HomeMy WebLinkAboutItem 6c - Annual Update on the Implementation of the Economic Development Strategic Plan Item 6c
Department: 3
Cost Center: 1004
For Agenda of: 10/7/2025
Placement: Consent
Estimated Time: n/a
FROM: Greg Hermann, Deputy City Manager
Prepared By: Laura Fiedler, Economic Development & Tourism Manager; McKenzie
Taffe, Economic Development Analyst
SUBJECT: ANNUAL UPDATE ON THE IMPLEMENTATION OF THE ECONOMIC
DEVELOPMENT STRATEGIC PLAN
RECOMMENDATION
1. Receive and file the annual update on the implementation status of the Economic
Development Strategic Plan (EDSP); and
2. Delegate authority from the City Council to the City Manager or designee to authorize
staff to apply for grants that fund implementation of the 2023-2028 Economic
Development Strategic Plan, authorize the City Manager or designee to execute
related agreements and documents, and direct revenues from these sources to
related Economic Development projects.
REPORT-IN-BRIEF
Since the development of the Economic Development program in the City of San Luis
Obispo in 1996, several Economic Development Strategic Plans have been created and
implemented based on the relevant needs of the community at th at point in time. In July
2023, City Council approved the update to the EDSP, and since then, staff have been
implementing the work program in accordance with the corresponding implementation
matrix.
The EDSP is organized into three pillar areas: (1) Business and Entrepreneur Vitality; (2)
Placemaking and Promotion; and (3) Talent Development and Attraction. A
comprehensive EDSP implementation matrix archive is included as Attachment A to this
report for reference to all completed work in alignment with the work prog ram for the
EDSP in FY 2023-25.
POLICY CONTEXT
The City’s 2025-27 Financial Plan Major City Goal (MCG) for Cultural Vitality, Economic
Resilience, and Fiscal Sustainability includes the directive to implement initiatives that
improve the local business environment, support the cultural arts, upskill workers, assist
employers in attracting and retaining talent, and pr omote the City as an appealing
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community. Based on the adoption of the Economic Development Strategic Plan (EDSP)
by City Council on July 18, 2023, staff commenced the work program, focusing on
strategies related to business support, placemaking & promotion, and talent development
& attraction.
Grant Funding for the Economic Development Strategic Plan Initiatives
Staff anticipates future state and federal grant funding will be available to assist with
implementation of the Economic Development Strategic Plan. Economic Development
Strategy 3.1.7 directs staff to “Continue to support new and expanded private childcare
options through the use of grant funding and other programs” and 1.3.1 directs staff to
“Build capacity for post-disaster recovery by working in conjunction with the emergency
management function to develop a plan for business preparedness and recovery”.
Item 6a Financial Management Manual Section 740 (Grant Management Policy) identifies
Council as the responsible entity for approving all grant applications in excess of $5,000.
In receiving and filing this annual update of the EDSP, staff also request that Council
delegate this authority to the City Manager or designee to authorize grant applications
that implement the Economic Development Strategic Plan and to accept funding from
awarded grant revenues to be directed to Economic Development projects and programs.
DISCUSSION
Background
The original focus of the City’s Economic Development program was the generation of
revenue, primarily through increasing sales tax and Transient Occupancy Tax (TOT). The
economic challenges of 2008-2010 created additional focus on the City’s role in economic
development. As a result of this focus, the City Council approved the first EDSP in 2012.
The primary objective of that plan was focusing on a system to create Head of Household
(HOH) jobs, now referred to as Moderate Income Plus jobs. In 2015, the original EDSP
received a minor update to redirect the focus to property development in conjunction with
the update of the Land Use and Circulation Element of the City’s General Plan. After
2015, an update the EDSP was recommended every five years to ensure that the work
of the Economic Development and Tourism Program remained relevant and consistent
with the goals of the community. The next update was originally planned in the 2019 -20
fiscal year, however due to the pandemic, the update was delayed to fiscal year 2022-23.
In the updated 2023 EDSP, the plan evolved into a framework designed to respond to the
dramatic changes that occurred in the intervening years, both in terms of the City’s
internal efforts and the external economic development landscape. These changes
include the effects of the economic and social changes resulting from the COVID -19
pandemic; the increasing economic threats posed by the climate crisis and the related
economic opportunities created by the transition to a clean energy economy; and the
growing attention and value being placed on diversity, equity, and inclusion (DEI) across
the economic development community. The program also evolved into the Office of
Economic Development & Tourism (Office of ED&T) in 2023, bringing more alignment
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Item 6c
between the economic development and community promotion work.
Current Economic Development Strategic Plan
The EDSP framework contains three sections: the mission statement, guiding principles,
and major pillars. The mission statement is the primary foundational element of the plan
as it sets the tone, provides direction, and informs the development of the strategies in
the sections that follow: “Promote, encourage, and enhance an economic environment
that is dynamic and resilient with a focus on sustainable and equitable policies, programs,
and processes.”
The guiding principles shape the direction of the plan and are interwoven throughout the
strategies and actions:
1. Economic Resilience: Maintaining a dynamic economic and business
environment.
2. Equitable and Inclusive Economic Development: Expanding economic
opportunities for all residents and businesses in San Luis Obispo.
3. Sustainable Economic Development: Ensuring economic vitality through climate-
and system-focused sustainable growth.
4. Holistic Approach: Enhancing internal and external collaboration for effective
execution and implementation.
5. Regional Collaboration: Expanding partnerships with organizations across the
region.
Finally, the three major pillars are the broad focus areas that underpin the overall strategy:
1. Business and Entrepreneur Vitality: Improving the local business environment and
helping entrepreneurs to thrive, adapt, innovate, and grow in the face of challenges
and opportunities.
2. Placemaking and Promotion: Maintaining the City’s quality of place while
increasing awareness of local amenities and fostering a sense of inclusion among
residents and visitors.
3. Talent Development and Attraction: Supporting initiatives that develop the skills
needed to secure quality jobs as well as attract and retain a skilled and diverse
workforce.
With the plan established, the implementation of the EDSP is paramount in continuing to
advance the economic vitality of the City. Successful impleme ntation of the plan
encourages job creation, support for infrastructure developments, public -private and
public-public partnerships, and business retention and expansion. A five -year
implementation matrix was created to guide City staff and community partners in realizing
the outlined recommendations. The matrix is designed to be a flexible, ever-evolving tool
for tracking progress toward implementation of the plan. It includes detailed strategies,
staff roles and responsibilities, potential partnerships, a timeframe for implementation,
and metrics for measuring success. The implementation matrix is similar in format to the
Major City Goal work plans.
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Additionally, the Office of ED&T has operationalized many of the metrics that are used to
track the impact of the work being implemented. These measurements are available on
the City’s website where applicable and maintained on a consistent basis. The Office of
ED&T updates the implementation matrix quarterly and posts the updated version to the
City’s website. As described at the time of the EDSP adoption, staff will continue to update
the City Council in the fall of each year in conjunction with the regular update regarding
the Tourism Business Improvement District (TBID).
Implementation and Key Accomplishments
Implementation of the EDSP is an ongoing process and staff continues to adapt to
emerging needs, constraints, and opportunities to address economic development in the
City. With 121 individual strategies outlined between the three major pillars of the EDSP
for the 5-year plan, staff has focused on the first two years of priorities for implementation
in FY 23-25.
While 77 strategies in the plan are ongoing through all five years, 21 tasks were
designated for implementation during the first two years of the plan. Out of the 21
strategies scheduled for FY 23-25, 15 strategies are on track, and 6 strategies remain in
progress. Attachment A contains the implementation matrix update for the first two years
of the EDSP. In FY24-25, staff made progress on 65 strategies outlined in the plan.
When considering the implementation and key accomplishments in FY 23 -25, the work is
described in the three pillar areas: (1) Business and Entrepreneur Vitality; (2)
Placemaking and Promotion; and (3) Talent Development and Attraction. A
comprehensive EDSP implementation matrix is included as Attachment A to this report
for reference to all completed work in alignment with the work progress of the EDSP.
However, select key accomplishments within each pillar have been highlighted below to
showcase focused areas of achievement within the EDSP this fiscal year.
Pillar 1. Business and Entrepreneur Vitality
Improving the local business environment and helping entrepreneurs to thrive, adapt,
innovate, and grow in the face of challenges and opportunities.
Key accomplishments include:
Expanded outreach to businesses (EDSP 1.1.1, 1.1.2):
o Through both proactive and reactive outreach, staff assisted 128 businesses in
FY 2024-25, connecting them to City services and providing support in
relocation and expansion.
o Staff restarted the SLO Business Support Agencies Roundtable in August 2024
to bring together representatives from the Cal Poly Small Business
Development Center, Mission Community Services Corporation, SCORE,
Softec, Downtown SLO, and the SLO Chamber of Commerce to align business
support programs and identify critical needs of SLO-based new businesses and
entrepreneurs.
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o Organized the Mid-Higuera Business Visit with the SLO Chamber of Commerce
to discuss priority needs of the area with 40+ business and property owners
and City Council and City staff
Developed a Formal Business Retention & Expansion Program called “SLO Grown
Business Support” (EDSP 1.1.3):
o Timeline for creation and implementation of the SLO Grown Business Support
program:
FY 2023-24: Identified issues new businesses are facing
FY 2024-25: Completed an internal permit inventory, designed brand of the
Business Navigator and SLO Grown Business Support Program, and
created the Business Welcome Start-Up Checklists
FY 2025-26: Market Business Welcome Program to prospective
businesses and recently opened businesses, design an annual business
license survey
FY 2026-27: Use information gathered from outreach and surveys to inform
process streamlining
o Developed start-up checklists for 17 different business types, detailing
regulations and permits required by government agencies at the federal, state,
county, and City levels to better inform prospective businesses and provide a
roadmap to success.
o Piloted SLO Grown Business Support program with 128 businesses, providing
business resource referrals, site selection assistance, building and planning
permit guidance, and assistance with other government agencies.
o Results of pilot program are overwhelmingly positive, building relationships
between the City and commercial property owners, commercial real estate
brokers, existing business owners, new business owners, and prospective
businesses.
Continued a focus on inclusive business support (EDSP 1.1.4, 1.4.4):
o While the City assists all businesses in SLO, a special focus is on inclusive
growth to ensure awareness of business support and economic development
resources among minority communities and those who are new to the area.
Out of 128 businesses contacted, 47% were small businesses, 20% were
woman-owned, 7% were BIPOC owned, and 2% were LGBTQ+ owned.
o With the City’s proactive business support, Mee Heng Low Noodle House was
able to secure a $50,000 grant through the Backing Historic Small Restaurants
program through the National Trust for Historic Preservation. The grant will help
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restore the restaurant’s iconic neon sign and revitalize its façade, preserving
nearly 100 years of cultural and culinary heritage in San Luis Obispo’s Historic
Chinatown.
o Co-hosted an Insight Studio with the Office of Diversity, Equity, and Inclusion
and the SLO Chamber of Commerce on inclusive business practices and best
practices discovered from the DEI Business Grant program. The event drew 60
participants from SLO businesses and nonprofits.
Continued to support the small business community to sustain growth (EDSP
1.4.1)
o In 2024, the fifth annual Buy Local Bonus program generated $115,000 in gift
card purchases, resulting in $868,496 in local spending and a 685% return on
investment for the City.
o Completed a 5-year lookback analysis of the program, which revealed that from
2020-2024:
The average return on the City’s investment is 677%: The City invested
$645,275 in gift cards from local businesses, and 13,302 individuals have
submitted 35,838 receipts totaling $3,641,231.53 in spending.
275 local businesses have participated in the program, and each year a
more diverse spread of business sectors and neighborhoods have
participated in the program.
Each year, business retention and shopper retention increase, indicating
the program’s increasing popularity and loyalty among businesses and
shoppers alike. 85% of participants reported that the program motivated
them to shop in SLO.
Launched the inaugural SLO Restaurant Month in January which entailed
promoting special offerings and menus at participating eateries (EDSP 1.4.1):
o Nearly a quarter of all restaurants in the City participated.
o More than 60% of businesses said they saw an increase in traffic year -over-
year and the majority said that customers liked or loved their offer.
o This year’s program resulted in a 4.4% year-over-year increase in restaurant
sales tax revenue in Q1 2025 during a traditionally slow period, outperforming
both county and state trends.
Pillar 2. Placemaking and Promotion
Maintaining the City’s quality of place while increasing awareness of local amenities and
fostering a sense of inclusion among residents and visitors.
Key accomplishments include:
Continued to promote the City to tourists, visitors, and locals through the efforts of
the Tourism Business Improvement District (TBID) and Promotional Coordinating
Committee (PCC) (EDSP 2.1.1)
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o A comprehensive report on the TBID’s activities is presented as a separate
agenda item on the October 7, 2025 Council Meeting and further details can
be found there.
o As an evolution of its brand, Visit SLO launched the SLO Life Coach campaign
and “MidWeekend Vacation Capital of the World” initiative, garnering strong
national media pickup.
Continued to support and maintain a vibrant and dynamic urban core that attracts
people and businesses (EDSP 2.3)
o As of August 2025, Downtown SLO has a vacancy rate of 8.08%. Generally,
downtown vacancy declined from September 2024- July 2025.
o Two major vacancies downtown at 868 Higuera and 876 Higuera addressed
through site selection assistance to Thrifty Beaches and pop -up business
placement. Thrifty Beaches is now the fourth largest retailer in SLO by occupied
square footage.
o Cal Poly’s Center for Innovation and Entrepreneurship is moving into 1144
Chorro, filling a 15-year vacancy and activating the corner of Marsh & Chorro
streets downtown.
o While the move will create 2 vacancies on the 2nd floor of 868 Higuera
and the ground floor of 767 Higuera with the colocation of the Cal Poly
Mustang Shop in the new Center for Innovation and Entrepreneurship,
staff continue to proactively market those spaces to expanding
businesses and retailers and connect interested parties to the respective
property owners.
o Planning is underway for hosting the California Main Street Conference in SLO
in October 2025.
o Continued collaboration is occurring with Downtown SLO on issues including
parking, cleanliness, downtown vibrancy and activations, as well as direct
financial support for the Clean and Safe Program and Holiday Lights program.
Strengthened working relations with and main tained financial support of the arts
community to enrich the cultural offerings throughout the City (EDSP 2.4).
o The City awarded 23 nonprofit organizations $100,000 in grant funding to
promote arts and cultural events and activities to the community this fiscal
year through the Promotional Coordinating Committee (EDSP 2.4.2).
o ARTober was expanded for the 2nd year in October 2024, bringing back the
Piano in the Plaza and featuring various cultural organizations throughout
the City.
o In collaboration with Karson Butler Events and Downtown SLO, Lunar New
Year was celebrated in Chinatown on January 30, 2025. The occasion drew
regional media coverage and highlighted the new historical panels installed
under the Chong’s Candies sign.
Pillar 3. Talent Development and Attraction
Supporting initiatives that develop the skills needed to secure quality jobs as well as
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Item 6c
attract and retain a skilled and diverse workforce.
Key accomplishments include:
Continued to support new and expanded private childcare options through the use
of grant funding and other programs (EDSP 3.1.7):
o Staff attended the City’s first ICSC conference (International Council of
Shopping Centers) and connected with two corporate childcare businesses
interested in expanding to the SLO market.
o Staff met with local childcare operators to discuss hurdles in the City permitting
process and inform future process improvements.
o Staff participated in the Uplift Childcare Coalition to share and learn best
practices in childcare policy from the region.
o Through the grant program with CAPSLO, five childcare programs have ben
licensed since September 2023, including 3 childcare centers and 2 family
childcare centers, for a total of 108 slots.
Next Steps
With the first two years of the workplan completed, the tasks outlined for implementation
in FY 2025-26 include:
Business Support & Expansion (EDSP 1.1, 1.2, 1.4, 1.5)
o Launch and promote the SLO Grown Business Support Program to
potential new business owners and the community
o Explore feasibility of an annual business survey
o Research process improvements for business permitting internally
o Execute a grant agreement to support the move and renovation of the Cal
Poly Center for Innovation and Entrepreneurship’s HotHouse
Conference Center Feasibility (EDSP 2.3.3)
o Advance the planning for a multi-use conference facility at the Courthouse
site; explore funding models with the County and Cal Poly.
Neighborhood & Cultural Investments (EDSP 2.1.4, 2.4)
o Pilot microgrant program for neighborhood business initiatives in
development for FY 2025–26.
o Continue Support Local Programs including ARTober, Buy Local Bonus,
and SLO Restaurant Month
o Cultural Arts District promotion
Assisting Parks & Recreation Department with onboarding the
Mission Plaza café kiosk tenant
Developing promotional content for openings of the Mission Plaza
Enhancements and the Cultural Arts District Parking Structure
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Collaborating with SLO County Arts Council on a state grant for
funding to designate and promote the cultural arts district, including
offering matching funds.
Looking ahead to tasks outlined for FY 26-28, there is a focus on Business
Preparedness, Resilience, and Sustainability (EDSP 1.3)
o Strategies in this category will implement disaster preparedness measures
that enhance the City’s ability to respond to economic disruptions. These
strategies will require coordination with the Fire Department to implement.
Federal funding from the U.S. Department of Commerce may be available
to fund these efforts in the current fiscal year and future budget cycles.
Due to the shifting availability of federal grant funds, new eligibility
for the San Luis Obispo region to apply for EDA disaster supplement
grant funds, and limited City funds for EDSP implementation in future
budget cycles, staff request that authority to apply for related grant
funds be delegated from City Council to the City Manager or
designee.
Delegating authority would allow staff to apply for grant funds in a
more timely manner, allocating staff time and resources earlier in the
grant application cycle.
Staff request that Council delegate authority to the City Manager or
designee to authorize grant applications that implement the
Economic Development Strategic Plan and to accept funding from
awarded grant revenues to be directed to Economic Development
projects and programs.
Previous Council or Advisory Body Action
City Council approved the EDSP on July 18, 2023.
Public Engagement
Staff consistently engages with strategic partner organizations, stakeholder groups, the
business community and residents and visitors. Transparent information is made
available on the City’s website for the public to access and engage. A form for business
support is available through the website as well, as a means for the public and business
community to connect to Economic Development staff.
ENVIRONMENTAL REVIEW
The California Environmental Quality Act does not apply to the recommended action in
this report, because the action does not constitute a “Project” under CEQA Guidelines
Sec. 15378.
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Item 6c
FISCAL IMPACT
Budgeted: Yes Budget Year: 2025-26
Funding Identified: Yes
Fiscal Analysis:
Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $50,000 $50,000 $0 $0
State
Federal
Fees
Other:
Total $0 $0 $0 $0
The current FY2025-26 program budget for Economic Development includes sufficient
funding for resources, partnerships and services to implement the workplan as
programmed. The EDSP update report and minor modifications in the task
implementation dates do not require additional funding from the City at this time. The work
efforts to implement the key tasks outlined in the EDSP for FY2025-26 have been
budgeted for, however, there are programs included in the plan that may require
additional funding in the future.
ALTERNATIVES
1. Council could decide not to receive the status report on the Economic
Development Strategic Plan. However, the plan is a key component of managing
the City’s economic development efforts.
2. Council could choose to direct changes to the Economic Development
Strategic Plan implementation. Council should provide direction on which
aspects of the EDSP implementation plan should be adjusted and staff can return
to Council with a revised implementation plan for further review.
ATTACHMENTS
A - FY 23-25 EDSP Implementation Matrix Archive updated July 2025
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CLIENT:City of San Luis Obispo, California
PLAN NAME:2023 Economic Development Strategic Plan Update
UPDATE DATE:9-Jul-25
Lead Organization
Supporting Partners
Timeline
Status ON TRACK
IN PROGRESS
INCOMPLETE
Key Accomplishments / Notes
NOTE:
Abbreviation
Cal Poly California Polytechnic State University
CIE Center for Innovation and Entrepreneurship at Cal Poly
SLO City City of San Luis Obispo
COM City of SLO Communications
ABOUT THIS DOCUMENT
MATRIX COMPONENTS
ABBREVIATIONS USED
Organization Name
This implementation matrix is designed to be a flexible, ever-evolving tool for tracking progress towards implementation of your strategic plan. In addition to identifying lead organizations and establishing
priorities, it provides a graphic representation of when actions should realistically be implemented and suggests potential partners to help carry them out. The status column provides a visual indicator for
monitoring where each strategy and action stands. Finally, space is provided for logging key milestones and accomplishments or capturing notes about barriers encountered.
Organization responsible for implementation of this task.
Stakeholder and partner organizations that will serve as collaborators or that can help move implementation forward.
A visual representation of the suggested timing of implementation
This item has been accomplished or action is on track toward meeting or maintaining this task.
Action has been initiated, but is delayed or otherwise not fully on track. Requires removal of barriers or other actions to achieve implementation.
Action has not begun on this item or barriers may prevent implementation.
Brief description of relevant activities, major milestones, and/or accomplishments related to this task.
The "Lead Organization" and "Status" columns have been conveniently formatted with drop-
down lists. Please use one of the provided list items to populate these fields by clicking arrow
that appears at the bottom right of each cell in these columns. See illustration. For the Status
column, your selection will be automatically color-coded to match the indicators shown above.
(These cells populate the drop -down menu and should not be edited or deleted. Likewise, the
abbreviations shown in Column G are used to populate the Lead Organization drop-down list.)
The remaining fields are free-form and will accommodate any length of text.
City of San Luis Obispo, California | Updated July 2025 Page 31 of 638
CDD City of SLO Community Development Department
ED&T City of SLO Economic Development and Tourism
FIRE City of SLO Emergency Management
FIN City of SLO Finance Department
IT City of SLO IT Department
DEI City of SLO Office of Diversity, Equity & Inclusion
SNR City of SLO Office of Sustainability &Natural Resources
PR City of Slo Parks and Recreation
PW City of SLO Public Works
CC Climate Coalition
CAPSLO Community Action Partnership of San Luis Obispo County
CCC Cuesta Community College
DCSLO Diversity Coalition San Luis Obispo County
DSLO Downtown SLO
ECOSLO Environmental Center of San Luis Obispo
HCSLO History Center of San Luis Obispo County
REACH Regional Economic Action Coalition
SLCUSD San Luis Coastal Unified School District
SLOCC San Luis Obispo Chamber of Commerce
SLOCOG San Luis Obispo Council of Governments
SLOC San Luis Obispo County
SLOWDB San Luis Obispo County Workforce Development Board
SLOMA San Luis Obispo Museum of Art
SCORE SCORE San Luis Obispo
SLOAC SLO County Arts Council
SLOP SLO Partners
SOFTEC SOFTEC
UCC Uplift the Central Coat
SLO CAL Visit SLO CAL
City of San Luis Obispo, California | Updated July 2025 Page 32 of 638
ONGOING FY23-24 FY24-25 FY26-FY28
1.1.1. Continue to work with partners at the Chamber, REACH, Cal Poly, Downtown
SLO, SCORE and others to support the business community through retention, creation,
attraction, education, and communication efforts. [M.C.G. 1.2(b)]
ED&T SLOCC, REACH, Cal Poly,
DSLO, SCORE SLO ✓ON TRACK
Ongoing reoccurring meetings are held with Cal Poly, Chamber,
DSLO, and REACH.
FY25: Restarted SLO Annual Business Support Agencies
roundtable in August 2024. Outcome of roundtable was updated
referral information for each agency and facilitation of
collaboration between ED&T office and between agencies.
Provided site selection response for a RFP from Go-Biz in
conjunction with REACH.
1.1.2. Continue to proactively communicate with the business community on a regular
basis as it relates to important economic development programs, opportunities, and
activities.
ED&T SLOCC, DSLO, CIE, COM ✓ON TRACK
Periodic updates continue to be sent to all business license
holders and interested parties.
FY24: A total of 28 separate business update newsletters were
sent.
FY25: A total of 18 business update newsletters were sent with
an average 54% open rate.
1.1.3. Expand business outreach efforts with a formal BRE program that assists new
and existing businesses, monitors employer trends, and pinpoints enterprises and
sectors that require support.
ED&T SLOCC, DSLO, CIE Q4 IN
PROGRESS
FY24: 100+ businesses contacts made. Assistance provided to
these businesses included business resource referrals, site
selection, building and planning permit guidance, and
assistance with other government agencies.
FY25:This FY, ED&T established and documented standard
operating procedures for monitoring employer and consumer
trends utilizing data commissioned and prepared by a contractor
on a quarterly and semi-annual basis. Additional research and
outreach into the BRE program has started with internal and
external partners. Final project plan for BRE program created
and approved, first internal meetings scheduled for October
2024. Completed internal meetings with key departments,
compiling checklists for business types and working with a
marketing/ advertising company to set up the City webpage.
Ongoing BRE efforts with food & beverage businesses and
childcare highlighted need for additional outreach, which will be
accomplished through the Business Welcome program. In
FY25, 128 businesses were assisted. 90 of these businesses
were existing, and 38 were new businesses.
PILLAR 1: BUSINESS AND ENTREPRENEUR VITALITY
1.1. BUSINESS RETENTION AND EXPANSION (BRE). Develop a proactive and targeted approach to identify and address the needs of existing businesses, while creating an environment that fosters growth and innovation.
KEY ACCOMPLISHMENTS / NOTES
NOTE: FY26-FY28 are subject to evaluation, resource allocation, and funding during
the Major City Goal and Budget process for the respective year.
LEAD
ORGANIZATION
SUPPORTING
PARTNERS
TIMELINE
STATUS
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ONGOING FY23-24 FY24-25 FY26-FY28
PILLAR 1: BUSINESS AND ENTREPRENEUR VITALITY
KEY ACCOMPLISHMENTS / NOTES
NOTE: FY26-FY28 are subject to evaluation, resource allocation, and funding during
the Major City Goal and Budget process for the respective year.
LEAD
ORGANIZATION
SUPPORTING
PARTNERS
TIMELINE
STATUS
1.1.3.1 Establish a business welcome program that provides support to new
businesses. This can include everything from welcome materials, business visits
and training, and support. The appropriate partners can be included in this process
where relevant.
ED&T SLOCC, DSLO Q4 IN
PROGRESS
Drafting the business welcome program with input from other
City Departments and prospective new businesses in the City.
Expected completion of the startup materials is in FY24-25 Q4
due to the complex coordination of more than eight internal
programs and other external partners.Business startup
checklists will cover federal,state,and local permitting
requirements for 18 business types.FY25:The Business
Welcome Program has been reviewed by all permitting
departments,and will be published in August 2025 pending final
edits for brevity.
1.1.3.2 Reestablish the business visit program with the Chamber of Commerce
(including all businesses) to identify needs of important geographic areas or
business sectors in the community.ED&T SLOCC Q3 ON TRACK
Discussions with SLO Chamber on the program are underway,
the return of the program is anticipated for FY25 Q2.
FY25: Mid Higuera Business Visit was attended by 40+
business and property owners in the area.
1.1.3.3 Participate in the Downtown SLO business visits program on a regular
basis.
ED&T DSLO Q3 ON TRACK
Following onboarding of new ED&T staff +DSLO staff,
discussions are underway for coordinated business visits when
applicable.
FY24:In FY24, visits were seperate and referral-based.
FY25:Held first coordinated business visits with downtown SLO
in September, visiting 6 new businesses downtown.
1.1.3.4 Determine the feasibility of an ongoing annual business survey to begin to
develop data and trend analysis specific to the City and the business community.
ED&T SLOCC Q1 IN
PROGRESS
Basic information is available from the BW Research project to
serve as a basis for discussion.Met with the Chamber in FY
2025 Q1 to discuss needs and scope of survey.
1.1.3.5 Investigate the use of an existing City technology platform (e.g., Ask SLO)
to act as a customer relationship management system to document detailed notes,
follow-ups, and touchpoints over time.
ED&T IT Q3 ON TRACK
Investigated the use of Ask SLO as a CRM system,determined
this is not feasible at this time.Currently investigating other City
platforms specific to business relationship management during
the permitting, licensing, and inspection processes.
1.1.3.6 Continue to maintain relationships with the development real estate
community through the Developer’s Roundtable; the Building, Design, and
Construction Group; and other formal and informal meetings to understand potential
commercial and residential development projects, potential tenants, and upcoming
vacancies.
ED&T CDD ✓ON TRACK
ED&T team participated in Developer's Roundtable in Q3 FY24
which included changes to the format based on industry input.
ED&T staff considering additional and alternative industry group
forums with CDD Director in the future as needed.
FY25: ED&T participated in Developer's Roundtable in Q1
FY25. Built network with brokers and property owners of vacant
commercial buildings downtown. In preparation for ICSC, ED&T
staff conducted outreach to commercial property owners and
brokers.
1.1.3.7 Compile information collected from business licenses, surveys, visits, and
other sources to track trends among employers and distribute these findings to
business support partners, such as business and workforce training providers, as
well as other local and regional economic development partners.
ED&T FIN ✓
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NOTE: FY26-FY28 are subject to evaluation, resource allocation, and funding during
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1.1.3.8 Highlight the City’s BRE accomplishments to showcase successful
economic development efforts, maintain the confidence of the local business
community, and encourage continued investment in business support activities.
ED&T COM ✓ON TRACK
FY24: Successful results from the FY24 Buy Local Bonus, Eat
Local Bonus, and Restaurant Week programs were
communicated to local media and the public through City
communication channels.
FY25: Successful Downtown Summer Spending Promotion was
communicated on City channels. Garnered positive media
coverages showcasing new and expanded businesses in the
City. The fifth Buy Local Bonus program resulted in $115,000 in
gift cards purchased from 165 local businesses and a combined
$868,496 in local spending based on submitted receipts and
City investment. Multiple postiive media stories about the
program. Additionally, ED&T staff shared Economic
Development program updates with the Chamber Ambassadors
Committee twice in FY24-25. Secured multiple positive media
stories about ED support for a small business' application for a
Historic Restaurant Grant.
1.1.4. Ensure broad and inclusive engagement in area and specific plans updated by
the Community Development Department to represent the needs of local businesses.
[M.C.G. 1.2(e]
ED&T CDD ✓ON TRACK
Monthly check in meetings established with the ED&T and
Community Development Director to stay informed and involved.
FY25:ED&T staff reviewed CDD's Upper Monterey Special
Focus Area Public Outreach &Engagement SOW.Committed
financial support to this effort.ED Staff participating in public
engagement for Upper Monterey Area Focus Group in January
2025 .ED&T participated in a field trip with Cal Poly MCRP
students to the Upper Monterey neighborhood,and participated
in focus groups and survey outreach in Jan 2025.
1.1.5. Connect businesses to the SLO Green Business Network and other third-party
resources for operational sustainability and efficiency (e.g., electric fleet rebates and
lighting rebates).
ED&T SNR, ECOSLO ✓ON TRACK
Monthly check in meetings established with the City's
Sustainability Team to move this forward.ED&T meeting with
EcoSLO for the advancement of Green Business Network.Met
with new CEO for EcoSLO in FY24 Q4.EcoSLO expected to
relaunch program in FY25 Q1.
FY25:Met with ECOSLO to discuss the status of the program
and ways for ED to promote the program.
1.1.6. Provide support to help entrepreneurs, innovators, and new businesses
participate in the clean energy transition.
ED&T SNR, ECOSLO ✓ON TRACK
Monthly check in meetings established with the City's
Sustainability Team to move this forward.
FY 25: Included info about EV charger rebates in October
Business Update. Shared info about 3C-Ren's Commercial
Energy Savings to new restaurant owner.
1.2.1. Support the creation of coworking, shared resource facilities, maker spaces, and
other innovative ways to lower the barriers to entry and provide additional resources.
ED&T CDD, CIE, DSLO, SLOCC ✓ON TRACK
Continued discussions with the HotHouse and Cal Poly to
support efforts to expand services.
FY25: Held meeting in September 2024 with a coworking space
to better understand their business model and clients served,
and future opportunities.
1.2. ENTREPRENEURIAL SUPPORT. Continue to bolster the entrepreneurial ecosystem by improving access to resources, education, and networks for entrepreneurs.
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NOTE: FY26-FY28 are subject to evaluation, resource allocation, and funding during
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1.2.2. Maintain and build on the efforts with the Cal Poly CIE (CIE), which includes the
Hothouse and other activities, to help ensure its continued success and the success of
the local entrepreneurs it supports.ED&T CIE ✓ON TRACK
Quarterly check in meetings established with the CIE team to
ensure alignment.
FY25: In August 2024, staff participated in a CIE visioning
workshop.
1.2.3. Develop tools to anchor businesses that graduate from the CIE programs and
other incubator programs into the community. In addition to the location assistance and
other support, address continued access to business support resources and funding.ED&T CIE, REACH, SLOCC, DSLO Q3 ED&T Staff connected with the new SBDC director and will
continue work on this effort in FY25-26.
1.2.4. Maintain support of organizations like the SBDC, the Service Corps of Retired
Executives (SCORE), and Softec to address the needs of both startup and existing
businesses.ED&T CIE, SCORE, SOFTEC ✓ON TRACK
Sponsorship support is ongoing on an annual basis.Currently
using one-time funding.Roundtable held in August 2024.
Successful integration of promotion for business training
opportunities have been added to City's Business email.
1.2.5. Collaborate with the CIE, the Chamber, REACH, and other partners to conduct
familiarization tours with venture capitalists mirroring the successful approach used in the
City’s tourism marketing.ED&T CIE, DSLO, REACH, SLOCC ✓Started discussions with CIE to explore feasibility of a venture
capital familiarization tour and advised on best practices.
1.2.6. Work with REACH and other partners to promote the region in general and the
City specifically as an entrepreneur destination in select markets, such as the Silicon
Valley area. Target high-growth entrepreneurs who do not require a significant amount of
operating space to grow.
ED&T CIE, DSLO, REACH, SLOCC ✓ON TRACK
Ongoing support and collaboration between the ED&T team and
REACH to respond to RFIs and to perform marketing of the area
for business relocation.
1.2.6.1 Create a clear message about what the City has to offer entrepreneurs and
highlight the City’s values, culture, quality-of-place amenities, and other strengths.ED&T CIE, DSLO, REACH, SLOCC Q4 ON TRACK Marketing agency contract has been funded and established for
this work effort.
1.2.6.2 Continue to enhance the online presence of the region and the City to
attract entrepreneurs and investors.ED&T CIE, DSLO, REACH, SLOCC ✓ON TRACK Initial updates have been made to Business section of the City's
website.
1.2.6.3 Partner with local organizations to amplify the City’s messaging and reach
a wider audience.ED&T CIE, DSLO, REACH, SLOCC ✓ON TRACK
Continued partnership with the SLO Chamber for media
outreach.Support of REACH digital ad placement for regional
ED positioning.
1.2.6.4 Publicize current success stories by showcasing successful startups,
highlighting innovation in critical industries, and promoting successful entrepreneurs
who have made SLO their home.ED&T CIE, DSLO, REACH, SLOCC,
COM ✓ON TRACK
Discussing with CIE and SLO Chamber on how best to
showcase the story of entrepeneurship in San Luis Obispo.
Article in LA Times about SLO entrepreneur.
1.3.1. Build capacity for post-disaster recovery by working in conjunction with the
emergency management function to develop a plan for business preparedness and
recovery. ED&T FIRE ✓ON TRACK
Meeting quarterly with the Emergency Management team to
address the recovery planning efforts.Will restart pending the
hiring of new Emergency Manager.
1.3.1.1 Continue to build on existing education efforts around natural disasters
identified in the City’s Local Hazard Mitigation Plan and relevant hazard mitigation
resources.
ED&T FIRE ✓ON TRACK
SLO Children's Museum received a grant for installing
floodgates and will be working with the emergency management
team to film a PSA on the installation.
FY25:Provided input for new Fire Hazard maps and will work
with Emergency Management personnel to communicate and
conduct outreach with businesses and commercial property
owners.
1.3.1.2 Increase the business community’s awareness of the City’s emergency
management preparation and response protocols related to business operations, in
advance of disruptive incidents.ED&T FIRE, SLOCC, DSLO, COM ✓ON TRACK Communicated various storm preparation resouces to the
business community during the FY 24Q3 storm events.
1.3.1.3 Outline a protocol for business re-entry in the event of an evacuation or
temporary business closures. Establishing a tiered re-entry system will help to
ensure an orderly return to operations by clarifying which businesses and industries
are to be prioritized for reentry.
ED&T FIRE ✓
1.3. BUSINESS PREPAREDNESS, SUSTAINABILITY, AND RESILIENCY. Implement disaster preparedness measures that enhance the City’s ability to respond to economic disruptions and effectively support business recovery.
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1.3.1.4 Include a communications plan for keeping businesses informed before,
during, and after a disaster.ED&T SLOCC, DSLO, COM ✓
1.3.1.5 Specify the roles and responsibilities of business support partners pre-
disaster, during, and post-disaster.ED&T FIRE, CIE, DSLO, SLOCC ✓
1.3.2. Leverage partners, such as the SBDC and Downtown SLO, as well as the
Chamber, to improve business disaster preparedness, awareness, and response.ED&T CIE, DSLO, SLOCC ✓ON TRACK Communicated various storm preparation resouces to the
business community during the FY24 Q3 storm events.
1.3.2.1 Increase awareness of, the need for, and benefits of, continuity planning
through seminars, workshops, webinars, or other educational programs.ED&T FIRE, CIE, DSLO, SLOCC,
COM ✓
1.3.2.2 Expand the continuity planning resources on slocity.org. Videos or
recordings of previous training sessions will increase accessibility for business
owners who do not have the time to attend live training.ED&T FIRE ✓
1.3.3. Partner with the SBDC to evaluate post-disaster funding options and increase
local business awareness of federal post-disaster financial resources, such as US Small
Business Administration disaster loans.ED&T CIE ✓IN
PROGRESS
Ongoing reoccurring meetings are held with Cal Poly &CIE
staff.
FY 25:Evaluating opportunities to apply for EDA Disaster
Supplement Grant Funding to support this work.
1.3.4. Facilitate the communication of City programs that support preparedness,
sustainability, and resiliency to the business community, including but not limited to fire
and disaster preparedness, water conservation, building retrofit, and waste management.
ED&T SNR, FIRE, SLOCC, DSLO,
CIE, COM ✓ON TRACK
Working with City partners to communicate information via the
business email as available.
FY25: Worked with Utilities to communicate waste rate changes
to business community. Collaborated with Utilities to create
Business Start-Up Checklists highlighted environmental
regulations for new businesses, including Fats, Oils, and Grease
program.
1.3.5. Advocate for regional transportation initiatives and other solutions that support
lower cost, more sustainable, and more efficient transportation and infrastructure for
employees and businesses.ED&T PW, CDD ✓ON TRACK
Worked with City partners to communicate information related to
this topic via the business email when relevant including
communication on the Transit Innovation Study.
1.4.1. Continue activations, promotions, and programs like "Buy Local Bonus," "Eat
Local Bonus," and "Shop Local" to build economic resiliency throughout the City and
including Downtown. [M.C.G. 1.2(a)]
ED&T SLOCC, DSLO ✓ON TRACK
FY24: Continued high engagement of the Support Local
programs including succesful implemention and expansion of
the BLB/ELB programs resulting in $1.2 million local spending
through the FY24 promotional programs.
FY25: The Downtown Summer Spending Promotion concluded
in September 2024, with 1,800 giveaway entries.The fifth Buy
Local Bonus program resulted in $115,000 in gift cards
purchased from 165 local businesses and a combined $868,496
in local spending based on submitted receipts and City
investment. ED&T staff completed a 5 year analysis of the
program and will conduct more outreach in future years to sign
up first-time business participants.
1.4. SMALL BUSINESS DEVELOPMENT. Continue to support the small business community to sustain growth.
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NOTE: FY26-FY28 are subject to evaluation, resource allocation, and funding during
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1.4.2. Encourage business development in sectors that support the long-terms goals of
the City as it relates to sustainability and diversity, equity, and inclusion.
ED&T SNR, DEI, CIE, SLOCC, DSLO ✓ON TRACK
ED&T team met with recipients of the DEI Business Grant to
understand the successes and challenges of the program and
anticipate future demand for grants of this nature.
FY25:Business Navigator working with multiple business
owners seeking to establish businesses that align with City
Goals of Diversity, Equity, and Inclusion.
1.4.3. Use information gathered from the business license demographic questions to
reach out to specific types of businesses to help determine the unique needs of minority-
owned businesses and develop a plan to address identified challenges with assistance
from relevant partners.
ED&T DEI, SLOCC, CIE ✓ON TRACK
ED&T and Finance discussed having a demographic survey go
out in 2025 along with business license renewals.Business
license renewal data will be pulled from 2023-2025 to create a
baseline report.
1.4.4. Encourage and promote inclusive business practices Citywide by capturing and
showcasing best practices discovered from the DEI Business Grant program and other
relevant programs. Share and distribute creative solutions to the broader business
community.
ED&T DEI, SLOCC,DSLO, COM Q1 ON TRACK
Meeting monthly with the City's DEI team to determine
opportunities for promotion. ED&T and DEI team working with
the Chamber and Cal Poly to host an Insight Studio related to
DEI Business Practices in October 2024. The event will include
a panel of grant recipients and will be open to the public.
FY25: DEI Insight Studio: Celebrating Inclusive Business
Practices was attended by 60 registrants, with an even split of
attendees representing for-profit businesses and non-profit
organizations. Working with the Office of DEI on social media
highlights of our DEI Business Grant recipients, to be published
in early FY25-26.
1.5.1. Continue to partner with the Office of Sustainability to implement the economic
development related actions in the Climate Action Plan (CAP) as well as the
sustainability related actions in the updated Economic Development Strategic Plan.
[M.C.G. 1.1(b)]
ED&T SNR ✓ON TRACK Monthly check in meetings established with the City's
Sustainability Team to move this forward.
1.5.2. Continue to partner with the Office of Diversity, Equity, and Inclusion (DEI) to
implement the economic development related actions in the DEI Major City Goal and
planned DEI strategic framework as well as the DEI related actions in the updated
Economic Development Strategic Plan (EDSP). [M.C.G. 1.1(c)]ED&T DEI ✓ON TRACK
Monthly check in meetings established with the City's DEI Team
to move this forward.
FY25: Monthly meetings re-established to onboard new DEI
Admin Specialist to work program. Collaborated on highlighting
DEI Business Grant recipients and beginning work on updating
business demographics questions.
1.5.3. Leverage information gathered from surveys, business visitations, insights from
local partners, and other sources to determine business support gaps and monitor
improvements over time.ED&T DEI, SLOCC, DSLO ✓
1.5.4. Ensure awareness of business support and economic development resources,
especially within minority communities and among business owners who are new to the
area or may have language barriers.
ED&T DEI, SLOCC, DSLO ✓ON TRACK
Monthly check in meetings established with the City's DEI Team
to move this forward.Held cooperatve businesses visits to
support business owners and connected them to bilingual
resources.
FY25:ED staff have welcomed 9 new business owners who are
part of a minority community to SLO
1.5. BUSINESS SUPPORT INFRASTRUCTURE. Maintain efforts to develop and grow business support infrastructure and tools.
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KEY ACCOMPLISHMENTS / NOTES
NOTE: FY26-FY28 are subject to evaluation, resource allocation, and funding during
the Major City Goal and Budget process for the respective year.
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1.5.5. Build on efforts to improve the entitlement and permitting processes. Continue to
make improvements, as needed, based on data and community feedback.
ED&T CDD ✓ON TRACK
Internal meetings to discuss opportunities for enhanced
communication and information-sharing with businesses in the
permitting process.As part of the Business Welcome project
research,City departments have identified areas for
improvement within the business licensing and permitting
process.
1.5.5.1 Attend the Developer’s Roundtable events and other economic
development related sessions.
ED&T CDD ✓ON TRACK ED&T team participated in Developer's Roundtable in Q3 FY24
which included changes to the format based on industry input.
1.5.5.2 Support the new Community Development Department and Community
Services leadership on process improvements.
ED&T CDD ✓ON TRACK
Established monthly check in meetings with Community
Development Director.Identified areas for improvement within
the business licensing and permitting process.
1.5.6. Continue to focus on efficiency and transparency in the permitting process
through implementation of new tools, performance management reporting, and
enhanced customer transparency tools. Report recurring performance measures or
permit processing times during General Plan Annual Report. [M.C.G. 1.2(d)]
ED&T CDD ✓ON TRACK
The 2023 General Plan Annual Report was received at the
4/16/2024 City Council Meeting.ED staff contributed to the
GPAR and was received at Council on 4/1/2025.
1.5.7. Represent the interests of the business community during the implementation of
the broadband strategic plan. [M.C.G. 1.2(j)]ED&T IT, SLOCC ✓ON TRACK The ED&T team participated in the evaluation and selection of
the City's partner.
1.5.8. Continue to advocate for solutions to macroeconomic and systemic issues, like
housing, transportation, and childcare, in line with the City’s legislative platform, in
economic development related settings at the local, regional (REACH), super-regional
(Uplift the Central Coast), and state levels.ED&T REACH, UCC ✓ON TRACK
Worked with CDD to provide a letter of support for the Housing
and infrastructure plan at the County Board of Supervisors
meeting in August 2023.ED Staff are participating in the Uplift
Childcare Coalition led by First 5 SLO County to share learnings
and best practices in supporting the child care industry.
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ONGOING FY23-24 FY24-25 FY25-FY28
2.1.1. Continue to promote the City to tourists, visitors, and locals through the efforts of
the TBID and the PCC. [M.C.G. 1.2(c)]ED&T SLO CAL, SLOCC ✓ON TRACK Ongoing work effort is underway with both TBID and PCC.
2.1.1.1 Support activities as outlined in the City’s Tourism Business Improvement
District (TBID) Strategic Marketing and Business Plan and sustain promotional
activities targeted toward visitors and locals through continued engagement with the
TBID and the Promotional Coordinating Committee (PCC).
ED&T SLO CAL, SLOCC ✓ON TRACK
ED&T team lead the development of the amended TBID marketing plan for
FY24 and the program work for the PCC for FY24.Efforts underway for FY25
TBID Marketing Plan and PCC program work.
FY25:TBID Strategic Plan was approved for 2025-2030.TBID initiated a new
MidWeekend campaign designed to support local businesses during the
midweek period.Mayor Stewart proclaimed San Luis Obispo the MidWeekend
Vacation Capital of the World,generating multiple positive media stories.TBID
launched the new SLO Life Coach marketing campaign in June 2025.TBID
amended the Strategic Marketing & Business Plan in July 2025 for FY 2025-26.
2.1.2. Ensure that the City’s efforts related to sustainability and open space protection (as
documented in the CAP) and DEI (as documented in the forthcoming DEI Strategic Plan)
are incorporated into the ED&T work program, as appropriate.
ED&T SNR, DEI ✓ON TRACK Meeting monthly with the Sustainability and DEI teams to ensure progress and
alignment.
2.1.3. Ensure continued messaging alignment with Visit SLO CAL where appropriate.
ED&T SLO CAL ✓ON TRACK
ED&T team participated in the development and review of the Visit SLO CAL
FY25 Marketing Plan.ED&T team participates in the VSC Marketing Committee
to encourage alignment.
2.1.4. Elevate the unique identity of each neighborhood to increase awareness of
amenities beyond the Downtown core.
ED&T CDD, SLOCC Q2 IN
PROGRESS
Neighborhood section of VisitSLO.com has been developed including
promotional content. Advertising program for neighborhoods has been initiated.
FY25:Initial PCC meeting held to begin planning the application process for City
microgrants to business neighborhoods that will open in FY25-26.Pre-work for
microgrant involved developing a GIS map of licensed businesses and
researching similar programs.
2.1.4.1 Develop and promote an identity for each neighborhood that reflects its
culture and history.
ED&T CDD, SLOCC Q2 IN
PROGRESS
Unique identities have been created for all SLO areas including video and other
content.Retained consultant for the comprehensive evaluation of the
neighborhood identity efforts.
2.1.4.2 Showcase and support neighborhood businesses through marketing and
promotional efforts.ED&T CDD, SLOCC ✓ON TRACK Neighborhood section of VisitSLO.com has been developed including
promotional content.
2.1.4.3 Involve residents in the process of identifying and celebrating the unique
attributes and character of their neighborhoods. Convene interested parties in the
neighborhood to discuss priority economic development and tourism opportunities.ED&T CDD ✓IN
PROGRESS
First neighborhood meeting held,based on input and feedback.PCC evaluated
the public outreach plan for identity adoption,programming and coordination
and retained consultant for the comprehensive evaluation of the neighborhood
identity efforts.
2.1.4.4 Empower neighborhood leaders or identify champions to take an active role
in highlighting the unique characteristics of their communities.
ED&T CDD ✓ON TRACK
FY24: Worked with business owner in the LoBro neighborhood to share
promotional plan with neighborhood representatives in a business-led
community meeting.
FY25: Identified business owner in the SLO South neighborhood to champion
their business area. The Mid- Higuera Business Visit brought together 2
business champions excited to promote their neighborhood.
2.2.1. Personalize the SLO experience and advance the “Live the SLO Life” brand by
leveraging storytelling.
ED&T SLOCC, DSLO ✓ON TRACK
Secured extensive PR placements in local,regional and national media outlets.
SLO named in top 10 small towns in America by CNN.TBID initiated a new
MidWeekend campaign designed to support local businesses during the
midweek period.Mayor Stewart proclaimed San Luis Obispo the MidWeekend
Vacation Capital of the World,generating multiple positive media stories.New
SLO Life Coach campaign launched in June 2025 as the next evolution of the
Live the SLO Life brand.
NOTE: FY26-FY28 are subject to evaluation, resource allocation, and funding during
the Major City Goal and Budget process for the respective year.
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PILLAR 2: PLACEMAKING AND PROMOTION
2.1. QUALITY-OF-PLACE PROMOTION. Bolster efforts to promote the City as an appealing destination for all people to live, work, visit, and invest.
2.2. WELCOMING ENVIRONMENT. Create an inclusive and friendly environment for residents, workers, and visitors.
City of San Luis Obispo, California | Updated July 2025
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PILLAR 2: PLACEMAKING AND PROMOTION
2.2.1.1 Highlight diverse residents, visitors, business owners, and employees to
share testimonials of their experiences in SLO. This could be individuals sharing
stories of their business, occupation, hobbies, personal history, or experience with
local events and destinations.ED&T SLOCC, DSLO, SCORE SLO Q1 ON TRACK
The City's sponsorship of SCORE helped fund a BIPOC Business event on
August 29th,2023.The Chamber of Commerce and the Office of DEI
collaborated with Cal Poly OUDI to host a BIPOC Business Walk.Six BIPOC-
owned downtown businesses shared their stories with ~40 attendees in this first-
of-its-kind inspirational event.
2.2.1.2 Manage online sources that highlight local information—including Wikipedia
pages for the City—and ensure they reflect the “Live the SLO Life” brand.ED&T ✓ON TRACK ED&T team in the process of evaluating and accessing the platforms.
2.2.2. Highlight the diverse culture, history, assets, and amenities of the City to help foster
a sense of inclusion.
ED&T SLOAC, SLOCC, DSLO,
HCSLO, SLOMA ✓ON TRACK
FY24:Worked with Palm Street business owners to implement a successful
celebration of the historic Chinatown during Lunar New Year as pilot program to
support neighborhood promotional collaborations.Developed the ARTober
program to celebrate national Arts & Humanities month in San Luis Obispo.
FY 25:ARTober returned for the 2nd annual celebration of National Arts &
Humanities month to highlight the diverse offerings in San Luis Obispo.ED&T
staff partnered with Chinatown business owners to throw Lunar New Year event
on Palm Street.A ribbon-cutting event for the new display panels beneath
Chong's Candy sign took place before the Lunar New Year event,highlighting
the cultural heritage of SLO's Chinatown district.Secured multiple news stories
about the historic Mee Heng Low Noodle House.
2.2.2.1 Leverage the History Center of San Luis Obispo County and other community
partners in telling the SLO story.
ED&T SLOAC, SLOCC, DSLO,
HCSLO, SLOMA ✓ON TRACK
Worked with over a dozen local arts &cultural organizations to promote and
implement ARTober.ARTober will return in FY25 Q2.Connected the History
Center with Mee Heng Low Noodle House to collaborate on a Historic
Restaurant Grant.
2.2.2.2 Publicize historical or cultural landmarks that represent diverse communities.
ED&T DEI, SLOHC ✓ON TRACK Through the "Art Starts With"campaign,the City promoted various public art
installations that depict historical or cultural significance.
2.2.2.3 Continue to support cultural events that celebrate the various cultures within
the City through the Cultural Grants-in-Aid Program (GIA) and the Tourism and
Community Promotions Program.ED&T SLOCC ✓ON TRACK
FY24:PCC has awarded $100,000 in grant funding to organizations through the
GIA and CACP program.
FY25:CACP program grants were awarded by Council in July 2024.
Applications closed in March 2025 for FY25-26 program,grants awarded in July
2025.
2.2.2.4 Partner with local business that reflect the diversity of the City.
ED&T SLOCC, DSLO ✓ON TRACK
Diverse businesses are included in PR and marketing efforts through TBID and
PCC.Example of results include CNN Travel feature.The Chamber of
Commerce and the Office of DEI collaborated with Cal Poly OUDI to host a
BIPOC Business Walk.Six BIPOC-owned downtown businesses shared their
stories with ~40 attendees in this first-of-its-kind inspirational event.Secured
numerous news stories about the historic Mee Heng Low Noodle House.
2.2.3. Continue to support the Downtown SLO programs like Clean & Safe, the
Ambassadors, and homelessness support. [M.C.G. 1.3(c)]
ED&T DSLO ✓ON TRACK
Annual contract in place with Downtown SLO along with on-going creative
collaboration on program 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.Supported DSLO
in onboarding a new contractor for Clean & Safe services.
2.2.4. Continue to work with Downtown SLO to build on the success of the historic
Thursday Night Farmers’ Market and the Concerts in the Plaza program.
ED&T DSLO ✓ON TRACK
Provided grant funding and promotional support for Farmers'Market and
Concerts in the Plaza.ED&T staff explored options for July 4th 2025 Concerts in
the Plaza.
2.2.5. Enhance both the virtual and the physical wayfinding between the various areas of
the City and Downtown.ED&T PW, CDD, DSLO ✓ON TRACK
Funded the design update and installation of the large acrylic maps in the
downtown area.Wayfinding signs were installed in Mission Plaza and along the
creek.
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PILLAR 2: PLACEMAKING AND PROMOTION
2.3.1. Continue to partner with Downtown SLO to ensure the promotion, resiliency,
growth, and vitality of the Downtown. [M.C.G. 1.3(a)]
ED&T DSLO ✓ON TRACK
Collaborated closely with DSLO in response to business challenges including
construction,parking and visitation.Provided DSLO with data for a media story
on downtown vibrancy.Addressed two large vacancies downtown through the
site selection process and a meeting with a property owner.Connected
business owner with property owner to facilitate a pop-up in July 2025.ED&T
staff are participating on the Steering Committee for the California Main Street
Association conference to be hosted in downtown SLO in October 2025.
2.3.2. Continue to financially and operationally support Downtown SLO during the winter
holidays including incentivizing private participation through the matching program.
[M.C.G. 1.3(b)]ED&T DSLO ✓ON TRACK FY24: The 47th annual Holiday Parade had 15,000 attendees.
FY25: The 48th annual Holiday Parade had 17,000 attendees
2.3.3. Restart discussions with partners regarding the potential of a conference facility
and explore potential funding structures (i.e., public, private, or public-private partnership).
ED&T SLO City, SLOC, SLO CAL,
DSLO Q1 ON TRACK
Conference center study "refresh"is in progress.Final report expected to be
complete in FY25 Q2.
FY25:Conference Center Feasibility Study finalized and published to the City's
website.Applied for grant funding for a site-specific plan for the conference
center,convening Cal Poly,County,Chamber,and Downtown SLO for letters of
support.
In March 2025,ED&T staff met with the Monterey City Manager to discuss their
conference center financing process.Staff are begining to analyze potential
funding structures and will continue in FY 25-26.Actively working with County to
identify space for a conference center within the Courthouse.
2.3.3.1 Determine additional sites to be added to the current feasibility study.
ED&T CDD Q1 ON TRACK
Two additional sites have been added to the study including the current
Courthouse building and the area near 1166 Higuera St. The published
Conference Center Feasibility Study ranks the current Courthouse site as the
best option for a conference center.
2.3.4. Support innovative and alternative funding methods and service models to address
the needs of the Downtown area.ED&T DSLO ✓IN
PROGRESS
DSLO evaluated a new PBID,and held a forum for downtown property owners.
DSLO pausing efforts for now to facilitate additional engagement with property
owners.
2.3.5. Support opportunities that speed the implementation of the Downtown Concept
Plan.
ED&T CDD ✓ON TRACK
Several "sidewalk bulb outs" are in the review process. Maintaining
communication with DSLO for the Mission Plaza restoration project.
FY 25: Staff working with downtown business owner on a sidewalk improvement
project. ED staff are collaborating on the RFP for the future Mission Plaza Kiosk
Cafe tenant. Staff working with SLO County Arts Council to apply for a State
Cultural Districts grant for branding of the Cultural Arts District.
2.3.6. Develop a Council Report and Study Session on downtown vacancies, the status,
and possible options to address any issues identified. [M.C.G. 1.3(d)]
ED&T Q4 ON TRACK
Completed FY24 Q4.In place of a study session,staff held meetings with
individual Council members to review the status and vibrancy of downtown.ED
staff attended ICSC conference in March 2025 to determine interest from
expanding retailers in sites in Downtown SLO.
2.4.1. Develop a Council Memorandum on the current base level of economic support for
Arts and Cultural activities across the various departments in the City. [M.C.G. 1.4(h)]ED&T Q2 ON TRACK Completed FY24 Q4. Memo released in Q2 2024.
2.4.2. Continue to financially support the Arts and Cultural activities of the City through
the PCC's GIA program and the additional grant funding via the PCC. [M.C.G. 1.4(d)]
ED&T ✓ON TRACK
PCC has awarded $100,000 in grant funding to organizations through the GIA
and CACP program in FY24.
FY25:CACP program grants were awarded by Council in July 2024.
Applications closed in March 2025 for FY25-26 program,grants will be awarded
in July 2025.
2.3. DOWNTOWN VITALITY. Continue to support and maintain a vibrant and dynamic urban core that attracts people and businesses.
2.4. CULTURAL VITALITY. Strengthen working relationships with and maintain financial support of the arts community to enrich the cultural offerings throughout the City.
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PILLAR 2: PLACEMAKING AND PROMOTION
2.4.3. Investigate the alignment of artistic and cultural initiatives across the City.
ED&T SLOAC, SLOMA, CDD, DSLO,
DEI Q2 ON TRACK
Held meetings with the SLO County Arts Council to discuss shared goals and
arts &culture event planning,resulting in a collaborative agreement with DSLO
and SLO County Arts Council to amplify the Art after Dark program.Staff
partnered with the City of Paso Robles and SLO County Arts to conduct an
economic impact study of arts &culture.The report will be published in May
2025.
2.4.4. Ensure that the City promotes the various City and privately owned art installations
through programs like the public art promotional plan developed by the PCC. [M.C.G.
1.4(c)]ED&T PR, COM ✓ON TRACK
The 8-month "Art Starts With"campaign was completed in 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.
2.4.5. Engage the Office of DEI to develop initiatives that encourage increased
participation in arts programming by underserved groups, including youth.ED&T DEI, SLOAC ✓
2.4.6. Continue to work with community partners to ensure the cultural vitality of the City.
[M.C.G. 1.4(a)]
ED&T SLOAC, SLOMA, HCSLO ✓ON TRACK
Worked with over a dozen local arts &cultural organizations to promote and
implement ARTober.ARTober will return in FY25 Q2.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.
2.4.7. Continue the Citywide banner program. [M.C.G. 1.4(e)]
ED&T DSLO ✓ON TRACK Evaluating the addition of a street banner location on Morro Street. New banners
were added in FY25 Q1 for Independence Day.
2.4.8. Evaluate additional opportunities to expand support of the cultural vitality of the
community as part of the 2025–2027 goal-setting process.
ED&T ✓ON TRACK
ED&T Staff represented at the Community Forum in January 2025 for the FY
2025-2027 goal-setting process and incorporated community members'desires
for cultural vitality work in draft goals submitted to Council.
2.5.1. Maintain joint efforts with the Community Development Department and other
partners to communicate the need to increase the supply of workforce and multifamily
housing by supporting the implementation of the City’s Housing Element Policies and
Programs as they align with the City’s Major City Goals.ED&T CDD ✓ON TRACK
Coordinated the City's representation at the SLO County Housing Summit.
Supported the outreach and communication of the City's ProHousing
designation.
FY 25: Provided data and input to support CDD's staff report for a General Plan
Amendment for San Luis Ranch Lot 7. Staff provide citywide rent reports via
CoStar to planning staff now on a quarterly basis.
2.5.2. Evaluate a more structured community-based neighborhood planning effort with the
Community Development Department and the Community Services Group for inclusion in
the 2025–2027 goal-setting process.ED&T CDD ✓
ED&T staff reviewed CDD's Upper Monterey Special Focus Area Public
Outreach &Engagement SOW.ED&T participated in a field trip with Cal Poly
MCRP students to the Upper Monterey neighborhood,and participated in focus
groups and survey outreach in Jan 2025.
2.5.3. Advocate for greater accessibility to commercial centers, jobs, parks and open
spaces, amenities, hospitals, and schools as outlined in the City’s various planning
documents, like the Conservation and Open Space Element, Parks and Recreation
Blueprint for the Future, and Active Transportation Plan.
ED&T CDD, PW, SNR, PR ✓ON TRACK
ED&T staff involvement as applicable.ED staff attended ICSC conference in
March 2025 to determine interest from expanding retailers in commercial
centers throughout the City.
2.5.4. Support the development and expansion of multimodal transportation solutions that
encourage access to and around Downtown as well as between residential and
commercial corridors. Options should address the following.
ED&T PW ✓ON TRACK
Worked with City partners to communicate information related to this topic via
the business email when relevant including communication on the Transit
Innovation Study.
2.5.4.1 Aligning with the City’s sustainability goals.ED&T PW, SNR ✓ON TRACK Support of the Sustainable SLO implementation.
2.5.4.2 Expanding mass transit by increasing frequency of service and providing
more routes.ED&T PW ✓ON TRACK Communication on the Transit Innovation Study and transit options for
customers and employees Downtown.
2.5.4.3 Integrating different modes of transportation, such as shared bikes or electric
scooters.ED&T PW ✓ON TRACK PCC reviewed and provided support of the Bikeshare RFP.ED&T staff provided
input for the Bikeshare RFP.
2.5.4.4 Improving the pedestrian and cycling infrastructure.ED&T PW ✓ON TRACK PCC reviewed and provided support of the Bikeshare RFP.
2.5. INCLUSIVE NEIGHBORHOOD PLANNING. Encourage inclusive neighborhood planning efforts that benefit residents and encourage both housing production and economic activity.
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3.1.1. Continue to update the employment scorecard and the economic activity scorecard.
[M.C.G. 1.1(e)]ED&T CDD ✓ON TRACK
Unemployment data updated monthly,employment trends
updated biannually,and all other data updated quarterly.
Contract with CA EDD renewed in January 2025.
3.1.2. Promote and increase awareness of Moderate Income+ jobs with existing and
potential employers.ED&T SLOCC, SLOP, SLOWDB ✓ON TRACK Employment trends updated biannually.
3.1.2.1 Work with the Chamber to recruit local business leaders willing to speak out on
the need for improved job quality as a driver of inclusive economic growth with their
peers.ED&T SLOCC Q4 ON TRACK
Discussions with SLO Chamber on the program are underway.
Utilizing the forum of the Business Visits to incorporate these
conversations in FY25 Q2.
3.1.3. Prioritize support for talent development efforts that target occupations offering
higher wages and benefits.ED&T SLOCC, SLOP, SLOWDB, CCC ✓ON TRACK Initial meetings have been held with the Workforce
Development Board.
3.1.4. Partner with industry and workforce training providers and encourage the County to
broaden and measure the effectiveness of the Workforce Investment Board (WIB) to
proactively identify and address skilled labor gaps.ED&T SLOP, SLOWDB ✓
3.1.5. Investigate ways to determine a proxy measurement to track progress of growing
Moderate Income+ jobs.ED&T CDD ✓
3.1.6. Work with local employers to identify and promote professional and career
development opportunities for workers outside the workplace.ED&T SLOP, SLOWDB ✓
3.1.7. Continue to support new and expanded private childcare options through the use of
grant funding and other programs. [M.C.G. 1.2(g)]
ED&T CAPSLO ✓ON TRACK
To date, the grant has created 11 newly licensed businesses
and 116 slots for children, with 8 applicants pending licensure
with potential to create an additional 92 slots.
FY25: ED Staff applied for grant funding for an extension of
existing childcare grant program and a pilot program to waive
fees for day care centers
3.1.8. Initiate an update to the zoning regulations to further incentivize and streamline the
review and permitting of day care centers, including consideration of relaxed property
development standards.
ED&T CDD Q4 ON TRACK
Meeting with CAPSLO in September 2024 identified hurdles
day care centers are facing in the permitting and licensing
process. Met with business owner considering adding a day
care component to existing business model.
FY 25: Initial analysis of fees for day care centers complete.
3.1.9. Proactively evaluate opportunities to partner with Cal Poly, San Luis Coastal Unified
School District and other major employers for employer-supported childcare programs.
[M.C.G. 1.2(i)]
PR PR, Cal Poly, SLCUS ✓ON TRACK
Lead organization updated to Parks and Recreation
Department. Met with director of an employer-supported
childcare program to address concerns.
FY 25: City supported Cal Poly's grant application for childcare
facility for public employees. ED staff met with childcare facility
developer interested in pursuing a guaranteed enrollment
agreement with employers in the City.
3.2.1. Promote the availability of the coworking space available to remote workers and
home-based business owners. Coworking spaces help to foster a sense of community and
connect workers to potential clients, partners, and mentors.ED&T Cal Poly, SLOCC Q1 ON TRACK
Met with CIE to understand the day-to-day operations of the
HotHouse and support needs.Met with owners and clients of a
coworking space to understand vision and business model.
Investigating opportunities for collaboration.
3.2.2. Develop relationships with the coworking facilities to promote opportunities to
engage with and contribute to the community.
ED&T Cal Poly Q1 ON TRACK
Met with CIE to understand the day-to-day operations of the
HotHouse and support needs.Met with owners and clients of a
coworking space to understand vision and business model.
Investigating opportunities for collaboration.
PILLAR 3: TALENT DEVELOPMENT AND ATTRACTION
3.1. SYSTEM DEVELOPMENT. Encourage the continued strengthening of the system to create Moderate Income+ jobs.
3.2. EMPLOYER AND EMPLOYEE INTEGRATION. Develop methodologies, tools, and programs to welcome and acclimate new employers and employees to the community.
KEY ACCOMPLISHMENTS / NOTES
NOTE: FY26-FY28 are subject to evaluation, resource allocation, and funding during
the Major City Goal and Budget process for the respective year.
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PILLAR 3: TALENT DEVELOPMENT AND ATTRACTION
KEY ACCOMPLISHMENTS / NOTES
NOTE: FY26-FY28 are subject to evaluation, resource allocation, and funding during
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3.2.3. Maintain and expand partnerships with the Chamber on initiatives like the SLO
Onboarding Assistance Resource (SOAR) program that help to attract and retain talent.
ED&T SLOCC ✓ON TRACK
The SOAR program has offered assistance to 440 relocating
employees since October 2022 when the pilot program
launched.The top three areas of assistance have been social
connections,housing search assistance,and partner
employment opportunities.
3.2.4. Investigate with partners opportunities to develop programs and tools to help engage
new employees.ED&T SLOCC, DSLO ✓
3.3.1. Leverage existing tourism marketing materials and strategies detailed in the TBID
marketing plan to support any new talent attraction efforts.ED&T Q3 INCOMPLETE
3.3.2. Enhance collaboration with local and regional partners to showcase the unique
selling points of the City, such as its natural beauty, the vibrant arts and culture scene, and
recreational activities.
ED&T SLOCAL, SLOCC ✓ON TRACK Promotional conversations are ongoing with Visit SLO CAL,
Chamber and Cal Poly.
3.3.3. Facilitate stronger connections among students, employers, and the broader
community to help retain graduating high school and college students. ED&T Cal Poly, CIE, SLCUSD ✓ON TRACK Presented to the SLCUSD continuing education teachers on
career pathways in FY24 Q3.
3.3.4. Initiate a talent re-attraction or boomerang campaign targeting adjacent markets
where there are likely concentrations of former SLO residents or Cal Poly students. ED&T Cal Poly, REACH ✓
3.3.5. Support the talent recruitment efforts of local employers.ED&T SLOCC ✓ON TRACK Supported connections between employers and SLO Chamber
related to SOAR resources.
3.3.5.1 Ensure that employers are aware of the data and information available that can
inform potential employees about the community.ED&T SLOCC ✓ON TRACK Provided information in business outreach with links to the
Business section of the City's website where data is located.
3.3.5.2 Respond to specific employer requests for community data and information.
ED&T SLOCC ✓ON TRACK Provided information in business outreach with links to the
Business section of the City's website where data is located.
3.3.5.3 Work with employers to identify other sources of community data and
information that would assist in their employee recruitment efforts.
ED&T SLOCC ✓ON TRACK
Maintain weekly meeting with the SLO Chamber to share
information and business needs.Provide information in
outreach with links to the Business section of the City's website
where data is located.
3.4.1. Support the creation of a talent pipeline for green jobs and supporting businesses
that align with the goals and objectives of the Climate Action Plan. ED&T SLOCC, SNR ✓ON TRACK Meeting monthly with the City's Sustainability team to
determine opportunities for effort.
3.4.2. Continue to advocate for solutions that can help to address the systemic issues with
childcare.ED&T UWSLO, CFSLO ✓ON TRACK
Continue ongoing communication with CAPSLO and potential
day care businesses.Met with expanding childcare providers
to market available properties.
3.4.3. Partner with the Chamber to regularly inform local and regional training providers of
skilled labor needs of employers.ED&T SLOCC ✓ON TRACK Working with the Chamber to put structure around this work.
3.4.3.1 Organize regular meeting or forums where local businesses can meet with
workforce training providers to discuss their needs and collaborate on solutions.ED&T SLOCC ✓ON TRACK In August 2024,coordinated an annual roundtable of business
support agencies to understand opportunities for collaboration.
3.4.3.2 Share relevant BRE visit insights as well as industry and workforce trends with
training partners.ED&T SLOCC ✓ON TRACK Maintain weekly meeting with the SLO Chamber to share
information and business needs.
3.4.3.3 Facilitate introductions between workforce training providers and major
employers to build relationships and identify areas of need.ED&T SLOCC ✓ON TRACK Maintain weekly meeting with the SLO Chamber to share
information and business needs.
3.3. TALENT ATTRACTION AND RETENTION. Position the City as not just a place to visit but also a desirable location to live and work.
3.4. EDUCATIONAL PARTNERSHIPS. Leverage educational partnerships to create and grow pathways to Moderate Income+ jobs that strengthen the local economy.
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