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HomeMy WebLinkAbout04/07/2020 Combined Presentations for CouncilContinued Special Meeting of the Disaster Council / Regular Meeting of the City Council April 7, 2020 Webinar Information Registration URL: https://attendee.gotowebinar.com/register/213038480382925325 Webinar ID: 911-119-115 Audio access by phone: (213) 929 -4232, Attendee Access Code: 672-572-299 Novel Coronavirus (COVID-19) Situation Update April 7, 2020 RECOMMENDATION 1.ADOPT A RESOLUTION ENTITLED “A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS OBISPO, CALIFORNIA PROCLAIMING THE CONTINUING EXISTENCE OF A LOCAL EMERGENCY REGARDING THE COVID-19 PANDEMIC.” 2.ADOPT A RESOLUTION ENTITLED “DESIGNATION OF SUBRECIPIENT’S AGENT RESOLUTION” AUTHORIZING THE CITY MANAGER, THE ASSISTANT CITY MANAGER, AND THE FINANCE DIRECTOR TO EXECUTE AND FILE APPLICATIONS TO OBTAIN FEDERAL FINANCIAL ASSISTANCE Today’s Purpose 1.Provide an update on the National, State and Local Situation 2.Discuss and Provide Direction on all necessary actions needed to protect the Health, Welfare and Safety of the Citizens of San Luis Obispo 3.Update the Council with information and provide policy and operational direction for the next operational period 4.Discuss other issues by the Disaster Council Federal 386,800 Cases / 12,285 Deaths* Recent Focus: 30 Days to Slow the Spread (April) Increase Testing Capabilities Treatment and Vaccine R&D Federal Support of Governors’ use of National Guard Defense Production Act (Ventilator Production) Continued Economic Relief *Statistics from The Center for Systems Science and Engineering (CSSE) at Johns Hopkins University as of 4/7/20, 12:37 PM State of California 16,429 Cases / 397 Deaths* Statewide “Shelter-at-Home” order still in place Preparing for Expected Surge in Cases Hospital Capacity / Alternative Care Sites Distribution of Resources State Health Corps 90-day Extension of State and Local Taxes Sales and Use Tax Deferral Small Business –Up to $50,000 for up to 12 months *Statistics from The Center for Systems Science and Engineering (CSSE) at Johns Hopkins University as of 4/7/20, 12:37 PM San Luis Obispo County* *As of 1:00 PM on 4/7/20 San Luis Obispo County* *As of 1:45 PM on 4/6/20 San Luis Obispo County* *As of 1:00 PM on 4/7/20 Recent County Actions Continued Shelter-at-Home Order Will re-assess in 2 weeks Alternative Care Site Construction at Cal Poly Will open this week Economic Recovery Branch Activated (EOC) Virtual Assistance Center Homeless Shelter Resources Broadened Testing Criteria Mustang News, 2018 Recent City Actions Support Shelter at Home/Physical Distancing Physical Distancing Saves Lives Campaign Updated Personnel Policies and Guidelines Business Support and Resources SBDC/Chamber of Commerce Webinar Resources on City COVID-19 webpage Delivery/Takeout and Virtual Shopping Maps IT support to ensure communications linkage between Cal Poly & County Networks for Alternative Care Site Regular community updates and weekly news summaries Recent City Actions (cont.) Tourism Messaging Development of Economic Response, Recovery and Resiliency Plan Coordination with County on rollout of unhoused population programs including trailers, hotel sites and safe parking Virtual public meeting support for City Council and Advisory Bodies New Online Payment Services for Permits Keeping the Public Informed Keeping the Public Informed City Incident Action Plan (IAP) Objectives –4/7/20 to 4/10/20 A.Provide for the safety of public, agency employees, their families, and first responders at all times and ensure they receive proper and appropriate care. B.Ensure that emergency service delivery efforts, both law enforcement, fire and emergency medical service, are uninterrupted and coordinated with County direction. C.Ensure continuity of essential government services to fulfill the City’s mission. City IAP Objectives (cont.) D.Provide timely and accurate release of information to the public, media, staff and cooperators by the EOC Public Information Office through a wide range of mediums. E.Ensure that the needs of medically dependent individuals and those with access and functional needs are provided information and assisted as needed/able. F.Ensure close coordination and communication between Cal Poly, SLO County EOC, CHADOC, San Luis Coastal Unified School District and the City of SLO, including VOAD and other NGOs. G.Maintain accurate financial documentation necessary for cost reimbursement. City IAP Objectives (cont.) H.Ensure employee morale and engagement for employees in the office, working at home, or on adjusted schedules I.Coordinate with law enforcement to maintain the protection of the public and maintain accountability during the shelter in place order issued by the County of SLO. J.Establish City Economic Recovery Plan in coordination with regional partners. K.Initiate Advance Planning for Policies, Procedures, Protocols for Coming Out of the Shelter at Home Order. EOC DIRECTOR EOC DEPUTY DIRECTOR LEGAL LIAISON SAFETY OPERATIONS SECTION COORDINATOR PLANNING SECTION COORDINATOR LOGISTICS SECTION COORDINATOR FINANCE SECTION COORDINATOR FIRE BRANCH LAW BRANCH PUBLIC HEALTH BRANCH PUBLIC WORKS BRANCH BUILDING & SAFETY BRANCH CARE & SHELTER BRANCH SITUATION STATUS UNIT RESOURCES UNIT ADVANCE PLANS UNIT DOCUMENTATION UNIT TECHNICAL SPECIALIST / GIS UNIT INFORMATION SYSTEMS UNIT COMMUNICATIONS UNIT TRANSPORTATION UNIT PERSONNEL UNIT PROCUREMENT UNIT FACILITIES UNIT RESOURCE TRACKING UNIT TIME UNIT PURCHASING UNIT COMPENSATION/CLAIMS UNIT COST ANALYSIS UNIT PUBLIC INFORMATION EOC STAFF ORGANIZATION CHART DATE POLICY GROUP INCIDENT: COVID-19_______ OP PERIOD Derek Johnson Shelly Stanwyck Greg Hermann Bob Hill / Teresa Purrington Christine Dietrick Rodger Maggio Disaster Council Brigitte ElkeAaron Floyd Miguel Guardado Miguel Guardado Gamaliel A. / Chris F. Monica Irons Cori R. / Jennifer T. Greg Cruce Monica Irons Dan Clancy Michael Codron Shawna Scott Molly Brown Mary Andrews Mike Alforque Jeff Smith Laura Mathieu Matt Horn Devin Hyfield Mark Sadowski Keith Aggson Debbie Malicoat Candace Havens Natalie Harnett 04.06.2020 04.07 –04.10 Jennifer Metz UTILITIES BRANCH Dave Hix Andrew Harris OPEN SPACE BRANCH Doug Carscaden Greg Avakian PLANNING SECTION DEPUTY Matt Callahan LOGISTICS SECTION DEPUTYOPERATIONS SECTION DEPUTY Deanna Cantrell ECONOMIC RECOVERY COORDINATOR TOURISM LIAISON SUSTAINABILITY LIAISON PLANNING & PERMITTING BUISNESS LIAISON Shelly Stanwyck Chris Read Chantal Burns Tyler Corey Molly Cano INFRASTRUCTURE STIM CULTURAL STIMULUS DOWNTOWN PARKING STIM INFRASTRUCTURE STIM Lindsey Stephenson Luke Schwartz Gaven Hussey Brian Nelson Issues Ahead Fiscal Impacts Economic Recovery EOC Staffing Monitoring and Responding to Spread Shelter-at-Home Adherence & Enforcement Supporting volunteer efforts providing services to the community Advance planning for coming out of Shelter-at- Home Order (Policies, Procedures & Protocols) Next Steps 1.Support Emergency Operations Center 2.Continue to Implement Incident Action Plan 3.Continue to Coordinate with County Emergency Operation Center, Joint Information Center and Public Health Officials. 4.Disaster Council to re-convene on April 10 or 17th depending on need. RECOMMENDATION 1.ADOPT A RESOLUTION ENTITLED “A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS OBISPO, CALIFORNIA PROCLAIMING THE CONTINUING EXISTENCE OF A LOCAL EMERGENCY REGARDING THE COVID-19 PANDEMIC.” 2.ADOPT A RESOLUTION ENTITLED “DESIGNATION OF SUBRECIPIENT’S AGENT RESOLUTION” AUTHORIZING THE CITY MANAGER, THE ASSISTANT CITY MANAGER, AND THE FINANCE DIRECTOR TO EXECUTE AND FILE APPLICATIONS TO OBTAIN FEDERAL FINANCIAL ASSISTANCE COVID-19 FISCAL IMPACTS & NEXT STEPS 24 Just when we thought … What does the forecast look like NOW? 25 The Short Answer Most Major Revenues are down significantly $ 6.5 million The Longer Answer is TOT based on single digit occupancy Sales Tax is Down Parks and Rec Programs are closed Parking Fees at almost zero Transit is at no charge Water Sales impacted Cal Poly is CLOSED Preparing Budget While Responding to COVID 19 Impact of COVID 19 •Finance has built out 3 scenarios →however, it is too early to tell where we will be in June 2020. •Need time to develop more information to gauge short -and long-term impact. •Need to reduce operating budgets in preparation. Recommendation Use S2 (Mid-Level Recovery COVID 19) as the basis. Consideration Concern for organization Concern about capacity while maintaining Essential Services Concerns about uncertainty Prudent response &least impactful workload 26 April 1, 2020 Fiscal Projections 27 $66,000 $68,000 $70,000 $72,000 $74,000 $76,000 $78,000 $80,000 $82,000 $84,000 $86,000 2019 (Actual)2020 2021 2022 2023 2024 2025In thousandsExpenditures Original Revenue Projection COVID19 Revised Projection Median Case Scenario Impacts could be longer and/or more severe 28 General Fund Original Budget*YTD Received Revised Projection in thousands 2019 2020 2020 2021 2022 2023 TOT 8,061$ 8,033$ 4,670$ 5,946$ 6,245$ 7,188$ 7,726$ % change -26.0%5.0%15.1%7.5% Sales Tax 18,120$ 18,060$ 9,592$ 15,555$ 15,322$ 16,303$ 17,770$ % change -13.9%-1.5%6.4%9.0% LRM 8,325$ 7,840$ 3,473$ 7,313$ 7,218$ 7,680$ 8,371$ % Change -12.2%-1.3%6.4%9.0% Property Tax 17,473$ 17,940$ 11,293$ 17,940$ 18,299$ 18,116$ 18,659$ 2.0%-1.0%3.0% Cannabis Tax 64$ 8$ 64$ 1,000$ 1,515$ 1,530$ Business Tax 2,630$ 2,942$ 2,994$ 2,942$ 2,854$ 2,568$ 2,568$ -3%-10%0% UUT 5,749$ 5,854$ 3,299$ 5,678$ 5,565$ 5,676$ 5,790$ -3%-2%2%2% Franchise Fees 1,428$ 1,558$ 925$ 1,485$ 1,544$ 1,606$ 1,670$ 4%4%4% Development Review*6,402$ 6,963$ 6,005$ 6,807$ 5,426$ 5,535$ 5,645$ Parks & Recreation 1,622$ 1,763$ 874$ 1,000$ 1,639$ 1,655$ 1,655$ Other Fees and Revenue 5,542$ 6,962$ 3,972$ 6,823$ 6,415$ 6,805$ 6,951$ -2% Total Revenue 75,352$ 77,978$ 46,179$ 71,554$ 71,527$ 74,647$ 78,336$ Total Expenditures 75,550$ 75,550$ 75,412$ 77,671$ 79,441$ Revenue Over/(Under Expenses)2,428$ 46,179$ (3,996)$ (3,885)$ (3,024)$ (1,105)$ * Based off of Mid-Year Review, Sales Tax data not updated using % assumptions from FY18-19 ActualsInitital Over/ (Under Expenses)2,428$ 3,473$ 2,922$ 2,616$ * Partially subject to desgination (6,424)$ (7,358)$ (5,946)$ (3,721)$ New Over/ (Under) based off original Assumptions Guiding Principles 29 ALL in this Together All Departments, All Funds are in this TOGETHER We can’t assume business as usual in a changing world.Focus Should be on Economic Recovery and Resiliency. World Has ChangedWe can’t control the Change; We can manage the transition 2020-21 = 2019-20 Base Budget with a Caveat Hold the Line Use 2019-20 base budget. Reduces operating cost by $2.3m Budgeting based on what we know today. Will need to return to Council early as we learn more. 2021- 2023 Based on Scenario 2 Systemic changes likely needed to respond to ongoing COVID-19 30 Systemic changes wait for next Financial Plan for which planning will begin in Fall. 31 One Two Three Activated Fiscal Health Contingency Plan •Hiring Chill •Purchasing Chill •Travel Chill Workforce Reduction Due to program and facility closures Reserve Funds Strategic Utilization based on expected cashflow shortfall Immediate Action Already Taken Budget Submittals 2020-21 32 FOCUS MAJOR CITY GOALS IDENTIFY HOW WE CAN UNIFY THE FOCUS INTO RECOVERY AND RESILIENCY WHILE STILL CONSIDER ELEMENTS OF THE CURRENT WORK PROGRAM BALANCED BUDGET FOCUS ON THE COMMUNITY RECOVERY AND RESILIENCY OPTIMIZE CITY’S ROLE PARTNERSHIPS, COLLABORATION AND COOPERATION. Assumptions LACK INFO Don’t have enough information (today) to address this problem for the long-term and systemically. STAFF CAPACITY Solving this long-term will take significant work effort. Staff is fully occupied with COVID 19 and will likely burn out if we do systemic change. BRIDGE FUNDS Carryover (if available) should be limited to critical work already in process (criteria) and place rest in V&C for most important emerging issues. Depending where we end the year, use some of the $6.2M PROGRAMS AND FUND REDUCTIONS Enterprise Funds and Impacted Programs will need to match to revenues. There are programs and services impacted now and cost reductions and increases (ramp up; ramp down) should be projected. 33 Questions? 34 The Regular Meeting of the City Council will resume shortly *Recess in Progress* The Orchard at San Luis Ranch San Luis Ranch Specific Plan 1035 Madonna Road ARCH-0459-2019; SBDV-0747-2019 Public Hearing for the The Orchard at San Luis Ranch (multi-family component of the San Luis Ranch Specific Plan) Staff Presentation By: John Rickenbach, Contract Planner Brian Leveille, Senior Planner Applicant: MI San Luis Ranch, LLC Project Site and Location 37 City Council Approved Project: July 18, 2017 38 ◼Specific Plan, General Plan Amendment/Pre-Zoning, and Development Plan/Tentative Tract Map for the 131-acre project site ◼Specific Plan guides land use, circulation, parks and open space, infrastructure, architecture/design, and phasing ◼Allows up to 580 Homes; 250,000 SF Non-Residential; 200 hotel rooms ◼Consistent with General Plan policies (including LUE 8.1.4) Project Description 39 Three multi-family configurations are proposed consisting of: ▪(8) three story buildings with 12 units each ▪(6) three story buildings with 20 efficiency lofts ▪(80) townhome condominium units configured in two - to six-unit attached townhome buildings. One common amenity clubhouse of 1,627 SF and with associated common area. Proposed VTTM 3150 40 Planning Commission Direction on 3-11 -20 41 ◼Found the Project consistent with City Policy ◼General Plan, Specific Plan, Zoning Regulations, Subdivision Regulations ◼Concurred that no additional CEQA analysis is required ◼Approved the Development Plan (subject to conditions) ◼Recommended Approval of VTTM to City Council ◼Subject to conditions, including a new parks condition added by the PC Key Issues –applicability to VTTM 42 ◼Housing Provisions, including Affordability ◼Project is consistent with City Housing policies ◼VTTM does not address housing provisions, Development Plan does ◼Development Plan approval included condition to ensure affordable housing will be provided consistent with previously approved Development Agreement ◼Planning Commission Parks Condition ◼PC added condition to consider Lot 10 as possible future pocket park site on VTTM if there is a future Development Plan ◼Fiscal Neutrality ◼VTTM approval would allow development to move forward and infrastructure to be built under the approved Development Agreement ◼VTTM approval would not have a fiscal impact Questions and Comments 43 Backup Slides 44 Affordable Housing Policy 45 ◼Affordable Housing Requirements ◼SLRSP and Development Agreement require affordable housing consistent with Housing Element policies ◼26 deed-restricted units are required in NG-30 zone very low income households ◼10 deed-restricted work force units are required (for households with 121-160% of median income) ◼Project provides required number of affordable units ◼Affordable Housing Location ◼Proposed plan shows 26 very low income units on site ◼Developer working with staff to move these to Commercial portion of Specific Plan in a mixed use development that would include 77 affordable units; currently 34 required there already ◼New proposal would result in 17 more affordable units overall than under proposed plan Proposed Affordable Housing Locations 46 Policy Consistency: Subdivision Regulations 47 ◼Subdivision Proposal ◼Project is considered an “airspace condominium project” requiring a VTTM ◼VTTM provides for private ownership of multi-family components ◼This is known as a “common interest subdivision” ◼Proposed VTTM requires recommendation from Planning Commission and City Council approval ◼Subdivision Regulations ◼Requirements for common interest subdivisions address private open space, common open space, common recreational facilities, storage and laundry facilities Policy Consistency: Subdivision Regulations 48 ◼Policy Consistency and Requested Exceptions ◼Project is consistent with all Subdivision requirements, except for: ◼Private open space dimensions ◼Required: 10’ x 6’ ◼Proposed: 10’ x 5’ (for 48 efficiency units) ◼Total combined private and common open space per unit ◼Required: 400 SF per unit ◼Proposed: 391 SF per unit ◼Applicant requests exceptions from these two requirements ◼Findings to support these exceptions have been made per Section 16.17.110.C and included in the attached resolution if PC recommends approval to the City Council CEQA Process 49 ◼July 18, 2017. City Council certifies Final EIR for SLRSP ◼July 17, 2018. City Council certifies Final Supplemental EIR (to address changes to Specific Plan phasing) ◼Current project is exempt from further CEQA review ◼Gov’t Code 65457 (residential projects consistent with an approved Specific Plan are exempt from further review) ◼No Supplemental EIR required per CEQA Guidelines 15162 because there are no substantial changes to the what was described in the Specific Plan ◼Exceptions to subdivision regulations are minor and do not trigger further CEQA review ◼Project will be required to incorporate all applicable mitigation measures from certified FEIR and Final SEIR ◼Resolutions will be updated to reflect final condition language Policy Consistency: Subdivision Regulations 50 Policy Consistency: SLRSP and Zoning 51 52 Specific Plan NG-30 Zone Concept 53 Specific Plan NG-30 Zone Concept 54 The Orchard at San Luis Ranch City Council April 7, 2020 FOCUS OF REVIEW 1.As recommended by the Planning Commission, approve the proposed Vesting Tentative Tract Map (VTTM 3150) for the NG -30 Portion of the San Luis Ranch Specific Plan; and 2.Adopt a Resolution (Attachment A) approving a Vesting Tentative Tract Map (VTTM 3150) based on findings and subject to conditions of approval. *No changes requested to new project issued conditions of approval PC-1006-2020 (ARCH-0459-2019)and PC-1007-20 (SBDV-0747-2019) The Orchard at San Luis Ranch San Luis Ranch Specific Plan 1035 Madonna Road ARCH-0459-2019; SBDV-0747-2019 Public Hearing for the The Orchard at San Luis Ranch (multi-family component of the San Luis Ranch Specific Plan) Applicant Team Presentation By: Rachel Kovesdi, Kovesdi Consulting Scott Martin, RRM Design Group EXISTING CONDITIONS SUBDIVISION DESIGN –PC INITIATION Public Street Cul -De-Sac CONDOMINIUMS AFFORDABLE BY DESIGN LOFTS CLUBHOUSE TOWNHOMES ▪Affordable by Design Lofts –120 units ▪Condominiums –96 units ▪Town Homes (Citrus Grove at the Orchard) –80 units ▪Total Unit Count –296 units ▪Clubhouse –1,627 sf ▪Common Open Space –77,765 sf PROJECT MAKEUP ▪Concurrently processing Vesting Tentative Tract Map ▪Condominium Map -seven residential (7) lots ▪12 lots total VESTING TENTATIVE TRACT MAP o Lot 1 –60 units o Lot 2 –36 units o Lot 3 –100 units o Lot 4 –20 units o Lot 5 –8 units o Lot 6 –36 units o Lot 7 –36 units o Total –296 units o Lot 8 –Private Recreation o Lot 9 –Access o Lot 10 –Open space o Lot 11/12 –Easements VTTMVESTING TENTATIVE TRACT MAP QUESTIONS?