San Luis Obispo City Council
February 8, 2025

City Council

SPECIAL MEETING AGENDA

Saturday, February 8, 2025, 9:00 a.m.

Council Chambers, 990 Palm Street, San Luis Obispo

SPECIAL MEETING OF THE CITY COUNCIL
Time was incorrectly posted as an 8:30 a.m. start time, the Meeting will begin at 9:00 a.m.

The Council Goal Setting workshop will be available to view on the City's website, YouTube Channel, or Channel 20. Attendees of City Council or Advisory Body meetings are eligible to receive one hour of complimentary parking; restrictions apply, visit Parking for Public Meetings for more details.

INSTRUCTIONS FOR PUBLIC COMMENT:

Public Comment prior to the meeting (must be received 3 hours in advance of the meeting):

Mail - Delivered by the U.S. Postal Service. Address letters to the City Clerk’s Office at 990 Palm Street, San Luis Obispo, California, 93401.

Email - Submit Public Comments via email to [email protected]. In the body of your email, please include the date of the meeting and the item number (if applicable). Emails will not be read aloud during the meeting.

Voicemail - Call (805) 781-7164 and leave a voicemail. Please state and spell your name, the agenda item number you are calling about, and leave your comment. Verbal comments must be limited to 3 minutes. Voicemails will not be played during the meeting. *All correspondence will be archived and distributed to councilmembers, however, submissions received after the deadline may not be processed until the following day.

Public Comment during the meeting:

Meetings are held in-person. To provide public comment during the meeting, you must be present at the meeting location. Verbal comments must be limited to 3 minutes and may only address items listed on the agenda.

Pages

1. CALL TO ORDER
Mayor Erica A. Stewart will call the Special Meeting of the San Luis Obispo City Council to order.

2. PLEDGE OF ALLEGIANCE
Council Member Jan Marx will lead the Council in the Pledge of Allegiance.

3. PUBLIC COMMENT FOR ITEMS ON THE AGENDA ONLY
Public Comment will be taken at approximately 2:00 PM after the Council's discussion of the Goals. As this is a Special Meeting, comments are limited to addressing items listed on the agenda and must be kept to 3 minutes.

4. CITY COUNCIL WORKSHOP
*All times are estimates
9:00 AM Welcome
Mayor Erica A. Stewart
9:05 AM Introduction and Budget Context
Whitney McDonald, City Manager and Emily Jackson, Finance Director 9:20 AM Review of Community Input and Forum Results
Staff
9:35 AM Agenda Overview/Process and Guidelines
Sommer Kehrli, Facilitator
9:40 AM Discuss Goals for 2025-27 and Review Prioritization Council
12:00 PM Break
12:30 PM Continued Discussion of Goals and Review Prioritization Council
2:00 PM Public Comment for items on the agenda
Teresa Purrington, City Clerk
2:30 PM Discuss Next Steps
Council / Staff

4.a 2025-27 FINANCIAL PLAN PROCESS: COUNCIL GOAL SETTING

WORKSHOP
7 Recommendation:

Consider information and community feedback (to-date) for deliberation during the goal-setting process in order to develop Major City Goals and define associated desired outcomes for the 2025-27 Financial Plan; and

1. Direct Staff to return to the City Council with recommended preliminary work programs, a draft Capital Improvement Plan, and proposed budget appropriations in April 2025 to support core departmental services and advance Major City Goals.

2. 5. ADJOURNMENT
The next Regular Meeting of the City Council will be held on February 18. 2023 with Closed Session at 5:00 p.m. in the Council Hearing Room, and the Regular Meeting at 5:30 p.m. in the Council Chambers at City Hall, 990 Palm Street, San Luis Obispo.

LISTENING ASSISTIVE DEVICES for the hearing impaired - see the Clerk.

The City of San Luis Obispo wishes to make all of its public meetings accessible to the public. Upon request, this agenda will be made available in appropriate alternative formats to persons with disabilities. Any person with a disability who requires a modification or accommodation in order to participate in a meeting should direct such request to the City Clerk’s Office at (805) 781-7114 at least 48 hours before the meeting, if possible. Telecommunications Device for the Deaf (805) 781-7410.

City Council meetings are televised live on Charter Channel 20 and the City's YouTube Channel: www.youtube.com/CityofSanLuisObispo. Agenda related writings or documents provided to the City Council are available for public inspection in the City Clerk’s Office located at 990 Palm Street, San Luis Obispo, California during normal business hours, and on the City’s website https://www.slocity.org/government/mayor-and-city-council/agendas-andminutes. Persons with questions concerning any agenda item may call the City Clerk’s Office at (805) 781-7114.

City of San Luis Obispo, Council Memorandum
City of San Luis Obispo
Council Agenda Correspondence
DATE: February 6, 2025
TO: Mayor and Council
FROM: Greg Hermann, Deputy City Manager
VIA: Whitney McDonald, City Manager
SUBJECT: ITEM # 4a - 2025 Goal Setting Workshop for the 2025-27 Financial Plan As outlined in the 2025 Council Goal-Setting Workshop Agenda report, staff are providing two additional documents via agenda correspondence ahead of the workshop. These documents will support the Council's discussions during the workshop:

1. Major City Goal Update – A comprehensive update on the status of current Major City Goal efforts, including a list of completed items.

2. Combined Council Pre-Work Submittals – A summary compiled by the third-party facilitator, combining Councilmembers' pre-work submissions into an overarching report. This feedback will help the facilitator prepare for Council discussions and direction during the goal-setting meeting.

Staff are also recommending a slight adjustment to the agenda, which will allow more time to present the Community Forum results and provide some additional budgetary context to prepare the Council for the goal-setting discussion:
9:00 a.m. Welcome, Mayor
9:05 a.m Introduction and Budget Context, City Manager and Finance Director 9:20 a.m. Review of Community Input and Forum Results, Staff 9:35 a.m. Agenda Overview/Process and Guidelines, Facilitator 9:40 a.m. Discuss Goals for FY 2025-27 and Review Prioritization, Council 12:00 p.m. Break
12:30 p.m. Discuss Goals for FY 2025-27 and Review Prioritization, Council 2:00 p.m. Public Comment, City Clerk
2:30 p.m. Discuss Next Steps, Council/Staff
Attachments:

A- Major City Goal Update
B- Combined Council Pre-work Submittals

Staff Agenda Correspondence Attachment A:

Major City Goal Update
The tables on the following pages provide a comprehensive update on the status of current Major City Goal initiatives, including a list of completed items from the 2021-23 Financial Plan, which had the same overarching goals. The tables include:

1. The current status of the task and updated completion date (if applicable). The statuses are color-coded:

2. The outcome of the task and whether it has been operationalized

3. Tasks that would require additional resources in the 2025-27 Financial Plan, should the Council choose to continue them, are highlighted in orange in the right-hand column. Some of these items were initially funded on a one-time basis during the 2023-25 Financial Plan.

The attachment is divided into four sections:

1. Economic Resiliency, Cultural Vitality and Fiscal Sustainability Page 2

2. Diversity Equity and Inclusion Page 7

3. Housing and Homelessness Page 10

4. Climate Action, Open Space, and Sustainable Transportation Page 14

5. Tasks completed during the 2021-23 Financial Plan Page 20 Historical Major City Goal Investments
The table below presents the estimated additional operating budget appropriations for Major City Goals from the past two financial plans. However, it does not reflect the total investment in these goals, as it excludes staff time and overhead costs, which are difficult to quantify. It also does not account for costs already included in the City’s base budget before the 2021-23 Financial Plan.

On track
Task delayed or potential setbacks with workable solutions Problems emerged with no solution yet
Major City Goal SOBCs FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 One-time
DEI $ 427,232 $ 435,102 $ - $ -
Economic Resiliency, Cultural Vitality & Fiscal Sustainability 1,619,857 841,744 606,000 556,000 Climate Action, Open Space, and Sustainable Transportation 269,972 133,337 50,000 50,000 Housing and Homelessness 662,326 595,826 305,000 350,000 Total One-time 2,979,386 2,006,009 961,000 956,000
Ongoing
DEI 178,898 194,995 20,000 25,000
Economic Resiliency, Cultural Vitality & Fiscal Sustainability 211,000 211,000 - - Climate Action, Open Space, and Sustainable Transportation 327,405 342,265 - - Housing and Homelessness 461,271 466,400 - -
Total Ongoing 1,178,574$ 1,214,661$ $ 20,000 $ 25,000 1,239,661$ Estimated
Cumulative
Ongoing
1

Task/ Action Completion
Date
Statu
s
Outcome

1.1 For All Members of the Community
a. Implement the relevant actions in the updated Economic Development Strategic Plan (EDSP) focusing on those
relevant to Economic Resiliency, Cultural Vitality and Fiscal Sustainability.

Ongoing
Progress on the EDSP implementation matrix is
published quarterly to the city's website.
https://www.slocity.org/business/economic‐
development/economic‐development‐strategic‐plan
b. 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 (EDSP)
Ongoing The ED&T and Office of Sustainability meet monthly to coordinate on work.
c. 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)
Ongoing
ED&T team meets monthly with DEI team to
coordiante. ED&T team met with recipients of the DEI
Business Grant to understand successes/challenges of
the program. Admin worked with the Chamber and Cal
Poly to host an Insight Studio related to DEI Business
Practices in 2024. ED team welcomed 9 new business
owners who are part of a minority community in SLO.
d. Continue to monitor local labor participation in major City projects and adjust the City's efforts as needed to ensure local labor participation through the use of Community
Workforce Agreements and other similar tools. Work to
finalize CWA for Prado Overpass and Public Safety Center.

Ongoing
Operationalized. CIP Engineering technician documents
local labor participation based upon contractor bids and certified payroll on a quarterly basis. Latest data shows 76% of CIP project worker hours are perform by local
workers.
e. Continue to update the employment scorecard and the
economic activity scorecard. Ongoing
Operationalized. Responsibility of the Economic
Development Analyst. Published quarterly on City
website.

1.2 Business Support
a. Continue activations, promotions and  programs like  "Buy Local Bonus", "Eat Local Bonus" and "Shop local" to build economic resiliency  through out the City and including downtown.

Ongoing
Not operationalized. Current funding is one‐time. Buy
Local Bonus program finished 5th successful year in
2024, Restaurant Week hosted in 2024 and shifted to
Restaurant Month in 2025.
b. 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.

Ongoing
Operationalized. Regular check‐ins with Chamber and
Downtown SLO established. Support for Cal Poly CIE
and Score has continued.
c. Continue to promote the City to tourists, visitors and locals through the efforts of the TBID and the PCC. Ongoing Ongoing. The Tourism Business Improvement (TBID) adopted their 2025‐2030 Strategic Plan in January 2025. d. 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.

Ongoing
Energov enhancements made as well as rolling out E‐
review for building permits. Adding planning and
engineering to E‐review would require additional time
and resources.
e. Ensure broad and inclusive engagement in area and
specific plans updated by the Community Development
Department to represent the needs of local businesses.

Ongoing
ED&T team supported CDD in outreach and
engagement with local businesses and hotel owners for
the Upper Monterey Area Plan work.
f. Conduct outreach and engagement with property owners and businesses in the Upper Monterey Special Focus Area to confirm scope in pursuing an area plan consistent with Land Use Element Policy 8.2.2.

FY25 Q4, In
progress
Outreach and engagement with property owners and
businesses is currently being conducted (online
engagement is ongoing, meetings held on 1/16 and
1/30)
Economic Resiliency, Cultural Vitality &
Fiscal Sustainability
Items notated with orange will require additional
resources to continue in the 2025‐27 Financial Plan
2/8 Staff Agenda Correspondence Attachment A - MCG Update Economic Resilience, Cultural Vitality, Fiscal Sustainability 2

Task/ Action Completion
Date
Statu
s
Outcome
g. Continue to support new and expanded private childcare options through the use of grant funding and other
programs.

Ongoing
Not operationalized. Current funding is one‐time. To
date, the city's grant has created 11 newly licensed
businesses and 116 slots for children, with 8 applicants pending licensure with potential to create an additional 92 slots.
h. Continue to support the childcare options for school age children through the City's own programs and programs in conjunction with other partners.

Ongoing
Youth Services has been able to expand the school
programs  and average over 800 participants per day at
the school sites (5).
i. Proactively evaluate and implement after briefing council on opportunities to partner with Cal Poly, San Luis Coastal Unified School District and other major employers for
employer supported childcare programs.

Ongoing
Staff collaborated with CP, District, and County, on the childcare facility feasibility study, as well as supported the attempt by CP for a facility Uplift Grant (which was unsuccessfulll in award)
j. Represent the interests of the business community during the implementation of the broadband strategic plan. Ongoing The ED&T team participated in the evaluation and selection of the City's partner.

1.3 Downtown Vitality
a. Continue to partner with Downtown SLO to ensure the
promotion, resiliency, growth, and vitality of the Downtown. Ongoing Collaborated closely with DSLO in response to business
challenges including construction, parking and
visitation. Addressed two large vacancies downtown
through the site selection process and a meeting with a property owner.
b. Continue to financially and operationally support
Downtown SLO during the winter holidays including
incentivizing private participation through the matching program.

Complete
FY24: The 47th annual Holiday Parade had 15,000
attendees. FY25: The 48th annual Holiday Parade had
17,000 attendees. City supported activations of Mission Plaza, including the holiday lights program.
c. Continue to support the Downtown SLO programs like
Clean & Safe, the Ambassadors and homelessness support. Ongoing Annual contract in place with Downtown SLO along with
ongoing creative collaboration on program
implementation and business responsiveness. DSLO has
renewed the Tree Lighting and Plaque program, and
ED&T collaborated with Public Works to identify eligible trees in the project area.
d. Develop a Council report and Study Session on downtown vacancies, the status and possible options to address any issues identified.

Complete Staff completed Council briefings on downtown
vacancies and vibrancy in Spring 2024.
e. Develop an implementation plan for the recently adopted Access and Parking Management Plan and begin execution
of the plan.

Ongoing
Work is ongoing within the newly created Mobility
Services Division to execute strategies for Goal 1 of the APMP (Promote mode shift by making other modes of
travel more attractive than driving alone). The Parking Rate Study and Technology Roadmap have been
adopted. Rates were reduced and technology roadmap
recommendations are being implemented to execute
strategies for Goal 2 of the APMP (Use parking spaces
efficiently, promote fiscal responsibility, ensure
availability, and improve the customer experience).
f. Begin construction of the Cultural Arts District Parking Structure. Complete
The Cultural Arts District Parking Structure broke
ground in November and construction is on schedule to
be completed in early 2026.
g. Replace the existing Mission Plaza Restrooms in
compliance with Mission Plaza Concept Plan and Council
Direction.

Q2 FY26
Work is underway and construction is expected to be
completed by end of calendar year 2025

1.4 Support Arts and Culture
2/8 Staff Agenda Correspondence Attachment A - MCG Update Economic Resilience, Cultural Vitality, Fiscal Sustainability 3

Task/ Action Completion
Date
Statu
s
Outcome
a. Continue to work with our community partners to ensure the Cultural Vitality of the City. Ongoing
Worked with over a dozen local arts & cultural
organizations to promote and implement ARTober.

ARTober will return in FY25 Q2. In July 2024, ED&T staff wrote a letter of support for an Our Town Grant for the SLO Film Festival at the Palm Theatre.  Entered into a
collaborative agreement with ED&T, DSLO, and SLO
County Arts Council to amplify the Art after Dark
program. P&R conducted the local artist workshop
series at the Library Community Room and artist
showcases at the LCC
b. Continue to execute  the City's public art master plan. Ongoing The return of the Utility Box Art program occured in
summer and fall. Partnership with SLOMA brought the
annual rotating sculpture exhibit to Mission Plaza lawn, and significant work contributed to the Garden Street
Alley art project
c. 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.

Ongoing
The 8‐month "Art Starts With" campaign was completed
in September which established 8 themed public art
promotional "reels" and garnered over 650k
impressions on social media. FY25 ongoing coordination
with Public Art Coordinator. Commissioned new
photography of additional art installations through the TBID.
d. Continue to financially support the Arts and Cultural Activities of the City through the PCC's  program and the additional grant funding via the PCC.

Ongoing
PCC has awarded $100,000 in grant funding to
organizations through the CACP program in FY24.  FY25:

CACP program grants were awarded by Council in July
2024.
e. Continue the citywide banner program. Ongoing
Evaluating the addition of a street banner location on
Morro Street. New banners were added in FY25 Q1 for
Independence Day.
f. Continue to support the preservation of the City's adobes, including work on the La Loma Adobe through a phased
approached intended to ensure that the structure is ready for active stabilization efforts by 2025.

FY25 Q4
Two keys tasks are underway: 1.) the Friends of La Loma Adobe (FLLA) have prepared plans for stabilization /
rehabilitation of the structure and developed a scope of work and cost estimating for a four‐phase "pay as you
go" approach to the project, and 2.) staff have been
working with the neighboring Nelson family and their
consultant, as well as FLLA, to address the historic lot line discrepency and will return to Council with
recommended next steps by Q4 2025.
g. Initiate implementation of the consultant recommended phased approach to update the City's historic resources inventory.

Complete
and ongoing
The City has initiated implementation of the phased
approach to udpate the historic resources inventory. A
consultant was hired in November 2023 and has
conducted multiple study sessions with the CHC. The
consultant is currently finalizing draft documents for
staff review. Staff anticipates bringing the update
forward for CHC review and recommendation in
Summer 2025.
h. Develop a Council Memorandum on the current base
level of economic support for Arts and Cultural activities across the various departments in the City.

Complete A memo was completed and distributed to Council in December 2023.

1.5 Practicing Fiscal Responsibility
2/8 Staff Agenda Correspondence Attachment A - MCG Update Economic Resilience, Cultural Vitality, Fiscal Sustainability 4

Task/ Action Completion
Date
Statu
s
Outcome
a. Continue to implement and enhance the City's sound
financial management practices to support stability of the organization and services provided to the community.

Ongoing
This ongoing task is core to the work that the Finance
Department does and will continue regardless of
adopted Major City Goals.  In the last two years, staff has updated various fiscal policies and procedures,
provided City‐wide trainings, developed a set of Budget Balancing Strategies to guide staff in development of
the City's budget, and continued to make
enhancements to the Oracle ERP.
b. Conduct a Study Session on alternative capital project delivery options and determine whether Council wishes to proceed with a Charter Amendment.

Incomplete
This item was deferred due to timing and resource
constraints. Desire for a charter amendment could be
revisited with the next financial plan.
c. Implement a City fee program update. Complete
The User Fee Study and recommended fee changes
were presented to and adopted by Council on July 2,
2024.  The updated fees went into effect on October 1,
2024.
d. Implement a Development impact fee (AB1600) study and update. FY26 Q2
The Development Impact Fee Study has been delayed
due to turnover in staff managing this project.  In
addition, there are number of policy level
considerations that need to be discussed with Council
and a study session on this topic is tentatively
scheduled for August 19, 2025.  The outcome of the
study session will determine when the study can be
completed and when staff will return to Council for
adoption of the fees.
e. Monitor Public Banking advances and alert the City
Council to major changes. Ongoing
Staff has not provided any formal updates to Council
related to public banking.  Due to considerable
economic uncertainty and liabilities associated with the banking industry, staff would not recommend
establishment of a public bank.
f. Continue to support and prioritize employee development and growth through investing in resources to train, develop, and onboard new and transitioning employees.

Ongoing Operationalized and ongoing.
g. Continue to support employees in managing their
workloads by reviewing and prioritizing work efforts, goals, and balancing trade‐offs for a new workload.

Ongoing Operationalized and ongoing.
h. Continue to evaluate and adjust internal meetings to create more effective meeting practices. Ongoing Operationalized and ongoing. i. Continue promoting cross‐department communication
and collaboration amongst employees. Ongoing Operationalized and ongoing. 2/8 Staff Agenda Correspondence Attachment A - MCG Update Economic Resilience, Cultural Vitality, Fiscal Sustainability 5

Task/ Action Completion
Date
Statu
s
Outcome
j. Continue to evaluate and enhance the training and
usability of Oracle Cloud, the City's Enterprise Resource Planning/Human Capital Management software.

Ongoing
The City continues to address compliance and usability
challenges with the Oracle Cloud Enterprise Resource
Planning (ERP) and Human Capital Management (HCM)
system. While progress has been made in resolving core
issues, outstanding concerns remain, particularly with
the payroll system and overall system usability. As a
Software‐as‐a‐Service (SaaS) platform, Oracle Cloud ERP undergoes frequent updates that pose challenges for
City staff, as these changes are difficult to fully assess before deployment in the live system. The City remains
committed to evaluating and enhancing training and
system usability to improve efficiency and compliance.

Despite ongoing challenges, in the last six months the
City recently experienced a loss of internal expertise as two of the three System Application Specialists, the IT technical resources for Oracle, resigned after securing consulting positions to implement the Oracle product.

Having invested in their growth and development, the
City now faces the departure of key resources and
subject matter experts in the Oracle system.
2/8 Staff Agenda Correspondence Attachment A - MCG Update Economic Resilience, Cultural Vitality, Fiscal Sustainability 6

Task/ Action Completion
Date
Status
Outcome

2.1 Establish Office of DEI
a. Based on the completion of the DEI Strategic Plan, determine the ongoing support structure needed in the Office of DEI to optimally deliver organizational and community programs and services.

Ongoing
Operationalized. The planned programs and operations
of the Office of DEI were evaluated and the contract
Management Fellow was converted to a regular Admin
Specialist position using existing program resources
b. Work with Cal Poly and Cuesta to host interns. Ongoing Operationalized. The Office of DEI has hosted Cal Poly
students and will continue to expand this effort when
fully staffed.
c. Further develop purpose, role, activities, and enhance impact of DEI Employee Committee, including equal standing and priority to tasks and responsibilities assigned to the members (e.g. ERGs, newsletters, cultural celebrations, trainings, internal communication, public web pages, etc.).

Complete
Operationalized. The committee has continuously met
and produced internal newsletters in addition to other
activities.  Upcoming work includes completing a
committee charter and clarifying roles and
responsibilites.
d. Continue to support and act as the staff liaison to the Human Relations Commission (HRC). Complete Operationalized. Office of DEI staff will continue to support for the HRC.
e. Continue to provide grant support to the HRC for DEI High Impact Grants, Community Development Block Grants and
Human Services Grants and complete necessary follow up and reporting with grant recipients.

Complete
Operationalized. Office of DEI staff will continue to
support the process for making DEI High Impact Grants,
Community Development Block Grants and Human
Services Grants .

2.2 Develop & Implement DEI Strategic Plan
a. Complete a DEI Strategic Plan for comprehensive DEI
initiatives and programming for the organization and
community based on needs, priorities, and resource
assessments.

Complete
Operationalized. The DEI Strategic Plan was presented to and approved by Council in February 2024 and is being
implemented. A yearly progress report will presented to Council.
b. Implementation of prioritized programs as outlined in the DEI Strategic Plan within available resources. Ongoing Operationalized. Office of DEI staff will be responsibile for implementing strategic plan tasks.

2.3 Workforce Recruitment & Retention
a. Continue to enhance job descriptions and recruiting materials such as materials in Spanish or in different formats to easy access.

Ongoing
Not Operationalized. If there is a desire to create
recruiting materials in Spanish, additional funding would be required.
b. Assess and develop enhancements processes such as
implementing DEI‐focused screening and interviewing trainings to personnel and interview panels.

FY25 Q4
Not Operationalized. This task is delayed due to the DEI Manager turnover. This work will resumed when the
position is hired, but will not be completed this fiscal year. The hiring managers are currently being
encouraged to include a DEI related interview question, but it is not required, nor are the questions standardized. c. Create and rollout DEI‐focused trainings for employees. FY25 Q4 Partially operationalized. Some efforts have been
completed and will be continued when Office of DEI is
fully staffed.
d. Examine policies and programs to support primary caretakers. Ongoing Ongoing effort and operationalized. e. Continue communicating childcare options and resources for City employees; additional to First 5 findings. Explore flex schedules, job share, remote options, etc.

FY25 Q4
The City is continuing to assess childcare options for City employees. The City does offer flex schedules and are
implementing a formal Telework Policy in FY25 Q3. A job share program has not yet been developed.

2.4 Inclusive & Equitable Workplace
Diversity, Equity, and Inclusion
Items notated with orange will require additional
resources to continue in the 2025‐27 Financial Plan
2/8 Staff Agenda Correspondence Attachment A - MCG Update Diversity, Equity, Inclusion 7

Task/ Action Completion
Date
Status
Outcome
a. Develop and adopt a DEI statement for the organization. Complete A DEI statement was developed and included in the DEI Strategic Plan.
b. Develop and implement a DEI module in new hire onboarding process.

FY25 Q4 This task is on schedule to complete
c. Provide DEI‐related training for all staff of all levels (Council, Commission, Advisory Board, Directors, Managers, Staff, etc.). Ongoing Partially operationalized. Some efforts have been
completed and will be continued when Office of DEI is
fully staffed.
d. Complete a planning study for gender‐inclusive restroom and sleeping facilities for Fire Stations 3 & 4. Process with design work pending results of study.

Complete
Study is complete and gender inclusivity is being
incorporated into design of tenant improvements for Fire Station 3 & 4.

2.5 Community‐based Policing & Restorative Practices
a. Promote DEI best practices in Police Department (PD) recruiting and hiring efforts. Ongoing
Partially operationalized. Some efforts have been
completed and will be continued when Office of DEI is
fully staffed.
b.  Work in partnership with Facilities and PD to ensure new public safety building design is equitable and inclusive for the community and all department employees.

Ongoing
Planning and design work for the Public Safety Building is on hold until completion of Tenant Improvements at
1106 Walnut. Additional design work for the public safety building is proposed to be funded as part of the next
Financial Plan CIP budget
c. Continue to work with community partners (PAC and
Roundtable) to give the community a voice in policing and that 21st Century Policing Recommendations are implemented
where possible.

Ongoing
Staff continue to collaborate with both PAC and the
Roundtable.  Meetings are held bi‐monthly and quarterly respectively.
d. Use Community partnerships to help build a 5‐year strategic plan to create transparency and legitimacy. Complete
In 2024, Police finalized a 5‐Year Strategic Plan with goals focused on: Service to Community, Community
Engagement, DEI, Recruitment & Retention, Health &
Wellness, and Improving Infrastructure, Equipment &
Technology

2.6 Cal Poly & Cuesta Partnerships
a. Establish bimonthly collaborative and informative meetings with Cal Poly Office of University Diversity & Inclusion and Cuesta College Office of Student Equity & Special Programs to further explore partnerships around education and training.

Ongoing
Partially operationalized. Some efforts have been
completed and will be continued when Office of DEI is
fully staffed.
b. Utilize the Assistant VP for Strategic Planning and Network at Cal Poly OUDI to research best practices, grants for internships, programs, outreach, innovative practices, etc.

Ongoing Operationalized. Office of DEI staff are in regular communication with Cal Poly OUDI.
c. Host City/Cal Poly quarterly roundtable (City & Cal Poly leadership, DEI Employee Committee, HRC, Cal Poly students, DEI Leaders, Cuesta College, etc.) regarding community/student experience, relationship‐building and partnership programs.

Ongoing
Partially operationalized. Some efforts have been
completed and will be continued when Office of DEI is
fully staffed.
d. Explore and develop shared multicultural programming, activities, and events with Cal Poly, Cuesta College, and Non‐ profit partners through a pilot and/or pop up multicultural center experience.

FY25 Q4
The 24‐25 Community Belonging Series is halfway
through. The Office of DEI is promoting the events in
partnership with Cal Poly.
e. Contract to develop a feasibility study for a multicultural center.

FY25 Q4
Recommendations regarding the utility of a multiculural center will included as a part of the final report on the Community Belonging Series.

2.7 Access, Inclusion, Support for Underrepresented
Communities
2/8 Staff Agenda Correspondence Attachment A - MCG Update Diversity, Equity, Inclusion 8

Task/ Action Completion
Date
Status
Outcome
a. Support the development and implementation of the
Broadband Strategic Plan to ensure access is equitable and pursue funding to fill gaps.

Ongoing Operationalized. Grant funded implementation of the Broadband Plan is underway.
b. Continue to provide Community Academy program in even numbered years including application outreach to
underserved/underrepresented communities.

Complete Operationalized. The Community Academy was offered in spring 2024.
c. Complete training for applicable staff on the City's updated Public Engagement & Noticing (PEN) to ensure diverse
participation.

Ongoing
Operationalized. The Public Engagement and Noticing
Manual has been updated and intial trainings completed.

Training will continued to be offered by Communications and Office of DEI staff.

2.8 Community Education & Programming
a. Review and embed DEI language into existing policies and procedures, codes of conduct within facilities, parks, programs, events, and rentals for services provided to the community.

Ongoing
Partially operationalized. Some efforts have been
completed and will be continued when Office of DEI is
fully staffed.
b. Include DEI Manager Financial Planning Steering Committee meetings. Ongoing Partially operationalized. DEI Manager will be included when hired.
c. Edit existing and create new policies and procedures that reflect a DEI lens for internal processes to ensure all City Departments support the DEI MCG.

Ongoing
Partially operationalized. Some efforts have been
completed and will be continued when Office of DEI is
fully staffed.
d. Provide financial assistance to qualified families through City funded scholarships for youth related programs such as:
before/after‐school childcare, spring break & summer camps, swim lessons, and after‐school sport programs.

Ongoing
Over $12,500 in financial scholarships were awarded
from July 1 ‐ January 31 to families for childcare and
youth related programming
2/8 Staff Agenda Correspondence Attachment A - MCG Update Diversity, Equity, Inclusion 9

Task/ Action Completion
Date
Status
Outcome

3.1 Housing Element Implementation:
a. Initiate a missing middle housing program that
enables "house‐scale" multi‐family housing
opportunities (duplex, tri‐plex, bungalow court, etc.) in neighborhoods where existing infrastructure (e.g.
arterial and collector streets) can support additional
infill and intensification and promote complete
neighborhoods.

FY25 Q4
The missing middle housing program has been initiated
and is being implemented through leveraging key state
laws and focused implementation in geographic areas in
combination with other MCG tasks.  Implementing state
legislation that directly promotes infill density for small lot, multi‐unit dwellings and accessory dwelling units has been accomplished through density bonus law, zoning
and subdivision regulation updates for single‐family
districts (SB9) completed in 2023, and expanding ADUs
and updates for multi‐family districts (SB684) scheduled March 2025.  Focusing additional capacity for missing
middle housing is being accomplished through the
Margarita Area (3.1.b)  and Airport Area (3.1.c) Specific Plan updates.
b. Initiate an update to the Margarita Area Specific
Plan to include more housing options of all types
(affordable, multi‐family, mixed‐use) on undeveloped
land, and work with property owners on a plan for the
completion of the Prado Road extension to Broad
Street.

Complete
The update has been initiated, and began in July 2024.

The consultant is currently working on MASP
Amendments that would increase density on existing
residentially zoned land and specifically include
opportunities and incentives to develop “Missing Middle” Housing types as well as allowing mixed‐use development on commercially zoned land. Additional funding would be needed to complete the environmental review and public
hearing process for the proposed specific plan
amendments.
c. Initiate an update to the Airport Area Specific Plan to allow mixed‐use residential development, where
appropriate and consistent with the County Airport
Land Use Plan
Complete
The update has been initiated, and began in October
2024. Amendments to the AASP have been drafted to
allow mixed‐use development in the M and C‐S zones
with a CUP. Conceptual review of the amendment was
presented to the ALUC on January 15, 2025. The ALUC
will review the proposed amendements for conformance
with the ALUP on Feburary 19, 2025 and the Planning
Commission will review the amendments on February 26,
2025. The City Council is scheduled to review the AASP
amendments on May 6, 2025.
d. Conduct a Study Session with the City Council to
identify needs and opportunities across the housing
spectrum, including various types of transitional and
supportive housing options.

Complete Study Session was held on March 5, 2024
e. Develop a scope of work for possible funding as part of the 2023‐25 Financial Plan Supplement to update
the City's parking requirements in consideration of best practices that support housing production. Strategies
may include lowering parking minimums, establishing
parking maximums, reducing parking requirements in
areas close to services and transit facilities, and other proven strategies.

Complete
Staff developed a scope of work for a parking study as
described and worked with several consultants to
understand the budget needed. It was estimated that the project would cost more than $200,000. Due to this cost, staff did not recommend that the project move forward
during the Financial Plan supplement process.

Housing and Homelessness
Items notated with orange will require additional
resources to continue in the 2025‐27 Financial Plan
2/8 Staff Agenda Correspondence Attachment A - MCG Update Housing and Homelessnes 10

Task/ Action Completion
Date
Status
Outcome
f. Implement Below Market Rate Housing best
practices including leveraging affordable housing fund
revenues, down payment assistance programs,
streamlined processing of loan documents, and
updated policies and procedures.

Complete and
ongoing
This task was completed on September 17, 2024 with the
adoption of an ordinance to update the City's
Development Impact Fee Deferral Program for Eligible
Affordable Housing Projects. Previous implementation
components of this task included leveraging affordable
housing revenues from the State’s Homekey and Pro‐
Housing Incentive programs, developing the Avila Ranch
Downpayment Assistance Program Guidelines, and
updating Below Market Rate Housing Purchase
Guidelines in October 2023.

3.2 Homelessness Response Strategic Plan (HRSP)
Implementation
a. Work collaboratively with County and key
stakeholders to coordinate regional encampment and
street outreach, including an expanded hotel voucher
program to ensure a bridge for temporary emergency
shelter
Complete and
ongoing
A hotel voucher program is funded by the City and
continues to be administered by CAPSLO to address
overflow needs at the 40 Prado Homelessness Services
Center. Emcampments are coordinated between the City,
the County and Caltrans as well as for critical
encampments on private property.  This has become
operationalized through the Homelessness Response
Team, however ongoing funding is needed each year for
vouchers.
b. Increase homelessness response communications,
resource sharing, and education, including increased
public use of Ask SLO app
Complete and
ongoing
The City has communicated information to the public
regarding current practice to address homeless
encampments and consistency with recent Supreme
Court rulings and recent orders by the California
Govenor.   In June, the City conducted a Community
Forum and distributed a resource guide and FAQs found
on the City's website.  The Homelessness Response team
continually responds to public inquiries via AskSLO.
c. Expand implementation of digital encampment
management tool internally and for potential
countywide use or explore using other countywide
systems shared with other regional partners.

Complete and
ongoing
The City implements Compassionate Assistance
Mitigation and Prevention (CAMP) Standards as a
framework to help reduce the negative impacts of
homelessness and coordinates cleanup activities through an internal management tool (Survey 123).  Staff
continue to explore additional options for City outreach staff to access regional platforms in coordination with program goals, including HMIS and Octavia.

Homelessness Response staff are also working with the IT Department to expand the City's internal management
tool to allow outreach teams to track client data and
coordinate outreach and referral efforts.
2/8 Staff Agenda Correspondence Attachment A - MCG Update Housing and Homelessnes 11

Task/ Action Completion
Date
Status
Outcome
d. Leverage additional funding from other partner
agencies for Mobile Crisis Unit (MCU) program, and
Community Action Team (CAT) and service expansion;
develop sustainable safe parking programs; and pilot
additional transitional shelter programs with regional
partners
Complete
City staff leverage funding programs include working with County Behavioral Health and Licensed Pych Tech
program as well as the MediCal Enhanced Care
Management Outreach providers.  A Homelessness
Reponse Annual Budget Summary has been developed to
track program funding and to assist in the ongoing dialog with partner agencies regarding leveraging regional
funds. The Overnight Safe Parking Program at 40 Prado
was expanded to 12 spaces in FY2024 and the Rotating
Overnight Safe Parking Pilot Program for 12 additional
safe parking spaces was approved at Planning
Commission in January 2025. Funding for safe parking
programs would be needed to continue to provide
capacity.
e. Support County and regional partners in pursuing
and implementing funding resources as appropriate
given the City's role for services, and transitional and permanent supportive housing,  including Encampment
Resolution Funding and Project Homekey grants
Complete and
ongoing
The Calle Joaquin Homekey closed escow for acquisition
on September 13, 2024 for 75 units of supportive
housing; and the supportive housing units at the
Anderson Hotel that were at‐risk of loss, have reopened.

The City continues collaboration with SLO County on
transitional and supportive units, such as those expected in the Welcome Home Village Project.
f. Continue to develop the City's Safe Housing Outreach and Education Program, including preparation of a
Council Memo on options for protecting renters,
including homelessness prevention strategies.

Complete and
ongoing
On July 2, 2024 a Memorandum on Renter Protections
was released to address what protections are currently
available to renters and what additional measures cities are permitted to take to protect their renting community.

This information can be found online at
www.slocity.org/housing. Code Enforcement continues to
develop educational materials and strategies for the
public, and these activities can be undertaken by code
enforcement as time and resources allow.  Further
development of a program would require additional
resources.
g. Monitor and update the two‐year Homelessness
Response Strategic Plan to align with Countywide Plan
to Reduce Homelessness, other regional and state
opportunities, and in advance of next City financial
plan
Complete
On June 18, 2024 staff provided an update to City Council on implementation of the 2022‐24 Homelessness
Response Strategic Plan and Council adopted the 2024‐26 plan, which included modifications to strategic objectives, funding priorities, and key tasks.

3.3 Environmental Clean‐up in Creeks and Open Space
a. Environmental clean‐ups in creek and open space
areas associated with abandoned personal property
and trash. (Funding approved on March 7, 2023)
FY25 Q4
To date in FY24‐25, Parks & Recreation Ranger Services
has addressed 27 encampments in creeks and open
spaces, cleaning up 5,245 pounds of trash.
b. Environmental clean‐ups in City Parks and public
spaces associated with abandoned personal property
and trash. (Funding approved on March 7, 2023)
Ongoing
To date in FY24‐25, Public Works has addressed 71
encampments in City Parks and public spaces, cleaning up over 50,000 pounds of trash.

3.4 Public Safety
2/8 Staff Agenda Correspondence Attachment A - MCG Update Housing and Homelessnes 12

Task/ Action Completion
Date
Status
Outcome
a. Maintain SLOPD bike patrol program as staffing
allows Ongoing
The department is diligently working to ensure the Bike Patrol program remains staffed and operational in the
downtown area. While staffing challenges have
prevented the program from being fully staffed, we
continue to deploy bike patrols, and they are proving to be effective. As we actively hire and bring on new
personnel, these staffing issues are being addressed, and we anticipate improved coverage moving forward.
b. Implement the new Community Service Officer
program over the next fiscal year to ensure
effectiveness and improvements in quality of life
surrounding homelessness issues in the downtown
(funding approved on March 7, 2023)
Complete
The department increased the total number of
Community Service Officers from three to six.  Expanding the CSO program has enabled the department to provide
additional focus efforts in the downtown and still provide ongoing support to the City.  The department's CSO
program is robust and an effecitve use of personnel to
support Patrol, Traffic Safety and CAT.
2/8 Staff Agenda Correspondence Attachment A - MCG Update Housing and Homelessnes 13

Task/ Action Completion
Date
Status
Outcome

4.1 Implement the Climate Action Plan and Lead by Example 2023‐25 Work Plans h. Continue to monitor impacts to Municipal Code 8.11
(All‐Electric New Buildings), and if necessary return to Council with an alternative approach to achieving the
City's climate action goals as they relate to new buildings.

Complete
Operationalized. Council adopted a new buildings and existing buildings reach code, which were completed with staff time and 3CE technical support and are implemented via budgeted staff time. These will require updating in 2025 and 2026, which can be done with staff resources.
j. Continue SB 1383 implementation by developing an
inspection and enforcement program and complying with
procurement requirements for organic waste and paper
as called for in CAP Circular Economy task 1.1.A and

1.1.B.

Ongoing
Compliance with SB 1383 continues to be monitored and
enforced by City staff and through partnerships with San Luis Garbage Company and the SLO County Integrated Waste
Management Authority.
k. Continue to support the IWMA on facilitating the City's edible food recovery programs as called for in CAP
Circular Economy task 1.1.C, 1.2.A, and 1.3.A.

Ongoing Staff continues to support the IWMA on facilitating the City's edible food recovery programs.
a. Continue to install electric vehicle chargers and replace fleet vehicles as needed with all‐electric alternatives as called for by CAP Lead by Example task 1.1.A .

Ongoing Operationalized. Projects are in the CIP, subject to approval and funding.
b. Continue to electrify the bus fleet as called for by CAP Lead by Example task 1.1.A. Ongoing Operationalized. Projects are in the CIP, subject to approvaland funding. c. Complete installation of solar panels at the City's Bus Yard, Fire Station 1, and Sinsheimer Pool as called for by CAP Lead by Example task 1.1.A.

FY25 Q2 Staff updated contracts in 2024 and expect constructionto be completed in 2025.
e. Apply the "Sustainable SLO" mark to City infrastructure and assets and conduct a general awareness outreach
program as funding and staff resources allow, as called for by CAP Lead by Example task 1.1.B.

Ongoing
Operationalized. Administered by Sustainability and Natural Resources; implementation responsibility rests with owner of each new asset for complying with the Sustainable SLO style guide.
f. Provide ongoing support for Central Coast Community
Energy Policy and Operations Board Members, and
engage in staff level policy and program development, as called for by CAP Clean Energy task 1.1.A
Ongoing
Operationalized. Morro Bay will represent the City of San Luis Obispo in 2025 and 2026 per the  Memorandum of
Understanding that identified how the shared board seat will be filled. Staff continue to work with 3CE staff on effective program deployment in the agency and in the community.
g. Pursue funding, and if feasible, create the "Green and Healthy Buildings” service to educate the community and connect building owners with resources, federal funding, incentives, financing, contractors, and streamlined
permitting as called for by CAP Green Buildings Task

2.1.B, 2.1.C, and 2.1.D, and CASE Program HE‐4.7.

Ongoing
Staff obtained Department of Energy funding to implement this task. The funding for staffing support will expire in February of 2026 and the work will be carried forward by existing staff resources.
i. Conduct a study session, and pending Council direction, develop an equitable framework for cost effective
building electrification retrofit policies, with an initial focus on additions and alterations, as called for by CAP Green Buildings Task 2.1.E.

Ongoing
Staff completed the study session and completed an existing builing reach code. Staff will continue to advocate for equitable and impactful statewide building performance
standards and will advocate to bring voluntary statewide home energy score programs to the City.

Items notated with orange will require additional resources to continue in the 2025‐27 Financial Plan
Climate Action, Open Space and
Sustainable Transportation
2/8 Staff Agenda Correspondence Attachment A - MCG Update Climate Action, Open Space and Sustainable Transportation 14

Task/ Action Completion
Date
Status
Outcome
Sustain, Manage, and Enhance the City's Greenbelt and
Make Progress on Planting 10,000 trees by 2035 Ongoing
In support of tree planting, the City completed its first Community Forest Plan, initiated and maintains an
interdepartmental "Keys for Trees" program in partnership with ECOSLO wherein TBID allocates funds towards planting trees, and the official 10Tall website, created in partnership with Cal Poly, tracks progress on tree plantings and as of April 2024 reports that nearly 3,000 new trees have been planted in both private and public spaces. Management of the City
Greenbelt open space properties is operationalized in
partnership with Ranger Service.  Enhancement occurs on a case‐by‐case basis as funding and resources are available (see task 4.2.i).

4.2 Sustain, Manage, and Enhance the City's Greenbelt and Make Progress on Planting 10,000 trees by 2035 a. Actively implement opportunities to purchase open
space lands and permanent land conservation
agreements in furtherance of the City's Greenbelt
Protection Program as called for by CAP Natural Solutions task 1.1.A.

Ongoing
The Greenbelt Protection Program is operationalized, although each project is discrete and carried out in accordance with City Council approval and guidance. The City has historically enjoyed significant matching of CIP funding with outside grant funds to complete land conservation purchases.
b. Complete installation of adopted trail systems at the Irish Hills Natural Reserve and at Miossi Open Space. Ongoing New and expanded trails were installed at Irish Hills Natural Reserve (Bog Thistle Trail and King Trail) and significant storm‐ related repairs were required and completed at Miossi Open Space before additional new trail work can be undertaken.

This work will continue beyond the 2025‐27 Financial Plan, however, personnel, equipement, and volunteer resources are operationalized.
c. Identify and implement trail alignment revisions, if feasible, and other solutions to reduce erosion and wet weather closures and address trail user safety and
enjoyment at Reservoir Canyon Natural Reserve.

Ongoing
The Bowden Ranch portion of Reservoir Canyon Natural
Reserve was significantly impacted by the Lizzie Fire, however a realignment of the "Firefighter Trail" will begin in
winter/spring of 2025.
d. Continue Open Space education activities including the "hikes with experts" series, Junior Ranger Camp, and
ongoing public information and programming, with
emphasis on equity and equitable access.

Ongoing
These programs are opererationalized, however increasing opportunities for equity and equitable access is still in development and staff are evaluating grant funding to provide additional resources towards these goals. The Jr. Ranger Camps qualify for financial funding assistance throught the Parks & Rec youth scholarship program.
e. Continue implementation by Ranger Service staff of all Open Space maintenance activities including establishing a replacement schedule for Open Space trailhead
improvements, as well as replacement or repair of Open
Space fencing currently in disrepair, all as set forth in the adopted Open Space Maintenance Plan
Ongoing
Ongoing and operationalized.  Storm and fire related damage have required additional attention and resources.  Major repair / restoration efforts have occurred at Righetti Hill, Cerro San Luis, Miossi Open Space, and Reservoir Canyon.

Scheduled replacements of bridges and fencing have also been implemented.
f. Continue ongoing Ranger Service patrol of Open Space areas ensuring compliance with the City Open Space
regulations, the safety of users, and protection of natural resources values and functions.

Ongoing Ongoing and operationalized.
g. Implement priority projects at Righetti Hill Open Space consistent with the Conservation Plan (if adopted in May 2023).

Ongoing
Implementation of the second trail phase is scheduled for winter / spring 2025 following repair of the erosion gulluy above Hillside Drive and developer's installation of concrete paths leading to the planned trailhead location.
h. Continue to work with community groups on tree
planting in creeks and open space areas toward the goal of 10,000 trees by the year 2035 as called for in CAP
Natural Solutions task 2.1.A.

Ongoing
Ongoing and partially operationalized (staff are still developing systems for mobile irrigation, maintenance, and tracking).

Significant tree planting as occured within Cerro San Luis, Johnson Ranch, Terrace Hill.
2/8 Staff Agenda Correspondence Attachment A - MCG Update Climate Action, Open Space and Sustainable Transportation 15

Task/ Action Completion
Date
Status
Outcome
i. Continue to expand climate‐informed maintenance
practices in the Greenbelt through external funding and partnerships, and conduct ongoing monitoring on carbon
sequestration results and other co‐benefits for existing and potential future projects, as called for in CAP Natural Solutions task 2.1.B.

Ongoing
The City was awarded $250,000 in grant funding to leverage one‐time SOBC funding supporting restoration and
enhancement projects at Johnson Ranch Open Space. Ongoing efforts will need to continue to rely on grant funding. j. Continue to implement rehabilitation efforts
throughout the City's open space network where storm
damage has occurred to trails, access roads, and other
open space infrastructure.

Ongoing
Ongoing and staff have adequate equipment and personnel to attend to most minor to medium level repairs on an as‐
needed basis.
k. Continue partnership with City Farm SLO to install site security and access measures and to implement
California Farmland Conservancy Program grant scope of
work.

Ongoing
The City provided matching funds and in‐kind support for both site security and access improvement (all‐weather roads enabling four season farming) as well as the CA Farmland Conservancy Program that supported the Prefumo Creek
Enhancement project. This partnership is operationalized and the City's lease with City Farm SLO continues through 2065.

4.3 Preserve and Enhance Convenient and Equitable Alternative and Sustainable Transportation Options a. Active Transportation Plan (ATP) Tier 1 Network ‐
Higuera Complete Street Project: Complete final design
and construction of active transportation and safety
improvements along Higuera Street corridor from Marsh
St. to Los Osos Valley Rd.

FY27 Q3
95% Plans are complete. Approximate $9.1 million in outside funding secured. Approximately $1‐3 million in funding to be requested in 25‐27 Financial Plan. Plan to start construction by second half of FY2025‐26.
b. Active Transportation Plan (ATP) Tier 1 Network ‐
South/King Crossing: Complete design and construction
of a new protected bicycle/pedestrian crossing at the
intersection of South St. & King St., improving access to Meadow Park, Hawthorne Elementary, and existing
active transportation routes.

FY26 Q2 Designs for a full traffic signal are underway with goal to start construction in FY2025‐26.
c. Active Transportation Plan (ATP) Tier 1 Network ‐
Foothill Complete Street Project: Continue design of
active transportation and safety improvements along the Foothill Blvd. corridor between the western city limits and California Blvd., with goal to have shovel‐ready
project for construction in FY2025‐27.

FY26 Q3
Corridor planning underway, on track to have final concept design recommendations by Q3 FY2025‐26. Request for PS&E and Construction Funding in FY2025‐27 and beyond.
d. Active Transportation Plan (ATP) Tier 1 Network ‐
California/Taft Roundabout: Complete final design and
right‐of‐way acquisition for new roundabout at the
California Blvd. & Taft St. intersection, with goal to have shovel‐ready project for construction in FY2025‐27.

FY26 Q2
Design 95% complete, pending right‐of‐way aquisition. Right‐ of‐way negotiations have not been successful to date.

Construction funding to be requested with 2025‐27 Financial Plan, but construction date undetermined until right‐of‐way issue is resolved
e. Active Transportation Plan (ATP) Tier 1 Network ‐
Paving Project Complete Street Elements: Implement
complete street and safety improvements as part of 2023 and 2024 summer paving projects as guided by the Active Transportation Plan and Traffic Safety/Vision Zero
reports.

FY25 Q4
2023 Paving Project complete, included installation of
protected bike lanes on Santa Barbara, buffered bike lanes on Orcutt and enhanced bicycle and pedestiran crossings on Monterey Street. 2024 Paving Project in construction, includes pilot road diet and protected bike lanes on Grand Avenue, permantent road diet on Johnson Avenue and greenway
improvements to the Mill and Toro Greenway routes.
f. Active Transportation Plan (ATP) Tier 1 Network ‐
Railroad Safety Trail (Orcutt to Tiburon) Connection:

Initiate design and environmental review for a project
that will complete the gap in the Railroad Safety Trail in the Orcutt Area between Tiburon Dr. and Orcutt Rd.,
including replacement of the narrow culvert on Bullock
Lane and pedestrian/bicycle safety improvements at the
Orcutt Road/Union Pacific Railroad Crossing.

Deferred
The project was deferred and partially defunded in 2024‐25.

Will require additional funding approval in future Financial Plan and available staffing resources to manage project to establish an updated ETA.
2/8 Staff Agenda Correspondence Attachment A - MCG Update Climate Action, Open Space and Sustainable Transportation 16

Task/ Action Completion
Date
Status
Outcome
g. Active Transportation Plan (ATP) Tier 1 Network ‐
Foothill/California Railroad Crossing Improvements:

Complete design and initiate construction of federally‐ funded pedestrian safety improvements at railroad
crossing.

FY26 Q4
Design and utility relocations in progress, at 65% complete phase.  Awaiting design review by Union Pacific Railroad.

Assuming Federal Section 130 funding is not impacted by new federal executive administration, construction is fully grant funded and on track to start FY26 Q1.
h. Active Transportation Plan (ATP) Tier 1 Network ‐
Prado Creek Bridge Replacement: Complete design of
new bridge, including sidewalks, protected bike lanes,
and additional vehicular lanes to accommodate existing
and future traffic demand. Includes reconstruction of S.

Higuera/Prado intersection with additional capacity and protected intersection features to improve safety for
pedestrians and cyclists.

FY29 Q2
Project at 90% design phase and in progress with right‐of‐way acquisition and utility coordination.  Assuming funding is available, construction start anticipated FY27 Q2.
i. Active Transportation Plan (ATP) Tier 1 Network ‐
Prado/US 101 Interchange: Complete project approval
and environmental document phase of project, and
initiate design phase for new interchange, which includes extension of Prado Road over US 101 to Froom Ranch
Way, with new northbound on/off‐ramps, four auto
lanes, center median/left turn lanes, sidewalks and
protected bike lanes. Includes realignment of Elks Lane and signalization of the Prado/Elks intersection.

FY33 Q2
Project approval and environental document complete.

Initiating final design (PS&E) phase.  Construction start estimated FY29 Q2, but significant funding gap curently exists. j. Vision Zero Implementation ‐ Update annual Traffic
Safety Report to evolve into a 5‐Year Vision Zero Action Plan and continue ongoing implementation of traffic
safety projects and programs, focusing efforts on the
City's high crash/injury network.

Ongoing
Vision Zero Action Plan will be presented to the City Council March 18, 2025. Annual funding to implement plan
recommendations to be requested in forthcoming financial plans.
k. Transit Innovation Study Implementation: Begin
planning implementation of strategies recommended in
Final Transit Innovation Study, including incorporation of near‐term strategies as part of planned SLO Transit/RTA Short Range Transit Plan update, as called for in CAP
Connected Community Task 4.2.A and in the APMP
Strategies 1.C.

Ongoing
Moved forward on implementation of SLO Transit Innovation Study Recommendations including modifications to the
Downtown Access Pass Program, pursueing an open loop
payment system in coordination with RTA, investigating the potential for a bikeshare program. Additionally,
recommendations from the Transit Innovation Study have
been incorporated into the recommendations of the Short Range Transit Plan which will be presented to Council
February 25, 2025.
l. Reassess the viability of launching a citywide bikeshare system, with ongoing coordination with Cal Poly as called for in CAP Connected Communities Task 2.2.A and the
APMP strategy 1.B.1. Solicit potential bikeshare system operators if staffing resources allow and this can be done without diverting resources from delivering priority active transportation infrastructure projects.

FY25 Q4
Request for Proposals was released in 2023, however
ultimately staff recommended against award. Further
investigation is necessary including monitoring and evaluating the effectiveness and success of bike share systems in other like communities, and researching funding opportunities including grants, sponsorships, etc.
m. Public EV Chargers ‐ Enable public EV charger
deployment on City property, support EV charger
installation on private property, and deploy EV chargers in low‐income areas of the City as called for in CAP
Connected Community Tasks 6.1.A, 6.1.B, and 6.1.D.

Ongoing
Operationalized. Using staff time, the City supported a third party developer to operate publicly available high powered fast charges at four City owned sites. These will become operational in 2025. Staff continues to monitor for third party resources and other non‐City funded opportunities to provide equitable access to EV chargers.

4.4 Increase Community Resilience
2/8 Staff Agenda Correspondence Attachment A - MCG Update Climate Action, Open Space and Sustainable Transportation 17

Task/ Action Completion
Date
Status
Outcome
f. Initiate the development of Wildland‐Urban‐Interface Defensible Space and Home Hardening Program as called
for in CASE program FI‐5.15.

FY26 Q4
The Fire Department is actively working with Administration and City Attorney's Office to develop a project plan to explore these initiatives. The development of these programs is achievable with existing staff resources, however
implementation would require additional resources and is not operationalized.
a. In coordination with Zone 9, convene a working group to assess the current creek flow monitoring system and
provide recommendations for enhancements, as called
for in CASE program FL‐3.13.

Ongoing
The assessment is operationalized: a team from
Administration, Utilities and Public Works has been formed and is working with the County Zone 9 staff to develop a plan for expanding the monitoring system. Implementation of team recommendations would require additional resources and is not operationalized.
b. Conduct a study session to consider options for
funding stormwater and / or creek maintenance and
flood preparedness in support of CASE programs 3.9,

3.10, 3.11, 3.12, 3.13, and 3.14.

Ongoing
Staff have hired a consultant to assist with a Council Study Session, which is scheduled for Q2 FY 25. Should Council direct staff to proceed with any of the identified options,
implementation would require additional resources and is not operationalized.
d. Evaluate opportunities to integrate climate
considerations in the City's Engineering Standards and
Specifications as called for in CASE program MH‐1.6.

Ongoing
Operationalized. City engineering staff are currently working on an update to the City Standards and are incorporating Caltrans standards for high limestone concrete mixes to reduce embodied carbon emissions.
e. Provide post‐disaster recovery resources and
emergency preparedness education to vulnerable
community members as called for in CASE program MH‐

1.10. Ongoing
Not operationalized outside of emergency operations or post‐ disaster recovery plan context. Staff provided focused
outreach to community members affected by emergency level events and conducted a community workshop on the topic, however more attention is needed to provide resources and education at the level contemplated in the Climate Adaptation and Safety Element.
g. Monitor funding sources and if feasible pursue a
Climate Resilience Hub planning grant with community
partners, as called for in CASE program MH‐1.8.

Ongoing
The City applied for a California Strategic Growth Council grant alongside Diversity Coalition and Undocusupport for a
Multicultural Center and Resilience Hub that was unsuccessful.

Due to statewide budget allocations through Prop 4, staff anticipate reapplying to the same and/or similar funding programs in the 2025‐27 Financial Plan.
h. In partnership with Zone 9, seek funding to initiate the Waterway Management Plan update to incorporate
climate‐informed flood risk as called for in CASE program FL‐3.7. Initial work in this Financial Plan period is
envisioned to include identifying and securing funding, developing a project scope, and drafting a request for
proposals.

FY25 Q4
Operationalized. Staff from the County of SLO have secured funding from Zone 9 to begin updating the Waterway
Management Plan and the City and County are updating the reimbursement agreement for City staff to assit in the update with consultant services.  Implementation of updated plan actions would require additional resources and is not
operationalized.
i. Develop an Urban Creeks Vegetation Management Plan
as called for in CASE program FL‐3.10. Ongoing
The City is in line to receive grant funding from the Coastal Conservancy to work with a consultant to develop a
comprehensive Vegetation Management Plan (creeks and
open space) beginning Q1 FY 2025. Implementation of  plan actions would require additional resources and are not fully operationalized.
j. Incorporate Traditional Ecological Knowledge into open space management decisions as called for in CASE
program OP‐7.2.

Ongoing
The City has successfully implemented early pilot projects (e.g., Johnson Ranch cultural burn), however this work will require ongoing relationship building with tribes.
k. Implement the Mid‐Higuera Bypass Project. FY25 Q3 Mid‐Higuera Bypass Project started in January 2025. 2/8 Staff Agenda Correspondence Attachment A - MCG Update Climate Action, Open Space and Sustainable Transportation 18

Task/ Action Completion
Date
Status
Outcome
l. Implement the Laguna Lake Dredging and Sediment
Management Project. Ongoing
Contractor removed over 10,000 cubic yards of sediment from Prefumo Arm following the winter storms of 2023. Staff are currently working on lake survey and extending permits for future dredging, which has been deferred to outer years of the CIP.
m. Implement Silt Removal Projects from Priority Creek
Locations. Ongoing Operationalized. Staff have four locations identified formaintenance to be completed in 2025. n Implement existing Community Wildfire Protection Plan and initiate focused update in 2024.

FY25 Q4
Grant funding was sought out in 2024, likely to be issued in Spring of 2025. Plan update should occur by the end of
calendar 2025 and include an integrated Vegetative Fuels Management Plan encompassing all City Open Space and
green belts. Not yet operationalized and will need additional resources to do so. Staff is currently seeking external resources through a federal grant, but the durability of that funding and outcome of application is unknown.

4.5 Continue to Build City and Community Capacity for Transformational Climate Action f. Conduct GHG Emissions Inventory and Biennial CAP and Lead by Example Progress Reports as called for in CAP
Administrative Action 2 and Lead by Example Plan
Administrative Action 2.

Complete
Operationalized. The Lead by Example biennial progress report was completed and presented to Council in May 2024 and the updated inventory and Lead by Example 2025‐29 Work
Program were presented to Council for adoption in February of 2025.
i. Complete steps and present recommendations and
options to maximize the reuse of wastewater per the
"Road Map" presented to the City Council.

Ongoing This project is nearing completion per the adopted "Road Map"
a. Participate in the Cal Poly Climate Corps Fellowship program to build staff capacity as called for in the CAP. Ongoing Operationalized. The Climate Corps Fellowship Program is a regular resource for the City and staff is midway through a second successful year with the fellows.
b. Manage the Green Team to Support Lead by Example,
Climate Adaptation and Safety Element of General Plan,
and Climate Action Plan implementation, as called for in CASE program MH‐1.11 and OP‐7.9.

Ongoing
Operationalized. The Green Team has met regularly, per the Greet Team charter, and collaborated on completing the Lead by Example 2025‐29 Work Program.
c. Continue to support and empower community
collaboration for climate action, including support for the Climate Coalition and the San Luis Obispo Climate Justice Collaborative, as called for in CAP task 3.1.A.

Ongoing Operationalized. Staff meet regularly with community based organizations including those named in the task.
d. Support regional efforts to develop the workforce
required to implement the Climate Action Plan as called for in CAP task 2.2.A.

Ongoing
Staff have had initial discussions with the County Workforce Development Board and the Buildings Upgrade Prize work
program has supported local contractor training on
electrification installations. Staff will continue to identify and pursue opportinities to implement this task.
e. Initiate update to the Lead by Example plan to inform the 2025‐27 Financial Plan as called for by CAP Lead by Example task 1.1.A and Lead by Example Plan
Administrative Action 1
Complete
The Lead by Example 2025‐29 Work Program has been
completed and presented to Council for adoption in February of 2025.
g. Continue to integrate climate action and resilience into the 2025‐27 Financial Plan development process
consistent with Budget Policy A.6 and as called for by CAP Lead by Example task 1.1. and CASE Program MH‐1.5.

Ongoing
Staff continue to evaluate CIP projects for consistency with the Climate Action Plan and continue to look for new
opportunities to align spending with Council's climate action priorities.
h. As authorized by City Council (December 13, 2022) and as called for in CAP Administrative Action 6, pursue grant and other external funding sources opportunistically and strategically.

Ongoing Staff continues to pursue grant funding, rebates, and incentives to implement Major City Goal tasks.
2/8 Staff Agenda Correspondence Attachment A - MCG Update Climate Action, Open Space and Sustainable Transportation 19

Strategy
MCG Tasks Completed in 2021‐23 Financial Plan Department Economic Recovery, Resiliency & Fiscal Sustainability

1.1 h. Update the City's Economic Development Strategic plan ADM (ED)

1.1 i. Review the Economic Development program structure based on the outcome of the EDSP update. ADM (ED)

1.1 c. Evaluate and potentially establish a City Leadership/Chamber of Commerce / Minority Business Owners’ roundtable. ADM (ED/DEI)

1.1 d. Research, explore and potentially utilize innovative practices such as micro‐loans, targeted‐sector recruiting and promotion, City facilitated lending, grants, private support and crowdfunding to support businesses owned by or serving underserved/underrepresented communities. The City will also leverage its partner network, including the Chamber, Downtown SLO, REACH and others to support the DEI initiatives as they relate to economic development including creation, retention and attraction efforts.

ADM (ED/DEI)

1.1 a. Establish a process for the City to recognize and promote Minority‐owned businesses. ADM (ED/DEI)

1.1 b. Implement protocols within the City’s Office of Economic Development to reach out to existing and new Minority‐ owned/operated businesses to learn of their experiences operating in SLO, and to identify ways the City can be of support.

ADM (ED/DEI)

1.1 g. Develop and implement a scorecard to track visitation to key areas of the City, employment, DEI economic efforts and other relevant economic indicators. ADM (ED)

1.2 a‐6. Review transitioning the Business Ambassador program from a COVID response action to an ongoing program with an available hotline as well as an online form option.

ADM (ED)

1.2 b‐1. Continue to implement the TIPP‐FAST program to fast track tenant improvement permits and support business recovery. Incorporate subsidies into program when funding is available. CDD

1.2 a‐5. Evaluate the continuation and/or modification of the Open SLO program Fitness in the Parks. P&R

1.2 c‐2. Set aside funding for the potential to expand the various Open Slo programs (Parklets, Street closures) to other areas of the City to support business recovery.

PW

1.2 b‐3. Develop a streamlined and easy to understand process for businesses to allow activities encouraged by Open SLO, and other programs implemented in response to Covid‐19, to continue ‐ especially in relation to outdoor dining.

PW/CDD

1.3 b. Support the recovery of Arts , Culture and Community programs through a PCC program similar to GIA. ADM (ED)

1.4 a‐4. Review, evaluate and execute on the outcomes from the Downtown Future Forum ensuring the required public participation and Council approval as needed. ADM (ED)

1.4 a‐6. Support the restart of the various Downtown SLO activations like Farmers, Concerts in  the Plaza and the Holiday Parade. ADM (ED)/PW

1.4 b‐1. Part 1: Update the Zoning Regulations to allow for more flexible administration of allowed uses, especially downtown, to support desired pop‐up, shared‐resource and new business model approaches to facilitate business opportunities in the community.

CDD

1.4 b‐2. Part 2: Update the Zoning Regulations to allow for more flexible administration of allowed uses, especially downtown, to support desired pop‐up, shared‐resource and new business model approaches to facilitate business opportunities in the community.

CDD

1.4 e‐8. Downtown safety enhancements ‐ bollards PW

1.4 e‐9. Mission Plaza Railing Replacement PW

1.4 d‐11. Expansion of maintenance to ensure parking structures and adjoining areas remain safe, clean and orderly (see above for fiscal impact) PW(Parking)

1.4 d‐9. Assist with the continuation of Open SLO parklets and courtesy curbside pick up locations PW(Parking)

1.4 d‐1. Develop and present a long‐term plan for the initiatives started under the Open SLO like parklets and street closures in the downtown. PW/CDD

1.5 d. Complete benchmark compensation survey for SLOCEA, Management, and Confidentials groups. HR 2/8 Staff Agenda Correspondence Attachment A - MCG Update 2021-23 Financial Plan 20

Strategy
MCG Tasks Completed in 2021‐23 Financial Plan Department

1.7 b. Regional Transit Authority Analysis: The RTA is currently building a Regional Transit HUB 800 feet from the City’s SLO Transit Bus Yard.  Much of the infrastructure that supports SLO Transit is aged and nearing the end of its lifespan.  All transit providers are required to shift the fleet of transit vehicles to zero emission vehicles.

This funding would support the analysis and review of SLO Transit’s operations and infrastructure to determine if there may be benefit to sharing infrastructure, equipment or centralizing services to provide increased community services at the same or reduced  purchasing requirements, alternative project delivery methods and other options to support local businesses and employees. The Community Services Group will be leading this effort.

PW ‐ Transit
Diversity, Equity, Inclusion

2.1 i. Consultant ‐ DEI SME ‐ 360 total hours Admin‐DEI

2.1 a. Design DEI Administration, Function, and Operations of the Office Admin‐DEI

2.1 b. Develop DEI Base Operating Budget Admin‐DEI

2.1 c. Identify and secure office space (2000/mo @ 7 mos Y1, 12 mos Y2) Admin‐DEI

2.1 d. Develop positions; Hire Staff Admin‐DEI

2.1 e. Hire Diversity position ‐ 1.0 FTE Admin‐DEI

2.1 g. Hire CivicSparks Fellow ‐ Y2 ‐ .75 FTE Admin‐DEI

2.2 b. Utilize DEI Task Force Recommendations, Internal D&E Audit as foundation; Cal Poly Experience report and other documents as reference and for benchmarking Admin‐DEI

2.3 e. Conduct Pay Equity Audit HR

2.3 f. Examine Policies and Programs to Support for Primary Caretakers HR

2.5 d. Review new Police Station building program and budget for opportunities to reduce costs to preserve resources for community service investments
Admin / PD /
Public Works

2.5 a. Implement After Action Report recommendations PD

2.7 e. Support feasibility study for Multicultural Center; provide City liaison/staff support Admin‐DEI

2.7 f. Contribute to planning / feasibility study Admin‐DEI

2.7 j. Community Academy – second stage, longer program. Partner with Chamber, others. Test demand, develop. Pilot Y2
Admin‐DEI

2.7 k. Develop “Undocu‐Friendly” logo for City documents, as allowable by law (cost of internal resources) Admin‐DEI

2.7 i. City 101 – first stage, short program, easy access/commitment. Overview of City, how to access, ways to be involved. Extensive outreach to Underrepresented minorities, community‐based sessions. Design, pilot Y1 Admin‐DEI

2.7 g. Update City's formal Public Engagement & Noticing (PEN) procedures as well as other public outreach, input efforts to increase diverse participation. Develop tactics and cost to implement Admin‐DEI

2.9 c.Establish a City Leadership/Chamber of Commerce / Minority Business Owners’ roundtable.

Admin‐Econ De

2.9 d. Research, explore and potentially utilize innovative practices such as micro‐loans, targeted‐sector recruiting and promotion, City‐facilitated lending, grants, private support and crowdfunding to support underserved/underrepresented communities. Leverage City's partner network, including the Chamber, Downtown SLO, REACH and others to support the DEI initiatives as they relate to economic development including creation, retention and attraction efforts.

Admin‐Econ De
Housing and Homelessness

3.1 e. Subdivision Regulations Update (HE 6.20) CDD; Attorney

3.1 g. Additional Housing Element Program Implementation (HE 2.16, 2.18, 3.10, 4.7 & 4.8) CDD

3.1 a. Inclusionary Housing Ordinance (HE programs 2.13 & 4.6) CDD; Attorney

3.1 m. CDD Fleet Replacement PW

3.1 b. Flexible Density Program (HE Program 2.15) CDD

3.1 c. Develop Objective Design Standards & Update Development Review Process (HE 6.22 & 6.23) CDD; Attorney

3.1 d. Zoning Regulations Update ‐ Housing (HE 5.5, 8.18, 8.23, 2.17 and AB 2345) CDD; Attorney

3.11 b. Support a 25% expansion of the number of beds at the 40 Prado Homeless Services Center. CDD 2/8 Staff Agenda Correspondence Attachment A - MCG Update 2021-23 Financial Plan 21

Strategy
MCG Tasks Completed in 2021‐23 Financial Plan Department

3.6 b. Develop a Strategic Plan to guide a sustained effort of engagement by regional partners, non‐profit partners, and community members to identify and implement coordinated solutions to chronic homelessness. CDD Climate Action, Open Space and Sustainable Transportation

4.1 a. To ensure consistent maintenance and adequate oversight of City Open Space lands, add one net new Ranger Maintenance Worker to maintain level of service standards following recent Open Space acquisitions.  The City's level of service standard for Open Space is 1 Ranger per 1,000 acres.

P&R

4.1 b. To address Ranger Services staffing, recruitment, and retention, convert 5 Ranger Specialist positions (currently limited benefit temporary) to full‐time regular permanent positions. P&R

4.2 a. Complete the Biennial Climate Action Plan Update, as called for by CAP Administrative Action 3. Admin

4.2 d. Update the Clean Energy Choice Program for New Buildings for consistency with the 2022 California Building Code update, as called for by CAP Green Buildings task 1.1. CDD/Admin

4.3 b. Complete an Urban Forest Master Plan including a comprehensive update of tree inventory update, assessment of tree canopy coverage, and implementation of an ongoing tracking system, as called for by CAP Natural Solutions task 2.1.

Admin

4.3 j. Create the Righetti Hill Open Space Conservation Plan in order to guide the long‐term protection and appropriate public use of this new City Open Space property.

Admin

4.3 k. Implement priority projects at Righetti Hill Open Space consistent with the Conservation Plan.

P&R

4.3 l. Complete installation of adopted trail systems and establish regular Ranger Service patrol at Miossi Open Space.

P&R

4.3 h. Update the existing South Hills Natural Reserve Conservation Plan (2007), including a contemporary natural resources inventory, mapping, policy review, and identification of land stewardship needs and priorities.

Admin

4.3 a. Working with the Coastal San Luis Resource Conservation District, complete existing planning efforts and pilot program implementation at Johnson Ranch Open Space and City Farm intended to improve soil health and remove and store carbon, as called for at CAP Natural Solutions task 1.1.

Admin

4.3 q. Implement Laguna Lake Dredging and Sediment Management and Shoreline Stabilizations Projects in order to begin restoration of the lake for recreation and habitat improvement purposes PW/Admin

4.4 q. Replace SLO Transit bus shelters to maintain a quality environment for new and future transit users. Transit/PW

4.4 i. Complete construction of the Orcutt Road/Tank Farm Road Roundabout, reducing congestion and auto emissions and improving access and safety for bicycles, pedestrians and drivers. PW

4.5 d. Replace or repair Open Space fencing that is currently in disrepair at Cerro San Luis Natural Reserve, Irish Hills Natural Reserve, Bowden Ranch Open Space, and the Bob Jones Trail. (Includes existing Creek and Flood Protection Staffing resources)
Admin/P&R

4.5 f. Conduct a microgrid feasibility assessment to identify City properties that could add solar, battery storage, and controls to allow operation during times of electrical grid outages as an uninterruptable power supply. Admin/PW

4.5 a. Complete the "Resilient SLO" planning project (Safety Element Update and associated CEQA) to assess community vulnerability to the impacts of climate change and adopt a resilience policy framework in the City's General Plan, as required by California Senate Bill 379.

CDD/Admin

4.5 n. Project: Laguna Lake Dredging ‐ rerouting of Prefumo Creek has increased sediment deposits into the lake. This is a pilot project to ascertain if dredging is a viable solution for Laguna Lake and could become a routine maintenance activity.

Admin

4.5 i. Expand Technical Rescue Team roster from 3 to 6 firefighters to improve the City's open space rescue capabilities and improve self‐sufficiency following the first 72 hours of a regional disaster such as earthquake or flood where resources are often limited.

Fire
2/8 Staff Agenda Correspondence Attachment A - MCG Update 2021-23 Financial Plan 22

Strategy
MCG Tasks Completed in 2021‐23 Financial Plan Department

4.5 q. Water Treatment Plant ‐ Power Storage Units Tesla Battery Grant ‐ when emergency power is not required for plant operations, the power storage units will allow plant staff to shift power needs during electrical time of use periods having lower electrical rates, and lower carbon emissions associated with the transmission of electrical power. The control module operating the power storage units will also monitor and track energy efficiencies of existing pumps and the plant’s treatment units.

Utilities

3.10 a. Pair a crisis worker with an Emergency Medical Technician (EMT) to provide non‐emergency response and care to unhoused community members. FD/CDD
2/8 Staff Agenda Correspondence Attachment A - MCG Update 2021-23 Financial Plan 23

2/8 Staff Agenda Correspondence Attachment B: Combined Council Pre-work Attachment B: Combined Pre-work Page # 1
Pre-Workshop Worksheet
Consolidated Notes from Councilmembers
Background: The City of San Luis Obispo is a dynamic community embracing its future while respecting its past with core values of civility, sustainability, diversity, inclusivity, regionalism, partnership, and resiliency. Every two years, in alignment with the financial plan, the City Council determines the most important and highest-priority goals for the City to accomplish over the next two years beyond the City’s core services. Below is feedback from City Councilmembers about the current four Major City Goals to be considered in further discussion on February 8th at the City Council goal-setting workshop.

1. What edits to the Major City Goals would you make to focus on the most important items in these goal areas?
Climate Action, Open Space & Sustainable Transportation Proactively address the climate crisis and increase resiliency through the implementation of the Climate Action Plan. Use resources to reduce greenhouse gas emissions and reach carbon neutrality by 2035, with a focus on the preservation and enhancement of convenient and equitable alternative and sustainable transportation, the preservation of open space, and equitable access to parks and open space.

Proposed edits to Climate Action, Open Space & Sustainable Transportation goal:

Maybe keep this top line (highlighted above) and move the rest to work items.

Delete the following: it is all included in the CAP, do we need to repeat all of the CP in our goal? Or can we hyperlink it?
, with a focus on the preservation and enhancement of convenient and equitable alternative and sustainable transportation, the preservation of open space, and equitable access to parks and open space.

I’ve been thinking about adding “Resilience,” perhaps substituting for “Action.” Not sure though. Staff feedback would be helpful. Possible options:

Climate Resilience, Open Space & Sustainable Transportation -orClimate Action & Resilience, Open Space & Sustainable Transportation [clunky] I think we should say a little more in the description about preparing for and adapting to the impacts of climate change.

I’ve been thinking about replacing “Sustainable Transportation” with “Safe Transportation” [maybe too narrow] or “Vision Zero.” Not sure though.

2/8 Staff Agenda Correspondence Attachment B: Combined Council Pre-work Attachment B: Combined Pre-work Page # 2
I generally like how this goal’s language is written as is, but I would simplify the top line to: “Climate Action and Sustainability”. Then, within that, I would list priority areas for clarification as follows –
 Acquisition and care for open space and park lands
 Implementation of Climate Action Plan and Lead by Example tasks  Implementation of Active Transportation Plan, Education efforts related to transportation mode shift and expansion of Mass Transit use.  “Sustainability in all practices” goals (operationalizing sustainability into policies, procedures, capital planning, etc.)
Proposed work items to be considered or edited for the Climate Action, Open Space & Sustainable Transportation goal:

ATP Tier 1 Broad Street and Broad Street Specific Plan transportation improvements.

Community bicycle education in partnership with Bike SLO County and Cal Poly.

Implementation of the Vision Zero Plan.

Implementation of LHMP and CWPP.

Implement a robust, ongoing program for counting bikes and peds so that we can develop better mode share estimates.

Fully staffed and operational traffic enforcement in PD.

Detailed work plan items in each priority area include:
 Acquisition and care for open space and park lands
Trail system maintenance and improvements, first phase of Righetti Park and finish Righetti hill trails, purchase properties to enhance greenbelt and access to open space, improving bike facilities at Laguna Lake and Eucs  Implementation of Climate Action Plan and Lead by Example tasks Tree planting initiatives, urban forestry and maintenance programs, climate/emergency resilience actions, electrifying city fleet, adding public charging infrastructure, green building policies for community and city operations, carbon sequestration, tracking of embodied carbon, “greening” sewer and waste practices
 Implementation of Active Transportation Plan, education efforts related to transportation mode shift and expansion of Mass Transit use Complete Higuera, Foothill and Broad Complete Streets “next steps” with completion of at least one of the three of these in 25-27, Taft Roundabout, provide education on use of bike infrastructure for riders and drivers, Transit service improvements (including items as possible, from the Short Range Transit and Transit Innovation Study)
 “Sustainability in all practices” goals

2/8 Staff Agenda Correspondence Attachment B: Combined Council Pre-work Attachment B: Combined Pre-work Page # 3
Secure funding for making our internal processes more Climate friendly, incorporate climate action in all policies, developing outcome measures to help determine when we have met climate action goals.

Potential Measures:
 Progress toward mode shift goals
 Proximity to carbon neutrality by 2030/2035 goals
 Vision Zero progress (reductions in traffic fatalities)  Reduction in vehicle miles traveled
 Waste Diversion
Diversity, Equity and Inclusion (DEI)
Further our commitment to making San Luis Obispo a welcoming and inclusive city for all by continuing to incorporate diversity, equity, and inclusion into all programs and policies and advancing the recommendations of the DEI Task Force.

Proposed edits to Diversity, Equity and Inclusion (DEI) goal:

Keep this top line (highlighted above) and focus on fleshing out a new set of work items for the coming budget cycle.
remove the following “recommendations of the DEI Task Force” and swap with the “DEI Strategic Plan”.

None
Change to “Diverse, Inclusive and Culturally Vibrant.” Then, within that, I would list priority areas for clarification as follows –
 Continue to implement and advance recommendations of the DEI Task Force  Promote programs, grants and initiatives to support cultural diversity, inclusivity and welcoming of differences
 Promote and support the arts and historical resources  Promote civic engagement of those historically, or economically without a voice Proposed work items to be considered or edited for the Diversity, Equity and Inclusion (DEI) goal:

Not at this time, though most work items should continue as operationalized.

I’m interested in possible increases to the grant program but I want to tie that to clear outcomes assessment of past grants. Ideally our grants are “investments” that local CBOs grow into greater benefits for the community.

2/8 Staff Agenda Correspondence Attachment B: Combined Council Pre-work Attachment B: Combined Pre-work Page # 4
Detailed work plan items in each priority area include:
 Continue to implement and advance recommendations of the DEI Task Force
Equity in hiring practices, recruitment of diverse candidate pools, other Task Force recommendations
 Promote programs, grants and initiatives to support cultural diversity, inclusivity and welcoming of differences
Continue DEI Business Grants, track development and sustainability of minority owned businesses over time, continue cultural event grants through PCC,  Promote and support the arts and historical resources Consider ways to grow public art, performance art, etc. through partnerships, seek funding for such endeavors, continue to work with owners of historic properties to preserve and protect these resources
 Promote civic engagement of those historically, or economically without a voice
Expand access to community academy and voter education for monolingual and historically under-represented groups, as well as voter education for all voters, find ways to engage those under 18 in local government, Proposed measures:
 Racial/Ethnic Diversity of City Workforce shift
 Percentage of recruitments with diverse candidate pools  Diversity and Advisory Body membership
Economic Resiliency, Cultural Vitality and Fiscal Sustainability In collaboration with local partners, implement initiatives that reinforce a thriving and sustainable local economy, support a diverse, inclusive, and vibrant community, preserve arts and culture, and ensure fiscally responsible and sustainable city operations.

Proposed edits to Economic Resiliency, Cultural Vitality and Fiscal Sustainability goal:

Reinforce a thriving a sustainable local economy, as well as a diverse, inclusive and vibrant community culture… needs work.

Update the following “, inclusive, culturally vibrant community, along with fiscally responsible city operations.”
Cultural and Economic Vitality [city fiscal sustainability should be assumed] Change to “Responsible Government and Economic Vitality.” Then, within that, I would list priority areas for clarification as follows –  Provision of basic services and preparing for the future

2/8 Staff Agenda Correspondence Attachment B: Combined Council Pre-work Attachment B: Combined Pre-work Page # 5
 Sustainable financial planning and payment of obligations including pension  Supporting business development and living wage jobs
 Supporting projects that increase economic opportunity Proposed work items to be considered or edited for the Economic Resiliency, Cultural Vitality and Fiscal Sustainability goal:

Is 1.5.b referencing a design build charter amendment? If so, we should revisit a discussion around the timing of this effort.

I want to discuss the programs such as “buy local” given the lack of dedicated funding.

Greater attention to the Cultural Arts District; both physical improvements and programming.

Study of ideal TOT rate.

Another round of business incubator funding like the child care program.

Explore developing a conference center.

Advisory committee reform for staff effectiveness and cost savings.

Detailed work plan items in each priority area include:
 Provision of basic services and preparing for the future Maintain core services including provision of clean water, waste management, public safety, parks, emergency planning, plan for new, 5th fire station, maintain roadways, sewer and water infrastructure, improve sewer infrastructure through sewer laterals or other similar programs (all with consideration of city growth needs), maintain and continue to improve and track use of ASK SLO, etc.  Sustainable financial planning and payment of obligations Collection of fines and fees to cover costs whenever possible, low income programs to support community members, ensure appropriate contingencies, keep up with pension obligation costs, continue to ensure enforcement of homestay ordinance, etc.
 Supporting business development and living wage jobs
Utilize TBID and PCC to support business development, research potential for incentivizing needed businesses in certain areas of the city, consider zoning or other changes to improve access to child/healthcare
 Supporting projects that increase economic opportunity Support businesses through downtown parking incentives, special programs like “buy local bonus,” business development and special event grants, especially for small businesses and non-profits
Potential measures:
 Contingency levels maintained

2/8 Staff Agenda Correspondence Attachment B: Combined Council Pre-work Attachment B: Combined Pre-work Page # 6
 Additional Pension Payment made
 Maintenance or increase in head of household jobs created  Customer satisfaction rates at or above ??%
Housing and Homelessness
Support the expansion of housing options for all, and continue to facilitate the production of housing, including the necessary supporting infrastructure, with an emphasis on affordable and workforce housing as well as accessibly connected development. Collaborate with local non-profit partners, non-governmental agencies, the county, the state, and federal governments to advocate for increased funding and implementation of comprehensive and effective strategies to prevent and reduce homelessness.

Proposed edits to Housing and Homelessness goal:
“Support the creation (in place of expansion) of housing for all.” Item 7 under homelessness: I know there is extensive staff level collaboration with the county to align the strategic plans, but I would like to discuss whether there needs to be policy-maker level collaboration. i.e. are we pushing in the same direction? Missing Middle Housing: What barriers are left to achieving the goal of allowing more of this type of housing to be built? Did we complete this goal? Separate these two goals:

Increase Housing Quantity, Safety, and overall livability Support the expansion of housing options for all, and continue to facilitate the production of maintenance of safe and healthy housing, including the necessary supporting infrastructure, with an emphasis on low-income, as well as accessible and attainable-workforce housing
Reduce and Prevent Homelessness
Collaborate with local non-profit partners, non-governmental agencies, all level of governments to advocate for increased funding and implementation of comprehensive and effective strategies to prevent and reduce homelessness.

Housing, Homelessness, and Tenant Protection
Change to “Healthy, Safe, Livable.” Then, within that, I would list priority areas for clarification as follows –
 Support and partner with others to reduce and prevent homelessness  Promote deed-restricted affordable, missing middle and other non-traditional housing types

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 Efforts to ensure housing is safe and healthy
Continue to strive for diverse, neighborhoods that foster safety and community building Proposed work items to be considered or edited for the Housing and Homelessness goal:

Tenant protections in evictions and safety buckets.

Rental registry.

Revision to STR ordinance to reduce abuses and provide avenues for addressing issues.

Initiate a rental registration list.

Consider other ideas from the Tenants Union requests which I think staff has reviewed.

Detailed work plan items in each priority area include:
 Support and partner with others to reduce and prevent homelessness Continue HSG grants, CDBG funding for homeless and prevention services and non-congregate shelters/transitional housing and PSH, advocate for funding with state, national and county partners, continue with CAT and MCU implementation, seek funding for these efforts,
 Promote deed-restricted affordable, missing middle and other nontraditional housing types Continue to seek funding for affordable housing and partnerships with county and state to fund, study session on housing policies like down payment assistance and other mechanisms to support low-income workers in needed fields (ex. Health care, child care).
 Efforts to ensure housing is safe and healthy
Consider no smoking ordinances in multi-family housing, code enforcement of safe housing issues, consider need for ordinances on mold, security, incorporate services nearby neighborhoods that are walkable/bikable and accessible by transit.
 Continue to strive for diverse, neighborhoods that foster safety and community building
Work with Cal Poly to continue to enforce zoning regulations related to fraternities operating in neighborhoods, continue to advocate for Greek Life housing on campus and education of students on expected behaviors in neighborhoods (good neighbor policies), consider ways to continue to diversify neighborhoods with different types of housing, services nearby, and household types per housing element.

Possible measures:
 RHNA goal status
 Pro-Housing and other affordable housing development awards

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 Reduction in safe housing code enforcement fines/penalties by ??%

2. Are there any Major City Goals that need to be added? (Please note any added/new goals may have trade-offs in the existing workplan or reducing core services.)
Depending on how we reorganize the approach to major city goals. As value statements, I like the current number and theme.

I’m open to discussing tradeoffs.

See discussion below. If we keep Major City Goals then I’m probably fine adjusting the ones we have and not adding others. If we change to be more strategic then here are a few things I might add:
 General Plan Update
 Public Communication and Outreach
 Neighborhood Livability
 Wildfire Mitigation
 Public Safety Staffing
 ADA and Walkable Community
 Tenant Protection
No, just some tweaks, and would like to see us consider when something comes off the list of “Major City Goals,” either because it’s been operationalized, or because it’s not needed anymore because we have “solved” the issue. (If that’s even possible!)

3. Are there any work items that need to be added (besides what is listed above)? (Please note any added/new work items may have trade-offs in the existing workplan or reducing core services.)
I’m open to discussing tradeoffs.

Statistically valid community issues and priorities survey.

Some new ideas noted above including safe housing measures. Also need to refine codes, policies and practices related to fraternities in neighborhoods.

4. Within the current Major City Goals or current work items, what do you think could be stopped or deferred, if needed?
We may need to revisit a conversation around timing and pace. I’m getting the feeling that staff feels exhausted again and while there aren’t many specific cuts I’m ready to propose, a slower pace may achieve similar cost savings. Also, is it time to talk about the golf course? How do we handle this resource?
This answer depends on our overall discussion and consensus of the city’s priorities

2/8 Staff Agenda Correspondence Attachment B: Combined Council Pre-work Attachment B: Combined Pre-work Page # 9
I’m not prepared to answer today. I’ll be prepared for this on Saturday, but nothing jumps out.

I don’t know until I see status of workplan items completed and those that need to be ongoing.

5. Would you be interested in changing the label of Major City Goals? The intention behind relabeling the Major City Goals would be to create overarching bodies of work, rather than value statements, with specific work items, measurable goals, and timelines.

Yes, if there was still room to articulate the major city goals as pillars or foundations that the work items are then seated under. In general, the existing goals are still relevant and mean something to the community. I see this as an opportunity to restructure and retain rather than scrap the language that exists.

Yes, I am willing to change the names/labels. Our community should be able to give a 30 second elevator pitch on the community in which they live. What are we doing in the community and what do we want to stop or improve.

I’d rather use the term “Strategic Budget Priorities” or something like it. The use of “Major City Goals” is misleading because things like clean reliable drinking water, public safety, and other critically important city issues are excluded. Major City Goals should be reserved for strategic planning and reflect all of the critical city issues.

I proposed some new “labels” or “Priority Areas” above as overarching categories of priorities of:
 Climate Action and Sustainability
 Healthy, Safe and Livable
 Diverse, Inclusive and Culturally Vibrant
 Responsible Government and Economic Vitality
Under those, I have listed priority areas (these could be called something else, but are meant to explain what those overarching categories include).

Then, under those, I have suggested sample work plan items.

I would also recommend we come up with benchmark measures, to help us determine when we have reached our goals.

Councilmember Candidate Goals
Candidate Goal 1: Protection of Open Space and Natural Resources, Climate action and Resilience.
 Continue protection and maintenance of Open space
 Continue protection of Natural Resources
 Improve creek clean up and restoration, eliminating illegal camping in creek areas  Expand urban forest and tree planting

2/8 Staff Agenda Correspondence Attachment B: Combined Council Pre-work Attachment B: Combined Pre-work Page # 10
 Laguna Lake maintenance & conservation easement over lake natural area  Continue to implement our climate action plan, focusing on resilience  Improve emergency preparedness for natural disasters: wildfire, flood, drought Candidate Goal 2) Housing for Social, Economic and Neighborhood Balance  Continue to facilitate affordable, supportive, senior and workforce housing  Continue to work with partners to support services for the unhoused  Update and enforce neighborhood livability (wellness) policies, including the 2015 City/Cal Poly/Cuesta Civility agreement of 2015
 Enforce removal of illegal fraternities from R-1 and R-2 neighborhoods  Establish renter protection policies, including establishing a mandatory Rental Registration program
 Add needed code enforcement and Community service officers Candidate goal 3) Economic and Cultural Vitality
 Support a thriving and sustainable local economy, including focus on the Downtown  Reduce Downtown vacancies by connecting landlords experiencing vacancies with local businesses seeking brick and mortar premises
 Encourage local culture, the arts and arts education, focusing on the Cultural Arts District
 Protect and maintain historical resources partnering with nonprofits Candidate Goal 4) Strengthening Community Sense of Well Being  Complete and improve parks (shade retreats, splash pads, bike courses), including Righetti park
 Continue DEI policies in city administration and reach out to new residents, permanent and student
 Support youth, senior and mental health services, partnering with the county and nonprofits.
 Expand local volunteer opportunities
 Make the city a “Family Friendly workplace” (improve childcare options for employees)
 Continue to facilitate high speed internet access for all residents Candidate Goal 5) Improving Public Safety
 Increase CAT, MCU and Community Service Officers, expand evening and weekend coverage.
 Hire more needed police officers
 Determine a location for Fire House #5 and expedite construction  Hire an Emergency Operations Officer
 Educate cell phone users that they need to sign up for reverse 911 service  Reinstate CERT and community emergency preparedness
 Improve notification of evacuation routes, including that of senior and disabled residents

2/8 Staff Agenda Correspondence Attachment B: Combined Council Pre-work Attachment B: Combined Pre-work Page # 11
 Work with Cal Poly to end St. Fratty’s Day and prevent large student gatherings in the neighborhoods.

Candidate Goal 6) Infrastructure and Transportation
 Protect water security & improve ground water augmentation  Extend purple pipe to older neighborhoods to save potable water  Upgrade maintenance of streets for automobile, bicycle, and mass transportation  Conduct actual usage, traffic counts and “origin/destination” studies for need, before building future permanent bike lanes or eliminating traffic lanes  Prioritize improvement of dangerous streets and intersections, as well as evacuation routes
 Improve the safety of the Broad Street corridor
Candidate Goal 7) Fiscal Responsibility and Sustainability  Continue to pay down PERS pension liability
 Overhaul and improve collection of business license fees  Fully utilize measure Y (REOC) funds (as per statutory priorities) in the current budget cycle
 Analyze and improve fiscally responsible and sustainable city operation of essential services
 Pause or postpone expensive capital projects where feasible, if needed due budget deficits
 Avoid taking on more debt burden; refinance loans where possible

Item 4a
Department: Administration
Cost Center: 1001
For Agenda of: 2/8/2025
Placement: Business
Estimated Time: 5.5 Hours
FROM: Whitney McDonald, City Manager
Prepared By: Natalie Harnett, Policy and Project Manager SUBJECT: 2025-27 FINANCIAL PLAN PROCESS: COUNCIL GOAL SETTING

WORKSHOP

RECOMMENDATION

1. Consider information and community feedback (to-date) for deliberation during the goal-setting process in order to develop Major City Goals and define associated desired outcomes for the 2025-27 Financial Plan; and

2. Direct Staff to return to the City Council with recommended preliminary work programs, a draft Capital Improvement Plan, and proposed budget appropriations in April 2025 to support core departmental services and advance Major City Goals.

POLICY CONTEXT
The City of San Luis Obispo utilizes a two-year financial planning process to create its budget. The fundamental purpose of the City’s budget process is to link, through public engagement and strategic deliberation, the interests of the community to the available financial resources to achieve the desired outcomes. The process allows the City Council to engage the community in identifying Major City Goals for the City while also providing information and education regarding the City’s core services and programs, including the day-to-day work and responsibilities carried out by City employees to support residents’ quality of life. The Goal-Setting Workshop is the opportunity for Council Members to take the feedback from the Community Forum and previous community input and develop the Major City Goals for the 2025-27 Financial Plan.

DISCUSSION
The Council Goal-Setting meeting is one of the most important steps of the financial planning process where Council Members will collaboratively develop the City’s priorities for the 2025-27 Financial Plan. All prior staff reports related to the 2025-27 Financial Planning process and community feedback on priorities are linked under the “Previous Council Action” section of this report for reference. Th is information will help develop goals for the next two years. These goals will guide staff in the preparation of the budget and recommended Major City Goal work program allocations for the 2025-27 Financial Plan.

Item 4a
Background
Since November 2024, there have been a variety of opportunities for community members to provide input to the City Council to enable them to establish the Major City Goals. These opportunities include input from City Advisory Bodies, a Community Priorities Survey, a notice to over 100 community groups and individuals, and a Community Forum (Forum) on January 23, 2025.

The Forum included a presentation by staff and leadership, followed by an interactive breakout session and an opportunity for public comment at the end. It was publicly noticed as a Joint Session of the City Council and the Revenue Enhancement Oversight Commission. More than 200 community members attended the event.

During the breakout session, staff facilitated nine input stations, determined based on Community Survey results, to answer questions and gather feedback. Each topic area featured a list of planned or proposed projects or work program efforts aligned with identified priorities. Community members ranked these items digitally via their phones or tablets available at the stations, viewing real-time results, and could also propose additional ideas using a free-response polling option.

A livestream recording of the Forum is available on the City’s YouTube channel.

Attachment A provides a summarized report of the feedback from the Forum and Attachment B includes all free responses collected at the Forum, organized by priority.

Format
Before the Goal-Setting Workshop, Council Members will each submit a completed Council Worksheet (Attachment C) by February 4th at 5 PM, addressing the following questions:

1. What edits to the existing Major City Goals would you make to focus on the most important items in these goal areas?

2. Are there any Major City Goals that need to be added?

3. Are there any work efforts that need to be added?

4. Within the current goals or high-level, high-importance tasks, what do you think could be stopped or deferred, if needed?

5. Would you be interested in changing the label of Major City Goals? The intention behind relabeling the Major City Goals would be to create overarching bodies of work, rather than value statements, with specific work items, measurable goals, and timelines.

Based on the Council Members' responses, the facilitator will lead a discussion on goals by category and their connection to current activities and services. This discussion aims to define the desired long-term outcomes and identify actionable steps the City can take over the next two years to move toward those outcomes. The Council may choose to align on goals for the next two years or, if necessary, use a prioritization exercise to determine key focus areas for the 2025-27 Financial Plan.

Item 4a
Materials for Goal-Setting
In addition to the Forum results included in this agenda packet, staff will provide two follow-up documents via Staff Agenda Correspondence ahead of the goal-setting workshop. These documents will support the Council's discussions during the workshop:

1. Major City Goal Update – A comprehensive update on the status of current Major City Goal efforts, including a list of completed items.

2. Combined Council Pre-Work Submittals – A summary compiled by the third-party facilitator, synthesizing Councilmembers' pre-work submissions into an overarching report. Individual Councilmember names will not be included.

Goal-Setting Workshop Agenda
Location: 990 Palm Street – Council Chambers
(Times are estimates)
9:00 AM Welcome - Mayor Erica A. Stewart
9:05 AM Introduction and Budget Context - Whitney McDonald, City Manager 9:20 AM Process and Guidelines - Sommer Kehrli, Facilitator 9:30 AM Discuss Goals for 2025-27 and Review Prioritization from the Survey, Forum, and other public input - Council
12:00 PM Break
12:30 PM Continued Discussion of Goals - Council
2:00 PM Public Comment - Teresa Purrington, City Clerk
2:30 PM Discuss Next Steps - Council/Staff
Previous Council or Advisory Body Action
 December 10, 2024 - City Council Meeting: Setting the Stage/Strategic Scan  January 14, 2025 - City Council Meeting: 2025-27 Financial Plan Process, Economic Outlook, Fiscal Policies, and Capital Improvement Plan Review  January 23, 2025 - Community Forum - Joint Special Meeting of the City Council and Citizen’s Revenue Enhancement Oversight Commission
Future Council Actions
 April 15, 2025- Major City Goal Work Program and Strategic Budget Direction  June 2025- Budget Adoption Hearing
Public Engagement
Public comment on this item can be provided to the City Council through written correspondence before the workshop and through public testimony at the workshop.

ENVIRONMENTAL REVIEW
The California Environmental Quality Act (CEQA) does not apply to the recommended action in this report, because the action does not constitute a “Project” under CEQA Guidelines Sec. 15378.

Item 4a

FISCAL IMPACT
Budgeted: Yes Budget Year: 2024-25
Funding Identified: Yes
Fiscal Analysis:

Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $12,925 $12,925 $ $
State
Federal
Fees
Other:

Total $12,925 $12,925 $ $
The Finance Department budgeted funds for the third-party facilitator, aligning with past facilitated Forums. Beyond designing and leading the Goal-Setting Workshop, the facilitator offers consultation and strategic support for the City's goal-setting process. This includes intake and planning meetings with the City Manager and leadership, ongoing advising for the Community Forum and Survey, and virtual one-on-one interviews with each Council Member.

ATTACHMENTS
A – 2025 Community Forum Results Summary
B – 2025 Community Forum Open-Ended Responses – Compiled list C – Council Worksheet (to be added after February 4, 2025)

Attachment A – Forum Results Summary
Attachment A Page# 1
Forum Results Summary
What is your favorite thing about San Luis Obispo?................................................................ 1 Housing Safety, Affordability, and Neighborhood Livability ...................................................... 2 Climate Action and Open Space............................................................................................. 4 Homelessness Response....................................................................................................... 6 Diversity, Equity, and Inclusion ............................................................................................... 8 Downtown Vitality and Economic Development .....................................................................10 Fiscal Sustainability...............................................................................................................11 Local Revenue Measure........................................................................................................13 Infrastructure and Sustainable/Multimodal Transportation .....................................................14 Public Safety .........................................................................................................................16 Other/New Ideas ...................................................................................................................17 E-Mails ..................................................................................................................................17 Community Priorities Survey Results.....................................................................................19 What is your favorite thing about San Luis Obispo?
124 Votes

Attachment A – Forum Results Summary
Attachment A Page# 2
Housing Safety, Affordability, and Neighborhood Livability 234 Total responses to the poll:

Attachment A – Forum Results Summary
Attachment A Page# 3
Housing Safety, Affordability, and Neighborhood Vitality Other Ideas (60 total responses). The top themes included:
14 Respondents indicated they wanted better tenant protections including eviction protection, incentives for lower rent, and regulations for safer housing units. Four (4) of those respondents specifically mentioned the creation of a Rental Registry. 9 Respondents indicated they wanted zoning changes that would support more housing production, specifically, respondents called for zoning updates to allow for higher density development.
6 Respondents indicated they wanted more code enforcement resources for neighborhoods, with several specifically mentioning that the City should do more to control illegal greek life. 5 Respondents indicated they wanted an acceleration of the City’s Land Use and Circulation Element (LUCE) update.
4 Respondents indicated they wanted the City to support Smart Share Housing Solutions and specifically mentioned support of the “Waterman Village Project”. 3 Respondents indicated they wanted clean air to be a top priority and that the City should update its smoking ordinance to include multiunit housing.

There were many responses that generally urged the City to do more to make neighborhoods more livable, safe, and affordable. Several respondents said they wanted more parking minimums and parking districts and several indicated that an expedited permitting process could help incentivize housing production.

Attachment A – Forum Results Summary
Attachment A Page# 4
Climate Action and Open Space
266 Total responses to the poll:

Attachment A – Forum Results Summary
Attachment A Page# 5
Climate Action and Open Space Other Ideas (81 total responses). The top themes included:
18 Respondents indicated they wanted the dredging of Laguna Lake to be prioritized. 11 Respondents indicated they wanted the City to build more bike trails and infrastructure, including more beginner-friendly mountain bike trails and a Mountain Bike Park in the Laguna Lake area.
8 Respondents indicated they wanted the City to prioritize the maintenance of its open space and several specifically called for fire fuel reduction measures and the expansion of cultural or prescribed burns.
6 Respondents indicated they wanted the connection of more trails and open spaces throughout the City and County.
5 Respondents indicated they wanted the City to prioritize disaster preparedness and include disaster preparedness as a work program for climate resilience. 5 Respondents indicated they wanted incentives for building green infrastructure and electric vehicles.
5 Respondents indicated they wanted the City to prioritize improving its public transit options to incentivize alternative modes of transportation.

Many responses were supportive of the City’s climate goals and recommended a variety of different ways to advance our goals such as planting more trees, increasing educational work, and using community partnerships to help achieve climate goals.

Attachment A – Forum Results Summary
Attachment A Page# 6
Homelessness Response
133 Total responses to the poll:

Homelessness Response Other Ideas (37 total responses). The top themes include:
9 Respondents indicated they wanted rent control and tenant protection measures that would help make housing more affordable and keep people from becoming homeless.

Attachment A – Forum Results Summary
Attachment A Page# 7
4 Respondents indicated they wanted improved mental health and drug rehabilitation programs and a shift away from a “housing first” model.
3 Respondents indicated they wanted the City to develop a multi-use homeless site within the City or in an open space area.
3 Respondents indicated they wanted the City to prioritize stronger policing, especially for illegal drug use.

Other responses varied. Some responses included allowing tents in safe parking programs, focusing on relocation, and exploring programs that provide the homeless with an opportunity to garden and grow crops.

Attachment A – Forum Results Summary
Attachment A Page# 8
Diversity, Equity, and Inclusion
161 total responses to the poll:

Attachment A – Forum Results Summary
Attachment A Page# 9
Diversity, Equity, and Inclusion Other Ideas (44 responses). The top themes included:
11 Respondents indicated they wanted the City to prioritize tenant protections and other housing solutions (increased options, low-cost units) to achieve the goal of DEI. 8 Respondents indicated they wanted the City to eliminate DEI as a major City goal, but many of them recommended operationalizing the initiatives.
6 Respondents indicated they wanted the City to continue its DEI Major City Goal and expand funding for DEI programs.
6 Respondents indicated they wanted the City to support public art and shared the sentiment that providing access to cultural arts encourages DEI.

Attachment A – Forum Results Summary
Attachment A Page# 10
Downtown Vitality and Economic Development
175 total responses to the poll:

Attachment A – Forum Results Summary
Attachment A Page# 11
Downtown Vitality and Economic Development Other Ideas (244 Responses). The top themes included:
210 Respondents indicated they wanted the continuation of “Cultural Vitality” within a Major City Goal and specifically supported the Cultural Arts District and the expansion of arts and culture opportunities within the City.
11 Respondents indicated they wanted the City to lower its Parking rates or bring back free parking.
7 Respondents indicated they wanted the City to take action to address downtown vacancies.

Most of these responses specifically mentioned the establishment of a “vacancy tax” to disincentivize vacancies.
3 Respondents indicated they wanted increased resources to make downtown cleaner and safer, such as increased power washing.

Fiscal Sustainability
104 total responses to the poll:

Attachment A – Forum Results Summary
Attachment A Page# 12
Fiscal Sustainability Other Ideas (22 Responses):

Due to the limited number of responses regarding Fiscal Sustainability Other Ideas, no significant themes emerged. However, the ideas shared generally included:
 Re-prioritizing infrastructure projects and expediting their completion to mitigate inflationary costs.
 Reducing departmental budgets and headcount.
 Expanding the business license program to include a rental registry and implementing a per-property fee for landlords.
 Suggestions for investment strategies.

Attachment A – Forum Results Summary
Attachment A Page# 13
Local Revenue Measure
The City's Local Revenue Measure (G-20) requires funds raised through the measure to be used in the following areas. This poll allowed participants to rank which they thought were most important. There were 128 responses to this poll:

Attachment A – Forum Results Summary
Attachment A Page# 14
Infrastructure and Sustainable/Multimodal Transportation 325 total responses to the poll:

Attachment A – Forum Results Summary
Attachment A Page# 15
Infrastructure and Sustainable/Mult-modal Transportation Other Ideas (101 responses). The top themes included:
49 Respondents indicated they wanted the Righetti Ranch Park system to be prioritized as a CIP.
19 Respondents had feedback on the expansion of bike paths throughout the City, about half were supportive and urged for more while half recommended prioritizing other types of infrastructure.
7 Respondents indicated they wanted the City to build more pickleball courts. 5 Respondents indicated they wanted the prioritization of the South Broad Street Corridor project in order to make it safer.
4 Respondents indicated they wanted the City to make improvements and enhancements at the Laguna Lake Golf Course.

Other responses indicated they wanted bike and pedestrian improvements on Tank Farm Road and several encouraged the expansion of mountain bike trails and other Parks and Recreation facilities.

Attachment A – Forum Results Summary
Attachment A Page# 16
Public Safety
137 total responses to the poll:

Attachment A – Forum Results Summary
Attachment A Page# 17
Public Safety Other Ideas (24 responses). The top themes included:
7 Respondents indicated they wanted the City to prioritize street safety improvements including better lighting, more crosswalks, and implementing elements of the Vision Zero Plan. 6 Respondents indicated they wanted increased tenant protection measures and to ensure the safety of rental units.
4 Respondents indicated they wanted more to enforcement of traffic laws and speeding. 4 Respondents indicated they wanted a prioritization of emergency preparedness.

The remainder of the responses were mixed, with some suggesting reducing policing efforts and some suggesting additional services, especially related to homelessness response.

Other/New Ideas
74 Respondents to the new ideas section. Many of the ideas in this section reiterated ideas in the specific topic areas but the top themes included:
14 Respondents indicated they wanted the preservation of arts and culture in San Luis Obispo. 9 Respondents indicated they wanted new Parks and Recreation facilities such as pickleball or bike parks and some wanted additional swim services.
4 Respondents indicated they wanted the City to prioritize the construction of the Righetti Ranch Park System.
3 Respondents indicated they wanted the City to prioritize childcare opportunities and/or expand youth services and programs.
3 Respondents indicated they wanted more opportunities for healthcare professionals in the area and supported actions to attract healthcare providers. 3 Respondents indicated that they wanted the City to make improvements to the La Loma Adobe and prioritize the preservation of historical buildings.

E-Mails
Individuals who were not able to attend the forum were able to submit their ideas and thoughts via email. The [email protected] email received 73 emails as of January 28, 2025. Staff has reviewed all of the emails received and found the following key themes:
14 Respondents indicated they wanted the continuation of “Cultural Vitality” within a Major City Goal and specifically supported the Cultural Arts District and the expansion of arts and culture opportunities within the City.
5 Respondents indicated that they wanted the City to make improvements to the La Loma Adobe and prioritize the preservation of historical buildings. 7 Respondents praised the City’s work on open space and the creation of trails and indicated that they would like to see more trail systems and specifically connecting trails between open spaces.

Attachment A – Forum Results Summary
Attachment A Page# 18
5 Respondents indicated they wanted increased tenant protection measures and to ensure the safety of rental units.
5 Respondents indicated they wanted the prioritization of the South Broad Street Corridor project and implementation of the “Vision Zero” Action Plan. 5 Respondents indicated they wanted clean air to be a top priority and that the City should update its smoking ordinance to include multiunit housing.
5 Respondents indicated they wanted the City to build more bike trails and infrastructure, including more beginner-friendly mountain bike trails and a Mountain Bike Park in the Laguna Lake area.

All of the emails received have been archived to the City’s website here:
https://opengov.slocity.org/WebLink/Browse.aspx?id=202624&cr=1

Attachment A – Forum Results Summary
Attachment A Page# 19
Community Priorities Survey Results
A total of 1,629 individual survey responses were received by December 13, 2024, representing 81 hours of public comment. A chart identifying the top priorities from the survey is included below.

All of the survey responses have been published as a reading file here. 7 7
8 9
9 10
16 19
22 26
38 47
264
272
295
311
382
415
524
543
672
740
743
812
1008
0 200 400 600 800 1000 1200
Additonal Bikelanes
Permitting Process Improvements
Laguna Lake Dredging
Services/Accessibility for Seniors…
Righetti Park
Second Hand Smoke
Broad Street Corridor
Adobes/Historic Preservation
Reduced bikelanes
Healthcare Access and Medical…
Parking Rates and Policies
More Parks & Rec Facilities
Diversity, Equity, Inclusion
Cultural Vitality
Childcare
Safe Housing and Neighborhood…
Public Safety
Sustainable and Multi-Modal…
Climate Action Plan
Fiscal Sustainability and…
Open Space
Downtown Vitality
Housing Supply and Affordability
Infrastructure Maintenance
Homelessness Response
# of votes (each respondent could choose up to five
priorities)
Community Priorities Survey: Top 25 Themes

Attachment B: Open-Ended Responses to Station Other Ideas Attachment B Page# 1
Contents
Housing Safety, Affordability, and Neighborhood Livability ................................................. 1 Climate Action and Open Space ............................................................................................. 7 Homelessness Response.......................................................................................................13 Diversity, Equity, and Inclusion..............................................................................................16 Downtown Vitality and Economic Development...................................................................19 Fiscal Sustainability................................................................................................................42 Infrastructure and Sustainable/Multi-Modal Transportation ................................................44 Public Safety ...........................................................................................................................50 Other/New Ideas......................................................................................................................52 Housing Safety, Affordability, and Neighborhood Livability I am including my concern in this topic as it relates to safety and is highly impacted by all the new housing developments.

I live off of Broad St between South and Orcutt. I have lived there for 10 years and during that time there have been many homes built in my neighborhood and along the railroad area.

This all creates additional traffic coming onto Broad st which requires cars to feed through the center median.

In addition, the new home developments south of Orcutt/Rigetti etc mean there are many more people using Broad st to get downtown.

We need improvements for routing traffic and people across Broad St - center dividers, traffic lights etc. It should be a requirement for these new housing projects to fund safety improvements to the main feeder roads that link the neighborhoods to downtown.

I support plans to improve the Broad St. corridor. As a resident of that area and as a frequent pedestrian I feel there is much need to improve this corridor.

1. Fund 3 additional code enforcement officials to enhance neighborhood code compliance.

2. Add 2 CSO’s to enforce party noise in neighborhoods from Thursday through Sunday and other holiday events.

3. Fund additional public safety personnel to assist in eliminating St. Frattys Day event.

1. Quality of life: 3 additional code enforcement officers, 2 for code violations and 1 specifically for illegal fraternities.

2. Safety: require exterior door deadbolts and window locks for rental properties; vote to agendize an ordinance to prohibit gatherings on the roof - or at least a study session.

3. Subpoena Cal Poly's records of the addresses of all Fraternity / Sorority Houses and satellite houses including the event registrations.

As “studentication” (I used to call it gentrification) marches into the neighborhoods it would be nice to have rules in place to limit number of occupants. That was a rule at one point, as was number of parking places required per occupant. Did that all get dismissed? Get illegal fraternity operations out of the residential neighborhoods.

Attachment B: Open-Ended Responses to Station Other Ideas Attachment B Page# 2
Housing Safety, Affordability, and Neighborhood Livability Review current CUPs for fraternities to ensure compliance and require re-review if there are violations (e.g. recent noise violations)
I am very concerned about the number of illegal fraternities operating in R-1 and R-2 neighborhoods. They are causing a severe deterioration in neighborhoods who are suffering from ongoing non-regulated parties,
Move fraternities and sororities to CP campus.

Expedite permitting process for multi-family housing, even if at market rate The permits and regulations are a bit much. Way too pricey and take incredibly long. This is driving up cost of homes period. It’s impossible to build affordable housing because of the lengths and the hoops these developers have to go through and pay for. Some of these developments we’re seeing come to life today have been in motion since THE 90s. While I appreciate the quaint well planned city, how are we supposed to build adu’s, afford to restore our homes, create more space for ourselves and neighbors?! Grants for ADUs. Faster approval processes.

1. Neighborhood livability/impact in implementing long standing initiatives checklist.

Neighborhood livability has fallen victim to more general issues (housing stock, climate change, etc) and the impact on neighborhood livability is often disregarded as part of the greater good. A formal step which encourages looking through the lens of community livability would perhaps inform implementers as to issues to resolve before implementation.

2. Healthcare as a factor to consider when attempting to meet housing growth goals. The more we build, the greater the population in an area which is increasingly challenged by lack of healthcare providers. Identifying the scope of the problem and what the city can do to help attract/keep healthcare providers might be helpful or give pause to aggressive development programs until an interim solution is developed.

Establish a neighborhood ombudsman that works with neighborhoods to solve livability problems.

I’d like to see more emphasis on livable neighborhoods, more consideration for incompatibility of conflicting land uses
Improve neighborhood safety, particularly near Cal Poly and near Madonna Rd. Reduce the number of homeless people in the neighborhoods. Reduce speed bumps and unnecessary roundabouts, as well as inefficient and unsafe bike lanes and paths.

Continue to support historic structures in the downtown and the rest of the city for the livability of the neighborhood. Specifically the La Loma Adobe and surrounding area because it is the the starting point of the Bowden Ranch open space.

Historic & Cultural resources support healthy communities. Please support the restoration of historic buildings in San Luis particularly City-owned buildings Accelerate LUCE update
In order to facilitate more housing and a stronger plan for the future of our community, the council should move the timeline up to begin the process of funding and supporting a General Plan Update, specifically the Land Use and Circulation Element (LUCE).

Move the LUCE part of the general plan to sooner rather than later. We can facilitate more housing that way.

The times they are a changing. It’s time to update General Plan and LUCE.

Updating the Land Use and Circulation Element.

Completion of Orcutt Area Specific Plan commitments, specifically the park Finish the park in Righetti Ranch so our children can walk to the park and don't have to drive

Attachment B: Open-Ended Responses to Station Other Ideas Attachment B Page# 3
Housing Safety, Affordability, and Neighborhood Livability Parks! Follow through with the construction and completion of Righetti Park so that entire neighborhood doesn’t have to get in their car and drive to a park! Please make the darn parks in righetti ranch! It’s full of young families that need a park! We’ve been waiting for years and our kids are getting older. Please make this a top priority! I need to emphasize that the goal is not to over regulate; in an attempt to get everything (affordable below market rate units, sustainability and DEI, new parks, union/local workers, new infrastructure - all good things) you're going to suppress the actual goal of more development. Less strings attached. An abundance of market rate units will help citizens more than a hand full of deed restricted affordable units. Don't include poison pills, just let people build!
Improve lighting and sidewalks in the transition area from downtown to upper Monterey along Monterey st. Make the underpass feel like a gateway to the area rather than an obstacle to be avoided
As a long-time resident of San Luis Obispo, I’m grateful for the City’s ongoing efforts to address housing challenges and support the diverse needs of our community. I’m writing to share some thoughts on how we can build on the good work already underway, especially as the City moves forward with the 2025-27 Financial Planning process.

While I fully support the City’s current housing policies, such as the Affordable Housing Fund and the ongoing Housing Element Update, I believe there are additional adjustments we can make to better address the evolving economic realities that many residents face. In particular, I’d like to highlight the gap that exists for families who earn just above the workforce housing thresholds but still find themselves struggling with housing costs.

The economic pressures on families in San Luis Obispo are significant. As of December 2024, the median home price in the city of SLO was around $1.1 million, well above what most middle-income families can afford. Even households earning above the workforce housing thresholds often find homeownership unattainable under current market conditions.

On top of that, many residents are burdened by student loan payments, childcare costs and the cost of basic food items (the price of a carton of eggs is currently above $6 dollars) which further limit their disposable income.

For those of us already living in the city, high rents place additional financial strain, making it difficult to save for a down payment or transition to homeownership. These combined pressures are leaving many families in a tough spot...unable to qualify for affordable housing programs but also priced out of the private housing market.

I believe there are several key steps we can take to address these challenges and make housing more accessible to a wider range of residents:

1. Use a City-Specific AMI: Currently, the City uses a regional Area Median Income (AMI) to determine workforce housing eligibility, which supports important demographics, such as commuters who work in SLO. However, the cost of living in the city is significantly higher than in surrounding areas. By adopting a City-specific AMI alongside the regional standard, we can better align workforce housing policies with the economic realities that current residents face, while also ensuring housing remains available for people who work here and wish to move to the city.

2. Adjust Workforce Housing Eligibility: I recommend expanding eligibility for workforce housing by considering critical household expenses like childcare, student loan debt, and high rent burdens when determining eligibility. This could open the door for more families who earn just above the current thresholds but still struggle with affordability.

3. Middle-Income Housing Set-Asides: New housing developments could reserve a percentage of units for families earning between 160% and 200% of the AMI. These families are often overlooked by current policies, yet they face significant barriers to homeownership

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Housing Safety, Affordability, and Neighborhood Livability due to high housing costs.

4. Shared-Equity Homeownership Programs: Partnering with developers to create sharedequity programs could also help. These programs would allow families to purchase homes with a lower upfront cost and share any future appreciation with the City when the home is resold. This model could make homeownership more attainable for families who are otherwise priced out.

I would also encourage the City to conduct regular evaluations of its housing policies.

Tracking metrics such as the percentage of cost-burdened households (those spending more than 30% of their income on housing) will help ensure that policies remain responsive to the actual needs of the community. I’m hopeful that these proposed adjustments can further strengthen the City’s efforts to make housing more accessible. San Luis Obispo is a unique and vibrant community, and we need bold, innovative policies to match. Thank you for considering these recommendations.

Implement barriers to foreign corporations to prevent them from buying property and homes to stabilize housing costs and allow for local families to own homes.

Invest in the Housing Team so that the City’s Affordable Housing program can be run by the City itself with dedicated staff running it so that it does not have to be outsourced outside of our community.

Knowing that 100+ units are slated to come to the Monterey St/California St intersection is petrifying. We already have horrendous traffic in this area with SLO High, accidents on the grade, overflow from downtown. Adding this new community/facility is going to overload our town and overflow our streets. SLO City Council Members and officials should get in their cars and drive around town during these busy times to get an idea of what the residents are dealing with. Move housing to the areas that can support it, don't suffocate the already impacted areas. Having a 5 story tall building is also going to change the skyline significantly and give a whole new feel to the area.

LITCH programs! Renewable energy assists on-site via HASLO & other partners (electric vehicle charging, solar panels, etc.)
More apartments with bicycle use and storage as a theme. A car-free affordable apartment building!
Offering more low income housing options to maintain equity and productivity within the community.

Please reinstate the process for formation of a parking district. Thank you! Prohibit REITs and LLCs from purchasing additional residential properties. Make them divest of existing properties over a ten year period.

Re-designate SLO from rural to urban so the Medicare pay rate to doctors increases and the area becomes more attractive to retaining long-term health care professionals. We need to keep doctors in SLO and make more availability to the populace on a timely basis. The docs that are here have incredible wait lists.

Reduce building fees and red tape. Stop forcing low income housing on everyone. The hard working people are tired of paying/subsidizing for other people’s housing.

Resume the program for residents to establish a parking district within a neighborhood. The repeal of residential occupancy standards has led to rampant abuse of single family R-1 zoned dwellings being converted into rental units housing more people than what the home was originally intended to (single family units). This has created parking congestion filling driveways, streets, and cul de sacs with vehicles creating at worst a lack of access for emergency vehicles.

SLO need more affordable housing. I see many empty lots around town and would Like to see more homes built on those infill lots.

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Housing Safety, Affordability, and Neighborhood Livability Street trees! Inexpensive way to enhance livability, lower temperatures and pump oxygen into the atmosphere.

What you guys did to the Angola neighborhood with its protected by lanes has made that area unlivable. Please stop ruining San Luis Obispo with such infrastructure ideas.

While I do not know how much communication is possible between the city and state governments, if the state government could reduce or eliminate the requirement for the CSU system to continue increasing enrollment each year, it would reduce the burden on Cal Poly to continue increasing enrollment and reduce the number of new students each year, lowering the future demand for housing in the SLO area.

If a developer chooses to make a 2 bedroom home and add a 3 bedroom ADU on a corner with no parking and then decides to do it again with an adjoining house shouldn’t there be some kind of parking requirement?
For livability please do not build anymore. Instead can we work on restoring the building we already have? Making the most out of each lot. Traffic has doubled since all of the new housing has been put in. Please keep SLO, SLO. Thank you Create a revolving fund for low-income through moderate-income housing Create a rental registry
Enact an ordinance to require all residential rentals to register with the city. This registry will help to provide a database to educate renters and landlords.

Rental housing registry
Educate homeowners about ADU options, regulations and costs to facilitate building of more housing. Partner with Smartshare for community outreach.

Love the Waterman project on Dana St. Small units for singles is very important Please support Smart Share Housing Solutions “Waterman Village Project”. Thank you Please support Smart Share Housing Solutions “Waterman Village Project”. Thank you. clean air including smoke free multi unit housing
No smoking in multi unit homes
Update smokefree ordinance to include within the units of multiunit housing Better tenant protections
Close the many gaps and loopholes in state law that allow bad faith actors to perpetuate unsafe and unhealthy living conditions and to harass tenants, evict them without cause, and intimidate or push out tenants who ask for repairs or improvements.

Comprehensive housing support plan including tenant protections (with health protections:
smoke free MUH and mold abatement), preserving existing housing stock, and promoting housing supply
Improve tenants protections and add rent registry
Increase Tenant and Eviction Protections to protect our employees, students and neighbors.

Prioritize rental protections, please!
Tenant protections rental registry better code enforcement and a protection from reprisals from landlords who get reported to code enforcement
Tenant protections and incentives for lower rent
Tenant protections to make housing safer, more affordable, & livable Tenant Protections, deadbolt, Black mold ordinances and Rent Registry along with Rent cap keeps our neighborhoods safe and affordable.

The City should modernize and upgrade Health and Safety requirements for rental housing, and then enforce them.

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Housing Safety, Affordability, and Neighborhood Livability o Require deadbolts on all exterior entries and locks or security devices on all windows designed to be opened
o Require motion-sensing lighting on exterior facades of rental properties to ensure safety and protection.
o Enact stricter smoke, CO2, and fire detector requirements. o Enact a mold ordinance.

Address zoning across the entire city to allow for high or medium density housing.

Build 10x as many homes as we've been building. Build them in places that people want to live, i.e., not out in the boonies, under the airport flight path. Downtown needs to become more dense.

I would like to see the construction of denser housing and redevelopment in and near our city core
I’d like the city to continue its policy of supporting a downtown with mixed housings. We need more small affordable units.

Prioritize the change in zoning to allow for more medium density and high density development throughout the city.

Prioritize the construction of medium-to-high density housing such as apartment complexes and mixed-use developments with an emphasis on below-market-rate developments and walkability to ease costs of living.

Review & update uniform design guidelines to allow for more housing production to occur Simplify zoning to allow more homes and a greater variety of homes that meet our community need
Upzoning initiatives

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Climate Action and Open Space
Continue investment in bike only rite of ways.

Install and finish bike path along Bullock Ln & Righetti Ranch Rd.

Adding more bike specific trails and more shared trails. Quercus trail is a perfect example of what the City Ranger can make, more trail like this one would be great.

Continue to develop Mountain Bike Park in the Laguna Lake area.

Continue to increase the diversity and breadth of our current trail system to provide opportunities for all user groups to enjoy our beautiful open spaces. Including continuing the development of Laguna Lake bike park!
Create and maintain more beginner-friendly, purpose-built mountain bike trails, and improving diversity in difficulty of trails in SLO (development of expert trails and beginner trails).

Develop a bike trail along Hwy 101 connecting the City through Cuesta Park with the trail head of Miossi Open Space and Stage Coach Rd, eliminating biking on Hwy 101 and eliminating the need of cars.

Mountain biking and spending time outside are very important to me. I would love to see new trails and more trail maintenance in the area.

To help San Luis Obispo achieve its priorities of Climate Action and Open Space, I propose advocating for the development of more beginner-friendly mountain bike trails. These trails would not only make outdoor recreation more inclusive, but foster more growth in the sport for youth riders.

Truly protected bike paths. Most are too scared to ride bikes in SLO. + A protected walking/bike path along Tank Farm connecting the two parts of the city in a safer way.

We need more bike trails and increased maintenance of bike trails in our open space! This area is growing in mountain biking and the trails could be better maintained and there’s room for even more to help keep biker/hiker conflicts down.

Continue to support cultural burns with yak tityu tityu yak tilhini Expanding capacity for prescribed burns, using native plants in landscaping for pollinator habitat away from roads (the new planter boxes on chorro are attracting pollinators into streets and getting hit. Maybe relocate those plants and replant with non-blooming species on roads—it’s a great start though!). Creating a central meeting space in disaster situations with extra supplies would be great. Also being vocal in support of the agricultural community while they are at risk of deportation. Supporting carbon sequestration projects at parts, open spaces, and encouraging drought tolerant pollinator habitat residential landscaping. Thank you!
Disaster preparedness should be a work program for Climate resilience Make sure our residences and our open spaces are resistant to wildfires, since wildfires release large amounts of carbon dioxide. Give financial incentives to help people retrofit their homes to make them more fire-resistant.

Natural Disaster preparedness
Planning and proper funding to prevent and handle future wildfires.

The Climate has changed. It will continue to change. We should be prepared for the changes.

The city should be prepared for natural disasters to the best of its ability and within its budget.

We as a city cannot make changes that will impact the climate in any significant way when considering the global forces and foreign countries actions involved. If any money is spent to effect a positive change in the climate, it should be voluntary contributions to effective non profits that are making more significant changes. Such as Carbon Credit. Please see this link from the former transportation manager of the city of Santa Barbara

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Climate Action and Open Space
https://vimeo.com/911638304
Way more effective use of funds.

Engage the business community in a campaign to install EV chargers at workplaces, retail shopping centers, and other places where people spend a few hours during the day. Offer expedited permitting services for the installations and information on incentives and other resources.

Balance conservation with access! Expanding our open spaces without providing expanded trails (ideally user specific) does little to improve overall enjoyment of our open spaces.

Historic & Cultural resources support energy conservation & outdoor activities. Please support the restoration of historic buildings in San Luis particularly City-owned buildings The City should continue to prioritize historical structures, including the La Loma Adobe and surrounding open space. This structure was recently dated to the Mission Period and the surrounding area leads to the Bowden Ranch Open Space. It is an important landmark in our community plus there is a city bus stop three blocks away.

BETTER PUBLIC TRANSIT!!!!!!!
I would take the bus if it were free. I am low-income and that would be an incentive to give my car and all the costs and pollution associated with it. Also, the ebike incentive promoted by CA for low income residents was a disaster: logged on precisely at the opening online with all qualifying paperwork, digitally put on hold and told to wait, waited online for an hour, then told that the process was closed. PRE-QUALIFY APPLICANTS AHEAD OF TIME, then hold a lottery.

Improve mass transit with more routes and electric busses Increase SLO Transit frequency to and from Cal Poly, especially on nights and weekends to deter drunk driving and promote sustainability and reduce traffic.

We desperately need more and better mass transportation for the areas outside of downtown to make it a viable alternative for working families who don’t have access or means to bike.

Incentives as strongly as possible apartment landlords to add solar, replace gas appliances with electric, and provide on site charging options.

Provide assistance/advice/incentives for renting residents who would like to upgrade the sustainability of their rented homes. (It doesn't make sense for me to add solar to my apartment or improve its insulation.)
Replacing the gas guzzling furnace at the Sinsheimer pool should be done as soon as possible!!
Work to develop and promote residential green infrastructure projects (curb cuts, etc.) to help manage stormwater runoff and collect rainwater. Retrofit old neighborhoods and integrate into new developments.

A few years ago you received some grants and put in the budget to dredge Laguna Lake once a year. You did it once for a few hours and never again. The city must realize that the lake and the park are its largest asset and you are letting it go to waste. Before you spend money on trees etc. fix the problem that has been building for many years.

Continue dredging and maintenance of Laguna Lake
Continue with periodic sediment removal from laguna lake. Improve this important city asset.

Set up a carbon sequestration project by removing tuliees and taking them to the biodigestor.

Allow 70 + year old e bikers to use trails
Dredge Laguna Lake and eliminate many of the east side reeds giving more access and usage possibilities

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Climate Action and Open Space
Dredge Laguna Lake! This will reduce flooding and provide for a healthier eco system for his much loved park.

Dredge Laguna Lake, you are 40 years overdue. That whole area could be a wonderland but it hardly used. Improve the lousy launch ramp. And when you dredge make a bunch of islands. Pretty to look at, sail to and a refuge for various birds and habitat. What is the holdup? Quit wasting money on idiotic and hardly used concrete bicycle thingies and spend our money on us.

Dredge Lagunas Lake and make it more accessible
Go back to the commitments to the residents to keep funding the lake dredging.The city needs to stop spending money to acquire more assets and start maintaining the ones you have. I live on the lake for 25 years and you keep making my area more over grown every year. The city made a commitment to use to perform a yearly dredging plan with dedicated funds and now your reneging on that commitment. Take care of what you have K Kidwell Increase the priority of the Laguna Lake Dredging Program Keeping Laguna Lake a healthy environment for fish, birds etc. and a place for people to enjoy by continuing the dredging program.

Laguna Lake and the surrounding area are valuable resources for citizens of the City and County. Dredging the lake should be a top priority. Not maintaining the lake would be negligent.

Laguna Lake Deredging
Maintain valuable city recreation resources. Make dredging Lagua lake a priority Please continue to push forward on dredging Laguna Lake. I have lived on the lake my entire life, 1216 Mariners Cove, and I've see the slow migration to mud and stagnant water, and we need the lake to maintain healthy oxygen levels. Dredging is a great option of creating a robust future for the lake and all its inhabitants.

Please dredge Laguna Lake before it becomes a sea of tules. The lake used to be a wonderful recreational lake for fishing, boating, windsurfing and sailing. The lake provides a wonderful wild life habitat for animals and birds. It is also a beautiful lake for SLO. Now it is shallow and the tules are taking over. Please take care of our cities beautiful lake.

Please prioritize the Laguna Lake Dredging Program!
Thank you.

Take care of Laguna Lake. It is a jewel in our town and should be maintained for future generations.

Why was not preserving laguna lake a option. It had funds allocated in the previous budgeting process.

Clear out dead brush.

Fuels management plan
Maintain open spaces
Please make open space more accessible. Make trails less steep so they are easier for older people/ people with bad knees and other disabilities. Also make sure all trail gates and bollards are wide enough for obese/pregnant people to fit through. Add more parking at trailheads.

Prioritize the maintenance and development of hiking/biking trails in city open spaces Prioritizing grazing programs where appropriate as part of the fuels management plan Love 10 tall! Also need more street trees in residential areas (eg and esp 600 block of Buchon!)
Please consider planting some of the 10000 trees on or around Righetti Hill.

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Climate Action and Open Space
Adopt a carbon budget rather than a percent reduction goal to stay on top of current science and avoid pushing out goals infinitely
Allow for and incentivize more housing and a variety of home types near jobs, local businesses, transit, schools, and tucked into existing neighborhoods to protect open space, allow for convenient low-carbon transportation, and reduce wasted resources Check on the wildlife corridors. Make sure they are still truly open and that they have not been blocked by fencing. Bressi Ranch corridor from Broad Street looks blocked. Please check!
City of Davis early on became known as a bike friendly city. It made the city a desirable place to live. I would love to see SLO become the climate forward city and have that make SLO tops as a desirable place to live and visit
Climate Action must remain a major city goal. Even if it has become a core service, the threats are growing every day! We just passed the 1.5 degree temp rise threshold, Los Angeles is burning, and here we have 2023 storm response funding to recoup. Status quo isn’t enough for our community’s protection from the disastrous effects of climate change.

With the national stage reversing any gains in climate resiliency, it is more important than ever for climate action to head the city’s major city goals.

Concerned that the Plastic Straw Ordinance that the City passed in 2018 has not been enforced. Businesses don't know about it, or ignore it. Business buyb oxes of them, they are used, discarded, end up as trash and litter; can't be recycled, become trash. For pennies more, compostable plant-based straws are readily available through many sources.

Second, concerned that the State passed AB 1276 - Single Use Plastic Utensils & Condiments; became enforceable Jan 1, 2020. The City ignores this Bill and I want to know why? Every fastfood restaurant uses plastic cutlery, they are littered or trash disposed, especially at Farmers Market.

City needs to amend the Polystyrene Ordinance to eliminate EPS meat trays. Most of the grocery stores continue to use Foam meat trays, with exception to a few like Trader Joe's.

Frustrated that the City passes the enforcement on to IWMA, but IWMA has NO teeth and can't do anything, with the excuse that the IWMA Board says they don't have an enforcement person or ability to hand out warning or even education. It is very frustrating, that 8 years later I'm told, we can only do something on a complaint basis. If I address one restaurant in the Public Market, every restaurant should be approached. It is not the citizens' position to do this. Businesses are on the defense, and ask "who do I work for."? Well the story and solutions are not over...

Janine Rands
8057040148, [email protected]
Convene a biweekly clean energy forum for one year to discuss how SLO city might be able to be a leader in central California’s for generating clean energy and create strategies for action on the recommendations. Continue to enhance bike paths that have some division from the roadway. Perhaps investigate whether it would be possible to allow local only/ bike traffic (including e-bikes) on certain roads during commute times to enhance the biking experience and enforce the rules. Close off streets downtown during shopping times to pedestrians and bikes (work with the shops for delivery). Work more closely with cal poly to get more housing quickly for students on campus to reduce student trips on and off campus and to encourage more telecommuting from employees who are not required to be on campus— cal poly can generate up to 8000 car trips per day! . Work harder to get big employers to use e-bikes. Replace parking spaces with free bike boxes.

Everything and anything the city can do to reduce CO2 release and burning of fossil fuels is a priority.

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Climate Action and Open Space
Eviction is not carbon-neutral, especially when folks are forced to live in their cars (or worse).

And especially when the smaller, older, more affordable housing stock is then demolished to make way for market rate condos.

Get back to basic needs. Reduce crime. Fix infrastructure. Stay in you lane Give priority to bike crossings, such at intersection of Orcutt Rd & Bullock Ln I think it is important to remember that while an admirable goal, the city is less than a drop in the ocean when it comes to addressing climate change. The city as an institution is comparatively powerless in that sphere, but is overwhelmingfully powerful in spheres of local policy such as housing, infrastructure, utilities, transportation, etc. I think the city should focus on climate action less as a discrete goal, but rather as positive externality from achieving other major city goals. For example the city shouldn't focus on a goal of CO2 reduction, it should instead focus on building more housing and encouraging active transit - policies within the cities domain, that if successfully accomplished will just so happen too be better for the environment.

I would like to see the city Set up a program asking citizens to not drive on certain days of the week
to help mitigate Greenhouse gas emissions. We really want to be serious about mitigating greenhouse gas emissions.Then we need to come up with tougher plans.

I would also like to see more education on the realities of the climate crises to increase collaboration with organizations in the forefront
Incentivize biking and walking
Invest in indigenous and YTT-led efforts to steward public lands. Prioritize sustainable building improvements for low income housing. Foster school-based climate initiatives to engage families through public education.

Keeping people housed with increased Tenant Protections avoids the climatic impact of homelessness.

Make driving less convenient (and figure out how to sell that), active transportation more so and super attractive. Have courage. I support you.

Maybe research some way to rehabilitate the Tank Farm area? It seems like a huge dead zone that could be used for animals/open space if it were restored Officially support Class 1 pedal assist e-bikes on all public paths, Open Space, including Pismo Preserve!!
Prefumo creek restoration trail off of Calle Joaquin would be great to see some funds invested for education and maintenance . I have an acre at slo city farm and the current improvements are just amazing.

Prioritize & center Indigenous partnerships, leadership, and stewardship in climate action Provide grant to city residents for water conservation measures such as rain water collection systems
Provide substantial and continual support to city far slow to increase and enhance it, educational, agricultural, and agricultural and regenerative and recreational programs SLO’s climate action has always made me proud to call SLO home. Keep up our work to be a leader in this existential crisis.

Stop building housing and taking no growth stance. That will eliminate a lot of greenhouse gases that are produced in this area.
stop cutting down the trees that are here now. stop promoting tourism. stop building parking garages.

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Climate Action and Open Space
Tenant protections and more environmental friendly affordable housing intersect with the climate action
Use tools such as CLIMATETRACE.ORG which will help the city find buildings, ag, oil wells leaking methane others GHG that can then be dealt with
Wildlife connectivity projects I. Coordination with other agencies e.g. Caltrans Yes to other voices about species protections re: corridor crossings and habitat protection.

Acknowledge and support the Perfumo Creek restoration and enhancement program as a pilot and prototype for the development of other Creekside open space recreational educational opportunities. Work in collaboration with creeklands.org and city farm slow and the manager of the Profumo Creek program to continue to develop and improve those activities And tie them in with employment and training opportunities working in the landscape and in agriculture for homeless and other residents in need of such opportunities.

Address tobacco waste by banning single use disposable vapes and cigarette filters. These are the most commonly found liter in beaches, parks, and contain hazardous chemicals.

Force tobacco retailers to pay for the proper disposal of confiscated vapes and drug accessories which cost the schools and counties lots of money to properly dispose of.

Connect open spaces with bike paths and keep adding more trails. Improve the parking at CalPoly
Connecting more bike paths off the roadway, safe from car traffic Continue to build more advanced and feature rich trails for progressive mountain biking.

Expand access for pedal assist e-mountain bikes.

Develop and improve existing Red Dog trail connecting Eucs / Shooters with Panorama Trail and the phenomenal new Quercus Trail (Thank you SLO City Rangers!) without the need to get in the RR tracks trail.

We need to increase the open space with sanctioned trails. SRAM, Lightning, ETC. A campus full of bright designers with the space agcent to the best trails in SLO county. Open up the trail between El chorro and West Cuesta grade. Host a Sea Otter type event. Make it a mecca for trail users. Keep us outside and stoked.

Provide incentives for climate resilient rental properties that do not displace tenants

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Homelessness Response
Work with the county to develop homeless housing behind Cuesta College near the California conservation core area. There is bus service that goes out there so that people can use transportation to and from that location to other services, either Morro Bay or San Luis Obispo. That area has all the infrastructure needed for revamping the buildings out there for housing needs. They have water, electricity and perhaps natural gas as well. They have lots of open space for farming and growing vegetables and having a really grass roots, healthy living option. It would sort of be a cooperative where everyone participated..

Develop the adjacent parcel next to 40 Prado rd as a multi use homeless site You can buy the drive in movie area and a lot of homeless can stay there, bathrooms portable showers it is gated, and vehicles can stay there also, have guards for safety. Don’t put homeless apartments in neighborhoods put them in the country.

Stop incentivizing people to be homeless. Improve our mental health programs where transients can get the mental help and drug addiction treatments that they need. Remove mentally ill and drug users from the street and hospitalize or arrest those violating drug use laws.

Create a program/funds to relocate homeless individuals back with their own family/community. Research shows homeless and drug addicted individuals do better with family support structure. Spend funds to help reconnect and send individuals back to their own communities. Ventura started a program where any contact with police or fire the individual is asked if they live in the area and would like assistance getting home. If they say yes a trained team works to relocate the individual.

Housing first model is expensive and commits the City to funding housing in perpetuity when it is already struggling to remain fiscally viable.

Pls take measures to reduce homelessness by providing drug rehab programs and move away from housing first model
Remove dei manager and pay additional street crew to cleanup future safe parking areas and other streets where homeless people camp and trash
More communication w/community to provide updates on status of programs - seems like there has been very little change in spite of the time & efforts that have been invested - Universal Basic Income with mandatory mental health and substance abuse counseling/treatment.

There are three components to reducing. homelessness: housing, behavioral health services, and law enforcement. Housing needs to be more affordable, and the only proven method is through private development, lots of it. There is space for affordable housing units, vouchers, temporary units and shelters, but long term the solution is scale. Build more housing, ideally dense mixed use, but even expensive housing has the effect of lowering regional housing prices which will help homelessness. Mental health services and Drug and Alcohol services are County and State prerogatives, there is little the city can do other than provide as much assistance as possible to regional partners. Law enforcement is something that is necessary to deal with antisocial behavior, it is also something within the city's jurisdiction. Disorder can be reduced by active police engagement, ideally with CATs and other services being made available first, but for those who refuse all services while intefracting on the law should be cited and arrested.

Any unhoused person who receives shelter, showers, food, etc. should be required to be drug tested and be in counseling. I do not have a solution, but the amount of drugged out homeless people outside of stores and on sidewalks and streets around the city and near my neighborhood is ridiculous. My kids are used to seeing it at this point. It’s insane to get a ticket for not fully stopping at a stop sign, but it’s ok to do meth in front of CVS on Madonna.

Let homeless people sleep in their cars and in city parks.

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Homelessness Response

1. Publicly admit that homelessness is an inevitable result of a society built upon greed, war, and the insane belief in private property, (not personal property, for those of you who don't know the difference and are gonna have a fit). Or do we just continue to ignore that some dead King claimed all the land and started gifting it to the rapacious maniacs who murdered off the locals and also thought slavery was good business?

2. Provide ongoing trash service instead of waiting for things to get out of hand and then doing sweeps and such. The city of Atlanta recently crushed a sleeping man to death with a tractor. Sort of thing the ALL LIVES MATTER crowd should be upset about, but we all know aren't.

We need more public restrooms at every park, including Emerson on Nipomo Street. They will last longer if they have sturdy steel commodes and steel sinks. Public restrooms require extra maintenance and cleaning. Could we have people who have community service hours maintain them?
Safe parking with tents allowed, not just cars.

Quit enabling criminals and drug addiction
Stop doing ineffective nonsense like adding boulders and fences next to the Bob Jones Trail near Prado Road, forcing the houseless population to hang out on the bike path itself. This "mitigation" was ill-conceived and ultimately detrimental. They need homes, not hostility.

Focus on relocation solutions for individuals experiencing homelessness in densely populated areas, such as downtown SLO.

Adjust policy to allow for more home choices near jobs, transit, schools, and local businesses.

Make sure we have enough homes for people.

Eliminate anti-homeless infrastructure
SLO is expensive. Spend homeless money in other cities or in the county to make the dollar go further.

Provide opportunity for gardening and growing crops to residence at the new center on Kia Joaquin using land that can be made available at city Farm Slow two support Perfumo Creek restoration and enhancement project continuation to provide connectivity between city farm Slow and the Cuquin apartments and provide programs of training and employment for residence to develop and maintain that trail
Learn from the Safe Parking lot and reimplement it at the railroad station, do not rotate it near our schools and neighborhoods. Keep it consistent and at the railroad station with new rules and regulations based on what happened in the past when it was there.

The best way to prevent homelessness is to keep people who are already housed in their homes. But skyrocketing rents and corporate exploitation are forcing people out of their homes. We need to lower the current cap in AB 1482 on annual rent increases to 5% or less and incorporate the AB 1482 “just cause” provisions for eviction into the SLO Municipal Code; remove the 2030 sunset date contained in state law; require 90 days’ notice to terminate a lease; make protections effective upon occupancy, not after 12 months; and extend coverage to all single family homes.

Tenant protections that help people stay in safe and affordable homes Improving tenant protections will prevent people becoming homeless and improve people’s likelihood of getting housing
Prevent evictions with tenant protections
Increase Tenant and Eviction Protections.

Prevent loss of housing by implementing tenant protections such as ending no fault eviction and lowering the rent ceiling

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Homelessness Response
Preventing evictions is one of the surest ways to keep people in their homes and off the streets. Closing loopholes in the Tenant Protection Act and prohibiting no-fault evictions should be a high priority. Makerenter protection a Major City Goal. develop better tenant protections such as program staff time to create a rental registry, update city health and safety requirements, strengthen the existing Tenant Protectoon Act, prohibit no fault evictions, and lower the current ceiling on skyrocketing rents.

Increase Tenant Protections and Eviction Protections to keep people housed.

Can we more rigorously enforce the laws on the homeless population. It has become such a blight on our beautiful community. I am tired of seeing the loitering, defecating, littering and overall lack of respect to our public places. I feel a zero tolerance policing policy makes the most common sense to limit the growth of what seems to be a growing homeless population.

It’s become a major public safety concern.

Homeless populations need to be given ultimatums to either follow rules in a shelter and make moves towards getting employment or to leave town or to be arrested for loitering.

Police need more liberties to remove these people from public areas. Police force needs to be used when they are being belligerent and rude to passersby.

Crack down on the homeless.

I see affordable, safe, healthy senior housing in a shortage. we must support seniors or they will be on the streets, as many are.

Homeless prevention by constructing more affordable housing, particularly for on the edge seniors

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Diversity, Equity, and Inclusion
DEI is only as successful as the community it serves. Having translators means nothing if non-English speaking individuals arent in attendance. City forums and outreach continues to be for the same people time and time again. Its time we look through a new lens at how to engage. There needs to be true focus on engaging our non-English speaking, low-income, families. Specifically low income housing areas. Staff need to show up and connect to educate to opportunities.

Improving resources for marginalized and underserved communities to participate in priority setting/council meetings by providing child care, stipends, food, etc.

More education, training, “buy-in” from city employees. More outreach to community.

A plan for sustainable City support is essential. Please plan for continued funding.

DEI efforts have been shown to increase creativity, productivity, and innovation. Please fund these efforts for the benefit of all
In the immediate national reality, it is crucial that the city retain DEI as a major city goal.

Increase the dedicated resources and attention to DEI initiatives, ensuring they are prioritized and not overshadowed by other administrative functions. There is a lot of talk about the commitment to DEI, but implementation has been slow.

It will be very important during these next 4 years to support and continue our DEI program.

Please continue the work.

We need DEI in SLO now more than ever!
Arts and culture encourages diversity and inclusion. Culture and art welcome all. Continue to support the Cultural Arts District and all of our cultural institutions. Thank you!! please include cultural arts district in the city goals. Supporting the arts makes for a vibrant downtown. Thank you
Prioritize funding for sloma
Support public art by diverse populations
Create initiatives that provide access to cultural arts by under represented residents Invest in public art by diverse populations.

Get rid of DEI. Equality of opportunity, not equality of outcome. Merit wins all Pls dissolve DEI measures
Reduce diversity, equity, and inclusion training and policies. Reduce funding for DEI trainings and programs. Cut DEI hires who are not meriting their position. Cut all DEI enforcement positions.

Stop all DEI programs. Why would we want to only focus on attracting minority owned businesses?
For example, if I only wanted Latino own businesses, I would just move to Santa Maria. I don’t think anybody wants San Luis Obispo to become Santa Maria. As I grew up there and went to Miller Street school and Santa Maria high school.

Would urge you to drop DEI as a major city goal. In the most recent city survey, DEI only ranked as tenth most important. DEI has been found to be less than helpful in getting the best person into important roles as evidenced in the Los Angeles fire response. The Federal government and many large corporations are abandoning their DEI initiatives. SLO does not have to be “cutting edge” on issues like this and climate change. The survey indicates that tho populace has other items that they find to be more important to have their money spent on.

Restore the La Loma Adobe on Lizzie Street
San Luis Obispo has a long and diverse history. As citizens, we want to make sure our historic structures are preserved for future generations. The La Loma Adobe and surrounding

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Diversity, Equity, and Inclusion
are is one of those important resources. This adobe has recently been dated to the mission era. It s one piece of the puzzle of our diverse and inclusive history.

Encourage low cost housing projects to support historically marginalized and economically disadvantaged populations
Healthier multi unit housing
Increase options for a variety of quality, affordable homes near jobs, school, businesses, etc.

DEI should be a cultural paradigm in our city as opposed to a program which costs hundred of thousands of city budget dollars. If we need to - consider trade offs against critical needs like safety or emergency response - this should be an area that can be traded out.

I am happy with the city's current DEI initiatives, but frankly I worry that "DEI" has been somewhat poisoned in national discourse. I believe the city could save itself headache and wildly unproductive public comment by reframing DEI less as a major goal, but rather as an internal culture and way of doing business. Talk less, do more.

It has been absorbed as a core service and does not needyo be a major city goal Conduct know your rights trainings. Encourage action to support SLO being a sanctuary city.

Change policies through consultants to remove implicit bias. Support the initiatives of staff of color. Create targeted universal retention practices and provide employees mental health supports to cope with the stresses of being in predominantly white spaces.

Confirm and affirm City of SLO land acknowledgement recognizing yak titʸu titʸu yak tiłhini as the homeland Tribe
DEI is dead
Explore the feasibility of a vacancy tax to address all the empty space in downtown; this ties to many other goals of the city, such as DEI business opportunities, creative, collaborations between nonprofits, and the public/private sector, arts and culture in our downtown.

Give resources to Pacific Beach High School for student transportation Improve city understanding and competency of DE&I so DEI staff doesn’t have to spent their time working internally and can spend more time and energy in prioritizing needs of underserved & marginalized communities
Launch a Public Campaign to Show FACES of SLO: banners on downtown poles, flyers, etc. with BIPOC and culturally inclusive faces that are white, brown, black, asian, etc. "WE are SLO" campaign like the "Black is Beautiful" campaign of the 70s. The campaign would rectify the problem of easy invisibility and disenfranchisement: i.e., "If we don't see it, we don't acknowledge. If we don't acknowledge it, we don't believe it. If we don't believe it, we disregard it. If we disregard, we may denigrate. Denigration leads to dehumanization." Resist book banning in our schools and libraries
Support for agricultural workers in extreme weather events —when they are out of work, exhausted, and at risk from ICE detention.

To help the City prioritize Diversity, Equity, and Inclusion, I would suggest providing more Halal food and shopping options for the Muslim community in San Luis Obispo. Additionally, it’s important to educate the broader community about the diverse identities that make up America. People who wear the hijab are Americans, and they come from various backgrounds, whether Middle Eastern or otherwise. Wearing a hijab doesn’t make them any less American, nor does it make them “illegal” or somehow less professional. We need to move past stereotypes and ensure that everyone feels welcome and respected in our community, regardless of appearance or background.

To the person suggesting merit only programs. Merit is often a function of inequal access (to programs, education, you name it), which is why DEI measures are important: they allow merit to be developed!

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Diversity, Equity, and Inclusion
We don’t and should not discriminate based on anything but merit. If we have a surplus in the budget after funding essential services, water, sewer, police, fire, parks, retirement liabilities, roads, infrastructure, the arts, capital improvements without supplemental, or other taxes, then maybe we should spend money on DEI.

More effectively integrate equitable practices into all city policies, ensuring that diversity and inclusion are considered in every decision-making process.

Becoming a sanctuary city so immigrants and refugees feel safe and welcome here Better tenant protections so that our city continues to grow in diversity vs. who can afford to live / work here (majority white, middle to upper class folx) Protecting our Immigrant, LGBTQ+ communities with increased Tenant and Eviction Protections means our most vulnerable have access to basic needs of housing with safe, affordable and secure housing. This level of protection is needed when we know HUD will be engaging in discriminatory and hateful practices.

Renter inequities disproportionately affect women, minorities, migrants, and other undeserved communities. Controlling skyrocketing rents, preventing no-fault evictions, and modernizing health and safety requirements is a major DEI issue. Make renter protections a Major City Goal.

Support tenants rights and affordable housing initiatives Tenant protections often the bipoc community and undocumented residents don't know the rights and get taken advantage.Making sure the city has a policy for tenant protections and enforcement will help retain diversity of housing
Tenant protections will protect marginalized communities and keep predatory landlords from taking advantage of our community members. (Also make an ordinance that business entities can not own single family homes)
Tenant protections!
Tenant protections!!!

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Downtown Vitality and Economic Development
A vibrant arts scene is essential to a healthy community. Support the SLO Art museum to continue doing all the great work they do making this a great place to live and visit.

Let’s pass some ordinances for how long a building may remain empty downtown.

Our small, local entrepreneurs are being driven away by skyrocketing commercial rents, while many thousands of sqf of commercial space sit empty. Vacancy fees on empty commercial properties would encourage commercial landlords to fill their buildings while generating revenue for the city. If that doesn't work, buildings that have been empty for extended periods should be declared blight, taken by eminent domain, and converted to social housing.

Converting empty buildings downtown to rent-controlled housing for our service workers would add tremendously to downtown vitality.

Our downtown needs a thriving arts scene as a counterweight to the challenges that retail stores are facing. The arts play an important role as a connective tissue in building the kind of community we want San Luis Obispo to be.

Please, our downtown needs a thriving arts scene as a counterweight to the challenges that retail stores are facing. Arts provide critical economic benefits to San Luis Obispo's downtown corridor.

The arts play an important role as a connective tissue in building the kind of community we want San Luis Obispo to be.

A vibrant arts scene is essential to a healthy community.

A thriving Cultural Arts District will deliver significant economic impact and contribute to social well-being.
· A vibrant arts scene is essential to a healthy community. · A thriving Cultural Arts District will deliver significant economic impact and contribute to social well-being.
· Thriving downtowns generally have an array of arts offerings driving economic vitality. · Our downtown needs a thriving arts scene as a counterweight to the challenges that retail stores are facing.
· The arts play an important role as a connective tissue in building the kind of community we want San Luis Obispo to be.

As a friend of SLOMA and of other Cultural Arts District organizations, we know you believe in the power of the arts to bring a community together. We also know you enjoy your experience downtown, and many of you also dine before or after a visit, thereby contributing significantly to downtown SLO’s economic vitality.

Thank you Ron Pippin
A Cultural Art District is needed to strengthen the downtown evenings and afternoon activities.

Downtown needs a thriving art scene as a counterweight to the challenges that restaurants and retail stores are facing. The arts play an important role as a connective tissue in building the kind of diverse downtown tourism I want in SLO.

A healthy and vibrant arts scene is essential to our community's health and well-being. Plus, robust arts and culture will strengthen the SLO community’s appeal as a desirable place to live, work, visit, and invest.

A thriving arts scene is essential to downtown vitality, driving economic growth, attracting visitors, and supporting local businesses. The council should prioritize the Cultural Arts District in their Major City Goals, ensuring San Luis Obispo becomes a vibrant, connected community where residents and businesses can thrive. Thanks for your consideration!

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Downtown Vitality and Economic Development
A thriving arts scene is important in a healthy city. The Cultural Arts District is an important part of that and should be supported.

A thriving cultural arts district is vital to SLO and will deliver a much needed economic boost and support downtown businesses by creating a strong draw for SLO residents and visitors to downtown.

A thriving Cultural Arts District will deliver significant economic impact and contribute to social well-being.

A thriving Cultural Arts District will deliver significant economic impact and contribute to social well-being.

A vibrant arts scene is essential to a healthy community.

A thriving Cultural Arts District will deliver significant economic impact and is essential to a healthy community.

A thriving Cultural Arts District will help boost economic success for restaurants, stores, etc and contribute to social well being. Continues keeping the Arts in the downtown focus.

A vibrant art scene is the heart and soul of a downtown. Please support the art museum, the rep theater, and the children's museum; collectively and with all the cultural arts, they create the kind of community where I want to live and visit.

A vibrant arts center community accessible to all. Including at risk youth.

A vibrant arts community is critical to a healthy community, including economic health.

Dinning and attending a play at SLO Rep is a major draw for my wife and I to visit SLO. The Cultural Arts District is a key to anchoring the arts offerings and attracting locals and visitors to downtown.

A vibrant arts scene and cultural district are crucial to any city's vitality and economic development. Visual arts bring people downtown and create an inviting environment that encourages walking around the area.

A vibrant arts scene is essential to a healthy community, making the Cultural Arts District a key component of San Luis Obispo’s future. A thriving Cultural Arts District will not only enrich the city's social fabric but also drive significant economic impact, attracting visitors, supporting local businesses, and fostering a dynamic downtown. Across successful cities, a robust arts presence serves as a powerful economic engine, ensuring vitality even as traditional retail faces challenges. Investing in the arts provides a necessary counterweight to these struggles, creating a more resilient and engaging downtown. More than just an economic driver, the arts serve as the connective tissue that brings people together, shaping the kind of inclusive, creative, and vibrant community we aspire for San Luis Obispo to be. For these reasons, supporting the Cultural Arts District should be a priority in the city's Major City Goals.

A vibrant arts scene is essential to a healthy community. A thriving Cultural Arts District will deliver significant economic impact and contribute to social well-being. Thriving downtowns generally have an array of arts offerings driving economic vitality.

A vibrant arts scene is essential to a healthy community.

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Downtown Vitality and Economic Development
· A thriving Cultural Arts District will deliver significant economic impact and contribute to social well-being.

Art and events are so important to keep the life of a community, economic prosperity of restaurants and retail (i.e. Art after Dark, plays, concerts) Art brings people together. Please invest in an art district. Thank you! Art encourages community involvement to enrich our surroundings.

Art is a radical act of optimism.

Keep the arts downtown.

Stop oppressing optimism.

Arts are the cultural background for building an enlightened community.

Arts not included? What? The Council has already invested so much blood, sweat and tears to create the 80% of the Cultural Arts District that already exists, why wouldn't support for the CAD be a major bullet point in the 25-27 Major City Goals. Council, you've always taken the long view for our City, continue to make the arts a priority for SLO.

As a local paintings conservator, preserving access to the arts and supporting local artists is central to my work and our community’s cultural vitality. Please include the Cultural Arts District in Major City Goals to ensure continued opportunities for creativity, connection, and economic growth in SLO.

Be sure to include funding to support a vital Arts scene. Do not change your mind on this since arts organisations make long-term plans based on this support. You well know the financial contributions the arts have on the City. Do you want a cultural desert or an enhanced community ?
The City's focus on open space is to be lauded. But there is too much open space right now -- in downtown. OK, poor joke, perhaps, but please be creative about what you can do to incentivize landlords to lease those big empty spaces.

And make it easy for start-ups and/or new uses of those large open (empty) retail spaces to get filled and used.

Try to streamline the regulatory hurdles so new creative uses for those spaces can be tried.

Let's not let perfect be the enemy of good.

City support and engagement in promoting the Arts is essential to offering a well rounded community ambience and experience. People connect with others in the community when they attend a a live performance of music or theater. Arts are driven by our emotions and passions. We attended last nights presentation and then walked the Farmers Market for the first time in years. We stopped and listened to 3 different musical groups playing on the side streets. That music kept us at the Market and then we bought beverage, pizza and cookies because we stayed longer than anticipated to hear the music. If the City were a person's body, Art presentation and performance would be the heartbeat.

Vacancy tax on all retail/commercial spaces closed for greater than 6 months. Sliding scale wherein longer vacancys mean a higher tax rate
Encourages market efficiency.

Continue investments/partnerships in the arts and cultural organizations to improve quality of life in SLO. Investments in SLOMA, SLO Rep, the PAC and other arts/cultural organizations are vital to this community.

Continue prioritizing the arts as part of downtown vitality and economic development.

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Downtown Vitality and Economic Development
Continue support for arts and culture in downtown SLO! A vibrant and supported arts and culture scene is a major draw for tourists and gives SLO residents a sense of community pride. Arts and culture are such good investments as they draw in visitors to downtown, who then spend money in businesses and parking spots.

In a May 2024 report on KEYT, the City's tourism and marketing manager said it best: "The economic impact of travel spending in SLO CAL, it put it in a way that's relatable, is each resident would need to spend, an additional $20,000-plus to have the same economic impact for the region," said Lisa Marie Belsanti, Visit SLO CAL Vice President of Communications. "Travel and tourism is part of the economic lifeblood of the region. It impacts almost every sector, lodging, restaurants, attractions, retail, everything funnels through that and creates this benefit to SLO CAL residents."
An October 2023 article in Forbes Magazine reflects the immense impact arts and culture organizations can have on a local economy: "Cultural tourism is one of the fastest-growing segments of the tourism industry, accounting for an estimated 40% of all tourism worldwide." Tourism revenue in the form of Transient Occupancy Tax is the third largest contributor to the City’s General Fund. Invest in SLO's vibrant economy by investing in a major driver for tourism: arts and culture!
Continue to enhance/support the Cultural Arts District. This has the potential to be a real attraction - each element generating synergy for the others. The arts in SLO have become more prominent in the last few years with sculpture, murals, etc, and it adds cultural richness to our community. Keep it up!
continue to invest in public art
Continue to support and finish the building of the Monterey Place mixed use building. A thriving cultural arts district anchored by this project, alongside the Children’s Museum, SLO Arts Museum, the County Museum and the Mission, will deliver significant and positive economic impact as well as contribute to the health, happiness and well being of both SLO residents and visitors.

Continue to support arts and culture in our community; particularly the Cultural Arts District that will need ongoing support to thrive and grow.

Continue to support, build out and promote the cultural arts corridor Create and save the ARTS in this COUNTY.

Cultural Arts and Public Art…continue and expand investment through public/private partnerships
Cultural arts are part of one of the major city goals and not listed in this exercise. The value of art and music and theater and shows to both the community for our quality of life and economic vitality is inestimable. We need the joy! Should be highlighted.

Cultural Arts District in the major cities goals because this is what keeps our city vibrant.

Cultural Arts District should be a high priority to the city. A thriving arts community will draw people and their dollars to downtown. People need a reason to be downtown besides shopping/eating since they can shop/eat anywhere.

Currently, Major City Goals do NOT include the arts and SLO's Cultural Arts district -- this is a huge oversight for several reasons. SLO's status as a go-to destinaton DEPENDS ON A VIBRANT ARTS SCENE. Arts and cultural events will deliver a HUGE economic impact to our city -- and make it more liveable, social, and dynamic. Our downtown needs a thriving arts scene to support SLO's retail businesses, which are facing challenges. as a counterweight to

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Downtown Vitality and Economic Development
the challenges that retail stores are facing.

The arts play a critical role in building the kind of community all of us want San Luis Obispo to be!!!
Dear Council, Please include funding for the Cultural Arts District as a major goal in the 2025- 27 budget. Funds will be needed for promotional support of the growing district and the resulting positive economic and cultural impact will be be felt by the entire community. We need a thriving arts scene in downtown SLO.

Kind Regards.

Diane Clausen
Dear SLO City Council Members,
As a 25-year resident of SLO County, it is imperitive to include support for the Cultural Arts District in your Major City Goals for the following reasons:

1. A vibrant arts scene is essential to any healthy community.

2. A thriving Cultural Arts District will deliver significant economic impact and contribute to social well-being.

3. Thriving downtowns generally have an array of arts offerings driving economic vitality.

4. Downtown SLO desperately needs a thriving arts scene, especially now as a substantial counterweight to the challenges that retail stores are facing.

5. The arts play an important role as a connective tissue in building the kind of community we want San Luis Obispo to be.

Yours Truly,
Abram Perlstein
Los Osos Resident Since 2000
Developing a Cultural Arts District is crucial for the longtime success of Downtown. Presently, the main draw of the area is its restaurants, always a volatile business especially in times of economic downturns. A Cultural Arts District, however, is a solid long term investment that adds another dimension to the city, one that can survive through boom and bust.

DO NOT FORGET ART, MUSIC, THEATER. This keeps tourists in town and entertained. It is also essential for our community for the same reason. SLO is not just a place for Cal Poly students. People live here full-time!
Vacancy tax to reduce empty businesses and homes
Encourage and support arts organizations to do more programming to bring more people downtown who want to enjoy something in addition to food and drink.

Childcare is a critically important topic and helping our families thrive should be a priority. what the chamber has accomplished with Christine’s efforts is to allow for an opening of a conversation about childcare with dozens of local businesses, large and small, including ours at Carmel and Naccasha. Many of us have changed our policies and have seriously thought about ways to do more for our employees with small children. Please renew any grant opportunity to keep this program open and available for all of our local businesses and to allow Christine to continue her great work. Thank you for your consideration! Z Naccasha Encourage downtown historic preservation and restoration

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Downtown Vitality and Economic Development
Continue Community Officers in Downtown or out this investment into the Clean & Safe Ambassador Program
Encourage construction of downtown housing to increase customer base and collaborate with Amtrak/Flixbus for car-free tourism
Grow the arts. Look into Denver's SCFD program. Arts, culture, and scientific organizations add vibrancy to downtown and drive other economic benefits such as parking fees and spending at bars and restaurants
Hello as a native of SLO, born here in 1965, and current resident, I urge the council to include support for the Cultural Arts District in their Major City Goals for this coming year… and the years ahead.

A vibrant arts scene is essential to a healthy community as a thriving Cultural Arts District will deliver significant economic impact and contribute to our social well-being. Thriving downtowns generally have an array of arts offerings which maintain, enrich, contribute, and inspire a downtown’s economic vitality. Our downtown needs a thriving arts scene as a counterweight to the challenges that retail stores are facing and the arts play an important role as a connective tissue in building the kind of community we want San Luis Obispo to be.

Thank you for your time and consideration of SLO Arts!
Matt & Joan Smith
Hello from Ping Tsao. I encourage the City Council to include in its Goals for 2025-2027 support of the Cultural Arts District. SLO has been my hometown for 45 years. I have volunteered and donated for aspects that make this community thrive - French Hospital, PHC Clinics, Botanical Garden, Performing Arts Center, Coastal Education Foundation, and SLO REP. An important part of thriving is economic vitality that feeds the soul and brings people together.

Hello SLO City Council
I strongly feel that a vibrant arts scene is essential to a healthy community.

A thriving Cultural Arts District will deliver significant economic impact and contribute to social well-being . Art after Dark is a wonderful example for people gathering on Friday nights in downtown , socializing and learning about the local artists and different venues where the exhibits are shown.

I am a local (Avila Beach) artist myself and participated in the Art After Dark event a few times. It attracted a lot of my friends to visit downtown, go for dinner, strolling through our beautiful town and shopping at our local shops. Please support the artists and the businesses in downtown in the future.

Respectfully,
Beate Amler
www.beateamler.com
Hello,
Please include support for the Cultural Arts District in our Major City Goals. A thriving Cultural Arts District will deliver significant economic impact and contribute to social well-being. San Luis Obispo needs to prioritize the Arts District as part of a character defining community value that supports the community’s sense of place, livability, and culture. Than you.

Hopefully more attention will be given to expanding the arts in our community. With the beautiful facility of the PAC @ Cal Poly and the new SLO REP theater, our town should be ready to compete with the best of the best. Without adequate funding this cannot happen How is there no "ARTS" room in this community forum? The mind boggles.

The Cultural Arts District (including SLOMA, History Center, Children's Museum and SLO

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Downtown Vitality and Economic Development
REP) will be key to ensuring a robust downtown that teems with energy and economic activity.

I am grateful for the city's investment in the cultural district and know that this will improve the vitality of downtown. Further investment in our museums will create more of an experiential downtown and help bind a community together.

I am urging the council to include support for the Cultural Arts District in their Major City Goals. I have enjoyed SLO Rep and SLOMA and believe that a vibrant arts scene is essential to a healthy community. A thriving Cultural Arts District will deliver significant economic impact and contribute to social well-being. Although we are a smaller community, thriving downtowns generally have an array of arts offerings which enriches and attracts others to join in and contribute to the downtown’s economic vitality.

Our downtown needs a thriving arts scene as a counterweight to the challenges that retail stores are facing. The arts play an important role as a connective tissue in building the kind of community we want San Luis Obispo to be.

Please consider the importance of the Cultural Arts Center to SLO's future! Kind regards.

I am in favor of the proposed "Arts District," which would include the SLO Art Museum and the to-be-built SLO REP Theatre. Along with the existing Children's Museum and the historical Mission and its Plaza, this downtown "Arts District" will add to the allure of our downtown and increase business for local restaurants and hotels!
Funding more clean-up services - power washing the sidewalks on a regular basis and addressing debris and homeless challenges
I ask that the City Council include support for the Cultural Arts District as one of the Major City Goals.

The City has already invested money in the Arts and in the Cultural Arts District in a major way through the new parking structure now under construction. Protect your (our) investment by specifically listing Support for the Cultural Arts District as a Major City goal.

Thank you.

John Ozanich
I believe it is essential to support the cultural arts district in our major city goals. Art unites people from all over SLO, makes cities thrive, and by investing in art, we promote community and enrich our cities from the heart!
I believe it is important for our downtown to have a thriving arts scene. I feel that it contributes not only to our local economy but also for bringing our community together.

Get rid of paid parking. It’s not productive to business. It is just another form of taxation to pay bloated city salaries
I encourage the SLO CIty Council to include funding for the Cultural Arts District in your Major City Goals. Although I live in Oakland, I visit the SLOMA museum whenever I'm in town, as well as other art venues. It is one of the attractions for me as a visitor to your lovely town.

The arts build communities, and provides a platform to present your city's creative, vibrant face. I urge you to include arts funding in your Budget.

Respectfully, Lorrie Fink
I encourage you to find ways to support the arts as a key driver in local economic development and Downtown SLO vitality

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Downtown Vitality and Economic Development
I hope you will include support for the arts and the Cultural Arts District in your major city goals. A vibrant Cultural Arts District would add economic benefits to the downtown as people visit restaurants and shops in conjunction with their arts activities. And the arts help to foster the kind of community we want for San Luis Obispo.

I kindly ask that the council supports the Cultural Arts District in their Major City Goals. The arts are essential for the future success of our youth, and the healthy well being of our community. Thank you!
I am saddened by the loss of parklets in downtown SLO. I am unsure if it is fair, but I blame the city for imposing regulatory burdens and financial costs on businesses that resulted in efficiently used business space to be reconverted back to extremely inefficient on street parking. If I had a magic wand I would pedestrianize Higuera allowing outdoor shopping and eating outside of every Business place - parklets are compromise between that dream an existing traffic circulation. Apparently I believe the downtown should be allowed to grow upwards and for there to be businesses allowed on higher levels (as well as liberalized signage regulations)
I respectfully request that the Council please add the arts as part of it major city goals .The unique are in SLO is part of its diversity. Thank you
I see that the Cultural Arts District has not been included in the 2025-2027 Major City Goals. I am dismayed that such an important part of any dynamic city's life is not being given the priority it deserves. As a tourist destination, as the home of intelligent, sophisticated residents, SLO must have a vibrant cultural scene. Please reconsider this omission.

I did not feel like the shop local program in December was fair and catered to the same audiences. In years past, they honored both retail and restaurants. In 2024 they only honored retail but were still offering restaurants gift cards. Our form of holiday celebration is spending time with family at restaurants, having togetherness. This no longer is an "acceptable" way to support local, so if they do not accept these receipts, they shouldn't be giving them out either. Retail should support retail. I lost support for the program when they would no longer honor something they had done in the past. Restaurant month is completely different and should play by its own rules.

I strongly recommend the City's support for the arts in our community and continue supporting the development of the Arts and Cultural Art District. The arts not only enrich our community and bring people together, they encourage new visitors (locally, statewide and nationally), who support the downtown restaurants and retail businesses. Additionally, it makes our community a more inviting place to live, work, raise families and retire. I can hardly think of a more important place to use our tax dollars to get an ongoing return on investment.

I think developing and supporting the arts district is critical to our city. It provides a public space to connect and exchange ideas and cultural enrichment in addition to providing tourism.

I think it is vital to support the development of the downtown cultural arts center! As brick and mortar stores struggle, the cultural arts center will bring additional activity to downtown and contribute to a thriving downtown population
I think it’s important to specifically call out the cultural arts district as this can be the unifying force for a lot of downtown economic development
I understand that SLO Repertory Theater was not listed as a place to support. It would be terrible if they lost any help they may get from the city. It is such a wonderful venue and an important asset to the city. You know how small it is so ticket sales could never provide enough revenue. Please keep the theater included in the city’s priority for development.

Thank you very much for your attention to,this matter.

Joy Tuman

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I urge support for the downtown community and cultural arts district. I'm surprised that it is not on your list considering all of the recent changes to the infrastructure of that neighborhood. If support for the arts isn't part of that revitalization, I will be very disappointed! I urge the city council to support the Cultural Arts District in the council’s Major City Goals. A vibrant Cultural Arts District has a positive economic impact on the city. The new SLOREP theatre alone will provide over $1 million annually to the downtown. Thank you for your consideration.

I urge the City to include the Cultural Arts District as a priority when considering future goals.

I live on Dana St., my husband works downtown and we know how vital a thriving arts scene could be as a counterweight to the challenges that retail stores are facing. A vibrant arts scene is essential to a healthy community and can help solidify SLO and a cultural destination in California. Thank you for your consideration.

I urge the council to support a downtown arts district, and the arts in general in the city. As a regular visitor to SLO from the Bay Area, the arts and their ancillary benefits are a big part of why I spend time in the area.

I urge the council to support the Cultural Arts District in its Major City Goals. A vibrant arts scene is essential to a healthy community.

I urge you to include the Cultural Arts District in the Major City Goals. I was raised on the central coast and have currently lived in SLO for 9 years. I have worked in tandem with SLO city in my previous job for over 5 years. Given my experience with talking to locals, new residents, and thousands of tourists, part of what attracts people to visit/spend money in SLO, is due to funding the Cultural Arts District. What draws people to SLO is the cultural, historical, artistic charm that is possible due to funding ART. It would be a disservice to the vitality of SLO and SLO’s economic development, if you left out ART from SLO cities Major City Goals. I urge you to include art in SLO cities Major City Goals as it adds value to SLO’s Economic Development.

I urge you to please consider including support for the Cultural Arts District in SLO city's major city goals. Supporting the Cultural Arts District will help build the connective tissue of SLO's community and continue to bring in diverse art and culture to our town. Furthermore, if we want to continue to be a thriving downtown, throughout economic ups and downs, arts are a necessary mainstay that will continue to anchor the vibrancy and approachability for residents, visitors and other businesses.

I want to express ardent support for the Downtown SLO Arts District. The district is the hub of a wheel that turns economic vitality, promotes our community character and creates important connections and opportunities for all of us. It is San Luis Obispo at its best. Please support this important piece of our community.

I was asked to voice my opinion on supporting the arts in Downtown SLO. I do believe it is important. That said, I find downtown to be very depressing due to the unhoused and sick people hanging out. The sidewalks are dirty and the trees need pruning. Some stores have been empty for over nine years? Why is that?I used to really enjoy downtown SLO and found it charming. Today I avoid it at all costs.

I would like the Council to continue to reiterate the importance of supporting cultural arts in the downtown--with the fading of retail, cultural experiences (along with food & drink) become paramount for attracting locals and visitors alike. And the arts nurture our souls during bad times no matter what. Whether it's the Art Museum, SLO Rep, Children's Museum or other more diverse cultural activities, it's vital that the City strongly expresses the importance of the cultural arts for our community by including funding for the continued development of the Cultural Arts district and activities.

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I would like to ask that support for the Cultural Arts District be included in The Major City Goals.

Experiencing the arts is essential to our well being and sense of community.

Thank you
I would like to urge the council to include support for the Cultural Arts District in the Major City Goals. A vibrant arts scene is essential to a healthy community and plays an important role in building the kind of community we want SLO to be, including overcoming the economic impact of the past 4 years and reviving our downtown's vitality. Thank you.

I would like to urge you to consider supporting the Arts downtown. A thriving Cultural Arts District will deliver significant economic impact and contribute to social well-being.

Art can bring people together and create community in our wonderful downtown! I would love to see support for the Cultural Arts District in the goals. The arts are what tie us together as a community because they transcend language barriers and social barriers. We can all share the arts, both visual and performing arts.

I would love to support the cultural arts district. The work done at this point has made the community a vital and thriving cultural hub that needs to be sustained in order to be a diverse and welcoming community.

I would request that you support the arts in SLO as a major ongoing goal. It's places like the Art Museum, First Friday, SLO Rep, the Palm Theater, etc. that draw a community together and draw them to the downtown area to shop and dine. This is so important.

I’d urge the council to include support for the Cultural Arts District in their Major City Goals. I believe a vibrant arts scene is essential to a healthy community. Personally, I think a thriving Cultural Arts District will deliver significant economic impact and contribute to social wellbeing. I know my wife and I enjoy public art and activities on our date nights to SLO. It makes for a thriving and exciting downtown and keeps us on the lookout for novel art and performance. It’s also a great way to exist side by side with construction and retail vacancy when we see a “pop” of art.

I’m wondering why developing the Arts is not part of the plan. Going to SLO Rep is one of many reasons we go downtown.
· A thriving Cultural Arts District will deliver significant economic impact and contribute to social well-being.
· Thriving downtowns generally have an array of arts offerings driving economic vitality. · The arts play an important role as a connective tissue in building the kind of community we want San Luis Obispo to be
I’m writing in strong support of a Cultural Arts District in San Luis Obispo.

The arts are not only what make this relatively small town punch way above its weight in value to the region, but offer experiences that are an economic engine—and cannot be easily outsourced like physical goods.

The theatre and arts is what brings me downtown to SLO. Let’s help keep the arts ever more vibrant and relevant to this town.

I'd like to request that you support the Cultural Arts District in our Major City Goals. The Cultural Arts District contributes to our vital, vibrant, relevant downtown. A community with a healthy arts scene balances an otherwise retail-heavy environment that is needed. It brings excitement and beauty in such an important way. Our town is unique and beautiful; it needs a downtown with arts to stay that way.

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I'd like to see more focus on supporting the arts. They add to the vibrancy of the downtown area. And bring in visitors and locals who will then frequent other stores and restaurants. A vibrant arts scene is essential to a healthy and interesting community.

I love our downtown, but the parking situation isn’t ideal sometimes. I know there’s no perfect solution. I’d like to see more places to congregate. I live near downtown but sometimes it’s not worth the hassle to drive there/find parking if only to grab a quick bite or do a take-out.

Let’s make going to downtown as a destination and then having a meal there secondary.

In addition to beautiful nature, as a city, we need to cultivate an environment for visual and performing arts for the locals as well as to show the visitors that SLO is rich in multiple dimensions.

In all the various categories listed, it is surprising there’s no mention of arts & culture. This is vital to successful communities. Data show people move to towns and cities that have vibrant arts scenes. Please include nonprofits like SLOMA and SLO Rep in your planning in order to financially support a high quality cultural arts district. And continuing to support the PAC on Cal Poly’s campus is important as well, thank you.

In order for SLO's downtown to remain vital and thriving, it MUST have strong culture and arts programming. A downtown cannot just be a place to eat and shop. Cultural programs are essential for attracting people to visit the city in the first place, which in turn will encourage them to be patrons of the restaurants and shops. I urge the council to add expanding the Cultural Arts District to our Major City Goals for 2025-2027.

Include Cultural Vitality. Improve the cultural corridor and cultural events in the downtown.

I see the swarm of comments on the so-called cultural arts district and feel compelled to observe that the taxpayers of the City have already invested many millions of dollars with little to show for it. I suppose we'll have another parking garage eventually--a mixed blessing to be sure. Perhaps it's time to hit pause on those investments while we redirect our scarce resources to other priorities?
Improve tenant protections so people can live within downtown areas Increase opportunities for safe and dedicated pedestrianism. More safe and protected walking can mean more shopping!
Increased general fund investment in economic development and business retention programs.

Involve K-12 kids: entrepreneurial days, cleanup days, ambassador days, a-day-in-the-life series of different types of public servants and employees.

Invest in public art and downtown activations
Invest in the ARTS!
Invest in the Cultural Arts—-the SLOMA, and all local and community oriented music, dance theater and art.

Investment in the Cultural District, museum of art and cultural activities.

It is time for the city to prioritize the needs of our community in light of decreased funding for affordable housing, keeping our neighbors in safe secure affordable rental housing will ensure a workforce and thriving downtown.

Investing in anchor projects like a theater or museum when folks can’t afford to live here is acting as if we are not in 2025 and facing climate catastrophes, diminished federal and state funding and harm and harassment to our most vulnerable communities.

Please invest in A Tenant hotline, And ordinances that will protect and avoid spending when

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people are evicted or ensuring that only the wealthy have safe, habitable spaces to call home. Also please cap the rent.

Make downtown Higuera a pedestrian zone
It is imperative to include the Arts and Culture when discussing plans for any city or county.

The arts are the heartbeat of any culture and deserve to be an important partner to the city's goals and objectives. Public art is what the community resonates with and draws visitors locally and from afar.

It is integral to a city and its community to have at its core a strong Arts District. The arts inspires and connects people, and offers a central venue for people to meet. Please support the art in San Luis Obispo.

It is my understanding that the city's Cultural Arts District is not listed as a major city goal. I urge you to include it. A vibrant arts community (including the San Luis Obispo International Film Festival and its operation of the Palm Theater, SLO Rep and SLO Museum of Art) is critical to our city's economic vitality and social well-being. It is a connective tissue that is vitally needed, especially given current retail challenges. Thank you. Sandy Duerr more downtown events! and more unique partnerships to showcase our unique and thriving downtown
Protect business owners from having the building they lease be purchased, leading to a tripling of their rent and ultimate eviction.
reduce the excessive building and planning regulations and fees—-you will NOT have any small businesses left—-it will be only national chains that can afford to open a business in downtown slo
Repave our torn up streets.

Love our Little Theater "in the square" I call our SLO REP, because -we'll, it's square! Wonderful productions! Don't let it disappear!!
SLO needs more "weird" attractions. An alleyway of bubble gum and a tacky inn isn't enough weird for me.

SLO Restaurant Month is too specialized & the 3-course meals are too large. The former gift card program seemed more rewards driven and generated more excitement (the Chamber’s office was packed every day!)
Maintain full support for continuation of important "cultural corridor", particularly unfinished components: SLOREP and SLOMA.

Maintain funding for The Arts and for The Cultural Arts District. Art, culture are essential for a healthy, vibrant community; this district especially attracts both locals and visitors to engage, enjoy, spend time and money in our city.

Support “quality of life” business for the downtown such as an independent grocer for actual produce/eggs/daily needs, and health clubs/gyms
Support someplace in town that offers relatively affordable healthy food like grain bowls for the public at large. SLO has way too much poo le nutrition restaurant food and very little healthy food.

More variety of businesses downtown like gyms
My husband and I are very excited about the Cultural Arts District to include the new SLO Rep theatre. As strong patrons of the arts, we recognize how the arts contribute to the vitality of a community and help to bring people with diverse backgrounds together. It's important to have the support of the City for a thriving arts scene - performing and visual arts. We know it has a large economic impact on the city and can help local businesses thrive. Please be sure that he Major City Goals for 2025-27 include support for the arts!

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My husband and I visited SLOMA yesterday, after lunch at Novo. We try to visit each new exhibit at least once. We value what the arts bring to SLO, and we participate in several artsrelated activities Downtown. The arts bring guests - local and tourist, and guests of the arts spend money.

Our downtown needs a thriving arts scene as a counterweight to the challenges that retail stores are facing.

Our downtown needs a thriving arts scene as a counterweight to the challenges that retail stores are facing. A vibrant downtown is supported by Cultural Arts and the Cultural Arts District, which includes SLO Rep, SLOMA and now the SLO Film Center at the Palm and should be apart of the vision of Downtown SLO.

Support the idea of “locals” neighborhoods. Creating local neighborhoods that we can walk to or bicycle to.

The culture arts district is just entertainment for the SLO white elite. I can't afford tickets to the theater, parking tickets, or a baby sitter and don't have time to go anyway since I have to work three jobs to make ends meet. How about investing in me and my family? Part of the draw to SLO is the amazing artists that live and work here. SLOMA, in particular, provides a wonderful and accessible art experience for both residents and visitors, alike. It is fantastic that students and anyone from the community can access the gallery for free. The level of artistic work is outstanding. I recently visited the Whitney Bedford exhibit and absolutely loved the work. I told everyone I know about it. Please keep things like this going... this is part of what makes SLO great. Please do not let SLO become a homogenous, boring town. Keep the Central Coast special... that's what it has going for it and will carry it into the future.

Please add support for our downtown Cultural Arts District to your Major City Goals, which will go along way in maintaining and adding to our vibrant arts scene which helps deliver a significant economic impact and contribute to our community we want San Luis Obispo to be.

Please allow funds to support the arts.

Please be sure to add “the arts” and “cultural vitality” to this section. A thriving Cultural Arts District will be a definite benefit to the vibrancy of downtown SLO, not to mention the positive economic impact it will have, as patrons shop, dine and drink before or after they attend events.

Catherine and Richard Luckett
Please be sure to continue to support the Arts in downtown San Luis Obispo. We desperately need the representation and support of the all the arts, performing and visual downtown, as art feeds culture in a community. Without it we could not thrive.

Please be sure to include the Cultural Arts District! It does so much to bring business to downtown, promote empathy and community discussions, and give both youth and adults opportunities to gain skills and training in areas not available elsewhere. It also elevates the city in bringing tourism here, which is such a big part of our economy.

Please consider including a Cultural Arts District in your larger plan. * A vibrant arts scene is essential to a healthy and vibrant community. * Thriving downtowns generally have an array of arts related offerings that engage the community, its visitors and contribute to the economic vitality and enrichment of the small businesses and culture of downtown SLO.
* The arts play an important role in community connection, collaboration and creativity that are building blocks of the kind of community we know San Luis Obispo has been but in an even better capacity.

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Please consider supporting a Cultural Arts District as one of our major city goals. A thriving Cultural Arts District will have a powerful positive impact on both the economy and the social fabric of our community. By fostering a dynamic arts scene, we can invigorate our downtown, drawing more visitors and boosting local businesses. Thriving downtowns are often characterized by diverse arts. Supporting a Cultural Arts District is a proactive step toward enhancing our city and ensuring its long-term prosperity.

Please continue City support of the arts, including SLOMA, as a priority. This is a critical opportunity to enlighten our community bringing creativity and and a space to share ideas and create new possibilities while also attracting visitors Please continue the support local arts. It's been a huge part of our lives and a strong community needs a vibrant art scene for a wonderful community. It's SO important and please do all that you can support the arts community here in SLO Please continue to foster and grow the arts in downtown SLO, the year round programming of SLORep and the wonderful shows are an essential option to get people downtown. A presence of the arts downtown also help represent the community we are in SLO.

Please do not forget the arts. SLOMA and other visual arts are an essential part of downtown SLO. Neglecting the arts is shortsighted.

Please do not let our cultural arts disappear from our city. It is so important the we are able to enjoy and participate in our museums for us and for our children.

Marlene Goodman
Please ensure your support for the Cultural Arts District in your Major City Goals. Art after dark and other museum and cultural art events are the main reasons we enjoy downtown SLO, and are extremely important.

Please give meaningful support to cultural arts in our community, particularly the Cultural Arts District that has great potential to become an important city hub for locals and visitors, a hub that will in turn benefit the downtown business/retail community. It’s hard to think of a truly thriving downtown in CA that doesn’t include a healthy, community-supported cultural arts focus. Thank you for the opportunity to give input.

Please include support for a cultural arts district! As in all major cities, the arts play a crucial role in our thriving community. Having a lively arts scene also contributes to social wellbeing and a strong economy.

Please include support for the Cultural Arts District in SLO's Major City Goals. As a newcomer to SLO, one of the things my husband and I have enjoyed and come to value is the thriving downtown arts community including the REP, the Art Museum and the summer concerts. The arts scene draws people to downtown with a corresponding and significant economic benefit.

Please include support for the cultural arts district in the city’s major goals. A thriving art scene is vital to community well being as well as economically productive. Thank you.

Please include support for the Cultural Arts District in the Major City Goals.

We think it is absolutely top priority for this growing city to commit to cultural opportunities to attract citizens & visitors to bring them together. We must strengthen a sense of community with activities for all ages. The city periphery is bringing so many new residents --let's give them reasons to love SLO and to linger in the heart of this city and not stay at home. People align when they can enjoy colorful murals, plays, works of art, kids frolicking in museums, etc.

Restaurants and shops flourish thereby, too.

Please include support for the Cultural Arts District in your Major City Goals The Excellence of its Arts and Music are the Signature of San Luis Obispo and the City is recognized for this all over the country. If included, the success of the Arts will continue to have a significant economic impact on our City. Thank you.

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Please include support for the Cultural Arts District in your Major City Goals. A thriving downtown is defined by community participation in the arts. We are excited about having such a district in San Luis Obispo!
Please include support for the Cultural Arts District in your major goals. We're from Iowa, for heaven's sake, and when we travel to California, San Luis Obispo is first on our "visit" list.

The city should be so proud of its Arts District, in particular the collaboration with SLO Repertory Theatre. Your thriving arts scene is a hallmark of the City, and gives it a well deserved reputation as a vibrant community. Don't let up! Please include support for the downtown arts district! The arts are an important piece of creating the type of environment we want in the city of SLO. One where everyone has a place and feels included!
Please include support for theCultural Arts District in their Major City Goals. The arts play an important role in our community. Plus contribute to downtowns economy.

Please include the arts and cultural arts in the City's Major Goals - they benefit people of all ages!
Please keep the arts as a central and important focus of SLO.

Please keep the completion of SLO Rep's theater and the Arts District a priority. please please consider incorporating more arts into the downtown SLO scene and even improving the SLO art museum
Please prioritize arts funding and particularly Cultural Arts District funding. We are presently looking to move to SLO after visiting for over 30 years. A vibrant arts scene is high on our list of reasons for choosing SLO.

Please provide funding for the Arts and cultural arts in your budgeting plans for SLO. Having a vibrant arts program for our citizens is vital for a healthy community. Thanks You Please provide support for the Cultural Arts District in the Major City Goals. Art brings us together to enjoy beauty, creativity and human expression.

Please save the arts. The art museum and artist support in this community has been such an enriching experience. I feel like it brings our community together.

Please support art programming! Our art museum and the events they run are a big draw to the downtown area. We often eat and shop after the events. It adds another layer of interest to our community
Please support SLO Rep Theater
Please support SLOMA and local arts.

Please support the arts and cultural district and include it in your major city goals. The arts are important for the vibrancy of our community. SLOMA is a valued asset to our city.

Please support the arts as one of your goals; having a thriving arts scene makes SLO a more worthwhile place to be, builds community, and encourages people to explore and visit.

Please support the arts in SLO a vibrant arts scene makes for a vibrant community!!Our downtown needs a thriving arts scene as a counterweight to the challenges that retail stores are facing.
· The arts play an important role as a connective tissue in building the kind of community we want San Luis Obispo to be.

Please support the Cultural Arts centers like SLOMA. My autistic son has very much benefitted from their classes in the past, and years later, it is still one of the proudest moments in his life when his artwork was on display in thr museum. Our future generation is most important. Thank you.

Please support the Cultural Arts District as part of your major goals. The City of San Luis Obispo needs to support and cherish arts and cultural programming in order to keep our

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community vibrant and welcoming to visitors. As the publisher of SLO Review (sloreview.org) I see every day the benefits of a thriving arts scene to local children, community-minded adults, and visitors who want to enjoy local food, beverages, sights, and events that show off the beautiful work and spirit of our local artists, whether they are chefs, musicians, winemakers, performers or artists. Please don’t forget the arts! - Charlotte Alexander Please support the Cultural Arts District in the Major City Goals.

A thriving Arts District will provide a significant economic impact as well as providing greater social exposure.

Please support the Cultural Arts District in your Major City Goals! The arts are absolutely integral to the character of San Luis Obispo, and a vibrant arts scene is absolutely necessary to keep the city thriving. It's a huge part of what sets SLO apart from so many other small to medium sized cities and to lose sight of that would be a tragedy.

Please support the Cultural Arts District in your major city goals. My entire family always enjoys the season of performances offerred by SLO Rep. It is an amazing cultural asset of our community. Thank you in advance for your consideration.

Ron and Laurel Viola
Please support the Cultural Arts District! Arts is a vital piece of the economic engine downtown, and the District provides valuable services to the entire County, not just the City.

Please support the Cultural Arts District. Without a healthy art scene a town like SLO loses it's charm. I live here, but when traveling always look for a place like home that has a vibrant music and art scene. Things are harder for my family economically and it seems that everyone is feeling it - now I see some places are unable to fund the arts and I'd really hate to see that happen here in SLO. Thank you for your time, Michael Eddy The following letter was emailed to the Council, but including it here for good measure.

Dear Mayor Stewart and Members of the City Council,
On behalf of the San Luis Coastal Education Foundation, I am writing to express our strong support for maintaining arts and culture as one of the City of San Luis Obispo’s core priorities in the updated Major City Goals. As an organization dedicated to leveraging the power of K12 public education to build an economically mobile and equitable homegrown talent pipeline, we recognize the critical role that a thriving arts and culture sector plays in fostering economic development and community vitality.

Research has consistently shown that investments in arts and culture yield significant economic and social benefits. According to the Americans for the Arts’ Arts & Economic Prosperity 5 report, nonprofit arts and culture organizations and their audiences generated $166.3 billion in economic activity nationwide in 2015, supporting 4.6 million jobs and generating $27.5 billion in government revenue. On a local level, a robust arts and culture ecosystem contributes to the vibrancy and uniqueness of our community, making it a more attractive place to live, work, and invest. This is particularly important as San Luis Obispo continues to create high-quality jobs aligned with our region’s economic strategy.

Our Education Foundation is deeply committed to fostering economic mobility for the 44% of socioeconomically disadvantaged students in the San Luis Coastal Unified School District.

These students represent untapped potential, and by pairing high-quality job creation with a culturally vibrant community, we can encourage them to envision a future where they can thrive here at home. Research indicates that communities with diverse and thriving cultural

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assets are more likely to retain their young talent, particularly those who value creativity, innovation, and connection. For example, a study by the Knight Foundation and Gallup found that “social offerings,” which include arts and cultural opportunities, are among the top factors that attach people to their communities.

As the city updates its Major City Goals, we urge you to recognize arts and culture not just as an amenity but as a foundational element of economic and community development. By prioritizing and investing in this sector, San Luis Obispo can:
- Encourage Youth Retention: A vibrant cultural scene enhances quality of life and provides young people with compelling reasons to stay, live, and work in their hometown. - Support Workforce Development: Arts and culture contribute to the development of creativity and critical thinking—skills essential for the jobs of the future. - Promote Equity and Inclusion: Cultural programs and public art initiatives can reflect and celebrate the diverse experiences of all community members, fostering a sense of belonging and unity.

Our foundation stands ready to collaborate with the city and other community partners to ensure that arts and culture remain a central priority in shaping the future of San Luis Obispo.

Together, we can build a community where every student, regardless of socioeconomic background, has the opportunity to thrive in a culturally rich and economically dynamic environment.

Thank you for your leadership and commitment to making San Luis Obispo a place where creativity, innovation, and opportunity flourish. We look forward to supporting the city’s efforts to sustain arts and culture as a cornerstone of our collective success.

Sincerely,
Christine Robertson
Executive Director
San Luis Coastal Education Foundation
With the improvements to Mission Plaza, add attractions for a children's play area so that families have a reason to spend time in MP and have a fun break area downtown Xxoo
Zone for business on the street level topped by apartments and low cost high density housing projects
San Luis Obispo is poised to become a major arts destination. We would like the council to expedite approval and grant a few waiver for the Creekside Art Walk along the entire east facing facade of SLO Gallery. Also, there was previous support among the city council for a banner spanning Broad Street near the museum that would say Cultural Arts District. What happened to that proposal?
San Luis Obispo needs a vibrant Cultural Arts District to bring people downtown every night of the week. Theatre, Music, Visual Arts are what make a city thrive. A lively arts scene can have a significant economic impact on our city.

San Luis Obispo would be bereft were it not to support their cultural arts...the Art museum, SLO Rep, Children's Museum, History Museum, all of which are essential to the vibrancy of this city. The city's cultural arts and programs are also important to the many surrounding

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communities, not to forget visitors as well who flock to the central coast for the many amenities that this region has to offer.

Slo Arts and Culture District
SLO Arts Cultural District!!!
SLO needs a vibrant arts community to maintain its status as a premier, livable city on the central coast. Arts provide connection for young and old, all economic segments and multiple ethnicities. Arts also support the downtown economy in general by drawing people downtown who spend at our restaurants and shops while in town. Please support investment in the arts such as the developing cultural arts corridor with its new and growing theatres and museums.

Thank you.

Stop with the 2 hour limit parking.

I hear people in my store all the time saying they have to leave because they can’t add more time to their meter. They’re shopping around after lunch and forced to leave. It does not help our businesses and lively-ness around town.

SLO REP is a crucial element of creating a vibrant arts community in SLO. Please continue to support the development of the new theatre and know that our investment will help all members of our community, especially the businesses in SLO that will see more foot traffic, more tourism and better quality employees willing to move here with high quality theatre available to all.

Increase hours of public transit to downtown to match restaurant employee hours.

Help people who park in the parking garages know what floor they are on by indicating floor numbers in the stairwells (idea for Parking Services).

Keep the free parking days during the holidays and continue investing in new holiday lights in Mission Plaza and around downtown. Also, more public art installations! Lower parking rates. Bring back free parking after 6pm.

Support a strong representation of the arts in our community including the San Luis Obispo Museum of Art.
· A vibrant arts scene is essential to a healthy community. · A thriving Cultural Arts District will deliver significant economic impact and contribute to social well-being.
· Thriving downtowns generally have an array of arts offerings driving economic vitality. · Our downtown needs a thriving arts scene as a counterweight to the challenges that retail stores are facing.
· The arts play an important role as a connective tissue in building the kind of community we want San Luis Obispo to be.

Support for the arts should be on the priority list. Cultural institutions are vital to a community.

Downtown needs more cultural attractions to remain vital and relevant.

Lower taxes for purchasing products in our city.

Make it easier to drive into town to do business, shop, and dine. My elderly relatives, and friends no longer go downtown due to parking and driving being more difficult.

Reduction of parking rates for customers of city businesses. It’s hard to purchase large items when riding a bike. I’m a bicyclist, but I don’t purchase as much biking as when i have my car.

I don’t go to dinner as often on my bike, i like to drive with friends and family to go out to eat.

Support the arts! Having a vibrant art scene is a vital part of who we are as a community 😊

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Support the cultural arts district. A thriving Cultural Arts District will deliver significant economic impact and contribute to social well-being.

Support the cultural scene, art district and Sloma, Art plays an important role in a community, it opens up minds and is especially needed in these scary times , brings serenity and Hope Parking makes me prefer to eat out of downtown. Amplified by the cost of parking and requirements to pay through 9pm.

Why are we paying for parking 6-9pm? Don’t you want to encourage more people to come downtown ?
Supporting and expanding the downtown Cultural and Arts programs are very important to a thriving and healthy community. The Downtown can't just be retail; bringing people together through cultural performances and the performing arts helps support economic stability.

Support for the Cultural Arts District needs to be a part of the overall city plan.

Supporting the arts and the cultural arts district is crucial to the health of downtown. The arts, and in particular the SLO Museum of Art and SLO REP, both benefit the emotional health of the community but can be key economic drivers as well. I'm disappointed that this was not even an option to be ranked in the Downtown and Economic Development section.

Supporting the arts in downtown slo attracts tourists and locals alike and helps every business gain more foot traffic.

Supporting the Cultural Arts District will allow San Luis Obispo to stand out as a vibrant and unique city, showcasing art as a powerful way to celebrate our community's creativity.

Additionally, fostering the arts will promote the healthy, creative development of our children, ensuring they thrive in a supportive environment.

The arts (visual, performing, etc.) are important for areas that are thriving and building community rather than just surviving.

The Arts are a necessary, ongoing communication in our community and through time. They offer a path of connecting and seeing each other in new ways- heart opening relationships that are vital to a healthy community. Visual and Performance Arts are critical to enhancing that unique creative spark in us all, as well as facilitating welcome arms to tourists. Please support the Cultural Arts District in your Major City Goals. Thank you.

The Arts are critical to the economic growth of a vibrant downtown and adjacent areas. The Arts are why many people visit a community. The Arts support diversity. The Arts inspire everyone from youth to elderly. We need more affordable studio space. More grants for start ups. Grants for art for youth.

The arts are vitally important to our family. My kids thrive on music and theater and have learned about self expression via these arts. My husband and I love to attend plays at the SLO REP Theater and often we bring our children along too. We hope that you will keep the arts as a main focus as it brings such beautiful life to our community.

The arts district is a vital piece of the downtown SLO puzzle and every effort should be made to improve and promote the area and it's direct connection to Mission Plaza THE ARTS IN DOWNTOWN AND SLO IN GENERAL. I cannot believe there aren't any selectable impact areas shown to choose that include the arts. SLOMA is a gift and should be supported vigorously.

The arts play an important role as a connective tissue in building the kind of community we want San Luis Obispo to be.

The arts play an important role as a connective tissue in building the kind of community we want San Luis Obispo to be. A vibrant arts scene is essential to a healthy community.

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Downtown Vitality and Economic Development
The arts play an important role as a connective tissue in building the kind of community we want San Luis Obispo to be. PLEASE SUPPORT THE ARTS FOR OUR BEAUTIFUL DOWNTOWN.

The arts!!
The city needs to support the cultural arts district. This is so important to the development of the Ken business as well and attracts visitors to our city thank you.

Reduce homelessness downtown and provide more affordable parking.

The city should consider eliminating or reducing parking fees downtown to make the area more accessible and encourage more foot traffic to local businesses. High parking costs deter residents and visitors, and offering free or low-cost parking would create a more welcoming environment.

The cultural arts are so important to a vital downtown SLO! The visual and performing arts are such a big part of the personality of our community. They bring the humor, the whimsy, the laughter, the charm, the mystery, the "Aha!" moments, the sense of wonder, and the connection to our community. It's a huge part of what makes visitors say, "Gee, I wish I lived HERE! Let's at least come back and visit again soon!" We are so fortunate to have a community with many talented artists and performers. The goals and priorities of our city should reflect this vital part of our character and our economy.

To achieve downtown vitality and economic development, get rid of paid parking and you’ll have a lot more people coming downtown spending money.

The equation for true Economic vitality in a downtown is a healthy mix of retail, cultural spaces and housing. Ensuring that young artists can afford to live here is the foundation of a cultural arts district. A Both and approach of protecting tenants, ensuring habitually so people are in safe, secure housing and capping the rent means our artists can live, work and create in downtown.

It doesn’t seem right that the non profit downtown SLO organization is needing to raise money for a clean and safe program when our city should be charged w this. Why can’t the city prioritize its spending on having a clean and safe ? The Mission and the Cultural Arts District are, and will continue to be, the heart of downtown San Luis Obispo. It is where locals young and old gather to enjoy music, the theater, learn of their history, and experience the visual arts regional and national. It is a cultural resource unmatched for a community of our size. At the same time it is a magnet for tourists who search out the cultural center of a community to begin their exploration of our area and create the financial impact that their visit will have on our economy. Please do not neglect the importance of the Cultural Arts District on your long-term planning.

Dennis Schneider
The San Luis Obispo Museum of Art is vital to the community. And should be included in the Economic Development Plan. It has been a draw for local residents and visitors for decades.

It is a symbol of what San Luis Obispo represents. My children growing up attended the summer arts program for years. Those classes and visiting the museum regularly inspired our daughter to major in the Arts in college. It would be shameful to not support the museum that has been a fabric in our city.

The whole city would benefit from more robust arts offerings. The council’s support of efforts to build a new theatre seem smart, especially since private dollars are being raised.

More support for the History Center and art museum would draw even more foot traffic to downtown from people other than college students looking for cheap eats and beer.

There was always a thriving arts scene when I was growing up in San Luis Obispo. As an adult I now work very successfully in the arts and it's thanks to what I was saw and the

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Downtown Vitality and Economic Development
opportunities I had as a kid. At a time when people are becoming more isolated and polarised, the arts bring people together. They also bring in money. A thriving Cultural Arts District will not only deliver significant economic impact, but contribute to social well-being in the area.

This council has been terrific in supporting the arts. We're lucky you cast a holistic eye as to what makes a community health. Please retain that frame in your Major City Goals.

This message is for the council members. Your current plan for city goals DOES NOT INCLUDE FUNDS FOR THE ARTS DISTRICT. A thriving arts district will provide significant economic benefits and add additional social opportunities, providing a healthy community.

Please add the Cultural Arts District to your major goals for '25-'27.

A long time resident 36 years - Bette Kulp
Thriving downtowns generally have an array of arts offerings driving economic vitality.

Keep it clean and green, literally with plants, healthy shrubs, flowers, trees.

I hope that you will include the arts in your major city goals.

I agree with the following sentiments:

A vibrant arts scene is essential to a healthy community. · A thriving Cultural Arts District will deliver significant economic impact and contribute to social well-being.
· Thriving downtowns generally have an array of arts offerings driving economic vitality. · Our downtown needs a thriving arts scene as a counterweight to the challenges that retail stores are facing.
· The arts play an important role as a connective tissue in building the kind of community we want San Luis Obispo to be.

Thank you.

I write in support of investing in SLO's Cultural Arts District. This district contributes to our community connectivity, drives economic resilience in our downtown area and continues to create spaces for our diversity community to find themselves.

We are so grateful for the City’s current investment in the downtown’s arts and culture vitality.

This should be just the beginning as we work together to bring true vibrancy and community through the arts
We live in Pismo Beach and travel to downtown SLO several times a month for entertainment and enlightenment. We appreciate the many arts programs available to us here, especially SLO Rep, SLOMA and the Cal Poly PAC, and love the creation of an arts district - it should be an ongoing goal of the city. Like many of our friends and so many of our houseguests, the arts are the "draw" for us, but we accompany those with shopping and lunch or dinner out each time, thus supporting the business sector as well.

We must include support for the Cultural Arts District!!! Having the arts downtown is critical to both engaging our local community and attracting people from afar. A key social and economic issue.

We need a vibrant downtown, and a key component of it must be the Arts. The arts enthuse the young and satisfy the old. Arts bring people (and their money) into the community.

We need to support the Arts District downtown. This is an important part of a vibrant community and something we always look for when we travel.

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Downtown Vitality and Economic Development
We urge the City Council to include support for the Cultural Arts District in their Major City Goals for 2025-2027. The arts play a critical role as a connective tissue in building the kind of community we all want San Luis Obispo to be. A thriving Cultural Arts District will deliver significant economic impact to the city and contribute to the social well-being of its citizens.

Please consider this as you finalize the Major City Goals for the upcoming timeframe.

What happened to the arts in these goals? For many of us who live in outlying areas, the arts are what bring us downtown and we support our wonderful "big city" by visiting restaurants and shops while we're there! Please have a goal to continue work on creating an "arts district" that will keep our city dynamic and provide illuminating experiences for all of us.

When I think about what makes SLO so special, it is access to cultural arts and the exciting plans for a cultural arts district. I have watched how SLOMA has experienced a rebirth under new leadership, and continues to be an attraction of downtown SLO.

The plans to build a new SLO Rep are also exciting, bringing increased locals and tourists to the downtown area. And wow! How spectacular the Arts District can look with this transformation.

I believe a thriving arts scene is essential to a healthy and vibrant community. It will deliver significant economic impact and contribute to social connections in our community. Our downtown deserves a thriving arts scene! Please support the Cultural Arts District in your major city goals for 2025.

Increasing Tenant and Evictions Protections allows downtown employees to live and work downtown which means vibrant neighborhoods in downtown. Make Tenant Protections a major city goal
Without the Cultural Arts District....what will you have?! Not much.

Please include support for the Cultural Arts District in your Major City Goals.

A vibrant arts scene keeps the community healthy & happy & attractive to visitors.

Would love to see you support the Cultural Arts District downtown. We are so excited to see a new theater for SLO Rep which would benefit and community and bring in a lot of economic growth for our businesses downtown. PLEASE add the arts to your goals for 2025 and beyond. Our community needs them, and will benefit from them. Debbie Wacker WOW, we just learned the 2025-2027 Major city Goals do not include support for the Cultural Arts District. We believe continued support for the District certainly should be considered a Major City Goal, since the Arts District will be an even greater source of economic power through this period. The new parking structure and new SLOREP Theater, combined with expanded exhibitions at SLOMA, are leading the way to make SLO a true destination, driving increased economic activity throughout the city.

WTF?! Where’s our existing goal of Cultural Vitality?
With all of our empty storefronts and the unlikely return of major retail, the city needs to support arts groups in ensuring economic viability in attracting people to our downtown.

Facilitate convos between building owners and nonprofit arts groups. Explore lending options to make new downtown arts presence a reality.

For the love of God, help our souls get through the next 4 years.

Don’t let these empty building owners get away with making $$ BECAUSE they’re empty.

Impose a vacancy tax. Retail is not coming back. Make it harder for those building to sit empty.

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Downtown Vitality and Economic Development
Yes! Cultural Arts District is the right idea. That and the library are the only reasons I will visit downtown in the future--and I've lived here most of my life.

Increasing vacant properties are an existential issue for the downtown business district.

Oftentimes these properties are vacant because rent is too high. Is it possible to impose penalties of some sort to property owners whose downtown commercial properties remain vacant for too long of a period of time? This would encourage property owners to adjust rents accordingly to attract and promote a diverse downtown business environment.

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Fiscal Sustainability
Stop spending so much money on bicycle lanes and protected bike lanes, reconfiguring roads, and stop sign intersections, we don’t need 12 warning signs at one intersection, like near the corner of Monterey and Toro !!
That intersection with 12 signs that say the same thing is totally ridiculous. Six signs for going north that say the same thing and six signs if you’re heading south , let’s say the same thing.

Explain to the public the CalPers situation.

With employee salary negotiations coming up, I would urge you to maintain budget neutrality.

I understand that employee compensation will rise per employee, but we cannot afford to take a huge hit here. Unfortunately, there may have to be some trimming of the workforce in order to achieve this goal.

Maintain what is in place before bringing in more and new.

To fund a work program that creates a rental registry, modernizes health and safety requirements for rental properties, and strengthens eviction protections, revenue sources you should consider include:
o Fees on residential and commercial buildings that sit vacant for extended periods to offset sales tax losses and the cost of ongoing police and fire protection o Transfer fees on high-end properties, both residential and commercial o Tax domiciles not occupied by owners at a substantially higher rate Reduce the budget for all non essential services expenses by 5%. Essential services are police, fire, water, sewer. All other activities can be done with less.

Its tough, but we can do it. Use the surplus to reduce our debt and pension liabilities.

Raising taxes is not an option. We already have one of the highest tax rates burdening or local businesses, who are a main source of our revenue.

Invest year-end carry-over into capital projects to limit debt financing Tax the rich
Cut city staff positions. You are bloated.

Spend less on aesthetic public works projects and invest more in repairing the infrastructure that needs repair. Reduce greenways and bike path projects.

Expand existing Business license/business tax program to require listing the addresses of ALL rental properties owned by a property owner & charge a business tax for each address.

Requiring landlords to list all properties AND charging the tax per address would provide more revenue to the city - also it would allow the same fee to be paid per property regardless if the owner had one rental or twenty. The fee could be lowered while increasing overall revenue.

Is this cities employee base right sized?
Divest any funds from harmful institutions (fossil fuels, militarization, the prison industrial complex, etc)
Expand existing business license/tax to require listing of ALL rental properties owned by a property owner and charge a business tax for each address which will provide more revenue to the city.

Ensure that the City’s investment portfolio continues to implement ESG screening criteria and prioritize reducing exposure to fossil-fuel companies.

Bike park is a great way to include the local community around an all inclusive park Develop a supplier scorecard that measures their delivery to quote. Areas to measure include quality of work, delivery to schedule, and cost. Scorecard impacts future work.

Implement penalties to contractors for delayed project completion. Including but not limited to blocking from future projects.

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Fiscal Sustainability
Reduce police budget
Incorporating cost of orcutt area park as a priority when planning for the future.

Instead of investing SLO City Funds w/ southern California Finance Managers, start a City owned & Managed Bank which makes secured loans to build & improve homes and business structures in the City only, make money for the City, grow housing stock and keep funds local.

Partner with local non profits doing the work to achieve major city goals Move faster with projects to increase the impact of our spend. Delayed projects cost more with inflation and more project management. Less planning, more action.

To address the shrinking federal funds for affordable housing, increase Tenant Protections to keep renters in safe, secure affordable housing. This also avoids the high cost of losing employees due to the exorbitant rent.

Drop CalPERS as a benefit and go to a 401k style plan that takes the long term burden off the city.

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Infrastructure and Sustainable/Multi-Modal Transportation As a biker in SLO I cannot appreciate the bike lanes enough. Absolutely incredible to see the protection of riders. However, the amount of variation in bike lane styles is genuinely confusing for both bikes and cars. I sometimes feel it is safer and more clear to cars to just stay on the right side of the lane rather than be weaving through a moving bike lane. Again, no matter what, cannot appreciate the SLO bike lanes enough!!! Connect the Madonna bike path to downtown under the freeway with a safe bike path.

Connect the Madonna bike path to downtown with a fully-paved, well-lit, wider path, providing a safe and welcoming connection between Madonna Rd and downtown.

Do not put any more protected bike planes in the city and don’t reconfigure roads so you have to park in the middle of the street.

Feels in many ways like the recently updated streets are less safe due to thinner lanes and bike lane transitions especially in areas like the entry to Target in San Luis Obispo. Also, on downtown side street transitions can be very confusing & especially when there are large trucks there is very little room to manuever making it even more hazardous for both cars AND bike riders. In spite of emphasis on bike lanes residents are by far using their vehicles more especially downtown and other retail areas & many of the changes are making it more difficult for vehicular traffic. Before investing more time & money into these types of changes in high traffic locations there should be an in-depth review and understanding of the actual usage.

The car vs bike riding ratio seems to be about 99% car vs 1% bike/pedestrian usage and the updates are very focused on bikes/pedestrian.

I like the new striping on Johnson Ave, and would still feel much safer in protected bike lanes.

North Chorro Greenway is great. What about Tank Farm Rd? Some better night lighting at bus stops would also help.

More protected bike lanes especially something for So Higuera and for Madonna rd over the freeway please.

More protected bike lanes, reduce speed limits

NO MORE BIKE LANES RUINING STREETS
Prioritize bike and public transit infrastructure
Protected bike lanes.

Stop putting in bike lanes, adding curbs and other hostile architecture. Unless you ride in the bike lane, "voting" for a protected one does not "protect" bikes. As a cyclist myself, I feel SAFER riding with traffic that I know can see me. Also, while I do love my bike, I don't need to ride it to work. The traffic that SLO has created from these bike lanes is excessive and seems to be done for the tourist/visitors, not the residents. Residents know where to ride.

Also, the new medians in the roadways are dangerous and should have been installed better (Johnson Ave).

Stop removing city streets and replacing it with bike lines.

Stop the confusing bike lane madness
Street repairs for Sacramento Street
Want to emphasize the great work n making the city more pedestrian and bike friendly. Still some ways to go! Higuera needs more bike infrastructure between Santa Rosa and California to protect cyclists.

We need another east-west bike/ped connector between Broad and South Higuera. Please initiate discussions with the Garcia Family for a multiuse pathway connecting the eastern terminus of Prado to Broad Street. This connector is needed to achieve the 20 percent tripsby-bike goal.

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Infrastructure and Sustainable/Multi-Modal Transportation Work with the county to build a safe bike path from the Vons/MindBody area to the SLO Public Market/Trader Joes area.

La Loma Adobe house is the oldest adobe house in San Luis Obispo county. Allocate sufficient funds to finish rebuilding it.

Continue and expand the dredging operations for Laguna Lake and efforts to slow additional sedimentation. At this date, having the capacity of the lake maintained and increased has to be considered a necessity to fight wildfires, in addition to its environmental, recreational and visual mental health benefits.

Continue to dredge Laguna Lake on a annual basis
Laguna Golf Course is in need of very modest expenditures to install the washed-out bridge and repair the out-of-service Clubhouse, the cost of which is covered by insurance.

Please attend to deficiencies at Laguna Lake Golf Course. The clubhouse has languished for a number of years. The bridge, especially, needs replacement.

Please consider actions required at Laguna Golf Course, the “lungs” of SLO.

Build Pickleball courts at Laguna Lakes
Construct Pickleball Courts at Laguna Lake Park!?
I would like to see more pickleball courts built before I'm too old to play More pickle ball courts!
Permanent and lighted pickleball courts
Pickleball courts
With the increase interests in pickleball, we definitely need more permanent pickleball courts in the area.

Citywide speed limit of 25 mph. Environmental benefits, safety benefits, and makes biking a more reasonable way to commute.

Concentrate on the cultural district improvements and maintenance Fund the replacement of the bridge on the Laguna Lake Golf Course.

How many more lighted pedestrian signs do we need?! Monterey Street looks awful! Plus, since they blink constantly, they are going to "cry wolf" and make people stop looking/watching. I think pedestrians can push a button if they want lights. All of the road "improvements" are excessive, and it makes our town look like we're incapable of driving.

The streets are an obstacle course!
I am in support of the Short Range Transit Plan and Active Transportation Plan, however, i would like to see more of a data driven approach to these transportation plans. There is an opportunity to tie transit to flexible density, which would help alleviate our housing crisis.

I would like to see a priority with much better street lighting across the city, adding a protected bike intersection at Santa Rosa and Foothill, and safety improvements to Foothill.

I would REALLY appreciate a separated walking/bike lane that goes along Tank Farm road. I see people walking/biking on the shoulder quite often, and the road is quite narrow. There are also very few street lights, making it even more dangerous. If there was a separated bike/walking path I also think it would be really enjoyable to walk along I wrote a letter last year encouraging the city to prioritize the Tier 1 ATP goal of building a second Railroad Bike/Pedestrian Bridge at Woodbridge or Francis St. With the Hybrid Beacon at Broad/Woodbridge and the improved bike infrastructure as part of the Higuera St improvement project there is going to be a greater demand for east-west bicycle transport across the city. Currently for people trying to cross the railroad tracks (say for example to go from Meadow Park or South Higuera going towards Shinshimer Park to watch a SLO Blues

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Infrastructure and Sustainable/Multi-Modal Transportation game) the only options are to ride to the railroad station or down to Orcutt - both significant detours. I believe this is a project worth prioritizing.

Improve safe sustainable transportation with protected bike lands.

Include the unique features of e-bikes in the design of cycling infrastructure. Don't force them into narrow, slow moving protected bike lanes and protected intersections. Greenways are great!
Increase public art in parks
Invest in more facilities for older youths - the city has a lot of playgrounds for young children, but not many spaces for tweens and teens to enjoy and have fun.

More public gym/ workout equipment like at Emerson park Open space should be about public access. Not "conservatation" and keeping people out of their public lands
Please reduce traffic congestion for working families that need to drive their kids and elderly relatives to school, sports and appointments.

We’ve done enough to make it difficult to drive and do business in this city. People are avoiding the city now in growing numbers. Stop spending money “improving” our transportation. Lets see if our businesses will come back to generate revenue before we spend any more or tax anymore.

Please stop with the roundabouts and pedestrian crossings (I.e. Foothill). They barely work and people don’t use them properly. Roundabouts (like on Cerro Romauldo) are terrible for large vehicles and many don’t use them properly. Speed bumps are a waste of taxpayer money as people still speed.

Pls focus in repairing and maintaining our roads over the over obsession with bike paths.

Provide support to the maintenance and expansion of the Profumo Creek restoration and enhancement project by working with creeklands.org and it’s manager to encourage community volunteer activity and staffing for open hours to allow hiking and bicycling use of the trails going along the creek
Ramp up bike lanes at Laguna Lake and trails. Make the piers workable for all abilities.

Increase boating on the lake! Promote public option for kayak rental, etc.

Regularly clear debris from the protected bike lanes.

Remove anti-homeless measures such as bench middle dividers and hostile architecture Staff a “director of trails” to oversee bike, hike, equestrian trail planning development and maintenance in coordination with state and local leaders and trail focused organizations This is a time to maintain what is in place before bringing in new. Many projects can wait but preparing for natural disasters cannot wait. Caring for the people who live here now cannot wait.

To have the city work more closely with the county to improve safety the major east/west corridor of Tank Farm Road for bicycles & pedestrian safety, which would coordinate nicely with the upcoming south Higuera road improvements and Broad to Orcutt road improvements Calm traffic on Broad street between South and Orcutt roads. Support vision Zero goals on this dangerous segment. Help residents in adjoining neighborhoods get safely across Broad street on foot or bike to destinations, on north side of Broad. Add protected/buffered bike lanes along broad and at min one additional signal for safer crossing.

Continue to support and fund the South Broad Street Corridor Project I live off of Broad St between South and Orcutt. I have lived there for 10 years and during that time there have been many homes built in my neighborhood and along the railroad area.

This all creates additional traffic coming onto Broad st which requires cars to feed through the