POSSIBLE GOALS AND STRATEGIES
Pacifica City Council Strategic Planning Workshop
(Staff Report Attachment - April 11, 2023)
1. Enhance organizational and fiscal stability including sustainable economic vitality, to be able to achieve any of the other Goals.
(Guiding Documents: Vision 2025, Economic Opportunities Study, related General Plan elements) Specifically related non-discretionary work and projects:
• Ongoing management and supervision of day-to-day services, special projects, and priorities. • Community responsiveness, engagement, and outreach.
• Public meeting preparation and support.
• Mandated reporting and best practices
• Selection and oversight of contracted resources and service providers. • Interagency collaboration and relationships.
• Public records and litigation support and response.
• Significant system improvements, including document scanning, land management/GIS, and Inspections. • Propose comprehensive Zoning Code amendments.
• Prepare the Quarry Site Specific Plan
Possible Strategies:
a. Improve staff retention and recruitment and increase staffing for rising workloads. b. Pursue new revenues and resources.
c. Monetize environmental and recreational tourism.
d. Implement the Sharp Park Specific Plan.
e. Consider possible tax and bond measures for 2024 and beyond. f. Increase Pacifica marketing and branding efforts.
g. Educate and engage the community on Pacifica’s financial challenges and opportunities. h. Expand business assistance initiatives and support.
i. Streamline development review for key opportunities and sites when possible. j. Outdoor dining implementation with Design Guidelines and LCP amendment. k. Increase grant writing (already underway)
l. Review the Economic Development Committee charter (incorporated below and in Goal 5) m. Review and prioritize the work of City commissions, committees, and boards. (in Goal 5)
2. Invest in improving and stewarding our aging infrastructure and facilities to meet the highest priority immediate and long-term needs.
(Guiding Documents: Various infrastructure plans)
Specifically related non-discretionary work and projects:
• Ongoing management and supervision of day-to-day services, special projects, and priorities. • Annual maintenance, inspections, reporting and permitting of critical infrastructure. • Annual tree maintenance and removal.
• Emergency response.
• Other approved project planning, management and construction, including:
- FEMA Storm Event Projects (e.g., pipeline repairs, landslide monitoring, bank erosion, paths/roads) - Facility failures (e.g., motor pool doors, roofs at Station 71 & storage garage at WW Treatment Yard)
- Local Roadway Safety Plan
- School Crosswalk Beacon Replacement Project
- Sharp Park Road Resurfacing
- Community Center Roof Replacement and Solar Project
- Community Center HVAC Design and Replacement
- ADA Frontierland Park Access
- Yearly paving projects and associated ADA sidewalk repair upgrades - Manor Drive Overcrossing Improvement Project
- City Facility Needs Assessment
- Adobe Bridge Rip Rap Repair
- Pier Railing and Structural Assessment
- Priority Parks Project
- Corp. Yard Vehicle Storage Project
- San Pedro Creek and Pacifica State Beach Total Max. Daily Load - CAP 103 Projects Esplanade and Beach Boulevard
Possible Strategies:
a. Advance the Beach Boulevard Resiliency and Esplanade Protection Projects. b. Implement and update the Five-Year Streets Improvements Plan. c. Pursue planning and financing for the Library projects. d. Protect and enhance the Pier.
e. Complete selected stormwater and flooding improvements citywide. f. Begin providing services in the renovated Civic Center. g. Complete selected wastewater system improvements citywide. h. Consider long-term impacts of climate change on City infrastructure (see also Goal 4). i. Develop a Facilities and Equipment Plan for Public Safety and the Community Center.
3. Prioritize protection and development of affordable housing. (Guiding Document: Housing Element, when approved by the State) Specifically related non-discretionary work and projects:
• Ongoing management and supervision of day-to-day services, special projects, and priorities. • Review and processing of all submitted development applications, both large and small. • Ongoing plan review, building inspections and code enforcement. • Coastal Commission relationship and review of projects and plans. • Shared housing staff onboarding, integration and cross-agency coordination. • Property owner outreach for balcony inspections.
• Code amendments as required by State law (e.g., ADU’s, streamlining, solar, EV chargers). • Preparation of RFPs and/or Surplus Land Act processes for city-owned properties • Same planning and building resources also required for non-residential projects.
Possible Strategies:
a. Complete the Housing Element Update
Additional Strategies Alternative A:
b. Prioritize Housing Element program implementation by assigning sufficient staff and financial resources. c. Leverage external partner support and financial resources to bridge the gap in funding and expertise to incentivize affordable housing production.
Additional Strategies Alternative B:
b) Strengthen housing partner relationships and opportunities, including with NGOs, school district, water district, and other sister agencies.
c) Preserve existing multi-family and affordable housing stock. d) Consider possibilities for future vacant and undeveloped sites. e) Enhance a housing development fund.
f) Revisit inclusionary zoning.
g) Short-term rental ordinance update.
4. Pursue climate change adaptation and mitigation strategies necessary to meet the community and environmental needs of today and the future.
(Guiding Documents: Climate Action & Adaptation Plan and the General Plan Conservation Element) Specifically related non-discretionary work and projects:
• There are no dedicated staff or consultant resources for climate change related work. • Climate change work is incorporated into existing staffing and contractor workloads. • Recognize and respond to extensive community interest and concerns regarding climate change. • Coastal Commission relationship and review of projects and plans. • Periodic Building Reach Code amendments and implementation.
Possible Strategies:
a. Update the Climate Action and Adaptation Plan, including performance targets. b. Collaborate with partner agencies to improve public transportation solutions and usage.
c. Consider solutions for electrification of existing structures. d. Continue the urban forestry/tree canopy inventory and project. e. Develop and encourage local electric vehicle infrastructure. f. Consider the environmental impacts of all Goals and Strategies. g. Advance solid waste management and reduction best practices. h. Consider long-term impacts of climate change on City infrastructure (see also Goal 2). i. Improve communications and collaboration with the Coastal Commission. j. Update Pacifica’s Local Coastal Plan.
k. Update the City’s Vehicle Miles Travelled (VMT) standards.
5. Broaden public communications and collaboration to achieve an increasingly diverse engagement of Pacifica residents and businesses.
(Guiding Documents: Specific project or program Community Engagement Plans) Specifically related non-discretionary work and projects:
• There are limited resources for communications and engagement other than management staff. • Appropriate levels of citizen engagement are usually determined on a project-by-project basis. • Boards, commissions and volunteers all require extensive management support. • Grant funding opportunities related to homelessness issues, and if funding received, implementation of services
Possible Strategies
a. Broaden communications and education on all of the City’s Goals. b. Increase the diversity of public engagement and participation. c. Identify changing demographic trends for the community. d. Increase outreach to and collaboration with local businesses and regional partners. e. Facilitate a community conversation on homelessness. f. Review and prioritize the work of City commissions, committees, and boards. g. Utilize task forces when feasible.
h. Define the roles of advocates vs. committees/commissions i. Consider the increased use of and appropriate roles for volunteers. j. Creatively and appropriately leverage community expertise to advance City priorities. (possible consolidation of prior three items)
k. Form a Citizens Academy.
l. Provide for continuing hybrid televideo meetings to increase public engagement more efficiently. m. As requested, provide Council review of the proposed level of public engagement on significant project or policy initiatives.
6. Ensure public safety resources meet the needs of the changing community. (Guiding Documents: Local Hazard Mitigation Plan and General Plan Safety Element) Specifically related non-discretionary work and projects:
• Most police and fire resources are devoted to day-to-day services delivery and response. • The greatest needs are staffing, facilities and equipment reflected in Goals 1 and 2 above. • General Plan Safety Element and Fire Maps update.
Additional Possible Strategies (beyond Goals 1 and 2)
a. Move forward on procurement of a replacement Fire engine. b. Assess and implement emerging technologies for improved services and response. c. Implement a comprehensive Emergency Preparedness Program with the initial focus on emergency egress and evacuations.
OTHER STAFF-IDENTIFIED PROJECTS AND PRIORITIES
(all of these compete with management, staff and financial resources available for the Strategic Plan) • ADA Coordination and Transition Plan Update
• Update to the Wireless Communications Facilities Ordinance • Revised storefront window requirements within Cannabis ordinance • Continued implementation of Three Year Temporary Safe Parking Program, including Coastal Development Permit appeal process to Coastal Commission