Del Mar City Council
March 9, 2022

Table of Contents
2022-3-9 Special Agenda - Goal Setting Workshop
Item 1- Agenda Report 2022 Goal Setting Workshop Combined 24 Del Mar City Council
Special Meeting Agenda

VIA TELECONFERENCE ONLY
1050 Camino del Mar, Del Mar, California
1050 Camino del Mar, Del Mar, CA 92014 www.delmar.ca.us Civility Works: The Del Mar Code of Civil Discourse: Together we will promote inclusion; listen to understand; show respect; be clear and fair; and focus on the issue.

In the interest of public health, and consistent with the provisions of Assembly Bill 361 (AB 361) and related resolutions adopted by the Del Mar City Council, the City of Del Mar is temporarily taking actions to mitigate the COVID-19 pandemic by holding City Council Meetings electronically or by teleconference. This is not an in-person meeting.

Members of the public can watch the meeting live on the City’s website at:
http://delmar.12milesout.com/Video/Live and on Cable TV Spectrum Ch. 24, AT&T Ch. 99 starting at 10:00 AM.

Agenda materials and communications from the public on agenda items, “Red Dots”, are available on the City’s website: http://www.delmar.ca.us/AgendaCenter and a hard copy of the agenda materials are available at the Del Mar Library during their business hours.

NOTICE AND CALL OF

SPECIAL MEETING OF THE DEL MAR

CITY COUNCIL
WEDNESDAY, MARCH 9, 2022, 10:00 A.M.

City of Del Mar, VIA TELECONFERENCE ONLY
1050 Camino del Mar, Del Mar, California
*********************************************
NOTICE IS HEREBY GIVEN that the Mayor of the City of Del Mar has called a Special Meeting at the time and place listed above to consider the following: Please refer to the attached agenda.

CERTIFICATION
I, Sarah Krietor, Acting City Clerk of the City of Del Mar, hereby certify that a copy of this notice was posted at City Hall and distributed to the City Council on March 3, 2022, at approximately 6:45 p.m.

Sarah Krietor, Acting City Clerk
Special Needs: In compliance with the Americans with Disabilities Act, if you need special assistance to participate remotely in this meeting, please contact the Administrative Services Department via email at [email protected] or by calling (858) 755-9313, preferably at least 48 hours in advance of the meeting if possible.

Dwight Worden
Mayor
Tracy Martinez
Deputy Mayor
Dave Druker
Council Member
Terry Gaasterland
Council Member
Daniel Quirk
Council Member
Ashley Jones
City Manager
Leslie E. Devaney
City Attorney
Sarah Krietor
Acting City Clerk
Del Mar City Council Workshop March 9, 2022
Special Meeting Agenda Page 2
1050 Camino del Mar, Del Mar, CA 92014 www.delmar.ca.us I. CALL TO ORDER/ROLL CALL
II. PUBLIC COMMENT
Public comment is restricted to only items listed on the Special Meeting Agenda.

Members of the public can participate in the meeting by either submitting a written red dot comment via email to [email protected] or by speaking live during the meeting using the Zoom link and/or dial-in information provided below. For written comments, the subject line of your email should clearly state the item number you would like to comment on. The deadline to submit written comments is 8 a.m. on the day of the meeting. Those wishing to comment live should join the Zoom meeting when the item(s) they wish to speak on is announced.

Zoom Link: https://us02web.zoom.us/j/84790910014
Phone: (669) 900-6833
Meeting ID: 847 9091 0014
While registration is not required, staff recommends members of the public submit an optional tele-comment request form (www.delmar.ca.us/telecomment) to assist with speaker management during the meeting. For more information please visit:
www.delmar.ca.us/publiccomment.

III. CITY COUNCIL BUSINESS

1. 2022 City Council Goal Setting Workshop
Recommended Action: It is recommended that the City Council review the current Fiscal Year (FY) 2021-2022 and FY 2022-2023 City Council Priority and Operational Special Projects Work Plan (Attachment A) including new, necessary staff-identified Work Plan Items, as well as potential work plan items for consideration identified by the City Council (Attachment B) and proposed advisory committee work plan items (Attachment C) and provide feedback and direction to staff in preparation for the FY 2022-2023 Budget Update process.

Clerk’s File No. 401-1
IV. ADJOURNMENT
City of Del Mar
Agenda Report
________________________________________________________________________________________________________ City Council Action:

TO: Honorable Mayor and City Council Members
FROM: Ashley Jones, City Manager
Kristen M. Crane, Assistant City Manager
Sarah Krietor, Acting City Clerk/Senior Management Analyst DATE: March 9, 2022
SUBJECT: 2022 City Council Goal Setting Workshop
REQUESTED ACTION/RECOMMENDATION:

It is recommended that the City Council review the current Fiscal Year (FY) 2021-2022 and FY 2022-2023 City Council Priority and Operational Special Projects Work Plan (Attachment A) including new, necessary staff-identified Work Plan Items, as well as potential work plan items for consideration identified by the City Council (Attachment B) and proposed advisory committee work plan items (Attachment C) and provide feedback and direction to staff in preparation for the FY 2022-2023 Budget Update process.

BACKGROUND:

Typically, at the beginning of each calendar year, in preparation for the budget development process for the upcoming fiscal year, the City Council holds a public workshop to review current goals and priorities and determine its goals and priorities for the coming fiscal year and beyond, which helps guide the City’s work plan and identifying the necessary budgetary and staffing resources. However, due to the COVID-19 Pandemic (pandemic), the City Council did not hold standalone goal setting workshops in 2020 or 2021. Instead City Council directed the City’s work plan solely through the budgeting process, and operational efforts were shifted towards the City’s pandemic response with an emphasis on providing critical/essential services given the City’s significant pandemic-related budget and staffing constraints.

As the City’s finances have begun to slowly recover and previously reduced staffing levels due to the pandemic have been partially restored, the City Council approved an increased work plan during the FY 2021-2022 and FY 2022-2023 budgeting process, and operations are primarily still restricted to Tier 1 and 2 items only. At this time, City staff is working at maximum capacity to continue to make strides on the important projects identified in the current FY 2021-22 work plan.
1 March 9, 2022 Item 01
City Council Agenda Report
2022 Goals/Priorities Setting Workshop
March 9, 2022

On February 7, 2022, the City Council reviewed a proposed outline for the 2022 Goals & Priorities Setting Workshop (Workshop) and provided direction to staff. As outlined, the Workshop will provide the City Council an opportunity to review the City’s current FY 2021-2022 and FY 2022-2023 City Capital Improvement Program (CIP) and Special projects in the context of the City’s current financial position, necessary daily operations, staffing constraints, and potential additional Work Plan items identified by the City Council and the newly restarted City advisory committees.

Financial Position
In advance of the 2022 Goal Setting Workshop, the City Council will receive a comprehensive mid-year financial report for FY 2021-2022 on March 7, 2022. The report indicates that while overall the City’s finances are improving and revenues are coming in higher than anticipated, the City continues to significantly limit spending in all areas, not all operational services have been fully restored, and revenues have not yet recovered to pre-pandemic levels.

As City revenues continue to recover over time, staff continues to identify and recommend the funding needed in order to gradually return to pre-COVID staffing and operational service levels, and to take on additional CIP and special projects. For example, staff recommended landscaping services be restored to pre-pandemic levels as part of the mid-year financial report to City Council on March 7, 2022. A particular challenge the City Council faces during this goal setting process is balancing the City’s special project and CIP Work Plan with the need to restore operational services.

City Operations
Most of the City’s non-management/professional staff spend 100% of their time on City operations. And, generally the City’s management/professional level staff spend about 80% of their time (or more depending on the position) administering the daily operations of the City, leaving about 20% of their time available to work on discretionary programs, special projects, and CIP projects. To provide context on how the City spends the majority of its staff resources on day-to-day operations, Attachment D includes a summary of the daily operations for each department. All City departments have heavy operational responsibilities and provide critical services to the community. Some operational items, such as administering the November 2022 Municipal Election, require significant staff time but are not included on the Goals & Priorities Work Plan because they are cyclical and non-discretionary.

Staffing Capacity Nexus to City Council Work Plan and Goals The City benefits greatly from a small team of dedicated, qualified employees who work diligently to provide the community with a high level of service through daily operations, while completing complex special and CIP projects to move Del Mar forward and achieve City Council goals. It is important to remember that in order to maintain a balanced budget during COVID, the City reduced staffing through furloughs (from July 2020-July 2021), 2 March 9, 2022 Item 01
City Council Agenda Report
2022 Goals/Priorities Setting Workshop
March 9, 2022

layoffs, transfers, and attrition by not filling vacant positions. The City’s staffing structure has not been fully restored to pre-COVID levels.

Additionally, the Human Resources division is currently working to fill several critical vacancies including Public Works Administrative Assistant, Senior Lifeguard and Senior Planner. At the same time, the City Manager is assessing the City’s overall organizational structure to make a recommendation to City Council on how to proceed with the vacant Administrative Services Director position and arrange City staffing overall to maximize productivity.

With the City’s current staffing constraints, staff is operating at maximum capacity to respond to the City’s operational needs and keep current Work Plan projects on track. At this time, staff does not anticipate having much, if any, additional capacity to add new items to the current Work Plan beyond what has been identified in the Work Plan (Attachment A).

DISCUSSION/ANALYSIS:

To facilitate City Council discussion, staff prepared a Work Plan summary table (Attachment A) which will be reviewed as part of the workshop. Following review of the Work Plan, staff recommends City Council review the Council-identified (Attachment B) and advisory committee-identified potential work plan items (Attachment C) and identify which items the City Council would like to prioritize for consideration for the FY 2022-2023 Budget Update.

Review of FY 2021-2022 & FY 2022-2023 Current Work Plan Given that the current budget cycle is well underway and that many of the Work Plan items are multi-year projects, staff has prepared a two-year FY 2021-2022 and FY 2022- 2023 Work Plan which includes current work plan items and a status for each, along with an overview of new staff-identified priority projects. The Work Plan (Attachment A) is organized by department and uses the City’s established tiered priority system with three tiers: Tier 1 (essential services), Tier 2 (important items that support City operations/values) and Tier 3 (non-essential items that could be differed or eliminated).

Staff-Identified Work Plan Items
While staff works to identify all required Work Plan items for City Council consideration during the budget development process, new essential or important projects arise throughout the year due to various circumstances such as City Council direction, legislative changes, or unforeseen challenges. Accordingly, the attached Work Plan includes several staff-identified Tier 1 and 2 items that have surfaced since the City Council adopted the current budget last June. Due to their essential or practical nature, staff recommends that all of these items be included in the City’s Work Plan. These items are summarized below and are also included on the attached Work Plan (Attachment A), listed by department, which includes any known estimated costs. 3 March 9, 2022 Item 01
City Council Agenda Report
2022 Goals/Priorities Setting Workshop
March 9, 2022

Administrative Services Department: Updating the City’s Reserve Policy; establishment of a Section 115 Trust Fund related to pensions; research and implementation of a credit card transaction fee; updating the City’s Cost Allocation Plan; certification of the City’s investment policy through the California Municipal Treasurers Association (CMTA) Investment Policy Certification Program; and accounts payable (A/P) process streamlining.
• City Manager’s Office: Implementation of mandatory SB 1383 organics recycling requirements; completion of the State and County-required Multi-jurisdictional Hazard Mitigation Plan; completion of Telecommunications Master License Agreements; administration of the many provisions of the Referendum Withdrawal Agreement to ensure all items are completed as required; and updating the Emergency Operations Plan. Though most of these items are not anticipated to require budget adjustments, they will require significant staff time from the Environmental Sustainability and Special Projects Manager, estimated at 40% of their time in FY 2021-2022 and 30% of their time in FY 2022-2023. • Community Services Department: Request for Qualifications (RFQ) vendor selection process for a parking citation processing system. • Planning & Community Development Department: Housing Acceleration Program (HAP) grant management and paid parking Costal Development Permit process. • Public Works Department: Purchase and implementation of traffic signal backup power systems; consideration of terminating City of San Diego Wastewater Transportation and Disposal Agreements; 20th Street Lifeguard Tower driveway; and completion of 29th Street Seawall and Beach Access Area.

The Public Works list also includes the Hoska Alley development project and pickleball pilot study, which the Council directed be included on the list of potential Work Plan items to be considered. At this time, due to the further vetting of potential community impacts that Council identified, and staff agrees, would need to be done in order to consider a Pickleball Pilot Program, staff recommends that this project be tabled for consideration as part of the next two year budget process or later.

Council-Identified Interests and Potential Work Plan Items Periodically, Councilmembers identify potential projects for the City Council to consider adding to existing or future work plans. Based on City Council feedback over the last year, staff has prepared a “wish list” of Council-identified potential Work Plan items for City Council discussion and feedback. Given the significant two-year work plan currently underway, and limited staffing capacity and financial resources, there is little opportunity 4 March 9, 2022 Item 01
City Council Agenda Report
2022 Goals/Priorities Setting Workshop
March 9, 2022

to add new items to the Work Plan at this time unless some current Work Plan items are deferred.

However, as part of the Workshop, staff would like the Council to review the “wish list” identify and prioritize potential Work Plan items for staff to further research and return to Council with a more defined scope of work, necessary staffing resources, and estimated costs. This information could be considered as part of the FY 2022-23 Budget Update process and revisited again as part of the next two-year budget process.

Advisory Committee Work Plans
The City benefits from having many qualified volunteers serving on City Advisory Committees, which aid the City and City Council in achieving work plan goals. After a nearly two-year hiatus due to the pandemic, City Advisory Committees have resumed meeting under a new City Council-approved committee system that includes a process in which the Advisory Committees propose work plans for City Council consideration. Staff has prepared a table of City Advisory Committee Work Plan items (Attachment C), which includes each items’ nexus to the current City Work Plan and City operations, and identifies which items are not considered operational or related to City Council Work Plan items.

At this time, staff does anticipate having much, if any, additional capacity or resources to work on Advisory Committee proposed Work Plan items that are not related to identified City Council goals or the City’s current work plan or operations. Staff recommends that the City Council review the summary table and provide feedback to staff on which items the City Council may wish to consider adding to the City’s Work Plan for the remainder of this fiscal year or during FY 2022-23.

Next Steps
Staff will use the feedback and direction provided by the City Council during the Workshop to finalize a Work Plan for Council consideration as part of the FY 2022-23 Budget Process, which will include any necessary budget adjustments and additional staffing resources.

ATTACHMENTS:

Attachment A – FY 2021-2022 and FY 2022-2023 City Council Priority and Operational Special Projects Work Plan
Attachment B – Council-Identified “Wish List”
Attachment C –Advisory Committee-identified potential Work Plan items Attachment D –City Department Operational Summaries
5 March 9, 2022 Item 01
FY 2021-2022 FY2022-2023 CIP AND SPECIAL PROJECTS WORK PLAN Item Name Description Status Fiscal Year(s)
Tier
Supporting
Department(s)
TRAKIT Upgrade
Upgrade permitting/licensing system to newer version and add public facing portal (e-trakit) to accept online payments, check permit status, schedule inspections, apply/renew business licenses online.

Currently setting up test environment and plan to start testing in spring 2022; anticipated to go live in
August/September 2022.

FY2021-2022
FY2022-2023
Tier 2
IT
Planning
Public Works
Community Services
Finance
Establish Section 115 Trust Fund
Work with Finance Committee Pension Subcommittee to
recommend selection of Section 115 Trust vendor. City Council approval of vendor.

Present to Finance Committee Pension Subcommittee
by April 2022, and present to City Council for approval June 2022.

FY2021-2022 Tier 2
Credit Card Transaction Fee Implementation Create policy and process for implementation of credit card trasaction fees. Will offset significant costs currently paid by City.

Anticipated to present to City Council by June 2022, to be implemented effective July 1, 2022. FY2021-2022 Tier 2 IT
Community Services
Reserve Policy Update
Update and create General Fund reserve policy, including funding levels for Equipment Replacement, Leave Liability, Pension Liability, and other reserves like Housing Reserve.

Anticipated project start date in early spring 2022.

Finance Committee will review the proposed updated
reserve policy, with presentation to City Council
tentatively scheduled for June 2022.

FY2021-2022
FY2022-2023
Tier 2
Cost Allocation Plan Update
Updating the City's Cost Allocation Plan is a multi-year process that is expected to begin in January 2023 and involves issuing a Request for Proposal (RFP) to hire a consultant to assist with this effort and presenting the updated plan to the Finance Committee and City Council.

Goal is to start the process by issuing a RFP by
January 2023. Staff estimates that a $30,000 budget
adjustment will be needed for this item. Cost will be
finalized after the RFP process is complete.

FY2022-2023 Tier 2 All
Research New Accounting System
Current system will be incompatible with other systems, ultimately making it difficult to enhance current system's functionality. Current software sunset date 3/1/2027.

Begin reviewing options and pricing of new system by
June 2023. FY2022-2023 Tier 2 IT
California Municipal Treasurers Association (CMTA)
Investment Policy Certification Program
Pursue CMTA Investment Policy Certification. CMTA program provides professional guidance and assistance in developing and/or improving investment policies that meet industry best practices for California's public sector agencies.

Begin certification process by April 2023. FY2022-2023 Tier 3 Streamline Accounts Payable (A/P) process
Research software to provide the ability to electronically store all invoices, providing ease in retrieving documents and reduce or eliminate paper.

Begin reviewing options and pricing of available
software by February 2023. Budget adjustments for
this item will be based on the streamlined A/P process
selected and cannot be estimated at this time.

FY2022-2023 Tier 3 IT

ADMINISTRATIVE SERVICES DEPARTMENT
Current Work Plan Items Below:

New Staff-Identified Work Plan Items Below:

Tier 1-Essential services; Tier 2- Important items that support City operations/values; Tier 3- Non-essential items that could be differed or eliminated 6 March 9, 2022 Item 01
FY 2021-2022 FY2022-2023 CIP AND SPECIAL PROJECTS WORK PLAN Item Name Description Status Fiscal Year(s) Tier
Supporting
Department(s)
Crest Canyon Wildfire Evacuation Plan
To satisfy a requirement of the referendum, staff is working with the Fire Department to prepare a wildfire evacuation plan for the neighborhoods adjacent to Crest Canyon.

The report, which will include a GIS-based traffic
analysis to estimate evacuation routes and times was
presented to the City Council on March 7, 2022.

FY2021-2022 Tier 1 Fire
Management Coordination of Multiple Major Rail-Related
Initiatives:

NCTD Fencing Proposal
Rail Realignment
Bluff Stabilization 5
San Dieguito Double Tracking
On-going coordination and advocacy work with SANDAG and NCTD on various projects happening in parallel, including Bluff Stabilization 5; potential installation of fencing along railroad bluff from Coast Boulevard to 4th Street; realignment of the railroad and tunneling; Coastal Connections Study; and San Dieguito Double Track project, which involves relocation of water/wastewater utility lines, a pedestrian undercrossing, a license agreement, and encroachment permits.

On-going coordination and advocacy work with
SANDAG and NCTD on various projects happening in
parallel.

FY2021-2022
FY2022-2023
Tier 1
Public Works
Planning
City Attorney
Implement New Solid Waste Franchise Agreement
Implementation of new solid waste contract and establishment of new solid waste rates must be complete by July 1, 2022, which includes significant staff time to transition to a new service provider; roll out new organics recycling services; coordination of transitioning to new provider-led billing; and completion of the Proposition 218 protest process.

The City Council approved a solid waste franchise
agreement with EDCO on February 22, 2022. The
contract and new services must be implemented by
July 1, 2022. The Public Hearing to establish the new
solid waste rates is scheduled for May 16, 2022.

FY2021-2022
FY2022-2023
Tier 1 Finance
Coastal Connections Conceptual Planning Study
Staff is working with SANDAG and NCTD on a grant-funded feasibility study to explore the opportunities and constraints for new safe and legal crossings (and lateral trails) of the rail corridor along the Del Mar Bluffs. The results of the study will include up to six preliminary design concepts, initial cost estimates, and regulatory approvals needed.

The project development team has identified the
preferred locations for the six concepts and is
currently developing the concept designs. The study is
anticipated to be completed by Summer 2022.

FY2021-2022
FY2022-2023
Tier 1 Planning
Utility Undergrounding Project
Citywide program to underground all utility poles, currently being managed by the City Manager's Office in partnership with the Public Works Department.

Tewa Court/10th Street nearly ready for construction;
Design underway for 1A and X1A.

FY2021-2022
FY2022-2023
Tier 2
Public Works
Planning
City Attorney
Powerhouse Park Tot Lot Renovation Project
Replacement of the Powerhouse Park Tot Lot using Prop 68 grant funds, City local match funds, and community fundraising. The project includes drainage improvements, new play surfacing, new play equipment, and minor landscape pruning.

The project is currently in the design phase and
preparing for the entitlements phase. Goal is to
complete the entitlements and get City Council
approval by July 2022, award a construction contract
by Fall 2022, and complete construction by December
31, 2022.

FY2021-2022
FY2022-2023
Tier 2
Planning
Public Works

CITY MANAGER'S OFFICE
Current Work Plan Items Below:

Tier 1-Essential services; Tier 2- Important items that support City operations/values; Tier 3- Non-essential items that could be differed or eliminated 7 March 9, 2022 Item 01
FY 2021-2022 FY2022-2023 CIP AND SPECIAL PROJECTS WORK PLAN Item Name Description Status Fiscal Year(s) Tier
Supporting
Department(s)
Implement Mandatory SB 1383 Organics Recycling
Requirements
SB 1383 went into effect on January 1, 2022, and requires the City to implement a number of educational efforts/programs related to organics recycling and edible food recovery. During this fiscal year, as there has been better understanding of the legislative requirements, staff is understanding that the obligations of the City are more robust than initially anticipated.

In progress to complete of several educational
requirements, including website updates and business
outreach, related to organics recycling and edible food recovery be in full compliance with State law and the
recently updated DMMC solid waste municipal code.

FY2021-2022
FY2022-2023
Tier 1 None
Multi-Jurisdictional Hazard Mitigation Plan
Every five years, the City must update its chapter (annex) to the County's Multi-jurisdictional Hazard Mitigation Plan by identifying threat hazards and mitigation strategies in order to be eligible for FEMA reimbursement and grant funding.

Staff has completed approximately 60% of the
required updates, which includes a series of FEMA
worksheets.

FY2021-2022
FY2022-2023
Tier 1
Planning
Fire
Delivery of Public Road Standards/San Dieguito Drive
Conversion
To satisfy a requirement of the referendum, staff is identifying the work required to address the road condition and looking at proportionality of use of San Dieguito Drive.

Staff is preparing to meet with property owner
representatives.

FY2021-2022
FY2022-2023
Tier 1
Public Works
Planning
City Attorney
Traffic and Parking Control - David Way
To satisfy a requirement of the referendum, staff is working with property owner representatives to understand the concerns and identify potential solutions for discussion and consideration.

Meeting occurred with property owner representatives
to discuss ideas. Referendum withdrawal agreement
did not identify a time requirement by which this item
will be completed. Staff focus has been on the other
more time sensitive Referendum Withdrawal
Agreement obligations.

FY2021-2022
FY2022-2023
Tier 1
Planning
Public Works
Community Services
Telecommunications Master License Agreements
At the request of two telecommunications carriers, staff is developing and negotiating Master License Agreements (MLAs) for small cell wireless facilities on existing City poles and traffic signals.

Staff is almost finished with one of the two MLAs that
will serve as a template for the other agreement. Staff anticipates bringing both agreements to the City
Council for approval by the end of the fiscal year.

FY2021-2022
FY2022-2023
Tier 2 City Attorney
Emergency Operations Plan Update
Staff worked with a grant-funded position in the Encinitas Fire Department to update the City's Emergency Operations Plan to bring it in alignment with current emergency planning standards.

A draft of the revised plan has been prepared;
however, additional review and refinements are
needed. The plan then needs to be approved by the
California Office of Emergency Services and the
County of San Diego Officer of Emergency Services
before it is adopted by the City Council.

FY2021-2022
FY2022-2023
Tier 2 All
City Manager's Office: New Staff-Identified Work Plan Items Below:

Tier 1-Essential services; Tier 2- Important items that support City operations/values; Tier 3- Non-essential items that could be differed or eliminated 8 March 9, 2022 Item 01
FY 2021-2022 FY2022-2023 CIP AND SPECIAL PROJECTS WORK PLAN

COMMUNITY SERVICES DEPARTMENT
Item Name Description Status Fiscal Year(s) Tier
Supporting
Department(s)
Junior Lifeguard Program
Lifeguard Division is performing preliminary work to re-launch City's Junior Lifeguard program after having been contracted out for 17 years. Initial set-up includes marketing, staff hiring, web content, transaction processing, and equipment procurement.

Lifeguard division has completed establishment of a
transaction processing system, preliminary marketing,
and equipment purchasing. Registration began March
1, 2022, with program launch June 20,2022. Staff
recruitment is ongoing with hiring and training
scheduled to take place April- June 2022.

FY2021-2022
FY2022-2023
Tier 2
Amend Parking Citation Bail Schedule
Parking Division preparing a City Council presentation of bail schedule research and options used in similar jurisdictions for Council review and consideration of a potential bail schedule amendment.

Research complete and staff is preparing an agenda
report for Council consideration.

FY2021-2022 Tier 2
Parking Citation Processing Vendor Selection Process
Prepare vendor request for qualifications (RFQ) for parking and administrative citation processing and servicing to include noticing, adjudication, and hearings.

Not started. Work proposed to start next fiscal year. FY2022-2023 Tier 2 Item Name Description Status Fiscal Year(s) Tier
Supporting
Department(s)
Finalize LCPAs for North Commercial (NC)
Zone/Professional Commercial (PC) Zone (6th Cycle
Programs 1A/1B)
Obtain final certification of NC/PC LCPAs from Coastal Commission to complete Housing Programs 1A and 1B.

City Council hearings pending for
introduction/adoption of ordinance accepting CCC
mods (Mar 7 and 21). CCC final cert May 2022.

FY2021-2022 Tier 1
Phase I - Affordable Housing Planning Studies (public
properties)
Conduct two feasibility studies related to affordable housing to understand space requirements and potential cost/funding source.

Next steps include visual representations of design concepts and community outreach.

Budget allocated for FY21-22. Contracts awarded.

Studies to be completed May/June 2022.

FY2021-2022
FY2022-2023
Tier 1 City Manager's Office
Phase II - Affordable Housing Planning Studies (citywide) Conduct two feasibility studies to understand incentives needed to spur affordable housing development in commercial zones and through deed restriction of ADUs as lower income units. Related to implementation of Housing Element Programs 1D, 1I, 1J, and 2A.

Studies are listed in scope of pending HAP Grant application.

Council authorization of task orders April 2022.

Budget request for FY22-23. Studies must be
completed by December 2022.

FY2021-2022
FY2022-2023
Tier 1 City Manager's Office
Fairgrounds Housing Strategy (6th Cycle Housing Element Program 3A)
Initiate process to secure agreement with 22nd District Agricultural Association (DAA) and affordable housing developer; identify how housing will count towards RHNA; binding agreement due by mid2024 or else contingency rezone program is required. Utilize findings of Phase I feasibility studies. Prepare RFP and select affordable housing consultant (spring 2022). Participate in Fairgrounds strategic planning process.

Funding allocated for FY21-22 and 22-23 and Phase I
studies underway. Need to prepare an RFP and
select a consultant.

FY2021-2022
FY2022-2023
Tier 1 City Manager's Office
Current Work Plan Items Below:

New Staff-Identified Work Plan Items Below:

PLANNING & COMMUNITY DEVELOPMENT DEPARTMENT
Current Work Plan Items Below:

Tier 1-Essential services; Tier 2- Important items that support City operations/values; Tier 3- Non-essential items that could be differed or eliminated 9 March 9, 2022 Item 01
FY 2021-2022 FY2022-2023 CIP AND SPECIAL PROJECTS WORK PLAN Item Name Description Status Fiscal Year(s) Tier
Supporting
Department(s)
Finalize LCPAs for 5th Cycle Housing Element Program
2G - Housing Element Implementation Overlay Zone and
Rezone of Watermark-Owned Parcels in NC Zone
Obtain final certification of LCPA from Coastal Commission to complete. Will apply new HEI-overlay zone and 20-25 du/ac density range consistent with the Community Plan (General Plan).

CCC hearing anticipated April 2022 FY2021-2022
FY2022-2023
Tier 1
Community Plan Safety Element Update
Update the Safety Element in accordance with the State law requirement that requires update with each Housing Element Cycle.

Coordination with Cal Fire and State Board of Forestry is required.

Draft is underway. Public review estimated for spring
2022. Planning Commission recommendation hearing
and City Council adoption hearings.

FY2021-2022
FY2022-2023
Tier 1
Prepare Objective Design Standards for By Right Housing (6th Cycle Housing Element Program 6G)
Prepare and process RFP and select consultant. Prepare and process ordinance to establish objective design standards for byright multiple dwelling unit development.

Funding allocated for FY21-22. Need to prepare an
RFP and select a consultant.

FY2021-2022
FY2022-2023
Tier 1
Incentives for Affordable Housing (6th Cycle Housing
Element Program 1I)
Use data from Phase II studies to prepare ordinance for adoption of streamlining/incentives to facilitate affordable housing to meet RHNA.

Phase II studies to be completed by December 2022.

Preparation/processing of ordinance for completion by
December 2024
FY2021-2022
FY2022-2023
Tier 1
Define Manufactured Housing/Mobile Homes per State
Law (6th Cycle Housing Element Program 1F)
Prepare and process ordinance/LCPA to implement required Housing Element program by December 2023.

Collecting information on State law prior to preparation of Ordinance.

FY2021-2022
FY2022-2023
Tier 1
Update Density Bonus Ordinance/LCPA (6th Cycle
Housing Element Program 1G)
Prepare and process ordinance/LCPA to implement required Housing Element program by December 2023.

Collecting information on State law prior to preparation of Ordinance.

FY2021-2022
FY2022-2023
Tier 1
Update Inclusionary Housing/Condo Conversion
Regulations (6th Cycle Housing Element Programs 4D/4E)
Prepare and process ordinance/LCPA to implement required Housing Element program by December 2023.

Collecting information on State law prior to preparation of Ordinance.

FY2021-2022
FY2022-2023
Tier 1
Amend PF Zone to Allow 20 du/ac and Process LCP Map
Clean Up
Prepare and process ordinance/LCPA to implement required density allowance per the Housing Element and clean-up of the LCP mapping to reflect Council rezone actions taken in 1997 consistent with existing General Plan.

Two Final Program EIRs cover these actions for PF
zone. Staff is preparing exhibits for the map changes
and ordinance needed. Must complete by December
2024.

FY2021-2022
FY2022-2023
Tier 1
ADU Ordinance/LCPA for Consistency with State Law
Prepare and process revised ordinance/LCPA for consistency with State law as needed to harmonize State housing law and the Coastal Act (i.e. requirement for replacement parking for garage conversions) and address inconsistencies previously identified.

Prior ADU Ordinance/LCPA expired Oct 2021.

Revised draft underway. PC/Council spring 2022.

CCC submittal summer 2022.

FY2021-2022
FY2022-2023
Tier 1
Extend ADU Pilot Program/Modify to Expand Incentives
(6th Cycle Housing Element Program 2A) and Promote
Creation of Deed Restricted Low Income ADUs (Program
2C)
Prepare and process ordinance before program expires (June 2022). Utilize data collected from Phase II affordable housing studies to identify incentives to incorporate to enhance program and promote greater participation to meet RHNA target of 15 lower income ADUs.

Ordinance introduction/adoption hearings May 2022 FY2021-2022 FY2022-2023
Tier 1
Environmental Justice Element for General Plan (6th Cycle Housing Element Program 6E)
Prepare new Environmental Justice Element and process General Plan Amendment to incorporate it into the General Plan. Program implements City's Affirmatively Furthering Fair Housing Goals. Must complete by December 2022.

Draft underway. Public review estimated May/June
2022
FY2021-2022
FY2022-2023
Tier 1
941 Camino del Mar Specific Plan - Development
Agreement & Housing Agreement
Prepare and process housing agreement for the 941 Camino del Mar Specific Plan.

Planning Commission recommendation hearing and
City Council adoption hearing will follow completion of legal review
FY2021-2022
FY2022-2023
Tier 1

PLANNING & COMMUNITY DEVELOPMENT DEPARTMENT
Cont'd: Current Work Plan Items Below:

Tier 1-Essential services; Tier 2- Important items that support City operations/values; Tier 3- Non-essential items that could be differed or eliminated 10 March 9, 2022 Item 01
FY 2021-2022 FY2022-2023 CIP AND SPECIAL PROJECTS WORK PLAN Item Name Description Status Fiscal Year(s) Tier
Supporting
Department(s)
Senate Bill 9 (SB 9) Implementing Ordinance/LCPA
Prepare and process ordinance to implement State law provisions consistent with CCC guidance to harmonize housing law with the Coastal Act. SB 9 provisions took effect January 1, 2022; however, the CCC confirmed that any application submitted prior to processing of the LCPA must be processed in accordance with the existing certified LCP to ensure protection of coastal resources.

Draft underway. Public review estimated May/June
2022
FY2021-2022
FY2022-2023
Tier 1
Complete Permitting for Sand Compatibility Opportunistic Use Program (SCOUP)
Council adopted SCOUP SCOUP MND and CDP in August 2020.

The City now needs to obtain multiple required federal and state agency permits. City Approved SCOUP will allow City to more readily accept beach quality sand for beach nourishment when available.

Permits are currently pending with resource agencies:

USACE, RWQCB, CCC, SLC, CDFW
FY2021-2022
FY2022-2023
Tier 2 Community Services
Finalize Parking Local Costal Program Amendment
(LCPA) for Business Support
Obtain final certification from CCC for ordinance/LCPA adopted by City Council and submitted to CCC December 2021. LCPA application is in process of CCC staff review FY2021-2022 FY2022-2023 Tier 2
Residential Care Facilities (6th Cycle Housing Element
Program 4A)
Prepare and process ordinance/LCPA to clarify this use type and bring the regulations into compliance with State law. Complete by December 2023.

Not started FY2022-2023 Tier 1
Emergency Shelters, Transitional Housing, Supportive
Housing, and Low Barrier Navigation Centers (6th Cycle
Housing Element Program 4B)
Prepare and process ordinance/LCPA for copliance with State law.

Develop procedures and informational handouts to connect people to resources. Must complete by December 2023.

Not started FY2022-2023 Tier 1
Amend Central Commercial (CC) Zone (6th Cycle Housing
Element Program 1C)
Prepare and process ordinance/LCPA per Program 1C to allow 20 du/ac density. Utilize data collected from Phase II affordable housing studies to determine what additional amendments if any should be incorporated to create adequate sites and facilitate affordable housing. Action is needed by December 2024.

Not started FY2022-2023 Tier 1
Initiate Affordable Housing Overlay Zone - if needed (6th Cycle Housing Element Program 1D)
Utilize data from Phase II affordable housing studies to evaluate whether to create overlay zone. Examples of sites for consideration include, hotels, the Plaza, and existing multi-unit development in RM-zone. City must prepare and process ordinance/LCPA per Program 1D if City has not secured at least 30 affordable units by 2025.

Work will follow completion of Phase II affordable
housing studies FY2022-2023 Tier 1
Update to Building Code
Prepare and process ordinance to adopt the latest California Building Code and incorporate local modifications as desired.

Routine update processed every three years.

Work will follow State adoption of new Building Code FY2022-2023 Tier 1 Digital Archiving Ongoing digital archiving of Building and Planning Records; ongoing scanning containers at PW Yard and City Hall storage Ongoing FY2022-2023 Tier 1

PLANNING & COMMUNITY DEVELOPMENT DEPARTMENT
Cont'd: Current Work Plan Items Below:

Tier 1-Essential services; Tier 2- Important items that support City operations/values; Tier 3- Non-essential items that could be differed or eliminated 11 March 9, 2022 Item 01
FY 2021-2022 FY2022-2023 CIP AND SPECIAL PROJECTS WORK PLAN Item Name Description Status Fiscal Year(s) Tier
Supporting
Department(s)
Conceptual Design for Living Levee Along San Dieguito
Riverbanks
Prepare a conceptual plan for a living levee (vegetated berm that acts like a sponge) as an adaptation measure to reduce flood risk consistent with the adopted Sea Level Rise Adaptation Plan (2018) and General Plan Safety Element. Consultant contract in place covers this item. Request for FEMA technical assistance (submitted Jan 2022) via BRIC program is pending.

Budget allocation needed to start consultant work FY2022-2023 Tier 2 Housing Acceleration Program (HAP) Grant Management
Staff submitted a SANDAG grant application requesting $225,000 to support various Housing Element implementation-related tasks to accelerate production of affordable housing (January 2022). If selected, staff will manage grant from April 2022-June 2023.

SANDAG to award grant funding in March 2022. FY2021-2022 FY2022-2023
Tier 1
Paid Parking Costal Development Permit
Obtain CCC approval of Coastal Development Permit to cover all existing paid parking facilities located citywide. The prior CDPs applicable to paid parking have since expired
CDP Application submitted Jan 2022. CCC staff
review in process.

FY2021-2022
FY2022-2023
Tier 2 Community Services
ADU Amnesty Program (6th Cycle Housing Element
Program 2B)
Prepare and process ordinance to establish an ADU Amnesty Program to allow owners with unpermitted ADUs to legalize their ADUs so the City can count them towards its housing inventory.

Not started. Work proposed to start next fiscal year. FY2022-2023 Tier 2 Tiny House Regulations (6th Cycle Housing Element
Program 2F)
Prepare and process ordinance/LCPA to clarify that tiny houses are allowed in accordance with the ADU regulations. Identify additional circumstances where tiny houses can be allowed.

Not started. Work proposed to start next fiscal year. FY2022-2023 Tier 2 Short Term Rental Regulations/Preservation of Existing
Housing Stock (6th Cycle Housing Element Program 5C)
Prepare and process ordinance/LCPA to regulate short term rentals. Housing Element identifies December 2024 as target deadline
Additional data and Council direction needed to
resume process
FY2022-2023 Tier 2

PLANNING & COMMUNITY DEVELOPMENT DEPARTMENT
Cont'd: Current Work Plan Items Below:

New Staff-Identified Work Plan Items Below:

Tier 1-Essential services; Tier 2- Important items that support City operations/values; Tier 3- Non-essential items that could be differed or eliminated 12 March 9, 2022 Item 01
FY 2021-2022 FY2022-2023 CIP AND SPECIAL PROJECTS WORK PLAN Item Name Description Status Fiscal Year(s) Tier
Supporting
Department(s)
Torrey Pines Bridge Deck Treatment Methacrylate Deck Treatment in accordance with Federal Highway Standards. Construction scheduled for June 2022 FY2021-2022 Tier 1 Jimmy Durante Boulevard Striping Re-Stripe travel lanes along Jimmy Durante Boulevard adjacent to Fairgrounds. Construction Scheduled for April 2022 FY2021-2022 Tier 1 17th Street / 20th Street / 25th Street Lifeguard Facility Repairs
Facility Repairs including Garage Doors, painting, plumbing, and electrical. In progress FY2021-2022 Tier 1 Community Services Powerhouse Repairs Restroom, waterproofing, and skylight deck repairs. In progress FY2021-2022 Tier 1 Community Services Major Facility Repairs Essential building repairs including exterior, doors/windows, electrical, plumbing, HVAC, fire, security systems. In progress FY2021-2022 Tier 1 Resurface 21st Street Tennis Courts Resurface / Restripe / Fence Repairs Construction Scheduled for April 2022 FY2021-2022 Tier 1 Camino del Mar Bridge Replacement Project
Replace Camino del Mar Bridge over San Dieguito River in accordance within Federal Highway Bridge Program requirements.

Environmental activities include Initial Study/ Mitigaated Negative Declaration in accordance with CEQA/ NPA guidelines. Subsequent project phases consist of Environmental Permitting, Design Review Board, Engineering Plans/Specifications, bid solicitation, and construction.

Preliminary Engineering / Environmental Planning
Phase. Design Engineer procurement process will
begin in Spring of 2022.

FY2021-2022
FY2022-2023
Tier 1 Planning
Category 1 Storm Drain Repairs Replace storm drain facilities that surpassed their useful life. Design Engineering Phase FY2021-2022 FY2022-2023
Tier 1
Annual Water System Priority Improvements Water System Repairs and Improvements. In progress FY2021-2022 FY2022-2023
Tier 1
Water Valve Replacement Project Replace broken control valves as identified in maintenance program.

In progress FY2021-2022
FY2022-2023
Tier 1
Annual Wastewater System Priority Improvements Wastewater System Repairs and Improvements. In progress FY2021-2022 FY2022-2023
Tier 1
Annual Bike Route Repairs Repair bike lanes on major arterials; CDM, JDB, Via de la Valle, Carmel Valley Road. Design Engineering Phase FY2021-2022 FY2022-2023 Tier 1
Storm Drain Capture Devices Required by California Regional Water Quality Control Board. In progress FY2021-2022 FY2022-2023
Tier 1
Clean Water
Consultant
Annual Small Area Pavement Repair Contract Citywide small area asphalt completions and repairs. In progress FY2021-2022 FY2022-2023
Tier 1
Los Penasquitos Storm Drain Repair Replace Corrugated Metal Pipe underneath Carmel Valley Road and outfall into Penasquitos Lagoon. Habitat Restoration Phase FY2021-2022 FY2022-2023 Tier 1
CDBG ADA Improvements Project Community Development Block Grant Funding for pedestrian ADA compliant improvements in Beach Colony. Design Phase FY2021-2022 FY2022-2023 Tier 1
Annual Pavement Management Program (baseline) Limited to essential repairs and pipeline replacement resurfacing. In progress FY2021-2022 FY2022-2023
Tier 1
Jimmy Durante Boulevard Bluff Repair Project Design and Construct Improvements to permanently protect Jimmy Durante Boulevard.

Waiting for private development of 1995 Seaview
Avenue (uphill property).

FY2021-2022
FY2022-2023
Tier 2 Planning
Public Works Building Repairs Building Exterior, roof, HVAC System, and window repairs. In progress FY2021-2022 FY2022-2023
Tier 2
Riverpath Del Mar Phase III Extend Riverpath Del Mar from Grand Avenue Bridge to Crest Canyon
Finalize MND and City Council CEQA Adoption
Scheduled for May 2022.

FY2021-2022
FY2022-2023
Tier 2 Planning
Annual Pavement Management Program (expanded) Expand program to include all streets with transparent GIS based schedule. In progress FY2021-2022 FY2022-2023
Tier 2 &
Tier 3
Current Work Plan Items Below:

PUBLIC WORKS DEPARTMENT
Tier 1-Essential services; Tier 2- Important items that support City operations/values; Tier 3- Non-essential items that could be differed or eliminated 13 March 9, 2022 Item 01
FY 2021-2022 FY2022-2023 CIP AND SPECIAL PROJECTS WORK PLAN Item Name Description Status Fiscal Year(s) Tier
Supporting
Department(s)
Potable Water Loss Standards State setting targets and monitoring loss in water distribution system Pending Legislation (State) FY2022-2023 Tier 1
Lead and Copper Rule Legislation Changes Additional monitoring of lead and copper at customer water services Pending Legislation (Federal/State) FY2022-2023 Tier 1 California Drought Response Tiered regional response, as-needed Pending State and Regional Requirements FY2022-2023 Tier 1 Water Use Efficiency Standards Changes Meeting State requirements for water outdoor per capita consumption Pending Legislation (State) FY2022-2023 Tier 1 San Diego County Water Authority Rate Structure Member Agencies interested in SDCWA revising rate structure. Pending FY2022-2023 Tier 1 Advanced Clean Fleets Legislation Changes 50% Zero Emission Vehicles by 2024, 100% by 2027 Pending Legislation (State) FY2022-2023 Tier 1 Sanitary Sewer Management Plans (SSMP) Legislation
Changes
Revised General Waste Discharge Requirements for wastewater collection systems, will require update to SSMP once passed. Pending Legislation (State) FY2022-2023 Tier 1 Annual Wastewater System Priority Improvements Wastewater System Repairs and Improvements. Construction Phase FY2022-2023 Tier 1 California Vehicle Code Speed Survey Posting Changes New legislation with more flexibility for Traffic Engineers to lower posted speed limits. Would require new speed surveys. FY2022-2023 Tier 2 Traffic Signal Backup Power Systems Design / Install backup power systems at 7 signalized intersections.

Estimated cost $100,000, could be split between two
fiscal years. This is considered a public health/safety item.

FY2021-2022
FY2022-2023
Tier 1
Terminate City of San Diego Wastewater Transportation
and Disposal Agreements
City Council consideration of options to amend or terminate Metropolitan Wastewater Commission Treatment and City of San Diego Wastewater Transportation Agreements. The City currently transports majority of its wastewater to the San Elijo Joint Powers Authority water reclamation facility in Encinitas via Solana Beach's system.

In-process FY2021-2022
FY2022-2023
Tier 1 City Attorney
Pickleball Pilot Study Pickleball Pilot Study
Included per Council direction for consideration;
significant staff time required - not recommended by
staff at this time.

FY2021-2022
FY2022-2023
Tier 3
Hoska Alley Development Develop City Right-of-Way off of Hoska Avenue between 8th Street and 9th Street .

Included per Council direction for consideration;
estimated cost is $500,000. FY2022-2023
Tier 3
20th Street Lifeguard Tower Driveway Design, permit, and construct driveway widening to utilize area vacated by encroachment from adjacent northern property.

Vacation scheduled for completion in April 2022;
estimated budget adjustment is $50,000. FY2022-2023 Tier 2 Planning Completion of 29th Street Seawall and Beach Access Area Design, permit and construct northern half of sea wall and beach access; City Right-Of-Way.

Previously put on hold due to property transactions
and COVID budget reductions; estimated budget
adjustment is $450,000
FY2022-2023 Tier 3 City Attorney
New Staff-Identified Work Plan Items Below:

PUBLIC WORKS DEPARTMENT
Cont'd: Current Work Plan Items Below:

Tier 1-Essential services; Tier 2- Important items that support City operations/values; Tier 3- Non-essential items that could be differed or eliminated 14 March 9, 2022 Item 01
COUNCIL “WISH LIST” ITEMS
Goals/Priorities Setting Workshop
March 9, 2022
 TSVS Ordinance Update
 Reengagement on STR Regulations in FY 2023 (Hsg Element identifies Ordinance to be adopted by December 2024 – Program 5C)
 Reevaluate City’s ability to collect a portion of Fairground Admission Fees  Improve NCTD parking lot at Viewpoint & paint NCTD Bldg on JDB (both require NCTD permission)
 Funding for Sparks Fellow to help with Climate Action Plan/Sustainability workplan items
 Ghost Gun prohibition (following County and Encinitas models)  Conduct a community survey (last survey completed in 2015)  Consider policy regarding ADU’s for housing only
 Restart UPAC
 Policy on use of outside lawyers
 Revisions to Oversized vehicle ordinance – intended to allow for additional enforcement
 Update to Climate Action Plan
 Building electrification ordinance
 Adoption of an ordinance allowing for cannabis and CBD retail sales/stores  Complete RFQ for attorney/legal services
 Median improvements (initial focus on North Beach area)  Reconsideration of expedited design of Riverpath Phase 3 (Council previously considered on 11/15 & 11/19)
15 March 9, 2022 Item 01
Advisory Committee Identified Items

ARTS ADVISORY COMMITTEE
Proposed Work Plan Items Alignment with Existing City Work Plan and/or Operations
Committee Identified Staffing and Financial
Impacts
Francoise Gilot Art/ Salk Institute Talk/ SD Symphony Event in April 2022 at Town Hall Not on current City Work Plan Staff time minimal Children’s Art Event Not on current City Work Plan Staff time minimal Photography and Dance Show in the fall Not on current City Work Plan Staff time minimal Plan a Sculpture Program for the City Hall Premises. Not on current City Work Plan Staff time moderate

FINANCE COMMITTEE
Proposed Work Plan Items Alignment with City Council Goals/City Operations Staffing and Financial Impacts
Review Updated Reserve Policy Tier 2, Current Work Plan Item Resources already allocated Review Mid-Year Annual Financial Report Operational Completed March 1, 2022 Review FY2020-2021 Annual Comprehensive Financial Report (ACFR) Operational Completed March 1, 2022
Review FY2022-2023 Capital & Operating Budget Update Operational Resources already allocated Review FY2022-2023 Preliminary Financial Report Operational Resources already allocated Review Measure Q Cash Flow Analysis including the financing of undergrounding Operational Resources already allocated
Review CalPERS Actuarial Valuation Reports Operational Resources already allocated

LAGOON COMMITTEE
Proposed Work Plan Items Alignment with City Council Goals/City Operations Staffing and Financial Impacts
Review and provide comments on upcoming proposal for living levee during early planning stages Tier 2, Current Work Plan Item FY22-23 TBD Participate in environmental reviews that will impact San Dieguito Lagoon and specifically the River Path Extension to Crest Canyon in 2022.

Tier 2, Current Work Plan Item Resources already allocated Review and if needed comment on the CEQA Environmental Report for the River Path Extension to Crest Canyon Tier 2, Current Work Plan Item Resources already allocated Monitoring predicted impacts to the San Dieguito Lagoon from Sea Level Rise (SLR) and collaborate with the Sustainability Advisory Committee to make recommendations to the City Council of preferred adaptive strategies
Operational and as needed as identified by
the City Council or staff (see living levy item
above)
Resources already allocated
Raise awareness about the San Dieguito Lagoon and trails through education, field work, and outreach Operational Requesting $500 for education programs, brochures and events Obtain and review past water quality reports not received to date and share findings with city staff and committee; have techinical expert consultant present to committee at televised meeting
Operational Requesting approximately $600 to televise and stream one committee meeting
Review lagoon inlet dredging and monthly water quality reports and communicate concerns to city and present findings at committee meetings
Operational Resources already allocated
Follow the progress and provide recommendations to the
Fairground’s plans for the parking lot adjacent to the wetlands as the comply with the Coastal Commissions mandate.

Operational Resources already allocated
Funding and staff time for monthly meetings Not on current City Work Plan TBD Investigate partnering with the San Dieguito River Valley Conservancy and/or WILDCOAST to offer field work such as planting and invasive plant removal to the Del Mar community. Goal of one workday event in 2022
Not on current City Work Plan TBD
Participate in the review for design of North County Transit District (NCTD) Lot as Gateway to River Path Trails and submit
recommendation to city council
Not on current City Work Plan TBD
Participate in WILDCOAST’s Blue Carbon Collaborative and receive and review the findings of the Blue Carbon Study in the San Dieguito Lagoon; Collaborate with Sustainability Advisory Committee on Blue Carbon Credits for City
Not on current City Work Plan TBD
16 March 9, 2022 Item 01
Advisory Committee Identified Items
PARKS and RECREATION COMMITTEE
Proposed Work Plan Items Alignment with City Council Goals/City Operations Staffing and Financial Impacts
Tot Lot Reconstruction Tier 2, Current City Work Plan Item Project resources allocated Court Street Park Resurfacing and Signage Tier 1, Current City Work Plan Item Project resources allocated Annual Survey of Public Paths and Trails Operational, required annually Resources allocated Review staff and Council identified projects and items as needed such as adopt-a-spot requests Operational TBD
Website Updates to Include Additional Information on Trails Not on current City Work Plan TBD; Requires IT and GIS consultant support

SUSTAINABILITY ADVISORY COMMITTEE
Proposed Work Plan Items Alignment with City Council Goals/City Operations Staffing and Financial Impacts
Assistance on the City’s new solid waste franchise agreement Tier 1, Current City Work Plan Item Resources already allocated, as identified by staff
Implementing the Climate Action Plan (CAP) Operational Base level resources allocated; CAP updates will require additional resources
Monitor activies of Clean Energy Alliance (CEA) Operational Resources already allocated Outreach related to SAC workplan items Operational TBD; requesting two televised meetings, cost approximately $1,200
Recommendations on what state and federal legislation Del Mar should support to address the climate crisis Operational Resources already allocated Draft a Resolution for Council adoption addressing Del Mar’s commitment to do its part to address the climate crisis and share it widely with our state, regional, local, and federal officials Operational TBD; minimal resources
Updating of the City Climate Action Plan (CAP) Not on current City Work Plan TBD; significant City staffing and resources; consulting costs
Building Electrification Ordinance (BE) Not on current City Work Plan TBD; significant City staff and City Attorney staffing hours required
Prepare recommendations on Tree Canopy related issues Not on current City Work Plan TBD; significant Planning Department resources
Recommendations on City actions to reduce consumption of plastics Not on current City Work Plan TBD Evaluate and make a recommendation regarding whether Del Mar should join the Institute for Local Government Beacon project Not on current City Work Plan TBD

TRAFFIC & PARKING ADVISORY COMMITTEE
Proposed Work Plan Items Alignment with City Council Goals/City Operations Staffing and Financial Impacts
Power backup for traffic signals (7 locations) and other safety-related items Tier 1, Current City Work Plan Item Resources requested as part of City Council Work Plan Anticipated and unanticipated high priority projects brought to TPAC by Staff, including Citizen initiated traffic mitigation measure applications
Operational/Staff identified item TBD
Assess signage for westbound traffic at intersection of Villa de la Valle and Camino del Mar Not on current City Work Plan Approximately $6,000 and 120 staff hours Addressing increased demand for public parking/traffic mitigation due to One Paseo (shuttle service, increased patronage) Not on current City Work Plan TBD Court St. additional parking accommodation, etc. Not on current City Work Plan Approximately $30,000 and 250 staff hours Red Curb/Tipping study, guidelines, plan and implementation Not on current City Work Plan Approximately $50,000 and 600 staff hours Study and recommend improvements by bicycle subcommittee for bike lanes, lockers, bike racks, bicycle safety, lane striping, etc. Not on current City Work Plan TBD; dependent on scope of work Public/Citizen Initiated Issues and projects that are outside of the fee-funded Citizen Application Process, as directed by the City Manager
Not on current City Work Plan TBD; approximately $20,000 and 100 staff hours
TPAC recommended items and projects Not on current City Work Plan TBD; Suggesting $10,000 place holder and 40 staff hours
17 March 9, 2022 Item 01

SUMMARY OF DEPARTMENT OPERATIONS

GOAL SETTING WORKSHOP
MARCH 9, 2022
CITY MANAGER’S OFFICE
 Manage all City departments, operations, and City Council work plan  Provide City Council support
 Manage the City Council Goals and Priorities, including the goal setting process and progress toward completion
 Provide Citywide budget review and monitoring
 Manage the City’s public information function, including citywide communications, social media, weekly electronic newsletter, and City response to media requests  Management of legislative advocacy, including coordination with lobbyist, preparation of advocacy letters, and development of the City Council Legislative Policy Guidelines
 Customer service for sensitive and complex issues
 Public safety management and oversight
o Manage Sheriff’s contract
o Manage Fire Department and issues related to CSA-17
o Emergency management coordination
 Led City’s emergency preparedness efforts (e.g., Emergency Operations Center, Community Emergency Response Team coordination, Fuel Reduction Program, Hazard Mitigation Plan update, etc.)
 Oversee legal requests and City’s legal services contract  Liaison to Del Mar Fairgrounds (traffic/noise issues, peak activities, policy matters)  Intergovernmental coordination with other agencies, such as SANDAG, NCTD, California Coastal Commission, the City of San Diego, County of San Diego, and League of California Cities  Coordination of efforts related to homelessness
 Management of the Utility Undergrounding Project
 Provide project support to departments on an as-needed basis, such as continuing to process Encroachment Permits (typically a Planning Department function) and coordinating the Powerhouse Tot Lot project
 Manage City’s real estate, telecommunication, and cable franchise leases  Coordination efforts for major special events, such as Breeders’ Cup, opening day at the Del Mar Racetrack, peak summer activities  Provide staff support to:
o Sustainability Advisory Committee
o Lagoon Committee
o Arts Advisory Committee
o Del Mar Village Association
o Del Mar Non-Profits
 Implement the City’s Climate Action Plan and sustainability initiatives  Maintain “Go Green Del Mar” and other project websites  Manage solid waste franchise agreement and compliance with organics recycling requirements
 Staff support for the Regional Solid Waste Association  Administer Public Art approval process (as applicable) 18  Final review and approval of all Encroachment PermitsMarch 9, 2022 (over 100 in 2021)
Item 01
Pg. 2 of 9
 Review and finalize all City Council agenda reports
 Provide management oversight of City policy and procedures manuals  Provide organizational training and coaching to staff  Oversee and manage various City grants
 Manage and administer Community Funding Request program

ADMINISTRATIVE SERVICES DEPARTMENT
Finance
 Water Utility Billing (new accounts/shut offs, bi-monthly billing, customer service)  Business License/Permitting Programs (issue new licenses, process annual renewals; taxicab permits, nuisance alarm violations; massage permits)  Budget Development and Administration (Two-year budget process; Mid-year budget process; second year budget update)
 Accounting Functions (accounts payable; accounts receivable; payroll)  Year-End Audit; Annual Compliance Reporting (single audits; annual street report; Transnet audit; local government compensation reporting; other required annual tax compliance reports)
 Semi-annual Financial Reporting
 Treasury Function (quarterly reporting of cash and investments) City Clerk
 Processing of Public Record Act (PRA) requests (Approximately 270 annually)  Agenda/Minutes Production for City Council and City Committees (annual Council meeting schedule; Agenda packet production, posting, distribution; production of meeting minutes)
 Legal Advertisements/Public Noticing
 City Committee/Board/Commissions (conduct committee recruitments annually; onboarding of new members; committee roster and webpage management; facilitate Council local appointment process; maintain and update policies)  Form 700 Conflict of Interest Filing and ethics training compliance  Records Management (hardcopy and electronic files)
 Process Recorded Documents
 Process Municipal Code Amendments
 Contract Administration (maintain standard templates; contract review; routing; and maintain contract tracking database)
 Processing and maintaining vendors’ certificates of insurance required by contracts
 Municipal Election Activities (coordination with County Registrar of Voters (ROV); preparation of necessary election resolutions; ballot measure processing; candidate filings and campaign reporting; website updates/public information; swearing in of new Councilmembers)
 Management of remote public meetings for City Council and advisory committees in partnership with IT
 Biannual review and update of the City’s Conflict of Interest Code 19 March 9, 2022 Item 01
Pg. 3 of 9
 Maintain Public Records Act request, City Council, agenda, and public meeting calendar webpages.

Human Resources
 Administer COVID-19 Prevention Program and related policies; monitor changing regulations to ensure City compliance; manage COVID-19 leave programs; compliance with vaccination requirement policy.
 Employee Recruitments/New Hire Processing and onboarding: Full-Time and Part-Time, Seasonal (it should be noted that the seasonal hiring process is a significant annual undertaking)
 Personnel Matters (investigate complaints; discipline; counseling, etc.)  Negotiation of Labor Agreements
 Employee Benefits (Coordinate annual open enrollment process in June; provide year-round assistance to new hires and existing employees)  Processing Workers Compensation; Short-Term Disability; Family Medical Leave; Pregnancy Disability; Unemployment claims
 Administration of City Worker’s Compensation Program (claims processing and tracking; supervisor training; coordination with W/C insurance provider)  Employment and Salary Verifications as requested by third parties  Oversee City’s Department of Transportation (DOT) Class B Drivers Program  Coordinate and Track Employee Training
 Wellness and Illness/Injury Prevention for Employees
 Administer the City’s Public Agency Retirement Services (PARS) program for parttime employees  Process Public Employee Retirement System (PERS) and 457(b) Plan enrollments and employee changes
 Ongoing review and processing of necessary updates to job descriptions and compensation research
 Process payroll changes in coordination with Finance
 Tracking/Processing of Evaluations (prepare evaluation templates; track evaluations; work with departments on timely completion)  Ensure personnel practices are compliant with state/federal law  Maintain Human Resources webpage and job postings, and internal SharePoint page for employees
 Annual review and update of personnel and hew hire forms to ensure compliance with federal and state requirements
Risk Management
 Claims Tracking & Processing (Claim review; coordination with City Third Party Administrator (TPA); issue rejection letters; track status; notification to selfinsurance provider, etc.)  Track all City related litigation; coordinate with the City Attorney’s office; compile litigation discovery; and represent the City at mediation.  Coordinate insurance coverage through the City’s self-insurance Joint Powers Authority provider CSAC Excess Insurance Authority (EIA) 20 March 9, 2022 Item 01
Pg. 4 of 9
 Risk management training and best practices
 Annual and quarterly reporting in partnership with TPA Information Technology
 Provide end-user technical assistance and support for issues related to computer systems, software, and hardware
 Administer City software systems (TRAKIT permitting system; EDMS document management system; Eden financial system; Executime electronic timecard system; utility billing system; Granicus committee management software; etc.)  Provide support for City-wide Voice-over-IP phone system including troubleshooting and configuration of phones and voicemail accounts  Install, modify, and repair computer hardware and software  Administer and support City’s email system and Office 365 environment. (Monitor and manage email security and spam filtering; create user accounts; reset passwords; and configure email accounts)
 Support and maintain SharePoint City Intranet.
 Resolve technical problems with Local Area Networks (LAN), Wide Area Networks (WAN) including internet and point-to-point fiber connectivity.  Configure, manage, and install network printers and other network devices such as wireless access points and security cameras. Administer the door access control system.
 Maintain the City’s GIS system and parcel database.
 Provide support and administration for the City website.  Conduct technology research and participate in professional organizations to stay current with technology trends and best practices.
 Monitor, administer, maintain, and improve the cyber-security infrastructure.  System administration, patches, and upgrades to servers, desktops, and software.  Administer data backups and offsite tape storage.
 IT Project management and collaboration with other departments for special project work.
 Develop and implement IT best practices, policies and procedures.  Maintain inventory of hardware and software. Manage maintenance contracts and software licensing as needed.
 A/V systems and meeting support. Load presentations, assist end users and the public using conference rooms and Town Hall A/V.
 Provide administration for SQL Server and database availability and backups.  Assist with administration of Public Works Scada infrastructure (monitor of water and sewer system).
 IT Training (Online training for Microsoft technologies, cyber-security, and other relevant topics as time. Provide in-house training on software systems.  Administration of Del Mar Television (DMTV) contract. 21 March 9, 2022 Item 01
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COMMUNITY SERVICES DEPARTMENT
Manage Lifeguard, Parking, Beach and Community Patrol, and Powerhouse/Open Space divisions
 Perform ocean, cliff, SCUBA, and swiftwater rescues throughout the City and via mutual aid throughout the County
 Provide emergency care and first aid in City parks, beach, and assist Fire Department in residential and commercial zones as needed  Lifeguard Academy – Coordinate and train new lifeguard staff for over 100 hours of training each May
 Junior Lifeguard Program that serves 230 children ages 9-15  Perform wildlife rescue services in coordination with Sea World, Wildlife Assist, and San Diego Humane Society
 Manage 800 MHz radio communications purchasing and oversight  Provide staff with training and certification in CPR, first aid, cliff rescue, and swiftwater rescue
 Quarterly beach and bluff overhead drone photo and video documentation and as needed for other City departments or efforts
 Enforce municipal code on beach, parks, and throughout the City  Manage parking program throughout the City
 Enforce City, County, and State parking laws
 Install, maintain, service, and perform collections from 62 single and multi-space parking meters
 Oversee planning, permitting and staff for special events at the City’s public beach, parks, Powerhouse Community Center, and Civic Center  Provide supplemental public enforcement patrol services throughout the City  Manage surf and volleyball camp operators
 Co-manage operation of City loader and beach cleaner to maintain public beach access and protect public property
 Clean and maintain public restrooms at the Beach Safety Center and Powerhouse Community Center
 Maintain signage on public beach and parks
 City Committees – Monthly staff representation on Traffic and Parking Advisory Committee and Parks and Recreation Committee
 Represent City in regional lifeguard and enforcement efforts – Lifeguard staff contribute to regional efforts through membership and coordination with various agencies and organizations
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PLANNING & COMMUNITY DEVELOPMENT DEPARTMENT
 Process 400+ discretionary permits annually for conformance with the Design Review Ordinance, Zoning, Local Coastal Program, Community Plan, and CEQA  Provide customer service at the public counter, emails, phone, and website  Staff public meetings including the Design Review Board, Planning Commission, City Council and support to several committees
 Administer the Citizens’ Participation Program (CPP) – part of Design Review  Provide Code Enforcement services with nearly 300 cases  Administer permitting for encroachments in public rights-of-way  Administer permitting for development in the floodplain  Provide processing and CEQA support for capital improvement projects including utility undergrounding, replacement bridge on Camino del Mar at San Dieguito River, Riverpath Phase III extension, and Sea Level Rise Impact Study to City infrastructure
 Manage the City’s Building Services contract – plan check, permits, and inspections
 Manage the City’s Clean Water program –compliance, education, noticing, reporting
 Manage the City’s permit database
 Continue to implement digital application submittal and digital archiving of public records
 Support Citywide fee schedule updates for Planning-related fees  Provide status reporting to Council on the Design Review Guidelines and CPP  Prepare quarterly updates to Council on Planning Dept status and projects  Manage permits/amendments of Specific Plans including Hotel SP and Plaza SP  Complete parking management implementation follow up/monitoring reports at 1201 CDM building and Del Mar Plaza
 Prepare Housing Element Annual Progress Reports and website and ongoing actions related to housing resources and housing assistance  Prepare public info materials (i.e. web updates and FAQs) for Accessory Dwelling Units and Short Term Rentals
 Develop annual/bi-annual reporting to 14 agencies on various items  Attend monthly coordination meetings with CCC, SANDAG, NCTD 23 March 9, 2022 Item 01
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PUBLIC WORKS & ENGINEERING DEPARTMENT
 Emergency critical infrastructure response preparations including potable water storage, back-up generators, and emergency response contractors  Wastewater system State Water Resource Control Board permit compliance including; management plan, maintenance, reporting, and emergency responses.  Water system Regional Water Quality Control Board / Department of Environmental Health Water System Drinking Water Operational Permit compliance
 Storm drain system compliance with the City’s San Diego Regional Water Quality Control Board Municipal Stormwater Permit
 Water/Wastewater treatment/transportation contract administration, invoicing, and operations coordination with City of San Diego, San Diego County Water Authority, City of Solana Beach, Del Mar Fairgrounds, and the San Elijo JPA  City representation in assigned regional organizations including SDCWA General manager’s meeting and Metro Wastewater JPA Committee
 Oversight and administration of approximately 35 specialty maintenance contracts including, water testing, street sweeping, asphalt repairs, solar systems, landscape maintenance, elevators, security systems, and pipeline cleaning  Oversight and administration of approximately 20 as-needed professional services contracts including municipal/traffic/design/geotechnical engineering, construction management, architectural, and telemetry services
 Submittal of approximately 50 annual regulatory/compliance/certification reports, including Environmental Protection Agency (drinking water), CALTRANS (Federal Highway Bridge Program), California Water Boards, County Department of Environmental Health, and the San Diego Air Pollution Control District  Capital Improvement Program Management (CIP, wastewater, water, storm drain, undergrounding, paving); planning, design, construction, expenditure rate setting, budgeting and budget adjustments
 CALTRANS / Federal Highway Bridge Program compliance
 Personal injury/property damages claims/lawsuits research, responses, depositions
 Work order management for streets, parks, beaches, landscaping, and tree repairs  Citywide and Beach maintenance operations for trash / recycle receptacle emptying /abandon property disposal /doggy bag dispenser  Facility Maintenance and Repairs for all City Buildings including Community Connections Building and Del Mar Library
 Janitorial services oversight and coverage at all city parks, beaches, and buildings.  Public right-of-way permits review and approval and reviews City permits and conditions for public and private development projects
 Review and approval of private property discretionary applications and final building permits for conformance with engineering conditions and infrastructure upgrades with proposed improvements
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 Annual Storm Drain System cleaning
 Storm Water preparation activities including sandbags and inlet clearing  Storm Water Response activities including street sweeping, and tree removals  Storm Drain Inlet Trash Capture Devise Program
 Water meter upgrades and replacements, monthly billing readings, and turn on and turn off requests, construction water meter billing  Water Valve exercising and replacement program
 Annual Sewer System Cleaning
 Quarterly Sewer System “Hot Spot” Cleaning
 Daily sewer pump station monitoring, operation, and maintenance  Annual sewer pump station wet well cleaning
 Administer Fats Oil and Grease Program with local restaurants  Tree Maintenance Program Administration (1,500 City trees)  Landscaping and maintenance at City parks and beaches including basketball and tennis court repairs
 Periodic bike lane and road edge, public pathways, and public easements vegetation clearing
 Minor roadway surface and sidewalk repairs
 Citywide Sidewalk sand and debris cleaning
 Graffiti and sticker abatement
 Traffic signal equipment repairs and maintenance; monthly streetlight checks  Traffic signs and delineator repairs/replacements
 Traffic signs/delineators repairs and replacements
 Street Sign Retroreflectivity Replacement Program (1,150 of 1,890 signs were deficient, safety signs complete, street signs ongoing)  Traffic Parking Advisory Committee (TPAC) Liaison
 Del Mar comprehensive citywide Traffic Data Collection, web site updates, database administration, interagency reporting
 Traffic striping repairs
 Parks and Recreation Committee liaison
 San Dieguito River Valley Conservancy liaison and mitigation areas workshops  Bark Beetle Reduction Program implementation
 Sand Grading Operations for Beach Access and Powerhouse Park protection.  Beach Raking/Cleaning Operations
 City Facilities Cyclic Maintenance Program development  Public Records Act responses
 Fleet Inventory, SMOG certifications, and vehicle maintenance  Equipment Maintenance and Repair/Replacement Program Budgeting  Manage Supervisory Control and Data Acquisition (SCADA) equipment and software to electronically monitor water and wastewater systems  Full time phone coverage and email inquiries / resident responses 25 March 9, 2022 Item 01
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 Grant research and applications
 Adopt-A-Spot Program administration
 City of Del Mar’s Public Tree Policy Manual update with City Arborist  Public Works Fees Study and updates
 Operational and capital expenses invoicing
 Dig Alert mark-out request
 Bench donation and replacement program administration  Annual Bridge Cathodic Protection System Monitoring
 Annual Tot Lot inspection and certification
 Monitor and comply with changing infrastructure regulatory regulations  Stormwater / wastewater / water system master planning  Preliminary Capital Improvement Project planning feasibility studies 26 March 9, 2022 Item 01