HomeMy WebLinkAbout10-29-2020 PB AgendaCity of San Luis Obispo, Agenda, Planning Commission
Agenda
PERSONNEL BOARD
Thursday, October 29th, 2020
5:00 p.m. REGULAR MEETING TELECONFERENCE
Webinar Broadcast
Based on the threat of COVID-19 as reflected in the Proclamations of Emergency issued by both the
Governor of the State of California, the San Luis Obispo County Emergency Services Director and the City
Council of the City of San Luis Obispo as well as the Governor’s Executive Order N-29-20 issued on March
17, 2020, relating to the convening of public meetings in response to the COVID-19 pandemic, the City of
San Luis Obispo will be holding all public meetings via teleconference. There will be no physical
location for the Public to view the meeting. Below are instructions on how to view the meeting remotely
and how to leave public comment.
Additionally, members of the Personnel Board (PB) are allowed to attend the meeting via teleconference
and participate in the meeting to the same extent as if they were present.
Using the most rapid means of communication available at this time, members of the public are
encouraged to participate in PB meetings in the following ways:
1. Remote Viewing - Members of the public who wish to watch the meeting can view:
• View the Webinar
➢ Registration URL: https://attendee.gotowebinar.com/register/2747225869910061579
➢ Webinar ID: 396-608-875
➢ Phone: +1 (213) 929-4212 – Access Code = 378-953-335
2. Public Comment - The PB will still be accepting public comment for items within their purview.
Public comment can be submitted in the following ways:
• Mail or Email Public Comment
➢ Received by 3:00 PM on the day of meeting - Can be submitted via email to
advisorybodies@slocity.org or U.S. Mail to City Clerk at: 990 Palm St. San Luis Obispo, CA 93401
➢ Emails sent after 3:00 PM – Can be submitted via email to advisorybodies@slocity.org and
will be archived/distributed to members of the Advisory Body the day after the meeting. Emails
will not be read aloud during the meeting.
• Verbal Public Comment
➢ Received by 3:00 PM on the day of the meeting - Call (805) 781-7164; state and spell your name,
the agenda item number you are calling about and leave your comment. The verbal comments must
be limited to 3 minutes. All voicemails will be forwarded to Advisory Body Members and saved as
Agenda Correspondence. Voicemails will not be played during the meeting.
➢ During the meeting – Members of the public who wish to provide public comment can join
the webinar (instructions above). Once you have joined the webinar, please put your name and
Item # in the questions box. Your mic will be unmuted once Public Comment is called for the
Item and you will have 3 minutes to speak.
City of San Luis Obispo, Agenda, Planning Commission
Agenda
PERSONNEL BOARD
Thursday, October 29th, 2020
5:00 p.m. REGULAR MEETING Virtual
CALL TO ORDER Chair Keith Dunlop
ROLL CALL : Board Members Judy Groat, Louise Justice, Jill LeMieux, Vice Chair
Calvin Stevens, and Chair Keith Dunlop
PUBLIC COMMENT: At this time, people may address the Committee about items not on the
agenda. Persons wishing to speak should put their name and topic in the questions box. Comments
are limited to three minutes per person. Items raised at this time are generally referred to staff and,
if action by the Committee is necessary, may be scheduled for a future meeting.
CONSIDERATION OF MINUTES
1. Minutes of the Personnel Board Meeting of September 17, 2020.
BUSINESS ITEMS
2. Overview of Personnel Board Advisory Body Bylaw Suggested Changes (Christian)
Recommendation:
To approve the draft update to the Personnel Board Advisory Body bylaws as presented.
3. Establish 2021-2023 Personnel Board Advisory Board Goals for Council Consideration
(Irons/Harnett)
Recommendation:
To discuss, establish and approve goal input to Council.
Personnel Board Agenda for October 29, 2020 Page 3
ADJOURNMENT
The next Regular Personnel Board Meeting shall be held on an as needed basis. The public will
be given notice of this meeting at least 72 hours in advance.
The City of San Luis Obispo wishes to make all of its public meet ings accessible to the
public. Upon request, this agenda will be made available in appropriate alternative formats to
persons with disabilities. Any person with a disability who requires a modification or
accommodation in order to participate in a meeting should direct such request to the Human
Resources Department at (805) 781-7250 at least 48 hours before the meeting, if possible.
Telecommunications Device for the Deaf (805) 781-7410.
Meeting audio recordings can be found at the following web address:
http://opengov.slocity.org/WebLink/Browse.aspx?id=26763&dbid=0&repo=CityClerk
Minutes – Personnel Board Meeting of September 17, 2020 Page 1
City of San Luis Obispo, Council Agenda, City Hall, 990 Palm Street, San Luis Obispo
Minutes - Draft
Planning Commission
Minutes
Personnel Board
Regular Meeting
Thursday, September 17, 2020
CALL TO ORDER
A Regular Meeting of the San Luis Obispo Personnel Board was called to order on Thursday,
September 17, 2020 at 5:30 p.m., via teleconference, by Chair Dunlop.
ROLL CALL
Present: Board Members Judy Groat, Louise Justice, Jill LeMieux, Vice Chair Calvin
Stevens, and Chair Dunlop
Absent: None
Staff: Human Resources Director Monica Irons and Deputy City Clerk Kevin Christian
PUBLIC COMMENTS ON ITEMS NOT ON THE AGENDA
None
1. CONSENT AGENDA – CONSIDERATION OF MINUTES
ACTION: MOTION BY BOARD MEMBER JUSTICE, SECOND BY VICE CHAIR
STEVENS, CARRIED 4-0-1 (BOARD MEMBER LeMIEUX ABSTAINED) to approve the
Personnel Board Minutes of November 7, 2019 with corrections.
Personnel Board Meeting Minutes
September 17, 2020 Page 2 of 2
Minutes – Personnel Board Meeting of September 17, 2020 Page 2
BUSINESS ITEMS
2. Overview of Personnel Board’s Role
Human Resourced Director Irons gave a Powerpoint presentation on the role of the Board.
The Board directed staff to add a section to the Board bylaws to address possible Board
conflicts due to personal relationships to employees that may be under review by the Board.
3. Update on Human Resources Department Priorities
Human Resourced Director Irons gave an overview of the Human Resources Department and
reviewed current department projects and programs.
ADJOURNMENT
The meeting was adjourned at 6:40 p.m.
APPROVED BY THE PERSONNEL BOARD: XX/XX/2020
FROM: Kevin Christian Personnel Board Meeting: October 29, 2020
Deputy City Clerk
SUBJECT: ADVISORY BODY BYLAWS UPDATE
RECOMMENDATION
Approve the draft update to the Personnel Board Advisory Body bylaws as presented.
DISCUSSION
The City Advisory Body Handbook and Bylaws are updated on a biennial basis. In preparation
for the 2020 update the Board reviewed their bylaws at the November 7, 2019 meeting and
recommended:
Article 3, item 1 to read, “The officers shall be a Chairperson and a Vice-Chairperson who
shall be elected at the first meeting of odd numbered years to serve two-year terms.”
Due to resources being directed towards the City’s 2020-21 meta goal for economic stability,
recovery and resiliency and the ongoing COVID-19 emergency, the scheduled update was
postponed and has not yet been completed. At the September 17, 2020 Personnel Board meeting
the Board directed staff to add a section to the Board bylaws to address possible Board conflicts
due to personal relationships to employees that may be under review by the Board.
Both recommendations from the November 7, 2019 and September 17, 2020 Personnel Board
meetings have been incorporated into the draft Advisory Body Handbook update (Attachment A)
that will be presented to City Council at an upcoming meeting, to be determined. Note that in the
review of all Advisory Body bylaws a number of changes are being recommended for change for
bylaws consistency. One of those items is election of Chair and Vice Chair. Therefore, you will
note a reference has been placed in the Personnel Board bylaws to a general section of the
Advisory Body Handbook (Attachment B: Advisory Body Handbook, Section 1.H. Officer
Election and Officer Terms DRAFT). The proposed update does mimic the intent of the
Personnel Board action taken on November 7, 2019.
ATTACHMENTS
Attachment A: Personnel Board Bylaws DRAFT
Attachment B: Advisory Body Handbook, Section 1.H. Officer Election and Officer Terms
DRAFT
Personnel Board Meeting Attachment A
October 29, 2020
Personnel Board Bylaws
ARTICLE 1. PURPOSE
It is the purpose of the Personnel Board (PB) to hear employee appeals of disciplinary action, to
review employee grievances, and to hear issues of Council censure. The Board shall then make
advisory recommendations to the City Council. The Personnel Board shall also perform other
duties pertaining to personnel management as directed by the City Council.
ARTICLE 2. MEMBERSHIP AND TERMS OF OFFICE
Five members of the Personnel Board shall be appointed by the City Council and shall serve for
terms of four years. Members must be residents and registered voters of the City.
1. Appointments will be made in a staggered every-other-year pattern, such that two
members’ terms will expire during a given year and the terms of the other three members
will expire two years later.
2. Any vacancies on the Personnel Board shall be filled for the unexpired term of the person
replaced.
3. Members shall be appointed for no more than two consecutive terms (eight years).
ARTICLE 3. OFFICERS
1. The officers shall be a Chairperson and a Vice-Chairperson. Election of officers is
governed by section 1.H (Advisory Body Basics / Officer Election and Officer Terms).
who shall be elected at the first meeting of alternate calendar years to serve two year terms.
2. The Chairperson shall preside over all meetings of the Personnel Board, subpoena
witnesses and require the production of books, papers and any other materials pertinent to
the investigation or hearing.
3. The Vice-Chairperson shall serve in the absence of the Chairperson.
4. The Director of Human Resources or his or her designee shall serve as recording secretary,
keeping record of all meetings, and shall issue all necessary notices, copies of agendas,
minutes and copies of necessary documents.
Personnel Board Meeting Attachment A
October 29, 2020
ARTICLE 4. MEETINGS
1. The Personnel Board shall meet as needed.
2. A quorum is the majority of the total number of established members of the board. Three
members of the Board shall constitute a quorum for the transaction of business.
However, for the purpose of a hearing on appeal of a disciplinary action, no Board member
may vote on a decision if absent from part of a hearing, unless such member certifies that
he/she listened to a recording of or read the transcript of the missed portion of the hearing.
3. Pursuant to Personnel Exception of the Brown Act (Government Code Section 54957), a
meeting may be closed to the public at the request of any appellant when the pending issue
deals with a particular employee.
4. The Chairperson or the legal advisor to the Board shall administer oaths to all witnesses
appearing before the Board. Any regular officer or employee of the City who fails to take
the oath or fails to testify truthfully under oath at a hearing shall be subject to disciplinary
action.
5. All grievance and disciplinary appeal hearings shall be recorded.
6. At the request of the appellant, a court reporter shall be used. The cost of the court reporter
shall be paid as agreed upon by both sides.
7. All actions of the Board shall be decided by majority vote and shall be directed through the
Board Chairperson.
8. The Board may meet with its legal advisor, as needed and outside the presence of any other
persons, to receive opinions and advice.
9. The Board may direct the parties to submit hearing briefs outlining the facts and arguments
to be presented prior to any hearing. The Chairperson shall establish a schedule for
submission of the hearing briefs.
10. Personnel Board members are expected to serve in an objective manner when reviewing
disciplinary appeal matters or matters of Council censure. If a member has a personal
relationship that hinders him/her from remaining objective, therefore presenting due
process concerns, he/she should state the relationship on the record and recuse him/herself
from the decision. To ensure compliance, the Chair shall ask each member at the beginning
of proceedings, if they are able to be objective (whether that was due to a personal
relationship, what they had read in the newspaper about the situation, etc.)
ARTICLE 5. AMENDMENTS
At such time as these bylaws need to be amended, the Director of Human Resources shall meet
with the Board and determine an appropriate procedure for making such amendment(s).
Personnel Board Meeting Attachment B
October 29, 2020
Advisory Body Handbook Adoption Date TBD
Section 1. Advisory Body Basics
H. Officer Election and Officer Terms
1. Election: Regular elections for Advisory Body Chair and Vice Chair shall be held in April of
each odd year at a regular meeting. Special elections for Chair or Vice Chair shall be held at
the first meeting following the unscheduled resignation of an officer, or other reason for an
officer position to become vacant.
2. Terms of Office: The term of office of a chairperson or vice chairperson shall be two years,
commencing upon election. No person shall serve as chairperson or vice chairperson for
consecutive terms except if noted below. They may serve consecutive terms in different offices
(e.g. Vice Chair, then Chair)
Completion of a partial term of office as chairperson or vice chairperson shall not preclude an
advisory body member from serving an additional consecutive full term, provided that the
partial term served is less than one year, one half of the allowed term.
990 Palm Street, San Luis Obispo, CA 93401-3249
805/781-7250 FAX: 805/542-9867
Department of Human Resources Memorandum
DATE: October 19, 2020
TO: Human Relations Commission
FROM: Monica Irons, Human Resources Director
SUBJECT: Personnel Board Input into Council Goal-Setting and the Financial
Plan / Budget Process
Background Information
Every two years the City adopts a budget and financial plan. To prepare for the budget
process, all City departments and advisory bodies are asked to provide input to Council
on major city goals for the next two years. The City Council then uses this information,
along with public comment and other input, to set community priorities and allocate
resources to accomplish the most important City goals.
Why involve advisory bodies in the goal-setting process? Advisory body members
provide important input because they are recognized as representatives of the
community, committed to the long-term best interests of the City. And they are close to
the “pulse” of the community in terms of their specific area of interest. Other key
points as we embark on this goal setting process are:
1. The Council is seeking advisory body input focused on the purview area of the
advisory body.
2. Advisory body input is highly valued by the Council and the staff.
3. Goals can include completing projects from a previous work program.
4. Identifying priorities implies recommending fewer rather than more goals to the
Council.
At the October 29th Personnel Board meeting, you will be asked to provide input on the
Council Goal-Setting process. In preparation for the October 29th meeting, I’ve included
the Advisory Body goals from the 2019-21 budget cycle for your reference, as well as the
goal setting template, and a document briefly summarizing the City’s commitments,
fiscal outlook, and goal-setting parameters for the 2021-23 Financial. In past years, the
Personnel Board has not been consistently asked to weigh in on Council goal setting as
the purview of this advisory body is providing a forum for which both sides of an issue
may be heard (e.g. employee grievance, employee discipline, council censure). However,
given the current dialogue regarding diversity, equity, and inclusion and the work of a
Community DEI Task Force, staff thought it appropriate to convene the Personnel
Board for input and discussion on Council goal-setting.
Human Relations Commission Goal Setting Recommendation Page 2
The Process
At the next Personnel Board meeting on October 29th, 2020, staff will introduce the
budget process and advisory bodies’ role in it. The Committee should then begin
reviewing the 2019-2021 goals and make recommendations for any changes or revisions
for 2021-23 goals. During past goal-setting sessions, the Personnel Board has generally
followed the steps below.
Goal-setting steps:
1. Review and understand goal-setting and City Financial Plan/Budget Process
2. Review Advisory Body Goal Input.
3. Identify new goal(s) for possible inclusion;
4. Identify activities which may require additional resources to accomplish. This may
include references to possible community partnerships or outside funding sources.
The Personnel Board will establish goals for the next two years and should discuss how
these goals relate to important Council goals and at the same time, consider the fiscal
context for the goal setting process, including resources needed to accomplish the task.
What’s Next?
On October 29th, 2020, Personnel Board will discuss, establish and approve goal input to
Council. Advisory body goals are due to Finance by December 15th, 2020. Since the
time frame for the goal setting process is so short, I am asking that you please rev iew the
prior goals and come to the October 29th meeting prepared and ready to provide goal-
setting input.
Attachments
A. Advisory Bodies Consolidated Goals
B. Advisory Bodies Goal Template
C. Goal Setting Parameters
2019-21 Financial Plan Proposed Major City Goals
Advisory Bodies Consolidated Goals
Tourism Business Improvement District – Page 4
Goals: (All equal weighted)
1. Support Partnerships that enhance tourism
2. Safety and homelessness
3. Vitality of downtown & other business districts
4. Parking + Connectivity
5. Infrastructure + Beautification
6. Homestay Compliance
Planning Commission – Page 5
Goals: (Priority Ranked)
1. Land Use: Implementation of the Downtown Concept Plan and Revisit Special Focus Areas
2. Housing: Increase Affordable and Workforce Housing Supply
3. Sustainability: Reduce GHG Emissions by Reducing VMT and Improving Residential Energy
Efficiency of Pre-1990 Housing Stock
4. Multi-Modal Circulation: Improve Walkability and Transit
Cultural Heritage Committee – Page 6
Goal:
1. Update the 36-year-old historic resource inventory and existing historic districts.
Architectural Review Commission – Page 7
Goal:
1. Update the Community Design Guidelines (CDG)
Promotional Coordinating Committee – Page 8
Goals: (All equal weighted)
1. Quality of Life + Public Art
2. Climate Action Plan: Housing+ Connectivity + Sustainability
3. Homelessness & Mental Health + Safety
Page 1 of 16
2019-21 Financial Plan Proposed Major City Goals
Advisory Bodies Consolidated Goals
4.
5. Vitality of downtown & other business districts
6. Open Space
Administrative Review Board – Page 10
Goals:
1. Consistency in enforcement of existing municipal code by citing officers; consistent
interpretation of existing municipal code by hearing officers when reviewing citations that are
appealed; and raising fines for administrative citations.
2. Increase the cost to appeal to the Administrative Review Board and establish a fee to appeal to
a Hearing Officer.
3. Enforce the requirement of individual rideshare operators (such as driver-contractors for Uber
and Lyft) to have a business license issued by the City.
4. Expand education of homeowners regarding their obligation to have a business license if they
are renting a room, Accessory Dwelling Unit or home, as a step towards stricter enforcement.
Active Transportation Committee – Page 12
Goals: (Priority Ranked)
Projects
1. Anholm Bikeway Plan: Design, Construct, and Maintain Lincoln to Ramona bikeway and lighting
2. Railroad Safety Trail: Design, Construct, and Maintain
3. Broad Street Crossing Improvement: Design, Construct, and Maintain
4. Bob Jones Trail: Design, Construct, and Maintain
5. Misc Bicycle Facility Improvements: $100k in annual funding for misc. projects.
6. Pacheco and Bishop Peak Safe Routes to School: Design, Construct, and Maintain
7. Penny Lane Bridge: Design, Construct, and Maintain
8. Prado Road Class I: Design, Construct, and Maintain
9. Sinsheimer Park Pathway: Design, Construct, and Maintain
10. Isla Bicycle Boulevard: Design, Construct, and Maintain
11. Broad Street Class I: Design, Construct, and Maintain
Programs
1. Traffic Safety Education: Increase annual funding
2. Ped/Bikeway Maintenance: Maintain annual $60k for maintenance.
Staffing
1. Active Transportation Manager; maintain position
Page 2 of 16
2019-21 Financial Plan Proposed Major City Goals
Advisory Bodies Consolidated Goals
Human Relations Commission – Page 15
Goals:
1. Housing
2. Homeless Prevention
3. Diversity, Equity, & Inclusive
Page 3 of 16
2019-21 Financial Plan Proposed Major City Goals
Tourism Business Improvement District
Background
The Tourism Business Improvement District (TBID) board recommended the goals for consideration in
the 2019-21 work program to improve the visitor experience in San Luis Obispo. The TBID board did not
weigh its goals, keeping them all equally important.
Goals
1. Goal #1: Support Partnerships that enhance tourism
Fiscal sustainability in other methods aside from increase in TOT
Recognize tourism as an integral aspect of the City’s economic development efforts and support
the tourism promotion activities of the TBID and PCC.
Increase funding for the Promotional Coordinating Committee in its efforts to promote cultural,
recreational, and social events that bring and keep tourists in San Luis Obispo.
Support with city-wide special events (in the ways of not hindering city required permits,
applications, etc.) and providing tools necessary for events to be compliant
2. Goal #2: Safety and homelessness
Continue the City’s efforts to address homeless population.
Enhance safety relative to transient populations throughout the City so residents and tourists
can feel safe while enjoying activities in San Luis Obispo.
3. Goal #3: Vitality of downtown & other business districts
Free City wi-fi
encourage and support the growth of new business courting SLO and wanting to build in SLO
Creating some sort of policy or process for abandon buildings/storefronts specifically in
downtown
4. Goal #4: Parking + Connectivity
feasible parking around downtown
Accessibility of public transportation (trolley)
5. Goal #5: Infrastructure + Beautification
Cleanliness of the city in general and specifically in tourist central areas/ hotel locations
Infrastructure improvements
6. Goal 6#: Homestay Compliance
Continue the enforcement to gain compliance of properties with the City’s Homestay Ordinance
with the goal for 100% compliance with Homestay policy within the City.
Page 4 of 16
2019-21 Financial Plan Proposed Major City Goals
Planning Commission
Background
The Planning Commission prioritized the following goals based on evaluation on the completion status for
the 2017-19 Major City Goals and General Plan goals; community need, and input received over the past
2 years; special and urgent conditions that need to be addressed; and the availability of City resources to
accomplish the identified goals and work programs within the financial plan timeframe.
Goals
1. Land Use: Implementation of the Downtown Concept Plan and Revisit Special Focus Areas
Implement the Mission Plaza improvements as identified in the Downtown Concept Plan. Revisit
the Special Focus Area development guidelines for the Foothill Boulevard/ Santa Rosa Area and
Upper Monterey to establish detailed design guidelines that enhance neighborhood integrity and
the diverse community character.
2. Housing: Increase Affordable and Workforce Housing Supply
Emphasize affordable housing programs, encourage flexible use and non-traditional housing
product types to facilitate development of workforce housing. Review existing regulations to
identify cost and time saving measures to promote the development of accessory dwelling units,
while maintaining the owner occupancy requirement to protect neighborhood compatibility and
wellness.
3. Sustainability: Reduce GHG Emissions by Reducing VMT and Improving Residential Energy
Efficiency of Pre-1990 Housing Stock
Update and implement the Climate Action Plan with emphasis on: 1) encouraging project design
that promotes accessible, convenient and safe pedestrian, bicycle and transit access that reduces
project generated vehicle miles traveled by 20-40% below average; 2) developing standards that
support infrastructure improvements for alternative transportation and electric vehicles; and 3)
identify and implement financial incentives for improving energy efficiency in pre- 1990 housing
stock.
4. Multi-Modal Circulation: Improve Walkability and Transit
Implement the Multi-Modal objectives identified in the LUCE and the Downtown Concept Plan by
encouraging in-fill development to include non-automobile alternatives. Conduct a walkable
community survey in major neighborhoods to inform the development of the Active
Transportation Plan, and to identify improvements that would encourage and support pedestrian
activities for people with varying degrees of mobility. Implement the Short-Range Transit Plan to
improve transit ridership by exploring operational improvements that could reduce run times to
less than 20 minutes along routes that serve densely populated areas.
Page 5 of 16
2019-21 Financial Plan Proposed Major City Goals
Cultural Heritage Committee
Background
The California Office of Historic Preservation recommends updating historic resource
inventories every five years. San Luis Obispo has not done a global revision in thirty-five
years, making development decisions difficult and unpredictable. The CLG grant-funded City
of San Luis Obispo Citywide Historic Context Statement of 2014 logically leads to a historic
resource survey.
Goals
1. Update the 36 year-old historic resource inventory and existing historic districts.
Page 6 of 16
2019-21 Financial Plan Proposed Major City Goals
Architectural Review Commission (ARC)
Background
The Community Design Guidelines (CDG), adopted in June 2010, are the guiding principles for the
ARC. The ARC’s purview, mission statement, and criteria for project approvals is all contained in
the CDG. The ARC has requested an update of the CDG over several Financial Plan cycles and on
October 15, 2018 decided to make it their sole recommended goal for the 2019-21 budget.
Goals
1. Goal – Update the Community Design Guidelines (CDG)
Due to the significant gap in the City’s projected budget, the ARC focused on one goal; updating
its major policy document, the Community Design Guidelines. It is timely and important to update
the CDG after the adoption of the comprehensive Zoning Regulations Update (September 2018).
The Zoning Regulations Update includes a new development review process, primarily changing
the focus and decision-making authority of the ARC. Under the new process, instead of final
decisions, the ARC makes advisory recommendations to the Planning Commission or Community
Development Director, and will conduct more focused, informal, and working session-type
meetings. The ARC will be totally focused on design guidelines and will not have to weigh in on
things outside their purview (State affordable housing law, environmental review, and parking
reductions), which the old process required them to consider as a final decision maker for many
types of projects. Updating the CDG will also be very important for consistency with the
upcoming updates to the Subdivision and Sign Regulations.
If approved as a component of the 2019-21 Financial Plan, the project plan, scope of work, and
budget for the CDG update will be prepared with the ARC. While a comprehensive look at the
CDG is warranted, the document contains many effective and relevant guidelines to maintain.
The ARC discussed working sessions and a subcommittee for the CDG update to do as much of
the “hands on” work as possible, with numerous opportunities for public review and input. Of
course, planning staff, particularly the ARC liaison would have a key role in this effort. While staff
and the ARC can carry some of the effort, it was recognized that some consultant services would
be needed to carry out the project. Based on recent similar efforts, a ballpark estimate would be
$50,000 in consultant services, in conjunction with staff/ARC to produce a focused update of the
CDG.
Page 7 of 16
2019-21 Financial Plan Proposed Major City Goals
Promotional Coordinating Committee
Background
Consistent with its assigned role, the PCC’s proposed goals concentrate on improvements and
enhancements that would make the City of San Luis Obispo an even better place to reside and visit.
They PCC used community responses from their recent strategic planning exercise to inform and
develop the outlined goals. The PCC did not weigh the goals since the members felt that they were
equally important.
Goals
Goal #1: Quality of Life + Public Art
Enhance placemaking efforts by supporting Public Art and identify increased opportunities to
support additional public art throughout the city. Encourage non-traditional, eclectic, and
contemporary forms of public art to enhance arts tourism and serve as point of pride for
residents. Ensure that public art is included in all development / projects in the city, both
residential and business. Public art should be accessible to all members of the community.
Goal #2: Climate Action Plan: Housing+ Connectivity + Sustainability
Support implementation of the City of SLO Climate Action Plan. Support housing density, multi-
modal transit, increased connectivity, traffic mitigation efforts, and the Climate Action Plan with
construction of affordable, green, and net-zero housing.
Increase the efforts to make the city more pedestrian and bicycle friendly. Support enhanced
bike infrastructure and the completion of the Bob Jones Trail as energy efficient examples to
provide transportation for both residents and tourists in a small-scale city with excellent climate.
Encourage buffered, green-striped bike lanes with new construction. Identify and research
feasibility of bike share model connecting Downtown to Cal Poly, beaches, wine country, and
Monterey hotels.
Prioritize sustainability throughout the community for businesses, residents and events.
Goal #3: Homelessness & Mental Health + Safety
Support the city in the addressing of the homeless/ transient / mental health issues that we are
facing with our local population and residents.
Goal #4: Vitality of downtown & other business districts
Support the continuing efforts of community-based organizations to keep the downtown viable.
And also support other local business neighborhoods (which tend to be local business) i.e. MoJo,
Laurel Lane, Crossroads, the airport district, etc.
Page 8 of 16
2019-21 Financial Plan Proposed Major City Goals
Goal #5: Open Space
Enhance awareness and availability of the natural spaces in and around town to residents and
visitors.
Continue to look for opportunities to expand the green belt around San Luis Obispo.
Page 9 of 16
Administrative Review Board
Background
The Administrative Review Board serves as the final decision maker for the City on administrative appeal
hearings relating to administrative citations issued for certain contested San Luis Obispo Municipal Code
enforcement matters that require a more detailed administrative record.
Goals
1.Consistency in enforcement of existing municipal code by citing officers; consistent
interpretation of existing municipal code by hearing officers when reviewing citations that are
appealed; and raising fines for administrative citations.
The goal of more consistent enforcement and adherence to the municipal code by citing officers
and hearing officers would be to increase education of the public as to what the requirements of
the municipal code are and to reinforce the City’s commitment to consistent enforcement and
review when it comes to violations of the municipal code related to neighborhood wellness. With
the ongoing, excellent efforts of Police Department, Office of Neighborhood Outreach, the
suggestion is for citing officers and hearing officers to support that outreach through increased
attention to consistency in enforcement and administrative appeals review.
The ARB also suggests review of the level of administrative citation penalties.
2.Increase the cost to appeal to the Administrative Review Board and establish a fee to appeal to
a Hearing Officer.
Increasing the cost to appeal to the Administrative Review Board so the amount more closely
covers the administrative cost of processing the appeal, with the goal of removing more of the
financial burden on the City. In line with that increase, the ARB suggests requiring the fines for
administrative citations appealed for Hearing Officer review be paid up front and held until the
Hearing Officer issues a decision to prevent the filing of appeals solely for the purpose of delaying
payment of penalties and resulting “no show” appellants and unnecessary burdens on volunteer
Hearing Officer time. Review of an appeal by a Hearing Officer is currently free. If the appeal was
granted, the fine would be returned to the appellant. Indigent appellants may submit a financial
hardship waiver request through which an appellant could be heard by the Administrative Review
Board or a Hearing Officer without having to pay a fee.
3.Enforce the requirement of individual rideshare operators (such as driver-contractors for Uber
and Lyft) to have a business license issued by the City.
It was confirmed with our Finance Department that other cities, such as San Francisco, have a
process by which they receive a list of driver-contractors operating in their jurisdiction in order to
enforce the cities’ requirement that each driver-contractor have a business license. The list is
provided to the cities by the parent corporation and then utilized by the cities to enforce the code.
The goal of this effort would be to increase safety of users by having, at minimum, a list of driver-
Page 10 of 16
contractors operating in the City and making the driver-contractors aware that they are on such
a list and subject to business license requirements.
4. Expand education of homeowners regarding their obligation to have a business license if they
are renting a room, Accessory Dwelling Unit or home, as a step towards stricter enforcement.
It is the belief of the Administrative Review Board that a majority of homeowners within the City
are unaware that they are required to have a business license in order to rent rooms in their
home, or to rent Accessory Dwelling Units (“ADUs”) or homes that they own. There have been
recent educational efforts around ADUs, but the global applicability of the business license may
not be well understood. Also, enhance education regarding the differences in requirements
between long-term and homestay (short-term) rentals. The goal of greater education would be
greater compliance, with the follow-up being increased citations for non-compliance.
Page 11 of 16
DATE: October 2, 2018
TO: Brigitte Elke, Director of Finance
FROM: Adam Fukushima, Staff Liaison to the Active Transportation Committee
SUBJECT:DRAFT FY 2019-21 Active Transportation Committee Recommended Goals
On September 20, 2018 the Active Transportation Committee recommended its FY 2019-21
draft goals for Council consideration which are represented in the following table. The projects
are ranked in order of importance from most to least desired to fund.
Recommended Goal Why Goal is Important Candidate Funding
PROJECTS
Anholm Bikeway Plan-
1)Design, construct, and
maintain bikeway from
Lincoln to Ramona
2)Install art and lighting to
enhance the US 101
underpass
Railroad Safety Trail-
Design and construct:
1)Pepper St to the train
station
2)Jennifer St. bridge to Iris
(connecting to French
Hospital Trail)
Broad Street Crossing
Improvement-
Design and construct HAWK
beacon at Woodbridge Street
Bob Jones Trail-
1)Construct segment from
Calle Joaquin to
Oceanaire
2)Design and construct
bike path extension from
LOVR to the Octagon
Barn
3)Design grade separated
crossing of LOVR at
Highway 101
This project will provide a primary low
traffic north/south through route for
bicyclists serving the downtown core and
neighborhoods north of Foothill Blvd;
complements projects in the Bishop
Peak and Pacheco Elementary School
Safe Routes to School Plan
This goal provides a huge safety
enhancement for a large volume of
bicyclists and pedestrians to the
University, schools & parks; implements
General Plan goals to increase bicycling
& walking and supports Grand Jury
recommendations to close gaps.
This goal improves pedestrian
transportation and complements the
South Broad Street Area Plan
The City-to-Sea trail continues to be a
high priority for residents. Additionally,
SLO County is moving forward with its
section of the trail which will increase the
desire for the crossing.
Project Funding Sources:
State funds
Federal funds
General fund
City debt financing
Fundraising efforts
Measure G
Active Transportation Committee
Page 12 of 16
Misc. Bicycle Facility
Improvements-
Provide $100,000 in annual
funding for misc. projects
such as safe routes to
school, signing & striping
projects ideally incorporated
into other construction
projects.
Pacheco and Bishop Peak-
Safe Routes to School
Design and construct
enhanced bicycle/pedestrian
crossing of Foothill Blvd at
Patricia and La Entrada
Penny Lane Bridge-
Design a bicycle/pedestrian
bridge over the railroad tracks
at Penny Lane
Prado Road Class I-
Design and construct a Class
I bikeway from the current
terminus of Prado Road to
Broad Street.
Sinsheimer Park Pathway-
Construct a paved path
through Sinsheimer Park
from Helena Street to the
Railroad Safety Trail
Islay Bicycle Boulevard-
Design and construct the
City’s third bicycle boulevard.
Broad Street Class I-
Design and construct a Class
I bikeway from Damon
Garcia sports fields to
Rockview Place
Completing these projects as part of
other construction projects results in
substantial cost savings.
This project has been requested by
neighborhood families that have difficulty
crossing Foothill as they walk and
bicycle their kids to school.
This bridge will provide a connection
from downtown to the Johnson Avenue
and Ella Street neighborhoods via the
bicycle facilities recently constructed at
French Hospital.
Constructing this bikeway connection
ahead of development will provide an
important east/west bikeway connection
and alternative to Tank Farm Road
during the Chevron remediation efforts.
This project has been requested by
residents from throughout the community
and provides connectivity from the trail to
the park
Bicycle boulevards are facilities that
bicyclists of all abilities feel comfortable
using and therefore increase ridership.
In conjunction with the Prado Road
Class I bikeway, this segment provides
an alternative route to the busy Broad
Street corridor.
The intent of this goal is to improve east-
west connectivity of communities west of
the US 101 to the east side of the
freeway.
PROGRAMS
Traffic Safety Education:
Educating the public on cycling
Program Funding Sources:
State and Federal grants
Transportation Development
Page 13 of 16
Increase annual funding for
bicycle, motorist, and scooter
education
Ped/Bikeway Maintenance:
Maintain $60,000 annually
for bicycle and pedestrian
facilities
awareness and safety reduces
collisions. Goal supports Grand Jury
goal of promoting safe cycling.
Performing pavement maintenance and
weed control on pedestrian and bicycle
paths will increase the life of these
facilities and reduce the risk of
accidents.
Act funds
General fund
Measure G
STAFFING
Active Transportation
Manager:
Maintain position.
The Active Transportation Manager
implements the Bicycle Transportation
Plan policies and programs, prepares
grant applications, and helps manage
capital projects.
Staffing Funding Sources:
General fund
Measure G
Page 14 of 16
Human Relations Commission
Background
The Human Relations Commission (HRC) requests the City Council consider the following goals for the
2019-2021 Financial Plan:
Goals
1. Housing
Continue to implement the Housing Element, facilitate affordable, supportive, and transitional housing
options; promote creative land use and density opportunities, and modify City fees and processes to
increase housing production.
Tasks and funding priorities should focus on:
a. Explore ways to increase the affordable, alternative, and transitional housing inventory, through
active support and involvement in the upcoming update of the City’s General Plan Housing
Element for 2020-2028;
b. Increase both rental and ownership opportunities within the City’s housing stock;
c. Promote smaller, efficiency units and adjust development fees accordingly;
d. Continue to prioritize Community Development Block Grant (CDBG0) funding for production and
rehabilitation of affordable housing; and
e. Promote and ensure fair housing practices and policies within the City.
2. Homeless Prevention
Continue to support a long-term, proactive, sustainable program that addresses homelessness and
focuses on transitioning children, families, and individuals out of homelessness into permanent housing.
Tasks and funding priorities should focus on:
a. Increase the HRC Grant-in-Aid Budget and General Fund support to allow greater financial
assistance to non-profits in the community who serve those less fortunate;
b. Continue efforts to prevent homelessness primarily with the most vulnerable populations;
c. Increase support and awareness for mental and physical health and wellness; and
d. Continue to work with the City’s Police and Community Together (PACT) team, the County’s
Homeless Services Oversight Council (HSOC), and other local municipalities in implementing the
San Luis Obispo Countywide 10-year Plan to End Chronic Homelessness.
Page 15 of 16
3. Diversity, Equity, & Inclusivity
Identify and implement policies and procedures to encourage greater social and economic diversity in the
City.
Tasks and funding priorities should focus on:
a. Review and make changes to the HRC’s Bylaws and other Advisory Body Bylaws as necessary, to
encourage diversity and inclusivity;
b. Support, protect, and ensure the implementation of the City’s “welcoming city” designation;
c. Explore partnerships with stakeholder groups, including but not limited to, the Five Cities
Diversity Coalition, RACE Matters, SLO PACT, and various student groups to listen and learn
about opportunities to increase diversity and inclusion;
d. Increase commissioner community engagement and involvement to educate and inform City
residents about the role of the HRC;
e. Promote the city’s diversity and inclusion efforts through a collaboration with the City’s
Promotional Coordinating Committee and internal marketing team.
Page 16 of 16
2021-23 Financial Plan Proposed Goals & Objectives
[Name of Committee]
Background
[Please provide background narrative for your goals]
Goals
1. Goal #1
[Please provide narrative detailing goal]
Please provide as many goals as seem reasonable considering that resources are limited and the City
Council considered a consolidation of goals in 2020-21.
Advisory Bodies
2021-23 Financial Plan Goal
Setting Parameters
1
2019-21 Financial Plan
Guided by the Fiscal Health Response Plan–the purpose of the Plan is to establish a
framework to respond to the long-term fiscal impacts of the significant increases in
required pension contributions to the CalPERS retirement system over three years.
2
Year 1
2018-19
Year 2
2019-20
Year 3
2020-21
Three-Year Plan
San Luis Obispo is committed to…
Good Fiscal
Management
Public
Engagement
Quality
Services
4Considerations when setting goals:
Changes in
Economic
Conditions
Pending Diablo
Closure
Further CalPERS
Adjustments
Long-term
Environmental &
Fiscal
Sustainability
COVID19 Diversity, Equity,
Inclusion (DEI)
Assumptions
Phased reopening
Schools return in Fall 2020
Impact on most industries
Recessionary trends
“U” Shaped recovery
“How much of a guessing game is a wild guessing game right now as there is no historical precedent for the current crisis and little good data
as of yet.”
–Beacon Economics
General Fund Long Term Forecast 5
*Based on unaudited actuals
Based on 2020-21 Supplemental Budget forecast
Fiscal Health Contingency Plan Activated –Hiring, purchasing, and travel chills
to mitigate revenue shortfalls.
Healthy Reserve Levels –The City has multiple reserves in preparation for future
unknowns and cash flow preservation.
Where are we now?
6
2019-20 Results: Realized savings from additional employee contributions to
CalPERS and hiring new staff under the PEPRA retirement plan limiting the impact
of revenue shortfall.
Fiscal Health Response Plan: in effect through 2020-21
Unfunded Liability Payments as part of
FHRP
FY 18-19 FY 19-20 FY 20-21
CalPERS Downpayments $4.2 mil -Paid $4.2 mil* -Unpaid –in
Undesignated Fund Balance
$3.0 mil –payment to
be determined
115 Pension Trust Fund $1.4 mil –In Reserve $2.0 –allocation to be
determined
*From 2018-19 Fund Balance
7City Council Adoption of ONE Unified City Goal (June 2, 2020):
Economic Stability, Recovery, and Resiliency
Link to 20-21
Supplemental Budget
with goal details (pg. 17)
July 2020
Council approved creation of a Diversity,
Equity, and Inclusion Task Force to provide
guidance and a foundation for creating a
potential 21-23 DE&I focused Major City
Goal
Goal Setting Parameters
1.Consider uncertainty regarding the long-term impacts from COVID19
2.Consider increased pressure to fund infrastructure maintenance
3.Advancing Fiscal Health Response Plan objectives
4.New projects and services will require trade-offs with current core
services (Revenue generating new services excluded.)
5.Goal setting through the lenses of Diversity, Equity, and Inclusivity
8
Goal-Setting & the Budget Process
February 2021
*November 17, 2020 “Setting the Stage” Workshop
**Date TBD “Budget Foundation” Workshop
2021-23 Financial Plan
April 2021
June 2021
June 2021
Community
Involvement
(format TBD due
to COVID)
The proposed Financial Plan Calendar will be presented to Council on 10/20/20
QUESTIONS?
10
We are available to talk to you and your advisory body and respond to
questions.
Natalie Harnett Principal Budget Analyst nharnett@slocity.org
Brigitte Elke Finance Director belke@slocity.org