HomeMy WebLinkAboutCC_2015-10-27_Agenda Packet
CITY OF ATASCADERO
CITY COUNCIL
AGENDA
Tuesday, October 27, 2015
City Hall Council Chambers, 4th floor
6500 Palma Avenue, Atascadero, California
(Entrance on Lewis Ave.)
CITY COUNCIL CLOSED SESSION: 5:00 P.M.
1. CLOSED SESSION -- PUBLIC COMMENT
2. COUNCIL LEAVES CHAMBERS TO BEGIN CLOSED SESSION
3. CLOSED SESSION -- CALL TO ORDER
a. Conference with Labor Negotiators (Govt. Code Sec. 54957.6)
Agency designated representatives: Rachelle Rickard, City Manager
Employee Organizations: Atascadero Firefighters Bargaining Unit
4. CLOSED SESSION – ADJOURNMENT
5. COUNCIL RETURNS TO CHAMBERS
6. CLOSED SESSION – REPORT
City Council Closed Session: 5:00 P.M.
City Council Regular Session: 6:00 P.M.
REGULAR SESSION – CALL TO ORDER: 6:00 P.M.
PLEDGE OF ALLEGIANCE: Council Member Fonzi
ROLL CALL: Mayor O’Malley
Mayor Pro Tem Moreno
Council Member Fonzi
Council Member Kelley
Council Member Sturtevant
APPROVAL OF AGENDA: Roll Call
PRESENTATIONS:
1. Presentation by Estrella Warbirds and Receipt of Proclamation
2. Proclamation Recognizing the Heroic Actions of Atascadero Resident Boyd
Tarwater
3. Proclamation presented to RISE Recognizing October as Domestic
Violence Awareness Month
4. Civil Discourse Presentation by League of Women Voters and Receipt of
Proclamation
A. CONSENT CALENDAR: (All items on the consent calendar are considered to
be routine and non-controversial by City staff and will be approved by on e motion
if no member of the Council or public wishes to comment or ask questions. If
comment or discussion is desired by anyone, the item will be removed from the
consent calendar and will be considered in the listed sequence with an
opportunity for any member of the public to address the Council concerning the
item before action is taken. DRAFT MINUTES: Council meeting draft minutes
are listed on the Consent Calendar for approval of the minutes. Should anyone
wish to request an amendment to draft minu tes, the item will be removed from
the Consent Calendar and their suggestion will be considered by the City
Council. If anyone desires to express their opinion concerning issues included in
draft minutes, they should share their opinion during the Communi ty Forum
portion of the meeting.)
1. City Council Draft Action Minutes – September 25, 2015
Recommendation: Council approve the City Council Draft Action Minutes
of the September 25, 2015 Special City Council meeting. [City Clerk]
2. City Council Draft Action Minutes – October 13, 2015
Recommendation: Council approve the City Council Draft Action Minutes
of the October 13, 2015 City Council meeting. [City Clerk]
3. September 2015 Accounts Payable and Payroll
Fiscal Impact: $2,435,384.60
Recommendation: Council approve certified accounts payable, payroll
and payroll vendor checks for September 2015. [Administrative Services]
4. Adoption of Local Hazard Mitigation Plan
Fiscal Impact: There are no negative fiscal impacts associated with this
action. The Hazard Mitigation Plan is a prerequisite to receiving certain
disaster reimbursement funding.
Recommendation: Council adopt the Draft Resolution approving the 2015
Update of the Local Hazard Mitigation Plan. [Fire]
5. Side Letters of Agreement for the Atascadero Police Officers
Association, Mid-Management/Professional Employees Association,
Service Employees International Union Local 620, and Resolution for
Non-Represented Professional and Management Workers and
Confidential Employees
Fiscal Impact: Changes to the MOUs for APOA, SEIU, MMPEA and the
Resolution for Non-Represented Employees will result in costs of
approximately $211,000 annually. In addition, the changes will result in
the one-time increase of $17,000 to the leave liability. These cos ts are
included in the 2015-2016 Budget.
Recommendations: Council:
1. Approve the Side Letters of Agreement for the Atascadero Police
Officers Association, Mid-Management/Professional Employees
Association, Service Employees International Union Local 620; and,
2. Adopt the Draft Resolution for Non-Represented Professional and
Management Workers and Confidential Employees; and,
3. Approve the Salary Schedule for Fiscal Year 2015 -2016. [City
Manager]
UPDATES FROM THE CITY MANAGER: (The City Manager will give an oral report on
any current issues of concern to the City Council.)
COMMUNITY FORUM: (This portion of the meeting is reserved for persons wanting to
address the Council on any matter not on this agenda and over which t he Council has
jurisdiction. Speakers are limited to three minutes. Please state your name for the
record before making your presentation. Comments made during Community Forum
will not be a subject of discussion. A maximum of 30 minutes will be allowed for
Community Forum, unless changed by the Council. Any members of the public who
have questions or need information, may contact the City Clerk’s Office, between the
hours of 8:30 a.m. and 5:00 p.m. at 470-3400, or mtorgerson@atascadero.org.)
B. PUBLIC HEARINGS: None
C. MANAGEMENT REPORTS:
1. Charles Paddock Zoo – Monument Signage
Fiscal Impact: There will be a small fiscal impact for completion of the
proposed the monument sign. City staff time will be utilized for building
permit review, inspections, and installation of the proposed signage. The
City will incur no costs for drafting of preliminary design schematic,
construction documents, and construction of the sign.
Recommendation: The Parks and Recreation Commission recommends
Council adopt Draft Resolution approving the proposed monument entry
sign at the Charles Paddock Zoo. [Community Development]
COUNCIL ANNOUNCEMENTS AND REPORTS: (On their own initiative, Council
Members may make a brief announcement or a brief report on their own activities.
Council Members may ask a question for clarification, make a referral to staff or take
action to have staff place a matter of business on a future agenda. The Council may
take action on items listed on the Agenda.)
D. COMMITTEE REPORTS: (The following represent standing committees.
Informative status reports will be given, as felt necessary):
Mayor O’Malley
1. City / Schools Committee
2. County Mayors Round Table
3. Integrated Waste Management Authority (IWMA)
4. SLO Council of Governments (SLOCOG)
5. SLO Regional Transit Authority (RTA)
Mayor Pro Tem Moreno
1. California Joint Powers Insurance Authority (CJPIA) Board
2. City of Atascadero Finance Committee (Chair)
3. Economic Vitality Corporation, Board of Directors (EVC)
Council Member Fonzi
1. Air Pollution Control District
2. Oversight Board for Successor Agency to the Community Redevelopment
Agency of Atascadero
3. SLO Local Agency Formation Commission (LAFCo)
4. City of Atascadero Design Review Committee
5. SLO County Water Resources Advisory Committee (WRAC)
6. Water Issues Liaison
Council Member Kelley
1. Atascadero State Hospital Advisory Committee
2. City of Atascadero Design Review Committee
3. Homeless Services Oversight Council
4. City of Atascadero Finance Committee
Council Member Sturtevant
1. City / Schools Committee
2. League of California Cities – Council Liaison
E. INDIVIDUAL DETERMINATION AND / OR ACTION:
1. City Council
2. City Clerk
3. City Treasurer
4. City Attorney
5. City Manager
a. Fire Engine Inspection Process
b. Recycling Center Update
F. ADJOURN
Please note: Should anyone challenge any proposed development entitlement listed on this Agenda in court, that
person may be limited to raising those issues addressed at the public hearing described in this notice, or in written
correspondence delivered to the City Council at or prior to this public hearing. Correspondence submitted at this
public hearing will be distributed to the Council and available for review in the City Clerk's office.
I, Lori M. Kudzma, Deputy City Clerk of the City of Atascadero, declare under the penalty of perjury that
the foregoing agenda for the October 27, 2015 Regular Session of the Atascadero City Council was
posted on October 21, 2015, at the Atascadero City Hall, 6500 Palma Avenue, Atascadero, C A 93422
and was available for public review in the Customer Service Center at that location.
Signed this 21st day of October, 2015, at Atascadero, California.
Lori M. Kudzma, Deputy City Clerk
City of Atascadero
City of Atascadero
WELCOME TO THE ATASCADERO CITY COUNCIL MEETING
The City Council meets in regular session on the second and fourth Tuesday of each month at 6:00 p.m. Council
meetings will be held at the City Hall Council Chambers, 6500 Palma Avenue, Atascadero. Matters are considered by the
Council in the order of the printed Agenda. Regular Council meetings are televised live, audio recorded and videotaped
for future playback. Charter Communication customers may view the meetings on Charter Cable Channe l 20 or via the
City’s website at www.atascadero.org. Meetings are also broadcast on radio station KPRL AM 1230. Contact the City
Clerk for more information (470-3400).
Copies of the staff reports or other docum entation relating to each item of business referred to on the Agenda are on file
in the office of the City Clerk and are available for public inspection during City Hall business hours at the Front Counter of
City Hall, 6500 Palma Avenue, Atascadero, and on our website, www.atascadero.org. Contracts, Resolutions and
Ordinances will be allocated a number once they are approved by the City Council. The minutes of this meeting will
reflect these numbers. All documents submitted by the public during Council meetings that are either read into the record
or referred to in their statement will be noted in the minutes and available for review in the City Clerk's office .
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in a City meeting
or other services offered by this City, please contact the City Manager’s Office or the City Clerk’s Office, both at (805)
470-3400. Notification at least 48 hours prior to the meeting or time when services are needed will assist the City staff in
assuring that reasonable arrangements can be made to provide accessibility to the meeting or service.
TO SPEAK ON SUBJECTS NOT LISTED ON THE AGENDA
Under Agenda item, “COMMUNITY FORUM”, the Mayor will call for anyone from the audience having business with the
Council to approach the lectern and be recognized.
1. Give your name for the record (not required)
2. State the nature of your business.
3. All comments are limited to 3 minutes.
4. All comments should be made to the Mayor and Council.
5. No person shall be permitted to make slanderous, profane or negative personal remarks concerning any other
individual, absent or present
This is the time item s not on the Agenda may be brought to the Council’s attention. A maximum of 30 minutes will be
allowed for Community Forum (unless changed by the Council). If you wish to use a computer presentation to support
your comments, you must notify the City Clerk 's office at least 24 hours prior to the meeting. Digital presentations must
be brought to the meeting on a USB drive or CD. You are required to submit to the City Clerk a printed copy of your
presentation for the record. Please check in with the City Clerk before the meeting begins to announce your presence
and turn in the printed copy.
TO SPEAK ON AGENDA ITEMS (from Title 2, Chapter 1 of the Atascadero Municipal Code)
Members of the audience may speak on any item on the agenda. The Mayor will identify the subject, staff will give their
report, and the Council will ask questions of staff. The Mayor will announce when the public comment period is open and
will request anyone interested to address the Council regarding the matter being considered to step up to the lectern. If
you wish to speak for, against or comment in any way:
1. You must approach the lectern and be recognized by the Mayor
2. Give your name (not required)
3. Make your statement
4. All comments should be made to the Mayor and Council
5. No person shall be permitted to make slanderous, profane or negative personal remarks concer ning any other
individual, absent or present
6. All comments limited to 3 minutes
The Mayor will announce when the public comment period is closed, and thereafter, no further public comments will be
heard by the Council.
ITEM NUMBER: A-1
DATE: 10/27/15
Atascadero City Council
September 25, 2015
Page 1 of 3
SPECIAL MEETING
CITY OF ATASCADERO
CITY COUNCIL
Friday, September 25, 2015
9:00 a.m.
City Hall Council Chambers, 4th Floor
6500 Palma Ave, Atascadero, California
WORKSHOP
PROMOTIONS – BRANDING/LOGO - MARKETING
CALL TO ORDER:
Mayor O’Malley called the meeting to order at 9:10 a.m.
ROLL CALL:
Present: Council Members Kelley, Fonzi, Sturtevant, Mayor Pro Tem
Moreno, and Mayor O’Malley
Absent: None
Others Present: City Clerk / Deputy City Manager Marcia McClure Torgerson
Staff Present: City Manager Rachelle Rickard, and Deputy City Manager
Terrie Banish
Consultants Present: Matthew Landkamer and Craig Trames of Coraggio Group,
Ashlee Akers & Stephanie Goodwin of Verdin Marketing
Public Present: Linda Hendy and Tamrah Michael of the Chamber, Deana
Alexander, J.P. Patel, Amar Sohi, Jessica Sohi, Dennis
Schmidt, Nicholas Mattson from the Atascadero News, Marie
Roth, Charles Bourbeau
ITEM NUMBER: A-1
DATE: 10/27/15
Atascadero City Council
September 25, 2015
Page 2 of 3
WORKSHOP:
Deputy City Manager Banish welcomed everyone to the Workshop and introduced
everyone present.
Mr. Landkamer & Mr. Trames of Coraggio Group summarized the progress Atascadero
has made concerning promotions with the workshops facilitated by Coraggio.
1. Presentation of Visit Atascadero’s Proposed Logo & Tagline
Fiscal Impact: None.
Recommendation: Council review proposed branding materials, including the
Visit Atascadero logo, and provide input to staff.
Verdin Marketing shared two logo options; Visit Atascadero - Simply Genuine, with and
without trees. Everyone present, including the public, expressed their preferences.
There was Council consensus that they preferred the first logo
and they directed staff to return to a future Council meeting
with the first logo for formal approval.
Verdin Marketing next shared two color palettes with the Counci l. Everyone present,
including the public, expressed their preferences.
There was Council consensus that they preferred color palette #2 with the
inclusion of a yellow/gold color and directed staff to return to a future
Council meeting with the second color palette for formal approval.
Mayor O’Malley recessed the meeting at 10:30 a.m.
Mayor O’Malley reconvened the meeting at 10:44 a.m.
2. City of Atascadero Draft Marketing Plan 2015-16
Fiscal Impact: None.
Recommendation: Council review the Draft Marketing Plan and provide input to
staff.
Deputy City Manager Banish gave the staff report and answered questions of Council.
There was Council consensus to have staff return to a future Council meeting
with the Final Marketing Plan for formal approval.
ADJOURNMENT:
Mayor O’Malley adjourned the meeting at 12:10 p.m. to the next Regular Session
scheduled on Tuesday, October 13, 2015.
ITEM NUMBER: A-1
DATE: 10/27/15
Atascadero City Council
September 25, 2015
Page 3 of 3
MINUTES PREPARED BY:
______________________________________
Marcia McClure Torgerson, C.M.C.
City Clerk / Deputy City Manager
ITEM NUMBER: A-2
DATE: 10/27/15
Atascadero City Council
October 13, 2015
Page 1 of 5
CITY OF ATASCADERO
CITY COUNCIL
DRAFT MINUTES
Tuesday, October 13, 2015
City Hall Council Chambers, 4th floor
6500 Palma Avenue, Atascadero, California
CITY COUNCIL CLOSED SESSION: 5:00 P.M.
Mayor O’Malley announced at 5:00 p.m. that the Council is going into Closed Session.
1. CLOSED SESSION -- PUBLIC COMMENT - None
2. COUNCIL LEAVES CHAMBERS TO BEGIN CLOSED SESSION
3. CLOSED SESSION -- CALL TO ORDER
a. Conference with Labor Negotiators (Govt. Code Sec. 54957.6)
Agency designated representatives: Rachelle Rickard, City Manager
Employee Organizations: Atascadero Firefighters Bargaining Unit;
Atascadero Police Association; Service Employees International
Union, Local 620; Mid-Management/Professional Employees; Non-
Represented Professional and Management Workers and Confidential
Employees
b. Conference with Legal Counsel – Anticipated Litigation
City Council Closed Session: 5:00 P.M.
City Council Regular Session: 6:00 P.M.
ITEM NUMBER: A-2
DATE: 10/27/15
Atascadero City Council
October 13, 2015
Page 2 of 5
Significant exposure to litigation pursuant to paragraph (2) of
subdivision (d) of Section Government Code Section 54956.9 : (one
case)
4. CLOSED SESSION – ADJOURNMENT
5. COUNCIL RETURNS TO CHAMBERS
6. CLOSED SESSION – REPORT
The City Attorney reported that there was no reportable action.
REGULAR SESSION – CALL TO ORDER: 6:00 P.M.
Mayor O’Malley called the meeting to order at 6:08 p.m. and Mayor Pro Tem Moreno
led the Pledge of Allegiance.
ROLL CALL:
Present: Council Members Kelley, Fonzi, Sturtevant, Mayor Pro Tem
Moreno, and Mayor O’Malley
Absent: None
Others Present: City Clerk / Deputy City Manager Marcia McClure Torgerson
Staff Present: City Manager Rachelle Rickard, Administrative Services Director
Jeri Rangel, Community Development Director Phil Dunsmore,
Public Works Director Nick DeBar, Police Chief Jerel Haley, Fire
Chief Kurt Stone, Deputy City Manager Terrie Banish, and City
Attorney Brian Pierik.
APPROVAL OF AGENDA:
MOTION: By Council Member Sturtevant and seconded by Council
Member Fonzi to approve the agenda.
Motion passed 5:0 by a roll-call vote.
PRESENTATIONS:
1. Water Resource Update by John Neil from the Atascadero Mutual Water
Company
ITEM NUMBER: A-2
DATE: 10/27/15
Atascadero City Council
October 13, 2015
Page 3 of 5
Mr. Neil made a presentation regarding the Atascadero Basin and answered questions
from the Council.
PUBLIC COMMENT:
The following citizens spoke on this item: Skye Ravy, and Anet Carlin.
Mayor O’Malley closed the Public Comment period.
A. CONSENT CALENDAR:
1. City Council Draft Action Minutes – September 22, 2015
Recommendation: Council approve the City Council Draft Action Minutes
of the September 22, 2015 City Council meeting. [City Clerk]
2. August 2015 Accounts Payable and Payroll
Fiscal Impact: $2,514,924.28
Recommendation: Council approve certified accounts payable, payroll
and payroll vendor checks for August 2015. [Administrative Services]
3. Authorize Representatives to Serve on the Paso Robles Groundwater
Basin Advisory Committee
Fiscal Impact: None.
Recommendations: Council:
1. Authorize the Director of Public Works to be the representative for the
City of Atascadero on the Paso Robles Groundwater Basin Advisory
Committee (PBAC); and
2. Authorize the Deputy Director of Public Works to be the alternate
representative for the City of Atascadero on the Paso Robles
Groundwater Basin Advisory Committee (PBAC). [Public Works]
MOTION: By Mayor Pro Tem Moreno and seconded by Council Member
Fonzi to approve the Consent Calendar.
Motion passed 5:0 by a roll-call vote.
UPDATES FROM THE CITY MANAGER:
City Manager Rachelle Rickard gave an update on projects and issues within the City.
COMMUNITY FORUM:
The following citizens spoke during Community Forum: Anet Carlin, Steve Shivley,
Diane Greenaway, Martha Pedersen, Chris Balogh, and Barbara Combs.
ITEM NUMBER: A-2
DATE: 10/27/15
Atascadero City Council
October 13, 2015
Page 4 of 5
Mayor O’Malley closed the COMMUNITY FORUM period.
B. PUBLIC HEARINGS: None
C. MANAGEMENT REPORTS:
1. Visit Atascadero’s Branding & City’s Marketing Plan
Fiscal Impact: None.
Recommendations: Council:
1. Adopt the Draft “Visit Atascadero” logo and color palette; and,
2. Adopt the Draft Marketing Plan. [City Manager]
Deputy City Manager Terrie Banish gave the staff report and answered questions from
the Council.
PUBLIC COMMENT:
The following citizens spoke on this item: Amaer Sohi, Deana Alexander, Barbara
Combs, Linda Hendy, Amanda Diefenderfer, Nick Mattson, and Marie Roth.
Mayor O’Malley closed the Public Comment period.
MOTION: By Mayor O’Malley and seconded by Council Member Kelley
to:
1. Adopt the Draft “Visit Atascadero” logo and color palette;
and,
2. Adopt the Draft Marketing Plan.
Motion passed 5:0 by a roll-call vote.
COUNCIL ANNOUNCEMENTS AND REPORTS:
The City Council Members made brief announcements.
D. COMMITTEE REPORTS:
The following Council Members gave brief update reports on their committees since
their last Council meeting:
Mayor O’Malley
1. City / Schools Committee
2. County Mayors Round Table
3. Integrated Waste Management Authority (IWMA)
4. SLO Council of Governments (SLOCOG)
ITEM NUMBER: A-2
DATE: 10/27/15
Atascadero City Council
October 13, 2015
Page 5 of 5
Council Member Kelley
1. City of Atascadero Design Review Committee
2. Homeless Services Oversight Council
Council Member Sturtevant
1. League of California Cities – Council Liaison
There was Council consensus to direct the City Attorney to come back
to the Council with up to date information on the Governor’s
recent actions regarding marijuana regulations.
Council Member Kelley announced that five City employees are scheduled to travel to
go to Wisconsin to inspect an overhauled fire truck, and he feels this is excessive. He
asked that this issue be brought back to the Council for review.
There was Council consensus to place the issue of City employees
traveling to Wisconsin on the next Council agenda.
E. INDIVIDUAL DETERMINATION AND / OR ACTION: None
F. ADJOURN
Mayor O’Malley adjourned the meeting at 8:55 p.m.
MINUTES PREPARED BY:
______________________________________
Marcia McClure Torgerson, C.M.C.
City Clerk / Deputy City Manager
ITEM NUMBER: A-3
DATE: 10/27/15
Check
Number
Check
Date Vendor Description Amount
City of Atascadero
Disbursement Listing
For the Month of September 2015
2031 09/01/2015 RABOBANK, N.A.75,631.76Payroll Vendor Payment
2032 09/01/2015 EMPLOYMENT DEV DEPARTMENT 22,614.35Payroll Vendor Payment
2033 09/01/2015 EMPLOYMENT DEV. DEPARTMENT 1,870.14Payroll Vendor Payment
146317 09/04/2015 A & R CONSTRUCTION 2,831.00Accounts Payable Check
146318 09/04/2015 AT&T 17.13Accounts Payable Check
146319 09/04/2015 ATASCADERO NEWS 3,686.21Accounts Payable Check
146320 09/04/2015 BLACK KNIGHT FINANCIAL SVC,LLC 3.00Accounts Payable Check
146321 09/04/2015 COASTAL COPY, LP 481.05Accounts Payable Check
146322 09/04/2015 CRYSTAL SPRINGS WATER 405.30Accounts Payable Check
146323 09/04/2015 DEPARTMENT OF FORESTRY & FIRE 1,048.00Accounts Payable Check
146324 09/04/2015 DEPARTMENT OF JUSTICE 817.00Accounts Payable Check
146325 09/04/2015 DEPARTMENT OF TRANSPORTATION 671.07Accounts Payable Check
146326 09/04/2015 FGL ENVIRONMENTAL 186.00Accounts Payable Check
146327 09/04/2015 FLUID RESOURCE MANAGEMENT,INC.2,118.13Accounts Payable Check
146328 09/04/2015 FURNITURE INSTALLATION TEAM 17,456.00Accounts Payable Check
146329 09/04/2015 GEM AUTO PARTS 45.10Accounts Payable Check
146330 09/04/2015 HOME DEPOT CREDIT SERVICES 1,244.31Accounts Payable Check
146331 09/04/2015 INDUSTRIAL TRUCK BODIES 63.78Accounts Payable Check
146332 09/04/2015 JK'S UNLIMITED 5,388.09Accounts Payable Check
146333 09/04/2015 KMIT SOLUTIONS 3,315.00Accounts Payable Check
146334 09/04/2015 LEE WILSON ELECTRIC CO. INC 2,908.32Accounts Payable Check
146335 09/04/2015 LEHIGH HANSON 1,298.06Accounts Payable Check
146336 09/04/2015 MADRONE LANDSCAPES, INC.5,870.00Accounts Payable Check
146337 09/04/2015 MEDPOST URGENT CARE-PASO ROBLE 1,600.00Accounts Payable Check
146338 09/04/2015 MICHAEL K. NUNLEY & ASSC, INC.138.75Accounts Payable Check
146339 09/04/2015 MINER'S ACE HARDWARE 315.12Accounts Payable Check
146340 09/04/2015 MISSION UNIFORM SERVICE 21.50Accounts Payable Check
146341 09/04/2015 PASO ROBLES FORD LINCOLN MERC 65.47Accounts Payable Check
146342 09/04/2015 PH&S PRODUCTS, LLC 500.00Accounts Payable Check
146343 09/04/2015 PRAXAIR DISTRIBUTION, INC.51.79Accounts Payable Check
146344 09/04/2015 PRW STEEL SUPPLY, INC.60.33Accounts Payable Check
146345 09/04/2015 RAIN FOR RENT BAKERSFIELD 1,124.11Accounts Payable Check
146346 09/04/2015 JOHN F. RICKENBACH 6,160.00Accounts Payable Check
146347 09/04/2015 JAMES STEVEN ROBINSON DVM 10,600.00Accounts Payable Check
146348 09/04/2015 THE SHERIDAN GROUP 134.69Accounts Payable Check
146349 09/04/2015 VOID 0.00Accounts Payable Check
ITEM NUMBER: A-3
DATE: 10/27/15
Check
Number
Check
Date Vendor Description Amount
City of Atascadero
Disbursement Listing
For the Month of September 2015
146350 09/04/2015 STAPLES CREDIT PLAN 902.27Accounts Payable Check
146351 09/04/2015 WEST COAST AUTO & TOWING, INC.110.00Accounts Payable Check
146352 09/04/2015 WILBUR-ELLIS COMPANY 287.55Accounts Payable Check
146353 09/04/2015 ZEE MEDICAL SERVICES CO.158.94Accounts Payable Check
146354 09/07/2015 A & R CONSTRUCTION 11,188.00Accounts Payable Check
146355 09/07/2015 AIR-RITE REFRIGERATION 379.29Accounts Payable Check
146356 09/07/2015 A-JAY EXCAVATING, INC.1,380.00Accounts Payable Check
146357 09/07/2015 ALL SIGNS AND GRAPHICS, LLC 231.12Accounts Payable Check
146358 09/07/2015 ALLIANT INSURANCE SERVICES INC 81.00Accounts Payable Check
146359 09/07/2015 ALTHOUSE & MEADE, INC.255.00Accounts Payable Check
146360 09/07/2015 AMERICAN MARBORG 431.00Accounts Payable Check
146361 09/07/2015 AMERICAN WEST TIRE & AUTO INC 905.89Accounts Payable Check
146362 09/07/2015 ASSOCIATED TRAFFIC SAFETY 984.02Accounts Payable Check
146363 09/07/2015 AT&T 741.94Accounts Payable Check
146364 09/07/2015 AT&T 926.56Accounts Payable Check
146365 09/07/2015 ATASCADERO MAIN STREET, INC.55.00Accounts Payable Check
146367 09/07/2015 ATASCADERO MUTUAL WATER CO.15,782.65Accounts Payable Check
146368 09/07/2015 ATASCADERO TRAFFIC WAY STORAGE 736.00Accounts Payable Check
146369 09/07/2015 ATASCADERO UNIFIED SCHOOL DIST 6,720.00Accounts Payable Check
146370 09/07/2015 TERRIE BANISH 64.40Accounts Payable Check
146371 09/07/2015 BELL'S PLUMBING REPAIR, INC.125.00Accounts Payable Check
146372 09/07/2015 BETH WONSON CONSULTING 10,000.00Accounts Payable Check
146373 09/07/2015 BLACK KNIGHT FINANCIAL SVC,LLC 3.00Accounts Payable Check
146374 09/07/2015 SHIRLEY R. BRUTON 185.10Accounts Payable Check
146375 09/07/2015 CASEY BRYSON 1,600.00Accounts Payable Check
146376 09/07/2015 C3 CONSTRUCTION & DEVELOPMENT 2,650.00Accounts Payable Check
146377 09/07/2015 CA CODE CHECK, INC.10,648.38Accounts Payable Check
146378 09/07/2015 CA PARKS & RECREATION 150.00Accounts Payable Check
146379 09/07/2015 CA ST UNIV OF LONG BEACH FDT 271.00Accounts Payable Check
146380 09/07/2015 CALIFORNIA JPIA 31,642.00Accounts Payable Check
146381 09/07/2015 CHARLES PRODUCTS, INC.380.66Accounts Payable Check
146383 09/07/2015 CHARTER COMMUNICATIONS 2,013.24Accounts Payable Check
146384 09/07/2015 CHEVRON & TEXACO BUS. CARD 1,393.27Accounts Payable Check
146385 09/07/2015 KATHLEEN J. CINOWALT 248.85Accounts Payable Check
146386 09/07/2015 JEREMY L. CLAY 40.00Accounts Payable Check
146387 09/07/2015 COASTAL COPY, LP 341.02Accounts Payable Check
ITEM NUMBER: A-3
DATE: 10/27/15
Check
Number
Check
Date Vendor Description Amount
City of Atascadero
Disbursement Listing
For the Month of September 2015
146388 09/07/2015 COASTAL REPROGRAPHIC SERVICES 58.58Accounts Payable Check
146389 09/07/2015 COLONY AUTO SERVICE, INC.492.29Accounts Payable Check
146390 09/07/2015 ALEX J. COOPER 80.00Accounts Payable Check
146391 09/07/2015 CRYSTAL SPRINGS WATER 188.95Accounts Payable Check
146392 09/07/2015 BRIAN S. DAVIN, JR.260.00Accounts Payable Check
146393 09/07/2015 NICHOLAS DEBAR 300.00Accounts Payable Check
146394 09/07/2015 DEPARTMENT OF JUSTICE 562.00Accounts Payable Check
146395 09/07/2015 DIVERSIFIED PROJECT SERVICES 21,825.00Accounts Payable Check
146396 09/07/2015 DMV RENEWAL 90.00Accounts Payable Check
146397 09/07/2015 ED'S FLYMEAT LLC 46.20Accounts Payable Check
146398 09/07/2015 ENTENMANN-ROVIN CO.1,270.24Accounts Payable Check
146399 09/07/2015 ESCUELA DEL RIO 120.00Accounts Payable Check
146400 09/07/2015 ESRI, INC.13,000.00Accounts Payable Check
146401 09/07/2015 FARM SUPPLY COMPANY 690.67Accounts Payable Check
146402 09/07/2015 FEDERAL EXPRESS 34.75Accounts Payable Check
146403 09/07/2015 FGL ENVIRONMENTAL 984.00Accounts Payable Check
146404 09/07/2015 FOOD FOR LESS 16.99Accounts Payable Check
146405 09/07/2015 ANDREW J. GEFTAKYS 160.00Accounts Payable Check
146406 09/07/2015 GEM AUTO PARTS 210.49Accounts Payable Check
146407 09/07/2015 GILBERT'S LANDSCAPES 407.91Accounts Payable Check
146408 09/07/2015 BRADLEY A. HACKLEMAN 750.00Accounts Payable Check
146409 09/07/2015 HELIXSTORM, INC.1,152.00Accounts Payable Check
146410 09/07/2015 HINDERLITER, DE LLAMAS 1,404.99Accounts Payable Check
146412 09/07/2015 HOME DEPOT CREDIT SERVICES 3,356.94Accounts Payable Check
146413 09/07/2015 INHOUSE SECURITY SERVICE, LLC 470.00Accounts Payable Check
146414 09/07/2015 THE INK CO.126.84Accounts Payable Check
146415 09/07/2015 JOE A. GONSALVES & SON 9,000.00Accounts Payable Check
146416 09/07/2015 KABOOM INSTANT RODENT CONTROL 300.00Accounts Payable Check
146417 09/07/2015 KIDZ LOVE SOCCER 2,607.15Accounts Payable Check
146418 09/07/2015 WADE S KNOWLES 626.69Accounts Payable Check
146419 09/07/2015 LASER TECHNOLOGY, INC.776.66Accounts Payable Check
146420 09/07/2015 LEAGUE OF CALIFORNIA CITIES 120.00Accounts Payable Check
146421 09/07/2015 LEE WILSON ELECTRIC CO. INC 2,074.74Accounts Payable Check
146422 09/07/2015 LIFE ASSIST, INC.1,037.59Accounts Payable Check
146423 09/07/2015 MADRONE LANDSCAPES, INC.2,935.00Accounts Payable Check
146424 09/07/2015 BECKY MAXWELL 45.94Accounts Payable Check
146425 09/07/2015 MEDPOST URGENT CARE-PASO ROBLE 100.00Accounts Payable Check
ITEM NUMBER: A-3
DATE: 10/27/15
Check
Number
Check
Date Vendor Description Amount
City of Atascadero
Disbursement Listing
For the Month of September 2015
146426 09/07/2015 MICHAEL BAKER INTERNATIONAL 10,123.75Accounts Payable Check
146427 09/07/2015 MICHAEL K. NUNLEY & ASSC, INC.3,428.75Accounts Payable Check
146428 09/07/2015 MID-COAST MOWER & SAW, INC.111.90Accounts Payable Check
146429 09/07/2015 MINER'S ACE HARDWARE 311.91Accounts Payable Check
146430 09/07/2015 MISSION UNIFORM SERVICE 401.22Accounts Payable Check
146431 09/07/2015 REON C MONSON 291.00Accounts Payable Check
146432 09/07/2015 MUNITEMPS 35,625.00Accounts Payable Check
146433 09/07/2015 OFFICE DEPOT INC.537.54Accounts Payable Check
146434 09/07/2015 TARA ORLICK 60.95Accounts Payable Check
146435 09/07/2015 PACIFIC GAS AND ELECTRIC 17,622.49Accounts Payable Check
146436 09/07/2015 PALOMAR SELF STORAGE 135.00Accounts Payable Check
146437 09/07/2015 DAWN PATTERSON 49.17Accounts Payable Check
146438 09/07/2015 PROCARE JANITORIAL SUPPLY,INC.1,453.69Accounts Payable Check
146439 09/07/2015 PRW STEEL SUPPLY, INC.295.21Accounts Payable Check
146440 09/07/2015 RAIN FOR RENT BAKERSFIELD 33.84Accounts Payable Check
146441 09/07/2015 JERI RANGEL 300.00Accounts Payable Check
146442 09/07/2015 RECOGNITION WORKS 10.48Accounts Payable Check
146443 09/07/2015 REPUBLIC ELEVATOR COMPANY 426.00Accounts Payable Check
146444 09/07/2015 RACHELLE RICKARD 500.00Accounts Payable Check
146445 09/07/2015 ROLSON MUSIC & SOUND 1,200.00Accounts Payable Check
146446 09/07/2015 MICHELE SCHAMBER 626.69Accounts Payable Check
146447 09/07/2015 SHELL 1,350.21Accounts Payable Check
146448 09/07/2015 THE SHERIDAN GROUP 1,008.81Accounts Payable Check
146449 09/07/2015 KACEY C. SHORES 40.00Accounts Payable Check
146450 09/07/2015 SHORIN-RYU KARATE 168.00Accounts Payable Check
146451 09/07/2015 SIGNS OF SUCCESS, INC.112.50Accounts Payable Check
146452 09/07/2015 SLO SAFE RIDE 2,126.75Accounts Payable Check
146453 09/07/2015 MARY P. SMITH 252.00Accounts Payable Check
146454 09/07/2015 ALEJANDRO J. SORIANO 199.00Accounts Payable Check
146455 09/07/2015 STANLEY CONVERGENT SECURITY 523.58Accounts Payable Check
146456 09/07/2015 STAPLES CREDIT PLAN 44.48Accounts Payable Check
146457 09/07/2015 KURT W. STONE 113.00Accounts Payable Check
146458 09/07/2015 SUNLIGHT JANITORIAL 1,950.00Accounts Payable Check
146459 09/07/2015 SWANK MOTION PICTURES, INC.1,053.00Accounts Payable Check
146460 09/07/2015 SWAT TRAUMA ASSISTANCE TRNG 500.00Accounts Payable Check
146461 09/07/2015 THE TOP SHOP UPHOLSTERY 183.20Accounts Payable Check
146462 09/07/2015 ANTHONY J. TRAVERSO 80.00Accounts Payable Check
ITEM NUMBER: A-3
DATE: 10/27/15
Check
Number
Check
Date Vendor Description Amount
City of Atascadero
Disbursement Listing
For the Month of September 2015
146463 09/07/2015 ULTREX BUSINESS PRODUCTS 273.69Accounts Payable Check
146464 09/07/2015 UNDERGROUND SERVICE ALERT 483.00Accounts Payable Check
146465 09/07/2015 UNITED STAFFING ASSC., INC.1,782.30Accounts Payable Check
146466 09/07/2015 UNIVAR USA, INC.5,370.62Accounts Payable Check
146467 09/07/2015 IWINA M. VAN BEEK 140.00Accounts Payable Check
146468 09/07/2015 BRIAN WESTERMAN 1,697.93Accounts Payable Check
146469 09/07/2015 WEX BANK - 76 UNIVERSL 15,802.48Accounts Payable Check
146470 09/07/2015 KAREN B. WYKE 360.30Accounts Payable Check
146471 09/10/2015 ATASCADERO MID MGRS ORG UNION 40.00Payroll Vendor Payment
146472 09/10/2015 ATASCADERO POLICE OFFICERS 1,186.25Payroll Vendor Payment
146473 09/10/2015 ATASCADERO PROF. FIREFIGHTERS 864.25Payroll Vendor Payment
146474 09/10/2015 HARTFORD LIFE INSURANCE 7,894.62Payroll Vendor Payment
146475 09/10/2015 NATIONWIDE RETIREMENT SOLUTION 1,036.96Payroll Vendor Payment
146476 09/10/2015 NAVIA BENEFIT SOLUTIONS 1,637.51Payroll Vendor Payment
146477 09/10/2015 SEIU LOCAL 620 802.16Payroll Vendor Payment
146478 09/10/2015 VANTAGEPOINT TRNSFR AGT 106099 288.29Payroll Vendor Payment
146479 09/10/2015 VANTAGEPOINT TRNSFR AGT 304633 2,936.16Payroll Vendor Payment
2034 09/11/2015 STATE DISBURSEMENT UNIT 408.46Payroll Vendor Payment
2035 09/11/2015 HEALTHEQUITY, INC.4,360.85Payroll Vendor Payment
2036 09/11/2015 CALIF PUBLIC EMPLOYEES RETIREMENT SYSTEM 23,432.75Payroll Vendor Payment
2037 09/11/2015 CALIF PUBLIC EMPLOYEES RETIREMENT SYSTEM 37,694.69Payroll Vendor Payment
2038 09/11/2015 CALIF PUBLIC EMPLOYEES RETIREMENT SYSTEM 989.40Payroll Vendor Payment
2039 09/11/2015 CALIF PUBLIC EMPLOYEES RETIREMENT SYSTEM 2,013.87Payroll Vendor Payment
2040 09/11/2015 CALIF PUBLIC EMPLOYEES RETIREMENT SYSTEM 1,296.75Payroll Vendor Payment
2041 09/11/2015 CALIF PUBLIC EMPLOYEES RETIREMENT SYSTEM 2,315.78Payroll Vendor Payment
2042 09/11/2015 CALIF PUBLIC EMPLOYEES RETIREMENT SYSTEM 4,058.16Payroll Vendor Payment
2043 09/15/2015 RABOBANK, N.A.59,839.84Payroll Vendor Payment
2044 09/15/2015 EMPLOYMENT DEV DEPARTMENT 17,043.30Payroll Vendor Payment
2045 09/15/2015 EMPLOYMENT DEV. DEPARTMENT 1,894.75Payroll Vendor Payment
146480 09/18/2015 CRYSTAL SPRINGS WATER 68.20Accounts Payable Check
146481 09/18/2015 GEM AUTO PARTS 76.86Accounts Payable Check
146482 09/18/2015 L.N. CURTIS & SONS 475.00Accounts Payable Check
146483 09/18/2015 MINER'S ACE HARDWARE 15.57Accounts Payable Check
146484 09/18/2015 PRW STEEL SUPPLY, INC.652.66Accounts Payable Check
146485 09/18/2015 REVENUE & COST SPECIALISTS LLC 6,428.40Accounts Payable Check
ITEM NUMBER: A-3
DATE: 10/27/15
Check
Number
Check
Date Vendor Description Amount
City of Atascadero
Disbursement Listing
For the Month of September 2015
146486 09/18/2015 SERVICE SYSTEMS ASSC, INC.2,000.00Accounts Payable Check
146487 09/18/2015 VERIZON WIRELESS 0.38Accounts Payable Check
146488 09/18/2015 A J'S APPLIANCE SERVICE 154.18Accounts Payable Check
146489 09/18/2015 AGP VIDEO, INC.2,155.00Accounts Payable Check
146490 09/18/2015 ALTHOUSE & MEADE, INC.1,641.75Accounts Payable Check
146491 09/18/2015 AMERICAN MARBORG 597.25Accounts Payable Check
146492 09/18/2015 AMERICAN WEST TIRE & AUTO INC 1,755.89Accounts Payable Check
146493 09/18/2015 ANTECH DIAGNOSTICS 257.09Accounts Payable Check
146494 09/18/2015 KELLY AREBALO 1,880.88Accounts Payable Check
146498 09/18/2015 AT&T 2,333.11Accounts Payable Check
146499 09/18/2015 AT&T 32.89Accounts Payable Check
146500 09/18/2015 ATASCADERO HAY & FEED 1,292.73Accounts Payable Check
146501 09/18/2015 AURORA WORLD, INC.359.17Accounts Payable Check
146502 09/18/2015 BASSETT'S CRICKET RANCH,INC.331.25Accounts Payable Check
146503 09/18/2015 BAUER COMPRESSORS 2,370.72Accounts Payable Check
146504 09/18/2015 BERRY MAN, INC.811.55Accounts Payable Check
146505 09/18/2015 BURKE,WILLIAMS, & SORENSON LLP 33,192.75Accounts Payable Check
146506 09/18/2015 C3 CONSTRUCTION & DEVELOPMENT 812.50Accounts Payable Check
146507 09/18/2015 CA CODE CHECK, INC.1,020.00Accounts Payable Check
146508 09/18/2015 CASEY PRINTING, INC.6,764.28Accounts Payable Check
146509 09/18/2015 LISA CAVA 95.96Accounts Payable Check
146510 09/18/2015 CENTRAL COAST CASUALTY REST.4,354.64Accounts Payable Check
146511 09/18/2015 CENTRAL COAST R & R LOCK 137.72Accounts Payable Check
146512 09/18/2015 JEREMY L. CLAY 40.00Accounts Payable Check
146513 09/18/2015 COAST LINE DISTRIBUTING 325.93Accounts Payable Check
146514 09/18/2015 COBAN TECHNOLOGIES, INC.263.60Accounts Payable Check
146515 09/18/2015 CORELOGIC SOLUTIONS, LLC.125.00Accounts Payable Check
146516 09/18/2015 CLAYTON CRABILL 17.00Accounts Payable Check
146517 09/18/2015 CRYSTAL SPRINGS WATER 302.60Accounts Payable Check
146518 09/18/2015 CULLIGAN/CENTRAL COAST WTR TRT 70.00Accounts Payable Check
146519 09/18/2015 MATTHEW J. CURRY 160.00Accounts Payable Check
146520 09/18/2015 CWEA TRI-COUNTIES SECTION 180.00Accounts Payable Check
146521 09/18/2015 DALZELL ENTERPRISES 105.00Accounts Payable Check
146522 09/18/2015 DARRYL'S LOCK AND SAFE 24.95Accounts Payable Check
146523 09/18/2015 BRIAN S. DAVIN, JR.160.00Accounts Payable Check
146524 09/18/2015 TRAVIS W. DAWES 1,300.00Accounts Payable Check
146525 09/18/2015 DEEP BLUE INTEGRATION, INC.135.00Accounts Payable Check
ITEM NUMBER: A-3
DATE: 10/27/15
Check
Number
Check
Date Vendor Description Amount
City of Atascadero
Disbursement Listing
For the Month of September 2015
146526 09/18/2015 DEPARTMENT OF TRANSPORTATION 2,368.88Accounts Payable Check
146527 09/18/2015 DIVERSIFIED PROJECT SERVICES 8,660.00Accounts Payable Check
146528 09/18/2015 DOCUTEAM 132.53Accounts Payable Check
146529 09/18/2015 ED'S FLYMEAT LLC 84.40Accounts Payable Check
146530 09/18/2015 EMI SPORTWEAR 223.38Accounts Payable Check
146531 09/18/2015 ESCUELA DEL RIO 600.00Accounts Payable Check
146532 09/18/2015 FARM SUPPLY COMPANY 137.57Accounts Payable Check
146533 09/18/2015 FERGUSON ENTERPRISES, INC.53.00Accounts Payable Check
146534 09/18/2015 FERRELL'S AUTO REPAIR 191.70Accounts Payable Check
146535 09/18/2015 FGL ENVIRONMENTAL 680.00Accounts Payable Check
146536 09/18/2015 GAS COMPANY 729.37Accounts Payable Check
146537 09/18/2015 ANDREW J. GEFTAKYS 120.00Accounts Payable Check
146538 09/18/2015 GEM AUTO PARTS 346.39Accounts Payable Check
146539 09/18/2015 GLENN PARIS FLOORING 795.00Accounts Payable Check
146540 09/18/2015 GREEN TRADING USA 149.84Accounts Payable Check
146541 09/18/2015 HANLEY AND FLEISHMAN, LLP 1,480.00Accounts Payable Check
146542 09/18/2015 HART IMPRESSIONS PRINT & COPY 36.69Accounts Payable Check
146543 09/18/2015 HENRY SCHEIN, INC.178.98Accounts Payable Check
146544 09/18/2015 IMPACT ABSORBENTS, INC.544.05Accounts Payable Check
146545 09/18/2015 INTOXIMETERS 166.80Accounts Payable Check
146546 09/18/2015 JJB AUTO GLASS 319.40Accounts Payable Check
146547 09/18/2015 JK'S UNLIMITED 80.00Accounts Payable Check
146548 09/18/2015 K & M INTERNATIONAL 178.85Accounts Payable Check
146549 09/18/2015 KPRL 1230 AM 160.00Accounts Payable Check
146550 09/18/2015 LIFE ASSIST, INC.1,084.80Accounts Payable Check
146551 09/18/2015 JIANGHONG LIU 296.00Accounts Payable Check
146552 09/18/2015 MADRONE LANDSCAPES, INC.1,035.00Accounts Payable Check
146553 09/18/2015 MICHAEL BRANDMAN ASSOCIATES 9,450.00Accounts Payable Check
146554 09/18/2015 MICHAEL K. NUNLEY & ASSC, INC.1,155.00Accounts Payable Check
146555 09/18/2015 MID-COAST MOWER & SAW, INC.49.63Accounts Payable Check
146556 09/18/2015 MINER'S ACE HARDWARE 309.43Accounts Payable Check
146557 09/18/2015 MISSION UNIFORM SERVICE 356.27Accounts Payable Check
146558 09/18/2015 BRETT MOBLEY 562.00Accounts Payable Check
146559 09/18/2015 MERINDA MOLINA 17.00Accounts Payable Check
146560 09/18/2015 MOSS, LEVY, & HARTZHEIM LLP 7,000.00Accounts Payable Check
146561 09/18/2015 MV TRANSPORTATION, INC.9,550.77Accounts Payable Check
146562 09/18/2015 MWI VETERINARY SUPPLY CO.503.34Accounts Payable Check
ITEM NUMBER: A-3
DATE: 10/27/15
Check
Number
Check
Date Vendor Description Amount
City of Atascadero
Disbursement Listing
For the Month of September 2015
146563 09/18/2015 GLORIA MYERS 276.67Accounts Payable Check
146564 09/18/2015 NORTH COAST ENGINEERING INC.2,256.01Accounts Payable Check
146565 09/18/2015 NORTHERN ENERGY 662.92Accounts Payable Check
146566 09/18/2015 OFFICE DEPOT INC.2,257.49Accounts Payable Check
146567 09/18/2015 ONTRAC 21.40Accounts Payable Check
146568 09/18/2015 O'REILLY AUTOMOTIVE, INC.102.23Accounts Payable Check
146570 09/18/2015 PACIFIC GAS AND ELECTRIC 34,824.04Accounts Payable Check
146571 09/18/2015 FLAVIA PAROTTI 139.95Accounts Payable Check
146572 09/18/2015 PASO ROBLES FORD LINCOLN MERC 38.88Accounts Payable Check
146573 09/18/2015 PAVEMENT ENGINEERING, INC.1,537.50Accounts Payable Check
146574 09/18/2015 PERRY'S PARCEL & GIFT 88.54Accounts Payable Check
146575 09/18/2015 PROCARE JANITORIAL SUPPLY,INC.1,726.04Accounts Payable Check
146576 09/18/2015 PRW STEEL SUPPLY, INC.107.58Accounts Payable Check
146577 09/18/2015 JOHN F. RICKENBACH 13,300.00Accounts Payable Check
146578 09/18/2015 SAMUEL RODRIGUEZ 230.00Accounts Payable Check
146579 09/18/2015 ROSENOW SPEVACEK GROUP, INC.1,497.50Accounts Payable Check
146580 09/18/2015 ERIN RUSSELL 1,969.15Accounts Payable Check
146581 09/18/2015 S.H. GOODE & SONS WORKSHOP 35.50Accounts Payable Check
146582 09/18/2015 SANTA MONICA SEAFOOD 847.80Accounts Payable Check
146583 09/18/2015 SLO CO AIR POLLUTION CTRL DIST 2,279.00Accounts Payable Check
146584 09/18/2015 SLO COUNTY SHERIFF'S OFFICE 237.00Accounts Payable Check
146585 09/18/2015 RYAN SLOAN 230.00Accounts Payable Check
146586 09/18/2015 SMART AND FINAL 130.24Accounts Payable Check
146587 09/18/2015 SOLARCITY CORPORATION 112.00Accounts Payable Check
146588 09/18/2015 CONNER M. SPEARS 3,290.00Accounts Payable Check
146589 09/18/2015 STATE BOARD OF EQUALIZATION 990.00Accounts Payable Check
146590 09/18/2015 SUNLIGHT JANITORIAL 2,731.00Accounts Payable Check
146591 09/18/2015 SUPERIOR SOLUTIONS MFG., INC.3,666.60Accounts Payable Check
146592 09/18/2015 TY, INC.559.44Accounts Payable Check
146597 09/18/2015 U.S. BANK 30,810.33Accounts Payable Check
146598 09/18/2015 U.S. POSTAL SERVICE(CMRS-FP)5,000.00Accounts Payable Check
146599 09/18/2015 ULTREX BUSINESS PRODUCTS 402.29Accounts Payable Check
146600 09/18/2015 UNITED STAFFING ASSC., INC.1,615.68Accounts Payable Check
146601 09/18/2015 IWINA M. VAN BEEK 80.00Accounts Payable Check
146602 09/18/2015 VERIZON WIRELESS 2,233.63Accounts Payable Check
146603 09/18/2015 WALLACE GROUP 16,827.85Accounts Payable Check
146604 09/18/2015 WARM FUZZY TOYS 187.56Accounts Payable Check
ITEM NUMBER: A-3
DATE: 10/27/15
Check
Number
Check
Date Vendor Description Amount
City of Atascadero
Disbursement Listing
For the Month of September 2015
146605 09/18/2015 WAYNE'S TIRE, INC.2,906.87Accounts Payable Check
146606 09/18/2015 WELL SEEN SIGN CO., LLC 38.37Accounts Payable Check
146607 09/18/2015 WESTERN JANITOR SUPPLY 178.67Accounts Payable Check
146608 09/18/2015 WHITLOCK & WEINBERGER TRANS.9,564.30Accounts Payable Check
146609 09/18/2015 WILBUR-ELLIS COMPANY 75.60Accounts Payable Check
146610 09/18/2015 WILLIAM AVERY & ASSC., INC.5,866.12Accounts Payable Check
146611 09/18/2015 JENNIFER WOLF 50.00Accounts Payable Check
146612 09/18/2015 WONDRIES FLEET GROUP 30,101.39Accounts Payable Check
146613 09/18/2015 YESTERDAYS SPORTSWEAR 757.09Accounts Payable Check
146614 09/18/2015 ZOO MED LABORATORIES, INC.530.82Accounts Payable Check
2046 09/23/2015 VOID 0.00Accounts Payable Check
146615 09/23/2015 ALLSTATE WORKPLACE DIVISION 2,477.65Payroll Vendor Payment
146616 09/23/2015 BLUE SHIELD OF CALIFORNIA 124,824.02Payroll Vendor Payment
146617 09/23/2015 LINCOLN NATIONAL LIFE INS CO 1,361.05Payroll Vendor Payment
146618 09/23/2015 MEDICAL EYE SERVICES 1,682.34Payroll Vendor Payment
146619 09/23/2015 PREFERRED BENEFITS INSURANCE 9,381.00Payroll Vendor Payment
2046 09/24/2015 BANK OF NEW YORK MELLON 594,099.85Accounts Payable Check
146620 09/24/2015 ATASCADERO MID MGRS ORG UNION 40.00Payroll Vendor Payment
146621 09/24/2015 ATASCADERO POLICE OFFICERS 1,186.25Payroll Vendor Payment
146622 09/24/2015 ATASCADERO PROF. FIREFIGHTERS 864.25Payroll Vendor Payment
146623 09/24/2015 HARTFORD LIFE INSURANCE 7,894.62Payroll Vendor Payment
146624 09/24/2015 NATIONWIDE RETIREMENT SOLUTION 915.92Payroll Vendor Payment
146625 09/24/2015 NAVIA BENEFIT SOLUTIONS 1,637.51Payroll Vendor Payment
146626 09/24/2015 NAVIA BENEFIT SOLUTIONS 70.00Payroll Vendor Payment
146627 09/24/2015 SEIU LOCAL 620 800.31Payroll Vendor Payment
146628 09/24/2015 VANTAGEPOINT TRNSFR AGT 106099 288.29Payroll Vendor Payment
146629 09/24/2015 VANTAGEPOINT TRNSFR AGT 304633 2,956.16Payroll Vendor Payment
2047 09/25/2015 STATE DISBURSEMENT UNIT 408.46Payroll Vendor Payment
2048 09/25/2015 HEALTHEQUITY, INC.5,639.02Payroll Vendor Payment
2049 09/25/2015 CALIF PUBLIC EMPLOYEES RETIREMENT SYSTEM 22,988.98Payroll Vendor Payment
2050 09/25/2015 CALIF PUBLIC EMPLOYEES RETIREMENT SYSTEM 37,347.82Accounts Payable Check
2051 09/25/2015 CALIF PUBLIC EMPLOYEES RETIREMENT SYSTEM 985.26Accounts Payable Check
2052 09/25/2015 CALIF PUBLIC EMPLOYEES RETIREMENT SYSTEM 2,013.87Accounts Payable Check
2053 09/25/2015 CALIF PUBLIC EMPLOYEES RETIREMENT SYSTEM 1,714.78Accounts Payable Check
2054 09/25/2015 CALIF PUBLIC EMPLOYEES RETIREMENT SYSTEM 2,275.63Accounts Payable Check
ITEM NUMBER: A-3
DATE: 10/27/15
Check
Number
Check
Date Vendor Description Amount
City of Atascadero
Disbursement Listing
For the Month of September 2015
2055 09/25/2015 CALIF PUBLIC EMPLOYEES RETIREMENT SYSTEM 4,045.15Accounts Payable Check
2056 09/29/2015 RABOBANK, N.A.61,563.19Payroll Vendor Payment
2057 09/29/2015 EMPLOYMENT DEV. DEPARTMENT 1,787.72Payroll Vendor Payment
2058 09/29/2015 EMPLOYMENT DEV DEPARTMENT 17,636.91Payroll Vendor Payment
$1,840,950.15
ITEM NUMBER: A-3
DATE: 10/27/15
ITEM NUMBER: A-4
DATE: 10/27/15
Atascadero City Council
Staff Report – Fire Department
Adoption of Local Hazard Mitigation Plan
RECOMMENDATION:
Council adopt the Draft Resolution approving the 2015 Update of the Local Hazard
Mitigation Plan.
DISCUSSION:
In 2005, the Federal Emergency Management Agency (FEMA) approved the
Atascadero City’s Local Hazard Mitigation Plan (LHMP). Local Hazard Mitigation
Plans are required to be revised every 5 years to reflect any hazard changes within
the plans. A grant application to cover the cost of this important planning work was
completed in 2009. In 2010 staff contacted California Office of Emergency Services
(OES) inquiring about the City’s grant application. During this discussion OES stated
they would indicate the City’s LHMP was under revision and that the City would not be
out of compliance should a disaster occur. In 2011 staff received word, the grant
application was denied. Planning work was started in late 2011 and in 2013 the City
hired a consultant to completely rewrite and change the format of the LHMP to comply
with recent changes from FEMA.
The goal is to update the existing plan every five years and to arrive at practical,
meaningful, attainable and cost-effective mitigation solutions to minimize vulnerability to
the identified hazards and ultimately reduce both human and financial losses
subsequent to a disaster. Once updated, this Plan was submitted to the California
Office of Emergency Services (OES) and the Federal Emergency Management Agency
(FEMA) for review and approval.
City staff and the public have provided input consisting of Hazard Analysis, Hazard
Mitigation actions, Hazard Identification, Vulnerability Assessment and Risk
Assessment. Planning meetings with partner staff was conducted through the entire
revision process. The opportunity for public input was advertised in the San Luis
Obispo County newspaper, the Tribune, and the Atascadero News. A Draft of the
Hazard Mitigation Plan was posted on the City of Atascadero web page for public
ITEM NUMBER: A-4
DATE: 10/27/15
comment and review for 30 days ending on May 27, 2014. There was minimal public
comment received.
Notice of a Public Hearing regarding the LHMP was published in Atascadero News
on August 1 & 5, 2014. The Public Hearing was held on August 11, 2014, where
only fire personnel attended from the public. The plan was mailed to California OES
in late August 2014. The City rec eived notification September 23, 2015 from FEMA
that the Plan had been conditionally approved and would be full y approved following
Atascadero City Council approval.
BACKGROUND:
The Disaster Mitigation Act (DMA) of 2000, also commonly known as “The 2000
Stafford Act Amendments” (the Act), constitutes an effort by the Federal government to
reduce the rising cost of disasters. The Act stresses the importance of mitigation
planning and disaster preparedness prior to an event. Mitigation Planning Section 322
of the Act requires local governments to develop and submit mitigation plans in order to
qualify for the Hazard Mitigation Grant Program (HMGP) project funds. It also increases
the amount of HMGP funds available to states meeting the enhanced planning criteria,
and enables these funds to be used for planning activities.
To facilitate implementation of the DMA 2000, FEMA created an Interim Final Rule (the
Rule), published in the Federal Register in February of 2002 at section 201 of 44 CFR.
The Rule spells out the mitigation planning criteria for States and local communities.
Specific requirements for local mitigation planning efforts are outlined in section §201.6
of the Rule. Lo cal jurisdictions must demonstrate that proposed mitigation actions are
based upon a sound planning process that accounts for the inherent risk and
capabilities of the individual communities as stated in section §201.5 of the Rule.
In developing this comprehensive Local Hazard Mitigation Plan (LHMP), FEMA’s
Multi-Hazard Mitigation Planning Guidance (July 2008) was strictly adhered to for the
purpose of ensuring thoroughness, diligence, and compliance with the new DMA 2000
planning requirements.
FISCAL IMPACT:
There are no negative fiscal impacts associated with this action. The Hazard Mitigation
Plan is a prerequisite to receiving certain disaster reimbursement funding. Failure to
adopt the Hazard Mitigation Plan may jeopardize disaster reimbursement in the event of
an occurrence of local consequence.
ITEM NUMBER: A-4
DATE: 10/27/15
ALTERNATIVES:
Council may provide direction to staff.
ATTACHMENTS:
1. Atascadero LHMP Draft Resolution
2. 2015 Draft Local Hazard Mitigation Plan
a. Appendices on file with the City Clerk
3. FEMA’s pending letter of approval for the City of Atascadero’s LHMP
ITEM NUMBER: A-4
DATE: 10/27/15
ATTACHMENT: 1
DRAFT RESOLUTION
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
ATASCADERO, CALIFORNIA ADOPTING THE ATASCADERO LOCAL
HAZARD MITIGATION PLAN (LHMP)
WHEREAS, the Council adopted the Disaster Mitigation Plan in 2005; and,
WHEREAS, the 2010 Plan had expired; and,
WHEREAS, Council adoption of a current LHMP will make the City eligible to receive
earmarked mitigation grant funding, as well as eligible to apply for additional federal mitigation
grants; and,
WHEREAS, City staff has collaborated with numerous partner representatives,
government officials and hazard experts to develop a First Draft Plan; and,
WHEREAS, in the spring of 2014, the public was invited to review the First Draft Plan,
comments were reviewed and incorporated into the Final Draft 2014 LHMP; and,
WHEREAS, on August 11, 2014, staff held a public hearing seeking input for the Final
Draft 2014 LHMP; and,
WHEREAS, on August 14, 2014 the LHMP was mailed to OES for approval and was then
forwarded to FEMA Region 9, field office; and,
WHEREAS, on September 23, 2015 FEMA determined the plan to be eligible for final
approval pending its adoption by the City of Atascadero City Council.
NOW, THEREFORE, BE IT RESOLVED, by the Council of the City of Atascadero,
that the Local Hazard Mitigation Plan is hereby adopted, as presented to the City Council on
October 27, 2015.
ITEM NUMBER: A-4
DATE: 10/27/15
ATTACHMENT: 1
On motion by Council Member _______________________ and seconded by Council
Member ________________________, the foregoing Resolution is hereby adopted in its entirety on
the following roll call vote:
AYES:
NOES:
ABSENT:
ADOPTED:
CITY OF ATASCADERO
By: ________________________
Tom O’Malley, Mayor
ATTEST:
______________________________
Marcia McClure Torgerson, C.M.C.,
City Clerk
APPROVED AS TO FORM:
______________________________
Brian A. Pierik, City Attorney
CITY OF ATASCADERO, CALIFORNIA
LOCAL HAZARD MITIGATION PLAN
September 17, 2015
ITEM NUMBER: A-4
DATE: 10/27/15
ATTACHMENT: 2
CITY OF ATASCADERO LOCAL HAZARD MITIGATION PLAN
ii
Executive Summary ES-1
1. SECTION 1 OFFICIAL RECORD OF ADOPTION ............................................................................ 3
1.1 DISASTER MITIGATION ACT OF 2000 ..................................................................................................... 3
1.2 ADOPTION BY THE LOCAL GOVERNING BODY AND SUPPORTING DOCUMENTATION ......................................... 3
2. SECTION 2 BACKGROUND ........................................................................................................ 4
2.1 PURPOSE AND AUTHORITY ................................................................................................................... 4
2.2 PLAN DESCRIPTION ............................................................................................................................. 5
3. SECTION 3 COMMUNITY DESCRIPTION .................................................................................... 7
3.1 HISTORY, LOCATION, AND GEOGRAPHY .................................................................................................. 7
3.2 GOVERNMENT ................................................................................................................................... 9
3.3 DEMOGRAPHICS ................................................................................................................................. 9
3.4 LAND USE AND DEVELOPMENT TRENDS .................................................................................................. 9
4. SECTION 4 PLANNING ............................................................................................................ 13
4.0 PLANNING PROCESS .......................................................................................................................... 13
4.1 OVERVIEW OF PLANNING PROCESS ...................................................................................................... 13
4.2 HAZARD MITIGATION PLANNING TEAM ................................................................................................ 14
4.2.1 Formation of the Planning Team ........................................................................................ 14
4.2.2 Planning Team Meetings .................................................................................................... 15
4.3 PUBLIC INVOLVEMENT ....................................................................................................................... 15
4.3.1 Neighboring Communities and Jurisdictions……………………………………………………………………….16
4.4 INCORPORATION OF EXISTING PLANS AND OTHER RELEVANT INFORMATION ................................................ 17
5. SECTION 5 RISK ASSESSMENT ............................................................................................. 18
5.1 OVERVIEW OF A RISK ASSESSMENT ................................................................................................... 18
5.2 HAZARD IDENTIFICATION AND SCREENING ......................................................................................... 19
5.3 HAZARD PROFILE .................................................................................................................................. 22
5.3.1 Dam Failures .......................................................................................................................... 22
5.3.1.1 Nature ............................................................................................................................. 22
5.3.1.2 History ............................................................................................................................. 22
5.3.1.3 Location, Extent, and Probability of Future Events ........................................................ 23
5.3.1.4 Cascading Effects........................................................................................................... 23
5.3.2 Earthquakes ........................................................................................................................... 26
5.3.2.1 Nature ............................................................................................................................. 26
5.3.2.2 History ............................................................................................................................. 26
5.3.2.3 Location, Extent, and Probability of Future Events ........................................................ 27
5.3.2.4 Cascading Effects........................................................................................................... 27
5.3.3 Expansive Soils ....................................................................................................................... 32
5.3.3.1 Nature ............................................................................................................................. 32
5.3.3.2 History ............................................................................................................................. 32
5.3.3.3 Location, Extent, and Probability of Future Events ........................................................ 32
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5.3.3.4 Cascading Events............................................................................................................32
5.3.4 Floods ..................................................................................................................................... 35
5.3.4.1 Nature ............................................................................................................................. 35
5.3.4.2 History ............................................................................................................................. 36
5.3.4.3 Location, Extent, and Probability of Future Events ........................................................ 36
5.3.4.4 Cascading Effects............................................................................................................38
5.3.5 Land Subsidence.................................................................................................................... 40
5.3.5.1 Nature ............................................................................................................................. 40
5.3.5.2 History ............................................................................................................................. 40
5.3.5.3 Location, Extent, and Probability of Future Events ........................................................ 40
5.3.5.4 Cascading Effects............................................................................................................41
5.3.6 Wildland Fires ........................................................................................................................ 43
5.3.6.1 Nature ............................................................................................................................ 43
5.3.6.2 Disaster History ............................................................................................................... 44
5.3.6.3 Location, Extent, and Probability of Future Events ........................................................ 44
5.3.6.4 Cascading Effects........................................................................................................... 44
5.3.7 Drought................................................................................................................................ 48
5.3.7.1 Nature .............................................................................................................................48
5.3.7.2 History.............................................................................................................................48
5.3.7.3 Cascading Events.............................................................................................................49
5.3.8 Windstorms............................................................................................................................49
5.3.8.1 Nature............................................................................................................................49
5.3.8.2 Effects ............................................................................................................................49
5.3.8.3 Cascading Effects ...........................................................................................................50
5.3.9 Climate………………………………………………………………………………………………………………………………50
5.4 ASSET INVENTORY .............................................................................................................................. 55
5.4.1 Population and Building Stock ............................................................................................... 55
5.4.2 Critical Facilities and Infrastructure ....................................................................................... 58
5.5 VULNERABILITY ASSESSMENT ................................................................................................................ 61
5.5.1 Overview of a Vulnerability Assessment .............................................................................. 61
5.5.2 Methodology ......................................................................................................................... 62
5.5.3 Data Limitations .................................................................................................................... 62
5.5.4 Exposure Analysis .................................................................................................................. 63
5.5.5 Dam Failures .......................................................................................................................... 68
5.5.6 Earthquakes ........................................................................................................................... 68
5.5.7 Expansive Soils ....................................................................................................................... 68
5.5.8 Floods ..................................................................................................................................... 68
5.5.9 Land Subsidences ................................................................................................................... 69
5.5.10 Wildland Fires ...................................................................................................................... 69
5.5.11 Drought ................................................................................................................................ 69
5.5.12 Windstorm ........................................................................................................................... 70
5.6 Future Development ..................................................................................................................... 70
6. SECTION 6 CAPABILITY ASSESSMENT ..................................................................................... 71
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6.1 LEGAL AND REGULATORY CAPABILITIES ................................................................................................. 71
6.2 ADMINISTRATIVE AND TECHNICAL CAPABILITIES ..................................................................................... 73
6.3 FINANCIAL CAPABILITIES .................................................................................................................... 74
7. SECTION 7 MITIGATION STRATEGY ........................................................................................ 74
7.1 MITIGATION GOALS AND OBJECTIVES ................................................................................................... 74
7.2 POTENTIAL MITIGATION ACTIONS ....................................................................................................... 75
7.3 OVERVIEW OF THE MITIGATION GOALS, OBJECTIVES AND POTENTIAL ACTONS ............................................. 76
7.4 ACTION PLAN ................................................................................................................................... 84
7.5 2005 LHMP RESULTS OF GOALS, OBJECTIVES AND POTENTIAL ACTIONS…………………………………………..……….85
8. SECTION 8 PLAN MAINTENANCE PROCESS...............................................................................85
8.1 MONITORING, EVALUATING, AND UPDATING THE LHMP ........................................................................ 86
8.2 IMPLEMENTATION THROUGH EXISTING PLANNING MECHANISMS .............................................................. 87
8.3 CONTINUED PUBLIC INVOLVEMENT ...................................................................................................... 87
9. SECTION 9 REFERENCES.......................................................................................................89
ITEM NUMBER: A-4
DATE: 10/27/15
ATTACHMENT: 2
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TABLES
Table 4-1 City of Atascadero Hazard Mitigation Planning Team .......................................... 14
Table 5-1 Identification and Screening of Hazards ............................................................... 20
Table 5-2 Potential Seismic Hazards ..................................................................................... 28
Table 5-3 Significant Wildland Fires 1985 – 2012 ................................................................. 44
Table 5-4 Estimated Population, Building Inventory & Replacement Costs ........................ 55
Table 5-5 Critical Facilities and Infrastructure ...................................................................... 59
Table 5-6 Potential Hazard Vulnerability Assessment – Population and Buildings .............. 64
Table 5-7 Potential Hazard Vulnerability Assessment –Critical Facilities ............................. 65
Table 5-8 Potential Hazard Vulnerability—Critical Infrastructure ........................................ 67
Table 6-1 Legal and Regulatory Resources Available for Hazard Mitigation ........................ 72
Table 6-2 Administrative & Technical Resources for Hazard Mitigation .............................. 73
Table 6-3 Financial Resources for Hazard Mitigation ........................................................... 74
Table 7-1 Action Plan Matrix................................................................................................. 85
APPENDICES
A .............................................................................. City Council Adoption Resolution
B ........................................................................................... Planning Team Meetings
C ..................................Public Involvement-Press Release-Neighboring Communities
D ......................................................................... Community Wildfire Protection Plan
E ............................................................................. DMA 2000 Compliance Crosswalk
F ......................................... 2005 Results of Goals, Objectives, and Potential Actions
G ................................................................... Capability Assessment Survey and Table
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vi
CFR Code of Federal Regulations
City City of Atascadero
DMA 2000 Disaster Mitigation Act of 2000
DOT United States Department of Transportation
DSOD California Division of Safety of Dams
EHS Extremely Hazardous Substance
EPA United States Environmental Protection Agency
EPCRA Emergency Planning and Community Right to Know Act
FEMA Federal Emergency Management Agency
FRAP California Department of Forestry Fire and Resource Assessment Program
GIS Geographic Information System
HMGP Hazard Mitigation Grant Program
LHMP Local Hazard Mitigation Plan
NFIP National Flood Insurance Program
NRC National Response Center
OES Governor’s Office of Emergency Services
PDM Pre-Disaster Mitigation
PGA Peak ground acceleration
Planning
Team Hazard Mitigation Planning Team
SFHA Special Flood Hazard Area
Stafford Act Robert T. Stafford Disaster Relief and Emergency Assistance Act
State State of California
UBC Uniform Building Code
US 101 United States Highway 101
USC United States Code
USGS United States Geological Survey
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CITY OF ATASCADERO Acknowledgements
vii
City of Atascadero Hazard Mitigation Planning Team
Marcia Torgerson ............................................................................................ City Manager’s Office
Jeff Wilshusen .......................................................................................................................... Police
Russ Thompson ............................................................................................................ Public Works
Luke Knight .............................................................................................Information Technology
Jennifer Fanning ................................................................................................Community Services
Warren Frace .......................................................................................... Community Development
Jeri Rangel ....................................................................................................................... Finance
Tom Way ........................................................................................... Emergency Management
Keith Aggson ………………………………………………………………………………...... .................................... Fire
Brandon Roberts…………………………………………………………………………........... ................................. Fire
Consultant
David Mathe .................................................................................................................. Project Manager
Stacy Barnes .......................................................................................................Deputy Project Manager
Stakeholder Plan Reviewers
Jerry W. (Jay) De Cou IV ........................................................................................................... Local Resident
John Neil, General Manager, Atascadero Mutual Water Company ................................................. Business
Linda Hendy, President and CEO Atascadero Chamber of Commerce .......................................... Non-Profit
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Across the United States, natural and human-made disasters have led to increased levels of injury,
property damage, interruption of business and government services, and even death. The impact of
disasters on families and individuals can be immense, and damages to businesses can result in
economic consequences. The time, money, and effort to respond to and recover from these disasters
divert public resources and attention from other important programs and problems.
In 2000, Congress passed the Disaster Mitigation Act (Public Law 106-390) to reinforce the importance
of mitigation planning and emphasize planning for disasters before they occur. As such, local
communities must have an approved mitigation plan in place prior to receiving both pre-disaster
mitigation and post-disaster funds. These plans must demonstrate that proposed mitigation measures
are based on a sound planning process that accounts for the risks to and the capabilities of the
individual communities.
Applying this knowledge, the City of Atascadero, California has prepared a Local Hazard Mitigation Plan
that will guide Atascadero toward greater disaster resistance in full accord with the character and
needs of the community and federal requirements. The potential hazards identified and assessed in
this version of the Local Hazard Mitigation Plan include dam failures, earthquakes, expansive soils,
floods, windstorms, land subsidence, wildland fires and droughts. Mitigation actions include a range of
specific actions and projects that reduce the effects of each hazard, with particular emphasis on
protecting new and existing buildings and infrastructure.
This Local Hazard Mitigation Plan has been prepared to meet FEMA’s requirements of the Disaster
Mitigation Act 2000 and the Interim Final Rule, thus making it eligible for funding and technical
assistance from State and Federal hazard mitigation programs. Following each major disaster
declaration, the City is required to review and update the mitigation strategy. Additionally, in
compliance with FEMA regulations, this Local Hazard Mitigation Plan must be reviewed, revised if
appropriate, and resubmitted for approval within the next five years so that the City continues to be
eligible for various hazard mitigation grant-funding sources.
2005 Local Hazard Mitigation Plan
The 2005 LHMP brought into focus the need for additional training in response capability, enhanced
preparation and planning, addressing mitigation measures, development of a recovery plan, and city
wide staff training.
Response training has been led by the Fire Department and is ICS Driven with daily and likely threat
based training focus.
Preparation and Planning has included the development of a revised Multi-Emergency Response Plan,
IS Training for all city staff including Law and Fire Personnel, participation in the annual Great California
Shakeout, participating in a Nuclear Regulatory Commission Congregant Care exercise, and hosting the
annual San Luis Obispo County Wildland Fire Exercise.
It should be noted the City of Atascadero hosted an Integrated Emergency Management Class (IEMC)
at the Emergency Management Institute (EMI) in Emmitsburg MD in 2009. Participants were all city
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department heads. In 2013 the city was invited to attend another IEMC in Emmitsburg MD, they sent
another group of staff for the training.
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1. Section 1 ONE Official Record of Adoption Section 1 OFFICIAL RECORD OF ADOPTION
This section provides an overview of the Disaster Mitigation Act of 2000 (DMA 2000; Public Law 106-
390), the adoption of this Local Hazard Mitigation Plan (LHMP) by the local governing body, and
supporting documentation for the adoption.
1.1 DISASTER MITIGATION ACT OF 2000
The DMA 2000 was passed by Congress to emphasize the need for mitigation planning to reduce
vulnerability to natural and human-caused hazards. The DMA 2000 amended the Robert T. Stafford
Disaster Relief and Emergency Assistance Act (Stafford Act; 42 United States Code [USC] 5121 et seq.)
by repealing the act’s previous Mitigation Planning section (409) and replacing it with a new Mitigation
Planning section (322).
To implement the DMA 2000 planning requirements, the Federal Emergency Management Agency
(FEMA) published an Interim Final Rule in the Federal Register on October 21, 2007 (FEMA 2002a). This
rule (44 Code of Federal Regulations [CFR] Part 201) established the mitigation planning requirements
for states, tribes, and local communities. The planning requirements are described in detail in Section 2
and identified in their appropriate sections throughout the Plan. In addition, a crosswalk documenting
compliance with 44 CFR is included as Appendix E.
1.2 ADOPTION BY THE LOCAL GOVERNING BODY AND SUPPORTING
DOCUMENTATION
The requirements for the adoption of an LHMP by the local governing body, as stipulated in the DMA
2000 and its implementing regulations, are described below.
DMA 2000 REQUIREMENTS: PREREQUISITES
Adoption by the Local Governing Body
Requirement §201.6(c)(5): [The local hazard mitigation plan shall include] documentation that the plan has been
formally adopted by the governing body of the jurisdiction requesting approval of the plan (e.g., City Council,
County Commissioner, Tribal Council).
Source: FEMA, October 2011
The City of Atascadero LHMP meets the requirements of Section 409 of the Stafford Act and Section
322 of the DMA 2000. This includes meeting the requirement that the LHMP be adopted by the City of
Atascadero (the City).
This LHMP has been prepared by the City’s Hazard Mitigation Planning Team (Planning Team) and
adopted by the City Council via resolution, which is presented in Appendix A.
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2. Section 2 TWO Backgr ound Section 2 BACKGROUND
This section provides an overview of the City’s LHMP. This includes a review of the background,
authority, and purpose of the LHMP and a description of the document.
2.1 PURPOSE AND AUTHORITY
The DMA 2000, also referred to as the 2000 Stafford Act amendments, was approved by Congress on
October 10, 2000. On October 30, 2000, the President signed the bill into law, creating Public Law
106-390. The purposes of the DMA 2000 are to amend the Stafford Act, establish a national program
for pre-disaster mitigation, and streamline administration of disaster relief.
The Atascadero LHMP meets the requirements of the DMA 2000, which calls for all communities to
prepare hazard mitigation plans. By preparing this LHMP, the City is eligible to receive Federal
mitigation funding after disasters and to apply for mitigation grants before disasters strike. More
importantly, this LHMP starts an ongoing process to evaluate the risks different types of hazards pose
to the City, and to engage the City and the community in dialogue to identify the steps that are most
important in reducing these risks. This constant focus on planning for disasters will make the City,
including its residents, property, infrastructure, and the environment, much safer.
The local hazard mitigation planning requirements encourage agencies at all levels, local residents,
businesses, and the non-profit sector to participate in the mitigation planning and implementation
process. This broad public participation enables the development of mitigation actions that are
supported by these various stakeholders and reflect the needs of the entire community.
States are required to coordinate with local governments in the formation of hazard mitigation
strategies, and the local strategies combined with initiatives at the state level form the basis for the
State Mitigation Plan. The information contained in LHMPs helps states to identify technical
assistance needs and prioritize project funding. Furthermore, as communities prepare their plans,
states can continually improve the level of detail and comprehensiveness of statewide risk
assessments.
For FEMA’s Pre-Disaster Mitigation (PDM) grant program and Hazard Mitigation Grant Program
(HMGP), a local jurisdiction must have an approved LHMP to be eligible for PDM and HMGP funding
for Presidentially declared disasters after November 1, 2004. Plans approved at any time after
November 1, 2004, will allow communities to be eligible to receive PDM and HMGP project grants.
Adoption by the local governing body demonstrates the jurisdiction’s commitment to fulfilling the
mitigation goals and objectives outlined in the LHMP. Adoption legitimizes the LHMP and authorizes
responsible agencies to execute their responsibilities. Following adoption by the City Council, the plan
was reviewed by the Governor’s Office of Emergency Services (OES) and approved by FEMA. The
resolution adopting this LHMP is included in Appendix A.
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2.2 PLAN DESCRIPTION
The remainder of this LHMP consists of the following sections.
Community Description
Community Description provides a general history and background of the community and historical
trends for population, demographic and economic conditions that have shaped the area. Trends in
land use and development are also discussed.
Planning Process
The Planning Process Section identifies Planning Team members, Consultant (and the key
stakeholders within the community and surrounding region). In addition, this section documents
public outreach activities and the review and incorporation of relevant plans, reports, and other
appropriate information.
Risk Assessment
The Risk Assessment section describes the process through which the Planning Team identified and
compiled relevant data on all potential natural hazards that threaten the City and the immediately
surrounding area. Information collected includes historical data on natural hazard events that have
occurred in and around the City and how these events impacted residents and their property.
The descriptions of natural hazards that could affect the City are based on historical occurrences and
best available data from agencies such as FEMA, the U.S. Geological Survey (USGS), the California
Geologic Survey, and the National Weather Service. Detailed hazard profiles include information on
the frequency, magnitude, location, and impact of each hazard as well as probabilities for future
hazard events. Figures (attached as Appendix B) are included to identify known hazard areas and
locations of previous hazard occurrences.
Section 5 identifies potentially vulnerable assets such as people, housing units, critical facilities,
infrastructure, and commercial facilities. These data were compiled by assessing the potential
impacts from each hazard using GIS. The resulting information identifies the full range of hazards that
the City could face and potential social impacts, damages, and economic losses.
Capability Assessment
Although not required by the DMA 2000, Section 6 provides an overview of the City’s resources in the
following areas for addressing hazard mitigation activities:
• Legal and regulatory: Existing ordinances, plans and codes that affect the physical or built
environment in a community
• Administrative and technical: The staff, personnel, and department resources available to
expedite the actions identified in the mitigation strategy
• Fiscal: The financial resources to implement the mitigation strategy
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Mitigation Strategy
As the Mitigation Strategy section describes, the Planning Team developed a list of mitigation goals,
objectives, and actions based upon the findings of the risk assessment and the capability assessment.
Based upon these goals and objectives, the Planning Team, supported by the Consultant, reviewed
and prioritized a comprehensive range of appropriate mitigation actions to address the risks facing
the community. Such measures include preventive actions, property protection techniques, natural
resource protection strategies, structural projects, emergency services, and public information and
awareness activities.
Plan Maintenance
The Plan Maintenance section describes the Planning Team’s formal plan maintenance process to
ensure that the LHMP remains an active and applicable document. The process includes monitoring,
evaluating, and updating the LHMP; implementation through existing planning mechanisms; and
continued public involvement.
References
Reference materials used to prepare this LHMP are found in Section 9
Appendices
The appendices include the Adoption Resolution, maps and figures, Planning Team meetings and
minutes, public involvement process, 2005 Action Plan Matrix, 2005 Plan results, Capability analysis,
Community Wildland Fire Protection Plan, and a crosswalk for compliance with the DMA 2000.
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3. Section 3 THREE Community Description SECTION 3 COMMUNITY DESCRIPTION
This section describes the history, location, and geography of the City as well as its government,
demographic information, and current land use and development trends.
3.1 HISTORY, LOCATION, AND GEOGRAPHY
Atascadero is located 17 miles inland from the Pacific coast and lies midway between Los Angeles
and San Francisco on U.S. Highway 101 (US 101), about 220 miles from each city. The City is one of
seven incorporated communities in San Luis Obispo County (Figure B-1). The City consists of 26.15
square miles of the original 38 square miles of the historic Atascadero Ranch, later known as the
Colony. The Colony was founded as California’s first planned community in 1913 by E.G. Lewis. The
City is 879’ above sea level and is located 40 miles west of the San Andreas Fault.
The City is situated in the southern portion of the Salinas River Valley. The Salinas River flows
along the eastern city limits from south to north. Steep hills and canyons border the community
on the west, and open rolling hills surround the City center. The City lies within an agricultural area
where ranchlands are becoming vineyards to support the growing wine industry. Suburban
residential development approved by San Luis Obispo County borders the City on the southern
and eastern edges, and lower-density residential development lies to the north and west.
Atascadero is bordered on the west by the rugged mountainous ridges of the Santa Lucia Coastal
Range, on the east by the low hills of the La Panza and Temblor Ranges, and on the north by the
low hills and flat-topped mesas of the Diablo Range. The highest elevations in the vicinity are
within the Santa Lucia Coastal Range, where many peaks are 2,000 to 3,400 feet above mean sea
level.
The area has a Mediterranean climate with a wet season from October to early April and a dry
summer season with low humidity. The City has an average annual precipitation of 17.31 inches. In
winter, the average high temperatures range from the 50s to the 60s, with lows in the 30s. In
summer, the average daily highs are in the 90s, with some days exceeding 100. Summertime lows
are typically in the 60s and 70s.
All consumable goods must be transported to the city via trucks utilizing U. S. Highway 101. It
should be noted there are two rail spurs located in the undeveloped area of the county adjacent
to the city. There is no airport in the city
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3.2 GOVERNMENT
Atascadero, which was incorporated in 1979, is a General Law city operating within rules
established by the California Legislature. The organizational structure of the local government is of
the City Council–City Manager form. The City Manager, hired by the City Council, is responsible for
planning, organizing, and directing all administrative activities such as enforcing municipal laws,
directing the daily operations of the City, and preparing and observing the municipal budget. The
City Council is composed of a Mayor and four City Council members elected at large by the citizens
of Atascadero. The City Council acts upon all legislative matters concerning Atascadero, approving
and adopting all ordinances, resolutions, contracts, and other matters requiring overall policy
decisions and leadership.
Additional information regarding City-owned buildings and facilities, urban services, infrastructure,
and general building stock is provided in Section 5.
3.3 DEMOGRAPHICS
According to the 2010 U.S. Census, the City’s population was 28,310. Approximately 21.4 percent
of the total population was under 18 years, 8.1 percent was between 18 and 24 years, 25.6
percent was between 25 and 44 years, 31.9 percent was between 44 and 64 and 13 percent was
65 years and over. The California Department of Finance estimates that the City’s population was
26,687. The City’s General Plan 2025 projects the annual growth rate to continue to average 1.25
percent over the next 20 years. Based on Census 2000 and 2010 date, the actual growth rate was
0.71%.
Based on the 2013 American Community Survey (ACS) Atascadero’s labor force is estimated to be
14,492 persons. The City’s economic base primarily consists of employees within the Educational
services, health care and social services. The City’s largest employers include the Atascadero State
Hospital and the Atascadero Unified School District (AUSD). The second largest type of industry in
the city is the retail trade and services sector. The unemployment has dropped from an historic
high of 8.5% in March of 2010 due to the economic recession which started between 2008 and
2011. While the unemployment has lowered to 5.4% as of August 2013, this percentage still
remains high compared to steady unemployment rates over the last 20 years according to the US
Bureau of Labor Statistics. In 2011, the per capita income was estimated to be $29,511 according
to the City-Data and the median family income was $63,230.
3.4 LAND USE AND DEVELOPMENT TRENDS
Prior to the City’s incorporation, San Luis Obispo County guided growth in the unincorporated
county through its General Plan. San Luis Obispo County adopted the General Plan in 1968 and by
1972 developed more stringent growth standards in accordance with State of California (State)
planning standards. With the incorporation of Atascadero in 1979, the newly formed Planning
Commission adopted the 1980 General Plan and subsequently, in 1983, a new zoning ordinance.
The City updated the General Plan in the mid-1980s and adopted a revised version in 1992.
The General Plan 2025, adopted in 2002, is the most recent version of the City’s Plan. This version
readopted the Guiding Community Goals and introduced the Smart Growth Principles and General
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Plan Framework Principles. In addition, the Preferred General Plan Land Use Alternatives identified
a build-out population of approximately 36,000.
As noted in Section 3.1, the City covers 26.15 square miles. The majority of commercial activity,
including 3 million square feet of commercial and industrial buildings, takes place along El Camino
Real, Morro Road, and near US 101 interchanges. The historic downtown, located in the City
center, is surrounded by residential neighborhoods (with approximately 8,000 dwelling units) that
transition into low-density rural areas west of US 101 and open space, public recreation, and
public facilities east of US 101 (Figure B-2).
The General Plan 2025 identifies approximately 400 acres of the Eagle Ranch area as the primary
area of future growth. The area is located outside of the current City’s western boundaries but
within the Urban Reserve Line, an area within the Colony boundary that is planned for urban and
suburban uses with City services and facilities. In addition to the Eagle Ranch development project,
the General Plan 2025 identifies small residential and commercial development projects in the
northern and southeastern portions of the City limits (Figure B-3).
There have been 486 single and multi-family dwellings, in 13 development projects added to the
housing inventory of Atascadero. The developments were consistent with the General Plan 2025.
The Local Hazard Mitigation was a key element in the approval for development of the projects.
The table below reflects the year name of the development project and number of structures:
Development Name 2009 2010 2011 2012 2013 2014
2015-through
5/15/15 Totals
West Front Village 0 5 0 0 9 14 5 33
Dove Creek 0 0 15 39 40 4 0 98
Vista Dorada 0 0 0 0 33 42 0 75
Las Lomas Apartments 0 0 0 40 40 20 0 100
Villas at Montecito 0 0 0 0 4 12 1 17
Oak Grove Phase II 0 0 0 12 12 0 0 24
Oak Grove Phase I 0 10 0 0 0 0 0 10
Oak Haven Village 0 0 0 0 17 20 0 37
Estancia 0 0 0 0 0 15 0 15
Oak Ridge Estates 0 0 0 0 0 7 0 7
Southside Villas 0 0 0 0 14 16 13 43
Sycamore Place 0 0 0 0 0 12 0 12
Las Lomas
Townhomes 0 0 0 0 0 0 15 15
These developments had no impact on community vulnerabilities as a result of using the Local
Hazard Mitigation Plan as a key element in the planning of the projects.
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SECTION 4 PLANNING
4.0 PLANNING PROCESS
4. Section 4 FOUR Planning Process This section provides an overview of the planning process; identifies Planning Team members, and
key stakeholders; documents public outreach efforts; and summarizes the review and
incorporation of existing plans, studies, and reports used in the development of this LHMP.
Additional information regarding the Planning Team and public outreach efforts is provided in
Appendices B and C.
The requirements for the planning process, as stipulated in the DMA 2000 and its implementing
regulations, are described below.
4.1 OVERVIEW OF PLANNING PROCESS
The City hired the Consultant to assist with the development of this LHMP. The first step in the
planning process was to establish a Planning Team composed of existing City agencies. Marcia
Torgerson of the City Manager’s Office served as the primary point of contact for the City and the
public.
Once the Planning Team was formed, the following four-step planning process took place during
the 5-month period from December 2013 to July 2014.
• Organize resources: The Planning Team identified resources, including City staff, agencies, and
local community members, which could provide technical expertise and historical information
needed in the development of the LHMP.
• Assessment risks: The Planning Team identified the hazards specific to the City, and the
Consultant developed the risk assessment for the seven identified hazards. The Planning Team
DMA 2000 Requirements: Planning Process
Planning Process
§201.6(b): An open public involvement process is essential to the development of an effective plan.
Documentation of the Planning Process
Requirement §201.6(b): In order to develop a more comprehensive approach to reducing the effects of natural
disasters, the planning process shall include:
Requirement §201.6(b)(1): An opportunity for the public to comment on the plan during the drafting stage and prior to
plan approval;
Requirement §201.6(b)(2): An opportunity for neighboring communities, local and regional agencies involved in hazard
mitigation activities, and agencies that have the authority to regulate development, as well as businesses, academia and
other private and nonprofit interests to be involved in the planning process; and
Requirement §201.6(b)(3): Review and incorporation, if appropriate, of existing plans, studies, reports, and technical
information.
Requirement §201.6(c)(1): [The plan shall document] the planning process used to develop the plan, including how it
was prepared, who was involved in the process, and how the public was involved.
Source: FEMA, October 2011.
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reviewed the risk assessment, including the vulnerability analysis, prior to and during the
development of the mitigation strategy.
• Access capabilities: The Consultant and the Planning Team reviewed current administrative
and technical, legal and regulatory, and fiscal capabilities to determine whether existing
provisions and requirements adequately address relevant hazards.
• Develop a mitigation strategy: After reviewing the current risks posed by each hazard, the
Planning Team worked with the Consultant to develop a comprehensive range of potential
mitigation goals, objectives, and actions. Subsequently, the Planning Team identified and
prioritized the actions to be implemented.
• Monitor progress: The Planning Team developed an implementation process to ensure the
success of an ongoing program to minimize hazard impacts to the community.
4.1.1 Review of 2005 City of Atascadero Local Hazard Mitigation Plan Process
The Plans Team, Consultant and Fire Chief Kurt Stone reviewed and analyzed the status of the
Goals, Objectives and Potential Actions of the 2005 Local Hazard Mitigation Plan during the
Planning Team Meeting of December 2. 2013 (appendix F). The results of the analysis were
used to determine and prioritize the 2014 Plan Mitigation Goals, Objectives and Potential
Action.
At the same Planning Team Meeting Fire Chief Stone shared with the group Hazard Mitigation
priorities of the City of Atascadero. The Hazard Mitigation Priorities remained relatively
unchanged from the previous Plan. However, as a result of Wind Events that occurred in the
city since the previous Plan is was agreed upon to include Wind Events in the 2014 Plan.
4.2 HAZARD MITIGATION PLANNING TEAM
4.2.1 Formation of the Planning Team
As previously noted, the planning process began in December 2013. Marcia Torgerson formed the
advisory body, known as the Planning Team, utilizing staff from relevant City agencies. The
Planning Team members are listed in Table 4-1. The Planning Team meetings are described below.
Meeting handouts are provided in Appendix B.
Table 4-1
City of Atascadero Hazard Mitigation Planning Team
Name Department
Marcia Torgerson City Manager’s Office
Jeff Wilshusen Police
Russ Thompson Public Works
Luke Knight Information Technology
Jennifer Fanning Community Services
Warren Frace Community Development
Jeri Rangel Finance
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Keith Aggson Fire
Brandon Roberts Fire
Tom Way Emergency Management
David Mathe Project Manager
4.2.2 Planning Team Meetings
December 2, 2013
During the kick-off meeting, the Consultant discussed the objectives of the DMA 2000, the hazard
mitigation planning process, the public outreach process, City Council approval, LHMP document
format and Plan maintenance.
A hazard risk identification was assigned as homework to the Plans team. The exercise will
identified the specific hazards that the Planning Team wanted to address in the LHMP.
March 13, 2014
During the second meeting, the Consultant briefed the Planning Team on progress made to date,
including the launch of the LHMP Web site and press release and notification to neighboring
communities and relevant agencies of the LHMP preparation. A Capability Survey was completed
the results were included in Appendix I. The hazard risk identification homework was reviewed
and discussed at length. Among the 19 potential hazards initially discussed (as shown in Section
5.2, Table 5.1), eight hazards were determined to pose the greatest potential risk to the City: dam
failures, earthquakes, expansive soils, floods, windstorms, land subsidence, wildland fires and
drought were added to the potential hazards from the previous Plan.
Additionally, the Consultant and the Planning Team discussed the mitigation strategy, distributing
draft mitigation goals, objectives, and actions for review.
June 16, 2014
On June 16, 2014 an electronic copy of the draft mitigation plan was sent to the Planning Team.
The Planning Team was requested to make comments and return them to the Consultant by July 2,
2014. The Planning Team reviewed changes made to the draft mitigation goals, objectives, and
actions during the comment period. Additionally, the Planning Team evaluated potential action
items and selected and prioritized recommended action items.
The Planning Team reviewed the Public Review Draft Atascadero LHMP. There were no
comments, corrections or modifications recommended by the Planning Team.
4.3 PUBLIC INVOLVEMENT
On April 29, 2014, shortly after the first Planning Team meeting, the City issued a press release
regarding the preparation of the LHMP. The press release, which was sent to the local newspapers
and posted on the City’s Web site, included a phone number and email address for comments
during the drafting stage. The April 29, 2014 edition of the San Luis Obispo Tribune featured an
article about the LHMP and the City’s hazard mitigation planning efforts.
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The City posted a copy of the Public Review Draft on its Web site during a public comment period
from April 9 through May 27. Additionally, the City provided an e-mail address as well as a physical
mailing address to receive public comments.
There were no public comments directed to the e-mail address or the physical address. A letter
was received from Mr. Robert Patrick with concerns relating to the Local Hazard Mitigation Plan.
A meeting was held with Mr. Patrick on June 10, 2014 led by Fire Chief Stone with the Plan Project
Manager in attendance.
The press release, newspaper article, notification letter and letter from Mr. Patrick is included in
Appendix C. Chief Stone shared with Mr. Patrick the mitigation measures the city has taken and
future mitigation actions the city is planning. Chief Stone also explained the LHMP is not a
response document but rather a planning document. City Emergency Preparation and Planning
measures were discussed. The Project Manager explained the DMA 2000 requirements for
planning to Mr. Patrick. The meeting concluded with Mr. Patrick stating a comprehensive
understanding of the process and purpose of the LHMP.
4.3.1 Neighboring Communities/Jurisdictions Involvement
Planning
The City sent an email requesting participation in the planning of the Atascadero Local Hazard
Mitigation Plan. The following communities/jurisdictions were invited:
• San Luis Obispo County Office of Emergency Services
• The City Paso Robles
• Templeton Community Services District
• Los Padres National Forest
• Atascadero State Hospital
Due to staffing concerns each of the communities/jurisdictions advised they would be unavailable
to participate in any Planning Meetings.
A copy of the invitation letter is found in Annex C
Plan Review
The City e-mailed advice and a DRAFT copy of the LHMP requesting comments on the Draft LHMP
to the following entities:
• San Luis Obispo County Office of Emergency Services
• The City Paso Robles
• Templeton Community Services District
• Los Padres National Forest
• Atascadero State Hospital
A copy of the letter that was sent is located in Appendix C
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The only response was from the San Luis Obispo County Office of Emergency Services, advising a
Climate component should be added to the LHMP. A Climate component was then added to the
document, Section 5.8.9 which is an Executive Summary of the City of Atascadero Climate Action
Plan.
It should be noted the letters located in Annex C are, identical copy of the letter sent to: San Luis
Obispo County Office of Emergency Services, City of Paso Robles, Templeton Community Services
District, Los Padres National Forest, and the Atascadero State Hospital requesting comments on
the DRAFT LHMP and inviting the neighboring communities and jurisdictions to participate in the
planning process.
4.4 INCORPORATION OF EXISTING PLANS AND OTHER RELEVANT INFORMATION
During the planning process, the Consultant and the Planning Team reviewed and incorporated
information from existing plans (see Table 6-1), studies, reports, and technical reports into the
LHMP. A synopsis of the sources follows.
• City of Atascadero General Plan 2025: The Land Use Element provides information on existing
land use and future development trends. The Safety Element provides information for the
initial hazard identification process and development of the mitigation strategy.
• City of Atascadero Emergency Response Plan: This plan outlines current mitigation activities
and response procedures, which were used for the mitigation strategy.
• The Zoning Regulations of the City of Atascadero, Title 9 of the Atascadero Municipal Code:
These codes regulate development and land use and were used for the capability assessment
and mitigation strategy.
• San Luis Obispo County General Plan: The County’s General Plan was used for the risk
assessment because it contains information on hazard areas adjacent to the City limits.
• State of California Draft Multi-Hazard Mitigation Plan: This plan, prepared by OES, was used to
ensure that the City’s LHMP was consistent with the State’s Plan.
The following FEMA guides were also consulted for general information on the LHMP process:
• How-To Guide #1: Getting Started: Building Support For Mitigation Planning (FEMA 2002c)
• How-To Guide #2: Understanding Your Risks – Identifying Hazards and Estimating Loss
Potential (FEMA 2001)
• How-To Guide #3: Developing the Mitigation Plan: Identifying Mitigation Actions and
Implementing Strategies (FEMA 2003a)
• How-To Guide #4: Bringing the Plan to Life: Implementing the Hazard Mitigation Plan (FEMA
2003b)
A complete list of the sources consulted is provided in Section 9.
5. Section 5 FIVE Risk Assessment
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This section identifies and profiles the hazards that could affect Atascadero, assesses the risk of
such hazards, describes the City’s vulnerability, and estimates potential losses from the hazards.
Each of these tasks is described in detail below.
In compliance with the DMA 2000, the requirements for the risk assessment are described below.
DMA 2000 Requirements: Risk Assessment – Overall
Risk Assessment
§201.6(c)(2): The plan shall include a risk assessment that provides the factual basis for activities proposed in the
strategy to reduce losses from identified hazards. Local risk assessments must provide sufficient information to enable
the jurisdiction to identify and prioritize appropriate mitigation actions to reduce losses from identified hazards.
Source: FEMA, October 2011.
SECTION 5 RISK ASSESSMENT
5.1 OVERVIEW OF A RISK ASSESSMENT
A risk assessment requires the collection and analysis of hazard-related data to enable local
communities to identify and prioritize appropriate mitigation actions that will reduce losses from
potential hazards. There are five risk assessment steps as part of the hazard mitigation planning
process, as outlined below and described in detail throughout the remainder of Section 5.
Step 1: Identify and Screen Hazards
Hazard identification is the process of recognizing natural and human-caused events that threaten
an area. Natural hazards result from unexpected or uncontrollable natural events of sufficient
magnitude to cause damage. Even though a particular hazard may not have occurred in recent
history in the study area, all hazards that may potentially affect the study area are considered;
hazards that are unlikely to occur, or for which the risk of damage is accepted as very low, are then
eliminated from consideration.
Step 2: Profile Hazards
Hazard profiling is accomplished by describing hazards in terms of their history, magnitude,
duration, frequency, location, and probability. Hazards are identified through collection of
historical and anecdotal information, review of existing plans and studies, and preparation of
hazard maps of the study area. Hazard maps are used to determine the geographic extent of the
hazards and define the approximate boundaries of areas at risk.
Step 3: Identify Assets
Assets are defined as the population, buildings, and critical facilities and infrastructure that may be
affected by hazard events. Asset information may be obtained, such as the U.S. Census Bureau,
and FEMA’s HAZUS-MH software. Asset information is organized and categorized for analysis using
GIS.
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Step 4: Assess Vulnerabilities
A vulnerability analysis predicts the extent of exposure that may result from a hazard event of a
given intensity in a given area. The assessment provides quantitative data that may be used to
identify and prioritize potential mitigation measures by allowing communities to focus attention
on areas with the greatest risk of damage.
Step 5: Analyze Future Development Trends
The final stage of the risk assessment process provides a general overview of development and
population growth that is forecasted to occur within the study area. This information provides the
groundwork for decisions about mitigation strategies in developing areas and locations in which
these strategies should be applied.
5.2 HAZARD IDENTIFICATION AND SCREENING
The requirements for hazard identification, as stipulated in the DMA 2000 and its implementing
regulations, are described below.
DMA 2000 Requirements: Risk Assessment – Identifying Hazards
Identifying Hazards
Requirement §201.6(c)(2)(i): [The risk assessment shall include a] description of the type, location and extent of all
natural hazards that can affect the jurisdiction. The plan shall include information on previous occurrences of hazard
events and on the probability of future hazard events.
Source: FEMA, October 2011.
The risk assessment process is the identification and screening of hazards, as shown in Table 5-1.
During the first LHMP planning meeting, the Planning Team and the Consultant identified 19
possible hazards that could affect Atascadero. The Planning Team evaluated and screened the
comprehensive list of potential hazards based on a range of factors, including prior knowledge or
perception of the relative risk presented by each hazard, the ability to mitigate the hazard, and the
known or expected availability of information on the hazard (See Table 5-1). The Planning Team
determined that 8 hazards pose the greatest threat to Atascadero: dam failures, earthquakes,
expansive soils, floods, windstorm, land subsidence, wildland fires, and drought. The remaining 11
hazards excluded through the screening process were considered to pose a lower threat to life and
property in Atascadero due to the low likelihood of occurrence or the low probability that life and
property would be significantly affected. Should the risk from these hazards increase in the future,
the LHMP can be updated to incorporate vulnerability analyses for these hazards.
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Table 5-1 Identification and Screening of Hazards
Hazard Type Should it
be
profiled
Explanation Hazard Profile Historical Occurrence Declared Disaster Casualties Damage Potential Source Yes No Avalanche X City is not located in an area prone
to frequent or significant snowfall N/A N/A N/A N/A N/A N/A
Coastal
Erosion X City is not located along the coast N/A N/A N/A N/A N/A N/A
Coastal Storm X City is not located along the coast N/A N/A N/A N/A N/A N/A
Dam Failure
X City is located downstream for the
Salinas Dam
In the event of a dam
failure inundation would
occur within 1000 feet of
the Salinas River.
None No 0 0 Salinas
Dam
Drought
X
Existing infrastructure for water
storage and delivery with the City
diminish the effects of the hazard.
Droughts have impacts on
the environment,
agriculture, health,
economic and the social
fabric of the community.
N/A N/A N/A N/A N/A
Earthquake
(Seismic) X
City has experienced recent (2003
San Simeon) and historic
earthquakes. The City is in the
proximity of the San Andreas fault.
Major Faults in the area
cause the City to be
vulnerable to earthquakes. 2003 Yes 0
$50.
4
Area
Faults
Expansive
Soils X
Expansive soils have caused
problems, especially after the
2003 San Simeon earthquake
The City is vulnerable to
Expansive Soils as a result
of Earthquakes and
flooding.
2003 Yes 0 N/A
Area
Faults
Extreme Heat
X
While extreme temperatures are
known to occur, prolonged heat
waves are rare.
N/A N/A N/A N/A N/A N/A
Flood
X History of flooding is associated
with heavy rainfall.
The City is exposed to
riverine flooding as a result
to heavy rain.
1969
-
2001
No 0 N/A Rains
Hailstorm X No significant historic events have
occurred in the City. N/A N/A N/A N/A N/A N/A
Hurricane X No significant historic events have
occurred in the City. N/A N/A N/A N/A N/A N/A
Land
Subsidence X
City is vulnerable to slope
instability, especially after
prolonged rainfalls.
Heavy rains would cause
slope instability in various
area of the City.
2010 No 0 100
K
Rains
Wildland
fires
Severe Winter
Storm X No significant historic events have
occurred in the City.
N/A N/A N/A N/A N/A N/A
Tornado X No significant historic events have
occurred in the City.
N/A N/A N/A N/A N/A N/A
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Table 5-1 Identification and Screening of Hazards (continued)
Hazard Type
Should it
be
profiled
Explanation Hazard Profile Historical Occurrence Declared Disaster Casualties Damage Potential Source Yes No
Volcano
X No significant historic events
have occurred in the City.
N/A
N/A N/A N/A N/A N/A
Wildland
Fires
X
The terrain, vegetation, and
weather conditions in the
region are favorable for the
ignition and rapid spread of
wildland fires.
As a result of
topography, fuel, and
weather the City is
vulnerable to wildland
fires.
1985
to
2012
No 0 $12.5
Million
Fuels,
weather,
topography
Windstorm X
Winds up to 75 mph have on
occasion impacted the City.
Windstorms impact
the health and safety
of the community as a
result of flying debris.
2009 No No Minor Winds
Diablo Canyon
Power Plant
X Mitigation concerns handled
by Diablo Canyon Power Plant.
No local jurisdictional
authority.
N/A N/A N/A N/A N/A N/A
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5.3 HAZARD PROFILE
The requirements for hazard profile, as stipulated in the DMA 2000 and its implementing
regulations, are described below.
DMA 2000 Requirements: Risk Assessment – Profiling Hazards
Profiling Hazards
Requirement §201.6(c)(2)(i): [The risk assessment shall include a] description of the location and extent of all natural
hazards that can affect the jurisdiction. The plan shall include information on previous occurrences of hazard events and
on the probability of future hazard events.
Source: FEMA, October 2011.
The specific hazards selected by the Planning Team for profiling have been examined in a
methodical manner based on the following factors:
• Nature
• History
• Location
• Extent
• Probability of Future Events
• Cascading Effects
The hazards profiled for Atascadero are presented in Section 5.3 in alphabetical order. The order
of presentation does not signify the level of importance or risk.
5.3.1 Dam Failures
5.3.1.1 Nature
A dam failure is the structural collapse of a dam that releases the water stored in the reservoir
behind the dam. A dam failure is usually the result of the age of the structure, inadequate spillway
capacity, or structural damage caused by an earthquake or flood. The sudden release of water has
the potential to cause human casualties, economic loss, and environmental damage. This type of
disaster is dangerous because it can occur rapidly, providing little warning and evacuation time for
people living downstream. The flows resulting from dam failure generally are much larger than the
capacity of downstream channels and can therefore lead to extensive flooding. Flood damage
occurring as a result of the momentum of the flood caused by the sediment-laden water, flooding
over the channel banks, and impact of debris carried by the flow.
5.3.1.2 History
There are two major dams in the vicinity of Atascadero: the Salinas Dam and Atascadero Lake
Dam. Neither of these structures has failed or been subject to significant damage. While there
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have been no significant dam failures in the Atascadero area, the regulation of dams in California
was initiated after the catastrophic failure of the St. Francis Dam in Los Angeles County in 1928.
5.3.1.3 Location, Extent, and Probability of Future Events
As shown in Figure B-4, two dams in and near Atascadero poses the risk of inundation within the
City. Only the largest dam, the Salinas Dam, has been mapped by the California Division of Safety
of Dams (DSOD) for inundation. The Salinas Dam is a concrete dam approximately 19 miles
upstream from the City on the west end of Santa Margarita Lake. It has a storage capacity of
23,843 acre-feet, which is considered to be State-size. State-size dams, which are regulated by the
DSOD, are more than 25 feet in height and hold back more than 15 acre-feet of water; or are more
than 6 feet in height and hold more than 50 acre-feet of water. The DSOD dam-breach maps for
the Salinas Dam show an inundation area in the City within about 1,000 feet of the Salinas River.
The maximum water surface elevation from a break in the dam could be as much as 840.9 feet in
Atascadero, with a maximum flow rate of 220,610 cubic feet per second. The resultant flooding
would take two hours to reach the maximum water surface elevation. The City Hall and Historic
Downtown area are located at 879 feet above sea level.
The second, smaller dam, the Atascadero Lake Dam, is located within the City. This earthen dam is
approximately 1.25 miles from the State Route 41/US 101 interchange on the northwest end of
the lake. The Atascadero Lake Dam is more of a levee than a dam. Failure of the dam with the lake
at maximum capacity could produce flooding about 2 feet deep in the Morro Flats/Tecorida area
and could affect about 100 residents.
Although the Salinas Dam is inspected annually by the DSOD to ensure that it is in good operating
condition, a dam failure could occur due to structural damage as a result of an earthquake. The
Rinconada fault passes within about 5,000 feet of the dam. Although this fault is not known to be
active, hypothetical analyses demonstrate that a magnitude 7.4 earthquake from the fault would
cause strong ground shaking at the dam. Strong ground shaking at the dam with a full reservoir
load would cause some damage to the dam but would not cause a failure and sudden release of
water. The Salinas dam was constructed in 1944 over a period of six (6) months.
• Dam Failure probability for the City of Atascadero – Unlikely
The probability scale for determining Dam Failure probability for the City of Atascadero is
as follows:
Highly likely probability 90-100%
Likely probability 49-89%
Unlikely probability 0-49%
There are two major dams in the vicinity of Atascadero: the Salinas Dam and Atascadero
Lake Dam. Neither of these Dams has failed or been subject to significant damage. It is
unlikely that a dam failure will impact the City of Atascadero.
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5.3.1.4 Cascading Effects
Dam failure can cause many cascading effects such as fires, flooding, hazardous materials spills,
utility disruptions, land subsidence, and transportation emergencies.
• Effects on people and housing. In any dam failure, the primary consideration is saving lives.
Time and effort must also be dedicated to providing for mental health by reuniting families,
providing shelter to displaced persons, and restoring basic needs and services. Major efforts
will be required to remove debris and clear roadways, demolish unsafe structures, assist in
reestablishing public services and utilities, and provide continuing care and temporary housing
for affected citizens.
• Effects on commercial and industrial structures: After any dam failure, individuals are likely to
lose wages due to the inability of businesses to function because of damaged goods and/or
facilities. With business losses, the City will lose revenue.
• Effects on infrastructure: The damage caused will lead to challenges of the local Emergency
Services infrastructure: Fire, Law Enforcement, and Emergency Services.
• Effects on agriculture: Dam Failure can cause loss of animal life, and property damage to
structures and land dedicated to agricultural uses.
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5.3.2 Earthquakes
5.3.2.1 Nature
An earthquake is a sudden motion or trembling caused by a release of strain accumulated within
or along the edge of the earth’s tectonic plates. The effects of an earthquake can be felt far
beyond the site of its occurrence. Earthquakes usually occur without warning and, after just a few
seconds, can cause massive damage and extensive casualties. The most common effect of
earthquakes is ground motion, or the vibration or shaking of the ground during an earthquake.
The severity of ground motion generally increases with the amount of energy released and
decreases with distance from the fault or epicenter of the earthquake. Ground motion causes
waves in the earth’s interior, also known as seismic waves, and along the earth’s surface, known as
surface waves. There two kinds of seismic waves. P (primary) waves are longitudinal or
compressional waves similar in character to sound waves that cause back-and-forth oscillation
along the direction of travel (vertical motion). S (secondary) waves, also known as shear waves,
are slower than P waves and cause structures to vibrate from side to side (horizontal motion).
There are also two kinds of surface waves: Raleigh waves and Love waves. These waves travel
more slowly and typically are significantly less damaging than seismic waves.
In addition to ground motion, several secondary hazards can occur from earthquakes, such as
surface faulting. Surface faulting is the differential movement of two sides of a fault at the earth’s
surface. Displacement along faults, both in terms of length and width, varies but can be significant
(e.g., up to 20 feet), as can the length of the surface rupture (e.g., up to 200 miles). Surface
faulting can cause severe damage to linear structures, including railways, highways, pipelines, and
tunnels.
Earthquake-related ground failure due to liquefaction is another secondary hazard. Liquefaction
occurring when seismic waves pass through saturated granular soil, distorting its granular
structure, and causing some of the empty spaces between granules to collapse. Pore-water
pressure may also increase sufficiently to cause the soil to behave like a fluid for a brief period and
cause deformations. Liquefaction causes lateral spreads (horizontal movements of commonly 10
to 15 feet, but up to 100 feet), flow failures (massive flows of soil, typically hundreds of feet, but
up to 12 miles), and loss of bearing strength (soil deformations causing structures to settle or tip).
Liquefaction can cause severe damage to property.
5.3.2.2 History
Historically, most of the earthquakes that have occurred near Atascadero have originated from
movement along the San Andreas Fault, which lies approximately 27 miles northeast of the City
(See Figure B-5). Regional data regarding the activity of the Rinconada and Jolon Faults indicate
that these faults may have been active as recently as the Late Quaternary era (700,000 years ago
to today) in the vicinity of the City. However, there is no evidence that either fault has moved
during the Holocene era (approximately the last 11,000 years). It is estimated that the Rinconada
Fault may be capable of producing a maximum credible earthquake of magnitude 7.0. Neither the
Rinconada Fault nor the Jolon Fault is active with respect to fault rupture.
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Until recently, the largest historical earthquake in the vicinity of the City was the magnitude 6.2
Bryson earthquake of November 1952. While the exact location of this earthquake is unknown no
deaths or injuries were reported as a result of this event. However, an earthquake of magnitude
6.5 struck the Atascadero area at 11:15:56 a.m. Pacific Standard Time on Monday, December 22,
2003. The epicenter was approximately 7 miles northeast of San Simeon at a depth of 4.7 miles
(35.706N 121.102W), 29 miles from the Atascadero City Hall. Two people were killed in the
adjacent City of Paso Robles. Countywide, 47 people were reported injured and 290 homes and
190 commercial structures were damaged. In Atascadero the most significant damage, estimated
at $50 million, occurred at the historic City Hall, which is located on alluvial soils. Nine months
after the San Simeon earthquake, on September 28, 2004, a magnitude 6.0 earthquake struck
Central California near the town of Parkfield (approximately 43 miles northeast of the City).
Heavier damage was witnessed at the ridge tops as a result of the whiplash effect of the P wave.
5.3.2.3 Location, Extent, and Probability of Future Events
• The Atascadero area is exposed to seismic hazards from movement along several regional
faults; however, no faults have been identified within the City limits. The major active fault
zones in this area include the Rinconada and Jolon, Black Mountain, La Panza, Los Osos,
Hosgri, San Andreas, and San Simeon. Additionally, the Nacimiento fault zone (southwest
of the City in the Santa Lucia Coastal Range) is classified as inactive.
• Earthquake probability for the City of Atascadero -- Unlikely
The probability scale for determining the Earthquake probability for the City of Atascadero
is as follows:
Highly likely probability 90-100%
Likely probability 50-89%
Unlikely probability 0-49%
Based on the frequency of earthquakes impacting the City of Atascadero and the number
of faults in the general proximity, length of the fault, last major rupture and projected
magnitude of the earthquake it is unlikely that Atascadero may experience an earthquake .
Between 1857 through 2004 there have been six (6) earthquakes that have impacted the
City of Atascadero. The Earthquakes measured 6.0 to 8.0 on the Richter Magnitude Scale
and in the Strong to Great Range on the Mercalli Intensity Scale.
5.3.2.4 Cascading Effects
Earthquakes can cause many cascading effects such as fires, flooding, hazardous materials spills,
utility disruptions, land subsidence, and transportation emergencies. Ground shaking may
cause seiche, the rhythmic sloshing of water in lakes or bays.
• Effects on people and housing. In any earthquake, the primary consideration is saving lives.
Time and effort must also be dedicated to providing for mental health by reuniting families,
providing shelter to displaced persons, and restoring basic needs and services. Major efforts
will be required to remove debris and clear roadways, demolish unsafe structures, assist in
reestablishing public services and utilities, and provide continuing care and temporary
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housing for affected citizens.
A survey of local, State, and Federal government emergency plans indicate that although there is
a general capacity to respond to small and intermediate-sized earthquakes, it is unlikely that any
of these governmental units will be able to cope with the immediate impact of a great quake,
such as an M 8.3 Richter Magnitude (Great) earthquake event on the south-central San Andreas
fault. The general public must realize that the assistance that they have been used to expecting
simply will not be immediately available. In fact, in the event of an earthquake of such
magnitude, citizens must be prepared to wait for up to 72 hours or more for any type of
organized response.
• Effects on commercial and industrial structures: After any earthquake, individuals are likely
to lose wages due to the inability of businesses to function because of damaged goods and/or
facilities. With business losses, the County of San Luis Obispo will lose revenue. Economic
recovery from even a minor earthquake will be critical to the communities involved.
• Effects on infrastructure: The damage caused can lead to the paralysis of the local
infrastructure: police, fire, medical and governmental services. There will also be disruption of
utilities and roads. Fires frequently follow the shaking.
Effects on agriculture: Earthquakes can cause loss of human life, loss of animal life, and property
damage to structures and land dedicated to agricultural uses. The most significant long-term
impacts on agriculture from earthquakes are those that arise from the cascading effects of fire and
flood
Table 5-2 Potential Seismic Hazards
Fault
Proximity to
Atascadero (Miles)
Length of Fault
(Miles) Last Major Rupture
Probable
Magnitudes
Rinconada and Jolon 2 75 700,000 years ago to
current date
7.0
Black Mountain 3 Unknown Unknown Unknown
La Panza 9 47 Quaternary Era Unknown
Los Osos 14 28 700,000 years ago to
current date
Unknown
Hosgri 22 87 1927 6.5–7.5
San Andreas 27 746 1857, 1906, 2004 6.0–8.0
San Simeon 35 11 2003 6.5
Source: Southern California Earthquake Data Center 2013
The probabilistic seismic hazard model, as shown in Figure B-6, displays both fault locations and
the relative intensity of ground shaking and damage from anticipated future earthquakes. As such,
the western portion of Atascadero remains within the moderate range of the earthquake shaking
potential model, while the remaining areas of the City fall within the moderate-high range and
therefore may experience stronger earthquake shaking.
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Richter Magnitude and Mercalli Intensity Scale
The Richter Magnitude and Mercalli Intensity Scale were used as a basis for damage estimates
from area active and dormant earthquake faults.
Richter
Magnitude Description Mercalli
Intensity
Average Earthquake Effects
Less than 2.0 Micro I Micro-earthquakes, not felt, or felt rarely by sensitive people.
Recorded by seismographs.
2.0–2.9 Minor I to II Felt slightly by some people. No damage to buildings.
3.0–3.9 Minor II to IV Often felt by people, but very rarely causes damage. Shaking of
indoor objects can be noticeable.
4.0–4.9 Light IV to VI
Noticeable shaking of indoor objects and rattling noises. Felt by
most people in the affected area. Slightly felt outside. Generally
causes none to minimal damage. Moderate to significant damage
very unlikely. Some objects may fall off shelves or be knocked
over.
5.0–5.9 Moderate VI to VIII
Can cause damage of varying severity to poorly constructed
buildings. At most, none to slight damage to all other buildings.
Felt by everyone. Casualties range from none to a few.
6.0–6.9 Strong VII to X
Damage to a moderate number of well built structures in
populated areas. Earthquake-resistant structures survive with
slight to moderate damage. Poorly-designed structures receive
moderate to severe damage. Felt in wider areas; up to hundreds
of miles/kilometers from the epicenter. Strong to violent shaking
in epicenter. Death toll would be major.
7.0–7.9 Major VIII or greater
Causes damage to most buildings, some to partially or completely
collapse or receive severe damage. Well-designed structures are
likely to receive damage. Felt across great distances with major
damage mostly limited to 250 km from epicenter. Death toll
would be sizeable.
8.0–8.9 Great
Major damage to buildings, structures likely to be destroyed. Will
cause moderate to heavy damage to sturdy or earthquake-
resistant buildings. Damaging in large areas. Felt in extremely
large regions. Death toll ranges would be substantial.
9.0 and greater
Near or at total destruction - severe damage or collapse to all
buildings. Heavy damage and shaking extends to distant locations.
Permanent changes in ground topography. Death toll
catastrophic.
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5.3.3 Expansive Soils
5.3.3.1 Nature
Expansive soils, also known as shrink-swell soils, refer to the potential of soil to expand when wet
and contract when dry. Expansive soils, most often composed of clay, are naturally occurring
materials found in low-lying regions and floodplains. The shrink-swell potential of these soils
occurs when minute electrical charges on the clay particles attract water molecules to their
surface, expanding and moving the soil upward. When the soil dries out, it contracts and shrinks.
Pressures can be as great as 15,000 pounds per square foot.
5.3.3.2 History
Land subsidence into residences has occurred throughout various parts of the City. Damage
associated with this type of land subsidence has generally included cracked driveways, basement
floors, pipelines, and foundations. However, land subsidence did cause severe damage to the City
Hall after the San Simeon earthquake. The City Hall floor sloped seven inches lower on the left side
of the building than the right side due to a land subsidence phenomenon known as earthquake
induced differential settlement.
5.3.3.3 Location, Extent, and Probability of Future Events
Figure B-7 shows that the southwestern and western portions of the City have the largest
concentration of top soils with high shrink-swell potential. The shrink-swell characteristics of soils,
however, can vary widely by depth and distance, depending on the relative amount and type of
clay. While not all expansive soils have the same swell potential, the soil types that correspond to
the high shrink-swell potential are mainly the Arbuckle-Positas complex, Arbuckle–San Ysidro
complex, and Rincon clay loam. Future soil tests performed can determine the extent of swell
potentials throughout the City and the probability for structural damage. However, the effects of
expansive soils within the City will most likely continue with the wetting and drying of soils season
after season, year after year.
5.3.3.4 Cascading Events
Expansive Soils can disrupt existing residences, commercial properties and limit the development
of new housing and businesses.
• Effects on people and housing. In the event of Expansive Soils impacts existing single family
residences, and multi-family residences, the impacts could be major in nature. The
structures may have to be evacuated causing the relocation of people and families. Property
loss is rare, but is usually significant when it occurs
• Effects on commercial and industrial structures: After an Expansive Soils event, employees
lose wages due to the inability of businesses to function because of damaged goods and/or
facilities. With business losses, the City will lose revenue.
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• Effects on infrastructure: The damage caused may lead to disruption of the local
infrastructure: police, fire, medical and governmental services.
• Effects on agriculture: Expansive Soils damage will be minimal to agriculture. Land will not be
affected. Occasional agriculture structures may incur damage.
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5.3.4 Floods
National Flood Insurance Program (NFIP) continued participation and compliance
The City of Atascadero is a participant in the National Flood Insurance Program. The Atascadero
CID # is 060700. The FIRM panel identification is 06079C0831G. The City of Atascadero has
experienced no repetitive loss properties or severe repetitive loss properties. The City of
Atascadero will continue to participate and remain in compliance with the National Flood
Insurance Program. (NFIP).
Specifically Atascadero will consult FIRM maps to determine if proposed developments reside
within identified flood prone area. Should the proposed development be within the defined flood
plane mitigation efforts will be implemented prior to and development. If mitigation measures
prove to be inadequate the proposed project may be denied.
5.3.4.1 Nature
Flooding is the accumulation of water where there usually is none or the overflow of excess water
from a stream, river, lake, reservoir, or coastal body of water onto adjacent floodplains.
Floodplains are lowlands adjacent to water bodies that are subject to recurring floods. Floods are
natural events that are considered hazards only when people and property are affected.
Nationwide, floods result in more deaths than any other natural hazard. Physical damage from
floods includes the following:
• Inundation of structures, causing water damage to structural elements and contents.
• Erosion or scouring of stream banks, roadway embankments, foundations, footings for bridge
piers, and other features.
• Impact damage to structures, roads, bridges, culverts, and other features from high-velocity
flow and from debris carried by floodwaters. Such debris may also accumulate on bridge piers
and in culverts, increasing loads on these features or causing overtopping or backwater effects.
• Destruction of crops, erosion of topsoil, and deposition of debris and sediment on croplands.
• Release of sewage and hazardous or toxic materials as wastewater treatment plants are
inundated, storage tanks are damaged, and pipelines are severed.
In Atascadero, the most common type of flooding event is riverine flooding, also known as
overbank flooding. Riverine floodplains range from narrow, confined channels in the steep valleys
of mountainous and hilly regions, to wide, flat areas in plains and agricultural regions. The amount
of water in the floodplain is a function of the size and topography of the contributing watershed,
the regional and local climate, and land use characteristics. Flooding in steep, mountainous areas
is usually confined, strikes with less warning time, and has a short duration. Larger rivers typically
have longer, more predictable flooding sequences and broad floodplains.
In addition to riverine flooding, Atascadero is susceptible to flash flooding in smaller watersheds.
Flash flood is a term widely used by experts and the general population, but there is no single
definition or clear means of distinguishing flash floods from other riverine floods. Flash floods are
generally understood to involve a rapid rise in water level, high velocity, and large amounts of
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debris, which can lead to significant damage that includes the tearing out of trees, undermining of
buildings and bridges, and scouring of new channels. The intensity of flash flooding is a function of
the intensity and duration of rainfall, steepness of the watershed, stream gradients, watershed
vegetation, natural and artificial flood storage areas, and configuration of the streambed and
floodplain. Dam failure may also lead to flash flooding. Urban areas are increasingly subject to
flash flooding due to the removal of vegetation, installation of impermeable surfaces over ground
cover, and construction of drainage systems. Wildland fires that strip hillsides of vegetation and
alter soil characteristics may also create conditions that lead to flash floods and debris flows.
Debris flows are particularly dangerous due to the fact that they generally strike without warning
and are accompanied by extreme velocity and momentum.
Finally, localized flooding may occur outside of recognized drainage channels or delineated
floodplains due to a combination of locally heavy precipitation, increased surface runoff, and
inadequate facilities for drainage and storm water conveyance. Such events frequently occur in
flat areas and in urbanized areas with large impermeable surfaces. Local drainage may result in
“nuisance flooding,” in which streets or parking lots are temporarily closed; and minor property
damage. Because the effects are not widespread and damage is typically minimal, they are not
studied in detail as part of the LHMP.
5.3.4.2 History
The most serious flood events on record in Atascadero occurred during storms in the early months
of 1969, 1993, 1995, and 2001.
Flooding during 1969 was the most damaging. Two floods occurred, one at the end of January and
the second at the end of February. During this two-month period, a local rain gage recorded an
accumulated precipitation total of 39.79 inches. As a result of these storms, the Salinas River
reached a discharge of over 28,000 cubic feet per second and reached a stage of 23.8 feet, almost
5 feet above flood stage. The San Luis Obispo Telegram-Tribune of January 25, 1969, described the
Salinas Rive as “on rampage.”
During January 1993, winter storms again delivered excessive precipitation; the monthly rainfall
total at a local rain gage was nearly 14 inches. During the March 1995 flood, local rain gages
recorded a monthly total of 16.48 inches of rain. In the fall of 1996 and the winter of 1997
Atascadero received 7” of rain. As a result of the 1996 Highway 58 Wildland fire the City
experiences isolated minor flooding. In early 2001, rain gages recorded a total of 20.2 inches of
rain over a three-month period.
5.3.4.3 Location, Extent, and Probability of Future Events
Floods are described in terms of their extent (including the horizontal area affected and the
vertical depth of floodwaters) and the related probability of occurrence. Flood studies often use
historical records, such as stream flow gages, to determine the probability of occurrence for floods
of different magnitudes. The probability of occurrence is expressed in percentages as the chance
of a flood of a specific extent occurring in any given year.
Factors contributing to the frequency and severity of riverine flooding include the following:
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• Rainfall intensity and duration.
• Antecedent moisture conditions.
• Watershed conditions, including steepness of terrain, soil types, amount and type of
vegetation, and density of development.
• The existence of attenuating features in the watershed, including natural features such as
swamps and lakes and human-built features such as dams.
• The existence of flood control features, such as levees and flood control channels.
• Velocity of flow.
• Availability of sediment for transport, and the erodibility of the bed and banks of the
watercourse.
These factors are evaluated using a hydrologic analysis to determine the probability that a
discharge of a certain size will occur; and a hydraulic analysis to determine the characteristics and
depth of the flood that results from that discharge.
The magnitude of flood used as the standard for floodplain management in the United States is a
flood having a probability of occurrence of 1 percent in any given year. This flood is also known as
the 100-year flood or base flood. The most readily available source of information regarding the
100-year flood is the system of Flood Insurance Rate Maps (FIRMs) prepared by FEMA. These
maps are used to support the National Flood Insurance Program (NFIP). The FIRMs show 100-year
floodplain boundaries for identified flood hazards. These areas are also referred to as Special
Flood Hazard Areas (SFHAs) and are the basis for flood insurance and floodplain management
requirements. The FIRMs also show floodplain boundaries for the 500-year flood, which is the
flood having a 0.2 percent chance of occurrence in any given year. FEMA has prepared a FIRM for
the City of Atascadero, dated December 2012.
Rivers and streams where FEMA has prepared detailed engineering studies may also have
designated floodways. The floodway is the channel of a watercourse and portion of the adjacent
floodplain that is needed to convey the base or 100-year flood event without increasing flood
levels by more than 1 foot and without significantly increasing flood velocities. The floodway must
be kept free of development or other encroachments. FEMA has designated floodways within the
City of Atascadero.
The FIRM for the City of Atascadero shows identified SFHAs for the following flooding sources:
• The Salinas River, which originates in southern San Luis Obispo County and flows northwesterly
into Monterey County along the eastern border of the City. The Salinas Dam, located on the
Salinas River upstream of Atascadero, has reduced the threat of flooding from smaller, more
frequent flood events on the river but is not designed to provide complete protection from the
100-year flood.
• Atascadero Creek, the main tributary to the river within Atascadero, which bisects the City
from southwest to northeast and runs through the downtown area and several residential
areas.
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• Graves Creek, which parallels Atascadero Creek to the north and empties into the Salinas River
at the north end of the City limits.
• Paloma Creek, which traverses the south end of the City limits.
Figure B-8 shows the extent of the 100- and 500-year floodplains within Atascadero. An area
totaling 1.46 square miles within the City is within the 100-year floodplain; and an area totaling
2.40 square miles is located within the 500-year floodplain. The City is prone to shallow flooding (1
to 3 feet) within the downtown area adjacent to Atascadero Creek, State Route 41/Morro Road,
the underpass at US 101 and State Route 41, and low-lying areas adjacent to the Salinas River.
Flooding in these areas generally occurring during the rainy season from October - April.
5.3.4.4 Cascading Events
While there are some benefits associated with flooding, such as the replenishment of beach sand,
and nutrients to agricultural lands, it is generally considered a hazard to develop floodplains.
Floods can cause many cascading effects. Fire can break out as a result of dysfunctional electrical
equipment. Hazardous materials can also get into floodways, causing health concerns and
polluted water supplies. In many instances during a flood, the drinking water supply will be
contaminated.
• Effects on people and housing. Direct impacts of flooding can include injuries and loss of life,
damage to property and health hazards from ruptured sewage lines and damaged septic
systems. Secondary impacts include the cost and commitment of resources for flood fighting
services, clean-up operations, and the repair or replacement of damaged structures.
• Effects on commercial and industrial structures. Floods also result in economic losses through
closure of businesses and government facilities; disrupt communications
• Effects on infrastructure. Flooding can cause damage to roads, communication facilities and
other infrastructure.
• Effects on agriculture. Effects on agriculture can be devastating. Flooding can damage crops,
livestock and dairy stock. In addition to the obvious impacts on crops and animals, flooding
can have deleterious effects on soil and the ability to reinvigorate the agricultural activities
impacted once the flood waters recede. Damage to water resources such as underground
irrigation systems, water storage reservoirs, springs and other natural water bodies could
have a serious effect upon agriculture operations.
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5.3.5 Land Subsidence
5.3.5.1 Nature
Land subsidence is a general term for the dislodgment and fall of a mass of soil or rocks along a
sloped surface or for the dislodged mass itself. The term is used for varying phenomena, including
mudflows, mudslides, debris flows, rock falls, rock slides, debris avalanches, debris slides, and
slump-earth flows. Land subsidence may result from a wide range of combinations of natural rock,
soil, or artificial fill. The susceptibility of hillside and mountainous areas to land subsidence
depends on variations in geology, topography, vegetation, and weather. Land subsidence may also
occur due to indiscriminate development of sloping ground or the creation of cut-and-fill slopes in
areas of unstable or inadequately stable geologic conditions.
Additionally, land subsidence often occur together with other natural hazards, thereby
exacerbating conditions, as described below.
• Shaking due to earthquakes can trigger events ranging from rock falls and topples to massive
slides.
• Intense or prolonged precipitation that causes flooding can also saturate slopes and cause
failures leading to land subsidence.
• Land subsidence into a reservoir can indirectly compromise dam safety, and a land subsidence
can even affect the dam itself.
• Wildland fires can remove vegetation from hillsides, significantly increasing runoff and land
subsidence potential.
5.3.5.2 History
Highway 1 west of the City closes almost every winter due to Land Subsidence. During the winter
of 1998, Atascadero residents could not use the scenic route to travel to Monterey County due to
heavy El Niño rains and subsequent slides that closed Highway 1 for weeks. Land subsidence in this
area have also resulted from earthquakes. In 2003, the San Simeon earthquake caused numerous
small land subsidence within the northwestern portion of the City and along State Route 41.
5.3.5.3 Location, Extent, and Probability of Future Events
Similar to much of San Luis Obispo County, Atascadero is considered to have a high risk of land
subsidence. Slope instability in the City generally increases with steepness and distance from the
Salinas River, with areas of steep terrain that consist of fractured soil or thin layers of clay that are
susceptible to erosion and land subsidence. The only areas of the City that are considered to have
a very high risk of land subsidence hazards are small, isolated locations in the far southwest end of
the City, although many of the hazards are outside of the City boundary, they may impact the
City. (see Figure B-10).
The likelihood of sliding increases during or after a period of heavy rain, when saturated soil
fractures or weak spots give way. Therefore, while slides generally occur during the rainy season,
after very wet winters, deep-seated land subsidence can continue to become active for many
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months, extending well into the summer. The area affected by land subsidence may range in size
from less than an acre to several that extend over a mile of hillside. Geologists consider
Atascadero to be prone to deep-seated, slow-moving land subsidence. However, even where
slides are recognized, it is often hard to accurately predict the frequency or magnitude of potential
future movement.
• Land Subsidence probability for the City of Atascadero –Highly Likely
The probability scale for determining the Land Subsidence probability for the City of
Atascadero is as follows:
Highly likely probability 90-100%
Likely probability 50-89%
Unlikely probability 0-49%
Based on the history of Land Subsidence on US Highway One and State Route 41 it is highly
probable the City of Atascadero will experience a Land Subsidence event on an annual
basis.
5.3.5.4 Cascading Effects
Land subsidence is usually a cascading effect of severe weather
• Effects on people and housing: People and housing are at risk from land subsidence and
rockslides in the City. For the most part, past incidents have not resulted in significant injuries
or loss of life. Property loss is rare, but is usually significant when it occurs.
• Effects on commercial and industrial structures: Land subsidence can result in damage to
property and cause buildings to become unsafe either due to distress or collapse during
sudden or gradual slope movement. Structures constructed in steep terrain, possibly on
stable ground, may also experience land subsidence hazards if they are positioned in the path
of potential mud flows or rockslide hazard.
• Effects on infrastructure: Land subsidence and rockslides can result in the destruction of
infrastructure such as water and sewer lines, electrical and telecommunications utilities and
drainage. Disrupted transportation routes occur occasionally, usually during heavy rain
storms, and cause considerable inconvenience.
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5.3.6 Wildland Fires
5.3.6.1 Nature
A wildland fire is a type of wildland fire that spreads through consumption of vegetation. It often
begins unnoticed, spreads quickly, and is usually signaled by dense smoke that may be visible from
miles around. Wildland fires can be caused by human activities (such as arson or campfires) or by
natural events such as lightning. Wildland fires often occur in forests or other areas with ample
vegetation. In addition to wildland fires, wildland fires can be classified as urban fires, interface or
intermix fires, and prescribed fires.
The following three factors contribute significantly to wildland fire behavior and can be used to
identify wildland fire hazard areas.
• Topography: As slope increases, the rate of wildland fire spread increases. South-facing slopes
are also subject to more solar radiation, making them drier and thereby intensifying wildland
fire behavior. However, ridge tops may mark the end of wildland fire spread, because the
speed at which a fire moves downhill is much slower sometimes resulting in a natural fire
barriers
• Fuel: The type and condition of vegetation plays a significant role in the occurrence and
spread of wildland fires. Certain types of plants are more susceptible to burning or will burn
with greater intensity. Dense or overgrown vegetation increases the amount of combustible
material available to fuel the fire (referred to as the “fuel load”). The ratio of living to dead
plant matter is also important. The risk of fire is increased significantly during periods of
prolonged drought as the moisture content of both living and dead plant matter decreases.
The fuel’s density, both horizontally and vertically, is also an important factor.
• Weather: The most variable factor affecting wildland fire behavior is weather. Temperature,
humidity, wind, and lightning can affect chances for ignition and spread of fire. Extreme
weather, such as high temperatures and low humidity, can lead to extreme wildland fire
activity. By contrast, cooling and higher humidity often signals reduced wildland fire
occurrence and easier containment.
The frequency and severity of wildland fires is also dependent upon other hazards, such as
lightning, drought, and infestations (such as the 2003 firestorm damage to southern California
alpine forests by the pine bark beetle). If not promptly controlled, wildland fires may grow into a
large scale emergency or disaster. Even small fires can threaten lives and resources and destroy
improved properties
The indirect effects of wildland fires can be catastrophic. In addition to stripping the land of
vegetation and destroying forest resources, large, intense fires can harm the soil, waterways, and
the land itself. Soil exposed to intense heat may lose its capability to absorb moisture and support
life. Exposed soils erode quickly and enhance siltation of rivers and streams, thereby enhancing
flood potential, harming aquatic life, and degrading water quality. Lands stripped of vegetation are
also subject to increased debris flow hazards, as described above.
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5.3.6.2 Disaster History
As shown in Table 5-3 and Figure B-11, wildland fires are common occurrences in San Luis Obispo
County. The most significant wildland fires within the county have been located in the northern
division of the Los Padres National Forest. In 1994, a 49,000-acre fire burned forestland from the
western portion of Atascadero to Morro Bay. In 1996, 106,000 acres burned in the Machesna
Mountain Wilderness area southeast of the City before the fire was contained. A little over one
year later, a 30,000-acre wildland fire burned in forestland in the southern portion of San Luis
Obispo County.
Table 5-3 Significant Wildland Fires, 1985–2012
Name Year Acres Burned Homes Lost Dollar Damage
Las Pilitas 1985 75,000 12 $1,200,000
Chispa 1989 10,000 4 $250,000
Highway 41 1994 49,000 42 $10,000,000
Highway 58 1996 106,000 13 $1,000,000
Logan 1997 50,000 NA NA
Park Hill 2003 1,200 3 $1,100,000
Pozo 2010 1,263 N/A N.A
Cotton 2010 2,044 N/A N.A
Soda 2010 1,300 N/A N.A
Source: California Department of Forestry, San Luis Obispo County Fire Department 2012 NA = Data Not available
5.3.6.3 Location, Extent, and Probability of Future Events
Figure B-12 displays both the location and extent of wildland fire hazard areas for Atascadero. This
map is based on the Fire and Resource Assessment Program fuel rank model. This model ranks the
fuel model, slope, and ladder and/or crown fuel present to determine potential exposure to high
and very high wildland fire hazard areas. Accordingly, the southwestern portion of the City is
considered to be at greatest risk as this area is part of a wildland/urban interface zone, where
development meets rural areas of combustible vegetation.
Generally, fire susceptibility throughout California dramatically increases in the late summer and
early autumn as vegetation dries out, decreasing plant moisture content and increasing the ratio
of dead fuel to living fuel. However, other various factors, including humidity, wind speed and
direction, fuel load and fuel type, and topography, can contribute to the intensity and spread of
wildland fires. In addition, common causes of wildland fires in California include arson and
negligence.
5.3.6.4 Cascading Effects
Major Wildland fires can completely destroy ground cover. If heavy rains follow a major fire, flash
floods, heavy erosion, land subsidence and mudflows can occur. After a wildland fire passes
through an area, the land is laid bare of its protective vegetation cover and is susceptible to
excessive run-off and erosion from winter storms. The intense heat from the fire can also cause a
chemical reaction in the soil that makes it less porous, and the fire can destroy the root systems of
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shrubs and grasses that aid in stabilizing slope material.
These cascading effects can have ruinous impacts on people, structures, infrastructure, and
agriculture.
• Effects on people and housing: In addition to damage to natural environments, wildland fires
result in a high risk for personal injury, loss of life to inhabitants of the fire area and
firefighters, and losses of structures and personal property. Such events may require
emergency watering/feeding, evacuation, and shelter.
• Effects on commercial and industrial structures: As mentioned in the historic wildland fires,
the effects on commercial and industrial structures can be significant. Many of the fires
resulted in damaged or destroyed structures.
• Effects on infrastructure: Public utilities are often strained by the impacts of wildland fire,
including depletion of water reserves, downed power lines, disrupted telephone service and
blocked roads. Furthermore, flood control facilities may be inadequate to handle an increase
in storm runoff, sediment, and debris that is likely to be generated from barren, burned-over
hillsides.
• Effects of agriculture: Effects on agriculture can be devastating. In addition to the obvious
impacts on crops and animals, wildland fire can have damaging effects on soil and water that
will impact agriculture for an extended period of time.
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5.3.7 Drought
5.3.7.1 Nature
A drought, or an extreme dry period, is an extended timeframe where water availability falls
below the statistical requirements for a region. Droughts are not a purely physical phenomenon,
but rather interplay between the natural water availability and human demands for water
supply.
The precise definition of drought is made complex owing to political considerations, but there
are generally three types of conditions that are referred to as drought:
• Meteorological drought is brought about when there is a prolonged period with less than
average precipitation.
• Agricultural drought occurs when there is insufficient moisture for average crop or range
production. This condition can arise, even in times of average precipitation, owing to soil
conditions or agricultural techniques.
• Hydrologic drought is brought about when the water reserves available in sources such as
aquifers, lakes, and reservoirs falls below the statistical average. This condition can arise, even
in times of average (or above average) precipitation, when increased usage of water
diminishes the reserves.
When the word "drought" is used by the general public, the most often intended definition is
meteorological drought. However, when the word is used by urban planners, it is more frequently
in the sense of hydrologic drought.
5.3.7.2 History
2013 has been the driest year in 100 years of rainfall records that the Atascadero Mutual Water
Company has maintained. The Atascadero Mutual Water Company is the purveyor of water to the
City of Atascadero. In the past year Atascadero has received approximately 20% of the normal
amount of rain. Similar drought conditions were experienced in 1991, however late season rains
mitigated a prolonged drought.
The City of Atascadero declared a Stage 2 water shortage condition leading to stricter policies on
outdoor water use, which accounts for more than half of water use in the city. This is in response
to a prolonged drought that has reached historic proportions this year.
Long-range forecasting by the National Weather Service calls for drier than normal conditions
through spring.
Periods of drought can have significant environmental, agricultural, health, economic and social
consequences. Drought can also reduce water quality, because lower water flows reduce dilution
of pollutants and increase contamination of remaining water sources. Wildland fires are typically
larger and more severe in periods of drought due to the lower fuel moisture content.
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5.3.7.3 Cascading Events
Drought is a serious threat to property and life. This may result in an increased fire season threat
as the damaged vegetation dries out and increases the normal fuel loading.
• Effects on people and housing. Potential increases in the cost of water will have an economic
impact on people. As a direct impact of the drought a possible reduction in property values
may occur.
• Effects on commercial and industrial structures. Area businesses may have to curtail water
uses in their business causing a loss in tax revenue.
• Effects on infrastructure. Drought conditions may cost the City millions of dollars in lost tourist
revenue, additional costs to enforce water rationing, and lost revenue due to a possible loss in
property value.
• Effects on agriculture. Drought conditions can endanger plants, have detrimental effects on
oak forests and agriculture
5.3.8 Windstorms
5.3.8.1 Nature
Severe windstorms pose a significant risk to life and property in the region by creating conditions
that disrupt essential systems such as public utilities, telecommunications, and transportation
routes. High winds can and do occasionally cause tornado-like damage to local homes and
businesses. Severe windstorms can present a very destabilizing effect on the dry brush that covers
local hillsides and urban wildland interface areas. High winds can have destructive impacts,
especially to property trees, power lines, and other utility services.
5.3.8.2 Effects
High Winds
• Winds less than 73 mph Light damage may occur. Some damage to chimneys, breaks twigs off
trees, may push over shallow rooted trees.
• Winds greater than 74 mph will cause moderate damage. The winds may peel off surface
roofs, windows may be broken, Recreational Vehicles may be pushed or overturned, some
trees uprooted or snapped. Moving automobiles may be pushed off the road.
• It should be noted that 74 mph is the beginning of hurricane wind speed.
While the effects of windstorms are often overlooked, it should be noted that deaths can be
directly related to the fierce condition. A falling tree, downed power lines, and flying debris can be
launched by windstorms.
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5.3.8.3 Cascading Effects
Based on the history of the region, windstorm events can be expected, perhaps annually, across
widespread areas of the region.
Effects on People. Debris carried along by extreme winds can directly contribute to loss of life and
indirectly to the failure of structures, siding, or walls. When severe windstorms strike a
community, downed trees, power lines, and damaged property can be major hindrances to
emergency response and disaster recovery.
• Effects on residential, commercial and industrial structures. Both residential and commercial
structures with weak reinforcement are susceptible to damage. Wind pressure can create a
direct and frontal assault on a structure, pushing walls, doors, and windows inward.
Conversely, passing currents can create lift suction forces that pull building components and
surfaces outward. With extreme wind forces, the roof or entire building can fail, causing
considerable damage.
• Effects on infrastructure. The damage caused can interrupt the day to day operations of local
infrastructure including but not limited to police, fire, medical and governmental services.
• Effects on Agriculture. The windstorm can cause loss of animal life, property damage to
structures and land dedicated to agricultural uses.
5.3.9 Climate
The City of Atascadero adopted Resolution # 2014-003, Climate Action Plan in January 2014 be a
vote of 5 Ayes, - 0 Nays. The Climate Action Plan is a document 271 pages in length the entire
document can be viewed on the City’s website under Public Record, www.atascadero.org. It
should be noted the Climate Action Plan has been accepted by the San Luis Obispo County Air
Pollution Control District and the State of California Air Resources Board have accepted the City of
Atascadero Climate Action Plan. The following is the Executive Summary of the Climate Action
Plan:
Executive Summary
The City of Atascadero Climate Action Plan (CAP) is a long- range policy document intended to
cost-effectively reduce greenhouse gas (GHG) emissions from City government operations and
community activities within Atascadero. The CAP may also help achieve multiple community
goals such as lowering energy costs, reducing air pollution, supporting local economic
development, and improving public health and quality of life. Specifically this CAP is designed
to:
Benchmark Atascadero’s 2005 baseline GHG emissions and 2020 projected
emissions relative to the statewide emissions target established under California
Assembly Bill (AB) 32 of 15 percent below 2005 levels by the year 2020.
Provide a roadmap for achieving the city’s GHG emissions reduction target of 15
percent below 2005 levels by the year 2020 and help Atascadero prepare for
anticipated climate change impacts.
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Serve as a qualified and comprehensive plan for addressing the cumulative
impacts of GHG emissions within Atascadero (see California Environmental
Quality Act [CEQA] Guidelines, Section 15183.5 and the San Luis Obispo County
Air Pollution Control District [APCD] CEQA Air Quality Handbook, Sections 3.3 and
4.6).
Support tiering, and streamlining the analysis of GHG emissions for future
projects within Atascadero pursuant to State CEQA Guidelines, Sections 15152
and 15183.5.
Atascadero’s GHG Emissions
The City of Atascadero 2005 Greenhouse Gas Emissions Inventory Update (2012) (GHG
Emissions Inventory) was prepared to identify the major sources and quantities of GHG
emissions produced in Atascadero in 2005 and forecast how these emissions may change
over time. The GHG Emissions Inventory provides information on the scale of emissions
from various sources and where the opportunities to reduce emissions lie. It also
provides a baseline against which the City can measure its progress in reducing GHG
emissions.
According to the GHG Emissions Inventory, in 2005, the Atascadero community emitted
approximately 141,428 metric tons of carbon dioxide equivalent GHG emissions (MT CO2e), as
a result of activities that took place within the transportation, residential energy use,
commercial and industrial energy use, off-road vehicles and equipment, solid waste, and
wastewater sectors. As shown in Figure ES-1, the largest contributors of GHG emissions were
the transportation (43 percent), residential energy use (29 percent) and commercial/industrial
energy use (14 percent) sectors. The remainder of emissions resulted from the solid waste (six
percent), off road vehicles and equipment (six percent) and wastewater (two percent) sectors.
Figure ES-1: Community-wide GHG Emissions by Sector (2005)
Off-Road 6% Waste 6%
Wastewater 2%
Transportation
43% Residential
29%
Commercial /
Industrial 14%
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The GHG Emissions Inventory also analyzed emissions from City government operations and
facilities. The City government operations inventory is a subset of the community-wide
inventory, and is included within the community-wide inventory. In 2005, City government
operations generated approximately 4,130 MT CO2e. This quantity represents approximately
three percent of Atascadero’s total community-wide GHG emissions. As shown in Figure ES-2,
the majority of these GHG emissions resulted from the City’s wastewater facilities (71 percent);
vehicle fleet (10 percent), and building and facility energy use (eight percent).
Figure ES-2: City Government Operations GHG Emissions by Sector (2005)
The GHG emissions forecast is a projection of how GHG emissions will change in the future
with projected changes in population and jobs.1 The “business-as-usual scenario” provides a
forecast of how GHG emissions will change in the year 2020 if consumption trends and
behavior continue as they did in 2005, absent any new federal, state, regional, or local policies
or actions that would reduce emissions. The year 2020 was selected for the forecast in order to
maintain consistency with AB 32.
Under the business-as-usual scenario, Atascadero’s GHG emissions are projected to grow
approximately 22 percent above 2005 GHG emissions levels by the year 2020, from 141,428
MT CO2e to 172,488 MT CO2e. Emissions associated with the transportation sector will
experience the highest level of growth (39 percent). Emission increases for the other sectors will
range from eight to 21 percent. Table ES-1 shows the forecast results of the business-as-usual
scenario.
1 Population and job projections for the year 2020 were obtained from the San Luis Obispo Council of Governments
(SLOCOG) 2040 Population, Housing & Employment Forecast (August 2011) (see Chapter 2)
Vehicle Fleet Transit Fleet
10% 5% Employee
Commute 5% Buildings &
Facilities 8% Streetlights &
Traffic Signals
Solid Waste 1% <1%
W D li
Wastewater
Facilities 71%
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Table ES-1: 2020 Business-As-Usual GHG Emissions Forecast
Sector
2005
(MT CO2e) 2020
(MT CO2e)
Percent Change
from 2005 to 2020
Transportation 60,041 83,317 39%
Off-Road 8,686 10,521 21%
Commercial / Industrial 20,271 22,049 9%
Residential 40,690 43,926 8%
Solid Waste 9,083 9,805 8%
Wastewater 2,657 2,868 8%
Total 141,428 172,488 22%
The AB 32 Climate Change Scoping Plan (2008) (AB 32 Scoping Plan), prepared by the
California Air Resources Board (CARB) pursuant to AB 32, identifies several State measures
that are approved, programmed, and/or adopted and would reduce GHG emissions
within Atascadero. These State measures require no additional local action. In addition to
the State measures described above, the City of Atascadero has implemented, adopted,
and/or programmed a number of local measures since the 2005 baseline inventory year
that will reduce the community’s GHG emissions. Therefore, these measures were
incorporated into the forecast and reduction assessment to create an “adjusted forecast
scenario,” which provides a more accurate picture of future emissions growth and the
responsibility of the City once State and local measures to reduce GHG emissions have been
implemented.
Under the adjusted scenario, GHG emissions are projected to decrease to 138,951 MT CO2e
(approximately 19 percent below the business-as-usual scenario of 172,488 MT CO2e). Table
ES-2 summarizes the reduction from state and local measures.
Table ES-2: Summary of Reductions from State and Local Measures and 2020 GHG Emission
GHG Reduction
(MT CO2e) 2020 Business-as-Usual Forecast 172,488
2020 Reduction from State Measures -32,622
2020 Reduction from Local Measures -915
Total Reduction from State and Local Measures -33,537
2020 Adjusted Forecast 138,951
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GHG Emissions Reduction Target
The City is committed to reducing its GHG emissions to 15 percent below 2005 levels by 2020,
consistent with AB 32. As shown in Table ES-3, based on the 15 percent reduction target
Atascadero would need to reduce its community-wide GHG emissions to 120,214 MT CO2e by
2020. To meet this target, Atascadero will need to reduce its GHG emissions 13 percent below
the adjusted forecast level (equivalent to 18,737 MT CO2e) by 2020 through implementation of
local measures and actions.
Table ES-3: Atascadero’s GHG Emissions, Target, and Reduction Necessary to Meet Target
GHG Emissions
(MT CO2e) 2005 Baseline Emissions 141,428
2020 Adjusted Forecast 138,951
Target (15 percent below 2005 levels by 2020) 120,214
Remaining Gap Necessary to Meet Target 18,737
Climate Action Measures
To achieve the State-identified target of 15 percent below 2005 levels (120,214 MT CO2e) by 2020
and prepare for the anticipated effects of climate change, the CAP identifies climate action measures.
These measures are organized into the following focus areas: City government operations,
energy, transportation and land use, off-road, water, solid waste, and trees and vegetation. The
measures were selected based on careful consideration of the emission reductions needed to
achieve the target, the distribution of emissions revealed in the GHG Emissions Inventory, goals
and policies identified in the City’s General Plan, existing priorities and resources, policies and
strategies of neighboring jurisdictions and regional agencies, and the potential costs and benefits
of each measure. Collectively, the measures identified in the CAP have the potential to reduce
GHG emissions within Atascadero by 28,683 MT CO2e (22 percent below the 2005 baseline) by
2020 and meet the reduction target. By identifying measures that create total reductions beyond the
City’s target reduction of 18,737 MT CO2e, the City will have some flexibility in reaching its goal
and will not be required to implement every measure exactly as calculated in the CAP. Instead,
the City will be able to meet its GHG reduction goal by implementing a combination of the
identified measures, as feasible, in order to meet the 15 percent reduction target by 2020.
Implementation and Monitoring
Implementation and monitoring are essential processes to ensure that Atascadero reduces its
GHG emissions and meets its target. To facilitate this, each climate action measure identifies
implementation actions, departments responsible for implementation and monitoring, cost and
savings estimates, the GHG reduction potential, a performance indicator to monitor progress, and
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an implementation time frame. Measure implementation is separated into three phases: near-
term (by 2015), mid-term (2016-2017), and long-term (2018-2020).
In order to ensure that measures are implemented and their progress is monitored, upon
adoption of the CAP, the City will establish the City Manager as the CAP Coordinator who will
provide essential CAP oversight and coordination of a multi-departmental CAP Implementation
Team comprised of key staff in each selected department. The CAP Implementation Team will meet
at least one time per year to assess the status of CAP efforts. The City’s CAP Coordinator will be
responsible for developing an annual progress report to the City Council that identifies the
implementation status of each measure, evaluates achievement of or progress toward
performance indicators (where applicable), assesses the effectiveness of various measures and
actions included in the CAP, and recommends adjustments to measures or actions, as needed. To
evaluate the performance of the CAP as a whole, the City will update the community and City
government GHG emissions inventories approximately every five years, as feasible, using the most
up-to-date calculation methods, data, and tools. The GHG emissions inventory updates shall be
coordinated with surrounding cities and regional bodies, with grant funding identified, in order to
make this process cost efficient and feasible for the City.
5.4 ASSET INVENTORY
This section describes the third step in the risk assessment process, which is the identification of
assets that may be affected by hazard events. Assets identified for the risk assessment include
population, buildings, and critical facilities and infrastructure that may be affected by hazard events.
The assets identified are discussed in detail below. Sections 5.4.1 and 5.4.2 provide a complete list of
assets and insurance or replacement values where applicable.
5.4.1 Population and Building Stock
Population data were obtained from the 2010 U.S. Census. Data were collected at the census block
level for the City. The City’s total population for 2010 was 28,310. Other population data are
provided in Table 5-5. Population density throughout the City is shown in Figure B-13.
Table 5-4 Estimated Population, Building Inventory, and Replacement Costs
Population Residential Buildings Nonresidential Buildings
2010
Population
Count
Projected 2014
Population
Total Building
Count
Total Value of
Buildings (x1000)
Total Building
Count
Total Value of
Buildings (x1000)
28,310 29,390 12,079 $477,120,000 131 $262,000,000
Source: City of Atascadero (commercial buildings), Atascadero Chamber of Commerce, and U.S. Census 2010 population data.
a Population count using census blocks within the city limits. Official Census 2010 count is 28,310.
b Population increased an average of 1 percent per year since the 2010 Census.--Update
Estimated numbers of residential and nonresidential buildings and replacement values for those
structures, as shown in Table 5-4, were obtained from the City and HAZUS-MH by census block. A
total of 12,079 residential buildings were considered in this analysis, including single-family dwellings,
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mobile homes, multi-family dwellings, temporary lodgings, institutional dormitory facilities, and
nursing homes. A total of 131 nonresidential buildings were also analyzed, including industry, retail
trade, wholesale trade, personal and repair services, professional and technical services, banks,
medical offices, religious centers, entertainment and recreational facilities, theaters, and parking
facilities. The total number of nonresidential buildings analyzed is approximately 20 percent of the
total number of nonresidential buildings in the City. However, this data is the most complete data set
available at this time and will be updated in future versions of this LHMP.
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5.4.2 Critical Facilities and Infrastructure
A critical facility is defined as a facility in either the public or private sector that provides essential
products and services to the general public, such as preserving the quality of life in the City and
fulfilling important public safety, emergency response, and disaster recovery functions. The critical
facilities and infrastructure within the City are listed in Table 5-5 and shown in Appendix B, Figure B-
14. They include the following:
• City Hall and City Hall Annex
• Two fire stations and one police station
• Seven other City-owned facilities
• 17 potable water and wastewater facilities
Similar to critical facilities, critical infrastructure includes infrastructure that is essential to preserving
the quality of life and safety in the City. Potential hazard vulnerability to Critical facilities and
infrastructures identified within the City are shown in Table 5-5 and Figure B-14. Critical facilities and
infrastructure includes:
• 21.277 miles of State and Federal highways
• 27.044 miles of major arterials
• 7.608 miles of railroad
• 14 bridges
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Table 5-5 Critical Facilities and Infrastructure
Category Facility Number
Estimated Value Per
Structure/Mile
City Hall City Hall 1 $43,400,000
City Hall Annex(now Successor Agency) 1 $3,393,884 1
Police and Fire
Stations
Fire Station #1 1 $1,777,972
Fire Station #2 1 $1,167,090
Atascadero Police Department 1 $2,168,594
Other
City-Owned
Facilities
Lake Pavilion 1 $2,528,924
Charles Paddock Zoo 1 $2,352,377
Ranger House 1 $ 91,689
Youth Center 1 $9,902,817
Skate Park 1 $ 850,448
Paloma Creek Park Facilities 4 $ 351,765
Pine and Chalk Mountain Towers 2 $ 517,423
Potable Water
and
Wastewater
Wastewater Treatment Plant 1 $2,705,059
Sewer Lift Stations 12 $ 874,267
Sewer Lift Station 5 Buildings 4 $1,279,465
Infrastructure
State and Federal Highways (miles) 21.277 $109,967
Major Arterials (miles) 27.044 $14,279
Railroads (miles) 7.608 $10,532
Bridges 14 $5,930,990
1 The Creekside building is now empty and the City, as the Successor Agency, will be selling the building.
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5.5 VULNERABILITY ASSESSMENT
The fourth step of the risk assessment and its primary intent is the vulnerability assessment. This
section includes an overview of the vulnerability assessment, methodology, data limitations, and
exposure analysis.
5.5.1 Overview of a Vulnerability Assessment
The requirements for a risk assessment, as stipulated in the DMA 2000 and its implementing
regulations, are described below.
• A summary of the community’s vulnerability to each hazard that addresses the impact of each
hazard on the community.
DMA 2000 Requirements: Risk Assessment, Assessing Vulnerability, Overview
Assessing Vulnerability: Overview
Requirement §201.6(c) (2) (ii): [The risk assessment shall include a] description of the jurisdiction’s vulnerability to the
hazards described in paragraph (c) (2) (i) of this section. This description shall include an overall summary of each hazard
and its impact on the community.
Source: FEMA, October 2011.
• An identification of the types and numbers of existing vulnerable buildings, infrastructure, and
critical facilities and, if possible, the types and numbers of vulnerable future development.
DMA 2000 Recommendations: Risk Assessment, Assessing Vulnerability, Identifying Structures
Assessing Vulnerability: Identifying Structures
Requirement §201.6(c) (2) (ii) (A): The types and numbers of existing and future buildings, infrastructure, and critical
facilities located in the identified hazard area.
Source: FEMA, October 2011.
• Estimate of potential dollar losses to vulnerable structures and the methodology used to prepare
the estimate.
DMA 2000 Recommendations: Risk Assessment, Assessing Vulnerability, Estimating Potential Losses
Assessing Vulnerability: Estimating Potential Losses
Requirement §201.6(c) (2) (ii) (B): An estimate of the potential dollar losses to vulnerable structures identified in
paragraph (c) (2) (i) (A) of this section and a description of the methodology used to prepare the estimate.
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DMA 2000 Recommendations: Risk Assessment, Assessing Vulnerability, Estimating Potential Losses
Source: FEMA, October 2011.
5.5.2 Methodology
The methodology used to prepare the dollar estimates for vulnerability is described below. Potential
dollar losses are summarized in Tables 5-6, 5-7, and 5-8 in Section 5.5.4.
A conservative exposure-level analysis was conducted to assess the risks of the identified hazards.
This analysis is a simplified assessment of the potential effects of the hazard on values at risk without
consideration of probability or level of damage.
Using GIS, the building footprints of critical facilities were compared to locations where hazards are
likely to occur. If any portion of the critical facility fell within a hazard area, it was counted as
impacted. Using census block level information, a spatial proportion was used to determine the
percentage of the population and residential and nonresidential structures located where hazards are
likely to occur. Census blocks that are completely within the boundary of the hazard area were
determined to be vulnerable and were totaled by count. A spatial proportion was also used to
determine the amount of linear assets, such as highways and pipelines, within a hazard area. The
exposure analysis for linear assets was measured in miles.
Replacement values or insurance coverage were developed for physical assets. These values were
obtained from the City. For facilities that didn’t have specific values per building in a multi-building
scenario, the buildings were grouped together and assigned one value. For each physical asset
located within a hazard area, exposure was calculated by assuming the worst-case scenario (that is,
the asset would be completely destroyed and would have to be replaced). Finally, the aggregate
exposure, in terms of replacement value or insurance coverage, for each category of structure or
facility was calculated. A similar analysis was used to evaluate the proportion of the population at
risk. However, the analysis simply represents the number of people at risk; no estimate of the
number of potential injuries or deaths was prepared.
5.5.3 Data Limitations
The vulnerability estimates provided herein use the best data currently available, and the
methodologies applied result in an approximation of risk. These estimates may be used to
understand relative risk from hazards and potential losses. However, uncertainties are inherent in any
loss estimation methodology, arising in part from incomplete scientific knowledge concerning hazards
and their effects on the built environment, as well as approximations and simplifications that are
necessary for a comprehensive analysis.
It is also important to note that the quantitative vulnerability assessment results are limited to the
exposure of people, buildings, and critical facilities and infrastructure to hazard. It was beyond the
scope of this LHMP to develop a more detailed or comprehensive assessment of risk (including
annualized losses, people injured or killed, shelter requirements, loss of facility/system function, and
economic losses). Such impacts may be addressed with future updates of the LHMP.
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5.5.4 Exposure Analysis
The results of the exposure analysis are summarized in Tables 5-6, 5-7, and 5-8 and in the discussion
continued on page 64.
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Table 5-6 Potential Hazard Vulnerability Assessment – Population and Buildings
Population
Buildings
Residential Nonresidential
Hazard Methodology
Description Number Number Value ($) Number Value ($)
Dam Failures Low 289 96 3.8 2 4.0
Drought High 28,810 12,079 477.9 131 $262.0
Earthquakes High 25,929 10,360 419.8 105 $187,.0
Moderate 2,881 1,207 77.7 1 $4.2
Expansive
Soils
High 11,524 1,532 60.5 3 $6.3
Moderate 7,990 3,252 128.4 49 $92.3
Floods 100-year flood zone 489 151 9.7 5 $10.5
500-year flood zone 8,067 3,235 218.4 65 $12.4
Land
Subsidence
High/Historic 11,524 4,759 188.5 30 $58.2
Moderate 1,865 440 47.9 0 0
Wildland Fires
Very High 332 52 10.7 0 0
High 11,008 4,612 369.9 15 $30.5
Moderate 12,609 3,732 287.4 67 $134.0
Windstorm High 28,810 12,079 477.9 131 $262,.0
Moderate 21,031 8,818 348.3 77 $144.9
Total 173,158 66,404 3,129.8 681 $1,208.3
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Table 5-7 Potential Hazard Vulnerability Assessment – Critical Facilities
City Hall and City Hall Annex Police and Fire Stations Other City-Owned Facilities PW and WW Facilities
Hazard Methodology
Description
Number Value
($)
Number Value ($) Number Value ($) Number Value ($)
Dam Failures Low 0 0 0 0 0 0 6 $4.3 Drought High 0 0 0 0 0 0 0 0
Earthquakes High 2 46.8 3 5.1 11 16.6 17 $4.8
Moderate 0 0 0 0 0 0 0 0
Expansive Soils High 0 0 0 0 1 517 0 0
Moderate 2 46.8 1 1.7 11 18.1 10 $597
Floods 100-year flood
zone
1 3.4 0 0 3 351,765 0 0
500-year flood
zone
1 43.4 2 3.2 2 4.9 10 $1,255
Land Subsidence High/Historic 0 0 1 11 1 9.9 3 $444
Moderate 0 0 0 0 1 91,689 0 0
Wildland Fires
Very High 0 0 0 0 0 0 0 0
High 0 0 0 0 8 3.4 8 $1,074
Moderate 2 46.8 1 1.2 6 2.4 11 $999
Windstorm High 2 23.4 3 2.6 11 9.1 1
Moderate 2 11.7 3 1.3 11 4.5 1
Total 12 222.3 14 12.3 66 45,993 65 $13,309
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Table 5-8 Potential Hazard Vulnerability Assessment – Critical Infrastructure
Highways City Arterials Bridges
Hazard Methodology
Description Miles Value ($) Miles Value ($) Number Value ($)
Dam Failure Low 0.110 510 0.267 141 0 0
Drought High 0 0 0 0 0 0
Earthquakes High 17.488 90,605 27.044 14,279 11 $5,027
Moderate 3.738 19,366 0 0 3 $903
Expansive Soils High 16.182 83,839 5.745 3,033 0 0
Moderate 224.512 1,163,197 79.811 42,140 10 $4,522
Floods
100-year flood
zone 0.230 1,192 0.725 383 8 $3,517
500-year flood
zone 5.415 28,055 7.447 3,932 4 $1,827
Land
Subsidence
High/Historic 9.468 49,054 9.050 4,778 2 $704
Moderate 0.655 3,394 0.441 233 0 0
Wildland Fires
Very High 0.102 528 0.132 70 0 0
High 3.779 19,578 8.657 4,571 4 $1,772
Moderate 14.569 75,482 14.457 7,633 10 $4,159
Windstorm High 0 0 0 0 0 0
Moderate 0 0 0 0 0 0
Total 296.248 1,534,800 153.776 81,193 52 $22,531
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5.5.5 Dam Failures
The risk posed by the Salinas Dam failure is minimal, with only one percent of the total population
residing in this inundation zone. Exposed within the inundation zone are 289 people, 96 residential
buildings (worth $3.8 million), 2 nonresidential buildings (worth $4.0 million), and 6 critical facilities
(worth $1.1 million).
5.5.6 Earthquakes
Of all the hazards assessed in this LHMP, an earthquake poses the greatest exposure and potential
loss for the City. As shown in Figure B-6, the entire City is at risk to earthquakes. Almost all of the
city’s population, residential and nonresidential structures, and critical buildings, facilities, and
infrastructure are exposed to either high or moderate ground shaking zones. The northern, southern,
and eastern portions of the City have potential for the high ground shaking intensity. This includes
approximately 90 percent of the City’s total population (25,929 people), 10,630 residential buildings
(worth $419.8 million), 105 non-residential buildings (worth $187.0 million), and 65 critical facilities
(worth $45.6 million).
The remaining 10 percent of the City’s population lives in an area of moderate ground shaking. This
includes 2,881 people, 1,207 residential buildings (worth $47.7 million), one non-residential building
(worth $4.2 million), and 2 critical buildings (worth $694,000).
5.5.7 Expansive Soils
Expansive soils generally pose a moderate risk to Atascadero, particularly given the slow nature of the
hazard. Figure B-7 shows that the expansive soils in the City is fairly evenly distributed between highly
expansive soils and moderately expansive soils.
The highly expansive soils mainly occur in the western portion of the City, which is only moderately
populated with about 40 percent of the City’s total population residing in this hazard area. This
includes approximately 11,524 people, 1,532 residential buildings (worth $60.5 million), 3 non-
residential buildings (worth $6.3 million), and 2 critical facilities (worth $895,000).
The moderately expansive soils occur mostly in the western and central parts of the City, which are
also moderately populated. These include 7,990 people, 3,252 residential buildings (worth $128.4
million), 49 non-residential buildings (worth $92.3 million), and 38 critical facilities (worth $29.0
million).
5.5.8 Floods
The risk posed by the 100-year flood to Atascadero is minimal, with less than two percent of the total
population residing in the SFHA. Exposed within the 100-year flood zone are 489 people, 151
residential buildings (worth $5.96 million), 5 nonresidential buildings (worth $9.8 million), and 5
critical facilities (worth $10.5 million). However, an additional 28 percent of the City’s population
(8,067 people) and residential buildings (3235 buildings), 38 percent of the critical facilities, and
nearly 65 percent of nonresidential buildings are located in the 500-year floodplain.
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5.5.9 Land Subsidence
Approximately 40 percent of the City’s total population is exposed to high and moderate Land
Subsidence. The high Land Subsidence hazard area includes 11,524 people, 4,759 residential buildings
(worth $188.5 million), 30 nonresidential buildings (worth $58.2 million), and 12 critical facilities
(worth $8.2 million). Only 1,865 people, 440 residential buildings (worth $174.4 million), and one
critical facility (worth $125,000) are located in the moderate Land Subsidence hazard area.
5.5.10 Wildland Fires
Much of the densely populated areas within the City (see Figure B-12) have wildland fire hazard
designations of moderate or high, with a small portion of the city designated as having very high
wildland fire hazard designation. Within this area of very high wildland fire exposure are 332 people
and 52 residential buildings (worth $10.7 million). The very high wildland fire hazard exists mainly in
the hills west of the city.
The location and time of year for the occurrence of wildland fires cannot be predicted with any
certainty. It should be noted that extenuating circumstances, such as the current Drought, have a
major impact on the frequency and severity of wildland incidents. The human factor plays a major
role in wildfire events as 95% of wildfires are caused by human carelessness.
Of less danger, but much greater exposure, are areas of high wildland fire hazard. This includes
11,008 people, 3,367 residential buildings (worth $284.2 million), 15 nonresidential buildings (worth
$30.5 million), and 25 critical facilities (worth $11.3 million).
Again of lesser danger, but of even greater exposure, are areas of moderate wildland fire hazard. This
includes 12,242 people, 3,732 residential buildings (worth $270.6 million), 67 nonresidential buildings
(worth $134.0 million), and 32 critical facilities (worth $31.2 million).
5.5.11 Drought
As defined by the NOAA Weather Service, drought is defined is "a period of abnormally dry weather
sufficiently prolonged for the lack of water to cause serious hydrologic imbalance in the affected
area." More simply, a drought is a period of unusually persistent dry weather lasting long enough to
cause serious problems such as crop damage and/or water supply shortages. The severity of the
drought depends upon the degree of moisture deficiency, the duration, and the size of the affected
area.
Short term effects of drought include excessively dry soil causing stress for plants and trees and
increased potential for wildland fire. When rainfall is less than normal for several weeks, months, or
years; the following may occur: the flow of streams and rivers declines; water levels in lakes and
reservoirs fall; the water table drops, i.e. the depth to reach groundwater in water wells increases.
Drought is a unique type of disaster because it is not a discreet event but rather is the cumulative
result of a persistent period of below average precipitation. In the continental U.S. drought
occurrence generally does not require evacuation nor does it constitute an immediate threat to life or
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property. The effects of drought may not be noticed immediately but only become apparent after
weeks or months. The effect to the water table may take up to a year or more to be realized.
5.5.12 Windstorm
Windstorms are a relatively short duration events involving sustained winds and/or gusts generally in
excess of 50 mph. The City of Atascadero has experienced windstorms in excess of 73 mph.
Windstorms can affect the entire City of Atascadero and are especially dangerous in areas with
significant tree coverage, exposed property, major infrastructure, and above ground utility lines. A
windstorm can down trees, power lines, damage structures, and create large volumes of debris.
The 2009 severe windstorm experienced in Atascadero reduced the Oak Tree inventory by 1000
trees.
The Beaufort Wind Scale shows the relationship of wind, miles per hour, and the typical effects on
land.
Beaufort Wind Scale
Wind Speed MPH Typical Wind Effects on Land
Less than 1.15 Calm, smoke rises vertically
1.15 to 4 Smoke drift indicates wind direction, still wind vanes
4 to 8 Wind felt on face, leaves rustle, vanes begin to move
8 to 13 Leaves and small twigs constantly moving, light flags extended
13 to 20 Dust, leaves, and loose paper lifted, small tree branches move
20 to 25 Small trees in leaf begin to sway
25 to 32 Larger tree branches moving, whistling in wires
32 to 39 Whole trees moving, resistance felt walking against wind
39 to 47 Whole trees in motion, resistance felt walking against wind
47 to 55 Slight structural damage occurs, slate blows off roofs
55 to 64 Seldom experienced on land, trees broken or uprooted, considerable structural
damage
64 to 74 Substantial structural damage
74+ Major structural damage potential
5.6 Future Development
Figure B-3 shows where future development in expected to occur in the western, northern, and
southeastern portions of the City. Future development in the western portion of the City will be most
vulnerable to wildland fires, expansive soils, and Land Subsidence. Development in the northern
portion of the City will be most vulnerable to floods, while development in the southeastern portion
of the City will be most vulnerable to wildland fire, floods, and Land Subsidence. In addition, due to
the close proximity to transportation facilities, future development in both the northern and
southeastern portions of the City will be vulnerable to hazardous material events. Likewise, because
the entire City is exposed to earthquakes hazards, all future development is vulnerable to this hazard.
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6. Section 6 SIX Capability Assessment While not required by the DMA 2000, an important component of a hazard mitigation plan is a review
of the City’s resources to identify, evaluate, and enhance the capacity of those resources to mitigate
the effects of hazards. This section evaluates City resources in three areas—legal and regulatory,
administrative and technical, and financial—and assesses capabilities to implement current and
future hazard mitigation actions.
SECTION 6 CAPABILITY ASSESSMENT
6.1 LEGAL AND REGULATORY CAPABILITIES
The City currently supports hazard mitigation through its regulations, plans, and programs. The
Atascadero Municipal Code outlines hazard mitigation-related ordinances in ten of its fourteen titles.
Additionally, pursuant to State planning laws, the General Plan 2025 includes a safety element with
policies and programs to protect the community from risks associated with seismic, geologic, flood,
and fire hazards. Other planning documents, including the Multi-Hazard Emergency Response Plan
and the Fire Department Master Plan, establish official City policy for response to emergencies in
hazard-prone areas. Additionally, the City approved and incorporated the county’s Hazardous
Materials Emergency Response Plan, which identifies potential hazardous material risks and methods
to rapidly mobilize resources to save lives, reduce injuries, and minimize property and environmental
damage from hazardous materials releases. The City also participated in the update of the County
General Plan Safety Element; safety in Atascadero is discussed in the Technical Background Report for
that update.
In addition to policies and regulations, the City participates in several hazard mitigation programs
including the National Flood Insurance Program (NFIP), Fire Safe Council Clean Up, and Chipping
Events.
The following table, Table 6-1, summarizes the City’s hazard mitigation legal and regulatory
capabilities.
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Table 6-1 Legal and Regulatory Resources Available for Hazard Mitigation
Regulatory Tool Chapter or Section Effect on Hazard Mitigation
Plans
General Plan 2025
Safety Element
Establishes policies, programs, goals and objectives to protect the
community from risks associated with seismic, geologic, flood, and
fire hazards. The plan was adopted in June 2002.
Multi-Hazard Emergency Response Plan
Basic Plan and Appendices A-F
Establishes the City’s response organization, responsibilities,
functions, and interactions required to mitigate the effects of
hazards affecting the City. Hazards identified in this plan include
earthquakes, hazardous material, multi-casualty incident,
storm/flood, wildland/major fire, and civil disturbance/terrorism.
The plan was adopted in Fall 2003 and Summer 2004.
Fire Department Master Plan Identifies areas of the City at higher risk for wildland fires.
Programs
National Flood Insurance Program
(NFIP)
Makes affordable flood insurance available to homeowners,
business owners, and renters in participating communities. In
exchange, those communities must adopt and enforce minimum
floodplain management regulations to reduce the risk of damage
from future floods. Atascadero joined the NFIP in 1982.
Fire Safe Clean-Up and Chipping
Program
Provides free green waste chipping services to residents in
Atascadero, thereby reducing the fuel load in and around
properties.
Ordinances
and
Policies
(Municipal Code)
Title 4 Public Safety
Chapter 7 Fire Code
Enforces the California Fire Code 2001 and the Urban Wildland
Interface Code 2000, regulating and mitigating the risk to life and
property from fire, including hazardous materials and wildland fire
exposures.
Title 5 Public Welfare
Chapter 7 Open Hazard / Abatement
Burning
Controls open burning of natural waste from shrubbery and trees
grown on property within the City to reduce the amount of
available fuel that can be burned during wildland fires.
Title 6 Health and Sanitation
Chapter 13
Removal of Vegetative Growth and/or
Refuse
Requires property owners to maintain property around structures,
including firebreaks, trees adjacent to structures, and screens over
the outlets of chimneys, and to mow dry noxious weeds located
within certain distances from structures, property lines, and edges
of roadways.
Title 7 Public Works
Chapter 11
Flood Damage Prevention
Addresses NFIP requirements, including methods and provisions for
protecting structures against flood damage at the time of initial
construction; controlling the alterations of natural floodplains and
filling, grading, dredging, and other development that may increase
flood damage; and preventing or regulating the construction of
flood barriers that will unnaturally divert floodwaters or may
increase flood hazards in other areas.
Ordinances
and
Policies
(Municipal Code)
Title 8 Uniform Building Code
Chapter 10
Unreinforced Masonry
Requires minimum standards for structural seismic resistance
established primarily to reduce the risk of life loss or injury. Also
requires site-specific stability studies for hillside development.
Title 9 Planning and Zoning
Chapter 3
Geologic Hazard Overlay Zone
Identifies areas where geologic and soil conditions could present
new developments and their users with potential hazards to life
and property.
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Table 6-1 Legal and Regulatory Resources Available for Hazard Mitigation
Regulatory Tool Chapter or Section Effect on Hazard Mitigation
Title 9 Planning and Zoning
Chapter 3
Flood Hazard Overlay Zone
Identifies areas where terrain characteristics would present new
developments and their users with potential hazards to life and
property from potential inundation by a 100-year frequency flood
or other known flood hazards. These standards are also intended to
minimize the effects of development on drainage ways and
watercourses.
Title 9 Planning and Zoning
Chapter 4
General Site Design and Development
Standards
Establishes standards for grading and excavation activities to
minimize hazards to life and property; protect against erosion, the
sedimentation of water courses, and the inundation of low lying
areas; and protect the safety, use and stability of public rights-of-
way and drainage channels.
Title 11 Subdivisions
Chapter 6
Subdivision Design
Limits development in areas with steep slopes between 20 and 30
percent.
6.2 ADMINISTRATIVE AND TECHNICAL CAPABILITIES
The administrative and technical capability assessment identifies the staff and personnel resources
available within the City to engage in mitigation planning and carry out mitigation projects. The City
government consists of seven departments: Administrative Services, City Manager, Community
Development, Community Services, Fire, Police, and Public Works. The City may increase its technical
resources by drawing upon San Luis Obispo County staff. Currently, the City participates in the
countywide Hazardous Materials Response Team and FireSafe Council. The administrative and
technical capabilities of the City are listed in Table 6-2. The Capability Assessment Survey and Table
for the City are located in Appendix I.
Table 6-2
Administrative and Technical Resources for Hazard Mitigation
Staff/Personnel Resources Department Position
Planner(s) or engineer(s) with knowledge of land
development and land management practices Community Development
Engineer(s) or professional(s) trained in construction
practices related to buildings and/or infrastructure Community Development, Public Works
Planner(s) or engineer(s) with an understanding of
manmade or natural hazards
Community Development, Public Works, Fire
Department
Floodplain manager Public Works
Personnel skilled in GIS and/or HAZUS-MH Information Technology
Director of Emergency Services City Manager, alt. Police Chief and Fire Chief
Finance (grant writers, purchasing) Administrative Services
Public Information Officers As appointed by the City Manager
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6.3 FINANCIAL CAPABILITIES
The fiscal capability assessment lists the specific financial and budgetary tools that are available to
the City for hazard mitigation activities. These capabilities, which are listed in Table 6-3, include both
local and Federal entitlements.
Table 6-3 Financial Resources for Hazard Mitigation
Financial Resources Effect on Hazard Mitigation
Authority to levy taxes for specific purposes Can be used for any hazard mitigation activity;
however, it is only eligible for use with voter approval.
Development Impact Fee Can be used for both on-site and off-site capital
improvements, including seismic hazard repair and
maintenance, drainage, and critical facilities.
Incur debt through general obligation bonds Can be used for any hazard mitigation activity;
however, it is only eligible for use with voter approval.
Incur debt through special tax and revenue bonds Can be used for any hazard mitigation activity;
however, it is only eligible for use with voter approval.
Incur debt through private activity bonds Can be used for any hazard mitigation activity;
however, it is only eligible for use with voter approval.
FEMA HMPG and PDM grants HMGP grant funding is available to local communities
after a Presidentially declared disaster. It can be used to
fund both pre- and post-disaster mitigation plans and
projects. PDM funding is available on an annual basis.
This grant can only be used to fund pre-disaster
mitigation plans and projects only.
7. Section 7 SEVEN Mitigation Strategy SECTION 7 MITIGATION STRATEGY
The following provides an overview of the four-step process for preparing a mitigation strategy:
developing mitigation goals and objectives, identifying and analyzing potential actions, prioritizing
mitigation actions, and implementing an action plan.
7.1 MITIGATION GOALS AND OBJECTIVES
The requirements for the local hazard mitigation goals, as stipulated in the DMA 2000 and its
implementing regulations, are described below.
DMA 2000 Requirements: Mitigation Strategy – Local Hazard Mitigation Goals
Local Hazard Mitigation Goals
Requirement §201.6(c) (3) (i): [The hazard mitigation strategy shall include a] description of mitigation goals to reduce
or avoid long-term vulnerabilities to the identified hazards.
Source: FEMA, October 2011.
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During the second Planning Team meeting in March 2014, the team members and the Consultant
reviewed the hazard profiles and initial risk assessment results as a basis for developing mitigation
goals and objectives. Mitigation goals are defined as general guidelines that explain what a
community wants to achieve in terms of hazard and loss prevention. Goal statements are typically
long-range, policy-oriented statements representing community-wide visions. Objectives are
statements that detail how a community’s goals will be achieved. Typically, objectives define
strategies or implementation steps to attain identified goals. Using the General Plan 2025 as a
guideline, the Planning Team and the consultant developed nine goals with associated objectives to
reduce or avoid long-term vulnerabilities to the identified hazards.
7.2 POTENTIAL MITIGATION ACTIONS
The requirements for the identification and analysis of mitigation actions, as stipulated in the DMA
2000 and its implementing regulations, are described below.
DMA 2000 Requirements: Mitigation Strategy - Identification and Analysis of Mitigation Actions
Identification and Analysis of Mitigation Actions
Requirement §201.6(c)(3)(ii): [The mitigation strategy shall include a] section that identifies and analyzes a
comprehensive range of specific mitigation actions and projects being considered to reduce the effects of each hazard,
with particular emphasis on new and existing buildings and infrastructure. All plans approved by FEMA after October 1,
2008, must also address the jurisdiction’s participation in the NFIP, and continued compliance with NFIP requirements, as
appropriate
Source: FEMA, October 2011
In addition to developing goals and objectives, the Planning Team created a list of potential
mitigation actions. Mitigation actions are activities, measures, or projects that help achieve the goals
and objectives of a mitigation plan. Mitigation actions are usually grouped into six broad categories:
prevention, property protection, public education and awareness, natural resource protection,
emergency services, and structural projects.
The Planning Team and the Consultant reviewed the City’s hazard mitigation capabilities and risk
assessment as a basis for developing potential mitigation actions. Particular emphasis was placed on
actions that reduced the effects of hazards on both new and existing buildings and infrastructure.
Additionally, the Planning Team identified how the action will be implemented and administered,
including which departments or agencies would be responsible, existing and potential funding
sources, and time frame. The final action plan is outlined in Table 7-1.
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7.3 Overview of the Mitigation Goals, Objectives and Potential Actions
Goal 1: Increase public awareness of current Drought Conditions
Objective: 1. Promote water conservation.
2. Collaborate with the Atascadero Mutual Water Company to develop alternate water
supplies via a pipeline from the Nacimiento Reservoir to achieve the maximum water
allocation.
Proposed Mitigation Actions:
• Develop a community outreach program, in collaboration with the Atascadero Mutual Water
Company, to educate the public in water conservation measures.
• Consider developing a landscape ordinance to conserve water.
• Promote the use of water conserving irrigation systems to the community.
Environmental Considerations: Follow all CEQA regulations where appropriate
Implementation Responsibility: Public Works and Community Development
Time Line: 2014-2015
Funding Source: General Fund
Resources Required: To be determined
Priority: High
Schedule of Mitigation Actions
• Develop Water Conservation brochures, in collaboration with the Atascadero Mutual Water
Company, to be made available for distribution at all City Facilities and public events.
• Research the economic and political viability of a landscape ordinance to conserve water.
• 2015 Partner with the Atascadero Mutual Water Company to study and construct a water
pipeline from the Nacimiento Reservoir.
• Work with the Atascadero Mutual Water Company to annually Monitor, record, and evaluate
effectiveness of Mitigation Actions.
ITEM NUMBER: A-4
DATE: 10/27/15
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Goal 2: Minimize the loss of property and life as the result of a Windstorm
Objective: Educate the public as to the effects of a Windstorm
Proposed Mitigation Actions:
• Include Windstorm information on the City Emergency Preparedness web page.
• Develop a Windstorm brochure to be available for distribution at all City Facilities and
public events.
Environmental Considerations: None
Implementation Responsibility: Fire Department
Time Line: First quarter of calendar year 2015
Funding Source: Emergency Preparedness budget
Resources required: To be determined
Priority: Medium
Schedule of Mitigation Actions
• Develop brochure
• Prepare and post windstorm information to city web page.
• Monitor, record, and evaluate effectiveness of Mitigation Actions annually.
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DATE: 10/27/15
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Goal 3. Reduce the possibility of damage and losses due to Dam failure.
Objective: Review and identify inundation areas due to dam failure.
Proposed Mitigation Actions:
• Continue the enforcement of existing land use ordinances.
• Minimize development along the Salinas River.
• Maintain setback and open space ordinances along the Salinas River.
Environmental Considerations: Follow all CEQA regulations where appropriate.
Implementation Responsibility: Community Development and Public Works Departments
Timeline: Ongoing
Funding Source: General Fund
Resources Required: To be determined
Priority: Medium
Schedule of Mitigation Actions
• The Proposed Mitigation Actions are an ongoing process and a continuation from the
previous Local Hazard Mitigation Plan.
• Monitor, record, and evaluate effectiveness of Mitigation Actions annually.
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Goal 4. Reduce the possibility of damage and losses due to earthquakes.
Objective: Continue to protect existing assets, as well as any future development, from the effects
of earthquakes.
Proposed Mitigation Actions:
• Continue to enforce the Uniform Building Code (UBC) provisions pertaining to grading and
construction relative to seismic hazards.
• Continue to implement an Unreinforced Masonry (URM) building program that determines
the structural safety of City owned critical facilities, and retrofit as necessary.
Environmental Considerations: Follow all CEQA regulations where appropriate.
Implementation Responsibility: Community Development and Public Works Departments
Timeline: Ongoing
Funding Source: General Fund
Resources Required: To be determined
Priority: High
Schedule of Mitigation Actions
• The Proposed Mitigation Actions are an ongoing process and a continuation from the
previous Local Hazard Mitigation Plan.
• Annually Monitor, record, and evaluate effectiveness of Mitigation Actions.
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Goal 5. Minimize property damage as a result of expansive unstable soil conditions.
Objective: Protect future development from the effects of expansive unstable soil conditions.
Proposed Mitigation Action:
• Continue to require a Soils Report for all new building permits.
Environmental Considerations: Follow all CEQA regulations where appropriate.
Implementation Responsibility: Community Development
Timeline: Ongoing
Funding Source: General Fund
Resources Required: To be determined
Priority: Medium
Schedule of Mitigation Actions
• The Proposed Mitigation Actions are an ongoing process and a continuation from the
previous Local Hazard Mitigation Plan.
• Monitor, record, and evaluate effectiveness of Mitigation Actions annually.
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Goal 6. Reduce the possibility of damage and losses due to floods.
Objective: Protect new development from floods.
Proposed Mitigation Actions:
• During the plan check process utilize GIS to ensure the building project meets current Flood
Zoning standards prior to the issuance of building permits.
Environmental Considerations: Follow all CEQA regulations where appropriate.
Implementation Responsibility: Community Development and Public Works Departments
Timeline: Ongoing
Funding Source: General Fund
Resources Required: To be determined
Priority: High
Schedule of Mitigation Actions
• The Proposed Mitigation Actions are an ongoing process and a continuation from the
previous Local Hazard Mitigation Plan.
• Monitor, record, and evaluate effectiveness of Mitigation Actions annually.
ITEM NUMBER: A-4
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Goal 7. Reduce the possibility of damage and losses due to Land Subsidence
Objective: Protect existing assets, as well as new development, from Land Subsidence.
Proposed Mitigation Actions:
• Require construction and maintenance of natural and/or human-made retaining structures
that will help control Land Subsidence risk in key residential and/or commercial areas.
• Retrofit or implement stabilizing measures for Atascadero hillside developments that predate
current best practices and codes.
• Locate and identify unstable soils through the use of GIS and Soils Maps.
• Focus on proposed new developments to determine if soils stabilization is economically
feasible.
• If the soils stabilization project is not economically feasible, deny the proposed new
development or re-zone.
Environmental Considerations: Follow all CEQA regulations where appropriate.
Implementation Responsibility: Community Development and Public Works Departments
Timeline: 2015
Funding Source: General Fund
Resources Required: To be determined
Priority: Medium
Schedule of Mitigation Actions
• The Proposed Mitigation Actions are an ongoing process and a continuation from the
previous Local Hazard Mitigation Plan The city was unable to complete the Goal as a result of
reduced staffing and financial constraints.
• Monitor, record, and evaluate effectiveness of Mitigation Actions annually.
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Goal 8. Reduce the possibility of damage and losses due to wildland fires.
Objective: Maintain and broaden current Wildland Fire protection.
Proposed Mitigation Actions:
• Continue to educate public on wildland fire safety.
• Continue the enforcement of the Weed Abatement Ordinance.
• Maintain and revise, where appropriate, the Community Wildland fire Plan.
• Research emerging fuels management programs and implement where appropriate.
• Continue fuel load reductions program by annual control burns in the Wildland Urban
Interface impacting the city.
Environmental Considerations: Follow all CEQA regulations where appropriate.
Implementation Responsibility: Fire Department
Timeline: Ongoing
Funding Source: California Fire Safe Council, General Fund, Fire Prevention Grants, PDM grants
Resources Required: To be determined
Priority: High
Schedule of Mitigation Actions
• The Proposed Mitigation Actions are an ongoing process and a continuation from the
previous Local Hazard Mitigation Plan.
• Monitor, record, and evaluate effectiveness of Mitigation Actions annually.
8. Section 8 EIGHT Plan Maintenance Process
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7.4 Action Plan
As listed above, the Planning Team identified 18 potential mitigation actions that will assist the City in
mitigating the impact of natural and human-caused hazards. The DMA 2000 requires the evaluation,
selection, and prioritization of the potential mitigation actions, as described below.
DMA 2000 Requirements: Mitigation Strategy - Implementation of Mitigation Actions
Implementation of Mitigation Actions
Requirement: §201.6(c) (3) (iii): [The mitigation strategy section shall include] an action plan describing how
the actions identified in section (c) (3) (ii) will be prioritized, implemented, and administered by the local
jurisdiction. Prioritization shall include a special emphasis on the extent to which benefits are maximized
according to a cost benefit review of the proposed projects and their associated costs.
Source: FEMA, October 2011
The Planning Team reviewed the following questions to help identify the actions that would best help
the City fulfill its mitigation goals and objectives, thereby reducing or avoiding long-term
vulnerabilities to the identified hazards.
• Does the action mitigate assets identified as vulnerable in the LHMP’s Risk Assessment?
• Is the action economically feasible (either through a grant or current funding sources)?
• Are proper laws, ordinances, and resolutions in place to implement the action?
• Is there enough political and public support to implement the action and ensure its success?
• Does the action enforce and/or enhance current mitigation actions, as identified in LHMP’s
Capability Assessment?
Through this process, the Planning Team identified nine mitigation actions to be included in the
LHMP action plan. Once selected, the Planning Team prioritized the actions based on a ranking
system of high, medium, and low. The following considerations for this ranking process included:
• Benefits versus costs
• Ease of implementation
• Multi-objective actions
• Time
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Table 7.1 Action Plan Matrix
Mitigation Action Implementation Strategy
Goal Description Responsible Department Funding Completion Priority
1 Drought Public Works/Community
Development
General Fund 2015 High
2 Windstorm Fire Department Emergency Preparedness
Budget
2014 Medium
3 Dam Failure Public Works/Community
Development
General Fund Ongoing Medium
4 Earthquake Public Works/Community
Development
General Fund Ongoing High
5 Expansive Soils Community Development General Fund Ongoing Medium
6 Floods Public Works/Community
Development
General Fund Ongoing High
7 Land
Subsidence
Public Works/Community
Development
General Fund Ongoing Medium
8 Wildland fire Fire Department Fire Safe Council, Grants,
General Fund
Ongoing High
7.5 2005 Results of Goals, Objectives and Potential Actions
A detailed discussion of the 2005results of Goals, Objectives and Potential Actions is located in
Appendix F. There were no additional mitigation projects due to staff budgetary limitations.
The Marchant Drainage project is an example of the city of Atascadero’s commitment to mitigation
projects.The project was completed 11-2013. The project involved removing 2 undersized culverts
near the intersection of Marchant and San Andres Ave. The undersized culverts were unable to
convey stormwater during and following heavy rain events which resulted in localized flooding in the
area. The project removed and replaced the existing culverts with two 36” side by side culverts with
a headwall and endwall. This project was the last major capital project from our 2001 Capital
Drainage Improvement Management Plan designed to mitigate flooding issues within the City.
Pictures of the project are located in Appendix F.
SECTION 8 PLAN MAINTENANCE PROCESS
This section describes a formal plan maintenance process to ensure that the LHMP remains an active
and applicable document. It includes an explanation of how the City and the Planning Team intend to
organize their efforts to ensure that improvements and revisions to the LHMP occur in a well-
managed, efficient, and coordinated manner.
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The following three process steps are addressed in detail below:
• Monitoring, evaluating, and updating the LHMP
• Implementation through existing planning mechanisms
• Continued public involvement
8.1 MONITORING, EVALUATING, AND UPDATING THE LHMP
The requirements for monitoring, evaluating, and updating the LHMP, as stipulated in the DMA 2000
and its implementing regulations, are described below.
DMA 2000 Requirements: Plan Maintenance Process - Monitoring, Evaluating, and Updating the Plan
Monitoring, Evaluating and Updating the Plan
Requirement §201.6(c) (4) (i): [The plan maintenance process shall include a] section describing the method and
schedule of monitoring, evaluating, and updating the mitigation plan within a five-year cycle.
Source: FEMA, October 2011
The 2014 LHMP was prepared as a collaborative effort between the Planning Team and the
Consultant. To maintain momentum and build upon previous hazard mitigation planning efforts and
successes, the City will use the Planning Team to monitor, evaluate, and update the LHMP. In addition
to the original members of the Planning Team, other interested parties, and any other department
representative, can be responsible for implementing the LHMP’s action plan. Marcia Torgerson, the
Planning Team leader, will serve as the primary point of contact and will coordinate all local efforts to
monitor, evaluate, and revise the LHMP.
The Fire Chief will appoint the Project Manager for the revision of this plan. The Review Team will
conduct an annual review of the progress in implementing the LHMP, particularly the action plan. The
annual review will provide the basis for possible changes in the LHMP’s action plan by refocusing on
new or more threatening hazards, adjusting to changes to or increases in resource allocations, and
engaging additional support for the LHMP implementation. The Planning Team leader will initiate the
annual review one month prior to the date of adoption. The findings from this review will be
presented annually to the City Council. The review will include an evaluation of the following:
• Notable changes in the City’s risk of natural hazards.
• Impacts of land development activities and related programs on hazard mitigation.
• Progress made with the LHMP action plan (identify problems and suggest improvements as
necessary).
• The use of adequate resources for implementation of the LHMP.
• Participation of City agencies and others in the LHMP implementation.
In addition to the annual review, the Planning Team will update the LHMP every five years. To ensure
that this occurs, in the fourth year following adoption of the LHMP, the Planning Team will undertake
the following activities:
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• Thoroughly analyze and update the City’s risk of natural and man-made hazards.
• Provide a new annual review (as noted above), plus a review of the three previous annual reports.
• Provide a detailed review and revision of the mitigation strategy.
• Prepare a new action plan with prioritized actions, responsible parties, and resources.
• Prepare a new draft LHMP and submit it to the Atascadero City Council for adoption.
• Submit an updated LHMP to the California OES for approval.
Barriers to updating the plan are twofold: Fiscal and Personnel. The City of Atascadero is committed
to the mitigation of hazards and creating a disaster resilient community. Without grants funding
some of the proposed mitigation action items may not be fulfilled. It should be noted the city has
made application on an annual basis for federal hazard mitigation grant assistance and has never
been funded. As a result of the local economic conditions personnel at the city have been laid off.
This has caused some project completion to be delayed. As the local economic conditions improve
with possible addition of personnel mitigation project completion will be a priority.
8.2 IMPLEMENTATION THROUGH EXISTING PLANNING MECHANISMS
The requirements for implementation through existing planning mechanisms, as stipulated in the
DMA 2000 and its implementing regulations, are described below.
DMA 2000 Requirements: Plan Maintenance Process - Incorporation into Existing Planning Mechanisms
Incorporation into Existing Planning Mechanisms
Requirement §201.6(c)(4)(ii): [The plan shall include a] process by which local governments incorporate the
requirements of the mitigation plan into other planning mechanisms such as comprehensive or capital improvement
plans, when appropriate.
Source: FEMA, October 2011
After the adoption of the LHMP, the Planning Team will ensure that the LHMP, in particular the action
plan, is incorporated into existing planning mechanisms. The Planning Team will achieve this by
undertaking the following activities.
• Conduct a review of the regulatory tools to assess the integration of the mitigation strategy.
These regulatory tools are identified in Section 6 and include:
– General Plan 2025, particularly the Noise and Safety Element
– Atascadero Municipal Code
– Fire Department Master Plan
• Work with pertinent divisions and departments to increase awareness of the LHMP and provide
assistance in integrating the mitigation strategy (including the action plan) into relevant planning
ITEM NUMBER: A-4
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mechanisms. Implementation of these requirements may require updating or amending specific
planning mechanisms.
8.3 CONTINUED PUBLIC INVOLVEMENT
The requirements for continued public involvement, as stipulated in the DMA 2000 and its
implementing regulations, are described below.
DMA 2000 Requirements: Plan Maintenance Process - Continued Public Involvement
Continued Public Involvement
Requirement §201.6(c) (4) (iii): [The plan maintenance process shall include a] discussion on how the community will
continue public participation in the plan maintenance process.
Source: FEMA, October 2011
The City is dedicated to involving the public directly in the continual reshaping and updating of the
LHMP. Hard copies of the LHMP will be provided to each department. In addition, a downloadable
copy of the plan and any proposed changes will be posted on the City’s wwebsite. This site will also
contain an e-mail address and phone number to which people can direct their comments or concerns.
The Planning Team will also identify opportunities to raise community awareness about the LHMP
and the City’s hazards. This could include attendance and provision of materials at City-sponsored
events. Any public comments received regarding the LHMP will be collected by the Planning Team
leader, included in the annual report to the City Council, and considered during future LHMP updates.
Using the previous LHMP as a basis the city and fire department have developed and presented a
number of outreach programs specifically to address Mitigation, Preparation and Prevention
programs. As examples the following events were made available to the public:
• Emergency Preparedness Fair presented in collaboration with the ABC Church
• Ready, Set, Go! Event presented in the City of Atascadero Park
• Wildfire Symposium Workshop conducted in collaboration with in collaboration with area
CERT, and San Luis Obispo County Community Fire Safe Council
All these events are presented on an annual basis and are well attended.
9. Section 9 NINE References
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SECTION 9 REFERENCES
California Department of Water Resources. 2005. California Data Exchange Center Historical Data.
http://cdec.water.ca.gov.
City of Atascadero. 2005. Atascadero Municipal Code. http://ordlink.com/codes/atascadero/. July 18.
City of Atascadero and Crawford Multari & Clark Omni Means. 2002. General Plan 2025. June 22.
City of Torrance. 1991. A Guide to Expansive Soil and a Few Suggestions on How to Minimize its
Effects. http://www.torrence.com/city/dept/bldg/soils.htm. January.
FEMA. 2001. How-To Guide #2: Understanding Your Risks – Identifying Hazards and Estimating Loss
Potential. U.S. Department of Homeland Security, Federal Emergency Management
Agency. FEMA 386-2. http://www.fema.gov/fima/planning_toc3.shtm. August.
FEMA. 2002a. 44 CFR Parts 201 and 206, RIN 3067-AD22, Hazard Mitigation Planning and Hazard
Mitigation Grant Program, Interim Final Rule. In Federal Register 67, no. 38. U.S.
Department of Homeland Security, Federal Emergency Management Agency.
http://www.fema.gov/pdf/fima/fr02_4321.pdf. February 26.
FEMA. 2002b. State and Local Plan Interim Criteria Under the Disaster Mitigation Act of 2000 – Final
Draft. U.S. Department of Homeland Security, Federal Emergency Management Agency.
http://www.fema.gov/fima/planning_toc4.shtm. July 11.
FEMA. 2002c. How-To Guide #1: Getting Started: Building Support For Mitigation Planning. U.S.
Department of Homeland Security, Federal Emergency Management Agency. FEMA 386-1.
http://www.fema.gov/fima/planning_toc5.shtm. September.
FEMA. 2002d. How-To Guide #7: Integrating Human-Caused Hazards Into Mitigation Planning. U.S.
Depart of Homeland Security, Federal Emergency Management Agency. FEMA 386-7 Sept.
FEMA. 2002e. 44 CFR Parts 201 and 206, RIN 3067-AD22, Hazard Mitigation Planning and Hazard
Mitigation Grant Program, Interim Final Rule. In Federal Register 67, no. 190. U.S.
Department of Homeland Security, Federal Emergency Management Agency.
http://www.fema.gov/pdf/fima/fr02_24998.pdf. October 1.
FEMA. 2003a. How-To Guide #3: Developing The Mitigation Plan; Identifying Mitigation Actions And
Implementing Strategies. U.S. Department of Homeland Security, Federal Emergency
Management Agency. FEMA 386-3. April.
FEMA. 2003b. How-To Guide #4: Bringing the Plan to Life: Implementing the Hazard Mitigation Plan.
U.S. Department of Homeland Security, Federal Emergency Management Agency. FEMA
386-4. August.
Sneed, D. 2005. Devastating Slides Could Happen Here The Tribune. San Luis Obispo. June 2.
United States Census Bureau. 2005. American Fact Finder Fact Sheet. http://factfinder.census.gov.
May 5.
United States Geological Survey. 2005. Magnitude 9.0 Sumatra-Andaman Islands Earthquake FAQ.
http://earthquake.usgs.gov/eqinthenews/2004/usslav/neic_slav_faq.html.
ITEM NUMBER: A-4
DATE: 10/27/15
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A Critical Look at Earthquake Preparation in the Los Angeles Basin, Robert L Patrick, Approximate date
1990.
ITEM NUMBER: A-4
DATE: 10/27/15
ATTACHMENT: 2
ITEM NUMBER: A-4DATE: 10/27/15ATTACHMENT: 3
ITEM NUMBER: A-5
DATE: 10/27/15
Atascadero City Council
Staff Report - City Manager’s Office
Side Letters of Agreement
for the Atascadero Police Officers Association,
Mid-Management/Professional Employees Association,
Service Employees International Union Local 620,
and Resolution for Non-Represented Professional and Management
Workers and Confidential Employees
RECOMMENDATIONS:
Council:
1. Approve the Side Letters of Agreement for the Atascadero Police Officers
Association, Mid-Management/Professional Employees Association, Service
Employees International Union Local 620; and,
2. Adopt the Draft Resolution for Non-Represented Professional and Management
Workers and Confidential Employees; and,
3. Approve the Salary Schedule for Fiscal Year 2015-2016.
DISCUSSION:
The City of Atascadero has a total of five employee bargaining units. Four of the five
bargaining units were last negotiated for Memorandums of Understanding (MOUs) with
two-year terms ending on June 30, 2016; those bargaining units are the Atascadero Police
Officers Association (APOA), Mid-Management/Professional Employees Association
(MMPEA), the Service Employees International Union Local 620 (SEIU), as well as the
Resolution for Non-Represented Professional and Management Workers and Confidential
Employees (Non-represented). The fifth bargaining unit is the Atascadero Professional
Firefighters Association (APFA) which had negotiated a MOU with a one-year term which
expired on June 30, 2015. The City is in on-going negotiations with the APFA at this time.
MOUs are agreements between the City and the Employee Associations that set specific
language regarding wages, benefits, and working conditions. Each of the two-year
agreements as listed above contain a reopener clause. The reopener clause was very
similar in each agreement and read as follows:
ITEM NUMBER: A-5
DATE: 10/27/15
The City and the Union agree to reopen negotiations for Year 2 (fiscal year 2015/2016) if
the fiscal year 2014/2015 General Fund total tax revenue, (excluding any new tax
revenue generated by the potential sales tax ballot measure,) exceeds $13,131,570. Per
page D7 of the budget document, the 2014/2015 total General Fund Tax Revenue is
currently projected at $12,881,570. Finance staff will produce a document showing
estimated 2014/2015 general fund tax revenues in April of 2015 and a document showing
actual 2014/2015 general fund tax revenues in October of 2015. If either of these
documents show that 2014/2015 general fund tax revenues exceed the current budget
projection of $12,881,570 by $250,000 negotiations will be reopened at that time.
In the spring of 2015, City staff estimated that General Fund Tax revenue would exceed
budget projections by more than $500,000; therefore, in accordance with the reopener
clauses as described above, discussions began with each of the bargaining units (actual
General Fund Tax Revenue did exceed 2014-2015 budget projections by about
$630,000.)
The amount of actual revenue received over our budgeted projections clearly
demonstrates that the City is slowly building out of the severe economic downturn
experienced in recent years; even so, we recognize that the City must continue to focus on
a strong and balanced approach to spending while determining fiscally sound measures to
meet several increasingly critical financial needs, including the need to hire and retain well
qualified employees.
Unfortunately, the City lost almost 10% of its workforce in fiscal year 2014-2015 as
employees moved on to often more lucrative positions. An informal salary survey showed
that salaries for City of Atascadero employee positions are consistently below the average
when compared to the other cities in the County. Comparisons also show that the City
remains understaffed, and that our revenues are not as strong as other cities. During the
budget process, the Council had to weigh the need to hire more employees as well as
retain our current employees with the need to reduce the annual amount being spent from
reserves.
The 2015-2016 Adopted Budget made progress on each of these needs. The 2015-2016
budget includes a plan that reduced the annual spending of reserves from $850,000
budgeted (adjusted) in 2014-2015 to $425,000 in 2015-2016. It also included funding for 5
full-time staff positions, beginning to offset the 15 positions laid off or chilled as part of the
economic downturn. It also included a projected modest increase for existing employees.
The Associations included in this report have shown excellent teamwork by negotiating
equivalent terms in each of their Side Letters/Resolution and the cost of the proposed
agreement is within the amount budgeted for labor in 2015-2016. Mid-
Management/Professional Employees Association, Service Employees International
Union Local 620, and Non-Represented Professional and Management Workers and
Confidential Employees all agreed to a 2% raise. The Atascadero Police Officers
Association requested a $1,300 a year deferred compensation match in lieu of a raise (the
City will match amounts that APOA employees contribute to their deferred compensation
plan up to a maximum of $1,300 per fiscal year.)
ITEM NUMBER: A-5
DATE: 10/27/15
In addition, there are some positions that will be adjusted by an additional 5% to be more
in line with the market:
Senior Technical Support Specialist
Assistant Planner
Associate Planner
Deputy Community Development Director/Building Official
Information Technology Manager
Corporal
The positions listed above are all positions that are out 12% or more from the average of
similar positions in the County, or are positions that the City has had a tough time
recruiting for. It is hoped that these critical adjustments will help both retain the quality
personnel holding the positions and attract qualified applicants to those positions that are
vacant.
The Draft Resolution also contains a provision to cut Executive Management Furloughs in
half. Management took a 1%-3% cut in pay back in 2008 in exchange for additional leave
time. This change reduces the cut in pay and the amount of paid leave time granted to the
employee in half.
We would like to recognize the teamwork and the positive outcome that the four
Associations working together to negotiate equivalent terms with the City has had on this
process. The cost of the proposed Side Letters of Agreement and the Resolution all fall
within the amounts budgeted for labor.
FISCAL IMPACT:
Changes to the MOUs for APOA, SEIU, MMPEA and the Resolution for Non-
Represented Employees will result in costs of approximately $211,000 annually. In
addition, the changes will result in the one-time increase of $17,000 to the leave liability.
These costs are included in the 2015-2016 Budget.
ATTACHMENTS:
1. Side Letter of Agreement for the Atascadero Police Association
2. Side Letter of Agreement for Mid Management/ Professional Employees
3. Side Letter of Agreement for Service Employees International Union Local
620
4. Draft Resolution for Non-Represented Professional and Management
Workers and Confidential Employees
5. Salary Schedule for Fiscal Year 2015-2016
ITEM NUMBER: A-5
DATE: 10/27/15
ATTACHMENT: 1
Side Letter of Agreement
City of Atascadero
And
Atascadero Police Association
October 27, 2015
Pursuant to the provisions of the Meyers-Milias-Brown Act (“MMBA”), and Sections
1.4.b and 6.2 of the Memorandum of Understanding (“MOU”) between the City of
Atascadero (“City”) and the Atascadero Police Association (“Association”) effective July
1, 2014 through June 30, 2016 (“MOU”), this Side Letter of Agreement (“Side Letter
Agreement”) is entered into on October 27, 2015, between the City and the Association
as an amendment to the MOU. The Association and the City are collectively referred to
herein as the “parties.” It is understood and agreed that the specific provisions contained
in this Side Letter Agreement shall supersede any previous agreements, whether oral and
written, regarding the matters contained herein. Except as provided herein, all wages,
hours and other terms and conditions of employment presently enjoyed by the
Association in the MOU shall remain in full force and effect.
The City and Association have met and conferred in good faith concerning the terms and
conditions of this Side Letter Agreement and its implementation and agree to the changes
set forth below:
Effective July 1, 2015 the following positions shall receive a 5% (five percent) inequity
adjustment:
Police Corporal
Police Corporal – Intermediate POST
Police Corporal – Advanced POST
The following monthly salaries are effective July 1, 2015:
ITEM NUMBER: A-5
DATE: 10/27/15
ATTACHMENT: 1
Addition of Section 4.3 “Deferred Compensation”:
SECTION 4.3 DEFERRED COMPENSATION
CLASSIFICATION RANGE STEP A STEP B STEP C STEP D STEP E
Police Records Technician SS14 3,301.17 3,466.23 3,639.54 3,821.52 4,012.60
Police Officer Recruit SS21 3,821.52 4,012.60 4,213.23 4,423.89 4,645.08
Support Services Technician SS21 3,914.72 4,110.46 4,315.98 4,531.78 4,758.37
Support Services Technician - EMD SS21E 3,964.72 4,162.96 4,371.11 4,589.67 4,819.15
Support Services Technician w/Longevity SS21L 4,110.46 4,315.98 4,531.78 4,758.37 4,996.29
Support Services Technician - EMD
with Longevity
SS21EL 4,160.46 4,368.48 4,586.90 4,816.25 5,057.06
Support Services Lead Technician SS24 4,213.22 4,423.88 4,645.07 4,877.32 5,121.19
Support Services Lead Technician
- EMD
SS24E 4,263.22 4,476.38 4,700.20 4,935.21 5,181.97
Support Services Lead Technician
w/ Longevity
SS24L 4,423.88 4,645.07 4,877.32 5,121.19 5,377.25
Support Services Lead Technician
- EMD with Longevity
SS24EL 4,473.88 4,697.57 4,932.45 5,179.07 5,438.02
Property Evidence Specialist SS25 4,315.98 4,531.78 4,758.37 4,996.29 5,246.10
Property Evidence Specialist - EMD SS25E 4,365.98 4,584.28 4,813.49 5,054.16 5,306.87
Property Evidence Specialist
w/Longevity
SS25L 4,531.78 4,758.37 4,996.29 5,246.10 5,508.41
Property Evidence Specialist
- EMD with Longevity
SS25EL 4,581.78 4,810.87 5,051.41 5,303.98 5,569.18
Senior Property Evidence Specialist SS32 4,996.29 5,246.10 5,508.41 5,783.83 6,073.02
Senior Property Evidence Specialist - EMD SS32E 5,046.29 5,298.60 5,563.53 5,841.71 6,133.80
Senior Property Evidence Specialist
w/Longevity
SS32L 5,246.10 5,508.41 5,783.83 6,073.02 6,376.67
Senior Property Evidence Specialist
- EMD with Longevity
SS32EL 5,296.10 5,560.91 5,838.96 6,130.91 6,437.46
Police Officer PD31 5,044.66 5,296.89 5,561.73 5,839.82 6,131.81
Police Officer - Intermediate POST PD31I 5,170.78 5,429.32 5,700.79 5,985.83 6,285.12
Police Officer - Advanced POST PD31A 5,296.89 5,561.73 5,839.82 6,131.81 6,438.40
Support Services Supervisor SS33 5,246.10 5,508.41 5,783.83 6,073.02 6,376.67
Support Services Supervisor - EMD SS33E 5,296.10 5,560.91 5,838.96 6,130.91 6,437.46
Support Services Supervisor w/Longevity SS33L 5,508.41 5,783.83 6,073.02 6,376.67 6,695.50
Support Services Supervisor - EMD
with Longevity
SS33EL 5,558.41 5,836.33 6,128.15 6,434.56 6,756.29
Corporal PD35 5,561.73 5,839.82 6,131.81 6,438.40 6,760.32
Corporal - Intermediate POST PD35I 5,700.78 5,985.82 6,285.11 6,599.37 6,929.34
Corporal- Advanced POST PD35L or
PD35A
5,839.82 6,131.81 6,438.40 6,760.32 7,098.34
Police Sergeant PD40 6,285.09 6,599.34 6,929.31 7,275.78 7,639.57
Police Sergeant - Advanced POST PD40A 6,442.22 6,764.33 7,102.55 7,457.68 7,830.56
Police Sergeant - Supervisory POST PD40S 6,599.34 6,929.31 7,275.78 7,639.57 8,021.55
ITEM NUMBER: A-5
DATE: 10/27/15
ATTACHMENT: 1
Effective July 1, 2015 the City will match the contribution to a deferred compensation
program of each eligible employee covered under this agreement. The match will be up to a
maximum of $1,300 (one thousand three hundred dollars) each fiscal year. All deferred
compensation contributions are fully vested in the employee and shall not be available to the
City.
Atascadero Police Association
City of Atascadero
Date: ____________________________ Date: ____________________________
By: ____________________________
APA
By: ____________________________
Rachelle Rickard, City Manager
Date: ____________________________ Date: ____________________________
By: ____________________________
APA
By: ____________________________
Tom O’Malley, Mayor
Date: ____________________________
By: ____________________________
APA
Date: ____________________________
By: ____________________________
APA
ITEM NUMBER: A-5
DATE: 10/27/15
ATTACHMENT: 2
Side Letter of Agreement
City of Atascadero
And
Mid Management/Professional Employees
October 27, 2015
Pursuant to the provisions of the Meyers-Milias-Brown Act (“MMBA”), and Sections
1.4.b and 4.2 of the Memorandum of Understanding (“MOU”) between the City of
Atascadero (“City”) and the Mid Management/Professional Employees (“Association”)
effective July 1, 2014 through June 30, 2016 (“MOU”), this Side Letter of Agreement
(“Side Letter Agreement”) is entered into on October 27, 2015, between the City and the
Association as an amendment to the MOU. The Association and the City are collectively
referred to herein as the “parties.” It is understood and agreed that the specific provisions
contained in this Side Letter Agreement shall supersede any previous agreements,
whether oral and written, regarding the matters contained herein. Except as provided
herein, all wages, hours and other terms and conditions of employment presently enjoyed
by the Association in the MOU shall remain in full force and effect.
The City and Association have met and conferred in good faith concerning the terms and
conditions of this Side Letter Agreement and its implementation and agree to the
following:
Effective July 1, 2015 all positions covered by this MOU shall receive a 2.0% (two percent)
salary increase in this period.
The following monthly salaries are effective July 1, 2015:
CLASSIFICATION RANGE STEP A STEP B STEP C STEP D STEP E
Recreation Supervisor 26 4,498.45 4,723.37 4,959.54 5,207.52 5,467.90
Building Maintenance Supervisor 27 4,608.18 4,838.59 5,080.52 5,334.55 5,601.28
Capital Projects Manager 31 5,080.52 5,334.55 5,601.28 5,881.34 6,175.41
Senior Building Inspector 31 5,080.52 5,334.55 5,601.28 5,881.34 6,175.41
Public Works Operations Manager 34 5,467.90 5,741.30 6,028.37 6,329.79 6,646.28
Associate Civil Engineer 37 5,881.34 6,175.41 6,484.18 6,808.39 7,148.81
Associate Civil Engineer - Registered
Engineer 41 6,484.18 6,808.39 7,148.81 7,506.25 7,881.56
The following language in Section 2.2 Education Incentive Pay will be removed from the
MOU.
Associate Civil Engineers who are licensed as a Registered Engineer will receive ten percent
(10%) in additional pay to their base salary.
ITEM NUMBER: A-5
DATE: 10/27/15
ATTACHMENT: 2
Mid Management/Professional Employees
City of Atascadero
Date: ____________________________ Date: ____________________________
By: ____________________________
Justin Black, PW Operations Mgr.
By: ____________________________
Rachelle Rickard, City Manager
Date: ____________________________ Date: ____________________________
By: ____________________________
By: ____________________________
Tom O’Malley, Mayor
ITEM NUMBER: A-5
DATE: 10/27/15
ATTACHMENT: 3
Side Letter of Agreement
City of Atascadero
And
Local 620 Service Employees International Union Atascadero Chapter
October 27, 2015
Pursuant to the provisions of the Meyers-Milias-Brown Act (“MMBA”), and Sections
1.4.b and 6.2 of the Memorandum of Understanding (“MOU”) between the City of
Atascadero (“City”) and the Local 620 Service Employees International Union Atascadero
Chapter (“Union”) effective July 1, 2014 through June 30, 2016 (“MOU”), this Side
Letter of Agreement (“Side Letter Agreement”) is entered into on October 27, 2015,
between the City and the Union as an amendment to the MOU. The Union and the City
are collectively referred to herein as the “parties.” It is understood and agreed that the
specific provisions contained in this Side Letter Agreement shall supersede any previous
agreements, whether oral and written, regarding the matters contained herein. Except as
provided herein, all wages, hours and other terms and conditions of employment
presently enjoyed by the Union in the MOU shall remain in full force and effect.
The City and Union have met and conferred in good faith concerning the terms and
conditions of this Side Letter Agreement and its implementation and agree to the
following:
Effective July 1, 2015 all positions covered by this MOU shall receive a 2.0% (two percent)
salary increase in this period.
Effective July 1, 2015, in addition to the 2.0% salary increase provided to all positions, the
following positions shall also receive a 5% (five percent) inequity adjustment:
Assistant Planner
Associate Planner
Senior Technical Support Specialist
The following monthly salaries are effective July 1, 2015:
ITEM NUMBER: A-5
DATE: 10/27/15
ATTACHMENT: 3
CLASSIFICATION RANGE STEP A STEP B STEP C STEP D STEP E
Office Assistant I 5 2,694.30 2,829.02 2,970.47 3,118.99 3,274.94
Account Clerk I 7 2,829.02 2,970.47 3,118.99 3,274.94 3,438.69
Maintenance Worker I 8 2,899.74 3,044.73 3,196.97 3,356.82 3,524.66
Zoo Facilities Maintenance Tech.8 2,899.74 3,044.73 3,196.97 3,356.82 3,524.66
Zookeeper I 8 2,899.74 3,044.73 3,196.97 3,356.82 3,524.66
Office Assistant II 9 2,970.47 3,118.99 3,274.94 3,438.69 3,610.62
Zoo Education Curator 9 2,970.47 3,118.99 3,274.94 3,438.69 3,610.62
Account Clerk II 11 3,118.99 3,274.94 3,438.69 3,610.62 3,791.15
Central Receptionist 11 3,118.99 3,274.94 3,438.69 3,610.62 3,791.15
Office Assistant III 11 3,118.99 3,274.94 3,438.69 3,610.62 3,791.15
WWTP Operator in Training 11 3,118.99 3,274.94 3,438.69 3,610.62 3,791.15
Registered Veterinary Technician 12 3,196.97 3,356.82 3,524.66 3,700.89 3,885.93
Administrative Secretary 13 3,274.94 3,438.69 3,610.62 3,791.15 3,980.71
Administrative Support Assistant 13 3,274.94 3,438.69 3,610.62 3,791.15 3,980.71
Building Maintenance Specialist 13 3,274.94 3,438.69 3,610.62 3,791.15 3,980.71
Engineering Technician I 13 3,274.94 3,438.69 3,610.62 3,791.15 3,980.71
Maintenance Worker II 13 3,274.94 3,438.69 3,610.62 3,791.15 3,980.71
Zookeeper II 13 3,274.94 3,438.69 3,610.62 3,791.15 3,980.71
Technical Support Specialist 14 3,356.82 3,524.66 3,700.89 3,885.93 4,080.23
Maintenance Worker II - Pesticide Appl.15 3,438.69 3,610.62 3,791.15 3,980.71 4,179.75
WWTP Operator I 16 3,524.66 3,700.89 3,885.93 4,080.23 4,284.24
Engineering Technician II 18 3,700.89 3,885.93 4,080.23 4,284.24 4,498.45
Recreation Coordinator 18 3,700.89 3,885.93 4,080.23 4,284.24 4,498.45
Senior Building Maintenance Specialist 18 3,700.89 3,885.93 4,080.23 4,284.24 4,498.45
Senior Zookeeper 19 3,791.15 3,980.71 4,179.75 4,388.74 4,608.18
Administrative Assistant 20 3,885.93 4,080.23 4,284.24 4,498.45 4,723.37
Finance Technician 20 3,885.93 4,080.23 4,284.24 4,498.45 4,723.37
Technical Trainer II 20 3,885.93 4,080.23 4,284.24 4,498.45 4,723.37
WWTP Operator II 20 3,885.93 4,080.23 4,284.24 4,498.45 4,723.37
Building Inspector I 22 4,080.23 4,284.24 4,498.45 4,723.37 4,959.54
Inspector 22 4,080.23 4,284.24 4,498.45 4,723.37 4,959.54
Maintenance Leadworker 24 4,284.24 4,498.45 4,723.37 4,959.54 5,207.52
Assistant Planner 24 4,284.24 4,498.45 4,723.37 4,959.54 5,207.52
Senior Technical Support Specialist 24 4,284.24 4,498.45 4,723.37 4,959.54 5,207.52
WWTP Operator III 24 4,284.24 4,498.45 4,723.37 4,959.54 5,207.52
GIS Analyst I 25 4,388.74 4,608.18 4,838.59 5,080.52 5,334.55
Building Inspector II 26 4,498.45 4,723.37 4,959.54 5,207.52 5,467.90
Bldg Inspector / Plans Examiner 27 4,608.18 4,838.59 5,080.52 5,334.55 5,601.28
Associate Planner 30 4,959.54 5,207.52 5,467.90 5,741.30 6,028.37
Senior Planner 34 5,467.90 5,741.30 6,028.37 6,329.79 6,646.28
ITEM NUMBER: A-5
DATE: 10/27/15
ATTACHMENT: 3
Local 620 SEIU Atascadero Chapter
City of Atascadero
Date: ____________________________ Date: ____________________________
By: ____________________________
SEIU
By: ____________________________
Rachelle Rickard, City Manager
Date: ____________________________ Date: ____________________________
By: ____________________________
SEIU
By: ____________________________
Tom O’Malley, Mayor
Date: ____________________________
By: ____________________________
SEIU
Date: ____________________________
By: ____________________________
SEIU
ITEM NUMBER: A-5
DATE: 10/27/15
ATTACHMENT: 4
DRAFT RESOLUTION
RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF ATASCADERO ESTABLISHING THE COMPENSATION AND
BENEFIT PLAN FOR NON-REPRESENTED PROFESSIONAL AND
MANAGEMENT WORKERS AND CONFIDENTIAL EMPLOYEES,
EFFECTIVE JULY 1, 2015 – JUNE 30, 2016
WHEREAS, the Government Code of the State of California prescribes a procedure for
discussing and resolving matters regarding wages, hours and other terms and conditions of
employment; and
WHEREAS, the City Personnel System Rules provided for a Compensation Plan; and
WHEREAS, the City desires to set forth salaries and benefits for Non-Represented
Professional and Management workers and Confidential employees;
WHEREAS, the City Council adopted Resolution 20132014-051 on June 25, 2013July
8, 2014 establishing the compensation and benefit plan for Non-Represented Professional and
Management workers and Confidential employees;
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
Atascadero that all prior Resolutions for Non-Represented employees are repealed; and the
Professional and Management workers and Confidential employees Compensation and Benefit
Plan is hereby established as follows:
Positions
The following positions are included in this Resolution. The City Manager and Department
Heads have individual employment agreements defining other terms and conditions of
employment not described herein.
Executive Management Positions
Administrative Services Director
Deputy City Manager
City Manager
Community Development Director
Fire Chief
Police Chief
Public Works Director
ITEM NUMBER: A-5
DATE: 10/27/15
ATTACHMENT: 4
Management Positions
Deputy Administrative Services Director
Deputy Community Development Director
Deputy Public Works Director
Information Technology Manager
Police Commander
Zoo Director
Confidential (Includes only designated positions within the classifications)
Accounting Specialist
Administrative Assistant
Finance Technician
Management Analyst I
Personnel Specialist
Salaries
This two (2)one (1) year agreement resolution shall provide salary increases according to the
following formula and schedule:
Year 1 (effective July 1, 2014) –. Police Chief, Police Commander and Fire Chief shall receive a
4.3% salary increase. All other positions covered by this resolution shall receive a 1.5% salary
increase.
Year 2 (effective July 1, 2015)- all positions covered by this resolution shall receive no (zero
percent) salary increase in this period.
Effective July 1, 2015 all positions covered by this resolution shall receive a 2.0% (two percent)
salary increase.
Effective July 1, 2015, in addition to the 2.0% salary increase provided to all positions, the
following positions shall also receive a 5% (five percent) inequity adjustment:
Deputy Community Development Director
Information Technology Manager
ITEM NUMBER: A-5
DATE: 10/27/15
ATTACHMENT: 4
The following monthly salaries are effective July 1, 20142015:
CLASSIFICATION RANGE STEP A STEP B STEP C STEP D STEP E
Accounting Specialist - Confidential 24c 4,388.74 4,608.18 4,838.59 5,080.52 5,334.55
Administrative Assistant - Confidential 20c 3,980.71 4,179.75 4,388.74 4,608.18 4,838.59
Administrative Services Director M54 9,024.41 9,475.63 9,949.41 10,446.88 10,969.22
City Manager CM65 11,730.93 12,317.48 12,933.35 13,580.02 14,259.02
Community Development Director M54 9,024.41 9,475.63 9,949.41 10,446.88 10,969.22
Deputy Administrative Services Director M44 7,070.87 7,424.41 7,795.63 8,185.41 8,594.68
Deputy City Manager M44 7,070.87 7,424.41 7,795.63 8,185.41 8,594.68
Deputy Community Development
Director
M46 7,424.41 7,795.63 8,185.41 8,594.68 9,024.41
Deputy Public Works Director M44 7,070.87 7,424.41 7,795.63 8,185.41 8,594.68
Finance Technician - Confidential 20c 3,980.71 4,179.75 4,388.74 4,608.18 4,838.59
Fire Chief FC59 10,187.83 10,697.22 11,232.08 11,793.68 12,383.36
Information Technology Manager 40 6,329.79 6,646.28 6,978.59 7,327.52 7,693.90
Management Analyst I- Confidential 24c 4,388.74 4,608.18 4,838.59 5,080.52 5,334.55
Personnel Specialist- Confidential 24c 4,388.74 4,608.18 4,838.59 5,080.52 5,334.55
Police Chief PC59 10,187.83 10,697.22 11,232.08 11,793.68 12,383.36
Police Commander PC49 7,982.44 8,381.56 8,800.64 9,240.67 9,702.70
Public Works Director M54 9,024.41 9,475.63 9,949.41 10,446.88 10,969.22
Zoo Director M39 6,260.80 6,573.84 6,902.53 7,247.66 7,610.04
CLASSIFICATION STEP A STEP B STEP C STEP D STEP E
Accounting Specialist - Confidential 4,302.67 4,517.80 4,743.69 4,980.87 5,229.91
Administrative Assistant - Confidential 3,902.65 4,097.78 4,302.67 4,517.80 4,743.69
Administrative Services Director 8,847.48 9,289.85 9,754.34 10,242.06 10,754.16
City Manager 11,500.91 12,075.96 12,679.76 13,313.75 13,979.44
Community Development Director 8,847.48 9,289.85 9,754.34 10,242.06 10,754.16
Deputy Administrative Services Director 6,932.23 7,278.84 7,642.78 8,024.92 8,426.17
Deputy City Manager 6,932.23 7,278.84 7,642.78 8,024.92 8,426.17
Deputy Community Development 6,932.23 7,278.84 7,642.78 8,024.92 8,426.17
Deputy Public Works Director 6,932.23 7,278.84 7,642.78 8,024.92 8,426.17
Finance Technician - Confidential 3,902.65 4,097.78 4,302.67 4,517.80 4,743.69
Fire Chief 9,988.07 10,487.47 11,011.84 11,562.43 12,140.55
Information Technology Manager 5,910.16 6,205.67 6,515.95 6,841.75 7,183.84
Management Analyst I- Confidential 4,302.67 4,517.80 4,743.69 4,980.87 5,229.91
Personnel Specialist- Confidential 4,302.67 4,517.80 4,743.69 4,980.87 5,229.91
Police Chief 9,988.07 10,487.47 11,011.84 11,562.43 12,140.55
Police Commander 7,825.91 8,217.21 8,628.07 9,059.47 9,512.44
Public Works Director 8,847.48 9,289.85 9,754.34 10,242.06 10,754.16
Zoo Director 6,138.04 6,444.94 6,767.19 7,105.55 7,460.83
ITEM NUMBER: A-5
DATE: 10/27/15
ATTACHMENT: 4
In the interest of assisting with balancing the budget, a Voluntary Salary Reduction in Exchange
for Furlough Leave Program (Program) was instituted for executive management as of July 1,
2009.
Effective July 1, 2015 tThe Program will remain in placeis amended as follows:
Executive management salaries will be reduced from 1% - 3%.5 – 1.5% from the base level
salaries (July 1, 2008 2015 levels) listed above. The percentage of reduction shall be at the
employee’s discretion, but not be below 1.5% or above 31.5%. In exchange for this reduction,
executive management employees will receive a pro-rata number of hours of furlough leave. For
each 1.5% of reduction, employees shall receive 20.6710.34 hours to a maximum of 62 31 hours
of furlough leave per fiscal year. This furlough leave cannot be exchanged for cash and cannot
be carried over past the end of each fiscal year. If an Executive Management employee separates
from the City during the period of this resolution, leave and other related payouts will be made
based on the salary schedule above and will not be adjusted for the furlough reduction.
Work Period
The normal work period for non-exempt employees shall be seven (7) days with a maximum
non-overtime of forty (40) hours.
Overtime Rate
Overtime for non-exempt employees, shall be compensated at the rate of time and one-half the
regular rate of pay. All overtime shall be recorded and paid in the following manner:
1 to 15 minutes, overtime compensation – ¼ hour
16 to 30 minutes, overtime compensation – ½ hour
31 to 45 minutes, overtime compensation – ¾ hour
46 to 60 minutes, overtime compensation – 1 hour
Overtime Hours Paid
Overtime for non-exempt employees shall be paid after forty (40) hours worked in a work
period. Paid time off shall be considered time worked for overtime purposes.
Schools/Training/Conferences
Hours traveling, studying, or evening classes, etc., when a non-exempt employee is attending an
out-of-town school shall be paid in accordance with all FLSA provisions.
Compensatory Time (CT)
Notwithstanding the provisions of this section, non-exempt employees may be granted CT for
overtime credit computed at time and one-half at the mutual convenience of the City and the
employee. Non-exempt employees may accumulate a maximum of eighty (80) hours in their CT
account.
ITEM NUMBER: A-5
DATE: 10/27/15
ATTACHMENT: 4
Scheduling Compensatory Time
Requests to use CT shall be granted with due regard for operational necessity such as staffing
levels.
Deferred Compensation
The City will match an eligible employee’s contribution to a deferred compensation program.
The match will be up to a maximum of $1,000 annually for executive management employees
and $500 annually for management employees. All deferred compensation contributions are
fully vested in the employee and shall not be available to the City.
Health Benefits
1. Effective January 1, 2015, Ffor unit members who elect to have “Family” coverage, the
City shall pay an amount not to exceed $1,366.05$1,461.23 per month for employees
electing PPO Family coverage and no more than $1,326.52$1,421.70 per month for
employees electing HMO Family coverage. The City contribution shall go toward the
cost of all medical, dental, vision and life insurance benefit premiums for the unit
member employee and dependents. City shall pay for increased costs to medical, dental,
vision and life insurance premiums for the employee and fifty percent (50%) of increased
costs for dependents based upon HMO plan costs.
2. Effective January 1, 2015, Ffor unit members who elect to have ‘Employee +1” coverage,
the City shall pay an amount not to exceed $1,219.17$1,112.23 per month for employees
electing PPO Employee +1 coverage and no more than $1,014.13$1,093.98 per month for
employees electing HMO Employee +1 coverage. The City contribution shall go toward
the cost of all medical, dental, vision and life insurance benefit premiums for the unit
member employee and dependent. City shall pay for increased costs to medical, dental,
vision and life insurance premiums for the employee and fifty percent (50%) of increased
costs for the dependent based upon HMO plan costs.
3. Effective January 1, 2015, Ffor unit members who elect to have “Employee Only”
coverage, the City shall pay amount not to exceed $914.39$810.34 per month for
employees electing PPO Employee Only coverage and no more than $775.46$828.92 per
month for employees electing HMO Employee Only coverage. The City contribution
shall go toward the cost of all medical, dental, vision and life insurance benefit premiums
for the unit member employee for the term of this agreement. City shall pay for increased
costs to medical, dental, vision and life insurance premiums for the employee based upon
the HMO plan costs.
Available funds remaining from the City’s contribution toward insurance coverage shall
be paid to an employee hired on or before September 1, 2000 as additional compensation.
This amount shall not exceed $246.76 per month.
ITEM NUMBER: A-5
DATE: 10/27/15
ATTACHMENT: 4
4. The City of Atascadero has established a Post Retirement Health Benefit for Executive
Management and Council (City Council, City Manager and Department Heads). The
City agrees to reimburse the retiree for retiree and/or retiree’s dependent health
(medical/dental/ vision) insurance premiums, disability insurance, long-term health care
or life insurance premiums in a method determined by the Administrative Services
Director following retirement.
The program parameters are:
The benefit is available upon retirement from PERS or other similar retirement
program after age 50;
The employee must have served for 8 years with the City of Atascadero;
The benefit extends between the date of retirement and age 65;
The current benefit is $200.00 monthly.
Life Insurance
The City shall provide a term life insurance policy on each employee (Executive Management,
Management, Confidential and Council) in the amount of Fifty-Thousand Dollars ($50,000).
Any employees currently provided a policy for a lesser amount shall begin receiving a policy in
the amount of $50,000 beginning with the next open enrollment or policy change, whichever
comes sooner.
The City shall provide a term life insurance policy for each eligible dependent enrolled in health
coverage in the amount of One Thousand Dollars ($1,000) per dependent.
Long-Term Disability Insurance
The City shall provide a City-paid program to provide Long-Term Disability Insurance for
Executive Management and Management employees.
State Disability Insurance
The City provides State Disability Insurance as a payroll deduction for each employee in the
Confidental classification only. State Disability Insurance shall be integrated with sick leave
with the objective of providing full compensation.
Leave
Administrative Leave. Executive Management Employees, and Management Employees will
receive Administrative Leave, which will vest as of July 1 annually. Except as provided below,
Administrative Leave will not be carried over or accrue from one fiscal year to the next. If an
employee is unable to use his/her Administrative Leave prior to the end of the fiscal year for
work related reasons beyond his/her control, said leave will be carried over into the next fiscal
year for a period not to exceed three (3) months. Said time will be available to the employee for
use during that period, but will not be accrued for the purpose of payoff in the event of
termination. In the event an employee covered by this Agreement is employed after January 1 of
ITEM NUMBER: A-5
DATE: 10/27/15
ATTACHMENT: 4
the fiscal year, the employee shall be eligible for one half of their annual allotment of
Administrative Leave. Employees shall receive Administrative Leave at the following annual
rates:
Executive Management shall receive 80 hours.
Management Employees shall receive 48 hours.
Furlough Leave. Executive Management Employees will receive 20.67- 6210.4 - 31 hours of
Furlough Leave, as discussed under the Salaries section of this Resolution. This leave will vest
as of July 1 annually.
Vacation Leave. Employees shall receive vacation leave consistent with the Personnel System
Rules.
Holidays. The City shall recognize the following days as official City holidays:
Holiday Day Observed
New Year's Day January 1
Martin Luther King, Jr. Birthday 3rd Monday in January
Presidents’ Day 3rd Monday in February
Memorial Day Last Monday in May
Independence Day July 4th
Labor Day 1st Monday in September
Veteran's Day November 11
Thanksgiving Day 4th Thursday in November
Day After Thanksgiving Friday after Thanksgiving
Christmas Eve Day December 24
Christmas Day December 25
"Floating" Holiday Off As Scheduled; Accrues January 1
Each unit member employed by the City as of January 1st of each year shall be eligible for one
floating holiday (8 hours). Floating holidays must have prior department approval and shall be
consistent with the efficient operation of the department. The floating holiday may be used
between January 1 and December 31 of each year.
Sick Leave.
1. Sick leave accumulates at a rate of 3.69 hours per pay period. There is no limit to the
accumulation.
2. Stay Well Bonus. Employees with 384 or more hours of accumulated sick leave shall be
eligible for the Stay Well Bonus. The Stay Well Bonus will be implemented as follows:
a. The sick leave pay-off will occur during the twelve- (12) month period beginning the first
day after the second pay period in October and ending on the last day of the second pay
period in October of the following year after an employee has accumulated and
maintained 384 hours of sick leave.
ITEM NUMBER: A-5
DATE: 10/27/15
ATTACHMENT: 4
b. Once the eligibility requirements have been met, an employee may opt to receive a pay-
off equal to one-third (1/3) of the unused annual allotment of sick leave. (The annual
allotment is 95.94 hours).
c. Checks will be prepared by December 15 of each year.
3. Sick Leave Payback. When an executive mana gement employee, a management employee
or confidential employee terminates employment in good standing, after five (5) years of
continuous service, he/she shall be paid one-half of his/her accumulated Sick Leave.
4. In any calendar year, up to two days (16 hours) of sick leave may be used for personal
reasons without explanation. These days are not intended as vacation days and may not be
used to extend vacations or holidays.
Bereavement Leave
Employees shall be granted bereavement leave pursuant to the City of Atascadero Personnel
System Rules.
The City shall provide up to twenty-four (24) hours of paid bereavement leave for bereavement
purposes. Bereavement purposes include (1) the death of a member of the employee’s immediate
family, and (2) the critical illness of a member of the employee’s immediate family where death
appears to be imminent. The amount of bereavement leave provided under this section is twenty
four (24) hours per family member.
The employee may be required to submit proof of a relative's death or critical illness before final
approval of leave is granted.
For purposes of this section, “immediate family” means: spouse or domestic partner, parent
(including biological, foster, or adoptive parent, a stepparent, or a legal guardian), grandparent,
grandchild, child (including biological, foster, or adopted child, a stepchild, a legal ward, a child
of a domestic partner, or a child of a person standing in loco parentis), brother, sister, aunt, uncle,
son-in-law, daughter-in-law, mother-in-law, father-in-law, brother-in-law, sister-in-law or
significant other.
Twenty-four (24) hours of the paid absence shall be considered "bereavement leave", and any
remaining time shall be from other paid time off available to the employee.
When an employee has exhausted the bereavement leave provided in this section, the employee
may submit a request to his/her Department Head and request additional time off work. If
approved, the employee must use their other accrued paid leave. The employee may elect which
accrued paid leave he/she shall use during the additional leave. However, the employee may not
use more than forty (40) hours of accrued sick leave for bereavement purposes. If the additional
leave approved by the Department Head is longer than forty (40) hours, the employee is required
to use accrued paid leave other than sick leave.
ITEM NUMBER: A-5
DATE: 10/27/15
ATTACHMENT: 4
Retirement
CalPERS Non-Sworn Miscellaneous Members (as defined by CalPERS)
a. Non-Sworn Miscellaneous Member employees (as defined by CalPERS) are provided
retirement benefits through the California Public Employees Retirement System
(CalPERS).
TIER 1
Non-sworn Miscellaneous Member employees hired on or before July 14, 2012 are
provided benefits pursuant to the 2.5% @ 55 Benefit Formula (Government Code Section
21354.4), Final Compensation 1 Year (G.C. Section 20042) and Unused Sick Leave
Credit (G.C. Section 20965). The City will pay 3.3% (three point three percent) of the
Non-sworn Miscellaneous Member employee contribution of 8% (eight percent). Non-
sworn Miscellaneous Member employees will pay the remaining 4.7% (four point seven
percent) of the employee contribution.
TIER 2
Non-sworn Miscellaneous Member employees hired between July 14, 2012 and
December 31, 2012, and Non-sworn Miscellaneous Member employees hired on or after
January 1, 2013 who meet the definition of a Classic Member under CalPERS, are
provided benefits pursuant to the 2% @ 55 Benefit Formula (G.C. Section 21354), Final
Compensation 3 Year (G.C. Section 20037) and Unused Sick Leave Credit (G.C. Section
20965). The City will pay 2.3% (two point three percent) of the Non-sworn
Miscellaneous Member employee contribution of 7% (seven percent). Non-sworn
Miscellaneous Member employees will pay the remaining 4.7% (four point seven
percent) of the employee contribution.
TIER 3
Pursuant to the California Public Employees’ Pension Reform Act of 2013 (PEPRA),
Non-sworn Miscellaneous Member employees hired on or after January 1, 2013 who
meet the definition of a CalPERS new member under PEPRA are provided benefits
pursuant to 2% @ 62 Benefit Formula (G.C. Section 7522.20) with Final Compensation 3
Year (G.C. Section 20037). The Non-sworn Miscellaneous Member employee will pay a
member contribution rate of 50% (fifty percent) of the expected normal cost rate.
b. The City shall provide CalPERS the Post Retirement Survivor benefit for Miscellaneous
Members.
c. Employee contributions shall be contributed to CalPERS on a pre-tax basis.
CalPERS Sworn Safety Members (as defined by CalPERS)
a. Sworn Safety Member employees (as defined by CalPERS) are provided retirement
ITEM NUMBER: A-5
DATE: 10/27/15
ATTACHMENT: 4
benefits through the California Public Employees Retirement System (CalPERS).
TIER 1
Sworn Safety Member employees hired on or before July 14, 2012 are provided benefits
pursuant to the 3% @ 50 Benefit Formula (Government Code Section 21362.2), Final
Compensation 1 Year (G.C. Section 20042) and Unused Sick Leave Credit (G.C. Section
20965). The City will pay 0% (zero percent) of the Sworn Safety Member employee
contribution of 9% (nine percent). Sworn Safety Member employees will pay the
employee contribution of 9% (nine percent).
TIER 2
Sworn Safety Member employees hired between July 14, 2012 and December 31, 2012,
and Sworn Safety Member employees hired on or after January 1, 2013 who meet the
definition of a Classic Member under CalPERS, are provided benefits pursuant to the 3%
@ 55 Benefit Formula (G.C. Section 21363.1), Final Compensation 3 Year (G.C. Section
20037) and Unused Sick Leave Credit (G.C. Section 20965). The City will pay 0% (zero
percent) of the Sworn Safety Member employee contribution of 9% (nine percent).
Sworn Safet y Member employees will pay the employee contribution of 9% (nine
percent).
TIER 3
Pursuant to the California Public Employees’ Pension Reform Act of 2013 (PEPRA),
Sworn Safety Member employees including hired on or after January 1, 2013 who meet
the definition of a CalPERS new member under PEPRA are provided benefits pursuant to
the 2.7% @ 57 Benefit Formula (G.C. Section 7522.25(d)) with Final Compensation 3
Year (G.C. Section 20037). The Sworn Safety Member employee will pay a member
contribution rate of 50% (fifty percent) of the expected normal cost rate.
b. The CalPERS retirement for Sworn Safety Members (as defined by CalPERS) includes
Level Four (4) of the 1959 Survivor’s Benefit. The employees shall pay the monthly cost
of the benefit.
c. Employee contributions shall be contributed to CalPERS on a pre-tax basis
Education Incentive Pay
Employees shall be reimbursed up to $1,600.00 per fiscal year for books, tuition and related
educational expenses for attending college or other professional training, providing the
coursework is job-related, and the employee received a passing grade.
Uniform/Safety Equipment Allowance
a. The City shall provide an annual uniform allowance of eight hundred dollars ($800) for
Police Chief and Commanders, and eight hundred fifty dollars ($850) for the Fire Chief.
Upon initial hire the employee will receive $800/$850. In the second year the amount will be
prorated based upon the actual number of months employed in the prior year. When an
employee separates from the City the Uniform Allowance will be prorated based upon the
ITEM NUMBER: A-5
DATE: 10/27/15
ATTACHMENT: 4
number of months worked in the then current fiscal year.
b. The City will make a lump sum payment of the uniform allowance no later than the second
payday in July.
c. Uniforms damaged on duty shall be replaced as prorated by the Police Chief. Employees are
required to seek reimbursement through the courts with all practical diligence.
d. The City shall make available a bulletproof vest. Employees requesting a vest shall certify
that they will wear the vest at all times, except in extreme climatic conditions. Vests shall be
replaced or refurbished on an as needed basis as determined by th e Chief of Police.
Employees already owning a vest shall continue to use them until repair or refurbishment
becomes necessary, as determined by the Chief of Police.
e. Rain boots - The City shall comply with the requirements of CAL/OSHA as it relates to
providing rain gear including rain boots.
Reopener
The City and the management and confidential employees agrees to reopen the resolution for
Year 2 (fiscal year 2015/2016) if the fiscal year 2014/2015 General Fund total tax revenue,
(excluding any new tax revenue generated by the potential sales tax ballot measure,) exceeds
$13,131,570. Per page D7 of the budget document, the 2014/2015 total General Fund Tax
Revenue is currently projected at $12,881,570. Finance staff will produce a document showing
estimated 2014/2015 general fund tax revenues in April of 2015 and a document showing actual
2014/2015 general fund tax revenues in October of 2015. If either of these documents show that
2014/2015 general fund tax revenues exceed the current budget projection of $12,881,570 by
$250,000 negotiations will be reopened at that time.
On motion by and seconded by , the foregoing resolution is
hereby adopted in its entirety by the following roll call vote:
AYES:
NOES:
ABSENT:
ADOPTED:
CITY OF ATASCADERO
______________________________
Tom O’Malley, Mayor
ATTEST:
ITEM NUMBER: A-5
DATE: 10/27/15
ATTACHMENT: 4
_______________________________________
Marcia McClure Torgerson, C.M.C., City Clerk
APPROVED AS TO FORM:
_______________________________________
Brian A. Pierik, City Attorney
CLASSIFICATION RANGE STEP A STEP B STEP C STEP D STEP E
Account Clerk I 7 2,829.02 2,970.47 3,118.99 3,274.94 3,438.69
Account Clerk II 11 3,118.99 3,274.94 3,438.69 3,610.62 3,791.15
Accounting Specialist - Confidential 24c 4,388.74 4,608.18 4,838.59 5,080.52 5,334.55
Administrative Assistant 20 3,885.93 4,080.23 4,284.24 4,498.45 4,723.37
Administrative Assistant - Confidential 20c 3,980.71 4,179.75 4,388.74 4,608.18 4,838.59
Administrative Secretary 13 3,274.94 3,438.69 3,610.62 3,791.15 3,980.71
Administrative Services Director M54 9,024.41 9,475.63 9,949.41 10,446.88 10,969.22
Administrative Support Assistant 13 3,274.94 3,438.69 3,610.62 3,791.15 3,980.71
Assistant Planner 24 4,284.24 4,498.45 4,723.37 4,959.54 5,207.52
Associate Civil Engineer 37 5,881.34 6,175.41 6,484.18 6,808.39 7,148.81
Associate Civil Engineer - Registered
Engineer 41 6,484.18 6,808.39 7,148.81 7,506.25 7,881.56
Associate Planner 30 4,959.54 5,207.52 5,467.90 5,741.30 6,028.37
Bldg Inspector / Plans Examiner 27 4,608.18 4,838.59 5,080.52 5,334.55 5,601.28
Building Inspector I 22 4,080.23 4,284.24 4,498.45 4,723.37 4,959.54
Building Inspector II 26 4,498.45 4,723.37 4,959.54 5,207.52 5,467.90
Building Maintenance Specialist 13 3,274.94 3,438.69 3,610.62 3,791.15 3,980.71
Building Maintenance Supervisor 27 4,608.18 4,838.59 5,080.52 5,334.55 5,601.28
Capital Projects Manager 31 5,080.52 5,334.55 5,601.28 5,881.34 6,175.41
Central Receptionist 11 3,118.99 3,274.94 3,438.69 3,610.62 3,791.15
City Manager CM65 11,730.93 12,317.48 12,933.35 13,580.02 14,259.02
Community Development Director M54 9,024.41 9,475.63 9,949.41 10,446.88 10,969.22
Corporal PD35 5,561.73 5,839.82 6,131.81 6,438.40 6,760.32
Corporal - Intermediate POST PD35I 5,700.78 5,985.82 6,285.11 6,599.37 6,929.34
Corporal- Advanced POST PD35A 5,839.82 6,131.81 6,438.40 6,760.32 7,098.34
Deputy Administrative Services Director M44 7,070.87 7,424.41 7,795.63 8,185.41 8,594.68
Deputy City Manager M44 7,070.87 7,424.41 7,795.63 8,185.41 8,594.68
Deputy Community Development Director M46 7,424.41 7,795.63 8,185.41 8,594.68 9,024.41
Deputy Public Works Director M44 7,070.87 7,424.41 7,795.63 8,185.41 8,594.68
Engineering Technician I 13 3,274.94 3,438.69 3,610.62 3,791.15 3,980.71
Engineering Technician II 18 3,700.89 3,885.93 4,080.23 4,284.24 4,498.45
Finance Technician 20 3,885.93 4,080.23 4,284.24 4,498.45 4,723.37
Finance Technician - Confidential 20c 3,980.71 4,179.75 4,388.74 4,608.18 4,838.59
Fire Captain F40 6,285.11 6,599.37 6,929.34 7,275.81 7,639.60
Fire Captain/ Haz Mat Specialist F40H 6,410.81 6,731.35 7,067.92 7,421.32 7,792.39
Fire Captain/Paramedic F40P 6,913.62 7,259.30 7,622.27 8,003.38 8,403.55
Fire Captain/Paramedic/HazMat Spec.F40HP 7,039.32 7,391.29 7,760.85 8,148.89 8,556.33
Fire Chief FC59 10,187.83 10,697.22 11,232.08 11,793.68 12,383.36
Fire Engineer F33 5,296.90 5,561.75 5,839.84 6,131.83 6,438.42
Fire Engineer/ Haz Mat Specialist F33H 5,402.84 5,672.98 5,956.63 6,254.46 6,567.18
Fire Engineer/Paramedic F33P 5,826.59 6,117.92 6,423.82 6,745.01 7,082.26
Fire Engineer/Paramedic/HazMat Spec.F33HP 5,932.53 6,229.16 6,540.62 6,867.65 7,211.03
Fire Marshal F40 6,285.11 6,599.37 6,929.34 7,275.81 7,639.60
Fire Marshal / Haz Mat Specialist F40H 6,410.81 6,731.35 7,067.92 7,421.32 7,792.39
Firefighter F30 4,924.55 5,170.77 5,429.31 5,700.78 5,985.82
Firefighter/ Haz Mat Specialist F30H 5,023.04 5,274.19 5,537.90 5,814.80 6,105.54
SALARY WORKSHEET
MONTHLY
July 1, 2015
ITEM NUMBER: A-5 DATE: 10/27/15 ATTACHMENT: 5
Firefighter/Paramedic F30P 5,417.00 5,687.85 5,972.24 6,270.85 6,584.39
Firefighter/Paramedic/HazMat Spec.F30HP 5,515.49 5,791.26 6,080.82 6,384.86 6,704.10
GIS Analyst I 25 4,388.74 4,608.18 4,838.59 5,080.52 5,334.55
Information Technology Manager 40 6,329.79 6,646.28 6,978.59 7,327.52 7,693.90
Inspector 22 4,080.23 4,284.24 4,498.45 4,723.37 4,959.54
Maintenance Leadworker 24 4,284.24 4,498.45 4,723.37 4,959.54 5,207.52
Maintenance Worker I 8 2,899.74 3,044.73 3,196.97 3,356.82 3,524.66
Maintenance Worker II 13 3,274.94 3,438.69 3,610.62 3,791.15 3,980.71
Maintenance Worker II - Pesticide Appl.15 3,438.69 3,610.62 3,791.15 3,980.71 4,179.75
Management Analyst I- Confidential 24c 4,388.74 4,608.18 4,838.59 5,080.52 5,334.55
Office Assistant I 5 2,694.30 2,829.02 2,970.47 3,118.99 3,274.94
Office Assistant II 9 2,970.47 3,118.99 3,274.94 3,438.69 3,610.62
Office Assistant III 11 3,118.99 3,274.94 3,438.69 3,610.62 3,791.15
Personnel Specialist- Confidential 24c 4,388.74 4,608.18 4,838.59 5,080.52 5,334.55
Police Chief PC59 10,187.83 10,697.22 11,232.08 11,793.68 12,383.36
Police Officer PD31 5,044.66 5,296.89 5,561.73 5,839.82 6,131.81
Police Officer - Advanced POST PD31A 5,296.89 5,561.73 5,839.82 6,131.81 6,438.40
Police Officer - Intermediate POST PD31I 5,170.78 5,429.32 5,700.79 5,985.83 6,285.12
Police Officer Recruit SS21 3,914.72 4,110.46 4,315.98 4,531.78 4,758.37
Police Records Technician SS14 3,301.17 3,466.23 3,639.54 3,821.52 4,012.60
Police Sergeant PD40 6,285.09 6,599.34 6,929.31 7,275.78 7,639.57
Police Sergeant - Advanced POST PD40A 6,442.22 6,764.33 7,102.55 7,457.68 7,830.56
Police Sergeant - Supervisory POST PD40S 6,599.34 6,929.31 7,275.78 7,639.57 8,021.55
Property Evidence Specialist SS25 4,315.98 4,531.78 4,758.37 4,996.29 5,246.10
Property Evidence Specialist - EMD SS25E 4,365.98 4,584.28 4,813.49 5,054.16 5,306.87
Property Evidence Specialist
- EMD with Longevity
SS25EL 4,581.78 4,810.87 5,051.41 5,303.98 5,569.18
Property Evidence Specialist
w/Longevity
SS25L 4,531.78 4,758.37 4,996.29 5,246.10 5,508.41
Public Works Director M54 9,024.41 9,475.63 9,949.41 10,446.88 10,969.22
Public Works Operations Manager 34 5,467.90 5,741.30 6,028.37 6,329.79 6,646.28
Recreation Coordinator 18 3,700.89 3,885.93 4,080.23 4,284.24 4,498.45
Recreation Supervisor 26 4,498.45 4,723.37 4,959.54 5,207.52 5,467.90
Registered Veterinary Technician 12 3,196.97 3,356.82 3,524.66 3,700.89 3,885.93
Senior Building Inspector 31 5,080.52 5,334.55 5,601.28 5,881.34 6,175.41
Senior Building Maintenance Specialist 18 3,700.89 3,885.93 4,080.23 4,284.24 4,498.45
Senior Planner 34 5,467.90 5,741.30 6,028.37 6,329.79 6,646.28
Senior Property Evidence Specialist SS32 4,996.29 5,246.10 5,508.41 5,783.83 6,073.02
Senior Property Evidence Specialist - EMD SS32E 5,046.29 5,298.60 5,563.53 5,841.71 6,133.80
Senior Property Evidence Specialist
- EMD with Longevity
SS32EL 5,296.10 5,560.91 5,838.96 6,130.91 6,437.46
Senior Property Evidence Specialist
w/Longevity
SS32L 5,246.10 5,508.41 5,783.83 6,073.02 6,376.67
Senior Technical Support Specialist 24 4,284.24 4,498.45 4,723.37 4,959.54 5,207.52
Senior Zookeeper 19 3,791.15 3,980.71 4,179.75 4,388.74 4,608.18
Support Services Lead Technician SS24 4,213.22 4,423.88 4,645.07 4,877.32 5,121.19
Support Services Lead Technician
w/ Longevity
SS24L 4,423.88 4,645.07 4,877.32 5,121.19 5,377.25
Support Services Lead Technician
- EMD
SS24E 4,263.22 4,476.38 4,700.20 4,935.21 5,181.97
Support Services Lead Technician
- EMD with Longevity
SS24EL 4,473.88 4,697.57 4,932.45 5,179.07 5,438.02
Support Services Supervisor SS33 5,246.10 5,508.41 5,783.83 6,073.02 6,376.67
Support Services Supervisor - EMD SS33E 5,296.10 5,560.91 5,838.96 6,130.91 6,437.46
Support Services Supervisor - EMD
with Longevity
SS33EL 5,558.41 5,836.33 6,128.15 6,434.56 6,756.29
Support Services Supervisor w/Longevity SS33L 5,508.41 5,783.83 6,073.02 6,376.67 6,695.50
Support Services Technician SS21 3,914.72 4,110.46 4,315.98 4,531.78 4,758.37
ITEM NUMBER: A-5 DATE: 10/27/15 ATTACHMENT: 5
Support Services Technician - EMD SS21E 3,964.72 4,162.96 4,371.11 4,589.67 4,819.15
Support Services Technician - EMD
with Longevity
SS21EL 4,160.46 4,368.48 4,586.90 4,816.25 5,057.06
Support Services Technician w/Longevity SS21L 4,110.46 4,315.98 4,531.78 4,758.37 4,996.29
Technical Support Specialist 14 3,356.82 3,524.66 3,700.89 3,885.93 4,080.23
Technical Trainer II 20 3,885.93 4,080.23 4,284.24 4,498.45 4,723.37
WWTP Operator I 16 3,524.66 3,700.89 3,885.93 4,080.23 4,284.24
WWTP Operator II 20 3,885.93 4,080.23 4,284.24 4,498.45 4,723.37
WWTP Operator III 24 4,284.24 4,498.45 4,723.37 4,959.54 5,207.52
WWTP Operator in Training 11 3,118.99 3,274.94 3,438.69 3,610.62 3,791.15
Zoo Director M39 6,260.80 6,573.84 6,902.53 7,247.66 7,610.04
Zoo Education Curator 9 2,970.47 3,118.99 3,274.94 3,438.69 3,610.62
Zoo Facilities Maintenance Tech.8 2,899.74 3,044.73 3,196.97 3,356.82 3,524.66
Zookeeper I 8 2,899.74 3,044.73 3,196.97 3,356.82 3,524.66
Zookeeper II 13 3,274.94 3,438.69 3,610.62 3,791.15 3,980.71
ITEM NUMBER: A-5 DATE: 10/27/15 ATTACHMENT: 5
ITEM NUMBER: C-1
DATE: 10/27/15
Atascadero City Council
Staff Report – Community Development
Charles Paddock Zoo – Monument Signage
RECOMMENDATION:
The Parks and Recreation Commission recommends Council adopt the Draft Resolution
approving the proposed monument entry sign at the Charles Paddock Zoo.
DISCUSSION:
Background: The City Council approved the Charles Paddock Zoo Master Plan in
2004. This Master Plan provides direction and guidance for plans to transform the Zoo
into a key destination point for residents and visitors. The Master Plan, similar to the
City’s General Plan or Downtown Vision Plan, is to be completed in various phases as
funding becomes available, versus completion all at once. Initial Master Plan projects
included the following:
Completion of a revamped Zoo entry;
A permanent, ADA compliant restroom facility;
A new gift-shop area / food service area;
Approval of a new Red Panda Exhibit
Recently, a statue was dedicated to Charles Paddock, the namesake and founder of the
Zoo. This statue is located at the entry of the Zoo. The statue was erected in memory of
Mr. Paddock, and to commemorate the Zoo’s 60th anniversary celebration. Private
donors provided the funding for the statue. This group recognized that with the addition
of the statue at the front of the Zoo, the front gate needed an impressive sign to
complete the entrance. This group began an additional fund raising effort to commission
a design and future construction of a Zoo monument sign.
Analysis: The proposed sign would be located at the entry of the Zoo. Currently no
signage exists at the entry of the Zoo. The proposed sign includes letters that are cutout
and raised 1” to provide added depth and character. The sign will be powder coated to
add color and is consistent with the thematic branding of the Zoo.
The proposed monument sign measures 12 -feet, 6-inches in height to the base of the
sign, with additional 3.5-feet at the top of the sign. The total sign height is 16-feet
ITEM NUMBER: C-1
DATE: 10/27/15
measured from the ground. The total sign area is approximately 56.25 square feet (sf).
The proposed signage may be removed if additional vertical clearance is required for
temporary Zoo access. The proposed sign was not included as a part of the Zoo Master
Plan.
Location of Proposed Monument Sign
ITEM NUMBER: C-1
DATE: 10/27/15
Proposed Design
The Parks and Recreation Commission has reviewed the proposed signage and
unanimously recommended approval at its October 15, 2015 meeting . Staff has
reviewed the proposed signage, and finds that the proposed signage fits with the
character and context of the existing Zoo entry and will be an added touch that provides
the Zoo prominence, as well as, a wayfinding feature for Lake Park visitors. Staff is not
recommending any changes to the proposed monument sign.
Construction Time Frame and Funding:
The private donor group who is funding the entry monument signage is also providing
the funds for construction of the sign. This group is actively seeking donations of
materials needed for construction. A building permit will be required for the sign (at no
cost) and signage installation will be completed by City Staff.
FISCAL IMPACT:
There will be a small fiscal impact for completion of the proposed the monument sign.
City staff time will be utilized for building permit review, inspections, and installation of
the proposed signage. The City will incur no costs for drafting of preliminary design
schematic, construction documents, and construction of the sign.
ITEM NUMBER: C-1
DATE: 10/27/15
ALTERNATIVES:
1. The Council may include modifications to the proposed project for approval.
2. The Council may determine that more information is needed on some aspect of
the project and may refer the item back to staff to develop the additional
information.
3. The Council may deny the project. The Council must specify the reasons for
denial of the project and make an associated finding with such action.
ATTACHMENTS:
1. Location Map
2. Black and White signage detail
3. Draft Resolution A
ITEM NUMBER: C-1
DATE: 10/27/15
Attachment 1: Location Map / Aerial Photo
Proposed Entry
monument signage
ITEM NUMBER: C-1
DATE: 10/27/15
Attachment 2: Black and White Signage Detail
ITEM NUMBER: C-1
DATE: 10/27/15
Attachment 3: Draft Resolution A
DRAFT RESOLUTION “A”
RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF ATASCADERO, CALIFORNIA
APPROVING ENTRY MONUMENT SIGNAGE
FOR THE CHARLES PADDOCK ZOO LOCATED AT APN 031-362-003
(CITY OF ATASCADERO)
WHEREAS, the City of Atascadero (6500 Palma Avenue, Atascadero, CA 93422), is
proposing installation of monument signage at the entry of the Charles Paddock Zoo; and,
WHEREAS, the City of Atascadero has recognized the need to enhance the entrance of
the zoo and provide wayfinding signage for visitors; and,
WHEREAS, private donors have recognized the need for additional monument signage
and are providing funds for the design and construction of the proposed signage; and,
WHEREAS, the Parks and Recreation held a public hearing to consider the proposed
signage on October 15, 2015 at 7:00 p.m. and considered testimony and reports from staff and
the public.
WHEREAS, the City Council held a duly noticed meeting to consider the proposed Zoo
Master Plan Amendments on October 27, 2015 at 6:00 p.m. and considered testimony and
reports from staff and the public.
NOW THEREFORE, the City Council of the City of Atascadero takes the following
actions:
SECTION 1. Project Approval. The City Council of the City of Atascadero, in a regular
session assembled on October 27, 2015 approves the following:
EXHIBIT A: Proposed Monument Signage Location
EXHIBIT B: Proposed Monument Signage Details
ITEM NUMBER: C-1
DATE: 10/27/15
On motion by Council Member ______________ and seconded by Council Member
_____________, the foregoing Resolution is hereby adopted in its entirety on the following roll
call vote:
AYES:
NOES:
ABSENT:
ADOPTED:
CITY OF ATASCADERO
By:______________________________
Tom O'Malley, Mayor
ATTEST:
_______________________________________
Marcia McClure Torgerson, C.M.C., City Clerk
APPROVED AS TO FORM:
_______________________________________
Brian A. Pierik, City Attorney
ITEM NUMBER: C-1
DATE: 10/27/15
EXHIBIT A: Proposed Monument Signage Location
9305 Pismo Avenue
ITEM NUMBER: C-1
DATE: 10/27/15
EXHIBIT B: Proposed Monument Signage details
Charles Paddock Zoo
ITEM NUMBER: C-1
DATE: 10/27/15
EXHIBIT B: Proposed Monument Signage details
Charles Paddock Zoo