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HomeMy WebLinkAboutItem 2a. 2025-27 Financil Plan Process - Community Forum Item 2a Department: Administration Cost Center: 1001 For Agenda of: 1/23/2025 Placement: Study Session Estimated Time: 3 hours FROM: Whitney McDonald, City Manager Prepared By: Emily Jackson, Finance Director SUBJECT: 2025-27 FINANCIAL PLAN PROCESS: COMMUNITY FORUM DISCUSSION Background A key component of the community engagement process for developing the City’s two - year financial plan is the Community Forum (“Forum”), which provides an in -person opportunity for community members to share their input on programs an d initiatives for City Council to consider as part of the Major City Goal workplans. The Forum aims to gather feedback from residents, community groups, stakeholders, and other interested individuals on tasks and projects that align with the priorities id entified through the Community Priorities Survey. Additionally, the Forum fulfills the requirements related to the City’s local sales tax by providing the Revenue Enhancement Oversight Commission (REOC) with an opportunity to review and discuss the allocat ion of revenue generated by the Local Revenue Measure1. The Forum follows the completion of the Community Priorities Survey, input provided by Advisory Bodies, and several input sessions before the Council. The Community Survey results and the Plans for the Community Forum and Goal-setting were presented to the Council as part of the 2025-27 Budget Foundation meeting on January 14, 2025. The results of the community priorities survey can also be found on the City’s website. In total, there were 1,629 responses to the community survey, equating to 65 hours of public comment. Format The Community Forum is scheduled for January 23, 2025, from 6:00 -9:00 pm (doors open at 5:30) at the Ludwick Community Center (864 Santa Rosa St). There will be a supervised children’s room for ages 4+ and the bike valet will be on site for those who 1 Code 2.14.040(D), Annual Citizen Oversight Meeting: The REOC shall hold an annual community services and investment measure community forum for the purpose of taking input from residents and community members on preferences for the use of the revenues generated by the community services and investment tax. Page 5 of 13 Item 2a choose to bike to the Forum. Bilingual staff will be available at the Forum to help translate for Spanish-speaking community members. The Forum will also be live-streamed on the City of San Luis Obispo’s YouTube channel. Forum Agenda* 5:30-6:00 Individuals Welcomed at the Door 6:00-6:10 Welcome by Mayor 6:10-6:15 City Manager’s Opening Comments 6:15-6:35 2025-27 Financial Plan Process by Finance Director 6:35-6:45 Instructions for Forum 6:45-7:45 Open House/Workshop with Breakout Areas (see next section) 7:45-8:15 Reconvene for Public Comment 8:15-8:30 Closing Remarks & Adjournment *Note that the times listed are approximate and subject to change based on actual duration. Breakout Areas Based on the results of the Community Priorities Survey, staff has i dentified nine key topic areas for further exploration. Stations will be set up at the Forum to provide information and gather feedback on these topics. Attachment A includes a list of the nine topic areas along with 5-10 high-priority tasks identified by staff for each area, which could be included in the 2025-27 Financial Plan. These pre-populated tasks are drawn from existing plans, policies, and commitments. Community members will be asked to prioritize these tasks and share their own ideas to help guide City Council in making budget decisions. At each station, community members can engage in discussions with City Council, REOC commissioners, and staff experts in the relevant topic areas. These conversations will provide an opportunity to ask questions, learn more about the City’s current work, and offer feedback on potential tasks for consideration. Additionally, an "Other Ideas" station will allow participants to provide input on priority areas not covered by the nine identified topics. Feedback from the Forum will be used by City Council during the Council Goal -Setting Workshop to help determine the City’s Major City Goals for the 2025 -27 Financial Plan. Community members who cannot attend the Forum can provide their input by emailing communityforum@slocity.org before, during, or after the event. Additionally, a link to the polling platform will be shared during the Community Forum presentation and will remain open until 6 PM on Friday, January 24, 2025. This link allows remote participation and offers in-person attendees extra time to reflect and submit their feedback after the Forum. Page 6 of 13 Item 2a Public Engagement The workshop will conclude with an optional public comment session where community members will have an opportunity to further address the City Council and the REOC. To reach as many community members as possible, the City utilized a broad range of public engagement and outreach efforts leading up to the Forum in accordance with its Public Engagement and Noticing Manual. CONCURRENCES This item is an interactive Council / REOC workshop to gain community feedback for the goal-setting process. It has historically been an integral part of the budget process and involves the entire City organization. ENVIRONMENTAL REVIEW The California Environmental Quality Act (CEQA) 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 Fiscal Analysis: Funding Sources Total Budget Available Current Funding Request Remaining Balance Annual Ongoing Cost2 General Fund $22,000 $6,500 $15,500 N/A Other: Total $22,000 $6,500 $15,500 N/A The City allocates $22,000 annually for its Financial Planning and outreach process. This year the Forum will be led by internal staff instead of an external facilitator to promote cost efficiency. The estimated cost for professional audio and video servic es, along with miscellaneous materials and supplies for the event, is $6,500. The remaining $15,500 will support a third-party facilitator for the goal-setting workshop and cover other expenses related to the financial planning process. ATTACHMENT A - Community Forum Stations 2 Financial planning costs are budgeted every other year in alignment with the financial planning cycles. Page 7 of 13 Page 8 of 13 Attachment A to Council Agenda Report – Community Forum Stations 2025 Community Forum Stations The nine station topics are outlined below, with each category described in italics and accompanied by some links to relevant strategic plans or web pages. Staff will be available at each station to answer questions and gather feedback on the respective topics. The tables include pre-populated work plan items currently in progress or planned for the 2025–2027 Financial Plan. Please note that many aspects of these priorities are already integrated into the City's core services and may not appear in the tables. Attendees are encouraged to review relevant strategic plans or speak with staff to learn more about the services provided. Additionally, there will be an opportunity for attendees to provide free-form feedback on each topic. Climate Action and Open Space (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) (e.g., preserve, maintain, and enhance open space and natural areas) Relevant Strategic Plan or Program Information: Climate Action Plan 1 Acquire and protect new open spaces in the San Luis Obispo Greenbelt and manage open spaces for natural resources protection, equitable and user-friendly access, resilience to climate change, and carbon sequestration. 2 Provide affordable and accessible sustainable transportation options (e.g., public transit, bike/pedestrian infrastructure, electric vehicle chargers, electric car and bike share programs, etc.). 3 Provide access to resources and direct support for residents that make it easy and affordable to have a green and healthy home (e.g., rooftop solar, energy efficiency, replacing fossil fuel appliances, secure federal and state incentives, and rebates, etc.) 4 Reduce greenhouse gas emissions from City operations (e.g., replace the City’s gas vehicles with e- bikes or electric vehicles, remove fossil fuel appliances from City-owned buildings and facilities, etc.) 5 Support the City goal to plant and maintain 10,000 new trees by 2035 (the "10 Tall" initiative). 6 Invest in resilient infrastructure to improve community safety (e.g. spaces to gather during extreme weather and power outages) and reduce natural disaster risks (e.g. invest in managing creeks to prevent wildfires and flooding). Housing Safety, Affordability, and Neighborhood Livability (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and to low and very low-income residents) (e.g., promote safe housing and neighborhoods, expand renter protection programs, and support initiatives that foster community connection and inclusion among residents) Relevant Strategic Plan or Program Information: Housing Priorities and Work Plans 1 Continue work to update the Margarita Area Specific Plan to include more housing options of all types (affordable, multi-family, mixed-use) on undeveloped land, and work with property owners on a plan for the completion of the Prado Road extension to Broad Street. 2 Initiate an update to the Upper Monterey Area Plan to ensure the area’s development aligns with the current needs, including additional housing. Page 9 of 13 Attachment A to Council Agenda Report – Community Forum Stations 3 Initiate an update to the 7th Cycle Housing Element to comply with state mandates and ensure the City is addressing the diverse housing needs of the community through programs, policies, and zoning. 4 Continue State housing law tracking and implementation of changes to comply with new housing laws including updates to objective design standards 5 Continue to implement Below Market Rate Housing best practices including leveraging affordable housing fund revenues, down payment assistance programs, streamlined processing of loan documents, and updated policies and procedures. 6 Leverage grant funding opportunities and collaborate with housing partners to develop additional below-market-rate units 7 Continue to improve unsafe, unsanitary, or illegal housing conditions, barriers to accessibility, energy efficiency, or unsafe neighborhoods annually, by: 1) using Federal, State, and local housing funds, such as Community Development Block Grant Funds, and 2) proactively promoting neighborhood wellness through Code Enforcement’s Neighborhood Service Program. 8 Continue to work with Cal Poly University Administration to secure the designation of on-campus fraternity/sorority living groups. 9 Continue the City’s Neighborhood Services and Code Enforcement programs to support neighborhood wellness. 10 Continue to support “good neighbor programs” with Cal Poly State University, Cuesta College, the City and local residents. The programs should continue to improve communication and cooperation between all groups about student housing in residential neighborhoods. Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts) Relevant Strategic Plan or Program Information: Homelessness Response Strategic Plan 1 Rotating Safe Parking Program Implementation 2 Continue to develop the City's Safe Housing Outreach and Education Program 3 Continue to support County and regional partners in pursuing and implementing funding resources as appropriate given the City's role for services, and transitional and permanent supportive housing, including Encampment Resolution Funding and Project Homekey grants and support for non-congregate family shelter 4 Continue to leverage additional funding from other partner agencies for Mobile Crisis Unit (MCU) program, and Community Action Team (CAT) and service expansion; develop sustainable safe parking programs; and pilot additional transitional shelter programs with regional partners 5 Continue to expand implementation of digital encampment management tool internally and for potential countywide use or explore using other countywide systems shared with other regional partners. 6 Continue to increase homelessness response communications, resource sharing, and education, including increased public use of Ask SLO app 7 Continue to work collaboratively with County and key stakeholders to coordinate regional encampment and street outreach, including an expanded hotel voucher program to ensure a bridge for temporary emergency shelter Page 10 of 13 Attachment A to Council Agenda Report – Community Forum Stations Downtown Vitality and Economic Development (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown, strategic economic development, and tourism) Relevant Strategic Plan or Program Information: Economic Development Strategic Plan 1 Continue programs to support small businesses like Buy Local Bonus and SLO Restaurant Month. 2 Expand outreach and promotion efforts to existing and potential new businesses through a business retention and expansion program. 3 Continue to work with regional partners like REACH, SLO Chamber of Commerce, Visit SLO CAL, Downtown SLO, and Cal Poly to support the business community 4 Continue to bolster the entrepreneurial ecosystem. 5 Continue to support activations in Mission Plaza and other Downtown events, including holiday activities. 6 Continue to support childcare business startups and expansion of existing businesses by offering grant programs and incentivizing the development of childcare facilities. 7 Implement disaster preparedness measures and training for business preparedness, continuity, and recovery. 8 Continue support of Downtown's Clean and Safe ambassador programs. 9 Continue to promote and empower business neighborhoods including and beyond Downtown. 10 Continue telling the San Luis Obispo story via targeted marketing and activities of an authentic and inviting California community for residents and visitors. Diversity, Equity, and Inclusion (DEI) (e.g., focus on activities and initiatives that support marginalized racial, ethnic, and cultural groups) Relevant Strategic Plan or Program Information: DEI Strategic Plan 1 Continue efforts to improve access and affordability of high-speed internet in the community to ensure digital equity. 2 Improve participation in public meetings through updated public engagement practices to reach underserved and underrepresented communities. 3 Continue efforts to attract and support minority-owned businesses, ensuring they have access to resources and opportunities for success in SLO. 4 Continue grant programs that support arts, culture, and the work of non-profit organizations in the community (DEI High-Impact Grant, Human Services Grant, etc.) 5 Implement strategies for enhancing disaster preparedness programs, ensuring they serve underserved and underrepresented communities. 6 Continue efforts toward community-based policing and restorative practices to ensure they effectively address the needs of vulnerable communities. 7 Continue to host equity and inclusivity focused education and events (e.g. Community Belonging Series). 8 Collaborate with sustainability initiatives to implement climate justice projects that support vulnerable populations. Page 11 of 13 Attachment A to Council Agenda Report – Community Forum Stations 9 Create and sustain inclusive recruitment practices to encourage a diverse workforce. Infrastructure and Sustainable/Multi-modal Transportation (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure) (e.g., enhance accessible transit, bicycle, and pedestrian opportunities) Relevant Strategic Plan or Program Information: Public Works Core Programs and Services, Active Transportation Plan, Short Range Transit Plan, Vision Zero Action Plan, Waterway Management Plan, 1 Complete infrastructure improvements for individuals with mobility issues (curb ramps, sidewalk repairs, audible pedestrian signals, etc.). 2 Continue work towards building the Prado Road Interchange and Prado Creek Bridge Replacement. 3 Implement Parks & Recreation projects for new and improved parks and park amenities. 4 Implement the Active Transportation Plan Tier 1 (Bike/Pedestrian) Network, which includes protected bike lanes 5 Continue work on flood control infrastructure improvements to creeks and storm drainage systems. 6 Maintenance of traffic control devices (refreshing roadway striping & signs, optimizing traffic signal timings, etc.) 7 Continue to implement Street Reconstruction and Resurfacing projects. 8 Begin construction of the California/Taft Roundabout. 9 Install additional street lighting. 10 Improve public transit services (e.g. increased headways, updated routes, improved bus shelters, as described in the Short-Range Transit Plan and Transit Innovation Study) 11 Continue projects that replace and improve water and wastewater infrastructure. 12 Implement traffic safety improvements identified in the Vision Zero Action Plan Public Safety (e.g., expand Fire/Police services, response for emergencies and disaster preparedness) Relevant Strategic Plan or Program Information: Police Department Strategic Plan, Fire Department Strategic Plan 1 Utilizing grant opportunities to expand police and fire programs and support ongoing public safety initiatives. 2 Utilize proven strategies to increase road safety for pedestrians, bicyclists, and motorists. 3 Provide diversified outreach and enforcement to keep downtown clean, safe, and secure. 4 Increase and expand community policing initiatives 5 Continue to diversify outreach and support for our unhoused community members and enforce city ordinances preserving overall quality of life for all community members. 6 Enhance City hazard mitigation and risk reduction capabilities (fire, flood, earthquake). 7 Enhance the City Emergency Operations Center and Management capabilities. Page 12 of 13 Attachment A to Council Agenda Report – Community Forum Stations 8 Increase public safety staffing to enhance service delivery to the community 9 Continue to leverage technology to support a safer community and streamlined efforts of public safety personnel. Fiscal Sustainability and Use of the Local Revenue Measure Funds (e.g., continue to implement efficiencies, strategic budgeting, and plans to address unfunded liabilities) *This station also serves as an opportunity for community members to review the Local Revenue Measure priorities (as listed in the ballot language) and provide feedback on the use of this revenue source. Relevant Strategic Plan or Program Information: Local Revenue Measure Information and Annual Reports Fiscal Sustainability 1 Continue to implement and enhance the City’s sound financial management practices to support the stability of the organization and services provided to the community. 2 Complete a Development Impact Fee study and implement updated Council-adopted fees. 3 Continue to implement strategies to expedite the paydown of the City's CalPERS pension liabilities. 4 Utilize grant writing services to identify and secure grants and partnerships that reduce reliance on the General Fund. 5 Implement cost-saving measures and explore revenue-generating opportunities to strengthen long-term fiscal sustainability. Local Revenue Measure Priorities 1 Protection of Financial Stability 2 Creek and Flood Protection 3 Safe and Clean Public Spaces 4 Youth/Senior Services & Recreation Facilities 5 Open Space/Natural Areas Preservation and Maintenance 6 Community Safety and Emergency Preparedness 7 Address Homelessness 8 Economic Development and Business Retention 9 Street Maintenance and Transportation 10 Other Services and Projects Other/New Ideas This station is designed to gather new ideas or topic areas that do not fit within the existing stations. Based on survey feedback, Parks and Recreation staff will be available here to address questions about childcare and cultural vitality, which were identified as runner-up priorities in the community survey. Page 13 of 13