HomeMy WebLinkAboutCC_2021_04_27_AgendaPacket CITY OF ATASCADERO CITY COUNCIL AGENDA
* COVID-19 NOTICE *
Consistent with the SLO County Region 1 – Southern California Regional
Stay at Home Order, the City Council Meeting will not be physically open to
the public and City Council Members will be teleconferencing into the
meeting.
HOW TO OBSERVE THE MEETING:
To maximize public safety while still maintaining transparency and public access,
the meeting will be live-streamed on SLO-SPAN.org, on Spectrum cable
Channel 20 in Atascadero, and on KPRL Radio 1230AM and 99.3FM. The video
recording of the meeting will repeat daily on Channel 20 at 1:00 am, 9:00 am, and
6:00 pm and will be available through the City’s website or by visiting
https://us02web.zoom.us/webinar/register/WN_ZwJ7a031S3KXauEym9ehaA.
HOW TO SUBMIT PUBLIC COMMENT:
Members of the public are highly encouraged to call 805-538-2888 to listen and
provide public comment via phone, or submit written public comments to
cityclerk@atascadero.org by 5:00 pm on the day of the meeting. Such email
comments must identify the Agenda Item Number in the subject line of the
email. The comments will be read into the record, with a maximum allowance of 3
minutes per individual comment, subject to the Mayor’s discretion. All comments
should be a maximum of 500 words, which corresponds to approximately 3 minutes
of speaking time. If a comment is received after the agenda item is heard but before
the close of the meeting, the comment will still be included as a part of the record of
the meeting but will not be read into the record.
AMERICAN DISABILITY ACT ACCOMMODATIONS:
Any member of the public who needs accommodations should contact the City
Clerk’s Office at cityclerk@atascadero.org or by calling 805-470-3400 at least 48
hours prior to the meeting or time when services are needed. The City will use their
best efforts to provide reasonable accommodations to afford as much accessibility
as possible while also maintaining public safety in accordance with the City procedure
for resolving reasonable accommodation requests.
City Council agendas and minutes may be viewed on the City's website:
www.atascadero.org.
Copies of the staff reports or other documentation relating to each item of business referred to on
the Agenda are on file in the office of the City Clerk and are available for public inspection on our
website, www.atascadero.org. Contracts, Resolutions and Ordinances will be allocated a number
once they are approved by the City Council. The Minutes of this meeting will reflect these numbers.
All documents submitted by the public during Council meetings that are either read into the record
or referred to in their statement will be noted in the Minutes and available for review by contacting
the City Clerk's office. All documents will be available for public inspection during City Hall business
hours once City Hall is open to the public following the termination of the Shelter at Home Order.
Page 1 of 58
CITY OF ATASCADERO
CITY COUNCIL
AGENDA
Tuesday, April 27, 2021
City Hall Council Chambers, 4th floor
6500 Palma Avenue, Atascadero, California
COUNCIL CLOSED SESSION: 5:00 P.M.
1. CLOSED SESSION -- PUBLIC COMMENT
2. COUNCIL LEAVES TO BEGIN CLOSED SESSION
3. CLOSED SESSION -- CALL TO ORDER
a. Conference with Labor Negotiators (Govt. Code Sec. 54957.6)
Agency designated representatives: Rachelle Rickard, City Manager
Employee Organizations: Atascadero Professional Firefighters, Local 3600;
Atascadero Police Association; Service Employees International Union,
Local 620; Mid-Management/Professional Employees; Non-Represented
Professional and Management Workers and Confidential Employees
4. CLOSED SESSION – ADJOURNMENT
5. COUNCIL RETURNS
6. CLOSED SESSION – REPORT
REGULAR SESSION – CALL TO ORDER: 6:00 P.M.
PLEDGE OF ALLEGIANCE: Council Member Bourbeau
ROLL CALL: Mayor Moreno
Mayor Pro Tem Newsom
Council Member Bourbeau
Council Member Dariz
Council Member Funk
City Council Closed Session: 5:00 P.M.
City Council Regular Session: 6:00 P.M.
Page 2 of 58
APPROVAL OF AGENDA: Roll Call
Recommendation: Council:
1. Approve this agenda; and
2. Waive the reading in full of all ordinances appearing on this agenda, and the titles
of the ordinances will be read aloud by the City Clerk at the first reading, after the
motion and before the City Council votes.
PRESENTATIONS: None.
A. CONSENT CALENDAR: (All items on the consent calendar are considered to be routine
and non-controversial by City staff and will be approved by one motion if no member of
the Council or public wishes to comment or ask questions. If comment or discussion is
desired by anyone, the item will be removed from the Consent Calendar and will be
considered in the listed sequence with an opportunity for any member of the public to
address the Council concerning the item before action is taken.)
1. City Council Draft Action Minutes – April 13, 2021
Recommendation: Council approve the April 13, 2021 Draft City Council
Regular Meeting Minutes. [City Clerk]
2. March 2021 Accounts Payable and Payroll
Fiscal Impact: $2,214,528.19
Recommendation: Council approve certified City accounts payable, payroll
and payroll vendor checks for March 2021. [Administrative Services]
3. Budget Adjustment for the Atascadero Mall Sewer Condition Improvements
Project
Fiscal Impact: $781,000.00
Recommendation: Council authorize the Director of Administrative Services to
allocate an additional $250,000 in Wastewater Enterprise Fund balance
toward the Atascadero Mall Sewer Condition Improvements Project budget
(Project No. C2019W02). [Public Works]
UPDATES FROM THE CITY MANAGER: (The City Manager will give an oral report on any
current issues of concern to the City Council.)
COMMUNITY FORUM: (This portion of the meeting is reserved for persons wanting to
address the Council on any matter not on this agenda an d over which the Council has
jurisdiction. Speakers are limited to three minutes. Please state your name for the record
before making your presentation Comments made during Community Forum will not be a
subject of discussion. A maximum of 30 minutes will b e allowed for Community Forum,
unless changed by the Council. Any members of the public who have questions or need
information may contact the City Clerk’s Office, between the hours of 8:30 a.m. and 5:00
p.m. at (805) 470-3400, or cityclerk@atascadero.org.)
B. PUBLIC HEARINGS: None.
Page 3 of 58
C. MANAGEMENT REPORTS:
1. Draft Strategic Plan and Draft Action Plan Study Session
Fiscal Impact: None.
Recommendation: Council review and provide staff direction on the Strategic
Plan Draft and the Draft Action Plan. [Administrative Services]
D. DISCUSSION ITEM: Discussion of COVID 19 issues including oral updates by Mayor
Moreno and City Manager Rickard, questions by City Council, public comment and
comments by City Council.
1. Coronavirus (COVID-19) update – Mayor Moreno
2. Coronavirus (COVID-19) update – City Manager Rickard
E. COUNCIL ANNOUNCEMENTS AND COMMITTEE REPORTS: (On their own
initiative, Council Members may make a brief announcement or a brief report on their own
activities. The following represent standing committees. Informative status reports will
be given, as felt necessary):
Mayor Moreno
1. City Selection Committee
2. County Mayors Round Table
3. Economic Vitality Corporation, Board of Directors (EVC)
4. SLO Council of Governments (SLOCOG)
5. SLO Regional Transit Authority (RTA)
Mayor Pro Tem Newsom
1. City / Schools Committee
2. Design Review Committee
3. League of California Cities – Council Liaison
4. Visit SLO CAL Advisory Committee
Council Member Bourbeau
1. City of Atascadero Finance Committee
2. City / Schools Committee
3. Integrated Waste Management Authority (IWMA)
4. SLO County Water Resources Advisory Committee (WRAC)
Council Member Dariz
1. Air Pollution Control District
2. California Joint Powers Insurance Authority (CJPIA) Board
3. City of Atascadero Finance Committee
Council Member Funk
1. Atascadero Basin Ground Water Sustainability Agency (GSA)
2. Design Review Committee
3. Homeless Services Oversight Council
Page 4 of 58
F. INDIVIDUAL DETERMINATION AND / OR ACTION: (Council Members may ask a
question for clarification, make a referral to staff or take action to have staff place a matter of
business on a future agenda. The Council may take action on items listed on the Agenda.)
1. City Council
2. City Clerk
3. City Treasurer
4. City Attorney
5. City Manager
ADJOURN
Please note: Should anyone challenge any proposed development entitlement listed on this Agenda in court, that person
may be limited to raising those issues addressed at the public hearing described in this notice, or in written correspondence
delivered to the City Council at or prior to this public hearing. Correspondence submitted at this public hearing will be
distributed to the Council and available for review in the City Clerk's office.
Page 5 of 58
ITEM NUMBER: A-1
DATE: 04/27/21
Atascadero City Council
April 13, 2021
Page 1 of 6
CITY OF ATASCADERO
CITY COUNCIL
DRAFT MINUTES
Tuesday, April 13, 2021
City Hall Council Chambers, 4th floor
6500 Palma Avenue, Atascadero, California
COUNCIL CLOSED SESSION: 5:00 P.M.
Mayor Moreno called Closed Session to order at 5:02 p.m.
1. CLOSED SESSION -- PUBLIC COMMENT – None.
2. COUNCIL LEAVES TO BEGIN CLOSED SESSION
3. CLOSED SESSION -- CALL TO ORDER
a. Conference with Labor Negotiators (Govt. Code Sec. 54957.6)
Agency designated representatives: Rachelle Rickard, City Manager
Employee Organizations: Atascadero Professional Firefighters, Local 3600;
Atascadero Police Association; Service Employees International Union,
Local 620; Mid-Management/Professional Employees; Non-Represented
Professional and Management Workers and Confidential Employees
4. CLOSED SESSION – ADJOURNMENT
5. COUNCIL RETURNS
6. CLOSED SESSION – REPORT
The City Attorney reported that there was no reportable action.
REGULAR SESSION – CALL TO ORDER: 6:00 P.M.
City Council Closed Session: 5:00 P.M.
City Council Regular Session: 6:00 P.M.
Page 6 of 58
ITEM NUMBER: A-1
DATE: 04/27/21
Atascadero City Council
April 13, 2021
Page 2 of 6
Mayor Moreno called the meeting to order at 6:01 p.m. and Council Member Dariz led the
Pledge of Allegiance.
ROLL CALL:
Present: By Teleconference - Council Members Bourbeau, Dariz and Funk,
Mayor Pro Tem Newsom and Mayor Moreno
Others Present: None
Staff Present: By Teleconference – City Manager Rachelle Rickard, Administrative
Services Director Jeri Rangel, Public Works Director Nick DeBar,
Community Development Director Phil Dunsmore, City Attorney Brian
Pierik, Deputy City Manager/City Clerk Lara Christensen, and IT
Manager Luke Knight
APPROVAL OF AGENDA:
MOTION: By Mayor Pro Tem Newsom seconded by Council Member Bourbeau to:
1. Approve this agenda; and,
2. Waive the reading in full of all ordinances appearing on this
agenda, and the titles of the ordinances will be read aloud by
the City Clerk at the first reading, after the motion and before
the City Council votes.
Motion passed 5:0 by a roll-call vote.
PRESENTATIONS:
1. Proclamation Recognizing April 2021 as Sexual Assault Awareness Month
The City Council presented a proclamation to Christina Kaviani with RISE.
A. CONSENT CALENDAR:
1. City Council Draft Action Minutes – March 23, 2021 and March 24, 2021
Recommendation: Council approve the March 23, 2021 Draft City Council
Regular and Special Meeting Minutes and the March 24, 2021 Draft City
Council Special Meeting Minutes. [City Clerk]
2. Weed/Refuse Abatement Program
Fiscal Impact: The City recovers costs for administering this program through
recovery of the cost of abatement, plus a flat fee of $260 plus a percentage
charge of 166% administrative fee, which is placed on the San Luis Obispo
County Special Tax Assessment for the fiscal year 2021-2022 Tax Roll.
Recommendation: Council adopt Draft Resolution, declaring vegetative growth
and/or refuse a public nuisance, commencing proceedings for the abatement
of said nuisances, and placing all abatement fees on the San Luis Obispo
County Special Tax Assessment for the fiscal year 2021 -2022 Tax Roll. [Fire
Department]
Page 7 of 58
ITEM NUMBER: A-1
DATE: 04/27/21
Atascadero City Council
April 13, 2021
Page 3 of 6
3. Property Acquisition for Santa Lucia Road Bridge Replacement Project
Fiscal Impact: Compensation for property acquisition, and permanent and
temporary construction easements required for the Santa Lucia Road Bridge
Replacement Project is covered in the 2020-2021 Santa Lucia Road Bridge
Replacement Project budget. The total compensation to be paid at this time
is $11,900. The HBRRP grant will cover 100% of the project costs.
Recommendation: Council adopt Draft Resolution approving compensation
payments and Right-of-Way Agreements for property acquisitions located at
APNs 054-271-007 and 054-272-015 for the Santa Lucia Road Bridge
Replacement Project. [Public Works]
4. Annexation of the 10850 El Camino Real Subdivision into Community Facilities
District 2005-1, Annexation No. 23 (10850 El Camino Real: Tract 3099)
Fiscal Impact: Assessments for this annexation are estimated to be $42,400
annually, adjusted each year for inflation. Deed restricted affordable units are
exempt from the special tax.
Recommendation: Council adopt Draft Resolution, declaring its intention to
annex territory, into Community Facilities District 2005-1 (Public Services) as
Annexation No. 23 and to authorize the levy of special taxes therein (10850 El
Camino Real: Tract 3099). [Community Development]
5. El Camino Real Downtown Infrastructure Enhancement Plan
Fiscal Impact: None.
Recommendation: Council adopt Draft Resolution and authorize staff to
pursue grant-funding opportunities, in support for the Downtown Infrastructure
Enhancement Project. [Public Works]
MOTION: By Council Member Bourbeau and seconded by Council Member
Funk to approve the Consent Calendar. (#A-2 Resolution No. 2021-
005) (#A-3 Resolution No. 2021-006 and Contract Nos. 2021-012 and
2021-013) (#A-4 Resolution No. 2021-007) (#A-5 Resolution No. 2021-
008)
Motion passed 5:0 by a roll-call vote.
UPDATES FROM THE CITY MANAGER:
City Manager Rachelle Rickard gave an update on projects and issues within the City.
COMMUNITY FORUM:
The following citizens spoke by telephone or through the webinar during Community Forum:
Kris Roudebush and Wendy Lewis
Emails from the following citizens were read into the record by Deputy City Manager/City
Clerk Christensen: Ron Krall
Mayor Moreno closed the COMMUNITY FORUM period.
Page 8 of 58
ITEM NUMBER: A-1
DATE: 04/27/21
Atascadero City Council
April 13, 2021
Page 4 of 6
B. PUBLIC HEARINGS: None.
C. MANAGEMENT REPORTS:
1. Del Rio Road / El Camino Real Plan Line in the Vicinity of the US 101
Interchange (West Side)
Fiscal Impact: None.
Recommendation: Council adopt Draft Resolution approving the Del Rio Road
/ El Camino Real Plan Line in the vicinity of the US 101 interchange (West Side).
[Public Works]
Public Works Director DeBar gave the staff report and answered questions from the Council.
PUBLIC COMMENT:
The following citizens spoke by telephone or through the webinar on this item: Geoff Auslen
Mayor Moreno closed the Public Comment period.
MOTION: By Council Member Bourbeau and seconded by Mayor Pro Tem
Newsom to adopt Resolution No. 2021-009 approving the Del Rio
Road / El Camino Real Plan Line in the vicinity of the US 101
interchange (West Side).
Motion passed 5:0 by a roll-call vote.
2. General Plan & Housing Element Annual Progress Report 2020 (CPP 21-0024)
Fiscal Impact: None.
Recommendation: Council receive report of State housing goals, General Plan
progress, and progress on housing unit production through 2020. [Community
Development]
Community Development Director Dunsmore gave the staff report and answered questions
from the Council.
PUBLIC COMMENT:
The following citizens spoke on this item: None.
Mayor Moreno closed the Public Comment period.
The City Council received and filed the report.
3. City of Atascadero Marketing Update
Fiscal Impact: None.
Recommendation: Council receive and file Marketing Update recapping the
calendar year for 2020 and a preview of 2021. [City Manager]
Deputy City Manager Terrie Banish gave the staff report and answered questions from the
Council.
Page 9 of 58
ITEM NUMBER: A-1
DATE: 04/27/21
Atascadero City Council
April 13, 2021
Page 5 of 6
PUBLIC COMMENT:
The following citizens spoke by telephone or through the webinar on this item: Geoff Auslen
Mayor Moreno closed the Public Comment period.
The City Council received and filed the report.
4. Council Norms and Procedures Consideration of Amendments
Fiscal Impact: None.
Recommendation: Council review, amend and adopt change(s) to the Council
Norms and Procedures. [City Manager]
City Manager Rickard gave the staff report and answered questions from the Council. City
Clerk Christensen and City Attorney Pierik also answered questions from the Council.
PUBLIC COMMENT:
The following citizens spoke by telephone or through the webinar on this item: None.
Mayor Moreno closed the Public Comment period.
There was no action taken on this item.
Council provided direction to staff on further modification to
the Norms to be brought back to the City Council under the
Consent Calendar at a future meeting.
D. DISCUSSION ITEM: Discussion of COVID 19 issues including oral updates by Mayor
Moreno and City Manager Rickard, questions by City Council, public comment and
comments by City Council.
1. Coronavirus (COVID-19) update – Mayor Moreno
2. Coronavirus (COVID-19) update – City Manager Rickard
City Manager Rickard provided updates on Coronavirus (COVID -19) and answered
questions from the Council.
PUBLIC COMMENT:
The following citizens spoke on this item: None.
Mayor Moreno closed the Public Comment period.
E. COUNCIL ANNOUNCEMENTS AND COMMITTEE REPORTS:
The following Council Members made brief announcements and gave brief update reports
on their committees since their last Council meeting:
Page 10 of 58
ITEM NUMBER: A-1
DATE: 04/27/21
Atascadero City Council
April 13, 2021
Page 6 of 6
Mayor Moreno
1. Regional Economic Action Coalition (REACH)
Mayor Pro Tem Newsom
1. Design Review Committee
Council Member Bourbeau
1. Integrated W aste Management Authority (IWMA)
Council Member Funk
1. Atascadero Basin Ground Water Sustainability Agency (GSA)
2. Design Review Committee
3. Homeless Services Oversight Council
F. INDIVIDUAL DETERMINATION AND / OR ACTION: None.
G. ADJOURN
Mayor Moreno adjourned the meeting at 8:20 p.m.
MINUTES PREPARED BY:
______________________________________
Lara K. Christensen
Deputy City Manager / City Clerk
APPROVED:
Page 11 of 58
ITEM NUMBER: A-2DATE: 04/27/21Page 12 of 58
Check
Number
Check
Date Vendor Description Amount
City of Atascadero
Disbursement Listing
For the Month of February 2021
3967 03/04/2021 ANTHEM BLUE CROSS HSA 8,136.21Payroll Vendor Payment
166962 03/04/2021 ATASCADERO MID MGRS ORG UNION 80.00Payroll Vendor Payment
166963 03/04/2021 ATASCADERO POLICE OFFICERS 1,904.00Payroll Vendor Payment
166964 03/04/2021 ATASCADERO PROF. FIREFIGHTERS 1,106.75Payroll Vendor Payment
166965 03/04/2021 EMPLOYMENT DEV. DEPARTMENT 2,284.50Payroll Vendor Payment
166966 03/04/2021 MASS MUTUAL WORKPLACE SOLUTION 6,454.07Payroll Vendor Payment
166967 03/04/2021 NATIONWIDE RETIREMENT SOLUTION 216.71Payroll Vendor Payment
166968 03/04/2021 NAVIA BENEFIT SOLUTIONS 1,685.71Payroll Vendor Payment
166969 03/04/2021 SEIU LOCAL 620 810.61Payroll Vendor Payment
166970 03/04/2021 VANTAGEPOINT TRNSFR AGT 106099 357.85Payroll Vendor Payment
166971 03/04/2021 VANTAGEPOINT TRNSFR AGT 304633 4,989.43Payroll Vendor Payment
166972 03/04/2021 VANTAGEPOINT TRNSFR AGT 706276 296.00Payroll Vendor Payment
3968 03/05/2021 STATE DISBURSEMENT UNIT 467.07Payroll Vendor Payment
3969 03/05/2021 CALIF PUBLIC EMPLOYEES RETIREMENT SYSTEM 22,071.03Payroll Vendor Payment
3970 03/05/2021 CALIF PUBLIC EMPLOYEES RETIREMENT SYSTEM 31,169.55Payroll Vendor Payment
3971 03/05/2021 CALIF PUBLIC EMPLOYEES RETIREMENT SYSTEM 1,923.56Payroll Vendor Payment
3972 03/05/2021 CALIF PUBLIC EMPLOYEES RETIREMENT SYSTEM 2,027.06Payroll Vendor Payment
3973 03/05/2021 CALIF PUBLIC EMPLOYEES RETIREMENT SYSTEM 4,999.86Payroll Vendor Payment
3974 03/05/2021 CALIF PUBLIC EMPLOYEES RETIREMENT SYSTEM 6,894.11Payroll Vendor Payment
3975 03/05/2021 CALIF PUBLIC EMPLOYEES RETIREMENT SYSTEM 8,684.23Payroll Vendor Payment
3976 03/05/2021 CALIF PUBLIC EMPLOYEES RETIREMENT SYSTEM 14,360.68Payroll Vendor Payment
166973 03/08/2021 ANTHEM BLUE CROSS HEALTH 206,031.61Payroll Vendor Payment
166974 03/08/2021 LINCOLN NATIONAL LIFE INS CO 1,912.99Payroll Vendor Payment
166975 03/08/2021 MEDICAL EYE SERVICES 1,769.60Payroll Vendor Payment
166976 03/08/2021 PREFERRED BENEFITS INSURANCE 8,443.10Payroll Vendor Payment
3977 03/09/2021 RABOBANK, N.A.50,193.22Payroll Vendor Payment
3978 03/09/2021 EMPLOYMENT DEV DEPARTMENT 14,965.03Payroll Vendor Payment
3979 03/09/2021 EMPLOYMENT DEV. DEPARTMENT 2,691.50Payroll Vendor Payment
3980 03/12/2021 BANK OF NEW YORK MELLON 352,079.94Accounts Payable Check
166977 03/12/2021 13 STARS MEDIA 476.17Accounts Payable Check
166978 03/12/2021 ACCESS PUBLISHING 377.50Accounts Payable Check
166979 03/12/2021 AGP VIDEO, INC.2,740.00Accounts Payable Check
166980 03/12/2021 ARCHIVE SOCIAL 1,095.60Accounts Payable Check
166981 03/12/2021 AT&T 46.98Accounts Payable Check
166982 03/12/2021 ATASCADERO DOOR COMPANY 260.00Accounts Payable Check
166983 03/12/2021 ATASCADERO HAY & FEED 1,714.03Accounts Payable Check
166985 03/12/2021 ATASCADERO MUTUAL WATER CO.6,286.00Accounts Payable Check
166986 03/12/2021 ATASCADERO MUTUAL WATER CO.2,340.78Accounts Payable Check
166987 03/12/2021 AVILA TRAFFIC SAFETY 92.67Accounts Payable Check
166988 03/12/2021 BASSETT'S CRICKET RANCH,INC.719.58Accounts Payable Check
166989 03/12/2021 BELL'S PLUMBING REPAIR, INC.440.00Accounts Payable Check
ITEM NUMBER: A-2
DATE: 04/27/21
ATTACHMENT: 1
Page 13 of 58
Check
Number
Check
Date Vendor Description Amount
City of Atascadero
Disbursement Listing
For the Month of February 2021
166990 03/12/2021 KEITH R. BERGHER 383.75Accounts Payable Check
166991 03/12/2021 BERRY MAN, INC.1,256.25Accounts Payable Check
166992 03/12/2021 BUREAU VERITAS NORTH AMERICA 12,737.97Accounts Payable Check
166993 03/12/2021 CAL OES 2,494.00Accounts Payable Check
166994 03/12/2021 CARQUEST OF ATASCADERO 31.88Accounts Payable Check
166995 03/12/2021 CASEY PRINTING, INC.6,792.56Accounts Payable Check
166996 03/12/2021 CHARTER COMMUNICATIONS 8,609.83Accounts Payable Check
166997 03/12/2021 CLEVER CONCEPTS, INC.47.95Accounts Payable Check
166998 03/12/2021 COASTAL COPY, INC.239.93Accounts Payable Check
166999 03/12/2021 COASTAL REPROGRAPHIC SERVICES 33.83Accounts Payable Check
167000 03/12/2021 CREWSENSE, LLC 93.36Accounts Payable Check
167001 03/12/2021 CRYSTAL SPRINGS WATER 20.00Accounts Payable Check
167002 03/12/2021 CUESTA POLYGRAPH 2,050.00Accounts Payable Check
167003 03/12/2021 NICHOLAS DEBAR 300.00Accounts Payable Check
167004 03/12/2021 DELTA LIQUID ENERGY 1,002.29Accounts Payable Check
167005 03/12/2021 PHILIP DUNSMORE 300.00Accounts Payable Check
167006 03/12/2021 EL CAMINO VETERINARY HOSP 92.40Accounts Payable Check
167007 03/12/2021 ENTENMANN-ROVIN CO.431.52Accounts Payable Check
167008 03/12/2021 EP AERATION 402.99Accounts Payable Check
167009 03/12/2021 FENCE FACTORY ATASCADERO 390.52Accounts Payable Check
167010 03/12/2021 FERRELL'S AUTO REPAIR 444.17Accounts Payable Check
167011 03/12/2021 FRIENDS OF THE CHARLES PADDOCK 2,586.25Accounts Payable Check
167012 03/12/2021 GAS COMPANY 1,317.27Accounts Payable Check
167013 03/12/2021 HANSEN BRO'S CUSTOM FARMING 7,480.00Accounts Payable Check
167014 03/12/2021 HART IMPRESSIONS PRINTING 327.56Accounts Payable Check
167015 03/12/2021 DAVID P. HAYES 533.00Accounts Payable Check
167016 03/12/2021 JIFFY LUBE 95.81Accounts Payable Check
167017 03/12/2021 JK'S UNLIMITED, INC.6,657.40Accounts Payable Check
167018 03/12/2021 JOANN HEAD LAND SURVEYING 3,000.00Accounts Payable Check
167019 03/12/2021 JUSTIN KAMP 195.00Accounts Payable Check
167020 03/12/2021 KIRK CONSTRUCTION 171,012.95Accounts Payable Check
167021 03/12/2021 KPRL 1230 AM 320.00Accounts Payable Check
167022 03/12/2021 LEE WILSON ELECTRIC CO. INC 6,039.22Accounts Payable Check
167023 03/12/2021 LIFE ASSIST, INC.1,576.65Accounts Payable Check
167024 03/12/2021 MARBORG INDUSTRIES 62.28Accounts Payable Check
167025 03/12/2021 WADE MCKINNEY 496.51Accounts Payable Check
167026 03/12/2021 MICHAEL K. NUNLEY & ASSC, INC.569.08Accounts Payable Check
167027 03/12/2021 MIG 4,262.50Accounts Payable Check
167028 03/12/2021 MINER'S ACE HARDWARE 557.34Accounts Payable Check
167029 03/12/2021 MISSION UNIFORM SERVICE 41.60Accounts Payable Check
167030 03/12/2021 MNS ENGINEERS, INC.7,195.00Accounts Payable Check
ITEM NUMBER: A-2
DATE: 04/27/21
ATTACHMENT: 1
Page 14 of 58
Check
Number
Check
Date Vendor Description Amount
City of Atascadero
Disbursement Listing
For the Month of February 2021
167031 03/12/2021 JULIAN A. MORA 1,330.00Accounts Payable Check
167032 03/12/2021 MORRO SECURE STORAGE 991.00Accounts Payable Check
167033 03/12/2021 MV TRANSPORTATION, INC.5,411.24Accounts Payable Check
167034 03/12/2021 NORTH COAST ENGINEERING INC.305.00Accounts Payable Check
167035 03/12/2021 ANDRES J. NUNO 2,750.00Accounts Payable Check
167036 03/12/2021 ANDRES J. NUNO 2,750.00Accounts Payable Check
167037 03/12/2021 NUTRIEN AG SOLUTIONS, INC.484.88Accounts Payable Check
167038 03/12/2021 OFFICE DEPOT INC.304.89Accounts Payable Check
167041 03/12/2021 PACIFIC GAS AND ELECTRIC 47,859.84Accounts Payable Check
167042 03/12/2021 PACIFIC WEST STEEL, INC.844.99Accounts Payable Check
167043 03/12/2021 FLAVIA PAROTTI 126.07Accounts Payable Check
167044 03/12/2021 PASO ROBLES FORD LINCOLN MERC 1,155.00Accounts Payable Check
167045 03/12/2021 PRAXAIR DISTRIBUTION, INC.59.86Accounts Payable Check
167046 03/12/2021 PROCARE JANITORIAL SUPPLY,INC.279.91Accounts Payable Check
167047 03/12/2021 PROSOUND BUSINESS MEDIA, INC.99.00Accounts Payable Check
167048 03/12/2021 RAINSCAPE, A LANDSCAPE SVC CO.7,242.00Accounts Payable Check
167049 03/12/2021 JERI RANGEL 300.00Accounts Payable Check
167050 03/12/2021 READYREFRESH BY NESTLE 62.50Accounts Payable Check
167051 03/12/2021 REVENUE & COST SPECIALISTS LLC 7,000.00Accounts Payable Check
167052 03/12/2021 RACHELLE RICKARD 500.00Accounts Payable Check
167053 03/12/2021 BROOKE ROBY 168.54Accounts Payable Check
167054 03/12/2021 SANTA MARIA TIRE, INC.1,469.20Accounts Payable Check
167055 03/12/2021 SCOTT O'BRIEN FIRE & SAFETY CO 1,725.63Accounts Payable Check
167056 03/12/2021 SERVICE SYSTEMS ASSC, INC.2,500.00Accounts Payable Check
167057 03/12/2021 SIGTRONICS CORP.524.11Accounts Payable Check
167058 03/12/2021 SOUTH COAST EMERGENCY VEH SVC 151.84Accounts Payable Check
167059 03/12/2021 STANLEY CONVERGENT SECURITY 637.53Accounts Payable Check
167060 03/12/2021 SUNLIGHT JANITORIAL, INC.1,700.00Accounts Payable Check
167061 03/12/2021 THOMA ELECTRIC, INC.850.00Accounts Payable Check
167062 03/12/2021 TURF STAR, INC.135.27Accounts Payable Check
167066 03/12/2021 U.S. BANK 19,761.84Accounts Payable Check
167067 03/12/2021 ULTREX LEASING 260.76Accounts Payable Check
167068 03/12/2021 VERDIN 11,088.35Accounts Payable Check
167069 03/12/2021 VERIZON WIRELESS 1,973.07Accounts Payable Check
167070 03/12/2021 VISITOR TELEVISION LLC 595.00Accounts Payable Check
167071 03/12/2021 VITAL RECORDS CONTROL 163.11Accounts Payable Check
167072 03/12/2021 WALLACE GROUP 38,576.17Accounts Payable Check
167073 03/12/2021 WALSH ENGINEERING 1,700.00Accounts Payable Check
167074 03/12/2021 WEX BANK - 76 UNIVERSL 7,449.10Accounts Payable Check
167075 03/12/2021 WEX BANK - WEX FLEET UNIVERSAL 5,634.93Accounts Payable Check
167076 03/12/2021 WHITLOCK & WEINBERGER TRANS.3,288.00Accounts Payable Check
ITEM NUMBER: A-2
DATE: 04/27/21
ATTACHMENT: 1
Page 15 of 58
Check
Number
Check
Date Vendor Description Amount
City of Atascadero
Disbursement Listing
For the Month of February 2021
167077 03/12/2021 ZOETIS US, LLC 284.68Accounts Payable Check
3981 03/18/2021 ANTHEM BLUE CROSS HSA 8,036.21Payroll Vendor Payment
3982 03/18/2021 STATE DISBURSEMENT UNIT 467.07Payroll Vendor Payment
167078 03/18/2021 ATASCADERO MID MGRS ORG UNION 80.00Payroll Vendor Payment
167079 03/18/2021 ATASCADERO POLICE OFFICERS 1,833.50Payroll Vendor Payment
167080 03/18/2021 ATASCADERO PROF. FIREFIGHTERS 1,027.05Payroll Vendor Payment
167081 03/18/2021 MASS MUTUAL WORKPLACE SOLUTION 6,342.69Payroll Vendor Payment
167082 03/18/2021 NATIONWIDE RETIREMENT SOLUTION 276.16Payroll Vendor Payment
167083 03/18/2021 NAVIA BENEFIT SOLUTIONS 1,685.71Payroll Vendor Payment
167084 03/18/2021 SEIU LOCAL 620 832.16Payroll Vendor Payment
167085 03/18/2021 VANTAGEPOINT TRNSFR AGT 106099 357.85Payroll Vendor Payment
167086 03/18/2021 VANTAGEPOINT TRNSFR AGT 304633 4,992.70Payroll Vendor Payment
167087 03/18/2021 VANTAGEPOINT TRNSFR AGT 706276 396.00Payroll Vendor Payment
3983 03/19/2021 CALIF PUBLIC EMPLOYEES RETIREMENT SYSTEM 22,071.03Payroll Vendor Payment
3984 03/19/2021 CALIF PUBLIC EMPLOYEES RETIREMENT SYSTEM 30,167.90Payroll Vendor Payment
3985 03/19/2021 CALIF PUBLIC EMPLOYEES RETIREMENT SYSTEM 2,068.23Payroll Vendor Payment
3986 03/19/2021 CALIF PUBLIC EMPLOYEES RETIREMENT SYSTEM 2,008.56Payroll Vendor Payment
3987 03/19/2021 CALIF PUBLIC EMPLOYEES RETIREMENT SYSTEM 4,999.86Payroll Vendor Payment
3988 03/19/2021 CALIF PUBLIC EMPLOYEES RETIREMENT SYSTEM 7,247.16Payroll Vendor Payment
3989 03/19/2021 CALIF PUBLIC EMPLOYEES RETIREMENT SYSTEM 8,162.99Payroll Vendor Payment
3990 03/19/2021 CALIF PUBLIC EMPLOYEES RETIREMENT SYSTEM 13,406.65Payroll Vendor Payment
3991 03/23/2021 RABOBANK, N.A.47,947.44Payroll Vendor Payment
3992 03/23/2021 EMPLOYMENT DEV DEPARTMENT 14,300.96Payroll Vendor Payment
3993 03/23/2021 EMPLOYMENT DEV. DEPARTMENT 2,572.37Payroll Vendor Payment
167088 03/26/2021 13 STARS MEDIA 627.70Accounts Payable Check
167089 03/26/2021 ALTHOUSE & MEADE, INC.356.25Accounts Payable Check
167090 03/26/2021 AMERICAN PUBLIC WORKS ASSC 102.06Accounts Payable Check
167091 03/26/2021 AMERICAN WEST TIRE & AUTO INC 2,491.66Accounts Payable Check
167093 03/26/2021 AT&T 1,122.89Accounts Payable Check
167094 03/26/2021 AT&T 384.52Accounts Payable Check
167095 03/26/2021 ATASCADERO MUTUAL WATER CO.15,153.04Accounts Payable Check
167096 03/26/2021 AURORA WORLD, INC.1,045.84Accounts Payable Check
167097 03/26/2021 BELL'S PLUMBING REPAIR, INC.199.00Accounts Payable Check
167098 03/26/2021 BIG RED MARKETING, INC.3,450.00Accounts Payable Check
167099 03/26/2021 CHARLES BOURBEAU 22.38Accounts Payable Check
167100 03/26/2021 CALPORTLAND COMPANY 2,685.07Accounts Payable Check
167101 03/26/2021 CARQUEST OF ATASCADERO 252.06Accounts Payable Check
167102 03/26/2021 CHARTER COMMUNICATIONS 67.41Accounts Payable Check
167103 03/26/2021 CHROMATIC COLLECTIVE 1,400.00Accounts Payable Check
167104 03/26/2021 CO OF SAN LUIS OBISPO SART PRG 563.00Accounts Payable Check
167105 03/26/2021 COUNTY OF SAN LUIS OBISPO 62.00Accounts Payable Check
ITEM NUMBER: A-2
DATE: 04/27/21
ATTACHMENT: 1
Page 16 of 58
Check
Number
Check
Date Vendor Description Amount
City of Atascadero
Disbursement Listing
For the Month of February 2021
167106 03/26/2021 CREWSENSE, LLC 99.99Accounts Payable Check
167107 03/26/2021 CULLIGAN/CENTRAL COAST WTR TRT 70.00Accounts Payable Check
167108 03/26/2021 MARK DARIZ 22.38Accounts Payable Check
167109 03/26/2021 BRIAN DEDMOND 53.64Accounts Payable Check
167110 03/26/2021 PATRICIA DEIRMENJIAN 25.70Accounts Payable Check
167111 03/26/2021 DELTA LIQUID ENERGY 15.03Accounts Payable Check
167112 03/26/2021 DOGGIE WALK BAGS COMPANY 286.84Accounts Payable Check
167113 03/26/2021 ASHLEY DONOVAN 40.00Accounts Payable Check
167114 03/26/2021 JOSH DONOVAN 43.75Accounts Payable Check
167115 03/26/2021 EARTH SYSTEMS PACIFIC 9,718.50Accounts Payable Check
167116 03/26/2021 FERRELL'S AUTO REPAIR 698.53Accounts Payable Check
167117 03/26/2021 FGL ENVIRONMENTAL 162.00Accounts Payable Check
167118 03/26/2021 FIESTA MAHAR MANUFACTURNG CORP 1,039.03Accounts Payable Check
167119 03/26/2021 CHRISTOPHER GALPIN 80.00Accounts Payable Check
167120 03/26/2021 GAS COMPANY 1,557.25Accounts Payable Check
167121 03/26/2021 GLOBAL EYEWEAR 275.10Accounts Payable Check
167122 03/26/2021 HANSEN BRO'S CUSTOM FARMING 11,220.00Accounts Payable Check
167123 03/26/2021 HART IMPRESSIONS PRINTING 32.33Accounts Payable Check
167124 03/26/2021 BRET HEINEMANN 22.38Accounts Payable Check
167125 03/26/2021 HINDERLITER, DE LLAMAS 1,800.31Accounts Payable Check
167126 03/26/2021 JESSICA HOMEN 107.28Accounts Payable Check
167127 03/26/2021 IRON MOUNTAIN RECORDS MGMNT 122.39Accounts Payable Check
167128 03/26/2021 JK'S UNLIMITED, INC.1,201.39Accounts Payable Check
167129 03/26/2021 STEVEN KAHN 207.18Accounts Payable Check
167130 03/26/2021 TORI KEEN 22.38Accounts Payable Check
167131 03/26/2021 ESTHER KENNER 64.28Accounts Payable Check
167132 03/26/2021 KEY TERMITE & PEST CONTROL,INC 555.00Accounts Payable Check
167133 03/26/2021 WADE S. KNOWLES 40.00Accounts Payable Check
167134 03/26/2021 LEHIGH HANSON 574.31Accounts Payable Check
167135 03/26/2021 LIFE ASSIST, INC.1,327.88Accounts Payable Check
167136 03/26/2021 MADRONE LANDSCAPES, INC.415.00Accounts Payable Check
167137 03/26/2021 JAMIE MALESZA 64.30Accounts Payable Check
167138 03/26/2021 MARBORG INDUSTRIES 62.28Accounts Payable Check
167139 03/26/2021 NICHOLAS MATTSON 22.38Accounts Payable Check
167140 03/26/2021 MEYER TREE CONSULTING 420.00Accounts Payable Check
167141 03/26/2021 MID-COAST GEOTECHNICAL, INC.2,500.00Accounts Payable Check
167142 03/26/2021 MID-COAST MOWER & SAW, INC.126.88Accounts Payable Check
167143 03/26/2021 MIG 942.50Accounts Payable Check
167144 03/26/2021 MINER'S ACE HARDWARE 354.79Accounts Payable Check
167145 03/26/2021 MISSION UNIFORM SERVICE 199.82Accounts Payable Check
167146 03/26/2021 JULIAN A. MORA 445.00Accounts Payable Check
ITEM NUMBER: A-2
DATE: 04/27/21
ATTACHMENT: 1
Page 17 of 58
Check
Number
Check
Date Vendor Description Amount
City of Atascadero
Disbursement Listing
For the Month of February 2021
167147 03/26/2021 HEATHER MORENO 134.96Accounts Payable Check
167148 03/26/2021 MOSS LANE VENTURES, LLC 56,430.00Accounts Payable Check
167149 03/26/2021 MUNICIPAL MAINT EQUIPMENT, INC 215.21Accounts Payable Check
167150 03/26/2021 DEREK NAVARRETTE 107.28Accounts Payable Check
167151 03/26/2021 NBS 6,978.16Accounts Payable Check
167152 03/26/2021 DANIELLE NUNES-HAKANSON 30.24Accounts Payable Check
167153 03/26/2021 NVB EQUIPMENT, INC.4,145.44Accounts Payable Check
167154 03/26/2021 OFFICE DEPOT INC.696.35Accounts Payable Check
167155 03/26/2021 O'REILLY AUTOMOTIVE, INC.64.63Accounts Payable Check
167156 03/26/2021 PEAKWIFI, LLC 650.00Accounts Payable Check
167157 03/26/2021 PERRY'S PARCEL & GIFT 131.75Accounts Payable Check
167158 03/26/2021 MATT PIGEON 190.72Accounts Payable Check
167159 03/26/2021 PRO TOW 260.00Accounts Payable Check
167160 03/26/2021 PROCARE JANITORIAL SUPPLY,INC.641.97Accounts Payable Check
167161 03/26/2021 PRP COMPANIES 414.77Accounts Payable Check
167162 03/26/2021 QUINCY ENGINEERING, INC.30,527.23Accounts Payable Check
167163 03/26/2021 QUINN RENTAL SERVICES 3,934.27Accounts Payable Check
167164 03/26/2021 RAINSCAPE, A LANDSCAPE SVC CO.16,360.98Accounts Payable Check
167165 03/26/2021 READYREFRESH BY NESTLE 86.16Accounts Payable Check
167166 03/26/2021 RICK ENGINEERING COMPANY 35,475.50Accounts Payable Check
167167 03/26/2021 MICHELE SCHAMBER 60.00Accounts Payable Check
167168 03/26/2021 SPEAKWRITE, LLC.866.10Accounts Payable Check
167169 03/26/2021 SPECIALIZED EQUIPMENT REPAIR 2,048.73Accounts Payable Check
167170 03/26/2021 SPECTRUM REACH 600.00Accounts Payable Check
167171 03/26/2021 BRUCE ST. JOHN 145.00Accounts Payable Check
167172 03/26/2021 RUTH STEWART 64.30Accounts Payable Check
167173 03/26/2021 SUNLIGHT JANITORIAL, INC.961.00Accounts Payable Check
167174 03/26/2021 SUPERION, LLC 900.00Accounts Payable Check
167175 03/26/2021 JERRY H TANIMOTO TRE 43.75Accounts Payable Check
167176 03/26/2021 THOMSON REUTERS - WEST 170.00Accounts Payable Check
167177 03/26/2021 ULTREX BUSINESS PRODUCTS 33.56Accounts Payable Check
167178 03/26/2021 ULTREX LEASING 260.76Accounts Payable Check
167179 03/26/2021 TRUIT G. VANCE 133.00Accounts Payable Check
167180 03/26/2021 VERIZON WIRELESS 1,148.90Accounts Payable Check
167181 03/26/2021 VILLAGE ORIGINALS, INC.102.00Accounts Payable Check
167182 03/26/2021 VITAL RECORDS CONTROL 163.11Accounts Payable Check
167183 03/26/2021 WALLACE GROUP 2,747.50Accounts Payable Check
167184 03/26/2021 WARM FUZZY TOYS 1,254.81Accounts Payable Check
167185 03/26/2021 WEST COAST AUTO & TOWING, INC.184.55Accounts Payable Check
167186 03/26/2021 BONNIE WILLIAMS 808.64Accounts Payable Check
167187 03/26/2021 WISHPETS CO.96.74Accounts Payable Check
ITEM NUMBER: A-2
DATE: 04/27/21
ATTACHMENT: 1
Page 18 of 58
Check
Number
Check
Date Vendor Description Amount
City of Atascadero
Disbursement Listing
For the Month of February 2021
167188 03/26/2021 WW SURVEYING, INC.175.00Accounts Payable Check
167189 03/26/2021 ZOOM IMAGING SOLUTIONS, INC.977.83Accounts Payable Check
$1,628,293.05
ITEM NUMBER: A-2
DATE: 04/27/21
ATTACHMENT: 1
Page 19 of 58
ITEM NUMBER: A-3
DATE: 04/27/21
Atascadero City Council
Staff Report – Public Works Department
Budget Adjustment for the Atascadero Mall Sewer Condition
Improvements Project
RECOMMENDATION:
Council authorize the Director of Administrative Services to allocate an additional
$250,000 in Wastewater Enterprise Fund balance to ward the Atascadero Mall Sewer
Condition Improvements Project budget (Project No. C2019W02).
DISCUSSION:
Background
As part of the 2019-2021 CIP Budget, a Project was included to improve sewer condition
deficiencies, including repairing cracked pipes, displaced pipe joints, non -conforming
slopes and sags, and manhole issues. One of the problem locations needing
improvement was the section of eight-inch sewer main crossing below State Route 101
(SR 101) between the Ardilla Road/Atascadero Mall intersection and behind the La Plaza
development just north of the Atascadero Mall Plaza under construction .
A construction contract was awarded to Rob Reynolds Construction, Inc. on February 9,
2021, for a total of $271,876.60. The project is designed as a “jack & bore” project, which
consists of excavating “sending” and “receiving” pits, then boring a 4-inch pilot bit to
establish alignment, followed with boring a 16-inch bore bit and steel casing, and lastly
placing the 8-inch ductile iron sewer main pipe within the 16-inch steel casing. This
trenchless construction is required to avoid trenching US 101 and f or better elevation
control for gravity sewer construction.
During the initial pilot tube boring process, the contractor encountered a substantial
obstruction at approximately 160 feet from the sending pit located at the intersection of
Atascadero Mall and Ardilla Avenue. A second pilot tube bore with a slightly different
alignment was started, hoping to avoid the obstruction, but was also halted at the same
distance. While no objects were found on any as -built plans during the sewer project
design phase, City staff did further research and found two historical photos that indicate
the obstruction is likely a large box culvert that originally conveyed drainage across and
below Atascadero Mall, but must have been buried in place during construction of the
freeway in the 1950’s (shown in boxed areas in photos below). No construction plans are
available for Atascadero Mall, the box culvert, or this segment of existing sewer main.
Page 20 of 58
ITEM NUMBER: A-3
DATE: 04/27/21
The contractor took exploratory borings above the obstruction in the US 101 northbound
lanes to determine the location and elevation of the obstruction to better determine if an
Page 21 of 58
ITEM NUMBER: A-3
DATE: 04/27/21
abandoned box culvert did exist and the extents of the obstruction. The exploratory
borings confirmed it is highly likely that the obstruction is the abandoned box culvert
structure. Abandoning structures in place was common prior to the 1970’s and
unfortunately, somewhat common in older parts of Atascadero, such as the downtown.
Several recent excavation projects within the downtown core uncovered previously
unknown obstructions, including concrete rubble dumps, old concrete curb, and
abandoned foundations and footings.
Alternative Analysis
After determination of assumed obstruction type, City engineering staff reviewed multiple
alternatives. Alternatives considered to be feasible include:
Alternative 1: Vertical excavation to remove obstruction from above. The obstruction falls
within the limits of the northbound US 101 off-ramp at Traffic Way, so this alternative will
require ramp closure for an extended period, as well as trench shoring due to obstruction
depth (approximately 14.5 feet from roadway surface to top of culvert). After removal of
obstruction trench the area will be backfilled and the boring will proceed as originally
planned. This method ensures full removal of obstruction, while also allowing for
construction of the sewer line as originally designed.
Alternative 2: Installation of 28” boring pipe to obstruction, then manual removal of
obstruction by a worker from within the pipe. This method, while potentially feasible, is
considerably more dangerous and is similar in expected cost to Alternative 1. In addition,
during vertical exploratory coring, it was determined that the culvert may not have been
backfilled prior to being buried and could be voided, which “jack & bore” construction
methods are unable to accommodate.
Alternative 3: Switch construction method to direction drilling or micro tunneling. This
alternative, while potentially feasible, also cannot bridge void spaces and may not work
due to thickness of existing culvert walls, and expected steel reinforcement. Additionally,
existing bore pits would need to be reconstructed and a switch of construction method
would almost certainly result in a greater overall cost.
Alternative 4: Switch construction method to pipe bursting. This is a common method of
sewer line replacement, which places a new pipe within the existing pipe alignment.
However, since the original impetus for this project is to fix the vertical alignment issues
with the existing pipe, this alternative would not result in a significantly better final product.
Additionally, based on coring data, it now appears likely that the existing sewer line was
actually constructed through the box culvert, making pipe bursting potentially impossible.
Alternative 5: Bore new pipe over obstruction. This alternative is possible but would result
in the new sewer main placed at a slope of 0.2%, which is below minimum design slope
for gravity sewers. City standards require a minimum of 0.5% on 8” sewer mains and it is
advisable to be steeper to ensure cleansing velocity. Additionally, to avoid existing utilities
on the downstream side, a manhole would need to be constructed within Caltrans right-
of-way with a permanent easement of maintenance access right granted. While the
cheapest option, this alternative would likely not significantly decrease maintenance
frequency from the existing condition and would have the highest long-term costs and staff
time requirements.
Page 22 of 58
ITEM NUMBER: A-3
DATE: 04/27/21
Alternative 6: Abandon existing project and construct at new alignment. This alternative
would abandon the existing project and construct a new alignment approximately 100 feet
to the north. This would be the most costly alternative and would require performing new
surveying and design, preparing plans and specifications, and re-bidding the new
project.design. In addition, there are no assurances other obstructions would not be
encountered in the new alignment. The new alignment would be installed in a cellular
tower easement that would take a very long time to resolve. Lastly, Ardilla Avenue
between Santa Lucia Road and Atascadero Mall requires closure during construction.
After thorough review of the various alternatives with the contractor and the design team,
the City Engineer recommends Alternative 1 to be the most reasonable approach while
considering cost, schedule, and overall project success. Alternative 1 will require closure
of the No. 2 northbound lane (right-hand lane) of US 101, including ramp closures at SR
41 and Traffic Way, to allow the contractor to excavate 15 + feet below US 101. Staff and
the contractor have developed a work plan which was submitted to Caltrans for approval
of US 101 impacts that are estimated to last a week. Staff expects a response from
Caltrans in the next couple of weeks. In the meantime, a work suspension order has
been issued to the contractor pending Caltrans approval and City Council authorization
of budget adjustments to cover these increased costs.
Fiscal Analysis
The contractor has provided a detailed cost breakdown of additional expenses incurred
to date, including demobilizing and remobilizing the subcontractor, providing extended
traffic control at the sending bore pit (Atascadero Mall), and to provide exploratory boring.
Contractor has further provided a cost estimate to do all work associated with obstruction
removal within Caltrans right-of-way. A summation of these costs is as follows:
Additional Work Costs
Additional Work Item
Subcontractor Costs, Demobilization & Remobilization 20,000$
Exploratory Boring, Traffic Control 45,000
Additional Traffic Control and Shoring (Atascadero Mall)10,000
Obstruction Removal
Phase 1: Night Work, Traffic Controls, Mobilization 80,000
Phase 2: Excavate Obstruction 35,000
Phase 3: Removal of Obstruction 42,500
Phase 4: Slurry, Trench Plates 20,000
Phase 5: Night Work, Guard Rail, Slurry Excavation 42,500
Phase 6: Night Work, A/C Paving, Lane Closure 17,500
Phase 7: Reinstall Guard Rail, Demobilize 12,500
Obstruction Removal Subtotal 250,000
Total Additional Work Costs 325,000$
Estimated Cost
Page 23 of 58
ITEM NUMBER: A-3
DATE: 04/27/21
FISCAL IMPACT:
Council approval of staff’s recommendation will increase the project budget amount by
$325,000. While this increase is substantial in relation to the construction contract
amount, the contractor’s bid was fortunately significantly lower than other bid amounts.
To date, the estimated work completed is $225,000. The Project funding sources and
uses are as follows:
ESTIMATED EXPENDITURES
Design and Bid Phase $ 92,000
Construction Contract $ 271,877
Construction Inspection/Testing/Management (13.8%) $ 37,748
Construction Contingency (20%) $ 54,375
Additional Costs associated with Obstruction Removal $ 325,000
Total Estimated Expenditures: $ 781,000
BUDGETED FUNDING
Budgeted Wastewater Funds $ 456,000
Additional Wastewater Funds $ 325,000
Total Funding $ 781,000
ALTERNATIVES:
Council may cancel the project or direct staff to pursue one of the other alternatives listed
above. Cancelling the project will “kick the can” down the road since the sewer main
requires replacement and incurred costs to date will be for none. Selecting a different
alternative could increase costs, delay replacement schedule, or could be less successful.
ATTACHMENTS:
None.
Page 24 of 58
ITEM NUMBER: C-1
DATE: 04/27/21
Atascadero City Council
Staff Report – Administrative Services
Draft Strategic Plan and Draft Action Plan
Study Session
RECOMMENDATION:
Council review and provide staff direction on the Strategic Plan Draft and the Draft Action
Plan.
REPORT IN BRIEF:
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, along with all City funds wisely. Staff and the public have provided specific
input to the Council. Based on the input received, at their February 19-20 goal setting
session, Council developed four strategic priorities each with key focus areas for
consideration. Based on the significant public input received and the discussions that
took place as part of the February 19-20 goal setting session, staff has developed a draft
action plan intended to be used as a guiding document for not only the two -year budget,
but also for the work to be performed by staff over the next two years.
Tonight’s session is intended to review the action plan and some of the costs expected
to achieve that action plan in order to refine the plan and to provide general direction for
the budget. At this meeting, we are not intending to arrive at final budget figures but
instead staff hopes to receive information from the Council on t he general priorities and
relative importance of various potential action items. Based on input received, staff will
come back with a final Action Plan and budget for adoption.
DISCUSSION:
As part of considering a sales tax measure on the November 2020 ballot, the Council
clearly expressed the desire to have a very robust public outreach process on the
expenditure of the sales tax proceeds, should the measure be passed by the voters.
Council understood the importance of transparency and the need to insure that the public
would have multiple opportunities to provide input on the City’s priorities and the
expenditure of both the tax measure funds and other City funds. In September 2020, the
Council approved a strong public outreach plan that included bringing back a robust
discussion item on the Action Plan prior to adoption of the budget and final action plan.
Page 25 of 58
ITEM NUMBER: C-1
DATE: 04/27/21
Background on Public Engagement and input received 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.
Survey
In preparation for the 2021-2023 budget cycle, the Council expanded public outreach
even further. The City Council commissioned a Revenue Measure 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 m ultiple 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 interested 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.
Kickoff
The formal kickoff session for the public outreach meetings was held at the January 12,
2021 Council meeting. Staff is charged with providing services to the community on a day
to day basis and has a deep understanding of the existing resource constraints that are
barriers to providing services at levels that the community would like to see. In
preparation for the January 12 meeting, staff identified the following key categories of
existing resource deficiencies:
Equipment Replacement and Additions
Vehicles / Apparatus Replacement
Fire Stations Rehabilitation
Staffing Levels
Employee Retention
Concerns Related to Transients and Homelessness Issues
Deferred Maintenance
Unfunded Infrastructure
Economic Development
Underfunded Operations
Operational Efficiencies
At the January 12 meeting, Council viewed a video that would be played at each of the
following D-20 study sessions and heard public input on the video and priorities for the
expenditure of D-20 funds.
Page 26 of 58
ITEM NUMBER: C-1
DATE: 04/27/21
Study Sessions
Following the January 12 meeting, the City held 9 separate study sessions as follows:
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
At each of the study sessions the participants viewed the video prepared by staff on the
priorities that had been identified at the January 12th meeting. The participants were given
a brief opportunity to ask questions about the video and then were broken into smaller
breakout groups. Each breakout group was led by a minimum of two senior staff
members and the participants were asked to brainstorm and answer a series of questions.
Over all, there were over 130 people that attended at least some portion of a session and
about 100 separate individuals who were able to engage for an entire session. Those
sessions generated 150 pages of input and were provided to Council and the public in
preparation for the Council Strategic Planning Session. Below are the Questions asked
of the study session participants:
What is going well in the City?
What things big and small would make Atascadero better?
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?
If the City spent the D-20 funds perfectly, what would success look like as part of
the development of Measure D-20?
How should the City measure that success?
What else we should know that we did not ask.
February 19-20, 2021 Goal Setting Workshop (Strategic Planning Session)
On the evening of Friday February 19 and the morning of Satu rday February 20, Council,
staff and interested members of the public got together to determine the priorities for not
only the expenditure of Measure D-20 funds, but also the priorities for the expenditure of
all funds.
The session was facilitated by Nicole Lance and Eric Bailey of Extraordinary Balance.
Prior to the meeting, the facilitators had interviewed Council Members and executive staff,
along with reviewing the input provided at the nine study sessions, in order to understand
general priorities and areas of concern. The interviews took into account the public input
that each interviewee had received from:
Page 27 of 58
ITEM NUMBER: C-1
DATE: 04/27/21
Public comments
Discussions with community members
Emails
Financial strategies, budgets and audits
Discussions with staff and general operational knowledge
Results of the January 2020 statistical survey
Feedback provided to Council members throughout the election cycle
January 2021 kickoff session
Emails received from the public regarding the expenditure of D -20
Nine study sessions
The session began on Friday with some communication exercises and a review of the
progress made on the 2019-2021 priorities. Summaries of the input received were
pre-populated on a document and the facilitators walked the meeting participants through
an exercise to categorize the items of interest into four separate strategic priorities and
focus areas. Breakout groups then defined each of the four categories:
ECONOMIC AND COMMUNITY VIBRANCY MEANS:
Creating the environment and services to nurture quality and diverse economic,
recreational, and community connections that create prosperity and enrich our genuine,
authentic community.
Key Focus Areas
- Recreation & Events
- Downtown
- Safe & Hospitable Business/Work Environment
- Business Infrastructure, Technology & Support
FISCAL AND INFRASTRUCTURE EFFICIENCY & SUSTAINABILITY MEANS:
Continuing to be responsible and accountable stewards of our resources now and into
the future by efficiently and effectively investing in modern and reliable infrastructure
and equipment, and maintaining financial stability regardless of economic conditions.
Staff has the tools, technology and resources they need to do their jobs.
Key Focus Areas
- Asset Management/Replacement/Modernization
- Financial Strategies
- Transparency & Accountability
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ITEM NUMBER: C-1
DATE: 04/27/21
ENSURING PUBLIC SAFETY AND PROVIDING
EXCEPTIONAL CITY SERVICES MEANS:
That we have the tools, resources, and professional staffing necessary to create and
maintain an environment where our community (residents, businesses, visitors, and
staff) feels safe, served, and mutually respected.
Key Focus Areas
- Staffing
- Unhoused Population
- Community Engagement
QUALITY OF LIFE
We are embracing our warm friendly atmosphere and building on our sense of
community by providing attractions, open spaces, outdoor interactions, and a variety of
things to do for all. Atascadero: Where everybody knows your name and is willing to
lend a hand.
Key Focus Areas
- Things to do
- Welcoming and inclusive
- Supporting families
At the meeting, Council prioritized the Key focus areas for all strategic priorities as
follows:
Focus Area D20
High
Priority
Medium
Priority
Recreation & Events x
Downtown x
Safe & Hospitable Work/Business Environment x
Business Infrastructure, Technology & Support x x
Asset Management/Replacement/Modernization x x
Financial Strategies x x
Transparency & Accountability x x
Staffing - x x
Unhoused Population x x
Community Engagement x
Things To Do x
Welcoming * x
Supporting Families x
Page 29 of 58
ITEM NUMBER: C-1
DATE: 04/27/21
Department Head Strategic Planning
Based upon the input received, City staff began the work of preparing operating budgets,
refining revenue projections, identifying deficiencies, researching solutions for areas of
prioritization, developing cost projections, and generally gathering information.
Extraordinary Balance then worked with the department head team to develop an action
plan. For each key focus area under the four strategic priorities, actions that would
advance the key focus areas were brainstormed and categorized into those actions that
could be accomplished within the two year budget time frame and those actions that
would take longer to accomplish. The draft action plan includes the group notes from the
Council Goal Setting session in February, Year 1-2 Action items, and Beyond Year 2
Action Items.
Once the action plan was developed, the arduous task of looking at all supplemental
budget requests through the lens of does this budget request move us closer to advancing
one of the Key Focus areas in the area of Strategic Priorities or does funding the budget
request item divert resources to an area that is not a strategic priority. Once staff refined
the budget requests and action plan, there were still well over $25 million in one-time and
on-going funding requests. All of the budget requests are for much needed repairs,
staffing, equipment, priorities and programs; however there is not enough available
funding to fund all of the items on the list , nor is the list an exhaustive list of those items
needed to serve the community.
While staff is still refining final costs and looking at other potential solutions, the draft list
of budget requests was then sorted into four separate categories or tiers based on the
identified priorities and the relative consequences of not funding the request . The
categories for the lists are as follows:
Measure D-20 Tier 1: Those top budget requests that clearly are a priority for
Measure D-20 funds based on the input received throughout the Measure D-20
process and the Focus Area prioritization as developed during the Council Goal
Setting Session.
General Fund Tier 1: Those top budget requests that are either necessary (i.e. cost
of the animal control contract with the County), were identified as a high priority
but didn’t necessarily rise to the first cut of Measure D-20 funds (i.e. improving the
City website), those items that improve staff efficiency or staff time (i.e. electronic
plan review equipment) and a few of those items that addressed key focus areas
that were listed as a medium priority (i.e. lake algae bloom management).
Tier 2: Those budget requests that are imp ortant, perhaps even identified
specifically in the Council Goal Setting session, but that based on the amount of
available funding may not fit within the upcoming budget cycle’s available funding.
Use of Replacement Reserves / Identified Funds: Budget re quests where there
was an identified reserve available to replace existing vehicles or technology
equipment were placed in this category. The planned General Fund update was
also placed in this category as the City will seek grants and use available General
Fund reserves.
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ITEM NUMBER: C-1
DATE: 04/27/21
Each list provides a range of estimated costs for each budget request and indicates the
strategic priorities that would be advanced if funded. While numbers continue to be
crunched and information gathered, staff believes that each item listed under Tier 1 (both
D-20 and General Fund) can be funded at some level in the upcoming budget cycle.
Although staff will continue to look for opportunities for those items listed under Tier 2, it
is likely that most if not all items on this will not be funded in this budget cycle.
Review of the Action Plan
Tonight’s session is intended to review and refine the Draft Action Plan. The information
provided on the budget requests is intended to provide context for the Draft Action Plan
and to generally assist in understanding the resources necessary to advance the plan.
While the draft action plan in large part will drive the budget and the expenditure of
Measure D-20 funds, this review is not intended to be a detailed budget setting session.
Instead, the review is intended to insure that the actions are consistent with the Council’s
vision and to seek Council input on the relative prioritization of those actions and budget
requests necessary to implement the Draft Action Plan.
Next steps
Based on the input received from tonight’s Council meeting, staff will go back and refine
the Action Plan and will begin building the budget. Over the next month, the Finance
Committee will review the draft budget that incorporates the feedback received from
tonight’s meeting and will recommend a Draft Budget and Action Plan for adoption by the
City Council at the June 8th Council meeting.
FISCAL IMPACT:
There is no fiscal impact for this item.
ALTERNATIVES:
Not Applicable.
ATTACHMENTS:
1. Draft Strategic Plan
2. Draft Action Plan
3. Supplemental Budget Request
Page 31 of 58
CITY OF ATASCADERO
Strategic Plan Draft
Modified: 4/8/2021
ITEM NUMBER: C-1
DATE: 04/27/21
ATTACHMENT: 1
Page 32 of 58
1
Table of Contents
Table of Contents 1
This Plan 2
The Process 2
The Steps of Creating the Strategic Plan 2
Strategic Priorities 3
ECONOMIC AND COMMUNITY VIBRANCY 4
Definition 4
Key Focus Areas 4
FISCAL AND INFRASTRUCTURE EFFICIENCY & SUSTAINABILITY 4
Definition 4
Key Focus Areas 4
ENSURING PUBLIC SAFETY AND PROVIDING EXCEPTIONAL CITY 5
Definition 5
Key Focus Areas 5
QUALITY OF LIFE 5
Definition 5
Key Focus Areas 5
ITEM NUMBER: C-1
DATE: 04/27/21
ATTACHMENT: 1
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2
This Plan
This plan was developed by the City of Atascadero in conjunction with Nicole Lance and Eric M.
Bailey, Managing Partners of Extraordinary Balance, a consulting firm based in Phoenix, AZ.
Research has shown that by developing this plan, City of Atascadero leadership has a much
higher sense of ownership over the direction of the work and will exhibit significantly higher
energy and passion toward achieving the outcomes. This ownership leads to more efficient use
of time, more creative work output, and increased job satisfaction.
Extraordinary Balance is a learning organization. Our methods are rooted in years of research
on organizational psychology, team dynamics, and neuroscience that weave together a unique
experience unlike any other. With a focus on science and real-world application, our method
appeals to people on both sides of the analytical / emotional continuum and delivers unmatched
business results.
The Process
The strategic planning process is as important as the plan itself. The Extraordinary Balance
team process is designed to teach participants how to understand themselves so that they can
clearly communicate their purpose. It is designed to teach participants how to understand each
other so that they can honestly listen to new ideas. It is designed to teach participants how to
understand the process, so that they can be fully engaged in creating, sharing, and executing
the strategic plan.
The Steps of Creating the Strategic Plan
1. Learn the Principles of Human UnderstandingTM
2. Identify the Strategic Priorities
3. Define the Strategic Priorities for optimal external and internal communication
4. Create Key Focus Areas for each Strategic Priority
5. Identify high-impact action items grouped into, “years one and two” and “beyond year
two” in a separate action planning document
ITEM NUMBER: C-1
DATE: 04/27/21
ATTACHMENT: 1
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3
Strategic Priorities
Through a process of discovery and collaboration between council members and staff along
with community input, the City of Atascadero identified four strategic priorities for the upcoming
strategic plan:
Economic and Community Vibrancy
Fiscal and Infrastructure Efficiency & Sustainability
Ensuring Public Safety and Providing Exceptional City Services
Quality of Life
ITEM NUMBER: C-1
DATE: 04/27/21
ATTACHMENT: 1
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4
ECONOMIC AND COMMUNITY VIBRANCY
Definition
Creating the environment and services to nurture quality and diverse economic, recreational,
and community connections that create prosperity and enrich our genuine, authentic
community.
Key Focus Areas
1. Recreation & Events
2. Downtown Atascadero
3. Safe & Hospitable Business/Work Environment
4. Business Infrastructure, Technology & Support
FISCAL AND INFRASTRUCTURE EFFICIENCY &
SUSTAINABILITY
Definition
Continuing to be responsible and accountable stewards of our resources now and into the future
by efficiently and effectively investing in modern and reliable infrastructure and equipment and
maintaining financial stability regardless of economic conditions.
Staff has the tools, technology and resources they need to do their jobs.
Key Focus Areas
1. Asset Management/Replacement/Modernization
2. Financial Strategies
3. Transparency & Accountability
ITEM NUMBER: C-1
DATE: 04/27/21
ATTACHMENT: 1
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5
ENSURING PUBLIC SAFETY AND PROVIDING EXCEPTIONAL
CITY
Definition
That we have the tools, resources, and professional staffing necessary to create and maintain
an environment where our community (residents, businesses, visitors, and staff) feels safe,
served, and mutually respected.
Key Focus Areas
1. Staffing
2. Unhoused Population
3. Community Engagement
QUALITY OF LIFE
Definition
We are embracing our warm, friendly atmosphere and building on our sense of community by
providing attractions, open spaces, outdoor interactions, and a variety of things to do for all.
Atascadero: Where everybody knows your name and is willing to lend a hand.
Key Focus Areas
1. Things to do
2. Welcoming and Inclusive
3. Supporting families
ITEM NUMBER: C-1
DATE: 04/27/21
ATTACHMENT: 1
Page 37 of 58
CITY OF ATASCADERO
Action Plan Draft
Modified: 4/8/2021
ITEM NUMBER: C-1
DATE: 04/27/21
ATTACHMENT: 2
Page 38 of 58
1
Table of Contents
Strategic Priorities 2
ECONOMIC AND COMMUNITY VIBRANCY 3
Key Focus Area: Recreation & Events 3
Key Focus Area: Downtown 4
Key Focus Area: Safe & Hospitable Business / Work Environment 5
Key Focus Area: Business Infrastructure, Technology & Support 6
FISCAL AND INFRASTRUCTURE EFFICIENCY & SUSTAINABILITY 7
Key Focus Area: Asset Management / Replacement / Modernization 7
Key Focus Area: Financial Strategies 8
Key Focus Area: Transparency & Accountability 9
ENSURING PUBLIC SAFETY AND PROVIDING EXCEPTIONAL CITY 10
Key Focus Area: Staffing 10
Key Focus Area: Unhoused Population 11
Key Focus Area: Community Engagement 11
QUALITY OF LIFE 13
Key Focus Area: Things to do 13
Key Focus Area: Welcoming and Inclusive 14
Key Focus Area: Supporting families 15
ITEM NUMBER: C-1
DATE: 04/27/21
ATTACHMENT: 2
Page 39 of 58
2
Strategic Priorities
Through a process of discovery and collaboration between council members and staff, the City
of Atascadero identified four strategic priorities for the upcoming strategic plan:
Economic and Community Vibrancy
Fiscal and Infrastructure Efficiency & Sustainability
Ensuring Public Safety and Providing Exceptional City Services
Quality of Life
ITEM NUMBER: C-1
DATE: 04/27/21
ATTACHMENT: 2
Page 40 of 58
3
ECONOMIC AND COMMUNITY VIBRANCY
Definition
Creating the environment and services to nurture quality and diverse economic, recreational,
and community connections that create prosperity and enrich our genuine, authentic
community.
Key Focus Area: Recreation & Events
Notes to consider
Communal: Events & Shared Experiences/Connections (Events)
Recreation/Zoo/Hiking/Trails/Parks
Year 1-2 Action Items
Restart events
Plan and execute events at the new Zoo event center
Design events around new plaza
Hold new/recurring events in Centennial plaza to ensure the space is shared by
all in the community
Encourage events on privately owned vacant properties downtown (interim until
developed)
Encourage more events that focus on downtown (Music, Food, Host a stage)
Beyond Year 2 Action Items
Expand hiking/trails and park amenities
Look for opportunities to build more contiguous trails- build off the trails we
have, plan for future
Trails/open space/hiking - facilitate new trail connections associated w/new
developments
Explore opportunities to acquire new open space
Evaluate zoning code and city policies as part of General Plan Update to
encourage private development of recreational, hospitality & resort -type
development
Restart discussion w/owners of Eagle Ranch property (interest in resort-type
land use near 101)
ITEM NUMBER: C-1
DATE: 04/27/21
ATTACHMENT: 2
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4
Key Focus Area: Downtown
Notes to consider
Thriving downtown (people want to come to / infrastructure / shovel-ready /
outdoors / Completion of downtown improvements / collaboration w/
businesses)
Upzoning/Mixed-Use/Potential incentives
Year 1-2 Action Items
Pursue funding and complete construction documents for Downtown
Infrastructure Enhancement Plan
Assist development of new restaurants
o Explore ways to reduce start-up costs
Maximize utilization of the plazas (food trucks, etc)
Look for funding and opportunities to fix existing street trees & sidewalks in the
downtown
Pursue opportunities along East Mall
o Develop land use options for the adapted re-use options of the City-
owned property near Centennial Plaza
Explore programs such as infrastructure assistance, parking flexibility, and
zoning changes to promote new desired development of underutilized space
Promote the preservation of the theater in Colony square
Pursue the Armory site as a potential location for replacement of fire station #1
Develop and implement a plan to increase utilization of parking in City-owned
alleys
Communicate collaboratively with businesses to encourage a sense of pride,
ownership, positive attitude, and harmony that promotes downtown vibrancy
Beyond Year 2 Action Items
Complete downtown infrastructure enhancement plan
Consider upzoning/Mixed-Use/Potential incentives as part of the General Plan
Update
Engage property owners and tenants to encourage compatible development of
vacant lots
Explore incentives and code revisions to expedite the relocation of
nonconforming uses and the occupancy of vacant buildings downtown
Develop the creek into a quality aesthetic feature to be enjoyed by all
Alleviate downtown bird nuisance
ITEM NUMBER: C-1
DATE: 04/27/21
ATTACHMENT: 2
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5
Key Focus Area: Safe & Hospitable Business / Work
Environment
Notes to consider
Connectivity throughout the community (physical spaces)
Support Infrastructure to attract businesses (broadband, restaurants open late,
all-night coffee shops, class A office space)
Built Business Infrastructure - safe & hospitable/welcoming environment &
spaces
Constructive engagement with those experiencing homelessness
o Tie to mental health support
Supportive engagement by businesses
Commercial nodes & corridors outside downtown
Year 1-2 Action Items
Work to enhance broadband infrastructure
Evaluate areas for restricted time parking
Expand the Outreach for Underrepresented Residents (OUR)Team
Increase pedestrian safety/access downtown through the Downtown
Infrastructure Enhancement Plan
Commence citywide General Plan update
Beyond Year 2 Action Items
Continue to facilitate enhancement of broadband system
Enhance streetscape in strategic locations to support business development
Complete General Plan Update and begin implementation strategies
ITEM NUMBER: C-1
DATE: 04/27/21
ATTACHMENT: 2
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6
Key Focus Area: Business Infrastructure, Technology &
Support
Notes to consider
Additional commercial nodes/Economically diverse city
Internal processes - business-friendly - permitting, etc.
Business retention, expansion & prospecting
Entrepreneurial support/business incubators
Broadband
Year 1-2 Action Items
Creatively support development at Del Rio, Dove Creek & San Anselmo nodes
Implement an online payment and tracking system for City fees and tax
payments
Discuss potential policies related to wastewater capacity charges and other
development fees that may discourage desired business types
Look for opportunities and grants to fund infrastructure
Create and incentivize a new customer satisfaction survey for permit/planning
processes
Support expansion of Bridgeworks through SB1090
Update City Engineering Standards to provide safe and consistent public
improvements
Beyond Year 2 Action Items
Perform critical third-party review of permitting process towards essentialism
ITEM NUMBER: C-1
DATE: 04/27/21
ATTACHMENT: 2
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7
FISCAL AND INFRASTRUCTURE EFFICIENCY &
SUSTAINABILITY
Definition
Continuing to be responsible and accountable stewards of our resources now and into the future
by efficiently and effectively investing in modern and reliable infrastructure and equipment and
maintaining financial stability regardless of economic conditions.
Staff has the tools, technology and resources they need to do their jobs.
Key Focus Area: Asset Management / Replacement /
Modernization
Notes to consider
Replace failing/vulnerable and vital equipment and facilities and citywide
apparatus
o Modernize
o Optimization for replacement
o Energy infrastructure (back-up generators, redundancy)
Resources (tools, equipment, facilities) to assist staff/build capacity
Infrastructure/asset management
o Major equipment inventory & plan to where we can maintain cost-effectively
o Proactive monitoring, assessing & evaluating infrastructure, equipment &
vehicles
o Look to quality & cost-effectiveness
Year 1-2 Action Items
Purchase and implement an asset management system
Prepare a detailed inventory w/condition assessment
Develop a sustainable replacement plan for City assets
Begin funding vehicle, technology, equipment, infrastructure and facility
reserves
Replace failing/vulnerable and vital equipment and facilities and citywide
apparatus
Begin Replacement Fire station 1
o Prepare needs assessment
o Explore use of Armory site for Fire Station #1 replacement project
o Complete design phase and engineers estimates
o Prepare financing plan
Ensure that the resources (tools, equipment, facilities) are available to assist
staff and to build staff capacity.
ITEM NUMBER: C-1
DATE: 04/27/21
ATTACHMENT: 2
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8
o Identify and invest in equipment and facilities to increase long-term
operational efficiencies
o Use technology where appropriate/right technology applications to save
staff time
o Expand energy infrastructure (back-up generators, redundancy)
Consider sidewalk repair amnesty or other limited assistance program
Beyond Year 2 Action Items
Complete Replacement of Fire Station 1
Completely fund equipment, vehicle, technology, infrastructure and facility
reserves based on asset management plan
Key Focus Area: Financial Strategies
Notes to consider
Maintain/develop responsible reserves generally and for currently unfunded
uses
o Continue conservative Council/general fiscal strategy
o Addressing unfunded mandates
o Be prepared for changing economic conditions
Invest modestly to achieve future efficiencies & benefits
o Records management
o Grants
Public and private partnerships
Consider and plan for lifecycle costs and long-term cost savings/cost-
effectiveness
Year 1-2 Action Items
Develop responsible reserves for unfunded liabilities (non-asset)
o Explore and consider funding Section 115 Trust for pension
o Consider additional payments for unfunded pension liability (UAL)
o Look for ways to fund reserve for future State and Federal mandates
Adopt budgets and fiscal strategies that:
o Continue conservative Council/general fiscal strategy
o Prepare the City for changing economic conditions
o Consider and plan for lifecycle costs and long-term cost savings/cost-
effectiveness
Develop balanced strategy of operational expenditures vs. capital/one-time
expenditures that will accommodate future growth for Measure D-20 funds
Implement opportunities, strategies and plans to grow the organization as the
community grows
ITEM NUMBER: C-1
DATE: 04/27/21
ATTACHMENT: 2
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9
Identify and modestly invest in programs to increase long-term operational
efficiencies
Capitalize on grant opportunities to accomplish action plan goals
Explore public and private partnerships to achieve action plan goals
Beyond Year 2 Action Items
Maintain responsible reserves for unfunded liabilities
Continue fiscal strategies and adjust plans as needed to allow the City to
respond to changes in a fiscally sustainable manner
Establish Citywide primary survey benchmark system to reduce public works
and technology staff time and to streamline development
Key Focus Area: Transparency & Accountability
Notes to consider
Technology for transparency and accountability
o Reporting for the community
o Website/share more information
o Improved responses to requests/records management
Annual tax measure Reporting
Year 1-2 Action Items
Use technology for transparency and accountability
o Overhaul/modernize/simplify/make more efficient website
o Develop and implement strategy to maintain website and accessibility
Implement records management program to facilitate access to public records
Prepare, publicize and widely distribute an annual report on the use of Measure
D-20 funds. While the Measure D-20 annual report will not include detailed
accounting of spending, it should include information on the general areas
where the funding was targeted, the goals to be achieved with the Measure
D-20 funding, and objective metrics for measuring the success in achieving
those goals.
Beyond Year 2 Action Items
ITEM NUMBER: C-1
DATE: 04/27/21
ATTACHMENT: 2
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10
ENSURING PUBLIC SAFETY AND PROVIDING EXCEPTIONAL
CITY
Definition
That we have the tools, resources, and professional staffing necessary to create and maintain
an environment where our community (residents, businesses, visitors, and staff) feels safe,
served, and mutually respected.
Key Focus Area: Staffing
Notes to consider
Hire, Grow and Retain
o Salary
o Training/development
o Hire for heart (consider local)
o Resources and support for staff
Need a sufficient number of staff and capacity to achieve our priorities
Optimization of processes
Year 1-2 Action Items
Hire and retain an adequate number of staff to achieve our priorities
Complete an essentialism evaluation of each department
Provide competitive salaries/benefits and appropriate classifications for all
employees
Provide opportunities for employee growth & succession
Explore other retention and attraction strategies
Provide training and professional development opportunities
Hire for heart
Encourage growth and development of local workforce
o Expand PD explorer program
Explore a wider City employee recognition/commendation program
Work to insure that employees have the tools necessary to do their job
Beyond Year 2 Action Items
Create a long-term strategy to keep employee salaries and benefits competitive
o Continue to maintain and look for opportunities to enhance other hiring,
retention employee growth and development programs
Create a long-term plan for staffing based on projected changes to workload as
community grows/demands change
ITEM NUMBER: C-1
DATE: 04/27/21
ATTACHMENT: 2
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11
Key Focus Area: Unhoused Population
Notes to consider
Routine cleanups
Training of available resources for staff and community
Continue strong relationships with regional partners
Increase support of Community Action Team (CAT)
Year 1-2 Action Items
Perform regular clean-ups of problem encampments
Perform vegetation management activities in the Downtown District
Train and educate staff and community members on available support
resources for our unhoused population
Train and educate staff and community members on compassionate
interactions with our under-represented residents
Establish needed Outreach for Underrepresented Residents (OUR) Team
(formerly known as CAT)
Support partner non-government organizations outreach efforts
Support regional combined approach related to unhoused population
Implement strategies to encourage existing unhoused residents to reduce trash
and litter in public and sensitive environmental areas
Implement strategies for ongoing areas of public concern including design of
public spaces
Provide staff resources to maximize effectiveness (use technology)
Look for opportunities and grants to provide resources to respond to future
opportunities to support underrepresented residents
Beyond Year 2 Action Items
Expand vegetation management activities
Key Focus Area: Community Engagement
Notes to consider
Community Policing
o Strong relationships and trust between PD and the community
Public participation
Emergency Preparedness
Year 1-2 Action Items
Establish needed Outreach for Underrepresented Residents (OUR) Team
(formerly known as CAT)
ITEM NUMBER: C-1
DATE: 04/27/21
ATTACHMENT: 2
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12
Hold more public safety outreach events
Ensure that all messaging is accessible and consistent across all media
platforms
Look for more opportunities for public engagement
Continue online and in-person engagement in decision-making discussions
Improve emergency planning communications with business community
through the fire inspection program
Beyond Year 2 Action Items
Continue robust communications regarding community wildfire preparedness
and evacuation planning
ITEM NUMBER: C-1
DATE: 04/27/21
ATTACHMENT: 2
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13
QUALITY OF LIFE
Definition
We are embracing our warm friendly atmosphere and building on our sense of community by
providing attractions, open spaces, outdoor interactions, and a variety of things to do for all.
Atascadero: Where everybody knows your name and is willing to lend a hand.
Key Focus Area: Things to do
Notes to consider
Outdoor Activities
o Hiking/equestrian/biking trails
o Lake Park/Zoo
Discuss the future of the Zoo (AZA Accreditation)
o Skate park
Galaxy Theater
Recreation / Youth sports
Don’t have to go out of town for “date night” (Come to A-Town for date night)
Events that attract local residents as well as folks from out of town.
Winter Wonderland Colony Day Parade and Tent City
Tamale Festival Wine Festival
Dancing in the Streets Cider Festival
First Fridays (when its safe) Concerts in the park (Community bands)
Attracting private pop-up events / activities
Performing Arts Center
Affordable activities
Year 1-2 Action Items
See Action Items under the “Economic and Community Vibrancy” section
Discuss long-term capital needs of the zoo and the viability of continuing AZA
accreditation
Begin to address key deferred maintenance issues in parks and public spaces
Fund lake quality program to mitigate algae blooms
Beyond Year 2 Action Items
Address additional deferred maintenance issues in parks and public spaces
ITEM NUMBER: C-1
DATE: 04/27/21
ATTACHMENT: 2
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Key Focus Area: Welcoming and Inclusive
Notes to consider
Supportive community
Diversity (in many categories)
Ethnicity (not just skin color- socio-economic, background / thought, etc.)
Community Engagement
o Reach out to new folks
Hiring for Heart
Reach out to Schools and PTAs
Volunteerism
o Atascadero leading in volunteerism
o Make volunteering easier / simpler
o Work with community partners
Awareness of scholarships and sponsorships
Community Beautification
o Environmental improvements
o Clean (trash-free) physical spaces
o Blight removal
Year 1-2 Action Items
Work with and support community partners and volunteers to advance diversity,
inclusion, and community beautification
Use technology to facilitate volunteer opportunities
See Action Items under “Ensuring Public Safety and Providing Exceptional City
Services”
Beyond Year 2 Action Items
ITEM NUMBER: C-1
DATE: 04/27/21
ATTACHMENT: 2
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Key Focus Area: Supporting families
Notes to consider
Spurring the conversation around childcare
Collaborate with partners
Internet / Broadband
Mental health support for adults and children
Affordable housing
Bringing more jobs to Atascadero*
Year 1-2 Action Items
Encourage regional organizations that bring attention to childcare needs in the
community
Continue on-going successful partnerships with organizations such as ECHO,
LINK, and AUSD
Remain involved in regional efforts to improve broadband access to residents
and businesses
Educate staff and community members of availability of mental health
resources that are available in the community
Continue to implement affordable housing policies of the General Plan Housing
Element including minimum densities, objective design standards, small lot
standards, ADU ordinance, and inclusionary housing ordinance
See “Economic and Community Vibrancy” section for other action items
Beyond Year 2 Action Items
Consider a childcare policy statement in the General Plan Update to support
working families
ITEM NUMBER: C-1
DATE: 04/27/21
ATTACHMENT: 2
Page 53 of 58
Description Economic VibrancyFiscal StrategiesPublic Safety & Ex.City Quality of lifeMandatoryD-20HighMediumLowHighCapital D-20 FundsOther FundsMeasure D-20 Tier 1 Subtotals 3,292,600 7,504,100 2,063,750 753,800
1 Police Staffing- 4 officers, 1
dispatcher + 2 vehicles X **676,600 843,000 - 160,000
2 OUR Team/ CAT Team X **208,400 545,500 - 69,000
3 Battalion Chief and SAFER
Firefighter- Staff X **159,280 159,280 - -
4
Citywide Salary Increases,
reclassifications, and retention
strategies
X **800,000 2,000,000 - -
5 Fire Station 1 Rebuild X **650,000 1,500,000 - -
6 Homeless Encampment
Cleanup X **50,000 100,000 - -
7 Asset Management System X **20,000 40,000 - 420,000
8 Vehicle Reserves X **196,500 196,500 158,120 -
9 Building Maint and Replacement
Reserves X **250,000 1,500,000 - -
10 Equipment Reserves X **225,000 500,000 - -
11 CAD/RMS System Replacement X **- - 600,000 -
12 Generator for Templeton
repeater X **- - - 100,000
13 Radio Repeater Replacement X **- - 380,000 -
14 Handheld radio replacement X **- - 652,330 -
15 Increase Fire Operating Budget
Items X **25,000 37,500 - -
16 Life Pak ECG Modem X X - - 4,800 4,800
17 NeoGov X **12,320 12,320 3,500 -
18 Zonehaven maintenance X **9,500 9,500 - -
19 Emergency Planning X **5,000 30,500 - -
20 Replacement of Ambulance X **- 15,000 60,000 -
21 Vegetation Management in
Downtown Creek area X X **- - 55,000 -
22 Trash community cleanup
program X X **5,000 15,000 - -
23 Parks Replacements- dock,
benches, sidewalk repairs, etc X X - - 150,000 -
Sorting Ongoing
Supplemental Budget Requests- Measure D20 Tier 1
CapitalStrategic Priorities
1
ITEM NUMBER: C-1
DATE: 04/27/21
ATTACHMENT: 3
Page 54 of 58
Description Economic VibrancyFiscal StrategiesPublic Safety & Ex.City Quality of lifeMandatoryD-20HighMediumLowHighLowHighGeneral Fund- Tier 1 Subtotals 293,900 627,040 705,690 1,234,450
1 Animal Services Contract X X *33,000 45,000 - -
2 Atascadero Basin-GSP
Development X **- - 5,000 5,000
3 CCCSIF Insurance- Additional
Payment for old claims X X *- - 25,000 157,380
4 Impact Fee Study-Additional
Costs X X *- - 10,000 10,000
5 Office Furniture X X *- - 8,500 8,500
6 Traffic Signal Repairs X X **10,000 10,000
7 Repair and upgrade Zoo
electrical systems X X **- - 30,000 30,000
8 Replace animal food freezer and
walk in cooler X X **- 40,000
9
Increase Zoo operating costs
(utilities, animal food, vet,
uniforms)
X X *55,000 65,000 - -
10 Software Licensing- Microsoft
email retention & compliance X X **25,000 28,000 - -
11 Teen Center Equipment
Replacement X X *450 2,150
12 Software Licensing- GIS
Increased cost X X **5,000 24,900
13
Repairs and replacement of
Pavilion equipment (folding
walls, Chairs and interior
window frames)
X X *- - 1,540 15,220
14 Pavement Markings X X **30,000 50,000 - -
15 Website /Social Media
Technician (new)X X X X **70,000 112,500 1,200 1,800
16 Council Chambers AV
Replacement X X **220,000 220,000
17 Software Licensing- Laserfiche
extra users X **5,080 5,080 27,400 27,400
18 Remote Conference Capability-
Council Chambers X **- - 30,000 90,000
19 Internet Bandwidth X X **3,000 3,000 - -
20 Website update X **4,000 4,000 55,000 55,000
21
Add needed computers,
scanners and printers to the
system
X *1,400 6,600 11,000
22 Electronic Plan Review
Equipment X *1,420 4,260 30,000 -
23 Central Reception Staffing X *35,000 75,800 - 1,000
24 Customer Satisfaction Survey X *1,000 2,500 - -
25 Credit Card Acceptance
Program X *- 150,000 40,000 100,000
26 TOT Tracking/payment software X X **- 10,000 5,000 5,000
27 Update City Engineering
Standards X X *- - 25,000 25,000
28 Maintenance Building Interior
Remodel X **- - 5,000 10,000
29 Turf Mower Replacement X **- - 75,000 75,000
30 Parking Lots and Trails Repairs X *25,000 200,000
31 Essentialism Evaluation X **- - 60,000 80,000
32 Grant Writing Contract Services X X X X **- 12,000 5,000 30,000
33 Atascadero Lake Algae Bloom
Management Program X *20,000 30,000 - -
34 Replace Colony Park Shade
Sails X X **- - 5,000 25,000
35 Sidewalk Inspection and Minor
Repair Program X **5,000 5,000 - -
Supplemental Budget Requests- General Fund Tier 1
Strategic Priorities Sorting Ongoing Capital
2
ITEM NUMBER: C-1
DATE: 04/27/21
ATTACHMENT: 3
Page 55 of 58
Description Economic VibrancyFiscal StrategiesPublic Safety & Ex.City Quality of lifeMandatoryD-20HighMediumLowHighLowHighTier 2 Subtotals 1,436,170 2,717,050 6,699,600 8,855,100
1 CalPERS UAL Additional
Payment X *50,000 600,000 - -
2 Contribution toward CEPPT
Sec 115 Trust X *- - 100,000 1,000,000
3 Police Officers- 1 additional
(5 Total)X **136,000 171,600 - 9,000
4 Dispatchers - 2 additional
(Ttl 3 added)X **183,340 222,920 - -
5 Full Time Records Clerk X **91,670 111,460 - -
6 Sergeant X **172,740 203,810 - -
7 OUR Team- Add'l Officer X **136,000 171,600 9,000
8 OUR Team- Add'l Outreach X **60,000 75,000 - -
9 Our Team - Add'l Mental
health Psych Tech X **125,000 150,000 - -
10 Shift Staffing-Hire 3
Additional Firefighters X **- 368,700 - 12,000
11 Fire Station 2 Remodel X **- - 4,092,910 4,092,910
12 Management Analyst
Position (new)X X X X X **101,290 152,060 5,000 5,000
13 City Stand-by Generators X **2,000 10,000 45,000 800,500
14 Opportunities Reserves for
Programs for Unhoused Pop X **5,000 500,000 5,000 500,000
15
Additional funds for
sidewalks and streets trees
downtown
X X *- - 75,000 75,000
16
PD software-
underrepresented contact
management program
X **- - - -
17 Purchase a Skid Steer
Loader X **1,300 2,000 35,000 35,000
18 Downtown Bird Control
Program X *5,000 25,000
19 Replacement of older/non-
complaint animal exhibits X X *- - 1,000,000 1,000,000
20 Annual Replacement
Reserve for Radios X *29,410 29,410 104,240 104,240
21 Miscellaneous Recreation
Items X *15,000 15,000 - -
22 Hiring new Zoo cashier X *22,000 22,000 - -
23 Establish Primary Survey
Benchmark System X *- - 40,000 40,000
24 Maintenance Worker 1
Addition X **52,560 88,620 - -
25 Corp Yard Fencing
Improvements X **- - 65,000 65,000
26 Vehicle and Equipment
Shelters X **- - 20,000 20,000
27 Towable Boom Lift X X **1,400 1,800 35,000 35,000
28 Part-Time Service Worker X **23,500 28,000 - -
29 Fueling Station X *- 10,000 75,000 100,000
30 Add 2 Turf Mowers to
Replacement Schedule X **16,000 16,000 75,000 75,000
31 Replace Utility Cart X **- - 15,000 15,000
32 Add 3 Utility Carts to
Replacement Schedule X **4,500 4,500 - -
33 Radio Operating increase X **- 33,000 - -
34 New IT vehicle for radios
maintenance needs X **- - 40,000 40,000
35 Replace Avtec Dispatch
Consoles X **- - 40,000 40,000
36 Upgrade the Microwave
radio Network upgrades X **- - 25,000 25,000
Capital
Supplemental Budget Requests- Tier 2
Strategic Priorities Sorting Ongoing
3
ITEM NUMBER: C-1
DATE: 04/27/21
ATTACHMENT: 3
Page 56 of 58
Description Economic VibrancyFiscal StrategiesPublic Safety & Ex.City Quality of lifeMandatoryD-20HighMediumLowHighLowHighCapital
Supplemental Budget Requests- Tier 2
Strategic Priorities Sorting Ongoing
37 Additional IT System
Administrator Position X **123,870 147,680 5,000 5,000
38 Trakit Depreciation X *43,490 43,490 - -
39 Security Camera
Depreciation X **18,200 18,200 - -
40
Software Licensing-
Microsoft audio conferencing
license
X **100 1,200 - -
41 Software Licensing-
Additional GIS X **19,900 19,900 - -
42 Cloud Backup X **20,400 20,400 - -
43
Remote Conference
Capability (8 Conference
rooms, $6,000 per room)
X **- - 48,000 48,000
44
Remote Conference
Capability (3 Conference
rooms, $4,000 per room)
X **- - 12,000 12,000
45 Digital Signatures X *4,000 4,000 - -
46 Wi-Fi Upgrades Zoo X X *12,000 12,000 1,720 1,720
47 Wi-Fi Upgrades City Hall X **3,000 3,000 430 430
48 ClearGov X **5,500 5,500 1,800 1,800
49 Purchase of Rescue (TRT)X **- 25,000 550,000 550,000
50 Deodar Cedar Tables for
City Hall X *- - 10,000 10,000
51 Compaction Roller
Replacement X **- 1,200 30,000 30,000
52 Construction Air Compressor X X **- 1,000 23,000 23,000
53 Volunteer coordination
software program X *2,000 2,000 500 500
54 Parks Repairs /
Replacements X X **- - 150,000 1,000,000
55 Drainage Assessment
Evaluation X **- - 75,000 75,000
4
ITEM NUMBER: C-1
DATE: 04/27/21
ATTACHMENT: 3
Page 57 of 58
Description Economic VibrancyFiscal StrategiesPublic Safety & Ex.City Quality of lifeMandatoryD-20HighMediumLowHighLowHighUse of Replacement Reserves/Identified Funds
1 General Plan Update X X - - 800,000 1,085,000
2
Pave City-owned parking
area behind North ECR
businesses (LTF)
X X 75,000 200,000
3 Storm Drain Replacement
(LTF)X 50,000 250,000 - -
4 Police Replacement
Vehicles X - - 420,000 420,000
5 Computer Replacements X - - 39,600 39,600
6 Server Replacements X - - 28,000 28,000
7 Printer & Scanner
Replacements X - - 8,000 8,000
8 MDT Replacements X - - 67,500 67,500
9 Replacement of Wildland
Engine 7574 X - - 450,000 450,000
Supplemental Budget Requests- Replacement and Other Reserves
Strategic Priorities Sorting Ongoing Capital
5
ITEM NUMBER: C-1
DATE: 04/27/21
ATTACHMENT: 3
Page 58 of 58