HomeMy WebLinkAboutItem 4b. 2025-27 HRC Goal Setting Item 4b
Human Relations Commission
Agenda Report
For Agenda of: 12/4/2024
Item Number: 4b
FROM: Nestor Veloz-Passalacqua, Diversity, Equity, and Inclusion Manager
Phone Number: (805) 781-7073
E-mail: nveloz@slocity.org
SUBJECT: 2025-2027 HRC FINANCIAL GOAL SETTING RECOMMENDATIONS TO
COUNCIL
RECOMMENDATION
HRC to discuss and provide financial priorities and goals for Council’s consideration for
the 2025-27 Financial Plan goal setting.
BACKGROUND
Part of the financial planning process includes community outreach to help inform
Council’s goal-setting process. A vital part of the process is for Council to receive input
from advisory bodies. The output of this exercise is to inform of priorities for consideration
that impact mayor city goals.
NEXT STEPS
HRC to discuss and provide financial priorities and goals for Council’s consideration for
the 2025-27 Financial Plan.
ATTACHMENTS
A - 2023-25 Advisory Body Goals Example
B - Advisory Body Goal Template
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2023-25 Financial Plan Proposed Goals & Objectives
Architectural Review Commission
Background
State Housing Laws are making it challenging to utilize subjective design guidelines (i.e. Community Design
Guidelines) for new residential developments. In response, the ARC, in 2021, helped draft the City’s
current Objective Design Standards (ODS) (Municipal Code Chapter 17.69). However new housing laws
have expanded the need for more objective design standards for more types of residential developments
(i.e. single family, duplexes, triplexes, multifamily, mixed-use, etc.). To continue to support the need for
more housing and projects that are compatible with the City’s unique character, the ARC is focused on
the expansion of the City’s ODS to provide additional design requirements for all types of residential
development. The ODS will regulate residential development, however there is also a need to provide a
comprehensive update of the Community Design Guidelines (CDG) to focus the Guidelines specifically on
commercial development and other design guidelines and remove subjective residential design
guidelines.
Goals
1. Expand the Objective Design Standards to provide additional design requirements for more types of
residential developments to include standards and definitions for:
• Specific types of residential developments (single family, duplexes, triplexes, multifamily,
mixed-use, etc.).
• Overall site design (parking areas, outdoor spaces, landscaping, pedestrian access, lighting,
privacy, etc.).
• Transitions between residential and commercial zones and high-density residential and low-
density residential zones.
• Conversion of commercial buildings into residential development.
• And include images and reference photos.
2. Complete a comprehensive update of the Community Design Guidelines for Commercial
developments and other design guidelines including:
• 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.
• Update CDG for neighborhood compatibility to address transitions between neighborhood
commercial development and adjacent residential neighborhoods (LUCE §3.5.7.9).
• Overall site design (pedestrian scale, walkability, bicycle infrastructure, outdoor spaces,
landscaping, etc.)
• Include more images and reference photos to highlight guideline language.
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DATE: December 5, 2022
TO: Emily Jackson, Director of Finance
FROM: Adam Fukushima, Staff Liaison to the Active Transportation Committee
SUBJECT: FY 2023-25 Active Transportation Committee Recommended Goals
On November 17, 2022 the Active Transportation Committee recommended its FY 2023-25
goals for Council consideration which are represented in the following table. Projects are ranked
in order of importance from most to least desired to fund based on proposed projects identified
in the Active Transportation Plan.
Recommended Goal Why Goal is Important Candidate Funding
ACTIVE
TRANSPORTATION PLAN
TIER 1 PROJECT
DEPLOYMENT
Higuera Complete Streets
Project
-Provide necessary matching
funds for this state funded
project
-Complete design and
construction
Foothill Blvd Quick Build
Project
-Complete design and
Construction
Pedestrian Hybrid Beacon
at South/King
-Program and construct
project
Roundabout at
California/Taft
-Complete design and
construct
Railroad Safety Trail Gap at
Bullock Lane
-Acquire approvals from
Union Pacific and construct
This projects improves north-south
cross-town connectivity for active
transportation and Safe Routes to
School improvements to Hawthorne
Elementary and Laguna Middle Schools
Improves east-west connectivity
between Cal Poly, residences, and
activity centers along Foothill
Improves connectivity to Hawthorne
Elementary School, Meadow Park, and
residences
Provides a safer connection to the
Railroad Safety Trail across California
Blvd
Fills a gap in the RRST between the
existing portion north of Orcutt Rd and
new segment south to Tank Farm Rd
Project Funding Sources:
State funds
Federal funds
General fund
City debt financing
Fundraising efforts
Measure G-20
Active Transportation Committee
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Broad Street (South to
Orcutt) Quick Build Project
-Design and construct
Tank Farm Rd Shared Use
Path
-Complete design &
environmental study, acquire
right-of-way and construct in
an outlying year
Johnson St Improvements
for Sydney Crossing
-Complete design and
construction
COMPLETE STREETS
ELEMENTS OF ANNUAL
PAVING PROJECTS
Monterey St (Santa Rosa-
California)
California Blvd (Phillips-
Monterey)
Johnson St (Buchon-Laurel)
Santa Barbara St (Leff-Broad)
Palm St (Pepper to Santa
Rosa) including
Neighborhood Greenway
Orcutt Rd (Laurel-Johnson)
Pavement Areas 1 and 8
including Neighborhood
Greenway on Toro St
Misc. Pedestrian Facility
Improvements-
Maintain $100,000 in annual
funding for misc. projects
such as safe routes to
school, signing & striping
projects ideally incorporated
into other construction
projects
Misc. Bicycle Facility
Improvements-
Maintain $100,000 in annual
funding for misc. projects
such as safe routes to
Improves connectivity and safety along
this wide arterial street
Improves a low stress, east-west
connection for active transportation
Improves Safe Routes to School to
Sinsheimer Elementary School
Completing these projects as part of
other construction projects results in
substantial cost savings.
Completing these improvements as part
of other construction projects results in
substantial cost savings.
Completing these improvements as part
of other construction projects results in
substantial cost savings.
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school, signing & striping
projects ideally incorporated
into other construction
projects.
Ped/Bikeway Maintenance:
Maintain $150,000 annually
for bicycle and pedestrian
facilities
Sidewalk Replacement and
Installation: Maintain
$250,000 annually for curb
ramp and sidewalk upgrades
Performing pavement maintenance and
weed control on pedestrian and bicycle
paths will increase the life of these
facilities and reduce the risk of collisions
Completing these improvements as part
of other construction projects results in
substantial cost savings.
PROGRAMS
Safe Routes to School:
Complete a Safe Routes to
School Plan for SLO High
School
It is a goal of the Active Transportation
Plan to complete, over time, a Safe
Routes to School Plan for each school
in the city. A plan for SLO High School
will help refine proposed active
transportation improvements around the
high school
Program Funding Sources:
State and Federal grants
Transportation Development
Act funds
General fund
Measure G
STAFFING
Active Transportation
Manager and
Transportation
Planner/Engineers:
Maintain positions.
The City has made a commitment to
complete a Tier 1 network identified in
the Active Transportation Plan. The
Active Transportation Manager and
Transportation Planner/Engineers are
critical in sufficiently implementing the
Tier 1 network projects and preparing
grant applications.
Staffing Funding Sources:
General fund
Measure G
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2023-25 Financial Plan Proposed Goals & Objectives
Promotions Coordinating Committee
Background
With the worst of the pandemic behind us, there are residual challenges that still exist including
inflation, labor shortages and supply chain issues. Sustainability, diversity, equity, inclusion, and carbon
neutrality should continue to be primary considerations in all of our goal work. The City of San Luis
Obispo should strive to attain these goals with the support of the stakeholders and Community
members
Goals
1. Sustain the economic vitality of downtown and other business districts
● We have seen our local businesses survive and, in some cases, prosper over the
last two years and it will be crucial to continue this growth trend in the coming
two years. Local business is the cornerstone of our community's economic
vitality, supporting both jobs and the quality of life of our community members.
● Explore options that expand child care, after school classes, and Parks and
Recreation Programs so families have a better opportunity to earn a livable
household income.
● Continue to fund Economic Development promotional programs like Support
Local including Buy Local Bonus and Eat Local Bonus.
2. Community Engagement and Quality of Life:
● Support placemaking efforts by promoting Public Art Programs and identifying
additional opportunities for public art throughout the city.
● Raise the awareness of San Luis Obispo being an “arts” destination by seeking
opportunities to improve the quality and quantity of arts available to the
community members and visitors of San Luis Obispo. The promotional efforts of
arts should include visual, performing, culinary and permanent/temporary public
art installations.
● Continue implementation of the Monterey/Mission Plaza downtown concept plan.
● Continue to emphasize the quality of life for all the community members and
visitors to San Luis Obispo through the support of programs and grants which
focus on this goal.
3. Diversity, Equity and Inclusion:
● Expand support for programs which provide opportunities to include all
community members in a safe and welcoming way.
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2023-25 Financial Plan Proposed Goals & Objectives
● Continue to work with a wide-ranging group of nonprofits and community
organizations to ensure that all community members of San Luis Obispo are
exposed to diverse cultural opportunities.
4. Climate Action and Destination Stewardship
● Support implementation of the City of SLO Climate Action Plan which has the goal of
carbon neutrality by 2035 including the work of sustainable tourism.
● Support enhanced bike and pedestrian infrastructure throughout the city. Encourage
planned buffered and green-striped bike lanes while seeking new opportunities for
additional pedestrian safety measures.
● Improve the Public Transportation system to provide safe access for community
members to shopping and community resources without long waits and route changes.
● Invest in improvements to the city recycling program including compostable containers,
coated papers and more plastics so more items can be recycled leading to less waste.
5. Homelessness Support: Mental Health + Safety
● Continue to increase the support of programs to address the concerns of the
community members and how it relates to the unhoused community.
● Expand the support of local programs and organizations which offer resources
for the unhoused community including: reunification efforts, outreach,
mental/health care access, education, shelter and housing opportunities.
Closing
The PCC is tasked with improving the quality of life for the community members of San Luis
Obispo and we thank you for the opportunity to provide our perspective into your goal setting
process. The PCC will take direction provided by Council and write our goals to fit the finalized
objectives so that we are working together to reach our mutual goals of making the city of SLO
a better place to live and visit.
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2023-25 Financial Plan Proposed Goals & Objectives
Planning Commission
Background
On November 16, 2022, the Planning Commission updated goals for City Council consideration for the
2023-25 Financial Plan. The Planning Commission prioritized the following goals based on the evaluation
of the completion status for the 2021-23 Major City Goals; community need, and input received over the
past two years; special and urgent conditions that need to be addressed; and the availability of City
resources to accomplish the identified goals and work programs within the financial plan timeframe.
Goals
1. Housing: Increase Affordable and Workforce Housing Supply
Emphasize affordable housing programs, encourage flexible use and non-traditional housing
product types to facilitate development of workforce, elderly, and missing middle housing.
Provide public information and educational materials that promote the construction of
Accessory Dwelling Units.
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 and encourage electrification in existing
housing stock and create and distribute educational materials promoting this practice; 2)
developing standards that support infrastructure improvements for alternative transportation
and electric vehicles; and 3) focus on expanding open space and the urban forest.
3. Multi-Modal Circulation: Improve Walkability and Transit
Implement the Multi-Modal objectives identified in the LUCE and the Downtown Concept Plan
by encouraging density and in-fill development that includes and prioritizes non-automobile
alternatives to access commercial, services and recreational opportunities. Review the Upper
Monterey Area Plan and Margarita Area Specific Plan with the intention of providing more
housing opportunities to the elderly population, potential for a new transit center located in the
Margarita area and encourage protected bike lanes in all new development projects in these
areas.
4. Livability
Encourage project designs that promote accessible, convenient, and safe pedestrian, bicycle,
and transit access with the goal of reducing project-generated vehicle miles traveled by 20-40%
below average.
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2023-25 Financial Plan Proposed Goals & Objectives
Personnel Board
Background
The Personnel Board requests the City Council consider the following goals for the 2023-25 Financial
Plan.
Goals
1. Diversity, Equity, Inclusion
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 the organizational diversity, equity, and inclusion (DEI) policies, programs, and
practices.
b. Ensure sufficient resources (staff, consultant, and budgetary) are provided in the 2023-
25 Financial Plan to support changes to current human resources processes to align with
best practices in DEI in hiring, training, and promotional policies, practices, and
programs identified in the Office of DEI’s 5-year strategic plan.
2. Fiscal Sustainability
As the City navigates through uncertain economic times, ensure the City prioritizes employee
engagement to reduce turnover and avoid costs associated with hiring and onboarding staff.
a. Support employee engagement, wellness, and resiliency through various avenues
including employee surveys, adaptation of work policies, and resources that support
employee mental health.
b. Ensure appropriate resources are allocated to fund employee wages and benefits with
inflation in mind while remaining fiscally sustainable in alignment with the Council
adopted compensation philosophy and labor relations objectives.
c. Consider additional flexibility in ways projects are funded.
d. Ensure appropriate resources are allocated for the above in the 2023-25 Financial Plan.
3. City Employee Workforce Development
Employees who understand how their work connects to the City’s mission, vision, values, and
goals are empowered to make a difference through serving the community of San Luis Obispo.
a. Support and prioritize employee development and growth through investing in
resources to lead, train, and develop all employees and onboard new and transitioning
employees.
b. Maintain open communication throughout all levels of organization to report share
progress on and impacts of staff projects and Major City Goals.
c. Establish, encourage, and facilitate pathways to career development.
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2023-25 Financial Plan Proposed Goals & Objectives
Tourism Business Improvement District
Background
The Tourism Business Improvement District (TBID) Board recommends that City Council continue with
the existing adopted Major City Goals for 23-25 as these goals continue to align with the priority values
and needs of the community. However, the TBID recommends the addition work program as outlined
below.
Goals
1. Economic Recovery, Resiliency & Fiscal Sustainability: In collaboration with local partners,
continue to support economic recovery for all from the Covid-19 pandemic and support a
thriving local economy by supporting local businesses, arts and culture, downtown vitality,
practicing fiscal responsibility, paying down unfunded pension liabilities, and investing in critical
infrastructure.
• Proposed Work Program Focus Areas + Additions:
• Foster economic resiliency 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.
• Expand regional transportation options including from Santa Maria to SLO for
service workers, and to/from the airport and train station for visitors or regional
workers and visitors
• Continuance of a feasibility study for a multi-faceted meeting/events venue
• Economic development efforts to drive more midweek corporate business
demand in the City
• Streamline permitting for future development
• Evaluate parking needs at sports venues and elsewhere to accommodate added
demand
• 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.
• Support the implementation of the P&R master plan, prioritizing the
development of enclosed dog park areas and facilities to support residents and
visitors.
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2023-25 Financial Plan Proposed Goals & Objectives
2. Diversity, Equity & Inclusion: In response to our commitment to making San Luis Obispo a more
welcoming and inclusive city for all, continue to develop programs and policies to support
diversity, equity, and inclusion initiatives and advance the recommendations of the DEI Task
Force.
• Proposed Work Program Focus Areas + Additions:
• 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 residents of San Luis Obispo are exposed to
diverse opportunities to all segments of our local community.
• Build connection between diverse community populations (Cal Poly, Business,
Residents, Visitors).
3. Housing and Homelessness: In order to expand housing options for all, continue to facilitate the
production of housing, including the necessary supporting infrastructure, with an emphasis on
affordable and workforce housing. Collaborate with local non- profit partners and the county,
the state, and federal governments to discover and implement comprehensive and effective
strategies to reduce chronic homelessness.
• Proposed Work Program Focus Areas + Additions:
• Priority to continue to mitigate the unhoused population issues as much as
possible.
• Getting the unhoused population housed and/or relocated for areas like
downtown to help clean up high traffic areas and benefit to tourism through the
visitor experience.
• Prioritizing and addressing safety concerns from the general population
including visitors and businesses related to the impacts from the unhoused
population so residents and tourists can feel safe while enjoying activities in San
Luis Obispo.
• Address affordable housing as an economic issue and barrier to resource
retention and business attraction
4. Climate Action, Open Space & Sustainable Transportation: To proactively address the climate
crisis, continue to update and implement the Climate Action Plan for carbon neutrality, including
preservation and enhancement of open space and the urban forest, alternative and sustainable
transportation, and planning and implementation for resilience.
• Proposed Work Program Focus Areas + Additions:
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2023-25 Financial Plan Proposed Goals & Objectives
• Expand regional transportation options including from Santa Maria to SLO for
service workers, and to/from the airport and train station for visitors or regional
workers and visitors
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2023-25 Financial Plan Proposed Goals & Objectives
Cultural Heritage Committee
Goals
1. Historic Inventory & Historic Preservation Ordinance Update – Allocate funds and
resources for a comprehensive update of the City’s inventory of historic resources
and associated updates to the Historic Preservation Ordinance as recommended by
the consultant led preliminary phase assessment and recommendations com pleted
by historic consultant Page and Turnbull.
2. City Owned Adobes – Support efforts to improve the structural condition, historic
integrity, and appropriate cultural interpretation of the four City-owned adobes in
light of the City’s Diversity, Equity and Inclusion goals. In particular, support efforts
to stabilize, restore, and rehabilitate the La Loma Adobe.
3. Public Information: Provide information to increase awareness and support of the
Historic Preservation Program and Historic Resources Inventory update project
including opportunities for participation; and, pursue opportunities for appropriate
cultural interpretation of historic resources with a focus on including City goals to
advance Diversity, Equity, and inclusion.
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2025-27 Financial Plan Proposed Goals & Objectives
[Name of Committee]
Background
[Please provide background narrative for your goals]
Goals
1. Goal #1
[Please provide narrative detailing goal]
Please provide as many goals as seem reasonable considering that resources are limited.
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