Escondido City Council
March 26, 2025

CITY of ESCONDIDO
Council Meeting Agenda
WEDNESDAY, MARCH 26, 2025
4:00 PM - Closed Session (Cancelled)
5:00 PM - Regular Session
Escondido City Council Chambers, 201 North Broadway, Escondido, CA 92025

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

MAYOR
Dane White

DEPUTY MAYOR
Consuelo Martinez (District 1)

COUNCILMEMBERS
Joe Garcia (District 2)
Christian Garcia (District 3)
Judy Fitzgerald (District 4)

CITY MANAGER
Sean McGlynn

CITY ATTORNEY
Michael McGuinness

CITY CLERK
Zack Beck

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

In Person On TV Online
201 N. Broadway Cox Cable Channel 19 and U-verse Channel 99 www.escondido.gov 1 Wednesday, March 26, 2025

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

In Person In Writing
Fill out Speaker Slip and Submit to City Clerk escondido-ca.municodemeetings.com

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

Notification 48 hours prior to the meeting will enable to city to make reasonable arrangements to ensure accessibility. Listening devices are available for the hearing impaired – please see the City Clerk. 2 Wednesday, March 26, 2025

CLOSED SESSION

CANCELLED
4:00 PM

CALL TO ORDER

1. Roll Call: Fitzgerald, C. Garcia, J. Garcia, Martinez, White

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

CLOSED SESSION
I. CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED LITIGATION (Government Code § 54956.9(d)(2))
a. InterIns Exchange of the Automobile Club (AAA)
City of Escondido Claim No. 5861
II. CONFERENCE WITH LABOR NEGOTIATORS (Government Code § 54957.6) a. Agency Representative: Sean McGlynn, City Manager, or designee Employee Organization: Teamsters Local 911, Maintenance and Operations Bargaining Unit, and Administrative / Clerical / Engineering Bargaining Unit

ADJOURNMENT
3 Wednesday, March 26, 2025

REGULAR SESSION
5:00 PM Regular Session

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

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

CALL TO ORDER
Roll Call: Fitzgerald, C. Garcia, J. Garcia, Martinez, White

CLOSED SESSION REPORT

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

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

1. AFFIDAVITS OF PUBLICATION, MAILING, AND POSTING (COUNCIL/RRB) 4 Wednesday, March 26, 2025

2. APPROVAL OF WARRANT REGISTER (COUNCIL)
Request approval for City Council and Housing Successor Agency warrant numbers:
 391924 - 391927 & 3 EFT Transactions dated March 10, 2025  391909 - 392070 & 4 EFT Transactions dated March 12, 2025  42 EFT Transactions dated March 14, 2025
Staff Recommendation: Approval (Finance Department: Christina Holmes)

3. APPROVAL OF MINUTES: None

4. WAIVER OF READING OF ORDINANCES AND RESOLUTIONS

5. MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY OF ESCONDIDO AND THE ESCONDIDO FIREFIGHTERS’ ASSOCIATION – SAFETY AND NON-SAFETY PERSONNEL BARGAINING UNIT Request the City Council adopt Resolution No. 2025-24, approving a one-year extension to the Memorandum of Understanding (“MOU”) between the City of Escondido (“City”) and the Escondido Firefighters’ Association – Safety and Non-Safety Personnel Bargaining Unit (“Association”), commencing January 1, 2025, through December 31, 2025.

Staff Recommendation: Approval (Human Resources Department: Jessica Perpetua, Director of Human Resources)
Presenter: Jessica Perpetua, Director of Human Resources a) Resolution No. 2025-24

6. MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY OF ESCONDIDO AND THE ESCONDIDO POLICE OFFICERS’ ASSOCIATION – SWORN PERSONNEL
Request the City Council adopt Resolution No. 2025-25, approving a two-year Memorandum of Understanding (“MOU”) between the City of Escondido (“City”) and the Escondido Police Officers’ Association - Sworn Personnel (“Association”), commencing January 1, 2025, through December 31, 2026.

Staff Recommendation: Approval (Human Resources Department: Jessica Perpetua, Director of Human Resources)
Presenter: Jessica Perpetua, Director of Human Resources a) Resolution No. 2025-25
5 Wednesday, March 26, 2025

CURRENT BUSINESS

7. APPEAL BY TTRLFG, LLC, OF BUILDING ADVISORY AND APPEAL BOARD’S DECISION DENYING TTRLFG, LLC’S APPEAL OF AMENDED NOTICE AND ORDER TO ABATE A PUBLIC NUISANCE (SUBSTANDARD

BUILDING)
Request the City Council adopt Resolution No. 2025-23 denying Appellant TTRLFG, LLC’s (“Appellant”) appeal and upholding the Building Advisory and Appeals Board’s decision denying Appellant’s appeal of the Building Official’s issuance of an Amended Notice and Order to Abate a Public Nuisance (Substandard Building).

Staff Recommendation: Denial of Appeal (Development Services Department: Christopher McKinney, Deputy City Manager/Interim Director of Development Services; City Attorney's Office: Michael R.

McGuinness, City Attorney)
Presenters: Anthony Mullins, Code Compliance Manager; Brenna Miller, Deputy City Attorney a) Resolution No. 2025-23

8. PL25-0043 – 2024 HOUSING ELEMENT ANNUAL PROGRESS REPORT Request the City Council receive and file the 2024 calendar year annual progress report for the General Plan Housing Element (“Housing Element APR”).

Staff Recommendation: Receive and File (Development Services Department: Christopher W. McKinney, Deputy City Manager/Interim Director of Development Services) Presenter: Pricila Roldan, Associate Planner

9. FEASIBILITY STUDY FOR THE DEVELOPMENT OF THE AGTECH INNOVATION CENTER IN ESCONDIDO,

CALIFORNIA
Request the City Council Receive and File the feasibility study created by the Vine Institute analyzing the potential for the development of the AgTech Innovation Center in Escondido.

Staff Recommendation: Receive and File (Economic Development Department: Jennifer Schoeneck, Director of Economic Development)
Presenter: Jennifer Schoeneck, Director of Economic Development

6 Wednesday, March 26, 2025

FUTURE AGENDA

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

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

COUNCILMEMBERS SUBCOMMITTEE REPORTS AND OTHER REPORTS
CITY MANAGER’S REPORT
The most current information from the City Manager regarding Economic Development, Capital Improvement Projects, Public Safety, and Community Development.

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

ADJOURNMENT

UPCOMING MEETING SCHEDULE
Wednesday, April 02, 2025 4:00 & 5:00 PM Closed Session, Regular Meeting, Council Chambers Wednesday, April 09, 2025 4:00 & 5:00 PM Closed Session, Regular Meeting, Council Chambers

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

7 Consent Item No. 1 March 26, 2025

A F F I D A V I T S

OF

I T E M

P O S T I N G – NONE

8 Item1.

STAFF REPORT

March 26, 2025
File Number 0400-40

SUBJECT

APPROVAL OF WARRANT REGISTER (COUNCIL)

DEPARTMENT
Finance

RECOMMENDATION
Request approval for City Council and Housing Successor Agency warrant numbers:
391924 - 391927 & 3 EFT Transactions dated March 10, 2025 391909 - 392070 & 4 EFT Transactions dated March 12, 2025 42 EFT Transactions dated March 14, 2025
Staff Recommendation: Approval (Finance Department: Christina Holmes) ESSENTIAL SERVICE – Internal requirement per Municipal Code Section 10-49 COUNCIL PRIORITY –

FISCAL ANALYSIS
The total amount of the warrants for the following periods are as follows:

March 10, 2025 is $17,129.04
March 12, 2025 is $3,058,149.12
March 14, 2025 is $263,868.50
PREVIOUS ACTION – None

BACKGROUND

The Escondido Municipal Code Section 10-49 states that warrants or checks may be issued and paid prior to audit by the City Council, provided the warrants or checks are certified and approved by the Director of Finance as conforming to the current budget. These warrants or checks must then be ratified and approved by the City Council at the next regular Council meeting. 9 Item2.

Consent Item No. 3 March 26, 2025

A P P R O V A L

O F

M I N U T E S

10 Item3.
11 Item4.

STAFF REPORT

March 26, 2025
File Number 0740-30

SUBJECT

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

DEPARTMENT
Human Resources Department

RECOMMENDATION
Request the City Council adopt Resolution No. 202 5-24, approving a one -year extension to the Memorandum of Understanding (“MOU”) between the City of Escondido (“City”) and the Escondido Firefighters’ Association – Safety and Non-Safety Personnel Bargaining Unit (“Association”), commencing January 1, 2025, through December 31, 2025.

Staff Recommendation: Approval (Human Resources: Jessica Perpetua, Director of Human Resources) Presenter: Jessica Perpetua, Director of Human Resources ESSENTIAL SERVICE – Yes, internal requirement in support of Fire Services COUNCIL PRIORITY – Improve Public Safety

FISCAL ANALYSIS
The fiscal impact to the General Fund for the fiscal year ending June 30, 2025 is $310,500. The financial impacts of the remainder of the contract will be included in the FY2025/26 operating budget adoption.

PREVIOUS ACTION
On February 28, 2024, the City Council voted to adopt the MOU between the Association and the City of Escondido, for a one-year term that expired on December 31, 2024.

BACKGROUND
The City Council provided policy and negotiating authority to the City Manager in closed session.

Thereafter, both City staff and Association representatives met quickly and efficiently to reach terms of an agreement. Both parties understand the importance of maintaining good labor relationships to serve the community.

12 Item5.

The one-year extension provides a 6 percent (6%) across-the-board increase for all classifications, 24 hours of additional leave, training coverage for promotional classes, the removal of the ten-year requirement to reach Step 7 to align with all other City classifications, modified vacation accrual, education incentive pay for a Master’s or Post Baccalaureate degree, and increased uniform allowance.

The extension also includes re-opener language for healthcare and MOU language clean-up.

Members of the Association voted in support of the terms and conditions of this agreement. Likewise, City staff recommends approval.

RESOLUTIONS
a) Resolution No. 2025-24
b) Resolution No. 2025-24 – Exhibit “A” Management Proposal #3 – Tentative Agreement

ATTACHMENTS
a) Attachment “1”—Budget Adjustment

13 Item5.

RESOLUTION NO. 2025-24

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

ESCONDIDO, CALIFORNIA, AUTHORIZING A ONE -YEAR

EXTENSION TO THE MEMORANDUM OF

UNDERSTANDING BETWEEN REPRESENTATIVES OF THE
ESCONDIDO FIREFIGHTERS’ ASSOCIATION – SAFETY

AND NON -SAFETY PERSONNEL AND THE CITY OF

ESCONDIDO

WHEREAS, on February 28, 2024, the Escondido City Council adopted Resolution No. 2024-22, to complete a Memorandum of Understanding between the Escondido Firefighters’ Association – Safety and Non-Safety Personnel (“Association”) and the City of Escondido (“City”) for the period of January 1, 2024 and December 31, 2024 (“MOU”); and
WHEREAS, negotiating teams from the City and the Association have been duly appointed and have met and conferred in good faith to address matters affecting both parties including wages, hours, and other terms and conditions of employment; and
WHEREAS, the City and the Association agree the MOU promotes the continuation of the harmonious relationship between the City and the Association and at this time a one-year extension to the MOU is in the best interest of the City and the Association; and WHEREAS, this City Council desires at this time and deems it to be in the best public interest to approve a one-year extension to the MOU and certain other modifications.

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

1. That the above recitations are true.
14 Item5.

2. That the changes as provided in Resolution No. 2025-24 Exhibit “A” should be adopted, and is incorporated herein.

3. That the C ity Council authorizes the City’s negotiating team to execute the one-year extension to the MOU with a new term from January 1, 2025 through December 31, 2025.

15 Item5.

Resolution No. 2025-24
Exhibit “A”

1 City of Escondido
2025 Meet-and-Confer Process
Escondido Firefighters’ Association

Management Proposal #3 – Tentative Agreement

1. Term

One-year contract.

January 1, 2025 – December 31, 2025.

None of the terms are retroactive; all changes take effect upon the agreed upon effective date after the ratification by both parties.

2. Compensation

a. Across-the-board Increase
 6.0% across-the-board increase for all classifications.

3. Additional Leave (“Personal leave” shall be called flexible holiday for Workday Coding Purposes)

The City agrees to provide the establishment of a flexible holiday bank. Must be pre - approval, just like vacation leave. The flexible hours must be used w ithin the fiscal year they are deposited. The flexible holiday hours cannot be turned in for cash value at any time, including if an employee terminates employment with the City. Flexible holiday hours cannot be rolled over from year to year. Employees must be in an active and paid status in order to receive the annual credit. Employees who are hired after the annual credit distribution will not receive this benefit. The City agrees to provide the following hours:

a. 24 hours of flexible holiday hours credited to each employee’s leave banks the first pay period in July 2025.

4. Training Coverage for promotional classes.

See draft MOU language.

16 Item5.

Resolution No. 2025-24
Exhibit “A”

2 5. Longevity Step

Removal of 10 – year requirement to advance to the longevity step of 7. Employees will be eligible to advance to step 7 after one full year at step 6, consistent with their step date.

6. Vacation Accrual

Modify vacation accrual to reflect the following:

Current Proposed
First 5 years = 120 hours First 5 years = 168 hours
5 – 10 years = 168 hours 5 – 10 years = 216 hours
10 – 15 years = 216 hours 10 – 15 years = 264 hours
15 – 20 years = 264 hours 15 + years = 312 hours
20+ years = 312 hours

7. Education Incentive Pay

Add Master’s Degree Pay or Post Baccalaureate Pay at 6%.

Add MOU language to clarify that education incentive pay does not stack.

8. Uniform Allowance

Increase from $800 to $1,100 per year for safety.

Increase from $400 to $700 per year for non-safety.

This would encompass an additional $225 for annual stipend for safety boots.

The Uniform Allowance for Safety employees shall be eleven hundred dollars ($1,100.00) per year, and seven hundred dollars ($700.00) for Non -Safety employees. Employees receive uniform allowance propor tionally per pay period and is reported to CalPERS as such, versus a one -time lump -sum payment annually. Association members will be responsible for purchasing and wearing a “Uniform Safety Boot” as part of their station uniform. All Safety employees will be required to purchase a Class A uniform by their fifth (5th) year of employment.

17 Item5.

Resolution No. 2025-24
Exhibit “A”

3 9. Health Care Re-Opener

The City will direct the Health Insurance Committee to promptly investigate, evaluate and produce a written report assessing potential options to increase the quantity of City funded health plans. The HIC report shall specifically address participation rates and costs associated with each health care option in a written report to be completed by September 1, 2025.

10. MOU language cleanup
18 Item5.

Department
Department Contact
City Council Meeting Date
Explanation of Request
Budget Adjustment Information
Description Fund
Cost
Center
Spend
Category
Revenue
Category
Project
Description
Grant
Description
Amount of
Increase /
(Decrease)
FY2025 Firefighters
Association MOU General Fund Fire Personnel
Services - - - 310,500$

DEPARTMENT HEAD

FINANCE
Budget Adjustment Request

CITY OF ESCONDIDO

APPROVALS
Human Resources Department
Jessica Perpetua
March 26, 2025
City Council adoption of Resolution No. 2025-24, approving a one-year extension to the Memorandum of Understanding (“MOU”) between the City of Escondido (“City”) and the Escondido Firefighters’ Association – Safety and Non-Safety Personnel Bargaining Unit (“Association”), commencing January 1, 2025, through December 31, 2025 Docusign Envelope ID: 57A21B2D-5A97-4470-AAB2-1548840B20C6 Attachment "1"
19 Item5.

STAFF REPORT

March 26, 2025
File Number 0740-30

SUBJECT

MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY OF ESCONDIDO AND THE ESCONDIDO POLICE OFFICERS’ ASSOCIATION – SWORN PERSONNEL

DEPARTMENT
Human Resources Department

RECOMMENDATION
Request the City Council adopt Resolution No. 202 5-25, approving a two-year Memorandum of Understanding (“MOU”) between the City of Escondido (“City”) and the Escondido Police Officers’ Association - Sworn Personnel (“Association”), commencing January 1, 202 5, through December 31, 2026.

Staff Recommendation: Approval (Human Resources: Jessica Perpetua, Director of Human Resources) Presenter: Jessica Perpetua, Director of Human Resources a) Resolution No. 2025-25
ESSENTIAL SERVICE – Yes, Internal requirement in support of Police Services COUNCIL PRIORITY – Improve Public Safety

FISCAL ANALYSIS
The fiscal impact to the General Fund for the fiscal year ending June 30, 2025 is $445,780. The financial impacts of the remainder of the contract will be included in the FY2025/26 operating budget adoption.

PREVIOUS ACTION
On March 6, 2024, the City Council voted to adopt the MOU between the Association and the City of Escondido, for a one-year term that expired on December 31, 2024.

BACKGROUND
The City Council provided policy and negotiating authority to the City Manager in closed session.

Thereafter, both City staff and Association representatives met quickly and efficiently to reach terms of an agreement. Both parties understand the importance of maintaining good labor relationships to serve the community.

20 Item6.

The two-year contract provides: a 7 percent (7%) across-the-board increase for all classifications in year one and a 6 percent (6%) across-the-board increase for all classifications in year two; an increase in the compensatory time off maximum from 80 to 120 hours; addition of one floating holiday; the opportunity to participate in vacation buy back to mirror the miscellaneous employee groups; an increase in the monthly sick leave accrual from 9 to 10 hours to mirror the daily hours worked; an increase to existing educational incentive pay and the addition educational incentive pay for a Master’s or Post Baccalaureate degree; removal of the 10-year requirement to advance to the longevity Step 7; adds Step 7 for the Sergeant classification to be consistent with all other classifications in the City; addition of a longevity lump sum payment of $1,000 annually for employees reaching 15 continuous years with the City of Escondido. The contract also includes re-opener language for healthcare and MOU language clean-up.

Members of the Association voted in support of the terms and conditions of this agreement. Likewise, City staff recommends approval.

RESOLUTIONS
a) Resolution No. 2025-25
b) Resolution No. 2025-25 – Exhibit “A” Management Proposal #3 – Tentative Agreement

ATTACHMENTS
a) Attachment “1”— Budget Adjustment
21 Item6.

RESOLUTION NO. 2025-25

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

ESCONDIDO, CALIFORNIA, AUTHORIZING A TWO-YEAR

MEMORANDUM OF UNDERSTANDING BETWEEN

REPRESENTATIVES OF THE ESCONDIDO POLICE
OFFICERS’ ASSOCIATION – SWORN PERSONNEL AND

THE CITY OF ESCONDIDO

WHEREAS, on March 6 , 2024, the Escondido City Council adopted Resolution No. 20 24-21, to complete a Memorandum of Understanding between the Escondido Police Officers’ Association – Sworn Personnel (“Association”) and the City of Escondido (“City”) for the period of January 1, 202 4, and December 31, 2024 (“MOU”); and
WHEREAS, negotiating teams from the City and the Association have been duly appointed and have met and conferred in good faith to address matters affecting both parties including wages, hours, and other terms and conditions of employment; and
WHEREAS, the City and the Association agree the MOU promotes the continuation of the harmonious relationship between the City and the Association and, at this time, a two-year MOU is in the best interest of the City and the Association; and
WHEREAS, this City Council desires at this time and deems it to be in the best public interest to approve a two-year MOU.

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

1. That the above recitations are true.
22 Item6.

2. That the changes as provided in Resolution No. 2025-25 Exhibit “A” should be adopted, and is incorporated herein.

3. That the City Council authorizes the City’s negotiating team to execute the two-year MOU with a new term from January 1, 2025 through December 31, 2026.

23 Item6.

Resolution No. 2025-25
Exhibit “A”

1 City of Escondido
2025 Meet-and-Confer Process
Escondido Police Officers’ Association

Management Proposal #3 – Tentative Agreement

1. Term

Two-year contract.

January 1, 2025 – December 31, 2026.

None of the terms are retroactive; all changes take effect upon the agreed upon effective date after the ratification by both parties.

2. Compensation

a. Across-the-board Increase
 Year 1 – 7.0% across-the-board increase for all classifications.  Year 2 – 6.0% across-the-board increase for all classifications.

3. Compensatory Time Off

The compensatory time off cap will increase from 80 hours to 120 hours.

4. Holiday

All employees will receive one floating holiday per fiscal year on July 1st, equal to ten (10) hours of straight time. This benefit will not be prorated for those hired after July 1.

The floating holiday may be used at the discretion of the employee with prior management approval. An unused floating holiday credit will not carry over to the next fiscal year, has no cash value, and thus cannot be paid out upon separation of employment.

Clarify MOU language by adding a holiday comp time cap of 109 hours.

5. Vacation Buy Back

All employees will have the ability to cash out a maximum of 40 vacation hours in July and a maximum of 40 vacation hours in December, for a total of 80 vacation hours in a year.

24 Item6.

Resolution No. 2025-25
Exhibit “A”

2 6. Sick Leave

Increase accrual rate from 9 hours to 10 hours per calendar month.

7. Education Incentive Pay

Increase Associate’s Degree Pay from 1% to 2% of base pay Increase Bachelor’s Degree Pay from 2% to 4% of base pay Add Master’s Degree or Post Baccalaureate Pay at 6%

Add MOU language to clarify that education incentive pay does not stack.

8. Longevity

Removal of 10 – year requirement to advance to the longevity step of 7. Employees will be eligible to advance to step 7 after one full year at step 6, consistent with their step date.

Add a newly added step 7, at 5%, for the classification of Police Sergeant. Employees will be eligible to advance to step 7 after one full year at step 6.

Add longevity pay of $1,000 lump sum payment annually each year after employee reaches 15 continuous years with the City of Escondido.

9. Health Care Re-Opener

The City will direct the Health Insurance Committee to promptly investigate, evaluate and produce a written report assessing potential options to increase the quantity of City funded health plans. The HIC report shall specifically address participation rates and costs associated with each health care option in a written report to be completed by September 1, 2025.

10. MOU language cleanup
25 Item6.

Department
Department Contact
City Council Meeting Date
Explanation of Request
Budget Adjustment Information
Description Fund Cost Center
Spend
Category
Revenue
Category
Project
Description
Grant
Description
Amount of
Increase /
(Decrease)
FY2025 Police Officers
Association MOU
General
Fund Police Personnel
Services 445,780$

DEPARTMENT HEAD

FINANCE
Budget Adjustment Request

CITY OF ESCONDIDO

APPROVALS
Human Resources Department
Jessica Perpetua
March 26, 2025
City Council adoption of Resolution No. 2025-25, approving a two-year Memorandum of Understanding (“MOU”) between the City of Escondido (“City”) and the Escondido Police Officers’ Association - Sworn Personnel (“Association”), commencing January 1, 2025, through December 31, 2026
Docusign Envelope ID: 6A209F42-490D-4CEA-A8E7-7E330B7CD03F Attachment "1"
26 Item6.

STAFF REPORT

March 26, 2025
File Number 0610-75

SUBJECT
APPEAL BY TTRLFG, LLC, OF BUILDING ADVISORY AND APPEAL BOARD’S DECISION DENYING TTRLFG, LLC’S APPEAL OF AMENDED NOTICE AND ORDER TO ABATE A PUBLIC NUISANCE (SUBSTANDARD

BUILDING)

DEPARTMENT

Development Services Department and City Attorney

RECOMMENDATION

Request the City Council adopt Resolution No. 2025 -23 denying Appellant TTRLFG, LLC’s (“Appellant”) appeal and upholding the Building Advisory and Appeals Board’s decision denying Appellant’s appeal of the Building Official’s issuance of an Amended Notice and Order to Abate a Public Nuisance (Substandard Building).

Staff Recommendation: Denial of Appeal (Development Services Department: Christopher McKinney, Deputy City Manager; City Attorney: Michael R. McGuinness, City Attorney)

Presenters: Anthony Mullins, Code Compliance Manager; Brenna Miller, Deputy City Attorney

ESSENTIAL SERVICE – Yes, internal requirement in support of Keep City Clean for Public Health and Safety; Land Use/Development

COUNCIL PRIORITY – Improve Public Safety; Encourage Housing Development; Increase Retention and Attraction of People and Businesses to Escondido

FISCAL ANALYSIS

None

PREVIOUS ACTION

On October 31, 2024, the City’s Code Compliance Division issued Appellant an Amended Notice and Order to Abate a Public Nuisance (Substandard Building) for the property at 325-333 N. Beech Street. (Attachment “1”).

27 Item7.

On November 4, 2024, Appellant filed a timely appeal of the Amended Notice and Order to the City of Escondido Building Advisory and Appeals Board (“Board”).

On November 21, 2024, the B oard met to hear Appellant’s appeal but continued the appeal at Appellant’s request.

On January 22, 2025, the Board met and heard Appellant’s appeal. After reviewing and considering Appellant’s written appeal and presentation, a City staff report, and all evidence presented by all parties, the Board denied the appeal and upheld the issuance of the Amended Notice and Order. The agenda packet for this meeting, which includes the initial appeal documents and City staff report, can be viewed here: MEET-Packet-27bada29115f459790f0c461fde9b88b.pdf. The PowerPoint presentation and attachments Appellant presented to the Board are included as Attachment “2”. The Board’s Resolution denying the appeal is included here as Attachment “3”.

On January 27, 2025, Appellant filed a timely appeal of the Board’s decision to City Council.

BACKGROUND

Subject Property

Figure 1 – Subject Property

The subject property is located at 325 -333 N. Beech Street, Assessor’s Parcel Number 2301210600 (“Property”). The Property is located within the Mixed Use Overlay of the East Valley Specific Plan, which allows for some residential use. The last Conditional Use Permit (“CUP”) for the Property, which describes the approved uses of the Property, was approved by the City of Escondido Planning Commission in 1994. (Attachment “4 ”). The City has no record of any permits or approvals for alterations, additions, or changes of use at the Property after the 1994 CUP. According to City records, the Property is currently only permitted for the following uses:

• A commercial building with space for three tenants;
• An office building;
28 Item7.

• A building for an ambulance services business, with an office and temporary rest quarters for ambulance service employees;
• A second-floor two-bedroom residential unit above the garage; and • A first-floor studio residential unit.

Figure 2 – Site Plan Showing Approved Uses of the Property

Appellant owns the Property. Tony Struyk and Rick Zeiler are managers/members of TTRLFG, LLC.

Code Compliance Case

On July 26, 2023, the Code Compliance Division opened a case based on a complaint about the Property regarding possible unpermitted cons truction and conversion of commercial space to residential use .

The Code Compliance Officer (“CCO”) assigned to the case inspected the exterior of the Property and determined that there are five unpermitted residential units at the Property.

On July 27, 2023, the CCO issued Appellant a Notice of Violation (“NOV”) for violations of the Escondido Municipal Code and California Building Code for unpermitted construction or alteration of a building or structure. The NOV ordered Appellant to submit an application and plans to the City Planning and Building Divisions to legalize the changes made at the Property. In August 2023, Tony Struyk met with Planning and Building Division staff, who explained the process for Appellant to obtain the proper permits for the 29 Item7.

construction and changes in use at the Property. On November 16, 2023, the CCO issued Appellant a pre-citation notice due to non-compliance with the NOV.

On February 12, 2024, Appellant’s contractor emailed plans to the Planning Division as part of its pre- application review proces s for a proposed project to convert the carport at the Property into two residential units. The Planning Division notified the contractor via email that it would not intake a formal project application for the carport conversion because the emailed plans showed there were existing unpermitted residential units on the Property and because the requested conversion would not be permitted per the 1994 CUP. The Planning Division explained that Appellant would need to apply for and obtain proper permits for the existing units prior to adding additional residential units. The Planning Division’s email to Appellant’s contractor is included as Attachment “5.” On April 3, 2024, the CCO issued an Administrative Citation due to non-compliance with the NOV.

On August 20, 2024, and October 8, 2024, the City obtained inspection warrants from the San Diego County Superior Court to inspect the exterior of the Property and interior of all residential units, due to continuous refusals from Tony Struyk, Rick Zeiler, and the Property’s tenants to allow the City to inspect to ensure compliance with building and safety code requirements. The City inspected the Property four times from September 2024 to October 2024. City staff present at the inspections included the Building Official and staff from Code Compliance, the Escondido Fire Department, and the Environmental Compliance Division. The City confirmed after fully inspecting that there are seven residential units at the Property:

• The office building has been converted into Units 1 and 2 without required permits; • The ambulance services building has been converted into Units 5 and 6 without required permits;
• The garage has been converted into Unit 9 without required permits; and • Units 7 and 8 are legally permitted per City records.

The inspections revealed numerous violations of the Escondido Municipal Code, Escondido Zoning Code, California Building Code, California Fire Code, and California Health and Safety Code. Most violations are a direct result of the unpermitted construction and conversion of space at the Property. On September 26, 2024, the City issued an initial Notice and Order to Abate a Public Nuisance (Substandard Building). On October 31, 2024, the City issued an Amended Notice and Order to Abate a Public Nuisance (Substandard Building), which:

• lists the code violations at the Property;
• ordered Appellant to vacate all tenants from Units 1, 2, 5, 6, and 9 within three days pursuant to the California Health and Safety Code; and
• ordered Appellant to correct the code violations and submit an application and plans to the City to obtain permits to legalize the changes at the Property within ten (10) days.

30 Item7.

On November 4, 2024, Appellant, filed a timely appeal of the Amended Notice and Order to the Board.

Building Advisory and Appeals Board

On November 21, 2024, the Board met to hear Appellant’s appeal but continued the appeal at Appellant’s request.

On January 22, 2025, the Board met and heard Appellant’s appeal. Tony Struyk and Rick Zeiler presented the appeal; City staff and Appellant answered questions posed by the Board; and the Board heard public comment on the matter. After reviewing and considering Appellant’s written appeal, presentation, and attachments, a City staff report and attachments, and all evidence presented by all parties, the B oard denied Appellant’s appeal and upheld the issuance of the Amended Notice and Order.

On January 27, 2025, Appellant filed a timely appeal of the Board’s decision to City Council.

City’s Response to Appeal

The City recommends that City Council deny this appeal and uphold the Board’s decision affirming the issuance of the Amended Notice and Order. Appellant has provided no grounds to support this appeal.

City staff inspected the Property in September and October 2024 and determined, based on their expertise, experience, and qualifications, that the code violations listed in the Amended Notice and Order exist at the Property. The Amended Notice and Order wa s issued as a result of th e inspections and in compliance with local and state laws . The City ordered that Ap pellant vacate the unpermitted units because several of the code violations constitute an immediate danger to the health and safety of the occupants under the California Health and Safety Code.

Tony Struyk and Rick Zeiler have been aware since July 2023 that they are required to submit a formal project application and plans to the City to bring the Property into compliance with the law. They have refused to do so , refused to cooperate when the City sought to inspect the Property to en sure compliance with safety and building codes, and have denigrated City staff throughout the code enforcement process. Appellant should be required to follow the same process and rules as every other property owner in the City of Escondido to ensure that all uses and any residential and commercial units are safe and legally permitted.

RESOLUTIONS

a) Resolution No. 2025-23
b) Resolution No. 2025-23 — Exhibit “A” — Amended Notice and Order to Abate a Public Nuisance (Substandard Building) dated October 31, 2024

31 Item7.

ATTACHMENTS

a) Attachment “1” — Amended Notice and Order to Abate a Public Nuisance (Substandard Building) dated October 31, 2024
b) Attachment “2”— PowerPoint and Attachments Appellant presented to the Board c) Attachment “3” — Building Advisory and Appeals Board Resolution No. 2024-01 d) Attachment “4” — 1994 Conditional Use Permit Documents e) Attachment “5” — Planning Response Regarding Property and Pre-Application Review

32 Item7.

RESOLUTION NO. 2025-23

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

ESCONDIDO, CALIFORNIA, DENYING THE APPEAL OF

THE ESCONDIDO BUILDING ADVISORY AND APPEALS
BOARD’S DECISION DENYING THE APPEAL OF AN

AMENDED NOTICE AND ORDER TO ABATE A PUBLIC

NUISANCE (SUBSTANDARD BUILDING) BY APPELLANT

TTRLFG, LLC

WHEREAS, the subject property is all the real property located at 325 -333 N. Beech Street, Escondido, California, 92025, Assessor’s Parcel Number 2301210600 (“Property”); and WHEREAS, on April 12, 1994, the City of Escondido Planning Commission approved Resolution No. 4929 for a Conditional Use Permit (“CUP”), Case Number 94-08-CUP, to establish an ambulance services business at the Property; and
WHEREAS, the staff report recommending approval of the CUP, Case Number 94 -08-CUP, provides the approved uses of the Property, which includes only two residential units; and WHEREAS, there have been no approved changes of use at the Property since the 1994 CUP; and WHEREAS, before October 31, 2024, TTRLFG, LLC became the record owner of the Property. Tony Struyk and Rick Zeiler are the managers or members of TTRLFG, LLC; and WHEREAS, on September 26, 2024, after an investigation of the conditions on the Property, the City of Escondido’s (“City”) Code Compliance Division issued TTRLFG, LLC a Notice and Order to Abate a Public Nuisance (Substandard Building); and
33 Item7.

WHEREAS, on October 31, 2024, the City issued TTRLFG, LLC an Amended Notice and Order to Abate a Public Nuisance (Substand ard Building), which was appealed (“Appeal”) to the City’s Building Advisory and Appeals Board (“Board”); and
WHEREAS, on November 21, 2024 , and again on January 22, 2025, the Board met to hear the Appeal. After all evidence was presented by the City and TTRLFG, LLC, the Board denied the Appeal; and WHEREAS, TTRLFG, LLC has appealed the Board’s decision to deny the Appeal to the City Council of the City of Escondido; and
WHEREAS, the City Council of the City of Escondido (“City Council”) did, on March 26, 2025, hold a public hearing to consider the appeal by Appellant TTRLFG, LLC, of the Board ’s decision denying the Appeal of the Building Official’s issuance of an Amended Notice and Order to Abate a Public Nuisance (Substandard Building) at the Property. Said Amended Notice and Order to Abate a Public Nuisance (Substandard Building) is included as Exhibit “A”; and
WHEREAS, the City Council made the following determinations:

1. That the appeal hearing was properly noticed as required by the Escondido Municipal Code and applicable state law; and

2. That a staff report was presented discussing the issues in the matter; and

3. That a hearing was held and that all person s desiring to speak or present evidence were provided a reasonable opportunity to do so.

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

1. That the above recitations are true and correct.
34 Item7.

2. That the City Council has reviewed and considered the Appellant’s written appeal dated January 27, 2025, Appellant’s presentation, the staff report dated March 26, 2025, the record before the Building Advisory and Appeals Board, Building Advisory and Appeal Board Resolution No. 2024-01, and all evidence presented by all parties.

3. That, after considering the appeal, staff report, and all other oral and written evidence, the City Council hereby denies the appeal by Appellant TTRLFG, LLC, of the Building Advisory and Appeals Board’s decision denying the Appeal of the Building Official’s issuance of an Amended Notice and Order to Abate a Public Nuisance (Substandard Building).

35 Item7.

Resolution No. 2025-23
Exhibit "A"

36 Item7.

Resolution No. 2025-23
Exhibit "A"

37 Item7.

Resolution No. 2025-23
Exhibit "A"

38 Item7.

Resolution No. 2025-23
Exhibit "A"

39 Item7.

Resolution No. 2025-23
Exhibit "A"

40 Item7.

Resolution No. 2025-23
Exhibit "A"

41 Item7.

Resolution No. 2025-23
Exhibit "A"

42 Item7.

Attachment "1"
43 Item7.

Attachment "1"
44 Item7.

Attachment "1"
45 Item7.

Attachment "1"
46 Item7.

Attachment "1"
47 Item7.

Attachment "1"
48 Item7.

Attachment "1"
49 Item7.

APPEAL OF AMENDED NOTICE AND ORDER TO

ABATE A PUBLIC NUISANCE (SUBSTANDARD

BUILDING) AND ORDER TO VACATE

BY TTRLFG, LLC
325-333 N Beech Street
JANUARY 16, 2025
(CONTINUED FROM NOVEMBER 21, 2024)
Attachment "2"50
Item7.
2 Hearing, considering appeal. An appeal to the board shall be heard and considered by the board in a public meeting. The hearing may be continued from time to time as the board may deem proper to reach a just decision on the appeal. At the time of the hearing of the appeal by the board, the appellant or his or her legal representative shall be heard by the board. The appellant may present any oral and legal arguments and evidence he or she wishes in prosecuting his or her appeal. The building director shall present a written report concerning the appeal, a copy of which shall be delivered to the appellant no later than the hearing date.

CITY OF ESCONDIDO

CODE OF ORDINANCES

BUILDING ADVISORY AND APPEALS BOARD
SECTION 6-11.8.4
Attachment "2"
51 Item7.

NOTICE AND ORDER TO ABATE A PUBLIC NUISANCE
(SUBSTANDARD BUILDING)
SEPTEMBER 26, 2024
3 Despite multiple requests,
NO copy of a complaint
has been provided to us
Attachment "2"
52 Item7.

REPORTS FROM THE CITY’S “REPORT IT!” APP – ALL YEARS
4 3 years ago
2 years ago
Attachment "2"
53 Item7.

LEGAL PROPERTY OWNER
5 Attachment "2"
54 Item7.

VIOLATIONS LISTED IN AMENDED NOTICE
NO. 1
Up to five residential units (accessory dwelling units) and a storage room were constructed without the required Building Department review and permits. EMC §§ 6-12, 6-12.2, 6-13.1; CBC §§ 105.1, 114.1; HSC §§ 17920.3(c), (n).
6 Attachment "2"
55 Item7.

Accessory dwelling units (“ADU”) and additions were built without required Planning Department review, approval via an approved ADU permit or "Major Plot Plan” submittal, and permits. EZC §§ 33-1210, 33-1472, 33-1476, 33-1313, 33-1314; HSC §§ 17920.3(c), (n).

VIOLATIONS LISTED IN AMENDED NOTICE
NO. 2
7 Attachment "2"
56 Item7.

VIOLATIONS LISTED IN AMENDED NOTICE
NO. 3
The walls that separate the dwelling units from each other and the walls that separate the garage and sleeping units were constructed without the required fire-resistance rated partitions.

CFC § 901.4.4; CBC §§ 420.2, 708; HSC § 17920.3(h), (m). 8 Attachment "2"
57 Item7.

False wall installed in the hallway to Units 7 and 9, which blocks access to the electrical panels and meters. CFC § 901.3

VIOLATIONS LISTED IN AMENDED NOTICE
NO. 4
9 Attachment "2"
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VIOLATIONS LISTED IN AMENDED NOTICE
NO. 5
Multiple areas missing fire-resistive construction (drywall and stucco). CFC § 901.4.4; HSC §§ 17920.3(h), (m).
10 Attachment "2"
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There is a gas leak at the meter in the walkway leading to the garage. CEBC101.8.1; HSC §§ 17920.3(a)14.

VIOLATIONS LISTED IN AMENDED NOTICE
NO. 6
11 Attachment "2"
60 Item7.

VIOLATIONS LISTED IN AMENDED NOTICE
NO. 7
Property lacks a Fire Sprinkler system and Fire Alarm system, which is required based on the number of residential units. CFC §§ 901.3, 901.4, 903.2.8, 907.2.9; CBC § 420.5; HSC § 17920.3(h), (m). 12 Attachment "2"
61 Item7.

Sleeping windows do not meet height requirement for egress windows. CFC §§ 1031.2, 1031.3; CBC §§ 1031.2, 1031.3; HSC § 17920.3(l).

VIOLATIONS LISTED IN AMENDED NOTICE
NO. 8
13 Attachment "2"
62 Item7.

VIOLATIONS LISTED IN AMENDED NOTICE
NO. 9
Fire extinguishers not located every 75 feet. CFC §§ 906.1, 906.2, 906.3.
14 Attachment "2"
63 Item7.

Smoke detectors not located in every sleeping room and every egress hallway. CFC § 907.2.11.2; CBC § 420.5; HSC § 17920.3(m).

VIOLATIONS LISTED IN AMENDED NOTICE
NO. 10
15 Attachment "2"
64 Item7.

VIOLATIONS LISTED IN AMENDED NOTICE
NO. 11
No CO2 detectors in any of the units. CFC § 915.1; CBC § 420.5. 16 Attachment "2"
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Multiple outlets missing outlet covers and exposing wires to the elements. CFC § 603.2.2; HSC § 17920.3(d).

VIOLATIONS LISTED IN AMENDED NOTICE
NO. 12
17 Attachment "2"
66 Item7.

VIOLATIONS LISTED IN AMENDED NOTICE
NO. 13
The side egress gate is locked and does not swing in the path of travel. Gate must be operable at all times and swing in the path of travel. CFC § 1017.
18 Attachment "2"
67 Item7.

There is a tree touching the roof on the west side of the building.

Tree will need to be limbed up. CFC § 4906; HSC § 17920.3(h).

VIOLATIONS LISTED IN AMENDED NOTICE
NO. 14
19 Attachment "2"
68 Item7.

VIOLATIONS LISTED IN AMENDED NOTICE
NO. 15
There is an accumulation of trash and debris throughout the property in an area open to public view. EMC §§ 6-484(a)(1), (a)(2); HSC §§ 17920.3(a)(16), (c).
20 Attachment "2"
69 Item7.

The property additions do not include the required trash bin enclosure. EMC § 22-26(d)(1). HSC § 17920.3(j).

VIOLATIONS LISTED IN AMENDED NOTICE
NO. 16
21 Attachment "2"
70 Item7.
4/22/22 - Ivan Flores, Senior Planner

1. Non-Conforming 25% (Long version )

2. Non-Conforming Unlimited Time

3. Non-Conforming Indefinitely

4. Seven Plus Three
8/23/23 - Stephen Jacobson, Code Compliance Officer

5. Forever

6. For Years

7. Health & Safety
8/23/23 – Douglas Moody, Building Official

8. Not a Big Deal

ACKNOWLEDGMENTS AND CLARIFICATIONS
(VOICE CLIPS FROM CITY HALL)
22 Attachment "2"
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PHOTOS AND VIDEOS
325-333 N BEECH STREET
23 Attachment "2"
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FIRE EXTINGUISHER MEASUREMENT VIDEOS
24 Attachment "2"
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FIRE WALL VIDEOS
25 Attachment "2"
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PHOTOS - SEPTEMBER 30, 2024
Smoke / CO2 Alarms
26 Attachment "2"
75 Item7.

PHOTOS - SEPTEMBER 30, 2024
Smoke / CO2 Alarms
27 Attachment "2"
76 Item7.

PHOTOS - SEPTEMBER 30, 2024
28 Smoke / CO2 Alarms
Attachment "2"
77 Item7.

PHOTOS - SEPTEMBER 30, 2024
29 Attachment "2"
78 Item7.

PHOTOS - SEPTEMBER 30, 2024
Fire Extinguishers on Property
Attachment "2"
79 Item7.

PHOTOS - SEPTEMBER 30, 2024
Non-Lockable Gate
Roof Cleared of Tree Limbs
31 Attachment "2"
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SITE CONDITION - SEPTEMBER 30, 2024
32 Attachment "2"
81 Item7.

SDG&E CLEARANCE REQUIREMENTS

SINGLE OR MULTIPLE METER

INSTALLATIONS COMMERCIAL
OR

RESIDENTIAL APPLICATIONS
SG 507.2
Attachment "2"
82 Item7.

LEGISLATION

SENATE BILLS, ASSEMBLY BILLS
AND

CODE OF ORDINANCES
34 Attachment "2"
83 Item7.

CITY OF ESCONDIDO - CODE OF ORDINANCES
SECTION 6-488: PROCEDURES FOR ABATEMENT OF UNLAWFUL CONDITIONS (a) Notice and order. Whenever the building official or designee ("building official") has inspected or caused to be inspected any property and has found and determined that conditions constituting a public nuisance exist thereon, the building official may use the procedures set forth in this section for the abatement of such nuisance. (1) The building official shall issue a notice and order and mail a copy of such notice and order to the landowner and the person, if other than the landowner, occupying or otherwise in real or apparent charge and control of the property. The notice and order shall contain:
(i) The street address and a legal description sufficient for identification of the property on which the condition exists. (ii) A statement that the building official has determined that a public nuisance is being maintained on the property with a brief description of the conditions which render the property a public nuisance.
(iii) An order to complete abatement of described conditions within such time as the building official considers to be reasonable, but in no event shall the total time allowed for abatement be more than 60 days from the date of the notice and order. Provided that, in the event of work required due to fire, earthquake, or any other natural disaster, all appropriate permits shall be obtained and the work shall commence within 60 days from the date of service of the notice and order, and shall be completed within 180 days from the date of service of the notice and order. (iv) A statement advising that the disposal of material involved in public nuisances shall be carried forth in a legal manner. (v) A statement advising that if the required work is not commenced within the time specified, the building official will proceed to cause the work to be done, and bill the persons named in the notice for the abatement costs and/or assess the costs against the property. (vi) A statement advising any person having any interest or record title in the property of the appeal process provided in this section. (vii) A statement advising that the notice and order will be recorded against the property in the office of the county recorder, unless the violation(s) are corrected. (2) The notice and order, and any amended notice and order shall be mailed by certified mail, postage prepaid, to each personas required pursuant to the provisions of subsection (a) of this section at the address as it appears on the last equalized assessment roll of the county or as known to the building official. The address of owners shown on (3) Proof of service of the notice and order shall be documented at the time of service by a declaration under penalty of perjury executed by the person effecting service, declaring the time and manner in which service was made. (4) If the violations are not corrected within a reasonable time, the building official shall file in the office of the county recorder a certificate legally describing the property and certifying that a public nuisance exists on the property and the owner has been so notified. The building official shall file a new certificate with the county recorder that the nuisance has been abated whenever the corrections ordered shall have been completed so that there no longerexists a public nuisance on the property described in the certificate; or the notice and order is rescinded by the planning commission upon appeal; or whenever the city abates the nuisance and the abatement costs have been paid. Such certificate shall be filed within five working days of the date of completion of such corrections. 35 Attachment "2"
84 Item7.

CITY OF ESCONDIDO - CODE OF ORDINANCES
SECTION 6-491: ADDITIONAL PROCEEDINGS FOR ABATEMENT OF

IMMINENTLY DANGEROUS PUBLIC NUISANCES
Notwithstanding any provision of this article to the contrary, whenever the building official determines that a public nuisance is so imminently dangerous to life or adjacent property that such condition must be immediately corrected, or isolated, the building official may institute the following procedures:
(a) Notice. The building official shall attempt to make contact through a personal interview, or by telephone with the landowner or the person, if any, occupying or otherwise in real or apparent charge and control thereof. In the event contact is made, the building official shall notify such person, or persons, of the danger involved and require that such condition be immediately removed, repaired or isolated so as to preclude harm to any person or property.
(b) Abatement. In the event the building official is unable to make contact as hereinabove noted, or if the appropriate persons, after notification by the building official, do not take action as specified by such official, within 24 hours, then the building official may, with the approval of the city manager, take all steps deemed necessary to remove or isolate such dangerous condition, or conditions, with the use of city forces or a contractor retained pursuant to the provisions of this article. (c) Cost. The building official shall keep an itemized account of the costs incurred by the city in removing or isolating such condition, or conditions. Such costs may be recovered in the same manner that abatement costs are recovered pursuant to this article.
36 Attachment "2"
85 Item7.

SB-1226 BUILDING STANDARDS: BUILDING PERMITS
This bill would require the department to propose the adoption of a building standard to the California Building Standards Commission pursuant to existing law that would authorize, when a record of the issuance of a building permit for the construction of an existing residential unit does not exist, the above-described enforcement officials to determine when the residential unit was constructed and then apply the State Housing Law, the building standards published in the California Building Standards Code, and other specified rules and regulations in effect on that date and issue a retroactive building permit for that construction. This bill would declare that the provisions of the bill are declaratory of existing law.
(3) It is the intent of the Legislature to clarify that when a building permit for a residential unit does not exist, the appropriate enforcement official may make a determination of when a residential unit was constructed and then apply the California Building Standards Code and other specified rules and regulations in effect when the residential unit was determined to be constructed for purposes of issuing a building permit for the residential unit. 37 Attachment "2"
86 Item7.

AB-2221 ACCESSORY DWELLING UNITS
This bill would require a permitting agency to approve or deny an application to serve an accessory dwelling unit or a junior accessory dwelling unit within the same timeframes. If a permitting agency denies an application for an accessory dwelling unit or junior accessory dwelling unit, the bill would require a permitting agency to return in writing a full set of comments to the applicant with a list of items that are defective or deficient and a description of how the application can be remedied by the applicant within the same timeframes. The bill would define “permitting agency” for its purposes.
(3) (A) A permit application for an accessory dwelling unit or a junior accessory dwelling unit shall be considered and approved ministerially without discretionary review or a hearing, notwithstanding Section 65901 or 65906 or any local ordinance regulating the issuance of variances or special use permits. The permitting agency shall approve or deny an application to create or serve an accessory dwelling unit or a junior accessory dwelling unit within 60 days from the date the permitting agency receives a completed application if there is an existing single-family or multifamily dwelling on the lot. If the permit application to create or serve an accessory dwelling unit or a junior accessory dwelling unit is submitted with a permit application to create or serve a new single-family or multifamily dwelling on the lot, the permitting agency may delay approving or denying the permit application for the accessory dwelling unit or the junior accessory dwelling unit until the permitting agency approves or denies the permit application to create or serve the new single-family or multifamily dwelling, but the application to create or serve the accessory dwelling unit or junior accessory dwelling unit shall be considered without discretionary review or hearing. If the applicant requests a delay, the 60-day time period shall be tolled for the period of the delay. If the local agency has not approved or denied the completed application within 60 days, the application shall be deemed approved. A local agency may charge a fee to reimburse it for costs incurred to implement this paragraph, including the costs of adopting or amending any ordinance that provides for the creation or service of an accessory dwelling unit. (B) If a permitting agency denies an application for an accessory dwelling unit or junior accessory dwelling unit pursuant to subparagraph (A), the permitting agency shall, within the time period described in subparagraph (A), return in writing a full set of comments to the applicant with a list of items that are defective or deficient and a description of how the application can be remedied by the applicant.
(4) An existing ordinance governing the creation of an accessory dwelling unit by a local agency or an accessory dwelling ordinance adopted by a local agency shall provide an approval process that includes only ministerial provisions for the approval of accessory dwelling units and shall not include any discretionary processes, provisions, or requirements for those units, except as otherwise provided in this subdivision. If a local agency has an existing accessory dwelling unit ordinance that fails to meet the requirements of this subdivision, that ordinance shall be null and void and that agency shall thereafter apply the standards established in this subdivision for the approval of accessory dwelling units, unless and until the agency adopts an ordinance that complies with this section.
(b) (1) When a local agency that has not adopted an ordinance governing accessory dwelling units in accordance with subdivision (a) receives an application for a permit to create or serve an accessory dwelling unit pursuant to this subdivision, the local agency shall approve or disapprove the application ministerially without discretionary review pursuant to subdivision (a). The permitting agency shall either approve or deny the application to create an accessory dwelling unit or a junior accessory dwelling unit within 60 days from the date the permitting agency receives a completed application if there is an existing single-family or multifamily dwelling on the lot. If the permit application to create or serve an accessory dwelling unit or a junior accessory dwelling unit is submitted with a permit application to create a new single-family or multifamily dwelling on the lot, the permitting agency may delay approving or denying the permit application for the accessory dwelling unit or the junior accessory dwelling unit until the permitting agency approves or denies the permit application to create or serve the new single-family or multifamily dwelling, but the application to create or serve the accessory dwelling unit or junior accessory dwelling unit shall still be considered ministerially without discretionary review or a hearing. If the applicant requests a delay, the 60-day time period shall be tolled for the period of the delay. If the local agency has not approved or denied the completed application within 60 days, the application shall be deemed approved.
(d) Notwithstanding any other law, a local agency, whether or not it has adopted an ordinance governing accessory dwelling units in accordance with subdivision (a), shall not impose parking standards for an accessory dwelling unit in any of the following instances:
(1) The accessory dwelling unit is located within one-half mile walking distance of public transit. 38 Attachment "2"
87 Item7.

SB-897 ACCESSORY DWELLING UNITS: JUNIOR

ACCESSORY DWELLING UNITS
This bill would require that the standards imposed on accessory dwelling units be objective. For purposes of this requirement, the bill would define “objective standard” as a standard that involves no personal or subjective judgment by a public official and is uniformly verifiable, as specified. The bill would also prohibit a local agency from denying an application for a permit to create an accessory dwelling unit due to the correction of nonconforming zoning conditions, building code violations, or unpermitted structures that do not present a threat to public health and safety and are not affected by the construction of the accessory dwelling unit.

Existing law prohibits a local agency from imposing parking standards on certain accessory dwelling units, including those that are located within 1/2-mile walking distance of public transit.

This bill would require a permitting agency to return in writing a full set of comments to the applicant with a list of items that are defective or deficient and a description of how the application can be remedied by the applicant, if the permitting agency denies an application for an accessory dwelling unit or junior accessory dwelling unit.

This bill would prohibit a local agency from denying a permit for an unpermitted accessory dwelling unit that was constructed before January 1, 2018, because, among other things, the unit is in violation of building standards or state or local standards applicable to accessory dwelling units, unless the local agency makes a finding that correcting the violation is necessary to protect the health and safety of the public or occupants of the structure. This bill would specify that this prohibition does not apply to a building that is deemed substandard under specified provisions of law. (xi) When a garage, carport, or covered parking structure is demolished in conjunction with the construction of an accessory dwelling unit or converted to an accessory dwelling unit, the local agency shall not require that those offstreet parking spaces be replaced. (xii) Accessory dwelling units shall not be required to provide fire sprinklers if they are not required for the primary residence. The construction of an accessory dwelling unit shall not trigger a requirement for fire sprinklers to be installed in the existing primary dwelling. (3) (A) A permit application for an accessory dwelling unit or a junior accessory dwelling unit shall be considered and approved ministerially without discretionary review or a hearing, notwithstanding Section 65901 or 65906 or any local ordinance regulating the issuance of variances or special use permits. The permitting agency shall either approve or deny the application to create or serve an accessory dwelling unit or a junior accessory dwelling unit within 60 days from the date the permitting agency receives a completed application if there is an existing single-family or multifamily dwelling on the lot.

If the applicant requests a delay, the 60-day time period shall be tolled for the period of the delay. If the local agency has not approved or denied the completed application within 60 days, the application shall be deemed approved. 39 Attachment "2"
88 Item7.

State of California

HEALTH AND SAFETY CODE
Section 17980.12
17980.12.
(a) (1) An enforcement agency, until January 1, 2030, that issues to an owner of an accessory dwelling unit described in subparagraph (A) or (B) below, a notice to correct a violation of any provision of any building standard pursuant to this part shall include in that notice a statement that the owner of the unit has a right to request a delay in enforcement pursuant to this subdivision:
(A) The accessory dwelling unit was built before January 1, 2020. (B) The accessory dwelling unit was built on or after January 1, 2020, in a local jurisdiction that, at the time the accessory dwelling unit was built, had a noncompliant accessory dwelling unit ordinance, but the ordinance is compliant at the time the request is made.
(2) The owner of an accessory dwelling unit that receives a notice to correct violations or abate nuisances as described in paragraph (1) may, in the form and manner prescribed by the enforcement agency, submit an application to the enforcement agency requesting that enforcement of the violation be delayed for five years on the basis that correcting the violation is not necessary to protect health and safety.
(3) A local agency shall not require, as a condition for ministerial approval of a permit application for the creation of an accessory dwelling unit or a junior accessory dwelling unit, the correction of a violation on the primary dwelling unit, provided that correcting the violation is not necessary to protect health and safety. 40 Attachment "2" 89
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State of California

HEALTH AND SAFETY CODE
Section 17920.3
17920.3. Any building or portion thereof including any dwelling unit, guestroom or suite of rooms, or the premises on which the same is located, in which there exists any of the following listed conditions to an extent that endangers the life, limb, health, property, safety, or welfare of the public or the occupants thereof shall be deemed and hereby is declared to be a substandard building:
(a) Inadequate sanitation shall include, but not be limited to, the following:
(1)Lack of, or improper water closet, lavatory, or bathtub or shower in a dwelling unit.
(2)Lack of, or improper water closets, lavatories, and bathtubs or showers per number of guests in a hotel.
(3)Lack of, or improper kitchen sink.
(4)Lack of hot and cold running water to plumbing fixtures in a hotel. (5)Lack of hot and cold running water to plumbing fixtures in a dwelling unit. (6)Lack of adequate heating.
(7)Lack of, or improper operation of required ventilating equipment. (8)Lack of minimum amounts of natural light and ventilation required by this code. (9)Room and space dimensions less than required by this code. (10) Lack of required electrical lighting.
(11) Dampness of habitable rooms.
(12)Infestation of insects, vermin, or rodents as determined by a health officer or, if an agreement does not exist with an agency that has a health officer, the infestation can be determined by a code enforcement officer, as defined in Section 829.5 of the Penal Code, upon successful completion of a course of study in the appropriate subject matter as determined by the local jurisdiction.
(13)Visible mold growth, as determined by a health officer or a code enforcement officer,as defined in Section 829.5 of the Penal Code, excluding the presence of mold that is minor and found on surfaces that can accumulate moisture as part of their properly functioning and intended use.
(14) General dilapidation or improper maintenance.
(15) Lack of connection to required sewage disposal system. (16)Lack of adequate garbage and rubbish storage and removal facilities, as determined by a health officer or, if an agreement does not exist with an agency that has a health officer, the lack of adequate garbage and rubbish removal facilities can be determined by a code enforcement officer as defined in Section 829.5 of the Penal Code.
(b) Structural hazards shall include, but not be limited to, the following:
(1)Deteriorated or inadequate foundations.
(2)Defective or deteriorated flooring or floor supports. (3)Flooring or floor supports of insufficient size to carry imposed loads with safety. (4)Members of walls, partitions, or other vertical supports that split, lean, list, or buckle due to defective material or deterioration.
(5)Members of walls, partitions, or other vertical supports that are of insufficient size to carry imposed loads with safety.
(6) Members of ceilings, roofs, ceiling and roof supports, or other horizontal members which sag, split, or buck le due to defect ive material or deterioration. (7)Members of ceilings, roofs, ceiling and roof supports, or other horizontal members that are of insufficient size to carry imposed loads with safety.
(8)Fireplaces or chimneys which list, bulge, or settle due to defective materialor deterioration. (9)Fireplaces or chimneys which are of insufficient size or strength to carry imposed loads with safety. (c)Any nuisance.
(d)All wiring, except that which conformed with all applicable laws in effect at the time of installation if it is currently in good and safe condition and working properly. (e)All plumbing, except plumbing that conformed with all applicable laws in effect at the time of installation and has been maintained in good condition, or that may not have conformed with all applicable laws in effect at the time of installation but is currently in good and safe condition and working properly,and that is free of cross connections and siphonage between fixtures. (f)All mechanical equipment, including vents, except equipment that conformed with all applicable laws in effect at the time of installation and that has been maintained in good and safe condition, or that may not have conformed with all applicable laws in effect at the time of installation but is currently in good and safe condition and working properly.
(g)Faulty weather protection, which shall include, but not be limited to, the following:
(1)Deteriorated, crumbling, or loose plaster.
(2)Deterioratedor ineffectivewaterproofingof exterior walls, roofs, foundations, or floors, including broken windows or doors.
(3)Defective or lack of weather protection for exterior wall coverings, including lack of paint, or weatheringdue to lack of paint or other approvedprotectivecovering. (4)Broken, rotted, split, or buckled exterior wall coverings or roof coverings. (h) Any building or portion thereof, device, apparatus, equipment, combustible waste, or vegetation that, in the opinion of the chief of the fire department or his deputy, is in such a condition as to cause a fire or explosion or provide a ready fuel to augment the spread and intensity of fire or explosion arising from any cause.
(i)All materials of construction, except those that are specifically allowed or approved by this code, and that have been adequately maintained in good and safe condition.
(j)Those premises on which an accumulation of weeds, vegetation, junk, dead organic matter, debris, garbage, offal, rodent harborages, stagnant water, combustible materials, and similar materials or conditions constitute fire, health, or safety hazards. (k)Any building or portion thereof that is determined to be an unsafe building due to inadequate maintenance, in accordance with the latest edition of the Uniform Building Code.
(l)All buildings or portions thereof not provided with adequate exit facilities as required by this code, except those buildings or portions thereof whose exit facilities conformed with all applicable laws at the time of their construction and that have been adequately maintained and increased in relation to any increase in occupant load, alteration or addition, or any change in occupancy.

When an unsafe condition exists through lack of, or improper location of, exits, additional exits may be required to be installed.
(m)All buildings or portions thereof that are not provided with the fire-resistive construction or fire-extinguishing systems or equipment required by this code, except those buildings or portions thereof that conformed with all applicable laws at the time of their construction and whose fire-resistive integrity and fire-extinguishing systems or equipmenthave been adequately maintainedand improvedin relation to any increase in occupant load, alteration or addition, or any change in occupancy. (n)All buildings or portions thereof occupied for living, sleeping, cooking, or dining purposes that were not designed or intended to be used for those occupancies. (o) Inadequate structural resistance to horizontal forces. “Substandard building”includes a buildingnot in compliance with Section 13143.2.

However, a condition that would require displacement of sound walls or ceilings to meet height, length, or width requirements for ceilings, rooms, and dwelling units shall not by itself be considered sufficient existence of dangerous conditions making a building a substandard building, unless the building was constructed, altered, or converted in violation of those requirements in effect at the time of construction, alteration, or conversion.
(Amended by Stats. 2015, Ch. 720, Sec. 3. (SB 655) Effective January 1, 2016.) 41 Attachment "2"
90 Item7.

THANK YOU
TTRLFG LLC Representatives:

Tony Struyk & Rick Zeiler
Attachment "2"
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ATTACHMENTS

1 . Article 20 – Property Maintenance

2. NOTICE AND ORDER TO ABATE A PUBLIC NUISANCE (Substandard Building) AMENDED – October 31, 2024

3. Amended Notice Email from Mr. Jacobson

4. Requests to Meet to Discuss Notices Including to Meet with Deputy City Attorney

5. NOTICE AND ORDER TO ABATE A PUBLIC NUISANCE (Substandard Building) – September 26, 2024

6. City of Escondido Acknowledgement of Receipt and Request to Appeal the September 26, 2024 Notice

7. City of Escondido Rejecting Right to Appeal by Deputy City Attorney

8. Response and Appeal of the NOTICE AND ORDER TO ABATE A PUBLIC NUISANCE (Substandard Building) – September 26, 2024

9. AB-2221 Accessory Dwelling Units

10. SB-897 Accessory Dwelling Units: Junior Accessory Dwelling Units

11. SB-1226 Building Standards: Building Permits
12A. Proof of Fire Wall Rating
12B. SDG&E Clearance Requirements

13. Photos in Response to Violation 5 - Drywall

14. Independent Consultant Inspection Report

15. Photos of Fire Extinguishers

16. Legal Code Fire Extinguisher Distance

17. Mr. Jacobson’s Photos of Smoke Detectors on Sept. 3, 2024

18. Section 8 Inspection Report

19. Removal of Gate

20. Photo of Roof After Tree Trimming

21. Photos Showing No Trash or Debris on Property

22. Emails of Multiple Attempts to Contact City Attorney

23. PRA Request No. 24-946: All Communications, Notes, Statements, Affidavits, Photos, Records, Emails, and Discussions Regarding 325-333 West Beech Street

24. PRA Request No. 24-868: Copies of All Laws, Ordinances, and Enactments Adopted By the City of Escondido

25. Article 70: Accessory Dwelling Units: Junior Accessory Dwelling Units

26. Email Chain of Requests to Meet with Mr. Moody and Building Officials

27. Comments on City Staff Report

28. Feb 2024 Confirmation of Plan Submittal

29. Response to Oct. 31, 2024 Notice

30. Request for Delay in Enforcement
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STAFF REPORT

November 21, 2024
Agenda Item No.: 3
SUBJECT: 325-333 N Beech Street – Appeal of Building Official’s Issuance of Amended Notice and Order to Abate a Public Nuisance (Substandard Building) and Order to Vacate by Appellant TTRLFG LLC

APPEAL SUMMARY:

Location: 325-333 N Beech Street, Escondido, California 92025; Assessor’s Parcel Number 2301210600.

Appellants: Rick Zeiler for TTRLFG LLC

Description: On October 31, 2024, the City issued a n Amended Notice and Order to Abate a Public Nuisance (Substandard Building) and Order to Vacate Units 1, 2, 5, 6 and 9. Attachment 1. A timely appeal was filed on November 4, 2024.

BACKGROUND:

On or about July 26, 2023, Code Compliance opened a case based on a complaint regarding possible unpermitted construction at 325-333 N Beech Street (“Property”). Code Compliance Officer Stephen Jacobson inspected the exterior of the P roperty and observed that the re appeared to be eight residential units and three commercial units at the Property. Attachment 2.

Officer Jacobson spoke with City staff in the Planning Division and determined that the Property is in a mixed use overlay that allows for some residential use. The last Conditional Use Permit (“CUP”) for the Property was approved by the City in 1994. Attachment 3. According to the approved permits, the Property is legally permitted for the following uses:

• A commercial building with space for three tenants;
• An office building;
• A building for an ambulance services business, with an office and temporary rest quarters for ambulance service employees;
• A second-story two-bedroom residential unit above the garage; and • A first-floor studio residential unit.

Officer Jacobson obtained similar records for the Property from the San Diego County Assessor’s Office.

Attachment 4. The City has no record of any permits or approvals for alterations, additions, or changes of use at the Property beyond the uses described in the 1994 CUP.

4 Item 3.

Attachment "2"
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On July 27, 2023, Officer Jacobson issued a Notice of Violation (“NOV”) to the Property owner, TTRLFG LLC (“TTRLFG”), for violations of the Escondido Municipal Code and California Building Code for unpermitted construction or alteration of a building or structure. Attachment 5. The NOV ordered TTRLFG to submit an application and plans to the City within 14 days to legalize the alterations to the Property.

Officer Jacobson directed the managers/members of TTRLFG, Rick Zeiler and Tony Struyk, to speak with the City’s Building and Planning Divisions to address the code violations.

In August 2023, Mr. Struyk met with staff from the City’s Building and Planning Divisi ons. Planning provided him with application documents and explained the process for TTRLFG to obtain the proper permits and approvals to legalize the Property. On November 16, 2023, Officer Jacobson issued a pre - citation notice due to non -compliance with the NOV. Attachment 6. On November 30, 2023, Officer Jacobson asked to inspect the Property to ensure the existing residential units meet building and safety code requirements. Mr. Struyk refused , told him the City does not have permission to be on the Property, and accused the City of harassment and of making unreasonable demands.

On February 12, 2024, TTRLFG’s contractor submitted plans to the Planning Division as part of its pre- application review proces s for a proposed project to convert the carport into two residential units.

Attachment 7. The Planning Division notified the contractor that it could not intake a formal application for the carport conversion because the plans showed that there were four existing unpermitted residential units on the Property and because the requested conversion would not be permitted per the 1994 CUP.

Attachment 8. Planning explained that TTRLFG would need to legalize the Property prior to adding additional residential units. On April 3, 2024 , Officer Jacobson issued an Administrative Citation due to non - compliance with the NOV. Attachment 9.

After numerous unsuccessful attempts to obtain consent to inspect the residential units at the Property, the City obtained an inspection warrant from the San Diego County Superior Court on August 20, 2024, based on the affidavit of Officer Jacobson, authorizing it to conduct an inspection of the exterior of the Property and the in terior of all residential units . Attachment 10. After properly notifying the tenants and TTRLFG of the inspection, Officer Jacobson conducted the scheduled inspection on September 3, 2024, with the Building Official and staff from Code Compliance, Environmental Compliance, the Fire Department, and the City Attorney’s Office. Several Escondido police officers were also present. City staff was only able to access and inspect the exterior of the Property and Units 1, 6, and 7 . The inspection revealed numerous violations of the Escondido Municipal Code (“EMC”), Escondido Zoning Code (“EZC”), California Building Code (“CBC”), C alifornia Fire Code (“CFC”), and California Health and Safety Code (“CHSC”). Attachment 11. Environmental Compliance issued a Notice of Correction (“NOC”) for an EMC violation regarding a required dumpster enclosure. Attachment 12. On September 19, 2024, the tenants of Units 5 and 8 voluntarily consented to an inspection of their units. City staff discovered similar EMC, EZC, CBC, CFC, and CHSC violations as Units 1, 6, and 7. Attachment 13.

5 Item 3.

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On September 26, 2024, the City issued a Notice and Order to Abate a Public Nuisance (Substandard Building) for the Property and a Notice of Tenant Relocation Benefits . Attachment 14. The Notice and Order listed the violations at the Property and ordered TTRLFG to submit an application and plans to the City to legalize the Property and to comply with the NOC. Mr. Zeiler attempted to appeal the Notice and Order. The City Attorney’s Office sent a letter on October 9, 2024, explaining that the appeal was not timely or properly filed. Attachment 15.

On October 8, 2024 , the City obtained a second inspection warrant to inspect Units 2, 3, and 4.

Attachment 16. Based on information gathered during previous inspections, City staff suspected the garage had been illegally converted into residential units 3 and 4 . After giving proper notice, Officer Jacobson, the Building Official, and staff from Code Compliance and the Fire Department conducted the inspection on October 17, 2024, and discovered that a number 9 had recently been placed on the door to the garag e. Accordingly, the City was only able to inspect Unit 2. Attachment 17. On October 21, 2024, Mr. Zeiler allowed the City to inspect Unit 9, which revealed the garage had been converted into a two-bedroom residential unit. Attachment 18. In Units 2 and 9, City staff discovered similar EMC, EZC, CBC, CFC, and CHSC violations as the previously inspected units.

The City confirmed after fully inspecting the Property that there are a total of seven residential units at the Property:

• The office building has been converted into Units 1 and 2 without the required permits; • The ambulance services building has been converted into Units 5 and 6 without the required permits;
• The garage has been converted into Unit 9 without the required permits; and • Units 7 and 8 are legally permitted per City records

On October 31, 2024 , the City issued a n Amended Notice and Ord er to Abate a Public Nuisance (Substandard Building) and Order to Vacate. Attachment 1. The Notice and Order lists the violations at the Property and ordered TTRLFG to vacate all tenants from Units 1, 2, 5, 6, and 9 within three days of the date of the Notice and Order pursuant to CHSC sections 17920.3 and 17980, as the conditions at the Property constitute an immediate danger to life, limb, health, property, safety, or welfare of the occupants. The Notice and Order also required TTRLFG to submit an application and plans to the City to legalize the Property, to comply with the NOC, clean trash and debris from the Property, and trim the tree touching the building within 10 days of the date of the Notice and Order.

CODE VIOLATIONS:

Applicable technical code sections are attached as Attachment 19.

6 Item 3.

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RESPONSE TO APPEAL:

Per EMC section 6-11.8.2, only those grounds stated in the written appeal may be considered by the board. Appellant protests the entire Notice and Order and requests that the Board set it aside. The City recommends that the Board deny the appeal because Appellant has provided no grounds to support an appeal.

Appellant states several times in his appeal documents that there have been no additions, alterations, construction, or change of use at the Property “in an estimated 40-50 years.” He also asserts that there are no unpermitted structures on the Property. However, t he City’s records and multiple inspections revealed that the legally permitted office building, ambulance services building, and garage have been converted into five residential units without permits or City approval. Appellant also appears uncertain as to the location of several violations, including the false wall, areas missing fire-resistive construction, and egress windows.

Based upon the various codes and the qualifications of the inspection team, the City determined the building is substandard and a public nuisance. Appellant has been notified several times that to correct the violations, he must first submit an application and plans to legalize the Property. Appellant and his business partner have been instructed to submit a formal application and plans to the City’s Planning Department as an initial step to determine the legal uses of the Property and address the violations in the process.

The City ordered that Appellant vacate the unpermitted units because the fire code violations, including the lack of sprinkler system and alarm system and the lack of fire wall separation, co nstitute an immediate danger to life, limb, health, property, safety, or welfare of the occupants under the Health and Safety Code. The City is requesting that the Board uphold the Building Official’s action in issuing ths Notice and Order and Order to Vacate.

Appellant has been aware since July 2023 that he is required to submit a formal application and plans to the City . He and his business partner have refused to do so , refused to cooperate when the City sought to inspect the Property to ensure compliance with safety and building codes, and have continued to denigrate City staff throughout the code enforcement process . Appellant should be required to follow the same process and rules as every other property owner in the City of Escondido to ensure that all uses and any residential and commercial units on the Property are safe and legally permitted.

7 Item 3.

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ATTACHMENT 28
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From: Stephen Jacobson <[email protected]>
Sent: Wednesday, February 14, 2024 2:47 PM
To: tony nacdi.com <[email protected]>; Rick Zeiler <[email protected]> Subject: FW: Apply for a building permit - 333 N Beech St. C23-0994

Rick & T ony

Please see the Planning Department’s response to your plans contractor regarding the buidling and planning permits for your property.

Sincerely

Stephen Jacobson

Stephen Jacobson
Code Compliance Officer II
Code Compliance City of Escondido
Direct: (760) 839-6374 |Mobile: 760 802-0620
www.escondido.org

Attachment "2" 337
Item7.

From: Alexander T . Rangel
Sent: Tuesday, February 13, 2024 2:12 PM
To: Ning Li <[email protected]>
Cc: Ray Drafting <[email protected]>; Stephen Jacobson <[email protected]> Subject: RE: Apply for a building permit

Good afternoon, Ning,

Unfortunately, the Planning Division will not be able to intake this application, as the initial proposal and the property as it is shown on the plans is not reflective of the site as it is existing, nor would the request as shown (2-ADU conversion of carport) be permitted. The last Planning Entitlement Permit on the property, 94-08-CUP , did not permit the extent of mixed use that is shown on the property.

1. The “Apartment Buildings” circled in the following image were converted from commercial space without permits – the southern units were only temporary-stay rest quarters for the previous ambulance uses, and not permitted for long-term stay. The northern apartment units are an unpermitted conversion of office space. As these units were converted without permits, they cannot be utilized for the unit count permissions typically associated with multi- family ADU development:
a.
b. T o comply with all existing permits, and potentially submit for an Accessory Dwelling Unit conversion, the above mentioned areas would have to be converted back to their original form (commercial space), and only one ADU would be permitted through the Planning ADU Permit process. Considering the scope of the existing Code Case (C23- Attachment "2"
338
Item7.
0994) on file, I do not believe we can begin intake of the ADU Permit request until a majority of the Code Compliance issues are handled first.

2. If the property owner/agent wishes to get additional residential structures permitted, then the property would require a Major Plot Plan submittal at a minimum. a. The property is located within the Mixed Use Overlay of the East Valley Specific Plan (EVSP). All development standards within the EVSP would have to be met and design incorporating these standards.
https://www.escondido.org/Data/Sites/1/media/Planning/HCIS/EVSP/08.09.23_EVSP_F inal.pdf
b. The property does not currently meet Open Space, Landscaping, or Parking requirements for the proposed unit count, and would have to be incorporated into a future design. The structures as-shown would more than likely not meet all development standards.
c. There may be additional Building, Engineering, Fire, Utilities requirements for the amount of units shown on site. This information would be vetted through the Major Plot Plan Process.

Please confer with all EVSP Guidelines, and Building Code requirements, and let me know how you would like to proceed with permitting.

Regards,

Alex Rangel
Assistant Planner I
Planning Division | City of Escondido
760-839-4671 (Ext. 4542)
www.escondido.org

From: Ning Li <[email protected]>
Sent: Monday, February 12, 2024 8:48 PM
To: Alexander T . Rangel <[email protected]>
Cc: Ray Drafting <[email protected]>
Subject: Apply for a building permit

Hello, Alex
Attachment "2"
339
Item7.

I want to apply for a building permit for ADU.

The address is 333 Beech St, Escondido, CA 92025
A.P .N 230-121-0600

Does the project have a case number of C23-0994 already?

Many thanks, and have a good day!

Please see the attached files.

Attachment "2"
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ATTACHMENT 29
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Outlook
Re: 325-333 N Beech Street- Notice and Order
From Rick Zeiler <[email protected]>
Date Thu 10/31/2024 8:07 PM
To Stephen Jacobson <[email protected]>; Brenna Miller <[email protected]>; Maria Rocamora <[email protected]>; tony nacdi.com <[email protected]>; [email protected] <[email protected]>; [email protected] <[email protected]>; [email protected] <[email protected]>; [email protected] <[email protected]>; [email protected] <[email protected]>; [email protected] <[email protected]>; [email protected] <[email protected]>; Dane White <[email protected]> 3 attachments (919 KB)
10-31-2024 Amended Notice and Order .pdf; Response and appeal to NOTICE AND ORDER TO ABATE A PUBLIC NUISANCE Letter dated Oct 31st.docx; Meeting request Re 325 and 333 North Beech St - tony nacdi.com - Outlook.pdf;
Mr. Jacobson,

It’s hard to believe how far you are willing to go with this personal vendetta. You are blatantly lying about this entire situation and are misleading the others on your team. You’ve lied about our communication attempts but what’s worse is the lies about the condition of the property. We have provided all the proof you need to show that this property is safe and up to code. We’ve given you a detailed list of all of the things we’ve done in response to your first complaint. You seem to have ignored the entire list of proof and photos to support what we’ve done to meet your requirements. Not to mention, your physical inspection came up with nothing substantial or unsafe. Should we remind you once again that people have lived at this property for 40+YEARS, including members of Mayor White’s family. But now, out of the blue, after we’ve made it a beautiful and safe property for over 30 people, you decide to care about zoning or conditions? WE brought this property to you prior to purchasing it and there were no issues with planning or zoning. You know this.

Based on our last one-on-one interaction, you admittedly have it out for me because of our past projects and now it appears that your malicious intent to harm me and my partners is overriding your ability to see what you are doing to innocent human beings. You have also put us in a position to do a very deep dive into the laws, not only in Escondido, but in the state of California. It’s safe to say you have not done the same amount of research that we have and so you continue to act recklessly on behalf of the City of Escondido.

Stephen, I know why you have it in for me but you know as well as I do that this property is more than safe, in fact, it’s probably one of the safest and best-constructed in the city (right along with my others). Your hatred is clouding your judgement and you’ve begun to lead others into the same flawed mindset.

We are requesting an IMMEDIATE pause on all notices and actions until we can meet in a civilized manner. There is zero proof that living conditions are unsafe. The zoning issue is something that needs to be dealt with by your superiors, who don’t have a personal vendetta to pursue and see this Attachment "2"
342
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clearly and reasonably for what it is.

Your next step is hopefully to help us arrange a proper meeting with your team and the city attorney.

We have requested this meeting for over 2 MONTHS with zero response. Instead, you’re spreading lies, ignoring facts, and photos while you come after us for no professional reasons.

I still can’t get over you taking the time of your staff and multiple police officers, firefighters, and sanitation specialists…oh and let’s not forget about a social services officer? For what? To help you try to snuff out perfectly working smoke detectors and drywall flaws? We expect to hear from you right away with a plan to work on a constructive remedy in an effort to create more homes for the people of Escondido.

See below attachments for details
Regards,
Rick Zeiler
Tony Struyk
Todd McKelvie

TTRLFG LLC
On Oct 31, 2024, at 11:16 AM, Stephen Jacobson
<[email protected]> wrote:

Rick
Enclosed is a copy of our amended “Notice and Order” that was posted on the property today. The notice is also being mailed to you and your tenants. The document has appeal instructions and an “Order to Vacate”. I spoke to our Deputy City Attorney Brenna Miller and she has not heard from you or your  representative. . As I mentioned before, our goal is  for you to obtain compliance for the illegal additions and alterations to the property  via Planning and Building department plan approval and the permit process.

Sincerely

Stephen Jacobson

Stephen Jacobson
Code Compliance Officer II
Code Compliance - City of Escondido
Direct: (760) 839-6374 |Mobile: 760 802-0620
www.escondido.gov
Attention: Beginning July 26, 2024, the Development Services Department
will close its public counters for Planning, Building, and Engineering every Friday.

The hours on Monday through Thursday will remain unchanged.

Attachment "2"
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<10-31-2024 Amended Notice and Order .pdf>
Attachment "2"
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October 31st, 2024

R
esponse and appeal to NOTICE AND ORDER TO ABATE A PUBLIC NUISANCE Letter dated October 31st, 2024.

Case # C23-0994
Assessor parcel # 230-121-0600

We are requesting an appeal of this notice and a hearing. We are again requesting to meet with city attorneys to go over the legal actions they have filed. We have been requesting a meeting for over 2 months, as of today the city attorney has refused to meet with us and will not even respond. You said in your email that we have not contacted her. But yet we have been requesting a meeting for months. This includes email and phone requests.

Attached is just the latest email with us requesting a meeting even as of yesterday. In just this email it show our request for meeting on October 16, 17th , 28th and 30th. This is just one o
f numerous emails. It is just another false statement from you.

Below are the responses to the Notice and order of THE FOLLOWING VIOLATIONS WERE FOUND, may were already send to you and answered in our response in the letter dated September 30th. Most of the items you list are similar to the ones in your September 26th le
tter. You just have changed some of the wording. I will again list our responses and questions. To date you have not responded to anything we asked and needed clarification on. You are still stating inaccurate facts even when undisputable evidence has been presented to you. This is a lie that you are spreading and causing actions to happen based on your continued lies. Great harm has already come to us and you continue to compound the problem and continue with the lies.

Items 1-5 are the same as September 26th letter just worded di>erently. None of which you hav
e responded to our questions on nor have you addressed the fact that you are mistaken even though we have supplied you with responses and the fact that you know what you are stating is incorrect.

#5. It is my understanding that on your 2nd inspection by warrant, Tony went to the hallway b
y units 8 and 9 and asked you is this the only area you were referring to about this? What are the other areas? You said no that is it. You also saw that it was repaired that day and certainly saw it when you went back the following week and inspected again and yet you still say there are multiple areas as of Today October 31st. Again, we ask where. Please immediately tell us and we will have them repaired immediately.

See new #6 below
Old #7 below now #8. When Tony met you at the 2nd warrant inspection the fire person said t
he windows did not meet code. One of the other city people there corrected him to say he was looking at it incorrectly. He then insisted on getting a tape measure and it was determined to be legal and compliant even under todays codes let alone 50 year old codes Attachment "2"
345
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when it was constructed. SO again we are asking what your referring to and why you would again make an know false statement.

New #9. Worded di>erent, Incorrect and a lie.

New #10 and #11. Why state this again. You were already provided proof by way of photos that they are there.

New # 12 same as #11 before. There are none that exist.

New #14. Lie and incorrect
New 15. And 16 samer as old 16 and 17. Your stating the same trash is still there? Please identify where.

1. This is a factually incorrect statement. No construction, additions or alterations have been added in an estimated 40-50 years.

2. Same as #1.

3. We sent the below to you over a month ago and no response back from you other than to now say the same thin g in a new letter. This does not help solve the proble4m or the danger that you say exists. Please clarify. Are you saying that the city approved plans, issued permits and (we assumed) inspected the construction of the property. They did not catch this at that time and have allowed hundreds of individuals to live, as you stated “A danger to life and property” for the last 40-50 years? It took the city 50 years to figure out their mistake and risk everyone’s lives for the entire time? We would like to know the history of inspections the city has done on this building for the last 50 years. This includes building, fire health safety and ANY and ALL city inspections.

4. I do not understand what is being referenced here. What false wall?

5. Where is this? Please be specific as to what areas you’re referring to so that we can immediately address them.

New #6. There is no walkway leading to the garage. We called SDGE on an emergency request as soon as we got the letter today. We assume its out of precaution because I am sure a gas leak you must have called SDGE on the spot and had them come out immediately to not endanger anyone? Is this correct?

6. Now #7 in new letter. Incorrect statement. There is no change of use. Same use for 40-50 years. What are you referring to? Are you saying all 50-year-old buildings must be brought to current code?

7. Now #8. What windows are you referring to? All sleeping windows? Please be more specific.

8. Incorrect, There were fire extinguishers, but we have added more. This has been done.

9. Now new #10. This has been verified that they are in each of those areas. See attached photos.

Attachment "2"
346
Item7.

10. Now new #11. Incorrect, This has been verified that they are there. See attached photos.

11. Now #12We will try and see what we can find but since you have an inspection please indicate where these situations exist.

12. We will be happy to change and update addressing that the city is requiring. Please let us know exactly what you want done. See attached photos and let us know if this is what you wanted.

13. What gate are you referring to? We are unaware of any locked gates on the property.

The only gate is a 50 year old metal gate that can NOT be locked. There is an old rusty padlock in the locking hole so that no one can place a lock and lock the gate.

See attached photo. Is this the gate you’re referring to? If So how could it have been locked?

14. We have done an additional cleaning to remove any excess lint.

15. Done

16. The only trash we were aware of was at the trash cans when someone came, and illegally dumped trash before trash pick-up. It was cleaned the same day we were notified.

17. Again, no additions so this does not apply. If this is a requirement for all 50-year-old multifamily properties now have to add them, please tell us when this law went into e>ect. Also, we are requesting a copy of all other notices issued to owners of multifamily properties in the last 10 years within the city that don’t have them. Also copies of follow up letters sent to each owner. This is being requested under the (PRA) Public records act.

Was in the previous letter as well and you still have not responded…Also, in the letter under: YOU ARE ALSO ODERED WITHIN 10 DAYS OF THE RECEIT OF THIS NOTICE TO:

1. Please tell us why we would be required to do this. This is incorrect and not required. If you still feel that there is some reason, we will need to do this then we are requesting a hearing.

2. There is none. Lie

3. Done

4. Lie there is not a tree touching the property.

YOU ARE ALSO ORDERED TO:

1. Same as #17. Does not apply to us. Says again UNPERMITTED BUILDING STRUTURE. There are no unpermitted building structures on the property.

Your letter says all of this was brought on by a written complaint filed with the city. Please provide a copy of that written complaint……
Attachment "2"
347
Item7.

This was asked of you more than a month ago Under the PRA to supply this. You legally had 10 days and can have 14 days with a notice of extended time needed. It has never been supplied. We believe it does not exist. If it does exist and you have not provided with in the legally allotted time limit, that is an other violation of State law. You obviously do not care about state law because you continue to violate state law and our rights on a daily basis.

The below paragraph was sent over a month ago and no response at all from the city accept to continue harassing us , making and continuing lies and slandering us. The city continues to break and violate state laws with no regard whatsoever. We have requested a meeting with the city attorney for months. We have informed them of your bad actions. Yet no one will meet with us and the city continues to allow you to attack us. We are in complete disbelieve as to the city’s continued actions and harm they are doing to us. Why you continue your personal vendetta and why the city allows you to continue this is unfathomable to us. The liability that you personally have created for the city is unbelievable and the damages you personally have caused.

This was from last month:

In closing, your report is and continues to be damaging to us. It is factually inaccurate and has caused us substantial financial costs and continues to do so. Personally, and emotion tolls this is taking on us are beyond imaginable. We met with the city before we ever bought this property and went over several things including that there were 7 residential units in addition to the commercial units there. We went over with sta> as to would this be an issue in ANYWAY for us in the future. We were assured it would not be unless we did over 25% improvement to the property ( which we have not). For whatever reason we believe we are being singled out and maliciously attacked. We have asked numerous times to meet with the city attorneys to try and make this stop and the attacks and harassment against us from city employees. There has been no response from any legal o>icial at the city. The only thing that has happened is it has increased the harassment and false statements against us by city employees. We have tried everything to make this harassment stop so we can have quiet peaceful enjoyment of our property. It is only getting worse. At this point our costs are getting out of control and the emotional toll is a>ecting the health of at least 2 of us. The cost of that you cannot compensate us for. But we are at the point that we really have no choice but to file a lawsuit against the city if this does not immediately get resolved and all harassment stopped.

Sincerely.

Rick Zeiler

TTRLFG LLC
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Outlook
Re: 325 and 333 North Beech St
From tony nacdi.com <[email protected]>
Date Wed 10/30/2024 2:36 PM
To Maria Rocamora <[email protected]>
Cc Brenna Miller <[email protected]>; [email protected] <[email protected]> Still have not heard back as to a meeting date. As we understood it the city feels this is an urgent and emergency need. If so, why is it taking weeks to get a meeting set up? when can we meet?
Tony Struyk
1262 Scott Street
San Diego CA 92106
(858)705-1995 Cell
[email protected]
From: tony nacdi.com <[email protected]>
Sent: Friday, October 18, 2024 2:10 PM
To: Maria Rocamora <[email protected]>
Cc: Brenna Miller <[email protected]>; [email protected] <[email protected]> Subject: Re: 325 and 333 North Beech St

What day have you come up with that works for her?
Tony Struyk
1262 Scott Street
San Diego CA 92106
(858)705-1995 Cell
[email protected]
From: Maria Rocamora <[email protected]>
Sent: Thursday, October 17, 2024 2:56 PM
To: tony nacdi.com <[email protected]>
Cc: Brenna Miller <[email protected]>; [email protected] <[email protected]> Subject: RE: 325 and 333 North Beech St

Hello Tony,

Let me check with Brenna to see who from the City she wants to include in the meeting. She will be back in the office on Monday. I will reach out to you with a date and time then.

Attachment "2"
356
Item7.

Caution: This email originated from outside of the FMG organization. Do not click links or open attachments unless you recognize the sender and know the content is safe.

Thank you.

Maria G. Rocamora
Senior Legal Assistant
City Attorney’s Office | City of Escondido
Direct: 760-839-4325 | Admin: 760-839-4608
www.escondido.gov

Confidentiality Statement: This communication contains information that may be confidential, and it may also be legally privileged or otherwise exempt from required disclosure.  If you are not the intended recipient, please do not read, distribute or copy this communication and please delete the message from your computer.

From: tony nacdi.com <[email protected]>
Sent: Thursday, October 17, 2024 2:49 PM
To: Maria Rocamora <[email protected]>
Cc: Brenna Miller <[email protected]>; Rick Zeiler <[email protected]> Subject: 325 and 333 North Beech St

Good afternoon Maria,

Brenna said to contact you to set up a meeting with her.  I would like to meet as soon as possible. I am free almost anyday at anytime. What is the soonest day she has available to meet?

From: Brenna Miller <
[email protected]>
Sent: Wednesday, October 16, 2024 3:31 PM
To: John Moot <
[email protected]>
Cc: Maria Rocamora <[email protected]>
Subject: Re: 325 and 333 North Beach St

John,

Yes, I
received your emails and sent a response email. Let me know if you did not receive it. The City has evidence and believes that the garage is being used as 2 residential units (3 and 4), so officials will move forward with inspecting them.

I am out the rest of the week but am happy to meet next week if you would like. Please coordinate with Maria Rocamora (cc’ed) to schedule a meeting.

Thank you,

Brenna Miller
Deputy City Attorney
Attachment "2"
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Item7.

City Attorney’s Office | City of Escondido
Direct: 760-839-6367 | Mobile: 760-703-9573
www.escondido.org

Confidentiality Statement: This communication contains information that may be confidential, and it may also be legally privileged or otherwise exempt from required disclosure.  If you are not the intended recipient, please do not read, distribute or copy this communication and please delete the message from your computer.

Tony Struyk
1262 Scott Street
San Diego CA 92106
(858)705-1995 Cell
[email protected]
Attachment "2"
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ATTACHMENT 30
Attachment "2"
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State of California

HEALTH AND SAFETY CODE
Section 17980.12
17980.12. (a)  (1)  An enforcement agency, until January 1, 2030, that issues to an owner of an accessory dwelling unit described in subparagraph (A) or (B) below, a notice to correct a violation of any provision of any building standard pursuant to this part shall include in that notice a statement that the owner of the unit has a right to request a delay in enforcement pursuant to this subdivision:
(A)
The accessory dwelling unit was built before January 1, 2020. (B)  The accessory dwelling unit was built on or after January 1, 2020, in a local jurisdiction that, at the time the accessory dwelling unit was built, had a noncompliant accessory dwelling unit ordinance, but the ordinance is compliant at the time the request is made.
(2)
The owner of an accessory dwelling unit that receives a notice to correct violations or abate nuisances as described in paragraph (1) may, in the form and manner prescribed by the enforcement agency, submit an application to the enforcement agency requesting that enforcement of the violation be delayed for five years on the basis that correcting the violation is not necessary to protect health and safety.
(3)
A local agency shall not require, as a condition for ministerial approval of a permit application for the creation of an accessory dwelling unit or a junior accessory dwelling unit, the correction of a violation on the primary dwelling unit, provided that correcting the violation is not necessary to protect health and safety. (4)
The enforcement agency shall grant an application described in paragraph (2) if the enforcement agency determines that correcting the violation is not necessary to protect health and safety. In making this determination, the enforcement agency shall consult with the entity responsible for enforcement of building standards and other regulations of the State Fire Marshal pursuant to Section 13146. (5)
The enforcement agency shall not approve any applications pursuant to this section on or after January 1, 2030. However, any delay that was approved by the enforcement agency before January 1, 2030, shall be valid for the full term of the delay that was approved at the time of the initial approval of the application pursuant to paragraph (4).
(b)
For purposes of this section, “accessory dwelling unit” has the same meaning as defined in subdivision (a) of Section 66313 of the Government Code. (c)  This section shall remain in effect only until January 1, 2035, and as of that date is repealed.
(Amended by Stats. 2024, Ch. 494, Sec. 8. (SB 1514) Effective January 1, 2025. Repealed as of January 1, 2035, by its own provisions. )

STATE OF CALIFORNIA

AUTHENTICATED

ELECTRONIC LEGAL MATERIAL
Attachment "2"
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Docusign Envelope ID: 2BB10001-20BE-483F-9243-20AC1B96A30C Building Advisory and Appeals Board
Hearing Date: January 22, 2025
BUILDING ADVISORY AND APPEALS BOARD RESOLUTION NO. 2024-01

A RESOLUTION OF THE BUILDING ADVISORY AND APPEALS BOARD OF

THE CITY OF ESCONDIDO, CALIFORNIA, DENYING THE APPEAL OF BUILDING OFFICIAL’S ISSUANCE OF AMENDED NOTICE AND ORDER TO

ABATE A PUBLIC NUISANCE (SUBSTANDARD BUILDING) AND ORDER TO VACATE AT 325 -333 N BEECH STREET, REAL PROPERTY OWNED BY

TTRLFG LLC
APPELLANT: TTRLFG, LLC
CASE NO:

WHEREAS, the Building Advisory and Appeals Board of the City of Escondido did, on January 16, 2025, hold an appeal hearing to consider the appeal of the Building Official’s issuance of a Notice and Order to Abate a Public Nuisance and Order to Vacate at 32 5-333 N Beech Street, APN 2301210600, real property owned by TTRLFG LLC. Said Notice and Order to Abate a Public Nuisance and Order to Vacate is more particularly described in Exhibit A.

WHEREAS, the following determinations were made:

1. That the appeal hearing was properly noticed as required by Escondido Municipal Code and applicable State law.

2. That a staff report was presented discussing the issues in the matter.

3. That a hearing was held and that all persons desiring to speak did so.

NOW, THEREFORE, BE IT RESOLVED by the Building Advisory and Appeals Board of the City of Escondido:

1. That the above recitations are true and correct.

Attachment "3"
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Docusign Envelope ID: 2BB10001-20BE-483F-9243-20AC1B96A30C

2. That the Building Advisory and Appeals Board certifies that it has reviewed and considered the staff report, the appeal document dated January 16, 2025, signed by Rick Zeiler on behalf of TTRLFG, LLC, and all evidence presented by all parties.

3. That, after considering all evidence, argument, and applicable law, the Building Advisory and Appeals Board hereby denies the appeal of the Building Official’s issuance of a Notice and Order to Abate a Public Nuisance and Order to vacate at 325-333 N Beech Street, real property owned by TTRLFG, LLC.

Attachment "3"
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Docusign Envelope ID: 2BB10001-20BE-483F-9243-20AC1B96A30C

PASSED, ADOPTED, AND APPROVED by a unanimous vote of the Building Advisory and Appeals Board of the City of Escondido, California, at a regular meeting held on the 22nd day of January, 2025, by the following vote, to wit:

AYES: BOARD MEMBERS: DELANY, GORNY, KHOURY, MCCOLL, SPEER NOES: BOARD MEMBERS:

ABSTAINED: BOARD MEMBERS:

ABSENT: BOARD MEMBERS: ABRAMSON, CORNBLUM

ATTEST:

DOUGLAS MOODY, Staff Liaison
Building Advisory and Appeals Board
BARRY SPEER, Chair
Building Advisory and Appeals Board

I hereby certify that the foregoing Resolution No. 2024 -01 was passed at the time and by the vote above stated.

ZACK BECK, Minutes Clerk
Building Advisory and Appeals Board

Decision may be appealed to City Council
pursuant to Escondido Municipal Code section 6 -11.9
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From: Rick Zeiler
To: Stephen Jacobson
Cc: tony nacdi.com
Subject: Re: Apply for a building permit - 333 N Beech St. C23-0994 Date: Wednesday, February 14, 2024 2:53:38 PM
You don't often get email from [email protected]. Learn why this is important Stephen,
Thank you. We will begin preparing a response in the coming weeks/months.

Rick Zeiler
619-857-0411
On Feb 14, 2024, at 2:47 PM, Stephen Jacobson <[email protected]> wrote:

Rick & Tony
Please see the Planning Department’s response to your plans contractor regarding the buidling and planning permits for your property.

Sincerely
Stephen Jacobson
<image003.jpg> Stephen Jacobson
Code Compliance Officer II
Code Compliance City of Escondido
Direct: (760) 839-6374 |Mobile: 760 802-0620
www.escondido.org
Attachment 8 - 0001
Attachment "5"
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From: Stephen Jacobson
To: tony nacdi.com; Rick Zeiler
Subject: FW: Apply for a building permit - 333 N Beech St. C23-0994 Date: Wednesday, February 14, 2024 2:47:43 PM
Attachments: image001.jpg
image002.png
image003.jpg
Rick & Tony
Please see the Planning Department’s response to your plans contractor regarding the buidling and planning permits for your property.

Sincerely
Stephen Jacobson
Stephen Jacobson
Code Compliance Officer II
Code Compliance City of Escondido
Direct: (760) 839-6374 |Mobile: 760 802-0620
www.escondido.org
From: Alexander T. Rangel
Sent: Tuesday, February 13, 2024 2:12 PM
To: Ning Li <[email protected]>
Cc: Ray Drafting <[email protected]>; Stephen Jacobson <[email protected]> Subject: RE: Apply for a building permit
Good afternoon, Ning,
Unfortunately, the Planning Division will not be able to intake this application, as the initial proposal and the property as it is shown on the plans is not reflective of the site as it is existing, nor would the request as shown (2-ADU conversion of carport) be permitted. The last Planning Entitlement Permit on the property, 94-08-CUP, did not permit the extent of mixed use that is shown on the property.

1. The “Apartment Buildings” circled in the following image were converted from commercial space without permits – the southern units were only temporary-stay rest quarters for the previous ambulance uses, and not permitted for long-term stay. The northern apartment units are an unpermitted conversion of office space. As these units were converted without permits, they cannot be utilized for the unit count permissions typically associated with multi- family ADU development:

Attachment 8 - 0002
Attachment "5"
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a.
b. To comply with all existing permits, and potentially submit for an Accessory Dwelling Unit conversion, the above mentioned areas would have to be converted back to their original form (commercial space), and only one ADU would be permitted through the Planning ADU Permit process. Considering the scope of the existing Code Case (C23- 0994) on file, I do not believe we can begin intake of the ADU Permit request until a majority of the Code Compliance issues are handled first.

2. If the property owner/agent wishes to get additional residential structures permitted, then the property would require a Major Plot Plan submittal at a minimum. a. The property is located within the Mixed Use Overlay of the East Valley Specific Plan (EVSP). All development standards within the EVSP would have to be met and design incorporating these standards.
https://www.escondido.org/Data/Sites/1/media/Planning/HCIS/EVSP/08.09.23_EVSP_F inal.pdf
b. The property does not currently meet Open Space, Landscaping, or Parking requirements for the proposed unit count, and would have to be incorporated into a future design. The structures as-shown would more than likely not meet all development standards.
c. There may be additional Building, Engineering, Fire, Utilities requirements for the amount of units shown on site. This information would be vetted through the Major Plot Plan Process.

Please confer with all EVSP Guidelines, and Building Code requirements, and let me know how you would like to proceed with permitting.

Regards,
Alex Rangel
Assistant Planner I
Planning Division | City of Escondido
760-839-4671 (Ext. 4542)
www.escondido.org
Attachment 8 - 0003
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From: Ning Li <[email protected]>
Sent: Monday, February 12, 2024 8:48 PM
To: Alexander T. Rangel <[email protected]>
Cc: Ray Drafting <[email protected]>
Subject: Apply for a building permit

Hello, Alex

I want to apply for a building permit for ADU.

The address is 333 Beech St, Escondido, CA 92025
A.P.N 230-121-0600

Does the project have a case number of C23-0994 already?

Many thanks, and have a good day!

Please see the attached files.

Attachment 8 - 0004
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STAFF REPORT

March 26, 2025
File Number 0875-70

SUBJECT
PL25-0043 – 2024 HOUSING ELEMENT ANNUAL PROGRESS REPORT

DEPARTMENT
Development Services - Planning Division

RECOMMENDATION
Request for the City Council to receive and file the 202 4 calendar year annual progress report for the General Plan Housing Element (“Housing Element APR”).

Staff Recommendation: Receive and file (Development Services: Christopher W. McKinney, Deputy City Manager)
Presenter: Pricila Roldan, Associate Planner
ESSENTIAL SERVICE – Yes, Land Use/Development
COUNCIL PRIORITY – Encourage Housing Development

FISCAL ANALYSIS
The Housing Element APR has no direct fiscal impact to the City budget.

PREVIOUS ACTION
On March 11, 2025, the Planning Commission received and filed the 2024 calendar year Housing Element APR (Attachment “1”– March 11, 2025 Planning Commission Staff Report). Comments from the Planning Commission prompted staff to modify information regarding the 10-unit affordable development on 245 E. El Norte Parkway (Habitat for Humanity) since the project was completed in the summer of 2024 and is not under construction as previously reported.

BACKGROUND
The City Council adopted the 2021-2029 Sixth Cycle Housing Element on August 11, 2021 , and subsequently adopted an amendment to the Housing Element on March 22, 2022 . The Department of Housing and Community Development (“HCD”) certified the City’s Housing Element in December 2023, affirming its compliance with state housing element law. 386
Item8.

Government Code section 65400 and 65700 mandate s that cities and counties submit annual progress reports (“APR”) to their legislative body, HCD, and the Governor’s Office of Land Use and Climate Innovation (“LCI”) (formerly known as the Office of Planning and Research or “OPR”) by April 1st of each year to maintain housing element compliance throughout the planning period (2021 - 2019). The Housing Element APR provides information on advancements to meet the City’s regional housing needs allocation (“RHNA”), the number of units a local jurisdiction must plan for and aim to build by the end of the planning period, and efforts to remove governmental constraints that hinder housing development.

As of the 2024 Calendar Year (“CY”), the City’s total RHNA is 1,930, with 1,496 of those units coming from units permitted for construction beginning April 30, 2021, and 434 units that are credits received pursuant to Housing Element law. In the 2024 CY, the City issued 408 building permits which count toward the City’s RHNA. Refer to Attachment “2” for a summary of the City’s 2024 progress in meeting the City’s RHNA, by income category, and implementing the Housing Element’s programs.

After presenting to City Council, staff will submit the Housing Element APR to HCD, LCI, and the San Diego’s Regional Council of Governments, SANDAG, to support regional planning efforts and maintain compliance with state law.

ATTACHMENTS
a) Attachment 1– March 11, 2025 Planning Commission Staff Report b) Attachment 2 – 2024 Housing Element Annual Progress Report

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STAFF REPORT
DATE: 03/11/2025
PL25-0043– 2024 Housing Element Annual Progress Report
PROJECT NUMBER / NAME: PL25-0043– 2024 Housing Element Annual Progress Report REQUEST: A request to receive and file the 2024 calendar year annual progress report for the Housing Element of the General Plan (“Housing Element APR”).

PROPERTY SIZE AND LOCATION: CityWide APPLICANT: City of Escondido, Development Services Department
GENERAL PLAN / ZONING: N/A PRIMARY REPRESENTATIVE: Pricila Roldan, Associate Planner
DISCRETIONARY ACTIONS REQUESTED: N/A
PREVIOUS ACTIONS: The Planning Commission received and filed the 2023 calendar year Housing Element APR on April 19, 2024.

CEQA RECOMMENDATION: This effort is not considered a “project” under CEQA, as defined in section 15378(b)(5) of the State CEQA Guidelines.

STAFF RECOMMENDATION: Receive and file
REQUESTED ACTION: None
CITY COUNCIL HEARING REQUIRED: _X_YES ___NO
REPORT APPROVALS: Dare DeLano, Assistant City Attorney x Veronica Morones, City Planner
Attachment "1"
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BACKGROUND
The City of Escondido’s General Plan provides a vision for the future development of its communities by setting citywide goals and policies. The General Plan consists of seven different elements that focus on, and address, various matters including but not limited to land use, housing, transportation and safety. The Housing Element is one of the General Plan’s elements whose focus is to facilitate housing development and construction. Since 1969, The California Department of Housing and Community Developmen t (“HCD”) has worked with regional, city, and county governments to determine how much housing is needed throughout the state. HCD and regional councils of governments ("COGs”) like SANDAG are responsible for determining and allocating the number of housing units (i.e., Regional Housing Needs Assessment/Allocation – “RHNA”) that will meet future population growth and demand. Cities are then charged with incorporating their assigned RHNA into their housing element with policy, projects, and programs that further support achieving their RHNA. Every eight -years, state and regional partners reassess California’s housing needs, adjust the statewide RHNA, and begin a new cycle of programming. The state is currently in the sixth cycle of RHNA allocations, beginning April 2021 and ending April 2029 (“planning period”).

Table 1 provides Escondido’s RHNA allocations for the sixth cycle planning period.

Table 1: City of Escondido’s Sixth Cycle RHNA Numbers
Income level
Above Moderate Moderate Low Very Low Total
RHNA
Allocation 4,967 units 1,527 units 1,249 units 1,864 units 9,607 units

Note: The term “unit” refers to a dwelling unit. A dwelling unit can be a home, an apartment, condominium, and/or an accessory dwelling unit.

Every year, City staff provide an update on the General Plan’s implementation through a series of three annual planning reports (“APRs”): 1) the General Plan APR, which covers the entire General Pl an’s implementation progress; 2) the Climate Action Plan APR, which covers progress on the City’s efforts to reduce greenhouse gas emissions; and 3) the Housing Element APR, which provides an update on City’s trajectory in meeting its state mandated RHNA . Updates allow Escondido leadership and the public to reflect and evaluate the progress and implementation approaches of the General Plan. State Government Code section 65400 requires cities and counties to present and submit their Housing Element APR to t heir legislative body, HCD, and the Governor’s Office of Planning and Research (“OPR”) by April 1st of each year. In the interest of meeting state mandated deadlines for the Housing Element APR, the information provided within this report only covers the 2024 Housing Element APR.

Staff will report on the General Plan and Climate Action APRs at a later time.

The Housing Element APR is provided to the Planning Commission for informational purposes. The same report will be provided to City Council for review pursuant to Government Code.

SUMMARY OF REQUEST
Receive and file the Housing Element APR, documenting the City’s progress on implementing a component of the General Plan; refer to Attachment 1.

SUPPLEMENTAL DETAILS OF REQUEST
Attachment "1"
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The Housing Element APR provid es an annual summary of residential planning and building activities for the 12 - month calendar year and highlights accomplishments regarding the Housing Element’s programming. It is important to note that o nly issued building permits count toward the City’s progress in meeting its RHNA. Table 2 exhibits Escondido’s progress toward meeting the planning period’s RHNA allocations.

Note: The City has received other types of credits toward the City’s sixth cycle RHNA. For the purposes of this report, the numbers are not shown below but are denoted within Attachment 1, Table B (see Projection Period 06/30/2020 -04/29/2021).

Table 2: Summary of the City of Escondido’s Progress to meet the Sixth Cycle RHNA Numbers Income level
Above Moderate Moderate Low Very Low Total
RHNA Allocation
(2021- 2029) 4,967 units 1,527 units 1,249 units 1,864 units 9,607 units Year 1 (2021) 168 units 16 units 38 units 27 units 249 units Year 2 (2022) 154 units 13 units 39 units 25 units 231 units Year 3 (2023) 521 units 11 units 34 units 42 units 608 units Year 4 (2024) 303 units 8 units 42 units 55 units 408 units SubTotal (%) 1,146 units (23%) 48 units (3%) 153 units (12%) 149 units (8%) 1,496 units (15%)

Note: Units on the table are reflective of building permits issued for the respective calendar year.

Housing developments undergo a thorough review process to make sure projects follow safety rules and local regulations. Generally, the process can be broken down into three main stages: (1) Entitlement, where a developer works with planning staff to ensure the project meets local design and zoni ng standards; (2) Construction Permit Issuance (e.g., grading and building) , where a developer receives approval from the engineering and building divisions to begin construction; (3) Final Building Inspection, where the building division ensures that the constructed unit meets approved plans and safety codes, and releases the development for final occupancy . The entitlement stage gives an early estimate of how many RHNA units are in the development pipeline and might be built in the future, whereas the construction permit issuance (i.e., building permit issuance) marks the official start of construction and when the City may count the unit towards its RHNA goals. The Final Building Inspection occurs once construction is complete. If the development passes inspection, it may be occupied by tenants or owners.

The following charts summarize housing data for 2024 at each stage in the h ousing development process:

Entitlement, Construction Permit Issuance, and Final Building Inspection. It is important to note that the numbers shown on each graph do not reflect all projects the Development Services Department is working on. In 2024, the City entitled a total of 166 units consisting of 105 multifamily residential units (63%), 16 single family detached units (10%) and 45 Accessory Dwelling Units (“ADUs”) (27%). The City’s building division issued construction permits for a total of 408 units consisting of 228 multifamily residential units (56%), 71 single family detached units (17%), and 109 ADUs (27%). Finally, a total of 245 units received final inspection approval resulting in occupancy of 144 multifamily residential units (59%), 33 single family detached units (13%), and 68 ADUs (28%).

Attachment "1"
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Staff will continue motoring progress for the 2025 year. After Planning Commission receives and files this report, staff will present to City Council. Thereafter, staff will submit the APR to the necessary reporting agencies: OPR, HCD, and SANDAG. The APR will provide regional and state partners the opportunity to identify trends in land use and housing which will in turn give them a better understanding on local development activities.

FISCAL ANALYSIS
There are no direct fiscal impacts associated with this progress report. 63%
10%
27%
2024 Units Entitled
Multifamily Units
Single Family Units
Accessory Dwelling Units
56%
17%
27%
2024 Units Construction
Permit Issuance
Multifamily Units
Single Family Units
Accessory Dwelling Units
59%
13%
28%
2024 Units Final Building Inspection
Multifamily Units Single Family Units Accessory Dwelling Units Attachment "1"
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Item8.

ENVIRONMENTIAL ANALYSIS
The Housing Element Annual Progress Report is a reporting document, and does not create or alter policy. The content is provided for informational purposes only, and is exempt from the requireme nts of the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines section 15378(b)(5), which exempts from the definition of a “project” organizational or administrative activities of governments that will not result in direct or indirect physical changes in the environment. This informational item provides a means to monitor the success of implementing the Housing Element and review what was implemented during the 12 -month reporting period. All counties and cities in the state are required to submit the annual report pursuant to Government Code section 65400.

PUBLIC INPUT
As of the writing of this report, City staff received no public comment on this item.

CONCLUSION AND RECOMMENDATION
Receive and file.

ATTACHMENTS

1. 2024 Housing Element Annual Progress Report

Attachment "1"
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Jurisdiction Escondido ANNUAL ELEMENT PROGRESS REPORT
Reporting Year 2024 (Jan. 1 - Dec. 31) Housing Element Implementation Planning Period 6th Cycle 04/30/2021 - 04/30/2029
1 Projection
Period 3 4
RHNA Allocation
by Income Level
Projection
Period -
06/30/2020-
04/29/2021
2021 2022 2023 2024 2025 2026 2027 2028 2029
Total Units to
Date (all
years)
Total Remaining
RHNA by
Income Level
Deed Restricted - 25 - - 4 - - - - - Non-Deed Restricted 13 2 25 42 51 - - - - - Deed Restricted - 25 10 - - - - - - - Non-Deed Restricted 3 13 29 34 42 - - - - - Deed Restricted - - - - - - - - - - Non-Deed Restricted 36 16 13 11 8 - - - - - Above Moderate 4,967 382 168 154 521 303 - - - - - 1,528 3,439 9,607
434 249 231 608 408 - - - - - 1, 930 7,677 5 6 7
Extremely low-
Income Need 2021 2022 2023 2024 2025 2026 2027 2028 2029 Total Units to Date
Total Units
Remaining
932 - 5 18 - - - - - - 23 909 VLI Deed Restricted
VLI Non Deed Restricted
Please note: The APR form can only display data for one planning period. To view progress for a different planning period, you may login to HCD's online APR system, or contact HCD staff at [email protected]. 1,443
162
This table is auto-populated once you enter your jurisdiction name and current year data. Past year information comes from previous APRs. 84 Moderate
1,864
1,249
1,527
Please contact HCD if your data is different than the material supplied here 156
2 Table B
Regional Housing Needs Allocation Progress
Permitted Units Issued by Affordability
1,702
1,093
Please note: For the last year of the 5th cycle, Table B will only include units that were permitted during the portion of the year that was in the 5th cycle. For the first year of the 6th cycle, Table B will only include units that were permitted since the start of the planning period. Projection Period units are in a separate column.

Total RHNA
Total Units
Income Level
Very Low
Low
Extremely Low-Income Units*
Note: units serving extremely low-income households are included in the very low-income RHNA progress and must be reported as very low-income units in section 7 of Table A2. They must also be reported in the extremely low-income category (section 13) in Table A2 to be counted as progress toward meeting the extremely low-income housing need determined pursuant to Government Code 65583(a)(1). *Extremely low-income housing need determined pursuant to Government Code 65583(a)(1). Value in Section 5 is default value, assumed to be half of the very low-income RHNA. May be overwritten.

Progress toward extremely low-income housing need, as determined pursuant to Government Code 65583(a)(1).

Please Note: Table B does not currently contain data from Table F or Table F2 for prior years. You may login to the APR system to see Table B that contains this data.

Attachment "2"
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Jurisdiction Escondido
Reporting Year 2024 (Jan. 1 - Dec. 31)
1 2 3 4
Name of Program Objective Timeframe in H.E Status of Program Implementation

1.1 Sites Inventory and No
Net Loss/Replacement
Housing Monitoring.

New housing opportunities for
homeownership and rental for all
households by supporting construction
of new housing for homeownership and
rental units on vacant and nonvacant
sites identified in the sites inventory.

Ongoing/ Monthly
Underway.

1. In 2023 the City of Escondido developed and implemented a procedure to track No Net Loss and Replacement Requirement (AB 1397 and SB 166). The No Net Loss process tracks unit count and income/affordability assumed on parcels in SSI; actual units constructed and income/affordability, and net change in capacity and RHNA on a monthly basis. For the SB 166 Replacement Requirement, a secondary process for tracking has been implemented through the City's Cityworks software. Planners register the number of units demolished on an ongoing basis. In 2024, Planners continued to monitor progress in a month to month basis.

2. The East Valley Specific Plan was adopted July 19, 2023. The plan rezoned approximately 191 acres into mixed use, meeting the 124 above moderate and 44 moderate shortfall of the Housing Element's adequate sites.

3. As of 2023, a Sites Inventory has been published on the City's webpage.

4. In 2025, planning staff will amend the Zoning Code to require replacement of existing deed restricted or occupied units by lower income households as a condition of project approval, pursuant to AB 139. Even though there is no ordinance a place at the local level, City staff defer to state regulation.

ANNUAL ELEMENT PROGRESS REPORT
Housing Element Implementation
Housing Programs Progress Report
Describe progress of all programs including local efforts to remove governmental constraints to the maintenance, improvement, and development of housing as identified in the housing element.

Table D
Program Implementation Status pursuant to GC Section 65583 Attachment "2"
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1.2 Density Transfer
Programs
Efficient use of land resources by
increasing the residential
capacity of a project. The program
ensures that capacity in the Downtown
and East Valley will never
be lost if a property is developed with
fewer residential units allowed by the
zoning.
2023
Underway.

The East Valley Specific Plan was adopted by Escondido City Council July 19, 2023, and as a part of the plan's adoption, the Density Transfer Program was created. In 2024, the City developed an administrative mechanism to implement and track the EVSP density transfer program. In 2025, the City will analyze and transfer any density from City-owned sites into the credit pool consistent with the Housing Element and EVSP.

The City anticipates applying to SANDAG's SGIP funding program in Q2 of 2025 to fund the establishment of an affordable housing trust fund and associated in- lieu fee.

1.3 By-Right Approval of
Projects with 20%
Affordable Units on
"Reuse" Sites and Sites
Rezoned
Facilitate housing development for
lower income households by allowing
for by-right approval of housing
development that includes 20% of the
units as housing affordable to lower
income households in line with AB 1397.

Within 1-year of Housing
Element Adoption
Not yet Started.

In 2024, the City wroked on developing a Pre-Approved ADU program in accordance with AB1332 and LEAP grant deadlines. The City will begin implementation of programs which include developing and adopting a by-right ordinance in 2025.

1.4 City-Owned Sites
Facilitate the
redevelopment/development of
affordable housing on City-owned sites.

Annually
Underway.

The City’s current policies are aligned with state’s requirements for the Surplus Land Act. in 2024, the city hired a new Real Property manager. The City has begun coordination and inventory of potential Surplus Land Act sites, which is the first step in facilitating redevelopment of City-owned sites.

Attachment "2"
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1.5 Lot Consolidation
Efficient use of land resources through
consolidation of small lots to achieve
economies of scale and offer
opportunity for improved site design
and amenities.

Ongoing and action in
2023
Underway.

1. As part of the Housing Element Update, the City included a Sites Inventory to facilitate development.

2. City staff continue to assist developers with identification of parcels for consolidation and partnership opportunities between interested property owners, as available.

3. The City continues to use a streamlined process for lot consolidation purposes.

4. The City anticipates hiring a new long range planner to further implementation of the City's adopted Housing Element, including processing a zoning ordinance update that will include incentives for lot consolidation by end of 2025.

1.6 Density Bonus
Facilitate affordable housing
development.
2022 Completed. The City amended the Density Bonus ordinance in 2021 and 2022 to comply with AB 2345.

1.7 Removal of
Constraints to
Development
Facilitate housing development by
removing potential constraints to
development.
2021-2022
Underway.

In 2023, the City began working with SANDAG to develop objective design standards and a procedure to qualify projects under SB 35. Coordination will continue throughout 2025 to ensure that the new standards are effective in supporting new housing and reducing development constraints.

1.8 Monitoring of Growth
Management Measure
Increased public awareness of the City’s
housing needs and obligations under
State law.

Ongoing
Underway.

The City continues to monitor Proposition S and potential impacts to development in the City
Attachment "2"
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2.1 Accessory Dwelling
Units
Additional housing opportunities for
lower and moderate income households
through ADU construction.

Throughout planning
period, as well as actions
in 2022.

Underway.

1. In 2024, the City worked with RRM Desgin Group to develop pre-approved ADU (PAADU) floor and architectural plans. With reallocation of LEAP funding, the City also developed a public-facing ADU guidebook and complementary resources that can help guide homeowners through the ADU permitting process.

In 2024, the City held 2 community outreach and engagement events to raise awarness of the program. In 2025, City staff will hold a workshop with the City's elected leaders so they, too, are aware of the PAADU program.

2. ADU submittals are continuing to increase annually. Staff continues to facilitate ADU submittals through personal interactions with the public and developer community. The City's ADU ordinance was updated in 2024 to ensure compliance with State Law and consistency with the Escondido Zoning Code.

3. An ADU ordinance allowing religious institutions to construct ADUs has yet to be developed.

4. The City monitors ADU construction annually and monthly as a part of the RHNA tracking process. Trends during the 6th cycle thus far show the City is on track to meeting its 360 ADU estimate.

Attachment "2"
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Item8.

2.2 First-Time Homebuyer
Assistance
Additional housing opportunities for
lower income households by helping at
least one household annually (8 over the
planning period).

Ongoing/annually
Ongoing.

The City of Escondido’s First-time Homebuyer program served one individual for the 2024 calendar year.

Housing and Neighborhood Services staff continues to provide information about the First-time Home Buyer program to residents. Although there is public interest in the program, San Diego’s exorbitant housing prices and increasing interest rates make it impossible for individuals to afford a home. HUD’s maximum purchase price limits also prevent individuals from pursuing home purchases. The median list price of a home in Escondido, according to Zillow, is $846,281 which is almost $148,281 more than the maximum purchase price set by HUD, $698,000.

City staff are currently experiencing gridlock in administering the First-time Homebuyer Program since families that meet the program’s income limits are not able to afford a monthly mortgage, typically around $5,100 a month.

2.3 Essential Middle
Income Rental Housing
Program
Additional housing opportunities for
lower and moderate income household. Ongoing
Underway.

In 2023, the City did not receive inquiries to convert properties to affordable housing.

2.4 Housing Choice
Vouchers
Rental Assistance for extremely low
/very low income households – 1,000
households with Housing Choice
Vouchers; 30 senior/disabled
households for rent sub
Ongoing
Underway.

In 2023, 829 Escondido residents received Housing Choice Vouchers from the San Diego County Housing Authority. There are 4,370 households on the wait list.

The City continues to market the Housing Choice Voucher Program and other rental assistance programs on the City’s website and public counters.

The City continues to assist 19 seniors with an ongoing rent subsidy ranging from $75 - $125 per month. All rent subsidy awardees are on the waiting list for Section 8 vouchers.

Attachment "2"
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Item8.

2.5 Mobile Home Park
Conversion
Housing stabilization and home
ownership opportunities for lower and
moderate income households
Ongoing/annually
Underway.

No mobile home park conversions occurred in 2023. No city-sponsored workshops or technical assistance was provided to the residents to meet this goal; however, an appraisal of 23 City-owned mobilehome park lots was conducted in 2024 with the goal of selling these lots, providing home ownership opportunities. Additionally, Housing staff are working with the Real Property Division to provide educational materials to mobilehome on that process.

Housing staff are also working with Real Property to finalize sale process for two spaces.

2.6 Mobile Home Rent
Review
Stabilized rents for mobile home
residents, many of whom are lower
income.

Ongoing
Underway.

The City continues to review and process applications in adherence with local and State law.

In 2024, 4 short applications were presented to the Rent Review Board. As of February, 2025, Housing staff is in the process of reviewing 4 active short-form applications. There are no pending long-form applications at the moment.

2.7 Special Needs Housing Increased housing opportunities for households with special needs. 2022
Underway.

In 2024, the City began collaboration with SANDAG's Housing Acceleration Technical Assistance Program (HAP TA) to develop Zoning Code amendments that will address provisions of special needs housing including transitional housing, emergency shelters, employee housing, reasonable accommodation for persons with disabilities, residential care facilities, and manufactured homes.

The City hopes to finalize this effort in 2025.

2.8 Affordable Housing
Development
Acquisition, rehabilitation, preservation,
or construction of affordable housing
for lower and moderate income
households.

Annually
Underway.

1.The construction of 10 new affordable homeownership units at less than 80% AMI located at 245 E. El Norte Parkway, Escondido, CA were finaled on various dates between 2/6/2024 and 4/29/2024. The Deeds, Promissory Notes, and Regulatory Agreements were all executed in June, 2024.

2. In 2023, the City completed Valley Senior Village, a 50-unit multifamily development for seniors 62+. Valley Senior Village will provide 24 units for individuals experiencing homelessness and 25 units for 30-60% AMI using recycled RDA Funds. One unit will be reserved for the onsite manager.

Attachment "2"
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2.9 Inclusionary Housing
Assessment (not yet
adopted)
Education of City Officials and general
public on inclusionary housing
mechanisms; potential adoption on an
inclusionary housing ordinance.
2022 and prior to 7th cycle
Not yet Started
Program 2.9 requires the City to conduct a Residential Sector Feasibility Study (RSFS) in the event affordable units are not numerically on track with projected RHNA allocations after two consecutive APR years. The 2023 numbers for affordable units (i.e., very-low, low, and moderate incomes) since 2021 are not keeping pace with the City's RHNA for such incomes; therefore, Program 2.9 is triggered with the 2023 calendar year's reporting. In the next 12-18 months the City will work toward identifying funding and procuring a consultant to lead the RSFS. Results will help the City meet all of the 6th cycle housing element’s RHNA allocations.

2.10 SB 9 Ordinance
Increase housing opportunities and
densities throughout the City’s low
density residential zones.
2022
Underway
In 2023, the City adopted an SB 9 ordinance. Since, the City has received requests for urban lot splits. Applications are in the review process. We have yet to receive any SB 9 requests 2 family unit subdivisions. If SB 9 family unit subdivisions are requested, the City will monitor affordability.

3.1 Housing Rehabilitation Improved housing conditions for lower income households. Annually
Not yet implemented.

No housing rehabilitation programs were initiated by the City in the 2024 FY. In FY 25, The City of Escondido plans to allocate $50,000 in CDBG funding to provide a Minor Home Repair Program to seniors. Staff are working to plan and implement that program.

Attachment "2"
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3.2 Focus on
Neighborhoods
A place-based strategy for
neighborhood improvements and the
opportunity for significant community
impact both in physical improvement
and improvement in quality of life for
neighborhood residents.

Annually
Underway.

In 2023, The City of Escondido approved 4 CDBG neighborhood improvement projects within Disadvantaged Communities. Projects include: (1) multiple community clean ups, (2) upgrades to light fixtures in Old Escondido, (3) graffiti eradication, and (4) upgrades to the Washington Pool at Washington Park.

Additionally, the City funded a splash pad in at Grove Park. The City continues to implement the second phase of the Old Escondido Neighborhood Lighting project through CDBG funds.

In 2023, the City leveraged CDBG-CV funds to develop a Request for Proposal (RFP) for homeless prevention and utility assistance. In 2024, Housing and Neighborhood Services staff worked with FORWARD to finalize contracting and implement both programs, however, FORWARD decided to continue contracting.In 2025, staff will re-release a Request for Proposal (RFP) to award a new organization.

In the calendar year 2023, project NEAT worked on 131 cases total and referred 17 cases to the City's Code Compliance Division for enforcement. In calendar year 2024, Project NEAT worked on 111 cases total and referred 0 cases to the City’s Code Compliance Division for enforcement.

Housing and Neighborhood Services staff continues to work with the engineering department on the safe routes to school program. In the 2025 calendar year, staff will explore the possibility of providing sidewalks for residents from the South Tulip Neighborhood (CT 205.03) since there are safety concerns for children who walk to Felicita Elementary School.

3.3 Preservation of At-Risk
Housing
Continued affordability of subsidized
housing developments. Annually
Underway.

City staff are in the process of finalizing an agreement with Community HousingWorks to extend the affordability of 21 units at Daybreak Grove (13 units) and Sunrise Place (8 units) for an additional 45 years. The updated agreement is currently under legal review. Execution is expected in Q1 of 2025.

Once finalized, the contract will ensure continued affordability restrictions and compliance with funding requirements.

Attachment "2"
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3.4 Fair Housing
The City will undertake a series of
actions to affirmatively further fair
housing.

Various implementation
dates, including annually.

Underway.

In April of 2024, a total of two fair housing workshops were conducted, one in English and one in Spanish. Legal Aid held a staff training in June of 2024 and hosted monthly virtual webinars throughout the year.

Legal Aid will continue to host workshops through the 2024 calendar year.

Attachment "2"
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Jurisdiction Escondido Note: "+" indicates an optional field Reporting
Period 2024
(Jan. 1 - Dec.
31)
Cells in grey contain auto-calculation
formulas
Designation Size Notes
1 2 3 4 5 6 7
APN Street Address/Intersection Existing Use Number of
Units
Surplus
Designation
Parcel Size (in
acres) Notes
270-281-29 Via Rancho Pkwy /Eucalyptus Ave Vacant Surplus Land 0.05 234-240-05 1889 South Citrus Ave Vacant Surplus Land 3.5 270-281-31 Via Rancho Pkwy /Eucalyptus Ave Vacant Surplus Land 0.08 227-340-01 1101 E El Norte Pkwy Vacant Surplus Land 0.09 227-340-02 1111 E El Norte Pkwy Vacant Surplus Land 0.09 227-340-03 1121 E El Norte Pkwy Vacant Surplus Land 0.09 227-340-04 1131 E El Norte Pkwy Vacant Surplus Land 0.09 233-622-25 Chestnut Dr right of way Vacant Surplus Land 0.02 233-623-38 Chestnut Dr right of way Vacant Surplus Land 0.1 233-622-19 Chestnut Dr right of way Vacant Surplus Land 0.03 226-202-03 1763 N Broadway Vacant Surplus Land 0.36
235-083-21 1640 W 11th Ave Vacant Surplus Land 0.01
235-083-35 1898 W Valley Pkwy Vacant Surplus Land 0.3
231-100-01 2141 Bear Valley Pkwy Vacant Surplus Land 0.17 231-100-02 2171 Bear Valley Pkwy Vacant Surplus Land 0.11 238-061-48 Via Rancho Pkwy /Eucalyptus Ave Vacant Surplus Land 0.11 238-530-25 Via Rancho Pkwy /Eucalyptus Ave Vacant Surplus Land 0.38 235-331-25 Citracado Pkwy/Fantero Ave Vacant Surplus Land 0.01 235-331-17 Citracado Pkwy/Fantero Ave Vacant Surplus Land 0.01 235-331-18 Citracado Pkwy/Fantero Ave Vacant Surplus Land 0.01 235-331-19 Citracado Pkwy/Fantero Ave Vacant Surplus Land 0.03 235-331-20 Citracado Pkwy/Fantero Ave Vacant Surplus Land 0.07 235-331-21 Citracado Pkwy/Fantero Ave Vacant Surplus Land 0.01 235-331-23 Citracado Pkwy/Fantero Ave Other Surplus Land 0.01 Vacant land with portions of improved sidewalk 235-332-56 Citracado Pkwy/Fantero Ave Other Surplus Land 0.01 Vacant land with portions of improved sidewalk 228-400-19 Country Club Dr Other Surplus Land 0.03 Vacant land with portions of improved sidewalk 228-400-21 Country Club Dr Other Surplus Land 0.06 Improved roadway and sidewalk areas 229-310-82 E Washington Ave Vacant Surplus Land 0.03
229-522-02 Poplar Way Other Surplus Land 0.01 Edge of improved paved lot/road 32-542-15, 232-372-2 707 S Hale Ave Commercial Surplus Land 0.99 NOTE: This table must contain an invenory of
ALL surplus/excess lands the reporting
jurisdiction owns
Summary Row: Start Data Entry Below
Parcel Identifier

ANNUAL ELEMENT PROGRESS REPORT
Housing Element Implementation
Table H
Locally Owned Surplus Sites
For San Diego County jurisdictions, please format the APN's as follows:999-999-99-99 Attachment "2"
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STAFF REPORT

March 26, 2025
File Number 0865-60

SUBJECT

FEASIBILITY STUDY FOR THE DEVELOPMENT OF THE AG TECH INNOVATION CENTER IN ESCONDIDO,

CALIFORNIA

DEPARTMENT
Economic Development

RECOMMENDATION
Request the City Council Receive and File the feasibility study created by the Vine Institute analyzing the potential for the development of the AgTech Innovation Center in Escondido Staff Recommendation: Receive and File (Economic Development Department: Jennifer Schoeneck, Director of Economic Development)
Presenter: Jennifer Schoeneck, Director of Economic Development ESSENTIAL SERVICE – Yes, Land Use/Development
COUNCIL PRIORITY – Increase Retention and Attraction of People and Businesses to Escondido

FISCAL ANALYSIS
The feasibility study estimates the total cost for the full buildout of the AgTech Innovation Center at 455 North Quince Street to be approximately $7.5 million. This figure includes the costs of construction, equipment, and necessary renovations to transform the facility into a regional hub for AgTech innovation, entrepreneurship, and workforce development. Key cost components include:
 Outfitting the Food Hub ($3.48 million); and
 AgTech Incubator ($1.15 million); and
 Consumer-Packaged Goods (CPG) Lab ($880,000); and
 Test Kitchens ($750,000); and
 Office spaces ($517,500)
Once fully operational, the Center is projected to have annual operating costs of approximately $2 million.

These expenses account for staffing (a director, program staff, and food hub workers), utilities, maintenance, and professional services. The study projects that the Center can generate $2.03 million in annual revenue, primarily from tenant lease agreements, food hub operations, agritourism subscriptions, and corporate sponsorships
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Funding Mechanisms:

To fund the buildout and ensure financial sustainability, the City can pursue a combinatio n of federal, state, corporate, and philanthropic funding sources:

Federal Grants:
 Economic Development Administration ( “EDA”) Build to Scale Program – Supports technology innovation and regional economic growth; and
 United States Department of Agriculture (“USDA”) Urban Agriculture and Innovative Production Grants – Funds urban and innovative agricultural initiatives; and  USDA Agricultural Innovation Center Program – Provides support for agricultural technology and business development.

State Programs:
 California Jobs First, Regional Investment Initiative – Supports sustainable food systems as a priority industry in San Diego County; and
 California Department of Food and Agriculture (CDFA) Specialty Crop Block Grant Program – Funds specialty crop-related projects, including AgTech initiatives; and  Farm to Community Food Hubs Program – Provides grants for regional food hubs.

Corporate & Philanthropic Partnerships:

Potential sponsors include local private companies and philanthropic entities.

PREVIOUS ACTION
On August 24, 2022, staff presented the concept of a Pilot AgTech Incubator at the city -owned property at 455 N. Quince Street. The presentation outlined potential short -term and long-term uses of the site and the City Council requested a comprehensive financial analysis to understand the fiscal implications of the proposed uses. On December 7, 2023, staff presented to the City Council Economic Development Subcommittee on the City’s AgX initiative, which supports Agriculture and AgTech efforts aligned with the priorities outlined in the City’s Comprehensive Economic Development Strategy (“CEDS”). As part of this presentation, staff recommended entering into a contract with the University of California Agricultural and Natural Resources (“UCANR”) department to conduct a feasibility study for an AgX Innovation Center on a City -owned vacant property. The Subcommittee approved including the proposal in the American Rescue Plan Act (“ARPA”) reallocation exercise scheduled for the January 31, 2024, City Council meeting.

On January 31, 2024, City staff proposed reallocating ARPA funding to support City Council’s priorities.

Among the approved projects, $115,000 was allocated to fund a contract with UCANR and the VINE to conduct a feasibility study for an AgTech Innovation Center in support of the City’s AgX initiative. 405
Item9.

BACKGROUND
The County of San Diego has the greatest number of small farms of any County in the United States.

Agriculture remains an economic priority industry in the City of Escondido according to t he City's CEDS.

Agricultural small businesses in Escondido (farmers and suppliers) were disproportionately affected by the COVID-19 pandemic as restaurant and venue closures decreased demand for locally supplied produce and agricultural goods.

To support small-scale agricultural operations and bring forward a brighter future for the local agriculture industry, the City of Escondido partnered with the UCANR department and the VINE to conduct a feasibility study for an Ag X Innovation Center. The study identif ied 455 N. Quince Street , a city-owned

3.48-acre property with 40,680 square feet of existing warehouse and office space, as the ideal location for this center. The proposed facility would serve as a regional hub for agricultural technology and innovation that includes:
 An incubator space for AgTech startups; and
 Serve as a regional food hub for local produce distribution; and  House a consumer-packaged goods (“CPG”) lab and test kitchen; and  Serve as an agritourism coordinating center; and
 Further grow the “Grown in San Diego” brand
The study also assessed the financial feasibility, estimating that full buildout and program implementation would require significant investment, with potential funding opportunities identified to support phased development. The AgX Innovation Center aims to position Escondido as a leader in sustainable agriculture, entrepreneurship, and workforce development in Southern California.

ATTACHMENTS
a) Attachment “1” —Feasibility Study for the Development of the AgX Innovation Center i n Escondido, California
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FEASIBILITY

STUDY FOR THE

DEVELOPMENT OF

THE AG X INNOVATION

CENTER IN ESCONDIDO,

CALIFORNIA
October 2024
prepared by

INSTITUTE
Attachment "1"
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Table of Contents
I. EXECUTIVE SUMMARY
A
. M

ETHODOLOGY
B. KE

Y FINDINGS AND RECOMMENDATIONS
Ke
y Findings
R
ecommendations
C. C

ONCLUSIONS
II
. TH

E NEED AND VISION FOR AN AG X INNOVATION CENTER

IN ESCONDIDO, CALIFORNIA
A. O

VERVIEW
B. CI

TY OF ESCONDIDO COMPREHENSIVE ECONOMIC

DEVELOPMENT STRATEGY AND CALIFORNIA JOBS
FIRST – GUIDING PRINCIPLES FOR AGRICULTURAL

INNOVATION
C.

SA

N DIEGO COUNTY AND ESCONDIDO AGRICULTURAL

CHARACTERISTICS
III. CON

SIDERATION OF AGRICULTURAL TECHNOLOGY USES

FOR THE ESCONDIDO AG X INNOVATION CENTER
IV. RE

COMMENDED PROGRAMS AND SPECIFICATIONS OF AN

ESCONDIDO AG X INNOVATION CENTER AND INCUBATOR
AT 455 N. QUINCE STREET
A.

REG

IONAL FOOD HUB
B. IN

CUBATOR SPACE FOR AGTECH COMPANIES
C. CO

NSUMER-PACKAGED GOODS FOOD AND BEVERAGE

LAB AND TEST KITCHEN
D. AG

RITOURISM COORDINATING CENTER
E. “G
ROWN IN SAN DIEGO” BRAND RE-EMPHASIS
V. PR

OPOSED DESIGN ALTERNATIVES AND TECHNICAL

NEEDS OF AN ESCONDIDO AG X INNOVATION CENTER AND
INCUBATOR AT 455 N. QUINCE STREET
VI.

FI

NANCIAL PROFORMA AND PHASED BUSINESS PLAN AND

POTENTIAL FUNDING SOURCES
A. C

OST ITEMS
B. RE
VENUES
C. AD

DITIONAL POTENTIAL FUNDING SOURCES
VII. C

ONCLUSIONS
VIII. A

PPENDICES
3 5
6 7
9 10
11 14
17 20
21 26
30 33
37 39
44 45
50 51
54 56
Attachment "1"
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I.

EXECUTIVE

SUMMARY
Attachment "1"
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4 feasibility study for the development of the ag x innovation center in escondido, california The Vine Institute, a California nonprofit public benefit corporation created to support innovators and entrepreneurs working in agriculture, food systems, and related technology, was retained by the City of Escondido, California to perform an independent and objective feasibility analysis for the establishment of an agricultural innovation center at the City owned property at 455 N. Quince Street.

The City of Escondido has a long history of agricultural production and heritage with the potential to blossom further into a modern hub for agricultural technology and innovative practices. Escondido has long been a fertile ground for diverse agricultural endeavors. Historically, the

FEASIBILITY STUDY FOR THE

DEVELOPMENT OF THE AG X

INNOVATION CENTER IN ESCONDIDO,

CALIFORNIA

SUMMARY OF KEY FINDINGS
The Ag X Innovation Center Feasibility Study was conducted to determine the best use for the existing city-owned property and buildings at 455 N. Quince Street in Escondido, California. Based upon key findings developed as a result of extensive data analysis, independent research and review, individual stakeholder interviews, and targeted group discussions, the following goals are set forth:

1. Cr
eate a shared vision for the Ag X Incubator and Program

2. Id
entify the current market landscape for agricultural technology innovation in California, the United States, and across the globe

3. Ev
aluate various design alternatives and technical needs of the incubator

4. Id
entify building and program requirements and specifications

5. De
velop an operating proforma model and phase 1 business plan Attachment "1"
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Item9.
5 feasibility study for the development of the ag x innovation center in escondido, california area was known for its citrus groves and vineyards, which laid a strong foundation for a thriving agricultural economy. Over the years, the focus has expanded to include a variety of crops, especially avocados, and innovative farming techniques, responding to the evolving demands of both markets, climate, and evolving demographics within San Diego County and Southern California.

We have endeavored to: (1) create a shared vision for the Ag X Innovation Center; (2) analyze the current agricultural technology market situation across San Diego County, California, the United States and around the world; (3) evaluate possible design alternatives and technical needs of the Ag X Incubator; (4) identify building and program requirements and specifications for the proposed uses for 455 N. Quince Street in Escondido; and (5) provide a sustainable operating proforma model and phase 1 business plan.

A. M ETHODOLOGY
To identify and develop recommendations for the practical creation of the Ag X Innovation Center in Escondido, California, we began by analyzing the need for agricultural technology innovation and the current and future trends across California, the United States, and around the world. We considered the current socio-economic makeup of the City of Escondido and the surrounding areas of San Diego County’s agricultural production and processing and the region’s role in creating opportunities for future food and agricultural production and related technology development.

Second, we solicited stakeholder input targeting agricultural industry leaders, processors, Ag X current and potential stakeholders, trade associations, agricultural technology startups, local government, and university officials, as well as complementary professionals, including economic development directors from neighboring communities in San Diego County. We also interviewed individuals who have experience with the technology sector generally in the San Diego region.

Third, we reviewed and analyzed potential agricultural innovation options to be included in the Escondido Ag X Innovation Center. These options emanated from our extensive review and analysis of existing technology innovation centers across the country and around the world Attachment "1"
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Item9.
6 feasibility study for the development of the ag x innovation center in escondido, california as well as a review of the greatest needs for agricultural technology advancements now and into the future, especially those beneficial to San Diego County and the surrounding region.

Finally, we performed a financial analysis to develop an initial business plan/proforma to ensure the feasibility, long-term viability, and sustainability of the Escondido Ag X Innovation Center. This was based upon existing market conditions, presumptive costs and expenses, projected revenue streams, and other relevant criteria.

We also recommended various potential funding opportunities for consideration.

B. K EY FINDINGS AND

RECOMMENDATIONS

KEY FINDINGS
• T he City of Escondido and San Diego County is home to a diverse agricultural community.
•
L
ocal and regional agricultural production is threatened by increasing costs of production, conversion of agricultural land, and international competitive pressures.
•
T
he City of Escondido has prioritized Agriculture and AgTech Development through its five-year Community Economic
Development Strategy (CEDS).
•
T
he San Diego Border Region through the California Jobs
First Program has also determined that Agriculture and
Sustainable Food Systems are a top priority.
•
T
he City of Escondido has a dedicated property to develop an Ag X Innovation Center and Incubator.
•
D
evelopment of an Ag X Innovation Center can become an
economic driver and job creator for the City of Escondido and the surrounding region.

Attachment "1"
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7 feasibility study for the development of the ag x innovation center in escondido, california

RECOMMENDATIONS
Based upon the aforementioned analysis and consideration, the following recommendations for the creation of an Escondido Ag X Innovation Center are set forth:

1. D
evelop a Regional Food Hub for aggregation and distribution of locally produced agricultural products.

2. D
evelop a Business Incubator to nurture existing agricultural technology companies and to develop start-up opportunities for innovative and regional applicable technologies.

3. C
reate a Consumer-Packaged Goods (CPG) Laboratory
along with appropriate Test Kitchen facilities to support local and regional emerging CPG food companies and
entrepreneurs focused on the emerging local and regional market demands.

4. S
upport local AgriTourism efforts through the development of collaborative practices, applications, and land use
partnerships within the region.

5. B
uild upon the “Grown in San Diego” brand with the goal to further develop intentional placemaking, marketing, and differentiation of locally grown products.

C. CONCLUSIONS
Through its long history of agricultural production and strong cultural heritage, the City of Escondido has the potential to emerge as a modern hub for agricultural innovation and sustainable creative practices.

Escondido is uniquely positioned to be a leader in the region for this economic cluster, offering existing land, supply chain resources, and infrastructure such as the Membrane Filtration and Reverse Osmosis (MFRO) water facility, a rail spur, and especially, the property at 455 N. Quince Street.

As this extensive feasibility analysis concludes and given the aforementioned attributes of the City of Escondido, we recommend Attachment "1"
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Item9.
8 feasibility study for the development of the ag x innovation center in escondido, california the creation of the Ag X Innovation Center at 455 N. Quince Street. The creation of the Ag X Innovation Center would be a unique proposition and catalytic venue to spur agricultural development appropriate for Escondido and the San Diego/Southern California region for the next several decades.

The overall foundational need and vision for the creation of an Ag X Innovation Center is based in the City’s CEDS, San Diego County’s Jobs First priority, and the current status of agriculture across San Diego County, and most specifically within the City of Escondido. For agriculture to remain viable and vibrant, an Ag X Innovation Center is essential for the continued development of creative and innovative practices for food and agricultural production into the future.

Today, the spirit of innovation continues with the integration of AgTech into various aspects of agriculture. AgTech is the use of technology in agriculture with the aim of improving yield, efficiency, and profitability.

Not all AgTech needs to be cutting edge or breakthrough but should be readily applicable to the specific needs of the local and regional community, industry, and marketplace. Creative practices that maximize a locality’s specialties and strengths are just as important for the long- term sustainability of the food and agricultural sector.

Therefore, the mix of recommended programs and activities in a newly created Ag X Innovation Center at 455 N. Quince Street in Escondido, CA will provide the necessary epicenter for local and regional agricultural and economic development.

Attachment "1"
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II.

THE NEED AND

VISION FOR AN AG X

INNOVATION CENTER

IN ESCONDIDO,

CALIFORNIA
Attachment "1"
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Item9.
10 feasibility study for the development of the ag x innovation center in escondido, california A. OVERVIEW
Settled in a long valley in the coastal mountains of Southern California, Escondido, which means “hidden” in Spanish, lies about 18 miles inland, 100 miles south of Los Angeles, and 30 miles northeast of San Diego. Surrounded by avocado and citrus groves, the City is a diverse, vibrant community. More and more people are making Escondido their “City of Choice.” As the heart of San Diego North, it is one of the few remaining communities where people of all income levels can enjoy the Southern California lifestyle. It offers attractive homes in a wide range of prices, two lakes, several parks, a sports center, golf courses, restaurants, wineries, shopping centers, comprehensive healthcare, and the nearby San Diego Zoo Safari Park. In addition, the California Center for the Arts, Escondido, brings world-class entertainment to the area along with Queen Califia’s Magical Circle, a sculpture garden in Kit Carson Park donated by late internationally renowned artist Niki de Saint Phalle. In recent years Escondido was named by Money Magazine as the Best Place in the West in which to retire and, at the other end of the spectrum, was named a Kid-Friendly City for its broad range of youth programs. Ladies Home Journal also ranked Escondido number eight among the Top Ten Cities for Government.
1 Established in 1888, the city’s rich past brings charm and stability to the community. Integrated with Escondido’s treasured heritage is a progressive future, bright and brimming with promise. New jobs, new cultural amenities, new entertainment venues, new choices for residential living, and a new vision for Escondido’s future, make Escondido a city to consider with potential opportunities to grow its economic base into the future.

In addition, Escondido also has a long history of agricultural production and strong heritage with the potential to blossom further into a modern hub for agricultural technology and innovative practices. The City of Escondido has long been a fertile ground for diverse agricultural endeavors. Historically, the area was known for its citrus groves and vineyards, which laid a strong foundation for a thriving agricultural economy. Over the years, the focus has expanded to include a variety of crops, especially avocados, and innovative farming techniques, responding to the evolving demands of both markets and climate. 2 1 ht tps://www.escondido.gov/
2 ht tps://freshbrewedtech.com/cultivating-innovation-escondidos- thriving-agricultural-sector-and-its-future-in-agtech/
Attachment "1"
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11 feasibility study for the development of the ag x innovation center in escondido, california B. C ITY OF ESCONDIDO

COMPREHENSIVE ECONOMIC

DEVELOPMENT STRATEGY AND
CALIFORNIA JOBS FIRST – GUIDING

PRINCIPLES FOR AGRICULTURAL

INNOVATION
In 2023, the City of Escondido updated its five-year Comprehensive Economic Development Strategy (CEDS) for 2023-2028. The CEDS is a strategic plan intended to guide and inform local policymaking over a five-year period. In addition to bringing together place-based analysis, community feedback and strategic guidance, it also qualifies communities for partnership with federal agencies such as the U.S.

Department of Commerce’s Economic Development Administration (EDA), to apply for and receive infrastructure grants and other forms of funding. It is updated every five years, with annual reports on the local jurisdiction’s progress in achieving the action plan outlined in the document. The City of Escondido’s previous CEDS was completed in 2018.

Escondido’s CEDS recommends that the City pursue an economic development strategy that is focused on improving four community fundamentals, including:
•
F
undamental 1 -
B
alancing of Population Growth Rates
•
F
undamental 2 -
D
evelopment of More Economic

Opportunities
•
F
undamental 3 -
A
ctively Maximize the Value of Land
•
F
undamental 4 - D
evelopment of Intentional Placemaking

and Marketing
From these four community fundamentals, Escondido’s CEDS further recommends strategic priorities and initiatives across three thematic areas, including:
○ T
hematic Area 1:

S
treamlined Industry Targeting
○ T
hematic Area 2:

P
romotion of Entrepreneurship and

C
ommercialization
○ T
hematic Area 3:

C
reation of a Downtown Destination

D
istrict
Attachment "1"
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12 feasibility study for the development of the ag x innovation center in escondido, california Most specifically, the need and vision for the development of an Ag X Innovation Center within the City of Escondido emanates from these basic community fundamentals (especially Fundamentals 2 through 4) and focused thematic areas (i.e., 1 and 2 as noted below).

Under Thematic Area 1, Escondido’s CEDS recommends that the first targeted cluster is Agriculture and AgTech. These related areas evolve from the city’s historical strengths in farming and ranching, and aim to preserve and grow existing agriculture operations, food packaging, and food production companies. Escondido is uniquely positioned to be a leader in the region for this cluster, offering existing land, supply chain resources, and infrastructure such as the Membrane Filtration and Reverse Osmosis (MFRO) water facility, a rail spur, the property at 455 N. Quince Street, and the San Diego County Farm Bureau. The city’s growing professional services and technology industry coupled with historical strengths in agriculture and food offer the opportunity to grow as an Agriculture and AgTech hub for Southern California, conveniently located between Los Angeles and Imperial Counties. 3 Moreover, Escondido’s CEDS recommends that another targeted cluster is Tourism or Agritourism , including food and beverage businesses.

Escondido can offer niche tourism experiences that take advantage of the area’s excellent agriculture, wineries, and breweries, including emerging Agritourism opportunities locally and nearby in north San Diego County.

Additionally, under Thematic Area 2 , Escondido’s CEDS further recommends the promotion of entrepreneurship and early-stage scaling including AgTech development, testing, prototyping, and low- scale manufacturing, and processing.
4 The relevant environments for
these activities are home offices and laboratories, small office buildings, and small warehouses that might have formerly accommodated local services like auto repair and storage. In other words, Escondido should seek to foster the kinds of manufacturing activities that can fit in the spaces it has available.

The overarching goal of all these fundamentals and themes outlined under Escondido’s CEDS is job creation and workforce development 3 Cit y of Escondido Comprehensive Economic Development Strategy (CEDS) 2023-2028, pg. 57, Beacon Economics.
4 Cit y of Escondido Comprehensive Economic Development Strategy (CEDS) 2023-2028, pg. 61, Beacon Economics.

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13 feasibility study for the development of the ag x innovation center in escondido, california with higher paying jobs generated within the City of Escondido. This important goal is also highlighted in California’s Jobs First Initiative.

San Diego County and the City of Escondido are part of the California Jobs First Southern Border Coalition, including San Diego and Imperial Counties. The Coalition aims to foster long-term economic resilience across San Diego and Imperial Counties, and coordinates competitive applications for additional funding from the state government.

The Coalition is comprised of community of environmental justice organizations, regional economic development entities, labor unions, community-based organizations (CBOs), local governments, educational institutions, and Indigenous Tribes working together to create an equitable economic development plan for the region.

The Southern Border Coalition of California Jobs First submitted its Regional Plan Part 2 at the end of August 2024. In this Regional Plan, priority industry sector strategies were identified, and the highest priority within the San Diego County Subregion was Agriculture + Sustainable Food Systems.
5 More specifically, the Plan6 highlights the
importance of cultivating an equitable and sustainable agricultural and food system sector in San Diego County through
7:

1. P
reserving agricultural land and soils and committing to long- term production

2. I
ncreasing the viability of local farms, fisheries, and food businesses

3. S
caling up local, sustainable, and equitable food value chains

4. El
evating wages and working conditions, and improving
career pathways

5. I
mproving community food environments
5 ht tps://cajobsfirst.sdsu.edu/#:~:text=The%20Southern%20 Border%20Coalition%20is%20part%20of%20California’s%20
California%20Jobs
6 C alifornia Jobs First Southern Border Coalition, Regional Plan Part 2, submitted August 31, 2024.
7 San Diego Agricultur e + Sustainable Food Systems Industry Sector Form, submitted August 31, 2024.

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14 feasibility study for the development of the ag x innovation center in escondido, california C. S AN DIEGO COUNTY AND

ESCONDIDO AGRICULTURAL

CHARACTERISTICS
In San Diego County, agriculture contributes $2.88 billion to the economy and supports nearly 17,000 jobs. Agriculture in San Diego County has exceptional diversity that provides economic stability within agriculture and to the broader county economy.
8 In 2022, the
total number of acres grown in the San Diego region was 214,438 acres, while the total value of production was $1,776,799,614.

Nursery and crop flower products made up 69% of the region’s total crop production in 2022, while fruit and nut crops were the second most prominent crop group, making up 17% of total crop production.

More specifically, the top 10 crops in the region in 2022, as well as associated acres harvested and economic value for each, is outlined in Table 1, Top 10 Crops, Acres Harvested, and Economic Value.

TABLE 1: TOP 10 CROPS IN SAN DIEGO COUNTY, 2022
Source: https://awmsdcropreport.com and https://www.sdfarmbureau.org/top-crops/ Crop Acres Harvested Economic Value
Bedding plants 1,927 $445,359,543
Ornamental trees and shrubs 4,662 $375,080,420
Indoor flowering and foliage 870 $310,568,221
Avocados 12,597 $122,828,221
Vegetables 2,526 $113,080,084
Livestock and poultry – $94,389,528
Lemons 2,847 $73,922,314
Oranges 3,728 $38,203,806
Other cut fruit and bulbs 830 $32,437,482
Citrus, avocado, and
subtropical fruit trees 216 $22,352,065
8 ht tps://www.sandiegocounty.gov/content/dam/sdc/awm/docs/ SDAgImpact.pdf
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15 feasibility study for the development of the ag x innovation center in escondido, california Additionally, there were approximately 4,031 farms across San Diego County in 2022, with the median size of farms of 5 acres. 9 Table 2 highlights the number farms by size across the county:

TABLE 2: FARMS BY SIZE, SAN DIEGO COUNTY, 2022
Source: United States Census of Agriculture, 2022
More specifically, the Escondido agricultural sector reflects the importance of avocado production across the county. A recent study prepared for the California Avocado Commission by ERA Economics highlights the changes and impacts of avocado production on Escondido and San Diego County.
10 As recently as 2006, the majority of avocados consumed in the U.S. came from California. Now less than 10% of U.S. consumed avocadoes are grown in the state. Avocado acreage in San Diego County has decreased substantially, by 35% from 2012 to 2022. Acreage for the 2022-2023 season is down 14% more. The causes of this decline are many but mainly due to the increasing cost of farming and increasing competition from Mexican avocado imports.

Additionally, avocado growers operate in a competitive market and have limited ability to pass on higher input costs. As water, labor, and material input costs increase this reduces income for Escondido area Farms by Size Number
1 to 9 acres 2,790
10 to 49 acres 849
50 to 179 acres 260
180 to 499 acres 107
500 to 999 acres 20
1,000 acres or more 35
9 United States Census of Agriculture, 2022,
ht
tps://www.nass.usda.gov/Publications/AgCensus/2022/Full_Report/Volume_1,_ Chapter_2_County_Level/California/st06_2_001_001.pdf
10 “Economic Contribution and Ecosystem Service Value of Avocados in the Escondido Area,” pr
epared

for

the

California

Avocado

Commission

by

ERA

Economics,

September

2024.

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16 feasibility study for the development of the ag x innovation center in escondido, california growers, forcing some to exit the industry. 11 Avocado producers in Mexico have lower costs, which offers an advantage over Escondido area growers and threatens U.S. food security and the ability to produce domestically within San Diego County. Every avocado produced at the farm generates additional local economic activity. The total economic impact contribution of San Diego County agriculture exceeds $2.8 billion per year, creates directly and indirectly nearly 30,000 part-time and seasonal jobs, and supports more than 7,000 other jobs in local industries. Of this, around 700 jobs and $40 million in output value are from avocado growers in Escondido.
12 In summary, the overall foundational need and vision for the creation of an Ag X Innovation Center is based in the City’s CEDS, San Diego County’s Jobs First priority, and the current status of agriculture across San Diego County, and most specifically within the City of Escondido.

In order for agriculture to remain viable and vibrant, an Ag X Innovation Center is essential for the continued development of creative and innovative practices for food and agricultural production into the future.

The following feasibility analysis explores several recommended programs for an ideal Ag X Innovation Center in the City of Escondido and outlines several leading innovative agricultural technological solutions that will make Escondido a hub for leading-edge agricultural innovation into the 21
st century and beyond.
11 “Economic Contribution and Ecosystem Service Value of Avocados in the

Escondido

Area,”

prepared

for

the

California

Avocado

Commission
b
y

ERA

Economics,

September

2024,

pg.3.
12 Ibid.

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III.

CONSIDERATION

OF AGRICULTURAL

TECHNOLOGY USES

FOR THE ESCONDIDO

AG X INNOVATION
CENTER
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18 feasibility study for the development of the ag x innovation center in escondido, california Agricultural Technology (AgTech) is the application of innovative technologies to enhance various agricultural processes, including plant, animal, and aquaculture farming. In ancient times, simple tools such as hoes made from sticks and stones, or forked sticks used to create trenches for planting seeds
13, represented significant technological
advances that improved agricultural practices and, by extension, the human condition.

Today, the spirit of innovation continues with the integration of AgTech into various aspects of agriculture. AgTech is the use of technology in agriculture with the aim of improving yield, efficiency, and profitability. This includes, but is not limited to, new products, services, applications, and often more specifically, biotechnology, regenerative agriculture, controlled environment agricultural practices (CEA), and the Internet of Things (IoT).
14 However, not all AgTech
needs to be cutting edge or breakthrough but should be readily applicable to the specific needs of the local and regional community, industry, and marketplace. Creative practices that maximize a locality’s specialties and strengths are just as important for the long- term sustainability of the food and agricultural sector.

We have focused our analysis on several programs and innovative practices that are most appropriate for the City of Escondido and San Diego County. We conducted over sixty stakeholder interviews and four focus groups, targeting agricultural industry leaders, growers, processors, City of Escondido stakeholders, trade associations, agricultural technology startups, local government officials, as well as other San Diego-area complementary professionals and industries.

Overall, the proposed project received a positive impression, with growers, economic development entities, and local government leaders expressing the most enthusiasm. Interviewees showed positivity about the city’s proposed location and overall direction.
13 ht tps://www.tstar.com/blog/history-of-agriculture-equipment- important-developments-and-examples#:~:text=The%20
earliest%20innovations%20involve%20the,emerged%20over%20 5000%20years%20BC.

14 https://www.startus-insights.com/innovators-guide/
agriculture-trends-innovation/
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19 feasibility study for the development of the ag x innovation center in escondido, california As a result, through this interactive process we have identified the following coordinated five prong approach to deliver and develop a sustainable model for San Diego and Escondido agriculture:

1. D
evelop a Regional Food Hub for aggregation and distribution of locally produced agricultural products.

2. D
evelop a Business Incubator to nurture existing agricultural technology companies and to develop start-up opportunities for innovative and regional applicable technologies.

3. C
reate a Consumer-Packaged Goods (CPG) Laboratory along
with appropriate Test Kitchen facilities to support local and regional emerging CPG food companies and entrepreneurs
focused on the emerging local and regional market demands.

4. Su
pport local AgriTourism efforts through the development of collaborative practices, applications, and land use partnerships within the region.

5. B
uild upon the “Grown in San Diego ” brand with the goal to further develop intentional placemaking, marketing, and differentiation of locally grown products.

The following analysis discusses each of these programmatic areas in detail and highlights their interconnected and collaborative relevance to the vision and need of the City of Escondido in creating an Ag X Innovation Center. These programs also directly reflect the importance of Escondido’s CEDS and the Southern Border Region Jobs First priorities.

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I V.

RECOMMENDED

PROGRAMS AND

SPECIFICATIONS OF

AN ESCONDIDO AG X

INNOVATION CENTER

AND INCUBATOR AT
455 N. QUINCE STREET
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21 feasibility study for the development of the ag x innovation center in escondido, california The City of Escondido-owned site at 455 N. Quince Street (see Figure 1 below) is the proposed location for the Ag X Innovation Center. The parcel is approximately 3.48 acres, and the existing buildings are approximately 40,680 square feet. The buildings are a mix of high ceiling warehouse space with roll-up doors and one-story offices appropriate for mixed uses as projected. The site also includes a large parking area that can be utilized for off-loading products and preparation of deliveries as well as enough space to develop alternative uses related to the proposed programs.

Figure 1: 455 N. Quince Street, Escondido, CA with approximate square footage.

A. R egional Food Hub
Across the United States over the last several years, many communities have identified the need for expanded regional “agricultural infrastructure” to strengthen the local and regional food system and the region’s many agricultural producing communities. Agricultural infrastructure commonly is defined to encompass aggregation, packing, processing, marketing and distribution capacity and facilities, including “Food Hubs.” Overall, agricultural infrastructure:

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22 feasibility study for the development of the ag x innovation center in escondido, california • I mproves the efficiency and sustainability of the local food system
•
I
ncreases access to healthy foods in underserved communities •
S
upports the viability of agriculture
•
C
reates new jobs and economic opportunities
•
H
elps preserve valuable farmlands
The food hub movement is growing rapidly across the nation as a strategy to support and strengthen local and regional food systems.

While the term “food hub” has a diversity of meanings, a common current usage describes an enterprise that provides aggregation, distribution, and marketing services and sometimes processing services to small and medium regional growers. It connects growers to larger markets they could not otherwise serve, and provides a source of fresh, sustainably grown locally produced food for regional institutional, wholesale and retail customers at a scale required to meet their needs.

Agriculture has deep roots in San Diego County and the City of Escondido. The region has existing aggregation, processing, and distribution capacity, mostly focused upon the primary agricultural products such as nursery crops, avocados, and citrus. Although unevenly distributed, the San Diego region also has direct market assets including farmers’ markets, Community Supported Agriculture (CSA subscription food box programs), farm stands, and agritourism.

It is also home to growers who have pioneered more efficient conventional, organic, and sustainable practices on space-limited sites across the County.

This analysis focuses primarily on food hubs and their expanding networks as an integral element in the region’s local market infrastructure, which includes assessing the potential for food banks to support food hub operations and opportunities to increase access to fresh produce in underserved communities and to better serve the needs of institutional buyers and consumers. A key focus is to provide market channels and support for small to medium-sized growers – including new farmers, economically disadvantaged farmers, BIPOC farmers, and veterans entering agriculture among others – but the food hub can be a market resource for growers of any scale. Participation of larger growers, especially in the initial phase of the food hub, could help provide the product volumes necessary to achieve economies of scale that would in turn create the capacity to serve larger customers with cost-competitive pricing and reliability of supply, and establish a solid market base.

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23 feasibility study for the development of the ag x innovation center in escondido, california In the long-term, a financially sustainable business will be the best way to provide market opportunities for small and medium-sized growers, working with a wide range of partners to address additional community and social benefit goals. A core aspect of the approach is to leverage existing resources within the region, including existing food hubs, and the food banks which are leaders in the local food system movement and have transportation, logistics and other capacity to help incubate a regional food hub network. Other options include partnerships with existing fresh produce distribution companies and wholesalers which have a strong presence in the region, to provide them with a new market channel for locally sourced and identified produce and value-added products.

1. L
ocal Partnership with Foodshed Cooperative
I
n order to quickly develop a successful food hub at the Ag X Innovation Center, we propose to establish a working
partnership with Foodshed Cooperative. Foodshed works
directly with farmers, eaters, and entrepreneurs to cultivate an equitable food system in San Diego while addressing the challenges posed by the climate crisis. Founded in March 2020, Foodshed increases access to healthy food, addresses food insecurity in low-income communities, and empowers small farms to produce quality harvests. To bring healthy, nutritious, and affordable produce to local families, Foodshed connects its network of small and urban regenerative farms directly to communities that need it most.
15 Fo odshed sustains communities by meeting people where they are and works tirelessly to build and sustain healthy families.

Foodshed connects local farmers with local communities to provide families with clear pathways to healthy, nutritious, and affordable fruits and vegetables. The impact on the local economy could be huge: if San Diegans spent only 5% of their food budget on locally grown products, the region could sustain approximately 6,000 small farms. These purchases would, in turn, have an additional $2.7 billion economic multiplier effect to recirculate in local communities.
16 15 ht tps://www.foodshedcooperative.com/about-us
16 Ibid.

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24 feasibility study for the development of the ag x innovation center in escondido, california Fo odshed is working directly with farmers to build thriving farms that produce quality food that is good for the people and the environment, by developing a mutual aid support network to empower local BIPOC, new, and seasoned farmers to farm regeneratively. Foodshed is cultivating economic viability by cooperating with farmers and creating a multi-faceted support network that is committed to fighting climate change, using the concept of carbon farming and regenerative agriculture practices to restore and rehabilitate the approach to food and farming systems. This approach could allow farms to offset 100% their greenhouse gas emission.
17 C urrently, Foodshed aggregates the freshest, most ethically produced products you can find from farmers whose practices include regenerative, organic, pasture-raised, and climate- smart production. They serve customers who are committed to investing in these farmers through Community Supported Agriculture (CSA) subscriptions.

Foodshed Cooperative can be the leader and assist in the initial development of food hub services for the Ag X Innovation Center. As the food hub facilities mature and the volume of available locally grown food increases, additional services and markets can be developed as outlined in the following table:
17 https://www.foodshedcooperative.com/about-us
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25 feasibility study for the development of the ag x innovation center in escondido, california Source: The Role of Food Hubs in Local Food Marketing, The USDA Regional Food Hub Resource Guide, and Sacramento Region Food Hub Feasibility Analysis – Sacramento Valley Food Hub Business Plan, August 2014.

As an initial phase of development for a regional food hub, we recommend the conversion of a portion of the existing 455 N.

Quince Street site building into useable space for the operation of aggregation and distribution facilities. The proposed food hub will be designed to undergo several phases of operations, from basic aggregation, packing, packaging and distribution activities during the start-up and early expansion phases, to gradually put in place increased value-added activities such as light processing that will position the hub to develop a viable regional market niche for fresh produce.

There are five primary functions that will be targeted for the proposed food hub facility model at full build out. It will be important to select products for this venture that can be marketed either fresh or frozen,

POSSIBLE RECOMMENDED FOOD HUB SERVICES/ACTIVITIES
Operation Services Producer Services Community/
Environmental Services
Pre-cooling, sorting,
grading, culling, washing,
cooling
Actively linking producers
and buyers, contracting for
product
Increasing community awareness
of “buy local” benefits
Producer aggregation On-farm pick-up, crate
system, delivery
Distributing to nearby “food
deserts”
Packaging and
re-packaging
Production and post-
harvest handling training
Food bank donations
Light processing (trimming,
cutting, freezing, drying)
Management services,
business, and crop planning
Youth and community
employment opportunities
Brokering Value-added product
development
Recycling and composting
programs and renewable energies
Branding and market
promotion
Food safety and Good
Agricultural Practices
(GAP) training and
certification
Contact with growers &
distributors with existing
receiving & cleaning stations as
mini-aggregation sites
Cold and dry storage,
extending seasonality
Liability insurance Partnering with food banks on
logistics and transportation
Distribution Facilitating access to capital Education on policy barriers, including local procurement
issues
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26 feasibility study for the development of the ag x innovation center in escondido, california to provide flexibility for changing market conditions, and to extend seasonality and shelf life. The anticipated primary functions are as follows:
•
R
eceiving and aggregating the produce
•
P
re-cooling
•
P
ackaging, packing, and/or adding value such as through
peeling or cutting
•
Pr
ocessing
•
S
toring and shipping
As discussed below in Sections V and VI, the cost estimates for the creation and operation of the food hub will be based upon the development of the existing building to include refrigeration/cold storage, production equipment, produce handling/storage, fire protection, auxiliary systems and equipment, mobilization, engineering and management, and any additional contingency.

B. I ncubator Space for AgTech
Companies
Company incubation facilities, also known as business incubators, are specialized programs designed to support the development and growth of startup companies. Agricultural technology incubation facilities, also known as AgriTech incubators, are specifically designed to support the development and growth of startups in the agricultural sector. These facilities provide a range of resources and services to help new businesses overcome challenges and succeed in the AgriTech industry. Below is a list of attributes commonly associated with AgriTech incubators:
•
Ph
ysical Space: Incubators offer office space, meeting rooms, and sometimes laboratory and field facilities.
•
Sh
ared Services: Access to shared services such as internet, phone lines, and administrative support.
•
M
entorship and Training: Guidance from experienced mentors and training programs to help entrepreneurs develop their business skills, particularly in agricultural technology. •
A
ccess to Funding: Assistance in securing funding through investor connections, grants, and other financial resources.

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27 feasibility study for the development of the ag x innovation center in escondido, california • B usiness Development: Nurturing and accelerating the growth of new businesses by providing essential resources and support tailored to the agricultural technology sector.
•
C
ost Savings: Reducing the initial costs for startups by offering shared services and facilities at lower rates.
•
S
kill Enhancement: Providing training and mentorship that helps entrepreneurs develop the skills needed to run a successful AgriTech business.
•
N
etworking: Creating opportunities for startups to connect with investors, partners, and other key stakeholders in the agricultural industry.
•
E
conomic Growth: Contributing to the local and national economy by creating jobs and fostering innovation in agriculture.

1. B
usiness Incubator Space/Convening Space
The AgriTech business incubator space will provide office, conference, and other amenities that a startup company needs to be housed within the facility. The design of this space will allow for both private and communal areas. Private office spaces will give incubator tenants the privacy needed for their business operations. Communal spaces will enable the sharing of common equipment (copiers, printers, etc.) and other office amenities, relieving tenant startups from investing in capital business equipment costs that they might not need initially.

Additionally, the communal space will encourage an open, collegial, and collaborative working environment. Conference rooms associated with the business incubator spaces will vary in size to accommodate intimate and larger group gatherings as needed for the AgriTech incubator tenants. State-of-the-art technology will be incorporated into the facility to help enable the success of the incubator tenants (e.g., video conferencing, high-speed internet and intranet, cloud computing, AI R&D, etc.).

2. Wet Laboratory
A BSL2 level wet laboratory on-site will allow for a versatile setup to meet the research and development needs of most tenants. A BSL2 wet laboratory will enable the study of most items that may be of interest to an AgriTech startup while providing a safe environment for laboratory personnel to Attachment "1"
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28 feasibility study for the development of the ag x innovation center in escondido, california perform their experiments. Adding a chemical hood to the laboratory would allow tenants to perform proper chemical handling/experiments in the hood. The general setup of a wet laboratory should include benchtop space with chemical- resistant countertops (e.g., slate or epoxy, typically six benches per lab), sinks, chemistry hoods, cabinetry, lighting, plumbing, gas lines (natural gas, nitrogen, air, etc.), vacuum lines, electrical (110V and 220V), and emergency backup power hookups, both tap H
2O and di-H2O lines to the sinks, etc. In addition to these, a wet laboratory should also include space for computers, at least one biological safety cabinet, refrigerator(s), freezer(s), and incubator spaces.

A lab of this type could service most tenants of the incubator facility (including AgriTech and Consumer-Packaged Goods labs and Test Kitchens, as needed).

3. I
nitial AgTech Stakeholder/Company - AZENTIVE
As described previously, an AgTech startup incubator can support early-stage agricultural technology companies
by offering funding, training, mentorship, networking
opportunities, and resources for day-to-day operations. These resources help startups grow by providing financial assistance, educational programs to develop business and technical
skills, guidance from experienced entrepreneurs and industry experts, and connections with potential investors, partners, and customers. This comprehensive support system enables “agripreneurs” to build their businesses from the ground up and advance to the next stage of development.

An example of an interested AgTech business within the
greater Escondido, CA area that has expressed a desire to locate to the proposed AgTech incubator facility is AZENTIVE

18. AZENTIVE is a “wellness, regenerative systems, and emerging technology company.” They focus on creating positive social, environmental, health, and community impacts through
“Biomimicry Science solutions.” Their initiatives aim to produce nutrient-dense foods and plant-based medicines by mimicking natural processes.
18 https://www.azentive.com/
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29 feasibility study for the development of the ag x innovation center in escondido, california AZENTIVE’s flagship technology is based on replicating the full spectrum of sunlight to allow plants to grow indoors as if under natural sunlight. Their “Sun On-Demand™ (aRadiant Sun™)” technology supports both indoor and outdoor plant cultivation.

AZENTIVE emphasizes the importance of local, regenerative farming and collaborates with small farmers to promote healthy heirloom and legacy genetics. This technology supports the regenerative cultivation of plants, promoting healthier growth, stronger immune systems, and higher compound-density in plants. It is particularly beneficial for growing plant-based medicines and nutrient-dense foods, as it helps plants achieve full genetic expression.

AZENTIVE emphasizes that they are not just a lighting company, but a wellness and sustainability company focused on creating symbiotic systems that benefit plants, people, and the planet.

A review of AZENTIVE’s plans indicates a vision for an “impactive, integrative, regenerative circular economy” with wellness, education, and circular regeneration as the core guiding principles. Within their vision are anticipated five foundational core facilities focusing on:
i.

S
unlighting and soil facility
ii. N
ursery facility for trees, seeds, pollen, and exotic and medicinal plants
iii. A c
ommercial kitchen, café, and apothecary for their produce iv. E
-waste metal recovery facility
v. E
ducation and innovation sandbox facility
As a foundational tenet of the Ag X Innovation Center,
AZENTIVE could utilize multiple aspects of the proposed facility, including the AgTech incubator, wet lab, CPG and test kitchen, and food hub, while also branding their products as “Grown in San Diego Brand.”
Additional phased development of the Ag X Innovation Center could see expanded growth into available space in the current back parking area. For instance, this space could be developed to include growth facilities for controlled environmental agriculture (CEA) and other greenhouse facilities, revolutionizing growth, and innovation to foster entrepreneurship in the regional AgTech industry, with AZENTIVE taking an early lead in this development.

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30 feasibility study for the development of the ag x innovation center in escondido, california C. C onsumer-Packaged Goods
Food and Beverage Lab and Test
Kitchen
Consumer-Packaged Goods (CPG) are items used daily by average consumers that need to be replaced or replenished regularly. These include goods such as food, beverages, clothes, and healthcare and beauty products. In a world transformed by the post-pandemic era, consumer interests reflect a shift toward healthier more natural ingredients in everyday products and a rising demand for sustainable options. This global trend signals a pressing need for change, urging CPG companies to adapt quickly. To stay competitive, CPG companies need to consistently deliver meaningful pioneering and innovative products faster than ever before. To highlight the importance of the CPG market, the following facts are most informative
19:
•
T
he global CPG industry is predicted to add $3.18 trillion in value in 2024.
•
I
n the United States, that amounts to $821 billion in value added.
•
T
he industry value is projected to reach $18.94 trillion by 2031. •
6 7 of the top 100 CPG companies are in the food and beverage industry.
•
C
ompared to 2021, the average American household makes
10+ mores trips to buy food and beverages.
•
A
pproximately $1.4 trillion is spent on food each month.

San Diego County and the City of Escondido stand poised to deliver a new array of food and beverage products suited for today’s demanding consumers, especially with the creation of innovative CPG products targeted to local and regional markets produced from local and regional agricultural crops. San Diego County already has a built-in economy and consumer base with a population of nearly

3.3 million people.
20 The City of Escondido has a population of just
over 150,000, the third largest city within the County.21 Furthermore, San Diego County’s population is increasingly diverse with 34% Hispanic/Latino, 12.5% Asian, 4.7% Black/African American, and 19 ht tps://explodingtopics.com/blog/cpg-industry
20 https://dof.ca.gov/forecasting/demographics/estimates-e1/ 21 Ibid.

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31 feasibility study for the development of the ag x innovation center in escondido, california

15.8% two or more races. 22 The population base and its diversity are ripe markets for creative and innovative CPG food and beverage products grown and produced in San Diego. However, in order for locally produced CPG items to flourish, a locally and regionally focused innovative laboratory for new food products and packaging needs to be established as an important foundation of the Escondido Ag X Innovation Center.

1. C
ollaborative Relationship with Naturally San Diego
As part of our stakeholder outreach within the region
and local community, we solicited the input of Naturally San Diego, an organization established to bring together entrepreneurs, investors, brands, retailers, and industry experts for the purpose of making San Diego the best place to launch and scale a natural products company.
23 Kierstin
Rielly, Executive Director of Naturally San Diego informed us that their focus is not primarily on agricultural products, food, or beverages, but many of the consumer health and beauty brands that they work with do have connections to the regional agricultural community.

More specifically, Naturally San Diego surveyed its
membership regarding the needs of food and beverage CPG companies and emerging start-up firms and their responses were informative for the creation of a CPG Lab and Test Kitchen space as follows:
•
N
eed for FDA approved clean space for production
•
N
eed for packaging line for snacks or beverage powders
•
N
eed for commercial kitchen facilities for bottling or canning of ready-to-drink beverages
•
N
eed for commercial kitchen facilities for snacks or other food products
•
N
eed for dehydrators, dehumidifiers, or other drying
equipment
22 ht tps://www.census.gov/library/stories/state-by-state/california-population-change- between-census-decade.html#:~:text=See%20how%20California’s%20population%20 and%20housing%20changed%20from
23 ht tps://naturallysandiego.org/
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32 feasibility study for the development of the ag x innovation center in escondido, california • N eed for batch laboratory for prototyping or quick turnaround samples and the ability to create comparable products
•
N
eed for representative manufacturing and packaging
equipment, especially for natural products, including high shear mixers and hot filling capabilities for balms, creams, and high viscosity products
•
N
eed for affordable clinical trials/claims testing/research with the ability to expand to focus groups and market research •
N
eed for small studio photo space to showcase new products •
N
eed for separate commercial kitchen space for individualized operation and activity
As a result of this instructive feedback, we recommend that the CPG Lab and Test Kitchen be designed to accommodate multiple client companies at the same time. The lab should also include various storage rooms including ambient storage for at least two levels of humidity and refrigerated storage for both low and medium temperatures. The lab will be divided into two areas, first being a “gray” area where raw materials and supplies are received and handled, and the second being a “clean” area (not to be confused with clean rooms for biopharmaceutical industry), where in process and finished products are being handled/ produced in a sanitary environment. To facilitate the physical separation of the two areas, not only will a dividing wall be required, but also consideration will need to be given to maintaining positive air balance in the “clean” room and slightly negative air balance in the “gray” room.

For personnel access to the “clean” room, a special entrance (anteroom) is strongly encouraged. The anteroom shall have positive air pressure, but less than that of the clean room and shall be equipped with a handwash sink with a no touch faucet and a no-touch hand air dryer; a shoe sanitizer mat; accommodation for the donning of smocks, hair, and beard nets, etc. (important to guard against cross contamination). Once in the “clean” side of the lab, it is important that each client company has a dedicated sink and counter so that these functions do not have to be shared. The lab should also include the following shared equipment:
•

Blanching equipment
•

Grinders, choppers
•

Fermenters
•

Product pumps
•

Decanter
•
U
ltrafiltration system
•
C
ooking operations such as a couple of Rational-type ovens, a heated tunnel cooker and various kettles
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33 feasibility study for the development of the ag x innovation center in escondido, california • T unnel for drying
•
V
arious means for the use of refrigerant including a CO 2 crust freezer, a nitrogen freezing tunnel, an individually quick frozen (IQF) tunnel, and a cooling tunnel
•
C
onveyors for separating raw material by size, color and by quality
•
C
ontainer fillers and closures
•
S
licers, dicers, and peelers
•
P
ouch fillers and sealers (most likely using preformed flexible pouches)
•
N
itrogen flushing of packages
•
C
old box (refrigerated built-in storage) and/or commercial refrigerators and freezers for in-process or finished product storage
Additionally, within the total area of the CPG Lab and Test Kitchen, we further recommend that three separate commercial kitchens (approximately 1,000 sq. ft. each) be created to allow multiple client companies to work independently to maintain proprietary activity and prevent cross-contamination of product.

D. A gritourism Coordinating Center
Agriculture in San Diego County has exceptional diversity that provides economic stability within agriculture and to the broader county economy. Nursery and greenhouse production have generated the majority of agricultural sales since the 1990s. San Diego County is also the top avocado and fresh tomato producer in the country, and has 545 organic farms, the most of any county.
24 As noted above, the primary commodities grown in San Diego, including avocados, vegetables, and citrus, are losing acreage annually as international imports of the same commodities continue to saturate the market. Additional threats to farming in San Diego County includes the high cost of inputs (primarily water) and the shrinking margins of specialty crops grown in the region.
24 ht tps://www.nass.usda.gov/Publications/AgCensus/2022/Full_Report/ Volume_1,_Chapter_1_State_Level/California/st06_1_001_001.pdf Attachment "1"
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34 feasibility study for the development of the ag x innovation center in escondido, california Due to farming threats discussed above, growers in San Diego County need additional revenue streams to keep up with the rising costs of their inputs. A collective Agritourism strategy for San Diego County growers could capitalize on the significant tourism in the region and provide added income and revenues.

Allowance of Agritourism relies strongly on land use, which is determined locally by City Councils (for jurisdictions within city limits) and Boards of Supervisors (for non-incorporated areas). 25 The majority
of farms in San Diego County are located within unincorporated areas. San Diego has a large number of farms less than 5 acres, which are largely situated in rural to semi-rural regions that provide larger plots of land and appropriate zoning necessary for agriculture.

The County of San Diego has incentivized Agritourism uses through its land use planning. For example, on March 28, 2012, the County Board of Supervisors approved an amendment to the County’s Zoning Ordinance to establish Agricultural Tourism as an accessory use to Commercial Agriculture uses.
26 This Zoning Ordinance update
initiated the Agricultural Promotion Program, which supports and promotes agricultural tourism. On March 15, 2017, the County Board of Supervisors amended the Zoning Ordinance language pertaining to the Agriculture Promotion Program which adds and clarifies agricultural use definitions; supplements agricultural opportunities to include new agri-tourism accessory uses including wineries and animal uses. Uses that are regulated by these Zoning Ordinance amendments include creameries, microbreweries, micro-distilleries, and agricultural stores. 27 Since the implementation of the Agricultural Promotion Program in 2012, more than 100 companies in the County now participate in some form of Agritourism. A 1999 study estimated that over 200,000 people annually visit the Carlsbad Flower Fields, and those numbers may have risen significantly since then. Tourism is the third-largest economic driver in San Diego – generating $23.4 billion in regional economic impact in FY 2023, contributing to more than $1 billion in transient occupancy taxes, sales taxes and property taxes to government entities, and supporting more than 200,000 tourism-related jobs in the County.
28 As a result,
great opportunities exist to expand agricultural tourism in the region. 25 ht tps://sarep.ucdavis.edu/sites/g/files/dgvnsk5751/files/inline-files/byrne-tourism_0.pdf 26 ht tps://www.sandiegocounty.gov/content/dam/sdc/pds/zoning/formfields/PDS-PLN-207. pdf
27 ht tps://www.sandiegocounty.gov/pds/advance/agriculturepromotion.html 28 ht tps://sdtmd.org/case-study-san-diego-tourism-authority/#:~:text=Tourism%20is%20 the%20third-largest%20economic%20driver%20in%20San,more%20than%20 200%2C000%20tourism-related%20jobs%20in%20the%20County
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35 feasibility study for the development of the ag x innovation center in escondido, california The University of California Agriculture and Natural Resources (UC ANR), in partnership with the UC Cooperative Extension, has put in significant effort and resources into developing agritourism in the San Diego region.
29 For instance, UC ANR has developed the
Getting Started in California Agritourism program, which helps potential agritourism enterprises get started. More specifically, it provides resources, access to potential regulations and requirements, networking opportunities, assistance with developing a business and marketing plan.
30,31 Marketing resources and workshops on agritourism are also available to farmers and ranchers through UC ANR.32

1. C reation of Digital Interactive Application
The agritourism strategy for San Diego County would include the development of a digital app, featuring information about each agritourism location, along with marketing efforts in airports and on digital platforms such as Uber. There will need to be an innovative assessment model created for program sustainability. As a part of this project, there will be an opportunity to receive funding to update and make the UCANR interactive map more user-friendly. We propose to contract out the development and support of an interactive San Diego Agritourism digital application with a local software firm.

2. D
evelop Agritourism Technical Assistance Center
Technical assistance for growers wanting to adopt an
Agritourism strategy for their business is critical. As discussed above, UC ANR provides a variety of resources assisting farmers and growers with agritourism ventures at the state level as well as county specific. The San Diego UCANR Team received a grant to provide networking opportunities for those interested in agritourism activities and those currently in operation. The grant also supports technical assistance and connection to UCANR statewide resources. The funding runs 29 ht tps://ucanr.edu/sites/OAR/Resource_Directory/Marketing_285/ AgriTourism_-_Direct_Marketing/
30 ht tps://ucanr.edu/sites/agritourism/files/384252.pdf 31 ht tps://ucanr.edu/sites/agritourism/
32 ht tps://ucanr.edu/sites/agritourism/Teaching/
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36 feasibility study for the development of the ag x innovation center in escondido, california out in the first quarter of 2025 and an additional investment will be required to continue creating the ecosystem. People will need help navigating the regulation related to zoning and permitting. Access to grant funding and assistance with submission would be helpful especially during the permitting process. Insurance, standard liability specifically, is a factor as well and folks can use help there. There is an opportunity to invest in capacity building at the UCANR San Diego Office and/or staffing at the Ag X Innovation Center.

3. F
ocus on Agritourism Highlighting San Diego County
Viticulture
Although there are 115 wineries in the San Diego area,
the region is not well known for its wine production.
33 In
2023, San Diego County wineries generated $54.5 million in gross sales, an 11% increase over 2022 sales ($49.1 million), reaching a new all-time record. For a second year in a row, newer and expanding wineries led job growth in the sector, which rose to an estimated 802 jobs in 2023, a 13% increase over 2022 totals of 709.5.
34 There is an opportunity to expand
the viticulture industry in San Diego County with a collective county-wide wine ordinance that allows for more agritourism opportunities.

Based on discussions with Kim Murray of Beach House Winery, there is currently a lack of technical assistance and knowledge available to wine grape growers in the region. In addition, as part of the winery ordinance in San Diego, there is a maximum capacity of 12-14 persons in a vehicle to visit county wineries and they cannot have amplified noise (music, etc.).

The proposed agritourism strategy outlined above will also promote agritourism in the winery space. Although resources in the region allocated to viticulture are limited, the San Diego Viticulture and Enology Technician Apprenticeship Program (VETAP)
35 offers a two-year program for aspiring individuals
seeking careers in viticulture and enology, which includes a 33 ht tps://sandiegowineries.org/sd-wine-country/sdcva-story 34 ht tps://sandiegowineries.org/wp-content/uploads/2024/05/SDCVA_ Economic-Impact-of-SD-Wineries-Report-2024_FINAL-2.pdf
35 ht tps://www.sdvtap.org/
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37 feasibility study for the development of the ag x innovation center in escondido, california registered apprenticeship with both paid on-the-job training and supplemental coursework. This program provides
opportunities to expand on the viticulture workforce in the San Diego region and could be collocated within the Ag X Innovation Center in Escondido.

E. “Grown in San Diego” Brand
Re-emphasis
In the past, the San Diego Farm Bureau has initiated a “Grown in San Diego” brand to market to consumers products grown in the San Diego region. As a part of this strategy, growers participating in this platform were allowed to use the “Grown in San Diego” brand that the San Diego Farm Bureau has rights to promote and identify products grown in the San Diego region. The brand must be updated and revitalized to become something of value in the eyes of the consumer.

The strategy proposed under this plan will expand on San Diego Farm Bureau’s “Grown in San Diego” brand by providing the necessary marketing support with sustainable financial investment. This also emphasizes an important component of the City of Escondido CEDS, Fundamental 4 – Intentional Placemaking and Marketing. By re- emphasizing the “Grown in San Diego” brand it will not only allow San Diego but the Escondido growers the opportunity to tell their own story, highlighting the area’s key strengths and distinctive qualities, including superior amenities and comfortable quality of life along with unique growing environments and outstanding products.

The “Grown in San Diego” brand ties all the programs proposed for the Ag X Innovation Center together – it allows the marketing of food hub agricultural commodities and CPG products to be labeled and identified as uniquely “Grown in San Diego,” and it will also highlight the virtues of San Diego Agritourism sites and attractions. Additionally, it will afford all programs the ability to support one another financially through the sharing of personnel and potential revenue sources for long-term sustainability and viability.

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38 feasibility study for the development of the ag x innovation center in escondido, california Moreover, the “Grown in San Diego” program should work closely with the state’s California Grown Program and strive to execute a variety of marketing programs including retail, foodservice, and national promotions, owned and paid digital advertising, public relations campaigns and San Diego-focused agritours and special events highlighting the Escondido Ag X Innovation Center.

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V.

PROPOSED DESIGN

ALTERNATIVES AND

TECHNICAL NEEDS OF

AN ESCONDIDO AG X

INNOVATION CENTER

AND INCUBATOR AT
455 N. QUINCE STREET
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40 feasibility study for the development of the ag x innovation center in escondido, california Figure 2: Proposed lay-out of Programmatic Areas of the Escondido Ag X Innovation Center at 455 N. Quince Street.

Based upon the discussion throughout Section IV above of the proposed programs to be included in the Escondido Ag X Innovation Center, Figure 2 highlights the break-out of each of the recommended areas of innovative agricultural opportunities. We have attempted to maximize the existing building footprint with conversion to useable programmatic space. We have also anticipated the need for future growth by identifying space for potential sequential expansion.

1. R
egional Food Hub (15,400 sq. ft.)
The regional food hub as previously described will act as a centrally located facility that actively manages the aggregation, distribution, and marketing of Grown in San Diego Brand agricultural products. Serving as a crucial link between small and medium-sized farmers and larger markets, such as grocery stores, restaurants, schools, and hospitals, helping farmers focus more on farming by handling the logistics of getting their products to market. In addition, food hubs also provide education Attachment "1"
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41 feasibility study for the development of the ag x innovation center in escondido, california and training on sustainable production, food safety, and other relevant topics, technical assistance in areas like certification, branding, and post-harvest handling, and community
engagement through educational programs, health-awareness campaigns, and donations to local communities. Typically, a food hub includes a variety of equipment to support its operations, such as commercial kitchens for food processing and preparation, food processing equipment for tasks like washing, cutting, and packaging produce, cold storage for perishable items, dry storage for non-perishable items, packaging and labeling equipment for preparing products for sale, and transportation vehicles for distributing products to buyers. The proposed 15,400 sq. ft. size will provide the ability to perform these functions.

2. A
gTech Business Incubator (12,000 sq. ft.)
The AgTech business incubator space will function as a socio- technological connector to create a networking bridge and marketing systems that will accelerate industry and society toward solutions for food and health resilience. Specifically focused entrepreneur services and support, joint research and development across industry, government and academia, educational sessions, such as micro-credentialing for
agriculture or biotechnology, networking events, and hosting visiting interested parties globally will create a culture that will be a dynamic platform for inspiration and change. Displaying the innovation by inviting the public, lawmakers and other industry and community stakeholders in to view the work that is being done will create a framework for understanding the work at the center, paving the way for critical partnerships and access to capital providers. In addition to the AgTech Business Incubator a sub portion will house an BSL2 Wet Lab to aid in the developing of new products and devices that will be complementary to the other components that will make up the Ag X Innovation Center. The general lack of availability of labs that offer flexibility in ag-food-bio product development for start-up businesses or those looking to expand is often an insurmountable hurdle. Having essential elements such as a basic wet lab connected within the facility is an important model of efficacy and is advantageous for tenets of the incubator space. The Ag X BSL2 Wet Lab should not require more than ~2,000 sq. ft. leaving ~10,000 sq. ft. for the rest of the AgTech Business Incubator space to perform its purposes.

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42 feasibility study for the development of the ag x innovation center in escondido, california

3. C PG & Test Kitchen (8,500 sq. ft.)
The CPG and Test Kitchen will include everyday items like food, beverages, clothes, and healthcare products that need regular replenishment. Post-pandemic, there is a shift towards healthier, natural ingredients and sustainable options, urging CPG companies to innovate quickly. San Diego County and Escondido aim to create innovative CPG products from local crops, leveraging their diverse population.

To support this, a proposed CPG Lab and Test Kitchen in Escondido will include FDA-approved clean spaces, commercial kitchen facilities, and various specialized equipment. The lab will feature areas for raw material handling and sanitary production, with positive and negative air balance systems to prevent contamination. Shared equipment will include blanching equipment, grinders, fermenters, product pumps, ultrafiltration systems, ovens, drying tunnels, freezing tunnels, conveyors, container fillers, slicers, and nitrogen flushing systems. Additionally, three separate commercial kitchens will allow multiple client companies to work independently, maintaining proprietary activity and preventing cross-
contamination. These specific lab and processing areas will be important for demonstration and to translate ideas into real products for education and to attract critical investment. The 8,500 sq. ft. allocated will provide space for both the CPG and Test Kitchen with subspace divided into three individual 1,000 sq. ft. test kitchens, leaving ~5,500 sq. ft. for the CPG and remainder Test Kitchen needs.

4. A
gritourism (2,050 sq. ft.)
The Agritourism office will be a regional hub connecting visitors with agricultural experiences and activities in the greater Escondido, California area. The office should highlight local agricultural heritage with decor that includes farm tools, local produce, and informational displays about the area’s farming history.

Services provided by the Agritourism office should include organizing and scheduling farm tours, vineyard visits, and other agricultural experiences. They can offer workshops, classes, and demonstrations on topics such as sustainable farming, Attachment "1"
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43 feasibility study for the development of the ag x innovation center in escondido, california organic gardening, and animal husbandry. The office will host events like harvest festivals, farm-to-table dinners, and seasonal celebrations. They will provide maps, brochures, and guides about local attractions, accommodations, and dining options.

The office will sell local produce, handmade crafts, and other farm-related products. They will arrange hands-on activities like fruit picking, cheese making, and planting workshops based on local Escondido Agriculture heritage.

The office will coordinate transportation for visitors to and from various regional agritourism sites. They will assist with reservations for farm stays, bed and breakfasts, and other rural accommodations. The office will partner with local schools, businesses, and organizations to promote agricultural education and community involvement.

Agritourism offices play a crucial role in promoting local agriculture, educating the public, and providing unique, memorable experiences for visitors. The site should be well served by the proposed 2,050 sq. ft. which will function synergistically with the “Grown in San Diego” brand housed in the same front section of the facility.

5. G
rown in San Diego Brand (2,050 sq. ft.)
The “Grown in San Diego” brand section of the facility will aim to market and label local products as “Grown in San Diego” which will serve to help San Diego and Escondido growers showcase their strengths and unique qualities of their farms and produce. The brand will unify programs at the Ag X Innovation Center, promoting agricultural commodities, CPG products, and Agritourism. It will also support financial sustainability through shared resources. The program will collaborate with California Grown to execute various marketing initiatives, including retail, foodservice, digital advertising, public relations, and Agritourism. The 2,050 sq. ft. office housing this initiative will feature collaborative workspaces, meeting rooms, and state-of-the-art technology to support marketing efforts and foster innovation with the Agritourism section as well as the rest of the Ag X Innovation Center.

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44 feasibility study for the development of the ag x innovation center in escondido, california VI.

FINANCIAL PROFORMA

AND PHASED

BUSINESS PLAN &

POTENTIAL FUNDING

SOURCES
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45 feasibility study for the development of the ag x innovation center in escondido, california The financial proforma initially describes a scenario under full buildout and operation of the AgX Innovation Center. The proforma assumes a scenario in which there is a single operator for the Innovation Center (“Operator”), and the various elements of the center are considered tenants. As the owner of the building, the City of Escondido could be the Operator, but for purposes of this analysis we assume the Operator is an independent organization and that the City would receive lease revenues as landlord of the building. As further planning occurs for the Innovation Center, other organizational models may prove more appropriate, and the analysis can be adjusted as needed.

We estimate that the Center would cost about $7.5 million to build and furnish, and about $2 million per year to operate (2024$). Table 3 details the operational costs and potential revenues to achieve breakeven operations (including a long-term capital recovery fund).

The discussion below describes the methodology for the cost and revenue estimates, which draws in part from experience of the consulting team in designing other food hubs and innovation centers in the Sacramento region.

A. C ost Items
Building Lease Rates. The lease rates per sq. ft. shown as cost items in Table 3 represent what the Operator would pay to the City for use of the building. We obtained asking rent data for 48 office and industrial spaces in Escondido through LoopNet. Office rents are fairly consistent at about $21.00 per sq. ft., with a few properties ranging from $11.88 to $33.60. Industrial space averages $17.61 for spaces less than 10,000 sq. ft. and 14.46 for spaces 10,000 sq. ft. and larger.

For this analysis we have used a base rate of $15.00 per sq. ft. for the food hub and incubator space.

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46 feasibility study for the development of the ag x innovation center in escondido, california TABLE 3: ANNUAL OPERATIONAL COST/REVENUE ESTIMATES AT FULL OPERATION Escondido AgX Quantity Units Value Annual Total
Cost Items $2,026,500
Building Shell/Land lease 44,500 sq. ft.

Food Hub Space 15,400 sq. ft. $3.75 annual rent $57, 800 Incubator Space 12,000 sq. ft. $3.75 annual rent $45,000 Consumer Packaging Lab 8,500 sq. ft. $4.50 annual rent $38,300 Ag-Tourism Offices 2,050 sq. ft. $5.25 annual rent $10,800 Grown in San Diego Brand 2,050 sq. ft. $5.25 annual rent $10,800 Communal Space 4,500 sq. ft. $4.50 annual rent $20,300
Utilities
Electricity 1,050,330 kWh See Table 2 $506,800
Gas 25,007 therms $0.87 $/therm $21,800
Internet/Communications 44,500 sq. ft. $1.50 per sq. ft. annual $66,800 Water 1,664 000’s gal. $9.82 per 1,000 gal./month $16,400 Wastewater 1,331 000’s gal. $13.23 per 1,000 gal./month $17,600 Solid Waste 1 acct. $317. 90 Monthly service $3,800
Staff
Director 1 $100,000.00 Salary $100,000
Program Staff 7 $65,000.00 Salary $468,000
Food Hub Workers 22 $30.00 Hourly wage $165,000
Programmer 1 $50,000.00 Contract App Cost $50,000
Insurance $0.02 per $ revenue $40,500
Professional Services $0.02 per $ revenue $40,500
Maintenance/Custodial $1.00 per sq. ft. $44,500
Capital Recovery Fund $7,546,000 Capital Cost 25-year replacement $301,800 Revenue Items $2,027,200
Food Hub Space Rental 15,400 sq. ft. $15.00 $/sq. ft./yr $231,000 Incubator Rentals 10,000 sq. ft. $14.00 $/sq. ft./yr $140,000 Wet Lab Rental 2,000 sq. ft. $15.00 $/sq. ft./yr $30,000 CPG Lab Rentals 5,500 sq. ft. $15.00 $/sq. ft./yr $82,500 Test Kitchens Rentals 3,000 sq. ft. $15.00 $/sq. ft./yr $45,000 Food Hub Sales Less COGs $7,664,800 sales $0.15 Gross Profit Ratio $918,700 Ag-Tourism Farm Subscriptions 150 $200.00 Annual subscription $30,000 SD Brand Subscriptions 1,000 $100.00 Annual subscription $100,000 Corporate Sponsorships $400,000
Program Grants $50,000
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47 feasibility study for the development of the ag x innovation center in escondido, california The analysis assumes the City would accept a rate at 25% of market value (NNN) in order to create a subsidy for the program elements in the Innovation Center. This results in rates of $3.75 per sq. ft. for the food hub and incubator and $5.25 for the office space. The CPG Lab and Communal Area are treated as hybrid spaces at $4.50 per sq. ft. These rates would result in total lease revenues for the City of $182,800. This revenue would be unencumbered, as the Operator would pay utilities and all other operating expenses for the Center.

Utilities. The Food Hub, the CPG Lab, and Incubator space will be relatively heavy energy users, with industrial equipment, cold storage, and the test kitchens in operation. We have estimated electricity use by kilowatt hours (kWh) and natural gas use in 1000’s of BTUs (kBTU), as shown in Table 4.

TABLE 4: ESTIMATED ANNUAL ENERGY USE, ESCONDIDO AGX INNOVATION CENTER Source: California Energy Commission, 2022 California Commercial End-use Survey, Final Report, February 2024, Pg. 80.

For mid-size commercial and industrial customers, San Diego Gas & Electric (SDG&E) charges $0.44 per kWh, which would total about $462,000 per year in electricity charges for the Center. In addition, SDG&E adds basic service fees and demand charges that would add another $42,300 for a total estimated electric power bill of about $507 ,000.
36 Program Element Electricity
(kWh/sq.ft./yr)
Gas
(kBTU/sq.ft./yr)
Annual
Electricity
Annual
Gas
Food Hub Space 19.55 5.30 $301,070 $81,620
Incubator Space 25.80 23.20 $309,600 $278,400
Consumer Packaging
Lab 41.00 228.30 $348,500 $1,940,550
Ag-Tourism Offices 10.60 23.20 $21,730 $47,560
Grown in SD Brand
Offices 10.60 23.20 $21,730 $47,560
Communal Space 10.60 23.20 $47,700 $104,400
Total $1,050,330 $2,500,090
36 SDGE, Available Rates for Medium and Large Commercial C
ustomers,

Schedule

AL-TOU2-EECC.

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48 feasibility study for the development of the ag x innovation center in escondido, california The estimated natural gas use for the Center, mainly for test kitchen stoves and cold storage, equates to about 15,000 therms per year.

SDG&E charges $0.87 per therm, for a total annual gas bill of $21,800 for the Center.
37 The City of Escondido provides water and wastewater services. The test kitchens and the cold storage space in the Center would likely have higher water demands than the other activities.
38 Assuming a
1” meter at the site, the monthly water service charge is $82.86 plus $9.92 per 1,000 gallons of use. Sewer rates are higher at $13.23 per 1,000 gallons. We estimate water use for the Center at 1.66 million gallons per year, of which 80% would leave the site as wastewater. The annual water bill is estimated at $16,400 and $17,600 for wastewater.

EDCO Disposal Service provides solid waste disposal in Escondido.

The minimum commercial rate is $317 per month, which includes trash and recycling dumpsters as well as organics pick-up.
39 We have used
this rate for this analysis, but further analysis is necessary to determine if the mix of organics and other waste is adequate for the Food Hub and test kitchen uses in the Center.

The Innovation Center will require a high level of broadband capacity.

Based on analysis of other similar facilities, we estimate the necessary service could cost as much as $1.50 per sq. ft. per year. 40 When the
project design is further refined, quotes can be obtained from local internet providers.

Staffing. Based on the size of the spaces allocated for various uses in the Center, we estimate staffing requirements at full operation to include a Director and 7 program staff occupying the office space, and up to 22 workers in the Food Hub. This does not include employees of the tenants of the incubator or the CPG Lab. We have also included a partial FTE for a programmer to create the Agritourism App, although we expect that function to be contracted to an off-site vendor. Total salaries for operating the Center are estimated at $783,000. 37 SDGR, Natural Gas Service For Core Non-Residential Customers, Schedule

GN-3.
38 EPA. Energy Star Property Manager, U.S. Water Use Intensity by P
roperty

Type,

Technical

Reference,

June

2023;

Alliance

for

Water
Ef
ficiency,

Commercial

Kitchen

Water

Use

Efficiency

and

Best
P
ractices

Guide.

March

2017.
39 Noemi Rivera, Lead Customer Service Representative, personal communication, October 4, 2024.
40 UCANR. The Plant @ California: Feasibility Study.

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49 feasibility study for the development of the ag x innovation center in escondido, california Other Services/Costs. Insurance, professional services (legal, accounting, etc.) and maintenance/custodial services are estimated as functions of the level of business activity (revenue) at the Center or the physical space, as shown in Table 3. These costs could add more than $126,000 per year to the Center operating budget.

Capital Recovery Fund (CRF). The operating cost analysis assumed that funds are obtained from other sources to build and equip the Center. However, it is important to allocate funds from operating revenues to pay for long-term maintenance and replacement of equipment and furnishings as they complete their useful life. Our preliminary estimate of the capital cost to build and equip the Center is about $7.5 million, as shown in Table 5.

TABLE 5: PRELIMINARY CAPITAL COST ESTIMATE FOR ESCONDIDO AGX

INNOVATION CENTER
The Capital Recovery cost shown in Table 3 reflects a 25-year useful life for the improvements estimated in Table 5. This is a static proforma analysis and escalation factors would need to be incorporated into the year-to-year budgeting process to ensure that the CRF is sufficiently funded when equipment and building systems need to be replaced.

Costs Size Units Unit Cost Total Cost
Food Hub Equipment 15,400 sq. ft. $226.00 $3,478,500
AgTech Incubator
Space 10,000 sq. ft. $115.00 $1,150,000
Incubator Wet Lab 2,000 sq. ft. $160.00 $320,000
Consumer Packaging
Goods Lab 5,500 sq. ft. $160.00 $880,000
CPG Test Kitchens 3,000 sq. ft. $250.00 $750,000
Office Space 4,500 sq. ft. $115.00 $517,500
Communal Space 4,500 sq. ft. $100.00 $450,000
44,900 $7,546,000
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50 feasibility study for the development of the ag x innovation center in escondido, california B. R evenues
The AG X Innovation Center needs to generate more than $2 million per year to breakeven at full operation. The lower part of Table 3 itemizes a number of revenue sources that can contribute to this total.

Space Rent. Certain of the program elements would pay space rent to the Operator, at below market rates. In this analysis, we propose the Food Hub, the Incubator Wet Lab, and the CPG Lab, including the test kitchens, would pay $15/sq. ft./yr. This is the average rate for bare industrial shell space in Escondido, but these Center spaces would be fully equipped, and the Operator would cover utilities and all other building costs. For the non-lab incubator spaces, we propose a rent at two-thirds of the office market rate, $14.00 compared to $21.00. These rent levels in aggregate would generate about $529,200 per year.

Program Revenues. The Incubator and CPG Lab tenants are assumed to be independent businesses who would support their own operations through outside sales or capital investments. In contrast, the Food Hub, Agritourism and marketing program elements are assumed to generate program revenues that would help support operation of the Center.

In terms of the Food Hub, Foodshed operates on the principle that it retains only 20% of its gross revenue for operations and research and returns 80% to the farmers from whom it purchases the food.

Foodshed also endeavors to invest 5% of revenues into agricultural research to benefit its farmers. Based on the size of the Food Hub operation planned for the Center, we estimate gross revenues should be about $7.66 million per year at full operation. Assuming 15% is available for operating costs, this would generate about $1,149,800, of which $231,000 is allocated to space rent in Table 3.

The Agritourism and Grown in San Diego marketing efforts would generate subscription revenues from participating farmers. Further research is needed to determine what subscription rates would be acceptable to the participants but for the present analysis we proposed that Agritourism Farms would pay $200 per year and Grown in San Diego participants would pay $100. There are currently 100 Agritourism participants. If that number could be increased to 150 through marketing the App and other efforts, it would generate $30,000 per year in subscription revenues. Similarly, if 25% of the farms in the County (about 1,000) paid into the marketing program at $100 per year, it would generate $100,000 in program revenues.

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51 feasibility study for the development of the ag x innovation center in escondido, california These program revenues do not necessarily support the staffing levels included in the cost analysis above. However, it is anticipated the program would receive grants and corporate sponsorship revenues to help support the full program operations. As the programs are implemented, it will be necessary to adjust staffing and subscription levels to create a viable cost/revenue balance for these programs. For purposes of this analysis, we have assumed the Center could attract $400,000 in annual corporate sponsorships and also a $50,000 grant to produce the Agritourism app.

C. A dditional Potential Funding
Sources
As noted above, the Ag X Innovation Center will need to rely upon multiple funding sources at start-up and continuing sustainability to assist in the development of the necessary equipment, infrastructure, and program delivery. These funding sources can come from a mix of federal, state, corporate, and philanthropic sources as noted below:

Federal:
• U nited States Department of Commerce, Economic
Development Administration (EDA) “Build to Scale Program (B2S) – The EDA B2S Program aims to:
○ b
uild capacity for entrepreneurs and innovators to invent, improve, and bring to market new technology products
and services;
○ a
ccelerate the growth of regional economies focused on
industries of the future;
○ e
mpower communities to enable technology innovators
and entrepreneurs to pilot and test their products and
services; and
○ e
quitably and inclusively increase access to capital for technology-enabled entrepreneurs.
•
U
nited States Small Business Administration, Small Business Innovation Research (SBIR) and Small Business Technology Transfer (STTR) programs
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52 feasibility study for the development of the ag x innovation center in escondido, california • U nited States Department of Agriculture (USDA), Urban Agriculture and Innovative Production grants
•
U
SDA, Agriculture Innovation Center Program (pending
funding availability)
•
U
SDA, Agricultural Marketing Service (AMS), Federal State Marketing Improvement Program through the California
Food and Agriculture Department or UCANR
•
U
SDA, Rural Energy for America Program (REAP)
California State:
• Cal ifornia Jobs First, Regional Investment Initiative – As noted above, the City of Escondido is part of the Southern Border Region, where Agriculture + Sustainable Food systems is the top priority in San Diego County.
•
Cali
fornia Department of Food and Agriculture (CDFA),
Specialty Crop Block Grant Program
•
C
DFA, California Underserved and Small Producers Program (CUSP)
•
C
DFA, Farm to Community Food Hubs Program
•
C
DFA, Farm to School Incubator Grant Program
•
C
DFA, Resilient Food Systems Infrastructure Program
Philanthropic sources:
• S an Diego Foundation
•
J
acobs Family Foundation
•
G
ary and Mary West Foundation
•
R
ady Family Foundation
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53 feasibility study for the development of the ag x innovation center in escondido, california Select San Diego-Area Potential Corporate Sponsors:
• S empra
•
A
lbertsons
•
R
alphs
•
Vo
ns
This is far from a complete list of potential funders but an initial list of collaborative partners to support the first phase of development of the Ag X Innovation Center in the City of Escondido. We would anticipate this list to expand as program successes increase and positive community response grows.

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VII.

CONCLUSIONS
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55 feasibility study for the development of the ag x innovation center in escondido, california Through its long history of agricultural production and strong cultural heritage, the City of Escondido has the potential to emerge as a modern hub for agricultural innovation and sustainable creative practices.

Escondido is uniquely positioned to be a leader in the region for this economic cluster, offering existing land, supply chain resources, and infrastructure such as the Membrane Filtration and Reverse Osmosis (MFRO) water facility, a rail spur, and especially, the property at 455 N. Quince Street.

As this extensive feasibility analysis concludes and given the aforementioned attributes of the City of Escondido, we recommend the creation of the Ag X Innovation Center at 455 N. Quince Street. The creation of the Ag X Innovation Center would be a unique proposition and catalytic venue to spur agricultural development appropriate for Escondido and the San Diego/Southern California region for the next several decades.

The overall foundational need and vision for the creation of an Ag X Innovation Center is based in the City’s CEDS, San Diego County’s Jobs First priority, and the current status of agriculture across San Diego County, and most specifically within the City of Escondido. In order for agriculture to remain viable and vibrant, an Ag X Innovation Center is essential for the continued development of creative and innovative practices for food and agricultural production into the future.

Today, the spirit of innovation continues with the integration of AgTech into various aspects of agriculture. AgTech is the use of technology in agriculture with the aim of improving yield, efficiency, and profitability.

Not all AgTech needs to be cutting edge or breakthrough but also readily applicable to the specific needs of the local and regional community, industry, and marketplace. Creative practices that maximize a locality’s specialties and strengths are just as important for the long- term sustainability of the food and agricultural sector.

Therefore, the mix of recommended programs and activities in a newly created Ag X Innovation Center at 455 N. Quince Street in Escondido, CA will provide the necessary epicenter for local and regional agricultural and economic development.

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VIII.

APPENDICES
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57 feasibility study for the development of the ag x innovation center in escondido, california Appendix A – Bios of Vine Institute team
Lon Hatamiya is the President of the Vine Institute in Woodland, California. Lon specializes in international, national, and regional economic analysis, with an emphasis on technology, food, and agriculture. He has extensive government management experience serving at both the state and federal levels. He was the first Asian American cabinet member in the history of the state of California, serving as Secretary of the California Technology, Trade and Commerce Agency, when he was appointed by Governor Gray Davis in 1999. He was also the first Asian American Administrator at the United States Department of Agriculture, where he headed up the Agricultural Marketing Service and then the Foreign Agricultural Service under President Bill Clinton. Mr. Hatamiya practiced law with the international firm of Orrick, Herrington and Sutcliffe, and worked for The Procter and Gamble Company in Cincinnati, Ohio, The Sony Corporation in Tokyo, Japan, and H.B. Orchards, Inc. in Marysville, California. He also served as a Director for the international consulting firms of LECG, LLC. and Navigant Consulting.

Mr. Hatamiya graduated from Harvard College with an A.B. in Economics. He also obtained his JD and MBA degrees from UCLA. In addition, he is native of Marysville, California, where he grew up on his three-generation family farm.

J. Kent Morgan, Ph.D. is a Primary Consultant to the Vine Institute, and the Owner and President of J. Kent Morgan Consulting, LLC, a scientific and regulatory consulting company based in Port Saint Lucie, Florida. Kent specializes in consulting with national and international clientele for scientific product research and development from proof of concept through IP/ licensing, federal registration, and the marketing/sales of the final product. He has authored multiple reports for US federal regulatory agencies including both the US EPA and FDA and has secured funding from granting agencies for his clients. He has authored multiple peer reviewed scientific journal articles and holds both US and international patents. He has worked as Chief Science Officer and Acting Chief Science Officer for Attachment "1"
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58 feasibility study for the development of the ag x innovation center in escondido, california multiple start-up companies and provided guidance to assess the value of scientific IP and has negotiated exclusive licensing agreements of multiple technologies. He has contracted
and advised clients in varying scientific fields including (but not limited to), molecular biology, microbiology, cell biology, immunology, genetics, proteomics, bioinformatics, plant pathology, vector entomology, and agricultural chemicals for plant disease management.

Dr. Morgan graduated from Brigham Young University in
Provo, UT with a B.S. in Microbiology. He obtained his Ph.D. in Microbiology/Cell and Molecular Biology from Oklahoma State University, and he performed his Postdoctoral training at the United State Department of Agriculture with the Agricultural Research Services in Fort Pierce, FL. Kent grew up in Utah and California and has lived both nationally and internationally.

Hannah Johnson McAbee, is the owner of GYV, a philanthropy and impact management firm specializing in agriculture and rural investment. She also serves as the industry engagement lead for The Vine, UC Agriculture & Natural Resources commercialization program and the Vine Institute. Hannah came to the Vine Institute with over 16 years of experience in philanthropy and strategic grantmaking and 25 years working in or around agriculture.

Hannah’s life has been steeped in the nuances of a family- operated enterprise, having grown up on her family’s ranch in underserved, Laton, California. This formative experience laid the groundwork for her career, focusing on creating opportunities for all Californians while remaining true to her passion for agriculture. Hannah has led eight-figure capital raises for multiple organizations in California, created and managed targeted grant programs that catalyzed lifesaving impact for underserved rural communities, notably the creation of the Healthy Harvest Program alongside CDFA, and been unwavering in her dedication to the sustainable future of agriculture. Hannah’s role with the Vine Institute, is to lead stakeholder engagement and ensure that the agricultural industry, producers, and partners of all sizes, have the tools, tech, and information they need to continue their work.

Hannah earned a bachelor’s degree in business administration from California State University Fresno and resides in Fresno with her husband and two sons.

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59 feasibility study for the development of the ag x innovation center in escondido, california Iulia Roman is a consultant to the Vine Institute , bringing a diverse skillset that includes analytical expertise, project management, and stakeholder engagement, with a focus on the environment and sustainability. With extensive experience in environmental impact analysis and project management, Iulia has successfully managed large environmental impact reports for clients across sectors such as residential development, renewable energy, and utility infrastructure. As a consultant with the Vine Institute , she currently supports stakeholder outreach and project management for feasibility studies focused on agriculture and food production.

Iulia holds a BA in Environmental Studies with a minor in Professional Writing from the University of California, Santa Barbara and resides in San Diego, California.

Doug Svensson is a planner and economist with forty-five years’ experience in economic development. He has been a Principal at Applied Development Economics since 1987 and its President for the past 20 years. Mr. Svensson has worked with a variety of public and private clients including the State of California, regional air quality districts, city and county governments, and nonprofit community development corporations.

Mr. Svensson has prepared economic strategic plans for
communities throughout California. He has worked with
diverse cities in urban metropolitan areas, including a range of urbanizing and more newly incorporated communities, to distinguish their economic niche and develop strategies to thrive in a competitive environment. He has also worked with small communities in rural economies, helping them to build on their agricultural and resource base as well as networking with regional efforts for economic diversification. Mr. Svensson specializes in public finance as well as his practice in economic development strategic planning. He has prepared more
than 50 fiscal and public finance studies for a wide range of project types, including general and specific plans, long range development plans for major universities, and major mixed- use developments. In the agricultural economy space, he has prepared feasibility studies for food hubs, research centers and value-added processing facilities.

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60 feasibility study for the development of the ag x innovation center in escondido, california Mr. Svensson obtained his bachelor’s degree from the University of California, Santa Barbara, where he was a Regent Scholar and he holds a master’s degree in city and regional planning from the University of California, Berkeley with an emphasis in housing and economic development.

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61 feasibility study for the development of the ag x innovation center in escondido, california Appendix B – List of Stakeholder
Name Organization Title
Scott Hancock Agrarian Institute Board Member
Marcos Mujica Agrarian Institute Founder, Director of Programs Mario DeMatteo Agrarian Institute/Bonsall Berry Farm Executive Director/Co-Founder MyPhuong Le Aquillius President
Leah Villegas Aquillius Vice President of Operations
Kat Donnelly Azentive CEO and Founder
Kim Murray Beach House Winery Owner
Brian Dawson Biome Capital Partners Partner and Founder Ryan Simpson Bonsall Berry Farm Co-Founder
Valerie Mellano Cal Poly Pomona Chair Emeritus, Plant Science Department
K.C. Cornwell California Grown Digital Marketing Director Matt Sanford City of Carlsbad Economic Development Manager Michelle Geller City of Oceanside Economic Development Manager Rob Dhohowski City of Oceanside Principal Planner
Louise Balma City of Oceanside Planning Commissioner
Tess Sangster City of San Marcos Community and Economic Development Director
Gary Shuster Coleman & Horowitt Inventor and Tech Attorney Christe Marcella Connect COO
Scott Gross CSU San Marcos AVP, Industry Partnerships
James Sly East County EDC President and CEO
Angela Nagel East County EDC Communications Manager
Dana Groot FloraBunda Farms/San Diego Farm
Bureau
Founder and President
Ellee Igoe Food Shed Cooperative Director
Frank Konyn Frank Konyn Dairy Owner
Neal Bloom Fresh Brewed Tech Founder
Cassandra Shaeg Fresh Glass Productions Founder
Chris Burroughs Garden 31 Founder
Danna Stroud GoBiz, State of California Associate Deputy Director Ramiro Contreras GoGreen Agriculture Plant Manager, San Marcos Kevin Grangetto Grangetto’s Farm and Garden Supply Owner Eddie Grangetto Grangetto’s Farms PCA and Farner
Chuck Samuelson Heal the Earth Founder
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62 feasibility study for the development of the ag x innovation center in escondido, california Mike Mellano Mellano and Company CEO
Maria Mellano Mellano Coffee Founder
Erika Mikolich Mikolich Honey Founder
Kierstin Rielly Naturally San Diego Executive Director
Brian Grover Nolen Communities/Fox Point Farms Managing Partner Eric Bulvold North County EDC CEO
Gus Skinner Nutrien Agriculture Director of Precision Ag.

Leslee Gaul Oceanside Visitors Bureau CEO and President Ari Raz Once Upon a Farm Founder
Tony Fekini Plantable Foods Founder
Wesley Burt Plus Box Founder and Executive Director
Lauren Browning QAI Senior Business Development Manager Michael Blackmun Salk 2.0, San Diego County Environmental Planner Kimberly Greene San Diego County Office of
Sustainability and Environmental
Justice, Food System Initiative
Program Manager
Taylor Reese San Diego Farm Bureau Director
Katie Byrne San Diego Farm Bureau Member and Policy
Connie Winterstein San Diego Food System Alliance Land Access and Infrastructure Director
Eduardo Velasquez San Diego Regional EDC Sr. Director, Research and Economic Development
Emily Irion San Diego Regional EDC Manager, Economic Development John McMillan San Diego State CA Jobs First Southern Border Region Craig Kolodge San Pasqual Valley Soils Business Development and Sustainability
Carl Ribaudo SMG Consulting Founder
Greg Horowitt UC San Diego Innovation Design Director
Janis Gonzales UCANR Community Education Supervisor
Darlene Ruiz UCANR Small Farms Network
Jerry Spinelli UCANR Production Horticulture Advisor
Rachel Callahan UCANR Statewide Agritourism Coordinator Ramiro Lobo UCANR, San Diego Small Farms & Agricultural Economics Advisor
Barney Rubin Union Kitchen Founder
Rep. Scott Peters U.S. Congress Congressmember
Kerri Leslie Verity CEO
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KEY-

CONSENT CALENDAR CURRENT BUSINESS

PUBLIC HEARING WORKSHOP PROCLAMATION
4/2/2025
CONSENT CALENDAR - (A. MORROW) - CHANGE ORDER NO. 1 TO PURCHASE ORDER AGREEMENT NO. 39822 INCREASING THE ANNUAL PURCHASE AMOUNT OF FERRIC SULFATE FOR THE WATER TREATMENT PLANT - It is requested that the City Council adopt Resolution No. 2025-17, authorizing the Finance Department, Purchasing Division, to execute a change order increasing the annual purchase order for Ferric Sulfate by $570,000.

CONSENT CALENDAR - (A. MORROW) - CHANGE ORDER NO. 4 TO PURCHASE ORDER AGREEMENT NO. 39330 INCREASING THE ANNUAL PURCHASE AMOUNT FOR HAULING AND BENEFICIAL REUSE OF BIOSOLIDS BY $160,000 AND APPROVE THE FIRST ONE YEAR OPTION TO RENEW FOR FISCAL YEAR 25/26. It is requested that the City Council adopt Resolution No. 2025-18, authorizing the Finance Department, Purchasing Division, to execute a change order increasing the annual purchase order for the hauling and beneficial reuse of the Hale Avenue and Resource Recovery Facility (HARRF) biosolids by $160,000 and authorizing the Mayor to execute an amendment to the Public Service Agreement with Tule Ranch/Western Express Transporter's, Inc./Ag Tech LLC, to exercise the first one-year option to renew for the hauling and beneficial reuse of biosolids for the HARRF for fiscal year 2025-26.

CONSENT CALENDAR - (A. MORROW) - CONTINUING REPAIR OF THE EMERGENCY REPAIR OF THE ESCONDIDO TRUNK SEWER MAIN - It is requested that the City Council adopt Resolution No. 2025-19 declaring that pursuant to the terms of Section 22050 of the California Public Contract Code, the City Council finds there is a need to continue the emergency repair of the Escondido Trunk Sewer Main. The resolution, which must be passed by four-fifths vote, also declares that public interest and necessity demand the immediate expenditure to safeguard life, health, or property.

CONSENT CALENDAR - (C. MCKINNEY) - FOXLEY DRIVE ACCEPTANCE OF THE PREVIOUSLY OFFERED ROW DEDICATION CONSENT CALENDAR - (C. MCKINNEY) - AWARD CONSTRUCTION CONTRACT FOR TRAFFIC SIGNAL IMPROVEMENTS AT WASHINGTON AVE AND ROSE ST CONSENT CALENDAR - (C. MCKINNEY) - AWARD CONSTRUCTION CONTRACT FOR THE 2025 STREET REHABILITATION AND MAINTENANCE PROJECT CONSENT CALENDAR - (M. MCGUINNESS) - PROPERTY EASEMENT 4/9/2025
PROCLAMATION: Earth Day
PUBLIC HEARING - (C. MCKINNEY) - PL24-0258 2024 OMNIBUS ZONING CODE AMENDMENT - It is requested that the City Council approve the 2024 Omnibus Zoning Code Amendment.

CURRENT BUSINESS - (J. SCHOENECK) - TEMPORARY RELOCATION OF LIBRARY SERVICES - Request the City Council approve funding for the expenses associated with the temporary relocation of Library Services during the Library infrastructure construction project.

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