HomeMy WebLinkAboutCC_2015-04-27_Agenda Packet SP
NOTICE OF SPECIAL MEETING
ATASCADERO CITY COUNCIL
Monday, April 27, 2015, 6:00 P.M.
City Hall – Council Chambers
6500 Palma Avenue, Atascadero (Enter on Lewis Avenue)
*************************************
Strategic Planning Workshop
ROLL CALL:
COUNCIL WORKSHOP – STRATEGIC PLANNING
1. Strategic Planning 2015-2017 Council Goals and Action Plan
Fiscal Impact: While there is no direct impact as a result of the approval of
this work plan, future budgets will be based on these goals, and specific
projects may require the expenditure of funds or additional resources.
Recommendations: Council:
1. Adopt the goals selected at the Strategic Planning Workshop of
February 6-7, 2015; and,
2. Approve the related action plans implementing Council Goals.
[City Manager]
2. Discussion of City Council Salaries and Health Insurance
Fiscal Impact: No fiscal impact for this agenda item.
Recommendation: This is an information item. City Council may give
direction to City Staff. [City Attorney]
ADJOURNMENT: The Council will adjourn to the next Regular Session.
STATE OF CALIFORNIA )
COUNTY OF SAN LUIS OBISPO )
CITY OF ATASCADERO )
LORI MLYNCZAK, being fully sworn, deposes, and says: That she is the Deputy City Clerk of the City of
Atascadero and that on April 22, 2015, she caused the above Notice to be posted at the Atascadero City
Hall, 6500 Palma Avenue, Atascadero, California and was available for public review in the Customer
Service Center at that location.
LORI MLYNCZAK, Deputy City Clerk
City of Atascadero
ITEM NUMBER: 1
DATE: 04/27/15
Atascadero City Council
Staff Report – City Manager’s Office
Strategic Planning 2015-2017
Council Goals and Action Plan
RECOMMENDATIONS:
Council:
1. Adopt the goals selected at the Strategic Planning Workshop of February 6-7,
2015; and,
2. Approve the related action plans implementing Council Goals.
DISCUSSION:
The City utilizes a two-year Budget prepared in odd numbered years following an
election. Since 1997 the City has used a Strategic Planning process as the foundation
of the Budget. The Strategic Plan is the City’s major policy document identifying City
Council goals while the Budget is the implementation plan.
The City adopted the Strategic Planning approach as a comprehensive process to deal
effectively with the many problems and issues facing the City. Through a systematic
program, the City anticipates the future, examines trends in the environment, assesses
the capabilities of the organization and forces the organization to look at what it is and
what it should be in order to deliver effective service to the citizenry. This process
provides the Council an opportunity to discuss the many issues and priorities throughout
the community and focus the organization on Council priorities. As an organization we
can accomplish most any project, however, we cannot do everything. As the City
Council sets clear priorities and provides appropriate resources, we can advance the
top priorities.
ITEM NUMBER: 1
DATE: 04/27/15
The Strategic Planning Goals discussed in February are:
1. Economic Development
2. Connection Between the City and the Community
3. Common Sense Regulations and Reform
4. High Quality Public Safety Services
5. Atascadero Lake Park, Pavilion, Veterans Memorial and Zoo
6. Environmental Stewardship
7. Staffing
8. Roads Program
9. Promotions
The Process
The City Council met at a Special Meeting on February 6-7, 2015 to develop goals and
discuss actions. At this Workshop, the City Council discussed the City’s promotion
program and had a joint meeting with the TBID Board. The City’s mission statement
and 2014 accomplishments were reviewed. Councilmembers had previously listed goals
and issues they wanted to discuss in relation to goal setting for 2015 -2017. These
items were reviewed and goals were established by Council.
The next step in the process is to identify general action plans or steps for the
organization, which is the action on tonight’s agenda. Staff developed a series of
actions that would implement the Council goals. At tonight’s meeting the Council will
review the action plans to insure they are accurately depicted, and represent the
Council priorities. These plans will then be used as the foundation for the two-year
budget that will be presented in June.
The action plans, developed by staff to further outline the implementation of the
Council’s goals, are attached.
FISCAL IMPACT:
The two-year budget is based on the goals developed through the strategic planning
process. While there is no direct impact as a result of the approval of this work plan,
future budgets will be based on these goals, and specific projects may require the
expenditure of funds or additional resources.
ATTACHMENTS:
1. 2015-2017 Action Plan
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
Economic Development
Action Plan
2015-17
Focus on the Development of Council Identified Commercial Hot Spots
DeCou Lumber Property
o Work with the property owner, explaining the steps it will take to create a
mixed-use commercial residential project.
Actions
Focus on the development of Council identified Commercial Hot
Spots
Work to reduce the number of vacant store fronts
Build partnerships and alliances with local business interests
Invest in infrastructure that improves business in Atascadero
Long-Term Goals
We will have thriving and healthy economic activity
We will have tourists but are not a tourist town
We will have plentiful local shopping opportunities
We will embrace and value our history
We will keep our community charm
We will have vibrant recreational opportunities for citizens
and tourists alike
We will have sound and reliable infrastructure in place
We are and will remain an attractive place to live (eclectic is
attractive)
We are and will remain proud to be Atascadero
We will maintain our open space and rural character
We will have a strong, common, driving vision for the future
We will always embrace our natural beauty
We will have adequate water
We are and always will be a safe community
We will retain our small town friendliness and feel
We will have an attractive and professional commercial
corridor
We will have popular annual events that are important to our
sense of community and economic health
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
o Provide property owner with fee estimates and preliminary project
schedules.
o Bring conceptual sketch to DRC for review and additional options for the
property owner to move forward with additional entitlement processing.
West Front Village Restaurant Pads
o Continue to prioritize inspections of the shell building for the sit down
restaurant pad.
o Actively work with owner to avoid delays and problems during the
construction process.
o Communicate regularly with the owner of the shell building to ensure that
the project is going smoothly.
o Facilitate and fast track any tenant improvements that are submitted for
the new restaurant.
o Work with owner of second building pad who has expressed a n interest in
applying for a Conditional Use Permit (CUP) for an additional drive -
through type restaurant. Carefully review any additional entitlements such
as drive-through type facility.
o Coordinate with applicant on evaluating issues surrounding new drive-
through restaurant including traffic, site design, and neighborhood
compatibility issues.
Dove Creek Commercial Parcel
o Continue to work with property owner on any potential site design or leads
for new commercial tenants at this property.
o Provide a handout at the counter outlining potential uses and site
information for perspective developers.
o Work to preserve this piece of property as a future small commercial
opportunity for the Dove Creek, Las Lomas, Eagle Ranch and other south
Atascadero neighborhoods.
Colony Square
o Be creative in stimulating development of Colony Square.
o Continue to look for grant and other funding opportunities to construct a
foot bridge linking Colony Square and the Sunken Gardens area.
o Construct the foot bridge once funding becomes available.
o Review tools to incentivize sale of the Creekside Building to the “right”
developer.
o Sell the Creekside Building to a developer that will improve the potential of
future development of Colony Square.
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
o Look for opportunities to increase foot traffic in Colony Square.
o Improve communications with Colony Square representatives.
o Work with the developer of Colony Square to remove barriers to
development.
o Allow Colony Square to remain in the Dormant Program which provides
for lower development impact fees.
o Explore creative potential first floor opportunities for Building D (the
planned mixed use building).
Del Rio Commercial Area Specific Plan
o Continue to work with Caltrans on required steps for ultimate construction
of the Del Rio Road / US 101 interchange.
o Continue to advocate and apply for funding for the portion of the Del Rio
/US101 Interchange project which is attributable to general City traffic
o Continue to look for ways to reduce potential costs for the Del Rio/US101
Interchange Project.
o Work with Walmart on signing improvement agreement outlining timing of
completion of road improvements and total fees to be paid.
o Work with Walmart and its consultants to expedite a conformance review
for any site plan changes.
o Expedite to the extent feasible, building permit review including on/off -site
improvements, and building shell.
o Work with Walmart and its consultants on final map approval prior to July
2016.
o Continue to work with Walmart and its consultants, and Madonna
Enterprises on Del Rio Road / El Camino Real intersection improvements
and other public improvements.
Hoff Property
o Ensure Hoff site is consistent with approved CUP and free of all temporary
uses.
o Work with property owner and applicant on finalizing road abandonment.
Bring a resolution to City Council by the end of 2016.
o Work with property owner and applicant on project phasing.
o Explore incentives to develop project includ ing impact fee deferment and
other incentives.
o Provide front counter handout on development and steer potential
developers / broker on-site based on needs and accommodations.
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
Home Depot/Marriott Springhill Center
o Assist Marriott in becoming a successful local business.
o Continue to promote lodging stays in Atascadero through the City TBID
and Countywide TMD.
o Promote Atascadero businesses through marketing, special events and
infrastructure investment.
o Provide front counter handout on hotel restaurant pads and other
undeveloped retail opportunities.
o Steer potential developers / broker on -site based on needs and
accommodations.
o Work with potential fast food restaurant to develop Staples restaurant
outpad.
Work to Reduce the Number of Vacant Store Fronts
Consider Store Front Fee Waiver Program.
Continue to improve Atascadero’s commercial district appearance workin g to
make it appear attractive and professional.
Work to actively spread the word about the City’s economic development
strategies, successes, and potential tools.
Actively promote the City’s business potential.
Improve customer service image.
Actively work to clarify which programs / regulations are State or Federal and
which rules the City has the ability to change.
Develop a program that provides an advocate to businesses working through the
development process.
Instill an entrepreneurial / can do attitude with staff.
Encourage creative ideas to get things done.
Encourage reasonableness in our regulatory positions.
Continue to look for ways to streamline permitting for businesses :
o Commit to accepting only complete plan checks for submittal.
o Provide intake meeting opportunities for business developers.
o Purchase and implement a new permitting issuance and tracking system .
o Actively communicate with owners and consultants if there is the same
plan check comment through multiple submittals.
o Provide training and professional opportunities for our employees.
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
o Work to retain professional, friendly employees.
o Maintain capacity in staff to support projects and permit streamlining.
o Ensure that systems are developed so that opening City Hall on Fridays
does not slow the issuance of permits and still allows time to meet with
businesses.
o Reduce the number of plan checks being sent to Code Check by keeping
more residential projects in house.
o Review all plan check resubmittals prior to sending them to Code Check
for a second review.
o Allow Code Checks correction comments to be a condition of approval on
the permit card when possible.
Continue to prioritize business development permits over residential.
Evaluate the DRC process, ensuring that it simplifies and streaml ines the
process.
Look for additional opportunities where the DRC could be used to simplify the
process.
Evaluate the use of Enterprise Zones and other economic development tools .
Advocate legislation that provides communities with new economic tools .
Work with Main Street and the Chamber of Commerce to develop programs that
will encourage downtown businesses to remain open more .
Build Partnerships and Alliances with Local Business Interests
Re-focus the Office of Economic Development (OED)
o Look to members of the OED to become advocates to businesses as they
go through the entitlement and building processes.
Look for opportunities to meet regularly with commercial brokers.
Meet regularly with Chamber of Commerce leadership.
o Look for opportunities for common goal partnerships.
o Share information about what is going well and what is not going well.
o Provide accurate information to dispel rumors
Remain actively involved with the EVC, promoting Atascadero as a sound
business investment opportunity.
Work with informal communicators in town to learn of business problems or
opportunities where City could help.
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
Invest in Infrastructure that Improves Business in Atascadero
Construct the Del Rio/US101 Interchange Project, stimulating growth in the area .
Use Sales Tax Measure F-14 funds to repair roads, improving both the safety
and appearance of Atascadero.
Continue to look for grant and other funding opportunities to construct a foot
bridge linking Colony Square and the Sunken Gardens area.
Rehabilitate the Via Avenue Bridge providing access to this commercial/industrial
area.
Continue with the Morro Road Corridor Study which address transportation
needs, requirements and design through this primary access corridor.
Complete the City Hall Exterior Lighting Project, drawing attention to our beautiful
City and encouraging people to get off the freeway to explore the City.
Continue to be active in SLOCOG looking for funding opportunities and grants to
improve Atascadero’s infrastructure.
Support State legislative efforts to increase funding for local street and road
repairs and improvements.
Ensure that downtown streets are clearly striped and parking spaces clearly
delineated.
Continue to invest in recreational infrastructure, drawing people to Atascadero.
o Construct the trailhead for the ALPS Three Bridges Trail.
o Construct and promote the Highway 41 Multi-purpose path project.
o Continue to pursue public and private funding to expand and link the City's
bicycle network in accordance with the General Plan and Bicycle Plan.
o Continue to coordinate with and support SLOCOG in the implementation
of bicycle plans to facilitate non-auto travel within and between
communities.
o Pursue completion of the Atascadero Creek Trail Enhancement Project.
o Support the construction of an all-inclusive playground.
o Support the Skate Park operator in the ongoing improvements taking
place at the Community Center.
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
Actively Increase Traffic to Local Businesses through a Promotions Program
Clarify and unify Council Vision for Atascadero promotions by setting clear goals
and actions for the City’s promotion program.
Benchmark and measure the success of the promotions program.
Have Council set brand standards and develop a brand management strategy.
Identify supporting infrastructure for tourism and promotions and seek funding for
that infrastructure.
Identify and integrate with the City’s promotions partnership base.
Work in conjunction with the Chamber of Commerce, ATBID and other promotion
partners to unify promotions of Atascadero.
Support the TBID board in their mission to increase lodging stays in Atascadero .
Assign responsibility and allocate resources for an active promotions campaign.
Allocate adequate resources to implement the program .
Consider partnering with Historical Society to provide tours of the City Hall
building on Saturdays.
Focus City promotion efforts on supporting the entire community of Atascadero
(not just lodging stays).
Develop reporting and feedback systems to allow for modifications and changes
to the promotions campaign as necessary.
Maximize use of the Sunken Gardens and other City facilities by supporting
special events and other similar activities.
Work to remove barriers to use of the Sunken Gardens for special events.
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
Connection Between the City and the Community
Action Plan
2015-2017
Foster Transparency in City Council Business
Continue to provide City Council meetings on KPRL, AM radio.
Continue to provide live video of City Council meetings on Charter cable and
over the internet.
City Council Members participate in video recorded interviews with Charter
Connection.
Continue to provide thorough and professional staff reports on agenda items in
advance of the City Council meetings.
Mayor to continue bi-weekly appearances at KPRL.
Use a public information officer to coordinate the City’s response to inquiries from
the media.
Actions
Foster transparency in City Council Business
Celebrate Atascadero
Improve information flow and communications with constituents
Actively promote Atascadero to both tourists and local residents
Celebrate the City’s road projects and other capital projects
Long-Term Goals
We will embrace and value our history
We will keep our community charm
We are and will remain a patriotic city
We will foster quality of life by engaging the public
We are and will remain proud to be Atascadero
We will retain our civic pride
We will have a strong, common, driving vision for the future
We will retain our small town friendliness and feel
We will have popular annual events that are important to our
sense of community and economic health
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
Celebrate Atascadero
Develop and implement innovative ways to celebrate Atascadero with positive
public outreach and public relations activities.
Provide a City liaison and support for community special events .
Increase City presence on social media promoting positive news ite ms here in
Atascadero.
Improve relationships with local community groups to maximize the flow of
information and assist in positive community activities.
Actively look for and assist those looking to do special events that enhance the
image of Atascadero.
Improve our Special Events Roadmap to include updated information.
Assign responsibility for celebrating Atascadero to an Individual.
Participate in Special Olympics Host Town Event.
Celebrate each City success with public ribbon cuttings and press releases.
Look for funding to improve the City’s website focusing on mobile support, social
media connections, event promotion and public contact.
Improve Information Flow and Communications with Constituents
Open City Hall on Fridays.
Proactively look for opportunities to get City news and information out to
constituents and other interested parties.
Use a public information officer to review press releases and to coordinate the
City’s response to inquiries from the media.
Develop and implement a media response policy for staff and councilmembers.
Improve transparency by addressing rumors quickly through the appropriate
communication method. (Publically through social media or other methods
address those rumors that would not violate someone’s privacy or would not
reflect poorly on a constituent or business.)
Assign responsibility to monitor public communications and to respond
appropriately.
Set systems in place to keep communications factual and positive .
Improve transparency by actively pushing out both “bad news” and “good news.”
Improve the City’s website focusing on improving navigation, eliminating old
material and providing current up to date forms, data and information.
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
Actively Promote Atascadero to Both Tourists and Local Residents
Clarify and unify Council Vision for Atascadero promotions setting clear goals
and actions for the City’s promotion program.
Benchmark and measure the success of the promotions program.
Have Council set brand standards and develop a brand management strate gy.
Identify supporting infrastructure for tourism and promotions and seek funding for
that infrastructure.
Identify and integrate with the City’s promotions partnership base.
Work in conjunction with the Chamber of Commerce, ATBID and other promotion
partners to unify promotions of Atascadero.
Support the TBID Board in their mission to increase lodging stays in Atascadero.
Assign responsibility and allocate resources for an active promotions campaign .
Focus City promotion efforts on supporting the enti re community of Atascadero
(not just lodging stays).
Develop reporting and feedback systems to allow for modifications and changes
to the promotions campaign as necessary.
Maximize use of the Sunken Gardens and other City facilities by supporting
special events and other similar activities.
Work to remove barriers to use of the Sunken Gardens for special events.
Celebrate the City’s Road Projects and Other Capital Projects
Install a sign at each Measure F-14 road project letting passersby know the
project is funded with their sales tax dollars.
Hold a Groundbreaking ceremony and issue press releases for each capital
project.
Hold a Ribbon cutting ceremony and issue a press release at completion of each
capital project.
Actively notify in advance residents that will be affected by capital projects. Let
them know, dates & times of construction, closures, delays and other
inconveniences they may encounter.
Assign a City liaison to troubleshoot problems that resid ents may have with
capital projects.
Support the Sales Tax Oversight Committee, educating and informing them.
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
Use the Sales Tax Oversight Committee as ambassadors to tell the public about
the City’s sales tax measure program and what is happening.
Produce and widely publicize a professional sales tax measure annual report .
Make expenditure of all sales tax measure funds readily transparent and easily
available to the public.
o Account for F-14 revenues and expenditures in a separate “fund” in the
City’s financial system (GASB requires this to be part for Citywide financial
statements, but keeping it separate internally will allow the public and
other interested parties to view everything related to this activity separate
and apart from other general fund activity).
o Publish the F-14 revenues, expenditures, assets, and liabilities separate
from the General Fund on the City’s website and in the F -14 Annual
Report.
o Account for F-14 as a separate “fund” in the City’s budget.
o Publish the F-14 budget on the City’s website and other outlets.
Make available all capital project related information - budgets, bid documents,
annual reports, and other data in one comprehensive area of our website .
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
Common Sense Regulations and Reform
Action Plan
2015-2017
Encourage County, State and Federal Governments to Reduce Regulations
Utilize the City’s advocacy consultant to promote the City’s position on State
legislation and regulatory issues.
Actions
Encourage County, State and Federal Governments to reduce
regulations
Monitor and mitigate the effects of potential legislative actions
Implement common sense updates to City codes
Promote and adapt water quality regulations to fit Atascadero
Protect and encourage long-term water sustainability for the
Atascadero Water Basin
Make City’s Affordable Housing Program more developer
friendly while continuing to work toward RHNA goals
Improve the appearance of the commercial corridor
Implement permit streamlining and efficiencies
Implement common sense solar reform
Long-Term Goals
We will embrace and value our history
We will keep our community charm
We will have sound and reliable infrastructure in place
We are and will remain an attractive place to live (eclectic is
attractive)
We will maintain our open space and rural character
We will have a strong, common, driving vision for the future
We will always embrace our natural beauty
We will have adequate water
We are and always will be a safe community
We will retain our small town friendliness and feel
We will have an attractive and professional commercial
corridor
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
Participate with the League of California Cities.
o Participate on Department and Policy Committees.
o Participate in the Channel Counties Division.
o Attend League Events.
Coordinate Advocacy Opportunities with the League’s Regional Public Affairs
Manager.
Meet regularly with Elected Officials.
Monitor and Mitigate the Effects of Potential Legislative Actions
Monitor potential changes to State law.
Remain active with local government and professional organizations to
understand the effects of potential changes and , when possible, affect positive
changes before adoption.
Effectively communicate to members of the public regarding ongoing concerns
about marijuana legislation.
Monitor and communicate effects of Proposition 47 legislation on local crime
trends.
Review systems and implement changes necessary to comply with the
Affordable Care Act, PEPRA, minimum wage, sick leave for part-time employees
and other employee-related legislation.
Support common sense reform to Redevelopment Dissolution Legislation,
advocating repayment of loans to cities and establishment economic
development tools.
Support the League of California Cities position on federal railroad reform .
Implement common sense updates to City codes
Prepare zoning code update to eliminate unnecessary ordinances and
regulations and minimize barriers and streamline the permitting of new
businesses.
Include information on regulation reform efforts in each semi-annual Strategic
Planning Initiative Update presented to Council.
When appropriate, review new ordinances after a period to determine if they are
efficient and effective.
o Review Spice Ordinance and Anti-Camping Ordinance for effectiveness
and make revisions if deemed appropriate.
Implement the new construction code to go into effect January 2017 .
o Analyze model construction code.
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
o Hold contractor forums regarding model construction code.
o Adopt new model construction code.
Perform comprehensive Impact Fee Study to ensure impact fees are consistent
with Council policy and future infrastructure needs.
Evaluate the fiscal impact of the annexation of Eagle Ranch into the City limits
and apply common sense fiscal regulation through a Community Facilities District
or other methods to ensure compliance with Council policy.
Promote and Adapt Water Quality Regulations to Fit Atascadero
Storm Water Regulations
o Implement and adjust engineering design standards to achieve the best fit
for Atascadero’s needs.
o Accommodate business friendly strategies, where applicable, while
meeting regulatory intent.
o Minimize impact on potential redevelopment opportunities in the
Downtown.
o Implement and adjust post-construction maintenance and monitoring
strategies that are reasonable and practicable.
Onsite Waste Water Ordinance
o Implement and adjust septic design standards to fit Atascadero’s unique
needs and physical setting.
o Partner with Atascadero Mutual Water Company for continued efforts
toward protection of groundwater sources.
o Implement and adjust monitoring and maintenance strategies that are
reasonable and practicable.
Monitor development/implementation of new Regional Regulations.
o Monitor current trends and pending regulations affecting local jurisdictions.
o Collaborate with decision-makers on a Regional and Statewide level to
ensure reasonable and practicable regulation reform.
o Attend Water Resource Advisory Committee (WRAC) to influence county-
wide water quality regulations that benefits Atascadero.
Protect and Encourage Long-term Water Sustainability for the Atascadero Water
Basin
Meet regularly with water district leaders to discuss potential changes to water
regulations and the local water environment.
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
Continue to support the exclusion of any properties overlying the Ata scadero
Water Basin from any potential water district formed for the Paso Robles
Groundwater Basin.
Continue to support the formation of a separate and distinct groundwater
sustainability agency for the Atascadero Groundwater Basin.
Monitor all County actions pertaining to water and become involved with County
staff and the Board of Supervisors where appropriate.
Work with the water company to develop additional water savings ideas for City
facilities.
Monitor Atascadero Mutual Water Company actions related to drought
regulations.
Make City’s Affordable Housing Program More Developer Friendly While
Continuing to Work Toward Regional Housing Needs Assessment (RHNA) Goals
Revisit Atascadero’s affordable housing policy looking for potential opportunities
to reduce requirements for new development.
o Compare the City’s affordable housing policy against other jurisdictions
within the County and of similar size throughout the State and provide t he
City Council with a management report.
o Review the City’s affordable housing policy and explore adjustment of total
percentage set aside to tie it consistent with the City’s adopted Regional
Housing Needs Allocation.
o Explore developing new multi-family zoning ordinance standards to
provide more market based solutions for moderate income / workforce
housing (affordability by design).
o Create a funding rating system that clearly defines how to rate projects to
when project request use of the City’s Affordable Housing In-Lieu Fund.
o Review the City’s 2nd Unit Ordinance development standards looking for
opportunities to further promote development of these units.
o Review and update development impact fees and analyze reduction of
impact fees for 2nd units through a sliding scale approach to incentives
affordable by design 2nd units. This may include an AB 1600 study
updating development impact fees.
o Consider amending the City’s Zoning Ordinance for development
standards for efficiency units.
Implement a customer service program to assist existing projects under
development in complying with the affordable housing conditions of approval.
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
Improve the Appearance of the Commercial Corridor
Continue program for reduced building permits fees for signage through
September 2016.
Continue program for reduced Administrative Use Permit fees for signs through
September 2016.
Evaluate effectiveness of reduced fee program for signs and bring report back to
Council prior to expiration of the programs.
Partner with local sign companies to submit building permit applications digitally.
Cut signage review timeframes to less than 48 hours.
Partner with the Chamber of Commerce and local sign companies to hold a Sign
Symposium to educate business owners abou t the City’s sign ordinance, hear
from business owners about their sign needs and concerns, and come up with
creative solutions for business visibility in Atascadero.
Develop a positive recognition program for those businesses that are in
compliance with sign ordinance and that pledge to “Improve Atascadero
Signage”.
Highlight new signage installs through social media and other positive outlets.
Recognize businesses that provide signage that fosters character and innovative
designs through an award or other type of recognition.
Provide the City Council with an Improve Atascadero Signage Clean -Up
Campaign update in late summer 2015 on the effectiveness of business
outreach.
Continue to work with the Chamber of Commerce to help business understand
the signage ordinance and requirements.
Continue momentum of Sign Clean-up Campaign, by contacting non- compliant
businesses.
o City Staff to perform a visual inspection of non-compliant businesses in
the middle of May. Staff to follow up with a phone call to those businesses.
o City Staff to perform a 3rd visual corridor inspection of remaining non -
compliant businesses in the middle of June. Staff to follow up with a
business visit.
o City staff to bring back a report to the City Council highlighting progress
made and remaining non-conforming businesses.
o City staff begins implementing fines and other penal methods to achieve
compliance from the remaining non-compliant businesses.
Work with property owners of commercial centers and further explore ways to
incentivize monument signage upgrades.
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
Explore the creation of monument signage “stock plans” that are pre-approved by
City Staff and Engineered to further incentivize upgraded signage and eliminate
the use of A-Frame signs, etc.
Explore a building permit fee waiver incentive program for commercial store front
improvements.
After significant experience with the Sign Clean-Up Campaign, review the
effectiveness of our current sign ordinance and bring back changes based on
what we learned.
Implement Permit Streamlining and Efficiencies
Continue to look for ways to streamline permitting.
Commit to accepting only complete plan checks for submittal.
Provide intake meeting opportunities for business developers.
Purchase and implement a new permitting issuance and tracking system .
Actively communicate with owners and consultants if there is the same plan
check comment through multiple submittals.
Provide training and professional opportunities for our employees .
Work to retain professional, friendly employees.
Ensure that systems are developed so that opening of City Hall on Fridays does
not slow the issuance of permits.
Reduce the number of plan checks being sent to Code Check by keeping more
residential projects in house.
Review all plan check resubmittals prior to sending them to Code Check for a
second review.
Allow Code Checks correction comments to be a condition of approval on the
permit card when possible.
Work on a program to provide an over the counter plan check service during
specified hours for minor residential remodel projects.
Implement Common Sense Solar Permitting Reform
Provide services for on-line, fax and over-the-counter Solar Permit submittals.
Draft staff report and local ordinance related to expedited permitting procedures
for small residential rooftop solar systems by July 1, 2015.
Get local ordinance approved in compliance with AB 2188 relating to solar
energy permits that is due by September 30, 2015.
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
Provide a complete checklist for PV (Photovoltaic) submittals.
Continue to send inspectors to PV training to keep up with the constant
equipment changes.
Provide full time front counter consultation for questions on installation.
Post informational handouts to our website related to AB2188.
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
High Quality Public Safety Services
Action Plan
2015-17
Collaborate with Community Groups and Partner Agencies
Work with local School District Officials to provide training and enhance response
to critical incidents occurring on school grounds.
Police and Fire to partner with Lighthouse and other similar programs as
response to drug abuse occurring within the community.
o Participate in Lighthouse meetings.
Actions
Invest in public safety equipment and infrastructure
Collaborate with community groups and partner agencies
Participate in regional activities
Involve the community in public safety issues
Make training a priority
Focus on core services
Long Term Goals
We will have thriving and healthy economic activity
We will have tourists but are not a tourist town
We will keep our community charm
We will have vibrant recreational opportunities for citizens
and tourists alike
We will foster quality of life by engaging the public
We will have sound and reliable infrastructure in place
We are and will remain an attractive place to live (eclectic is
attractive)
We are and will remain proud to be Atascadero
We will retain our civic pride
We will have a strong, common, driving vision for the future
We are and always will be a safe community
We will retain our small town friendliness and feel
We will have popular annual events that are important to our
sense of community and economic health
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
o Develop & lead the reality tour program.
o Support the mentorship program.
Police and Fire to partner with the School District on the presentation of the
Every 15 Minutes program.
Participate in Regional Activities
Continue Fire Department participation in a new county-wide SLO Type 3
Incident Management Team (SLO IMT3).
Work with the County on implementing the newly amended cooperative
agreement for the Regional Hazardous Materials team .
Stay involved in changes to the County-wide animal control contract.
o Actively participate in discussions regarding county animal shelter facility
decisions.
o Advocate reasonable cost effective solutions to animal shelter facility
needs.
o Evaluate funding allocations for new shelter facility and the effects on
Atascadero.
o Keep Council informed on developments regarding new animal shelter
facility.
Work with local, State and Federal entities to leverage grant monies for
enforcement, education and equipment including Alcohol Be verage Control
grants, Office of Traffic Safety Grants and Bullet Proof Vest grants.
Remain very involved with the SLO County Fire Safe Council and actively pursue
grant funding for the annual chipping program.
Continue to work closely with the Cal Fire Forester on developing projects that
provide defensive space and breaks on the City’s western boundary.
Actively pursue grants needed to improve Atascadero public safety.
Collaborate with the County Fire Chiefs and the Sherriff to develop governance
of the county CERT team.
House one county CERT team trailer here in Atascadero.
Remain active in regional and State Associations.
o Participate as the City Manager appointment to the Ambulance
Performance Operations Committee or APOC.
o Participate as Operational Area Coordinator (Op Area Co) Alternate.
o Chair the County-wide California Incident Command Certification System
(CICCS).
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
o Participate as part of the CJAA Criminal Justice Administrators
Association.
o Remain a member of the Regional CICCS Committee.
o Chair the County Haz Mat Board of Directors and be the Haz Mat Team
Liaison.
o Continue to be the California Fire Chiefs Liaison to county chiefs.
o Be an active member of the County Mutual Aid Committee.
o Remain a member of the League of California Cities Fire Chiefs Section.
o Remain a Board Member of the California Fire Chief Association.
o Be an active member of the Cal Police Chief’s Organization .
Involve the Community in Public Safety Issues
Expand the implementation of the Police Service Area Coor dination Program
through the use of the Nextdoor online social networking service.
Fully implement a self-directed model for police and fire personnel to provide
services within the community.
Work with neighborhood residents to resolve neighborhood specific issues as the
need arises.
Continue to support annual CERT Training by providing personnel, facilities and
promotion of the training.
Seek funding through grants and donations to print and distribute the Business
Continuity Plan & Tool Box for local businesses to use during an emergency and
recovery.
Complete the adoption of the Local Hazard Mitigation Plan Development &
Update.
Work within the community to raise funding in support of the K9 program.
Monies raised will be used for the purchase of the new K9 and ongoing training
within the K9 program.
Collaborate with the County Fire Chiefs and the Sherriff to develop governance
of the county CERT team.
Make Training a Priority
Emphasize training for all public safety personnel.
Hold a Disaster Council Meeting.
Provide a Table Top Disaster Drill with a full EOC Activation Drill & Local Incident
Management Team Type III (Type 3 IMT) utilization- completed.
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
Continue development of Fire Department Performance Based Training
Program.
Schedule fire training with neighboring fire departments quarterly.
Ensure that new personnel are prepared for their role in a city-wide emergency.
Pursue funding for a return trip to EMI.
o Submit an application to EMI requesting a training opportunity.
o Develop a budget and design an EOC training event.
o Hold an EOC Emergency Exercise to prepare staff for a return trip to EMI .
o Develop a budget and Exercise to be used at EMI.
o Attend EMI Class.
Focus on Core Services
Maintain a focus on problem areas within the community.
o The Police Department will maintain two full time Motor Officer positions to
focus on traffic safety concerns in the community.
o The Police Department will maintain two Street Crimes Detective positions
to address safety concerns in the community including narcotics related
issues and juvenile crimes including gangs, graffiti and other associated
issues.
Continue to monitor Response Standards and evaluate deployment mode l for
performance.
Increase the use of the online reporting portal to provide additional methods of
crime reporting for community members and increase the amount of proactive
enforcement time by officers.
Investigate the effectiveness and viability of using body worn cameras for our
officers. This will be done in cooperation with local area law enforcement
partners.
Monitor Response Standards and evaluate deployment model for performance .
Continue to encourage high levels of customer service with employee groups in
Police and Fire services.
Leverage of SLESF funding to provide line level officers with equipment to
sustain and enhance current levels of service.
Develop and Incorporate a Debris Management Plan as an Annex within the
Multi-Hazard Emergency Response Plan (MERP).
Respond to requests from within the community for specific enforcement issues.
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
Focus on criminal behaviors associated with the local transient population.
Work with local area law enforcement partners to develop appropriate strategies
for addressing criminal conduct associated with the transient population
responses.
Invest in Public Safety Equipment and Infrastructure
Replace all vehicle based mobile radios in the fire department.
Construct a new fire engine.
Refurbish Engines #7591 & # 7592.
Refurbish or replace breathing apparatus.
Look for funding opportunities to upgrade, refurbish or relocate existing public
safety facilities.
o Look for funding opportunities to complete needed deferred maintenance
upgrades to the Police Station.
o Look for funding opportunities to perform a needs assessment evaluating
Fire Station #1.
o Look for funding opportunities to modernize and remodel Fire Station #2.
Replace dated handheld police radios using SLESF funding.
Improve evidence processing capabilities with enhanced cell phone forensic and
fingerprinting equipment.
Further develop operational policies and procedures for the Disaster Response
Trailer (DRT).
Work with service provider to improve capabilities of the CAD system .
Install “rat boxes” that monitor the exact moment when a light turns red,
improving officer safety.
Look for opportunities to improve the safety of the City’s streets and roads
system.
o Complete the preliminary engineering phase to rehabilitate or replace the
Via Avenue Bridge.
o Work to secure funding for the construction phase of the
rehabilitation/replacement of the Via Avenue Bridge.
o Complete the preliminary engineering phase to replace the Santa Lucia
Bridge.
o Work to secure funding for the construction phase of the replacement of
the Via Avenue Bridge.
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
o Implement the traffic sign and pavement marking management plan to
comply with federal retro-reflectivity standards and guidelines.
o Develop and implement standard operating guidelines for processing
traffic sign requests and other traffic issues raised by the public.
o Continue to use safety as an evaluation factor when determining
modifications to the operations and improvements to the infrastructure of
the roadway system.
Adopt and implement Wastewater Treatment Plant and Collection System Master
Plans and recommendations for reliable and efficient wastewater collection and
treatment.
o Develop and prioritize capital improvement projec ts to ensure lowest life
cycle system costs.
o Complete and implement wastewater fee study to ensure long-term
funding of system operation and improvements.
o Evaluate maintenance and inspection standard operating guidelines and
policies and implement changes as needed.
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
Atascadero Lake Park, Pavilion,
Veterans Memorial and Zoo
Action Plan
2015-2017
Upgrade the Physical Infrastructure of the Zoo
Upgrade the electrical systems in the Zoo.
Actions
Upgrade the physical infrastructure of the Zoo
Increase marketing exposure for the Lake Park, Pavilion,
Veterans Memorial and Zoo
Increase parking capacity at the Lake Park complex
Improve facilities and infrastructure at the Lake Park Complex
Continue to monitor and review Zoo and facility fees to keep
fees in line with Council policies
Long Term Goals
We will have thriving and healthy economic activity
We will have tourists but are not a tourist town
We will keep our community charm
We will have vibrant recreational opportunities for citizens
and tourists alike
We are and will remain a patriotic city
We will have sound and reliable infrastructure in place
We are and will remain an attractive place to live (eclectic is
attractive)
We are and will remain proud to be Atascadero
We will maintain our open space and rural character
We will retain our civic pride
We will have a strong, common, driving vision for the future
We will always embrace our natural beauty
We will have adequate water
We are and always will be a safe community
We will retain our small town friendliness and feel
We will have popular annual events that are important to
our sense of community and economic health
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
Incrementally relocate the animal population to more appropriate locations within
the Zoo to better fit with the ultimate vision of the Master Plan.
Address ongoing infrastructure maintenance needs at the Zoo.
o Continue to implement operational efficiencies to allow staff to spend more
time on infrastructure maintenance needs.
o Coordinate with other departments for expertise on repairs, upgrades and
maintenance of infrastructure.
o Evaluate all new exhibits and changes to exhibits to insure that ongoing
maintenance needs are considered and if possible, reduced.
o Prioritize deferred maintenance projects based on animal welfare, safety,
long-term goals, and resource availability.
o Complete repair and rehabilitation of damaged aviary.
o Construct a new Madagascar Radiated Tortoise Exhibit, removing the
existing exhibit which has rot and other damage.
o Look for funding for other exhibits/facilities in need of replacement due to
rot, age, damage or non-conformance with USDA, AZA of Fish & Wildlife
Standards:
Fossa Exhibit
Old Bear Exhibit
Red River Hog Exhibit
Removal of remaining Creosote Poles
Zoo Education and Picnic Area
o Complete planned deferred maintenance projects:
Center planter area
Replacement of interior railings with standard Zoo railings
Repair of pavement areas
Pruning and removal of identified trees
Repair floor in Education Animal Holding Building
o Work with the Wine Festival Committee to raise funds for needed Zoo
Projects
Look for additional collaboration and donation opportunities.
Install new exhibits and upgrade existing exhibits to fit with the ultimate vision of
the Master Plan.
o Construct a new immersive Indo-Burma multi-species exhibit for red
pandas, muntjac deer, and birds from the area.
o Install a new toucan exhibit.
o Complete the new Walkabout Wallaby Exhibit.
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
Work with the Friends of the Charles Paddock Zoo to obtain funding for needed
capital projects.
Improve communications with the Friends of the Charles Paddock Zoo.
Encourage Friends of the Charles Paddock Zoo to recruit local volunteers and
board members to add to the core board in existence.
Attend the AZA Conference and Board meetings as appropriate to insure that
Zoo staff and City Manager are up to date on modern zoological practices.
Increase Marketing and Exposure of the Pavilion, Lake Park, Zoo and Veteran’s
Memorial
Increase marketing presence on Google, Facebook and other internet sources
for the Pavilion as an event center.
Look for marketing opportunities to promote the Pavilion, Lake Park, Zoo and
Veteran’s Memorial.
Increase the promotion of the Zoo.
o Look for education opportunities to tell about the important work being
done at the Zoo.
o Prepare monthly Zoo articles.
o Encourage Friends of the Zoo Membership newsletters.
o Issue Press Releases on new and exciting happenings at the Zoo. (Send
to both local and national media outlets)
Investigate the opportunity for receptions at the Zoo.
o Look for funding for a new education / event center area at the front of the
Zoo.
Follow, maintain and engage in social media regarding the Pavilion, Lake Park,
Zoo and Veteran’s Memorial.
Improve Directional signage to Lake Park/Zoo/Veteran’s Memorial. (Particularly
at US 101 / Highway 41)
Plan for connectivity between downtown corridor (El Camino Real) and
Atascadero Lake Park facilities, including better exposure and wayfinding, as a
goal in the State Route 41 West Corridor Study.
Hold and advertise Special Olympics World Games host town event at the Zoo
and Lake Park.
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
Improve Facilities and Infrastructure at the Lake Park Complex
Look for funding opportunities to make non -compliant picnic areas ADA
compliant.
Complete the pathway improvement irrigation and landscaping.
Look for funding and opportunities to renovate the Zoo Education portion of the
Ranger House.
Look for opportunities to improve and sustain appropriate lake water levels for
recreational use and aesthetics.
o Repair the Lake Fill Line to insure long-term and reliable performance for
capturing all possible opportunities to divert allocated runoff to lake.
o Cooperate with the Friends of the Lake in their efforts to improve lake
conditions while being mindful of social, political, environmental, and
economic impacts.
o Do not use water from the Atascadero Basin (community’s drinking water
supply) to fill the Lake.
o Investigate the feasibility to modify creek and pipe inlet conditions to
increase intake capacity for the fill line from Atascadero Creek.
Implement water quality / aeration improvements to improve the clarity of, and
environmental health of the Lake.
o Re-Install fountains to improve water quality when water levels are
appropriate.
o Cooperate with the Friends of the Lake in their efforts to improve lake
water quality while being mindful of social, political, environmental, and
economic impacts.
o Continue Lake Clean-Up Day(s).
Improve appearance and physical condition of Pavilion by expediting deferred
maintenance work.
o Refurbish and maintain wood floor in main event center.
o Repair and remediate wood rot in top section of gazebo structure.
o Replace damaged tables and chairs for main event center.
Focus volunteer efforts on needed maintenance and visual improvements to the
grounds and facilities.
Look for funding opportunities to build Zoo Education / Event area in the Lake
Park
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
Continue to Monitor and Review Zoo and Facility Fees to Keep Fees in Line
with Council Policies
Review and bring fees annually to the City Council.
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
Environmental Stewardship
Action Plan
2015-2017
Actions
Promote and publicize the City’s environmental stewardship
accomplishments
Encourage and preserve capital projects that highlight
Atascadero’s abundant natural beauty
Involve the public and volunteers in achieving the City’s
environmental goals
Implement Water Conservation Program to Reduce Water
Consumption at City Facilities
Balance environmental and economic development goals
Continue to be a County leader in the permitting of roof top
photovoltaic systems.
Long Term Goals
We will have tourists but are not a tourist town
We will embrace and value our history
We will keep our community charm
We will have vibrant recreational opportunities for citizens
and tourists alike
We will foster quality of life by engaging the public
We will have sound and reliable infrastructure in place
We are and will remain an attractive place to live (eclectic is
attractive)
We are and will remain proud to be Atascadero
We will maintain our open space and rural character
We will retain our civic pride
We will have a strong, common, driving vision for the future
We will always embrace our natural beauty
We will have adequate water
We will retain our small town friendliness and feel
We will have popular annual events that are important to our
sense of community and economic health
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
Promote and Publicize the City’s Environmental Stewardship Accomplishments
Create an Environmental Stewardship page on the website.
Prepare and update a report on accomplishments for the website.
Prepare a Bike and Trail Map for residents and visitors to p romote the existing
trails within the City. Make map available on City’s website and printed copies
for distribution at City Hall.
Use City’s promotion program and outreach activities to promote people powered
(biking, trails) recreational opportunities here in Atascadero.
Continue to apply annually for Tree City designation.
Work with Bicycle Community on applying for a Bike Friendly Community
designation.
Celebrate our effective water reclamation facility.
Continue and publicize the hugely successful annual Conservation Celebration.
Promote the City’s solar program achievements.
Promote the availability of grey water permits.
Encourage and Preserve Capital Projects that Highlight Atascadero’s Abundant
Natural Beauty
Continue to maintain and monitor native tree planting sites throughout the City,
including at Las Lomas, Adobe Springs, Paloma Creek Park, and others.
Construct the trailhead for the ALPS Three Bridges Trail.
Construct and promote the Highway 41 Multi-purpose path project.
Continue to pursue public and private funding to expand and link the City's
bicycle network in accordance with the General Plan and Bicycle Plan.
Continue to coordinate with and support SLOCOG in the implementation of
bicycle plans to facilitate non-auto travel within and between communities.
Look at bike and pedestrian opportunities as part of the Highway 41 Corridor
Study.
Seek funding for construction of a downtown walking bridge across Atascadero
Creek (Pedestrian Bridge).
Pursue completion of the Atascadero Creek Trail Enhancement Project.
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
Involve the Public and Volunteers in Achieving the City’s Environmental Goals
Partner with volunteer organizations who will continue the Native Oak Tree
planting program and seedling give-away.
Include information in weed abatement notices about how to protect oak
seedlings when mowing weeds
Encourage “Adopt-a-Facility” volunteer projects that have direct environmental
improvement affects.
Provide public information regarding energy efficient programs and products.
Promote stormwater best management practices through public outreach and
education opportunities.
Implement Water Conservation Program to Reduce Water Consumption at City
Facilities
Work to upgrade all remaining irrigation systems to Calsense technology and
inspect to ensure appropriate watering rates and proper operation of system
components.
Evaluate irrigated areas in parks and on facility grounds for candidacy to “brown
out” by considering usage and long-term implications of such actions.
Partner with Atascadero Mutual Water Company to identify strategies for
reduction in water consumption.
Protect the water recapture levels of our wastewater treatment facility.
Balance Environmental and Economic Development Goals
Facilitate and expedite the construction of local retail nodes such as the Del Rio
Specific Plan area and Colony Square in order to provide goods and services to
local residences in areas which are currently underserved, thereby reducing
vehicle miles traveled and greenhouse gas emissions. Goal is to capture 60% of
current retail leakage.
Continue to coordinate with the SLO APCD to promote energy efficiency projects
and solar installation through education and public outreach.
Continue with the expedited solar permit process, including online permit
submittals and minimal permit fees.
Continue with City tree planting projects and preservation of open space and oak
woodlands throughout the City.
Continue to implement Atascadero’s business friendly Climate Action Plan (CAP )
which was adopted in January 2014. Currently working with the APCD’s
AmeriCorps grant funded staff to begin implementing actions and conducting
public outreach as identified in the CAP.
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
Ensure that new developments, including Eagle Ranch, comply with th e goals
and policies identified in the Climate Action Plan, especially in regards to energy
efficiency, low water use, design of complete streets which include non -vehicular
and alternative modes of transportation.
Continue to be a County Leader in the Permitting of Roof Top PV (Photovoltaic)
Systems.
Provide services for on-line, fax and over-the-counter Solar Permit submittals.
Draft staff report and local ordinance related to expedited permitting procedures
for small residential rooftop solar systems by July 1, 2015.
Get local ordinance approved in compliance with AB 2188 relating to solar
energy permits that is due by September 30, 2015.
Provide a complete checklist for PV submittals.
Continue to send inspectors to PV training to keep up with the cons tant
equipment changes.
Provide full time front counter consultation for questions on installation.
Add informational handouts to our website related to AB2188.
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
Staffing
Action Plan
2015-2017
Strive to Retain Current Employees
Bargain in good faith with all employee groups.
Actions
Strive to retain current employees
Hire and train employees to fill current vacancies
Evaluate needs and hire employees to fill key needs
Long-Term Goals
We will have thriving and healthy economic activity
We will have tourists but are not a tourist town
We will have plentiful local shopping opportunities
We will embrace and value our history
We will keep our community charm
We will have vibrant recreational opportunities for citizens
and tourists alike
We are and will remain a patriotic city
We will foster quality of life by engaging the public
We will have sound and reliable infrastructure in place
We are and will remain an attractive place to live (eclectic is
attractive)
We are and will remain proud to be Atascadero
We will maintain our open space and rural character
We will retain our civic pride
We will have a strong, common, driving vision for the future
We will always embrace our natural beauty
We will have adequate water
We are and always will be a safe community
W e will retain our small town friendliness and feel
We will have an attractive and professional commercial
corridor
We will have popular annual events that are important to our
sense of community and economic health
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
Prepare a salary survey comparing key positions to all other agencies in the
County.
Work toward salaries being near the county-wide average for the position, while
always being mindful of City’s revenue projections and ability to pay.
Hire employees that make our team better.
Be less fiscally conservative in this period of upswing potential in order to be
competitive with other jurisdictions.
Evaluate Council compensation (wages and benefits) which have not been
increased since 1985.
Adopt ordinance codifying Council wages and benefits.
As part of the budget process, review and prioritize “supplementals” submitted to
reclassify individuals performing work substantially outside of their current job
description.
Evaluate positions where the salaries and benefits are not competitive with other
jurisdictions.
Continue to allow flex schedules where deemed appropriate by management.
Recognize that there is more work than staffing resources available in most
areas of the City.
Actively promote realistic expectations of what staff can get done (there is more
work than staff time available).
Actively communicate realistic time frames for work to get done.
Keep staff focused on key missions and goals.
• Minimize diversions of staff time to items that do not achieve the core
mission of the department or the completion of these goals.
• Communicate effect on core mission and goals if additional work
program is added.
Work to keep communications with and about employees positive (Praise in
public, correct in private).
Communicate regularly with employees.
• Hold quarterly City Manager Roundtables
• Management to meet with SEIU quarterly.
• Management to meet with employees or employee groups as
requested.
Balance the City’s desire to reduce the leave liabilities with the employee’s desire
for flexibility in the use of leave.
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
Hire and Train Employees to Fill Current Vacancies
Hire a new Community Development Director.
Hire a new Deputy Public Works Director.
Hire a new Administrative Support Assistant- Building Permit Processing.
Hire a new Police Officer.
Hire a new Dispatcher.
Hire a new Fire Captain.
Train and orient all employees so that they become productive members of the
City team.
Evaluate Needs and Hire Employees to Fill Key Positions Required to Fulfill
These Action Plans
Have the department head team evaluate key personnel needs of the City as
part of the budget process.
Have the department head team prioritize all City operation needs including the
need for additional personnel as part of the budget process.
Look for funding opportunities for additional personnel.
Be less fiscally conservative in this period of upswing potential in order to hire
personnel needed to achieve Council and community goals.
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
Roads Program
Action Plan
2015-2017
Implement a Successful Road Repair Program Using Measure F-14 Sales Tax
Funds
Use all of Measure F-14 funds on road repair projects in Atascadero.
Begin the first Measure F-14 Road Repair in spring of 2015 prior to receipt of first
sales tax receipt.
o Appropriate funds for two small (under $30,000 construction contracts)
road repair projects in fiscal year 2014-2015.
o Begin construction on one small road repair project in May of 2015 .
Actions
Implement a Successful Road Repair Program using Measure
F-14 Sales Tax Funds
Develop and Implement Communications and Transparency for
Roads Program
Continue City’s Road Program using funds other than Measure
F-14
Long-Term Goals
We will have thriving and healthy economic activity
We will have tourists but are not a tourist town
We will have plentiful local shopping opportunities
We will foster quality of life by engaging the public
We will have sound and reliable infrastructure in place
We are and will remain an attractive place to live (eclectic is
attractive)
We are and will remain proud to be Atascadero
We will maintain our open space and rural character
We will retain our civic pride
We will have a strong, common, driving vision for the future
We will always embrace our natural beauty
We are and always will be a safe community
We will have an attractive and professional commercial
corridor
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
o Begin construction of the second small road repair project in June 201 5.
Develop a five year capital improvement plan for roads repairs using the
following selection criteria:
o Select roads to be repaired using the Critical Point Management
methodology in order to achieve the lowest life -cycle cost while
maximizing the overall Pavement Condition Index (PCI).
o Select projects to maximize bidding efficiencies.
o Design project selection to maximize cost-effectiveness of each project.
o Projects would not include significant improvements such as road
widening, added bikeways, etc.
o Neighborhood roads would generally be a higher priority than large arterial
roads.
o Projects would not include routine maintenance such as isolated pothole
repair, shoulder maintenance, vegetation control, striping projects, street
crew staffing costs or normal sign replacement unless part of a pavement
project.
o Projects could include road maintenance projects such as asphalt crack
sealing, chip sealing, slurry or micro-surfacing.
o Projects would also include major road rehabilitation projects such as cold
in-place recycling, hot-mix asphalt overlays and isolated, partial and/or
full-depth road reconstruction..
o Do not use Measure F-14 funds on the Del Rio/US101 Interchange
Project.
Insure that adequate staffing is in place to accomplish a successful road repair
program.
o Charge staff time to the projects for such things as design, bidding,
inspection, construction engineering, and contractor oversight.
o Require time cards detailing work performed to insure that Measure F -14
funds are not used for general personnel costs.
Develop and Implement Communications and Transparency for Roads Program
Install a sign at each Measure F-14 road project letting passersby know the
project is funded with their sales tax dollars.
Hold a Groundbreaking ceremony and issue press releases for each capital
project.
Hold a Ribbon cutting ceremony and issue a press release at completion of each
capital project.
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
Actively notify in advance residents that will be affected by capital projects. Let
them know, dates & times of construction, closures, delays and other
inconveniences they may encounter.
Assign a City liaison to troubleshoot problems that residents may have with
capital projects.
Support the Sales Tax Oversight Committee, educating and informing them .
Use the Sales Tax Oversight Committee as ambassadors to tell the public about
the City’s sales tax measure program and what is happening.
Produce and widely publicize a professional sales tax measure annual report .
Make expenditure of all sales tax measure funds readily transparent and easily
available to the public.
o Account for F-14 revenues and expenditures in a separate “fund” in the
City’s financial system (GASB requires this to be part for Citywide financial
statements, but keeping it separate internally will allow the public and
other interested parties to view everything related to this activity separate
and apart from other general fund activity).
o Publish the F-14 revenues, expenditures, assets, and liabilities separate
from the General Fund on the City’s website and in the F-14 Annual
Report.
o Account for F-14 as a separate “fund” in the City’s budget.
o Publish the F-14 budget on the City’s website and other outlets.
Make available all capital project related information - budgets, bid documents,
annual reports, and other data in one comprehensive area of our website.
Continue City’s Road Program Using Funds Other than Measure F-14
Diligently pursue funding for road, drainage and bridge projects in Atascadero.
Continue implementing steps to construct the Del Rio/US101 Interchange Project
in an expedited manner.
o Continue to aggressively work through the CalTrans process.
o Work with partners to achieve construction efficiencies.
o Secure dirt needed for interchange project at no cost .
o Continue to advocate and apply for funding for the portion of the Del Rio
/US101 Interchange project which is attributable to general City traffic.
o Bring changes and unexpected to developments to Council.
Rehabilitate the Via Avenue Bridge providing access to this commercial/industrial
area.
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
Continue with the Morro Road Corridor Study which address transportation
needs, requirements and design through this primary access corridor.
Remain active in SLOCOG looking for funding opportunities and grants to
improve Atascadero’s infrastructure.
Support state legislative efforts to increase funding for local street and road
repairs and improvements.
Devote all available (not otherwise restricted) local transportation funds to road
projects.
Work to protect and maximize local transportation funds tha t can be used for
road projects.
Look for opportunities to use remaining gas tax funds for road repair projects .
Use USHA funds for road repair projects.
Look to maximize funding by using available funds to “match” potential grant
funds whenever possible.
Leave a portion of road funds available to take advantage of road grant fund
opportunities that may arise.
Look for opportunities to repair roads when completing other projects in the City.
Complete the East Front Overlay Project.
Complete the Lake View Overlay Project.
Complete the Santa Barbara West Overlay Project.
Complete the San Lucas Road Landslide Repair Project.
After improvements are made in the area, complete the El Camino Real CIR
Rehabilitation Project (San Anselmo to San Benito).
Begin the Santa Lucia Avenue Rehabilitation Project.
Begin the Viejo Camino Road Rehabilitation Project.
Continue the annual crack fill program.
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
Promotions
Action Plan
2015-2017
Actions
Actively increase traffic to local businesses through a
promotions program
Celebrate Atascadero
Improve information flow and communications with constituents
Increase marketing and exposure of the Pavilion, Lake Park,
Zoo and Veteran’s Memorial
Long-Term Goals
We will have thriving and healthy economic activity
We will have tourists but are not a tourist town
We will have plentiful local shopping opportunities
We will embrace and value our history
We will keep our community charm
We will have vibrant recreational opportunities for citizens
and tourists alike
We are and will remain a patriotic city
We will foster quality of life by engaging the public
We will have sound and reliable infrastructure in place
We are and will remain an attractive place to live (eclectic is
attractive)
We are and will remain proud to be Atascadero
We will maintain our open space and rural character
We will retain our civic pride
We will have a strong, common, driving vision for the future
We will always embrace our natural beauty
We will have adequate water
We are and always will be a safe community
We will retain our small town friendliness and feel
We will have an attractive and professional commercial
corridor
We will have popular annual events that are important to our
sense of community and economic health
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
Actively Increase Traffic to Local Businesses through a Promotions Program
Clarify and unify Council Vision for Atascadero promotions by setting clear goals
and actions for the City’s promotion program.
Benchmark and measure the success of the promotions program.
Have Council set brand standards and develop a brand management strategy.
Identify supporting infrastructure for tourism and promotions and seek funding for
that infrastructure.
Identify and integrate with the City’s promotions partnership base.
Work in conjunction with the Chamber of Commerce, ATBID and other promotion
partners to unify promotions of Atascadero.
Support the TBID board in their mission to increase lodging stays in Atascadero .
Assign responsibility and allocate resources for an active promotions campaign.
Allocate adequate resources to implement the program .
Consider partnering with Historical Society to provide tours of the City Hall
building on Saturdays.
Focus City promotion efforts on supporting the entire com munity of Atascadero
(not just lodging stays).
Develop reporting and feedback systems to allow for modifications and changes
to the promotions campaign as necessary.
Maximize use of the Sunken Gardens and other City facilities by supporting
special events and other similar activities.
Work to remove barriers to use of the Sunken Gardens for special events.
Celebrate Atascadero
Develop and implement innovative ways to celebrate Atascadero with positive
public outreach and public relations activities.
Provide a City liaison and support for community special events.
Increase City presence on social media promoting positive news items here in
Atascadero.
Improve relationships with local community groups to maximize the flow of
information and assist in positive community activities.
Actively look for and assist those looking to do special events that enhance the
image of Atascadero.
Improve our Special Events Roadmap to include updated information.
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
Assign responsibility for celebrating Atascadero to an Individual.
Participate in Special Olympics Host Town Event.
Celebrate each City success with public ribbon cuttings and press releases.
Look for funding to improve the City’s website focusing on mobile support, social
media connections, event promotion and public contact.
Improve Information Flow and Communications with Constituents
Open City Hall on Fridays.
Proactively look for opportunities to get City news and information out to
constituents and other interested parties.
Use a public information officer to review press releases and to coordinate the
City’s response to inquiries from the media.
Develop and implement a media response policy for staff and councilmembers.
Improve transparency by addressing rumors quickly through the appropriate
communication method. (Publically through social media or other methods
address those rumors that would not violate someone’s privacy or would not
reflect poorly on a constituent or business.)
Assign responsibility to monitor public communications and to respond
appropriately.
Set systems in place to keep communications factual and positive .
Improve transparency by actively pushing out both “bad news” and “good news”.
Improve the City’s website focusing on improving navigation, eliminating old
material and providing current up to date forms, data and information.
Increase Marketing and Exposure of the Pavilion, Lake Park, Zoo and Veteran’s
Memorial
Increase marketing presence on Google, Facebook and other internet sources
for the Pavilion as an event center.
Look for marketing opportunities to promote the Pavilion, Lake Park, Zoo and
Veteran’s Memorial.
Increase the promotion of the Zoo.
o Look for education opportunities to tell about the important work being
done at the Zoo.
o Prepare monthly Zoo articles.
o Encourage Friends of the Zoo Membership newsletters.
ITEM NUMBER: 1
DATE: 04/27/15
ATTACHMENT: 1
o Issue Press Releases on new and exciting happenings at the Zoo. (Send
to both local and national media outlets)
Investigate the opportunity for receptions at the Zoo.
o Look for funding for the a new educ ation / event center area at the front of
the Zoo.
Follow, maintain and engage in social media regarding the Pavilion, Lake Park,
Zoo and Veteran’s Memorial.
Improve Directional signage to Lake Park/Zoo/Veteran’s Memorial. (Particularly
at US 101 / Highway 41)
Plan for connectivity between downtown corridor (El Camino Real) and
Atascadero Lake Park facilities, including better exposure and wayfinding, as a
goal in the State Route 41 West Corridor Study.
Hold and advertise Special Olympics World Games host town event at the Zoo
and Lake Park.
ITEM NUMBER: 2
DATE: 04/27/15
Atascadero City Council
Staff Report - City Attorney’s Office
Discussion of City Council Salaries
and Health Insurance
RECOMMENDATION:
This is an information item. City Council may give direction to City Staff.
DISCUSSION:
All Code sections referenced in this Staff Report are from the California Government
Code.
I. City Council Salaries
Sections 36516 and 36516.1 establish the methods for determining permissible salaries
for Council Members and the elected mayor of general law cities such as the City of
Atascadero.
Section 36516(a) sets a maximum amount for the salary of a City Council Member,
depending on the population size of the city. Cities with a population of up 35,000 may
compensate Council Members with a monthly salary of up to $300.00. Section
36516(a)(2).
Section 36516(a)(4) allows for Council Member salary increases above $300.00 per
month provided the increase is adopted by ordinance and the amount of additional
compensation does not exceed an amount equal to 5% for each calend ar year from the
date of the last adjustment.
The 5% increase must not be compounded. (89 Opinions of California Attorney
General 159 (2006).
Salary increases cannot become effective until at least one Council Member begins a
new term of office. Section 36516.5.
ITEM NUMBER: 2
DATE: 04/27/15
Amounts paid by the City for retirement, health and welfare, and federal social
security benefits shall not be included for the purposes of determining salary
under Section 36516 provided the same benefits are available and paid by the
City for its employees. Section 36516(d).
Section 36516.1 authorizes the City Council to adopt an ordinance to provide
compensation to an elected mayor in addition to what he or she receives as a
Council Member. The additional compensation authorized for a mayor of a
general law city may be increased during his o r her term of office as mayor. See
89 Opinions of California Attorney General 159 (2006).
The last ordinance adopted by the City Council pertaining to Council Member
salaries was Ordinance No. 84 in 1984, which enacted Chapter 17 of the
Atascadero Municipal Code. Section 2-17.02 of the Municipal Code provides a
salary of $300.00 per calendar month for each member of the Council. Council
Member salaries were last increased on January 1, 1985. Accordingly, Council
Members’ current salary may increase by up to 5% multiplied by the total number
of years since the last salary adjustment.
II. Health Insurance
Sections 53200-53210 authorize a city to provide health and welfare benefits to
Council Members. Any amounts paid by a city for retirement, health and welfare,
and federal social security benefits shall not be included for purposes of
determining salary under Section 36516, provided that the same benefits are
available and paid by the City for its employees. Section 36516(d). The medical
plan must also provide benefits for a large number of employees. Section
53202.3.)
Section 53208.5 limits the amount of benefits for Council Members who begin
service after January 1, 1995 to an amount no greater than that received by non-
safety employees of the City. Section 53208.5. Where a city has different
benefit structures, the Council Members’ benefits can be no greater than the
most generous schedule of benefits being received by any category of non -safety
employees. Section 53208.5(b).
A city may pay for all, or part of, the health and welfare benefits offered to
Council Members, and may provide health benefits to Council Members’ spouses
and dependents. Sections 53205 and 53201(a). See also 76 Opinions of
California Attorney General 91 (2003).
City Council Members of a general law city may redirect the value of health
insurance benefits to a deferred compensation plan without violating the statutory
limitation upon the amount of compensation authorized for Council Members. (89
Opinions of California Attorney General 107 (2006).
ITEM NUMBER: 2
DATE: 04/27/15
Additionally, federal law provides complex rules governing tax-exempt benefits
that limit the degree to which benefits may distinguish between Council Members
and staff members.
The City’s current practice is to make available to Council Members, the same
health insurance options it makes available for City employees. The City
currently contributes to the cost of health insurance for Council Members, but not
their spouses and families, whereas for employees, the City also contributes to
the cost of health insurance for employees’ spouses and families. The City’s
practice of providing health insurance benefits is not currently documented in any
City policy.
FISCAL IMPACT:
No fiscal impact for this agenda item.
ATTACHMENTS:
1. Government Code Section 36516 et.seq.re: Salaries
2. Government Code Section 53200 et.seq. re: Group Insurance
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DIVISION 3. OFFICERS [36501 41805] ( Division 3 added by Stats. 1949, Ch. 79. )
PART 1. GENERAL [36501 36525] ( Part 1 added by Stats. 1949, Ch. 79. )
36516.
TITLE 4. GOVERNMENT OF CITIES [34000 45345] ( Title 4 added by Stats. 1949, Ch. 79. )
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GOVERNMENT CODE GOV
(a) (1) A city council may enact an ordinance providing that each member of the city council shall receive
a salary based on the population of the city as set forth in paragraph (2).
(2) The salaries approved by ordinance under paragraph (1) shall be as follows:
(A) In cities up to and including 35,000 in population, up to and including three hundred dollars ($300) per month.
(B) In cities over 35,000 up to and including 50,000 in population, up to and including four hundred dollars ($400)
per month.
(C) In cities over 50,000 up to and including 75,000 in population, up to and including five hundred dollars ($500)
per month.
(D) In cities over 75,000 up to and including 150,000 in population, up to and including six hundred dollars ($600)
per month.
(E) In cities over 150,000 up to and including 250,000 in population, up to and including eight hundred dollars
($800) per month.
(F) In cities over 250,000 population, up to and including one thousand dollars ($1,000) per month.
(3) For the purposes of this subdivision, the population of a city shall be determined by the last preceding federal
census, or a subsequent census, or estimate validated by the Department of Finance.
(4) The salary of council members may be increased beyond the amount provided in this subdivision by an
ordinance or by an amendment to an ordinance, but the amount of the increase shall not exceed an amount equal
to 5 percent for each calendar year from the operative date of the last adjustment of the salary in effect when the
ordinance or amendment is enacted. No ordinance shall be enacted or amended to provide automatic future
increases in salary.
(b) Notwithstanding subdivision (a), at any municipal election, the question of whether city council members shall
receive a salary for services, and the amount of that salary, may be submitted to the electors. If a majority of the
electors voting at the election favor it, all of the council members shall receive the salary specified in the election
call. The salary of council members may be increased beyond the amount provided in this section or decreased
below the amount in the same manner.
(c) Unless specifically authorized by another statute, a city council may not enact an ordinance providing for
compensation to city council members in excess of that authorized by the procedures described in subdivisions
(a) and (b). For the purposes of this section, compensation includes payment for service by a city council
member on a commission, committee, board, authority, or similar body on which the city council member serves.
If the other statute that authorizes the compensation does not specify the amount of compensation, the
maximum amount shall be one hundred fifty dollars ($150) per month for each commission, committee, board,
authority, or similar body.
(d) Any amounts paid by a city for retirement, health and welfare, and federal social security benefits shall not be
included for purposes of determining salary under this section, provided that the same benefits are available and
paid by the city for its employees.
(e) Any amounts paid by a city to reimburse a council member for actual and necessary expenses pursuant to
Section 36514.5 shall not be included for purposes of determining salary pursuant to this section.
(f) A city council member may waive any or all of the compensation permitted by this section.
(Amended by Stats. 2009, Ch. 332, Sec. 68. Effective January 1, 2010.)
ITEM NUMBER: 2
DATE: 04/27/15
ATTACHMENT: 1
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D
IVISION 3. OFFICERS [36501 41805] ( Division 3 added by Stats. 1949, Ch. 79. )
PART 1. GENERAL [36501 36525] ( Part 1 added by Stats. 1949, Ch. 79. )
36516.1.
TITLE 4. GOVERNMENT OF CITIES [34000 45345] ( Title 4 added by Stats. 1949, Ch. 79. )
GOVERNMENT CODE GOV
A mayor elected pursuant to Sections 34900 to 34904, inclusive, may be provided with
compensation in addition to that which he or she receives as a council member. That additional
compensation may be provided by an ordinance adopted by the city council or by a majority vote
of the electors voting on the proposition at a municipal election.
(Amended by Stats. 2010, Ch. 699, Sec. 14. Effective January 1, 2011.)
ITEM NUMBER: 2
DATE: 04/27/15
ATTACHMENT: 1
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IVISION 3. OFFICERS [36501 41805] ( Division 3 added by Stats. 1949, Ch. 79. )
PART 1. GENERAL [36501 36525] ( Part 1 added by Stats. 1949, Ch. 79. )
36516.5.
TITLE 4. GOVERNMENT OF CITIES [34000 45345] ( Title 4 added by Stats. 1949, Ch. 79. )
GOVERNMENT CODE GOV
A change in compensation does not apply to a councilman during his term of office; however, the
prohibition herein expressed shall not prevent the adjustment of the compensation of all members
of a council serving staggered terms whenever one or more members of such council becomes
eligible for a salary increase by virtue of his beginning a new term of office.
(Added by Stats. 1966, 1st Ex. Sess., Ch. 12.)
ITEM NUMBER: 2
DATE: 04/27/15
ATTACHMENT: 1
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3200.
53200.1.
53200.2.
53200.3.
53200.4.
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GOVERNMENT CODE GOV
TITLE 5. LOCAL AGENCIES [50001 57550] ( Title 5 added by Stats. 1949, Ch. 81. )
DIVISION 2. CITIES, COUNTIES, AND OTHER AGENCIES [53000 55821] ( Division 2 added by Stats. 1949, Ch. 81. )
PART 1. POWERS AND DUTIES COMMON TO CITIES, COUNTIES, AND OTHER AGENCIES [53000 54999.7] (
Part 1 added by Stats. 1949, Ch. 81. )
CHAPTER 2. Officers and Employees [53200 53299] ( Chapter 2 added by Stats. 1949, Ch. 81. )
ARTICLE 1. Group Insurance [53200 53210] ( Article 1 added by Stats. 1949, Ch. 81. )
As used in this article:
(a) “Local agency” means a county, city, school district, district, municipal corporation, political subdivision,
public corporation, or other public agency of the state.
(b) “Group life insurance” and “group policies of life insurance” includes “group annuities”, and “group annuity
contracts.”
(c) “Legislative body” means the board of supervisors of a county or city, or the governing board, by whatever
name called, of a school district, district, municipal corporation, political subdivision, public corporation, or other
public agency of the state.
(d) “Health and welfare benefit” means any one or more of the following: hospital, medical, surgical, disability,
legal expense or related benefits including, but not limited to, medical, dental, life, legal expense, and income
protection insurance or benefits, whether provided on an insurance or a service basis, and includes group life
insurance as defined in subdivision (b) of this section.
(e) “Employees” or “officers and employees” mean all employees and officers, including members of the
legislative body, who are eligible under the terms of any plan of health and welfare benefits adopted by a local
agency pursuant to this article.
(Amended by Stats. 1974, Ch. 1370.)
For the purposes of this article, employees employed by the county superintendent of schools and whose
salaries are paid from the county school service fund are county employees. The employer’s contribution for such
employees is a proper charge against the county school service fund.
(Added by Stats. 1953, Ch. 657.)
For the purposes of this article, school district employees whose salaries are paid through the county
school service fund, pursuant to the provisions of Section 13843 of the Education Code, are county employees.
The employer’s contribution for such employees shall be paid through the county school service fund in the same
manner as the salaries of such employees.
(Added by Stats. 1955, Ch. 1461.)
For the limited purpose of the application of this article, judges of the superior and municipal courts and
the officers and attachés of said courts whose salaries are paid either in whole or in part from the salary fund of
the county are county employees and shall be subject to the same or similar obligations and be granted the same
or similar employee benefits as are now required or granted to employees of the county in which the court of said
judge, officer, or attaché is located.
(Amended by Stats. 1977, Ch. 106.)
Employees of a district may be treated as county employees for purposes of this article subject to
approval of the district’s governing board and the county board of supervisors.
ITEM NUMBER: 2
DATE: 04/27/15
ATTACHMENT: 2
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3200.5.
53201.
53202.
53202.1.
The board of supervisors may impose as a condition to that approval a charge to cover the added costs to the
county of administering the inclusion of the district’s employees in the county program.
(Added by Stats. 1968, Ch. 935.)
Employees of an agency or entity created for the joint exercise of powers pursuant to the provisions of
Chapter 5 (commencing with Section 6500) of Division 7 of Title 1, are county employees for purposes of this
article when the county is a party to the joint exercise of powers agreement, subject to the approval of the board
of supervisors and the governing body of the joint powers agency or entity.
(Added by Stats. 1976, Ch. 1144.)
(a) The legislative body of a local agency, subject to conditions as may be established by it, may provide
for any health and welfare benefits for the benefit of its officers, employees, retired employees, and retired
members of the legislative body, as provided in subdivision (b), who elect to accept the benefits and who
authorize the local agency to deduct the premiums, dues, or other charges from their compensation, to the extent
that the charges are not covered by payments from funds under the jurisdiction of the local agency as permitted
by Section 53205.
(b) The legislative body of a local agency may also provide for the continuation of any health and welfare benefits
for the benefit of former elective members of the legislative body who (1) served in office after January 1, 1981,
and whose total service at the time of termination is not less than 12 years, or (2) have completed one or more
terms of office, but less than 12 years, and who agree to and do pay the full costs of the health and welfare
benefits.
(c) (1) Notwithstanding any other provision of law, a legislative body of a local agency that provided benefits
pursuant to subdivision (b) to former elective members of the legislative body January 1, 1995, shall not provide
those benefits to any person first elected to a term of office that begins on or after January 1, 1995, unless the
recipient participates on a selfpay basis, as provided in subdivision (b).
(2) A legislative body of a local agency that did not provide benefits pursuant to subdivision (b) to former elective
members of the legislative body before January 1, 1994, shall not provide those benefits to former elective
members of the legislative body after January 1, 1994, unless the recipients participate on a selfpay basis.
(3) A legislative body of a local agency that provided benefits pursuant to subdivision (b) to former elective
members of the legislative body before January 1, 1994, may continue to provide those benefits to those
members who received those benefits before January 1, 1994.
(d) The legislative body of a local agency that is a local hospital district may provide for any health and welfare
benefits for the benefit of (1) members of its medical staff, employees of the medical staff members, and the
dependents of both groups on a selfpay basis; and (2) employees of any entity owned, managed, controlled, or
similarly affiliated with, the legislative body of the local hospital district, and their dependents, on a selfpay
basis.
(e) The provisions of this section are severable. If any provision of this section or its application is held invalid,
that invalidity shall not affect other provisions or applications that can be given effect without the invalid
provision or application.
(Amended by Stats. 1995, Ch. 529, Sec. 5. Effective October 4, 1995.)
In providing health and welfare benefits the local agency may approve plans of their officers and
employees or may contract with one or more admitted insurers, health service organizations, or legal service
organizations for such plan or plans of health and welfare benefits as the local agency shall determine to be in the
best interests of the local agency and the officers and employees electing to accept the benefits. Approval of or
application for such benefits may be made by the local agency upon its own motion or with the consent of the
legislative body after considering the preference of the employees of the agency, and two or more alternative
plans of health and welfare benefits may be offered to the employees if the local agency determines that such
action is desirable.
(Amended by Stats. 1974, Ch. 1370.)
In approving a plan or plans of health and welfare benefits, the local agency may approve policies of life,
health, legal expense, and accident insurance, or any of them, from an admitted insurer or from a nonprofit
membership corporation, as defined in Section 1157, wherein a bona fide association, as defined in Section
1157.1, is the policyholder or contractholder, for the benefit of the agency and the officers and employees
ITEM NUMBER: 2
DATE: 04/27/15
ATTACHMENT: 2
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3202.2.
53202.25.
53202.3.
53205.
53205.1.
53205.16.
authorizing the purchase.
(Amended by Stats. 1983, Ch. 101, Sec. 75.)
When a policy is approved or adopted and carried into effect the local agency may prescribe such rules,
regulations and procedures as may properly implement the system, to provide for its administration and to advise
its officers and employees of the terms and provisions of the system or systems as approved or adopted and
carried into effect.
(Added by Stats. 1961, Ch. 1938.)
When in the possession of the local agency, applications, claims and all individual records of persons
entitled to benefits from any policies or plans established pursuant to this article shall be confidential and shall
not be disclosed to anyone except to the extent expressly authorized in such application, claims, policies or plans
or insofar as it may be necessary for the administration of this article, the policy or plan, or other policies or plans
affecting a person covered under the policy or plan, or upon order of a court of competent jurisdiction.
(Added by Stats. 1965, Ch. 402.)
All plans, policies or other documents used to effectuate the purposes of this article shall provide
benefits for large numbers of employees. No plan or policy may be approved pursuant to this article unless its
issuance or the payment of benefits thereunder is otherwise lawful in this State. This article does not authorize
the issuance of any group policy or the representation of any insurance benefits as group insurance unless the
policy concerning which the representation is made is designated as a group policy by the applicable provisions of
the Insurance Code.
(Added by Stats. 1961, Ch. 1938.)
From funds under its jurisdiction, the legislative body may authorize payment of all, or such portion as it
may elect, of the premiums, dues, or other charges for health and welfare benefits of officers, employees, retired
employees, former elective members specified in subdivision (b) of Section 53201, and retired members of the
legislative body subject to its jurisdiction.
Those expenditures are charges against the funds. If the employer pays any portion of the premiums, dues, or
other charges for the health and welfare benefits, any dividends paid or premiums refunded or other rebates or
refunds under any of those health and welfare benefits up to the aggregate expenditures of the employer for the
benefits are the employer’s property. The excess, if any, shall be applied by the employer for the benefit of the
employees or their dependents generally.
(Amended by Stats. 1981, Ch. 714, Sec. 184.)
(a) From funds under its jurisdiction, the legislative body may authorize payment of all or any portion as
it may elect of the premiums, dues, or other charges for health and welfare benefits on the spouse and dependent
children under the age of 21, dependent children under the age of 25 who are fulltime students at a college or
university, and dependent children regardless of age who are physically or mentally incapacitated, of those
officers and employees, including retired officers and employees, subject to the jurisdiction and for whom those
health and welfare benefits have been provided.
(b) Those expenditures are charges against the funds. If the employer pays any portion of the premiums for that
insurance, any dividend paid or premiums refunded under any such insurance up to the aggregate expenditures of
the employer for that insurance are the employer’s property. The excess, if any, shall be applied by the employer
for the benefit of insured employees or their dependents generally.
(Amended by Stats. 2002, Ch. 454, Sec. 17. Effective January 1, 2003.)
It is the intention of the Legislature to allow legislative bodies to validate or approve any prior, existing,
or future payments or claims resulting from insurance or health benefits or health and welfare given their officers
and employees and their dependents.
The purpose of the amendments to Sections 53200 and 53205.1 enacted at the 1972 Regular Session and the
1973–74 Regular Session of the Legislature is to make it clear that the Legislature intended that legislative bodies
be able to pay for insurance or health benefits or health and welfare benefits including, but not limited to,
medical, dental, life, legal expense, and income protection insurance or benefits, for their officers and employees
and their dependents under the provisions of Sections 53205 and 53205.1.
ITEM NUMBER: 2
DATE: 04/27/15
ATTACHMENT: 2
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3205.2.
53205.3.
53205.5.
53206.
53207.
53208.
53208.5.
(Amended by Stats. 1974, Ch. 1370.)
In granting the approval specified in Sections 53202 and 53202.1 the local agency or governing board
shall give preference to such health benefit plans as do not terminate upon retirement of the employees affected,
and which provide the same benefits for retired personnel as for active personnel at no increase in costs to the
retired person, provided that the local agency or governing board makes a contribution of at least five dollars
($5) per month toward the cost of providing a health benefits plan for the employee or the employee and the
dependent members of his family. In the case of retired personnel who receive retirement benefits under the
State Employees’ Retirement System, the health benefits coverage provided for annuitants by a health benefits
plan under the MeyersGeddes State Employees’ Medical and Hospital Care Act shall satisfy the requirements of
this section.
(Amended by Stats. 1965, Ch. 1745.)
School districts and community college districts may join with other school districts or community
college districts, or any combination of those districts, in providing for the payment of health and welfare benefits
by entering into a pooling arrangement under a joint exercise of powers agreement or on a selfinsured or self
funded basis or partly by means of selfinsurance or selffunding and partly by means of insurance or service
agreements as herein described. Any such arrangement, otherwise valid under this section, as amended by the
Statutes of 1982, which was entered into prior to, and is in effect on the effective date of such amendments to
this section, is hereby validated and confirmed.
(Amended by Stats. 1982, Ch. 623, Sec. 1. Effective August 27, 1982.)
Subject to any applicable limitations of Section 53205 the legislative body may authorize payments to
the trustees of a fund established to procure insurance pursuant to Insurance Code Sections 10202.8 or 10270.5
(a)(4) and may deduct from the employees’ compensation amounts for payment to such trustees; provided, that
such payments and such deductions must be the same as payments made by other employers for their
employees and payments made by the employees of such other employers, respectively to the trustees of said
trust fund. Subject to the trust agreement, the local agency may receive from the trustees a return of payments
up to the aggregate expenditures of the local agency. The excess, if any, shall remain in the fund for the benefit
of all of the beneficiaries of the trust or their dependents generally.
(Added by Stats. 1953, Ch. 1798.)
Any law prohibiting, restricting, or limiting the assignment of or order for wages or salary does not
prohibit, restrict, or limit the powers conferred in this article nor the power of officers or employees to authorize
and approve payment of charges for health and welfare benefits.
The local agency may pay amounts derived from pay roll deductions permitted by Section 53202 of the
Government Code and amounts derived from employer contributions pursuant to Section 53205 of the
Government Code directly to the contracting insurers or service organizations, or to the trustees of a fund
established to procure health and welfare benefits, or to such other recipients as the contracting insurers, service
organizations, and the local agency may designate.
(Amended by Stats. 1957, Ch. 944.)
This article does not require an officer or employee of a local agency to accept or join in any plan of health
and welfare benefits or to authorize deductions from their wages or salaries for any portion of the costs thereof.
(Amended by Stats. 1957, Ch. 944.)
Notwithstanding any statutory limitation upon compensation or statutory restriction relating to interest in
contracts entered into by any local agency, any member of a legislative body may participate in any plan of
health and welfare benefits permitted by this article.
(Added by Stats. 1957, Ch. 944.)
(a) It is the intent of the Legislature in enacting this section, to provide a uniform limit on the health and
welfare benefits for the members of the legislative bodies of all political subdivisions of the state, including
charter cities and charter counties. The Legislature finds and declares that uneven, conflicting, and inconsistent
health and welfare benefits for legislative bodies distort the statewide system of intergovernmental finance. The
Legislature further finds and declares that the inequities caused by these problems extend beyond the boundaries
ITEM NUMBER: 2
DATE: 04/27/15
ATTACHMENT: 2
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3209.
53210.
of individual public agencies.
Therefore, the Legislature finds and declares that these problems are not merely municipal affairs or matters of
local interest and that they are truly matters of statewide concern that require the direct attention of the state
government. In providing a uniform limit on the health and welfare benefits for the legislative bodies of all political
subdivisions of the state, the Legislature has provided a solution to a statewide problem that is greater than local
in its effect.
(b) Notwithstanding any other provision of law, the health and welfare benefits of any member of a legislative
body of any city, including a charter city, county, including a charter county, city and county, special district,
school district, or any other political subdivision of the state shall be no greater than that received by nonsafety
employees of that public agency. In the case of agencies with different benefit structures, the benefits of
members of the legislative body shall not be greater than the most generous schedule of benefits being received
by any category of nonsafety employees.
(c) Notwithstanding any other provision of law, members of the legislative body of a city, including a charter city,
county, including a charter county, city and county, special district, school district, or any other political
subdivision of the state shall not be eligible to accrue multiple health and welfare benefits greater than the most
generous schedule of benefits being received by any category of nonsafety employees from two or more public
agencies for concurrent service except in the case of a member who serves as a regular fulltime employee in a
separate public agency.
(d) This section shall be applicable to any member of a legislative body whose first service commences on and
after January 1, 1995.
(Added by Stats. 1994, Ch. 1065, Sec. 2. Effective January 1, 1995.)
Amendments made in this article by the Legislature at the 1957 Regular Session, including, but not limited
to, the repeal of Government Code Sections 53203 and 53204, are intended to enlarge the classification of
servicetype organizations eligible for pay roll deductions and employer contributions hereunder, to liberalize
restrictions on the extent of employer contributions permitted, and to broaden the classes of employees eligible
for benefits hereunder, and no change effected in this article by the Legislature at the 1957 Regular Session shall
be construed to alter or affect the legal status or eligibility of any organization heretofore eligible for pay roll
deductions or employer contributions hereunder.
(Added by Stats. 1957, Ch. 944.)
The legislative body of a county may authorize payment from funds under its jurisdiction of all or such
portion as it may elect of the premiums or other charges for hospital, medical, surgical, disability, death benefits,
or related benefits whether provided on an insurance or a service basis for persons who on a voluntary basis and
without compensation perform services on behalf of any county department or district of which the board of
supervisors is the governing body.
Any dividends paid, premiums refunded or other rebates or refunds received under insurance or other benefits
provided pursuant to this section shall be the property of the county.
(Amended by Stats. 1965, Ch. 907.)
ITEM NUMBER: 2
DATE: 04/27/15
ATTACHMENT: 2