CITY OF PACIFICA
COUNCIL AGENDA SUMMARY REPORT
4/24/2023
1 SUBJECT:
City of Pacifica Climate Action Plan Update
RECOMMENDED ACTION:
Receive Staff presentation and provide direction on the scope and process for an update to Pacifica’s Climate Action Plan.
STAFF CONTACT:
Elizabeth Brooks, Management Analyst II
(650) 501-6025
[email protected]
Alyssa Barranti, Management Analyst II
(650) 501-6027
[email protected]
BACKGROUND/DISCUSSION:
1. BACKGROUND
A local government or city Climate Action Plan can serve as a roadmap that identifies measurable targets and specific actions the agency may take to reduce greenhouse gas (GHG) emissions in its community. Given that the impacts of climate change are now well beyond what a plan focused on emissions reduction alone can solve, there is a trend for jurisdictions to consider including measures for how it will adapt going into the future. To highlight this important distinction, new plans, or updates to former plans, are now often being termed a Climate Action and Adaptation Plan (CAAP or “Plan”). Regardless of how it is titled, an effective Plan will establish targets and actions in the sectors that fall within a local government’s given authority, including transportation, energy, building optimization, and management of water and waste, and include a baseline inventory of GHG emissions, forecasts for planned emissions reductions and carbon offsets, goals and targets, strategies for implementation, and a method for tracking progress.
Jurisdictions are not required by law to adopt a CAAP. However, the California Air Resources Board (CARB) emphasizes local jurisdictions have an important role to play in helping the State achieve its climate goals, which include, among others, to cut air pollution by 71%, reduce fossil fuel consumption by 86%, and reach carbon neutrality by 2045. CARB identifies three priority areas 1that address California’s largest sources of emissions, and which fall within the authority of local jurisdictions to address. Those priorities are as follows:
1. Transportation electrification
2. Vehicle Miles Traveled (VMT) reduction
3. Building electrification
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1 2022 CARB Scoping Plan - Appendix D: Local Actions (https://ww2.arb.ca.gov/our-work/programs/ab-32-climatechange-scoping-plan/2022-scoping-plan-documents) Pacifica City Council 2
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In the past, local climate action has primarily focused on meeting CA Assembly Bill 32’s 2020 GHG emission reduction target 2. However, as the State of California did with its “carbon neutral by 2045” target, local jurisdictions are now setting longer-term targets, aiming well beyond the previous 2020 targets and forming more ambitious strategies for climate action and adaptation. As a starting point, CARB recommends to the extent possible local governments address the three priority areas by implementing the actions enumerated in Table 1 3, as they are consistent with modern, science-based targets, and would ensure alignment with the State’s goals. The City of Pacifica has already implemented, or is in the process of implementing, many of these, although more work is required. Alignment with the State’s goals would allow Pacifica to continue this work and be better positioned for funding or technical assistance resources the State may make available to jurisdictions with shared priorities.
Table 1: Priority GHG Reduction Strategies
Transportation Electrification
· Convert local government fleets to zero emission vehicles (ZEVs) and provide Electric Vehicle (EV) charging at public sites
· Create a jurisdiction-specific ZEV ecosystem to support deployment of ZEVs statewide (such as building standards that exceed state building code EV charging requirements, permit streamlining, infrastructure siting, consumer education, preferential parking policies, and ZEV readiness plans) VMT Reduction
· Reduce or eliminate minimum parking standards
· Implement Complete Streets policies and investments, consistent with general plan circulation element requirements
· Increase access to public transit by increasing density of development near transit, improving transit service by increasing service frequency, creating bus priority lanes, reducing or eliminating fares, microtransit, etc.
· Increase public access to clean mobility options by planning for and investing in electric shuttles, bike share, car share, and walking
· Implement parking pricing or transportation demand management pricing strategies · Amend zoning or development codes to enable mixed-use, walkable, transit-oriented, and compact infill development (such as increasing the allowable density of a neighborhood) · Preserve natural and working lands by implementing land use policies that guide development toward infill areas and do not convert “greenfield” land to urban uses (e.g., green belts, strategic conservation easements)
Building Electrification
· Adopt all-electric new construction reach codes for residential and commercial uses · Adopt policies and incentive programs to implement energy efficiency retrofits for existing buildings, such as weatherization, lighting upgrades, and replacing energy-intensive appliances and equipment with more efficient systems (such as Energy Star-rated equipment and equipment controllers) · Adopt policies and incentive programs to electrify all appliances and equipment in existing buildings such as appliance rebates, existing building reach codes, or time of sale electrification ordinances · Facilitate deployment of renewable energy production and distribution and energy storage on privately owned land uses (e.g., permit streamlining, information sharing) · Deploy renewable energy production and energy storage directly in new public projects and on existing public facilities (e.g., solar photovoltaic systems on rooftops of municipal buildings and on canopies in public parking lots, battery storage systems in municipal buildings) ____________________________________
2 CA Assembly Bill 32 (https://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bill_id=200520060AB32) 3 2022 CARB Scoping Plan (ibid)
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2. CLIMATE ACTION BY THE CITY OF PACIFICA TO DATE
In July 2014 the Pacifica City Council adopted its first Climate Action Plan, which was developed in collaboration with a council-appointed Climate Action Plan Task Force and environmental consultant DNV GL. This document was intended to provide policy direction and identify actions the City and community can take to significantly reduce GHG emissions.
The current Climate Action plan includes 15 GHG reduction measures that address four emission sources - energy, transportation, solid waste, and water.
Since the 2014 CAP adoption, the City has undertaken several tangible actions to reduce GHG emissions including, among others:
· Adopting Reach Codes to promote electrification instead of gas · Implementing California’s new Organics Recycling law to promote composting · Adoption of the Disposable Foodware Ordinance, reducing plastic and waste · Completing a heritage tree ordinance update to protect and preserve more trees · Developing an EV Charging Station strategy to support grant applications for EV infrastructure
· Completing a 2040 General Plan Update that prioritizes in-fill, mixed-use development and discourages auto-dependent development on the periphery of Pacifica
· Replacing old City fleet vehicles with hybrid or more fuel-efficient vehicles · Creating more bike lanes and sidewalk improvements pursuant to an updated Bike/Ped Master Plan to help promote walking and biking · Planning for solar power at the Community Center, renovated Civic Center, and Calera Creek Water Recycling Plant
· Partnering with Peninsula Clean Energy and opting in all accounts (public and private) for their renewable energy portfolio
· Implementing hybrid work schedules for employees, helping to reduce commute emissions
· Incorporating energy efficiency measures into the new Civic Center project, e.g., electric water heaters instead of gas, not to mention that renovating the structures is more sustainable than demolishing and building new structures.
While the City has not had the ability to quantify the effects from these activities, they are important contributions to the overall effort by the City to support CAP implementation and GHG reductions.
3. CLIMATE ACTION AND ADAPTATION PLAN DEVELOPMENT PROCESS The outline above demonstrates a commitment by the City to GHG reductions. An update to the 2014 CAP would provide an opportunity to recognize those successes and for the Council to determine how to direct the City’s climate initiatives going forward. a. CAAP Development Process Elements
The CAAP development process includes multiple steps. These include, but are not limited to:
· Identifying a Plan development team, its role in the process and its structure; · Defining the scope of the Plan, including whether the update should align with CARB’s scoping plan to reach net zero GHG emissions by 2045 in order to maximize the potential for state funding assistance, or a different emissions reduction target;
· Gathering and analyzing the City’s GHG inventory and developing an emissions forecast;
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· Establishing measurable targets and actionable goals; · Formulating the strategies, initiatives, and implementation plan for goals; · Drafting of the Plan for Council adoption, with reporting and updating requirements built in;
· Implementation and regular reporting on the Plan’s progress; · Ongoing community engagement efforts.
The City Manager is seeking initial input from the City Council about the above development process elements and, as discussed below in Section 3b, the approach to community engagement that will be pursued to achieve an updated Plan. b. Community Engagement
An effective CAAP development process should entail engagement with a diverse mix of community stakeholders who represent, at minimum: residents, residential and commercial property owners, local school district partners, faith community, nonprofit organizations, regional planning and transportation agencies, and local government key staff (e.g., planners, public works staff, finance staff, etc.). As a starting point for community outreach in this process, staff can utilize contact lists from the 2014 Climate Action Plan process, as well as the General Plan, Housing Element Update, and Sharp Park Specific Plan processes from recent years. The City has successfully employed a variety of means to engage the community during past outreach efforts, some of which include in-person and online workshops, pop-ups at community events, presentations to community groups, messaging via the City's weekly e-newsletter and social media platforms, online and intercept surveys, mailers, and TV promotions. This CAAP development process will aim to optimize use of those methods appropriate to promote engagement opportunities and/or conduct those engagements.
In addition to the methods listed above, some jurisdictions have chosen to expand the level of engagement with community members by forming a group of stakeholders who participate throughout the CAAP development process 4. A stakeholder group related to the CAAP development process could take different forms, such as a steering committee that would oversee the process, providing direction at key points during development, or a task force that would be tasked with performing the direct work in-lieu of a consultant and in concert with staff. Both approaches would require Council direction as to how the group would be structured, what their precise role should be, and appointment of members. Because either approach would be directed by the Council, the advisory body that is formed, whether a steering committee or a task force, would be a Brown Act compliant body subject to public meetings and other Brown Act requirements. The group will need a clear understanding of their scope and timeline, expected deliverables, legal obligations, and level of staff support that can be expected. Table 2 below provides more information about process, cost, and timeline for these two different community engagement options.
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4 The topic of whether or not the City should form an on-going Sustainability Committee is likely to be a future Council discussion. If formed, such a Committee could be assigned as one of its tasks to annually report to Council on CAAP progress. Formation and support of any new on-going Committee or Commission is a significant City Council decision requiring deliberation by the Council about their need for such a committee on balance with the significant staff time required to support the committee.
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Table 2: Options for CAAP Development Process
Option 1: Professional Consultant & City Staff
Budget: $100,000 to $200,000. Budget estimate comprises consultant costs (which include any community engagement activities) and does not reflect budget allocation for City staffing.
Tasks Estimated Timeline 12-
18 months
Completed By
Optional: Recruitment & Appointment
of Steering Committee
2-3 months Staff & Council
GHG Inventory & Forecast 2-3 months Consultant with use of free regional resources
Set Goals & Targets 3-4 months Consultant
Develop Initiatives &
Implementation Plan
3-5 months Consultant
Draft CAAP 2-3 months Consultant with use of free
regional resources
Community Engagement Ongoing Consultant & Staff
Implementation & Monitoring Ongoing TBD
Option 2: Taskforce & City Staff
Budget: $50,000 to $80,000. Budget estimate includes the anticipated community engagement costs and does not reflect budget allocation for City staffing.
Tasks Estimated Timeline 18-
24 months
Completed By
Taskforce Recruitment &
Appointment
2-3 months Staff & Council
GHG Inventory & Forecast 3-4 months Staff with use of free regional resources
Set Goals & Targets 4-5 months Staff & Taskforce
Develop Initiatives &
Implementation Plan
6-8 months Staff & Taskforce
Draft CAAP 3-4 months Staff & Taskforce with use of
free regional resources
Community Engagement Ongoing Staff & Taskforce
Implementation & Monitoring Ongoing TBD
Given the City Council’s recent strategic planning discussions and the creation of a City goal specifically focused on “Broaden Public Communications and Collaboration,” the City Manager recommends the formation of a City Task Force appointed by the Council to carry much of the workload in the CAAP update process in-lieu of consultants and in concert with City staff.
This process, if selected by the Council, will still entail a large amount of staff resources to support the Task Force. In order to accomplish this work on balance with the other City priorities underway, the City Manager is also recommending participation in a fellowship program through the organization CivicWell (<https://civicwell.org>, formerly called the Local Government Commission) to bring in a limited-term fellow at a reasonable cost who can focus on this project. Attachment B provides an overview of CivicWell and a draft proposal for the City’s application to participate. c. Considerations
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There are various benefits and trade-offs to consider for each option presented above, as pertains to timeline, budget, opportunities for community involvement, and staffing resources.
Option 1: Professional Consultant & City Staff
Allows for a quicker timeline with less staffing resources, while the tradeoff may be less opportunity for close community involvement and a larger funding allocation than Option 2 requires.
Option 2: Taskforce & City Staff
Requires additional staff resources and more time, however, less funding would be required on the part of the City and there is more of an opportunity for community involvement with the addition of a taskforce to help perform the CAAP update work.
d. Available Resources for Developing a CAAP
There are numerous resources the City can make use of that are available at no cost to the City by the Regional Climate Action Planning Suite (RICAPS) program, a San Mateo County collaboration of the 20 incorporated cities and the County in climate action planning and implementation. Available RICAPS tools include a Climate Action Plan template, a menu of measures, a forecasting tool, and access to technical assistance provided by Rincon Consultants, all of which would cost a jurisdiction thousands of dollars and staff hours to produce but are made available for free.
In addition, many financial and/or resource partners are available to assist with the development and implementation of climate action planning, a few examples of which are listed below. Staff will pursue opportunities as appropriate. · Regional Resilience Planning and Implementation Grant Program CA Office of Planning and Research - NOFA in spring 2023 · Climate Pollution Reduction Grants
US Environmental Protection Agency - NOI April 28, 2023 · Adaptation Planning Grant Program
CA Office of Planning and Research - NOFA in 2023, date TBD · Resources made available by the Infrastructure Investment and Jobs Act Opportunities may depend on identified goals of CAAP
· Various financial and collaboration opportunities may be available with governmental/non-governmental partners including:
o BAAQMD - Bay Area Air Quality Management District
o MTC - Metropolitan Transportation Commission
o BayREN - Bay Area Regional Energy Network
o C/CAG - City/County Association of Governments
o San Mateo County Energy Watch
o Sustainable San Mateo County
o ABAG - Association of Bay Area Government
o PCE - Peninsula Clean Energy
o Universities
o Private sector
o Others
4. QUESTIONS FOR COUNCIL
During this study session, the City Manager is seeking Council input on the following questions:
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1. Does the Council agree with the development process elements summarized in section 3a above or are there additional elements that should be added?
2. Does the Council prefer appointment of a working Task Force, appointment of a steering committee to oversee the process, or utilization of a consultant instead of a working Task Force?
ALTERNATIVE ACTION:
The City Council could defer an update to a later time and revisit these considerations based on other Council priority items.
RELATION TO CITY COUNCIL GOALS AND WORK PLAN:
This item relates to Council’s goals for “An Engaged Community” and “Environmental Sustainability”.
FISCAL IMPACT:
Depending on Council direction, the CAAP development process is estimated to require roughly $50,000 - $200,000 of funding to complete. Staff will leverage available regional resources and pursue available grant opportunities to reduce the overall direct financial cost to the City. In addition, it is anticipated that bringing a CivicWell Fellow on board to work on this project would cost approximately $31,000.
ORIGINATED BY:
City Manager's Office
ATTACHMENT LIST:
Attachment A: CivicSpark Program Information & Pacifica's Draft Application (PDF)