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HomeMy WebLinkAboutItem 4a. Approve the Descriptions of the 2025-27 Major City Goals Item 4a Department: Administration Cost Center: 1001 For Agenda of: 2/25/2025 Placement: Consent Estimated Time: N/A FROM: Whitney McDonald, City Manager Prepared By: Natalie Harnett, Policy and Project Manager SUBJECT: 2025-27 MAJOR CITY GOALS RECOMMENDATION Approve the descriptions of the 2025-27 Major City Goals. POLICY CONTEXT The City of San Luis Obispo follows a two-year financial planning process to develop its budget. On February 8, 2025, the City Council held its Goal -Setting Workshop, establishing six Major City Goals for the 2025-27 Financial Plan. Council directed staff to develop clear, action-oriented descriptions for each goal. While the full Major City Goal work plans will be included in the draft Financial Plan (April 2025), staff are presenting these descriptors now to ensure alignment with Council’s vision. DISCUSSION Background On Saturday, February 8, 2025, the City Council held a Special Meeting to establish the Major City Goals for the 2025-27 Financial Plan. This workshop followed extensive community input gathered through a citywide survey, Community Forum, Advisory Bodies, and various public meetings. The goals set by the Council will guide the City’s work over the next two years. The updated goals for the 2025-27 Financial Plan are listed below in alphabetical order:  Cultural Vitality, Economic Resilience, and Fiscal Sustainability  Diversity, Equity, and Inclusion  Homelessness Response  Housing and Neighborhood Livability – Healthy, Safe, and Affordable  Infrastructure and Sustainable Transportation  Open Space, Climate Action, and Resilience Page 5 of 425 Item 4a During the Goal-Setting Meeting, the facilitator encouraged Council to focus on high -level priorities—considering the broader meaning and intended outcomes of each goal —rather than refining specific wording. This approach allowed for a more strategic discussion rather than wordsmithing goal definitions. Staff committing to developing specific Major City Goal descriptors—including clear, action-oriented phrases—would be developed under each goal. Attachment A includes the Major City Goals along with these descriptions, based on feedback from the goal-setting workshop and facilitator notes outlining the key focus areas for each goal. Following Council approval of these Major City Goal descriptions staff will develop a comprehensive Major City Goal work plan outlining specific tasks, timelines, and expectations. This work plan will be incorporated into the draft budget, which is scheduled for Council review on April 15, 2025. The final presentation from Saturday’s workshop, along with facilitator notes, is included as Attachment B. A recording of the meeting is available on the City’s YouTube channel. Public Engagement Public comment on this item can be provided to the City Council through written correspondence before the February 25th Special City Council meeting and through public testimony at the meeting. ENVIRONMENTAL REVIEW The California Environmental Quality Act (CEQA) does not apply to the recommended action in this report, because the action does not constitute a “Project” under CEQA Guidelines Sec. 15378. FISCAL IMPACT Budgeted: Yes Budget Year: 2024-25 Funding Identified: Yes Fiscal Analysis: Funding Sources Total Budget Available Current Funding Request Remaining Balance Annual Ongoing Cost General Fund N/A N/A N/A N/A State Federal Fees Other: Total N/A N/A N/A N/A There is no fiscal impact to this recommendation. Page 6 of 425 Item 4a ALTERNATIVES 1. Council could decide not to approve the Major City Goal descriptions. Council may choose not to approve the Major City Goals and associated action items and direct staff to return at a future meeting to discuss further. 2. Council could choose to modify the Major City Goal descriptions. Council may recommend changes to the Major City Goals. If any modifications are proposed, they should be specific. ATTACHMENTS A - Draft Major City Goals B - February 8, 2025, Goal Setting Presentation Page 7 of 425 Page 8 of 425 2025-27 Financial Plan Major City Goals Cultural Vitality, Economic Resilience, and Fiscal Sustainability  Improve the local business environment and help entrepreneurs and businesses thrive  Support Downtown vitality and the cultural arts, centering on the Cultural Arts District  Support initiatives to develop the skills needed to secure quality jobs and attract and retain talent  Promote the City as an appealing destination for people to live, work, visit, and invest  Balance operational needs and infrastructure investments with consideration of the long- term fiscal sustainability of the organization Diversity, Equity, and Inclusion  Increase access and belonging for all community members  Facilitate programs and initiatives to support diverse community engagement and representation  Operationalize inclusive practices in City processes and policies  Foster an inclusive organizational culture with equitable practices in recruiting, hiring, and retention Homelessness Response  Collaborate with partners to prevent and reduce homelessness  Leverage external funding to expand crisis response and continuum of shelter programs with regional partners  Implement the Homelessness Response Strategic Plan (HRSP)  Refine approaches to reduce the impacts of homelessness to balance safety, health, and community well-being Housing and Neighborhood Livability – Healthy, Safe, and Affordable  Facilitate sustainable growth that aligns with climate, economic, and housing goals  Promote the expansion and diversification of housing opportunities for all  Ensure housing is safe, healthy, and affordable, while strengthening protections for renters  Foster diverse, connected, and safe neighborhoods that are livable for all Infrastructure and Sustainable Transportation  Advance street safety improvements and support Vision Zero goals for all road users  Implement Active Transportation Plan, including expansion of multimodal transportation networks to improve connectivity  Ensure public spaces, roads, and utilities support future growth and development  Build out park infrastructure to support community recreation and accessibility Open Space, Climate Action, and Resilience  Advance the Climate Action Plan and Lead by Example Plan 2025-27 Work Programs  Implement disaster mitigation efforts to reduce risks from floods and fires  Strengthen community resilience through emergency preparedness, community networks, and planning efforts  Protect, sustain and enhance open space and natural and historic resources  Expand trail connectivity and accessibility to support biking, hiking, and outdoor enjoyment for all community members Page 9 of 425 Page 10 of 425 1 Council Goal-Setting Workshop February 8, 2025 Page 11 of 425 2 Today’s Agenda 9:00 a.m. Welcome, Mayor 9:05 a.m. Introduction and Budget Context, City Manager 9:15 a.m. Review of Community Input and Forum Results, Staff 9:35 a.m. 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 Page 12 of 425 Budget Process & Community Engagement Timeline Page 13 of 425 4 City Services & Goal Setting Relationship Special Projects Major City Goals Emergent needs Core Programs & Services General Government Infrastructure Maintenance Development Services Street and Parks Public Safety Recreation Services MANY more •The City of San Luis Obispo is a full-service city. •The City’s first obligation is to provide core services. •New initiatives and one-time strategic goals overlap core services and require tradeoffs. •Historically, many Major City Goal (MCG) initiatives have morphed into core services (Housing, Climate Action, DEI). These programs do not go away even if not selected as MCGs. •MCGs should reflect the most important, strategic focus areas for the upcoming financial plan years. Page 14 of 425 5 Budget Process and Community Input Major City GoalsCity Council Community Forum Emails & letters from community groups and interested parties Community Priorities Survey Advisory Body Recommendations Page 15 of 425 6 Economic Outlook General consensus is that a recession is not expected, despite numerous recessionary indicators since 2020 Staff is waiting for information to update the long-term forecast, but is closely tracking a number of items: a.Major revenue streams, analyzed by City’s consultants b.Upcoming labor negotiations c.Costs to support a growing community (ex. Fire Station 5) d.2023 Storms expenditure reimbursement e.Los Angeles fires f.Potential actions by incoming Federal administration Page 16 of 425 7 Risks & Opportunities to factor into forecast FY 2025-26 Upside Case Downside Case Risk Sales Tax ($1.0M)($3.0M) Development Fees (2.0M)(2.5M) Labor (1.0M)(1.5M) Opportunity Fire Station 5 timing +1.1M +1.1M Property Tax +1.5M +1.0M Base budget savings +1.0M +0.5M TOT +0.6M +0.4M Net Change to Last Forecast +$0.2M ($4.0M) Page 17 of 425 8 Community Survey and Forum Results Page 18 of 425 Su r v e y R e s u l t s 7 7 8 9 9 10 16 19 22 26 38 47 264 272 295 311 382 415 524 543 672 740 743 812 1008 0 500 1000 1500 Additonal Bikelanes Permitting Process Improvements Laguna Lake Dredging Services/Accessibility for Seniors & Disabled Righetti Park Second Hand Smoke Broad Street Corridor Adobes/Historic Preservation Reduced bikelanes Healthcare Access and Medical System Parking Rates and Policies More Parks & Rec Facilities Diversity, Equity, Inclusion Cultural Vitality Childcare Safe Housing and Neighborhood Wellness Public Safety Sustainable and Multi-Modal Transportation Climate Action Plan Fiscal Sustainability and Responsibility Open Space Downtown Vitality Housing Supply and Affordability Infrastructure Maintenance Homelessness Response Top themes from “Other” Page 19 of 425 10 What does the community love most about SLO? Page 20 of 425 11 Station Ranking Poll Free Response Poll Combined Infrastructure 325 103 428 Downtown Vitality and Economic Development 175 244 419 Climate Action and Open Space 266 80 346 Housing Safety, Affordability, and Neighborhood Livability 234 60 294 Diversity, Equity, and Inclusion 161 43 204 Public Safety 137 34 171 Homelessness 133 36 169 Use of the Local Revenue Measure (no free-response)128 -128 Fiscal Sustainability 104 21 125 New Ideas (no ranking poll)-74 74 Participation Summary (# of participants) Page 21 of 425 Priority Projects/Programs (shortened description)Count Implement Below Market Rate Housing best practices 143 Improve unsafe/unsanitary/illegal housing conditions, barriers to accessibility, or unsafe neighborhoods 139 Leverage grant funding and collaborate with partners to develop additional below-market -rate units.133 Update the Margarita Area Specific Plan and the completion of the Prado Road extension to Broad Street.127 Work with Cal Poly to secure the designation of on-campus fraternity/sorority living groups.121 Update the Upper Monterey Area Plan 116 Update to the 7th Cycle Housing Element to comply with state mandates 110 Continue the City’s Neighborhood Services/Code Enforcement programs 109 Support “good neighbor programs” with Cal Poly, Cuesta College, the City and local residents. 106 Continue State housing law tracking and implement changes to comply with new housing laws.105 Tenant Protections and Safe Housing (e.g. rental registry)*14 Zoning Changes for Higher Density*9 Accelerate the LUCE Update*5 Housing Safety, Affordability and Neighborhood Livability Page 22 of 425 Priority Program/Project (shortened description)Count Acquire and protect new open spaces in the San Luis Obispo Greenbelt and manage open spaces 206 Continue to build and maintain a contemporary and sustainable trail system.195 Provide affordable and accessible sustainable transportation options (e.g., public transit, bike/pedestrian infrastructure, electric vehicle chargers, electric car and bike share programs, etc.).159 Support the City goal to plant and maintain 10,000 new trees by 2035 (the "10 Tall" initiative).149 Invest in resilient infrastructure to improve community safety and reduce natural disaster risks 145 Provide access to resources and direct support for residents that make it easy and affordable to have a green and healthy home 136 Reduce greenhouse gas emissions from City operations 129 Laguna Lake Dredging*18 Additional bike trails and infrastructure (e.g. Mountain Bike Park at Laguna Lake)*11 More trail connections*6 Climate Action and Open Space Page 23 of 425 Priority Program/Project (shortened description)Count Support partners in securing funding for and implementing transitional and permanent supportive housing 101 Leverage funding from partner agencies for the MCU and CAT programs 94 Work collaboratively with County and key stakeholders to coordinate regional outreach, including an expanded hotel voucher program to ensure a bridge for temporary emergency shelter 93 Rotating Safe Parking Program Implementation 79 Continue to increase homelessness response communications, resource sharing, and education, including increased public use of Ask SLO app 77 Continue to develop the City's Safe Housing Outreach and Education Program 76 Continue to expand implementation of digital encampment management tool internally and for potential countywide use or explore using other countywide systems 63 Rent Control and Tenant Protections*9 Mental Health and Drug Rehabilitation Programs*4 Multi-use Homeless Site*3 Homelessness Page 24 of 425 Priority Program/Project (shortened description)Count Grant programs that support arts, culture, and the work of non-profit organizations in the community 121 Efforts to attract and support minority-owned businesses and resources for success in SLO.110 Continue efforts to improve access and affordability of high-speed internet in the community 106 Implement strategies for enhancing disaster preparedness programs for underrepresented communities.97 Implement climate justice projects that support vulnerable populations.94 Improve participation in public meetings through updated public engagement practices 93 Continue efforts toward community-based policing to address the needs of vulnerable communities.91 Create and sustain inclusive recruitment practices to encourage a diverse workforce.89 Continue to host equity and inclusivity focused education and events (e.g. Community Belonging Series).87 Tenant Protections and Housing Solutions as a Strategy for Advancing DEI*11 Diversity, Equity, and Inclusion Page 25 of 425 Priority Program/Project (shortened description)Count Continuation/expansion of Cultural Vitality programs (e.g. Cultural Arts District, arts and culture)*210 Continue programs to support small businesses like Buy Local Bonus and SLO Restaurant Month 128 Support activations in Mission Plaza and other Downtown events 122 Work with regional partners to support the business community 113 Support of Downtown's Clean and Safe ambassador programs.92 Promote and empower business neighborhoods including and beyond Downtown.92 Expand outreach efforts to businesses through a business retention and expansion program.91 Continue to support childcare business startups and expansions through grants and incentives 89 Continue to bolster the entrepreneurial ecosystem.81 Implement disaster preparedness measures and training for business preparedness 73 Continue telling the SLO story via targeted marketing and activities of an authentic and inviting California community for residents and visitors.73 Downtown Vitality and Economic Development Page 26 of 425 Priority Program/Project (shortened description)Count Identify and secure grants and partnerships that reduce reliance on the General Fund.78 Implement cost-saving measures and explore revenue-generating opportunities to strengthen long-term fiscal sustainability.78 Continue to implement and enhance the City’s sound financial management practices 73 Continue to implement strategies to expedite the paydown of the City's CalPERS pension liabilities.59 Complete a Development Impact Fee study and implement updated Council-adopted fees.46 Fiscal Sustainability Other responses: •Re-prioritizing infrastructure projects and expediting their completion to mitigate inflationary costs. •Reducing departmental budgets and headcount. •Expanding the business license program to include a rental registry and implementing a per-property fee for landlords. •Suggestions for investment strategies. Page 27 of 425 18 Use of the Local Revenue Measure Funding Priority Count Street Maintenance and Transportation 92 Address Homelessness 85 Open Space/Natural Areas Preservation and Maintenance 83 Safe and Clean Public Spaces 81 Community Safety and Emergency Preparedness 75 Youth/Senior Services & Recreation Facilities 74 Economic Development and Business Retention 69 Creek and Flood Protection 68 Protection of Financial Stability 54 Other Services and Projects 48 Page 28 of 425 Infrastructure and Sustainable/Multi-modal Transportation Priority Program/Project (shortened description)*Count Implement Parks & Recreation projects for new and improved parks and park amenities.249 Implement the Active Transportation Plan Tier 1 (Bike/Pedestrian) Network 133 Continue work towards building the Prado Road Interchange and Creek Bridge Replacement.112 Continue work on flood control infrastructure improvements 110 Complete infrastructure improvements for individuals with mobility issues (e.g. curb ramps)98 Continue to implement Street Reconstruction and Resurfacing projects.98 Maintenance of traffic control devices (refreshing roadway striping, traffic signal timings, etc.)87 Improve public transit as described in the Short-Range Transit Plan and Transit Innovation Study 87 Continue projects that replace and improve water and wastewater infrastructure.86 Install additional street lighting.84 Implement traffic safety improvements identified in the Vision Zero Action Plan 84 Begin construction of the California/Taft Roundabout.74 Righetti Ranch Park*49 Expansion of Bike Paths and Bike Infrastructure (e.g. Mountain Bike Park)*19Page 29 of 425 20 Public Safety Priority Program/Project (shortened description)Count Utilize proven strategies to increase road safety for pedestrians, bicyclists, and motorists.91 Enhance City hazard mitigation and risk reduction capabilities (fire, flood, earthquake).85 Provide diversified outreach and enforcement to keep downtown clean, safe, and secure.79 Utilizing grant opportunities to expand police and fire programs and support public safety initiatives.77 Continue to diversify outreach and support for our unhoused community members and enforce city ordinances preserving overall quality of life for all community members.74 Increase and expand community policing initiatives 67 Increase public safety staffing to enhance service delivery to the community 67 Enhance the City Emergency Operations Center and Management capabilities.64 Continue to leverage technology to support a safer community and streamlined efforts of public safety personnel.62 Page 30 of 425 21 New Ideas and Email Responses Combined Top 10 Themes Program/Project Count Cultural Arts 29 Safe Housing, Tenant Protections 18 La Loma Adobe 13 More Parks & Rec Facilities/Services 10 Righetti Ranch Park 9 Trails Systems and Open Space 7 Bike Trails/Park 6 Broad Street Corridor, Vision Zero 5 Clean Air - Smoking Ordinance for Multifamily homes 5 Childcare/Kids Programs 3 Page 31 of 425 22 Sommer Kehrli, Ph.D. Chief Executive Officer The Centre for Organization Effectiveness Workshop Facilitator Page 32 of 425 23 Purpose of Goal-Setting Define the most important, highest priority goals for the City to accomplish over the next two years, and as such, resources to accomplish them should be provided and included in the 2025-27 Financial Plan. Page 33 of 425 24 Page 34 of 425 25 Bike Rack Page 35 of 425 26 Overall Pre-Work Notes •Overall, the current Major City Goals are still relevant •Refine some of the titles and goal definition •Refine actions for the next two years •Potentially add performance measures to MCGs and/or action items •Three additional goals submitted •Openness to reorganizing the language and revisiting the label of Major City Goal (MCG) to maybe Major City Budget Goals, Pillars, Priority Areas, or Strategic Budget Priorities •Potentially making the MCGs more inclusive of all of the work of the city (more of a strategic plan with a longer-term view and then having specific strategic budget priorities for the 2-year financial plan cycle) Page 36 of 425 27 FY 23-25 Major City Goals (MCGs) Climate Action, Open Space & Sustainable Transportation Diversity, Equity and Inclusion Economic Resiliency, Cultural Vitality and Fiscal Sustainability Housing and Homelessness Page 37 of 425 Additional Three Goals 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 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 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 Page 38 of 425 29 Public Engagement (e.g., Community Forum, Survey) MCG UpdatePulse Loads of Input Page 39 of 425 30 Reflection Questions •What needs focus over the next 2 years? What do you want to see take a higher priority? •If needed, are you willing to cut services or capital to make this happen? Page 40 of 425 31 Climate Action, Open Space & Sustainable Transportation Proactively address the climate crisis and increase resiliency through the implementation of the Climate Action Plan. Use resources 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. Title Change Suggestions: •Protection of Open Space and Natural Resources, Climate Action and Resilience •Climate Action and Sustainability •Climate Action >>>> Climate Resilience •Sustainable Transportation >>>> Safe Transportation or Vision Zero Page 41 of 425 32 Diversity, Equity and Inclusion 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 DEI Strategic Plan. Title Change Suggestion: •Diverse, Inclusive and Culturally Vibrant Page 42 of 425 33 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 culturally vibrant community, preserve arts and culture, and ensure fiscally responsible and sustainable city operations along with fiscally responsible city operations. Title Change Suggestions: •Cultural and Economic Vitality •Economic and Cultural Vitality •Fiscal Responsibility and Sustainability •Responsible Government and Economic Vitality Page 43 of 425 Housing and Homelessness Support the creation 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. Title Change Suggestions: •Housing, Homelessness, and Tenant Protection •Healthy, Safe, Livable •Housing for Social, Economic and Neighborhood Balance Separate into 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.Page 44 of 425 Additional Three Goals 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 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 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 Page 45 of 425 36 Reflection Questions •What needs focus over the next 2 years? What do you want to see take a higher priority? •If needed, are you willing to cut services or capital to make this happen? Page 46 of 425 37 Future Focus How might you want to revisit the label/ structure of Major City Goals? Page 47 of 425 •Overall considerations: •Continue doing the things we are already committed to (Active Transportation Plan, Climate Action, DEI Strategic Plan, specific plans) •Wiggle room as new items coming forward in the next two years that we aren’t anticipating •Internal city staff: •Pacing and workload for staff – we’re asking a lot, keep goals but may need to slow down some •Family friendly workplace – set the example •Housing – Short-term rental housing ordinance •Tenant protections – awareness of rights they already have, rental registry, multi-family smoking bans, health elements •Neighborhood challenges – balance needs of longer-term residents and students •Approach towards code enforcement •Evaluate approach to unhoused neighbors – Are we doing the right work? •Increase CAT and MCU resources – greater access •Emergency preparedness and response (wildfire, flood, drought) – resiliency and evacuation plans, build awareness of reverse 911, evacuation routes •Childcare – make progress on this goal •Facilities for family use – splash pads, enough parks (Righetti park), hours for pool •Continued protection of open space •Trails and bike infrastructure •Active transportation and infrastructure (specifically Higuera, Foothill and Broad) •Water security •Downtown: •Continue support of local downtown economy and cultural arts district •Entice different types of businesses (e.g., access to groceries) •Public outreach, engagement, and communication: •Engaging more to be involved in government (e.g., volunteers) and build awareness towards voter rights •Reaching out to new residents to create cohesive community •Updating community on work being done •Update of General Plan (+Land Use and Circulation Element) – not to have updated in this financial plan, but take steps in this direction (Housing Element required and due to be updated in 2028) •Public safety – traffic enforcement, traffic safety Focused Action Items Page 48 of 425 39 Potential Major City Goals for FY 25-27 (with specific action items to be identified under each one) •Open Space and Climate Resilience •Diversity, Equity, and Inclusion •Economic Resilience and Cultural Vitality •Housing and Neighborhood Wellness – healthy, safe, livable, and affordable •Homelessness •Infrastructure and Sustainable Transportation •Responsive City Government and Fiscal Sustainability Page 49 of 425 40 FINAL Major City Goals for FY 25-27 (with specific VERB action items to be identified under each one) •Open Space, Climate Action and Resilience •Infrastructure and Sustainable Transportation •Diversity, Equity, and Inclusion •Cultural Vitality, Economic Resilience and Fiscal Sustainability •Housing and Neighborhood Livability – healthy, safe, and affordable •Homelessness Response Page 50 of 425 41 Thank you! Page 51 of 425 Page 52 of 425 2025-27 Financial Plan Major City Goals ITEM 4A: STAFF AGENDA CORRESPONDENCE, ATTACHMENT A - REVISED MAJOR CITY GOAL DESCRIPTIONS Cultural Vitality, Economic Resilience, and Fiscal Sustainability • Improve the local business environment, support Downtown vitality, and help entrepreneurs and businesses thrive • Support Downtown vitality and the cultural arts, centering on including the Cultural Arts District • Support initiatives to assist the local workforce to develop the skills needed to secure quality jobs and local businesses and employers to attract and retain talent • Promote the City as an appealing community destination for people to live, work, visit, and invest • Balance operational needs and infrastructure investments with consideration of the long-term fiscal sustainability of the City organization Diversity, Equity, and Inclusion • Support increased access and belonging for all community members • Facilitate programs and initiatives to support diverse community engagement and representation, including climate justice initiatives • Operationalize inclusive practices in City processes and policies • Foster an inclusive organizational culture with equitable practices in recruiting, hiring, and retention Homelessness Response • Collaborate with partners to prevent and reduce homelessness • Leverage external funding with regional partners to expand crisis response and continuum of shelter and support programs • Implement the Homelessness Response Strategic Plan (HRSP) • Refine approaches to reduce the impacts of homelessness to balance safety, health, and community well-being Housing and Neighborhood Livability – Healthy, Safe, and Affordable • Facilitate sustainable growth that aligns with climate, economic, and housing goals • Promote the expansion and diversification of housing opportunities for all • Ensure housing is safe, healthy, and affordable, while facilitating stronger strengthening protections for renters • Foster diverse, connected, and safe neighborhoods that are livable for all City of San Luis Obispo, Title, Subtitle Infrastructure and Sustainable Transportation • Advance street safety improvements and support Vision Zero goals for all road users • Continue implementation of the Active Transportation Plan, including expansion of multimodal transportation networks to improve connectivity, advocating for regional financial support as necessary. • Ensure public spaces, roads, and utilities are well maintained and sufficient to support planned future growth and development • Build out park infrastructure to support community recreation and accessibility • Support policies and programs aimed at expanding mass transportation and public transit Open Space, Climate Action, and Resilience • Advance Continue implementation of the Climate Action Plan and Lead by Example Plan Work Programs • Implement disaster mitigation efforts to reduce risks from floods and fires • Strengthen community resilience through emergency preparedness, community networks, and planning efforts • Protect, sustain and enhance advance open space and natural and historic resources • Expand trail connectivity and accessibility to support biking, hiking, and outdoor enjoyment for all community members