HomeMy WebLinkAboutCC_2016-01-29_Agenda Packet SP
NOTICE OF SPECIAL MEETING
ATASCADERO CITY COUNCIL
Friday, January 29, 2016, 6:00 P.M.
Saturday, January 30, 2016, 8:30 A.M.
City Hall – Council Chambers
6500 Palma Avenue, Atascadero (Enter on Lewis Avenue)
*************************************
Strategic Planning Workshop
FRIDAY, JANUARY 29, 2016, 6:00 P.M.
ROLL CALL:
COMMUNITY FORUM:
[The City Council will be served dinner at 6:30 P.M. Members of the public planning to
attend should provide their own meal.]
COUNCIL WORKSHOP – STRATEGIC PLANNING
1. Strategic Planning 2015-2016 Update on Council Goals
Recommendation: Council receive and file this report.
ADJOURNMENT: The Council will adjourn to Saturday, January 30, 2016, 8:30 A.M. to
continue the Strategic Planning Workshop.
SATURDAY, JANUARY 30, 2016, 8:30 A.M.
ROLL CALL:
COUNCIL WORKSHOP – STRATEGIC PLANNING
[The City Council will be served breakfast at 8:30 A.M. and lunch at 12:00 P.M. Members of
the public planning to attend should provide their own meals.]
COUNCIL WORKSHOP CONTINUES
ADJOURNMENT: The Council will adjourn to the next Regular Session.
STATE OF CALIFORNIA )
COUNTY OF SAN LUIS OBISPO )
CITY OF ATASCADERO )
LORI KUDZMA, being fully sworn, deposes, and says: That she is the Deputy City Clerk of the City of Atascadero
and that on January 22, 2016, she caused the above Notice to be posted at the Atascadero City Hall, 6500 Palma
Avenue, Atascadero, California and was available for public review in the Customer Service Center at that
location.
LORI KUDZMA, Deputy City Clerk
City of Atascadero
ITEM NUMBER: 1
DATE: 01/29/16
Atascadero City Council
Staff Report – City Manager’s Office
Strategic Planning 2015-2016
Update on Council Goals
RECOMMENDATION:
Council receive and file this report on the progress being made relative to the City
Council’s nine goals.
DISCUSSION:
As part of the City’s strategic planning process, the City Council adopted nine goals for
the two-year, 2015-2017, budget cycle. Those goals are:
1. Economic Development
2. Connection Between the City and the Community
3. Common Sense Regulations and Reform Action Plan
4. High Quality Public Safety Services
5. Atascadero Lake Park, Pavilion, Veterans Memorial and Zoo
6. Environmental Stewardship
7. Staffing
8. Roads Program
9. Promotions
This report provides an update on the progress being made to date. The action plans
that are attached to this report highlight goals and values for each of the initiatives. The
values were developed by the Council as the guiding principles for implementation.
Progress on the goals is noted on each sheet.
FISCAL IMPACT:
There is no direct impact as a result of this report. The two-year budget is based on the
goals developed through the strategic planning process and includes funding for these
strategic planning goals.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENTS:
1. Action Plans 2015 - 2017
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Economic Development
Action Plan
2015-17
Actions
Focus on the development of Council identified Commercial Hot
Spots
Work to reduce the number of vacant store fronts
Build partnerships and alliances with local business interests
Invest in infrastructure that improves business in Atascadero
Actively increase traffic to local businesses through a
promotions program
Long-Term Goals
We will have thriving and healthy economic activity
We will have tourists but are not a tourist town
We will have plentiful local shopping opportunities
We will embrace and value our history
We will keep our community charm
We will have vibrant recreational opportunities for citizens
and tourists alike
We will have sound and reliable infrastructure in place
We are and will remain an attractive place to live (eclectic is
attractive)
We are and will remain proud to be Atascadero
We will maintain our open space and rural character
We will have a strong, common, driving vision for the future
We will always embrace our natural beauty
We will have adequate water
We are and always will be a safe community
We will retain our small town friendliness and feel
We will have an attractive and professional commercial
corridor
We will have popular annual events that are important to our
sense of community and economic health
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Focus on the Development of Council Identified Commercial Hot Spots
DeCou Lumber Property:
o Work with the property owner, explaining the steps it will take to create a
mixed-use commercial residential project.
COMPLETED. Staff met with the property owner in September and
October 2015 to discuss process to move forward. Brought the
Project to the City Council in December to consider authorization
for a General Plan Amendment. Staff received direction to
complete a commercial vacancy study to determine viable
commercial nodes and long-term feasibility to support those nodes.
Staff will be bringing this study to the Council in February or March.
Staff continues to work with the property owner towards a quality
project. Council determined that this location is not a “Hot Spot’
o Provide property owner with fee estimates and preliminary project
schedules.
COMPLETED. The property owner was provided with this
information in the spring. The Project, however, continues to
evolve. Staff continues to work with the owners to move the Project
forward.
o Bring conceptual sketch to DRC for review and additional options for the
property owner to move forward with additional entitlement processing.
NOT APPLICABLE: Because this Project currently requires a
General Plan Amendment, the request to authorize staff to devote
significant time to the Project goes to the entire City Council. The
initial request went to the Council in November and is expected to
be brought back in March.
West Front Village Restaurant Pads
o Continue to prioritize inspections of the shell building for the sit down
restaurant pad.
ONGOING. We continue to meet our inspection timing standards.
The contractor calls the day before for an inspection the next day
and we have been able to accommodate this. In addition, staff has
been able to meet with the contractor immediately when he needs
additional consulting or priority inspections.
o Actively work with owner to avoid delays and problems during the
construction process.
ONGOING. Planning and building staff have been pro-actively
working to ensure a smooth construction process by maintaining
communication on each process and working together to maintain
milestones with each construction phase. No delays have occurred
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
with this project and occupancy is expected to occur in the new
“Marston’s 101” restaurant by May 2016.
o Communicate regularly with the owner of the shell building to ensure that
the project is going smoothly.
ONGOING. As noted above
o Facilitate and fast track any tenant improvements that are submitted for
the new restaurant.
COMPLETED. Plans for the restaurant pad were reviewed and
approved with very quick turn-around times. Planning staff actually
reviewed tenant improvements over the counter, following DRC
comments, thereby saving several weeks in the review process.
o Work with owner of second building pad who has expressed an interest in
applying for a Conditional Use Permit (CUP) for an additional drive -
through type restaurant. Carefully review any additional entitlements such
as drive-through type facility.
ONGOING. The property owner investigated the option of the
second drive-through restaurant in Spring 2015 but has since not
pursued plans for this option. The property is still available for this
option, however the property owner is looking at other options given
the amount of remaining land available and site constraints.
o Coordinate with applicant on evaluating issues surrounding new drive -
through restaurant including traffic, site design, and neighborhood
compatibility issues.
ONGOING. Staff is waiting for the applicant to pursue development
of the remaining restaurant pad. Recent discussion with the
applicant team noted that they are weighing their options and
determining whether the site is still suitable for this use or what
other options may be marketable.
Dove Creek Commercial Parcel
o Continue to work with property owner on any potential site design or leads
for new commercial tenants at this property.
ONGOING. Staff is currently working with the applicant team on a
project that would include 90 residential units in a vertical mixed-
use layout with commercial pads. The property owner is reluctant
to move forward with a larger commercial space for this site since it
is believed that it cannot be marketed.
o Provide a handout at the counter outlining potential uses and site
information for perspective developers.
IN PROGRESS. Handouts have been created to illustrate
conceptual land uses for this site. As note above, we are currently
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
working with the project applicant team to design a potential mix of
commercial space and residential units for the site.
o Work to preserve this piece of property as a future small commercial
opportunity for the Dove Creek, Las Lomas, Eagle Ranch and other south
Atascadero neighborhoods.
IN PROGRESS. Staff is encouraging the property owner to
continue to explore commercial tenants for this site as it will act as
the only commercial space between Santa Margarita and central
Atascadero. The appropriate regional serving tenant such as a
specialty grocery store would serve surrounding neighborhoods.
This may also be a site that could accommodate some upstairs
residential units, however the additional density would trigger
additional traffic impacts and would require an amendment to the
Master Plan of Development. This action plan should be modified to
clarify what might be appropriate here given the current economic
climate.
Colony Square:
UPDATE. The “L” shaped parcel adjacent to the Rancho T motel in
Colony Square was recently purchased by a developer. Staff has
recently met with a new owner of the property to discuss moving
forward with development plans.
o Be creative in stimulating development of Colony Square.
ONGOING. Community Development and Public Works are
working together to update plans for a footbridge, plaza and
expanded parking that could serve both sunken gardens and
Colony Square. Staff is proactively working with the property owner
of Colony square to amend the development plan to respond to
current needs and to match the bridge alignment. Discussion is
also moving forward with attracting an appropriate tenant for the
Creekside Building that will provide synergy with the theatre and
the remainder of Colony Square.
o Continue to look for grant and other funding opportunities to construct a
foot bridge linking Colony Square and the Sunken Gardens area.
COMPLETED. Over $3 million in 2010 redevelopment Bond
proceeds were budgeted for this project as part of the 2015-2017
Budget. Staff is currently working with an architect and community
members to finalize the plans for this project.
o Construct the foot bridge once funding becomes available.
IN PROGRESS. Staff is to finalize plans and work towards
construction plans. A professional engineering services proposal to
complete construction plans will be brought to the City Council for
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
authorization in February or March, at which time a project update
will be given.
o Review tools to incentivize sale of the Creekside Building to the “right”
developer.
IN PROGRESS. Staff is working toward making the building
available. Staff reviewed the Property Disposition and Marketing
Plan for the building with the Successor Agency Board and the
Oversight Board. Both Boards approved the Plan and directed staff
to proceed with a Request for Qualifications (RFQ) for Broker
Services. Costs related to the sale of the building are included in
the Required Obligation Payment Schedule (ROPS), and have
been approved by the State Department of Finance (DOF).
o Sell the Creekside Building to a developer that will improve the potential of
future development of Colony Square.
IN PROGRESS. Staff will work with the new owner in Colony
Square to see if there is any synergy that can be develo ped.
Concurrently, an RFQ for Broker Services has been developed. A
contract has been entered into with a consultant, RSG, to help
advertise the RFQ and assist the City in selecting the broker.
Ideally the broker would bring a few of the top offers, of the best
future development of the property, which will be evaluated and
brought to the Successor Agency Board for approval. Final
disposition will also need to be approved by the Oversight Board
and the DOF.
o Look for opportunities to increase foot traffic in Colony Square.
ONGOING. As noted above, completing the next phase of Colony
Square on the “L” shaped parcel will provide additional synergy for
the development while adding more sidewalks, pedestrian
connections to parking areas, and a linkage to the pedestrian
bridge and Sunken Gardens.
o Improve communications with Colony Square representatives.
ONGOING. Staff has met with representatives for new Colony
Square owners and have expressed excitement and provided
flexibility in how we can move forward to complete project. Staff is
now in contact with the new property owner and we are in the
process of setting up meetings to discuss next steps.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
o Work with the developer of Colony Square to remove barriers to
development.
IN PROGRESS. There are currently no significant barriers to
complete development. Staff will continue to work to assist new
owners with any development process while providing flexibility to
move forward with existing entitlements or to modify entitlements
through a DRC process.
o Allow Colony Square to remain in the Dormant Program which provides
for lower development impact fees.
ONGOING. Colony Square remains in the Dormant Program,
which provides for lower development impact fees. Furthermore, no
additional parking or off-site improvements would be required to
continue the development as originally approved.
o Explore creative potential first floor opportunities for Building D (the
planned mixed use building).
ONGOING. Staff sent a letter to the property owner in September
2015, suggesting alternative land uses for the first floor and offering
flexibility while noting the need to maintain mixed-use and not a
pure residential project. At this time, staff is awaiting a discussion
with the property owner to facilitate opportunities.
Del Rio Commercial Area Specific Plan
o Continue to work with Caltrans on required steps for ultimate construction
of the Del Rio Road / US 101 interchange.
ONGOING. The City continues to work through Wallace Group on
the Del Rio / US 101 interchange. Staff is currently working with
Walmart on final placement of the Del Rio / El Camino Real
Roundabout prior to submittal of the interchange documents to
Caltrans. The owner of the Del Rio Marketplace property has
acquired the parcels on the northwest side of the northbound US
101 on-ramp, which is expected to facilitate future right of way
discussions.
o Continue to advocate and apply for funding for the portion of the Del Rio /
US 101 Interchange Project which is attributable to general City traffic.
ONGOING. Staff worked with SLOCOG to insure that the Project
was included in the 2016 RTIP funding cycle. Given the local and
regional significance to reduce both vehicle miles traveled (VMT)
and greenhouse gas (GHG) emissions, coupled with loca l matching
funds, the interchange project was very competitive for RTIP
funding. As reported to the Council in September 2015, the State
notified SLOCOG that their available funding would drop from the
expected $14 million to $0. The 2016 RTIP was recently approved
with the Project listed but did not include specific funding for the
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Project. Staff will continue to work with SLOCOG on possible
grants or other funds to complete the Project.
o Continue to look for ways to reduce potential costs for the Del Rio / US
101 Interchange Project.
ONGOING. Staff and Wallace Group continue to look for potential
avenues for reducing the costs for the Project. Staff has also
reached out to WalMart and the Del Rio Marketplace
representatives to look for potential coordination/cost saving ideas.
o Work with Walmart on signing improvement agreement outlining timing of
completion of road improvements and total fees to be paid.
IN PROGRESS. A draft of the agreement has been reviewed by
the City Attorney.
o Expedite to the extent feasible, building permit review including on/off -site
improvements and building shell.
NOT STARTED. Walmart has not yet submitted for building or
grading permits. The City has been working with Walmart to
complete the beginning stages of the Project including Plan Line
approval, and substantial conformance review.
o Work with Walmart and its consultants on final map approval prior to July
2016.
IN PROGRESS. Staff has been working with Walmart and Del Rio
Marketplace representatives on the location of the Del Rio and El
Camino Roundabout. Staff and representatives are nearing
approval of roundabout placement which will allow other necessary
items to move forward. While it is expected to be tight, we believe
that final map approval can be COMPLETED prior to July 2016.
o Continue to work with Walmart and its consultants, and Madonna
Enterprises on Del Rio Road / El Camino Real intersection improvements
and other public improvements.
IN PROGRESS. Staff has been working with Walmart and Del Rio
Marketplace representatives on the location of the Del Rio and El
Camino Roundabout. Staff and representatives are nearing
approval of roundabout placement which will allo w other public
improvement approvals to move forward.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Hoff Property
o Ensure Hoff site is consistent with approved CUP and free of all temporary
uses.
IN PROGRESS. The Ice Skating Rink and related snow cone
vendor have vacated the property and the property has been
cleaned.
o Work with property owner and applicant on finalizing road abandonment.
Bring a resolution to City Council by the end of 2016.
IN PROGRESS. Staff met with property owner to outline steps and
define items needed to move forward with abandonment.
Substantial work has been completed towards the abandonment
and staff is now waiting for a final survey to be submitted from the
property owner prior to moving forward with a hearing to complete
the road abandonment process. The abandonment would remove
the road easement from the strip of road right of way just north of
the former Chamber of Commerce building, allowing this location to
be utilized by the approved development project. Staff has assured
the owner that the road would be abandoned by the City, and that
no additional action needed to be taken by the developer other than
providing the survey and a plan to relocate any utilities prior to
recording the abandonment.
The exhibit below illustrates the abandonment.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
o Work with property owner and applicant on project phasing.
ON HOLD. Phasing is currently on hold as the project/property is
currently for sale and the new owner may wish to adjust the
development plan.
o Explore incentives to develop project including impact fee deferment and
other incentives.
IN PROGRESS. Project/property is currently for sale and the new
owner may wish to adjust the development plan. Staff is working
with the current owner and the real estate team to help everyone
understand the importance of this project and the willingness of the
City to actively take a role in providing incentives for the right
project. Incentives that were explored with the original project
included potential fee deferment.
o Provide front counter handout on development and steer potential
developers / broker on-site based on needs and accommodations.
IN PROGRESS. Staff is actively working with the broker on the Hoff
property to provide assistance in acquiring a new owner and
helping to understand existing entitlements and any process to get
started.
Home Depot / Marriott Springhill Center
o Assist Marriott in becoming a successful local business.
ONGOING. Hotel has been COMPLETED and is becoming
successful. City staff has reached out to Marriott representatives to
find ways to assist with promotions and other marketing efforts.
Marriott representatives have also participated on the ATBID
Board.
o Continue to promote lodging stays in Atascadero through the City ATBID
and Countywide TMD.
ONGOING. Staff and ATBID are working on the redesign of new
Visit Atascadero Website with a focus on “heads in beds” and
promoting “Come, stay, spend and enjoy Atascadero.” Staff is
currently working on ONGOING promotions from January
Restaurant month including promotion of Union and Vine, the
restaurant at the Marriott Springhill Center. Additional promotions
include Savor the Central Coast and other in-market as well as out-
of-market opportunities to promote Atascadero across a variety of
media including digital platforms, social media, magazines,
destination guides and websites.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
o Promote Atascadero businesses through marketing, special events and
infrastructure investment.
ONGOING. A marketing plan (Plan) was developed and adopted in
October 2015. The Plan focuses on events and promoting City and
private assets to local and county residents, and people visiting our
area.
o Provide front counter handout on hotel restaurant pads and other
undeveloped retail opportunities.
NOT STARTED. In December 2015 staff was contacted by the
property broker to discuss steps to move forward with the
alternative land use approval for the pad nearest the corner in fro nt
of the Marriott. The broker mentioned there is a fueling station and
convenience store that would like to consider the parcel.
o Steer potential developers / broker on -site based on needs and
accommodations.
ONGOING. As noted above, staff is currently working with a broker
to discuss approved options for this site.
o Work with potential fast food restaurant to develop Staples restaurant
outpad.
ONGOING/COMPLETED. A new lot has been recorded and the
property owner is currently in contract negotiations with a fast food
restaurant for this pad. We anticipate receiving construction plans
as soon as March 2016 for this site.
Work to Reduce the Number of Vacant Store Fronts
Consider Store Front Fee Waiver Program.
IN PROGRESS. Staff is currently preparing surveys and
background information for various commercial properties along El
Camino Real with the emphasis on providing an overview of the
health of the commercial corridor and recommendations for
locations that should continue to be commercial hot-spots and
those that may be acceptable for other land uses. This survey will
take a close look at vacant and underutilized land and will help to
provide guidance to the Council when faced with proposals to
modify commercial zoning to allow residential or mixed -use.
Staff is also currently working with the Chamber and others to
develop a zoning amendment and additional incentives designed to
transform the downtown area into an active restaurant and retail
environment. The first phase of this amendment includes removing
office uses from the list of allowed uses on the first floor for select
locations in the downtown area.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Continue to improve Atascadero’s commercial district appearance working to
make it appear attractive and professional.
ONGOING. Staff has completed the first and second phase of the
sign compliance program. This program has resulted in significant
aesthetic improvements to the commercial district and has been
completed utilizing positive outreach and voluntary compliance.
Staff will continue working on this effort as new businesses arrive
and new signs are placed.
Staff worked with the property tenants of the Hoff property and
other important properties to remove non -compliant structures,
storage and debris.
Staff continues to work with the DRC to guide development projects
towards high quality while maintaining a business friendly and
flexible approach.
Work to actively spread the word about the City’s economic development
strategies, successes and potential tools.
ONGOING. Staff has done presentations to the Economic Vitality
Corporation and Chamber of Commerce. In addition, staff has
made a concerted effort to meet with several key business owners
and developers to let them know about the opportunities in
Atascadero and to find out what they are looking for when deciding
where to locate a business. We have also met with key
infrastructure representatives to spread the word about the City’s
economic strategies and to investigate infrastructure tools.
Actively promote the City’s business potential.
ONGOING. In addition to the above, a portion of the City’s
marketing plan is to promote City businesses and assets and keep
them top-of-mind through an on-going advertising plan that spans
the year, targeting local and county residents and visitors to our
area.
Beginning in July 2015, staff has implemented television and radio
commercials; print ads in magazines and newspapers; ongoing
social media posts; digital display ads; and paid search to promote
City assets, businesses and events. Staff has the following
currently in place to focus on people planning travel to and actively
in our area: ongoing digital retargeting ads; paid and organic
keyword search (i.e., SEO, SEM); ongoing distribution of new travel
brochures to airports in San Jose and Santa Barbara, California
Visitor Centers in Merced, Oxnard, Monterey Bay and Pismo
Beach, and SLO County hotels. To target visitors to the area, staff
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
is currently implementing 16 interior bus signs at Hearst Castle,
updating City billboard panels along the 101 freeway and launching
local TV commercials (Timeline: early spring and ongoing). As
visitors come into our market, staff is currently implementing
outdoor billboards at Lost Hills off Hwy 46 and Santa Maria off 101
Freeway and a pole banner plus an airport video ad at SLO County
regional airport (Timeline: early spring and ongoing). Staff currently
has in place “shop local” promotions to drive traffic to City
businesses across print, run-of-site digital ads and ongoing social
media posts on Visit Atascadero Facebook and Instagram.
Staff executed the following event promotions in 2015: 60th
Anniversary of the Charles Paddock Zoo; Patriots Day & Lighting of
Historic City Hall at the Sunken Gardens; a showcase of
Atascadero businesses at the SAVOR event including an
interactive sampling of the City’s local artisans from caterers,
restaurants, microbreweries, cider and wine tasting, to olive oil,
vinegar, honey and lavender businesses; assistance with the
extension of Colony Days “Tent City After Dark”; collaboration with
businesses to launch “Taco Day on Traffic Way”; and execution of
the signature event Winter Wonderland in downtown. In addition ,
staff teamed up with ATBID and Visit SLO County to promote
“Restaurant Month” that included outreach to five local restaurants
to participate. Staff will continue to work on event and themed
promotions throughout the year to drive traffic to our local
businesses.
Improve customer service image.
ONGOING. A Front Counter Customer Service Committee was
developed to focus on first impressions and service at the front
counter. The Committee meets weekly to discuss issues that have
arisen and ways to improve customer service and efficiency. A
Planner position was added as part of the 2015-2017 Budget to
improve the availability of planning assistance at the front counter
and a Building Inspector position was added to insure next day
inspection time frames can be consistently met.
Actively work to clarify the programs / regulations that are State or Federal and
any rules the City has the ability to change.
IN PROGRESS AND ONGOING. Staff is continuing to make
progress on this effort especially as it relates to CEQA and the
Building Code. Additional work will be needed in order to complete
this effort as code updates at the state level will continue to evolve.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Develop a program that provides an advocate to businesses working through the
development process.
NOT STARTED. With the philosophy in place, this program is
expected to be further developed once Community Development is
fully staffed and trained. (Timeline: Summer 2016)
Instill an entrepreneurial / can do attitude with staff.
ONGOING. This philosophy is a continuous, ongoing emphasis of
weekly staff meetings and is a recurring topic during project review.
Current staff understands this attitude and continue to work towards
improving this attitude.
Encourage creative ideas to get things done.
ONGOING. Staff is proactive in engaging applicants, the public and
decision makers in the process to create a collaborative effort in
providing creativity. Examples include the work recently completed
at both the Kochi and Streetside Alehouse. Staff worked with the
developers of both these sites to provide creative solutions to
comply with the building and planning code, thereby saving
substantial plan check time and construction costs. Both
restaurants are now complete and occupied.
Encourage reasonableness in our regulatory positions.
ONGOING. As noted above, staff’s primary objective is to make
the process work by reasonably and logically applying codes,
understanding that discretion takes an active thought process to be
uniquely applied to each and every project.
Continue to look for ways to streamline permitting for businesses :
o Commit to accepting only complete plan checks for submittal.
IN PROGRESS. Building and Planning are continuing to transition
to only accepting complete plan checks. New checklists at the
counter have been created to assist with this process. This is an
ongoing effort, as many community members are used to a process
that allowed a piecemeal submittal. This transition will be complete
Summer 2016.
o Provide intake meeting opportunities for business developers.
ONGOING. We provide intake meetings for both residential and
commercial projects. This has worked well and customers are
appreciative with this process.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
o Purchase and implement a new permitting issuance and tracking system .
IN PROGRESS. Staff is currently reviewing options and setting
plans and timelines in place for a new system. A multi-
departmental task force is currently meeting bi-weekly for needs
assessment, research, and coordination. A “go live” target date is
currently scheduled for 2017.
o Actively communicate with owners and consultants if there is the same
plan check comment through multiple submittals.
If there are still corrections after a second plan review, the
applicant’s design team is called in to meet with City staff so that
plan check comments may be clarified/explained in detail,
misunderstandings cleared up and questions answered.
o Provide training and professional opportunities for our employees .
ONGOING. Staff has been sent to a wide variety of training
opportunities and will continue throughout 2016. In 2015, additional
building staff acquired building inspection licensing and other staff
took place in professional development training.
Examples include:
Building code professional training
American Planning Association seminars
Management and leadership training
Training and dealing with difficult people
Emergency Operation Center training
o Work to retain professional, friendly employees.
ONGOING. Staff continues to strive to make the City a good place
to work through culture and flexibility. The Council supported
additional staff positions as part of the 2015-2017 Budget to help
alleviate some stress associated with unattainable workloads.
Innovative programs such as the one-time leave buy-back program
offered last June were implemented. (The buy-back program
allowed employees to cash out some of their leave balances;
getting needed cash to employees who wanted it, while at the same
time reducing the City’s liability.)
o Maintain capacity in staff to support projects and permit streamlining.
COMPLETED. Three positions directly related to development
were added as part of the 2015-2017 Budget. These positions
included an Associate Planner, a Building Inspector and an
Associate Civil Engineer position.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
o Ensure that systems are developed so that opening City Hall on Fridays
does not slow the issuance of permits and still allows time to meet with
businesses.
COMPLETED. City Hall has been open on Fridays since July 10,
2015.
o Reduce the number of plan checks being sent to Code Check by keeping
more residential projects in house.
ONGOING. Staff has significantly reduced the amount of plans
going to Code Check by performing these plan checks in-house.
The president of Code Check came in to ask if we were satisfied
with the service they provide as they ha ve seen a decrease in
submittals.
o Review all plan check resubmittals prior to sending them to Code Check
for a second review.
IN PROCESS. As time allows, staff is reviewing all plan check
resubmittals prior to sending them to Code Check. As building
inspection staff gets completely trained, it is expected that this
review will occur on a more regular basis potentially shortening the
review process.
o Allow Code Check’s correction comments to be a condition of approval on
the permit card when possible.
ONGOING. Staff has diligently worked to look for opportunities for
correction comments to be a condition of approval rather than
require a resubmittal. At this point, staff is striving to have plan
checks conditioned to the greatest extent possible.
Continue to prioritize business development permits over residential.
ONGOING. We continue to expedite and prioritize business
development permits. For example, the permit process for the
Streetside Alehouse was expedited to ensure quick turn around
and logical interpretation of code. During the development process,
staff worked with the developers to find quick solutions to issues
that arose, thereby saving substantial time and resources.
Evaluate the DRC process, ensuring that it simplifies and streamlines the
process.
IN PROGRESS. While discussions have occurred at the staff level
through both Interim Community Development Directors and since
the hiring of a permanent Director in September, little tangible
progress has been made. Additional evaluation of this process is
projected for Summer/Fall 2016.
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Look for additional opportunities where the DRC could be used to simplify the
process.
IN PROGRESS. While discussions have occurred at the staff level
through both Interim Community Development Directors and since
the hiring of a permanent Director in September, little tangible
progress has been made. Additional work towards this is projected
for Summer/Fall 2016.
Evaluate the use of Enterprise Zones and other economic development tools.
IN PROGRESS. Staff has done some research and attended
training on current economic development financing tools. Things
continue to evolve in the post-Redevelopment economic
development landscape and staff will continue to be informed on
new legislation and look for tools that are right for Atascadero.
Advocate legislation that provides communities with new economic tools.
ONGOING. Staff and Council continue to be actively involved in
the League of California Cities and support workable economic
tools.
Work with Main Street and the Chamber of Commerce to develop programs that
will encourage downtown businesses to remain open more.
NOT STARTED. Staff has had some discussion with Chamber
representatives; however, little substantive progress has been
made. Work is slated for Fall 2016/Winter 2017.
Build Partnerships and Alliances with Local Business Interests
Re-focus the Office of Economic Development (OED)
o Look to members of the OED to become advocate s to businesses as they
go through the entitlement and building processes.
NOT STARTED. Due to staff changes, this project is slated for Fall
2016/Winter 2017.
Look for opportunities to meet regularly with commercial brokers.
NOT STARTED. While staff has met with commercial brokers, a
formal program is not yet in place. A program is expected to be put
in place during Summer 2016.
Meet regularly with Chamber of Commerce Leadership:
o Look for opportunities for common goal partnerships.
o Share information about what is going well and what is not going well.
o Provide accurate information to dispel rumors
ONGOING. City representatives and Chamber representatives
meet monthly to share information, dispel rumors and coordinate
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common goal partnerships. City staff is invited to select Chamber
Board meetings and committee meetings to provide information on
City activities, key developments, and business activities. Chamber
staff and City staff coordinate regularly to provide consistent helpful
information to potential and existing businesses.
Remain actively involved with the EVC, promoting Atascadero as a sound
business investment opportunity.
ONGOING. The City remains active in the Economic Vitality
Corporation (EVC). A Council Member attends EVC Board
meetings and staff regularly communicates with EVC staff.
Work with informal communicators in town to learn of business problems or
opportunities where City could help.
ONGOING. Council and staff regularly attend Chamber mixers,
various charitable club meetings and other community events.
Discussions that occur at these events provide valuable informal
information to assist with the success of existing businesses and to
find the needs of potential businesses.
Invest in Infrastructure that Improves Business in Atascadero
Construct the Del Rio / US 101 Interchange Project, stimulating growth in the
area.
IN PROGRESS. The Project is currently in the PA/ED phase of the
Project. (A staff report presented to Council in September 2015
has more details on the Project and a description of the phases.)
Since the September Council meeting, the City continues to work
with Wallace Group on the Del Rio / US 101 Interchange. Staff is
currently working with Walmart on final placement of the Del Rio /
El Camino Real Roundabout prior to submittal of the interchange
documents to Caltrans. Design work continues to be revised and
refined, and preliminary environmental work is in progress. The
owner of the Del Rio Marketplace property has acquired the parcels
on the northwest side of the northbound US 101 on-ramp, which is
expected to facilitate future right of way discussions.
Five-Year Capital Improvement Plan defines roadways scheduled for completion .
COMPLETED. The City completed the pavement evaluation study
in early 2015. The study evaluated every road segment in the City,
entering the information into a pavement management software
system, which is then used as a tool to help identify critical roads to
repair. PEI was hired to evaluate the information from the study
and come up with a Five Year Capital Improvement Plan for the F-
14 Sales Tax funds. A Five-Year Capital Improvement Plan for
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both F-14 sales tax funds and other road funding was adopted as
part of the 2015-2017 Budget.
Use Sales Tax Measure F-14 funds to repair roads, improving both the safety
and appearance of Atascadero.
ONGOING. The City received their first F-14 sales tax proceeds
check at the end of June 2015 and completed the first two F-14
funded roads projects, segments of Alamo and Honda Avenues, by
the end of summer 2015. Work is in progress on all 2015/2016
road segments included in the Five Year Capital Improvement Plan.
Deflection testing and coring has been complete d and staff is in the
process of hiring an engineering firm to design the projects.
Continue to look for grant and other funding opportunities to construct a foot
bridge linking Colony Square and the Sunken Gardens area.
COMPLETED. Over $3 million in 2010 Redevelopment Bond
proceeds were budgeted for this project as part of the 2015 -2017
Budget. Staff is currently working with an architect and community
members to finalize the plans for this project.
Rehabilitate the Via Avenue Bridge providing access to this commercial /
industrial area.
IN PROGRESS. Design RFPs for the Via Avenue Bridge are
complete and are out. The design and approval phase of the
project will stretch over several years and construction is expected
to occur in 2019.
Continue with the Morro Road Corridor Study which address transportation
needs, requirements and design through this primary access corridor.
IN PROGRESS. Whitlock & Weinberger Transportation was hired
in April 2015 to conduct the study with full funding provided by
SLOCOG. As part of the study three separate public workshops
have been held with a fourth workshop tentatively scheduled in
February or March 2016. The final study will be brought to the
Council for approval prior to submittal to Caltrans
Complete the City Hall Exterior Lighting Project, drawing attention to our beautiful
City and encouraging people to get off the freeway to explore the City.
COMPLETED. On September 11th the lights were turned for the
first time as part of our Patriots Day celebration. Trimming of the
trees in the Caltrans right of way was completed to enhance the
view of the City Hall building from US 101. Lights in the Sunken
Gardens trees have been lit for the Holiday season making the view
of the Gardens and City Hall stunning at night.
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Continue to be active in SLOCOG looking for funding opportunities and grants to
improve Atascadero’s infrastructure.
ONGOING. The City continues to be very active in SLOCOG,
advocating for our infrastructure projects and staying informed of
potential funding opportunities.
Support State legislative efforts to increase funding for local street and road
repairs and improvements.
ONGOING. The City continues to work with the League of
California Cities and other agencies to advocate for increased
funding for local street and road repairs and improvements. State
transportation funding has been severely reduced in recent years.
The State reduced SLOCOG’s projected RTIP funding from more
than $14 million to $0. Last summer, a special legislative session
was held to address transportation funding to no avail. The
Governor’s proposed budget was unveiled in early January and
included some funding for transportation needs. Staff will continue
to stay informed and involved on transportation funding.
Ensure that downtown streets are clearly striped and parking spaces clearly
delineated.
ONGOING. During 2015, Public Works repainted nearly all red “No
Parking” curbs and crosswalk markings within the City. Pavement
markings for parking stalls, including Entrada Avenue, are
scheduled to be repainted during 2016.
Continue to invest in recreational infrastructure, drawing people to Atascadero.
o Construct the trailhead for the ALPS Three Bridges Trail.
IN PROGRESS. Staff has been working with ALPS on the trail
project. The MOU and Use Agreement between the City and ALPS
has been finalized and recorded. Loan documents were completed
and ALPS was funded with the bridge loan from the City to begin
work on their preservation site. ALPS started construction of some
of the onsite trails this fall. City construction of the trailhead and
emergency access road is currently planned for 2016/
2017. Caltrans permits are close to completion, and the City is
getting ready to begin construction documents soon.
o Construct and promote the Highway 41 Multi-purpose Path Project.
IN PROGRESS. The Project was bid and set for construction in
Summer 2015. Unfortunately, the Project was first delayed due to
nesting bird concerns, then again waiting for AT&T to relocate a
fiber optic cable which conflicted with the project. Minor work was
completed in Fall 2015 prior to work restrictions within the creek
vicinity. All land disturbance activities were avoided to eliminate
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ATTACHMENT: 1
additional costs that would have been triggered for contractor
stormwater monitoring during winter suspension. The Project is
currently slated for completion in Fall 2016.
o Continue to pursue public and private funding to expand and link the City's
bicycle network in accordance with the General Plan and Bicycle Plan.
ONGOING. City staff continues to find opportunities to expand the
trailway system through public capital projects and private
developments. In addition to the Highway 41 Multi-Purpose
Pathway project, system expansion is being planned with US
101/Del Rio Road Interchange, Highway 41 Corridor Study,
Walmart (Del Rio from ECR to San Benito), Eagle Ranch, and
Halcon Road/Viejo Camino. City roadway projects will also correct
or fill in “missing links” in the system, including contiguous travel,
parking, and bike lanes north of San Anselmo Road .
o Continue to coordinate with and support SLOCOG in the implementation
of bicycle plans to facilitate non-auto travel within and between
communities.
ONGOING. County Parks has taken the lead on a bike path project
connecting Templeton to Atascadero. This project will allow bike
travel between Atascadero and Paso Robles that currently does not
exist without riding on Highway 101. The project is currently in the
design/environmental phase and construction funding will be
applied for June 2016. The City will look for opportunities to
support the funding application.
o Pursue completion of the Atascadero Creek Trail Enhancement Project.
IN PROGRESS. This project was previously bid as a hard surface
trail but the granting agency will only provide funding for a DG
(decomposed granite) surface. Given the desire for a “finished”
concrete path, this project is planned to be a part of the Downtown
Pedestrian Bridge project rather than a stand-alone project. Staff is
working with an architect and community members to finalize the
plans for this project. Given the limited scope that grant monies will
fund, coupled with a project completion of May 2016 that cannot be
met, the grant will be reallocated to other recipients.
o Support the construction of an all-inclusive playground.
ONGOING. The City approved the Colony Park Master Plan
amendment to provide space for the playground in 2014. In Spring
2015, the City approved naming the facility Joy Playground.
Parents for Joy continue fundraising for the project and the Mayor
and Police Chief participated in a dunk tank fund raiser for the
project this fall. City staff has reviewed preliminary design plans
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and met several times on-site with Parents for Joy representatives
and their engineering consultants.
o Support the Skate Park operator in the ongoing improvements taking
place at the Community Center.
ONGOING. While there have been no major improvements during
the past year, the Skate Park operator continues to make aesthetic
improvements when appropriate to facilitate operations. Skate
Park attendance remains at high levels.
Actively Increase Traffic to Local Businesses through a Promotions Program
Clarify and unify Council Vision for Atascadero promotions by setting clear goals
and actions for the City’s promotion program.
COMPLETED and ONGOING. In 2014, the City hired Coraggio
Group, a strategic planning company, to establish a vision and plan
for tourism and promotion for the City. Over a series of meetings
from August 2014 through May 2015 the Atascadero Tourism &
Promotion Game Plan was created. Staff is executing the Game
Plan, a ten-year visioning roadmap, to establish a brand image that
will tell the story of Atascadero and promote what the City has to
offer. The Plan defines two goals: “Stay, Spend, Enjoy” as the
City’s goal and “Come, Sleep, Spend” as the City’s Tourism/ ATBID
goal. Staff has a clear roadmap with a three year timeline to
accomplish these goals. Staff has COMPLETED Year 1: 2015 –
“Building the Foundation” with the creation and approval of the City
and ATBID marketing plans, brand plan and infrastructure plan.
Execution of the plan will be staff’s ongoing focus as part of
“Building Momentum” in Year 2 and “Building on Success” in Year
3.
Benchmark and measure the success of the promotions program.
IN PROGRESS and ONGOING. Staff will be building momentum
from the City and ATBID Marketing Plans and measuring the
success through avenues such as increase in TOT, sales tax
increase over targeted categories and increase in traffic over
websites and social media. Staff launched a digital dashboard in
December 2015 to track the success of paid search. In January
2016, the digital display ad program for retargeting will begin to aid
in measuring our success along with website traffic and social
media likes/views. Staff is evaluating recent attendance to see if
promotional efforts helped grow December 2015 event attendance.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Have Council set brand standards and develop a brand management strategy.
COMPLETED. City Council, staff and ATBID worked with Verdin
Marketing, an advertising agency, to establish a brand plan and
guidelines. City Council has approved and put into place a new
Visit Atascadero logo, a uniform color palette and voice along with
the marketing plans to support the overall strategy for the City and
Tourism/ATBID.
Identify supporting infrastructure for tourism and promotions and seek funding for
that infrastructure.
ONGOING. City Council approved and implemented the Tourism
board, ATBID, and put in place a budget utilizing TOT to support
tourism. City Council hired Big Red Marketing’s Destination
Manager, Amanda Diefenderfer; approved the City Manager to hire
a new Deputy City Manager of Outreach, Promotions, and Events
as well as assigned a Marketing budget to fund this infrastructure.
Funding was also approved as part of the 2015-2017 Budget to
fund an outdoor event area at the Lake Park/Zoo. Staff continues to
look for innovative ways to fund additional infrastructure to further
tourism and promotions.
Identify and integrate with the City’s promotions partnership base
ONGOING. Partners have been identified across ATBID, the
Chamber of Commerce, Main Street Association, SLO County
TMD, Visit California and local businesses for effective promotions
to achieve the two goals to drive traffic to our area. Staff will work
with the partners on an ongoing basis.
Work in conjunction with the Chamber of Commerce, ATBID and other promotion
partners to unify promotions of Atascadero.
ONGOING. Staff meets monthly with the Chamber of Commerce,
Main Street, ATBID and other organizations like the Community
Alliance of Atascadero in an effort to support and provide a
resource to guide event planning, marketing and promotions to
effectively market our City.
Support the TBID board in their mission to increase lodging stays in Atascadero.
ONGOING. Staff support for the TBID Board has been increased
with the addition of the Deputy City Manager-Promotions position.
This position has added both increased administrative support and
marketing/promotions support. City staff looks for joint partnership
opportunities that benefit both lodging businesses and other
businesses here within the City of Atascadero. Staff has and is
working on events and promotions to bring new ideas and
opportunities to market our area.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Assign responsibility and allocate resources for an active promotions campaign.
COMPLETED. A Deputy City Manager-Promotions position was
hired in May 2015. This position has been assigned all promotions
responsibilities. As part of the 2015-2017 Budget a promotions
budget of $200,000 per year was adopted and a marketing plan for
expenditure of these funds was approved in October 2015.
Allocate adequate resources to implement the program.
ONGOING. A promotions budget of $200,000 annually includes
funding for special events and promotions. The marketing plan
adopted in October 2015 identifies our target audience, our unique
selling proposition, and our marketing strategy. Reorganization in
the City Manager’s office provided dedicated staff support for the
program.
Consider partnering with Historical Society to provide tours of the City Hall
building on Saturdays.
IN PROGRESS and ONGOING. Staff along with the Historical
Society ran a test for Saturday tours in November and December
2015 to gauge the popularity of opening Historic City Hall over the
weekend. From this test, staff will work with the Historical Society to
recruit docents in early 2016 and in March begin promotion of City
Hall’s new seasonal schedule open Saturdays during Spring Break
and from Memorial Day through Labor Day.
Focus City promotion efforts on supporting the entire community of Atascadero
(not just lodging stays).
ONGOING. The City’s Marketing Plan was approved in October
2015. The Plan is designed to promote the City’s assets and events
that appeal to local and county residents as well as encourage
visitors who are already here to stay, spend and enjoy. The Plan is
designed with a focus on local businesses to attract and promote
shopping local. Growth in retail and restaurant sales will help attract
more business to the area, which would then foster economic
growth.
Develop reporting and feedback systems to allow for modifications and changes
to the promotions campaign as necessary.
COMPLETE and ONGOING. Staff has put in place a digital
measurement dashboard to track search and retargeting data.
These tools along with tracking of website and Facebook traffic,
TOT, Sales Tax, and Zoo attendance will help with measuring
success.
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DATE: 01/29/16
ATTACHMENT: 1
Maximize use of the Sunken Gardens and other City facilities by supporting
special events and other similar activities.
IN PROGRESS and ONGOING. As part of the Marketing Plan, the
City has increased support and created new special events
intended to bring people downtown, such as:
o Patriot Day - September 11th event with Estrella Warbird
Fly-Over, Show Choir Performance, candlelight vigil and
wine tasting. Held in conjunction with Main Street Art &
Wine Tour.
o Colony Days – The City provided additional assistance to
this long standing event including the establishment of Tent
City After Dark.
o Taco Day on Traffic Way- In conjunction with the business
owners on Traffic Way, this new special event was created
to bring people to the businesses along Traff ic Way. This
first time event sold out of Taco tickets within the first hour of
the event.
o Holiday Lighting Ceremony- The traditional Atascadero
event was held in conjunction with Main Street’s wine tour,
increasing traffic to downtown businesses.
o Winter Wonderland- This traditional Atascadero event has
historically been held by the Atascadero Main Street
Association. Main Street informed the City that they could
no longer hold the event, so City staff stepped in to continue
this very popular event. This year is estimated to be the
largest Winter Wonderland event both in number of people
attending and number of vendors participating.
o Tamale Festival- This is a new City event to be held on
January 23, 2016 at the Pavilion on the Lake. Due to
inclement weather, the event was moved from the Sunken
Gardens to the Pavilion. This event had 40 food and craft
vendors and generated quite a lot of interest for a first time
event.
Staff is also currently working to attract events to our area with a
Special Event Sponsorship Program through existing events in the
county like Festival Mosaic, attracting traveling shows and events
from other areas to utilize City facilities. Staff is currently developing
the Special Event criteria and template for the program.
Work to remove barriers to use of the Sunken Gardens for special events
IN PROGRESS. Staff has identified ways to improve the electrical
access in the Sunken Gardens area for special events. Most recent
is the purchase of spider boxes to assist with electricity. Staff will
continue improvements as we work with the Sunken Gardens
facility.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Connection Between the City and the Community
Action Plan
2015-2017
Foster Transparency in City Council Business
Continue to provide City Council meetings on KPRL, AM radio.
ONGOING. All regular Council meetings are broadcast live on
KPRL.
Continue to provide live video of City Council meetings on Charter cable and
over the internet.
ONGOING. All regular Council meetings are broadcast live on
Charter Communications cable TV and on SLOSpan. Archive
audio and video are also available on SLOSpan.
Actions
Foster transparency in City Council Business
Celebrate Atascadero
Improve information flow and communications with constituents
Actively promote Atascadero to both tourists and local residents
Celebrate the City’s road projects and other capital projects
Long-Term Goals
We will embrace and value our history
We will keep our community charm
We are and will remain a patriotic city
We will foster quality of life by engaging the public
We are and will remain proud to be Atascadero
We will retain our civic pride
We will have a strong, common, driving vision for the future
We will retain our small town friendliness and feel
We will have popular annual events that are important to our
sense of community and economic health
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
City Council Members participate in video recorded interviews on Charter’s Local
Edition.
ONGOING. Invitations are received from Charter’s Local Edition
host Brad Pomerance; those invitations are forwarded to all Council
members who then schedule their own interview appointments,
schedules permitting, with Mr. Pomerance. The 9 ½ minute local
interviews are bundled together into one, 30 minute episode and
are played back on Charter’s Local Edition programming schedule
which is aired on the California Channel and Charter Channel 188.
Charter anticipates an increase in distribution of this programming
in 2016. Charter also sends the You Tube links for every episode.
In 2016, as those interview links are ready for distribution, staff will
ensure that they are also circulated on our available social media
platforms (i.e., Facebook, Twitter, City website, etc.)
Continue to provide thorough and professional staff reports on agenda items in
advance of the City Council meetings.
ONGOING. Staff continues to strive to prepare and publish
professional staff reports at least 6 days in advance of the Council
meeting.
Mayor to continue bi-weekly appearances at KPRL.
ONGOING. The Mayor is on KPRL Radio on the 2nd and 4th
Tuesdays each month, the Tuesdays which coincide with our
Council meetings.
Use a public information officer to coordinate the City’s response to
inquiries from the media.
IN PROGRESS. The City hired a Deputy City Manager in charge
of promotions in May 2015. This position is currently coordinating
non-safety press releases and inquiries from the media. Staff is
working towards expanding the role of the information officer and
increasing training for both the information officer and staff/elected
officials Citywide.
Celebrate Atascadero
Develop and implement innovative ways to celebrate Atascadero with positive
public outreach and public relations activities.
ONGOING. Staff is continuing to implement new and exciting
community events by brainstorming various ideas whenever and
wherever opportunities become available, such as the very
successful 9/11 Patriot’s Day/City Hall Exterior Lighting event, the
Zoo’s 60th Birthday Celebration and the 1st Annual Tamale Festival,
among others. These types of events, which are widely promoted
through traditional and social media and then shared by staff and
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community members on Facebook and elsewhere, generate a
great amount of positive comments and feedback from the
community. We are also working much more closely with local
businesses to create events which generate awareness and help
drive people out to enjoy their stores, such as Taco Day on Traffic
Way. Staff is working with ATBID on events like Restaurant Month
to actively recruit businesses to participate and better promote
themselves.
Provide a City liaison and support for community special events .
ONGOING. The Deputy City Manager-Promotions staff position
has been assigned as the City liaison for special events. In the
past year, the City has significantly increased support levels for
events such as Colony Days and Winter Wonderland. The liaison
has also actively met with community event coordinators to bring to
and facilitate events such as the Mozart Festival here in
Atascadero.
Increase City presence on social media promoting positive news items here in
Atascadero.
ONGOING. Staff actively monitors and posts our City’s assets,
Press Releases and events across all social media on the City and
Visit Atascadero Facebook pages. Staff is working to implement the
City’s Twitter account in 2016
Improve relationships with local community groups to maximize the flow of
information and assist in positive community activities.
ONGOING. Staff is meeting with various organizations to
communicate and assist them with their needs. Staff meets with the
Atascadero Community Alliance to assist nonprofits with event
planning from topics like how to plan an event to proper times to
post on social media. Staff assisted the Alliance in creation of a
Community Event calendar on www.calendarwiz.com/atascadero
so that event planners across various organizations in our area
have a resource to assist them in scheduling events that do not
conflict with each other and a resource to solicit volunteers for their
events. Staff also actively meets with businesses like the Traffic
Way group and weekly Coffee @ The Carlton which are platforms
for communication with events and marketing taking place in and
around the City.
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DATE: 01/29/16
ATTACHMENT: 1
Actively look for and assist those looking to do special events th at enhance the
image of Atascadero.
ONGOING. Staff actively looks for and works across organizations
from the Friends of the Lake, establishing a new event with Lake
Fest to working with Solterra Strategies and ATBID on
implementation of the County’s first Cider Festival as well as
working with groups like the Friends of Hearst Castle to actively
cross-promote our City.
Improve our Special Events Roadmap to include updated information.
IN PROGRESS. Staff is working on a hand-out that has events in
one place. Currently, staff is finalizing creative for our events, and
once that is complete, the City will have a “2016 Calendar of
Events” handout available (Timeline: early February).
ONGOING: Staff will continue working to updates all calendars
from our City and Visit Atascadero websites and Facebook pages
to external media and county tourism calendars.
Assign responsibility for celebrating Atascadero to an Individual.
COMPLETED. Deputy City Manager – Outreach, Promotions,
Events hired mid May 2015.
Participate in Special Olympics Host Town Event.
COMPLETED. Staff successfully participated in the program and
planned an event that included a trip to the zoo, participating in a
special Tuesday night BBQ in the park, music and dancing. Due to
glitches in Special Olympics Processing in Los Angeles, the
athletes were delayed and were unable to attend the event. The
community, however, enjoyed the BBQ and music.
Celebrate each City success with public ribbon cuttings and press releases.
ONGOING. Staff actively completed each of the ground breaking
and ribbon cuttings for the F-14 Sales Tax Measure to improve the
roads which will continue into 2016; completed the AZA
Accreditation event, announcements of our baby flamingos, 60th
Anniversary Celebration and Turtle Lab/ Turtles in Trouble program
for the Charles Paddock Zoo; highlighted in press releases from
events to roads and to the success of arresting the San Gabriel
Elementary School bomb threat suspect. Our successes will be
celebrated and ongoing.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Look for funding to improve the City’s website focusing on mobile support, social
media connections, event promotion and public contact.
IN PROGRESS. Funding has been allocated for the 2016 -2017
fiscal year to build a new city website. Staff will begin the ground
work to redesign the website during the Summer 2016 and
anticipate the new site to go live in Q2 of 2017.
Improve Information Flow and Communications with Constituents
Open City Hall on Fridays.
COMPLETED. City Hall has been open on Fridays since July 10,
2015.
Proactively look for opportunities to get City news and information out to
constituents and other interested parties.
ONGOING. Staff is consistently on the alert for news and
information of importance or interest to the community and pushes
City press releases and news links from other parties out to the
public via shares on both traditional and social media outlets.
Use a public information officer to review press releases and to coordinate the
City’s response to inquiries from the media.
ONGOING. The City hired a Deputy City Manager in charge of
promotions in May 2015. This position is currently coordinating
non-safety press releases and inquiries from the media. Staff is
working toward expanding the role of the information officer and
increasing training for both the information officer and staff/elected
officials Citywide.
Develop and implement a media response policy for staff and Council Members.
NOT STARTED. A formal policy has not yet been written. This
expected to be complete by Spring 2017.
Improve transparency by addressing rumors quickly through the appropriate
communication method. (Publically through social media or other methods
address those rumors that would not violate someone’s privacy or would not
reflect poorly on a constituent or business.)
ONGOING. Staff has Google alerts in place and continually
monitors sites like SLOStringer Facebook page to assist with
ongoing news about the City and acts immediately with a press
release when there is an incident taking place to keep the public
informed. Staff returns all media calls in a timely manner to answer
questions and provide useful information. Staff works to address
rumors immediately through social media where appropriate and
provide informative and useful information on the City’s Facebook
page.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Assign responsibility to monitor public communications and to respond
appropriately.
COMPLETED. City Manager’s Office staff regularly monitors social
media posts and public comments made on local Facebook groups
and elsewhere, and will respond online factually and positively
whenever it’s appropriate to do so; in some cases a press release
disseminated via traditional media may more accurately tell the
story, and then links to the release are posted online.
Set systems in place to keep communications factual and positive .
IN PROGRESS. Staff makes sure that all press releases are factual
and positive by making sure a minimum of one additional person
reviews the release before it is broadcasted to the media. Staff
makes sure that City and Visit Atascadero Facebook posts and
websites have complete, accurate and current information. Staff
monitors all media and tourism calendars the beginning of each
month to make sure event posts are still current and updated
including informational sites like Wikipedia that can be altered or
changed without users logging into the site.
Improve transparency by actively pushing out both “bad news” and “good news .”
ONGOING. Staff immediately pushes out news to the media in
contacting reporters, sending press releases and posting on social
media in a timely manner to be informative and useful when its
either bad or good news in an effort to provide correct information
and details for the public.
Improve the City’s website focusing on improving navigation, eliminating old
material and providing current up to date forms, data and information.
IN PROGRESS. Staff has begun work on eliminating old material
by removing outdated forms from our webserver and updating links
when new forms are created. Funding has been allocated for a
new website that will focus on simple navigation, social
engagement, citizen contact and improved form discovery. The
new website is anticipated to go live in Q2 of 2017.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Actively Promote Atascadero to Both Tourists and Local Residents
Clarify and unify Council Vision for Atascadero promotions setting clear goals
and actions for the City’s promotion program.
COMPLETED and ONGOING. In 2014, the City hired Coraggio
Group, a strategic planning company, to create a vision and plan
for tourism and promotion for the City over a series of meetings
from August 2014 through May 2015 to create the Atascadero
Tourism & Promotion Game Plan. Staff is executing the Game Plan
that is a ten-year visioning roadmap to establish a brand image that
will tell the story of Atascadero and promote what the City has to
offer. The Plan defines two goals: “Stay, Spend Enjoy” as the City’s
goal and “Come, Sleep, Spend” as the City’s Tourism/ ATBID goal.
Staff has a clear roadmap with a three year timeline to accomplish
our goals. Staff has COMPLETED Year 1: 2015 – “Building the
Foundation” with the creation and approval of the City and ATBID
marketing plans, brand plan and infrastructure plan. Execution of
the plan will be staff’s ongoing focus as part of “Building
Momentum” in Year 2 and “Building on success” in Year 3.
Benchmark and measure the success of the promotions program.
IN PROGRESS and ONGOING. Staff will be building momentum
from our City and ATBID Marketing Plans and measuring the
success through Increase in TOT, Sales tax increase over targeted
categories, increase in traffic over websites and social media, etc.
Have Council set brand standards and develop a brand management strategy.
COMPLETED. City Council, staff and ATBID worked with Verdin
Marketing, an advertising agency, to establish a brand plan and
guidelines. City Council has approved and put into place a new
Visit Atascadero logo, a uniform color palette and voice along with
the marketing plans to support the overall strategy for the City and
Tourism/ATBID.
Identify supporting infrastructure for tourism and promotions and seek funding for
that infrastructure.
ONGOING. City Council approved and implemented the Tourism
board, ATBID, and put in place a budget utilizing TOT to support
tourism. City Council hired Big Red Marketing’s Destination
Manager, Amanda Diefenderfer and approved for the City Manager
to hire a new Deputy City Manager of Outreach, Promotions,
Events as well as assigned a Marketing budget to fund this
infrastructure. Funding was also approved as part of the 2015 -
2017 budget to fund an outdoor event area at the Lake Park/Zoo.
Staff continues to look for innovative ways to fund additional
infrastructure to further tourism and promotions.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Identify and integrate with the City’s promotions partnership base.
ONGOING. Partners have been identified across ATBID, the
Chamber of Commerce, Main Street Association, SLO County
TMD, Visit California and local businesses for effective promotions
to achieve the two goals to drive traffic to our area. Staff will work
with the partners on an ongoing basis.
Work in conjunction with the Chamber of Commerce, ATBID and other promotion
partners to unify promotions of Atascadero.
ONGOING. Staff meets monthly with the Chamber of Commerce,
Main Street, ATBID and other organizations like the Community
Alliance of Atascadero in an effort to support and provide a
resource to guide event planning, marketing and promotions to
effectively market our City.
Support the TBID board in their mission to increase lodging stays in Atascadero.
ONGOING. Staff support for the TBID Board has been increased
with the addition of the Deputy City Manager-Promotions position.
This position has added both increased administrative support and
marketing/promotions support. City staff looks for joint partnership
opportunities that benefit both lodging businesses and other
businesses here within the City of Atascadero. Staff has and is
working on events and promotions to bring new ideas and
opportunities to market our area.
Assign responsibility and allocate resources for an active promotions campaign.
COMPLETED. A Deputy City Manager-Promotions position was
hired May 2015. This position has been assigned all promoti ons
responsibilities. As part of the 2015-2017 Budget a promotions
budget of $200,000 per year was adopted and a marketing plan for
expenditure of these funds was approved in October 2015.
Focus City promotion efforts on supporting the entire community of Atascadero
(not just lodging stays).
ONGOING. The City’s Marketing plan was approved in October.
The Plan is designed to promote the City’s assets and events that
appeal to local and county residents as well as encourage visitors
who are already here to stay, spend, and enjoy. The Plan is
designed with a focus on local businesses to attract and promote
shopping local. Growth in retail and restaurant sales will help attract
more business to the area, which would then foster economic
growth.
Develop reporting and feedback systems to allow for modifications and changes
to the promotions campaign as necessary.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
COMPLETE and ONGOING. Staff has put in place a digital
measurement dashboard to track search and retargeting data.
These tools along with website and Facebook traffic, TOT, Sales
Tax, Zoo attendance, etc. will help with measuring success.
Maximize use of the Sunken Gardens and other City facilities by supporting
special events and other similar activities.
IN PROGRESS and ONGOING. As part of the Marketing Plan, the
City has increased support and created new special events
intended to bring people downtown, such as:
o Patriot Day - September 11th event with Estrella Warbird
Fly-Over, Show Choir Performance, candlelight vigil and
wine tasting. Held in conjunction with Main Street Art &
Wine Tour.
o Colony Days – The City provided additional assistance to
this long standing event including the establishment of Tent
City After Dark.
o Taco Day on Traffic Way- In conjunction with the business
owners on Traffic Way, this new special event was created
to bring people to the businesses along Traffic Way. This
first time event sold out of Taco tickets within the first hour of
the event.
o Holiday Lighting Ceremony- The traditional Atascadero
event was held in conjunction with Main Street’s wine tour,
increasing traffic to downtown businesses.
o Winter Wonderland- This traditional Atascadero event has
historically been held by the Atascadero Main Street
Association. Main Street informed the City that they could
no longer hold the event, so City staff stepped in to continue
this very popular event. This year is estimated to be the
largest Winter Wonderland event both in number of people
attending and number of vendors participating.
o Tamale Festival- This is a new City event to be held on
January 23, 2016 at the Pavilion on the Lake. Due to
inclement weather, the event was moved from the Sunken
Gardens to the Pavilion. This event had 40 food and craft
vendors and generated quite a lot of interest for a first time
event.
Staff is also currently working to attract events to our area with a
Special Event Sponsorship Program through existing events in the
county like Festival Mosaic, attracting traveling shows and events
from other areas to utilize City facilities. Staff is currently developing
the Special Event criteria and template for the program.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Work to remove barriers to use of the Sunken Gardens for special events
IN PROGRESS. Staff has identified ways to improve the electrical
access in the Sunken Gardens area for special events. Most recent
is the purchase of spider boxes to assist with electricity. Staff will
continue improvements as we work with the Sunken Gardens
facility.
Celebrate the City’s Road Projects and Other Capital Projects
Install a sign at each Measure F-14 road project letting passersby know the
project is funded with their sales tax dollars.
ONGOING. Staff created and had fabricated two large signs that
are placed on both sides of the project from when the project starts
until the project is completed. These signs were utilized for the
Alamo Avenue and Honda Avenue paving projects in Summer
2015.
Hold a Groundbreaking ceremony and issue press releases for each capital
project.
ONGOING. Staff announces each ground breaking in a press
release and reaches out to media to be present for the ceremony.
Information is available on the City’s Facebook and website.
Hold a Ribbon cutting ceremony and issue a press release at completion of each
capital project.
ONGOING. Staff holds the ribbon cutting ceremony for each road
completion and press release to announce the completion and
makes that information available on the City’s Facebook and
website.
Actively notify in advance residents that will be affected by capital projects. Let
them know, dates & times of construction, closures, delays and other
inconveniences they may encounter. Actively notify in advance residents that will
be affected by capital projects.
ONGOING. Staff announces to everyone via press releases and on
the City website and Facebook page where the project is located
along with the details. For larger projects, residents specifically
affected will be notified by mailers and or in person for road
closures, delays and other inconveniences.
Assign a City liaison to troubleshoot problems that residents may have with
capital projects.
COMPLETED. Deputy Public Works Director has been assigned
as the community liaison on all F-14 road projects.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Support the Sales Tax Oversight Committee, educating and informing them.
ONGOING. The Citizens’ Sales Tax Oversight Committee
(CSTOC) was established in the Spring of 2015 after holding a
community group meeting to determine how committee members
were selected. After establishing appointment procedures, staff
reached out to community groups to receive nominations and held
a drawing to appoint committee members. Th e Committee first met
in August 2015 to adopt bylaws and review the Critical Point
Pavement Management System as well as to learn about
Atascadero roads. The Committee met again in December to
review both the annual F-14 financial report and the Community
Roads Report.
Use the Sales Tax Oversight Committee as ambassadors to tell the public about
the City’s sales tax measure program and what is happening.
ONGOING. Staff has provided presentations and information to the
Committee on various topics beyond the singular financial oversight
purpose of the Committee, including pavement management,
project prioritization, project communications, and other roadway
projects not funded by Measure F-14. Committee members have
informed staff that the additional information is very helpful and will
assist in understanding the project process and responding to
various taxpayer inquiries.
Produce and widely publicize a professional sales tax measure annual report .
COMPLETED and ONGOING. Staff has prepared the sales tax
measure Annual Road Report and Community Road Report. The
Community Road Report (brochure) will be distributed to each
property in Atascadero and both reports will be published on the
City’s website.
Make expenditure of all sales tax measure funds readily transparent and easily
available to the public.
o Account for F-14 revenues and expenditures in a separate “fund” in the
City’s financial system (GASB requires this to be part for Citywide financial
statements, but keeping it separate internally will allow the public and
other interested parties to view everything related to this activity separate
and apart from other general fund activity).
COMPLETED. A specific fund has been set up in the City’s
financial system to track sales tax measure revenues,
expenditures, and fund balance.
o Publish the F-14 revenues, expenditures, assets, and liabilities separate
from the General Fund on the City’s website and in the F -14 Annual
Report.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
IN PROGRESS. Staff has prepared the sales tax measure Annual
Road Report and Community Road Report. The Community Road
Report (brochure) will be distributed to each property in Atascadero
and both reports will be published on the City’s website.
o Account for F-14 as a separate “fund” in the City’s budget.
COMPLETED. The sales tax measure is shown as separate fund in
the City’s budget. Section F of the City’s 2015-2017 Budget
includes information on all budgeted expenditures for F-14 funds.
In addition, all budget information on F-14 revenues, expenditures
and fund balance was duplicated in separate budget document and
is available on the City’s website.
o Publish the F-14 budget on the City’s website and other outlets.
COMPLETED. The sales tax measure budget is published on the
City’s website.
Make available all capital project related information - budgets, bid documents,
annual reports, and other data in one comprehensive area of our website .
IN PROGRESS and ONGOING Staff has created a dedicated
webpage for the public to review and obtain information on the F-14
Sales Tax Measure program, including CSTOC, press releases and
newsletters, and supporting documents. A link to this webpage is
located in the lower left corner of the main home page. Another link
on the F-14 webpage directs the user to a separate webpage that
Public Works maintains for all active capital projects – which
includes bid advertisements, bid results, bid docs, etc. Staff will
continue to upload relevant information and work to simplify the
layout of both webpages to ensure the information is easily
accessible and site user friendly.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Common Sense Regulations and Reform
Action Plan
2015-2017
Actions
Encourage County, State and Federal Governments to reduce
regulations
Monitor and mitigate the effects of potential legislative actions
Implement common sense updates to City codes
Promote and adapt water quality regulations to fit Atascadero
Protect and encourage long-term water sustainability for the
Atascadero Water Basin
Make City’s Affordable Housing Program more developer
friendly while continuing to work toward RHNA goals
Improve the appearance of the commercial corridor
Implement permit streamlining and efficiencies
Implement common sense solar reform
Long-Term Goals
We will embrace and value our history
We will keep our community charm
We will have sound and reliable infrastructure in place
We are and will remain an attractive place to live (eclectic is
attractive)
We will maintain our open space and rural character
We will have a strong, common, driving vision for the future
We will always embrace our natural beauty
We will have adequate water
We are and always will be a safe community
We will retain our small town friendliness and feel
We will have an attractive and professional commercial
corridor
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Encourage County, State and Federal Governments to Reduce Regulations
Utilize the City’s advocacy consultant to promote the City’s position on State
legislation and regulatory issues.
ONGOING. City staff has successfully utilized our consultant to
assist in acquiring the Lake Park sediment removal permitting in the
past. Recent advocacy assistance has been provided on specific
PERS issues and with the Redevelopment dissolution process.
Participate with the League of California Cities.
o Participate on Department and Policy Committees.
ONGOING. Council Member Sturtevant continues to serve on the
Housing, Community and Economic Development Committee at the
statewide level. City staff continues to be active on various league
committees.
o Participate in the Channel Counties Division.
ONGOING. Council Members and staff continue to actively
participate in the Channel Counties Division, attending all quarterly
meetings. Atascadero is tentatively scheduled to hold a quarterly
meeting in 2016.
o Attend League Events.
ONGOING. Council Members and staff regularly attend League
events including the League annual conference, division
conferences, and webinars.
Coordinate Advocacy Opportunities with the League’s Regional Public Affairs
Manager.
ONGOING. Staff connects with our League Regional
Representative on a regular basis.
Meet regularly with Elected Officials.
ONGOING. Staff and Council continue to look for opportunities for
Council Members to network and confer with other elected officials.
Monitor and Mitigate the Effects of Potential Legislative Actions
Monitor potential changes to State law.
ONGOING. Through the League of California Cities and other
professional organizations, staff monitors all potential changes to
State law that will affect cities.
Remain active with local government and professional organizations to understand
the effects of potential changes and, when possible, affect positive changes before
adoption.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
ONGOING. Each staff member is active with their respective local,
regional and state professional organizations. In conjunction with
the League, these organization monitor potential changes to State
law, analyze the potential affects to cities, and in some instances
advocate particular actions.
Effectively communicate to members of the public regarding ongoing concerns about
marijuana legislation.
ONGOING. In September, the California Legislature passed three
bills that create a broad regulatory and licensing system governing
medical marijuana. As part of that legislation, cities were required
to enact certain ordinances prior to March 1, 2016 in order to retain
local control of distribution and cultivation of marijuana. The City
Council held the first reading of the ordinance on January 19, 2016.
There are also several potential ballot measures that are potentially
slated for the November 2016 election related to adul t-use
(recreational) marijuana. Our attorneys at Burke Williams
Sorenson continue to closely monitor all potential marijuana
legislation and communicate the potential effects on cities.
Monitor and communicate effects of Proposition 47 legislation on local crime trends.
ONGOING The Police Department is providing statistical
information to Cal Chiefs for ongoing analysis to determine the full
impact of Proposition 47 on crime. Statistical data provided by Cal
Chiefs show that crime was trending downward in the State of
California from 2005-2014. The data being provided to Cal Chiefs
by our department will be used as part of a statewide effort to
evaluate crime trends for 2015 and beyond since the passage of
Proposition 47.
Review systems and implement changes necessary to comply with the Affordable
Care Act, PEPRA, minimum wage, sick leave for part-time employees and other
employee-related legislation.
ONGOING. Staff attended training to learn what the City
needs to do to comply with the Affordable Care Act (the Act).
Staff has implemented software updates to the
payroll/accounting system to comply with the Act. Staff has
reconciled and verified the updates made to the accounting
system in order to assure reporting in compliance with the
Act. Staff has put other systems in place to insure that
supervisors are aware of the act and that the City is in
compliance.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Staff has implemented PEPRA reporting and reconciliation
requirements. PEPRA legislation brought numerous
changes to tracking, reconciliation, and reporting
requirements for Staff. The City’s audit for fiscal year 2014-
2015 reflects new GASB reporting requirements as well.
Staff evaluated minimum wage pay rates and made the
necessary changes to comply with the minimum wage
increase effective January 1, 2016.
A sick leave policy for part-time employees was developed
to come into compliance with the new law. Staff made code
changes to the payroll/accounting system to comply with
required reporting on part time employee paychecks for sick
leave pay. Sick leave pay is now offered to part time
employees and is reflected on employee paychecks.
Staff continues to monitor employee-related legislation.
Support common sense reform to Redevelopment Dissolution Legislation,
advocating repayment of loans to cities and establishment economic development
tools.
ONGOING. Through advocacy and the League of California Cities,
the City continues to support common sense reform to
Redevelopment Dissolution. The City also supports the advent of
real, practical and workable economic development tools.
Support the League of California Cities position on federal railroad reform .
ONGOING. In June, the Mayor wrote a letter of support on the
League’s position on rail safety. The League endorsed the
following 10 proposed changes to federal rail legislation.
1. Mandate electronically controlled braking systems
2. Expedite retrofit or phase-out of tank cars failing to
meet current safety standards
3. Mandate provision of real-time information to first
responders in the event of accidents
4. Increase federal funding for first responders
5. Mandate speed limits
6. Mandate stricter reporting requirements
7. Identify priority routes for positive train control
8. Mandate railroad industry compliance with Individual
Voluntary Agreement negotiated with the U.S.
Department of Transportation
9. Devise a clear methodology for funding
10. Regulate the parking and storage of tank cars
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Implement common sense updates to City codes
Prepare zoning code update to eliminate unnecessary ordinances and
regulations and minimize barriers and streamline the permitting of new
businesses.
IN PROGRESS. With the hiring of the new Community
Development Director, staff has been analyzing the zoning codes
for effectiveness and determining the best path to streamlining the
permitting of new businesses. A reformatting of the Zoning Code,
adding graphics and creating a document that lives separately from
the Municipal Code is a project currently in the works in Community
Development that will be completed later in 2016. This new
“document” will not be a code amendment, but simply a way to
make the existing zoning more user-friendly. It will also create a
template that may establish a basis for a future code text
amendment.
Include information on regulation reform efforts in each semi-annual Strategic
Planning Initiative Update presented to Council.
ONGOING. This update to the action plan includes actions taken
and future steps contemplated on regulation reform.
When appropriate, review new ordinances after a period to determine if they are
efficient and effective.
o Review Spice Ordinance and Anti-Camping Ordinance for effectiveness
and make revisions if deemed appropriate.
ONGOING. In May of 2015, a staff report was presented regarding
the effectiveness of the Spice Ordinance. At that meeting it was
determined that no changes need to be made.
Implement the new construction code to go into effect January 2017 .
o Analyze model construction code.
IN PROGRESS. Building staff attended training in 2015 to
assist with implementing the new construction codes. Staff is
currently analyzing the model construction code in
anticipation of next year’s implementation. The code has yet
to be adopted by the state. We should have the California
amendments by July 2016. Inspectors will be attending a two
hour ICC-Central Coast Chapter meeting monthly. During
the meeting there will be code update training and
discussion.
The Building Official has been appointed to the ICC-CCC
Board which will enable him to bring training to the City of
Atascadero towards the code changes. Plans include
hosting at least two half day seminars focusing on the 2016
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Code Changes. The training will be offered to all local
contractors and design professionals. We will also be
updating our Type V and Tenant Improvement worksheets.
o Hold contractor forums regarding model construction code.
NOT STARTED. Staff is planning on holding forums later this year
to discuss the key features of the model construction code. The
forums will include training and examples to assist implementation
of the new code.
o Adopt new model construction code.
IN PROGRESS. 2016 codes will take effect July 2016 and will be
implemented following that time. Staff is currently working on this
implementation plan and should have the California amendments
ready by July 2016. To help with the implementation, Inspectors will
be attending a two hour ICC-Central Coast Chapter meeting
monthly. During the meeting there will be code update training and
discussion.
Perform comprehensive Impact Fee Study to ensure impact fees are consistent
with Council policy and future infrastructure needs.
IN PROGRESS. Staff is currently working with consultant to
complete a development impact fee study
Evaluate the fiscal impact of the annexation of Eagle Ranch into the City limits
and apply common sense fiscal regulation through a Community Facilities District
or other methods to ensure compliance with Council policy.
IN PROGRESS. Staff is currently working with a consultant to
evaluate the fiscal impact of annexation.
Promote and Adapt Water Quality Regulations to Fit Atascadero
Storm Water Regulations
o Implement and adjust engineering design standards to achieve the best fit
for Atascadero’s needs.
IN PROGRESS and ONGOING. As required by the State of
California and the RWQCB, the City adopted new stormwater
regulations and Post Construction Stormwater Design Standards in
early 2014. These new Design Standards require public and private
projects to address and maintain historical stormwater infiltration,
runoff, and water quality as part of new or redevelopment projects.
City staff has strived to implement the newly mandated regulations
while maintaining a local, common-sense and business friendly
atmosphere by working closely with our local builders and
developers to help answer and work through their questions and
concerns.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
o Accommodate business friendly strategies, where applicable, while
meeting regulatory intent.
ONGOING. City staff routinely meets with developers and
business owners considering site modifications to discuss options
available to meet new stormwater regulations, including not
exceeding certain thresholds that would negate post-construction
mandates and more cost-effective alternatives during construction.
o Minimize impact on potential redevelopment opportunities in the
Downtown.
ONGOING. This is part of the storm water standards. The
standards attempt to minimize impacts on redevelopment as much
as possible, including flexible options for landowners to obtain
compliance with the new standards. Staff has incorporated
exemptions to the maximum extent possible and considers offsite
mitigation opportunities as available for alternative compliance.
o Implement and adjust post-construction maintenance and monitoring
strategies that are reasonable and practicable.
IN PROGRESS and ONGOING. The approved regulations
minimize monitoring and reporting activities , including flexible
options for landowners to obtain compliance with the new
standards.
Onsite Waste Water Ordinance
o Implement and adjust septic design standards to fit Atascadero’s unique
needs and physical setting.
IN PROGRESS and ONGOING. The City is currently
implementing new Onsite Wastewater Management Plan (OWMP)
requirements adopted by the State Water Resources Control Board
in January 2014 for siting, design, operation, and maintenance of
onsite wastewater treatment systems. The City has the option to
submit a Local Agency Management Plan (LAMP) for Central Coast
Water Board approval. An approved LAMP would allow the City to
permit additional systems such as small mound type systems and
have more flexibility in site design and layout. Submittal and
approval of a LAMP requires additional staff and implementation
time. The extra time and costs are related to LAMP generation and
long-term implementation and yearly reporting to the State. Staff is
evaluating whether or not a LAMP is worth the effort.
o Partner with Atascadero Mutual Water Company for continued efforts
toward protection of groundwater sources.
ONGOING. The City works closely with AMWC on groundwater
issues. Regularly occurring meetings are held between AMWC and
City staff and representatives to discuss various topics, including
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
protecting groundwater. City staff also conducted a joint meeting
with AMWC to review the draft WWTP Master Plan. Both the City
and AMWC are members of the Paso Robles Groundwater Basin
Advisory Committee, and both participated on the Salt/Nutrient
Management Plan for the basin.
o Implement and adjust monitoring and maintenance strategies that are
reasonable and practicable.
ONGOING. The City was successful with draft review comments
that the OWMP did not change monitoring and maintenance
strategies for existing or new onsite wastewater systems.
However, the City may be able to achieve additional, design and
reporting flexibility (OWMP Tier 2 requirements) should the City
choose to develop and submit a LAMP to the State. Submittal and
approval of a LAMP will require additional staff and implementation
time. The extra time and costs are related to LAMP generation and
long-term implementation and reporting to the State. Staff is
evaluating whether or not a LAMP is worth the effort.
Monitor development/implementation of new Regional Regulations.
o Monitor current trends and pending regulations affecting local jurisdictions.
ONGOING. City staff continue to the monitor the ever-increasing
and changing water quality regulations and mandates by utilizing a
variety of tools including subscribing for email updates from
regulatory agencies, periodically visiting regulatory websites,
attending professional society meetings, and discussing regulations
with staff from AMWC, SLO County, and neighboring cities.
Pending or potential regulations are currently predominately related
to groundwater issues. New stormwater regulations went into
effect on July 1, 2013.
o Collaborate with decision-makers on a Regional and Statewide level to
ensure reasonable and practicable regulation reform.
ONGOING. City representatives participate in various advisory
committees including Water Resources Advisory Committee and
Paso Robles Groundwater Basin Advisory Committee. In addition,
the City participates and reviews various regional studies, such as
the Paso Robles Basin Salt and Nutrient Study.
o Attend Water Resource Advisory Committee (WRAC) to influence county-
wide water quality regulations that benefits Atascadero.
ONGOING. Council Member Roberta Fonzi is the City appointment
to the WRAC and attends WRAC meetings.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Protect and Encourage Long-term Water Sustainability for the Atascadero Water
Basin
Meet regularly with water district leaders to discuss potential changes to water
regulations and the local water environment.
ONGOING. Roberta Fonzi is the Council water liaison. Council
Member Fonzi and the City Manager meet monthly with
representatives from the Water District to discuss potential
developments in the local water environment.
Continue to support the exclusion of any properties overlying the Atascadero
Water Basin from any potential water district formed for the Paso Robles
Groundwater Basin.
ONGOING. Council has taken a consistent position to support the
exclusion of any properties overlying the Atascadero Water Basin
from any potential water district formed for the Paso Robles
Groundwater Basin. Current district formation documents exclude
the Atascadero Basin from the proposed district boundaries.
Continue to support the formation of a separate and distinct groundwater
sustainability agency for the Atascadero Groundwater Basin.
ONGOING. Council has taken a consistent position to continue to
support the formation of a separate and distinct groundwater
sustainability agency for the Atascadero Groundwater Basin.
Monitor all County actions pertaining to water and become involved with County
staff and the Board of Supervisors where appropriate.
ONGOING. Staff works with Water District staff members to stay
abreast of potential County actions pertaining to water. Council
Members and staff members attend Board of Supervis or meetings
where appropriate to advocate for City water positions.
Work with the water company to develop additional water savings ideas for City
facilities.
ONGOING. City is meeting State mandate of 28% reduction in
consumption. A presentation was made to the City Council in
September 2015 outlining the water conservation steps taken to
achieve the reduction goal.
Monitor Atascadero Mutual Water Company actions related to drought
regulations.
ONGOING. Roberta Fonzi is the council water liaison. Council
Member Fonzi and the City Manager meet monthly with
representatives from the Water District to discuss all water issues
including those actions related to drought regulations.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Make City’s Affordable Housing Program More Developer Friendly While
Continuing to Work Toward Regional Housing Needs Assessment (RHNA) Goals
Revisit Atascadero’s affordable housing policy looking for potential opportunities
to reduce requirements for new development.
o Compare the City’s affordable housing policy against other jurisdictions
within the County and of similar size throughout the State and provide the
City Council with a management report.
NOT STARTED. This effort had been delayed due to staffing
constraints and is expected to be accomplished in late 2016.
o Review the City’s affordable housing policy and explore adjustment of total
percentage set aside to tie it consistent with the City’s adopted Regional
Housing Needs Allocation.
NOT STARTED. This effort had been delayed due to staffing
constraints and is expected to be accomplished in late 2016.
o Explore developing new multi-family zoning ordinance standards to
provide more market based solutions for moderate income / workforce
housing (affordability by design).
NOT STARTED. This effort had been delayed due to staffing
constraints and is expected to be accomplished in late 2016.
o Create a funding rating system that clearly defines how to rate projects to
when project request use of the City’s Affordable Housing In -Lieu Fund.
NOT STARTED. This effort had been delayed due to staffing
constraints and is expected to be accomplished in late 2016.
o Review the City’s 2nd Unit Ordinance development standards looking for
opportunities to further promote development of these units.
NOT STARTED. Staff will work on this later in 2016, early 2017.
Staff has also asked the consultant preparing the development
impact fee study to determine the impact of these units. This
information will be brought to the Council along with a potential
policy decision on lower impact fees for second units.
o Review and update development impact fees and analyze reduction of
impact fees for 2nd units through a sliding scale approach to incentives
affordable by design 2nd units. This may include an AB 1600 stud y
updating development impact fees.
IN PROGRESS. The impact of second units and the development
impact fees for second units will be brought before the Council for a
policy decision as part of the development impact fee study.
o Consider amending the City’s Zoning Ordinance for development
standards for efficiency units.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
NOT STARTED. This activity may occur in early 2017 along with a
look at other potential zoning ordinance amendments.
Implement a customer service program to assist existing projects under
development in complying with the affordable housing conditions of approval.
IN PROGRESS. City Staff has actively worked with developers and
the real estate agents to understand the City’s existing affordable
housing policy and conditions. When requested, City Staff has been
able to swap units that were deemed to be sold as affordable units
with other units in the development.
Improve the Appearance of the Commercial Corridor
Continue program for reduced building permits fees for signage through September
2016.
ONGOING. Since inception of the reduced sign fee program many
sign permits have been issued throughout the City and several
applicants have moved forward through the administrative use
permit process to receive exceptions to sign criteria. This has
resulted in substantial compliance among the majority of the
commercial businesses along El Camino Real and Morro Road.
Staff is continuing to work with several business owners on
obtaining sign permit approval and overall site compliance.
Continue program for reduced Administrative Use Permit fees for signs through
September 2016.
ONGOING. Since inception of the sign program, at least 4
Administrative Use Permits for non-conforming signs have been
granted to allow exceptions to the sign regulations and therefore
allow existing signs to be legalized and permitted. Several other
businesses are still working towards applying for an administrative
use permit.
Evaluate effectiveness of reduced fee program for signs and bring report back to
Council prior to expiration of the programs.
IN PROGRESS. Sign voluntary compliance program has produced
very good results in most parts of the City. An update was brought
before the Council in August of 2015. Staff continues to work with
the remaining non-compliant business owners to assist them in
coming into compliance with the City’s sign ordinance.
Partner with local sign companies to submit building permit applications digitally.
COMPLETED. We are now processing building permit applications
digitally and this has been working very successfully.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Cut signage review timeframes to less than 48 hours.
COMPLETED. We are now completing sign permit review in as
little as 24 hours for most applications.
Partner with the Chamber of Commerce and local sign companies to hold a Sign
Symposium to educate business owners about the City’s sign ordinance, hear from
business owners about their sign needs and concerns, and come up with creative
solutions for business visibility in Atascadero.
COMPLETED. A sign symposium was held in Spring of 2015. It
was well attended.
Develop a positive recognition program for those businesses that are in compliance
with sign ordinance and that pledge to “Improve Atascadero Signage”.
ONGOING. In May, staff implemented a “Beautification Pledge
Certificate” signed by the Mayor for businesses in compliance or
those that came into compliance with the “Improve Atascadero
Signage” campaign. Beautification certificates were rewarded as a
thank you to businesses for improving their storefront signage and
assisting to beautify our City. The certificate entitles the business to
provide the City with their logo to include on the City’s website as a
supporting business of the signage ordinance campaign.
Highlight new signage installs through social media and other positive outlets.
ONGOING. Staff posted new signage installs through the City’s
website page and presented the “Beautification Pledge” with
personal visits to reward our local businesses in person.
Recognize businesses that provide signage that fosters character and innovative
designs through an award or other type of recognition.
ONGOING. Staff recognized businesses that had positive signage
installs through the City’s website where they are listed with their
address and website information on the Community Development
link for “Signage Campaign Partners” and they are given premium
exposure on the City’s home page with logo rotation where the
signage information button is located.
Provide the City Council with an Improve Atascadero Signage Clean -Up Campaign
update in late summer 2015 on the effectiveness of business outreach.
COMPLETED. An update to the Sign Clean-Up Strategy was
brought before Council in August 2015. At that time over 65% of
businesses had removed temporary signage from their premises.
Next enforcement steps and potential future tools were discussed.
Continue to work with the Chamber of Commerce to help business understand the
signage ordinance and requirements.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
ONGOING. Staff continues to meet with the Chamber monthly and
as part of that meeting, the sign clean-up campaign is discussed.
Continue momentum of Sign Clean-up Campaign, by contacting non- compliant
businesses.
ONGOING. A third round of in-person visits and letters occurred in
October 2015. From this additional communication several more
businesses have been brought into compliance.
o City Staff to perform a visual inspection of non-compliant businesses in
the middle of May. Staff to follow up with a phone call to those businesses.
COMPLETED. Staff completed a visual inspection of all
businesses along the El Camino corridor. Each business was
visited and given a notice letting them know what violations they
had. Businesses were also offered staff assistance in
understanding and complying with the sign ordinance.
o City Staff to perform a 3rd visual corridor inspection of remaining non-
compliant businesses in the middle of June. Staff to follow up with a
business visit.
COMPLETED. Staff once again completed a 3rd visual corridor
inspection. Again visiting and/or noticing those businesses that
were still not in compliance.
o City staff to bring back a report to the City Council highlighting progress
made and remaining non-conforming businesses.
COMPLETED. A report was brought back to City Council in August
2015. It is expected that a second update will be brought back to
Council in Spring 2016.
o City staff begins implementing fines and other penal methods to achieve
compliance from the remaining non-compliant businesses.
ONGOING. Staff is currently in the process of negotiating voluntary
compliance with three remaining businesses. The City Attorney is
currently working with one business owner that is not in compliance
and is facing potential citations. Additionally, this process is a
continuous effort since some new businesses have opened and
installed prohibited signs following the initial outreach by Staff. Staff
is working with these new businesses to help them understand the
City’s Sign Regulations and allow adequate time to comply.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Work with property owners of commercial centers and further explore ways to
incentivize monument signage upgrades.
ONGOING. Staff has spoken with property owners and tenants in
several of the commercial centers to let them know of the options to
increase sign visibility and enhance sign design. Additional
outreach and an ongoing effort needs to continue in this arena.
Explore the creation of monument signage “stock plans” that are pre-approved by
City Staff and Engineered to further incentivize upgraded signage and eliminate the
use of A-Frame signs, etc.
NOT STARTED. Staff will draft a stock monument sign plans that
include appropriate dimensions, engineering and typical design
layout that meets City sign standards and engineering/building
standards that could be used by businesses seeking additional
multi-tenant signage. This could be completed summer/fall of 2016.
Explore a building permit fee waiver incentive program for commercial store front
improvements.
NOT STARTED. Staff will discuss the options of this program and
strategize on how this could best be designed to benefit
commercial storefronts in specific locations such as the downtown
area and what fees could be waived- summer 2016.
After significant experience with the Sign Clean-Up Campaign, review the
effectiveness of our current sign ordinance and bring back changes based on what
we learned.
NOT STARTED. This review will likely result in much needed
amendments to the City’s Sign Regulations, possibly as a
component to needed Zoning Code amendments. Staff will create a
report based on what we learned and create a list of suggested
potential updates to the regulations back to City Council in late
2016.
Implement Permit Streamlining and Efficiencies
Continue to look for ways to streamline permitting.
ONGOING. Over the past year, staff has worked with several
commercial businesses to shorten the building permit process. This
was done by utilizing on-site meetings in addition to plan intake
meetings to strategize on building code compliance, thereby
reducing turn-around time and enhancing communication between
builder, architect, and plan checkers. This process was successfully
utilized for the Kochi and Alehouse restaurants as well as several of
the larger residential projects currently under construction
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Commit to accepting only complete plan checks for submittal.
COMPLETED/ONGOING. Building and Planning are continuing to
transition to only accepting complete plan checks. New checklists
at the counter have been created to assist with this process. This is
an ongoing effort, as many community members are used to a
process that allowed a piecemeal submittal. This transition will be
complete in the summer of 2016.
Provide intake meeting opportunities for business developers.
COMPLETED. We provide intake meetings for both residential and
commercial projects. This has worked well and customers are
appreciative with this process.
Purchase and implement a new permitting issuance and tracking system.
IN PROGRESS. Staff is currently reviewing options and setting
plans and timelines in place for new system. A multi-departmental
task force is currently meeting bi-weekly for needs assessment,
research, and coordination. “Go live” target date is currently
scheduled in 2017.
Actively communicate with owners and consultants if there is the same plan
check comment through multiple submittals.
COMPLETED. If there are still corrections after a second plan
review, the applicant’s design team is called in to meet with City
staff so that plan check comments may be clarified/explained in
detail, misunderstandings be cleared up and questions answered.
Provide training and professional opportunities for our employees .
ONGOING. Staff has been sent to wide variety of training
opportunities and will continue the same in 2016. IN 2015,
additional building staff acquired building inspection licensing and
other staff took place in professional development tra ining.
Examples include:
Building code professional training
American Planning Association seminars
Management and leadership training
Training and dealing with difficult people
Emergency Operation Center training
Work to retain professional, friendly employees.
ONGOING. Staff continues to strive to make the City a good place
to work through culture and flexibility. The Council supported
additional staff positions as part of the 2015-2017 Budget to help
alleviate some stress associated with unattainable workloads. And
innovative programs such as the one-time leave buy-back program
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
that was offered last June were implemented (The program allowed
employees to cash out some of their leave balances; getting
needed cash to employees who wanted it, while at the same time
reducing the City’s liability.)
Ensure that systems are developed so that opening of City Hall on Fridays does
not slow the issuance of permits.
COMPLETED. City Hall has been open on Fridays since July 10,
2015.
Reduce the number of plan checks being sent to Code Check by keeping more
residential projects in house.
COMPLETED. Staff has significantly reduced the amount of plans
going to Code Check by performing these plan check in-house.
The president of Code Check came in to ask if we were satisfied
with the service they provide as they had seen a decrease in
submittals.
Review all plan check resubmittals prior to sending them to Code Check for a
second review.
IN PROCESS. Staff is reviewing all plan check resubmittals prior to
sending them to Code Check as time allows. As building inspection
staff gets completely trained, it is expected that this action can
occur on a more regular basis, potentially shortening the review
process.
Allow Code Checks correction comments to be a condition of approval on the
permit card when possible.
IN PROCESS. Staff has diligently worked to look for opportunities
for correction comments to be a condition of approval rather than
require a resubmittal. At this point, staff is striving to have plan
checks conditioned to the greatest extent possible.
Work on a program to provide an over the counter plan check service during
specified hours for minor residential remodel projects.
IN PROCESS. Staff is currently working on a plan to implement this
and will have a trial program that includes over the counter plan
checks in summer 2016.
Implement Common Sense Solar Permitting Reform.
Provide services for on-line, fax and over-the-counter Solar Permit submittals.
COMPLETED. Atascadero was the first city on the Central Coast to
provide this service. We have been providing and improving on this
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
service since January 2014. This continues to be a popular service
that will be continued into the future.
Draft staff report and local ordinance related to expedited permitting procedures
for small residential rooftop solar systems by July 1, 2015.
COMPLETED. An ordinance was brought before Council in July
2015 and adopted by the Council at the August 11, 201 5 meeting.
Atascadero was the second city, on the Central Coast, to be in full
compliance with AB2188. There are several cities that are still
working towards compliance. Staff now provides example solar
plans and stock details to assist homeowners and businesses with
submittal of permit requests, thereby significantly expediting the
plan preparation and plan check process.
Get local ordinance approved in compliance with AB2188 relating to solar energy
permits that is due by September 30, 2015.
COMPLETED. An ordinance was brought before Council in July
2015 and adopted by the Council at the August 11, 2015 meeting.
Atascadero was the second city, on the Central Coast, to be in full
compliance with AB2188. There are several cities that are still
working towards compliance.
Provide a complete checklist for PV (Photovoltaic) submittals.
COMPLETED. Staff developed PV checklists with diagrams,
labeling guidelines, and current Atascadero Fire requirements, both
on line and at the front counter.
Continue to send inspectors to PV training to keep up with the constant
equipment changes.
ONGOING. Inspectors are continuously provided with online,
seminar and field training.
Provide full time front counter consultation for questions on installation .
ONGOING. Staff provides front counter and phone
guidance/consultation in both code and manufactures
interpretations for PV systems.
Post informational handouts to our website related to AB2188.
COMPLETED. Informational handouts were posted on the City’s
website in early 2015 and we currently offer submittal checklists,
standards plans and other information designed to simplify the
process.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
High Quality Public Safety Services
Action Plan
2015-17
Collaborate with Community Groups and Partner Agencies
Work with local School District Officials to provide training and enhance response
to critical incidents occurring on school grounds.
COMPLETED AND ONGOING. The Police and Fire Departments
have provided training to school officials and participated in several
high profile incidents with District Officials and Staff over the past
year strengthening our partnership.
Actions
Invest in public safety equipment and infrastructure
Collaborate with community groups and partner agencies
Participate in regional activities
Involve the community in public safety issues
Make training a priority
Focus on core services
Long Term Goals
We will have thriving and healthy economic activity
We will have tourists but are not a tourist town
We will keep our community charm
We will have vibrant recreational opportunities for citizens
and tourists alike
We will foster quality of life by engaging the public
We will have sound and reliable infrastructure in place
We are and will remain an attractive place to live (eclectic is
attractive)
We are and will remain proud to be Atascadero
We will retain our civic pride
We will have a strong, common, driving vision for the future
We are and always will be a safe community
We will retain our small town friendliness and feel
We will have popular annual events that are important to our
sense of community and economic health
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Police and Fire to partner with Lighthouse and other similar programs as
response to drug abuse occurring within the community.
o Participate in Lighthouse meetings.
ONGOING. Council Member Moreno and City staff representatives
participate in Lighthouse meetings.
o Develop & lead the reality tour program.
ONGOING. Both Fire and Police personnel are key to developing
and leading the Reality Tour Program. The last tour was held in
Fall 2015.
o Support the mentorship program.
ONGOING. Both Fire and Police personnel support the Lighthouse
mentorship program.
Police and Fire to partner with the School District on the presentation of the
“Every 15 Minutes” program.
COMPLETED. The Every 15 Minute Program was held in Spring
2015. The program was highly successful and strengthened the
partnership between the School District and Police and Fire
personnel.
Participate in Regional Activities
Continue Fire Department participation in a new county-wide SLO Type 3
Incident Management Team (SLO IMT3).
ONGOING. Three years ago, SLO County developed a county -
wide Incident Management Team. The success of this team is
dependent on members from the County and all cities within the
County. The Fire Department has three of its members on the SLO
County IMT.
Work with the County on implementing the newly amended cooperative
agreement for the Regional Hazardous Materials team .
COMPLETED. The agreement was approved by Council in April of
2015. The Regional HazMat Team was successfully deployed
during the recent San Gabriel Incident to great effect.
Stay involved in changes to the County-wide animal control contract.
o Actively participate in discussions regarding county animal shelter facility
decisions.
ONGOING. Both the Police Chief and the City Manager are
participating in countywide discussions related to the building of a
new facility and the funding mechanisms. City staff also toured the
existing animal shelter facility to understand the problems with the
current facility and the need for a new facility.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
o Advocate reasonable cost effective solutions to animal shelter facility
needs.
ONGOING. Both the Police Chief and the City Manager are
participating in countywide discussions related to the building of a
new facility and the funding mechanisms. County staff has taken
the position that a budget of $14 million has already been set for a
new animal shelter facility and that the cities may either choose to
participate or not participate. City staff continues to lobby to get the
projected cost of $875 a square foot down to a more reasonable
cost.
o Evaluate funding allocations for new shelter fac ility and the effects on
Atascadero.
ONGOING. Staff has asked for copies of the worksheets and
spreadsheets used to determine the allocation percentages for the
new facility. County staff has agreed to provide the spreadsheets,
but has not yet done so.
o Keep Council informed on developments regarding new animal shelter
facility.
ONGOING. Council will be kept informed throughout the
development of the project. The Council will have to take action to
decide to participate in the animal shelter facility.
Work with local, State and Federal entities to leverage grant monies for
enforcement, education and equipment including Alcohol Beverage Control
grants and Office of Traffic Safety Grants.
ON HOLD. Ongoing in the future but temporarily suspended for the
coming year due to staffing constraints.
Remain very involved with the SLO County Fire Safe Council and actively pursue
grant funding for the annual chipping program.
ONGOING. The City received $30,000 for the Fiscal Year
2015/2016 Chipping Program.
ON HOLD. The Fire Department did not receive grant funding for
the Chipping Program for the fiscal year 2016/2017. In fact the
entire County of San Luis Obispo Fire Safe Council failed to get any
grant funding.
Continue to work closely with the Cal Fire Forester on developing projects that
provide defensive space and breaks on the City’s western boundary.
ONGOING. A 7+ mile defensive space and break is being
constructed along the City’s western boundary in the county. The
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
project runs roughly from the Castlerock Development to just north
of Tassajara Canyon and is expected to be complete by 2019.
Develop our own in house State Certified Forester.
IN PROGRESS. The department has hired a Cal Poly graduate
who majored in Natural Resource Management. He is eligible to
become a licensed State of California Forester after the completion
of an apprenticeship. He is currently working under a Cal Fire
Forester to complete his apprenticeship. Once completed, he will
benefit the City in a number of ways the least of which is forest
management and grant applications.
Actively pursue grants needed to improve Atascadero public safety.
ONGOING. While grant funding opportunities in the Fire service
have decreased significantly in recent years, there are still some
police grants available. The City has been successful in allocating
SLESF and re-alignment grant funding and staff continues to look
for creative funding opportunities to improve public safety.
Collaborate with the County Fire Chiefs and the Sherriff to develop governance
of the county CERT team.
IN PROGRESS. A Stakeholder Meeting was held in November
2015.
House one county CERT team trailer here in Atascadero.
ONGOING. The CERT team trailer is housed at Fire Station #1.
Remain active in regional and State Associations.
o Participate as the City Manager appointment to the Ambulance Performance
Operations Committee or APOC.
o Participate as Operational Area Coordinator (Op Area Co) Alternate.
o Chair the County-wide California Incident Command Certification System
(CICCS).
o Participate as part of the CJAA Criminal Justice Administrators Association.
o Remain a member of the Regional CICCS Committee.
o Chair the County HazMat Board of Directors and be the HazMat Team
Liaison.
o Continue to be the California Fire Chiefs Liaison to county chiefs.
o Be an active member of the County Mutual Aid Committee .
o Remain a member of the League of California Cities Fire Chiefs Section.
o Remain a Board Member of the California Fire Chief Association.
o Be an active member of the Cal Police Chief’s Organization
ONGOING. City staff actively participates in all of the above
committees and organizations.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Involve the Community in Public Safety Issues
Expand the implementation of the Police Service Area Coordination Program
through the use of the Nextdoor online social networking service.
ONGOING. The program has been rolled out to the community and
it is expected that future use will be expanded.
Fully implement a self-directed model for police and fire personnel to provide
services within the community.
ONGOING. Public safety employees are given discretion to pursue
activities beneficial to the City outside of the scope of their normal
assignments. Staff continues to work toward improved utilization of
this program.
Work with neighborhood residents to resolve neighborhood specific issues as the
need arises.
ONGOING. Each neighborhood issue is addressed based on
neighborhood need. Some issues can be resolved with a simple
phone call and others may require concentrated effort and/or
neighborhood meetings.
Continue to support annual CERT Training by providing personnel, facilities and
promotion of the training.
COMPLETED. A successful CERT class was held here in
Atascadero in February 2015.
Seek funding through grants and donations to print and distribute the Business
Continuity Plan & Tool Box for local businesses to use during an emergency and
recovery.
DELAYED. This project has been delayed due to a lack of funding.
Staff continues to keep the program in mind and look for
opportunities to obtain funding for the program.
Adoption the Local Hazard Mitigation Plan.
COMPLETED. In October 2015, Council adopted a resolution
approving the 2015 Update of the Local Hazard Mitigation Plan.
Work within the community to raise funding in support of the K9 program.
Monies raised will be used for the purchase of the new K9 and ongoing training
within the K9 program.
COMPLETED – Funds exist to purchase a K9 at the appropriate
time. Ongoing partnerships with Elks and Rotary will keep funding
at high levels.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Collaborate with the County Fire Chiefs and the Sherriff to develop governance
of the county CERT team.
ONGOING. A countywide meeting of stakeholders was held
November 2015.
Make Training a Priority
Emphasize training for all public safety personnel.
ONGOING. In addition to the significant amount of training
provided to fire personnel on shift, significant effort has been placed
to complete the state Fire Marshall training tracks. Police training
has focused on POST approved courses with completion of not
only mandatory courses, but also courses that broaden the in -
house capabilities of the department.
Hold a Disaster Council Meeting.
IN PROGRESS. This training is currently scheduled to be held in
Fall 2016.
Provide a Table Top Disaster Drill with a full EOC Activation Drill & Local Incident
Management Team Type III (Type 3 IMT) utilization
COMPLETED. 2015
Continue development of Fire Department Performance Based Training
Program.
ONGOING The department continues to develop Performance
Based Training Standards in an effort to move completely away
from hour based training. Three times a year the fire chief tests
and measures all three shifts to the department performance
standards for elapse time and competency.
Schedule fire training with neighboring fire departments quarterly.
ONGOING. These trainings are scheduled and held semi-annually.
Ensure that new personnel are prepared for their role in a city-wide emergency.
ONGOING. All City personnel are considered emergency workers
and as such each employee is required to complete an IS700
FEMA class (NIMS). As part of employee orientation, employees
also receive basic direction on what they are required to do in a
Citywide emergency.
Pursue funding for a return trip to EMI.
o Submit an application to EMI requesting a training opportunity.
COMPLETED. An application was submitted in October 2015.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
o Develop a budget and design an EOC training event.
COMPLETED. Funding was included as part of the 2015 -2017
Budget.
o Hold an EOC Emergency Exercise to prepare staff for a return trip to EMI .
IN PROGRESS. An exercise is planned for May 2016.
o Develop a budget and Exercise to be used for EMI attendance 2017/18.
COMPLETED. Preliminary funding for pre-training was included as
part of the 2015-2017 Budget. The exercise will be part of the
2017-2018 Budget and will be developed once accepted to EMI.
COMPLETED An application was submitted to FEMA for
consideration in attending EMI.
o Attend EMI Class FY 2017/18.
IN PROGRESS. The City is awaiting acceptance from FEMA to the
program.
Focus on Core Services
Maintain a focus on problem areas within the community.
o The Police Department will maintain two full time Motor Officer positions to
focus on traffic safety concerns in the community.
ONGOING. The Police Department has successfully implemented
the Motor Office Program and both positions are operational.
o The Police Department will maintain two Street Crimes Detective positions
to address safety concerns in the community including narcotics related
issues and juvenile crimes including gangs, graffiti and other associated
issues.
ONGOING. Both positions are hired and filled.
Continue to monitor Response Standards and evaluate deployment model for
performance.
ONGOING. The Fire Department reviews and evaluates all fire
response data against standards.
Increase the use of the online reporting portal to provide additional methods of
crime reporting for community members and increase the amount of proactive
enforcement time by officers.
ONGOING. The system was re-designed to encourage greater
employee direction towards the citizen portal and as such the portal
is being used effectively and more frequently.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Investigate the effectiveness and viability of using body worn cameras for our
officers. This will be done in cooperation with local area law enfo rcement
partners.
IN PROGRESS. The department has acquired the appropriate file
storage for a test phase and is currently testing the Coban Body
Camera System.
Continue to encourage high levels of customer service with employee groups in
Police and Fire services.
ONGOING. The Fire Department has set up systems that
encourage customer feedback. The Police Department is working
toward a similar goal and is in the development phase of the
project.
Leverage of SLESF funding to provide line level officers with equipment to
sustain and enhance current levels of service.
ONGOING. SLESF funds continue to be programmed to provide
officers with needed equipment. 2015 purchases include radio
equipment, software, and communication systems enhancements.
Develop and Incorporate a Debris Management Plan as an Annex within the
Multi-Hazard Emergency Response Plan (MERP).
ONGOING. Public Works staff attended a Debris Management
Training Course in March 2015.
Respond to requests from within the community for specific enforcement issues.
ONGOING. Each enforcement issue is addressed based on need.
Some issues can be resolved with deployment of the speed trailer
and others may require a more concentrated effort.
Focus on criminal behaviors associated with the local transient population.
ONGOING. There has been a recent reduction in activity related
to the local transient population. We are working with local veteran
organizations to find housing for veterans who are transient.
Work with local area law enforcement partners to develop appropria te strategies
for addressing criminal conduct associated with the transient population
responses.
ONGOING. Staff continues to work closely with the County
Probation Department, Mental Health services and the Veterans
Services Office to help address the needs as well as the conduct of
our local transient population, and with other local area law
enforcement partners to address issues throughout the entire
county.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Invest in Public Safety Equipment and Infrastructure
Replace all vehicle based mobile radios in the fire department .
COMPLETED. This was completed Winter 2015.
Construct a new fire engine.
COMPLETED. The fire engine was completed October 2015 and
is now operational.
Refurbish Engines #7592 & #7591
IN PROGRESS. Engine #7592 is scheduled for completion March
2016.
COMPLETED. Engine #7591 was completed December 2015.
Replace breathing apparatus.
IN PROGRESS. The breathing apparatus specifications were
completed August 2015 and an order was placed September 2015.
Delivery is expected January 2016.
Look for funding opportunities to upgrade, refurbish or relocate existing public
safety facilities.
o Look for funding opportunities to complete needed deferred maintenance
upgrades to the Police Station.
IN PROGRESS. Funding was allocated as part of the 2015-2017
Budget for building maintenance and remodeling.
o Look for funding opportunities to perform a needs assessment evaluating
Fire Station #1.
COMPLETED. Fire Impact Funds were allocated for fiscal year
2016/2017 as part of the 2015-2017 Budget.
o Look for funding opportunities to modernize and remodel Fire Station #2.
ONGOING. Fire Impact funds were allocated for a needs
assessment study for both Fire Station #1 and Fire Station #2. The
assessment will be performed in 2016-2017. Staff continues to
look for funding opportunities for potential modernization and
remodeling projects.
Replace dated handheld police radios using SLESF funding.
COMPLETED. All dated handheld police radios were replaced in
2015.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Improve evidence processing capabilities with enhanced cell phone forensic and
fingerprinting equipment.
COMPLETED. Equipment has been purchased and put into
service.
Evaluate the need for new Fire Based Records Management Systems (RMS)
that is federally required HL-7 data compliant for medical records.
IN PROGRESS. Staff is in the process of evaluating software for a
Fire Based Records Management System. It is expected that a
recommendation for a specific system will be brought to Council
Spring 2016.
Replace the fire departments 5 Cardiac Heart Monitors.
IN PROGRESS. Staff is in the process of evaluating cardiac heart
monitors. It is expected that a recommendation for purchase will be
brought to Council Spring 2016.
Further develop operational policies and procedures for the Disaster Response
Trailer (DRT).
ONGOING. Staff continues to develop and refine standard
operating procedures for the Disaster Response Trailer. The DRT
is still a relatively new undertaking and has an entirely new set of
disciplines associated with the deployment of this valuable
resource.
Work with service provider to improve capabilities of the CAD system .
ONGOING. Staff continues to work with the CAD System vendor to
adjust the system and make improvements. This is an ongoing
process.
Install “rat boxes” that monitor the exact moment when a light turns red,
improving officer safety.
COMPLETED. Rat boxes were installed at selected signal lights in
2015.
Look for opportunities to improve the safety of the City’s streets and roads
system.
o Complete the preliminary engineering phase to rehabilitate or replace the
Via Avenue Bridge.
IN PROGRESS. City staff is in the process of recommending a
consultant to perform preliminary and final design for the project .
The design phase of the project will stretch over several years and
construction is expected to occur in 2019.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
o Work to secure funding for the construction phase of the
rehabilitation/replacement of the Via Avenue Bridge.
COMPLETED. Staff has secured an HBRR grant for design and
construction of the bridge project. Matching funds were
programmed as part of the 2015-2017 Budget.
o Complete the preliminary engineering phase to replace the Santa Lucia
Bridge.
IN PROGRESS. City staff is in the process of recommending a
consultant to perform preliminary and final design for the project .
The design phase of the project will stretch over several yea rs and
construction is expected to occur in 2018.
o Work to secure funding for the construction phase of the replacement of
the Santa Lucia Bridge.
COMPLETED. Staff has secured an HBRR grant for design and
construction of the bridge project. Matching funds were
programmed as part of the 2015-2017 Budget.
o Implement the traffic sign and pavement marking management plan to
comply with federal retro-reflectivity standards and guidelines.
IN PROGRESS. The City is in the process of implementing a plan
for assessing and maintaining traffic signs for new retro-reflectivity
standards adopted by the Federal Highway Administration (FHWA)
Manual on Uniform Traffic Control Devices (MUTCD). The
standards require roadway authorities to se lect one or a
combination of specified methods to assess and maintain traffic
sign retro-reflectivity to increase traffic safety and reduce vehicle
crashes. The City has selected a combination of two methods:
blanket replacement and expected sign life. Blanket replacement
will replace traffic signs in groups (all signs on a roadway segment)
while expected sign life will estimate the cycle of replacement for
blanket replacement (typically 12-15 years). These methods are a
management strategy compared with assessment methods (visual
nighttime inspection and measured sign retro -reflectivity) that are
labor intensive.
o Develop and implement standard operating guidelines for processing
traffic sign requests and other traffic issues raised by the public.
IN PROGRESS. A standard form has been created for use by the
public to request traffic signs or other traffic related matters . This
form is reviewed by the City Engineering staff, who will investigate
and respond to the submitter. Standard operating guidelines are
being drafted to develop standard processing of these requests.
The form and procedures will be included on the City website,
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
including other public outreach related to common traffic issues
(stop signs, speed limits, etc.).
o Continue to use safety as an evaluation factor when determining
modifications to the operations and improvements to the infrastructure of
the roadway system.
ONGOING. The City considers safety as a principal factor when
assessing traffic operations and infrastructure improvement of the
roadway system.
Adopt and implement Wastewater Treatment Plant and Collection System Master
Plans and recommendations for reliable and efficient wastewater collection and
treatment.
o Develop and prioritize capital improvement projects to ensure lowest life
cycle system costs.
COMPLETE. A list of capital improvement projects was developed
and prioritized with the Master Plans for the WWTP and Collec tion
System. The Master Plans will be presented to City Council for
consideration in 2016.
o Complete and implement wastewater fee study to ensure long-term
funding of system operation and improvements.
IN PROGRESS. The City Council authorized a consultant contract
to study and recommend updated wastewater service fees.
Wastewater service fees are affiliated with properties connected to
the municipal sanitary sewer system and have not been adjusted in
over 20 years (1994). The study includes various factors, including
costs for capital improvements planned (see previous item). The
fee study will be presented to the City Council for consideration in
2016.
o Evaluate maintenance and inspection standard operating guidelines and
policies and implement changes as needed.
ONGOING. Standard operating guidelines are evaluated on a
periodic basis and after various events or activities to ensure
wastewater operations are safe, efficient and cost-effective. A
comprehensive review will occur in 2016/2017.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Atascadero Lake Park, Pavilion,
Veterans Memorial and Zoo
Action Plan
2015-2017
Upgrade the Physical Infrastructure of the Zoo
Upgrade the electrical systems in the Zoo.
COMPLETE. The Zoo electrical system upgrade is complete. The
project included installation of a new service and three distribution
Actions
Upgrade the physical infrastructure of the Zoo
Increase marketing exposure for the Lake Park, Pavilion,
Veterans Memorial and Zoo
Increase parking capacity at the Lake Park complex
Improve facilities and infrastructure at the Lake Park Complex
Continue to monitor and review Zoo and facility fees to keep
fees in line with Council policies
Long Term Goals
We will have thriving and healthy economic activity
We will have tourists but are not a tourist town
We will keep our community charm
We will have vibrant recreational opportunities for citizens
and tourists alike
We are and will remain a patriotic city
We will have sound and reliable infrastructure in place
We are and will remain an attractive place to live (eclectic is
attractive)
We are and will remain proud to be Atascadero
We will maintain our open space and rural character
We will retain our civic pride
We will have a strong, common, driving vision for the future
We will always embrace our natural beauty
We will have adequate water
We are and always will be a safe community
We will retain our small town friendliness and feel
We will have popular annual events that are important to
our sense of community and economic health
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
panels; PG&E relocated the existing service to the new panels and
upped the amperage to accommodate the future loads of the zoo;
several old panels were removed; and existing circuits were re-
routed to the new panels. This critical project provides the
electrical backbone to upgrade exhibits and build new exhibits.
Incrementally relocate the animal population to more appropriate locations within
the Zoo to better fit with the ultimate vision of the Master Plan.
IN PROGRESS. The eventual location of each exhibit in the Zoo is
kept in mind each time an exhibit is renovated or upgraded. The
new Red Panda exhibit is slated to be located in the Indo -Burma
part of the zoo and the new Madagascar radiated tortoise exhibit
will be the first exhibit in the Madagascar area.
Address ongoing infrastructure maintenance needs at the Zoo.
o Continue to implement operational efficiencies to allow staff to spend more
time on infrastructure maintenance needs.
ONGOING. Staff continues to look for operational efficiencies in all
repairs and renovations. Recent examples include upgrades to the
aviary which reduce staff time spent cleaning the exhibit and recent
pump changes in the Flamingo exhibit to save staff time, water and
electricity.
o Coordinate with other departments for expertise on repairs, upgrades and
maintenance of infrastructure.
ONGOING. Zoo staff members meet with Public Works staff twice
a month to schedule coordinated repairs and projects. Working
together, staff has completed many important projects such as
paving in front of the burrowing owl exhibit, trimming of trees, repair
of the Lemur exhibit and general clean-up for the accreditation
inspection. Zoo staff also regularly coordinated with other City staff
member on projects such as Community Development (Master
Plan changes needed for red panda exhibit), Fire (AED and other
emergency training), and Police (fire range training and other
emergency training).
o Evaluate all new exhibits and changes to exhibits to insure that ongoing
maintenance needs are considered and if possible, reduced.
ONGOING. A new maintenance evaluation and tracking system
has been instituted. All maintenance work orders are evaluated
prior to beginning the repair to determine what repair would be the
best for ongoing maintenance needs, ongoing staff time
commitments, cost effectiveness of the repair, and how long the
repair will last.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
o Prioritize deferred maintenance projects based on animal welfare, safety,
long-term goals, and resource availability.
ONGOING. Deferred maintenance projects are evaluated and
prioritized based on animal welfare, visitor and employee safety,
resource availability and long-term goals. Staff has made
significant progress on deferred maintenance projects and
continues to work through those items that are broken, worn out or
not effective.
o Complete repair and rehabilitation of damaged aviary.
IN PROGRESS. The structure and netting for the aviary have been
repaired and rehabilitation of the area is complete. Work is in
progress on aviary entrance enhancements. The exhibit is
expected to be open to the public February 2016.
o Construct a new Madagascar Radiated Tortoise Exhibit, removing the
existing exhibit which has rot and other damage.
IN PROGRESS. The old tortoise and burrowing owl exhibit has
been removed and work is underway on a new Madagascar
Radiated Tortoise Exhibit. A new year round tortoise house has
been built, along with a pergolas and the framework for a new
exhibit. Work to be completed includes new planter boxes, paving,
fencing and glass viewing windows. The exhibit is expected to
open in late Spring 2016.
o Look for funding for other exhibits/facilities in need of replacement due to
rot, age, damage or non-conformance with USDA, AZA of Fish & Wildlife
Standards:
Fossa Exhibit
IN PROGRESS. Staff continues to look for funding to repair
the dry rot in the Fossa Exhibit.
Old Bear Exhibit
IN PROGRESS. Staff continues to look for funding to
rehabilitate the Old Bear Exhibit Area. Currently displaced
birds from the aviary are on exhibit in this area.
Red River Hog Exhibit
IN PROGRESS. Staff continues to look for funding to
replace fencing in the Red River Hog Exhibit with glass
viewing panels.
Removal of remaining Creosote Poles
IN PROGRESS. Staff has been able to successfully remove
a number of creosote poles and replace perimeter fencing
with chain link fencing. There are a number of creosote
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
poles remaining in the zoo, and staff continues to look for
opportunities to replace these poles with more appropriate
fencing.
Zoo Education and Picnic Area
COMPLETE. Funding for a new outdoor event
pavilion/area was approved as part of the 2015 -2017
Budget. The pavilion is slated to be used for zoo education
events, puppet shows and zoo fundraising events. In
addition the area can be opened up to the park for rentals
and events. Staff is in the process of drawing up an RFP for
design services.
o Complete planned deferred maintenance projects:
Center planter area.
IN PROGRESS. The old benches and deteriorated planter
areas were removed and construction of new planter areas
is complete. Due to the drought, replanting of this area has
not been started.
Replacement of interior railings with standard Zoo railings
IN PROGRESS. Significant progress has been made on
replacement of interior railings with the Zoo standard railing.
The Kiwanis completed a railing replacement project around
the entire Spider Monkey Exhibit and staff was able to
replace railings around the Vulture Exhibit.
Repair of pavement areas
IN PROGRESS. Significant progress has been made on
repair of pavement areas. Many areas of the pavement
have been ground, crack filled or otherwise repaired. A new
pavement area was installed around the amphibian area and
significant repair of the pavement will occur as part of the
Madagascar Radiated Tortoise Exhibit Project.
Pruning and removal of identified trees
COMPLETE. Pruning and removal of the identified trees
has been complete. Staff continues to monitor to health of
all of the trees and coordinates with Public Works on major
pruning projects.
Repair floor in Education Animal Holding Building
COMPLETE. The floor was repaired in the Education
Animal Holding building.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
o Work with the Wine Festival Committee to raise funds for needed Zoo
Projects and look for additional collaboration and donation opportunities.
ONGOING. Staff worked with the Wine Festival Committee to
more closely incorporate the Zoo into the Wine Festival Event. The
Atascadero Children’s Center displayed animal donation boxes
throughout the event and staff worked with the Chamber on a new
donation feature on the website for a donation to the Zoo along with
ticket purchase.
Install new exhibits and upgrade existing exhibits to fit with the ultimate vision of
the Master Plan.
o Construct a new immersive Indo-Burma multi-species exhibit for red
pandas, muntjac deer, and birds from the area.
IN PROGRESS. The exhibit has been designed and plan checked.
Soils testing was completed January 2016 and construction is
expected to begin Spring 2016.
o Install a new toucan exhibit.
IN PROGRESS. Grant funding was obtained for a new toucan
exhibit and caging for the exhibit has been completed. Completion
of the exhibit is expected Summer 2016.
o Complete the new Walkabout Wallaby Exhibit.
IN PROGRESS. Perimeter fencing and establishment of a walking
path has been completed. Completion of the exhibit is expected
Fall 2016.
Work with the Friends of the Charles Paddock Zoo to obtain funding for needed
capital projects.
ONGOING. The Friends of the Zoo contributed over $10,000 in
funding toward accreditation projects. Staff is in the process of re -
establishing regular meetings with Friends of the Zoo Board
members and a strategic planning session with Board members
and Zoo staff is tentatively scheduled for February 2016.
Improve communications with the Friends of the Charles Paddock Zoo.
IN PROGRESS. Staff is working with Board members to improve
communications and come to a common understanding of purpose.
Staff is working with the Friends on a strategic planning session. A
board member from a very successful Friends of the Zoo group,
with a similarly sized zoo, has agreed to assist with the strategic
planning to help get Zoo staff and the Friends on the right track.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Encourage Friends of the Charles Paddock Zoo to recruit local volunteers and
Board members to add to the core Board in existence.
NOT STARTED. Staff has discussed this with the Friends Board
members and it was determined that a necessary first step is to
adopt a strong strategic plan and improve Zoo/Friends
communications before bringing in new volunteers. As part of
strategic planning, a plan to strategically bring in new volunteers
will be developed.
Attend the AZA Conference and Board meetings as appropria te to insure that
Zoo staff and City Manager are up to date on modern zoological practices.
ONGOING. Zoo staff and the City Manager have attended several
AZA trainings. Staff continues to look for more opportunities to
increase and broaden training in order to stay up to date on modern
zoological practices.
Increase Marketing and Exposure of the Pavilion, Lake Park, Zoo and Veteran’s
Memorial
Increase marketing presence on Google, Facebook and other internet sources
for the Pavilion as an event center.
IN PROGRESS and ONGOING. Staff has updated the
www.VisitAtascadero.com website with information about the
Pavilion. Staff is currently redesigning the Pavilion website; once
that is completed in February 2016, we will be promoting the event
center heavily through social media, Google, etc.
Look for marketing opportunities to promote the Pavilion, Lake Park, Zoo and
Veteran’s Memorial.
IN PROGRESS and ONGOING. Staff has advertised the Zoo’s
events with a variety of television commercials, Chamber showcase
mixer, radio talk shows, print ads and digital ads for the 60 th
Anniversary, Zoo Boo and Holiday Magic. Staff has promoted the
Lake Park with the Saturday Concert series on Facebook, KCOY
and KSBY newscasts. Staff is currently promoting the Zoo,
Veteran’s Memorial, Pavilion and Lake Park through social media,
the Visit Atascadero website, digital retargeting and paid keyword
search.
Increase the promotion of the Zoo.
o Look for education opportunities to tell about the important work being
done at the Zoo.
ONGOING. Staff looks for opportunities to let residents and visitors
learn about the significant conservation work being done at the
Zoo. Outreach efforts includes tours for Wine Festival Committee
Members, presentations on Turtles in Trouble and Red Panda
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
habitat to Rotary members, and events and press releases such as
the recent ribbon cutting for the Turtle lab.
o Prepare monthly Zoo articles.
NOT STARTED. Staff feels that this is a worthwhile
communication tool, however focusing on Zoo events and
promotions has not allowed us to undertake a monthly newsletter.
This program is estimated to be kicked off Fall 2016.
o Encourage Friends of the Zoo Membership newsletters.
IN PROGRESS. The Friends of the Zoo have issued several
newsletters. It is hoped that with better communication and
teamwork, the Zoo can assist the Friends in getting out a regular
newsletter for members.
o Issue Press Releases on new and exciting happenings at the Zoo. (Send
to both local and national media outlets)
ONGOING. Staff has worked with local media outlets on events in
2015 from the babies being born, the 60 th Anniversary, and the
recent Turtle Lab and launch of Turtles in Trouble Exhibit. Press
releases have gone out both locally and nationally with the
Association of Zoos & Aquariums accreditation.
Investigate the opportunity for receptions at the Zoo.
o Look for funding for a new education / event center area at the front of the
Zoo.
COMPLETED. Funding for a new outdoor event pavilion/area was
approved as part of the 2015-2017 Budget. The pavilion is slated to
be used for Zoo education events, puppet shows and Zoo
fundraising events. In addition, the area can be opened up to the
park for rentals and events. Staff is in the process of drawing up an
RFP for design services.
Follow, maintain and engage in social media regarding the Pavilion, Lake Park,
Zoo and Veteran’s Memorial.
IN PROGRESS and ONGOING. Staff has engaged, followed and
posted on social media for the Zoo on the Zoo’s Facebook page,
Visit Atascadero Facebook page and website with a variety of
events as well as regular posting of information . Staff has also
engaged the Lake Park, Veterans Memorial and Pavilion on the
City and Visit Atascadero Facebook pages for events like Veterans
Day ceremony, Concert Series, Wine Festival and Holiday
Boutique.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Improve Directional signage to Lake Park/Zoo/Veteran’s Memorial. (Particularly
at US 101 / Highway 41)
IN PROGRESS. A new sign at the bottom of the southbound US
101 ramp was installed by the Veteran’s Memorial Foundatio n to
include directions to the Veteran’s Memorial.
Plan for connectivity between downtown corridor (El Camino Real) and
Atascadero Lake Park facilities, including better exposure and wayfinding, as a
goal in the State Route 41 West Corridor Study.
IN PROGRESS. The Highway 41 Corridor Study is in progress.
The goal of the study is to provide a long range plan for complete
streets along the Highway 41 Corridor including bike paths,
sidewalks and way-finding.
Hold and advertise Special Olympics World Games host town event at the Zoo
and Lake Park.
COMPLETED. A special event including Zoo tour, Tuesday BBQ in
the park, music and dancing was held July 2016. Due to delays in
Los Angeles, the athletes were ultimately unable to attend the
event; however the event was enjoyed by many community
members.
Improve Facilities and Infrastructure at the Lake Park Complex
Look for funding opportunities to make non -compliant picnic areas ADA
compliant.
IN PROGRESS and ONGOING. The City has been utilizing CDBG
and other funding to remediate various accessibility barriers
throughout the City, with an emphasis on Atascadero Lake Park.
Picnic Area No. 3 is planned to be reconstructed for ADA
accessibility with reprogrammed CDBG monies or in conjunction
with the Zoo Event Center.
Complete the pathway improvement irrigation and landscaping.
DELAYED. A bid was put out to complete the irrigation and
landscaping along the new pathway at Atascadero Lake Park. No
satisfactory bids were received and staff is re-evaluating the
original plan to put back turf in this area. The CDBG funds
appropriated for this project could be appropriated for Picnic Area
No. 3.
Look for funding and opportunities to renovate the Zoo Education portion of the
Ranger House.
IN PROGRESS. Staff continues to look for funding opportunities to
renovate the Zoo Education portion of the Ranger House. Minor
improvements such as paint, new cabinets and HVAC repairs have
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
been complete. Funding for further renovations continues to be
sought.
Look for opportunities to improve and sustain appropriate lake water levels for
recreational use and aesthetics.
o Repair the Lake Fill Line to insure long-term and reliable performance for
capturing all possible opportunities to divert allocated runoff to lake.
IN PROGRESS. Funding was included as part of the 2015-2017
Budget. New piping has been installed at overflow structure to
bypass inverted siphon and increase pipe flow. A more significant
pipe repair project under San Gabriel Road is planned for 2016.
o Cooperate with the Friends of the Lake in their efforts to improve lake
conditions while being mindful of social, political, environmental, and
economic impacts.
ONGOING. Staff meets regularly with Friends of the Lake
representatives and has worked with the Friends to put on projects
such as the Lake Clean-up Day in October and the Lake
Informational Bulletin Board installed near the Ranger House.
o Do not use water from the Atascadero Basin (community’s drinking water
supply) to fill the Lake.
ONGOING. The Council has been consistent in maintaining the
policy not to fill the Lake with water from the Atascadero Basin.
o Investigate the feasibility to modify creek and pipe inlet conditions to
increase intake capacity for the fill line from Atascadero Creek.
COMPLETED. City staff fabricated and installed a new screen
mechanism to the inlet pipe at the creek source to deter plugging of
the inlet structure and comply with US Fish & Wildlife regulations
related to keeping fish from entering the pipe .
Implement water quality / aeration improvements to improve the clarity of, and
environmental health of the Lake.
o Re-Install fountains to improve water quality when water levels are
appropriate.
DELAYED. There has not been sufficient water in the lake to re-
install fountains.
o Cooperate with the Friends of the Lake in their efforts to improve lake
water quality while being mindful of social, political, environmental, and
economic impacts.
ONGOING.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
o Continue Lake Clean-Up Day(s).
ONGOING. The City assisted the Friends of the Lake in holding a
Lake Clean-Up Day in October 2015. We had a total of five, 20-
yard dumpsters completely filled. The majority of the clean-up was
done on Lakeview Drive and at the Pavilion by the exercise course.
Improve appearance and physical condition of Pavilion by expediting deferred
maintenance work.
o Refurbish and maintain wood floor in main event center.
COMPLETED. The wood floors had a “buff and coat” performed
over the 2015 Thanksgiving Break. This treatment includes
scarifying the existing clear coat and application of new clear coats.
o Repair and remediate wood rot in top section of gazebo structure.
NOT STARTED. City staff will be evaluating the scope of work
needed to repair the gazebo structure for long-term use. A
structural member on the front side of the Pavilion had wood rot
and was successfully replaced Fall 2015.
o Replace damaged tables and chairs for main event center.
COMPLETED. Ten new 5-foot diameter round tables were received
in May 2015 to replace dilapidated tables. There are a total of 37
round tables that are used at the Pavilion. Staff does not
recommend replacing the chairs at this time due to the good
condition. These chairs (400 in total) were last replaced in 2006.
Focus volunteer efforts on needed maintenance and visual improvements to the
grounds and facilities.
ONGOING. Volunteers performed a variety of work. A large
emphasis in 2015 was placed on ground maintenance – specifically
in and around the park areas near the lake. An Atascadero
resident and former business owner, Erika Banner, even hired her
professional groundskeeper for several days to perform vegetation
removal and grounds maintenance in Fall 2015.
Look for funding opportunities to build Zoo Education / Event area in the Lake
Park
COMPLETED and ONGOING. $320,000 in funding for a new
outdoor event pavilion/area was approved as part of the 2015 -2017
Budget. The event area is slated to be used for zoo education
events, puppet shows and zoo fund raising events. In addition the
area can be opened up to the park for rentals and events. Staff is
in the process of drawing up an RFP for design services.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Continue to Monitor and Review Zoo and Facility Fees to Keep Fees in Line
with Council Policies
Review and bring fees annually to the City Council.
ONGOING. Fees were brought to the Council for updating May
2015 and staff will continue to bring an annual review and
assessment of fees for Council consideration.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Environmental Stewardship
Action Plan
2015-2017
Actions
Promote and publicize the City’s environmental stewardship
accomplishments
Encourage and preserve capital projects that highlight
Atascadero’s abundant natural beauty
Involve the public and volunteers in achieving the City’s
environmental goals
Implement Water Conservation Program to Reduce Water
Consumption at City Facilities
Balance environmental and economic development goals
Continue to be a County leader in the permitting of roof top
photovoltaic systems.
Long Term Goals
We will have tourists but are not a tourist town
We will embrace and value our history
We will keep our community charm
We will have vibrant recreational opportunities for citizens
and tourists alike
We will foster quality of life by engaging the public
We will have sound and reliable infrastructure in place
We are and will remain an attractive place to live (eclectic is
attractive)
We are and will remain proud to be Atascadero
We will maintain our open space and rural character
We will retain our civic pride
We will have a strong, common, driving vision for the future
We will always embrace our natural beauty
We will have adequate water
We will retain our small town friendliness and feel
We will have popular annual events that are important to our
sense of community and economic health
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Promote and Publicize the City’s Environmental Stewardship Accomplishments
Create an Environmental Stewardship page on the website.
IN PROGRESS. The City has created an environmental
stewardship page on the website. The page includes information
about the City’s climate action plan, water conservation, stormwater
management and Tree City USA. Staff continues to develop and
build the page. Look for more information in the future.
Prepare and update a report on accomplishments for the website.
IN PROGRESS. This report is expected to be prepared and
released Summer 2016.
Prepare a Bike and Trail Map for residents and visitors to promote the existing
trails within the City. Make map available on City’s website and printed copies
for distribution at City Hall.
NOT STARTED. Due to staffing constraints, this project has been
delayed. Project completion is currently scheduled Fall 2016
Use City’s promotion program and outreach activities to promote people powered
(biking, trails) recreational opportunities here in Atascadero.
ONGOING. Staff has highlighted the activities with biking and trails
on our Visit Atascadero Facebook and Instagram pages as well as
in the Atascadero Recreation Guide. We will continue to promote
these trails in our promotions and outreach to the community.
Continue to apply annually for Tree City designation.
ONGOING. Staff applies annually for the Tree City designation and
is annually awarded this designation for our stewardship and
support of both street trees and native tree preservation. Staff is
currently working on this year’s application materials and
discussing potential events that can honor the designation.
Work with Bicycle Community on applying for a Bike Friendly Community
designation.
IN PROGRESS. Staff met with representatives from the Bicycle
community to review what it would take to be a Bike Friendly
Community. It was decided that even with the help of the Bicycle
Community applying for the designation, it would be too difficult to
accomplish in 2015 with City staffing constraints. It was determined
that we would meet again once key positions were f illed in the City.
Celebrate our effective water reclamation facility.
IN PROGRESS: Staff to create a plan to promote the success of
our reclamation facility through the City’s website and Facebook
page and outreach to local media via a news release and set up
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
interviews with different news media across local TV, radio and
newspapers. This should be up and running by Winter 2016.
Continue and publicize the hugely successful annual Conservation Celebration.
IN PROGRESS. The Zoo holds an annual conservation celebration
each spring. This fun event celebrates conservation with fun
activities and information related to conservation. The April 16,
2016 event will be promoted through Visit Atascadero and City
websites and Facebook pages, Visit Atascadero Instagram and
other media outlets.
Promote the City’s solar program achievements.
IN PROGRESS. Staff is implementing a promotion plan to advertise
Solar accomplishments through our annual Zoo Conservation
Celebration beginning in the spring on the Zoo and City website
and Facebook pages, along with press release information to the
media and write up in the Chamber newsletter .
Promote the availability of grey water permits.
ONGOING. Staff currently provides a very comprehensive handout
on gray water systems and is knowledgeable on the construction
and application of gray water systems in a residential environment.
These systems can be implemented without permits if utilized for
laundry grey water in a residential environment with approved
detergents.
Encourage and Preserve Capital Projects that Highlight Atascadero’s Abundant
Natural Beauty
Continue to maintain and monitor native tree planting sites throughout the City,
including at Las Lomas, Adobe Springs, Paloma Creek Park, and others.
ONGOING. Staff continues to work with local tree consultants in
utilizing tree mitigation funds to plant new trees, monitor existing
sites, and ensure the continuation of a thriving native tree
population.
Construct the trailhead for the ALPS Three Bridges Trail.
IN PROGRESS. Staff has been working with ALPS on the trail
project. The MOU and Use Agreement between the City and ALPS
has been finalized and recorded. Loan documents were completed
and ALPS was funded with the bridge loan from the City to begin
work on their preservation site. ALPS started construction of some
of the onsite trails this fall. City construction of the trailhead and
emergency access road is currently planned for 2016/
2017. Caltrans permits are close to completion, and the City is
getting ready to begin construction documents soon.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Construct and promote the Highway 41 Multi-purpose path project.
IN PROGRESS. The Project was bid and set for construction in
Summer 2015. Unfortunately, the Project was first delayed due to
nesting bird concerns, then again waiting for AT&T to relocate a
fiber optic cable which conflicted with the project. Minor work was
completed Fall 2015 prior to work restrictions within the creek
vicinity. All land disturbance activities were avoided to eliminate
additional costs that would have been triggered for contractor
stormwater monitoring during winter suspension. The Project is
currently slated for completion Fall 2016.
Continue to pursue public and private funding to expand and link the City's
bicycle network in accordance with the General Plan and Bicycle Plan.
ONGOING. City staff continues to find opportunities to expand the
trailway system through public capital projects and private
developments. In addition to the Highway 41 MP Pathway project,
system expansion is being planned with US 101/Del Rio Road
Interchange, Highway 41 Corridor Study, Walmart (Del Rio from
ECR to San Benito), Eagle Ranch, and Halcon Road/Viejo Camino.
City roadway projects will also correct or fill in “missing links” in the
system, including contiguous travel, parking, and bike lanes north
of San Anselmo Road.
Continue to coordinate with and support SLOCOG in the implementation of
bicycle plans to facilitate non-auto travel within and between communities.
ONGOING. County Parks has taken the lead on a bike path
Project connecting Templeton to Atascadero. This Project will
allow bike travel between Atascadero and Paso Robles that
currently does not exist without riding your bike on Highway 101.
The Project is currently in the design/environmental phase and
construction funding will be applied for in June 2016. The City will
look for opportunities to support the funding application.
Look at bike and pedestrian opportunities as part of the Highway 41 Corridor
Study.
IN PROGRESS. The Highway 41 Corridor study is in progress.
The goal of the study is to provide a long range plan for complete
streets along the Highway 41 Corridor including bike paths,
sidewalks and way-finding.
Seek funding for construction of a downtown walking bridge across Atascadero
Creek (Pedestrian Bridge).
COMPLETED. Over $3 million in 2010 Redevelopment Bond
proceeds were budgeted for this project as part of the 2015 -2017
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Budget. Staff is currently working with an architect and community
members to finalize the plans for this project.
Pursue completion of the Atascadero Creek Trail Enhancement Project.
IN PROGRESS. This project was previously bid as a hard surface
trail but the granting agency will only provide funding for a DG
(decomposed granite) surface. Given the desire for a “finished”
concrete path, this project is planned to be a part of the Downtown
Pedestrian Bridge project rather than a stand-alone project. Staff is
working with an architect and community members to finalize the
plans for this project. Given the limited scope that grant monies will
fund, coupled with a project completion of May 2016 that cannot be
met, the grant will be reallocated to other recipients.
Involve the Public and Volunteers in Achieving the City’s Environmental Goals
Partner with volunteer organizations who will continue the Native Oak Tree
planting program and seedling give-away.
ONGOING. Staff continues to work with ANTA and ALPS to
continue the native tree planting program. Staff will continue to
investigate the best way to continue the program as these
organizations evolve.
Include information in weed abatement notices about how to protect oak
seedlings when mowing weeds
ONGOING. Every year, together with its weed abatement notice,
the Fire Department sends out information related to protecting oak
seedlings, including how to recognize seedlings and how to protect
them from tractor-drawn mowers. Additionally, the flyer explains
why it is important to protect the future generations of oak trees.
Encourage “Adopt-a-Facility” volunteer projects that have direct environmental
improvement affects.
ONGOING. Currently, staff promotes this program to help residents
and businesses get involved and take responsibility in helping to
maintain facilities such as Atascadero Lake and other publicly
owned properties. As time allows, staff helps facilitate these efforts
by meeting with volunteer groups to guide and focus their efforts.
Provide public information regarding energy efficient programs and products .
ONGOING. The City provides several handouts and other forms of
information on available programs. These programs include the
Central Coast EmPower program that provides for free energy
consultations at your residence and low cost financing for energy
improvements. We also have energy saving checklists available for
both commercial and residential users. Staff meets quarterly with
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ATTACHMENT: 1
other agencies to discuss and learn about the latest energy
efficiency programs to be able to provide the latest information here
in Atascadero.
Promote stormwater best management practices through public outreach and
education opportunities.
IN PROGRESS and ONGOING. The City conducts a public
education and outreach program for stormwater that includes a
variety of activities. Printed materials (brochures, handouts, etc.)
are general and specific to homeowners, businesses, developers,
and school aged children. Some recent examples include the pet
waste signs and stormwater preparation handout. The City also
partners regionally including SLO County Partners for Water
Quality, Groundwater Guardian, and SLO Green Build. Recent
partner efforts include advertisements on RTA buses and KSBY.
Other common tools to promote BMPs include website, public
updates, and conducting surveys.
Implement Water Conservation Program to Reduce Water Consumption at City
Facilities
Work to upgrade all remaining irrigation systems to Calsense technology and
inspect to ensure appropriate watering rates and proper operation of system
components.
IN PROGRESS AND ONGOING. In response to the State’s
mandate for a 28% reduction in water consumption (base year
2013), a comprehensive evaluation was performed for municipal
facilities and grounds. Since a majority of City buildings are newer
and have low flow fixtures, the burden for this reduction mandate
needs to be met by reducing irrigation consumption. Most municipal
irrigation systems use efficient Calsense technology that utilize a
sensor and gauge to monitor rainfall and atmospheric conditions
(temperature, humidity, etc.) to optimize how much water is needed
to maintain turf and landscaping. Staff adjusted Calsense
controllers to 70% of sensor demand (30% reduction) and
monitored turf and vegetation to ensure that costs to remediate
damaged turf would not be incurred. Turf and vegetation locations
not served by Calsense controllers are being evaluated to
determine a benefit-to-cost ratio compared to traditional controllers
in place now. The City realized a 32% reduction in water
consumption for the period of May through August in 2015.
Evaluate irrigated areas in parks and on facility grounds for candidacy to “brown
out” by considering usage and long-term implications of such actions.
COMPLETED and ONGOING. As part of the comprehensive
evaluation to the State’s mandate to reduce water consumption by
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DATE: 01/29/16
ATTACHMENT: 1
28%, areas of turf and landscaping were looked at for consideration
to “brown out”. Various portions of the parks and building grounds
have been “browned out” and are typically areas which do not get
much or any use. All other turf and landscape areas have had
significant reduction in irrigation. It is not practicable to allow
certain turf areas at City parks and building grounds to go dormant
like many residential properties do. Dormant turf will rebound and
come back once adequate rain or watering resumes – as long as
the turf is not heavily walked upon or used during dormancy. If it is,
the roots are severed and the grass blades die, which will then
require re-establishment with new seed or sod. The City parks and
building grounds get heavy use by the public, especially the athletic
fields. Turning off all irrigation to these facilities would result in
parks that are not as enjoyable or useful and would likely cost more
to re-establish (in money and water consumption) than to keep the
turf green. There were also over 40 sprinkler heads that were
capped and others replaced with higher efficiency models
Partner with Atascadero Mutual Water Company to identify strategies for
reduction in water consumption.
COMPLETED AND ONGOING. Staff met with AMWC to discuss
the State water consumption reduction mandate. AMWC is the
agency responsible to meet the reduction goals and issued
emergency measures to do so. Some of these measures included
eliminating watering of turf medians in streets, even/odd and time
restrictions for watering, runoff requirements, vehicle washing, and
not irrigating during and 48 hours after rain events. Staff continues
to discuss strategies and ideas with AMWC on water conservation.
Protect the water recapture levels of our wastewater treatment facility.
ONGOING. The volume of treated wastewater being recharged
into the aquifers is not significantly impacted by the State’s
mandate to reduce water consumption. Most water users are
reducing irrigation to comply with the reduction mandate – which
should not be entering the sanitary sewer system or be treated.
The volume may be impacted by low flow or more efficient fixtures,
such as toilets, as homeowners upgrade. The City works closely
with AMWC to monitor groundwater levels. AMWC has an
appropriation from the Lake Nacimiento water project and is taking
the appropriation to successfully recharge the aquifer and increase
water levels for a sustainable water supply.
Balance Environmental and Economic Development Goals
Facilitate and expedite the construction of local retail nodes such as the Del Rio
Specific Plan area and Colony Square in order to provide goods and services to
ITEM NUMBER: 1
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ATTACHMENT: 1
local residences in areas which are currently underserved, thereby reducing
vehicle miles traveled and greenhouse gas emissions. Goal is to capture 60% of
current retail leakage.
ONGOING. Staff is currently working with existing and potential
property owners/developers to facilitate the development of retail
pads and other land uses that will support and supplement the
proposed Wal Mart center.
Continue to coordinate with the SLO APCD to promote energy efficiency projects
and solar installation through education and public outreach.
ONGOING. Through the City’s solar permitting process, many
expediting and incentive programs have been put in place to
facilitate these energy saving features. Staff meets quarterly with
other agencies as part of the “Civic Spark” program hosted by
APCD staff. At these meetings, implementation of the Civic Spark
program is promoted as a form of energy conservation and climate
action planning.
Continue with the expedited solar permit process, including online permit
submittals and minimal permit fees.
ONGING. This ongoing process has been a successful component
of the permit process that continues to be refined in 2015/2016.
Continue with City tree planting projects and preservation of open space and oak
woodlands throughout the City.
ONGOING. Staff is currently working with City tree consultants to
ensure the implementation of the City’s Native Tree Regulations
and to ensure the continued preservation of our Oak Forests and
the open space areas that are their home. Staff is currently working
with ALPS to ensure the completion of the Three Bridges trailhead
while they are currently building the trails that will serve this
beautiful oak preserve on the west site of Atascadero.
Continue to implement Atascadero’s business friendly Climate Action Plan (CAP)
which was adopted in January 2014. Currently working with the APCD’s
AmeriCorps grant funded staff to begin implementing actions and conducting
public outreach as identified in the CAP.
ONGOING. Staff is continuing to implement the CAP and is also
meeting with County agencies to ensure partnership with other
communities regarding the CAP.
Ensure that new developments, including Eagle Ranch, comply with the goals
and policies identified in the Climate Action Plan, especially in regards to energy
efficiency, low water use, design of complete streets which include non -vehicular
and alternative modes of transportation.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
ONGOING. New projects are currently reviewed for consistency
with CAP policies in addition to the latest environmental standards
which also implement energy efficiency, low water use, and better
transportation choices. Projects such as Eagle Ranch are likely to
be great examples that implement these latest features.
Continue to be a County Leader in the Permitting of Roof Top PV (Photovoltaic)
Systems.
Provide services for on-line, fax and over-the-counter Solar Permit submittals.
COMPLETED. Atascadero was the first city on the central coast to
provide this service. We have been providing and improving on this
service since January 2014. This continues to be a popular
service.
Draft staff report and local ordinance related to expedited permitting procedures
for small residential rooftop solar systems by July 1, 2015.
COMPLETED. An ordinance was brought before Council in July
2015 and adopted by the Council at the August 11, 2015 meeting.
Atascadero was the second city on the central coast to be in full
compliance with AB2188. There are several cities that are still
working towards compliance. Staff now provides example solar
plans and stock details to assist homeowners and businesses with
submittal of permit requests, thereby significantly expediting the
plan preparation and plan check process.
Get local ordinance approved in compliance with AB2188 relating to solar energy
permits that is due by September 30, 2015.
COMPLETED. An ordinance was brought before Council in July
2015 and adopted by the Council at the August 11, 2015 meeting.
Atascadero was the second city, on the central coast, to be in full
compliance with AB2188. There are several cities that are still
working towards compliance.
Provide a complete checklist for PV (Photovoltaic) submittals.
COMPLETED. Staff developed PV checklists with diagrams,
labeling guidelines, and current Atascadero Fire requirements, both
on line and at the front counter.
Continue to send inspectors to PV training to keep up with the constant
equipment changes.
ONGOING. Inspectors are continuously provided with, online,
seminar and field training.
Provide full time front counter consultation for questions on installation.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
ONGOING. Staff provides front counter and phone
guidance/consultation in both code and manufactures
interpretations for PV systems.
Post informational handouts to our website related to AB2188.
COMPLETED. Informational handouts were posted on the City’s
website in early 2015 and we currently offer submittal checklists,
standards plans, and other information designed to help simplify the
process.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Staffing
Action Plan
2015-2017
Strive to Retain Current Employees
Bargain in good faith with all employee groups.
ONGOING. The City bargains in good faith with all bargaining
units. Agreement for fiscal year 2015/2016 has been reached for 4
Actions
Strive to retain current employees
Hire and train employees to fill current vacancies
Evaluate needs and hire employees to fill key needs
Long-Term Goals
We will have thriving and healthy economic activity
We will have tourists but are not a tourist town
We will have plentiful local shopping opportunities
We will embrace and value our history
We will keep our community charm
We will have vibrant recreational opportunities for citizens
and tourists alike
We are and will remain a patriotic city
We will foster quality of life by engaging the public
We will have sound and reliable infrastructure in place
We are and will remain an attractive place to live (eclectic is
attractive)
We are and will remain proud to be Atascadero
We will maintain our open space and rural character
We will retain our civic pride
We will have a strong, common, driving vision for the future
We will always embrace our natural beauty
We will have adequate water
We are and always will be a safe community
We will retain our small town friendliness and feel
We will have an attractive and professional commercial
corridor
We will have popular annual events that are important to our
sense of community and economic health
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
of the 5 bargaining units. Negotiations with the Fire union have
stalled.
Prepare a salary survey comparing key positions to all other agencies in the
County.
COMPLETED. An informal salary survey of all positions in the
County was performed by staff and shared with each of the
bargaining units.
Work toward salaries being near the county-wide average for the position, while
always being mindful of City’s revenue projections and ability to pay.
ONGOING. As part of the negotiations, City staff completed a
salary survey to determine how far positions were out from the
county-wide average. In developing the 2015-2017 Budget the
need to work toward the county-wide average in order to attract and
retain employees was balanced against other needs of the City.
Eventually all positions that were out 12% or more from the county -
wide average received a 7% salary increase for fiscal year
2015/2016.
Hire employees that make our team better.
ONGOING. All recruitments were developed and performed in
such a way as to attract the best candidates for the job. Each
applicant is evaluated to determine if the potential employee is the
right fit for the job based on experience, personality, and
expectations. If the City receives no applicants that “make the
team better,” the applicant pool is thrown out and a new recruitment
is performed.
Be less fiscally conservative in this period of upswing potential in order to be
competitive with other jurisdictions.
ONGOING. Revenue estimates for the 2015-2017 Budget were
developed to be less fiscally conservative than in years past.
Evaluate Council compensation (wages and benefits) which ha ve not been
increased since 1985.
COMPLETED. A comparison of Council salary and benefits was
brought to Council for review in April of 2015, then again reviewed
in June. In August an ordinance making changes to Council
salaries and health benefits was introduced with final adoption
taking place September 2015.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Adopt ordinance codifying Council wages and benefits.
COMPLETED. In August 2015 an ordinance making changes to
Council salaries and health benefits was introduced with final
adoption taking place September 2015.
As part of the budget process, review and prioritize “supplementals” submitted to
reclassify individuals performing work substantially outside of their current job
description.
COMPLETED. As part of the budget process, staff analyzed the
supplemental requests for reclassifications. The need for
reclassifications of positions working substantially out of class was
prioritized and balanced with the need for additional positions and
the need to work toward the county-wide average for employee
salaries.
Evaluate positions where the salaries and benefits are not competit ive with other
jurisdictions.
COMPLETED. As part of the negotiations, City staff completed a
salary survey to determine how far positions were out from the
county-wide average. In developing the 2015-2017 Budget the
need to work toward the county-wide average in order to attract and
retain employees was balanced against other needs of the City.
Eventually all positions that were out 12% or more from the county -
wide average received a 7% salary increase for fiscal year
2015/2016.
Continue to allow flex schedules where deemed appropriate by management.
ONGOING. Employee requests for a flex or 9/80 schedule are
evaluated on a case by case basis to try to accommodate the
employee’s wishes and the needs of the job.
Recognize that there is more work than staffing resources available in most
areas of the City.
ONGOING. This continues to be a challenge. In the interest of
being helpful and trying to attain City/community goals, staff often
agrees to do too much. Staff will continue to work on balancing
workloads and setting realistic expectations.
Actively promote realistic expectations of what staff can get done (there is more
work than staff time available).
ONGOING. This continues to be a challenge. In the interest of
being helpful and trying to attain City/community goals, staff often
agrees to do too much. Staff will continue to work on balancing
workloads and setting realistic expectations.
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DATE: 01/29/16
ATTACHMENT: 1
Actively communicate realistic time frames for work to get done.
ONGOING. This continues to be a challenge. In the interest of
being helpful and trying to attain City/community goals, staff often
agrees to do too much. Staff will continue to work on balancing
workloads and setting realistic expectations.
Keep staff focused on key missions and goals.
o Minimize diversions of staff time to items that do not achieve the core
mission of the department or the completion of these goals.
IN PROGRESS. Staff has remained focused on the core mission
and completion of these goals. In spite of staffing constraints,
significant progress has been made on these goals. However, it
continues to be a constant struggle to stay focused as it is easy to
divert resources and time to various issues that may arise.
o Communicate effect on core mission and goals if additional work
program is added.
ONGOING. Staff works to communicate the effect of changes
brought about by new programs or areas of work. This is an a rea
where there continues to be room for improvement.
Work to keep communications with and about employees positive (Praise in
public, correct in private).
Communicate regularly with employees.
o Hold quarterly City Manager Roundtables
ONGOING. The City Manager holds four employee roundtables at
various City locations every three to four months. These
roundtables are intended to be an exchange of information,
allowing employees to ask questions about what is going on with
the City and allowing employees to impart information directly to the
City Manager about what is going on in their world and what they
would like to see done to make them more effective.
o Management to meet with SEIU quarterly.
ON HOLD. Because recent Memorandums of Understanding are
one year agreements, management has been meeting with SEIU
representatives often. SEIU agreed that there was probably not a
need to meet quarterly in addition to negotiations. Both SEIU
representatives and management, do however agree, that if either
party wants a meeting that a meeting would be arranged.
o Management to meet with employees or employee groups as
requested.
ONGOING. The City Manager has an open door policy agreeing to
meet with any employee or employee group at any time. Several
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employees and employee groups have requested and met with the
City Manager in the last year.
Balance the City’s desire to reduce the leave liabilities with the employee’s desire
for flexibility in the use of leave.
ONGOING. The City continues to look for opportunities to reduce
leave liability while continuing to prioritize the employees’ desire to
have flexibility in the use of their leave. In June 2015, the City
offered a program to buyback employees’ historical vacation and
holiday leave balances. The program was a voluntary program that
allowed employees that needed money to cash out some of their
leave, while at the same time reducing the City’s leave liability.
Hire and Train Employees to Fill Current Vacancies
Hire a new Community Development Director.
COMPLETED. A new Community Development Director was hired
in late September 2015.
Hire a new Deputy Public Works Director.
COMPLETED. A new Deputy Public Works Director was hired in
October 2015.
Hire a new Administrative Support Assistant- Building Permit Processing.
COMPLETED. A new Administrative Support Assistant- Building
Permit Processing was hired in June 2015.
Hire a new Police Officer.
COMPLETED. A new police officer was hired in May 2015.
Hire a new Dispatcher.
COMPLETED. A new dispatcher was hired in July, 2015.
Hire a new Fire Captain.
COMPLETED. A new fire captain was hired in May 2015.
Train and orient all employees so that they become productive members of the
City team.
ONGOING. All employees go through an orientation program upon
hire. While there are many common areas of the orientation,
(familiarization of City policy and procedures, IS700, fire
extinguisher training, etc.) each orientation is unique based on the
position being filled. Training continues to be a priority for all City
positions and staff continues to believe that investment in training
for all employees allows us to remain professional, educated and
effective.
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DATE: 01/29/16
ATTACHMENT: 1
Evaluate Needs and Hire Employees to Fill Key Positions Required to Fulfill
These Action Plans
Have the department head team evaluate key personnel needs of the City as
part of the budget process.
ONGOING. As part of the budget process, staff evaluates all
personnel needs within the City. A supplemental request is
submitted by each department head for staffing needs within the
department, and these are evaluated, discussed and prioritized.
Have the department head team prioritize all City operation needs including the
need for additional personnel as part of the budget process .
COMPLETED. As part of the 2015-2017 Budget process, all
personnel needs were evaluated. While significant personnel
needs remain in the City, some progress toward filling key
personnel needs was attained. Seven key positions were added
over the two fiscal years of the budget.
Look for funding opportunities for additional personnel.
ONGOING. Staff continues to look for all funding opportunities for
additional personnel, including grants, increased revenues and
cooperative agreements. Staffing levels continue to be a priority of
the City.
Be less fiscally conservative in this period of upswing potential in order to hire
personnel needed to achieve Council and community goals.
Revenue estimates for the 2015-2017 Budget were developed to
be less fiscally conservative than in years past.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Roads Program
Action Plan
2015-2017
Implement a Successful Road Repair Program Using Measure F -14 Sales Tax
Funds
Use all of Measure F-14 funds on road repair projects in Atascadero.
IN PROGRESS. A separate fund and reporting system is used to
track revenues and expenditures of Measure F-14 monies. The
City has committed to spending these monies on road repairs for
local, neighborhood roads, specifically residential and collector
functional classifications (Measure E-14) rather than arterials. The
5-year Capital Improvement Program includes a list of 18.8 miles of
Actions
Implement a Successful Road Repair Program using Measure
F-14 Sales Tax Funds
Develop and Implement Communications and Transparency for
Roads Program
Continue City’s Road Program using funds other than Measure
F-14
Long-Term Goals
We will have thriving and healthy economic activity
We will have tourists but are not a tourist town
We will have plentiful local shopping opportunities
We will foster quality of life by engaging the public
We will have sound and reliable infrastructure in place
We are and will remain an attractive place to live (eclectic is
attractive)
We are and will remain proud to be Atascadero
We will maintain our open space and rural character
We will retain our civic pride
We will have a strong, common, driving vision for the future
We will always embrace our natural beauty
We are and always will be a safe community
We will have an attractive and professional commercial
corridor
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
roadways that meet these criteria with an estimated project cost of
$10.4 million.
Begin the first Measure F-14 Road Repair in spring of 2015 prior to receipt of first
sales tax receipt.
o Appropriate funds for two small (under $30,000 construction contracts)
road repair projects in fiscal year 2014-2015.
COMPLETED. Council appropriated funds for the Alamo Avenue
Project on May 12, 2015 and for the Honda Avenue Pavement
Rehabilitation on May 26, 2015.
o Begin construction on one small road repair project in May of 2015 .
COMPLETED. The Alamo Avenue Project was designed and bid,
Spring 2015. Funds were appropriated by City Council on May 12,
2015. Construction was delayed to allow AWMC to relocate 13
water services but completed July 2015.
o Begin construction of the second small road repair project in June 2015 .
COMPLETED. Honda Avenue project was designed and bid
Spring 2015. Funds were appropriated by City Council on May 12,
2015. Construction was delayed to allow AWMC to relocate 13
water services but completed July 2015.
Develop a five year capital improvement plan for road repairs using the following
selection criteria:
o Select roads to be repaired using the Critical Point Management
methodology in order to achieve the lowest life -cycle cost while
maximizing the overall Pavement Condition Index (PCI).
COMPLETED. The 5-year Capital Improvement Plan for Measure
F-14 funds was developed during the 2015-2017 Budget using the
Critical Point Management Methodology. The adopted budget
includes 30+ miles of roadway projects with a total budget of $15.1
million.
o Select projects to maximize bidding efficiencies.
COMPLETED. The 5-year Capital Improvement Plan for Measure
F-14 funds was developed during FY 2015 -2017 budget to
maximize bidding efficiencies, Staff and consultants evaluated all
potential projects paying particular attention to timing and grouping
of projects.
o Design project selection to maximize cost-effectiveness of each project.
COMPLETED. The 5-year Capital Improvement Plan for Measure
F-14 funds was developed during the 2015-2017 Budget to
maximize cost-effectiveness of each project. As testing and design
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are undertaken for each project, staff will evaluate and implement
the most cost-effective method of performing the road repair.
o Projects would not include significant improvements such as road
widening, added bikeways, etc.
COMPLETED. None of the projects selected as part of the 5-year
Capital Improvement Plan for Measure F-14 include significant
improvements such as road widening or added bikeways.
o Neighborhood roads would generally be a higher priority than large arterial
roads.
COMPLETED. All of the projects selected as part of the 5-year
Capital Improvement Plan for Measure F-14 are neighborhood
(local or collector) roads.
o Projects would not include routine maintenance such as isolated pothole
repair, shoulder maintenance, vegetation control, striping projects, street
crew staffing costs or normal sign replacement unless part of a pavement
project.
COMPLETED. None of the projects selected for the 5-year Capital
Improvement Plan for Measure F-14 funds are routine maintenance
projects. All projects were designed to preserve good pavement
conditions for the entire roadway segment beyond routine patching
or potholing. Striping, shoulder maintenance, vegetation control
and street crew staffing costs were not included in the F-14 budget.
o Projects could include road maintenance projects such as asphalt crack
sealing, chip sealing, slurry or micro-surfacing.
COMPLETED. The 5-year Capital Improvement Plan for Measure
F-14 funds does include both light and heavy road “Maintenance”
projects. "Maintenance" for these projects is strategically-timed
treatments to the entire pavement surface, such as seal coats and
slurry seals, beyond the routine potholing and patching that City
staff performs.
o Projects would also include major road rehabilitation projects such as cold
in-place recycling, hot-mix asphalt overlays and isolated, partial and/or
full-depth road reconstruction.
COMPLETED. The 5-year Capital Improvement Plan for Measure
F-14 funds does include both light and heavy road rehabilitation
projects designed to improve fair to bad pavement conditions for
entire roadway segments, such as overlays and cold -in-place
recycling.
o Do not use Measure F-14 funds on the Del Rio / US 101 Interchange
Project.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
COMPLETED. No Measure F-14 Funds were allocated to the Del
Rio/US 101 Interchange Project. Current funding for the Del
Rio/US 101 Interchange Project includes only Circulation Impact
Fees which are collected from developers to expand or improve
roads to handle extra traffic generated by new development.
Insure that adequate staffing is in place to accomplish a successful road repair
program.
ONGOING. The City filled a vacant Deputy Public Works
Director/Principal Civil Engineer position that will be primarily
responsible for managing capital projects. A vacant Associate
Engineer position will be filled in early 2016 to primarily work on
development review and stormwater management. The City will
still be required to hire professional engineering consultants to
assist with project design, plan preparation, and construction
inspection.
o Charge staff time to the projects for such things as design, b idding,
inspection, construction engineering, and contractor oversight.
ONGOING. In accordance with City policy, staff time spent directly
on capital projects for such things as design, bidding, inspection,
construction engineering and contractor oversight are being
charged to the Measure F-14 Projects. For the Alamo and Honda
projects, about 2% of the total project costs were attributable to
staff time spent on the project.
o Require time cards detailing work performed to insure that Measure F-14
funds are not used for general personnel costs.
ONGOING. Project Timesheets are kept by personnel that work
directly on capital projects. These timesheets detail the date, the
time spent, the project, the category of work and then a description
of the work performed. Below are sample entries from an Project
Timesheet:
7/14/15 3.0 C513 Const Oversee and inspection of prep
work for paving
8/14/15 2.0 C514 Const Oversee and Inspect Honda
paving overlay. Install STOP’s
and clean up
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Develop and Implement Communications and Transparency for Roads Program
Install a sign at each Measure F-14 road project letting passersby know the
project is funded with their sales tax dollars.
ONGOING. Staff created and had fabricated two large signs that
are placed on both sides of the project from when the project starts
until the project is completed. These signs were utilized for the
Alamo Avenue and Honda Avenue paving projects in Summer
2015.
Hold a Groundbreaking ceremony and issue press releases for each capital
project.
COMPLETED and ONGOING. Staff announces each ground
breaking ceremony in a press release and reaches out to media to
be present for the ceremony. Information is available on the City’s
Facebook and website.
Hold a Ribbon cutting ceremony and issue a press release at completion of each
capital project.
ONGOING. Staff holds the ribbon cutting ceremony for each road
completion and press release to announce the completion and
makes that information available on the City ’s Facebook and
website.
Actively notify in advance residents that will be affected by capital projects. Let
them know, dates & times of construction, closures, delays and other
inconveniences they may encounter.
COMPLETED and ONGOING. Staff announces to everyone via
press releases and on the City website and Facebook page where
the project is located along with the details. For larger projects,
residents specifically affected will be notified by mailers and or in
person for road closures, delays and other inconveniences.
Assign a City liaison to troubleshoot problems that residents may have with
capital projects.
COMPLETED. The Deputy Public Works Director has been
assigned as the community liaison on all F-14 road projects.
Support the Sales Tax Oversight Committee, educating and informing them.
ONGOING. The Sales Tax Oversight Committee was established
in the spring of 2015 after holding a community group meeting to
determine how committee members were selected. After
establishing appointment procedures, staff reached out to
community groups to receive nominations and held a drawing to
appoint committee members. The committee first met in August
2015 to adopt bylaws and review the Critical Point Pavement
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Management System as well as to learn about Atascadero roads.
The committee met again in December to review both the annual F -
14 financial report and the F-14 community report.
Use the Sales Tax Oversight Committee as ambassadors to tell the public about
the City’s sales tax measure program and what is happening.
ONGOING. Staff has provided presentations and information to the
Committee on various topics beyond the singular financial oversight
purpose of the Committee, including pavement management,
project prioritization, project communications, and other roadway
projects not funded by Measure F-14. Committee members have
informed staff that the additional information is very helpful and will
assist in understanding the project process and responding to
various taxpayer inquiries.
Produce and widely publicize a professional sales tax measure annual report.
COMPLETED and ONGOING. Staff has prepared the sales tax
measure Annual Road Report and Community Road Report. The
Community Road Report (brochure) will be distributed to each
property in Atascadero and both reports will be published on the
City’s website.
Make expenditure of all sales tax measure funds readily transparent and easily
available to the public.
o Account for F-14 revenues and expenditures in a separate “fund” in the
City’s financial system (GASB requires this to be part of the Citywide
financial statements, but keeping it separate internally will allow the public
and other interested parties to view everything related to this activity
separate and apart from other general fund activity).
COMPLETED. A specific fund has been set up in the City’s
financial system to track sales tax measure revenues,
expenditures, and fund balance.
o Publish the F-14 revenues, expenditures, assets, and liabilities separate
from the General Fund on the City’s website and in the F -14 Annual
Report.
IN PROGRESS. Staff has prepared the sales tax measure Annual
Road Report and Community Road Report. The Community Road
Report (brochure) will be distributed to each property in Atascadero
and both reports will be published on the City’s website.
o Account for F-14 as a separate “fund” in the City’s budget.
COMPLETED. The sales tax measure is a separate fund in the
City’s budget.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
o Publish the F-14 budget on the City’s website and other outlets.
COMPLETED. The sales tax measure budget is published on the
City’s website.
Make available all capital project related information - budgets, bid documents,
annual reports, and other data in one comprehensive area of our website .
IN PROGRESS and ONGOING Staff has created a dedicated
webpage for the public to review and obtain information on the F -14
Sales Tax Measure program, including CSTOC, press releases and
newsletters, and supporting documents. A link to this webpage
located in the lower left corner of the main home page. Another link
on the F-14 webpage directs the user to a separate webpage that
Public Works maintains for all active capital projects – which
includes bid advertisements, bid results and bid docs. Staff will
continue to upload relevant information and work to simplify the
layout of both webpages to ensure the information is easily
accessible and site user friendly.
Continue City’s Road Program Using Funds Other than Measure F-14
Diligently pursue funding for road, drainage and bridge projects in Atascadero.
ONGOING. The Five-Year Capital Improvement Program includes
almost $25 million for road, drainage and bridge projects that are
funded by sources other than Measure F-14. The City continues to
look for various funding opportunities to address the aging
infrastructure, including grants cost sharing, and private-public
partnerships.
Continue implementing steps to construct the Del Rio/US101 Interchange Project
in an expedited manner.
IN PROGRESS and ONGOING The Project is currently in the
PA/ED phase of the Project. (A staff report presented to Council in
September has more details on the Project and a description of the
phases.) Since the September Council meeting, the City continues
to work with Wallace Group on the Del Rio / US101 Interchange.
Staff is currently working with Walmart on final placement of the Del
Rio / El Camino Real Roundabout prior to submittal of the
interchange documents to Cal Trans. Design work continues to be
revised and refined, and preliminary environmenta l work is in
progress. The owner of the Del Rio Marketplace property has
acquired the parcels on the northwest side of the North Bound
onramp, which is expected to facilitate future right of way
discussions.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
o Continue to aggressively work through the Caltrans process.
ONGOING. The City and consultants continue to aggressively
work through the Caltrans process. Each phase is closely
coordinated with Caltrans to streamline submittal reviews and
approvals. Caltrans has been kept informed of the Project process
with regular correspondence and communication. The project is
currently in the second phase (Project Approval/Environmental
Documentation (PA/ED. The next phase will be Plans,
Specifications, and Estimate (PS&E) followed by the construction
phase.
o Work with partners to achieve construction efficiencies.
ONGOING. Staff and Wallace Group continue to look for potential
avenues for reducing the costs for the Project. Staff has also
reached out to WalMart and the Del Rio Marketplace
representatives to look for potential coordination/cost saving ideas.
o Secure dirt needed for interchange project at no cost.
ONGOING. City staff continues to partner with both developers for
the needed fill material for the City’s interchange project, which is
proposed to be excavated from the Walmart site and stockpiled on
the Annex site.
o Continue to advocate and apply for funding for the portion of the Del Rio
/US101 Interchange project which is attributable to general City traffic.
ONGOING. Staff worked with SLOCOG to insure that the Project
was included in the 2016 RTIP Funding cycle. Given the local and
regional significance to reduce both vehicle miles traveled (VMT)
and greenhouse gas (GHG) emissions, coupled with local matching
funds, the interchange project was very competitive for RTIP
funding. As reported to the Council in September, the State notified
SLOCOG that their available funding would drop from the expected
$14million to $0. The 2016 RTIP was recently approved with the
Project listed but did not include specific funding for the Project.
Staff will continue to work with SLOCOG on possible grants or
other funds to complete the Project.
o Bring changes and unexpected developments to Council.
ONGOING. In addition to informal updates, a staff report was
brought to Council in September 2015 on the Del Rio Interchange
Project. The staff report gave a background on the project,
discussed the Caltrans process for the project, the status of the
project and the funding outlook fo r both SLOCOG and the Project.
City staff will keep the City Council informed of any significant or
notable changes in the project schedule, scope, or funding, in
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
addition to the typical Council approvals required for a project of
this size.
Rehabilitate the Via Avenue Bridge providing access to this commercial/industrial
area.
IN PROGRESS. City staff is in the process of recommending a
consultant to perform preliminary and final design for the project .
The design phase of the project will stretch over several years and
construction is expected to occur in 2019.
Continue with the Morro Road Corridor Study which address transportation
needs, requirements and design through this primary access corridor.
IN PROGRESS. Whitlock & Weinberger Transportation was hired
in April 2015 to conduct the study. As part of the study three
separate public workshops have been held with a fourth workshop
tentatively scheduled in February 2016. The final study will be
brought to the Council for approval prior to submittal to Caltrans
Remain active in SLOCOG looking for funding opportunities and grants to
improve Atascadero’s infrastructure.
ONGOING. The City continues to be very active in SLOCOG,
advocating for our infrastructure projects and staying informed of
potential funding opportunities.
Support state legislative efforts to increase funding for local street and road
repairs and improvements.
ONGOING. The City continues to work with the League and others
to advocate for increased funding for local street and road repairs
and improvements. State transportation funding has been severely
reduced in recent years. The State reduced SLOCOG’s projected
RTIP funding from more than $14 million to $0. Last summer, a
special legislative session was held to address transportation
funding to no avail. The Governor’s proposed budget was unveiled
in early January and included some funding for transportation
needs. Staff will continue to stay informed and involved on
transportation funding.
Devote all available (not otherwise restricted) local transportation funds to road
projects.
COMPLETED and ONGOING. The adopted 2015-2017 Budget
includes all available local transportation funds allocated to road
projects.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Work to protect and maximize local transportation funds that can be used for
road projects.
ONGOING. Staff remains active in SLOCOG and continues to
advocate for funding to be programmed for road projects including
the existing allocation of local transportation funds toward road
projects. When budgeting, staff continues to be conscious of transit
programs and projects that require local transportation funds. (LTF
must be spent to meet transit needs first.) Like all City programs,
transit programs are evaluated to insure maximum efficiency and
cost-effectiveness.
Look for opportunities to use remaining gas tax funds for road repair projects.
DELAYED. Because of statewide reductions in gas tax funds, all
gas tax funds are programmed for ongoing street department
operations. The revenue reductions have been so severe, that for
the first time in many years, general funds are budgeted to
supplement gas tax funds for streets department operations.
Use USHA funds for road repair projects.
IN PROGRESS. USHA funds are programmed for the El Camino
Real Pavement Rehabilitation Project. The Project will rehabilitate
the pavement of El Camino Real between San Benito Road and
San Anselmo Road.
Look to maximize funding by using available funds to “match” potential grant
funds whenever possible.
ONGOING. City staff continues to look for opportunities to
leverage local dollars in applying for grants. Local matching funds
show a local commitment to the project.
Leave a portion of road funds available to take advantage of road grant fund
opportunities that may arise.
COMPLETED and ONGOING. As of the end of this budget cycle,
a balance remains un-programmed in both the Capital Projects
Fund and the Local Transportation Fund. These funds are
purposefully left un-programmed to allow the City to take advantage
of potential grant funding opportunities that will require a match.
Look for opportunities to repair roads when completing other projects in the City.
ONGOING. City staff evaluates various capital projects with each
other and other development and private utility work to collaborate
and eliminate the need to “undo and redo” previously complete d
work.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Complete the East Front Overlay Project.
DELAYED. City staff have performed preliminary engineering and
cost estimates for the project. This project was on hold pending
refilling staff vacancies and is not moving ahead. The design and
bid phase will occur in 2016 and construction is budgeted for FY
2016/2017.
Complete the Lake View Overlay Project.
IN PROGRESS. This project was delayed due to the lake sediment
removal project and then staffing constraints. Project design is
complete and a bid opening is scheduled in January 2016.
Construction planned for early spring 2016.
Complete the Santa Barbara West Overlay Project.
IN PROGRESS. City staff have performed preliminary engineering
and cost estimates for the project. This project was on hold
pending refilling staff vacancies and is now moving ahead. The
design and bid phase will occur in 2016 and construction is
budgeted for FY 2016/2017.
Complete the San Lucas Road Landslide Repair Project.
IN PROGRESS. City staff are evaluating and determining the cost
effectiveness of this repair to see if other options are better.
Construction is budgeted for 2016.
After improvements are made in the area, complete the El Camino Real CIR
Rehabilitation Project (San Anselmo to San Benito).
IN PROGRESS. City staff is working with a consultant on
preliminary engineering and cost estimates for the project. This
project was on hold pending refilling staff vacancies and is now
moving ahead. Construction planned for 2016/2017.
Begin the Santa Lucia Avenue Rehabilitation Project.
NOT STARTED. Design work is planned for FY 2016/2017 and
construction is planned for FY 2017/2018.
Begin the Viejo Camino Road Rehabilitation Project.
NOT STARTED. Design is planned for FY 2016/2017 and
construction is planned for FY 2017/2018.
Continue the annual crack fill program.
COMPLETED and ONGOING. Crack filling is performed by Public
Works staff and was completed in 2015. Another operation will be
performed again in 2016. Funds for this program are included in
the 2015-2017 Budget.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Promotions
Action Plan
2015-2017
Actions
Actively increase traffic to local businesses through a
promotions program
Celebrate Atascadero
Improve information flow and communications with constituents
Increase marketing and exposure of the Pavilion, Lake Park,
Zoo and Veteran’s Memorial
Long-Term Goals
We will have thriving and healthy economic activity
We will have tourists but are not a tourist town
We will have plentiful local shopping opportunities
We will embrace and value our history
We will keep our community charm
We will have vibrant recreational opportunities for citizens
and tourists alike
We are and will remain a patriotic city
We will foster quality of life by engaging the public
We will have sound and reliable infrastructure in place
We are and will remain an attractive place to live (eclectic is
attractive)
We are and will remain proud to be Atascadero
We will maintain our open space and rural character
We will retain our civic pride
We will have a strong, common, driving vision for the future
We will always embrace our natural beauty
We will have adequate water
We are and always will be a safe community
We will retain our small town friendliness and feel
We will have an attractive and professional commercial
corridor
We will have popular annual events that are important to our
sense of community and economic health
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Actively Increase Traffic to Local Businesses through a Promotions Program
Clarify and unify Council Vision for Atascadero promotions by setting clear goals
and actions for the City’s promotion program.
COMPLETED and ONGOING. In 2014, the City hired Coraggio
Group, a strategic planning company, to create a vision and plan
for tourism and promotion for the City over a series of meetings
from August 2014 through May 2015 to create the Atascadero
Tourism & Promotion Game Plan. Staff is executing the Game Plan
that is a ten-year visioning roadmap to establish a brand image that
will tell the story of Atascadero and promote what the City has to
offer. The Plan defines two goals: “Stay, Spend, Enjoy” as the
City’s goal and “Come, Sleep, Spend” as the City’s Tourism/ ATBID
goal. Staff has a clear roadmap with a three year timeline to
accomplish our goals. Staff has COMPLETED Year 1: 2015 –
“Building the Foundation” with the creation and approval of the City
and ATBID marketing plans, brand plan and infrastructure plan.
Execution of the plan will be staff’s ongoing focus as part of
“Building Momentum” in Year 2 and “Building on success” in Year
3.
Benchmark and measure the success of the promotions program.
IN PROGRESS and ONGOING. Staff will be building momentum
from our City and ATBID marketing plans and measuring the
success through increase in TOT, sales tax increase over targeted
categories, increase in traffic over websites and social media, etc.
Staff launched a digital dashboard in December to track the
success of paid search and in January, the digital display ad
program for retargeting started, which will aid in measuring our
success along with website traffic, social media likes/ views. Staff is
evaluating recent attendance to see if our promotional efforts
helped grow our December event attendance.
Have Council set brand standards and develop a brand management strategy.
COMPLETED. City Council, Staff and ATBID worked with Verdin
Marketing, advertising agency to establish a brand plan and
guidelines. City Council has approved and put into place a new
Visit Atascadero logo, a uniform color palette and voice along with
the marketing plans to support the overall strategy for the City and
Tourism/ ATBID.
Identify supporting infrastructure for tourism and promotions and seek funding for
that infrastructure.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
ONGOING. City Council approved and implemented the Tourism
board, ATBID, and put in place a budget utilizing TOT to support
tourism. City Council hired Big Red Marketing’s Destination
Manager, Amanda Diefenderfer, and gave approval for the City
Manager to hire a new Deputy City Manager of Outreach,
Promotions, Events, and assigned a marketing budget to fund this
infrastructure. Funding was also approved as part of the 2015 -
2017 budget to fund an outdoor event area at the La ke Park/Zoo.
Staff continues to look for innovative ways to fund additional
infrastructure to further tourism and promotions.
Identify and integrate with the City’s promotions partnership base.
ONGOING. Partners have been identified across ATBID, the
Chamber of Commerce, Main Street Association, SLO County
TMD, Visit California and local businesses for effective promotions
to achieve the two goals to drive traffic to our area. Staff to work
with the partners on an ongoing basis.
Work in conjunction with the Chamber of Commerce, ATBID and other promotion
partners to unify promotions of Atascadero.
ONGOING. Staff meets monthly with the Chamber of Commerce,
Main Street, ATBID and other organizations like the Community
Alliance of Atascadero in an effort to support and provide a
resource to guide event planning, marketing and promotions to
effectively market our City.
Support the TBID board in their mission to increase lodging stays in Atascadero.
ONGOING. Staff support for the TBID Board has been increased
with the addition of the Deputy City Manager-Promotions position.
This position has added both increased administrative support and
marketing/promotions support. City staff looks for joint partnership
opportunities that benefit both lodging businesses and other
businesses here within the City of Atascadero. Staff has and is
working on events and promotions to bring to new ideas and
opportunities to market our area.
Assign responsibility and allocate resources for an active promotions campaign.
COMPLETED. A Deputy City Manager-Promotions position was
hired in May of 2015. This position has been assigned all
promotions responsibilities. As part of the 2015-2017 a promotions
budget of $200,000 per year was adopted and a marketing plan for
expenditure of these funds was approved in October 2015.
Allocate adequate resources to implement the program.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
ONGOING. A promotions budget of $200,000 annually includes
funding for special events and for promotions. The marketing plan
adopted in October 2015 identifies our target audience, our unique
selling proposition, and our marketing strategy. Reorganization in
the City Manager’s office provided dedicated staff support for the
program.
Consider partnering with Historical Society to provide tours of the City Hall
building on Saturdays.
IN PROGRESS and ONGOING. Staff along with the Historical
Society ran a test for Saturday tours in November and December to
gauge the popularity of opening Historic City Hall over t he
weekend. From this test, staff will work with the Historical Society to
recruit docents in early 2016 and in March begin promotion of City
Hall’s new seasonal schedule open Saturdays during Spring Break
and over the summer from Memorial Day through Labo r Day.
City promotion efforts on supporting the entire community of Atascadero (not just
lodging stays).
ONGOING. The City’s Marketing plan was approved in October.
The plan is designed to promote the City’s assets and events that
appeal to local and County residents as well as encourage visitors
who are already here to stay, spend and enjoy. The plan is
designed with a focus on local businesses to attract and promote
shopping local. Growth in retail and restaurant sales will help attract
more business to the area, which would then foster economic
growth.
Develop reporting and feedback systems to allow for modifications and changes
to the promotions campaign as necessary.
COMPLETE and ONGOING. Staff has put in place a digital
measurement dashboard to track search and retargeting data.
These tools along with website and Facebook traffic, TOT, Sales
Tax, Zoo attendance, etc. will help with measuring success.
Maximize use of the Sunken Gardens and other City facilities by supporting
special events and other similar activities.
IN PROGRESS and ONGOING. As part of the marketing plan, the
City has increased support and created new special events
intended to bring people downtown, such as:
o Patriot Day - September 11th event with Estrella Warbird
Fly-Over, Show Choir Performance, candlelight vigil and
wine tasting. Held in conjunction with Main Street Art &
Wine Tour.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
o Colony Days – The City provided additional assistance to
this long standing event including the establishment of Tent
City After Dark.
o Taco Day on Traffic Way- In conjunction with the business
owners on Traffic Way, this new special event was created
to bring people to the businesses along Traffic Way. This
first time event sold out of Taco tickets within the first hour of
the event.
o Holiday Lighting Ceremony- The traditional Atascadero
event was held in conjunction with Main Street’s wine tour,
increasing traffic to downtown businesses.
o Winter Wonderland- This traditional Atascadero event has
historically been held by the Atascadero Main Street
Association. Main Street informed the City that they could
no longer hold the event, so City staff stepped in to continue
this very popular event. This year is estimated to be the
largest Winter Wonderland event both in number of people
attending and number of vendors participating.
o Tamale Festival- This is a new City event planned in the
Sunken Gardens on January 23, 2016. This event is already
generating a lot of interest for a first time event.
Staff is also currently working to attract events to our area with a
Special Event Sponsorship Program through existing events in the
county like Festival Mosaic, attracting traveling shows and events
from other areas to utilize City facilities. Staff is currently developing
special event criteria and a template for the program.
Work to remove barriers to use of the Sunken Gardens for special events.
IN PROGRESS. Staff has identified ways to improve the electrical
access in the Sunken Gardens area for special events. Most recent
is the purchase of spider boxes to assist with electricity. Staff will
continue improvements as we work with the Sunken Gardens
facility.
Celebrate Atascadero
Develop and implement innovative ways to celebrate Atascadero with positive
public outreach and public relations activities.
ONGOING. Staff is continuing to implement new and exciting
community events by brainstorming various ideas whenever and
wherever opportunities become available, such as the very
successful 9/11 Patriot’s Day/City Hall Exterior Lighting event, the
Zoo’s 60th Birthday Celebration and the first Tamale Festival that
will become an annual event, among others. These types of events,
which are widely promoted through traditional and social media and
then shared by staff and community members on Facebook and
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
elsewhere, generate a great amount of positive comments and
feedback from the community. We are also working much more
closely with local businesses to create events, which generate
awareness and help drive people out to enjoy their stores, such as
Taco Day on Traffic Way. Staff is working with ATBID on events
like Restaurant Month to actively recruit businesses to participate
and better promote themselves.
Provide a City liaison and support for community special events .
ONGOING. The Deputy City Manager-Promotions staff position
has been assigned as the City liaison for special events. In the
past year, the City has significantly increased support levels for
events such as Colony Days and Winter Wonderland. The liaison
has also actively met with community event coordinators to bring to
and facilitate events such as the Mozart Festival here in
Atascadero.
Increase City presence on social media promoting positive news items here in
Atascadero.
ONGOING. Staff actively monitors and posts our City’s assets, PR
and events across all social media on the City and Visit Atascadero
Facebook pages. Staff is working to implement the City’s Twitter
account in 2016
Improve relationships with local community groups to maximize the flow of
information and assist in positive community activities.
ONGOING. Staff is meeting with various organizations to
communicate and assist them with their needs. Staff meets with the
Atascadero Community Alliance to assist nonprofits with event
planning from topics like how to plan an event to proper times to
post on social media. Staff assisted the Alliance in creation of a
Community Event calendar on www.calendarwiz.com/atascadero
so that event planners across various organizations in our area
have a resource to assist them in scheduling events that do not
conflict with each other and a resource to solicit volunteers for their
events. Staff also actively meets with businesses like the Traffic
Way group and weekly Coffee @ The Carlton which are platforms
for communication with events and marketing taking place in and
around the City.
Actively look for and assist those looking to do special events that enhance the
image of Atascadero.
ONGOING. Staff actively looks for and works across the
organizations from the Friends of the Lake establishing a new event
with Lake Fest to working with Solterra Strategies and ATBID on
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
implementation of the County’s first Cider Festival and working with
groups like the Friends of Hearst Castle to actively cross-promote
our City.
Improve our Special Events Roadmap to include updated information.
IN PROGRESS. Staff is working on a hand-out that has events in
one place. Currently, staff is finalizing creative for our events, and
once that is complete, the City will have a “2016 Calendar of
Events” handout available – timeline: early February.
ONGOING: Staff will continue working to updates all calendars
from our City and Visit websites and Facebook pages to external
media and county tourism calendars.
Assign responsibility for celebrating Atascadero to an Individual.
COMPLETED. Deputy City Manager – Outreach, Promotions,
Events was hired mid May 2015.
Participate in Special Olympics Host Town Event.
COMPLETED. Staff successfully participated in the program and
planned an event that included a trip to the Zoo, participating in a
special Tuesday night BBQ in the park, music and dancing . Due to
glitches in Special Olympics processing in Los Angeles, the
athletes were delayed and were unable to attend the event. The
community, however, enjoyed the BBQ and music.
Celebrate each City success with public ribbon cuttings and press releases.
ONGOING. Staff actively completed each of the ground breaking
and ribbon cuttings for the F-14 Sales Tax Measure to improve the
roads which will continue into 2016; completed the AZA
Accreditation event, announcements of our baby flamingos, 60th
Anniversary Celebration and Turtle Lab/ Turtles in Trouble program
for the Charles Paddock Zoo; highlighted in press releases from
events to roads and to the success of arresting the San Gabriel
Elementary School bomb threat suspect. Our successes will be
celebrated and ongoing.
Look for funding to improve the City’s website focusing on mobile support, social
media connections, event promotion and public contact.
IN PROGRESS. Funding has been allocated for the 2016 -2017
fiscal year to build a new city website. Staff will begin the ground
work to redesign the website during the summer of 2016 and
anticipate the new site to go live in Q2 of 2017.
Improve Information Flow and Communications with Constituents
Open City Hall on Fridays.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
COMPLETED. City Hall has been open on Fridays since July 10,
2015.
Proactively look for opportunities to get City news and information out to
constituents and other interested parties.
ONGOING. Staff is consistently on the alert for news and
information of importance or interest to the community and pushes
City press releases and news links from other partie s out to the
public via shares on traditional and social media outlets.
Use a public information officer to review press releases and to coordinate the
City’s response to inquiries from the media.
ONGOING. The City hired a Deputy City Manager in charge of
promotions in May 2015. This position is currently coordinating
non-safety press releases and inquiries from the media. Staff is
working toward expanding the role of the information officer and
increasing training for both the information officer and staff/elected
officials citywide.
Develop and implement a media response policy for staff and Council Members.
NOT STARTED. A formal policy has not yet been written. This
expected to be complete by spring 2017.
Improve transparency by addressing rumors quickly through the appropriate
communication method. (Publically through social media or other methods
address those rumors that would not violate someone’s privacy or would not
reflect poorly on a constituent or business.)
ONGOING. Staff has Google alerts in place and continually
monitors local sites like the SLOStringer Facebook page to assist
with ongoing news about the City and acts immediately with a press
release when there is an incident taking place to keep the public
informed. Staff returns all media calls in a timely manner to answer
questions and provide useful information. Staff works to address
rumors immediately through social media where appropriate and
provide informative and useful information on the City’s Facebook
page.
Assign responsibility to monitor public communications and to respond
appropriately.
COMPLETED. City Manager’s Office staff regularly monitors social
media posts and public comments made on local Facebook groups
and elsewhere, and will respond online factually and positively
whenever it’s appropriate to do so; in some cases a press release
disseminated via traditional media may more accurately tell the
story, and then links to the release are posted online.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Set systems in place to keep communications factual and positive.
IN PROGRESS. Staff makes sure that all press releases are factual
and positive by making sure a minimum of one additional person
reviews the release before it is broadcasted to the media. Staff
makes sure that City and Visit Atascadero Facebook posts and
websites have complete, accurate and current information. Staff
monitors all media and tourism calendars the beginning of each
month to make sure event posts are still current and updated
including informational sites like Wikipedia that can be altered or
changed without users logging into the site.
Improve transparency by actively pushing out both “bad news” and “good news.”
ONGOING. Staff immediately pushes out news to the media in
contacting reporters, sending press releases and posting on social
media in a timely manner to be informative and useful when its
either bad or good news in an effort to provide correct information
and details for the public.
Improve the City’s website focusing on improving navigation, eliminating old
material and providing current up to date forms, data and information.
IN PROGRESS. Staff has begun work on eliminating old material
by removing outdated forms from our webserver and updating links
when new forms are created. Funding has been allocated for a
new website that will focus on simple navigation, social
engagement, citizen contact and improved form discovery. The
new website is anticipated to go live in Q2 of 2017.
Increase Marketing and Exposure of the Pavilion, Lake Park, Zoo and Veteran’s
Memorial
Increase marketing presence on Google, Facebook and other internet sources
for the Pavilion as an event center.
IN PROGRESS and ONGOING. Staff has updated the
www.VisitAtascadero.com website with information about the
Pavilion. Staff is currently redesigning the Pavilion website; once
that is completed in February 2016, we will be promoting the event
center heavily through social media, Google, etc.
Look for marketing opportunities to promote the Pavilion, Lake Park, Zoo and
Veteran’s Memorial.
IN PROGRESS and ONGOING. Staff has advertised the Zoo’s
events with a variety of television commercials, Chamber showcase
mixer, radio talk shows, print ads and digital ads for the 60 th
Anniversary, Zoo Boo and Holiday Magic. Staff has promoted the
Lake Park with the Saturday Concert series on Facebook, KCOY
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
and KSBY newscasts. Staff is currently promoting the Zoo,
Veteran’s Memorial, Pavilion and Lake Park through social media,
the Visit Atascadero website, digital retargeting and paid keyword
search.
Increase the promotion of the Zoo.
o Look for education opportunities to tell about the important work being
done at the Zoo.
ONGOING. Staff looks for opportunities to let residents and visitors
learn about the significant conservation work being done at the
Zoo. Outreach efforts includes tours for Wine Festival Committee
Members, presentations on Turtles in Trouble and Red Panda
habitat to Rotary members, and events and press releases such as
the recent ribbon cutting for the Turtle lab.
o Prepare monthly Zoo articles.
NOT STARTED. Staff feels that this is a worthwhile
communication tool, however focus on Zoo events and promotions
has not allowed us to undertake a monthly newsletter. This
program is estimated to be kicked off in fall of 2016.
o Encourage Friends of the Zoo Membership newsletters.
IN PROGRESS. The Friends of the Zoo have issued several
newsletters. It is hoped that with better communication and
teamwork, that the Zoo can assist the Friends in getting out a
regular newsletter for members.
o Issue Press Releases on new and exciting happenings at the Zoo. (Send
to both local and national media outlets)
ONGOING. Staff has worked with local media outlets on events in
2015 from the babies being born, the 60 th Anniversary, and the
recent Turtle Lab and launch of Turtles in Trouble Exhibit. Both
locally and nationally with the Association of Zoos & Aquariums
accreditation.
Investigate the opportunity for receptions at the Zoo.
o Look for funding for a new education / event center area at the front of the
Zoo.
COMPLETED. Funding for a new outdoor event pavilion/area was
approved as part of the 2015-2017 Budget. The pavilion is slated to
be used for zoo education events, puppet shows and zoo fund
raising events. In addition the area can be opened up to the park
for rentals and events. Staff is in the process of drawing up an RFP
for design services.
ITEM NUMBER: 1
DATE: 01/29/16
ATTACHMENT: 1
Follow, maintain and engage in social media regarding the Pavilion, Lake Park,
Zoo and Veteran’s Memorial.
IN PROGRESS and ONGOING. Staff has engaged, followed and
posted on social media for the Zoo on the Zoo’s Facebook page,
Visit Atascadero Facebook page and website with a variety of
events as well as regular posting of information. Staff has also
engaged the Lake Park, Veterans Memorial and Pavilion on the
City and Visit Atascadero Facebook pages for events like Veterans
Day ceremony, Concert Series, Wine Festival and Holiday
Boutique.
Improve Directional signage to Lake Park/Zoo/Veteran’s Memorial. (Part icularly
at US 101 / Highway 41)
IN PROGRESS. A new sign at the bottom of the south bound ramp
was installed by the Veteran’s Memorial Foundations to include
directions to the Veteran’s memorial.
Plan for connectivity between downtown corridor (El Camino Real) and
Atascadero Lake Park facilities, including better exposure and wayfinding, as a
goal in the State Route 41 West Corridor Study.
IN PROGRESS. The Highway 41 Corridor study is in progress.
The goal of the study is to provide a long range plan for complete
streets along the Highway 41 Corridor including bike paths,
sidewalks and wayfinding.
Hold and advertise Special Olympics World Games host town event at the Zoo
and Lake Park.
COMPLETED. A special event including zoo tour, Tuesday BBQ in
the park, music and dancing was held in July 2016. Due to delays
in Los Angeles, the athletes were ultimately unable to attend the
event; however the event was enjoyed by many community
members.