HomeMy WebLinkAboutItem 3 - Advisory Body Goal Setting Staff ReportMeeting Date: December 2, 2020
Item Number: 3 2
HUMAN RELATIONS COMMISSION AGENDA REPORT
SUBJECT: 2021-23 Human Relations Commission Goal Setting for the Financial Plan and Budget
FROM: Cara Vereschagin, Housing Coordinator
Phone Number: (805) 781-7596
E-mail: cvereschagin@slocity.org
OVERVIEW AND RECOMMENDATION
Item was continued from November 4th, 2020 HRC Meeting, of which the Human Relations Commission
(HRC) identified four goals and supplemental work program items for the 2021-23 Financial Plan and
Budget (Attachment A). This item will allow for the HRC to finalize those previously identified goals
and supplemental work program items.
The Staff Report from the November 4th meeting that includes all the background information is provided
as Attachment B.
Next Steps
Advisory body goals are due by December 15, 2020. All advisory bodies will receive a consolidated
listing of all recommended advisory body goals, thus providing the opportunity to review what other
advisory bodies see as high community priorities. The Council will receive the final report with all
advisory body recommendations before they begin the goal-setting process in February 2021.
Attachments
A – HRC Advisory Body Goals working draft from November 4, 2020 HRC Meeting
B – Advisory Body Goals Staff Report from November 4, 2020 HRC Meeting
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Human Relations Commission
Background
The Human Relations Commission (HRC) prioritized the following goals based on the evaluation of 2019-
21 Major City Goals and General Plan policies and programs; prevalent needs and urgent conditions
within the community; input received over the past two years from social service providers; and the
availability of City resources to accomplish the identified goals and task items within the financial plan
timeframe. [Please provide background narrative for your goals]
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 of the City’s housing stock ;
c.Promote smaller, efficiency units, and adjust development fees accordingly;
d.Continue to prioritize Community Development Block Grant (CDBG) funding for
production and rehabilitation of affordable housing; and
e.Promote and ensure fair housing practices and policies within the City;.
f.Explore and promote resources to assist with landlord & tenant issues;
e.g. Explore and promote activities to enhance community-building within existing
neighborhoods.
2.Homeless Prevention and Advocacy
Continue to support and advocate for a long-term, proactive, sustainable programs 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 Grants-in-Aid Budget and General Fund support to allow greater
financial assistance to non-profits in the community who serve these less
fortunate;
b.Continue efforts to prevent homelessness and support vulnerable, unhoused
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individuals primarily with the most vulnerable populations;
c. 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 to address homelessnessin implementing the San Luis Obispo
Countywide 10-year Plan to End Chronic Homelessness.
3. Diversity, Equity, and 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”
declarationdesignation by promoting the sanctuary city designation in multiple
languages on new/existing signage;
c. Explore partnerships with stakeholder groups, including but not limited to, the
Five Cities Diversity Coalition of SLO County, 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; and
e. Promote the city’s diversity and inclusion efforts thro ugh a collaboration with
the City’s Promotional Coordinating Committee and internal marketing team.
f. Promote language access by translating/providing informational documents in
other languages to be available on City website;
g. Enhance public engagement and participation by increasing promotional
awareness campaigns for City volunteer opportunities.
4. Awareness and Access to Healthcare
<insert descriptive blurb>
Tasks and funding priorities should focus on:
a. Increase support and awareness for addiction resources, in alignment with the
new Detoxification Center underway at 40 Prado Homeless Services Center;
b. Continue to enhance partnerships with the City’s Police and Community
Together (PACT) team and evaluate the addition of another additional social
worker to the City’s Police Department;
c. Explore partnership with TMHA’s library program to enhance community
enrollment into affordable health care, including CenCal Health and Covered
California;
d. Increase access/availability of (feminine) hygiene products in City-owned
facilities;
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a.e. Encourage low-income housing providers to have on-site access to health care
providers, opportunities, and resources.
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.
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Meeting Date: November 4, 2020
Item Number: 2 2
HUMAN RELATIONS COMMISSION AGENDA REPORT
SUBJECT: 2021-23 Human Relations Commission Goal Setting for the Financial Plan and Budget
FROM: Cara Vereschagin, Housing Coordinator
Phone Number: (805) 781-7596
E-mail: cvereschagin@slocity.org
SUMMARY RECOMMENDATION
Review and evaluate status of 2019-21 Human Relations Commission’s goals, take public testimony,
and identify Commission goals and work program items for the 2021-23 Financial Plan
DISCUSSION
Situation
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 identify their goals and major work programs 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.
Advisory body members are involved in the goal setting process to provide important input as
representatives of the community, with special expertise and experience working locally within their
specific area of representation. Below are some key points to consider as the City embarks on the goal-
setting process:
1.The Council is seeking advisory body input focused on the purview of the advisory body, but
is also interested in input on other issues important to the community.
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. The
HRC should recommend only those activities that can reasonably be accomplished in the two
years of the financial plan.
Objective
This is a public process and citizens are encouraged to contribute. Tonight’s meeting will result in two
items: 1) a list of HRC goals and implementation programs; and 2) a letter from the HRC Chair to the
City Council outlining recommended goals and programs for 2021-23, and if necessary, requesting
resources for specific activities (staff will prepare the letter for the Chair’s signature).
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Human Relations Commission: 2021-23 Financial Plan Goal Setting
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GOAL SETTING
Current Recommended Goals: 2019-21
During the past goal-setting session for the 2019-21 budget cycle, the Commission recommended the
following projects to Council:
1.Housing
Continue to implement the Housing Element, facilitate affordable, supportive and transitional
housing options; promote creative land use and density opportunities, and modify Cit y 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 of the City’s housing stock;
c.Promote smaller, efficiency units, and adjust development fees accordingly;
d.Continue to prioritize Community Development Block Grant (CDBG) 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 Grants-in-Aid Budget and General Fund support to allow greater financial
assistance to non-profits in the community who serve these 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.
3.Diversity, Equity, and 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;
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Human Relations Commission: 2021-23 Financial Plan Goal Setting
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d.Increase commissioner community engagement and involvement to educate and inform
City residents about the role of the HRC; and
e.Promote the city’s diversity and inclusion efforts through a collaboration with the City’s
Promotional Coordinating Committee and internal marketing team.
Goal Setting Process for 2021-23
As the City begins the 2021-23 financial planning and budget cycle, the HRC has the opportunity to
review their current goals, update them as necessary, and identify any new goals, programs and/or
projects. At the meeting, staff will provide a brief presentation introducing the budget process, advisory
body role, and status of previous recommended goals. The City last revisited its goals and work program
in November 2018, in preparation for the 2019-21 Financial Plan and Budget. Staff, advisory bodies,
and Council members are now preparing for the next Financial Plan cycle: 2021-23. During the past
goal-setting sessions, the HRC has generally followed the steps outlined below.
1.Review and understand the goal-setting and Financial Plan and Budget process.
2.Evaluate previous goals and work programs. Determine which goals and programs were
accomplished and can be deleted or ones that no longer reflect the aims of the HRC.
3.Determine which goals or programs that have not been completed and should be carried forward.
4.Identify new goals or programs for possible inclusion in the work program.
5.Prioritize the goals and programs, based on the HRC’s goals, community needs and input,
opportunities, or special or urgent conditions; and
6.Identify activities which may require additional resources to accomplish, including special
funding for specific survey, tasks or consultant work (i.e. historic inventories or research),
construction or other implementation costs, additional staff time, etc. This may include
references to possible community partnerships or outside funding sources.
The Commission will establish goals for the next two years and identify three to five key tasks or
programs it intends to complete in the period. The Commission should discuss how these goals and
activities 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. Additionally, it has been asked by
staff that advisory bodies consider the following when developing their goals for this financial plan:
•Changes in economic conditions
•Pending closure of Diablo Canyon Power Plant
•Further CalPERS adjustments
•Long-term environmental & fiscal sustainability
•Uncertainty regarding the long-term impacts of COVID-19
•Setting goals through the lenses of Diversity, Equity, and Inclusion
Next Steps
Advisory body goals are due by December 15, 2020. All advisory bodies will receive a consolidated
listing of all recommended advisory body goals, thus providing the opportunity to review what other
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Human Relations Commission: 2021-23 Financial Plan Goal Setting
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advisory bodies see as high community priorities. The Council will receive the final report with all
advisory body recommendations before they begin the goal-setting process in February 2021.
Attachments
A – Goal Setting Parameters presentation
B – 2019-21 Financial Plan Advisory Body Consolidated Goals
C – Advisory Bodies Goal Template
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Advisory Bodies
2021-23 Financial Plan Goal
Setting Parameters
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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.
Year 1
2018-19
Year 2
2019-20
Year 3
2020-21
Three-Year Plan
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San Luis Obispo is committed to…
Good Fiscal
Management
Public
Engagement
Quality
Services
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Considerations when setting goals:
Changes in
Economic
Conditions
Pending Diablo
Closure
Further CalPERS
Adjustments
Long-term
Environmental &
Fiscal
Sustainability
COVID19 Diversity, Equity,
Inclusion (DEI)
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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
*Based on unaudited actuals
Based on 2020-21 Supplemental Budget forecast
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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?
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
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City 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
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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
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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
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QUESTIONS?
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
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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
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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
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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
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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.
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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.
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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.
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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.
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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.
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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.
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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-
Item 3, Attachment BItem 3
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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.
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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
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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
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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
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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.
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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.
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[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.
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