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HomeMy WebLinkAboutSection G.1 - MCG UpdateSection G.1 Background Materials Status Reports from November 13, 2018 Workshop STATUS OF 2017-19 GOALS AND OBJECTIVES UPDATE: Major City Goals and Other Important Objectives The fundamental purpose of the City' s Financial Plan is to link what the City wants to accomplish over its two-year period with the resources available to do so. The Financial Plan process used by the City Council accomplishes this through a Major City Goals (MCG) • Housing • Multi-Modal Transportation • Climate Action • Fiscal Sustainability & Responsibility Other Important Objectives (010) • Downtown Vitality public engagement process that helps the Council identify Major City Goals, establishing a timeframe and organizational responsibility for achieving them, and allocating the resources needed to do so. In order to identify the goals to drive the budget process, the City begins its Financial Plan process by asking its advisory bodies to submit goals, soliciting feedback from the public with a survey, and holding a community forum, in addition to other outreach efforts. This input helps the Council determine the major objectives it wants to accomplish over the next two years in addition to the ongoing services the City provides to the community. At the Goal-Setting Workshop in January 2017, Council established four Major City Goals and one Other Important Council Objective, listed below. The proposed work programs and funding to accomplish the Major City Goals and Other Important Objective are presented in this section. The purpose of this summary is to provide an estimate of progress as of October 1, 2018. 2017-19 MCG ACTION HIGHLIGHTS 2018 Housing 73% Complete Faolitate increased production of all housing types designed to be economically accessible to the area workforce and low and ve!JI /ow-income residents, through increased density and proximity to transportation corridors in alignment with the Climate Action Plan. As of September 30, 2018, the Affordable Housing Fund has a balance of approximately $1.5 million. The City continued to implement the Inclusionary Housing Requirement throughout 2018 and has over 8 Affordability Agreements in process through long-term and equity-share programs. Pursuant to the recently adopted Zoning Regulations, workforce housing is now incorporated as an income category. Staff has begun preliminary development of a scope of work for the required update of the City's Housing Element, which will include an Item 15 affordable housing nexus study and a workforce housing program. This Update will be completed in conjunction with the upcoming 6th cycle Regional Housing Needs Allocation (RHNA) for San Luis Obispo County. It is anticipated the completion of this work effort by December 2020. Multi-Modal Transportation 70% Complete Prioritize implementation of the Bicycle Master Plan, pedestrian safety, and the Short-Range Transit Plan. In October staff completed the first designated 'Complete Streets' project on Laurel Lane. This project was a top priority in the 2016 Traffic Safety Report, noting the need to improve pedestrian safety along this corridor with connections to schools, parks, trails and key recreational facilities. The improvements included safety improvements for all users, vehicles, bicycles, pedestrians, and transit riders. Several critical projects were advanced and/or completed thus far in 2018, including: The Calle Joaquin Park and Ride lot opened for service in February 2018. This is the first Park and Ride lot in the City. The City is now working with ReCarGo, the California Energy Commission vendor for the US 101 corridor, to implement EV charging stations in a portion of the lot. Traffic safety projects continue to be implemented. The signal upgrade at Monterey/Osos is complete and trip hazard created by the street tree's impact on the sidewalk at 1005 Monterey Street has been repaired. The Annual Traffic Safety Report for calendar year 2016 was presented to Council on February 6, 2018 and reported injury collisions in 2016 were the second lowest in the 16 years of the program. Overall reported collisions were the lowest ever recorded in the program's history. The Anholm Bikeway Plan received final approval by Council on September 4, 2018, including amendments to identify specific recommendations for the challenging "middle segment" between Lincoln and Ramona. Design of Phase 1 of the project is well underway, and construction of the first Phase 1 improvements are anticipated to begin 1 st Quarter of 2019. Right of Way negotiations with the LDS Church are underway. The Caltrans Project Study Report (PSR) for the Prado Road Interchange was approved in April 2018. The next stage of Caltrans processing - environmental and final project approval- will now commence. Currently staff is working on critical grant funded projects such as the Railroad Safety Trail - Taft to Pepper, Mid Higuera Widening, the Prado Road Bridge and Santa Fe Bridge replacement projects and the Tank Farm/Orcutt Road Roundabout. Some projects, such as minor NTM projects were delayed in order to meet deadlines and not endanger grant funding. SLO Transit has continued to adjust services based upon input from riders and community members. To date, SLO Transit has implemented almost 80% of the road network changes recommended in the City's 2017-22 Short Range Transit Plan within its first year of the plan's adoption. Service intensity will come as additional funding sources materialize. In conjunction with service changes, SLO Transit has replaced eight old bus shelters that had reached the end of their "useful life" and installed four new bus shelters at stops meeting thresholds using state awarded PTMISEA funds. SLO Transit has won three awards since implementing the SRTP. SLO Transit was recognized as Outstanding Transportation Agency by the California Association of Coordinated Transit. The award recognized the City's update and modernization of services and its fleet. The American Public Works Association (APWA) also recognized this project as a Project of The Year for 2017-18. And, METRO Magazine award SLO Transit it's 2018 Innovation Award. Climate Action 70% Complete Item 15 Implement Climate Action Plan assess requirements to achieve a "net-zero carbon City" target, and implement cost-effective measures, including implementation of a Sustainability Coordinator and formation of a Green Team. The City hired a Sustainability Manager, effective March 8, 2018. Since being hired, the Sustainability Manager has held Green Team meetings and supporting the Climate Coalition Task Force as staff liaison. Staff has been working on the updated climate action plan, which will include a pathway to the carbon neutral by 2035 target. Due to the more aggressive target, staff expects the plan to be completed in Fall 2019. Staff has worked to create sustainability incentive programs through support of the development of a green business program for local businesses, the SLO Green Challenge website for residents, and by working in collaboration with regional partners. In April 2018, staff received a biennial facility energy benchmarking report and is pursuing energy efficiency lighting audits and retrofits. As of September 2018, Council provided approval to staff to negotiate on-bill financing for lighting retrofits through the agency. Staff is also pursuing the siting of upwards of lMW solar on City facilities. In addition, Utilities received approval from the City Council in April of 2018 to complete investment grade audits for energy efficiency projects. In Spring 2018, staff began participating in two electric vehicle charging programs, which could bring over 40 electric vehicles chargers to the City for public and fleet uses. These programs would be funded through licensing fees or utility program incentives. In April of 2018, the City received confirmation from the City of Morro Bay of intent to participate in the Community Choice Energy (CCE) program. In May of 2018, City Council approved release of a request-for-proposals (RFP) for technical energy services for the purpose of developing and operating a CCE program. As of September 2018, the cities of Morro Bay and San Luis Obispo adopted CCE ordinances and created a new JPA (Central Coast Community Energy) for the purpose of hosting the CCE program. In October of 2018, the California Public Utilities Commission adopted a new method for calculating certain fees associated with CCE programs, which is causing staff to reassess the preferred approach to a local program. Fiscal Sustainability & Responsibility 65% Complete Continue to implement the City' s Fiscal Responsibility Philosophy with a focus on economic development and responsiveness, unfunded liabilities, and infrastructure financing. A Fiscal Health Response Plan has been developed to address identified $8.9 million structural budget gap due to significant increases in pension costs to pay down unfunded liabilities and was adopted by the City Council on April 17, 2018. With the adoption of the General Fund portion of the 2018-19 Supplemental Budget, City staff identified a total of $1.1 million in operating reductions and $0.4 million in revenue through doing business differently. Those actions reduce the General Fund obligation for years two and three of the Plan to $6 million as outlined in the table below. Over the past six months, the City has negotiated successor Memorandum of Agreements (MOAs) that include three-year terms with the San Luis Obispo Police Officers' Association, the International Association of Firefighters, Local 3523, and Unrepresented Management and Confidential groups. These successor MOAs include modest cost of living increases and employees paying more towards their retirement. The City will save approximately $996,000 by year 2020-21 because of the agreements. The City is actively negotiating with the largest employee group, the San Luis Obispo City Employees' Association as their contract expired June 30, 2018 and will also be negotiating with San Luis Obispo Police Staff Officers' Association ahead of their contract expiring in June 30, 2019. Considering revenue estimates from a cannabis tax amounting to $3 million, doing business differently, and negotiated employee concessions targeted at $1.7 million over the three years of the plan, $1,356,000 is still needed from operating expenditure savings. Of that amount, $902,000 was identified by departments as year two and three reductions, leaving an additional $454,000 to be identified as part of the 2019-21 Financial Plan budget development effort. Those reductions, along with the previously identified $902,000, will be presented to Council as part of strategic budget direction on April 16, 2019. Staff also conducted a 10-year review of the General Fund's capital improvement needs. The project list identified the cost of maintaining existing assets, enhancing existing assets, or building new projects. It was determined through Measure G, there is sufficient funding to maintain existing assets, but not necessarily to enhance existing ones. Initial findings were presented to Council on January 16, 2018 and staff conducted additional project analysis based on Council direction. This review resulted in a "Funding the Future of SLO" initiative, with 20 years of capital projects that fulfill the City's vision as articulated in various planning documents. In addition, staff completed an initial public engagement process and statistical survey. Council reviewed this information on April 17, 2018. Council provided direction for additional public engagement and project review to be included in the 19-21 Financial Plan. In addition, in advance of the 19-21 Financial Plan staff will provide Council with proposals for early implementation of public engagement. The City continues to address closure of the Diablo Canyon and prepare for the impacts to the region due to significant loss of jobs and property tax value. In September, Governor Brown signed SB 1090 which approved $85 million in mitigation funding including $1.82 million for economic development efforts for the City. Staff is currently developing financial policies that will be included in the Financial Plan to guide the allocation of the funds. 2017-19 OTHER IMPORTANT OBJECTIVES ACTION HIGHLIGHTS 2018 Downtown Vitality 75% Complete Continue to improve safety, infrastructure investment, and maintenance in the Downtown and support Downtown Association' s proposal to consider a Downtown improvement district Maintenance work continues in the downtown core which includes tree maintenance, sidewalk scrubbing, and street sweeping. In January through June 2019, additional tree pruning and tree replacements, include any necessary infrastructure replacements, will occur in 26 locations. Replacement of the Marsh Street Bridge design work continues and is scheduled to start construction in Spring of 2019. The next Downtown Renewal Project located in the 800 block of Higuera Street is delayed and anticipated to start construction in Winter 2020. Planning work for the Downtown Concept Plan and Mission Plaza Concept Plan is complete. Implementation of portions of the Mission Plaza Concept Plan began in summer of 2018. Per the 2017 Point In Time Count, the total number of homeless individuals in San Luis Obispo went down 15%, however, calls for service involving the homeless went up 13%. Homeless calls for service accounted for 30% of all calls for service in the downtown. Policing the downtown requires a considerable amount of time from law enforcement. Calls for service downtown accounted for 15% of all calls for service in the City of San Luis Obispo. The Community Action Team and Bicycle Team (when not pulled for patrol) continue to maintain public safety by focusing efforts in addressing chronic offenders and evening patrols within the downtown. Continued coordination with the Downtown Association to provide safety at Farmers Market and to educate the community on homelessness issues is underway. Additionally, the Police Department has sent two of its personnel through a certification program in Crime Prevention Through Environmental Design (CPTED). Police Department Staff is working closely with Community Development, Public Works, and Parks staff to address issues from an environmental perspective in the Mission and in other areas that attract homeless individuals in the downtown. The Police Department coordinated with the County of San Luis Obispo to expand mental Health Services. The County has awarded a contract to Transitions Mental Health Association for services and a Memorandum of Understanding has been signed between the City and Transitions Mental Health Association to help address transient mental health needs. In April 2018 the Police Department designated one of the sergeant positions as the Downtown sergeant and will focus on addressing the needs and crimes within the City' s downtown. In addition, the City worked with Downtown SLO to hire a consultant to analyze and present recommendations for a property-based business improvement district. Initial recommendations Item 15 were presented to Downtown SLO and key stakeholders in March 2018. It was determined that the continued refinement and outreach should take place over the next year before moving forward. NEXT REVIEW The next review of the 2017-19 Major City Goals and Other Important Objectives will occur at midway through 2018-19. Individual items requiring policy direction and/ or Council approval will continue to be brought to Council for consideration and direction. TASK AND STATUS REPORTS Housing: 2017-19 Action Plan Objective: Facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents, through increased density and proximity to transportation corridors in alignment with the Climate Action Plan. # 2 3 4 Task Update of City Zoning Regulations to comply with the Land Use Element. Affordable Housing Nexus Study HE 2.16: Evaluate and consider including a workforce level of affordability to increase housing options for those making between 121-160% of the Area Median Income. HE 4.6: Consider amending the City' s lnclusionary Housing Ordinance and Affordable Housing Incentives to require that affordable units in a development be of similar number of bedrooms, character and basic quality as the non-restricted units in locations that avoid segregation of such units. Completion Date Complete 6/2020 3/2020 3/2020 Revised Status The Zoning Regulations Update began in May 2017 and was introduced to Council in in August 2018 and adopted in September 2018. The Affordable Housing Nexus Study was initially delayed to complete the Capital Facilities Fee Program Nexus Study, which was adopted by Council in April 2018. Staff will be preparing a Request for Proposals (RFP) for the Affordable Housing Nexus Study as part of the Housing Element Update. An Administrative Draft Workforce Housing Program will be available for community and stakeholder review in Spring 2020. An Administrative Draft Workforce Housing Program will be available for community and stakeholder review in Spring 2020. HE 6.12, 6.13 & 6.27 & LUE 4.0.28: Continue to develop incentives to encourage This was included in the Zoning Regulations 5 additional housing in the Downtown Core (C-Complete Update, but may require further amendment D Zone), including alternatives to calculating following the results of the Affordable residential density, to encourage the Housing Nexus Study. development of smaller efficiency units. HE 6.15: Consider General Plan amendments to re-zone commercial, manufacturing or public facility zoned areas for higher density, An updated list of applicable properties will infill or mixed-use housing where land 12/2020 be developed in accordance with the Housing development patterns are suitable and Element Update. impact to Low-Density Residential areas is minimal. HE 6.28: Evaluate how lot patterns (i.e. size, shape, slope) in the City' s multi-family zones affect the City' s ability to meet housing production policies. If warranted, A list of applicable properties was identified consider setting a minimum number of and inventoried. They will be evaluated 7 3/2019 further following the completion of the dwellings on each legal lot in the R-2, R-3 Subdivision Regulations Update. Any eligible and R-4 zones, regardless of lot size, when properties will be identified as part of the Housing Element Update. other property development standards, such as parking, height limits and setbacks can be met. HE 6.30: Eliminate the one-acre minimum lot A list of applicable properties was identified area for PD overlay zoning, and identify and inventoried. They will be evaluated 8 3/2019 further following the completion of the incentives to conventional subdivision Subdivision Regulations Update. Any eligible design. properties will be identified as part of the Housing Element Update. The transportation component of the Capital HE 6.31: Consider scaling development Facilities Fee Program and the Water and impact fees for residential development Wastewater Development Impact Fee 9 Complete Program include tiered impact fees based on based on size, number of bedrooms, and unit size and type (e.g., single family vs. multifamily). Additional tiering may be room counts. recommended as a result of the Affordable Housing Nexus Study. HE 9.12 & LUE 3.5.7.1: Consider incentivizing The Zoning Regulations Update included dwelling units to a minimum size of 150 standards to allow tiny homes up to 400 square feet on all properties where a single 10 square feet, consistent with the California Ongoing family dwelling exists. The recently adopted Building Code, by reduced impact fees and Capital Facilities Fee Program and Water and Wastewater Development Impact Fee property development standards. Program include tiered development impact fees to incentivize the development of smaller residential units. Additional tiering or other incentives will be evaluated in the Affordable Housing Nexus Study. Implementation will be considered in the update of the Housing Element. Continue to prioritize streamlining and expediting projects that facilitate increased Ongoing work effort, and a formal 11 production of all housing types that are Ongoing streamlining process or program may be economically accessible to the area implemented through the adoption of a workforce, low, and very low income Workforce Housing Program. residents. Ongoing work effort, which is supported by the recent adoption of the Capital Facilities Fee Program and the Water and Wastewater Continue to implement Housing Element Development Impact Fee Program, and the 12 Ongoing Accessory Dwelling Unit Ordinance. This programs and housing production goals. work effort will continue to be supported through the updated Zoning Regulations , the Subdivision Regulations Update, the Workforce Housing Program, and the Housing Element Update. Ongoing work effort, the Community Development Department is continuously Provide timely building permit review and looking for ways to improve and expedite the 13 Ongoing building permit review and inspection process inspections for new housing developments. for new housing development. The implementation ofE-Plan check should improve efficiency and reduce cost to developers. Support employer/employee and Ongoing work effort. Staff continues to employer/developer financing programs and support employers and developers whom are 14 partnerships to increase housing Ongoing interested in partnerships to develop housing projects that would be targeted towards opportunities specifically targeted towards producing housing specifically for the local the local workforce. workforce. Ongoing work effort. City Staff participate Continue the City' s participation with the and attend the meetings of the Workforce Workforce Housing Coalition, San Luis Housing Coalition and serve as a voting member of the San Luis Obispo County 15 Obispo County Housing Trust Fund to Ongoing Housing Trust Fund Loan Commission in an identify, evaluate, and implement strategies effort to identify opportunities for collaboration to achieve common goals and to increase the production of housing. objectives associated with the continued development of housing in the City. CAP TLU 8.1: Improve the City' s jobs-Ongoing work effort. The City is continuously looking for opportunities to 16 housing balance to reduce VMT from Ongoing support and facilitate the production of commuting. housing, especially transit-oriented development and infill development near employment, shopping and recreation centers. Both the Avila and San Luis Ranch projects include DA provisions which prioritize local workers to enable them to live closer to their jobs. Ongoing work effort. Incentives that increase HE 2.17: Continue to consider increasing residential densities above state density bonuses for projects that provide targeted residential densities above state density housing for low, very low and extremely low- 17 bonus allowances for projects that provide Ongoing income households are encouraged and are evaluated on a project by project basis. The housing for low, very low and extremely low-completion of the Affordable Housing Nexus income households. Study may provide the City with some additional tools to further support this ongoing work effort. HE 3.10: Continue to encourage the creation Ongoing work effort. The adopted Downtown Concept Plan and the updated Zoning 18 of dwellings in the Downtown Core (CD Ongoing Regulations encourage and/or provide for the Zone) and the Downtown Planning Area by continued creation of residential dwelling units in the newly adopted Downtown continuing the no net loss program. Overlay Zone (D Zone). HE 5.5: Review new developments for Ongoing work effort. New Development compliance with City regulations and revise projects are reviewed for compliance with all 19 projects or establish conditions of approval Ongoing applicable City regulations and developers are encouraged to provide projects that will as needed to implement housing variety and result in a wide variety of housing types for tenure policies. all income levels. HE 6.14: Specific plans for any new expansion Ongoing work effort. The recently approved area identified shall include R-3 and R-4 Specific Plans for San Luis Ranch and Avila Ranch included a mix of residential zoning zoned land to ensure sufficient land is and land use designations, including land 20 Ongoing specifically zoned for R-3 and R-4. The designated at appropriate densities to associated Development Agreements accommodate the development of extremely guarantee the future development of rental and for-sale residential development products low, very-low and low income dwellings. for very-low and low-income households. HE 6.18: Seek opportunities with other public Ongoing work effort. City staff are continuously seeking opportunities to work agencies and public utilities to identify, with our regional partners to identify 21 surplus land for housing, to convert vacant or Ongoing opportunities for the development of housing. The City is currently working with Cal Poly underutilized public, utility or institutional to facilitate the development of their buildings to housing. proposed workforce housing project at the comer of Grand and Slack. CAP TLU 8.2: Support infill housing projects Ongoing work effort. City staff continues to that implement General Plan policies, work with developers, non-profits, and our 22 Ongoing regional partners to implement infill housing especially BMR housing close to job development that is consistent with General opportunities. Plan policies and the Housing Major City Goal. Multimodal Transportation: 2017-19 Action Plan Objective: Prioritize implementation of the Bicycle Master Plan, pedestrian safety, and the Short-Range Transit Plan. 1 Task Completion Revised Status Date Right of way acquisition underway, Council Closed Session held in March; 60% plan set Begin Construction of Railroad Safety Trail -approved by UPRR. 100% plans under review 1 3/2019 12/2019 by Union Pacific. In early November the City Taft to Pepper. received information from UP that indicated an increased amount of attention to RRST review. Complete Railroad Safety Trail Extension -Design awarded October 2018; estimated 2 3/2019 3/2020 design to be complete by spring 2019 with Pepper to Train Station. construction to happen concurrently with the Railroad Safety Trail Taft to Pepper. Begin Construction of Bob Jones Trail Preliminary planning and design underway. 3 Prefumo Creek to Oceanaire (grant funding 3/2019 Potential new routing may be identified. No funding to complete construction has been dependent). acquired and construction delay is anticipated. Council adopted plan on February 5th and again updated project on February 20th and April 10th. Final amendments approved Begin construction of 1st phase of the Broad September 4th. Negotiations with LDS for 4 01/2019 right of way underway. Phase 1 design well Street Bike Blvd. (now Anholm Bikeway) underway with construction tentatively scheduled for January 2019 due to additional time constraints of Council direction for neighborhood meetings and revisions to Phase II of project. Additional green and buffered bike lane Implement Minor Bicycle Facility improvements were completed as a 5 Ongoing component of the neighborhood Roadway Improvements. Sealing and Laurel Lane Complete Streets project in summer 2018. South Broad improvements are included as a need in the Funding the Future of SLO 6 Broad Street Corridor Access Improvements. 6/2019 discussion. Design underway and scheduled to be complete 1/2019. Construction estimated for the summer 2019 Complete Pedestrian & Bikeway Meadow Park Pathway work anticipated to 7 Ongoing start construction in summer 2019. Maintenance. Maintenance was completed of the Railroad Safety Trail. The complete replacement of wooden Complete Sidewalk Replacements & New boardwalk sidewalk planks with new concrete 8 Ongoing pavers along Santa Barbara A venue, High Installations. Street and Osos Street will begin in January 2019. 26 locations within the downtown core have been identified for repair in conjunction with tree maintenance work. Other notable sidewalk repairs occurred at 686 Higuera and 393 Marsh Street.. Scheduled !51 installation for summer of 2019. PGE engineering and review requirements have delayed project from anticipated 9 Complete New Streetlight Installations. Ongoing December installation. PD has completed review of existing lights with obstructions - and those obstructions have been removed by city staff. Foothill/Ferrini crossing and Class I Path in design as part of Anholm Bikeway Phase 1. Construct Safe Routes to School: Foothill X-Construction for crossing signal targeted 1st 10 6/2019 Quarter 2019; construction for Class I Path Ing Project. and Ramona cycle track targeted for 2"d quarter 2019-both pending right-of-way agreement with LDS Church which is underway. Consultant has been selected and internal coordination has begun. In a significant improvement -the Bicycle Transportation Begin Bicycle Transportation Plan update to Committee has been designated the Active 11 6/2020 Transportation Committee by Council action. Active Transportation Plan. They will be critical in reviewing the plan from both a bicycle and pedestrian perspective. Plan development will take 12-18 months, with an estimated completion date of June 2020. 12 Develop Parklet Application Guide. 6/2020 This guide will be developed as part of the Active Transportation Plan. Work with Senior Councils and Commissions 13 to include senior citizen issues in the Ongoing This will be consolidated into the Active Transportation Plan. upcoming Active Transportation. Continue Deployment of Advance Pedestrian Continuing deployment. Additional locations 14 Ongoing to be identified in conjunction with most Signal Timing. recent Vision Zero/Traffic Safety Report. Staff continues to monitor and adjust routes Implement revised routes and schedules for for service delivery. The Plan is 85% 15 Complete implemented and ridership for FY 18-19 has Short Range Transit Plan. increased over last year this same time frame. In addition, 8 transit shelters have been replaced and 4 added to the transit network. Grant funds have been secured and initial 16 Upgrade and replace the SLO Transit 12/2018 research of open source options has Automatic Vehicle Locators (AVL) system. commenced. A pilot project is currently underway. Work with SLOCOG, RTA and the County of Discussions continue with SLOCOG, RTA 17 San Luis Obispo to advance the relocation of Ongoing and others to determine project scope and potential relocation issues. Site options are the Downtown Transit Center. being reconsidered. 18 Begin construction of Higuera Street 3/2019 Widening -Elks to Chumash Village. 19 Begin Construction of Prado Road Bridge 1/2020 Widening at SLO Creek. 20 Complete Caltrans' PAED (environmental) 6/2019 process for the Prado Road Interchange. Continue Traffic Safety & Operations 21 Ongoing Programs. 22 Implement 2015 Traffic Safety Report 6/2019 Projects. 23 Construct California & Taft Roundabout. 6/2019 24 Complete Design of Tank Farm & Orcutt 10/2018 Roundabout. 25 Complete Bridge Maintenance Projects. 2/2019 Complete Street Reconstruction & 26 Ongoing Resurfacing. Continue to support multimodal 27 infrastructure installation and upgrade thru Ongoing new development. Construction targeted for Spring 2019. Design and environmental review underway. Construction targeted for FY 2019-20. State funding delays. PSR approved by Caltrans in April work now able to commence. Supplemental EIR being prepared for modified project description for SLO Ranch project. 2016 Report approved by Council in February 2018, with future projects to be included in future Financial Plans. 2017 Report is scheduled to be presented to Council 1st quarter 2019. Signal at Monterey/Osos is complete. Design underway for Broad/Marsh signal upgrades, with construction planned 1st Quarter 2019. Laurel Lane pedestrian improvements completed as part of 2018 resurfacing program. Design is 65% complete. Grant funding needed for construction which may delay construction start. Design completed 10/2018. Preventative bridge maintenance project work was rescoped to complete major maintenance work on El Capitan Pedestrian and Bike Bridge. This project is currently under design with an estimated start of construction in Spring 2019 pending successful appropriation of construction funds. The Concrete Streets and Accessibility Improvements project was completed in August. The neighborhood Roadway Sealing and Laurel Lane Complete Streets project is complete. This project completed maintenance on 25% the City's neighborhood streets and delivered the City's first designated Complete Streets project. The Laurel Lane project includes significant safety improvements for all users. Every new development project reviewed by Transportation staff includes reference to the current Bicycle Transportation Plan projects and city multimodal objectives. Significant work being done on Avila Ranch, SLO Ranch and OASP developments for infrastructure installation. Bike box installed on Chorro at Foothill as part of22 Chorro development. 28 29 Continue implementation of the City' s The NTM program at Chorro is complete the test phase with staff and community follow- Neighborhood Traffic Calming Program at Ongoing up to determine next steps. The Buchon NTM reduced level from prior years. was delayed due to other priorities and resumed in November 2018. Continue Traffic Signs and Striping Approximately 100 signs replaced in the Ongoing summer of 2018 to meet retro reflectivity maintenance. standards. Climate Action: 2017-19 Action Objective: Implement Climate Action Plan, assess requirements to achieve a "net-zero carbon City" target, and implement cost-effective measures, including implementation of a Sustainability Coordinator and formation of a Green Team. # 2 3 Task Identify Resources. a.Introduce Sustainability Coordinator to the City. b.Creation of a City "Green Team" and establishment of roles and responsibilities. c.Support for the establishment of a "Community Climate Action Coalition" . Net Zero Carbon City a.Assessment of the requirements to achieve a "net-zero carbon city" target. b.Identify opportunity sites to create "net zero carbon district(s)" c.c. Feasibility analysis and implementation of a Community Choice Energy Program Updating the Climate Action Plan. Completion Date Complete Complete 6/2019 Revised 9/2019 Status The position of Sustainability Manager was filled in March 2018. The "Green Team" meets regularly and will be a vital source of information for the Climate Action Plan Update. The SLO Climate Coalition Task Force meets every other week, has successfully held numerous community outreach events, and serves as a valuable resource for technical support. Staff conducted a wide scan of other US cities that have a carbon neutral target and presented the findings, along with a roadmap to decarbonization, to the City Council in September 2018. The Climate Action Plan Update will further explore the roadmap to carbon neutrality as well as the potential for creating carbon neutral districts. Council provided direction to staff to pursue a Community Choice Energy (CCE) Program in December of 2017. As of September 2018, the cities of Morro Bay and San Luis Obispo adopted CCE ordinances and created a new JPA (Central Coast Community Energy) for the purpose of hosting the CCE program. Staff has initiated the Climate Action Plan update process and expects to have a consultant team under contract to support the effort by January 2019. Given the unexpected "carbon neutral by 2035" target provided by Council, the Climate Action Plan may take slightly longer than expected to complete. Re-evaluation of the feasibility or relevance As part of the Climate Action Plan update, staff re-evaluated the GHG emissions of some of the identified GHG emissions reductions measures identified in the existing 4 reduction implementation measures that are Complete planning document. For municipal energy efficiency measures, the Sustainability identified in the CAP, and identification of Manager is coordinating with Public Works potential implementation funding sources. to evaluate feasibility of on-bill financing of design build concept for energy projects Updating the City' s GHG emissions The City's community GHG inventory was 5 Complete completed in August 2018 and presented to inventory. Council in September 2018. Biennial reporting on the effectiveness of 6 individual climate action adaptation and GHG 6/2019 The biennial report will be developed as part of the Climate Action Plan update. emission reduction strategies. Ongoing accountability and monitoring of The Climate Action Plan update will be 7 the effectiveness and progress for all CAP 6/2019 developed to integrate accountability and monitoring processes into measure implementation strategies and measures. implementation. Staff has supported creation of regional incentive support programs, including: SLO Green Business Program (lead by Cuesta College), slogreenchallenge.org, an online platform to support access and participation in existing residential incentive programs. In 8 Development of enhanced incentive programs. Complete April 2018 the California Public Utilities Commission approved creation of a Regional Energy Network for Santa Barbara, Ventura, and San Luis Obispo Counties to provide enhanced residential energy efficiency incentives. The Regional Energy Network will begin serving the City in January 2019. Performance of energy assessments/audits Performance assessments of energy use at 9 Complete City facilities is complete. Comprehensive on all City-owned facilities. audits are pending a defined funding source. Council approved staffs use of on-bill financing to fund lighting retrofits at Implementation of energy and cost saving facilities throughout the agency. As of measures and projects that were identified in September 2018, final project details were 10 Complete still being negotiated. Additional efforts to the energy assessments/audits on all City-site upwards of lMW of solar renewable owned facilities. energy systems on City facilities to lower energy costs are also underway. City Hall HV AC has been replaced with a more energy efficient unit. Monitoring and measuring of City-owned Comprehensive audit of minor, or secondary 11 7/2019 infrastructure pending input from facility and infrastructure performance. stakeholders. Preparation of an Energy Baseline Report and Comprehensive audit of minor, or secondary 12 Rate Analysis for City-owned facilities and Ongoing infrastructure pending input from infrastruc ture. stakeholders. 13 Implement Plastic Straw Regulations. Complete Implementation is ongoing. 14 Implement Plastic Bottle Regulations. Complete Implementation is ongoing. Fiscal Sustainability and Responsibility: 2017-19 Action Plan Objective: Continue to implement the City's Fiscal Responsibility Philosophy with a focus on economic development and responsiveness, structurally balanced fiscal outlook, unfunded liabilities, and infrastructure financing. # Task Completion Revised Status Date Update the Economic Development Strategic Plan TDB based The EDSP for the City will be updated (EDSP) that considers and leverages regional on regional following the completion of the Diablo I Study and will springboard off of any strategies to address the planned closure of the planning strategies that emerge from a regional Diablo Canyon Nuclear Power Plant. effort. planning effort. Develop the relevant policies and action plans to SB 1090 was approved and financial allocate the $1.82 million in funding restricted for policies will be included in the Financial 2 Economic Development anticipated with the Diablo Spring 2019 Plan to guide the allocation of the $1. 82 Canyon Power Plant closure settlement agreement, million in Diablo Economic Development if approved. Funds. 3 Complete an update of the City's Development Complete Adopted March 2018. Impact Fee Program (AB 1600). TOT revenues increased by 1.9%. New Increase revenues from property, sales, and TOT revenues will be generated by new 4 Transient Occupancy Tax (TOT) by implementing Ongoing properties (Serra Hotel, Hotel SLO and strategies in the EDSP. Monterey Hotel) that are projected to come on line in the 209-2021 Financial Plan The City's partnership with Cal Poly has provided free consulting services to 193 Continue partnership with Hothouse to create and companies in the County creating 51 local 5 expand economic activities. Ongoing jobs. Several incubator companies are now in office and warehouse space in the community and 45 people co-work at the HotHouse space downtown. Continue to implement Fiscal Health Contingency All hiring and travel expenditures require 6 Plan measures that address short and long-term Ongoing case by case City Manager approval to financial challenges. maximize expenditure savings. Engage employees in Fiscal Health Contingency City residents and employees were widely measures such as categorizing programs and engaged prior to and leading up to the 7 services, promoting cost savings through suggestion Complete development of the Fiscal Health Response programs, and identifying budget balancing ideas. Plan. Engage the community in the City's Fiscal Health Fiscal Sustainability and Responsibility: 2017-19 Action Plan Objective: Continue to implement the City's Fiscal Responsibility Philosophy with a focus on economic development and responsiveness, structurally balanced fiscal outlook, unfunded liabilities, and infrastructure financing. # Task Completion Revised Status Date through Speakers Bureaus, online resources, and A statistically valid survey was completed in holding community workshops and meetings with March 2018. Internal and external Council. communications and presentations were provided leading up to the April 2018 adoption of the Fiscal Health Response Plan. Council adopted the Fiscal Health Response Plan on April 17, 2018. This plan presents a framework to address the budget imbalance arising from unfunded liabilities associated with CalPERS the City's retirement Develop a budget balancing plan for City Council investment system. It does so with a actions consistent with the Fiscal Health balanced approach over a three-year period 8 Contingency Plan based on community input that Complete and includes revenue options, operating identifies actions and operational changes needed to expenditure reductions and new ways of achieve fiscal responsibility. doing business and, as well as shared employee responsibility for concessions. Upon the adoption of the Plan, Council provided strategic budget direction to inform the 2018-19 Supplemental Budget and the Plan will guide the 2019-21 Financial Plan. Return with Strategic Budget Direction for 2018-Council provided direction on April 17, 9 Complete 2018 with adoption of the Fiscal Health 2019. Response Plan. Implement Fee Study changes and maintain fees Fees are updated and in effect. They will be 10 consistent with Council policies on cost recovery. Complete adjusted annually by CPI by the Finance Director. Staff holds public meetings with the Continue to align Local Revenue Measures with Revenue Enhancement Oversight 11 voter priorities as determined by the Revenue Ongoing Committee (REOC) as required by the ballot measure and ensures review of the revenues Enhancement Oversight Committee. and expenditures by the REOC for compliance with the ballot measure's intent. SB 1090 was approved by the Governor and UC Berkeley is completing an economic Conduct a long-term fiscal study that incorporates December January analysis funded under SB 968. Vital 12 the anticipated financial impacts related to the 2018 2019 Economy is currently completing a planned closure of the Diab lo Canyon Power Plant. complimentary study being managed by the County of SLO to identify the individual impacts to each jurisdiction. Staff evaluated and presented fund balance requirements as part of the 2018-2019 Conduct a comprehensive review of fiscal policies supplement and recommended holding 13 and fund balance requirements. Complete reserves at 20% of operating expenditures. Other fiscal policies may be added or amended as part of the 2019-21 Financial Plan. Fiscal Sustainability and Responsibility: 2017-19 Action Plan Objective: Continue to implement the City's Fiscal Responsibility Philosophy with a focus on economic development and responsiveness, structurally balanced fiscal outlook, unfunded liabilities, and infrastructure financing. # 14 15 16 17 18 19 Task Provide a recommendation for strategic budget direction prior to submitting a 2018-19 Supplemental Budget that achieves long-term structurally balanced fiscal outlook. Implement operating cost reductions consistent with adopted 2018-19 budget. Continue to implement and track operational efficiencies including alternative service delivery, best management practices, and cost containment measures that preserve the effectiveness of City services and operations. Monitor and report performance measures at Budget Supplement and Financial Plan adoption. Work with the City Council to review Labor Relations Objectives and define negotiating parameters consistent with the Fiscal Responsibility Philosophy and the Compensation Philosophy. Monitor liability self-insured/excess insurance program and explore options with CJPIA to control workers' compensation costs. Completion Date Complete Complete Ongoing Ongoing Complete Ongoing Revised Status Staff presented recommendations on April 17, 2018 with the Fiscal Health Response Plan adoption. The proposed 2018-19 Supplemental Budget contains operating reductions, new ways of doing business, and new revenues. The adopted Fiscal Health Response Plan focuses on alternative ways of doing business to reduce cost while minimizing service level impacts. Savings will be achieved through refinancing of debt and early payment of the annual unfunded liability assessment. New ways of doing business focused on using fewer consumable goods and increasing sustainability that are included in the Budget Supplement as are thoughtful Departmental reorganizations which have minimal service level impacts. The first phase of the Motion project including Finance and Purchasing modules has been implemented.HR and Payroll modules will go live in April 2019 and Budgeting & Planning in October 2019. Performance measures were incorporated into the 2017-19 Financial Plan and will be presented to Council as part of the Mid Year budget in February 2019. Council reviewed and approved in open session the Labor Relations Objectives (LRO) on March 20, 2018. The LRO will continue to guide labor negotiations with employee groups and have led to successor agreements with the Firefighters Local 3523, Police Officers Association, and the unrepresented Management and Confidential groups. The liability self-insured/excess-insurance program continues to project savings of approximately $500,000 over the primary insurance pool. Based on recent analysis of the workers' compensation program, moving to the excess insurance program would likely cost the City more than the primary insurance pool. A pilot strength and functional movement program for Fire Suppression personnel is being explored to reduce potential strains. An aggressive Fiscal Sustainability and Responsibility: 2017-19 Action Plan Objective: Continue to implement the City's Fiscal Responsibility Philosophy with a focus on economic development and responsiveness, structurally balanced fiscal outlook, unfunded liabilities, and infrastructure financing. # Task Completion Revised Status Date "return to work" program is supported by all departments. As part of 2017-19 Financial Plan development, the Council adopted fiscal Develop a policy to address the funding status of policy for the Insurance Benefit Fund and volatile insurance programs (liability, workers' Self-Insured Liability Program. 2017-18 is 20 compensation). Evaluate the purpose and use of the Complete the first fiscal year managing the fund under Insurance Benefit Fund to lessen the financial this policy direction and no changes are impacts of the fluctuations in insurance costs. being recommended. Staff will continue to monitor trends and will make recommendations as needed. The liability program is on track to reduce liability claims by 10% in the first year (FY 2016-17), but it is too early to estimate whether a 20% reduction will be achieved in the current claim year (FY 2017-18), due to the time it takes for claims to mature. Based on the number and severity of workers compensation claims, it appears the first year (FY 2016-17) claim costs wi II not Implement actions aimed at reducing workers' achieve the 10% reduction goal. Year two 21 compensation and liability claims by 30% in 3 Ongoing (FY 201 7-18) claim year has not closed, years (by June 30, 2019). however, while claim count and severity appear to be trending downward, it is premature to estimate whether the 20% reduction will be achieved given the length of time it takes for a WC claim to fully mature. Claims are closely monitored; liability claims are closed as quickly as possible and workers compensation claims are managed to expedite necessary medical care and return to work. Staff is monitoring legislative changes that 22 Continue to monitor legislation that could impact Ongoing can impact revenues and expenditures and City revenues and expenditures. engages in advocacy through the City's legislative platform. Fleet replacement policies have been analyzed utilizing data from the Asset Works system. Staff is currently establishing revised replacement thresholds based on life April 2019 span analysis and documented maintenance Analyze fleet replacement policies with the goal of included in costs. The new thresholds will be reviewed 23 minimizing replacement costs and maximizing fleet June 2018 Strategic by Council in early 2019 and utilized in the utilization. Budget 19-21 Financial Plan. Direction Other improvements include the following: integrated the new asset management system with the City's fueling system to improve tracking of fuel costs, use and needs of each Fiscal Sustainability and Responsibility: 2017-19 Action Plan Objective: Continue to implement the City's Fiscal Responsibility Philosophy with a focus on economic development and responsiveness, structurally balanced fiscal outlook, unfunded liabilities, and infrastructure financing. # Task Completion Revised Status Date department. Investments in hybrid technology on specific vehicles to gain fuel economy, reduce carbon footprint/GHG emissions and meet City sustainability goals. Outfitting high usage vehicles such as Police Patrol vehicles with anti-idling systems and specifying work trucks with engine idle shutdown features when possible to reduce fuel costs, emissions output, and engine wear and tear. Transit is reviewing recent State Zero Emission Vehicle (ZEV) mandates and will be developing an Electrification/ZEV implementation plan for systemwide vehicle conversion. Develop a contingency plan to address potential February Plans for addressing long-term unfunded 24 additional changes to long-term unfunded CalPERS 2019 liabilities will be presented to Council in and OPEB liabilities. Winter 2019. 25 Make recommendation for allocation of one-time Ongoing Mid-Year 2017-18 allocations were made. funds. Staff has developed I 0-Y ear CIP addressing these funding needs and presented it to Council in January 2018. The 10-Year list also included 'Partnership Projects' Develop a creative financing plan to construct the identified in the AB 1600 work described above. The project review resulted in the 26 replacement and development of critical public Ongoing "Funding the Future of SLO" initiative. In safety facilities (i.e. Police Station and Fire April Council directed staff to include Stations). public engagement and additional project analysis in the 19-21 Financial Plan. Next steps are 1) staff work on project list and community engagement and 2) Council action on next steps on February 5, 2019 Staff is in process of establishing CFDs for San Luis Ranch and Avila Ranch Develop creative infrastructure financing options development projects. AB 1600 fee study 27 (grants, land-based funding, local revenues) for Complete was updated and adopted by Council. In Council consideration and implement as directed. April 2018 Council reviewed long-term Capital Improvement Program funding needs. Staff is analyzing the Stormwater program 28 Explore expanding utility fees to include storm Spring 2019 and recommendations for revenue water activities. generating options to recoup the costs associated with this unfunded mandate. Downtown Vitality: 2017-19 Action Plan Objective: Continue to improve safety, infrastructure investment, and maintenance in the Downtown and support the Downtown Association' s proposal to consider a Downtown Improvement District. # Task Completion Revised Status Date Complete Design and begin Construction of Environmental Impact Report (EIR) was be 1 Fa112019 presented to Council in summer 2018 for the Palm/Nipomo Parking Structure. review and was approval. Design work is planned to commence in the Winter of 2018. Construct next phase of Downtown Renewal Project is planned to start construction in 2 capital improvement project focused on the Winter 2019 January 2020 pending coordination with Downtown Association and adjacent 800 block of Higuera Street. properties. Actively work with San Luis Obispo Council of Local Governments(SLOCOG) and Regional Transit Association (RTA) to Progress is pending additional funding and Ongoing coordination with development activity north relocate the current Downtown of the existing downtown core. Transportation Center to a new location east of Santa Rosa Street. Consultant services procured and work Design of the Mission Plaza Concept Plan -continues to scope project that will include 4 Summer Mission Plaza restroom, cafe, storage area as Mission Plaza Restroom Replacement. 2019 well as concepts of what the design may look like if the Murray Adobe is incorporated into the plan. Continued downtown tree maintenance, Maintenance of downtown trees, sidewalk 5 Ongoing sidewalk scrubbing, and street Sweeping. scrubbing, and street sweeping is ongoing. Begin construction of Marsh Street Bridge Pending completion of right-of-way phase, authorization to advertise for construction 6 replacement at the southern gateway to Spring 2019 bids will be requested of Cal trans with an Downtown. anticipated start of construction in Spring 2019. Assist noncompliant properties to achieve The fire department continues to assist 7 compliance with the Downtown Fire Winter 2018 noncompliant properties to achieve compliance with the Downtown Fire Sprinkler Ordinance. Sprinkler Ordinance. The Community Action Team continues to focus on addressing chronic offenders within Continued operation of the Community the downtown. Additionally, they continue to 8 Ongoing work with City Rangers on open space Action Team (CAT) in Downtown. violations and postings. Hiring for the Mental Health position with CAT and Transitions Mental Health Association (TMHA) is just complete. Downtown Vitality: 2017-19 Action Plan Objective: Continue to improve safety, infrastructure investment, and maintenance in the Downtown and support the Downtown Association' s proposal to consider a Downtown Improvement District. # 9 10 11 12 13 14 15 16 Task Continued Downtown Bicycle Patrol. Coordination between the Police Department and County of San Luis Obispo to achieve expanded mental Health Services focused on Downtown. Identification and implementation by Police Department of best practice tools designed to decrease nuisance calls in the Downtown. Council and community review and consideration of Downtown Concept Plan. Council and community review and consideration of Mission Plaza Master Plan. Following adoption, oversee the implementation of the Downtown Concept Plan. Following adoption, develop a phasing and resources needs plan for the implementation of the Mission Plaza Concept Plan. Complete the City' s Zoning Regulations Update. Completion Date Ongoing Ongoing Ongoing Complete Complete Ongoing Summer 2019 Complete Revised Status The police department continues to deploy two bicycle officers when resources allow due to minimum staffing patrol needs. Transient related issues continue to be a priority for the bike officers. An increase in the number of calls involving the homeless population, related to the total number of calls for service has occurred. The County awarded the contract to TMHA and a full-time social worker has been hired to work with the Police Community Action Team. A MOU has been completed and signed by both TMHA and the City. The police department worked with downtown business owners to maintain trespassing letters on file for local business. In April the Police Department designated one of the sergeant positions as the Downtown sergeant. This position will be a 2-year position that will focus on addressing the needs and crimes within the City's downtown. A budget request to implement the first phase of work, will follow the design. City Council adopted the Zoning Regulations Ordinance on August 21, 2018. The second reading of the Ordinance was on September 18, 2018. The Ordinance became effective on October 19, 2018. Subsequent amendments Downtown Vitality: 2017-19 Action Plan Objective: Continue to improve safety, infrastructure investment, and maintenance in the Downtown and support the Downtown Association' s proposal to consider a Downtown Improvement District. # 17 18 Task Complete a Feasibility Study for the Upper Monterey Area Plan Parking District. Complete a Feasibility Study of Downtown Maintenance District. Coordinate, in partnership with the Downtown Association, exploration of 19 opportunities to provide enhanced maintenance or other services to maintain Downtown vitality. 20 Design Farmer's Market Safety Project and circulate for bids Completion Date Summer 2019 Summer 2019 Ongoing 12/2018 Revised Status will be considered by City Council through Spring 2019. On April 10, 2018, Council authorized an interim part of this study (Upper Monterey to the RR) as part of the Zoning Regulations The Downtown Association elected to take a pause in the process to form a Property Based Improvement District pending more outreach with Downtown Property Owners. More progress is anticipated as the new CEO gets oriented and resumes discussions with property owners and businesses. A consultant was hired to analyze and present recommendations for a property-based business improvement district. Initial recommendations were presented to Downtown and SLO and key stakeholders in March 2018. It was determined that the continued refinement and outreach should take place over the next year before moving forward. Project approved by Council as part of Mid­ year budget. Bid package under design for circulation in winter 2018. Project will be phased to include barriers at both ends of Higuera and both ends of Chorro; and, both entrances to Mission Plaza. Original design has been modified to accommodate the presence of conflicting underground utilities and the shallow depth of the bridge deck on Higuera. Staff anticipates coming to the City Council in Spring 2019 with a recommendation after meeting with the ARC, CHC, and Downtown SLO.