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Home My WebLink About2/4/2019 Item 1, Hermann (2) Date: January 30, 2019 TO: Mayor and Council FR OM: Greg Hermann, Interim Deputy City Manager VIA: Derek Johnson, City Manager DJ SUBJECT: 2019-2021 Financial Plan Consolidated Council Candidate Major Goals Please see below the 2019-2021 Financial Plan Consolidated Council Candidate Major Goals for Council consideration during the February 4, 2019 Council Goal-Setting Workshop. Page 1 2019-21 Financial Plan City Council Consolidated Major City Goals The following table consolidates the suggestions from Mayor and Council Members for consideration in the development and prioritization of 2019-21 Major City Goals. They are organized by common topics and in order of magnitude of submittals. Xs represent the number of Council members that choose that specific goal. As several goals were a combination of different topics, we tried to place them in the most logical topic area and reflect 16total goal areas. This information is presented in this format so that it can be used as working document during the Council’s Goal-Setting Workshop on Monday, February 4, 2019. 1.HousingXXXXX 2.Fiscal Sustainability & XXXXX Responsibility 3Multi-Modal XXXX Transportation 4.Climate ActionXXXX 5.HomelessnessXXX 6.Downtown VitalityXXX 7.Open SpaceX 8.Creek VitalityX 9.Diversity/InclusionX 10.Economic VitalityX 11.InfrastructureX 12.Quality of LifeX 13.RegionalismX 14.Sustainable TransportationX 15.Urban Forest VitalityX 16.Water ResilienceX Page 2 HOUSING (5) Asstated in 2017-2019 MCG Improve the jobs-housing balance through affordable and workforce housing and a regional approach to land-use planning and economic development; update the Housing Element. Increased housing for the general workforce, residents witha low-income and very low-income. True workforce housing. Housing suggestions: As a basic human need, housing is one of the most important foundations of all communities. Promote safe, affordable homes and strong vibrant communities throughout SLO. Dedicate resources to support staff to put serious time, effort, and attention into the housing element update. Possibly work with HCD to make SLO the “golden standard” of inclusive Page 3 and equitable housing elements. Ensure that staff is empowered to get to yes on missing middle housing. Empower staff in general and director, in particular, to see themselves as affordable housing advocates. Identify one key staff person under theDirector to be the main housing affordability advocate with time to research and implement best practices for creating more affordability in housing of all types. As the city is considering its housing element update consider: affirmatively furthering fair housing (Obama HUD policy thrown out by Trump administration), increasing inclusionary housing thresholds, applying inclusionary housing to new rental development, eliminate Table 2A. Rezone for complete neighborhoods. Up zone for meaningful affordability and net zero. Page 4 Planning overlay with an increased density only if creating a missing middle opportunity -Upper Monterey, S.Hig. Create a policy for aging in place-The number of older households is set to grow by 45% by 2025. Tax on vacant housing -how to turn them into housing Be aware of housing intersection with arts and culture Address a wider range of cultural preferences of family structures Development impact fee for childcare- residential and commercial Coordinate with developers of large projects to include childcare Work with First 5 and a possible task force to asses and address childcare needs Page 5 Remove fees for preschool construction and streamline processing- remove barriers to home-based childhood education facilities Look at General Plan to intentionally add early childhood policies with that goal ofcreating more available childcare for all community members also as a major impact tolocal viability to the economy Consider available land next to the open space for maximum benefit to kids utilizing theopen space with supervision. Consider public parks and possible space for childcare facilities Encourage the co-location of childcare near homes/transportation/ community centers/elder care Encourage intergenerational facilities / housing Page 6 Explore opportunities to streamline staff time (i.e.create an online fee calculator that helpsdevelopers and staff alike calculate fees). Figure out other interactive tools that can be used tostreamline development processes and review. Create a culture of yes in the Planning Department Ask the city to aggressively pursue CalFHA home loans, first-time homebuyer assistanceprograms that provide low- interest rate, zero to no downpayment public loans. “smart growth scenario” in which 90 percent of new housing is in higher density,walkable, transit served multi- family housing. Apply an even more aggressive tiered impact fee structure to encourage first-timehomebuyer units. Convene roundtable of developers to identify challenges in targeting the “missingmiddle” housing type. Page 7 Explore and expand home share opportunities http://missingmiddlehousing.com/dev/wp- content/uploads/2015/04/Missing-Middle-Housing- Responding-to-the-Demand-for-Walkable-Urban- Living-by-Daniel-Parolek.pdf http://missingmiddlehousing.com/ Workforce housing ordinance/incentive program -local preference Owner occupancy restrictions Page 8 FISCAL SUSTAINABILITY & RESPONSIBILITY (5) As stated in 2017-2019 MCG. Fiscal Sustainability and Responsibility Fiscal Responsibility, including paying down the unfunded pension liability. Sustain responsible fiscal health while establishing a long-term program for capital improvements (Funding the Future). Fiscal Sustainability and Responsibility suggestions Green dividend Post-Diablo- Hourglass- Head of household job creation Emergency preparedness - as we look at the budget, how can we preemptive to prevent a devastating fire in our community? Should we use the mayor’s platform to spread the word about fire insurance here locally? Empower local community to know what to do in the Page 9 event of an emergency while training key community members to skill up to be of service. How do we prepare for the imminent threat of fire in California? It is only a matter of time until we become the next Santa Barbara, Ventura, or Paradise. We must protect our community. Advocate for Safety element update- 2020 strengthening personal responsibility response to emergencies Creative Class support-housing for artists in residence. Diversity/Inclusion - Companies are being mandated to expand diversity. This puts SLO at a major economic disadvantage Diversity/Inclusion - Fiscal and social sustainability Diversity/Inclusion - SLO is solution oriented-the more diverse our talent pool is the better solutions we get. Page 10 Diversity/Inclusion - Partner with other bluebird/salons and barber shops to train employees on how to cut and style hair for African Americans -these businesses can challenge others to do the same. Perhaps also look at makeup/foundation? Will require media support. Diversity/Inclusion - Diversity Coalition of San Luis Obispo County Diversity/Inclusion - Identify opportunities to invest in minority-owned businesses with capital from SLO HotHouse, Cal Poly, and Community Development Financial Institutions (CDFI). Diversity/Inclusion - Publicize what SLO PD is doing with PACT and reporting hate crimes to be a partner, particularly profiling Deanna. This might be a difficult approach, as students and people of color are often hesitant to believe or support law enforcement. Page 11 Diversity/Inclusion - Identify economic drivers of diversity/inclusion Diversity/Inclusion - Work with local VC folks to fund business owned by marginalized groups Diversity/Inclusion - Identify social drivers of diversity/inclusion Page 12 MULTI-MODAL TRANSPORTATION (4) Multi-Modal Transportation - different subcategories Multi-Modal Transportation Work toward our current plan to increase options for residents to travel via bicycle, bus or walking. Multi-Modal/Complete Green Neighborhoods suggestions: Change name to Complete Neighborhood Greenways Focus on walkability –safety and desirability A vision of public space as an essential aspect of democracy Bike share More public events that are solely for pedestrians and cyclists Focus on safety and perception of safety – More lighting in general and especially by Cal Poly. Page 13 Continue to work with Cal Poly to encourage them to move away from students having cars with more support of public transportation, lighting and long-term parking on campus away from main part of campus. Page 14 CLIMATE ACTION (4) A roadmap to achieve our 2035 carbon neutrality goal. Update and implement the Climate Action Plan with a goal of Carbon Neutrality by 2035, including energy efficiency, electrification, and carbon sequestration. Focus on Climate Action Plan update and major educational efforts. Climate Action/Open Space Carbon neutrality by 2035 -staffing levels are not adequate to meet this goal. -Propose at least 3 interns and one staff person to support staff. Assess what the ultimate fiscal benefit will be to aggressive action-green dividend Assess what the likely impacts to our local/regional tourism will be with ClimateCrisis World War II mobilization level of effort Page 15 All new hires engaged on climate action/ All current employees trained and upskilled onhow their role interfaces with climate action/adaptation. Continue to acquire and protect open space and amplify the carbon sequestration possibilities. Alternative transportation as a long-term solution (50% of carbon emissions inSLO are from transportation). Perhaps study successful incentive programs that encourage people to travel by bike? - More EV charging stations. EV buses. Engage UP in railroad safety trail- Shared E-bikes Explore green building standards -what can we do to make our buildings more environmentally friendly? Retrofitting older homes for more efficiency. Retrofit upon sale and discloser regarding energy efficiency on homes and commercial. Page 16 New Deal- How can we amplify what is happening at the federal level?SLO as example of Local Green deal Neighborhood Greenways-peds and bike support. Food garden in front of City Hall OPEN SPACE (1) Maintain our open space Page 17 HOMELESSNESS (3) Promote transitional housing opportunities in the “housing first” model, examine homeless employment programs, and continue compassionate outreach, as well as enforcement for illegal activity. Reduce Homelessness –Work with the region of SLO County to create and/or implement long-term solutions for residents in need. Addressing the Unhoused - Designate one key staff person to be the Unhoused Liaison- this person would track what the problem is in SLO. What is already happening and what needs to happen. This staff person would be in direct contact with local. State, and federal partners to ensure that we are doing what we can on this complex issue. This would not imply that the city would, in turn, be the organization that would implement programs. Page 18 DOWNTOWN VITALITY (3) Support for small business Downtown Vitality Continue to implement the current proposal to improve safety, our infrastructure, and the economy downtown. Page 19 CREEK VITALITY (1) Creek Vitality Page 20 ECONOMIC VITALITY (1) Continue to plan for Diablo’s shut down and ways to increase revenue. Page 21 INFRASTRUCTURE (1) Infrastructure Page 22 QUALITY OF LIFE (1) Maintain and enhance key measures for residents’ quality of life, such as public safety, historic preservation, downtown vitality, and cohesive updates to design guidelines and special focus areas Page 23 REGIONLISM (1) Regionalism Page 24 SUSTAINABILITY TRANSPORTATION (1) Enhance transit, bicycle and pedestrian mobility and promote a car-free or shared-car lifestyle. Page 25 URBAN FOREST VITALITY (1) Urban Forest Vitality Page 26 WATER RESILIENCE (1) Water Resilience - Continue to build water resilience through a One Water approach to conservation, water recycling and regional coordination Page 27 SUGGESTIONS FOR CHANGES IN OTHER PROGRAMS AND SERVICES City Services Lower Paving Condition Index target Review programs that were increased during implementation of past major city goals to determine appropriate long-term staffing levels (e.g., rangers, neighborhood wellness, economic development, tourism). Review positions that could be phased out as efficiencies improve through improved technology Continue to increase public engagement in every department. Continue revision of approach to Advisory Bodies to increase efficiency and reduce staff time. Update the infrastructure for police and fire. Page 28 Collaboration Encourage formation of “Friends of…” public groups to voluntarily support dog parks, specialty sports, etc. with funding and volunteers. Increase collaboration regionally to address Diablo, Homelessness, Housing and the remaining major goals for cost-savings from efficiencies and effectiveness from possible coordination or combined services. Public private partnerships Public-private partnerships to support things like historical preservation of adobes. Maybe City could do foundational reports and then transfer asset to 501(c) org. Regional financial partnerships for share services Revenue Enhancements Add fees for ‘elective’/over-utilized public safety services Page 29 Local Revenue Measure Consider increase in transient occupancy tax to supplement funding for affordable housing for hospitality employees Other Be realistic in what we can achieve with our financial situation. Use the lens of climate change adaption to set financial priorities. Continued efforts to find effective yet efficient methods to communicate (re: projects, proposed policies, org triangles, staffing training, you name it.) – communication & education are key components of everything from climate action to organizational strength, but we spend a lot of $ on efforts that sometimes seem wasteful. Page 30 Increase diversity & inclusion efforts –these alone have demonstrated the ability of increase organizational excellence. Insistence on regional approaches to solutions (or useful efforts) on challenges such as housing, transportation, homelessness & climate action. SLO cannot do everything itself, it cannot always be the one that is first. Focus on our plan and DO NOT BE DISTRACTED: word to the Council and Community! Page 31