Escondido City Council
December 4, 2024

476
Item19.

Attachment One (6-5-14) CA & NV
ALTA EXPANDED COVERAGE RESIDENTIAL LOAN POLICY (12-02-13)

EXCLUSIONS FROM COVERAGE
The following matters are expressly excluded from the coverage of this policy and the Company will not pay loss or damage, costs, attorneys’ fees or expenses which arise by reason of:

1. (a) Any law, ordinance, permit, or governmental regulation (including those relating to building and zoning) restricting, regulating, prohibiting, or relating to
(i) the occupancy, use, or enjoyment of the Land;
(ii)
the character, dimensions, or location of any improvement erected on the Land; (iii)
the subdivision of land; or
(iv)
environmental protection;
or
the effect of any violation of these laws, ordinances, or governmental regulations. This Exclusion 1(a) does not modify or limit the coverage provided under
Covered Risk 5, 6, 13(c), 13(d), 14 or 16.
(b) Any governmental police power. This Exclusion 1(b) does not modify or limit the coverage provided under Covered Risk 5, 6, 13(c), 13(d), 14 or 16.

2. Rights of eminent domain. This Exclusion does not modify or limit the coverage provided under Covered Risk 7 or 8.

3. Defects, liens, encumbrances, adverse claims, or other matters (a) created, suffered, assumed, or agreed to by the Insured Claimant; (b) not Known to the Company, not recorded in the Public Records at Date of Policy, but Known to the Insured Claimant and not disclosed in writing to
the Company by the Insured Claimant prior to the date the Insured Claimant became an Insured under this policy; (c) resulting in no loss or damage to the Insured Claimant; (d) attaching or created subsequent to Date of Policy (however, this does not modify or limit the coverage provided under Covered Risk 11, 16, 17, 18, 19, 20, 21, 22, 23, 24, 27 or 28); or
(e) resulting in loss or damage that would not have been sustained if the Insured Claimant had paid value for the Insured Mortgage.

4. Unenforceability of the lien of the Insured Mortgage because of the inability or failure of an Insured to comply with applicable doing-business laws of the state where the Land is situated.

5. Invalidity or unenforceability in whole or in part of the lien of the Insured Mortgage that arises out of the transaction evidenced by the Insured Mortgage and is based upon usury, or any consumer credit protection or truth-in-lending law. This Exclusion does not modify or limit the coverage provided in Covered Risk 26.

6. Any claim of invalidity, unenforceability or lack of priority of the lien of the Insured Mortgage as to Advances or modifications made after the Insured
has Knowledge that the vestee shown in Schedule A is no longer the owner of the estate or interest covered by this policy. This Exclusion does not modify or limit the coverage provided in Covered Risk 11.

7. Any lien on the Title for real estate taxes or assessments imposed by governmental authority and created or attaching subsequent to Date of Policy. This Exclusion
does not modify or limit the coverage provided in Covered Risk 11(b) or 25.

8. The failure of the residential structure, or any portion of it, to have been constructed before, on or after Date of Policy in accordance with applicable building codes.

This Exclusion does not modify or limit the coverage provided in Covered Risk 5 or 6.

9. Any claim, by reason of the operation of federal bankruptcy, state insolvency, or similar creditors’ rights laws, that the transaction creating the lien of
the Insured Mortgage, is
(a) a fraudulent conveyance or fraudulent transfer, or
(b)
a preferential transfer for any reason not stated in Covered Risk 27(b) of this policy.

10. Contamination, explosion,
fire, flooding, vibration, fracturing, earthquake, or subsidence.

11. Negligence by a person or an Entity exercising a right to extract or develop minerals, water, or any other substances.

Attachment "1"
Resolution No. 2024-168
Exhibit "B"

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Item19.

Attachment "1"
Resolution No. 2024-168
Exhibit "B"

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Item19.

Owner’s Declaration Printed: 3/23/2017 1:57 PM by TT6 MISC0220 (DSI Rev. 10/17/17) Page 10 Escrow No. : 00122199-994-LT2

OWNER'S DECLARATION
Escrow No.: 00122199-994-LT2-X27
Property Address: 270 East Via Rancho Parkway East
Escondido, CA
The undersigned hereby declares as follows:

1. (Fill in the applicable paragraph and strike the other) a. Declarant ("Owner") is the owner or lessee, as the case may be, of certain premises located at 270 East Via Rancho Parkway East, Escondido, CA, further described as follows: See Preliminary Report/Commitment No. for full legal description (the "Land"). b. Declarant is the ______________________________ of ____________________________________ ("Owner"), which is the owner or lessee, as the case may be, of certain premises located at 270 East Via Rancho Parkway East, Escondido, CA, further described as follows: See Preliminary Report/Commitment No. for full legal description (the "Land").

2. (Fill in the applicable
paragraph and strike the other)
a. During the period of six months immediately preceding the date of this declaration no work has been done, no surveys or architectural or engineering plans have been prepared, and no materials have been furnished in connection with the erection, equipment, repair, protection or removal of any building or other structure on the Land or in connection with the improvement of the Land in any manner whatsoever.
b. During
the period of six months immediately preceding the date of this declaration certain work has been done and materials furnished in connection with _________________________ upon the Land in the approximate total sum of $__________, but no work whatever remains to be done and no materials remain to be furnished to complete the construction in full compliance with the plans and specifications, nor are there any unpaid bills incurred for labor and materials used in making such improvements or repairs upon the Land, or for the services of architects, surveyors or engineers, except as follows: ___________________________________________. Owner, by the undersigned Declarant, agrees to and does hereby indemnify and hold harmless Chicago Title Company against any and all claims arising therefrom.

3. Owner
has not previously conveyed the Land; is not a debtor in bankruptcy (and if a partnership, the general partner thereof is not a debtor in bankruptcy); and has not received notice of any pending court action affecting the title to the Land.

4. Except
as shown in the above-referenced Preliminary Report/Commitment, there are no unpaid or unsatisfied mortgages, deeds of trust, Uniform Commercial Code financing statements, regular assessments, special assessments, periodic assessments or any assessment from any source, claims of lien, special assessments, or taxes that constitute a lien against the Land or that affect the Land but have not been recorded in the public records. There are no violations of the covenants, conditions and restrictions as shown in the above-referenced Preliminary Report/Commitment.

5. The Land
is currently in use as _____________________; _______________________ occupy/occupies the Land; and the following are all of the leases or other occupancy rights affecting the Land:
___________________________________________________________________________________

6. There are no other persons or entities that assert an ownership interest in the Land, nor are there unrecorded easements, claims of easement, or boundary disputes that affect the Land.

7. There are no outstanding options to purchase or rights of first refusal affecting the Land.

8. Between the most recent Effective Date of the above-referenced Preliminary Report/Commitment and the date of recording of the Insured Instrument(s), Owner has not taken or allowed, and will not take or allow, any action or inaction to encumber or otherwise affect title to the Land.

This declaration is made with the intention that Chicago Title Company (the "Company") and its policy issuing agents will rely upon it in issuing their title insurance policies and endorsements. Owner, by the undersigned Declarant, agrees to indemnify the Company against loss or damage (including attorneys fees, expenses, and costs) incurred by the Company as a result of any untrue statement made herein.

I declare under penalty of perjury that the foregoing is true and correct and that this declaration was executed on ______ at _________________________________.

Signature: ________________________________
Attachment "1"
Resolution No. 2024-168
Exhibit "B"

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Item19.

STAFF REPORT

December 04, 2024
File Number 1110-40

SUBJECT

PUBLIC ART DEACCESSION AND REMOVAL OF VINEHENGE

DEPARTMENT
Community Services Department and Public Works

RECOMMENDATION
Request the City Council approve the deaccessioning and removal of Vinehenge.

Staff Recommendation: Approval (Community Services and Public Works: Jennifer Schoeneck, Director of Economic Development and Joseph Goulart, Director of Public Works) Presenter: Robert Rhoades, Assistant Director of Community Services and Wayne Thames, Public Works Manager
ESSENTIAL SERVICE – Yes, Maintenance of Parks facilities/Open Spaces COUNCIL PRIORITY –

FISCAL ANALYSIS
The cost to remove the Vinehenge play structure by Public Works staff would be approximately $25,000.

This would be absorbed by the Public Works operating budget.

PREVIOUS ACTION
On September 18, 2002, the City Council adopted Resolution No. 2002-234R approving a contract with Nature Works, Inc. to manufacture and install a fabricated tree limb structure (grapevines) and new interactive play sculpture . The interactive play structure consisted of a slide decorated with mosaic oversized grapes, benches in the shape of oversized grape leaves, and perimeter faux rocks.

On September 9, 2024, the Public Art Commission voted 6 -0, Vargas absent , to recommend deaccessioning and removal of Vinehenge.

On September 18, 2024, the City Council approved Resolution No. 2024-118 to adopt the Public Art Strategic Plan a guiding document which outlines the inspirational and practical roles of the City in the implementation of public art.
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BACKGROUND
Vinehenge History
The Vinehenge play structure in Grape Day Park was financed through the Public Art Fund. It was installed in 2004 at a cost of $167,000. Vinehenge replaced the original public art project “Legacy”, an interactive structure, installed in 1994 and located in the same area in Grape Day Park. The original tre ehouse and climbing structure were made of oak tree limbs that experienced significant decay. Art conservation experts reviewed the art piece and determined that it would have to be replaced with new wood or the artwork would have to be modified significantly if it was to remain outdoors in Grape Day Park. After many discussions with the “Legacy” artist, art conservators, and fabricators, the Public Art Commission decided that it was not practical to restore the existing artwork.

Instead, four companies were contacted that were known for creating realistic environments from more permanent materials that could replicate the tree limb structure. Nature Works was selected by the Public Art Commission to fabricate and install the replica that stands today. At the time of completion, the interactive art piece met all of the playground and ADA standards.

Over time, the vine section of the play structure started to experience limb failures. The most recent breaks occurred in July 2022 and February 2023. Public Works secured the areas and sealed off the ends making the structure safe for use; however, the play structure was designed in such a way that the vines support one another. With two sections of the vines now missing, the integrity of the vine structure had been compromised and was not as strong or safe as it should be.

Play Equipment and Public Art
Over the last decade, playgrounds have become more colorful, creative, and elaborate. Long gone are the days of the simple swing, teeter -totter, and basic metal slide. Today ’s modern playground features are accompanied by mini -climbing walls, ropes course, or even “digital” play components. Though theming playgrounds and play structures continues to be a popular concept , themes are often representative of the community through culture, history, and other inspirational factors. In some ways, theming a playground is the introduction of public art.

Public art contributes to the social and cultural identity of community and place. It adds to the quality of life and reflects those values. Public art comes in a variety of forms including different ways in which to interact with the piece. Some artwork is meant for viewing and reflecting while other art pieces encourage to interaction and engagement. Interactive artwork differs from the traditional by allowing the audience to participate in some form through touch, movement, or an otherwise immersive experience.

Artists that create interactive pieces understand that over time the artwork can become damaged requiring repair or replacement. Thus, such works are generally considered temporary. Furthermore, California Playground Safety Regulations define a playground as “ an improved outdoor area designed, 481
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equipped, and set aside for children's play that is not intended for use as an athletic playing field or athletic court, and shall include any playground equipment, fall zones, surface materials, access ramps, and all areas within and including the designated enclosure and barriers.” As a result, Vinehenge is considered a playground and must conform to playground safety standards.

While some exceptions apply, only play structures built between January 1, 1994 and December 31, 1999, are exempt from complying with the full requirements of the California Playgrounds Regulations until 15 years after the installation. Furthermore, Assembly Bill (AB) 1144 required all playgrounds open to the public to be inspected by a Certified Playground Safety Inspector ( “CPSI”) to properly assess equipment, fall zones, surface materials, access ramps, and all areas within the designated playground space. As a part of this compliance, the City of Escondido inspects all playgrounds on a rotational basis and/or after any major repairs to an existing playground.

Playground Safety Inspections
In February 2023, Wayne Thames, Public Works Manager/Parks (CPSI), conducted a full safety inspection of the Vinehenge playground. It was noted that there was extensive degradation of the metal substructure. Upon further inspection, additional concerns were noted as the structure is no longer in compliance with current playground safety standards. This included but was not limited to:
 Less than 72 inches of required cleared use zone between the vines, boulders, and grape leaves.  Less than 72 inches of required cleared use zone between the grape leaves and the concrete access ramp.
 Less than 72 inches of required cleared use zone between the grape slide and the concrete curb.  Less than 72 inches of required cleared use zone between t he grape slide and the climbing structure.
 Less than 72 inches of required cleared use zone between the rocks and the concrete curb; additionally, they do not meet the 72 -inch clearance use zone from each other. The rocks are considered to be a climbing surface and not a step because of the height of the boulders.  As for the grape slide structure itself, the standard for slide construction is to manufacture the slide in a way that a child cannot climb on the outside of the structure. The grape slide, as constructed today, allows children to easily climb on the outside of the structure.  Complete replacement of the Vine structure would trigger additional work to make the entire playground compliant with today’s ADA and playground safety standards.

In an effort to verify the City’s findings, an independent playground safety consultant, SafePark, was hired to conduct a safety audit of the Vinehenge play area. The findings mirrored those of the City’s CPSI and included items such as improper depth ground padding, inadequate fall protections, height excess safety concerns, non-compliant structural spacing, compromised structural integrity, and non -existent fencing due to high traffic proximity , all noted in Attachment “1”. The results of these findings led the City to close off and fence the Vinehenge play area in June 2023. 482
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In accordance with the artist’s original agreement, City staff reached out to discuss some available options. The artist believed that the flaws could be adequately repaired and addressed. The artist requested an additional safety inspection of a company of their choosing. Therefore, a second playground safety inspection company, ProTech Building Services, was hired to assess the play area. The results, further demonstrated non-compliant safety concerns and equipment failures, Attachment “2”.

Since this project was originally funded through public art, it is considered an interactive public art piece and thus must undergo the established public art deaccessioning process with the consideration of established safety standards as governed by the California Playground Safety Regulations.

Prior Repair/Maintenance
The play structure vines are constructed with an interior, steel pipe armature that are welded together and covered with a sculpting epoxy to form the realistic look of the elements. Repair s to this structure come with a significant cost and at this point, would likely only be a temporary solution extending the life of the structure for a few years at most.

The vine structure has been repaired three times by the artist and twice by Public Works staff. The grape slide has had two major repairs. The first repair to the slide in 2014 was due to a crack in the end of the modular slide, resulting from normal wear and tear. The second time the slide needed repair was in 2018, due to vandalism. At that time, the year and model of the modular slide that was used in the grapes had been discontinued and it took several months to locate a replacement part. The only replacement part that could be located in the U.S. was a different color and had to be p ainted to match the existing structure. Any additional failures to this component (the modular slide) may result in complete removal of the grape slide. Throughout this repair work, the City has spent approximately $64,000 maintaining and repairing the Vinehenge playground.

Public Art Strategic Plan
The Public Art Strategic Plan was created to bring an overarching framework and purpose to public art within Escondido. This established a defined vision, “We are a City where art, inspired by community, welcomes visitors and residents, creating a fun and lively environment that celebrates all things Escondido, heralding our past and manifesting our future.” It also created a series of values and goals in which the public art program should embody.

Through t he creation of this plan, it also outlined an established process by which the Public Art Commission shall concentrate their efforts annually. These areas include new art solicitation, art education, art maintenance, and deaccessioning.

The Public Art Strategic Plan and 2024/2025 Annual Work Plan was approved by the Public Art Commission on May 20, 2024. This was then unanimously adopted by the City Council on September 18, 2024. 483
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Included in the 2024/2025 Annual Work Plan within the category of deaccession ing was addressing the Vinehenge Play Structure in Grape Day Park.

Deaccessioning
Deaccession is to officially remove (an item) from the listed holdings or collection of an entity or organization. This is typically done when the work is of poor quality and lacks value for exhibition or study purposes. The physical condition of the work is so poor that restoration is not feasible or would compromise the work's integrity or the artist's intent. In this case, Vinehenge as an interactive art piece has degraded in physical condition wherein restoration is no longer possible based on current playground safety standards. On September 9, 2024, the Public Art Commission voted 6 -0, Vargas absent, to recommend deaccessioning and removal of Vinehenge.

Recommendation
Community Services and Public Works staff met with the artist to discuss the future of Vinehenge. All parties are in agreement that the structure is at the end of its useful life and needs to be removed. Staff recommends the deaccession and removal of the Vinehenge playground space . A future replacement should be with a standard play s tructure that aligns with the Grape Day Park Master Plan. City Staff understands that this is an iconic Escondido attraction and will work with the City Council and the community to meet their requests for future opportunities within this space.

ATTACHMENTS
a) Attachment “1”—Grape Day Park Playground Safety Audit, 06-12-2023 (SafePark) b) Attachment “2”—Grape Day Park Playground Inspection Report (2023) c) Attachment “3”—Public Art Strategic Plan
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Quality * Commitment * Reliability WO#293
SafeParkⓇ
Playground Safety Audit
Prepared for: Escondido Grape Day Park Audit 6-12-23
“Play Safe with SafePark”
Performed 6-12-23 By: Charles Froeming CPSI #49198-0923 In accordance with California Senate Bill #3316-1001 and California Department of Health Services Regulation R-39-97
23151 Alcalde Drive, Suite B4, Laguna Hills, CA 92653
Phone 949-588-9692 * Fax 949-588-9776
Email: [email protected] Web: www.SafePark.com
a division of Jamey Clark, Inc
*Celebrating 40 years of continuous Quality Service*
“One call does it all - No job too small”
Attachment "1" 485
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SafeParkⓇ Playground Services
Phone 949-588-9692 * Fax 949-588-9776
Email: [email protected] Web: www.SafePark.com
Affiliates CACM, NPRA, NPSI, OPRA, CPRS, CPSI
Contractor’s License #B-866453 * Certified Playground Inspector #55226-725 June 12, 2023
Mr. Wayne Thames
Park Maintenance Supervisor
City of Escondido
201 N Broadway
Escondido, Ca. 92025
RE: Escondido Grape Day Park Audit
Dear Wayne,
On June 12, 2023 we performed an audit on equipment located at 321 N Broadway Escondido, Ca. The structures evaluated included: one freestanding tube slide structure (made by Playworld Systems) with an 11’ 3” high architectural art deco structure attached, one large upper body climber designed as an artistic play structure, three climbing/seating rock leaf structures, three rounded molded rock grape structures, and approximately 14 to 15 rock/boulders inside the containment area circling the perimeter. The manufacturer, design, and layout of the artistic play features in the containment area were provided by Nature Works Inc.( https://www.facebook.com/natureworksinc/ ) The safety surface is EWF engineered wood fiber. Average depth EWF in use zones is 4” to 6”. Containment area is an irregular circle, approximately 84’X 78’. The fall height of the Vine climber is 105”. The slide structure entry deck is 76 ½”, however, the attached concrete grape structure has a maximum height of 135”, the concrete leaf structures range in maximum height of 32”, 36”, and 39”.

There is an additional playground location approximately 25 feet from the playground area being audited.

This area was not part of this audit per request of the owner operator representative.

All services are performed according to the National Playground Safety Institute Guidelines and by the State Contractor's Board Guidelines. All services will be performed in a workmanlike manner according to standard practices. The above client is covered as additionally insured on Jamey Clark, Inc. liability and auto insurance policy. All areas affected will be left in a clean and orderly fashion.

Attachment "1"
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June 12, 2023
Escondido Grape Day Park Audit
Customer agrees to release, indemnify and hold Jamey Clark, Inc. harmless from and against all claims, damages, losses, and expenses, including court costs and reasonable fees and expenses of attorneys, expert witness and other professionals, arising out of or resulting from claims relating to the products and services outlined above, but excluding such claims or liabilities arising from and limited to the sole activity of negligence or willful misconduct of Jamey Clark, Inc. and/or its employees.

Thank you for contacting JCI, SafePark Services, we appreciate the opportunity to provide you with this playground audit report. If you have any questions, please don't hesitate to give us a call. If you would like more information on the wide range of services provided by JCI please visit our website at www.SafePark.com. We look forward to working with you in the very near future.

Charles Froeming
Cha
s Frog
CPSI# 49198- 0923
Safety Playground Inspector
Attachment "1"
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Safety Priority Rating System and Notifications
Priority 1 Safety Concern Non-compliant safety concern: may result in permanent disability, loss of life.
* Condition should be corrected immediately.

Priority 2 Safety Concern Non-compliant safety concern: may result in temporary disability. *Condition should be corrected as soon as possible.

Priority 3 Safety Concern Non-compliant safety concern: likely to cause a minor (non-disabling) injury.
*Condition should be corrected when time permits.

Priority 4 Safety Concern Non-compliant safety concern: potential to cause an injury is very minimal. * Condition should be corrected at Owner/Operator's discretion.

NOTE: California has made it law that all public access playgrounds must meet standards set forth by the ASTM-1487 and the CPSC Handbook standards. It is highly recommended that a periodic maintenance program be put in place. It is also recommended repairs and maintenance performed on or in a playground area is performed by a Qualified Playground Service Technician and inspected by a Certified Playground Safety Inspector.

NOTE: Loose-fill surfacing requires frequent maintenance to ensure surfacing levels never drop below the minimum depth. Areas under swings and at slide exits are more susceptible to displacement; special attention must be paid to maintenance in these areas. Additionally, wear mats can be installed in these areas to reduce displacement, CPSC 2.4.2.2 (2). Good drainage is essential to maintaining loose fill surfacing. Standing water with surface materials reduces effectiveness and leads to material compaction and decomposition. CPSC

2.4.2.2 (5). In the case of wood fibers as it decomposes it may lose its impact attenuation qualities. In the case of sand, based on its quality, it will compact at different rates and it will lose its impact attenuation qualities.

When sand is used the necessary maintenance will include, but not be limited to; tilling to keep sand loose, remove contaminants such as leaves, twigs, grass, rocks and other debris. When wood fiber is used the necessary maintenance will include but not be limited to removing contaminants such as leaves, twigs, grass, rocks and other debris and ensuring the integrity of 9-inches of wood fibers. Beware of decomposition at the lower levels. When the integrity of your loose fill surfacing becomes questionable it is recommended the material be maintained, replaced and/or field tested for impact attenuation.

Attachment "1"
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NOTE: We are available to consult with staff on-site to review the Audit Report. Based on our findings we will recommend a SafePark periodic safety inspection schedule that will not only help to keep children safer, but will also be an invaluable tool for defending potential litigation. Do not release this report to any person except an agency official, legal counsel, insurance representative, or an investigating police officer.

NOTE: Injuries to children may occur from many types of playground equipment and environmental conditions.

The SafePark Audit Report on the following pages will help to assess if your playground is in compliance with the current playground standards set forth by the State of California. It will also identify conditions that may be unsafe due to normal wear and tear, equipment failure, or vandalism, and offer suggestions to address maintenance and repair concerns that may exist on or near your playground. NOTE: While the SafePark Audit does not cover every potential safety concern, it is a comprehensive overview of your playgrounds current condition and potential safety concerns. The SafePark Playground Safety Audit Form is based on the Public Playground Safety Handbook written by the U.S. Consumer Product Safety Commission (CPSC) Revised November 2010; American Society for Testing and Materials (AST M) F1487-21. The Department of Justice 2010 ADA Standards for Accessible Design (2010 Standards) for Title II (28 CFR Part 35) and Title III (28 CFR Part 36), Sections 240 and 1008 Play Areas. The Playground Audit will be performed by a Certified Playground Safety Inspector in good standings with the National Playground Safety Institute, The National Recreation and Park Association and the California Park and Recreation Society.

Attachment "1"
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1. Category of Playground: (check all that apply)
Community Park City Park X Daycare Center
Neighborhood Park/PLay area Private School Other

2. Equipment Inventory: (indicate the number of equipment pieces that exist) A. Composite Structures
2 to 5 User age 5 to 12
B. Freestanding
Equipment -
C. Site Amenities
0 Stairways 0 Swings 0 Benches 3 Distant
0 Rigid Climber 0 Rotating swings 0 Pic Table 4 Distant 0 Flexible Climber 0 Cable Glider 0 Drink Fountains 1 42’ 0 Decks 0 Slides 1 Lights 0
0 Play panel 0 Seated spinners 0 Wheelchair
parking
0 0 Slides 0 Leaf seat climber 3 Signs 2 No climbing
0 Talk Tubes 0 Upper body Vine
Climber
1 Litter barrels 2
0 Horizontal Rings 0 Rocking Eqpt 0 Fencing 0
0 Bridges 0 Play panels w/seat 0 Restrooms 2
0 Step Ladder 0 Playhouse 0 Shade 0
0 Cargo net 0 Balance Beam 0 Basketball court 0
0 Shade Canopy Lg. 0 Standing Backhoes 0 Volley ball 0
0 Transfer station 0 Shade Canopy 0 Trees 40’ to 50’ Plus 0 Ground seats 0 Hop Scotch 0 Lunch area 0
Attachment "1"
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3. Playground Perimeter Concerns Measured in Feet & Comments The owner/operator shall evaluate each border concern for possible mitigation Play Perimeter concerns Distance from
Border
Priority
Rating
Comments
1st Public Street Broadway 75’ 2 No Fence or barriers
2nd Street N/A 0
3rd Street N/A 0
Pool 0
Streets with Heavy traffic 75’ 2
Water (ponds/streams/ditch 0
Soccer/football field N/A 0
Baseball/softball field N/A 0
Basketball Court N/A 0
Parking Lot 60 ft. 2 No Fence or barrier
Picnic Table 50 to 100 Ft Plus 0 Distant
Trees 40 to 50 ft plus 0 Distant
Benches Distant 0
Teather ball N/A 0
Volleyball N/A 0
BBQ 0 0
2nd play area 25 feet 2 13” containment drop o
ff
Restrooms 40’ Plus 0
Attachment "1"
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It is important to understand that children are easily attracted to areas and situations that are not always safe. Public streets and parking lots located near a playground can be dangerous.

Baseball, soccer, football fields and golf courses can be hazardous if in close proximity to a playground, as miss directed balls can strike a child and possibly cause injury.

Railroad tracks, water ponds, streams, ditches, construction yards and cliffs are attractive to children and can be hazardous.

Trees located in or around a playground must have their limbs and branches trimmed to be at least 84-inches above the highest designated play surface. The reason for this is that children will attempt to reach out and grab and try to swing on limbs and/or branches. This could cause a dangerous fall.

Attachment "1"
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Non
Comp. Comp. N/A V Notes

1. General Environment X ASTM 2049 Street and Parking

2. Materials & Manufacture X Design issues and failure

3. Use Zones X

4. Maint., Surfacing, Labeling
signage
X Missing warning labels

5. Accessibility X

6. Access & Egress X

7. Platforms, Landings,
Walkways
X

8. Flexible components X

9. Step Ladder X

10. Cargo nets X

11. Upper body equipment X

12. Slides X Accessible climbable structure

13. Swings X

14. Ladder climber X

15. Seesaws X

16. Spring Rocking equipment X

17. Cable Glider X

18. Balance beams X

19. Sliding Poles X

20. Shade X In general area no containment shade

21. Roller Slides X
Attachment "1"
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22. Flexible Rubber Climbers X

23. Spinners X

24. Stepping Form X

25. Standing spinners X

26. Fencing, Gates, Barriers,
Signs
X ASTM 2049 Level II Street Hazard
Attachment "1"
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PLAYGROUND SAFETY AUDIT
e The following is an itemized list of the issues observed. Photos were taken on site during the audit process and include descriptions or the items that currently do not meet the ASTM F1487-21 and CPSC guidelines.

Note: Whenever ASTM code is cited it refers to ASTM F1487-21 unless otherwise noted.

ADA Accessible Design Pertaining to The Playground Equipment Area’s only:

Is the playground and equipment area accessible Y es
Within the containment area is the playground equipment ADA accessible? Y es Is the Playground subject to the DOJ 2010 Standard for Accessible Design? Y es

1. There are missing warning labels on all play structures and no freestanding warning sign. Only one label noted is a Playworld systems identification on the original Playworld slide. Either warning labels or a freestanding sign are required. 1 Rating. Recommended labels: ASTM

14.2.1. Information message communicating age appropriateness, ASTM .14.2.2 Information message communicating supervision recommended, ASTM 14.2.3 warning message communicating the removal of helmets, drawstrings or accessories around the neck. ASTM

14.2.4 warning message communicating hot play surfaces and/or surfacing when applicable, ASTM 14.2.5 warning message communicating the hazard of play equipment located over hard surfaces, when applicable.(Sample label photo) Recommend placing labels and/or a freestanding warning sign.

No Picture.

2. There are deep drop offs at the sidewalks entering the 2nd play area. Drop off is approximately 25 feet from the audited play area. ASTM 3.1.50, CPSC 3.6. ASTM F 2049 2 Rating.

Recommend adding safety material to the 2nd play area or building ramps to eliminate the drop offs.

Attachment "1"
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3. The use zones around all structures are non-compliant. The slide, vine climber, and concrete leaf structures are designed for climbing and play. Reference Nature Works Inc. Maintenance Manual Sept. 11 2004. ASTM 9.2.1, 9.2.3 CPSC 5.3.9. 1 Rating. The large boulders placed close together also represent a fall hazard in the containment area. Recommend the structures/equipment be moved or removed to achieve proper use zones. (Vine climber & Slide 51”, Vine climb and bolder 44”, vine climb and round grape rock 48”. Leaf climber to ADA ramp 32”, Leaf to curb 29”, Leaf to rocks and boulder up to 52”. Stationary structures require a 72 inch use zone.

4. Two structural failures of the vine climber have been reported on Jan 26, 2023 and Aug. 22 2022.

The current condition of the vine climber reveals complete separation of the climber arm extensions in two locations. Pics below. Movement of the remaining damaged arms and the structure indicates serious structural compromise. There are numerous cracks, some large and deep, that may have allowed water to enter down to the metal infrastructure leading to rust and support structure failure. ASTM 4.1, CPSC 2.5.1. 1 Rating. Recommendation: High priority.

Immediately take the play area out of service with approved construction fencing to restrict play activity in the area. Long term engineered structural integrity and safety of the existing structure is a serious concern.

Attachment "1"
496
Item20.

ASTM F1487-21 4.1 General Requirements—Playground equipment shall be manufactured and constructed only of materials that have a demonstrated durability in the playground or similar outdoor setting. Any new materials shall be documented or tested accordingly for durability by the playground equipment manufacturer .

5. The depth of the EWF engineered wood fiber throughout the play area is non-compliant for depth. The minimum depth for wood fiber is 9 inches of safety material maintained at all times.

The average depth of the safety surface is 4 to 6 inches. In addition, there is substantial EWF decomposition starting at just 2 to 3 inches below the surface. ASTM 13.2.1, CPSC 2.5.1 table 2. 1 Rating. Recommend replacing the old decomposing material with 12 inches of new engineered wood fiber.

Attachment "1"
497
Item20.

6. There is a deep kick out at the slide exit The exit height exceeds the 15 inch maximum height and there is insufficient depth of safety material. ASTM 8.5.5.3, CPSC 5.3.6.4. 2 Rating.

Recommend adding safety material to the area to maintain the minimum 9 inch proper depth and lower the exit height of the slide.

7. There is a street with busy traffic, parking, and a bike path in the playground non-compliant hazard zone. The bike path is approximately 60 feet from the play area use zones and the parking and street begin at 75 feet from the playground use zones. Hazards from 30 to 100 feet are considered Level II. ASTM F2049. 2 Rating. A series of compliant barriers and fencing could be used to lower the risk factors and rating slightly, but in this case the close proximity of the busy street per the standard should be mitigated by placing an ASTM F 2049 compliant fence with a self closing gate around the entire play area.

ASTM F 2049 6.1.3 Fences—All vulnerable play areas shall have fences with gates as described in 7.6. This method of protection may include chain link and other materials of a minimum height of 4 ft (1.22 m) above grade.

8.3 Vulnerable Play Zone….Level I (top priority) is where the hazard is less than 30 ft from play equipment or its use zone. Level II is where the hazard is 30 ft up to 100 ft from play equipment or its use zone, and Level III is where the hazard is over 100 ft up to 200 ft from play equipment or its use zone. Any hazard more than 200 ft away is not necessarily within a vulnerable play zone requiring a fence unless the owner/operator or its representative deems it as being required.

Attachment "1"
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Item20.

Note: The large dead tree structure approximately 15 feet from the play area could be considered an attractive nuisance and climbing hazard under ASTM F2049. No Rating.

8. The existing Playworld slide retrofitted with a concrete rock artistic representation of grapes does not fit into any published description of the ASTM, CPSC playground safety standards. The surfaces are for the most part rounded with no flat 2X2 inch designated play surface. However, the added structure is readily accessible with a top height of 135 inches, over 11 feet high. The safety surfacing below this area is currently non compliant for depth, but even at the proper depth a fall from this height could be catastrophic. Impact testing of the safety surface at the proper depth is needed to determine if the surfacing is compliant for the potential fall height.

There have been reports of kids climbing to the top. The two signs on sight requesting “Do not climb on the grape structure” are helpful for proper warning, however, they are only a warning and do not eliminate a potential hazard. Professional opinion: 1 Rating. The current configuration with non-compliant depth of surfacing represents a serious hazard. There is no known repair or modification that I can recommend to eliminate the climbing hazard.

Attachment "1"
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Item20.

Another important concern of the slide grape design is there is no way to view the condition and integrity of the slide tube connections.

End of Playground Audit
General Maintenance Concerns:

1. There are several squirel burrows in the ground near the play area with one in the containment area.

2. One of the ground level rock grapes has damage and missing mosaic pieces.

3. There is a small felt tip graffiti on one of the leaf structures.

In summary the play area and equipment have several important concerns. The play area should be taken out of service until the listed exceptions can be resolved.

The following are general site pictures:

Attachment "1"
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Item20.
2nd play area not audited
Thank you for contacting JCI, SafePark Services, we appreciate the opportunity to provide you with this playground inspection report. If you have any questions, please don't hesitate to give us a call.

If you would like more information on the wide range of services provided by Jamey Clark, Inc. (JCI) please visit our website www.SafePark.com We look forward to working with you in the very near future.

Sincerely,
Cha
s Frog
Charles Froeming
Jamey Clark, Inc. (JCI)
SafePark Services
CPSI #49198-0923
Attachment "1"
501
Item20.

San Diego • Vista • Irvine • Los Angeles • Las Vegas
CA Contractors License: B-803435, C-33 1
ProTec Building Services
EMAIL: [email protected] | WEBSITE: WWW.GOPROTEC.COM

SAN DIEGO
10180 WILLOW CREEK ROAD | SAN DIEGO, CA 92131
(800) 557-2217 TEL: (858) 569-1080 FAX: (858) 569-1088
D
ecember 27, 2023
G
rape Day Park
Attn: City of Escondido
c/o Jennifer Schoeneck
201 North Broadway
Escondido, CA 92025
Play
ground Safety Inspection Report
D
ear Ms. Schoeneck:

Please review the following Playground Safety Inspection observations and recommendations found during a site visit of your playground. All observations and recommendations are based upon:
• Standard Consumer Safety Performance Specification Handbook for Playground Equipment for Public Use (Publication F1487-11 and F2373-11) • Standard Guide for ASTM Standards on Playground Surfacing (Publication F2223-10) • U.S. Consumer Product Safety Commission - Public Playground Safety Handbook (Publication #325).

T
hese publications are used to comply with California Health and Safety Code, Division 104, Part 10, Chapter 4, Article 1, Section 115725.

T
he purpose of this visual inspection and recommendation is to facilitate the Board of Directors in the proper repairs and maintenance needed to bring and maintain the playground and equipment in compliance. This report is also intended to provide general information to the Board to help institute an adequate proactive inspection and maintenance program in their community to maintain the playground area and its components.

Site Inspection: 321 North Broadway, Escondido, CA 92025 Attachment "2"
502
Item20.

San Diego • Vista • Irvine • Los Angeles • Las Vegas
CA Contractors License: B-803435, C-33

2 ProTec Building Services
EMAIL: [email protected] | WEBSITE: WWW.PROTEC.COM

SAN DIEGO
10180 WILLOW CREEK ROAD | SAN DIEGO, CA 92131
TEL: (800) 557-2217 FAX: (858) 569-1088

Based upon inspection, our observations and recommendations are as follows*. Equipment or conditions found in compliance are listed as “Passed.” Equipment or conditions not in compliance are listed as such, along with the ASTM Standard (Requirement), a brief description of the reason for non- compliance (Observation) and suggestions for action (Recommendation):

• Priority #1: Non-compliant safety concern that may result in permanent disability, loss of life or body part. Condition should be corrected immediately. • Priority #2: Non -compliant safety concern that may result in temporary disability.

Condition should be corrected as soon as possible.
• Priority #3: Non -compliant safety concern that is not likely to cause an injury.

Condition should be corrected when time permits.

EQUIPMENT

• Climbers - Failed
• Materials and Manufacture - Failed
• Placement of Equipment - Failed
• Protective Surfacing - Failed
• Signs and Labels - Failed
• Slides - Failed

The Equipment Manufacturer is: PlayWorld Systems and Custom

See the following photo report for information and recommendations on any components that “Failed” the inspection.

Attachment "2"
503
Item20.

Walkthrough Report 2008 Cover Page Subreport:

Prepared by ProTec Building Services
Playground Inspection Report
Wednesday, December 27, 2023
San Diego, CA 92131
10180 Willow Creek Road
Phone: (800) 557-2217
Inspection Performed on:

Fax: (858) 569- 1088
Grape Day Park
2023
Grape Day Park
Attachment "2"
504
Item20.

Grape Day Park
Climbers
Sharp Points and Edges… Equipment free of splinters, sharp points, edges; tubing is capped; bolts free of burrs, sharp points, and edges. (ASTM 6.2; CPSC 3.4) Fail - Priority #1
Observations:

The cracks in the epoxy are creating sharp points and edges in certain areas.

Recommendations:

Eliminate any areas that could cause cuts or lacerations.

Requirement:

Materials and Manufacture
Users cannot ingest, inhale, or absorb any potentially hazardous amounts of substances through body surfaces as a result of contact with the equipment. (ASTM 4.1.2 and 4.1.3; CPSC 2.5.4)
Fail - Priority #2
Observations:

Some of the finish materials are removeable.

Recommendations:

Verify all finish materials are permanently attached and cannot be easily removed.

Requirement:

Materials and Manufacture
There shall be no visible crack or breakage of any component and no form of permanent deformation of any component that may adversely affect the structural integrity or safe use of the equipment. (ASTM 12.2.2)
Fail - Priority #1
Observations:

Some of the cracks are large and the steel structure is visible. Water was seen dripping from cut ends of the structure.

Recommendations:

Verify the structural condition and repair or replace damaged equipment components as needed to be in compliance with ASTM and CPSC standards.

Requirement:

Attachment "2"
505
Item20.

Grape Day Park
Materials and Manufacture
There shall be no visible crack or breakage of any component and no form of permanent deformation of any component that may adversely affect the structural integrity or safe use of the equipment. (ASTM 12.2.2)
Fail - Priority #1
Observations:

Some of the equipment components have cracks large enough to cause cuts and/or lacerations.

Recommendations:

Repair or replace damaged equipment components to be in compliance with ASTM and CPSC standards.

Requirement:

Materials and Manufacture
Users cannot ingest, inhale, or absorb any potentially hazardous amounts of substances through body surfaces as a result of contact with the equipment. (ASTM 4.1.2 and 4.1.3; CPSC 2.5.4)
Fail - Priority #2
Observations:

The surface finish is peeling in certain areas.

Recommendations:

Refinish as necessary with materials that cannot be easily removed.

Requirement:

Placement of Equipment
Use zone extends minimum 72" on all sides of equipment. (ASTM 9.2.1; CPSC

5.3.9)
Fail - Priority #1
Observations:

The use zone between the climbing rocks and perimeter containment is variable and measures at 60" or less in some areas.

Recommendations:

Create a use zone that measures a minimum 72" around any climbing rocks that measure 24" or higher.

Requirement:

Attachment "2"
506
Item20.

Grape Day Park
Placement of Equipment
Use zone extends minimum 72" on all sides of equipment. (ASTM 9.2.1; CPSC

5.3.9)
Fail - Priority #1
Observations:

The use zone between the slide takeoff platform and vine climber measures at 45" or less.

Recommendations:

Create a use zone that measures a minimum 72".

Requirement:

Placement of Equipment
Use zone extends minimum 72" on all sides of equipment. (ASTM 9.2.1; CPSC

5.3.9)
Fail - Priority #1
Observations:

The use zone between the some of the climber rocks and vine climber is variable and measures at 45" or less.

Recommendations:

Create a use zone that measures a minimum 72".

Requirement:

Placement of Equipment
Use zone extends minimum 72" on all sides of equipment. (ASTM 9.2.1; CPSC

5.3.9)
Fail - Priority #1
Observations:

The use zone between the some of the climber rocks and vine climber is variable and measures at 65" or less.

Recommendations:

Create a use zone that measures a minimum 72".

Requirement:

Attachment "2"
507
Item20.

Grape Day Park
Placement of Equipment
Use zone extends minimum 72" on all sides of equipment. (ASTM 9.2.1; CPSC

5.3.9)
Fail - Priority #1
Observations:

The use zone between the some of the climber balls and vine climber is variable and measures at 52" or less.

Recommendations:

Create a use zone that measures a minimum 72".

Requirement:

Protective Surfacing
Owner/Operator maintains the protective surfacing within the use zone of each play structure in accordance with ASTM F1292 and ASTM F1951 where applicable, with a critical height appropriate for the fall height of each structure (ASTM 13.2.1; CPSC 2.4).

Fail - Priority #1
Observations:

The protective surfacing is 5" below the recommended level for the playground structure.

Recommendations:

Rake and level the loose fill material, then import additional material (if necessary) to be in compliance with ASTM and CPSC fall-height standards. 12" of uncompressed Engineered Wood Fibers (EWF) provides a fall height in excess of 12'.

Requirement:

Signs and Labels
Signs or labels provide information stating adult supervision is recommended. (ASTM 14.2.2)
Fail - Priority #2
Observations:

The specific sign or warning label was not installed at the time of the inspection.

Recommendations:

Install signs and labels as needed to comply with ASTM and CPSC standards.

Requirement:

Attachment "2"
508
Item20.

Grape Day Park
Signs and Labels
Signs or labels provide information for age appropriateness of playground. (ASTM

14.2.1)
Fail - Priority #2
Observations:

The specific sign or warning label was not installed at the time of the inspection.

Recommendations:

Install signs and labels as needed to comply with ASTM and CPSC standards.

Requirement:

Signs and Labels
Manufacturer's identification appears, is durable, and is placed on the play structure. (ASTM 15)
Priority #3
Observations:

The manufacturer's identification for the slide is permanently installed. No manufacturer's label was found for the custom equipment.

Recommendations:

Install identification information as needed to comply with ASTM and CPSC standards.

Requirement:

Signs and Labels
On or near all play structures where applicable have posted a warning label containing... 1) signal word WARNING, 2) safety alert symbol (triangle with exclamation point inside) preceding signal word, and 3) warning message “Installation over a hard surface such as concrete, asphalt, or packed earth may result in serious injury or death from falls.” (ASTM 14.2.5) Fail - Priority #2
Observations:

The specific sign or warning label was not installed at the time of the inspection.

Recommendations:

Install signs and labels as needed to comply with ASTM and CPSC standards.

Requirement:

Attachment "2"
509
Item20.

Grape Day Park
Signs and Labels
Sign posted to communicate warning for the need to remove helmets, drawstrings and items around the neck due to strangulation. (ASTM 14.2.3) Fail - Priority #2
Observations:

The specific sign or warning label was not installed at the time of the inspection.

Recommendations:

Install signs and labels as needed to comply with ASTM and CPSC standards.

Requirement:

Slides
Equipment is free of rust/chipping paint. (CPSC 2.5.4)
Fail - Priority #2
Observations:

Minor corrosion is beginning to form on some of the equipment.

Recommendations:

The corrosion needs to be removed and then protective coatings need to be applied to any metal equipment surface as needed.

Requirement:

Slides
Entanglements… No projections project upwards greater than 1/8" from horizontal plane; maximum 2 fastener threads protrude through any nut perpendicular to initial surface; any projection increasing in diameter from initial surface less than or equal to 1/8" in width and 1/8" in depth is exempt. (ASTM 6.4.2, 6.4.3, 6.4.4) Fail - Priority #1
Observations:

The joint has come apart, creating an entanglement hazard.

Recommendations:

Adjust the connection to eliminate the entanglement hazard.

Requirement:

Attachment "2"
510
Item20.

San Diego • Vista • Irvine • Los Angeles • Las Vegas
CA Contractors License: B-803435, C-33

3 ProTec Building Services
EMAIL: [email protected] | WEBSITE: WWW.PROTEC.COM

SAN DIEGO
10180 WILLOW CREEK ROAD | SAN DIEGO, CA 92131
TEL: (800) 557-2217 FAX: (858) 569-1088

Action is required to bring the playground into compliance with the Standards adopted by the State of California. Priority #1 items need to be taken care of immediately or the playground should be closed until repairs can be made.

If you have any questions regarding the above recommendations, please contact our office.

Thank you.

Sincerely,
ProTec Building Services

Paul Mayeski
National Playground Safety Institute
Certified Inspector
CPSI Certification #22272-0516

* This report reflects the professional judgment of the Inspector

Attachment "2"
511
Item20.

Public Art
Strategic Plan

PRESENTED BY THE CITY OF ESCONDIDO
Attachment "3"
512
Item20.

Vision Statement
CITY OF ESCONDIDO 2
We are a City where art, inspired by
community, welcomes visitors and residents,
creating a fun and lively environment that
celebrates all things Escondido, heralding our
past and manifesting our future.
-CITY OF ESCONDIDO PUBLIC ART VISION STATEMENT
Attachment "3"
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Item20.

CITY OF ESCONDIDO 3
Executive Summary
This plan outlines the inspirational and practical roles of the City in creating a community that celebrates and cherishes art as a catalyst for a vibrant community. Within this document are the goals, strategies, and specific objectives of the Escondido Public Art Strategy and Annual Work Plan.

Escondido’s public art program has long been a source of pride and identity for the community. It is a reflection of the city’s rich cultural heritage, its vibrant present, and its aspirations for the future. This strategic plan builds upon that foundation, aiming to further enhance the role of public art in the life of the city and its residents.

By defining the City’s role in public art, this document sets the stage for a more cohesive and impactful approach to public art management and development. It provides a framework for collaboration between the City, artists, art organizations, businesses, and the community at large, ensuring that public art projects are not only aesthetically pleasing but also meaningful and relevant to the people they serve.

As the City of Escondido continues to grow and evolve, so too will its public art program. This document serves as a roadmap for that evolution, guiding decision-making, resource allocation, and community engagement efforts related to public art. It is a testament to the City’s commitment to creativity, innovation, and cultural enrichment, and it lays the groundwork for a future where art is not just a decoration but a vital part of the city’s identity and soul.

Attachment "3"
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Item20.
4CITY OF ESCONDIDO
Letter from the
Public Art Commission
Escondido is a community inspired by art that celebrates, educates, unifies, and remembers. The Public Art Commission strongly believes in the power of art to enliven public spaces as a representation of our diverse cultures and backgrounds by drawing us together through art as a shared experience. Art has the ability to transform public spaces, creating a communitywide identity that enhances our sense of place, builds community pride, and welcomes visitors.

The Public Art Strategic Plan represents a foundational shift and re-imagining of the role of the Public Art Commission as an architect and guardian of the City’s cultural resources. Through the implementation of this plan, Escondido has the opportunity to be a cultural hub in San Diego County by highlighting, attracting, and showcasing organizations, artists, and artwork that have profound impact and meaning regionally, nationally, and internationally; thereby becoming an economic driver and sustaining the local economy, revitalizing downtown and other neighborhoods throughout the City.

The Public Art Commission is grateful to everyone who participated in this endeavor. Contributions from commissioners, city staff, consultants, community organizations, and the public allowed us to create a well-represented and comprehensive public art strategy and Annual Work Plan now and into the future.

Public Art Commissioners: Jacqueline Kelleher, Heidi Paul, Nathalie Martinez, Carol Rogers, Patricia Spann, Terri Ryan, and Juan Vargas Attachment "3"
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Item20.

CITY OF ESCONDIDO 5
The 2024 Public Art Strategic Plan was unanimously adopted by the Escondido City Council during its September 18, 2024 Council session.

ESCONDIDO CITY COUNCIL
Mayor Dane White
Deputy Mayor Christian Garcia, District Three
Councilmember Consuelo Martinez, District One
Councilmember Joe Garcia, District Two
Councilmember Michael Morasco, District Four

PUBLIC ART COMMISSION STRATEGIC PLAN SUBCOMMITTEE

Carol Rogers, Public Art Commissioner
Patricia Spann, Public Art Commissioner

CITY OF ESCONDIDO STAFF
Sean McGlynn, City Manager
Jennifer Schoeneck, Director of Economic Development
Robert Rhoades, Assistant Director of Community Services Sandra Aguilar Aranda, Management Analyst I
Graphics Department
Attachment "3"
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Item20.

CITY OF ESCONDIDO
6 Table of Contents
Purpose ......................................................................... 7 Acknowledgments ......................................................... 7 Introduction .................................................................. 8 What is Public Art? ........................................................................... 10 Creative Placemaking ....................................................................... 11 Creative Placekeeping ...................................................................... 12 Vision, Values and Goals ............................................... 13 Vision ................................................................................................. 14 Values ................................................................................................ 14 Goals .................................................................................................. 15 Goal 1: Keep the Momentum ....................................................... 15 Goal 2: Communicate Clearly .................................................... 16 Goal 3: Celebrate Public Art ...................................................... 16 Goal 4: Prioritize Community-Centric Art ................................ 17 Goal 5: Catalyze Economic Development ................................. 17 Goal 6: Ensure Evaluation, Monitoring, and Maintenance ........ 18 Goal 7: Promote Education and Community Engagement ....... 18 Roles and Responsibilities ............................................ 19 The Community ................................................................................ 20 Artists ............................................................................................... 20 Real Estate Developers .................................................................... 20 City Council ...................................................................................... 20 Public Art Commission ...................................................................... 21 City Staff .......................................................................................... 21 Art in Action ................................................................ 22 Defining Processes for Various Art Types ................................... 23 Public Art Opportunity Areas ...................................... 25 Public Art Annual Work Plan ........................................ 28 Conclusion .................................................................. 30 Appendix ...................................................................... 31 Appendix I: Public Art Commission Annual Work Plan Checklist ... 32 Appendix II: A Brief History - Art in the City Past and Present ...... 33 Appendix III: Planning and Public Outreach Process ...................... 35 Appendix IV: Art Typologies ............................................................ 40 Appendix V: Public Art Acquisition .................................................. 41 Appendix VI: Deaccessioning .......................................................... 44 Appendix VII: Maintenance .............................................................. 46 Appendix VIII: Resources and Funding Opportunities .................... 48 Artist Glossary ............................................................ 53 Community Organizational Letters of Support ............. 54 Attachment "3"
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Item20.

CITY OF ESCONDIDO 7
Acknowledgments
Gratitude to the City Council for leading the vision for public art as a catalyst for a brighter future for the City of Escondido, its residents, visitors and businesses. This document is the result of hours of public input and hard work by the City of Escondido Public Art Commission subcommittee members Commissioner Carol Rogers and Commissioner Patricia Spann.

Thank you to RRM Design Group consulting for compiling public input to create this document. Thank you to City staff for guiding the process of creation of the City’s first Public Art Strategic Plan.

Purpose
The purpose of this document is to define the City’s role in public art, including the role of the Public Art Commission and staff administration role. This document seeks to clarify the intention of public art in the City of Escondido as a means to provide a unified purpose for local art organizations and artists, to express and unite the City, nonprofits, and businesses to cultivate an environment where residents and visitors can be inspired through art.

This document outlines the vision, goals and roles of various stakeholders in the community, providing guidance to the City for the curation of public art in the City of Escondido. It is designed to guide the City’s decision making in the management of the City’s public art portfolio.

Attachment "3"
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Item20.

CITY OF ESCONDIDO 8
Introduction
Attachment "3"
519
Item20.

INTRODUCTION | 9CITY OF ESCONDIDO
This document outlines the Escondido Public
Art Plan, which encompasses strategy, an
Annual Work Plan, and alignment with the
City’s general and specific plans. It represents
the culmination of extensive community
engagement, stakeholder input, and expert
analysis, all aimed at charting a course for the
future of public art in Escondido.

Escondido is a city with a rich artistic heritage
and a vibrant cultural scene. From its historic
downtown to its modern urban spaces, art
is everywhere, reflecting the diversity and
creativity of its residents. The Escondido Public
Art Strategic Plan seeks to build upon this
legacy, fostering a greater sense of community
pride and identity through art.

At its core, the Escondido Public Art Strategic
Plan is about more than just creating beautiful
spaces—it’s about creating meaningful
connections between people and their
environment. It’s about celebrating the past,
embracing the present, and envisioning the
future through the transformative power of art.

Through this plan, the City of Escondido aims to
position itself as a leader in public art, setting
new standards for creativity, innovation, and
community engagement. It is a bold vision for
the future, one that recognizes the importance
of art in shaping our world and our lives.

As you can see, the expansion of these
sections further emphasizes the importance of
public art in shaping the identity and future of
Escondido, highlighting the city’s commitment
to creativity, community engagement, and
cultural enrichment.

Attachment "3"
520
Item20.

CITY OF ESCONDIDO
INTRODUCTION | 10
What is Public Art?
Public art is a dynamic form of artistic expression that enriches and enlivens public spaces, creating a sense of place and identity for a community. It encompasses a wide range of artistic disciplines, including but not limited to sculpture, murals, installations, performance art, and digital media. Public art has the power to transform ordinary spaces into vibrant cultural destinations, engaging the public in meaningful dialogue and fostering a sense of pride and ownership in their surroundings.

In the context of the City of Escondido, public art is defined as any artistic work located on public property or visible from public spaces, such as streets, parks, and plazas. This includes permanent installations as well as temporary exhibitions and events. Public art plays a crucial role in enhancing the visual landscape of the city, serving as a reflection of its cultural diversity, history, and values.

All public art projects in Escondido, whether on public or private land, are subject to review and approval by the Public Art Commission as outlined in the City’s Municipal Code. This ensures that all artworks contribute to a cohesive placemaking narrative that resonates with the local community to create a curated public art collection for the City. The goals outlined in the city’s public art strategy serve as the guiding principles for the commission and city staff in the creation of an Annual Work Plan and the ongoing review of public art projects.

By promoting the creation and appreciation of public art, the City of Escondido aims to enrich the lives of its residents, enhance its cultural offerings, and strengthen its identity as a vibrant and creative community.

Public art is not just about aesthetics; it’s about creating meaningful connections between people and their environment, fostering a sense of belonging and pride in the places we call home.

Attachment "3"
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Item20.

CITY OF ESCONDIDO
INTRODUCTION | 11
Creative Placemaking
Creative placemaking is a transformative approach to public art that celebrates the unique characteristics and identity of a neighborhood.

It goes beyond traditional notions of beautification to encompass a wide range of artistic interventions that engage, inspire, and empower communities. Creative placemaking involves the strategic use of art, creative signage, and wayfinding to define and enhance the physical and cultural attributes of a place.

In the context of the City of Escondido, creative placemaking is about more than just installing artworks; it’s about creating meaningful connections between people and their environment. It involves engaging with residents, business owners, and other stakeholders to understand and celebrate the unique identity of each neighborhood. This process typically includes public input from residents and business owners in close proximity to the public art location, ensuring that the artworks reflect the values and aspirations of the community.

The goal of creative placemaking is to establish a unified, creative, and inspirational palette for neighborhoods, as defined by the city’s general plans and specific plans. This approach recognizes that art has the power to transform spaces, foster a sense of pride and ownership, and strengthen social bonds within a community. By integrating art into the fabric of neighborhoods, creative placemaking can enhance the quality of life for residents and contribute to the overall vibrancy and identity of the City.

The City’s Public Art Commission plays a central role in creative placemaking efforts, working closely with local artists, community members, and other stakeholders to bring art into neighborhoods. The commission seeks to leverage partnerships with local companies and organizations to enhance the impact of creative placemaking initiatives, ensuring that public art projects are reflective of the diverse communities they serve.

Attachment "3"
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Item20.

CITY OF ESCONDIDO
INTRODUCTION | 12
Creative Placekeeping
Creative placekeeping is a proactive and intentional effort by the City of Escondido to preserve and celebrate the unique character, history, and culture of its neighborhoods through public art. It goes beyond traditional notions of preservation to actively engage with communities, ensuring that their stories, traditions, and identities are reflected and celebrated in the built environment.

One example of creative placekeeping in Escondido is Grape Day Park, which serves as a reminder of the city’s agricultural roots. Through a combination of public art, landscape design, and interpretive signage, the park tells the story of Escondido’s history as a center of grape cultivation, honoring the contributions of early settlers and farmers to the City’s development.

Another example is the use of art deco and post-modernist inspired architecture in City Hall and the California Center for the Arts, Escondido. These buildings not only serve as functional spaces but also as artistic expressions that reflect the city’s evolving culture and identity.

Creative placekeeping recognizes that each neighborhood and area of the city has its own unique history and culture that should be celebrated and preserved.

It involves working closely with residents, community organizations, and local artists to identify and highlight the distinctive features of each neighborhood, ensuring that public art projects are meaningful, relevant, and reflective of the community’s values and aspirations.

Public input is a key component of creative placekeeping, with the Public Art Commission actively seeking input from residents and stakeholders in the Annual Work Plan. This ensures that public art projects are responsive to the needs and desires of the community, fostering a sense of ownership and pride among residents.

By embracing creative placekeeping, the City of Escondido aims to create a more vibrant and culturally rich cityscape that honors its past while embracing its future. It is a commitment to preserving the stories and traditions that make Escondido a unique and special place to live, work, and visit.

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Vision, Values and Goals
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Vision
We are a City where art, inspired by community, welcomes visitors and residents, creating a fun and lively environment that celebrates all things Escondido, heralding our past and manifesting our future.

Values
Art that unifies
Art that brings together
communities, fostering
a sense of belonging
and shared identity. It
transcends barriers of
culture, language, and
background, creating
a common ground for
dialogue and understanding.

Art that celebrates
Art that commemorates
and honors the
achievements, traditions,
and milestones of the
past and present. It serves
as a platform for joyous
expression and reflection,
highlighting the vibrancy
and richness of Escondido’s
cultural heritage.

Art that educates
Art that enlightens
and informs, providing
valuable insights into the
history, culture, and values
of Escondido. It stimulates
curiosity, promotes
learning, and encourages
exploration of new ideas
and perspectives.

Art that remembers
Art that preserves and
memorializes the stories,
experiences, and legacies
of individuals and
communities. It ensures
that important moments
and contributions are
not forgotten, serving
as a testament to the
resilience and spirit of
Escondido’s people.

Art that inspires
Art that sparks
imagination, creativity,
and innovation, inspiring
individuals to envision
a brighter future for
Escondido. It instills a
sense of possibility and
optimism, motivating
action and positive change
within the community.

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Goals
Goal 1: Keep the Momentum
‹ Celebrate art all year: Ensure that art is celebrated and showcased throughout the year, not just during specific events or seasons. This can include rotating exhibitions, art festivals, and public art installations that change periodically to keep the city’s artistic landscape fresh and engaging.
‹ Integrate art into celebrations and annual activities: Incorporate art into existing city events and celebrations, such as festivals, parades, and cultural gatherings. This can include performances, art installations, and interactive experiences that enhance the overall event experience.
‹ Make the process clear for artists to participate: Provide clear guidelines and procedures for artists to submit proposals and participate in public art projects. This can include information on how to apply for funding, obtain permits, and navigate the approval process.
‹ Remove barriers when possible to allow artists to create:

Identify and address any barriers that may prevent artists from participating in public art projects. This can include providing financial support, access to resources and materials, and addressing logistical challenges.
‹ Quickly convene meetings to provide feedback to private developers for proposed art in lieu of fees for new projects:

Establish a streamlined process for reviewing and providing feedback on proposed art projects by private developers. This can help ensure that new developments incorporate public art in a meaningful and impactful way.

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Goal 2: Communicate Clearly
‹ Publicly notice elements of the Annual Public Art Work Plan and solicit public input: Ensure that the public is informed about the city’s public art plans and projects through various channels, such as public notices, social media, and community meetings.

Solicit feedback and input from residents to ensure that public art projects align with community values and priorities.
‹ Make up-to-date public art information available to the public online and in other relevant forms, such as brochures, digital kiosks: Provide easy access to information about public art projects, including descriptions, locations, and artist information.

This can help residents and visitors learn more about the city’s artistic offerings and encourage engagement with public art.

Goal 3: Celebrate Public Art
‹ Every time a piece of public art is completed, the City and the community should aim to create a public event to recognize the artist and the contribution of the art to the community:

Organize public events and ceremonies to celebrate the
completion of public art projects. This can include artist talks, guided tours, and community gatherings to showcase and
appreciate the new artwork.

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Goal 4: Prioritize Community-Centric Art
‹ Public art in the City of Escondido should prioritize the people, history and future of the City of Escondido: Ensure that public art projects reflect the values, history, and aspirations of the community. This can include themes that are relevant and meaningful to local residents, as well as artwork that honors the city’s cultural heritage and diverse population.
‹ When possible, the narrative of the art should reflect these priorities: Encourage artists to collaborate with the community and incorporate local stories, symbols, and traditions into their artwork. This can help create a sense of ownership and pride among residents and strengthen the connection between public art and the community.

Goal 5: Catalyze Economic Development
‹ Utilize public art as a catalyst for economic development:

Leverage public art to attract visitors, stimulate local businesses, and enhance the overall economic vitality of Escondido. This can include incorporating public art into placemaking efforts, supporting art-related businesses, and promoting Escondido as a cultural destination.

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Goal 6: Ensure Evaluation, Monitoring,
and Maintenance
‹ Establish a comprehensive evaluation and monitoring framework:

Develop a framework for evaluating the impact of public art projects on the community, including their economic, social, and cultural benefits. This can include conducting regular surveys, focus groups, and data analysis to assess the effectiveness of public art initiatives.
‹ Ensure the long-term maintenance and conservation of public art: Develop a sustainable maintenance plan for public art installations, including funding mechanisms, maintenance schedules, and conservation strategies. This can help ensure that public art remains vibrant and accessible for future generations, contributing to the overall quality of life in Escondido.

Goal 7: Promote Education and
Community Engagement
‹ Promote public art education and community engagement:

Increase public awareness and appreciation of public art through educational programs, workshops, and outreach efforts. This goal aims to empower residents to engage with public art, fostering a deeper understanding and connection to the cultural and artistic heritage of Escondido.

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Roles and Responsibilities
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The Community
Members of the community, which includes
residents, businesses and visitors shall have
the opportunity to provide public input in the
form of public comment at any art commission
meeting, and through a survey process as
determined by the specific program. For
example, the two or three top art commission
choices for an art piece in a public place shall
be available for public comment and feedback
about the potential art pieces.

Artists
Artists and art groups are the heart of creating
a cohesive community arts program. The Public
Art Commission shall solicit artists through a
call to artists once a year which will provide
an opportunity for artists to provide proposals
to the administrators for consideration to the
Public Art Commission for funding. Artists
conducting art on private property visible
from the public right of way should present
the art directly or through a representative in
order to receive feedback from the Public Art
Commission. Artists creating art not in the public
view, but available for public viewing in some
way, are encouraged to notify City Staff and
present an overview of the piece to the Public
Art Commission for community awareness.

Real Estate Developers
Residential and Commercial real estate
developers are required to pay a developer
impact fee for art, or provide art as part of
their project. Each project created in lieu of fee
must be submitted in the development packet
and presented to the Public Art Commission
for approval before receiving final approval
from planning as outlined in the municipal code
and relevant legally binding documents related
to development. Real estate developers are
expected to follow regular procedure with City
staff for development submissions.

City Council
The City Council shall appoint Public Art
Commissioners to administer the public art
program, and receive an annual status report of
projects and funds. City Council shall provide
policy direction and shall be responsible
for adopting public art strategic plans and
programs as proposed by the Public Art
Commission to implement with City Staff.

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Public Art Commission
The Public Art Commission shall be composed of residents or business owners within the City of Escondido boundaries and appointed by City Council for a term of 2 years. Public Art Commission shall be responsible for defining an Annual Work Plan for the commissioning of new art, educational programs, maintenance and decommissioning of art. Each year, the Public Art Commission must define each of these work plan items. If maintenance funds for public art are not available or inadequate, the Public Art Commission is tasked with deaccessioning a minimum of one public art piece that has been in the City’s collection for at least 5 years as described in the municipal code or relevant governing documents. If the Public Art Commission will not select an art piece for decommissioning, the City Council may determine the deaccessioning of art pieces. Public Art Commissioners will take assignments to oversee art in a specific district of the City to report to the Commission status of existing art pieces and recommendations for future art pieces.

City Staff
City Staff shall serve as the administrator for the solicitation of art, education programs, maintenance, and decommissioning of art according to the Annual Work Plan defined by the Public Art Commission and adopted by City Council. City staff will be responsible for initial vetting of artists and education programs and contracts to ensure qualifications including financial feasibility and robustness of contracted organizations and artists. City staff will also review potential projects through the Risk, Safety, and Compliance Staff Working Group to ensure adherence to local regulations. City staff may also designate a qualified organization to conduct administrative duties.

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Art in Action
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Art on public property, publicly funded
Definition
Art installations or projects located on public property (e.g., parks, streets, government buildings) that are funded through public funds, such as government grants, allocations, or taxpayer dollars.

Examples
A mural on the side of a city-owned building, a sculpture in a public park funded by a government grant, or a community art project funded through a city’s public art program.

Art on public property, privately funded
Definition
Art installations or projects located on public property that are funded by private sources, such as donations, sponsorships, or grants from private organizations or individuals.

Examples
A sculpture in a public plaza funded by a local business, a mural sponsored by a community organization, or a community garden funded by a private foundation.

Defining Processes for Various Art Types
These definitions help differentiate the various states in which public and private funding intersect with public and private property to support art installations and projects.

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Art on private property, privately funded
Definition
Art installations or projects located on private property that are funded by private sources, such as the property owner, private donations, or grants from private organizations or individuals.

Examples
A mural on the exterior wall of a private residence commissioned and funded by the homeowner, a sculpture in a corporate office funded by the company, or a community art project in a neighborhood funded by donations from residents.

Art on private property, publicly funded
Definition
Art installations or projects located on private property (e.g., commercial buildings, residential developments) that are funded through public funds, such as government grants, allocations, or taxpayer dollars.

Examples
A mural on the side of a privately owned building funded by a government grant for public art, a sculpture in a privately owned courtyard funded by a city’s public art program, or a public art installation in a shopping center funded by a municipal arts fund.

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Public Art Opportunity Areas
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Several areas have been identified as priorities for consideration for public art within the next ten years. These preferred locations have been identified through community engagement. These locations offer a strategy to identify and prioritize projects. The preferred locations approach may cluster or provide coherency to groupings of art pieces.

The purpose of identifying preferred locations is to provide focus as well as flexibility. The following list is specific in the types of locations, while being open-ended enough to allow for a variety of projects to emerge over time. This provides flexibility for creative invention and collaborations amongst organizations, allows for work in various media, and enables the creative community to be responsive to opportunities as they arise.

Parks
Parks are commonly activated by local artists. Parks have many characteristics that make them well suited to host artwork: they are usually publicly owned land, they are frequented by both locals and visitors, and are often used for community events and recreational activities that increase the number and variety of people who can come in contact with artwork at the park. The City of Escondido is familiar with this idea, and expanding the practice received support from 76% of online questionnaire respondents. Focus group and community workshop participants also support continued implementation of art in parks, both temporary and permanent pieces, to draw people to these public spaces.

The focus groups pointed to the successes seen by Queen Califia and the need for a more methodical approach to placing art and advertising artwork at parks.

Trails, Corridors, and Alleys
The idea of activating the Escondido Creek Trail and the Rail Trail was widely discussed in focus groups and community workshops as an ideal opportunity to place both temporary and permanent art of all types.

There appears to be public land along the Creek Trail providing the City of Escondido with a unique opportunity to curate location-specific public art pieces. Additionally, there are opportunities to partner with businesses and building owners to place murals on the building walls facing the creek.

The City has plans to install art along the Escondido Creek Trail and to work with adjacent property owners to identify mural opportunities.

Generally, trails, corridors and alleys are linear and often pedestrian- oriented urban forms provide a unique and engaging opportunity for all types of art and educational elements to be displayed. Placing art where people walk and actively commute was a popular discussion point in the focus groups and was largely supported in the community questionnaire with trails receiving 37% support and unexpected areas, which could include all three of these categories, receiving 51% support.

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Gateways and City Monument Signs
Gateways, or major entryways into the community, were identified by focus group and community workshop participants as a must-have if Escondido’s art identity aims to mature. Gateways welcome commuters and travelers into the community and offer the first impression of the community’s identity. For this reason, gateways were discussed as a priority among the art community. In some instances, gateway art is already implemented; however, participants mentioned the need for refurbishment and installing gateways at access points to the City or downtown at locations that do not yet have a gateway.

Municipal Facilities
Public buildings as a location for public art are supported by approximately 60% of questionnaire respondents. Depending on the public building and property layout, a variety of art typologies may be suitable for display. Possible community buildings that could host public art include community centers, recreational buildings, local government buildings, and transit centers, among others. Beyond public buildings, art can be applied to a variety of public facilities, including utility boxes, crosswalks, bus stops, and other municipally maintained structures. The City of Escondido, in partnership with youth artists through schools, have permitted student murals on the buildings in Washington Park; it is preferred that these art pieces be painted on removable art panels.

Additionally, in the summer of 2023, a pilot program for utility box murals was kicked off.

Shopping Centers/Malls
Large retail lots are ripe for transformation into vibrant community spaces, particularly as they compete with online retailers. The addition of public art can ground the shopping experiences with community identity.

Shopping centers and malls are often large lot developments with ample space to place artwork, including on store facades. Approximately 52% of questionnaire respondents supported the idea of greater integration of art into their shopping and mall experiences. One key factor in implementing this idea is the partnership with owners to host public art on their property.

Schools and Neighborhoods
Placing public art in schools and throughout neighborhoods directly engages the Escondido community and residents. Schools received approximately 52% support from the questionnaire respondents and neighborhoods received approximately 40% support. Both opportunity areas provide greater exposure to public art for residents and foster community interest in the arts, especially the youth.

Public art is often a prominent visual feature; consequently, it is important that each piece of public art, and its proposed location, be considered carefully and that it is context sensitive. Public art may be either publicly funded, i.e., funded by the City, or privately funded. Both publicly funded and privately funded art that is installed or placed in public spaces throughout the City, shall be subject to these policies and procedures.

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Public Art Annual
Work Plan
Each year the Public Art Commission will establish a
subcommittee to create an Annual Work Plan to fund new art, art education, maintenance and decommissioning. The plan will be proposed and then approved by the Public Art Commission and then brought to the City Council for approval.

Below is the Annual Work Plan timeline:

JanuaryJanuary
Public Art Public Art
Commission Commission
appoints 2-3 appoints 2-3
members to members to
the Annual the Annual
Work Plan Work Plan
subcommitteesubcommittee
MayMay
Annual Annual
Work Plan Work Plan
subcommittee subcommittee
via staff brings via staff brings
forth a proposed forth a proposed
plan for Public plan for Public
Art Commission Art Commission
approvalapproval
JulyJuly
Public Art Public Art
Annual Work Annual Work
Plan goes to Plan goes to
Council for Council for
review and review and
adoption adoption
AugustAugust
Solicitation Solicitation
process beginsprocess begins
OctoberOctober
Public input for Public input for
final selectionsfinal selections
NovemberNovember
Public Art Public Art
Commission Commission
approval of approval of
final artwork final artwork
and award and award
of fundsof funds
DecemberDecember
Contracts Contracts
signedsigned
JanuaryJanuary
Work begins, Work begins,
and estimated and estimated
timeline for timeline for
completion is 1 completion is 1
year or lessyear or less
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Annual Public Art
Work Plan Checklist
New art solicitation
† Location of art piece(s)
† Desired theme/ celebration topic
† Available funding amount for each piece
Art related education program
† Desired outcome of the program (people served, type of education) † Funding for the program
Art scheduled for maintenance
† Identify art pieces that require maintenance
† Funding for maintenance
Art selected for decommissioning
† Review art piece contracts and maintenance status
† Select art piece(s) for decommissioning
† Documentation for art decommissioning
† Decommissioned outcome: return to artist, sales, donation, salvage, removal etc.

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Conclusion
The City of Escondido stands at the threshold of a vibrant and dynamic future, one where public art serves as a beacon of creativity, community, and cultural pride. This Public Art Strategic Plan is not just a document, but a guiding light of the community’s collective vision—an invitation to every resident, artist, and visitor to engage in a dialogue that transcends words and transforms spaces.

Public art in Escondido will be a celebration of our rich heritage, a reflection of our diverse community, and a catalyst for innovation and growth. It will unify the community, breaking down barriers and fostering connections among people of all backgrounds. It will educate and inspire, telling the stories of our past while envisioning the possibilities of our future. Every mural, sculpture, and installation will echo with the voices of our community, honoring the resilience, creativity, and spirit of Escondido’s people.

As we embark on this journey, we are guided by our values—unity, celebration, education, remembrance, and inspiration. These principles will shape our approach and ensure that public art remains a vital and cherished part of our city’s identity. Our goals are ambitious but achievable, driven by a commitment to excellence and a dedication to making Escondido a place where art thrives and enriches all lives.

Together, we will create an environment where art is woven into the very fabric of our community, where every street corner, park, and public space becomes a canvas for expression and a testament to our shared humanity. The Public Art Strategic Plan is a roadmap to a more vibrant, inclusive, and prosperous Escondido—one where the arts not only reflect who we are but also inspire who we can become.

Let us move forward with passion and purpose, embracing the transformative power of public art to create a city that is truly alive with beauty, creativity, and possibility.

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Appendix
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Appendix I: Public Art Commission
Annual Work Plan Checklist
Annual Public Art Work Plan Checklist
‹ New art solicitation
† Location of art piece(s)
† Desired theme/ celebration topic
† Available funding amount for each piece
‹ Art related education program
† Desired outcome of the program (people served, type of education) † Funding for the program
‹ Art scheduled for maintenance
† Identify art pieces that require maintenance
† Funding for maintenance
‹ Art selected for decommissioning
† Review art piece contracts and maintenance status
† Select art piece(s) for decommissioning
† Documentation for art decommissioning
† Decommissioned outcome: return to artist, sales, donation, salvage, removal etc.

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Appendix II: A Brief History - Art in the City Past and Present The first phase of the cultural center was the construction of City Hall, which was completed in March 1988. During the next years, the National Endowment for the Arts and the City of Escondido sponsored a design competition to which 108 high-caliber architects from around the world submitted entries. Their designs were placed on display in Grape Day Park for community viewing and unofficial voting. From this competition, the firm of Moore Ruble Yudell of Santa Monica was selected to design the Center.

Also in 1988, the City established a Public Art Program. Since that time just shy of 30 public art projects (not including murals) have been installed by the City of Escondido and private developers under the guidance of the Public Art Commission.

Ground-breaking ceremonies for the arts center were held on June 22, 1991 in Grape Day Park, 83 years following the first Grape Day Festival, 29 years after the first documented mention of the Civic Center idea, and 6 years after the vote to approve funding. Throughout construction, the community was invited to participate. The Center Founders program hosted approximately 1,650 visitors wearing hard hats. Area students from 17 schools were invited to showcase their own artistic talents by submitting 4×8-foot plywood “fence art” to decorate the site. In addition, more than 10,000 hours of volunteer time were logged in the year preceding the opening.

On October 1, 1994, almost a decade after that 1985 vote, the California Center for the Arts, Escondido (CCAE) opened on a green, 12-acre campus in downtown Escondido, adjacent to City Hall and Grape Day Park. Since its opening in 1994, the California Center for the Arts, Escondido has been dedicated to promoting the arts and enriching the lives of Escondido citizens. The CCAE attracts more than 300,000 people annually. The campus includes a 1,523-seat Concert Hall and a 404-seat Center Theater, 9,000-square-foot Museum, in addition to 17,000-square-foot Conference Center.

On October 26, 2003 Queen Califia’s Magical Circle by Niki de Saint Phalle located in Kit Carson Park opened to the public. Queen Califia’s Magical Circle was a joint effort between the artist Saint Phalle, who financed the sculpture project, and the City of Escondido, which acquired the land and is responsible for landscaping, maintenance and operation.

Queen Califia’s Magical Circle is made up of nine large-scale sculptures and opened to the public.

Escondido’s relationship to the arts and its endeavor for cultural development began almost at the City’s incorporation. In 1888 the City incorporated and the first city band was formed by 12 local musicians.

Within a year (1889) a bandstand was built on the southeast corner of Grand Avenue and Maple Street. According to historical records, music and theatrical productions were quite common at this time, including performances in schools, churches, and clubs.

In the 1920s and 30s, the Community Arts Association was organized to give attention to arts and drama. A leading community member, Benjamin Sherman, presented several plays at the Kinema Theatre, garnering audiences of up to 500 to 700 people. In more recent history, the Patio Playhouse Community + Youth Theater has been providing local, live theatre since its inception in 1967.

In 1946, the Philharmonic Arts Association was formed and launched its first concert series, held in the Escondido High School auditorium. Through the Association’s efforts, Escondido was host to world-renowned artists such as Risë Stevens, Jose Greco, Artur Rubenstein and the Los Angeles Philharmonic.

In the 1970s, the Escondido Regional Arts Council was created to bring visual arts to North County. The first gallery was in the Vineyard Shopping Center, now the Vineyard Square, on East Valley Parkway. Today, the Municipal Gallery and the Escondido Arts Partnership both provide venues for local artists to exhibit their work.

Also in the 1970s, the cultural history of the community came into focus with the establishment of Heritage Walk in Grape Day Park. The City’s first library was identified and moved to the Heritage Walk, opening in 1976 as the first local history museum. Since that time, other historic buildings have been added to Heritage Walk to help keep the history of Escondido alive.

In 1985 Escondido voters approved the building of a $73 million arts center that would bring music, dance, theater, education, and the visual arts together on one dynamic campus as part of an overall redevelopment project. Evidence for the desire to have an arts center, can be found as early as 1962 in a planning document known as the “Alexander Report”.

This report documented an effort to create an arts center to house all the artistic undertakings in the City of Escondido. It outlines what voters approved funding for in 1985: a civic center that would include a city hall, community services center and an arts center.

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Historic Public Art Highlights
This Public Art Strategic Plan builds upon Escondido’s rich history through the lens of public art in the City. Below are the highlights of public art from a historic perspective.
2003 Queen Califia’s Magical Circle by Nikki de Saint Phalle opened in Kit Carson Park
2003 Mingei International Museum Satellite opened in downtown Escondido 2004 Installation of “Vinehenge,” a new playground in Grape Day Park, by Nature Works, Inc. opened
2007 Installation of “Military Tribute” by Gale Pruitt in Grape Day Park 2008 Installation of the sculptures Lorelei & Elation both by Gale Pruitt 2011 Installation of Mercado Grande mosaic tiles by Tama Dumlao 2011 Installation of New Leaf bronze and stainless steel sculpture by Dan Dykes
2012 Installation of the Festival Art Plaza on Maple Street designed by Paul Hobson
2020 Installation of Escondido Arch donated by the Escondido Community Foundation
2020 Project Beautify Escondido is launched which brought the Community together to paint the K-Rails along Grand Avenue 2021 Esco Alley Art Program of curated with murals by the Downtown Business Association
2021 Installation of Escondido’s Vision, a mural by Julia Anthony located at the Escondido Public Library
2022 Kenny Scharf mural on the California Center for the Arts 2023 Escondido Expressions Traffic Signal Box Program Begins 1888 The City of Escondido was incorporated on October 8 1889 A bandstand was built on the southeast corner of Grand Avenue and Maple Street
1908 The first official “Grape Day” was held on September 9 1920s The Community Arts Association was organized
1936 Works Progress Administration built an adobe bandstand in Grape Day Park
1956 The Escondido Art Association was formed by Felicita Foundation and Showcase of the Arts
1967 Patio Playhouse Community + Youth Theater opened
1969 Muffler Man by Joor Muffler was installed
1970 Installation of Cabrillo Landing, mosaic mural by Frank Matranga on Sears Department Store (E. Valley Pkwy.)
1988 City of Escondido begins the Public Art Program
1989 Installation of Hekklil by Peter Mitten at the Escondido Transit Station 1990 Installation of Reflections on Downtown sculpture by T.J. Dixon on Grand Avenue
1990 Installation of Community sculpture by Jeff Lindenau 1994 California Center for the Arts, Escondido opened
1995 Escondido Arts Partnership was established
1998 Installation of Monuments to Time in the Corridor of Life, Art & Culture by Mooslin, Rowe & Stucky
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Appendix III: Planning and Public Outreach Process
Most Councilmembers mentioned murals and Queen Califia among the first things which come to mind when thinking about public art in Escondido.

Locations for public art ranged from the generic such as parks, family spaces, and centrally located areas which are visible and accessible, to more specific locations such as the Escondido Creek Trail, the Rail Trail, the Transit Center, along East Valley Parkway, utility boxes, and crosswalks.

The ideas surrounding funding and public-private partnerships were also diverse. Many ideas centered on partnerships with existing associations, such as the San Diego Foundation and the Escondido Community Foundation (under the fiscal sponsorship of the San Diego Foundation), the Downtown Business Association, or private endowments.

Several Councilmembers expressed the desire to have Escondido be an art destination within the region. However, there was also acknowledgement that there has been minimal marketing, of Escondido’s public art over the years. Conversations also included the desire for all art – such as performance art (theater, music) – in the community to be coupled with the public art process and eventually marketing.

Visions for a successful plan included the desire for the plan to be implemented, that it should include policy decisions such as sign placement with regard to public art pieces, and recommendations for phased implementation.

The process for developing this plan involved a review and assessment of the current state of public art in the City of Escondido, the community engagement described in the next section, of the drafting the plan, and the vetting of the plan to ensure that it reflects the community’s desire.

Community Engagement
Community engagement was a vital component of this plan. The plan was kicked-off with a field tour and stakeholder meetings.

Input was also received at a pop-up event, an online questionnaire, and at a public workshop. Additionally, presentations were given to the Public Arts Commission and to City Council, both meetings were open to the public.

Field Tour
The field tour took place on January 17, 2023. The project team was joined by three art commissioners. The tour visited several art installations in the City. The art tour provided participants with a chance to see the public art that exists in Escondido and allowed for discussion as to how art pieces have been given to the City, opportunity sites, and challenges around maintenance and sign placement. The outcome of the field tour was a deeper understanding of the current conditions in Escondido.

Councilmember Meetings
As part of the development of this plan, the project team had virtual meetings with each Councilmember serving on the City Council in the Spring of 2023. The desire was to get a better understanding of the Councilmember’s vision for this plan and for public art in Escondido.

Though each conversation was unique, they were all guided by the following set of questions for consistency.
◆ What comes to mind when you think of public art in Escondido? ◆ Where would you like to see public art?
◆ What type of art would you like to see in Escondido?
◆ What do you hear from constituents about public art?
◆ What would a healthy funding stream for Public Art look like? ◆ Do you see this as an opportunity for public-private partnerships? ◆ What would you like to see as an outcome of this plan? What does a successful plan look like?
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Art Commission Members
Focus groups were held with the Public Art Commission Members.

These conversations included questions regarding the type of art the commission members would like to see in the City, locations for art, outcomes for the plan, as well as mission, vision, and goals for the plan.

The desired art covered several topics such as interactive art (especially for kids), art that reflects the diversity of the communities that live in Escondido, and the City’s history. Utility boxes were raised, as well as incorporating performance art into the public art effort.

Locations mentioned for future art were along East Valley Parkway, along Bear Valley Parkway, District 3, and Kit Carson Park. Another idea that was discussed was adding more art to downtown with ties to Queen Califia and greater Escondido, such as mosaics in a similar style to the Queen, and art that reflects our culture and heritage including agriculture. The idea of making Centre City Parkway from I-15 to Via Rancho Parkway a sculpture corridor was floated as well; however, there are safety concerns over placement of additional art in this area and will not be considered for future art placement unless this plan is amended in the future.

A successful plan was defined as one that would engage all stakeholders who would want to participate.

Artist Focus Group
The artists touched on the art forms they desired to see more of in the future including murals created by high school students, thematic art – specifically art that pays tribute to Escondido’s history, interactive art – especially for youth, and wayfinding art; in other words, artistic ways to guide people throughout the City.

During the Artist Focus Group, the locations discussed for future art included the west end of Valley Parkway, East Valley Parkway, the Mercado District, West 9th Avenue, the Escondido Creek Trail, and any underused area.

The artists defined a successful plan as one that would result in economic benefit in the form of strengthening the City’s tourism industry by attracting visitors to Escondido, one that contains a marketing component, one that it is community-based – representative of the community and a plan that speaks to the future. There was also a desire for a streamlining of the process to get public art into the community as well as an expressed desire for additional City staff that would facilitate this process.

There was also a desire for a directory of/for the Art in Escondido and discussion surrounding identifying and developing a central location for visitors to go to learn about art in Escondido.

Business Focus Group
The conversation regarding future art was slightly different in the Business Focus Group; the ideas contributed to the discussion included adding QR codes and a playlist for all murals, recycled art – in particular, art that uses/reuses metal from transit shelters and/or mail drop boxes both of which are scheduled to be removed locally and nationally. Wayfinding art and experiential art were also both mentioned.

During the Business Focus Group, the locations discussed for future art included Centre City Parkway, El Norte Parkway, East Valley Parkway, and utility/traffic control boxes.

An idea of creating zones for specific types of art was discussed; for example, Grand Avenue would be the mural zone, Grape Day Park could be the predominately kinetic art zone, and Kit Carson Park could be a sculpture zone.

The successful outcome of the Public Art Strategic Plan included an easing of the process for the placing of art in the city for all involved in the process – identified as artists and people who wanted to have art on their property – as well as a unified brand for Art in Escondido.

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Student Artist Stakeholder Focus Group
The Student Artist Stakeholder Focus Group meeting took place with the students who were painting murals at Washington Park. While the same set of questions were asked and the answers aligned with previous answers, the student artists were also asked about any big ideas they had. The answers were a concert venue, a safe space to create, and representation on the Public Art Commission.

The youth also stated that the vision for art in Escondido is that it is inclusive, accessible, diverse, free, cultural, includes youth, and is exciting.

The words the student artists used to describe Escondido were beautiful, hidden gem, has personality, is not cookie cutter, and comfy.

Pop-up Event Public Outreach
Art Commissioners hosted a booth at the City of Escondido’s annual Street Fair on May 21, 2023. The booth had a citywide map and a focused downtown map showing the current locations of public art and invited people to share locations where they desired art. The booth also had Escondido Public Art Strategic Plan “business cards”, which had a QR Code and website URL to the online questionnaire. Additionally paper copies of the questionnaire, flyers with information regarding docent opportunities at Queen Califia and donation information for Queen Califia’s maintenance fund were available at the booth.

It was a successful event – the art commissioners made contact with 394 people. Of those, 23 people asked a question or received additional information, 49 people completed the questionnaire on the printed hard copy, and 216 people either took a business card or scanned the questionnaire QR code.

Online Questionnaire
A questionnaire was made publicly available online from June 2, 2023, through July 4, 2023. The online questionnaire was advertised through the City’s communication channels, as well as at the pop-up event and a public workshop. The questionnaire was available in both English and Spanish. A total of 105 responses were received, of which one was in Spanish and included in the tabulations below; however, not every respondent answered every question.

Respondents indicated that the most important role art should play in Escondido is to support local artists and to beautify the community.

The two most desired themes to be expressed through art were history and culture. Taken together, this shows a strong desire to have art in Escondido truly be rooted in the community, be created by local artists, and reflect and celebrate Escondido’s past and present. The charts below show the responses received in greater detail.

The majority of respondents feel that regionally Escondido is not acknowledged as the art-rich community it is, and while the advertising choices listed in the questionnaire – advertising on the radio, on billboards, and in the newspaper – were not selected as “the best way”, most respondents who indicated that there was another way to advertise more successfully did not indicate which, in their opinion was the best method.

Other ideas include word of mouth, social media, advertising in magazines, working through the schools by involving youth and their families, and by commissioning art products around Escondido.

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Public Workshops
The public workshop was held on Tuesday, June 13, 2023, from 6:30 – 7:30 p.m. in the Mitchell Room at City Hall. Approximately 20 members of the public attended. The evening started with a presentation giving context to the Public Art Strategic Plan and sharing what had been done to date.

Attendees were then divided into two groups to foster greater participation.

Each group was asked about vision, mission, and goals for the plan, about locations where art could be located, and the types of art people would like to see in Escondido.

A second workshop was held on April 4, 2024 in the Washington Park Recreation Building from 6-7 p.m. The community came in at their leisure to discuss what type of art they would like to see in their community. The feedback received highlighted the importance of embracing diversity in artistic expression, including various ethnicities and modalities. Participants emphasized the need for art that reflects culture and history, supports local artists, and art that is accessible and community-driven. Art was described as a powerful communication tool that fosters understanding and reflects the community’s identity.

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MAGEC Group Stakeholder Meeting
On Wednesday, March 27, 2024 City staff attended a Museum and Arts Growing Escondido Culture (MAGEC) meeting to ask the participants four questions:
◆ What does art mean to you?
◆ What is your vision for public art in the City of Escondido? ◆ Are there certain core Values that Escondido’s public art should embody?
◆ What role do you think the city should have in art?
This lively discussion with a group of stakeholders directly connected to the arts community in Escondido was facilitated by Community Services staff. As a group, the attendees were given an opportunity to think about and then share their responses using sticky notes or in an open public forum on each of the questions in sequential order. The overarching sentiment was that art is an integral part of the Escondido Community. “To me, art is a window to the soul, for both
the creator and the observer. Art can express
emotions and ideas that are often not able to be
expressed through words, using the international
language of color, form and sound.” – Steve Hart
“Civic Pride, Historic education, Beautification
(not mundane), Cultural Varietal Expression
Unity and Diversity at the same time, Building
bridges across communities.” – Tokeli Baker
“Art brings people together and creates a
space for discussion and appreciation with
other like-minded people” – Anonymous
“Art is the creation of media that relies
on the psychology of the creative eye.

It is the preserver of semiotics and
culture.” – Mia Savage
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Appendix IV: Art Typologies
Permanent Art Installations
Permanent artwork will be installed in
prominent or meaningful locations throughout
Escondido. Large pieces may well serve parks
and public spaces, gateways, focal points
along corridors, and gathering places. Smaller
pieces can enliven schools, municipal buildings,
neighborhoods, and pedestrian connections.

Permanent installations include all public
art pieces that are fixed indefinitely and can
range from sculptures to decorative seating,
and from murals to other functional amenities.

Material selection is an important element of
permanent art installations, as they should be
highly durable and easily maintained.

Temporary Art Installations
Temporary art installations are an exciting
category for public art in Escondido.

Temporary art installations can be an effective
tool for enlivening a neighborhood and
creating a dynamic feel to an area. These art
installations can vary greatly in nature from
pop-up sculptures or structures to video
films. Temporary installations provide great
flexibility to artists to utilize materials that
may not otherwise withstand the test of time
or are only appropriate during certain seasons.

Additionally, temporary art installations
may be utilized when the subject matter is
appropriate on a short-term basis, such as a
reaction to a cultural event. Finally, temporary
art offers a greater number of local artists the
opportunity to display meaningful pieces that
they may not otherwise be able to share with
their community.

Interactive Artworks
Interactive art is art that involves an observer.

This may be through allowing the observer to
touch, enter, or sit in an artwork, such as in large
sculptural pieces. Other types of interactive
art include art that responds to an observer’s
participation, such as in a touch-responsive
light wall or a piece of art that creates music.

Other ideas include shade canopies that create
interesting shadows and encourage people to
find hidden pictures in the created shadows.

Interactive artworks are powerful pieces for
engaging the community, especially those who
may not otherwise be interested in public art.

Light and Media-Based Art
Light and media-based art involves any type of
technology-based art, including projected or
static lights, digital or video art, and many more
creative creations. This art typology can be an
exciting contribution to public art in Escondido.

It can be temporary or permanent and is suitable
at a variety of locations depending on the type of
technology used. Consideration should be given
to the materials used and their durability in the
given environment, as well as whether it could
create a distraction for motorists.

Kinetic Art
Kinetic art relies on movement for its effects.

Spinning, rotating, swirling, rolling, and other
movements are incorporated by design or
machinery. The movements can be powered as
a machine or propelled by environmental forces
such as wind, heat, or the observer themselves.

This is a broad classification of public art that
includes both permanent and temporary designs.

The installation location of kinetic pieces should
be thoughtful of safety considerations such
as observer injury and distractions to drivers.

Depending on the overall design, these pieces
may require regular maintenance to ensure they
continue to function properly.

Public art is different from studio art or art
exhibited in museums and galleries. Public art
is accessible to the public, it typically reflects
an awareness of its site, both physically and
socially, and, most importantly, public art
involves community process in its creation.

A wide variety of approaches to public art
are possible. Some approaches emphasize
integrating artwork into the built environment,
others emphasize placing artwork in a plaza or
on a wall, and still others involve the creation of
temporary works in community settings.

Approaches to Public Art
Depending on the needs of the Escondido
community, one, or a combination, of the
following approaches may be taken:

Discrete object: The traditional approach of
placing stand-alone sculptures, murals, or other
artworks in public buildings, plazas, parks, etc.,
to beautify and humanize the environment.

Integration of public art and architecture: A
multi-disciplinary design team approach wherein
artists work on project teams with architects,
engineers, landscape architects, and other
design professionals to design and create public
projects, such as transit systems or wastewater
treatment facilities to achieve the highest
aesthetic innovation. This approach may also
result in artist-designed functional elements that
are integrated into the project, such as flooring,
furniture, light fixtures, fencing, tree grates, etc.

Urban design/place-making: Artwork projects
that contribute to the enhancement of a
cityscape, create a sense of place, or improve
the design qualities of public infrastructure.

Artist-designed freeway enhancements,
bridges, or parks are examples of such projects.

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Existing Collection
The City of Escondido’s Public Art Program
began in 1988. Since that time, the City
of Escondido has been building its Public
Art Collection and to-date, has a healthy
collection that includes murals, sculptures,
mosaics, statues, and interactive art. As part
of its existing program, the City of Escondido
has an established Mural Policy, guidelines
for receiving gifts of art, policy for an art fee,
and guidelines for the utility box mural pilot
program. These documents are included by
reference and carried forward as valid policies
by this plan.

The City of Escondido’s Public Art Collection
can continue to grow by acquiring or
commissioning public art. This can happen in a
variety of ways:
◆ Site specific projects
◆ Completed artworks selected for an
existing site
◆ Completed artworks received as a gift
or as a donation
◆ Temporarily loaned or rented artworks
Selection of Artwork
(Excludes Donations and Gifts)
Request for Qualifications and/or Request for
Proposals. A Request for Qualifications (RFQ)
followed by a Request for Proposals (RFP),
or just a Request for Proposals is a common
method for selecting an artist and specific
art piece for a specific location. This is also
referred to as a call for artists, or call for art.

Sole Source. This approach reflects the fact
that public art is fundamentally different from
most other types of projects. With art, we are
looking for individual expression or unique
ideas—not price comparisons for a plan or an
idea. In some cases, a specific artist or type of
art may be desired and the Commission or the
City Council may choose to request a proposal
from an individual artist without going through
competitive selection. This approach requires
City Council approval and needs to be clearly
justified as to why competitive selection is not
needed or desirable and how sole sourcing will
better meet the City’s objectives.

Acquisition. Acquisition of an art piece that
has already been completed by an artist
may be appropriate in some circumstances.

City Council approval is required for direct
acquisition of pieces of art.

All public art and public art projects shall be
reviewed by the Public Art Commission, all of
the advising departments noted in the roles and
responsibility section, determine whether any
issues may arise out of the placement of art or
the choice of materials for the artwork for the
particular site to help ensure it’s contextually
appropriate. In cities throughout the United
States, there has been growing support for
public art. However, some projects have
been criticized as being “plop art”,—meaning
elements are simply “plopped” down in a
location without sensitivity to the site or the
people who use the space. Review by the Public
Art Commission, the advising departments,
and City Council will help mitigate against this
potential issue.

Public Art in Private Developments
Public art can enhance a private development
project by providing iconic features that foster
identity and public interaction. Project specific
works of art can better reflect the purpose,
site, history, and identity of a development,
adding value to the ’owner’s investment.

City Council passed a resolution designed to
further enhance the aesthetic environment of the
City by requiring private property owners and
developers to pay a public art fee or incorporate
a piece(s) of art in new developments.

The resolution requires a public art fee for all
development projects, both residential and
non-residential, or in lieu of paying the fee,
developers are required to place public art
on their property following the Fee Guide for
Development Projects. Additionally, in lieu of
the fee, artwork can be donated to the City
(Municipal Code Section 33-734). The art
fee is in the City’s Fee Guide for Development
Projects, which is periodically updated and
should be consulted for the most current fee.

Appendix V: Public Art Acquisition
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Public Art in Private Developments
Placement of public art in a private development
is a two-step process, including an application
and approval.

Application: An application for placement of
public art on private property is submitted to
the Development Services Director and must
include the following:

Preliminary sketches, photographs, or other
documentation of sufficient descriptive clarity
to indicate the nature of the proposed public
art, including an accurate description of the
colors and materials to be used.

An appraisal or other evidence of the value
of the proposed public artwork, including
acquisition and installation costs.

A site plan clearly showing the location of the
public art and its relation to pedestrian paths
of travel on the site and in the vicinity, including
adjacent rights-of-way.

An elevation or perspective rendering showing
the streetscape view of the public art, including
the street elevations of adjacent properties.

If relevant, any structural or installation plans.
(Not required for all types of art).

A narrative statement to demonstrate that
the public art will be displayed in an area
open and freely available to the general
public, or that public accessibility will be
provided in an equivalent manner based on the
characteristics of the artwork or its placement
on the site.

Draft covenants, conditions and restrictions
(CC&Rs), to be recorded with the County
Recorder, which require the property owner,
successor in interest, and assigns to:
◆ Maintain the public art in good condition
as required by the City’s Guidelines for
Public Art.
◆ Indemnify, defend, and hold the City and
related parties harmless from any and all
claims or liabilities from the public art, in
a form acceptable to the City Attorney.
◆ Maintain liability insurance, including
coverage and limits as may be specified
by the City’s Risk Manager.

Placement of Public Art on
Private Property
City staff will review proposals submitted as
part of the development permitting process,
and city staff will bring the item on the agenda
before the Public Art Commission to review the
proposed art using this strategic plan.

Private Developer Public Art Donation
The donation of an artwork to the City by a
Private Developer in lieu of either paying the
art fee or placing a piece of public art in their
development, follows the process for donated
public art in the Donation Acceptance Guidelines.

However, the Donation Acceptance Guidelines
are a comprehensive, free-standing document,
which can be updated independent of the
Public Art Strategic Plan, so for the most current
information that document should be consulted.

Donations of Public Art - Process
In order to facilitate a reasonable assessment
of proposed gifts and loans of public art that
are in the best interests of the City, the Public
Art Administrator, in consultation with other
City departments as appropriate, and with the
Public Art Commission (PAC), will coordinate the
review of all aspects related to the acceptance
of donations and loans of public art. Proposed
gifts and loans should be evaluated to determine
whether they are in line with the City’s overall
goals and adopted plans and policies, whether
they are placed in appropriate locations and
integrated appropriately with their sites,
and whether proper advance planning and
preparation has taken place.

Proposals for gifts and loans of public art that are
made to any City official or department should
be referred to the Public Art Administrator.

Technical review should be undertaken by
appropriate City staff and aesthetic review
should be undertaken by the PAC. Staff and the
PAC should provide a recommendation to the
Director/City Manager/City Council, who has
final approval authority over gifts and loans of
public art.

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Receipt Gifts or Loans
Proposals
Proposals for gifts and loans of artworks shall be
submitted via email to City staff. At a minimum,
the proposals should include the following:
◆ Resume and biography of artist
◆ Title of the artwork
◆ Digital images of the artwork
◆ If the artwork is being loaned to the City for
temporary display, any conditions related
to the display and the duration of the loan
◆ Proposed site location(s) and necessary
site improvements
◆ Technical drawing of the artwork
including dimensions
◆ Expected date of installation
◆ Statement of appraised value of art. In the
case of a work of art that is temporarily
loaned to the City, whether the art is
insured and evidence of insurance
◆ Maintenance and installation
requirements, including a cost estimate
for installation
◆ Certification of intellectual property
rights to the work of art or requirements
for waiver or transfer of such rights to
the City
◆ Report of artwork’s condition if not
new; and
◆ A written agreement executed by or on
behalf of the artist who created the public
art that expressly waives their rights
under the California Art Preservation Act
or other applicable law.

Internal Review
Initial review of proposals shall be made by
relevant City departments to ensure that the
application is complete, to conduct an initial
feasibility review of the proposal, and to
determine what other requirements, i.e. permits,
studies, etc., are required. Applicants will be
notified in writing of any additional requirements.

Public Art Review Process
Once internal City staff review of the proposal
requirements is completed, and City staff
reviews the proposal against risk, safety and
compliance policies
The Public Art Commission shall evaluate
proposals based on the following criteria:
◆ Compatibility with existing public art
and the proposed site;
◆ Compliance with requirement to notify
surrounding businesses of the proposed
art piece
◆ Alignment with the Public Art Strategic Plan
and the other guiding policy documents
◆ Availability of the site;
◆ Maintenance and installation
requirements and anticipated costs to
the City
◆ Artwork condition, if not new
◆ Liability considerations;
◆ Donor conditions
◆ Such other considerations that the
PAC and City staff find relevant for the
particular artwork.

Conditions of the Gift or Loan
The artist will be required to enter into an
agreement with the City to memorialize their
understanding and arrangement with respect
to the installation, maintenance, financial
responsibility and any other conditions of the
gift or return of the artwork on loan.

Permanent donations of artwork(s) will become
the property of the City’s public art collection.

Prior to the issuance of grading and building
permits, the applicant presents the proposal for
acceptance of public art donated to the City to
the Development Services Director for review.

City Public Art Inventory
It is recommended that the City of Escondido
keep a current inventory of its Public Art
collection. The inventory should include:
◆ Name of artwork
◆ Name of the artist
◆ Location of the artwork
◆ Materials used in the artwork
◆ Year the artwork was donated or installed
◆ A brief description of the artwork,
preferably written by the artist as to the
intent or meaning
◆ A photograph of the artwork
◆ Funding source
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Appendix VI: Deaccessioning
Deaccessioning is the process through which artworks are permanently removed from the City’s collection.

The City of Escondido reserves the right to deaccession works of art in its public art collection in the best interest of the public and as a means of improving the overall quality of the City’s public art collection. All meetings in which artwork is recommended for deaccession from the City’s public art collection are open to public attendance.

Consideration
An artwork may be considered for deaccession if one or more of the following apply:

The site for the artwork has experienced significant changes in ways that have rendered it inaccessible to the public or the site has been/will be destroyed or altered in a significant way; A suitable place for display of the artwork no longer exists or is not available;
The artwork is found to be fraudulent or not authentic; It has deteriorated or has been damaged such that restoration is impractical, unfeasible, or would render the work false; It no longer exists due to theft, accident, or natural disaster; The artwork has visibly degraded;
The artwork causes excessive or unreasonable maintenance; The artwork represents a physical threat to public safety; A written request for deaccessioning had been received from the artist; and/or
The art is on a privately owned building designated for a new use and the art piece is no longer relevant to the redevelopment of the property.

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Notification
Once an artwork has been identified for
deaccession, the artist must be notified.

The City shall make a good faith effort to
contact the artist whose artwork is being
considered for deaccession in a timely manner
and make them aware of the situation or
circumstances surrounding the deaccessioning
consideration. Some artwork problems may be
resolved after consultation with the artist(s),
thereby eliminating the need for initiating the
deaccession procedure. If the issue cannot
be resolved, the artist shall be notified of the
Public Art Commission meeting(s) at which the
issue will be taken up and shall be invited to
speak on behalf of themselves and the artwork.

Removal
Artwork may only be removed from the City’s
collection through deaccession after careful
and impartial evaluation of the artwork within
the context of the City’s collection by the Public
Art Commission. The deaccession evaluation
must include:

A good faith effort to inform the artist or
the artist’s estate that the artwork is being
considered for deaccession.

A review of all pertinent accession
documentation, including a review of legal
documents by the City Attorney.

A written recommendation on deaccession by
the administrator of the Public Art Program;
and a review of any pertinent written
correspondence, media coverage, and other
evidence of public opinion.

If the Public Arts Commission deems
deaccession to be appropriate, determined
by a majority vote, it will submit a formal
recommendation, including a written statement
of findings, to City Council.

If the City Council decides that deaccession
is appropriate, the artwork will be disposed
as follows:
‹ The artist or estate of the artist will
be given first option for acquiring the
work through purchase, exchange, or
other terms
‹ The artwork may be sold in accordance
with all relevant laws governing surplus
public property
‹ The artwork may be loaned to a gallery,
museum, or similar institution
‹ The artwork may be donated or gifted to
a gallery, museum, or similar institution
‹ The artwork may not be sold, loaned, or
otherwise transferred to any City staff
or member of the Public Art Commission.

The receiving person (e.g. artist) or entity
(gallery, museum, etc.) is responsible for all
costs associated with the removal or relocation
of the artwork. Any proceeds from the sale of
public art belong to the City of Escondido. It is
encouraged that proceeds are deposited into a
fund used for acquiring more public art or into
a fund used for the maintenance of artwork
acquired through the City’s Public Art Program.

A record of deaccessed artwork will be kept
with the documentation of the City’s collection.

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Maintenance
Public art will require maintenance and
occasional repairs like most City facilities.

Maintenance of existing and future collections
and installations of public art requires a plan and
funds to run a successful program. According
to Artwork Archive, an art management and
preservation company, robust City Public
Art Programs dedicate as much as 10% of the
public art fund to maintenance and upkeep.

Maintenance of Existing Public Art
The City of Escondido has been successful
in growing its public art collection. To
effectively establish a plan and funds for
routine maintenance and conservation
needs, a Conservation and Maintenance
Plan should be developed with input from a
professional conservator. The designated
Public Art Administrator should work with a
hired conservator to note all maintenance
required to effectively estimate staff time
needed to properly care for the pieces. Using
the recommendation of the conservator, the
Public Art Commission or volunteers can be
enlisted to survey the permanent collection.

The Public Art Administrator can assign up
to 10 pieces per person. Their job will be to
assess the artwork, take pictures, and write a
summary that can be recorded using available
online archiving platforms or via the City’s
in-house database. As the collection grows,
an up-to-date inventory will be crucial to
ensure accurate estimates for time and money
required for maintenance. Additionally, the
Conservation and Maintenance Plan should be
periodically re-evaluated.

Maintenance of Future Public Art
Future public art will also require maintenance
and occasional repairs. Although the City
should encourage artworks requiring “little or
no maintenance,” future artworks will vary in the
amount of maintenance required, resistance to
vandalism, and ease of repair.

Maintenance Record Form
It is essential that the artist and the City
understand maintenance expectations from the
initial design stages. Prior to final acceptance
of the artwork, the Public Art Administrator
ensures that the artist has completed a
Maintenance Record Form. The original
copy of the form is retained by the Public Art
Administrator and a copy is forwarded to
the responsible department/parties for the
maintenance and upkeep.

Maintenance Responsibility
The Public Works Department, in coordination
with the Community Services Department,
is responsible for maintaining City-owned
or City-sponsored public art. In some cases,
they will be responsible for contracting out
maintenance work. Temporary artworks
owned by others but exhibited in City buildings
or on City-owned land is the responsibility
of the owner, unless other arrangements are
made by prior agreement with the City. A list
that identifies the responsible party for the
maintenance of a particular piece of public art
will be retained by the Public Art Administrator.

Appendix VII: Maintenance
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Maintenance Cost
The City of Escondido has a public art
maintenance fund. As the City’s public art
inventory grows, the City should ensure that the
maintenance fund continues to grow as well.

Routine Maintenance
Routine maintenance includes trash and graffiti
removal, cleaning, waxing, minor landscaping,
replacing light bulbs, and mechanical activities
like tightening, adjusting, and oiling. Frequency
will vary by type of artwork, but bi-weekly,
monthly, quarterly, or annual checks by
maintenance staff during the normal course of
their rounds would be typical.

Cyclical Maintenance
Cyclical maintenance is done at regular, but
much less frequent intervals. It involves more
extensive treatment such as disassembly,
inspection, and surface applications of
protective coatings (e.g. repainting). Because
this work could significantly affect the
appearance and longevity of the artwork, it
may require special knowledge or skills. Before
proceeding with the work, staff should either:

Consult the artwork’s Maintenance Record
Form for specific procedures, or
Consult the artist or other competent art
professional on use of cleaning compounds,
paints, solvents, and surface coatings.

Repair and Restoration
This involves the treatment of damaged or
deteriorated artworks to return them to as
close to their original appearance as possible.

Extreme care must be used to maintain the
artistic integrity of the artwork. The repairs
must preserve the artist’s intent in both design
and materials. In many cases, such repairs
require the involvement of the original artist,
or if that is not possible, an art conservator
trained in art restoration.

Again, the artwork’s Maintenance Record
Form, prepared by the artist prior to final
City acceptance of the artwork, gives some
guidance on this issue. The City has an ethical
and legal responsibility to maintain the artistic
integrity of an artwork (Calif. Art Preservation
Act, Cal. Civ. Code 987 (West Supp. 1985).

Improper maintenance and repair methods can
damage valuable artworks and may trigger
legal challenges by the artist.

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APPENDIX | 48
Funding and Partnership Opportunities
This appendix outlines an overview of the suggested projects for implementation such as a general timeframe for prioritization and a preliminary cost range, as well as:
◆ Methods for selecting artists for public art projects ◆ Pursuing ongoing grants and partnership opportunities ◆ Public Art priorities
◆ Funding protocols and best practices
Public Private Partnerships
No matter what funding opportunities are pursued, “impact” and “leverage” are top priorities for foundations and funding agencies. Broad impact and getting resources where resources are needed most are key criteria for awards. Funders want to know that their support will leverage even more funds. Often grant applications require that awards be matched with support from other organizations or a government agency.

Funders understand that the best projects are sustainable when conducted by talented creatives who are partners with experienced managers who can maximize existing resources to get the best results.

Funding requests need to demonstrate the following: an ’applicant’s ability and experience working at an elevated level of collaboration, the existence of established partnerships, and integration with local artists and social/civil/cultural organizations. They expect that a particular grant will mushroom into other efforts.

Given those priorities, grants are more likely to be awarded to projects, nonprofits, and city agencies or cultural groups that have previously established working relationships within their region. Groups such as local chambers of commerce, tourism boards, downtown associations, and similar entities have a wealth of contacts, resources for marketing, and outreach networks that can be utilized for arts programs and organizations that do not have those capabilities in-house.

For instance, the California Arts Council is a state agency and is obligated to award grants only to nonprofits or nonprofit fiscal sponsors of arts organizations or to units of government. Matching funds may also be required for grant awards. These matching contributions can be in dollars or in-kind donations of facilities, pro bono consulting services, training, supplies, and other expendable property that are given free of charge to an organization or program. Those award conditions make public/private partnerships ideally structured for success in the grant application process.

The Project for Public Spaces (PPS) collaborated with Southwest Airlines on its Heart of the Community grant program. The program was developed to support and activate public spaces in the heart of cities served by Southwest Airlines. The PPS website describes that success as follows:
“Essential to each project’s success was developing collaborative partnerships with arts institutions, civic groups, local businesses, and other organizations. This diversity of voices in each community led to the design of unique, attractive, and accessible programming within each public space. By strengthening these community connections, each project developed a reach far beyond the physical public spaces themselves. The Heart of the Community Grant funded nineteen projects, nurturing strong local partnerships, building local placemaking capacity, and transforming how cities think about their public spaces.” The City of Escondido has potential community partners, and the Public Art Commission should continue to cultivate these relationships and contacts.

Appendix VIII: Resources and Funding Opportunities
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APPENDIX | 49
Other Funding Strategies and Opportunities
Funding might be combined from several sources to host a special event or special art installation. Creative funding and collaboration can be powerful tools for temporary and permanent artworks. For example, a collaborative project that combines the talents of artists, connects the community, and fosters economic development could have great appeal to several granting agencies that are identified below:

Funding
NATIONAL ENDOWMENT FOR THE ARTS – Our Town Program
One of the ways this program supports creative placemaking is working with communities to “elevate key assets.” Funding of this nature could be used in relation to Queen Califia’s Magic Circle.

As described in the National Endowment for the Arts website: arts, culture, and design are essential to building strong communities where all people can thrive. Through Our Town, the NEA is proud to support creative placemaking projects that integrate arts, culture, and design into local efforts that strengthen communities over the long-term. The program demonstrates the ways in which artists, culture bearers, and designers can help to:
‹ Elevate or bring new attention to or key community assets and issues, voices of residents, local history, or civic infrastructure; ‹ Inject new or additional energy, resources, activity, people, or enthusiasm into a place, community issue, or local economy; ‹ Envision new possibilities for a community or place—a new future, a way of approaching a new opportunity, overcoming a challenge, or problem-solving;
‹ Connect communities, people, places, and economic opportunity through physical spaces or new partnerships and relationships; or Honor traditions shaped by the lived experience of a community’s residents, such as music, dance, design, crafts, fashion, cuisine, and oral expression.

Our Town projects engage a wide range of local stakeholders in efforts to advance local economic, physical, or social outcomes in communities.

Competitive projects are responsive to unique local conditions, authentically engage communities, advance artful lives, and lay the groundwork for long-term systems change. (Systems changes can include, for example: establishment of new and sustained cross-sector partnerships; shifts in institutional structure, practices or policies; replication or scaling of innovative project models; or establishment of training programs).

The program requires applicants to demonstrate committed leadership from the local level and evidence of a diverse group of local stakeholders engaged in the proposed project. Applicants must demonstrate a required partnership in order to be eligible t o apply for funding.

The website has a dedicated page identifying eligible organizations, which includes units of local government. The grants require a cost share/ match amount equal to the grant amount, which can range from $25,000 - $150,000. For more information: arts.gov/grants/our-town

PROJECT FOR PUBLIC SPACES
The “Project for Public Spaces” is a consolidator of private donations from foundations, corporations, and individuals. According to their website:
“In many American cities, not only are public places inequitably distributed and poorly maintained but the people in the communities with the least access also rarely have the opportunity to shape public spaces themselves.

Project for Public Spaces’ Community Placemaking Grants enable US- based nonprofits and government agencies to address this inequality of access by working directly with local stakeholders to transform public spaces or co-create new ones. We do this by providing direct funding, technical assistance, and capacity building facilitated by Project for Public Spaces.”
More information on the Project for Public Spaces can be found at:
pps.org/community-placemaking-grants
This Buffalo Heritage Carousel project in New York is a prime example of how one community utilized a PPS grant to energize an existing public art facility:
pps.org/projects/buffalo-heritage-carousel

OTHER OPPORTUNITIES
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APPENDIX | 50

URBAN LAND INSTITUTE
A world-wide organization with 45,000 members who are experts in real estate and development, Urban Land Institute (“ULI”) is foremost a business sector advocate for creative placemaking. They appreciate the potential for shaping better communities when artists and other creatives join forces with the business sector. The Institute is a repository of research, data, and reports focused on the intersection of finance, business, real estate development, and community building. The arts are a major factor in that realm and ULI provides funding support and technical assistance focused on creative placemaking. As stated on ULI’s website, their mission is to “Shape the future of the built environment for transformative impact in communities worldwide.”
The US branch of ULI has members across California that may be worth meeting. ULI’s publications are a great source of information and inspiration. Their Creative Placemaking Publication, “Sparking Development with Arts and Culture” (July 15, 2020), and Creative Placemaking Webinar could be useful.

STATE OF CALIFORNIA - California Arts Council
The California Arts Council (“CAC”) is a state agency with a robust website and dedicated grants that include general resources such as webinars about applying for grants, as well as information about grant programs and applications. More information can be found at: arts.ca.gov/grants Their webpage named “The Collective”, is a central hub for connecting California’s arts and culture communities with the general public, by sharing the vast and varied creative assets available within our state.

Peruse, publish, and set notifications for new opportunities such as jobs, internships, artist calls, grants, conferences, workshops, and more. More information can be found at: arts.ca.gov/opportunities
The California Arts Council calendar year 2022 regular program funding cycle was more than $72 million—the biggest annual investment in the California Arts Council’s 46-year history, largely supported by the $40 million one-time boost in support for the agency’s creative youth and arts education development programs.

There were two cycles for 2022, and the second round of grant funds for Cycle B totaled more than $41 million for more than 900 grants supporting artists, culture bearers, and cultural workers throughout the state of California. It provided funding opportunities for arts education, creative youth development, and related arts workforce development.

Additionally, the cycle offered funding opportunities for administering organizations to regrant funds for folk and traditional arts and individual artists fellowship programs. Operational support for statewide and regional arts service organizations and networks was also available during this round of grant funding.

The 2023 grant program offerings have been carefully designed to benefit the whole of California’s arts and culture ecosystem, with focused considerations for first-time applicants, small and mid-size arts and organizations, folk and traditional art forms, county local arts agencies and arts service organizations, and balanced opportunities with deep investment for both general operating and project-based support.

CAC grants support many different programs, too numerous to list. Some programs are not available every year. Different programs have varying dollar amount limits, target audiences, and communities. A sampling of a few examples of grants that support individuals and organizations are listed below and can be found here: arts.ca.gov/grants/grant-programs Attachment "3"
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Creative California Communities Two-year grant $150K per year The Creative California Communities (“CCC”) program supports meaningful, collaborative, creative placemaking projects that animate, activate, and celebrate communities by using local artists, cultural resources, and/or the creative sector as central components. Projects connect nonprofits, government, and business entities to create positive changes in support of the community’s goals. Projects also encourage increased engagement in arts and cultural activities with community members in a place-based context. Place-based refers to a context grounded in a physical space or geographic area (e.g., a building, plaza, neighborhood, or natural geographic feature). The intersection of partnerships, place, and arts and cultural activities is essential for this program.

Artists in Communities
Artists in Communities centralizes artists and their artistic processes as vehicles for community vitality. Artists in Communities grants support sustained artistic residencies in community settings. Applicant organizations, partners, and community members must support the vision of the artist(s) to produce creative projects that are relevant and responsive to their community.

Creative Youth Development
The Creative Youth Development program (formerly Youth Arts Action) is rooted in the CAC’s belief that arts learning is an essential tool for healthy human development and that it should be available to all young people throughout California. The CAC envisions that all of California’s young people are provided with meaningful, culturally responsive arts-learning experiences so that they can reach their full potential. $40,000 for the two-year grant period.

Innovations and Intersections – Arts +Technology and Health Up to $500,000 Grant Activity Period. The Innovations + Intersections program is rooted in the California Arts Council’s understanding that the arts can provide creative strategies to respond to society’s most pressing opportunities and concerns. The CAC has created this pilot grant category to support innovative projects that use arts and culture-based approaches to respond to systemic issues that affect Californians. The program provides funding for large-scale and/or long-term innovative projects working at the intersections of (1) arts and technology and (2) arts and wellness.

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APPENDIX | 52
Veterans in the Arts
The Veterans in the Arts program is rooted in the CAC’s vision to create a state where the arts are a central component of daily life and accessible to all. Through this program, the CAC desires to specifically address the needs and improve the lives of California’s veterans through arts, culture, and creative expression. The purpose of the Veterans in the Arts program is to increase equity, access, and opportunities for veterans to participate in quality arts programming that is sensitive and responsive to their unique experiences.

Reentry Through the Arts
Reentry Through the Arts supports arts and culture programs for adults who have been incarcerated within correctional institutions. It reinforces the direct impact that arts and culture have on the health, welfare, and economic well-being of all Californians and their communities. Through this program, CAC has been able to expand its funding opportunities to include projects specifically designed for returned residents, utilizing arts participation as an effective instrument for healing, community integration, and skill building. By focusing on the principles of restorative justice, transformative justice, and healing-centered approaches, Reentry Through the Arts elevates projects that utilize arts and culture as part of a holistic approach to support the most successful transition of returned residents back into their communities. This program typically provides 30 grants per year for up to $50,000.

JUMP StArts
JUMP StArts planning grants are available to support arts organizations that have identified a juvenile justice or social services partner and are in the process of developing an arts project to serve these priority youth.

Planning grants give organizations the opportunity to take the time to design the project thoughtfully and include meaningful contributions from both partners. The planning grants also can be used to pilot aspects of the program and conduct any necessary training and/or professional development for the project staff. Given the transient context for system- engaged, system-impacted, and/or at-promise youth, applicants are encouraged to consider partnering with multiple agencies that serve youth in various aspects of their incarceration, probation, and re-entry to ensure consistent engagement and to maximize program impact.

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CITY OF ESCONDIDO 53
Artist Glossary

2003. Located in Kit Carson Park.

in Escondido.

and Steven Stucky, 1998, located at City Hall in Escondido.

2003. Located in Kit Carson Park.

Grand Avenue.

Steven Stucky, 1998, located in Grand Avenue in Escondido.

Avenue and Juniper Street.

building on N. Kalmia Street.

building on E. Grand Ave.

Public Library.

and Steven Stucky, 1998, located at City Hall in Escondido.

Escondido building.

Park Building.

Parkway and Tulip.

Park Building.

located on Centre City Parkway.

2003. Located in Kit Carson Park.

Paul Catholic University on Grand Avenue and Maple Street.

on Tortilleria Santa Cruz building on N. Rose Street.

located on Midway Drive and El Norte Parkway.

and Steven Stucky, 1998, located at City Hall in Escondido.

Park Building.

Grand Avenue.

building on N. Kalmia Street.

on S. Juniper Street.

2023 located at N. Broadway and East Valley Parkway

located at Centre City and 9th Avenue

N. Broadway in Grape Day Park.

2003. Located in Kit Carson Park.

Episcopal Church

Grand Avenue.

located in Grape Day Park.

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CITY OF ESCONDIDO
COMMUNITY ORGANIZATION LETTERS OF SUPPORT | 54
Escondido Art Association
121 W. Grand Ave.

Escondido, CA 92025
City of Escondido
Public Art Commission
201 N Broadway
Escondido, CA 92025
Dear Members of the City Council,
On behalf of the Escondido Art Association (EAA), I am writing to express our enthusiastic support for the City of Escondido’s Public Art Strategic Plan. The EAA, founded in 1959, is dedicated to fostering the visual arts in Escondido and beyond. Our mission is to promote the appreciation and creation of art through exhibitions, education, and community outreach.

The EAA has a long history of contributing to the cultural fabric of Escondido. We host monthly themed art shows, provide educational programs and workshops for artists of all ages, have scholarship and internship opportunities, and manage a gallery that showcases local talent. Our organization is committed to enhancing the artistic landscape of our city and supporting initiatives that align with our values of community engagement and cultural enrichment.

We strongly support the Public Art Strategic Plan for several reasons. First, the plan’s vision to make Escondido a cultural hub in San Diego County aligns with our goal of fostering a vibrant artistic community. By integrating art into public spaces, the plan will create a unique identity for our city, celebrating our diverse cultures and histories. Second, we believe that public art can be a significant driver of economic growth. The plan’s emphasis on using public art to catalyze economic development will not only beautify our city but also attract visitors and stimulate local businesses.

Third, the focus on promoting education and community engagement through public art is commendable. By providing accessible art education programs and encouraging community participation, the plan will nurture future generations of artists and art appreciators.

Finally, the strategic plan’s commitment to creative placemaking and placekeeping resonates with our efforts to celebrate and preserve Escondido’s unique cultural heritage. Public art projects that reflect our community’s values and stories will foster a sense of pride and belonging among residents.

The Escondido Art Association fully supports the City of Escondido’s Public Art Strategic Plan. W e are excited about the opportunities it presents for enhancing the cultural and economic vitality of our city. We look forward to collaborating with the Public Art Commission and other stakeholders to bring this vision to life. Thank you for your dedication to promoting the arts in Escondido.

Sincerely,
Steve Hart
President, Escondido Art Association
August 9, 2024
City of Escondido
Public Art Commission
201 N Broadway
Escondido, CA 92025
Dear Members of the City Council,
On behalf of San Diego Children’s Discovery Museum, I am writing to express our enthusiastic support for the City of Escondido's new Public Art Strategic Plan. We believe that this plan aligns beautifully with our shared vision of fostering a vibrant community through the power of art.

Our mission closely aligns with the strategic plan’s vision to make Escondido a city where art, inspired by community, welcomes visitors and residents, creating a fun and lively environment. We are particularly inspired by the commitment to celebrate all things Escondido, honoring our past while inspiring the future.

Art plays a multifaceted role in our community by bringing people together and fostering a sense of unity and belonging. It celebrates local culture, history, and diversity, enriching our community and enhancing civic pride. Through its educational potential, public art inspires curiosity and learning. By honoring our history and heritage, art helps us remember and cherish the past. Art also sparks creativity and innovation, encouraging a dynamic and forward-thinking community.

We are committed to supporting the implementation of this strategic plan and look forward to collaborating with both the City Council and the Public Art Commission to realize its vision. Public art plays a critical role in enhancing the cultural landscape of Escondido, and we are excited about the opportunities this plan will bring to our community.

Thank you for your leadership and dedication to promoting the arts in Escondido. We are confident that this strategic plan will significantly enrich the cultural fabric of our City, making it an even more vibrant and welcoming place for all.

Sincerely,
Kathleen Sandoval
Director of Marketing & Events
San Diego Children’s Discovery Museum
Community Organizational Letters of Support
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COMMUNITY ORGANIZATION LETTERS OF SUPPORT | 55

www.SDNCAN.org

Tuesday Oct 6, 2024

North County Arts Network
7040 Avenida Encinas, Suite 104-446
Carlsbad CA 92011

City of Escondido
Public Art Commission
201 N Broadway
Escondido, CA 92025

Dear Members of the City Council,

On behalf of the North County Arts Network, we am writing to express our enthusiastic support for the City of Escondido's new Public Art Strategic Plan. We believe that this plan aligns beautifully with our shared vision of fostering a vibrant community through the power of art.

Our vision that the arts are recognized as vital in the lives of people and the economic development of North County isclosely aligned with the strategic plan’s vision to make Escondido a city where art, inspired by community, welcomes visitors and residents, creating a fun and lively environment.

The North County Arts Network was established to serve, advance, and lead the diverse network of organizations and individuals who work in the arts in North County San Diego. We look to invigorate the arts community, enhance quality of life and encourage prosperity in our region to maximize support for the arts. We would support the implementation of this strategic plan and look forward to collaborating with both the City Council and the Public Art Commission to realize its vision.

Public art plays a critical role in enhancing the cultural landscape of Escondido, and we are excited about the opportunities this plan will bring to your community. Getting community input from the very beginning of the project will help you avoid problems that some other public art projects have encountered.

Thank you for your leadership and dedication to promoting the arts in Escondido. We are confident that this strategic plan will significantly enrich the cultural fabric of our City, making it an even more vibrant and welcoming place for all.

Sincerely,
Patricia Frischer interim Board Chairman, NCAN
On behalf of the board of NCAN
Alex Goodman: Oceanside Theater
Andrew Ütt: Institute of Art San Diego

www.SDNCAN.org

Brenda Andrews Fallbrook Art Center
Brigid Parsons: City of Oceanside Art Commission
Carol Rogers: Escondido Art Commission
Jim Gilliam: Chairman, SD County Arts and Culture Commission Naimeh Tanha Woodward: Encinitas Friends of the Arts
Naomi Nussbaum: Synergy Arts Foundation
Patricia Frischer: San Diego Visual Arts Network
Sarah Spinks: Back Fence
Sharlene O’Keefe: Poway Onstage
Vicki Walsh: Sip Art Space

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CITY OF ESCONDIDO
COMMUNITY ORGANIZATION LETTERS OF SUPPORT | 56
August 15, 2024

Escondido Arts Partnership
262 East Grand Ave
Escondido, CA 92025

City of Escondido
Public Art Commission
201 N Broadway
Escondido, CA 92025

Dear Members of the City Council,

On behalf of the Escondido Arts Partnership], I am writing to express our enthusiastic support for the City of Escondido's new Public Art Strategic Plan. We believe that this plan aligns beautifully with our shared vision of fostering a vibrant community through the power of art.

Our mission closely aligns with the strategic plan’s vision to make Escondido a city where art, inspired by community, welcomes visitors and residents, creating a fun and lively environment. We are particularly inspired by the commitment to celebrate all things Escondido, honoring our past while inspiring the future.

Art plays a multifaceted role in our community by bringing people together and fostering a sense of unity and belonging. It celebrates local culture, history, and diversity, enriching our community and enhancing civic pride. Through its educational potential, public art inspires curiosity and learning. By honoring our history and heritage, art helps us remember and cherish the past. Art also sparks creativity and innovation, encouraging a dynamic and forward-thinking community.

We are committed to supporting the implementation of this strategic plan and look forward to collaborating with both the City Council and the Public Art Commission to realize its vision. Public art plays a critical role in enhancing the cultural landscape of Escondido, and we are excited about the opportunities this plan will bring to our community.

Thank you for your leadership and dedication to promoting the arts in Escondido. We are confident that this strategic plan will significantly enrich the cultural fabric of our City, making it an even more vibrant and welcoming place for all.

Sincerely,

Katie Werner
Gallery Operations Manager
Escondido Arts Partnership
Attachment "3"
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ESCONDIDO.GOV REVISED 2024
Attachment "3"
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STAFF REPORT

December 04, 2024
File Number 0740-30

SUBJECT

UNCLASSIFIED AND MANAGEMENT SALARY AND BENEFITS PLAN , PART-TIME SALARY PLANS, AND

FULL-TIME COMPENSATION SCHEDULE

DEPARTMENT

Human Resources

RECOMMENDATION

Request the City Council adopt:

1. Resolution No. 202 4-147 amending and readopting the Salary and Benefits Plan for the Unclassified, Clerical, Technical, and Management Groups; and

2. Resolution No. 2024-148 amending and readopting the Part-time Salary Plan and Part-Time Classification and Benefits Plan; and

3. Resolution No. 2024-149 amending and readopting the full-time compensation schedule for all full-time employee groups.

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

Presenter: Jessica Perpetua, Director of Human Resources ESSENTIAL SERVICE – Yes, Internal Requirement
COUNCIL PRIORITY –

FISCAL ANALYSIS

All financial impacts related to Resolution Nos. 2024-147, 2024-148, and 2024-149 were addressed in the Fiscal Year 2024-2025 budget which was adopted on June 19, 2024.

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PREVIOUS ACTION

The City annually updates the Salary Schedule and Benefits Plan for the Unclassified and Management Salary groups, and annually updates the Part -Time Salary Plan. The Schedule and the Salary Plan are legally required elements of the City’s Personnel Rules and Regulations established pursuant to state law and the Escondido Municipal Code.

BACKGROUND

The California Government Code, the California Code of Regulations and the Escondido Municipal Code all require the City to formally maintain a list of all unclassified position titles. For example, the California Code of Regulations requires that, for pu rposes of determining a retiring member’s pension allowance, the pay rate be limited to the amount listed “on a pay schedule that is approved by the governing body.” The law also requires that this type of item be adopted as a matter of “current business” by the governing body.

The updated Salary and Benefits Plan for the Unclassified and Management groups are provided in Exhibit “A”, which is attached to Resolution No. 2024-147.

Minimum wage will increase to $16.50 per hour on January 1, 2025. The Part-Time Salary Plan has been adjusted to meet this requirement , and updates have been made to the Part -Time Classification and Benefits Plan Guidelines. The updated salary plan and Part -Time Classification and Benefits Plan Guidelines are provided in Exhibit “A”, Exhibit “B”, and Exhibit “C”, which are attached to Resolution No. 2024-148.

Subdivision (a) of the California Code of Regulations section 570.5 defines the requirements for a publicly available pay schedule used to determine pay rates. Pay rates shall be limited to the amount listed on a pay schedule, which must by duly approved and adopted by the employer’s governing body; identify the position title for every employee position; show the pay rate as a single amount of multiple amounts; indicate the time base; be posted at the office of the employer, be immediately accessible and available for public review, or posted on the employer’s website; indicate the effective date and date of any revisions; be retained by the employer and available for public inspection for not less than five years; may not reference another document in lieu of disclosing the pay rate. The full -time compensation schedule is outlined in Exhibit “A”, which is attached to Resolution No. 2024-149.

RESOLUTIONS
a) Resolution No. 2024-147
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b) Resolution No. 202 4-147 – Exhibit “A”— Management and Unclassified Salary and Benefits Plan
c) Resolution No. 2024-148
d) Resolution No. 2024-148 – Exhibit “A” —Part-Time Hourly Compensation Plan e) Resolution No. 2024-148 – Exhibit “B” —Part-Time Hourly Pay Schedule f) Resolution No. 2024-148 – Exhibit “C” — Classification and Benefits Plan g) Resolution No. 2024-149
h) Resolution No. 2024-149 – Exhibit “A” —Classification and Compensation Plan

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RESOLUTION NO. 2024-147

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

ESCONDIDO, CALIFORNIA AMENDING AND

READOPTING THE SALARY SCHEDULE FOR THE

UNCLASSIFIED, CLERICAL, TECHNICAL AND

MANAGEMENT GROUPS

WHEREAS, the salary and benefits plan for the unclassified, clerical, technical, and management groups of City employees is established by the City Council from time to time; and WHEREAS, this City Council desires at this time and deems it to be in the best public interest to amend and readopt the salary and benefits plan established by Resolution No. 2023-146.

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 salary and benefits plan is set forth in Exhibit "A," attached and incorporated by this reference, for the management and unclassified , clerical, technical, and management groups are hereby established.

3. That this Resolution supersedes Resolution No. 2023-146.

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MANAGEMENT AND UNCLASSIFIED

SALARY AND BENEFITS PLAN
2024 – 2025
Prepared by:

The Human Resources Department
Resolution No. 2024-147
Exhibit "A"

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Resolution No. 2024-147
Exhibit "A"

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TABLE OF CONTENTS

I. Introduction .............................................................................. 1

II. Salary ........................................................................................ 2

Salary Adjustments .............................................................. 2 Merit Increases ..................................................................... 2 Salary Bands and Ranges ................................................... 2

III. Employee Leaves .................................................................... 3

Donated Leave ...................................................................... 3 Injury or Illness Leave w/out Pay Under FMLA/CFRA ...... 3 Short-Term / Long-Term Disability ..................................... 3 Jury Duty and Witness Leave ............................................. 4 Leave of Absence Without Pay ........................................... 4 Holiday Leave ....................................................................... 5 Holiday Compensation ........................................................ 6 Management Leave .............................................................. 6 Parental Leave ...................................................................... 7 Military Leave ........................................................................ 7 Reserve Leave ...................................................................... 7 Sick Leave/Family Assistance/Bereavement Leave ......... 8 Sick Leave Conversion ........................................................ 9 Vacation Leave ..................................................................... 9

IV. Benefits & Other Special Compensation ............................ 10

Automobile Allowance ....................................................... 10 Bilingual Pay (Spanish) ..................................................... 10 Cafeteria Plan / Flex Plan Credits ..................................... 11 Callback Overtime .............................................................. 11 Certification Pay ................................................................. 11 Compensatory Time ........................................................... 11 Deferred Compensation Plans .......................................... 12 Dental Insurance ................................................................ 12 Flexible Spending Accounts & Pre-Tax Premiums ......... 12 Health Insurance ................................................................ 13 Life Insurance and AD&D .................................................. 13 Medicare .............................................................................. 13 Mileage Reimbursement .................................................... 14 Out of Class Compensation .............................................. 14 Resolution No. 2024-147
Exhibit "A"

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Overtime Compensation .................................................... 15 POST Incentive Pay ............................................................ 16 Retirement Benefit .............................................................. 16 Safety Shoe Allowance ...................................................... 20 Specialty Pay ....................................................................... 20 Standby Pay ........................................................................ 20 Temporary Assignment Pay .............................................. 21 Tuition Reimbursement ...................................................... 22 Uniforms .............................................................................. 22 Voluntary Plans ................................................................... 22 Workers’ Compensation .................................................... 23 Work-Life Benefits .............................................................. 23

Resolution No. 2024-147
Exhibit "A"

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MANAGEMENT AND UCT SALARY

AND BENEFITS PLAN

I. INTRODUCTION

This document constitutes the Compensation and Benefits Plan for Management and Unclassified Clerical and
Technical (UCT) employees. This Plan shall in no manne r be interpreted as a guaranteed or implied contract, and is continually subject to change as a result of City Council and/or City Manager action . For additional information regarding ter ms and conditions of employment, please
refer to specific sections of the City of Escondido
Personnel Rules and Regulations that apply to unclassified employees, the City Manager Administrative Direc tives or contact the Human Resources Department.

Definitions:

Appointing Authority – The person(s) having authority to appoint or remove persons from positions in City service or subordinates to whom this authority is delegated. Th e
appointing authority is usually the City Manager.

Immediate Family – The immediate family shall consist of a member of the employee’s immediate fa mily or individuals whose relationship to the employee is that of a dependent or near dependent, member of the immediate household,
or a person who is significant to the employee.

Management Employees – Management employees are
classifications that are listed on the City’s Compensation Plan as MGT (Management), E M (Executive
Management), FM (Fire Management), and PM (Police
Management). These employees are unclassified and
serve at the will of the ir appointing authority. Management employees can be terminated at any time, with or without advance notice, and with or without cause or right of
appeal. Management employees are FLSA exempt.

The EM positions of City Manager and City Attorney report directly to the City Council . The salary and benefits provisions for those positions are established by contract or ordinance; therefore, they are not included in this Salary and Benefits Plan.

Resolution No. 2024-147
Exhibit "A"

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Item21.

Unclassified Clerical and Technical Employees –
Classifications that are listed on the City’s Compensation Plan as UCT. These employees are unclassified and serve at the will of their appointing authority. UCT employees can be terminated at any time, with or without advance notice, and with or without cause or right of appeal. UCT
employees are not FLSA exempt.

II. SALARY

Salary Adjustments:

Management employees are paid on a salary basis versus
UCT employees who are paid on an hourly basis.

Merit Increases:

Management – Merit increases are based on job
performance and are at the discretion of the employee’s appointing aut hority. All management employees are
reviewed and evaluated based on specific job
competencies and goals using the City’s Performance
Evaluation Form.

Competencies are the knowledge, skills, abilities, and
behaviors that are essential to the success of each
management employee. Goals describe how the
employee’s contribution aligns with their department goals, objectives and ultimately, with those of the City Council.

Goals are established at the beginning of the performance review period, and the employe e is evaluated at the end of the period as to how well their assigned tasks were
accomplished.

Merit increases result in an adjustment to the employee’s base rate of pay.

UCT – Employees are on a seven -step salary plan. Step increases are granted annually based on the date that an employee entered their current classification.

Salary Bands and Ranges:

All salary bands and ranges for Management and UCT
classifications are listed on the City’s Compensation Plan.

Resolution No. 2024-147
Exhibit "A"

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Item21.

III. EMPLOYEE LEAVES

Donated Leave:

Management and UCT
Employees may donate vacation hours to other employees
in need of sick leave based upon the City Manager’s
approval.

Injury or Illness Leave Without Pay Under FMLA/CFRA:

Management and UCT
In the event of a leave of absence due to injury or illness, all employees who meet the qualifying criteria are eligible for up to twelve weeks of Family Medical leave and
California Family Rights leave per calendar year.

Employees who are ill for more than seven calendar days must file for disability b enefits. The Benefits Division can assist employees with coordinating available leave
balances.

Short–Term (STD) & Long–Term (LTD) Disability:

MGT and UCT (Fire and Police Management excluded).

STD – Employee pays 0. 715% of salary (7 calendar – day elimination period).

LTD – Employee pays 0.500% of salary (90 calendar – day elimination period).

The STD benefit provides 66.67% of basic weekly earnings and the LTD benefit provides 60% of basic weekly
earnings. Upon eligibility, benefits are provide d for
employees who miss more than seven consecutive
calendar days due to illness or injury. Employees are
required to file for short -term/long-term disability upon eligibility. Benefits are affected if an employee is off work for more than six months: Vacation, sick leave and holiday compensation will cease to accrue after a six -month
period. Medical, Dental, Life and Dependent Life
insurances will be paid by the City for a period not to exceed nine months after the twelve -week FMLA/CFRA
period has elapsed (total payment of twelve months).

Resolution No. 2024-147
Exhibit "A"

579
Item21.

Additional benefits may apply and can be explained by the Benefits Division. Fire Management is provided an LTD
benefit through their Association. Police Management is provided an STD and LTD benefit option through their
Association.

Jury Duty and Witness Leave:

Management and UCT
Any employee who is called or required to serve as a trial juror shall be entitled to absent themselves from their duties with the City during the period of such service or while necessarily being present in court as a result of such call. Under such circumstances, the employee shall be
paid their full salary and any payment received by them from the court for such duty. Employees shall provide the ir supervisor with a copy of the call to jury d uty and other documentary evidence of service as required by the City.

Leave of Absence Without Pay:

Management and UCT
The City Manager may grant employees a leave of
absence without pay, seniority, or benefit accruals not to exceed six months. For spec ial educational purposes,
however, the City Manager may grant leaves of absence
not to exceed one year, without pay, provided such study is related to City employment. When such special educational leave of absence is granted, the employee must agree in writing that they will return to regular, full -time employment with the City for a minimum of one year. No such leave
shall be granted except upon written request of the
employee, setting forth the reason for the request, and the approval will be in writing. Upon expiration of a regularly approved leave or within a reasonable period of time after notice of return to duty, the employee shall be reinstated in the position held at the time leave was granted. Failure on the part of an employee on leave to report promptly at its expiration, or within a reasonable time after notice to return to duty shall be cause for discharge.

When an employee is in a leave of absence without pay
status due to having exhausted all accrued sick leave and vacation credit, their re vised hire date or date of promotion Resolution No. 2024-147
Exhibit "A"

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Item21.
for purposes of merit increases, sick leave, and vacation credit, will be the number of working days absent added to their former hire or promotion date, whenever such leave exceeds 30 consecutive working days. An emplo yee is
responsible for the full cost of benefits while on an unpaid leave other than for a disability.

Employees in good standing may, with supervisory
permission and five days’ prior notice, take time off without pay and without having to exhaust any lea ve balances. No employee shall exceed ten work days off (two shifts without pay for Fire Battalion Chiefs on a shift schedule ) within a calendar month.

In the event of a leave of absence due to injury or illness, an employee must file for disability bene fits. The Benefits Division can assist employees with coordinating available leave balances.

Holiday Leave:

Management and UCT (Shift Fire Battalion Chief excluded)

The following 11 holidays are observed (10 Fixed and 1 Floating):

New Year’s Day
Martin Luther King Jr. Day
Presidents’ Day
Memorial Day
Independence Day
Floating Holiday

Labor Day
Veterans’ Day
Thanksgiving Day
Day after Thanksgiving
Christmas Day
When a holiday falls on a Sunday, it is observed on the Monday immediately following. When a holiday falls on a Saturday, it will be observed on the preceding Friday.

Fire Battalion Chief on Shift Only - Holiday Leave is
equivalent to Fire Safety Personnel – 11.5 hours/month
and is paid as 5.31 hours per pay period.

Resolution No. 2024-147
Exhibit "A"

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Item21.

Holiday Compensation:

UCT
An employee who se regularly scheduled workday or work
shift falls on a holiday and who actually work s such a holiday shall receive their regular rate of pay and t ime and one-half pay for time worked . Employees may request a
cash payout of all or any portion each October.

Management and UCT
If the holiday occurs on an employee’s normal day off, they have the following two options:

1. Float the holiday hours into their holiday bank to
be used as a day off at a later date or cashed out
in October.

2. Flex the holiday within the same pay pe riod by
taking an additional day off with pay . If an
employee flexes an 8-hour holiday to a 9 -hour
workday, the employee will need to use 1 hour of
other leave time.

Management Leave:

Management Only (Police Lieutenants and Fire Battalion
Chiefs excluded)
Management employees are exempt from overtime
requirements under the Fair Labor Standards Act.

In lieu of overtime compensation, management employees
(except Police Lieutenants and Fire Battalion Chiefs – see Overtime) receive management leave as follows:

Assistant City Manager, Deputy City Manager, Dept.

Directors, Executive Mgt.– 72 hours / year
Deputy and Division Fire Chief – 63 hours / year
Division Heads, Senior Mgt., Police Captain and All
other Management Staff – 36 hours / year
Other exceptions, per City Manager

Management Leave is credited on July 1 of each fiscal
year. Unused Management Leave will be forfeited at the
end of the fiscal year.

Resolution No. 2024-147
Exhibit "A"

582
Item21.

Parental Leave:

Employees are eligible for leave without pay as provided under State or Federal laws. All employees who meet the qualifying criteria are eligible for up to twelve weeks of family medical leave per calendar year and/or twelve
weeks of bonding leave. Employees may use accumulated
paid leave (floati ng holiday, vacation, and comp time) and up to 108 hours of sick leave while on leave to care
for/bond with a family member.

Military Leave:

Management and UCT
Upon verification of military orders, military leave will be granted in accordance with federal and state law.

Health benefits will be continued for the employee and
family. An employee would continue to pay their respective portion of the benefit programs (including any premiums for family coverage), unless benefits are waived.

Reserve Leave:

All personnel hired in an unclassified position prior to July 1, 1991, shall be eligible to accumulate up to 720 hours of reserve leave.

Employees hired or promoted in an unclassified personnel capacity on or after July 1, 1991 will be allowed to
accumulate Reserve Leave as follows:

• Exec. Mgt. and designated Sr. Mgt. = 360 hours
• Other Sr. Mgt. and Mid-Mgt. = 240 hours
• All other MGT, UCT, Canal Maintenance
Manager/Supervisor = 160 hours

Sick leave hours converted to vacation hours may be
transferred to the Reserve Leave Fund account based
upon usage during the prior fiscal year, ending June 30.

Vacation hours not to exceed one-half of the annual
vacation accrual may be transferred to the Reserve Leave Resolution No. 2024-147
Exhibit "A"

583
Item21.

Fund account based upon usage during the prior fiscal
year, ending June 30.

Transfers to the Reserve Leave Fund will be elected by the employee in conjunction with notification from Payroll on or about November 1st.

Reserve Leave can only be used after an employee’s
vacation balance has been exhausted.

Sick Leave/Family Assistance/Bereavement Leave:

Management and UCT
Sick leave shall be earned at the rate 4.15 hours per pay period, or 108 hours per year . (Fire Battalion Chiefs on a day shift are included; Fire Battalion Chiefs on a shift schedule are excluded.)

Fire Battalion Chiefs on Shift accrue 5.54 hours per pay period, or 144 hours per year (same as Fire Safety -56
hrs.).

Sick leave shall be earned from the date of hire and
unused sick leave shall be accumulated indefinitely.

Sick leave shall not be considered as an entitlement which employees may use at their discretion, but shall be allowed only in case of necessity , including instances where
employees are victims of domestic violence, sexual
assault, or stalking (per AB 1522).

All of an employee’s annual accrual of sick leave may be taken when an employee’s presence i s required elsewhere due to sickness/bereavement for immediate family
members. Immediate family consists of a member of the
employee’s immediate family or individuals wh ose
relationship to the employee is that of a dependent or near dependent, mem ber of the immediate household, or a
person who is significant to the employee. Exceptions to exceed the authorized accrual are subject to consideration by the City Manager on a case-by-case basis. In no event shall an employee be granted sick leave time to oversee children who are not ill (baby-sitting).

Resolution No. 2024-147
Exhibit "A"

584
Item21.

Sick Leave Conversion:

Management and UCT
Wellness Leave up to 108 hours per year – an employee
may convert sick leave hour s to vacation hours based on the following:

108 hours (144 hours for Fire Battalion Chiefs on shift ) minus sick leave hours used within the year may be eligible for vacation conversion at a ratio of 2 sick leave hours for 1 hour of vacation. Sick leave co nversion occurs once
annually, during the sixty days following the end of the fiscal year.

Vacation Leave:

Management and UCT (Shift Fire Battalion Chief excluded) Each employee shall accrue vacation leave from the date of hire according to the following schedule:

1 – 5 years of service = 96 hours

6 – 10 years of service = 136 hours

11 – 15 years of service = 176 hours

16+ years of service = 216 hours

Plus 24 additional hours of vacation credited each July 1 and an additional 4 hours credited each October.

New employees may use vacation hours that have been
accrued and reflected on their pay statement with approval from their supervisor.

Maximum allowable vacation accrual:

Management = 3 years; UCT = 2 years.

Each July and December, management employees may
cash-out up to 40 hours of vacation leave, and UCT
employees may cash-out up to 24 hours of vacation leave.

Employees must maintain a minimum balance of 80 hours
of vacation leave after the requested payoff to ensure a sufficient balance to cover future planned time off requests.

Resolution No. 2024-147
Exhibit "A"

585
Item21.

Fire Battalion Chief on Shift Only – Vacation leave accruals are equivalent to Fire Safety personnel:

1 – 5 years of service = 5 shifts (120 hours)

6 – 10 years of service = 7 shifts (168 hours)

11 – 15 years of service = 9 shifts (216 hours)

16 - 20 years of service = 11 shifts (264 hours)

21+ years of service = 13 shifts (312 hours)

New employees may use vacation hours that have been
accrued and reflected on their pay statement with approval from their supervisor.

Maximum allowable vacation accrual for Fire Battalion
Chief on shift = 732 hours.

Each July and December, Fire Battalion Chiefs (shift and days) may cash-out up to 40 hours of vacation leave.

IV. BENEFITS & OTHER SPECIAL COMPENSATION

The information described below may not include all details regarding the benefits that are provided to City employees.

If there is a discrepancy between this plan booklet and the benefit’s formal plan or policy documents, the language within the formal plan or policy will govern.

Automobile Allowance:

Management Only
Assistant City Manager, Deputy City Manager,
Assistant City Attorney - $450/month
Department Directors - $425/month

Bilingual Pay (Spanish):

Management and UCT
$50 per pay period for ver bal bilingual skills. $25 per pay period for written bilingual skills. Written a pproval for bilingual pay from the employee’s Department Director
must be provided to Human Resources.

Resolution No. 2024-147
Exhibit "A"

586
Item21.

Cafeteria Plan / Flex Plan Credits:

Management and UCT
$100 per month plus 4.0% of monthly salary for benefits.

Executive Management positions receive an additional $25 per month (in lieu of physical exam) for a total of $125 per month plus 4.0% of monthly salary.

Callback Overtime:

UCT Only
Information Systems - Minimum of 2 hours or actual time worked, whichever is greater, at the rate of time and one - half of the employee’s base rate of pay for each incident of callback. Mileage reimbursement may apply.

Canal Assistants – Minimum of 3 hours or actual time
worked, whichever is greater, at the rate of time and one - half of the employee’s base rate of pay for each incident of callback.

Certification Pay:

Fire Battalion Chief (Fire Mgt.) – Chief Officer Cert 3% of salary.

Deputy Fire Marshal (UCT) – Fire Prevention C ert $75 per month.

Compensatory Time:

Police Lieutenants and Fire Battalion Chief Only
At the employee’s option, overtime may be accrued as
compensatory time at the rate of time and one – half (see Overtime provision). The employee may request cash
payout of up to a maximum of 80 hours, twice a year
consistent with shift change.

UCT Only
At the employee ’s option, overtime may be accrued as
compensatory time at the rate of time and one – half (see Overtime provision) . Compensatory time off is subject to the needs of the service and may not be taken without prior Resolution No. 2024-147
Exhibit "A"

587
Item21.
approval by the employee’s supervisor. UCT employees
may accrue a maximum of 80 hours of compensatory time.

Each October, the employee may request a cash payout of all or any portion of their compensatory time balance.

Deferred Compensation Plans:

Management and UCT
Management and UCT employees may contribute to 457 ,
401(k) and/or Payroll Roth IRA deferred compensation
plans.

Dental Insurance:

Management and UCT
The City provide s dental in surance coverage. Employees may purchase dental insurance coverage through payroll
deduction.

Any PPO or D MO employee only dental insurance
premium increase will be shared equally by the City and the employee . The employee’s share of dental insurance premium increases will be added to the employee’s
insurance contribution. The City’s contribution is based on the cost share of the employee only premium rate for PPO or DMO dental insurance. Employees choosing more
expensive dental coverage levels are requir ed to pay the cost difference between the employee only level and the coverage level selected.

City contribution for PPO and DMO dental insurance can
be found on the Employee Benefit Summary Sheets.

Flexible Spending Accounts & Pre-Tax Premiums:

Management and UCT
Employees have the option to contribute to tax-free flexible spending accounts (FSA) for health care and dependent
day care as provided by Section 125, plus pre-tax premium benefit.

Annual Minimum of $240 - both Health & Dependent FSA’s
Annual Maximum of $3,050 - Health FSA
Annual Maximum of $5,000 - Dependent FSA

Resolution No. 2024-147
Exhibit "A"

588
Item21.

Health Insurance:

Management and UCT
The City provides the lowest cost medical plan as
recommended by the Health Insurance Committee (HIC).

Any medical insurance premium increases will be shared
equally by the City and the employee for the lo west cost HMO medical plan. Employees choosing more expensive
medical plans are required to pay the increased cost
between that plan and the lowest cost plan. The
employee’s share of any medical insurance premium
increases will be added to the employee’s insurance
contribution. The City’s contribution in medical coverage can be found on the Employee Benefit Summary Sheets.

The City will deduct health insurance premiums 24 times a year. Consistent with State law, the City provides
registered Domestic Partner benefits and Same Sex
marriage benefits.

Waiving Health Insurance
Employees who waive a level of City medical coverage
with proof of coverage elsewhere, will receive a $75
monthly waiver benefit. In the event two City employees are married and both employees waive a level of coverage, only one spouse will receive the $75 monthly waiver.

Life Insurance and AD&D:

Management and UCT
Greater of: $50,000 Life Insurance and $50,000 AD&D, or Life Insurance of $25,000 plus one-half annual salary.

Same amount for AD&D . Additional $1,000 dependent life coverage. Supplemental Life Insurance is available at the employee’s cost.

Medicare:

Management and UCT
Employees hired prior to 4/1/86 that have elected
Medicare, and all employees hired after said date:

City pays – 1.45% of salary
Employee pays – 1.45% of salary

Resolution No. 2024-147
Exhibit "A"

589
Item21.

Mileage Reimbursement:

Management and UCT
When employees travel in their personal vehicle for City business purposes, the City will reimburse mileage at the reimbursement rate allowed by the Internal Revenue
Service; however, the total mileage reimbursement cannot exceed the price of a coach airfare ticket to and/or from the same destination.

City officers who receive an automobile allowance are only eligible for mileage reimbursement for travel beyond San Diego, Riversi de, San Bernardino, Imperial, Los Angeles, and Orange Counties when their personal vehicle is used in lieu of public transportation. Travel between those
designated counties is considered compensated by the
auto allowance. Mileage will be reimbursed only up to the lowest cost transportation available.

Out of Class Compensation:

Management and UCT
An Out-of-Class assignment is a temporary assignment of a regular employee to an authorized position at a higher level of pay which requires the employee to per form all of the duties of the higher classification. Employees directed to continuously perform duties in a vacant higher -level position shall be entitled to a salary rate increase at 5% above their regular rate, or the minimum salary of the Out - of-Class p osition, whichever is greater, commencing after five consecutive work days in the Out -of-Class assignment.

For Fire Safety: after any full shift or at least 12 hours of the shift must be worked Out -of-Class; for Police Sworn: in excess of 127.5 hours work ed. Compensation will be
retroactive to the first day of the Out-of-Class assignment.

Once the initial out-of-class assignment terminates, the five consecutive workday waiting period will be waived for any additional out -of-class assignments that occur within six months provided that the employee is working in the same out-of-class classification regardless or area assignment.

The Department Head shall complete the Out -of-Class
Assignment Form and submit to the Human Resources
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Department that the employ ee meets the minimum
requirements of the higher-level position and is held
responsible for performing all of the duties normally
associated with the higher-level position without limitation as to difficultly or complexity of assignment. The employee shall also be required to meet standards for satisfactory performance normally required at the higher-level position.

Benefits of the higher classification are not available; the employee will continue to receive the benefits of the
employee’s regular position. All Out -of-Class assignments are limited to a maximum of 960 hours.

Overtime Compensation:

Management employees are exempt from overtime
requirements under the Fair Labor Standards Act (FLSA).

UCT employees are FLSA non-exempt. However, specific
management classes are eligible to receive additional
compensation as stated below:

Fire Battalion Chiefs Only
Time and one-half for hours worked in excess of 56 hours (shift) or 40 hours (day shift) per work period.

Time and one-half while on strike team assignments, either strike team leader or strike team leader trainee, or
positions within the Incident Command System (ICS)
required to manage an emergency incident (an approved
incident overhead position).

Battalion Chiefs backfilling a vacated position assigned to the above incidents will also be paid at time and one-half.

Fire Chief Officers Only
The Chief Officer who responds to a call for automatic or mutual aid incidents (reimbursable incidents only) will receive the hourly reimbursement provided by California Fire Assistance Agreement to the City for the Chief Officer.

The City will deduct the portion of reimbursement covering administrative services, workers’ compensation, SUI, and vehicle cost. Hours will be calculated on a portal to portal basis as outlined in The California Fire Assistance
Agreement.

Resolution No. 2024-147
Exhibit "A"

591
Item21.

Fire Deputy and Division Chiefs Only
With Fire Chief approval, the Deputy or Division Chief may work down as the shift Battalion Chief when faced with
staffing challenges in the rank of Battalion Chief. Deputy or Division Chief will be paid at the maximum Battalion Chief hourly rate when working down as shift Battalion
Chief.

Police Lieutenants Only
Time and one-half for hours worked in excess of 40 hours in a 7-day work period. Police Lieutenants do not receive management leave.

UCT Only
FLSA non-exempt UCT employees are eligible for overtime compensation at time and one -half of their regular rate of pay for all hours worked in excess of 40 hours in a work week. Employees may opt for compensatory time in lieu of overtime payment (see Compensatory Time provision).

Payment for overtime compensation shall be made on the
first pay date following the pay period in which such
overtime is worked, unless overtime compensation cannot be computed until some later date, in which case overtime compensation will be paid on the next regular pay date
after such computation can be made.

Police Officer Standard Training Incentive Pay
(P.O.S.T.):

Police Management Only - Monthly
Advanced POST: 4.25% of base pay
Supervisory POST: 1.00% of base pay
Management POST: 0.50% of base pay

Supervisory POST and Management POST is additional to
the Advanced POST certification level held by the
incumbent.

Retirement Benefit:

Management and UCT (Fire and Police Management
excluded) All employees shall participate in the California Public Employee’s Retirement System (CalPERS). The
City provides the following:

Resolution No. 2024-147
Exhibit "A"

592
Item21.

Misc. Tier I

1. Existing employees

2. Rehired City of Escondido employees who were
in Tier I and did not receive a refund
• 3% @ 60 CalPERS retirement benefit
• 100% employee paid contribution
(currently 8%) on a pre-tax basis.
• One-year final compensation benefit
• The compensation limit for classic
members for the 2024 calendar year is
$345,000. Employees with membership
dates prior to July 1, 1996, are not
impacted by these limits.

Misc. Tier II

1. Rehired City of Escondido employees who were
in Tier II and did not receive a refund.

2. New employees with no public service hired on
or after pay period beginning 12/23/2012 and
before 12/31/2012.

3. New employees with reciprocal public service
and six months or less of a “break in service”
hired after pay period beginning 12/23/2012.
• 2% @ 60 CalPERS retirement benefit
100% employee paid contribution
(currently 7%) on a pre-tax basis.
• Three year final compensation benefit
• Per PEPRA, beginning 1/1/18, employer
may unilaterally require employee
contribution rate up to 8% maximum.
• The compensation limit for classic
members for the 2024 calendar year is
$345,000. Employees with membership
dates prior to July 1, 1996, are not
impacted by these limits.

Misc. Tier III

1. New employees with no public service (becomes
a member of a public retirement system for the
first time) and hired on or after 1/1/2013.

Resolution No. 2024-147
Exhibit "A"

593
Item21.

2. New employees with reciprocal public service
and more than a six month “break in service”
hired on or after 1/1/2013.
• 2% @ 62 CalPERS retirement benefit
• Employees pay 50/50 split of normal cost,
currently 7.75%, on a pre-tax basis.
• Three-year final compensation benefit
• Pensionable compensation – calculated
based on their base pay, defined as
normal monthly rate of pay paid in cash to
similarly situated members in the same
class of employment. Some forms of
compensation will still be included; such as
shift pay. Some forms will be excluded,
such as uniform allowance and bonuses.
• The compensation limit for new members
for the 2023 calendar year is $181,734.

Safety – Tier I (Fire and Police Management)
All employees shall participate in the California Public Employee’s Retirement System (CalPERS), as follows:

1. Existing employees

2. Rehired City of Escondido employees who were in
Tier I and did not receive a refund.
• 3% @ 50 CalPERS retirement benefit
• One-year final compensation benefit
• Police – 100% employee paid contribution
(currently 9%, on a pre-tax basis
• Fire – 100% employee paid contribution
(currently 9%), on a pre-tax basis

Safety – Tier II (Fire and Police Management)

1. Rehired City of Escondido employees who were in
Tier II and did not receive a refund.

2. New employees with no public service hired on or
after pay period beginning 12/23/2012 and before
12/31/2012.

3. New employees with reciprocal public service and
six months or less of a “break in service” after pay
period beginning 12/23/2012.
• 2% @ 50 CalPERS retirement benefit
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Exhibit "A"

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• Three-year final compensation benefit
• Police –100% employee contribution
(currently 9%), on a pre-tax basis
• Fire – 100% employee contribution,
(currently 9%), on a pre-tax basis.
• The compensation limit for classic
members for the 2024 calendar year is
$345,000. Employees with membership
dates prior to July 1, 1996, are not
impacted by these limits.

Safety – Tier III (Fire and Police Management)

1. New employees with no public service (become a
member of a public retirement system for the first
time) and hired on or after 01/01/2013.

2. New employees with reciprocal public service and
more than a six month “break in service” hired on
or after 01/01/2013.
• 2.7% @ 57 CalPERS retirement benefit.
• Three year final compensation benefit
• Police – Employees pay 50/50 split of
normal cost, currently 14.50%, on a pre-
tax basis.
• Fire – Employees pay 50/50 split of normal
cost, currently 14.50%, on a pre-tax basis.
• Pensionable compensation – calculated
based on their base pay, defined as
normal monthly rate of pay paid in cash to
similarly situated members in the same
class of employment. Some forms of
compensation will still be included; such as
shift pay. Some forms will be excluded,
such as uniform allowance and bonuses.
• The compensation limit for new members
for the 2024 calendar year is $181,734.

Unused Sick Leave Credit (GC 20965)

Employees may convert any unused sick leave hours to
service credit upon retirement. To be eligible, the employee must retire within 120 days from the last day of
employment.

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Exhibit "A"

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Item21.

Eight hours of sick leave = 1 day of service credit or 0.004 years of service credit

Sick Leave has no cash value.

Safety Shoe Allowance:

The following classifications receive an annual allowance of $225.00 for safety shoes:

MGT
Canal Maintenance Manager

UCT
Canal Maintenance Supervisor
Canal Maintenance Technician I/II
Sr. Safety Analyst
Safety & Training Specialist

Specialty Pay:

Canal Maintenance Supervisor and Canal Maintenance
Technicians – Confined Space Entry Team
Upon successful completion of training, will receive a
differential of $0.83 per hour for all hours worked . While assigned to the team, and to continue receiving specialty pay, team members must maintain satisfactory job
performance in their normal work assignment as well as
continue to meet all requirements of the Confined Space Entry Team.

Canal Maintenance Technicians – Concrete Crew
$0.98 per hour for all hours assigned to the concrete crew.

This specialty pay will not be granted during leave time, such as sick leave, compensatory time off, or vacation.

Standby Pay:

Deputy Fire Marshal
$200 per week plus an additional $25 for holidays during the standby tour.

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Item21.

Network Systems Technician , Network Administrator,
Network Engineer, Telecommunications Specialist
Employees receive $210 per seven-day standby duty ($30
per day, with an additional $50 of compensation for each designated holiday served during the standby period). If called into work during standby – minimum of 4 hours of overtime pay at the rate of time and one-half. Support calls during standby - 2 hours of overtime pay at the rate of time and one-half. Mileage reimbursement applies.

UCT Canal Employees
Employees on standby receive a $300 weekly stipend, plus $50 additional for holiday standby. Telephonic Consultation Pay receives overtime pay in fifteen -minute increments.

When a holiday falls on a Wednesday, the standby
employees who are trading out a standby vehicle shall both receive a minimum of 3 hours of overtime and the standby holiday pay of $50.

Temporary Assignment Pay:

Management and UCT
Temporary Assignment Pay allows for temporary increases in pay beyond an employee’s base rate of pay when duties performed by the employee support such additional pay for specific periods of time. Increases in pay may be granted to recognize the temporary assignment requiring a greater level of skill and out of the scope of their current
classification. “Temporary Assignment” shall mean a
period of six months or less. Requests for temporary
assignment compensation may be initiated by the
Department Head or designee. Employees directed to
continuously perform higher level duties shall be entitled to a salary rate increase at 5% above their regular rate of pay.

The Department Hea d shall complete the Temporary
Assignment Pay Form and submit documentation to the
Human Resources Department stating that the employee is performing duties requiring a higher level of skill and outside the scope of their current classification.

Resolution No. 2024-147
Exhibit "A"

597
Item21.

Tuition Reimbursement:

Management and UCT
Due to the current budget impact, this program is
suspended until further notice.

Uniforms:

Management
Uniform allowance is provided for the following positions:

Police Chief, Police Captain and Police Lieutenant – $700 per year ($26.92 per pay period).

Fire Chief, Deputy Fire Chief, Fire Division Chief and Fire Battalion Chief – $700 per year ($26.92 per pay period).

Fire Marshal – $800 per year ($30.77 per pay period) .

Station safety boots are required. Must purchase Class A Uniform by fifth year of employment.

Lakes & Open Space Superintendent – $650 per year
($25.00 per pay period).

Unclassified
Deputy Fire Marshal – $800 per year ($30.77 per pay
period). Station safety boots are required. Must purchase Class A Uniform by fifth year of employment.

EMS Program Coordinator – $650 per year ($25.00 per
pay period).

Voluntary Plans:

Management and UCT
The City provides voluntary medical, dental, vision, critical illness, accident, hospital indemnity, legal, and life plans for employees. Information regarding these voluntary plans
can be obtained from the City’s Benefits Division.

Resolution No. 2024-147
Exhibit "A"

598
Item21.

Workers’ Compensation:

Management and UCT
Employees are covered under the State Worker s’
Compensation Law. This on-the-job injury insurance is paid for by the City of Escondido . When employees are unable to work due to a job-related illness or injury, this program pays the employee’s medical bills and replaces a portion of the employee’s income until the benefit terminates by law.

Work-Life Benefits:

Management and UCT
The following work-life benefits are provided to employees.

Details can be obtained from the Benefits Division:
• Annual Health and Wellness Expo
• Employee Assistance Program
• 529 College Savings Program
• Employee Discounts –
✓ Benefithub Discount Portal
✓ Gym memberships
✓ Dell and Apple Computers
✓ AT&T, T-Mobile, and Verizon Wireless Cell Phones
and Plans
✓ Working Advantage Discount Program entertainment
services
✓ National University Tuition Discount of 25%
✓ Waldorf University Tuition Discount of 10%
✓ Grand Canyon University Tuition Discount of 10%

Please contact the Human Resources Department at
(760) 839-4643 for assistance.

Last Updated: 11/19/2024
Resolution No. 2024-147
Exhibit "A"

599
Item21.

RESOLUTION NO. 2024-148

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

ESCONDIDO, CALIFORNIA AMENDING AND

READOPTING THE SALARY RANGES FOR PART -TIME

UNCLASSIFIED EMPLOYEES

WHEREAS, the compensation for the part -time, unclassified group of City employees is established by the City Council from time to time; and
WHEREAS, the City Council desires at this time and deems it to be in the best public interest to amend and readopt said salary ranges of the Part-Time Hourly Compensation Plan and Part-Time Hourly Pay Schedule.

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 part-time salary ranges are hereby amended and readopted for the positions set forth in Exhibit “A”; and corresponding hourly step rates set forth in Exhibit “B”; and applicable guidelines as set forth in Exhibit “C” which are attached and incorporated by this reference.

3. That this Resolution supersedes Resolution No. 2023-147.

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Item21.

Resolution No. 2024-148
Exhibit “A”

PART-TIME HOURLY COMPENSATION PLAN
January 1, 2025

1 Rev: 10-21-2024

RANGE I

16.50 – 20.61
Maintenance Aide I
Park Attendant I
Parking Enforcement Officer
Recreation Leader I
Senior Service Aide I

RANGE VI

18.67 – 23.31
Currently No Classifictions

RANGE II

16.91 – 21.12
Maintenance Aide II
Park Attendant II
Recreation Leader II
Senior Service Aide II

RANGE VII

19.13 – 23.90
Head Lifeguard

RANGE III

17.33 – 21.65
Lifeguard
Park Attendant III
Principal Recreation Leader
Senior Service Aide III

RANGE VIII

19.61 – 24.49
Currently No Classifications

RANGE IV

17.77 – 22.19
Currently No Classifications

RANGE IX

20.10 – 25.11
Currently No Classifications

RANGE V

18.21 – 22.75
Water Safety Instructor

RANGE X
Dept. Head discretion ranging from a
minimum of current California minimum
wage to a maximum of $100.00 per hour.

Custody Transport Officer
Department Specialist
Department Specialist / Reserve
Maintenance Specialist
Patrol Technician
Recreation Specialist I
Recreation Specialist II
Swimming Pool Manager

(Ranger Specialist – Park Ranger I Benchmark; M&O 99)
601
Item21.

PART-TIME HOURLY PAY SCHEDULE
January 1, 2025
Range Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Range I - Base Rate $16.500000 $16.912500 $17.335313 $17.768695 $18.212913 $18.668236 $19.134941 $19.613315 $20.103648 $20.606239 Range II - Base Rate $16.912500 $17.335313 $17.768695 $18.212913 $18.668236 $19.134941 $19.613315 $20.103648 $20.606239 $21.121395 Range III - Base Rate $17.335313 $17.768695 $18.212913 $18.668236 $19.134941 $19.613315 $20.103648 $20.606239 $21.121395 $21.649430 Range IV - Base Rate $17.768695 $18.212913 $18.668236 $19.134941 $19.613315 $20.103648 $20.606239 $21.121395 $21.649430 $22.190666 Range V - Base Rate $18.212913 $18.668236 $19.134941 $19.613315 $20.103648 $20.606239 $21.121395 $21.649430 $22.190666 $22.745432 Range VI - Base Rate $18.668236 $19.134941 $19.613315 $20.103648 $20.606239 $21.121395 $21.649430 $22.190666 $22.745432 $23.314068 Range VII - Base Rate $19.134941 $19.613315 $20.103648 $20.606239 $21.121395 $21.649430 $22.190666 $22.745432 $23.314068 $23.896920 Range VIII - Base Rate $19.613315 $20.103648 $20.606239 $21.121395 $21.649430 $22.190666 $22.745432 $23.314068 $23.896920 $24.494343 Range IX - Base Rate $20.103648 $20.606239 $21.121395 $21.649430 $22.190666 $22.745432 $23.314068 $23.896920 $24.494343 $25.106701 Range X - Base Rate
Salary set at Department Head discretion ranging from a minimum of current California minimum wage to a maximum of $100.00 per hour.

Resolution No. 2024-148
Exhibit "B"

602
Item21.

REGULAR PART-TIME AND TEMPORARY EMPLOYEES

CLASSIFICATION AND BENEFITS

PLAN GUIDELINES
Prepared by Human Resources
Resolution No. 2024-148
Exhibit "C"

603
Item21.

JF/PR / January 2025 1

CITY OF ESCONDIDO

CLASSIFICATION AND BENEFITS PLAN

REGULAR PART-TIME AND TEMPORARY EMPLOYEES

1. REGULAR PART -TIME: AN EMPLOYEE WHO IS EMPLOYED IN A REGULAR CLASSIFICATION, BUT WORKS A REDUCED SCHEDULE.
a. Reduced Work Schedule/Benefits - Regular part -time positions should be budgeted in the hiring Department’s budget as a regular part-time position of at least 1,040 hours per fiscal year. If the position is budgeted as a full-time position, but the employee works a reduced work schedule, then the employee must complete a Voluntary Reduction in Hours (VRH) Request Form each quarter. The regular part - time position shall be designated as a PT Level 1 position (see Attachment A), and shall be eligible for benefits as stated in the classification’s respective Memorandum of Understanding (MOU), or Management and Unclassified Salary and Benefits Plan.
b. Leave Accruals and Specialty Pays - Leave accruals, including but not limited to, vacation, sick leave, management leave, and holiday credit are based on the ratio of hours scheduled for an average workweek (prorated amounts). Pro-rated sick leave accruals shall not accrue at a rate less than what is required by State Law; AB 1522 (Paid Sick Leave Law) . Specialty pays, such as bilingual pay, are also prorated based on hours worked.
c. Merit Increases - Merit increases for employees in regular part -time positions are based on anniversary dates in the classification. Merit increases for regular part - time employees in management positions are given at the discretion of the Department Head and City Manager.
d. Regular Status - Regular status is granted only for regular part -time employees in a classified position after success ful completion of a probationary period appropriate for the employee's classification; f or most miscellaneous classifications, this is the equivalent of twelve months (refer to the appropriate MOU). Employees in unclassified positions remain in an at-will status for the duration of their employment. e. Seniority - Seniority may be granted to employees based on the effective date of appointment. This original date of hire will carry over if they are ultimately hired in a full-time capacity.
f. CalPERS Eligibility - Regular part-time employees are eligible for enrollment in the Public Employees' Retirement System. Employees working more than 1,720 hours receive a full year's service credit. Service credit for employees working less than 1,720 hours per year will be prorated by CalPERS.

Resolution No. 2024-148
Exhibit "C"

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Item21.

JF/PR / January 2025 2

2. TEMPORARY PART-TIME AND SEASONAL : AN AT -WILL EMPLOYEE TYPICALLY WORKING LESS THAN 1,000 HOURS PER FISCAL YEAR.
a. Part-Time Employee Levels and Work Hours - There are three types of temporary part-time employees (PT Level 2, PT Level 3, and PT Level 4) , depending upon hours worked and job classification. Generally, part-time employees may work less than 1,000 hours per fiscal year, or upon City Manager approval, can work up to a maximum of 1, 500 hours per fiscal year . Retired CalPERS annuitants cannot exceed 960 hours per fiscal year unless approved by CalPERS . Refer to Attachment A for more information.
b. Salary Upon Hire - Employees will be required to meet the minimum requirements of the position they are assigned, as determined by Human Resources.

Appointments are typically made at Step 1 of the salary schedule. Employees are eligible for merit increases as stated below.
c. Merit Increases - Applicable to PT Level 2, PT Level 3, PT Level 4, and Reti red Annuitants only:

• Employees will be eligible for a merit increase annually on their anniversary date with department head approval if:
o They have worked at least 400 hours, and
o It has been at least one year since their last merit increase

• The maximum annual merit increase an employee is eligible to receive is 5%.

• Employees who have not worked 400 hours by their anniversary date will be eligible to receive a merit step increase effective the first pay period after they have reached 400 hours. The date for subsequent merit step increases will be one year from the date of the last merit increase provided they have worked an additional 400 hours.

• Those employees who work two or more part-time positions, and accrue 400 hours in total in a year, are eligible to receive a step increase for each “actively working” position on their anniversary date.

• Employees who have worked more than one part-time position in a year, have accrued 400 hours between two or more positions, but are currently only active in one position (with less than 400 hours) at the time of their anniversary date, will be evaluated on a case-by-case basis for step increases upon department head approval.
d. Public Agency Retirement Services (PARS) Eligibility - Temporary part-time and seasonal employees are typically enrolled in PARS. If enrolled in PARS, employee pays the full employee contribution, currently 7.50 percent. Retired annuitants who are receiving CalPERS retirement are not eligible for PARS . Once an employee enrolled in PARS separates from employment, PARS will notify the employee that he/she will be eligible for a distribution of their account funds. When an employee changes employment status to a position covered by another retirement system with the same employer and without a break in service, and is no longer eligible to participate in the PARS plan, the employee is eligible for an In-Service Distribution of their PARS account 24 months after his/her last contribution was made. e. CalPERS Eligibility - If a PARS employee reaches or exceeds 1,000 hours during a fiscal year, the employee will be enrolled in CalPERS. All compensable hours are reported to CalPERS, including paid sick leave. Such employee will remain enrolled Resolution No. 2024-148
Exhibit "C"

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Item21.

JF/PR / January 2025 3
in CalPERS for the duration of employment with the City, even though they may work less than 1,000 hours during subsequent years of service. The employee pays the full CalPERS employee contribution which is dependent upon the Retirement Tier the employee is enrolled in by CalPERS . Upon enrollment in CalPERS, an employee’s contributions would be terminated in PARS.

If an employee who is enrolled in CalPERS terminates employment with the City and withdraws their contributions, it is not necessary to reenroll them in CalPERS upon rehire. Such an employee woul d be enrolled in PARS. However, if the employee leaves their contributions on deposit with CalPERS at the time of termination and is rehired, they must be reenrolled in CalPERS. Their CalPERS retirement tier will be determined by CalPERS.
f. Leave Accrual s - Part-time temporary employees do not receive leave accruals, except as mandated by State Law, AB 1522, Paid Sick Leave Law, effective January 1, 2015 (excludes CalPERS annuitants):

Sick Leave Accruals:
• E mployees who work for the City of Escondido for at least 30 days within a year, shall accrue one hour of sick leave for every 30 hours worked.

Sick Leave Use:
• Employees are eligible to use their paid sick leave accrual for the following appropriate purposes:
o An employee’s own diagnosis, care, or treatment of an existing health condition of, or preventive care.
o Diagnosis, care, or treatment of an existing health condition of, or preventive care for, an employee’s family member to include parent, child, spouse, registered domestic partner, parent -in-law, s ibling, grandchild, grandparent, or a person who is significant to the employee.
o To obtain any relief or services related to being a victim of domestic violence, sexual assault, or stalking.

Department supervisors are responsible for the use and monitoring of sick leave to ensure that sick leave is appropriately used on or after 90 days of employment.

Sick Leave Notice and Verification:
• Supervisors must permit the employee to use paid sick leave upon oral or written request. Supervisors cannot deny an employee the right to use valid paid sick leave or retaliate for using such covered leave. If the need is for eseeable, the employee must give reasonable advance notice, but where the need is unforeseeable the employee shall provide notice as soon as practic able. The employee sick leave notification requirement is stated under the City of Escondido Personnel Rules and Regulations, Rule 14, Section 2, or as required by the employee’s Department.
• The verification (doctor’s certification) requirement to receive paid sick leave is set forth in Personnel Rule 14, Section 2. Verification can also be required for sick leave use related to domestic violence, sexual assault or stalking.

Resolution No. 2024-148
Exhibit "C"

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Item21.

JF/PR / January 2025 4
Abuse of Leave & Excessive Use:
• An employee shall be subject to disciplinary action for abuse of sick leave which is defined as a claim of entitlement to sick leave when the employee does not meet the requirements of appropriate sick leave use as defined above. • Excessive use of sick leave, tardiness, and failing to use the call -in procedures when absent or tardy, can negatively impact the performance of the employee’s work or affect others in the performance of their job. Factors that will be considered in determining whether use of sick leave is excessive include, but are not limited to, the number of absences compared to other employees, whether absenteeism is limited to a finite time period or whether it continues over time, the basis for the absenteeism, and the significance of the impact on the performance of the employee’s job or of others.

General Paid Sick Leave Information:
• Sick leave use is paid at the employee’s hourly rate (not including overtime premium pay) . If the employee has two City of Escondido part -time positions with varying rates of pay , the employee’s sick leave will be paid at the higher base hourly pay rate.
• Upon rehire of a former employee within one year of separation, the employee’s previously accrued and unused sick leave balance will be reinstated. • Upon changing status from part -time, temporary to a full-time, regular employee, an employee’s part-time sick leave balance will carry over. • Paid Sick Leave Law does not conflict with the City’s application of California’s Kin Care Law.
• Written notice of sick leave is included on the employee’s wage statement. • Supervisors shall not require an employee to search for or find a replacement worker to cover the days during which the employee used paid sick leave, as a condition of using the leave.
• Paid sick leave will not be considered hours worked for purposes of overtime calculation.
• An employee will not receive compensation for unused accrued paid sick leave upon termination, resignation, retirement , or other separation from employment with the City.
g. CalPERS Post-Retirement Employment - The following are general requirements of post -retirement employment per the Public Employees’ Pension Reform Act of 2013 (PEPRA):
• Retired CalPERS annuitants cannot be hired within 180 days of retirement , with the exception of public safety retirees hired to perform public safety functions. A retiree who receives a Golden Handshake or any other ret irement-related incentive is disq ualified from any exception and must meet the 180 day wait period.
• CalPERS retirees should only be hired into retired annuitant designated positions in order to supplement the work of regular staff (extra-help work, special project Resolution No. 2024-148
Exhibit "C"

607
Item21.

JF/PR / January 2025 5
work, or to perform work in excess of that which regular staff can do) . The retiree should have previous work experience and the skill set needed to perform the job duties.
• CalPERS retirees cannot be hired to fill vacant part-time or regular staff positions except on an interim basis during a recruitment to fill the vacant position.

There are specific interim appointment provisions that must be adhered to, or the retired annuitant can be subject to mandatory reinstatement by CalPERS. • CalPERS annuitants can work a maximum of 960 hours per fiscal year, without exception. Retired annuitants cannot “volunteer” hours while employed. • A designated retired annuitant appointment must be of a limited duration.

Limited duration is an appointment that is not for an indefinite period of time, and is not an appointment to a part -time position. A retired annuitant appointment should have a beginning and end date. All retired annuitant appointments should not exceed two years unless an exception is made by the City Manager.
• Compensation paid to retirees cannot be less than the minimum or exceed the maximum monthly base salary paid to other employees performing comparable duties.
• CalPERS r etired annuitants are not eligible for paid sick leave as stated in 2f .

Retirees cannot receive any other benefit , incentive, compensation in lieu of benefits, or other form of compensation in addition to the hourly pay rate. • A retiree who receives unemployment insurance payments for retired annuitant work with any public employer within the previous 12 months is prohibited from retired annuitant work with any CalPERS employer for 12 months. • Other provisions as specified by PEPRA. Violations of PEPRA can result in mandatory reinstatement by CalPERS.
• The provisions in the section do not apply to retired annuitants who are independent contractors (consultants) as defined by the Internal Revenue Service.
• Department representatives will need to complete a Retired Annuitant Approval to Hire Form when hiring or extending a retired annuitant’s part -time employment. Completed forms must be submitted to Human Resources for review and approval.
h. Voluntary Benefits - Three voluntary medical expense plans are available to all active part-time employees. Employees can purchase The Hartford supplemental optional benefits at reduced group rates and pay premiums by payroll deduction.

These benefits are made available to part-time employees upon hire and during the City’s annual open enrollment process. The City will not make any retro deductions for unpaid premiums . If the City is unable to deduct premiums, the plan will terminate. However, the employee may continue the plan directly with the provider. i. Separated Employees - Employees who are no longer actively employed with the City shall be terminated (not left in an “inactive” status). If a part-time employee has a break in service of more than 90 days, the employee will undergo a new physical , fingerprinting, and psychological assessment (if required by job assignment).

Resolution No. 2024-148
Exhibit "C"

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Item21.

JF/PR / January 2025 6
j. Park Attendant Safety Shoe Allowance - Park Attendant I/II/IIIs receive an annual safety shoe allowance of $25.00 each January if they are in a paid, active status during the first pay period of the calendar year.

Resolution No. 2024-148
Exhibit "C"

609
Item21.
7 SUMMARY

REGULAR PART-TIME AND TEMPORARY

POSITION CATEGORIES

VACATION, SICK LEAVE,
CLASSIFICATION HOLIDAY, HEALTH, LIFE, CalPERS/ MERIT/STEP

POSITION CATEGORY HOURS TEMPORARY REGULAR DENTAL INSURANCE,

VOLUNTARY BENEFITS

PARS INCREASES
REGULAR PART-TIME Not less than 20
hours per week,
1,040 hours per year
X YES - All CalPERS YES
TEMPORARY (Includes
part-time and seasonal
employees.)
An average of 20
hours per week, not
to exceed 999 hours
for PARS and 1,500
hours for PERS per
fiscal year (except for
CalPERS retired
annuitants; 960 hours
per fiscal year)
X Voluntary Benefits and Sick
Leave per AB 1522 (CalPERS
retired annuitants excluded
from paid sick leave)
PARS* /
PERS
YES
*If employee meets or exceeds 1,000 hours in fiscal year, they are removed from PARS and enrolled in CalPERS.

Notes:

All part -time temporary and regular employees also receive Medicare (for employees hired after 4-1- 84), Workers' Comp and Unemployment Insurance benefits.

Part-time retiree employees who are receiving CalPERS retirement shall not be eligible for PARS.

Per the Fair Labor Standards Act (FLSA), overtime is mandated when employees work more than a total of 40 hours per week, regardless of the number of PT positions held.

Resolution No. 2024-148
Exhibit "C"

610
Item21.
8 SUMMARY
PAID SICK LEAVE LAW (AB 1522)

Eligible Employees: Part-time Temporary Employees working 30 or more days for the City of Escondido (excluding CalPERS
retired annuitants). While AB 1522 also applies to Full- time and Part-time regular employees, the City’s current accrual method provides a more generous benefit (no
change to accruals, carryover and use of leave).

Sick Days Accrual: 1 hour for every 30 hours worked

Carryover of Accruals: Yes

Accrual Cap (Max Balance): No max accrual

Family Member Definition: Parent, child, spouse, registered domestic partner, parent-in-law, sibling, grandchild, grandparent, or a
person who is significant to the employee.

Use of Paid Sick Leave: Upon employee’s oral or written request. If need is foreseeable, the employee must give reasonable advance
notice; where the need is unforeseeable the employee
shall provide notice as soon as practicable.

Sick Leave Verification: Verification (doctor’s certification) requirement to receive paid sick leave is set forth in Personnel Rule 14, Section 2. Verification can be required for sick leave use related to domestic violence, sexual assault or stalking.

Rehire of Employee: Upon rehire of a former employee within one year of separation, the employee’s previously accrued and
unused sick leave balance will be reinstated.

Replacement Workers: Supervisors shall not require an employee to search for or find a replacement worker to cover the days during
which the employee used paid sick leave, as a condition of using the leave.

Overtime: Paid sick leave will not be considered hours worked for purposes of overtime calculation.

Resolution No. 2024-148
Exhibit "C"

Item21.
9 ATTACHMENT A

PART-TIME EMPLOYEES

There are four basic levels of part-time (PT) employees:

• PT Level 1: An employee who is employed in a regular classification but works a reduced schedule (includes job share positions, voluntary reduction in hours, alternate work schedules, etc.). Such employees must be budgeted in their department’s budget as a regular position of at least 1,040 hours per fiscal year. PT Level 1 employees shall meet the minimum requirements for the position, are placed in PERS, and shall be eligible for health and other benefits as provided in accordance with the employee’s budgeted position, including negotiated salary increases, merit increases (same as full-time regular employees), and prorated leave accruals.

• PT Level 2: A temporary at-will employee who works 1,000 – 1,500 hours per fiscal year. Employees may work part-time within a fiscal year (an average of 28 hours per week) not to exceed 1,500 hours per fiscal year; no exceptions. These employees are placed in PERS (employee contribution required). PT Level 2 employees are not eligible for benefits other than voluntary The Hartford medical expense plans, or leave accruals except as required by AB 1522, or negotiated salary increases.

• PT Level 3: A temporary at-will employee working less than 1,000 hours per fiscal year and who is placed in the same classification and salary grade step table as a regular employee. Employees may work part-time within a fiscal year (an average of 20 hours per week), not to exceed 999 hours per fiscal year. PT Level 3 employees are placed in PARS (employee contribution required), and are not eligible for benefits other than voluntary The Hartford medical expense plans, or leave accruals except as required by AB 1522. These employees receive the same negotiated salary increases as regular employees. PT Level 3 employees typically work less than 1,000 hours per fiscal year. Employees who work 1,000 or more hours per fiscal year (1,500 hours maximum), must be approved by the City Manager and will receive PERS benefits (employee contribution required), and will be placed in PT Level 2.

• PT Level 4: A temporary at-will employee working less than 1,000 hours per fiscal year.

Employees may work part-time within a fiscal year (an average of 20 hours per week), not to exceed 1,000 hours per fiscal year. These employees are placed in PARS (employee contribution required), and are not eligible for benefits other than voluntary The Hartford medical expense plans, or leave accruals except as required by AB 1522, or negotiated salary increases. PT Level 4 employees who work 1,000 or more hours per fiscal year (1,500 hours maximum) must be approved by the City Manager and will receive PERS benefits (employee contribution required), and will be placed in PT Level 2.

CalPERS Retired Annuitants are designated as PT Level 3/Retired Annuitant – Extra Help, or PT Level 4/Retired Annuitant – Extra Help, depending upon work assignment.

CalPERS Retired Annuitants who are not subject to a limit of 960 hours per fiscal year are designated as PT Retired Annuitant 960-Hour Exempt.

Resolution No. 2024-148
Exhibit "C"

612
Item21.

RESOLUTION NO. 2024-149

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

ESCONDIDO, CALIFORNIA, AMENDING AND

READOPTING THE COMPENSATION SCHEDULE FOR

FULL-TIME EMPLOYEES

WHEREAS, California Public Employees’ Retirement Law ( “PERL”) requires that pay rates for all City employees are reflected within a publicly available pay schedule, or compensation plan, that has been approved and adopted by the City Council at a public meeting; and WHEREAS, this City Council desires at this time and deems it to be i n the best public interest to amend and readopt the salary schedule established by Resolution No. 2023-166.

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 compensation schedule for the positions listed are established as listed in the Classification and Compensation Plan, which is attached to this Resolution as Exhibit “A” and incorporated by this reference.

613
Item21.

MGT 5,216 7,759
MGT 6,658 9,903
ACE 4,616 4,847 5,090 5,892
UCT 3,433 3,604 3,784 4,381
ACE 3,433 3,604 3,784 4,381
UCT 5,096 5,350 5,618 6,504
MGT 7,340 10,918
MGT 13,840 20,586
MGT 6,038 8,982
MGT 10,844 16,131
EM 14,895 22,170
ACE 5,223 5,484 5,758 6,666
ACE 5,765 6,054 6,356 7,358
ACE 7,380 7,749 8,137 9,419
SUP 8,146 8,554 8,981 10,397
SUP 7,024 7,376 7,744 8,965
MGT 10,328 15,362
MGT 9,836 14,631
MGT 10,328 15,362
MGT 10,328 15,362
MGT 9,836 14,631
MGT 11,956 17,784
MGT 11,956 17,784
MGT 11,956 17,784
MGT 8,921 13,270
SUP 7,380 7,749 8,137 9,419
ACE 5,625 5,906 6,201 7,179
ACE 6,523 6,849 7,191 8,325
PeopleSoft HRMS/Payroll
Classification and Compensation Plan as of 10/29/2024
(all salaries shown as monthly)
Union
Code
# of Authorized
Positions Job Code Job Description Base Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 20090 Accountant I Band M11
20094 Accountant II Band M16
20095 Accounting Specialist 4,397 5,344 5,611
21430 Administrative Assistant (UCT) 3,269 3,974 4,172
21000 Administrative Asst (clssfd) 3,269 3,974 4,172
21330 Administrative Coordinator 4,853 5,899 6,194
21001 Assistant Building Official Band M18
20000 Assistant City Attorney Band M31
21060 Assistant City Clerk Band M14
20180 Assistant City Engineer Band M26
10100 Assistant City Manager Band E32
50300 Assistant Planner I 4,974 6,046 6,349
50301 Assistant Planner II 5,491 6,674 7,008
30151 Associate Chemist 7,029 8,543 8,970
50400 Associate Engineer 7,758 9,430 9,902
50500 Associate Planner 6,690 8,132 8,538
20441 Asst Dir of Communications Band M25
20192 Asst Dir of Community Svs Band M24
20440 Asst Dir of Information Sys Band M25
20442 Asst Dir of Police Support Svc Band M25
20336 Asst Dir of Public Works Band M24
20940 Asst Dir of Util - Const & Eng Band M28
20970 Asst Dir of Util - Wastewater Band M28
20950 Asst Dir of Util -Water Band M28
20320 Budget Manager Band M22
50601 Building Inspection Sup 7,029 8,543 8,970
50590 Building Inspector I 5,357 6,511 6,837
50600 Building Inspector II 6,212 7,551 7,929
Resolution No. 2024-149
Exhibit "A"

614
Item21.

MGT 9,368 13,934
ACE 4,616 4,847 5,090 5,892
ACE 5,223 5,484 5,758 6,666
ACE 5,765 6,054 6,356 7,358
UCT 6,057 6,360 6,678 7,731
UCT 7,380 7,749 8,137 9,419
MGT 8,092 12,036
UCT 6,523 6,849 7,191 8,325
UCT 4,182 4,391 4,611 5,338
UCT 4,616 4,847 5,090 5,892
EM 14,186 21,114
EM 16,423 24,442
EM
EM 11,115 16,544
COU
COU
MGT 13,181 19,607
EM
EM
MGT 9,836 14,631
MGT 9,368 13,934
EME
MGT 7,707 11,463
ACE 5,096 5,350 5,618 6,504
ACE 5,625 5,906 6,201 7,179
SUP 6,523 6,849 7,191 8,325
UCT 4,394 4,614 4,844 5,608
MGT 7,707 11,463
NSP 4,519 4,745 4,982 5,768
MGT 8,092 12,036
SUP 6,057 6,360 6,678 7,731
SUP 10,428 10,949 11,497 13,309
M&O 6,754 7,092 7,447 8,621
20150 Building Official Band M23
50841 Building Permit Tech I 4,397 5,344 5,611
50862 Building Permit Tech II 4,974 6,046 6,349
50864 Building Permit Tech III 5,491 6,674 7,008
20826 Business Analyst I 5,769 7,012 7,363
20827 Business Analyst II 7,029 8,543 8,970
73500 Canal Maintenance Mgr Band M20
73000 Canal Maintenance Supervisor 6,212 7,551 7,929
73600 Canal Maintenance Tech I 3,983 4,841 5,084
73650 Canal Maintenance Tech II 4,397 5,344 5,611
10442 Chief Information Officer Band E31
10650 Chief of Police Band E34
10200 City Attorney 20,125
12000 City Clerk Band E26
12050 City Council Member/Mayor 0
12100 City Council Member 0
10480 City Engineer Band M30
10300 City Manager 23,333
00001 City of Escondido 0
20140 City Planner Band M24
20691 City Traffic Engineer Band M23
12200 City Treasurer 8,833
50560 Code Compliance Manager Band M19
50540 Code Compliance Officer I 4,853 5,899 6,194
50550 Code Compliance Officer II 5,357 6,511 6,837
50565 Code Compliance Supervisor 6,212 7,551 7,929
21401 Collections Specialist 4,185 5,087 5,341
21020 Communications Mgr Band M19
40410 Community Service Officer 4,304 5,232 5,493
50755 Community Services Manager Band M20
40700 Community Services Supervisor 5,769 7,012 7,363
81453 Control Systems Supervisor 9,931 12,071 12,675
81450 Control Systems Technician I 6,433 7,819 8,210
Resolution No. 2024-149
Exhibit "A"

615
Item21.

M&O 7,456 7,828 8,220 9,516
M&O 8,862 9,306 9,771 11,311
UCT 6,523 6,849 7,191 8,325
UCT 6,853 7,196 7,556 8,746
UCT 8,559 8,987 9,436 10,923
M&O 5,970 6,268 6,582 7,619
M&O 6,923 7,269 7,633 8,836
SUP 4,394 4,614 4,844 5,608
M&O 3,383 3,552 3,730 4,318
M&O 3,734 3,921 4,117 4,766
ACE 3,606 3,787 3,976 4,603
ACE 3,606 3,787 3,976 4,603
ACE 4,080 4,284 4,498 5,208
ACE 4,080 4,284 4,498 5,208
SUP 7,380 7,749 8,137 9,419
MGT 7,707 11,463
MGT 9,368 13,934
EM 14,895 22,170
EM 14,895 22,170
FM 12,227 18,907
UCT 7,948 8,345 8,762 10,143
UCT 5,765 6,054 6,356 7,358
MGT 8,092 12,036
UCT 6,057 6,360 6,678 7,731
UCT 4,616 4,847 5,090 5,892
EM 13,511 20,109
EM 13,511 20,109
EM 13,511 20,109
EM 13,511 20,109
EM 13,511 20,109
EM 13,511 20,109
UCT 4,504 4,729 4,965 5,748
ACE 5,096 5,350 5,618 6,504
81451 Control Systems Technician II 7,101 8,631 9,062
81452 Control Systems Technician III 8,440 10,259 10,772 40432 Criminal Intell Analyst I 6,212 7,551 7,929
40434 Criminal Intell Analyst II 6,527 7,933 8,330
40433 Criminal Intelligence Sup 8,151 9,908 10,403
81305 Cross Connection Technician I 5,686 6,911 7,257
81310 Cross Connection Technician II 6,594 8,015 8,415
80052 Custodial Supervisor 4,185 5,087 5,341
80200 Custodian I 3,222 3,916 4,112
80201 Custodian II 3,557 4,323 4,539
30331 Customer Service Rep I - PD 3,435 4,175 4,384
30330 Customer Service Rep I 3,435 4,175 4,384
30341 Customer Service Rep II - PD 3,886 4,723 4,960
30340 Customer Service Rep II 3,886 4,723 4,960
20097 Customer Service Supervisor 7,029 8,543 8,970
21199 Dep City Attorney I Band M19
21200 Dep City Attorney II Band M23
10430 Dep City Manager Band E32
10441 Dep City Mgr/Int Dir of Dev Sv Band E32
20160 Dep Fire Chief Band 1
60510 Dep Fire Marshal 7,569 9,200 9,660
21055 Deputy City Clerk 5,491 6,674 7,008
20685 Design & Construction Proj Mgr Band M20
82255 Digital Media Coordinator 5,769 7,012 7,363
82256 Digital Media Technician 4,397 5,344 5,611
10400 Director of Dev Services Band E30
20338 Director of Economic Dev Band E30
10460 Director of Finance Band E30
10550 Director of Human Resources Band E30
10540 Director of Public Works Band E30
10575 Director of Utilities Band E30
21460 Division Support Coordinator 4,289 5,214 5,474
50738 Economic Development Coord 4,853 5,899 6,194
Resolution No. 2024-149
Exhibit "A"

616
Item21.

M&O 5,148 5,405 5,676 6,570
M&O 5,682 5,966 6,265 7,252
MGT 6,340 9,430
UCT 5,096 5,350 5,618 6,504
INT 4,635 4,867 5,110 5,637
ACE 6,209 6,519 6,845 7,924
ACE 6,853 7,196 7,556 8,746
MGT 9,836 14,631
ACE 4,616 4,847 5,090 5,892
ACE 5,223 5,484 5,758 6,666
ACE 5,487 5,762 6,050 7,004
ACE 6,057 6,360 6,678 7,731
UCT 6,209 6,519 6,845 7,924
UCT 4,971 5,220 5,481 6,345
UCT 7,200 7,560 7,938 9,189
ACE 6,057 6,360 6,678 7,731
ACE 6,686 7,020 7,371 8,533
SUP 8,559 8,987 9,436 10,923
M&O 5,970 6,268 6,582 7,619
M&O 6,272 6,586 6,915 8,005
UCT 3,884 4,078 4,282 4,957
UCT 5,487 5,762 6,050 7,004
SUP 6,686 7,020 7,371 8,533
MGT 8,092 12,036
ACE 5,909 6,205 6,515 7,542
ACE 5,909 6,205 6,515 7,542
ACE 6,523 6,849 7,191 8,325
SUP 7,565 7,943 8,340 9,654
MGT 8,921 13,270
MGT 6,658 9,903
FM 10,562 15,554
FIR 9,333 9,800 10,290 11,911
EM 14,186 21,114
80305 Electrician Assistant 4,903 5,959 6,257
80307 Electrician 5,412 6,578 6,907
50770 Emer/Disaster Preparedness Mgr Band M15
60800 Emerergency Medical Svs Coord 4,853 5,899 6,194
60801 Emergency Medical Technician 4,414 5,366 5,500
50660 Engineer I 5,913 7,187 7,547
50670 Engineer II 6,527 7,933 8,330
50675 Engineering Manager Band M24
50844 Engineering Permit Tech I 4,397 5,344 5,611
50845 Engineering Permit Tech II 4,974 6,046 6,349
50710 Engineering Technician I 5,226 6,352 6,670
50730 Engineering Technician II 5,769 7,012 7,363
20885 Env Program Specialist II 5,913 7,187 7,547
20884 Env Programs Specialist I 4,735 5,755 6,043
20887 Env Programs Supervisor 6,857 8,335 8,752
50815 Environmental Comp Insp I 5,769 7,012 7,363
50825 Environmental Comp Insp II 6,368 7,740 8,127
50835 Environmental Comp Supervisor 8,151 9,908 10,403
80500 Equipment Mechanic I 5,686 6,911 7,257
80501 Equipment Mechanic II 5,974 7,261 7,624
21441 Executive Assistant 3,699 4,496 4,721
21334 Executive Coordinator 5,226 6,352 6,670
82210 Facilities Maint Supervisor 6,368 7,740 8,127
20310 Facilities Maintenance Mgr Band M20
40080 Facilities Project Coordinator 5,628 6,841 7,183
50715 Field Engineering Inspector I 5,628 6,841 7,183
50720 Field Engineering Inspector II 6,212 7,551 7,929
50255 Field Engineering Supervisor 7,204 8,757 9,195
50725 Finance Manager Band M22
50751 Fire Admin Services Manager Band M16
20370 Fire Battalion Chief Band 3
60200 Fire Captain 8,889 10,804 11,344
10600 Fire Chief Band E31
Resolution No. 2024-149
Exhibit "A"

617
Item21.

FM 12,227 18,006
FIR 7,952 8,349 8,767 10,149
MGT 9,368 13,934
ACE 4,616 4,847 5,090 5,892
ACE 5,223 5,484 5,758 6,666
ACE 5,765 6,054 6,356 7,358
ACE 6,364 6,682 7,016 8,122
FIR 7,573 7,952 8,349 9,665
MGT 8,092 12,036
UCT 7,565 7,943 8,340 9,654
MGT 7,707 11,463
UCT 6,057 6,360 6,678 7,731
UCT 6,853 7,196 7,556 8,746
ACE 4,182 4,391 4,611 5,338
ACE 4,732 4,968 5,217 6,039
ACE 5,096 5,350 5,618 6,504
MGT 8,092 12,036
MGT 5,216 7,759
MGT 6,038 8,982
UCT 5,765 6,054 6,356 7,358
MGT 9,368 13,934
UCT 4,504 4,729 4,965 5,748
UCT 5,096 5,350 5,618 6,504
M&O 5,682 5,966 6,265 7,252
ACE 6,853 7,196 7,556 8,746
ACE 3,433 3,604 3,784 4,381
MGT 8,092 12,036
ACE 5,765 6,054 6,356 7,358
ACE 6,364 6,682 7,016 8,122
MGT 6,990 10,398
SUP 6,364 6,682 7,016 8,122
UCT 6,364 6,682 7,016 8,122
UCT 5,625 5,906 6,201 7,179
20300 Fire Division Chief Band 2
60300 Fire Engineer 7,573 9,205 9,665
20350 Fire Marshal Band M23
50870 Fire Permit Tech I 4,397 5,344 5,611
50871 Fire Permit Tech II 4,974 6,046 6,349
50750 Fire Prevention Specialist I 5,491 6,674 7,008
50760 Fire Prevention Specialist II 6,061 7,367 7,735
60700 Firefighter/Paramedic 7,212 8,767 9,205
20850 Fleet Maint Manager Band M20
20874 Forensic Services Supervisor 7,204 8,757 9,195
50731 Geographic Information Sys Mgr Band M19
50735 GIS Analyst I 5,769 7,012 7,363
50737 GIS Analyst II 6,527 7,933 8,330
50780 Graphics Technician I 3,983 4,841 5,084
50781 Graphics Technician II 4,507 5,478 5,752
21280 Housing & Neigh Svcs Prog Coor 4,853 5,899 6,194
21190 Housing & Neigh Svs Mgr Band M20
21081 Human Resources Analyst I Band M11
21083 Human Resources Analyst II Band M14
21650 Human Resources Coordinator 5,491 6,674 7,008
21130 Human Resources Manager Band M23
21651 Human Resources Technician I 4,289 5,214 5,474
21655 Human Resources Technician II 4,853 5,899 6,194
80300 HVAC Technician 5,412 6,578 6,907
30885 Lab Quality Assurance Officer 6,527 7,933 8,330
30850 Laboratory Assistant 3,269 3,974 4,172
20800 Laboratory Manager Band M20
30870 Laboratory Technician I 5,491 6,674 7,008
30880 Laboratory Technician II 6,061 7,367 7,735
20501 Lakes & Open Space Mgr Band M17
82201 Lakes & Open Space Supervisor 6,061 7,367 7,735
20875 Latent Print & Evid Specialist 6,061 7,367 7,735
20876 Latent Print Specialist 5,357 6,511 6,837
Resolution No. 2024-149
Exhibit "A"

618
Item21.

SUP 5,354 5,621 5,902 6,833
ACE 5,223 5,484 5,758 6,666
M&O 5,544 5,821 6,112 7,075
M&O 7,096 7,451 7,824 9,057
MGT 8,092 12,036
M&O 7,642 8,024 8,425 9,753
M&O 4,022 4,223 4,434 5,133
M&O 7,096 7,451 7,824 9,057
M&O 8,029 8,430 8,852 10,247
M&O 7,096 7,451 7,824 9,057
M&O 8,029 8,430 8,852 10,247
UCT 5,354 5,621 5,902 6,833
UCT 5,625 5,906 6,201 7,179
UCT 4,850 5,093 5,347 6,190
M&O 4,122 4,328 4,545 5,261
M&O 4,550 4,777 5,016 5,807
MGT 5,752 8,554
MGT 6,340 9,430
UCT 6,686 7,020 7,371 8,533
UCT 7,565 7,943 8,340 9,654
MGT 9,368 13,934
UCT 7,380 7,749 8,137 9,419
UCT 5,487 5,762 6,050 7,004
UCT 5,909 6,205 6,515 7,542
UCT 6,209 6,519 6,845 7,924
ACE 5,096 5,350 5,618 6,504
NSF 5,337 5,604 5,884 6,491
M&O 4,439 4,661 4,894 5,665
M&O 4,900 5,145 5,402 6,254
UCT 5,765 6,054 6,356 7,358
UCT 4,504 4,729 4,965 5,748
UCT 5,096 5,350 5,618 6,504
ACE 4,616 4,847 5,090 5,892
80061 Lead Comm Svs Coordinator 5,099 6,198 6,507
50930 Lead Graphics Technician 4,974 6,046 6,349
81100 Lead Maintenance Technician 5,280 6,418 6,738
81080 Lead Mechanic 6,758 8,215 8,626
21309 Lead Network Systems Engineer Band M20
81500 Lead Plant Systems Technician 7,278 8,847 9,289
02130 Lead Ranger Specialist 3,830 4,655 4,888
82251 Lead Wastewater Coll Tech 6,758 8,215 8,626
82915 Lead Wastewater Trtmt Plant Op 7,647 9,294 9,759
82660 Lead Water Distribution Tech 6,758 8,215 8,626
82725 Lead Water Trtmnt Plant Oper 7,647 9,294 9,759
21580 Legal Assistant 5,099 6,198 6,507
21585 Legal Specialist 5,357 6,511 6,837
21470 Maintenance & Oper Coordinator 4,619 5,615 5,895
81412 Maintenance Technician I 3,926 4,772 5,010
81930 Maintenance Technician II 4,333 5,267 5,531
21090 Management Analyst I Band M13
21092 Management Analyst II Band M15
21317 Network Administrator I 6,368 7,740 8,127
21318 Network Administrator II 7,204 8,757 9,195
21801 Network Manager Band M23
21311 Network Systems Engineer 7,029 8,543 8,970
21310 Network Systems Technician I 5,226 6,352 6,670
21313 Network Systems Technician II 5,628 6,841 7,183
21316 Network Systems Technician III 5,913 7,187 7,547
50834 Older Adlt Nutrition Prg Coord 4,853 5,899 6,194
60805 Paramedic 5,083 6,178 6,333
81420 Park Ranger I 4,228 5,139 5,396
81421 Park Ranger II 4,666 5,672 5,956
21661 Payroll Supervisor 5,491 6,674 7,008
21660 Payroll Technician I 4,289 5,214 5,474
21662 Payroll Technician II 4,853 5,899 6,194
50842 Planning Permit Tech I 4,397 5,344 5,611
Resolution No. 2024-149
Exhibit "A"

619
Item21.

ACE 5,223 5,484 5,758 6,666
ACE 6,523 6,849 7,191 8,325
ACE 7,200 7,560 7,938 9,189
M&O 5,970 6,268 6,582 7,619
M&O 6,754 7,092 7,447 8,621
SUP 8,992 9,441 9,914 11,476
MGT 7,707 11,463
PM 12,227 18,006
PM 10,562 15,554
POL 6,457
POL 7,848 8,240 8,652 10,016
ACE 5,096 5,350 5,618 6,504
UCT 5,354 5,621 5,902 6,833
UCT 5,909 6,205 6,515 7,542
SUP 5,096 5,350 5,618 6,504
PAC 3,697 3,881 4,075 4,718
POL 10,411 10,931 11,478
MGT 7,707 11,463
UCT 5,096 5,350 5,618 6,504
MGT 9,368 13,934
MGT 8,497 12,638
ACE 4,287 4,501 4,726 5,471
ACE 5,096 5,350 5,618 6,504
UCT 5,354 5,621 5,902 6,833
UCT 5,909 6,205 6,515 7,542
MGT 7,707 11,463
SUP 5,354 5,621 5,902 6,833
PAC 3,606 3,787 3,976 4,603
PAC 3,981 4,180 4,389 5,081
NSP 5,183 5,442 5,715 6,615
NSP 5,715 6,001 6,300 7,294
NSP 6,633 6,964 7,312 8,465
MGT 7,707 11,463
50843 Planning Permit Tech II 4,974 6,046 6,349
50920 Plans Examiner I 6,212 7,551 7,929
50921 Plans Examiner II 6,857 8,335 8,752
81480 Plant Systems Technician I 5,686 6,911 7,257
81490 Plant Systems Technician II 6,433 7,819 8,210
81501 Plant Systems Technician Sup 8,564 10,409 10,930
50753 Police Business Manager Band M19
20600 Police Captain Band 1
20670 Police Lieutenant Band 2
70250 Police Officer Trainee 6,150
70300 Police Officer 7,474 9,085 9,539
50739 Police Program Coordinator 4,853 5,899 6,194
21550 Police Projects Specialist I 5,099 6,198 6,507
21551 Police Projects Specialist II 5,628 6,841 7,183
31215 Police Records Supervisor 4,853 5,899 6,194
31210 Police Records Technician 3,520 4,279 4,493
70500 Police Sergeant 9,915 12,052 12,654
50758 Police Support Services Mgr Band M19
21555 Police Training Coordinator 4,853 5,899 6,194
20680 Principal Engineer Band M23
20690 Principal Planner Band M21
50733 Program Assistant 4,083 4,963 5,211
50734 Program Coordinator 4,853 5,899 6,194
21680 Programmer Analyst I 5,099 6,198 6,507
21681 Programmer Analyst II 5,628 6,841 7,183
20686 Project Manager Band M19
80610 Property & Evidence Supervisor 5,099 6,198 6,507
40630 Property & Evidence Tech I 3,435 4,175 4,384
40631 Property & Evidence Tech II 3,791 4,608 4,839
30250 Public Safety Dispatcher I 4,937 6,001 6,300
30260 Public Safety Dispatcher II 5,442 6,616 6,946
40090 Public Safety Shift Supervisor 6,317 7,678 8,062
21335 Public Safety Systems Manager Band M19
Resolution No. 2024-149
Exhibit "A"

620
Item21.

MGT 8,092 12,036
MGT 8,092 12,036
SUP 6,523 6,849 7,191 8,325
ACE 4,732 4,968 5,217 6,039
SUP 5,909 6,205 6,515 7,542
MGT 8,092 12,036
ACE 4,182 4,391 4,611 5,338
ACE 4,182 4,391 4,611 5,338
SUP 6,523 6,849 7,191 8,325
ACE 4,850 5,093 5,347 6,190
ACE 5,765 6,054 6,356 7,358
MGT 8,921 13,270
UCT 5,223 5,484 5,758 6,666
MGT 8,497 12,638
UCT 5,765 6,054 6,356 7,358
UCT 9,447 9,919 10,415 12,057
ACE 3,789 3,978 4,177 4,836
UCT 3,789 3,978 4,177 4,836
M&O 7,816 8,225 8,636 9,997
MGT 11,386 16,937
MGT 8,497 12,638
ACE 7,380 7,749 8,137 9,419
UCT 7,024 7,376 7,744 8,965
MGT 6,990 10,398
UCT 6,209 6,519 6,845 7,924
M&O 5,022 5,273 5,537 6,410
MGT 6,658 9,903
PAC 4,394 4,614 4,844 5,608
UCT 6,686 7,020 7,371 8,533
SUP 8,559 8,987 9,436 10,923
UCT 7,024 7,376 7,744 8,965
UCT 8,146 8,554 8,981 10,397
UCT 5,223 5,484 5,758 6,666
40100 Public Sfty Communications Mgr Band M20
20500 Public Works Manager Band M20
80050 Public Works Supervisor 6,212 7,551 7,929
30750 Purchasing & Inv Control Coord 4,507 5,478 5,752
40250 Purchasing Supervisor 5,628 6,841 7,183
21340 Real Property Manager Band M20
81415 Recreation Coord - Tiny Tots 3,983 4,841 5,084
81411 Recreation Coordinator 3,983 4,841 5,084
50742 Recycling Program Supervisor 6,212 7,551 7,929
50740 Recycling Programs Spec I 4,619 5,615 5,895
50741 Recycling Programs Spec II 5,491 6,674 7,008
20001 Revenue Manager Band M22
20040 Risk & Safety Coordinator 4,974 6,046 6,349
20337 Risk & Safety Manager Band M21
20345 Safety & Training Specialist 5,491 6,674 7,008
82235 SCADA Engineer 8,997 10,936 11,483
21100 Sr Administrative Asst (clsfd) 3,608 4,386 4,605
21440 Sr Administrative Asst (UCT) 3,608 4,386 4,605
81315 Sr Cross Connection Technician 7,460 9,068 9,521
21220 Sr Deputy City Attorney Band M27
20877 Sr Engineer Band M21
50821 Sr Environmental Com Inspector 7,029 8,543 8,970
21331 Sr Executive Assistant 6,690 8,132 8,538
21080 Sr Human Resources Analyst Band M17
21590 Sr Legal Assistant 5,913 7,187 7,547
80681 Sr Maintenance Technician 4,783 5,814 6,105
20840 Sr Planner Band M16
40632 Sr Property & Evidence Tech 4,185 5,087 5,341
20347 Sr Safety Analyst 6,368 7,740 8,127
30150 Supervising Chemist 8,151 9,908 10,403
20823 Systems Analyst I 6,690 8,132 8,538
20825 Systems Analyst II 7,758 9,430 9,902
20965 Telecommunications Specialist 4,974 6,046 6,349
Resolution No. 2024-149
Exhibit "A"

621
Item21.

MGT 6,990 10,398
UCT 5,625 5,906 6,201 7,179
MGT 8,497 12,638
UCT 7,200 7,560 7,938 9,189
ACE 5,096 5,350 5,618 6,504
MGT 7,707 11,463
SUP 8,350 8,767 9,206 10,657
M&O 5,022 5,273 5,537 6,410
M&O 5,544 5,821 6,112 7,075
MGT 9,368 13,934
MGT 9,368 13,934
SUP 9,925 10,422 10,943 12,668
M&O 5,408 5,679 5,963 6,903
M&O 5,970 6,268 6,582 7,619
M&O 6,590 6,919 7,265 8,410
M&O 7,274 7,638 8,019 9,283
MGT 9,368 13,934
SUP 8,350 8,767 9,206 10,657
M&O 5,022 5,273 5,537 6,410
M&O 5,544 5,821 6,112 7,075
M&O 5,022 5,273 5,537 6,410
SUP 7,565 7,943 8,340 9,654
M&O 5,277 5,540 5,817 6,734
MGT 9,368 13,934
SUP 9,683 10,167 10,676 12,359
M&O 5,970 6,268 6,582 7,619
M&O 6,590 6,919 7,265 8,410
M&O 7,274 7,638 8,019 9,283
M&O 5,408 5,679 5,963 6,903
SUP 10,428 10,949 11,497 13,309
82233 Utilities Analyst Band M17
82230 Utilities Construction Coord 5,357 6,511 6,837
20683 Utilities Construction Mgr Band M21
81935 Utilities Maint Scheduler 6,857 8,335 8,752
30350 Utility Billing Technician 4,853 5,899 6,194
20880 Utility Environmental Prog Mgr Band M19
82280 Wastewater Coll Supervisor 7,952 9,666 10,149
82220 Wastewater Collections Tech I 4,783 5,814 6,105
82250 Wastewater Collections Tech II 5,280 6,418 6,738
20920 Wastewater Maintenance Mgr Band M23
20975 Wastewater Operations Mgr Band M23
82920 Wastewater Trmt Plnt Op Superv 9,453 11,490 12,064 82901 Wastewater Trt Plant Op Trnee 5,151 6,261 6,574
83000 Wastewater Trtmt Plt Oper I 5,686 6,911 7,257
82900 Wastewater Trtmt Plt Oper II 6,276 7,628 8,010
82910 Wastewater Trtmt Plt Oper III 6,927 8,420 8,841
20930 Water Distribution Mgr Band M23
82260 Water Distribution Sup 7,952 9,666 10,149
82620 Water Distribution Tech I 4,783 5,814 6,105
82640 Water Distribution Tech II 5,280 6,418 6,738
82600 Water Meter Reader 4,783 5,814 6,105
80051 Water Meter Services Sup 7,204 8,757 9,195
82650 Water Service Representative 5,025 6,108 6,414
20990 Water Treatment Plant Mgr Band M23
82750 Water Treatment Plant Op Sup 9,222
6,927 8,420 8,841
11,210 11,770
82800 Water Treatment Plant Oper I 5,686 6,911 7,257
9,931 12,071 12,675
82700 Water Treatment Plant Oper II 6,276 7,628 8,010
82720 Water Treatment Plant Oper III
82805 Water Treatment Plant Trainee 5,151 6,261 6,574
82751 Water Treatment Plt Maint Sup
Resolution No. 2024-149
Exhibit "A"

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Item21.

Resolution No. 2024-149
Exhibit "A"

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STAFF REPORT

December 4, 2024
File Number 0740-30

SUBJECT

FIRST AMENDMENT TO CITY MANAGER EMPLOYMENT AGREEMENT AND SECOND AMENDMENT TO

CITY ATTORNEY EMPLOYMENT AGREEMENT

DEPARTMENT
City Manager’s Office and Human Resources

RECOMMENDATION

1. Request that the City Council adopt Resolution No. 2024-184 authorizing the Mayor to execute, on behalf of the City of Escondido, a First Amendment to Employment Agreement with Sean McGlynn to continue serving as the City Manager; and

2. Request that the City Council adopt Resolution No. 2024-185 authorizing a Second Amendment to Employment Agreement with Michael R. McGuinness to continue serving as the City Attorney.

Staff Recommendation: Approval (Human Resources: Jessica Perpetua, Director of Human Resources) Presenter: Jessica Perpetua, Director of Human Resources ESSENTIAL SERVICE – No
COUNCIL PRIORITY – Increase Retention and Attraction of People and Businesses to Escondido

FISCAL ANALYSIS
The First Amendment to the City Manager Employment Agreement (“First Amendment”) increases the City Manager salary by 10%, or $28,000 now and 6%, or $18,480 in December 2025, to gradually catch up with market median salaries of City Manager s, making a total base salary compensation $308,000 now and $326,480 in 2025. After serving for over three years as City Manager, no salary or benefit increases have been received, so this is a phased-in approach to get closer to market median. The First Amendment permits the City Manager to accrue vacation time at the rate of a ten (10) year accrual, consistent with City employee accrual rates and reflective of his cumulative experience as a City Manager. The First Amendment also increases management leave hours from 10 days per year to 11 days per year. Separation for convenience computation language was updated to reflect 1 year of base salary.

The Second Amendment to the City Attorney Employment Agreement (“Second Amendment”) increases the City Attorney salary by 20% or $48,500, making total base salary compensation $290,000. The City Attorney has not received any salary or benefit increases for over 6 years, so this increase is reflective of 624
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ongoing years of falling behind market median. The Second Amendment keeps life insurance at two times base salary, but adds a cap at $500,000. The Second Amendment also reduces management leave days from 20 days per year to 16 days per year. The Second Amendment also updates the contract provisions related to state law to be consistent with the City Manager’s agreement.

Both First and Second Amendments update a process for conducing future performance evaluations of the City Manager and City Attorney.

PREVIOUS ACTION
Mr. McGlynn was appointed City Manager on June 29, 2021. On April 7, 2021, the underlying Employment Agreement to serve as City Manager was executed by the City and Mr. McGlynn.

Mr. McGuinness was appointed City Attorney on May 7, 2017. On June 20, 2018, the underlying First Amendment to serve as City Attorney was executed by the City and Mr. McGuinness.

BACKGROUND
The City Manager and Attorney serve pursuant to the California Government Code, the Escondido Municipal Code and an Employment Agreement. The City Manager and City Attorney are the only two City employees who report directly to the City Council. Thus, their Employment Agreements implement the authorizing provisions of state law and the municipal code and provide the specific terms and conditions of employment, compensation, and bene fits. This arrangement is typical for most California cities.

On October 23, 2024, and again on November 20, 2024, the City Council, in closed session and noticed pursuant to the Brown Act, conducted a performance review of the City Manager and City Attorney. The City Council being satisfied with their performance and desiring to continue their services, agreed to increase the salary by 10% for the City Manager effective December 4, 2024, and 6% in December 2025; increase from a 5-year vacation accrual rate to 10-year accrual rate; increase from 10 management leave days annually to 11 management leave days annually; and amend the s eparation for convenience computation language to reflect 1 year of base salary.

City Council agreed to increase City Attorney salary by 20% effective December 4, 2024; keep life insurance at 2 times annual salary, but place a cap at $500,000; and reduce management leave from 20 days per year to 16 days per year.

Both amendments outline an annual performance evaluation process for City Manager and City Attorney.

The City Attorney’s older contract is also updating language required under state law to be consistent with the City Manager’s underlying contract. No other changes are being made to the terms of the Employment Amendments.
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The salary surveys conducted by the City’s Human Resources Department showed that for full -time, appointed City Managers in the comparable labor market, the median salary is $325,412. As a result, the 10% increase to base salary now and 6% increase to base salary in December 2025 and other adjustments to the agreement are a reasonable and justified way to get closer to market median over time.

Salary surveys for appointed City Attorneys showed that the median salary is $290,080. The 20% base pay increa se to reach market median and other adjustments to the agreement are reasonable and justified.

RESOLUTIONS
a) Resolution No. 2024-184
b) Resolution No. 2024-184 – Exhibit “A” – First Amendment to Employment Agreement c) Resolution No. 2024-185
d) Resolution No. 2024-185 – Exhibit “A” – Second Amendment to Employment Agreement

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RESOLUTION NO. 2024-184

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

ESCONDIDO, CALIFORNIA, AUTHORIZING THE MAYOR TO

EXECUTE, ON BEHALF OF THE CITY, A FIRST AMENDMENT

TO EMPLOYMENT AGREEMENT WITH THE CITY MANAGER

WHEREAS, the Escondido City Manager, serves the City of Escondido pursuant to an Employment Agreement with the City; and
WHEREAS, the City Council has surveyed the median salaries for full time, appointed city managers in the comparable labor market and desire to (1) increase the City Manager’s salary by 10% now and 6% in December 2025 to be more comparable with such other City Managers; (2) advance from the 5-year vacation accrual to 10-year vacation accrual; (3) revise the performance evaluation process; (4) revise the computation for payout upon termination; and (5) increase management leave from 10 days per year to 11 days per year.

WHEREAS, the City Council desires and deems it in the best public interest to provide for the ongoing employment of Sean McGlynn to serve as the City Manager pursuant to an Agreement governing the terms and conditions by which he shall serve as City Manager; and 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 Mayor is hereby authorized to execute, on behalf of the City, a First Amendment to the Employment Agreement with Sean McGlynn to serve as the City Manager (attached and incorporated by this reference as Exhibit “A”).
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First Amended Employment Agreement of Sean McGlynn 1

CITY OF ESCONDIDO

AT WILL EMPLOYMENT AGREEMENT

FIRST AMENDMENT

Between: CITY OF ESCONDIDO
201 N. Broadway
Escondido, California 92025
(“Employer”)

And: Sean McGlynn
201 N. Broadway
Escondido, CA 92025
(“Employee”)

RECITALS
A. On April 7, 2021, Employer and Employee entered into an Employment Agreement (“Agreement”) for Employee to serve as City Manager for Employer as provided for by the California Government Code and Chapter 2, Article 3 of the Escondido Municipal Code; and
B. It is the desire of the Employer to provide certain benefits and establish certain conditions of employment of the Employee for the purpose of securing and retaining the services of the Employee; and
C. Employer and Employee wish to enter into a First Amendment to the Agreement providing for Employee to continue serving as the City Manager for the Employer; and
D. Employee desires to continue to be employed as the City Manager for the City of Escondido; and
E. It is the mutual intent of the parties to amend the Agreement effective December 4, 2024.
/ / /
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First Amended Employment Agreement of Sean McGlynn 2
NOW THEREFORE, in consideration of the mutual covenants set forth below, the parties agree as follows:

1. Section 2(D)(1) of the Agreement (“Performance Evaluation”) shall be amended to read as follows:

The City Council recognizes that for the City Manager to respond to the City’s needs and to grow in the performance of the City Manager’s job, the City Manager needs to know how the City Council members evaluate the City Manager’s performance. To assure that the City Manager gets this feedback, the City Council shall review and evaluate the performance of the City Manager and City Attorney commencing in July of each year. The City Council shall work with the Human Resources Director to retain an outside fa cilitator, with at least five years’ experience in executive evaluations, to conduct the evaluation process. The facilitator will also assist in developing mutually agreed -upon goals and performance objectives for the upcoming year.

At the time of the ann ual evaluation, the City Council shall in good faith consider performance-based salary adjustments, based upon comparable compensation packages made available to these executive positions from the other cities in San Diego County and other agencies used for city labor negotiations.

2. Section 3(A)(1)(a) of the Agreement (“Base Salary”) shall be amended to read as follows:

The annual Base Salary for the positon of City Manager shall be three hundred eight thousand dollars ($308,000) effective December 4, 2024, and thereafter three hundred twenty six thousand four hundred eighty dollars ($326,480) effective December 1, 2025.

3. Section 3(B)(2)(a) of the Agreement (“Basic Benefits”) shall be amended to read as follows:

A vacation leave bank of one hundred and twenty (120) hours. Thereafter, the City Manager shall accrue vacation leave hours commencing at the same rate as City employees who have been working for the City for ten (10) or more years and progressing according to the schedule for city employees generally thereafter. The 629
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First Amended Employment Agreement of Sean McGlynn 3
City Manager may accrue up to the maximum leave balance as permitted under existing City policy for a ten (10) year or more City employee. The City Manager may convert vacation leave hours to cash at the same rate and at the same times as City Executive Management employees. The City Manager shall be paid for any unused accrued vacation hours upon eithr voluntary or involuntary termination of employment.

4. Section 3(B)(2)(c) of the Agreement (“Basic Benefits”) shall be amended to read as follows:

Eleven (11) days of Management Leave. The City Manager shall thereafter receive eleven (11) days of Management Leave annually. The Management Leave hours do not carry from one Fiscal Year to the next and will expire a t the close of each Fiscal Year if unused. The City Manager may cash out the Management Leave hours in whole or in part at the times established for all City employees.

5. Section 5(C)(1) of the Agreement (“Computation”) shall be amended to read as follows:

The City shall offer to the City Manager, for a termination occurring after the Effective Date of this Agreement, to pay an amount equal to one (1) year of his Base Salary. Such severance benefit shall be paid in addition to payment of any accrued vacation or management leave otherwise payable to the City Manager.

6. Except as expressly identified above, all other terms and conditions of the Agreement shall remain in full force and effect.
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First Amended Employment Agreement of Sean McGlynn 4
IN WITNESS WHEREOF, the City of Escondido has caused this Agreement to be signed and executed on its behalf by its Mayor as authorized by Resolution No. 2024-184, and Employee has signed and executed this Agreement set forth below.

On Behalf of Employer

Date: __________________ ____________________________________ Dane White
Mayor

On Behalf of Employee

Date: __________________
_____________________________________
Sean McGlynn
Employee

APPROVED AS TO FORM:

OFFICE OF THE CITY ATTORNEY
Michael R. McGuinness, City Attorney

By:

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RESOLUTION NO. 2024-185

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

ESCONDIDO, CALIFORNIA, AUTHORIZING THE MAYOR TO

EXECUTE, ON BEHALF OF THE CITY, A SECOND

AMENDMENT TO EMPLOYMENT AGREEMENT WITH THE

CITY ATTORNEY

WHEREAS, the Escondido City Attorney, serves the City of Escondido pursuant to an Employment Agreement with the City; and
WHEREAS, the City Council has surveyed the median salaries for full time, appointed city attorneys in the comparable labor market and desire s to (1) increase the City Attorney’s salary to be more comparable with such other City Attorneys ; (2) place a cap on life insurance at $500,000; (3) revise the performance evaluation process; (4) update language in the employment agreement regarding Government Code § 53243 et. seq.; and (5) reduce management leave hours from 20 days annually to 16 days annually; and
WHEREAS, the City Council desires and deems it in the best public interest to provide for the ongoing employment of Michael R. McGuinness to serve as the City Attorney pursuant to an Agreement governing the terms and conditions by which he shall serve as City Attorney; and 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 Mayor is hereby authorized to execute, on behalf of the City, a Second Amendment to the Employment Agreement with Michael R. McGuinness to serve as the City Attorney (attached and incorporated by this reference as Exhibit “A”). 632
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First Amended Employment Agreement of Michael R. McGuinness 1

CITY OF ESCONDIDO

AT WILL EMPLOYMENT AGREEMENT

SECOND AMENDMENT

Between: CITY OF ESCONDIDO
201 N. Broadway
Escondido, California 92025
(“Employer”)

And: Michael R. McGuinness, Esq.
201 N. Broadway
Escondido, CA 92025
(“Employee”)

RECITALS
A. On May 10, 2017, Employer and Employee entered into an At Will Employment Agreement, including an Attachment “A” (“Agreement” and “Agreement Attachment A” ), for Employee to serve as City Attorney for Employer as provided by the California Government Code and Chapter 2, Article 4 of the Escondido Municipal Code . Thereafter, on June 20, 2018, Employer and Employee entered into a First Amendment to the Agreement (“2018 Agreement”); and
B. It is the desire of the Employer to provide certain benefits and establish certain conditions of employment of the Employee for the purpose of securing and retaining the services of the Employee; and C. Employee desires to continue to be employed as the C ity Attorney for the City of Escondido; and
D. It is the mutual intent of the parties to enter into a Second Amendment to the Agreement and 2018 Agreement effective December 4, 2024. / / /
/ / /
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First Amended Employment Agreement of Michael R. McGuinness 2 NOW, THEREFORE, in consideration of the mutual covenants set forth below, the parties agree as follows:

1. Section 3(a) of the Agreement (“Salary and Benefits”) shall be amended to read as follows:

Employer will pay Employee a base salary of $290,000 per year (“Salary”).

Such Salary shall be payable at the time as other employees of Employer are paid.

2. Section 6 of the Agreement (“Management Leave”) shall be amended to read as follows:

In addition to Employee’s entitlement to holiday and vacation leave on the same basis as is available to other management employees generally in accordance with Section 3(c) of this Agreement, Employee shall be entitled to sixteen (16) days of management leave annually. Management leave granted pursuant to this provision shall be in lieu of any other management leave available to members of the City management team generally.

3. Section 8 of the Agreement (“Evaluation”) shall be amended to read as follows:

The City Council recognizes that for the City Attorney to res pond to the City’s needs and to grow in the performance of the City Attorney’s job, the City Attorney needs to know how the City Council members evaluate the City Attorney’s performance. To assure that the City Attorney gets this feedback, the City Council shall review and evaluate the performance of the City Manager and City Attorney commencing in July of each year. The City Council shall work with the Human Resources Director to retain an outside facilitator, with at least five years’ experience in execu tive evaluations, to conduct the evaluation process. The facilitator will also assist in developing mutually agreed-upon goals and performance objectives for the upcoming year.
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First Amended Employment Agreement of Michael R. McGuinness 3 At the time of the annual evaluation, the City Council shall in good faith consider performance-based salary adjustments, based upon comparable compensation packages made available to these executive positions from the other cities in San Diego County and other agencies used for city labor negotiations.

4. Section 10. General Provisions shall be amended to add as follows:
(g) Provisions of Government Code Section 53243, et. seq. a. In the event that the City provides paid leave to City Attorney pending an investigation of a crime involving abuse of his office or position covered by Government Code section 53243, and should that investigation lead to either a criminal conviction or a civil or administrative penalty by the FPPC or any similarly authorized agency, City Attorney shall fully reimburse the City for any salary provided for that purpose.
b. In the event that the City provides funds for the legal criminal defense of City Attorney pending an investigation of a crime involving abuse of his office or position co vered by Government Code section 53243, and should that investigation lead to either a criminal conviction or a civil or administrative penalty by the FPPC or any similarly authorized agency, City Attorney shall fully reimburse the City for any funds provided for that purpose. c. In the event that the City provides City Attorney with severance, or any other type of cash settlement related to the termination of City Attorney, and City Attorney subsequently is convicted of a crime, or subjected to civil or admin istrative penalties, resulting from abuse of his office or position covered by Government Code section 53243, City Attorney shall fully reimburse the City for any such severance or cash settlement.
d. This provision shall not be interpreted or construed as creating a contractual obligation on the City to provide paid leave, a legal criminal defense or cash settlement related to an investigation or termination of the City Attorney.

5. Agreement Attachment A shall be amended to modify only the amount of Life Insurance as follows: “Two times annual salary, capped at $500,000.” All other terms of Agreement Attachment A shall remain the same. 635
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First Amended Employment Agreement of Michael R. McGuinness 4

6. Except as expressly identified above, all other terms and conditions of the Agreement as amended by the 2018 Agreement shall remain in full force and effect.

IN WITNESS WHEREOF, the City of Escondido has caused this Agreement to be signed and executed on its behalf by its Mayor as authorized by Resolution No. 2024- 185, and Employee has signed and executed this Agreement set forth below.

On Behalf of Employer

Date: __________________ ____________________________________ Dane White
Mayor

On Behalf of Employee

Date: __________________ _____________________________________ MIchael R. McGuinness
City Attorney

APPROVED AS TO FORM:

OFFICE OF THE CITY ATTORNEY
Michael R. McGuinness, City Attorney

By:
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KEY‐
CONSENT CALENDAR   CURRENT BUSINESS
PUBLIC HEARING  WORKSHOP PROCLAMATION
12/11/2024 ‐ INSTALLATION CEREMONY
CURRENT BUSINESS ‐ (Z. BECK) ‐ CERTIFICATION OF NOVEMBER 5, 2024 GENERAL MUNICIPAL ELECTION RESULTS CURRENT BUSINESS ‐ (Z. BECK) ‐ DEPUTY MAYOR APPOINTMENT CURRENT BUSINESS ‐ (Z. BECK) ‐ COUNCIL SUBCOMMITTEE AND REGIONAL APPOINTMENTS 12/18/2024 ‐ NO MEETING (WINTER BREAK)
12/25/2024 ‐ NO MEETING (WINTER BREAK)