City of San Luis Obispo, California
College to expand internship, mentorship, civic engagement, and volunteer opportunities to help build a strong sense of community and reduce the likelihood of talent moving away after completing their studies.
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. Aim to attract young families who may have a desire to return to the City to be closer to existing family. High earners, entrepreneurs, and remote workers are reasonable targets.
3.3.5. Support the talent recruitment efforts of local employers.
3.3.5.1 Ensure that employers are aware of the data and information available that can inform potential employees about the community.
3.3.5.2 Respond to specific employer requests for community data and information.
3.3.5.3 Work with employers to identify other sources of community data and information that would assist in their employee recruitment efforts.
3.4. EDUCATIONAL PARTNERSHIPS. Leverage educational partnerships to create and grow pathways to Moderate Income+ jobs that strengthen the local economy.
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. Clean energy jobs tend to offer higher wages and have lower barriers to entry. Encourage the development of career and technical education as well as other certificate programs aimed at high demand skilled trades and professions for the renewable energy and sustainable agriculture sectors.
3.4.2. Continue to advocate for solutions that can help to address the systemic issues with childcare.
3.4.3. Partner with the Chamber to regularly inform local and regional training providers of skilled labor needs of employers.
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.
3.4.3.2 Share relevant BRE visit insights as well as industry and workforce trends with training partners.
3.4.3.3 Facilitate introductions between workforce training providers and major employers to build relationships and identify areas of need.
City of San Luis Obispo, California
SECTION 3
City of San Luis Obispo, California
IMPLEMENTATION
The implementation of the updated EDSP will be paramount in continuing to advance the economic vitality of the City. Successful implementation of the update will encourage job creation, support for infrastructure development, public-private and public-public partnerships, and business retention and expansion. To this end, the update includes a five-year implementation matrix (see Figure 4 for a sample implementation matrix) 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 update. It includes detailed strategies, staff roles and responsibilities, potential partnerships, a timeframe for implementation, and metrics for measuring success.
Ongoing monitoring of the metrics provided will also be crucial in measuring the City’s progress over time.
The majority of the metrics that will be monitored, like those on the employment scorecard and on the City’s website were developed under the previous EDSP and are applicable to the updated version. Where new metrics are needed, they will be identified and monitored as required.
Implementation of the first two years of the plan is currently funded, and funding for years three to five will be determined in the future during the City's budgeting process.
Figure 4. Sample Implementation Matrix
City of San Luis Obispo, California
SECTION 4
City of San Luis Obispo, California
CONTEXT
To provide a foundation for the strategic planning process, TIP’s discovery phase included extensive community engagement (illustrated in Figure 1, page 4) and a robust analysis of economic and demographic data. This section provides highlights from the San Luis Obispo Community Vision Survey 2023, which was conducted as part of the community outreach efforts, and from the Economic Context Analysis. The Economic Context Analysis examined the factors influencing the San Luis Obispo economy and was delivered as an interactive data visualization. These qualitative and quantitative inputs informed the preparation of an analysis of the City’s strengths, weaknesses, opportunities, and threats, a summary of which is presented in this EDSP update.
SURVEY OVERVIEW
TIP conducted an online survey of residents' vision for the City of San Luis Obispo. The survey was open for a four-week period between March 1, 2023, and March 31, 2023, and drew 982 respondents. The survey instrument opened with basic questions about respondent location and demographics. The remainder of the survey included six questions directed at respondent perceptions of and vision for the City of San Luis Obispo. All responses were confidential. Question-by-question survey results are provided in an interactive data visualization that was delivered separately and made available on the EDSP 2023 Update page. Findings from the survey were used to guide the direction of the strategic plan.
Nearly all respondents (98.5 percent) were located in San Luis Obispo County and 75.2 percent were residents of the City. Millennials were the dominant age group in the survey (representing 300 out of 943 respondents who provided this information), followed by Baby Boomers (292), Gen X (241), Gen Z (75), and pre-Boomers (35). The survey was not designed to be a scientific sample, though the pool of respondents was large enough and stratified enough to yield valuable and relevant input from City residents.
Affordability is top of mind.
When asked about words they most associated with San Luis Obispo, 66 out of 867 respondents wrote in the word expensive (Figure 5, page 26). Likewise, the City’s cost of living was viewed as a weakness, receiving the lowest rating among 15 variables on economic performance. What could make the City even better? More than 300 respondents favored an increase in the housing supply. And 44 respondents referenced the cost of living in write-in responses. A lower cost of living aligned with respondents’ vision for the next 10 years, with 327 choosing affordability as the operative word for the coming decade.
The topic of sustainability is also front and center.
When asked about words they most associated with the City, 246 respondents chose sustainability. A similar number (241) also selected it as the word that represents their vision for the City over the next decade.
Respondents’ hopes in this area were also reflected in the fact that 36 respondents referenced sustainability when asked what would make the City an even better place to live. Climate resilience and sustainability were also assigned slightly above average scores when assessing the City’s strengths.
City of San Luis Obispo, California
Figure 5. San Luis Obispo Today
Which word or phrase do you most associate with the City of San Luis Obispo? Source(s): Results from San Luis Obispo Community Vision Survey 2023 compiled by TIP Strategies, Inc.
Note(s): Respondents were offered the option to select up to five choices from a predetermined list (provided response) or to write in their own (custom response).
Figure 6. San Luis Obispo Tomorrow
Which word or phrase best captures your vision for the City of San Luis Obispo economy in the next 10 years? Source(s): Results from San Luis Obispo Community Vision Survey 2023 compiled by TIP Strategies, Inc.
Note(s): Respondents were offered the option to select up to five choices from a predetermined list (provided response) or to write in their own (custom response). Only two custom responses were provided for this question, which are not shown in Figure 6: business friendly (1) and family oriented (1).
City of San Luis Obispo, California
Talent development and attraction are viewed as priorities.
More than 250 respondents indicated local workforce development as a way to better support SLO’s residents. An even larger number of respondents (260) mentioned the importance of job creation. Of 23 potential priorities for the City’s economy, career exploration and workforce development topped the list.
Three other workforce-related topics―entrepreneurial support, vocational training, and talent attraction―ranked among residents’ top 10 priorities.
Figure 7. Relative Regional Strengths
On a scale of 1 to 5, how is the City of San Luis Obispo’s economy performing in each of these areas? Source(s): Results from San Luis Obispo Community Vision Survey 2023 compiled by TIP Strategies, Inc.
City of San Luis Obispo, California
San Luis Obispo’s lack of demographic diversity was not lost on survey respondents.
Of the 15 potential strengths that respondents were asked to evaluate, diversity received the second lowest average score. Cost of living was the only variable that scored lower. But respondents expressed hope for improvement. Some 154 respondents specified equitable growth as a way the City could better support residents. And another 109 respondents indicated that prioritizing inclusion is a way to better support residents. Equitable was the adjective selected by 127 respondents that best captures their vision for the next 10 years. Another 117 respondents selected inclusive.
Figure 8. Setting Priorities
On a scale of 1 to 5, how should these economic development planning efforts be prioritized to create the most dynamic economic environment for the City of San Luis Obispo?
Source(s): Results from San Luis Obispo Community Vision Survey 2023 compiled by TIP Strategies, Inc.
City of San Luis Obispo, California
ECONOMIC CONTEXT
As part of the strategic planning process, TIP conducted a targeted assessment of factors that define San Luis Obispo’s overall competitiveness and are of greatest concern to economic decision-makers. The analysis was completed as part of TIP’s discovery phase. Initial data collection began in February 2023 and the work extended over a three-month period. An in-depth analysis was delivered to the City as an interactive data visualization, which is available for exploration via a publicly accessible link. Highlights from this analysis, summarized below, informed and guided the direction of the strategic plan update.
The City’s population is growing more slowly than the region or the state.
San Luis Obispo has experienced modest population growth over the past three decades, adding just over 5,300 residents since 1990. Growth trends for the City were negative for much of the early 1990s. By contrast, San Luis Obispo County’s growth has mirrored the state and the US. Following an extended period of relatively flat population growth during the 2000s, however, the City has demonstrated a steady upward trajectory through much of the past decade and in 2022 was the only City in the County to increase in population.
Figure 9. Population Trend Comparisons
Percentage change in population from 1990
Source(s): US Census Bureau, Population Estimates Program; Moody's Analytics; TIP Strategies, Inc.
Note(s): Population estimates prior to 2010 are sourced from Moody's Analytics. Estimates from 2010 to 2022 are sourced from the Census Bureau's Population Estimates Program vintages 2020 and 2022. City of San Luis Obispo population estimates are available through 2021.
City of San Luis Obispo, California
Educational attainment levels in the City far exceed the state and the US.
Slightly more than one-half (51.6 percent) of San Luis Obispo residents age 25 years and older have a bachelor’s degree or higher, compared to roughly one-third of adults statewide (35.2 percent) and nationally (33.7 percent). A look at this indicator by census tract reveals some variation. However, among those tracts for which a reliable estimate could be obtained, even the lowest level of attainment exceeds state and national levels.
Figure 10. Distribution of Residents with a Bachelor’s Degree or Higher by Census Tract Share of the adult population age 25 years and older, with comparison to the City of San Luis Obispo, the state, and the US Source(s): US Census Bureau, American Community Survey (ACS) 2021 5-year aggregate sample; TIP Strategies, Inc.
Earnings for many in-demand occupations fall below the City’s Moderate Income+ goal.
The City’s Moderate Income+ earnings target is based on the County’s Area Median Income (AMI). It includes moderate (81-120 percent of AMI) and workforce income (121-160 percent of AMI). As an example, for 2023, the Moderate Income+ threshold for a household of four begins at $91,611 (81 percent of AMI). A four-person household with one income earner would need to make at least $44.04 in full-time hourly wages to meet the Moderate Income+ baseline. Single-person households would need to earn at least $64,111 annually, or $30.82 hourly, to meet the threshold.
2 A review of local job postings suggests that workers in the majority of positions that employers are seeking earn well below this level. With the exception of registered nurses and sales reps, the bulk of the earnings distribution for workers in the area’s top 10 in-demand occupations falls 2 Calculation assumes 40 hours per week for 52 weeks, or 2,080 hours.
64.3%
64.1%
63.1%
58.9%
54.0%
54.0%
52.5%
51.6%
50.8%
50.1%
46.7%
45.2%
43.5%
39.0%
35.3%
33.7%
Census Tract 112.02
Census Tract 116
Census Tract 112.01
Census Tract 110.02
Census Tract 111.05
Census Tract 115.05
Census Tract 111.04
City of San Luis Obispo
Census Tract 111.01
Census Tract 111.03
Census Tract 113
Census Tract 109.02
Census Tract 110.01
Census Tract 115.01
California
US
City of San Luis Obispo, California
between $10 and $20 per hour, well below the Moderate Income+ target. Workers in the upper end of the earnings distribution for many of these low-paying occupations also tend to earn significantly less than workers across all occupations. It should be reiterated that the occupations shown in Figure 11 reflect the estimated earnings of the most commonly sought occupations based on job openings posted over a one-year period. They do not reflect the earnings of the City’s overall job base or the extent to which the Moderate Income+ target has been met.
Figure 11. Distribution of Hourly Earnings for City of San Luis Obispo Workers in Demand Occupations Top 10 occupations based on share of San Luis Obispo County job postings, February 2022 to February 2023 Each circle represents one of five earning percentiles (10th, 25th, 50th, 75th, and 90th). Circle color indicates how earnings in the occupation compare with the distribution of local earnings across all occupations. Redder circles indicate the occupation’s earnings are less than overall earnings in that percentile; bluer circles indicate earnings are greater than overall earnings. Circle size represents the estimated number of jobs that fall within the percentile.
Source(s): US Bureau of Labor Statistics (BLS); Lightcast 2023.1—Quarterly Census of Employment and Wages (QCEW) Employees, Non-QCEW Employees, and Self-Employed; TIP Strategies, Inc.
Note(s): Includes non-staffing, unique, active job postings for full-time, part-time, and flexible positions between February 2022 and February 2023. Hourly earnings are in 2021 USD.
City of San Luis Obispo, California
SWOT ANALYSIS
During the discovery phase of the project, the
consulting team gathered qualitative input from
interested parties in San Luis Obispo
concerning local economic development
issues, including via the community visioning
survey described previously. In addition, TIP
conducted quantitative data analyses to
understand the City’s competitive position in the
region.
The results of these efforts informed the
strengths, weaknesses, opportunities, and
threats (SWOT) analysis summarized in Figure
13 (page 33). In developing the analysis,
consideration is given to the City’s degree of
control over the trends, assets, and challenges
identified (Figure 12).
The four components of a SWOT analysis can
be defined as follows.
• STRENGTHS: Assets and resources that
can be built on to grow, strengthen, and
diversify the local/regional economy.
• WEAKNESSES: Liabilities and barriers to economic development that could limit economic growth potential.
• OPPORTUNITIES: Competitive advantages and positive trends that hold significant potential for the attraction of new businesses, investments, and skilled workers. • THREATS: Unfavorable factors and trends (often external) that could negatively affect the local/regional economy.
Figure 12. SWOT Overview
Source(s): TIP Strategies, Inc.
City of San Luis Obispo, California
Figure 13. Summary of City of San Luis Obispo SWOT Analysis
STRENGTHS WEAKNESSES
• Proximity to major markets
• Extensive outdoor and recreational assets
• High quality of life
• Higher education institutions (Cal Poly and Cuesta College) • Diverse economy
• Strong education, healthcare, and tourism sectors
• Vibrant Downtown
• Historical and cultural assets
• Growing innovation infrastructure
• Entrepreneurial ecosystem
• Regional collaboration
• High educational attainment levels
• High cost of living
• Housing affordability and availability
• Reliance on low-wage jobs
• Limited space for commercial development
• Limited public transportation options
• Lack of specialized healthcare
• Childcare availability
• Regional transportation system
• People experiencing homelessness
OPPORTUNITIES THREATS
• Career pathways to high-wage jobs
• Technology sector development
• Affordable housing
• Talent retention and attraction
• Sector growth that supports sustainability goals
• Expanded DEI efforts
• Impacts of climate change
• Displacement (families/lower-wage workers having to
relocate to distant, more affordable communities)
• Economic disruptions
• Supply chain shortages
Source(s): TIP Strategies, Inc.
City of San Luis Obispo, California
CLIENT: City of San Luis Obispo, California
PLAN NAME: 2023 Economic Development Strategic Plan Update TIP CONTACT: Mishka Parkins, [email protected] | Alex Cooke, [email protected] 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
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
ABOUT THIS DOCUMENTMATRIX COMPONENTSABBREVIATIONS 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 dropdown 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 | 2023 ESP Update Page 147 of 1711 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 | 2023 ESP Update Page 148 of 1712 ONGOING FY24 FY25 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 9
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 9
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
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
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
1.1.3.3 Participate in the Downtown SLO business visits program on a regular basis. ED&T DSLO Q31.1.3.4 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 Q11.1.3.5 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
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 9
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 9
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 9
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 9
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 9
1.1.6. Provide support to help entrepreneurs, innovators, and new businesses participate in the clean energy transition. ED&T SNR, ECOSLO 91.2.1. 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 91.2.2. 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 9
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
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 9
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
1.2. ENTREPRENEURIAL SUPPORT. Continue to bolster the entrepreneurial ecosystem by improving access to resources, education, and networks for entrepreneurs.
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.
City of San Luis Obispo, California | 2023 ESP Update 3 Page 149 of 171 ONGOING FY24 FY25 FY26-FY28 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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1.2.5. 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 9
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 9
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 Q41.2.6.2 Continue to enhance the online presence of the region and the City to attract entrepreneurs and investors. ED&T CIE, DSLO, REACH, SLOCC 91.2.6.3 Partner with local organizations to amplify the City’s messaging and reach a wider audience. ED&T CIE, DSLO, REACH, SLOCC 91.2.6.4 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 9
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 9
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 9
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 9
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 9
1.3.1.4 Include a communications plan for keeping businesses informed before, during, and after a disaster. ED&T SLOCC, DSLO, COM 91.3.1.5 Specify the roles and responsibilities of business support partners predisaster, during, and post-disaster. ED&T FIRE, CIE, DSLO, SLOCC 9
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 9
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 91.3.2.2 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 9
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 9
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 9
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 9
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 9
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.
1.4. SMALL BUSINESS DEVELOPMENT. Continue to support the small business community to sustain growth.
City of San Luis Obispo, California | 2023 ESP Update 4 Page 150 of 171 ONGOING FY24 FY25 FY26-FY28 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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1.4.2. 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 91.4.3. Use information gathered from the business license demographic questions to reach out to specific types of businesses to help determine the unique needs of minorityowned businesses and develop a plan to address identified challenges with assistance from relevant partners.
ED&T DEI, SLOCC, CIE 9
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
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 9
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 9
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 9
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 9
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 9
1.5.5.1 Attend the Developer’s Roundtable events and other economic development related sessions. ED&T CDD 91.5.5.2 Support the new Community Development Department and Community Services leadership on process improvements. ED&T CDD 9
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 9
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 91.5.8. 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 9
1.5. BUSINESS SUPPORT INFRASTRUCTURE. Maintain efforts to develop and grow business support infrastructure and tools.
City of San Luis Obispo, California | 2023 ESP Update 5 Page 151 of 171 ONGOING FY24 FY25 FY26-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 9
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 9
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 9
2.1.3. Ensure continued messaging alignment with Visit SLO CAL where appropriate. ED&T SLO CAL 92.1.4. Elevate the unique identity of each neighborhood to increase awareness of amenities beyond the Downtown core. ED&T CDD, SLOCC Q4
2.1.4.1 Develop and promote an identity for each neighborhood that reflects its culture and history. ED&T CDD, SLOCC Q42.1.4.2 Showcase and support neighborhood businesses through marketing and promotional efforts. ED&T CDD, SLOCC 92.1.4.3 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 9
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 9
2.2.1. Personalize the SLO experience and advance the “Live the SLO Life” brand by leveraging storytelling. ED&T SLOCC, DSLO 9
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 Q1
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 9
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 9
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 92.2.2.2 Publicize historical or cultural landmarks that represent diverse communities. ED&T DEI, SLOHC 92.2.2.3 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 9
2.2.2.4 Partner with local business that reflect the diversity of the City. ED&T SLOCC, DSLO 9
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 92.2.4. 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 92.2.5. Enhance both the virtual and the physical wayfinding between the various areas of the City and Downtown. ED&T PW, CDD, DSLO 92.3.1. 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 92.3.2. 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 9
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.2.3. DOWNTOWN VITALITY. Continue to support and maintain a vibrant and dynamic urban core that attracts people and businesses.
City of San Luis Obispo, California | 2023 ESP Update 6 Page 152 of 171 ONGOING FY24 FY25 FY26-FY28
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
2.3.3. 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 Q12.3.3.1 Determine additional sites to be added to the current feasibility study. ED&T CDD Q12.3.4. Support innovative and alternative funding methods and service models to address the needs of the Downtown area. ED&T DSLO 92.3.5. Support opportunities that speed the implementation of the Downtown Concept Plan. ED&T CDD 92.3.6. 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 Q22.4.1. 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 Q12.4.2. 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 92.4.3. Investigate the alignment of artistic and cultural initiatives across the City. ED&T SLOAC, SLOMA, CDD, DSLO, DEI Q22.4.4. 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. ED&T PR, COM 92.4.5. Engage the Office of DEI to develop initiatives that encourage increased participation in arts programming by underserved groups, including youth. ED&T DEI, SLOAC 92.4.6. 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 92.4.7. Continue the Citywide banner program. [M.C.G. 1.4(e)] ED&T DSLO 92.4.8. Evaluate additional opportunities to expand support of the cultural vitality of the community as part of the 2025–2027 goal-setting process. ED&T 92.5.1. 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 9
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 9
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 9
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 9
2.5.4.1 Aligning with the City’s sustainability goals. ED&T PW, SNR 92.5.4.2 Expanding mass transit by increasing frequency of service and providing more routes. ED&T PW 92.5.4.3 Integrating different modes of transportation, such as shared bikes or electric scooters. ED&T PW 92.5.4.4 Improving the pedestrian and cycling infrastructure. ED&T PW 9
2.5. INCLUSIVE NEIGHBORHOOD PLANNING. Encourage inclusive neighborhood planning efforts that benefit residents and encourage both housing production and economic activity.2.4. CULTURAL VITALITY. Strengthen working relationships with and maintain financial support of the arts community to enrich the cultural offerings throughout the City.
City of San Luis Obispo, California | 2023 ESP Update 7 Page 153 of 171 ONGOING FY24 FY25 FY26-FY28
3.1.1. Continue to update the employment scorecard and the economic activity scorecard. [M.C.G. 1.1(e)] ED&T CDD 93.1.2. Promote and increase awareness of Moderate Income+ jobs with existing and potential employers. ED&T SLOCC, SLOP, SLOWDB 9
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
3.1.3. Prioritize support for talent development efforts that target occupations offering higher wages and benefits. ED&T SLOCC, SLOP, SLOWDB, CCC 93.1.4. 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 9
3.1.5. Investigate ways to determine a proxy measurement to track progress of growing Moderate Income+ jobs. ED&T CDD 93.1.6. Work with local employers to identify and promote professional and career development opportunities for workers outside the workplace. ED&T SLOP, SLOWDB 93.1.7. 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 93.1.8. Initiate an update to the zoning regulations, with Community Development leaders, to further incentivize and streamline the review and permitting of day care centers, including consideration of relaxed property development standards.
ED&T CDD Q4
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)] ED&T PR, Cal Poly, SLCUS 9
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
3.2.2. Develop relationships with the coworking facilities to promote opportunities to engage with and contribute to the community. ED&T Cal Poly Q13.2.3. 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 93.2.4. Investigate with partners opportunities to develop programs and tools to help engage new employees. ED&T SLOCC, DSLO 93.3.1. Leverage existing tourism marketing materials and strategies detailed in the TBID marketing plan to support any new talent attraction efforts. ED&T Q33.3.2. 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 9
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 93.3.4. 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 93.3.5. Support the talent recruitment efforts of local employers. ED&T SLOCC 9
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 93.3.5.2 Respond to specific employer requests for community data and information. ED&T SLOCC 93.3.5.3 Work with employers to identify other sources of community data and information that would assist in their employee recruitment efforts. ED&T SLOCC 9
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
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.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.
City of San Luis Obispo, California | 2023 ESP Update 8 Page 154 of 171 ONGOING FY24 FY25 FY26-FY28 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
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 93.4.2. Continue to advocate for solutions that can help to address the systemic issues with childcare. ED&T UWSLO, CFSLO 93.4.3. Partner with the Chamber to regularly inform local and regional training providers of skilled labor needs of employers. ED&T SLOCC 9
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 93.4.3.2 Share relevant BRE visit insights as well as industry and workforce trends with training partners. ED&T SLOCC 93.4.3.3 Facilitate introductions between workforce training providers and major employers to build relationships and identify areas of need. ED&T SLOCC 9
3.4. EDUCATIONAL PARTNERSHIPS. Leverage educational partnerships to create and grow pathways to Moderate Income+ jobs that strengthen the local economy.
City of San Luis Obispo, California | 2023 ESP Update 9 Page 155 of 171
Item 7b
Department: Administration
Cost Center: 1021
For Agenda of: 7/18/2023
Placement: Business
Estimated Time: 60 Minutes
FROM: Greg Hermann, Deputy City Manager
Prepared By: Teresa Purrington, City Clerk
SUBJECT: CONSIDER CREATING A COMMITTEE TO REVIEW ELECTIONS
CAMPAIGN REGULATIONS AND/OR COUNCIL COMPENSATION
RECOMMENDATION
Discuss and consider creating a committee to review Elections Campaign Regulations and/or Council Compensation, which would:
1. Elections Campaign Regulations – Review whether the maximum allowable contribution should be lowered to $250 to align with Senate Bill 1439.
2. Council and Advisory Body Compensation –
a) Review the full Council compensation package and compensation for Planning Commission and Architectural Review Commission members and make recommendations to the City Council no later than May 1, 2024; b) Or, defer the appointment of a Council Compensation Committee and direct staff to return in April 2024 with an increase to Council compensation consistent with the Council Policies and Procedures (CP&P 2.1.1) authorization to provide Consumer Price Index (CPI) increases to Council, Planning Commission, and Architectural Review Commission salaries without appointing a Council Compensation Committee.
Policy Context
Elections Regulations – Municipal Code Chapter 2.40 outlines Elections Campaign Regulations and Section 2.40.040A establishes the current total contribution limit per person at $300. Section 2.40.140 provides that the Council may appoint a committee of at least five citizens to study the efficacy of this Chapter.
Council Compensation - Charter Section 410 provides that compensation for the Mayor and Council shall be reviewed biennially in even years and Resolution No. 9189 (2001 Series) provides that Planning Commission and Architectural Review Commission compensation will be reviewed with the biennial review of the Council compensation.
Item 7b
DISCUSSION
Elections Campaign Regulations and SB 1439
Approved by the Governor in September 2022 and effective January 1, 2023, Senate Bill 1439 (SB 1439) broadens the scope of Section 84308 of the Political Reform Act to prohibit local elected officials from taking part in licensing, permitting, and other use entitlement proceedings involving a party or participant who has contributed more than $250 to the official within the 12 months prior to the proceeding. SB 1439 also extends the period in which an official is prohibited from receiving a contribution exceeding $250 from a party or participant in the proceeding from three to 12 months after the final decision. The full text of SB 1439 is provided in Attachment A.
Gov. Code Section 84308 contains the following restrictions applicable to local elected officials, as amended by SB 1439:
1. 12 Months Prior to Proceeding (Disclosure and Recusal): An officer of an agency must disclose on the record of the proceeding and recuse themselves from a decision on a license, permit, or other entitlement for use if the officer has willfully or knowingly received a contribution of more than $250 in the preceding 12 months from either:
a. A party or their agent within the preceding 12 months, or b. A participant or participant’s agent if the official knows or has reason to know that the participant has a financial interest as defined in the Political Reform Act.
i. A “participant” is defined as anyone who has a financial interest in the decision as defined in the Political Reform Act, who lobbies officers or employees of the agency, testifies in person before the agency, or otherwise acts to influence officers of the agency. Note this definition would apply to a neighbor of a project whose property is materially impacted under FPPC Regulation 18702.2 and who speaks at the hearing or contacts the city to oppose the project.
2. During and 12 Months After Proceeding (Campaign Contribution Prohibition): An officer of an agency is prohibited from accepting, soliciting, or directing a contribution of more than $250 from a party or participant to a proceeding, or his or her agent, while the proceeding is pending and for 12 months after the date of the final decision in the proceeding.
3. Opportunity to Cure: An official has a limited opportunity to cure:
a. Contributions made 12 months prior to the decision: The officer may participate in the decision if the officer returns the contribution or the portion in excess of $250 within 30 days from the time the officer knows, or should have known, about the contribution and the proceeding involving a license, permit, or other entitlement for use.
Item 7b
b. Contributions made within 12 months after the decision: The officer may cure the violation by returning the contribution, or the portion in excess of $250, within 14 days of accepting, soliciting, or directing the contribution, whichever comes latest, but only if the officer did not knowingly and willfully accept, solicit, or direct the prohibited contribution.
The City of San Luis Obispo’s Elections Campaign Regulations regarding campaign contributions were last reviewed and amended in 2013. At that time the total per-person contribution limit was set at $300. At the Council’s retreat on April 6, 2023, Council requested that staff bring an item to Council to consider lowering the per-person contribution limit to $250 to align with SB 1439. In response, staff indicated that the Council would need to appoint an Elections Campaign Regulation Review Committee to review the proposed change; however, upon further review of Municipal Code Section
2.40.140, it states that the Council may appoint a Committee, which gives Council discretion on whether to appoint the Committee or not. In other words, the Council could lower the per-person contribution amount without appointing a committee by directing staff to return with the appropriate ordinance.
Council Compensation
Charter Section 410 provides that compensation for the Mayor and Council shall be reviewed biennially in even-numbered years. Recommended adjustments would then become effective the following January for the next two-year period. The Council Policies and Procedures (CP&P) Chapter 2 outlines the implementation of the review of compensation. In April 2022, Council adopted Resolution No. 11318 (2022 Series), which amended the CP&P to allow for Consumer Price Index (CPI) increases in lieu of forming a Council Compensation Committee (Attachment B).
Committee Formation
If Council decides to create both the Elections Campaign Regulations Committee and the Council Compensation Committee, then staff recommends consolidating the topics into one committee. The factors that lead to this recommendation are the time and work effort required to assemble multiple advisory committees, the staff time and work effort needed to support the two committees, and the impact to staff’s current workload.
When a committee has been convened, past practice has been that Council Members nominated individuals to serve on the committee by submitting names to the City Clerk.
The City Clerk recruited individuals using the following criteria: 1) by first calling those qualified to serve and who received more than one nomination and 2) by contacting one nominee from each Council Member who had submitted recommendations. In the past, in the event that a member was unavailable to attend a committee meeting, Council has appointed alternates. Committee Members who have served in the last 10 years are listed in Attachment C.
Item 7b
If the Council opts to proceed with the committee review, staff recommends that the City Clerk receive names of individuals from Council members by August 15, 2023, that the City Clerk confirm interest with individuals suggested, and that the names of all interested individuals be presented to Council and the public for discussion at the September 5, 2023, City Council meeting.
Previous Council or Advisory Body Action
The last review of the Council, Planning Commission, and Architectural Review Commission’s compensation was in 2022. At that time, Resolution No. 11318 (2022 Series) was adopted, providing a biennial CPI increase to the Council, Planning Commission, and Architectural Review Commissions’ compensation in lieu of appointing a Council Compensation Committee.
Public Engagement
No public engagement has been done for this item; however, the public will have an opportunity to comment on this at the meeting. Furthermore, should the Council appoint a committee, these meetings will be open to the public and any recommendations will be presented at a publicly noticed meeting.
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.
FISCAL IMPACT
Budgeted: Yes Budget Year: 2023-24
Funding Identified: N/A
Fiscal Analysis:
Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $ N/A $ $ $
State
Total $N/A $ $ $
The cost to staff a committee is anticipated every two years when the budget is approved for the City Administration and IT Department.
Item 7b
ALTERNATIVES
1. Council could decide to forego the creation of the Elections Campaign Regulations Review Committee. As Council is not required to create said Committee, they could direct staff to return at a future meeting to present an ordinance, which would lower the per-person contribution limit from $300 to $250.
2. Council could decide to forego the creation of a Council Compensation Committee. As Council is not required to create said Committee, they could opt to approve just the biennial CPI increases to Council, Planning Commission, and Architectural Review Commission salaries, as authorized by Resolution No. 11318 (2022 Series).
3. Appoint a separate Council Compensation Committee. Direct staff to begin the process to convene a Council Compensation Committee to review the entire compensation package for Council, Planning Commission, and Architectural Review Commission. Staff does not recommend this option as staff time and resources are stretched thin with previously identified priorities.
4. Appoint a separate Elections Campaign Regulations Review Committee. Direct Staff to begin the process to convene an Elections Campaign Regulations Review Committee to consider lowering the per-person contribution limit from $300 to $250, in alignment with Senate Bill 1439. Staff does not recommend this option as staff time and resources are stretched thin with previously identified priorities.
ATTACHMENTS
A - Senate Bill 1439 Campaign Contributions
B - Council Policies & Procedures Chapter 2 (Council Compensation) C - Previously Appointed Elections Campaign Regulations Review Committee and Council Compensation Committee Members
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Council Policies & Procedures Manual (rev. 05/02/2023) Page 21
CHAPTER TWO
COUNCIL COMPENSATION
Council compensation and benefits are established every other year by Council action after the Council Compensation Committee conducts a biennial review and makes a recommendation (see Section 2.6).
2.1 SALARIES FOR MAYOR AND COUNCIL MEMBERS
Compensation for services rendered in an official capacity shall be established by resolution duly adopted and consistent with the rules established in the Charter.
2.1.1 CONSUMER PRICE INDEX INCREASES
Consumer Price Index (CPI) increases will be applied to Council, Planning Commission, and Architectural Review Commission salaries biennially. CPI increases are not subject to review by a Council Compensation Committee.
2.2 RETIREMENT, MEDICAL, DENTAL, VISION AND LIFE INSURANCE The Mayor and Council Members shall be entitled to City-funded participation in P.E.R.S. retirement. The City shall contribute an amount equivalent to that received by City department heads monthly towards the Mayor and Council Members’ participation in PEMCHA, dental, vision, and life insurance. Any unexpended amount shall not be distributed to the Mayor and Council Members in cash. If the Mayor and Council Members elect to opt out of medical, dental, and vision that individual member will receive the opt-out amount equal to City department heads.
Individual Council Members may waive any or all of the compensation provided to them. Such a waiver shall affect only the individual choosing to waive compensation for the period of time specified by that individual. An individual waiver shall not be binding on any other current or future Council Member. Should any Council Member wish to make a change in their individual compensation, staff will process a personnel action form to effectuate this change.
2.3 PROFESSIONAL DEVELOPMENT
Allowances shall be budgeted for the Mayor and each Council Member as follows:
2.3.1 PROFESSIONAL DEVELOPMENT - INCLUDING TRIPS AND MEETINGS For costs of professional development and educational conferences designed to improve understanding of and proficiency in municipal affairs.
Said allowance shall be used for out-of-county expenses only and shall be reimbursed in accordance with accepted City Travel Guidelines.
Council Policies & Procedures Manual (rev. 05/02/2023) Page 22
2.3.2 START UP ALLOWANCE
An additional professional development allowance shall be budgeted to each new Mayor and Council Member to help accelerate their comprehension of municipal and legislative operations during the first 12 months following the taking of office and the amounts shall be as set forth in the applicable financial plan adopted by the Council.
2.4 CITY BUSINESS AND MILEAGE REIMBURSEMENT
Quarterly allowances shall be budgeted for the Mayor and each Council Member as stated in the Financial Plan.
2.4.1 CITY BUSINESS
For costs incurred in connection with official City business. Said allowance shall be used for in-county expenses and shall include all meals, tickets, periodicals, dues, subscriptions, and similar miscellaneous expenses.
2.4.2 MILEAGE
For official travel within the County of San Luis Obispo, reimbursement shall be made upon submittal of an official mileage expense form:
2.5 GENERAL PROCEDURES AND LIMITATIONS
Appropriate budgetary practices and accounting controls shall be established to ensure that expenditures and reimbursements are in compliance with approved budget allocations. The Mayor and each Council Member is expected to plan business activities so as to stay within their budget. When exceptional circumstances require that additional amounts be allocated to accounts, formal Council action shall be required.
2.5.1 ACCOUNTING
An account shall be established in the name of each Council Member with all expenditures charged to the individual Council Member or Mayor. If any account is depleted prior to the end of the fiscal year, additional allocations shall require a specific action of the City Council. Claims for reimbursement as specified in Section 2.4, above, may be submitted monthly but the aggregate of three-monthly claims may not exceed the quarterly maximum.
Receipts shall be submitted within the fiscal year. The Council budget shall be available for review in the City Clerk's Office and the Mayor and Council Members shall receive periodic statements.
Council Policies & Procedures Manual (rev. 05/02/2023) Page 23
2.5.2 REIMBURSEMENT LIMITATION
The City's adopted Travel Guidelines shall govern all expenditures for non local professional development and conferences. These guidelines include all non local official meals, tuition or fees, transportation to meeting sites, materials, and telephone usage.
2.5.3 SPECIAL EXPENSES
For occasions when the Mayor and/or a Council Member is designated by the City Council to represent the City at special meetings, reimbursement shall be made from an unallocated Travel Expense Account.
2.5.4 OTHER GUIDELINES
Any other travel-related issue not specifically governed in these Policies and Procedures shall be adjudicated in accordance with the City of San Luis Obispo adopted Travel Guidelines.
2.5.5 DISCLOSURE AND REPORTING REQUIREMENTS
The Political Reform Act of 1974 (Government Code sections 87200) requires local public officials to file a Statement of Economic Interest (Form 700) to disclose certain investments, interests in real property, sources of income, gifts, loans and business positions when assuming office, annually and when leaving office.
2.6 COUNCIL COMPENSATION COMMITTEE
A seven-member review committee may be appointed no later than the last City Council meeting in January in even-numbered years and shall bring its proposed recommendations in resolution form to the City Council no later than the first City Council meeting in May.
2.6.1 MEMBERSHIP
The committee membership shall have as broad a representation as possible, including but not limited to, one previously elected official, one Personnel Board member, and one citizen at large.
2.6.2 REVIEW RESPONSIBILITY
The committee shall review the full Council compensation package including salary, benefits, expense reimbursement, professional development allowances, and any other compensation provided the City Council. Review should include, but shall not be limited to:
1) Compensation of Council Members and Mayors of cities of similar population/budget size;
Council Policies & Procedures Manual (rev. 05/02/2023) Page 24 2) Compensation practices of both Charter and General Law cities; 3) Government Code provisions for General Law cities;
4) Council Member and Mayor responsibilities in San Luis Obispo at the time of the committee's review;
5) Any structural changes that may have occurred in municipal government either as a result of state legislation or by actions of the local electorate that may have added to, or deducted, from the duties and responsibilities of the Council Members and/or Mayor.
Elections Campaign Regulations Committee Former Members 2009
John Ewan
Ty Griffin
Mike Latner (Alternate)
Christine Mulholland
Pam Voges
Dodie Williams
2013
Jerri Carrol
Andrea Devitt
Ty Griffin
Wilda Rosen
Allen Settle
Bob Shanbrom
Council Compensation Committee Former Members
2014 Members
John Ewan – Previously Elected Official
Marcia Nelson – Personnel Board Member
Amy Kardel – Citizen-at-Large
Ken Tasseff – Citizen-at-Large
Gordon Mullin – Citizen-at-Large
2016 - Council Compensation review not conducted
2018 Members
John Ewan – Previously Elected Official
Frank Guyton – Personnel Board Member
Louise Matheny – Citizen-at-Large
Dale Stocker – Citizen-at-Large
Brett Strickland – Citizen-at-Large
Alternate
Louise Justice
2020 Members (changed to 7 members)
Dan Rivoire – Previous Elected Official
Cal Stevens – Personnel Board Member
Audrey Bigelow – Citizen-at-Large
Kim Bisheff – Citizen-at-Large
Garrett Otto – Citizen-at-Large
Jenn Stubbs – Citizen-at-Large
Ron Yukelson – Citizen-at-Large
2022 – No Committee formed, biennial CPI increases implemented (R-11318, 2022)