Agenda packet — Escondido City Council, July 27, 2022 (part 1 of 2)

CITY of ESCONDIDO

Council Meeting Agenda
WEDNESDAY, JULY 27, 2022
4:00 PM - Closed Session
5:00 PM - Regular Session
Escondido City Council Chambers, 201 North Broadway, Escondido, CA 92025

WELCOME TO YOUR CITY COUNCIL MEETING
We welcome your interest and involvement in the legislative process of Escondido. This agenda includes information about topics coming before the City Council and the action recommended by City staff.

MAYOR
Paul McNamara

DEPUTY MAYOR
Tina Inscoe (District 2)

COUNCILMEMBERS
Consuelo Martinez (District 1)
Joe Garcia (District 3)
Michael Morasco (Disctrict 4)

CITY MANAGER
Sean McGlynn

CITY ATTORNEY
Michael McGuinness

CITY CLERK
Zack Beck

HOW TO WATCH
The City of Escondido provides three ways to watch a City Council meeting:

In Person On TV Online

201 N. Broadway Cox Cable Channel 19 and U-verse Channel 99 www.escondido.org

1 Wednesday, July 27, 2022

HOW TO PARTICIPATE
The City of Escondido provides two ways to communicate with the City Council during a meeting:

In Person In Writing

Fill out Speaker Slip and Submit to City Clerk https://escondido-ca.municodemeetings.com

ASSISTANCE PROVIDED
If you need special assistance to participate in this meeting, please contact our ADA Coordinator at 760-839-4869.

Notification 48 hours prior to the meeting will enable to city to make reasonable arrangements to ensure accessibility. Listening devices are available for the hearing impaired – please see the City Clerk.

2 Wednesday, July 27, 2022

REGULAR SESSION
5:00 PM Regular Session

MOMENT OF REFLECTION
City Council agendas allow an opportunity for a moment of silence and reflection at the beginning of the evening meeting. The City does not participate in the selection of speakers for this portion of the agenda, and does not endorse or sanction any remar ks made by individuals during this time. If you wish to be recognized during this portion of the agenda, please notify the City Clerk in advance.

FLAG SALUTE
The City Council conducts the Pledge of Allegiance at the beginning of every City Council meeting.

CALL TO ORDER
Roll Call: Garcia, Inscoe, Martinez, Morasco, McNamara

ORAL COMMUNICATIONS
In addition to speaking during particular agenda items, the public may address the Council on any item which is not on the agenda provided the item is within the subject matter jurisdiction of the City Council. State law prohibits the Council from discussing or taking action on such items, but the matter may be referred to the City Manager/staff or scheduled on a subsequent agenda. Speakers are limited to only one opportunity to address the Council under Oral Communications.

CONSENT CALENDAR
Items on the Consent Calendar are not discussed individually and are approved in a single motion. However, Council members always have the option to have an item considered separately, either on their own request or at the request of staff or a member of the public.

1. AFFIDAVITS OF PUBLICATION, MAILING, AND POSTING (COUNCIL/RRB) -

2. APPROVAL OF WARRANT REGISTER (COUNCIL)
Request approval for City Council and Housing Successor Agency warrant numbers 364990 – 365163 dated July 13, 2022.

Staff Recommendation: Approval (Finance Department: Christina Holmes)

3. APPROVAL OF MINUTES: None
3 Wednesday, July 27, 2022

4. AMENDMENT TO ESCONDIDO FIRE ASSOCIATION MEMORANDUM OF UNDERSTANDING TO INITIATE PARTICIPATION IN THE CALIFORNIA FIREFIGHTERS BENEFIT TRUST AND A CHANGE TO THE CITY’S MANAGEMENT AND UNCLASSIFIED SALARY AND BENEFITS PLAN 2021-2022 Request the City Council (1) adopt Resolution 2022-96, authorizing the City’s negotiating team to execute a First Amendment to The Memorandum of Understanding Between Representatives of the Escondido Firefighters’ Association – Safety Personnel – Non-Safety Personnel, and The City of Escondido, January 1, 2021 – December 31, 2022; and (2) adopt Resolution 2022-97, authorizing the City Manager to modify the Management and Unclassified Salary and Benefits Plan 2021-2022 to mandate continued contributions to the Retiree Medical Trust used by the Escondido Firefighters’ Association for Employees Promoted to Fire Management positions.

Staff Recommendation: Approval (Human Resources: Jessica Perpetua, Director of Human Resources) Presenter: Jessica Perpetua, Director of Human Resources

5. PROFESSIONAL SERVICES AGREEMENT WITH WITTMAN ENTERPRISES, LLC TO PROVIDE EMERGENCY

MEDICAL SERVICES (EMS) BILLING SERVICES
Request the City Council adopt Resolution No. 2022-105, authorizing the Mayor to execute a Professional Services Agreement with Wittman Enterprises, LLC to provide billing and collection services for ambulance transport and related services operated by the City of Escondido Fire Department.

Staff Recommendation: Approval (Finance: Christina Holmes, Director of Finance) Presenter: Christina Holmes, Director of Finance
Resolution No. 2022-105

6. AWARD OF AUDITING SERVICES CONTRACT
Request the City Council adopt Resolution No. 2022 -104, authorizing the Mayor to execute a Public Services Agreement with CliftonLarsonAllen LLP for audit services for fiscal years 2022 through 2026, with an option to extend up to an additional two years.

Staff Recommendation: Approval (Finance: Christina Holmes, Director of Finance) Presenter: Christina Holmes, Director of Finance
Resolution No. 2022-104

4 Wednesday, July 27, 2022

7. SETTING SPECIAL TAX LEVY FOR COMMUNITY FACI LITIES DISTRICT NO. 2022 -1 (ECLIPSE/MOUNTAIN HOUSE)
Request the City Council adopt Resolution 2022-106, setting the Special Tax Levy for Community Facilities District No. 2022-1(Eclipse/Mountain House) (the “District”) for Fiscal Year 2022-23 Staff Recommendation: Approval (Finance: Christina Holmes, Director of Finance) Presenter: Christina Holmes, Director of Finance
Resolution No. 2022-106

8. REQUEST TO INITIATE AN ANNEXATION FOR A 5.09 ACRE PARCEL LOCATED ON THE SOUTHWEST CORNER OF N. ASH STREET AND STANLEY AVENUE (APN: 224-130-10-00) (PLANNING CASE NO. PL22- 0154)
It is requested that the City Council review and receive the request to initiate an annexation, and authorize the filing of an applica tion for a 5.09 parcel on the southwest corner of Stanley Avenue and Ash Street (APN 224-130-10-00).

Staff Recommendation: Approval (Interim Director of Development Services: Julie Procopio) Presenter: Ivan Flores, Associate Planner

9. BID AWARD FOR THE GRAPE DAY PARK MASTER PLAN AND AQUATIC CENTER DESIGN Request the City Council adopt Resolution No. 2022-111, authorizing the Mayor, on behalf of the City, to execute a Consulting Agreement with LPA, Inc. in the amount of $1,040,400, for the completion of a Grape Day Park Master Plan and design of an Aquatic Center (“Project”) on Woodward Avenue.

Staff Recommendation: Approval (Communications and Community Services: Joanna Axelrod) Presenter: Danielle Lopez, Assistant Director of Community Services a. Resolution No. 2022-111

CONSENT RESOLUTIONS AND ORDINANCES (COUNCIL/RRB)
The following Resolutions and Ordinances were heard and acted upon by the City Council/RRB at a previous City Council/Mobilehome Rent Review meeting. (The title of Ordinances listed on the Consent Calendar are deemed to have been read and further reading waived.)
5 Wednesday, July 27, 2022

PUBLIC HEARINGS

CURRENT BUSINESS

10. CONSIDERATION OF RESOLUTION AND ORDINANCE PLACING THE ESCONDIDO PUBLIC SAFETY AND

ESSENTIAL SERVICES REVENUE MEASURE BEFORE VOTERS AT THE MUNICIPAL ELECTION ON NOVEMBER 8, 2022.

Request the City Council (a) adopt Resolution No. 2022-98R calling for an election submitting a proposed one cent general transactions and use (sales) tax increase to the voters; (b) introduce Ordinance No. 2022- 15 amending the Escond ido Municipal Code to establish a one cent sales tax to be administered by the California Department of Tax and Fee Administration, including provisions for citizens’ oversight and accountability; and (c) adopt Resolution No. 2022-99 expressing the Intent of the City Council in adopting Ordinance No. 2022-15.

While the introduction of additional taxes on people at any time should never be done casually, after several months of outreach and engagement with residents and community groups joining this important discussion, staff recommends placing this item on the November 2022 ballot to allow the voters the opportunity to consider an issue which will address the long-term fiscal health of the City of Escondido for years to come.

Staff Recommendation: Approval (City Manager: Sean McGlynn) Presenters: Joanna Axelrod, Deputy City Manager/Director of Communications & Community Services; Christina Holmes, Finance Director
Resolution No. 2022-98R
Resolution No. 2022-99 – Resolution of Intent
b. Ordinance No. 2022-15

11. TERM LIMITS BALLOT MEASURE FOR CITY COUNCILMEMBERS AND THE MAYOR Consider and introduce Ordinance No. 2022 -13 and adopt Resolution No. 2022 -91R to place a ballot measure to set term limits for the Mayor and City Councilmembers on the November 8, 2022, consolidated general election.

Staff Recommendation: None
Presenters: Gary McCarthy, Assistant City Attorney
ORDINANCE NO. 2022-13
6 Wednesday, July 27, 2022

RESOLUTIONS
RESOLUTION NO. 2022-91R

12. CITY TREASURER BALLOT MEASURE OPTIONS
Request the City Council consider and address the alternatives provided below and take preferred action.

If the City Council intends to place the City Treasurer’s compensation on the ballot, it should adopt Ordinance No. 2022-16 and Resolution No. 2022-107R.

If the City Council intends to ask the voters to make the City Treasurer an appointed position, it sho uld adopt Ordinance No. 2022-17 and Resolution No. 2022-108R.

Staff Recommendation: Provide Direction (City Attorney: Gary McCarthy, Assistant City Attorney) Presenter: Gary McCarthy, Assistant City Attorney

FUTURE AGENDA

13. FUTURE AGENDA
The purpose of this item is to identify issues presently known to staff or which members of the City Council wish to place on an upcoming City Council agenda. Council comment on these future agenda items is limited by California Government Code Section 54954.2 to clarifying questions, brief announcements, or requests for factual information in connection with an item when it is discussed.

Staff Recommendation: None (City Clerk's Office: Zack Beck)

COUNCILMEMBERS SUBCOMMITTEE REPORTS AND OTHER REPORTS
CITY MANAGER’S WEEKLY ACTIVITY REPORT
The most current information from the City Manager regarding Economic Development, Capital Improvement Projects, Public Safety, and Community Development. This report is also availabl e on the City’s website, www.escondido.org.

ADJOURNMENT

UPCOMING MEETING SCHEDULE
Wednesday, AUGUST, 10, 2022 4:00 & 5:00 PM Regular Meeting, Council Chambers Wednesday, AUGUST, 17, 2022 4:00 & 5:00 PM Regular Meeting, Council Chambers

SUCCESSOR AGENCY
Members of the Escondido City Council also sit as the Successor Agency to the Community Development Commission, Escondido Joint Powers Financing Authority, and the Mobilehome Rent Review Board.

8 Consent Item No. 1 July 27, 2022

A F F I D A V I T S

I T E M

P O S T I N G - NONE
9 Item1.

STAFF REPORT

July 27, 2022
File Number 0400-40

SUBJECT

APPROVAL OF WARRANT REGISTER (COUNCIL)

DEPARTMENT
Finance

RECOMMENDATION
Request approval for City Council and Housing Successor Agency warrant numbers 364990 – 365163 dated July 13, 2022.

Staff Recommendation: Approval (Finance Department: Christina Holmes)

FISCAL ANALYSIS
The total amount of the warrants for the period of July 7 – July 13, 2022, is $2,321,830.44

BACKGROUND

The Escondido Municipal Code Section 10-49 states that warrants or checks may be issued and paid prior to audit by the City Council, provided the warrants or checks are certified and approved by the Director of Finance as conforming to the curr ent budget. These warrants or checks must then be ratified and approved by the City Council at the next regular Council meeting.

10 Item2.

STAFF REPORT

July 27, 2022
File Number 0600-10

SUBJECT

AMENDMENT TO ESCONDIDO FIRE ASSOCIATION MEMORANDUM OF UNDERSTANDING TO INITIATE PARTICIPATION IN THE CALIFORNIA FIREFIGHTERS BENEFIT TRUST AND A CHANGE TO THE CITY’S MANAGEMENT AND UNCLASSIFIED SALARY AND BENEFITS PLAN 2021-2022

DEPARTMENT
Human Resources

RECOMMENDATION
Request the City Council (1) adopt Resolution 2022-96, authorizing the City’s negotiating team to execute a First Amendment to The Memorandum of Understanding Between Representatives of the Escondido Firefighters’ Association – Safety Personnel – Non-Safety Personnel, and The City of Escondido, January 1, 2021 – December 31, 2022; and (2) adopt Resolution 2022-97, authorizing the City Manager to modify the Management and Unclassified Salary and Benefits Plan 2021 -2022 to mandate continued contributions to the Retiree Medical Trust used by the Escondido Firefighters’ Association for Employees Promoted to Fire Management positions.

Staff Recommendation: Approval (Human Resources: Jessica Perpetua, Director of Human Resources) Presenter: Jessica Perpetua, Director of Human Resources

FISCAL ANALYSIS
Adoption of the proposed changes can be accomplished within the current Finance Department budget.

PREVIOUS ACTION
On January 27, 2021, the City Council adopted Resolution 2021-13 to establish the current Memorandum of Understanding with the Escondido Firefighters’ Association.

BACKGROUND
The Escondido Firefighters’ Association (“Association”) represents fire suppression personnel (Safety) and paramedics (Non -Safety). The Association seeks to enter into an agreement with the California Firefighters Benefit Trust (“Trust”) to create and administer a medical expense reimbursement plan for participating employees. The Trust will allow certain tax advantages for its beneficiaries. Current labor organizations participating in the Trust include: Fallbrook F irefighters Association Local 1622, Riverside City Firefighters’ Association Local 1067, San Diego City Firefighters Local 145, Carlsbad Firefighters 11 Item4.

Association Local 3730, Lemon Grove Firefighters Local 2728, Oceanside Firefighters Association Local 3736, National City Firefighters Local 2744, La Mesa Firefighters Local 4759, and Vista Firefighters Local 4107.

To meet Internal Revenue Service tax exemption for contributions, the contribution must be uniform and mandatory. The Association members agreed to initially fund the trust with two $50 payments per month.

The Association also asked that any accrued vacation leave be paid into the trust as opposed to cashed out at time of separation from City service. The Association did not include paramedics in the Trust. The City and the Association have met and conferred and agree that the trust will be funded solely by employee contributions. The City agreed to the Associations’ request because the proposed Trust did not result in any fiduciary responsibilities or additional costs beyond implementing the payroll deductions in a format requested by the Trust administrator.

The Association has also asked that Association members who promote into Fire Management positions continue to participate in the Trust. To do so, the City must modify its Management and Unclassified Salary and Benefits Plan to mandate continued participation at the same levels as Association members.

Current Fire Management personnel cannot participate in the Trust. a. Resolution No. 2022-96
b. Resolution No. 2022-96, Exhibit A – First Amendment to the MOU between Representatives of the Escondido Firefighters’ Association – Safety Personnel - Non-Safety and the City of Escondido
c. Resolution No. 2022-97
12 Item4.

RESOLUTION NO. 2022-96

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

ESCONDIDO, CALIFORNIA, AUTHORIZING THE CITY TO

EXECUTE A FIRST AMENDMENT TO A MEMORANDUM OF

UNDERSTANDING BETWEEN THE REPRESENTATIVES OF
THE ESCONDIDO FIREFIGHTERS’ ASSOCIATION – SAFETY

AND NON -SAFETY PERSONNEL, AND THE CITY OF
ESCONDIDO, JANUARY 1, 2021 – DECEMBER 31, 2022

WHEREAS, negotiating teams from the City of Escondido (“City”) and the Escondido Firefighters’ Association – Safety and Non-Safety Personnel (“Association”), have been duly appointed and have met- and-conferred with respect to matters affecting both parties; and WHEREAS, in January 2021, the City and Association adopted a Memorandum of Understanding (“MOU”) in good faith to address concerning wages, hours, and other terms and conditions of employment; and
WHEREAS, the Association asked the City to cooperate with the Association’s desire to participate in a retirement medical trust created b y the California Firefighters Benefit Trust (“Trust”) to be funded solely by employee contributions and employee accrued vacation account payments, at minimal cost of the City, and the City Council desires at this time and deems it to be in the best public interest to amend the MOU to authorize certain employees to participate in a retiree medical trust.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Escondido , California, as follows:

1. That the above recitations are true.

2. That the City’s negotiating team is authorized to execute a First Amendment to the MOU as set forth in Exhibit “A,” which is attached to this Resolution and incorporated by this reference. 13 Item4.
{14066/A0706635.1}

FIRST AMENDMENT
TO THE

MEMORANDUM OF UNDERSTANDING
BETWEEN REPRESENTATIVES OF THE ESCONDIDO FIREFIGHTERS’
ASSOCIATION – SAFETY PERSONNEL – NON-SAFETY AND THE CITY OF

ESCONDIDO
JANUARY 1, 2021 – DECEMBER 31, 2022

1. The City and Association agree to r epeal and replace ARTICLE XII - VACATIONS, Paragraph 3 - Vacation Periods, Subparagraphs C and E as follows:

C. Paramedics who terminate shall be paid in a lump sum for all allowable accrued vacation leave earned in accordance with California law.

2. The City and Association agree to add Article XXXIII as follows:

ARTICLE XXXIII

RETIREE MEDICAL TRUST
A. ACKNOWLEDGEMENT. The City acknowledges that the Association has entered into an agreement with the California Firefighters Benefit Trust (“Trust”).

B. DEFINED CLASS OF EMPLOYEES RECEIVING CONTRIBUTIONS .

Employees receiving contributions to the Trust, as set forth below, consist of all Safety personnel represented by the Association on or after the date of this amendment. (“Safety Employees”). Thus, fire suppression personnel shall participate in the Trust, but paramedics shall not participate.

C. EMPLOYEE CONTRIBUTION AMOUNT. The Association requested and the City agreed that the City shall withhold a mandatory contribution of $50 per pay period, on a pre-tax basis, from the pay of e ach Safety Employee, twice each month, and shall transfer such contributions to the Trust. No Safety Employee shall be permitted to opt-out of the mandatory contributions or receive any portion o f the mandatory contribution in cash.

D. VACATION LEAVE TRANSFER . Upon a Safety Employee’s separation from City service, the City shall irrevocably transfer to the Trust, on a pre-tax basis same as other payroll deductions, an amount equal in value to 100% of the accrued vacation leave that would otherwise be paid to the employee for unused vacation leave under this Memorandum of Understanding. However, a Safety Employee, by written election made no less than 45 days prior to the employee’s separation date, may also direct a portion of the accrued vacation leave to a qualifying 457 plan up to allowable annual contribution limits under Internal Revenue Service regulations. No Safety Employee shall be permitted to receive any portion of the accrued vacation leave transfer payment in cash.

Resolution No. 2022-96
Exhibit "A"

Page 1 of 2 ends

14 Item4.
{14066/A0706635.1}
E. REMITTANCE OF CONTRIBUTIONS . The City shall promptly remit the twice monthly contributions directly to the designated Trust administrator (“Administrator”) for the duration of the Memorandum of Understanding in one aggregate payment, by either ACH transfer or wire. The City hereby acknowledges the Trust Agreement between the Association and the Trust a nd will comply with reasonable rules and procedures set by the Trust to report and deposit funds into the trust.

F. TRUST REPORTING. The City shall promptly submit to the Administrator a report of contributing employees for each contribution sent to the Trust, in the format requested by the Trust, at the same time funds are sent to the Trust. The City shall also provide an initial report of contributing employees, and promptly report any changes in Safety Employee employment status.

G. MODIFICATION OF EMPLOYEE CONTRIBUTION AND LEAVE
AMOUNTS. The City and the Association agree that the Association has the right, subject to approval of its members according to the Association’s internal rules, to modify the amount of the mandatory employee monthly contribution addressed in Section C in any increment of $25, or the percent age of the mandatory employee leave contribution addressed in Section D during the course of this Agreement, so long as the modification is mandatory for all Safety Employees.

H. NO CITY LIABILITY . The City shall n ot incur or be liable for any cost or contributions associated with the Trust. The City will only administer payroll deductions toward a qualifying employee benefit plan under the Internal Revenue Code. The City may cease payroll deductions toward the Trus t if the City incurred a fee, anticipates incurring a fee, or believes the payroll deductions will expose the City to legal claims or liabilities; provided however, that the City shall provide advance notice to the Association of its intent to cease payrol l deductions and allow the Association a reasonable opportunity to discuss and/or absorb any costs to the City.

I. INDEMNIFICATION. The Association shall indemnify, defend, and hold harmless the City from any claim, complaint, assessment, penalty, or damages asserted by any person or entity, including any state or federal authority, arising out of Association participation in the Trust, i ncluding but not limited to fines, fees, or penalties issued by state or federal taxing authority against the City due to Employee payroll deductions or compensation payouts that are directed to the Trust.

Resolution No. 2022-96
Exhibit "A"

Page 2 of 2 ends

15 Item4.

RESOLUTION NO. 2022-97

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

ESCONDIDO, CALIFORNIA, AUTHORIZING THE CITY
MANAGER TO MODIFY THE CITY’S MANAGEMENT AND

UNCLASSIFIED SALARY AND BENEFITS PLAN TO

MANDATE CONTINUED CONTRIBUTIONS TO THE

RETIREE MEDICAL TRUST USED BY THE ESCONDIDO
FIREFIGHTERS’ ASSOCIATION FOR EMPLOYEES

PROMOTED INTO FIRE MANAGEMENT POSITIONS

WHEREAS, negotiating teams from the City of Escondido (“City”) and the Escondido Firefighters’ Association unit (“Association”), have been duly appointed and have met-and-conferred with respect to matters affecting both parties; and
WHEREAS, in January 2021, the City and Association adopted a Memorandum of Understanding (“MOU”) in good faith to address concerning wages, hours, and other term s and conditions of employment for the period of January 1, 2021 through December 31, 2022; and WHEREAS, concurrent with this Resolution, the City Council , in Resolution 2022 -91, authorized executing the First Amendment to the MOU to authorize contributions by certain employees to a retiree medical trust selected by the Association known as the California Firefighters Benefit Trust (“Trust”); and WHEREAS, the Association asked the City to mandate participation in the Trust by Association members who promote out of the Association and become members of the Fire Management group, so that the future Fire Management employees will be authorized under I nternal Revenue Service regulations to continue their participation in the Trust, and the City Council fi nds that mandating participation by promoted Fire Management employees is in the best public interest and supports positive employee-employer relations.

16 Item4.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Escondido , California, as follows:

1. That the above recitations are true.

2. That the City Manager shall modify the Management and Unclassified Salary Plan 2021 - 2022 to mandate that Association members promoted to Fire Management positions shall continue to participate and make contributions to the Trust at the same levels and/or rates as those required by members of the Association.

17 Item4.

STAFF REPORT

July 27, 2022
File Number 0600-10; A-3421

SUBJECT

PROFESSIONAL SERVICES AGREEMENT WITH WITTMAN ENTERPRISES , LLC TO PROVIDE EMERGENCY

MEDICAL SERVICES (EMS) BILLING SERVICES

DEPARTMENT
Finance

RECOMMENDATION
Request the City Council adopt Resolution No. 2022-105, authorizing the Mayor to execute a Professional Services Agreement with Wittman Enterprises , LLC to provide billing and collection services for ambulance transport and related services operated by the City of Escondido Fire Department.

Staff Recommendation: Approval (Finance: Christina Holmes, Director of Finance) Presenter: Christina Holmes, Director of Finance

FISCAL ANALYSIS
The cost of the agreement is based on a percentage, 4.5%, of the net revenue received. Based on historical average annual emergency medical services revenue of $ 6.0 million, the cost of the agreement will be approximately $ 270,000 per year. Sufficient funds are budgeted for this contract in the Finance Department’s budget. This fee will be firm for the life of the contract including the renewal option years.

The contract is contingent upon budgetary appropriations.

PREVIOUS ACTION
Council approved a three (3) year Public Services Agreement with Wittman Enterprises, LLC (“Wittman”) effective July 1, 201 7 through June 30, 2020, with two additional two-year renewal options on June 21, 2017. Both renewal options were exercised and approved by the City Manager.

BACKGROUND
Firefighter/Paramedics in the Fire Department provide necessary emergency ambulance services to the citizens of Escondido and the Rincon del Diablo Fire Protection Distri ct, visitors, and businesses.

Paramedic billing for emergency medical services were processed by City employees until early 2001 when it was determined by an expert review that outside paramedic billing services could increase fee collections, provide timelier customer billing, and maintain a higher level of collective expertise in a highly complex billing environment.
18 Item5.

Between July 2021 and May 2022, Fire Department paramedics transported approximately 9,574 patients and Wittman billed $7.9 million in net ambulance fees (gross revenues less Medicare, Medi-Cal and other contractual write downs).

In June 2022, the City received a proposal from Wittman to continue providing EMS billing services. To establish a comparison and determine if th e proposal submitted by Wittman was advantageous to the City, staff also reviewed a recent Request for Proposal issued in April 2022 by the City of Carlsbad for EMS billing services. Proposals were received from two firms. The firms were evaluated on approach to the scope of work, price, responsiveness to specifications, project team experience and client references.

Based on these criteria, the City of Carlsbad awarded the contract to Wittman Enterprises LLC. In the interest of cost savings and to create efficiencies, Staff proposes to use that process to extend the working contract with Wittman Enterprises, LLC.

Wittman’s past performance with the City of Escondido has been highly satisfactory. This company also has extensive experience in providing billing services to governmental entities similar in size and scope to the City of Escondido , many of which are located in San Diego County including the cities of Oceanside, Carlsbad, and Vista. This allows for a high understanding of local demographics and how to bill customers for calls outside the city limits. Therefore, staff is recommending that a new five-year Public Services Agreement be awarded to Wittman Enterprises, LLC based on the staff findings.

RESOLUTIONS
A. Resolution No. 2022-105
B. Resolution No. 2022-105 Exhibit “A” Professional Services Agreement with Wittman Enterprises, LLC

19 Item5.

RESOLUTION NO. 2022-105

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

ESCONDIDO, CALIFORNIA, AUTHORIZING THE MAYOR

TO EXECUTE, ON BEHALF OF THE CITY, A PUBLIC

SERVICE AGREEMENT WITH WITTMAN ENTERPRISES,

LLC TO PROVIDE BILLING AND COLLECTION SERVICES

FOR AMBULANCE TRANSPORT AND RELATED SERVICES

OPERATED BY THE CITY OF ESCONDIDO FIRE

DEPARTMENT

WHEREAS, the City of Escondido (“City”) provides paramedic and transport services and bills for those services; and
WHEREAS, it has been determined that outs ourcing the billing function to Wittman Enterprises, LLC has greatly improved collection rates, service standards and cost effectiveness; and WHEREAS, Fire Administration and Finance management as well as internal collection staff have all been highly satisfied with current paramedic billing services provided; and WHEREAS, Wittman Enterprises, LLC has demonstrated their ability to conform to the City’s specifications and requirements for paramedic billing services; and WHEREAS, the City of Carlsbad conducted an extensive RFP process for emergency medical billing services and determined that Wittman Enterprises, LLC was the best qualified and awarded them a five- year contract with two additional two-year renewal options; and WHEREAS, the City of Escondido, in the interest of cost savings and staff efficiency , proposes to use that process to extend the working contract with Wittman Enterprises, LLC; and 20 Item5.

WHEREAS, the City desires to use the paramedic billing service offered by Wittman Enterprises, LLC an independent contractor, as its agent for the purpose of performing the services described in Exhibit “A” to this Agreement.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Escondido, California:

1. That the above recitations are true.

2. That the City Council authorizes the Mayor to execute, on behalf of the City, an agreement with Wittman Enterprises, LLC for the purpose of paramedic billing service. A copy of the agreement is attached as Attachment “A” and is incorporated by this reference, subject to final approval as to form by the City Attorney’s Office.

21 Item5.

Public Services Agreement (v2) - 1 - CAO: 9/17/2021

CITY OF ESCONDIDO

PUBLIC SERVICES AGREEMENT
This Public Services Agreement (“Agreement”) is made and entered into as of this _____ day of _______________, 2022 (“Effective Date”) ,
Between: CITY OF ESCONDIDO
a California municipal c orporation
201 N. Broadway
Escondido, CA 92025
Attn: Christina Holmes
760-839-4620
("CITY")
And: WITTMAN ENTERPRISES, LLC
A Limited Liability Corporation
11093 Sun Center Drive
Rancho Cordova, CA 95670
Attn: Corrine Wittman
800-906-6552
("CONTRACTOR").
(The CITY and CONTRACTOR each may be referred to herein as a “Party” and collectively as the “Parties.”)
WHEREAS, the Parties desire to enter into this Agreement f or the performance of the Services described herein.

NOW, THEREFORE, in consideration of the mutual covenants, promises, terms, and conditions set forth herein, and the mutual benefits derived therefrom, the Parties hereby agree as follows:

1. Description of Services. CONTRACTOR shall furnish all of the S ervices described in the Scope of Work, which is attached to this Agreement as Attachment “A” and incorporated herein by this reference (“Services”).

2. Compensation. In exchange for CONTRACTOR’s completion of the Services, t he CITY shall pay, and CONTRACTOR sha ll accept in full, an amount of 4.5% of net collections for transports, not to exceed the sum of $275,000 per agreement year . CONTRACTOR shall be compensated only for performance of the Services described in this Agreement. No compensation shall be provided for any other work or services without the CITY’s prior written consent. If this Agreement is amended at any time, additional compensation of CONTRACTOR contained in any subsequent amendments shall not exceed a cumulative total of 25% of the maximum payment provided for in this Section 2, unless approved by resolution of the City Council.

Resolution No. 2022-105
Exhibit "A"

Page 1 of 9 ends

22 Item5.

Public Services Agreement (v2) - 2 - CAO: 9/17/2021

3. Performance. CONTRACTOR shall faithfully perform the Services in a proficient manner, to the satisfaction of the CITY, and in accord with the terms of this Agreement . CONTRACTOR shall be responsible for the professional quality, technical accuracy, timely completion, and coordination of all reports and other information furnished by CONTRACTOR pursuant to this Agreement, except that CONTRACTOR shall not be responsible for the accuracy of information supplied by the CITY.

4. Termination. The Parties may mutually terminate this Agreement through a writing signed by both Parties. The CITY may terminate this Agreement for any reason upon providing CONTRACTOR with 10 days’ advance written notice. CONTRACTOR agrees to cease all work under thi s Agreement on or before the effective date of any notice of termination. If the CITY terminates this Agreement due to no fault or failure of performance by CONTRACTOR, then CONTRACTOR shall be compensated based on the work satisfactorily performed at the time of such termination. In no event shall CONTRACTOR be entitled to receive more than the amount that would be paid to CONTRACTOR for the full performance of the Services.

5. City Property. All original documents, drawings, electronic media, and other material s prepared by CONTRACTOR pursuant to this Agreement immediately become the exclusive property of the CITY, and shall not be used by CONTRACTOR for any other purpose without the CITY’s prior written consent.

6. Insurance Requirements.
a. CONTRACTOR shall pro cure and maintain , at its own cost, during the entire term of this Agreement, insurance against claims for injuries to persons or damages to property that may arise from or in connection wi th the performance of the Services, and the results of such work, by CONTRACTOR, its agents, representatives, employees, or subcontractors. Insurance coverage shall be at least as broad as the following :
(1) Commercial General L iability . Insurance Services Office (“ISO”) Form CG 00 01 covering Commercial General Liability on an “occurrence” basis, including products and completed operations, property damage, bodily injury, and personal & advertising injury, with limits no less than $2,000,000 per occurrence and $4,000,000 general aggregate . (2) Automobile Liability . ISO Form CA 00 01 covering any auto (Code 1), or if CONTRACTOR has no owned autos, hired (Code 8) and non -owned autos (Code 9), with limit s no less than $1,000,000 per accident for bodily injury and property damage, unless waived by the CITY and approved in writing by the CITY’s Risk and Safety Division. (3) Workers’ Compensation . W orker's Compensation as required by the State of California, with Statutory Limits, and Employer’s Liability Insurance with limit s of no less than $1,000,000 per accident for bodily injury or disease.
(4) If CONTRACTOR maintains broader coverage and/ or higher limits than the minimums otherwise required by this Agreement , the CITY requires and shall be entit led to the broader coverage and/ or the higher limits maintained by CONTRACTOR. b. Each insurance policy required by this Agreement must be acceptable to the City Attorney and shall meet the following requirements:
(1) Acceptability of Insurers . Insurance coverage must be provided by a n insurer authorized to conduct business in the state of California with a current A.M. Best’s rating of no less than A-: FSC VII, or as approved by the CITY .
(2) Additional Insured Status . Both the Commercial General Liability and the Automobile Liability policies must name the CITY (including its officials, officers, agents, employees, and volunteers) specifically as an additional insured under the policy on a separate endorsement page. The Commercial General Liability additional insured endorsement shall be at least as broad as ISO Form CG 20 10 11 85, or if not available, through the Resolution No. 2022-105
Exhibit "A"

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Public Services Agreement (v2) - 3 - CAO: 9/17/2021
addition of both CG 20 10, CG 20 26, CG 20 33, or CG 20 38, and CG 20 37 if a later edition is used. The Automobil e Liability endorsement shall be at least as broad as ISO Form CA 20 01.
(3) Primary Coverage . CONTRACTOR’s insurance coverage shall be primary coverage at least as broad as ISO CG 20 01 04 13 with respect to the CITY, its officials, officers, agents, employees, and volunteers. Any insu rance or self -insurance maintained by the CITY, its officials, officers, agents, employees, or volunteers shall be in excess of CONTRACTOR’s insurance and s hall not contribute with it. (4) Notice of Cancellation . Each insurance policy shall provide that cover age shall not be canceled, except with prior written notice to the CITY. (5) Subcontractors. If applicable, CONTRACTOR shall require and verify that all subcontractors maintain insurance meeting all the requirements stated in this Agreement, and CONTRACTOR shall ensure that the CITY (including its officials, officers, agents, employees, and volunteers) is an additional insured on any insurance required from a subcontractor.
(6) Waiver of Subrogation . CONTRACTOR hereby grants to the CITY a waiver of any right to subrogation that any insurer of CONTRACTOR may acquire against the CITY by virtue of the payment of any loss under such insurance. CONTRACTOR agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation, but this subsection shall apply regardless of whether or not the CITY has received a waiver of subrogation endorsement from the insurer. Any Workers’ Compensation policy required by this Agreement shall be endorsed with a waiver of subrogation in favor of the CITY for all w ork performed by the CONTRACTOR, its agents, representatives, employees and subcontractors.
(7) Self-Insurance. CONTRACTOR may, with the CITY’s prior written consent, fulfill some or all of the insurance requirements contained in this Agreement under a plan o f self - insurance. CONTRACTOR shall only be permitted to utilize such self -insurance if, in the opinion of the CITY, CONTRACTOR’s (i) net worth and (ii) reserves for payment of claims of liability against CONTRACTOR are sufficient to adequately compensate for the lack of other insurance coverage required by this Agreement. CONTRACTOR’s utilization of self - insurance shall not in any way limit the liabilities assumed by CONTRACTOR pursuant to this Agreement.
(8) Self-Insured Retentions. Self-insured retentions must be declared to and approved by the CITY.
c. Verification of Coverage. At the time CONTRACTOR executes this Agreement, CONTRACTOR shall provide the CITY with original Certificates of Insurance including all required amendatory endorsements (or copies of the applicable policy language effecting the insurance coverage required by this Agreement), which shall meet a ll requirements under this Agreement. The CITY reserves the right to require complete, certified copies of all required insurance policies, including endorsements required by this Agreement, at any time. d. Special Risks or Circumstances . The CITY reserves the right , at any point during th e term of this Agreement, to modify the insurance requirements in this Agreement, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances. e. No Limitation of Obligations . The insurance requirements in this Agreement, including the types and limits of insurance coverage CONTRACTOR must maintain, and any approval of such insurance by the CITY, are not intended to and shall not in any manner limit or qualify the liabilities and obligations otherwi se assumed by CONTRACTOR pursuant to this Agreement, including but not limited to any provisions in this Agreement concerning indemnification. f. Failure to comply with any of the insurance requirements in this Agreement, including but not limited to a lapse in any required insurance coverage during the term of this Agreement, shall be a material breach of this Agreement . In the event that CONTRACTOR fails to comply with Resolution No. 2022-105
Exhibit "A"

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Public Services Agreement (v2) - 4 - CAO: 9/17/2021
any such insurance requirements in this Agreement, in addition to any other remedies the CITY may have, the CITY may, at its sole option, (i) immediately terminate this Agreement; or (ii) order CONTRACTOR to stop work under this Agreement and/or withhold any payment that becomes due to CONTRACTOR until CO NTRACTOR demonstrates compliance with the insurance requirements in this Agreement.

7. Indemnification, Duty to Defend, and Hold Harmless.
a. CONTRACTOR (including CONTRACTOR’s agents, employees, and subcontractors, if any) shall indemnify, defend, and hold har mless the CITY, its officials, officers, agents, employees, and volunteers from and against any and all claims, demands, actions, causes of action, proceedings (including but not limited to legal and administrative proceedings of any kind), suits, fines, p enalties, judgments, orders, levies, costs, expenses, liabilities, losses, damages, or injuries, in law or equity, including without limitation the payment of all consequential damages and attorney’s fees and other related litigation costs and expenses (co llectively, “Claims”), of every nature caused by, arising out of, or in connection with CONTRACTOR’s performance of the Services or its failure to comply with any of its obligations contained in this Agreement, except where caused by the sole negligence or willful misconduct of the CITY. b. CONTRACTOR (including CONTRACTOR’s agents, employees, and subcontractors, if any) shall defend, indemnify, and hold harmless the CITY, its officials, officers, agents, employees, and volunteers from and against any and all Claims caused by, arising under, or resulting from any violation, or claim of violation, of the San Diego Municipal Storm Water Permit (Order No.

R9-2013-0001, as amended) of the California Regional Water Quality Control Board, Region 9, San Diego, that the CITY might suffer, incur, or become subject to by reason of, or occurring as a result of, or allegedly caused by, any work performed pursuant to this Agreement. c. All terms and provisions within this Section 7 shall survive the termination of this Agreement.

8. Anti-Assignment Clause . Because the CITY has relied on the particular skills of CONTRACTOR in entering into this Agreement, CONTRACTOR shall not assign, delegate, subcontract, or otherwise transfer any duty or right under this Agreement, including as to any portion of the Services, without the CITY’s prior written consent. Any purported assignment , delegation, subcontract, or other transfer made without the CITY’s consent shall be void and ineffect ive. Unless CONTRACTOR assigns this entire Agreement, including all rights and duties herein, to a third party with the CITY’s prior written consent, CONTRACTOR shall be the sole payee under this Agreement. Any and all payments made pursuant to the terms of this Agreement are otherwise not assignable.

9. Attorney's Fees and Costs. In any action to enforce the terms and conditions of this Ag reement, the prevailing Party shall be entitled to reasonable attorney ’s fees and costs.

10. Independent Contractor . CONTRACTOR is an independent contractor , and no agency or employment relationship is created by the execution of this Agreement.

11. Amendment. This Agreement shall not be amended except in a writing signed by the CITY and CONTRACTOR.

12. Merger Clause . This Agreement, together with its attachments or other documents described or incorporated herein , if any, constitutes the entire agreement and understanding of the CITY and CONTRACTOR concerning the subject of this A greement and supersedes and replaces all prior negotiations, understandings, or proposed agreements, written or oral, except as otherwise provided herein. In the event of any conflict between the provisions of this Agreement and any of its attachments or related documents, if any, the provisions of this Agreement shall prevail.

Resolution No. 2022-105
Exhibit "A"

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Public Services Agreement (v2) - 5 - CAO: 9/17/2021

13. Anti-Waiver Clause. None of the provisions of this Agreement shall be waived by the CITY because of previous failure to insist upon strict performance, nor sha ll any provision be waived because any other provision has been waived by the CITY, in whole or in part.

14. Severability. This Agreement shall be performed and shall be enforceable to the full extent allowed by applicable law, and the illegality, invalidity, waiver, or unenforceability of any provision of this Agreement shall not affect the legality, validity, applicability, or enforceability of the remaining provisions of this Agreement.

15. Governing Law. This Agreement and all rights and obligations arising out of it shall be construed in accordance with the laws of the State of California. Venue for any action arising from this Agreement shall be conducted only in the state or federal courts of San Diego County, California.

16. Counterparts. This Agreement may be executed on separate counterparts, each of which shall be an original and all of which taken together shall constitute one and the same instrument. Delivery of an executed signature page of this Agreement by electronic means, including an attachment to an email, shall be effective as delivery of an executed original. The Agreement on file with the City is the copy of the Agreement that shall take precedence if any differences exist between or among copies or counterparts of the Agreement.

17. Provisions Cumulative . The foregoing provisions are cumulative to, in addition to , and not in limitation of any other rights or remedies available to the CITY.

18. Notice. Any statements, communications , or notices to be provided pursuant to this Agreement shall be sent to the attention of the persons indicated herein, and the CITY and CONTRACTOR shall promptly provide the other Party with notice of any changes to such contact information.

19. Business License. CONTRACTOR shall obtain a City of Escondido Business License prior to execution of this Agreement and shall maintain such Business License throughout the term of this Agreement.

20. Compliance with Laws, Permits, and Licenses . CONTRACTOR shall keep itself informed of and comply with all applicable federal, state, and local laws, statutes, codes, ordinance s, regulations, rules, and other legal requirements in effect during the term of this A greement. CONTRACTOR shall obtain any and all permits, licenses, and other authorizations necessary to perform the Services. Neither the CITY, nor any elected or appointed boards, offic ers, officials, employees, or agents of the CITY, shall be liable, at law or in equity, as a result of any failure of CONTRA CTOR to comply with this section .

21. Prevailing Wages . If applicable, pursuant to California Labor Code section 1770 et seq. , CONTRACTOR agrees that a prevailing rate and scale of wages, in accordance with applicable laws, shall be paid in performing this Agreement. CONTRACTOR shall keep itself informed of and comply with all applicable federal, state, and local laws, statutes , codes, ordinances, regulations, rules, and other legal requirements pertaining to the payment of prevailing wages. The prevailing rate and scale to be paid shall be the same as t he applicable “General Prevailing Wage Determination” approved by the Department of Industrial Relations as of the Effective Date of this Agreement, which are available online at http://www.dir.ca.gov/oprl/dprewagedetermination.htm and incorporated into this Agreement by this reference . Neither the CITY, nor any elected or appointed boards, officers, officials, employees, or agents of the CITY, shall be liable, at law or in equity, as a result of any failure of CONTRACTOR to comply with this section.

22. Immigration Reform and Control Act of 1986 . CONTRACTOR shall keep itself informed of and shall comply with the Immigration Reform and Control Act of 1986 (“IRCA”). CONTRACTOR represents and warrants that all of its employees and the employees of any subcontractor retained by CONTRACTOR who perform any of the Services under this Agreement, are and will be authorized to perform the Services in full compliance with the IRCA. CONTRACTOR affirms that Resolution No. 2022-105
Exhibit "A"

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Public Services Agreement (v2) - 6 - CAO: 9/17/2021
as a licensed contractor and employer in the State of California, all new employees must produce proof of eligibility to work in the United States within the first three days of employment and that only employees legally eligible to work in the United States will perform the Services. CONTRACTOR agrees to comply with the IRCA before commencing any Services, and continuously throughout the performance of the Services and the term of this Agreement.

23. Effective Date . Unless a different date is provided i n this Agreement, the effective date of this Agreement shall be the latest date of execution set forth by the names of the signator ies below. (SIGNATURE PAGE FOLLOWS)

Resolution No. 2022-105
Exhibit "A"

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27 Item5.

Public Services Agreement (v2) - 7 - CAO: 9/17/2021
IN WITNESS WHEREOF, th is Agreement is executed by the Parties or their duly authorized representatives as of the Effective Date:

CITY OF ESCONDIDO

Date: __________________ ___________________________________ Paul McNamara
Mayor

WITTMAN ENTERPRISES LLC

Date: __________________ ___________________________________ Signature

___________________________________
Corinne Wittman
Chief Executive Officer,

APPROVED AS TO FORM:

OFFICE OF THE CITY ATTORNEY
MICHAEL R. MCGUINNESS, CITY ATTORNEY

BY: __________________________

THE CITY OF ESCONDIDO DOES NOT DISCRIMINATE AGAINST QUALIFIED PERSONS WITH DISABILITIES.

Resolution No. 2022-105
Exhibit "A"

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28 Item5.

ATTACHMENT “A”
Scope of Work

Attachment A to Public Services Agreement - 1 - CAO: 9/17/2021

A. General

Wittman Enterprises, LLC, a California limited liability corporation (“Consultant”) will provide the City of Escondido, a California municipal corporation (“City”) with medical billing and collection services for ambulance transport and related services operated by the City of Escondido Fire Department.

B. Location

Consultant to provide services at Consultant’s office located at 11093 Sun Center Dr, Rancho Cordova, CA 95670.

C. Services

I. Private Billing
Consultant to prepare all invoices and follow -up mailings. Initial invoicing with both English and Spanish instructions will be on 8X11 billings and will be placed in envelopes, sealed and mailed, postage prepaid. Initial invoicing occurs within three (3) days of receipt of transport tickets. Toll Fre e 800 telephone number provided to patients. An initial telephone call will also be made at this time to elicit any insurance information from the patient or patient's family. If no answer on this call is received, Consultant will send an inquiry letter in addition to the initial invoice. The standard bill schedule is as follows:
• Invoice - Immediately
• Statement - 30 days
• Past Due - 20 days
• Final Demand - 10 days
II. Medicare, Medi-Cal, Medi-Medi
Consultant to prepare all invoices and electronically convey to Medicare and Medi-Cal fiscal intermediaries. All secondary and coinsurance billing transferred to the appropriate secondary pay source and promptly billed to that source.

III. Workers' Compensation and Private Insurance
Consultant to bill private insurance, su pplemental insurance, secondary insurance and Workers' Compensation billed according to specific requirements. Electronic billing of insurance companies is performed where appropriate. Any correspondence for additional information or follow up necessary t o secure insurance payments will be performed by Consultant.

IV. Delinquent Claim Handling
Patients with claims aging over 45 days will be contacted by telephone for payment arrangements. Telephone follow up will continue until payment in full is received or account is dismissed by the City to an outside collection agency. Consultant will utilize installment billing as allowed by the City in cases of financial hardship.

Resolution No. 2022-105
Exhibit "A"

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29 Item5.

ATTACHMENT “A”
Scope of Work

Attachment A to Public Services Agreement - 2 - CAO: 9/17/2021

V. Receipts Processing
Consultant will receive direct payment, posting and depositing cash receipts within one (1) day of receipt. Consultant will deposit monies daily into the CITY's bank account and provide a detailed electronic notification.

VI. Reports
Monthly, Consultant will perform accurate month end close procedures that will result in the following reports: Monthly Ticket Survey Monthly Sales Journal, Monthly Cash Receipts Journal, Monthly Receivables Aging Management NR Analysis, Statistical Reports customized to client needs
VII. CITY Responsibilities
Submit necessary transport information, including pay source information and patient condition, to Consultant for billing purposes. Forward to Consultant all necessary information relating to patient transports services, payments and patient eligibility. Notify Consultant of any accounts that require special attention. Obtain signature of patient or guardian. Provide patient's Social Security Number.

VIII. Source Documents
Consultant will retain all source documents including attachments for six (6) years. When service contracted is terminated, all source documents are returned to City D. Scheduling

Consultant to schedule specific dates of work in advance by contacting Christina Holmes, Director of Finance at 760 -839-4620 or [email protected]. Further instructions will be provided upon scheduling.

E. Contract Price and Payment Terms

Consultant’s compensation for all work performed in accordance with this Agreement is established as a fee of 4.5% of monthly net collected revenue from EMS billing services for a period of three years. Net collected revenue is stated as a percentage of collected revenue, minus any refunds or adjustments.

The contract price shall not exceed $275,000 per agreement year. The contract price includes all labor, materials, equipment, and transportation required to perform the work. Services will be billed as services are performed. Payment will be made after services have been performed and within 30 days of receipt of an invoice for those services.

F. Term

The term of this Agreement shall be for five-years, commencing on the Effective Date of the Agreement, with the option of extending the agreement f or two additional one -year periods at the City’s sole discretion.

Resolution No. 2022-105
Exhibit "A"

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30 Item5.

STAFF REPORT

July 27, 2022
File Number 0600-10; A-3422

SUBJECT

AWARD OF AUDITING SERVICES CONTRACT

DEPARTMENT
Finance

RECOMMENDATION
Request the City Council adopt Resolution No. 2022 -104, authorizing the Mayor to execute a Public Services Agreement with CliftonLarsonAllen LLP for audit services for fiscal years 2022 through 2026, with an option to extend up to an additional two years.

Staff Recommendation: Approval (Finance: Christina Holmes, Director of Finance) Presenter: Christina Holmes, Director of Finance

FISCAL ANALYSIS
The contract has a ceiling value of $299,768 over a five-year term (fiscal years ending June 30, 2022, 2023, 2024, 2025, and 202 6) with an option to extend up to an additional two years. Sufficient funds for the audit for fiscal year ending June 30, 2022 are available in the FY2022/23 Operating Budget in the Finance Department Professional Services account.

PREVIOUS ACTION
On June 8, 2016, City Council approved a five-year contract agreement with the Pun Group, for financial statement audit services. The contract was extended for one additional year and ended with the completion of the June 30, 2021 financial statement audit.

BACKGROUND
Auditing the City’s financial records plays an important role in public sector finance. The auditors are responsible for evaluating the City’s system of internal controls and overall financial management and condition. It is one of the most important and effective methods to ensure the credibility and transparency of the City’s financial reporting to all of the City’s stakeholders.

The format of the presentation of the audited financial statements is in accordance with the Governmental Accounting Standards Board (GASB) pronouncements. Audits are performed in accordance with auditing standards generally accepted in the United States and the standards set forth for financial 31 Item6.

audits contained in the General Accounting Office’s Government Auditing Standards (2018) issued by the Comptroller General of the United States. Consistent presentation allows comparison of the City’s financial information to other governmental agencies throughout the country. It also allows outside interests, such as bondholders, the information necessary to evaluate their current or future investments.

Since the City’s information is presented in the same format as other governmental reporting entities, reasonable and meaningful comparisons can be made between and among governmental entities by anyone inside or outside the government workplace.

In addition, the provisions of the Federal Single Audit Act of 1984 as amended in 1996, and Title 2 of the Code of Federal Regulations Part 200, Uniform Administrative Requirements , Cost Principles, and Audit Requirements for Federal Awards (Uniform Guidance), commonly known as a “single audit”, outlines the requirements for audits of State and local governments and non-profit organizations. The City typically is required to have a single audit performed due to the level of funding received from federal grants.

Annual Comprehensive Financial Report
One of the primary goals related to the fiscal audit process is to issue an Annual Comprehensive Financial Report (“Report”). The Report is the standard reporting level for California municipal agencies, and is eligible to be considered for a Government Finance Officers Association ( “GFOA”) Certificate of Achievement for Excellence in Financial Reporting Award ( “Award”). In addition to being eligible for an Award for Excellence, the Report provides a higher standard of reporting, which adds credibility and additional transparency to the financial position of the City. The City has received 31 Awards from GFOA for the annu al Report . It is important to select an audit firm that will support the continued goal of achieving the Award in future years.

Multi-Year Contract
Most California based governmental entities issue multi-year contracts for audit services (typical length is three to six years) as significant resources are typically necessary from both the City and the audit firm in the first year of an engagement. An initial year of an audit requires the firm to perform several preliminary steps regarding assessments of int ernal controls. Those additional steps also increase the level of City resources necessary to support the assessments during the initial year of the audit. The use of a multi - year contract reduces the overall cost of the audit and the firm can typically quote a lower overall cost as a result.

Request for Proposal (RFP) Process
The City conducted an open Request for Proposal (RFP) in April 2022 and received four responses. The respondents’ Technical and Cost Proposals were evaluated by a four-member committee comprised of employees in the Finance Department. Evaluations were scored based on mandatory elements outlined in the RFP, technical qualifications, and price.
32 Item6.

The top two scoring firms were invited to oral interviews in June 2022. Interviews were conducted by a panel comprised of the Director of Finance, Finance Manager , Revenue Manager, and Budget Manager.

The firms were evaluated on their responses and the proposed audit plan, proposed staffing, experience and expertise on municipal audits, and reference verifications. The evaluation also included the preparation of the Successor Agency audit, Single Audit of Federal Expenditures, and a GANN Limit Review. The panel unanimously chose CliftonLarsonAllen LLP on the basis of expertise, experience, an d fit with the City.

CliftonLarsonAllen, LLP, (“CLA”) is a full -service Certified Public Accounting Firm providing accounting, auditing, tax, and advisory services to a variety of industries . CLA has one of the largest governmental audit and consulting practices in the country, serving more than 4,100 governmental clients nationwide.

The governmental services team members are well versed in the issues critical to complex governmental entities and have deep, technical experience in serving state and local units of government. By engaging with CLA, the City will ensure continued compliance with financial and reporting requirements and the City will also benefit from a “fresh look” at its business operations, information systems, and financial and risk management policies and procedures.

RESOLUTIONS
a. Resolution No. 2022-104
b. Resolution No. 2022-104 Exhibit “A” Consulting Agreement with CliftonLarsonAllen LLP

33 Item6.

RESOLUTION NO. 2022-104

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

ESCONDIDO, CALIFORNIA, AUTHORIZING THE MAYOR TO

EXECUTE, ON BEHALF OF THE CITY, AN AGREEMENT FOR

AUDIT SERVICES WITH CLIFTONLARSONALLEN, LLP

WHEREAS, the City of Escondido (“City”) desires to engage the services of a certified public accounting firm to perform audits for fiscal years ending June 30, 2022, 2023, 2024, 2025, and 2026 with an option to extend up to an additional two years; and
WHEREAS, the City issued a request for proposal for professional audit services; and WHEREAS, proposals from four firms were opened on May 5, 2022; and WHEREAS, the evaluation process determined that the proposal of CliftonLarsonAllen, LLP is in the best interests of the City; and
WHEREAS, the Director of Finance has recommended the execution of the Agreement with CliftonLarsonAllen, LLP, for the City’s financial audit; and WHEREAS, this City Council desires at this time and deems it to be in the best public interest to approve said Agreement in an amount not to exceed $299,768 over a five-year term.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Escondido, California:

1. That the above recitations are true.

2. That the City Council accepts the recommendation of the Director of Finance.

3. That the Mayor and the City Council hereby authorize the Mayor to execute, on behalf of the City, the Consulting Agreement with CliftonLarsonAllen, LLP for the City’s financial audit , which is 34 Item6.
attached hereto as Exhibit “A” and is incorporated by this reference, subject to final approval as to form by the City Attorney’s Office.

35 Item6.

Consulting Agreement (v2) - 1 - CAO: 9/17/2021

CITY OF ESCONDIDO

CONSULTING AGREEMENT
This Consulting Agreement (“Agreement”) is made and entered into as of this _____ day of _______________, 2022 (“Effective Date”),
Between: CITY OF ESCONDIDO
a California municipal corporation
201 N. Broadway
Escondido, CA 92025
Attn: Christina Holmes
(760) 839-4620
("CITY")
And: CliftonLarsonAllen LLP
a Limited Liability Partnership
2875 Michelle Drive, Suite 300
Irvine, CA 92606
Attn: Robert J. Callanan
714-795-5354
("CONSULTANT").
(The CITY and CONSULTANT each may be referred to herein as a “Party” and collectively as the “Parties.”)
WHEREAS, the CITY has determined that it is in the CITY’s best interest to retain the professional services of a consultant to conduct an audit of its financial statement for the fiscal years ending June 30, 2022, 2023, 2024, 2025, and 202 6 with the option of exte nding the contract for two additional one-year periods at the City’s sole discretion; WHEREAS, CONSULTANT is considered competent to perform the necessary professional services for the CITY; and
WHEREAS, the CITY and CON SULTANT desire to enter into thi s Agreement f or the per - formance of the Services described herein.

NOW, THEREFORE, in consideration of the mutual covenants, promises, terms, and conditions set forth herein, and the mutual benefits derived therefrom, the Parties hereby agree as follows:

1. Description of Services. CONSULTANT shall furnish all of the Services described in the Scope of Work, which is attached to this Agreement as Attachment “A” and incorporated herein by this reference (“Services”).

Resolution No. 2022-104
Exhibit "A"

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36 Item6.

Consulting Agreement (v2) - 2 - CAO: 9/17/2021

2. Compensation. In exchange for CONSULTANT’s completion of the Services, the CITY shall pay, and CONSULTANT shall accept in full, an amount not to exceed the sum of $299,768 for the audit services described in Attachment A , including one major program under the Single Audit Act Any additional major programs that are required under the Federal Single Audit Act will be audited for an additional cost of $3,000 each, not to exceed the maximum cumulative amendments authorized by this Agreement. CONSULTANT shall be compensated only for performance of the Services described in this Agreement. No compensation shall be provided for any other work or services without the CITY’s prior written consent. If this Agreement is amended at any time, additional compensation of CONSULTANT contained in any subsequent amendments shall not exceed a cumulative total of 25% of the maximum payment provided for in this Section 2, unless approved by resolution of the City Council.

3. Performance. CONSULTANT shall faithfully perform the Services in a proficient manner, to the satisfaction of the CITY, and in accord with the terms of this Agreement . CONSULTANT shall be responsible for the professional quality, technical accuracy, timely completion, and coordination of all reports and other inform ation furnished by CONSULTANT pursuant to this Agreement, except that CONSULTANT shall not be responsible for the accuracy of information supplied by the CITY.

4. Personnel. The performance of the Services by certain professionals is significant to the CITY. As such, CONSULTANT shall only assign the persons listed on Attachment “B” , attached to this Agreement and incorporated herein by this reference (“Personnel List”), to perform the Services.

CONSULTANT shall not add or remove persons from the Personnel List without the City’s prior written consent. If CONSULTANT has not designated a person to perform a component of the Services, CONSULTANT shall not assign such component of the Services to a person without obtaining the City’s prior written consent. CO NSULTANT shall not subcontract any component of the Services without obtaining the City’s prior written consent.

5. Termination. The Parties may mutually terminate this Agreement through a writing signed by both Parties. The CITY may terminate this Agreem ent for any reason upon providing CONSULTANT with 10 days’ advance written notice. CONSULTANT agrees to cease all work under this Agreement on or before the effective date of any notice of termination. If the CITY terminates this Agreement due to no faul t or failure of performance by CONSULTANT, then CONSULTANT shall be compensated based on the work satisfactorily performed at the time of such termination. In no event shall CONSULTANT be entitled to receive more than the amount that would be paid to CONSULTANT for the full performance of the Services.

6. City Property. Except for the working papers of the CONSULTANT which must be the property of the CONSULTANT in accordance with generally accepted auditing standards. All original documents, drawings, electronic media, and other materials prepared by CONSULTANT pursuant to this Agreement immediately become the exclusive property of the CITY, and shall not be used by CONSULTANT for any other purpose without the CITY’s prior written consent.

7. Insurance Requirements.
a. CONSULTANT shall pro cure and maintain , at its own cost, during the entire term of this Agreement, insurance against claims for injuries to persons or damages to property that may arise from or in connection with the performance of the Services, and the results of such work, by CONSULTANT, its agents, representatives, employees, or subcontractors. Insurance coverage shall be at least as broad as the following:
(1) Commercial General Liability. Insurance Services Office (“ISO”) Form CG 00 01 covering Commercial General Liability on an “occurrence” basis, including products and completed operations, property damage, bodily injury, and personal & advertising injury, with limits no less than $2,000,000 per occurrence and $4,000,000 general aggregate.

Resolution No. 2022-104
Exhibit "A"

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37 Item6.

Consulting Agreement (v2) - 3 - CAO: 9/17/2021
(2) Automobile Liability. ISO Form CA 00 01 covering any auto (Code 1), or if CONSULTANT has no owned autos, hired (Code 8) and non -owned autos (Code 9), with limits no less than $1,000,000 per accident for bodily injury and property damage, unless waived by the CITY and approved in writing by the CITY’s Risk and Safety Division. (3) Workers’ Compensation. Worker’s Compensation as requi red by the State of California, with Statutory Limits, and Employer’s Liability Insurance with limits of no less than $1,000,000 per accident for bodily injury or disease.
(4) Professional Liability (Errors and Omissions) . Professional Liability ( Errors and Omissions) appropriate to CONSULTANT’s profession, with limits no less than $2,000,000 per occurrence or claim and $2,000,000 aggregate.
(5) If CONSULTANT maintains broader coverage and/or higher limits than the minimums otherwise required by this Agreement, the CITY requires and shall be entitled to the broader coverage and/or the higher limits maintained by CONSULTANT. b. Each insurance policy required by this Agreement must be acceptable to the City Attorney and shall meet the following requirements:
(1) Acceptability of Insurers. Insurance coverage must be provided by an insurer authorized to conduct business in the state of California with a current A.M. Best’s rating of no less than A-: FSC VII, or as approved by the CITY.
(2) Additional Insured Status . Both the Commercial General Liability and the Automobile Liability policies must name the CITY (including its officials, officers, agents, employees, and volunteers) specifically as an additional insured under the policy on a separate endorsement page. The Commercial General Liability additional insured endorsement shall be at least as broad as ISO Form CG 20 10 11 85, or if not available, through the addition of both CG 20 10, CG 20 26, CG 20 33, or CG 20 38, and CG 20 37 if a later edition is used. The Automobile Liability endorsement shall be at least as broad as ISO Form CA 20 01.
(3) Primary Coverage. CONSULTANT’s insurance coverage shall be primary coverage at least as broad as ISO CG 20 01 04 13 with respect to the CITY, its officials, officers, agents, employees, and volunteers. Any insurance or self -insurance maintained by the CITY, its officials, officers, agents, employees, or volunteers shall be in excess of CONSULTANT’s insurance and shall not contribute with it. (4) Notice of Cancellation . Each insurance policy shall provide that coverage shall not be canceled, except with prior written notice to the CITY. (5) Subcontractors. If applicable, CONSULTANT shall requir e and verify that all subcontractors maintain insurance meeting all the requirements stated within this Agreement, and CONSULTANT shall ensure that the CITY (including its officials, officers, agents, employees, and volunteers) is an additional insured on any insurance required from a subcontractor.
(6) Waiver of Subrogation. CONSULTANT hereby grants to the CITY a waiver of any right to subrogation that any insurer of CONSULTANT may acquire against the CITY by virtue of the payment of any loss under such insur ance. CONSULTANT agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation, but this subsection shall apply regardless of whether or not the CITY has received a waiver of subrogation endorsement from the insurer. Any Wor kers’ Compensation policy required by this Agreement shall be endorsed with a waiver of subrogation in favor of the CITY for all work performed by the CONSULTANT, its agents, representatives, employees, and subcontractors.

Resolution No. 2022-104
Exhibit "A"

Page 3 of 9 ends

38 Item6.

Consulting Agreement (v2) - 4 - CAO: 9/17/2021
(7) Self-Insurance. CONSULTANT may, with the CITY’s prior written consent, fulfill some or all of the insurance requirements contained in this Agreement under a plan of self - insurance. CONSULTANT shall only be permitted to utilize such self -insurance if, in the opinion of the CITY, CONSULTANT’s (i) net worth and (ii) reserves for payment of claims of liability against CONSULTANT are sufficient to adequately compensate for the lack of other insurance coverage required by this Agreement. CONSULTANT’s utilization of self- insurance shall not in any way limit the liabilities assumed by CONSULTANT pursuant to this Agreement.
(8) Self-Insured Retentions. Self-insured retentions must be declared to and approved by the CITY.
c. Verification of Coverage. At the time CONSULTANT executes this Agreement, CONSULTANT shall provide the CITY with original Certificates of Insurance including all required amendatory endorsements (or copies of the applicabl e policy language effecting the insurance coverage required by this Agreement), which shall meet all requirements under this Agreement. The CITY reserves the right to require complete, certified copies of all required insurance policies, including endorsements required by this Agreement, at any time. d. Special Risks or Circumstances. The CITY reserves the right , at any point during the term of this Agreement, to modify the insurance requirements in this Agreement, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances. e. No Limitation of Obligations. The insurance requirements in this Agreement, including the types and limits of insurance coverage CONSULTANT must maintain, and any approval of such insurance by the CITY, are not intended to and shall not in any manner limit or qualify the liabilities and obligations otherwise assumed by CONSULTANT pursuant to this Agreement, including but not limited to any provisions in this Agreement concerning indemnification. f. Failure to comply with any of the insurance requirements in this Agreement, including, but not limited to, a lapse in any required insurance coverage during the term of this Agreement, shall be a material breach of this Agreement . In the event that CONSULTANT fails to comply with any such insurance requirements in this Agreement, in addition to any other remedies the CITY may have, the CITY may, at its sole option, (i) immediately terminate this Agreement; or (ii) order CONSULTANT to stop work under this Agreement and/or withhold any payment that becomes due to CONSULTANT until CONSULTANT demonstr ates compliance with the insurance requirements in this Agreement.

Page 4 of 9 ends

39 Item6.

Consulting Agreement (v2) - 5 - CAO: 9/17/2021
transfer made without the CITY’s consent shall be void and ineffective . Unless CONSULTANT assigns this entire Agreement, including all rights and duties herein, to a third party with the CITY’s prior written consent, CONSULTANT shall be the sole payee under this Ag reement. Any and all payments made pursuant to the terms of this Agreement are otherwise not assignable.

10. Attorney's Fees and Costs. In any action to enforce the terms and conditions of this Ag reement, the prevailing Party shall be entitled to reasonable attorney’s fees and costs.

11. Independent Contractor . CONSULTANT is an independent contractor , and no agency or employment relationship is created by the execution of this Agreement.

12. Amendment. This Agreement shall not be amended except in a writing signed by the CITY and CONSULTANT.

13. Merger Clause. This Agreement, together with its attachments or other documents described or incorporated herein, if any, constitutes the entire agreement and understanding of the CITY and CONSULTANT concerning the subject of this A greement and supersedes and replaces all prior negotiations, understandings, or proposed agreements, written or oral, except as otherwise provided herein. In the event of any conflict between the provisions of this Agreement and any of its attachments or related documents, if any, the provisions of this Agreement shall prevail.

14. Anti-Waiver Clause. None of the provisions of this Agreement shall be waived by the CITY because of previous failure to insist upon strict performance, nor shall any provision be waived because any other provision has been waived by the CITY, in whole or in part.

15. Severability. This Agreement shall be performed and shall be enforceable to the full extent allowed by applicable la w, and the illegality, invalidity, waiver, or unenforceability of any provision of this Agreement shall not affect the legality, validity, applicability, or enforceability of the remaining provisions of this Agreement.

16. Governing Law. This Agreement and all rights and obligations arising out of it shall be construed in accordance with the laws of the State of California. Venue for any action arising from this Agreement shall be conducted only in the state or federal courts of San Diego County, California.

17. Counterparts. This Agreement may be executed on separate counterparts, each of which shall be an original and all of which taken together shall constitute one and the same instrument. Delivery of an executed signature page of this Agreement by electronic means, includi ng an attachment to an email, shall be effective as delivery of an executed original. The Agreement on file with the City is the copy of the Agreement that shall take precedence if any differences exist between or among copies or counterparts of the Agreement.

18. Provisions Cumulative . The foregoing provisions are cumulative to, in addition to , and not in limitation of any other rights or remedies available to the CITY.

19. Notice. Any statements, communications , or notices to be provided pursuant to this Agreement shall be sent to the attention of the persons indicated herein, and the CITY and CONSULTANT shall promptly provide the other Party with notice of any changes to such contact information.

20. Business License. CONSULTANT shall obtain a City of Escondido Business License prior to execution of this Agreement and shall maintain such Business License throughout the term of this Agreement.

Resolution No. 2022-104
Exhibit "A"

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40 Item6.

Consulting Agreement (v2) - 6 - CAO: 9/17/2021

21. Compliance with Laws, Permits, and Licenses. CONSULTANT shall keep itself informed of and comply with all applicable federal, state, and local laws, statutes, codes, ordinances , regulations, rules, and other legal requirements in effect during the term of this Agreement. CONSULTANT shall obtain any and all per mits, licenses, and other authorizations necessary to perform the S ervices.

Neither the CITY, nor any elected or appointed boards, officers, officials, employees, or agents of the CITY, shall be liable, at law or in equity, as a result of any failure of CONSULTANT to comply with this section.

22. Prevailing Wages . If applicable, pursuant to California Labor Code section 1770 et seq. , CONSULTANT agrees that a prevailing rate and scale of wages, in accordance with applicable laws, shall be paid in performing this Agreement. CONSULTANT shall keep itself informed of and comply with all applicable federal, state, and local laws, statutes, code s, ordinances, regulations, rules, and other legal requirements pertaining to the payment of prevailing wages. The prevai ling rate and scale to be paid shall be the same as the applicable “ General Prevailing Wage Determination” approved by the Department of Industrial Relations as of the Effective Date of this Agreement, which are available online at http://www.dir.ca.gov/oprl/dprewagedetermination.htm and incorporated into this Agreement by this reference . Neither the CITY, nor any elected or appointed boards, officers, officials, employees, or agents of the CITY, shall be liable, at law or in equity, as a result of any failure of CONSULTANT to comply with this section.

23. Immigration Reform and Control Act of 1986. CONSULTANT shall keep itself informed of and shall comply with the Immigration Reform and Control Act of 1986 (“IRCA”). CONSULTANT represents and warrants that all of its employees and the employees of any subcontractor retained by CONSULTANT who perform any of the Services under this Agreement, are and will be authorized to perform the Services in full compliance with the IRCA. CONSULTANT affirms that as a licensed contractor and employer in the State of California, all new employees must produce proof of eligibility to work in the United States within the first three d ays of employment and that only employees legally eligible to work in the United States will perform the Services. CONSULTANT agrees to comply with the IRCA before commencing any Services, and continuously throughout the performance of the Services and the term of this Agreement.

24. Effective Date. Unless a different date is provided in this Agreement, the effective date of this Agreement shall be the latest date of execution set forth by the names of the signatories below.

(SIGNATURE PAGE FOLLOWS)

Resolution No. 2022-104
Exhibit "A"

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41 Item6.

Consulting Agreement (v2) - 7 - CAO: 9/17/2021

IN WITNESS WHEREOF, this Agreement is executed by the Parties or their duly authorized representatives as of the Effective Date:

CITY OF ESCONDIDO

Date: __________________ ___________________________________ Paul McNamara
Mayor

CLIFTONLARSONALLEN LLP

Date: __________________ ___________________________________ Signature

___________________________________
Robert J. Callanan, CPA, Principal

APPROVED AS TO FORM:

OFFICE OF THE CITY ATTORNEY
MICHAEL R. MCGUINNESS, CITY ATTORNEY

BY: __________________________

THE CITY OF ESCONDIDO DOES NOT DISCRIMINATE AGAINST QUALIFIED PERSONS WITH DISABILITIES.

Resolution No. 2022-104
Exhibit "A"

Page 7 of 9 ends

42 Item6.

ATTACHMENT “A”
Scope of Work

Attachment A to Consulting Agreement - 1 - CAO: 9/17/2021

A. General

CliftonLarsonAllen LLP, a California limited liability partnership (“Consultant”) will provide the City of Escondido, a California municipal corporation (“City”) with professional audit services.

B. Location

Consultant to provide services at various locations including City Hall located at 201 N. Broadway, Escondido, CA, 92025 and Consultant’s office located at 2875 Michelle Drive, Suite 300, Irvine, CA 92606.

C. Services

Services shall include:

1. Audit and issue a report on the fair presentation of the Financial Statements of the City in accordance with auditing standards generally accepted in the United States of America and the standards for financial audits contained in Government Auditing Standards issued by the Comptroller of the United States. The City’s Annual Comprehensive Financial Report (“ACFR”) will be prepared by the City staff. Consultant will be responsible for rendering their opinion and provide the City one electronic copy in PDF format by De cember 15 of each year.

2. Review and provide an ‘in relation to’ report on the combining and individual fund financial statements and Schedule of Expenditures of Federal Awards, and perform certain limited procedures on required supplementary information (R SI), including the Management Discussion and Analysis.

3. Express an opinion on the city’s compliance with the provisions of the Single Audit Act and the requirements of Title 2 U.S. Code of Federal Regulations Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (Uniform Guidance) and other applicable laws and regulations. In addition to the audit of the federal awards, the consultant will review any materials included in the reporting package accompanying the data collection form. The City will prepare the Schedule of Expenditures of Federal Awards. The Consultant will prepare the single audit and complete the data collection form and required filing with the Federal Audit Clearinghouse and provide the City with one electronic copy in PDF format of the data collection form each year.

4. Perform Agreed -Upon Procedures in connection with the annual calculation of the appropriations limit (Gann) as required by Section 1.5 of the Article XIIIB of the California Constitution. Consultant will be responsible for rendering their opinion and provide the City one electronic copy in PDF format each fiscal year.

5. When applicable, the Consultant will issue a separate management letter that includes non- reportable conditions.

D. Scheduling

Consultant to schedule specific dates of work in advance by contacting Christina Holmes, Director of Finance at 760-839-4620 or [email protected]. Further instructions will be provided upon scheduling.

Resolution No. 2022-104
Exhibit "A"

Page 8 of 9 ends

43 Item6.

ATTACHMENT “A”
Scope of Work

Attachment A to Consulting Agreement - 2 - CAO: 9/17/2021

E. Contract Price and Payment Terms

The total contract price shall not exceed $299,768. Consultant shall submit monthly invoices to the City, and the City shall pay Consultant for invoiced services within 30 days of receipt of an invoice.

Consultant shall not bill the City for any transportation costs associated with travel to and from the project site.

SCHEDULE OF PROFESSIONAL FEES
FY2021/22 FY2022/23 FY2023/24 FY2024/25 FY2025/26
Financial Statement
Audit, Opinion, and all
other related reports

$49,586

$51,070

$52,600

$54,180

$55,810

Single Audit Report and
Related Reports (1)

6,326 6,520
6,720

6,920

7,130

Review of Appropriations
Limit and Report
546 560 580 600 620
Total All-Inclusive
Maximum Price

$56,458

$58,150

$59,900

$61,700

$63,560
(1) This fee contemplates auditing one major program. Additional major programs will be audited for an additional cost of $3,000 each.

SUPPLEMENTAL INFORMATION
(Billable hourly rate for projects outside the scope of the audit) FY2021/22 FY2022/23 FY2023/24 FY2024/25 FY2025/26
Partner $275 $283 $292 $300 $310
Managers/Directors 175 180 186 191 197
Senior Associates 125 129 133 137 141
Associates 95 98 101 104 107
Clerical 60 62 64 66 68

F. Term

The term of this Agreement shall be for fiscal years ending June 30, 2022, 2023, 2024, 2025, and 2026 commencing on the Effective Date of the Agreement , with the option of extending the agreement for two additional one-year periods at the City’s sole discretion.

Resolution No. 2022-104
Exhibit "A"

Page 9 of 9 ends

44 Item6.

STAFF REPORT

July 27, 2022
File Number 0685-10

SUBJECT
SETTING SPECIAL TAX LEVY FOR COMMUNITY FACILITIES DISTRICT NO. 2022 -1 (ECLIPSE/MOUNTAIN HOUSE)

DEPARTMENT
Finance

RECOMMENDATION
Request the City Council adopt Resolution 2022 -106, setting the Special Tax Levy for Community Facilities District No. 2022-1(Eclipse/Mountain House) (the “District”) for Fiscal Year 2022-23 Staff Recommendation: Approval (Finance: Christina Holmes, Director of Finance) Presenter: Christina Holmes, Director of Finance

FISCAL ANALYSIS
A Special Tax will be levied annually on land within Community Facilities District No. 202 2-1 (Eclipse/Mountain House) and collected through the County of San Diego Treasurer-Tax Collector’s Office.

The funds from the Special Tax will be used to meet the requirements established at the time of formation of the District.

PREVIOUS ACTION
On May 13, 2021 the City Council authorized a Deposit Account and Reimbursement Agreement between the City of Escondido and CWC Escondido 113, LLC which established the Eclipse (formerly known as Del Prado) zone of the project.

On August 31, 2021 the City Council authorized the First Amendment to Deposit Account and Reimbursement Agreement between the City of Escondido and CWC Escondido 113, LLC to include the additional project Mountain House in the CFD No 2022-1.

The Eclipse/Mountain House project was approved in Resolution 2022-10 by the City Council on March 2, 2022, authorizing the Council to annually adopt a resolution setting the Special Tax Levy. This is the first year that Council will set the Special Tax Levy for the Eclipse/Mountain House CFD.

45 Item7.

BACKGROUND
A Community Facilities District (“CFD”) is a special taxing district that is formed at the request of a project proponent with the approval of the local jurisdiction. CFD's were established in State Government Code in 1982 (also referred to as the Mello -Roos Act) to provide an alternate method for private pr operty owners to finance the acquisition, construction and maintenance of certain public capital facilities, and/or to cover the related cost of ongoing services.

CFD No. 2022-1 was formed on March 2, 2022, to fund the public facilities fees associated wit h the Eclipse/Mountain House Project. The CFD was formed with two distinct zones. Zone A currently contains a portion of the Eclipse project which includes 81 townhomes. The second portion of the Eclipse project containing 32 townhomes is expected to annex into Zone A of this CFD at a later date. Zone B contains the Mountain House project which includes 36 residential lots. Zone A is currently under construction and it is anticipated that when the majority of the units within the entire CFD are either under construction or completed CFD bonds will be issued.

Under the Funding Agreement with CWC Escondido 113, LLC and TTLC CalWest, LLC, approved March 2, 2022, prior to the issuance of bonds the Assigned Special Tax is to be levied on all parcels classified as Developed Property. A lot located within the Project that has a Building Permit issued prior to March 1 of the previous fiscal year in which the Special Tax is being levied is classified as Developed Property. There are 57 developed lots in the Project that had building permits issued before March 1, 2022 that will be assessed the Special Tax Levy in FY2022/23. The special tax rate is governed by the Rate and Method of Apportionment of Special Tax ("RMA") established at the time CFD No. 2022-1 was formed. The Assigned Special Tax rate defined in the RMA is based on the Land Use Category of each property.

A Maximum Special Tax Rate was established for developed residential property and undeveloped property. The amount of t he Maximum Special Tax Rates and Proposed Actual Special Tax Rates for FY2022/23 are attached as Exhibit “A” to Resolution No. 2022-106.

RESOLUTIONS
a. Resolution No. 2022-106
b. Resolution No. 2022-106 Exhibit “A” CFD 2022-1 (Eclipse/Mountain House) Special Tax Rates

46 Item7.

RESOLUTION NO. 2022-106

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

ESCONDIDO, CALIFORNIA, ACTING AS LEGISLATIVE
BODY OF COMMUNITY FACILITIES DISTRICT NO. 2022-1
(ECLIPSE/MOUNTAIN HOUSE ), PROVIDING FOR THE

LEVY OF AN ANNUAL SPECIAL TAX FOR SUCH

COMMUNITY FACILITIES DISTRICT FOR FISCAL YEAR
2022-23

WHEREAS, the City Council of the City of Escondido , C alifornia (the “Legislative Body”), has initiated proceedings, held a public hearing, conducted an election , and received a favorable vote from the qualified electors to authorize the levy of a Special T ax in a Community Facilities D istrict, all as authorized pursuant to the terms and provisions of the “Mello -Roos Community Facilities Act of 1982 ,” being Chapter 2.5, Part 1, Division 2, Title 5 of the Government Code of the State of California (the “Act”).

This Community Facilities District is designated as Community Facilities District No . 2022-1 (Eclipse/Mountain House) (the “District”); and
WHEREAS, this Legislative Body, by the adoption of the Ordinance No. 2022-10 (the “Ordinance”) pursuant to Section 53340 of the Government Code of the State of California, has authorized the levy of Special Taxes (as such term is defined in the Ordinance) within the District to finance authorized facilities; and
WHEREAS, Government Code Section 53340 provides that this legislative body may provide, by resolution, for the levy of the Special Taxes in the current tax year at the same rates or at a lower rate than the indexed rates provided for in the Ordinance, if such resolution is adopted and a certified list of all parcels subject to the Special Tax levy including the amount of the Special Tax to be levied on each parcel for the current tax year (the “Certified Parcel List”) is timely filed by th e clerk or other official designated by this legislative body with the Auditor of the County of San Diego (the “County Auditor”) on or before August 10 of the applicable tax year.
47 Item7.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Escondido , acting as the legislative body of Community Facilities District No. 2022-1 (Eclipse/Mountain House), as follows:

1. That the above recitations are true.

2. That this Legislative Body hereby authorizes and provides for the levy of the Special Tax within the District on those Taxable Properties (as such term is defined in the Ordinance) within the District for Fiscal Year 2022-23 so long as the rates of such Special Tax are the same rat es or lower rates than the rates provided for in the Ordinance. The Proposed Special Tax Rates for the District for Fiscal Year 2022-23 are contained on Exhibit “A” attached to this Resolution and incorporated by this reference.

After adoption of this R esolution, the Finance Director of the City, or Finance Director’s designee, may make any necessary modifications to these Special Tax Rates to correct any errors, omissions or inconsistencies in the listing or categorization of parcels to be taxed or in the amounts to be charged to any category of parcels; provided, however, that any such modifications shall not result in an increase in the Special Tax applicable to any category of parcels and can only be made prior to the submission of the tax rolls to the County Auditor.

3. That the Finance Director is hereby designated and directed to prepare and submit a Certified Parcel List to the County Auditor on or before August 10, or such later date to which the County Auditor may agree, setting forth the amoun t of the Special Tax to be levied on each Taxable Property within the District calculated pursuant to the Ordinance and subject to the limitations set forth in Section 2 above.

4. That th e Special Tax shall be collected in the same manner as ordinary ad v alorem property taxes are collected, and shall be subject to the same penalties and same procedure and sale in cases of any delinquency for ad valorem taxes, and the Treasurer-Tax Collector of the County of San Diego is hereby authorized to deduct reasonable administrative costs incurred in collecting any said Special Tax.

Any Special Taxes that may not be collected on the County of San Diego (“County”) tax roll shall be 48 Item7.
collected through a direct billing procedure by the Treasurer of the City of Escondido, or his/her designee acting for and on behalf of the District.

5. That the County Auditor is hereby directed to enter in the next County assessment roll on which taxes will become due, opposite each lot or parcel of land affected in a space marked “public improvements, special tax” or by any other suitable designation, the installment of the Special Tax.

6. That the County Auditor shall then, at the close of the tax collection period, promptly render to the District a detailed re port showing the amount and/or amounts of such Special Tax installments, interest, penalties and percentages so collected and from what property collected, and also provide a statement of any percentages retained for the expense of making any such collection.

49 Item7.

Resolution No. 2022-106
Exhibit “A”

Page 1 of 1 ends

City of Escondido Community Facilities District No. 2022-1 (Eclipse / Mountain House)
Special Tax Rates for Fiscal Year 2022/23

Land Use
Category Developed Floor Area Unit(1)
Assigned
Special Tax
Proposed Actual
Special Tax (2)
Zone A (Eclipse)
Developed Property
1 Less than 1,200 square feet DU $2,249.20 $2,249.20
2 1,200 to 1,400 square feet DU $2,371.25 $2,371.25
3 Greater than 1,400 square feet DU $2,615.42 $2,615.42 4 Non-Residential PDU $2,558.01 $2,558.01
Backup Special Tax
NA NA DU $2,589.52 $0.00
Undeveloped Property
NA NA PDU $2,589.52 $0.00
Zone B (Mountain House)
Developed Property
1 Residential or Non-Residential Lot $1,790.42 $1,790.42 Backup Special Tax
NA NA Lot $1,841.57 $0.00
Undeveloped Property
NA NA Lot $1,841.57 $0.00

1) Types of units are as defined in the formation documents; Dwelling Unit or “DU”, Projected Dwelling Unit or “PDU” and Lot.
2) The Proposed Actual Special Tax shown above is the authorized levy for the current fiscal year. The submitted actual levy may be reduced as directed by the Finance Director.
50 Item7.

STAFF REPORT

July 27, 2022
File Number 0850-20

SUBJECT
REQUEST TO INITIATE AN ANNEXATION FOR A 5.09 ACRE PARCEL LOCATED ON THE SOUTHWEST CORNER OF N. ASH STREET AND STANLEY AVENUE (APN: 224-130-10-00) (PLANNING CASE NO. PL22- 0154)

DEPARTMENT
Development Services Department, Planning Division

RECOMMENDATION
It is requested that the City Council review and receive the request to initiate an annexation, and authorize the filing of an application for a 5.09 parcel on the southwest corner of Stanley Avenue and Ash Street (APN 224-130-10-00).

Staff Recommendation: Approval (Interim Director of Development Services: Julie Procopio) Presenter: Ivan Flores, Associate Planner

FISCAL ANALYSIS
All City and LAFCO costs associated with the annexation, development application, and environmental review would be paid by the applicant. There is no fiscal impact associated with the authorization to process the application.

PREVIOUS ACTION
None.

BACKGROUND AND ANALYSIS
The applicant, Escondido North , LLC, is requesting review and approval of a project consisting of an Annexation, Tentative Subdivision Map, and Density Bonus. The subject site is located with the County of San Diego. It was pre-zoned to R -1-10 as a result of Planning Case No. 86-95-PZ as part of a broader annexation (Lehner Avenue annexation) which included 110 parcels in the general vicinity of the project.

This parcel, among others, was not successfully annexed into the City at the time. The applicant proposes to finalize the annexation process as a part of their current proposal. To continue to move forward with the project and CEQA review, City Council must authorize the initiation of annexation. 51 Item8.

Because the annexation process is adding new property to the City of Escondido, it is necessary to survey adjoining parcels to assess interest in also being annexed. Any adjacent property owners would be invited to join the application as consenting properties.

The City Counc il is being asked to determine whether or not to authorize an application to amend the jurisdictional boundary of the City. General direction received from the City Council on matter pertaining to the annexation and the project does not have a legally bin ding effect on any possible future discretionary action. This direction does not reflect whether the City Council would ultimately approve the annexation or the project. The City Council’s formal action on the annexation and project would be taken in the future at a public hearing with a recommendation from the Planning Commission.

ENVIRONMENTAL REVIEW
The review and consideration of the privately-initiated annexation request does not create or alter policy.

The content is provided for informational purposes only, with direction to staff to continue administrative activities, and is exempt from the requirements of the California Environmental Quality Act (“CEQA”) per Guidelines Section 15378(b)(5), which exempts organizational or administrative activities of government that will not result in direct or indirect physical changes in the environment. In accordance with CEQA, all annexation requests are required to have an environmental assessment to determine potential environmental impacts, if any. Public input received and technical information prepared during the process will be utilized in preparing an environmental document to anal yze the possible effects of the annexation and the project.

ATTACHMENTS

1. Attachment “1”-Vicinity Map of Proposed Annexation

52 Item8.

Attachment "1"
53 Item8.

STAFF REPORT

July 27, 2022
File Number 0600-10; A-3424

SUBJECT

BID AWARD FOR THE GRAPE DAY PARK MASTER PLAN AND AQUATIC CENTER DESIGN

DEPARTMENT
Communications and Community Services

RECOMMENDATION
Request the City Council adopt Resolution No. 2022 -111, authorizing the Mayor, on behalf of the City, to execute a Consulting Agreement with LPA, Inc. in the amount of $1,040,400, for the completion of a Grape Day Park Master Plan and design of an Aquatic Center (“Project”) on Woodward Avenue.

Staff Recommendation: Approval (Communications and Community Services: Joanna Axelrod) Presenter: Danielle Lopez, Assistant Director of Community Services

FISCAL ANALYSIS
Adequate funding to pay for the Project has been set aside in the FY 22-23 Capital Improvement Program Budget which includes the Jim Stone Aquatic Facility Expansion Project funded through Park Development Fees and the Grape Day Park Project, funded through the American Rescue Plan.

PREVIOUS ACTION
On June 8, 2022, the City Council adopted Resolution No. 2022 -78, approving Fiscal Years 2022/23 – 2026/2027 Five-Year Capital Improvement Program and the Fiscal Year 2022/23 Capital Improvement Program Budget.

On September 29, 2021, the City Council adop ted Resolution No. 2021 -146 approving a budget adjustment allocating $22,808,509 of American Rescue Plan funds to a number of projects, including the Grape Day Park Project.

BACKGROUND
The Project includes updating the Grape Day Park Master Plan developed in 2014, which will serve as the framework for the final Master Plan to be developed by the Consultant. The new Master Plan will provide a number of improvements to the Park including a new restroom, designated outdoor event spaces, and an Aquatics facility. In addition to finalizing the Master Plan, the selected Consultant will design and 54 Item9.

prepare construction documents for a new Aquatics Facility that will meet the needs of our growing community.

On March 31, 2022, seven sealed bids were received in response to the advertised Request for Proposals for the Project. The totals for the bids are listed below:

ADL Planning Associates $1,035,400
LPA, Inc. $1,040,400
JKA $1,290,975
DAHLIN Group Architecture $1,313,028
HGW $1,425,486
RJM Design Group $1,429,128
Roesling Nakamura Terada Architects $1,489,119

After interviewing the highest ranked firms, LPA , Inc. was determined to be the most qualified firm due to their extensive experience. Staff recommends that the bid submitted by LPA , Inc. be considered the best value for the service provided and that the contract be awarded to LPA, Inc. in the amount of $1,040,400.

RESOLUTIONS
a. Resolution No. 2022-111

ATTACHMENTS
a. Resolution No. 2022-111 – Exhibit A - Consulting Agreement 55 Item9.

RESOLUTION NO. 2022-111

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

ESCONDIDO, CALIFORNIA, AUTHORIZING THE MAYOR

TO EXECUTE, ON BEHALF OF THE CITY, A CONSULTING

AGREEMENT FOR THE GRAPE DAY PARK MASTER PLAN

AND AQUATIC CENTER DESIGN PROJECT

WHEREAS, the City Council has allocated funding in the adopted Capital Improvement Program Budget for the Grape Day Park Master Plan and Aquatic Center Design Project; and WHEREAS, a notice inviting bids for said projects was advertised; and WHEREAS, seven sealed bids for the project were received on March 31, 2022 and evaluated; and WHEREAS, LPA, Inc. was determined to provide the best value for the service provided; and WHEREAS, the City Council deems it to be in the best public interest to authorize a Consulting Agreement with LPA, Inc. in the amount of $1,040,400.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Escondido, California:

1. That the above recitations are true.

2. That the City Council authorizes the Mayor to execute, on behalf of the City, a Consulting Agreement with LPA, Inc. in a substantially similar form to that which is attached an d incorporated to this Resolution as Exhibit “A”, and subject to final approval as to Form by the City Attorney.

56 Item9.

Consulting Agreement (v2) - 1 - CAO: 9/17/2021

CITY OF ESCONDIDO

San Diego, CA 92113
Attn: Arash Izadi
619-795-2555
("CONSULTANT").
(The CITY and CONSULTANT each may be referred to herein as a “Party” and collectively as the “Parties.”)
WHEREAS, the CITY has determined that it is in the CITY’s best interest to retain the professional services of a consultant to update and finalize th e Grape Day Park Master Plan, design the aquatic facility, and oversee the construction of the aquatic facility; WHEREAS, CONSULTANT is considered competent to perform the necessary professional services for the CITY; and
WHEREAS, the CITY and CONSULTANT desire to enter into this Agreement for the per- formance of the Services described herein.

NOW, THEREFORE, in consideration of the mutual covenants, promises, terms, and conditions set forth herein, and the mutual benefits derived therefrom, the Parties hereby agree as follows:

2. Compensation. In exchange for CONSULTANT’s completion of th e Services, the CITY shall pa y, and CONSULTANT shall accept in full, an amount not to exceed the sum of $1,040,400.

Resolution No. 2022-111
Exhibit "A"

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CONSULTANT shall be compensated only for performance of the Ser vices described in this Agreement. No compensation shall be provided for any other wor k or services without the CITY’s prior written consent. If this Agreement is amended at any tim e, additional compensation of CONSULTANT contained in any subsequent amendments shall not exc eed a cumulative total of 25% of the maximum payment provided for in this Section 2, unle ss approved by resolution of the City Council.

3. Performance. CONSULTANT shall faithfully perform the Servic es in a manner consistent with that degree of care and skill ordinarily exercised by members of the same profession currently practicing under similar circumstances at the same time and in the same or similar locality. In accordance with the foregoing standard, CONSULTANT shall be responsible fo r the professional quality, technical accuracy, timely completion, and coordination of all reports and other information furnished by CONSULTANT pursuant to this Agreement, except that CONSULTANT shall not be responsible for the accuracy of information supplied by the CITY.

4. Personnel. The performance of the Services by certain professionals is significant to the CITY. As such, CONSULTANT shall only assign the persons listed on Attachment “B”, attached to this Agreement and incorporated herein by this reference (“Personnel List”), to perform the Services.

CONSULTANT shall not add or remove persons from the Personnel L ist without the City’s prior written consent. If CONSULTANT has not designated a person to perform a component of the Services, CONSULTANT shall not assign such component of the Services to a person without obtaining the City’s prior written consent. CONSULTANT shall not subcontract any component of the Services without obtaining the City’s prior written consent.

5. Termination. The Parties may mutually terminate this Agreem ent through a writing signed by both Parties. The CITY may terminate this Agreement for any reason upon providing CONSULTANT with 10 days’ advance written notice. CONSULTANT agrees to cease all work under this Agreement on or before the effective date of any notice of termination. If the CITY terminates this Agreement due to no fault or failure of performance by CONSULTANT, then C ONSULTANT shall be compensated based on the work satisfactorily performed at the t ime of such termination. In no event shall CONSULTANT be entitled to receive more than the amo unt that would be paid to CONSULTANT for the full performance of the Services.

6. City Property. All original documents, drawings, electronic media, and other materials prepared by CONSULTANT pursuant to this Agreement immediately become the exclusive property of the CITY, and shall not be used by CONSULTANT for any other purpose witho ut the CITY’s prior written consent.

7. Insurance Requirements.
a. CONSULTANT shall procure and maintain, at its own cost, during the entire term of this Agreement, insurance against claims for injuries to persons or damages to property that may arise from or in connection with the performance of the Services, and the results of such work, by CONSULTANT, its agents, repres entatives, employees, or subco ntractors. Insurance coverage shall be at least as broad as the following:
(1) Commercial General Liability. Insurance Services Office (“ISO”) Form CG 00 01 covering Commercial General Liability on an “occurrence” basis, including products and completed operations, property damage, bodily injury, and personal & adve rtising injury, with limits no less than $2,000,000 per occurrence and $4,000,000 general aggregate. (2) Automobile Liability. ISO Form CA 00 01 covering any auto (Code 1), or if CONSULTANT has no owned autos, hired (Code 8) and non-owned autos (Code 9) , with limits no less than $1,000,000 per accident for bodily injury and property damage, unless waived by the CITY and approved in writing by the CITY’s Risk and Safety Division.

Resolution No. 2022-111
Exhibit "A"

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(3) Workers’ Compensation. Worker’s Compensation as required by the State of California , with Statutory Limits, and Employer’s Liability Insurance with limits of no less than $1,000,000 per accident for bodily injury or disease.
(4) Professional Liability (Errors and Omissions) . Professional Liability (Errors and Omissions) appropriate to CONSULTANT’s profession, with limits no less than $2,000,000 per occurrence or claim and $2,000,000 aggregate.
(5) If CONSULTANT maintains broader coverage and/or higher limits than the minimums otherwise required by this Agreement, the CITY requires and sha ll be entitled to the broader coverage and/or the higher limits maintained by CONSULTANT. b. Each insurance policy required by this Agreement must be acc eptable to the City Attorney and shall meet the following requirements:
(1) Acceptability of Insurers. Insurance coverage must be provided by an insurer authorized to conduct business in the state of California with a current A .M. Best’s rating of no less than A-: FSC VII, or as approved by the CITY.
(2) Additional Insured Status . Both the Commercial General Liability and the Automobile Liability policies must name the CITY (including its officials, officers, agents, employees, and volunteers) specifically as an additional insured under the policy on a separate endorsement page. The Commercial General Liability additional insured endorsement shall be at least as broad as ISO Form CG 20 10 11 85, or if no t available, through the addition of both CG 20 10, CG 20 26, CG 20 33, or CG 20 38, and CG 20 37 if a later edition is used. The Automobile Liability endorsement shall be at least as broad as ISO Form CA 20 01.
(3) Primary Coverage . CONSULTANT’s insurance coverage shall be primary coverage at least as broad as ISO CG 20 01 04 13 with respect to the CITY, its officials, officers, agents, employees, and volunteers. Any insurance or self-insurance maintained by the CITY, its officials, officers, agents, employees, or volunteers shall be in excess of CONSULTANT’s insurance and shall not contribute with it. (4) Notice of Cancellation . Each insurance policy shall provide that coverage shall not be canceled, except with prior written notice to the CITY. (5) Subcontractors. If applicable, CONSULTANT shall require and verify that all subcontractors maintain insurance meeting all the requirements stated within this Agreement, and CONSULTANT shall ensure that the CITY (including its officials, officers, agents, employees, and volunteers) is an additional insured on any insurance required from a subcontractor.
(6) Waiver of Subrogation. CONSULTANT hereby grants to the CITY a waiver of any right to subrogation that any insurer of CONSULTANT may acquire against the CITY by virtue of the payment of any loss under such insurance. CONSULTANT agree s to obtain any endorsement that may be necessary to affect this waiver of subrogation, but this subsection shall apply regardless of whether or not the CITY ha s received a waiver of subrogation endorsement from the insurer. Any Workers’ Compensation policy required by this Agreement shall be endorsed with a waiver of subrogatio n in favor of the CITY for all work performed by the CONSULTANT, its agents, representativ es, employees, and subcontractors.
(7) Self-Insurance. CONSULTANT may, with the CITY’s prior written consent, fulfill some or all
of the insurance requirements contained in this Agreement u nder a plan of self- insurance. CONSULTANT shall only be permitted to utilize such self-insurance if, in the opinion of the CITY, CONSULTANT’s (i) net worth and (ii) reserves for payment of claims of liability against CONSULTANT are sufficient to adequately co mpensate for the lack of Resolution No. 2022-111
Exhibit "A"

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other insurance coverage required by this Agreement. CONSULTANT’s utilization of self- insurance shall not in any way limit the liabilities assumed by CONSULTANT pursuant to this Agreement.
(8) Self-Insured Retentions. Self-insured retentions must be declared to and approved by the CITY.
c. Verification of Coverage. At the time CONSULTANT executes this Agreement, CONSULTANT shall provide the CITY with original Certificates of Insurance including all required amendatory endorsements (or copies of the applicable policy language effec ting the insurance coverage required by this Agreement), which shall meet all requirements under this Agreement. The CITY reserves the right to require complete, certified copies of all required insurance policies, including endorsements required by this Agreement, at any time. d. Special Risks or Circumstances. The CITY reserves the right, at any point during the term of this Agreement, to modify the insurance requirements in this Agreement, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances. e. No Limitation of Obligations. The insurance requirements in this Agreement, including the types and limits of insurance coverage CONSULTANT must maintain, and any approval of such insurance by the CITY, are not intended to and shall not in any manner limit or qualify the liabilities and obligations otherwise assumed by CONSULTANT pursuant to this Agreement, including but not limited to any provisions in this Agreement concerning indemnification. f. Failure to comply with any of the insurance requirements in this Agreement, including, but not limited to, a lapse in any required insurance coverage during t he term of this Agreement, shall be a material breach of this Agreement. In the event that CONS ULTANT fails to comply with any such insurance requirements in this Agreement, in addition to any other remedies the CITY may have, the CITY may, at its sole option, (i) immediately terminate this Agreement; or (ii) order CONSULTANT to stop work under this Agreement and/or withhold an y payment that becomes due to CONSULTANT until CONSULTANT demonstrates compliance with the insurance requirements in this Agreement.

8. Indemnification, Duty to Defend, and Hold Harmless.
a. CONSULTANT (including CONSULTANT’s agents, employees, and subcontractors, if any) shall indemnify, defend, and hold harmless the CITY, its officials, officers, agents, employees, and volunteers from and against any and all claims, demands, actions, causes of action, proceedings (including but not limited to legal and administrative proceedi ngs of any kind), suits, fines, penalties, judgments, orders, levies, costs, expenses, liabilities, losses, damages, or injuries, in law or equity, including without limitation the payment of all consequential damages and attorney’s fees and other related litigation costs and expenses (collectively, “Claims”), of every nature caused by, arising out of, or in connection with CONSULT ANT’s performance of the Services or its failure to comply with any of its obligations c ontained in this Agreement, except where caused by the active negligence, sole negligence, or willful misconduct of the CITY, and only to the extent such Claims arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of CONSULTANT. Further, in no event shall the cost to defend charged to the CONSULTANT exceed the CONSULTANT’s proportionate percentage of fault. b. CONSULTANT (including CONSULTANT’s agents, employees, and subcontractors, if any) shall indemnify, defend, and hold harmless the CITY, its officials, officers, agents, employees, and volunteers from and against any and all Claims caused by, arising under, or resulting from any violation, or claim of violation, of the San Diego Municipal St orm Water Permit (Order No. R9- 2013-0001, as amended) of the California Regional Water Quality Control Board, Region 9, San Resolution No. 2022-111
Exhibit "A"

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Diego, that the CITY might suffer, incur, or become subject to by reason of, or occurring as a result of, or allegedly caused by, any work performed pursuant to this Agreement. c. All terms and provisions withi n this Section 8 shall survive the termination of this Agreement.

9. Anti-Assignment Clause. Because the CITY has relied on the particular skills of CONSULTANT in entering into this Agreement, CONSULTANT shall not assign, delegate, subcontract, or otherwise transfer any duty or right under this Agreement, including as to any portion of the Services, without the CITY’s prior written consent. Any purported assignment, de legation, subcontract, or other transfer made without the CITY’s consent shall be void and inef fective. Unless CONSULTANT assigns this entire Agreement, including all rights and duties herein, to a third party with the CITY’s prior written consent, CONSULTANT shall be the sole payee under this Agreement. Any and all payments made pursuant to the terms of this Agreement are otherwise not assignable.

10. Attorney's Fees and Costs. In any action to enforce the te rms and conditions of this Agreement, the prevailing Party shall be entitled to reasonable attorney’s fees and costs.

11. Independent Contractor. CONSULTANT is an independent contra ctor, and no agency or employment relationship is created by the execution of this Agreement.

12. Amendment. This Agreement shall not be amended except in a writing signed by the CITY and CONSULTANT.

13. Merger Clause. This Agreement, together with its attachments or other documents described or incorporated herein, if any, constitutes the entire agreement and understanding of the CITY and CONSULTANT concerning the subject of this Agreement and supersedes and replaces all prior negotiations, understandings, or proposed agreements, written or oral, except as otherwise provided herein. In the event of any conflict between the prov isions of this Agreement and any of its attachments or related documents, if any, the provisions of this Agreement shall prevail.

15. Severability. This Agreement shall be performed and shall be enforceable to the full extent allowed by applicable law, and the illegality, invalidity, waiver, or u nenforceability of any provision of this Agreement shall not affect the legality, validity, applicability, or enforceability of the remaining provisions of this Agreement.

17. Counterparts. This Agreement may be executed on separate counterparts, each of which shall be an original and all of which taken together shall constitute on e and the same instrument. Delivery of an executed signature page of this Agreement by electronic m eans, including an attachment to an email, shall be effective as delivery of an executed original. The Agreement on file with the City is the copy of the Agreement that shall take precedence if any differences exist between or among copies or counterparts of the Agreement.

18. Provisions Cumulative. The foregoing provisions are cumulative to, in addition to, and not in limitation of any other rights or remedies available to the CITY.

Resolution No. 2022-111
Exhibit "A"

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19. Notice. Any statements, communications, or notices to be provided pursuant to this Agreement shall be sent to the attention of the persons indicated herein, and the CITY and CONSULTANT shall promptly provide the other Party with notice of any changes to such contact information.

20. Business License. CONSULTANT shall obtain a City of Escondido Business License prior to execution of this Agreement and shall maintain such Business Li cense throughout the term of this Agreement.

21. Compliance with Laws, Permits, and Licenses. CONSULTANT shall keep itself informed of and comply with all applicable federal, state, and local laws, statutes, codes, ordinances, regulations, rules, and other legal requirements in effect during the term of this Agreement. CONSULTANT shall obtain any and all permits, licenses, and other authorizations necessary to perform the Services.

Neither the CITY, nor any elected or appointed boards, officers , officials, employees, or agents of the CITY, shall be liable, at law or in equity, as a result of any failure of CONSULTANT to comply with this section.

22. Prevailing Wages. If applicable, pursuant to California Labor Code section 1770 et seq., CONSULTANT agrees that a prevailing rate and scale of wages, in accordance with applicable laws, shall be paid in performing this Agreement. CONSULTANT s hall keep itself informed of and comply with all applicable federal, state, and local laws, statutes, codes, ordinances, regulations, rules, and other legal requirements pertaining to the payment of prevailing wages. The prevailing rate and scale to be paid shall be the same as the applicable “ General Prevailing Wage Determination” approved by the Department of Industrial Relatio ns as of the Effective Date of this Agreement, which are available online at http://www.dir.ca.gov/oprl/dprewagedetermination.htm and incorporated into this Agreement by this reference. Neither the CITY, nor any elected or appointed boards, officers, officials, employees, or agents of the CITY, shall be liable, at law or in equity, as a result of any failure of CONSULTANT to comply with this section.

23. Department of Industrial Relations Compliance. This public project is subject to compliance monitoring and enforcement by the Department of Industrial Rela tions. CONSULTANT shall post all job site notices required by regulation. CONSULTANT, as we ll as any subcontractors, shall be registered pursuant to California Labor Code section 1725.5 to be qualified to bid on, be listed in a bid proposal (subject to the requirements of Public Contract Co de section 4104), or engage in the performance of any public works contract subject to the requirements of Division 2, Part 7, Chapter 1 of the California Labor Code. Neither the CITY, nor any elec ted or appointed boards, officers, officials, employees, or agents of the CITY, shall be liable, at law or in equity, as a result of any failure of CONSULTANT to comply with this section.

24. Immigration Reform and Control Act of 1986. CONSULTANT shal l keep itself informed of and shall comply with the Immigration Reform and Control Act of 1986 (“IRCA”). CONSULTANT represents and warrants that all of its employees and the employees of any subcontractor retained by CONSULTANT who perform any of the Services under this Agreement, are and will be authorized to perform the Services in full compliance with the IRCA. CONSULTANT affirms that as a licensed contractor and employer in the State of California, all new emp loyees must produce proof of eligibility to work in the United States within the first three days of employment and that only employees legally eligible to work in the United States will pe rform the Services. CONSULTANT agrees to comply with the IRCA before commencing any Services, and continuously throughout the performance of the Services and the term of this Agreement.

25. Effective Date. Unless a different date is provided in thi s Agreement, the effective date of this Agreement shall be the latest date of execution set forth by the names of the signatories below.

(SIGNATURE PAGE FOLLOWS)
Resolution No. 2022-111
Exhibit "A"

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IN WITNESS WHEREOF, this Agreement is executed by the Parties or their duly authorized representatives as of the Effective Date:

CITY OF ESCONDIDO

Date: __________________ ___________________________________ Paul McNamara
Mayor

LPA, Inc

Date: __________________ ___________________________________ Signature

___________________________________
John Mills, Chief Operating Officer (please print)

A
PPROVED AS TO FORM:

OFFICE OF THE CITY ATTORNEY
MICHAEL R. MCGUINNESS, CITY ATTORNEY

B
Y: __________________________

THE CITY OF ESCONDIDO DOES NOT DISCRIMINATE AGAINST QUALIFIED PERSONS WITH DISABILITIES.

Resolution No. 2022-111
Exhibit "A"

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63 Item9.

ATTACHMENT ‘A’
S

COPE OF WORK

CITY OF ESCONDIDO

GRAPE DAY PARK MASTER PLAN &

AQUATIC CENTER DESIGN
7/15/2022

A. GENERAL

LPA, Inc., a California Corporation (“Consultant”, or
“Architect”) will provide the City of Escondido, a
California municipal corporation (“City”) with
consulting services related to the master plan for
Grape Day Park and the replacement of the City’s
James Stone Swimming Pool with a new Aquatic
Center as described below in the Scope of Work.

Architect Contacts:

Arash Izadi, ASLA, LEED-AP
Director of Sport+Recreation
5301 California Avenue., Suite 100
Irvine, CA 92617
[email protected]
(949) 701-4059

John Courtney, ASLA, LEED-AP
Project Director
1600 National Avenue
San Diego, CA 92113
[email protected]
(619) 795-2555

B. LOCATION

Consultant shall provide services described in the
Scope of Work below at the addresses of Grape Day
Park, 321 N. Broadway, Escondido, California 92025
and James Stone Swimming Pool at 131 Woodward
Avenue, Escondido, California 92925.

C. SERVICES

LPA, Inc. understands the City is proposing to
update the master plan for Grape Day Park and
develop a new aquatic facility that replaces the
existing James Stone Swimming Pool adjacent to
the park. The scope may generally be described as
a
nd the project includes:

1. Master Plan
The master plan process will be an update to the
Draft Master Plan developed in 2014 with
anticipated updates that may include:

• Features proposed with the new restroom
facility project.
• Updated Aquatics Facility.
• Public art opportunities.
• Signage and way-finding program.
• Off-leash dog walk area.
• Landscaping and irrigation.
• Drainage and water management.

In addition to the items noted above, a Community
Engagement process will reaffirm the desire for
previously identified features and amenities as well
as new facilities and features to be incorporated into
the Master Plan Update.

2. Aquatic Center
The Aquatic Facility effort will include design and
documentation and may include:

• Lap / competition pool.
• R
ecreational pool.
• Splash pad.
• Pool support building.
• Parking lot reconfiguration.
• Landscaping and Irrigation.

This proposal is based on an assumed project budget
of up to $12 Million and a Construction Budget of up
to $8.4 Million, with the pool size(s), program and
required documentation based on this budget.

DETAILED SCOPE OF WORK
(

BASIC SERVICES)

0 - GENERAL

D
uring the project, certain activities occur in each
phase. These activities, described below, are non-
sequential and may not be applicable to all phases
of the project. These activities include:

0.01 Project Administration services including:

.01 Initial consultation in development of
the Project.

Resolution No. 2022-111
Exhibit "A"

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SCOPE OF SERVICES I GRAPE DAY PARK MASTER PLAN AND AQUATIC CENTER DESI GN 6/15/2022
.02 Preparation of compensation
estimates and professional services
agreement(s).
.03 Project-related research.
.04 Conferences.
.05 Communications.
.06 Travel time.
.07 Progress reports.
.08 Direction of the work of in-house
personnel.

0.02 Disciplines Coordination/Document Checking
services consisting of:

.01 Coordination between LPA's work
and the work of other involved
disciplines for the Project.
.02 Review and checking of documents
prepared for the Project.

0.03 Agency Consulting/Review/Approval
services including:

.01 Agency consultations.
.02 Preparation of written and graphic
explanatory materials.

0.04 City-Supplied Data Coordination services
including:

.01 Review and coordination of data
furnished for the Project as a
responsibility of the City.

1 - PREDESIGN SERVICES

In the Predesign Phase, LPA, INC. shall provide those
services necessary for LPA to assist the City in
establishing a program, financial and time
requirements, and limitations for the Project prior to
beginning design. The following descriptions shall
apply to those services.

1.01 Project Kickoff / “Plan the Plan Meeting”
services required to establish the following
detailed requirements for the Project.

.01 Initial meeting to review project
process, schedule, goals,
sustainability, budget, and
milestones.
.02 Review existing project information
including existing surveys, program
information, record drawings,
entitlements data, and other
available information.

1.02 Existing Facilities Surveys services
consisting of researching, assembling,
review and supplemental information for
Projects involving alterations and additions
to existing facilities or determining new
space usage in conjunction with a new
program including:

.01 Photography.
.02 Review of existing design data.
.03 Review of existing drawings.

1.03 Survey/Base Map Preparation.

.01 See Augmented Services.

1.04 Geotechnical services has the following
scope:

.01 Assist the City in establishing the
criteria and requirements for
geotechnical investigation and
required report for which all structural
and storm water improvements will be
based on.

1.05 Project Development Scheduling services
consisting of establishing and maintaining a
tentative schedule for predesign services,
decision-making, design, documentation,
contracting and construction, based on
determination of LPA's services, City
responsibilities and proposed design and
construction procedures.

1.06 Summary of Meetings: services consisting of
meeting attendance and presentations of
Predesign Phase and recommendations by
LPA, INC. as follows:

.01 One (1) – Kickoff Meeting (Plan The
Plan).

1.07 Summary of Deliverables:

.01 Program.
.02 Schedule.
.03 Meeting Minutes.

2 – GRAPE DAY PARK MASTER PLAN AND
C

OMMUNITY WORKSHOP SERVICES

2 .01 Site Analysis: Conduct analysis of the
existing site and record:

Resolution No. 2022-111
Exhibit "A"

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SCOPE OF SERVICES I GRAPE DAY PARK MASTER PLAN AND AQUATIC CENTER DESI GN 6/15/2022
.01 Circulation – Vehicular and
pedestrian connections relative to
the existing master plan. It is our
understanding the City has a
restroom project currently in
progress at the park. Once provided
by the City, LPA will consider the
design of the restroom project in the
park master plan.
.02 Existing trees to be protected in
place (based on city supplied
topographic survey and city supplied
arborist report of existing tree
conditions).
.03 Existing utilities and subsurface data
(based on City supplied utility
survey).
.04 Adjacent land uses, their
relationships and edge conditions.
.05 Natural elements: sun, wind, soils,
etc.
.06 Topography and surface drainage.
.07 Opportunities and constraints.

2.02 Workshop #1 -Staff In-House Workshop:

This is an opportunity to engage with
Community Services Staff, Public Works
Staff and other key department staff to hear
direct vision for programming
opportunities, operations and to develop
conceptual diagrams in a working session.

2.03 Workshop #2 - Community Workshop: The
first public workshop will present the Master
Plan process, focus on what the public sees
as community recreation characteristics,
issues and current opportunities and
constraints for the park.

2.04 Site Awareness Tour (Concurrent with
Workshop #2): This tour is an opportunity
for attendees to engage with the stie,
reflect on existing conditions and utilize a
tor workbook that LPA will develop to
encourage engagement.

2.05 Workshop 1, 2, and Site Awareness Tour
Summary – LPA will compile information
obtained in the two previous workshops
and the site awareness tour into a summary
document for use throughout the process
and as a record of community involvement.

2.06 Stakeholder Interviews: – Face-to-face
interviews with selected stakeholders such
as key City personnel, community leaders,
School District, and user group
stakeholders, etc., to provide the
opportunity to gain valuable perspective.

These interviews seek insight into the City’s
values, strengths, weaknesses, unique
attributes, distinctive competencies, and
initiatives as well as identify any private
sector and/or non-profit organizations and
their capabilities to compete or collaborate
with the City in delivery of recreation and
swimming programs and services. This
process lays the groundwork for an
engaging and active Public Involvement
Process. Consultants will work with Staff to
identify and schedule interviewees, with a
maximum of eight (8) interviews to be
scheduled over the course of one day.

2.07 Focus Group Meeting(s): The use of focus
groups is a method to engage stakeholders,
staff, community leaders, youth, or adults in
an interactive planning process. Focus
groups provide effective interaction with
specific population groups in more detail
than possible in a large group or one-on-
one setting. These groups may include
representatives from City staff, public
agencies, schools, public safety, non-profit
community agencies, business leaders,
faith-based organizations, special interest
groups, or others. LPA will facilitate three
(3) focus groups meetings (in a single day)
to elicit comments from the participants to
identify issues, concerns, and current or
emerging facility or program needs.

2.08 City-Wide Resident Web-Based Survey:

Resident surveys are a critical public
planning tool due to their ability to
represent the public as a whole with
statistical validity. They also are an
important validation check on the
feedback from those citizens who choose
to participate in venues such as public
workshops or other open
engagement. The City-wide surveying
will use up to 3 short surveys (for high
completion rates) and a target of 270 or
more completed responses each to
achieve statistical reliability of +/- 6%
margin of error with a 95% confidence
level. Results will be tabulated and
provided in graphic format that will
include geographically and
demographically indexed results for the
most helpful decision support.

Resolution No. 2022-111
Exhibit "A"

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2.09 City Steering Committee Meeting: Meeting
with the Project Oversight or Steering
Committee to review the findings of the
workshops to date and to finalize the
project program.

.01 Review program information from
the various outreach strategies.
.02 Meet with City Steering Committee
to confirm program requirements
and obtain direction on proposed
program.
.03 Design objectives, limitations, and
criteria.
.04 Space requirements.
.05 Site requirements.

2.10 Conceptual Diagram services consisting of
the development of up to three (3)
diagrammatic studies and pertinent
descriptive text for:

.01 Program elements identified in the
workshops.
.02 Human, vehicular and material flow
patterns.
.03 General space allocations.
.04 Adjacency.
.05 Flexibility and expandability.

2.11 Community Workshop #3 – The third
workshop will focus on recreation programs
and facilities input gathered during
Workshop #2. Conceptual diagrams
developed following the previous
workshops will be presented to participants
and feedback gathered.

2.12 Aquatic Committee Meeting: Special
meeting with a select aquatic committee to
review additional criteria, program
information and requirements for the
Aquatic Facility.

2.13 Conceptual Diagram Refinement services
consisting of refinement of the conceptual
diagrams into a single consensus master
plan and an aquatics concept plan.

.01 Consensus Master Plan.
.02 Aquatic Concept Plan.

2.14 Rough Order of Magnitude Cost services
consisting of development of a high-level cost
range for a single consensus plan the Project
based on the identified program elements,
expected Project delivery process, and
appropriate hard cost contingencies. Based
on ROM costs, consultant team may develop
conceptual phasing considerations /
recommendations for the aquatics facility to
respond to budgetary constraints of the City
finances.

2.15 City Steering Committee Meeting: Meeting
with the Project Oversight or Steering
Committee to review the final consensus
plan, rough order of magnitude costs.

.01 Review final consensus plan.
.02 Review Rough Order of Magnitude
Cost Range.
.03 Review potential aquatic center
phasing considerations.

2.16 Draft Master Plan Update – Prepare /
Update the draft master plan document
incorporating the following items:

.01 Introduction.
.02 Master Plan Vision, Goals and
Objectives.
.03 Existing Conditions.
.04 Summary of research, observations,
and community outreach results.
.05 Suggestions, rationales, and
recommendations for the placement
of amenities.
.06 Examples of the various program
elements.
.07 Implementation strategy/phasing
plan.
.08 Regulatory requirements.
.09 Preliminary Cost Range.

2.17 City Steering Committee Meeting: Meeting
with the Project Oversight or Steering
Committee to review the Draft Master Plan
and Aquatic Concept Plan.

2.18 Commission and Council Presentations:

Prepare for and attend commission,
committee, and council meetings to present
the Draft Master Plan.

.01 Planning Commission.
.02 Historic Preservation Committee.
.03 City Council.

2.19 Final Master Plan – Prepare a final master
plan document final incorporating
appropriate and reasonable City comments.

Resolution No. 2022-111
Exhibit "A"

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2.20 Summary of Meetings:

.01 One (1) – In-House City Staff
Workshop.
.02 Two (2) Community Workshop
Meetings.
.03 One (1) – Site Awareness Tour
(concurrent with Workshop 2).
.04 One (1) – Stakeholder Interviews (Up
to 8 in a single day)
.05 Up to Three (3) – Focus Group
Meetings (In a single day).
.06 One (1) – Aquatic Committee Meeting
.07 Up to Three (3) – Web Based Surveys.
.08 Up to Three (3) – City Steering
Committee Meetings.
.09 One (1) Each – Planning Commission,
Historic Committee, and City Council.

2.21 Summary of Deliverables:

.01 Agendas.
.02 Preliminary Master Plan Concepts.
.03 Aquatics Concept Plan.
.04 Consensus Summary Plan.
.05 ROM Cost Estimates and Conceptual
Phasing Considerations.
.06 Draft Master Plan.
.07 Final Master Plan.
.08 Workshop Activity Summaries.
.09 Meeting Presentations (where
appropriate).

3 – AQUATIC CENTER SCHEMATIC DESIGN
S

ERVICES

I
n the Schematic Design Phase, LPA, INC. shall
provide those services designated necessary to
prepare Schematic Design Documents consisting of
drawings and other documents illustrating the
general scope, scale, and relationship of Aquatic
Center Project components for approval by the City,
based on program requirements provided by the
City, and reviewed and agreed upon by LPA.

Aquatic Center Design will be limited to the aquatic
center only and will not include improvements to the
broader Grape Day Park or other Master Plan
program items. The following descriptions shall apply
to those services specific to the Aquatic Center site.

3.01 Architectural and Interior Design/
Documentation services responding to
program requirements and consisting of
preparation of preliminary documents for
the aquatics building.

.01 Conceptual site and floor plans.
.02 Preliminary selection of building
systems and materials.

3.02 Landscape Design/Documentation services
consisting of alternate materials, systems
and equipment and development of
conceptual design solutions for the
following:

.01 Material selection and plans
.02 Planting concept.
.03 Hardscape areas and materials.

3.03 Aquatics Documentation services consisting
of drawings and other documents
illustrating the scale and relationship for an 8
lane by 25-yard multipurpose lap pool,
Instructional Pool (approximately l1,700 sf)
and interactive Splash Pad (pool sizes and
quantity are subject to the budgetary
assumptions noted in this Scope of
Services):

.01 Conceptual Site Plan.
.02 Elevations of splash pad for
conceptual site plan.
.03 Cut sheets for proposed play
elements.
.04 Swimming Pool Plan View.
.05 Swimming Pool longitudinal
sections.
.06 Swimming Pool finish concepts.
.07 Recreation pool plan section and
finish concepts.

3.04 Structural Design/Documentation services
consisting of recommendations regarding
basic structural materials and systems,
analyses, and development of conceptual
design solutions for the specified structures.

.01 A preliminary structural system
concept.
.02 Preliminary structural design criteria.

3.05 Electrical Design/Documentation services
consisting of consideration of alternate
systems, recommendations regarding basic
electrical materials, systems and equipment,
analyses, and development of conceptual
design solutions for:

.01 Power service and distribution.
.02 Interior/exterior lighting.
.03 Communication systems.
.04 Special electrical systems (excluding
A/V).

Resolution No. 2022-111
Exhibit "A"

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.05 General space requirements for
electrical equipment and BDF/IDF
rooms.

3.06 Mechanical and Plumbing Design/
Documentation services consisting of
consideration of alternate materials,
systems and equipment, and development
of conceptual design solutions for:

.01 Energy source(s).
.02 Energy conservation measures.
.03 Heating, ventilation, and air
conditioning.
.04 Energy management and controls.
.05 Plumbing.

3.07 Civil Design/Documentation services
consisting of development of conceptual
design solutions for site components. Off-
site areas, areas outside the property line,
city sidewalks and areas within the public
Right of Way are not included. Design
solutions will be developed for the following:

.01 On-site utility systems exhibit.
.02 Fire department access exhibit.
.03 Drainage systems concept.
.04 Conceptual grading concept exhibit.
.05 Stormwater management
requirements.
.06 Limits of demolition delineation.
.07 Parking lot layout.
.08 Off-site work limited to curb cuts
and curb returns only.

3.08 Coordination Meeting: Meeting with the City
Staff / Steering Committee to review
development of the documents, obtain
feedback on various studies and concepts
and finalize design components.

3.09 Project Development Scheduling services
consisting of reviewing and updating
previously established Project Schedules for
decision-making, design, documentation,
contracting and construction.

3.10 Statement of Probable Construction Cost
services consisting of development of a
probable construction cost range for the
Project based on the most recent schematic
design document, current and historic area,
volume, or other unit costs, expected Project
delivery process, and appropriate
contingencies.

3.11 Schematic Design Presentation: Present the
Schematic Design Package and Cost
Estimate to the Steering Committee for
approval.

3.12 Summary of Presentations / Meetings
services consisting of meeting attendance
and presentation of Schematic Design
Documents by LPA to the following City
representatives:

.01 One (1) – City Coordination Meeting.
.02 One (1) – Schematic Design
Presentation.

3.13 Summary of Deliverables consisting of:

.01 Schematic Design architectural and
structural for the structures.
.02 Schematic Design for civil
engineering, electrical, landscape
architecture and aquatics for the
site.
.03 Updated Project Schedule (if
applicable).
.04 Statement of Probable Construction
Cost.
.05 Meeting Minutes.

4 – AQUATIC CENTER DESIGN DEVELOPMENT
S

ERVICES

I
n the Design Development Phase, LPA, INC. shall
provide those services designated necessary to
prepare from the approved Schematic Design
Documents, for approval by the City, the Design
Development Documents consisting of drawings and
other documents to fix and describe the size and
character of the entire Aquatic Center Project,
including architectural, structural, landscape
architecture, mechanical, aquatics and plumbing
systems, materials and such other elements as may
be appropriate. Consideration shall be given to
availability of materials, equipment and labor,
construction sequencing and scheduling. The
following descriptions shall apply to those services.

4.01 Architectural Design/Documentation
services consisting of continued
development and expansion of architectural
Schematic Design Documents to establish
the final relationships, forms, size, and
appearance of the Project architectural
components described in Section 3 through
the preparation of the following exhibits:

Resolution No. 2022-111
Exhibit "A"

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.01 Plans, sections, and exterior
elevations.
.02 Typical construction details.
.03 Interior elevations.
.04 Final materials selections.
.05 Equipment layouts.

4.02 Landscape Design/Documentation services
consisting of continued development and
expansion of landscape Schematic Design
Documents and development of Outline
Specifications or materials lists to establish
final scope and preliminary details for
landscape work for the Project landscape
architecture components described in Section
3 through the preparation of the following
exhibits:

.01 Hardscape Plan.
.02 Typical Construction Details.
.03 Applicable Elevations.
.04 Planting Plans and Details.

4.03 Aquatics Documentation services consisting
of drawings and other documents to fix and
describe the size and character of the
swimming pool architectural, structural,
mechanical, and electrical systems, materials,
and such as other elements, as may be
appropriate, through the preparation of the
following exhibits:

.01 Swimming Pool/Recreation Pool plan
view.
.02 Swimming Pool/Recreation Pool
longitudinal and cross sections.
.03 Swimming Pool/Recreation Pool
finish details.
.04 Swimming Pool/Recreation Pool rail
goods/competitive equipment
details.
.05 Splash pad plan views.
.06 Splash pad longitudinal and cross
sections.
.07 Splash pad finish details.
.08 Splash pad play equipment and
details.
.09 Swimming pool and splash pad
equipment room dimensions.
.10 Utility requirements and points of
connection.
.11 HVAC requirements for pool
equipment.
.12 Outline specifications.

4.04 Structural Design/Documentation services
consisting of continued development of the
specific basic structural system(s) and
Schematic Design Documents in sufficient
details to establish:

.01 Final structural design criteria.
.02 Foundation and framing sizes.
.03 Lateral load resisting system.
.04 Critical coordination clearances.
.05 Outline specifications of material
lists.

4.05 Mechanical and Plumbing
Design/Documentation services consisting of
continued development and expansion of
mechanical Schematic Design Documents
and development of Outline Specifications or
materials lists to establish:

.01 Preliminary site utility connections.
.02 Approximate equipment sizes,
weights, and capacities.
.03 Preliminary equipment layouts.
.04 Required chases and clearances.
.05 Preliminary distribution and routing.
.06 Visual impacts.
.07 Plumbing requirements and
equipment.
.08 Preliminary energy calculations for
code compliance.

4.06 Electrical Design/Documentation services
consisting of continued development and
expansion of electrical Schematic Design
Documents and development of Outline
Specifications or materials lists to establish:

.01 Criteria for lighting, electrical and
communications systems.
.02 Approximate sizes and capacities of
major components.
.03 Preliminary electrical/low voltage/
fire alarm device layouts.
.04 Interior/exterior lighting fixture
layouts, control locations, and base
specifications.
.05 Required chases and clearances.

4.07 Civil Design/Documentation services
consisting of continued development and
expansion of civil Schematic Design
Documents and development of Outline
Specifications or materials lists to establish
the final scope and preliminary details for the
specified areas.

Resolution No. 2022-111
Exhibit "A"

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4.08 Interior Design/Documentation services
consisting of development of Outline
Specifications or materials lists to establish
the final scope and preliminary details.

4.09 Coordination Meeting: Meeting with the City
Staff / Steering Committee to review
development of the documents, obtain
feedback and finalize design components.

4.10 Project Development Scheduling services
consisting of reviewing and updating
previously established schedules of the
Project.

4.11 Statement of Probable Construction Costs
services consisting of updating and refining
the Schematic Design Phase Statement of
Probable Construction Cost of the Project,
taken into consideration:

.01 Availability of materials and labor.
.02 Project delivery procedures.
.03 Construction scheduling.
.04 Changes in scope of the Project.
.05 Adjustments in materials.

4.12 Design Development Presentation: Present
the Schematic Design Package and Cost
Estimate to the Steering Committee for
approval.

4.13 Summary of Presentations/Meetings services
consisting of presentation of Design
Development Drawings and other
documents by LPA to the following City
representatives:

.01 Two (2) – Steering Committee Design
Coordination Meeting.
.02 One (1) – Design Development and
Budget Presentation.

4.14 Summary of Deliverables consisting of:

.01 Building Design Development
drawings of architecture, interiors,
structural, mechanical, and electrical
design.
.02 Site Design Development drawings
of civil, aquatics, site electrical and
landscape architecture
requirements.
.03 Outline specification.
.04 Schedule update.
.05 Updated Statement of Probable
Construction Cost.

5 – AQUATIC CENTER CONSTRUCTION
D

OCUMENTS SERVICES

I
n the Construction Documents Phase, LPA, INC. shall
provide those services designated necessary to
prepare, from the approved Design Development
documents, for approval by the City, Construction
Documents for the Aquatic Center consisting of
Drawings, Specifications and other documents
setting forth in detail the requirements for
construction of the Project and bidding and
contracting for the construction of the Project. The
following descriptions shall apply to those services:

5.01 Architectural Design/Documentation services
consisting of preparation of Drawings based
on approved Design Development
Documents setting forth in detail the
architectural construction requirements for
the Project including the following:

.01 Final site plan.
.02 Floor plans.
.03 Sections/elevations.
.04 Details.
.05 Building systems/materials.
.06 Kitchen consultant coordination.
.07 Specifications.

5.02 Landscape Design/Documentation services
consisting of preparation of Drawings and
Specifications based on approved Design
Development Documents, setting forth in
detail the landscape requirements for the
Project including the following:

.01 Materials and layout plans.
.02 Details.
.03 Sections and elevations.
.04 Planting plans and details.
.05 Irrigation plans and details.
.06 Specifications.

5.03 Aquatics Documentation services consisting
of drawings and specifications setting forth in
detail the requirement for construction of the
aquatic components including the following
for the swimming pools and splash pad:

.01 Architectural drawings.
.02 Structural drawings.
.03 Mechanical drawings.
.04 Electrical drawings.
.05 Specifications.

Resolution No. 2022-111
Exhibit "A"

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5.04 Structural Design/Documentation services
consisting of preparation of final structural
engineering calculations, Drawings and
Specifications based on approved Design
Development documents, setting forth in
detail the structural construction
requirements for the Project including the
following:

.01 Structural details and systems.
.02 Structural calculations.
.03 Specifications.

5.05 Mechanical Design/Documentation services
consisting of preparation of final mechanical
engineering calculations, Drawings and
Specifications based on approved Design
Development documents, setting forth in
detail the mechanical construction
requirements for the Project including the
following:

.01 Mechanical details and plans.
.02 Details and systems.
.03 Calculations.
.04 Specifications.

5.06 Electrical Design/Documentation services
consisting of preparation of final electrical
engineering calculations, Drawings and
Specifications based on approved Design
Development Documents including the
following:

.01 Electrical plans.
.02 Calculations.
.03 Details and schedules.
.04 Specifications.

NOTE: Security system design and
engineering are not included.

5.07 Civil Design/Documentation services
consisting of preparation of final civil
engineering calculations, Drawings and
Specifications based on approved Design
Development documents, setting forth in
detail the civil construction requirements for
the Project including the following:

.01 Demolition Plan.
.02 Horizontal Plan.
.03 Pavement Plan.
.04 Wet Utilities Plan.
.05 Final Grading Plan.
.06 Management Plan.
.07 Specifications.

5.08 Interior Design/Documentation services
consisting of preparation of Drawings and
Specifications based on approved Design
Development documents, setting forth in
detail the requirements for interior
construction for the Project including the
following:

.01 Finish plans.
.02 Reflected ceiling plans.
.03 Plan enlargements.
.04 Elevations.
.05 Details.
.06 Specifications.

5.09 Materials Research/Specifications during the
Construction Documents Phase consisting of:

.01 Assistance to the City in
development of Bidding documents.
.02 Assistance to the City in
development of their prepared
Conditions of the Contract (General,
Supplementary, and other
Conditions).
.03 Development and preparation of
Specifications describing materials,
systems and equipment,
workmanship, quality, and
performance criteria required for the
construction of the Project.
.04 Compilation of Project Manual
including Conditions of the Contract,
Bidding Documents and
Specifications.

5.10 Statement of Probable Construction Cost
services consisting of updating of the Design
Development Phase Statement of Probable
Construction Cost of the Project, taking into
account:

.01 Changes in materials, systems or
details of construction which have
occurred during preparation of the
Construction Documents.
.02 Known changes in the cost of
materials, labor, and services since
preparation of the previous
Statement of Probable Construction
Cost.
.03 Adjustments for known or
anticipated changes in the bidding
market relative to the Project.

Resolution No. 2022-111
Exhibit "A"

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72 Item9.

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5.11 Summary of Presentations / Meetings
services consisting of meeting attendance
and presentations of Construction
Documents and special presentation graphics
by LPA to the following City representatives:

.01 One (1) - Steering Committee
Meeting(s).
.02 One (1) – Agency Submittal and
Budget Review.

5.12 Summary of Deliverables consisting of:

.01 Bid-ready construction plans and
specifications.
.02 Statement of Probable Construction
Cost.
.03 Digital copy of plans and
specifications.
.04 Mylar copy of plans and specifications.

6 – AQUATIC CENTER BIDDING / NEGOTIATION
S

ERVICES

I
n the Bidding or Negotiations Phase, LPA, INC.,
following the City approval of the Construction
Documents and of the most recent Statement of
Probable Construction Cost, shall provide those
services designated necessary for LPA to assist the
City in obtaining bids or negotiated proposals and in
awarding and preparing contracts for construction of
the Aquatic Center. The following descriptions shall
apply to those services assigned as the responsibility
of the party indicated therein.

6.01 Bidding Materials services consisting of
assisting the City with:

.01 Coordination.
.02 Completeness review.

6.02 Addenda services consisting of preparation
and distribution of Addenda as may be
required during bidding or negotiation and
including supplementary Drawings,
Specifications, instructions, and notice(s) of
changes in the bidding schedule and
procedure based on the approved
Construction Documents.

6.03 Bidding/Negotiations services consisting of:

.01 Assistance to the City in establishing
a list of Bidders or proposers.
.02 Assisting to City in establishing
Prequalification requirements for
Bidders or proposers, where
appropriate.
.03 Participation in pre-bid conference.
.04 Responses to questions from Bidders
or proposers and clarifications or
interpretations of the Bidding
Documents.
.05 Attendance at bid opening.

6.04 Analysis of Alternates/Substitutions services
consisting of consideration, analyses,
comparisons, and recommendations relative
to alternates or substitutions proposed by
Bidders or proposers prior to receipt of Bids
or proposals.

6.05 Bid Evaluation services consisting of:

.01 Participation in reviews of Bids or
proposals.

6.06 Construction Contract Agreements services
consisting of:

.01 Preparation and distribution of sets
of Contract Documents for execution
by parties to the Contract(s).

6.07 Summary of Presentations / Meetings
services consisting of presentation of
Construction Documents and other
documents by LPA to the following City
representatives:

.01 One (1) – Prebid Conference
.02 One (1) – Bid Opening

6.08 Summary of Deliverables consisting of:

.01 Bid documents.
.02 Addenda.

7 – AQUATIC CENTER CONSTRUCTION
C

ONTRACT OBSERVATION SERVICES

I
n the Construction Contract Observation Phase,
LPA, INC. shall provide those services designated
necessary for the administration of the Aquatic
Center construction contract as set forth in the
General Conditions of the Contract for Construction.

Unless otherwise provided in the Scope of Services,
LPA duties and responsibilities during construction
shall be as set forth in the Agreement between the
City and Architect for Designated Services. The
following descriptions shall apply to those services:

Resolution No. 2022-111
Exhibit "A"

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SCOPE OF SERVICES I GRAPE DAY PARK MASTER PLAN AND AQUATIC CENTER DESI GN 6/15/2022

7.01 Office Construction Administration services
consisting of:

.01 Processing of submittals, including
receipt, review of, and appropriate
action on Shop Drawings, Product
Data, Samples, and other submittals
required by the Contract Documents.
.02 Distribution of submittals to the City,
Contractor and/or LPA's field
representative, as required.
.03 Maintenance of master file of
submittals.
.04 Related communications.

7.02 Construction Field Observation services
consisting of visits to the site as noted below
to become generally familiar with the
progress and quality of the Work and to
determine in general if the Work is
proceeding in accordance with the Contract
Documents and preparing related reports and
communications. Site visits are based on bi-
weekly meetings for Sixty (60) weeks of
construction for a total of Thirty (30)
meetings. Structural observation field visits
will be based on the critical stage of
construction.

7.03 Supplemental Documents services consisting
of:

.01 Preparation, reproduction and
distribution of supplemental
clarification Drawings,
Specifications, and interpretations in
response to requests for information
by Contractor or the City and, as
required, by construction.
.02 Forwarding the City’s instructions
and providing guidance to the
Contractor on the City’s behalf
relative to changed requirements
and schedule revisions.

7.04 Quotation Requests/Change Orders services
consisting of:

.01 Preparation, reproduction and
distribution of Drawings and
Specifications to describe Work to
be added, deleted, or modified.
.02 Review of proposals from
Contractor(s) for reasonableness of
quantities and costs of labor and
materials.
.03 Review and recommendations
relative to changes in time for
Substantial Completion.
.04 Coordination of communications,
approvals, notifications, and record-
keeping relative to changes in the
Work.

7.05 Project Schedule Monitoring services
consisting of monitoring the progress of the
Contractor(s) relative to established
schedules and making status reports to the
City.

7.06 Project Closeout / Substantial Completion
services initiated upon notice from the
Contractor(s) that the Work, is sufficiently
complete, in accordance with the Contract
Documents, to permit occupancy or
utilization for the use for which it is intended,
and consisting of:

.01 A review with the City’s
representative for conformity of the
Work to the Contract Documents to
verify the list submitted by the
Contractor of items to be completed
or corrected.
.02 Review upon notice by the
Contractor that the Work is ready for
final review and acceptance.
.03 Notification to the City and
Contractor of deficiencies found in
follow-up review, if any.
.04 Final review with the City
representative to verify final
completion of the Work.
.05 Receipt and transmittal of
warranties, affidavits, receipts,
releases and waivers of lien or bonds
indemnifying the City against liens.

7.07 Record Drawings services consisting of:

.01 Making arrangements for obtaining
from Contractor(s) and other parties
information certified by them on all
changes made during construction
from the initial Contract Documents
and on the location of concealed
systems as installed during
construction.
.02 Review of general accuracy of
information submitted and certified
to by the Contractor(s).
.03 Transmittal of record drawings and
general data, appropriately
Resolution No. 2022-111
Exhibit "A"

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SCOPE OF SERVICES I GRAPE DAY PARK MASTER PLAN AND AQUATIC CENTER DESI GN 6/15/2022
identified, to the City and others, as
directed.

7.08 Summary of Meetings services consisting of
presentation of Construction Documents and
other documents by LPA to the following City
representatives:

.01 Thirty (30) – Bi-Weekly Meetings.
.02 One (1) – Project Close Out Reviews.

7.09 Summary of Deliverables:

.01 Field Reports/communications.

8 – AUGMENTED SERVICES

T
he following are included in the Scope of Services
and are in addition to the Basic Services noted in
Tasks 1 – 7.

8.01 Cost Estimating services provided at the
following milestones as described:

.01 Programming / Conceptual Design.
.02 Aquatic Center Schematic Design.
.03 Aquatic Center Design Development.
.04 Aquatic Center Construction
Documents.

8.02 Aquatic Center Topographic Survey has the
following scope:

.01 Field Establish Control, set aerial
targets, fly 1”=40’ scale aerial
Topography.
.02 Design Survey to supplement aerial
survey.
.03 Plot Record Property lines based
upon City provided title report.
.04 We understand the City has an
existing topographic survey of Grape
Day Park. LPA will review the
provided survey and where possible
or practical, may utilize the survey to
reduce the limits of supplemental
survey work at the aquatic facility.

8.03 Aquatic Center Underground Utility Survey
has the following scope:
.01 Utilizing the same limits of surveying
as the topographic survey, utilize
location equipment to determine the
presence of and approximate
locations and estimated depth of
underground utilities that can be
detected with commonly available
locating equipment, such as
electromagnetic, CCTV push camera,
ground penetrating radar (GPR),
locatable duct rodder.

8.03 Aquatic Center SWPPP services include
preparation of a Stormwater Pollution
Prevention Plan.

8.04 Aquatic Center WQMP services include
preparation of a Water Quality Management
Plan / Stormwater Management Plan within
the limits of the proposed project

8.05 Aquatic Center Operational and Market Study

.01 Project Overview
a. Project review and update.
b. Identify constraints and
parameters.
c. Meet with project team.

.02 Market Analysis
a. Service areas identification.
b. Demographic.
c. Characteristics/community
profile.
d. Review of existing city program.
e. Competitive market analysis
f. Comparison with national,
regional, and local participation
statistics/trends.

.03 Operational Plan
a. Use estimates.
b. Fee structure.
c. Sources of income.
d. Operating cost projections.
e. Revenue generation projections.
f. Revenue / expenditure
comparisons.
g. Capital improvement allocation.

.04 Final Report
a. Incorporate City comments.
b. Develop final report.
c. Develop executive summary.

.05 Meetings
a. One (1) - Market Analysis
presentation.
b. One (1) - Operational Plan
presentation.

Resolution No. 2022-111
Exhibit "A"

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STANDARD ASSUMPTIONS

T
he following are Scope of Work assumptions:

1. CONSULTANTS: The work of the
a
forementioned consultants is included as
part of this Scope of Services and will be
billed at their fee plus 20% for LPA’s
coordination.

2. SURVEY: The topographic survey is provided
a
s an augmented service and is limited to the
aquatic area only and does not encompass
the broader Grape Day Park, offsite areas, or
areas beyond the immediate limits of the
aquatic facility. The plotting of the Record
Property Lines is considered preliminary and
subject to change if a Boundary Survey is
performed.

3. TITLE REPORT: City to provide a
c
omprehensive single title report from
which all relevant property line, easement
and legal boundaries will be plotted.

4. GEOTECHNICAL ENGINEERING: The City
s
hall provide a geotechnical report from
which all structural information shall be
based.

5. UTILITY LOCATING / FORENSICS: The city
i
s to provide an accurate utility plan
indicating the location, type, and depth of
all utilities.

6. APPROVAL: The City’s written request to
c
ommence each task constitutes approval
of prior work. Changes in subsequent work
will be considered additional services,
documented, and billed on an hourly basis.

7. MARKET / OPERATIONAL REPORT: A
m
arket and operational report has been
included as an optional service and is in
addition to the Basic Services.

8. CONSULTANTS: The work of the Architect,
L
andscape Architect, Structural Engineer,
Civil Engineer, Mechanical Engineer,
Electrical Engineer, Cost Estimator,
Aquatics Consultant, and the Irrigation
Consultant are included as part of this
contract. Any other necessary consultants
are in addition to the contract and will be
billed at fee, plus 10% for coordination.

9. REIMBURSABLES: All project expenses shall
b
e reimbursed to LPA by the City at a
multiple of 1.10. Project expenses include,
but are not necessarily limited to, all normal
costs involving models, renderings,
document reproduction, plotting, deliveries,
mileage, and approved travel. Unless
otherwise agreed to in writing, all
governmental taxes and fees will be paid
directly by the City. These taxes and fees
are separate and are not a part of LPA’s
reimbursable allowance. Unless specifically
noted as being included in a ‘stipulated
sum’, all consultant fees shall be subject to a
multiple of 1.10.

10. RESPONSIBILITIES: LPA will be responsible
f
or Master Planning Services and
Community Outreach (as noted), and
Schematic Design, Design Development,
Construction Documents, Bid Negotiations,
and Construction Administration for the
Aquatic Complex as stated on this this
Scope of Services. Offsite related work for
any area and development of detailed
design, Schematic Design or Construction
Documents for Grape Day Park are
excluded.

11. AGENCY APPROVAL: It is assumed all
p
ermitting and approval will be through the
City of Escondido and County Health
Department. Submittals to any other
agency including DSA or the requirement of
obtaining approvals from any other agency
is excluded and may be provided as an
optional service. Based on preliminary
discussions with DSA regarding similar
projects, if a joint use agreement is
developed with the School District and/or
funding is utilized from the School District it
is highly likely that DSA will require a full
review and approval as the Lead Agency
superseding City requirements. LPA will
review the project specifics with the City
and include a virtual meeting with LPA’s
entitlements coordinator to review DSA’s
requirements and assist in determining if a
review by DSA is required.

12. RATE SCHEDULE: The attached LPA hourly
r
ate schedule became effective March 2022,
however, is subject to change without
notification.

Resolution No. 2022-111
Exhibit "A"

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76 Item9.

SCOPE OF SERVICES I GRAPE DAY PARK MASTER PLAN AND AQUATIC CENTER DESI GN 6/15/2022

13. ADDITIONAL SERVICES: Tasks not included
i
n this Scope of Services but requested by
the City shall be identified as such and billed
at an hourly rate unless a detailed scope of
services proposal is requested.

14. SPECIFICATIONS: The City shall provide the
S
tandard General Conditions, Special
Conditions, and Bidding Instructions.

Consultant shall utilize CSI standard format
for technical specifications and refer to and
include by reference the 2021 Standard
Specifications for Public Works
Construction (“Greenbook”).

15. FEES: The City shall pay all government
f
ees, permits, assessments, etc.

16. SPECIAL MEETINGS: Necessary preparation
t
ime and attendance at public hearing,
Council Meetings, Commission Meetings s or
agency meetings (other than as noted in
this Scope of Services) by LPA, INC. are not
within this Scope of Services.

17. MASTER PLAN: It is assumed the master
p
lan and aquatic facility will be developed
concurrently with meetings addressing both
items unless noted otherwise in this Scope
of Services. The Master Plan is assumed to
be an “Update” and not a comprehensive
development of a New Master Plan. All
previously developed information including
the existing Draft Master Plan will be
provided to LPA in a usable manner directly
editable without requiring extensive
redevelopment, word processing or other
efforts.

18. PROJECT PHASES: This proposal is based
o
n the assumption that the project shall be
installed in one phase. Additional phasing
of the project shall require changes to the
Construction Documentation, Bid
Negotiation and Construction
Administration phases of work. Additional
work due to phasing of the project shall be
considered as additional services.

19. CONSTRUCTION DOCUMENTS: The
C
onstruction Documents will be developed
as one set of documents. The scope of work
does not include a separate set of off-site
improvements. If the City requires a
separate set of documents for early bid
packages, early demo packages or for off-
site, etc., LPA will provide these drawings as
an additional service.

20. ELECTRICAL EXCLUSIONS: Temporary
p
ower design is excluded.

21. LEED/SUSTAINABLE DOCUMENTATION:

T
he design or documentation of LEED or
other sustainable tracking/certification
process is excluded and may be provided as
an additional service.

22. PHOTOVOLTAIC / SOLAR WATER: The
d
esign and/or documentation of
photovoltaic or solar water systems are
excluded and may be provided as an
additional service.

23. CITY STREET IMPROVEMENT EXCLUSIONS:

I
mprovements to adjacent city streets are
excluded. Any work requiring a dedicated
or unique set of documents separate from
the comprehensive set being prepared for
on-site related work is excluded and may be
provided as an additional service.

24. ENVIRONMENTAL: All CEQA related work
i
ncluding but not limited to studies for area
wide traffic impacts, cultural resources,
stream preservation or modification, soil
mitigation or clean-up, oil operations,
arborists study of existing tree conditions,
regional drainage study, and sensitive
h
abitat are not included in this proposal. It
is anticipated that the City has the existing
studies required.

25. EXISTING TREES: City to supply a complete
a
rborist report of existing trees with genus,
species, condition, and recommendations.

26. PLANNING DEPARTMENT: Submittal and/or
p
reparation of any documents for Planning
Department are excluded.

27. OFF-SITE: Off-site infrastructure is in place
a
nd adequate connection points for storm
drain, water, and sewer are available at the
limits of the proposed aquatic facility (or on-
site) to serve the proposed development.

No studies of utilities beyond the immediate
limit of the aquatic facility are included.

28. ACCESS: Access points to the adjacent
s
treets have been previously established and
Resolution No. 2022-111
Exhibit "A"

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77 Item9.

SCOPE OF SERVICES I GRAPE DAY PARK MASTER PLAN AND AQUATIC CENTER DESI GN 6/15/2022
no improvements other than minor curb cuts
are anticipated.

29. BOUNDARY: The boundary corners for the
s
ite have been established and monumented
by others.

30. FLOOD PLAIN: The site is not located within
t
he limits of a 100-year floodplain and will
not include any new regional drainage
improvements. No on-site retention is
anticipated.

31. MAILERS AND OUTREACH: All mailers,
n
oticing and outreach to the community
and/or stakeholders (or any other group)
shall be by the City. LPA may assist in the
development of graphics for fliers and similar
items if required.

32. ESCONDIDO CREEK: Studies, coordination
w
ith or any required documentation related
to Escondido Creek is excluded.

33. ACOUSTICS: Acoustic studies or any other
s
pecial study is excluded. All required
information related to acoustics is to be
provided by the City.

34. RECORD DRAWINGS: Information is to be
p
rovided by the Contractor. Any drafting
services required by the City can be provided
on an hourly basis.

35. FIELD SURVEY STAKING: Project General
C
ontractor will provide all field survey
staking, as-built survey and plans, and
grading and wet utilities substantial
conformance letter.

36. SCOPE AND FEES: LPA’s scope and fees are
b
ased on an assumed level of documentation
as described in this Scope of Services with a
construction budget of up to $8.4 million.

Based on the scope preliminarily identified in
the RFP, the actual construction cost may
exceed the budget assumptions noted and
may require additional documentation. If the
approved budget is increased from the $8.4
Million noted, LPA’s fees will be adjusted up
at the same percentage as the original
proposal.

37. MEETINGS: Where the maximum number of
m
eetings to be included in Architect’s
services is specified herein, Architect and
architect’s consultants agree to attend, and
participate in, as many meetings as specified
as part of the Basic Services. Meetings in
excess of those specified will be billed as
Additional Services.

38. DELIVERABLES: The preceding description
o
f services general outlines the activities
associated with executing each phase of
work. The necessity for, and the extent to
which, the Architect and Architect’s
consultants must commit time and resources
to any specific activity will vary depending
on the needs of the project. Consequently,
the description of services does not
represent a comprehensive list of
deliverables.

39. CONSULTATION AND COORDINATION: All
c
onsultations and coordination not
associated with specific meetings shall be
conducting at the sole discretion of the
Architect and Architect’s consultants, and
only as necessary for the Architect and
Architect’s consultants to complete the
professional services of this agreement.

40. DOCUMENTS: Documents described in the
p
receding description of services shall be
provided, as appropriate, for the needs of
the project and to a level of detail consistent
with the standard of practice for this type of
project and for the geographical area and
regulatory jurisdiction(s) in which the project
is located.

41. PROJECT CONTROL: The Architect shall not
h
ave control over or charge of and shall not
be responsible for construction means,
methods, techniques, sequences, or
procedures, or for safety precautions and
programs in connection with the Work, since
these are solely the Contractor’s
responsibility under the Contract for
construction. Without in any way limiting the
Architect’s responsibilities and obligations
under Title 21 of the California Code of
Regulations or the Building Standards
published by the ICBO (formerly Title 24 of
the California Code of Regulations), the
Architect shall not otherwise be responsible
for the Contractor’s schedules or failure to
carry out the work in accordance with the
Contract Documents. The Architect shall not
have control over or charge of acts or
omissions of the Contractor, Subcontractors,
or their agents or employees, or of any other
persons performing portions of the Work.

Resolution No. 2022-111
Exhibit "A"

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78 Item9.

SCOPE OF SERVICES I GRAPE DAY PARK MASTER PLAN AND AQUATIC CENTER DESI GN 6/15/2022

D. SCHEDULING

The Scope of Work shall commence upon execution
o
f this agreement, estimated approximately on or
around July 27, 2022. The following are approximate
schedule durations for each of the phases of the
project, based on a late July ‘22 starting date and
shall be updated at each milestone of the project for
City review and approval.

Phase Duration Approximate Dates Master Plan 8 mo. Jul. ‘22 – Feb. ‘23 Schematic Design 3 mo. Feb. ‘23 – Apr. ‘23 Design Development 3 mo. May. ’23 – Jul. ‘23 Construction Documents 3 mo. Aug. ’23 – Oct. ‘23
Agency Review 4 mo. Oct. ’23 – Jan. ‘24 Bidding/Negotiations 3 mo. Feb. ’24 – Mar. ‘24 Constr. Observation 18 mo. Mar. ’24 – Sept. ‘25

E. CONTRACT PRICE AND

PAYMENT TERMS

The following is the proposed compensation for the
Scope of Work identified. The contract price total
dollar amount is an estimated fee based on an
assumed Project Budget of $12 Million and a
Construction Cost of up to $8,400,000. Upon
confirmation of the budget at the end of Schematic
Design, LPA’s fees and services will be adjusted up to
reflect the final budget and related documentation
and locked in at that time.

The contract price shall not exceed $1,040,400.00
without written approval from the City, and includes
basic services, augmented services and reimbursable
expenses and does not include optional services. The
contract price for the work includes all labor,
materials, equipment, reimbursable expenses and
transportation required to perform the work
referenced above in the Scope of Work. Pending
confirmation of the scope, the following fees may be
adjusted to align with the services noted.

*Master Plan

Master Plan: $146,000
Subtotal Master Planning $146,000

Documentation (Basic Services)
Schematic Design: $ 107,100
Design Development (30% CD): $ 164,200
Construction Documents: $ 214,200
Bidding: $ 21,420
Construction Observation $ 207,080
Subtotal Documentation (Basic
Srvcs.) $ 714,000

*Augmented Services

Topographic Survey: $ 38,856
Underground Utilities Survey: $ 17,244
Cost Estimating $ 46,800
SWPPP $ 6,000
WQMP/Storm Water Quality Mgmt.

Plan
Operational & Market Study
$ 6,000

$ 24,600
Subtotal Augmented Services $ 139 ,400

Reimbursable Allowance
TOTAL
$
41,000
$1,040,400
Resolution No. 2022-111
Exhibit "A"

Page 23 of 25 ends

79 Item9.

SCOPE OF SERVICES I GRAPE DAY PARK MASTER PLAN AND AQUATIC CENTER DESI GN 6/15/2022

*Augmented Services: Augmented Services are in
addition to the Basic Services noted in the Master
Plan and Documentation scopes but are included in
the overall project scope and contract price.

Reimbursable expenses are in addition to
compensation and typically run approximately %5 -
10% of a total project fee. They include costs for
reproduction, plotting, express mailing, delivery
charges, mileage, travel, and overhead on consultant
invoices.

Consultant shall submit monthly invoices to the City,
and the City shall pay Consultant for invoiced
services within 30 days of receipt of invoices for
those services.

BASIC HOURLY RATE SCHEDULE

Principal $280.00

Director $240.00
Discipline Director $260.00
Project Director $250.00
Project Leader $200.00
Design Coordinator II $170.00
Manager $165.00
Design Coordinator I $145.00
Senior Specialist $140.00
Designer III $135.00
Specialist III $110.00
Designer II $120.00
Specialist II $95.00
Designer I $110.00
Specialist I $85.00
Intern $85.00

N
OTE: These rates became effective March 2022
and are subject to change annually.

OPOSED CONSULTANT/DISCIPLINES

A
rchitecture: LPA
Landscape Architecture: LPA
Interior Design: LPA
Structural: LPA
Civil: LPA
Mechanical/Plumbing: LPA
Aquatics: Aquatic Design Group
Cost Estimating: HL Construction
Management
Irrigation Design: Sweeney and Associates
**Optional
Market/Operations:

Ballard*King

Resolution No. 2022-111
Exhibit "A"

Page 24 of 25 ends

80 Item9.

Resolution No. 2022-111
Exhibit "A"

Page 25 of 25 ends

81 Item9.

Item 10.

STAFF REPORT

July 27, 2022
File Number 0650-20

SUBJECT

CONSIDERATION OF RESOLUTION AND ORDINANCE PLACING THE ESCONDIDO PUBLIC SAFETY AND

ESSENTIAL SERVICES REVENUE MEASURE BEFORE VOTERS AT THE MUNICIPAL ELECTION ON NOVEMBER 8, 2022.

DEPARTMENT
City Manager

RECOMMENDATION
Request the City Council (a) adopt Resolution No. 2022-98R calling for an election submitting a proposed one cent general transactions and use (sales) tax increase to the voters; (b) introduce Ordinance No. 2022-15 amending the Escondido Municipal Code to establish a one cent sales tax to be administered by the California Department of Tax and Fee Administration, including provisions for citizens’ oversight and accountability; and (c) adopt Resolution No. 2022-99 expressing the Intent of the City Council in adopting Ordinance No. 2022-15.

While the introduction of additional taxes on people at any time should never be done casually, after several months of outreach and engagement with residents and community groups joining this important discussion, staff recommends placing this item on the November 2022 ballot to allow the voters the opportunity to consider an issue which will addres s the long-term fiscal health of the City of Escondido for years to come.

Staff Recommendation: Approval (City Manager: Sean McGlynn) Presenters: Joanna Axelrod, Deputy City Manager/Director of Communications & Community Services ; Christina Holmes, Finance Director

FISCAL ANALYSIS
The Registrar of Voters estimates that the cost of placing the Public Safety and Essential Services Revenue Measure on the November 8, 2022 ballot will be up to $80,000, which includes printing and distributing the ballot question, impartial analysis, supporting/opposing view, and rebuttal. If the measure passes, preparatory costs and ongoing administration costs charged by the California Department of Tax and Fee Administration will be paid from the revenues received.

82 Item10.

PREVIOUS ACTION
On October 13, 2021, City Council appointed Mayor McNamara and Councilmember Morasco to serve on the Revenue Measure Subcommittee.

On October 25, 2021, the Revenue Measure Subcommittee met to review the City’s long-range financial forecast, proposed timeline, and discuss analytical and Community Survey needs.

On November 8, 2021, the Revenue Measure Subcommittee met to discuss the timeline, community survey interests and topics and to review previous Community Survey questions.

On November 17, 2021 , the Revenue Measure Subcommittee met to review Community Survey questions.

On December 13, 2021, the Revenue Measure Subcommittee met to review and consider the draft Council presentation.

On January 12, 2022, the Revenue Measure Subcommittee met to review the Community Survey results.

On January 24, 2022, the Revenue Measures Subcommittee met to receive a budget outreach update.

On January 26, 2022, City Council received information on the City ’s California Employees Retirement System pension obligations.

On February 2, 2022, City Council received a Financial Status Report for the FY2021/22 Second Quarter Ending December 31, 2021.

On April 4, 2022, the Revenue Measure Subcommittee met to review revenue scenarios.

On April 20, 2022, the Revenue Measure Subcommittee provided an update to the full City Council, and it provided direction to staff to move forward with conducting a survey of likely November 2022 voters as to their support for a sales tax increase. The Potential Local Funding Scenarios spreadsheets that were presented with that agenda item are included here as Attachment “1”.

On May 2, 2022, the Revenue Measure Subcommittee met to receive a staff update on City Council requests for information.

On May 9, 2022, the Revenue Measure Subcommittee met in executive session to review poll questions.

On May 11, 2022, City Council received a Financial Status Report for the FY2021/22 Third Quarter Ending March 31, 2022 and held the FY2022/23 Operating Budget Briefing.

On May 25, 2022, a Pension Obligation Bond Workshop was conducted.

On June 8, 2022, a Public Hearing for the adoption of the FY2022/23 Operating Budget was conducted and continued to June 22, 2022.

On June 20, 2022, the Revenue Measure Subcommittee received a briefing on the topline results of the survey.
83 Item10.

3 On June 22, 2022, the City Council adopted Resolution No. 2022-69 approving the FY2022/23 Annual Operating Budget and adopted Resolution No. 2022-89 authorizing judicial validation proceedings relating to the issuance of bonds to refund certain pension obligations.

On July 13, 2022, the City Council reviewed and considered the revenue measure survey results and provided direction to staff.

On July 18, 2022, the Revenue Measure Subcommittee met to discuss the next steps for consideration of placing a local sales tax measure on the November 2022 ballot.

BACKGROUND
Financial Needs, Challenges, Cost Control Measures, and Revenue-Generating Efforts Like many other cities in California, the City of Escondido (“City”) is experiencing significant financial challenges as a result of continued state revenue take -away, dissolution of redevelopment, state and federal mandates, increasing service demands, and a growing population. Furthermore, nearly all of the sales tax generated locally goes to the State, County or SANDAG. A locally controlled sales tax measure will ensure that Escondido has local control over local funding for the services residents expec t and deserve. In addition, and perhaps most significantly, as a service-based organization, approximately 84% of the City’s budget is devoted to employee -related costs, which are growing primarily as a result of pension-related payments the City is requir ed to make. The City provides retirement benefits to its employees who provide the City services residents rely on, by contracting with the California Public Employees Retirement System (CalPERS). Retirement benefits are funded by contributions from both employees and the City (“normal” annual service costs) as well as investment earnings. CalPERS invests contribution payments with the goal of earning sufficient returns over the long -term to pay defined benefits as promised and cover CalPERS expenses. Historically, more than 60% of all funds paid to CalPERS retirees comes from investment earnings. The estimated long-term average return expected to be earned on investments is referred to as the “discount rate”. When lower investment earnings occur, future contributions must increase to make up the expected difference and an unfunded accrued liability (“UAL”) is created. The UAL represents the shortfall or gap between what is needed to pay retiree benefits versus how much in current assets the City actually ha s in its accounts with CalPERS. The UAL is calculated annually and changes depending on the demographic trends of the plan participants. As noted above, the UAL is essentially the City’s debt owed to CalPERS, and CalPERS currently charges the City a 6.8% interest rate on this debt with a mandatory payment schedule.

Pension cost increases are one of the most significant financial challenges facing most cities throughout the state and are primarily due to factors outside of the cities' control, namely actuar ial assumption changes made by CalPERS and below average investment returns. Required annual payments to CalPERS are 15% of the total General Fund operating budget at $19.7 million in FY2022/23, and are expected to continue to grow over the next twenty yea rs. CalPERS and the League of California Cities have detailed 84 Item10.
various options available to help manage pensions. There is no perfect solution to managing a City’s pension obligations and many agencies employ multiple methods to manage their pension obligat ions.

The following actions have been taken to address pension costs.  Lower Benefit Tiers for Employees. Taking advantage of state legislation, two new lower benefit tiers have been established with CalPERS: Tier 2 Employees hired in 2011 -12 (depending on employee group) are required to pay the full employee contribution upon hiring. Tier 3 was created in 2013 as a result of the California Public Employees' Pension Reform Act (PEPRA) and establishes a reduced tier of benefits for new CalPERS employees. The employee share for PEPRA employees is higher than that for Tier 1 and Tier 2 employees.  Employee Cost Sharing . In 2018, to help address the long -term budget impacts as a result of CalPERS pension liabilities, the Firefighters Association, Police Officers Association, and Maintenance & Operations bargaining units agreed to share in the costs of the employer's CalPERS contribution. Prior to the agreements, Classic CalPERS Safety members were contributing 9% and Classic CalPERS Miscellaneous members were con tributing 8% of their salary towards the employee's retirement benefit. The amount increased by 1% each year until the additional contribution reached 3% for each group. Classic CalPERS Safety members are currently contributing 12% and Classic CalPERS Miscellaneous members are contributing 11% towards their CalPERS retirement benefit.
 Prepayments to CalPERS . Since FY2017/18 the City has prepaid the annual Unfunded Accrued Liability payment at the beginning of each fiscal year to save 3.5% (approximately $800,000/year).

 Section 115 Pension Trust . In February 2018, City Council authorized the establishment of a Section 115 Irrevocable Pension Trust Fund. The Trust Fund is used to set aside and hold money to meet future pension liabilities and can be used to provide economic relief during recessionary cycles and/or rate increases that are significantly above anticipated projected employee rate increases. Funds placed in this Trust can also be used to offset the City’s “normal” CalPERS costs, such that if fun ds are necessary for other purposes, a certain amount of flexibility is present.

Another benefit is that funds held in the Trust can be invested in the same manner as funds in a typical pension fund rather than as part of the City’s General Fund, which me ans a potentially higher rate of return. As of March 31, 2022, the Section 115 Pension Trust Fund has a balance of $25,840,638 which includes City contributions of $24,406,430 plus investment earnings net of expenses of $2,616,620.

 Pension Obligation Bon ds. In June 2022 City Council authorized and the City initiated judicial validation proceedings to consider issuing Pension Obligation Bonds (POBs). Actual savings achieved from a POB will depend on market conditions. During the validation period, which typically takes about four months, staff and the financing team will refine the various options for the POBs. These options may include evaluating different sizes of POBs, amortization shapes, maturities (length of term,) and targeted funded ratios.

Despite all of these measures, and the City’s efforts to fund projects with grants and other sources of onetime funds, it has not been enough to meet growing costs and demand for services.

Operating revenue has not kept pace with the growing costs of providing City services, and as a result, the General Fund long-term financial plan has projected annual deficits creating a structural budget deficit.

To address this projected shortfall, the City has maintained a hardline on ex penditures and staff are continuously seeking measures that ensure efficiency, while enhancing basic operations. Decreased spending has been accomplished by:
85 Item10.

5  Reducing City staff by over 140 employees from 2008 to 2021 (10% reduction) as the City’s population grew by more than 10%.
 Controlling pension and employee benefit costs by transferring the responsibility to employees to fund a larger portion of the total costs.
 Forming strategic partnerships to provide services, such as the Escondido Library, to sa ve an estimated $400,000 annually.
 Investing in technology to reduce ongoing costs and expand online services.  Deferring maintenance and capital project costs of more than $8 million annually for the City’s parks, playgrounds, libraries, recreation centers, pools, streets, sidewalks, bridges, storm drains, fleet, and other City facilities. Deferred maintenance costs will only continue to increase in the future.

While these actions have resulted in controlling annual operating expenses, this has resulted in the lowest per capita spending for the services Escondido provides in comparison to other cities in San Diego North County. Escondido spends approximately $703 per citizen compared to the two other full-service cities in North County, the City of Carlsbad has a per capita expense of $1,368, and Oceanside’s per capita expense is $912. The City of Escondido has been consistently doing more with less.

In addition to cost-control measures, revenue-generating opportunities have also been explored:
 In April 2020, City Council adopted an updated fee schedule and cost allocation plan to ensure that certain fees charged by the City for the services being delivered equal the City's cost of providing the services including direct and indirect costs, depar tmental overhead, and City administration.
 A fiscal analysis was performed to evaluate the cost of providing police, fire, public works, community and general services to new residential development, and the results determined that the revenue received is less than the cost to provide ongoing services.  In May 2020, the City Council established the CityWide Community Facilities District that would fund City services for new residential development by offsetting ongoing costs of new development with a special tax collected from the new residential property owners in the District.

Future revenue resulting from the Services CFD is dependent on future development in the City.  In May 2021, staff presented City Council options for legalizing the cultivation and sale of cannabis products in Escondido. City Council’s direction to staff was not to pursue any legalization efforts due to the significant costs associated with the administration of cannabis regulation and the potential public safety issues.
 City staff continues to explore the options for creation of a Short -Term Rental Program, which may generate additional revenue from short -term rental hosts. The establishment of a program 86 Item10.
would involve a large degree of administrative expense, the future f iscal impact is uncertain. A preliminary review provided by a prospective consultant estimates additional annual lodging taxes of less than $100,000 potentially recoverable by the City.

Outreach and Education
Over the last several months and as part of th is year’s budget process, the City engaged over 2,000 residents through The Escondido Discussion and scientifically conducted surveys to assess City service needs and resident priorities.

Through this extensive conversation, residents identified funding priorities for City services including addressing homelessness; repairing and maintaining local streets, sidewalks and infrastructure; keeping parks and public facilities safe, clean and well-maintained; providing quick responses to 911 emergencies; and providing fire protection and paramedic services.

Escondido residents continue to prioritize fast emergency response times for 911 calls. This locally controlled funding would help the City to have enough police officers, firefighters, dispatchers, and paramedics to respond to 911 emergencies.

Public works services were also at the top of resident priorities. Additional locally controlled funding is needed to keep up with basic repairs and maintenance to public facilities, storm drains, streets, and sidewalks. If these repairs are not taken care of now, they will be a lot more expensive to fix in the future.

In addition to holding four City hosted events, including one at the Park Avenue Community Center for Seniors, City staff outreached to the following groups:

 Auto dealership owners
 Brookside HOA
 Casa de Amigos
 Community Alliance for Escondido (Café)
 Downtown Business Association
 East End Club
 Emerald Heights HOA
 Escondido Democratic Club
 Escondido Education COMPACT
 Escondido Republican Club
 Greater Escondido Chamber of
Commerce
 Kiwanis
 Library Support Groups
 Mercado District
 Neighborhood Leadership Forum
 Old Escondido Neighborhood
 Orchard Church
 Rotaries
 San Diego County Taxpayers Association
 Universidad Popular
As part of each discussion and through extensive outreach including social media, utility bills, partnerships with the local school districts, and City newsletters, community members have been encouraged to complete an online survey to share their priorities for the City of Escondido. As of July 1, 2022, feedback from 904 community members has been provided. Based on the responses received, the community confirmed the five priorities identified in the Community Opinion Survey.

In addition, information regarding the City’ s financial challenges and updated status reports have been shared at public City Council meetings during Quarterly financial updates, three budget workshops, and three pension workshops.

On October 13, 2021, City Council appointed Mayor McNamara and Councilmember Morasco to serve on the Revenue Measure Subcommittee. Over the course of 11 meetings, the Subcommittee has performed the following responsibilities:
87 Item10.

7  Reviewing the budget and anticipated structural budget deficit  Soliciting, gathering, and discussing community input  Exploring options for increasing revenue and closing the structural budget deficit  Making a recommendation to the full Council about a path forward for securing additio nal, locally-controlled funding
The Subcommittee has been meeting regularly since October of 2021 and worked with the full City Council to approve t he FY2022/23 budget once again utilizing one -time sources of funds, deferring necessary expenses, and making cuts to services.

Transparency and Resolution of Intent
In addition to the Resident Satisfaction Survey, t he full City Council provided direction to the Subcommittee to move forward with conducting a scientific poll of potential November 2022 voters to determine their support for a potential revenue measure. The survey was conducted from May 19 – May 29, 2022 , on a random sample of 1,022 registered voters likely to participate in the November 2022 election. Participants were recruited via email, text m essage, and telephone. Data was collected in both English and Spanish. With an overall margin of error of +/- 3%, the survey concludes that:
 Respondents continue to be highly satisfied with the quality of life and City services provided in Escondido;
 Respondents continue to prioritize public safety, public works, and addressing homelessness; and
 A one cent sales tax until ended by voters shows solid viability for the November ballot across all demographic categories.

The final report was presented to City Council on July 13, 2022 and is included here as Attachment “2” It states in part:
“Most Escondido voters have a positive opinion of the quality of life in the city, and they value the services they receive from the City of Escondido while also seeing opportunities for improvements. Together, these sentiments translate into solid natural support (ranging between 62% to 68%) for establishing a one cent sales tax to provide funding for general city services such as police patrols and crime prevention, fire protection, paramedic, and 911 emergency response, keeping streets, sidewalks, infras tructure, parks, and facilities safe, clean, and well -maintained, addressing homelessness, traffic 88 Item10.
management, and other city services. The natural support levels for the measure tested in this study are well above the simple majority (50% +1) that is required for passage.

The results of this study suggest that if structured appropriately, focused on projects and services that voters identify as their priorities, and combined with effective public outreach/education and a solid independent campaign, the proposed sales tax measure has a good chance of passage if placed on the November 2022 ballot.

Consistent with the findings of other similar studies, this survey found that voters tend not to assign much weight to the duration of a measure in their decision calculus. At the Initial Ballot Test, overall support for the sales tax measure was modestly lower for the measure that would last until ended by voters (62%) when compared to the measure with a 20 -year duration (68% .) However, this difference evaporated qu ickly as the interview proceeded, with support at the Final Ballot Test being 63% for a measure that would last until ended by voters, 64% for a measure that would extend for 20 years. At no point after the Initial Ballot Test was there a statistically sig nificant difference in support for the proposed measure based on the duration.” If the Measure is placed on the ballot and approved by voters, beginning in FY -2023/24, the following financial accountability measure s would be required to ensure transparency , citizens’ oversight, and strategic reviews and evaluation.
 Funds from a revenue measure would be budgeted, tracked, accounted, and reported separately from all General Fund revenues;
 A Citizens’ Oversight Committee (COC) would be appointed by the City Co uncil with a range of expertise including but not limited to finance, accounting, and engineering. These meetings would be subject to state Brown Act open meeting regulations;  An initial and annual spending plan shall be prepared by the City Manager and pr esented to the COC and City Council for their consideration and final decision prior to the Council’s consideration of the City’s annual budget;
 An annual independent audit conducted by the City’s independent auditors;  A page dedicated to sharing education al information about the City’s financial status, pension liability, service needs, and how the revenues generated by this measure are spent would be created on the City’s website.

As the Revenue Measure Subcommittee suggested, Resolution No. 2022-99 – Resolution of Intent builds on the Ordinance requirements around transparency and oversight and includes the following highlights:
 Upfront acknowledgment of the impact of the Unfunded Accrued Liability on the City’s finances and the existence of critical fina ncial circumstances that warrant placement of a local sales tax measure on the ballot for voter consideration;
 Commitment to engage the community in the yearly budget process in a transparent, honest, and meaningful way;
 Intention that at least 50% of any additional revenue be directed to support the City’s police and fire departments;
 Strategic review every 5 years by the Citizens’ Oversight Committee and City Council.

Ballot Language Options
On July 13, 2022, City Council provided direction to staff to return with options. Elections Code §13247 requires the ballot question to be limited to 75 words. 89 Item10.

9 Option A – Staff Recommendation

To provide funding for general services in the City of Escondido, such as police patrols and crime prevention; fire protec tion, paramedic, and 911 emergency response; keeping streets, sidewalks, infrastructure, parks, and facilities safe, clean, and well maintained; addressing homelessness, traffic management, and other City services, shall an ordinance establishing a 1 cent sales tax be adopted, providing approximately $28,000,000 annually for City services until ended by voters, with independent audits, citizen oversight, and all money locally controlled?

The ballot language presented in Option A sticks very closely to that tested in the recent survey. There are just three changes:
 ’28 million dollars’ is shown as a single number ($28,000,000). This saves two words and was always intended – spelling out ’28 million dollars’ was done in the survey to make sure the interviewer read the figure correctly.  ‘one cent’ is changed to 1 cent
 ‘for general government use’ is changed to ‘for City services’. General government use was referenced in the survey in anticipation of a particular statewide proposition qualifying for the November 2022 ballot that would change how general tax ballot language must appear. The measure did not qualify for the ballot, so the easier to understand ‘for City services’ language, is recommendation, which also uses 1 less word.

Because Option A sticks closely to the ballot language that was tested in the survey, the survey results are applicable to this version and the survey remains a statistically reliable estimate of voters’ opinions about the proposed measure.

Differences in the duration (e.g., until ended by voters, 20 years, etc) and tax rate (1 cent, ¾ cent, ½ cent) are also not expected to significantly impact the viability of the measure, as the survey tested differences in duration and tax rate and found similar levels of support and viability.

Changes to the ballot language, on the other hand, can have significant impacts on how voters respond to a measure and its viability – especially when these changes introduce items that voters do not fully understand, find confusing, or simply don’t agree should be a use of measure proceeds, or remove items that voters find appealing. Even small changes to the ballot language in this manner can have large impacts 90 Item10.
on the viability of a measure. For this reason, the recent survey results do not provide a statistically reliable estimate or guide to how voters may perceive Option B as it deviates from the tested language.

Thanks to City Council’s leadership in soliciting multiple surveys of the community, we have verified that constituents clearly trust the City as a fiscal steward and the way funding is currently being spent. Strong support and viability for this option exist across every subgroup within the voti ng population of our community including:
 Political Party
 Age
 Gender
 Years in Escondido
 Child in household
 Household Party Type
 Homeownership
 Likely to Vote my Mail
 Likely June 2022 Voter
Option B – Pension

To provide funding for general services in the City of Escondido, such as police patrols, crime prevention, fire protection, paramedic, 911 emergenc y response; keeping streets, infrastructure, parks, and facilities safe, clean, and well maintained; reducing pension costs; addressing homelessness, traffic management, and other City services, shall an ordinance establishing a 1 cent sales tax be adopted , providing approximately $28,000,000 annually for City services until ended by voters, with independent audits, citizen oversight, and all money locally controlled?
It is critical to note regarding Option B:
 Many other cities throughout the state of California are faced with similar financial hardships resulting from unfunded pension liability. However, out of the 201 sales tax revenue measures placed on ballots between April 2018 – June 2022, the City Clerk could only find one that included language referencing pensions from Carmel-by-the-Sea. As a community with a very high median income and a heavy reliance on tourists to pay the bulk of that sales tax, this example is an outlier.

 The City’s consulting team who have assisted in hundreds of revenue measure efforts throughout their careers, strongly advise against the inclusion of the new language in Option B .

 The additional language in Option B has not been tested and therefore the statistical reliability of the poll results would no longer be applicable with this option.

 The poll tested pensions as both a potential negative argument and a potential use of the funds, which voters rated very low on their list of priorities. It can be reasonably assumed that adding this language into the ballot question will not be supported strongly enough to result in passage.

Sales Tax Cap
91 Item10.

11 The sales tax rate in Escondido is 7.75%, which is the base rate for San Diego County. This includes the statewide rate of 7.25% and a Countywide District tax of .50% for the TransNet Program initiated by SANDAG. Of the total 7.75% collected, Escondido receives only 1%.  Under California Law, the combined taxes in any county cannot exceed 2%.  The .50% for the TransNet Program is incl uded in this cap, reducing the available Local Tax capacity in Escondido to 1.5%.

The state-imposed cap on sales tax means that the City has a limited window to approve an additional tax that would be locally controlled and stay in Escondido before another taxing agency claims the remaining

1.5%.

Critical Decisions for City Council to Make
Language:
 Option A – Staff recommendation and viable per poll results  Option B - Pension
Rate:

To assist in the discussion at the April 20, 2022 City Council meeting, staff used its professional expertise, knowledge of the community, and the results of the Resident Satisfaction Survey to compile a series of scenarios at each potential funding rate exemplified by the terms “No New Revenue”, “Survive”, “Stabilize”, and “T hrive”. These are included again for reference as Attachment “2” . These do not represent an approved spending plan but are merely illustrative of the choices and conversations the City Council, Citizens’ Oversight Committee, and community would be able to have in order to determine what the appropriate investment should and will be if a measure is placed and adopted by voters.  1 cent – Staff recommendation and viable per poll results ; estimated to generate ~$28 million annually
 ¾ cent – Estimated to generate ~$21 million annually
 ½ cent – Estimated to generate ~$14 million annually

Duration:
 Until ended by voters – Staff recommendation and viable per poll results  Number of years (e.g. 15, 20, etc.)
Ballot Argument in Favor
92 Item10.

California Elections Code (section 9282 (b)) allows for arguments to be filed by the City Council, a member or members of the Council authorized by the Council, individual voters eligible to vote on the measure, bona fide associations of citizens, or any combination of voters and associations. Should the City Council vote to approve placing this revenue measure on the November 2022 ballot, City Council will have the option to write the argument in favor.

If multiple arguments for or against the measure are received, the City Clerk will select the arguments to be presented to the voters in the voter information pamphlet based on priorities described in state law.

If the City Council or individual Councilmembers prefer to submit an argument in support of the proposed measure, the City C ouncil or Councilmember argument would take precedence over any other submissions.

Recommendation
Staff requests the City Council:
 Adopt Resolution No. 2022-98R calling for an election submitting a proposed general transactions and use (sales) tax increase to the voters;
 Introduce Ordinance No. 2022 -15 amending the Escondido Municipal Code to establish a sales tax to be administered by the California Department of Tax and Fee Administration, including provisions for citizens’ oversight and accountability; and  Adopt Resolution No. 2022 -99 expressing the Intent of the City Council in adopting Ordinance No. 2022-15.

ATTACHMENTS
a. Attachment ”1” - Potential Local Funding Scenarios Spreadsheets b. Attachment “2” - Revenue Measure Poll Report

RESOLUTIONS
a. Resolution No. 2022-98R
b. Resolution No. 2022-99 – Resolution of Intent

ORDINANCES
b. Ordinance No. 2022-15

93 Item10.

Potential Scenario: No New Revenue
# Category Outcome General Fund Savings
1 Crime,
Crashes,
Community
Eliminate community outreach efforts and partnership events:
- Cut Coffee with a Cop, Shop with a Cop, Parades, etc. - Lose opportunities to connect with the community
($40,000)
2 Crime,
Crashes,
Community
Reduce/eliminate animal control contract: SDHS to only respond to incidents involving threats to human life ($1,000,000) 3 Crime,
Crashes,
Community
Eliminate partnership programs with COMPACT:
-Cut the Juvenile Diversion Program, forcing all juvenile criminal matters to go to through the justice system -Eliminate alternatives to incarceration, leaving jail as the only option for young offenders -Eliminate gang intervention and prevention efforts leaving at-risk youth in a vulnerable position -Abandon the youth mentoring programs
($120,000)
4 Crime,
Crashes,
Community
Reduce 10 Police Officers and 5 Dispatchers; respond only to serious crimes:
-Reduce Detectives and only investigate violent crime
-Reduce Traffic Officers and only investigate serious injury/fatal collisions -Eliminate the COPPS Division and homelessness, quality of life, and mental illness needs will not be met -Reduce Dispatchers and 9-1-1 call response times will increase -Reduce Officer Training Budget and staff will be less qualified to appropriately respond to citizens or safely handle high risk incidents
-Ignore equipment and facility maintenance costs resulting in decreased safety and effectiveness *Consequences will include: no resources for proactive crime or traffic enforcement; significant 9-1-1 call wait times, resulting in a delayed response to emergencies; no community outreach or engagement; high Police Officer turn-over rates; inability to recruit talented Officers; and severely reduced ability to address crime and community safety
($2,000,000)
5 Events,
Engagement,
Enrichment
Communications: A budget reduction means reducing staff: one Graphic position would be eliminated and the Communications position would be consolidated to one position (likely a Communications Manager/PIO). Digital Media Services would only record, broadcast, and rebroadcast City Council meetings.

The sole function would be crisis communications and basic regulatory reporting. ($170,000)
6 Events,
Engagement,
Enrichment
Reducing the funding for the CCAE would result in a loss of the programs and services offered at the Center. The outcome is the immediate loss of jobs, impacts to school music and dance programs, and local dance and arts businesses who use it as a performance venue. ($110,000)
The City potentially faces an $8 million budget gap this year. To maintain the essential services the City provides and address the community’s priorities, a locally controlled source of revenue is being considered. The following is a list of possible cuts to services that may be made if no additional revenue is generated. We are continuing to engage the community on their needs and priorities for the City.

Attachment "1"
94 Item10.

Potential Scenario: No New Revenue
# Category Outcome General Fund Savings
The City potentially faces an $8 million budget gap this year. To maintain the essential services the City provides and address the community’s priorities, a locally controlled source of revenue is being considered. The following is a list of possible cuts to services that may be made if no additional revenue is generated. We are continuing to engage the community on their needs and priorities for the City. 7
Events,
Engagement,
Enrichment
Volunteer Program: A budget reduction would result in the possible elimination of the Community Engagement Liaison. This would limit the City's ability to devote resources and invest in the volunteer program.
($115,000)
8 Events,
Engagement,
Enrichment
Library: Negotiate current management contract with LS&S for reduced hours and/or closure. This would result in the reduction of free programs and access to free materials. ($250,000) 9 Community
Safety,
Prevent,
Response &
Recovery
(CPR)
Laying off 9 firefighters and closure of one fire station. The outcome will be longer response times from the remaining open stations and large call volume workload on remaining stations. Other impacts include employee burnout, morale decline, loss of quality employees and increased labor tensions: Loss of quality and well-trained employees to other agencies. Firefighters, paramedics and EMTs are critical to respond to the prevention, response and recovery from emergencies. Inability to replace aging tools, equipment and safety gear: Firefighters become ineffective, higher risk of injury and liability. ($2,000,000)
10 Community
Safety,
Prevent,
Response &
Recovery
(CPR)
Reduction of Fire Inspectors/Fire Investigators. Reduction of training. Reduced inspections. Less buildings and property will be inspected. Hazards will go uncorrected and actual property and life loss will increase. ($50,000) 11 Parks, Pools,
Programs
EVCC & Sports Center: Closing these facilities and eliminating positions may have to be considered in this scenario in order to prioritize other services. This would result in the loss of affordable after school programming options for youth which impacts public safety (PAL program, skate park, soccer). Elimination of indoor pickleball, summer camps, recreational classes, and other recreational opportunities. The Skate park would lose the ability to host national and international tournaments which bring in revenue and notoriety to the City.
($500,000)
12 Parks, Pools,
Programs
Close the Tiny Tot Program and the Don Anderson Community Building - This calculation includes reducing revenues by $60,000. $100,000 (budget) less $60,000 (revenue). This would eliminate an affordable childcare option for working families
($40,000)
13 Parks, Pools,
Programs
Aquatics: Possible closure of City pools. The closure of pools would eliminate an effective recreation program and an affordable option for community members. ($139,800) Attachment "1"
95 Item10.

The homeless encampment removal and debris clean up response times would also increase. ($543,000)
15 Pipes,
Pavement,
Projects
A budget reduction would result in the loss of a Code Compliance Officer which would delay response times and monitoring of reported code violations. ($56,000)
16 Pipes,
Pavement,
Projects
A budget reduction for the Building Division would result in the loss of either an inspector or a development technician. Either way, the result would be a reduction in service to developers, business owners, home owners, etc., and a delay in processing building permits or conducting building inspections. ($88,500)
17 Pipes,
Pavement,
Projects
A budget reduction would require elimination of at least one engineer position resulting in the need to discontinue certain traffic safety functions. The traffic engineering hotline/email would be eliminated and resident-reported traffic safety and congestion concerns would not be addressed. The Transportation and Community Safety Commission would be disbanded and the annual projects selected by the Commission discontinued. The City would no longer complete school safety and traffic calming projects and review of street improvement plans for development projects would be delayed. ($160,000)
18 Pipes,
Pavement,
Projects
A budget reduction in Planning would see the elimination of two positions. This would result in either a reduced capacity to assist developers, business owners, home owners, etc., in processing their projects, thus reducing the overall development potential of the City; or it would mean an inability to stay current on various state-mandated long-range planning goals/targets, potentially resulting in enforcement action by the state including fines, withholding of funds, ineligibility for certain grants, and negative publicity/press surrounding issues such as housing, homelessness, and climate change. ($172,000)
19 Pipes,
Pavement,
Projects
Public Works would need to reduce staff in all divisions, including Street Maintenance, resulting in a major reduction of City services where potholes exist, concrete lift liability would increase, wait times for traffic signal/street lights repairs would increase, reduced ROW striping, tree maintenance, blight build-up (debris removal response time increased, if not eliminated)
($480,000)
Attachment "1"
96 Item10.

Reduction or elimination of this program will impact the safety & cleanliness of the community & ability to attract and retain businesses/residents. City staff address approximately 36,000 tags a year, this would reduce to 18,000 tags per year or less as tags increase. Response times would increase and potentially generate citizen complaints, concerns from community about safety, more gang activity, and elimination of the deterrent effect of responding so quickly.
($150,000)
21 Resources,
Services,
Maintenance
Deferred Facility Maintenance: There are 139 City-owned facilities that Building Maintenance is responsible for maintaining. Staff are responsible for maintaining the cleanliness of these facilities and contribute to the efforts to address homelessness and assist with graffiti removal on public facilities. A reduction in critical maintenance staff will result in less cleaning of City facilities and loss of support of City events, i.e. Mitchell room reservations, fountain, dome, Recreation activities. As less staff are monitoring City facilities, this would likely lead to an increase in vandalism and exacerbate issues with homelessness and the broken window effect.
($750,000)
22 Resources,
Services,
Maintenance
Further reduce the replacement of vehicles and shift to vehicle retention vs. replacement. The department would also need to reduce the number of vehicles and staff positions. This will lead to increased maintenance costs and risk of failure for needed vehicles, ie. fire trucks. The City will also not be able to fund the EV transition which will result in CARB violations. ($3,800,000)
23 Resources,
Services,
Maintenance
With no additional resources to close the budget gap, staff positions, which make up 85% of the total General Fund budget, would need to be eliminated. This would impact all of the services the City provides that support and address the community priorities and CityWide goals ($820,000)
Attachment "1"
97 Item10.

Potential Scenario: Surviving 1/2 Cent
Estimated Annual Increase in Revenue = $14 Million
# Category Outcome
1 Crime, Crashes,
Community
State law requires certain minimum animal control services, which are currently provided by the San Diego Humane Society (“SDHS”). The SDHS contributes to the community's public safety and helps keep the City's streets clean. Funding is needed to maintain the full animal services contract with the Humane Society & anticipated annual increases.
$1,000,000 - $1,500,000
2 Crime, Crashes,
Community
Hire 8 Police Officers to close the staffing gap following the 2008 recession when 10 Officer positions were eliminated. This would bring the staffing level from 160 Police Officers to 168:
-Increase Crimes of Property by 2 Detectives to accommodate increases in property crime -Maintain adequate staffing levels in the Traffic Division, which includes an additional 2 Officers -Maintain adequate staffing levels in the Patrol Division, which includes an additional 4 Officers -Maintain current Dispatch staffing levels
-Maintain community outreach and partnership events (Coffee with a Cop, Shop with a Cop, parades, etc.)
-Maintain equipment & training goals
$1,414,560 - $1,697,472
3 Crime, Crashes,
Community
Maintain data driven approach to crime prevention and suppression -Share data driven information with patrol officers in high-risk areas -Deploy software programs to increase efficiency
-Provide actionable criminal intelligence to the COPPS Unit to reduce repeat offenders -Continue efforts to strategically address crime in the downtown and business areas -Continue focusing on quality of life issues
$285,000
4 Community
Safety, Prevent,
Response &
Recovery (CPR)
The Fire department has had the current staffing levels for 10 years but total call volume has increased by 30%. Funding will be used to maintain current staffing levels but provide some resources to adapt to annual increases in call volume and workload by:
-Repairing and replacing the most critical aging tools, equipment and safety gear, -Add minimal resources for EOC maintenance and the CERT program, -Make small investments in technology to analyze existing data to improve responses to incidents. -Vehicle replacement fund is still underfunded - increase annual allocations by $500,000. $1,000,000 - $1,550,000
5 Trash, Traffic,
Trees
Required Mandate: In order to comply with the Regional Water Quality Control Board's trash mandate, trash capture devices will be required to be installed and maintained on over 1,000 inlets CityWide. The anticipated cost to install and maintain devices is $760,000/yr with $300,000 already budgeted. The elimination of trash within the storm drain system (and eventually our creeks) contributes to the priority of keeping areas clean and attractive to businesses and protects the City's infrastructure. $552,000
Annual Range
Attachment "1"
98 Item10.

Potential Scenario: Surviving 1/2 Cent
Estimated Annual Increase in Revenue = $14 Million
# Category Outcome Annual Range
6 Trash, Traffic,
Trees
Traffic signals are an integral part of the infrastructure that contributes to the public safety of the City's streets. The City maintains 165 signalized intersections and 3,300 signal heads. This item provides the equipment necessary to proactively maintain the City's traffic signal equipment. Additional one-time funds of $140,000 are needed for a bucket truck and four laptops for remote access and programming. $25,000
7 Trash, Traffic,
Trees
This item improves the public safety and aesthetic appeal of streets, parks and City facilities:
- Resurfacing and re-striping parking lots and drives ($440,000 annually with a 10-year life cycle). There is currently no budget for this item
- Staffing a full time pothole filling crew to proactively repair potholes on City streets (1FTE and 1PTE, no equipment, $180,000)
- Clearly Delineate Vehicle and Pedestrian Rights of Way by employing a full time Roadway restriping /marking crew. This item includes replacement of striping machine and 1 FTE. Current machine can only be used 1 month per year ($32,000 annual and $370,000 one time). $216,000 - $782,500
8 Resources,
Services,
Maintenance
Additional staff resources and costs needed to address deferred maintenance CityWide. With additional City projects and an expansion of the services currently provided, additional staffing and operational resources will be needed. Resources will be used to support vehicle and equipment maintenance and replacement CityWide.
$750,000 - $1,500,000
$4,242,560 - $6,391,972
Potential Local Funding Options
Surviving would increase annual revenue by approximately $14 million. The list does not account for Infrastructure, One-Time Costs to implement new services, or the structural budget gap ($8M in FY2021/22) To maintain the essential services the City provides and address the community’s priorities, a locally controlled source of revenue is being considered. This list are options that can be accomplished with additional resources. We are continuing to engage the community on their needs and priorities for the City.

Attachment "1"
99 Item10.

Potential Scenario: Stabilizing 3/4 Cent
Estimated Annual Increase in Revenue = $21 Million
# Category Outcome Annual Range
1 Crime,
Crashes,
Community
State law requires certain minimum animal control services, which is currently provided by the San Diego Humane Society (“SDHS”). The SDHS contributes to the community's public safety and helps keep the City's streets clean. Funding is needed to maintain the full animal services contract with the Humane Society & anticipated annual increases.

Same $1,000,000 - $1,500,000
2 Crime,
Crashes,
Community
Hire 10 to 20 Police Officers to at least return to pre-2008 staffing numbers of 170 Police Officers; adequately staff Dispatch; provide community outreach
-Increase Crimes of Property Detectives to accommodate increases in property crime -Increase Traffic Division by 2 officers to primarily focus on night time DUI enforcement -Increase Dispatch staffing levels by 5
-Maintain community outreach and partnership events (Coffee with a Cop, Shop with a Cop, parades, etc.)
-Maintain equipment & training goals
↑
$2,661,840 - $4,783,680
3 Crime,
Crashes,
Community
Expand Criminal Intelligence Unit staffing to increase crime data analysis to develop actionable information for COPPS Unit.
-Share data driven information with patrol officers in high-risk areas -Deploy software programs to increase efficiency
-Provide actionable criminal intelligence to the COPPS Unit to reduce repeat offenders -Continue efforts to strategically address crime in the downtown and business areas -Continue focusing on quality of life issues
-NEW: Expand staffing to increase crime data analysis
-NEW: Develop actionable information for COPPS Unit
↑
$521,000
4 Crime,
Crashes,
Community
Expand public education campaign
-Increase crime prevention education with community members -Establish Crime Prevention Through Environmental Design (CEPTD) with the community -Educate community members on how to connect with the Police Department -Attend neighborhood meetings
-Engage in dialogue to enhance community-based crime reduction efforts NEW $118,000
5 Crime,
Crashes,
Community
Provide appropriate support services to the community
-Increase transparency
-Meet public records request demand
-Increase Records Division staff members
-Provide Property and Evidence management at adequate staffing levels based on best practices NEW $317,000
Attachment "1"
100
Item10.

Potential Scenario: Stabilizing 3/4 Cent
Estimated Annual Increase in Revenue = $21 Million
# Category Outcome Annual Range
6 Community
Safety,
Prevent,
Response &
Recovery
(CPR)
To build capacity to meet the increasing demands of the community, funds will be used to invest in current staff and:
-Add support staff: EMS Chief, Nurse Educator, Training Captain, Administrative Assistant, Management Analyst. Additional part-time staff will be used to assist with large projects, EOC maintenance, CERT program.
-Upgrade EOC technology to assist with emergency response efforts. -Additional two dispatch staff members to handle increased workload and time with tiered dispatch. -Tools, equipment and safety gear are replaced on schedule. -Use new technology/software to create or mine new data to drive decisions. -Apparatus replacement plan fully funded.
-Vehicles are replaced on schedule to avoid critical failure. -Facility maintenance regularly conducted on schedule, training tower refurbished, failing appliances replaced, mattresses and furniture replaced.
↑
$1,850,000 - $4,338,000
7 Community
Safety,
Prevent,
Response &
Recovery
(CPR)
Fire Prevention Bureau: Enhanced training and professional development. Additional technology and equipment to improve productivity. Fire Prevention Bureau administrative assistant added to handle clerical tasks. Increased capacity for more inspections.

NEW $100,000 - $200,000
8 Events,
Engagement,
Enrichment
Creation of dedicated community outreach/engagement team and strategy to ramp up outreach and engagement which would help connect with the community to touch base and measure progress on addressing priority issues and satisfaction levels. Conduct an annual community survey. *Community Outreach position, Marketing Director, Bilingual PIO, Graphics tech, DMS tech, admin.

Customized engagement platform/software licenses (this would include a centralized dashboard for data collection, tracking, and additional services like texting, robo calling, virtual idea boards, etc.), Consultant Services for topic specific campaigns, meeting planning and facilitation, ad hoc surveys, etc.

NEW $550,000 - $750,000
9 Events,
Engagement,
Enrichment
Community Events: Funds set aside to support community events to offer reduction in fees, offset City costs and support local community events. The volunteer program, City-run events, and private special event expansion supports more positive activities in areas throughout the City which drives out negative activities. Resources would provide an increase in services and support for community events:

Volunteer Events, Cruisin' Grand, Christmas Parade, 4th of July Event, Street Fair, Tournaments NEW $215,000 - $325,000
Attachment "1"
101
Item10.

Potential Scenario: Stabilizing 3/4 Cent
Estimated Annual Increase in Revenue = $21 Million
# Category Outcome Annual Range
10 Events,
Engagement,
Enrichment
Expand Library programs & services: Library programs help support literacy, job searching, workforce development, and extended learning opportunities that support solutions to homelessness. Increase to Library supplies, presenters, staff hours for bilingual and increase in programs. Increase the Collection budget and operate a bookmobile to reach the full community.

NEW $150,000 - $624,000
11 Parks, Pools,
Programs
Aquatics: Washington Park Pool would remain open with current capacity for rentals and aquatics programs that recover all direct program costs. HSs have a place to practice and compete in water polo; allows WA Park to stay open at full capacity with the addition of staff: 1 Pool Manager, 5 Lifeguards/WSI/Head Guards, Increase temporary part-time staff to (6) 1000 Hr Maintenance Specialist
NEW $125,000 - $235,000
12 Parks, Pools,
Programs
PACC (Senior Center) - Adding capacity & resources to the Senior Center & Nutrition Program will allow us to serve more seniors who are at a high risk for homelessness thus helping with homelessness prevention. Add staff (2 FTE) to allow for more direct services in the form of classes and activities as well as the coordination of the partner organizations to provide services; Bilingual programs run by staff.

NEW $57,600 - $112,600
13 Parks, Pools,
Programs
Queen Califia: increasing staff for Queen Califia promotes tourism and contributes to the local economy and also deters vandalism. Hire a Temp staff to expand the hours beyond the current 2-3 days per week. Hire full time docent for increased operational hours for the public to visit. 1 FT Coordinator
NEW $85,000
14 Parks, Pools,
Programs
Deferred Park Maintenance. Increase staff and equipment to address deferred park maintenance and increase services:
-Restore Pest Control
-Add Parks Tree Crew
-Create a Sports Turf Renovation Program
-Restore contractual support for pest control, playgrounds, GSOB, power washing, and parking lot sweeping
-Increase in landscape materials to annually aerate, overseed, and top dress sports fields -Playground Renovation Rotated yearly & complete ballfield renovation rotated annually -Create a proactive maintenance and replacement schedule for park amenities. -Absorb maintenance responsibility for the Escondido Creek Trail. *Additional staffing provides more eyes on the parks which facilitates intervention opportunities with PD and service providers before they escalate.
*Well-maintained recreational assets such as parks attract businesses and new residents – sports tourism.

NEW $1,000,000 - $1,992,000
Attachment "1"
102
Item10.

Potential Scenario: Stabilizing 3/4 Cent
Estimated Annual Increase in Revenue = $21 Million
# Category Outcome Annual Range
15 Pipes,
Pavement,
Projects
Permitting/Plan Review software: Improve systems for best user (internal and external) functionality/experience to create the most effective experience. One-time cost for initial software design and hardware (touchscreen monitors and/or tablets); Ongoing costs include 2.5 FTEs (1.5 IS;

0.5 Planning/Com Dev; 0.5 Engineering)
NEW $300,000
16 Pipes,
Pavement,
Projects
Development Process Improvements and Processing Guide - Business Analyst position designed to focus on process streamlining, preparing and updating guidelines for submission, and processing of development applications. The position would also assist in coordinating in-person and electronic process improvements as we move toward a paperless work environment.

NEW $180,000
17 Pipes,
Pavement,
Projects
Carrying costs (or the cost to finance a project over time) are estimated at 30% of a development project cost. Right sizing staff to meet demand expedites the development process and allows a more hands-on approach with each applicant by cooperatively developing solutions to plan review comments. This hands-on approach is expected to reduce plan review turn-around times by 2-weeks per cycle (30%) and eliminate one review cycle from the entitlement process (2 FTE for Engineering) thereby making development in the City more cost effective.

NEW $640,000 - $768,000
18 Trash,
Traffic, Trees
Required Mandate: In order to comply with the Regional Water Quality Control Board's trash mandate, trash capture devices will be required to be installed and maintained on over 1,000 inlets Citywide. The anticipated cost to install and maintain devices is $760,000/yr. with $300,000 already budgeted. The elimination of trash within the storm drain system (and eventually our creeks) contributes to the priority of keeping areas clean and attractive to businesses and protects the City's infrastructure.

Same $552,000
19 Trash,
Traffic, Trees
Traffic signals are an integral part of the infrastructure that contributes to the public safety of the City's streets. The City maintains 165 signalized intersections and 3,300 signal heads. This item provides resources for ongoing traffic signal equipment replacement including cameras and battery back-ups.

Annual cost for replacement of battery back-up, cameras and signal heads $6k/yr./signal. ↑ $990,000 - $1,118,000
20 Trash,
Traffic, Trees
This item improves the public safety and aesthetic appeal of streets, parks and City facilities:
-Resurfacing and re-striping parking lots and drives ($440,000 annually with a 10-year life cycle).

There is currently no budget for this item
-Staffing a full time potholing filling crew to proactively repair potholes on City streets (1FTE and 1PTE, no equipment, $180,000)
-Clearly delineate vehicle and pedestrian rights of way by employing a full time roadway restriping /marking crew. This item includes replacement of striping machine and 1 FTE. Current machine can only be used 1 month per year ($32,000 annual and $370,000 one time).

Same $216,000 - $782,400
Attachment "1"
103
Item10.

Potential Scenario: Stabilizing 3/4 Cent
Estimated Annual Increase in Revenue = $21 Million
# Category Outcome Annual Range
21 Trash,
Traffic, Trees
Improve tree canopy and walkability through 1) planting 200 trees per year and removing stumps at 100 locations/year. (1 FTE, 1 PTE and 1 tree truck. $1,700/tree to remove/stump grind, $3,600 for sidewalk repair) ($820,000), and 2) Designating a crew to grind and repair sidewalk lifts (500 lifts is the current reported backlog) ($280,000).

NEW $750,000 - $900,000
22 Resources,
Services,
Maintenance
Additional staff resources and costs needed to address deferred maintenance CityWide. With additional City projects and an expansion of the services currently provided, additional staffing and operational resources will be needed. Resources will be used to support vehicle and equipment maintenance and replacement CityWide. Additional resources are also required to meet future CARB regulations.
↑
$750,000 - $3,000,000
23 Resources,
Services,
Maintenance
Deferred Facility Maintenance: There are 139 City-owned facilities that require ongoing maintenance & resources. Staff are responsible for maintaining the cleanliness of these facilities and contribute to the efforts to address homelessness and assist with graffiti removal on public facilities. Well-maintained recreational assets discourage littering, vandalism, gang activity, and graffiti by encouraging community pride of ownership. This item would return the department to pre-recession Custodial staffing levels to provide appropriate services to City facilities and cleaning park and public facility restrooms more frequently, perform scheduled maintenance on HVAC systems, elevators, fire systems, security systems, roll-up doors, back flow devices, back-up generators, pest control, and oversee special projects for different departments. Possible minor City facility improvements: Upgrade City facility bathrooms, ADA requirements to City facilities, Modernize City facilities, roof repairs.

NEW $900,000 - $3,540,000
Potential Local Funding Options
To maintain the essential services the City provides and address the community’s priorities, a locally controlled source of revenue is being considered. This list are options that can be accomplished with additional resources. We are continuing to engage the community on their needs and priorities for the City.

Stabilizing would increase annual revenue by approximately $21 million. The list does not account for Infrastructure, One-Time Costs to implement new services, or the structural budget gap ($8M in FY2021/22) $14,028,440 - $27,111,680 Attachment "1"
104
Item10.

Potential Scenario: Thriving 1 Cent
Estimated Annual Increase in Revenue = $28 Million
# Category Outcome Annual Range
1 Crime,
Crashes,
Community
State law requires certain minimum animal control services, which is currently provided by the San Diego Humane Society (“SDHS”). The SDHS contributes to the community's public safety and helps keep the City's streets clean. Funding is needed to maintain the full animal services contract with the Humane Society & anticipated annual increases.

Same $1,000,000 - $1,500,000
2 Crime,
Crashes,
Community
Hire 25-35 Police Officers to reach median per capita staffing levels for San Diego County, bringing the total number of Police Officers to 195. Increase Dispatchers to meet safety and community needs -Increase Traffic Division to 10 officers, allowing for traffic enforcement 16-18 hours each day, and educate the community on traffic safety
-Increase Detectives to accommodate increases in various types of crime -Increase community outreach and partnership events (Coffee with a Cop, Shop with a Cop, parades, etc.) -Educate the community on safety, crime prevention, and quality of life issues -NEW: Create a Street Team as a branch of the COPPS Division that will work on criminal intelligence produced by the Real-time Crime Center
-NEW: Staff every Patrol Beat with an Officer allowing for proactive patrol of neighborhoods and businesses
-NEW: Increase Dispatch staffing levels to 34 allowing for adequate coverage and Next-Gen regional plans ↑
$5,844,600 - $8,161,260
3 Crime,
Crashes,
Community
Establish a fully operational Real-Time Crime Center
-Share data driven information with patrol officers in high-risk areas -Deploy software programs to increase efficiency
-Provide actionable criminal intelligence to the COPPS Unit to reduce repeat offenders -Continue efforts to strategically address crime in the downtown and business areas -Continue focusing on quality of life issues
- Expand staffing to increase crime data analysis
- Develop actionable information for COPPS Unit
- NEW: Develop actionable strategies through the Real-Time Crime Center - NEW: Combine multiple data sets, such as current collision trends and traffic complaints to PD and City Hall
- NEW: Review citizen concerns and tips received from PD and City Hall ↑
$500,000 - $875,000
Attachment "1"
105
Item10.

Potential Scenario: Thriving 1 Cent
Estimated Annual Increase in Revenue = $28 Million
# Category Outcome Annual Range
4 Crime,
Crashes,
Community
Improve Community Interaction, Outreach, and Education
-Engage in active dialogue with community via social media channels -Attend community events
-Provide public and safety education
-NEW: Expand youth partnership programs to elementary school age children -NEW: Hire a full-time PIO/Social Media representative assigned to PD and FD -NEW: Host English and Spanish Citizen Police Academy
-NEW: Establish ongoing crime prevention education, generally directed in response to trends ↑
$488,000
5 Community
Safety,
Prevent,
Response &
Recovery
(CPR)
Escondido Fire retains employees and attracts high caliber employees. -NEW: Add emergency response personnel to meet growing community emergency response needs. -NEW: Implement proactive community risk reduction and preventative community paramedicine. One medic squad (6 personnel).
-NEW: Secondary medical advice and care (telemedicine). -NEW: Three additional dispatch staff members. BLS ambulance. Secondary medical advice and care (telemedicine).
-NEW: Proactive and innovative tools, equipment and safety gear utilized. (IE replace gas powered tools with electric). Proactively innovate with new technology / software to create or mine new data to drive decisions
- Apparatus replacement plan fully funded. New vehicles necessary for a proactive community healthcare program and additional apparatus to meet growing community needs fully funded. ↑
$2,316,000 - $6,816,000
6 Community
Safety,
Prevent,
Response &
Recovery
(CPR)
Fire Prevention Bureau: Plans Examiner position added. Advanced training and professional development.

Inspectors/Investigators achieve state arson investigator and state code inspector certification. All businesses inspected annually. ↑
$150,000 - $250,000
Attachment "1"
106
Item10.

Potential Scenario: Thriving 1 Cent
Estimated Annual Increase in Revenue = $28 Million
# Category Outcome Annual Range
7 Events,
Engagement,
Enrichment
Creation of dedicated community outreach/engagement team and strategy. This would ramp up outreach and engagement which would help connect with the community to touch base and measure progress on addressing priority issues and satisfaction levels. Conduct an annual community survey. - Community Outreach position, Bilingual PIO, Marketing Manager, Graphics tech, DMS tech, admin. -Customized engagement platform/software licenses (this would include a centralized dashboard for data collection, tracking, and additional services like texting, robo calling, virtual idea boards, etc.), - Consultant Services for topic specific campaigns, meeting planning and facilitation, ad hoc surveys, etc.

Tailored marketing for Economic Development and Community Services. Refreshed branding (every 3-5 years).
↑
$600,000 - $960,000
8 Events,
Engagement,
Enrichment
Community Events: Funds set aside to support community events to offer reduction in fees, offset City costs and support local community events. Volunteer program, City-run, and private special event expansion supports more positive activities in areas throughout the City which drives out negative activities.

Offer city sponsored special events such as concerts in the park, Halloween carnival, possibly bring the Christmas Parade in-house. CS Supervisor II/III, 5-6 Temp staff.

Volunteer Program: Further expansion of the volunteer program including part-time staffing and greater program investment. Add Management Analyst I/II, 2 Temp staff ↑
$215,000 - $420,000
9 Events,
Engagement,
Enrichment
Expand Library programs & services: Library programs help support literacy, job searching, workforce development, and extended learning opportunities that support solutions to homelessness. Increase to Library supplies, presenters, staff hours for bilingual and increase in programs. Increase the Collection budget and operate a bookmobile to reach the full community. Expand literacy services to fully meet ESL and adult literacy needs. Install book vending machines and holds pickup lockers/book returns at two locations in community.
↑
$200,000 - $792,000
10 Parks, Pools,
Programs
Aquatics: Full Pool programming, plus expansion of services and activities at both pool locations. HSs have a place to practice and compete in water polo; allows WA Park to stay open at full capacity with the addition of staff. ↑
$300,000 - $600,000
Attachment "1"
107
Item10.

Potential Scenario: Thriving 1 Cent
Estimated Annual Increase in Revenue = $28 Million
# Category Outcome Annual Range
11 Parks, Pools,
Programs
PACC (Senior Center) - Adding capacity & resources to the Senior Center & Nutrition Program will allow us to serve more seniors who are at a high risk for homelessness thus helping with homelessness prevention.

Add staff (4 FTE), to allow for more direct services in the form of classes and activities as well as the coordination of the partner organizations to provide services; Bilingual programs run by staff. ↑ $120,000 - $250,000
12 Parks, Pools,
Programs
Queen Califia: Expand Queen Califia’s hours to multiple days per week, host special events, and sell merchandise. Hire full time docent and Temp staff for increased operational hours for the public to visit, support merchandise sales, and special events. 1 FT Coordinator, 1-2 Temp staff ↑ $100,000 - $120,000
13 Parks, Pools,
Programs
Deferred Park Maintenance. Increase staff and equipment to address deferred park maintenance and increase services:
-Restore Pest Control
-Add Parks Tree Crew
-Create a Sports Turf & Park Turf Renovation Program
-Restore contractual support for pest control, playgrounds, GSOB, power washing, parking lot sweeping, tree trimming and parking lot pavement rehabilitation
-Increase in landscape materials to annually aerate, oversee, and top dress sports fields -Playground Renovation rotated yearly & complete ballfield renovation rotated annually -Create a proactive maintenance and replacement schedule for park amenities. -Absorb maintenance responsibility for the Escondido Creek Trail. -NEW: Build & Maintain new parks and park assets, sports fields, skate parks, courts, bike parks, field lighting, dumpster enclosures, ballfield fencing, etc.
*Additional staffing provides more eyes on the parks which facilitates intervention opportunities with PD and service providers before they escalate.
*Well-maintained recreational assets such as parks attract businesses and new residents – sports tourism. ↑
$1,000,000 - $5,000,000
14 Pipes,
Pavement,
Projects
Permitting/Plan Review software: Improve systems for best user (internal and external) functionality/experience to create the most effective experience. One-time cost for initial software design and hardware (touchscreen monitors and/or tablets); Ongoing costs include 2.5 FTEs (1.5 IS; 0.5 Planning/Com Dev; 0.5 Engineering)
Same $300,000
Attachment "1"
108
Item10.

Potential Scenario: Thriving 1 Cent
Estimated Annual Increase in Revenue = $28 Million
# Category Outcome Annual Range
15 Pipes,
Pavement,
Projects
Development Process Improvements and Processing Guide - Business Analyst position designed to focus on process streamlining, preparing and updating guidelines for submission, and processing of development applications. The position would also assist in coordinating in-person and electronic process improvements as we move toward a paperless work environment.

Same $180,000
16 Pipes,
Pavement,
Projects
Carrying costs (or the cost to finance a project over time) are estimated at 30% of a development project cost. Right sizing staff to meet demand expedites the development process and allows a more hands-on approach with each applicant by cooperatively developing solutions to plan review comments. This hands- on approach is expected to reduce plan review turn-around times by 2-weeks per cycle (30%) and eliminate one review cycle from the entitlement process (2 FTE for Engineering) thereby making development in the City more cost effective.

Same $640,000 - $768,000
17 Pipes,
Pavement,
Projects
Addition of a Building Inspector to increase efficiency and reduce duration of construction phase. The additional inspector will be able to handle the large increase in inspection services anticipated in the coming years based on the increase in residential construction. Home-building has been going strong for several years, with close to 400 units permitted in 2021. Looking at projects currently in the pipeline, it is anticipated that 2022 will see more than 500 units permitted, with no slowdown on the horizon.

NEW $150,000
18 Pipes,
Pavement,
Projects
Add Development Project Coordinators (2 FTE) to improve the development applicant's experience by ensuring clear communication and removing barriers to development. Duties include monitoring project progress; maintaining active liaison with developers, consultants and contractors; coordinating project development activities with other City departments and outside agencies; and performing a variety of public and developer relations activities.

NEW $330,000 - $396,000
19 Pipes,
Pavement,
Projects
Guiding development of the overall vision for Escondido. Adding staff dedicated to Advance Planning would allow Current Planning staff (those who primarily process development projects submitted by the public) to focus on that work, becoming more efficient and effective in their review of such projects, resulting in a reduction of the number of review cycles for development projects from an average of three cycles to two, and cutting entitlement processing times by 25% or more. The need is exacerbated by the fact that state and federal programs are requiring more and more local-level implementation actions that pull staff away from focusing on development project processing. These implementation actions may be necessary to maintain compliance with various statutes where non-compliance could result in penalties from State agencies. Additionally, having certain long-range planning documents in-place and up-to-date will allow the City to compete for grants that we may otherwise not be eligible for. For instance, if the City could achieve a Prohousing Designation, we would have a greater chance of obtaining certain competitive infrastructure grants, or even be eligible for grants that we do not currently qualify for. Adding 1 Principal Planner, 3 Senior Planners, Two Associate Planners, and Development Technician to the overall Planning Division would allow the appropriate allocation of resources. The Advance Planning team would be also responsible for oversight and implementation of the General Plan update.

NEW $897,000 - $1,076,400
Attachment "1"
109
Item10.

Potential Scenario: Thriving 1 Cent
Estimated Annual Increase in Revenue = $28 Million
# Category Outcome Annual Range
20 Pipes,
Pavement,
Projects
Deferred Street Maintenance: The overall condition of pavement in the City is rated "fair" (63 out of 100) which is one of the lowest ranked in the County. Current budgets allow treatment of approximately 8% of the City's 740-lane-miles per year. Increasing the budget would increase resurfacing to 13% of the City's streets, raising the PCI to good condition (70+) and supporting maintenance of 1/8th of the City's streets each year.

NEW $3,500,000 - $4,200,000
21 Pipes,
Pavement,
Projects
The City has 13-miles of alleys some of which are paved and others are unpaved. The current pavement program budget is inadequate to upgrade alleys. This project enables improvement of public alleys at a cost of $27.2-million with a 20-year life and their ongoing maintenance.

NEW $1,360,000 - $1,632,000
21 Trash, Traffic,
Trees
Required Mandate: In order to comply with the Regional Water Quality Control Board's trash mandate, trash capture devices will be required to be installed and maintained on over 1,000 inlets Citywide. The anticipated cost to install and maintain devices is $760,000/yr. with $300,000 already budgeted. The elimination of trash within the storm drain system (and eventually our creeks) contributes to the priority of keeping areas clean and attractive to businesses and protects the City's infrastructure.

Same $552,000
22 Trash, Traffic,
Trees
Implement key traffic safety and congestion relief strategies including:
-NEW: Crash deterrence through upgraded signal equipment to extend red signal when vehicles are in conflict zone. Upgrade detection to radar cameras, $20,000 per signal and 5-year life ($660,000), -NEW: Implement a robust traffic calming program. Calm traffic with sidewalk medians islands, chicanes, and chokers ($400,000),
-NEW: Add a traffic management center operator to respond to incidents and coordinate signal corridors Citywide ($235,000), and
-NEW: Maintain a wireless broadband system at each traffic signal to support connected vehicles and maintain communication with traffic signals. The system would allow monitoring of signals operations, including receiving alarms for failing detection systems and assessment of signal efficiency to support ongoing congestion reduction.
-NEW: Ongoing traffic signal equipment replacement including cameras and battery back-ups. Annual cost for replacement of battery back-up, cameras and signal heads $6k/yr./signal.

I FTE Network Engineer. ½ FTE Electrician. Radio replacement at $2,000/each 5 yr. life. ↑
$990,000 - $1,118,000
Attachment "1"
110
Item10.

Potential Scenario: Thriving 1 Cent
Estimated Annual Increase in Revenue = $28 Million
# Category Outcome Annual Range
23 Trash, Traffic,
Trees
This item improves the public safety and aesthetic appeal of streets, parks and City facilities:
-Resurfacing and re-striping parking lots and drives ($440,000 annually with a 10-year life cycle). There is currently no budget for this item
-Staffing a full time pothole filling crew to proactively repair potholes on City streets (1FTE and 1PTE, no equipment, $180,000)
-Clearly delineate vehicle and pedestrian rights of way by employing a full time roadway restriping /marking crew. This item includes replacement of striping machine and 1 FTE. Current machine can only be used 1 month per year ($32,000 annual and $370,000 one time).

Same $216,000 - $782,400
24 Trash, Traffic,
Trees
Improve tree canopy and walkability through 1) planting 200 trees per year and removing stumps at 100 locations/year. (1 FTE, 1 PTE and 1 tree truck. $1,700/tree to remove/stump grind, $3,600 for sidewalk repair) ($820,000), and 2) Designating a crew to grind and repair sidewalk lifts (500 lifts is the current reported backlog) ($280,000).

Same $750,000 - $900,000
25 Trash, Traffic,
Trees
Complete strategies proposed in the Climate Action Plan designed to meet greenhouse gas emission targets including: 1) Partner with a private entity to install EV Charging Stations PAFH (30 stations) and in park and rides (281 stations). 2) Operate two electric vehicle shuttles with 10min headways during peak hr. $100/hour estimated operating costs, $150,000 per year per shuttle, and 3) Plant 1,347 trees NEW $860,000 - $1,032,000
26 Resources,
Services,
Maintenance
Additional staff resources and costs needed to address deferred maintenance CityWide. With additional City projects and an expansion of the services currently provided, additional staffing and operational resources will be needed. Resources will be used to support vehicle and equipment maintenance and replacement CityWide. Additional resources are also required to meet future CARB regulations. ↑ $1,000,000 - $5,000,000
27 Resources,
Services,
Maintenance
Deferred Facility Maintenance: There are 139 City-owned facilities that require ongoing maintenance & resources. Staff are responsible for maintaining the cleanliness of these facilities and contribute to the efforts to address homelessness and assist with graffiti removal on public facilities. Well-maintained recreational assets discourage littering, vandalism, gang activity, and graffiti by encouraging community pride of ownership. This item would return the department to pre-recession Custodial staffing levels to provide appropriate services to City facilities and cleaning park and public facility restrooms more frequently and add additional maintenance staff: (2) Plumbers, (1) Painter, (2) Drywallers, (3) Lead Maintenance Tech’s, (1) Electrician, (1) Carpenter. This would allow proactive maintenance; provide resources for CPTED facility upgrades such as LED lighting to reduce shadows and areas for homeless to hide; and increased capacity in staffing allows for the opportunity to support the building of new structures and expanding existing facilities - Senior services (hubs)
↑
$1,200,000 - $7,850,000
Attachment "1"
111
Item10.

Potential Scenario: Thriving 1 Cent
Estimated Annual Increase in Revenue = $28 Million
# Category Outcome Annual Range
28 Resources,
Services,
Maintenance
Grant funds are available from Federal, State, County and other sources to provide additional funds that address the Community's priorities and CityWide goals. Resources are needed to add staff positions (4) to create a team devoted to seeking and applying for grant opportunities as well as new positions for project management.

NEW $420,000 - $750,000
29 Resources,
Services,
Maintenance
First-time homebuyer loans: Increase opportunities for affordable home-ownership. Would allow up 5 loans of $100K annually; Funds to be repaid over time so this investment has minimal long-term cost. This can be looked at as seed money that will be recouped, and initial annual investments can be recirculated once loans are paid back.

NEW $600,000 - $900,000
30 Resources,
Services,
Maintenance
Create a Homeless Services Division to lead all strategies, programs and initiatives related to homelessness. Resources needed to use evidence-based practice research, community input and consumer feedback, to implement data-driven solutions to prevent, reduce and end homelessness.

NEW $500,000 - $4,000,000
31 Resources,
Services,
Maintenance
Economic Development: Expand staff and resources to support economic growth, attract new businesses in targeted industries, and partner with regional economic developers. Conduct business expansion, attraction and retention efforts to promote a robust economy. Invest in "Visit Escondido" to promote tourism.

NEW $250,000 - $1,000,000
Potential Local Funding Options
To maintain the essential services the City provides and address the community’s priorities, a locally controlled source of revenue is being considered. This list are options that can be accomplished with additional resources. We are continuing to engage the community on their needs and priorities for the City.

Thriving would increase annual revenue by approximately $28 million. The list does not account for Infrastructure, One-Time Costs to implement new services, or the structural budget gap ($8M in FY2021/22) $14,028,440 - $27,111,680
Attachment "1"
112
Item10.

Infrastructure Projects
# Department Project Project Cost
1 Community Services Build new Multi-use, Multigenerational Community Center/Library/Service Hub. New Center: 1 CS Supervisor II/III, 1 Recreation Coordinator, 6 Recreation Leader II (recreation staff only, not including library or BM) $50,000,000 2 Community Services
Mountain View Park Historic Property Restoration: This project will restore the historic Field House property located at Mountain View Park to arrest the damage that decades of deferred maintenance have caused and transform the space into an agricultural museum and event space that will celebrate and educate current and future visitors about the history and agricultural roots of historic Escondido.
$1,250,000
3 Community Services
The Kit Carson Amphitheater is a hidden gem within the City of Escondido’s Kit Carson Park. This full-service performance venue boasts a beautiful outdoor setting and is conveniently located near Westfield North County Mall, restaurants, public transportation and the 15 freeway. Improving the 42,000 square foot Amphitheater will create an opportunity to provide valuable community programs, services and activities that the City would otherwise not be able to provide. $1,500,000
4 Community Services
Daley Ranch Trail Alignment and Habitat Restoration Project: Daley Ranch is a 3,201-acre conservation area managed in perpetuity for the preservation of a biologically unique and diverse habitat area of regional importance. This project will dramatically improve trail alignment, restore habitat, and allow native flora and fauna to return to this area. $500,000
5 Engineering
Lining of Corrugated metal pipelines (Cat 1-4) CityWide to avoid rusting and sinkholes. Condition assessment estimate cost at $40-M @ 20 yr. life. Curren budget include approximately $900,000 per year toward this effort, so resulting shortfall is $22-million over 20-years
$22,000,000
6 Engineering Fix Top 20 Hot Spots Identified in the Local Roadway Safety Plan. Includes protected left turns at 10 locations, 2 signals, 1 roundabout, and 7 intersection improvements $12,000,000 7 Engineering
Centre City Parkway & Brotherton Signal: This project installs a new signal at Centre City Parkway and Brotherton Rd. to support closure of the left turn access from South Escondido Blvd. There have been numerous fatal accidents at this location, so this project will improve safety by eliminating left turn movement across this former State highway. $1,500,000
8 Engineering Escondido Gateway Improvements: The Escondido Gateway Improvements relieve congestion, calm traffic, and improve safety. Phase I: Gamble to Fig / $7-million and Phase II: Lincoln/Ash roundabout / $ 2-million $9,000,000 9 Engineering
Grand Avenue Vision Plan: The Grand Avenue Vision project will widen sidewalks through a road diet to accommodate outdoor dining and pedestrian activity in our historic downtown. Additional funding, in the amount of $6,000,000, would widen an additional block of sidewalk, build two traffic circles and add festoon lighting for two additional blocks to the project scope.
$6,000,000
10 Engineering Build 12 roundabouts. $2-million/each location $24,000,000 11 Engineering Install 2 MW of solar panels $3,000,000
12 Engineering Safe Routes to School Improvements. Fill sidewalk gaps and build green corridors near schools on Citrus, Rose, Ash and Redwood. 2.75-miles of sidewalk gaps within walkshed of Hidden Valley MS, Rose Elem, Rincon M.S., Felicita Elem. $12,500,000 Attachment "1"
113
Item10.

Infrastructure Projects
# Department Project Project Cost
13 Engineering Midway Drainage Improvements. Remove Midway/Valley area from floodplain (Goldenrod, Fern, Erica, Daisy & Maywood). Hundreds of homes/businesses would no longer have to pay flood insurance and could improve property $34,000,000 14 Engineering Install 8.3-miles of sidewalk. Curb, gutter, and sidewalk only. No retaining walls. $2.5-million/mile $20,750,000 15 Engineering Install 30 miles of bike lanes. Slurry and re-stripe. No widening. $9,800,000 16 Engineering EV Charging Stations: 30 at PAFH and 281 in park and rides. Assumes stations at park and rides would be installed by private venture $300,000
17 Fire
Additional storage for vehicles and equipment at existing facilities. Add facilities before demand outpaces current services.

Investment in facilities to gain efficiencies and long-term costs savings: Covered parking with solar panels, conversion of carpeted floors to polished concrete.
$1,300,000
18 Library
Renovate current library; add study rooms and collaborative spaces with needed equipment; add computer lab; and replace FFE; Add 1-2 FTE positions for strategic services OR build new library either as a stand-alone or as part of a service hub model
14,000,000 -
$50,000,000
19 Library Add 2nd Library Location; Add ~15 FTE for up to 20,000 sq ft location $20,400,000 20 Library Mobile Van (bookmobile and outreach service) $100,000 21 Library Library Book vending machines (2 locations) $600,000 22 Planning General Plan Update, update every 10 years: Preparing a new GP will help us stay current and create a vision for the City's identity over time (current 20-yr cycle) $3,000,000 23 Planning / Parks 11th Avenue Park Master Plan: Enable construction of 11th Ave Park $300,000 24 Planning / Parks El Caballo Park Master Plan MND: Provide environmental clearance for existing El Caballo Park Master Plan $125,000 25 Planning / Parks Jesmond Dene Park Master Plan: Enable and streamline installation of improvements at Jesmond Dene Park $300,000 26 Planning / Parks Mountain View Park MasterPlan: Enable and streamline installation of improvements at Mountain View Park $300,000 27 Planning / Parks Rod McLeod Park MasterPlan: Enable and streamline installation of improvements at Rod McLeod Park $300,000 28 Planning / Parks Washington Park Master Plan: Enable and streamline installation of improvements at Washington Park $250,000 29 Planning / Parks Escondido Creek Trail Master Plan: Update/complete Creek Trail Master Plan and environmental review $300,000 30 Planning / Parks Kit Carson Park Master Plan: Update KCP Master Plan including environmental review (likely EIR) $500,000 31 Planning / Parks Update/Complete GDP Master Plan: Enable and streamline installation of improvements in Grape Day Park $300,000 $236,175,000
Attachment "1"
114
Item10.

Attachment "2"
115
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T ABLE OF C ONTENTS
Table of Contents. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . i List of Tables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iii List of Figures. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iv Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Motivation for Research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Overview of Methodology. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Organization of Report. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Disclaimer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 About True North . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Key Findings & Conclusions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Quality of Life & City Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Quality of Life. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Question 2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Changes to Improve Escondido . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Question 3 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Overall Performance Rating . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Question 4 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Initial Ballot Test . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Question 5 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Initial Support by Subgroups . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Reasons for Opposing Measure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Question 6 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Projects & Services. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 Question 7 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 Service Ratings by Initial Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Positive Arguments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 Question 8 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 Positive Arguments by Initial Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 Interim Ballot Test . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 Question 9 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 Support by Subgroups . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 Negative Arguments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 Question 10 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 Negative Arguments by Initial Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 Final Ballot Test . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Question 11 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Change in Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 Final Ballot Test at Lower Rate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 Question 12 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 Related Attitudes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 Economic Expectations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 Question 13 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 Fiscal Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 Question 14 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 Background & Demographics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 Questionnaire Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 Programming, Pre-Test & Translation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 Sample. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 Statistical Margin of Error . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 Recruiting & Data Collection. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 Attachment "2"
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Data Processing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 Rounding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 Questionnaire & Toplines. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35 Attachment "2"
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L IST OF T ABLES
Table 1 Demographic Breakdown of Support at Initial Ballot Test. . . . . . . . . . . . . . . . . . . . 13 Table 2 Top Projects & Services by Position at Initia l Ballot Test. . . . . . . . . . . . . . . . . . . . . 16 Table 3 Top Positive Arguments by Position at Initial Ballot Test . . . . . . . . . . . . . . . . . . . . 19 Table 4 Demographic Breakdown of Support at Interim Ballot Test . . . . . . . . . . . . . . . . . . 21 Table 5 Top Negative Arguments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Table 6 Demographic Breakdown of Support at Final Ballot Test . . . . . . . . . . . . . . . . . . . . 25 Table 7 Movement Between Initial & Final Ballot Test. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 Table 8 Demographics of Sample . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 Attachment "2"
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L IST OF F IGURES
Figure 1 Quality of Life . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Figure 2 Quality of Life by Years in Escondido, Overall Satisfaction, Child in Hsld & Homeowner Voter on File . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Figure 3 Quality of Life by Age, Gender & Council District. . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Figure 4 Changes to Improve City. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Figure 5 Overall Satisfaction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Figure 6 Overall Satisfaction by Years in Escondido, Child in Hsld, Homeowner on Voter File & Gender. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Figure 7 Overall Satisfaction by Age & Council District . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Figure 8 Initial Ballot Test by Duration of Measure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Figure 9 Reasons for not Supporting Measure. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Figure 10 Projects & Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 Figure 11 Positive Arguments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 Figure 12 Interim Ballot Test by Duration of Measure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 Figure 13 Negative Arguments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 Figure 14 Final Ballot Test by Duration of Measure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Figure 15 Final Ballot Test at One-Half Cent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 Figure 16 Opinion of Economy in 6 Months . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 Figure 17 Opinion of Economy in 6 Months by Party & Ag e. . . . . . . . . . . . . . . . . . . . . . . . . . 28 Figure 18 Fiscal Management Rating. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 Figure 19 Fiscal Management Rating by Party & Age . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 Figure 20 Fiscal Management Rating by Council District & Position Initial Ballot Test . . . . . . 30 Figure 21 Maximum Margin of Error Due to Sampling. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 Attachment "2"
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I NTRODUCTION
Nestled in the foothills of North County, the City of Escondido is a diverse community known for its rich history, small town-charm, vibrant downtown, world-class arts, and a progressive vision for its future. Established in 1888 and currently home to an estimated 151,038 residents 1, the City’s team of full-time and part-time employ ees provides a full suite of municipal services including police, fire, public works, water and wastewater utilities, planning, parks, and commu- nity services.

Over the past decade, the City of Escondido’s revenues have not kept pace with the growing costs associated with providing municipal services and facilities. Although the City has been pro- active in responding to this challenge by reducing its costs, deferring maintenance projects, cut- ting back on basic services where feasible, and through effective financial management practices, the practical reality is that existing revenues simply do not support the high quality services that residents have come to expect. The City is facing an $8,000,000 deficit in the next fiscal year that is expected to grow to $10,000,000 annually over the next five years. To provide the funding required to maintain and improve the quality of essential city services, the City of Escondido will need to establish a local revenue measure.

MOTIVATION FOR RESEARCH The primary purpose of this study was to produce an unbiased, statistically reliable evaluation of voters' interest in supporting a general sales tax measure to provide the funding noted above. Addi tionally, should the City decide to move for- ward with a revenue measure, the survey data can guide how best to structure the measure so it is consistent with the communit y's priorities and expressed n eeds. Specifically, the study was designed to:
• Gauge current, baseline support for enacting a local sales tax to ensure adequate funding for general municipal services;
• Identify the types of services voters are most interested in funding, should the measure pass;
• Expose voters to arguments in favor of, an d against, the proposed tax measure to assess how information affects support for the measure; and
• Estimate support for the measure once voters are presented with the types of information they will likely be exposed to during an election cycle.

It is important to note at the outset that voters’ opinions about tax measures are often some- what fluid, especially when the amount of information they initially have about a measure is lim- ited. How voters think and feel about a measure today may not be the same way they think and feel once they have had a chance to hear more information about the measure during the elec- tion cycle. Accordingly, to accurately assess the feasibility of establishing a sales tax increase to fund municipal services, it was importa nt that in addition to measuring current opinions about the measure (Question 5), the survey expose respon dents to the types of information voters are likely to encounter during an election cycle, including arguments in favor of (Question 8) and opposed to (Question 10) the measure, and gauge how this type of information ultimately impacts their voting decision (Questions 9 & 11).

1. Source: US Census April 1, 2020.

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OVERVIEW OF METHODOLOGY For a full discussion of the research methods and tech- niques used in this study, turn to Methodology on page 32. In brief, the survey was administered to a random sample of 1,022 voters in the City of Escondido who are likely to participate in the November 2022 election. The survey followed a mixed-method design that employed multiple recruiting methods (email, text, and telephone) and multiple data collection methods (telephone and online). Administered between May 19 and May 29, 2022, the average interview lasted 16 minutes.

ORGANIZATION OF REPORT This report is designed to me et the needs of readers who prefer a summary of the findings as well as those who are interested in the details of the results.

For those who seek an overview of the findings, the section titled Key Findings & Conclusions is for you. It provides a summary of the most important findings of the survey and a discussion of their implications. For the interested reader, this section is followed by a more detailed question- by-question discussion of the results from the survey by topic area (see Table of Contents), as well as a description of the methodology empl oyed for collecting and analyzing the data. The questionnaire used for the interviews is contained at the back of this report (see Questionnaire & Toplines on page 35).

ACKNOWLEDGMENTS True North thanks the City of Escondido for the opportunity to assist the City in this important effort. The collective expertise, local knowledge, and insight pro- vided by city staff and represen tatives improved the overall quality of the research presented here. A special thanks also to Catherine Lew and Rhonda Ammouri (Lew Edwards Group) for assisting in the design of the survey.

DISCLAIMER The statements and conclu sions in this report are those of the authors (Dr. Timothy McLarney and Richard Sarles) at True North Research, Inc. and not necessarily those of the City of Escondido. Any errors and omissions are the responsibility of the authors.

ABOUT TRUE NORTH True North is a full-service survey research firm that is dedicated to providing public agencies with a clear understanding of the values, perceptions, priorities, and concerns of their residents and voters. Through designing and implementing scientific surveys, focus groups, and one-on-one interviews as well as expert interpretation of the findings, True North helps its clients to move with confidence when making strategic decisions in a variety of areas—such as planning, policy evaluation, performance management, establishing fiscal priori- ties, passing revenue measures, and developing effective public information campaigns.

During their careers, Dr. McLarney and Mr. Sarl es have designed and conducted over 1,200 sur- vey research studies for public agencies, includ ing more than 400 revenue measure feasibility studies. Of the measures that have gone to ballot based on Dr. McLarney’s recommendation, 95% have been successful. In total, the research that Dr. McLarney has conducted has led to over $34 billion in voter-approved local revenue measures.

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K EY F INDINGS & C ONCLUSIONS
The bulk of this report is devot ed to conveying the details of th e study findings. In this section, however, we attempt to ‘see the forest through the trees’ and note how the collective results of the survey answer the key questi ons that motivated the research . The following conclusions are based on True North’s interpretations of the survey results and the firm’s collective experience conducting revenue measure studies for public agencies throughout the State.

Is it feasible to place a
local sales tax measure
on the November 2022
ballot?
Yes. Most Escondido voters have a positive opinion of the quality of life in the city, and they value the servi ces they receive from the City of Escondido while also seeing opportunities for improvements. Together, these sentiments translate into solid natural support (ranging between 62% to 68%) for establishing a one cent sales tax to provide funding for general city services such as polic e patrols and crime prevention, fire protection, paramedic, and 911 em ergency response, keeping streets, sidewalks, infrastructure, parks, and facilities safe, clean, and well-main- tained, addressing homelessness, traffic management, and other city services. The natural support levels fo r the measure tested in this study are well above the simple majority (50% +1) that is required for passage.

The results of this study suggest that if structur ed appropriately, focused on projects and services that voters identify as their priorities, and combined with effective public outreach/education and a solid inde- pendent campaign, the proposed sales tax measure has a good chance of passage if placed on the November 2022 ballot.

Having stated that a general sales tax measure is feasible, it is important to note that the measure’s prospects will be shaped by external factors and that a recommendation to place the measure on the November 2022 ballot comes with several qualifications and conditions. Indeed, although the results are promising, all revenue measures must overcome chal- lenges prior to being successful. The proposed measure is no exception.

The following paragraphs discuss some of the challenges and the next steps that True North recommends.

Which services do Escon-
dido voters view as pri-
orities?
A general tax is “any tax imposed for general governmental purposes” 2 and is distinguished from a special tax in that the funds raised by a gen- eral tax are not earmarked for a spec ific purpose(s). Thus, a general tax provides a municipality with a great deal of flexibility with respect to what is funded by the measure on a year-to-year basis.

Although the Escondido City Council would have the discretion to decide how to spend the revenues, the survey results indicate that voters are most interested in using the proceeds to fund public works, public safety, and address homelessness. S pecifically, voters most strongly

2. Section 1, Article XIIIC, California Constitution.

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Key Findings & Conclusions
True North Research, Inc. © 2022 4City of Escondido
. . . . . . . . . . . . . . . .
favored using measure proceeds to repair and maintain local streets, sidewalks and infrastructure (92% strongly or somewhat favor), keep parks and public areas safe, clean, and well-maintained (92%), provide quick responses to 911 emergencies (90%), provide fire protection and paramedic services (89%), clean up p iles of trash and litter that people dump along streets, sidewalks, and in public areas (89%), and address homelessness (88%).

Does the duration of the
measure strongly shape
voter support?
To assess how support for the measure may vary based on the duration of the measure, the survey employed a split-sample approach to test two options: until ended by voters and for 20 years. The overall sample of voters was split into two representati ve subsamples, with half receiving one version and half receiving the alternative. Consistent with the find- ings of other similar studies, this survey found that voters tend not to assign much weight to the duration of a measure in their decision calcu- lus. At the Initial Ballot Test, overall support for the sales tax measure was modestly lower for the measure that would last until ended by voters (62%) when compared to the measur e with a 20 year duration (68%).

However, this difference evaporated quickly as the interview proceeded, with support at the Final Ballot Test being 63% for a measure that would last until ended by voters, 64% for a measure that would extend for 20 years. At no point after the Initial Ballot Test was there a statistically sig- nificant difference in support fo r the proposed measure based on the duration.

How might a public
information campaign
affect support for the
proposed measure?
As noted in the body of this report , individuals’ opinions about revenue measures are often not rigid, especially when the amount of information presented to the public on a measure has been limited. Thus, in addition to measuring current support for the measure, one of the goals of this study was to explore how the introd uction of additional information about the measure may affect voters’ opinions about the proposal.

It is clear from the survey results that voters’ opinions about the pro- posed measures are somewhat sensitive to the nature, and amount, of information they have about the me asure. Information about the proj- ects and services that could be fun ded by the measure as well as argu- ments in favor of the measure were found by many voters to be compelling reasons to support the measure—effectively increasing sup- port for the measure to 67% at the Interim Ballot Test. That said, voters also exhibited some sensitivity to o pposition arguments, and there is a risk they could be swayed by divi sive and hyper-partisan campaigning during the November election cycle. Accordingly, one of the keys to building and sustaining support for a measure will be the presence of an effective, well-organized public outr each effort and a separate, indepen- dent campaign that focuses on the need for the measure as well as the many benefits that it will bring.

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Item10.

How might changes to
the economic or politi-
cal climate alter support
for the measure?
A survey is a snapshot in time—which means the results of this study and the conclusions noted above mu st be viewed in light of the current economic and political climates. On the one hand, this should provide some reassurances to the City of Escondido that a sales tax measure is feasible. Even with concerns regarding the pandemic, inflation, high gas prices, and the trajectory of the ec onomy, more than six-in-ten Escon- dido voters were supportive of the measure at every ballot test. Support for the proposed measure also appears to be quite resilient, as the sup- port levels found in the present su rvey were reasonably close to those found in a 2019 survey conducted for the City (prior to the pandemic). 3 On the other hand, the months leading up to the November 2022 elec- tion are likely to be punctuated wi th dramatic events on the public health, economic, and political fron ts. Exactly how these events unfold and may shape voters’ opinions remains to be seen. Should the economy and/or political climate improve, support for the measure could increase. Conversely, negative economic and/or political developments (including devolving into a hyper-pa rtisan environment), could dampen support for the measure below what was recorded in this study.

3. In October 2019 and in the absence of the pandemic, inflation, high gas prices, etc., support for a one-cent sales tax increase to fund general city services ranged between 65% to 70% among Escondido voters.

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Q UALITY OF L IFE & C ITY S ERVICES
The opening section of the survey was designed to gauge voters’ opinions regarding the City of Escondido’s performance in providing municipal services, as well as their perceptions of the quality of life in the City.

QUALITY OF LIFE At the outset of the interview, voters were asked to rate the quality of life in the City of Escondido using a five-point scal e of excellent, good, fair, poor, or very poor. As shown in Figure 1 below, six-in-ten voters shar ed favorable opinions of the quality of life in Escondido, with 5% reporting it is excellent an d 55% stating it is good. Approximately one-third (33%) of voters surveyed rated the quality of life in the City is fair, whereas about 6% used poor or very poor to describe the quality of life in Escondido.

Question 2 How would you rate the overall quality of life in Escondido? Would you say it is excellent, good, fair, poor or very poor?
FIGURE 1 QUALITY OF LIFE
Figures 2 and 3 show how ratings of the quality of life in Escondido varied across a range of subgroups.

Although the majority of nearly all subgroups provided
favorable quality of life ra tings, the most positive
assessments were provided by those who had lived in
Escondido less than 10 years, those satisfied with the
City’s overall performance in providing municipal ser-
vices, residents without ch ildren in their household,
home owners, seniors, males, and those living in Coun-
cil Districts 3 or 4.

FIGURE 2 QUALITY OF LIFE BY YEARS IN ESCONDIDO, OVERALL SATISFACTION, CHILD IN HSLD & HOMEOWNER VOTER

ON FILE
Not sure/Prefer
not to answer

0.7Very poor

1.6 Poor

4.8 Fair

32.7 Good

55.2 Excellent

4.9 7.0 0.7 5.2 4.8 6.1 3.2

66.8 26.9

49.6 58.5 59.6

49.3 5.12.36.3Excellent

4.4 65.0

50.8 51.8
Good

58.4 0
10 20
30 40
50 60
70 80
Less than 5 5 to 9 10 to 14 15 or more Satisfied Dissatisfied Yes No Yes No Years in Escondido (Q1) Overall Satisfaction (Q4) Child in Hsld (Q15) Homeowner on Voter File
% Respondents
Attachment "2"
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FIGURE 3 QUALITY OF LIFE BY AGE, GENDER & COUNCIL DISTRICT CHANGES TO IMPROVE ESCONDIDO The next question in this series asked voters to indicate the one thing that city government could change to make Escondido a better place to live, now and in the future. Question 3 was posed in an open-ended manner, allowing residents to mention any aspect or attribute that came to mind without being prompted by or restricted to a particular list of options. True North late r reviewed the verbatim responses and grouped them into the categories shown in Figure 4 on the next page.

Among specific changes desired, addressing homeless issues was the most common, mentioned by one-third (33%) of voters surveyed. Other top issues included improvi ng infrastructure, streets, and sidewalks (14%), im proving public safety (12%), cleaning up and beautifying the City/landscaping/removing graffiti (9%), and providing more affordable housing (7%). Eleven per- cent (11%) of respondents could not think of a desired change (9%) or reported that no changes are needed (2%) to make Escondido a better place to live.

9.5 5.9 4.0 2.4 2.5 7.0 7.3

64.8 60.1

50.4 39.9

55.7 61.6 57.2
Excellent

0.0 2.2 5.9 4.5
Good

49.7 53.556.3

47.3 0
10 20
30 40
50 60
70 80
18 to 29 30 to 39 40 to 49 50 to 64 65 or older Male Female One Two Three Four Age Gender Council District
% Respondents
Attachment "2"
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Question 3 If the city government could change one thing to make Escondido a better place to live now and in the future, what change would you like to see? FIGURE 4 CHANGES TO IMPROVE CITY
OVERALL PERFORMANCE RATING The final question in this series asked respondents to indicate if, overall, they were satisfied or dissatisfied with the job the City of Escondido is doing to provide city services. Because this question does not reference a specific program, facil- ity, or service and requested that the respondent consider the City’s performance in general, the findings of this question may be regarded as an overall performance rating for the City.

As shown in Figure 5 on the next page, two-th irds of Escondido voters surveyed indicated that they were satisfied with the City’s efforts to provide municipal services , with 14% saying they were very satisfied and 53% somewhat satisfied. Approximately 25% reported that they were dis- satisfied with the City’s overall performance, and 8% were unsure or unwilling to state their opin- ion. For the interested reader, figures 6 an d 7 display how the percentage of respondents satisfied with the City’s overall performance varied across several demographic subgroups.

32.5 13.9

12.1 9.3

9.3 6.6

4.9 4.7

4.6 3.3

3.3 2.8

2.6 2.4

2.2 2.2

2.0 2.0

1.8 1.8

1.7 2.9

3.4 0 5 10 15 20 25 30 35
Address homeless issues
Improve infrastructure, streets, sidewalks
Improve public safety
Clean-up, beautify City, landscape, graffiti
Not sure / Cannot think of anything specific
Provide more affordable housing
Improve, parks, recreation
Improve, maintain downtown area, Grand Ave, more walkable Reduce traffic congestion
Enforce traffic laws
Attract more high-end dining options
Less residential density, high rise apartments, condos
Provide more police presence, support police, funding
Provide more community events, activities for all ages
Improve schools, education
Improve local economy, job opportunities
No changes needed / Everything is fine
Address parking issues
Renovate, repurpose old, empty buildings
Attract, support small businesses
Enforce city codes
Improve environmental efforts, preparedness
Reduce taxes, fees
% Respondents
Attachment "2"
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Item10.

Question 4 Generally speaking, are you satisfied or diss atisfied with the job the City of Escon- dido is doing to provide city services?
FIGURE 5 OVERALL SATISFACTION
FIGURE 6 OVERALL SATISFACTION BY YEARS IN ESCONDIDO, CHILD IN HSLD, HOMEOWNER ON VOTER FILE & GENDER Very satisfied

14.0 Somewhat
satisfied

53.4 Somewhat
dissatisfied

18.0 Very
dissatisfied

6.7 Not sure

7.3 Prefer not to
answer

0.6 12.8 14.7 14.9 12.8 16.5 11.5

51.7 53.9 59.3

45.4 56.3

50.5 Ver y
satisfied

20.4 16.5 8.7 12.3
Smwt
satisfied

50.7 52.161.0

55.9 0
10 20
30 40
50 60
70 80
90 100
Less than 5 5 to 9 10 to 14 15 or more Yes No Yes No Male Female Years in Escondido (Q1) Child in Hsld (Q15) Homeowner on Voter File
Gender
% Respondents
Attachment "2"
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FIGURE 7 OVERALL SATISFACTION BY AGE & COUNCIL DISTRICT

20.5 10.0 12.7 16.4 15.6

56.1 48.8

54.1 53.4 54.7

13.617.3

7.9 Ver y
satisfied

7.4 55.6

56.4 53.3
Smwt
satisfied

44.3 0
10 20
30 40
50 60
70 80
90 100
18 to 29 30 to 39 40 to 49 50 to 64 65 or older One Two Three Four Age Council District
% Respondents
Attachment "2"
130
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I NITIAL B ALLOT T EST
The primary research objective of this survey was to estimate voters’ support for establishing a one-cent sales tax to provide funding for general city services in the City of Escondido, such as police patrols and crime preventi on, fire protection, paramedic, and 911 emergency response, keeping streets, sidewalks, infrastructure, parks, and facilities safe, clean, and well-maintained, addressing homelessness, traffic management, and other city services. To this end, Question 5 was designed to take an early assessment of voters’ support for the proposed measure.

The motivation for placing Question 5 near the front of the survey is twofold. First, voter support for a measure can often depend on the amount of information th ey have about a measure. At this point in the survey, the respondent has not been provided inform ation about the proposed measure beyond what is presented in the ballot la nguage. This situation is analogous to a voter casting a ballot with limited knowledge about the measure, such as what might occur in the absence of an effective campaign. Question 5, also known as the Initial Ballot Test, is thus a good measure of voter support for the proposed measure as it is today, on the natural. Because the Initial Ballot Test provides a gauge of natural support for the measure, it also serves a second purpose in that it provides a useful baseline fr om which to judge the impact of various informa- tion items conveyed later in the survey on voter support for the measure.

Question 5 Later this year, voters in Escondido may be asked to vote on a local ballot measure.

Let me read you a summary of the measure. To provide funding for general services in the City of Escondido, such as police patrols and crime prevention; fire protection, paramedic, and 9-1-1 emergency response; keeping streets, sidewalks, infrastructure, parks, and facilities safe, clean, and well-maintained; addressing homelessness, traffic management, and other city services; shall an ordinance establishing a one-cent sales tax be adopted, providing approximately 28 mil- lion dollars annually for general government use <<until ended by voters | for 20 years>>, with independent audits, citizen oversight, and all money locally controlled? If the election were held today, would you vote yes or no on this measure?
FIGURE 8 INITIAL BALLOT TEST BY DURATION OF MEASURE

10.6 13.8

14.9 10.0 6.4

31.930.7

36.131.7

12.7 0
10 20
30 40
50 60
70 80
90 100
Until ended by voters Duration of 20 years
Initial Ballot Test
% Respondents
Prefer not to
answer
Not sure
Definitely no
Probably no
Probably yes
Definitely yes
Attachment "2"
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To assess how support for the measure may vary based on the duration of the measure, the sur- vey used a split-sample approach to test two options: until ended by voters and for 20 years. The overall sample of voters was split into two representative subsamples, with half receiving one version and the other half receiving the alternative.

As shown in Figure 8 on the previous page, there was a modest difference in voters’ initial levels of support for the sales tax renewal measure based on the version tested. Among those who received a measure that would extend until end ed by voters, 62% supported the measure, 27% opposed, and 11% were unsure at the Initial Ballot Test. Voters who received the 20-year version were somewhat more supportive initially, with 68% indicating they would support the proposal, 26% opposed, and 7% unsure.

The support levels recorded at the Initial Ballot Test were 12% and 18% above the simple majority required for passage of a general tax under California law, depending on the version tested. The findings of this survey also suggest that voters’ opinions about the proposed measure have remained relatively stable over the past two year s, despite the pandemic and trends in inflation, gas prices, and other factors. Approximately 70% of likely November 2020 voters surveyed in October 2019 (prior to the pandemic) supported a similar sales tax measure (prior to the pan- demic).

INITIAL SUPPORT BY SUBGROUPS For the interested reader, Table 1 on the next page combines responses for the two tax durations and shows how support for the measure at the Ini- tial Ballot Test varied by key demographic traits . The blue column (Approximate % of Voter Uni- verse) indicates the percentage of the likely November 2022 electorate that each subgroup category comprises, whereas the green column (% Probably or Definitely Yes) conveys the level of support for the measure. The most striking pattern in the table is that support for the measure was widespread at the Initial Ballot Test, exceeding a simple majority in all identified subgroups with the exception of one: respondents who ra ted the City’s performance in managing its finances as poor or very poor.

Attachment "2"
132
Item10.

TABLE 1 DEMOGRAPHIC BREAKDOWN OF SUPPORT AT INITIAL BALLOT TEST Approximate %
of Voter
Universe
% Probably or
Definitely Yes % Not sure
Overall 100.0 65.2 8.2
Less than 5 16.7 66.7 11.0
5 to 9 16.6 77.2 5.2
10 to 14 8.3 61.7 10.1
15 or more 58.4 61.6 7.9
Satisfied 73.2 69.6 6.6
Dissatisfied 26.8 52.7 10.5
Yes 28.7 69.6 3.8
No 71.3 65.0 9.6
Better 9.5 80.7 5.3
About the same 35.7 74.3 7.6
Worse 54.8 55.6 9.2
Excellent, good 30.2 84.9 2.8
Fair 44.4 63.4 6.3
Poor, very poor 25.4 44.5 12.9
Democrat 37.1 72.5 9.0
Republican 35.1 56.4 7.7
Other / DTS 27.8 66.5 7.8
18 to 29 16.1 66.4 13.0
30 to 39 17.1 67.7 4.8
40 to 49 14.1 69.3 9.0
50 to 64 25.9 60.9 6.7
65 or older 26.7 64.8 8.5
Since Nov '18 11.8 73.8 6.6
Jun '12 to <Nov '18 24.8 64.3 10.3
Jun '06 to <Jun '12 11.2 59.7 5.7
Before Jun '06 52.2 64.8 8.1
Single dem 19.9 74.4 8.7
Dual dem 10.5 70.0 9.6
Single rep 14.2 58.4 5.6
Dual rep 13.3 58.9 7.9
Other 17.0 62.1 10.6
Mixed 25.1 65.1 7.1
Yes 57.8 64.0 7.6
No 42.2 66.8 9.0
Male 49.8 64.6 7.9
Female 50.2 65.9 8.5
One 13.6 70.5 5.1
Two 34.7 63.4 10.1
Three 21.0 70.9 5.8
Four 30.6 60.9 9.1
Yes 74.4 65.3 8.9
No 25.6 64.9 6.0
Yes 65.5 64.3 8.3
No 34.5 66.9 8.0
Years in Escondido (Q1)
Fiscal Management
Rating (Q14)
Registration Year
Homeowner on Voter File
Gender
Household Party Type
Age
Opinion of Economy in 6
Months (Q13)
Party
Overall Satisfaction (Q4)
Child in Hsld (Q15)
Likely to Vote by Mail
Likely Jun 2022 Voter
Council District
Attachment "2"
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REASONS FOR OPPOSING MEASURE Respondents who opposed the measure (or were unsure) at the Question 5 Initial Ballot Test were subsequently asked if there was a particular rea- son for their position. Question 6 was asked in an open-ended manner, allowing respondents to mention any reason that came to mind without be ing prompted by, or restricted to, a particular list of options. True North subsequently reviewed the verbatim responses and grouped them into the categories shown in Figure 9. Among spec ific reasons offered for not supporting the mea- sure or being unsure, a belief that taxes are already too high (41%) and the perception that city funds have been/will be mismanaged or misspent (30%) were the most common, followed by a need for more information (12%).

Question 6 Is there a particular reason why you do not support or are unsure about the mea- sure I just described?
FIGURE 9 REASONS FOR NOT SUPPORTING MEASURE

40.9 29.5

12.1 6.4

6.1 5.0

4.3 3.8

2.3 1.3

1.9 0 5 10 15 20 25 30 35 40 45
Taxes already too high
Money is misspent, mismanaged
Need more information
Other ways to be funded
Police do not need more money
Do not trust government
Other higher priorities in the city
Not sure / Cannot think of anything specific
City has enough money
Measure should have a sunset
Money will go to employees, union pensions, salaries
% Respondents Who Do Not Support Measure
Attachment "2"
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Item10.

P ROJECTS & S ERVICES
The ballot language presented in Question 5 indicated that the proposed measure would provide funding for general city services in the City of Escondido such as police patrols and crime pre- vention, fire protection, para medic, and 911 emergency respon se, keeping streets, sidewalks, infrastructure, parks, and facilities safe, clea n, and well-maintained, addressing homelessness, traffic management, and other city services. The purpose of Question 7 was to provide respon- dents with a full range of services that may be funded by the proposed measure, as well as iden- tify which of these services voters most favored funding with the proceeds of the measure.

After reading each service, respondents were as ked if they would favor or oppose spending some of the money on that particular item a ssuming that the measure passed. Descriptions of the services tested, as well as voters’ response s, are shown in Figure 10 below. The order in which the services were presented to respondent s was randomized to avoid a systematic posi- tion bias.

Question 7 The measure we've been discussing will provide funding for a variety of services in your community. If the measure passes, would you favor or oppose using some of the money to:
_____, or do you not have an opinion?
FIGURE 10 PROJECTS & SERVICES
Overall, the services that resonated with the la rgest percentage of resp ondents were repairing and maintaining local streets, sidewalks and infrastructure (92% strongly or somewhat favor), keeping parks and public areas safe, clean, and well-maintained (92%), providing quick responses to 911 emergencies (90%), providing fire protection and paramedic services (89%), cleaning up piles of trash and litter that people dump along streets, sidewalks, and in public areas (89%), and addressing homelessness (88%).

68.7 65.5

66.2 64.7

61.8 69.3

52.6 55.7

56.1 45.7

54.0 47.9

44.7 43.6

14.9 23.1

26.4 23.3

24.2 26.9

19.0 32.0

27.2 26.5

34.5 26.0

31.4 34.0

31.4 26.7
0 1 02 03 04 05 06 07 08 09 0 1 0 0
Repair and maintain local streets, sidewalks, and infrastructure Keep parks and public facilities safe, clean, and well-maintained Provide quick responses to 911 emergencies
Provide fire protection and paramedic services
Clean up piles of trash and litter that people dump along streets, sidewalks, and in public areas
Address homelessness
Promote economic development to retain local businesses, attract new employers, and attract good paying jobs to Escondido
Preserve natural open space and parkland
Provide police services, including neighborhood police patrols, investigations, and crime prevention
Remove graffiti
Improve environmental sustainability by planting more trees, improving energy efficiency, and using water more efficiently
Make improvements to reduce traffic congestion on city streets Provide programs for at-risk youth
Improve the City’s long-term financial stability
Reduce the City’s unfunded pension liability
Q7d Q7eQ7c Q7b Q7n Q7f Q7iQ7kQ7a Q7hQ7mQ7gQ7lQ7j2 Q7j1
% Respondents
Strongly favor Somewhat favor
Attachment "2"
135
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SERVICE RATINGS BY INITIAL SUPPORT Table 2 presents the top five services (show- ing the percentage of respondents who strongly favor each) by position at the Initial Ballot Test.

Not surprisingly, individuals who initially opposed the measure were generally less likely to favor spending money on a given service when compar ed with supporters. Nevertheless, initial sup- porters, opponents, and the undecided did agree on four of the top five priorities for funding.

TABLE 2 TOP PROJECTS & SERVICES BY POSITION AT INITIAL BALLOT TEST Position at
Initial Ballot
Test (Q5) Item Project or Service Summary
% Strongly
Favor
Q7f Address homelessness 78
Q7e Keep parks and public facilities safe, clean, and well-maintained 77 Q7d Repair and maintain local streets, sidewalks, and infrastructure 76 Q7c Provide quick responses to 911 emergencies 76
Q7b Provide fire protection and paramedic services 73
Q7d Repair and maintain local streets, sidewalks, and infrastructure 52 Q7f Address homelessness 52
Q7b Provide fire protection and paramedic services 48
Q7c Provide quick responses to 911 emergencies 47
Q7e Keep parks and public facilities safe, clean, and well-maintained 44 Q7d Repair and maintain local streets, sidewalks, and infrastructure 64 Q7f Address homelessness 58
Q7c Provide quick responses to 911 emergencies 56
Q7n Clean up piles of trash and litter that people dump along streets, sidewalks, and in public areas 56
Q7b Provide fire protection and paramedic services 53
Probably or
Definitely Yes
(n = 666)
Probably or
Definitely No
(n = 265)
Not Sure
(n = 84)
Attachment "2"
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P OSITIVE A RGUMENTS
If the City chooses to place a measure on an up coming ballot, voters will be exposed to various arguments about the measure in the ensuing months. Proponents of the measure will present arguments to try to persuade voters to support a measure, just as opponents may present argu- ments to achieve the opposite goal. For this study to be a reliable gauge of voter support for the proposed sales tax measure, it is important that the survey simulate the type of discussion and debate that will occur prior to the vote taking place and identify how this information ultimately shapes voters’ opinions about the measure.

The objective of Question 8 was thus to present respondents with arguments in favor of the pro- posed measure and identify whether they felt the arguments were convincing reasons to support it. Arguments in opposition to the measure were also presented and are discussed later in this report (see Negative Arguments on page 22). Within each series, specific arguments were admin- istered in random order to avoid a systematic position bias.

Question 8 What I'd like to do now is tell you what some people are saying about the measure we've been discussing. Supporters of the measure say: _____. Do you think this is a very convinc- ing, somewhat convincing, or not at all convincing reason to SUPPORT the measure? FIGURE 11 POSITIVE ARGUMENTS

39.7 38.2

36.7 34.2

31.8 33.4

29.3 32.9

27.1 34.2

28.8 29.0

33.3 31.3

32.7 34.5

33.9 32.1

35.9 31.0

36.5 27.3

32.4 29.4
0 1 02 03 04 05 06 07 08 09 0 1 0 0
Fast response times for 911 calls critical for saving lives; measure will ensure enough police, firefighters, dispatchers, paramedics to respond quickly to 911
Nearly all sales tax goes to State, County, SANDAG; measure will ensure Escondido has local control over local revenue for services residents expect deserve
Measure will allow City to keep up with repairs, maintenance to facilities, storm drains, streets, sidewalks; take care of it now or will be more expensive to repair in future
By keeping city safe, clean, well-maintained, measure will help protect property values, keep Escondido a great place to live
Measure will provide funding to avoid deep cuts in all service areas, police, fire, 911 response times, maintenance of streets, parks, public facilities, programs for youth, seniors
All money raised by measure will be used to fund essential services, facilities here in Escondido; by law, it can’t be taken away by State High quality parks and recreation programs help keep kids healthy, active, and away from drugs, gangs and crime
There will be a clear system of accountability incl independent citizen oversight, annual reports to community to ensure that money is spent properly
Measure will help fund economic development programs City needs to retain local businesses, attract new employers, good paying jobs to Escondido
Measure will provide funding to avoid deep cuts to public safety services, police, fire protection, paramedics, 911 response, closing a fire station City has done good job keeping costs down; deferred maintenance, cut back on services, kept small staff; still facing $8M deficit that is expected to grow to $10M annually over next 5 yrs
Measure will cost just 1 dollar for every $100 purchased, food, medicine, many other essential items are excluded from the tax
Q8cQ8gQ8eQ8fQ8k1Q8bQ8jQ8aQ8hQ8k2Q8iQ8d
% Respondents
Very convincing Somewhat convincing
Attachment "2"
137
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Figure 11 on the previous page presents the truncated positive arguments tested, as well as vot- ers’ reactions to the arguments. The arguments are ranked from most convincing to least con- vincing based on the percentage of respondents who indicated that the argument was either a ‘very convincing’ or ‘somewhat convincing’ reason to support the sales tax measure. Using this methodology, the most compelling positive arguments were: Fast emergency response times for 911 calls are critical for saving lives. This measure will ensure that we have enough police offi- cers, firefighters, dispatchers, and paramedics to respond quickly to 911 emergencies (73% very or somewhat convincing), Currently, nearly all of the sales tax generated locally goes to the State of California, the County of San Diego, or SAND AG. This measure will ensure that Escondido has local control over local revenue for the services residents expect and deserve (70%), and The funding raised by this measure will allow the City to keep up with basic repairs and maintenance to public facilities, storm drains, streets, and sidewalks. If we don't take care of it now, it will be a lot more expensive to repair in the future (69%).

POSITIVE ARGUMENTS BY INITIAL SUPPORT Table 3 on the next page lists the top five most convincing positive arguments (showing the percentage of respondents who cited it as very convincing) according to respondents’ vote ch oice at the Initial Ballot Test. The positive arguments resonated with a much higher percentage of voters initially inclined to support the measure compared with those who initially oppose d the measure or were unsure. Nevertheless, two arguments were ranked among the top five most compelling by all three groups.

Attachment "2"
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TABLE 3 TOP POSITIVE ARGUMENTS BY POSITION AT INITIAL BALLOT TEST Position at
Initial Ballot
Test (Q5) Item Positive Argument Summary
% Very
Convincing
Q8c Fast response times for 911 calls critical for saving lives; measure will ensure enough police, firefighters, dispatchers, paramedics to respond quickly to 911 52 Q8g Nearly all sales tax goes to State, County, SANDAG; measure will ensure Escondido has local control over local revenue for services residents expect deserve 51 Q8e
Measure will allow City to keep up with repairs, maintenance to facilities, storm drains, streets, sidewalks; take care of it now or will be more expensive to repair in future
48 Q8k2 Measure will provide funding to avoid deep cuts to public safety services, police, fire protection, paramedics, 911 response, closing a fire station 48 Q8f By keeping city safe, clean, well-maintained, measure will help protect property values, keep Escondido a great place to live 46
Q8e
Measure will allow City to keep up with repairs, maintenance to facilities, storm drains, streets, sidewalks; take care of it now or will be more expensive to repair in future
14 Q8c
Fast response times for 911 calls critical for saving lives; measure will ensure enough police, firefighters, dispatchers, paramedics to respond quickly to 911 12 Q8g Nearly all sales tax goes to State, County, SANDAG; measure will ensure Escondido has local control over local revenue for services residents expect deserve 11 Q8f By keeping city safe, clean, well-maintained, measure will help protect property values, keep Escondido a great place to live 9
Q8h Measure will help fund economic development programs City needs to retain local businesses, attract new employers, good paying jobs to Escondido 9 Q8c Fast response times for 911 calls critical for saving lives; measure will ensure enough police, firefighters, dispatchers, paramedics to respond quickly to 911 33 Q8k1
Measure will provide funding to avoid deep cuts in all service areas, police, fire, 911 response times, maintenance of streets, parks, public facilities, programs for youth, seniors
32 Q8g Nearly all sales tax goes to State, County, SANDAG; measure will ensure Escondido has local control over local revenue for services residents expect deserve 27 Q8a There will be a clear system of accountability incl independent citizen oversight, annual reports to community to ensure that money is spent properly 26 Q8h Measure will help fund economic development programs City needs to retain local businesses, attract new employers, good paying jobs to Escondido 25 Probably or
Definitely Yes
(n = 666)
Probably or
Definitely No
(n = 265)
Not Sure
(n = 84)
Attachment "2"
139
Item10.

I NTERIM B ALLOT T EST
After informing respondents about the services that could be funded by the measure as well as exposing them to positive arguments voters may encounter during an election cycle, the survey again presented respondents with the ballot language used previously to gauge how support for the proposed sales tax measure may have changed. As shown in Figure 12, at this point in the survey there was little difference in support base d on the duration of the measure. Two-thirds (67%) of voters at the Interim Ballot Test supported a measure that would extend until ended by voters, whereas 24% opposed and 10% were unsure or unwilling to share their opinion. Two- thirds (67%) of voters also supported a comparable measure that would last for 20 years, while 25% opposed and 8% were unsure or unwilling to share their opinion.

Question 9 Sometimes people change their mind about a measure once they have more infor- mation about it. Now that you have heard a bit more about the measure, let me read you a sum- mary of it again. To provide funding for general se rvices in the City of Escondido, such as police patrols and crime prevention; fire protection, paramedic, and 9-1-1 emergency response; keep- ing streets, sidewalks, infrastructure, parks, and facilities safe, clean, and well-maintained; addressing homelessness, traffic management, and other city services; shall an ordinance estab- lishing a one-cent sales tax be adopted, providing approximately 28 million dollars annually for general government use <<until ended by voters | for 20 years>>, with independent audits, citi- zen oversight, and all money locally controlled? If the election were held today, would you vote yes or no on this measure?
FIGURE 12 INTERIM BALLOT TEST BY DURATION OF MEASURE
SUPPORT BY SUBGROUPS Table 4 on the next page show s how support for the measure at this point in the survey varied by key voter subgroups, as well as the change in subgroup sup- port when compared with the Initial Ballot Test. Positive differences appear in green and negative differences appear in red. As shown in the table, support for the sales tax measure increased by modest amounts (less than 5 percentage points) bet ween the Initial and In terim Ballot Test for

10.1 12.9 15.0

8.8 6.9

35.3 33.6

31.2 33.2

11.1 0
10 20
30 40
50 60
70 80
90 100
Until ended by voters Duration of 20 years
Interim Ballot Test
% Respondents
Prefer not to
answer
Not sure
Definitely no
Probably no
Probably yes
Definitely yes
Attachment "2"
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Item10.

Interim Ballot Test
True North Research, Inc. © 2022 21City of Escondido
. . . . . . . . . . . . . . . .
most voter subgroups. Notable exceptions includ e recent registrants (+13%) and those who had lived in Escondido between 10 to 14 years (+7%).

TABLE 4 DEMOGRAPHIC BREAKDOWN OF SUPPORT AT INTERIM BALLOT TEST Approximate %
of Voter
Universe
% Probably or
Definitely Yes
Change From
Initial Ballot
Test (Q5)
Overall 100.0 66.6 +1.4
Less than 5 16.7 71.5 +4.8
5 to 9 16.6 73.4 -3.8
10 to 14 8.3 68.7 +7.0
15 or more 58.4 62.8 +1.2
Satisfied 73.2 71.9 +2.4
Dissatisfied 26.8 52.8 +0.1
Yes 28.7 72.5 +2.8
No 71.3 66.0 +1.1
Better 9.5 84.8 +4.1
About the same 35.7 76.6 +2.3
Worse 54.8 56.2 +0.6
Excellent, good 30.2 87.6 +2.7
Fair 44.4 66.0 +2.6
Poor, very poor 25.4 42.4 -2.2
Democrat 37.1 73.4 +1.0
Republican 35.1 56.5 +0.1
Other / DTS 27.8 70.2 +3.8
18 to 29 16.1 71.3 +4.9
30 to 39 17.1 70.0 +2.3
40 to 49 14.1 69.3 +0.0
50 to 64 25.9 61.2 +0.2
65 or older 26.7 65.5 +0.7
Since Nov '18 11.8 86.6 +12.8
Jun '12 to <Nov '18 24.8 62.5 -1.8
Jun '06 to <Jun '12 11.2 62.8 +3.1
Before Jun '06 52.2 64.8 +0.0
Single dem 19.9 74.4 +0.0
Dual dem 10.5 73.9 +3.9
Single rep 14.2 61.9 +3.5
Dual rep 13.3 58.2 -0.6
Other 17.0 65.7 +3.6
Mixed 25.1 65.1 +0.0
Yes 57.8 63.5 -0.5
No 42.2 70.9 +4.1
Male 49.8 67.0 +2.4
Female 50.2 66.3 +0.5
One 13.6 75.3 +4.8
Two 34.7 66.5 +3.2
Three 21.0 68.9 -2.0
Four 30.6 61.3 +0.3
Yes 74.4 66.8 +1.5
No 25.6 66.0 +1.1
Yes 65.5 63.9 -0.3
No 34.5 71.7 +4.8
Years in Escondido (Q1)
Overall Satisfaction (Q4)
Child in Hsld (Q15)
Opinion of Economy in 6
Months (Q13)
Fiscal Management
Rating (Q14)
Party
Age
Registration Year
Likely to Vote by Mail
Likely Jun 2022 Voter
Household Party Type
Homeowner on Voter File
Gender
Council District
Attachment "2"
141
Item10.

N EGATIVE A RGUMENTS
Whereas Question 8 of the survey presented respondents with arguments in favor of the sales tax measure, Question 10 presented respondents with arguments design ed to elicit opposition to the measure. In the case of Question 10, however, respondents were asked whether they felt that the argument was a very convincing, somewhat convincing, or not at all convincing reason to oppose the measure. The arguments tested, as we ll as voters’ opinions about the arguments, are presented below in Figure 13.

Question 10 Next, let me tell you what opponents of the measure are saying. Opponents of the measure say: _____. Do you think this is a very convincing, somewhat convincing, or not at all convincing reason to OPPOSE the measure?
FIGURE 13 NEGATIVE ARGUMENTS
Overall, the most compelling negative arguments were: Local businesses and residents have been hit hard by the pandemic, inflation, and high gas prices. Many are struggling to stay afloat.

Now is not the time to raise taxes (74% very or somewhat convincing), There are no guarantees on how funds will be spent, which means the City can divert the money to pet projects without any say from voters. We can't trust the City with our tax dollars (70%), and Taxes are already too high - we can't afford another tax increase. This is especially true for seniors and others on fixed incomes (70%).

NEGATIVE ARGUMENTS BY INITIAL SUPPORT Table 5 on the next page ranks the negative arguments (showing the percentage of respondents who cited each as very convincing) according to respondents’ vote choice at the Initial Ballot Test.

41.5 39.5

38.4 34.7

33.3 28.4

28.0 24.5

32.4 30.6

31.6 30.1

29.0 26.4

26.7 26.5
0 1 02 03 04 05 06 07 08 09 0 1 0 0
Local businesses, residents have been hit hard by pandemic, inflation, high gas prices; many are struggling to stay afloat; now is not the time to raise taxes
No guarantees on how funds will be spent, which means City can divert money to pet projects without any say from voters; we can’t trust City with tax dollars
Taxes are already too high, we can’t afford another tax increase; this is especially true for seniors, others on fixed-incomes It is already very expensive to live here, especially for young families, seniors, those on fixed-incomes; measure will make it even less affordable
This tax will last forever; there is no expiration date City employees are making too much money in salary, pensions, benefits, that’s the problem; City needs to tighten its belt before asking residents to pay more taxes
This tax will last for 20 years; that’s too long
Measure is not supported by the local Taxpayers Association; if the Taxpayers Association doesn't support this, why should we? Q10a2Q10d1Q10a1Q10bQ10eQ10cQ10fQ10d2
% Respondents
Very convincing Somewhat convincing
Attachment "2"
142
Item10.

TABLE 5 TOP NEGATIVE ARGUMENTS
Position at
Initial Ballot
Test (Q5) Item Negative Argument Summary
% Very
Convincing
Q10d1 No guarantees on how funds will be spent, which means City can divert money to pet projects without any say from voters; we can’t trust City with tax dollars 31 Q10a2 Local businesses, residents have been hit hard by pandemic, inflation, high gas prices; many are struggling to stay afloat; now is not the time to raise taxes 29 Q10e This tax will last forever; there is no expiration date 25 Q10a1 Taxes are already too high, we can’t afford another tax increase; this is especially true for seniors, others on fixed-incomes 25
Q10c City employees are making too much money in salary, pensions, benefits, that’s the p 23 Q10a2 Local businesses, residents have been hit hard by pandemic, inflation, high gas prices; many are struggling to stay afloat; now is not the time to raise taxes 71 Q10a1 Taxes are already too high, we can’t afford another tax increase; this is especially true for seniors, others on fixed-incomes 67
Q10b It is already very expensive to live here, especially for young families, seniors, those on fixed-incomes; measure will make it even less affordable 64 Q10d1
No guarantees on how funds will be spent, which means City can divert money to pet projects without any say from voters; we can’t trust City with tax dollars 61 Q10e This tax will last forever; there is no expiration date 54 Q10a2 Local businesses, residents have been hit hard by pandemic, inflation, high gas prices; many are struggling to stay afloat; now is not the time to raise taxes 54 Q10a1 Taxes are already too high, we can’t afford another tax increase; this is especially true for seniors, others on fixed-incomes 49
Q10b It is already very expensive to live here, especially for young families, seniors, those on fixed-incomes; measure will make it even less affordable 42 Q10f This tax will last for 20 years; that’s too long 39 Q10d1 No guarantees on how funds will be spent, which means City can divert money to pet projects without any say from voters; we can’t trust City with tax dollars 39 Probably or
Definitely Yes
(n = 666)
Probably or
Definitely No
(n = 265)
Not Sure
(n = 84)
Attachment "2"
143
Item10.

F INAL B ALLOT T EST
Voters’ opinions about ballot measures are often not rigid, especially when the amount of infor- mation presented to the public on a measure has been limited. A goal of the survey was thus to gauge how voters’ opinions about the proposed measure may be affected by the information they could encounter during the course of an election cycle. After pr oviding respondents with the wording of the proposed measure, services th at could be funded, and arguments in favor of and against the proposal, the survey again asked voters whether they would vote ‘yes’ or ‘no’ on the proposed sales tax measure.

Question 11 Now that you have heard a bit more about the measure, let me read you a sum- mary of it one more time. To provide funding for general services in the City of Escondido, such as police patrols and crime prevention; fire protection, paramedic, and 9-1-1 emergency response; keeping streets, sidewa lks, infrastructure, parks, and facilities safe, clean, and well- maintained; addressing homelessness, traffic management, and other city services; shall an ordinance establishing a one-cent sales tax be adopted, providing approximately 28 million dol- lars annually for general government use <<until ended by voters | for 20 years>>, with indepen- dent audits, citizen oversight, and all money locally controlled? If the election were held today, would you vote yes or no on this measure?
FIGURE 14 FINAL BALLOT TEST BY DURATION OF MEASURE
At this point in the survey, support for a general sales tax that would continue until ended by voters was found among 63% of likely November 2022 voters, with 30% indicating that they would definitely support the measure. Approximately 25% of respondents opposed the measure at the Final Ballot Test, and 12% were unsure or unwilling to state their vote choice. Support for a sales tax measure that would last for 20 years was found among 64% of likely November 2022 voters, with 29% indicating that they would definitely support the measure. Approximately 27% of respondents opposed the measure at the Final Ballot Test, and 9% were unsure or unwilling to state their vote choice.

10.0 13.9 16.6

10.6 9.1

29.330.0

34.833.0

11.1 0
10 20
30 40
50 60
70 80
90 100
Until ended by voters Duration of 20 years
Final Ballot Test
% Respondents
Prefer not to
answer
Not sure
Definitely no
Probably no
Probably yes
Definitely yes
Attachment "2"
144
Item10.

C HANGE IN S UPPORT
Combining the results for both versions of the measure, Table 6 provides a closer look at how support for the proposed measure changed over th e course of the survey by calculating the dif- ference in support between the Initial, Interim, and Final Ballot Tests within subgroups of voters.

The percentage of support for the measure at the Final Ballot Test is shown in the column with the heading % Probably or Definitely Yes. The columns to the right show the difference between the Final and the Initial, and the Final and Inte rim Ballot Tests. Positive differences appear in green, and negative differences appear in red.

TABLE 6 DEMOGRAPHIC BREAKDOWN OF SUPPORT AT FINAL BALLOT TEST Approximate %
of Voter
Universe
% Probably or
Definitely Yes
Change From
Initial Ballot
Test (Q2)
Change From
Interim Ballot
Test (Q9)
Overall 100.0 63.5 -1.6 -3.1
Less than 5 16.7 66.0 -0.6 -5.4
5 to 9 16.6 73.3 -3.8 -0.0
10 to 14 8.3 68.1 +6.5 -0.6
15 or more 58.4 59.1 -2.5 -3.7
Satisfied 73.2 68.9 -0.6 -3.0
Dissatisfied 26.8 49.7 -3.0 -3.1
Yes 28.7 70.8 +1.1 -1.7
No 71.3 62.5 -2.5 -3.5
Better 9.5 84.4 +3.7 -0.4
About the same 35.7 73.1 -1.1 -3.4
Worse 54.8 53.1 -2.4 -3.1
Excellent, good 30.2 85.4 +0.5 -2.2
Fair 44.4 64.0 +0.7 -2.0
Poor, very poor 25.4 38.8 -5.7 -3.6
Democrat 37.1 70.5 -2.0 -2.9
Republican 35.1 52.2 -4.2 -4.3
Other / DTS 27.8 68.4 +2.0 -1.8
18 to 29 16.1 67.7 +1.4 -3.6
30 to 39 17.1 67.6 -0.2 -2.4
40 to 49 14.1 67.7 -1.6 -1.6
50 to 64 25.9 56.7 -4.3 -4.5
65 or older 26.7 62.9 -1.9 -2.6
Since Nov '18 11.8 82.4 +8.6 -4.2
Jun '12 to <Nov '18 24.8 57.5 -6.8 -5.0
Ju
n '06 to <Jun '12 11.2 64.0 +4.3 +1.2
Before Jun '06 52.2 62.0 -2.8 -2.8
Single dem 19.9 72.3 -2.1 -2.1
Dual dem 10.5 69.1 -0.9 -4.8
Single rep 14.2 54.4 -4.0 -7.5
Dual rep 13.3 55.6 -3.2 -2.6
Other 17.0 65.5 +3.4 -0.2
Mixed 25.1 62.3 -2.8 -2.9
Yes 57.8 60.8 -3.2 -2.7
No 42.2 67.3 +0.5 -3.6
Male 49.8 63.6 -1.0 -3.4
Female 50.2 63.6 -2.3 -2.8
One 13.6 73.4 +2.9 -1.9
Two 34.7 63.0 -0.4 -3.5
Three 21.0 68.2 -2.8 -0.7
Four 30.6 56.6 -4.4 -4.7
Yes 74.4 63.0 -2.2 -3.8
No 25.6 64.9 +0.0 -1.1
Yes 65.5 61.2 -3.0 -2.7
No 34.5 67.9 +1.0 -3.8
Years in Escondido (Q1)
Overall Satisfaction (Q4)
Child in Hsld (Q15)
Opinion of Economy in 6
Months (Q13)
Fiscal Management
Rating (Q14)
Party
Age
Registration Year
Likely to Vote by Mail
Likely Jun 2022 Voter
Household Party Type
Homeowner on Voter File
Gender
Council District
Attachment "2"
145
Item10.

As expected, voters generally responded to the negative arguments with a reduction in their sup- port for the sales tax measure when compared with the levels recorded at the Interim Ballot Test.

The general trend over the course of the entire survey (Initial to Final Ballot Test) was also one of slightly declining support for most voter subgroups, averaging -1.6 percentage points overall.

Nevertheless, even with this de cline, support for the proposed measure at the Final Ballot Test remained well above the simple majority required for passage of a general tax.

Whereas Table 6 displays change in support for the measure over the cour se of the interview at the subgroup level, Table 7 displays the indivi dual-level changes that occurred between the Ini- tial and Final Ballot tests for the measure. On th e left side of the table is shown each of the response options to the Initial Ballot Test and the percentage of respondents in each group. The cells in the body of the table depict movement within each response group (row) based on the information provided throughout th e course of the survey as recorded by the Final Ballot Test.

For example, in the first row we see that of the 31.3% of respondents who indicated that they would definitely support the measure at the Initial Ballot Test, 22.9% also indicated they would definitely support the measure at the Final Ballot Test. Approx imately 6.0% moved to the proba- bly support group, 0.6% moved to the probably oppose group, 0.6% moved to the definitely oppose group, and 1.1% stated they were now unsure of their vote choice.

To ease interpretation of the table, the cells are color coded. Red shaded cells indicate declining support, green shaded cells indicate increasing support, whereas white cells indicate no move- ment. Moreover, within the cells, a white font indicates a fundamental change in the vote: from yes to no, no to yes, or not sure to either yes or no.

TABLE 7 MOVEMENT BETWEEN INITIAL & FINAL BALLOT TEST
As one might expect, the information conveyed in the survey had the greatest impact on individ- uals who either weren’t sure about how they would vote at the Initial Ballot Test or were tentative in their vote choice (probably yes or probably no). Moreover, Table 7 makes clear that although the information did impact some voters, it did not do so in a consistent way for all respondents.

Some respondents found the info rmation conveyed during the co urse of the interview to be a reason to become more supportive of the measure, whereas a slightly larger percentage found the same information to be a reason to be less supportive. Despite 15% of respondents making a fundamental4 shift in their opinion about the measure over the course of the interview, the net impact is that support for the measure at the Final Ballot Test was approximately five percentage points lower than support at the Initial Ballot Test.

4. This is, they changed from a position of support, opposition or undecided at the Initial Ballot Test to a differ- ent position at the Final Ballot Test.

Definitely
support
Probably
support
Probably
oppose
Definitely
oppose Not sure
Definitely support 31.3% 22.9% 6.0% 0.6% 0.6% 1.1%
Probably support 33.9% 6.0% 24.0% 1.1% 0.2% 2.6%
Probably oppose 11.6% 0.0% 1.9% 5.8% 2.0% 1.9%
Definitely oppose 14.3% 0.0% 0.6% 1.6% 11.6% 0.6%
Not sure 8.9% 0.6% 1.5% 1.4% 0.8% 4.6%
Initial Ballot Test (Q5)
Final Ballot Test (Q11)
Attachment "2"
146
Item10.

F INAL B ALLOT T EST AT L OWER R ATE
The ballot language tested throughout the survey indicated that the measure would increase the local sales tax rate by one cent and be used to fund general city services. Voters who did not support the proposed measure at the Final Ballot Test (Question 11) were subsequently asked if they would support the measure if the rate were set at a lower amount: one-half cent.

As shown in Figure 15, lowering the tax rate to one-half cent generated a modest amount of additional support for the proposed measure. For the version that would last until ended by vot- ers, and additional 7% of voters indicated they would support the measure if the tax rate were lowered to one-half cent, although all but 0.6% of the additional support for the measure was ‘soft’ (probably yes). Similarly, for the measure that would last for a period of 20 years, an addi- tional 6% of respondents indicated they would support the measure if the rate were lowered, but just 0.7% indicated they would definitely do so.

Question 12 What if the measure I just described raised the sales tax by a lower amount: one- half cent? Would you vote yes or no on the measure?
FIGURE 15 FINAL BALLOT TEST AT ONE-HALF CENT

8.8 9.1

11.5 14.7

7.9 5.5

63.0 64.0

0.6 0.7

5.56.6 0
10 20
30 40
50 60
70 80
90 100
Until ended by voters Duration of 20 years
Final Ballot Test @ One-half Cent
% Respondents
Prefer not to
answer
Not sure
Definitely no
Probably no
Probably yes
Definitely yes
Def, prob yes @
one-cent (Q11)
Attachment "2"
147
Item10.

R ELATED A TTITUDES
In addition to questions that were focused on the proposed sales tax measure, the survey also inquired as to voters’ expectations for the economy and their assessment of the job the City has done in managing its finances to date.

ECONOMIC EXPECTATIONS When asked about their expec tations for the economy six months into the future, Escondido voters were mostly pessimistic, with 53% expecting the econ- omy to be worse, 35% anticipating it will be about the same as today, while just 9% expected the economy will be better. An additional 3% preferred to not answer the question (Figure 16). When compared to their respective counterparts, R epublicans and those between the ages of 50 and 64 were the most pessimistic regarding the direction of the economy (Figure 17).

Question 13 Looking ahead six months from now, do you think the economy will be better than today, be about the same as today, or will it be worse than today? FIGURE 16 OPINION OF ECONOMY IN 6 MONTHS
FIGURE 17 OPINION OF ECONOMY IN 6 MONTHS BY PARTY & AGE Better

9.2 About the same

34.9Worse

53.4 Prefer not to
answer

2.5 10 9 9
14 41
72 46 44
55 54 57 54
15 4
9 2
0 10
20 30
40 50
60 70
80 Democrat Republican Other / DTS 18 to 29 30 to 39 40 to 49 50 to 64 65 or older Party Age
% Respondents
Better Worse
Attachment "2"
148
Item10.

FISCAL MANAGEMENT The final substantive question of the survey asked respondents to rate the job the City of Escondido has done in managing its financial resources. As shown in Fig- ure 18, approximately one-quarter rated the City’s performance as excellent (2%) or good (21%), 35% rated it as fair, while one-in-five respondents used poor (13%) or very poor (7%) to describe the City’s performance in managing its finances. An additional 22% were not sure or preferred to not answer the question. For the interested read er, figures 19 and 20 show how the percentage who rated the City’s performance in managing its finances as excellent or good varied by parti- sanship, age, Council District, and position at the Initial Ballot Test.

Question 14 In your opinion, has the City of Escondido done an excellent, good, fair, poor or very poor job of managing its financial resources?
FIGURE 18 FISCAL MANAGEMENT RATING
FIGURE 19 FISCAL MANAGEMENT RATING BY PARTY & AGE
Excellent

2.0 Good

21.4 Fair

34.5 Poor

13.0 Very poor

6.7 Not sure

20.9 Prefer not to
answer

1.5 2.7 2.1

10.0 17.2 18.5

35.2 Excellent

2.7 1.6 1.6 1.3 3.7
Good

22.8 19.019.221.7
0 10
20 30
40 50
Democrat Republican Other / DTS 18 to 29 30 to 39 40 to 49 50 to 64 65 or older Party Age
% Respondents
Attachment "2"
149
Item10.

FIGURE 20 FISCAL MANAGEMENT RATING BY COUNCIL DISTRICT & POSITION INITIAL BALLOT TEST

2.6 27.8

9.4 7.6

0.4 Excellent

2.3 1.3 1.9 2.7 0.9
Good

23.7 21.121.520.8
0 10
20 30
40 50
One T wo T hree Four Def, prob yes Def, prob Not sure Council District Position at Initial Ballot Test (Q5)
% Respondents
Attachment "2"
150
Item10.

B ACKGROUND & D EMOGRAPHICS
TABLE 8 DEMOGRAPHICS OF SAMPLE
In addition to questions direct ly related to the proposed mea- sure, the study collected basic demographic information about respondents and their households . Some of this information was gathered during the interview, although much of it was col- lected from the voter file. The profile of the likely November 2022 voter sample used for this study is shown in Table 8.

Total Respondents 1022
Years in Escondido (Q1)
Less than 5 17
5 to 9 16
10 to 14 8
15 or more 58
Prefer not to answer 1
Child in Hsld (Q15)
Yes 28
No 69
Prefer not to answer 3
Gender
Male 50
Female 50
Prefer not to answer 0
Party
Democrat 37
Republican 35
Other / DTS 28
Age
18 to 29 16
30 to 39 17
40 to 49 14
50 to 64 26
65 or older 27
Registration Year
Since Nov '18 12
Jun '12 to <Nov '18 25
Jun '06 to <Jun '12 11
Before Jun '06 52
Household Party Type
Single dem 20
Dual dem 11
Single rep 14
Dual rep 13
Other 17
Mixed 25
Homeowner on Voter File
Yes 58
No 42
Likely to Vote by Mail
Yes 74
No 26
Likely Jun 2022 Voter
Yes 66
No 34
Attachment "2"
151
Item10.

M ETHODOLOGY
The following sections outline the methodology used in the study, as well as the motivation for using certain techniques.

QUESTIONNAIRE DEVELOPMENT Dr. McLarney of True North Research worked closely with the City of Escondido to develop a question naire that covered the topics of interest and avoided possible sources of system atic measurement error, incl uding position-order effects, wording effects, response-category effects, sc aling effects, and priming. Several questions included multiple individual items. Because asking items in a set order can lead to a systematic position bias in responses, items were asked in random order for each respondent.

Some of the questions asked in this study were presented only to a subset of respondents. For example, only individuals who di d not support the sales tax or were unsure at the Initial Ballot Test (Question 5) were asked to describe the reason for their position (Question 6). In some cases, two versions of a project or argument were tested to identify how wording differences impact perceptions of the item. In such cases, half of the sample received the item with version 1 wording (e.g., Question 8, item K1) and the other half received version 2 (e.g., Question 8, item K2). The questionnaire included with this report (see Questionnaire & Toplines on page 35) iden- tifies the skip patterns and programming instructions used in the survey to ensure each respon- dent received the appropriate questions.

PROGRAMMING, PRE-TEST & TRANSLATION Prior to fielding the survey, the ques- tionnaire was CATI (Computer Assisted Telephone Interviewing) programmed to assist interview- ers when conducting telephone interviews. Th e CATI program automatically navigates skip patterns, randomizes the appropriate question item s, and alerts the interviewer to certain types of keypunching mistakes should they occur. The survey was also pr ogrammed into a passcode- protected online survey application to allow online participation for sampled voters. The integ- rity of the questionnaire was pre-tested internally by True North and by dialing into voter house- holds in the City prior to formally beginni ng the survey. Once finalized, the survey was professionally translated into Spanish to allow for data collection in both English and Spanish languages.

SAMPLE The survey was administered to a random sample of 1,022 registered voters in the City who are likely to participate in the November 2022 election, including a subset who are also likely to participate in the lower turnout June 2022 primary election. Consistent with the profile of this universe, the sample was stratified into clusters, each representing a combination of age, gender, and household party-type. Individuals were then randomly selected based on their pro- file into an appropriate cluster. This method ensures that if a person of a particular profile refuses to participate in the study, they are replaced by an individual who shares their same pro- file.

STATISTICAL MARGIN OF ERROR By using the probability-based sampling design noted above, True North ensured that the final sa mple was representative of voters in the City who are likely to participate in the November 2022 election. The results of the sample can thus be used to estimate the opinions of all voters likely to participate in this election. Because not all voters participated in the study, however, the results have what is known as a statistical margin Attachment "2"
152
Item10.

Methodology
True North Research, Inc. © 2022 33City of Escondido
. . . . . . . . . . . . . . . .
of error due to sampling. The margin of error refers to the difference between what was found in the survey of 1,022 voters for a particular qu estion and what would have been found if all 49,610 likely November 2022 voters identified in the City had been surveyed for the study.

Figure 21 provides a graphic plot of the maximum margin of error in this study. The maximum margin of error for a dichotomous percentage re sult occurs when the answers are evenly split such that 50% provide one response and 50% prov ide the alternative response. For this survey, the maximum margin of error is ± 3%.

FIGURE 21 MAXIMUM MARGIN OF ERROR DUE TO SAMPLING
Within this report, figures and tables show ho w responses to certain questions varied by sub- groups such as age, gender, and partisan affilia tion. Figure 21 is thus useful for understanding how the maximum margin of error for a percentage estimate will grow as the number of individ- uals asked a question (or in a particular subgro up) shrinks. Because the margin of error grows exponentially as the sample size decreases, the reader should use caution when generalizing and interpreting the results for small subgroups.

RECRUITING & DATA COLLECTION The survey followed a mixed-method design that employed multiple recruiting methods (email, text, and telephone) and multiple data collection methods (telephone and online). Te lephone interviews averaged 16 minutes in length and were conducted during weekday evenings (5:30PM to 9PM) and on weekends (10AM to 5PM). It is stan- dard practice not to call during the day on we ekdays because most working adults are unavail- able and thus calling during those hours would likely bias the sample.

Voters recruited via email and text were assigned a unique passcode to ensure that only voters who received an invitation could access the online survey site, and that each voter could com- plete the survey only one time. During the data collection period, an email reminder notice was 1,022 Respondents
± 3%
0%
2%
4%
6%
8%
10%
12%
14%
0 100 200 300 400 500 600 700 800 900 1000 1100 1200 1300 1400 1500 1600 Sample Size (Number of Respondents)
Margin of Error
Attachment "2"
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Item10.

Methodology
True North Research, Inc. © 2022 34City of Escondido
. . . . . . . . . . . . . . . .
also sent to encourage participation among th ose who had yet to take the survey. A total of 1,022 surveys were completed between May 19 and May 29, 2022.

DATA PROCESSING Data processing consisted of checking the data for errors or inconsis- tencies, coding and recoding responses, weighting, and preparing frequency analyses and cross- tabulations.

ROUNDING Numbers that end in 0.5 or higher are rounded up to the nearest whole num- ber, whereas numbers that end in 0.4 or lower are rounded down to the nearest whole number.

These same rounding rules are also applied, when needed, to arrive at numbers that include a decimal place in constructing figures and tables. Occasionally, these rounding rules lead to small discrepancies in the first decimal place when co mparing tables and charts for a given question.

Due to rounding, some figures and narrative include numbers that add to more than or less than 100%.

Attachment "2"
154
Item10.

Q UESTIONNAIRE & T OPLINES

True North Research, Inc. © 2022 Page 1
City of Escondido
Revenue Measure Feasibility Survey
Final Toplines (n=1,022)
June 2022
Section 1: Introduction to Study
Hi, may I please speak to _____. My name is _____, and Im calling on behalf of TNR, an independent public opinion research firm. Were conducting a survey of voters about important issues in Escondido (ES-con-DEE-doh) and Id like to get your opinions.

If needed: This is a survey about important issues in your community. Im NOT trying to sell anything and I wont ask for a donation.

If needed: The survey should take about 12 minutes to complete.

If needed: If now is not a convenient time, can you let me know a better time so I can call back?

If the person asks why you need to speak to the listed person or if they ask to participate instead, explain: For statistical purposes, at this time the survey must only be completed by this particular individual.

If the person says they are an elected official or is somehow associated with the survey, politely explain that this survey is designed to measure the opinions of those not closely associated with the study, thank them for their time, and terminate the interview.

Section 2: Quality of Life & City Services
Id like to begin by asking you a few questions about what it is like to live in Escondido.

Q1 How long have you lived in Escondido?
1 Less than 1 year 2%
2 1 to 4 years 14%
3 5 to 9 years 16%
4 10 to 14 years 8%
5 15 years or longer 58%
99 Prefer not to answer 1%
Q2 How would you rate the overall quality of life in Escondido? Would you say it is excellent, good, fair, poor or very poor?
1 Excellent 5%
2 Good 55%
3 Fair 33%
4 Poor 5%
5 Very Poor 2%
98 Not sure 1%
99 Prefer not to answer 0%
Attachment "2"
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Item10.

Q3
If the city government could change one thing to make Escondido a better place to live now and in the future, what change would you like to see? Verbatim responses recorded and later grouped into categories shown below.

Address homeless issues 32%
Improve infrastructure, streets, sidewalks 14%
Improve public safety 12%
Clean-up, beautify City, landscape, graffiti 9%
Not sure / Cannot think of anything specific 9%
Provide more affordable housing 7%
Reduce traffic congestion 5%
Improve, maintain downtown area, Grand
Ave, more walkable 5%
Improve, parks, recreation 5%
Less residential density, high rise
apartments, condos 3%
Attract more high-end dining options 3%
Enforce traffic laws 3%
Provide more police presence, support police,
funding 3%
Improve schools, education 3%
Provide more community events, activities for
all ages 3%
Address parking issues 2%
Improve environmental efforts, preparedness 2%
Reduce taxes, fees 2%
Improve local economy, job opportunities 2%
Enforce city codes 2%
Attract, support small businesses 2%
Renovate, repurpose old, empty buildings 2%
No changes needed / Everything is fine 2%
Q4
Generally speaking, are you satisfied or dissatisfied with the job the City of Escondido is doing to provide city services? Get answer, then ask: Would that be very (satisfied/dissatisfied) or somewhat (satisfied/dissatisfied)? 1 Very satisfied 14%
2 Somewhat satisfied 53%
3 Somewhat dissatisfied 18%
4 Very dissatisfied 7%
98 Not sure 7%
99 Prefer not to answer 1%

Attachment "2"
156
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City of Escondido Survey June 2022
True North Research, Inc. © 2022 Page 3
Section 3: Initial Ballot Test
Later this year, voters in Escondido may be asked to vote on a local ballot measure. Let me read you a summary of the measure.

Split Sample. Sample A receives until ended by voters, Sample B receives for 20 years.

Q5
To provide funding for general services in the City of Escondido, such as:

/g120 Police patrols and crime prevention
/g120 Fire protection, paramedic, and 9-1-1 emergency response /g120 Keeping streets, sidewalks, infrastructure, parks, and facilities safe, clean, and well-maintained
/g120 Addressing homelessness, traffic management, and other city services

shall an ordinance establishing a one-cent sales tax be adopted, providing approximately 28 million dollars annually for general government use <<until ended by voters | for 20 years>>, with independent audits, citizen oversight, and all money locally controlled? If the election were held today, would you vote yes or no on this measure? Get answer, then ask: Would that be definitely (yes/no) or probably (yes/no)? Until Ended by
Voters For 20 Years
1 Definitely yes 31% 32% Skip to Q7
2 Probably yes 32% 36% Skip to Q7
3 Probably no 13% 11% Ask Q6
4 Definitely no 14% 15% Ask Q6
98 Not sure 10% 6% Ask Q6
99 Prefer not to answer 1% 0% Skip to Q7
Q6
Is there a particular reason why you do not support or are unsure about the measure I just described? If yes, ask: Please briefly describe your reason. Verbatim responses recorded and later grouped into categories shown below.

Taxes already too high 41%
Money is misspent, mismanaged 30%
Need more information 12%
Other ways to be funded 6%
Police do not need more money 6%
Do not trust government 5%
Other higher priorities in the city 4%
Not sure / Cannot think of anything specific 4%
City has enough money 2%
Measure should have a sunset 2%
Measure is too expensive 1%
Money will go to employees, union pensions,
salaries 1%

Attachment "2"
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Section 4: Projects & Services
Q7
The measure weve been discussing will provide funding for a variety of services in your community.

If the measure passes, would you favor or oppose using some of the money to: _____, or do you not have an opinion? Get answer, if favor or oppose, then ask: Would that be strongly (favor/oppose) or somewhat (favor/oppose)?
Randomize. Split Sample J1/J2
Strongly
Favor
Somewhat
Favor
Somewhat
Oppose
Strongly
Oppose
Not sure
Prefer not
to answer
A
Provide police services, including
neighborhood police patrols, investigations,
and crime prevention
56% 27% 5% 6% 3% 3%
B Provide fire protection and paramedic
services 65% 24% 3% 2% 4% 3%
C Provide quick responses to 9-1-1 emergencies 66% 23% 2% 2% 3% 3% D Repair and maintain local streets, sidewalks,
and infrastructure 69% 23% 3% 1% 2% 2%
E Keep parks and public facilities safe, clean,
and well-maintained 65% 26% 3% 1% 1% 3%
F Address homelessness 69% 19% 4% 3% 2% 3%
G Make improvements to reduce traffic
congestion on city streets 48% 31% 11% 2% 4% 3%
H Remove graffiti 46% 35% 7% 3% 7% 3%
I
Promote economic development to retain
local businesses, attract new employers, and
attract good paying jobs to Escondido
53% 32% 5% 3% 4% 3%
J1 Reduce the Citys unfunded pension liability 15% 27% 17% 12% 22% 6% J2 Improve the Citys long-term financial stability 44% 31% 8% 4% 8% 4% K Preserve natural open space and parkland 56% 27% 6% 3% 5% 4% L Provide programs for at-risk youth 45% 34% 8% 4% 6% 3% M
Improve environmental sustainability by
planting more trees, improving energy
efficiency, and using water more efficiently
54% 26% 8% 5% 4% 4%
N
Clean up piles of trash and litter that people
dump along streets, sidewalks, and in public
areas
62% 27% 4% 2% 2% 3%

Attachment "2"
158
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Section 5: Positive Arguments
What Id like to do now is tell you what some people are saying about the measure weve been discussing.

Q8 Supporters of the measure say: _____. Do you think this is a very convincing, somewhat convincing, or not at all convincing reason to SUPPORT the measure? Randomize. Split Sample K1/K2
Very
Convincing
Somewhat
Convincing
Not At All
Convincing
Don t
Believe
Not Sure
Prefer not to
answer
A
There will be a clear system of accountability
including independent citizen oversight and
annual reports to the community to ensure
that the money is spent properly.
33% 31% 15% 15% 3% 4%
B
All money raised by the measure will be used
to fund essential services and facilities here
in Escondido. By law, it cant be taken away
by the State.
33% 32% 14% 11% 4% 4%
C
Fast emergency response times for 9-1-1 calls
are critical for saving lives. This measure will
ensure that we have enough police officers,
firefighters, dispatchers, and paramedics to
respond quickly to 9-1-1 emergencies.
40% 33% 11% 9% 3% 4%
D
This measure will cost just 1 dollar for every
100 dollars purchased and food, medicine
and many other essential items are excluded
from the tax.
29% 29% 22% 10% 6% 4%
E
The funding raised by this measure will allow
the City to keep up with basic repairs and
maintenance to public facilities, storm drains,
streets, and sidewalks. If we dont take care
of it now, it will be a lot more expensive to
repair in the future.
37% 33% 15% 9% 2% 4%
F
By keeping our city safe, clean and well-
maintained, this measure will help protect our
property values and keep Escondido a great
place to live.
34% 34% 16% 8% 2% 4%
G
Currently, nearly all of the sales tax
generated locally goes to the State of
California, the County of San Diego, or
SANDAG. This measure will ensure that
Escondido has local control over local revenue
for the services residents expect and deserve.
38% 31% 13% 10% 4% 4%
Attachment "2"
159
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H
This measure will help fund the economic
development programs the City needs to
retain local businesses and attract new
employers and good paying jobs to
Escondido
27% 37% 19
% 10% 3% 5%
I
The City of Escondido has done a good job
keeping costs down. It has deferred
maintenance projects, cut back on basic
services, and kept a small staff despite a
growing population. Even with these cost-
cutting efforts, the City is facing an 8 million
dollar deficit next year that is expected to
grow to 10 million dollars annually over the
next five years. There is no more room to cut
if we want to keep our community a safe,
clean place to live. We need to support this
measure.
29% 32% 17% 13% 5% 4%
J
High quality parks and recreation programs
help keep kids healthy, active, and away from
drugs, gangs and crime.
29% 36% 16% 10% 4% 4%
K1
This measure will provide the funding needed
to avoid deep cuts in all service areas,
including police, fire protection, 9-1-1
emergency response times, the maintenance
of streets, parks and public facilities, as well
as programs for youth and seniors.
32% 34% 12% 14% 4% 4%
K2
This measure will provide the funding needed
to avoid deep cuts to public safety services
including police, fire protection, paramedics,
9-1-1 emergency response, and closing a fire
station.
34% 27% 17% 14% 4% 4%

Attachment "2"
160
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Section 6: Interim Ballot Test
Sometimes people change their mind about a measure once they have more information about it. Now that you have heard a bit more about the measure, let me read you a summary of it again.

Split Sample. Sample A receives until ended by voters, Sample B receives for 20 years.

Q9
To provide funding for general services in the City of Escondido, such as:

If the election were held today, would you vote yes or no on this measure? Get answer, then ask: Would that be definitely (yes/no) or probably (yes/no)? Until Ended by Voters For 20 Years
1 Definitely yes 35% 34%
2 Probably yes 31% 33%
3 Probably no 11% 10%
4 Definitely no 13% 15%
98 Not sure 9% 7%
99 Prefer not to answer 1% 1%

Section 7: Negative Arguments
Next, let me tell you what opponents of the measure are saying.

Q10 Opponents of the measure say: _____. Do you think this is a very convincing, somewhat convincing, or not at all convincing reason to OPPOSE the measure? Randomize. Split Sample A1/A2, D1/D2
Very
Convincing
Somewhat
Convincing
Not At All
Convincing
Don t
Believe
Not sure
Prefer not to
answer
A1
Taxes are already too high we cant afford
another tax increase. This is especially true
for seniors and others on fixed-incomes.
38% 32% 18% 6% 3% 3%
A2
Local businesses and residents have been hit
hard by the pandemic, inflation, and high gas
prices. Many are struggling to stay afloat.

Now is not the time to raise taxes.
41% 32% 17% 5% 2% 2%
Attachment "2"
161
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B
It is already very expensive to live here,
especially for young families, seniors, and
those on fixed-incomes. This measure will
make it even less affordable.
35% 30% 21
% 8% 4% 2%
C
City employees are making too much money
in salary, pensions and benefits thats the
problem. The City needs to tighten its belt
before asking residents to pay more taxes.
28% 26% 24% 13% 5% 3%
D1
There are no guarantees on how funds will be
spent, which means the City can divert the
money to pet projects without any say from
voters. We cant trust the City with our tax
dollars.
40% 31% 14% 8% 5% 3%
D2
This measure is not supported by the local
Taxpayers Association. If the Taxpayers
Association doesn't support this, why should
we?
24% 26% 32% 7% 8% 2%
Only Sample A receives item E.

E This tax will last forever. There is no
expiration date. 33% 29% 23% 7% 4% 3%
Only Sample B receives item F.

F This tax will last for 20 years. Thats too long. 28% 27% 26% 11% 5% 3%

Section 8: Final Ballot Test
Now that you have heard a bit more about the measure, let me read you a summary of it one more time.

Split Sample. Sample A receives until ended by voters, Sample B receives for 20 years.

Q11
To provide funding for general services in the City of Escondido, such as:

shall an ordinance establishing a one-cent sales tax be adopted, providing approximately 28 million dollars annually for general government use <<until ended by voters | for 20 years>>, with independent audits, citizen oversight, and all money locally controlled? If the election were held today, would you vote yes or no on this measure? Get answer, then ask: Would that be definitely (yes/no) or probably (yes/no)? Until Ended by
Voters For 20 Years
1 Definitely yes 30% 29% Skip to Q13
2 Probably yes 33% 35% Skip to Q13
3 Probably no 11% 10% Ask Q12
4 Definitely no 14% 17% Ask Q12
98 Not sure 11% 9% Ask Q12
99 Prefer not to answer 1% 0% Skip to Q13
Attachment "2"
162
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Q12
What if the measure I just described raised the sales tax by a lower amount: one-half cent? Would you vote yes or no on the measure? Get answer, then ask: Would that be definitely (yes/no) or probably (yes/no)?
Until Ended by Voters For 20 Years
Def, prob yes @ one cent (Q11) 63% 64%
1 Definitely yes 1% 1%
2 Probably yes 7% 6%
3 Probably no 9% 9%
4 Definitely no 12% 15%
98 Not sure 8% 5%
99 Prefer not to answer 2% 0%

Section 9: Background & Demographics
Thank you so much for your participation. I have just two background questions for statistical purposes.

Q13 Looking ahead six months from now, do you think the economy will be better than today, be about the same as today, or will it be worse than today? 1 Better 9%
2 About the same 35%
3 Worse 53%
99 Prefer not to answer 2%
Q14 In your opinion, has the City of Escondido done an excellent, good, fair, poor or very poor job of managing its financial resources?
1 Excellent 2%
2 Good 21%
3 Fair 34%
4 Poor 13%
5 Very poor 7%
98 Not Sure 21%
99 Prefer not to answer 1%
Q15 Do you have children under the age of 18 living in your household? 1 Yes 28%
2 No 69%
99 Prefer not to answer 3%
Those are all of the questions that I have for you. Thanks so much for participating in this important survey.

Attachment "2"
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City of Escondido Survey June 2022
True North Research, Inc. © 2022 Page 10
Post-Interview & Sample Items
S1 Gender
1 Male 50%
2 Female 50%
99 Prefer not to answer <1%
S2 Party
1 Democrat 37%
2 Republican 35%
3 Other 6%
4 DTS 22%
S3 Age on Voter File
1 18 to 29 16%
2 30 to 39 17%
3 40 to 49 14%
4 50 to 64 26%
5 65 or older 27%
S4 Registration Date
1 Since Nov 2018 12%
2 Jun 2012 to before Nov 2018 25%
3 Jun 2006 to before Jun 2012 11%
4 Before June 2006 52%
Attachment "2"
164
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S5 Household Party Type
1 Single Dem 20%
2 Dual Dem 11%
3 Single Rep 14%
4 Dual Rep 13%
5 Single Other 12%
6 Dual Other 5%
7 Dem & Rep 4%
8 Dem & Other 11%
9 Rep & Other 10%
0 Mixed (Dem + Rep + Other) 1%
S6 Homeowner on Voter File
1 Yes 58%
2 No 42%
S7 Likely to Vote by Mail
1 Yes 74%
2 No 26%
S8 Likely June 2022 Voter
1 Yes 66%
2 No 34%
S9 Likely November 2022 Voter

1 Yes 100%
2 No 0%
S10 Council District
1 One 14%
2 Two 35%
3 Three 21%
4 Four 31%
Attachment "2"
165
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City of Escondido Survey June 2022
True North Research, Inc. © 2022 Page 12
S11 Ballot Test Version
1 Until ended by voters 50%
2 Duration of 20 years 50%

Attachment "2"
166
Item10.

RESOLUTION NO. 2022-98R

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

ESCONDIDO, CALIFORNIA, CALLING FOR THE HOLDING

OF A GENERAL MUNICIPAL ELECTION ON TUESDAY,
NOVEMBER 8, 202 2, FOR THE SUBMISSION OF A
PROPOSED ORDINANCE FOR A 1 CENT GENERAL
TRANSACTIONS AND USE (SALES) TAX INCREASE;

CONSOLIDATING THE ELECTION WITH THE STATEWIDE

ELECTION, REQUESTING THE BOARD OF SUPERVISORS

OF THE COUNTY OF SAN DIEGO TO PERMIT THE
REGISTRAR OF VOTERS TO CONDUCT THE ELECTION;

AND DIRECTING THE CITY ATTORNEY TO PREPARE AN

IMPARTIAL ANALYSIS

WHEREAS the City of Escondido (“City”) may impose a local transactions and use (sales) tax increase for general governmental purposes with the approval of the majority of voters in the City; and
WHEREAS, the City Council of the City of Escondido has adopted an ordinance adding Chapter 25, Article 2, sections 25-33.1 through 25-33.17 to the Escondido Municipal Code to establish a 1 cent general transactions and use (sales) tax until ended by voters years to be administered by the California Department of Tax and Fee Administration including provisions for citizen's oversight and accountability ("the Ordinance"); and WHEREAS, Chapter 25 of the Escondido Municipal Code establishes a 1 cent transactions and use tax until ended by voters to be administered by the State Board of Equalization (the “Sales Tax”); and
WHEREAS, Ordinance No 2022-15, attached hereto and incorporated herein as Exhibit “A ,” would implement the Sales Tax which, if approved by voters , would take effect no late r than April 1, 2023; and
WHEREAS, the City Council is authorized by statue to submit the proposed ordinance to the voters; and
167
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WHEREAS, in accordance with State elections law, the City Council of the City of Escondido has called a General Municipal Election to be held in the City of Escondido, California, on Tuesday, November 8, 2022; and
WHEREAS, it is desirable that the General Municipal Election be consolidated with the Statewide General Election to be held on the same date; that the City precincts, polling places and election officers of the two elections be the same; that the Registrar of Voters canvass the returns of the General Municipal Election; and that the election be held in all respects as if there were only one election.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Escondido as follows:

1. All of the foregoing recitals are true.

2. That pursuant to the requirements of the laws of the State of California there shall be and there is hereby called and ordered to be held in the City of Escondido, California, on Tuesday, November 8, 202 2, a General Municipal Election for the purpose of su bmitting the following proposed ordinance imposing a general transactions and use (sales) tax to the qualified electors of the City of Escondido.

3. That the City Council, pursuant to its right and authority, does order submitted to the voters at the General Municipal Election on November 8, 2022, the following question:

To provide funding for general services in the City of Escondido, such as police patrols and crime prevention; fire protection, paramedic, and 911 emergency response; keeping streets, sidewalks, infrastructure, parks, and facilities safe, clean, and well maintained; addressing homelessness, traffic management, and other City services, shall an ordinance establishing a 1 cent sales tax be adopted, providing approximately $28,300,000 annually for City services, until ended by voters, with independent audits, citizen oversight, and all money locally controlled?

Yes

4. That the text of the ordinance submitted to the voters is attached as Exhibit “A” and 168
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incorporated into this resolution by this reference.

5. That the notice of the tim e and place of holding the election is given and the City Clerk is authorized, instructed and directed to give such further or additional notice of the election, in time, form and manner as required by law.

6. Pursuant to California Elections Code section 9282, the City Council hereby acknowledges its authority, and the authority of any individual voter who is eligible to vote on the measure, or bon a fide association of citizens, or any combination of voters and associations, to submit a written argument, not to exceed 300 words, for or against the measure. Arguments must be submitted to the City Clerk, and may be changed until and including the dat e fixed by the City Clerk, after which no arguments for or against the measure may be submitted, withdrawn or changed.

7. Pursuant to California Elections Code section 9285, rebuttal arguments will be allowed. The rebuttal arguments may not exceed 250 wor ds. Rebuttal arguments must be submitted to the City Clerk, and may be changed until and including the date fixed by the City Clerk, after which no rebuttal arguments for or against the measure may be submitted to the City Clerk. This Section 7 is applicab le only to the November 8. 2022 election called by this resolution and after that election, shall expire.

8. Pursuant to California Elections Code section 9280, the City Clerk is directed to transmit a copy of the measure to the City Attorney. The City Attorney is directed to prepare an impartial analysis of the m easure, not to exceed 500 words in length, showing the effect of the measure on the existing law and the operation of the measure, and transmit such impartial analysis to the City Clerk by the date fixed by the City Clerk.

9. Pursuant to California Elections Code section 10403, the Board of Supervisors of the 169
Item10.

County of San Diego is hereby requested to permit the Registrar of Voters to perform and render all services and proceedings, and to procure and furnish any and all official ballots, notices, printed matter and all supplies and equipment and paraphernalia incidental to and connected with the conduct of the subject election of the City of Escondido, with the cooperation and assistance of the City Clerk of the City of Escondido, in order to properly and lawfully conduct such election.

10. The Board of Supervisors of the County of San Diego is hereby requested to consolidate this election with the statewide election to be held on the same day, in th e same territory. Pursuant to California Elections Code section 10411 and section 10418: (a) the election shall be held in all respects as if there were only one election; (b) only one form of ballot shall be u sed; and (c) the Registrar of Voters of the County of San Diego shall canvass the returns of the subject election as part of the canvass of the returns of the election consolidated hereby.

11. Pursuant to California Elections Code sections 10410 and 10418, within the territories affected by this consolidation, the elections precincts, polling places, voting booths and poling hours shall, in every case, be the same, and there shall be only one set of election officers in each of the precincts.

12. The polls of said election shall be open at seven o'clock a.m. of the day of the election and shall remain open continuously from that time until eight o'clock p.m. of the same day when the polls shall be closed, except as provided in California Elections Code section 14401 or as otherwise required or allowed under applicable law.

13. That the ballots to be used at the election shall be, both as to form and matter contained in form and content as required by law.

14. City request Measure titled as Measure E.

15. That the vote requirement for the measure to pass is a majority (50%+1) of the votes 170
Item10.
cast.

16. The County of San Diego shall be reimbursed in full for the services performed by the Registrar of Voters for the City of Escondido upon presentation of a bill t herefor, and this City agrees to indemnify and save free and harmless the County, its officers, agents and employees from expense or liability, including reasonable attorney’s fees, as a result of an election contest arising from this election.

17. The Cit y Council finds that this Resolution is not subject to the California Environmental Quality Act (CEQA) pursuant to Sections 15060(c)(2) (the activity will not result in a direct or reasonably foreseeable indirect physical change in the environment) and 150 60(c)(3) (the activity is not a project as defined in Section 15378) of the CEQA Guidelines, California Code of Regulations, Title 14, Chapter 3, because it has no potential for resulting in physical change to the environment, directly or indirectly.

18. That in all particulars not otherwise recited in this Resolution, the election shall be held and conducted as provided by law for holding municipal elections.

19. The provisions of this Resolution are severable and if any provision of this Resolution is held invalid, improper or unenforceable, that provision shall be severed from the Resolution and the remainder of this Resolution shall continue in full force and effect, and not be affected by such invalidity.

20. The City Clerk is hereby directed to certify the passage and adoption of this resolution and forthwith file a certified copy of this Resolution with the Board of Supervisors and the Registrar of Voters of the County of San Diego and to issue instructions to the Registrar of Voters to take any and all steps necessary for the holding of the election.
171
Item10.

ORDINANCE NO. 2022-15

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
ESCONDIDO, CALIFORNIA , ADDIN G CHAPTER 25,
ARTICLE 2, DIVISION 2, SECTION 25 -33.1 THROUGH 25-

33.17 TO THE ESCONDIDO MUNICIPAL CODE TO
ESTABLISH A 1 CENT GENERAL TRANSACTIONS AND USE
(SALES) TAX TO BE ADMINISTERED BY THE CALIFORNIA

DEPARTMENT OF TAX AND FEE ADMINISTRATION
INCLUDING PROVISIONS FOR CITIZENS’ OVERSIGHT AND

ACCOUNTABILITY
WHEREAS, the health, safety and welfare of all residents in the City of Escondido (“City”) is the City’s top priority; and
WHEREAS, the City’s ability to create and collect revenue has not been able to keep pace with the growing costs of providing municipal services and thereby threatens the City’s ability to provide the needed services to ensure safe neighborhoods and quality services to support its residents; and WHEREAS, the City has aggressively responded to this financial challenge by reducing its workforce over the years below pre-recession levels; reducing pension obligations; deferring maintenance of City facilities and equipment purchases; pursuing available grant funding whenever possible; establishing Community Facilities Districts thereby capturing the additional services costs associated with new developments; and, regrettably, cutting back services despite serving a growing population; and WHEREAS, the City fundamentally changed the methodology it uses in the budget process for its 2022/23 fiscal year budget to ensure that it maintains fiscal stability by reducing reliance on unsustainable one-time funding sources and instead, using reliable indicators of revenue and expenditures to provide a realistic balanced budget focusing on the priorities of the community; and Resolution No. 2022-98
Exhibit "A"

Page 1 of 15 ends

Escondido City CouncilJuly 27, 2022

Escondido City Council
July 27, 2022