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HomeMy WebLinkAboutItem 14 - COUNCIL READING FILE_b_Meta Goal Economic Recovery UpdateCity of San Luis Obispo Economic Recovery Action Tracker October 2020 Strategy #1 Community Hours Spent 10698.00 Money Spent 39903.00 Customers Retained:283 Businesses Supported:1751 People Impacted:1199 Policies Created:20 Efficiencies Achieved:3 Tactic 1.1 Increase the consumer confidence of residents and community members and their support of local businesses Hours Spent 344.50 Money Spent 24000.00 Customers Retained:0 Businesses Supported:1285 People Impacted:0 Policies Created:0 Efficiencies Achieved:0 Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 1.1.a 85.50 $ .00 0 782 0 0 0 100 Virtual Shop Map and Restaurant Takeout and Delivery informing residents about local goods and services Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 2020- 10-20 Description Development of three online mapping applications for Open Restaurants, Retail Shops, and Wellness Businesses. Outcome Three Online Applications available to the public mapping Open Restaurants, Retail Shops, and Wellness Businesses. 2020- 10-13 Description Virtual maps have been created, published, and maintained on the City website. Virtual maps include Takeout, Retail, and Wellness. These maps are promoted to businesses and consumers. And are shared widely through the City and community partner resources. Outcome Total map views as of 10/8/20 - 23,474 Take-out – 18,561 Retail – 4,336 Wellness - 577 1.1.b 140.00 $ 24000.00 0 0 0 0 0 25 Use Community Resource and City communication to continue to educate and inform residents about supports local businesses. Support SLO Campaign. 2020- 10-13 Description During Q1, the City through the work of the PCC launched the #SLOready campaign as the first micro-campaign within the Support Local/Shop Local program. The messaging was designed to encourage SLO County residents to safely support local. The local #SLOready micro-campaign included: a collection of video and photo assets featuring safe shopping/dining practices; production of a local #SLOready video featuring local businesses welcoming the community back; the facilitation of a community contest called #SLOready Challenge to promote safe patronage; and the implementation of a regional paid media campaign to spread the word. Outcome #SLOready paid media campaign achieved 294,343 impressions between August - September. Over 4500 organic views of the local #SLOready video which was shared across city and community partner social media channels. The #SLOready challenge resulted in 58 qualified entries and 463 uses of the #SLOready hashtag between August 1-31. 2020- 10-07 Description Shawna Plus team. Help-line, public assistance 1.1.c 32.00 $ .00 0 3 0 0 0 20 Connect with businesses for collaborative marketing of their neighborhoods Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 2020- 10-13 Description Through the Support Local campaign, the PCC has rolled out a bi-monthly business feature to promote local businesses across various business neighborhoods in SLO. The bi-weekly business feature includes an article style Q+A blog titled "Meet your Neighborhood ______!" on the VisitSLO.com website. The blog is also posted on the ShareSLO Facebook and Instagram pages as profile links In addition to social media, the bi- monthly feature SLO Business Insider has a dedicated Instagram story sharing more insights on the featured business. Businesses can sign up to be considered for a feature by completing the Business Promotion Interest form on the City's website within the business resource section of the COVID-19 area. Outcome Three businesses have been featured between August-September resulting in 201 cumulative page views of the blog features and 4008 social media engagements. To date 47 business have submitted a Business Promotion Interest form - however not all businesses qualify for the campaign feature. 1.1.d 87.00 $ .00 0 500 0 0 0 Ongoing Work with businesses to promote best practices and make improvements to maximize opportunities for social distancing and hygiene. 2020- 10-07 Description public ed 2020- 10-01 Outcome The City Team (Ambassadors, Code Enforcement and PD) and our partners at Chamber, DTSLO and the HotHouse have all worked to communicate and educate business on COVID best practices. The support was provided through email, direct contact, webinars and online videos. Tactic 1.2 Prioritize the provision of qualitiy childcare by the City in support of economic recovery and residents return to work Hours Spent 10032.50 Money Spent 10903.00 Customers Retained:233 Businesses Supported:466 People Impacted:699 Policies Created:20 Efficiencies Achieved:3 Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 1.2.a 3603.50 $ 8250.00 108 216 324 10 0 Ongoing Parks and Recreation staff provide summer programming for K-6th grade using State Reopening Guide 2020- 10-20 Description Safety Monitor 2020- 10-20 Description Safety monitor - July 2020- 10-20 Description Safety Monitor 2020- 10-13 Description Worked as a safety monitor and camp counselor. 2020- 10-12 Description Safety Monitor - helped staff summer programing 2020- 10-12 Description Safety Monitor - helped staff summer programing 2020- 10-12 Description Safety Monitor - helped staff summer programing 2020- 10-12 Description Safety Monitor - helped staff summer programing 2020- 10-09 Description Assisted with setup of registration site; worked at SPARK Program site (CL Smith) as safety monitor; assisted with SPARK Program registration, online and over the phone; processed expense reports for Youth Services division charges related to SPARK Program 2020- 10-08 Description Provided advice to Counsel and direction to staff regarding program implementation and policy development. 2020- 10-08 Description July 1 we were in the process of running the summer camp program, providing care to children at 3 school sites, following strict CDC policies and procedures $7875 paid to SLCUSD for custodial services, the remaining was money spent for sanitization, program supplies and snack. Put 25 % because while this year's program is over, we will need to start programming for summer in January of 2021 Outcome staff rewrote entire staff manual with policies for sanitization, how to sign children in,, family handbook, created numerous policies to ensure CDC compliance and best practices for providing child care, Each camper allowed 1-2 parents to return to work and impacted numerous businesses because of that Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 2020- 10-08 Description All additional tracking has been input under Meghan's hours Outcome All additional tracking has been input under Meghan's hours 2020- 10-08 Description Director of summer camp program. provided direct service to children All additional tracking has been input under Meghan's hours Outcome Director of summer camp program. provided direct service to children All additional tracking has been input under Meghan's hours 2020- 10-08 Description Director of summer camp program. provided direct service to children All additional tracking has been input under Meghan's hours Outcome Director of summer camp program. provided direct service to children All additional tracking has been input under Meghan's hours 2020- 10-08 Description This accounts for all supplemental employees (aides, teachers, head teachers) who worked as front line staff at the child care program providing in person care. All other information has been recorded under Meghan. Outcome This accounts for all supplemental employees (aides, teachers, head teachers) who worked as front line staff at the child care program providing in person care. All other information has been recorded under Meghan. 1.2.b 6429.00 $ 2653.00 125 250 375 10 3 25 Parks and Recreation Staff partner with SLCUSD for school site use and school year programming 2020- 10-13 Description Work with families on registration and payment as well as fill in at sites during staff shortages. 2020- 10-12 Description Safety Monitor - helped staff summer programing 2020- 10-12 Description Safety Monitor - helped staff summer programing 2020- 10-12 Description Safety Monitor - helped staff summer programing 2020- 10-12 Description Safety Monitor - helped staff summer programing 2020- 10-09 Description Created, implemented and managed SPARK Program scholarship program to be used in conjunction with SLCUSD fee supplementation for low income families; invoice creation for SLCUSD to cover SPARK fees Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 2020- 10-08 Description Providing school year full day child care at 3 school sites, partnering with SLCUSD to receive free use of child care rooms and custodial services. Outcome Staff continued using new summer policies and created new policies for online registration, collecting registration, new scholarship policies, new training policies, new ways of managing waitlists. Each child at care allows 1-2 family members to return to work, providing greater income to use at businesses. 2020- 10-08 Description All additional tracking has been input under Meghan's hours Outcome All additional tracking has been input under Meghan's hours 2020- 10-08 Description All additional tracking has been input under Meghan's hours Outcome All additional tracking has been input under Meghan's hours 2020- 10-08 Description Director of childcare program. provided direct service to children All additional tracking has been input under Meghan's hours Outcome All additional tracking has been input under Meghan's hours 2020- 10-08 Description Director of summer camp program. provided direct service to children All additional tracking has been input under Meghan's hours Outcome Director of summer camp program. provided direct service to children All additional tracking has been input under Meghan's hours 2020- 10-08 Description This accounts for all supplemental employees (aides, teachers, head teachers) who worked as front line staff at the child care program providing in person care. All other information has been recorded under Meghan. Outcome This accounts for all supplemental employees (aides, teachers, head teachers) who worked as front line staff at the child care program providing in person care. All other information has been recorded under Meghan. 2020- 10-05 Description Disaster Council; CARs for fee adjustment, new all day programming; SLCUSD MOU; Staff planning new safety protocols, policy, new COVID family and staff handbooks 2020- 10-05 Description Worked on Council Agenda Report for updated distanced learning childcare fee, as well as developed a new scholarship policy with additional resources provided for scholarships and worked on the thresholds and tracking mechanism. Also worked on facilitating invoices to SLCUSD for providing a 50% fee reduction for SLCUSD families. Outcome Was able to get a new fee approved by Council that still supports the cost recovery policy guidelines for childcare but also helps families financially through scholarship and SLCUSD fee reduction. Tactic 1.3 Facilitate community building, both virtually and in person, to strengthen civic connections between individuals, businesses, non-profits, and public services. Tactic 1.3 Facilitate community building, both virtually and in person, to strengthen civic connections between individuals, businesses, non-profits, and public services. Hours Spent 321.00 Money Spent 5000.00 Customers Retained:50 Businesses Supported:0 People Impacted:500 Policies Created:0 Efficiencies Achieved:0 Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 1.3.a 222.00 $ 5000.00 0 0 0 0 0 Ongoing Through City Communications message about SLO's positive community spirit, resolve and ingenuity to restore and build community. 2020- 10-16 Description Outreach to community partners, communications, coordination of efforts Outcome Stronger community partners 2020- 10-07 Description Advisory body meetings 2020- 10-06 Description Average 15 hours weekly since July 1, 2020. Social media messaging, video and presentation messaging to students and the non-student community. 1.3.b 99.00 $ .00 50 0 500 0 0 Ongoing Connect the public to information about public service opportunities and activate volunteers to support City and community activities such as volunteers landscaping the South Street Medians (LOVE SLO events, TLC for Parks, help the Children's Museum Day, etc) 2020- 10-22 Description Volunteer - Community Garden beautification 2020- 10-12 Description Volunteer - Coordinating garden projects with Cal Ploy Masters Program 2020- 10-12 Description Coordinating volunteer work experience to renovate Islay Park sand volleyball court Outcome NA Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 2020- 10-07 Description Shawna plus team. Advisory body meetings Strategy #2 Business Hours Spent 741.00 Money Spent 36740.00 Customers Retained:0 Businesses Supported:820 People Impacted:0 Policies Created:0 Efficiencies Achieved:0 Tactic 2.1 Identify businesses needs through ongoing, focused research, outreach, and engagement to develop responsive tactics. Hours Spent 11.00 Money Spent 2500.00 Customers Retained:0 Businesses Supported:0 People Impacted:0 Policies Created:0 Efficiencies Achieved:0 Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 2.1.a 11.00 $ 2500.00 0 0 0 0 0 100 Conduct regular and focused topic surveys to engage with local business 2020- 10-16 Description Review draft surveys, coordinate with consultant, integrate results into programs. Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 2020- 10-15 Description In the early stages of the COVID 19 response, the City conducted multiple surveys to help determine the appropriate actions to be taken. The City is now primarily relying on the monthly Coalition of Chamber survey for an over all view of the needs of the business community. The City still retains the ability to conduct more focused surveys as needed. Outcome The survey information led to many initiatives including the dining and shopping maps, Open SLO and the Grant program. The survey metrics and related costs are in the process of being gathered and will be updated when available. 2.1.b .00 $ .00 0 0 0 0 0 Ongoing Form and work with a business leaders roundtable to have cross sector and business type and size insight; co-develop responsive tactics supportive of local businesses. 2020- 10-01 No description or outcome provided. Tactic 2.2 Implement traditional and creative economic development strategies to help the business community in the recovery phase and prepare for the future. Hours Spent 200.00 Money Spent 34240.00 Customers Retained:0 Businesses Supported:70 People Impacted:0 Policies Created:0 Efficiencies Achieved:0 Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 2.2.a 120.00 $ 10000.00 0 0 0 0 0 10 Welcome back program. Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 2020- 10-13 Description The City through the work of the TBID has created a Welcome Back style campaign to welcome visitors back to SLO. The campaign expends the #SLOready micro-campaign launched by the PCC earlier this quarter. Since July the TBID has planned, produced, and approved the campaign however due to travel restrictions the campaign has not been implemented. Outcome The paid media for the campaign will roll out in October. 2.2.c 60.00 $ 24240.00 0 23 0 0 0 25 Increase business marketing efforts to respond to stated need for promotion and marketing for business community by City. 2020- 10-13 Description The City through the work of the PCC has launched a campaign encouraging people to visit and spend locally within the city of San Luis Obispo. Messaging around safety, local impact and unique offerings is the focus. The program includes paid media advertising, content promotion through business blogs, and social media promotion through business highlights. Businesses can sign up to be considered for a feature by completing the Business Promotion Interest form on the City's website within the business resource section of the COVID-19 area. Outcome 201 Blog views; 4008 engagements; 805 Ticket Tuesday entries, 294,343 paid media impressions; 4500 organic views of the video; 2283 clicks to the website for more information on supporting businesses in SLO 2.2.d 20.00 $ .00 0 47 0 0 0 Ongoing Launch Shop SLO program. 2020- 10-13 Description The Shop Local messaging is integrated as a call to action in the Support Local program. However, during the holiday season, a larger emphasis will be featured on Shop Local messaging. Outcome 201 Blog views; 4008 engagements; 805 Ticket Tuesday entries, 294,343 paid media impressions; 4500 organic views of the video; 2283 clicks to the website for more information on supporting businesses in SLO Tactic 2.3 Act as a convener, conduit, and communicator to expediate and maximize business re-openings and recovery. Tactic 2.3 Act as a convener, conduit, and communicator to expediate and maximize business re-openings and recovery. Hours Spent 530.00 Money Spent .00 Customers Retained:0 Businesses Supported:750 People Impacted:0 Policies Created:0 Efficiencies Achieved:0 Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 2.3.a 520.00 $ .00 0 500 0 0 0 25 Business Ambassador program operated initially to provide health, safety, and reopening information to local businesses. 2020- 10-15 Outcome The Ambassador team is a cross functional group that worked to communicate and educate the business community about the guidelines and requirements from the County and State as it relates to COVID-19. The team was also involved in the enforcement process. **Stats will be available when finalized** 2020- 10-15 Description The Police Department's patrol officers and downtown bicycle team continue to work in collaboration with downtown businesses to enforce health and safety regulations. Average of 10 hours per week. 2.3.b 10.00 $ .00 0 250 0 0 0 25 Identify City team to assist in expediting reopening and refilling of vacant commercial spaces and properties. Work with property owners, tenants, and realtors. 2020- 10-01 Outcome Initially we are starting a Vacancy Taskforce in partnership with DTSLO. We have had the first meeting with 15+ downtown property owners, landlords and real estate brokers. They all were appreciative of the City’s efforts so far. In particular Open SLO, TIPP-FAST and the Grant program. In the short term we are focusing on the Holiday atmosphere in Downtown in addition to developing a list of short and long term actions to help downtown. 2.3.c .00 $ .00 0 0 0 0 0 100 Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent Create an enhanced City focused economic development web page that connects individuals and businesses with critical information 2020- 10-01 Description Not started yet. Target for Spring 2021. Strategy #3 City Organization Hours Spent 2853.75 Money Spent .00 Customers Retained:0 Businesses Supported:193 People Impacted:160000 Policies Created:7 Efficiencies Achieved:8 Tactic 3.1 Economic response, recovery, and reinvention will be the top priority for all City Departments Hours Spent 2311.25 Money Spent .00 Customers Retained:0 Businesses Supported:140 People Impacted:160000 Policies Created:6 Efficiencies Achieved:5 Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 3.1.a 699.50 $ .00 0 0 0 0 1 25 Departments understand their focus and roles supporting the Meta-Goal. Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 2020- 10-16 Description Coordination of departments and prioritization of work to focus on core services that benefit the meta-goal. Outcome Progress on meta-goal. 2020- 10-12 Description Training - role supporting meta goal 2020- 10-12 Description META Goal Tracking Meeting 2020- 10-12 Description EOC, building permits, planning apps 2020- 10-12 Description Brian and Team. Building permits & Planning apps 2020- 10-09 Description Meeting with supervisor to discuss meta goal form and training on submissions 2020- 10-08 Description training and input numbers 2020- 10-05 Description Reporting hours on behalf of PD for this action. 3.1.b 1538.75 $ .00 0 70 80000 3 2 Ongoing Staff will innovate and try new approaches often through pilot programs to assist in businesses recovery and economic reinvention. 2020- 10-16 Description Staff evaluate and develop quickly new ways of doing business and implement the same when results are positive, continue the work effort. Outcome Fitness in the Parks, Parklets (Open SLO), FAST- TRPP, Outdoor dining in Mission Plaza, Maxine Lewis public art. Increased inter departmental collaboration. Expedited processes. 2020- 10-12 Description rezoning for businesses 2020- 10-07 Description Shawna plus team. EOC; Building Permits; Planning Apps 2020- 10-07 Description Building Permits; Planning Apps Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 2020- 10-06 Description The Police Department's Metro Bicycle team has worked in collaboration with downtown food and beverage owners to modify their businesses to be in compliance with the frequently changing public health order. Average of 20 hours per week. 2020- 10-05 Description Reporting hours on behalf of PD for this Action. 3.1.c 73.00 $ .00 0 70 80000 3 2 Ongoing Cross-departmental and operating efficiencies will be sought to maximize staff resources. 2020- 10-19 Description Working to install Hach WIMS at the WTP for increased operational efficientcy for data management and analysis. 2020- 10-16 Description Worked with CDD to develop remote permit approval process so that demo and construction permits could be issued with little or no delay. 2020- 10-16 Description Staff evaluate and develop quickly new ways of doing business and implement the same when results are positive, continue the work effort. Outcome Fitness in the Parks, Parklets (Open SLO), FAST- TRPP, Outdoor dining in Mission Plaza, Maxine Lewis public art. Increased inter departmental collaboration. Expedited processes. 2020- 10-13 Description First Quarter Community Services Analyst Group Meetings Outcome Share information about fiscal topics that impact all Community Services Departments. 2020- 10-13 Description Community Services Group Analyst Meeting Outcome In Chapter 3, Allen discussed the development of the steam engine. The steam engine was economically efficient to develop in Great Britain because of the serendipitous fact that steam engines needed prodigious amounts of _(1)___ and the British coal mines often needed _(2)___ to be pumped out to effectuate mining. In 1750, Great Britain was ripe for industrial growth because it had a large, high-wage earning _________ manufacturing sector. High wages created incentive for entrepreneurs to invest in capital improvements like mechanized spinners and mechanized weavers. Tactic 3.2 Each City Department will closely track resources, staff, and programs support economic recovery as well as community and social recovery. Tactic 3.2 Each City Department will closely track resources, staff, and programs support economic recovery as well as community and social recovery. Hours Spent 362.50 Money Spent .00 Customers Retained:0 Businesses Supported:0 People Impacted:0 Policies Created:0 Efficiencies Achieved:2 Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 3.2.a 284.00 $ .00 0 0 0 0 1 100 Results and progress on strategies, tactics and actions will be data tracked with dashboards that are outcome driven. 2020- 10-26 Description Built the Economic Recovery Application Outcome The application has a database, form for entry, and multiple reports. 2020- 10-16 Description Provided direction to staff on building form submission and reporting dashboard to track progress on Economic Recovery Meta Goal. Presented to department heads on how to access and input work via the form submission. Outcome Desired outcome is efficient, easy, standard format for submitting resources spent on Meta Goal work. 2020- 10-01 Description Worked with IT on building form submission and reporting dashboard to track progress on Economic Recovery Meta Goal. Presented to staff on how to access and input work via the form submission. Outcome Desired outcome is efficient, easy, standard format for submitting resources spent on Meta Goal work. 3.2.b 78.50 $ .00 0 0 0 0 1 Ongoing Staff will provide weekly/monthly snap shots as to activities and resources in support of recovery and efficiencies. 2020- 10-26 Description Weekly Utilities department fiscal indicators Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 2020- 10-16 Description Weekly Utilities Financial Indicators 2020- 10-14 Description Weekly P&R divisional Snapshot 2020- 10-14 Description Weekly Divisional snapshot 2020- 10-12 Description Weekly divisional snapshots 2020- 10-09 Description Compiled and processed revenue reports for Youth Services childcare program for department analyst 2020- 10-08 Description Weekly Utilities fiscal indicators 2020- 10-01 Description Built a report and gathered information from staff to track resources spent (staff hours, operating $, and program metrics to calculate cost recovery and impact of parks and rec programming (number of golf rounds, number of childcare spots, etc.). Outcome By collecting more data and presenting it in a clear format, the idea is that leadership can make data informed decisions and modify or improve programming to increase outcomes. Tactic 3.3 City Departments will strengthen relations with local businesses, including working with them to identify and implement immediate process improvements, new ways of doing business, streamlined interactions, and collaborative services to benefit the community. Hours Spent 180.00 Money Spent .00 Customers Retained:0 Businesses Supported:53 People Impacted:0 Policies Created:1 Efficiencies Achieved:1 Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 3.3.a 10.00 $ .00 0 0 0 0 0 Ongoing Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent Temporarily not enforcing a portion of the sign ordinance and parking requirements to assist with social distancing. 2020- 10-19 Description Emergency Services Director Proclomation; public outreach and education; follow up on complaints recieved 2020- 10-07 Description Shawna plus team.Ordinance, public education 3.3.b 61.00 $ .00 0 3 0 1 1 Ongoing Evaluate further permit streamlining. 2020- 10-19 Description Development and support of TIPP-FAST program 2020- 10-16 Description TIPFAST Program Outcome Quick re-tenanting of vacant business space. 2020- 10-12 Description TIPFAST Program 2020- 10-07 Description shawna plus team. Working on process improvements 3.3.c 109.00 $ .00 0 50 0 0 0 Ongoing Create flexible zoning strategies to respond to changed needs as well as expansion of allowed uses in Downtown. 2020- 10-19 Description Ongoing direction and support for the flexible density program 2020- 10-16 Description Provided leadership of changing sidewalk restaurant zoning to facilitate Open SLO. 2020- 10-12 Description sidewalk restaurant zoning 2020- 10-12 Description flexible density 2020- 10-07 Description shawna plus team. Flexible density Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 3.3.d .00 $ .00 0 0 0 0 0 Ongoing Designation of certain employees to serve as a specific businesses' liaison and internal point of contact - to keep communications centralized. 2020- 10-01 Description Not Started yet. Target for Winter 2021 Strategy #4 Impacted Industries and Business Neighborhoods Hours Spent 1264.00 Money Spent 173531.00 Customers Retained:0 Businesses Supported:82 People Impacted:4000 Policies Created:0 Efficiencies Achieved:0 Tactic 4.1 Define commercial neighborhoods and support efforts by property and business owners to organize and pursue new areas and methods of business success (e.g. funk zone in mid-Higuera). [i.e. convene business leaders] Hours Spent 4.00 Money Spent .00 Customers Retained:0 Businesses Supported:0 People Impacted:0 Policies Created:0 Efficiencies Achieved:0 Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 4.1.a 4.00 $ .00 0 0 0 0 0 Ongoing 'Funk Zone' in mid-Higuera, convene and facilitate process to quickly revise Mid-Higuera Plan to spur investment. 2020- 10-19 Description Met with area property owner to discuss site redevelopment Researched ROW dedication requirements and flooding impacts; convened a staff meeting to share information on Mid-Higuera development constraints Tactic 4.2 City staff will provide focused support to the most-impacted business sectors and business neighborhoods. Hours Spent .00 Money Spent .00 Customers Retained:0 Businesses Supported:0 People Impacted:0 Policies Created:0 Efficiencies Achieved:0 Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 4.2.a .00 $ .00 0 0 0 0 0 Ongoing Create staff teams dedicated to specific sectors (such as auto dealers or restaurants, LOVR corridor, mid-Higuera, Foothill Blvd). 2020- 10-01 Description Not started yet. Initial focus is downtown with other areas TBD. Tactic 4.3 City staff will provide focused support to the Head of Household employers, job creators and business innovators. Tactic 4.3 City staff will provide focused support to the Head of Household employers, job creators and business innovators. Hours Spent 20.00 Money Spent .00 Customers Retained:0 Businesses Supported:0 People Impacted:0 Policies Created:0 Efficiencies Achieved:0 Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 4.3.a 20.00 $ .00 0 0 0 0 0 Ongoing Staff engagement with local businesses and individuals to support. 2020- 10-01 Description City Staff Continue to engage with the business community across a range of issues. The teams involved in Communication, Tourism, Open SLO, and FAST-Tack have been particularly helpful to the business community. Outcome One time and ongoing discussions with specific businesses and individuals are on going. So far hundreds of businesses have been helped but they are not included here in order to avoid double counting. Tactic 4.4 Provide focused staff resources in support of the safe and appropriate Visitor Experience return of San Luis Obispo as a destination through tourism marketing and the delivery excellent experiences. Hours Spent 1240.00 Money Spent 173531.00 Customers Retained:0 Businesses Supported:82 People Impacted:4000 Policies Created:0 Efficiencies Achieved:0 Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 4.4.a 25.00 $ .00 0 41 0 0 0 75 Assist the hospitality industry to help safely reopen as allowed by state and county orders. 2020- 10-13 Description Provided relevant and timely information to the lodging industry as guidelines change. Also procured and delivered PPE to every hotel property in the City of SLO to prepare for reopening. Also staff coordinated training with CHLA to educate and inform SLO hotels on safety programs and other relevant information. Outcome Delivered PPE to all 41 hotel properties in SLO; distributed 6 emails to hotels with updated information and resources; 11 properties(27% of constituents) participated in the virtual training 4.4.b 1015.00 $ 3000.00 0 0 4000 0 0 Ongoing Identify appropriate and safe social interactions that enhance residents and visitors daily experience. 2020- 10-20 Description Open SLO Downtown Dining Hours for ALL Facility Host - set-up, clean-up, sanitization from July - September 2020- 10-14 Description Downtown Dining Support - Staffing, set-up 2020- 10-08 Description Open SLO - Mission Plaza Downtown Dining Set- up, installation, revisions, meetings Outcome Support of downtown businesses and customers/visitors 4.4.c 200.00 $ 170531.00 0 41 0 0 0 25 TBID marketing and promotion will be implemented at the appropriate Phase of reopening and will focus on reassurance and recovery visitation. 2020- 10-13 Description The TBID has drafted and adopted a COVID response plan which has been integrated into the 20-21 Marketing Plan. The TBID will use the COVID-19 response plan to guide our messaging and inform how marketing efforts should align to meet the situation at hand; be it from “stay at home” to “inviting travelers.” Currently, the TBID is operating in an "inform" position and has not begun paid media advertising. Outcome Adoption and adherence of the TBID Covid response plan and integration into the annual TBID marketing plan. Strategy #5 Infrastructure and Capital Projects Hours Spent 1603.50 Money Spent 113610.66 Customers Retained:100 Businesses Supported:1 People Impacted:164500 Policies Created:1 Efficiencies Achieved:2 Tactic 5.1 CIP Engineering and Inspecting will advance and actively manage Council approved construction projects which focus on public health and safety, maintenance of existing facilities and support of Economic Recovery. Hours Spent 46.00 Money Spent .00 Customers Retained:100 Businesses Supported:1 People Impacted:80500 Policies Created:0 Efficiencies Achieved:1 Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 5.1.a 40.00 $ .00 0 0 80000 0 0 Ongoing Highlight the City's efforts to put local dollars back to work. 2020- 10-16 Description Coordination and support of Public Works implementation of adopted capital improvement budget. Review of reports, approval of contracts, encouragement and communication to staff. Outcome The 19/20 paving project is almost complete, improving quality of life for pedestrians and cyclists and increased traffic safety. 5.1.b 6.00 $ .00 100 1 500 0 1 Ongoing Invest in projects that help the community social distance. Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 2020- 10-12 Description Conducting meetings to assist SLO REP Theater regarding potential to utilze outdoor space to conduct events once authorized by SLO County Health. Outcome Ability to offer outdoor theater experience for the arts community and public enjoyment Tactic 5.2 Staff maintain and advance design of a list of shovel-ready projects and will actively monitor and apply for any and all Federal, State, and Private Stimulus Grants that are consistent with the objectives of advancing public health and safety, maintaining existing facilities, and supporting Economic Recovery. Hours Spent 467.00 Money Spent .00 Customers Retained:0 Businesses Supported:0 People Impacted:4000 Policies Created:1 Efficiencies Achieved:1 Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 5.2.a 442.00 $ .00 0 0 4000 1 0 100 New revenues will be evaluated to fund needed infrastructure, catalyze recovery, and support Downtown Vitality, Climate Action and Sustainable mobility. 2020- 10-20 Description Time spent revising the 20/21 Budget. Processes included developing a comprehensive project list of past, present, and future CIP Projects. Detailed analysis of expenses of over 150 capital projects to determine budget and project status, including coordination across all departments on new projects and supplemental project funding. A project rating matrix was developed and all projects were organized into a list of Proceed, Hold (shovel ready), and deferred projects. Council presentations were also coordinated and prepared. Outcome Completion of the 20/21 Budget Supplement and a path forward for Capital Improvement Projects, which impact approximately 4000 people indirectly, through job preservation. Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 2020- 10-19 Description Time spent revising the 20/21 Budget. Processes included developing a comprehensive project list of past, present, and future CIP Projects. Detailed analysis of expenses of over 150 capital projects to determine fund budget and project status, including coordination across all departments on new projects and supplemental project funding. A project rating matrix was developed and all projects were organized into a list of Proceed, Hold (shovel ready), and deferred projects. Council presentations were also coordinated and prepared. Outcome Completion of the 20/21 Budget Supplement and a path forward for Capital Improvement Projects, which impact approximately 4000 people indirectly, through job preservation. 2020- 10-14 Description Coordinated with staff to close out design and bring projects to "shovel-ready" construction status. 5.2.b 25.00 $ .00 0 0 0 0 1 Ongoing Staff focused on grants and applications and administration. 2020- 10-12 Description Prop 68 and other P&R related grants Outcome Applying for grants for Emerson Park and Mitchell Park projects 2020- 10-12 Description Work on submitting applications for Prop 68 Per Capita Grant and Statewide Park Development Grant for funding for park amenities. This includes Council Agenda Reports and draft resolutions and work with CDD and Public Works on project timeline, cost and CEQA compliance docs. Outcome Funding for Mitchell Park Pickleball Courts and potential funding for Emerson Park Revitalization Tactic 5.3 Maintenance activities of existing City infrastructure, facilities, parks, and open spaces will be focused on cleanliness and safety. Tactic 5.3 Maintenance activities of existing City infrastructure, facilities, parks, and open spaces will be focused on cleanliness and safety. Hours Spent 1090.50 Money Spent 113610.66 Customers Retained:0 Businesses Supported:0 People Impacted:80000 Policies Created:0 Efficiencies Achieved:0 Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 5.3.a 12.00 $ 31212.00 0 0 0 0 0 Ongoing Determine protocols and implement, i.e. more hand washing stations in parks and downtown. 2020- 10-14 Description Facilitate delivery and service of hand washing stations and portable toilets at closed facilities, parks, and bus stops. This is on-going. 5.3.b 478.00 $ 20169.33 0 0 80000 0 0 Ongoing Install signage in areas to remind people of best practices to reduce the spread. 2020- 10-20 Description Installed an electronic lock to provide Employee acces during bisiness hours to mail room and Finance during our Facilities closure due to COVID 19 2020- 10-20 Description Participated on a project to retrofit lavatory faucets (PD) to be hands free/ motion activated to minimized the Covid 19 spread 2020- 10-20 Description Participated on disinfecting Benches, Drinking fountains, push buttons at trafic intersections on the SLO downtown core. 2020- 10-20 Description Participated on the instalation of hands free/wave to open push pads at City Hall entrances. Participated on disinfecting downtown City infrastucture benches, drinking fountains etc. Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 2020- 10-20 Description Participated on Disinfecting Downtown City infrastucture like benches, drinking fountains, push butons at intersections etc. 2020- 10-20 Description Participate on setting up Janitorial cart and suplies to execute downtown disinfection on daily schedule. Participated on disinfection downtown infrastucture, benches, drinking fountains push botons intersections etc. Participated on screening employees at City Hall entrance before the self screening was implemented. Participated on getting hand sanitizer and suplies. 2020- 10-20 Description Participated on disinfection downtown city own benches, drinking fountains, push buttons at intersections etc. 2020- 10-20 Description Worked with Dept. Heads to get their approval for lobby signage and precautions to be installed to protect staff and citizens for the virus. 2020- 10-20 Description Instal door bell at Building exteriors to facilitate acces to deliveries and Mail, Fabricated stands for motion activated hand sanitizer dispensers for building lobby entrances.Instaleed hands free/ motion activated sink faucets at Restrooms lavatory sinks miltiple sites 2020- 10-19 Description Ordered retractable stanchions and had them installed in facilities where needed. Extra are located in City Hall. 2020- 10-15 Description posting one way trails and monitoring users for COVID-19 precautions 2020- 10-14 Description Installed plexi glass partitions at front counters on City Facilities, add touch less buttons to door openers at CH, re-stock hand sanitizer suplies for Facilities entrances. 2020- 10-14 Description Participated on Disinfecting benches, trafic push buttons at intersections and drinking fountains in the SLO Downtown area 5.3.c 600.50 $ 62229.33 0 0 0 0 0 Ongoing Maintenance staff will continue to provide excellent service making for a well maintained and clean City. 2020- 10-26 Description Disinfection of City infrastructure. 2020- 10-21 Description Disinfection of Downtown City ifrastructure Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 2020- 10-20 Description Increased janitorial service to the public safety and office buildings (for those who accepted the offer). The increased services added a noon time disinfection M-F, and also additional cleaning on any weeknights that the facility didn't have M-F cleaning. This operating cost is through Oct. 31, 2020 2020- 10-20 Description Downtown disinfection of City infrastructure. 2020- 10-20 Description Downtown disinfection of City infrastructure. 2020- 10-20 Description Downtown disinfection of City infrastructure. 2020- 10-20 Description Downtown disinfection of City infrastructure. 2020- 10-20 Description Downtown disinfection of City infrastructure. 2020- 10-20 Description Downtown disinfection of City infrastructure. 2020- 10-20 Description Downtown disinfection of City infrastructure. 2020- 10-20 Description Downtown disinfection of City infrastructure. 2020- 10-20 Description PW staff has spent a total of 90 hours to date in the downtown on Fridays blowing and sweeping leafs. 2020- 10-19 Description Ordered an had installed wall hung disinfection stations for City facilities that wanted them. Stations include disinfectant supplies and links to SDS and product info. 2020- 10-19 Description Ordered additional free standing hand sanitizer stations. 2020- 10-16 Description Facilitated meetings with Parks and San Luis Garbage to address trash overflow in parks. Working with Building Maintenance to ensure janitorial contracts will be compliant with legislative requirements. Worked with Streets and San Luis Garbage to relocate City bins creating a safer loading zone for SLG drivers. Applied for grant funding to supplement Municipal Solid Waste Reduction Plan which should reduce operational costs to the City once waste generating processes are identified and waste generation is reduced or eliminated (cost saving). 2020- 10-16 Description Worked with SLG to best accommodate changes in Clean Up Week and notify the public. Worked with SLG to ensure trash service remained consistent despite hardships created by COVID-related staffing shortages. Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent Strategy #6 Downtown Hours Spent 960.00 Money Spent 333643.20 Customers Retained:0 Businesses Supported:380 People Impacted:160000 Policies Created:4 Efficiencies Achieved:3 Tactic 6.1 Through Parking Program operational changes, pursue creative ways to activate and invigorate the local economy and downtown. Hours Spent 176.00 Money Spent .00 Customers Retained:0 Businesses Supported:120 People Impacted:0 Policies Created:3 Efficiencies Achieved:0 Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 6.1.a 152.00 $ .00 0 120 0 3 0 75 Free Parking during 'Stay at Home' orders. 2020- 10-20 Description Oversee implementation of new parking practices to help recovery. Outcome Supported downtown businesses by making access to downtown free to encourage local support of local businesses. Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 2020- 10-19 Description Develop incentives to encourage downtown economic recovery. 1) Offer free parking at all metered parking spaces until occupancy reaches 50% or greater for 2 consecutive weeks. 2) Offer free parking at all parking structures until occupancy reaches 50% or greater for 2 consecutive weeks. 3) Develop solution for local business to provide services and goods for customers. 4) Assist and advise with the creation of parklet program. Outcome I have committed 140+ hours to internal and external meetings to advise staff, local businesses and the community about changes to parking. Worked closely to review the impacts the the downtown business community and develop solutions to encourage customers to return to the downtown area. As a result of free parking and curbside pick-up initiatives to encourage economic recovery and subsequent loss of on-street parking spaces for the creation of parklets, Parking Services has experienced roughly a $4 million short fall in expected revenues for the two FYs the pandemic has impacted. Staff has worked to ensure that all businesses in the downtown community are contacted/informed on a bi-weekly basis to properly communicate parking initiatives and policy changes during the past 7 months. Parking Services will continue to offer incentives throughout the holiday season. 2020- 10-05 Description Waived all parking fees March 16th - July 276th. Outcome Reinstated 2-hour meters fees July 27th and 10- hour meter fees September 8th. Continue to waive structure fees. 6.1.b 2.00 $ .00 0 0 0 0 0 100 Parking Validation program recognizing shopping local. 2020- 10-05 Description Develop incentives and identify partners and resources to execute program. Outcome Reviewed the program and decided there would be to great of a staff commitment to operate the program. Other partners not interested in verifying validations. Offering 2 hour incentive. 6.1.c 20.00 $ .00 0 0 0 0 0 Ongoing Continued curbside parking for 'take out' and/or 'pick up'. 2020- 10-05 Description Developed courtesy temporary loading spaces to encourage takeout and online business. 6.1.d 2.00 $ .00 0 0 0 0 0 100 Use of City owned surface parking lots for socially distanced activities. Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 2020- 10-05 Description Explore expanding into surface lots to provide social distancing. Tactic 6.2 Facilitate social distancing and business success by using City right-of-way to create more outdoor dining opportunities Hours Spent 669.00 Money Spent 333643.20 Customers Retained:0 Businesses Supported:260 People Impacted:160000 Policies Created:1 Efficiencies Achieved:3 Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 6.2.a 594.00 $ 320000.00 0 60 80000 1 2 100 Pursue creative ways and make investments to use the City's right of way to maintain social distancing. 2020- 10-16 Description Met with OpenSLO team in planning and implementation phases to ensure waste streams were available to OpenSLO participants. Still involved in processing waste service invoices and supplying team with equipment necessary to collect trash at events. 2020- 10-16 Description Support of interdepartmental effort to keep businesses open. Outcome Staff was able to support at least 60 local businesses with providing opportunities to continue serving their customers outdoors during COVID-19 restrictions on indoor services. These actions have helped retain many local jobs and prevented many local businesses from having to shut down completely. 2020- 10-08 Description Coordinate and manage meetings, provide guidance to staff on policy and program activities. Provided education and outreach to the public and local businesses. Outcome Residents and visitors able to safely utilize mission plaza and support local businesses. Staff successful implementation in record time of significant new initiative. Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 2020- 09-24 Description - Facilitated 4 weekends of open street events downtown, with streets closed to car traffic to allow restaurants and retailers to expand services into the roadway. - Installed 40 temporary parklets throughout the city, allowing businesses to continue outdoor services with limited-or-no capacity allowed indoors. Facilitated sidewalk dining at roughly 40 locations. - Upgraded 25 parklets to semi- permanent design and assisted with 2 privately- funded parklet installations. - Assisted with roughly one dozen outdoor dining installations within private parking lots, with City providing rental barricades. - Created Downtown Dine Out program, providing tables, chairs, landscaping, lighting, sanitation and other amenities to support public take out dining in Mission Plaza. - Developed guidance and informational materials to help local businesses continue operations outdoors within private and public property. Outcome Staff was able to support at least 60 local businesses with providing opportunities to continue serving their customers outdoors during COVID-19 restrictions on indoor services. These actions have helped retain many local jobs and prevented many local businesses from having to shut down completely. 6.2.b 75.00 $ 13643.20 0 200 80000 0 1 100 Use public art to enhance the look and feel of the public right of way during its temporary use. 2020- 10-16 Description Provided leadership and direction for Public Art Banner Barricade program - worked with local Badger Branding on cultural branding for downtown parklets. Outcome Quickly beautified temporary parklets to encourage outdoor dining and enhance the visitor experience to downtown. Celebrated San Luis Obispo's diversity and inclusivity with this art. 2020- 10-05 Description Public Art Banner Barricade program - worked with local Badger Branding on cultural branding for downtown parklets. Tactic 6.3 Minimize impact of vacant storefronts by funding and promoting pop-up art displays and other visually appealing displays Tactic 6.3 Minimize impact of vacant storefronts by funding and promoting pop-up art displays and other visually appealing displays Hours Spent 90.00 Money Spent .00 Customers Retained:0 Businesses Supported:0 People Impacted:0 Policies Created:0 Efficiencies Achieved:0 Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 6.3.a 20.00 $ .00 0 0 0 0 0 Ongoing Use art, supportive messages, cultural celebrations, etc. to bring vibrancy to areas with vacant storefronts. 2020- 10-05 Description Working with Downtown SLO as the lead and liaison to business owners and property owners. 6.3.c 70.00 $ .00 0 0 0 0 0 Ongoing Develop processes for one day TI permit issuance. 2020- 10-19 Description Working with applicants on TIPP-FAST, taking feedback and making program improvements 2020- 10-12 Description TIPFAST 2020- 10-12 Description TIPP Development and Implimentation 2020- 10-07 Description shawna plus team. TI Fast progarm Tactic 6.4 As needed modify traditional zoning standards and requirements. Tactic 6.4 As needed modify traditional zoning standards and requirements. Hours Spent 25.00 Money Spent .00 Customers Retained:0 Businesses Supported:0 People Impacted:0 Policies Created:0 Efficiencies Achieved:0 Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 6.4.a 25.00 $ .00 0 0 0 0 0 Ongoing Provide more flexible uses in Downtown ground floor square footage - allow additional uses by amending zoning in the Downtown. 2020- 10-19 Description Working with Trust Automation on modifying zoning requirements in the AASP to support a proposed day care center. Processed the 1144 Chorro project, using PD rezoning to amend zoning and allow for increased density and a wide range of uses within the project 2020- 10-12 Description zoning ammendments 2020- 10-07 Description updated zoning req Strategy #7 Cal Poly Hours Spent 327.00 Money Spent 7500.00 Customers Retained:0 Businesses Supported:150 People Impacted:1 Policies Created:0 Efficiencies Achieved:0 Tactic 7.1 Continue, expand, or enhance partnerships with Cal Poly in key areas including administration, diversity and inclusion, fire, police, neighborhood wellness, water/sewer, transportation and transit, economic development activities, sustainability, open space use and management, and student internships and workforce development opportunities. Tactic 7.1 Continue, expand, or enhance partnerships with Cal Poly in key areas including administration, diversity and inclusion, fire, police, neighborhood wellness, water/sewer, transportation and transit, economic development activities, sustainability, open space use and management, and student internships and workforce development opportunities. Hours Spent 263.50 Money Spent .00 Customers Retained:0 Businesses Supported:0 People Impacted:1 Policies Created:0 Efficiencies Achieved:0 Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 7.1.a 191.50 $ .00 0 0 0 0 0 Ongoing Continue regular contacts of teams focused on key areas to enhance communications and coordination. 2020- 10-16 Description Work with Cal Poly on the research station at the WRRF. 2020- 10-08 Description Quarter 1 (July 2020 through September 30,2020) COVID - Wastewater Survelliance of Cal Poly and the Ciy of San Luis Obispo. The 18 total hours includes preparation of sampling and monitoring plan, coordination with Cal Poly's COVID team, setting up samplers, collecting samples, and communicating with contract laboratory to perfrom COVID wastewater analysis. No invoices have been received a this time. 2020- 10-08 Description Week of October 4, 2020 through October 10, 2020 - Continued wastewater monitoring of Cal Poly and the City of San Luis Obispo for COVID-19. Time incudes setting up samplers, collecting samples, and delivery to contract laboratory. No invoices have been received at this time. 2020- 10-06 Description Communication to students regarding enforcement of the public health order. Weekly party updates to Cal Poly Student Affairs. Average of 10 hours per week. 7.1.b 6.00 $ .00 0 0 0 0 0 Ongoing Coordinate communications on shared topics - Welcome Back students and parents with guidance for safe reentry conduct and support. 2020- 10-06 Description Created videos for SLO Days and WOW. Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 7.1.c 66.00 $ .00 0 0 1 0 0 Ongoing Continue to actively support student Interns in all Departments 2020- 10-20 Description working with an unpaid CP intern and scheduling him time to gain ranger knowledge. Outcome we use interns regularly. 2020- 10-12 Description Cal Poly 2020- 10-12 Description onboarding & Training 2020- 10-07 Description Intern training/mentorship Tactic 7.2 Strengthen and expand City's support of the CIE, Hot House, SBDC and other dedicated economic development programs and activities to retain knowledge and innovation generators. Hours Spent 10.00 Money Spent 7500.00 Customers Retained:0 Businesses Supported:150 People Impacted:0 Policies Created:0 Efficiencies Achieved:0 Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 7.2.b 10.00 $ 7500.00 0 150 0 0 0 25 Work with Cal Poly to support growing businesses to expand in the City. 2020- 10-15 Outcome In addition to the normal SBDC and HotHouse activities, the City continues to work with various entities at CalPoly to supporting growing businesses in the community. Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 2020- 10-02 Outcome In addition to the business coaching through the SBDC (10.3.b), the City continues to work with people across the Cal Poly organization to facilitate businesses starting, growing and in San Luis Obispo as well as exploring opportunities for business attraction. Tactic 7.3 Support implementation of the 2035 Campus Master Plan Hours Spent 53.50 Money Spent .00 Customers Retained:0 Businesses Supported:0 People Impacted:0 Policies Created:0 Efficiencies Achieved:0 Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 7.3.a 53.50 $ .00 0 0 0 0 0 Ongoing Complete MOUs to facilitate continued collaboration. 2020- 10-19 Description Work on the Cal Poly Master Plan. 2020- 10-16 Description Work on Cal Poly Master Plan and rate agreements. 2020- 10-16 Description Work on Cal Poly Master Plan. 2020- 10-16 Description Work on Cal Poly Master Plan. 2020- 10-13 Description Meetings with Cal Poly and Wallace group related to Master Plan and Water and Sewer rate agreements. Strategy #8 Community PartnersStrategy #8 Community Partners Hours Spent 34.00 Money Spent .00 Customers Retained:0 Businesses Supported:0 People Impacted:0 Policies Created:0 Efficiencies Achieved:0 Tactic 8.1 Align current City agreements and initiatives with Community and Regional Partners around economic recovery efforts to optimize work efforts and resources. Hours Spent 16.00 Money Spent .00 Customers Retained:0 Businesses Supported:0 People Impacted:0 Policies Created:0 Efficiencies Achieved:0 Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 8.1.a 16.00 $ .00 0 0 0 0 0 Ongoing Update partnership agreements to reflect changing conditions and new agreed-upon work plans with existing and new Community and Regional Partners to promote economic recovery. 2020- 10-12 Description SLOCOG Tactic 8.2 Develop internal City protocols to ensure efficient and coordinated communication and access to resources with all Community and Regional Partners. Tactic 8.2 Develop internal City protocols to ensure efficient and coordinated communication and access to resources with all Community and Regional Partners. Hours Spent 12.00 Money Spent .00 Customers Retained:0 Businesses Supported:0 People Impacted:0 Policies Created:0 Efficiencies Achieved:0 Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 8.2.a 12.00 $ .00 0 0 0 0 0 Ongoing Centralize communications documentation and support communication alignment. 2020- 10-12 Description Phasing strategy Tactic 8.3 Creatively and adaptively support arts and cultural partners in their missions to further develop a vibrant community. Hours Spent 6.00 Money Spent .00 Customers Retained:0 Businesses Supported:0 People Impacted:0 Policies Created:0 Efficiencies Achieved:0 Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 8.3.a 6.00 $ .00 0 0 0 0 0 100 Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent Coordinate with the Children's, Art, and Historical Museum and SLO Rep uses of Lot 10 to social distance for activities. 2020- 10-12 Description Conducting meetings with SLO REP Theater to provide opportunity in holding outdoor theater events in the park/grass area between City Hall and SLO REP Theater once SLO County Health Dept provides authorization to hold sanctioned events. Strategy #9 Quality of Life Hours Spent 3291.00 Money Spent 11850.00 Customers Retained:20 Businesses Supported:14 People Impacted:83000 Policies Created:3 Efficiencies Achieved:3 Tactic 9.1 Through City programs and staff, infrastructure, facilities, parks, open space, will continue to be well maintained to enhance residents' and the community's quality of life. Hours Spent 3120.00 Money Spent 11800.00 Customers Retained:0 Businesses Supported:0 People Impacted:80000 Policies Created:1 Efficiencies Achieved:0 Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 9.1.a 3120.00 $ 11800.00 0 0 80000 1 0 Ongoing Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent Ranger Service will continue to maintain the City's open space and informational kiosks providing safe trails and educating users about appropriate use. 2020- 10-16 Description open space maintenance and development (miossi) 2020- 10-16 Description Ranger work on open space maintenance and trail building at new open space (miossi). Working on miossi trailhead improvements. Continue to patrol open space to mitigate COVID-19 spread and monitor social distancing. 2020- 10-16 Description 3 Ranger LBT's work on open space maintenance. Working on trail building at new open space (miossi) and miossi trailhead improvements. Continue to patrol open space to mitigate COVID-19 spread and monitor social distancing. 2020- 10-15 Description Lead Ranger Staff in maintaining Open Space and monitoring users. Work includes building trails, fire fuel reduction, trailhead improvements, etc. Re- routed trails to be one-way in order to mitigate COVID-19 exposure. Outcome Maintaining the City's Open Space impacts approximately 80000 people (daytime population) in San Luis Obispo. Many users are not SLO residents. And even those who do not use the City's Open Space benefit from fire fuel reduction and trail amenities such as parking lots, etc. Tactic 9.2 Based on the phase, provide appropriate recreational programming, and collaborate with businesses and community organizations to promote, sponsor and/or support activities and events in parks, neighborhoods, and downtown to enhance the 'SLO Life' and reconnect the community Hours Spent 171.00 Money Spent 50.00 Customers Retained:20 Businesses Supported:14 People Impacted:3000 Policies Created:2 Efficiencies Achieved:3 Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 9.2.a 21.00 $ .00 0 0 0 0 0 Ongoing Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent Staff follow current health orders, develop operating materials, and help connect event producers about what is appropriate use as allowed by state and local orders. 2020- 10-22 Description Events- Worked with potential and or canceled event holders about appropriate use as allowed by local and state orders 2020- 10-12 Description Events - Communicating with event producers about appropriate use as allowed by state and local orders 9.2.b 79.00 $ .00 0 0 500 0 1 Ongoing Staff provide markings and set up for 'safe' socially distanced events and use of public facilities. 2020- 10-14 Description Safety signage for SLO Swim Center and Parks/Playgrounds 2020- 10-14 Description Safety signages for SLO Swim Center and Parks/Playgrounds 2020- 10-14 Description Safety signages for Golf Course and Parks/Playgrounds 2020- 10-14 Description Safety signages/course modification for Golf Course 2020- 10-12 Description Youth Return to Sports - Field Allocations Outcome Provided field space for youth sport organization to hold physically distanced clinics and practices and City fields 2020- 10-12 Description Updating park and playground signages with CDC/State/County messaging Outcome More informed and safe use of facilities 9.2.c 71.00 $ 50.00 20 14 2500 2 2 Ongoing Encourage businesses stay, grow, and thrive in SLO that have products or values aligned with healthy lifestyles and the SLO Life. 2020- 10-22 Description Fitness in Park Program - weekly conversations and email coordination with participating businesses 2020- 10-12 Description Fitness in the Parks - Communicating with local business owners Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 2020- 10-12 Description Created system to provide SLO fitness/wellness businesses the opportunity to conduct workouts/classes in City Parks. Reduced permit fee and park priorities in order to sustain business and provide service to their clients. Outcome Modified and made more efficient permit process to allow businesses to operate and remain viable. 2020- 10-02 Description Need input from Greg A on fitness in the parks Outcome The initial support has been vis Fitness in the parks and the reduced parking enforcement. Overall X business have been supported to date. Need input from Greg A Strategy #10 Resiliency Hours Spent 598.00 Money Spent 7500.00 Customers Retained:0 Businesses Supported:450 People Impacted:0 Policies Created:2 Efficiencies Achieved:0 Tactic 10.1 Use the Community Vulberability Assessment / Safety Element Update public engagement process to host roundtable discussions about resiliency in the face of multiple emergencies. Hours Spent 347.00 Money Spent .00 Customers Retained:0 Businesses Supported:0 People Impacted:0 Policies Created:2 Efficiencies Achieved:0 Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 10.1.a 339.00 $ .00 0 0 0 0 0 Ongoing Facilitated contingency planning and engagement of the public in planning for and living through extraordinary events. 2020- 10-19 Description Worked with the staff team to review and gain Admin approval for the Resiliency Roundtable concept, including membership, charter and process 2020- 10-14 Description Continued working with CDD on Resilient SLO. Reviewed administrative draft baseline report and began initial outreach. 2020- 10-12 Description Fliers and outreach 2020- 10-12 Description Reach code implimentation and building retrofit program. Resilient SLO Project 2020- 10-07 Description Working with City Clerk on virtual public meeting format/protocols; community education 10.1.b 8.00 $ .00 0 0 0 2 0 Participate in regional emergency planning scenarios and readiness for all emergencies. Leverage skills honed in Spring/Summer 2020. 2020- 09-25 Description Completed Pandemic and Utilities Shut-off ANNEX to be adopted into 2020 Emergency Operations Plan. Outcome Both ANNEX will support and improve response to major utility outages such as a Public Safety Power Shut-off by PG&E and improve our response to Pandemic Disasters such as the current COVID-19 response. Tactic 10.2 Prepare plans for multiple possible outcomes related to future waves of the Covid-19 pandemic to mitigate economic damage associated with a large second wave, or multiple waves of infection in the future. Tactic 10.2 Prepare plans for multiple possible outcomes related to future waves of the Covid-19 pandemic to mitigate economic damage associated with a large second wave, or multiple waves of infection in the future. Hours Spent 226.00 Money Spent .00 Customers Retained:0 Businesses Supported:0 People Impacted:0 Policies Created:0 Efficiencies Achieved:0 Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 10.2.a 226.00 $ .00 0 0 0 0 0 Ongoing City Planning staff continue to follow, monitor, and be vigilant in advanced planning in response to COVID-19 to assist the community. 2020- 10-19 Description Reviewed EOC contingency plans and continuity of service plans to ensure that staff is prepared should the pandemic take a turn for the worse. EOC planning efforts include implementatio of EOC Teams, updating IAPs, conducting briefings, reviewing and approving situation/status reports, and supporting the various EOC Teams with their assignments 2020- 10-12 Description EOC 2020- 10-12 Description Resilient SLO Project 2020- 10-07 Description Shawna plus team. IAP preparation.Advanced planning research and reporting Tactic 10.3 Implement best practices in business retention and attraction. Tactic 10.3 Implement best practices in business retention and attraction. Hours Spent 25.00 Money Spent 7500.00 Customers Retained:0 Businesses Supported:450 People Impacted:0 Policies Created:0 Efficiencies Achieved:0 Action Hours Spent Money Spent Customers Retained Businesses Supported People Impacted Policies Created Efficiencies Achieved Percent 10.3.a 20.00 $ .00 0 250 0 0 0 Ongoing Staff actively involved in making connections with businesses. 2020- 10-15 Outcome Staff across the organization have been reaching out directly to businesses. Not only have the higher profile teams (Open SLO, TIPP-FAST) been reaching out but we have also had front line staff making calls (100+) to the heavily impacted business sectors to make sure they are aware of the programs we are offering. 10.3.b 5.00 $ 7500.00 0 200 0 0 0 25 Partner with SBDC to support expanded business coaching. 2020- 10-02 Outcome In addition to the normal SBDC activities, the City sponsored two workshops for the highly impacted business sectors of restaurants, retail and fitness. In addition to the workshops being held live they are available to anyone online.