Solutions: As suggested by DRB members, to increase the buffer between the roof deck and any neighbors, we have added a perimeter of planters (also suggested in the Design Guidelines for decks not facing the street). As also as suggested by DRB members, the area of the roof deck has been reduced (by 111 sf). See building elevations on sheet A4 and A5, and the second-floor plan on sheet A2.
EXHIBIT B 81 February 23, 2022 Item 1 Attachment E 217 May 2, 2022 Item 09 1 Jennifer Gavin
From: Kelly Welch <[email protected]>
Sent: Friday, December 17, 2021 7:57 PM
To: Jennifer Gavin
Cc: [email protected]
Subject: Ziskin Application
CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe.
To the Del Mar Review Board:
My name is Kelly Welch. I spoke briefly at the meeting on Wednesday, Dec. 15 in support of the Ziskin’s application to build on their property at 624 8th Street. I wanted to add a few more points.
At the meeting, the South side of 8th Street was referred to as the City of San Diego. That is not the case. I live in a “two story” home in Olde Del Mar 3 homes West of the Ziskin’s on the South side of 8th Street at 431. West of me on 8th Street are 4 more two-story homes and also directly across the street from me is a two-story home, which is only 3 doors down from the Ziskin’s. The owners of 434 8th Street, which is 4 doors down from the Ziskins would like to build a two-story home also. As the properties are sold and as long as the homes are situated so as not to block views, because our lots are not that large, a two-story home is necessary to give a family the space needed.
We on 8th Street would like to see these older, run-down homes brought up to date to make the street eventually beautiful as is fitting for our wonderful beach city. The home the Ziskin’s are attempting to build would be such an improvement to 8th Street and to our community. It is beautiful and well thought out. It is so nice to see younger families coming to live in our Community, but we have to allow them the opportunity to do so.
Sincerely,
Kelly Welch
EXHIBIT C 82 February 23, 2022 Item 1 Attachment E 218 May 2, 2022 Item 09
TELEPHONE
760.943.0100
FACSIMILE
760.943.0942
THE LAW OFFICE OF
RICHARD R. RICE
ATTORNEY AT LAW
1084 NORTH EL CAMINO REAL, SUITE B121
ENCINITAS, CALIFORNIA 92024-1334
EMAIL
[email protected]
WEBSITE
www.rrrlaw.net
February 10, 2022
VIA EMAIL ONLY - [email protected]; [email protected] Ashley Jones
City Manager
City of Del Mar
1050 Camino Del Mar
Del Mar CA 92014
Leslie Devaney
City Attorney
City of Del Mar
1050 Camino Del Mar
Del Mar CA 92014
Re: DRB 21-018
CDP 21-012
LC-21-008
Mses. Jones and Devaney:
I represent Janet Wilson and Nigel Hook, owners of the property located at 635 Hoska Drive, Del Mar CA 92014. I am writing concerning the Design Review Board’s (“DRB”) consideration of the above-referenced applications (collectively, the “Applications”) submitted to the City of Del Mar (the “City”) by Matthew and Chelsea Ziskin (collectively “Ziskin”), owners of the property located at 624 8th Street, Del Mar CA 92014 (the “Ziskin Property”).
The Applications initially came before the DRB on December 15, 2021. In interactions between my clients and board member Tina Thomas prior to the December 15 hearing, and based on statements made by Ms. Thomas at the hearing, it is clear that she is biased and should recuse herself from participation in the consideration of the Applications.
Ms. Thomas and fellow DRB member, Gala Yayla, visited my clients’ home on December 10 as part of their preparation for the December 15 hearing. From inside my clients’ home, Ms. Wilson showed them the view which is under dispute because it is directly related to the consideration of the Applications under the City’s Design Review Ordinance (“DRO”).
Ms. Thomas immediately questioned Ms. Wilson about an “unauthorized” trimming of a hedge. Ms. Wilson explained that at the time the trimming occurred the hedge was believed to be on the property line and that it had been maintained as such for fifteen years. Ms. Thomas responded “that” would be decided at the upcoming City Council hearing referring to my clients’ request for a de novo hearing regarding the Planning Commission’s denial of their application under the City’s Trees, Scenic Views and Sunlight ordinance.
The meeting inside became uncomfortable because Ms. Thomas unnecessarily brought up the hedge and view dispute two more times. Ms. Wilson showed both Ms. Thomas and Ms.
Yayla a report created by Mark Sarojak, an expert in satellite imagery. After reviewing the images, Ms. Yayla noted there was a consistency between the 2012 and 2015 images (as EXHIBIT C 83 February 23, 2022 Item 1 Attachment E 219 May 2, 2022 Item 09 Ashley Jones
Leslie Devaney
February 10, 2022
opposed to the other “green” images) and pointed this out to Ms. Thomas. Ms. Thomas turned away and did not acknowledge this new information. When Ms. Wilson replied with something Ms. Thomas didn’t want to hear, Ms. Thomas would cut Ms. Wilson off and defer to the upcoming City Council hearing. Repeatedly bringing up the view dispute, and then not listening to my clients’ concerns on the merits of the Applications under the DRO, demonstrates Ms. Thomas bias against them.
When discussing the bulk and mass concerns under the DRO, Ms. Thomas volunteered that a two-story design would allow for a larger yard, and adding that she, like the Ziskins, had 4 kids and so she knew how difficult that was. Mses. Thomas and Yayla then went out onto my clients’ deck and entertainment area.
Next, the group went onto my clients’ lawn and Ms. Wilson pointed out the looming story poles and how a structure that tall would affect the use of their yard and the ability to enjoy their property and sunsets. The story poles were imposing and Ms. Yayla recognized the impact it would have as she was toured the property, looking at different angles, and considering whether the design was consistent with the DRO. Ms. Thomas made no comment, and seemingly failed to consider the DRO and the project’s impact from my clients’ point of view.
Ms. Wilson suggested that the group go up to the garage/guest house balcony to view the neighborhood. Ms. Wilson again attempted to explain to Ms. Thomas the impact a twostory home would have on being able to enjoy her home. Ms. Thomas had the Ziskin plans with her which showed the existing structure was out of compliance being over FAR by 19 square feet. Ms. Thomas point out that to be in compliance the new home would be small and again brought up the Ziskins’ need to increase the size of their home to accommodate their four children. Ms. Wilson observed that the Ziskins were aware of the character of the property when they purchased it, and that the fact that their family has since grown would not be a justification for the construction of a new home that did not comply with the DRO. Ms.
Thomas took offense to that comment by saying, “Watch it, I have four kids.” It was obvious to Ms. Wilson from this exchange, that Ms. Thomas related on a personal level to the Ziskins, and was biased against my clients.
The DRB is a quasi-judicial body the role of which is to (1) take evidence from affected parties, and (2) make decisions based on its findings. In making its decisions, the DRB is to be guided by existing laws, regulations, policies, or standards. It is not appropriate for board members to base their decisions on what they believe the laws, regulations, policies, or standards should be.
During the DRB meeting on December 15th it was disconcerting to my clients how obviously biased Ms. Thomas was. Not only was Ms. Thomas obviously biased, but her comments were in direct conflict with the DRO which she had sworn as a member of the DRB to uphold.
EXHIBIT C 84 February 23, 2022 Item 1 Attachment E 220 May 2, 2022 Item 09 Ashley Jones
Leslie Devaney
February 10, 2022
The DRB’s Policy Manual provides at Section 1.1 that the purpose of the design review process is to ensure that the design of a proposed project:
1. Complies with the development standards in the Zoning Code (Title 30 of the Municipal Code;
2. Does not violate the design regulations set forth in the DRO (Chapter 23.08 of the DMMC);
3. As applicable, does not conflict with any of the land conservation findings set forth in Section 23.33.040 of the DMMC; and
4. As applicable, meets all conditions for a Coastal Development Permit set forth in Section 30.75.140 of the DMMC.
The Policy Manual further provides that, “During deliberation and decision-making, the DRB shall address only how the proposed design conforms to the Zoning Code, DRO, Land Conservation Ordinance, Coastal Development Ordinance, and Tree Removal provisions, as applicable. In its deliberation and decision-making, the DRB shall consider the Citywide Design Guidelines in determining compliance with the DRO.”
Again, it is not the role of the DRB to pass judgement on policies. All policy decisions, and the discretion that may be exercised, are reserved for the Planning Commission and City Council. The DRB is to apply the existing DRO to the application under review. It is not appropriate for the members of the DRB to consider or impose personal design preferences or opinions.
Ms. Thomas’s qualifications to serve as a member of the DRB in the first place are questionable. This is Ms. Thomas’ first term as a DRB member which began on April 5, 2021.
Ms. Thomas previously applied four times to serve on the DRB and was not selected. She applied twice for an ad hoc committee created to review the DRB’s internal processes and was not selected.
In an email to Matt Bator, Principal Planner, dated August 3, 2017 with a subject line, “AD Hoc Design Review proposed guidelines REVIEW,” Ms. Thomas expressed her personal opinions about what should be changed in the DRO. In the years since that email was sent none of Ms. Thomas’ opinions have been adopted into the DRO.
Having finally been appointed to the DRB, it is apparent that Ms. Thomas still holds those opinions and seeks to impose them rather than following the existing DRO. Again, it is not the role of the DRB to pass judgment on policies. All policy decisions are reserved for the Planning Commission and the City Council. The DRB is to apply the existing DRO to the application under review. It is not appropriate for the members of the DRB to consider or impose their personal design preferences or opinions.
EXHIBIT C 85 February 23, 2022 Item 1 Attachment E 221 May 2, 2022 Item 09 Ashley Jones
Leslie Devaney
February 10, 2022
One example of Ms. Thomas’s bias is that during the hearing on the Applications she repeatedly requested Brian Church, Ziskin’s architect, to show the image below.
This is a Photoshopped image to depict how the proposed new home will supposedly appear from the street view. For a number of reasons, this image cannot reasonably be used as a depiction of how the new home would actually appear:
1. Photoshop (not accurate);
2. It is the most complementary angle;
3. It does not show lot lines;
4. A car is covering 25% of the image; and,
5. The image most likely does not accurately depict the pad being raised 2.5-feet.
Relying on a misleading image as a depiction of fact, Ms. Thomas observed, “The scale of it - It is tucked in it is … umm even though there’s some grading involved … it’s still below street grade. So, it’s going to read smaller scale by virtue that any home that’s below grade it’s just gonna to get more diminished because of that.”
Again, relying on a misleading Photoshopped image, she continued, “If you look at the contrary - to the neighbor to the east, they are risen and you can look at the view I’m looking at it, you can see the difference between a home down below grade and the one on the east above grade. And if you put them side-by-side they’d look different but even when one is up higher EXHIBIT C 86 February 23, 2022 Item 1 Attachment E 222 May 2, 2022 Item 09 Ashley Jones
Leslie Devaney
February 10, 2022
than the other it looks different so being below grade is definitively not… it’s helping the scale.
It’s not a scale problem.”
Later, Ms. Thomas asked the other members of the board to explain their concerns about “looming” and she again asked that the misleading image be displayed, saying, “It’s a street rendering and it shows how it really sits down on the lot and it just doesn’t read excessive because the majority of the home is below grade so your second story doesn’t read as 24-feet. It reads as … I think someone even mentioned it … 18-feet which is about a one-story house. So, it doesn’t read especially you’re looking at lot like I’m looking at like the neighbors it doesn’t read is a two-story home from all vantage points… some, some of them yes, but so overall I think that”
The architectural scale drawing contained in the packet provided by staff to Ms. Thomas shows actual elevations with the proposed increase in elevation. The green on the lower right side appears to be the only part of the house which is below street grade. The “majority” of the house is NOT below street grade. In fact, the majority of the house is looming over Ms.
Wilson’s yard.
Ms. Thomas continued, “And I think we have to be really careful that if we sit there and try to align our lots so they’re all in a row that starts to become a little bit too worrisome and tie into being more compatible with a tract neighborhood … this is a meandering neighborhood.
The beauty of this neighborhood is that you have that our homes further back and forward and that allows that each home the privacy of views that you’re trying to achieve especially you’re going down the hill.”
Again, this statement is an expression of Ms. Thomas’s opinion, and fails to recognize that the front-yard setback is not compliant with the DRO. The setback here is 6.5-feet closer to the front property line than the surrounding homes. Staff’s report “Design Guideline C.1 B (should be C.1 D) recommends that in cases where setbacks along a street are varied in the neighborhood, new homes should match those of adjacent homes.” Ms. Thomas’s responsibility EXHIBIT C 87 February 23, 2022 Item 1 Attachment E 223 May 2, 2022 Item 09 Ashley Jones
Leslie Devaney
February 10, 2022
as a member of the DRB is to support the Del Mar Community Plan and the DRO, not to selectively reinvent them to suit her own opinions.
At the end of meeting when it was obvious the Applications would be continued, the following dialogue occurred:
Ms. Thomas: “Glenn can I ask a question in terms of I kind of agree with the wall with a view to the east of the scale of the yard is larger so it’s a small percentage of it but because the landscaping has been such an issue for this project I don’t know how we are to look at it if there was a hedge that has basically no view because if the hedge the hedge went all the way along property line then that wall can we affect that wall living there by adding Landscaping there? And then Brian if you if you go back to the picture that you brought up on Page 55 that shows it below the street I kind of want clarification from those who think it’s looming to explain so that I can better understand I mean it’s sitting below the street and reads is not a two-story house so I’m having a hard time understanding concern so I’d love a little bit of clarification from my point of you thank you”
Glenn Warren, DRB Member: “I guess I it’s just my perception when I look at it. And I understand what you’re saying it’s not the stories coming directly up on the street, but because of where it situated I get a sort of a pause in feeling which I don’t get it with some of the other two-story houses that I see on the block with their situated for the back. That’s just a feeling our perception that I have I think it’s location, the siting.” Not satisfied with Mr. Warren’s response, Ms. Thomas then redirects the conversation: “I don’t know maybe it’s a question for you or for Matt. Landscaping because if you see your EXHIBIT C 88 February 23, 2022 Item 1 Attachment E 224 May 2, 2022 Item 09 Ashley Jones
Leslie Devaney
February 10, 2022
hedge goes all along that edge of the property line, essentially this entire house disappears is that a viable option in terms of our what we can do on DRB? . . . The hedge which provides privacy between all the lots if you look around the streets and if you look around a lot of these lots have very tall landscaping on the property line just this one but it essentially ends with this house is going to start extend to in front of his house on the east property line will keep this house from being huge from something or other property because that Hedge more continue down that way. Is that something we can consider on the DRB as well keeping screening that takes that looming away.”
Matt Bator: “So oftentimes applicants will propose that vegetation could mitigate issues caused by structural siding by creating screening of buildings and things like that. My suggestion is typically well that can be used … that’s fine mechanism that’s been used by boards in the past. Often times boards will take the other route that would be to since structures are last for a really long time look at mitigation through design versus vegetation, which could be temporary in nature over. Time for permanent screening.
Ms. Thomas: “I just thought because the landscaping was such an issue here kind of pertinent but thank you for that answer”
Beth Levin, DRB Member: “I would add that I was just looking at the landscaping plan that string of your Eugenia bushes or trees goes along maybe a third of the way along that Eastern property line. It doesn’t go all the way along.” Ms. Thomas: “Right and so what I’m saying that the effectiveness of his project or whatever the final iteration is it would be helpful for a hedge of some sort whether continue along that entire property line to provide privacy between the two lots would be my suggestion.’ Ms. Thomas was actually pushing for the Eugenia hedge, which currently blocks my clients’ ocean view from their primary living area, to be extended the full length of the property line. In her opinion, a longer hedge should eliminate my clients’ concerns about looming 2- story, bulk and mass, loss of privacy, etc. Not only does Ms. Thomas demonstrate a complete disregard for the DRO, she also demonstrates that she is prepared to eliminate my clients’ ocean view with a solid wall in order to advance her own personal agenda.
When Ms. Thomas became a member of the DRB she accepted the responsibility to uphold the important design principles reflected in the Community Plan and the DRO. Ms.
Thomas’s statements in her meeting with my clients, and during the December 15 hearing, demonstrate that she is not evaluating projects based on the existing DRO. With respect to the Applications, she was not evaluating them based on the existing DRO, but on her own personal opinions.
EXHIBIT C 89 February 23, 2022 Item 1 Attachment E 225 May 2, 2022 Item 09 Ashley Jones
Leslie Devaney
February 10, 2022
For all of the foregoing reasons, it is respectfully submitted that Ms. Thomas is biased, is not fit to participate in any future consideration of the Applications by the DRB, and should be disqualified from doing so.
Very truly yours,
/s/ Richard R. Rice
Richard R. Rice
cc: Clients
EXHIBIT C 90 February 23, 2022 Item 1 Attachment E 226 May 2, 2022 Item 09
GENERAL CONDITIONS
G-1 [Business License]
Prior to commencement of any work on site, all contractors and subcontractors shall obtain a valid City of Del Mar Business License. The general contractor shall be responsible for ensuring that all subcontractors obtain required Business License and shall retain copies of said permits on site for verification by City staff.
G-2 [Utility Undergrounding Threshold]
If the total cost of new construction exceeds $7,500 (as determined by the Building Department), all new utility service connections shall be placed underground consistent with the provisions of DMMC Section 30.86.210.
G-3 [Development Authorization Limited to Plan Set]
This permit is granted based on submitted plans dated February 2, 2022 and so identified by the staff of the Del Mar Planning and Community Development Department. Revisions to these plans and/or any proposals for modification shall require review and prior authorization from the appropriate entities of the City of Del Mar.
G-4 [Encroachment Permit for Work in Right-of-Way]
Any work proposed or required within a City of Del Mar public right-of-way or access easement, or required within a public right-of-way or access easements pursuant to the conditions of approval of this Permit, shall be subject to the prior receipt of a City of Del Mar Encroachment Permit.
Applications for Encroachment Permits shall include plans depicting all proposed private and public improvements including, but not limited to, improvements involving drainage, grading and/or public utilities. The required Encroachment Permit shall be subject to review and approval by the City of Del Mar in accordance with the procedures set forth in the DMMC and may include requirements for inspections and/or submittal of a security deposit(s). Please note that DRB of plans indicating right-of-way improvements does not constitute approval of the separately required Encroachment Permit.
G-5 [Requirement for Building Permits]
Prior to commencement of work, the applicant or agent shall obtain all required Building Permits.
G-6 [Construction and Demolition Waste Recycling Requirement] Owners and builders generating any construction and demolition debris on a project must comply with the minimum requirements regarding recycling or reuse for salvage set forth in the 2016 California Green Building Standards Code, Title 24, Part 11. This includes, but is not limited to, the submittal of a Construction Waste Management Plan and a minimum diversion of 65% of nonhazardous construction and demolition waste. Signage shall be posted on-site with information identifying materials to be diverted.
G-8 [Height and Setback Certifications Prior to Framing Sign Off] Prior to sign-off on the framing inspection for the project, the applicant shall provide a statement from a Licensed Surveyor certifying that the building height and setbacks are in conformance with the approved plans for the project. The survey required herein shall be prepared using City of Del EXHIBIT D 91 February 23, 2022 Item 1 Attachment E 227 May 2, 2022 Item 09 Mar approved vertical benchmarks for building height certification and reported to 0.01 of a foot.
The setback certification shall be based on surveyed property corners as necessary to establish property lines and reported to 0.01 of a foot.
G-9 [Fence/wall Height Limitations]
All fencing, walls, and gates shall conform with all applicable fence height and pool security fencing requirements of the DMMC.
G-10 [Story Pole Removal]
Story poles shall be removed from the property within ten days following the final date of the City’s action on the project application.
G-11 [Plan for Construction-Phase Impacts]
Prior to issuance of Building Permits or commencement of project implementation (whichever comes first), the Applicant shall provide a plan to the Planning Department for construction-phase parking and equipment/materials storage for the project. The plan must include the following:
a. Identification of an on-site material storage location; b. Identification of an on-site equipment storage location; c. Identification of at least two on-site parking space which will remain available throughout the duration of the project;
d. Location of any temporary sanitary facilities;
e. A note stating that “If on-street parking is utilized, a minimum street access clearance of 20ft. will be maintained”;
f. Map displaying any/all haul routes; and
g. Contact information (phone number and Email) for the on-site supervisor(s);
1. This information must also be posted on-site in a location which is readily visible from the public right-of-way for the duration of the project.
The plan required herein shall be subject to the review and written approval of the Planning and Community Development Director, working in consultation with Community Services/Parking Enforcement and Public Works Departments. Haul routes and work and/or storage of material or equipment within a City right-of-way will require the receipt of an Encroachment Permit. The requirements mentioned above may be modified by the Planning and Community Development Director, or his designee, upon a determination that sufficient alternatives have been proposed which achieve a similar level of compliance.
G-11A In addition to the submittal of a Construction Phase Impact Plan, the applicant must place a Construction Parking Placard in all vehicles associated with the project which will be parked off-site. The placard must remain in plain view on the dashboard of the vehicle throughout the duration of the project. A Construction Parking Placard can be obtained from the City of Del Mar Planning Department.
EXHIBIT D 92 February 23, 2022 Item 1 Attachment E 228 May 2, 2022 Item 09 G-12 [Receipt of Demolition Permit]
Prior to the demolition or removal of any structures on the project site, the applicant shall apply for and gain approval for: a Demolition Permit, as required pursuant to the DMMC; and an accompanying Coastal Development Permit, as applicable.
G-13 [Permit Expiration]
This Permit shall expire three years from the date of approval, on February 23, 2025 unless a Building Permit has been issued (if required by the DMMC) and substantial construction has been accomplished in reliance upon the permit. Pursuant to the DMMC, substantial construction is defined as: completion of a minimum of 10% of the total amount of construction authorized by the permit, based on the monetary value of construction costs including grading, site preparation and construction but specifically excluding all costs associated with the acquisition of interest in the project site and all costs associated with the preparation and processing of permits or plans.
G-14 [Preconstruction Meeting]
Prior to any demolition, construction, and/or land disturbances occurring on-site, a preconstruction meeting shall be held. Attendees to this meeting shall include representatives from the City of Del Mar’s Planning and Community Development Department, City Engineer, the Project Contractor/Superintendent, the Project Architect, the Project Engineer, the property owner and any others essential for the proper implementation and completion of this project. At a minimum, the following issues shall be reviewed at this meeting:
a. City of Del Mar inspection requirements.
b. Process for requests for plan modification and determinations of substantial conformance.
c. Discretionary permit conditions and requirements.
d. Construction hour limitations and noise standards.
e. Construction access and parking including equipment/materials storage and maintenance.
f. Work within public rights-of-way and/or easements.
g. Stormwater Best Management Practices.
h. Tree-preservation requirements.
i. Demolition permit requirements.
j. Signage requirements/limitations.
k. Neighborhood impact issues.
l. Key contact information.
m. Business license requirements.
n. Construction and demolition waste diversion requirements o. Any other pertinent construction related activities and or information.
G-15 [Statement of Accuracy/Agreement Regarding Third-Party Lawsuits] Prior to the issuance of building permits or project commencement, whichever comes first, the applicant shall submit a statement to the Planning Department regarding the accuracy of submitted plans/materials and agreeing to hold the City of Del Mar harmless from third-party lawsuits filed challenging the City’s approval of this permit. The agreement shall also include a commitment to defend the City of Del Mar from any third-party lawsuits filed challenging the City’s approval of this EXHIBIT D 93 February 23, 2022 Item 1 Attachment E 229 May 2, 2022 Item 09 permit. The form and content of the statement and agreement required herein shall be subject to the review and approval of the Planning and Community Development Director, or his designee G-16 [Compliance with City Noise Regulations]
The applicant and all parties involved with implementation of the project shall comply with the regulations of the DMMC with regard to construction noise. The regulations stipulate that all construction activities are limited to the following periods: between 7:00 a.m. and 7:00 p.m. / Monday through Friday and between 9:00 a.m. and 7:00 p.m. on Saturdays. Construction activities are prohibited during other hours and on Sundays and City Holidays. The City’s Noise Ordinance, Chapter 9.20 of the Del Mar Municipal Code, includes the dates of City Holidays, and can be viewed on the City’s web page (www.delmar.ca.us).
G-17 [Dig Alert]
Prior to excavation or trenching, the applicant shall call Underground Service Alert of Southern California (Dig Alert- 1-800-227-2600) for a mark out of service utilities.
G-18 [Rules for Construction-related Signage]
All construction-related signage posted at the project site shall comply with DMMC Chapter 30.84 (Signs). The pertinent sections of the Sign Chapter allow installation of a total 5.5 square feet of temporary signage on a residential property (that is cumulative of all signs posted). Such signs may be posted for a maximum of sixty (60) days in a calendar year.
The restrictions noted above do not apply to the Development Pending, Construction Noise Notice and Building Permit signs required by the City as part of the project review process.
All construction related signage, including City required signs, shall be removed prior to final approval of the project.
ENGINEERING CONDITIONS:
E-1 [Separate Permits for Off-site Work]
All improvements to off-site facilities, including conditions of this Permit, shall be subject to the receipt of separate City permits, as applicable.
E-2 [Engineering Fee]
Prior to issuance of Building Permits, the applicant shall provide fees as delineated in the City’s Engineering Review Fee Schedule as funds necessary for Engineering Department review of the proposed site improvements. If additional review beyond the scope outlined in the Engineering Review Fee Schedule becomes necessary, a supplemental deposit(s) will be required.
E-3 [Installation of Public Improvements- Covenant therefore] E-3A The applicant shall perform street repairs on the full width of 8th Street adjacent to the property. 8th Street shall have dig-out performed on any distressed pavement and shall receive a 1-1/2” grind and overlay full width adjacent to property, as depicted on the Preliminary Grading Plan, which shall include all transitions, EXHIBIT D 94 February 23, 2022 Item 1 Attachment E 230 May 2, 2022 Item 09 drainage facilities, and other improvements as deemed necessary by the City Engineer. Said improvements shall be subject to inspection and approval by the City Engineer. A separate cost estimate is required for the work within the public right-of-way. Additional review fees will be required based on the City’s standard fee schedule for public improvements;
E-3B Construct Modified San Diego Regional Standard Drawing G-14 type drive apron to the property;
E-3C A separate cost estimate is required for the work within the public right-of-way.
Additional review fees will be required based on the City’s standard fee schedule for public improvements; and
E-3D Raise all manholes and utility valves to grade after 1-1/2” grind and overlay.
E-4 [Private Drains]
Unless specifically authorized in permit plans, drains in landscape areas discharging to public rights-of-way shall not be allowed. Drains discharging into public rights-of-way may be authorized, subject to review by the City Engineer and only if warranted by unique site conditions. In such cases, design elements shall be incorporated into the plans which reduce the potential for stormwater pollution and nuisance drainage to the maximum extent practicable. The project engineer’s evaluation shall include, but not be limited to, consideration of the potential effect of proposed construction on site groundwater and moisture conditions. All hardscape drains, roof drains, wall drains, and other private drains shall be shown in detail on improvement plans. Site drainage shall be designed such that, in the event of plugged or overloaded inlets/outlets, storm flows will be conveyed in a manner that is not detrimental (including flooding and erosion) to the site or other properties.
E-5 [Grading Plan]
Prior to issuance of Building Permits, the applicant shall obtain a Grading Permit from the City. A Grading Plan shall be prepared in accordance with the latest edition of City’s “Applicant’s Guide to Procedures for a Grading Permit.” The Grading Plan shall be prepared to the satisfaction of the City Engineer and shall:
E-5A The grading for the project shall be performed under the observation of a Registered Civil Engineer whose responsibility shall be to coordinate site inspection and testing to ensure compliance with the approved Grading Plan. The project Engineer shall submit reports to the City Engineer to verify compliance, as deemed necessary.
E-5B A topographic map shall be prepared by a Registered Civil Engineer or a Licensed Land Surveyor. The topographic map shall indicate property lines, topographic features and existing and/or proposed structures. Said map shall include two-foot contour lines and/or sufficient spot elevations to clearly represent existing and proposed topographical features, and existing and proposed drainage patterns.
Survey shall extend minimum 25 feet beyond limits of work. Said map shall also EXHIBIT D 95 February 23, 2022 Item 1 Attachment E 231 May 2, 2022 Item 09 show entire property boundary including any assumed found monuments, and bearings and distances based on record information;
E-5C Depict the location of property lines and topographic features of the site that adequately address how private storm water is to be collected, conveyed, and discharged on or across the subject site with respect to the proposed project; E-5D Include a grading cost estimate for review, based on the City of San Diego’s Unit Price List;
E-5E Include provisions to collect, convey, and discharge storm water in an appropriate manner, considering the added impact of impervious surface area to the site; E-5F Include provisions to ensure that storm water will not be concentrated and discharged across adjacent properties;
E-5G Include a Hydrology/Hydraulic Report prepared by a Registered Engineer that addresses how storm water will be adequately collected and conveyed on and across the subject property. The Report shall also address the tributary area for run-off directed to and across the subject property. The Report shall include calculations and details demonstrating that if proposed inlets/outlets, etc. are plugged or overloaded, the site is capable of conveying storm flows in a manner that is not detrimental (including flooding and erosion) to surrounding properties.
The Report shall address both existing and proposed conditions. Calculations to include 2-year water quality event and 100-year storm event with mitigation for any increase in flows or change in drainage patterns;
E-5H Incorporate all recommendations pursuant to the Hydrology/Hydraulic Report prepared for the project. This includes the detailing in the plan set of any bio retention/infiltration or vegetated swales which are proposed. Mitigate for any increase in runoff generated by this development.
E-5I Include mitigation measures and project modifications as recommended in the required Geotechnical Report/investigation prepared for the project; E-5J Depict the location of erosion control devices to be implemented in the event of rainfall;
E-5K The methods for providing temporary erosion control during the construction phase of the project, complete with the inclusion of standard grading and erosion control notes on the plans;
E-5L Include methods to ensure retaining wall sub-drains and sump pumps will not discharge onto City streets, as they contribute to nuisance water. Sub-drains and sump pumps shall discharge on private property to allow percolation back into the soil;
EXHIBIT D 96 February 23, 2022 Item 1 Attachment E 232 May 2, 2022 Item 09 E-5M Ensure existing or proposed private pipe outlets will not convey or discharge nuisance water (i.e., from irrigation, hardscape run-off, planter area drains, French drains, etc.) onto adjacent streets or into the public right-of-way. The applicant shall provide methods to eliminate the discharge of nuisance water; E-5N Ensure that the development will minimize the amount of impervious surface area and maximize the on-site dissipation of storm water run-off; E-5O Include storm drain run-off "Best Management Practices" that minimize the volumes of urban run-off discharge to City rights-of-way, as acceptable to the City Engineer. Indicate how the proposed bio-infiltration/retention area or bio-swale will discharge off-site without causing erosion;
E-5P Provide elevations and slope call-outs to clarify how water will drain around the proposed patio hardscape, with assurances the runoff will not be conveyed over sensitive topographic features;
E-5Q Include a five (5) foot wide buffer zone to be maintained along the edge of pavement along the street frontage. No obstructions (i.e., walls, trees, benches, etc.) shall be permitted within this area;
E-5R Include landscaping plans with characteristics that maximize infiltration, provide retention, reduce irrigation and storm water run-off, use efficient irrigation, and minimize the use of fertilizers, herbicides and pesticides; E-5S Ensure that the grading and other construction activities meet the provisions specified in the California Regional Water Quality Control Board (RWQCB), San Diego Region, Order R9-2013-0001, NPDES No. CAS0109266 – Section D.2 and subsequent orders;
E-5T Following construction completion, the project designer shall inspect as-built improvements. Significant discrepancies, if any, between the approved plans and as-built conditions shall be brought to the attention of the Planning and Community Development Department and City Engineer. An as-built plan prepared by the project designer will be required. Prior to final sign-off by the City Engineer, the project designer shall sign the as-built plan indicating that the project was completed in accordance with said plan; and E-5U Prior to issuance of Building Permits, the applicant shall post a security in an amount approved by the City Engineer for the proposed grading. Said security shall be in a form acceptable to the City and shall remain in place until completion of the grading and final approval by the City. The amount shall be based on 25% of the approved grading cost estimate prepared as a part of the Grading Permit; E-6 [Geotechnical Report/investigation Requirement]
Prior to issuance of Building Permits, the applicant shall provide a Geotechnical Report for the project. The Report shall be prepared, signed and sealed by a Certified Engineering Geologist and a Geotechnical Engineer or Registered Civil Engineer. This Report shall be EXHIBIT D 97 February 23, 2022 Item 1 Attachment E 233 May 2, 2022 Item 09 subject to review and approval by the City Engineer, City Building Department, and if deemed necessary, a third-party with expertise in geotechnical issues. The report required herein shall:
E-6A Include all standard information as required by the City’s Grading Ordinance; E-6B Evaluate existing site constraints;
E-6C Evaluate potential effect of proposed construction on properties; E-6D Provide any mitigation measures as necessary;
E-6E Provide recommendations for any special construction methods as necessary; E-6F Include the preparation of field tests to be performed at the site during construction, so as to ensure that field conditions are suitable for the approved construction. The results of such tests may necessitate revisions to the project with such revisions subject to review by the appropriate City entities;
E6G Provide recommendations for back-cuts for the construction of retaining walls.
These recommendations shall include a time limit that the back-cuts can remain in place without either creating a stable backfill, or completing construction of the approved retaining walls. If the recommended time deadlines are not met, the applicant, by signing these conditions, grants the City permission to work on their private property to secure the back-cuts, and use the cash security to perform the work; and
E-6H Temporary shoring will be required for this project and the geotechnical consultant shall provide necessary geotechnical parameters and recommendations, including maximum cuts and time limits for shoring.
E-7 [Authorization for Off-site Work]
E-7A Prior to the issuance of Building Permits, the applicant shall obtain letters of permission from affected property owners if construction or construction access is required across property lines. This includes the grading as depicted in the preliminary grading plan and the construction of retaining wall along property lines; and
E-7B The following note shall be included on the plans for the Permit: “No grading shall occur outside the limits of the approved grading plan unless prior written authorization is obtained from the City and the owners of any other affected properties.”
E-8 [Grading – Separate Permits for Borrow or Disposal Site] A separate Grading Plan shall be submitted and approved and a separate Grading Permit issued for any off-site borrow or disposal site, if located within City limits. An Encroachment Permit will be required to identify the haul route proposed for this purpose.
EXHIBIT D 98 February 23, 2022 Item 1 Attachment E 234 May 2, 2022 Item 09 If the borrow or disposal site is located outside of the City, the applicant shall provide evidence of receipt of required permits/authorizations.
E-9 [Standard Storm Water Mitigation Plan (SWMP)]
Prior to issuance of Development Permits, the applicant shall submit a Standard SWMP for City review and approval that addresses the following:
E-9A Control the post-development peak storm water run-off discharge rates and velocities to maintain or reduce pre-development downstream erosion; E-9B Minimize pollutants of concern from urban runoff through implementation of source control BMPs;
E-9C Remove pollutants of concern from urban runoff through implementation of structural BMPs;
E-9D Protect slopes and channels from eroding;
E-9E Comply with the City Standard Urban Stormwater Mitigation Plan (SUSMP); E-9F Identify affected receiving water bodies; and
E-9G Include an exhibit that clearly shows the limits and quantities of impervious area in both the pre and post development conditions.
The structural BMPs required herein shall be designed so as to filter or treat the volume or flow outlined in the numeric sizing criteria outlined below:
Volume
Volume-based BMPs shall be designed to filter or treat the volume of runoff produced from a 24-hour 85th percentile storm event, as determined from the local historical rainfall record; E-10 [BMP details]
Prior to issuance of Development Permits, all post construction BMPs shall be shown in detail on the construction plans and submitted to the City for review and approval. For all post-construction treatment control BMPs, submit an operation and maintenance manual detailing requirements for the property owner to maintain BMPs into perpetuity. An easement shall be granted to the City for inspection of post-construction treatment control BMPs as needed. The project shall comply with the existing and subsequent Del Mar Jurisdictional Urban Runoff Management Plan and the State of California and National Pollutant Discharge Elimination System (NPDES).
E-11 [Soil Stabilization]
EXHIBIT D 99 February 23, 2022 Item 1 Attachment E 235 May 2, 2022 Item 09 The applicant shall utilize sediment controls only as a supplement to erosion prevention for keeping sediment on-site during construction – NEVER as a single or primary method.
E-11A The applicant shall clear and grade only the areas on the project site that are necessary for construction. These areas shall be clearly denoted on the plans; E-11B The applicant shall minimize exposure time of disturbed soil areas; E-11C The applicant shall submit a schedule to the City for review and approval, with proposed dates, demonstrating the minimization of grading during the wet season and coinciding the grading with dry weather periods, permanent revegetation and landscaping as early as feasible, temporary stabilization and reseeding of disturbed soil areas as early as feasible; and
E-11D The applicant shall stabilize all slopes per City approved method.
E-12 [Access to Water Meters]
Access to proposed or existing water meters located on or immediately adjacent to the property shall remain open and unobstructed at all times. Prior to the issuance of Building Permits, the applicant shall demonstrate that no structure or vegetation is proposed so as to restrict access to the water meter. In the event access is blocked by project implementation, the applicant shall be responsible for the removal any obstruction at his/her expense or shall pay for the cost of relocating the water meter to allocation acceptable to the Public Works Department.
E-13 [Updated Title Report]
Prior to the issuance of Building Permits, the applicant shall prepare an updated title report for the property.
E-14 [Compliance with City of Del Mar JURMP]
This project shall conform to the construction component in the latest edition of the City's Jurisdictional Urban Runoff Management Program (JURMP).
E-15 [Design of inlets/outlets]
Site drainage shall be designed such that, in the event of plugged or overloaded inlets/outlets, storm flows will be conveyed in a manner that is not detrimental to the site or other properties.
E-16 [Sewer Service]
The sewer connection to the public main must be a gravity connection. If a pump is required in order to service the residence, it must transition to gravity flow prior to connection to the public system. A sewer backflow prevention device will also be required if a pump is proposed. The existing Sewer lateral shall be videoed and certified clear of obstructions or damage by a licensed plumber. Should the lateral be damaged, a new lateral shall be installed to service the residence.
E-17 [Proposed Retaining Wall]
EXHIBIT D 100 February 23, 2022 Item 1 Attachment E 236 May 2, 2022 Item 09 The proposed retaining walls shall be designed and constructed completely within the property. No portion of the wall or footing shall extend across the property line. The footing limits of retaining walls shall be shown on the plans together with profiles of the proposed retaining walls located along property lines and right-of-ways.
E-18 [Public Improvements]
The public street improvements can be included within the Grading Plan. A separate cost estimate is required for the work within the public right-of-way, for fee generation purposes. Additional review fees will be required based on the City’s standard fee schedule for public improvements.
E-19 [Driveway Slope]
The Grading Plan must include a profile of the proposed driveway. The longitudinal slope must not exceed 8% within 10’ of the street. The slope must not exceed 6% within 25’ of the garage door. Between these two areas, the slope must not exceed 25%.
E-20 [Material Hauling and Construction Worker Parking] For material delivery vehicles equal to, or larger than two-axle, six-tire single unit truck (SU) size or larger as defined by FHWA Standards, the applicant shall submit a truck hauling route that conforms to City of Del Mar Municipal Code or to the approval of the City Engineer. A letter from the applicant confirming the intention to use this hauling route shall be submitted to the Department of Public Works and the City Engineering Department, and approved, prior to the issuance of any City permits. All material hauling activities including but not limited to, adherence to the approved route, hours of operation, staging of materials, dust control and street maintenance shall be the responsibility of the applicant. All storage and office trailers will be kept off the public right-of-way. Tracking of dirt onto City streets and walks will not be allowed. The applicant must provide an approved method of cleaning tires and trimming loads on-site. Any job-related dirt and/or debris that impacts the public right-of-way shall be removed immediately. No wash down of dirt into storm drains will be allowed. All material hauling activities shall be done in accordance with applicable City ordinances and conditions of approval. Violation of such may be cause for suspension of work.
The applicant shall provide a construction-parking plan that minimizes the effect of construction worker parking in the neighborhood and shall include an estimate of the number of workers that will be present on the site during the various phases of construction and indicate where sufficient off-street parking will be utilized and identify any locations for off-site material deliveries. Said plan shall be approved by the Department of Public Works and the City Engineer prior to issuance of City permits and shall be enforced during construction. Failure to enforce the parking plan may result in suspension of the City permits.
E-21 [Site conditions]
EXHIBIT D 101 February 23, 2022 Item 1 Attachment E 237 May 2, 2022 Item 09 E-21A The applicant shall restrict hours of work for the use of heavy equipment during grading and improvements between the hours of 7:30AM to 5:00PM, this includes the warmup of equipment. Saturday, Sunday and City holiday work is prohibited; E-21B Any under grounding of SDG&E facilities serving the site or other utilities shall be done at the applicant’s expense; and
E-21C All construction activities undertaken shall comply with the City’s General Plan and Municipal Code. In cases of conflict between the City’s Municipal Code, these standard conditions of approval, the governing priority shall be, to the extent legally permitted, as follows: 1) City’s Municipal Code regulations; 2) City’s General Plan; 3) Standard Conditions.
FIRE CONDITIONS:
F-1 [Class A Roof]
All structures shall be provided with a Class “A” Roof covering to the satisfaction of the California Building and Fire Code. NO wood shake shingles are allowed.
F-2 [Access Road Minimum Dimensions]
Fire apparatus access roads shall have an unobstructed improved width of not less than 20 feet; curb line to curb line, and an unobstructed vertical clearance of not less than 13 feet 6 inches. Exception: Single-Family residential driveways; serving no more than four single-family dwellings, shall have minimum of 16 feet, curb line to curb line, of unobstructed improved width. Access roads shall be designed and maintained to support the imposed loads of not less than 75,000 pounds.
F-7 [Gates]
All drive gates, pedestrian gates or other structures or devices, which could obstruct fire access roadways or otherwise hinder emergency operations or personnel, are prohibited unless they meet standards approved by the Del Mar Municipal Code 10.04 and California Fire Code. Gates across fire access roadways shall be automatic and equipped with approved emergency key operated switches overriding all command functions and opens the gate(s). Power supply shall be connected to a reliable municipal source. Gates accessing four (4) or more residences or residential lots, or gates accessing hazardous, institutional, and educational or assembly occupancy group structures, shall also be equipped with approved emergency traffic control activating strobe sensor(s), which will activate the gate on the approach of emergency apparatus with a battery back-up or manual mechanical disconnect in case of power failure. Pedestrian gates shall have a Knox Key Box installed and a key provided for any locked gate. Knox Box mounting height shall be 60 to 70 inches above finished grade maximum. Knox key switch mounting heights for drive gates shall not exceed 42 to 60 inches above finished grade.
F-9 [Construction Materials]
EXHIBIT D 102 February 23, 2022 Item 1 Attachment E 238 May 2, 2022 Item 09 Prior to delivery of combustible building construction materials to the project site all of the following conditions shall be completed to the satisfaction of the Fire Department:
1. All wet and dry utilities shall be installed and approved by the appropriate inspecting department or agency;
2. As a minimum the first lift of asphalt paving shall be in place to provide a permanent all weather surface for emergency vehicles; and
3. All fire hydrants shall be installed, in service and accepted by the Fire Department and applicable water district.
F-12 [Automatic Fire Sprinkler System-Commercial, Multi-Family And Residential Structures And Garages; Fire Department Connections For Multi-Family And Commercial Sprinkler Systems And Related Control Valves] All structures shall be protected by an automatic fire sprinkler system designed and installed to the satisfaction of the California Fire Code and Del Mar Municipal Code 10.04.
Plans for the automatic fire sprinkler system shall be submitted prior to start of construction and approved by the City designated fire plans examiner prior to any on site building construction inspection (other than slab, grading inspection) by a building official.
Fire Department Connections (FDC) for fire sprinkler and standpipe systems shall meet the following requirements: shall be mounted at the following height(s); 36 to 42 inches above finished grade, to the top of connection.
If FDC is installed separate from the Backflow/Double Detector Check, it shall be located a minimum of 5 feet from the Backflow/DDC valve. When an FDC is attached to Backflow/DDC, the FDC mounting height shall still be 36 to 42 inches max above finished grade
If the Backflow/DDC is installed without an FDC, both OS&Y valve handles shall be mounted 36 to 42 inches above finished grade.
Bushes, trees and similar foliage shall not be located within a radius of 5 feet of an FDC or Backflow/DDC valve assembly. Ground cover landscape is acceptable.” F-13 [Smoke and CO Detection]
Hard-wired Smoke detectors shall be installed in new construction when valuation of project exceeds $1000.00, as required by California Building or Fire Codes.
F-17 [Basement]
All basements shall be designed and equipped with emergency exit systems consisting of operable windows and lightwells. All lightwells if serving as one or more exits from a basement shall be equipped with fixed metal ladders as part of the exit. Lightwells that intrude into sideyard or backyard setbacks of five feet or less shall require a hinged grating covering the lightwell opening. The grating shall be capable of supporting a weight of 250 pound person; yet able to be opened by someone of minimal strength with no special knowledge, effort or key or tool. Any modification of previously approved plans related to this condition (F-17) shall be subject to re-submittal and review by appropriate City of Del Mar staff (Fire, Planning and Building).
EXHIBIT D 103 February 23, 2022 Item 1 Attachment E 239 May 2, 2022 Item 09 F-19 [Fuel Modification Zones/Fire Breaks]
The applicant shall provide and maintain fire/fuel breaks to the satisfaction of the Del Mar Fire Department and California Fire Code. The size of fire/fuel breaks and composition shall be determined by the Fire Department and shown on the improvement /grading plans and final map and building plans.
F-20 [Fire Resistive Construction Requirements for Wildland/Urban Interface Areas] Structures shall meet all wildland/urban interface standards to the satisfaction of the California Fire Code. As a minimum, structures shall meet the following fire resistive construction requirements: (1) Exterior wall surfacing materials shall be of noncombustible materials; (2) Glazing materials shall be tempered multi-paned glass panels; (3) Skylights within one-half mile of the wildland area shall be tempered glass; (4) Ventilation in exterior fire resistive walls, they shall be constructed to maintain the fire resistive integrity of the wall; (5) Roof covering shall not be less than a Class “A” roof assembly; (6) Vinyl windows, if used, shall meet the following requirements: (a) Frame and sash are comprised of vinyl material with welded corners; (b) Metal sash profiles are certified in AAMA Lineal Certification Program (verified with either an AAMA product label or Certified Products Directory); and (e) Certified and labeled to ANSI/AAMA/NWWDA 101/I>S>2-97 for structural requirements; and (7) Structures shall have an automatic fire sprinkler system installed as required by Del Mar Municipal Code 10.04, California Fire Code and California Residential Code. (8) Landscape plans are required for all new and remodel dwellings located within the Very High Fire Hazard Severity Zone (WUI) areas. All proposed vegetation (trees, shrubs, ground cover) shall be fire resistive plant material. All vegetation shall comply with San Diego County Guidelines “ACCEPTABLE PLANTS FOR DEFENSIBLE SPACE IN FIRE PRONE AREAS”.
F-21 [Solar Photovoltaic Installations - Solar Panels]
Solar Photovoltaic Systems shall be installed per California State Fire Marshal installation guidelines. City of Del Mar designated Fire Plans Examiner will conduct plan reviews and inspections for all Solar Photovoltaic Systems on commercial buildings.
WATER CONSERVATION CONDITIONS
WC-01 [Compliance with City and State Water Conservation Policies and Regulations] Prior to issuance of building permits, the applicant shall provide a Landscape Documentation Package (LDP) for the project prepared by a landscape architect or landscape contractor licensed by the State of California. The LDP required herein shall include anticipated water use calculations for the project's landscape and irrigation components. The LDP shall be accompanied by a certification from the preparer that the LDP is in compliance with the City's adopted water conservation policies in effect at the time of LDP preparation, including Del Mar Municipal Code Chapter 23.60 (Water Efficient Landscape Ordinance) and any guidelines adopted by the City for such ordinance. The preparer shall also certify that the LDP is in compliance with the Governor's Executive Order Nos. B-29-15 and B-36-15, which call for compliance with landscape/irrigation water use standards set by the California Building Standards Commission and the California Department of Housing and Community Development.
EXHIBIT D 104 February 23, 2022 Item 1 Attachment E 240 May 2, 2022 Item 09 The LDP shall be subject to the review and written approval of the Director of Planning and Community Development (Director). The Director shall, as deemed necessary, work in consultation with the City's Landscape Architect, with the costs for such consultation to be borne by the applicant or his/her designee. If the submitted LDP is found not to be in compliance with the standards referenced herein, it shall be revised accordingly and resubmitted for compliance review.
In the event that compliance with this condition results in the need to modify a landscape or irrigation plan approved as part of a discretionary permit granted by the City, the Director shall have discretion to authorize changes of landscape materials in a manner that retains like-for-like consistency with the parameters of the project's approved discretionary permit, with such parameters to include: the size of landscape material to be installed and its anticipated mature height; and the location of any trees to be installed.
WC-02 [City Inspection for Compliance with Project's Landscape Documentation Package] Prior to final sign-off on implementation, the project shall be subject to inspection by City staff for compliance with the Landscape Documentation Package (LDP) required pursuant to the project's conditions of approval. The inspections shall include review for compliance with the irrigation and landscape plans included as component parts of the LDP.
SPECIAL CONDITIONS:
S-12 [Lighting Plan]
Prior to the issuance of Building Permits, the applicant shall provide a Lighting Plan for the project identifying all exterior lighting fixtures proposed for installation on or around the structures authorized in this Permit. The Plan required herein shall be subject to the review and written approval of the Planning and Community Development Director and shall be reviewed to ensure that the lighting will be of a low-level intensity and that the fixtures will be installed so that the source of light will not be directed to or visible from adjacent properties or adjacent rights-of-way.
In the event that the applicant disagrees with the Planning and Community Development Director’s determination on the acceptability of the Lighting Plan, the applicant shall have the opportunity to present the Plan to the Design Review Board for approval at a noticed public hearing.
S-14 [Pool Fencing]
Prior to the issuance of building permits, the applicant shall provide a plan for pool security fencing. Any installation of walls or fences required to provide such security fencing shall be subject to the prior receipt of all required permits.
EXHIBIT D 105 February 23, 2022 Item 1 Attachment E 241 May 2, 2022 Item 09 1 of 8
February 18, 2021
Regarding DRB21-018
Dear Planning Department & Members of the DRB,
My husband Nigel Hook and I have lived at 635 Hoska Drive since 1999. People want to live in Del Mar.
Nigel and I support the Del Mar Design Review Ordinances, the foundation upholding Del Mar’s character and charm.
We are in an R1-10 neighborhood with 25% FAR. This project is on a sub-standard lot (in this case 7,015 sq. ft.), but is allowed to contain a 2,000 sq. ft. home… so an additional 246 sq. ft. on a lot which is 70% of the minimum zoning size.
There have been some adjustments to the project (entrance has changed and the deck is reduced to 568 sq. ft.) but these relatively minor changes do not address the majority of the concerns and Staff’s December report was succinct:
“These features cumulatively result in a new two-story structure which is potentially in conflict with DRO 23.08.077 C, in that the new house could have the appearance of being to be out of scale with other houses in the immediate neighborhood. Surrounding development within 300’ of the subject property, on the north side of 8th Street (houses on the south side of 8th Street are in the City of San Diego), is primarily one-story or where two-stories occur, they are setback significantly on the lot.”
The proportions of our neighborhood should be considered and incorporated into any design for a [small] house on an even smaller lot. However, that is not what is happening. The building pad is being raised 18” and the majority of the vertical structural massing is off center, forward in the southeast corner of the property. Because of the oversized deck, the western side yard setback is 15+’ (instead of 7.5’) so the building is narrower than it could be which further emphasizes the massing and out of scale appearance. This 2-story building would be positioned very close to the minimum front setback (6’ 6” closer to the street than the average single story structures in the vicinity).
We support new development and our neighborhood is ready for homes to be refreshed. We like the modern look and general style of the proposed house and believe this style can be equally effective as a 1-story home.
The underlying problem is simple … this project is not “neighborhood aware”.
DMMC 23.08.077 D. 2. The design is not harmonious with or is functionally incompatible with the surrounding neighborhood in respect to structural siting;
Staff’s December report: “Design Guideline C.1 B. recommends that in cases where setbacks along a street front are varied in the neighborhood, new homes should match those of adjacent homes.” The average setback is 27’8” (and that is for single story structures). This development places a 2-story building 6’ 6” closer than the rest of the neighboring 1-story homes. Note: other than our garage which is not visible, there isn’t another 2-story structure located anywhere close a front yard setback.
The planned building height is 24’ 2”.
December Staff’s report: “The proposed residence would be sited upon a raised building pad approximately 1- 2’ 8” feet above existing grade” which calculates to the new top of the building will be 26’ above the current grade?
The existing home’s height is probably around 11’ (as compared to 612 8th Street) This means that 15’ of a solid building and wall is being proposed on top of what is already on the lot? Attachment F 242 May 2, 2022 Item 09
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It was not correct for Staff to include the proposed setback and the proposed building height as part of the existing neighborhood’s averages.
The current home is a single story and is comparable in dimensions with 612 8th St. so using that in the average calculation our neighborhood is closer to 16.4’ (2 feet lower).
Making the proposed house 7.5+ feet taller than the surrounding homes (not 5.5’).
This 2-story will be 14 feet taller than the existing one-story and will loom over 8th Street and loom over our yard.
Note: Staff’s report also used the proposed front yard setback (instead of the home’s current front yard setback) for the average setback. And it is noteworthy that all of the buildings at the setbacks are single story homes or a single story garages that transition into a 2-story behind it.
Attachment F 243 May 2, 2022 Item 09
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DMMC 23.08.072 J. The proposed development locates structures so as to unreasonably, adversely impact upon outdoor areas on adjacent properties;
DMMC 23.08.072 D The design will create an unreasonable invasion of the privacy of neighboring properties.
DMMC 23.08.077 H The proposed development would adversely affect the noise quality of the local neighborhood.
DMMC 23.08.078 E The proposed development fails to limit the amount of design components which unnecessarily add bulk and mass to the building but which are not calculated as floor area ratio pursuant to DMMC title 30.
DMMC 23.08.077 D. 2. The design is not harmonious with or is functionally incompatible with the surrounding neighborhood in respect to structural siting;
The still very large deck (568 sq. ft.) and it’s covered outdoor room (300 sq. ft.) will be intrusive for neighbors to the west. While the current neighbors may not outright object, all future residents would be subjected to this design which the majority of Del Mar residences would not favor. Decisions made now affect the future enjoyment of the neighborhood.
That non-FAR is certain to encourage large outdoor parties (23.08.072 J) and creates bulk and mass (23.08.078E).
From our backyard and our entertainment areas, a 2-story will suddenly be at eye-level (23.08.072 J). This not only creates a privacy issue, no one wants to look at a wall blocking the ocean view and sky (23.08.077 D. 2.) From anywhere in our yard, we see only top of the single story homes. There is light and air all around. There are ocean views over and around the existing roofs.
Even with foliage and hedges, we are ocean aware.
DMMC 23.08.027 E. The design will cause the surrounding neighborhood to depreciate materially in appearance or value.
Reasonable people would agree that a 2-story will significantly depreciate our property value (and would also depreciate the property value at 641 Hoska Dr., our neighbor to the east).
Attachment F 244 May 2, 2022 Item 09
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This picture is worth 1,000 words and it is not an exaggeration – the Story Poles are seen and circled in Red.
Any reasonable person would have major concerns about this story suddenly popping up at the same level as our yard and outdoor entertainment areas.
Attachment F 245 May 2, 2022 Item 09
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DMMC Section 23.08.077 C – Neighborhood scale – Out of scale with the neighboring homes Related Design Guidelines:
• Design Guideline C.1 B. – Neighborhood Compatibility
• Design Guideline D.1 – Building Form and Massing
• Design Guideline D.4 C.- Architectural Features and Articulation Design Guidelines *** Lot Coverage ***
The current 1-story home has a lot coverage of 28.78%.
The proposed 2-story has lot coverage of 28.51%.
The footprint is not being reduced making the 2nd story (696 sq. ft. and the 568 sq. ft. deck) bulk and mass being added to this lot and into our neighborhood. *** Non-FAR ***
The current 1-story home has very little existing non-FAR (just a covered entrance?).
The proposed design creates 1,057 sq. ft. of non-FAR (a huge increase) and majority is a direct result of the oversized deck and covered patio. The covered patio is basically another room for this house. This is weighty increase of non-FAR creates unnecessary bulk and mass on a lot and structure which is currently suitably balanced to the neighborhood.
*** 1-Story Neighborhood ***
This is a 1-story neighborhood. Within 300 feet of 624 8th Street there are 19 structures and of these, 3 are twostory which is 15.79%. Conversely, 84% within 300 feet are 1-story homes. The breakdown:
• Sixteen are 1-story homes (note: two do have popup elements) (add five more counting San Diego). • Two are 2-story homes fronted by single story garages (see A and B blue circles). As noted in Staff’s report, the 2nd stories are well back from the street (50’ and 57’) therefore the 2nd story isn’t looming.
• One is a 2-story Garage/Guest House (see C blue circle). From the road, the garage appears to be a single story. Staff has already stated in their December report, that the Garage/Guest House is “significantly smaller than the proposed residence at 624 8th Street” (it is half the size 1,071 vs 2,000) and that it is “not currently visible due to the mature dense vegetation” (finally since the building is embedded into a sandstone bluff on street sides, vegetation is not required to shield the structure from view).
Attachment F 246 May 2, 2022 Item 09
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The green circle is 300’ from 624 8th Street (pink square). San Diego is the dark square outlined in red.
The green lines show the start of 1-story for the 2-story homes and the red lines show where the 2-story is visible.
Attachment F 247 May 2, 2022 Item 09
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8 DMMC 23.08.077 C. Out of ScaleDMMC 23.08.077 D. The design is not harmoniousDriving down 8th St., back up 9th St., turning on Hoska Dr., and then around the 8th St. extension…There are 50 homes in this picture (the 19 within 300 feet plus 31 more homes). Of these 50:
37 are 1- story (74%) 13 are 2-story (26%)
Clearly this is a one-story neighborhood. In front of every 2-story is a 1-story transition structure softening the effect of a 2-story. Finally, with the exception of our garage, all of the 2-story homes have the 2nd story positioned at least 40’back from the road.
This is confirmed on page 6 of Staffs December report: “8th Street is primary one-story or where two-stories occur, they are setback significantly on the lot”.
Attachment F
248 May 2, 2022 Item 09
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23.08.077 H The proposed development unreasonable encroaches upon primary scenic views of neighboring property.
Building a 2-story would forever more block the ocean view from our primary living area.
Everyone is well aware of the unauthorized topping of the hedge. Hedges are one thing … a solid wall is completely different story.
This issue is a red herring. Do not be distracted from the major impact this design would have on Del Mar.
Thank you,
Nigel Hook and Janet Wilson
635 Hoska Drive
Nigel: (619) 977-3000
Janet: (619) 733-1428
Attachment F 249 May 2, 2022 Item 09
1050 Camino Del Mar, Del Mar, CA 92014-2698.
Telephone: (858) 755-9313. www.delmar.ca.us
TO: Design Review Board
FROM: Jennifer Gavin, Associate Planner
DATE: February 23, 2022
RE: DRB21-018/ LC21-008/ CDP21-012 (624 8th Street, Ziskin) It was noted in the December 15, 2021 Staff report that all houses on the south side of 8th Street were in the City of San Diego. However, there are three houses on the south side of 8th Street, within the 300’ radius which are actually located in the City of Del Mar and were inadvertently left out of the analysis. Therefore, staff is providing an updated analysis, edits noted in red:
Address Stories Front Yard Setback Setback to
Second Story
Building
Height
417 8th Street Not Known,
appears onestory from
street
Not Known Not Known
425 8th Street Two 20’ Approximately
41’ 6”
23’ 1”
428 8th Street One 29’ 15’ 6”
431 8th Street Two 20’ Approximately
51’ 3”
24’
434 8th Street One 32’ 15’
442 8th Street Two 45’ Approximately
63’ 6”
22’
450 8th Street One Not Known Not Known
612 8th Street One 27’ 10’ 8”
624 8th Street
(as proposed)
Two 21’ 2” 24’ 2”
635 Hoska Drive
(Garage and
apartment off 8th
Street)*
Two Approximately
13’ 2”
13’ 2” (Nonconforming
structure)
Approximately
24’8”
Average One (When
looking at the
north side of
8 th Street)
Both one and
two story
homes when
27.8’ 25.9’ 18.6’ 19.9’
Attachment F 250 May 2, 2022 Item 09
DESIGN REVIEW BOARD
STAFF REPORT: DRB21-018/ LC21-008/ CDP21-012 (624 8th Street) February 23, 2022
looking at full
300’ radius
*The residence at 635 Hoska Drive fronts Hoska Drive so was not included in this analysis. The structure on this property fronting 8th Street is a nonconforming (setback; 13’ where 20’ is required) 1,071 1,914 square-foot two story accessory structure including a garage with living space above that fronts 8 th Street. It should be noted, however, that this existing accessory structure is significantly 86 square feet smaller than the proposed residence at 624 8th Street, is non-conforming in setback, and is not currently visible due to mature dense vegetation along the corner of 8th Street where it turns to meet Hoska Drive.
One other correction to the analysis contained in the December 15, 2022 staff report is that it was stated in the report that the existing garage/accessory structure at 635 Hoska Drive was 1,071 square feet. However, upon reevaluation of public records this size does not include the existing 843 square foot living space above the garage. Therefore, the total size of the accessory structure is approximately 1,914 square feet. However, it is still the case that this is an existing nonconforming structure that would otherwise not be allowed to be located where it is under current zoning standards.
Of the three houses on the south side of 8th Street in Del Mar (417, 425, and 431 8th Street) staff was able to find records on two of the houses (425 and 431 8th Street). While these two houses do add to the number of two-story homes on 8th Street within 300’ of the subject property, it is staff’s observation that they still follow the general trend of setting the second-story level further back on the lot than the minimum setback zoning otherwise requires, which is consistent with the existing two-story home located on the north side of 8th street (442 8th Street).
Attachment F 251 May 2, 2022 Item 09
1 Jennifer Gavin
From: Janet Wilson <[email protected]>
Sent: Wednesday, February 23, 2022 4:20 PM
To: Jennifer Gavin
Cc: Matt Bator; Nigel Hook; Richard Rice
Subject: DRB021-018 - Neighborhood averages statistics should be adjusted to match the neighborhood noticing.
CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe.
Hi Jennifer, Hi Matt,
Thank you for your time today. I know you're crazy busy on DRB day.
The homes being noticed within 300' are the homes that should be used for neighborhood averages.
(if 300' is extended down 8th Street, the extension should be considered for all directions within reasonable normal neighborhood walking.) The existing house at 624 8th St. must be included in with the current averages.
Our main structure must also be included in the averages (we front 8th St.). The garage is a separate structure and should still be included too.
Main is One story
Setback 100'
Height 26'? (? not sure of height but I know it is conforming and max is 26') In this neighborhood average spreadsheet the chart below includes #1-11.
My 300' was different from yours so I need to expand ... based on 417 8th St. now being included (within 300'),
it sure appears that structures #12-30 should be included too! I count 21 one-stories (75%)
7 two-stories (25%).
THIS IS AN IMPORTANT PERCENTAGE WHICH SHOULD BE PRESENTED BY STAFF.
Will you be able to confirm mailings to 1 vs. 2 stories before tonight's meeting?
Address One-orTwo-Story Front Yard Setback Setback to 2nd Story Building Height 417 8th Street
Not known,
appears one-story
from street
Not known Not known
1 425 8th Street 2 20 41 23
2 428 8th Street 1 29 16
3 431 8th Street 2 20 51 24
4 434 8th Street 1 32 15
5 442 8th Street 2 45 63 22
6 450 8th Street 1 Not Known Not Known
7 612 8th Street 1 27 11
Attachment F 252 May 2, 2022 Item 09
2 8
624 8th Street
(CURRENT) 1 25 11
9 635 Hoska Dr
Garage/Guest House 2 13 13 25
10 635 Hoska Dr
Main House 1 100 26 Worst Case
11 420 8th Street 1 30 15 Worst Case
12 605 Hoska Dr. 1 20 15 Worst Case
13 610 Hoska Dr. 1 31 15 Worst Case
14 611 Hoska Dr. 1 23 15 Worst Case
15 623 Hoska Dr. 1 34 15 Worst Case
16 624 Hoska Dr 1 24 15 Worst Case
17 636 Hoska Dr. 1 44 15 Worst Case
18 641 Hoska Dr. 1 32 15 Worst Case
19 642 Hoska Dr. 1 32 15 Worst Case
20 660 Hoska Dr. 1 82 15 Worst Case
21 667A Hoska Dr. 1 22 15 Worst Case
22 667 Hoska Dr. 1 33 15 Worst Case
23 668 Hoska Dr. 1 30 15 Worst Case
24 421 9th Street 1 40 15 Worst Case
25 445 9th Street 2 22 22 26 Worst Case
26 901 Highland Ave 2 26 26 26 Worst Case
27 distance? 682 Hoska Dr. 1 20 15 Worst Case
28 distance? 707 Hoska Dr. 2 27 38 15 Worst Case
Front Yard Setback Setback to 2nd Story Building Height Two-Stories = 7 25% 883 254 465
One-Stories = 21 75% 32.7037037 36.28571429 17.22222222 AVERAGE Average 32.7 Average 36.3 Average 17.2
The average building height will be lower as I used the worst case for all.
Attachment F 253 May 2, 2022 Item 09
February 23, 2022, 2021
Dear Members of the Del Mar Planning Commission:
We are writing to express our strong opposition to the proposed new structure at 624 8th St in Del Mar.
We have been residents of Del Mar since 1982, and have lived at our current address of 667 Hoska Dr since 1999. We have known Janet Wilson and Nigel Hook since shortly after we moved to our current house.
Janet and Nigel’s house on the interior is one of the most strikingly beautiful homes we have ever been in, with dramatically high, backlit beams and a spacious feeling. Unfortunately, given the way the house was sited on the property and the slope of the hill where their lot sits, they have essentially no ocean view from their interior spaces.
One of the few oceans views accessible to Janet and Nigel is towards the southwest from the corner of their living room, a space that we have been in perhaps half a dozen times over the years. At previous times, this view has been a beautiful spot to enjoy the best of Del Mar’s beautiful ocean views. Currently, their view is completely blocked by vegetation near their property line.
The proposed new structure will completely block any possible ocean view from the Hook/Wilson residence at 635 Hoska Dr. We understand that this view is already limited by vegetation which has been allowed to grow to obstruct the view from 635 Hoska Dr, a fact which we deplore and wish could be handled by directed mediation. The fact that neighbors do not get along over vegetation is not uncommon in Del Mar, and should not serve as the pretext to approve a new structure which is disproportionate for the lot and for the neighborhood. A new home can readily be envisaged at 624 8th St which would serve the needs of the current occupants without forever depriving their uphill neighbors of a small view corridor.
We encourage the planning Commission to preserve the essential look and ambiance of our neighborhood, and to protect the view corridor that Janet and Nigel were previously able to enjoy!
Thank you, Dan Donoghue
667 Hoska Dr.
Del Mar, CA 92014
Attachment F 254 May 2, 2022 Item 09
1 Madeline Shute
From: Brooke Garcia <[email protected]>
Sent: Wednesday, February 23, 2022 10:12 AM
To: Jennifer Gavin
Cc: Planning Mail Box
Subject: Item 1 APN: 300-252-14-00
CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe.
Dear Ms. Gavin / City of Del Mar Planning Department,
I am the homeowner of 641 Hoska, which falls within 300 feet of the 624 8th street project. I would like to re-submit my objection to said project in anticipation of the February 23, 2022 hearing.
This construction would violate code 23.08.010, in that this new construction infringes on the property values, natural environment, and the aesthetic quality of the community--and in the case of our neighbors--devastates primary scenic views. It would, in effect, diminish the property values of all Del Mar residents in that it establishes a bad precedent. When purchasing a home in a scenic coastal environment, one considers how current houses obstruct views. This is a critical evaluation that potential homebuyers consider daily in communities such as Del Mar before making such a monumental investment. Current footprint provides considerable information for prospective homebuyers when making that determination.
624 8th Street creates an alarming precedent because it would be impossible to assess the potential of a NEW structure built on an adjacent property at ANY time. It would also initiate something of a height “arms race” in regard to view protection. As one property owner builds up, and blocks a neighbors view, then subsequent property owners are forced to build up to retain their view, etc. This undoubtedly obscures and destroys the current natural environment and aesthetic quality of our seaside town, where scenic beauty is the priority, not Mcmansions.
Code 23.08.010 exists for this very purpose--to ensure that there are limitations to the extent to which a neighbor can diminish the property value of those within proximity. Purchasing a home is one of the most significant investments that most individuals make in a lifetime. How could one properly determine the value of a property if its most valuable characteristics--scenic ocean views--- could potentially be disrupted at any given moment? Part of the code currently applies to "primary scenic view," but in a community such as Del Mar with comfortable weather year round--many people derive enjoyment (and significant property value) from their yards--and not simply their homes. This proposed construction leaves in jeopardy the homes, property values, and quality of life, for thousands of Del Mar residents.
The project is specifically in violation of at least three items under Chapter 23.08. The construction violates Code 23.08.072 letter E : "The design will cause the surrounding neighborhood to depreciate materially in appearance or value. " It also violates letter J : "The proposed development locates structures so as to unreasonably, adversely impact upon outdoor areas on adjacent properties." Lastly, it violates Code 23.08.077 letter H: "The proposed development unreasonably encroaches upon primary scenic views of neighboring property." Attachment F 255 May 2, 2022 Item 09
2 Thank you for your time. I look forward to hearing from you. ~Brooke Garcia Attachment F 256 May 2, 2022 Item 09
1 Madeline Shute
From: jacqueline larson <[email protected]>
Sent: Wednesday, February 23, 2022 11:27 AM
To: Planning Mail Box
Cc: jacqueline larson
Subject: Re: Nigel & Janet Hook View
CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe.
As a professional real estate agent in California for many years. It’s my opinion replacing a 1-story with a 2-story will virtually wipes out the view front anywhere in their yard with significantly decrease their property values.
The design will cause the surrounding neighborhood to depreciate materially in appearance or value.
Sincerely,
Jacqueline Larson
--
Best Regards,
Jacqueline Kay Larson
Cell 858-736-4594
Box 201 Del Mar, CA 92014
Attachment F 257 May 2, 2022 Item 09
1 Madeline Shute
From: diana marquardt <[email protected]>
Sent: Wednesday, February 23, 2022 11:21 AM
To: Jennifer Gavin; Planning Mail Box
Subject: 624 8th st
CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe.
As a resident at 668 Hoska Drive for 35 years, I am committed to preserving our lifestyle and neighborhoods while understanding the need for flexibility and cooperation in our community. The houses surrounding this planned development are almost exclusively one story, almost all on standard lots, and almost all trying to be respectful of neighbors’ views and impact of property values. I am opposed to the plan as presented because of the height and position of the structure.
Respectfully,
Diana Marquardt
Attachment F 258 May 2, 2022 Item 09
1 Madeline Shute
From: Camilla Rang <[email protected]>
Sent: Saturday, February 19, 2022 8:20 PM
To: Planning Mail Box
Subject: Mitigation needed of the 624 8th Street 2-story planned dwelling CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe.
Dear Planning Committee,
I have read and looked through all letters, photos and info about the very difficult case of the planned construction of a 2-story house on 624 8th Street. I think we all, including Janet Wilson herself, should not have so severely cut down the hedge between the two properties in 2015 without conferring with the new property owner. On the other hand, that does not change the fact that the planned two story house on 624 8th street is removing all ocean view for Janet Wilson and also is looming over her yard. It sounds like the two parties would benefit from a mediation.
I read a supporting letter from Ms. Kelly Welch, dated Dec 17, 2021. In her letter, in where she supports the 624 8th street 2 story house, she also says that if other houses in her vicinity are to build a 2 story house, she would welcome it "as long as the homes are situated so as not to block views". Which is exactly what the 624 8th street house will do to Janet Wilson.
One solution could perhaps be to build the house so it´s only partially 2 stories so that the Wilsons still could keep most of their view and with privacy glass in potential windows facing the Wilson´s yard? A good example of that (partly 2 story) is 910 Stratford Ct., if you have time to drive by and take a look. This was done to keep the view and light of the home east of 910 Stratford. A beautiful example of privacy glass can be seen at 922 Stratford facing the alley. That agreement was met to keep the privacy of the house across the alley Melanie Way. Del Mar is unique in protecting your home´s value and view, something we all cherish and benefit from. Let´s uphold this unique feature of Del Mar, while also finding wiggling room to upgrade the standards of living from the old beach cottages that now have served their function.
Sincerely,
Camilla Rang
159 10th Street, Del Mar, CA 92014
Attachment F 259 May 2, 2022 Item 09
BRIAN CHURCH ARCHITECTURE
507SouthCedrosAvenue,SolanaBeach,CA
ZISKINRESIDENCE
6248THSTREET,DELMAR,CA
TPOROOFING
(SOLARGRAY)
BRICK
(BEIGES)
FRONTELEVATION
STUCCO
(GRAY)
RAILINGANDWINDOWS
(BLACK)
SIDING COPPERTRIM
(GRAY)
Attachment G 260 May 2, 2022 Item 09
1 Jennifer Gavin
From: Kelly Welch <[email protected]>
Sent: Tuesday, April 19, 2022 12:30 PM
To: City Clerk Mail Box <[email protected]>
Cc: [email protected]
Subject: Ziskin Remodel
CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe.
Hi….We are writing in favor of the Ziskin remodel. It is totally unacceptable and ridiculous that an appeal should be granted when their remodel was voted on and approved in front of the Del Mar Review Board. There is no basis for this appeal. The party that is appealing has one goal in mind……to wear the Ziskin’s down so that they will eventually give up and move away. I watched them do this same thing with the property behind them. Why and how are you allowing this to happen? All the Ziskins are trying to do is build a small home that will help fit their family and improve our street.
Why does the family next door to the Ziskins have so much influence? Sincerely,
Kelly and Pat Welch
431 8th Street
Attachment H 261 May 2, 2022 Item 09
BRIAN CHURCH ARCHITECTURE
507 S. CEDROS AVE , SOLANA BEACH , C A 92 075 | TEL 858 793 3437 | WWW. BRIANCHURCHARCHITECTURE .COM
February 3, 2022
Design Revisions for Design Review submittal #2
Plan Check No.: DRB21-018, CDP21-012, LC21-008
Project Name: ZISKIN RESIDENCE
Project Location: 624 8TH STREET, DEL MAR, CA, 92014
Project Contact: Brian Church, Brian Church Architecture ([email protected]) Attn.: Jennifer Gavin
Jennifer,
Based on comments received at the Design Review hearing on December 15th, 2021, we have revised the design and plans. Following is an outline of the comments received, discussion of the issues, and the related design changes.
Entry/Foyer
Issue: Several DRB Members discussed the height of the entry/foyer element and asked whether it could be lowered.
Explanation: As submitted for the first Design Review, the entry (foyer) was shown as a single level roof/ceiling with a ceiling height of 13’-0” so that it would provide head clearance as the stairs ascended to the second floor, where the ceiling height is 8’-0”.
Solution: The front section of the entry was lowered by 5’-0” to have a ceiling height of 8’-0”. The roof behind (north) remains at 8’-0” from the second floor as required for head clearance. In addition to significantly lowering this element, this change moved the second floor and roof in this area back by 4’-0”. See building elevations on sheet A4 and building section C on sheet A6.
East Elevation
Issue: Several DRB members discussed the east elevation and asked if it could be softened.
Explanation: Much of the east elevation encloses the entry stairs, and therefore must be two stories in height.
As previously submitted, this wall was more than sixteen feet in length, two stories in height, and all stucco.
This created a fairly large blank wall. The concrete walkway along the side of the house precluded the ability to landscape along the wall.
Solutions: As discussed above, the entry has now been lowered and stepped back to the north, which also shortens and lowers the wall area facing east. The horizontal siding material has now been extended to wrap around the east side of the structure so that the wall is no longer a blank stucco wall. The adjacent walkway was moved away from the wall to create a planter area where we have added a row of plants to further soften this elevation. See building elevations on sheet A4.
Attachment I 262 May 2, 2022 Item 09
BRIAN CHURCH ARCHITECTURE
507 S. CEDROS AVE , SOLANA BEACH , C A 92 075 | TEL 858 793 3437 | WWW. BRIANCHURCHARCHITECTURE .COM
Privacy to/from the east
Issue: Several DRB members discussed the location of windows facing east concerning privacy with the neighbors to the east.
Explanation: There are only two windows facing east. These windows are small and are located in the powder room and pantry respectively. The windows were previously noted as obscured glass, which may not have been clearly explained.
Solutions: The powder room has been reconfigured so that the window in that room faces north instead of east.
Both windows are to be obscured (frosted) glass. See building elevations on sheet A4 and the second-floor plan on sheet A2.
Structural Siting
Issue: Several DRB members discussed the location of the house on the lot, specifically, the locations of the entry and second floor.
Explanation: I believe that these concerns may have been exacerbated by a couple of inaccuracies in the previous drawings and story poles. The story poles indicated that the proposed upper roof line extended all the way to the east side yard setback, when in actuality, the entry element had been lowered (in the submitted drawings) by more than eighteen inches. As discussed above, this element has now been lowered much more.
Secondly, the site plan incorrectly showed the edge of street paving roughly four feet south of the property line when it is actually more than eighteen feet(!)
When comparing the siting of the proposed structure with the (two story) guest house on the property to the east, a couple of the DRB members question whether that was a fair comparison since, although that structure is closer to the street that the proposed Ziskin house, it is obscured by several large trees and other shrubs. In reviewing this situation, it became apparent that the trees providing the additional screening of the neighbor’s two-story guest house are located in the public right of way. Duplicating this (planting large trees in the right of way) would be possible but would require a separate approvals process through City Council.
Solutions: The revised story poles now accurately show the revised entry element (6’-6” lower than previously shown by the story poles). The site plan, elevations and sections now accurately show the location of the street in relation to the proposed structure. Please note that, as indicated in section C/A6, the second floor is 46’-0” from the edge of street paving.
Second floor deck
Issue: Several DRB members discussed the location and size of the second-floor deck.
Explanation: The deck has already been oriented toward the street as suggested in the Design Guidelines.
Within the Design Review Ordinance and Design Guidelines, there are no limitations on the size of second floor decks that face the street (as the proposed deck does). The deck was also placed fifteen feet away from the property line as suggested in the Design Guidelines for decks that do not face the street. This abundance of caution was intended to assure that the roof deck would not create privacy issues with the neighbor to the west (Arline Paa).
Attachment I 263 May 2, 2022 Item 09
BRIAN CHURCH ARCHITECTURE
507 S. CEDROS AVE , SOLANA BEACH , C A 92 075 | TEL 858 793 3437 | WWW. BRIANCHURCHARCHITECTURE .COM
Solutions: As suggested by DRB members, to increase the buffer between the roof deck and any neighbors, we have added a perimeter of planters (also suggested in the Design Guidelines for decks not facing the street). As also as suggested by DRB members, the area of the roof deck has been reduced (by 111 sf). See building elevations on sheet A4 and A5, and the second-floor plan on sheet A2.
Attachment I 264 May 2, 2022 Item 09
1 Jennifer Gavin
From: [email protected]
Sent: Tuesday, November 2, 2021 10:08 AM
To: Jennifer Gavin
Cc: 'Matt Ziskin'
Subject: FW: Ziskin Residence - Site grading
Follow Up Flag: Follow up
Flag Status: Flagged
CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe.
Hi Jennifer,
In response to one of your questions/comments regarding the site receiving fill (grading), I am forwarding the response from our civil engineer who has developed the site drainage design. The existing house sits in a depression below the level of the sidewalk. Therefore, the house/site is being raised to allow for adequate storm water drainage without having to rely on pumps (which tend to be a problem since the power often goes out when there’s big storm event). This is essentially the same approach taken in the beach colony, where houses are required to be elevated above the established flood plain. As in those cases, the height of the proposed house is measured from the original (lower) grade and does not create an additional size/height/mass issue, as it is within the allowed building height.
Please let me know if I can provide any additional information in this matter.
Thank you,
Brian Church AIA
Brian Church Architecture
From: Alberto Ortiz <[email protected]>
Sent: Monday, November 1, 2021 7:14 PM
To: [email protected]; [email protected] Cc: Vince Sampo <[email protected]>; Zarel Lomeli <[email protected]> Subject: RE: Ziskin Residence - Vegetation call outs
Hi Brian,
If we lower the finish floor elevation as you are suggesting a pump system will need to be installed to be able to convey storm water to the street which is something that we typically avoid. If you want to pursue this alternative we are going to need to perform additional calculations and study to determine the amount of cfs tributary to the pump system which we will provide to the project MEP so that he can select an appropriate Pump.
Thanks,
Alberto Ortiz
Sampo Engineering
171 Saxony Rd. Suite 213
Encinitas, CA 92024
(760) 436-0660 ext. 113
Attachment J 265 May 2, 2022 Item 09
2 (760) 436-0659 fax
www.sampoengineering.com
From: [email protected] <[email protected]> Sent: Friday, October 29, 2021 9:27 AM
To: Alberto Ortiz <[email protected]>; [email protected] Cc: Vince Sampo <[email protected]>; Zarel Lomeli <[email protected]> Subject: RE: Ziskin Residence - Vegetation call outs
Hi Alberto,
Several of the comments received from the Planning Department were regarding the amount of grading (fill) proposed.
How much could we lower the entire house and still make the site drainage work? Could we lower it a foot, two feet if necessary?
Let me know what you think.
Thanks,
Brian Church AIA
Brian Church Architecture
Attachment J 266 May 2, 2022 Item 09
City of Del Mar
Agenda Report
________________________________________________________________________________________________________ City Council Action:
TO: Honorable Mayor and City Council Members
FROM: Beth Murray, Senior Management Analyst
Via Ashley Jones, City Manager
DATE: May 2, 2022
SUBJECT: Del Mar Village Association’s Proposed “Welcome Summer” Banner and Flag Program
REQUESTED ACTION/RECOMMENDATION:
Staff recommends the City Council: 1) Consider and provide feedback on the Del Mar Village Association (DMVA) “Welcome Summer” Banner and Flag Program proposal (Attachment A); and 2) Authorize the City Manager and DMVA Council liaisons to work with DMVA to finalize the design of the banners and implement the program.
DISCUSSION/ANALYSIS:
In an effort to visibly and vibrantly celebrate and welcome summer and the activity that this time of year brings to the Del Mar community, DMVA is proposing to design, fabricate, purchase, install, maintain, and store 32 new light pole banners. The banners will include the Del Mar Village logo and “Welcome Summer” with design motifs that highlight the best of summer in Del Mar Village, e.g., surfing, al fresco dining, live music, etc., a mock-up of which is included with Attachment A.
DMVA also proposes to purchase, install, maintain, and store American flags and hardware to be placed on the 22 downtown light poles tall enough to accommodate the flags and, importantly, illuminate them after sundown (which is required for proper display of the American flag). Most of these are located in the major intersections of Del Mar Village. DMVA already owns the hardware needed for the flags from the previous installation of international flags during Breeders’ Cup 2021, and the banners and flags can be used for many years without replacement because they will only be used for a short timeframe during the year, minimizing wear and tear.
If approved, the banners and flags will be installed either the week of May 23, 2022, preceding Memorial Day, or June 14, 2022, which is Flag Day, with the removal of the flags and banners planned for the last week in August 2022, before Labor Day. DMVA 1 May 2, 2022 Item 10
City Council Agenda Report
DMVA Summer Banner and Flag Program
May 2, 2022
proposes to install and remove these banners each year in coordination with the other banners on the light poles.
DMVA plans to fund this project with donated funding from the Rotary Club of Del Mar, destination marketing funding, and other DMVA fundraising. There is no funding for this project being requested from the City of Del Mar.
Due to the short lead time to have the proposed banners manufactured in preparation for a late May or early June installation, DMVA has requested that the City Council provide feedback on the proposed design of the banners and allow the City Manager and DMVA Council liaisons to work with the DMVA to finalize the design of the banners and implementation of the program.
FISCAL IMPACT:
There is no fiscal impact to the City associated with this agenda item.
ENVIRONMENTAL IMPACT:
The proposed City Council action does not constitute a “project” under the definition set forth in California Environmental Quality Act (CEQA) Guidelines Section 15378 because it will not have a potential to result in a direct or indirect physical change in the environment and is, therefore, not subject to CEQA. No further action under CEQA is required.
ATTACHMENTS:
Attachment A – Proposed “Welcome Summer” Banner and Flag Program 2 May 2, 2022 Item 10
Del Mar Village Association “Welcome Summer” Downtown Light Pole Proposal Submitted April 2022
The Del Mar Village Association (DMVA) aims to team up with the Rotary Club of Del Mar to welcome summer in Del Mar Village in 2022 with newly designed banners and American flags along Camino Del Mar. Each year from January through November, DMVA maintains and installs 32 banners depicting iconic locations in downtown Del Mar. From mid-November to the end of December each year, DMVA maintains and installs Del Mar holiday banners on 32 downtown light poles, plus holiday garland and lights on all 60 of the light poles, creating a festive atmosphere that instantly signals the start of the holiday season when installed. The proposal outlined below would supplement these efforts and add a new, celebratory visual display for Del Mar’s residents and visitors to welcome summer to the downtown.
PROPOSAL
Who: DMVA proposes to fund this project with donated funding from the Rotary Club of Del Mar, destination marketing funding, and other DMVA fundraising. DMVA is not asking the City for any additional funding for this proposal.
What: DMVA proposes to design, fabricate, purchase, install, maintain, and store 32 new light pole banners with the Del Mar Village logo and “Welcome Summer” with design motifs that highlight the best of summer in Del Mar Village, e.g., surfing, al fresco dining, live music, etc.
See attached Sample Light Pole Banner and American Flag Installation.
DMVA also proposes to purchase, install, maintain, and store American flags and hardware to be placed on the 22 downtown light poles tall enough to accommodate the flags and, importantly, illuminate them after sundown. Most of these are located in the major intersections of Del Mar Village. DMVA already owns the hardware needed for the flags from the previous installation of international flags during Breeders’ Cup 2021, and the banners and flags can be used for many years without replacement because they will only be used for a small portion of the year, minimizing wear and tear.
Where: DMVA proposes to install the banners and flags along Camino Del Mar on the light poles as described above.
When: DMVA proposes the banners and flags be installed either the week of May 23, 2022 (preceding Memorial Day) or June 14, 2022 (Flag Day) with the removal of the flags and banners the last week in August 2022, before Labor Day. DMVA proposes to install and remove these banners each year in coordination with the other banners on the light poles.
Why: As Del Mar and San Diego County emerge from the pandemic, DMVA’s proposal will support the downtown by visibly and vibrantly celebrating and welcoming summer for residents and visitors with festive new banners and American flags. We also intend to work with small businesses and property owners to encourage inviting and festive décor to
ATTACHMENT A
3 May 2, 2022 Item 10
complement this project, eg. Patriotic bunting on buildings, summer-themed displays in retail windows, etc.
DMVA is poised to develop the graphic designs for the “Welcome Summer” banners and will work with our contractor for all banner and flag installations in the downtown. If this proposal is approved by City Council, DMVA requests that the City Manager and DMVA Council liaisons be provided with the authority to approve the final banner designs, which will help facilitate fabrication and installation by either Memorial Day or Flag Day in 2022.
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Mockup of Sample Light Pole Banner Design and Flag Location Please note the final designs may use illustrations rather than photography 5 May 2, 2022 Item 10
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
DATE: May 2, 2022
SUBJECT: Follow-Up Report from City Council Goal Setting Workshop Regarding City Council Work Plan “Wish List” Items for Consideration
REQUESTED ACTION/RECOMMENDATION:
Staff recommends that the City Council receive the report and provide direction to staff on which “wish list” items, if any, to incorporate into the City work plan for Fiscal Year 2022-2023.
BACKGROUND:
On March 7, 2022, the City Council held a Goal Setting Workshop to discuss the City’s work plan for Fiscal Year (FY) 2022-2023. As part of that, there were a number of items identified for potential consideration in conjunction with the existing work plan and other priorities. From the list, the Council direction was to bring back a report with more details on what would be involved with several of the items for further City Council consideration. The purpose of this report is to provide that information and to seek City Council direction on whether to include some, all, or any of these items as part of the work plan for next fiscal year. If the City Council direction is to incorporate additional items into the work plan, that will be reflected in the proposed budget for FY 2022-2023.
As context, the City is still recovering from the financial impacts of COVID-19 which necessitated drastic budget reductions during Fiscal Years 2019-2020 and 2020-2021, with some preliminary recovery occurring during this current FY 2021-2022. The City already has a very robust work plan in place, with many projects that will extend into FY 2022-2023. Both financial resources and staff capacity are severely constrained.
DISCUSSION/ANALYSIS:
Below is a list of the items for which the City Council requested additional information, along with a description of what would be involved in moving forward with each item, including the process, financial resources, staff time and/or consulting resources, and a recommendation by the City Manager on how to proceed.
1) Trees Scenic Views Sunlight (TSVS) Ordinance Update
Description: City Council consensus was for staff to return with additional information and estimates regarding the work effort, time, and expenses involved in amending the TSVS Ordinance, including adding City trees. Additionally, it was requested that in the short 1 May 2, 2022 Item 11
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term, staff look into whether the City can address issues regarding City trees impeding private views.
Relevant Department: Planning & Community Development
Scope of Work:
Comprehensive TSVS Ordinance Update
A comprehensive update to the TSVS ordinance would require significant staff, consultant, and legal services time and effort to fully evaluate and develop a revised ordinance.
Necessary steps would include:
• Allocate funding to complete work associated with a comprehensive update; • Process a Request for Proposals (RFP) for consulting services and award a contract to the selected firm;
• Potentially establish a taskforce, which would require staff support, to obtain public input during development of the ordinance and conduct public outreach as necessary;
• Establish regulations, process, application materials, and procedures; • Draft update to Ordinance in consultation with City Attorney; • Perform California Environmental Quality Act (CEQA) review; • Conduct Planning Commission recommendation hearing; and • Conduct City Council introduction and adoption hearings.
The exact quantity of staff time and cost for consulting services is unknown, but this is considered a major work plan item that will require significant staff time and financial resources.
Potential Policy Change Regarding Trimming of City Trees for View Blockage The Planning Department has worked with residents since the adoption of the TSVS Ordinance in a “good-neighbor” fashion when claims of view obstruction from City-owned trees and vegetation have occurred. These situations are addressed utilizing the Encroachment Permit (EP) process to facilitate the action needed to address the residents’ concerns. Planning staff assesses the situation, and if it appears to be valid view concern consistent with the rights afforded by the TSVS Ordinance, staff works with the resident to achieve resolution through the filing of an EP and the appropriate trimming of the offending tree or vegetation by a tree care professional hired by and at the expense of the applicant. The City’s budget for trimming of City-owned trees remains reduced and is focused on safety and tree health. Establishing a new practice of the City trimming Cityowned trees for aesthetic and view reasons and paying the related costs instead of the applicant as currently required by the process, could significantly increase the City’s tree trimming budget and would be a policy and financial decision for the City Council. If there were a change in practice/policy regarding trimming of City-owned trees, the City’s current contract for tree maintenance and arborist services would also need to be amended or the City would need to issue a new Request for Proposals to allow for this change in scope of services.
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City Manager’s Recommendation: It is recommended that a comprehensive update to the TSVS Ordinance be considered as part of the potential City work plan during the next two-year budget process (Fiscal Years 2023-24 and 2024-25). As indicated above, this would be a major work plan item in consideration of the required staff time and anticipated costs, and there is no staff capacity to undertake this work in FY 2022-23. The Council could direct staff to bring forward an item during FY 2022-23, to facilitate a City Council policy discussion as to whether or not to amend the TSVS Ordinance and current practice of the applicant paying for trimming of City-owned trees (same as is required by applicant for trimming of trees on private property under the Ordinance); however, due to limited Planning staff capacity, the timing would need to be flexible to allow for staff to focus on other time sensitive work plan priorities.
2) Reengagement on Short-Term Rental (STR) Regulations in FY 2023 (Housing Element identifies Ordinance to be adopted by December 2024 – Program 5C) Description: The City Council requested an update on where the City stands with shortterm rentals (STRs). Currently STRs are not an allowed use in residential zones. On November 6, 2017, the Del Mar City Council adopted Ordinance 934 to establish new regulations for STRs. Pursuant to the California Coastal Act, the City is required to submit its zoning ordinances that would amend the City’s Local Coastal Program to the California Coastal Commission (CCC) for certification. On June 7, 2018, the Coastal Commission conditionally certified the City’s Short-Term Rental Ordinance (adopted in 2017). The Coastal Commission’s conditional approval has since expired as of December 13, 2019.
This means that the City must process and obtain City Council approval of a new Ordinance for submittal to the Coastal Commission for certification.
Since November 6, 2017, when the Council adopted Short-Term Rental Ordinance 934, a forbearance period has been maintained in effect with the intent to provide a transition period for affected owners to modify their operations and bring their property into compliance. The forbearance period, which temporarily delays enforcement action against qualifying STRs (that pre-dated the 2016 moratorium on new STRs in residential zones), was initially established by Resolution 2017-71 and is set to expire on February 1, 2023, unless further extended by the City Council.
The City Council is targeting mid-2023 to reengage on STRs including gathering data on the number of rentals and potential revenues from an STR Transient Occupancy Tax (TOT) or fee.
Relevant Department: Planning & Community Development
Scope of Work:
• Allocate budget in June 2022 for FY 2022-2023 and FY 2023-2024 for data collection (number of existing STRs in Del Mar) to establish a baseline; • Process a two-year extension of the existing forbearance period until new regulations are adopted and become effective. Target January 2023 for extension of forbearance by Council Resolution prior to February 1, 2023, expiration; • Undertake a Request for Qualifications (RFQ) process prior to May 1, 2023, to identify consultant for data collection;
• Conduct data collection;
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• Obtain direction from City Council on desired policy direction and process; • Establish program regulations, including initial and ongoing permit fee amounts, application materials, permitting processes, monitoring, and enforcement procedures;
• Draft Ordinance/Local Coastal Program Amendment (LCPA) in consultation with City Attorney;
• Perform CEQA review;
• Publish and distribute Notice of Availability for LCPA; • Conduct Planning Commission (PC) recommendation hearing; • Conduct City Council introduction and adoption hearings; • Submit application to CCC requesting certification of LCPA and participate in related public hearings;
• Schedule City Council action to accept modifications from CCC if necessary for CCC final certification. The realistic timeframe from the point of the City Council adoption hearing to the CCC Final Certification could be up to 24 months; and • On a separate track, the City must also bring forward an item to Council to consider whether to prohibit STRs in the North Commercial (NC) zone in order to satisfy an action needed per the Referendum Withdrawal Agreement. If applicable, staff would process an ordinance for implementation per City Council direction.
City Manager’s Recommendation: Reengage on short-term rentals in January 2023, beginning with extension of the forbearance period via Resolution of the City Council and process an RFQ to facilitate consultant selection for gathering data on the number of rentals and potential revenues from an STR Transient Occupancy Tax (TOT) or fee. Then conduct initial data gathering on baseline conditions and obtain direction from City Council on desired policy direction and process by June 2023.
3) Reevaluate City’s ability to collect a portion of Fairgrounds Admission Fees Description: Council consensus was to refer this item to the City Attorney for clarification on prior appellant court decisions and any recent legislative changes in this area.
Relevant Department: City Manager’s Office/City Attorney’s Office Scope of Work: Based on preliminary research by the City Attorney’s Office on this topic, given the complexities of the issues, it is difficult to determine how much time it would take for the City Attorney to conduct the full necessary research. The time required just for further, sufficient preliminary research is significant enough that it would need direction from the full Council to move forward.
City Manager’s Recommendation: Given the complexities of this topic and potential time and related costs to further research, it is recommended that the City Council put this topic on hold for now. If at some point the City elects to pursue it, the necessary legal research can be done at that point in time.
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4) Consider Policy regarding Accessory Dwelling Units (ADUs) for Housing Only Description: Council consensus was for Planning staff to consult with the City Attorney’s Office to determine if ADUs could be restricted for housing purposes only as part of the upcoming ADU ordinance amendment. The City Attorney’s office was consulted and has expressed concerns that this prospective approach is inconsistent with State ADU law and applicable zoning. That said, the City is still in need of processing an ADU Ordinance/Local Coastal Program Amendment (LCPA) in compliance with State law, in a manner that harmonizes the requirements of State Housing law and the California Coastal Act.
Relevant Department: Planning & Community Development
City Manager’s Recommendation: Work to develop an ADU ordinance is currently underway. Staff is working in consultation with the City Attorney’s office, and will engage in discussions with HCD and CCC staff about whether there are alternatives that may be incorporated into the local ordinance to meet the City Council’s intent to establish a policy that ADUs be used for housing only. The ordinance will be presented to the Planning Commission, then the City Council for consideration, and processing of the LCPA with the Coastal Commission, which will continue into next fiscal year. 5) Restart Undergrounding Project Advisory Committee (UPAC) Description: Council liaisons to review UPAC charter for recommended updates and to make a recommendation to City Council on any charter revisions and a plan for reengaging UPAC after completion of the Tewa project and prior to moving forward with construction of 1A/X1A.
Relevant Department: City Manager’s Office
Scope of Work: This item will require meeting with the Council liaisons, reviewing the work plan and role for UPAC, making proposed amendments to the UPAC charter, bringing forth an item for the City Council consideration, filling vacant UPAC positions, and then reconvening the Committee.
City Manager’s Recommendation: In reviewing this topic with the Council liaisons, based upon their feedback, staff will work with the City Council liaisons to reevaluate the UPAC Charter and return to Council with any proposed changes and a plan for restarting the Committee prior to starting construction for 1A and X1A. 6) Revisions to Oversized Vehicle Ordinance – Intended to Allow for Additional Enforcement
Description: Council consensus was for staff to research additional information related to oversized vehicle enforcement issues and return to City Council for additional direction.
Relevant Department: Community Services/Planning & Community Development (Code Enforcement)
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Scope of Work: If the Council directs staff to provide a recommendation for amending the City’s oversized vehicle ordinance, the following tasks need to be completed by staff:
a. Research policies of regional jurisdictions;
b. Obtain direction from City Council on desired policy direction, potentially through a City Council workshop-type discussion;
c. Present potential policy and/or staffing changes to the Traffic and Parking Advisory Committee (and potentially others) for feedback;
d. Depending on proposed changes, Planning Commission and/or the California Coastal Commission may need to review;
e. Draft ordinance in consultation with City Attorney;
f. Hold City Council introduction and adoption hearings; g. Update City website, citation language, signage (if necessary); and h. Amend fees, if applicable, which may require an amendment to the current resolution that sets parking violation fines.
Once an ordinance is adopted, for implementation and enforcement, should staffing or operational hours need to be considered, a budget adjustment may also be required.
City Manager’s Recommendation: To date, staff has received varying input and concerns with regard to the City’s current ordinance. Some concerns would require a change to the ordinance in order to address and others may require changes to staffing or an expansion to the existing hours of operation. Overall, staff needs additional feedback from the City Council in order to bring this item forward.
If the City Council is interested in working on this item next fiscal year, the earliest staff could begin preliminary work on this would be fall 2022. One of the first necessary steps would be for the City Council to provide clear policy direction on what the goals are. To accomplish this, staff could facilitate a workshop-type discussion at the Council level first, followed by meeting with City advisory committees. Alternatively, Council could direct staff to seek committee input first and then bring forth a workshop-type discussion to the Council. Once it is established what the City Council wants to accomplish by way of an ordinance change, if that is necessary, then the actual ordinance could be drafted. 7) Update to Climate Action Plan and Building Electrification Ordinance Description: Council consensus was to refer these items to the Sustainability Advisory Committee (SAC) to further vet out staff time and City resources involved and to include an analysis of the environmental impact of these suggestions.
Relevant Department: City Manager’s Office/Planning & Community Development Scope of Work:
Climate Action Plan Update
Updating the City’s Climate Action Plan (CAP), which was adopted in June 2016, would be considered a significant work plan item that will require dedicated staff time and project budget for specialized consulting services. Staff assumes the proposed update would not include making the CAP CEQA-qualified, and therefore legally binding, which would require significantly more staff time and consulting services. Consulting services will still 6 May 2, 2022 Item 11
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be needed to update the City’s greenhouse gas (GHG) emissions inventory so that the new reduction measures recommended by the SAC and the City’s consultant are calibrated to achieve the CAP’s GHG reduction targets.
Staff consulted with the cities of Encinitas, La Mesa, and Solana Beach to better understand their individual CAP update process, its impact to staff, and the associated consulting costs. Staff from the City of Encinitas estimated it took one half of a dedicated employee (0.5 full time equivalent employee) the majority of a year to manage their 2018 CAP update with a total budget of approximately $100,000. The City of La Mesa is beginning a CAP update and is wrapping up a request for proposals (RFP) process to bring on specialized consulting services with a budget of $100,000. Similarly, the City of Solana Beach recently received consultant proposals ranging from $30,000 to $100,000 to perform an update to their CAP.
Given that the City of Del Mar is smaller than these cities, and with support from the SAC, staff acknowledges that it would take somewhat less staff time and a smaller budget to complete Del Mar’s CAP update. However, it would still represent a significant impact to the City’s financial resources and staff capacity.
Furthermore, it is typical and best practice for cities to include a public process when updating CAPs. Staff recommends the City Council consider how much outreach to provide to stakeholders to solicit input on the CAP update, which will determine how much staff time is needed for this portion of the project. Once the CAP is updated through a public process, staff would take it to City Council for adoption.
Building Electrification Ordinance
Preparing a building electrification (BE) ordinance for the City of Del Mar will require dedicated time from staff across multiple City departments (e.g., City Manager’s Office, Planning & Community Development, and the City’s Building Official) as well as the City Attorney. Staff consulted with the City of Encinitas to better understand their BE ordinance process, its impact to staff, and the associated consulting costs. Staff from the City of Encinitas estimated that it took one half of a dedicated employee (0.5 full time equivalent employee) six months to complete the technical work and to educate the public and solicit community and stakeholder feedback on the proposed ordinance. Once the ordinance was drafted and the majority of the public outreach was completed, it took 10-25% of a full-time equivalent employee to shepherd the ordinance through the approval process. In total, the project took two full active years to complete, with a one-year delay due to the COVID-19 pandemic. Encinitas’ budget for technical consulting services was approximately $100,000.
It should be noted that Encinitas’ “Green Building” ordinances also include provisions for residential and non-residential energy efficiency upgrades and non-residential solar photovoltaic (PV) upgrades, in addition to mandating the electrification of all new buildings (with exemptions). Therefore, the staff time and project budget noted above includes more than just developing a standalone BE ordinance. Encinitas staff also reported that they were directed by their City Council to conduct a fairly extensive public outreach program to key stakeholders, which took a significant amount of staff resources and consultant budget to complete. Finally, as required by the California Energy Commission (CEC) for this type of “reach code,” Encinitas’ consultant had to prepare a cost effectiveness study 7 May 2, 2022 Item 11
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to submit to the CEC, along with the proposed ordinances, for approval. If Del Mar were to pursue a BE ordinance, staff would have to complete its own cost effectiveness study for submittal to the CEC for approval; however, the City could potentially save time and budget by utilizing Encinitas’ as a template.
Staff also consulted with the City of Solana Beach regarding their recently adopted BE ordinance. Staff from Solana Beach took a different approach than Encinitas, in that they relied on pro bono expertise from the Building Decarbonization Coalition and San Diego Gas & Electric’s (SDG&E) reach code team for the technical aspects of the project.
Furthermore, Solana Beach relied heavily on templates and resources from the California Energy Commission (CEC) in the preparation of their ordinance and reach codes. Staff from Solana Beach did note that even with the free technical assistance, the project was still a significant work item for staff due to the educational learning curve for staff and the public outreach needed to get sufficient buy-in from key stakeholders. Following a similar process would likely be the most cost effective and efficient route for Del Mar, and City staff and the SAC could use publicly available documents related to Solana Beach’s effort, as well as Encinitas, as a starting point for drafting a similar ordinance and public education materials for Del Mar.
Once the ordinance is drafted by SAC, it would be given to staff and the City Attorney to vet and finalize. To adopt the ordinance, public noticing will be required and two hearings at the City Council. Staff recommends the City Council consider direction on how much outreach to provide to stakeholders to solicit input on the development of the ordinance, as well as the degree of education to be provided to both the development community and residents once the ordinance is adopted to effectively communicate the new requirements.
Staff will also have to update the City’s website to include the new development requirements.
City Manager’s Recommendation: Updating the CAP would be a very staff intensive and expensive endeavor, which the City does not have the staff capacity and financial resources to undertake at this time. Therefore, it is recommended that this work plan item be considered as part of the next two-year budget process (Fiscal Years 2023-24 and 2024-25).
Based on the City’s known work plan at this time, it could potentially be feasible to initiate the BE ordinance process in fall 2022, following completion of the solid waste contract transition. The timeline for completion of this project would depend on the degree of public education and outreach envisioned by Council as part of the ordinance development process and what the vetting process would be for how stringent to make the applicability of the ordinance. These factors would significantly impact the amount of staff time required for this project.
8) Adoption of an Ordinance Allowing for Cannabis and CBD Retail Sales/Stores Description: The Council requested that staff return with information about what would be involved in amending the Del Mar Municipal Code (DMMC) to allow CBD sales and indicated they would defer to the City Manager on the timing for doing so based on staff capacity.
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The City has had a marijuana land use prohibition in place since January 19, 2016 (Urgency Ordinance 912 DMMC Chapter 30.85). The prohibition applies to all types of marijuana (medical and non-medical). Currently, the DMMC prohibits all commercial use of marijuana, which covers all parts, derivatives, and products of the plant including cannabis and CBD. While CBD (also known as Cannabidiol) is not the component that is responsible for marijuana’s psychoactive effects, CBD is derived from industrial hemp or marijuana and is therefore a prohibited product derived from cannabis, as defined by DMMC Section 30.85.100(A). This means local businesses are currently prohibited from selling CBD containing products.
There have been a number of changes in cannabis law since the City adopted its cannabis prohibition in January 2016. On November 21, 2016, staff presented a report to the City Council providing an overview of State Proposition 64 (Adult Use of Marijuana Act) that was passed by the California voters. At that time, the City Council expressed their desire to continue to retain the prohibition on all types of marijuana-related land uses. As a result, the City accommodates only the existing state law protections for medical marijuana qualified patients and caregivers and Proposition 64 provisions for personal use and personal cultivation in a private home. (The City is preempted by law from prohibiting these uses.) In 2018, the State Legislature adopted the Medicinal and Adult-Use Cannabis Regulation and Safety Act (MAUCRSA) that established a uniform licensing regime for medicinal and non-medicinal cannabis. However, no local amendments were needed because the City does not allow commercial use of cannabis. In addition, changes at the federal level regarding industrial hemp have since made it legal for the cultivation of industrial hemp, so long as it is consistent with federal guidelines. In accordance with prior City Council direction, the DMMC has not been amended since 2016 to address any subsequent changes in State and Federal law.
Relevant Department: Planning & Community Development/City Attorney’s Office Scope of Work: If the City Council desires to amend the cannabis provisions to accommodate CBD sales and account for changes in applicable laws, it would require the following:
• Obtain direction from City Council on desired policy direction and process; • Obtain additional funding in future fiscal years;
• Process an RFP for consultant services;
• Conduct analyses required per State law to establish time, place and manner regulations;
• Establish application fees and materials, permitting requirements, inspection and enforcement regulations;
• Draft Ordinance/LCPA in consultation with City Attorney; • Perform CEQA review;
• Publish and distribute Notice of Availability for LCPA; • Conduct Planning Commission recommendation hearing;
• Conduct City Council introduction and adoption hearings; • Submit application to California Coastal Commission requesting certification of LCPA, and participate in related public hearings;
• Schedule City Council action to accept modifications from CCC if necessary for CCC final certification.
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City Manager’s Recommendation: Given the current high volume and time sensitive work plan for the Planning & Community Development Department, there is no staff capacity to include this as a work plan item FY2022-23 or FY2023-24, unless other work plan items were to be deferred. It is recommended that this be included for Council consideration at a future goals and priorities setting workshop.
9) Complete RFQ for Attorney/Legal Services
Description: City Manager’s Office to work with City Council to start the process at the end of Calendar Year 2022 and defers to the City Manager’s judgment on the timing.
Relevant Department: City Manager’s Office
Scope of Work: The City Attorney is a direct report to the Council. Staff recommends that the City Council assign a subcommittee, such as the Human Resources Subcommittee, to oversee the process and work with the City Manager or designee to conduct a Request for Qualifications (RFQ) process. While the Subcommittee would help facilitate the process, all Councilmembers would participate in reviewing the submittals from prospective firms and conducting interviews.
City Manager’s Recommendation: Staff recommends that this process be deferred until early Calendar Year 2023 to begin approximately 90-days following the November 2022 City Council election. The process would take place between February-June 2023, with the goal of having a new contract in place (if applicable) by July 1. In the event the City Council selects a new firm, this would allow time to facilitate a smooth transition of the City’s legal services.
10) Median Improvements (Initial Focus on North Beach Area) Description: The City Council requested that staff explore options for median landscaping improvements and return to the City Council with recommendations, including confirmation of what permit approvals (e.g., Coastal Development Permit, Design Review Permit, etc.) and other review would be involved.
Relevant Department: Public Works/ Planning & Community Development Scope of Work: Attachment A identifies several areas of the City which have been identified by Councilmembers or the community as candidates for median landscape improvements. They include the Camino del Mar medians south of Via de la Valle and north of the San Dieguito lagoon bridge; the triangle at the southeast corner of Via de la Valle and Jimmy Durante Boulevard, the median along Camino del Mar between Carmel Valley Road and Del Mar Heights/4th Street, and the circular median at the intersection of 15th Street/Avenida Primavera/Crest Road. Attachment A provides information on project location descriptions, photos of existing conditions, and a high-level explanation of the steps involved in the review process prior to construction and duration.
For a median improvement project, the project scope determines the necessary permit and review process. Whereas a streetscape improvement project that includes hardscape, retaining walls, bus shelters, trash cans, etc., would require a Design Review 10 May 2, 2022 Item 11
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Permit, a strictly ground cover/planting material landscaping project would not require a Design Review Permit according to the Design Review Ordinance. However, the City Council could request an “informational review” by the DRB. The scope of the project would also determine whether a Coastal Development Permit is required. Further, the context of the location and scope of work for the proposed median improvements is what determines the applicable permit requirements and whether additional approvals may be needed by other public agencies. For example, proposed median improvements within the North Beach area would need to take into account limitations applicable to proposed development in proximity to environmentally sensitive resources and/or within a floodplain.
Considerations for timing of the project are also a key factor to consider. For instance, the City is in the process of planning for the Camino del Mar Bridge Replacement Capital Improvement Project (CIP) project, which will involve a multi-year construction effort in the public right-of way along Camino del Mar from the Beach Colony to the northerly City limits.
Generally, the steps involved with landscaping improvement projects include:
a. Completion of project designs and additional design/engineering work, as necessary, depending on the project scope to prepare for the Design Review Board (if applicable) and other entitlement and construction bidding processes as applicable;
i. Design Review is not necessarily applicable to projects that involve only landscape material and ground cover without any kind of structures (e.g., retaining walls, street furniture, and light fixtures). b. If applicable, obtain Coastal Development Permit (CDP) approval, or waiver of a CDP, from the Coastal Commission for any work that does not meet the criteria for a permit exemption per Del Mar Municipal Code (DMMC) Section 30.75.200; c. Procurement process to hire a vendor to construct and install the new landscaping, including City Council award of contract and necessary budgeting; d. Construction as necessary and installation of the new landscape materials; and e. Planning/budgeting for ongoing maintenance activities for the newly landscaped areas.
Please see Attachment A for additional information on anticipated work associated with each of the prospective areas.
City Manager’s Recommendation: Initially, staff believed that some minor median work including the installation of cobble rock in the northern most median on Camino Del Mar bordering Solana Beach would be possible in the shorter term (subject to Council approval). However, considering the lack of current staff capacity and the major work planned over the next few years along Camino del Mar between the bridge and Via de la Valle, staff recommends that the City hold off on initiating median improvement work in this area, which would begin with the design and approval process, for the next 12-24 months. It is also recommended that when the City does engage in this work, that it include the permitting process with the County of San Diego for the recycled water connection.
The goal would be to get things lined up to allow for the median improvement work to be completed immediately following (or possibly in conjunction with) construction of the new Camino del Mar bridge.
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Another median consideration is located at the intersection of 15th Street/Avenida Primavera/Crest Road where a vehicle accident recently damaged the planter, irrigation and plantings. Damaged plantings (including a large, well established bougainvillea shrub) were replaced with drought tolerant succulents and other plantings in accordance with the planting palette that was previously approved for City Hall. This repair work was done consistent with the City’s practice in responding to similar damage to public property.
Since that time, surrounding neighbors have reached out to the City requesting that a tree be planted in the median. Planting of a tree in this median will not work because there is only a few feet of soil in the median planter due to it being constructed on top of asphalt. Instead, should the City Council be interested in accommodating the request by neighbors, staff recommends soliciting input from surrounding neighbors and the Del Mar Garden Club that could be taken into consideration by staff in ultimately selecting replacement plant material that meets the City’s goals of publicly maintained landscaping being low water/drought tolerant, low maintenance, and meet vehicle/pedestrian safety standards (as described in Attachment A). Any substantial changes to the plant materials that would be considered more than just a replacement of prior plantings would require DRB review, and would be beyond staff’s current capacity.
Due to the high volume of work in the Public Works department for the upcoming Fiscal Year 2022-23, staff does not recommend proceeding with any other landscape improvement projects during this time. Future median improvements could be considered by the City Council as part of the next two-year budget process.
Cumulative Impact of Wish List Items
In considering the potential work plan items listed above, as was discussed at the goal setting workshop in March, it is important to reiterate that City staff are already working beyond maximum capacity on the existing list of Council priorities and regular City operations. Taking on any of the projects listed above would be an additional strain, competing with efforts to complete the existing established list of priorities.
Items Not Considered per City Council Direction
As a reminder in considering the list above, following are the “Wish List” items presented at the March 9, 2022 City Council Goal-Setting Workshop, for which there was not City Council consensus to bring back additional information:
Improve North County Transit District-owned parking lot near San Dieguito Drive/Jimmy Durante Boulevard and paint the NCTD building on Jimmy Durante Boulevard (both require NCTD permission);
Reconsideration of expedited design of Riverpath Phase 3 (Council previously considered on 11/15 & 11/19);
Policy on use of outside lawyers;
Conduct a community survey (last survey completed in 2015); Funding for Sparks Fellow to help with Climate Action Plan/Sustainability work plan items; and
Ghost Gun prohibition (following County and Encinitas models). 12 May 2, 2022 Item 11
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FISCAL IMPACT:
There is no fiscal action to be taken by the City Council related to this agenda item. Any potential fiscal impact associated with any added work plan items will be incorporated into the proposed operating and capital budget for Fiscal Year 2022-2023.
ENVIRONMENTAL IMPACT:
The proposed City Council action does not constitute a “project” under the definition set forth in California Environmental Quality Act (CEQA) Guidelines Section 15378 because it will not have a potential to result in a direct or indirect physical change in the environment and is, therefore, not subject to CEQA. No further action under CEQA is required.
NEXUS TO CITY COUNCIL GOALS AND PRIORITIES:
The purpose of this item is to help identify work plan items for the City Council’s list of Goals & Priorities.
ATTACHMENTS:
Attachment A – Potential Median Landscape Improvement Projects 13 May 2, 2022 Item 11
POTENTIAL MEDIAN IMPROVEMENT PROJECTS
Following are descriptions and photos of potential median improvement projects, along with a brief list of the necessary steps involved for completion of these projects.
Area 1 - Camino del Mar Median, 250 feet south of Via de la Valle Description: Install 1,700 square feet of “Sunburst” Cobble, per 2017 Approved Design Required Next Steps:
1. Preparation of plans for Design Review Board (DRB) Permit (if applicable) and Coastal Development Permit (CDP) review processes. Cost for preparation of plans is approximately $5,000 to $10,000 (based on necessary revisions/comments/meetings). To simplify process, details and required information will be extracted from 2017 plan set.
2. If the project scope requires a DRB permit, there is staff time (Planning and Public Works) required for that. Alternatively, if a DRB permit is not required but the City Council wants to have an informational review by the DRB, that would also involve staff time (Planning and Public Works).
Schedule for DRB review is TBD. Current project design scope (e.g., cobble rock only) would not require a DRB permit; this would be an optional step for the City Council to direct.
3. Depending on scope of project, may require approval of a CDP or waiver by the California Coastal Commission (CCC). Requires Planning and Public Works staff resources. Schedule unknown. The Coastal Act regulates “development” broadly to include typical development and construction activities, as well as changes in the intensity of use of land or water, even where no construction is involved. The State CDP application and approval process involves submittal of a complete permit application and public noticing. The many variables and inherent uncertainty involved make it difficult to schedule for. In making their decision, the CCC considers whether the proposed development will adversely impact coastal resources, public access, or public recreation opportunities and whether it is consistent with the Chapter 3 policies of the Coastal Act. Even where a waiver is approved by the CCC staff, the City can end up being required to process a CDP Attachment A
14 May 2, 2022 Item 11
if four Commissioners object to the permit waiver when it is posted on the CCC meeting agenda.
The most recent CDP waiver issued to the City was a CDP De Minimus Waiver (6-19-0385-W) issued by the CCC at their June 2019 meeting for approval to conduct exploratory geological borings through the CDM Bridge as part of preliminary studies relating to the CDM bridge replacement CIP. Processing of the CDP waiver required preparation of technical reports and plans and took approximately six months of processing with the CCC.
4. Cost of construction is estimated at $24,000, based on 2017 low-bid price of $10/square foot, plus estimated 40% escalation. This project will require Public Works and Planning staff resources for project management and oversight through the design, review, and construction process.
Areas 2, 3 & 4 - Camino del Mar Median, 300 feet south of Via de la Valle Area 2 - Camino del Mar Median 100 feet in length; approximately 600 square feet Areas 3 & 4 - Camino del Mar Median – 2 segments (north and south of northern crosswalk)
Description: Plant “drought tolerant” plantings with water-efficient irrigation equipment, per 2017 Approved Design.
Required Next Steps:
1. Pursue option of revising the City’s Recycled Water Permit with the County of San Diego to utilize recycled water for landscape irrigation at this location instead of potable water. 15 May 2, 2022 Item 11
2. Preparation of plans for Design Review Board (DRB) Permit (if applicable) and Coastal Development Permit (CDP) review processes. Cost for preparation of plans is approximately $10,000 to $15,000 (based on necessary revisions/comments/meetings). To simplify process, details will be extracted from 2017 plan set.
3. If the project scope requires a DRB permit, there is Planning/Public Works staff time required for that. Alternatively, if a DRB permit is not required but the City Council wants to have an informational review by the DRB, that would also involve Planning/Public Works staff time.
Schedule TBD. For projects that are landscape only (e.g., plant material and ground cover), the Design Review Ordinance does not require a DRB permit. If the project also involves hardscape taller than 18”, lighting, street furniture, a DRB permit would be required. Past practice for Cityowned properties has been that the City Council issues the DRB permit, with the DRB functioning in an advisory/review capacity.
4. Approval of a CDP or waiver by CCC. Requires Planning/Public Works staff resources. Schedule unknown. See discussion above.
5. Construction estimate is up to $50,000, based on 2017 low-bid prices, plus estimated 40% escalation. This project will require Public Works/Planning staff resources for project management and oversight through the design, review, and construction process.
Area 5 - Jimmy Durante Boulevard / Via de la Valle Median Triangle Description: Install drought tolerant landscaping similar to the Jimmy Durante Boulevard roundabout 2017 Approved Planting Palette. Utilize existing irrigation system. This has been a long-time community requested project.
Required Next Steps:
1. Preparation of plans for Design Review Board (DRB) Permit and Coastal Development Permit (CDP) review processes. Cost for preparation of plans is approximately $10,000 to $15,000 (based on necessary revisions/comments/meetings). To simplify process, details will be extracted from 2017 plan set.
16 May 2, 2022 Item 11
2. If the project scope requires a DRB permit, there is Planning/Public Works staff time required for that. Alternatively, if a DRB permit is not required but the City Council wants to have an informational review by the DRB, that would also involve Planning/Public Works staff time.
Schedule TBD. For projects that are landscape only (e.g., plant material and ground cover), the Design Review Ordinance does not require a DRB permit. If the project also involves hardscape taller than 18”, lighting, street furniture, a DRB permit would be required. Past practice for City-owned properties has been that the City Council issues the DRB permit, with the DRB functioning in an advisory/review capacity.
3. Approval of a CDP or waiver by CCC. Requires Planning and Public Works staff resources.
Schedule unknown. See discussion above.
4. Construction estimate is up to $30,000 based on community input and expectations for plantings/trees. Management of this project will require Public Works staff resources.
5. Since the Hilton provides irrigation water to this median, additional Public Works staff resources will be required to obtain permission from the hotel for irrigation/planting modifications.
Area 6 - Camino Del Mar Median, 4th Street to Carmel Valley Road Description: Replace problematic plantings with successful 2018 approved plantings (salt/wind resistant) and new decorative cobble rock.
Required Next Steps:
1. Due to the location and depending on the project scope, this work would likely require either approval of a CDP or waiver by CCC. See discussion above. This process requires Planning/ Public Works staff resources. Schedule is unknown.
2. If the project is replacement landscaping only (e.g., plant material and ground cover), the Design Review Ordinance does not require a DRB permit. Alternatively, if a DRB permit is not required but the City Council wants to have an informational review by the DRB, that would also involve Planning/Public Works staff time. Schedule for this process would be TBD. 17 May 2, 2022 Item 11
3. The estimated cost of construction is up to $40,000 based on community input process and expectations for plantings/cobble rock (approximately 1/3 mile). Management of this project will require Public Works staff resources.
Area 7 – Circle Median Planter at 15th Street/Avenida Primavera/Crest Road Description: Planter was recently damaged by an unknown vehicle. Public Works staff rebuilt the planter and replaced a damaged bougainvillea using the DRB-approved plant palette for the Civic Center landscaping. Repair and maintenance of an existing public improvement in this context is exempt from a Coastal Development Permit per DMMC Section 30.75.200. There has been subsequent neighborhood interest in replanting this planter with new plantings, including a possible tree. Staff has determined that a tree is not viable due to the planter having been originally constructed decades ago on top of asphalt as opposed to dirt.
Required Next Steps:
1. A neighborhood group has conveyed interest to staff to identify a potential replacement tree or large shrub species. Because of this planter having been originally constructed on top of asphalt and the planter only containing several feet of dirt, a tree will not be successful in this location.
An appropriate plant species for this location would need to meet the following parameters to ensure successful growth and to minimize impact on the roadway, traffic safety and neighbors:
Safe for vehicles and pedestrians as determined by the City’s Traffic Engineer; Enhance aesthetics, while not blocking visibility for motorists or create view impacts for surrounding neighbors;
Root system would need to work in the existing shallow planter and not damage the adjacent roadway; and
Plantings should be low maintenance and require the same or less water than the prior plantings (low water/drought tolerant).
18 May 2, 2022 Item 11
2. Based on neighborhood-requested plant species, if the work is limited to replacement of landscape/plant material only, the City’s Design Review Ordinance does not require a DRB permit.
This would be the only option that could be accommodated by staff without significant impacts to the existing work plan.
3. Alternatively, if the scope of work rises to the level of needing a DRB permit or if the City Council wants to have an informational review by the DRB, that would involve Public Works/Planning staff time and the cost would be up to $2,500 depending on the scope of work.
4. Construction estimate of up to $700 for staff time and resources. Requires Public Works staff resources for overall project management and coordination. 19 May 2, 2022 Item 11
City of Del Mar
Agenda Report
________________________________________________________________________________________________________ City Council Action:
TO: Honorable Mayor and City Council Members
FROM: Ashley Jones, City Manager
Sarah Krietor, Management Analyst/Acting City Clerk
Kseniia Izgarskaia, Management Analyst
DATE: May 2, 2022
SUBJECT: Proposed Citywide Staffing Plan
REQUESTED ACTION/RECOMMENDATION:
Staff recommends that the City Council: 1) Review the proposed Citywide Staffing Plan and provide feedback as necessary; 2) Adopt a Resolution (Attachment A) authorizing:
• Reclassification of the Facilities Supervisor position to Public Works Operations Manager;
• Reclassification of Administrative Services Director position to Administrative Services Manager;
• Creation of a full-time Associate Engineer position in the Public Works Department; • Creation of a full-time Beach and Community Patrol Officer I/II position in the Community Services Department; and
• Approve related amendments to the Fiscal Year 2021-2022 Management and Professional and General Employee Compensation Plans (Exhibits A and Exhibit B to Attachment A).
EXECUTIVE SUMMARY:
As the City’s finances continue to recover from the impacts associated with the COVID19 pandemic, the City has been focusing staff time and City resources towards restoring services to pre-COVID levels. Simultaneously, the City Manager has evaluated the City’s overall staffing levels and organizational structure and is proposing the citywide staffing plan (Staffing Plan) outlined in this agenda report in order to optimize efficiencies, achieve the City Council’s goals, and ensure the City continues to provide a high level of service to the Del Mar community. The proposed staffing changes are outlined below and described in detail in the discussion/analysis section of this agenda report. The overall estimated fiscal impact associated with these changes is $34,000 in Fiscal Year 2022- 2023. The Human Resources Council Subcommittee, Mayor Dwight Worden and Councilmember Dave Druker, have reviewed and indicated their support for City Manager’s proposed staffing plan, which is summarized below:
1 May 2, 2022 Item 12
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Proposed Citywide Staffing Plan
May 2, 2022
• Addition of a new full-time Beach and Community Patrol Officer I/II position in the Community Services Department to address the City’s enforcement needs and provide continuity of service.
• Addition of a new full-time Associate Engineer position in the Public Works Department to enhance efficiencies; increase the department’s capacity to effectively manage the City’s Capital Improvement Program and City Council priority projects; and provide some reduction in the City’s use of outside engineering consulting services.
• Reclassification of the existing Facilities Supervisor position in the Public Works Department to a Public Works Operations Manager I/II
• Reclassification of the vacant Administrative Services Director position in the Administrative Services Department to an Administrative Services Manager and consolidate oversight of the Administrative Services Department (Finance, IT, City Clerk, Human Resources, and Risk Management) with the City Manager’s Office.
The proposed reorganized structure of the Community Services, Public Works, and Administrative Services departments are shown in the organization charts attached this agenda report as Attachment B.
DISCUSSION/ANALYSIS:
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 Capital Improvement Program (CIP) projects to move Del Mar forward and achieve City Council goals. In order to maintain a balanced budget during COVID, the City reduced staffing through furloughs (from July 2020-July 2021), layoffs, transfers, and attrition by not filling vacant positions. Since that time, the City’s staffing structure has not been fully restored to pre-COVID levels, while the City’s work plan continues to be restored as revenues increase.
With the City’s current staffing levels, staff are operating at maximum capacity to respond to the City’s operational needs and complete Council prioritized capital and special projects. At the March 9, 2022 City Council Goal Setting Workshop, the City Council reviewed and received a status update on the current Fiscal Year 2021-2022 City Work Plan (operational, capital, and special projects) and approved a robust City Work Plan for 2022-2023.
In the context of the City’s Work Plan, the City Manager has assessed the City’s overall organizational structure and is proposing a Staffing Plan for City Council consideration.
The Staffing Plan includes recommendations on how to arrange and organize the City staffing overall to maximize productivity, achieve City Council Work Plan goals, and provide the community with optimal service levels. The Staffing Plan is described in detail by department in this agenda report including the rational supporting the changes and budget implications.
2 May 2, 2022 Item 12
City Council Agenda Report
Proposed Citywide Staffing Plan
May 2, 2022
Community Services Department
The Community Services Department includes Lifeguard, Facilities, and Enforcement divisions. Based on a comprehensive department assessment and workload analysis, staff proposes to create a new full-time, regular Beach and Community Patrol Officer I/II (full-time BCPO) position in order to ensure continuity of staffing and adequate public safety and enforcement services at the City’s parks, beaches, and in town.
Previously, the Community Services Department included the Park Ranger Program and a full-time Park Ranger position focused on safety enforcement at the City’s parks and beaches. Due to COVID budget impacts, the Park Ranger Program was eliminated resulting in $250,000 savings to the City, including $137,000 related to the Park Ranger position.
To address community enforcement needs, the City created a part-time, seasonal Beach and Community Patrol Officer I/II position as a pilot program. The program has proved to be highly effective at addressing the City’s enforcement needs that are non-law enforcement in nature with over 9,100 contacts to date, 361 of which escalated to citations. Additionally, projected revenues of over $40,000 have been generated by seasonal BCPOs, alongside Lifeguard staff, since the program’s inception in 2021, which will help to offset the cost of this important position. While the City currently has three fulltime staff positions responsible for parking enforcement services and several seasonal Parking Enforcement Officers, general enforcement and patrols are handled by seasonal Beach and Community Patrol Officers and supplemented by Lifeguard staff.
Funding a full-time BCPO would free up Lifeguard staff to focus on emergency response and ocean safety and provide continuity of service for the City’s safety and enforcement needs. Hiring one full-time BCPO is anticipated to decrease the number of future parttime, seasonal hires which would be more efficient in terms of staff resources spent hiring and training new employees. Staff estimates the associated reduction in part-time BCPO salary expenditures to be $27,000 annually. Additionally, while the hours for the position would be focused toward the weekends and some evenings, the position can also provide supplemental coverage when needed for the single City’s Code Enforcement Officer, who primarily works weekdays during normal business hours.
The cost for the BCPO I/II position, including salary and benefits, is approximately $76,000. Although funding for the Park Ranger position was not included in the FY 2021- 2022 and 2022-2023 Operating and Capital Budget, the full-time BCPO position represents a $61,000 cost savings from the previous Park Ranger position. If this position is approved, funding will be included in the FY 2022-2023 Budget Update report, which will be presented to the City Council on June 20, 2022. The full-time BCPO job description is included in this agenda report for the City Council’s reference (Attachment C). 3 May 2, 2022 Item 12
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May 2, 2022
If approved, the full-time BCPO position would be represented by the Del Mar City Employee Association (DMCEA). One of the requirements of the City’s Memorandum of Agreement with the DMCEA is that the City meet and confer with the DMCEA on the job description and compensation for represented positions. The DMCEA reviewed and approved the job description and proposed compensation for this position on April 11, 2022.
Public Works Department
The Public Works Department’s responsibilities, regulatory requirements, operational activities, and capital improvement projects have increased over the years. As a result, an update to the current organizational structure of the department is recommended to increase overall efficiencies. Staff recommends implementing updates the Public Works Department organizational structure as described in more detail below.
New Position – Associate Engineer
Historically, the City’s in-house engineering work plan has exceeded the capacity of inhouse staff. Currently, the City’s Engineering activities are performed by the Public Works Director/City Engineer, Principal Engineer, and contracted as-needed engineering consultants. To address the volume of operational engineering activities and capital improvement projects included in the City Work Plan, including providing sufficient engineering support for the City’s long-term citywide undergrounding project, staff recommends adding an Associate Engineer position to the Public Works Department.
This position is envisioned to participate and provide engineering expertise for the City’s critical infrastructure, utility operations, assist with management of the capital improvement program, and provide professional engineering assistance to the Director, Principal Engineer, and other City departments. Additionally, the position would provide some reduction in the use of engineering consulting services which is costly and frequently requires City staff time spent transitioning tasks to new consulting staff who may not be familiar with the unique challenges/requirements of the City.
Under the department’s current structure, the Public Works Director/City Engineer oversees all aspects of the City’s engineering and public works functions including the Capital Improvement Program; utility operations; regulatory permitting; claim management; street and pedestrian path maintenance and repairs; maintenance of the City facilities and open spaces; and water, stormwater and wastewater systems in addition to supervising professional and administrative staff within the department. The Principal Engineer is primarily responsible for the City’s robust Capital Improvement Program and manages large, complex and critical infrastructure projects. Adding a more journey-level Associate Engineer would efficiently complete typical engineering projects and assignments and allow the Director and Principal Engineer to focus more time on complex engineering, operational, and high risk/exposure items.
The estimated fully-loaded cost for the Associate Engineer position, including salary and benefits, is approximately $127,000. The reduction in as-needed consultants would 4 May 2, 2022 Item 12
City Council Agenda Report
Proposed Citywide Staffing Plan
May 2, 2022
initially amount to approximately $64,000 annually and increase over time as the Associate Engineer learns Del Mar’s unique infrastructure, hydraulics, geology, topography, flow patterns, processes, challenges, and resources. Based on the projects that this position would be working on, the cost of the position would be shared across several different City funds. If approved, the cost allocation for the position would be 30% wastewater fund; 11% clean water fund; 30% water fund; 16% gas tax fund; and 13% general fund. Staff time spent on Measure Q projects, such as the utility undergrounding project, would be allocated based on the actual amount of time the position works on Measure Q projects. If this position is approved, the funding will be included in the FY 2022-2023 Budget Update Report. The Associate Engineer job description is included in this agenda report for the City Council’s reference (Attachment D).
Department Reorganization
As mentioned, the Department’s workload and operations have increased and shifted over the years, including an increase in the supervisory needs of the department, which are currently divided between the Maintenance Superintendent and the Facilities Supervisor. Staff has determined it would be most operationally efficient to redistribute the job duties and responsibilities of the current Facilities Supervisor and Maintenance Superintendent I/II positions by revising the Maintenance Superintendent job description and reclassifying the Facilities Supervisor to a Public Works Operations Manager.
Under the proposed reorganization, the Facilities Supervisor would be reclassified to a Public Works Operations Manager, and supervisory responsibilities of the utility and beach maintenance crews would be consolidated under the position. Additionally, the duties and responsibilities of the Public Works Operations Manager more accurately reflect the position’s current workload and Department needs. The Public Works Operations Manager job description is included with this agenda report for the City Council’s reference as Attachment E. The reclassification will result in an estimated $7,000 annual increase, including salary and benefits. The position cost allocation will be split between the City’s general fund (34%), clean water (6%), water (30%) and wastewater (30%) funds. The reclassification would be effective the date of approval.
Based on current year salary savings, additional funding for FY 2021-202 will not be required for this reclassification.
The revised Maintenance & Construction Superintendent job description, provided for reference as Attachment F, reflects the position’s current responsibilities related to planning permit review and technical experience in the areas of construction, maintenance, storm water flooding, and water/wastewater system operations, and removes supervisory responsibilities over the utility crew. The changes will allow the Maintenance & Construction Superintendent to focus on providing technical analysis/support to City departments, outside agencies, and residents in relation to developmental permit review, infrastructure assessment and Capital Improvement Program planning, project management, inspections, facilities and equipment maintenance, and other similarly grouped duties. There is no cost impact associated with 5 May 2, 2022 Item 12
City Council Agenda Report
Proposed Citywide Staffing Plan
May 2, 2022
the job description changes. The cost allocation for the position would be 64% general fund; 6% clean water fund; 15% water fund; and 15% wastewater fund.
Administrative Services Department
The Administrative Services Department includes the Finance, Information Technology, City Clerk, Risk Management, and Human Resources divisions. Currently, the Finance and IT Divisions have Division Managers overseeing daily operations, who report to the Department Director, whereas the Department Director oversees the daily operations of the City Clerk, Human Resources, and Risk Management Divisions of the Department.
These City divisions have been organized differently over the years and are currently consolidated under the direct management of the Administrative Services Director position, which also serves as the City Clerk, and is vacant due to the incumbent being appointed to serve as the City Manager.
After a thorough assessment of the City’s internal support service needs and operations, it is recommended that the Administrative Services Director position be reclassified to an Administrative Services Manager position, which would oversee the City Clerk, Human Resources, and Risk Management divisions. The Administrative Services, Finance and Information Technology Managers would oversee their assigned divisions and staff and would report directly to the City Manager’s Office. Responsibility for overseeing the Administrative Services functions would be shared between the City Manager and Assistant City Manager.
There is an $85,000 annual cost savings associated with the reclassification of the Administrative Services Director position to an Administrative Services Manager. The Administrative Services Manager job description is included for reference as Attachment G and includes a consolidation of Risk Management functions under one position.
Additionally, the Administrative Services Manager will serve as the City Clerk. The Administrative Services Manager reclassification would be effective the date of City Council approval and the position would be filled following the City Council action to reclassify.
Other City Departments
The Planning & Community Development Department was recently reorganized during the last budget cycle, which went into effective July 1, 2021. The reorganization included a reclassification of an Associate Planner to a Senior Planner; reclassification of a Management Analyst to an Associate Planner; and reclassification of an Assistant Planner to an Associate Planner. At this time, there are no recommended changes to the Planning & Community Development or Fire Departments.
FISCAL IMPACT:
City Council approval of the recommended action will result in a net budget increase to FY 2022-23 Operating and Capital Budget of $34,000, which is broken down in more detail below. There are no budget adjustments to the FY 2021-22 Operating and Capital 6 May 2, 2022 Item 12
City Council Agenda Report
Proposed Citywide Staffing Plan
May 2, 2022
Budget that will be required in order to implement approval of the recommended action for this agenda item.
Fiscal Year 2022-2023
Position Budget Impact
Administrative Services Manager (Reclassified from
Administrative Services Director)
($85,000)
Public Work Operations Manager (Reclassified from
Facilities Supervisor)
$7,000
Associate Engineer (New position) $127,000
Beach and Community Patrol Officer I/II (New position - replaces $137K/Year Park Ranger position)
$76,000
Anticipated Reduction in Part-Time Beach and
Community Patrol Officer I/II Salaries
($27,000)
Anticipated Initial Reduction in Engineering Consulting ($64,000) Net Budget Increase $34,000
ENVIRONMENTAL IMPACT:
The proposed City Council action does not constitute a “project” under the definition set forth in California Environmental Quality Act (CEQA) Guidelines Section 15378 because it will not have a potential to result in a direct or indirect physical change in the environment and is, therefore, not subject to CEQA. No further action under CEQA is required.
NEXUS TO CITY COUNCIL GOALS AND PRIORITIES:
The proposed Staffing Plan is an operational recommendation intended to facilitate achieving the goals and priorities outlined in the City Council FY 2021-2022 and 2022- 2023 Work Plan.
ATTACHMENTS:
Attachment A – Resolution Amending City Salary Schedules Exhibit A to Attachment A - Management, Professional, and Confidential Employee Compensation Plan
Exhibit B to Attachment A - General Employee Compensation Plan Attachment B- Proposed Organizational Charts
Attachment C- Beach and Community Patrol Officer I/II Job Description Attachment D- Associate Engineer Job Description
Attachment E- Public Works Operations Manager Job Description Attachment F- Revised Maintenance Superintendent Job Description Attachment G- Administrative Services Manager Job Description 7 May 2, 2022 Item 12
RESOLUTION NO. 2022-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DEL
MAR, CALIFORNIA, AUTHORIZING THE RECLASSIFICATION
OF THE FACILITIES SUPERVISOR POSITION TO PUBLIC
WORKS OPERATIONS MANAGER, THE RECLASSIFICATION
OF ADMINISTRATIVE SERVICES DIRECTOR POSITION TO
ADMINISTRATIVE SERVICES MANAGER, AND AUTHORIZING
THE ADDITION OF ONE ASSOCIATE ENGINEER AND ONE
BEACH AND COMMUNITY PATROL OFFICER I/II POSITIONS,
AND AMENDING THE COMPENSATION PLANS FOR
MANAGEMENT, PROFESSIONAL AND CONFIDENTIAL
EMPLOYEES AND GENERAL EMPLOYEES
WHEREAS, from time to time the City’s staffing needs are reassessed and adjusted to maximize efficiencies and ensure effective operations; and WHEREAS, the needs of the Public Works Department have changed over time, and the department now needs additional engineering staff to support infrastructure projects, Capital Improvement Program (CIP), undergrounding project, and related departmental operations; and
WHEREAS, the Public Works Department has also witnessed an increase in the supervisory and operational management needs of the department, and work assignments associated with the Facilities Supervisor position are being more aligned with those of a Public Works Operations Manager; and
WHEREAS, in order to provide the necessary level of support to the Public Works Department and increase operational efficiency, the Facilities Supervisor position is being reclassified to a Public Works Operations Manager position and a new Associate Engineer position is being authorized and funded as part of the Management, Professional and Confidential Employees group; and
WHEREAS, the beach and community enforcement division of the Community Services Department consists of several part-time, seasonal positions, and there is a need for enhancing the City’s beach and community patrol program and ensuring consistent public safety and enforcement services; and
WHEREAS, in order to provide the necessary level of support to the Community Services Department, a new full-time, regular Beach and Community Patrol Officer position is being authorized and funded as part of the General Employees group represented by the Del Mar City Employees Association; and WHEREAS, the Administrative Services Department currently has one Administrative Services Director position included in Management and Professional Employees group; and
8 May 2, 2022 Item 12
Resolution No. 2022-XX
WHEREAS, the needs of the department have changed, and the department now needs a mid-management position what would oversee the City Clerk, Human Resources, and Risk Management divisions of the department; and WHEREAS, the Administrative Services Director position is being reclassified to an Administrative Services Manager position; and
WHEREAS, the compensation plan for the Management, Professional and Confidential Employees will be updated to reflect changes in classification and number of positions within the group as a result of the changes (Exhibit A); and WHEREAS, the compensation plan for the General Employees will be updated to reflect changes in classification and number of positions within the group as a result of the changes (Exhibit B).
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Del Mar, California that:
1. The above recitals are true and correct.
2. One Facilities Supervisor position is hereby unfunded and one Public Works Operations Manager position is funded.
3. One Administrative Services Director position is hereby unfunded and one Administrative Services Manager position is funded.
4. The addition of one Associate Engineer position to the Compensation Plan for the Management and Professional employee group is authorized.
5. The addition of one Beach and Community Patrol Officer I/II position to the Compensation Plan for the General employee group is authorized.
6. The Management and Professional Employee Compensation Plan is approved as amended, as shown in Exhibit A.
7. The General Employee Compensation Plan is approved as amended, as shown in Exhibit B.
PASSED, APPROVED AND ADOPTED by the City Council of the City of Del Mar, California, at the Regular Meeting held this 2nd day of May, 2022. _____________________________
Dwight Worden, Mayor
City of Del Mar
9 May 2, 2022 Item 12
Resolution No. 2022-XX
APPROVED AS TO FORM:
____________________________
Leslie E. Devaney, City Attorney
City of Del Mar
ATTEST AND CERTIFICATION:
STATE OF CALIFORNIA
COUNTY OF SAN DIEGO
CITY OF DEL MAR
I, SARAH KRIETOR, Acting City Clerk of the City of Del Mar, California, DO HEREBY CERTIFY, that the foregoing is a true and correct copy of Resolution No. 2022- xx, adopted by the City Council of the City of Del Mar, California, at a Regular Meeting held the 2nd day of May, 2022, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
________________________________________
Sarah Krietor, Acting City Clerk
City of Del Mar
10 May 2, 2022 Item 12
CITY OF DEL MAR
MANAGEMENT AND PROFESSIONAL COMPENSATION PLAN
SALARY INCREASE 1.7%
POSITION TITLE RANGE
City Manager M500 Contract 240,000.00
Assistant City Manager M900 - 203,020.66 154,731.14
Department Directors M850 - 181,268.44 138,152.80
Deputy Directors/Managers M800 - 142,120.38 108,316.31
Finance Officer M780 - 130,010.98 99,087.18
Information Technology Manager II P287 - 127,192.72 96,939.27 Public Works Operations Manager II P287 - 127,192.72 96,939.27 P276 - 114,005.85 86,888.97
Associate Engineer P276 - 114,005.85 86,888.97
Information Technology Manager I P274 - 111,759.48 85,176.91 Senior Management Analyst P274 - 111,759.48 85,176.91
Senior Planner P274 - 111,759.48 85,176.91
Public Works Operations Manager I P274 - 111,759.48 85,176.91 Maintenance & Construction Superintendent I P269 - 106,335.31 81,042.90 Associate Management Analyst P259 - 96,263.97 73,367.08 Associate Planner P259 - 96,263.97 73,367.08
Facilities Supervisor P249 - 87,146.52 66,418.26
-
Management Analyst P244 - 82,916.93 63,194.70
Assistant Planner II P244 - 82,916.93 63,194.70
Assistant Management Analyst P233 - 74,320.41 56,642.91 Parking Enforcement Sergeant P233 - 74,320.41 56,642.91 Lifeguard Sergeant P233 - 74,320.41 56,642.91
Assistant Planner I P229 - 71,420.44 54,432.72
EFFECTIVE JULY 1, 2021
ANNUAL SALARY
Maintenance & Construction Superintendent II
11 May 2, 2022 Item 12
CITY OF DEL MAR
MANAGEMENT AND PROFESSIONAL COMPENSATION PLAN
SALARY INCREASE 1.7%
POSITION TITLE Grade A B C D E F G H I J K L
Assistant City Manager M900
-Hourly 74.3900 76.2497 78.1560 80.1099 82.1126 84.1654 86.2696 88.4263 90.6370 92.9029 95.2254 97.6061 -Bi-Weekly 5,951.20 6,099.98 6,252.48 6,408.79 6,569.01 6,733.23 6,901.56 7,074.10 7,250.96 7,432.23 7,618.04 7,808.49 -Monthly 12,894.26 13,216.62 13,547.03 13,885.71 14,232.85 14,588.67 14,953.39 15,327.22 15,710.41 16,103.17 16,505.74 16,918.39 -Annual 154,731.14 158,599.41 162,564.40 166,628.51 170,794.22 175,064.08 179,440.68 183,926.70 188,524.86 193,237.99 198,068.94 203,020.66 Department Directors M850
-Hourly 66.4196 68.0801 69.7821 71.5267 73.3148 75.1477 77.0264 78.9520 80.9259 82.9490 85.0227 87.1483 -Bi-Weekly 5,313.57 5,446.41 5,582.57 5,722.13 5,865.19 6,011.82 6,162.11 6,316.16 6,474.07 6,635.92 6,801.82 6,971.86 -Monthly 11,512.73 11,800.55 12,095.57 12,397.95 12,707.90 13,025.60 13,351.24 13,685.02 14,027.15 14,377.83 14,737.27 15,105.70 -Annual 138,152.80 141,606.62 145,146.78 148,775.45 152,494.84 156,307.21 160,214.89 164,220.26 168,325.77 172,533.91 176,847.26 181,268.44 Deputy Directors/Managers* M800
-Hourly 52.0751 53.3770 54.7115 56.0792 57.4812 58.9182 60.3912 61.9010 63.4485 65.0347 66.6606 68.3271 -Bi-Weekly 4,166.01 4,270.16 4,376.92 4,486.34 4,598.50 4,713.46 4,831.30 4,952.08 5,075.88 5,202.78 5,332.85 5,466.17 -Monthly 9,026.36 9,252.02 9,483.32 9,720.40 9,963.41 10,212.50 10,467.81 10,729.50 10,997.74 11,272.69 11,554.50 11,843.37 -Annual 108,316.31 111,024.21 113,799.82 116,644.81 119,560.94 122,549.96 125,613.71 128,754.05 131,972.90 135,272.22 138,654.03 142,120.38 Finance Officer M780
-Hourly 47.6381 48.8290 50.0498 51.3010 52.5835 53.8981 55.2456 56.6267 58.0424 59.4934 60.9808 62.5053 -Bi-Weekly 3,811.05 3,906.32 4,003.98 4,104.08 4,206.68 4,311.85 4,419.64 4,530.14 4,643.39 4,759.47 4,878.46 5,000.42 -Monthly 8,257.27 8,463.70 8,675.29 8,892.17 9,114.48 9,342.34 9,575.90 9,815.29 10,060.68 10,312.19 10,570.00 10,834.25 -Annual 99,087.18 101,564.37 104,103.48 106,706.07 109,373.72 112,108.06 114,910.76 117,783.53 120,728.12 123,746.32 126,839.98 130,010.98 Information Technology Manager II P287
Public Works Operations Manager II
-Hourly 46.6054 47.7706 48.9648 50.1889 51.4437 52.7298 54.0480 55.3992 56.7842 58.2038 59.6589 61.1503 -Bi-Weekly 3,728.43 3,821.64 3,917.19 4,015.12 4,115.49 4,218.38 4,323.84 4,431.94 4,542.73 4,656.30 4,772.71 4,892.03 -Monthly 8,078.27 8,280.23 8,487.23 8,699.42 8,916.90 9,139.82 9,368.32 9,602.53 9,842.59 10,088.66 10,340.87 10,599.39 -Annual 96,939.27 99,362.75 101,846.82 104,392.99 107,002.82 109,677.89 112,419.83 115,230.33 118,111.09 121,063.86 124,090.46 127,192.72 Maintenance & Construction Superintendent II P276
Associate Engineer
-Hourly 41.7735 42.8179 43.8883 44.9855 46.1102 47.2629 48.4445 49.6556 50.8970 52.1694 53.4737 54.8105 -Bi-Weekly 3,341.88 3,425.43 3,511.07 3,598.84 3,688.81 3,781.03 3,875.56 3,972.45 4,071.76 4,173.55 4,277.89 4,384.84 -Monthly 7,240.75 7,421.77 7,607.31 7,797.49 7,992.43 8,192.24 8,397.05 8,606.97 8,822.15 9,042.70 9,268.77 9,500.49 -Annual 86,888.97 89,061.19 91,287.72 93,569.91 95,909.16 98,306.89 100,764.56 103,283.68 105,865.77 108,512.41 111,225.22 114,005.85 Information Technology Manager I P274
Senior Management Analyst
Senior Planner
Public Works Operations Manager I
-Hourly 40.9504 41.9742 43.0236 44.0991 45.2016 46.3317 47.4900 48.6772 49.8941 51.1415 52.4200 53.7305 -Bi-Weekly 3,276.03 3,357.94 3,441.88 3,527.93 3,616.13 3,706.53 3,799.20 3,894.18 3,991.53 4,091.32 4,193.60 4,298.44 -Monthly 7,098.08 7,275.53 7,457.42 7,643.85 7,834.95 8,030.82 8,231.59 8,437.38 8,648.32 8,864.52 9,086.14 9,313.29 -Annual 85,176.91 87,306.33 89,488.99 91,726.21 94,019.37 96,369.85 98,779.10 101,248.58 103,779.79 106,374.28 109,033.64 111,759.48 * Deputy Directors/Managers
Deputy Chief Lifeguard/Community Services Director
Principal Engineer
Environmental Sustainability & Special Projects Manager Finance Manager/City Treasurer
Principal Planner/Planning Manager
Administrative Services Manager/City Clerk
EFFECTIVE JULY 1, 2021
12 May 2, 2022 Item 12
CITY OF DEL MAR
MANAGEMENT AND PROFESSIONAL COMPENSATION PLAN
SALARY INCREASE 1.7%
POSITION TITLE Grade A B C D E F G H I J K L
EFFECTIVE JULY 1, 2021
Maintenance & Construction Superintendent I P269
-Hourly 38.9629 39.9370 40.9354 41.9588 43.0078 44.0830 45.1851 46.3147 47.4726 48.6594 49.8759 51.1227 -Bi-Weekly 3,117.03 3,194.96 3,274.83 3,356.71 3,440.62 3,526.64 3,614.80 3,705.17 3,797.80 3,892.75 3,990.07 4,089.82 -Monthly 6,753.58 6,922.41 7,095.48 7,272.86 7,454.68 7,641.05 7,832.08 8,027.88 8,228.58 8,434.29 8,645.15 8,861.28 -Annual 81,042.90 83,068.98 85,145.70 87,274.34 89,456.20 91,692.61 93,984.92 96,334.55 98,742.91 101,211.48 103,741.77 106,335.31 Associate Management Analyst P259
Associate Planner
-Hourly 35.2726 36.1545 37.0583 37.9848 38.9344 39.9078 40.9054 41.9281 42.9763 44.0507 45.1520 46.2808 -Bi-Weekly 2,821.81 2,892.36 2,964.67 3,038.78 3,114.75 3,192.62 3,272.44 3,354.25 3,438.10 3,524.06 3,612.16 3,702.46 -Monthly 6,113.92 6,266.77 6,423.44 6,584.03 6,748.63 6,917.34 7,090.28 7,267.53 7,449.22 7,635.45 7,826.34 8,022.00 -Annual 73,367.08 75,201.26 77,081.29 79,008.33 80,983.53 83,008.12 85,083.32 87,210.41 89,390.67 91,625.43 93,916.07 96,263.97 Facilities Supervisor P249
-Hourly 31.9319 32.7302 33.5484 34.3871 35.2468 36.1280 37.0312 37.9569 38.9059 39.8785 40.8755 41.8974 -Bi-Weekly 2,554.55 2,618.41 2,683.87 2,750.97 2,819.74 2,890.24 2,962.49 3,036.56 3,112.47 3,190.28 3,270.04 3,351.79 -Monthly 5,534.86 5,673.23 5,815.06 5,960.43 6,109.44 6,262.18 6,418.74 6,579.20 6,743.68 6,912.28 7,085.08 7,262.21 -Annual 66,418.26 68,078.72 69,780.69 71,525.20 73,313.33 75,146.17 77,024.82 78,950.44 80,924.20 82,947.31 85,020.99 87,146.52 Management Analyst P244
Assistant Planner II
-Hourly 30.3821 31.1416 31.9202 32.7182 33.5361 34.3745 35.2339 36.1147 37.0176 37.9430 38.8916 39.8639 -Bi-Weekly 2,430.57 2,491.33 2,553.61 2,617.45 2,682.89 2,749.96 2,818.71 2,889.18 2,961.41 3,035.44 3,111.33 3,189.11 -Monthly 5,266.23 5,397.88 5,532.83 5,671.15 5,812.93 5,958.25 6,107.21 6,259.89 6,416.38 6,576.79 6,741.21 6,909.74 -Annual 63,194.70 64,774.57 66,393.93 68,053.78 69,755.13 71,499.00 73,286.48 75,118.64 76,996.61 78,921.52 80,894.56 82,916.93 Assistant Management Analyst P233
Parking Enforcement Sergeant
Lifeguard Sergeant
-Hourly 27.2322 27.9130 28.6108 29.3261 30.0592 30.8107 31.5810 32.3705 33.1798 34.0092 34.8595 35.7310 -Bi-Weekly 2,178.57 2,233.04 2,288.86 2,346.09 2,404.74 2,464.86 2,526.48 2,589.64 2,654.38 2,720.74 2,788.76 2,858.48 -Monthly 4,720.24 4,838.25 4,959.20 5,083.18 5,210.26 5,340.52 5,474.03 5,610.89 5,751.16 5,894.94 6,042.31 6,193.37 -Annual 56,642.91 58,058.98 59,510.46 60,998.22 62,523.17 64,086.25 65,688.41 67,330.62 69,013.89 70,739.23 72,507.71 74,320.41 Assistant Planner I P229
-Hourly 26.1696 26.8238 27.4944 28.1818 28.8863 29.6085 30.3487 31.1074 31.8851 32.6822 33.4993 34.3368 -Bi-Weekly 2,093.57 2,145.91 2,199.55 2,254.54 2,310.91 2,368.68 2,427.89 2,488.59 2,550.81 2,614.58 2,679.94 2,746.94 -Monthly 4,536.06 4,649.46 4,765.70 4,884.84 5,006.96 5,132.14 5,260.44 5,391.95 5,526.75 5,664.92 5,806.54 5,951.70 -Annual 54,432.72 55,793.54 57,188.37 58,618.08 60,083.53 61,585.62 63,125.26 64,703.40 66,320.98 67,979.00 69,678.48 71,420.44 13 May 2, 2022 Item 12
CITY OF DEL MAR
GENERAL EMPLOYEE COMPENSATION PLAN
SALARY INCREASE 1.7%
(Employees hired after 1/1/2016)
POSITION TITLE RANGE
Cross Connection Utility Specialist II G145 - 77,419.11 59,004.57 Wastewater Utility Specialist II G145 - 77,419.11 59,004.57 Utility Specialist II G145 - 77,419.11 59,004.57
Code Enforcement Officer II G145 - 77,419.11 59,004.57
Network Systems Technician II G138 - 72,210.18 55,034.61 Cross Connection Utility Specialist I G133 - 68,705.54 52,363.57 Wastewater Utility Specialist I G133 - 68,705.54 52,363.57 Utility Specialist I G133 - 68,705.54 52,363.57
Code Enforcement Officer I G133 - 68,705.54 52,363.57
Accounting Technician II G128 - 65,370.96 49,822.14
Senior Parking Enforcement Officer G128 - 65,370.96 49,822.14 Administrative Assistant II G128 - 65,370.96 49,822.14
Project Assistant G128 - 65,370.96 49,822.14
Utility/Landscape Specialist G128 - 65,370.96 49,822.14 Beach and Community Patrol Officer II G128 - 65,370.96 49,822.14 Network Systems Techinician I G123 - 62,198.20 47,404.04 Administrative Assistant I G123 - 62,198.20 47,404.04
Accounting Technician I G123 - 62,198.20 47,404.04
Utility Worker II G123 - 62,198.20 47,404.04
Facilities Coordinator G117 - 58,593.53 44,656.75
Senior Maintenance Worker G112 - 55,749.74 42,489.37
Utility Worker I G112 - 55,749.74 42,489.37
Senior Lifeguard G112 - 55,749.74 42,489.37
Maintenance Worker G107 - 51,998.77 39,630.59
Parking Enforcement Officer G107 - 51,998.77 39,630.59
Beach and Community Patrol Officer I G107 - 51,998.77 39,630.59 EFFECTIVE JULY 1, 2021
ANNUAL SALARY
14 May 2, 2022 Item 12
CITY OF DEL MAR
GENERAL EMPLOYEE COMPENSATION PLAN
SALARY INCREASE 1.7%
(Employees hired after 1/1/2016)
POSITION TITLE Grade A B C D E F G H I J K L
Cross Connection Utility Specialist II G145
Wastewater Utility Specialist II
Utility Specialist II
Code Enforcement Officer II
-Hourly 28.3676 29.0768 29.8037 30.5488 31.3125 32.0953 32.8977 33.7201 34.5631 35.4272 36.3129 37.2207 -Bi-Weekly 2,269.41 2,326.14 2,384.30 2,443.90 2,505.00 2,567.63 2,631.82 2,697.61 2,765.05 2,834.18 2,905.03 2,977.66 -Monthly 4,917.05 5,039.97 5,165.97 5,295.12 5,427.50 5,563.19 5,702.27 5,844.82 5,990.95 6,140.72 6,294.24 6,451.59 -Annual 59,004.57 60,479.69 61,991.68 63,541.47 65,130.01 66,758.26 68,427.22 70,137.90 71,891.34 73,688.63 75,530.84 77,419.11 Network Systems Technician II G138
-Hourly 26.4589 27.1204 27.7984 28.4934 29.2057 29.9359 30.6843 31.4514 32.2377 33.0436 33.8697 34.7164 -Bi-Weekly 2,116.72 2,169.63 2,223.87 2,279.47 2,336.46 2,394.87 2,454.74 2,516.11 2,579.01 2,643.49 2,709.58 2,777.31 -Monthly 4,586.22 4,700.87 4,818.40 4,938.86 5,062.33 5,188.88 5,318.61 5,451.57 5,587.86 5,727.56 5,870.75 6,017.52 -Annual 55,034.61 56,410.48 57,820.74 59,266.26 60,747.92 62,266.61 63,823.28 65,418.86 67,054.33 68,730.69 70,448.96 72,210.18 Cross Connection Utility Specialist I G133
Wastewater Utility Specialist I
Code Enforcement Officer I
Utility Specialist I
-Hourly 25.1748 25.8042 26.4493 27.1105 27.7883 28.4830 29.1950 29.9249 30.6730 31.4399 32.2259 33.0315 -Bi-Weekly 2,013.98 2,064.33 2,115.94 2,168.84 2,223.06 2,278.64 2,335.60 2,393.99 2,453.84 2,515.19 2,578.07 2,642.52 -Monthly 4,363.63 4,472.72 4,584.54 4,699.15 4,816.63 4,937.05 5,060.47 5,186.99 5,316.66 5,449.58 5,585.82 5,725.46 -Annual 52,363.57 53,672.66 55,014.47 56,389.84 57,799.58 59,244.57 60,725.69 62,243.83 63,799.92 65,394.92 67,029.80 68,705.54 Administrative Assistant II G128
Senior Parking Enforcement Officer
Accounting Technician II
Project Assistant
Utility/Landscape Specialist
Beach and Community Patrol Officer II
-Hourly 23.9530 24.5518 25.1656 25.7947 26.4396 27.1006 27.7781 28.4725 29.1843 29.9140 30.6618 31.4283 -Bi-Weekly 1,916.24 1,964.14 2,013.25 2,063.58 2,115.17 2,168.05 2,222.25 2,277.80 2,334.75 2,393.12 2,452.94 2,514.27 -Monthly 4,151.84 4,255.64 4,362.03 4,471.08 4,582.86 4,697.43 4,814.87 4,935.24 5,058.62 5,185.09 5,314.71 5,447.58 -Annual 49,822.14 51,067.69 52,344.38 53,652.99 54,994.32 56,369.17 57,778.40 59,222.86 60,703.43 62,221.02 63,776.55 65,370.96 Network Systems Techinician I G123
Accounting Technician I
Administrative Assistant I
Utility Worker II
-Hourly 22.7904 23.3602 23.9442 24.5428 25.1563 25.7852 26.4299 27.0906 27.7679 28.4621 29.1736 29.9030 -Bi-Weekly 1,823.23 1,868.81 1,915.53 1,963.42 2,012.51 2,062.82 2,114.39 2,167.25 2,221.43 2,276.97 2,333.89 2,392.24 -Monthly 3,950.34 4,049.09 4,150.32 4,254.08 4,360.43 4,469.44 4,581.18 4,695.71 4,813.10 4,933.43 5,056.76 5,183.18 -Annual 47,404.04 48,589.14 49,803.87 51,048.96 52,325.19 53,633.32 54,974.15 56,348.50 57,757.22 59,201.15 60,681.18 62,198.20 EFFECTIVE JULY 1, 2021
15 May 2, 2022 Item 12
CITY OF DEL MAR
GENERAL EMPLOYEE COMPENSATION PLAN
SALARY INCREASE 1.7%
(Employees hired after 1/1/2016)
POSITION TITLE Grade A B C D E F G H I J K L
EFFECTIVE JULY 1, 2021
Facilities Coordinator G117
-Hourly 21.4696 22.0063 22.5565 23.1204 23.6984 24.2909 24.8981 25.5206 26.1586 26.8126 27.4829 28.1700 -Bi-Weekly 1,717.57 1,760.51 1,804.52 1,849.63 1,895.87 1,943.27 1,991.85 2,041.65 2,092.69 2,145.01 2,198.63 2,253.60 -Monthly 3,721.40 3,814.43 3,909.79 4,007.54 4,107.72 4,210.42 4,315.68 4,423.57 4,534.16 4,647.51 4,763.70 4,882.79 -Annual 44,656.75 45,773.17 46,917.50 48,090.44 49,292.70 50,525.02 51,788.14 53,082.85 54,409.92 55,770.16 57,164.42 58,593.53 Senior Maintenance Worker G112
Utility Worker I
Senior Lifeguard
-Hourly 20.4276 20.9383 21.4617 21.9983 22.5482 23.1119 23.6897 24.2820 24.8890 25.5113 26.1490 26.8028 -Bi-Weekly 1,634.21 1,675.06 1,716.94 1,759.86 1,803.86 1,848.95 1,895.18 1,942.56 1,991.12 2,040.90 2,091.92 2,144.22 -Monthly 3,540.78 3,629.30 3,720.03 3,813.03 3,908.36 4,006.07 4,106.22 4,208.88 4,314.10 4,421.95 4,532.50 4,645.81 -Annual 42,489.37 43,551.60 44,640.39 45,756.40 46,900.31 48,072.82 49,274.64 50,506.51 51,769.17 53,063.40 54,389.99 55,749.74 Maintenance Worker G107
Parking Enforcement Officer
Beach and Community Patrol Officer I
-Hourly 19.0532 19.5295 20.0177 20.5182 21.0311 21.5569 22.0958 22.6482 23.2144 23.7948 24.3897 24.9994 -Bi-Weekly 1,524.25 1,562.36 1,601.42 1,641.45 1,682.49 1,724.55 1,767.67 1,811.86 1,857.15 1,903.58 1,951.17 1,999.95 -Monthly 3,302.55 3,385.11 3,469.74 3,556.48 3,645.40 3,736.53 3,829.94 3,925.69 4,023.84 4,124.43 4,227.54 4,333.23 -Annual 39,630.59 40,621.36 41,636.89 42,677.81 43,744.76 44,838.38 45,959.34 47,108.32 48,286.03 49,493.18 50,730.51 51,998.77 16 May 2, 2022 Item 12
CITY OF DEL MAR
GENERAL EMPLOYEE COMPENSATION PLAN
SALARY INCREASE 1.7%
(Employees hired before 1/1/2016)
POSITION TITLE RANGE
Cross Connection Utility Specialist II G145 - 77,419.11 63,692.90 Code Enforcement Officer II G145 - 77,419.11 63,692.90
Utility Specialist II G145 - 77,419.11 63,692.90
Network Systems Technician II G138 - 72,210.18 59,407.50 Cross Connection Utility Specialist I G133 - 68,705.54 56,524.22 Utility Specialist I G133 - 67,557.07 56,524.22
Accounting Technician II G128 - 65,370.96 53,780.85
Senior Parking Enforcement Officer G128 - 65,370.96 53,780.85 Administrative Assistant II G128 - 65,370.96 53,780.85
Project Assistant G128 - 65,370.96 53,780.85
Utility/Landscape Specialist G128 - 65,370.96 53,780.85 Network Technician I G123 - 62,198.20 51,170.62
Accounting Technician I G123 - 62,198.20 51,170.62
Administrative Assistant I G123 - 62,198.20 51,170.62
Utility Worker II G123 - 62,198.20 51,170.62
EFFECTIVE JULY 1, 2021
ANNUAL SALARY
17 May 2, 2022 Item 12
CITY OF DEL MAR
GENERAL EMPLOYEE COMPENSATION PLAN
SALARY INCREASE 1.7%
(Employees hired before 1/1/2016)
POSITION TITLE Grade A B C D E
Cross Connection Utility Specialist II G145
Utility Specialist II
Code Enforcement Officer II
-Hourly 30.6216 32.1527 33.7603 35.4483 37.2207
-Bi-Weekly 2,449.73 2,572.21 2,700.82 2,835.87 2,977.66 -Monthly 5,307.74 5,573.13 5,851.78 6,144.37 6,451.59
-Annual 63,692.90 66,877.54 70,221.42 73,732.49 77,419.11 Network Systems Technician II G138
-Hourly 28.5613 29.9894 31.4888 33.0633 34.7164
-Bi-Weekly 2,284.90 2,399.15 2,519.11 2,645.06 2,777.31 -Monthly 4,950.62 5,198.16 5,458.06 5,730.97 6,017.52
-Annual 59,407.50 62,377.87 65,496.76 68,771.60 72,210.18 Cross Connection Utility Specialist I G133
Utility Specialist I
-Hourly 27.1751 28.5339 29.9606 31.4586 33.0315
-Bi-Weekly 2,174.01 2,282.71 2,396.84 2,516.69 2,642.52 -Monthly 4,710.35 4,945.87 5,193.16 5,452.82 5,725.46
-Annual 56,524.22 59,350.43 62,317.95 65,433.85 68,705.54 Accounting Technician II G128
Senior Parking Enforcement Officer
Administrative Assistant II
Project Assistant
Utility/Landscape Specialist
-Hourly 25.8562 27.1490 28.5064 29.9318 31.4283
-Bi-Weekly 2,068.49 2,171.92 2,280.51 2,394.54 2,514.27 -Monthly 4,481.74 4,705.82 4,941.12 5,188.17 5,447.58
-Annual 53,780.85 56,469.89 59,293.39 62,258.06 65,370.96 Network Technician I G123
Accounting Technician I
Administrative Assistant I
Utility Worker II
-Hourly 24.6013 25.8313 27.1229 28.4790 29.9030
-Bi-Weekly 1,968.10 2,066.51 2,169.83 2,278.32 2,392.24 -Monthly 4,264.22 4,477.43 4,701.30 4,936.37 5,183.18
-Annual 51,170.62 53,729.15 56,415.61 59,236.39 62,198.20 EFFECTIVE JULY 1, 2021
18 May 2, 2022 Item 12
COMMUNITY SERVICES DIRECTOR
CHIEF LIFEGUARD
ADMIN. ASSISTANT
I/II ENFORCEMENT
PARKING
PARKING
ENFORCEMENT
SERGEANT
PARKING
ENFORCEMENT
OFFICERS (2)
SEASONAL
PARKING
ENFORCEMENT
OFFICERS
BEACH AND
COMMUNITY
PATROL
BEACH AND
COMMUNITY
PATROL OFFICER
(1)
SEASONAL BEACH
AND COMMUNITY
PATROL OFFICERS
DEPUTY
COMMUNITY
SERVICES
DIRECTOR
LIFEGUARDS
LIFEGUARD
SERGEANT
SENIOR
LIFEGUARDS (2)
SEASONAL
LIFEGUARDS
FACILITIES
FACILITIES
COORDINATOR
SENIOR
MAINTENANCE
WORKER
SEASONAL BEACH
MAINTENANCE
STAFF
Legend
• New position is shown in purple
• Existing/unchanged positions are shown in blue
Note: division headers are shown in green
Community Services Department
Organizational Chart
LIFEGUARD SERVICES
PARKING ENFORCEMENT
BEACH AND COMMUNITY PATROL
FACILITIY RENTALS
OPEN SPACE EVENT PERMITS
JUNIOR LIFEGUARD PROGRAM
19 May 2, 2022 Item 12
Public Works Department Organizational Chart
ENGINEERING AND CAPITAL CONTRACTS
BUILDING/PARKS/OPEN SPACE MAINTENANCE
STREET SYSTEM MAINTENANCE
WATER SYSTEM OPERATION AND
MAINTENANCE
CLEAN WATER PROGRAMS
WASTEWATER SYSTEM OPERATION AND
MAINTENANCE
FACILITIES OPERATIONS AND MAINTENANCE
PARK AND BEACH MAINTENANCE
PUBLIC WORKS
DIRECTOR
MANAGEMENT
ANALYST
(.5 FTE
TEMPORARY
ALLOCATION)
ADMINISTRATIVE
ASSISTANT
PUBLIC WORKS
OPERATIONS
MANAGER
MAINTENANCE
SUPERINTENDENT
PRINCIPAL
ENGINEER
UTILITY CREW BEACH
MAINTENANCE CREW
LANDSCAPE UTILITY
SPECIALIST
CROSS CONNECTION
UTILITY SPECIALIST
WASTEWATER
UTILITY SPECIALIST UTLITY SPECIALIST
UTILITY WORKER (4)
SENIOR
MAINTENANCE
WORKER
SEASONAL STAFF
PROJECT
ASSISTANT
ASSOCIATE
ENGINEER
Legend
• Reclassified position is shown in orange
• Updated job description is shown in grey
• New position is shown in purple
• Existing/unchanged positions are shown in blue
Note: Utility and Beach Maintenance crews shown in green are headers for existing groups of employees and are not positions
20 May 2, 2022 Item 12
CITY MANAGER’S OFFICE
IT DIVISION
IT MANAGER
NETWORK
TECHNICIAN
FINANCE DIVISION
FINANCE
MANAGER/TREASURER
FINANCE OFFICER
ACCOUNTING
TECHNICIANS (2)
ADMINISTRATIVE
ASSISTANT
ADMIN SERVICES
DIVISION (CLERK, HR,
RISK)
ADMIN. SERVICES
MANAGER/CITY
CLERK
MANAGEMENT
ANALYSTS (1.5)
ADMINISTRATIVE
ASSISTANTS (2)
COUNCIL SUPPORT
HUMAN RESOURCES
RECORDS AND ELECTIONS
INFORMATION SYSTEMS
TV STUDIO MANAGEMENT
ACCOUNTING/ BUDGETING
UTILITY BILLING
REVENUE COLLECTION
RISK MANAGEMENT
BUSINESS LICENSE TAX PROGRAM
FINANCIAL REPORTING
Administrative Services Department
Legend
• Reclassified position is shown in orange
• Existing/unchanged positions are shown in blue
Note: division headers are shown in green
21 May 2, 2022 Item 12
Beach and Community Patrol Officer I - II Page 1 of 4
CITY OF DEL MAR Date Approved: April 11, 2022
JOB DESCRIPTION
Beach and Community Patrol Officer I - II
GENERAL PURPOSE
Under supervision (Beach and Community Patrol Officer I) or general supervision (Beach and Community Patrol Officer II), patrols assigned areas and interacts with City residents and visitors to enforce various City, County and State codes, rules, and regulations in a professional and courteous manner. The objective of this position is to gain voluntary compliance through visibility, education, and working positively and effectively with members of the public.
DISTINGUISHING CHARACTERISTICS
Beach and Community Patrol Officer I is the entry-level classification. An incumbent assigned in this class initially works under general supervision and is responsible for enforcement functions, such as interacting with and educating the public on applicable City, County and State codes, rules and regulations, issuing standard citations and answering general inquiries from the public while on patrol. An incumbent is expected to become increasingly knowledgeable of City, County, and State codes, ordinances, procedures and practices pertaining to littering, possessing alcohol in public, dogs without leash violations, camping, and other municipal ordinances, including parking regulations.
Beach and Community Patrol Officer II is the full journey-level classification. Under general direction, incumbents perform the full range of assigned duties. This class may provide lead direction to less experienced part-time seasonal staff. This class differs from the lower-level Seasonal Worker- Beach and Community Patrol Officer classification in that the former handles more complex work and has a higher level of accountability and responsibility.
ESSENTIAL DUTIES AND RESPONSIBILITIES
The duties listed below are intended only as illustrations of the various types of work that may be performed. The omission of specific statements of duties does not exclude them from the position if the work is similar, related or a logical assignment to the class.
Beach and Community Patrol Officer I
Examples of essential duties include:
• Patrols streets, parks and beaches on foot, bike or by vehicle. • Interacts with and educates the public on applicable laws; gives warnings; and issues infraction, misdemeanor, and civil administrative citations. • Provides information to the public and answers general inquires while on patrol regarding City animal regulations, parking, geography, and other City and State codes, ordinances, rules and regulations.
• Observes and reports potential illegal activity to the San Diego County Sheriff’s Department.
• Works cooperatively with local law enforcement, Del Mar Fire Department and Del Mar Lifeguards, as directed and appropriate.
22 May 2, 2022 Item 12
Beach and Community Patrol Officer I - II Page 2 of 4
• Assists with traffic control and parking enforcement duties, as assigned. As assigned, observes and educates the public on applicable laws during private events held at City beaches and adjacent parks.
• Maintains accurate logs and records of work performed and materials and equipment used.
• Participates in on-the-job training of new hires and provides guidance to part-time, seasonal Beach and Community Patrol Officers.
• May provide supplemental support for the City’s Code Enforcement division as needed, including weekends and evenings.
Beach and Community Patrol Officer II
Examples of essential duties include:
In addition to the duties listed for the Beach and Community Patrol Officer I, the following apply:
• Employees within this class are distinguished from the Beach and Community Patrol Officer I by the performance of the full range of duties as assigned. • Employees at this level operate more independently with general supervision; receive limited instruction or assistance, and are aware of the operating procedures and policies of the work unit.
• Beach and Community Patrol Officer II demonstrates safe use of bikes, coverage of all beats, and other lead functions.
• As assigned, may be responsible for supervision, training, organizing, scheduling, providing oversight, and guidance to part-time, seasonal Beach and Community Patrol Officers.
• Responsible for overseeing accurate logs and records of work performed, and materials and equipment used.
DESIRED MINIMUM QUALIFICATIONS
Knowledge of:
• State, County and City laws, codes, ordinances and practices. • Procedures, terminology and techniques to operate two-way radios. • Conflict resolution techniques and possess strong interpersonal skills.
Ability to:
• Interpret, apply, explain and enforce laws, codes and ordinances, related to littering, possessing alcohol in public, dogs without leash violations, camping, parking regulations, and other areas of enforcement as may be deemed appropriate.
• Exercise sound judgment within established guidelines and supervisory direction. • Analyze situations and determine appropriate course of action. • Prepare clear and concise correspondence.
• Establish and maintain effective working relationships with staff, public and other governmental agencies.
• Communicate effectively both orally and in writing.
• Prepare and maintain clear, concise and accurate documentation. • Be able to respond professionally while under physical duress to difficult customers who may be argumentative, demanding, rude and/or confrontational and insulting. • Work irregular hours including weekends and evenings.
Beach and Community Patrol Officer I:
23 May 2, 2022 Item 12
Beach and Community Patrol Officer I - II Page 3 of 4
Training and Experience:
One (1) year of relevant work experience, including experience communicating extensively with the public is required.
Minimum Qualifications:
• A valid California driver’s license, Class C, with a satisfactory driving record. • High school diploma or equivalent.
• Ability to obtain P.O.S.T P.C. 832 Certification within six (6) month of hire.
Beach and Community Patrol Officer II:
Training and Experience:
At least two (2) years of similar experience performing the full range of duties.
Minimum Qualifications:
Required
• A valid California driver’s license, Class C, with a satisfactory driving record. • High school diploma or equivalent.
• Ability to obtain P.O.S.T P.C. 832 Certification within six (6) month of hire.
PHYSICAL AND MENTAL DEMANDS
The physical and mental demands described here are representative of those that must be met by employees to successfully perform the essential functions of this class. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.
Physical Demands:
While performing the duties of this class, an employee is regularly required to walk, stand and sit for long periods; climb or balance; stoop, kneel, bend, crouch or crawl; reach with hands and arms; talk and hear both in person and by phone or radio; use hands to finger, handle, feel or operate standard office and maintenance tools and equipment; and drive a vehicle. The employee regularly lifts, pushes or pulls equipment up to 100 pounds.
There are specific vision abilities required by this job that include close vision, distance vision, color vision, the use of both eyes, depth perception, peripheral vision and the ability to adjust focus. Ability to safely use a pedal and/or electric motor assisted bike is required. Must be able to walk two miles in 30 minutes, then after a brief rest, repeat the two miles for another three sequences. Following a longer rest of approximately 20 minutes, ride a bike for up to three hours with reasonable rest periods. Patrols as described are often performed in warm sunny conditions sometimes with moderate winds.
Mental Demands:
While performing the duties of this class, the incumbent is regularly required to use written and oral communication skills; analyze and solve problems; use math; observe people and situations; read and interpret data, information and instruments; learn and apply new skills; work with constant interruptions; and interact with the public, some of whom may be dissatisfied, quarrelsome and/or abusive.
WORK ENVIRONMENT
24 May 2, 2022 Item 12
Beach and Community Patrol Officer I - II Page 4 of 4
The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this class. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.
The employee regularly works under outdoor weather conditions, works on ladders in high, precarious places. The employee frequently works in outdoor weather conditions in or near moving and/or heavy traffic. The incumbent is regularly exposed to fumes or airborne particles and loud or prolonged noise levels and occasionally works near moving mechanical parts. 25 May 2, 2022 Item 12
CITY OF DEL MAR Date Approved: April 27, 2022
Associate Engineer Page 1 of 3
JOB DESCRIPTION
Associate Engineer
GENERAL PURPOSE
Under general direction from the Public Works Director/City Engineer and Principal Engineer, participates in projects related to the City’s critical infrastructure; assists with management of the City’s capital improvement program; provides professional service and assistance to Director and other Departments in areas of expertise, including but not limited to civil engineering, municipal water, wastewater, storm water, streets, bridges, parks, traffic and dry utilities; and performs related duties as required.
DISTINGUISHING CHARACTERISTICS
An incumbent of this class is a journey level professional working directly with consultants, contractors, inspectors, City staff, government agencies, and the public under general supervision. Incumbents are expected to perform the full range of professional and technical engineering work in the following areas as assigned: the City’s Capital Improvement Program, public works infrastructure, departmental operations, and land development in addition to providing project management and administration.
ESSENTIAL DUTIES AND RESPONSIBILITIES
The duties listed below are intended only as illustrations of the various types of work that may be performed. The omission of specific statements of duties does not exclude them from the position if the work is similar, related or a logical assignment to the class. • Provides project management, construction administration, public relations, and public works inspections as assigned, including coordinating work with other agencies, consultants, contractors, and City departments; defining scopes of work; reviewing and inspecting City and consultant work to ensure conformance with plans and specifications; analyzing problems which may arise and recommending contract amendments as necessary; tracking and maintaining all project accounting including reviewing invoices; and coordinating project schedules. • Coordinate engineering/public works activities with other departments and with outside agencies; and assist agencies, engineering consultants and individuals to resolve municipal engineering issues.
• Investigates field issues affecting property owners, contractors, and maintenance operations; responds to resident inquiries and complaints. • Makes recommendations to ensure project conformance with recognized City, State, Federal, and other applicable regulations and standards. • Prepares project delivery plans for approval; prepares requests for project authorizations; and documents procedures and approvals. • Reviews and evaluates the planning, design, construction, and close-out documents prepared by the City’s contract engineering and architectural consultants as directed. • Participates in public bidding process; assists with and prepares project specifications and bid documents for a variety of public works, capital improvement projects, and public utilities-related designs, construction and maintenance projects; reviews proposals; may recommend contract awards; and coordinates and reviews contractor’s performance for the duration of the project.
• Reviews and advises on development plans, permits, architectural design and construction plans, drawings, and related documents for work in City right-of-way. • Prepare agenda reports, special engineering studies, and written correspondence related to public works projects; presents reports to the City Council and other City boards, commissions, or committees, as directed.
26 May 2, 2022 Item 12
Associate Engineer Page 2 of 3
DESIRED MINIMUM QUALIFICATIONS
Knowledge of:
• Technologies, principles, practices and techniques of engineering, public works, municipal water, wastewater, storm water, parks, traffic engineering, and utilities, maintenance and construction management functions.
• Applicable federal, state and local law, codes and regulations governing the administration of public works and public utilities functions and activities. • Principles and practices of public administration, including budgeting, purchasing and the maintenance of public records.
• Principles and practices of public procurement, Public Contract Code, and contract development and administration.
• Construction Management, Public Works Inspection, and Geographic Information Systems (GIS) experience is desirable.
• Understanding of the Federal Highway Bridge Program and Local Roadway, Water, Wastewater, Storm Water design/construction standards is desirable.
Ability to:
• Plan, design, construct, and integrate comprehensive public works and utilities programs and activities.
• Analyze moderate to complex engineering and maintenance issues and challenges, evaluate alternative solutions and develop sound/defensible conclusions, and recommend courses of action.
• Present proposals and recommendations clearly and logically. • Understand, interpret, explain and apply local, state, and federal laws and regulations governing public works and utilities services.
• Deliver clear, concise and comprehensive technical reports, correspondence and other written materials.
• Prepare, review, interpret and analyze engineering plans, drawings, specifications, contract documents, and engineering reports for conformance to professional standards and approved budgets.
• Exercise sound judgment within policy guidelines and general direction/supervision. • Establish and maintain effective working relationships with City officials, other governmental and regulatory officials, staff, private and community organizations, developers, contractors and others encountered in the course of work. • Plan proactively for public communication regarding projects. • Provide exceptional customer service.
Training and Experience:
Any combination of training, education and experience that demonstrates the required knowledge, skills and abilities is qualifying. A typical way of obtaining the knowledge, skills, and abilities outlined above includes:
• Graduation from a four-year college or university with major course work in civil engineering or a related field; and
• Three years of progressively responsible civil engineering and public works or utilities experience.
Licenses; Certificates; Special Requirements:
• Current and active California registration as a Professional Civil Engineer is required. • A valid Class C California driver’s license.
27 May 2, 2022 Item 12
Associate Engineer Page 3 of 3
PHYSICAL AND MENTAL DEMANDS
The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this class. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.
Physical Demands:
While performing the duties of this job, the employee is regularly required to sit, talk and hear, both in person and by telephone; use hands to finger, handle, feel or operate standard office equipment; and reach with hands and arms. The employee is frequently required to stand, walk and perform duties in rough terrain and around construction excavations. Specific vision abilities required by this job include close vision, color vision and the ability to adjust focus.
Mental Demands:
While performing the duties of this class, the incumbent is regularly required to use written and oral communication skills; observe and interpret situations; read and interpret data, information and documents; analyze and solve complex problems; use math and mathematical reasoning; perform highly detailed work under changing, intensive deadlines, on multiple concurrent tasks; work with constant interruptions; and interact with officials and the public.
WORK ENVIRONMENT
The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this class. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. The employee works under a vast variety of conditions from on site construction with various construction noises, dust and around equipment, to a typical office condition. 28 May 2, 2022 Item 12
Public Works Operations Manager I/II Page 1 of 4
CITY OF DEL MAR Date Approved: April 27, 2022
JOB DESCRIPTION
Public Works Operations Manager I/II
Public Works Department
GENERAL PURPOSE
Under general direction, plans, organizes, oversees, coordinates, supervises, and reviews the work of assigned staff performing difficult and complex professional and technical support related to all operations of the Public Works Department. Provides complex administrative support to the Public Works Director in areas of expertise. Acts with a high degree of independence; develops methods and procedures to solve problems encountered; supervises the subordinate Public Works utility and maintenance staff; and when directed, acts for the Public Works Director in his absence.
DISTINGUISHING CHARACTERISTICS
This is a mid-management classification that manages and is responsible for various operational areas of the Public Works Department, such as utilities, parks and street maintenance, storm drains, water and sewer operations and facilities maintenance, and carries out daily oversight of the Public Works crews, service providers and construction crews. Incumbent exercises independent judgement in implementing the goals and operations of maintenance programs and activities. This class is distinguished by its responsibilities of managing and supervising several functional areas and administering the daily operations of the Public Works Department. This class is distinguished from Maintenance Superintendent in that the latter provides technical assistance to the Public Works Operations Manager and other department management staff in carrying out operations and maintenance programs and activities. The Public Works Operations Manager reports to the Public Works Director and exercises direct supervision over maintenance and utility crew staff.
ESSENTIAL DUTIES AND RESPONSIBILITIES
The duties listed below are intended only as illustrations of the various types of work that may be performed.
The omission of specific statements of duties does not exclude them from the position if the work is similar, related or a logical assignment to the class.
• Plans, manages, and oversees the daily functions, operations and activities of public works functional areas and programs, such as parks and landscape maintenance, drainage system maintenance, building/facility maintenance, street maintenance and pavement preservation, sanitary sewage maintenance, streetlight and traffic signal maintenance, street sign replacement, fleet maintenance, wastewater, storm water and other public works maintenance programs. • Participates in the development and implementation of division goals, priorities, and objectives; measures and evaluates results and outcomes of operational projects/programs; formulates recommendations and implementation plans for solutions to management and operational issues. • Supervises, plans, schedules, assigns, manages, and reviews the work activities of Public Works Utility and Maintenance crews, including full-time and part-time/seasonal employees, responsible for the operation, maintenance, and repairs of the City’s water system, wastewater system, storm drain system, streets, sidewalks, pathways, parks and beaches facilities; conducts field inspections of utility crew worksites.
• Establishes performance goals for subordinate staff; participates in the selection of personnel; assumes responsibility for motivating, training, and evaluating assigned personnel; prepares performance evaluations for field and other assigned staff; subject to management and Human 29 May 2, 2022 Item 12
Public Works Operations Manager I/II Page 2 of 4
Resources concurrence, takes disciplinary action to address performance deficiencies, in accordance with the City’s personnel rules and policies; reviews and approves leave requests. • Oversees, directs, manages, and guides subordinate Utility Specialist staff in development and administration of operational contracts, including, but not limited to, the City’s landscaping, tree maintenance, paving, striping, concrete grinding, street sweeping, and electrical services. Receives assistance and input from Maintenance Superintendent and Utility Specialists in developing contracts and scopes of work for their assigned areas of expertise. Oversees administration and implementation of contract policies and procedures.
• Participates in and assists Department Head with divisional budget preparation, and makes related recommendations. Oversees and performs ongoing administration of program budgets by tracking and monitoring reports in City financial software and other related programs. Recommends and requests budget adjustments, when necessary.
• Prepares, reviews, and completes various written and oral reports, including City Council and advisory committee agenda reports related to assigned activities and services. • Coordinates Public Works operations with other City Departments and outside agencies. • Identifies and participates in resolving safety hazards, maintenance and repairs; determines and implements safety procedures through periodic inspections of projects in progress and upon their completion; oversees inspections/reporting of maintenance on systems to ensure compliance with regulatory requirements.
• Assists with receiving, investigating, and resolving citizen complaints and requests regarding Public Works activities; keeps Department Head and other necessary stakeholders informed; reviews and evaluates service delivery, makes recommendations for improvement and ensures maximum effective service provision.
• Plans and organizes work of professional and technical staff, including consultants; evaluates progress of programs and projects; ensures that consultants comply with contractual obligations, timelines, budgets, and other requirements.
• May prepare, provide input, or review designs for new facilities and/or modifications to existing facilities; manages facility Capital Improvements Program (CIP) projects from conception through construction closeout. Monitors, tracks and modifies project expenditures to assure that the projects are completed within budget.
• Works with architects, contractors and vendors to develop scopes of work and specifications for repair and renovation projects; manages construction and installation contracts to ensure conformance with established specifications. Manages such projects from conception to completion.
• Oversees the repair and maintenance of the City’s vehicle fleet, heavy equipment, hand tools, supplies, material, commercial vehicles, power toolsand other related equipment; coordinates the purchase and replacement of equipment with Maintenance Superintendent; makes recommendations for the purchase of new equipment, and assists in the preparation of equipment specifications.
• Ensures the City’s safety program and goals are implemented and carried out in the assigned areas of responsibility including management of the departments Department of Transportation 30 May 2, 2022 Item 12
Public Works Operations Manager I/II Page 3 of 4
commercial licensing compliance; develops and proposes safety requirements to be carried out in the division. Ensures duty personnel are trained for emergency responses at pump stations and other critical facilities.
• Manages emergency response by the assigned utility crew and responds to emergency situations as necessary. The department includes 24/7 duty personnel which may require coordination if an emergency occurs.
DESIRED MINIMUM QUALIFICATIONS
Knowledge of:
• Methods, materials and equipment involved in street, drainage systems, traffic signal, street lighting systems, parks, grounds and tree maintenance and repair. • Operation, services and activities of a comprehensive public works maintenance, repair, and construction program.
• Characteristics and uses of asphalt, concrete and other paving materials. • General landscape maintenance.
• Traffic laws and regulations applicable to operation and maintenance functions. • Pertinent Federal, State, and local laws, codes, and regulations. • Principles and practices of budget administration; contract administration and evaluation. • Safety orders and safe work practices related to public works, construction, and maintenance work. • Principles and practices of employee supervision, including work planning, assignment, review and evaluation, discipline, and the training of staff in work procedures. • Modern office practices, methods, and computer equipment and software. • Public Works laws and management techniques.
• Safe driving principles and practices.
• Techniques for providing a high level of customer service by effectively dealing with the public, vendors, contractors, and City staff.
• Department of Transportation commercial driver’s license regulations.
Ability to:
• Plan, organize and implement a comprehensive Public Works program for assigned divisions and functional areas.
• Manage, select, motivate and evaluate staff and provide for their training and development. • Interpret, explain, and ensure compliance with City policies and procedures, complex laws, codes, regulations, and ordinances.
• Prepare clear and concise records, reports, correspondence and other written materials. • Interpret and apply the policies, procedures, laws, codes, and regulations pertaining to assigned programs and functions.
• Prepare, administer and monitor a division budget.
• Develop and implement goals, objectives, policies, procedures, work standards and management controls.
• Analyze complex operational and administrative problems, evaluate alternatives and recommend or implement effective courses of action
• Organize and prioritize a variety of projects and multiple tasks in an effective and timely manner; organize own work, set priorities, and meet critical time deadlines. • Exercise independent judgment within general policy, procedural, and legal guidelines. • Establish and maintain effective working relationships with those encountered in the course of work. 31 May 2, 2022 Item 12
Public Works Operations Manager I/II Page 4 of 4
EXPERIENCE AND EDUCATION:
Any combination of experience and education that would likely provide the required knowledge and abilities of qualifying. A typical way to obtain the knowledge and abilities would be:
• Equivalent to the completion of a bachelor’s degree in construction, engineering, public administration or in a closely related field; and
• Level I - Five years of progressively responsible experience in a public works functional areas, such as, public works administration, streets, parks, building maintenance, water and sewer operation and maintenance, construction inspection or related field, including two years of experience as a supervisor.
• Level II - Seven years of progressively responsible experience in a public works functional areas, such as, public works administration, streets, parks, building maintenance, water and sewer operation and maintenance, construction inspection or related field, including four years of experience as a supervisor.
SPECIAL REQUIREMENTS:
Possession of a valid Class C California Driver’s License; California Water Environment Association (CWEA) Collection System Maintenance Certification Grade C-1, or the ability to obtain the C-1 certification within the first 12 months for Level I; State of California Water Distribution Grade D-1, or the ability to obtain the certification within the first 12 months of employment.
PHYSICAL AND MENTAL DEMANDS
The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this class. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.
Physical Demands:
While performing the duties of this job, the employee is regularly required to use hands to finger, handle, feel or operate objects and equipment, tools or controls and reach with hands and arms. The employee is frequently required to stand, talk, and hear; walk, balance, kneel, crouch, or sit. Employee may also climb stairs and ladders to access inspection areas. This position occasionally lifts or moves objects weighing up to 50 pounds. This position conducts field inspections outdoors under variable weather conditions.
Specific vision abilities required by this job include close vision, distance vision, color vision, peripheral vision, depth perception and the ability to adjust focus.
Mental Demands:
While performing the duties of this class, the incumbent is regularly required to use written and oral communication skills; read and interpret data, information and documents; analyze and solve complex problems; observe and interpret situations; use math and mathematical reasoning; deal with changing, intensive deadlines, and interact with officials and the public.
WORK ENVIRONMENT
The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this class. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.
The employee is regularly exposed to outside weather conditions and wet or humid conditions. The employee regularly works near moving mechanical parts and is exposed to toxic or caustic chemicals, fumes or airborne particles, risk of electrical shock, and vibration. The noise level is occasionally moderately loud.
Travel from site to site is required within the City. Incumbents may be required to work extended hours including evenings and weekends.
32 May 2, 2022 Item 12
Maintenance and Construction Superintendent I/II Page 1 of 5 CITY OF DEL MAR Date Revised: April 27, 2022
JOB DESCRIPTION
Maintenance and Construction Superintendent I/II
Public Works Department
GENERAL PURPOSE
Under general direction, provides expert technical guidance and recommendations, and oversees the planning, construction, maintenance, repair and servicing of the City’s infrastructure including streets, parks, beaches, open spaces, facilities, storm drains, and mechanical, electrical and electronic equipment, devices and machinery used in the operation and maintenance of the City’s infrastructure including water storage and distribution system and the wastewater collection and transmission system; and performs related duties as required.
DISTINGUISHING CHARACTERISTICS
Areas of responsibility include construction, maintenance, repair and servicing of equipment, related to the City’s streets, parks, beaches, open spaces, facilities, storm drains, water storage and distribution, and wastewater collection and transmission systems. Primary duties include review of private and public development activities including inspection of improvements and review of various City permit applications. Responsibilities and assignments are broad in scope and require independent judgment on issues that are complex, interpretive and evaluative in nature. The work of this class involves significant accountability, and decision-making responsibilities. The position reports to the Public Works Director and exercises no direct supervision over staff.
ESSENTIAL DUTIES AND RESPONSIBILITIES
The duties listed below are intended only as illustrations of the various types of work that may be performed. The omission of specific statements of duties does not exclude them from the position if the work is similar, related or a logical assignment to the class. • Provides technical expertise, participates in the development and implementation of, and monitors short-term and long-term plans, goals and objectives focused on achieving the department’s mission and assigned priorities in coordination with department Management staff. • Assists with the development of and monitors performance against the department’s annual operating and capital budgets in assigned areas; participates in developing work processes, policies, systems and procedures to achieve annual goals, objectives and work standards. • Develops and implements a maintenance program for City facilities including establishing and updating preventative maintenance schedules, planning repair work, projecting asset conditions and life cycles, and assisting in projecting maintenance costs; ensures the timely completion of planned preventive maintenance programs in coordination with the Public Works Operations Manager.
• Prepares or reviews and maintains a wide variety of written reports and records including Standard Operating Procedures and Inventory Schedules for Public Works Department operations, utility location maps, maintenance requests and work orders, and required regulatory reports to county, state, and federal agencies.
33 May 2, 2022 Item 12
Maintenance and Construction Superintendent I/II Page 2 of 5 • On behalf of the Public Works Department, completes Planning & Community Development Department permit application reviews including, but not limited to, encroachment permits, Design Review Board Permits, street vacations, subdivision reviews, and tree removal permits. • Provides technical expertise and knowledge of the City’s roads and infrastructure related to the City’s utility undergrounding program, including reviewing and providing comments on engineering drawings and specifications prepared by consultants. • Manages and oversees a wide variety of special projects including asphalt paving and concrete repairs, traffic signal upgrades, curb gutter and sidewalk repairs, building, carpentry and roof repairs, electrical installations, and other special projects as assigned; coordinates with the Public Works Operation Manager and other department management staff to ensure adequate staff, financial, and material resources are allocated to special projects; directs and inspects contractor’s work on assigned special projects, resolves issues and complaints, and reviews and approves invoices.
• Provides technical expertise and recommendations to the Public Works Operation Manager to develop contractors scopes of work for City contracts, including, but not limited, to the City’s landscaping, tree maintenance, paving, striping, concrete grinding, street sweeping, Citywide and City Hall janitorial, electrical, carpentry, roofing, heating and air conditioning, pipeline and wet well cleaning, root control, pest control, and water quality testing contractors; as assigned, directs and inspects contractors work, resolves contractor related issues and complaints. • Manages Citywide and City Hall facility, maintenance, and service contracts and equipment warranties, including janitorial, HVAC, fire alarm, security systems, plumbing, electrical, and other related facilities maintenance contracts and oversees associated facilities maintenance and improvement programs; coordinates related necessary procurement process and contract awards with the Public Works Operations Manager.
• Coordinates with and provides technical assistance and recommendations to the Public Works Operations Manager and assigned Utility Specialists to ensure effective construction, maintenance, repair, regulatory compliance, and operation of the City’s water distribution and wastewater collection system including mains, service lines, fire hydrants, CLA-VALS, vaults, air vacuum control valves, pump stations, wastewater lift stations, and related facilities to maintain the systems at an optimal and cost effective level; coordinates water and wastewater activities with other departments and agencies; ensures accurate records and reports, including mandatory reporting, of water distribution, wastewater collection, and storm drain systems are kept and retained appropriately.
• Ensures the efficient and effective functioning of the installation, repair and reading of residential, commercial and industrial water meters.
• Develops maintenance programs and administers the use, care, operation, requisition, warranties, and scheduled preventative or unscheduled maintenance of Public Works Department equipment, supplies, tools, and materials including fleet vehicles, commercial vehicle(s) hand tools, vactor trucks, dump trucks, beach cleaning machines, boom trucks, forklifts, compressors, portable and stationary generators, pneumatic, hydraulic and electric tools, and related tools and equipment; researches new operational methods, techniques and equipment and recommends their application; coordinates with and advises the Public Works Operations Manager to ensure adequate resources as available for necessary equipment maintenance and replacement.
34 May 2, 2022 Item 12
Maintenance and Construction Superintendent I/II Page 3 of 5 • Assists and consults with the Public Works Director, Principal Engineer, and City’s engineering consulting staff on work associated with the City’s Capital Improvement Program by participating in the planning and preparation of plans and specifications, pre-construction conferences, inspecting work performed by contractors and City staff to determine compliance to standards and approval conditions, and providing routine contractor oversight. • Prepares documents to facilitate as-built plans for public works and water and wastewater collection construction projects.
• Provides technical assistance in emergency situations as necessary and acts as a backup for duty calls. The department includes 24/7 duty personnel which may require coordination if an emergency occurs.
• Coordinates the division’s activities with and provides technical assistance to other City departments, public agencies, engineering consultants, developers, business owners, residents, and other customers to identify, define and resolve problems related to public works operations, City infrastructure, and utility systems; personally responds to inquiries and complaints from the public and keeps Public Works Director and other stakeholders informed; attends meetings with other departments, City staff, agencies, and organizations.
DESIRED MINIMUM QUALIFICATIONS
Knowledge of:
• Methods, practices, techniques and equipment used in the construction, maintenance and repair of municipal water distribution and wastewater collection systems. • Federal, state and local laws pertaining to the work, including the Safe Drinking Water Act, San Diego County Regional Water Quality Control Board (RWQCB), Department of Environmental Health (DEH), Environmental Protection Agency (EPA) and U.S. Public Health regulations.
• Principles, methods, tools and equipment used in the construction, maintenance and repair of public works facilities, including streets, curbs, storm drains, traffic signals and street signs.
• Administrative principles and methods including goal setting, program development and implementation.
• Principles and practices of budget preparation and administration. • Safety regulations, safe work practices and safety equipment related to the work. • Software applications related to the work.
• Codes, regulations and guidelines pertaining to the work. • Principles and practices of effective management and supervision. • Provisions of various City contracts as designated.
Ability to:
• Plan, assign, direct and coordinate a variety of functional specialties with overlapping work areas.
• Select, motivate and evaluate staff and provide for their training and development. • Prepare, administer and monitor a division budget.
• Analyze complex operational and administrative problems, evaluate alternatives and recommend or implement effective courses of action.
• Develop and implement goals, objectives, policies, procedures, work standards and management controls.
35 May 2, 2022 Item 12
Maintenance and Construction Superintendent I/II Page 4 of 5 • Prepare clear and concise records, reports, correspondence and other written materials. • Exercise independent judgment and initiative within general policy guidelines. • Establish and maintain effective working relationships with those encountered in the course of the work.
Training and Experience:
A typical way of obtaining the knowledge, skills and abilities outlined above is graduation from high school or G.E.D., and:
• Level I - five years of increasingly responsible experience in the construction, maintenance and repair of public works and utility systems, at least two of which were at a supervisory level; or an equivalent combination of training and experience.
• Level II - seven years of increasingly responsible experience in the construction, maintenance and repair of public works and utility systems, at least four of which were at a supervisory level; or an equivalent combination of training and experience.
Licenses; Certificates; Special Requirements:
• A valid Commercial Class B California driver’s license, or the ability to obtain Commercial Class B License within the first six months of employment, at the employee’s cost of training and obtaining.
• California Water Environment Association (CWEA) Collection System Maintenance Certification Grade C-1, or the ability to obtain the C-1 certification for Level I (C-2 certification for Level II) within the first 12 months of employment.
• State of California Water Distribution Grade D-3 or higher grade, or the ability to obtain the certification within the first 18 months of employment.
PHYSICAL AND MENTAL DEMANDS
The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this class. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.
Physical Demands:
While performing the duties of this job, the employee is regularly required to use hands to finger, handle, feel or operate objects, tools or controls and reach with hands and arms. The employee is frequently required to stand and talk or hear; walk or sit. Employee may also climb stairs and ladders to access inspection areas. This position occasionally lifts or moves objects weighing up to 50 pounds. This position conducts field inspections outdoors under variable weather conditions.
Specific vision abilities required by this job include close vision, distance vision, color vision, peripheral vision, depth perception and the ability to adjust focus.
Mental Demands:
While performing the duties of this class, the incumbent is regularly required to use written and oral communication skills; read and interpret data, information and documents; analyze and solve complex problems; observe and interpret situations; use math and mathematical reasoning; deal with changing, intensive deadlines, and interact with officials and the public.
WORK ENVIRONMENT
The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this class. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. 36 May 2, 2022 Item 12
Maintenance and Construction Superintendent I/II Page 5 of 5 The employee is regularly exposed to outside weather conditions and wet or humid conditions. The employee regularly works near moving mechanical parts and is exposed to toxic or caustic chemicals, fumes or airborne particles, risk of electrical shock, and vibration. The noise level is occasionally moderately loud. 37 May 2, 2022 Item 12
City of Del Mar Date Approved: April 28, 2022
JOB DESCRIPTION
Administrative Services Manager
GENERAL PURPOSE
The Administrative Services Manager performs complex professional administrative work, and plans, manages, and oversees the programs and operations of the City Clerk, Human Resources, and Risk Management divisions under general direction from the City Manager or their designee. The position is responsible for supervising assigned personnel, implementing division policies and goals, and performing related work as required. The Administrative Services Manager provides highly responsible support to the City Manager, City Council, other City departments, and the public.
ESSENTIAL DUTIES
The duties listed below are intended only as illustrations of the various types of work that may be performed.
The omission of specific statements of duties does not exclude them from the position if the work is similar, related or a logical assignment to this class.
General Duties
• Manages the City Clerk, Human Resources and Risk Management divisions including developing and administering assigned division budgets; ensuring compliance with applicable state and federal laws; preparing and presenting written reports, and correspondence; evaluating systems and policies to achieve division and Citywide goals; and participates in the development and implementation of Citywide goals.
• Plans and evaluates the performance of assigned staff; monitors performance and provides coaching for performance improvement; takes disciplinary action in accordance with state law and City policies. • Participates in professional group meetings; stays abreast of new trends, legislation regulations, and innovations in assigned areas of responsibility.
City Clerk Division Duties
• Serves as the City Clerk and attends City Council meetings. • Plans and oversee operations of the City Clerk division including coordinating and distributing the City Council agenda packet; City Council minutes, resolutions and ordinances; codification of the Del Mar Municipal Code; tracking City agreements and recorded documents; municipal elections and campaign laws; records management; City’s advisory committee system management; and public information requests and subpoenas.
• Acts as the compliance officer for federal, state, and local statutes including the Political Reform Act, Brown Act, and California Public Records Act; serves as the City’s filing officer for Statements of Economic Interest; and coordinates required ethics training. • As assigned, administers complex administrative support to the City Council, City Manager, and other City departments; responds to inquiries and researches specific issues/historical documentation. • Acts as custodian of official City records and documents as required by Government Code, including, archiving, retention, imaging, and destruction; supervises the maintenance of indexes and retrieval systems and records storage.
• Serves as Election Official for the City; plans, organizes, administers, and conducts City elections; acts as liaison to the San Diego Registrar of Voters; provides information, forms, and assistance to candidates; files election related documents with the County and Fair Political Practices Commission (FPPC); manages the receipt and processing of petitions relating to initiatives, recalls, and referendums.
• Oversees the City’s contact and agreement processing for the City, including development of standard templates, and works in collaboration with other City Departments and the City Attorney’s office as may be needed.
38 May 2, 2022 Item 12
Human Resources Division Duties
• Assumes management responsibility for assigned services and activities of the Human Resources division including recruitment, classification and compensation, employee relations, administering Human Resources policies and procedures, and benefit administration. • Monitors and evaluates the effectiveness of service delivery methods and procedures; as assigned makes recommendations to the City Manager regarding appropriate staffing levels. • Directs, plans, and coordinates recruitment programs; develops recruitment plan in partnership with appropriate management staff; coordinates all aspects of the implementation of recruitment plan. • Develops and directs the administration of the City's employee benefit programs; resolves changes and issues related to employee benefit plans and contracts; supervises open enrollment and day-to-day administration of insurance benefits programs.
• Serves as a member of the City's labor negotiating team; conducts surveys and collects and analyzes data to prepare for negotiations; participates in the development of employee contract language and the implementation of contract changes; interprets and administers employee contracts. • Administers the City's classification and compensation plans; performs job audits and analyses; prepares and revises class specifications; conducts and analyzes salary and fringe benefit surveys; analyzes data and recommends adjustments as appropriate. • Provides guidance and assistance on personnel issues and disciplinary actions; conducts investigations; assists supervisory staff with policy issues relating to disciplinary processes and actions; administers disciplinary hearing process and grievance appeals; counsels supervisors and employees. • Interprets personnel programs and policies; responds to and resolve difficult and sensitive employee inquiries and complaints; negotiates and resolves sensitive and controversial employee issues. • Develops and implements Citywide training for employees on personnel policies and procedures. • Administers employee disability, injury, and leave programs and ensures compliance with applicable state and federal regulations and City policies.
Risk Management Division Duties
• In partnership with the Finance division, assumes management responsibility for assigned activities of the Risk Management division which may include response to claims against the City; manages the City’s insurance, loss control and prevention, property/liability claims programs, and safety; ensures the protection of the people, property, and resources of the City from identifiable and controllable risk of loss; and oversees and maintains all certificates of insurance for the City. • Oversees and coordinates safety program activities; ensures compliance with OSHA and related local, state, and federal regulations; responds to complaints of safety hazards; oversees and plans safety training and committees; reviews and updates all OSHA related programs and policies as necessary. • In partnership with Public Works and other City Departments, oversees all internal and external Americans with Disabilities Act (ADA) issues and programs for the City; monitors and plans for compliance with all existing and new laws; works with other departments to create and update City policies related to ADA.
• In coordination with the HR division, coordinates all medical examinations and programs for City employees including pre-employment physicals, Fit for Duty examinations, drug and alcohol testing; oversees, maintains and updates all confidential medical records. • Administers loss prevention programs and addresses problem areas for general liability; monitors programs for compliance with existing and new laws; analyzes and reviews policies and programs and coordinates changes with the City Manager, Finance Division, and City Attorney’s Office. • Oversees and maintains the City’s Injury and Illness Prevention Program (IIPP); investigates and analyzes incident reports and complaints involving work-related injuries and illness; prepares reports noting hazards, violations, and accidents; recommends measures to prevent recurrence. • Provides assistance to the City Manager; conducts organizational studies, investigations, and operational studies; recommends modifications to Risk and Safety policies as appropriate. • Serves as the liaison for the Risk and Safety Division to other divisions, departments, and outside agencies; assists City departments with risk management issues and agreements. • Ensures the proper level of required insurance coverage is included in City contracts and agreements.
DESIRED MINIMUM QUALIFICATIONS:
Education/Experience:
39 May 2, 2022 Item 12
Any combination of experience and education that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and skills would be:
• Five (5) years of increasingly responsible municipal government administrative experience in the areas of Human Resources, City Clerk, Risk Management, and/or general public administration which includes two (2) years of supervision responsibilities; and • Equivalent to a bachelor’s degree from an accredited college or university with major course work in public or business administration or a closely related field. A Master’s degree in public or business administration or related field is desirable, but not required.
Knowledge, Skills and Abilities:
Knowledge of:
• Modern and highly complex principles and practices of municipal government administration, departments, organization, functions and services.
• Principles of personnel administration and supervision, training, discipline, and performance evaluation. • Methods and techniques of public administration research, analysis and report preparation. • Principles of municipal budget preparation and administration • Laws and regulations pertaining to municipal elections, initiatives, and referendums. • Records management systems, government code regulations regarding records retention and public access to records, public records requests, subpoenas.
• Federal, state, and local statutes including the Political Reform Act, Brown Act, and California Public Records Act.
• The Del Mar Municipal Code, ordinances, and state laws generally applicable to the governmental structure of the city and specifically related to the operations of the City Council and the City Clerk. • Pertinent laws governing human resources management, including the Fair Labor Standards Act, OSHA, CalPERS retirement system administration, benefits administration, workers’ compensation administration, grievance procedures, disciplinary measures, and labor negotiations.
Ability to:
• Identify organizational intergovernmental problems and advise the City Manager of alternative courses of action and recommendations.
• Exercise independent judgement in the performance of a variety of complex administrative duties with only occasional instruction or assistance.
• Interpret applicable laws, rules and regulations.
• Prepare and analyze fiscal and organizational reports, statements and correspondence. • Analyze, interpret, summarize and present administrative and technical information and data in an effective manner; communicate clearly and concisely, both orally and in writing. • Establish and maintain cooperative working relationships with staff, committee members, public officials, business leaders and the general public.
• Identify and interpret technical and numerical information. • Observe and problem solve operational situations, technical policies and procedures associated with city projects.
PHYSICAL AND MENTAL DEMANDS
Incumbents of positions in this class will be occasionally required to travel to and attend periodic evening meetings including evening City Council meetings. This position primarily works indoors in an office setting.
The physical demands include lifting up to 25 pounds, walking, bending, stooping, or squatting and prolonged sitting. The environment includes limited exposure to dust, odors, fumes and noise. The mental functions include reading, writing, mathematical computations, problem solving, managing multiple projects and decision making; working under intensive deadlines and interacting with the City Manager, the Mayor, City Council, City department, other public and private entities, citizen groups, Council candidates, the media and the public, and work tactfully and effectively with customers.
WORK ENVIRONMENT
The work environment characteristics described here are representative of those an employee encounters 40 May 2, 2022 Item 12
while performing the essential functions of this class. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. Employees work under typical office conditions and the noise level is usually quiet.
41 May 2, 2022 Item 12
City of Del Mar
Agenda Report
________________________________________________________________________________________________________ City Council Action:
TO: Honorable Mayor and City Council Members
FROM: Ashley Jones, City Manager
DATE: May 2, 2022
SUBJECT: Del Mar Rental Assistance Program Update
REQUESTED ACTION/RECOMMENDATION:
Staff recommends that the City Council receive an update on the status of the Del Mar Rental Assistance Program and authorize the extension of the deadline for discontinuation of the program from June 30, 2022 to June 30, 2023.
BACKGROUND:
In 1988, the City’s Rental Assistance Program (Program) was created in an effort to provide affordable housing opportunities within the City of Del Mar. The Program is currently funded through the Housing Assistance Fund, which is a special revenue fund made up of housing in-lieu fees collected by the City. The Program currently provides rent subsidies to four individuals, and costs approximately $94,400 annually to operate, with $14,000 of the cost being paid to Del Mar Community Connections (DMCC) to administer the Program on behalf of the City.
Over time, the cost of operating the Program has increased and the housing in-lieu fees used to fund the Program have continued to decline. Annual in-lieu revenues are estimated to be approximately $25,000 moving forward, which makes the Program financially unsustainable for the City. Currently, the Program is capped at four participants, and participants who leave the Program are not being replaced.
Although the Program was included as a housing assistance program in prior City Housing Elements, in 2019, the City Council indicated a preference to use the Housing Assistance Fund to support the development of actual affordable housing units and eventually transition away from the allocation of City housing funds for rent subsidies.
The privately-owned units being rented by participants of this program do not count toward the City’s Regional Housing Needs Assessment (RHNA) allocation. As such, the City’s 6th Cycle Housing Element no longer includes the Program instead it identifies opportunities for tenant rental subsidies through the Choice Voucher Program administered by the San Diego County Housing Authority. 1 May 2, 2022 Item 13
City Council Agenda Report
Rental Subsidy Program Update
May 2, 2022
On September 7, 2021, City staff provided an in-depth overview of the Rental Assistance Program and Housing Assistance Fund, along with related information to the City Council.
A copy of the agenda report with more detailed information can be found at:
https://www.delmar.ca.us/DocumentCenter/View/8055/Rental-Assistance-Program-andHousing-Corporation-Agenda-Report-9-7-2021. At the meeting, the City Council directed staff to work on phasing out the Program and coordinate with DMCC on a smooth transition of the Program participants by June 30, 2022.
DISCUSSION/ANALYSIS:
Following the City Council meeting in September 2021, City staff reached out to the County of San Diego Health and Human Services Agency to inquire about what programs or services may be available to the Program participants through the County. As a courtesy, the County assigned one of their more experienced social service staff members to meet with the Program participants and conduct initial interviews to assess what assistance they may be eligible for through the County.
To date, the County is still working on identifying potential alternative resources for the Program participants. Although the goal has been to identify alternative resources that would allow the Program participants to remain in Del Mar or another option for subsidized housing elsewhere in the County, it remains uncertain whether or not that will be possible, as the County is experiencing an unprecedented demand for social service resources and assistance throughout the region. Staff has also held several meetings with DMCC staff to help facilitate contact between the County and Program participants, and keep DMCC apprised of the City and County’s efforts.
In order to provide more certainty for the Program participants and an extended period of time for them to make alternative housing arrangements, whether through the County or otherwise, staff is recommending that the City Council extend the deadline for discontinuation of the Program for a one-year period through June 30, 2023.
In the meantime, City staff will continue to work with the County and DMCC to explore potential alternative housing assistance opportunities for the Program participants.
FISCAL IMPACT:
There is no fiscal action to be taken by the City Council related to this agenda item. Funds for this Program were previously allocated to Fiscal Year 2022-23 City operating budget as part of the City’s two-year budget process.
ENVIRONMENTAL IMPACT:
The proposed City Council action does not constitute a “project” under the definition set forth in California Environmental Quality Act (CEQA) Guidelines Section 15378 because it will not have a potential to result in a direct or indirect physical change in the environment and is, therefore, not subject to CEQA. No further action under CEQA is required.
2 May 2, 2022 Item 13
City of Del Mar
Agenda Report
________________________________________________________________________________________________________ City Council Action:
TO: Honorable Mayor and City Council Members
FROM: Councilmembers Dave Druker and Terry Gaasterland, San Diego Association of Governments (SANDAG) Board primary and alternate representatives, North County Transit District (NCTD) Board alternates, and City Council Legislative, Safe Rail Crossings and Long-Term Rail Relocation Subcommittee Members
DATE: May 2, 2022
SUBJECT: Council Discussion Regarding Expectations for Council Representatives to Outside Agencies and Del Mar City Council Official Position on Rail Issues REQUESTED ACTION/RECOMMENDATION:
Councilmembers Druker and Gaasterland request that the City Council: 1) Discuss the City Council’s expectations with regard to Council representatives to outside agencies; 2) Discuss the Council’s official majority position and recent Councilmember activities related to rail issues; and 3) Authorize Councilmembers Druker and Gaasterland to send a letter to the North County Transit District (NCTD) Board confirming the City’s official position with regard to safe crossings, rail relocation, and other significant rail related issues as may be appropriate.
DISCUSSION/ANALYSIS:
The Del Mar City Council majority has taken a position on a variety of rail related issues, most notably the need for safe crossings and support for relocation of the train tracks off the Del Mar Bluff to an inland route as identified in the San Diego Association of Governments (SANDAG) 2050 Regional Transportation Plan.
While there are times when an individual Councilmember does not agree with the Council majority position, it is imperative that during any public discussion in which a Councilmember is representing the City they disclose when their comments and opinions represent their own personal views rather than the official majority position of the City Council.
Following a recent presentation to the NCTD Board on April 21, 2022, by Councilmember Quirk (Attachment A) who serves as the NCTD Board representative for the City of Del Mar, the NCTD Executive Director reached out to the City to confirm whether or not the opinions expressed in the presentation represented the official position of the Del Mar City Council, which they did not.
1 May 2, 2022 Item 14
City Council Agenda Report
Expectations for City Council Representatives
May 2, 2022
The purpose of this agenda item is to remind all Councilmembers of the provisions of Council Policy 202, Section B (Attachment B), which provides direction regarding the responsibilities and expectations of Council representatives to outside agencies. In summary, Del Mar Council representatives to outside agencies are expected to represent the City in conformance with the City’s goals, priorities, and objectives and in a manner consistent with the City’s adopted policies and priorities, and with any direction provided by the Council as a whole. Further, the Policy requires that Council representatives to outside agencies advocate for the City’s positions.
Councilmembers Druker and Gaasterland would like to request that Councilmember Quirk provide clarification that his recent presentation to the NCTD Board represented his personal views and opinions and not the official position of the Del Mar City Council, and a commitment that this clarification will be provided as part of the comments and actual presentation materials for any future presentations to outside agencies. The Councilmembers are also seeking authority from the City Council to send a letter to the NCTD Board confirming the City’s official position with regard to safe crossings, relocation of the train tracks, and any other significant rail issues as may be appropriate.
FISCAL IMPACT:
There is no fiscal impact or action to be taken by the City Council related to this agenda item.
ENVIRONMENTAL IMPACT:
The proposed City Council action does not constitute a “project” under the definition set forth in California Environmental Quality Act (CEQA) Guidelines Section 15378 because it will not have a potential to result in a direct or indirect physical change in the environment and is, therefore, not subject to CEQA. No further action under CEQA is required.
ATTACHMENTS:
Attachment A – Presentation by Councilmember Quirk to NCTD Board, April 21, 2022 Attachment B – City Council Policy 202: Responsibilities/Expectations of Council Liaisons to City Advisory Committees and Council Representatives to Outside Agencies
2 May 2, 2022 Item 14
• Major concern is that ridership is
very low for all modes and in decline for many years prior to the covid plunge, remote work trends, and clean electric vehicle trends. • In particular, the low ridership for
the Coaster is a concern given the many billions of dollars in track projects being proposed and discussed by NCTD and SANDAG. • The Del Mar tunnel project, at $3.5 billion, would be the single largest and most expensive construction
project in the history of San Diego
County. The Miramar tunnel, at $3.5 billion, would also be a record . Addressing 9 miles of beach level
tracks in San Clemente could also
cost many billions.
ATTACHMENT A
3 May 2, 2022 Item 14
• Monthly one-way boardings in February 2022 were 38,831, or approximately 1,386 per day, about 500,000 per year. • This is down about 65% from the pre-pandemic daily average of 4,000 per day (1.4 million boardings for full year 2019). • In practice, for a 41-mile line, this translates to most trains that are mostly empty, easily visible to anyone who watches the windows of a train as it rolls by. • As of mid April, anecdotal physical observations of the trains still indicate very low utilization. • What are and will be the results of the Uber/Lyft ride-share subsidy program began August 2021? • What are and will be the results of the increased number of Coaster runs (nearly 50% increase) began in October 2021?
4 May 2, 2022 Item 14
5 May 2, 2022 Item 14
• Historically, Coaster riders (and intercity train riders generally) skewed heavily to office workers, who are shifting significantly to remote work or hybrid remote work trends.
• A Pew survey in January 2022 indicates that 61% of people working from home are doing so by choice. As such, much of the Coaster ridership decline from pre-pandemic levels is likely to be permanent, perhaps 40%, or 600,000 annual boardings.
• Many rail lines, including the Amtrak Surfliner, will also likely be significantly negatively impacted by remote work trends. 6 May 2, 2022 Item 14
• The completion of the Mid-Coast Extension for the Blue Line Trolley creates competition for the Coaster.
The trolley and the Coaster share similar routes from Sorrento Valley area to downtown San Diego except the trolley is faster, is more convenient, has more stops, has a more direct route, and much larger ridership. • Will this competition limit upside for the Coaster?
7 May 2, 2022 Item 14
• The rapid rise of clean electric vehicles will significantly address greenhouse gas and climate concerns. • California and many other states and countries have bans on internal combustion engine vehicles by 2035 and 2030. Global manufacturers are rapidly shifting production facilities. • Autonomous vehicle technology is likely to have a significant beneficial impact on transportation:
-door-to-door trips
-synched and coordinated vehicles on the roads, reducing congestion -ride-share vehicles evolving into a personalized mass transit system -freight movement on the roads during night and non-peak hours leading to large volume increases • Autonomous technology isn’t ready today, but significant advances are occurring. Is it reasonable to assume it will be commercially viable by 2030? Perhaps 2040? • What will annual Coaster ridership be in 2040?4,000 daily? 1.4 million annual? • Does the Coaster have a meaningful future after the arrival of electric autonomous vehicles and trucks? 8 May 2, 2022 Item 14
• Del Mar tunnel - $3.5 billion (and 10+ years)
• Miramar tunnel - $3.5 billion (and 15+ years)
• Carlsbad trench - $400 million
• San Dieguito double track & platform - $220 million
• La Costa double track – $120 million
• Batiquitos double track and bridge- $104 million
• Addressing 9 miles of track in San Clemente along beach vulnerable to sea level rise - $10 billion? • Sorrento-Miramar double track- $228 million
• Eastbrook-Shell double track, bridge- $85 million
• Coaster locomotives & cars- $96 million
• Projects south of Santa Fe Station - $700 million
• Substantial non-financial impact costs
9 May 2, 2022 Item 14
• Voice of San Diego described the Mid Coast trolley project as “wildly expensive” on a per rider basis when it was $2.1 billion spent for forecasted 35,000 riders. • For the Coaster, the NCTD board is looking at supporting or approving spending plans of billions for a realistic maximum of only 4,000 daily 1-way boardings, which translates to mostly empty trains operating at very low capacity levels. There are significant non-financial impact costs as well. • Is it better for the NCTD and SANDAG to start focusing on a future that is likely to be dominated by electric and autonomous vehicles and the substantial opportunities these technologies present to achieve green, efficient, desirable, and equitable mobility and freight solutions? Future agenda item? 10 May 2, 2022 Item 14
CITY OF DEL MAR
CITY COUNCIL POLICY BOOK
202
RESPONSIBILITIES AND EXPECTATIONS OF
COUNCIL LIASIONS TO CITY ADVISORY
COMMITTEES AND OF COUNCIL
REPRESENTATIVES TO OUTSIDE
AGENCIES
DATE REVISED: 1/10/2022
BY RESOLUTION: 2022-07
PAGES: PAGE 1 OF
4 POLICY:
The following guidelines are to assist City Council members in performing their duties as liaisons to City advisory committees, ad hoc committees, Del Mar Community Connections (DMCC), Del Mar Village Association (DMVA), various Del Mar non-profits, and as Del Mar representatives to outside agencies. These guidelines also apply to the appointed community representatives to outside agencies, including the Del Mar Representative to the San Diego County Water Authority Board.
A. CITY ADVISORY COMMITTEES
1. Council Liaison Primary Responsibilities
a) Assist with the recruitment of qualified volunteers and encourage them to apply to serve on the committee when vacancies occur, recognizing that the City’s goal is to have at least two qualified applicants for each position. b) Recruit another Council member to attend meetings in their place when the liaison is unable to attend.
c) Assist Committee Chairs with the following:
i. How to run a meeting.
ii. How to accommodate public testimony and input.
iii. How to work with the committee’s staff liaison to prepare agendas, including review of draft agendas with the Chair and staff liaison (A sample agenda is attached to use as a template);
iv. Clarify the process for committee members and the public to get something on the committee agenda.
v. Ensure that the committee stays on task.
vi. Determining when City staff should, and should not, be asked for assistance. Generally, simple requests for information from staff can be made directly by the Chair or committee members while requests for staff work should go through the Council liaison(s) who can carry them to the City Manager and staff for response.
vii. Establishing goals and a work plan for the committee at the beginning of each year in conjunction with the City’s budget and goal setting process.
d) Inform and assist the committee as a whole including:
i. Understanding the City’s system of advisory committees including:
1. Understanding the role of a committee member.
ATTACHMENT B
11 May 2, 2022 Item 14
CITY OF DEL MAR
CITY COUNCIL POLICY BOOK
202
RESPONSIBILITIES AND EXPECTATIONS OF
COUNCIL LIASIONS TO CITY ADVISORY
COMMITTEES AND OF COUNCIL
REPRESENTATIVES TO OUTSIDE
AGENCIES
DATE REVISED: 1/10/2022
BY RESOLUTION: 2022-07
PAGES: PAGE 2 OF
4 2. Understanding the scope of the committee’s charge.
3. Understanding the relationship between the committee, Council, public, and City staff.
4. Understanding any budgetary constraints applicable to the committee’s work.
e) Ensures the committee stays on task and within the scope of its charter and mission, adopted Council goals, and any direction provided by Council. f) Ensures the committee understands its role is advisory only. g) Assist the committee in completing its advisory recommendations to Council in a timely manner.
h) Effectively communicates committee advisory recommendations to Council. i) Facilitates in transition to a successor Council liaison when there is change. j) Where appropriate, advocates for committee recommendations. k) Ensuring that meetings are welcoming and that the Code of Civil Discourse is followed.
2. Reporting
a) To the Committee. The Council liaison(s) should give a brief report to the committee at the beginning of each meeting covering:
i. Any recent actions of the City Council or upcoming Council agenda items relevant to the committee’s work; and
ii. Any recent actions of outside entities or governments, of which the liaison has knowledge, relevant to the committee’s work. b) To the Council, Staff, and Public. The Council liaison(s) should give a report, in public session, at Council meetings covering:
i. Updates on the committee’s work;
ii. Identify, and discuss as may be appropriate, any difficulties the committee is experiencing and provide recommendations for how assistance can be provided;
iii. Any committee actions/recommendations;
12 May 2, 2022 Item 14
CITY OF DEL MAR
CITY COUNCIL POLICY BOOK
202
RESPONSIBILITIES AND EXPECTATIONS OF
COUNCIL LIASIONS TO CITY ADVISORY
COMMITTEES AND OF COUNCIL
REPRESENTATIVES TO OUTSIDE
AGENCIES
DATE REVISED: 1/10/2022
BY RESOLUTION: 2022-07
PAGES: PAGE 3 OF
4 iv. Any specific requests from the committee for assistance, guidance, or other support; and
v. In addition to providing oral updates to the Council, written reports are encouraged for matters of importance which can be included in the public agenda packet and accessible following the Council meeting.
3. Attendance
a) Council Liaison Attendance. It shall be the policy of the City Council that Council liaison(s) assigned to Council advisory committees make it their goal to attend the advisory committee meetings. The liaison(s), in communication with the committee Chair and each other, may determine whether one, both, or neither of the committee Council liaison(s) are needed at a particular committee meeting. It is also the goal of the City Council to promote the continued progress of the advisory committees and not to require that a Council liaison be in attendance in order for that committee to meet.
b) Committee Member Attendance. Del Mar Municipal Code, Chapter 2.30 states that if a member of a commission, board, or committee is absent from three meetings within a 12-month period without cause, the term of said member is automatically vacated. Council liaison(s) shall work with committee chairs to determine whether absences are for cause and will notify the City Clerk and the City staff liaison for the committee when a committee member has three or more absences without cause within a 12-month period. Examples of absences for cause include but are not limited to injury or illness of the member or their immediate family member, family obligations, and observance of religious holidays.
B. COUNCIL APPOINTED REPRESENTATIVES TO OUTSIDE AGENCIES
1. Responsibilities
a) Represents Del Mar to the outside agency, its staff, and to the public in conformance with the City’s goals, priorities, and objectives in a manner consistent with the City’s adopted policies and priorities and with any direction from Council as a whole.
b) Attends meetings of the outside agency to which the Council member or appointee serves as a representative, securing the services of an alternate when the primary Council member or appointee is unable to attend. c) Diligent in reviewing agenda materials and preparing for meetings. 13 May 2, 2022 Item 14
CITY OF DEL MAR
CITY COUNCIL POLICY BOOK
202
RESPONSIBILITIES AND EXPECTATIONS OF
COUNCIL LIASIONS TO CITY ADVISORY
COMMITTEES AND OF COUNCIL
REPRESENTATIVES TO OUTSIDE
AGENCIES
DATE REVISED: 1/10/2022
BY RESOLUTION: 2022-07
PAGES: PAGE 4 OF
4 d) Speaks up, orally or in writing, to the outside agency to represent Del Mar’s positions on issues relevant to Del Mar and be an advocate for Del Mar’s positions.
2. Reporting
The Council representative or appointee should report to the Council, staff, and public at Council meetings as follows:
a) When appropriate, a summary of the outside agency’s significant activities since the prior report.
b) Any specific actions, polices, or directions of the outside agency that affect Del Mar.
c) Any significant upcoming activities of the outside agency of potential interest to Del Mar.
d) On any outside agency committee or subcommittee changes affecting Del Mar. e) In addition to providing oral updates to the Council, written reports are encouraged for matters of importance which can be included in the public agenda packet and accessible following the Council meeting.
Arranging Presentations. From time to time it may be appropriate for a Council liaison or appointee to an outside agency to coordinate a presentation by the agency to the full Council in a public meeting. When this seems appropriate, the following guidelines can be followed:
a) Bring the request to Council for discussion and concurrence before taking it up with the outside agency;
b) Work with the Mayor and City Manager to put the presentation on a Council meeting agenda; and
c) Work with the outside agency to assist them in preparing their presentation. 14 May 2, 2022 Item 14
City of Del Mar
Memorandum
________________________________________________________________________________________________________ TO: Honorable Mayor and City Council Members
FROM: Sustainability Advisory Committee Members
DATE: May 2, 2022
SUBJECT: Clarification on Energy Cost Comparison Calculations At the City Council meeting on April 18, 2022 during the Council Member discussion about Building Electrification, the issue was raised as to how to compare the costs of a natural gas vs electric water heater. Both resistance water heaters and heat pump water heaters run on electricity. The comparison that was presented appears to have been between a resistance water heater and a natural gas water heater.
We provide below a comparison of energy use, cost to run the heaters, including heat pump water heaters (HPWH), as well as the greenhouse gas (GHG) emissions from all three types of water heaters, measured as CO2 or CO2 equivalents. HPWHs are 2-3 times more energy efficient than electric resistance water heaters, which was the type that was referenced in the discussion. The cost comparison uses average rates, and the GHG emissions are based on supply (SDG&E and Solana Energy Alliance).
Type water
heater
Per day Cost per
year
Rate for
calculation
GHGs/year (metric tons)a
Natural Gas 0.8 therms $417.56 $1.43/therm 1.6 CO2 (12 lbs per therm) Electric
resistance
17.2 kWh $1256.60 $0.20/kWh 1.8 CO2e (SDG&E)
0.2 CO2e (SEA)
Heat pump 4.83 kWh $352.59 $0.20/kWh 0.51 CO2e (SDG&E)
0.04 CO2e (SEA)
a GHG emissions were calculated using the following: SDG&E 2019 grid emission factor 633 lbs/MWh, and SEA 2020 grid emission factor 56 lbs/MWh for SEA Choice: 35% renewables, 59.3% large hydro, 5.7% unspecified. The Clean Energy Alliance supply mix is similar to the supply mix from the Solana Energy Alliance and used as a proxy for the GHG emission factor for CEA, which is not yet available.
In the slide shown at the Council meeting, the amount of natural gas that is required to generate electricity was calculated assuming that all of the electricity was generated from natural gas. However, Del Mar residents get their electricity from Clean Energy Alliance (CEA) which generates electricity from 75-100% renewable sources. Thus, the amount of natural gas required to generate the needed electricity is vastly overestimated. 1 May 2, 2022 Item XIIIS
Additional Information on SAC Electrification Presentation & Proposal May 2, 2022
In addition, since new construction is required by the California Energy Commission (CEC) to have rooftop solar, the cost per year to run a HPWH will be significantly reduced due to the contribution of the solar-generated electricity.
Thus, a heat pump water heater is the cheapest of the three types of water heater to run, and has the lowest amount of GHG emissions.
2 May 2, 2022 Item XIIIS