HomeMy WebLinkAboutCC_2024_04_20_SP Workshop AgendaPacketNOTICE OF SPECIAL MEETING
ATASCADERO CITY COUNCIL
Saturday, April 20, 2024, 9:00 A.M.
City Hall – Council Chambers
6500 Palma Avenue, Atascadero
(Enter on Lewis Avenue)
*************************************
City Council Workshop
ROLL CALL:
PUBLIC COMMENT:
COUNCIL WORKSHOP:
1. Review of Strategic Priorities and Projects
Council review, discuss, and provide direction as appropriate for the various presentation
items:
a. 2023-2025 Strategic Priorities and Goals (Action Plan)
b. Public Safety Facilities Project
c. Zoo Accreditation
d. Legislative Platform
e. Community Engagement Program
f. Short-term Rentals
g. Essentialism Evaluation and Employee Culture and Mission Statement Updates
h. Dial-A-Ride Program
2. Other Council Topics
***At the discretion of the Mayor, and as time permits, Public Comment
will be open during the discussion of the above topics.***
ADJOURNMENT: The Council will adjourn to the next Regular Session on
Tuesday, April 23, 2024.
Please note: The City Council will be served lunch at 12:00 p.m. Members of the public planning to attend
should provide their own meals.
Page 1 of 31
CITY OF ATASCADERO
CITY COUNCIL STAFF REPORT Item 1
Department: City Manager
Date: 4/20/24
Placement: Management
Report
TO: JAMES R. LEWIS, CITY MANAGER
FROM: LARA CHRISTENSEN, DEPUTY CITY MANAGER
PREPARED BY: LARA CHRISTENSEN, DEPUTY CITY MANAGER
SUBJECT: Review of Strategic Prioritfes and Projects
RECOMMENDATION:
Council review, discuss, and provide staff directfon as appropriate for the various presentatfon
items.
DISCUSSION:
During the two-year budget cycle, the City Council holds an annual workshop to review and
discuss the City Council’s strategic prioritfes and goals and to review the status of the Actfon
Plan. The Actfon Plan is a two-year workplan for City staff, setting out actfons to address the
Council’s strategic prioritfes and related key focus areas. This mid-cycle update provides an
opportunity for staff to highlight progress being made, emphasize special projects and/or
request directfon on actfon items, and allow Council the opportunity to review, discuss and
provide directfon on establishing new prioritfes and/or re-establishing current prioritfes and/or
key focus areas for the upcoming fiscal year.
2023-25 Strategic Prioritfes and Goals (Actfon Plan)
Staff will provide a review of the adopted 2023-2025 Council Strategic Prioritfes and Goals and a
brief Actfon Plan status update, including highlights of special project areas and requestfng any
modificatfons from the Council moving into the upcoming 2024-25 fiscal year.
Public Safety Facilitfes Project
Staff and consultant team will provide an overview of the Public Safety Facilitfes Project
including the Design-Build process, site renderings, mobilizatfon and demobilizatfon, budget,
and tfmeline. Council may provide directfon to staff on the project as appropriate.
Zoo Accreditatfon
Staff will provide an update on the Zoo including the upcoming accreditatfon process for the
Zoo. Council to review, discuss, and provide staff directfon on optfons for the contfnuatfon of
the accreditatfon process.
Page 2 of 31
4/20/24 | Staff Report | Item 1
Legislatfve Platiorm
At the request of the City Council at the December 12, 2023, meetfng, this item is being brought
back for further review and discussion by the Council. Staff will provide an overview of the
items identffied by Council for additfonal discussion.
Community Engagement Program
Staff will provide an overview of the Community Engagement Program. Council may provide
staff directfon on the type, frequency, and locatfon of communicatfons and engagement
optfons.
Short-term Rentals
Staff will provide a brief presentatfon on short-term rentals in the City. Broad discussion and
general Council directfon to staff to potentfally bring forward an item for future discussion by
the Council.
Essentfalism Evaluatfon and Employee Culture and Mission Statement Updates
Staff will provide a brief update to Council on the Essentfalism Evaluatfon currently underway
amongst all City Departments. Staff will also present an update on efforts to enhance employee
culture as well as implementfng the Mission Statement throughout the organizatfon.
Dial-A-Ride Program
Staff will provide a brief presentatfon on the Dial-A-Ride Program in the City. Broad discussion
and general Council directfon to staff on optfons for the future of the program and potentfally
bringing an item forward to Council at a future meetfng.
REVIEWED BY OTHERS:
This item has been reviewed by the Executfve Team.
REVIEWED AND APPROVED FOR COUNCIL AGENDA
James R. Lewis, City Manager
ATTACHMENT(S):
1. Actfon Plan and
2. Legislatfve Platiorm
Page 3 of 31
Atascadero City Council
Staff Report – City Manager’s Office
Update on Council Goals and Action Plan
RECOMMENDATION:
Council receive and file a report on the progress being made relative to the City Council’s
goals.
DISCUSSION:
An integral part of the budget planning process is the development of an action plan
outlining the strategic priorities and actions to be taken in Fiscal Years 2023-2025. The
goal setting workshop held on February 10-11, 2023, was the foundation for both the
Budget and the companion Action Plan. On March 14, 2023, Council adopted the 2023
Strategic Planning Statements and Strategic Priorities (Statements & Priorities) and on
April 25, 2023, Council reviewed the Draft Action Plan providing further direction. In
conjunction with the 2023-2025 Budget, the 2023 Action Plan document was adopted by
Council on June 13, 2023.
The Action Plan was the culmination of a very robust public outreach effort and included
specific actions to address the following three strategic priorities and related key focus
areas:
Strategic Priority: Economic and Community Vibrancy
Key Focus Areas:
• Downtown Viability
• Activation of Underutilized Sites and Nodes
• Business Support and Jobs/Housing Balance
• Neighborhood Compatibility and Wellness
Strategic Priority: Fiscal and Infrastructure Efficiency & Sustainability
Key Focus Areas:
• Asset Management/Replacement/Modernization
• Financial Strategies
• Transparency and Accountability
Strategic Priority: Ensuring Public Safety and Providing Exceptional City Services
Key Focus Areas:
• Staff
• Unhoused Population
• Flourishing Community
Item 1A | 4/20/24
Page 4 of 31
As part of the City’s planning process, the City Council has been extremely consistent in
its desire to not only engage the public in developing the Action Plan, but also in its desire
to be very transparent in the City’s progress in achieving not just the actions, but the
underlying goals in the Action Plan. As part of this transparency, the Council expressed
a desire to receive consistent updates on progress achieved and areas that need more
attention. Tonight’s session is intended to update the Council and the public on the
progress that has been achieved in the strategic priorities and key focus areas since
adoption of the Action Plan seven months ago. This also provides an opportunity for the
public to learn of the City’s progress and share input with the City Council on any of the
priorities and key focus areas prior to priorities and/or key focus areas being reestablished
or new one established. The City Council will review the current Strategic Planning
Statements and Strategic Priorities at a special workshop in April. The staff has made
significant progress addressing the City Council’s key priorities. The City is well on its
way to making substantial progress.
Review of City Goals and Highlighted Action Plan Items
Strategic Priority: Economic and Community Vibrancy
Key Focus Area #1 – Downtown Viability
• Final design/construction plans for the Downtown Infrastructure Enhancement
Project (DIEP) are being completed for an anticipated bid release in April.
• Completed the Downtown paving project and implemented a Community
Engagement program to provide weekly construction updates to businesses and
residents.
• Approved the Restaurant Loan Program to incentivize additional restaurants and
applications are being processed.
• Continue to maintain Atascadero Creek as a quality aesthetic feature in the
downtown through voluntary clean-up programs and ongoing management of
vegetation and fuels in the creek.
• Continued economic development activities to expedite the relocation of
nonconforming uses and occupancy of vacant buildings, encouraged compatible
development on vacant lots, recruited new retail business, engaged the new
owners of the Carlton to build on the success of the hotel, and facilitated
redevelopment of underutilized properties along Sunken Gardens/East Mall/West
Mall.
• Released the Request for Qualifications to facilitate development for City-owned
East Mall properties.
• Encouraged ongoing collaboration with Downtown businesses to promote
Downtown vitality including increased activity and use of The Plaza on El Camino,
establishing and promoting events (such as First Fridays) to stimulate business
activity and facilitating and sponsoring events increasing tourism and activity in the
Downtown.
Key Focus Area #2 – Activation of Underutilized Sites and Nodes
• Completed traffic analysis, concept plans and plan line set-backs for Del Rio
corridor/East El Camino Real/US 101 commercial node and continue to work on
other commercial nodes in conjunction with major development and the General
Plan Update.
Item 1A | 4/20/24
Page 5 of 31
• Continued, creative support of development at commercial nodes throughout the
City where major sites at Del Rio and Dove Creek have approved designs and are
entering construction and and/or final approval phases.
• Utilizing large development projects to assist in the formation of design “themes”
for commercial nodes such as Del Rio marketplace setting a new theme for the
Del Rio node.
• Employing the General Plan Update process to facilitate redevelopment of
underutilized industrial zoned sites and consideration of other site rezoning
potential.
• Continue conversations and pursue options with property owners for the
redevelopment of Colony Square and the Kmart center.
Key Focus Area #3 – Business Support and Jobs/Housing Balance
• General Plan Update process is more than halfway complete and expected to be
finalized and submitted to the Planning Commission and City Council for review
and approval before end of year 2024.
• Continue to facilitate enhancement of fiber-optic broadband infrastructure access
with award of a contract to Astound for fiber installation to provide increased
bandwidth at various City facilities, approval of a zero-fee fiber permit, and
preparing the drafts for micro-trenching and “Dig Once” policies.
• Implemented program to provide low interest loans to restaurants for equipment
purchases.
• Actively participate in regional economic development planning and conversations
to locate businesses to Atascadero.
Strategic Priority: Fiscal and Infrastructure Efficiency & Sustainability
Key Focus Area #1 – Asset Management/Replacement/Modernization
• Examining the life cycle costs for capital projects and purchases and continuing to
look for opportunities and grants to fund infrastructure.
• Working through a taskforce of representatives from all departments to purchase
and implement Asset Management Software to conduct inventory and condition
assessment of City assets, establish procedures for proactive monitoring, and
development of a sustainable replacement plan.
• Collaborating with the Friends of the Charles Paddock Zoo to maximize fundraising
and increase awareness of the Zoo in order to develop a Zoo capital improvement
and funding plan to discern the viability of continuing AZA accreditation.
• Continuing to work on the replacement of Fire Station #1 and upgrades to the
Police Department and Fire Station #2 including onboarding of a program, project
and construction management firm, increasing the annual allocation to reflect high
cost of construction for essential services facilities, and pursuing grants, low
interest loans and financing to fund the project.
• Hired consultant to perform program management for the wastewater treatment
plant retrofit and secondary treatment improvements and budgeted for increased
staffing in Public Works to help with the management of this and other capital
projects.
• Implemented “Essentialism Task Force” to review processes that are non-
essential or could be made more efficient.
Key Focus Area #2 – Financial Strategies
Item 1A | 4/20/24
Page 6 of 31
• Continuing to implement fiscal strategies and adjust plans as needed to allow the
City to respond to changes in a fiscally sustainable manner.
• Continuing to actively look for creative investment opportunities, capitalize on grant
opportunities and exploring public and private partnerships to accomplish Action
Plan goals including hiring and onboarding a grant writing consultant.
• Looking at strategies and possibilities for renewal of Measure F-14 on the 2024
ballot.
Key Focus Area #3 – Transparency and Accountability
• Continuing to utilize technology to increase and clarify transparency and
accountability such as implementing the City’s records management program to
facilitate online access to records, budgeting for a Citywide scanning project in
FY24-25 to increase availability of records, employing an online payment and
tracking system for City fees and payments, and ensuring messaging is accessible
and consistent across all media platforms.
• Completed total overhaul of City website with a new site launched in November
2023.
• Utilizing the Fire Inspection Program to improve and increase emergency planning
communications with the business community.
• Implementing a Community Engagement program to build trust and rapport with
the community at large including presenting at quarterly Chamber hosted Talk on
the Block events, electronic newsletters, and increased use of social media.
• Continuing to refine the annual Measure D-20 and Measure F-14 reports and
utilizing the Community Engagement program to highlight use of funds generated
by these sales tax measures.
• Making access to financial data such as budget information more user friendly and
increasing accessibility to meetings.
Strategic Priority: Ensuring Public Safety and Providing Exceptional City Services
Key Focus Area #1 – Staff
• Continuing to hire and retain an adequate level of staffing to achieve Council
priorities such as budgeted for an 8th dispatch position in FY24-25, exploring grant
opportunities to fund administrative positions to reduce span of control for Public
Safety supervision, and adding one additional firefighter to increase Fire &
Emergency response resources.
• Providing competitive salaries/benefits and appropriate classifications for all
employees.
• Working to ensure employees have adequate resources to perform duties such as
replacing 6 aging police vehicles, replacing AED and heart monitors, purchasing
new turnouts and expecting delivery of a new Wildland Engine, ordering a new
structure engine, purchasing a new freezer and x-ray machine for the Zoo,
purchasing new 4X4 vehicle for building inspections, purchase of compactor/roller,
mini-excavator, and dump trailer and budgeted for replacement pickup trucks and
utility trucks in Public Works.
• Continuing to support and promote mental health and wellness services through
the implementation of peer support programs and mental health services in the
Police and Fire Departments and utilizing AEDAC to promote Citywide employee
wellness.
Item 1A | 4/20/24
Page 7 of 31
• Hosting an all-staff event, All for Atascadero! All In!, to highlight the importance of
a cohesive culture that emphasizes working together as one team and treating
each other like family.
• Rolled out updated mission statement communitywide through the all-staff event
which included items for employees to promote the work they do for the City and
their commitment to the mission statement.
• Hired new key staff members including a new Police Chief and City Attorney.
• Completed a rebranding campaign updating the City’s brands to modernize the
City’s image and enhance staff and community credibility and pride.
Key Focus Area #2 – Unhoused Population
• Established the Outreach for Underrepresented Residents (OUR) Team program
with a focus on connecting homeless/underrepresented individuals with services,
providing a resource for community concerns, and participating in multi-
jurisdictional information sharing system.
• Continuing to participate in crafting and developing regional solutions to address
homelessness, collaborating with the County in looking for opportunities and
grants to provide resources to respond to future opportunities to support
underrepresented residents, and supporting partner non-government
organizations outreach efforts.
• Revised the Municipal Code to strengthen the camping ordinance and in process
of drafting a shopping cart ordinance that does not require a large upfront capital
investment from local businesses.
• Continuing to expand training and education of staff and community members on
available support resources for our unhoused population and training and
educating staff and community members on compassionate interactions with our
underrepresented residents.
• Performed 38 clean-ups of problem encampments since July 1, 2023.
• Strengthened communication and partnership with ECHO.
• Continued active participation in countywide task forces addressing
homelessness.
Key Focus Area #3 – Flourishing Community
• Signature events continue to be planned and hosted and new or expanded
signature events are in the works.
• Completing the draft Digital Inclusion Strategy to ensure that all residents and
businesses are afforded the ability to connect to and use the new broadband fiber
network.
• Implementing new recreation leagues for both youth and adult and continuing to
look for opportunities to provide additional recreational activities to the community.
• Working collaboratively with the Atascadero Unified School District and middle and
high school principals on common issues and partnering to increase community
access to recreation activities.
• Continuing robust communications regarding emergency preparedness such as
community wildfire preparedness, evacuation planning, and storm preparedness
utilizing social media, community newsletters, billboards, Zonehaven, and the
Wildfire Consultation program.
Item 1A | 4/20/24
Page 8 of 31
FISCAL IMPACT:
None.
ATTACHMENT:
1. Adopted Action Plan 2023-2025
Item 1A | 4/20/24
Page 9 of 31
CITY OF ATASCADERO
Action Plan
Approved 6/13/23
Item 1B | 4/20/24
Page 10 of 31
Table of Contents
Strategic Priorities ...................................................................................................................... 3
ECONOMIC AND COMMUNITY VIBRANCY ......................................................................... 4
Downtown Vitality ................................................................................................................ 4
Activation of Underutilized Sites and Nodes ........................................................................ 5
Business Support and Jobs/Housing Balance ..................................................................... 6
Neighborhood Compatibility and Wellness .......................................................................... 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 and Accountability ............................................................. 9
ENSURING PUBLIC SAFETY AND PROVIDING EXCEPTIONAL CITY SERVICES ............10
Key Focus Area: Staff ........................................................................................................10
Key Focus Area: Unhoused Population ..............................................................................11
Key Focus Area: Flourishing Community ...........................................................................11
Item 1B | 4/20/24
Page 11 of 31
Strategic Priorities
Three current strategic priorities were carried forward from the 2021-2023 Strategic Plan and
were reshaped with revised key areas of focus.
▪ Economic and Community Vibrancy
▪ Fiscal and Infrastructure Efficiency & Sustainability
▪ Ensuring Public Safety and Providing Exceptional City Services
Item 1B | 4/20/24
Page 12 of 31
ECONOMIC AND COMMUNITY VIBRANCY
Key Focus Areas:
• Downtown Vitality
• Activation of Underutilized Sites and Nodes
• Business Support and Jobs/Housing Balance
• Neighborhood Compatibility and Wellness
Downtown Vitality
• Construct the Downtown Infrastructure Enhancement Plan (DIEP) to provide
increased safety, Downtown walkability, business support, parking availability IN
PROGRESS.
o Conduct purposeful, targeted campaign for ‘We Are Open for Business’ as
part of the Downtown Infrastructure Enhancement Plan (DIEP) ONGOING
• Complete Downtown paving project (pavement markings, ADA ramps, drainage
issues, sidewalk repairs) COMPLETE
• Continue Street Tree Renewal Program with goal of having all trees and tree wells
replaced and/or filled in compliance with adopted Street Tree Renewal Program
(throughout the Downtown core) ONGOING
o Establish Downtown Streetscape Education Campaign that communicates
ownership and maintenance responsibilities of trees, sidewalks, streets, etc
• Facilitate Chamber/ Business Improvement Area (BIA) project to install string lights
over Entrada Ave ONGOING
• Maintain the Atascadero Creek as a quality aesthetic feature to be enjoyed by all
o Promote the voluntary creek clean-up program as a way to keep the creek
free of trash ONGOING
o Explore permits and programs to manage vegetation and fuels in the creek
ONGOING
o Continue homeless outreach programs and the Orange Bag Program to
help keep the creek clean, safe and healthy ONGOING
• Incentivize additional restaurants through the Restaurant Loan Program
ONGOING
• Explore zoning code changes to increase vibrancy ONGOING
o Research the ability to enforce regular operating hours IN PROGRESS
o Introduce a better definition of retail zoning in the Downtown IN
PROGRESS
o Consider up-zoning/mixed-use/potential incentives as part of the General
Plan Update ONGOING
o Explore incentives and code revisions to expedite the relocation of
nonconforming uses and the occupancy of vacant buildings Downtown
ONGOING
o Consider adjusting building height limitations in the Downtown as part of the
general plan process and future zoning updates IN PROGRESS
Item 1B | 4/20/24
Page 13 of 31
• Engage property owners and tenants to encourage compatible development of
vacant lots ONGOING
• Continue to facilitate and promote current and future uses of vacant lots in Colony
Square ONGOING
• Continue to facilitate continued operation of the Downtown theater ONGOING
• Facilitate redevelopment of underutilized properties along Sunken Gardens/East
Mall/West Mall IN PROGRESS
• Facilitate development of City-owned East Mall properties: ONGOING
o Research ways to incentivize development of property consistent with
Council long-term vision and PD37 ($0 sale or forgivable loan)
o Ensure sale and development of properties are done without delay
o Complete sale of property to developer and facilitate prompt development
of properties in accordance with PD37
• Aggressively pursue the Armory site as a potential location for the Public Safety
Center/Fire Station #1 COMPLETE (site abandoned and project reworked)
• Implement Police Department special assignment position to provide business
liaison to address Downtown concerns PLANNED
• Acknowledge historical significance & importance of Printery in Downtown and
look for opportunities to assist the Printery in obtaining grant funding. ONGOING
• Continue to plan and host successful signature events ONGOING
• Look for opportunities to facilitate and sponsor events designed to increase tourist
activity ONGOING
• Continue to build out First Friday events designed to stimulate business activity in
the Downtown IN PROGRESS
• Facilitate increased activity and use of The Plaza on El Camino ONGOING
• Communicate collaboratively with businesses to encourage a sense of pride,
ownership, positive attitude, and harmony that promotes Downtown vibrancy
ONGOING
Activation of Underutilized Sites and Nodes
• Consider developing design “themes” for Commercial Nodes ONGOING
• Complete transportation operational analysis, develop transportation concept plan,
and adopt plan lines at nodes IN PROGRESS
• Creatively support development at Del Rio, Dove Creek & San Anselmo nodes IN
PROGRESS
o Begin exploring transportation improvements at San Anselmo/ECR and
San Anselmo/101 intersections ONGOING
• Investigate potential rezone/road abandonment for The Oaks Center (Spencer’s,
Guest House, et.al) IN PROGRESS
• Creatively support retail or hospitality buildout of Springhill/Home Depot node
ONGOING
• Facilitate redevelopment of underutilized industrial zoned sites (Via, Sycamore)
Item 1B | 4/20/24
Page 14 of 31
Business Support and Jobs/Housing Balance
• Pursue land uses that support business and jobs/housing balance ONGOING
o Complete General Plan Update and begin General Plan implementation
strategies including municipal code updates designed to streamline zoning
policies IN PROGESS
o Continue to work toward meeting our RHNA affordable housing goals
ONGOING
• Continue to facilitate enhancement of fiber-optic broadband infrastructure access
for residents and businesses IN PROGRESS
o Leverage earmarked broadband funds to increase broadband speed,
reliability and access, while reducing costs for residents and businesses
o Use completed Broadband Strategic Plan to apply for additional available
funding through Federal and State grants to advance connectivity
o Find ways to increase consumer ISP choices
o Consider adjusting permitting fees to encourage fiber-optic broadband
development COMPLETE
o Develop micro-trenching policy IN PROGRESS
o Consider developing a “Dig Once” policy IN PROGRESS
• Investigate ways we can support and capitalize on the proposed Space Port
• Look for ways to toot our own horn and continue to publish proof that we are easy
to work with! ONGOING
• Launch a business attraction social media campaign ONGOING
• Continue to support regional economic development efforts ONGOING
• Support expansion of family entertainment opportunities
• Continue to support Chamber and other non-profit partnerships ONGOING
Neighborhood Compatibility and Wellness
• Establish Objective Design Guidelines to support Quality Development and
transitions between zoning districts IN PROGRESS
• Look for opportunities for trail/pedestrian connections IN PROGRESS
• Prepare thoughtful, targeted educational materials for residents/neighbors on SB
9, ADUs, and zoning IN PROGRESS
• Participate in and present at local ADU workshops PLANNED
• Explore options for short-term rental ordinance by bringing a discussion item to
Council. (No staff report)
Item 1B | 4/20/24
Page 15 of 31
FISCAL AND INFRASTRUCTURE EFFICIENCY &
SUSTAINABILITY
Key Focus Areas:
• Asset Management/Replacement/Modernization
• Financial Strategies
• Transparency and Accountability
Asset Management/Replacement/Modernization
• Examine life cycle costs for capital projects and purchases ONGOING
• Look for opportunities and grants to fund infrastructure ONGOING
• Purchase and implement Asset Management software IN PROGRESS
o Conduct inventory and condition assessment of City assets PLANNED
o Establish procedures for proactive monitoring PLANNED
o Develop a sustainable replacement plan and prioritize funding for City
assets PLANNED
• Begin replacing Fire Station #1 IN PROGRESS
o Aggressively pursue obtaining Armory property within first year
COMPLETE
o Explore feasibility of co-located Public Safety Center for Fire, Police,
Dispatch and Emergency Operation Center (EOC) COMPLETE
o Pursue grants, low interest loans and financing to fund project ONGOING
o Increase projected annual allocation to reflect high cost of construction for
essential services facilities COMPLETE
• Develop Zoo capital improvement and funding plan to discern the viability of
continuing AZA accreditation
o Collaborate with Friends of the Charles Paddock Zoo (Friends) to maximize
fundraising and increase awareness IN PROGRESS
o Work with Friends to develop and implement plan to raise $1,000,000 in the
next two years for construction of the Madagascar Biodiversity Hot Spot IN
PROGRESS
o Consider City matching capital funding for Madagascar Biodiversity Hot
Spot COMPLETE
• Update wastewater treatment plant retrofit and secondary treatment improvements
IN PROGRESS
o Add additional staff and/or consultants to manage Wastewater
Treatment Plant Update Project COMPLETE
o Begin design of treatment plant upgrades ONGOING
o Pursue grants, low interest loans and financing to fund project ONGOING
o Discuss potential policies related to wastewater capacity charges and other
development fees that may discourage desired business types ONGOING
Item 1B | 4/20/24
Page 16 of 31
o Pursue collaboration with Atascadero State Hospital on common
wastewater solutions ONGOING
o Based on the availability of grant funding, begin planning to extend sewer
to priority eligible sewer expansion areas IN PROGRESS
• Continue to address key deferred maintenance issues in parks and public facilities
ONGOING
• Begin replacement of the financial system PLANNED
• Expand energy infrastructure (back-up generators, redundancy) IN PROGRESS
• Consider sidewalk repair amnesty or other limited assistance program PLANNED
• Update City Engineering Standards to provide safe and consistent public
improvements PLANNED
Financial Strategies
• Develop balanced strategy of operational expenditures vs. capital/one-time
expenditures that will accommodate future growth ONGOING
• Adopt budgets and fiscal strategies that: ONGOING
o Continue conservative Council/general fiscal strategy
o Prepare the City for changing economic conditions
o Build and maintain responsible reserves for asset replacement
o Maintain a healthy general fund reserve
• Continue fiscal strategies and adjust plans as needed to allow the City to respond
to changes in a fiscally sustainable manner ONGOING
• Renew F-14 on the 2024 ballot PLANNED
• Implement opportunities, strategies and plans to grow the organization as the
community grows IN PROGRESS
• Invest in full and part time staff ONGOING
• Develop responsible reserves for unfunded liabilities (non-asset) PLANNED
o Explore and consider funding Section 115 Trust for pensions
o Consider additional payments for unfunded pension liability (UAL)
• Ensure that the resources (tools, equipment, facilities, technology) are available to
assist staff and to build staff capacity IN PROGRESS
• Identify and invest in tools, equipment and facilities to increase long-term
operational efficiencies. Invest in:
o Agenda management solution IN PROGRESS
o Digital plan check software, equipment and process PLANNED
o Records organization, scanning and destruction ONGOING
o Other time savers
• Prepare and strategically implement new impact fee study PLANNED
• Perform critical third-party review of permitting process towards essentialism IN
PROGRESS (moved in-house)
• Remain active in the League of CA Cities for City’s rights and sales tax allocation
statewide ONGOING
• Actively look for creative investment opportunities IN PROGRESS
• Capitalize on grant opportunities to accomplish action plan goals IN PROGRESS
Item 1B | 4/20/24
Page 17 of 31
• Explore public and private partnerships to achieve action plan goals IN
PROGRESS
• Establish Citywide primary survey benchmark system to reduce Public Works and
Technology staff time and to streamline development PLANNED
• Hire grant writing consultant COMPLETE
Transparency and Accountability
• Continue to look for ways in which technology can increase and clarify
transparency and accountability IN PROGRESS
• Complete overhaul of City website. (simplify, eliminate old data and make it more
efficient) COMPLETE
o Continue to devote resources to keep website up-to-date ONGOING
• Continue and build upon outreach efforts for Measure D-20 and Measure F-14
sales tax measures IN PROGRESS
o Develop outreach program highlighting available information on use of F-14
funds IN PROGRESS
o Refine Measure D-20 annual report to include results and performance
measures COMPLETE
o Continue to publish and distribute Measure D-20 and Measure F-14 annual
reports ONGOING
• Improve transparency and understandability of financial reports PLANNED
o Consider alternate financial presentation to demonstrate balanced budget
o Make Finance Committee meetings available virtually
• Implement records management program to facilitate access to public records IN
PROGRESS (Laserfiche)
• Increase transparency and public awareness of Zoo IN PROGRESS
• Implement an online payment and tracking system for City fees and tax payments
IN PROGRESS
• Create and incentivize a new customer satisfaction survey for permit/planning
processes
• Ensure that all messaging is accessible and consistent across all media platforms
ONGOING
• Improve wi-fi at City Hall and the Zoo IN PROGRESS
• Continue community engagement in decision-making discussions ONGOING
• Improve emergency planning communications with business community through
the fire inspection program ONGOING
Item 1B | 4/20/24
Page 18 of 31
ENSURING PUBLIC SAFETY AND PROVIDING EXCEPTIONAL
CITY SERVICES
Key Focus Areas:
• Staff
• Unhoused Population
• Flourishing Community
Staff
• Hire and retain an adequate level of staffing to achieve our priorities ONGOING
o Work toward long-term goal of 2 emergency dispatchers on duty at all times
o Develop and implement organizational changes to reduce span of control
for Public Safety supervision ONGOING
o Work toward long-term goal of additional Fire & Emergency Response
resources- ONGOING
o Develop strategies to ensure adequate staffing based on projected changes
to workload as community grows/demands change ONGOING
• Provide competitive salaries/benefits and appropriate classifications for all
employees ONGOING
• Continue to maintain and look for opportunities to enhance other hiring, retention,
employee growth and development programs ONGOING
o Provide training and professional development opportunities
o Facilitate employee promotional opportunities with an eye toward
succession planning IN PROGRESS
o Explore a wider City employee recognition/commendation program
o Explore other retention and attraction strategies (low cost loans?)
o Designing/Implementing apprenticeship programs
• Work to ensure that employees have the tools necessary to do their job –
ONGOING
• Continue to support and promote mental health and wellness services for
employees – ONGOING
• Continue to prioritize a cohesive culture that emphasizes working together as one
team (no silos) and treating each other like family. ONGOING
• Complete an essentialism evaluation of each department to identify lower priority
programs and activities IN PROGRESS
• Roll out updated mission statement COMPLETE
• Hire for heart ONGOING
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Unhoused Population
• Expand training and education of staff and community members on available
support resources for our unhoused population ONGOING
• Continue to train and educate staff and community members on compassionate
interactions with our under-represented residents ONGOING
• Build Outreach for Underrepresented Residents (OUR) Team program with a focus
on: COMPLETE
o Connecting homeless/underrepresented individuals with services
ONGOING
o Providing a resource for community concerns
o Participate in multi-jurisdictional information sharing system to more
effectively provide services and respond to community needs ONGOING
• Look for opportunities to assist Non-profits in facilitating pathways out of
homelessness ONGOING
• Participate in crafting and developing regional solutions to address homelessness
ONGOING
• Advocate for addiction and mental health programs PLANNED
• Collaborate with the County in looking for opportunities and grants to provide
resources to respond to future opportunities to support underrepresented residents
ONGOING
• Optimize use of opioid settlement funds to support local programs and
partnerships
• Support partner non-government organizations outreach efforts ONGOING
• Consider revisions to the municipal code to strengthen the camping ordinance and
create a shopping cart ordinance that does not require a large upfront capital
investment from local businesses IN PROGRESS
• Implement strategies for ongoing areas of public concern including design of public
spaces ONGOING
• Continue to perform regular clean-ups of problem encampments ONGOING
• Continue to perform vegetation management activities in the Downtown District
ONGOING
Flourishing Community
• Adopt list of historic structures and implement General Plan policy ONGOING
• Implement Community Choice Energy IN PROGRESS
• Continue to meet requirements for AZA accreditation for the Charles Paddock Zoo
IN PROGRESS
• Consider name change for Zoo to Central Coast Charles Paddock Zoo IN
PROGRESS
• Increase awareness of available recreational scholarships for lower income
residents ONGOING
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• Consider expanding recreational scholarship program to all low-income residents
IN PROGRESS
• Improve communications with the schools on common city/school issues like
vaping, food distribution resources and safe corridors for kids ONGOING
• Continue robust communications regarding community wildfire preparedness and
evacuation planning – ONGOING
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City of Atascadero
2024 Federal and State Legislative Platform
Reaffirmed by the City Council on December 12, 2023
PURPOSE
The Legislatfve Platiorm establishes the prioritfes, principles, and policy statement of the City of
Atascadero City Council and creates the basis for its advocacy efforts, alertfng our legislators and
legislatfve partners of the greatest needs of our residents and where we may need additfonal
help. The Platiorm provides general directfon to City departments, legislatfve advocates,
delegatfon members, and the public on our positfons on critfcal policy matters that may impact
how the City does business. Adoptfon of a legislatfve platiorm by the City Council streamlines
the City’s advocacy efforts by enabling City staff to take immediate actfon on pressing legislatfve
items efficiently and without delay under City Council directfon.
Throughout the legislatfve session, the City will review and take positfons on various policy and
budget items at the State and Federal levels. When a recommended positfon is consistent with
existfng City policy, as adopted in the Platiorm, the City Manager’s Office will prepare a positfon
letter for the Mayor’s signature.
PRIORITY POLICY AREAS
Throughout the year, the City will respond to various legislatfve items, but three policy areas will
remain a priority.
o Affordable Housing and Homeless Resources – The City contfnues to support policies
and funding mechanisms for affordable housing and homeless resources as long as the
state provides direct funds to support such efforts. In partnership with the County and
State, the City strives to permanently reduce homelessness in Atascadero by protectfng
the health and safety of all residents, increasing housing opportunitfes, enhancing the
system of care, improving public policy and engagement, and strengthening regional
capacity to address homelessness. Affordable and permanent supportfve housing is a vital
component in addressing homelessness, and the City desires to make housing accessible
to all income and service levels needed as funding is available.
o Infrastructure Funding – The City faces a significant amount of deferred maintenance
and unfunded capital projects. Over $150 million of unfunded capital and maintenance
projects are outstanding over the next five years, the largest being in streets and public
buildings. Priority projects for infrastructure funding include constructfon of a new Fire
Statfon 1, renovatfon of the Police Statfon and Fire Statfon 2, constructfon of a new
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wastewater treatment plant, street paving, highway bridge widening, additfonal fire
statfon for wildfire protectfon, and additfonal parks and sports facilitfes.
o Maintaining Local Control – The City of Atascadero is committed to preserving local
control and decision-making authority, along with state and local funding sources, and
opposes unfunded or inadequately funded mandates or loss of local land use control or
reductfon of crime enforcement. The City supports ongoing engagement between state
and local governments to ensure local control is maintained and responsible housing
development is promoted in a collaboratfve effort.
POLICY STATEMENTS
COMMUNITY DEVELOPMENT: Monitor and support efforts that encourage economic
development; strengthen local government’s capability to implement orderly plans for growth,
development, and conservatfon consistent with the City’s development patterns; seek
additfonal funding through grants and other possible revenue streams for housing and
neighborhood revitalizatfon programs.
State
• Support legislatfon that provides citfes with tools and resources that promote and
stfmulate economic development.
• Support local, county, and state efforts to attract, retain and provide incentfves for current
and future commercial and industrial businesses; to jointly leverage resources and assets
to develop economic and entertainment centers in Atascadero.
• Support incentfvizes for private investment, technological innovatfon, and job creatfon
throughout the city.
• Support programs that enable local government to finance economic revitalizatfon;
pursue tax-increment financing through Enhanced Infrastructure Financing District (EIFD),
or similar redevelopment strategies.
• Support efforts to protect local control over planning and land use while strengthening
local agencies’ legal and fiscal capability to prepare, adopt, and implement financial plans
for orderly growth, development, beautfficatfon, and conservatfon of local planning areas.
• Support legislatfon that provides additfonal resources, including adequate funding, to
local agencies to address regional growth issues such as air quality, water quality, air
pollutfon, transportatfon corridors, and homelessness.
• Oppose efforts to penalize RHNA non-performance without specific entftlement funding
from the State to support local development of affordable housing and related
infrastructure.
• Monitor local, state, and federal actfons related to medical and recreatfonal marijuana
regulatory changes; support legislatfon that strengthens local governments’ regulatory
authority and control over sitfng of marijuana businesses.
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• Seek modificatfon to the current state guidelines on the dispositfon of City surplus
property, allowing more flexibility on how disposed property may be developed.
• Seek additfonal direct funding sources, including grants, for affordable housing such as,
constructfon of affordable housing projects, after-school/preschool programs, health and
fitness programs, and downtown economic development.
• Support efforts to create efficiencies within CEQA and support efforts to limit delays in the
local planning and development process.
• Support legislatfon that prevents CEQA lawsuits from being filed for any reason other than
a bonafide environmental impact.
• Oppose legislatfon that changes local land use policies at the state level that are
inconsistent with the General Plan or orderly neighborhood development.
• Advocate for legislatfon and/or state policies that recognize and consider rural bedroom
communitfes already experiencing a jobs/housing imbalance differently than urban
centers when it comes to implementatfon of housing policy mandates.
Federal
• Monitor federal mandates that affect economic development, land-use planning,
neighborhood rehabilitatfon, revitalizatfon, and oppose any additfonal redundant or
cumbersome mandates/restrictfons.
• Support federal efforts to engage tourism and federal reimbursement rates that allow for
business in the Central Coast of California.
EMPLOYEE RELATIONS: Monitor impacts of legislatfon or reform affectfng public employees’
benefits, rights, and labor relatfons.
State
• Monitor legislatfon and regulatfons affectfng labor relatfons, employee rights, benefits,
and working conditfons.
• Oppose legislatfon and regulatfons that further erode the management rights of public
employers.
• Preserve a balance between the needs of the employees and the resources of public
employers that have a legal fiduciary responsibility to taxpayers.
• Oppose legislatfon or reform that would have California Public Employees’ Retfrement
System (CalPERS) reduce flexibility in utflizing retfred employees for critfcal services, or
otherwise impact optfons for the City’s service delivery.
• Work in partnership with other groups and stakeholders to promote sustainable and
secure public pension systems to help ensure responsive and affordable public services.
• Support legislatfon that would control medical and legal costs related to workers’
compensatfon, especially for safety employees.
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FIRE/EMS/DISASTER PREPAREDNESS: Seek and support funding for various fire, EMS, and
disaster preparedness projects, including specific federal funding for enhancements to the
Emergency Operatfons Center and Fire Training Facility.
State
• Support efforts to address and/or fund disaster preparedness and operatfonal needs at
the city and county levels, partfcularly communicatfon equipment, PG&E Public Safety
Power Shutoff (PSPS) events, training, or ongoing operatfons and maintenance costs.
• Support efforts to fund and/or improve disaster preparedness, including evacuatfon
preparedness and emergency fire responsiveness; healthy vegetatfon management;
climate adaptatfon and resilience; and homeowner’s insurance reform.
• Seek funding and support for Critfcal Incident Stress Management (CISM) training and
programs to address Post Traumatfc Stress Disorder (PTSD) effects on public safety and
administratfon.
• Monitor legislatfon and potentfal reform surrounding the state EMS Act and Local EMS
Agency (LEMSAs) authority regarding EMS delivery in the City.
• Seek funding and possible legislatfon to recover costs associated with preparing for and
recovering from PSPS events.
• Seek funding for new or enhanced public safety facilitfes.
Federal
• Support funding for Urban Search & Rescue (US&R), Hazardous Materials (HAZMAT),
Community Emergency Response Team (CERT), Staffing for Adequate Fire and Emergency
Response (SAFER), Emergency Medical Technicians (EMT), Emergency Medical Services
(EMS), Assistance to Firefighters Grants (AFG), and Physical Fitness funding in order to
strengthen existfng programs, replace outdated equipment, provide training, safety gear
and contfnuing educatfon, and to increase public awareness about Emergency Awareness
and Fire Safety.
• Support and apply for funding to enhance the City’s Emergency Operatfons Center, Fire
response resources and disaster preparedness capabilitfes.
GOVERNMENT ADMINISTRATION & BUDGET/FINANCE: Protect and secure local authority
and revenue sources to preserve existfng infrastructure and community programs. Support
legislatfon and funding that helps the City of Atascadero provide residents with equitable access
to City programs and services.
State
• Oppose any effort to eliminate or cap the tax-exempt status of municipal bonds - one of
the few remaining tools for local governments to finance large capital projects.
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• Seek, promote, and implement new or alternatfve approaches that may replace
redevelopment funding mechanisms that deliver positfve benefits to Atascadero.
• Oppose any attempts to restrict local authority concerning issues that affect local
communitfes.
• Oppose attempts to decrease, restrict, or eliminate city revenue sources. Oppose any
efforts at the state level to retain additfonal revenues currently dedicated to local
government for state purposes.
• Oppose measures that would impose state-mandated costs for which there is no guarantee
of local reimbursement or offsetting benefits (i.e., unfunded mandates). Monitor
legislatfon affectfng accountfng rules and financial reportfng for both changes and conflicts
between federal and state regulatfons.
• Seek modificatfon to state and local sales tax use and allocatfon, specifically online sales
tax from the County pool to the city where the purchase is made.
• Monitor potentfal legislatfon that makes mandatory changes to district electfon policy and
procedures.
• Support state actfon and funding to assist citfes in maintaining local services and relief
programs for residents and businesses.
• Monitor legislatfon relatfng to records retentfon and seek funding to assist with physical
and digital storage and retrieval of documents and records relatfng to efforts to comply
with the Public Records Act.
Federal
• Monitor the progress of the federal budget committee and the budget’s effects on local
government.
• Support federal actfon and funding to assist citfes in maintaining local services and
pandemic relief programs for residents and businesses.
INFORMATION TECHNOLOGY AND CYBER SECURITY: Support legislatfve initfatfves and
pursue funding to promote data and technology to create efficiencies, promote economic
development, enhance public safety, improve transportatfon and mobility, improve
sustainability, maintain and improve cyber security, enhance the municipal quality of life factors,
and help solve civic challenges.
State
• Advocate for legislatfon and funding to prevent and reduce cybercrime that would impact
municipal services and support efforts to protect, prevent, and resolve cyber security
attacks and breaches.
• Support and advocate for funding for technological advances for the proper digitfzatfon
and archival of vital City records to ensure transparency, accessibility, and posterity of
records.
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• Support legislatfon and regulatfons that ensure emergency communicatfon capabilitfes and
interoperability for informatfon technology and public safety department and agencies.
• Support legislatfon for cost-effectfve environmental technology initfatfves.
• Support policies that enhance digital inclusion and seek to overcome the digital divide,
such as expanding broadband access.
Federal
• Advocate for legislatfon and funding to prevent and reduce cybercrime that would impact
municipal services and support efforts to protect, prevent, and resolve cyber security
attacks and breaches.
HOUSING/HOMELESSNESS: Monitor and support sustainable funding for various levels of
housing to address California’s housing and homeless crisis; neighborhood revitalizatfon
programs; improve cumbersome state funding allocatfon process and requirements; increase
local funding and opportunitfes for substance abuse and/or mental health related
homelessness, seek additfonal funding through grants and other types of revenue sources that
improve and sustain quality of life for all Atascadero residents, including those who are
homeless or at risk of homelessness.
State
• Develop, seek, and support legislatfon to provide the City with tools and resources that
promote and stfmulate housing development in areas of most need as determined by the
City.
• Support state budget policies and related legislatfon that provide sustainable and reliable
funding for homeless, workforce and affordable housing for persons of very low- to
moderate-incomes.
• Monitor state mandates that can potentfally delay housing development, housing
rehabilitatfon, and neighborhood revitalizatfon efforts.
• Support owner-occupancy through homeowner housing and homebuyer assistance
programs that foster long-term neighborhood investment and stabilizatfon.
• Propose modificatfons to any programs that fund affordable housing programs and projects
that do not provide funds to administer and deliver them.
• Pursue additfonal funding sources, including grants, to produce workforce and affordable
housing for lower income households. Housing types to include single residence occupancy
units, multffamily units, and accessory dwelling units.
• Support and/or pursue changes to the Surplus Land Act that currently limits local authority
to dispose of property where proceeds can be used for local prioritfes in additfon to
affordable housing development.
• Contfnue oppositfon to state efforts to mandate constructfon of new unfunded affordable
housing and penaltfes that would penalize citfes that fail to meet under-funded Regional
Housing Needs Assessment requirements for new housing constructfon.
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• Support legislatfon that increases mental health funding, services, and resources for
homeless individuals, including crisis interventfon, mobile outreach, diagnosis, streamlined
access to medicatfon, and dual diagnosis.
• Support legislatfon and resources that support mental health resources, such as access to
psychiatric facilitfes, behavioral health care treatment, and street-based services.
• Support ongoing state investment for homeless services, homelessness preventfon, and
rapid rehousing/supportfve housing to meet the needs of those experiencing
homelessness and the chronically homeless.
• Improve state funding allocatfon process and requirements for emergency shelters,
homeless preventfon, and supportfve services for homeless and those at risk of
homelessness.
• Increase local funding and opportunitfes for substance abuse and/or mental health related
homelessness.
• Support legislatfon and policy that provides opportunity for regional collaboratfon of
services and funding that most effectfvely and efficiently serves homeless and those at risk
of homelessness.
Federal
• Monitor federal mandates that affect housing rehabilitatfon, neighborhood revitalizatfon,
and homeowner/homebuyer assistance programs, and contfnue oppositfon to additfonal
mandates/restrictfons that delay development.
• Urge Congressional actfon to adopt federal spending plans that provide sustainable,
reliable funding for priority local programs such as Home Investment Partnerships Program
(HOME), Community Development Block Grant (CDBG), Veteran’s Affairs Supportfve
Housing (VASH) vouchers and U.S. Department of Housing and Urban Development (HUD)
Sectfon 8 funds. Monitor budget bills to ensure that administratfve and program funding is
not provided at levels below what is required to manage these programs.
PARKS AND RECREATION: Support investment in policy and funding that creates equitable
access to City programs, parks, open space and recreatfon and that fosters actfve and healthy
lifestyles.
State
• Support youth funding and policies that promote healthy lifestyles, proper nutritfon, life
skills, college preparatfon, job experience training, antfbullying awareness, decrease
obesity and diabetes, and funding incentfves for inter-generatfonal programming.
• Seek funding and support legislatfon for trail improvements, park development,
enhancement, and expansion. Offer Prop 68 funding or similar opportunitfes annually.
• Support senior funding and policies that promote healthy lifestyles, financial protectfon
and security, safety measures, proper nutritfon, and funding incentfves for
intergeneratfonal programming.
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• Seek funding and resources to provide more opportunitfes for at-risk youth to access
youth programming.
• Seek and support funding and policies that promote equity of access to recreatfonal
programming for people with disabilitfes, and funding incentfves for adaptfve recreatfon
programming.
• Seek funding for ADA upgrades on existfng facilitfes, park and open space improvement
and preservatfon, water safety, and increased equitable access to outdoor recreatfon in
low-income neighborhoods.
• Seek funding and resources such as solar, natfve oak, and habitat restoratfon that foster
environmental stewardship and sustain the future of Atascadero’s natural habitat.
• Seek funding for additfonal facilitfes and upgrades on existfng facilitfes including youth
soccer fields, baseball and softball fields, and basketball courts that will result in additfonal
programming opportunitfes for at-risk youth and in locatfons in high unemployment and
low-income neighborhoods.
• Seek ongoing funding for ongoing disease preventfon (such as COVID-19) for public
protectfon and preventfon, such as sanitfzatfon, staffing, supplies, and one-tfme
equipment upgrades in parks and public facilitfes.
• Support strategies and legislatfon to foster independence, well-being, and access to
resources for older adults.
• Advocate for state and federal funding for opportunitfes to increase access to childcare
for the community.
• Support legislatfon and bond measures that provide per capita grants to local
governments to fund parks and capital improvements to community facilitfes and
recreatfon programs that enhance the quality of life for Atascadero residents.
• Seek and support funding and policies that promote art in public places, including parks
and on public property.
• Seek and support funding and policies for irrigatfon infrastructure, including the removal
and replacement of water smart technologies for municipal golf courses.
• Seek and support funding for open space maintenance, educatfonal programming, and
increased public safety.
Federal
• Seek and support funding for new, and upgrades to existfng, facilitfes and infrastructure
at the Charles Paddock Zoo.
POLICE DEPARTMENT/CRIMINAL JUSTICE REFORM: Monitor ongoing effects of Criminal
Justfce Reform including potentfal for available funding sources; 2016’s passage of Propositfon
64; and seek funding for supported local law enforcement projects. Support legislatfon and
funding that assists in preventfng and reducing crime, such as drug preventfon programs,
mental health initfatfves, enhanced protectfve equipment, and solutfons for homelessness.
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State
• Support legislatfve and/or ballot measure efforts that provide dedicated funding to
address the impacts associated with California’s Criminal Justfce Reform.
• Contfnue to partfcipate with local partners and the California Police Chiefs Associatfon in
addressing the adverse effects of California’s Criminal Justfce Reform.
• Support efforts to address emergency preparedness and operatfonal needs, partfcularly
those that include regional efforts to improve interoperability, training, and/or ongoing
operatfons and maintenance costs.
• Seek support and funding resources for mental health, supportfve housing, and shelters
to assist the police Community Actfon Team in reducing homelessness.
• Oppose the state’s effort to disclose home addresses of sworn police officers that are
investfgated for serious wrongdoing.
• Seek funding sources to enhance existfng Community Actfon Team.
• Support legislatfon that increases the penaltfes for those with Fentanyl and other
dangerous drugs for sale convictfons.
PUBLIC WORKS/TRANSPORTATION: Secure funding and favorable administratfon to ensure
infrastructure is built in a tfmely manner and projects are delivered.
State
• Support legislatfon that provides funding opportunitfes for energy-efficiency projects and
programs for public buildings, facilitfes, and infrastructure.
• Support legislatfon that generates funding for storm drain capacity and maintenance
projects.
• Support legislatfon that provides and/or enhances existfng funding for wastewater
treatment and collectfon operatfons and facilitfes, including additfonal funding where new
or increased regulatfons trigger the need for infrastructure investment/improvements.
• Seek and secure funding for wastewater treatment and collectfon infrastructure.
• Oppose legislatfon that would reduce access to, or otherwise conditfon the receipt of,
local streets and roads funding.
• Seek and support legislatfon and transportatfon funding reform to permanently increase
funding for local streets and road maintenance. Contfnue to work with the local, regional,
state, and federal partners to secure permanent funds for transportatfon infrastructure
including maintenance and electrificatfon mandates.
• Support efforts to preserve and enhance local road maintenance funding, as well as
transit, “safe route to school” initfatfves, road safety, and enhanced accessibility and
mobility initfatfves.
• Support legislatfon preserving the City’s interest in telecommunicatfon, broadband, and
infrastructure operatfons. Support efforts to fund and provide high-speed internet
including infrastructure development and training, competftfon and redundancy, and local
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franchise authority and public right-of-way management. Monitor implementatfon of the
State “Broadband for All" Actfon Plan.
• Support legislatfon, regulatfon, and compliance regarding cyber and physical security to
protect utflity assets and operatfons.
• Oppose legislatfon, regulatory proposals, or administratfve actfons that limit or eliminate
local discretfonary review of the installatfon of small cell wireless equipment or any
wireless technology facilitfes on public infrastructure or in the public right of way.
• Seek funding support to help comply with solid waste mandates for recycling and organics
recovery/processing.
Federal
• Seek and secure funding to meet storm water/water quality regulatfon mandates.
• Contfnue to support and seek funding for transportatfon infrastructure, and public
transportatfon equipment, maintenance, replacement, and electrificatfon initfatfves.
• Monitor and support efforts to streamline applicatfon, reportfng and monitoring
requirements to meet federal mandates.
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