HomeMy WebLinkAboutCC_2016-10-11_Agenda Packet
CITY OF ATASCADERO
CITY COUNCIL
AGENDA
Tuesday, October 11, 2016
City Hall Council Chambers, 4th floor
6500 Palma Avenue, Atascadero, California
(Entrance on Lewis Ave.)
CITY COUNCIL CLOSED SESSION: 5:00 P.M.
1. CLOSED SESSION -- PUBLIC COMMENT
2. COUNCIL LEAVES CHAMBERS TO BEGIN CLOSED SESSION
3. CLOSED SESSION -- CALL TO ORDER
a. Conference with Labor Negotiators (Govt. Code Sec. 54957.6)
Agency designated representatives: Rachelle Rickard, City Manager
Employee Organizations: Atascadero Firefighters Bargaining Unit
4. CLOSED SESSION – ADJOURNMENT
5. COUNCIL RETURNS TO CHAMBERS
City Council Closed Session: 5:00 P.M.
Successor Agency to the Community
Redevelopment Agency of Atascadero
Special Closed Session: 5:00 P.M.
City Council Regular Session: 6:00 P.M.
Page 1
6. CLOSED SESSION – REPORT
REGULAR SESSION – CALL TO ORDER: 6:00 P.M.
PLEDGE OF ALLEGIANCE: Mayor O’Malley
ROLL CALL: Mayor O’Malley
Mayor Pro Tem Moreno
Council Member Fonzi
Council Member Kelley
Council Member Sturtevant
APPROVAL OF AGENDA: Roll Call
Recommendation: Council:
1. Approve this agenda; and
2. Waive the reading in full of all ordinances appearing on this agenda, and the
titles of the ordinances will be read aloud by the City Clerk at the first reading,
after the motion and before the City Council votes.
PRESENTATIONS:
1. Proclamation Recognizing October 9 – 15, 2016, as Fire Prevention
Week
2. Proclamation Recognizing October as Domestic Violence Prevention
Month
3. Commendation to the Atascadero Parents for Joy
4. Native Landscape Presentation – Madrone Landscapes
A. CONSENT CALENDAR: (All items on the consent calendar are considered to
be routine and non-controversial by City staff and will be approved by one motion
if no member of the Council or public wishes to comment or ask questions. If
comment or discussion is desired by anyone, the item will be removed from the
consent calendar and will be considered in the listed sequence with an
opportunity for any member of the public to address the Council concerning the
item before action is taken. DRAFT MINUTES: Council meeting draft minutes
are listed on the Consent Calendar for approval of the minutes. Should anyone
wish to request an amendment to draft minutes, the item will be removed from
the Consent Calendar and their suggestion will be considered by the City
Council. If anyone desires to express their opinion concerning issues included in
draft minutes, they should share their opinio n during the Community Forum
portion of the meeting.)
Page 2
1. City Council Draft Action Minutes – September 27, 2016
Recommendation: Council approve the City Council Draft Action Minutes
of the September 27, 2016 City Council meeting. [City Clerk]
2. Title 9 Planning and Zoning Text Amendments – Sign Ordinance - PLN
2016-1608
Fiscal Impact: The proposed sign ordinance amendments will not have an
impact on revenues, however, continuation of the reduction in building
permit sign fees and AUP fees will reduce permitting revenues and
increase staff workloads. This is off-set by the long term financial benefit
of improving the commercial district and making it more competitive with
surrounding communities is expected to result in a long term financial
benefit to the City.
Recommendation: City Council adopt on second reading, by title only,
Draft Ordinance A, amending Title 9 of the Atascadero Municipal Code by
approving PLN 2016-1608/ZCH 2016-0182 Zoning Ordinance Code Text
Amendments. [Community Development]
3. Memorandums of Understanding for Service Employees International
Union Local 620, Mid-Management/Professional Employees Association,
and Resolution for Non-Represented Professional and Management
Workers and Confidential Employees
Fiscal Impact: Changes to the MOUs and Resolution for Non-Represented
Employees will result in additional costs of approximately $120,450
annually and a one-time increase to the leave liability of approximately
$11,900.
Recommendations: Council:
1. Approve the Memorandums of Understanding Service Employees
International Union Local 620 for, Mid-Management/Professional
Employees Association; and
2. Adopt the Draft Resolution for Non-Represented Professional and
Management Workers and Confidential Employees; and
3. Approve the Salary Schedule for Fiscal Year 2016-2017. [City
Manager]
UPDATES FROM THE CITY MANAGER: (The City Manager will give an oral report on
any current issues of concern to the City Council.)
COMMUNITY FORUM: (This portion of the meeting is reserved for persons wanting to
address the Council on any matter not on this agenda and over which the Council has
jurisdiction. Speakers are limited to three minutes. Please state your name for the
record before making your presentation. Comments made during Community Forum
will not be a subject of discussion. A maximum of 30 minutes will be allowed for
Community Forum, unless changed by the Council. Any members of the public who
have questions or need information may contact the City Clerk’s Office, between the
hours of 8:30 a.m. and 5:00 p.m. at 470-3400, or cityclerk@atascadero.org)
Page 3
B. PUBLIC HEARINGS: None
C. MANAGEMENT REPORTS:
1. Strategic Planning 2015-2017 - Update of Council Goals and Action Plan
Fiscal Impact: None.
Recommendations: Council:
1. Provide feedback or additional direction, if necessary; and
2. Receive and file this report on the progress being made relative to the
City Council’s goals. [City Manager]
COUNCIL ANNOUNCEMENTS AND REPORTS: (On their own initiative, Council
Members may make a brief announcement or a brief report on their own activities.
Council Members may ask a question for clarification, make a referral to staff or take
action to have staff place a matter of business on a future agenda. The Council may
take action on items listed on the Agenda.)
D. COMMITTEE REPORTS: (The following represent standing committees.
Informative status reports will be given, as felt necessary):
Mayor O’Malley
1. City / Schools Committee
2. County Mayors Round Table
3. SLO Council of Governments (SLOCOG)
4. SLO Regional Transit Authority (RTA)
Mayor Pro Tem Moreno
1. California Joint Powers Insurance Authority (CJPIA) Board
2. City of Atascadero Finance Committee (Chair)
3. Economic Vitality Corporation, Board of Directors (EVC)
Council Member Fonzi
1. Air Pollution Control District
2. Oversight Board for Successor Agency to the Community Redevelopment
Agency of Atascadero
3. SLO Local Agency Formation Commission (LAFCo)
4. City of Atascadero Design Review Committee
5. SLO County Water Resources Advisory Committee (WRAC)
6. Water Issues Liaison
Council Member Kelley
1. Atascadero State Hospital Advisory Committee
2. City of Atascadero Design Review Committee
3. Homeless Services Oversight Council
4. City of Atascadero Finance Committee
5. Integrated Waste Management Authority (IWMA)
Page 4
Council Member Sturtevant
1. City / Schools Committee
2. League of California Cities – Council Liaison
E. INDIVIDUAL DETERMINATION AND / OR ACTION:
1. City Council
2. City Clerk
3. City Treasurer
4. City Attorney
5. City Manager
F. ADJOURN
Please note: Should anyone challenge any proposed development entitlement listed on this Agenda in court, that
person may be limited to raising those issues addressed at the public hearing described in this notice, or in written
correspondence delivered to the City Council at or prior to this public hearing. Correspondence submitted at this
public hearing will be distributed to the Council and available for review in the City Clerk's office.
I, Lori M. Kudzma, Deputy City Clerk of the City of Atascadero, declare under the penalty of perjury that
the foregoing agenda for the October 11, 2016 Regular Session of the Atascadero City Council was
posted on October 4, 2016, at the Atascadero City Hall, 6500 Palma Avenue, Atascadero, CA 93422
and was available for public review at that location.
Signed this 4th day of October, 2016, at Atascadero, California.
Lori M. Kudzma, Deputy City Clerk
City of Atascadero
Page 5
City of Atascadero
WELCOME TO THE ATASCADERO CITY COUNCIL MEETING
The City Council meets in regular session on the second and fourth Tuesday of each month at 6:00 p.m. Council
meetings will be held at the City Hall Council Chambers, 6500 Palma Avenue, Atascadero. Matters are considered by the
Council in the order of the printed Agenda. Regular Council meetings are televised live, audio recorded and videotaped
for future playback. Charter Communication customers may view the meetings on Charter Cable Channel 20 or via the
City’s website at www.atascadero.org. Meetings are also broadcast on radio station KPRL AM 1230. Contact the City
Clerk for more information (470-3400).
Copies of the staff reports or other documentation relating to each item of business referred to on the Agenda are on file
in the office of the City Clerk and are available for public inspection during City Hall business hours at the Front Counter of
City Hall, 6500 Palma Avenue, Atascadero, and on our website, www.atascadero.org. Contracts, Resolutions and
Ordinances will be allocated a number once they are approved by the City Council. The minutes of this meeting will
reflect these numbers. All documents submitted by the public during Council meetings that are either read into the record
or referred to in their statement will be noted in the minutes and available for review in the City Clerk's office .
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in a City meeting
or other services offered by this City, please contact the City Manager’s Office or the City Clerk’s Office, both at (805)
470-3400. Notification at least 48 hours prior to the meeting or time when services are needed will assist the City staff i n
assuring that reasonable arrangements can be made to provide accessibility to the meeting or service.
TO SPEAK ON SUBJECTS NOT LISTED ON THE AGENDA
Under Agenda item, “COMMUNITY FORUM”, the Mayor will call for anyone from the audience having business wi th the
Council to approach the lectern and be recognized.
1. Give your name for the record (not required)
2. State the nature of your business.
3. All comments are limited to 3 minutes.
4. All comments should be made to the Mayor and Council.
5. No person shall be permitted to make slanderous, profane or negative personal remarks concerning any other
individual, absent or present
This is the time items not on the Agenda may be brought to the Council’s attention. A maximum of 30 minutes will be
allowed for Community Forum (unless changed by the Council). If you wish to use a computer presentation to support
your comments, you must notify the City Clerk's office at least 24 hours prior to the meeting. Digital presentations must
be brought to the meeting on a USB drive or CD. You are required to submit to the City Clerk a printed copy of your
presentation for the record. Please check in with the City Clerk before the meeting begins to announce your presence
and turn in the printed copy.
TO SPEAK ON AGENDA ITEMS (from Title 2, Chapter 1 of the Atascadero Municipal Code)
Members of the audience may speak on any item on the agenda. The Mayor will identify the subject, staff will give their
report, and the Council will ask questions of staff. The Mayor will announ ce when the public comment period is open and
will request anyone interested to address the Council regarding the matter being considered to step up to the lectern. If
you wish to speak for, against or comment in any way:
1. You must approach the lectern and be recognized by the Mayor
2. Give your name (not required)
3. Make your statement
4. All comments should be made to the Mayor and Council
5. No person shall be permitted to make slanderous, profane or negative personal remarks concerning any other
individual, absent or present
6. All comments limited to 3 minutes
The Mayor will announce when the public comment period is closed, and thereafter, no further public comments will be
heard by the Council.
Page 6
ITEM NUMBER: A-1
DATE: 10/11/2016
Atascadero City Council
September 27, 2016
Page 1 of 7
CITY OF ATASCADERO
CITY COUNCIL
DRAFT MINUTES
Tuesday, September 27, 2016
City Hall Council Chambers, 4th floor
6500 Palma Avenue, Atascadero, California
CITY COUNCIL CLOSED SESSION: 5:00 P.M.
Mayor Pro Tem Moreno announced at 5:00 p.m. that the Council is going into Closed
Session.
1. CLOSED SESSION -- PUBLIC COMMENT - None
2. COUNCIL LEAVES CHAMBERS TO BEGIN CLOSED SESSION
3. CLOSED SESSION -- CALL TO ORDER
Mayor O’Malley arrived late due to difficulty parking.
a. Conference with Labor Negotiators (Govt. Code Sec. 54957.6)
Agency designated representatives: Rachelle Rickard, City Manager
Employee Organizations: Atascadero Firefighters Bargaining Unit;
Atascadero Police Association; Service Employees International
City Council Closed Session: 5:00 P.M.
Successor Agency to the Community
Redevelopment Agency of Atascadero
Special Closed Session: 5:00 P.M.
City Council Regular Session: 6:00 P.M.
Page 7
ITEM NUMBER: A-1
DATE: 10/11/2016
Atascadero City Council
September 27, 2016
Page 2 of 7
Union, Local 620; Mid-Management/Professional Employees; Non-
Represented Professional and Management Workers and Confidential
Employees
4. CLOSED SESSION – ADJOURNMENT
5. COUNCIL RETURNS TO CHAMBERS
6. CLOSED SESSION – REPORT
The City Attorney reported that there was no reportable action.
REGULAR SESSION – CALL TO ORDER: 6:00 P.M.
Mayor O’Malley called the meeting to order at 6:00 p.m. and Council Member Sturtevant
led the Pledge of Allegiance.
ROLL CALL:
Present: Council Members Kelley, Fonzi, Sturtevant, Mayor Pro Tem
Moreno, and Mayor O’Malley
Absent: None
Others Present: City Clerk Marcia McClure Torgerson
Staff Present: City Manager Rachelle Rickard, Administrative Services Director
Jeri Rangel, Community Development Director Phil Dunsmore,
Public Works Director Nick DeBar, Police Chief Jerel Haley, Interim
Fire Chief Michael Hubert, City Attorney Brian Pierik, and Deputy
City Manager Lara Christensen.
APPROVAL OF AGENDA:
MOTION: By Mayor Pro Tem Moreno and seconded by Council Member
Fonzi to:
1. Approve this agenda; and,
2. Waive the reading in full of all ordinances appearing on this
agenda, and the titles of the ordinances will be read aloud
by the City Clerk at the first reading, after the motion and
before the City Council votes.
Motion passed 5:0 by a roll-call vote.
Page 8
ITEM NUMBER: A-1
DATE: 10/11/2016
Atascadero City Council
September 27, 2016
Page 3 of 7
PRESENTATIONS:
1. Pledge to Make a Smart Commute Choice During Rideshare Week,
October 3 – 7, 2016 - Presentation by Peter Williamson of SLOCOG
Peter Williamson of SLOCOG gave a presentation to the City Council regarding
Rideshare Week.
A. CONSENT CALENDAR:
1. City Council Draft Action Minutes – August 9, 2016
Recommendation: Council approve the City Council Draft Action Minutes
of the August 9, 2016 City Council meeting. [City Clerk]
2. City Council Draft Action Minutes – September 13, 2016
Recommendation: Council approve the City Council Draft Action Minutes
of the September 13, 2016 City Council meeting. [City Clerk]
3. August 2016 Accounts Payable and Payroll
Fiscal Impact: $2,499,954.15
Recommendation: Council approve certified City accounts payable, payroll
and payroll vendor checks for August 2016. [Administrative Services]
4. State Route 41 Complete Street Feasibility Study
Fiscal Impact: None.
Recommendation: Council approve the State Route 41 West Complete
Streets Feasibility Study.
[Public Works]
5. Title 9 Planning and Zoning Text Amendments – Land Use Definitions –
PLN 2016-1594
Fiscal Impact: The proposed land use definitions revision will have a
fiscally positive impact on the City.
Recommendation: City Council adopt on second reading, by title only,
Draft Ordinance A Amending Title 9 of the Atascadero Municipal Code by
Approving PLN 2016-1594/ZCH 2016-0168 Zoning Ordinance Code Text
Amendments. [Community Development]
6. Digital Infrastructure and Video Competition Act (DIVCA) – Proposed
Draft Ordinance
Fiscal Impact: None.
Recommendation: Council adopt on second reading, by title only, the Draft
Ordinance repealing uncodified City Ordinance No. 137 and amending
Title 1, Chapter 10 of the Atascadero Municipal Code to add new sections
1-10.41 and 1-10.42 relating to the Digital Infrastructure and Video
Page 9
ITEM NUMBER: A-1
DATE: 10/11/2016
Atascadero City Council
September 27, 2016
Page 4 of 7
Competition Act (DIVCA) and special provisions applicable to holders of
state video franchise. [City Manager]
7. Memorandum of Understanding – Atascadero Police Officers
Association
Fiscal Impact: Changes to the APOA MOU will result in additional costs of
approximately $79,400 annually and an estimated one -time increase to
the leave liability of approximately $6,100.
Recommendation: Council approve the Memorandum of Understanding
(MOU) for the Atascadero Police Officers Association. [City Manager]
Mayor O’Malley pulled Items #A-4 for discussion and #A-7 for an amendment.
Item #A-7: City Manager Rickard stated that there is one amendment to the MOU in
this Item. On page 13 of the MOU, Section 4.5b; the number in the last line should be
7.385 hours per pay period.
Item #A-4: Council asked for clarification on the Study. City Manager Rickard
answered their questions.
Mayor Pro Tem Moreno expressed her concern about the last paragraph in the Study’s
Section: Vacant Parcel Design Guidelines (page 73). She stated that this paragraph
says that if anyone improves their property along Highway 41 and paves out the full
right of way adjacent to their new development in order to accommodate additional off -
site parking, instead of creating the proposed landscaped stormwater quality t reatment
areas within the paved corridor, the City will impose a requirement for the private
development to accommodate all increases of stormwater treatment, retention, and
peak flow mitigation requirements on-site. Mayor Pro Tem Moreno said that the way
this section is worded, it sounds like the City is imposing this penalty, but in fact, this is
just the stormwater requirements that they would be subject to regardless of these
street improvements. She asked that this clarification be included in the record.
PUBLIC COMMENT: SLOCOG representative John DeNunzio
Mayor O’Malley closed the PUBLIC COMMENT.
MOTION: By Council Member Fonzi and seconded by Council Member
Sturtevant to approve the Consent Calendar with the following
amendment to #A-7: Page 13 of the MOU for the Atascadero
Police Officers Association, Section 4.5b; the number in the
last line should be 7.385 hours per pay period.
Motion passed 5:0 by a roll-call vote. (Moreno abstained
from #A-1 due to being absent for that meeting.) (#A-5:
Ordinance No. 602, #A-6: Ordinance No. 603, #A-7: Contract
No. 2016-021)
Page 10
ITEM NUMBER: A-1
DATE: 10/11/2016
Atascadero City Council
September 27, 2016
Page 5 of 7
UPDATES FROM THE CITY MANAGER:
City Manager Rachelle Rickard gave an update on projects and issues within the City.
COMMUNITY FORUM:
The following citizens spoke during Community Forum: Tricia Stanley, and SLOCOG
representative John DeNunzio
Mayor O’Malley closed the COMMUNITY FORUM period.
B. PUBLIC HEARINGS:
1. Title 9 Planning and Zoning Text Amendments - Sign Ordinance PLN
2016-1608 (City of Atascadero)
Ex-Parte Communications:
Fiscal Impact: The proposed sign ordinance amendments will not have an
impact on revenues, however, continuation of the reduction in building
permit sign fees and AUP fees will reduce permitting revenues and
increase staff workloads. This is off-set by the long term financial benefit
of improving the commercial district and making it more competitive with
surrounding communities and is expected to result in a long term financial
benefit to the City.
Recommendation: Planning Commission recommends:
City Council introduce for first reading, by title only, Draft Ordinance A,
amending Title 9 of the Atascadero Municipal Code by approving PLN
2016-1608/ ZCH 2016-0182 Zoning Ordinance Code Text Amendments.
[Community Development]
ExParte Communications
Council Member Kelley – No communications.
Mayor Pro Tem Moreno – has received positive comments from the community
over the last year about the sign improvements.
Mayor O’Malley has spoken to a few sign manufacturers.
Council Member Fonzi spoke to a citizen about the mural issue and how
sometimes murals are commercialized.
Council Member Sturtevant – No communications.
Community Development Director Phil Dunsmore and Associate Planner Alfredo
Castillo gave the staff report, provided each Council Member a Draft Sign handbook
(Exhibit A), and answered questions from the Council.
PUBLIC COMMENT:
The following citizens spoke on this item: Linda Hendy.
Page 11
ITEM NUMBER: A-1
DATE: 10/11/2016
Atascadero City Council
September 27, 2016
Page 6 of 7
Mayor O’Malley closed the Public Comment period.
MOTION: By Mayor Pro Tem Moreno and seconded by Mayor O’Malley to
introduce for first reading, by title only, Draft Ordinance A,
amending Title 9 of the Atascadero Municipal Code by
approving PLN 2016-1608/ ZCH 2016-0182 Zoning Ordinance
Code Text Amendments.
City Clerk Torgerson read the title of the Ordinance:
An Ordinance of the City Council of the City of Atascadero
Amending Title 9 of the Atascadero Municipal Code by
Approving PLN 2016-1608 / ZCH 2016-0182 Zoning Ordinance
Code Text Amendments
Motion passed 5:0 by a roll-call vote.
C. MANAGEMENT REPORTS:
1. Less Lethal Munitions and Body Cameras
Fiscal Impact: None.
Recommendation: Council receive and file information related to the
Atascadero Police Department Less Lethal Munitions capabilities and the
patrol Body Camera program. [Police]
Police Chief Jerel Haley gave the staff report and answered questions from the Council.
PUBLIC COMMENT: None
The City Council received the oral presentation and filed the report.
Mayor O’Malley recessed the meeting at 8:28 p.m.
Mayor O’Malley reconvened the meeting at 8:38 p.m.
2. Roads Program Update
Fiscal Impact: None.
Recommendation: Council receive and file staff report. [Public Works]
Public Works Director Nick DeBar gave the staff report and answered questions from
the Council.
PUBLIC COMMENT: None
The City Council received and filed this report.
Page 12
ITEM NUMBER: A-1
DATE: 10/11/2016
Atascadero City Council
September 27, 2016
Page 7 of 7
COUNCIL ANNOUNCEMENTS AND REPORTS:
The City Council Members made brief announcements.
D. COMMITTEE REPORTS:
The following Council Members gave brief update reports on their committees since
their last Council meeting:
Council Member Kelley
1. Integrated Waste Management Authority (IWMA) – Discussed recycling
centers, and food waste recycling.
Council Member Sturtevant
1. League of California Cities – Council Liaison – Will be attending the annual
conference of the League of California Cities.
E. INDIVIDUAL DETERMINATION AND / OR ACTION: None
F. ADJOURN
Mayor O’Malley adjourned the meeting at 9:23 p.m.
MINUTES PREPARED BY:
______________________________________
Marcia McClure Torgerson, C.M.C.
City Clerk
The following exhibit is available for review in the City Clerk’s office:
Exhibit A – Draft Sign Handbook, provided to Council by Community Development Department
Page 13
ITEM NUMBER: A-2
DATE: 10/11/16
Atascadero City Council
Staff Report - Community Development Department
Title 9 Planning and Zoning Text Amendments – Sign Ordinance
PLN 2016-1608
RECOMMENDATION:
City Council adopt on second reading, by title only, Draft Ordinance A, amending Title 9
of the Atascadero Municipal Code by approving PLN 2016-1608/ ZCH 2016-0182
Zoning Ordinance Code Text Amendments.
DISCUSSION:
As part of the City Council’s Strategic Planning process, the Council discussed the
appearance of the City’s commercial district along El Camino Real and Morro Road.
In January 2015, the City Council approved an action plan to address concerns
regarding the appearance of the City’s commercial district. This action plan was known
as the “Improve Atascadero Signage” campaign and has been on-going since March of
2014. This campaign utilized a positive approach in an attempt to assist businesses with
better signage while helping them understand the Citywide goal of a professional image.
Based on the outreach completed, Staff has created a draft Sign Ordinance based what
we have learned from the sign campaign and on feedback from the following sources:
Staff input in regards to managing the Sign Ordinance based on customer
inquiries and use of the code;
Updates based on recent case law;
Business Owner feedback in regards to the lack of understanding of the City ’s
Sign Ordinance and limitations of the Sign Ordinance to properly advertise
business locations;
Signage Company feedback on proposed regulations and ways to modify the
Ordinance to allow for additional signage types;
Page 14
ITEM NUMBER: A-2
DATE: 10/11/16
Input from the Chamber of Commerce in regards to continuing a partnership with
the City in providing information on signage, lower fees, and overall cooperative
spirit in ensuring business owner success in Atascadero.
On September 27, 2016, the City Council conducted a public hearing to consider the
proposed amendments to the Sign Ordinance. At that meeting the Council voted 5-0 to
introduce the zone changes for first reading.
FISCAL IMPACT:
The proposed sign ordinance amendments will not have an impact on revenues,
however, continuation of the reduction in building permit sign fees and AUP fees will
reduce permitting revenues and increase staff workloads. This is off-set by the long
term financial benefit of improving the commercial district and making it more
competitive with surrounding communities is expected to result in a long term financial
benefit to the City.
ATTACHMENT:
1. Draft Ordinance A
Page 15
ITEM NUMBER: A-2
DATE: 10/11/16
ATTACHMENT 1: Draft Ordinance A
Approval of Zone Text Amendment 2016-0182
DRAFT ORDINANCE A
A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF ATASCADERO AMENDING TITLE 9 OF THE
ATASCADERO MUNICIPAL CODE BY APPROVING PLN 2016-1608 / ZCH
2016-0182 TITLE 9 ZONING ORDINANCE CODE TEXT AMENDMENTS
(Citywide/City of Atascadero)
WHEREAS, an application has been received from the City of Atascadero (6500 Palma
Ave., Atascadero, CA 93422), to consider Zone Change Text Amendments to Title 9, Chapter
15, known as the sign ordinance, that includes the following: Repealing all of Chapter 15, Signs,
and replacing with a revised and updated Chapter 15, Signs; and
WHEREAS, a Notice of Exemption was prepared for the project and made available for
public review in accordance with the requirements of the California Environmental Quality Act
(CEQA); and
WHEREAS, the Planning Commission has determined that it is in the best interest of the
City to enact these amendments to Title 9 Planning and Zoning of the Municipal Code; and
WHEREAS, the laws and regulations relating to the preparation and public notice of
environmental documents, as set forth in the State and local guidelines for implementation of the
California Environmental Quality Act (CEQA) have been adhered to; and
WHEREAS, a timely and properly noticed Public Hearing upon the subject Planning and
Zoning Text Change application was held by the Planning Commission of the City of Atascadero
at which hearing evidence, oral and documentary, was admitted on behalf of said Planning and
Zoning Text Amendments; and
WHEREAS, the Planning Commission of the City of Atascadero, at a Public Hearing
held on September 6, 2016, studied and considered PLN 2016-1608 and is recommending that
the City Council approve the proposed amendments; and
WHEREAS, the City Council of the City of Atascadero, at a Public Hearing held on
September 27, 2016, studied and considered PLN 2016-1608; and,
NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF ATASCADERO
HEREBY ORDAINS AS FOLLOWS:
SECTION 1. Findings for Approval of a Zone Text Change. The City Council finds as
follows:
Page 16
ITEM NUMBER: A-2
DATE: 10/11/16
1. The Planning and Zoning Text Change is consistent with General Plan policies and
all other applicable ordinances and policies of the City.
2. This Amendment of the Zoning Ordinance will provide for the orderly and efficient
use of lands where such development standards are applicable.
3. The Text Change will not, in itself, result in significant environmental impacts.
SECTION 2. Approval. The City Council of the City of Atascadero, in a regular session
assembled on September 27, 2016 resolved to introduce for first reading by title only, an
ordinance that would amend the City Title 9 of the City’s Zoning Ordinance, Chapter 15 with
the following:
1. Repeal Chapter 15 – Signs;
2. Replace Chapter 15 – Signs with the following:
Chapter15
SIGNS
Sections:
9-15.001 Title
9-15.002 Intent
9-15.003 Applicability
9-15.004 Exempt Signs
9-15.005 Sign Permits Required
9-15.006 Prohibited Signs
9-15.007 Allowed Signs By Zone
9-15.008 Types of Signs & Standards
9-15.009 Freeway Signs
9-15.010 Sign Materials, Design & Calculations
9-15.011 Design Exceptions
9-15.012 Sign Maintenance and Abandoned Signs
9-15.013 Non-Conforming Signs
9-15.014 Code Enforcement
9-15.015 Signs on City Property
9-15.016 Substitution Clause
9-15.017 Severability Clause
9-15.018 Definitions
9-15.001 Title
This chapter shall be known and cited as the Sign Ordinance of the City of Atascadero.
This chapter is based on the City’s responsibility to protect the general public’s health, safety and
welfare. The spirit of this chapter is based on the City’s desire to protect the economy an d
aesthetics of the community. The City finds that it is in the interest of both aesthetics and traffic
safety that sign information be kept to a minimum.
Page 17
ITEM NUMBER: A-2
DATE: 10/11/16
9-15.002 Intent
The purpose of this chapter is to establish sign regulations that are intended to:
(a) Maintain and improve the aesthetic environment and overall community
appearance to foster the City’s ability to attract sources of economic development and growth;
(b) Encourage the effective use of signs as a means of communication in the City and
reduce possible traffic and safety hazards from confusing or distracting signs;
(c) Implement quality sign design standards that are consistent with the City’s
General Plan, Zoning Ordinance and Appearance Review Guidelines;
(d) Enable fair and consistent enforcement of these sign regulations;
(e) Minimize possible adverse impacts of signs on private and public property in
order to maintain property values and to maintain a positive City image;
(f) Enhance traffic safety by ensuring that signage does not distract, obstruct or
otherwise impede traffic circulation and to safeguard and preserve the health, property, and
public welfare of Atascadero residents through prohibiting, regulating, and controlling the
density, location, and maintenance of signs.
9-15.003 Applicability
(a) The provisions of this chapter are applicable to all signs constructed or altered
after the effective date of the ordinance codifying this chapter.
(b) Nonconforming signs shall be revised to conform to the provisions of this chapter
where an entitlement for construction other than minor additions or interior alterations is
occurring or where a change of use occurs.
(c) All signs that are not specifically exempted from this chapter are subject to the
appearance review guidelines and an approved sign permit.
(d) The sign design standards herein are intended to be the maximum standards
allowable without an administrative use permit or conditional use permit.
9-15.004 Exempt Signs
Types of exempt signage. The following sign types are exempt from building permits consistent
with the provided standards. Size and placement standards noted below and in subsequent
sections must be adhered to in order to qualify as exempt.
(a) Signs on Properties Under Construction. With an aggregate area of forty (40)
square feet, attached to a fence or construction related structure, not exceeding eight (8) feet in
height, and made of a lightweight material such as vinyl. One (1) sign per street frontage.
(b) Directory Signs. Wall mounted for pedestrian use, with an aggregate area of
twenty (20) square feet, placed lower that 5-feet on the wall surface.
(c) Non-illuminated Decorations. Special event decorations, may be in place up to
sixty (60) days, except for signage listed in section 9-15.006.
(d) Hazard Signs. As long as a hazard exists.
(e) Residential Signs and Home Occupations. With an aggregate area of two (2)
square feet.
(f) Window Signs and Lettering. Limited to lettering, graphics and perforated
window film. Maximum area per Table 15.1 and Table 15.2. Posting of signs related to the
operation of the business not to exceed (4) square feet (hours, restaurant ratings, etc.) are
excluded from aggregate sign calculations.
(g) Official Government Flags. Signs, flags and notices.
(h) Landscaped Signs. Consistent with Section 9-4.127.
Page 18
ITEM NUMBER: A-2
DATE: 10/11/16
(i) Official Safety and Directional Signs. Safety and directional signage that is
consistent with the Manual on Uniform Traffic Control Devices, California edition (MUTCD).
(j) Temporary signage in accordance with Table 15.1 and Table 15.2.
(k) Vehicle Signs. Painted signs, magnetic signs, decals, or logo wrap adhered to a
vehicle, unless parked for the primary purpose of displaying the sign, refer to section 9 -
15.006(g).
9-15.005 Sign Permits Required
(a) Except as hereinafter provided, no permanent sign shall be constructed, displayed
or altered without an approved building permit. Signs are permitted under the various use
classifications or locations specified in this chapter.
(b) Where noted in this code, additional Planning Entitlements may be required for
signage that does not conform to the specified sign regulations or when noted as required based
on signage type or location.
(1) When signs are proposed for a project subject to entitlement approval, a separate
entitlement is not required. The application for entitlement shall include complete information
per this section, and any other information determined to be necessary for community
development department review.
(c) Application. Applications for a building permit for the establishment, alteration or
relocation of a sign shall be made to the City, and shall include the following items for
processing:
(1) Application Form.
(2) Site Plan. Showing location of all existing structures on site, and location of
proposed sign(s) with all distances to structures and property lines noted. Show any grading
required for monument signs.
(3) Elevations. Provide drawings of all building elevations, specifying all dimensions
of signs, including lettering, length, height, width and debt of projecting letters if applicable.
Provide building elevations showing location of existing and proposed signs on walls, including
dimensions to building structural features such as roof, windows, doors and finished grade. For a
monument sign, show plan and side views of proposed sign.
(4) Colors and Materials. Provide samples of proposed colors and materials, and/or a
color rendering for all signs including rendering of full building elevations for sign program
applications.
(5) Structural Calculations. When applicable, provide all structural specifications and
calculations as required by the Chief Building Official or their designee.
9-15.006. Prohibited Signs
Prohibited Signs. The Following sign types are prohibited within the City of Atascadero.
(a) Off-premises signs that direct attention to a business, service or product not sold
or offered on the premises on which the sign is located, including billboards, except as approved
through agreement with the Redevelopment Agency, or its successor agency and except as noted
below for off-site subdivision signage;
(b) Abandoned Signs. A sign is considered abandoned when any of the following is
met:
(i) For a period of ninety (90) days or more, there is no sign copy appearing
on the sign;
Page 19
ITEM NUMBER: A-2
DATE: 10/11/16
(ii) Where the establishment to which the sign is attached has ceased
operation;
(ii) Where the sign is deteriorated, damaged or destroyed to 50% or greater of
the replacement value of the structure/sign;
(c) Confusing signs that simulate in color or design any traffic sign or signal, or
which makes use of words, symbols, or characters in such a manner to interfere with, mislead, or
confuse pedestrian or vehicular traffic;
(d) Digital display / LED messaging signs including animated, moving, flashing,
blinking, reflecting, glaring, or revolving, or any other similar sign, except electronic message
boards displaying time, temperature, or required prices of gasoline or similar fuels, or the display
of noncommercial notices or messages;
(e) Roof signs;
(f) Snipe signs or any other sign attached to a tree, utility pole, fence post, etc.;
(g) Commercial Signs on vehicles when the vehicle is parked for the purpose of
displaying said sign and /or directing traffic to a business when any of the following is met:
(i) Location. Vehicle(s) is parked off-premise;
(ii) Time. Vehicle is parked for a duration of more than two (2) hours within a 24-
hour period of time, off-premise.
(h) Inflatable signs;
(i) Wall mounted cabinet signage where the frame or external structure is a box,
either in rectangular, square, or similar box like appearance, and the sign face is flat and/or the
background is light colored and non-decorative in nature, with little or no articulation and
comprised of plastic, or other similar type of material;
(j) Feather flag signage;
(k) Signage, including non-commercial signage that is place or encroaches into the
right-of-way without a valid encroachment permit or prior approval of the City Engineer or their
designee.
Page 20
ITEM NUMBER: A-2
DATE: 10/11/16
9-15.007 Allowed Signs By Zone
(a). Permitted Signs by Zones. The following are the signs types that are permitted by
zone as shown in Table 15.1.
Table 15.1 – Allowed Sign Types Based On Zone
Sign Type
P Permitted Sign**
AUP Administrative Use Permit Required**
(blank) Not Permitted
**building permit requirements per section 9-15.005 and 9-15.007**
Total Aggregate sign Area (square feet) and may be divided by using
one (1) or more sign Types
Based on
Sign Type
Based on
Sign Type 150 sf 50 sf 100 sf
Ag Zone Residential
Zones
Non-Residential Zones
(CS, CN, CR, CPK, CT, IP, I)
Downtown
Zones
(DC, DO)
Public Zones
(P, OS, L, LS)
1. A-Frame P P P P
2. Art & Wall Murals AUP AUP AUP AUP AUP
3. Awning P P P P
4. Banner P P P
5. Building Name P P P P P
6. Changeable Copy AUP AUP AUP AUP AUP
7. Freeway Oriented1 AUP
8. Home Occupation P P
9. Information Kiosks
10. Private Light Pole P P P P
11. Ground Monument
Sign
P P P P
12. Multi-Tenant
Freestanding
P P
13. Projecting P P P
14. Projected Image P P P P
15. Off-Site Subdivision AUP AUP
16. Neighborhood
Identification
P
17. Single Tenant
Freestanding Sign
P P P
18. Suspended P P P P
19. Temporary For-Sale P P P P
20. Temporary Non-
Commercial
P P P P
21. Tenant Directional P P P P
22. Wall P P P P
23. Window Lettering P P P P
Notes:
1 Freeway signs are regulated by section 9-15.009
Page 21
ITEM NUMBER: A-2
DATE: 10/11/16
9-15.008 Types of Signs & Standards
(a) Allowed Signs and Standards. The following signs are permitted within the City of
Atascadero as shown in Table 15.2. Additional standards may be applicable as
contained in this chapter.
Allowed Signage Types – Table 15.2
Sign Type Permit
Required
Zones
Allowed
Max. Sign
Area1
Number
of sign(s)
permitted
Max.
Height2 Special Requirements
1. A-Frame None All Zoning
Districts
except
Residential
10 sf 1 per
street
frontage
5 ft. (a) Must be located outside of Right-
of-way on business property,
except as allowed by
encroachment permit in the East
Mall and West Mall parkway
area.
(b) Minimum height is 3-feet.
2. Art and Murals Yes All Zoning
Districts
N/A N/A N/A (a) AUP required prior to installation
for review limited to size,
placement, and duration.
3. Awning Yes All Zoning
Districts
except
Residential
50% of
awning
face
1 per
Business
Based
on
building
height
(a) Minimum vertical clearance from
the ground of eight (8) feet.
(b) May project a maximum of five
(5) feet into the public right-of-
way with approved
encroachment permit
(c) Shall be securely attached to the
buildings and well maintained.
(d) No supports or poles may be
located in the public right-of-way.
(e) Shall complement the building
they are attached to.
4. Banner No All Zoning
Districts
except Ag
&
Residential
40 sf 1 per
Public
street
frontage
N/A (a) May be in place for a maximum
of thirty (30) days.
(b) All banners must be down a
minimum of sixty (60) days
before any new banner may go
up
(c) Banners must be secured flat
against a building or secure
structure placed in the ground.
(d) Nonprofit events shall be exempt
from size and number of banners
(e.g., farmers market).
5. Building Name
Identification
Yes All Zoning
Districts
except Ag
&
Residential
20 sf 1 per
building
Based
on
building
height
(a) Signage used to identify the
building not the tenant(s).
6. Changeable
Copy
Yes All Zoning
Districts l
Based on
AUP
1 per
business
12 ft. (a) AUP required.
(b) Size of changeable copy to be
determined by the AUP.
(c) Design of changeable copy sign
shall be determined by AUP.
(d) Sign is non-digital.
7. Freeway
Oriented
Yes * * * *Refer to section 9-15.010
8. Home
Occupation
No All Ag &
Residential
2 sf 1 per
residential
4 ft (a) Requires issuance of a valid
business license prior to
Page 22
ITEM NUMBER: A-2
DATE: 10/11/16
Allowed Signage Types – Table 15.2
Sign Type Permit
Required
Zones
Allowed
Max. Sign
Area1
Number
of sign(s)
permitted
Max.
Height2 Special Requirements
Zones unit placement.
(b) Signage is permitted as a part of
a residential occupancy in a
mixed-use development.
9. Information
Kiosks
Yes All Zoning
Districts
Based on
AUP
Based on
AUP
Based
on AUP
(a) For the permanent and / or
temporary display of information.
(b) Limited to civic activities,
advertising for local events.
(c) AUP required.
10. Private Light
Pole3
Yes Non-
Residential
Zones /
Public
Zones
6 sf for
each pole
25% of the
total
number of
light poles;
Based
on Light
Pole
Height
(a) A permanent light pole within a
parking lot or property may be
utilized for temporary banner or
signage that does not count
towards total aggregate sign
area.
(b) Eight (8) feet minimum vertical
clearance or as required by the
California Building Code,
whichever is greater.
(c) Light Pole located on private
property.
(d) A maximum of two (2) signs per
pole.
(e) Signage on poles shall be placed
within decorative frames or
brackets.
11. Ground
Monument
Sign
Yes All Zoning
Districts
Except
Residential
60 sf
CN, CP,
CR, CS,
CT, CPK,
IP, I
1 per 200
lineal foot
6 ft. (a) Minimum base height shall be
one (1) foot.
(b) Maximum base height shall be
four (4 feet)
(c) Base does not count towards
sign face area.
(d) Base shall have decorative
hardscaping and shall be
consistent with the architecture of
the building(s) it serves.
(e) Bases shall be located in a
landscape planter.
(f) Cabinet type signs shall be
prohibited.
(g) Monument signs in DO/DC
require a building to be setback a
min. of 10-feet from back of walk.
(h) Bases shall be located in a
landscape planter and setback
three (3) feet from the back of
sidewalk in the DO/DC zone.
50 sf
L,LS,P,OS
40 sf
DC, DO,
AG
12. Multi-Tenant
Freestanding
Yes Non-
Residential
Zones
50 sf
+
additional
10 sf per
tenant
Max. 100 sf
1 per
property
12 ft (a) Two (2) or more tenants
required.
(b) Minimum base height shall be
four (4) feet.
(c) Base does not count towards
sign face.
(d) Base Articulation. Base shall be
consistent with architecture of
Page 23
ITEM NUMBER: A-2
DATE: 10/11/16
Allowed Signage Types – Table 15.2
Sign Type Permit
Required
Zones
Allowed
Max. Sign
Area1
Number
of sign(s)
permitted
Max.
Height2 Special Requirements
multi-tenant building.
(e) Bases shall be located in a
landscape planter and setback
five (5) feet from the back of
sidewalk.
(f) Cabinet monument type shall be
prohibited.
(g) A singular pole is prohibited.
13. Projecting Yes All Zoning
Districts
except Ag
&
Residential
15 sf 1 per
business
N/A (a) Minimum ground clearance must
be eight (8) feet, or as regulated
by the California Building Code.
(b) May encroach up to five (5) feet
within the public right-of-way with
issuance of an encroachment
permit.
14. Projected
Image
No*
*Electrical
permit may
be required.
All Zoning
Districts
except Ag l
N/A 1 per
business /
residence
N/A (a) Laser lights or projected image
signs used to project an image,
logo, or other graphic in a
building, structure, sidewalk or
other surface.
(b) Project image signs may be in
place a maximum of thirty (30)
calendar days and not be utilized
for a minimum of sixty (60) days
thereafter.
(c) Installation of new electrical
components shall be consistent
with the California Building Code
or successor code.
(d) Flashing, distracting lights shall
not be utilized.
15. Off-Site
Subdivision
Yes Ag &
Residential
Zones /
Non-
Residential
Zones
40 sf 3 per
subdivision
10 ft. (a) Subdivision tracts of five (5) or
more lots may be permitted to
install off-site directional
advertising signage.
(b) Subject to the approval of an
AUP.
(c) Subdivision shall be located
within the City of Atascadero.
(d) No flags, banners or other
decorations shall be affixed to
the sign.
(e) The signs shall not be
illuminated.
(f) All signs shall be located on
private property with written
permission from the property
owner provided to the City.
(g) The signs shall be removed prior
to final occupancy of the last unit
in the tract or after a period of
three (3) years whichever is less.
(h) The applicant may apply annually
for a one (1) year time extension
for active construction projects.
Page 24
ITEM NUMBER: A-2
DATE: 10/11/16
Allowed Signage Types – Table 15.2
Sign Type Permit
Required
Zones
Allowed
Max. Sign
Area1
Number
of sign(s)
permitted
Max.
Height2 Special Requirements
16. Neighborhood
Identification
Yes Residential
Zones
36 sf 1 per
arterial /
collector
street
frontage
6 ft (a) Residential Single Family / Multi-
Family Developments of five (5)
units or more.
(b) Minimum base height shall be
one (1) foot.
(c) Maximum base height shall be
three (3 feet)
(d) Base does not count towards
sign face area.
(e) Base shall have decorative
hardscaping and shall be
consistent with the architecture of
the building(s) it serves.
(f) Bases shall be located in a
landscape planter on private
property,
(g) Cabinet type signs shall be
prohibited.
(h) Signs shall front on either an
designated arterial or collector
road.
17. Single Tenant
Freestanding
Yes All Zoning
Districts
except
Residential
60 sf 1 per
property
6 ft (a) Sign face shall be elevated, a
minimum of one (1) foot off the
ground.
(b) Bases shall be located in a
landscape planter and setback a
minimum of two (2) feet from the
back of sidewalk.
(c) Cabinet monument type shall be
prohibited.
(d) A singular pole is prohibited.
(e) Signs in DO/DC require a
building to be setback a min. of
10-feet from back of walk.
18. Suspended Yes All Zoning
Districts
except Ag
&
Residential
15 sf 1 per
public
street
frontage
N/A (a) Minimum ground clearance of
eight (8) feet or as regulated by
the California Building Code or
successor code.
19. Temporary
For-Sale
No All Zoning
Districts
6 sf all
other lots
1 sign per
street
frontage;
1 sign per
highway
frontage
6 ft. (a) Signs must be removed fourteen
(14) days after close of sale.
32 sf for
lots fronting
a highway
20. Temporary
Non-
Commercial
No All Zoning
Districts
6 sf for
yard sign
1 per
property
5 ft (a) A maximum of nine (9) months.
(b) Must be removed a minimum of
ninety (90) days before any new
non-commercial signage may be
placed.
(c) Prohibited in the public right-of-
way.
32 sf
freestanding
21. Tenant No All Zoning N/A N/A 5 ft. (a) Does not count against total
Page 25
ITEM NUMBER: A-2
DATE: 10/11/16
Allowed Signage Types – Table 15.2
Sign Type Permit
Required
Zones
Allowed
Max. Sign
Area1
Number
of sign(s)
permitted
Max.
Height2 Special Requirements
Directional Districts aggregate sign area.
(b) Design shall be consistent with
the architectural style and
features of the building façade.
22. Wall Yes All Zoning
Districts
except
Residential
40 sf in P,
L, LS
zones
1 per
building
face with a
public
street
frontage or
parking lot
Based
on
building
height
(a) May not exceed one (1) square
foot per lineal foot of building
frontage.
(b) For tenants greater than 10,000
square feet in size, an additional
one hundred and fifty percent
(150%) more sign area may be
permitted.
(c) Wall signs shall be located below
the top of the parapet or roofline
on single story buildings and
below the second floor sill on
multi-story buildings.
(d) Painted signs do not require
building permits but required
planning review.
Based on
building
frontage
for all other
non-
residential
zones
23. Window
Lettering /
Perforated
Window Film /
Window
Graphics
No All Zoning
Districts
except Ag
&
Residential
Not to
exceed 1/2
of window
area in all
other
zones
* * *See section 9-15.004(f)
Not to
exceed 1/3
of window
area in
DC/DO
Zone
Notes:
1. Maximum Sign Area measured in square feet (sf).
2. Maximum Height measured in feet (ft) and from finished grade for all sign types.
3. Additional Light Pole signage regulations contained in subsection 9-15.007(b)(2).
(b) Special Sign Types and Criteria. The following are additional signage types defined by
the City and criteria required for their uses.
(1) Gas Station Canopies. In addition to the signs allowed above, a maximum of
twenty (20) square feet of signs, logos and or color banding shall be permitted on no more than
two (2) sides of a pump island canopy structure. The remainder of the pump canopy fascia shall
be of an architectural treatment consistent with site architecture.
(2) Light Pole Signage. The following shall be prohibited to be placed on light poles:
(a) Posting of signage or messages above the height of the light pole structure;
(b) Digital display message signs;
(c) Internally illuminated signage;
(d) Changeable copy signage;
(e) Faded, torn, or otherwise damaged signage.
Page 26
ITEM NUMBER: A-2
DATE: 10/11/16
9-15.009 Freeway Signs
Freeway oriented signs shall adhere to the below standards. Approval of an AUP shall be
required for all Freeway oriented signage.
(a) Businesses located on freeway frontage of Highway 101, and that are a restaurant,
service station, provide lodging, or are a dealer of new automobiles, may have a pole mounted
freeway oriented sign with an area not to exceed one (1) square foot of sign area per lineal foot
of freeway oriented building frontage up to one hundred fifty (150) square feet, whichever is
less. Pole mounted signs shall not exceed fifty (50) feet in height or the minimum height
necessary for effective visibility (see Section 9-15.011(c)).
(b) Where the principal use is planned shopping, office or industrial complex with
five (5) or more tenants, a building-mounted freeway oriented sign may be allowed with a
maximum area not to exceed one (1) square foot for each lineal foot o f building frontage up to
sixty (60) square feet per principal tenant, whichever is less.
(c) Where the building area of a single tenant building exceeds ten thousand (10,000)
square feet, a building-mounted freeway oriented sign may be allowed with a maximum area not
to exceed one (1) square foot for each lineal foot of building frontage up to sixty (60) square feet,
whichever is less.
(d) Where the building area of a single tenant building is less than ten thousand
(10,000) square feet, a building-mounted freeway oriented sign may be allowed with a maximum
area of forty (40) square feet with a maximum letter height of fourteen (14) inches.
(e) Freeway wall signs shall be constructed of individual three-dimensional letters or
logos. Rectangular box or cabinet signs shall not be allowed along the US 101 frontage. Signs
may be internally illuminated pan channel letters or externally lit individual letters.
9-15.010 Sign Materials, Design & Calculations
(a) Sign Faces Counted. Where a sign has two (2) faces containing sign copy, which
are oriented back to back and separated by not more than twenty-four (24) inches at any point,
the area of the sign shall be measured using one (1) sign face only.
(b) Wall Mounted Letters/Logos. Where a sign is composed of letters individually
mounted or painted on a building wall, without a border or decorative enclosure, the sign area is
that of the smallest area within which all letters and words can be enclosed.
(c) Three-Dimensional Signs. Where a sign consists of one (1) or more three-
dimensional objects such as balls, cubes, clusters of objects, or sculptural or statute-type
trademarks, the sign area shall be measured as the area of the smallest rectangle within which the
object(s) can be enclosed, when viewed from a point where the largest area of the object(s) can
be seen.
(d) Sign Materials and Design. Signs shall utilize materials, colors, and design motifs
that are compatible with the architecture and color of the buildings on-site and adjacent
properties. (See Appearance Review Guidelines)
(e) Sign Messages. Sign messages shall be limited to the identification of the
business or the type of activity conducted on the premises.
(f) Sign Programs. A master sign program must be provided for locations with five
(5) or more tenants or businesses. Such programs shall be approved by an AUP or concurrently
with a CUP for the development. Sign programs may also include wayfinding programs or civic
sign programs.
(g) Franchise and Logo Signs. Businesses that are part of a franchise or corporation
may not exceed the maximum sign area allowed in their zone including franchise or logo signs.
Page 27
ITEM NUMBER: A-2
DATE: 10/11/16
(h) Illumination. Signs shall be indirectly lighted by continuous, stationary, shielded
light sources, directed solely at the sign, or internal to it. All light sources for signs are to be
shielded so as not to be directly visible from off-site.
(i) Freestanding Signage. All freestanding or monument signage displaying either a
commercial or non-commercial message shall adhere to the following criteria:
(1) When located in the Corner Clear Zone, the sign shall not exceed thirty
(30) inches in height.
(2) Signs shall not obstruct a motorist’s view of pedestrian or vehicular traffic,
traffic-control signs, or signals, or otherwise represent a hazard to vehicular or pedestrian traffic.
(3) Signs shall not impede a pedestrian’s free use of the sidewalk.
(4) Signs shall be securely affixed to the property on which they are placed.
(5) Signs may not be posted without the permission of the property owner.
(j) Code Standards. All signs established in this City must comply with all current
editions of the California Building Code, or successor adopted building code for anchoring,
foundations, windloads, illumination, and design standards. Awning Signs and projecting signs
require structural plans to be done by a licensed architect or civil engineer.
9-15.011 Design Exceptions
The sign area or other limitations of this chapter may be modified, increased or decreased
through approval of an administrative use permit. In reviewing an administrative use permit, the
following findings shall be made:
(a) The need for such signing is based on the purposes set forth in Section 9-15.002;
(b) The opportunity to combine signs for more than one (1) use on a single sign
structure has been considered;
(c) For freeway oriented signs, the sign area and height are the minimum needed to
achieve adequate visibility along the freeway due to highway ramp locations and grade
differences; and
(d) Conformance with all other applicable codes and ordinances of the City,
including, but not limited to, the Zoning Ordinance, General Plan and its several elements, and
the appearance review guidelines.
9-15.012 Sign maintenance and Abandoned Signs
All signs established in this City are subject to this code regarding safety, maintenance,
and repair. All signs are to be properly maintained in a safe and legible condition at all times.
Any sign that is fifty percent (50%) or more of the replacement cost of the sign or d eteriorated,
must be repaired and brought into conformance with this chapter will be presumed to be
abandoned as defined in Section 9-15.018.
9-15.013 Non-conforming signs
The use of a legal nonconforming sign may continue as follows:
(a) Free-Standing and Attached Signs. A legal nonconforming sign shall not be:
(1) Increased in area;
(2) Moved from its location on the effective date of the ordinance codified in this title
unless required by law or pursuant to this title;
(3) Be provided with increased or intensified lighting;
(4) Changed to an advertisement for a business not occupying the premises or a
product not sold on the premises.
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ITEM NUMBER: A-2
DATE: 10/11/16
(b) Sign Copy. The advertising copy on a legal nonconforming sign may be changed,
except as provided by subsections (a), (c) and (d) of this section.
(c) Discontinued Use. If the use of a building or land associated with a legal
nonconforming sign is discontinued for a period of six (6) months or more, any signage shall be
removed and conform to the provisions of the chapter.
(d) Public Nuisances. Any nonconforming sign which is found to present danger to
the public or becomes abandoned due to disrepair or lack of proper maintenance may be declared
a public nuisance and abated as set forth in Chapter 9-8 (Enforcement).
(e) Destroyed Signs. If a legal nonconforming sign is destroyed to the extent of fifty
percent (50%) or more of its replacement cost prior to its destruction by fire, explosion or act of
God, it may be restored only if it is brought into full conformance with the provisions of this
chapter. If the sign is damaged to the extent of less than fifty percent (50%) of its replacement
cost, it may be restored to its former legal nonconforming status.
9-15.014 Code Enforcement.
The provisions of this chapter shall be enforced pursuant to Section 9-8.101 et seq., of
Title 9 and Title 12, Code Enforcement or its successor code.
9-15.015 Signs on City Property
Any sign placed on property owned by the City of Atascadero, or within the right-of-way
of a dedicated public street without the permission of the City may be removed by the City
without prior notice. This section shall not be interpreted to violate the First Amendment to the
Constitution of the United States.
9-15.016 Substitution Clause
Notwithstanding any provision of this section to the contrary, the extent that this section
allows a sign containing a commercial message, a non-commercial message shall be allowed to
the same extent. The non-commercial message may occupy the entire sign area or any portion
thereof, and may substitute or be combined with the commercial message. The sign message may
be changed from commercial to non-commercial message to another, as frequently as desired by
the sign’s owner, provided that the sign is not prohibited and the sign continues to comply with
all requirements of this section.
9-15.017 Severability Clause
If any section, subsection, sentence, clause, or phase of this sign ordinance is for any
reason held to be invalid, such decision shall not affect the validity of the remaining portions of
this sign ordinance. The City Council of the City of Atascadero hereby declares that it would
have adopted the Sign Ordinance in each section, subsection, sentence, or phase thereof,
irrespective of the fact that an y one or more section, subsections, sentences, clauses, or phases be
declared invalid.
9-15.018 Definitions.
For the purposes of this chapter, the following definitions shall apply:
Abandoned Signs. A sign is abandoned when for a period of ninety (90) days or more,
there is no sign copy appearing on the sign, or where the establishment with which the sign is
associated has ceased operation for a period of ninety (90) days or more, or where it is relatively
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ITEM NUMBER: A-2
DATE: 10/11/16
clear that the sign has been forsaken or deserted. Any sign which is a conforming sign not in use,
but which could be re-used in conjunction with the ownership or operation of a new business on
a property, shall not fall under the definition of abandoned.
Alteration. Any change of size, shape, illumination, position, location, construction or
supporting structure of an existing sign.
Animated Sign. A sign with action or motion, rotating, flashing or color changes,
excepting therefrom wind actuated elements such as flags, banners, streamers, whirligigs or other
similar devices, and public service signs such as time and temperature units.
Balloon, Inflatable Signs, or Inflatable Attention-getting Devices. Any air or gas filled
device located, attached, or tethered to the ground, site, merchandise, building, or roof and used
for the purpose of signage, advertising or attention-getting.
Banner. Any sign of lightweight fabric or similar material that is attached to a building
or other structure. Flags, as defined in this section, shall not be considered banners.
Building Complex. A building or group of buildings on one (1) or more lots or building
sites containing three (3) or more separate businesses.
Building Face. The outermost surface of any exterior wall of a building, but not
including cornices, bay windows, balconies, or other architectural features which extend beyond
the general outermost surface of such exterior wall.
Building Frontage. Building Face that fronts a public street or shared common parking
area within a commercial center, measured in linear feet from the edge of wall to the edge of
wall.
Cabinet Sign. Also referred to as “can sign”. A sign that contains all the text and/or logo
symbols on the display face of an enclosed cabinet
Canopy Sign. Any sign that is part of a projecting awning, canopy, or other fabric,
plastic, or structural protective cover over a door, entrance or window or outdoor service area, or
otherwise attached to a building face.
Changeable Copy Sign. A sign with changeable copy, regardless of the method of
attachment or the materials of construction, that is non-digital.
Commercial Speech. Any message which is to propose a commercial transaction.
Commercial Signage. Any sign with wording, logo, or other representation that,
directly or indirectly, names, advertises, or calls attention to a business, product, service, or
other commercial activity.
Corner Clear Zone. The area at a street corner inscribed by a line drawn between points
established by measuring back fifteen (15) feet from the beginning of the curb radius along the
curb line, or edge of pavement when there is no curb, and the face of the curb or edge of
pavement.
Construction. A property that has been issued a building permit by the City of
Atascadero for activities related to demolition, remodel, or new construction of a property.
Digital Display. The portion of a sign message made up of internally illuminated
components capable of changing a message periodically. Digital displays may include but not
limited to LCD, LED, plasma, or high intensity displays (hid).
Dormer. A structure located above the height of a wall projecting from a sloping roof
that is enclosed on both sides and top, and does not project above top of the roof structure.
Dwelling Unit. Any building or portion thereof which contains living facilities,
including provisions for sleeping, eating, cooking and sanitation.
Enforcement Officer. Any City official or agent designated by the City Manager as
having authority to enforce the provisions of this article.
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ITEM NUMBER: A-2
DATE: 10/11/16
Flag. A device, generally made of flexible materials, usually cloth, paper or plastic,
usually used as a symbol of a government, school, or religion, and not containing a commercial
message.
Freestanding Sign. Any sign supported by structures or supports that are placed on, or
anchored in, the ground which are independent from any building or other structure. This
definition may include pole signs, ground signs and monument signs.
Feather Flag. Also known as a blade sign, teardrop sign, or similar type of temporary
signage that is constructed of cloth, canvas, plastic fabric, or similar lightweight, non-rigid
material and that is supported by a single vertical pole mounted into the ground or portable
structure for means of advertising.
Ground Sign. Any freestanding sign greater than six (6) feet in height and supported
wholly by uprights, braces, or poles in or upon the ground and where any supports or angle irons
are enclosed in a wood, plastic, metal or other decorative form, such that the angle irons or
supports are not visible. The entire bottom of a ground sign is generally in contact or in close
proximity to the ground.
Height. The height of any sign shall be the measurement from the top of the sign cabinet,
including all ornamentation and supports, to the existing grade beneath the sign.
Illegal Sign. Any sign placed without all required governmental approval and/or permits
at the time such sign was placed or is an existing sign which was not constructed in accordance
with the ordinances and other applicable laws in effect on the date of construction, did not
receive government approval or permits, or a legal nonconforming sign that has exceeded its
authorized amortization period.
Illuminated Sign. Any sign employing the use of lighting sources for the purpose of
decorating, outlining, accentuating or brightening the sign area.
Incidental Sign. A sign, generally informational, that has a purpose secondary to the use
of the lot on which it is located, such as no parking, entrance, loading only, telephone and other
similar directives. A sign that also includes a commercial message is not considered incidental.
Legal Nonconforming Sign. A sign which was legal when first erected, with all
necessary permits, but due to a change in the law it became nonconforming.
Light Pole Signage. A temporary banner or sign that id designed to be attached to a
permanent light pole and where the temporary sign element can be changed without modifying
the structure.
Lot Frontage. Those portions of a lot or building site which abut a public street. For
purposes of determining frontage on corner lots and through lots, all sides of a lot abutting a
public street (excluding an alley) shall be considered frontage.
Marquee. A permanent roofed structure attached to and supported by the building and
projecting beyond the building face.
Monument Sign. A freestanding sign which is supported by a base which extends the
entire length of the sign area and is an integral part of the design.
Multi-Faced Sign. A sign with two or more sign faces where any two sign faces are
oriented such that they have an interior angle of greater than forty-five (45) degrees from each
other.
Murals. A large picture, image (including but not limited to painted art) which is painted,
constructed, or affixed directing only a vertical building wall, which may or may not contain
text, logos, and/or symbols. May also include a mural sign.
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ITEM NUMBER: A-2
DATE: 10/11/16
Noncommercial Signage. Any signage which is not determined to be commercial
signage, as defined herein.
Noncommercial Speech. Any message which is not determined to be commercial speech
as defined herein.
Nonstructural Trim. The molding, battens, caps, nailing strips, lattice, cutouts, or letters
and walkways which are attached to the sign structure.
Obscene Signs. Signage when taken as a whole, which to the average person applying
contemporary statewide standards, appeals to the prurient interest and as a whole depicts or
describes in a patently offensive way sexual conduct which lacks serious literary, artistic,
political or scientific value.
Off-Site Commercial Signage. Signage that is not located on the site of the business,
accommodations, services, or commercial activity served by the sign.
On-Site Commercial Signage. A sign advertising the business, accommodations,
services or commercial activities provided on the site on which the sign is located.
Permanent Sign. Any legal sign designed or used in excess of forty-five (45) days.
Permitted Sign. Signs permitted pursuant to this article.
Pole Signs. A sign wholly supported by one pole and separated from the ground by air.
Portable Sign or A-frame Sign. Any freestanding, moveable sign.
Prohibited Signs. Signs specified in Section 9-15.007 of this chapter or any sign not
specified in Section 9-15.008 through 9-15.010, nor in compliance with the design criteria for
this chapter.
Projecting Sign. A sign which projects more than twelve (12) inches from the exterior
face of a building wall or facade and which uses the building wall as its primary source of
support.
Project Entrance Sign. An on-site sign used to identify the name of an apartment
housing complex, mobilehome park, condominium subdivision or other residential subdivision.
Projected Image Sign. A sign which involves an image projected on the face of a wall,
structure, sidewalk, or other surface from a distant electronic device such that the image does not
originate from the plan of the wall, structure, sidewalk, or other surface.
Roof Sign. A sign erected upon or above a roof (angled surface) or a parapet of a
building or structure, and not contained within a dormer (flat surface).
Setback Area. The setback area shall be that area defined as the required minimum yard
as specified by the Zoning Ordinance for each Zoning District, unless a specific setback is
designated within this chapter.
Sign. Any device, fixture, placard, or structure that uses any color, form, graphic,
illumination, symbol, or writing to advertise, announce the purpose of, or identify the purpose of
a person or entity, or to communicate information of any kind to the public, with the exception of
the following:
(1) Such devices not exceeding one (1) square foot in area and bearing only property
numbers, post box number, names of occupants or other similar identification on a site;
(2) Flags and other insignia of any government not displaying a commercial message;
(3) Legal notices, identification, informational or directional/traffic controlling
devices erected or required by government agencies;
(4) Decorative or architectural features of buildings, except letters, trademarks or
moving parts;
(5) Holiday decorations and lights;
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ITEM NUMBER: A-2
DATE: 10/11/16
(6) Government traffic controlling devices are not considered signs for purposes of
this chapter due to their distinct purpose.
Sign Area. The entire area contained within the frame, cabinet or fixture, including all
ornamentation or decoration used to attract attention. In the case of pole signs, that area above
the supporting column, provided such supporting column is not decorated or displayed with
advertising. The area of signs painted on walls, individual letter signs, trough signs, and other
directly illuminated signs, shall be calculated on the basis of the smallest rectangle, circle or
spherical figure that will enclose the entire copy area of the sign. The area of any two (2) or more
faced signs or type signs having any interior angle of more than forty-five (45) degrees (multi-
faces signs) shall be the total area of all faces or panels. If all interior angles are forty-five (45)
degrees or less, the greatest sized panel or face shall only be counted as the sign area.
Sign Copy. Any words, letters, numbers, figures, designs or other symbolistic
representation incorporated into a sign with the purpose of attracting attention to the subject
matter.
Sign Face. The surface of the sign upon, against, or through which the message is
displayed or illustrated on the sign.
Sign Structure. Any structure that supports or is capable of supporting any sign as
defined in this section. A sign structure may be a single pole and may or may not be an integral
part of the building.
Site. A lot, or group of contiguous lots, with or without development, in single
ownership, or having multiple owners, all of whom join in an application for signage.
Street. A public or private highway, road or thoroughfare which affords the principal
means of access to adjacent lots.
Temporary For Sale Sign. Temporary signage for properties that are for sale or rent.
Yard Sign. A sign no larger than five (5) square feet in size comprised of light weight
material such as vinyl, canvas, fabric, or other similar materials that are staked, or framed in the
ground.
Page 33
ITEM NUMBER: A-2
DATE: 10/11/16
SECTION 3. A categorical exemption for the zone text change amendments and
replacements has been prepared and adopted as shown in Exhibit A
SECTION 4. A summary of this ordinance, approved by the City Attorney, together with
the ayes and noes, shall be published twice: at least five days prior to its final passage in the
Atascadero News, a newspaper published and circulated in the City of Atascadero, and; before
the expiration of fifteen (15) days after its final passage in the Atascadero News, a newspaper
published and circulated in the City of Atascadero. A copy of the full text of this ordinance shall
be on file in the City Clerk’s office on and after the date following introduction and passage and
shall be available to any interested member of the public.
INTRODUCED at a regular meeting of the City Council held on September 27, 2016, and
PASSED and ADOPTED by the City Council of the City of Atascadero, State of California, on
________________________________, by the following roll call vote:
AYES:
NOES:
ABSTAIN:
ADOPTED:
CITY OF ATASCADERO, CA
______________________________
Tom O’Malley, Mayor
ATTEST:
______________________________
Marcia McClure Torgerson, C.M.C., City Clerk
APPROVED AS TO FORM:
______________________________
Brian A. Pierik, City Attorney
Page 34
ITEM NUMBER: A-2
DATE: 10/11/16
EXHIBIT A: Categorical Exemption
PLN 2016-1608
Title 9 Sign Ordinance Text Amendments
Page 35
ITEM NUMBER: A-3
DATE: 10/11/16
Atascadero City Council
Staff Report - City Manager’s Office
Memorandums of Understanding
for Service Employees International Union Local 620,
Mid-Management/Professional Employees Association,
and Resolution for Non-Represented Professional and Management
Workers and Confidential Employees
RECOMMENDATIONS:
Council:
1. Approve the Memorandums of Understanding Service Employees International
Union Local 620 for, Mid-Management/Professional Employees Association; and
2. Adopt the Draft Resolution for Non-Represented Professional and Management
Workers and Confidential Employees; and
3. Approve the Salary Schedule for Fiscal Year 2016-2017.
DISCUSSION:
The City of Atascadero has a total of five employee bargaining units. Four of the five
bargaining units were last negotiated for Memorandums of Understanding (MOUs) with
two-year terms ending on June 30, 2016; those bargaining units are the Atascadero Police
Officers Association (APOA), Mid-Management/Professional Employees Association
(MMPEA), the Service Employees International Union Local 620 (SEIU), as well as the
Resolution for Non-Represented Professional and Management Workers and Confidential
Employees (Non-represented). The fifth bargaining unit is the Atascadero Professional
Firefighters Association (APFA) which had negotiated a MOU with a one-year term which
expired on June 30, 2015. The negotiations with the APFA are not resolved at this time.
MOUs are agreements between the City and the employee associations that set specific
language regarding wages, benefits, and working conditions. Staffing is one of the nine
Council priority areas and it is critical that the City retain the employees who do a great job
day in and day out. Because of funding challenges, the City of Atascadero remains
behind the county-wide average for compensation. The City of Atascadero has a loyal
and dedicated group of employees but the City must remain competitive to attract and
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ITEM NUMBER: A-3
DATE: 10/11/16
retain employees. The City of Atascadero is a service organization with 72% of the
general fund revenue dedicated to employee services. It is through the employees that we
provide services and meet community needs.
The MOU for Atascadero Police Officers Association (APOA) was approved at the
September 27, 2016 Council Meeting. Very similar contract changes were also negotiated
for the other three units Mid-Management/Professional Employees Association (MMPEA),
the Service Employees International Union Local 620 (SEIU), and the Non-Represented
Professional and Management Workers and Confidential Employees (Non-Represented).
Effective July 1, 2016, the one-year agreements for these three units shall provide:
2% Cost of living salary increase (COLA); and
Long-Term employees will accrue additional vacation days upon 15 years of
service and 20 years of service.
In addition, there were some inconsistencies between the 3 units, so some other changes
were incorporated in specific unit agreements as follows:
SEIU- Employees will be allowed to accrue up to a maximum 120 hours of
Compensatory time (CT). In the past employees could only accrue up to 80 hours;
and
Mid-Management- The boot allowance and education reimbursement amounts
were changed to be consistent with the SEIU agreement
Professional and Management Workers and Confidential Employees- The new
agreement eliminates the furlough program for Executive Management Team and
adds an additional requirement to be eligible for the Post-Retirement Health
Benefit. (In addition to other requirements, any eligible employee hired after 7/1/16
must begin drawing retirement within 6 months of separation from the City.) For
confidential employees, the Compensatory time (CT) bank maximum was changed
to 120 hours similar to the SEIU change.
FISCAL IMPACT:
Changes to the MOUs and Resolution for Non-Represented Employees will result in
additional costs of approximately $120,450 annually and a one-time increase to the
leave liability of approximately $11,900.
ATTACHMENTS:
1. Memorandum of Understanding for Service Employees International Union Local
620
2. Memorandum of Understanding for Mid Management/ Professional Employees
3. Draft Resolution for Non-Represented Professional and Management Workers
and Confidential Employees
4. Salary Schedule for Fiscal Year 2016-2017
Page 37
ITEM NUMBER: A-3
DATE: 10/11/16
ATTACHMENT: 1
SEIU MOU 2014 2016 - 20162017 Page 1
MEMORANDUM OF UNDERSTANDING
BETWEEN THE
LOCAL 620 SERVICE EMPLOYEES
INTERNATIONAL UNION
ATASCADERO CHAPTER
AND
CITY OF ATASCADERO
July 1, 2015 2016 thru June 30, 20162017
Page 38
ITEM NUMBER: A-3
DATE: 10/11/16
ATTACHMENT: 1
SEIU MOU 2014 2016 - 20162017 Page 2
ARTICLE I - GENERAL PROVISIONS
SECTION 1.1 PREAMBLE
This Memorandum of Understanding is made and entered into between the City of Atascadero,
hereinafter referred to as the “City” and the Local 620 Service Employees International Union
Atascadero Chapter, hereinafter referred to as the “Union” pursuant to California Government
Code Section 3500, et seq. and the City's Employer - Employee Relations Policy. The purpose
of this Memorandum of Understanding (MOU) is the establishment of wages, hours and other
terms and conditions of employment.
The City and Union agree that the provisions of this MOU shall be applied equally to all
employees covered herein without favor or discrimination because of race, creed, color, sex, age,
national origin, political or religious affiliations or association memberships. Whenever the
masculine gender is used in this MOU, it shall be understood to include the feminine gender.
SECTION 1.2 RECOGNITION
a. The City of Atascadero recognizes the Union as the recognized and exclusive representative
for the following classifications:
Account Clerk I
Account Clerk II
Administrative Assistant
Administrative Secretary
Administrative Support
Assistant
Assistant Planner
Associate Planner
Building Maintenance
Specialist
Building Inspector I
Building Inspector II
Bldg Insp/Plans Examiner
Central Receptionist
Engineering Technician I
Engineering Technician II
Finance Technician
GIS Analyst I
Inspector
Maintenance Leadworker
Maintenance Worker I
Maintenance Worker II
Maintenance Worker II –
Pesticide Applicator
Office Assistant I
Office Assistant II
Office Assistant III
Permit Coordinator
Recreation Coordinator
Registered Veterinary
Technician
Senior Building
Maintenance Specialist
Senior Planner
Senior Technical
Support Specialist
Senior Zookeeper
System Administrator III
Technical Trainer II
Technical Support
Specialist
WWTP Operator I
WWTP Operator II
WWTP Operator III
WWTP Operator in
Training
Zoo Education Curator
Zoo Facilities Maintenance
Technician
Zookeeper I
Zookeeper II
b. This recognition is exclusive of management employees, confidential employees and
temporary employees.
c. The City agrees to meet and confer and otherwise deal exclusively with the Union on all
matters relating to the scope of representation under the Meyers-Milias-Brown Act
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ITEM NUMBER: A-3
DATE: 10/11/16
ATTACHMENT: 1
SEIU MOU 2016 - 2017 Page 3
(Government Code Section 3500, et seq.), and as provided under the City's Employer -
Employee Relations Policy.
SECTION 1.3 SEVERANCE
a. If any provision of the Agreement should be found invalid, unconstitutional, unlawful, or
unenforceable by reason of any existing or subsequently enacted constitutional or legislative
provision shall be severed, and all other provisions of the Agreement shall remain in full
force and effect for the duration of the Agreement.
b. In the event that any provision of the MOU should be found invalid, unconstitutional,
unlawful or unenforceable, the City and the Union agree to meet and confer in a timely
manner in an attempt to negotiate a substitute provision. Such negotiations shall apply only
to the severed provision of the Agreement and shall not in any way modify or impact the
remaining provisions of the existing MOU.
SECTION 1.4 SOLE AGREEMENT
a. The City and the Union agree that to the extent that any provision addressing wages, hours,
and terms and conditions of employment negotiable under the Meyers-Milias-Brown Act
found outside this MOU and are in conflict thereof, this MOU shall prevail.
b. If, during the term of the MOU, the parties should mutually agree to modify, amend, or alter
the provisions of this MOU in any respect, any such change shall be effective only if and
when reduced to writing and executed by the authorized representatives of the City and the
Union. Any such changes validly made shall become part of this MOU and subject to its
terms.
SECTION 1.5 FULL FORCE AND EFFECT
a. All wages, hours, and terms and conditions of employment that are negotiable subjects of
bargaining under the Meyers-Milias-Brown Act, including those set in this MOU, shall
remain in full force and effect during the term of this MOU unless changed by mutual
agreement.
b. The City will abide by the Meyers-Milias-Brown Act where and when it applies to the
Union.
SECTION 1.6 GENERAL PROVISIONS
The parties agree to meet and confer with respect to any subject or matter within the scope of
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ITEM NUMBER: A-3
DATE: 10/11/16
ATTACHMENT: 1
SEIU MOU 2016 - 2017 Page 4
representation upon request. Provided, however, that any changes which fall within the scope of
representation shall be by mutual agreement.
Except as set forth in this Memorandum of Understanding, and unless the Union agrees to reopen
negotiations on a particular bargaining subject, the parties agree that there shall be no changes
during the life of this MOU in the wage rates, benefits, or other terms and conditions of
employment subject to the meet and confer process.
In the event any new practice, subject or matter arises during the term of this agreement which is
within the scope of representation and an action is proposed by the City, the Union shall be
afforded all possible advance notice and shall have the right to meet and confer upon request. In
the case of an emergency and, in the absence of an agreement on such a proposed action, the City
reserves its lawful management rights to take any action(s) deemed necessary and the Union
reserves its rights to take any lawful action deemed necessary.
ARTICLE II - RESPECTIVE RIGHTS
SECTION 2.1 UNION RIGHTS
The Union shall have the following rights and responsibilities:
a. Reasonable advance notice of any City ordinance, rule, resolution, or regulation directly
relating to matters within the scope of representation proposed to be adopted by the City
Council.
b. Reasonable use of one bulletin board at each work site for employees covered by this MOU.
c. The right to payroll deductions made for payments or organization dues and for City
approved programs.
d. The use of City facilities for regular, normal and lawful Union activities, providing that
approval of the City Manager or his/her designee has been obtained.
e. Reasonable access to employee work locations for officers of the Union and their officially
designated representatives for the purpose of processing grievances or contacting members of
the organization concerning business within the scope of representation. Access shall be
restricted so as not to interfere with the normal operations of any department or with
established safety or security requirements.
f. The City will give reasonable notice to the Union if it intends to contract out the functions
currently performed by employees within the Unit. Upon request, the City will meet with the
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ITEM NUMBER: A-3
DATE: 10/11/16
ATTACHMENT: 1
SEIU MOU 2016 - 2017 Page 5
Union to explain the reason for the decision to contract out and to solicit Union views on the
proposal. Nothing in this Section shall be construed to limit the rights of the City Council to
contract out work in its sole discretion.
g. Maintenance of Membership
All regular unit employees who on the effective date of this MOU are members of the Union
in good standing and all such employees who thereafter voluntarily become members of the
Union shall maintain their membership in the Union in good standing during the term of this
MOU, subject however to the right to resign from membership between March 1 – 15 of each
calendar year.
The City will not honor cancellations of dues deductions for employees covered by this
Agreement during the term of the MOU except during the window period specified
above. Any Union member may exercise his/her right to resign by submitting a notice in
writing to the Union and to the City during the resignation period.
h. Agency Shop/Fair Share.
The City shall notify the union when employees are newly assigned into the unit. The notice
shall include the employee’s name, Department and division and the date of entry into the
unit. Employees transferred or hired into the unit subsequent to the effective date of an
Agency Shop/Fair Share approval shall have thirty days from the date of their entry into the
unit to comply with its terms.
Unless a unit employee has: a) voluntarily submitted to the City an effective dues deduction
request; b) individually made direct financial arrangements satisfactory to the Union as
evidenced by notice of the same from the Union to the City; or c) qualified for exemption
upon religious grounds as provided below, upon notice from the Union the City shall process
a mandatory agency fee payroll deduction in the appropriate amount and forward that amount
to the Union.
The amount of the fee to be charged shall be determined by the union subject to applicable
law; and shall therefore not exceed the normal periodic membership dues, initiation fees, and
general assessments applicable to union members.
As to “core” fee-payers, the agency fee charged shall not reflect expenditures which the
Courts have determined to be non-chargeable. The union shall comply with applicable law
regarding disclosure and allocation of its expenses and notice to employees of their right to
object and pay only the “core fee”.
The Union shall make available an administrative appeals procedure to unit employees who
object to the calculation of the “core fee”. Such procedure shall provide for an impartial
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ITEM NUMBER: A-3
DATE: 10/11/16
ATTACHMENT: 1
SEIU MOU 2016 - 2017 Page 6
decision by a representative of the State Mediation & Conciliation Service (SMCS). Such
appeals may be consolidated and shall be heard not less often than once per year. A copy of
such procedure shall be made available upon request by the Union to unit employees.
The City shall promptly remit to the Union all monies deducted under this Article,
accompanied by a list of employees for whom such deductions have been made. The City
shall make every reasonable effort to distribute to each new employee in the unit a letter,
supplied by the union, which describes the agency fee obligation.
Any of the above-described payment obligations shall be processed by the City in the usual
and customary manner and time frames utilized for dues deductions.
Employees on an unpaid leave of absence or temporarily assigned out of the unit for an entire
pay period or more shall have agency shop fees suspended. Fee deductions shall have the
same priority as dues deductions in the current hierarch for partially compensated pay
periods.
Religious Exemption from Agency Fee Obligations
a. Any employee who is a member of a religious body whose traditional tenets or teachings
include objections to joining or financially supporting employee organizations shall not
be required to meet the above agency fee obligations, but shall pay be means of
mandatory payroll deduction an amount equal to the agency fee to a non-religious, non-
labor charitable organization exempt from taxation under Section 501 (c) (3) of the
Internal Revenue Code, as designated by the employee from a list provided by the Union
showing authorized deduction agencies as agreed upon between the City and the Union.
b. To qualify for the religious exemption the employee must provide to the Union, with a
copy to the City, a written statement of objection, along with verifiable evidence of
membership in a religious body as described above. The Union will implement the
change in status within thirty days or alternatively, notify the employee and the City that
the requested exemption is not valid.
SECTION 2.2 CITY RIGHTS
a. The authority of the City includes, but is not limited to the exclusive right to determine
the standards of service; determine the procedures and standards of selection for
employment and promotion; direct its employees; take disciplinary action for "just
cause", relieve its employees from duty because of lack of work or for other legitimate
reason; maintain the efficiency of governmental operations; determine the methods,
staffing and personnel by which governmental operations are to be conducted; determine
the content of job classifications; take all necessary actions to carry out its mission in
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emergencies; exercise complete control and discretion over its organizations and the
technology of performing its work; provided, however, that the exercise and retention of
such rights does not preclude employees or their representatives from consulting or
raising grievances over the consequences or impact that decisions on these matters may
have on wage, hours and other terms of employment.
SECTION 2.3 PEACEFUL PERFORMANCE
a. The parties to this MOU recognize and acknowledge that the services performed by the
City employees covered by this Agreement are essential to the public health, safety and
general welfare of the residents of the City of Atascadero. Union agrees that under no
circumstances will the Union recommend, encourage, cause or promote its members to
initiate, participate in, nor will any member of the bargaining unit take part in, any strike,
sit-down, stay-in, sick-out, slow-down, or picketing (hereinafter collectively referred to
as "work-stoppage) in any office or department of the City, nor to curtail any work or
restrict any production, or interfere with any operation of the City. In the event of any
such work stoppage by any member of the bargai ning unit, the City shall not be required
to negotiate on the merits of any dispute which may have risen to such work stoppage
until said work stoppage has ceased.
b. In the event of any work stoppage, during the term of this MOU, whether by the Union or
by any member of the bargaining unit, the Union by its officers, shall immediately
declare in writing and publicize that such work stoppage is illegal and unauthorized, and
further direct its members in writing to cease the said conduct and resume work. Copi es
of such written notices shall be served upon the City. If in the event of any work
stoppage the Union promptly and in good faith performs the obligations of this
paragraph, and providing the Union has not otherwise authorized, permitted or
encouraged such work stoppage, the Union shall not be liable for any damages caused by
the violation of this provision. However, the City shall have the right to discipline, up to
and including discharge, any employee who instigates, participates in, or gives leadership
to, any work stoppage activity herein prohibited, and the City shall also have the right to
seek full legal redress, including damages, against any such employees.
SECTION 2.4 RESPECTIVE RIGHTS
The parties agree that during the term of this agreement, upon a request by either party,
they shall reopen negotiations on changes to the Personnel Rules and Regulations.
Provided, however, that the City shall not modify the Personnel Rules and Regulations
subject to meet and confer without mutual agreement.
ARTICLE III - - HOURS OF WORK AND OVERTIME
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SECTION 3.1 HOURS OF WORK
a. Work Period
The normal work period shall be seven (7) days with a maximum non-overtime of forty
(40) hours.
b. Shift Change Notification
The City shall give employees reasonable, but at a minimum, a 72-hour notice of routine
shift changes. Emergency shift changes shall be made on an as needed basis.
c. Rest Periods
Rest periods will normally be provided to employees at the rate of fifteen (15) minutes
for each four (4) hours worked. Insofar as practical rest period shall be in the middle of
each work period. Rest periods cannot be used in conjunction with meal periods, nor
may rest periods be taken during the employee’s first or last hour of work.
Any employee required to work more than sixteen (16) hours within a twenty-four hour
period shall be entitled to an eight hour rest period prior to returning to work. If any
portion of the eight-hour rest period occurs during the employees’ regularly scheduled
work hours, the employee shall receive normal compensation for that time. This section
shall not apply in the case of emergencies.
d. Missed Rest Periods and Mealtime
Regular fifteen-minute rest periods are paid time, therefore nothing in this section
provides for or implies any additional compensation or benefits if a rest period is not
taken.
SECTION 3.2 OVERTIME
a. Rate
Overtime, shall be compensated at the rate of time and one-half the regular rate of pay.
All overtime shall be recorded and paid in the following manner:
1 to 15 minutes, overtime compensation – ¼ hour
16 to 30 minutes, overtime compensation – ½ hour
31 to 45 minutes, overtime compensation – ¾ hour
46 to 60 minutes, overtime compensation – 1 hour
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b. Hours Paid
Overtime shall be paid after forty (40) hours worked in a work period. Paid time off
shall be considered time worked for overtime purposes.
c. Compensatory Time (CT)
Notwithstanding the provisions of this section, employees may be granted CT for
overtime credit computed at time and one-half at the mutual convenience of the City and
the employee. Employees may accumulate a maximum of eighty (80)one hundred and
twenty (120) hours in their CT account.
d. Scheduling Compensatory Time
Requests to use CT shall be granted with due regard for operational necessity such as
staffing levels.
SECTION 3.3 CALLBACK PAY
Employees who are called to duty at a time they are not working, and not on standby duty, shall
be compensated a minimum compensation of two (2) hours at time and one-half rate of pay.
SECTION 3.4 STANDBY TIME
a. Employees assigned standby duty shall receive thirty-five dollars ($35.00) for each day
of standby duty.
b. Call-out While on Stand-by
Employees who are called to duty at a time they are not working shall be compensated a
minimum of two (2) hours at straight time. Employees working in excess of one hour
and twenty minutes once called back shall receive time and one-half pay for hours
worked in excess of one hour and twenty minutes, or two hours straight time whichever is
greater.
SECTION 3.5 PATCHING/PAVING WORK
The City shall make a reasonable attempt to schedule patching work during days/times when
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temperatures are not expected to exceed 100 degrees. It is mutually understood that employees
working with paving contractors must adhere to the contractors’ work schedules.
ARTICLE IV - PAY PROVISIONS
SECTION 4.1 SALARY
This agreement shall provide for salary increases according to the following formula and
schedule:
Effective July 1, 2015 2016 all positions covered by this MOU shall receive a 2.0% (two
percent) salary increase in this period.
Effective July 1, 2015, in addition to the 2.0% salary increase provided to all positions, the
following positions shall also receive a 5% (five percent) inequity adjustment:
Assistant Planner
Associate Planner
Senior Technical Support Specialist
The following monthly salaries are effective July 1, 20152016:
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CLASSIFICATION RANGE STEP A STEP B STEP C STEP D STEP E
Office Assistant I 5 2,748.19 2,885.60 3,029.88 3,181.37 3,340.44
Account Clerk I 7 2,885.60 3,029.88 3,181.37 3,340.44 3,507.46
Maintenance Worker I 8 2,957.73 3,105.62 3,260.90 3,423.95 3,595.15
Zoo Facilities Maintenance Tech.8 2,957.73 3,105.62 3,260.90 3,423.95 3,595.15
Zookeeper I 8 2,957.73 3,105.62 3,260.90 3,423.95 3,595.15
Office Assistant II 9 3,029.88 3,181.37 3,340.44 3,507.46 3,682.83
Zoo Education Curator 9 3,029.88 3,181.37 3,340.44 3,507.46 3,682.83
Account Clerk II 11 3,181.37 3,340.44 3,507.46 3,682.83 3,866.97
Central Receptionist 11 3,181.37 3,340.44 3,507.46 3,682.83 3,866.97
Office Assistant III 11 3,181.37 3,340.44 3,507.46 3,682.83 3,866.97
WWTP Operator in Training 11 3,181.37 3,340.44 3,507.46 3,682.83 3,866.97
Registered Veterinary Technician 12 3,260.90 3,423.95 3,595.15 3,774.91 3,963.66
Administrative Secretary 13 3,340.44 3,507.46 3,682.83 3,866.97 4,060.32
Administrative Support Assistant 13 3,340.44 3,507.46 3,682.83 3,866.97 4,060.32
Building Maintenance Specialist 13 3,340.44 3,507.46 3,682.83 3,866.97 4,060.32
Engineering Technician I 13 3,340.44 3,507.46 3,682.83 3,866.97 4,060.32
Maintenance Worker II 13 3,340.44 3,507.46 3,682.83 3,866.97 4,060.32
Zookeeper II 13 3,340.44 3,507.46 3,682.83 3,866.97 4,060.32
Technical Support Specialist 14 3,423.95 3,595.15 3,774.91 3,963.66 4,161.84
Maintenance Worker II - Pesticide Appl.15 3,507.46 3,682.83 3,866.97 4,060.32 4,263.34
WWTP Operator I 16 3,595.15 3,774.91 3,963.66 4,161.84 4,369.93
Engineering Technician II 18 3,774.91 3,963.66 4,161.84 4,369.93 4,588.43
Recreation Coordinator 18 3,774.91 3,963.66 4,161.84 4,369.93 4,588.43
Senior Building Maintenance Specialist 18 3,774.91 3,963.66 4,161.84 4,369.93 4,588.43
Senior Zookeeper 19 3,866.97 4,060.32 4,263.34 4,476.51 4,700.34
Administrative Assistant 20 3,963.66 4,161.84 4,369.93 4,588.43 4,817.85
Finance Technician 20 3,963.66 4,161.84 4,369.93 4,588.43 4,817.85
Technical Trainer II 20 3,963.66 4,161.84 4,369.93 4,588.43 4,817.85
WWTP Operator II 20 3,963.66 4,161.84 4,369.93 4,588.43 4,817.85
Building Inspector I 22 4,161.84 4,369.93 4,588.43 4,817.85 5,058.74
Inspector 22 4,161.84 4,369.93 4,588.43 4,817.85 5,058.74
Maintenance Leadworker 24 4,369.93 4,588.43 4,817.85 5,058.74 5,311.68
Assistant Planner 24 4,369.93 4,588.43 4,817.85 5,058.74 5,311.68
Senior Technical Support Specialist 24 4,369.93 4,588.43 4,817.85 5,058.74 5,311.68
WWTP Operator III 24 4,369.93 4,588.43 4,817.85 5,058.74 5,311.68
GIS Analyst I 25 4,476.51 4,700.34 4,935.36 5,182.13 5,441.24
Building Inspector II 26 4,588.43 4,817.85 5,058.74 5,311.68 5,577.26
Bldg Inspector / Plans Examiner 27 4,700.34 4,935.36 5,182.13 5,441.24 5,713.30
Associate Planner 30 5,058.74 5,311.68 5,577.26 5,856.12 6,148.93
Senior Planner 34 5,577.26 5,856.12 6,148.93 6,456.38 6,779.20
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CLASSIFICATION RANGE STEP A STEP B STEP C STEP D STEP E
Office Assistant I 5 2,694.30 2,829.02 2,970.47 3,118.99 3,274.94
Account Clerk I 7 2,829.02 2,970.47 3,118.99 3,274.94 3,438.69
Maintenance Worker I 8 2,899.74 3,044.73 3,196.97 3,356.82 3,524.66
Zoo Facilities Maintenance Tech.8 2,899.74 3,044.73 3,196.97 3,356.82 3,524.66
Zookeeper I 8 2,899.74 3,044.73 3,196.97 3,356.82 3,524.66
Office Assistant II 9 2,970.47 3,118.99 3,274.94 3,438.69 3,610.62
Zoo Education Curator 9 2,970.47 3,118.99 3,274.94 3,438.69 3,610.62
Account Clerk II 11 3,118.99 3,274.94 3,438.69 3,610.62 3,791.15
Central Receptionist 11 3,118.99 3,274.94 3,438.69 3,610.62 3,791.15
Office Assistant III 11 3,118.99 3,274.94 3,438.69 3,610.62 3,791.15
WWTP Operator in Training 11 3,118.99 3,274.94 3,438.69 3,610.62 3,791.15
Registered Veterinary Technician 12 3,196.97 3,356.82 3,524.66 3,700.89 3,885.93
Administrative Secretary 13 3,274.94 3,438.69 3,610.62 3,791.15 3,980.71
Administrative Support Assistant 13 3,274.94 3,438.69 3,610.62 3,791.15 3,980.71
Building Maintenance Specialist 13 3,274.94 3,438.69 3,610.62 3,791.15 3,980.71
Engineering Technician I 13 3,274.94 3,438.69 3,610.62 3,791.15 3,980.71
Maintenance Worker II 13 3,274.94 3,438.69 3,610.62 3,791.15 3,980.71
Zookeeper II 13 3,274.94 3,438.69 3,610.62 3,791.15 3,980.71
Technical Support Specialist 14 3,356.82 3,524.66 3,700.89 3,885.93 4,080.23
Maintenance Worker II - Pesticide Appl.15 3,438.69 3,610.62 3,791.15 3,980.71 4,179.75
WWTP Operator I 16 3,524.66 3,700.89 3,885.93 4,080.23 4,284.24
Engineering Technician II 18 3,700.89 3,885.93 4,080.23 4,284.24 4,498.45
Recreation Coordinator 18 3,700.89 3,885.93 4,080.23 4,284.24 4,498.45
Senior Building Maintenance Specialist 18 3,700.89 3,885.93 4,080.23 4,284.24 4,498.45
Senior Zookeeper 19 3,791.15 3,980.71 4,179.75 4,388.74 4,608.18
Administrative Assistant 20 3,885.93 4,080.23 4,284.24 4,498.45 4,723.37
Finance Technician 20 3,885.93 4,080.23 4,284.24 4,498.45 4,723.37
Technical Trainer II 20 3,885.93 4,080.23 4,284.24 4,498.45 4,723.37
WWTP Operator II 20 3,885.93 4,080.23 4,284.24 4,498.45 4,723.37
Building Inspector I 22 4,080.23 4,284.24 4,498.45 4,723.37 4,959.54
Inspector 22 4,080.23 4,284.24 4,498.45 4,723.37 4,959.54
Maintenance Leadworker 24 4,284.24 4,498.45 4,723.37 4,959.54 5,207.52
Assistant Planner 24 4,284.24 4,498.45 4,723.37 4,959.54 5,207.52
Senior Technical Support Specialist 24 4,284.24 4,498.45 4,723.37 4,959.54 5,207.52
WWTP Operator III 24 4,284.24 4,498.45 4,723.37 4,959.54 5,207.52
GIS Analyst I 25 4,388.74 4,608.18 4,838.59 5,080.52 5,334.55
Building Inspector II 26 4,498.45 4,723.37 4,959.54 5,207.52 5,467.90
Bldg Inspector / Plans Examiner 27 4,608.18 4,838.59 5,080.52 5,334.55 5,601.28
Associate Planner 30 4,959.54 5,207.52 5,467.90 5,741.30 6,028.37
Senior Planner 34 5,467.90 5,741.30 6,028.37 6,329.79 6,646.28
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a. Movement between steps shall be at twelve-month intervals and subject to satisfactory
performance. The initial step movement after hiring, however, shall be after twelve
months or after completion of probation, whichever occurs later. Employees may receive
step increases at a period of less than twelve (12) months upon recommendation of the
department head and approval of the City Manager.
b. An employee who is promoted shall receive a salary increase of at least one step (5%).
Therefore, the employee shall be placed on step “A”, or that step which produces at least
a one step salary increase.
c. The parties agree that the salary survey jurisdictions for unit classifications under this
M.O.U. shall be the cities of Arroyo Grande, Atascadero, Grover Beach, Morro Bay,
Paso Robles, Pismo Beach, and San Luis Obispo.
SECTION 4.2 EDUCATION INCENTIVE PAY
Employees shall be reimbursed up to $1,600.00 per fiscal year for books, tuition and related
educational expenses for attending college or other professional training, providing the
coursework is job-related, and the employee received a passing grade.
SECTION 4.3 RETIREMENT
a. Employees are provided retirement benefits through the California Public Employees
Retirement System (CalPERS).
TIER 1
Miscellaneous Member employees covered under this MOU who were hired on or
before July 14, 2012 are provided benefits pursuant to the 2.5% @ 55 Benefit
Formula (Government Code Section 21354.4), Final Compensation 1 Year (G.C.
Section 20042) and Unused Sick Leave Credit (G.C. Section 20965). The City will
pay 3.3% (three point three percent) of the Miscellaneous Member employee
contribution of 8% (eight percent). Miscellaneous Member employees will pay the
remaining 4.7% (four point seven percent) of the employee contribution.
TIER 2
Miscellaneous Member employees covered under this MOU who were hired between
July 14, 2012 and December 31, 2012, and Miscellaneous Member employees hired
on or after January 1, 2013 who meet the definition of a Classic Member under
CalPERS, are provided benefits pursuant to the 2% @ 55 Benefit Formula (G.C.
Section 21354), Final Compensation 3 Year (G.C. Section 20037) and Unused Sick
Leave Credit (G.C. Section 20965). The City will pay 2.3% (two point three percent)
of the Miscellaneous Member employee contribution of 7% (seven percent).
Miscellaneous Member employees will pay the remaining 4.7% (four point seven
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percent) of the employee contribution.
TIER 3
Pursuant to the California Public Employees’ Pension Reform Act of 2013 (PEPRA),
Miscellaneous Member employees covered under this MOU who were hired on or
after January 1, 2013 who meet the definition of a CalPERS new member under
PEPRA are provided benefits pursuant to 2% @ 62 Benefit Formula (G.C. Section
7522.20) with Final Compensation 3 Year (G.C. Section 20037). The Miscellaneous
Member employee will pay a member contribution rate of 50% (fifty percent) of the
expected normal cost rate.
b. Employee contributions shall be contributed to CalPERS on a pre-tax basis.
c. The City began pays and reports the value of Employer Paid Member Contributions
(EPMC) for Tier 1 employees and Tier 2 employees as described in Resolution No. 2003-
058.
SECTION 4.4 SICK LEAVE/STAY WELL PLAN
a. Sick leave accumulates at a rate of eight (8) hours per month. There is no limit to the
accumulation.
b. Employees with 384 or more hours of accumulated sick leave shall be eligible for the
Stay Well Bonus. The Stay Well Bonus will be implemented as follows:
1. The sick leave pay-off will occur during the 52-week period beginning the first
day after the second pay period in October and ending on the last day of the
second pay period in October of the following year after an employee has
accumulated and maintained 384 hours sick leave.
2. Once the eligibility requirements have been met, an employee may opt to receive
a pay-off equal to one-third (1/3) of the unused annual allotment of sick leave.
(The annual allotment is 95.94 hours). Checks will be prepared by December 15
of each year.
3. In the event an employee covered by this agreement donates up to 12 days of sick
leave in any one year, to the Employee Sick Leave Bank, it shall not count against
the 48 days accumulation for eligibility to receive the incentive payoff for that
year.
c. An employee may use in any calendar year accrued sick leave, up to the amount earned
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during twelve (12) months employment, to attend to the illness of the following family
members:
1. The employee’s child (including biological, foster, or adopted child, a stepchild, a
legal ward, a child of a domestic partner, or a child of a person standing in loco
parentis).
2. The employee’s parent (including biological, foster, or adoptive parent, a
stepparent, or a legal guardian).
3. The employee’s spouse or domestic partner.
If the employee is performing satisfactorily and the employee’s workload would not be
negatively impacted, the Department Head may approve additional time off, up to the
amount earned during three (3) months of employment, for Family Care.
Family Care leave may also qualify for protection under the FMLA and/or CFRA, and
any Family Care leave granted under this section shall run concurrently with FMLA
and/or CFRA leave. FMLA/CFRA leave is addressed in a separate City policy.
SECTION 4.5 VACATION LEAVE
a. Paid vacation leave accrues from the date of hire on a bi-weekly basis and increases after
completion of the required years of service as follows:
Years of Service Accrual Rate
Less than 3 years 10 days/yr or 3.08 hrs/pp
3 years completed 12 days/yr or 3.69 hrs/pp
5 years completed 14 days/yr or 4.31 hrs/pp
7 years completed 16 days/yr or 4.92 hrs/pp
9 years completed 18 days/yr or 5.54 hrs/pp
11 years completed 20 days/yr or 6.15 hrs/pp
15 years completed 22 days/yr or 6.77 hrs/pp
20 years completed 24 days/yr or 7.385 hrs/pp
The above schedule is based on full-time employment. Regular part-time employees
shall receive vacation accrual on a pro-rated basis.
b. Employees shall be entitled to vacation leave consistent with the City of Atascadero
Personnel System Rules.
c. It is agreed and understood that the taking of vacation shall be as scheduled by the
Department Head subject to the needs of the City.
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SECTION 4.6 HOLIDAYS
The City shall recognize the following days as official City holidays.
Holiday Day Observed
New Year's Day January 1
Martin Luther King, Jr. Birthday 3rd Monday in January
Presidents’ Day 3rd Monday in February
Memorial Day Last Monday in May
Independence Day July 4th
Labor Day 1st Monday in September
Veteran's Day November 11
Thanksgiving Day 4th Thursday in November
Day After Thanksgiving Friday after Thanksgiving
Christmas Eve Day December 24
Christmas Day December 25
"Floating" Holiday Off As Scheduled; Accrues January 1
a. Each unit member employed by the City as of January 1st of each year shall be eligible for
one floating holiday (8 hours). Floating holidays must have prior department approval and
shall be consistent with the efficient operation of the department. The floating holiday may
be used between January 1 and December 31 of each year.
b. All employees who are covered under this contract and are required by their supervisor to work
on a City holiday shall be paid time and one-half 1½ their base hourly rate for the hours
worked on the holiday, plus compensation for the holiday.
SECTION 4.7 BEREAVEMENT LEAVE
The City shall provide up to twenty-four (24) hours of paid bereavement leave for bereavement
purposes. Bereavement purposes include (1) the death of a member of the employee’s immediate
family, and (2) the critical illness of a member of the employee’s immediate family where death
appears to be imminent. The amount of bereavement leave provided under this section is twenty
four (24) hours per family member.
The employee may be required to submit proof of a relative's death or critical illness before final
approval of leave is granted.
For purposes of this section, “immediate family” means: spouse or domestic partner, parent
(including biological, foster, or adoptive parent, a stepparent, or a legal guardian), grandparent,
grandchild, child (including biological, foster, or adopted child, a stepchild, a legal ward, a child
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of a domestic partner, or a child of a person standing in loco parentis), brother, sister, aunt, uncle,
son-in-law, daughter-in-law, mother-in-law, father-in-law, brother-in-law, sister-in-law or
significant other.
Twenty-four (24) hours of the paid absence shall be considered "bereavement leave", and any
remaining time shall be from other paid time off available to the employee.
When an employee has exhausted the bereavement leave provided in this section, the employee
may submit a request to his/her Department Head and request additional time off work. If
approved, the employee must use their other accrued paid leave. The employee may elect which
accrued paid leave he/she shall use during the additional leave. However, the employee may not
use more than forty (40) hours of accrued sick leave for bereavement purposes. If the additional
leave approved by the
Department Head is longer than forty (40) hours, the employee is required to use accrued paid
leave other than sick leave.
SECTION 4.8 MILITARY LEAVE
Military leave shall be granted in accordance with the provisions of State and Federal law. All
employees entitled to military leave shall give the appointing power an opportunity within the
limits of military regulations to determine when such leave shall be taken.
SECTION 4.9 PERSONAL LEAVE
In any calendar year an employee can use up to two days (16 hours) of time for personal leave
reasons without explanation. These hours shall come out of the employee’s sick leave accrual
bank. The employee will be charged for only the time used up to the maximum allowable of 16
hours in a calendar year. These hours are not intended as vacation d ays and may not be used to
extend vacation or holiday time off.
SECTION 4.9 WORK GLOVES
The City shall continue to provide employees with leather palmed work gloves. The City shall
issue regulations establishing reasonable standards for provision of the gloves, replacement of
gloves, and the maximum number of gloves made available during any fiscal year.
SECTION 4.10 WORK SHOES
The City shall contribute Two Hundred ($200.00) Dollars per fiscal year for the purchase of
appropriate footwear to employees in the following positions:
Senior Building Maintenance Specialist
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Building Maintenance Specialist
Building Inspector I & II
Building Inspector/Plans Examiner
Inspector
Maintenance Leadworker
Maintenance Worker I & II
Registered Veterinary Technician
Senior Zookeeper
WWTP Operator I, II, III
WWTP Operator-in-Training
Zoo Facilities Maintenance Technician
Zookeeper I & II
Proof of purchase is required. Once purchased, such appropriate footwear must be worn while
working.
SECTION 4.11 SAFETY GLASSES
The City shall provide safety glasses and safety prescription glasses, in compliance with OSHA
standards, for those employees required to wear them. Maximum reimbursement shall be $250.00.
As approved by the Department Head, the City shall replace prescription glasses as needed due to
prescription changes or if the glasses are damaged while being used in the course of duties. If the
glasses are damaged due to the negligence of the employee, he/she shall be required to pay the
replacement cost. The employee is responsible for obtaining necessary prescriptions.
SECTION 4.12 COMPUTER PURCHASE
The City agrees to develop an Employee Computer Purchase Program. The City agrees to allow
employees to purchase hardware and work-compatible software using the City’s government
discount. All costs shall be the responsibility of the employee.
SECTION 4.13 CERTIFICATION
The City shall continue its practice of providing reasonable work time and payment for
obtaining/maintaining job-related certifications. Travel expenses will be paid pursuant to
Section VII of the City’s Purchasing Policy. Prior Department Head approval is required.
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ARTICLE V - HEALTH AND WELFARE
SECTION 5.1 HEALTH INSURANCE COVERAGE
a. For unit members who elect to have “Family” coverage, the City shall pay an amount not to
exceed $1,451.31 per month for employees electing PPO Family coverage and no more than
$1,418.40$1,590.66 per month for employees electing HMO Family coverage. The City
contribution shall go toward the cost of all medical, dental, vision and life insurance benefit
premiums for the unit member employee and dependents. City shall pay for increased costs
to medical, dental, vision and life insurance premiums for the employee and fifty percent
(50%) of increased costs for dependents based upon HMO plan costs.
b. For unit members who elect to have ‘Employee +1” coverage, the City shall pay an amount
not to exceed $1,108.93 per month for employees electing PPO Employee +1 cov erage and
no more than $1,090.68 $1,169.44 per month for employees electing HMO Employee +1
coverage. The City contribution shall go toward the cost of all medical, dental, vision and
life insurance benefit premiums for the unit member employee and dependent. City shall pay
for increased costs to medical, dental, vision and life insurance premiums for the employee
and fifty percent (50%) of increased costs for the dependent based upon HMO plan costs.
c. For unit members who elect to have “Employee Only” coverage, the City shall pay an
amount not to exceed $800.84 per month for employees electing PPO Employee Only
coverage and no more than $819.42$854.17 per month for employees electing HMO
Employee Only coverage. The City contribution shall go toward the cost of all medical,
dental, vision and life insurance benefit premiums for the unit member employee. City shall
pay for increased costs to medical, dental, vision and life insurance premiums for the
employee based upon HMO plan costs.
For unit members who elect to have “Employee Only” coverage, Available available funds
remaining from the City’s contribution toward insurance coverage shall be paid to an
employee hired on or before September 1, 2000 as additional compensation. This amount
shall not exceed $240.56 per month.
d. The City shall provide term life insurance coverage for each employee in a total amount of
thirty thousand ($30,000) from July 1, 2014 through June 30, 2015. The City shall provide
term life insurance coverage for each employee in a total amount of fifty thousand ($50,000)
beginning July 1, 2015.
e. The City shall provide a term life insurance policy for each eligible dependent enrolled in
health coverage in a total amount of one thousand ($1,000) dollars per dependent during the
term of this agreement.
f. The Medical Insurance Committee shall be comprised of one representative from each of the
bargaining units (as designated by the bargaining unit) and one from the City. The
Committee shall regularly review the health plan and study health insurance issues including,
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but not limited to, Health Maintenance Organizations (HMO’s), cost containment, etc., and
make recommendations to the City Manager.
g. Flexible Benefits Plan. The City shall make available to employees covered by this MOU a
Flexible Benefit Plan, in compliance with applicable Internal Revenue Code provisions. The
plan will enable an employee to on a voluntary basis, cover additional out of pocket premium
expenses for insurance through pretax payroll dollars.
h. State Disability Insurance – The City shall provide State Disability Insurance as a payroll
deduction for each employee covered under this agreement. State Disability Insurance shall
be integrated with sick leave with the objective of providing full compensation.
SECTION 5.2 UNIFORMS
The City shall provide uniforms to Unit employees and replace them on an as needed basis, for
those employees required to wear uniforms. Jackets will be included as part of the uniform
provided.
SECTION 5.3 PROBATION
The probationary period for newly hired employees shall be twelve months. The probationary
period for employees promoted to a higher classification shall be six months in the new
classification. The City shall have the option of granting a newly hired employee regular status at
any time after nine (9) months of service.
ARTICLE VI - CLOSING PROVISIONS
SECTION 6.1 TERM
The term of this MOU shall commence on July 1, 2014 2016 and expires June 30, 20176.
SECTION 6.2 MODERNIZING AND UPDATING OF CONTRACT LANGUAGE
The City and the Union agree to meet and confer regarding updating and modernizing M.O.U.
language throughout the course of this contract term beginning no later than November 1st,
2016. Changes will only be made with the mutual agreement of both parties.
SECTION 6.2 REOPENER
The City and the Union agree to reopen negotiations for Year 2 (fiscal year 2015/2016) if the
fiscal year 2014/2015 General Fund total tax revenue, (excluding any new tax revenue generated
by the potential sales tax ballot measure,) exceeds $13,131,570. Per page D7 of the budget
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document, the 2014/2015 total General Fund Tax Revenue is currently projected at $12,881,570.
Finance staff will produce a document showing estimated 2014/2015 general fund tax revenues
in April of 2015 and a document showing actual 2014/2015 general fund tax revenues in October
of 2015. If either of these documents show that 2014/2015 general fund tax revenues exceed the
current budget projection of $12,881,570 by $250,000 negotiations will be reopened at that time.
SECTION 6.3 SIGNATURES
This MOU has been ratified and adopted pursuant to the recommendation of the following
representatives:
______________________ _______________ ________________________ ______________
SEIU Date SEIU Date
_______________________ _______________ ________________________ ______________
SEIU Date SEIU Date
_______________________ _______________ ________________________ ______________
SEIU Date SEIU Date
CITY OF ATASCADERO
_______________________ _______________ _____________________ _____________
Mayor Date City Manager Date
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MEMORANDUM OF UNDERSTANDING
BETWEEN THE
MID MANAGEMENT/PROFESSIONAL
EMPLOYEES
AND
CITY OF ATASCADERO
July 1, 2015 2016 through June 30, 20162017
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ARTICLE I - GENERAL PROVISIONS
SECTION 1.1 PREAMBLE
This Memorandum of Understanding is made and entered into between the City of Atascadero,
hereinafter referred to as the “City” and the Mid Management/Professional Employees,
hereinafter referred to as the “Association” pursuant to California Government Code Section
3500, et seq. and the City's Employer - Employee Relations Policy. The purpose of this
Memorandum of Understanding (MOU) is the establishment of wages, hours and other terms and
conditions of employment.
The City and Association agree that the provisions of this MOU shall be applied equally to all
employees covered herein without favor or discrimination because of race, creed, color, sex, age,
national origin, political or religious affiliations or association memberships. Whenever the
masculine gender is used in this MOU, it shall be understood to include the feminine gender.
SECTION 1.2 RECOGNITION
a. The City of Atascadero recognizes the Association as the recognized and exclusive
representative for the following classifications:
Associate Civil Engineer
Associate Civil Engineer - Registered
Building Maintenance Supervisor
Capital Projects Manager
Public Works Operations Manager
Recreation Supervisor
Senior Building Inspector
b. This recognition is exclusive of management employees and temporary employees.
c. The City agrees to meet and confer and otherwise deal exclusively with the Association on
all matters relating to the scope of representation under the Meyers-Milias-Brown Act
(Government Code Section 3500, et seq.), and as provided under the City's Employer -
Employee Relations Policy.
SECTION 1.3 SEVERANCE
a. If any provision of the Agreement should be found invalid, unconstitutional, unlawful, or
unenforceable by reason of any existing or subsequently enacted constitutional or legislative
provision shall be severed, and all other provisions of the Agreement shall remain in full
force and effect for the duration of the Agreement.
b. In the event that any provision of the MOU should be found invalid, unconstitutional,
unlawful or unenforceable, the City and the Association agree to meet and confer in a timely
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manner in an attempt to negotiate a substitute provision. Such negotiations shall apply only
to the severed provision of the Agreement and shall not in any way modify or impact the
remaining provisions of the existing MOU.
SECTION 1.4 SOLE AGREEMENT
a. The City and the Association agree that to the extent that any provision addressing wages,
hours, and terms and conditions of employment negotiable under the Meyers-Milias-Brown
Act found outside this MOU and are in conflict thereof, this MOU shall prevail.
b. If, during the term of the MOU, the parties should mutually agree to modify, amend, or alter
the provisions of this MOU in any respect, any such change shall be effective only if and
when reduced to writing and executed by the authorized representatives of the City and the
Association. Any such changes validly made shall become part of this MOU and subject to
its terms.
SECTION 1.5 FULL FORCE AND EFFECT
a. All wages, hours, and terms and conditions of employment that are negotiable subjects of
bargaining under the Meyers-Milias-Brown Act, including those set in this MOU, shall
remain in full force and effect during the term of this MOU unless changed by mutual
agreement.
b. The City will abide by the Meyers-Milias-Brown Act where and when it applies to the
Association.
SECTION 1.6 GENERAL PROVISIONS
The parties agree to meet and confer with respect to any subject or matter within the scope of
representation upon request. Provided, however, that any changes which fall within the scope of
representation shall be by mutual agreement.
Except as set forth in this Memorandum of Understanding, and unless the Association agrees to
reopen negotiations on a particular bargaining subject, the parties agree that there shall be no
changes during the life of this MOU in the wage rates, benefits, or other terms and conditions of
employment subject to the Meet-and-Confer process.
In the event any new practice, subject or matter arises during the term of this agreement which is
within the scope of representation and an action is proposed by the City, the Association shall be
afforded all possible advance notice and shall have the right to meet and confer upon request. In
the case of an emergency and, in the absence of an agreement on such a proposed action, the City
reserves its lawful management rights to take any action(s) deemed necessary and the
Association reserves its rights to take any lawful action deemed necessary.
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ARTICLE II - - PAY PROVISIONS
SECTION 2.1 SALARY
This agreement shall provide salary increases according to the following formula and schedule:
Effective July 1, 2015 2016 all positions covered by this MOU shall receive a 2.0% (two
percent) salary increase in this period.
The following monthly salaries are effective July 1, 20152016:
CLASSIFICATION RANGE STEP A STEP B STEP C STEP D STEP E
Recreation Supervisor 26 4,498.45 4,723.37 4,959.54 5,207.52 5,467.90
Building Maintenance Supervisor 27 4,608.18 4,838.59 5,080.52 5,334.55 5,601.28
Capital Projects Manager 31 5,080.52 5,334.55 5,601.28 5,881.34 6,175.41
Senior Building Inspector 31 5,080.52 5,334.55 5,601.28 5,881.34 6,175.41
Public Works Operations Manager 34 5,467.90 5,741.30 6,028.37 6,329.79 6,646.28
Associate Civil Engineer 37 5,881.34 6,175.41 6,484.18 6,808.39 7,148.81
Associate Civil Engineer - Registered
Engineer 41 6,484.18 6,808.39 7,148.81 7,506.25 7,881.56
CLASSIFICATION STEP A STEP B STEP C STEP D STEP E
Recreation Supervisor 4,588.43 4,817.85 5,058.74 5,311.68 5,577.26
Building Maintenance Supervisor 4,700.34 4,935.36 5,182.13 5,441.24 5,713.30
Capital Projects Manager 5,182.13 5,441.24 5,713.30 5,998.97 6,298.92
Senior Building Inspector 5,182.13 5,441.24 5,713.30 5,998.97 6,298.92
Public Works Operations Manager 5,577.26 5,856.12 6,148.93 6,456.38 6,779.20
Associate Civil Engineer 5,998.97 6,298.92 6,613.87 6,944.56 7,291.79
Associate Civil Engineer - Registered
Engineer 6,613.87 6,944.56 7,291.79 7,656.38 8,039.20
SECTION 2.2 EDUCATION INCENTIVE PAY
Employees shall be reimbursed up to $4001,600.00 per fiscal year for books, tuition and related
educational expenses for attending college or other professional training, providing the
coursework is job-related, and the employee received a passing grade.
Associate Civil Engineers who are licensed as a Registered Engineer will receive ten percent
(10%) in additional pay to their base salary.
SECTION 2.3 RETIREMENT
a. Employees are provided retirement benefits through the California Public Employees
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Retirement System (CalPERS).
TIER 1
Miscellaneous Member employees covered under this MOU who were hired on or
before July 14, 2012 are provided benefits pursuant to the 2.5% @ 55 Benefit
Formula (Government Code Section 21354.4), Final Compensation 1 Year (G.C.
Section 20042) and Unused Sick Leave Credit (G.C. Section 20965). The City will
pay 3.3% (three point three percent) of the Miscellaneous Member employee
contribution of 8% (eight percent). Miscellaneous Member employees will pay the
remaining 4.7% (four point seven percent) of the employee contribution.
TIER 2
Miscellaneous Member employees covered under this MOU who were hired between
July 14, 2012 and December 31, 2012, and Miscellaneous Member employees hired
on or after January 1, 2013 who meet the definition of a Classic Member under
CalPERS, are provided benefits pursuant to the 2% @ 55 Benefit Formula (G.C.
Section 21354), Final Compensation 3 Year (G.C. Section 20037) and Unused Sick
Leave Credit (G.C. Section 20965). The City will pay 2.3% (two point three percent)
of the Miscellaneous Member employee contribution of 7% (seven percent).
Miscellaneous Member employees will pay the remaining 4.7% (four point seven
percent) of the employee contribution.
TIER 3
Pursuant to the California Public Employees’ Pension Reform Act of 2013 (PEPRA),
Miscellaneous Member employees covered under this MOU who were hired on or
after January 1, 2013 who meet the definition of a CalPERS new member under
PEPRA are provided benefits pursuant to 2% @ 62 Benefit Formula (G.C. Section
7522.20) with Final Compensation 3 Year (G.C. Section 20037). The Miscellaneous
Member employee will pay a member contribution rate of 50% (fifty percent) of the
expected normal cost rate.
b. Employee contributions shall be contributed to CalPERS on a pre-tax basis.
c. The City pays and reports the value of Employer Paid Member Contributions (EPMC) for
Tier 1 employees and for Tier 2 employees as described in Resolution No. 2003-073.
SECTION 2.4 SICK LEAVE/STAY WELL PLAN
a. Sick leave accumulates at a rate of eight (8) hours (one day) per month. There is no limit to
the accumulation.
b. Employees with forty-eight (48) or more days of accumulated sick leave shall be eligible for
the Stay Well Bonus. The Stay Well Bonus will be implemented as follows:
1. The sick leave pay-off will occur during the twelve- (12) month period beginning the first
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day after the second pay period in October and ending on the last day of the second pay
period in October of the following year after an employee has accumulated and
maintained 48 days sick leave.
2. Once the eligibility requirements have been met, an employee may opt to receive a pay-
off equal to one-third (1/3) of the unused annual allotment of sick leave. The annual
allotment is 95.94 hours.
3. Checks will be prepared by December 15 of each year.
c. In any calendar year, up to two days (16 hours) of sick leave may be used for personal
reasons without explanation. These days are not intended as vacation days and may not be
used to extend vacations.
d. An employee may use in any calendar year accrued sick leave, up to the amount earned
during twelve (12) months employment, to attend to the illness of the following family
members:
1. The employee’s child (including biological, foster, or adopted child, a stepchild, a legal
ward, a child of a domestic partner, or a child of a person standing in loco parentis).
2. The employee’s parent (including biological, foster, or adoptive parent, a stepparent, or a
legal guardian).
3. The employee’s spouse or domestic partner.
If the employee is performing satisfactorily and the employee’s workload would not be
negatively impacted, the Department Head may approve additional time off, up to the
amount earned during three (3) months of employment, for Family Care.
Family Care leave may also qualify for protection under the FMLA and/or CFRA, and any
Family Care leave granted under this section shall run concurrently with FMLA and/or
CFRA leave. FMLA/CFRA leave is addressed in a separate City policy.
SECTION 2.5 SICK LEAVE PAYBACK
When an employee terminates employment in good standing, after five (5) years of continuous
service, he/she shall be paid one-half of his/her accumulated Sick Leave.
SECTION 2.6 ADMINISTRATIVE LEAVE
a. Each employee will receive forty-eight (48) hours of Administrative Leave, which will vest
as of July 1 annually. Except as provided below, Administrative Leave will not be carried
over or accrue from one fiscal year to the next.
b. If an employee is unable to use his/her Administrative Leave prior to the end of the fiscal
year for work related reasons beyond his/her control (as verified by the Department Head),
said leave will be carried over into the next fiscal year for a period not to exceed three (3)
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months. Said time will be available to the employee for use during that period, but will not
be accrued for the purpose of payoff in the event of termination.
c. In the event an employee covered by this Agreement is employed after January 1 of the fiscal
year, the employee shall be eligible for twenty-four (24) hours of Administrative Leave.
SECTION 2.7 BEREAVEMENT LEAVE
The City shall provide up to twenty-four (24) hours of paid bereavement leave for bereavement
purposes. Bereavement purposes include (1) the death of a member of the employee’s immediate
family, and (2) the critical illness of a member of the employee’s immediate family where death
appears to be imminent. The amount of bereavement leave provided under this section is twenty
four (24) hours per family member.
The employee may be required to submit proof of a relative's death or critical illness before final
approval of leave is granted.
For purposes of this section, “immediate family” means: spouse or domestic partner, parent
(including biological, foster, or adoptive parent, a stepparent, or a legal guardian), grandparent,
grandchild, child (including biological, foster, or adopted child, a stepchild, a legal ward, a child
of a domestic partner, or a child of a person standing in loco parentis), brother, sister, aunt, uncle,
son-in-law, daughter-in-law, mother-in-law, father-in-law, brother-in-law, sister-in-law or
significant other.
Twenty-four (24) hours of the paid absence shall be considered "bereavement leave", and any
remaining time shall be from other paid time off available to the employee.
When an employee has exhausted the bereavement leave provided in this section, the employee
may submit a request to his/her Department Head and request additional time off work. If
approved, the employee must use their other accrued paid leave. The employee may elect which
accrued paid leave he/she shall use during the additional leave. However, the employee may not
use more than forty (40) hours of accrued sick leave for bereavement purposes. If the additional
leave approved by the Department Head is longer than forty (40) hours, the employee is required
to use accrued paid leave other than sick leave.
SECTION 2.8 – HOLIDAYS
The City shall recognize the following days as official City holidays.
Holiday Day Observed
New Year's Day January 1
Presidents’ Day 3rd Monday in February
Memorial Day Last Monday in May
Independence Day July 4th
Labor Day 1st Monday in September
Veteran's Day November 11
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Thanksgiving Day 4th Thursday in November
Day After Thanksgiving Friday after Thanksgiving
Christmas Eve Day December 24
Christmas Day December 25
"Floating" Holiday Off As Scheduled; Accrues January 1
Each classification covered under this agreement and employed by the City as of January 1st of
each year shall be eligible for one floating holiday (8 hours). Floating holidays must have prior
department approval and shall be consistent with the efficient operation of the department. The
floating holiday may be used between January 1 and December 31 of each year.
SECTION 2.9 VACATION LEAVE
a. Employees shall be entitled to vacation leave consistent with the City of Atascadero
Personnel System Rules.
b. In addition to the vacation leave accrued as outlined in Section 15.2 B of the City of
Atascadero Personnel System Rules, employees shall receive:
An additional two days of vacation annually upon completing 15 yrs of service
for a total accrual of 22 days per year or 6.77 hours per pay period; and
Two more days of vacation annually upon completing 20 years of service for a
total accrual of 24 days per year or 7.385 hours per pay period.
SECTION 2.9 10 – DEFERRED COMPENSATION MATCH
The City will match an eligible employee’s contribution to a deferred compensation program.
The match will be up to a maximum of $250 annually for classifications covered under this
agreement. All deferred compensation contributions are full y vested in the employee and shall
not be available to the City.
SECTION 2.110 – WORK SHOES
The City shall contribute One-Hundred and Forty-fiveTwo Hundred ($145200.00) Dollars per
fiscal year for the purchase of appropriate footwear to employees in the following positions:
Associate Civil Engineer
Associate Civil Engineer - Registered
Building Maintenance Supervisor
Capital Projects Manager
Operations Manager
Senior Building Inspector
Proof of purchase is required. Once purchased, such appropriate footwear must be worn while
working.
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ARTICLE III - HEALTH AND WELFARE
SECTION 3.1 HEALTH INSURANCE COVERAGE
1. For unit members who elect to have “Family” coverage, the City shall pay an amount not
to exceed $1,461.23 per month for employees electing PPO Family coverage and no
more than $1,421.70 $1,590.66 per month for employees electing HMO Family coverage.
The City contribution shall go toward the cost of all medical, dental, vision and life
insurance benefit premiums for the unit member employee and dependents . City shall
pay for increased costs to medical, dental, vision and life insurance premiums for the
employee and fifty percent (50%) of increased costs for dependents based upon HMO
plan costs.
2. For unit members who elect to have ‘Employee +1” coverage, the City shall pay an
amount not to exceed $1,112.23 per month for employees electing PPO Employee +1
coverage and no more than $1,093.98$1,169.44 per month for employees electing HMO
Employee +1 coverage. The City contribution shall go toward the cost of all medical,
dental, vision and life insurance benefit premiums for the unit member employee and
dependent. City shall pay for increased costs to medical, dental, vision and life insurance
premiums for the employee and fifty percent (50%) of increased costs for the dependent
based upon HMO plan costs.
3. For unit members who elect to have “Employee Only” coverage, the City shall pay an
amount not to exceed $810.34 per month for employees electing PPO Employee Only
coverage and no more than $828.92 $860.37 per month for employees electing HMO
Employee Only coverage. The City contribution shall go toward the cost of all medical,
dental, vision and life insurance benefit premiums for the unit member employee. City
shall pay for increased costs to medical, dental, vision and life insurance premiums for
the employee based upon the HMO plan costs.
For unit members who elect to have “Employee Only” coverage, aAvailable funds
remaining from the City’s contribution toward insurance coverage shall be paid to an
employee hired on or before September 1, 2000 as additional compensation. T his
amount shall not exceed $246.76 per month.
SECTION 3.2 LIFE INSURANCE
The City shall provide a term life insurance policy on each employee in the amount of Fifty-
Thousand Dollars ($50,000).
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The City shall provide a term life insurance policy for each eligible dependent enrolled in health
coverage in the amount of One Thousand Dollars ($1,000) per dependent.
SECTION 3.3 – LONG TERM DISABILITY INSURANCE
Effective July 1, 2015, tThe City shall provide a City-paid program to provide Long-Term
Disability Insurance for all classifications covered under this agreement.
ARTICLE IV - CLOSING PROVISIONS
SECTION 4.1 TERM
The term of this MOU shall commence on July 1, 20142016, and expire on June 30, 20162017.
SECTION 4.2 REOPENER
The City and the Union agree to reopen negotiations for Year 2 (fiscal year 2015/2016) if the
fiscal year 2014/2015 General Fund total tax revenue, (excluding any new tax revenue generated
by the potential sales tax ballot measure,) exceeds $13,131,570. Per page D7 of the budget
document, the 2014/2015 total General Fund Tax Revenue is currently projected at $12,881,570.
Finance staff will produce a document showing estimated 2014/2015 general fund tax revenues
in April of 2015 and a document showing actual 2014/2015 general fund tax revenues in October
of 2015. If either of these documents show that 2014/2015 general fund tax revenues exceed the
current budget projection of $12,881,570 by $250,000 negotiations will be reopened at that time.
SECTION 4.3 SIGNATURES
This MOU has been ratified and adopted pursuant to the recommendation of the following
representatives:
_______________________ _______________ ________________________
Mid Mgmt./Prof. Date Mid Mgmt/Prof. Date
CITY OF ATASCADERO
_______________________ _______________ ________________________
Mayor Date City Manager Date
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DRAFT RESOLUTION
RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF ATASCADERO ESTABLISHING THE COMPENSATION AND
BENEFIT PLAN FOR NON-REPRESENTED PROFESSIONAL AND
MANAGEMENT WORKERS AND CONFIDENTIAL EMPLOYEES,
EFFECTIVE JULY 1, 2015 2016 – JUNE 30, 20162017
WHEREAS, the Government Code of the State of California prescribes a procedure for
discussing and resolving matters regarding wages, hours and other terms and conditions of
employment; and
WHEREAS, the City Personnel System Rules provided for a Compensation Plan; and
WHEREAS, the City desires to set forth salaries and benefits for Non-Represented
Professional and Management workers and Confidential employees;
WHEREAS, the City Council adopted Resolution 2014-0512015-078 on July 8,
2014October 27, 2015 establishing the compensation and benefit plan for Non-Represented
Professional and Management workers and Confidential employees;
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
Atascadero that all prior Resolutions for Non-Represented employees are repealed; and the
Professional and Management workers and Confidential employees Compensation and Benefit
Plan is hereby established as follows:
Positions
The following positions are included in this Resolution. The City Manager and Department
Heads have individual employment agreements defining other terms and conditions of
employment not described herein.
Executive Management Positions
Administrative Services Director
Deputy City Manager
City Manager
Community Development Director
Fire Chief
Police Chief
Public Works Director
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Management Positions
Deputy Administrative Services Director
Deputy Community Development Director
Deputy Public Works Director
Information Technology Manager
Police Commander
Zoo Director
Confidential (Includes only designated positions within the classifications)
Accounting Specialist
Administrative Assistant
Finance Technician
Management Analyst I
Personnel Specialist
Salaries
This one (1) year resolution shall provide salary increases according to the following formula
and schedule:
Effective July 1, 2015 2016 all positions covered by this resolution shall receive a 2.0% (two
percent) salary increase.
Effective July 1, 2015, in addition to the 2.0% salary increase provided to all positions, the
following positions shall also receive a 5% (five percent) inequity adjustment:
Deputy Community Development Director
Information Technology Manager
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The following monthly salaries are effective July 1, 20152016:
CLASSIFICATION RANGE STEP A STEP B STEP C STEP D STEP E
Accounting Specialist - Confidential 24c 4,388.74 4,608.18 4,838.59 5,080.52 5,334.55
Administrative Assistant - Confidential 20c 3,980.71 4,179.75 4,388.74 4,608.18 4,838.59
Administrative Services Director M54 9,024.41 9,475.63 9,949.41 10,446.88 10,969.22
City Manager CM65 11,730.93 12,317.48 12,933.35 13,580.02 14,259.02
Community Development Director M54 9,024.41 9,475.63 9,949.41 10,446.88 10,969.22
Deputy Administrative Services Director M44 7,070.87 7,424.41 7,795.63 8,185.41 8,594.68
Deputy City Manager M44 7,070.87 7,424.41 7,795.63 8,185.41 8,594.68
Deputy Community Development
Director
M46 7,424.41 7,795.63 8,185.41 8,594.68 9,024.41
Deputy Public Works Director M44 7,070.87 7,424.41 7,795.63 8,185.41 8,594.68
Finance Technician - Confidential 20c 3,980.71 4,179.75 4,388.74 4,608.18 4,838.59
Fire Chief FC59 10,187.83 10,697.22 11,232.08 11,793.68 12,383.36
Information Technology Manager 40 6,329.79 6,646.28 6,978.59 7,327.52 7,693.90
Management Analyst I- Confidential 24c 4,388.74 4,608.18 4,838.59 5,080.52 5,334.55
Personnel Specialist- Confidential 24c 4,388.74 4,608.18 4,838.59 5,080.52 5,334.55
Police Chief PC59 10,187.83 10,697.22 11,232.08 11,793.68 12,383.36
Police Commander PC49 7,982.44 8,381.56 8,800.64 9,240.67 9,702.70
Public Works Director M54 9,024.41 9,475.63 9,949.41 10,446.88 10,969.22
Zoo Director M39 6,260.80 6,573.84 6,902.53 7,247.66 7,610.04
CLASSIFICATION STEP A STEP B STEP C STEP D STEP E
Accounting Specialist - Confidential 4,476.51 4,700.34 4,935.36 5,182.13 5,441.24
Administrative Assistant - Confidential 4,060.32 4,263.34 4,476.51 4,700.34 4,935.36
Administrative Services Director 9,204.92 9,665.17 10,148.43 10,655.85 11,188.64
City Manager 11,965.55 12,563.83 13,192.02 13,851.62 14,544.20
Community Development Director 9,204.92 9,665.17 10,148.43 10,655.85 11,188.64
Deputy Administrative Services 7,212.29 7,572.90 7,951.55 8,349.13 8,766.59
Deputy City Manager 7,212.29 7,572.90 7,951.55 8,349.13 8,766.59
Deputy Community Development 7,572.90 7,951.55 8,349.13 8,766.59 9,204.92
Deputy Public Works Director 7,212.29 7,572.90 7,951.55 8,349.13 8,766.59
Finance Technician - Confidential 4,060.32 4,263.34 4,476.51 4,700.34 4,935.36
Fire Chief 10,391.59 10,911.17 11,456.73 12,029.57 12,631.05
Information Technology Manager 6,456.38 6,779.20 7,118.16 7,474.07 7,847.77
Management Analyst I- Confidential 4,476.51 4,700.34 4,935.36 5,182.13 5,441.24
Personnel Specialist- Confidential 4,476.51 4,700.34 4,935.36 5,182.13 5,441.24
Police Chief 10,391.59 10,911.17 11,456.73 12,029.57 12,631.05
Police Commander 8,142.09 8,549.19 8,976.65 9,425.48 9,896.75
Public Works Director 9,204.92 9,665.17 10,148.43 10,655.85 11,188.64
Zoo Director 6,386.02 6,705.32 7,040.59 7,392.62 7,762.25
In the interest of assisting with balancing the budget, a Voluntary Salary Reduction in Exchange
for Furlough Leave Program (Program) was instituted for executive management as of July 1,
2009.
Effective July 1, 2015 the Program is amended as follows:
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ATTACHMENT: 3
Executive management salaries will be reduced from .5 – 1.5% from the base level salaries (July
1, 2015 levels) listed above. The percentage of reduction shall be at the employee’s discretion,
but not be below .5% or above 1.5%. In exchange for this reduction, executive management
employees will receive a pro-rata number of hours of furlough leave. For each .5% of reduction,
employees shall receive 10.34 hours to a maximum of 31 hours of furlough leave per fiscal year.
This furlough leave cannot be exchanged for cash and cannot be carried over past the end of each
fiscal year. If an Executive Management employee separates from the City during the period of
this resolution, leave and other related payouts will be made based on the salary schedule above
and will not be adjusted for the furlough reduction.
Work Period
The normal work period for non-exempt employees shall be seven (7) days with a maximum
non-overtime of forty (40) hours.
Overtime Rate
Overtime for non-exempt employees, shall be compensated at the rate of time and one-half the
regular rate of pay. All overtime shall be recorded and paid in the following manner:
1 to 15 minutes, overtime compensation – ¼ hour
16 to 30 minutes, overtime compensation – ½ hour
31 to 45 minutes, overtime compensation – ¾ hour
46 to 60 minutes, overtime compensation – 1 hour
Overtime Hours Paid
Overtime for non-exempt employees shall be paid after forty (40) hours worked in a work
period. Paid time off shall be considered time worked for overtime purposes.
Schools/Training/Conferences
Hours traveling, studying, or evening classes, etc., when a non-exempt employee is attending an
out-of-town school shall be paid in accordance with all FLSA provisions.
Compensatory Time (CT)
Notwithstanding the provisions of this section, non-exempt employees may be granted CT for
overtime credit computed at time and one-half at the mutual convenience of the City and the
employee. Non-exempt employees may accumulate a maximum of eighty (80)one hundred and
twenty (120) hours in their CT account.
Scheduling Compensatory Time
Requests to use CT shall be granted with due regard for operational necessity such as staffing
levels.
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ITEM NUMBER: A-3
DATE: 10/11/16
ATTACHMENT: 3
Deferred Compensation
The City will match an eligible employee’s contribution to a deferred compensation program.
The match will be up to a maximum of $1,000 annually for executive management employees
and $500 annually for management employees. All deferred compensation contrib utions are
fully vested in the employee and shall not be available to the City.
Health Benefits
1. Effective January 1, 20165, for unit members who elect to have “Family” coverage, the
City shall pay an amount not to exceed $1,461.23 per month for employees electing PPO
Family coverage and no more than $1,421.70$1,590.66 per month for employees electing
HMO Family coverage. The City contribution shall go toward the cost of all medical,
dental, vision and life insurance benefit premiums for the unit member employee and
dependents. City shall pay for increased costs to medical, dental, vision and life insurance
premiums for the employee and fifty percent (50%) of increased costs for dependents
based upon HMO plan costs.
2. Effective January 1, 20165, for unit members who elect to have ‘Employee +1” coverage,
the City shall pay an amount not to exceed $1,112.23 per month for employees electing
PPO Employee +1 coverage and no more than $1,093.98 $1,169.44per month for
employees electing HMO Employee +1 coverage. The City contribution shall go toward
the cost of all medical, dental, vision and life insurance benefit premiums for the unit
member employee and dependent. City shall pay for increased costs to medical, dental,
vision and life insurance premiums for the employee and fifty percent (50%) of increased
costs for the dependent based upon HMO plan costs.
3. Effective January 1, 20165, for unit members who elect to have “Employee Only”
coverage, the City shall pay amount not to exceed $810.34 per month for employees
electing PPO Employee Only coverage and no more than $828.92 $854.17per month for
employees electing HMO Employee Only coverage. The City contribution shall go
toward the cost of all medical, dental, vision and life insurance benefit premiums for the
unit member employee for the term of this agreement. City shall pay for increased costs
to medical, dental, vision and life insurance premiums for the employee based upon the
HMO plan costs.
For unit members who elect to have “Employee Only” coverage, aAvailable funds
remaining from the City’s contribution toward insurance coverage shall be paid to an
employee hired on or before September 1, 2000 as additional compensation. This amount
shall not exceed $246.76 per month.
4. The City of Atascadero has established a Post Retirement Health Benefit for Executive
Management and Council The City agrees to reimburse the retiree for retiree and/or
retiree’s dependent health (medical/dental/ vision) insurance premiums, disability
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ITEM NUMBER: A-3
DATE: 10/11/16
ATTACHMENT: 3
insurance, long-term health care or life insurance premiums in a method determined by
the Administrative Services Director following retirement.
The program parameters are:
The benefit is available upon retirement from PERS or other similar retirement
program after age 50; and
The employee must have served for 8 years with the City of Atascadero; and
For employees hired after July 1, 2016 the employee must begin drawing retirement
within 6 months of separating from the City of Atascadero; and
The benefit extends between the date of retirement and age 65; and
The current benefit is $200.00 monthly.
Life Insurance
The City shall provide a term life insurance policy on each employee (Executive Management,
Management, Confidential and Council) in the amount of Fifty-Thousand Dollars ($50,000).
Any employees currently provided a policy for a lesser amount shall begin receiving a policy in
the amount of $50,000 beginning with the next open enrollment or policy change, whichever
comes sooner.
The City shall provide a term life insurance policy for each eligible dependent of Executive
Management, Management and Confidential employees enrolled in health coverage in the
amount of One Thousand Dollars ($1,000) per dependent.
Long-Term Disability Insurance
The City shall provide a City-paid program to provide Long-Term Disability Insurance for
Executive Management and Management employees.
State Disability Insurance
The City provides State Disability Insurance as a payroll deduction for each employee in the
Confidental classification only. State Disability Insurance shall be integrated with sick leave
with the objective of providing full compensation.
Leave
Administrative Leave. Executive Management Employees, and Management Employees will
receive Administrative Leave, which will vest as of July 1 annually. Except as provided below,
Administrative Leave will not be carried over or accrue from one fiscal year to the next. If an
employee is unable to use his/her Administrative Leave prior to the end of the fiscal year for
work related reasons beyond his/her control, said leave will be carried over into the next fiscal
year for a period not to exceed three (3) months. Said time will be available to the employee for
use during that period, but will not be accrued for the purpose of payoff in the event of
termination. In the event an employee covered by this Agreement is em ployed after January 1 of
the fiscal year, the employee shall be eligible for one half of their annual allotment of
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ITEM NUMBER: A-3
DATE: 10/11/16
ATTACHMENT: 3
Administrative Leave. Employees shall receive Administrative Leave at the following annual
rates:
Executive Management shall receive 80 hours.
Management Employees shall receive 48 hours.
Furlough Leave. Executive Management Employees will receive 10.4 - 31 hours of Furlough
Leave, as discussed under the Salaries section of this Resolution. This leave will vest as of July
1 annually.
Vacation Leave.
a. Employees shall receive vacation leave consistent with the Personnel System Rules.
b. In addition to the vacation leave accrued as outlined in Section 15.2 B of the City of
Atascadero Personnel System Rules, employees shall receive:
An additional two days of vacation annually upon completing 15 yrs of service
for a total accrual of 22 days per year or 6.77 hours per pay period; and
Two more days of vacation annually upon completing 20 years of service for a
total accrual of 24 days per year or 7.385 per pay period.
Holidays. The City shall recognize the following days as official City holidays:
Holiday Day Observed
New Year's Day January 1
Martin Luther King, Jr. Birthday 3rd Monday in January
Presidents’ Day 3rd Monday in February
Memorial Day Last Monday in May
Independence Day July 4th
Labor Day 1st Monday in September
Veteran's Day November 11
Thanksgiving Day 4th Thursday in November
Day After Thanksgiving Friday after Thanksgiving
Christmas Eve Day December 24
Christmas Day December 25
"Floating" Holiday Off As Scheduled; Accrues January 1
Each unit member employed by the City as of January 1st of each year shall be eligible for one
floating holiday (8 hours). Floating holidays must have prior department approval and shall be
consistent with the efficient operation of the department. The floating holiday may be used
between January 1 and December 31 of each year.
Sick Leave.
1. Sick leave accumulates at a rate of 3.69 hours per pay period. There is no limit to the
accumulation.
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ITEM NUMBER: A-3
DATE: 10/11/16
ATTACHMENT: 3
2. Stay Well Bonus. Employees with 384 or more hours of accumulated sick leave shall be
eligible for the Stay Well Bonus. The Stay Well Bonus will be implemented as follows:
a. The sick leave pay-off will occur during the twelve- (12) month period beginning the first
day after the second pay period in October and ending on the last day of the second pay
period in October of the following year after an employee has accumulated and
maintained 384 hours of sick leave.
b. Once the eligibility requirements have been met, an employee may opt to receive a pay-
off equal to one-third (1/3) of the unused annual allotment of sick leave. (The annual
allotment is 95.94 hours).
c. Checks will be prepared by December 15 of each year.
3. Sick Leave Payback. When an executive management employee, a management employee
or confidential employee terminates employment in good standing, after five (5) years of
continuous service, he/she shall be paid one-half of his/her accumulated Sick Leave.
4. In any calendar year, up to two days (16 hours) of sick leave may be used for personal
reasons without explanation. These days are not intended as vacation days and may not be
used to extend vacations or holidays.
Bereavement Leave
Employees shall be granted bereavement leave pursuant to the City of Atascadero Personnel
System Rules.
The City shall provide up to twenty-four (24) hours of paid bereavement leave for bereavement
purposes. Bereavement purposes include (1) the death of a member of the employee’s immediate
family, and (2) the critical illness of a member of the employee’s immediate family where death
appears to be imminent. The amount of bereavement leave provided under this section is twenty
four (24) hours per family member.
The employee may be required to submit proof of a relative's death or critical illness before final
approval of leave is granted.
For purposes of this section, “immediate family” means: spouse or domestic partner, parent
(including biological, foster, or adoptive parent, a stepparent, or a legal guardian), grandparent,
grandchild, child (including biological, foster, or adopted child, a stepchild, a legal ward, a child
of a domestic partner, or a child of a person standing in loco parentis), brother, sister, aunt, uncle,
son-in-law, daughter-in-law, mother-in-law, father-in-law, brother-in-law, sister-in-law or
significant other.
Twenty-four (24) hours of the paid absence shall be considered "bereavement leave", and any
remaining time shall be from other paid time off available to the employee.
When an employee has exhausted the bereavement leave provided in this section, the employee
may submit a request to his/her Department Head and request additional time off work. If
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ITEM NUMBER: A-3
DATE: 10/11/16
ATTACHMENT: 3
approved, the employee must use their other accrued paid leave. The employee may elect which
accrued paid leave he/she shall use during the additional leave. However, the employee may not
use more than forty (40) hours of accrued sick leave for bereavement purposes. If the additional
leave approved by the Department Head is longer than forty (40) hours, the employee is required
to use accrued paid leave other than sick leave.
Retirement
CalPERS Non-Sworn Miscellaneous Members (as defined by CalPERS)
a. Non-Sworn Miscellaneous Member employees (as defined by CalPERS) are provided
retirement benefits through the California Public Employees Retirement System
(CalPERS).
TIER 1
Non-sworn Miscellaneous Member employees hired on or before July 14, 2012 are
provided benefits pursuant to the 2.5% @ 55 Benefit Formula (Government Code Section
21354.4), Final Compensation 1 Year (G.C. Section 20042) and Unused Sick Leave
Credit (G.C. Section 20965). The City will pay 3.3% (three point three percent) of the
Non-sworn Miscellaneous Member employee contribution of 8% (eight percent). Non-
sworn Miscellaneous Member employees will pay the remaining 4.7% (four point seven
percent) of the employee contribution.
TIER 2
Non-sworn Miscellaneous Member employees hired between July 14, 2012 and
December 31, 2012, and Non-sworn Miscellaneous Member employees hired on or after
January 1, 2013 who meet the definition of a Classic Member under CalPERS, are
provided benefits pursuant to the 2% @ 55 Benefit Formula (G.C. Section 21354), Final
Compensation 3 Year (G.C. Section 20037) and Unused Sick Leave Credit (G.C. Section
20965). The City will pay 2.3% (two point three percent) of the Non-sworn
Miscellaneous Member employee contribution of 7% (seven percent). Non-sworn
Miscellaneous Member employees will pay the remaining 4.7% (four point seven
percent) of the employee contribution.
TIER 3
Pursuant to the California Public Employees’ Pension Reform Act of 2013 (PEPRA),
Non-sworn Miscellaneous Member employees hired on or after January 1, 2013 who
meet the definition of a CalPERS new member under PEPRA are provided benefits
pursuant to 2% @ 62 Benefit Formula (G.C. Section 7522.20) with Final Compensation 3
Year (G.C. Section 20037). The Non-sworn Miscellaneous Member employee will pay a
member contribution rate of 50% (fifty percent) of the expected normal cost rate.
b. The City shall provide CalPERS the Post Retirement Survivor benefit for Miscellaneous
Members.
c. Employee contributions shall be contributed to CalPERS on a pre-tax basis.
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ITEM NUMBER: A-3
DATE: 10/11/16
ATTACHMENT: 3
CalPERS Sworn Safety Members (as defined by CalPERS)
a. Sworn Safety Member employees (as defined by CalPERS) are provided retirement
benefits through the California Public Employees Retirement System (CalPERS).
TIER 1
Sworn Safety Member employees hired on or before July 14, 2012 are provided benefits
pursuant to the 3% @ 50 Benefit Formula (Government Code Section 21362.2), Final
Compensation 1 Year (G.C. Section 20042) and Unused Sick Leave Credit (G.C. Section
20965). The City will pay 0% (zero percent) of the Sworn Safety Member employee
contribution of 9% (nine percent). Sworn Safety Member employees will pay the
employee contribution of 9% (nine percent).
TIER 2
Sworn Safety Member employees hired between July 14, 2012 and December 31, 2012,
and Sworn Safety Member employees hired on or after January 1, 2013 who meet the
definition of a Classic Member under CalPERS, are provided benefits pursuant to the 3%
@ 55 Benefit Formula (G.C. Section 21363.1), Final Compensation 3 Year (G.C. Section
20037) and Unused Sick Leave Credit (G.C. Section 20965). The City will pay 0% (zero
percent) of the Sworn Safety Member employee contribution of 9% (nine percent).
Sworn Safet y Member employees will pay the employee contribution of 9% (nine
percent).
TIER 3
Pursuant to the California Public Employees’ Pension Reform Act of 2013 (PEPRA),
Sworn Safety Member employees including hired on or after January 1, 2013 who meet
the definition of a CalPERS new member under PEPRA are provided benefits pursuant to
the 2.7% @ 57 Benefit Formula (G.C. Section 7522.25(d)) with Final Compensation 3
Year (G.C. Section 20037). The Sworn Safety Member employee will pay a member
contribution rate of 50% (fifty percent) of the expected normal cost rate.
b. The CalPERS retirement for Sworn Safety Members (as defined by CalPERS) includes
Level Four (4) of the 1959 Survivor’s Benefit. The employees shall pay the monthly cost
of the benefit.
c. Employee contributions shall be contributed to CalPERS on a pre-tax basis
Education Incentive Pay
Employees shall be reimbursed up to $1,600.00 per fiscal year for books, tuition and related
educational expenses for attending college or other professional training, providing the
coursework is job-related, and the employee received a passing grade.
Uniform/Safety Equipment Allowance
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ITEM NUMBER: A-3
DATE: 10/11/16
ATTACHMENT: 3
a. The City shall provide an annual uniform allowance of eight hundred dollars ($800) for
Police Chief and Commanders, and eight hundred fifty dollars ($850) for the Fire Chief.
Upon initial hire the employee will receive $800/$850. In the second year the amount will be
prorated based upon the actual number of months employed in the prior year. When an
employee separates from the City the Uniform Allowance will be prorated based upon the
number of months worked in the then current fiscal year.
b. The City will make a lump sum payment of the uniform allowance no later than the second
payday in July.
c. Uniforms damaged on duty shall be replaced as prorated by the Police Chief. Employees are
required to seek reimbursement through the courts with all practical diligence.
d. The City shall make available a bulletproof vest. Employees requesting a vest shall certify
that they will wear the vest at all times, except in extreme climatic conditions. Vests shall be
replaced or refurbished on an as needed basis as determined by the Chief of Police.
Employees already owning a vest shall continue to use them until repair or refurbishment
becomes necessary, as determined by the Chief of Police.
e. Rain boots - The City shall comply with the requirements of CAL/OSHA as it relates to
providing rain gear including rain boots.
On motion by and seconded by , the foregoing resolution is
hereby adopted in its entirety by the following roll call vote:
AYES:
NOES:
ABSENT:
ADOPTED:
CITY OF ATASCADERO
______________________________
Tom O’Malley, Mayor
ATTEST:
_______________________________________
Marcia McClure Torgerson, C.M.C., City Clerk
Page 79
ITEM NUMBER: A-3
DATE: 10/11/16
ATTACHMENT: 3
APPROVED AS TO FORM:
_______________________________________
Brian A. Pierik, City Attorney
Page 80
CLASSIFICATION RANGE STEP A STEP B STEP C STEP D STEP E
Account Clerk I 7 2,885.60 3,029.88 3,181.37 3,340.44 3,507.46
Account Clerk II 11 3,181.37 3,340.44 3,507.46 3,682.83 3,866.97
Accounting Specialist - Confidential 24c 4,476.51 4,700.34 4,935.36 5,182.13 5,441.24
Administrative Assistant 20 3,963.66 4,161.84 4,369.93 4,588.43 4,817.85
Administrative Assistant - Confidential 20c 4,060.32 4,263.34 4,476.51 4,700.34 4,935.36
Administrative Secretary 13 3,340.44 3,507.46 3,682.83 3,866.97 4,060.32
Administrative Services Director M54 9,204.92 9,665.17 10,148.43 10,655.85 11,188.64
Administrative Support Assistant 13 3,340.44 3,507.46 3,682.83 3,866.97 4,060.32
Assistant Planner 24 4,369.93 4,588.43 4,817.85 5,058.74 5,311.68
Associate Civil Engineer 37 5,998.97 6,298.92 6,613.87 6,944.56 7,291.79
Associate Civil Engineer - Registered
Engineer 41 6,613.87 6,944.56 7,291.79 7,656.38 8,039.20
Associate Planner 30 5,058.74 5,311.68 5,577.26 5,856.12 6,148.93
Bldg Inspector / Plans Examiner 27 4,700.34 4,935.36 5,182.13 5,441.24 5,713.30
Building Inspector I 22 4,161.84 4,369.93 4,588.43 4,817.85 5,058.74
Building Inspector II 26 4,588.43 4,817.85 5,058.74 5,311.68 5,577.26
Building Maintenance Specialist 13 3,340.44 3,507.46 3,682.83 3,866.97 4,060.32
Building Maintenance Supervisor 27 4,700.34 4,935.36 5,182.13 5,441.24 5,713.30
Capital Projects Manager 31 5,182.13 5,441.24 5,713.30 5,998.97 6,298.92
Central Receptionist 11 3,181.37 3,340.44 3,507.46 3,682.83 3,866.97
City Manager CM65 11,965.55 12,563.83 13,192.02 13,851.62 14,544.20
Community Development Director M54 9,204.92 9,665.17 10,148.43 10,655.85 11,188.64
Community Services Officer SS8 2,947.92 3,095.31 3,250.08 3,412.58 3,583.21
Corporal PD35 5,749.45 6,036.93 6,338.78 6,655.72 6,988.51
Corporal - Intermediate POST PD35I 5,893.19 6,187.85 6,497.24 6,822.10 7,163.21
Corporal- Advanced POST PD35A 6,036.93 6,338.78 6,655.72 6,988.51 7,337.94
Deputy Administrative Services Director M44 7,212.29 7,572.90 7,951.55 8,349.13 8,766.59
Deputy City Manager M44 7,212.29 7,572.90 7,951.55 8,349.13 8,766.59
Deputy Community Development Director M46 7,572.90 7,951.55 8,349.13 8,766.59 9,204.92
Deputy Public Works Director M44 7,212.29 7,572.90 7,951.55 8,349.13 8,766.59
Engineering Technician I 13 3,340.44 3,507.46 3,682.83 3,866.97 4,060.32
Engineering Technician II 18 3,774.91 3,963.66 4,161.84 4,369.93 4,588.43
Finance Technician 20 3,963.66 4,161.84 4,369.93 4,588.43 4,817.85
Finance Technician - Confidential 20c 4,060.32 4,263.34 4,476.51 4,700.34 4,935.36
Fire Captain F39 6,285.11 6,599.37 6,929.34 7,275.81 7,639.60
Fire Captain/ Haz Mat Specialist F39H 6,410.81 6,731.35 7,067.92 7,421.32 7,792.39
Fire Captain/Paramedic F39P 6,913.62 7,259.30 7,622.27 8,003.38 8,403.55
Fire Captain/Paramedic/HazMat Spec.F39HP 7,039.32 7,391.29 7,760.85 8,148.89 8,556.33
Fire Chief FC59 10,391.59 10,911.17 11,456.73 12,029.57 12,631.05
Fire Engineer F32 5,296.90 5,561.75 5,839.84 6,131.83 6,438.42
Fire Engineer/ Haz Mat Specialist F32H 5,402.84 5,672.98 5,956.63 6,254.46 6,567.18
Fire Engineer/Paramedic F32P 5,826.59 6,117.92 6,423.82 6,745.01 7,082.26
Fire Engineer/Paramedic/HazMat Spec.F32HP 5,932.53 6,229.16 6,540.62 6,867.65 7,211.03
Fire Marshal F39 6,285.11 6,599.37 6,929.34 7,275.81 7,639.60
Fire Marshal / Haz Mat Specialist F39H 6,410.81 6,731.35 7,067.92 7,421.32 7,792.39
SALARY WORKSHEET
MONTHLY
July 1, 2016
ITEM NUMBER: A-3 DATE: 10/11/16 ATTACHMENT: 4
Page 81
Firefighter F29 4,924.55 5,170.77 5,429.31 5,700.78 5,985.82
Firefighter/ Haz Mat Specialist F29H 5,023.04 5,274.19 5,537.90 5,814.80 6,105.54
Firefighter/Paramedic F29P 5,417.00 5,687.85 5,972.24 6,270.85 6,584.39
Firefighter/Paramedic/HazMat Spec.F29HP 5,515.49 5,791.26 6,080.82 6,384.86 6,704.10
GIS Analyst I 25 4,476.51 4,700.34 4,935.36 5,182.13 5,441.24
Information Technology Manager 40 6,456.38 6,779.20 7,118.16 7,474.07 7,847.77
Inspector 22 4,161.84 4,369.93 4,588.43 4,817.85 5,058.74
Maintenance Leadworker 24 4,369.93 4,588.43 4,817.85 5,058.74 5,311.68
Maintenance Worker I 8 2,957.73 3,105.62 3,260.90 3,423.95 3,595.15
Maintenance Worker II 13 3,340.44 3,507.46 3,682.83 3,866.97 4,060.32
Maintenance Worker II - Pesticide Appl.15 3,507.46 3,682.83 3,866.97 4,060.32 4,263.34
Management Analyst I- Confidential 24c 4,476.51 4,700.34 4,935.36 5,182.13 5,441.24
Office Assistant I 5 2,748.19 2,885.60 3,029.88 3,181.37 3,340.44
Office Assistant II 9 3,029.88 3,181.37 3,340.44 3,507.46 3,682.83
Office Assistant III 11 3,181.37 3,340.44 3,507.46 3,682.83 3,866.97
Personnel Specialist- Confidential 24c 4,476.51 4,700.34 4,935.36 5,182.13 5,441.24
Police Chief PC59 10,391.59 10,911.17 11,456.73 12,029.57 12,631.05
Police Commander PC49 8,142.09 8,549.19 8,976.65 9,425.48 9,896.75
Police Officer PD31 5,214.92 5,475.67 5,749.45 6,036.92 6,338.77
Police Officer - Advanced POST PD31A 5,475.67 5,749.45 6,036.92 6,338.77 6,655.71
Police Officer - Intermediate POST PD31I 5,345.29 5,612.55 5,893.18 6,187.84 6,497.23
Police Officer Recruit SS21 4,046.84 - - - -
Police Records Technician SS14 3,412.58 3,583.21 3,762.37 3,950.49 4,148.01
Police Sergeant PD40 6,497.21 6,822.07 7,163.17 7,521.33 7,897.40
Police Sergeant - Advanced POST PD40A 6,659.64 6,992.62 7,342.25 7,709.36 8,094.83
Police Sergeant - Supervisory POST PD40S 6,822.07 7,163.17 7,521.33 7,897.40 8,292.27
Property Evidence Specialist SS25 4,461.64 4,684.72 4,918.96 5,164.91 5,423.16
Property Evidence Specialist - EMD SS25E 4,511.64 4,737.22 4,974.08 5,222.78 5,483.92
Property Evidence Specialist
- EMD with Longevity
SS25EL 4,734.72 4,971.46 5,220.03 5,481.03 5,755.08
Property Evidence Specialist
w/Longevity
SS25L 4,684.72 4,918.96 5,164.91 5,423.16 5,694.32
Public Works Director M54 9,204.92 9,665.17 10,148.43 10,655.85 11,188.64
Public Works Operations Manager 34 5,577.26 5,856.12 6,148.93 6,456.38 6,779.20
Recreation Coordinator 18 3,774.91 3,963.66 4,161.84 4,369.93 4,588.43
Recreation Supervisor 26 4,588.43 4,817.85 5,058.74 5,311.68 5,577.26
Registered Veterinary Technician 12 3,260.90 3,423.95 3,595.15 3,774.91 3,963.66
Senior Building Inspector 31 5,182.13 5,441.24 5,713.30 5,998.97 6,298.92
Senior Building Maintenance Specialist 18 3,774.91 3,963.66 4,161.84 4,369.93 4,588.43
Senior Planner 34 5,577.26 5,856.12 6,148.93 6,456.38 6,779.20
Senior Property Evidence Specialist SS31 5,164.91 5,423.15 5,694.31 5,979.03 6,277.99
Senior Property Evidence Specialist - EMD SS31E 5,214.91 5,475.65 5,749.43 6,036.90 6,338.75
Senior Property Evidence Specialist
- EMD with Longevity
SS31EL 5,473.15 5,746.81 6,034.15 6,335.86 6,652.65
Senior Property Evidence Specialist
w/Longevity
SS31L 5,423.15 5,694.31 5,979.03 6,277.98 6,591.88
Senior Technical Support Specialist 24 4,369.93 4,588.43 4,817.85 5,058.74 5,311.68
Senior Zookeeper 19 3,866.97 4,060.32 4,263.34 4,476.51 4,700.34
Support Services Lead Technician SS24 4,355.41 4,573.18 4,801.84 5,041.93 5,294.03
Support Services Lead Technician
w/ Longevity
SS24L 4,573.18 4,801.84 5,041.93 5,294.03 5,558.73
Support Services Lead Technician
- EMD
SS24E 4,405.41 4,625.68 4,856.96 5,099.81 5,354.80
ITEM NUMBER: A-3 DATE: 10/11/16 ATTACHMENT: 4
Page 82
Support Services Lead Technician
- EMD with Longevity
SS24EL 4,623.18 4,854.34 5,097.06 5,351.91 5,619.51
Support Services Supervisor SS33 5,423.15 5,694.31 5,979.03 6,277.98 6,591.88
Support Services Supervisor - EMD SS33E 5,473.15 5,746.81 6,034.15 6,335.86 6,652.65
Support Services Supervisor - EMD
with Longevity
SS33EL 5,744.31 6,031.53 6,333.11 6,649.77 6,982.26
Support Services Supervisor w/Longevity SS33L 5,694.31 5,979.03 6,277.98 6,591.88 6,921.47
Support Services Technician SS21 4,046.84 4,249.18 4,461.64 4,684.72 4,918.96
Support Services Technician - EMD SS21E 4,096.84 4,301.68 4,516.76 4,742.60 4,979.73
Support Services Technician - EMD
with Longevity
SS21EL 4,299.18 4,514.14 4,739.85 4,976.84 5,225.68
Support Services Technician w/Longevity SS21L 4,249.18 4,461.64 4,684.72 4,918.96 5,164.91
Technical Support Specialist 14 3,423.95 3,595.15 3,774.91 3,963.66 4,161.84
Technical Trainer II 20 3,963.66 4,161.84 4,369.93 4,588.43 4,817.85
WWTP Operator I 16 3,595.15 3,774.91 3,963.66 4,161.84 4,369.93
WWTP Operator II 20 3,963.66 4,161.84 4,369.93 4,588.43 4,817.85
WWTP Operator III 24 4,369.93 4,588.43 4,817.85 5,058.74 5,311.68
WWTP Operator in Training 11 3,181.37 3,340.44 3,507.46 3,682.83 3,866.97
Zoo Director M39 6,386.02 6,705.32 7,040.59 7,392.62 7,762.25
Zoo Education Curator 9 3,029.88 3,181.37 3,340.44 3,507.46 3,682.83
Zoo Facilities Maintenance Tech.8 2,957.73 3,105.62 3,260.90 3,423.95 3,595.15
Zookeeper I 8 2,957.73 3,105.62 3,260.90 3,423.95 3,595.15
Zookeeper II 13 3,340.44 3,507.46 3,682.83 3,866.97 4,060.32
ITEM NUMBER: A-3 DATE: 10/11/16 ATTACHMENT: 4
Page 83
ITEM NUMBER: C–1
DATE: 10/11/16
Atascadero City Council
Staff Report – City Manager’s Office
Strategic Planning 2015-2017
Update on Council Goals and Action Plan
RECOMMENDATIONS:
Council:
1. Provide feedback or additional direction, if necessary; and
2. Receive and file this report on the progress being made relative to the City
Council’s goals.
DISCUSSION:
As part of the City’s annual strategic planning process, the City Council adopted goals
on April 27, 2015. The goals adopted at the meeting were:
1. Economic Development
2. Connection Between the City and the Community
3. Common Sense Regulations and Reform
4. High Quality Public Safety Services
5. Atascadero Lake Park, Pavilion, Veterans Memorial and Zoo
6. Environmental Stewardship
7. Staffing
8. Roads Program
9. Promotions
The City utilizes a two-year Budget prepared in odd numbered years following an
election. Since 1997 the City has used a Strategic Planning process as the foundation
of the Budget. The Strategic Plan is the City’s major policy document identifying City
Council goals while the Budget is the implementation plan.
The City adopted the Strategic Planning approach as a comprehensive process to deal
effectively with the many problems and issues facing the City. Through a systematic
program, the City anticipates the future, examines trends in the environment, assesses
the capabilities of the organization and forces the organization to look at what it is and
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ITEM NUMBER: C–1
DATE: 10/11/16
what it should be in order to deliver effective service to the citizenry. This process
provides the Council an opportunity to discuss the many issues and priorities throughout
the community and focus the organization on Council priorities. As an organization we
can accomplish most any project, however, we cannot do everything. As the City
Council sets clear priorities and provides appropriate resources, we can advance the
top priorities.
The Process
The City Council met at a Special Meeting on February 6-7, 2015 to develop goals and
discuss actions. The next step in the process was to identify general action plans or
steps for the organization. Staff developed a series of actions that would implement the
Council goals over the next two year budget cycle. At the special meeting of April 27,
2015, the City Council approved the goals and action plans. Since that time, staff has
periodically updated Council on the progress made in implementing the Council
approved action plans. This report provides another update on the progress that has
been made to date. The action plans that are attached to this report highlight the actions
and the related long-term goals for each of the initiatives.
FISCAL IMPACT:
None
ATTACHMENT:
1. 2015-2017 Action Plan Update
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ITEM NUMBER: C-1
DATE: 10/11/2016
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
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ITEM NUMBER: C-1
DATE: 10/11/2016
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/ONGOING. Staff met with the property owner to
discuss the process to move forward. The project was
subsequently brought to the City Council in December 2015 to
consider authorization for a General Plan Amendment. At the
same time, staff discussed the gradual erosion of the commercial
corridor and the need to look at the bigger picture prior to amending
the General Plan to permanently lose commercial land. The Council
provided direction to complete a commercial vacancy study to
determine viable commercial nodes and long-term feasibility to
support those nodes. This preliminary study was completed in May,
2016. Staff is now working to find grants and a consultant to assist
with an El Camino Real Master Plan that will help guide future
zoning amendments along the corridor. Staff continues to work with
the property owner towards a quality project that includes
commercial development. The property owner is still interested in
doing a residential project and staff met in August 2016 to discuss
the long range planning that will need to occur prior to considering
a General Plan Amendment.
o Provide property owner with fee estimates and preliminary project
schedules.
COMPLETED. The property owner was provided with this
information earlier this year; however the current consideration of
an El Camino Real Master plan has curbed the prospect of a
residential project at this site. The property owner may seek
commercial development of the property or wait for the long range
vision for the corridor to be completed before the City considers
changing the General Plan for this site to allow a residential project
as desired by the property owner.
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.
West Front Village Restaurant Pads
o Continue to prioritize inspections of the shell building for the sit down
restaurant pad.
Completed. Staff made the inspections of this building top priority
and worked through a variety of construction setbacks to keep the
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ATTACHMENT: 1
project on track. Building staff proactively guided the final
inspection process with each subcontractor to help expedite
inspection scheduling and worked overtime to respond to their
needs. Because of their indoor wood fired grill and some of the
building’s unique ductwork, this was a challenging project for both
contractors and staff. However, everyone worked together to help
create a very successful restaurant. Marston’s 101 has now been
completed and occupied.
o Actively work with owner to avoid delays and problems during the
construction process.
COMPLETED. Staff has received very positive feedback from the
property owners regarding the permit and inspection process as
staff worked proactively to keep this project on track.
o Communicate regularly with the owner of the shell building to ensure that
the project is going smoothly.
COMPLETED. 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 Allow deferment of impact fees for the new restaurant.
COMPLETED. In late July, Staff was approached by owners of the
property to allow an impact fee deferment similar to that provided to
Springhill Suites for the Marston’s 101 restaurant site. An
agreement allowing payment of the impact fees over a five year
period was brought before and approved by the City Council on
September 13, 2016.
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.
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ATTACHMENT: 1
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 continuing to discuss options with the property
owner for a commercial or mixed-use project. 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. Additional
residential at this site would result in the need for a General Plan
Amendment and a revision to the approved Dove Creek Master
Plan as the maximum number of units for that project have already
been developed.
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 noted above, we are currently
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.
ONGOING. 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.
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ITEM NUMBER: C-1
DATE: 10/11/2016
ATTACHMENT: 1
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. The property owner is currently
working with an architectural team to design a new restaurant
building.
o Be creative in stimulating development of Colony Square.
ONGOING. The footbridge linking Colony Square and the Sunken
Gardens, along with expanded parking is in the design phase of
development with construction expected to occur in the Summer of
2017. A new office and retail tenant is working on purchasing 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. Funding North Coast Engineering is currently designing
and creating bid documents for this project. Construction is
expected to take place in Summer of 2017.
o Construct the foot bridge once funding becomes available.
IN PROGRESS. The City hired North Coast Engineering to perform
final design and prepare construction documents for the project.
The project includes a foot bridge, Centennial Plaza, parking lot
reconstruction (40+ additional spaces), and a walkway between El
Camino Real and Lewis Avenue connecting the bridge, plaza, and
parking lot. Project construction is expected to take place in
summer 2017.
o Review tools to incentivize sale of the Creekside Building to the “right”
developer.
IN PROGRESS. Staff followed the City’s Purchasing Policy to
develop and prepare a public Request for Qualifications (RFQ) for
the selection of a qualified real estate broker to facilitate the
disposition of the Creekside Building. The RFQ process would
allow staff to select and incentivize a broker with proven experience
and expertise with office and retail properties to expedite the
successful sale to a progressive and creative property owner. Prior
to the planned release of the RFQ, staff was approached by a
developer interested in utilizing the space for high intensity office
use(s). Working with a willing developer with the means available
to make the development a reality saves money to the taxing
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ITEM NUMBER: C-1
DATE: 10/11/2016
ATTACHMENT: 1
entities on the cost of marketing the building and associated broker
fees. The RFQ process has been suspended and an appraisal is
being finalized to maximize the value of the property while meeting
the City’s vision for a key parcel in the downtown area. While the
Successor Agency Board is in negotiations with the interested
developer, other parties are eligible to put in purchase offers on the
building. While several parties expressed an interest in the
building, no other party has come forward with a purchase o ffer.
While negotiations will take place through the closed session
process. Any final purchase agreement and/or approval would be
brought before the Successor Agency at a publicly noticed meeting
open to the public.
o Sell the Creekside Building to a developer that will improve the potential of
future development of Colony Square.
IN PROGRESS. Staff is working with a potential developer that will
utilize the building for office uses with a potential for some retail
uses. The new office use could bring up to 75 employees to this
location which will provide the synergy and additional foot traffic
needed in the downtown area while offsetting evening parking
demand. Development of an office use could occur in a very short
time period and occupancy of the build ing would help alleviate
some of the graffiti and transient issues that are occurring in the
area. Additionally, immediate occupancy of the building with a
large number of visitors/employees could help stimulate other
development within Colony Square.
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. The new potential office use will add a
large volume of employees which will further increase local foot
traffic in the downtown.
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.
o Work with the developer of Colony Square to remove barriers to
development.
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ITEM NUMBER: C-1
DATE: 10/11/2016
ATTACHMENT: 1
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, however the
property owner is not interested in pursuing a project at this time.
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. A final Plan Line for the final
placement of the Del Rio / El Camino Real Roundabout have now
been completed for the Wal Mart project which is a crucial step
towards the planning of the interchange. The owner of the Del Rio
Marketplace property has acquired the parcels on the nort hwest
side of the northbound US 101 on-ramp, which is expected to
facilitate future right of way discussions. Wallace Group was
approved to perform the Project Approval/Environmental
Documentation (PA/ED) phase of the City’s interchange project.
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 local 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
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ITEM NUMBER: C-1
DATE: 10/11/2016
ATTACHMENT: 1
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. The County is
pursuing becoming a “Self Help” county with a one -half cent sales
tax measure to be used on transportation needs. Measure J is on
the November 2016 ballot and will require a 2/3rd voter approval to
pass. An investment plan has been approved which specifies 55%
of the proceeds to go to “Local Choice” – of which Atascadero City
is anticipated to receive $13.5M over the 9-year measure term. The
plan also includes 25% toward regional improvements that the Del
Rio Interchange may qualify for. Staff suggests getting the
interchange project “shovel ready” for consideration for other grant
opportunities that may arise.
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.
COMPLETED. The City Council reviewed the Improvement
Agreement at their May 24, 2016 meeting. The signed agreement
was received from Wal Mart by the City in June of 2016.
o Expedite to the extent feasible, building permit review including on/off -site
improvements and building shell.
IN PROGRESS. Staff has completed the first review of off-site and
on-site grading plans for the project in conjunction with public
improvement plans. Plan check comments have been returned to
the applicant team and we are now awaiting their resubmittal.
Approval of on and off-site improvements are expected to be
complete by final map approval.
o Work with Walmart and its consultants on final map approval prior to July
2016.
IN PROGRESS. A one-year extension has now been granted for
the final map. This extends the map to July 2017. Staff is continuing
to work with the Wal Mart team on the public improvement plans
and other components necessary to record the final map. The CFD
has now been completed, which is an important step towards
completing the conditions for map approval.
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ITEM NUMBER: C-1
DATE: 10/11/2016
ATTACHMENT: 1
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 and the reconfiguration of driveways at the 7 -
11 store. Staff is working with Madonna Enterprises on the
completion of a traffic study that sets thresholds for what can be
built before the overpass needs to be reconstructed with
roundabouts. The intent of this study will assist in determining what
can be constructed before the Del Rio interchange improvements
are complete. A draft of the study has identified that a hotel may
move forward on the Annex project area without impacting traffic
flow even after the occupancy of the Wal Mart Store.
Hoff Property
o Ensure Hoff site is consistent with approved CUP and free of all temporary
uses.
IN PROGRESS. Staff is continuing to wait for the property sale to
be completed to allow a new tenant to move forward with a project
at this site. Current property negotiations have stalled and the
property is still on the market. All temporary uses have been
removed.
o Work with property owner and applicant on finalizing road abandonment.
Bring a resolution to City Council by the end of 2016.
ON HOLD. 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 as part of the abandonment application
process. Since a new owner may re-design the project, staff has
not taken additional action on the abandonment at this time.
The exhibit below illustrates the abandonment.
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ITEM NUMBER: C-1
DATE: 10/11/2016
ATTACHMENT: 1
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
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.
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ITEM NUMBER: C-1
DATE: 10/11/2016
ATTACHMENT: 1
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.
o Continue to promote lodging stays in Atascadero through the City ATBID
and Countywide TMD.
ONGOING. Staff and ATBID are close to launching the new Visit
Atascadero Website with a focus on “heads in beds” and promoting
“Come, sleep, spend and enjoy Atascadero.” Staff is currently
working on loading in content and updating the dining information.
The website will be live by the end of 2016. Staff has executed
ongoing promotions since January that include targeted digital
display advertising on Pandora and Trip Advisor; social media
posts and promotions on Facebook and Instagram; in partnership
with the Countywide TMD on Restaurant Month in January, San
Francisco Chronicle’s SLO County Travel section in February,
American Way Magazine Co-op in April and on the annual SLO
County Visitor magazine; working with the City to partner on
advertising in the Access Publishing Quarterly Visitor Guide, Semi
Annual Vintages magazine; Event promotions include launching the
inaugural Central Coast Cider Festival in May, participating in
CowParadeSLO with the City; running several FAM (familiarization)
Tours of Historic City Hall and downtown Atascadero and
implementing Event Support Guidelines process for events
interested in coming to our City; additional promotions include
participation in the local Atascadero Chamber Business Expo in
September 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.
o Promote Atascadero businesses through marketing, special events and
infrastructure investment.
ONGOING. The City’s Marketing Plan (Plan) was developed and
adopted October 13, 2015. Staff began implementing the plan to
focus on events and promoting City and private assets to local and
county residents, as well as to visitors to the area. The goal for all
events and promotions is to attract residents and visitors to our City
to “stay, spend and enjoy Atascadero!”. A presentation to the
Council was made at the September 13, 2016 Council meeting
highlighting progress made on the City’s Marketing Plan including
special events and infrastructure investment.
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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. At this
time, this proposal has not been submitted to the City and no o ther
interest has been expressed in the parcel. Staff has site plans and
a list of allowed uses for this property available upon request.
o Steer potential developers / broker on -site based on needs and
accommodations.
ONGOING. Staff will continue to seek property developers and
tenants for this important site. The master plan of development for
this site indicates restaurant development, however alternative
approval indicates a service station and convenience store.
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
later this year.
Work to Reduce the Number of Vacant Store Fronts
Consider Store Front Fee Waiver Program.
IN PROGRESS. Because of the complications and legal issues
with a fee waiver program, a store front fee waiver program has not
been adopted at this time. Instead, staff has been looking to other
programs to both analyze and stimulate the occupancy of vacant
store fronts. Since 2015, many of these storefronts have already
been occupied. Those that have not are not occupied are most
often for other reasons such as ownership issues, or ongoing
leases such as the former Jack-In-The box on El Camino Real.
Staff has completed a preliminary vacancy study for the El Camino
Real Corridor. .
.
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.
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This effort will be “finalized” with a refreshed sign ordinance, a new
sign handbook, and a proactive stance by staff to work with
property owners on quality signs and a business friendly permit
process. 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 began implementing promotions with
upcoming events until the Marketing Plan was approved mid
October 2015. Since then, 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
is currently implementing 16 interior bus signs at Hearst Castle
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promoting the Zoo, Faces of Freedom Veterans Memorial and
Historic City Hall; updated three of the five City billboard panels
along the 101 freeway and launching local TV commercials
(Timeline: early spring, summer and late fall to promote events and
promote the Downtown and Zoo during the summer months ). As
visitors come into our market, staff has implemented an outdoor
billboard at Lost Hills off Hwy 46 coming into Paso Robles and
implemented Visitor TV video at SLO County regional airport and
SLO County Hotels (Timeline: August 2016 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 City of Atascadero Facebook, Twitter and
Instagram, Charles Paddock Zoo Facebook, and works in
conjunction with TBID Ad Agency to provide event informa tion and
posts on assigned post days on Visit Atascadero Facebook page.
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
Traffic Way Collaborators to launch “Taco Day on Traffic Way”; and
execution of the signature event Winter Wonderland in downtown.
In 2016, staff executed the inaugural Tamale Festival, brought back
Brew at the Zoo from 2011, extended the City’s signature event
with Hot El Camino Cruise Nite to include a new event, Dancing in
the Streets on the second night to expand the event to be “Cruisin
Weekend.” Staff has continued to assist with Traffic Way
Collaborators on introducing quarterly events in addition to Taco
Day that will be coming back in November 2016 to also include
Tater Day on Traffic Way and Paint Your Way Down Traffic Way.
Staff has also worked with the Atascadero Community Alliance who
collaborate with a variety of non-profits to assist with event
planning, Friends of the Lake as they introduced their inaugural
Lake Fest event in June, Main Street Association with their
quarterly Art & Wine Tours and Sweetheart Stroll, as well as
continue ongoing support and an event liaison for Atascadero Wine
Festival and Colony Days as they plan their annual events and
currently working with Knights of Columbus as they plan their first
and largest of its kind “The ShowDown CornToss Tournament!”. In
addition, staff teamed up with ATBID and Visit SLO County to
promote “Restaurant Month,” Fam Tours and other promotions.
Staff also teams up with ATBID as they planned the inaugural
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Central Coast Cider Festival and CowParadeSLO. 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.
Develop a program that provides an advocate to businesses working through the
development process.
IN PROGRESS. Staff offers intake and pre-proposal planning
meetings with every new business interested in locating within
Atascadero. With this process, staff is able to be an advocate while
offering support early in the process. This process is being utilized
with Santa Maria Brewing Company, Dark Nectar Coffee, Dunkin
Donuts, and other new businesses that are currently developing
plans for their businesses. In addition to existing advocacy
programs, we expect to implement a business advocacy program
using OED and other citywide personnel sometime in the Spring of
2017.
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 the Kochi, Streetside Alehouse, Marston’s 101 and J’s Burgers
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restaurants. Staff worked with the developers of these sites to
provide creative solutions to comply with the building and planning
code, thereby saving substantial plan check time and construction
costs. These 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 work to
consistently accept only complete plan checks. New checklists at
the counter have been created to assist with this process. Intake
meetings are regularly scheduled with larger more complex projects
to help guide applicants towards a complete and accurate plan set
prior to its actual submittal. With smaller projects, staff provides
direct assistance to applicants to help them understand the
importance of a complete plan check and the time that can be
saved in the process. Staff is meeting on a weekly basis to discuss
incoming plan checks and how to guide applicants towards more
complete plan sets. This is an ongoing effort, as many community
members are used to a process that allowed a piecemeal submittal.
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.
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 new system. Staff has tentatively
selected a vendor this system and is currently completing an in -
depth review of the system including visiting other cities with this
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 late 2017/early 2018.
o Actively communicate with owners and consultants if there is the same
plan check comment through multiple submittals.
ONGOING. If there are still corrections after a second plan review,
the applicant’s design team is called in to meet with City staff so
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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/EMI 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.
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.
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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. Staff and the DRC members need a better
framework in which to evaluate projects. For small projects that
typically do not require any discretionary review, the DRC process
may not function to streamline the process as it is another step in
the approval process prior to a construction permit . However,
where staff needs early direction on large projects such as the
Emerald Ridge Apartments, or controversial projects such as the
Viking Event Center this process is an effective method of gaining
staff and decision maker direction. More recently, staff reports
have been reformatted to provide a brief project summary with
bullet points to highlight key issue areas. This has resulted in a
much shorter staff and DRC review time. Development projects that
require DRC review are typically scheduled for DRC as soon as
staff has adequate review materials- often this occurs within 2-3
weeks of submittal. Instead of viewing the DRC process as an
additional process, applicants and staff view the process as an
appropriate method of early guidance to help keep projects on track
and to save a potential conflict when the project gets to the final
discretionary review at the Commission or Council. Staff will
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continue to seek additional ways to have the DRC streamline this
process and to provide a better framework for the type of projects
that should be reviewed by DRC.
Look for additional opportunities where the DRC could be used to simplify the
process.
IN PROGRESS/ONGOING. As noted above, staff has reduced the
review time and is striving to create brief summary reports for
projects coming to DRC. In addition to striving to getting new
projects to DRC quickly, staff is looking for other opportunities
where this early review process can simplify the development
review process and be a positive experience for both staff, project
applicants and DRC members. Much progress has been made in
2016 and additional efforts will be ongoing in this endeavor.
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.
IN PROGRESS. Staff meets with commercial brokers on a regular
basis to discuss development opportunities and to clarify permitting
processes. This partnership continues to grow as more and more
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commercial brokers are becoming more comfortable with the
direction of the City and the eagerness of City staff to
accommodate and support business. Staff will ultimately develop a
formal program that can be put into place to hold a quarterly
meeting with commercial brokers to provide general updates on the
direction of major city projects that support economic development
such as the El Camino Real Study, Zoning updates, sign code
updates, progress on major development projects, and an overview
of key available properties and what the City can do to facilitate
project development. This process could be put in place in spring of
2017. This activity should be ongoing and should continue to be a
community development/economic development goal.
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
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.)
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Since the September Council meeting, the City continues to work
with Wallace Group on the Del Rio / US 101 Interchange. The final
placement of the Del Rio / El Camino Real Roundabout has now
been completed which allows for additional design work to be
completed on the interchange project. 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
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. Separate maintenance and rehabilitation
projects for FY15/16 were designed, bid, and are now under
construction. The projects include 4.2 miles of roadway
improvements totaling approximately $2.2 million. Staff is working
on FY16/17 projects, including completing geotechnical work, and
will hire an engineering consultant to assist with final design and
construction plans. FY16/17 projects are expected to be bid during
early 2017. The Five Year Capital Improvement Plan includes 18.8
miles of roadway improvements using $10.4 million i n Measure F-
14 funds. At the September 27, 2016 Council meeting, staff
presented information the Atascadero road program and F -14
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
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Budget. Construction plans are currently being finalized for this
project with construction to start in spring of 2017.
Rehabilitate the Via Avenue Bridge providing access to this commercial /
industrial area.
IN PROGRESS. The City hired Quincy Engineering to perform final
design and preparing construction plans for the bridge replacement.
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.
COMPLETED. Whitlock & Weinberger Transportation was hired in
April 2015 to conduct the study with full funding provided by
SLOCOG. As part of the study, public participation was heavily
sought through four separate public workshops, in-person and
written outreach to businesses, a dedicated website
(http://hwy41atascadero.com), coordination with Caltrans, and
regular updates to the City Council. The final study was approved
by the Council on September 27, 2016 and submitted to Caltrans.
Staff submitted an application for Active Transportation Program
(ATP) grant funding to implement proposed improvements to
Atascadero Avenue/Mall (Segment 4) as well as short -term
improvements to Highway 41 between El Camino Real and Portola
(Segments 1-2). Recipients of this competitive grant are expected
to be announced in late 2016/early 2017.
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.
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.
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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 summe r, a special legislative session
was held to address transportation funding to no avail. Staff will
continue to stay informed and involved on transportation funding.
Ensure that downtown streets are clearly striped and parking spaces clearly
delineated.
COMPLETED and 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, were repainted in April 2016. Crosswalks and
stopping bars were also repainted in September 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 has completed construction
of the on-site trails and is planning a grand opening in Spring 2017.
Staff worked with its consultant to prepare final design and
construction plans for the trailhead parking lot/access road in
Summer 2016. Construction has been awarded and will occur in
Fall 2016 with completion anticipated in time for ALPS grand
opening in Spring 2017.
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
additional costs that would have been triggered for contractor
stormwater monitoring during winter suspension. Construction
resumed in August 2016 and is expected to be substantially
complete by the end of 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.
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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. Construction
for a 10-foot wide “missing link” multipurpose path on the east side
of El Camino Real in front of the State Hospital is expected to occur
in Fall 2016 using CDBG monies. The County is pursuing
becoming a “Self Help” county with a one-half cent sales tax
measure to be used on transportation needs. Measure J is on the
November 2016 ballot and will require a 2/3rd voter approval to
pass. An investment plan has been approved which includes
funding for regional bike facilities including the Atascadero-
Templeton Connector and Local Choice projects.
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 County is pursuing
becoming a “Self Help” county with a one-half cent sales tax
measure to be used on transportation needs. Measure J is on the
November 2016 ballot and will require a 2/3rd voter approval to
pass. An investment plan has been approved which includes the
Atascadero-Templeton Connector. In addition, the SR41 Complete
Streets Feasibility Study was approved by Council and an ATP
grant was applied for.
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 Centennial
Bridge project rather than a stand-alone project. Staff is working
with its consultant to finalize the design and construction plans for
this project, with construction anticipated to take place in 2017.
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
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2015, the City approved naming the facility Joy Playground.
Parents for Joy continue fundraising for the project and City staff
has approved construction plans for the playground and continue to
coordinate with Parents for Joy representatives and their
engineering consultants. The City continues to look for ways to
assist Parents for Joy in fundraising efforts including co-sponsoring
the Knights of Columbus corn toss tournament/fundraiser for the
playground. Staff is also looking for non-profit grant opportunities
that would provide Parents for Joy additional funding.
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, IN PROGRESS 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, which 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 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.
Year 2: 2016 – “Building the Momentum” is in progress. Since Mid-
October, staff and ATBID have been executing both marketing
plans and building momentum, as well as measuring the success of
the City’s Marketing Plan, focused on promotions of City assets and
implementing new events, and ATBID’s Marketing Plan. We have
implemented four new events as part of the City’s Event Plan:
Winter Wonderland (new to the City), Tamale Festival, Brew at the
Zoo (brought back from 2011) and Dancing in the Streets extension
of Cruise Nite making it a two day Cruisin’ Weekend . We are also
working on Special Event Sponsorships and b rought in two events
to draw local and county residents to our City with attracting an
event from Festival Mosaic July 2016 and worked with Atascadero
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News to start a new Wedding Expo in February 2016. In addition,
we teamed up with ATBID to introduce the Central Coast Cider
Festival at the Pavilion on the Lake. We also worked with our non-
profits to assist with new events like Lake Fest for Friends of the
Lake and “The ShowDown” CornToss Tournament with the Knights
of Columbus to benefit the Joy Playground. The City’s Marketing
Plan has also been implemented to promote the downtown and our
City’s public and private assets. Our Promotions plan started mid -
March and continued through Labor Day weekend wit h commercial
spots on KSBY and Charter Media. Two commercials created for
the downtown and the Charles Paddock Zoo. Radio and print were
used to promote events, the downtown and the City’s assets.
Outdoor advertising started with Hearst Castle interior bus signs,
updating City panels, Lost Hills Billboard coming into Paso Robles
and an upgraded Zoo sign off the 101 Freeway between San
Ramon and Del Rio. Digital advertising and paid Search introduced
and has provided results to measure our success with adver tising.
We have also promoted on screen at Galaxy Theater in
Atascadero, Merced and Tulare and most recently have introduced
Visitor TV at SLO County Airport and SLO County Hotels.
UPCOMING Year 3: 2017 - “Building on Success” which will give
us the opportunity for our events to be in their second year as well
as our promotional plan. Performance metrics will be key as we
cycle through to see year over year results.
Benchmark and measure the success of the promotions program.
IN PROGRESS and ONGOING. Through 2016, staff has been
building momentum with both City and ATBID Marketing Plans and
measuring the success through avenues such as increase in TOT,
up 38% year over year, increase in traffic over websites, digital
advertising results and an increase in traffic/ likes across social
media. Staff launched a digital dashboard in December 2015 to
track the success of paid search and in January 2016, started
monthly tracking with our digital advertising results from our
retargeting program and website specific results from ads running
on ksby.com and sanluisobispo.com. Between the City’s digital
advertising efforts with retargeting, paid search and display ads
running on key websites in the county plus ATBID’s efforts with
display advertising on Trip Advisor and Pandora, the website traffic
has grown 285% - 328% year over year (Currently: 49,217 vs.
17,231 Unique Visitors; 19,947 vs. 63,995 Website visits). This data
has also confirmed where people are traveling from as the y enter
into our county which helps the City position its advertising more
effectively. It has also helped to identify an increase in activity in the
Downtown area. Event attendance has also re-enforced that our
promotional efforts are working with strong attendance of the new
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events and an uptick in attendance at existing events like Concerts
in the Park. We will continue to measure our success with year over
year results in Year 3.
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. For example, where necessary, we have
purchased items like spider boxes to assist us with electrical needs
to keep us from spending unnecessary funds.
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 A tascadero.
ONGOING. Staff support for the TBID Board has been increased
with the addition of the Deputy City Manager-Promotions position.
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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 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 /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. We found that people
were interested in the tours and the advertising we did brought
them in from around the county as well as those visiting our county,
but it wasn’t enough to continue to be open on a weekend basis
during holidays or the summer timeframe. In going forward, we will
offer Saturdays by appointment and continue to be open for
Historical City Hall tours on Wednesdays and Fridays and for
special events like Art & Wine Tour, Sweetheart Stroll, Holiday
Lighting, etc.
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
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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, patronizing our local restaurants and our private
and public assets like the Charles Paddock Zoo, Faces of Freedom
Veterans Memorial, Historic City Hall, Galaxy Theater, Chalk
Mountain Golf Course, etc. Our events and promoting of our
events, both existing and new, are designed to attract our county
and local residents to come out and enjoy them along with seeing
what we have to offer in the downtown area as well as Atascadero
Lake Park. Our goal is to attract residents and visitors alike to our
area. 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. Digital results are reviewed through monthly reporting,
TOT revenue is reviewed Quarterly and Zoo attendance results are
reviewed monthly as well. Collectively, we have seen positive
results and increases in website and digital traffic as well as TOT,
up 38% through August 2016. Zoo results are not as positive as we
would have anticipated, most likely due to a lull in having new
exhibits for our guests to experience which will change as we
introduce Madagascar in the Fall of 2016 and the much anticipated
Red Panda Exhibit in 2017.
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 11, 2015 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 in 2015. Tent City After Dark will continue
into 2016 with a better line up of Blue Grass music and
enjoying the Colony as it used to be.
o Taco Day on Traffic Way- In conjunction with the business
owners on Traffic Way, this new special event was created
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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. Due to the energy from the first event, this group
has continued to plan events quarterly. The Traffic Way
Business Collaborators have added quarterly being Tater
Day on Traffic Way and Paint Your Way Down Traffic Way.
The drawings that were generated from the Paint your Way
will be used as street flags to be located on our Light Poles
designating the Art District area of Atascadero. The group is
also working to embrace Entrada businesses and working on
an Art District group. Another upcoming item they are
thrilled with are the two additional cows from the Cow
Parade to help with promoting and generating awareness for
the largest public art exhibit that will be here in our county
until April 2017. Staff works as a liaison with this group and
continues to assist them in their efforts to drive traffic
downtown.
o Holiday Lighting Ceremony- The traditional Atascadero
event was held in conjunction with Main Street’s wine tour,
increasing traffic to downtown businesses. This year, Cal
Poly students are taking this event as part of their class to
make recommendations to make it better for 2016. In 2017,
our goal will be to move the event to the day after
Thanksgiving and work to add major attractions that will
make it a place to come and see as part of the holiday
experience and in an effort to generate daily foot traffic
through December 25th to our Downtown area.
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 in 2015 City staff stepped in to
continue this very popular event. In 2015, the event drew in
over 10,000 people and over 65 food and craft vendors
(average of 55 in the past). The City will continue to run this
event and it is currently planned for December 9 th from 5-9
pm.
o Tamale Festival- The first time event was was held on
January 23, 2016 and was moved from Sunken Gardens
due to the threat of rain to the Pavilion on the Lake. This
event had 40 food and craft vendors. The 2017 event will be
held on January 21, 2017 in the Downtown area. We are
looking to have 25 Tamale vendors from as far north as King
City, south to Santa Maria and east to Kern and Fresno
counties as well as SLO County. In addition t o tamales, the
event will have other food and beverage vendors and
entertainment like Mariachi Bands, dancing, etc.
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o Dancing in the Streets – This is a first time event created in
an effort to expand the current signature event, Hot El
Camino Cruise Nite on Friday on the third weekend in
August. Dancing in the Streets was created to connect the
Friday evening event and Mid State Cruizers car show on
Saturday during the day with an event Saturday night. The
idea is to increase activity in the Downtown and to increase
hotel stays in our City. This event boasts five popular local
bands happening in key locations downtown that are all
playing at different times in order to give participants time to
enjoy each of the bands. The event included food trucks,
beer gardens and plenty of tunes to dance to. The event also
included community performers as well to kick off a couple of
the stages. The event was well received and enjoyed by
local and county residents and had roughly 3,000 in
attendance. We look to continue this event in 2017.
o The Showdown Corn Toss Tournament – This is a new
event that staff is working with the Knights of Columbus to
bring to the City. The Knights of Columbus is working on the
tournament side and the City is working on the fun day
portion of the event. This event has the opportunity to grow
and become a two-day tournament. This event was inspired
by Ventura County’s largest Cornhole Tournament in the
Western United States, which is a two-day event. This event
was brought to us by the Knights of Columbus and is
scheduled to take place on October 22, 2016. Our goal is to
duplicate Ventura’s in size, but adding a Children 12 & under
bracket and a Fun Day for all ages to enjoy.
o Other Events: The City has also hosted two events this year
with other Government organizations, namely Channel
League of California Cities hosting a diner, speaker and
Historic City Hall Tours and MMASC with a Membership
Mixer and City Manager Panel for the Santa Barbara and
SLO Counties Chapter.
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 has developed
Special Event criteria and a template for these types of programs.
Work to remove barriers to use of the Sunken Gardens for special events
IN PROGRESS. Staff has identified methods to improve the
electrical access in the Sunken Gardens area for special events,
including the recent purchase of spider boxes to assist with
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electricity. Staff will continue improvements as we work with the
Sunken Gardens facility.
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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
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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 the 1st Annual Tamale Festival,
Brew at the Zoo, among others. These types of events, which are
widely promoted through traditional and social media and then
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shared by staff and community members on Facebook and
elsewhere, generate a great amount of positive comments and
feedback from the community. We work 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, Dancing in the Streets and Winter Wonderland. Staff is
working with ATBID on events like Restaurant Month to actively
recruit businesses to participate and better promote themselves.
ATBID also introduced its first event, Central Coast Cider Festival
in an effort to attract people to come, sleep and stay in Atascadero
plus take ownership to the Cider category. Staff worked with ATBID
on this event and to establish a Tier 1, 2, 3 event guide when
critiquing events that are interested in coming to our City, so that
proper goals of ATBID are recognized by event for proper approval.
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, Parents for Joy and Lake Fest as well
as worked to cover vacation for the recent summer Art & Wine
Tour. . 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 assists and
maintains the Alliance’s 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. This group meets
quarterly to plan meeting agendas and quarterly to meet and share
information. The City liaison is also responsible for working to
include non-profits into events like Dancing in the Streets. For this
event, we worked with A-Town Swing Dancers to help promote
their classes and with Dancing with Our Stars to be able to highlight
and cross promote another non-profit event for Friends of the
Atascadero Library. In addition, we worked to include three non-
profits for three separate beer gardens where money raised
benefits the nonprofit and provides exposure for the craft breweries.
This position worked as a liaison with Friends of the Lake to bring
another event to life - the Lake Fest, helping the Friends of the
Lake to raise money necessary to sustain and replenish the lake.
Most recently, staff has worked with Knights of Columbus to bring
to light a new event for our City, The ShowDown Corn Toss
Tournament. This event, if successful, will have the opportunity to
be a two day event in 2017. The event will have a Children 12 &
under tournament as well as a Carnival element to make it a “Fun
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Day.” Staff also works with Parents for Joy on ways to fundraise for
the Joy Playground. This requires ongoing meetings on where they
are with fundraising, ideas on how to raise more dollars as well as
their Kid’s Day Event.
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 ,
Charles Paddock Zoo and Visit Atascadero Facebook pages. Staff
has implemented the Twitter and Instagram accounts in 2016 and
is working to promote them to gain more followers.
Improve relationships with local community groups to maximize the flow of
information and assist in positive community activities.
ONGOING. Staff meets with various organizations to communicate
and assist them with their needs, such as Colony Days Committee,
Lake Fest Committee and the Atascadero Community Alliance and
new organizations like Race Atascadero, SoCal Z -Car event
planners and others. 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 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.
ONGOING. Council has approved the special events sponsorship
guidelines and currently staff is providing individual assistance to each
event opportunity presented to the City. The level of staff support and
subsidy is determined by the special events sponsorship guidelines.
Staff will look to for ways to streamline our participation for initial
events in the future. Staff has also implemented a new Calendar of
Events hand out that has all events in one place. This Calendar of
Events is an ongoing tool and a place that everyone can access both
online on the City and Visit Atascadero websites as well as handouts
for hotels, Chamber, front lobby, etc.
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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 a full season of current events
and recreation classes along with the press releases to promote
them. Press release highlights covered our ribbon cutting at the
new Zoo Aviary, the baby flamingos, and other events at the Zoo
like Chick City Easter event to Ice Cream Zoofari to summer
camps. New events were also promoted via news releases from
Tamale Festival to Brew at the Zoo to Cider Festival to Saturday
Historic City Hall Tours to Dancing in the Streets. Staff will continue
to communicate each of the F-14 Sales Tax Measure ground
breaking and ribbon cuttings as well as the new Three Bridges trail
that will be open in the Spring 2017. Other news items included
retirement of Canine Officer Atza, as well as the success and arrest
in the Police Officer Involved Shooting. 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. The website for the Pavilion on the Lake was
redesigned in July, 2016 and it is now easier to contact staff and
plan events. The website for Visit Atascadero is in the process of
being updated. For the tourism site upgrade, staff has focused on
mobile access, social media connections and event pr omotion. As
this project is wrapping up, staff will kick-off the initial planning
phase of the project in September to upgrade
atascadero.org. Funding has been allocated for the 2016 -2017
fiscal year to build a new city website and anticipate the redesig ned
site to go live in late Summer, 2017.
Improve Information Flow and Communications with Constituents
Open City Hall on Fridays.
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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. Since that time, the Deputy City Manager
has been reviewing press releases and has coordinated the City’s
response from the media on various items from a marijuana
ordinance to mosquitos and the Zika Virus scare to Buy Back
Centers to the police officer involved shooting in July to the
economic growth of Atascadero to Wal-Mart.
Develop and implement a media response policy for staff and Council Members.
IN PROGRESS. A formal policy has not yet been written. The
Deputy City Manager has completed a series of public information
officer (PIO) training from a tabletop exercise to formal “Media
Survival” training in San Francisco with Sgt. Davis to Lexipol
webinar training. Training will continue with upcoming EMI training
in Maryland with courses to complete prior to that training. As a
result of training, staff is preparing documents and press ready
releases to handle a variety of different emergency and disaster
situations. We will continue to train for both the information officer
and staff/elected officials Citywide. This position is currently
coordinating with Police and Fire PIO’s to work together on a media
response policy as well as updating the Social Media policy. Staff
will be working on a Media Response Policy similar to what has
been put in place with Visit San Luis Obispo County TMD in an
effort to create our own. This is 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 our sites as well as other’s social media pages to assist
with ongoing news about the City and acts immediately with a press
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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. Depending on
what is being discussed and where it is being discussed, there are
times when staff does not respond to conversations on Facebook
and allows the conversation to run its course, such as when
conversations that are out of context to the history behind how
things were voted on, or when the discussion is purely based on
inaccuracies. Any response to this type of discussion typically isn’t
helpful. Often times it can be addressed on the City’s Facebook
pages or in a press release.
Set systems in place to keep communications factual and positive.
ONGOING. 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 broadcast 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 post ing 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.
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IN PROGRESS. Staff has been working on eliminating expired and
outdated forms and materials from the webserver and updating
links as external websites update their sites. Each department has
been working on updating existing forms and making them more
accessible and easier to fill out online. Several pages, including the
Measure F-14 page have been redesigned to help the public get to
the information they need quickly. The Planning Division has gone
to great strides to consolidate major project information into clear
and concise web pages. The Fire Department restructured the
navigation of their pages to match how they do business. The
Police Department has been updating many of thei r forms to be
easier to find, fill out and submit online. The redesigned website is
anticipated to go live in late Summer, 2017.
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, IN PROGRESS 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, which 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 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.
Year 2: 2016 – “Building the Momentum” is in progress. Since Mid-
October, staff and ATBID have been executing both marketing
plans and building momentum, as well as measuring the success of
the City’s Marketing Plan, focused on promotions of City assets and
implementing new events, and ATBID’s Marketing Plan. We have
implemented four new events as part of the City’s Event Plan:
Winter Wonderland (new to the City), Tamale Festival, Brew at the
Zoo (brought back from 2011) and Dancing in the Streets extension
of Cruise Nite making it a two day Cruisin’ Weekend. We are also
working on Special Event Sponsorships and brought in two events
to draw local and county residents to our City with attracting an
event from Festival Mosaic July 2016 and worked with Atascadero
News to start a new Wedding Expo in February 2016. In addition,
we teamed up with ATBID to introduce the Central Coast Cider
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Festival at the Pavilion on the Lake. We also worked with our non -
profits to assist with new events like Lake Fest for Friends of the
Lake and “The ShowDown” CornToss Tournament with the Knights
of Columbus to benefit the Joy Playground. The City’s Marketing
Plan has also been implemented to promote the downtown and our
City’s public and private assets. Our Promotions plan started mid -
March and continued through Labor Day weekend with commercial
spots on KSBY and Charter Media. Two commercials created for
the downtown and the Charles Paddock Zoo. Radio and print were
used to promote events, the downtown and the City’s assets.
Outdoor advertising started with Hearst Castle interior bus signs,
updating City panels, Lost Hills Billboard coming into Paso Robles
and an upgraded Zoo sign off the 101 Freeway between San
Ramon and Del Rio. Digital advertising and paid Search introduced
and has provided results to measure our success with advertising.
We have also promoted on screen at Galaxy Theater in
Atascadero, Merced and Tulare and most recently have introduced
Visitor TV at SLO County Airport and SLO County Hotels.
UPCOMING Year 3: 2017 - “Building on Success” which will give
us the opportunity for our events to be in their second year as well
as our promotional plan. Performance metrics will be key as we
cycle through to see year over year results.
Benchmark and measure the success of the promotions program.
IN PROGRESS and ONGOING. Through 2016, staff has been
building momentum with both City and ATBID Marketing Plans and
measuring the success through avenues such as increase in TOT,
up 38% year over year, increase in traffic over websites, digital
advertising results and an increase in traffic/ likes across social
media. Staff launched a digital dashboard in December 2015 to
track the success of paid search and in January 2016, started
monthly tracking with our digital advertising results from our
retargeting program and website specific results from ads running
on ksby.com and sanluisobispo.com. Between the City’s digital
advertising efforts with retargeting, paid search and display ads
running on key websites in the county plus ATBID’s efforts with
display advertising on Trip Advisor and Pandora, the website traffic
has grown 285% - 328% year over year (Currently: 49,217 vs.
17,231 Unique Visitors; 19,947 vs. 63,995 Website visits). This data
has also confirmed where people are traveling from as they enter
into our county which helps the City position its advertising more
effectively. It has also helped to identify an increase in activity in the
Downtown area. Event attendance has also re -enforced that our
promotional efforts are working with strong attendan ce of the new
events and an uptick in attendance at existing events like Concerts
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in the Park. We will continue to measure our success with year over
year results in Year 3.
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. For example, where necessary, we have
purchased items like spider boxes to assist us with electrical needs
to keep us from spending unnecessary funds.
Identify and integrate with the City’s promotions partnership base.
ONGOING. Partners have been identified across ATBID, the
Chamber of Commerce, Main Street Association, Central Coast
Tourism Council (CCTC), 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.
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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 promotion s to bring new ideas and
opportunities to market our area. Some of these include partnering
with TBID on the Visit SLO County January Restaurant month
where ATBID wanted to have three to four restaurants jump onto
the promotion and ATBID fund it. City staff met with the restaurants
of interest and worked to secure them to be a part of this
promotion. In addition, City staff ran a couple print ads to also
promote restaurant month in Entertainment sections of New Times
and The Tribune during the month of January. Other examples
include print advertising in Vintages and the SLO County Visitor
Guide where ATBID was looking to create an ad where we can
measure the results of the magazine. City staff worked with the Zoo
on an offer that was a Buy One Get One free off admission and
worked on another offer with Galaxy theater on a Free Drink with
Popcorn promotion, as well as worked to secure a series of offers
in the Vintages magazine with Tent City Beer Company, Bristol’s
Cider House, Marston’s Grill and Grape Encounters Empourium.
City staff also worked with ATBID to coordinate the recent, annual
Chamber Business Expo with booth decoration and theme around
Monopoly as well as assuring staffing. An upcoming promotion with
the SLO CowParade around a Hotel offer that encourages visitors
to visit the Cow to receive a 15% discount off of their stay.
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 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.
Mid October 2015, staff began fully implementing the City’s
Marketing Plan. The marketing plan was divided into two main
areas being promotions and events. The Promotions Plan and the
Event Plan both include 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. The Promotions Plan focuses on attracting people to
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our town to Stay, Spend and enjoy the City with a goal to pull
people from around the county, visitors as well as residents and our
local residents to come enjoy the City. The digital ads are focused
on geographic areas such as SLO County and surrounding
counties who are planning travel to our area or who are already in
our area. This geographic target is reached through 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 has implemented 16 interior bus signs at
Hearst Castle promoting the Zoo, Faces of Freedom Veterans
Memorial and Historic City Hall; updated three of the five City
billboard panels along the 101 freeway and has aired local TV
commercials promoting the Zoo and the Downtown during key
times of the year. As visitors come into our market, staff has
implemented an outdoor billboard at Lost Hills off Hwy 46 coming
into Paso Robles and implemented Visitor TV video at SLO County
regional airport and SLO County Hotels (Timeline: August 2016 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 City of Atascadero’s Facebook,
Twitter and Instagram pages, the Charles Paddock Zoo Facebook
page, and works in conjunction with TBID Ad Agency to provide
event information and posts on assigned post days on Visit
Atascadero’s Facebook page.
As part of the Event Plan, 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 Traffic Way Collaborators to launch “Taco Day on Traffic Way”;
and execution of the signature event Winter Wonderland in
downtown. In 2016, staff executed the inaugural Tamale Festival,
brought back Brew at the Zoo from 2011, extended the City’s
signature event with Hot El Camino Cruise Nite to include a new
event, Dancing in the Streets on the second night to expand the
event to be “Cruisin Weekend.” Staff has continu ed to assist with
Traffic Way Collaborators on introducing quarterly events in
addition to “Taco Day” that will be coming back in November 2016
to also include “Tater Day on Traffic Way” and “Paint Your Way
Down Traffic Way.” Staff has also worked with the Atascadero
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Community Alliance who collaborate with a variety of non -profits to
assist with event planning, Friends of the Lake as they introduced
their inaugural Lake Fest event in June, and Main Street
Association with their quarterly Art & Wine Tours and Sweetheart
Stroll combined with Historic City Hall Tours and another place to
get wine on the Tour. Staff provides ongoing support and serves as
an event liaison for Atascadero Wine Festival and Colony Days as
they plan their annual events and a new addi tion, staff is currently
working with Knights of Columbus as they plan their first and
largest of its kind “The ShowDown CornToss Tournament!” In
addition, staff teamed up with ATBID and Visit SLO County to
promote “Restaurant Month” and other magazine promotions, as
well as coordination of a variety of Fam Tours and journalists as
they come through to do a story about our area. Staff also teams up
with ATBID as they planned the inaugural Central Coast Cider
Festival and CowParadeSLO. Staff will continue to work on event
and themed promotions throughout the year to drive traffic to our
local businesses.
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, patronizing our local restaurants and our private
and public assets like the Charles Paddock Zoo, Faces of Freedom
Veterans Memorial, Historic City Hall, Galaxy Theater, Chalk
Mountain Golf Course, etc. Our events and promoting of our
events, both existing and new, are designed to attract our county
and local residents to come out and enjoy them along with seeing
what we have to offer in the downtown area as well as Atascadero
Lake Park. Our goal is to attract residents and visitors alike to our
area. 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. Digital results are reviewed through monthly reporting,
TOT revenue is reviewed Quarterly and Zoo attendance results are
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reviewed monthly as well. Collectively, we have seen positive
results and increases in website and digital traffic as well as TOT,
up 38% through August 2016. Zoo results are not as positive as we
would have anticipated, most likely due to a lull in having new
exhibits for our guests to experience which will change as we
introduce Madagascar in the Fall of 2016 and the much anticipated
Red Panda Exhibit in 2017.
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. Tent City After Dark will continue into 2016
with a better line up of Blue Grass music and enjoying the
Colony as it used to be.
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. . Due to the energy from the first event, this group
has continued to plan events quarterly. The Traffic Way
Business Collaborators have added quarterly being Tater
Day on Traffic Way and Paint Your Way Down Traffic Way.
The drawings that were generated from the Paint your Way
will be used as street flags to be located on our Light Poles
designating the Art District area of Atascadero. The group is
also working to embrace Entrada businesses and working on
an Art District group. Another upcoming item they are
thrilled with are the two additional cows from the Cow
Parade to help with promoting and generating awareness for
the largest public art exhibit that will be here in our county
until April 2017. Staff works as a liaison with this group and
continues to assist them in their efforts to drive traffic
downtown.
o Holiday Lighting Ceremony- The traditional Atascadero
event was held in conjunction with Main Street’s wine tour,
increasing traffic to downtown businesses. This year, Cal
Poly students are taking this event as part of their class to
make recommendations to make it better for 2016. In 2017,
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our goal will be to move the event to the day after
Thanksgiving and work to add major attractions that will
make it a place to come and see as part of the holiday
experience and in an effort to generate daily foot traffic
through December 25th to our Downtown area.
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 in 2015 City staff stepped in to
continue this very popular event. In 2015, the event drew in
over 10,000 people and over 65 food and craft vendors
(average of 55 in the past). The City will continue to run this
event and it is currently planned for December 9 th from 5-9
pm.
o Tamale Festival- The first time event was was held on
January 23, 2016 and was moved from Sunken Gardens
due to the threat of rain to the Pavilion on the Lake. This
event had 40 food and craft vendors In 2017, the event will
be on January 21, 2017 and will be held in the Downtown
area. We are looking to have 25 Tamale vendors from as far
north as King City, south to Santa Maria and east to Kern
and Fresno counties as well as SLO County. In addition to
tamales, the event will have other food and beverage
vendors and entertainment like Mariachi Bands, dancing,
etc.
o Dancing in the Streets – This is a first time event created in
an effort to expand the current signature event, Hot El
Camino Cruise Nite on Friday on the third weekend in
August. Dancing in the Streets was created to connect the
Friday evening event and Mid State Cruizers car show on
Saturday during the day with an event Saturday night. The
idea is to increase activity in the Downtown and to increase
hotel stays in our City. This event boasts five popular local
bands happening in key locations downtown that are all
playing at different times in order to give participants time to
enjoy each of the bands. The event included food trucks,
beer gardens and plenty of tunes to dance to. The event also
included community performers as well to kick off a couple of
the stages. The event was well received and enjoyed by
local and county residents and had roughly 3,000 in
attendance. We look to continue this event in 2017.
o The Showdown Corn Toss Tournament – This is a new
event that staff is working with the Knights of Columbus to
bring to the City. The Knights of Columbus is working on the
tournament side and the City is working on the fun day
portion of the event. This event has the opportunity to grow
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and become a two-day tournament. This event was inspired
by Ventura County’s largest Cornhole Tournament in the
Western United States, which is a two-day event. This event
was brought to us by the Knights of Columbus and is
scheduled to take place on October 22, 2016. Our goal is to
duplicate Ventura’s in size, but adding a Children 12 & under
bracket and a Fun Day for all ages to enjoy.
o Other Events: The City has also hosted two events this year
with other Government organizations, namely Channel
League of California Cities hosting a diner, speaker and
Historic City Hall Tours and MMASC with a Membership
Mixer and City Manager Panel for the Santa Barbara and
SLO Counties Chapter.
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 has developed
Special Event criteria and a template for these types of programs.
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.. For example, Spider Boxes were added for large events
when there are multiple vendors need power.
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, and again for the FY15/16 maintenance and rehabilitation
projects. Additional signs are being procured for placement at
other key intersection locations for project roadways and will be in
place before, during, and after construction in as much as possible .
Hold a Groundbreaking ceremony and issue press releases for each capital
project.
ONGOING. Staff often announces ground breaking ceremonies in a
press release and reaches out to media to be present for the se
ceremonies when possible. There are times we will have a grand
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breaking ceremony that is followed by a press release with the
focus to invite the media to attend the ribbon cutting. Information is
posted for each of the ground breaking ceremonies on the City’s
Facebook, Twitter, Instagram and website.
Hold a Ribbon cutting ceremony and issue a press r elease 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. Written notices are mailed in advance of construction
commencement to affected businesses and residents for all
roadway projects. The notices typically contain: project summary;
construction start dates, duration, and working hours; common
inconveniences expected including driveway access, garbage, and
mail; and project contact information including names, phone
numbers, and email addresses. Staff also utilizes press releases,
signage, and the City website and Facebook page when
appropriate for projects affecting the general public.
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. Other staff
members performing project management duties are listed as
liaisons for other capital projects and activities.
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. The 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. Staff gave a project update and other funding
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summary to the Committee in July 2016. An upcoming meeting
with the Committee will be scheduled for December 2016 to review
the fiscal year 2015-2016 annual report and community brochure,
including another update on project status.
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, roadway funding, 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. E-mail updates and
copies of Council staff reports related to road projects funding with
Measure F-14 monies are also provided to CSTOC members on a
regular basis.
Produce and widely publicize a professional sales tax measure annual report .
COMPLETED and ONGOING. Staff prepares the sales tax
measure Annual Road Report and Community Road Report that
summarizes each fiscal year activities related to Measure F-14. The
Annual Report includes detailed revenue and expenditure
information, while the Community Road Report is a brochure that
provides a summary of roadway work performed during the
reporting period, upcoming roadway projects the following year,
and pavement management strategy summary. The Community
Road Report is mailed to each property in Atascadero and both
reports are published on the City’s website after Council approval in
January of each year.
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.
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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.
COMPLETED and ONGOING. Staff prepares the sales tax
measure Annual Road Report and Community Road Report that
summarizes each fiscal year activities related to Measure F-14. The
Annual Report includes detailed revenue and expenditure
information, while the Community Road Report is a brochure that
provides a summary of roadway work performed during the
reporting period, upcoming roadway projects the following year,
and pavement management strategy summary. The Community
Road Report is mailed to each property in Atascadero and both
reports are published on the City’s website after Council approval in
January of each year.
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 and ONGOING. The sales tax measure budget is
published on the City’s website, and future budgets will continue to
be posted as they are adopted.
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.
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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
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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.
The City should evaluate pending and future risks and cons ider the
cost/benefit of continuing to retain a City advocacy consultant as
part of the next budget cycle.
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 held a successful quarterly meeting in April
of 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.
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Remain active with local government and professional organizations to understand
the effects of potential changes and, when possible, affect positive changes before
adoption.
ONGOING. Each staff member is active with their respective local,
regional and state professional organizations. In con junction 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
and later adopted a modified version of the ordinance in May 20 16,
allowing limited personal cultivation of medical marijuana.
There is a ballot measure that is on the November 2016 election
related to adult-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. Cal Chiefs has reported an increase in both
property and violent crimes statewide since the passage of
Proposition 47. The City of Atascadero has not experienced this
increase in the first six months of 2016, but we are continuing to
monitor this to ensure against the increasing trend.
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).
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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.
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. 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
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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
Staff and Council continue to monitor and advocate for railroad
safety improvements.
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.
COMPLETED. Staff has completed edits to the Land Use
Definitions Section of the Zoning Code. This amendment is the
catalyst for minimizing land use barriers and attracting new
business to the City. Clarifying and updating the land use
definitions will help clarify what one can do on their property,
thereby reducing interpretations. The land use definition update is
accompanied by a comprehensive reorganization to the format of
the zoning code. This reorganization is intended to make the code
easier to read and understand. It includes the addition of new
tables to illustrate allowed land uses and property development
standards. At the same time, staff has created a “Zoning
Handbook” which is a compilation of the most commonly used
zoning standards in an easy to understand document with graphics
and tables. This new document will live separately from the
Municipal Code. This new “document” will not be a code
amendment, but simply a way to make the existing zoning more
user-friendly.
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.
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o Review No Swimming Ordinance for Atascadero Lake Park to reconsider
allowing surf-like vessels being used on the Lake to expand recreational
activities.
NOT STARTED – present to Council in January to review current
ordinance.
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 the 2017 implementation of the 2016 building
codes. Inspectors will be attending a two hour ICC-Central
Coast Chapter meeting monthly to stay on top of the code
roll out. During the meetings there will be code update
training and discussion. Implementing the new construction
code locally will require an amendment to the Municipal
Code.
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. So far this year, the
building official has provided training seminars for engineers,
architects, contractors and municipalities. Seminars to date
have covered the 2016 changes to, Accessibility, Plumbing
and Mechanical Codes. We have averaged over 60 people
per class. There is a training seminar being held in October
in Atascadero and Santa Maria.
o Hold contractor forums regarding model construction code.
IN PROGRESS. Staff is currently providing field training with local
contractors to explain upcoming code changes. With the support of
the International Code Council, Central Coast Chapter, the Building
Official has brought training to the Central Coast contractors and
building inspectors alike. So far this year, the building official has
provided training seminars for engineers, architects, contractors
and municipalities. Seminars to date have covered the 2016
changes to, Accessibility, Plumbing and Mechanical Codes. We
have averaged over 60 people per class. There is a training
seminar being held in October in Atascadero and Santa Maria . A
Contractor’s roundtable to allow discussion with area contractors
regarding the key components of the new code will be scheduled
for December of 2016.
o Adopt new model construction code.
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IN PROGRESS. 2016 codes have been available for review since
July 2016 and will be implemented by the state starting January 1,
2017. Staff is currently working on the local implementation of the
new code and will be bringing proposed amendments to the
Municipal Code to adopt the new building code in January 2017.
.To help with the local implementation process, Inspectors will be
attending a two hour ICC-Central Coast Chapter meeting monthly.
During the meeting there will be code update training and
discussion. Additionally, a contractor’s forum/roundtable will be
scheduled in December of 2016 ahead of the local code adoption
scheduled for January 2017.
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 . The primary policy
objective of a development impact fee program is to ensure that
new development pays their fair share of capital costs associated
with growth. The purpose of the Impact Fee Study is to thoroughly
analyze and determine the amount of those costs that will enable
the City to maintain its public facility standards as new development
creates increases in service demands. This is a substantial study
and requires extensive staff time, much of this staff time from the
Public Works department. The Public Works Department has
recently become fully staffed and has also been working on other
priority projects such as the Measure F-14 road projects, as they
continue to work on the details of the Impact Fee Study. However,
given the effort for providing updated cost estimates for the
numerous projects in the study, an engineering consultant may
need to be hired to assist staff with costs estimates. The Study is
now over 50% complete and staff expects to bring this for Council
consideration in Spring 2017.
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. The applicant team has
completed an update to the fiscal analysis and will soon be
submitting the updated analysis to the City. The City has hired a
consultant to start work on a Community Facilities Distr ict, however
this effort has been on hold awaiting the clarification on the project
approvals such as the Specific Plan and the EIR. We will soon be
moving forward with these significant portions of the project.
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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.
COMPLETED 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 redevelopmen t 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 question s and
concerns.
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 advise and
discuss options available to meet new stormwater regulations,
including aiming for certain thresholds that would negate post-
construction mandates and providing more cost-effective
alternatives during construction.
o Minimize impact on potential redevelopment opportunities in the
Downtown.
ONGOING. The new storm water design standards attempt to
minimize impacts on redevelopment opportunities as much as
possible, including providing flexible options for landowners to
obtain compliance with new stormwater regulations. Staff has
incorporated exemptions to the maximum extent possible and
considers off-site mitigation opportunities available as a viable
option for alternative compliance. Staff is also evaluating potential
Downtown Watershed Management Plans (“Districts”) that involve
identifying drainage and stormwater improvement projects that are
not necessarily affiliated with the redevelopment, but can be used
as “credit” or mitigation for not meeting the required stormwater
regulations on-site.
o Implement and adjust post-construction maintenance and monitoring
strategies that are reasonable and practicable.
IN PROGRESS and ONGOING. The new design standards
minimize monitoring and reporting activities as much as possible
including providing flexible options for landowners to obtain
compliance with the new standards. However, the state regulations
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require operation and maintenance agreements for developments
with post-construction maintenance and monitoring. The City will
use and track standard agreements to obtain future verification
from developers with post-construction requirements.
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 reviewing
new Onsite Wastewater Management Plan (OWMP) requirements
adopted by the State Water Resources Control Board in 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 by the May 2019 deadline. 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. A
LAMP will require additional staff time and costs to develop and
implement, as well as annual reporting requirements after
implementation. However, staff believes a LAMP will provide
design standards that fit Atascadero’s unique character and
environment which the new OWMP requirements do not address.
Staff is currently attending SLO County’s LAMP Technical Advisory
Committee to understand the LAMP process. Updates will be
provided to the Council on a regular basis.
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
protecting groundwater. City representatives including two
Councilmembers have met throughout 2016 with representatives
from the City of Paso Robles, Templeton Community Services
District and AMWC to discuss future management and
sustainability for the Atascadero basin.
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.
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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. A LAMP will
require additional staff time and costs to develop and implement, as
well as annual reporting requirements after implementation.
However, staff believes a LAMP will provide design standards that
fit Atascadero’s unique character and environment which the new
OWMP requirements do not address. Staff is anticipating hiring an
engineering consultant to assist in developing and obtaining
approval for a City LAMP. This effort is anticipated to begin by the
end of 2016. Updates will be provided to the Council on a regular
basis.
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.
o Collaborate with decision-makers on a Regional and Statewide level to
ensure reasonable and practicable regulation reform.
ONGOING. City representatives including two Councilmembers
have met throughout 2016 with representatives from the City of
Paso Robles, Templeton Community Services District and AMWC
to discuss future management and sustainability for the Atascadero
basin. Collaboration on management of our water resources
continues to be a top concern of the City and our region.
City representatives also 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.
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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 regularly 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. City representatives including two
Councilmembers have met throughout 2016 with representatives
from the City of Paso Robles, Templeton Community Services
District and AMWC to discuss future management and
sustainability for the Atascadero basin. Based on recent rulings
from the State Department of Water Resources and our
collaborative meetings with other entities overlying the Atascadero
Basin, it appears that the Atascadero Basin will be managed
separately from the Paso Robles Groundwater Basin. There
continues to be significant risk and work to be done in this area.
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 Supervisor 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 was successful in meeting State mandate of 28%
reduction in its consumption. A presentation was made to the City
Council in September 2015 outlining the water conservation steps
taken to achieve the reduction goal. In May 2016, the State
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dropped the conservation mandate and gave individual water
districts broad control over conservation orders. In June 2016,
AMWC developed a conservation standard that eliminates the 28%
reduction mandated by the State but still encourages its customers
to voluntarily reduce water use by 15% compared to the 2013 base
year. City operations have not changed significantly since AMWC
dropped the mandate and water consumption for municipal facilities
are approximately 25% less than 2013 consumption.
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 regularly with
representatives from the Water District to discuss all water issues
including those actions related to drought regulations.
Make City’s Affordable Housing Program More Developer Friendly While
Continuing to Work Toward Regional Housing Needs Assessment (RHNA) Goals
Revisit Atascadero’s affordable housing policy looking for potential opportunities
to reduce requirements for new development.
o Compare the City’s affordable housing policy against other jurisdictions
within the County and of similar size throughout the State and provide the
City Council with a management report.
NOT STARTED. This effort had been delayed due to other project
priorities such as Eagle Ranch, Wal Mart and the Zoning and Sign
Code updates and is expected to be started in late 2016 with a
management report to follow.
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 other project
priorities such as Eagle Ranch, Wal Mart and the Zoning and Sign
Code updates and is expected to be started in late 2016 with a
management report to follow in early 2017. Although the City has
been exceeding RHNA requirements, the allocation of very low
income units has continued to lag despite a large number of market
rate apartment units being completed. The recent analysis
completed by staff has illustrated that by early 2017 we will be on
target for all levels of affordable units.
o Explore developing new multi-family zoning ordinance standards to
provide more market based solutions for moderate income / workforce
housing (affordability by design).
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NOT STARTED. This effort had been delayed due to other project
priorities such as Eagle Ranch, Wal Mart and the Zoning and Sign
Code updates and is expected to be started in late 2016 with a
management report to follow in early 2017. The heavy demand for
rental apartment units has resulted in the rapid development of
many new, large apartment projects. In the next 2 years, more than
400 rental apartment units and other forms of attached housing will
be added to our Atascadero housing stock. Projects such as
Emerald Ridge (200+ units); Hartberg (100+ units), Atascadero
Family Apartments (+/- 100 units) and several other projects within
Dove creek are now moving forward. With these housing units in
place, we will have greatly exceeded the number of housing units in
the “workforce” housing category that were anticipated by our 2014
Housing Element.
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 other project
priorities such as Eagle Ranch, Wal Mart and the Zoning and Sign
Code updates. This effort is expected to begin by summer 2017.
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 study
updating development impact fees.
IN PROGRESS. 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 subsidizing impact fees for second units that are
clearly much smaller than the average single family residence.
o Consider amending the City’s Zoning Ordinance for development
standards for efficiency units.
NOT STARTED. This activity may occur in early 2017 along with a
look at other potential zoning ordinance amendments.
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Implement a customer service program to assist existing projects under
development in complying with the affordable housing conditions of approval.
ONGOING. City Staff has actively worked with developers and the
real estate agents to understand the City’s existing affordable
housing policy and conditions. Staff have met at City Hall and at
development sites to review the program, help with paperwork, and
answer questions. Staff also assists developers and home
buyers/sellers through the escrow process and is able to refer
people to outside agencies such as People’s Self Help Housing for
additional assistance beyond what the City can offer. 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. Staff
has completed work on amendments to the sign ordinance and
creating a sign handbook as a method of marketing the availability
of quality sign types. City council approved an extension to the fee
reduction for building permits for an additional 18 months beginning
August 2016
Continue program for reduced Administrative Use Permit fees for signs through
September 2016.
ONGOING. Since inception of the sign program, at least 14
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.. City Council
recently approved an 18-month extension on the reduced fee for
sign exceptions through the use permit process. The new sign
ordinance will reduce the need for sign exceptions since the
regulations have now been amended for additional flexibility to
recognize the need for larger signs and different sign types.
Evaluate effectiveness of reduced fee program for signs and bring report back to
Council prior to expiration of the programs.
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ONGOING. 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 and again in August 2016 and
introduced proposed amendments to the sign ordinance. Staff
brought the revised Sign Ordinance along with a new Sign
Handbook to City Council on September 27, Staff continues to
work with the remaining non-compliant business owners to assist
them in coming into compliance with the City’s sign ordinance. This
effort has included several visits by staff to businesses along El
Camino and Morro Road. During these visits, staff assisted
business owners with removal of non-compliant temporary signs
such as banners and A-frames that were placed on fences or
sidewalks.
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.
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. Recently staff contacted the owners of sign
companies to check in on progress and to let them know about
proposed sign code amendments.
Develop a positive recognition program for those businesses that are in compliance
with sign ordinance and that pledge to “Improve Atascadero Signage”.
COMPLETED. 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. This was
a successful way to acknowledge those businesses that came in to
compliance.
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Highlight new signage installs through social media and other positive outlets.
ONGOING. Staff will continue to post new signage installs through
the City’s website page and presented the “Beautification Pledge”
with personal visits to reward our local businesses in person. With
the adoption of the new sign ordinance and the new creative signs
that will be allowed, staff will launch into Phase II of the sign
recognition program. We will work with businesses to highlight new
professional signage opportunities as they are installed. We will
promote the new signs on social media and our website.
Recognize businesses that provide signage that fosters character and innovative
designs through an award or other type of recognition.
ONGOING. Staff recognizes 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. Once the new sign
ordinance goes into effect, staff will implement a sign award
program recognizing outstanding, professional and innovative sign
designs.
Provide the City Council with an Improve Atascadero Signage Clean -Up Campaign
7update 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.
Additional updates were provided in August 2016 with almost all of
the temporary signs removed from business throughout the City.
Continue to work with the Chamber of Commerce to help business understand the
signage ordinance and requirements.
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 and several additional efforts were completed in
2016 . From this additional communication many more businesses
have been brought into compliance. This process will be ongoing
as new businesses arrive and new signs are introduced.
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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. A second update was brought back to Council in August
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 remaining businesses. 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.
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.
Proposed new sign ordinance amendments focus on additional sign
area for these multi-tenant signs.
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.
IN PROGRESS. Staff is in the process of drafting a stock
monument sign plan that includes appropriate dimensions,
engineering and typical design layout that meets City sign
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standards and engineering/building standards that could be used
by businesses seeking additional multi-tenant signage. This will be
completed by late 2016.
Explore a building permit fee waiver incentive program for commercial store front
improvements.
IN PROGRESS. Because of the complications and legal issues
with a fee waiver program, a store front fee waiver program has not
been adopted at this time. Instead, staff has been looking to other
programs to stimulate commercial store front improvements. . The
most significant impediments to store front improvements, at this
time are the triggered requirement for accessibility improvements,
fire sprinklers, and other upgrades that do not allow flexibility.
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.
COMPLETED. Staff has drafted much needed amendments to the
City’s sign code in addition to the development of a sign handbook
that will be an aid to both staff and business owner. The City
Council approved the first reading of the new sign ordinance at their
September 27, 2016 meeting. The new ordinance and sign
handbook are expected to go into effect in November of 2016. Both
of these documents will be available on the City website.
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. Marstons 101 and Streetside Alehouse
restaurants as well as several of the larger residential projects
currently under construction.
Commit to accepting only complete plan checks for submittal.
IN PROGRESS. Building and Planning are continuing to work to
consistently accept only complete plan checks. New checklists at
the counter have been created to assist with this process. Intake
meetings are regularly scheduled with larger more complex projects
to help guide applicants towards a complete and accurate plan set
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prior to its actual submittal. With smaller projects, staff provides
direct assistance to applicants to help them understand the
importance of a complete plan check and the time that can be
saved in the process. Staff is meeting on a weekly basis to discuss
incoming plan checks and how to guide applicants towards more
complete plan sets. This is an ongoing effort, as many community
members are used to a process that allowed a piecemeal submittal.
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. Staff has tentatively
selected a vendor this system and is currently completing an in -
depth review of the system including visiting other cities with this
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 late 2017/early 2018.
Actively communicate with owners and consultants if there is the same plan
check comment through multiple submittals.
ONGOING. 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
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alleviate some stress associated with unattainable workloads. And
innovative programs such as the one-time leave buy-back program
that was offered June 2015 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 PROGRESS. 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.
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.
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 in 2018. Implementation of our new permit tracking
system (which is scheduled for 2018) will greatly aid this process.
Additionally, community development staff is being trained to be
able to provide this service for minor permits.
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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
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, 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. Staff joined a mentor group with other
communities through the Sunshot Solar program. Thi s group was
sponsored by PG& E. As part of this program, staff worked with
other communities to identify ways to shorten the permitting
process and learn about the latest equipment options.
Provide full time front counter consultation for questions on in stallation.
ONGOING. Staff provides front counter and phone
guidance/consultation in both code and manufactures
interpretations for PV systems.
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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.
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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. The Police Department has
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
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partnered with the School District to hire a School Resource Officer.
The School Resource Officer is meeting with the administrative
staff at each school to discuss ongoing safety concerns and will
train with school staff in the response to critical incidents.
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. Staff also participates in
Lighthouse fundraising events including the Golf tournament and
5K run.
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. The next reality tour is scheduled for March of 2017.
o Support the mentorship program.
ONGOING. Staff has worked with Del Rio High School Principal
Chris Balogh on the Lighthouse mentoring program. Commander
Allen has mentored students that are interested in a law
enforcement career and will continue to do so as requested by the
schools or other interested community members.
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. This is a revolving program and each school has an
opportunity to participate once every four years.
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 active participants assigned to
this team. The team conducts quarterly scenario based training
exercises. They were deployed to the Cuesta Fire in 2015 and
recently to the Chimney Fire at Nacimiento Lake.
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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 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. City Managers
appointed 3 City representatives to negotiate with County. Items
being discussed include the cost of the shelter, city input/oversight
during design and construction of the shelter, the ability of the cities
to opt in or out of using the County for animal control, and the
governance of the shelter,
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
softened on their original 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. City Managers appointed 3 City
representatives to negotiate with County. Items being discussed
include the cost of the shelter, city input/oversight during design
and construction of the shelter, the ability of the cities to opt in or
out of using the County for animal control, and the governance of
the shelter,
o Evaluate funding allocations for new shelter facility 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.
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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. This program is importa nt to help
reduce the community’s vegetation fuel load.
ONGOING. The City received $30,000 for the Fiscal Year
2015/2016 Chipping Program.
The Fire Department did not receive grant funding for the Chipping
Program for the fiscal year 2016/2017. We have applied for a
$16,500 2017/2018 grant through the County o f San Luis Obispo
Fire Safe Council. Notifications of grant awards will be given in
February, 2017.
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
project runs roughly from the Castlerock Development to just north
of Tassajara Canyon. The project is 75% completed and is
expected to be finalized in 2017.
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 Fire Department has applied for a
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FEMA Safer Grant and is awaiting grant award status. 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. In 2016 the Police Department used
SLESF and re-alignment grant funding to implement the body
camera program and to install a fully simulcast radio system.
Collaborate with the County Fire Chiefs and the Sheriff to develop governance of
the county CERT team.
IN PROGRESS. CERT has reorganized into "San Luis Obispo
Regional CERT". A public works staff member has been elected as
one of seven committee members elected by a majority vote to a
one year or two year term. The City staff member will serve a two
year term as "Director of Safety" for San Luis Obispo Regional
CERT. SLO Regional CERT is currently working on a full
insurance coverage policy that will cover members that are either
deployed to an emergency or even for standard training exercises .
They are also working on creating a working budget that includes
being under the Sheriff's Department "Not for Profit" conditions.
SLO Regional CERT continues to work on a number of other
details and is making great progress.
House one county CERT team trailer here in Atascadero.
ONGOING. The CERT team trailer is housed at Fire Station #1
and was utilized in the September 2016 “Sheriff’s at the Ranch”
event at Madonna Inn Expo.
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 part of the CJAA Criminal Justice Administrators Association.
o Remain a member of the Regional CICCS Committee.
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. The new Fire Chief will be
encouraged to actively participate in State and County Fire Service
Organizations and committees.
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.
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ONGOING. The program has been rolled out to the community and
it is expected that future use will be expanded. This program will
become the responsibility of the newly appointed Administrative
Sergeant. He will work to improve the department’s use of these
tools in the coming year.
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. Police Department staff have utilized this self-
directed model on a limited basis.
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.
ONGOING. Standardized governance and training should be
completed for implementation in 2017.
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. Local Hazard Mitigation Plans are required to be
revised every 5 years to reflect any hazard changes within the
plans. In 2013, the City began re-writing and changing the existing
format of the plan. City staff and the public provided input
consisting of Hazard Analysis, Hazard Mitigation actions, Hazard
Identification, Vulnerability Assessment and Risk Assessment.
Planning meetings with partner staff was conducted through the
entire revision process. The Plan was completed and submitted to
California OES, was approved by FEMA in September of 2015 and
in October 2015, Council adopted a resolution approving the 2015
Update of the Local Hazard Mitigation Plan.
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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. A second K9 has be purchased and trained using a
combination of donated and SLESF funds. The K9 and his partner
are currently in service.
Collaborate with the County Fire Chiefs and the Sherriff to develop governance
of the county CERT team.
IN PROGRESS. CERT has reorganized into "San Luis Obispo
Regional CERT". A public works staff member has been elected as
one of seven committee members elected by a majority vote to a
one year or two year term. The City staff member will serve a two
year term as "Director of Safety" for San Luis Obispo Regional
CERT. SLO Regional CERT is currently working on a full
insurance coverage policy that will cover members that are either
deployed to an emergency or even for standard training exercises.
They are also working on creating a working budget that includes
being under the Sheriff's Department "Not for Profit" conditions.
SLO Regional CERT continues to work on a number of other
details and is making great progress.
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. The Fire Department has
worked to facilitate Citywide training at the Federal Emergency
Management Institute (EMI) in Maryland in October of 2016.
Representatives from all City Departments participate d in
emergency operations training to prepare our community in the
event of a major natural disaster.
Hold a Disaster Preparedness Committee Meeting.
ONGOING. In the spring of 2016, new staff members were
appointed to the Disaster Preparedness Committee and a meeting
was held in July. The Disaster Preparedness Committee played a
significant role in developing the disaster drill and training for
Atascadero’s Emergency Management Institute training held in
Maryland in October of 2016.
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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.
In addition, Atascadero and Paso Robles firefighters participate in
bimonthly technical rescue training, and Atascadero members of
the County Hazardous Materials team drill monthly. Both of these
types of emergencies require constant training and proficiency due
to their technical nature.
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, with
approximately 15-20 hours of staff time dedicated to complete the
grant application. Over 160 applications were submitted and only
10-12 grants were awarded. Approval of our grant request was
awarded in May, 2016.
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 .
COMPLETED. In May, 2016 approximately 40 City staff members
participated in a tabletop EOC exercise. An extensive time
commitment was given to write and deliver the exercise and then
prepare an after-action report and improvement plan.
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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 was expected to be
part of the 2017-2018 Budget; however due to maintenance
projects scheduled at the EMI facility, EMI officials asked the City to
move up their training date. The City was happy to attend in
October of 2016 rather than have to go back through the
competitive grant application process for a later date. Because
FEMA covers most costs associated with attending the training,
funds are available in the 2016-2017 Budget to cover City costs.
o Attend EMI Class FY 2017/18.
IN PROGRESS. The City was awarded a FEMA grant to attend the
EMI training exercise in October of 2016.
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. This program saw early successes and large narcotics
investigations that resulted in removing dangerous drugs and drug
dealers off of our streets. The two detectives assigned to this detail
were both promoted recently and their replacements have just been
selected. As the two new detectives begin their new assignments,
we anticipate ongoing successes making the community a safer
place.
Continue to monitor Response Standards and evaluate deployment model for
performance.
ONGOING. The Fire Department reviews and evaluates all fire
response data against standards.
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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. Some minor glitches
with the system were reported and are being fixed. Use of the
system has met with primarily positive results.
Investigate the effectiveness and viability of using body worn cameras for our
officers. This will be done in cooperation with local area law enforcement
partners.
COMPLETE. The department has acquired the appropriate file
storage for a test phase and is currently testing the Coban Body
Camera System. The Body Worn Camera system was selected and
implemented department wide. To this point the system has proven
highly effective in resolving officer complaints and in the collection
of evidence. Digital storage of the data is still a concern and we are
monitoring the storage to determine any long term concerns.
Chief Haley gave a presentation to Council on the City’s use of
body worn cameras.
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. The Police Department has eliminated the previous Mission
and Vision statements in favor of our Purpose, Goal, and Methods
motto. The primary focus of this effort is to continue to increase the
professionalism with which we serve the public.
Leverage of SLESF funding to provide line level of ficers 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.
In 2016 the Department used SLESF and re-alignment funding to
assist in the purchase of a Command Vehicle, new K9 Unit, Body
Camera System and Simulcast Radio System.
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 2015 Staff is reviewing similar municipal Debris
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Management Plans with an anticipated final draft completed in early
2017.
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. Staff
has actively worked to issue citations and/or take appropriate
enforcement action against subjects who are in violation of the
camping ordinance and committing other crimes.
Work with local area law enforcement partners to develop appropriate 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.
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. The new engine meets all required safety and
emission standards. It has increased compartment capacity to meet
our needs for carrying additional equipment
Refurbish Engines #7592 & #7591
COMPLETED. Staff determined that the refurbishment of E-7591
and E-7592 would cost effectively extend the service life of these
two engines. The fire service industry has begun to embrace the
concept of fire apparatus refurbishment. Historically, the industry
has not refurbished fire apparatus because Occupational Safety
and Health Administration (OSHA), National Fire Protection Agency
(NFPA), Environmental Protection Agency (EPA) and Federal
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Department of Transportation (DOT) standards continued to
change, making fire apparatus obsolete 10 -15 years after its
manufacture date. Engines 7591 & 7592 were well built and sit on
the best chassis in the industry. Staff purposely specified these
engines to be built with longevity as a primary goal. These two
engines were ideal for refurbishment and will serve the community
8 years longer than previously planned. Engine #7592 was
completed in August, 2016. Engine #7591 was completed
December 2015. These two engines were refurbished at one-third
the cost of purchasing two new engines, giving them 8-10 years
additional service life.
Replace breathing apparatus.
COMPLETED. After critical analysis, staff concluded the most
prudent and best long term solution was the replacement of the
fleet as opposed to refurbishing the current aging SCBA’s. The
existing fleet of SCBA’s was 4 generations behind the current
technology of SCBA’s. While staff could have recommended
refurbishing the current units and extending the life of the SCBA
“backpacks” by 5-6 years, they SCBA’s would still be antiquated
technology and the 15 year old high pressure cylinders would have
to be replaced per US DOT standards The breathing apparatus
specifications were completed August 2015 and an order was
placed September 2015. Units were delivered and placed into
service June, 2016. These breathing apparatus units have
advanced technological capabilities and meet all current safety
requirements.
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. Carpeting has
been replaced in some of the high traffic areas, the exterior of the
building was painted and the locker rooms are currently being
remodeled. The new updated modernized appearance of the
police station not only has improved morale, but also contribu tes
the Department’s goal of being the premiere law enforcement
agency on the Central Coast.
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.
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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.
Improve evidence processing capabilities with enhanced cell phone forensic and
fingerprinting equipment.
COMPLETED. Equipment has been purchased and put into
service. We are currently working with other county law
enforcement agencies to establish a cyber forensic lab at Camp
San Luis.
Evaluate the need for new Fire Based Records Management Systems (RMS)
that is federally required HL-7 data compliant for medical records.
IN PROGRESS. Funding through a County Homeland Security
Grant has been approved for purchase of hardware and software
associated with the RMS. Purchase is anticipated in 2017.
Replace the fire departments 5 Cardiac Heart Monitors.
COMPLETED. Cardiac monitors were purchased and placed into
service in September, 2016. The new EKG monitors have the
capability to monitor CO-oximetry for carbon monoxide poisonings
during patient care. The EKG monitors also have the capability to
monitor firefighters during rehabilitation from exposure to smoke, as
required by the State. The monitors automatically populate patient
data fields to Electronic Patient Care Reports (EPCR) programs for
real time care. Also, with the integration of Wi -Fi, the new monitors
will sync information to cloud based data systems that will
automatically send data to specialty hospitals around the County to
increase efficiency to diagnose and treat patients with cardiac
emergencies. This information will also be uploaded to the State
and local EMSA agencies for mandated reporting. The monitors
assist personnel with increased efficiency in report writing.
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
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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. In recent months there have been upgrades to the CAD
System and the vendor is openly working with staff to resolve any
issues that arise. At this time the system is working satisfactorily.
Install “rat boxes” that monitor the exact moment when a ligh t turns red,
improving officer safety.
COMPLETED. Rat boxes were installed at selected signal lights in
2015. The rat boxes are working effectively in assisting officers
with traffic enforcement.
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. Quincy Engineering was hired to perform
preliminary and final design and prepare construction plans for the
project. The design phase of the project will stretch over several
years and construction is expected to occur in 2019.
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. Quincy Engineering was hired to perform
preliminary and final design and prepare construction plans for the
project. The design phase of the project will stretch over several
years and construction is expected to occur in 2018.
o Work to secure funding for the construction phase of t he 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.
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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. The traffic sign and pavement management plan is
anticipated to be complete prior to, and for inclusion into, the next
budget cycle.
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 and
policies are being drafted to develop standard processing of these
requests. The form and procedures will be included on the City
website, including other public outreach related to common traffic
issues (stop signs, speed limits, etc.). This work is anticipated to be
completed by early 2017.
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 Collection
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System. The Master Plans will be presented to City Council for
consideration in late 2016/early 2017.
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
late 2016/early 2017.
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.
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Atascadero Lake Park, Pavilion,
Veterans Memorial and Zoo
Action Plan
2015-2017
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
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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
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
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best for ongoing maintenance needs, ongoing staff time
commitments, cost effectiveness of the repair, and how long the
repair will last.
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.
COMPLETED. The structure and netting for the aviary have been
repaired and rehabilitation of the area is complete . The new aviary
exhibit opened Spring 2016 with new birds and an enhanced
entrance. Children in particular seem to enjoy the new “bird
watching outpost” entrance. New birds have continued to arrive
throughout the summer and are moved into the exhibit once they
have completed the quarantine process. Updated graphics are
being ordered and once placed will complete the aviary renovation
project.
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 burrowing owl exhibit was
completed in 2015. A new year round tortoise house has been
built, along with a pergola and the framework for a new exhibit.
The area was re-designed to provide more animal viewing and to
eliminate the old-style linear pathways. Public Works staff helped
install new fencing and repaved the entire area. Final touches to
the area, include a large wall mural, and the addition of black
parrots. The exhibit is expected to be open to the public in late
October 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.
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Old Bear Exhibit
IN PROGRESS. Staff continues to look for funding to
rehabilitate the Old Bear Exhibit Area. Displaced birds from
the aviary were on exhibit in this area until completion of the
Aviary exhibit or until they were placed in another zoo. The
existing netting was removed and a new cage has been
placed at the front of the exhibit. The cage will house the
Asian birds that the zoo has received in anticipation of the
new Red Panda and Indo-Burma bird exhibit. The back was
renovated to house the Great Horned Owl, while
construction takes place for the Red Panda exhibit near his
current housing.
Red River Hog Exhibit
IN PROGRESS. The Red River Hog passed away this year.
This exhibit will be renovated to house the Bat Eared fox and
African Crested Porcupine. Another mixed species South
American exhibit will then be housed where the bat eared
foxes currently reside. The South American exhibit will
house both Titi Monkeys and a new Hoffman Sloth. The
Fisher will be relocated from its current exhibit to the former
Titi Monkey exhibit while construction takes place on the
new Red Panda exhibit.
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
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. An architect consultant has been hired to
perform design and prepare construction plans. Design work
has begun and will continue during winter 2016/2017 with
construction expected in mid to late 2017. An update will be
provided to Council during design showing design concepts.
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A temporary education area has been set under a large oak
tree at the back of the zoo near Highway 41. Public Works
staff worked with Zoo staff to clean up this area, trim the
tree, grade the area, add storage and ensure that education
programs will continue throughout construction of the Red
Panda exhibit and the new outdoor event area.
Old outside Tiger Holding Area
IN PROGRESS. Staff made significant repairs and
modifications to this unused holding area. As part of the
project, a new roof was installed and the height of the
holding area was increased by 10 feet to make this area
more suitable for other species. These changes will allow
the Zoo additional flexibility in moving, quarantining, and
exhibiting animals.
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 Exhibi.t New railings were
installed throughout the new Madagascar exhibit areas and
staff continues to look for opportunities to replace fencing.
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
a large area near the Madagascar Radiated Tortoise Exhibit
Project was re-paved, solving drainage issues, changing
pathways and eliminating potential trip hazards.
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.
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Repair floor in Education Animal Holding Building
COMPLETE. The floor was repaired in the Education
Animal Holding building.
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. In 2015 - 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.
To further incorporate the zoo and its conservation and
education messages, in 2016, zoo educators brought some
of the education animals out throughout the night of the
festival for patrons to meet and learn about these animals up
close.
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, the contract has been
awarded and construction is expected to begin in mid-October
2016.
o Install a new toucan exhibit.
IN PROGRESS. Grant funding was obtained for a new toucan
exhibit. We have obtained a pair of Keel-Billed Toucans which are
currently being house in a temporary space for breeding while the
exhibit construction moves forward. Completion of the exhibit is
expected Summer 2017.
o Complete the new Walkabout Wallaby Exhibit.
IN PROGRESS. Perimeter fencing and establishment of a walking
path has been completed. We have also completed the holding
buildings and once the main electric utility was completed, we were
able to install new power connectivity to the new buildings. We are
currently working on running new water systems to the buildings.
Completion of the exhibit is expected Spring 2017.
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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. We recently met to discuss expediting some
administration functions to provide better customer service and
better serve their membership. We are also devising new methods
to integrate the Friends into Zoo events and activities. The Friends
of the Zoo, held a strategic planning session with a founding board
member of the Sequoia Park Zoo Society. Sequoia Park has a
very active and successful Zoo Society.
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, met with the Friends to assist with the
strategic planning to help get Zoo staff and the Friends on the right
track. In spite of several efforts on behalf of both parties, due to
time constraints, this continues to be a challenge. Both parties
have agreed to prioritize improving communications over the
coming months
Encourage Friends of the Charles Paddock Zoo to recruit local volunteers and
Board members to add to the core Board in existence.
IN PROGRESS. In 2016, a consultant from the Sequoia Park Zoo,
a similarly sized and organized zoo, came down to meet with the
City and the Friends regarding steps to energize the Friends. We
recently met with the Friends to discuss how Zoo staff can assist
the Friends with these efforts. Staff recently met with the President
of the Friends to discuss ways City staff can help the Friends start
adding both Board members and volunteers. The P resident was
going to discuss the various ideas presented with his fellow board
members and will get back to the City. The proposed changes
were designed to help improve customer service to Friends
members and the public.
Attend the AZA Conference and Board meetings as appropriate to insure that
Zoo staff and City Manager are up to date on modern zoological practices.
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. The 2016 AZA annual conference was held in
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San Diego this year, allowing several staff members the opportunity
to attend at least some portion of the conference.
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 has recently updated and in August, effectively
launched the redesign of the Pavilion website. Staff is working on
marketing the website on Facebook and in all advertising efforts.
Currently, staff is tracking what is coming through the site and has
already seen results with bookings and increased activity.
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 on KSBY and
targeted Charter Media channels and programs like Shark Week in
August, on radio with commercials as well as talk shows, print ads,
digital banner ads, outdoor advertising on billboards both outside
and inside city limits, and inside on the Hearst Castle busses
Events promoted have been from one -time events, like the60th
Anniversary Celebration to new events like Brew at the Zoo to
ongoing events and activities like Ice Cream Zoofari, Spring and
Summer Camps, Zoo Boo and Holiday Magic. Staff has promoted
the Atascadero Lake Park with the Saturday Concert series across
radio, social media, posted across media calendars as well as
digital banner ads Staff is also promoting Faces of Freedom Vets
Memorial via outdoor advertising in City limits and outside of City
limits on the Hearst Castle busses. In addition, the entire area is
being promoted on Visitor TV at SLO County Airport and SLO
County hotels. The Zoo, Veteran’s Memorial, Pavilion and Lake
Park are continually being promoted 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 include tours for Wine Festival Committee
Members, Zoo educators bringing animals out for Brew at the Zoo
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as well as to our City booth at Lake Fest. We prepare and
distribute press releases for things such as the February ribbon
cutting for the Aviary remodel and the birth of baby flamingos this
spring. We look for opportunities to reach out to the community
through presentations on Turtles in Trouble and the Red Panda
Exhibit to Rotary members and on radio talk shows when promoting
Brew at the Zoo. Most recently, we worked with Debbie Arnold and
TBID to sponsor a cow as part of the Cow Parade SLO traveling ar t
exhibit coming to our county in September 2016. The cow chosen
was “The Cow Who Wanted to be a Turtle” so that we could cross
market the Zoo along with the opportunity to provide exposure to
our Turtles in Trouble program.
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 Spring 2017.
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. In addition, we
have placed ongoing press releases out to promote the variety of
events we have from reintroducing Brew at the Zoo, to promoting
ongoing events such as Ice Cream Zoofari and Zoo Boo, to new
babies being born and most recently, the Turtle Cow promotion that
ties into the Zoo’s Turtles in Trouble program and opportunity to
cross market the Zoo during the time frame the Cow is featured
here in our City.
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
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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. An architect consultant has been hired
to perform design and prepare construction plans. Design work has
begun and will continue during winter 2016/2017 with construction
expected in mid to late 2017. An update will be provided to Council
during design showing design concepts.
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, City Facebook page, City
Instagram and Twitter and the City and VisitAtascadero websites
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, Lake Fest,
Wine Festival, Holiday Boutique, etc.
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.
COMPLETE. A key component of the Highway 41 Complete
Streets Feasibility Study is to provide a link between the Downtown
district and Lake Park complex. The goal of the study is to examine
transportation alternatives that would enhance mobility,
connectivity, safety, and accessibility for roadway users. The study
was approved by Council in September 2016.
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.
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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.
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
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 quote was
received for a more significant pipe repair project under San
Gabriel Road using a specialized trenchless technology, however,
the contractor backed out since it was not enough work to travel
from the LA area. Staff is evaluating other pipelines, including
sanitary sewer, to develop a more substantial project to attract
attention of contractors with this technology. Maintenance staff
repaired a section of pipe near the intake that had a significant hole
in September 2016. Currently, the pipeline is fu nctioning in such a
manner as to not impede any flow from the river.
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.
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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 each October and the Lake
Informational Bulletin Board installed near the Ranger House.
Friends of the Lake constructed the Po rtola Well Supply Pipeline
project during Summer 2016. Council also approved an agreement
with Friends of the Lake for operation of the pipeline and staff
worked closely with Friends of the Lake coordinating the project
and performing construction inspection. Maintenance staff
constructed a rock outfall into the lake for the pipeline supply. Staff
also modified the Fish and Wildlife permit to include tree and
vegetation maintenance for the lake island, which will be a focus for
the annual lake clean-up day on October 8, 2016.
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.
COMPLETED. Fountains and the Solar Bee aeriation devices
were reinstalled in early 2016 and have been operational
throughout the year.
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.
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.
2016 Lake Clean-Up Day is scheduled for October 8 and will focus
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on removing downed trees and other vegetation in and around the
lake island.
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 has evaluated repair needs of the
gazebo structure, and are considering means and methods for
long-term use and vitality, including a future Eagle Scout project. 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 Atascade ro
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. The annual Creek
Clean-up Day occurred on September 24, 2016 and involved
approximately 75 volunteers.
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. An
architect consultant has been hired to perform design and prepare
construction plans. Design work will occur during late 2016/early
2017 with construction expected in mid to late 2017. An update will
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be provided to Council during winter 2016/2017 showing
preliminary design concepts.
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 May 2016. Staff will continue to bring an annual review
and assessment of fees for Council consideration.
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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
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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 in 2017
Prepare a E 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. Staff has recently updated a wine trail map that
already existed. Once the Three Bridges trail is nearing completion,
staff will work to prepare a bike and trail map. Staff will provide the
brochure here at City Hall as well as to local hotels and the website.
Project completion is expected in Spring 2017.
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. In 2015, Staff met with representatives from the
Bicycle community to review what it would take to be a Bike
Friendly Community. With the completion of the Hwy 41 corridor
study, and a plan to complete an EL Camino Real Master plan that
focuses on both zoning for commercial nodes and on community
connectivity some of the key components are falling into place to
get us closer to becoming a Bike Friendly community. In early
2017, staff will again meet with the Bicycle community to determine
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whether we have the plans and components in place to achieve this
designation.
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
interviews with different news media across local TV, radio and
newspapers. This should be up and running by Winter 2016/2017.
Continue and publicize the hugely successful annual Conservation Celebration.
ONGOING. 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 was be promoted through Visit Atascadero ,City
websites and Facebook pages, Visit Atascadero Instagram and
other media outlets.
Promote the City’s solar program achievements.
NOT STARTED. Staff is implementing a promotion plan to
advertise Solar accomplishments through our annual Zoo
Conservation Celebration beginning in the spring 2017 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.
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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 has completed construction
of the on-site trails and is planning a grand opening in Spring 2017.
Staff worked with its consultant to prepare final design and
construction plans for the trailhead parking lot/access road in
Summer 2016. Construction has been awarded and will occur in
Fall 2016 with completion anticipated in time for ALPS grand
opening in Spring 2017.
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
additional costs that would have been triggered for contractor
stormwater monitoring during winter suspension. Construction
resumed in August 2016 and is expected to be substantially
complete by the end of 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 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. Construction
for a 10-foot wide “missing link” multipurpose path on the east side
of El Camino Real in front of the State Hospital is expected to occur
in Fall 2016 using CDBG monies. The County is pursuing
becoming a “Self Help” county with a one-half cent sales tax
measure to be used on transportation needs. Measure J is on the
November 2016 ballot and will require a 2/3rd voter approval to
pass. An investment plan has been approved which includes
funding for regional bike facilities including the Atascadero-
Templeton Connector and Local Choice projects.
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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 County is pursuing
becoming a “Self Help” county with a one-half cent sales tax
measure to be used on transportation needs. Measure J is on the
November 2016 ballot and will require a 2/3rd voter approval to
pass. An investment plan has been approved which includes the
Atascadero-Templeton Connector. In addition, the SR41 Complete
Streets Feasibility Study was approved by Council and an ATP
grant was applied for.
Look at bike and pedestrian opportunities as part of the Highway 41 Corridor
Study.
COMPLETE. A key component of the Highway 41 Complete
Streets Feasibility Study is to provide pedestrian and bicycle
accommodations along the corridor. The goal of the study is to
examine transportation alternatives that would enhance mobility,
connectivity, safety, and accessibility for roadway users.
Atascadero Avenue and Mall was also included in the study. The
study was approved by Council in September 2016.
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
Budget. Staff is currently working with an architect and community
members to finalize the plans for this project. Sixty percent design
plans were brought to the Council for review at the beginning of
September. Construction plans are currently being finalized for this
project with construction to start in spring of 2017.
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 Centennial
Bridge project rather than a stand-alone project. Staff is working
with its consultant to finalize the design and construction plans for
this project, with construction anticipated to take place in 2017.
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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 from ANTA 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
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.
COMPLETED 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
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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
commercials. 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 throug h August in 2015. These
practices are being similarly implemented after State conservation
mandates are dropped in May 2016, resulting in an estimated 25%
water reduction over 2013 base consumption since the mandate
was dropped.
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
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
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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 . These
practices are being similarly implemented after State conservation
mandates are dropped in May 2016.
Partner with Atascadero Mutual Water Company to iden tify 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. . In May 2016,
the State dropped the conservation mandate and gave individual
water districts broad control over conservation orders. In June
2016, AMWC developed a conservation standard that eliminates
the 28% reduction mandated by the State but still encourages its
customers to voluntarily reduce water use by 15% compared to the
2013 base year. City operations have not changed significantly
since AMWC dropped the mandate and water consumption for
municipal facilities are approximately 25% less than 2013
consumption.
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.
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Balance Environmental and Economic Development Goals
Facilitate and expedite the construction of local retail nodes such as the Del Rio
Specific Plan area and Colony Square in order to provide goods and services to
local residences in areas which are currently underserved, thereby reducing
vehicle miles traveled and greenhouse gas emissions. Goal is to capture 60% of
current retail leakage.
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 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 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.
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.
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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, 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. ONGOING. Inspectors are continuously provided with
online, seminar and field training. Staff joined a mentor group with
other communities through the Sunshot Solar program. This group
was sponsored by PG& E. As part of this program, staff worked
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with other communities to identify ways to shorten the permitting
process and learn about the latest equipment options.
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 help simplify the
process.
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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
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of the 5 bargaining units. Negotiations with the Fire union have
stalled. Employees are a priority, and while funds are tight, the City
and the employees are working together toward solutions.
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 in 2015 and shared with each of the
bargaining units. In 2016, this labor intensive activity was not
completed as part of negotiations. Staff will continue to monitor
market trends and perform salary surveys when needed as part of
labor negotiations.
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 general, City salaries continue to lag
behind the county-wide mean for other cities. 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 determines that none of the applicants are
the right fit with the specific education, personality and experience
necessary for the particular job opening, then the recruitment is re -
evaluated and/or performed again.
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. Staff
continues to balance the need for realistic fiscal projections with
Council’s desire to use potential funds for staffing needs as soon as
possible.
Evaluate Council compensation (wages and benefits) which ha ve not been
increased since 1985.
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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.
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 competitive 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 general, City salaries continue to lag
behind the county-wide mean for other cities.) 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; however this continues
to be an area that needs improvement.
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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; however this continues
to be an area that needs improvement.
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; however this continues
to be an area that needs improvement.
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 area
where there continues to be room for improvement.
Work to keep communications with and about employees positive (Praise in
public, correct in private).
ONGOING. This continues to be an ongoing effort for both
management and Council. The City works to recognize employees
for their service at Council meetings, highlighting the unique
contributions and successes of each employee. The Council also
looks for other opportunities to recognize employees for significant
accomplishments and awards. Management works to pass on both
small and large compliments given to all staff members.
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,
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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. After the
MOU has been agreed upon, SEIU and management will be
meeting throughout the next year to update language in the MOU to
make it more current. Additionally, members of SEIU and the other
labor groups will be part of the budget committee that will meet to
assist in forming the 2017-2019 budget for submittal to Council.
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
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. The
program was not offered in 2016.
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.
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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.
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.
The need and desire for employees and higher levels of service
continues to far exceed resources available to hire the employees.
Tough decisions are made as part of the budget process based on
Council priorities, safety concerns, and work volume changes.
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. Six key positions were added over
the two fiscal years of the budget. The six positions were:
Police Officer
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Building Inspector
Planner
Maintenance Worker
Account Clerk II
Associate Civil Engineer
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.
COMPLETED and ONGOING. Revenue estimates for the 2015-
2017 Budget were developed to be less fiscally conservative than
in years past. Staff will continue to monitor the results of actual
operations versus budget.
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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
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 (ec lectic 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
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5-year Capital Improvement Program includes a list of 18.8 miles of
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 Fall 2015. Project costs and other
information on the Alamo Avenue Project are available on the City
website.
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 Fall 2015. Project costs and other
information on the Honda Avenue Project are available on the City
website.
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. Staff will continue to monitor and adjust bidding
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strategies based on expected market conditions and recent bid
experience.
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
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 are 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 designed to preserve
good pavement conditions using 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.
An example of maintenance work includes crack filling and slurry
sealing for Arena Road.
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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 rehabilitat ion
projects designed to improve fair to bad pavement conditions for
entire roadway segments, such as overlays and cold -in-place
recycling. An example of rehabilitation work includes a pavement
overlay for Los Gatos Road.
o Do not use Measure F-14 funds on the Del Rio / US 101 Interchange
Project.
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.
COMPLETED and ONGOING. The City filled a vacant Deputy
Public Works Director/Principal Civil Engineer position that is
primarily responsible for managing capital projects. A vacant
Associate Engineer position was filled in August 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 as workload determines.
o Charge staff time to the projects for such things as design, bidding,
inspection, construction engineering, and contractor oversight.
ONGOING. In accordance with City policy, staff time spent directly
on capital projects for such things as design, bidd ing, 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. All staff time charged to F-14
projects will be monitored for reasonableness and all charges to
any F-14 project will be reported and available to the public on the
City’s website.
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
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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
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, and again for the FY15/16 Maintenance and Rehabilitation
projects in Fall 2016. Additional signs are being procured and will
be placed at key intersections and locations within the project prior
to, during, and after construction.
Hold a Groundbreaking ceremony and issue press releases for each capital
project.
ONGOING. Staff often announces ground breaking ceremonies in a
press release and reaches out to media to be present for these
ceremonies when possible. There are times we will have a grand
breaking ceremony that is followed by a press release with the
focus to invite the media to attend the ribbon cutting. Information is
posted for each of the ground breaking ceremonies on the City’s
Facebook, Twitter, Instagram 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.
ONGOING. Written notices are mailed in advance of construction
commencement to affected businesses and residents for all
roadway projects. The notices typically contain: project summary;
construction start dates, duration, and working hours; common
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inconveniences expected including driveway access, garbage, and
mail; and project contact information including names, phone
numbers, and email addresses. Staff also utilizes press releases,
signage, and the City website and Facebook page when
appropriate for projects affecting the general public.
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. Other
staff performing project management duties are listed as liaisons
for other capital projects and activities.
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. The 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. Staff gave a project update and other funding
summary to the Committee in July 2016. An upcoming meeting
with the Committee will be scheduled for December 2016 to review
the fiscal year 2015-2016 annual report and community brochure,
including another update on project status.
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, roadway funding, 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. E-mail updates and
copies of Council staff reports related to road projects funding with
Measure F-14 monies are also provided to CSTOC members on a
regular basis.
Produce and widely publicize a professional sales tax measure annual report.
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COMPLETED and ONGOING. Staff prepares the sales tax
measure Annual Road Report and Community Road Report that
summarizes each fiscal year activities related to Measure F-14. The
Annual Report includes detailed revenue and expenditure
information, while the Community Road Report is a brochure that
provides a summary of roadway work performed during the
reporting period, upcoming roadway projects the following year,
and pavement management strategy summary. The Community
Road Report is mailed to each property in Atascadero and both
reports are published on the City’s website after Council approval in
January of each year.
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.
COMPLETED and ONGOING. Staff prepares the sales tax
measure Annual Road Report and Community Road Report that
summarizes each fiscal year activities related to Measure F-14. The
Annual Report includes detailed revenue and expenditure
information, while the Community Road Report is a brochure that
provides a summary of roadway work performed during the
reporting period, upcoming roadway projects the following year,
and pavement management strategy summary. The Community
Road Report is mailed to each property in Atascadero and both
reports are published on the City’s website after Council approval in
January of each year.
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.
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o Publish the F-14 budget on the City’s website and other outlets.
COMPLETED and ONGOING. The sales tax measure budget is
published on the City’s website, and future budgets will continue to
be posted as they are adopted.
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. In addition to budgeted funds, the County is pursuing
becoming a “Self Help” county with a one-half cent sales tax
measure to be used on transportation needs. Measure J is on the
November 2016 ballot and will require a 2/3rd voter approval to
pass. An investment plan has been approved which specifies 55%
of the proceeds to go to “Local Choice” – of which Atascadero City
is anticipated to receive $13.5M over the 9-year measure term.
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. A
final Plan line for the final placement of the Del Rio / El Camino
Real Roundabout have now been completed for the Wal Mart
project which is a crucial step towards the planning of the
interchange. Design work continues to be revised and refined, and
Wallace Group was approved to perform the Project
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Approval/Environmental Documentation (PA/ED) phase of the
City’s interchange project.. 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.
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 2015, 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. In addition, the
County is pursuing becoming a “Self Help” county with a one -half
cent sales tax measure to be used on tra nsportation needs.
Measure J is on the November 2016 ballot and will require a 2/3rd
voter approval to pass. An investment plan has been approved
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which includes 25% toward regional improvements that the Del Rio
Interchange may qualify for. Staff suggests getting the interchange
project “shovel ready” for consideration for other grant opportunities
that may arise.
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 for 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
addition to the typical Council approvals required for a project of
this size. Since 2015, there have been no significant changes to
the Project or funding. A plan line and final placement of the Del
Rio at El Camino roundabout have recently been approved,
allowing design of the El Camino Real roundabout to move forward
and establishing a “match” line for future interchange
improvements.
Rehabilitate the Via Avenue Bridge providing access to this commercial/industrial
area.
IN PROGRESS. The City hired Quincy Engineering to perform
final design and preparing construction plans for the bridge
replacement. 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.
COMPLETE. Whitlock & Weinberger Transportation was hired in
April 2015 to conduct the study. As part of the study , public
participation was heavily sought through four separate public
workshops, in-person and written outreach to businesses, a
dedicated website (http://hwy41atascadero.com), coordination with
Caltrans, and regular updates to the City Council. The final study
was approved by the Council on September 27, 2016 and submittal
to Caltrans Staff submitted an application for Active Transportation
Program (ATP) grant funding to implement proposed improvements
to Atascadero Avenue/Mall (Segment 4) as well as short -term
improvements to Highway 41 between El Camino Real and Portola
(Segments 1-2). Recipients of this competitive grant are expected
to be announced in late 2016/early 2017.
Remain active in SLOCOG looking for funding opportunities and grants to
improve Atascadero’s infrastructure.
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ONGOING. The City continues to be very active in SLOCOG,
advocating for our infrastructure projects and staying informed of
potential funding opportunities. The County is pursuing becoming a
“Self Help” county with a one-half cent sales tax measure to be
used on transportation needs. Measure J is on the November 2016
ballot and will require a 2/3rd voter approval to pass. An investment
plan has been approved which specifies 55% of the proceeds to go
to “Local Choice” – of which Atascadero City is anticipated to
receive $13.5M over the 9-year measure term. Staff, through
TTAC, was active in developing the Investment Plan for the
measure.
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. 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.
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.
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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 between San Benito Road
and San Anselmo Road. Staff is evaluating higher than expected
project cost estimates and analyzing other potential cost saving
techniques that might help lower these costs. Final design and
construction plans are anticipated to be completed in early-mid
2017. Construction will take place after the Walmart public
improvements are installed by Walmart.
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 completed
work. An example of this effort is the So. Cal Gas transmission
pipeline project which will have microsurfacing performed from
curb-to-curb from the A-Town Diner to El Bordo Avenue near the
Post Office, at no cost to the City.
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Complete the East Front 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 planned to have final design
and construction plans prepared by early 2017 with construction
later that year.
Complete the Lake View Overlay Project.
COMPLETED. This project was delayed due to the lake sediment
removal project and then staffing constraints. The project was
constructed during Summer 2016 and design, construction plans,
bidding, and construction inspection were performed by in-house
City engineering staff.
Complete the Santa Barbara West Overlay Project.
IN PROGRESS. This project was designed and construction plans
prepared by in-house City Engineering staff. Bids were received in
September 2016 and City Council will consider awarding a
construction contract in October 2016. If awarded, work is planned
to begin in Fall 2016. The project has secured a Caltrans
encroachment permit for work at the interchange intersections.
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 but will not likely occur until
2017.
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. Staff is evaluating higher than expected project
cost estimates and analyzing other potential cost saving techniques
that might help lower these costs. Final design and construction
plans are anticipated to be completed in early-mid 2017.
Construction will take place after the Walmart public improvements
are installed by Walmart.
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.
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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 annually
by Public Works maintenance staff and is an “all hands on deck”
activity that requires assistance from workers outside the street
department. The City rents the crack filling machine and purchases
crumb rubber sealant material in bulk. Staff typically uses 5,000 to
10,000 lbs. of sealant material each year over two weeks. Funds
for this program are included in the 2015-2017 Budget.
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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
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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, which 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 roa dmap 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.
Year 2: 2016 – “Building the Momentum” is in progress. Since Mid-
October, staff and ATBID have been executing both marketing
plans and building momentum, as well as measuring the success of
the City’s Marketing Plan, focused on promotions of City assets and
implementing new events, and ATBID’s Marketing Plan. We have
implemented four new events as part of the City’s Event Plan:
Winter Wonderland (new to the City), Tamale Festival, Brew at the
Zoo (brought back from 2011) and Dancing in the Streets extension
of Cruise Nite making it a two day Cruisin’ Weekend. We are also
working on Special Event Sponsorships and brought in two events
to draw local and county residents to our City with attracting an
event from Festival Mosaic July 2016 and worked with Atascadero
News to start a new Wedding Expo in February 2016. In addition,
we teamed up with ATBID to introduce the Central Coast Cider
Festival at the Pavilion on the Lake. We also worked with our non -
profits to assist with new events like Lake Fest for Friends of the
Lake and “The ShowDown” CornToss Tournament with the Knights
of Columbus to benefit the Joy Playground. The City’s Marketing
Plan has also been implemented to promote the downtown and our
City’s public and private assets. Our Promotions plan started mid -
March and continued through Labor Day weekend wi th commercial
spots on KSBY and Charter Media. Two commercials created for
the downtown and the Charles Paddock Zoo. Radio and print were
used to promote events, the downtown and the City’s assets.
Outdoor advertising started with Hearst Castle interior bu s signs,
updating City panels, Lost Hills Billboard coming into Paso Robles
and an upgraded Zoo sign off the 101 Freeway between San
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Ramon and Del Rio. Digital advertising and paid Search introduced
and has provided results to measure our success with advertising.
We have also promoted on screen at Galaxy Theater in
Atascadero, Merced and Tulare and most recently have introduced
Visitor TV at SLO County Airport and SLO County Hotels.
UPCOMING Year 3: 2017 - “Building on Success” which will give
us the opportunity for our events to be in their second year as well
as our promotional plan. Performance metrics will be key as we
cycle through to see year over year results.
Benchmark and measure the success of the promotions program.
IN PROGRESS and ONGOING. Through 2016, staff has been
building momentum with both City and ATBID Marketing Plans and
measuring the success through avenues such as increase in TOT,
up 38% year over year, increase in traffic over websites, digital
advertising results and an increase in traffic/ likes across social
media. Staff launched a digital dashboard in December 2015 to
track the success of paid search and in January 2016, started
monthly tracking with our digital advertising results from our
retargeting program and website specific results from ads running
on ksby.com and sanluisobispo.com. Between the City’s digital
advertising efforts with retargeting, paid search and display ads
running on key websites in the county plus ATBID’s efforts with
display advertising on Trip Advisor and Pandora, the website traffic
has grown 285% - 328% year over year (Currently: 49,217 vs.
17,231 Unique Visitors; 19,947 vs. 63,995 Website visits). This data
has also confirmed where people are traveling from as they enter
into our county which helps the City position its advertising more
effectively. It has also helped to identify an increase in activity in the
Downtown area. Event attendance has also re -enforced that our
promotional efforts are working with strong attendance of the new
events and an uptick in attendance at existing events like Concerts
in the Park. We will continue to measure our success with year over
year results in Year 3.
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.
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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 budge t 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. For example, where necessary, we have
purchased items like spider boxes to assist us with electrical needs
to keep us from spending unnecessary funds.
Identify and integrate with the City’s promotions partnership base.
ONGOING. Partners have been identified across ATBID, the
Chamber of Commerce, Main Street Association, Central Coast
Tourism Council (CCTC), 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 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. Some of these include partnering
with TBID on the Visit SLO County January Restaurant month
where ATBID wanted to have three to four restaurants jump onto
the promotion and ATBID fund it. City staff met with the restaurants
of interest and worked to secure them to be a part of this
promotion. In addition, City staff ran a couple print ads to also
promote restaurant month in Entertainment sections of New Times
and The Tribune during the month of January. Other examples
include print advertising in Vintages and the SLO County Visitor
Guide where ATBID was looking to create an ad where we can
measure the results of the magazine. City staff worked with the Zoo
on an offer that was a Buy One Get One free off admission and
worked on another offer with Galaxy theater on a Free Drink with
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Popcorn promotion, as well as worked to secure a series of offers
in the Vintages magazine with Tent City Beer Company, Bristol’s
Cider House, Marston’s Grill and Grape Encounters Empourium.
City staff also worked with ATBID to coordinate the recent, annual
Chamber Business Expo with booth decoration and theme around
Monopoly as well as assuring staffing. An upcoming promotion with
the SLO CowParade around a Hotel offer that encourages visitors
to visit the Cow to receive a 15% discount off of their stay.
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 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 a dopted 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 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 /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. We found that people
were interested in the tours and the advertising we did brought
them in from around the county as well as those visiting our county,
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but it wasn’t enough to continue to be open on a weekend basis
during holidays or the summer timeframe. In going forward, we will
offer Saturdays by appointment and continue to be open for
Historical City Hall tours on Wednesdays and Fridays and for
special events like Art & Wine Tour, Sweetheart Stroll, Holiday
Lighting, etc.
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, patronizing our local restaurants and our private
and public assets like the Charles Paddock Zoo, Faces of Freedom
Veterans Memorial, Historic City Hall, Galaxy Theater, Chalk
Mountain Golf Course, etc. Our events and promoting of our
events, both existing and new, are designed to attract our county
and local residents to come out and enjoy them along with seei ng
what we have to offer in the downtown area as well as Atascadero
Lake Park. Our goal is to attract residents and visitors alike to our
area. 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. Digital results are reviewed through monthly reporting,
TOT revenue is reviewed Quarterly and Zoo attendance results are
reviewed monthly as well. Collectively, we have seen positive
results and increases in website and digital traffic as well as TOT,
up 38% through August 2016. Zoo results are not as positive as we
would have anticipated, most likely due to a lull in having new
exhibits for our guests to experience which will change as we
introduce Madagascar in the Fall of 2016 and the much anticipated
Red Panda Exhibit in 2017.
Maximize use of the Sunken Gardens and other City facilities by supporting
special events and other similar activities.
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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 11, 2015 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 in 2015. Tent City After Dark will continue
into 2016 with a better line up of Blue Grass music and
enjoying the Colony as it used to be.
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. Due to the energy from the first event, this group
has continued to plan events quarterly. The Traffic Way
Business Collaborators have added quarterly being Tater
Day on Traffic Way and Paint Your Way Down Traffic Way.
The drawings that were generated from the Paint your Way
will be used as street flags to be located on our Light Poles
designating the Art District area of Atascadero. The group is
also working to embrace Entrada businesses and working on
an Art District group. Another upcoming item they are
thrilled with are the two additional cows from the Cow
Parade to help with promoting and generating awareness for
the largest public art exhibit that will be here in our county
until April 2017. Staff works as a liaison with this group and
continues to assist them in their efforts to drive traffic
downtown.
o Holiday Lighting Ceremony- The traditional Atascadero
event was held in conjunction with Main Street’s wine tour,
increasing traffic to downtown businesses. This year, Cal
Poly students are taking this event as part of their class to
make recommendations to make it better for 2016. In 2017,
our goal will be to move the event to the day after
Thanksgiving and work to add major attractions that will
make it a place to come and see as part of the holiday
experience and in an effort to generate daily foot traffic
through December 25th to our Downtown area.
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 in 2015 City staff stepped in to
continue this very popular event. In 2015, the event drew in
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over 10,000 people and over 65 food and craft vendors
(average of 55 in the past). The City will continue to run this
event and it is currently planned for December 9 th from 5-9
pm.
o Tamale Festival- The first time event was held on January
23, 2016 and was moved from Sunken Gardens due to the
threat of rain to the Pavilion on the Lake. This event had 40
food and craft vendors. Next year, the event will be on
January 21, 2017 and will be held in the Downtown area.
We are looking to have 25 Tamale vendors from as far north
as King City, south to Santa Maria and east to Kern and
Fresno counties as well as SLO County. In addition to
tamales, the event will have other food and beverage
vendors and entertainment like Mariachi Bands, dancing,
etc.
o Dancing in the Streets – This is a first time event created in
an effort to expand the current signature event, Hot El
Camino Cruise Nite on Friday on the third weekend in
August. Dancing in the Streets was created to connect the
Friday evening event and Mid State Cruizers car show on
Saturday during the day with an event Saturday night. The
idea is to increase activity in the Downtown and to increase
hotel stays in our City. This event boasts five popular local
bands happening in key locations downtown that are all
playing at different times in order to give participants time to
enjoy each of the bands. The event included food trucks,
beer gardens and plenty of tunes to dance to. The event also
included community performers as well to kick off a couple of
the stages. The event was well received and enjoyed by
local and county residents and had roughly 3,000 in
attendance. We look to continue this event in 2017.
o The Showdown Corn Toss Tournament – This is a new
event that staff is working with the Knights of Columbus to
bring to the City. The Knights of Columbus is working on the
tournament side and the City is working on the fun day
portion of the event. This event has the opportunity to grow
and become a two-day tournament. This event was inspired
by Ventura County’s largest Cornhole Tournament in the
Western United States, which is a two-day event. This event
was brought to us by the Knights of Columbus and is
scheduled to take place on October 22, 2016. Our goal is to
duplicate Ventura’s in size, but adding a “Children 12 &
Under” bracket and a Fun Day for all ages to enjoy.
o Other Events: The City has also hosted two events this year
with other Government organizations, namely Channel
League of California Cities hosting a diner, speaker and
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Historic City Hall Tours and MMASC with a Membership
Mixer and City Manager Panel for the Santa Barbara and
SLO Counties Chapter.
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 has developed
Special Event criteria and a template for these types of programs.
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. Mo st 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 the 1st Annual Tamale Festival,
Brew at the Zoo, 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
elsewhere, generate a great amount of positive comments and
feedback from the community. We work 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, Dancing in the Streets and Winter Wonderland. Staff is
working with ATBID on events like Restaurant Month to actively
recruit businesses to participate and better promote themselves.
ATBID also introduced its first event, Central Coast Cider Festival
in an effort to attract people to come, sleep and stay in Atascadero
plus take ownership to the Cider category. Staff worked with ATBID
on this event and to establish a Tier 1, 2, 3 event guide when
critiquing events that are interested in coming to our City, so that
proper goals of ATBID are recognized by event for proper approval.
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
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events such as Colony Days, Parents for Joy and Lake Fest as well
as worked to cover vacation for the recent summer Art & Wine
Tour. 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 assists and maintains
the Alliance’s 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. This group meets
quarterly to plan meeting agendas and quarterly to meet and share
information. The City liaison is also responsible for working to
include non-profits into events like Dancing in the Streets. For this
event, we worked with A-Town Swing Dancers to help promote
their classes and with Dancing with Our Stars to be able to highlight
and cross promote another non-profit event for Friends of the
Atascadero Library. In addition, we worked to include three non-
profits for three separate beer gardens where money raised
benefits the nonprofit and provides exposure for the craft breweries.
This position worked as a liaison with Friends of the Lake to bring
another event to life - the Lake Fest, helping the Friends of the
Lake to raise money necessary to sustain and replenish the lake.
Most recently, staff has worked with Knights of Columbus to bring
to light a new event for our City, The ShowDown Corn Toss
Tournament. This event, if successful, will have the opportunity to
be a two day event in 2017. The event will have a Children 12 &
under tournament as well as a Carnival element to make it a “Fun
Day.” Staff also works with Parents for Joy on ways to fundraise for
the Joy Playground. This requires ongoing meetings on where they
are with fundraising, ideas on how to raise more dollars as well as
their Kid’s Day Event.
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,
Charles Paddock Zoo and Visit Atascadero Facebook pages. Staff
has implemented the Twitter and Instagram accounts in 2016 and
is working to promote them to gain more followers.
Improve relationships with local community groups to maximize the flow of
information and assist in positive community activities.
ONGOING. Staff meets with various organizations to communicate
and assist them with their needs, such as Colony Days Committe e,
Lake Fest Committee and the Atascadero Community Alliance and
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new organizations like Race Atascadero, SoCal Z -Car event
planners and others. 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 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.
ONGOING. Council has approved the special events sponsorship
guidelines and currently staff is providing individual assistance to
each event opportunity presented to the City. The level of staff
support and subsidy is determined by the special events
sponsorship guidelines. Staff will look to for ways to streamline our
participation for initial events in the future. Staff has also
implemented a new Calendar of Events hand out that has all events
in one place. This Calendar of Events is an ongoing tool and a
place that everyone can access both online on the City and Visit
Atascadero websites as well as handouts for hotels, Chamber, front
lobby, etc.
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 a full season of current events
and recreation classes along with the press releases to promote
them. Press release highlights covered our ribbon cutting at the
new Zoo Aviary, the baby flamingos, and other events at the Zoo
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like Chick City Easter event to Ice Cream Zoofari to summer
camps. New events were also promoted via news releases from
Tamale Festival to Brew at the Zoo to Cider Festival to Saturday
Historic City Hall Tours to Dancing in the Streets. Staff will continue
to communicate each of the F-14 Sales Tax Measure ground
breaking and ribbon cuttings as well as the new Three Bridges trail
that will be open in the Spring 2017. Other news items included
retirement of Canine Officer Atza, as well as the success and arrest
in the Police Officer Involved Shooting. 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. The website for the Pavilion on the Lake was
redesigned in July, 2016 and it is now easier to contact staff and
plan events. The website for Visit Atascadero is in the process of
being updated. For the tourism site upgrade, staff has focused on
mobile access, social media connections and event promotion. As
this project is wrapping up, staff will kick-off the initial planning
phase of the project in September to upgrade
atascadero.org. Funding has been allocated for the 2016 -2017
fiscal year to build a new city website and anticipate the redesigned
site to go live in late Summer, 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. Since that time, the Deputy City Manager
has been reviewing press releases and has coordinated the City’s
response from the media on various items from a marijuana
ordinance to mosquitos and the Zika Virus scare to Buy Back
Centers to the police officer involved shooting in July to the
economic growth of Atascadero to Wal-Mart.
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Develop and implement a media response policy for staff and Council Members.
IN PROGRESS. A formal policy has not yet been written. The
Deputy City Manager has completed a series of public information
officer (PIO) training from a tabletop exercise to formal “Media
Survival” training in San Francisco with Sgt. Davis to Lexipol
webinar training. Training will continue with upcoming EMI training
in Maryland with courses to complete prior to that training. As a
result of training, staff is preparing documents and press ready
releases to handle a variety of different emergency and disaster
situations. We will continue to train for both the information officer
and staff/elected officials Citywide. This position is currently
coordinating with Police and Fire PIO’s to work together on a media
response policy as well as updating the Social Media policy. Staff
will be working on a Media Response Policy similar to what has
been put in place with Visit San Luis Obispo County TMD in an
effort to create our own. This is 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 our sites as well as other’s social media pages 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. Depending on
what is being discussed and where it is being discussed, there are
times when staff does not respond to conversations on Facebook
and allows the conversation to run its course, such as when
conversations that are out of context to the history behind how
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things were voted on, or when the discussion is purely based on
inaccuracies. Any response to this type of discussion typically isn’t
helpful. Often times it can be addressed on the City’s Facebook
pages or in a press release.
Set systems in place to keep communications factual and positive.
ONGOING. 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 broadcast 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 calend ars 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 been working on eliminating expired and
outdated forms and materials from the webserver and updating
links as external websites update their sites. Each department has
been working on updating existing forms and making them more
accessible and easier to fill out online. Several pages, including the
Measure F-14 page have been redesigned to help the public get to
the information they need quickly. The Planning Division has gone
to great strides to consolidate major project information into clear
and concise web pages. The Fire Department restructured the
navigation of their pages to match how they do business. The
Police Department has been updating many of their forms to be
easier to find, fill out and submit online. The redesigned website is
anticipated to go live in late Summer, 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
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Pavilion. Staff has recently updated and in August,
effectively launched the redesign of the Pavilion website
Staff is working on marketing the website on Facebook and
in all advertising efforts. Currently, staff is tracking what is
coming through the site and has already seen results with
bookings and increased activity.
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 on
KSBY and targeted Charter Media channels and programs
like Shark Week in August, on radio with commercials a s
well as talk shows, print ads, digital banner ads, outdoor
advertising on billboards both outside and inside city limits,
and inside on the Hearst Castle busses Events promoted
have been from one-time events, like the60th Anniversary
Celebration to new events like Brew at the Zoo to ongoing
events and activities like Ice Cream Zoofari, Spring and
Summer Camps, Zoo Boo and Holiday Magic. Staff has
promoted the Atascadero Lake Park with the Saturday
Concert series across radio, social media, posted across
media calendars as well as digital banner ads Staff is also
promoting Faces of Freedom Vets Memorial via outdoor
advertising in City limits and outside of City limits on the
Hearst Castle busses. In addition, the entire area is being
promoted on Visitor TV at SLO County Airport and SLO
County hotels. The Zoo, Veteran’s Memorial, Pavilion and
Lake Park are continually being promoted 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 include tours for Wine Festival Committee
Members, Zoo educators bringing animals out for Brew at the Zoo
as well as to our City booth at Lake Fest. We prepare and
distribute press releases for things such as the February ribbon
cutting for the Aviary remodel and the birth of baby flamingos this
spring. We look for opportunities to reach out to the community
through presentations on Turtles in Trouble and the Red Panda
Exhibit to Rotary members and on radio talk shows when promoting
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Brew at the Zoo. Most recently, we worked with Debbie Arnold and
TBID to sponsor a cow as part of the Cow Parade SLO traveling art
exhibit coming to our county in September 2016. The cow chosen
was “The Cow Who Wanted to be a Turtle” so that we could cross
market the Zoo along with the opportunity to provide exposure to
our Turtles in Trouble program.
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 Spring 2017.
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. In addition, we
have placed ongoing press releases out to promote the variety of
events we have from reintroducing Brew at the Zoo, to promoting
ongoing events such as Ice Cream Zoofari and Zoo Boo, to new
babies being born and most recently, the Turtle Cow promotion that
ties into the Zoo’s Turtles in Trouble program and opportunity to
cross market the Zoo during the time frame the Cow is featured
here in our City.
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. An architect consultant has been hired
to perform design and prepare construction plans. Design work has
begun and will continue during winter 2016/2017 with construction
expected in mid to late 2017. An update will be provided to Council
during design showing design concepts.
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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, City Facebook page, City
Instagram and Twitter and the City and VisitAtascadero websites
with a variety of events as well as regular posting of information.
Staff has also engaged the Lake Park, Veterans Memorial an d
Pavilion on the City and Visit Atascadero Facebook pages for
events like Veterans Day ceremony, Concert Series, Lake Fest,
Wine Festival, Holiday Boutique, etc.
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 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.
COMPLETE. A key component of the Highway 41 Complete
Streets Feasibility Study is to provide a link between the Downtown
district and Lake Park complex. The goal of the study is to examine
transportation alternatives that would enhance mobility,
connectivity, safety, and accessibility for roadway users. The study
was approved by Council in September 2016.
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.
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