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HomeMy WebLinkAboutItem 7b. Annual Update on Implementation of the Economic Development Strategic Plan Item 7b Department: Administration Cost Center: 1004 For Agenda of: 10/1/2024 Placement: Business Estimated Time: 20 minutes FROM: Greg Hermann, Deputy City Manager Prepared By: Molly Cano, Economic Development & Tourism Manager; McKenzie Taffe, Economic Development Analyst SUBJECT: UPDATE ON IMPLEMENTATION OF THE ECONOMIC DEVELOPMENT STRATEGIC PLAN RECOMMENDATION Receive and file the annual update on the implementation status of the Economic Development Strategic Plan (EDSP). POLICY CONTEXT The City’s 2023-25 Financial Plan Major City Goal (MCG) for Economic Resiliency, Cultural Vitality and Fiscal Sustainability includes the direction to staff to implement initiatives that reinforce a thriving and sustainable local economy, support a diverse, inclusive, and vibrant community, preserve arts and culture, and ensure fiscally responsible and sustainable City operations. Based on the adoption of the Economic Development Strategic Plan (EDSP) by City Council on July 18, 2023, staff began work on MCG task 1.1.a. to implement relevant actions in the updated EDSP focu sing on those relevant to Economic Resiliency, Cultural Vitality and Fiscal Sustainability. Additionally, the City’s General Plan Land Use Element, Chapter 1: Society and Economy, outlines that “San Luis Obispo should be a well-balanced community. Environmental, social, and economic factors must be taken into account in important decisions about San Luis Obispo's future. A healthy economy depends on a healthy environment. The social fabric of the community for both residents and visitors must also be a part of that balance. Therefore, complementary to the goals and objectives of this element, the City shall maintain and bi-annually review goals and objectives that promote the economic well-being of the community.” REPORT-IN-BRIEF Since the development of the Economic Development program in the City of San Luis Obispo in 1996, a number of Economic Development strategic plans have been created and implemented based on the relevant needs of the community at that specific point in time. In July 2023, the City Council approved the update to the EDSP and since that time Page 249 of 369 Item 7b staff has been implementing the work program in accordance with the corresponding implementation matrix (Attachment A). The EDSP is organized into three pillar areas: (1) Business and Entrepreneur Vitality; (2) Placemaking and Promotion; and (3) Talent Development and Attraction. The comprehensive EDSP implementation matrix is included as Attachment A to this report for reference to all completed work in alignment with the work progress of the EDSP. As reflected on the implementation matrix, all the initiatives outlined in the work plan for FY 24 are completed or in progress. DISCUSSION Background The City’s Economic Development Program was established in 1996. The original focus of the program was the generation of revenue, primarily through increasing sales tax and Transient Occupancy Tax (TOT). The economic challenges of 2008-2010 created additional focus on the City’s role in economic development. As a result of this focus, the City Council approved the first EDSP in 2012. The primary objective of that plan was focusing on a system to create Head of Household (HOH) jobs, now referred to as Moderate Income Plus Jobs. Then in 2015, the original EDSP received a minor update to redirect the focus to property development in conjunction with the update of the Land Use and Circulation Element of the City’s General Plan. After 2015, an update the EDSP was recommended every five years to ensure that the work of the newly titled “Economic Development and Tourism Program” remained relevant and consistent with the goals of the community. The next update was originally planned in the 2019-20 fiscal year, but due to the pandemic was delayed to fiscal year 2022-23 and was subsequently approved by the City Council in July 2023. In the updated 2023 EDSP, the plan advanced into a framework designed to respond to the changes that occurred in the intervening years, both in terms of the City’s internal efforts and the external economic development landscape. These changes include the effects of the economic and social changes resulting from the COVID -19 pandemic; the increasing economic threats posed by the climate crisis and the related economic opportunities created by the transition to a clean energy economy; and the growing attention and value being placed on diversity, equity, and inclusion (DEI) across the economic development community. The program also evolved into the Office of Economic Development & Tourism (Office of ED&T), bringing more alignment between the economic development and community promotion work for and in the City. Current Economic Development Strategic Plan The EDSP framework contains three sections: the mission statement, guiding principles, and major pillars. The mission statement is the primary foundational element of the plan as it sets the tone, provides direction, and informs the development of the strategies in the sections that follow. The guiding principles reflect the impact of the changes outlined above. Guiding principles shape the direction of the plan and are interwoven throughout the strategies and actions. The guiding principles are: Page 250 of 369 Item 7b 1. Economic Resilience. Maintaining a dynamic economic and business environment. 2. Equitable and Inclusive Economic Development. Expanding economic opportunities for all residents and businesses in San Luis Obispo. 3. Sustainable Economic Development. Ensuring economic vitality through climate - and system-focused sustainable growth. 4. Holistic Approach. Enhancing internal and external collaboration for effective execution and implementation. 5. Regional Collaboration. Expanding partnerships with organizations across the region. Finally, the major pillars are the broad focus areas that underpin the overall strategy. The pillars are streamlined and refined to three areas: 1. Business and Entrepreneur Vitality: Improving the local business environment and helping entrepreneurs to thrive, adapt, innovate, and grow in the face of challenges and opportunities. 2. Placemaking and Promotion: Maintaining the City’s quality of place whi le increasing awareness of local amenities and fostering a sense of inclusion among residents and visitors. 3. Talent Development and Attraction: Supporting initiatives that develop the skills needed to secure quality jobs as well as attract and retain a skilled and diverse workforce. The EDSP then expands each of the three major pillars into robust action plan that outlines initiatives that make up the EDSP detailed work plan. Additionally, given the timing with the Major City Goal process for the 2023-25 Financial Plan, all strategies and actions related to the Economic Resiliency, Cultural Vitality and Fiscal Sustainability MCG work plan were integrated into the action plan. In total the EDSP outlines 121 priority initiatives for implementation. With the plan established, the implementation of the EDSP is paramount in continuing to advance the economic vitality of the City. Successful implementation of the plan encourages job creation, support for infrastructure developments, public -private and public-public partnerships, and business retention and expansion. A five -year implementation matrix was created to guide City staff and community partners in realizing the outlined recommendations. The implementation matrix includes detailed strategies, staff roles and responsibilities, potential partnerships, a timeframe for implementation, and metrics for measuring success. The implementation matrix is similar in format to the Major City Goal work plans. The matrix is designed to be a flexible, ever-evolving tool for tracking progress toward realization of the plan. While it is intended to serve as a guide for implementation, the document is meant to be updated with changes to realized timelines, key accomplishments or as other aspects of the plan as it evolves. Page 251 of 369 Item 7b Additionally, the Office of ED&T has operationalized many of the metrics that are used to track the impact of the work being implemented. These measurements are available on the City’s website where applicable and maintained on a consistent basis. The Office of ED&T updates the implementation matrix quarterly and posts the updated version to the City’s website. As described at the time of the EDSP adoption, staff will continue to update the City Council in the fall of each year in conjunction with the annual report from the Tourism Business Improvement District (TBID), for a comprehensive update from the Office of Economic Development & Tourism. Implementation and Key Accomplishments Implementation of the EDSP is an ongoing process and staff continues to adapt to emerging needs, constraints, and opportunities to address economic development in the City. To address the 121 individual priority initiatives outlined between the three major pillars of the EDSP for the 5-year plan, in FY 23-24 staff has focused on the first-year priorities for implementation. These priorities are identified within the implementation matrix timeline column under the heading “FY24” along the corresponding quarter in which the work effort was underway by staff. Since fiscal year 2023-24 was the first year of the plan, all the initiatives identified within the time “Ongoing” column were also addressed in the first year as priorities as well, along with actions related to the Economic Resiliency, Cultural Vitality and Fiscal Sustainability MCG. In total 86 of the 121 individual priority initiatives were addressed within the first year of the plan’s implementation , including 77 Ongoing tasks and 9 FY24 tasks. When considering the implementation and key accomplishments of those priority initiatives in FY 23-24, the work is best described with the three pillar areas: (1) Business and Entrepreneur Vitality; (2) Placemaking and Promotion; and (3) Talent Development and Attraction. The comprehensive summary of the key accomplishments for each of the priority initiatives addressed in FY 23-24 are outlined on the EDSP implementation matrix included as Attachment A to this report. Select key accomplishments within each pillar, however, have been highlighted below to showcase fo cused areas of achievement for the EDSP this fiscal year. Pillar 1. Business and Entrepreneur Vitality Improving the local business environment and helping entrepreneurs to thrive, adapt, innovate, and grow in the face of challenges and opportunities. Key Accomplishments Include:  Implementation of business communication and outreach activities that proactively communicate with the business community on a regular basis as it relates to important economic development programs, opportunities, and activities. (1.1.2) o A total of 28 business emails were sent to approximately 8,000 local business owners during FY 23-24. Page 252 of 369 Item 7b  Expand business outreach efforts with a formal business retention and expansion program that assists new and existing businesses, monitors employer trends, and pinpoints enterprises and sectors that require support. (1.1.3) o Over 100 businesses were supported through retention and expansion efforts. Approximately 30 were new businesses and nearly 70 were existing businesses. Assistance provided to these businesses included business resource referrals, site selection, building and planning permit guidance, and assistance with other government agencies. o Staff established and documented standard operating procedures for monitoring employer and consumer trends utilizing data commissioned and prepared by a contractor on a quarterly and semi-annual basis which will be used to established guidelines for more formalized programs.  Establish a business welcome program that provides support to new businesses. This can include everything from welcome materials, business visits and training, and support. The appropriate partners can be included in this process where relevant. o Proactive outreach to new businesses focused on business visits after openings and support through the City processes. Trainings were also provided by strategic partners (Cal Poly, SBDC, SCORE, etc.) through sponsorship funding by the City. o Staff has researched best practices for a business welcome program and is currently developing program materials including cross departmental resource checklists that will be made available online and for delivery during in-person business visits. Expected completion of the materials is in Q3 of FY25.  Maintain and build on the efforts with the Cal Poly CIE (CIE), which includes the Hothouse and other activities, to help ensure its continued success and the success of the local entrepreneurs it supports. (1.2.2) o One specific accomplishment was the support provided for Angel Con where startup companies Mense and Nexstera Tech were the winners of the 7th annual AngelCon Pitch Competition, which raised a total of $215,000 from 21 investors.  Supported organizations like the SBDC, the Service Corps of Retired Executives (SCORE), and Softec to address the needs of both startup and existing businesses. (1.2.4) o According to the SBDC Consulting Services for the period June 1, 2023, to May 31, 2024, the Cal Poly CIE SBDC counseled 485 clients; totaling 3,797 hours of counseling (not including 4,450 Cal Poly student project counseling hours - nearly double compared to the last reporting period). Through the SBDC, 14 businesses started, 127 jobs were created, and $1,708,494 of capital was secured regionally. Page 253 of 369 Item 7b  Execution of ongoing Support Local campaigns to support the small business community to sustain growth. (1.4.1) o Buy Local Bonus during the holiday season resulted in nearly 8,000 qualified receipts that were submitted by shoppers during the program totaling $818,547 in local spending. When added with the City’s investment, the total direct local spending was $943,547. o Eat Local Bonus in January resulted in $255,660 total local spending based on submitted receipts. While the results were significant, the real spotlight in January was the new program SLO Restaurant Week. The first-ever SLO Restaurant Week took place from January 12 -21, 2024 and included 41 restaurants that signed up to take part and offer a "Perfect Pairing”. More than 1,000 diners participated during the "10 Delicious Days" and participants in the program, both businesses and diners, have requested a more robust program in 2025.  Inclusive business practices were encouraged and promoted Citywide this fiscal year by capturing and showcasing best practices discovered from the DEI Business Grant program. Staff from the Office of DEI and ED&T collaborated to support seven of the DEI SLO Business Grant recipients to discuss their experience with the grant and the community impact. To highlight the learnings, a symposium is in development to share best practices for diversity, equity, and inclusion in business. (1.4.4) Pillar 2. Placemaking and Promotion Maintaining the City’s quality of place while increasing awareness of local amenities and fostering a sense of inclusion among residents and visitors. Key Accomplishments Include:  Continued elevation of the unique identity of each business neighborhood to increase awareness of amenities beyond the Downtown core. (2.1.4) Develop and promote an identity for each business neighborhood that reflects its culture and history. (2.1.4.1) o This effort is in partnership with the City’s Promotional Coordinating Committee (PCC). Along with the launch of the new VisitSLO.com , in FY 23-24 the “Neighborhood” section of the site was launched including interactive map, unique storytelling opportunities to highlight the unique businesses and commerce options across the nine business neighborhoods of SLO, and supported with creative assets like videos, logos and blogs that were created. o Additionally, a strategic consultant has been commissioned and a study is underway to evaluate best practices to guide the implementation of the business neighborhood identity project. The study is expected to be completed by Q3 of FY25 for PCC continued assessment and implementation. Page 254 of 369 Item 7b  A refresh to the conference center feasibility study was commissioned in FY 23-24 including the addition of new sites that were studied. The study is in the final review and is expected to be published on the City’s website before the end of the calendar year. (2.3.3)  In Q4 of FY24, Staff prepared a comprehensive review of the status of Downtown vibrancy including considerations for addressing vacancies and other economic opportunities. This effort resulted in Staff’s support of business expansion, addressing two large downtown vacancies. (2.3.6)  Together with community partners, the cultural vitality of the City was recognized and celebrated in a number of new programs including ARTober, Piano in the Plaza, and the Lunar New Year celebration and 150th anniversary of the Ah Louis Store in the historic Chinatown which welcomed thousands of residents and visitors. (2.4.6) Pillar 3. Talent Development and Attraction Supporting initiatives that develop the skills needed to secure quality jobs as well as attract and retain a skilled and diverse workforce. Key Accomplishments Include:  Updates continued to be made on the employment scorecard and the economic activity scorecard published on the City’s website on a frequent and consistent basis. These important data sources educate and inform the City, community and prospective businesses and workforce. (3.1.1)  The City continued to support new and expanded private childcare options through the use of grant funding and other programs. As of July 2024, the grant has created 11 newly licensed businesses and 116 slots for children, with 8 applicants pending licensure with potential to create an additional 92 slots. (3.1.7)  Ongoing collaboration continued with the Chamber on initiatives like the SLO Onboarding Assistance Resource (SOAR) program that help to attract and retain talent. The SOAR program has aided more than 440 relocating employees since October 2022 when the pilot program launched. The top three areas of assistance have been social connections, housing search assistance, and partner employment opportunities. As the program evolves from the pilot into an evergreen program, staff will continue to elevate collaboration. (3.2.3) Next Steps Over the first year of the EDSP implementation, significant progress has been made on the work program and initiatives within the action plan. Many of the priority initiatives, including those that were started in FY24, will continue to be further developed in subsequent years. Elevated programs, expanded partnerships, and proactive business and workforce activities will continue to be enhanced as the plan progresses through implementation in the second year and beyond. Some of the expected initiatives of focus in FY25 include, but are not limited to: Page 255 of 369 Item 7b  Formalizing business retention and expansion efforts including development of the Business Welcome program. (1.1.3)  Supporting innovative and alternative funding methods and service models to address the needs of the Downtown area. (2.3.4)  Supporting the creation of coworking, shared resource facilities, maker spaces, and other innovative ways to lower the barriers to entry and provide additional resources. (1.2.1)  Continuing to elevate the unique identity of each business neighborhood to increase awareness of amenities beyond the Downtown core through the business neighborhood identity study currently underway in partnership with the Promotional Coordinating Committee. (2.1.4)  Supporting community-based neighborhood planning efforts with the Community Development Department and the Community Services Group. (2.5.2)  Initiate an update to the zoning regulations to further incentivize and streamline the review and permitting of day care centers, including consideration of relaxed property development standards. (3.1.8.)  Develop relationships with the coworking facilities to promote opportunities to engage with and contribute to the community. (3.2.2.) Previous Council or Advisory Body Action The City Council approved the EDSP on July 18, 2023. Public Engagement Staff consistently engages with strategic partner organizations, stakeholder groups, the business community and residents and visitors. Information and data are made available on the City’s website for the public to access. A form for business support is a vailable through the website as well, as a means for the public and business community to connect directly with Economic Development staff. ENVIRONMENTAL REVIEW The California Environmental Quality Act does not apply to the recommended action in this report, because the action does not constitute a “Project” under CEQA Guidelines Sec. 15378. FISCAL IMPACT Budgeted: Yes Budget Year: 2024-25 Funding Identified: Yes Page 256 of 369 Item 7b Fiscal Analysis: Funding Sources Total Budget Available Current Funding Request Remaining Balance Annual Ongoing Cost General Fund $0 $0 $0 $0 State Federal Fees Other: Total $ $ $ $ The current FY 2024-25 program budget for Economic Development includes sufficient funding for resources, partnerships and services to implement the workplan as programed. The work efforts to implement the key tasks outlined in the EDSP for FY 2024-25 have been budgeted for, however, th ose are primarily one-time funds and those programs will require additional funding to be continued in the future. Staff will evaluate all programs and funding through the development of the 2025 -27 Financial along with any funding recommendations to the Council. ALTERNATIVES 1. Council could decide not to receive the status report on the Economic Development Strategic Plan. This action is not recommended by staff because the plan is a key component of managing the City’s economic development efforts and would result in delayed implementation. 2. Council could choose to direct changes to the Economic Development Strategic Plan implementation. This is not recommended as changes could cause delays in accomplishing goals and derail timelines that are based on extensive work with stakeholders. ATTACHMENTS A - EDSP Implementation Matrix updated July 1,2024 Page 257 of 369 Page 258 of 369 CLIENT:City of San Luis Obispo, California PLAN NAME:2023 Economic Development Strategic Plan Update UPDATE DATE:1-Jul-24 Lead Organization Supporting Partners Timeline Status ON TRACK IN PROGRESS INCOMPLETE Key Accomplishments / Notes NOTE: Abbreviation Cal Poly California Polytechnic State University CIE Center for Innovation and Entrepreneurship at Cal Poly SLO City City of San Luis Obispo COM City of SLO Communications CDD City of SLO Community Development Department ED&T City of SLO Economic Development and Tourism FIRE City of SLO Emergency Management FIN City of SLO Finance Department IT City of SLO IT Department DEI City of SLO Office of Diversity, Equity & Inclusion SNR City of SLO Office of Sustainability &Natural Resources PR City of Slo Parks and Recreation PW City of SLO Public Works CC Climate Coalition ABOUT THIS DOCUMENT MATRIX COMPONENTS ABBREVIATIONS USED Organization Name This implementation matrix is designed to be a flexible, ever-evolving tool for tracking progress towards implementation of your strategic plan. In addition to identifying lead organizations and establishing priorities, it provides a graphic representation of when actions should realistically be implemented and suggests potential partners to help carry them out. The status column provides a visual indicator for monitoring where each strategy and action stands. Finally, space is provided for logging key milestones and accomplishments or capturing notes about barriers encountered. Organization responsible for implementation of this task. Stakeholder and partner organizations that will serve as collaborators or that can help move implementation forward. A visual representation of the suggested timing of implementation This item has been accomplished or action is on track toward meeting or maintaining this task. Action has been initiated, but is delayed or otherwise not fully on track. Requires removal of barriers or other actions to achieve implementation. Action has not begun on this item or barriers may prevent implementation. Brief description of relevant activities, major milestones, and/or accomplishments related to this task. The "Lead Organization" and "Status" columns have been conveniently formatted with drop- down lists. Please use one of the provided list items to populate these fields by clicking arrow that appears at the bottom right of each cell in these columns. See illustration. For the Status column, your selection will be automatically color-coded to match the indicators shown above. (These cells populate the drop -down menu and should not be edited or deleted. Likewise, the abbreviations shown in Column G are used to populate the Lead Organization drop-down list.) The remaining fields are free-form and will accommodate any length of text. City of San Luis Obispo, California | Updated July 2024 Page 259 of 369 CAPSLO Community Action Partnership of San Luis Obispo County CCC Cuesta Community College DCSLO Diversity Coalition San Luis Obispo County DSLO Downtown SLO ECOSLO Environmental Center of San Luis Obispo HCSLO History Center of San Luis Obispo County REACH Regional Economic Action Coalition SLCUSD San Luis Coastal Unified School District SLOCC San Luis Obispo Chamber of Commerce SLOCOG San Luis Obispo Council of Governments SLOC San Luis Obispo County SLOWDB San Luis Obispo County Workforce Development Board SLOMA San Luis Obispo Museum of Art SCORE SCORE San Luis Obispo SLOAC SLO County Arts Council SLOP SLO Partners SOFTEC SOFTEC UCC Uplift the Central Coat SLO CAL Visit SLO CAL City of San Luis Obispo, California | Updated July 2024 Page 260 of 369 ONGOING FY24 FY25 FY26-FY28 1.1.1. Continue to work with partners at the Chamber, REACH, Cal Poly, Downtown SLO, SCORE and others to support the business community through retention, creation, attraction, education, and communication efforts. [M.C.G. 1.2(b)] ED&T SLOCC, REACH, Cal Poly, DSLO, SCORE SLO ON TRACK Ongoing reoccurring meetings are held with Cal Poly, Chamber, DSLO, and REACH. Scheduling annual discussion with all business support agencies for August 1.1.2. Continue to proactively communicate with the business community on a regular basis as it relates to important economic development programs, opportunities, and activities. ED&T SLOCC, DSLO, CIE, COM ON TRACK Periodic updates continue to be sent to all business license holders and interested parties. During FY24, a total of 28 separate business emails were sent. 1.1.3. Expand business outreach efforts with a formal BRE program that assists new and existing businesses, monitors employer trends, and pinpoints enterprises and sectors that require support. ED&T SLOCC, DSLO, CIE Q4 IN PROGRESS FY24: 100+ businesses contacts made. Assistance provided to these businesses included business resource referrals, site selection, building and planning permit guidance, and assistance with other government agencies. This FY ED&T established and documented standard operating procedures for monitoring employer and consumer trends utilizing data commissioned and prepared by a contractor on a quarterly and semi-annual basis. Additional research and outreach into the BRE program has started with internal and external 1.1.3.1 Establish a business welcome program that provides support to new businesses. This can include everything from welcome materials, business visits and training, and support. The appropriate partners can be included in this process where relevant. ED&T SLOCC, DSLO Q4 IN PROGRESS Drafting the business welcome program with input from other City Departments and prospective new businesses in the City. Expected completion of the materials is in FY25 Q3 due to the complex coordination of more than eight internal programs and other external partners. 1.1.3.2 Reestablish the business visit program with the Chamber of Commerce (including all businesses) to identify needs of important geographic areas or business sectors in the community. ED&T SLOCC Q3 IN PROGRESS Discussions with SLO Chamber on the program are underway, the return of the program is anticipated for FY25 Q2. 1.1.3.3 Participate in the Downtown SLO business visits program on a regular basis.ED&T DSLO Q3 ON TRACK Following onboarding of new ED&T staff + DSLO staff discussions are underway for coordated buiness visits when applicable. In FY24 visits were separte and referal based. Expected implmention of coppertaive visits in FY25 Q1. 1.1.3.4 Determine the feasibility of an ongoing annual business survey to begin to develop data and trend analysis specific to the City and the business community.ED&T SLOCC Q1 IN PROGRESS Basic information is available from the BW Research project to serve as a basis for discussion. 1.1.3.5 Investigate the use of an existing City technology platform (e.g., Ask SLO) to act as a customer relationship management system to document detailed notes, follow-ups, and touchpoints over time. ED&T IT Q3 1.1.3.6 Continue to maintain relationships with the development real estate community through the Developer’s Roundtable; the Building, Design, and Construction Group; and other formal and informal meetings to understand potential commercial and residential development projects, potential tenants, and upcoming ED&T CDD ON TRACK ED&T team participated in Developers Roundtable in Q3 FY24 which included changes to the format based on industry input. ED&T staff considering additional and alternative industry group forums with CDD Director in the future as needed 1.1.3.7 Compile information collected from business licenses, surveys, visits, and other sources to track trends among employers and distribute these findings to business support partners, such as business and workforce training providers, as well as other local and regional economic development partners. ED&T FIN  1.1.3.8 Highlight the City’s BRE accomplishments to showcase successful economic development efforts, maintain the confidence of the local business community, and encourage continued investment in business support activities.ED&T COM ON TRACK Successful results from the FY24 Buy Local Bonus, Eat Local Bonus, and Resturant Week programs were communicated to local media and the public through City communication channels. Development of new downtown summer spending promotion to coincide with upcoming 1.1.4. Ensure broad and inclusive engagement in area and specific plans updated by the Community Development Department to represent the needs of local businesses. [M.C.G. 1.2(e] ED&T CDD ON TRACK Monthly check in meetings established with the ED&T and Community Development Director to stay informed and involved. 1.1.5. Connect businesses to the SLO Green Business Network and other third-party resources for operational sustainability and efficiency (e.g., electric fleet rebates and lighting rebates).ED&T SNR, ECOSLO ON TRACK Monthly check in meetings established with the City's Sustainability Team to move this forward. ED&T meeting with EcoSLO for the advancement of Green Business Network. Met with new CEO for EcoSLO in FY24 Q4. EcoSLO expected to releaunch program in FY25 Q1. 1.1.6. Provide support to help entrepreneurs, innovators, and new businesses participate in the clean energy transition.ED&T SNR, ECOSLO ON TRACK Monthly check in meetings established with the City's Sustainability Team to move this forward. 1.2.1. Support the creation of coworking, shared resource facilities, maker spaces, and other innovative ways to lower the barriers to entry and provide additional resources.ED&T CDD, CIE, DSLO, SLOCC ON TRACK Continued discussions with the HotHouse and Cal Poly to support efforts to expand services. KEY ACCOMPLISHMENTS / NOTES NOTE: FY26-FY28 are subject to evaluation, resource allocation, and funding during the Major City Goal and Budget process for the respective year. LEAD ORGANIZATION SUPPORTING PARTNERS TIMELINE STATUS 1.2. ENTREPRENEURIAL SUPPORT. Continue to bolster the entrepreneurial ecosystem by improving access to resources, education, and networks for entrepreneurs. PILLAR 1: BUSINESS AND ENTREPRENEUR VITALITY 1.1. BUSINESS RETENTION AND EXPANSION (BRE). Develop a proactive and targeted approach to identify and address the needs of existing businesses, while creating an environment that fosters growth and innovation. City of San Luis Obispo, California | Updated July 2024 Page 261 of 369 ONGOING FY24 FY25 FY26-FY28 KEY ACCOMPLISHMENTS / NOTES NOTE: FY26-FY28 are subject to evaluation, resource allocation, and funding during the Major City Goal and Budget process for the respective year. LEAD ORGANIZATION SUPPORTING PARTNERS TIMELINE STATUS PILLAR 1: BUSINESS AND ENTREPRENEUR VITALITY 1.2.2. Maintain and build on the efforts with the Cal Poly CIE (CIE), which includes the Hothouse and other activities, to help ensure its continued success and the success of the local entrepreneurs it supports. ED&T CIE ON TRACK Quarterly check in meetings established with the CIE team to ensure alignment. 1.2.3. Develop tools to anchor businesses that graduate from the CIE programs and other incubator programs into the community. In addition to the location assistance and other support, address continued access to business support resources and funding. ED&T CIE, REACH, SLOCC, DSLO Q3 1.2.4. Maintain support of organizations like the SBDC, the Service Corps of Retired Executives (SCORE), and Softec to address the needs of both startup and existing businesses.ED&T CIE, SCORE, SOFTEC ON TRACK Sponsorship support is ongoing on an annual basis. Currently using one-time funding. Ongoing funding to be established in the 2025-27 Financial plan. Successful integration of promotion for business training opportunities have been added to City's Business email. 1.2.5. Collaborate with the CIE, the Chamber, REACH, and other partners to conduct familiarization tours with venture capitalists mirroring the successful approach used in the City’s tourism marketing. ED&T CIE, DSLO, REACH, SLOCC  Started discussions with CIE to explore feasibility of a venture capital familiarization tour and advised on best practices. 1.2.6. Work with REACH and other partners to promote the region in general and the City specifically as an entrepreneur destination in select markets, such as the Silicon Valley area. Target high-growth entrepreneurs who do not require a significant amount of operating space to grow. ED&T CIE, DSLO, REACH, SLOCC ON TRACK Ongoing support and collaboration between the ED&T team and REACH to respond to RFI's and to perform marketing of the area for business relocation. 1.2.6.1 Create a clear message about what the City has to offer entrepreneurs and highlight the City’s values, culture, quality-of-place amenities, and other strengths.ED&T CIE, DSLO, REACH, SLOCC Q4 ON TRACK Marketing agency contract has been funded and established for this work effort. 1.2.6.2 Continue to enhance the online presence of the region and the City to attract entrepreneurs and investors.ED&T CIE, DSLO, REACH, SLOCC ON TRACK Initial updates have been made to Business section of the City's website. 1.2.6.3 Partner with local organizations to amplify the City’s messaging and reach a wider audience.ED&T CIE, DSLO, REACH, SLOCC ON TRACK Continued partnership with the SLO Chamber for media outreach. Support of REACH digital ad placement for regional ED positioning. 1.2.6.4 Publicize current success stories by showcasing successful startups, highlighting innovation in critical industries, and promoting successful entrepreneurs who have made SLO their home. ED&T CIE, DSLO, REACH, SLOCC, COM ON TRACK Discussing with CIE and SLO Chamber on how best to showcase the story of entrepeneurship in San Luis Obispo. 1.3.1. Build capacity for post-disaster recovery by working in conjunction with the emergency management function to develop a plan for business preparedness and recovery. ED&T FIRE ON TRACK Meeting quarterly with the Emergency Management team to address the recovery planning efforts will restart, pending the hiring of new Emergency Manager. 1.3.1.1 Continue to build on existing education efforts around natural disasters identified in the City’s Local Hazard Mitigation Plan and relevant hazard mitigation resources. ED&T FIRE ON TRACK SLO Children's Museum received a grant for installing floodgates and will be working with the emergency management team to film a PSA on the installation. 1.3.1.2 Increase the business community’s awareness of the City’s emergency management preparation and response protocols related to business operations, in advance of disruptive incidents. ED&T FIRE, SLOCC, DSLO, COM ON TRACK Communcated various storm prepeation resouces to the bsuiness community during the Q3 storm events. 1.3.1.3 Outline a protocol for business re-entry in the event of an evacuation or temporary business closures. Establishing a tiered re-entry system will help to ensure an orderly return to operations by clarifying which businesses and industries are to be prioritized for reentry. ED&T FIRE  1.3.1.4 Include a communications plan for keeping businesses informed before, during, and after a disaster.ED&T SLOCC, DSLO, COM  1.3.1.5 Specify the roles and responsibilities of business support partners pre- disaster, during, and post-disaster.ED&T FIRE, CIE, DSLO, SLOCC  1.3.2. Leverage partners, such as the SBDC and Downtown SLO, as well as the Chamber, to improve business disaster preparedness, awareness, and response.ED&T CIE, DSLO, SLOCC ON TRACK Communcated various storm prepeation resouces to the bsuiness community during the Q3 storm events. 1.3.2.1 Increase awareness of, the need for, and benefits of, continuity planning through seminars, workshops, webinars, or other educational programs.ED&T FIRE, CIE, DSLO, SLOCC, COM  1.3.2.2 Expand the continuity planning resources on slocity.org. Videos or recordings of previous training sessions will increase accessibility for business owners who do not have the time to attend live training. ED&T FIRE  1.3.3. Partner with the SBDC to evaluate post-disaster funding options and increase local business awareness of federal post-disaster financial resources, such as US Small Business Administration disaster loans. ED&T CIE ON TRACK Ongoing reoccurring meetings are held with Cal Poly & CIE staff. 1.3.4. Facilitate the communication of City programs that support preparedness, sustainability, and resiliency to the business community, including but not limited to fire and disaster preparedness, water conservation, building retrofit, and waste ED&T SNR, FIRE, SLOCC, DSLO, CIE, COM ON TRACK Working with City partners to communicate information via the business email as available. 1.3. BUSINESS PREPAREDNESS, SUSTAINABILITY, AND RESILIENCY. Implement disaster preparedness measures that enhance the City’s ability to respond to economic disruptions and effectively support business recovery. City of San Luis Obispo, California | Updated July 2024 Page 262 of 369 ONGOING FY24 FY25 FY26-FY28 KEY ACCOMPLISHMENTS / NOTES NOTE: FY26-FY28 are subject to evaluation, resource allocation, and funding during the Major City Goal and Budget process for the respective year. LEAD ORGANIZATION SUPPORTING PARTNERS TIMELINE STATUS PILLAR 1: BUSINESS AND ENTREPRENEUR VITALITY 1.3.5. Advocate for regional transportation initiatives and other solutions that support lower cost, more sustainable, and more efficient transportation and infrastructure for employees and businesses. ED&T PW, CDD ON TRACK Worked with City partners to communicate information related to this topic via the business email when relevant including communication on the Transit Innovation Study. 1.4.1. Continue activations, promotions, and programs like "Buy Local Bonus," "Eat Local Bonus," and "Shop Local" to build economic resiliency throughout the City and including Downtown. [M.C.G. 1.2(a)]ED&T SLOCC, DSLO ON TRACK Continued high engagement of the Support Local programs including succesful implemention and expansion of the BLB/ELB programs resulting in $1.2 million local spending through the FY24 promotional programs. 1.4.2. Encourage business development in sectors that support the long-terms goals of the City as it relates to sustainability and diversity, equity, and inclusion. ED&T SNR, DEI, CIE, SLOCC, DSLO ON TRACK ED&T team met with recipients of the DEI Business Grant to understand the successes and challenges of the program and anticipate future demand for grants of this nature. 1.4.3. Use information gathered from the business license demographic questions to reach out to specific types of businesses to help determine the unique needs of minority- owned businesses and develop a plan to address identified challenges with assistance from relevant partners. ED&T DEI, SLOCC, CIE ON TRACK ED&T and Finance discussed having a demographic survey go out in 2025 along with business license renewals. 1.4.4. Encourage and promote inclusive business practices Citywide by capturing and showcasing best practices discovered from the DEI Business Grant program and other relevant programs. Share and distribute creative solutions to the broader business community. ED&T DEI, SLOCC,DSLO, COM Q1 ON TRACK Meeting monthly with the City's DEI team to determine opportunities for promotion. ED&T and DEI team evaluating community engagement and informational opportunity with grant recipients for FY25 Q2. 1.5.1. Continue to partner with the Office of Sustainability to implement the economic development related actions in the Climate Action Plan (CAP) as well as the sustainability related actions in the updated Economic Development Strategic Plan. ED&T SNR ON TRACK Monthly check in meetings established with the City's Sustainability Team to move this forward. 1.5.2. Continue to partner with the Office of Diversity, Equity, and Inclusion (DEI) to implement the economic development related actions in the DEI Major City Goal and planned DEI strategic framework as well as the DEI related actions in the updated Economic Development Strategic Plan (EDSP). [M.C.G. 1.1(c)] ED&T DEI ON TRACK Monthly check in meetings established with the City's DEI Team to move this forward. 1.5.3. Leverage information gathered from surveys, business visitations, insights from local partners, and other sources to determine business support gaps and monitor improvements over time. ED&T DEI, SLOCC, DSLO  1.5.4. Ensure awareness of business support and economic development resources, especially within minority communities and among business owners who are new to the area or may have language barriers.ED&T DEI, SLOCC, DSLO ON TRACK Monthly check in meetings established with the City's DEI Team to move this forward. Held coopertaive businesses visits to support business owners and connected them to bilingual resources. 1.5.5. Build on efforts to improve the entitlement and permitting processes. Continue to make improvements, as needed, based on data and community feedback.ED&T CDD ON TRACK Internal meetings to discuss opportunities for enhanced communication and information-sharing with businesses in the permitting process. 1.5.5.1 Attend the Developer’s Roundtable events and other economic development related sessions.ED&T CDD ON TRACK ED&T team particapted in Developer's Roundtable in Q3 FY24 which included changes to the format based on 1.5.5.2 Support the new Community Development Department and Community Services leadership on process improvements.ED&T CDD ON TRACK Established monthly check in meetings with Community Development Director. 1.5.6. Continue to focus on efficiency and transparency in the permitting process through implementation of new tools, performance management reporting, and enhanced customer transparency tools. Report recurring performance measures or permit processing times during General Plan Annual Report. [M.C.G. 1.2(d)] ED&T CDD ON TRACK The 2023 General Plan Annual Report was received at the 4/16/2024 City Council Meeting. 1.5.7. Represent the interests of the business community during the implementation of the broadband strategic plan. [M.C.G. 1.2(j)]ED&T IT, SLOCC ON TRACK The ED&T team participated in the evaluation and selection of the City's partner. 1.5.8. Continue to advocate for solutions to macroeconomic and systemic issues, like housing, transportation, and childcare, in line with the City’s legislative platform, in economic development related settings at the local, regional (REACH), super-regional (Uplift the Central Coast), and state levels. ED&T REACH, UCC ON TRACK Worked with CDD to provide a letter of support for the Housing and infrastructure plan at the County Board of Supervisor meeting in August 2023. 1.4. SMALL BUSINESS DEVELOPMENT. Continue to support the small business community to sustain growth. 1.5. BUSINESS SUPPORT INFRASTRUCTURE. Maintain efforts to develop and grow business support infrastructure and tools. City of San Luis Obispo, California | Updated July 2024 Page 263 of 369 ONGOING FY24 FY25 FY26-FY28 2.1.1. Continue to promote the City to tourists, visitors, and locals through the efforts of the TBID and the PCC. [M.C.G. 1.2(c)]ED&T SLO CAL, SLOCC ON TRACK Ongoing work effort is underway with both TBID and PCC. 2.1.1.1 Support activities as outlined in the City’s Tourism Business Improvement District (TBID) Strategic Marketing and Business Plan and sustain promotional activities targeted toward visitors and locals through continued engagement with the TBID and the Promotional Coordinating Committee (PCC) ED&T SLO CAL, SLOCC ON TRACK ED&T team lead the development of the amended TBID marketing plan for FY24 and the program work for the PCC for FY24. Efforts underway for FY25 TBID Marketing Plan and PCC program work. 2.1.2. Ensure that the City’s efforts related to sustainability and open space protection (as documented in the CAP) and DEI (as documented in the forthcoming DEI Strategic Plan) are incorporated into the ED&T work program, as appropriate ED&T SNR, DEI ON TRACK Meeting monthly with the Sustainability and DEI teams to ensure progress and alignment. 2.1.3. Ensure continued messaging alignment with Visit SLO CAL where appropriate.ED&T SLO CAL ON TRACK ED&T team participatedin the development and review of the Visit SLO CAL FY25 Marketing Plan. 2.1.4. Elevate the unique identity of each neighborhood to increase awareness of amenities beyond the Downtown core.ED&T CDD, SLOCC Q2 IN PROGRESS Neighborhood section of VisitSLO.com has been developed including promotional content. Adverstising program for neighborhoods has been intitiated. 2.1.4.1 Develop and promote an identity for each neighborhood that reflects its culture and history.ED&T CDD, SLOCC Q2 IN PROGRESS Unique identities have been created for all SLO areas including video and other content. Retained consultant for the comprehensive evaluation of the neighborhood identity 2.1.4.2 Showcase and support neighborhood businesses through marketing and promotional efforts.ED&T CDD, SLOCC ON TRACK Neighborhood section of VisitSLO.com has been developed including promotional content. 2.1.4.3 Involve residents in the process of identifying and celebrating the unique attributes and character of their neighborhoods. Convene interested parties in the neighborhood to discuss priority economic development and tourism opportunities.ED&T CDD IN PROGRESS First neighborhood meeting held, based on input and feedback. PCC evaluated the public outreachplan for identity adoption, programming and coordination and retained consultant for the comprehensive evaluation of the 2.1.4.4 Empower neighborhood leaders or identify champions to take an active role in highlighting the unique characteristics of their communities. ED&T CDD ON TRACK Worked with Palm Street business owners to implement a successful celebration of the historic Chinatown during Lunar New Year as pilot program to support neighborhood promotional collaborations. Worked with business owner in the LoBro neighborhood to share promotional plan with neighborhood representatives in a business-led community meeting. 2.2.1. Personalize the SLO experience and advance the “Live the SLO Life” brand by leveraging storytelling.ED&T SLOCC, DSLO ON TRACK Secured extensive PR placements in local, regional and national media outlets. SLO named in top 10 small towns in America by CNN. 2.2.1.1 Highlight diverse residents, visitors, business owners, and employees to share testimonials of their experiences in SLO. This could be individuals sharing stories of their business, occupation, hobbies, personal history, or experience with local events and destinations. ED&T SLOCC, DSLO, SCORE SLO Q1 ON TRACK The City's sponsorship of SCORE helped fund a BIPOC Business event on August 29th, 2023. Contiuned work efforts still underway. 2.2.1.2 Manage online sources that highlight local information—including Wikipedia pages for the City—and ensure they reflect the “Live the SLO Life” brand ED&T ON TRACK ED&T team in the process of evaluating and accessing the platforms. 2.2.2. Highlight the diverse culture, history, assets, and amenities of the City to help foster a sense of inclusion.ED&T SLOAC, SLOCC, DSLO, HCSLO, SLOMA ON TRACK Developed the ARTober program to celebrate national Arts & Humanities month in San Luis Obispo. ARTober will return in FY25 Q2. 2.2.2.1 Leverage the History Center of San Luis Obispo County and other community partners in telling the SLO story.ED&T SLOAC, SLOCC, DSLO, HCSLO, SLOMA ON TRACK Worked with over a dozen local arts & cultural organizations to promote and implement ARTober. ARTober will return in FY25 Q2. 2.2.2.2 Publicize historical or cultural landmarks that represent diverse communities. ED&T DEI, SLOHC ON TRACK Through the "Art Starts With" campaign, the City promoted various public art installations that depict historical or cultural significance. 2.2.2.3 Continue to support cultural events that celebrate the various cultures within the City through the Cultural Grants-in-Aid Program (GIA) and the Tourism and Community Promotions Program.ED&T SLOCC ON TRACK PCC has awarded $100,000 in grant funding to organizations through the GIA and CACP program in FY24. FY25 CACP program underway with grant recommendations going to Council in July 2024. 2.2.2.4 Partner with local business that reflect the diversity of the City. ED&T SLOCC, DSLO ON TRACK Diverse businesses are included in PR and marketing efforts through TBID and PCC. Example of results include CNN Travel feature. 2.2.3. Continue to support the Downtown SLO programs like Clean & Safe, the Ambassadors, and homelessness support. [M.C.G. 1.3(c)]ED&T DSLO ON TRACK Annual contract in place with Downtown SLO along with on- going creative collaboration on program implemention and business responsiveness. 2.2.4. Continue to work with Downtown SLO to build on the success of the historic Thursday Night Farmers’ Market and the Concerts in the Plaza program ED&T DSLO ON TRACK Provided grant funding and promotional support for Farmers' Market and Concerts in the Plaza. 2.2.5. Enhance both the virtual and the physical wayfinding between the various areas of the City and Downtown.ED&T PW, CDD, DSLO ON TRACK Funded the design update and installation of the large acrylic maps in the downtown area. Wayfinding signs were installed in Mission Plaza and along the creek. 2.3.1. Continue to partner with Downtown SLO to ensure the promotion, resiliency, growth, and vitality of the Downtown. [M.C.G. 1.3(a)]ED&T DSLO ON TRACK Collaborated closely with DSLO in response to business challenges including construction, parking and visitation. NOTE: FY26-FY28 are subject to evaluation, resource allocation, and funding during the Major City Goal and Budget process for the respective year. LEAD ORGANIZATION SUPPORTING PARTNERS TIMELINE STATUS KEY ACCOMPLISHMENTS / NOTES PILLAR 2: PLACEMAKING AND PROMOTION 2.1. QUALITY-OF-PLACE PROMOTION. Bolster efforts to promote the City as an appealing destination for all people to live, work, visit, and invest. 2.2. WELCOMING ENVIRONMENT. Create an inclusive and friendly environment for residents, workers, and visitors. 2.3. DOWNTOWN VITALITY. Continue to support and maintain a vibrant and dynamic urban core that attracts people and businesses. City of San Luis Obispo, California | Updated July 2024 Page 264 of 369 ONGOING FY24 FY25 FY26-FY28 NOTE: FY26-FY28 are subject to evaluation, resource allocation, and funding during the Major City Goal and Budget process for the respective year. LEAD ORGANIZATION SUPPORTING PARTNERS TIMELINE STATUS KEY ACCOMPLISHMENTS / NOTES PILLAR 2: PLACEMAKING AND PROMOTION 2.3.2. Continue to financially and operationally support Downtown SLO during the winter holidays including incentivizing private participation through the matching program. [M.C.G. 1.3(b)] ED&T DSLO ON TRACK Holiday contract has been signed and efforts for this year are underway. The 47th annual Holiday Parade had 15,000 attendees. 2.3.3. Restart discussions with partners regarding the potential of a conference facility and explore potential funding structures (i.e., public, private, or public-private partnership).ED&T SLO City, SLOC, SLO CAL, DSLO Q1 ON TRACK Conference center study "refresh" is in progress. Final report expected to be complete in FY25 Q2. 2.3.3.1 Determine additional sites to be added to the current feasibility study.ED&T CDD Q1 ON TRACK Two additional sites have been added to thestudy including the current Courthouse building and the area near 1166 Higuera St. 2.3.4. Support innovative and alternative funding methods and service models to address the needs of the Downtown area.ED&T DSLO ON TRACK DSLO is evaluating a new PBID. 2.3.5. Support opportunities that speed the implementation of the Downtown Concept Plan.ED&T CDD ON TRACK Several "sidewalk bulb outs" are in the review process. Maintaining communication in the Mission Plaza restoration project. 2.3.6. Develop a Council Report and Study Session on downtown vacancies, the status, and possible options to address any issues identified. [M.C.G. 1.3(d)]ED&T Q4 ON TRACK Completed FY24 Q4. In place of a study session, staff held meetings with individual Council members to review the status and vibrancy of downtown. 2.4.1. Develop a Council Memorandum on the current base level of economic support for Arts and Cultural activities across the various departments in the City.[M.C.G. 1.4(h)]ED&T Q2 ON TRACK Completed FY24 Q4. Memo released in Q2 2024. 2.4.2. Continue to financially support the Arts and Cultural activities of the City through the PCC's GIA program and the additional grant funding via the PCC. [M.C.G. 1.4(d)] ED&T ON TRACK PCC has awarded $100,000 in grant funding to organizations through the GIA and CACP program in FY24. FY25 CACP program underway with grant recommendations going to Council in July 2024. 2.4.3. Investigate the alignment of artistic and cultural initiatives across the City.ED&T SLOAC, SLOMA, CDD, DSLO, DEI Q2 2.4.4. Ensure that the City promotes the various City and privately owned art installations through programs like the public art promotional plan developed by the PCC. [M.C.G. 1.4(c)]ED&T PR, COM ON TRACK The 8-month "Art Starts With" campaign was completed in Septemberwhich established8 themed public art promotional "reels" and garnered over 650k impressions on social media. FY25 ongoing coordation with Public Art Coordinator. 2.4.5. Engage the Office of DEI to develop initiatives that encourage increased participation in arts programming by underserved groups, including youth ED&T DEI, SLOAC  2.4.6. Continue to work with community partners to ensure the cultural vitality of the City. [M.C.G. 1.4(a)]ED&T SLOAC, SLOMA, HCSLO ON TRACK Worked with over a dozen local arts & cultural organizations to promote and implement ARTober. ARTober will return in FY25 Q2. 2.4.7. Continue the Citywide banner program. [M.C.G. 1.4(e)] ED&T DSLO ON TRACK Evaluating the addition of a street banner location on Morro Street. New banners being added in FY25 Q1 for 2.4.8. Evaluate additional opportunities to expand support of the cultural vitality of the community as part of the 2025–2027 goal-setting process ED&T  2.5.1. Maintain joint efforts with the Community Development Department and other partners to communicate the need to increase the supply of workforce and multifamily housing by supporting the implementation of the City’s Housing Element Policies and Programs as they align with the City’s Major City Goals ED&T CDD ON TRACK Coordinated the City's represention at the SLO County Housing Summit. Supported the outreach and communication of the City's ProHousing designation. 2.5.2. Evaluate a more structured community-based neighborhood planning effort with the Community Development Department and the Community Services Group for inclusion in the 2025–2027 goal-setting process ED&T CDD  2.5.3. Advocate for greater accessibility to commercial centers, jobs, parks and open spaces, amenities, hospitals, and schools as outlined in the City’s various planning documents, like the Conservation and Open Space Element, Parks and Recreation Blueprint for the Future, and Active Transportation Plan ED&T CDD, PW, SNR, PR ON TRACK ED&T staff involvement as appliacable. 2.5.4. Support the development and expansion of multimodal transportation solutions tha encourage access to and around Downtown as well as between residential and commercial corridors. Options should address the following ED&T PW ON TRACK Worked with City partners to communicate informationrelated to this topic via the business email when relevant including communication on the Transit Innovation Study. 2.5.4.1 Aligning with the City’s sustainability goals.ED&T PW, SNR ON TRACK Support of the Sustainable SLO implemention. 2.5.4.2 Expanding mass transit by increasing frequency of service and providing more routes.ED&T PW ON TRACK Communication on the Transit Innovation Study and tranist options for customers and employees Downtown. 2.5.4.3 Integrating different modes of transportation, such as shared bikes or electric scooters.ED&T PW ON TRACK PCC reviewed and provided support of the Bikeshare RFP. 2.5.4.4 Improving the pedestrian and cycling infrastructure.ED&T PW ON TRACK PCC reviewed and provided support of the Bikeshare RFP. 2.5. INCLUSIVE NEIGHBORHOOD PLANNING. Encourage inclusive neighborhood planning efforts that benefit residents and encourage both housing production and economic activity. 2.4. CULTURAL VITALITY. Strengthen working relationships with and maintain financial support of the arts community to enrich the cultural offerings throughout the City. City of San Luis Obispo, California | Updated July 2024 Page 265 of 369 ONGOING FY24 FY25 FY26-FY28 3.1.1. Continue to update the employment scorecard and the economic activity scorecard. [M.C.G. 1.1(e)]ED&T CDD ON TRACK Unemployment data updated monthly, employment trends updated biannually, and all other data updated quarterly. 3.1.2. Promote and increase awareness of Moderate Income+ jobs with existing and potential employers.ED&T SLOCC, SLOP, SLOWDB ON TRACK Employment trends updated biannually. 3.1.2.1 Work with the Chamber to recruit local business leaders willing to speak out on the need for improved job quality as a driver of inclusive economic growth with their peers ED&T SLOCC Q4 ON TRACK Discussions with SLO Chamber on the program are underway. Utilizing the forum of the Business Visits to incorporate these conversations in FY25 Q2. 3.1.3. Prioritize support for talent development efforts that target occupations offering higher wages and benefits.ED&T SLOCC, SLOP, SLOWDB, CCC ON TRACK Initial meetings have been held with the Workforce Development Board. 3.1.4. Partner with industry and workforce training providers and encourage the County to broaden and measure the effectiveness of the Workforce Investment Board (WIB) to proactively identify and address skilled labor gaps. ED&T SLOP, SLOWDB  3.1.5. Investigate ways to determine a proxy measurement to track progress of growing Moderate Income+ jobs.ED&T CDD  3.1.6. Work with local employers to identify and promote professional and career development opportunities for workers outside the workplace.ED&T SLOP, SLOWDB  3.1.7. Continue to support new and expanded private childcare options through the use of grant funding and other programs. [M.C.G. 1.2(g)]ED&T CAPSLO ON TRACK To date,the grant has created 11 newly licenced businesses and 116 slots for children, with 8 applicants pending licensure with potential to create an additional 92 slots. 3.1.8. Initiate an update to the zoning regulations to further incentivize and streamline the review and permitting of day care centers, including consideration of relaxed property development standards. ED&T CDD Q4 IN PROGRESS Only item added to 23-25 work program with agreement from CDD on June 6, 2023. Language slight changed to remove "with Community Development leaders" to match agreed language 3.1.9. Proactively evaluate opportunities to partner with Cal Poly, San Luis Coastal Unified School District and other major employers for employer-supported childcare programs. [M.C.G. 1.2(i)] PR PR, Cal Poly, SLCUS ON TRACK Lead organization updated to Parks and Recreation Department. 3.2.1. Promote the availability of the coworking space available to remote workers and home-based business owners. Coworking spaces help to foster a sense of community and connect workers to potential clients, partners, and mentors. ED&T Cal Poly, SLOCC Q1 ON TRACK Met with CIE to understand the day-to-day operations of the HotHouse and support needs. 3.2.2. Develop relationships with the coworking facilities to promote opportunities to engage with and contribute to the community.ED&T Cal Poly Q1 ON TRACK Met with CIE to understand the day-to-day operations of the HotHouse and support needs. 3.2.3. Maintain and expand partnerships with the Chamber on initiatives like the SLO Onboarding Assistance Resource (SOAR) program that help to attract and retain talent. ED&T SLOCC ON TRACK The SOAR program has offered assistance to 440 relocating employees since October 2022 when the pilot program launched. The top three areas of assistance have been social connections, housing search assistance, and partner employment opportunities. 3.2.4. Investigate with partners opportunities to develop programs and tools to help engage new employees.ED&T SLOCC, DSLO  3.3.1. Leverage existing tourism marketing materials and strategies detailed in the TBID marketing plan to support any new talent attraction efforts.ED&T Q3 3.3.2. Enhance collaboration with local and regional partners to showcase the unique selling points of the City, such as its natural beauty, the vibrant arts and culture scene, and recreational activities. ED&T SLOCAL, SLOCC ON TRACK Promotional converations are ongoing with Visit SLO CAL, Chamber and Cal Poly. 3.3.3. Facilitate stronger connections among students, employers, and the broader community to help retain graduating high school and college students. ED&T Cal Poly, CIE, SLCUSD ON TRACK Presented to the SLCUSD contoing eductaion teachers on carree pathways in FY24 Q3. 3.3.4. Initiate a talent re-attraction or boomerang campaign targeting adjacent markets where there are likely concentrations of former SLO residents or Cal Poly students. ED&T Cal Poly, REACH  3.3.5. Support the talent recruitment efforts of local employers.ED&T SLOCC ON TRACK Supported connections between employeers and SLO Chamber realted to SOAR resoures. KEY ACCOMPLISHMENTS / NOTES NOTE: FY26-FY28 are subject to evaluation, resource allocation, and funding during the Major City Goal and Budget process for the respective year. LEAD ORGANIZATION SUPPORTING PARTNERS TIMELINE STATUS PILLAR 3: TALENT DEVELOPMENT AND ATTRACTION 3.1. SYSTEM DEVELOPMENT. Encourage the continued strengthening of the system to create Moderate Income+ jobs. 3.2. EMPLOYER AND EMPLOYEE INTEGRATION. Develop methodologies, tools, and programs to welcome and acclimate new employers and employees to the community. 3.3. TALENT ATTRACTION AND RETENTION. Position the City as not just a place to visit but also a desirable location to live and work. City of San Luis Obispo, California | Updated July 2024 Page 266 of 369 ONGOING FY24 FY25 FY26-FY28 KEY ACCOMPLISHMENTS / NOTES NOTE: FY26-FY28 are subject to evaluation, resource allocation, and funding during the Major City Goal and Budget process for the respective year. LEAD ORGANIZATION SUPPORTING PARTNERS TIMELINE STATUS PILLAR 3: TALENT DEVELOPMENT AND ATTRACTION 3.3.5.1 Ensure that employers are aware of the data and information available that can inform potential employees about the community.ED&T SLOCC ON TRACK Provide information in outreach with links to the Business section of the City's website where data is loacted. 3.3.5.2 Respond to specific employer requests for community data and information.ED&T SLOCC ON TRACK Provide information in outreach with links to the Business section of the City's website where data is loacted. 3.3.5.3 Work with employers to identify other sources of community data and information that would assist in their employee recruitment efforts.ED&T SLOCC ON TRACK Mainitian weekly meeting with the SLO Chaber to sharre information and business needs. Provide information in outreach with links to the Business section of the City's website where data is loacted. 3.4.1. Support the creation of a talent pipeline for green jobs and supporting businesses that align with the goals and objectives of the Climate Action Plan. ED&T SLOCC, SNR ON TRACK Meeting monthly with the City's Sustainability team to determine opportunities for effort. 3.4.2. Continue to advocate for solutions that can help to address the systemic issues with childcare.ED&T UWSLO, CFSLO ON TRACK Contiune ongoing communiaction with CAPSLO. 3.4.3. Partner with the Chamber to regularly inform local and regional training providers of skilled labor needs of employers.ED&T SLOCC ON TRACK Working with the Chamber to put structure around this work. 3.4.3.1 Organize regular meeting or forums where local businesses can meet with workforce training providers to discuss their needs and collaborate on solutions.ED&T SLOCC ON TRACK Coordinating an annual roundtable of business support agencies to understand opportunities for collaboration. 3.4.3.2 Share relevant BRE visit insights as well as industry and workforce trends with training partners.ED&T SLOCC ON TRACK Mainitian weekly meeting with the SLO Chaber to sharre information and business needs. 3.4.3.3 Facilitate introductions between workforce training providers and major employers to build relationships and identify areas of need.ED&T SLOCC ON TRACK Mainitian weekly meeting with the SLO Chaber to sharre information and business needs. 3.4. EDUCATIONAL PARTNERSHIPS. Leverage educational partnerships to create and grow pathways to Moderate Income+ jobs that strengthen the local economy. City of San Luis Obispo, California | Updated July 2024 Page 267 of 369 Update on the Economic Development Strategic Plan for FY 23-24 Recommendation Receive and file the annual update on the implementation status of the Economic Development Strategic Plan (EDSP). MISSION STATEMENT Promote, encourage, and enhance an economic environment that is dynamic and resilient with a focus on sustainable and equitable policies, programs, and processes. GUIDING PRINCIPLES ECONOMIC RESILIENCE EQUITABLE & INCLUSIVE ECONOMIC DEVELOPMENT SUSTAINABLE ECONOMIC DEVELOPMENT HOLISTIC APPROACH REGIONAL COLLABORATION MAJOR PILLARS BUSINESS AND ENTREPRENEUR VITALITY PLACEMAKING AND PROMOTION TALENT DEVELOPMENT AND ATTRACTION Implementation Matrix •The Office Economic Development & Tourism updates the implementation matrix on a quarterly cadence and posts the updated version to the City’s website. EDSP Implementation At-A-Glance City of SLO Performance Measurements CITY’S ECONOMIC DEVELOPMENT WEBSITE BUDGET PERFORMANCE MEASURES▸Unemployment rate▸Total number of establishments▸New and lost company totals▸Total employment by company size▸Payroll employment▸Employment growth▸Average annual wage▸Sales tax by geography▸Transient occupancy tax▸Business license receipt totals▸Total capital improvement expenditures▸Downtown capital improvement expenditures▸Commercial vacancy rates ▸Downtown vacancy rates▸Parking structure occupancy▸Employment report card ▸Contacts with businesses regarding starting, expanding, and/or staying in the City▸One-time funds used for direct aid to local businesses and non-profits COMMUNITY DEVELOPMENT MEASUREMENTS▸Planning cycle times▸Average time in customer/city hands▸Building and safety metrics (inspections, applications, permits etc.) ▸Cycle times▸Planning applications completed by round OTHER METRICS AND MEASUREMENTS▸Buy local bonus▸Childcare slots created▸Project- or process-based as needed▸Any new initiatives TBD BUSINESS AND ENTREPRENEUR VITALITY Improving the local business environment and helping entrepreneurs to thrive, adapt, innovate, and grow in the face of challenges and opportunities. PLACEMAKING AND PROMOTION Maintaining the city’s quality of place while increasing awareness of local amenities and fostering a sense of inclusion among residents and visitors. TALENT DEVELOPMENT AND ATTRACTION Supporting initiatives that develop the skills needed to secure quality jobs as well as attract and retain a skilled and diverse workforce. Major Pillars 1.1. Business Retention & Expansion (BRE). Develop a proactive and targeted approach to identify and address the needs of existing businesses, while creating an environment that fosters growth and innovation. 1.2. Entrepreneurial Support. Continue to bolster the entrepreneurial ecosystem by improving access to resources, education, and networks for entrepreneurs. 1.3. Business Preparedness, Sustainability & Resiliency. Implement disaster preparedness measures that enhance the City’s ability to respond to economic disruptions and effectively support business recovery following natural disasters. 1.4. Small Business Development. Continue to support the small business community to sustain growth. 1.5. Business Support Infrastructure. Maintain efforts to develop and grow business support infrastructure and tools. Business and Entrepreneur Vitality Business and Entrepreneur Vitality 1.1.Business Retention & Expansion (BRE).Develop a proactive and targeted approach to identify and address the needs of existing businesses, while creating an environment that fosters growth and innovation. •Nearly 30 business emails reaching 8000 business contacts •Over 100 businesses were supported through retention and expansion efforts •Trainings provided by strategic partners •Specific materials in development to support new businesses in the City 1.4.1. Continue activations, promotions, and programs like "Buy Local Bonus," "Eat Local Bonus," and "Shop Local" to build economic resiliency throughout the City and including Downtown. [M.C.G. 1.2(a)] Business and Entrepreneur Vitality Source:State of California Employment Development Department & Beacon Economics 2.1. Quality of Place Promotion. Bolster efforts to promote the City as an appealing destination for all people to live, work, visit, and invest. 2.2. Welcoming Environment. Create an inclusive and friendly environment for residents, workers, and visitors. 2.3. Downtown Vitality. Continue to support and maintain a vibrant and dynamic urban core that attracts people and businesses. 2.4. Cultural Vitality. Strengthen working relationships with and maintain financial support of the arts community to enrich the cultural offerings throughout the City. 2.5. Inclusive Neighborhood Planning. Encourage inclusive neighborhood planning efforts that benefit residents and encourage both housing production and economic activity. PLACEMAKING AND PROMOTION 2.1.4. Elevate the unique identity of each business neighborhood to increase awareness of amenities beyond the Downtown core. •Work in partnership with PCC •Launched dedicated section of the VisitSLO.com site •Commissioned a consultant under the scope of the PCC •Developed assets to support storytelling for the business neighborhood PLACEMAKING AND PROMOTION 2.3.Downtown Vitality.Continue to support and maintain a vibrant and dynamic urban core that attracts people and businesses. 2.3.3. Restart discussions with partners regarding the potential of a conference facility and explore potential funding structures (i.e., public, private, or public-private partnership). •Commissioned consultant in FY 24 •Conference center study "refresh" is in progress •Two additional sites have been added to the study •Expected to be complete in FY25 Q2 PLACEMAKING AND PROMOTION Source:Downtown SLO 2.4.6. Continue to work with community partners to ensure the cultural vitality of the City. [M.C.G. 1.4(a)] PLACEMAKING AND PROMOTION 3.1. System Development. Encourage the continued strengthening of the system to create Moderate Income+ jobs. 3.2. Employer and Employee Integration. Develop methodologies, tools, and programs to welcome and acclimate new employers and employees to the community. 3.3. Talent Attraction and Retention. Position the City as not just a place to visit but also a desirable location to live and work. 3.4. Educational Partnerships. Leverage educational partnerships to create and grow pathways to Moderate Income+ jobs that strengthen the local economy. Talent Development and Attraction 3.1 System Development.Encourage the continued strengthening of the system to create Moderate Income+ jobs. Talent Development and Attraction Source:State of California Employment Development Department & Beacon Economics Source:U.S. Bureau of Labor Statistics 3.1.7. Continue to support new and expanded private childcare options through the use of grant funding and other programs. [M.C.G. 1.2(g)] The childcare grant program has created: •11 newly licensed businesses •116 slots for children •8 applicants pending licensure with potential to create an additional 92 slots Talent Development and Attraction Next Steps – FY 24 -25 Priority Initiatives Many of the priority initiatives, including those that were started in FY24, will continue to be further developed in subsequent years. Some of the expected initiatives of focus include: •Formalizing business retention and expansion efforts including development of the Business Welcome program. (1.1.3) •Supporting the creation of coworking, shared resource facilities, maker spaces, and other innovative ways to lower the barriers to entry and provide additional resources. (1.2.1) •Continuing to elevate the unique identity of each business neighborhood to increase awareness of amenities beyond the Downtown core through the business neighborhood identity study currently underway in partnership with the Promotional Coordinating Committee. (2.1.4) •Supporting innovative and alternative funding methods and service models to address the needs of the Downtown area. (2.3.4) •Supporting community-based neighborhood planning efforts with the Community Development Department and the Community Services Group. (2.5.2) •Initiate an update to the zoning regulations to further incentivize and streamline the review and permitting of day care centers, including consideration of relaxed property development standards. (3.1.8) •Develop relationships with the coworking facilities to promote opportunities to engage with and contribute to the community. (3.2.2) Recommendation Receive and file the annual update on the implementation status of the Economic Development Strategic Plan (EDSP). Questions?