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CC 2021-03-23_10b Update Top 10 Council Priorities and Draft Strategic Plan 2020_2021 MEMORANDUM TO: CITY COUNCIL FROM: WHITNEY McDONALD, CITY MANAGER SUBJECT: UPDATE REGARDING PROGRESS TOWARD THE TOP 10 COUNCIL PRIORITIES FOR FISCAL YEAR 2020-2021 AND CONTINUED CONSIDERATION OF A DRAFT STRATEGIC PLAN DATE: MARCH 23, 2021 SUMMARY OF ACTION: Receive an update regarding progress toward accomplishing the Top 10 Council Priorities for Fiscal Year 2020-2021 (“Top 10 Priorities”) and conduct continued discussion of the Draft 2020 Strategic Plan submitted to Council on April 14, 2020. IMPACT ON FINANCIAL AND PERSONNEL RESOURCES: There are no financial impacts from receiving the update on the Top 10 Priorities and continued consideration of the Draft 2020 Strategic Plan. RECOMMENDATION: It is recommended the City Council: (1) receive the update on the Top 10 Priorities; (2) consider the Draft 2020 Strategic Plan; and (3) direct staff to delay further strategic planning efforts until directed otherwise. BACKGROUND: The City initiated strategic planning efforts in January 2020, leading to the creation of an Ad Hoc Committee of the City Council comprised of Councilmembers Paulding and George. Beginning in February 2020, the Ad Hoc Committee, assisted by key City staff, prepared a Draft 2020 Strategic Plan (Attachment 1) that was submitted to the City Council on April 14, 2020. Between the time that the Draft 2020 Strategic Plan was well underway and its presentation to Council, the COVID-19 pandemic had begun and a state of emergency had been declared by all levels of government. In light of the unfolding COVID-19 pandemic and the uncertainties it created for the City’s strategic planning efforts, Council directed that the Draft 2020 Strategic Plan be tabled until the mid-year budget report for Fiscal Year 2020-2021. On September 22, 2020, Council approved a list of Top 10 Council Priorities for Fiscal Year 2020-21 (Top 10 Priorities) to help direct the work of the Council and City staff. The approved priorities were developed using the goals and priorities stated in the Draft 2020 Item 10.b. - Page 1 CITY COUNCIL UPDATE REGARDING PROGRESS TOWARD THE TOP 10 COUNCIL PRIORITIES FOR FISCAL YEAR 2020-2021 AND CONTINUED CONSIDERATION OF A DRAFT STRATEGIC PLAN MARCH 23, 2021 PAGE 2 Strategic Plan while also considering emergent issues confronting the City and its anticipated work load, including responses to the COVID-19 pandemic. In addition, the priorities included large work items required to be completed during Fiscal Year 2020- 2021, such as the Housing Element Update. This report provides an update regarding the City’s progress on completing the Top 10 Priorities and presents the Draft 2020 Strategic Plan for continued consideration by Council, as directed on April 14, 2020. ANALYSIS OF ISSUES: Top 10 Priorities Progress Priorities included in the top 10 list include some items that, by their nature, will be ongoing throughout the year and others that are more discrete tasks. In addition, some of the priorities include subcategories that provide clear direction to staff and information to the public regarding the intent of the priority. Each priority is summarized in Table 1 below with a status report in the far-right column. Priority Category Priority Description Status 1. COVID-19 Response Ongoing response to changes in State and local COVID-19 orders and regulations, including changes to operations for local businesses and City functions and enforcement Ongoing. The City continues to provide parklets and no- cost permits for operational changes needed to allow outdoor dining and personal care services. Grant opportunities have also been provided to local businesses. 2. Fiscal Stability and Economic Development Continue ensuring fiscal stability for the organization throughout the planning, budgeting, and expenditure processes  Prepare and present year-end and quarterly financial reports to Council  Prepare a biennial budget for Fiscal Years 2021-22 and 2022-23  Continue supporting the Five Cities Fire Authority’s Partially completed. Year-end and quarterly financial reports were presented to Council on October 13, 2020 and November 24, 2020, respectively. Other items are ongoing and/or upcoming. For instance, a biennial budget is being prepared by City staff and staff continues to assist the Five Cities Fire Authority’s evaluation of financial and service level options, which is anticipated Item 10.b. - Page 2 CITY COUNCIL UPDATE REGARDING PROGRESS TOWARD THE TOP 10 COUNCIL PRIORITIES FOR FISCAL YEAR 2020-2021 AND CONTINUED CONSIDERATION OF A DRAFT STRATEGIC PLAN MARCH 23, 2021 PAGE 3 evaluation of financial and service level options for the delivery of cost- efficient fire and emergency services in Arroyo Grande to be completed this fiscal year. 3. Fiscal Stability and Economic Development Develop short- and long-term economic development goals of the City in light of the adopted Economic Development Element, and evaluate and allocate SB 1090 funds for programs consistent with these economic development goals  Discuss and identify short- and long-term economic development goals by the Winter of 2020/2021  Evaluate and allocate SB 1090 funds for programs consistent with the identified economic goals by the Spring of 2021 Partially completed. The City Council discussed and identified short- and long-term economic development goals at its February 23, 2021 meeting and directed staff to return to discuss the scope of a comprehensive General Plan Update to address the City’s long-term economic development goals. On March 9, 2021, Council allocated $150,000 of SB 1090 funds to COVID-19 Relief Programs to help address short-term economic development goals. 4. Affordable Housing Complete and adopt an updated Housing Element consistent with State law by January 2021 Completed on January 26, 2021. 5. Affordable Housing Complete and adopt an amended ADU Ordinance that also addresses Tiny Homes on Wheels, and support the completion of pre-approved ADU plans that will streamline the ADU approval process In progress. A draft ADU ordinance is nearly complete and is anticipated to be presented to the Planning Commission by May 4, 2021. The City has partnered with the cities of Atascadero, Morro Bay, and Grover Beach to develop a set of pre- approved ADU plans through Item 10.b. - Page 3 CITY COUNCIL UPDATE REGARDING PROGRESS TOWARD THE TOP 10 COUNCIL PRIORITIES FOR FISCAL YEAR 2020-2021 AND CONTINUED CONSIDERATION OF A DRAFT STRATEGIC PLAN MARCH 23, 2021 PAGE 4 an effort funded by a Regional Early Action Planning grant. The City of Atascadero is the lead agency on this effort and issued a Request for Proposals on March 1, 2021, for plans and promotional ADU material. 6. Infrastructure and Water Resilience Planning Complete and adopt an updated Circulation Element In progress. The Planning Commission considered draft components of the Circulation Element Update during a study session held on November 17, 2020. A complete Draft Circulation Element is scheduled to be considered by the Commission during a study session on April 6, 2021. 7. Infrastructure and Water Resilience Planning Complete and approve a Water/Wastewater Rate Study in the Spring of 2021 In progress. A draft Rate Study is near completion and will be presented to Council for consideration before the end of this fiscal year. 8. Infrastructure and Water Resilience Planning Complete and approve a Central Coast Blue Memorandum of Agreement that builds upon the framework approved by Council on August 25, 2020 Anticipated to be completed on March 23, 2021, with approval of the proposed Operating Agreement by the City Council. 9. Infrastructure and Water Resilience Planning Receive an update and review the future of the Brisco Interchange Project before February 2021 Completed on January 26, 2021. 10. Organizational Excellence, Including Diversity, Equity, and Inclusion Initiatives Continue stabilizing and strengthening the organization through recruitment, retention, and structural adjustments, and develop and implement a Council-adopted goal to Ongoing and in progress. Staff has continued to conduct outreach with RACE Matters on recruitment materials and processes. One component of this priority has not been completed by the Item 10.b. - Page 4 CITY COUNCIL UPDATE REGARDING PROGRESS TOWARD THE TOP 10 COUNCIL PRIORITIES FOR FISCAL YEAR 2020-2021 AND CONTINUED CONSIDERATION OF A DRAFT STRATEGIC PLAN MARCH 23, 2021 PAGE 5 promote diversity, equity, and inclusion targeted time frame, which was to “present a proposed policy to Council supporting diversity, equity, and inclusion by the Winter of 2020/2021.” Staff is continuing to prepare a policy and will conduct outreach to stakeholder groups before presenting the policy to Council for potential adoption. As indicated above, a number of priority work items have been completed. Others are scheduled to be completed as planned this fiscal year. The COVID-19 pandemic has continued to rise to the top of staff’s priorities throughout this year as changing regulations, restrictions, and response efforts, including support of the County of San Luis Obispo’s vaccination clinics, have required significant staff attention. Nonetheless, staff anticipates being able to complete the remaining tasks this fiscal year, with the exception of those that are ongoing by nature. Draft 2020 Strategic Plan As described in the Draft 2020 Strategic Plan, the results of a Voter Opinion Survey conducted in November 2019 were used to guide the identification of top priorities for the City. Both this survey and the Draft 2020 Strategic Plan were prepared before the commencement of the COVID-19 pandemic. However, the draft plan, presented to Council after the beginning of the pandemic, acknowledges COVID-19 and identifies recovery from the pandemic as a component of economic development, one of the identified City goals. Nonetheless, comparison of the Top 10 Priorities to the Draft 2020 Strategic Plan indicate that the strategic plan would require at least some revision before it will be ready for adoption to ensure consistency with emergent City priorities. On February 23, 2021, Council considered short- and long-term economic development goals in preparation for developing a spending plan of the City’s SB 1090 allocation. That discussion resulted in direction to staff to pursue a comprehensive General Plan update to help accomplish the City’s long-term economic development goals. This significant work item was not addressed in the Draft 2020 Strategic Plan. Additionally, it is anticipated that the General Plan update process will accomplish a number of the goals and objectives identified in the Draft 2020 Strategic Plan, such as streamlining the development review process and supporting the development or redevelopment of key opportunity sites and zones in the City. In light of the revisions necessary to complete a current Strategic Plan and the remaining Top 10 Priorities that require staff’s time and resources, it is recommended that the Item 10.b. - Page 5 CITY COUNCIL UPDATE REGARDING PROGRESS TOWARD THE TOP 10 COUNCIL PRIORITIES FOR FISCAL YEAR 2020-2021 AND CONTINUED CONSIDERATION OF A DRAFT STRATEGIC PLAN MARCH 23, 2021 PAGE 6 strategic planning efforts continue to remain on hold until directed otherwise by Council. The upcoming biennial budget preparation process will provide an opportunity for Council to identify new goals for the upcoming two years. Council may wish to consider strategic planning efforts as part of that goal-setting process. ALTERNATIVES: 1. Receive an update regarding progress on the Top 10 Priorities, consider the Draft 2020 Strategic Plan, and provide direction to staff to delay further strategic planning efforts until directed otherwise by Council. 2. Receive an update regarding progress on the Top 10 Priorities, consider the Draft 2020 Strategic Plan, and provide direction to staff regarding necessary revisions to the Strategic Plan and future consideration by Council of a revised plan. 3. Provide other direction to staff. ADVANTAGES: Receiving an update regarding progress toward meeting Council’s Top 10 Priorities for this fiscal year increases transparency and reporting to the public and Council regarding important work items. Continued consideration of the Draft 2020 Strategic Plan meets the direction provided by Council on April 14, 2020, and provides an opportunity for Council and the public to revisit the strategic planning process. Delaying further strategic planning efforts will enable staff to focus resources on completion of the remaining Top 10 Priorities, the upcoming budgeting process for Fiscal Years 2021-2023, and the anticipated comprehensive General Plan update. DISADVANTAGES: Tabling further work on the draft Strategic Plan will delay completion of an adopted plan that would guide future budgeting and work item prioritization. ENVIRONMENTAL REVIEW: No environmental review is required for this item. PUBLIC NOTIFICATION AND COMMENTS: The Agenda was posted at City Hall and on the City’s website in accordance with Government Code Section 54954.2. Attachments: 1. Draft 2020 Strategic Plan 2. Top 10 Council Priorities for Fiscal Year 2020-2021 Item 10.b. - Page 6 1 DRAFT DRAFT 2020 STRATEGIC PLAN FOR THE CITY OF ARROYO GRANDE 1.Introduction to the Ad-Hoc Draft of a Strategic Plan April 8, 2020 There are three critical groups in any California city – the People, the City Council, and the professional staff of public servants. The City organization exists because the People desire it and continue to see the value of the benefits created from its organizational efforts. The Council are the democratically elected representatives of the People and serve the critical role of listening to the Public, considering community needs and resources, and deciding on the official policy of the City to best ensure the public health, safety, and the general welfare of all. Lastly, the team of professional public servants advise the Council as subject matter experts to best technically achieve the adopted policies of the City. A City performs at its best when all three groups work together openly and create a strong team unified by common needs and vision. This statement and its concepts also hold true for the success of any City Strategic Plan. This Draft Strategic Plan was created by an Ad Hoc Committee approved by the City Council (Council Members Paulding and George) with the assistance of key City staff (City Manager; Public Works Director; and Community Development Director). This committee worked to develop a document that reflects the most critical strategic needs of the community, based upon the experience of the committee members, our current roles, and our long interactions with the People. It is the intent of this document to serve as a solid foundation to begin larger conversations, modifications, and consideration by all three groups critical to its success – the People, the Council, and City staff. ATTACHMENT 1 Item 10.b. - Page 7 2 DRAFT The development of this Draft Strategic Plan started prior to the COVID-19 pandemic. Current City COVID-19 operations continue to provide core and essential services, but the strategic challenges identified in this document prior to the pandemic will still exist after normal life returns to our community. The financial impacts from COVID-19 to City revenues and the community in general, although not yet knowable, will at least be significant and will make addressing strategic community needs that much more difficult. To the community’s benefit, core aspects of this plan involve economic development efforts to increase economic opportunities throughout the community and can be used as a critical component to position our community for the quickest possible recovery from the economic effects of COVID-19 and to assist in developing upcoming FY 2020-21 budget priorities. The ad hoc committee suggests the following process for consideration of this document. RECOMMENDATIONS FOR PROCESS TO REVIEW, ADOPT, AND REPORT ON STRATEGIC PLAN 1. April 14 - Submit Draft Strategic Plan to City Council for initial review and comment. 2. April 28 - Return to City Council after a two week review period for a discussion to gain initial feedback from the community and Council. 3. By May 30 - Conduct a series of community workshops to introduce and refine the Strategic Plan. a. Due to COVID-19 constraints, include at least one Zoom workshop with electronic polling and written comment process. b. During non-COVID-19 times, include in-person community workshops. 4. By June 4 - Refine Strategic Plan based on input from the public. 5. By June 9 – Consideration of adoption of the plan by City Council or the adoption selected “Priority 1” items to be incorporated into the FY 2020-21 Budget. 6. Staff to return with implementation plan during budget development consistent with attached form, including performance metrics. 7. Review and report on Strategic Plan status annually. Item 10.b. - Page 8 3 DRAFT 2. Foundational Statements and References Ad Hoc Committee’s Note: In order to assure that the committee was working from a comprehensive community position, we reviewed fundamental City policy documents, including the General Plan, and utilized other information derived from broad outreach efforts in order to obtain community input. We felt it helpful to list specific values that resonated loudest with the committee to provide insight into the development of this plan. The committee identified the lack of a vision statement and provided language as a starting point for the larger discussion. OUR MISSION The mission of the organization is to make Arroyo Grande the best place possible for everyone who lives, works, and visits Arroyo Grande. OUR VISION Ensure a fiscally sustainable city while preserving an excellent quality of life for our residents and our community. OUR VALUES Derived from 2001 General Plan An authentic “small town, rural character” community where residents and visitors can find relaxation, comfort and charm. A “sustainable” community, where resources are conserved facilitating the continuity of historical legacies into a desirable future for following generations as well as the present one. A community of “engaged citizens” who know that well planned and supported public services and amenities are the foundation of a high quality of life. A community that is supported by “professional public employees” who are dedicated to supporting the highest ideals of public service. RECOMMENDED ADDITIONAL VALUES Derived from Voter Survey On January 28, 2020, the Arroyo Grande City Council received and discussed the results of the statistically valid and comprehensive Voter Opinion Survey undertaken in November 2019. All five members of the Council agreed that addressing these community-identified high priorities should be a top focus for the City. Item 10.b. - Page 9 4 DRAFT The survey identified the following as the most important changes the City could make to improve the quality of life in Arroyo Grande. 1-A: Improving streets, roads, and infrastructure 1-B: Limiting growth/development and preserving the small-town feel 1-C: Providing affordable housing 1-D: Reducing traffic congestion When presented with a list of 12 services that could be funded by a future sales tax measure, voters were most interested in the following. 2-A: Maintaining local streets and repairing potholes 2-B: Maintaining and repairing public buildings/infrastructure, including sidewalks, curbs, flood prevention infrastructure and storm drains 2-C: Maintaining parks and recreation facilities 2-D: Provide fire protection and emergency medical response services The following values are indicated below in order to reflect the aforementioned community- identified priorities: A community that is more “secure” in essential public resources and infrastructure such as water, sewer, housing, and transportation. A better “balanced” economy that offers a diversity of employment opportunities in agriculture, retail, service, professional and other industries, and which supports family-managed and other small businesses. A more “affordable” community where people who work locally can also afford to live and integrate their professional and personal/family roles, within a range of choices in housing type suitable for varied lifestyles and stages in life. Item 10.b. - Page 10 5 DRAFT 3. Priority Ranking Recommendations The committee developed the following priority system and has made priority recommendations for each objective identified herein*: PRIORITY 1: The target timeline for completion or significant progress on key interim milestones on the work elements identified herein is within the next 3 to 6-month period. Alternative Priority 1: Attempt to prioritize department work program in the upcoming FY 2020- 21 City Budget. PRIORITY 2: The target timeline for completion or significant progress on key interim milestones on the work elements identified herein is within the next 6 to 12-month period. Alternative Priority 2: Work when opportunity or capacity arises but not at the detriment of existing public services or higher Strategic Plan priorities. Attempt to prioritize department work programs in the upcoming FY 2021-22 City Budget. PRIORITY 3: The target timeline for completion or significant progress on key interim milestones on the work elements identified herein is within the next 12 to 24-month period. Alternative Priority 3: Work when opportunity or capacity arises but not at the detriment of existing public services or higher Strategic Plan priorities. Attempt to prioritize department work programs in the FY 2022-23 City Budget. PRIORITY 4: The target timeline for completion or significant progress on key interim milestones on the work elements identified herein is long-term, within the next 5-10 year time period. *These priorities are intended to coincide with budget priorities. Specifically, strategic priorities within the next 2 years should be reflected in the next 2-year budget. Item 10.b. - Page 11 6 DRAFT 4. STRATEGIC PLAN PRIORITIES* I. ECONOMIC DEVELOPMENT II. HOUSING PRODUCTION III. INFRASTRUCTURE/CIRCULATION IV. LEADERSHIP AND GOVERNANCE V. PUBLIC SAFETY AND SERVICES VI. WATER SECURITY *Listed in alphabetical order; not in order of priority. I. ECONOMIC DEVELOPMENT GOALS A. ECONOMIC RECOVERY. The financial impacts from COVID-19 to City revenues and the community in general, although not yet knowable, will at least be significant. To the community’s benefit, core aspects of this plan involve efforts to increase economic opportunities throughout the community and can be used as a critical component for a immediate recovery from the economic impacts of COVID-19 and to assist in developing upcoming FY 2020-21 budget priorities. B. OPPORTUNITIES. An ongoing and comprehensive effort shall be implemented aimed at job creation, business retention and expansion, and new business development. C. HEAD OF HOUSEHOLD JOBS. While City revenue shall be an important goal of economic development efforts, equally important shall be an emphasis on attracting businesses that provide head of household jobs, meeting the needs of the community, maintaining the character of the community, and enhancing overall quality of life. D. TOURISM. The City shall target efforts to develop visitor-serving businesses in the community, including support for existing businesses impacted by COVID-19. OBJECTIVES OBJECTIVE ED-1: PRIORITY 1 Identify Potential Uses for SB 1090 Mitigation Funds. a. Confirm with legal counsel allowable uses for SB 1090 Funds. b. Explore potential uses of a portion of the funds to assist in economic recovery and future growth following COVID-19 crisis. c. For opportunity sites within the City, consider funding studies similar to the East Grand Avenue Master Plan Demographic and Market Analysis; Land and Economic Strategy Updated June 2019 Prepared By Kosmont. d. Consider developing a community grant program for small business owners that meet certain head-of-household job creating criteria and considering impacts of COVID-19. Item 10.b. - Page 12 7 DRAFT e. Consider funding cost effective consultant resources to increase staff capacity to implement economic development efforts. f. Collaborate with local and regional partners to identify target industries, regional opportunities, and local capacities. OBJECTIVE ED-2: PRIORITY 1 Sales Tax Measure. This work element is high priority because the November 2020 election is fast approaching and a number of items have to be completed in order to develop such a measure to be placed on the November 2020 ballot, and because it is consistent with community- identified priorities (1-A), (1-D), and (2-A-B-C-D). OBJECTIVE ED-3: PRIORITY 1 Cannabis. Consider placing a measure on the November 2020 ballot to allow the City to tax cannabis activities in the event that the City determines to permit cannabis activities within the City in the future. This work element is a priority because of its potential to bring revenue to the City and because of the fast-approaching deadlines for additions to the November 2020 ballot. OBJECTIVE ED-4: PRIORITY 2 Develop Assets Map. Develop and refine opportunity sites map of the City in an effort to convert opportunities into assets, including an evaluation of key infrastructure improvements and planning and zoning amendments necessary to enable development of opportunity sites (see attached draft opportunity sites map). This work element is a high priority because it will encourage economic development within the City. OBJECTIVE ED-5: PRIORITY 2 Branch Street Hotel. This work element is high priority because sale of property will allow purchase of Camp Arroyo Grande, which will facilitate historic resource protection, create new amenities for residents, provide estimated revenues of $600,000 in annual hotel tax to General Fund, and support tourism efforts. [Note: The COVID-19 pandemic has created significant short-term volatility in hotel development activities. The Committee recommends this effort as Priority 2 during the COVID-19 pandemic but to increase its prioritization when development conditions change during recovery.] OBJECTIVE ED-6: PRIORITY 2 Camp Arroyo Grande. This work element is high priority due to its ability to provide additional recreational and historic preservation opportunities within the City, and because it is consistent with community-identified priority (2-C). OBJECTIVE ED-7: PRIORITY 4 South County Regional Center. This work element is high priority because the County-owned regional center property is not efficiently utilized and could be the home to many needed community facilities such as an expanded library and playground, shared space for non-profits, County and City Offices, conference facility, and Cuesta College Satellite uses, and is consistent with community-identified priority (2-C). Item 10.b. - Page 13 8 DRAFT II. HOUSING PRODUCTION GOALS A. HOUSING ELEMENT. The City shall supply housing units that are both consistent with the community’s vision and meets regional and statewide housing requirements as identified in the new housing element. B. REGIONAL HOUSING. The City shall collaborate with all levels of government, the construction industry, lending institutions and non-profit organizations to develop effective strategies and efforts that will produce housing units for all income levels. C. STREAMLINE PROCESSES. The City shall seek to streamline the development permit approval process of housing projects where appropriate, always ensuring that customer- service remains a top priority. OBJECTIVE OBJECTIVE HP-1: PRIORITY 1 Housing Element Update. This work element is a high priority based on deadlines imposed by the State of California, and because it is consistent with community-identified priority (1-C). OBJECTIVE HP-2: PRIORITY 1 Accessory Dwelling Unit Ordinance. This work element is high priority based on new mandated requirements and deadlines imposed by the State of California, and because it is consistent with community-identified priority (1-C). OBJECTIVE HP-3: PRIORITY 2 New Housing Concepts Research. The City shall conduct research, in partnership with other local agencies, and publicly study new housing concepts such as tiny homes, pre-approved floor plans, form-based codes, and other streamlining tools that are being explored in other jurisdictions. This work element is a high priority because of the current housing crisis and its link to economic development (1-C). OBJECTIVE HP-4: PRIORITY 2 East Grand Avenue Master Plan. This work element is a high priority based on its potential to provide more revenue and housing opportunities for and within the City, the fact that planning by outside consultants is in progress and needs to be brought to completion, and because it is consistent with community-identified priorities (1-C) and (1-D). OBJECTIVE HP-5: PRIORITY 3 Fredericks Property. This work element is high priority because of its potential to bring jobs, housing, and revenue opportunities to the City, and is consistent with community-identified priority (1-C). Item 10.b. - Page 14 9 DRAFT OBJECTIVE HP-6: PRIORITY 3 Review and Update Vacation Rental Ordinance. The City shall conduct research and public study to understand impacts, both positive and negative, of vacation rentals as they relate to economic development and housing goals. This work element is high priority because of the current housing crisis and its link to economic development. III. INFRASTRUCTURE/CIRCULATION GOALS A. INFRASTRUCTURE a. The City shall seek to establish proactive maintenance to minimize deferred maintenance as a priority when possible and to avoid future costly repairs. b. Strategies and funding sources shall be developed to implement the City’s master plans that have been created for each area of the City’s infrastructure. c. Improvements to the City’s infrastructure shall be planned to meet the demands of the community’s future and to avoid unfairly passing on financial burdens to future generations. d. Infrastructure improvements shall be planned and prioritized to prevent hazards and ensure safety. B. TRANSPORTATION a. Complete the Circulation Element update currently underway to ensure proper planning of circulation improvements within the City and appropriate contributions from development projects. b. Transportation improvements shall be planned on a proactive basis to ensure infrastructure is in place to accommodate the impacts of growth and development consistent with the City’s General Plan. c. Connectivity shall be emphasized in ongoing City planning. d. Improvements shall be planned to facilitate and balance multi-modal transportation, including motor vehicle, pedestrian, bicycle and transit. e. Federal and State grant funding shall be pursued for infrastructure improvements to maximize leverage of City funding. OBJECTIVES OBJECTIVE IFC-1: PRIORITY 1 Sales Tax Measure. This work element is high priority because the November 2020 election is fast approaching and a number of items have to be completed in order to develop such a measure to be placed on the November 2020 ballot, and because it is consistent with community- identified priorities (1-A), (1-D), and (2-A-B-C-D). Item 10.b. - Page 15 10 DRAFT OBJECTIVE IFC-2: PRIORITY 1 Pavement Management Plan. This work element is high priority because it is consistent with community-identified priorities (1-A) and (2-B). OBJECTIVE IFC-3: PRIORITY 2 Circulation Element Update. This work element is high priority due to various State of California deadlines (e.g., must adopt CEQA Traffic Impact Analysis Guidelines by July 1, 2020), its interrelationships with other General Plan element updates and policy decisions-making processes, and because it is consistent with community-identified priorities (1-A), (1-D), (2-A), and (2-B). IV. LEADERSHIP AND GOVERNANCE GOALS A. FISCAL STABILITY. Policies shall be established consistent with the City’s long-range financial plan to ensure long-term fiscal stability and the ability to meet future needs. B. IMPROVED TRANSPARENCY, CUSTOMER SERVICE, AND OPERATIONS. The public trust is a key component of a successful and effective local government. The public trust can be increased by diligent and consistent discussion and application of best practices in all levels of the organization. C. VALUABLE RESOURCE. City staff is one of our most valuable resources. Employee career growth, capacity, competitiveness, and safety (including enhanced security measures) must be evaluated and maintained. OBJECTIVES OBJECTIVE LG-1: PRIORITY 1 Long-term Liabilities. This work element is a high priority and liabilities shall be funded on an on- going basis or adjusted to ensure they can be funded. OBJECTIVE LG-2: PRIORITY 1 Building Trust Through Transparency. Improve quality of life and quality of services by connecting data, technology, and people. Strengthening our community by using technology to increase citizen engagement and user experience, increase cyber security, and maximize GIS (Geographic Information System) data. OBJECTIVE LG-3: PRIORITY 1 Comprehensive Annual Reporting. This work element is a high priority and an annual financial report shall be prepared on an ongoing basis. Item 10.b. - Page 16 11 DRAFT OBJECTIVE LG-4: PRIORITY 2 Evaluate Capacity to Achieve Desired Results. Evaluate staffing capacity levels and adjust accordingly to meet the demands of services being provided to the community. This is a high priority because highly skilled and dedicated public employees are a vital component of delivering the services and assets the public desires. City staffing levels were reduced significantly during the 2008 great recession and have never returned to full staffing levels. OBJECTIVE LG-5: PRIORITY 2 Maximize Public Participation in the Implementation of Strategic Plan. During implementation of objectives stated in the Strategic Plan, increase public participation where appropriate. OBJECTIVE LG-6: PRIORITY 2 Annual State of the City Event. Hold an annual “state of the city” day event where each City department has an informational booth and where community partner and service organizations are also invited to attend. This objective is a high priority because it will bring community together for a stronger and more informed city. V. PUBLIC SAFETY AND SERVICES GOALS A. CUSTOMER SERVICE a. The City shall maintain current service levels in the short term while growing capacity to provide newly identified services, infrastructure, and community needs. b. The City shall Improve customer service where needed. B. PUBLIC SAFETY. Cooperation with neighboring jurisdictions shall be pursued to increase effectiveness of service and efficiency of cost of public safety services. C. FACILITIES a. City facilities shall be maintained and improved to meet both current and future projected need in order to provide services in an effective manner. b. In planning improvements to City facilities, the City shall balance the need to provide facilities in a cost-efficient manner, while ensuring design is consistent with the character of the community. c. A “life cycle” approach shall be utilized for planning, building, maintaining, and funding City facilities to ensure that maintenance costs are minimized, and facilities are constructed in the most cost-efficient manner over the life of the facility. D. RECREATION. The City shall be committed to providing recreational services, opportunities and facilities for all sectors of the community. Item 10.b. - Page 17 12 DRAFT E. TECHNOLOGY a. Technology shall be utilized to increase customer service and efficiency. However, it shall be managed in a way to ensure appropriate resources exist to maintain data and systems on an ongoing basis. b. Online and cablecasting resources shall be utilized to enhance communication, information, and interaction with the public. OBJECTIVES OBJECTIVE PSS-1: PRIORITY 1 Customer Service. This ongoing work element has been identified by staff as a top priority for all departments. a. Community Development Department: Improve construction review services by streamlining processing, increasing communication with applicants, implementing submittal checklists, and decreasing response time. b. Public Works: Maintaining high level of service and response with available staff resources. Department is currently at minimum staffing limit. It is the Department’s goal to increase staffing in conjunction with expanded City prioritized projects. c. Parks and Recreation: Invest in supporting the development of the City’s population by meeting recreation demands of youth sports, recreation, and activity programs. d. City Hall: Evaluate and implement efficiencies and increased convenience for customers at City Hall through technology. OBJECTIVE PSS-2: PRIORITY 1 Implementation of the Five Cities Fire Authority (FCFA) Strategic Plan. This work element is a high priority given the outcome of Measure A Oceano Fire Response Funding. Evaluating and executing an efficient, affordable, and fair partnership without compromising effective service delivery. OBJECTIVE PSS-3: PRIORITY 1 Implementation of the Police Department Strategic Plan. Continue supporting and implementing the Police Department’s Strategic Plan to ensure the ongoing delivery of effective public safety services. This work element is a high priority because police services are essential to a safe and secure community. OBJECTIVE PSS-4: PRIORITY 1 Replacement Recreation Center. Plan, fund, and construct a replacement Recreation Center in order to ensure the ability to deliver ongoing, high-quality recreation services to the community. This work element is a high priority because the existing Recreation Center is at the end of its operational life, and because it is consistent with community-identified priority (2-C). OBJECTIVE PSS-5: PRIORITY 2 Community Programs (e.g., Citizens Academy, Emergency Response Team, Community Satisfaction Surveys). Implement citizens academy, emergency response team, and regular Item 10.b. - Page 18 13 DRAFT community satisfaction surveys. This work element is high priority because of its potential to provide educational, training, and outreach opportunities in the public safety arena, and because it is consistent with community-identified priority (2-D). OBJECTIVE PSS-6: PRIORITY 3 Soto Sports Complex Master Plan. This work element is high priority based on the fact that the master plan is currently in progress, and because it is consistent with community-identified priority (2-C). VI. WATER SECURITY GOALS A. SECURE WATER. The City shall seek to securing adequate water supplies to meet current and future demands and changing weather patterns. OBJECTIVES OBJECTIVE WS-1: PRIORITY 1 Central Coast Blue Recycled Water Project. This work element is high priority based on current grant deadlines, its relationship to water rate increases, and the immediate need to refine and adopt a memorandum of agreement (MOA) with regional partner agencies. [Note: The COVID-19 pandemic has created significant financial stress for water system uses. The Committee recommends this effort as Priority 1 during the COVID-19 pandemic but to complete work that doesn’t require consideration of rate increases or commitment of funding until conditions change during recovery.] OBJECTIVE WS-2: PRIORITY 1 Continued Community Water Conservation Education and Practices. This work element is and will continue to be an ongoing City effort as conservation of our most valuable resource and an immediate need. Attachments: #1 – Proposed Form to Establish and Track Performance Metrics (Implementation Plan) #2 – Draft Opportunity Sites Map Item 10.b. - Page 19 ATTACHMENT 2 Top 10 Council Priorities Fiscal Year 2020-21 Work Items COVID-19 Response 1.Ongoing response to changes in State and local COVID-19 orders and regulations, including changes to operations for local businesses and City functions and enforcement Continue issuing temporary use and encroachment permits as necessary and appropriate to support changes in business needs throughout the reopening process Continue supporting the parklet program throughout the reopening process and evaluate the potential for retaining parklets indefinitely Continue providing recreation and childcare services in a safe and flexible manner, consistent with COVID-19 orders and restrictions Review requests from business owners and the public for accommodations and enforcement in light of changing COVID-19 orders and restrictions Adapt City functions to the reopening process in a manner that ensures the safety and overall wellbeing of employees and the public while also continuing to deliver excellent customer service Fiscal Stability and Economic Development 2.Continue ensuring fiscal stability for the organization throughout the planning, budgeting, and expenditure processes Prepare and present year-end and quarterly financial reports to Council Prepare a biennial budget for Fiscal Years 2021-22 and 2022-23 Continue supporting the Five Cities Fire Authority’s evaluation of financial and service level options for the delivery of cost-efficient fire and emergency services in Arroyo Grande 3.Develop short- and long-term economic development goals of the City in light of the adopted Economic Development Element, and evaluate and allocate SB 1090 funds for programs consistent with these economic development goals Discuss and identify short- and long-term economic development goals by the Winter of 2020/2021 Evaluate and allocate SB 1090 funds for programs consistent with the identified economic goals by the Spring of 2021 Affordable Housing 4.Complete and adopt an updated Housing Element consistent with State law by January 2021 5.Complete and adopt an amended ADU Ordinance that also addresses Tiny Homes on Wheels, and support the completion of pre-approved ADU plans that will streamline the ADU approval process Item 10.b. - Page 20 ATTACHMENT 2 Infrastructure and Water Resilience Planning 6. Complete and adopt an updated Circulation Element 7. Complete and approve a Water/Wastewater Rate Study in the Spring of 2021 8. Complete and approve a Central Coast Blue Memorandum of Agreement that builds upon the framework approved by Council on August 25, 2020 9. Receive an update and review the future of the Brisco Interchange Project before February 2021 Organizational Excellence, Including Diversity, Equity, and Inclusion Initiatives 10. Continue stabilizing and strengthening the organization through recruitment, retention, and structural adjustments, and develop and implement a Council-adopted goal to promote diversity, equity, and inclusion  Present a proposed policy to Council supporting diversity, equity, and inclusion by the Winter of 2020/2021  Implement diversity, equity, and inclusion initiatives in areas of hiring, retention, and community engagement  Recruit and retain new employees for key vacant positions  Continue implementing operational changes to optimize efficiency while maintaining excellent customer service  Continue updates to our Police Department’s policies, practices, and training, including those that address diversity, equity, inclusion, and use of force  Support the Police Chief’s development and implementation of a public outreach plan *Items that do not include specific deadlines or dates are intended to be completed by the end of Fiscal Year 2020-21. 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