HomeMy WebLinkAboutAction Plan Staff Report
CITY OF ATASCADERO
CITY COUNCIL STAFF REPORT Item C3
Department: City Manager’s
Office
Date: 02/11/2025
Placement: Management
Report
TO: JAMES R. LEWIS, CITY MANAGER
FROM: LARA CHRISTENSEN, DEPUTY CITY MANAGER
PREPARED BY: LARA CHRISTENSEN, DEPUTY CITY MANAGER
SUBJECT: Update on Council Goals and Actfon Plan
RECOMMENDATION:
Council receive and file a report on the progress being made relatfve to the City Council’s goals.
DISCUSSION:
An integral part of the budget planning process is the development of an actfon plan outlining
the strategic prioritfes and actfons to be taken in Fiscal Years 2023-2025. The goal setting
workshop held on February 10-11, 2023, was the foundatfon for both the Budget and the
companion Actfon Plan. On March 14, 2023, Council adopted the 2023 Strategic Planning
Statements and Strategic Prioritfes (Statements & Prioritfes) and on April 25, 2023, Council
reviewed the Draft Actfon Plan providing further directfon. In conjunctfon with the 2023-2025
Budget, the 2023 Actfon Plan document was adopted by Council on June 13, 2023.
The Actfon Plan was the culminatfon of a very robust public outreach effort and included specific
actfons to address the following three strategic prioritfes and related key focus areas:
Strategic Priority: Economic and Community Vibrancy
Key Focus Areas:
• Downtown Viability
• Actfvatfon of Underutflized Sites and Nodes
• Business Support and Jobs/Housing Balance
• Neighborhood Compatfbility and Wellness
Strategic Priority: Fiscal and Infrastructure Efficiency & Sustainability
Key Focus Areas:
• Asset Management/Replacement/Modernizatfon
• Financial Strategies
• Transparency and Accountability
Strategic Priority: Ensuring Public Safety and Providing Exceptional City Services
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Key Focus Areas:
• Staff
• Unhoused Populatfon
• Flourishing Community
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 2-year Actfon Plan, but also in its desire to be very
transparent in the City’s progress in achieving both the actfons and the underlying goals in the
Actfon Plan. As part of this transparency, the Council expressed a desire to receive consistent
updates on progress achieved and areas that need more attentfon. The staff has made substantfal
progress addressing the City Council’s strategic prioritfes over the past 19 months and there
contfnues to be significant achievements under the key focus areas since the last presentatfon to
the Council in January and April 2024.
Tonight’s session is intended to update the Council and the public on the progress that has been
achieved in the strategic prioritfes and key focus areas since adoptfon of the Actfon Plan. 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 prioritfes and key focus areas prior to prioritfes and/or key focus
areas being reestablished or new one established. The two-year budget cycle and accompanying
Actfon Plan will end on June 30, 2025. As the City moves into a new budget planning process, the
City Council will begin outlining the strategic prioritfes and actfons to be taken in Fiscal Years 2025-
2027. The goal setting workshop will be held February 21-22, 2025.
Review of City Goals and Highlighted Action Plan Items
Strategic Priority: Economic and Community Vibrancy
Key Focus Area #1 – Downtown Viability
• The El Camino Real (ECR) Project broke ground in June 2024. Constructfon is expected to
be completed Summer 2025.
• A robust ECR Project community engagement program includes meetfngs with downtown
businesses, provides weekly constructfon updates to businesses and residents, and
promotes the downtown through billboards, postcards, videos, website, and social media
posts.
• Selected the contractor/architect team, provided general design and project directfon on
the team’s Centennial Plaza proposal, and working on completfon of a purchase and
development agreement.
• Contfnue to increase actfvity and tourism in the Downtown through the successful
relocatfon of the Cider Festfval to and implementatfon of the “Garden Lights & Winter
Nights” holiday light event in Sunken Gardens.
• Contfnued networking with signature event promoters that bring events attractfve to local
residents and promote tourism and seeking partnerships with signature events in North
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County such as Christmas at Santa Margarita Ranch to elevate the success of these events
and leverage stays and spending in Atascadero.
• Cancelled First Friday events moving into 2025 leaving room for Downtown merchants to
add an “ART HOP” event on the first Fridays throughout summer and fall and the additfon
of Fiesta Friday leading into the Tamale Festfval.
• Received funding from the SLO Fire Safe Council to complete numerous fuels management
projects throughout the City including vegetatfon management actfvitfes in the downtown
district and Atascadero Creek.
• Contfnued work on General Plan Update and comprehensive overhaul of Zoning Code to
increase vibrancy in the Downtown through such things as refinement of Mixed Use zones,
increased density, creatfng definitfon for retail, potentfal for upzoning, exploring
expeditfon of the relocatfon of nonconforming uses and occupancy of vacant buildings,
and adjustfng building height limitatfons.
• Contfnued to recruit and attract new businesses in the downtown adding vibrancy and
shopping and dining optfons for residents.
Key Focus Area #2 – Actfvatfon of Underutflized Sites and Nodes
• Del Rio Marketplace is under constructfon with commercial stores expected to begin
opening in Spring 2025, Barrel Creek project is in plan check process, and Del Rio Ranch
project was recently approved by Council.
• Contfnued creatfve support of retail or hospitality buildout of Springhill/Home Depot node
with the potentfal of a new restaurant to develop on the empty pad in front of Springhill
Suites.
• Hired transportatfon consultant to evaluate San Anselmo Road corridor and develop
concept plans for transportatfon improvements.
• Approved plans for development of a neighborhood retail center at Santa Barbara and El
Camino Real.
Key Focus Area #3 – Business Support and Jobs/Housing Balance
• General Plan Update process is in final phases and both the General Plan Update and a
comprehensive overhaul of the Zoning Code will be completed in 2025.
• Contfnued installatfon of fiber-optfc broadband infrastructure by Astound and new
residentfal and commercial customers are being offered access. Astound won a $6.8
million grant with support from the City to extend access to underserved areas in
Atascadero and Paso Robles and the project is antfcipated to be complete by the end of
2026.
Strategic Priority: Fiscal and Infrastructure Efficiency & Sustainability
Key Focus Area #1 – Asset Management/Replacement/Modernizatfon
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• Examining the life cycle costs for capital projects and purchases and contfnuing to look for
opportunitfes and grants to fund infrastructure utflizing assistance from grant consultants
and state and federal advocacy firms.
• Contfnued pursuit of FEMA/OES and insurance reimbursements for 2023 Storm damage
repairs.
• Asset Management Software chosen with contract expected to be signed in Spring 2025
and the project team antfcipates a 12-month tfmeframe to configure the software,
inventory assets, establish procedures for proactfve monitoring, and development of a
sustainable replacement plan.
• Contfnued collaboratfon with the Friends of the Charles Paddock Zoo (FCPZ) to maximize
fundraising and increase awareness of the Zoo including staff partfcipatfon in a FCPZ
strategic planning workshop to plan a capital campaign to raise funds for Phase II of
Madagascar & the Tiger Exhibit and implementatfon of a fundraising committee to solicit
monetary donatfons for support of the Zoo.
• Issued RFQ and RFP for the Public Safety Facilitfes Project and selected Design-Build Entfty
for further negotfatfons with contract going to Council February 2025. If awarded,
constructfon (demolitfon) on project antfcipated to begin in Summer/Fall 2025. Staff
contfnues to pursue grants, low interest loans and financing to fund the project.
• Contfnued work on the wastewater treatment plant retrofit and secondary treatment
improvements including completfon of Alternatfve Analysis, hiring of Program Manager,
and securing water reuse planning grant. Preliminary design of plant and funding
strategies underway, with hiring a design engineering firm in 2025. Design,
environmental, and financing strategies to occur concurrently with antfcipated “shovel
ready” status in late 2026/early 2027.
• Completed rebuilding of Lake Park Pier, replacement of lakeside sidewalk, and
constructfon of stairway and ADA ramp through use of Park Bond Act funds.
• Replacement of financial system underway with selectfon of Tyler Technologies ERP
system approved by Council in January 2025 and implementatfon expected to begin July
2025 and be completed January 2027.
• Contfnued process evaluatfon by the “Essentfalism Committee” resultfng in a multftude of
efficiencies have been implemented by committee members in individual departments.
Processes reviewed include fleet maintenance, business license applicatfons, and internal
meetfng conduct.
• Creatfng workplan to update City Engineering Standards in the next two years once
staffing shortages in Engineering are resolved.
• Took delivery of new Wildland Engine.
Key Focus Area #2 – Financial Strategies
• Contfnued development of balanced strategy of operatfonal expenditures vs. capital/one-
tfme expenditures to accommodate future growth through upcoming review of the
Comprehensive Financial Strategy in February, Council’s goal-setting workshop in late
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February to positfon the organizatfon well for creatfng the next two-year budget plan, and
filing of the audited financial statements with a clean opinion.
• Refunded the 2004 and 2010 bond issues with the 2024 Tax Allocatfon Refunding Bonds
in order to save tax dollars and be fiscally responsible and earned an upgraded S&P ratfng
of “A+” on the 2024 bonds.
• Implementatfon of Tablet Command, a CAD to tablet interface that provides emergency
call details, sophistfcated mapping capabilitfes, and resource locatfon and assignment
details to City fire engines and command vehicles.
• Renewal of Measure F-14, Measure L-24, was placed on November 2024 ballot and passed
with almost 71% approval by the voters. Measure L-24 will become effectfve upon the
sunset of Measure F-14 in April 2027.
• Contfnued involvement in the League of California Citfes (LCC) with two City
representatfves on LCC policy committees.
Key Focus Area #3 – Transparency and Accountability
• Contfnuing to utflize technology to increase and clarify transparency and accountability
such as implementfng software programs such as DocuSign, M365, contfnually adding
more documents to the City’s online repository, postfng up-to-date project informatfon
on the City’s website and sharing on social media platiorms, and undertaking an
Audio/Visual upgrade project for the Council Chambers and various City conference
rooms.
• Ongoing training for staff on editfng and updatfng website pages and content to ensure
informatfon is accessible and current.
• Implementfng a rebranding campaign for the Zoo including a new name, logo, brand
guidelines, promotfonal video and educatfonal actfvity book series to heighten awareness
of and promote the Zoo.
• Contfnued deployment of online/credit card payments dramatfcally reducing processing
tfmes and now allowing for online payment for permit and license fees and will soon
include fees paid to the Police Department and Recreatfon.
• Implementatfon of a new fire inspectfon program that allows Fire staff to complete
inspectfons in the field on a tablet and email correctfons and/or signoff to the property
owner.
• Making access to financial data such as budget informatfon more user friendly and
increasing accessibility to meetfngs.
Strategic Priority: Ensuring Public Safety and Providing Exceptional City Services
Key Focus Area #1 – Staff
• Contfnuing to hire and retain an adequate level of staffing to achieve Council prioritfes
including filling vacant positfons in Dispatch and completfng a Standards of Cover to help
identffy how any additfonal additfonal Fire & Emergency Response resources should be
added.
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• Successfully negotfated three-year contracts with all bargaining units providing
competftfve salaries/benefits and appropriate classificatfons for all employees.
• Contfnuing to ensure employees have adequate resources to perform dutfes such as
replacing all Fire mobile data terminals with iPad tablets, replacing thermal imaging
cameras, and providing Citywide training opportunitfes such as Microsoft Office and
Records Retentfon.
o Traded, with Morro Bay Fire Department, a surplus Wildland engine for a Rescue
Unit resultfng in a major upgrade of the Disaster Response Trailer.
• Hosted the second annual all-staff event, All for Atascadero! All In!, to highlight the
importance of a cohesive culture that emphasizes working together as one team and
treatfng each other like family.
• Rolled out Cookies and Kudos quarterly recognitfon program allowing employees the
opportunity to nominate and recognize their co-workers for their service and
commitment to the internal and external community at the City.
• Contfnued support and promotfon of mental health and wellness services through the
implementatfon of a Health and Safety workgroup to address any safety issues, concerns
or incidents in the Police and Fire Departments.
Key Focus Area #2 – Unhoused Populatfon
• Contfnuing to partfcipate in crafting and developing regional solutfons to address
homelessness, collaboratfng with local media to provide informatfon and educatfon to the
community, partnering with ECHO to hold meetfngs for residents and neighbors on efforts
taken to mitfgate concerns, and supportfng partner non-government organizatfons
outreach efforts.
• Working with local retail establishments to create containment and retrieval plans, that
do not require a large upfront capital investment, to bring establishments in compliance
with the adopted shopping cart ordinance.
• Creatfon of the Special Enforcement Team who will, among other things, focus on public
spaces such as the downtown corridor.
• Finalizing a contract with the County to contfnue the successful deployment of a County
Behavioural Clinician as part of the CAT/OUR Team programs.
• Contfnued implementatfon of strategies to address ongoing areas of public concern such
as the establishment of a monarch butterfly area at the southbound US101 offramp at
SR41.
Key Focus Area #3 – Flourishing Community
• Contfnued work on AZA Accreditatfon for the Zoo culminatfng in a meetfng in March with
the AZA Commission to learn if the Zoo will be accredited.
• Actfve promotfon of youth sports programs and the availability of recreatfonal
scholarships for lower income residents and contfnuing to look for opportunitfes to
provide additfonal recreatfonal actfvitfes to the community.
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• Contfnuing to work collaboratfvely with the Atascadero Unified School District and middle
and high school principals on common issues.
• Contfnuing robust communicatfons regarding emergency preparedness such as working
with every school in the City to updated their Safety Plan annually, promotfon of
preparedness campaigns and the Countywide alert system AlertSLO.
• Completfng 37 property consultatfons in 2024 as part of the Wildfire Consultatfon
Program resultfng in some property owners maintaining fire insurance after receiving
notfces that they would be dropped by their insurance companies.
FISCAL IMPACT:
None.
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. Adopted Actfon Plan 2023-2025
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CITY OF ATASCADERO
Action Plan
Approved 6/13/23
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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
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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
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Economic and
Community Vibrancy
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
ONGOING
• 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
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Economic and
Community Vibrancy
• 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 COMPLETE
• 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 IN PROGRESS
• 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)
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Economic and
Community Vibrancy
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 PROGRESS
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
COMPLETE
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 COMPLETE
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 IN PROGRESS
• 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 COMPLETE
• Look for opportunities for trail/pedestrian connections IN PROGRESS
• Prepare thoughtful, targeted educational materials for residents/neighbors on SB
9, ADUs, and zoning COMPLETE
• 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) COMPLETE
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Fiscal and Infrastructure
Efficiency and Sustainability
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 ONGOING
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
o Pursue collaboration with Atascadero State Hospital on common
wastewater solutions IN PROGRESS
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Fiscal and Infrastructure
Efficiency and Sustainability
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 IN PROGRESS
• 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 COMPLETE
• 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 ONGOING
• Explore public and private partnerships to achieve action plan goals IN
PROGRESS
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Fiscal and Infrastructure
Efficiency and Sustainability
• Establish Citywide primary survey benchmark system to reduce Public Works and
Technology staff time and to streamline development IN PROGRESS
• 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 COMPLETE
• Continue community engagement in decision-making discussions ONGOING
• Improve emergency planning communications with business community through
the fire inspection program ONGOING
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Ensuring Public Safety and
Providing Exceptional City Services
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
ONGOING
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 ONGOING
o Facilitate employee promotional opportunities with an eye toward
succession planning ONGOING
o Explore a wider City employee recognition/commendation program
COMPLETE
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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2/11/25 | Item C3 | Attachment 1
Ensuring Public Safety and
Providing Exceptional City Services
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 IN
PROGRESS
• 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 ONGOING
• 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 CANCELLED
• 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 COMPLETE
• 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 COMPLETE
• 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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2/11/25 | Item C3 | Attachment 1
Ensuring Public Safety and
Providing Exceptional City Services
• 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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