Presentations — Costa Mesa City Council, October 4, 2022

05_18_22_Laguna_Woods
Presentation to Costa Mesa
City Council
October 4, 2022

05_18_22_Laguna_Woods
 Planned by the County in the 1980s to
mitigate current and future traffic
congestion
 No state/federal funding available
 Self determination and self reliance
 TCA formed as a government agency
(two separate JPAs) in 1986 by local
leaders to build the planned roads as
tolled facilities
 Financed by nonrecourse toll revenue
bonds and Development Impact Fees
The Toll Roads: Overview
2 05_18_22_Laguna_Woods
 Two separate Boards –
San Joaquin Hills and
Foothill/Eastern
 Strong local oversight by
elected officials from 17
member cities and county
(currently 22 Board
Members)
 Regional perspective
The Toll Roads: Governance Model
3 Foothill/Eastern
 Anaheim
 Dana Point
 Irvine
 Lake Forest
 Mission Viejo
 Orange
 Rancho Santa Margarita
 San Juan Capistrano
 Santa Ana
 Tustin
 Yorba Linda
 County of Orange
(3rd, 4th and 5th Districts)
San Joaquin Hills
 Aliso Viejo
 Costa Mesa
 Dana Point
 Irvine
 Laguna Hills
 Laguna Niguel
 Laguna Woods
 Mission Viejo
 Newport Beach
 San Juan Capistrano
 Santa Ana
 County of Orange
(3rd and 5th Districts)
05_18_22_Laguna_Woods
 420 lane miles
 330,000 daily transactions
 $400 million annual toll
revenue
 2.2 million accountholders
 Built as parallel alternatives to
I-5, I-405 and SR-55 highways
 Even drivers who don’t use
The Toll Roads benefit
The Toll Roads Network
4 05_18_22_Laguna_Woods
 Nonrecourse toll revenue bonds
 Full value debt payments made timely since inception
 Refinancings in 2013 and 2014
– Established debt structures to align with historical
revenue growth
– Keep toll rates low
– Provide “rainy-day” fund
 Reserves have grown to more than $1.5 billion
 Consistent rating upgrades from all three major credit rating agencies
– Both Agencies’ bonds have “A” rating
– Last 3 years - Saved over $700 million in interest without extending bond maturity dates
Financial Stability/Sustainability
5 05_18_22_Laguna_Woods
Debt Management
Policy
Directs staff to
look for early
paydown
opportunities
Bond refundings
for savings
without extending
maturity dates
Zero Pension
Liability
Both Agencies
paid off unfunded
pension liability
07/2019
Liquidity Reserve
Additional cash
reserve
established
Toll Policy
Small annual
adjustments
(pennies) easy to
absorb to keep
drivers on toll
roads while
meeting financial
obligations
6 Financial Policies and Actions to Strengthen Finances 05_18_22_Laguna_Woods
Orange County
continues to grow
and change,
and TCA’s Boards of
Directors are taking
actions to ensure long-
term success of the
Agencies, like its
founding members.

Planning for the Future
7 Acknowledging the
current state of
transportation and
technology,
which has changed
significantly since the
inception of TCA and
developing a roadmap
to a successful future.

For the first time in
TCA history,
a long-term strategic plan
has been developed and
adopted to help the
Agencies navigate the
future and follow in the path
of the visionary leaders who
founded TCA.
05_18_22_Laguna_Woods
TCA’s Vision and Mission Statements
 Vision Statement
Promote enhanced mobility, safety and
environmental quality as essential components
of Orange County’s vibrant economy and quality
of life that benefit all residents and road users.
 Mission Statement
Implement and operate a highway network of
congestion free travel alternatives with a focus
on customer service, innovation and self-reliant
financial approaches while considering regional
transportation needs and opportunities.
8 05_18_22_Laguna_Woods 9
Seven Focus Areas

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Activities
 Execute steps to allow Board approval of
approximately $600 million in early debt
paydown, saving $670 million
 Recommend adoption of liquidity and
pension policies
 Complete financial needs and system
assessment
 Prepare debt fact sheets that provide
accurate information on the Agencies’
financial strength
 Produce annual updates to seven-year cash
flow projections
10 Fiscal Management

05_18_22_Laguna_Woods 11
Agencies’ Strong Liquidity Provides Flexibility
Boards’ commitment to sound financial practices
and supporting policies has resulted in:

Improved credit
ratings/significant
refunding savings
Ability to
paydown
bonds early
Strong liquidity that
protected against
pandemic
Ability to fund
capital program
with cash

05_18_22_Laguna_Woods 12
Customer Service
Discount Plan
 Drivers with a prepaid FasTrak account are
eligible for a monthly frequent driver discount.
 Drivers who spend $40 in tolls on The Toll Roads
(State Routes 73, 133, 241 and 261) during a
statement period receive $1 off every toll
accumulated on The Toll Roads the following
statement period.
 The $40 is calculated using the base toll rate
(excluding discounts earned during the previous
statement period).
 The Toll Roads’ charge and invoice FasTrak
accountholders and FasTrak accountholders
from other tolling agencies are not eligible for the
discount.
05_18_22_Laguna_Woods
Activities
 Continue active management of conservation
lands and environmental programs
 Advance evaluation, planning and
implementation of recreational uses
in connection with environmental projects
and programs
 Broaden environmental education and
knowledge of TCA’s contributions
 Incorporate additional wildlife fencing along
The Toll Roads
 Initiate planning for long-term management
of perpetual obligations
13 Environmental Stewardship

05_18_22_Laguna_Woods
 25 years of environmental success
 More than 2,200 acres of native habitat
 Over $125M on environmental programs
 Home to multiple species, including:
– Coastal California Gnatcatcher
– Brodiaea
– Coastal Cactus Wren
– Mountain Lion
 Wildlife monitoring and movement studies
 Provides improved air quality
Innovative Environmental Stewardship
14 05_18_22_Laguna_Woods
 TCA was an early partner and financial contributor to The Orange County Central/ Coastal Natural Communities Conservation Plan/Habitat Conservation Plan in 1996  Today, the NCCP/HCP stretches over 40,000 acres from the coast to the Cleveland National Forest and shelters several federally protected species and more than 30 sensitive species
 The coastal sage scrub found on half of the NCCP/HCP land represents one of the rarest ecosystems in the world – often compared to the Amazon, Madagascar and the eastern Himalayas for its breadth of biodiversity
An Environmental Pioneer
In order to balance construction of The Toll Roads, TCA has restored and preserved in perpetuity more than 2,200 acres of open space in Orange County -- many of which are home to the federally protected songbird, the California gnatcatcher. 15 05_18_22_Laguna_Woods
Maintaining Wildlife Corridors and Connectivity
16 Wildlife Crossing

05_18_22_Laguna_Woods
Questions/Discussion
17 Conclusion

FIRST VISIONING,

THEN PLANNING
Cynthia McDonald

EXCERPTS FROM GUIDE TO CALIFORNIA PLANNING
10/4/2022
1 GUIDE TO CALIFORNIA PLANNING
The Process: Participation and Politics
A proposed general plan (or general plan revision)
usually doesn’t leap forward into public hearings
fully formed. In most cities, the process begins with
two steps: the creation of an advisory task force,
often known as the “general plan advisory
committee,” and the selection of an outside general
plan consultant. . . .

Some cities precede creation of the task force with a
“visioning” process, in which the city and community
leaders gather public input and attempt to reach a consensus about what sorts of things they want for the city . . .

Sometimes the advisory task force undertakes the visioning process.

FIRST VISIONING, THEN PLANNING 10/4/2022 2

GUIDE TO CALIFORNIA PLANNING
The Process: Participation and Politics (continued)
An advisory committee is usually made up of 15 to
30 citizens who represent various neighborhoods,
industries, and other interest groups in the city. . . .

Over a period of months or even a few years, the
consultant or lead staff person will work with the
citizens committee to put together a draft of the
general plan.

In most instances, the professional general plan team will provide the committee with technical background and make recommendations, while the committee will make the initial policy choices. . .

The rise of citizen power has changed the general plan
process considerably, making it longer, more expensive, in some ways more cumbersome, in other ways more
democratic.

FIRST VISIONING, THEN PLANNING 10/4/2022 3

GUIDE TO CALIFORNIA PLANNING
The Process: Participation and Politics (continued)
In many cities, city managers and council members
resist broad public participation. They believe that an elite group of decisionmakers will make the most
informed choices and prevent the process from
getting bogged down. These city managers and
council members say visioning and consensus-
building is unrealistic.

Leaders in many other cities recognize that organized citizen groups cannot be ignored and welcome their participation.

The state’s General Plan Guidelines contain a chapter
emphasizing the importance of public participation. To help avoid future conflicts, the guidelines strongly recommend early, frequent and broad public participation . . ..
1 FIRST VISIONING, THEN PLANNING 10/5/2022 4
1 Fulton, William; Shigley, Paul. Guide to California Planning, 5th edition (pp. 121-122). Solano Press Books. Kindle Edition.

WHAT ARE THE STATE GUIDELINES?
Exploration: The initial stages of outreach allow stakeholders to identify community strengths, assets, priorities for future development, and areas for improvement and, thus, to start the process of formulating a vision for the future. In addition, the exploration phase presents an opportunity to educate residents about land use planning principles prior to more extensive outreach.

Collaborative Action: After establishing a general baseline for community goals, planners should engage collaboratively with partners, considering different options for reaching the set goals and aligning policy priorities to attain the vision.

FIRST VISIONING, THEN PLANNING 10/5/2022 5
[A] general plan should start with a community’s vision, but community engagement should continue throughout the process, from visioning to adoption and implementation, depending on the scope and extent of the project. . . The nature of the outreach process and its intended outcomes will differ in each stage of the update:

WHAT ARE THE STATE GUIDELINES?
Decision Making: Exploration and collaboration should identify various policy priorities necessary for achieving the general plan vision. These priorities should then inform a framework to help identify policy options, choose among them, and assemble a draft plan.

Monitoring and Evaluation: Community engagement should continue after the plan is drafted. Updates on successful policy implementation and implementation challenges can be an opportunity to elicit feedback and help evaluate progress toward community goals. 1 FIRST VISIONING, THEN PLANNING 10/5/2022 6
1 Governors Office of Planning Research. State of California General Plan Guidelines 2017 (p. 27).

STATE GUIDELINE PROCESS
10/5/2022 FIRST VISIONING, THEN PLANNING 7
Vision and
Engagement
Visioning, articulate
principles, identify issues
and assumptions
Formulate Goals
Coordination with
legislative and local
groups, scope of work,
schedule and deadlines
Collect and Analyze
Data
Examine current
conditions and emerging
trends
Redefine Goals
Refine goals and
formulate objectives
Alternative Analysis
Develop and evaluate
alternative plans
Plan Adoption
Select and adopt
preferred plan
Implementation
Plan implementation,
monitoring, and
maintenance

THANK YOU
Cynthia McDonald
[email protected]
www.CostaMesa1st.com
FIRST VISIONING, THEN PLANNING 10/4/2022 8
Can We Turn Suggested Routes
to School into Safe Routes to
School?
Santa Ana Ave
Tustin Ave
Santa Ana Ave
Tustin Ave
Santa Ana Ave
Tustin Ave
175-003
2/10/10
Why these are good candidates for example
routes
• Routes for two schools are already consolidated
• Existing strong culture of walking and bicycling
• Direct route already has some bicycle facilities
• Improvements would benefit other schools (Ensign,
Newport Harbor) that draw from the same
neighborhoods, as well as adults (17
th Street)
• Fully within Costa Mesa’s jurisdiction
Some ideas to improve the routes
• Make the route signage intentionally educational

Some ideas to improve the routes
• Orient infrastructure toward all ages and all abilities

Some ideas to improve the routes
• Make school zones unmistakable and behavior-
defining

Why I support Measure K
By Marc Vukcevich
What is Measure K?
It's a ballot measure just for Costa Mesa that
lets the city plan its own housing future
instead of Sacramento
So why do i support Measure K?
#1 Measure K will help solve traffic
80,000 people drive in to work in Costa Mesa
every day
A mismatch between economic centers and housing
Economic powerhouses:

Costa Mesa
Irvine
Los Angeles
Long Beach
Homes:

Riverside
San Bernandino
Temecula

#2 Measure K will help fund our schools and
parks
(with no new taxes)
#3 K is the first step to
stabilizing, rapidly rising
rents.
#4 Measure K keeps my favorite people in Costa Mesa
- Those guys who work at Taco Mesa, esp the one who always calls me Marco - My favorite baristas at my favorite coffee shops
- The tellers at my bank who always smile when I’m grumpy These people deserve a reasonably priced place to live.

All of them should be able to live in the great city of Costa Mesa So this November,
Beat traffic
(also pollution, climate change, and unhappy commutes)
Vote YES on Measure K
Fund our schools and parks
Vote YES on Measure K
Make Costa Mesa affordable
again
Vote YES on Measure K
Let’s make a Costa Mesa for
everyone
Vote like your rent depends on
it
Vote like Costa Mesa Depends
on it
Vote YES on Measure K

Appendix B: Sites Analysis B-2
Table B-1: Summary of RHNA Status and Sites Inventory
Very Low
Income
Low
Income
Moderate
Income*
Above
Moderate
Income
Total
RHNA (2021-2029) 2,919 1,794 2,088 4,959 11,760
Units Constructed in Projection
Period (Begins June 30, 2021) 3 19 9 8 39
Remaining Unmet RHNA 2,916 1,775 2,079 4,951 11,721
Large Sites
Fairview Developmental Center 575 345 690 690 2,300
Sakioka Lot 2 120 60 120 900 1,200
Home Ranch 221 110 221 1,663 2,215
Senior Center Housing Project 40 20 0 0 60
Pacific Arts Plaza and Town
Center 53 27 53 402 535
Total Potential Capacity - Large
Sites 1,009 562 1,084 3,655 6,310
Overlays, Specific Plans, and Urban Plans
North Costa Mesa Specific Plan 1,269 632 1,269 3,265 6,435 SoBECA Urban Plan 141 67 141 383 732
Mesa West Bluff Urban Plan 208 100 208 555 1,071
19 West Urban Plan 123 59 123 335 640
Harbor Mixed Use Overlay 286 135 286 778 1,485
Total Potential Capacity -
Overlays, Specific Plans, and
Urban Plans
2,027 993 2,027 5,316 10,363
Projected ADU Construction
Projected ADU Construction 143 246 172 11 572
Sites Inventory Total
Total Units towards RHNA 3,179 1,801 3,283 8,982 17,245 Total Capacity Over RHNA
Categories 109% 101% 158% 181% 147%

1. Approved Projects and Projects in the Pipeline
Approved Projects since June 30, 2022
As shown in Table B -1, the City of Costa Mesa has approved residential development projects since the start of the projection period for the 6 th Cycle. The projection period is the time in which development activity can count towards meeting the City’s 6th Cycle RHNA need. Cities within the Southern California Association of Governments (SCAG) region can begin taking credit for the 6th cycle for development that was approved on or after June 30th, 2021. Table B-2 contains projects that received approvals during that timeframe.

DRAFT Appendix B: Sites Analysis B- 15 Costa Mesa Housing Element

6th Cycle – 2021-2029
Table B -3: Sites to Accommodate Costa Mesa 2021-2029 RHNA Note: This table is sorted by unique identifier (Unique ID). The unique identifiers were established at the beginning of the sites analysis process.

Some sites were removed as part of the analysis and sites were not renumbered to retain continuity for the community and other users when referring to specific sites.

APN Unique

ID ADDRESS OWNER ZONING COUNCIL
DISTRICT Specific Plans Size
(Ac) Density Vacant Potential
Consolidation
Used in
5th
Cycle
Very
Low
(20%)
Low
(10%)
Moderate
(20%)
Above
Modera te
(50%)
Notes
424-191-10 10 821 W
19th St

WATTS RICHARD
C TR C1 4 19 West 0.69 50 6 3 6 19
Small commercial uses in a strip mall center.

Approximately half of the parcel is surface parking
and property abuts a major transportation corridor
(19th Street) and existing multi-family. Shopping
Center shows no recent sign of renovation.
424-191-11 11 817 W
19th St

TRAUTWEIN LLC,

L & M PROPERTY

MANAGEMENT
C1 4 19 West 1.56 50 15 7 15 40
El Metate market and adjacent small commercial uses
in a strip mall center. Approximately half of the
parcel is surface parking and property abuts a major
transportation corridor (19th Street) and existing
multi-family. Shopping Center shows no recent sign
of renovation.
424-202-02 12 719 W
19th St

PANGE MARC C

TR PANGE

REVOC TR
C1 4 19 West 1.29 50 Yes 12 6 12 34
Small commercial uses in a strip mall center.

Approximately half of the parcel is surface parking
and property abuts a major transportation corridor
(19th Street). Shopping Center shows no recent sign
of renovation.
424-202-03 13 707 W
19th St

MUNOZ FAMILY
PROPERTIES LLC C1 4 19 West 2.00 50 19 9 19 52
Existing single-user (Smart&Final) with large surface
parking lot. Potential to redevelop for mixed-use
adjacent to major transportation corridor (19th
Street).
424-211-01 14 695 W
19th St

CITY OF COSTA
MESA C1 5 19 West
(Senior) 2.66 50 40 20 0 0 Proposed Senior Center Housing project. 424-281-20 16
1710
Pomona
Ave

PACIFIC MESA
PROPERTIES MG 5 19 West 1.08 50 10 5 10 28
Existing self-storage facility in close proximity to new residential uses and major transportation corridor
(17th Street).
424-281-21 17 670 W
17th St

PACIFIC MESA
PROPERTIES MG 5 19 West 1.06 50 10 5 10 28
Existing 2-story office and comm ercial uses in close
proximity to new residential uses and major
transportation corridor (17th Street).
424-281-22 18 660 W
17th St

PACIFIC MESA
PROPERTIES MG 5 19 West 2.22 50 22 11 22 55
Existing self-storage facility and light
industrial/commercial use in close proximity to new
residential uses and major transportation corridor
(17th Street).

DRAFT

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Costa Mesa City CouncilOctober 4, 2022

Costa Mesa City Council
October 4, 2022