A. On August 11, 2016, PG&E filed this Application seeking the Commission’s
approval to implement portions of a Joint Proposal for the Retirement of Diablo Canyon Power
Plant (“Joint Proposal”). Concurrent with filing the Application, PG&E also served its Prepared
Testimony and workpapers. On September 15, 2016, the Cities filed a protest and motion for
ITEM NUMBER: 4
DATE: 02/20/21
ATTACHMENT: 1
Page 2 of 21
Page 197 of 232
2
party status in this proceeding and the District filed a response to the Application. The County
served its response on September 15, 2016, but a filing error prevented the response from being
docketed. The County filed a motion for leave to late-file a response to the Application on
September 23, 2016; the motion was granted and the County formally filed its response October
6, 2016. On September 26, 2016, PG&E filed a reply to the responses and protests filed by
parties, including those of the Cities, the County, and the District.
B. In its Application, PG&E proposed a $49.5 million fund as part of the CIMP to
provide transitional assistance to the local community in connection with the retirement of the
Diablo Canyon Nuclear Power Plant (“Diablo Canyon”). PG&E proposed a stream of mitigation
payments between 2017 and 2025 as a way to assist the local community to prepare and plan for
the long-term loss of economic stimulus that Diablo Canyon provides. PG&E calculated the size
of the community impact mitigation payments based upon the forecasted reductions in Diablo
Canyon property tax base over that same period. The rapid loss of unitary tax funding levels will
have significant impacts on the County, the District and 71 other local taxing jurisdictions.
C. PG&E entered into settlement discussions with the Cities, the County, and the
District to address concerns about PG&E’s proposal. The County, District, and PG&E each met
with the the State Board of Equalization (“SBE”) to better understand the unitary tax allocation
methodology and the implications for the local community assuming a 2024 (Unit 1) and 2025
(Unit 2) shutdown of Diablo Canyon. As a result of these discussions, the Parties have learned
that the proposed $49.5 million mitigation fund was based on simplified assumptions and
understates the reduction in unitary taxes that is likely to occur over the next 9 years. The
County, District, PG&E, and the remaining Joint Parties have reached a compromise on the
appropriate funding levels for an Essential Services Mitigation Fund, as set forth in this
Settlement.
ITEM NUMBER: 4
DATE: 02/20/21
ATTACHMENT: 1
Page 3 of 21
Page 198 of 232
3
D. Public Utilities Code Section 712.5 (added by Senate Bill (“SB”) 968 (2016,
Monning)) requires the Commission to cause an assessment of adverse and beneficial economic
impacts for the County and surrounding regions that could occur due to the shutdown of Diablo
Canyon (“Monning Report”). The Monning Report will review potential actions for the state
and local jurisdictions to consider in order to mitigate the economic impacts of a shutdown. The
Cities have requested that the Commission review such issues in this proceeding and have
expressed concern that the Monning Report will not be completed in time for consideration in
the proceeding. The County has suggested the Monning Report be considered in a second phase
of this proceeding or a separate proceeding initiated after this proceeding concludes. PG&E has
taken the position that such economic impacts are out of scope in this proceeding given the
separate procedural path specified by the California Legislature for review. On November 18,
2016, the Assigned Commissioner and Administrative Law Judge filed the scoping memo in this
matter, finding community economic impacts to be within the scope of the current proceeding.
Notwithstanding that ruling, the Cities, County, PG&E, and the remaining Joint Parties have
reached a compromise on the procedural path for the future evaluation of economic impacts and
the creation of an Economic Development Fund, as set forth in this Settlement.
E. In the Application, PG&E also proposed to continue support for local emergency
planning and preparedness after the cessation of plant operations in 2025. The County has
requested assurances that PG&E’s commitment to supporting local emergency planning and
preparedness will also continue for the duration of Diablo Canyon’s operation through 2025 as
well as after the cessation of plant operations. The County, PG&E, and the other Joint Parties
have reached a compromise that provides these assurances, as set forth in this Settlement.
ITEM NUMBER: 4
DATE: 02/20/21
ATTACHMENT: 1
Page 4 of 21
Page 199 of 232
4 SETTLEMENT TERMS AND CONDITIONS
In order to avoid the risks and costs of litigation, the Parties agree to the following terms
and conditions as a complete and final resolution of the CIMP-related issues between the Parties
in this proceeding, subject to reservations of rights set forth herein by the County, the District,
the Cities, and PG&E to address economic impact issues in a future proceeding informed by the
Monning report and other subsequently developed economic impact data. Not all Parties have
agreed to all terms set forth in the Appendices to this Agreement. Each of the Parties has agreed
to support those Appendices described in Sections 1-3, below, in which the specific Party is
named. Each of the Parties agree not to oppose any terms set forth in the Appendices to this
Settlement to which the Party has not specifically agreed.
1. Essential Services Mitigation Fund
1.1. The County, District, PG&E, and the Joint Parties agree to the terms governing an
Essential Services Mitigation Fund, as set forth in Appendix 1 to this Settlement.
2. Evaluation and Mitigation of Regional Economic Impacts
2.1. The Cities, County, PG&E, and the Joint Parties agree to the terms governing the
evaluation and mitigation of regional economic impacts, including the process for further
consideration of the Monning Report and the creation of an Economic Development Fund, as set
set forth in Appendix 2 to this Settlement.
3. Emergency Planning and Preparedness and Future Land Use
3.1. The County, PG&E, and the Joint Parties agree to the terms governing emergency
planning and preparedness and the future use and disposition of Diablo Canyon lands, as set
forth in Appendix 3 to this Settlement.
ITEM NUMBER: 4
DATE: 02/20/21
ATTACHMENT: 1
Page 5 of 21
Page 200 of 232
5
4. Support for Other Provisions of the Diablo Canyon Application
4.1. The Parties agree it is critical to retain the highly-skilled workforce at Diablo
Canyon during the remaining years of operations in order to assure safe and reliable operations.
The Parties support the approval of the Employee Program as described in Chapter 7 of the
Diablo Canyon Application.
4.2. The County, Cities, and the District have reviewed all other portions of PG&E’s
Application, testimony, and workpapers and do not oppose or take no position on the relief
requested in PG&E’s Application, as modifed by this Settlement.
5. Modification to the Joint Proposal
5.1. This Settlement results in a modifcation to Section 4 of the Joint Proposal, by and
among PG&E, Friends of The Earth, Natural Resources Defense Council, Environment
California, International Brotherhood of Electrical Workers Local 1245, Coalition of California
Utility Employees, and Alliance For Nuclear Responsibility. The Joint Parties hereby agree
upon and support such modification.
GENERAL PROVISIONS
6. Scope and Approval
6.1. In accordance with Rule 12.5, the Parties intend that Commission adoption of this
Settlement will be binding on the Parties, including their legal successors, assigns, partners,
members, agents, parent or subsidiary companies, affiliates, officers, directors, and/or
employees. Unless the Commission expressly provides otherwise, and except as otherwise
expressly provided herein, such adoption does not constitute approval or precedent for any
principle or issue in this or any future proceeding.
ITEM NUMBER: 4
DATE: 02/20/21
ATTACHMENT: 1
Page 6 of 21
Page 201 of 232
6
6.2. The Parties agree that this Settlement is subject to approval by the Commission.
After the Parties have signed this Settlement, the Parties shall jointly file a motion for
Commission approval and adoption of this Settlement, which may be submitted along with
additional partial settlements in this proceeding. The Parties will furnish such additional
information, documents, and/or testimony as the ALJ or the Commission may require in granting
the motion adopting this Settlement.
6.3. The Parties agree to support the terms of this Settlement to which they have
expressly agreed and to use their best efforts to secure Commission approval of those terms in
their entirety without modification.
6.4. The Parties agree to recommend that the Commission approve and adopt this
Settlement in its entirety without change.
6.5. The Parties agree that, if the Commission fails to adopt this Settlement in its
entirety and without modification, the Parties shall convene a settlement conference within
fifteen (15) days thereof to discuss whether they can resolve the issues raised by the
Commission’s actions. If the Parties cannot mutually agree to resolve the issues raised by the
Commission’s actions, the Settlement shall be rescinded and the Parties shall be released from
their obligation to support the Settlement. Thereafter, the Parties may pursue any action they
deem appropropriate, but agree to cooperate in establishing a procedural schedule.
6.6. The Parties agree to actively and mutually defend all terms of this Settlement to
which each Party has agreed if the adoption of those terms is opposed by any other party.
6.7. This Settlement constitutes a full and final settlement of all issues reviewed by the
County, Cities, and District in the above-captioned proceeding. This Settlement constitutes the
Parties’ entire settlement concerning the CIMP, which cannot be amended or modified without
the express written and signed consent of all the Parties hereto.
ITEM NUMBER: 4
DATE: 02/20/21
ATTACHMENT: 1
Page 7 of 21
Page 202 of 232
7
7. Miscellaneous Provisions
7.1. The Parties agree that no signatory to the Settlement or any employee thereof
assumes any personal liability as a result of the Settlement.
7.2. If any Party fails to perform its respective obligations under the Settlement, the
other Party may come before the Commission to pursue a remedy including enforcement.
7.3. The provisions of this Settlement are not severable. If the Commission, or any
competent court of jurisdiction, overrules or modifies as legally invalid any material provision of
the Settlement, the Settlement may be considered rescinded as of the date such ruling or
modification becomes final, at the discretion of the Parties.
7.4. The Parties acknowledge and stipulate that they are agreeing to this Settlement
freely, voluntarily, and without any fraud, duress, or undue influence by any other party. Each
party states that it has read and fully understands its rights, privileges, and duties under the
Settlement, including each Party’s right to discuss the Settlement with its legal counsel and has
exercised those rights, privileges, and duties to the extent deemed necessary.
7.5. In executing this Settlement, each Party declares and mutually agrees that the
terms and conditions to which it has expressly agreed are reasonable, consistent with law, and in
the public interest.
7.6. No Party has relied, or presently relies, upon any statement, promise, or
representation by any other Party, whether oral or written, except as specifically set forth in this
Settlement. Each Party expressly assumes the risk of any mistake of law or fact made by such
Party or its authorized representative.
7.7. This Settlement may be executed in separate counterparts by the different Parties
hereto with the same effect as if all Parties had signed one and the same document. All such
ITEM NUMBER: 4
DATE: 02/20/21
ATTACHMENT: 1
Page 8 of 21
Page 203 of 232
counterparts shall be deemed to be an original and shall together constitute one and the same
Settlement.
7.8. Except as otherwise specifically provided in Appendix 2 specifying time of
payment of the Economic Development Fund within 30 days after Commission's approval of the
Application, Joint Proposal, and this Settlement, this Settlement shall become effective and
binding on the Parties as of the date it is approved by the Commission in a final and non-
appealable decision.
7.9. This Settlement shall be governed by the laws of the State of California as to all
matters, including but not limited to, matters of validity, construction, effect, pe1formance, and
remedies.
The Patties mutually believe that, based on the terms and conditions stated above, this
Settlement is reasonable in light of the who le record, consistent with the law, and in the public
interest. The Parties' authorized representatives have duly executed this Settlement on behalf of
the Patties they represent.
PACIFIC GAS AND ELECTRIC
COMPANY
Name: ｢ｬ･ｴ･ＺｾｾＮＮＮＮＮＮＮ｟ＮａＮＮＭＱｃＱＱＱＶＱＫＭｔ＠
Title: E>E::Nltlf2.. Vice. f' 1oe,..,r, r;J...eh1J1.Arrof.Z>I
ArrA\fZS.
8
COUNTY OF SAN LUIS OBISPO
Name: Dan Buckshi
Title: County Administrative Officer
Date: December 14, 2016
ITEM NUMBER: 4
DATE: 02/20/21
ATTACHMENT: 1
Page 9 of 21
Page 204 of 232
ITEM NUMBER: 4
DATE: 02/20/21
ATTACHMENT: 1
Page 10 of 21
Page 205 of 232
l.
Name: Peter Miller
Title: ｄｩｲ ･｣ｴｯｾＮ＠W estem Energy Project
Date : December 16, 2016
INTERNATIONAL BROJ'HERHOOD OF
ELECTRICAL WORKERS LOCAL 1245
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Title: ｾＱＧＮｎｦｩＭＱ＠
Date: t·,_./ ,,/,c. .
'
···· --ALLIANCE FOR NUCLEAR · ·
RESP ILITY .
/
ENVIRONMENT CALIFORNIA
aine: van Jacboson
Title: Legislative Director
Date: December20, 2016
COALITION OF CALIFORNIA
UTILITY EMPLOYEES
＿ＺＺ［［ＺＡｾ＠
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- I
10
ITEM NUMBER: 4
DATE: 02/20/21
ATTACHMENT: 1
Page 11 of 21Page 206 of 232
1
Appendix 1 - Essential Services Mitigation Fund Terms
(District/County/PG&E)
1. The Essential Services Mitigation Fund (“ESMF”) will be increased from $49.5 million to $75
million, of which $10 million will be dedicated to an educational foundation to be designated by
the San Luis Coastal Unified School District (“District”). These funds, including the $10 million
portion to be dedicated to a District educational foundation, will be distributed to San Luis
Obispo County (“County”) in nine equal annual installments through 2025. The funds will be
distributed on September 1st of each year, following a final and non-appealable CPUC decision
approving the settlement and the Diablo Canyon Application, as revised. If final and non-
appealable CPUC approval of this settlement is not obtained by September 1, 2017, the first
distribution will occur 30 days after such approval is issued, unless otherwise agreed. The parties
will meet and confer within 30 days of the filing of any application for rehearing or appeal of the
CPUC decision approving this Settlement. The payments will continue as scheduled for the full 9
year period even in the event one or both Diablo Canyon Units closes early. The Parties accept
the risk that Diablo Canyon may close before the scheduled dates in 2024 and 2025 and will not
request any additional financial compensation in such an event.
2. The County will redistribute the funds based on a revision of the 2015/2016 unitary factors to the
taxing jurisdictions whose unitary tax funding is negatively impacted by the closure of Diablo
Canyon within two weeks of receiving the PG&E payment and will cause $2 million of the
District’s share of each of the first five installment payments to be deposited into the account of
the District’s designated educational foundation. The recalculation of the unitary tax factors will
exclude local agencies whose funding is not impacted by unitary tax. The allocation that the
County shall use in allocating the ESMF is set forth in Attachment A to this Appendix 1.
3. The parties agree that the compromise they have reached is a settlement and is not intended to be
a substitute or in-lieu tax payment. Estimating potential tax revenue declines is simply one of
many factors the parties considered in developing an appropriate and reasonable ESMF.
4. The ESMF will be included as part of the overall Community Impact Mitigation Program and
collected in rates through the nuclear decommissioning charge over the remaining life of the
plant, as described in Chapter 10 of the Diablo Canyon Application.
5. The County and District agree to support the Employee Program set forth in the Application and
to not oppose the remaining provisions of the Application, as may be modified through
settlements with other parties.
6. This term sheet is subject to (i) final approval by all parties; (ii) negotiation and execution of a
final settlement agreement; (iii) agreement by the Joint Parties to the PG&E Joint Proposal for
Diablo Canyon (to the extent the terms and conditions result in modifications to the Joint
Proposal) and (iv) approval by the CPUC.
ITEM NUMBER: 4
DATE: 02/20/21
ATTACHMENT: 1
Page 12 of 21
Page 207 of 232
1 | P a g e Attachment A to Appendix 1:
Distribution of the Essential Services Mitigation Fund
The Essential Services Mitigation Fund (ESMF) of $75 ,000,000 is created to assist local
jurisdictions whose annual budgets will be impacted by the decline in unitary tax over
the next nine years. Local jurisdictions (71) currently receiving unitary tax include the
County of San Luis Obispo, Incorporated Cities, Special Districts and Basic-Aid School
Districts. The San Luis Obispo County Auditor-Controller-Tr easurer-Tax Collector has
developed Schedule 1 by starting with 2015/2016 unitary factors and redistributing the
percentages allocated to agencies whose budgets are not impacted by the decline in
unitary tax. Those agencies’ (non-basic aid schools and redevelopment agencies )
percentages were redistributed based on the actual 2015/2016 unitary factors so that
the allocations of the ESMF include only those agencies whose annual budgets are
adversely impacted by the closure of Diablo Canyon . The County Auditor-Controller-
Treasurer-Tax Collector will distribute the amounts identified in Schedule 1 to the 71
agencies within two weeks of receiving the annual payment by PG&E. The ESMF is not
Unitary Tax and will not change any prescribed Unitary Tax distributions.
The ESMF will be distributed annually in 9 equal and consecutive payments of
$8,333,333.33 from PG&E to the County of San Luis Obispo on the 1 st of September
beginning in 2017 . I f final and non-appealable CPUC approval of this settlement is not
obtained by September 1, 2017, the first distribution will occur 30 days after such
approval, unless otherwise agreed. The payments will continue as scheduled for the full
9-year period even in the event one or both Diablo Canyon Units closes early.
The total distribution to San Luis Coastal Unified School District includes $10 million that
will be dedicated to an educational foundation to be designated by the District. The
County will cause $2 million of the District’s share from each of the first 5 installment
payments to be deposited to the account of the District ’s Educational Foundation. The
other receiving agencies will not be impacted by this distribution.
Schedule 1 Agency
Essential Services Mitigation Fund of 75 Million
9 Annual Payments of $8,333,333.33 County of San Luis Obispo – General Fund $3,106 ,644.19
Roads $130,559.76
Air Pollution Control District $13,202.49
San Luis Obispo County Library $223,570.15
ITEM NUMBER: 4
DATE: 02/20/21
ATTACHMENT: 1
Page 13 of 21
Page 208 of 232
2 | P a g e Schedule 1 – continued Agency Essential Services Mitigation Fund of 75 Million
9 Annual Payments of
$8,333,333.33 Garden Farms Water $273.50
Santa Maria Valley Water Conservation District $356.23
Cambria Community Hospital $2,823.44
Cayucos Sanitary District $4,030.04
City of Arroyo Grande $30,202.90
City of Atascadero (including sanitation) $40,440.60
City of Grover Beach $12,615.28
City of Morro Bay $104,716.70
City of Paso Robles $40,387.74
City of Pismo Beach $20,581.13
City of San Luis Obispo $76,962.63
Cachuma Resource Conservation District $210.29
Port San Luis Harbor District $17 0,300.53
California Valley Community Services District $1,330.71
Nipomo Community Services District $3,608.31
Cambria Community Services District $13,658.70
San Simeon Acres Community Services District $667.65
Templeton Community Services District $5,235.49
Nipomo Sewer Maintenance $103.42
Nipomo Drain Maintenance $10 3.42
Linne Community Services District $11 9.51
Grover City Street Light District #1 $2,962.49
San Luis Obispo County Flood Control District $32,067.95
Nacimiento Water Services District $39,975.20
Flood Control Zone 1 $998.60
Flood Control Zone 1A $104.57
Flood Control Zone 3 $1,807.60
Flood Control Zone 9 $3,776.08
County Waterworks No. 8 $344.74
Nipomo Lighting District $241.32
San Miguel Community Services District - Lighting $613.64
County Service Area # 23(former Santa Margarita Lighting) $227.53
County Service Area #1 $65.50
County Service Area #1 Zone A $28 0.39
County Service Area #1 Zone B $143.64
County Service Area #1 Zone C $52.86
County Service Area #1 Zone D $212.59 County Service Area #7 $288.43
County Service Area #7 Zone A $1,184.77 County Service Area #7 Zone B $265.45 Los Osos Community Services District Zone A $2,022.49
Los Osos Community Services District Zone B $11 ,629.32
ITEM NUMBER: 4
DATE: 02/20/21
ATTACHMENT: 1
Page 14 of 21
Page 209 of 232
3 | P a g e Schedule 1 – continued Agency Essential Services Mitigation Fund of 75 Million
9 Annual Payments of
$8,333,333.33 Los Osos Community Services District Zone C $116.06 Los Osos Community Services District Zone F $66.65
County Service Area #10 $998.60
County Service Area #12 $3,524.42
County Service Area #16 $217.19 Heritage Community Services District $1,740.95
San Miguel Sanitary District $429.78
Oceano Community Services District $5,668.72
Cayucos Fire District $1,290.49
San Miguel Community Services District - Fire $2,090.29
Santa Margarita Fire District $887.14
Arroyo Grande Cemetery District $897.48
Atascadero Cemetery District $2,489.04
Cambria Cemetery District $64 0.07
Cayucos-Morro Bay Cemetery District $10,058.44
Paso Robles Cemetery District $2,978.58
San Miguel Cemetery District $61 1.34
Santa Margarita Cemetery District $70 7.87
Shandon Cemetery District $480.34
Templeton Cemetery District $674.55
Avila Beach County Water District $31 ,330.20
Avila County Water Improvement District #1 $1,341.05
Coast Unified School District (Cayucos Elem) $16 ,515.47
Coast Unified School District $54 ,799.13
San Luis Coastal Unified School District – Note: For the first
5 distributions $2,000,000 will be deposited in the Distric t’s
Educational Foundation
$4,090,809.51 Annual Total $8,333,333.33 ITEM NUMBER: 4
DATE: 02/20/21
ATTACHMENT: 1
Page 15 of 21
Page 210 of 232
1
Appendix 2 - Economic Development Fund Terms
(Coalition Cities/County/PG&E)
1. The Parties agree that the economic impacts of Diablo Canyon closure should be considered as a
part of a separate CPUC proceeding following issuance of the economic analysis specified in
California Public Utilities Code Section 712.5 (“Monning Report”). The Parties support
Commission approval of this settlement and proceeding with consideration of the remaining
scope of the Diablo Canyon Application immediately, without delay for consideration of the
economic impacts of Diablo Canyon closure.
2. The Parties agree that the Diablo Canyon Application should be revised to include a $10 million
payment by PG&E to the County and to the Cities of Arroyo Grande, Atascadero, Morro Bay,
Paso Robles, Pismo Beach and San Luis Obispo (collectively, the “Coalition of Cities”) to
establish a fund for implementation of regional economic development and job creation programs
(collectively, the “Economic Development Fund”). The County and the Coalition of Cities agree
to further distribute those payments pursuant to the allocation methodology set forth in
Attachment A. The purpose of the Economic Development Fund is to provide immediate funding
for actions to create new economic development opportunities and mitigate impacts associated
with the pending closure of Diablo Canyon.
3. Within 18 months of the payment by PG&E of the Economic Development Fund, the County and
each of the Coalition of Cities will prepare a report that (i) enumerates and describes the
expenditures from the Economic Development Fund and (ii) assesses the results and effectiveness
of the economic development measures or programs resulting from such expenditures (the “Initial
Report”). The County and each of the Coalition of Cities will prepare subsequent annual updates
to the Initial Report until all Economic Development Fund revenues have been expended, at
which time the reporting may cease. The Initial Reports and any subsequent updates will be
provided to PG&E, and PG&E will submit the reports to the CPUC and make them available to
the public. Reports shall report on expenditures on a fiscal year basis. In the event payment of the
Economic Development Fund is delayed by any rehearing application or appeal of the CPUC’s
decision approving the Diablo Canyon Application, the County and each of the Coalition Cities
shall be entitled for purposes of the specified reporting to credit against the Economic
Development Fund amounts expended by the Cities for purposes of economic development and
impact mitigation between the date the CPUC first issues its decision and the date of payment of
the Economic Development Fund pursuant to this agreement.
4. The County and Coalition of Cities commit to spending the Economic Development Fund solely
for the purposes of economic development and impact mitigation purposes.
5. PG&E shall pay $400,000 of the total Economic Development Fund to the County within 30 days
of issuance of a decision by the CPUC approving the Diablo Canyon Application and thereafter
shall not request any reimbursement of payment from the County or the Coalition of Cities.
PG&E shall pay the remaining balance of the Economic Development Fund within 30 days of the
final and non-appealable approval of the Diablo Canyon Application, as revised consistent with
this Settlement, unless otherwise agreed. The parties will meet and confer within 30 days of the
filing of any application for rehearing or appeal of the CPUC decision approving this Settlement.
ITEM NUMBER: 4
DATE: 02/20/21
ATTACHMENT: 1
Page 16 of 21
Page 211 of 232
2
6. Following issuance of the Monning Report (per SB 968), the Commission will institute a new
proceeding to evaluate the results of the Monning Report, take comment, and consider further
action. The Parties reserve all rights in such proceeding to advocate for or to oppose further
funding of economic impact mitigation by PG&E and/or its customers. PG&E specifically
reserves the right to assert that no additional funding, beyond the mitigation payments provided
by the Diablo Canyon Application, as modified by this settlement, is required, and the County
and the Coalition of Cities or any of the cities specifically reserve the right to seek additional
funding beyond the Economic Development Fund. In no event shall the Coalition of Cities or the
County be required to refund any amount paid under this Settlement.
7. PG&E, the County, and the Coalition of Cities agree to work together to advocate jointly for
additional funding or other assistance from the State of California and Federal government
agencies, and their respective legislative bodies, to support the economic transition of the local
community to an era without Diablo Canyon in operation. This provision is not intended to bind
any Party to any financial commitment or specific position with respect to such advocacy.
8. The Economic Development Fund will be included as part of the overall Community Impact
Mitigation Program, as described in Chapter 10 of the Diablo Canyon Application.
9. The County and the Coalition of Cities agree to support the Employee Program set forth in the
Application and to not oppose the remaining provisions of the Application, as may be modified
through settlements with other parties.
10. This term sheet is subject to (i) final approval by all parties; (ii) negotiation and execution of a
final settlement agreement; (iii) agreement by the Joint Parties to the PG&E Joint Proposal for
Diablo Canyon (to the extent the terms and conditions result in modifications to the Joint
Proposal); and (iv) approval by the CPUC.
ITEM NUMBER: 4
DATE: 02/20/21
ATTACHMENT: 1
Page 17 of 21
Page 212 of 232
Attachment A to Appendix 2
Distribution of Economic Development Fund County of San Luis Obispo/Coalition of Cities Total Amount County (40%) Coalition Share
(60%) Regional Economic Development Arroyo Grande Atascadero Morro Bay Paso Robles Pismo Beach San Luis Obispo $10,000,000 $3,840,000* $5,760,000 $400,000** $747,422 $783,106 $497,472 $1,145,631 $767,028 $1,819,341 *The County will allocate $192,000 of this amount to the City of Grover Beach. ** To be distributed to the County for Regional Economic Development. ITEM NUMBER: 4
DATE: 02/20/21
ATTACHMENT: 1
Page 18 of 21
Page 213 of 232
1
Appendix 3 – Emergency Planning and Future Land Use Terms
(County/PG&E)
Emergency Planning and Preparedness
1. The specific costs and detailed plans for emergency planning and preparedness (emergency
management) through the decommissioning period will be definitively proposed in the site-
specific decommissioning estimate to be submitted to the CPUC as specified in Chapter 8 of
PG&E's prepared testimony supporting Application 16-08-006. The purpose of this agreement is
to outline the intent of what will be submitted as part of the site-specific decommissioning
estimate and is subject to CPUC approval and funding in nuclear decommissioning rates.
2. The parties recognize that PG&E will continue to fund, at current funding levels, the maintenance
of all emergency response-related equipment, including the public warning sirens, as well as the
approximately $4 million in funding for offsite state and local emergency planning functions, as
required to be adjusted pursuant to state law, through cessation of plant operations in 2025.
Infrastructure that is directly maintained by PG&E as of June 21, 2016, will continue to be fully
maintained by PG&E.
3. In addition to continued funding per current state law, beyond the expiration of said law, the
general intent is that the maintenance of the public warning sirens and funding for offsite
community and local emergency planning functions (approximately $2 million forecast in 2017)
will continue until all spent fuel is in dry cask storage and the two nuclear reactors are fully
decommissioned (following the surrender of the Part 50 licenses). Using the formula established
in Section 8610.5 of the California Emergency Services Act, funding for offsite community and
local emergency planning functions will be paid directly to the County of San Luis Obispo.
4. The funding for other emergency preparedness equipment, training, emergency planning
functions, and PG&E’s emergency response personnel will be informed by the reduced risks that
remain and will be more definitively proposed in the site-specific decommissioning estimate.
5. The process for development of the site-specific decommissioning estimate will include
formation of a decommissioning advisory panel, which will include representation from the
County of San Luis Obispo, industry experts, state and local government representatives, and
affected stakeholders.
6. Parties reserve their ability to make arguments in future decommissioning proceedings regarding
necessary and appropriate emergency response and preparedness actions and costs associated
with Diablo Canyon following the surrender of the Part 50 licenses.
Future Land Use
1. Issues surrounding the disposition of lands related to Diablo Canyon, including future land uses,
will be addressed in the Diablo Canyon site-specific decommissioning plan to be submitted in
PG&E’s next Triennial Nuclear Decommissioning Proceeding, and the Parties agree they are not
within scope of this proceeding.
2. As stated in the October 4, 2016, letter that PG&E sent to the County, which is Attachment A to
this Appendix 3, PG&E agrees to complete a site-specific decommissioning plan for the facility
ITEM NUMBER: 4
DATE: 02/20/21
ATTACHMENT: 1
Page 19 of 21
Page 214 of 232
2
before making any decisions on the disposition of the Diablo Canyon lands. As part of this
process, PG&E will convene a community advisory group that will give stakeholders an
opportunity to help shape the future use of PG&E’s land plans prior to finalizing the site-specific
plan. In the meantime, PG&E and its affiliate companies that hold a property interest in the
Diablo Canyon lands will not make any commitments on land disposition or post-retirement land
use, including the Wild Cherry Canyon parcels, until the stakeholder process is completed and
PG&E’s recommendations have been considered by the Commission as part of the Diablo
Canyon site-specific decommissioning plan.
ITEM NUMBER: 4
DATE: 02/20/21
ATTACHMENT: 1
Page 20 of 21
Page 215 of 232
ITEM NUMBER: 4
DATE: 02/20/21
ATTACHMENT: 1
Page 21 of 21
Page 216 of 232
Bridgeworks Co -Working Expansion - Budget Request
Bridgeworks Co-Working space is THE catalyst for building small business in Atascadero.
February 12, 2021
Summary
The Bridgeworks Co-Working space has served Atascadero as a catalyst for small
business growth since its inception in 2018. Its mission is clear; provide a space for
entrepreneurs and businesses to get started, provide businesses with resources to
grow, and launch businesses into the broader business community. Users of this space
enjoy 24/7 access, outstanding parking, proximity to a transit hub, and walkability to
nearby restaurants, breweries, parks, City Hall, and a movie theater.
This creative space serves as part of Atascadero’s entrepreneurial ecosystem for
businesses and is in alignment with the intent of the City’s Economic Development
Fund (SB 1090) as a job creation program. In this way, Bridgeworks Co-Working is
helping to support the diversification of our local economy as we reduce reliance on
the jobs offered by Diablo Canyon. As we move out of the pandemic and into a
business growth stage, the Bridgeworks Co-Working model is poised to serve as a
bridge between the new and current business community as we transition to a
completely different working environment. Bridgeworks Co-Working is desirable to
those looking to work alongside other creative individuals, to those who are looking for
business connections, to those who seek mentorship, and to those who are looking for
a tremendous value to start a business.
Bridgeworks Co-Working launch and proof of concept was initially funded through
$75,000 in private funding. However, Bridgeworks Co-Working is in need of Economic
Development funds to further expand and offer a variety of business support services
in a COVID-19 compliant atmosphere.
ITEM NUMBER: 4
DATE: 02/20/21
ATTACHMENT: 2
Page 217 of 232
Project Description
The Atascadero Chamber of Commerce, through its Bridgeworks Co-Working
program, seeks funding from the City of Atascadero to expand its co-working space.
The expansion could accommodate up to 15 new private offices and 5 new
reserved/unreserved desks which would serve dozens of co-workers.
Currently, the space includes 3 unreserved desks, 5 reserved desks, and 8 private
offices. Since opening, the popularity and demand for private offices has increased. As
remote workers living in Atascadero, and our surrounding communities look to
maintain their remote status and through the Chamber’s interaction with clients, the
consensus suggests that many would like to move out of their home-based offices and
into a ‘professional office’ environment. Bridgeworks Co-Working occupants receive
tremendous value for their monthly fees which range from $200 to $550 and includes
a working space/office, high-speed internet, utilities, copy-machine, conference room
usage, insurance, parking, weekly janitorial service, water, and coffee.
Bridgeworks Co-Working is a proven concept that reflects the kind of forward thinking
envisioned for use by the City’s 1090 Economic Development Fund.
Project Goal
The goal of this request is to secure resources to expand Bridgework’s co-working
space.
Project Outcomes
• Outcome #1 - Increase the number of co-working desks and offices.
• Outcome #2 – Capture remote workers who are looking for a dedicated office
space away from home.
• Outcome #3 – Capture new businesses through rural sourcing.
• Outcome #4 – Offer business start-up resource materials and courses.
• Outcome #5 – Ensure participants feel connected to vital support services with
our current partner organizations including SCORE, REACH, MCSC, SBDC, and
Eckerd Connects. Our success depends on our ability to assist entrepreneurs
ITEM NUMBER: 4
DATE: 02/20/21
ATTACHMENT: 2
Page 218 of 232
overcome start-up, growth challenges, and other support regardless of where
they are on their business journey.
• Outcome #6 – Prepare annual reports to the City regarding use of the funds
and occupancy metrics.
• Outcome #7 – Achieve financial sustainability within three years.
• Outcome #8 – Offer a clean and sanitary working space that is in compliant
with CDC guidelines.
• Outcome #9 – Provide a referrable support desk for City applicants who need a
space to complete/print permits, applications, and/or forms.
• Outcome #10 – Provide space for employees of established companies in other
parts of our county to help reduce vehicle miles and so employees can meet up
and work together as needed.
Funding Request
The Atascadero Chamber of Commerce respectfully asks for the City to make a one-
time, transformational investment in expansion of North County’s first co-working
space, particularly at a time when there is so much opportunity to capture the
reemerging entrepreneurial spirit due to COVID-19. The following requests summarize
50% of Bridgeworks Co-Working’s need for funding. The Chamber intends to secure
the remaining 50% from SLO County.
Tenant Improvements, Enhanced Janitorial, and Lease Expenses –
The majority of the funds will be used for improving up to 4,000-sf of space into
private offices, reserved desks, a full kitchen, an outdoor working area/patio, and
minor refinements to the existing space. The space was formerly used by the City
of Atascadero as their City Hall and remnants of the former space need to be
reconfigured and/or removed. In addition to the construction of office spaces, new
HVAC, electrical, lighting, IT, safety improvements, ingress/egress are needed. To
save costs, existing plumbing connections will be used to install the kitchen.
Building signage will be improved to distinguish the Bridgeworks Co-Working
space from the Atascadero Chamber of Commerce. Due to COVID-19, enhanced
cleaning protocols will be implemented that align with the requirements set forth
ITEM NUMBER: 4
DATE: 02/20/21
ATTACHMENT: 2
Page 219 of 232
by the CDC. This may require daily janitorial service, regular cleaning of surfaces,
provision of face masks, plexiglass barriers, sanitation stations, and/or air purifiers.
The Chamber also seeks lease expense assistance for the first nine months of
securing the lease. This will allow for the Chamber to construct tenant
improvements, market, and fill the available desks/offices.
• Budget
• Tenant Improvements $47,727
• COVID-19 Protocols $5,000 (assumes 6 months of enhanced
services)
• Lease Expenses $24,273 (during construction and permitting)
Furnishing’s and Finishing’s – The co-working concept allows for users to
“plug-and-play” without the hassle of acquiring, assembling, and installing
furnishings. Funds will be used to equip each space with a desk, chair, task light,
and basic office supplies. Both an indoor and outdoor common space is
proposed to be improved which would serve as a popular amenity for co-
workers looking to work or network in an informal seating area. A desk and
workstation will be provided on behalf of the City to allow applicants to
finalize/print application materials and submit items electronically.
• Budget $26,250
Marketing – To ensure Atascadero businesses and entrepreneurs are aware of
this opportunity, marketing funds are dedicated to publish regular
advertisements in a variety of print, digital, and social media applications.
Partnerships with hotels will be pursued to encourage business travelers to
utilize Bridgeworks Co-Working. This budget will sustain marketing program
for a period of two years, with annual updates on impressions.
• Budget $12,500
ITEM NUMBER: 4
DATE: 02/20/21
ATTACHMENT: 2
Page 220 of 232
Administration - Funds are requested to assist with oversight and
management of the Co-Working space. Management includes responding to
space inquiries, preparation and execution of contracts, record keeping, and
responding to occupant questions. Further, annual reports will be prepared and
presented to the Board of Supervisors regarding allocation use, occupancy
metrics, and success stories. Administration funds represent ±7% of the total
funding request.
• Budget $9,250
Summary of Funding Request
Item Budget
Tenant Improvements, Enhanced Janitorial, and Lease Expenses $77,000
Furnishings and Finishings $26,250
Marketing $12,500
Administration (7%)$9,250
TOTAL $125,000
The County of San Luis Obispo is excited about the potential economic development
benefits this expansion could bring which is one of the reasons they have agendized
the Chamber’s allocation request for April 2021. The Chamber is requesting an
allocation of $125,000 from their 1090 fund as well.
With numerous discussions occurring regarding economic development, we are proud
to be offering a tangible solution that will yield visible results in a matter of months. An
allocation for the full amount requested will allow us to attract the brightest and most
exciting entrepreneurs and businesses and would bring transformational change to
Atascadero.
ITEM NUMBER: 4
DATE: 02/20/21
ATTACHMENT: 2
Page 221 of 232
Thank you for your consideration,
Josh Cross
Interim President/CEO
Atascadero Chamber of Commerce
ITEM NUMBER: 4
DATE: 02/20/21
ATTACHMENT: 2
Page 222 of 232
ITEM NUMBER: 5
DATE: 02/20/21
Council Norms
Page 223 of 232
Council Norms and Procedures (2020)
Page 1 of 8
CITY OF ATASCADERO
COUNCIL NORMS AND PROCEDURES (2020)
GENERAL
Council should primarily focus on vision, mission and policy. Staff should
primarily focus on implementation and keeping the Council informed.
To take courageous action when necessary to keep the City of Atascadero a
well-run, well managed innovative City.
Council provides leadership and participates in regional, state and national
programs and meetings.
Council looks to Commissions and Committees for independent advice.
Other community leaders are consulted in the decision making process when
appropriate.
Council will encourage citizen participation on City programs and documents.
Serving the City of Atascadero is the City Council’s top priority.
It is expected that each Council Member will represent the City of Atascadero as
a member of various boards and committees, and will be participate in meetings
as feasible.
We stress training for staff, Council, and Commission members.
Council Members will inform the City Manager's Administrative Assistant when
they will be out of town as early as possible and it will be put on the Council
Calendar.
Council Members get the same information as much as possible: citizen
complaints, letters, background, etc.
Council Members will determine which specific Commission packets they want to
receive.
Use technology to improve information flow and communications.
Individual Council Members may use the City letterhead as long as they clarify in
the document that any opinions expressed are their own.
ITEM NUMBER: 5
DATE: 02/20/21
Page 224 of 232
Council Norms and Procedures (2020)
Page 2 of 8
COUNCIL VALUES
The Council and City Manager are a participatory team.
The Council values high energy, open mindedness, and achievement.
Council Members will care and have respect for each other as individuals.
Council Members will be straightforward; with no hidden agendas.
The City Council values humor.
COUNCIL INTERACTION AND COMMUNICATION
Individuals are responsible to initiate resolution of problems A.S.A.P. and not let
them fester.
City Council will not direct cheap shots at each other during public meetings, in
the press, or any other place/time.
Relationships are informal, but not casual in public [beware of impact on, and
perception of, public].
Council Members will be flexible in covering responsibilities for each other.
Council Members that are the Complainant on an issue before the Council must
declare their involvement in the issue before the item is reviewed by the Council.
Council Committees:
- Committee areas belong to the whole Council; they are not seen as territorial.
- Committees are responsible to keep rest of Council informed, and other
members are responsible for letting committee know if they want more
information or to give input.
- Before committees start moving in new direction, they will get direction f rom
the rest of Council.
- Committee reports will be made under Council Reports, when appropriate.
- Committee summaries will be sent on an interim basis to update other
Council Members on:
o Issues being discussed
o Options being considered
o Progress
ITEM NUMBER: 5
DATE: 02/20/21
Page 225 of 232
Council Norms and Procedures (2020)
Page 3 of 8
Council and committees will give clear and focused direction as early as
possible.
COUNCIL INTERACTION AND COMMUNICATION WITH STAFF
City Manager
Council Members are encouraged to discuss City business with the City
Manager.
When a Council Member is unhappy about a department, he/she should always
talk it over with the City Manager and/or her designee - not the department head.
Concerns about a department head must be taken to the City Manager only.
Critical information will be passed to all City Council Members by appropriate
personnel.
Requests by Council Members for information that will take more than one hour
of staff time must be approved by a majority of the City Council at a Council
meeting.
Documents generated by Council Member requests for information, will be
passed to all City Council Members by appropriate personnel.
The Council will provide ongoing feedback, information, and perceptions to the
City Manager, including some response to written communications requesting
feedback.
The City Manager or the Deputy City Manager deals with issues that cross
department boundaries.
Avoid giving direction individually to the City Manager; the majority of the Council
should give the City Manager direction as a formal body.
The Council and staff will not blind side each other in public (if there is an issue
or a question a Council Member has on an agenda item, that member will contact
the City Manager prior to the meeting).
Staff in General
Council should work through the City Manager if asking for information,
assistance or follow up as it pertains to an item on the upcoming Council agenda .
If needed, the City Manager may arrange for Council Members to meet with a
department head.
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Individual Council Members can talk directly with appropriate staff members
when they have routine individual business dealings with the City of Atascadero.
Council Members should inform the City Manager in advance of any individual
business requiring staff discretion, other City business dealings that may put staff
in awkward position, or any staff contacts that may give the perception of
favorable treatment.
Council will always be informed by staff when an unusual event occurs that the
public would be concerned about, i.e., anyone wounded by gunfire, area
cordoned off by police or fire, etc.
Department heads will generally attend every Council meeting; other staff
attendance at Council meetings is at the City Manager's discretion.
City Clerk will proactively inform the City Council of new or relevant information
related to matters concerning the City Clerk’s Office, such as meeting
notifications, changes to laws regarding the Brown Act, FPPC requirements and
ethics and harassment training.
Individual Council Members may reach out directly to the City Clerk for
clarification and advice on matters concerning the City Clerk’s Office.
City Attorney
Contract Attorney will routinely forward relevant new legislation to the City
Council.
City Attorney shall be pro-active with Council, Manager and Staff when and
where appropriate.
City Attorney shall regularly consult with Council on items of concern on an
upcoming agenda at the earliest time possible.
City Attorney will track Commissions’ actions, agenda of City Council and
committees for needed input.
City Attorney to pro-actively inform and protect City Council Members from and
Council Members to contact and inform the City Attorney of potential violations
and conflicts.
Where an individual Council Member requests guidance or research from the
City Attorney, and it will require more than one hour of time, three Council
Members must agree to the request.
COUNCIL ELECTRONIC COMMUNICATIONS
Think carefully before responding to any e-mail; never reply when angry or in a
bad mood. Do not make derogatory personal comments.
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Do not reply to an e-mail if the reply will be directed to a majority of the Council.
Do not take a position or make a commitment on matters yet to be decided by
the Council. Remember, even if you don’t do it, your e -mail can be forwarded by
others to a majority of the Council.
Do not give instructions via email or otherwise to Staff under the managerial
control of the City Manager.
If e-mailing the entire Council, do so only to provide information, and do not
solicit a response.
City business will be conducted through your City email account. If an e-mail is
received on an account other than your City email account, you should forward
that email to your City email account and/or request that the person reaching out
send their message through your City email account.
If a Council Member will have a social media presence, they should meet with
the City Clerk and/or City Attorney to discuss.
COUNCIL OPTIONS FOR KEEPING INFORMED
Read Commission Minutes in order to find out what is being worked on.
Read documents on Planning items.
City Manager will discuss future Agenda topics with Council Members.
Council Members will do their homework.
Regularly meet with City Manager
Council Members who are appointed to regional Boards will keep other Council
Members informed by communicating updates to the City Manager to be shared
with the entire City Council.
MAYOR'S ROLE
Each Mayor is unique; the role is defined by the person, based on that person’s
style.
The Mayor is the spokesperson for the City.
The Mayor is authorized in certain instances, on behalf of the City, to submit
advocacy communications that are consistent with City position. At the discretion
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DATE: 02/20/21
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of the Mayor, the communication may be prepared and sent if it is time -sensitive
and meets one or more of the following criteria:
o In support of any policy issue previously agreed upon by the Council, or
o In support of a consistently or emphatically expressed Council majority
position, or
o In support of and consistent with any Council Strategic Priority, or
o In support of the fiscal health of the City or local-control, or
o At the written request of the City Manager, to advocate a League of
California Cities’ position on bills that would have a substantial positive or
negative effect on City operations.
A copy of the letter will be provided to the Council at the same time it is
transmitted to the addressee. Any Member of the Council can request an item to
be placed on an upcoming agenda to discuss that communication. If the
requested communication does not meet at least one of the above criteria, the
Mayor may submit the requested communication, but must clearly indicate
therein that the Mayor is acting as an individual, speaking on their own behalf,
and not on behalf of the City Council.
The Mayor will inform the Council of any informal correspondence sent out to
anyone in relation to City business - use e-mail whenever possible.
The Mayor communicates with commission chairs.
The Mayor will appoint Councilmembers to committees, allowing
Councilmembers a chance to discuss the appointments at a meeting and the
opportunity to vote confirming all of the appointments.
The Mayor may appoint an ad hoc committee or a liaison for a specific purpose.
The Mayor will work with the City Manager’s Office to determine Procl amations
and Certificates of Recognition for presentation at a City Council meeting. Any
Council Member is welcome to write letters of recognition.
CITIZEN COMPLAINTS
All citizen complaints will be sent by Council to the City Manager’s Office for
official response. Council may respond to acknowledge receipt of complaint.
Staff will inform Council of staff responses to citizen complaints received by the
Council.
By City Manager discretion, Council will be informed of significant, urgent and
repetitive complaints.
Staff will draft a response for Council’s use for responding to the public.
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DATE: 02/20/21
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Council may respond but should not attempt to fix Citizens’ problems on their
own; it will be referred to the City Manager.
Responses to citizens are customized.
If a Council Member wants action based on a citizen’s complaint, they should go
through the City Manager's office to ensure it gets into the tracking system.
The level of detail in written responses will be selective.
Generally, communications are acknowledged with discretion.
PUBLIC MEETINGS
City Manager sets the Agenda for regular City Council meetings – per the
Ordinance
Public comment shall be received on all action items.
Any Council Member may place an item on the agenda under Individual
Determination.
City Council Members will treat everyone equally and with courtesy.
Corrections to minutes are passed to the City Clerk before the meeting.
Each member may share his/her views about the issue and the reasons for
his/her vote.
When feasible, audio or video tape all public City Council meetings.
Public Comment
- Procedure will include: Staff Report, questions from Council, applicant report,
public comment, close Public Hearing, any staff response, and bring item
back to Council for discussion.
- Once public comment is closed, further public input will not be allowed unless
re-opened by Mayor.
- Applicant’s comments shall be limited to a reasonable time.
- Public comments shall be limited to 3 minutes per speaker; per Municipal
Code.
- It is acceptable to ask questions of a speaker for clarification.
- Each speaker will be thanked.
- Council will not respond until all public comment has been reviewed.
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- Mayor normally allows other members to speak first and then gives his/her
views and summarizes.
- Keep Community Forum to 30 minutes with additional time to be given at the
Mayor’s discretion.
Consent Calendar
- The Consent Calendar will be used for items such as minutes, routine City
business, and things already approved in the budget.
- If a Council Member has a question on a Consent Calendar item for their
information only, they are to ask staff ahead of time, rather than having it
pulled off for discussion during the meeting.
- Staff is prepared to report on every agenda item.
Voting
- Everyone has an opportunity to speak before a motion.
- Attempts will be made to get consensus on significant policy issues.
- Council Member discussions will not be redundant if they concur with what
has already been said.
Closed Session
- Council will get written reports for Closed Session items when necessary;
these reports are to be turned in at the end of the meeting.
- City Manager will ask for pre-meeting closed sessions if it will save the City
money (due to consultant fees, etc.); to be held no earlier than 5:00 p.m.
- No violation of Closed Session confidentiality.
Special Meetings
- Special meetings may be called by Mayor, or a majority of the Council,
pursuant to the Brown Act.
COMMISSIONS
Council shall consider holding a joint session with each Commission at least o nce
every two years.
Commission needs:
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- To know Council vision, community vision, and General Plan 2025
- Understanding of their roles and authority.
- To know annual prioritized goals of the City Council.
- All commissioners receive an annual training.
Criteria for commissioner for re-appointment (and in extreme cases, removal)
shall include:
- Issues of conflicts of interest.
- Attendance (missing two meetings without excuse).
- Support of General Plan.
- Respect for staff/public.
- - Working for community versus personal purposes.
ITEM NUMBER: 5
DATE: 02/20/21
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