HomeMy WebLinkAboutItem 5 - Budget Goal Setting
CULTURAL HERITAGE COMMITTEE AGENDA REPORT
SUBJECT: 2019-2021 Cultural Heritage Committee Goal Setting and the Financial
Plan/Budget Process.
FROM: Brian Leveille, Senior Planner
DISCUSSION
Every two years the City adopts a budget and financial plan. To prepare for the budget process,
all City departments and advisory bodies are asked to identify their goals and major work programs
for the next two years. The City Council then uses this information, along with public comment
and other input to set community priorities and allocate resources to accomplish the most important
City goals.
Advisory body members are involved in the goal setting process to provide important input as
representatives of the community, with special expertise and experience working locally within
their specific area of representation. Below are some key points to consider as the City embarks
on the goal-setting process:
1. The Council is seeking advisory body input fo cused on the purview of the advisory body,
but is also interested in input on other issues important to the community.
2. Advisory body input is highly valued by the Council and the staff.
3. Goals can include completing projects from a previous work program.
4. Identifying priorities implies recommending fewer rather than more goals to the Council.
The CHC should recommend only those activities that can reasonably be accomplished in
the two-year budget period and can reasonably be accomplished with limited resources.
Objective
This is a public process and citizens are encouraged to contribute. Tonight’s meeting will result
in two items: 1) a list of CHC goals and implementation programs; and 2) a letter from the CHC
Chair to the City Council outlining recommended goals and programs, and if necessary, requesting
resources for specific activities (staff will prepare the letter for the Chair’s signature).
GOAL SETTING
Current Recommended Goals: 2017-2019
Provided below are the goals that the CHC recommended during the 2017-2019 budget cycle:
Update Inventory
1. Update the 35-year-old Historic Resource Inventory
The California Office of Historic Preservation recommends updating historic resource inventories
every five years. San Luis Obispo has not done a global revision in thirty-five years, making
Meeting Date: October 22, 2018
Item Number: 5
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development decisions difficult and unpredictable. The CLG grant-funded City of San Luis Obispo
Citywide Historic Context Statement of 2014 logically leads to a historic resource survey.
Financial Plan
2. Develop a self-funding program for City-owned historic sites and buildings.
These range from the National Register Carnegie Library and Jack House and Garden to City Hall and
numerous adobes.
Historic Districts
3. Re-evaluate new and existing historic district boundaries.
New districts may include a West End Historic District encompassing the area of Higuera and Marsh
Streets southwest of the Downtown Historic District and an Anholm Addition Historic District
surrounding Broad Street north of US Route 101.
Future Recommended Goals: 2019-2021
As the City begins the 2019-2021 financial planning and budget cycle, the ARC has the
opportunity to review their current goals, update them as necessary, and identify any new goals,
programs and/or project.
Goal Setting Process
At the meeting, staff will provide a brief presentation introducing the budget process, advisory
body role, and status of previous recommended goals. The City last revised its goals and work
program in October 2016, in preparation for the 2017-2019 Financial Plan/Budget. Staff, advisory
bodies, and Council members are now preparing for the nex t Financial Plan cycle: 2019-2021.
During past goal-setting sessions, the CHC has generally followed the steps outlined below.
1. Review and understand the goal-setting and Financial Plan/Budget process.
2. Evaluate previous goals and work programs. Determine which goals and programs were
accomplished and can be deleted or ones that no longer reflect the aims of the CHC.
3. Determine which goals or programs have not been completed and should be carried
forward.
4. Identify new goals or programs for possible inclusion in the work program.
5. Prioritize the goals and programs, based on the CHC’s goals, community needs and input,
opportunities, or special or urgent conditions; and
6. Identify activities which may require additional resources to accomplish, including special
funding for specific survey, tasks or consultant work (i.e. historic inventories or research),
construction or other implementation costs, additional staff time, etc. This may include
references to possible community partnerships or outside funding sources.
The Committee will establish goals for the next two years and identify three to five key tasks or
programs it intends to complete in the period. The Committee should discuss how these goals and
activities relate to important Council goals and at the same time, consider the fiscal context for the
goal-setting process, including resources needed to accomplish the task.
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Next Steps
Advisory body goals are due by November 17, 2018. All advisory bodies will receive a
consolidated listing of all recommended advisory body goals by November 21, 2018. This
provides an opportunity to review what other advisory bodies see as high community priorities. It
is also an opportunity to revise goals accordingly if the Commission so chooses. Final changes are
due by December 15, 2018. The Council will receive the final report with all advisory body
recommendations before they begin the goal-setting process in January 2019.
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