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HomeMy WebLinkAbout2/8/2025 Item 4a - 2025 Goal Setting Workshop - Staff Agenda CorrespondenceCity of San Luis Obispo, Council Memorandum City of San Luis Obispo Council Agenda Correspondence DATE: February 6, 2025 TO: Mayor and Council FROM: Greg Hermann, Deputy City Manager VIA: Whitney McDonald, City Manager SUBJECT: ITEM # 4a - 2025 Goal Setting Workshop for the 2025-27 Financial Plan As outlined in the 2025 Council Goal-Setting Workshop Agenda report, staff are providing two additional documents via agenda correspondence ahead of the workshop. These documents will support the Council's discussions during the workshop: 1. Major City Goal Update – A comprehensive update on the status of current Major City Goal efforts, including a list of completed items. 2. Combined Council Pre-Work Submittals – A summary compiled by the third-party facilitator, combining Councilmembers' pre-work submissions into an overarching report. This feedback will help the facilitator prepare for Council discussions and direction during the goal-setting meeting. Staff are also recommending a slight adjustment to the agenda, which will allow more time to present the Community Forum results and provide some additional budgetary context to prepare the Council for the goal-setting discussion: 9:00 a.m. Welcome, Mayor 9:05 a.m Introduction and Budget Context, City Manager and Finance Director 9:20 a.m. Review of Community Input and Forum Results, Staff 9:35 a.m. Agenda Overview/Process and Guidelines, Facilitator 9:40 a.m. Discuss Goals for FY 2025-27 and Review Prioritization, Council 12:00 p.m. Break 12:30 p.m. Discuss Goals for FY 2025-27 and Review Prioritization, Council 2:00 p.m. Public Comment, City Clerk 2:30 p.m. Discuss Next Steps, Council/Staff Attachments: A- Major City Goal Update B- Combined Council Pre-work Submittals Page 7 of 131 Page 8 of 131 Staff Agenda Correspondence Attachment A: Major City Goal Update The tables on the following pages provide a comprehensive update on the status of current Major City Goal initiatives, including a list of completed items from the 2021-23 Financial Plan, which had the same overarching goals. The tables include: 1.The current status of the task and updated completion date (if applicable). The statuses are color-coded: 2.The outcome of the task and whether it has been operationalized 3.Tasks that would require additional resources in the 2025-27 Financial Plan, should the Council choose to continue them, are highlighted in orange in the right-hand column. Some of these items were initially funded on a one-time basis during the 2023-25 Financial Plan. The attachment is divided into four sections: 1.Economic Resiliency, Cultural Vitality and Fiscal Sustainability Page 2 2.Diversity Equity and Inclusion Page 7 3.Housing and Homelessness Page 10 4.Climate Action, Open Space, and Sustainable Transportation Page 14 5.Tasks completed during the 2021-23 Financial Plan Page 20 Historical Major City Goal Investments The table below presents the estimated additional operating budget appropriations for Major City Goals from the past two financial plans. However, it does not reflect the total investment in these goals, as it excludes staff time and overhead costs, which are difficult to quantify. It also does not account for costs already included in the City’s base budget before the 2021-23 Financial Plan. On track Task delayed or potential setbacks with workable solutions Problems emerged with no solution yet Major City Goal SOBCs FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 One-time DEI 427,232$ 435,102$ -$ -$ Economic Resiliency, Cultural Vitality & Fiscal Sustainability 1,619,857 841,744 606,000 556,000 Climate Action, Open Space, and Sustainable Transportation 269,972 133,337 50,000 50,000 Housing and Homelessness 662,326 595,826 305,000 350,000 Total One-time 2,979,386 2,006,009 961,000 956,000 Ongoing DEI 178,898 194,995 20,000 25,000 Economic Resiliency, Cultural Vitality & Fiscal Sustainability 211,000 211,000 - - Climate Action, Open Space, and Sustainable Transportation 327,405 342,265 - - Housing and Homelessness 461,271 466,400 - - Total Ongoing 1,178,574$ 1,214,661$ 20,000$ 25,000$ 1,239,661$ Estimated Cumulative Ongoing 1 Page 9 of 131  Task/ Action Completion  Date StatusOutcome 1.1 For All Members of the Community a.Implement the relevant actions in the updated Economic Development Strategic Plan (EDSP) focusing on those relevant to Economic Resiliency, Cultural Vitality and Fiscal Sustainability. Ongoing Progress on the EDSP implementation matrix is  published quarterly to the city's website.  https://www.slocity.org/business/economic‐ development/economic‐development‐strategic‐plan b.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 (EDSP) Ongoing The ED&T and Office of Sustainability meet monthly to  coordinate on work.  c.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) Ongoing ED&T team meets monthly with DEI team to  coordiante. ED&T team met with recipients of the DEI  Business Grant to understand successes/challenges of  the program. Admin worked with the Chamber and Cal  Poly to host an Insight Studio related to DEI Business  Practices in 2024. ED team welcomed 9 new business  owners who are part of a minority community in SLO.  d.Continue to monitor local labor participation in major City projects and adjust the City's efforts as needed to ensure local labor participation through the use of Community Workforce Agreements and other similar tools. Work to finalize CWA for Prado Overpass and Public Safety Center. Ongoing Operationalized. CIP Engineering technician documents  local labor participation based upon contractor bids and  certified payroll on a quarterly basis. Latest data shows  76% of CIP project worker hours are perform by local  workers. e.Continue to update the employment scorecard and the economic activity scorecard.Ongoing Operationalized. Responsibility of the Economic  Development Analyst. Published quarterly on City  website.  1.2 Business Support a.Continue activations, promotions and  programs like  "Buy Local Bonus", "Eat Local Bonus" and "Shop local" to build economic resiliency  through out the City and including downtown. Ongoing Not operationalized. Current funding is one‐time. Buy  Local Bonus program finished 5th successful year in  2024, Restaurant Week hosted in 2024 and shifted to  Restaurant Month in 2025.  b.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. Ongoing Operationalized. Regular check‐ins with Chamber and  Downtown SLO established. Support for Cal Poly CIE  and Score has continued.  c.Continue to promote the City to tourists, visitors and locals through the efforts of the TBID and the PCC.Ongoing Ongoing. The Tourism Business Improvement (TBID)  adopted their 2025‐2030 Strategic Plan in January 2025.  d.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. Ongoing Energov enhancements made as well as rolling out E‐ review for building permits. Adding planning and  engineering to E‐review would require additional time  and resources. e.Ensure broad and inclusive engagement in area and specific plans updated by the Community Development Department to represent the needs of local businesses. Ongoing ED&T team supported CDD in outreach and  engagement with local businesses and hotel owners for  the Upper Monterey Area Plan work. f.Conduct outreach and engagement with property owners and businesses in the Upper Monterey Special Focus Area to confirm scope in pursuing an area plan consistent with Land Use Element Policy 8.2.2. FY25 Q4, In  progress Outreach and engagement with property owners and  businesses is currently being conducted (online  engagement is ongoing, meetings held on 1/16 and  1/30) Economic Resiliency, Cultural Vitality &  Fiscal Sustainability Items notated with orange will require additional  resources to continue in the 2025‐27 Financial Plan 2/8 Staff Agenda Correspondence Attachment A - MCG Update Economic Resilience, Cultural Vitality, Fiscal Sustainability 2 Page 10 of 131  Task/ Action Completion  Date StatusOutcome g. Continue to support new and expanded private childcare  options through the use of grant funding and other  programs.  Ongoing Not operationalized. Current funding is one‐time. To  date, the city's 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.  h. Continue to support the childcare options for school age  children through the City's own programs and programs in  conjunction with other partners.  Ongoing Youth Services has been able to expand the school  programs  and average over 800 participants per day at  the school sites (5).  i. Proactively evaluate and implement after briefing council  on opportunities to partner with Cal Poly, San Luis Coastal  Unified School District and other major employers for  employer supported childcare programs.  Ongoing Staff collaborated with CP, District, and County, on the  childcare facility feasibility study, as well as supported  the attempt by CP for a facility Uplift Grant (which was  unsuccessfulll in award) j. Represent the interests of the business community during  the implementation of the broadband strategic plan. Ongoing The ED&T team participated in the evaluation and  selection of the City's partner.  1.3 Downtown Vitality a. Continue to partner with Downtown SLO to ensure the  promotion, resiliency, growth, and vitality of the Downtown. Ongoing Collaborated closely with DSLO in response to business  challenges including construction, parking and  visitation. Addressed two large vacancies downtown  through the site selection process and a meeting with a  property owner.  b. Continue to financially and operationally support  Downtown SLO during the winter holidays including  incentivizing private participation through the matching  program. Complete FY24: The 47th annual Holiday Parade had 15,000  attendees. FY25: The 48th annual Holiday Parade had  17,000 attendees. City supported activations of Mission  Plaza, including the holiday lights program.  c. Continue to support the Downtown SLO programs like  Clean & Safe, the Ambassadors and homelessness support. Ongoing Annual contract in place with Downtown SLO along with  ongoing creative collaboration on program  implementation and business responsiveness. DSLO has  renewed the Tree Lighting and Plaque program, and  ED&T collaborated with Public Works to identify eligible  trees in the project area. d. Develop a Council report and Study Session on downtown  vacancies, the status and possible options to address any  issues identified.   Complete Staff completed Council briefings on downtown  vacancies and vibrancy in Spring 2024. e. Develop an implementation plan for the recently adopted  Access and Parking Management Plan and begin execution  of the plan. Ongoing Work is ongoing within the newly created Mobility  Services Division to execute strategies for Goal 1 of the  APMP (Promote mode shift by making other modes of  travel more attractive than driving alone). The Parking  Rate Study and Technology Roadmap have been  adopted. Rates were reduced and technology roadmap  recommendations are being implemented to execute  strategies for Goal 2 of the APMP (Use parking spaces  efficiently, promote fiscal responsibility, ensure  availability, and improve the customer experience). f. Begin construction of the Cultural Arts District Parking  Structure.Complete The Cultural Arts District Parking Structure broke  ground in November and construction is on schedule to  be completed in early 2026.  g. Replace the existing Mission Plaza Restrooms in  compliance with Mission Plaza Concept Plan and Council  Direction. Q2 FY26 Work is underway and construction is expected to be  completed by end of calendar year 2025 1.4 Support Arts and Culture 2/8 Staff Agenda Correspondence Attachment A - MCG Update Economic Resilience, Cultural Vitality, Fiscal Sustainability 3 Page 11 of 131  Task/ Action Completion  Date StatusOutcome a. Continue to work with our community partners to ensure  the Cultural Vitality of the City.Ongoing Worked with over a dozen local arts & cultural  organizations to promote and implement ARTober.   ARTober will return in FY25 Q2. In July 2024, ED&T staff  wrote a letter of support for an Our Town Grant for the  SLO Film Festival at the Palm Theatre.  Entered into a  collaborative agreement with ED&T, DSLO, and SLO  County Arts Council to amplify the Art after Dark  program. P&R conducted the local artist workshop  series at the Library Community Room and artist  showcases at the LCC b. Continue to execute  the City's public art master plan. Ongoing The return of the Utility Box Art program occured in  summer and fall. Partnership with SLOMA brought the  annual rotating sculpture exhibit to Mission Plaza lawn,  and significant work contributed to the Garden Street  Alley art project c. 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. Ongoing The 8‐month "Art Starts With" campaign was completed  in September which established 8 themed public art  promotional "reels" and garnered over 650k  impressions on social media. FY25 ongoing coordination  with Public Art Coordinator. Commissioned new  photography of additional art installations through the  TBID. d. Continue to financially support the Arts and Cultural  Activities of the City through the PCC's  program and the  additional grant funding via the PCC. Ongoing PCC has awarded $100,000 in grant funding to  organizations through the CACP program in FY24.  FY25:  CACP program grants were awarded by Council in July  2024.  e. Continue the citywide banner program. Ongoing Evaluating the addition of a street banner location on  Morro Street. New banners were added in FY25 Q1 for  Independence Day.  f. Continue to support the preservation of the City's adobes,  including work on the La Loma Adobe through a phased  approached intended to ensure that the structure is ready  for active stabilization efforts by 2025.   FY25 Q4 Two keys tasks are underway: 1.) the Friends of La Loma  Adobe (FLLA) have prepared plans for stabilization /  rehabilitation of the structure and developed a scope of  work and cost estimating for a four‐phase "pay as you  go" approach to the project, and 2.) staff have been  working with the neighboring Nelson family and their  consultant, as well as FLLA, to address the historic lot  line discrepency and will return to Council with  recommended next steps by Q4 2025. g. Initiate implementation of the consultant recommended  phased approach to update the City's historic resources  inventory. Complete  and ongoing The City has initiated implementation of the phased  approach to udpate the historic resources inventory. A  consultant was hired in November 2023 and has  conducted multiple study sessions with the CHC. The  consultant is currently finalizing draft documents for  staff review. Staff anticipates bringing the update  forward for CHC review and recommendation in  Summer 2025. h. Develop a Council Memorandum on the current base  level of economic support for Arts and Cultural activities  across the various departments in the City.  Complete A memo was completed and distributed to Council in  December 2023. 1.5 Practicing Fiscal Responsibility 2/8 Staff Agenda Correspondence Attachment A - MCG Update Economic Resilience, Cultural Vitality, Fiscal Sustainability 4 Page 12 of 131  Task/ Action Completion  Date StatusOutcome a. Continue to implement and enhance the City's sound  financial management practices to support stability of the  organization and services provided to the community. Ongoing This ongoing task is core to the work that the Finance  Department does and will continue regardless of  adopted Major City Goals.  In the last two years, staff  has updated various fiscal policies and procedures,  provided City‐wide trainings, developed a set of Budget  Balancing Strategies to guide staff in development of  the City's budget, and continued to make  enhancements to the Oracle ERP. b. Conduct a Study Session on alternative capital project  delivery options and determine whether Council wishes to  proceed with a Charter Amendment.  Incomplete This item was deferred due to timing and resource  constraints. Desire for a charter amendment could be  revisited with the next financial plan. c. Implement a City fee program update.Complete The User Fee Study and recommended fee changes  were presented to and adopted by Council on July 2,  2024.  The updated fees went into effect on October 1,  2024. d. Implement a Development impact fee (AB1600) study and  update. FY26 Q2 The Development Impact Fee Study has been delayed  due to turnover in staff managing this project.  In  addition, there are number of policy level  considerations that need to be discussed with Council  and a study session on this topic is tentatively  scheduled for August 19, 2025.  The outcome of the  study session will determine when the study can be  completed and when staff will return to Council for  adoption of the fees. e. Monitor Public Banking advances and alert the City  Council to major changes. Ongoing Staff has not provided any formal updates to Council  related to public banking.  Due to considerable  economic uncertainty and liabilities associated with the  banking industry, staff would not recommend  establishment of a public bank.  f. Continue to support and prioritize employee development  and growth through investing in resources to train, develop,  and onboard new and transitioning employees.   Ongoing Operationalized and ongoing. g. Continue to support employees in managing their  workloads by reviewing and prioritizing work efforts, goals,  and balancing trade‐offs for a new workload. Ongoing Operationalized and ongoing. h. Continue to evaluate and adjust internal meetings to  create more effective meeting practices.Ongoing Operationalized and ongoing. i. Continue promoting cross‐department communication  and collaboration amongst employees.Ongoing Operationalized and ongoing. 2/8 Staff Agenda Correspondence Attachment A - MCG Update Economic Resilience, Cultural Vitality, Fiscal Sustainability 5 Page 13 of 131  Task/ Action Completion  Date StatusOutcome j. Continue to evaluate and enhance the training and  usability of Oracle Cloud, the City's Enterprise Resource  Planning/Human Capital Management software. Ongoing The City continues to address compliance and usability  challenges with the Oracle Cloud Enterprise Resource  Planning (ERP) and Human Capital Management (HCM)  system. While progress has been made in resolving core  issues, outstanding concerns remain, particularly with  the payroll system and overall system usability. As a  Software‐as‐a‐Service (SaaS) platform, Oracle Cloud ERP  undergoes frequent updates that pose challenges for  City staff, as these changes are difficult to fully assess  before deployment in the live system. The City remains  committed to evaluating and enhancing training and  system usability to improve efficiency and compliance.  Despite ongoing challenges, in the last six months the  City recently experienced a loss of internal expertise as  two of the three System Application Specialists, the IT  technical resources for Oracle, resigned after securing  consulting positions to implement the Oracle product.  Having invested in their growth and development, the  City now faces the departure of key resources and  subject matter experts in the Oracle system. 2/8 Staff Agenda Correspondence Attachment A - MCG Update Economic Resilience, Cultural Vitality, Fiscal Sustainability 6 Page 14 of 131  Task/ Action Completion  Date StatusOutcome 2.1 Establish Office of DEI a.Based on the completion of the DEI Strategic Plan, determine the ongoing support structure needed in the Office of DEI to optimally deliver organizational and community programs and services. Ongoing Operationalized. The planned programs and operations  of the Office of DEI were evaluated and the contract  Management Fellow was converted to a regular Admin  Specialist position using existing program resources b.Work with Cal Poly and Cuesta to host interns.Ongoing Operationalized. The Office of DEI has hosted Cal Poly  students and will continue to expand this effort when  fully staffed. c.Further develop purpose, role, activities, and enhance impact of DEI Employee Committee, including equal standing and priority to tasks and responsibilities assigned to the members (e.g. ERGs, newsletters, cultural celebrations, trainings, internal communication, public web pages, etc.). Complete Operationalized. The committee has continuously met  and produced internal newsletters in addition to other  activities.  Upcoming work includes completing a  committee charter and clarifying roles and  responsibilites. d.Continue to support and act as the staff liaison to the Human Relations Commission (HRC).Complete Operationalized. Office of DEI staff will continue to  support for the HRC. e.Continue to provide grant support to the HRC for DEI High Impact Grants, Community Development Block Grants and Human Services Grants and complete necessary follow up and reporting with grant recipients. Complete Operationalized. Office of DEI staff will continue to  support the process for making DEI High Impact Grants,  Community Development Block Grants and Human  Services Grants . 2.2 Develop & Implement DEI Strategic Plan a.Complete a DEI Strategic Plan for comprehensive DEI initiatives and programming for the organization and community based on needs, priorities, and resource assessments. Complete Operationalized. The DEI Strategic Plan was presented to  and approved by Council in February 2024 and is being  implemented. A yearly progress report will presented to  Council. b.Implementation of prioritized programs as outlined in the DEI Strategic Plan within available resources.Ongoing Operationalized. Office of DEI staff will be responsibile for  implementing strategic plan tasks. 2.3 Workforce Recruitment & Retention a.Continue to enhance job descriptions and recruiting materials such as materials in Spanish or in different formats to easy access. Ongoing Not Operationalized. If there is a desire to create  recruiting materials in Spanish, additional funding would  be required.  b.Assess and develop enhancements processes such as implementing DEI‐focused screening and interviewing trainings to personnel and interview panels. FY25 Q4 Not Operationalized. This task is delayed due to the DEI  Manager turnover. This work will resumed when the  position is hired, but will not be completed this fiscal  year. The hiring managers are currently being  encouraged to include a DEI related interview question,  but it is not required, nor are the questions standardized. c.Create and rollout DEI‐focused trainings for employees. FY25 Q4 Partially operationalized. Some efforts have been  completed and will be continued when Office of DEI is  fully staffed. d.Examine policies and programs to support primary caretakers.Ongoing Ongoing effort and operationalized. e.Continue communicating childcare options and resources for City employees; additional to First 5 findings. Explore flex schedules, job share, remote options, etc. FY25 Q4 The City is continuing to assess childcare options for City  employees. The City does offer flex schedules and are  implementing a formal Telework Policy in FY25 Q3. A job  share program has not yet been developed. 2.4 Inclusive & Equitable Workplace Diversity, Equity, and Inclusion Items notated with orange will require additional  resources to continue in the 2025‐27 Financial Plan 2/8 Staff Agenda Correspondence Attachment A - MCG Update Diversity, Equity, Inclusion 7 Page 15 of 131  Task/ Action Completion  Date StatusOutcome a. Develop and adopt a DEI statement for the organization. Complete A DEI statement was developed and included in the DEI  Strategic Plan. b. Develop and implement a DEI module in new hire onboarding  process.FY25 Q4 This task is on schedule to complete c. Provide DEI‐related training for all staff of all levels (Council,  Commission, Advisory Board, Directors, Managers, Staff, etc.).Ongoing Partially operationalized. Some efforts have been  completed and will be continued when Office of DEI is  fully staffed. d. Complete a planning study for gender‐inclusive restroom and  sleeping facilities for Fire Stations 3 & 4. Process with design  work pending results of study. Complete Study is complete and gender inclusivity is being  incorporated into design of tenant improvements for Fire  Station 3 & 4. 2.5 Community‐based Policing & Restorative Practices a. Promote DEI best practices in Police Department (PD)  recruiting and hiring efforts.Ongoing Partially operationalized. Some efforts have been  completed and will be continued when Office of DEI is  fully staffed. b.  Work in partnership with Facilities and PD to ensure new  public safety building design is equitable and inclusive for the  community and all department employees. Ongoing Planning and design work for the Public Safety Building is  on hold until completion of Tenant Improvements at  1106 Walnut. Additional design work for the public safety  building is proposed to be funded as part of the next  Financial Plan CIP budget c. Continue to work with community partners (PAC and  Roundtable) to give the community a voice in policing and that  21st Century Policing Recommendations are implemented  where possible. Ongoing Staff continue to collaborate with both PAC and the  Roundtable.  Meetings are held bi‐monthly and quarterly  respectively.  d. Use Community partnerships to help build a 5‐year strategic  plan to create transparency and legitimacy.Complete In 2024, Police finalized a 5‐Year Strategic Plan with goals  focused on: Service to Community, Community  Engagement, DEI, Recruitment & Retention, Health &  Wellness, and Improving Infrastructure, Equipment &  Technology 2.6 Cal Poly & Cuesta Partnerships a. Establish bimonthly collaborative and informative meetings  with Cal Poly Office of University Diversity & Inclusion and  Cuesta College Office of Student Equity & Special Programs to  further explore partnerships around education and training. Ongoing Partially operationalized. Some efforts have been  completed and will be continued when Office of DEI is  fully staffed. b. Utilize the Assistant VP for Strategic Planning and Network at  Cal Poly OUDI to research best practices, grants for internships,  programs, outreach, innovative practices, etc. Ongoing Operationalized. Office of DEI staff are in regular  communication with Cal Poly OUDI. c. Host City/Cal Poly quarterly roundtable (City & Cal Poly  leadership, DEI Employee Committe e, HRC, Cal Poly students,  DEI Leaders, Cuesta College, etc.) regarding community/student  experience, relationship‐building and partnership programs.  Ongoing Partially operationalized. Some efforts have been  completed and will be continued when Office of DEI is  fully staffed. d. Explore and develop shared multicultural programming,  activities, and events with Cal Poly, Cuesta College, and Non‐ profit partners through a pilot and/or pop up multicultural  center experience. FY25 Q4 The 24‐25 Community Belonging Series is halfway  through. The Office of DEI is promoting the events in  partnership with Cal Poly. e. Contract to develop a feasibility study for a multicultural  center.FY25 Q4 Recommendations regarding the utility of a multiculural  center will included as a part of the final report on the  Community Belonging Series. 2.7 Access, Inclusion, Support for Underrepresented  Communities 2/8 Staff Agenda Correspondence Attachment A - MCG Update Diversity, Equity, Inclusion 8 Page 16 of 131  Task/ Action Completion  Date StatusOutcome a.Support the development and implementation of the Broadband Strategic Plan to ensure access is equitable and pursue funding to fill gaps. Ongoing Operationalized. Grant funded implementation of the  Broadband Plan is underway. b.Continue to provide Community Academy program in even numbered years including application outreach to underserved/underrepresented communities. Complete Operationalized. The Community Academy was offered in  spring 2024. c.Complete training for applicable staff on the City's updated Public Engagement & Noticing (PEN) to ensure diverse participation. Ongoing Operationalized. The Public Engagement and Noticing  Manual has been updated and intial trainings completed.  Training will continued to be offered by Communications  and Office of DEI staff. 2.8 Community Education & Programming a.Review and embed DEI language into existing policies and procedures, codes of conduct within facilities, parks, programs, events, and rentals for services provided to the community. Ongoing Partially operationalized. Some efforts have been  completed and will be continued when Office of DEI is  fully staffed. b.Include DEI Manager Financial Planning Steering Committee meetings.Ongoing Partially operationalized. DEI Manager will be included  when hired. c.Edit existing and create new policies and procedures that reflect a DEI lens for internal processes to ensure all City Departments support the DEI MCG. Ongoing Partially operationalized. Some efforts have been  completed and will be continued when Office of DEI is  fully staffed. d.Provide financial assistance to qualified families through City funded scholarships for youth related programs such as: before/after‐school childcare, spring break & summer camps, swim lessons, and after‐school sport programs. Ongoing Over $12,500 in financial scholarships were awarded  from July 1 ‐ January 31 to families for childcare and  youth related programming 2/8 Staff Agenda Correspondence Attachment A - MCG Update Diversity, Equity, Inclusion 9 Page 17 of 131  Task/ Action Completion  Date StatusOutcome 3.1 Housing Element Implementation: a.Initiate a missing middle housing program that enables "house‐scale" multi‐family housing opportunities (duplex, tri‐plex, bungalow court, etc.) in neighborhoods where existing infrastructure (e.g. arterial and collector streets) can support additional infill and intensification and promote complete neighborhoods. FY25 Q4 The missing middle housing program has been initiated  and is being implemented through leveraging key state  laws and focused implementation in geographic areas in  combination with other MCG tasks.  Implementing state  legislation that directly promotes infill density for small  lot, multi‐unit dwellings and accessory dwelling units has  been accomplished through density bonus law, zoning  and subdivision regulation updates for single‐family  districts (SB9) completed in 2023, and expanding ADUs  and updates for multi‐family districts (SB684) scheduled  March 2025.  Focusing additional capacity for missing  middle housing is being accomplished through the  Margarita Are a (3.1.b)  and Airport Area (3.1.c) Specific  Plan updates.  b.Initiate an update to 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. Complete The update has been initiated, and began in July 2024.  The consultant is currently working on MASP  Amendments that would increase density on existing  residentially zoned land and specifically include  opportunities and incentives to develop “Missing Middle”  Housing types as well as allowing mixed‐use development  on commercially zoned land. Additional funding would be  needed to complete the environmental review and public  hearing process for the proposed specific plan  amendments.  c.Initiate an update to the Airport Area Specific Plan to allow mixed‐use residential development, where appropriate and consistent with the County Airport Land Use Plan Complete The update has been initiated, and began in October  2024. Amendments to the AASP have been drafted to  allow mixed‐use development in the M and C‐S zones  with a CUP. Conceptual review of the amendment was  presented to the ALUC on January 15, 2025. The ALUC  will review the proposed amendements for conformance  with the ALUP on Feburary 19, 2025 and the Planning  Commission will review the amendments on February 26,  2025. The City Council is scheduled to review the AASP  amendments on May 6, 2025.  d.Conduct a Study Session with the City Council to identify needs and opportunities across the housing spectrum, including various types of transitional and supportive housing options. Complete Study Session was held on March 5, 2024  e.Develop a scope of work for possible funding as part of the 2023‐25 Financial Plan Supplement to update the City's parking requirements in consideration of best practices that support housing production. Strategies may include lowering parking minimums, establishing parking maximums, reducing parking requirements in areas close to services and transit facilities, and other proven strategies. Complete Staff developed a scope of work for a parking study as  described and worked with several consultants to  understand the budget needed. It was estimated that the  project would cost more than $200,000. Due to this cost,  staff did not recommend that the project move forward  during the Financial Plan supplement process. Housing and Homelessness Items notated with orange will require additional  resources to continue in the 2025‐27 Financial Plan 2/8 Staff Agenda Correspondence Attachment A - MCG Update Housing and Homelessnes 10 Page 18 of 131  Task/ Action Completion  Date StatusOutcome f. 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. Complete and  ongoing This task was completed on September 17, 2024 with the  adoption of an ordinance to update the City's  Development Impact Fee Deferral Program for Eligible  Affordable Housing Projects. Previous implementation  components of this task included leveraging affordable  housing revenues from the State’s Homekey and Pro‐ Housing Incentive programs, developing the Avila Ranch  Downpayment Assistance Program Guidelines, and  updating Below Market Rate Housing Purchase  Guidelines in October 2023. 3.2 Homelessness Response Strategic Plan (HRSP)  Implementation a. 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 Complete and  ongoing  A hotel voucher program is funded by the City and  continues to be administered by CAPSLO to address  overflow needs at the 40 Prado Homelessness Services  Center. Emcampments are coordinated between the City,  the County and Caltrans as well as for critical  encampments on private property.  This has become  operationalized through the Homelessness Response  Team, however ongoing funding is needed each year for  vouchers. b. Increase homelessness response communications,  resource sharing, and education, including increased  public use of Ask SLO app Complete and  ongoing The City has communicated information to the public  regarding current practice to address homeless  encampments and consistency with recent Supreme  Court rulings and recent orders by the California  Govenor.   In June, the City conducted a Community  Forum and distributed a resource guide and FAQs found  on the City's website.  The Homelessness Response team  continually responds to public inquiries via AskSLO.   c. Expand implementation of digital encampment  management tool internally and for potential  countywide use or explore using other countywide  systems shared with other regional partners. Complete and  ongoing The City implements Compassionate Assistance  Mitigation and Prevention (CAMP) Standards as a  framework to help reduce the negative impacts of  homelessness and coordinates cleanup activities through  an internal management tool (Survey 123).  Staff  continue to explore additional options for City outreach  staff to access regional platforms in coordination with  program goals, including HMIS and Octavia.  Homelessness Response staff are also working with the IT  Department to expand the City's internal management  tool to allow outreach teams to track client data and  coordinate outreach and referral efforts.  2/8 Staff Agenda Correspondence Attachment A - MCG Update Housing and Homelessnes 11 Page 19 of 131  Task/ Action Completion  Date StatusOutcome d. 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 Complete City staff leverage funding programs include working with  County Behavioral Health and Licensed Pych Tech  program as well as the MediCal Enhanced Care  Management Outreach providers.  A Homelessness  Reponse Annual Budget Summary has been developed to  track program funding and to assist in the ongoing dialog  with partner agencies regarding leveraging regional  funds. The Overnight Safe Parking Program at 40 Prado  was expanded to 12 spaces in FY2024 and the Rotating  Overnight Safe Parking Pilot Program for 12 additional  safe parking spaces was approved at Planning  Commission in January 2025. Funding for safe parking  programs would be needed to continue to provide  capacity. e. 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 Complete and  ongoing The Calle Joaquin Homekey closed escow for acquisition  on September 13, 2024 for 75 units of supportive  housing; and the supportive housing units at the  Anderson Hotel that were at‐risk of loss, have reopened.  The City continues collaboration with SLO County on  transitional and supportive units, such as those expected  in the Welcome Home Village Project.   f. Continue to develop the City's Safe Housing Outreach  and Education Program, including preparation of a  Council Memo on options for protecting renters,  including homelessness prevention strategies.  Complete and  ongoing On July 2, 2024 a Memorandum on Renter Protections  was released to address what protections are currently  available to renters and what additional measures cities  are permitted to take to protect their renting community.  This information can be found online at  www.slocity.org/housing. Code Enforcement continues to  develop educational materials and strategies for the  public, and these activities can be undertaken by code  enforcement as time and resources allow.  Further  development of a program would require additional  resources. g. Monitor and update the two‐year Homelessness  Response Strategic Plan to align with Countywide Plan  to Reduce Homelessness, other regional and state  opportunities, and in advance of next City financial  plan  Complete On June 18, 2024 staff provided an update to City Council  on implementation of the 2022‐24 Homelessness  Response Strategic Plan and Council adopted the 2024‐26  plan, which included modifications to strategic objectives,  funding priorities, and key tasks. 3.3 Environmental Clean‐up in Creeks and Open Space a. Environmental clean‐ups in creek and open space  areas associated with abandoned personal property  and trash. (Funding approved on March 7, 2023) FY25 Q4 To date in FY24‐25, Parks & Recreation Ranger Services  has addressed 27 encampments in creeks and open  spaces, cleaning up 5,245 pounds of trash.  b. Environmental clean‐ups in City Parks and public  spaces associated with abandoned personal property  and trash. (Funding approved on March 7, 2023) Ongoing To date in FY24‐25, Public Works has addressed 71  encampments in City Parks and public spaces, cleaning up  over 50,000 pounds of trash.  3.4 Public Safety 2/8 Staff Agenda Correspondence Attachment A - MCG Update Housing and Homelessnes 12 Page 20 of 131  Task/ Action Completion  Date StatusOutcome a. Maintain SLOPD bike patrol program as staffing  allows Ongoing The department is diligently working to ensure the Bike  Patrol program remains staffed and operational in the  downtown area. While staffing challenges have  prevented the program from being fully staffed, we  continue to deploy bike patrols, and they are proving to  be effective. As we actively hire and bring on new  personnel, these staffing issues are being addressed, and  we anticipate improved coverage moving forward. b. Implement the new Community Service Officer  program over the next fiscal year to ensure  effectiveness and improvements in quality of life  surrounding homelessness issues in the downtown  (funding approved on March 7, 2023) Complete The department increased the total number of  Community Service Officers from three to six.  Expanding  the CSO program has enabled the department to provide  additional focus efforts in the downtown and still provide  ongoing support to the City.  The department's CSO  program is robust and an effecitve use of personnel to  support Patrol, Traffic Safety and CAT. 2/8 Staff Agenda Correspondence Attachment A - MCG Update Housing and Homelessnes 13 Page 21 of 131  Task/ Action Completion  Date StatusOutcome 4.1 Implement the Climate Action Plan and Lead by Example 2023‐25 Work Plans h.Continue to monitor impacts to Municipal Code 8.11 (All‐Electric New Buildings), and if necessary return to Council with an alternative approach to achieving the City's climate action goals as they relate to new buildings. Complete Operationalized. Council adopted a new buildings and existing  buildings reach code, which were completed with staff time  and 3CE technical support and are implemented via budgeted  staff time. These will require updating in 2025 and 2026,  which can be done with staff resources.  j.Continue SB 1383 implementation by developing an inspection and enforcement program and complying with procurement requirements for organic waste and paper as called for in CAP Circular Economy task 1.1.A and 1.1.B. Ongoing Compliance with SB 1383 continues to be monitored and  enforced by City staff and through partnerships with San Luis  Garbage Company and the SLO County Integrated Waste  Management Authority. k.Continue to support the IWMA on facilitating the City's edible food recovery programs as called for in CAP Circular Economy task 1.1.C, 1.2.A, and 1.3.A. Ongoing Staff continues to support the IWMA on facilitating the City's  edible food recovery programs. a.Continue to install electric vehicle chargers and replace fleet vehicles as needed with all‐electric alternatives as called for by CAP Lead by Example task 1.1.A . Ongoing Operationalized. Projects are in the CIP, subject to approval  and funding.  b.Continue to electrify the bus fleet as called for by CAP Lead by Example task 1.1.A.Ongoing Operationalized. Projects are in the CIP, subject to approval  and funding.  c.Complete installation of solar panels at the City's Bus Yard, Fire Station 1, and Sinsheimer Pool as called for by CAP Lead by Example task 1.1.A. FY25 Q2 Staff updated contracts in 2024 and expect constructionto be  completed in 2025.  e.Apply the "Sustainable SLO" mark to City infrastructure and assets and conduct a general awareness outreach program as funding and staff resources allow, as called for by CAP Lead by Example task 1.1.B. Ongoing Operationalized. Administered by Sustainability and Natural  Resources; implementation responsibility rests with owner of  each new asset for complying with the Sustainable SLO style  guide.  f.Provide ongoing support for Central Coast Community Energy Policy and Operations Board Members, and engage in staff level policy and program development, as called for by CAP Clean Energy task 1.1.A Ongoing Operationalized. Morro Bay will represent the City of San Luis  Obispo in 2025 and 2026 per the  Memorandum of  Understanding that identified how the shared board seat will  be filled. Staff continue to work with 3CE staff on effective  program deployment in the agency and in the community.   g.Pursue funding, and if feasible, create the "Green and Healthy Buildings” service to educate the community and connect building owners with resources, federal funding, incentives, financing, contractors, and streamlined permitting as called for by CAP Green Buildings Task 2.1.B, 2.1.C, and 2.1.D, and CASE Program HE‐4.7. Ongoing Staff obtained Department of Energy funding to implement  this task. The funding for staffing support will expire in  February of 2026 and the work will be carried forward by  existing staff resources.  i.Conduct a study session, and pending Council direction, develop an equitable framework for cost effective building electrification retrofit policies, with an initial focus on additions and alterations, as called for by CAP Green Buildings Task 2.1.E. Ongoing Staff completed the study session and completed an existing  builing reach code. Staff will continue to advocate for  equitable and impactful statewide building performance  standards and will advocate to bring voluntary statewide  home energy score programs to the City.  Items notated with orange will require additional resources  to continue in the 2025‐27 Financial Plan Climate Action, Open Space and  Sustainable Transportation 2/8 Staff Agenda Correspondence Attachment A - MCG Update Climate Action, Open Space and Sustainable Transportation 14 Page 22 of 131  Task/ Action Completion  Date StatusOutcome Sustain, Manage, and Enhance the City's Greenbelt and  Make Progress on Planting 10,000 trees by 2035 Ongoing In support of tree planting, the City completed its first  Community Forest Plan, initiated and maintains an  interdepartmental "Keys for Trees" program in partnership  with ECOSLO wherein TBID allocates funds towards planting  trees, and the official 10Tall website, created in partnership  with Cal Poly, tracks progress on tree plantings and as of April  2024 reports that nearly 3,000 new trees have been planted in  both private and public spaces. Management of the City  Greenbelt open space properties is operationalized in  partnership with Ranger Service.  Enhancement occurs on a  case‐by‐case basis as funding and resources are available (see  task 4.2.i). 4.2 Sustain, Manage, and Enhance the City's Greenbelt and Make Progress on Planting 10,000 trees by 2035 a. Actively implement opportunities to purchase open  space lands and permanent land conservation  agreements in furtherance of the City's Greenbelt  Protection Program as called for by CAP Natural Solutions  task 1.1.A. Ongoing The Greenbelt Protection Program is operationalized, although  each project is discrete and carried out in accordance with City  Council approval and guidance. The City has historically  enjoyed significant matching of CIP funding with outside grant  funds to complete land conservation purchases.   b. Complete installation of adopted trail systems at the  Irish Hills Natural Reserve and at Miossi Open Space.Ongoing New and expanded trails were installed at Irish Hills Natural  Reserve (Bog Thistle Trail and King Trail) and significant storm‐ related repairs were required and completed at Miossi Open  Space before additional new trail work can be undertaken.   This work will continue beyond the 2025‐27 Financial Plan,  however, personnel, equipement, and volunteer resources are  operationalized. c. Identify and implement trail alignment revisions, if  feasible, and other solutions to reduce erosion and wet  weather closures and address trail user safety and  enjoyment at Reservoir Canyon Natural Reserve. Ongoing The Bowden Ranch portion of Reservoir Canyon Natural  Reserve was significantly impacted by the Lizzie Fire, however  a realignment of the "Firefighter Trail" will begin in  winter/spring of 2025. d. Continue Open Space education activities including the  "hikes with experts" series, Junior Ranger Camp, and  ongoing public information and programming, with  emphasis on equity and equitable access. Ongoing These programs are opererationalized, however increasing  opportunities for equity and equitable access is still in  development and staff are evaluating grant funding to provide  additional resources towards these goals. The Jr. Ranger  Camps qualify for financial funding assistance throught the  Parks & Rec youth scholarship program. e. Continue implementation by Ranger Service staff of all  Open Space maintenance activities including establishing  a replacement schedule for Open Space trailhead  improvements, as well as replacement or repair of Open  Space fencing currently in disrepair, all as set forth in the  adopted Open Space Maintenance Plan Ongoing Ongoing and operationalized.  Storm and fire related damage  have required additional attention and resources.  Major  repair / restoration efforts have occurred at Righetti Hill, Cerro  San Luis, Miossi Open Space, and Reservoir Canyon.   Scheduled replacements of bridges and fencing have also been  implemented. f. Continue ongoing Ranger Service patrol of Open Space  areas ensuring compliance with the City Open Space  regulations, the safety of users, and protection of natural  resources values and functions. Ongoing Ongoing and operationalized. g. Implement priority projects at Righetti Hill Open Space  consistent with the Conservation Plan (if adopted in May  2023). Ongoing Implementation of the second trail phase is scheduled for  winter / spring 2025 following repair of the erosion gulluy  above Hillside Drive and developer's installation of concrete  paths leading to the planned trailhead location. h. Continue to work with community groups on tree  planting in creeks and open space areas toward the goal  of 10,000 trees by the year 2035 as called for in CAP  Natural Solutions task 2.1.A. Ongoing Ongoing and partially operationalized (staff are still developing  systems for mobile irrigation, maintenance, and tracking).  Significant tree planting as occured within Cerro San Luis,  Johnson Ranch, Terrace Hill. 2/8 Staff Agenda Correspondence Attachment A - MCG Update Climate Action, Open Space and Sustainable Transportation 15 Page 23 of 131  Task/ Action Completion  Date StatusOutcome i. Continue to expand climate‐informed maintenance  practices in the Greenbelt through external funding and  partnerships, and conduct ongoing monitoring on carbon  sequestration results and other co‐benefits for existing  and potential future projects, as called for in CAP Natural  Solutions task 2.1.B. Ongoing The City was awarded $250,000 in grant funding to leverage  one‐time SOBC funding supporting restoration and  enhancement projects at Johnson Ranch Open Space. Ongoing  efforts will need to continue to rely on grant funding. j. Continue to implement rehabilitation efforts  throughout the City's open space network where storm  damage has occurred to trails, access roads, and other  open space infrastructure.  Ongoing Ongoing and staff have adequate equipment and personnel to  attend to most minor to medium level repairs on an as‐ needed basis. k. Continue partnership with City Farm SLO to install site  security and access measures and to implement  California Farmland Conservancy Program grant scope of  work. Ongoing The City provided matching funds and in‐kind support for both  site security and access improvement (all‐weather roads  enabling four season farming) as well as the CA Farmland  Conservancy Program that supported the Prefumo Creek  Enhancement project. This partnership is operationalized and  the City's lease with City Farm SLO continues through 2065. 4.3 Preserve and Enhance Convenient and Equitable Alternative and Sustainable Transportation Options a. Active Transportation Plan (ATP) Tier 1 Network ‐  Higuera Complete Street Project: Complete final design  and construction of active transportation and safety  improvements along Higuera Street corridor from Marsh  St. to Los Osos Valley Rd. FY27 Q3 95% Plans are complete. Approximate $9.1 million in outside  funding secured. Approximately $1‐3 million in funding to be  requested in 25‐27 Financial Plan. Plan to start construction by  second half of FY2025‐26. b. Active Transportation Plan (ATP) Tier 1 Network ‐  South/King Crossing: Complete design and construction  of a new protected bicycle/pedestrian crossing at the  intersection of South St. & King St., improving access to  Meadow Park, Hawthorne Elementary, and existing  active transportation routes. FY26 Q2 Designs for a full traffic signal are underway with goal to start  construction in FY2025‐26.  c. Active Transportation Plan (ATP) Tier 1 Network ‐  Foothill Complete Street Project: Continue design of  active transportation and safety improvements along the  Foothill Blvd. corridor between the western city limits  and California Blvd., with goal to have shovel‐ready  project for construction in FY2025‐27. FY26 Q3 Corridor planning underway, on track to have final concept  design recommendations by Q3 FY2025‐26. Request for PS&E  and Construction Funding in FY2025‐27 and beyond. d. Active Transportation Plan (ATP) Tier 1 Network ‐  California/Taft Roundabout: Complete final design and  right‐of‐way acquisition for new roundabout at the  California Blvd. & Taft St. intersection, with goal to have  shovel‐ready project for construction in FY2025‐27. FY26 Q2 Design 95% complete, pending right‐of‐way aquisition. Right‐ of‐way negotiations have not been successful to date.  Construction funding to be requested with 2025‐27 Financial  Plan, but construction date undetermined until right‐of‐way  issue is resolved e. Active Transportation Plan (ATP) Tier 1 Network ‐  Paving Project Complete Street Elements: Implement  complete street and safety improvements as part of 2023  and 2024 summer paving projects as guided by the Active  Transportation Plan and Traffic Safety/Vision Zero  reports. FY25 Q4 2023 Paving Project complete, included installation of  protected bike lanes on Santa Barbara, buffered bike lanes on  Orcutt and enhanced bicycle and pedestiran crossings on  Monterey Street. 2024 Paving Project in construction, includes  pilot road diet and protected bike lanes on Grand Avenue,  permantent road diet on Johnson Avenue and greenway  improvements to the Mill and Toro Greenway routes. f. Active Transportation Plan (ATP) Tier 1 Network ‐  Railroad Safety Trail (Orcutt to Tiburon) Connection:   Initiate design and environmental review for a project  that will complete the gap in the Railroad Safety Trail in  the Orcutt Area between Tiburon Dr. and Orcutt Rd.,  including replacement of the narrow culvert on Bullock  Lane and pedestrian/bicycle safety improvements at the  Orcutt Road/Union Pacific Railroad Crossing. Deferred The project was deferred and partially defunded in 2024‐25.   Will require additional funding approval in future Financial  Plan and available staffing resources to manage project to  establish an updated ETA.   2/8 Staff Agenda Correspondence Attachment A - MCG Update Climate Action, Open Space and Sustainable Transportation 16 Page 24 of 131  Task/ Action Completion  Date StatusOutcome g. Active Transportation Plan (ATP) Tier 1 Network ‐  Foothill/California Railroad Crossing Improvements:   Complete design and initiate construction of federally‐ funded pedestrian safety improvements at railroad  crossing. FY26 Q4 Design and utility relocations in progress, at 65% complete  phase.  Awaiting design review by Union Pacific Railroad.   Assuming Federal Section 130 funding is not impacted by new  federal executive administration, construction is fully grant  funded and on track to start FY26 Q1. h. Active Transportation Plan (ATP) Tier 1 Network ‐  Prado Creek Bridge Replacement: Complete design of  new bridge, including sidewalks, protected bike lanes,  and additional vehicular lanes to accommodate existing  and future traffic demand. Includes reconstruction of S.  Higuera/Prado intersection with additional capacity and  protected intersection features to improve safety for  pedestrians and cyclists.  FY29 Q2 Project at 90% design phase and in progress with right‐of‐way  acquisition and utility coordination.  Assuming funding is  available, construction start anticipated FY27 Q2. i. Active Transportation Plan (ATP) Tier 1 Network ‐  Prado/US 101 Interchange: Complete project approval  and environmental document phase of project, and  initiate design phase for new interchange, which includes  extension of Prado Road over US 101 to Froom Ranch  Way, with new northbound on/off‐ramps, four auto  lanes, center median/left turn lanes, sidewalks and  protected bike lanes. Includes realignment of Elks Lane  and signalization of the Prado/Elks intersection. FY33 Q2 Project approval and environental document complete.  Initiating final design (PS&E) phase.  Construction start  estimated FY29 Q2, but significant funding gap curently exists. j. Vision Zero Implementation ‐ Update annual Traffic  Safety Report to evolve into a 5‐Year Vision Zero Action  Plan and continue ongoing implementation of traffic  safety projects and programs, focusing efforts on the  City's high crash/injury network. Ongoing Vision Zero Action Plan will be presented to the City Council  March 18, 2025. Annual funding to implement plan  recommendations to be requested in forthcoming financial  plans. k. Transit Innovation Study Implementation: Begin  planning implementation of strategies recommended in  Final Transit Innovation Study, including incorporation of  near‐term strategies as part of planned SLO Transit/RTA  Short Range Transit Plan update, as called for in CAP  Connected Community Task 4.2.A and in the APMP  Strategies 1.C. Ongoing Moved forward on implementation of SLO Transit Innovation  Study Recommendations including modifications to the  Downtown Access Pass Program, pursueing an open loop  payment system in coordination with RTA, investigating the  potential for a bikeshare program. Additionally,  recommendations from the Transit Innovation Study have  been incorporated into the recommendations of the Short  Range Transit Plan which will be presented to Council  February 25, 2025. l. Reassess the viability of launching a citywide bikeshare  system, with ongoing coordination with Cal Poly as called  for in CAP Connected Communities Task 2.2.A and the  APMP strategy 1.B.1. Solicit potential bikeshare system  operators if staffing resources allow and this can be done  without diverting resources from delivering priority active  transportation infrastructure projects. FY25 Q4 Request for Proposals was released in 2023, however  ultimately staff recommended against award. Further  investigation is necessary including monitoring and evaluating  the effectiveness and success of bike share systems in other  like communities, and researching funding opportunities  including grants, sponsorships, etc. m. Public EV Chargers ‐ Enable public EV charger  deployment on City property, support EV charger  installation on private property, and deploy EV chargers  in low‐income areas of the City as called for in CAP  Connected Community Tasks 6.1.A, 6.1.B, and 6.1.D.  Ongoing Operationalized. Using staff time, the City supported a third  party developer to operate publicly available high powered  fast charges at four City owned sites. These will become  operational in 2025. Staff continues to monitor for third party  resources and other non‐City funded opportunities to provide  e quitable access to EV chargers. 4.4 Increase Community Resilience 2/8 Staff Agenda Correspondence Attachment A - MCG Update Climate Action, Open Space and Sustainable Transportation 17 Page 25 of 131  Task/ Action Completion  Date StatusOutcome f. Initiate the development of Wildland‐Urban‐Interface  Defensible Space and Home Hardening Program as called  for in CASE program FI‐5.15. FY26 Q4 The Fire Department is actively working with Administration  and City Attorney's Office to develop a project plan to explore  these initiatives. The development of these programs is  achievable with existing staff resources, however  implementation would require additional resources and is not  operationalized.  a. In coordination with Zone 9, convene a working group  to assess the current creek flow monitoring system and  provide recommendations for enhancements, as called  for in CASE program FL‐3.13. Ongoing The assessment is operationalized: a team from  Administration, Utilities and Public Works has been formed  and is working with the County Zone 9 staff to develop a plan  for expanding the monitoring system. Implementation of team  recommendations would require additional resources and is  not operationalized.  b. Conduct a study session to consider options for  funding stormwater and / or creek maintenance and  flood preparedness in support of CASE programs 3.9,  3.10, 3.11, 3.12, 3.13, and 3.14. Ongoing Staff have hired a consultant to assist with a Council Study  Session, which is scheduled for Q2 FY 25. Should Council direct  staff to proceed with any of the identified options,  implementation would require additional resources and is not  operationalized.  d. Evaluate opportunities to integrate climate  considerations in the City's Engineering Standards and  Specifications as called for in CASE program MH‐1.6. Ongoing Operationalized. City engineering staff are currently working  on an update to the City Standards and are incorporating  Caltrans standards for high limestone concrete mixes to  reduce embodied carbon emissions. e. Provide post‐disaster recovery resources and  emergency preparedness education to vulnerable  community members as called for in CASE program MH‐ 1.10. Ongoing Not operationalized outside of emergency operations or post‐ disaster recovery plan context. Staff provided focused  outreach to community members affected by emergency level  events and conducted a community workshop on the topic,  however more attention is needed to provide resources and  education at the level contemplated in the Climate Adaptation  and Safety Element.  g. Monitor funding sources and if feasible pursue a  Climate Resilience Hub planning grant with community  partners, as called for in CASE program MH‐1.8. Ongoing The City applied for a California Strategic Growth Council grant  alongside Diversity Coalition and Undocusupport for a  Multicultural Center and Resilience Hub that was unsuccessful.  Due to statewide budget allocations through Prop 4, staff  anticipate reapplying to the same and/or similar funding  programs in the 2025‐27 Financial Plan. h. In partnership with Zone 9, seek funding to initiate the  Waterway Management Plan update to incorporate  climate‐informed flood risk as called for in CASE program  FL‐3.7. Initial work in this Financial Plan period is  envisioned to include identifying and securing funding,  developing a project scope, and drafting a request for  proposals.  FY25 Q4 Operationalized. Staff from the County of SLO have secured  funding from Zone 9 to begin updating the Waterway  Management Plan and the City and County are updating the  reimbursement agreement for City staff to assit in the update  with consultant services.  Implementation of updated plan  actions would require additional resources and is not  operationalized.   i. Develop an Urban Creeks Vegetation Management Plan  as called for in CASE program FL‐3.10.Ongoing The City is in line to receive grant funding from the Coastal  Conservancy to work with a consultant to develop a  comprehensive Vegetation Management Plan (creeks and  open space) beginning Q1 FY 2025. Implementation of  plan  actions would require additional resources and are not fully  operationalized.     j. Incorporate Traditional Ecological Knowledge into open  space management decisions as called for in CASE  program OP‐7.2. Ongoing The City has successfully implemented early pilot projects  (e.g., Johnson Ranch cultural burn), however this work will  require ongoing relationship building with tribes.  k. Implement the Mid‐Higuera Bypass Project.FY25 Q3 Mid‐Higuera Bypass Project started in January 2025. 2/8 Staff Agenda Correspondence Attachment A - MCG Update Climate Action, Open Space and Sustainable Transportation 18 Page 26 of 131  Task/ Action Completion  Date StatusOutcome l. Implement the Laguna Lake Dredging and Sediment  Management Project.Ongoing Contractor removed over 10,000 cubic yards of sediment from  Prefumo Arm following the winter storms of 2023. Staff are  currently working on lake survey and extending permits for  future dredging, which has been deferred to outer years of the  CIP.  m. Implement Silt Removal Projects from Priority Creek  Locations.Ongoing Operationalized. Staff have four locations identified for  maintenance to be completed in 2025. n Implement existing Community Wildfire Protection Plan  and initiate focused update in 2024. FY25 Q4 Grant funding was sought out in 2024, likely to be issued in  Spring of 2025. Plan update should occur by the end of  calendar 2025 and include an integrated Vegetative Fuels  Management Plan encompassing all City Open Space and  green belts. Not yet operationalized and will need additional  resources to do so. Staff is currently seeking external  resources through a federal grant, but the durability of that  funding and outcome of application is unknown. 4.5 Continue to Build City and Community Capacity for Transformational Climate Action f. Conduct GHG Emissions Inventory and Biennial CAP and  Lead by Example Progress Reports as called for in CAP  Administrative Action 2 and Lead by Example Plan  Administrative Action 2. Complete Operationalized. The Lead by Example biennial progress report  was completed and presented to Council in May 2024 and the  updated inventory and Lead by Example 2025‐29 Work  Program were presented to Council for adoption in February  of 2025.  i. Complete steps and present recommendations and  options to maximize the reuse of wastewater per the  "Road Map" presented to the City Council. Ongoing This project is nearing completion per the adopted "Road  Map"  a. Participate in the Cal Poly Climate Corps Fellowship  program to build staff capacity as called for in the CAP. Ongoing Operationalized. The Climate Corps Fellowship Program is a  regular resource for the City and staff is midway through a  second successful year with the fellows.  b. Manage the Green Team to Support Lead by Example,  Climate Adaptation and Safety Element of General Plan,  and Climate Action Plan implementation, as called for in  CASE program MH‐1.11 and OP‐7.9. Ongoing Operationalized. The Green Team has met regularly, per the  Greet Team charter, and collaborated on completing the Lead  by Example 2025‐29 Work Program.  c. Continue to support and empower community  collaboration for climate action, including support for the  Climate Coalition and the San Luis Obispo Climate Justice  Collaborative, as called for in CAP task 3.1.A. Ongoing Operationalized. Staff meet regularly with community based  organizations including those named in the task.  d. Support regional efforts to develop the workforce  required to implement the Climate Action Plan as called  for in CAP task 2.2.A. Ongoing Staff have had initial discussions with the County Workforce  Development Board and the Buildings Upgrade Prize work  program has supported local contractor training on  electrification installations. Staff will continue to identify and  pursue opportinities to implement this task. e. Initiate update to the Lead by Example plan to inform  the 2025‐27 Financial Plan as called for by CAP Lead by  Example task 1.1.A and Lead by Example Plan  Administrative Action 1 Complete The Lead by Example 2025‐29 Work Program has been  completed and presented to Council for adoption in February  of 2025. g. Continue to integrate climate action and resilience into  the 2025‐27 Financial Plan development process  consistent with Budget Policy A.6 and as called for by CAP  Lead by Example task 1.1. and CASE Program MH‐1.5. Ongoing Staff continue to evaluate CIP projects for consistency with the  Climate Action Plan and continue to look for new  opportunities to align spending with Council's climate action  priorities.  h. As authorized by City Council (December 13, 2022) and  as called for in CAP Administrative Action 6, pursue grant  and other external funding sources opportunistically and  strategically. Ongoing Staff continues to pursue grant funding, rebates, and  incentives to implement Major City Goal tasks.   2/8 Staff Agenda Correspondence Attachment A - MCG Update Climate Action, Open Space and Sustainable Transportation 19 Page 27 of 131 StrategyMCG Tasks Completed in 2021‐23 Financial Plan Department Economic Recovery, Resiliency & Fiscal Sustainability 1.1 h. Update the City's Economic Development Strategic plan ADM (ED) 1.1 i. Review the Economic Development program structure based on the outcome of the EDSP update. ADM (ED) 1.1 c. Evaluate and potentially establish a City Leadership/Chamber of Commerce / Minority Business Owners’  roundtable.ADM (ED/DEI) 1.1 d.Research, explore and potentially utilize innovative practices such as micro‐loans, targeted‐sector recruiting and promotion, City facilitated lending, grants, private support and crowdfunding to support businesses owned by or serving underserved/underrepresented communities. The City will also leverage its partner network, including the Chamber, Downtown SLO, REACH and others to support the DEI initiatives as they relate to economic development including creation, retention and attraction efforts. ADM (ED/DEI) 1.1 a. Establish a process for the City to recognize and promote Minority‐owned businesses.ADM (ED/DEI) 1.1 b.Implement protocols within the City’s Office of Economic Development to reach out to existing and new Minority‐ owned/operated businesses to learn of their experiences operating in SLO, and to identify ways the City can be of support. ADM (ED/DEI) 1.1 g. Develop and implement a scorecard to track visitation to key areas of the City, employment, DEI economic efforts and other relevant economic indicators.ADM (ED) 1.2 a‐6. Review transitioning the Business Ambassador program from a COVID response action to an ongoing program with an available hotline as well as an online form option.ADM (ED) 1.2 b‐1. Continue to implement the TIPP‐FAST program to fast track tenant improvement permits and support business recovery. Incorporate subsidies into program when funding is available.CDD 1.2 a‐5. Evaluate the continuation and/or modification of the Open SLO program Fitness in the Parks.P&R 1.2 c‐2. Set aside funding for the potential to expand the various Open Slo programs (Parklets, Street closures) to other areas of the City to support business recovery. PW 1.2 b‐3. Develop a streamlined and easy to understand process for businesses to allow activities encouraged by Open  SLO, and other programs implemented in response to Covid‐19, to continue ‐ especially in relation to outdoor  dining. PW/CDD 1.3 b. Support the recovery of Arts , Culture and Community programs through a PCC program similar to GIA. ADM (ED) 1.4 a‐4. Review, evaluate and execute on the outcomes from the Downtown Future Forum ensuring the required public participation and Council approval as needed. ADM (ED) 1.4 a‐6. Support the restart of the various Downtown SLO activations like Farmers, Concerts in  the Plaza and the Holiday Parade. ADM (ED)/PW 1.4 b‐1. Part 1: Update the Zoning Regulations to allow for more flexible administration of allowed uses, especially  downtown, to support desired pop‐up, shared‐resource and new business model approaches to facilitate business  opportunities in the community.  CDD 1.4 b‐2. Part 2: Update the Zoning Regulations to allow for more flexible administration of allowed uses, especially  downtown, to support desired pop‐up, shared‐resource and new business model approaches to facilitate business  opportunities in the community. CDD 1.4 e‐8. Downtown safety enhancements ‐ bollards PW 1.4 e‐9. Mission Plaza Railing Replacement PW 1.4 d‐11. Expansion of maintenance to ensure parking structures and adjoining areas remain safe, clean and orderly (see above for fiscal impact)PW(Parking) 1.4 d‐9. Assist with the continuation of Open SLO parklets and courtesy curbside pick up locations PW(Parking) 1.4 d‐1. Develop and present a long‐term plan for the initiatives started under the Open SLO like parklets and street  closures in the downtown. PW/CDD 1.5 d. Complete benchmark compensation survey for SLOCEA, Management, and Confidentials groups.HR 2/8 Staff Agenda Correspondence Attachment A - MCG Update 2021-23 Financial Plan 20 Page 28 of 131 StrategyMCG Tasks Completed in 2021‐23 Financial Plan Department 1.7 b. Regional Transit Authority Analysis: The RTA is currently building a Regional Transit HUB 800 feet from the City’s  SLO Transit Bus Yard.  Much of the infrastructure that supports SLO Transit is aged and nearing the end of its  lifespan.  All transit providers are required to shift the fleet of transit vehicles to zero emission vehicles. This funding would support the analysis and review of SLO Transit’s operations and infrastructure to determine if  there may be benefit to sharing infrastructure, equipment or centralizing services to provide increased community  services at the same or reduced  purchasing requirements, alternative project delivery methods and other options  to support local businesses and employees. The Community Services Group will be leading this effort. PW ‐ Transit Diversity, Equity, Inclusion 2.1 i. Consultant ‐ DEI SME ‐ 360 total hours Admin‐DEI 2.1 a. Design DEI Administration, Function, and Operations of the Office Admin‐DEI 2.1 b. Develop DEI Base Operating Budget Admin‐DEI 2.1 c. Identify and secure office space (2000/mo @ 7 mos Y1, 12 mos Y2)Admin‐DEI 2.1 d. Develop positions; Hire Staff Admin‐DEI 2.1 e. Hire Diversity position ‐ 1.0 FTE Admin‐DEI 2.1 g. Hire CivicSparks Fellow ‐ Y2 ‐ .75 FTE Admin‐DEI 2.2 b. Utilize DEI Task Force Recommendations, Internal D&E Audit as foundation; Cal Poly Experience report and other  documents as reference and for benchmarking Admin‐DEI 2.3 e. Conduct Pay Equity Audit HR 2.3 f. Examine Policies and Programs to Support for Primary Caretakers HR 2.5 d. Review new Police Station building program and budget for opportunities to reduce costs to preserve resources  for community service investments  Admin / PD /  Public Works 2.5 a. Implement After Action Report recommendations PD 2.7 e. Support feasibility study for Multicultural Center; provide City liaison/staff support Admin‐DEI 2.7 f. Contribute to planning / feasibility study Admin‐DEI 2.7 j. Community Academy – second stage, longer program. Partner with Chamber, others. Test demand, develop. Pilot  Y2 Admin‐DEI 2.7 k. Develop “Undocu‐Friendly” logo for City documents, as allowable by law (cost of internal resources)Admin‐DEI 2.7 i. City 101 – first stage, short program, easy access/commitment. Overview of City, how to access, ways to be  involved. Extensive outreach to Underrepresented minorities, community‐based sessions. Design, pilot Y1 Admin‐DEI 2.7 g. Update City's formal Public Engagement & Noticing (PEN) procedures as well as other public outreach, input  efforts to increase diverse participation. Develop tactics and cost to implement Admin‐DEI 2.9 c.Establish a City Leadership/Chamber of Commerce / Minority Business Owners’ roundtable. Admin‐Econ De 2.9 d. Research, explore and potentially utilize innovative practices such as micro‐loans, targeted‐sector recruiting and  promotion, City‐facilitated lending, grants, private support and crowdfunding to support  underserved/underrepresented communities. Leverage City's partner network, including the Chamber, Downtown  SLO, REACH and others to support the DEI initiatives as they relate to economic development including creation,  retention and attraction efforts.  Admin‐Econ De Housing and Homelessness 3.1 e. Subdivision Regulations Update (HE 6.20)CDD; Attorney 3.1 g. Additional Housing Element Program Implementation (HE 2.16, 2.18, 3.10, 4.7 & 4.8)CDD 3.1 a. Inclusionary Housing Ordinance (HE programs 2.13 & 4.6)CDD; Attorney 3.1 m. CDD Fleet Replacement PW 3.1 b. Flexible Density Program (HE Program 2.15)CDD 3.1 c. Develop Objective Design Standards & Update Development Review Process (HE 6.22 & 6.23)CDD; Attorney 3.1 d. Zoning Regulations Update ‐ Housing (HE 5.5, 8.18, 8.23, 2.17 and AB 2345)CDD; Attorney 3.11 b. Support a 25% expansion of the number of beds at the 40 Prado Homeless Services Center.CDD 2/8 Staff Agenda Correspondence Attachment A - MCG Update 2021-23 Financial Plan 21 Page 29 of 131 StrategyMCG Tasks Completed in 2021‐23 Financial Plan Department 3.6 b. Develop a Strategic Plan to guide a sustained effort of engagement by regional partners, non‐profit partners, and  community members to identify and implement coordinated solutions to chronic homelessness.CDD Climate Action, Open Space and Sustainable Transportation 4.1 a. To ensure consistent maintenance and adequate oversight of City Open Space lands, add one net new Ranger  Maintenance Worker to maintain level of service standards following recent Open Space acquisitions.  The City's  level of service standard for Open Space is 1 Ranger per 1,000 acres. P&R 4.1 b. To address Ranger Services staffing, recruitment, and retention, convert 5 Ranger Specialist positions (currently  limited benefit temporary) to full‐time regular permanent positions. P&R 4.2 a. Complete the Biennial Climate Action Plan Update, as called for by CAP Administrative Action 3.Admin 4.2 d. Update the Clean Energy Choice Program for New Buildings for consistency with the 2022 California Building  Code update, as called for by CAP Green Buildings task 1.1.CDD/Admin 4.3 b. Complete an Urban Forest Master Plan including a comprehensive update of tree inventory update, assessment  of tree canopy coverage, and implementation of an ongoing tracking system, as called for by CAP Natural Solutions  task 2.1. Admin 4.3 j. Create the Righetti Hill Open Space Conservation Plan in order to guide the long‐term protection and appropriate  public use of this new City Open Space property.Admin 4.3 k. Implement priority projects at Righetti Hill Open Space consistent with the Conservation Plan. P&R 4.3 l. Complete installation of adopted trail systems and establish regular Ranger Service patrol at Miossi Open Space. P&R 4.3 h. Update the existing South Hills Natural Reserve Conservation Plan (2007), including a contemporary natural  resources inventory, mapping, policy review, and identification of land stewardship needs and priorities. Admin 4.3 a. Working with the Coastal San Luis Resource Conservation District, complete existing planning efforts and pilot  program implementation at Johnson Ranch Open Space and City Farm intended to improve soil health and remove  and store carbon, as called for at CAP Natural Solutions task 1.1. Admin 4.3 q. Implement Laguna Lake Dredging and Sediment Management and Shoreline Stabilizations Projects in order to  begin restoration of the lake for recreation and habitat improvement purposes PW/Admin 4.4 q. Replace SLO Transit bus shelters to maintain a quality environment for new and future transit users.Transit/PW 4.4 i. Complete construction of the Orcutt Road/Tank Farm Road Roundabout, reducing congestion and auto emissions  and improving access and safety for bicycles, pedestrians and drivers.PW 4.5 d. Replace or repair Open Space fencing that is currently in disrepair at Cerro San Luis Natural Reserve, Irish Hills  Natural Reserve, Bowden Ranch Open Space, and the Bob Jones Trail. (Includes existing Creek and Flood Protection  Staffing resources) Admin/P&R 4.5 f. Conduct a microgrid feasibility assessment to identify City properties that could add solar, battery storage, and  controls to allow operation during times of electrical grid outages as an uninterruptable power supply. Admin/PW 4.5 a. Complete the "Resilient SLO" planning project (Safety Element Update and associated CEQA) to assess  community vulnerability to the impacts of climate change and adopt a resilience policy framework in the City's  General Plan, as required by California Senate Bill 379.  CDD/Admin 4.5 n. Project: Laguna Lake Dredging ‐ rerouting of Prefumo Creek has increased sediment deposits into the lake. This is  a pilot project to ascertain if dredging is a viable solution for Laguna Lake and could become a routine maintenance  activity. Admin 4.5 i. Expand Technical Rescue Team roster from 3 to 6 firefighters to improve the City's open space rescue capabilities  and improve self‐sufficiency following the first 72 hours of a regional disaster such as earthquake or flood where  resources are often limited.  Fire 2/8 Staff Agenda Correspondence Attachment A - MCG Update 2021-23 Financial Plan 22 Page 30 of 131 StrategyMCG Tasks Completed in 2021‐23 Financial Plan Department 4.5 q. Water Treatment Plant ‐ Power Storage Units Tesla Battery Grant ‐ when emergency power is not required for  plant operations, the power storage units will allow plant staff to shift power needs during electrical time of use  periods having lower electrical rates, and lower carbon emissions associated with the transmission of electrical  power. The control module operating the power storage units will also monitor and track energy efficiencies of  existing pumps and the plant’s treatment units. Utilities 3.10 a. Pair a crisis worker with an Emergency Medical Technician (EMT) to provide non‐emergency response and care to  unhoused community members. FD/CDD 2/8 Staff Agenda Correspondence Attachment A - MCG Update 2021-23 Financial Plan 23 Page 31 of 131 Page 32 of 131 2/8 Staff Agenda Correspondence Attachment B: Combined Council Pre-work Attachment B: Combined Pre-work Page # 1 Pre-Workshop Worksheet Consolidated Notes from Councilmembers Background: The City of San Luis Obispo is a dynamic community embracing its future while respecting its past with core values of civility, sustainability, diversity, inclusivity, regionalism, partnership, and resiliency. Every two years, in alignment with the financial plan, the City Council determines the most important and highest -priority goals for the City to accomplish over the next two years beyond the City’s core services. Below is feedback from City Councilmembers about the current four Major City Goals to be considered in further discussion on February 8th at the City Council goal-setting workshop. 1. What edits to the Major City Goals would you make to focus on the most important items in these goal areas? Climate Action, Open Space & Sustainable Transportation Proactively address the climate crisis and increase resiliency through the implementation of the Climate Action Plan. Use reso urces to reduce greenhouse gas emissions and reach carbon neutrality by 2035, with a focus on the preservation and enhancement of convenient and equitable alternative and sustainable transportation, the preservation of open space, and equitable access to parks and open space. Proposed edits to Climate Action, Open Space & Sustainable Transportation goal: Maybe keep this top line (highlighted above) and move the rest to work items. Delete the following: it is all included in the CAP, do we need to repeat all of the CP in our goal? Or can we hyperlink it? , with a focus on the preservation and enhancement of convenient and equitable alternative and sustainable transportation, the preservation of open space, and equitable access to parks and open space. I’ve been thinking about adding “Resilience,” perhaps substituting for “Action.” Not sure though. Staff feedback would be helpful. Possible options: Climate Resilience, Open Space & Sustainable Transportation -or- Climate Action & Resilience, Open Space & Sustainable Transportation [clunky] I think we should say a little more in the description about preparing for and adapting to the impacts of climate change. I’ve been thinking about replacing “Sustainable Transportation” with “Safe Transportation” [maybe too narrow] or “Vision Zero.” Not sure though. Page 33 of 131 2/8 Staff Agenda Correspondence Attachment B: Combined Council Pre-work Attachment B: Combined Pre-work Page # 2 I generally like how this goal’s language is written as is, but I would simplify the top line to: “Climate Action and Sustainability”. Then, within that, I would list priority areas for clarification as follows –  Acquisition and care for open space and park lands  Implementation of Climate Action Plan and Lead by Example tasks  Implementation of Active Transportation Plan, Education efforts related to transportation mode shift and expansion of Mass Transit use.  “Sustainability in all practices” goals (operationalizing sustainability into policies, procedures, capital planning, etc.) Proposed work items to be considered or edited for the Climate Action, Open Space & Sustainable Transportation goal: ATP Tier 1 Broad Street and Broad Street Specific Plan transportation improvements. Community bicycle education in partnership with Bike SLO County and Cal Poly. Implementation of the Vision Zero Plan. Implementation of LHMP and CWPP. Implement a robust, ongoing program f or counting bikes and peds so that we can develop better mode share estimates. Fully staffed and operational traffic enforcement in PD. Detailed work plan items in each priority area include:  Acquisition and care for open space and park lands Trail system maintenance and improvements, first phase of Righetti Park and finish Righetti hill trails, purchase properties to enhance greenbelt and access to open space, improving bike facilities at Laguna Lake and Eucs  Implementation of Climate Action Plan and Lead by Example tasks Tree planting initiatives, urban forestry and maintenance programs, climate/emergency resilience actions, electrifying city fleet, adding public charging infrastructure, green building policies for community and city operations, carbon sequestration, tracking of embodied carbon, “greening” sewer and waste practices  Implementation of Active Transportation Plan, education efforts related to transportation mode shift and expansion of Mass Transit use Complete Higuera, Foothill and Broad Complete Streets “next steps” with completion of at least one of the three of these in 25 -27, Taft Roundabout, provide education on use of bike infrastructure for riders and drivers, Transit service improvements (including items as possible, from the Short Range Transit and Transit Innovation Study)  “Sustainability in all practices” goals Page 34 of 131 2/8 Staff Agenda Correspondence Attachment B: Combined Council Pre-work Attachment B: Combined Pre-work Page # 3 Secure funding for making our internal processes more Climate friendly, incorporate climate action in all policies, developing outcome measures to help determine when we have met climate action goals. Potential Measures:  Progress toward mode shift goals  Proximity to carbon neutrality by 2030/2035 goals  Vision Zero progress (reductions in traffic fatalities)  Reduction in vehicle miles traveled  Waste Diversion Diversity, Equity and Inclusion (DEI) Further our commitment to making San Luis Obispo a welcoming and inclusive city for all by continuing to incorporate diversity, equity, and inclusion into all programs and policies and advancing the recommendations of the DEI Task Force. Proposed edits to Diversity, Equity and Inclusion (DEI) goal: Keep this top line (highlighted above) and focus on fleshing out a new set of work items for the coming budget cycle. remove the following “recommendations of the DEI Task Force” and swap with the “DEI Strategic Plan”. None Change to “Diverse, Inclusive and Culturally Vibrant.” Then, within that, I would list priority areas for clarification as follows –  Continue to implement and advance recommendations of the DEI Task Force  Promote programs, grants and initiatives to support cultural diversity, inclusivity and welcoming of differences  Promote and support the arts and historical resources  Promote civic engagement of those historically, or economically without a voic e Proposed work items to be considered or edited for the Diversity, Equity and Inclusion (DEI) goal: Not at this time, though most work items should continue as operationalized. I’m interested in possible increases to the grant program but I want to ti e that to clear outcomes assessment of past grants. Ideally our grants are “investments” that local CBOs grow into greater benefits for the community. Page 35 of 131 2/8 Staff Agenda Correspondence Attachment B: Combined Council Pre-work Attachment B: Combined Pre-work Page # 4 Detailed work plan items in each priority area include:  Continue to implement and advance recommendations of the DEI Task Force Equity in hiring practices, recruitment of diverse candidate pools, other Task Force recommendations  Promote programs, grants and initiatives to support cultural diversity, inclusivity and welcoming of differences Continue DEI Business Grants, track development and sustainability of minority owned businesses over time, continue cultural event grants through PCC,  Promote and support the arts and historical resources Consider ways to grow public art, performance art, etc. through partn erships, seek funding for such endeavors, continue to work with owners of historic properties to preserve and protect these resources  Promote civic engagement of those historically, or economically without a voice Expand access to community academy and voter education for monolingual and historically under-represented groups, as well as voter education for all voters, find ways to engage those under 18 in local government, Proposed measures:  Racial/Ethnic Diversity of City Workforce shift  Percentage of recruitments with diverse candidate pools  Diversity and Advisory Body membership Economic Resiliency, Cultural Vitality and Fiscal Sustainability In collaboration with local partners, 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. Proposed edits to Economic Resiliency, Cultural Vitality and Fiscal Sustainability goal: Reinforce a thriving a sustainable local economy, as well as a diverse, inclusive and vibrant community culture… needs work. Update the following “, inclusive, culturally vibrant community, along with fiscally responsible city operations.” Cultural and Economic Vitality [city fiscal sustainability should be assumed] Change to “Responsible Government and Economic Vitality.” Then, within that, I would list priority areas for clarification as follows –  Provision of basic services and preparing for the future Page 36 of 131 2/8 Staff Agenda Correspondence Attachment B: Combined Council Pre-work Attachment B: Combined Pre-work Page # 5  Sustainable financial planning and payment of obligations including pension  Supporting business development and living wage jobs  Supporting projects that increase economic opportunity Proposed work items to be considered or edited for the Economic Resiliency, Cultural Vitality and Fiscal Sustainability goal: Is 1.5.b referencing a design build charter amendment? If so, we should revisit a discussion around the timing of this effort. I want to discuss the programs such as “buy local” given the lack of dedicated funding. Greater attention to the Cultural Arts District; both physical improvements and programming. Study of ideal TOT rate. Another round of business incubator funding like the child care program. Explore developing a conference center. Advisory committee reform for staff effectiveness and cost savings. Detailed work plan items in each priority area include:  Provision of basic services and preparing for the future Maintain core services including provision of clean water, waste management, public safety, parks, emergency planning, plan for new, 5 th fire station, maintain roadways, sewer and water infrastructure, improve sewer infrastructure through sewer laterals or other similar programs (all with consideration of city growth needs), maintain and continue to improve and track use of ASK SLO, etc.  Sustainable financial planning and payment of obligations Collection of fines and fees to cover costs whenever possible, low income programs to support community members, ensure appropriate contin gencies, keep up with pension obligation costs, continue to ensure enforcement of homestay ordinance, etc.  Supporting business development and living wage jobs Utilize TBID and PCC to support business development, research potential for incentivizing needed businesses in certain areas of the city, consider zoning or other changes to improve access to child/healthcare  Supporting projects that increase economic opportunity Support businesses through downtown parking incentives, special programs like “buy local bonus,” business development and special event grants, especially for small businesses and non-profits Potential measures:  Contingency levels maintained Page 37 of 131 2/8 Staff Agenda Correspondence Attachment B: Combined Council Pre-work Attachment B: Combined Pre-work Page # 6  Additional Pension Payment made  Maintenance or increase in head of household jobs created  Customer satisfaction rates at or above ??% Housing and Homelessness Support the expansion of housing options for all, and continue to facilitate the production of housing, including the necessary supporting infrastructure, with an emphasis on affordable and workforce housing as well as accessibly connected development. Collaborate with local non-profit partners, non-governmental agencies, the county, the state, and federal governments to advocate for increased funding and implementation of comprehensive and effective strategies to prevent and reduce homelessness. Proposed edits to Housing and Homelessness goal: “Support the creation (in place of expansion) of housing for all.” Item 7 under homelessness: I know there is extensive staff level collaboration with the county to align the strategic plans, but I would like to discuss whether there needs to be policy-maker level collaboration. i.e. are we pushing in the same direction? Missing Middle Housing: What barriers are left to achieving the goal of allowing mo re of this type of housing to be built? Did we complete this goal? Separate these two goals: Increase Housing Quantity, Safety, and overall livability Support the expansion of housing options for all, and continue to facilitate the production of maintenance of safe and healthy housing, including the necessary supporting infrastructure, with an emphasis on low-income, as well as accessible and attainable-workforce housing Reduce and Prevent Homelessness Collaborate with local non-profit partners, non-governmental agencies, all level of governments to advocate for increased funding and implementation of comprehensive and effective strategies to prevent and reduce homelessness. Housing, Homelessness, and Tenant Protection Change to “Healthy, Safe, Livable.” Then, within that, I would list priority areas for clarification as follows –  Support and partner with others to reduce and prevent homelessness  Promote deed-restricted affordable, missing middle and other non-traditional housing types Page 38 of 131 2/8 Staff Agenda Correspondence Attachment B: Combined Council Pre-work Attachment B: Combined Pre-work Page # 7  Efforts to ensure housing is safe and healthy Continue to strive for diverse, neighborhoods that foster safety and community building Proposed work items to be considered or edited for the Housing and Homelessness goal: Tenant protections in evictions and safety buckets. Rental registry. Revision to STR ordinance to reduce abuses and provide avenues for addressing issues. Initiate a rental registration list. Consider other ideas from the Tenants Union requests which I think staff has reviewed. Detailed work plan items in each priority area include:  Support and partner with others to reduce and prevent homelessness Continue HSG grants, CDBG funding for homeless and prevention services and non-congregate shelters/transitional housing and PSH, advocate for funding with state, national and county partners, continue with CAT and MCU implementation, seek funding for these efforts,  Promote deed-restricted affordable, missing middle and other non- traditional housing types Continue to seek funding for affordable housing and partnerships with county and state to fund, study session on housing policies like down payment assistance and other mechanisms to support low-income workers in needed fields (ex. Health care, child care).  Efforts to ensure housing is safe and healthy Consider no smoking ordinances in multi-family housing, code enforcement of safe housing issues, consider need for ordinances on mold, security, incorporate services nearby neighborhoods that are walkable/bikable and accessible by transit.  Continue to strive for diverse, neighborhoods that foster safety and community building Work with Cal Poly to continue to enforce zoning regulations related to fraternities operating in neighborhoods, continue to advocate for Greek Life housing on campus and education of students on expected behaviors in neighborhoods (good neighbor policies), consider ways to continue to diversify neighborhoods with different types of housing, services nearby, and household types per housing element. Possible measures:  RHNA goal status  Pro-Housing and other affordable housing development awards Page 39 of 131 2/8 Staff Agenda Correspondence Attachment B: Combined Council Pre-work Attachment B: Combined Pre-work Page # 8  Reduction in safe housing code enforcement fines/penalties by ??% 2. Are there any Major City Goals that need to be added? (Please note any added/new goals may have trade-offs in the existing workplan or reducing core services.) Depending on how we reorganize the approach to major city goals. As value statements, I like the current number and theme. I’m open to discussing tradeoffs. See discussion below. If we keep Major City Goals then I’m probably fine adjusting the ones we have and not adding others. If we change to be more strategic then here are a few things I might add:  General Plan Update  Public Communication and Outreach  Neighborhood Livability  Wildfire Mitigation  Public Safety Staffing  ADA and Walkable Community  Tenant Protection No, just some tweaks, and would like to see us consider when something comes off the list of “Major City Goals,” either because it’s been operationalized, or because it’s not needed anymore because we have “solved” the iss ue. (If that’s even possible!) 3. Are there any work items that need to be added (besides what is listed above)? (Please note any added/new work items may have trade -offs in the existing workplan or reducing core services.) I’m open to discussing tradeoffs. Statistically valid community issues and priorities survey. Some new ideas noted above including safe housing measures. Also need to refine codes, policies and practices related to fraternities in neighborhoods. 4. Within the current Major City Goals or current work items, what do you think could be stopped or deferred, if needed? We may need to revisit a conversation around timing and pace. I’m getting the feeling that staff feels exhausted again and while there aren’t many specific cuts I’m ready to propose, a slower pace may achieve similar cost savings. Also, is it time to talk about the golf course? How do we handle this resource? This answer depends on our overall discussion and consensus of the city’s priorities Page 40 of 131 2/8 Staff Agenda Correspondence Attachment B: Combined Council Pre-work Attachment B: Combined Pre-work Page # 9 I’m not prepared to answer today. I’ll be prepared for this on Saturday, but nothing jumps out. I don’t know until I see status of workplan items completed and those that need to be ongoing. 5. Would you be interested in changing the label of Major City Goals? The intention behind relabeling the Major City Goals would be to create overarching bodies of work, rather than value statements, with specific work items, measurable goals, and timelines. Yes, if there was still room to articulate the major city goals as pillars or foundations that the work items are then seated under. In general, the existing goals are still relevant and mean something to the community. I see this as an opportunity to restructure and retain rather than scrap the language that exists. Yes, I am willing to change the names/labels. Our community should be able to give a 30 second elevator pitch on the community in which they live. What are we doing in the community and what do we want to stop or improve. I’d rather use the term “Strategic Budget Priorities” or something like it. The use of “Major City Goals” is misleading because things like clean reliable drinking water, public safety, and other critically important city issues are excluded. Major City Goals should be reserved for strategic planning and reflect all of the critical city issues. I proposed some new “labels” or “Priority Areas” above as overarching categories of priorities of:  Climate Action and Sustainability  Healthy, Safe and Livable  Diverse, Inclusive and Culturally Vibrant  Responsible Government and Economic Vitality Under those, I have listed priority areas (these could be called something else, but are meant to explain what those overarching categories include). Then, under those, I have suggested sample work plan items. I would also recommend we come up with benchmark measures, to help us determine when we have reached our goals. Councilmember Candidate Goals Candidate Goal 1: Protection of Open Space and Natural Resources, Climate action and Resilience.  Continue protection and maintenance of Open space  Continue protection of Natural Resources  Improve creek clean up and restoration, eliminating illegal camping in creek areas  Expand urban forest and tree planting Page 41 of 131 2/8 Staff Agenda Correspondence Attachment B: Combined Council Pre-work Attachment B: Combined Pre-work Page # 10  Laguna Lake maintenance & conservation easement over lake natural area  Continue to implement our climate action plan, focusing on resilience  Improve emergency preparedness for natural disasters: wildfire, flood, drought Candidate Goal 2) Housing for Social, Economic and Neighborhood Balance  Continue to facilitate affordable, supportive, senior and workforce housing  Continue to work with partners to support services for the unhoused  Update and enforce neighborhood livability (wellness) policies, including the 2015 City/Cal Poly/Cuesta Civility agreement of 2015  Enforce removal of illegal fraternities from R-1 and R-2 neighborhoods  Establish renter protection policies, including establishing a mandatory Rental Registration program  Add needed code enforcement and Community service officers Candidate goal 3) Economic and Cultural Vitality  Support a thriving and sustainable local economy, including focus on the Downtown  Reduce Downtown vacancies by connecting landlords experiencing vacancies with local businesses seeking brick and mortar premises  Encourage local culture, the arts and arts education, focusing on the Cultural Arts District  Protect and maintain historical resources partnering with nonprofits Candidate Goal 4) Strengthening Community Sense of Well Being  Complete and improve parks (shade retreats, splash pads, bike courses), including Righetti park  Continue DEI policies in city administration and reach out to new residents, permanent and student  Support youth, senior and mental health services, partnering with the county and nonprofits.  Expand local volunteer opportunities  Make the city a “Family Friendly workplace” (improve childcare options for employees)  Continue to facilitate high speed internet access for all residents Candidate Goal 5) Improving Public Safety  Increase CAT, MCU and Community Service Officers, expand evening and weekend coverage.  Hire more needed police officers  Determine a location for Fire House #5 and expedite construction  Hire an Emergency Operations Officer  Educate cell phone users that they need to sign up for reverse 911 service  Reinstate CERT and community emergency preparedness  Improve notification of evacuation routes, including that of senior and disabled residents Page 42 of 131 2/8 Staff Agenda Correspondence Attachment B: Combined Council Pre-work Attachment B: Combined Pre-work Page # 11  Work with Cal Poly to end St. Fratty’s Day and prevent large student gatherings in the neighborhoods. Candidate Goal 6) Infrastructure and Transportation  Protect water security & improve ground water augmentation  Extend purple pipe to older neighborhoods to save potable water  Upgrade maintenance of streets for automobile, bicycle, and mass transportation  Conduct actual usage, traffic counts and “origin/destination” studies for need, before building future permanent bike lanes or eliminating traffic lanes  Prioritize improvement of dangerous streets and intersections, as well as evacuation routes  Improve the safety of the Broad Street corridor Candidate Goal 7) Fiscal Responsibility and Sustainability  Continue to pay down PERS pension liability  Overhaul and improve collection of business license fees  Fully utilize measure Y (REOC) funds (as per statutory priorities) in the current budget cycle  Analyze and improve fiscally responsible and sustainable city operation of essential services  Pause or postpone expensive capital projects where feasible, if needed due budget deficits  Avoid taking on more debt burden; refinance loans where possible Page 43 of 131 Page 44 of 131