HomeMy WebLinkAboutItem 08 - COUNCIL READING FILE_a_Advisory Body Goals2021-23 Financial Plan Proposed Goals & Objectives
Tourism Business Improvement District
Background
The Tourism Business Improvement District (TBID) board recommended the goals for consideration in
the 2021-23 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. Diversity, Equity + Inclusion:
• Expand engagement and education to support and foster safe and
welcoming opportunities throughout the community.
• Continue to work with a wide-ranging group of nonprofits and community
organizations to ensure that the citizens of San Luis Obispo are exposed to
diverse opportunities to all segments of our local community.
2. Community Connection:
• Build connection between diverse community populations (Cal Poly,
Business, Residents, Visitors).
3. Homelessness: Social Services, Mental Health + Public Safety
• Continue the City’s efforts to address and mitigate 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.
4. Vitality of Downtown & Other Business Districts:
• Foster economic recovery to support the vitality of Downtown and outlying
business districts. Support and provide programs for business community
recovery + community beautification so SLO remains a vibrant and
attractive place to live, work and visit.
• Prioritize the implementation of the Downtown Concept Plan including
walkability, parking + connectivity, and parklet/open street programs.
2021-23 Financial Plan Proposed Goals & Objectives
5. Economic Vitality:
• Build fiscal stability for the recovery of the community from COVID-19.
• Resiliency Planning (Diablo Canyon, Pandemic)
• Address affordable housing as an economic issue and barrier to resource
retention and business attraction
• Expand the Economic Development commitment of the city to support new
ways of doing business and reduce business development barriers.
Economic recovery supports local jobs and the local economy.
2021-23 Financial Plan Proposed Goals & Objectives
Planning Commission
Background
The City Council approved the creation of a Diversity, Equity and Inclusion (DE&I) Task Force to
provide guidance and a foundation for creating a potential 2021-2023 DE&I focused Major City
Goal. It is the Planning Commission’s intent that all of the following goals are viewed through the
lenses of DE&I.
Goals
1. Housing: Increase Affordable and Workforce Housing Supply
Provide public information and educational materials that promote the construction of
Accessory Dwelling Units. Continue to emphasize affordable housing programs,
encourage flexible use and non-traditional housing product types to facilitate
development of workforce and missing middle housing.
2. Sustainability: Reduce GHG Emissions by Reducing VMT and Improving
Residential Energy Efficiency
Implement the Climate Action Plan with emphasis on: 1) identify, implement and promote
financial incentives to improve energy efficiency in pre-1990 housing stock and create and
distribute educational materials promoting this practice; 2) encourage 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; and 3)
developing standards that support infrastructure improvements for alternative
transportation and electric vehicles.
3. 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 that includes and prioritizes non-automobile
alternatives to access commercial, services and recreational opportunities.
2021-23 Financial Plan Proposed Goals & Objectives
Cultural Heritage Community
Goals
1. Contributing Historic Properties list – Evaluate the existing Contributing properties list to determine if
certain properties should be re-evaluated and potentially removed from the historic properties list.
2. Historic Significance Criteria - Complete an update of the Historic Preservation Ordinance historic
property significance criteria to include considerations of Diversity, Equity and Inclusivity.
3. Provide public information (website, publications, brochures, etc.) to increase public awareness of the
Historic Preservation program and include information and resources on the criteria and potential for a
neighborhood to form a new historic district and to add properties to the Contributing and Master List
of Historic resources. Information and resources will include guidance and supporting documents from
the City’s Historic Preservation Program.
2021-23 Financial Plan Proposed Goals & Objectives
Architectural Review Commission
Background
The Community Design Guidelines (CDG), adopted in June 2010, are the guiding principles for the
Architectural Review Commission (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 November 16, 2020 decided to continue to focus on one goal: updating its
major policy document, the CDG. It is timely and important to update the CDG after the adoption of the
comprehensive Zoning Regulations Update (September 2018).
Following the 2018 update of the Zoning Regulations a new development review process was
implemented, which primarily changed the focus and decision-making authority of the ARC. Under the
current process, instead of final decisions, the ARC makes advisory recommendations to the Planning
Commission or Community Development Director, and conducts more focused, informal, and working
session-type meetings. The ARC is totally focused on design guidelines and does not weigh in on things
outside their purview (State affordable housing law, environmental review, and parking reductions).
If approved as a component of the 2021-23 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
and overdue, the document contains many effective and relevant guidelines to maintain. The process is
anticipated to include 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.
Goal
1. Community Design Guidelines (CDG) Update: Prepare a comprehensive update to the
document, including but not limited to the following, as prioritized below, with “a” being the
most important:
a. Include and update guidelines for mixed-use, in-fill, and residential projects, and
affordability.
b. Include definitions and guidelines for outdoor space, including private, semi-private, and
public space.
c. Include and update guidelines for landscaping.
d. Provide a clear description of the Architectural Review Commission’s purview, as defined in
the Commission’s bylaws.
e. Develop criteria for compatible development in historic zones.
f. Strengthen and more clearly define guidelines for storefronts and windows in commercial
areas to maintain transparency and prevent the installation of opaque film and interior signs
and displays that obstruct views into stores.
2021-23 Financial Plan Proposed Goals & Objectives
g. Update CDG for neighborhood compatibility to address transitions between neighborhood
commercial development and adjacent residential neighborhoods (LUCE §3.5.7.9).
h. Include more images and reference photos to highlight guideline language.
i. Review existing visual resource inventory and provide recommendations for additional
database improvements. Update the City’s GIS system by including 3D data for buildings by
starting in the downtown and moving outward from there. Provide guidelines for use of
data base in the analysis of projects as well as additional guidance for the protection of
views and vistas (LUCE §15.1.2).
2021-23 Financial Plan Proposed Goals & Objectives
Promotions Coordinating Committee
Background
The challenges of 2020 with COVID-19 and the need for social justice reform have shined a light on the
importance of economic recovery, public health and safety, and diversity, equity, and inclusion. All of
this against the backdrop of the continued importance on environmental sustainability and supporting
the city’s goal of carbon neutrality by 2035.
Goals
1. Economic Recovery of downtown & other business districts
• Support economic recovery and vitality of Downtown and outlying business
districts, within all current safety regulations. Economic recovery of local
business is essential to the social and financial recovery of the citizens of San Luis
Obispo. Economic recovery supports local jobs and the local economy.
2. Community Engagement + Quality of Life:
• Create programs to expand public connection to various areas of the city,
neighborhood pride.
• Support placemaking efforts by supporting Public Art and identify additional
opportunities for public art throughout the city. Any new public art projects will
be considered through the lens of diversity and inclusiveness of all the citizens of
San Luis Obispo.
• Increase opportunities to continue to emphasize the quality of life for all the
citizens and visitors to San Luis Obispo.
3. Diversity, Equity + Inclusion:
• Expand engagement and education to support and foster safe and welcoming
opportunities throughout the community.
• Continue to work with a wide-ranging group of nonprofits and community
organizations to ensure that the citizens of San Luis Obispo are exposed to
diverse opportunities to all segments of our local community.
4. Climate Action + Destination Stewardship including Connectivity & Transportation/
Sustainability / Tourism/ Open Space
• Support implementation of the City of SLO Climate Action Plan.
• 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
2021-23 Financial Plan Proposed Goals & Objectives
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.
• To promote sustainable tourism. Educating tourists about the goals of the city to
become a sustainable community. Including our efforts to recycle, expand our bicycle
safety and transportation along with our many walking paths.
5. Homelessness Support: Mental Health + Safety
• Increase the efforts to provide support to address the homeless/ transient/
mental health issues in our local population.
2021-23 Financial Plan Proposed Goals & Objectives
Mass Transportation Committee
Background
UPON MOTION OF VICE CHAIR FIGUEROA, SECONDED BY COMMITTEE MEMBER CRAMER, CARRIED 6-0-1
(Committee Member Freeman absent), to forward the following recommendations to City Council as the
Mass Transportation Committee Goals for the 2021-23 Financial Plan:
Goals
• Additional Staffing: Create one additional full-time staffing position for Transportation Grant
Programs.
• Increase Services: Support expanding transit services for more frequency along major transit
corridors.
• Representation in Planning Review Process: Strengthen transit involvement in the planning review
process.
• Ensure Adequate Facilities: Including a dedicated Transit Center and growth ready Maintenance
Facility.
• Adopt Advancements in Technology: Including adoption of electric vehicles.
2021-23 Financial Plan Proposed Goals & Objectives
Parks and Recreation Committee
Background
City Advisory Bodies provide input to Council in preparation for its two-year financial plan. The
PRC discussed this opportunity at its November meeting and asked staff to return with short and
long-term goals focused on addressing the update to the Parks and Recreation Element and
Master Plan. The proposed goals below represent a synthesis of what the PRC discussed and
should be reviewed, discussed, amended, and if possible approved for recommen dation to
Council.
Goals
Timing Goal
2021-23 Continue to support Parks and Recreation staff, programs, facilities, and
parks outlined in the 2021-23 Financial Plan.
2021-23 Provide Funding to Parks and Recreation for the Acquisition of Equipment to
be used for Pop-up Events that are community building in nature.
Support and implement the funding for the acquisition of an event trailer and
materials (tables, chairs, sound system, etc.) necessary for the Parks and
Recreation department to lead events such as pop up events, movies, concerts
in Parks and the Mission Plaza and for delivery and use to neighborhoods for
neighborhood events such as block parties.
Longer Term
2021 and beyond
Upon adoption in spring 2021, identify funding for the implementation of the
Parks and Recreation Master Plan based on the priority order for amenities
and projects.
FY 2021-23 Recommended Goals
TREE COMMITTEE
DATE: December 16, 2020
TO: Brigette Elke, Director of Finance
FROM: Anthony Whipple, Staff Liaison to the Tree Committee
ON BEHALF OF: Alan Bate (Chair), Rodney Thurman, Jane Worthy (Vice Chair), Allen Root,
Rodney Thurman, Scott Loosley, Sean O’Brien and Elizabeth Lucas
During the Tree Committee meetings held on September 26, 2020 and October 26, 2020, the
Committee discussed their recommended goals for the upcoming FY 2021-23 Financial Plan.
There was a consensus among committee member for the following goals to be submitted.
RECOMMENDED GOALS:
1. Top priority for the City of San Luis Obispo is an URBAN FOREST MASTER PLAN.
2. Provide enough contract budget/staffing to maintain a 5-year tree maintenance cycle.
3. Approve and recruit a Developmental Revue Arborist to reflect the cities current
workload.
4. Update the recommended Tree List with information on what type of sites trees are best
suited for (ex: Parkways, large open spaces where roots are not a concern)
5. Create an “urban forest” interpretive program (signage, self-guided tour, etc.) that allows
citizens to interact and learn more about the forest around them.
2021-23 Financial Plan Proposed Goals & Objectives
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.
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. Continue to prioritize Community Development Block Grant (CDBG) funding for
production and rehabilitation of affordable housing.
b. Promote smaller, efficiency units, and adjust development fees accordingly.
c. Promote and ensure fair housing practices and policies within the City.
d. Explore and promote resources to assist with landlord & tenant issues; and
e. Explore and promote activities to enhance community-building within existing
neighborhoods.
2. Homeless Prevention and Advocacy
Continue to support and advocate for 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
individuals.
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 homelessness.
2021-23 Financial Plan Proposed Goals & Objectives
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”
declaration 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
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.
e. Promote the city’s diversity and inclusion efforts through 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 about how to participate in local government (i.e. how to
read City Council Agendas, speak at public meetings, how to sign-up for open
City Hall).
4. Awareness and Access to Healthcare
Increase awareness and access to healthcare services/resources within the City to
enhance the health of the community.
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.
e. Encourage low-income housing providers to have on-site access to health care
providers, opportunities, and resources.
2021-23 Financial Plan Proposed Goals & Objectives
Personnel Board
Background
The Personnel Board requests the City Council consider the following goals for the 2021-23 Financial Plan.
Goals:
1. Diversity, Equity, and Inclusion (DEI)
The city is committed to policies, practices and structures that support the well-being and
empowerment of all residents, marginalized communities, and its employees.
a) More fully utilize the expertise of the Personnel Board in providing input and
oversight into organizational DEI policies, programs, and practices.
b) Ensure sufficient resources (staff, consultant, and budgetary) are provided to support
best practices in DEI in hiring, training, and promotional policies, practices, programs.
2. Fiscal Sustainability
Engaged employees result in reduced turnover, avoid costs, and provide high level programs
and services to the community. COVID 19 has impacted employees, their families, and work
practices in many ways.
a) Support employee engagement, wellness, and resiliency through various avenues
including employee surveys, adaptation of work polices established during the COVID
19 pandemic, and resources that support employee mental health.
b) Ensure appropriate resources are allocated for the above in the 2021-23 Financial
Plan.
Page 1 of 2
DATE: December 14, 2020
TO: Brigitte Elke, Director of Finance
FROM: Adam Fukushima, Staff Liaison to the Active Transportation Committee
SUBJECT: FY 2021-23 Active Transportation Committee Recommended Goals
On October 20, 2020, the Active Transportation Committee recommended its FY 2021-23
goals for Council consideration which are represented in the following table. These goals will
implement projects recommended in the Draft Active Transportation Plan which has an
anticipated Council adoption date of February 2, 2021. 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
-Support implementation of
Phase 2 of the Anholm
Bikeway Plan from Ramona
to Downtown including
installation of art and lighting
on US 101 underpass
Active Transportation Plan
– Tier 1 Project Deployment
-Feasibility study and
preliminary design of Tier 1
projects for quick-build
installation. Construct one or
two projects in FY 2022-23.
2021 Sealing Projects
-Higuera Street (Marsh-
Pepper) protected bike lane
or buffered bike lane
- Marsh St (Higuera-
California) protected bike lane
2022 Sealing Projects
-Chorro St (Mission-
Meinecke) northbound bike
lane
-Cerro Romauldo
neighborhood greenway
-Galleon-Atascadero St
neighborhood greenway
This project will provide a primary low
traffic north/south through route for
bicycling and walking, 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
Provides more study of the Tier 1
network in order to determine which
projects are suitable candidates for
quick-build implementation.
Completing these projects as part of
other construction projects results in
substantial cost savings.
Completing these projects as part of
other construction projects results in
substantial cost savings.
Project Funding Sources:
State funds
Federal funds
General fund
City debt financing
Fundraising efforts
Measure G-20
Active Transportation Committee
Page 2 of 2
2023 Sealing Projects
-Monterey St (Santa Rosa-
Buena Vista) protected bike
lanes
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.
Misc. Pedestrian 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.
Completing these projects as part of
other construction projects results in
substantial cost savings.
Completing these projects as part of
other construction projects results in
substantial cost savings.
Completing these projects as part of
other construction projects results in
substantial cost savings.
PROGRAMS
Traffic Safety Education:
Increase annual funding for
bicycle, pedestrian, motorist,
and micromobility education
Ped/Bikeway Maintenance:
Maintain $60,000 annually
for bicycle and pedestrian
facilities.
Educating the public on traffic
awareness and safety reduces
collisions.
Performing pavement maintenance and
weed control on pedestrian and bicycle
paths will increase the life of these
facilities and reduce the risk of
collisions.
Program Funding Sources:
State and Federal grants
Transportation Development
Act funds
General fund
Measure G
STAFFING
Active Transportation
Manager:
Maintain position.
The Active Transportation Manager
implements the Active Transportation
Plan policies and programs, prepares
grant applications, and helps manage
capital projects.
Staffing Funding Sources:
General fund
Measure G