BUSINESS OF THE COUNCIL OF THE CITY OF HALF MOON BAY
AGENDA REPORT
For meeting of: May 3, 2022
TO: Honorable Mayor and City Council
VIA: Bob Nisbet, City Manager
FROM: Matthew Chidester, Deputy City Manager
TITLE: CITY COUNCIL PRIORITIES WORKPLAN FOR FISCAL YEARS 2022-24 ______________________________________________________________________________ RECOMMENDATION:
By motion receive and accept report on the staff workplan for the City Council Priorities for Fiscal Years 2022-24.
FISCAL IMPACT:
There is no fiscal impact associated with this item. If approved, appropriate funding for implementation of the workplan will be include in the Recommended Budgets for FY 2022-23 and FY 2023-24.
STRATEGIC ELEMENT:
This update supports all Elements of the Strategic Plan.
BACKGROUND:
The City’s Strategic Plan consists of the City Council Strategic Elements, the City Council Priorities, and the Capital Improvement Program. The Strategic Elements are high level objectives, including Fiscal Sustainability, Healthy Communities & Public Safety, Inclusive Governance, and Infrastructure & Environment. These elements provide a long-range vision for the City’s future and a consistent focus for all of the City’s services and operations. The Council Priorities are a short list of key priorities that may change from year to year, as major projects and initiatives are completed, or in response to changes in the economy, regulatory environment, or major emergencies. The Capital Improvement Program is a list of planned construction projects that covers a window of five years.
In preparation for the FY 2022-23 budget, the City Council hosted two virtual listening sessions during March 2022, which allowed the Council to hear directly from members of the community in an open format. The purpose of the sessions was to gain additional insight into the community’s priorities, for consideration by the Council and staff as they identify how resources will be allocated over the next year and beyond.
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After the completion of the listening sessions, the City Council held a priority setting workshop on March 22nd, for the purpose of adopting priorities for the upcoming fiscal year. The workshop was attended by staff and the public, and the Council received updates on the prior year’s priorities. At the conclusion of the workshop, the Council identified five priority areas for FY 2022-24 and beyond:
• Affordable Housing
• Public Health, Safety and Emergency Preparation
• Community Climate Resilience and Sustainability
• Economic Recovery and Development
• Transportation, Circulation and Mobility
Staff has prepared workplans for each of the five priority areas, which define realistic but highly ambitious expectations for work to be completed in Fiscal Years 2022-24.
DISCUSSION:
Attached are mid-level work plans for each of the priority areas, including anticipated completion dates.
If accepted, staff will include any staffing and other funding required to complete the proposed work in the FY 2022-23 and FY 2023-24 Recommended Budgets. Staff will organize the workplan into a simplified format, provide regular updates to the Council on the progress of the Priorities and provide updates to the community on the City’s Strategic Plan webpage.
ATTACHMENTS:
1. FY 2022-24 Priorities Workplan
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ATTACHMENT 1
FY 2022-24 City Council Priorities Workplan
Affordable Housing
1. Housing Element Development (Q2 2022-23)
a. Complete Draft Element
b. Outreach
c. HCD Review
d. CEQA Coverage
e. Planning Commission and City Council hearings
2. LUP and Housing Element Implementation (Q4 2023-24)
a. New Zoning Map
b. New Zoning Districts
c. Update current Zoning regulations
d. Update current Subdivision regulations
e. LUP and Zoning Clean-up
f. CEQA Coverage
g. Planning Commission and City Council hearings
3. Potential Housing Sites - work to enable affordable housing development of publicly- and privately-owned properties (ongoing)
a. Public Properties
i. 555 Kelly Avenue - complete RFQ process, move to plan development (Q1 2022-23)
ii. 880 Stone Pine Road - complete feasibility assessment; establish workplan to address primary constraints (Q1 2022-23)
iii. CUSD School District Sites - continue to work with CUSD on Hatch and other District owned sites (Ongoing)
b. Private Properties
i. Hilltop Mobile Home Park - process preliminary application; work toward entitlements (Q1 2022-23)
ii. Podesta Planned Development - start review of preliminary application; work with applicant to achieve more affordable units at deeper affordability levels (Q1 2022-23)
iii. Other Opportunity Sites - continue to engage with property owners (Ongoing)
4. Short-term Housing Support
a. Study needs and identify viable short-term opportunities (Q1 2022-23) b. Emergency Housing Funding - work with local CBOs to distribute emergency housing funds (from the Affordable Housing Fund) to residents in need to prevent displacement (Q1 2022-23)
c. Renters’ Information Sessions - collaborate with partner agencies (County, Coastside Hope, ALAS, Abundant Grace, Senior Coastsiders, AFC) to host renter’s rights information sessions and provide resource referrals (Q2 2022-23) 175
5. Affordable Housing funding
a. Development Impact Fee study (Q3 2023-24)
b. Vacant House Tax Measure exploration (Q4 2023-24)
Public Health, Safety and Emergency Preparation
1. Age Friendly Initiative – collaboration with Senior Coastsiders a. Inaugural Projects
i. Establish HMB-Coastside Age Friendly Community (AFC) coalition (Q1 2022-23)
ii. Develop communications for older adult residents (Q1 2022-23) iii. Establish Coastside Healthcare Access Advocacy Committee (Q1 2022-23) iv. Workshop on affordable housing search and application strategies – this work will be coordinated with the renter’s information workshops (Q2 2022-23)
v. Age Friendly Business training and recognition (Q3 2022-23) b. Create an AFC Action Plan in accordance with the AARP Network of Age Friendly States and Communities (Q1 2023-24)
2. Mental health for youth and families
a. CARES mental health responder program
i. Complete pilot program (Q3 2022-23)
ii. Program evaluation and report/toolkit (Q3 2022-23)
iii. Identify and secure ongoing funding sources (Q4 2022-23) b. Mental Health First Aid training program
i. Recruit and train 10 Coastside trainers (Q1 2022-23) ii. Develop training rollout plan (Q1 2022-23)
iii. Ongoing training (Q2 2022-23 – Q4 2023-24)
c. Support community mental health initiatives through CSFA program, Mental Health Workgroup, Substance Abuse Workgroup, CUSD mental health fair (ongoing)
3. Emergency Preparedness
a. Evacuation Plans
i. Tsunami plan and routes (Q1 2022-23)
ii. Wildfire plan and routes (Q1 2022-23)
iii. Dam inundation plan and routes (Q2 2022-23)
iv. Shelter-in-place plan (Q3 2022-23)
b. Debris Management Plan (Q2 2022-23)
c. Tabletop and community exercises (Q2 2022-23)
d. Outreach and education
i. Outreach for Evacuation Plans (Q2 2022-23)
ii. Community Prep Day (Q4 2022-23)
iii. CERT and Listos Outreach (ongoing)
e. Staff CPR training (Q1 2022-23)
4. Safety Element - General Plan Element required to be updated following Housing Element (Q3 2022-23)
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Community and Climate Resilience and Sustainability (“Environmental Sustainability”)
1. Climate Action and Adaptation Plan
a. Climate Action Plan
i. Draft climate action plan (Q1 2022-23)
ii. Public Outreach (Q2 2022-23)
iii. Finalize and Adopt Climate Action Plan (Q3 2022-23) b. Climate Adaptation Plan
i. Draft adaptation element (Q4 2022-23)
ii. Public Outreach (Q4 2022-23)
iii. Finalize and Adopt Adaptation Plan (Q1 2023-2024)
2. Senate Bill 1383: Short-Lived Climate Pollutants
a. Procurement of Recovered Organic Waste Materials
i. Adopt revised Sustainable Purchasing and Practices Policy (Q1 2022-23) ii. Revise template construction contracts to require use of recovered organic waste materials (Q1 2022-23)
iii. Execute agreement with RCD for Countywide Compost Broker Program (Q1 2022-23)
iv. Provide training to staff and contractors on new procurement regulations (Q1 2022-23)
v. Explore other opportunities to meet the City's annual procurement target (~985 tons) (ongoing)
b. Universal Organics Collection
i. Conduct audits to ensure all generators have organics collection services (ongoing)
ii. Create mini-grants program to help businesses comply with new indoor container requirements (Q1 2022-23)
iii. Ensure all collection containers meet color and labeling requirements (Q1 2022-23)
c. Tracking and Enforcement
i. Assess, purchase, and implement solid waste tracking system (Q1 2022- 23)
ii. Conduct route reviews for both commercial and residential customers (ongoing)
iii. Cite and educate violators (ongoing)
iv. Set up anonymous tip line and investigate complaints (Q1 2022-23) d. Outreach and Education
i. Develop new solid waste legislation pamphlet for businesses and residential customers (Q1 2022-23)
ii. Provide community workshops on new organics recycling requirements (ongoing)
iii. Execute agreement with OOS for countywide Compost Quality Education Campaign (Q2 2022-23)
e. Edible Food Recovery Program (provided by OOS)
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3. Explore recycled water options
a. Develop MOU with CCWD for study (Q1 2022-23)
4. Stormwater
a. Complete Venice Beach TMDL study
i. Execute agreement with OOS for pet waste education and outreach campaign (Q1 2022-23)
ii. Complete CCTV sewer testing (Q2 2022-23)
iii. Coordinate with other participating agencies (ongoing) b. Implement Capital Improvement Program
i. Storm Water Master Plan Update (Q1 2022-23)
ii. Kehoe/Pilarcitos Outfall Repair (Q1 2022-23)
iii. Roosevelt Ditch Spot Repair (Q3 2022-23)
iv. Kehoe Watershed Enhancement and Environmental Stewardship Project (Q4 2022-23)
a. Seek grant funding to initiate work on permanent repair on Seymour Ditch (ongoing)
Economic Recovery and Development
1. Recovery Initiative Implementation
a. Team ECO Projects
i. Coastside lands network development (Q1 2022-23)
ii. Regenerative Agriculture forum (Q2 2022-23)
b. Team Vibrant Projects
i. Main Street revitalization planning (Q1 2022-23)
c. Team Thrive Projects
i. CSFA realignment (Q1 2022-23)
ii. Community Lending Strategy (Q3 2022-23)
d. Team Innovate Projects
i. College of San Mateo Coastside Initiative (Q1 2022-23) ii. Business Incubator feasibility and needs assessment (Q3 2022-23) e. General – marketing, outreach, networking, grants exploration (ongoing)
2. Downtown Improvements
a. Mac Dutra (placita cultural) (Q2 2022-23)
b. Public Art and Murals (Q1 2022-23)
c. Wayfinding Signage CIP project (Q1 2022-23)
3. Annexation Exploration - Miramar, 92 east of City limits, Moonridge a. Council presentation on process (Q1 2022-23)
b. Hire consultant to complete LAFCO analysis (Q2 2022-23)
4. Digital infrastructure
a. Broadband Access and Infrastructure
i. Establish regional working group - County, cities, business (Q1 2022-23) ii. Needs assessment and planning (Q2 2022-23)
iii. Seek federal and state funding opportunities (Ongoing) c. Work with telecom providers on 5G installations and standards (Q1 2022-23) 178
Transportation, Circulation and Mobility
1. Bike/Ped Transport
a. Implement Capital Improvement Program
i. Highway 1 Safety – North (Q1 2022-23)
ii. Eastside Parallel Trail - North Segment 4 (Q1 2022-23) iii. Eastside Parallel Trail - North Segment 2 (dependent on funding) iv. Coastal Trail and Naomi Patridge Trail Maintenance and Improvements (Q1 2022-23)
v. Kelly Avenue Crosswalks (Q1 2022-23)
vi. Poplar Street Traffic Calming and Safety Project (Q1 2022-23) vii. Main Street Safety improvement Project (Q1 2022-23) viii. Other improvements as defined in CIP programs (ongoing) ix. Identify and pursue grant opportunities (ongoing)
b. General maintenance and ADA compliance (ongoing)
c. Implement improvements identified in Bike/Ped Master Plan i. Work with BPAC, PRC, and community stakeholders (ongoing) ii. Identify and pursue grant opportunities (ongoing)
2. Explore roundabout at Ruisseau Francais and Highway One a. Seek Federal, State, and regional grants for feasibility (ongoing) b. Complete feasibility study (dependent on funding)
3. Weekend and Holiday traffic control
a. Collaborate with law enforcement and Caltrans on feasibility of hired traffic control experts to manage traffic flow on high intensity weekends and holidays (Q1 2022-23)
b. Seek Federal grant for Highway 1/92 signal coordinator and ITS implementation (ongoing)
4. Transportation Demand Management
a. Continue to work with Commute.org on various strategies (ongoing) b. Evaluate TDM options for integration into City municipal code (Q1 2023-24) 179