Agenda packet — Escondido City Council, May 13, 2026 (part 2 of 5)

Second Amendment - 2 - CAO: 04/23/2024
To Consulting Agreement

Second Amendment, this Second Amendment shall prevail.

4. This Second Amendment and the Agreement, together with any attachments or other documents described or incorporated therein, if any, constitute the entire agreement and understanding of the Parties, and there are no other terms or conditions, written or oral, controlling this matter.

5. This Second Amendment may be executed on separate counterparts that, upon completion, may be assembled into and shall be construed as one document. Delivery of an executed signature page of this Second Amendment by electronic means, including an attachment to an emai l, shall be effective as delivery of an executed original.

6. Unless a different date is provided in this Second Amendment, the effective date of this Second Amendment shall be the latest date of execution set forth by the names of the signatories below.

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

CITY OF ESCONDIDO

Date: __________________ ____________________________________ Dane White, Mayor

Interwest Consulting Group, INC.

Date: __________________ ___________________________________ Chris Giordano, CEO

APPROVED AS TO FORM:

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

BY: __________________________

DATE: _________________

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

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Item9.

Resolution No. 2026-63
Exhibit “A”

Page 3 of 3 ends

Second Amendment - 3 - CAO: 04/23/2024
To Consulting Agreement

ATTACHMENT “A”
Scope of Work

A. General

Interwest Consulting Group, Inc., a Colorado corporation (“Consultant”) will continue to provide the City of Escondido, a California municipal corporation (“City”) with on-call building permit plan review and field inspection services.

B. Location

Consultant shall continue to provide services at various locations within the City of Escondido and at Consultant’s of fice located at 9500 Chesapeake Drive, Suite 208, San Diego, CA 92123.

Consultant shall accommodate both hardcopy and electronic plan review services as preferred by the City. Any electronic data entry and application reviews shall be compatible with the City’s tracking and databases.

C. Services

Consultant shall continue to provide services as described in the Agreement.

D. Scheduling

Consultant shall continue to provide services in accordance the scheduling and building permit plan review timelines described in the Agreement.

E. Contract Price and Payment Terms

The contract price of this Second Amendment shall not exceed $550,000. The price of this Second Amendment ($500,000) shall bring the cumulative Agreement price to $1,927,500.

F. Term

Pursuant to this Second Amendment, the term of this Agreement shall be extended through June 30, 2027.

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Department:

Department Contact:

City Council Meeting Date:
(attach staff report)

EXPLANATION OF REQUEST

BUDGET ADJUSTMENT

REQUEST
Building Services
Douglas Moody
05/13/2026
For Finance Use Onl�
BA#
Fiscal Year
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BUDGET ADJUSTMENT INFORMATION
Amount of Amount of
Project/ Account Description Account Number Increase Decrease Professional Services 1101.300.5102 SC 5131 $550,000

APPROVALS

DATE FINANCE DATE
Attachment "1"
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STAFF REPORT

May 13, 2026
File Number 0910-20

SUBJECT

NOTICE OF COMPLETION FOR THE EMERGENCY REPAIR OF THE ESCONDIDO TRUNK SEWER MAIN

DEPARTMENT
Utilities

RECOMMENDATION
Request the City Council adopt Resolution No. 2026 -51, authorizing the Director of Utilities to file a Notice of Completion for the Emergency Repair of the Escondido Trunk Sewer Main.

Staff Recommendation: Approval (Utilities: Daniel Peterson, Director of Utilities) Presenter: Daniel Peterson, Director of Utilities
ESSENTIAL SERVICE –Yes, Keep City Clean for Public Health and Safety; Sewer COUNCIL PRIORITY –Prioritize Public Safety

FISCAL ANALYSIS
The total cost of the Emergency Repair of the Trunk Sewer Main was $ 11,955,436.81. The Project was funded from the Trunk Sewer Replacement Project Wastewater Capital Improvement Project (“CIP”) No. 801913.

PREVIOUS ACTION
On June 26, 2024, the City Council adopted Resolution No. 2024 -86, ratifying Proclamation No. 2024-02, affirming that it was appropriate for City staff to forego competitive bidding procedures and work with contractors for the necessary emergency repair of the failing trunk sewer main.

On July 10, 2024, the City Council adopted Resolution No. 2 024-94, reaffirming that there was a need to continue efforts toward emergency repair of the failing trunk sewer main.

On July 17, 2024, the City Council adopted Resolution No. 2024-103, reaffirming that there was a need to continue efforts toward emergency repair of the failing trunk sewer main. 122
Item10.

On July 23, 2024, a Public Improvement Agreement with CCL Contracting, Inc. was executed for the emergency repair of Section 2, from Beech Street to Grape Day Park, on a time and materials basis in an amount not to exceed $10,240,691.

On August 7, 2024, the City Council adopted Resolution No. 2024-106, reaffirming that there was a need to continue efforts toward emergency repair of the failing trunk sewer main. In addition, City Council approved a budget adjustment in the amount of $12,036,225 to fund the emergency repair of the failing trunk sewer main, consisting of $7,036,225 from the unallocated Wastewater Reserves and $5,000,000 from Capital Improvement Project No. 801508, Recycled Easterly Ag MFRO.

On August 2 1, 2024, a Public Improvement Agreement with J.R. Filanc Construction Company was executed for the emergency repair of Section 1, Ash Street from the Firestone Complete Auto Care parking lot to the Walmart Neighborhood Market parking lot, on a time and mat erials basis in an amount not to exceed $1,795,534.

On August 28, 2024, the City Council adopted Resolution No. 2024-117, reaffirming that there was a need to continue efforts toward emergency repair of the failing trunk sewer main.

On September 11, 2024, the City Council adopted Resolution No. 2024-131, reaffirming that there was a need to continue efforts toward the emergency repair of the failing trunk sewer main.

On October 2, 2024, the City Council adopted Resolution No. 2024-141, reaffirming that there was a need to continue efforts toward the emergency repair of the failing trunk sewer main.

On October 23, 2024, the City Council adopted Resolution No. 2024 -146, reaffirming that there was a need to continue efforts toward the emergency repair of the failing trunk sewer main.

On November 20, 2024, the City Council adopted Resolution No. 2024 -162, reaffirming that there was a need to continue efforts toward the emergency repair of the failing trunk sewer main.

On December 4, 2024, the City Council adopted Resolution No. 2024 -178, reaffirming that there was a need to continue efforts toward the emergency repair of the failing trunk sewer main.

On January 8, 2025, the City Council adopted Resolution No. 2025 -03, reaffirming that there was a need to continue efforts toward the emergency repair of the failing trunk sewer main.

On January 29, 2025, the City Council adopted Resolution No. 2025-06, reaffirming that there was a need to continue efforts toward the emergency repair of the failing trunk sewer main.

On February 19, 2025, the City Council adopted Resolution No. 2025-08, reaffirming that there was a need to continue efforts toward the emergency repair of the failing trunk sewer main. 123
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On March 19, 2025, the City Council adopted Resolution No. 2025 -14, reaffirming that there was a need to continue efforts toward the emergency repair of the failing trunk sewer main.

On April 2, 2025, the City Council adopted Resolution No. 2025 -19, reaffirming that there was a need to continue efforts toward the emergency repair for the failing trunk sewer main.

On April 16, 2025, the City Council adopted Resolution No. 2025-30, reaffirming that there was a need to continue efforts toward the emergency repair for the failing trunk sewer main.

On May 7, 2025, the City Council a dopted Resolution No. 2025-38, reaffirming that there was a need to continue efforts toward the emergency repair for the failing trunk sewer main.

On May 21, 2025, the City Council adopted Resolution No. 2025-54, reaffirming that there was a need to continue efforts toward the emergency repair for the failing trunk sewer main.

On June 4, 2025, the City Council adopted Resolution No. 2025 -58, reaffirming that there was a need to continue efforts toward the emergency repair for the failing trunk sewer main.

On June 18, 2025, the City Council adopted Resolution No. 2025-64, reaffirming that there was a need to continue efforts toward the emergency repair for the failing trunk sewer main.

On July 16, 2025, the City Council adopted Resolution No. 2025 -86, reaffirming that there was a need to continue efforts toward the emergency repair for the failing trunk sewer main.

On August 13, 2025, the City Council adopted Resolution No. 2025-102, reaffirming that there was a need to continue efforts toward the emergency repair for the failing trunk sewer line, authorized Change Order No. 01 to the Public Improvement agreement (“Agreement”) with CCL Contracting, Inc. for an amount not to exceed $1, 397, 320.60; and approved a budget adjustment in the amount of $1,397,320.60, from the Unallocated Reserves to the Wastewater Capital Improvement Project (“CIP”) budget for Trunk Main/Norlak-HARRF.

On August 27, 2025, the City Council adopted Resolution No. 2025-109, reaffirming that there was a need to continue efforts toward the emergency repair for the failing trunk sewer main.

On September 17, 2025, the City Council adopted Resolution No. 2025-113, reaffirming that there was a need to continue efforts toward the emergency repair for the failing trunk sewer main.

On October 1, 2025, the City Council adopted Resolution No. 2025-123, reaffirming that there was a need to continue efforts toward the emergency repair for the failing trunk sewer main.

On October 15, 2025, the City Coun cil adopted Resolution No. 2025 -127, reaffirming that there was a need to continue efforts toward the emergency repair for the failing trunk sewer main. 124
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On November 5, 2025, the City Council adopted Resolution No. 2025 -136, reaffirming that there was a need to continue efforts toward the emergency repair for the failing trunk sewer main.

On December 3, 2025, the City Council adopted Resolution No. 2025 -156, reaffirming that there was a need to continue efforts toward the emergency repair for the failing trunk sewer main.

On December 17, 2025, the City Council adopted Resolution No. 2025 -164, reaffirming that there was a need to continue efforts toward the emergency repair for the failing trunk sewer main.

On January 7, 2026, the City Council adopted Resolution No. 2026-03, reaffirming that there was a need to continue efforts toward the emergency repair for the failing trunk sewer main.

On January 28, 2026, the City Council adopted Resolution No. 2026-09, reaffirming that there was a need to continue efforts toward the emergency repair for the failing trunk sewer main.

On February 18, 2026, the City Council adopted Resolution No. 2026-19, reaffirming that there was a need to continue efforts toward the emergency repair for the failing trunk sewer main.

On March 4, 2026, the City Council adopted Resolution No. 2026-26, reaffirming that there was a need to continue efforts toward the emergency repair for the failing trunk sewer main.

BACKGROUND
The City’s trunk sewer mains, constructed in the 1950’s, are a critic al and integral part of the City’s wastewater system. In June 2024, during routine closed -circuit television inspection, Utilities Staff identified multiple failed and severely deteriorated sections of 18 -inch and 21-inch trunk sewer main. In order to act quickly to avoid catastrophic failure, a local emergency was proclaimed on June 20, 2024, by the City Manager, serving as the Director of Emergency Services. Staff divided the emergency project into two sections and hired two contractors, Filanc and CCL Contracting Inc., to complete each section. These sections are shown in Figure 1 below and defined as follows:

Section 1: Ash Street (Filanc) - paralleling the Escondido Creek, from the Firestone Complete Auto Care (“Firestone”) parking lot to the Walmart Neighborhood Market (“Walmart”) parking lot; and Section 2: Beech Street to Grape Day Park (CCL) - paralleling the Escondido Creek, traversin g a short section of North Hickory Street, then continuing in East Pennsylvania Street from North Hickory and extending into Grape Day Park.

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Figure 1

Filanc started Section 1 emergency repair wor k on August 7, 2024, and all repairs to Section 1 were completed on January 21, 2025. Total contract price: $1,575,790.77.

CCL started Section 2 emergency repair work on July 25, 2024, and all construction work was completed on March 27, 2026. Total contract price: $10,379,632.41 Repair work for both sections consisted of : Bypassing, removing, replacing and ups izing 6,277 feet of pipeline, installation of 22 manholes, abandonment with slurry filling 2,100 feet of failing pipeline, pavement restoration of East Valley Parkway, East Pennsylvania Avenue, Fig Street and various private parking lots.

RESOLUTIONS
a. Resolution No. 2026-51

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RESOLUTION NO. 2026-51

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

ESCONDIDO, CALIFORNIA, AUTHORIZING THE

DIRECTOR OF UTILITIES TO FILE A NOTICE OF

COMPLETION FOR THE EMERGENCY TRUNK SEWER

MAIN REPLACEMENT PROJECT

WHEREAS, the City Council ratified Emergency Proclamation No. 2024-02, recognizing the City’s trunk sewer main pipeline was at risk of imminent, catastrophic failure; and WHEREAS, a budget adjustment in the amount of twelve million, thirty-six thousand, two-hundred twenty-five dollars ($12,036,225) to fund the emergency repair of the failing trunk sewer main was approved by City Council; and
WHEREAS, the City entered into a Public Improvement Agreement (“Agreement”) with CCL Contracting, Inc., in an amount not to exceed ten mil lion, two -hundred forty -thousand, six hundred ninety-one dollars ($10,240,691) on July 23, 2024; and
WHEREAS, the City entered into a Public Improvement Agreement (“Agreement”) with J.R. Filanc Construction Company in an amount not to exceed one million, seven hundred ninety-five thousand, five hundred thirty-four dollars ($1,795,534) on August 21, 2024; and WHEREAS, the construction of the Emergency Trunk Sewer Replacement project was completed in March 2026, in the amount of $11,955,423.18; and
WHEREAS, the City Council desires at this time and deems it to be in the best public interest to approve the filing of the Notice of Completion.
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NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Escondido, California , as follows:

1. That the above recitations are true.

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

3. That the City Council approves the request and authorizes the Director of Utilities to file a Notice of Completion for the Emergency Trunk Sewer Main Replacement Project. 128
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STAFF REPORT

May 13, 2026
File Number 0120-10

SUBJECT

BOARD AND COMMISSION INTERVIEWS

DEPARTMENT
City Clerk’s Office

RECOMMENDATION
Request the City Council conduct interviews of applicants to fill vacancies on the City's Boards and Commissions.

Staff Recommendation: None (City Clerk’s Office: Zack Beck, City Clerk) Presenter: Zack Beck, City Clerk

BACKGROUND
Terms for certain members serving on the Public Art Commission and Transportation and Community Safety Commission are set to expire on May 31, 2026. Both commissions also have unscheduled vacancies that need to be filled. The City Council will interview candidates o n May 13, 202 6 and the Mayor’s appointments will be ratified by the City Council at a later. Here is the interview format (5 minutes total per candidate):
 Introduction
 Questions 1. Relevant Experience: What experience do you have that qualifies you to serve on this Board/Commission, and how will it help you contribute effectively?  Question 2. Knowledge of the Board/Commission: What do you know about the specific role and responsibilities of this Board/Commission, and how do you think it impacts the community?  Question 3. Vision and Goals: What is your vision for Escondido, and how would you contribute to that vision through your role on this Board/Commission?  Conclusion (optional)

ATTACHMENTS
a. Attachment “1” – Candidate Applications

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BOARD AND COMMISSION APPLICATION

Name Rachel (Beth) Kassebaum
Email Address
Address
City
State
Zip Code
Phone Number
Which Seat Are You
Applying For?
Transportation and Community Safety Commission
Do You Live in the
Incorporated Territory of
Escondido?
Yes
Are you 18 Years or
Older?
Yes
Are You Registered to
Vote in Escondido?
YES
What is Your Vision for
Escondido?
My vision for Escondido is, unsurprisingly, focused on
traffic safety for our City. As a mom of four kids and
decade-long resident of Escondido, I am constantly
thinking about the efficient AND safe movement of
citizens of all ages, whether they be pedestrians,

Attachment "1"
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bicyclists, or drivers.

In the short-term, my goal would be more awareness
of the existence of the Traffic Commission and its
function. Almost without fail, when anyone ﬁnds out
that I am a traffic engineer, they immediately bring up a question or personal concern relating to traffic safety.

Then, this person is usually surprise that there is an
outlet and means to addressing those concerns,
whether that be directly with City staff or with the
Traffic Commission. I believe more outreach,
especially through the City's website and social media
programs, would be beneﬁcial to all residents.

In the long-term, my goal is that all citizens will feel that they play a vital and necessary role in the safety of our people, whether that is through safe driving or
knowing how and where to voice their traffic concerns.

Traffic safety can be signiﬁcantly improved if we all
take ownership of it. This month, the focused virtue at my kids' school is Team Spirit. I think it has a great
motto that can be applied to traffic: "I am considerate and respectful of others. I am willing to put "we" before "me" . " This would be my long-term goal for Escondido.

What is Your Leadership
Style?
My leadership style is to facilitate and promote
transparent and effective governance through
meetings that are fair, inclusive, and focused on the
public good. I have experience working in the private
sector, as an independent consultant, and for the
public as an employee of this City.

As Chair of the Commission, my role is to facilitate an open dialogue between the public, City staff, and the
other commissioners. While I am ready to share my
traffic engineering knowledge and background, I spend
Attachment "1"
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the greater part of my time at the meetings listening. I strive to ensure that the voices of all the
commissioners and citizens are respectfully heard. As
a long-standing member of the commission, I am ever
aware of the stewardship role that the Commission is
given to use City funds and staff time for the greatest public good. The Commission has a unique role as
liaison between hearing citizen's traffic concerns and
providing both support and accountability to the City. I am honored and humbled that my fellow
commissioners entrusted to me the role of Chair of the
commission.

What Civic, Non-Proﬁt,
Community and
Professional
Organizations Have You
Served With?
I have served on the TCSC for 8 years. This past
October I was appointed the Chair by my fellow
commissioners. Previously I was employed by the City
as a traffic engineer for 4 years. I also serve as a
volunteer secondary coach for my son’s little league
baseball team.

What is Your Vocation? My vocation is traffic engineer on intermission, homeschool mom, and part-time jam maker.

Attachment "1"
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BOARD AND COMMISSION APPLICATION
Name David Cazares
Email Address
Address
City
State
Zip Code
Phone Number
Which Seat Are You
Applying For?
Transportation and Community Safety Commission
Do You Live in the
Incorporated Territory of
Escondido?
Yes
Are you 18 Years or
Older?
Yes
Are You Registered to
Vote in Escondido?
YES
What is Your Vision for
Escondido?
My vision for Escondido is that we have a safe city that is attractive to families and businesses. A big part of this is safe transportation. We all know that our city is crowded and there is a lot of traffic on the roadways - we need to do whatever we can to ease congestion
Attachment "1"
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Item11.
and prevent traffic accidents (especially around our
businesses and schools). The short and long-term
goals are to constantly study the problem areas and
ﬁnd ways to make our city safer.

What is Your Leadership
Style?
I am kind, respectful, and fair, and so I thrive on a team with varying opinions. I am recently retired from the
State of California. In my current position, I was a team leader on numerous police operations, including the
serving of large search and arrest warrants. I have
always got the job done without any problems. As far
as my decision-making process, I am very thoughtful
and believe in doing research and getting various
opinions before taking action. My goal is always to
make the best decision possible.

What Civic, Non-Proﬁt,
Community and
Professional
Organizations Have You
Served With?
I was appointed to this commission on 9/17/2025,
following the retirement of a long-time commissioner. I have served at the last two meetings and went to the
two meetings before that to learn about the position. I am seeking re-appointment as I feel I have a lot to offer the commission.

I have recently applied to assist in the new Volunteer
Security Team at my local church.

What is Your Vocation? On 5/01/25, I retired from the State of California after approximately 33 years. I was a state detective for the last 19.5 years.

Attachment "1"
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Item11.

BOARD AND COMMISSION APPLICATION
Name Rafaela Cervantes
Email Address
Address
City
State
Zip Code
Phone Number
Which Seat Are You
Applying For?
Transportation and Community Safety Commission
Do You Live in the
Incorporated Territory of
Escondido?
Yes
Are you 18 Years or
Older?
Yes
Are You Registered to
Vote in Escondido?
YES
What is Your Vision for
Escondido?
My vision for Escondido is a community where
residents can move through their neighborhoods
safely, conﬁdently, and with a sense of trust in our
transportation systems. As someone who lives near
11th Avenue and Upas Street, I see ﬁrsthand how
Attachment "1"
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Item11.
traffic issues impact daily life, especially when drivers fail to stop at residential stop signs. I’ve experienced several close calls during my morning walks, and I
know many neighbors share similar concerns.

I want Escondido to be a city where safety is not
reactive but proactive, where thoughtful planning,
data-driven improvements, and community input lead
to safer streets, calmer traffic, and better-designed
pedestrian environments. My vision is a city that
prioritizes walkability, protects its residents, and
builds transportation systems that strengthen both
mobility and community well-being.

What is Your Leadership
Style?
My leadership style is collaborative, communicative,
and mission focused. As a Spanish professor, I work
closely with colleagues in my department to design
curriculum, share ideas, and support student
success. I believe the best solutions come from open
discussion, active listening, and respecting the diverse expertise each person brings. I approach leadership by
creating space for input, encouraging dialogue, and
guiding the group toward practical, student-centered
outcomes.

My decision-making process is thoughtful and
balanced. I begin by gathering information, listening to multiple perspectives, and considering both short-
term impacts and long-term goals. Once a decision is
made, I communicate it clearly and take responsibility
for implementing it effectively. I value transparency
and making sure everyone understands the reasoning
behind our direction.

I also have experience working on a board with varying
viewpoints. As a board member for Quality Children
Services, a nonproﬁt preschool program, I collaborate
with the CEO and administrative staff on issues
involving compliance with labor laws, state
Attachment "1"
136
Item11.
regulations, and the well-being of families and staff.

These meetings often involve differing opinions, and
I’ve learned to navigate them by staying grounded in
our mission, asking clarifying questions, and seeking
solutions that uphold both legal obligations and
community needs.

Overall, I lead by building trust, encouraging open
conversation, and ensuring that decisions reﬂect both
the data and the people who are affected by them.

What Civic, Non-Proﬁt,
Community and
Professional
Organizations Have You
Served With?
I have served as a board member for Quality Children
Services, a nonproﬁt preschool program, since August
2015. In this role, I work with the CEO and
administrative team to ensure compliance with state
and labor regulations and to support the needs of both
families and staff. This experience has strengthened
my understanding of nonproﬁt governance,
community service, and collaborative decision-
making.

What is Your Vocation? I am a Spanish professor at Central Texas College, where I teach at the Camp Pendleton campus and
serve the men and women in uniform pursuing their
education. I have been in this profession since 2018
and remain committed to supporting student success
through accessible, high-quality language instruction.

Attachment "1"
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Item11.

BOARD AND COMMISSION APPLICATION
Name Roy Nakamura
Email Address
Address
City
State
Zip Code
Phone Number
Which Seat Are You
Applying For?
Transportation and Community Safety Commission
Do You Live in the
Incorporated Territory of
Escondido?
No
Are you 18 Years or
Older?
Yes
Are You Registered to
Vote in Escondido?
NO
What is Your Vision for
Escondido?
To provide safe accessibility within the community of
Escondido to public places, businesses, schools,
parks, and community centers for the community to
enjoy and spend time with friends and family. Provide
safe roads that vehicles and people can use jointly.

Attachment "1"
138
Item11.

Provide the best method to enable cost-effective
transportation through the community, allowing
people to walk, bike, and drive in a safe environment
that supports enjoying what the city has to offer.

What is Your Leadership
Style?
My style is a hands-on approach, also known as
management by walking around. This gives me
familiarity and understanding of what needs to be
managed and I can start the process of identifying
issues and ﬁnding solutions so that a group can meet
and discuss to hear others' comments and concerns,
to seek a uniform, agreeable solution to problems.

What Civic, Non-Proﬁt,
Community and
Professional
Organizations Have You
Served With?
I have been a member of the Construction
Management Association of America (CMAA) and,
recently, of the Coalition for Adequate School Housing
(CASH).

What is Your Vocation? I am currently the Director of Facilities, Planning, and Construction for the Escondido Union School District
(Elementary K-8), a role I have held for 3 years.

Previously, I served as a project manager and cost
engineer for a consulting ﬁrm, working on school
projects for the Los Angeles Community College
District, the Los Angeles Uniﬁed School District, the
Oceanside USD, and the Poway USD. In addition, I
worked on the North County Transit District Sprinter
rail project and the Port of Long Beach shipping
terminal.

Attachment "1"
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Item11.

BOARD AND COMMISSION APPLICATION
Name John Pappas III
Email Address
Address
City
State
Zip Code
Phone Number
Which Seat Are You
Applying For?
Transportation and Community Safety Commission
Do You Live in the
Incorporated Territory of
Escondido?
Yes
Are you 18 Years or
Older?
Yes
Are You Registered to
Vote in Escondido?
YES
What is Your Vision for
Escondido?
Escondido is up and coming and a hidden gem in San
Diego County. I am interested in public safety issues.

Attachment "1"
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Item11.

What is Your Leadership
Style?
I have a collaborative style that builds on consensus
with others.

What Civic, Non-Proﬁt,
Community and
Professional
Organizations Have You
Served With?
I helped found and was on the board of directors of
You Matter2Me, a non-proﬁt that was dedicated to
suicide prevention. I also served on the Executive
Committee of Sufrider Foundation San Diego County
Chapter, and was policy chair for a period of ﬁve years.

What is Your Vocation? I am currently a public adjuster apprentice and writer. I have been an apprentice since 2024.

Attachment "1"
141
Item11.

BOARD AND COMMISSION APPLICATION
Name Michelle Peters
Email Address
Address
City
State
Zip Code
Phone Number
Which Seat Are You
Applying For?
Transportation and Community Safety Commission
Do You Live in the
Incorporated Territory of
Escondido?
No
Are you 18 Years or
Older?
Yes
Are You Registered to
Vote in Escondido?
YES
What is Your Vision for
Escondido?
A diverse, safe community, that represents every
culture with thriving schools, a safe community, and
increased homeownership.

Attachment "1"
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Item11.

What is Your Leadership
Style?
I have an adaptive approach. That changes based on
the situation. I try to operate within in the realm of
transformational ( inspiring change), with a
collaborative approach. This can sometimes turn into
a transactional reward based approach or laissez-
faire approach when needed. I prioritize the needs of
the many before the needs of the few.

What Civic, Non-Proﬁt,
Community and
Professional
Organizations Have You
Served With?
I am a member of the San Diego Association of
Realtors. I currently serve on Government Affairs
Committee, And the Grievance Committee. I have
previous years served on the Realtor Political Action
Committee. I worked with the children’s dream
foundation in Hawaii.

What is Your Vocation? I am a Realtor and Teacher. My calling is educate and empower people and youth to have a purpose driven
and meaningful life. I taught school many years in
Oahu Hawaii before moving to San Diego.

Attachment "1"
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Item11.
144
Item11.

145
Item11.

BOARD AND COMMISSION APPLICATION

Name Juan Ruiz
Email Address
Address
City
State
Zip Code
Phone Number
Which Seat Are You
Applying For?
Transportation and Community Safety Commission
Do You Live in the
Incorporated Territory of
Escondido?
Yes
Are you 18 Years or
Older?
Yes
Are You Registered to
Vote in Escondido?
YES
What is Your Vision for
Escondido?
My vision for Escondido is simple. A city that works for the people who live here. Families should feel safe.

Neighborhoods should make sense. Residents should
trust that decisions are made responsibly.

Attachment "1"
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In the short term I want to listen and learn and
contribute in a practical way. I want to help improve
everyday issues that affect families and
neighborhoods especially around safety and
infrastructure.

In the long term I want to continue serving the
community at a deeper level. That means supporting
responsible growth ﬁscal accountability and stronger
trust between residents and city leadership. My goal is to help Escondido remain a place where families and
small businesses can thrive.

What is Your Leadership
Style?
My leadership style is collaborative and practical. I
listen ﬁrst and try to understand different viewpoints
before making decisions. I value preparation
accountability and respect for the process.

I am comfortable working with people who disagree
and believe the best outcomes come from clear
communication and common ground. I focus on
solutions that are reasonable responsible and in the
best interest of the community.

What Civic, Non-Proﬁt,
Community and
Professional
Organizations Have You
Served With?
Current Central Elementary PTA Treasurer completing
my second year overseeing ﬁnances, creating and
supporting school programs while working closely with
the school Principal, family liaison, student families, teachers to strengthen the school community.

Regular attendee of Escondido Council of PTAs
meetings held at Escondido Union School District with
the Superintendent, members of the Escondido Union
School District Board of Trustees and local PTA leaders to stay informed and engaged on school and
community issues.

Attachment "1"
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Current youth baseball Coach with Escondido Youth
Baseball as well as previous youth soccer Coach with
Escondido Soccer Club coaching for over four years
and working closely with local families and children.

Previous Club Room Committee Member with the
American Legion Post 149 in Escondido supporting
post operations and community and veteran focused
events.

What is Your Vocation? Founder of RuizIncorp, an asset protection and wealth management ﬁrm based in Escondido serving middle
income families for over 15 years. Co-Founder of
NuRadios, a family owned small business providing
two way radio communication solutions to
organizations nationwide since 2019.

Attachment "1"
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BOARD AND COMMISSION APPLICATION
Name Suzie Setzler
Email Address
Address
City
State
Zip Code
Phone Number
Which Seat Are You
Applying For?
Transportation and Community Safety Commission
Do You Live in the
Incorporated Territory of
Escondido?
Yes
Are you 18 Years or
Older?
Yes
Are You Registered to
Vote in Escondido?
YES
What is Your Vision for
Escondido?
Short-Term Goals
In the short term, my goal is to support transportation and community safety initiatives that strengthen
downtown Escondido as a safe, accessible, and
vibrant destination. This includes improving
Attachment "1"
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pedestrian and bicycle safety, traffic calming, lighting, and wayﬁnding, while ensuring that transportation
planning supports local businesses and family-friendly
activities. I am particularly interested in solutions that improve connectivity between parking, transit, and
downtown amenities to encourage safe and active use
of public spaces.

Long-Term Goals
Long term, my goal is to support transportation
strategies that reduce congestion and improve safety
along key corridors, particularly for residents traveling to and from Valley Center. I also believe community
safety is closely tied to how our transportation
systems and public spaces are designed and
managed. Through coordinated planning, data-driven
decision making, and collaboration with public safety
and regional partners, I hope to help advance
solutions that improve mobility, enhance public safety, and maintain accessible, well-functioning public
spaces throughout Escondido.

What is Your Leadership
Style?
My leadership style is collaborative, transparent, and
grounded in accountability. I believe the best
decisions are made by listening carefully to diverse
perspectives, asking thoughtful questions, and
weighing both community impact and long-term
outcomes. I approach leadership with respect for
process, data, and professional expertise, while
remaining accessible and open to dialogue. My goal is
to help guide decisions that are fair, ﬁscally
responsible, and aligned with the City of Escondido’s
vision for sustainable growth and quality of life.

What Civic, Non-Proﬁt,
Community and
Hawaii Kai Marina Association Board Member 9 Yrs;
Surﬁder Foundation, Treasurer and Board Member 3
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Professional
Organizations Have You
Served With?
Yrs; Ballpark District Community Partnership Board
Member 3 Yrs; Institute of Real Estate Management
and BOMA (both real estate nonproﬁts) Education and
Community Service 3 Yrs; Biovista Association Board
Member 2 Years
What is Your Vocation? Longfellow Real Estate, Senior Property Manager (22 years)
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BOARD AND COMMISSION APPLICATION

Name Richard barron
Email Address
Address
City
State
Zip Code
Phone Number
Which Seat Are You
Applying For?
Public Art Commission
Do You Live in the
Incorporated Territory of
Escondido?
Yes
Are you 18 Years or
Older?
Yes
Are You Registered to
Vote in Escondido?
YES
What is Your Vision for
Escondido?
Improve image and hospitality, increase business and
improve access to arts

Attachment "1"
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What is Your Leadership
Style?
Positive feedback
What Civic, Non-Proﬁt,
Community and
Professional
Organizations Have You
Served With?
Ran for city council twice
What is Your Vocation? Owned my own business for 30 years 10 years located in downtown at grand and broadway
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BOARD AND COMMISSION APPLICATION

Name Jonna Faulkner
Email Address
Address
City
State
Zip Code
Phone Number
Which Seat Are You
Applying For?
Public Art Commission
Do You Live in the
Incorporated Territory of
Escondido?
Yes
Are you 18 Years or
Older?
Yes
Are You Registered to
Vote in Escondido?
YES
What is Your Vision for
Escondido?
Ideally, to build a ﬂourishing arts community that
nourishes artists and art lovers. I would hope that this would include educational approaches that inspire

Attachment "1"
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young people to explore and appreciate the arts in
their everyday lives.

What is Your Leadership
Style?
Collaborative. Consult with experts in the ﬁeld to
gather data, share data with others who also bring
data to the table, and jointly make decisions based on
the available information. As executive director of
MEND, I worked with volunteers who brought valuable
expertise in various areas pertinent to nuclear arms as well as to building community to promote education
through events. Our goal was to join with other groups
across the country to promote nuclear disarmament.

What Civic, Non-Proﬁt,
Community and
Professional
Organizations Have You
Served With?
MEND (Mothers Embracing Nuclear Disarmament)
What is Your Vocation? Independent artist working small scale with various materials
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BOARD AND COMMISSION APPLICATION

Name Myles Johnson
Email Address
Address
City
State
Zip Code
Phone Number
Which Seat Are You
Applying For?
Public Art Commission
Do You Live in the
Incorporated Territory of
Escondido?
Yes
Are you 18 Years or
Older?
Yes
Are You Registered to
Vote in Escondido?
YES
What is Your Vision for
Escondido?
My vision for Escondido comes from a deep respect
for this city and the people who call it home. I believe art isn’t a luxury—it’s a responsibility. When it’s cared for and shared thoughtfully, art helps preserve history, teaches us about one another, and brings people

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together. I want Escondido to be a place where the arts are valued, protected, and accessible to everyone.

As an artist and educator, I see public art as a way to connect communities. Art in shared spaces should
reﬂect the people who live here—their stories,
cultures, and experiences. When residents can see
themselves represented, it builds pride and a stronger
sense of belonging. I also believe it’s important to
make room for voices that haven’t always been
included, because that honesty makes our city
stronger.

Alongside my work in the arts, I am currently on the
challenging but rewarding path of becoming a
ﬁreﬁghter. That experience has reinforced my belief in
service, discipline, and being part of something larger than myself. Whether through public service or public
art, my goal is the same: to show up, give back, and
support my community—not just the arts community,
but Escondido as a whole.

My values are grounded in faith, humility, and
responsibility. I am grateful for Mayor White and
President Carole Rogers for recommending that I
apply for this position. Serving on the Art Commission
would be a meaningful way for me to give back to the
community that gave me so much -- and to do so with
care, integrity, and respect.

What is Your Leadership
Style?
my leadership style can be described as one that does
not rely on ego. I am a leader that not only knows what his strengths and weaknesses are but also the
strengths and weaknesses of the team he represents. I
am a leader that listens. A leader that knows when to
follow. I am a leader that understands the importance
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of getting the job done and I would not ever set my own individual agenda above the main goal. I would rather
get the win as a unit than to receive any sort of
individual praise.

What Civic, Non-Proﬁt,
Community and
Professional
Organizations Have You
Served With?
Habitat for Humanity, PakoPablos Studios,
Oolongallery, After school instructor for CCAE
Theatricals, and Plans to teach a two week summer
course for CCAE this summer as well as volunteer at
various ﬁre stations amongst northern San Diego.

What is Your Vocation? independent art consultant. 4 years Attachment "1"
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BOARD AND COMMISSION APPLICATION

Name Jacqueline Kelleher

Which Seat Are You
Applying For?
Public Art Commission

What is Your Leadership Style?
My managerial style is structured but approachable. I like to set goals, plan ahead, make sure everyone understands the big picture, and then give people the space to own their work while supporting them. I care a lot about communication and regular updates on projects so expectations are transparent. When it comes to decision-making, I look at the information presented, think through the need and longer-term impact, and make sure I make a reasonable choice. For example, there have been several grant opportunities presented to the commission where I review each budget line item and give feedback to the organization on where I believe they need to adjust in order to better represent the Public Art Commissions abilities to award funding as well as the needs of artists. On teams with different opinions, I focus on aligning around the end goal, hearing people out, and then helping the group move forward in a way that continues the vision of the Public arts commission and the desires of the community. Recently, I’ve felt the need to advocate for a broader range of art appreciators, making sure our Grand Avenue Project resonates not only with dedicated members of the art community but also with everyday residents of Escondido. I think my role on this subcommittee is especially important as I feel that the options we decide on will dictate a legacy art piece in the center of our city.

What is Your Vision for Escondido?
Short term goals: I would love to continue serving on the commission and see through the Grand Avenue project. I feel like my role is important on this speciﬁc subcommittee to advocate for the community and the way that the general public interacts with art in public spaces. I am also passionate about continuing to brainstorm ways to maintain current public art pieces and sharing my perspective on proposals to the commission.

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Long term goals: I would love to see Escondido continue to become a hub for artists and nurturing the next generation of artists. If we continue projects like Escondido Expressions and the collaboration with EUSD, I think that Escondido will grow to be a true space for artists for years to come where being a creative is encouraged. Towns like Idyllwild and Ojai are inspiring in the ways they embrace artists and public art spaces.

What Civic, Non-Proﬁt, Community and Professional Organizations Have You Served With?
San Diego Wildlife Alliance - Information Ambassador Volunteer since November 2018 and also a Conservation Project Volunteer since 2022
MANA San Diego Hermanitas Leadership team- August 2022 to June 2024 Sierra Club - Volunteer and Speaker - June 2019 to February 2020 The Metropolitan Museum of Art - Audience Development Intern and Chair of College Group at the Met - 2012 to 2015

What is Your Vocation?
I work as a Technology Manager at a nonproﬁt animal rescue called Helen Woodward Animal Center, where I have been employed since October 2019.

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BOARD AND COMMISSION APPLICATION
Name Nathalie Martinez
Email Address
Address
City
State
Zip Code
Phone Number
Which Seat Are You
Applying For?
Public Art Commission
Do You Live in the
Incorporated Territory of
Escondido?
Yes
Are you 18 Years or
Older?
Yes
Are You Registered to
Vote in Escondido?
YES
What is Your Vision for
Escondido?
My vision for Escondido is a city where public art
serves as a dynamic form of civic engagement, inviting
residents to actively participate in shaping their
community’s cultural identity. Through my two terms
on the Public Art Commission, I’ve seen how initiatives Attachment "1"
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like Escondido Expressions and Arts, Culture &
Creativity Month can transform public spaces into
platforms for connection, storytelling, and shared
pride. In the short term, my goal is to expand
accessible, community-driven projects, especially
those that engage youth, while continuing to integrate
art into everyday spaces. Long term, I envision a
sustainable and inclusive public art program that
cultivates and supports local artists, reﬂects the
evolving identity of Escondido, and strengthens a
sense of belonging across all neighborhoods.

What is Your Leadership
Style?
My leadership style is collaborative, inclusive, and
grounded in community engagement. I approach
management by building strong relationships, setting
clear expectations, and creating space for diverse
perspectives while maintaining accountability and
forward momentum. My decision-making process is
informed by active listening, community input, and
thoughtful consideration of multiple viewpoints, with a focus on reaching outcomes that are both equitable
and practical. Through my work on the Public Art
Commission, I’ve supported projects like Escondido
Expressions and Arts, Culture & Creativity Month by
working across teams with varying opinions, ﬁnding
common ground, and keeping shared goals at the
center. I’ve also learned from my fellow
commissioners, whose experience across business,
organizations, and the arts has strengthened my ability to navigate differing perspectives and make informed,
collaborative decisions that reﬂect the community.

What Civic, Non-Proﬁt,
Community and
Professional
Escondido Public Art Commission: 2021 - present
Universidad Popular: Community Educator, 2021 -
2026
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Organizations Have You
Served With?
What is Your Vocation? Learning & Volunteer Coordinator, TrueCare, March 2026-present
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BOARD AND COMMISSION APPLICATION
Name Mimi Ovanessof
Email Address
Address
City
State
Zip Code
Phone Number
Which Seat Are You Applying For? Public Art Commission
If you have ﬁled
additional applications
for other boards or
commissions, please list
them in order of
preference
Field not
completed.

If you are an incumbent,
how long have you served
in your current position
Field not
completed.

Have you ever been a
member of any City
board or Commission, or
No
Attachment "1"
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Item11.
employed by the City of
Escondido
If so what capacity? Field not
completed.

Are any persons now
employed by the City of
Escondido related to you
by blood or by marriage?
No
If so, list name and
relationship?
Field not
completed.

Personal References
(Name/Address/Business
Address/Occupation)
Field not
completed.

Community Involvement:

List present membership
in any community service
or civic organizations, if
any?
Field not
completed.

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BOARD AND COMMISSION APPLICATION

Name Pako Pablos
Email Address
Address
City
State
Zip Code
Phone Number
Which Seat Are You
Applying For?
Public Art Commission
Do You Live in the
Incorporated Territory of
Escondido?
Field not completed.

Are you 18 Years or
Older?
Yes
Are You Registered to
Vote in Escondido?
YES
What is Your Vision for
Escondido?
My vision for Escondido is to strengthen its identity as a city where culture, creativity, and community pride
are visible, accessible, and shared by everyone. In the short term, my goal is to support public art and
cultural projects that reﬂect Escondido’s diversity, tell

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its stories, and activate public spaces in a way that
brings people together and creates a sense of
belonging.

Long term, I see Escondido positioned as a regional
and international cultural hub—known for investing in
the arts as a driver of education, economic growth,
and civic connection. I want to help build sustainable
creative programs, expand opportunities for local
artists and youth, and create cultural experiences that attract visitors while staying rooted in the community.

Ultimately, my goal is to contribute to a cultural legacy for Escondido—one where creativity is part of
everyday life and public art serves as a bridge between the city’s history, its present, and its future.

What is Your Leadership
Style?
My leadership style is collaborative and practical. I like to set a clear vision from the start, listen to different perspectives, and make sure everyone understands
the goal we’re working toward. I value open
communication and believe strong projects come
from teams where people feel heard and respected.

When it comes to decision-making, I gather input,
weigh the options, and then make clear, timely
decisions that keep the project moving forward and
aligned with its purpose, budget, and timeline. I’ve
worked with diverse teams—artists, fabricators,
community members, and public partners—often with
different opinions. I focus on ﬁnding common ground
and turning those differences into strengths.

Overall, I aim to lead with clarity, ﬂexibility, and
Attachment "1"
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accountability while creating a positive, productive
team environment.

What Civic, Non-Proﬁt,
Community and
Professional
Organizations Have You
Served With?
• City of Escondido, California — Cultural Partner
Ongoing collaboration on public art and community-
based cultural initiatives. Recognized by the City in
2025 for contributions to arts and community
engagement.
• San Diego Latino Film Festival & Escondido’s
Hidden Film Festival — Advisory Board Member
Provided guidance on programming, creative
direction, and community outreach.
• Chamber of Deputies of Mexico / Espacio Cultural
San Lázaro — Artistic Collaborator
Partnered on exhibitions and cultural programs within
a national public institution.
• Educational & Cultural Institutions (U.S. &
International) — Speaker / Mentor
Served through talks, workshops, and a TEDx
presentation focused on creativity, leadership, and
cultural impact.

What is Your Vocation? Artist. Help my community and engage with opportunities to make talent shine.

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BOARD AND COMMISSION APPLICATION
Name John Pappas III
Email Address
Address
City
State
Zip Code
Phone Number
Which Seat Are You
Applying For?
Public Art Commission
Do You Live in the
Incorporated Territory of
Escondido?
Yes
Are you 18 Years or
Older?
Yes
Are You Registered to
Vote in Escondido?
YES
What is Your Vision for
Escondido?
Escondido can be a destination for the arts in San
Diego County.

Attachment "1"
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What is Your Leadership
Style?
I have a style that draws on consensus and
collaboration.

What Civic, Non-Proﬁt,
Community and
Professional
Organizations Have You
Served With?
I have served on the boards of two different non-
proﬁts, You Matter2Me, and Surfrider Foundation San
Diego Chapter I helped to found the former and was on
the Board of Directors for two years, and as far as the later, I served for six years in their leadership and
served as policy committee chair.

What is Your Vocation? I am a public adjuster apprentice, and a writer, screenwriter, and playwright.

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BOARD AND COMMISSION APPLICATION

Name Patricia Spann
Email Address
Address
City
State
Zip Code
Phone Number Field not completed.

Which Seat Are You
Applying For?
Public Art Commission
Do You Live in the
Incorporated Territory of
Escondido?
Field not completed.

Are you 18 Years or
Older?
Yes
Are You Registered to
Vote in Escondido?
YES
What is Your Vision for
Escondido?
An unique Art Community ...authentically Escondido

Attachment "1"
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What is Your Leadership
Style?
DBA, Old Escondido Board, Public Art Commission
has given me experience working with many people
with many opinion. I am one vote and I speak my heart
for Escondido.

What Civic, Non-Proﬁt,
Community and
Professional
Organizations Have You
Served With?
DBA, Old Escondido Board, Public Art Commission,
church organizations
What is Your Vocation? Interior Design including exterior design Attachment "1"
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BOARD AND COMMISSION APPLICATION

Name Adrian Stewart
Email Address
Address
City
State
Zip Code
Phone Number
Which Seat Are You
Applying For?
Public Art Commission
Do You Live in the
Incorporated Territory of
Escondido?
Yes
Are you 18 Years or
Older?
Yes
Are You Registered to
Vote in Escondido?
YES
What is Your Vision for
Escondido?
My Vision for Escondido
The Escondido Community is poised on its full vibrant,
successful, thriving future. It’s an exciting time to serve in the arts leadership in this community, ﬁlled with
potential, talent, passion and creativity. In all my years

Attachment "1"
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of Arts leadership across the US including in the City of San Diego when I managed the San Diego Repertory
Theater in the Lyceum downtown and founded the San
Diego Arts and Cultural Alliance, I witnessed again and again how the arts play a crucial role in the vitality, economic growth and health of the community.

Escondido is indeed fortunate to be the home of so
many accomplished and talented local artists and my
vision for the city is to continue to nurture, promote
and grow the local arts and cultural community. It is
the local arts community that have the greatest impact
on the success and growth of the city and my vision is
to focus on supporting and growing that local
community through events, display opportunities,
exhibitions and arts gatherings. Bring the art and the
artists and the patrons will follow, patrons who
participate in local restaurants and services, who
spend money at local shops and retailers and together
this partnership leads to an exciting, engaging,
thriving, vibrant, successful, healthy City of
Escondido.

What is Your Leadership
Style?
My Leadership Style
In my half century of business and arts management
experience I have learned that all accomplishments
are never the role of one person but always a TEAM. I
am a TEAM builder and once built maintaining the
collaboration and cooperation of all TEAM members. I
have also learned that one SERVES the TEAM as a
leader not the other way around as is so often
believed. Even today I describe my role at the
Escondido Art Association as “serving president” . I
also know the arts today are an extraordinarily diverse and eclectic community and ensuring that all voices
are heard is a critical component of TEAM leadership.

Attachment "1"
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What Civic, Non-Proﬁt,
Community and
Professional
Organizations Have You
Served With?
In Escondido as I wrote earlier I am the currently
serving president of The Escondido Art Association, a
66 year old non-proﬁt arts organization that operates
its Grand Avenue Art Gallery with monthly exhibitions
of members and non-members work, its partnership
Gallery at the North Island Credit Union, and also
exhibits at the Escondido Public Library and other
venues around town.

In my arts management career I have served on
numerous, city, state and national government agency
grant panels and commissions including California
and City of San Diego
I have also served for three years on the Vestry and
Board of St Marks church in City Heights.

What is Your Vocation? My Vocation
I am fortunate to have multiple current vocations and
many past vocations in my career. My current
vocations include being a professional artist and wood
art sculptor with solo shows throughout Escondido
and my work is currently on display in the Abstract &
Expressionism Exhibition at The Escondido Art
Association and The Wood Show presented by EAP . I
am President of my own company EngageHealthy and
the IndUS Alliance also a global healthcare consultant
partnership and currently serving as a catalyst in
forging collaborations in advance cancer research and
therapy development.

Attachment "1"
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BOARD AND COMMISSION APPLICATION
Name Mark Wassef
Email Address
Address
City
State
Zip Code
Phone Number
Which Seat Are You
Applying For?
Public Art Commission
Do You Live in the
Incorporated Territory of
Escondido?
Field not completed.

Are you 18 Years or
Older?
Field not completed.

Are You Registered to
Vote in Escondido?
YES
What is Your Vision for
Escondido?
My vision for Escondido is to create amazing art/music
events geared for all members of our community
however more speciﬁc towards young adults. I
envision an active sports culture, conventions,
engagement/community more stronger for next
Attachment "1"
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generation feel alienated while also continuing the
tradition of respecting the generation before us and
the current.

What is Your Leadership
Style?
My leadership style is organizing my thoughts writing
them down and categorizing them in order of
importance then ﬁnally bring it to the team during our
meetings and listen for feedback. Afterwards, come to
agreement on our decision.

What Civic, Non-Proﬁt,
Community and
Professional
Organizations Have You
Served With?
Founder/President of Ignite Art Club Non-proﬁt 501
(c)(3)
What is Your Vocation? Grand Ritz Theater: Maintenance
Fallbrook Union High School District:

Stagehand/Maintenance
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BOARD AND COMMISSION APPLICATION
Name Marcus Wanner
Email Address
Address
City
State
Zip Code
Phone Number
Which Seat Are You
Applying For?
Public Art Commission
Do You Live in the
Incorporated Territory of
Escondido?
Yes
Are you 18 Years or
Older?
Yes
Are You Registered to
Vote in Escondido?
YES
What is Your Vision for
Escondido?
I'm a strong proponent of public art as a unifying signal to the community that we are investing in our
neighborhoods. Every time I see a new mural or
sculpture go up, I feel so proud our city and our
citizens. In the short term, I was proud to cast a vote in Attachment "1"
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favor of Measure I last year, and am excited about the
resulting resources available to local public arts
initiatives. In the long term, I want to see Escondido
regionally and globally recognized as the vibrant hub of ﬁne, performance, and industrial arts that it's quickly growing into. We have a thriving community of world-
class artists who live and work right here in Escondido, and I feel that it's our responsibility to focus on
spending our residents' tax dollars as locally as
possible when investing in public art for our
community.

What is Your Leadership
Style?
I'm a fan of bringing all the stakeholders to the table early and making sure everyone has a chance to
explain their angle before decisions and plans start to be made. In software development, there are usually
at least as many good ways to do something as there
are people in the room. The tricky part is to ﬁnd the
one that the most people think is the best one. At the
end of the day, everyone is going to have to support the decision as made, so getting some level of buy-in even
from folks who would prefer to go in a different
direction is always a priority for me. These
"diplomatic" skills have transferred well from my
professional life to volunteering on larger-scale art
builds, and I am excited to use them to contribute
back to my local community in a municipal way.

What Civic, Non-Proﬁt,
Community and
Professional
Organizations Have You
Served With?
San Diego CoLab (Nonproﬁt makerspace in Mission
Valley https://sdcolab.org): 3D Printing Program Lead
(2024-present)
Glass House Arts (Escondido-based nonproﬁt artist
collective https://www.deldiosglasshouse.com):

Fabrication Volunteer (2024-present)
Machine Elves Industries (Escondido-based nonproﬁt
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artist collective https://machine-elves.art): Founding
Member (2025-present)
What is Your Vocation? I have worked in software development for about 15 years. Currently working as a Systems Architect at
DigiFlex Labs.

Attachment "1"
182
Item11.

STAFF REPORT

May 13, 2026
File Number 0680-35

SUBJECT
SHORT-FORM RENT INCREASE APPLICATION FOR GREENCREST MOBILEHOME PARK (FILE NO. 0697-20- 10356)

DEPARTMENT
Development Services; Housing & Neighborhood Services

RECOMMENDATION
Request the City Council, serving in its role as the City of Escondido Mobilehome Rent Review Board, (1) review and consider Greencrest Mobilehome Park’s Short-Form Application and (2) adopt Mobilehome Rent Review Board Resolution No. RRB 2026-65.

Staff Recommendation: Approval (Development Services: Kevin Snyder, Development Services Director) Presenter: Carlos Cervantes, Management Analyst and Stephen Jacobson, Code Compliance Officer II ESSENTIAL SERVICE – No
COUNCIL PRIORITY –

FISCAL ANALYSIS

Staff time and resources were expended to process the short -form application. Staff reviewed the application, evaluated the mobilehome park for code enforcement violations and conducted public outreach with the affected park residents, park manager and owners. No additional fiscal impact was incurred by the City.

PREVIOUS ACTION
On May 14, 2025, a short-form application was considered and approved. An increase of 2.809 percent (2.809%) was approved, resulting in an average space increase of $17.21 per space, per month.

BACKGROUND

On June 8, 1988, the Escondido residents voted to approve Proposition K to enact Mobilehome Rent Control in the City of Escondido (“City”). Under Proposition K, if a park owner wants to increase the rent on a mobilehome rent control space, they must file an application with the City and obtain approval from 183
Item12.

the Mobilehome Park Rent Review Board (“Board”). This Board is an independent body comprised of the City of Escondido Councilmembers.

In 1997, the Board adopted changes to the Mobilehome Rent Review Board Guidelines (“Guidelines”) to allow for the acceptance of a “ short-form” application . Th e short -form is an abbreviated and less administrative burdensome application process for park owners and City staff. A park owner can request a rent increase based solely on the change in the San Diego Metropolitan Area ’s Consumer Price Index (“CPI”), All Items/All Urban Consumers component since the last increase was granted by the Board. The requested increase may not exceed ninety percent (90%) of the increase in CPI since the last application was granted by the Board, or eight percent (8%) of the current rent, whichever is less, subject to a two- year limit. Park owners are allowed to apply one -year from the date the last application was deemed complete.

Greencrest Mobilehome Park (“Park”) is an all-age park, located at 541 W 15th Avenue. The Park has a total of 129 spaces, of which 114 spaces are subject to rent control. The Park is requesting an increase for the 114 rent-controlled spaces. The amenities available for the residents include a clubhouse, pool, and laundry facilities.

Greencrest submitted a short-form application on March 23, 2026. (Attachment “1”). City staff reviewed the final application and deemed it to be complete on April 1, 2026. City staff mailed a letter , written in both English and Spanish, on April 1, 2026, notifying the affected park residents of the application and proposed rent increase, upcoming residential meeting, and public hearing date (Attachment “2”).

Greencrest’s short-form application was available for review at the Park office, and the Housing & Neighborhood Services Division counter at City Hall.

Housing & Neighborhood Services and Code Compliance staff facilitated an in -person meeting for the affected residents on April 13, 2026, at 6: 00 p.m. Code Compliance conducted a lighting inspection on April 13, 2026 and completed an inspection of the common areas on April 14, 2026.

City staff mailed a 10 -day notice written in both English and Spanish to residents on May 1, 2026, reminding them of the May 13, 2026 City Council Meeting (Attachment “4”).

THE RENT INCREASE APPLICATION:

The application meets all the eligibility criteria for submittal of a short-form rent increase.

PARK OWNER’S REQUEST:

The Park is requesting an increase of ninety percent (90%) of the change in CPI for the period of July, 2024, to the Annual rate of 2025 . A park is allowed to request up to ninety percent (90%) of the current CPI.

Under Section 11(D) of the Guidelines it states, “In determining whether the amount of the park owner’s 184
Item12.

requested increase is appropriate, the Board must presume that up to ninety percent (90%) of the Consumer Price Index is a fair, just, and reasonable rent increase. However, the Board may consider any of the other Rent Control Ordinance factors in Section 29-104(g) at the request of either the park owner or the affected residents in determining that a lesser increase is fair, just, and reasonable.” These factors are referenced in Chapter 29 Article 5 Section 29-104(g) of the Escondido Municipal Code. Ninety percent (90%) of the change in the CPI is 2.974 percent (2.974%) for the period of consideration. Currently, the average monthly rent for the residents that are affected by this application is $ 638.34. The average monthly increase requested for the 114 spaces is $16.65 per space, per month. This increase ranges from to $11.28 - $24.88 per space, per month.

RESIDENT MEETING AND COMMENTS:

All residents affected by this request were invited to attend a meeting in their clubhouse on April 13, 2026, at 6:00 p.m. The meeting was attended by one resident (including three children), the Park manager, and City staff. The application and the short-form hearing procedures were reviewed with the residents. The resident asked questions regarding CPI and various CPI circumstances, to which City staff was able to clarify and provide references to the Guidelines. Resident also asked park management why they continue to come for yearly increases, park management was able to clarify for resident. No other concerns were brought forward.

No resident representative was identified.

CODE COMPLIANCE INSPECTION:

On April 13, 2026, a lighting inspection was performed by the Code Compliance Division; one lighting violation was identified. On April 14, 2026, an inspection of the common areas was conducted by the Code Compliance Division, Neighborhood Service Staff and Park Management. Three general park violation s were identified. There were overgrown tree branches encroaching o n the road by spaces 13 and 32, as well as an inoperable light in the women’s bathroom in the clubhouse. The one lighting violation was for an exterior light in front of the clubhouse entry door that was in disrepair. The park also noted that they will be repaving the main roads in the park later in 2026, code enforcement did not note this as a violation.

A notice was mailed to the Park manager and owner informing them of the violations. (Attachment “3”).

A reinspection was conducted and as of April 30, 2026, all violations were c orrected (Attachment “5”).

According to the Guidelines, no increase granted for any park shall go into effect until any existing code violations are corrected.

ADDITIONAL FACTORS AFFECTING THE APPLICATION:

the applicant and residents immediately upon adoption of the Resolution. Park owners and management must give a 90-day notice of any rent increase to affected residents upon the adoption of the Resolution.

RESOLUTION
a) Resolution No. RRB 2026-65

ATTACHMENTS
a) Attachment “1”—Greencrest Mobilehome Park Application b) Attachment “2”—Resident Short-Form Letter Notification c) Attachment “3”—Code Inspection
d) Attachment “4”—10-Day Public Hearing Notice
e) Attachment “5”—Code Letter Clearing Violations
186
Item12.

RESOLUTION NO. RRB 2026-65

A RESOLUTION OF THE CITY COUNCIL/ MOBILEHOME

RENT REVIEW BOARD OF THE C ITY OF ESCONDIDO,

CALIFORNIA AUTHORIZING A RENT INCREASE FOR

GREENCREST MOBILEHOME PARK
(File Number: 0697-20-10356)

WHEREAS, Article V of Chapter 29 of the Escondido Municipal Code is a codification of the Escondido Mobilehome Rent Protection Ordinance ("Ordinance") and provides for mobilehome space rent regulation; and
WHEREAS, the City of Escondido Mobilehome Park Rent Review Board ("Board") is charged with the responsibility of considering applications for rent increases; and WHEREAS, a short-form rent increase application pursuant to Section 12 of the Board Guidelines was filed on March 23, 2026 (“Application”) by Greencrest Mobilehome Park, LLC (“Park”), the owner of the rental spaces in Greencrest Mobilehome Park, located at 541 W 15th Ave in Escondido. City staff reviewed the application and deemed it complete on April 1, 2026; and WHEREAS, the last rent increase was granted by Resolution No. RRB 2025-53 on May 14, 2025 for an increase of 2.809 percent (2.809%), or approximately $17.21 per space, per month; and WHEREAS, the Park requested a rent increase in the amount of 90 percent (90%) of the change in the Consumer Price Index (“CPI”) , or 2.974 percent (2.974%), for the period of July, 2024 through the Annual rate for 2025 . The Application average monthly rent for the 114 spaces was $638.34, and the estimated increase averages to $16.65 per space, per month; and

187
Item12.

WHEREAS, on April 14, 2026, a Mobilehome Park Rent Review Code Compliance Inspection Report ("Inspection Report") was completed. The Inspection Report noted three general Park violation s identified; there were overgrown tree branches encroaching on the road by spaces 13 and 32, as well as an inoperable light in the women’s bathroom in the clubhouse . The one lighting violation was for an exterior light in front of the clubhouse entry door that was in disrepair. Code Compliance completed a reinspection on April 30, 2026 and all violations were cleared; and WHEREAS, on May 13, 2026, the Board held its public hearing. After an initial staff presentation, the Board invited testimony from Park ownership, residents of the Park, an d other residents of the community at large; and
WHEREAS, after all present had been given an opportunity to speak, the hearing was closed.

Following an opportunity for discussion among the Board members, and clarifying questions to the parties and staff, the Board voted to grant an increase of 2.974% resulting in an average rent increase of $16.65 per space, per month, for the 114 spaces.

NOW, THEREFORE, BE IT RESOLVED by the City of Escondido Mobilehome Park Rent Review Board, as follows:

1. That the above recitations are true.

2. That the City of Escondido Mobilehome Park Rent Review Board finds that the Greencrest Mobilehome short-form application increase is consistent with the Guidelines, and approves the rent increase Application submitted by Greencrest, LLC and Thomson Properties.

188
Item12.

Cwreencreat

CITY OF ESCONDIDO
201 North Broadway
Escondido, CA 92025-2798
(760) 839-4562

SHORT-FORMAPPLICATION FOR MOBILEHOME SPACE RENT INCREASE Park Name Greencrest Mobilehome Park 760-745-4352
Address 041 W 15th Ave Escondido, CA 92025
Owner Creencrest LLC | - | | Telephone 249-722-1698
Address 901 E 17th St Ste 208 Costa Mesa, CA 92627
Telephone
Bart Thomsen 949-722-1698 Representative Telephone
(If other than owner; all City correspondence will be addressed to this person) Address
Site Manager Katie Morris Telephone 949-722-1698
Today’s Date: 3/20/26
Date of last RRB increase 9/1/25 _ Period covered by CPI request Annual Number of Spaces in Park 129 Spaces affected by proposed increase 114 Change in CPI during period 3-394 % 90% of change in CPI 2-9/4 % Increase requested by Park 2.974 % # of In-Place Transfers as of 7/1/20 2 or since last Rent Increase Application (whichever is more recent) Briefly describe the park. Include amenities and services provided without additional charge. Attach additional pages if more space is needed.

Clubhouse
Laundry Room
Playground
Pool
**L_ast rent increase application deemed complete 3/24/25.™* Updated 4/11/2023
Attachment "1"
189
Item12.

Greenecest

SPACE RENTALS
Complete for all spaces affected by Proposed Increase at: Greencrest Mobilehome Park Date of last application was deemed complete: March 24, 2025 Date of last increase: September 1, 2025
DIRECTIONS: 1. List the monthly rent for rent-controlled spaces (“RC”) collected for all affected spaces at the date the application was deemed complete. 2. List all long-term lease spaces (“LT”) that sold or signed a new agreement after February 13, 2020. 3. If spaces have been added due to termination of long-term Jeases or space rents have been raised during a calendar year since the last increase was granted, list the highest rent paid for each space during that calendar year. Ifthe last increase was granted more than three years ago, use additional pages as needed. This sheet may be duplicated as necessary.

Resident Name and | RC Rentin Rentin = Current Requested Percentage Requested Space # or | Rent Increase Increase New Rent
LT —— _
— 20 20 I!) 8)
#1 See attached
#2 None
IN-PLACE TRANSFER/ SALE(S) | | Ce
Updated 4/11/2023
Attachment "1" 190
Item12.

DIRECTIONS:

Ei Leenewres
Enter the information on all in-place transfer of a resident-owned mobilehomes in the park after July 1, 2020, or since the date of when the last rent increase application was deemed complete (whichever date is more recent). Please note the term “deemed complete’ means when the Housing & Neighborhood Services staff deemed your previous application complete not when the Rent Review Board granted the increase. ,. “In- place transfer” means the transfer of the ownership of a mobilehome with the mobilehome remaining on the mobilehome lot following the transfer.

Final Space Rent - rent charged to the departing tenant for the final month of rent before the sale Space Rent after Sale — rent paid by the new tenant for the first month after the sale _ Park Average Space Rent - total amount of rent charged for all spaces in a mobilehome park occupied by a resident owned mobilehome, divided by the number of spaces in the park occupied by a resident owned mobilehome (calculated on the most recent annual rent control survey) Use additional Sheets if necessary
Final Space Rent Space Rent After Sale Park Average Current Lease Type Space # pale Sake Before Sale (S$) — (S$) Space Rent (LT/RC) 65 4/1/2025 $368.78 $661.53 $612.53 RC
76 2/1/2026 $723.12 $723.12 $621.06 RC
Updated 4/11/2023
Attachment "1"
191
Item12.

Greencrest
Rent
Increase
Application
2026
Last
Rent
Increase
Effective
September
1,
2025
Space
Resident
Rent In
March
2024
Rent
In
March 2025
March
2026
Increase
Current
Rent
Percentage
Requested
|
Increase
Requested New
Rent
Filadelfo
Rivera $355.04
$368.78
$379.14

2.974% 1.28
$390.42
Olivia
Wennerholm $355.04
$368.78 $379.14

2.974%

1.28 $390.42
Juan
Escobedo
$621.00
$645.03
$663.15

2.974% 9.72
$682.87
Kayla
Susan
Ruiz $595.00 $618.03
$635.39

2.974%

8.90 $654.29
Maria
Vazquez $658.87
$683.91
$703.12

2.974%

0.91 $724.03
Pablo
Correa
Flores
$670.68 $696.64
$716.21

2.974% 1.30
$737.51
Lucia
Robles $681.55
$703.36
$723.12

2.974%

1.51 $744.63
Liborio
Marrufo
$360.42 $374.37
$384.89

2.974%

1.45 $396.34
Daniel
Gallardo
Morales
$424.00 $440.41 $452.78

2.974%

3.47. $466.25
James
Crouse
$362.47 $376.50
$387.08

2.974%

1.51 $398.59
O|- SIN | MOM) t}in |OlR jojo; Sia
Victor
Valdez
$664.48
$699.03
$718.67

2.974% 1.37
$740.04
™N
el
Stephen
Mc
Mahon
$674.43
$698.71 $718.34

2.974%

1.36 $739.70
ef
os
Will
Peart
$362.47
$376.50 $387.08

2.974%

1.51 $398.59
Ln)
c7
Jose
Antonio
Ramirez
Ibanez $619.09 $694.49 $714.00

2.974%
et es best pet NTN M®O ee esp me EON EN EON

1.23 $735.23
_
i
Kenneth
Emery
$665.76
$691.06
$710.47

2.974% 1.13
$731.60
oe) —
Maria
Guerrero $621.00
$645.03
$663.15

2.974%

9.72 $682.87
o>)
—
Santos
Vargas $484.27 $503.01 $517.14

2.974%

5.38 $532.52
©
N
Mrs
Michael
Casillas
$362.47 $376.50
$387.08

2.974% [1.51
$398.59
=
N
German
Lopez
$478.90
$497.43
$511.40

2.974% [5.21
$526.61
o 9)
™N
Nex
Romero
$621.00
$645.03
$663.15

2.974%
CN on bas | ue vo" ee |

19.72 $682.87
=f
N
Gabino
Torres $681.55 $703.36 $723.12

2.974%
9 1.51
N
$744.63
Ln)
N
Maria
Roberts
$355.04
$368.78
$379.14

2.974%
AY

11.28 $390.42
<o)
N
Benito
Ramirez
$658.87
$683.91
$703.12

2.974% 20.91
$724.03
oe)
N
David
Chavez
$484.27
$503.01
$517.14

2.974% 15.38
$532.52
OY
N
Ilda
Hanson
$355.04
$368.78
$379.14

2.974%

11.28 $390.42
©
ae)
Norma
Gonzalez
Garibay $700.00
$722.40 $742.69

2.974% 22.09
$764.78
a
mY)
Jaime
Mendez
$558.78
$580.40
$596.70

2.974%
Se EEE EE EE UE ET | eA | A | | | | | | |

17.75 $614.45
Crecencrest
Attachment "1"
192
Item12.

Space
Resident
Rent
In
March 2024
Rent
In
March 2025
March 2026
increase
Current
Rent
Percentage
Requested Increase
Requested
‘New Rent
33 Celerino
Lita
$664.48
$699.03
$718.67

2.974%

1.37 $740.04
34 Winston
Chavez
$621.00
$645.03
$663.15

2.974%

9.72 $682.87
35 Andres
Gonzalez $627.89
$652.19
$670.51

2.974%

9.94 $690.45
36 Esperanza
Esparza
$674.43
$698.71
$718.34

2.974% 1.36
$739.70
37 Faustino
Parra
$558.78
$580.40 $596.70

2.974%

7.75 $614.45
38 Vilgan
Gomez $621.00
$645.03 $663.15

2.974%

9.72 $682.87
39 Gustavo
Valdez $739.36
$739.36
$760.13

2.974% $782.74
AQ
Eric
Tony
Ferrer
Martinez $372.46
$386.87 $397.74

2.974%

1.83 $409.57
41 Monica
Flores $553.39 $574.81
$590.96

2.974% 17.58
$608.54
42 Arnulfo
Garcia
$558.78
$580.40
$596.70

2.974% 7.75 $614.45
43 Antonio
Cruz $621.00 $645.03
$663.15

2.974% 9.72
$682.87
AA
Jose
Salas $621.00
$645.03
$663.15

2.974% 9.72
$682.87
45 Anna
Romero
$631.56
$656.00 $674.43

2.974% ‘0.06
$694.49
48 Erick
Ortiz
$658.87 $683.91 $703.12

2.974%
2 1
1 2
1 1

22.61 1
1 i
1 1
2 2 10.91 $724.03
49 Juan
Lombera $740.82
$764.53
$786.01

2.974% 13.38
$809.39
50 Paulette
Lang
$622.76
$646.86 $665.03

2.974%
$684.81
51 Amancio
Sanchez $621.00
$645.03 $663.15

2.974%
2 19.78

19.72 $682.87
52 Rosa
Torres
$681.55
$703.36
$723.12

2.974%

1.51 CN
$744.63
53 Angelica
Rodriguez $785.58 $813.86
$836.72

2.974%
$861.60
54 Robert
Van
De
Hey
$539.38
$564.73
$580.59

2.974%

24.88 17.27
$597.86
55 Jesus
Manuel
Lopez
Armenta
$700.00
$726.60 $747.01

2.974%

22.22 $769.23
56 Conrrado
Aguilar
$662.46 $693.60
$713.08

2.974%

21.21 $734.29
57 Joel Valdez $478.90
$497.43 $511.40

2.974%

15.21 $526.61
58 Ricardo
Gonzalez
$664.48
$699.03
$718.67

2.974%
_

21.37 $740.04
59 Enedina
Canedo
$398.76
$414.19
$425.83

2.974% 12.66 $438.49
60 Arturo
Torres $621.00
$645.03
$663.15

2.974%

19.72 $682.87
61 Juan
Resendiz
Lino
$595.00
$618.03
$635.39

2.974% 18.90
$654.29
62 Mauro
Rubalcava
$621.00
$645.03
$663.15

2.974%

19.72 $682.87
63 Maria
Urieta
$675.00 $701.12
$720.81 2.974%

21.44 $742.25
64 Luis
Romo
$553.39 $574.81
$590.96

2.974%

17.58 $608.54
65 Pacific
Manufactured
Homes
$355.04
$368.78 $661.53

2.974%

19.67 $681.20
66 Heber
Aguilar
$664.48 $699.03
$718.67

2.974%
nlnlnrnlnlninlinln|ninlinlnlul]nlrlrin]nlrnln] nnn] nan] nln] nn] nl nlnjn|n

21.37 $740.04
J\
Attachment "1"
193
Item12.

Space
Resident
Rent
In
March 2024
Rent
In
March 2025
March 2026
Current
Rent
Percentage
Increase
Requ incre en
Req
uested
New
Rent
67 Yolanda
Perez
$583.21
$605.78
$622.80

2.974%

8.52 $641.32
68 Francisco
Lopez
$694.49
$694.49
$714.00

2.974%

1.23 $735.23
69 William
Tibbs
$355.04
$368.78
$379.14

2.974%

1.28 $390.42
70 Ramon
Guiterrez
$733.07
$759.46
$780.79

2.974%

3.22 $804.01
71 Jorge
Rivera $694.49
$694.49
$714.00

2.974%

1.23 $735.23
72 Cindy
Chairez
$674.43
$698.71
$718.34

2.974%

1.36 $739.70
73 Yuridia
Gonzalez
$664.48
$699.03
$718.67

2.974% 1.37
$740.04
75 Marisa
Garcia
$675.00
$701.12
$720.81

2.974% 1.44 $742.25
76 Manuel
Alejandro
Cebrero
Gar
$681.55
$703.36
$723.12

2.974%

1.51 $744.63
78 Julio
Nava
$484.27 $503.01
$517.14

2.974%

5.38 $532.52
79 Roberto
Gonzalez
$621.00
$645.03
$663.15

2.974%

9.72 $682.87
80 Alejandro
Suarez
$733.07
$759.46
$780.79

2.974%

3.22 $804.01
81 Joel
Marin
$710.89
$747.86
$768.87

2.974%

2.87 $791.74
82 Francisco
Castro
$712.22
$745.69
$766.64

2.974%

2.80 $789.44
83 Jose
Olvera
$558.78
$580.40
$596.70

2.974%

7.75 $614.45
84 Rafael
Cardenas
$720.06
$753.90
$775.08

2.974%

3.05 $798.13
85 Jesus
Sandoval
$733.07
$759.46
$780.79

2.974% 3.22
$804.01
86 Tiffany
Nguyen
$785.58
$813.86 $836.72

2.974% 4.88
$861.60
88 Brian
Thomas $360.42
$374.37
$384.89

2.974% 1.45
$396.34
89 Catalino
Castillo
$675.00 $701.12
$720.81

2.974% 1.44 $742.25
90 Victor
Barriga
$621.00 $645.03 $663.15

2.974%

9.72 $682.87
92 Elvira
Gonzalez
$478.90
$497.43
$511.40

2.974% 5.21
$526.61
93 Juan
Mendez
$674.43 $698.71
$718.34

2.974%

1.36 $739.70
94 Silvia
Martinez $355.04
$368.78 $379.14

2.974%
TS|PT ON ET MT ON TONE OER EON EON EON PE me mm OEE ENE EON ET MeN TONE ND PE END PD ep mm

1.28 $390.42
95 Luis
Serna
$665.76 $691.06
$710.47

2.974% 1.13 CN
$731.60
96 Margarita
Perez $633.31
$657.82
$676.30

2.974% 0.11 tN
$696.41
97 Rodolfo
Robles $651.82
$677.05
$696.07

2.974%

10.70 CN
$716.77
98 Emmanuel
Gallegos $733.07 $759.46
$780.79

2.974%

13.22 CN
$804.01
99 Edgar
Gallegos $733.07
$759.46
$780.79

2.974%

13.22 tN
$804.01
101
Mario
Martinez $722.26
$759.82
$781.16

2.974% 13.23
$804.39
102
Edilberto
Castillo S484.27
$503.01
$517.14

2.974%
CN el 15.38
$532.52
103
Pedro
Velazquez $740.82 $764.53
$786.01

2.974%
| De | EE EEE AE EEE AE EE A | | |

23.38 $809.39
Attachment "1"
194
Item12.

Space
Resident
Rent
In
March 2024
Rent
In
March 2025
March
2026
Current
Rent
Percentage
increase
Requested
Increase
Requested New
Rent
104
Emilio
Dominguez
$694.49
$694.49
$714.00

2.974%

1.23 $735.23
106
Jose
Hernandez
$754.89
$754.89
$776.09

2.974% 3.08
$799.17
107 Jose Gonzalez
$722.26
$755.00
$776.21

2.974%

3.08 $799.29
108
Bernardo
Sanchez
$675.00 $701.12
$720.81

2.974%

1.44 $742.25
109
Martha
Lugo
$621.00
$645.03 $663.15

2.974% 9.72
$682.87
110
Mery
Karen
Garcia
Huante $767.64 $767.64
$789.20

2.974%

3.47 $812.67
111
Stephen
Burkhardt $484.27
$503.01 $517.14

2.974%

5.38 $532.52
112
Thomas
Springer
$362.47
$376.50
$387.08

2.974%

1.51 $398.59
115
Kathy
Hearn
$596.04
$619.11
$636.50

2.974% 8.93
$655.43
116
Misael
Loyola
$360.42
$374.37
$384.89

2.974%

1.45 $396.34
117
Gloria
Gutierrez
Orozco
$664.48 $699.03
$718.67

2.974%

1.37 $740.04
118
Miles
Garvey
$675.00
$701.12 $720.81

2.974%

1.44 $742.25
119
Ines
Torres
$674.43 $698.71 $718.34

2.974%

1.36 $739.70
120
Jose
Gallegos $633.31
$657.82
$676.30

2.974%

0.11,
$696.41
121
Mike
Halloran
$360.42
$374.37 $384.89

2.974%

1.45 $396.34
122
Vicente
Saldivar $484.27
$503.01 $517.14

2.974% 5.38
$532.52
123
Mario
Gaspar $621.00 $645.03
$663.15

2.974%

9.72 $682.87
124
Hugo
Benitez
$716.17
$743.38 $764.26

2.974%

2.73 $786.99
125
Gilbert
Rodriquez
$633.31
$657.82
$676.30

2.974%

0.11 $696.41
126
Alejandro
Cervantes
$694.49
$694.49
$714.00

2.974%

1.23 $735.23
127
Karen
Heinze
$360.42
$374.37 $384.89

2.974% 1.45
$396.34
128 Maria Del Refugio Vazquez
$414.00
$430.02 $442.10

2.974%

3.15 $455.25
129
Eliseo
Mora $722.26
$759.82 $781.16

2.974%
CNEL NEE NEE A ENE met Pc EOE NE OEON TN PD tp soap MeN EON EON GT Se mE SL SEE SEE EE EE AEE UE | AE A EL | OE |

13.23 $804.39
Ee reencrestt
Attachment "1"
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Cybcencrest
OWNER’S AFFIDAVIT
I (We,)
being duly sworn, depose and say that I (We) am (are) the owner(s) of said park involved in this request and that the foregoing statements or answers contained herein and the information submitted herewith are in all respects true and correct to the best of my (our) knowledge and belief. I (We) make the foregoing statement, the statements and answers contained herein and declare under penalty of perjury that the same are true and correct.
ome
Pt fe f
Signed: ADK y / (Ea
Signature
Park Owner/Type or print name
Representative) T ype ( or print name
Mailing address: BOUL CE \)** St
ALE wee
Updated 4/11/2023
Attachment "1"
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Ho
using & Neighborhood Services Division
201 North Broadway, Escondido, CA 92025
Phone: 760-839-4841
www.escondido.org/housing-and-neighborhood-
services
April 1, 2026
Re: Short-form Rent Increase Application Submitted by Greencrest Mobilehome Park Dear Resident:

A short-form application for a rent increase for your Park has been received and determined to be complete.

This letter is to inform you about:
1) RESIDENT MEETING
 Date: Monday April 13, at 6:00 p.m.
 Location: Park Clubhouse
 Purpose: To discuss the short-form hearing process, answer any questions, and select a resident representative.
 Spanish translation will be provided
2) RENT REVIEW BOARD HEARING
 Date: May 13, 2026 at 5 p.m.
 Location: City Council Chambers, 201 North Broadway, Escondido, CA 92025 3) HOW THIS MAY IMPACT YOU
 The park is requesting a 2.974% increase
 Average Increase per space per month: $16.65
 Average Rent for rent controlled spaces after the increase: $576.42 4) WHERE TO RECEIVE MORE INFORMATION
 Attend the resident meeting on April 13, at 6:00 p.m.  The application is available on the city’s website, at your park’s office and at the Housing and Neighborhood Services Division counter at City Hall during normal business hours.

Monday – Friday 8 a.m. – 5 p.m.
 Residents will receive a notice allowing them 30 days to review the application and supporting documents, and submit written comments to City staff prior to the hearing, either through email or in person at 201 North Broadway, Escondido, CA 92025.  Contact Carlos Cervantes at (760) 839-6265 or [email protected] S
incerely,
Carlos Cervantes
Carlos Cervantes - Housing and Neighborhood Services Analyst Manager Attachment "2"
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Housing & Neighborhood Services Division
201 North Broadway, Escondido, CA 92025
Phone: 760-839-4841
www.escondido.org/housing-and-neighborhood-
services

1 de abril del 2026

Re: Solicitud Abreviada para un Aumento de Renta presentada por Greencrest Mobilehome Park.

Estimado Residente:

Una solicitud abreviada para un aumento de rentas para su Parque ha sido revisada y determinada ser completa.

Esta carta es para infórmale de:

1) JUNTA DE RESIDENTES

 Fecha = lunes 13 de abril a las 6:00 p.m.
 Locación = Clubhouse de su parque
 Propósito = Para discutir el proceso de la audiencia de la solicitud abreviada, contestar cualquier pregunta y seleccionar un residente representante.

2) AUDIENCIA DE COMISIÓN DE EVALUADORES DE RENTA

 Fecha = 13 de mayo, a las 5pm
 Locación = En la Sala Consistorial del Municipio (City Council Chambers), 201 North Broadway, Escondido, CA 92025

3) COMO ESTO LE PUEDE AFECTAR A USTED

 El parque está solicitando un aumento de 2.974%
 Aumento promedio por espacio por mes = $16.65
 Renta promedia para espacios de renta controlado = $576.42

4) DONDE PUEDE RECIBIR MÁS INFORMATION

 Asistir la junta de residentes el 13 de abril a las 6:00 p.m.  La solicitud está disponible en el sitio web de la ciudad, en la oficina de su parque y en el mostrador de la División de Vivienda y Servicios al Vecindario en el Ayuntamiento durante sus horas de oficina normal. Lunes – viernes 8am-5pm.  Los residentes recibirán una notificación que les otorgará 30 días para revisar la solicitud y los documentos de respaldo, y enviar comentarios por escrito al personal de la Ciudad ya sea por correo electrónico o en persona en 201 North Broadway, Escondido, CA 92025.
 Contacte a Carlos Cervantes al (760) 839-6265 o [email protected]

Sinceramente,
Carlos Cervantes
Carlos Cervantes - Housing and Neighborhood Services Analyst Manager Attachment "2"
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Attachment "3"
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Attachment "3"
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Attachment "3"
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Housing & Neighborhood Services
201 North Broadway, Escondido, CA 92025
Phone: 760-839-4841
May 1, 2026
Greencrest Mobilehome Park
541 W 15th Ave
Escondido, CA 92025

RESIDENT NOTICE OF PUBLIC HEARING
NOTICE IS HEREBY GIVEN that the City Council of the City of Escondido, sitting as the Mobilehome Rent Review Board, will hold a public hearing to consider the following item:

A short-form rental increase application for Greencrest M.H.P.

A copy of the application is available for review at https://www.escondido.gov/240/Pending-Applications , or the Housing & Neighborhood Services Division at City Hall, 201 N. Broadway. A copy of the staff report will be available at the Housing counter five days prior to the hearing date.

A public hearing is scheduled for May 13, 2026 at 5 p.m . in the City Council Chambers, 201 N.

Broadway, Escondido, CA 92025 to determine whether or not a rent increase will be granted for your park.

If you are protesting the short-form application, you should register in the foyer prior to the opening of the public hearing. The purpose of the hearing is for the Rent Review Board to obtain input from the owner and tenants about why an increase should or should not be granted. If you challenge the decision of the Board in court, you may be limited to raising only those issues you or someone else raised at the public hearing described in this notice, or in written correspondence delivered to the Rent Review Board at or prior to the public hearing.

You may also submit your feedback to Carlos Cervantes at [email protected] or call 760- 839-6265 and this information will be included in the City Council presentation.

At the hearing, the Rent Review Board may make a determination about the rent increase or they may request additional information from the owner or tenants. If additional information is requested, a new hearing will be scheduled. If an increase is granted, the owner must notify you in writing of the amount of the increase at least (90) days before the increase goes into effect.

Sincerely,
Carlos Cervantes
Carlos Cervantes
Housing & Neighborhood Services Analyst I
Attachment "4"
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Housing & Neighborhood Services
201 North Broadway, Escondido, CA 92025
Phone: 760-839-4841

1 de mayo del 2026

Greencrest Mobilehome Park
541 W 15th Ave
Escondido, CA 92025

AVISO PARA RESIDENTES DE AUDIENCIA PÚBLICA

POR LA PRESENTE SE NOTIFICA que el Concejo Municipal de la Ciudad de Escondido, siendo la Comisión Evaluadora que Revisan las Rentas de Casas Móviles, tendrá una audiencia pública para considerar el siguiente punto:

La aplicación de aumento de renta para Greencrest M.H.P.

Una copia de la aplicación está disponible para revisión en https://www.escondido.gov/240/Pending- Applications, o División de Vivienda y Servicios al Vecindario en el Ayuntamiento, 201 N. Broadway. Una copia del reporte del personal estará disponible en el mostrador de la División de Vivienda cinco días antes de la fecha de la audiencia.

Una audiencia pública está programada para el 13 de mayo del 2026 a las 5 p.m. en la Sala Consistorial del Concejo Municipal, 201 N. Broadway, Escondido, CA 92025 para determinar si se otorgará o no un aumento de renta para su parque.

Si usted está protestando esta abreviada-aplicación, debe registrarse en el vestíbulo antes de que comience la audiencia pública. El propósito de la audiencia es que la Comisión Evaluadora que Revisa las Rentas obtenga información del propietario y los inquilinos sobre por qué se debe o no se debe otorgar un aumento. Si impugna la decisión de la Comisión Evaluadora ante la corte, puede quedar limitado a proponer solo aquellos asuntos que usted u otra persona haya propuesto en la audiencia pública descrita en este aviso, o en la correspondencia escrita entregada a la Comisión Evaluadora que Revisa las Rentas durante o antes de la audiencia pública.

También puede enviar sus comentarios a Carlos Cervantes a [email protected] o llamar al 760-839-6265 y está información se incluirá en la presentación al Concejo Municipal.

En la audiencia, la Comisión Evaluadora de Revisión de Rentas puede tomar una determinación sobre el aumento de renta o pueden solicitar información adicional del propietario y / o inquilinos antes de tomar una decisión. Si se solicita información adicional, se programará una nueva audiencia. Si se concede un aumento, el propietario debe notificarle por escrito de la cantidad del aumento al menos (90) días antes de que el aumento entre en vigencia.

Sinceramente,

Carlos Cervantes

Carlos Cervantes
Analista de Servicios de Vivienda y Vecindario I
Attachment "4"
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Attachment "5"
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STAFF REPORT

May 13, 2026
File Number 0680-35

SUBJECT

SHORT-FORM RENT INCREASE APPLICATION FOR EASTWOOD MEADOWS MOBILEHOME PARK (FILE NO. 0697-20-10355)

DEPARTMENT
Development Services; Housing and Neighborhood Services

RECOMMENDATION
Request the City Council, serving in its role as the City of Escondido Mobilehome Rent Review Board, (1) review and consider Eastwood Meadows Mobilehome Park Short-Form Application; and (2) adopt the Rent Review Board Resolution No. RRB 2026-61.

Staff Recommendation: Approval (Development Services: Kevin Snyder, Development Services Director)
Presenter: Carlos Cervantes, Management Analyst; Stephen Jacobson, Code Compliance Officer II ESSENTIAL SERVICE – No
COUNCIL PRIORITY –

FISCAL ANALYSIS
Staff time and resources were expended to process the short -form application. Staff reviewed the application, evaluated the mobilehome park for code enforcement violations and conducted public outreach with the affected park residents, park manager and owners. No additional fiscal impact was incurred by the City.

PREVIOUS ACTION
On May 14, 2025, a short-form application was considered and approved. An increase of 2.25 percent was approved, resulting in an average space increase of $16.20 per space, per month.

BACKGROUND
On June 8, 1988, the Escondido residents voted to approve Proposition K to enact Mobilehome Rent Control in the City of Escondido (“City”). Under Proposition K, if a park owner wants to increase the rent on a mobilehome rent control space, they must file an application with the City and obtain approval from 205
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the Mobilehome Park Rent Review Board (“Board”). This Board is an independent body comprised of the City of Escondido Councilmembers.

In 1997, the Board adopted changes to the Mobilehome Rent Review Board Guidelines (“Guidelines”) to allow for the acceptance of a “short -form” application. Th e short -form is an abbreviated and less administrative burdensome application process for park owners and City staff. A park owner can request a rent increase based solely on the change in the San Diego Metropolitan Area’s Consumer Price Index (“CPI”), All Items/All Urban Consumers component since the last increase was granted by the Board. The requested increase may not exceed ninety percent (90%) of the increase in CPI since the last application was granted by the Board, or eight percent (8%) of the current rent, whichever is less, subject to a two - year limit. Park owners are allowed to apply one -year from the date the last application was deemed complete.

Eastwood Meadows Mobilehome Park (“Park”) is located at 2550 East Valley Parkway , Escondido, CA 92027. The Park has a total of 129 spaces, of which 128 spaces are subject to rent control. The Park is requesting an increase for the 128 rent-controlled spaces. The amenities available for the residents include a swimming pool with jacuzzi, recreation building with exercise room and kitchen, playground and barbeque grill, self-car wash area, and laundry with coin-operating machines.

Eastwood Meadows Mobilehome Park submitted a short -form application on March 16, 202 6. (Attachment “1”). City staff reviewed the final application and deemed it to be complete on March 24, 2026. City staff mailed a letter, written in both English and Spanish, on March 24, 2026, notifying the affected park residents of the application and proposed rent increase, upcoming residential meeting, and public hearing date (Attachment “2”).

Eastwood Meadows Mobilehome Park short-form application was available for review at the Park office, and the Housing & Neighborhood Services Division counter at City Hall.

Housing & Neighborhood Services and Code Compliance staff facilitated an in -person meeting for the affected residents on April 6, 2026, at 6:00 p.m. Code Compliance conducted a lighting inspection on April 6, 2026 and completed an inspection of the common areas on April 7, 2026.

City staff mailed a 10-day notice written in both English and Spanish to residents on May 1, 2026 reminding them of the May 13, 2026 City Council Meeting (Attachment “4”).

THE RENT INCREASE APPLICATION:

The application meets all the eligibility criteria for submittal of a short-form rent increase.

PARK OWNER’S REQUEST:

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The Park is requesting an increase of ninety percent (90%) of the change in CPI for the period of September 2024 to the Annual rate of 2025. A park is allowed to request up to ninety percent (90%) of the current CPI. Under Section 1 1(D) of the Guidelines it states , “In determining whether the amount of the park owner’s requested increase is appropriate, the Board must presume that up to ninet y percent (90%) of the Consumer Price Index is a fair, just, and reasonable rent increase. However, the Board may consider any of the other Rent Control Ordinance factors in Section 29 -104(g) at the request of either the park owner or the affected residents in determining that a lesser increase is fair, just, and reasonable.” These factors are referenced in Chapter 29 Article 5 Section 29-104(g) of the Escondido Municipal Code. Ninety percent of the change in the CPI is 2.689 percent (2.689%) for the period of consideration. Currently, the average monthly rent for the residents that are affected by this application is $724.59. The average monthly increase requested for the 128 spaces is $19.48 per space, per month. This increase ranges from to $10.91 - $28.45 per space, per month.

RESIDENT MEETING AND COMMENTS:

All residents affected by this request were invited to attend a meeting in their clubhouse April 6, 2026, at 6:00 p.m. The meeting was attended by fifteen residents, the Park manager, and City staff. The application and the short -form hearing procedures were reviewed with the residents. Residents asked questions regarding their individual increases, which city staff was able to clarify for the residents. Residents’ main questions were directed to Park management and concerned speed bumps at entrance of park. City staff reminded residents that the increase was based solely on the change in CPI over the requested period.

Resident Representative: Ernest Kubyan
CODE COMPLIANCE INSPECTION:

On April 6, 2026, a lighting inspection was performed by the Code Compliance Division; there were two (2) lighting violations found by spaces 68 and 90 . On April 7, 2026, an inspection of the common areas was conducted by the Code Compliance Division , Neighborhood Service Staff and Park Management.

Seven (7) violations were identified. There were overgrown tree branches and vegetation encroaching into roadway by space 114, water damage to drywall in clubhouse bathroom, holes in clubhouse storage room drywall, a missing cover sheet on the electric panel in the clubhouse storage room, missing handles on clubhouse kitchen cabinet, torn unsecure screen mesh in opening to fireplace in clubhouse, and there is a storage shed in a yard that has been built into the rear setback.

A notice was mailed to the Park manager and owner informing them of the violations. (Attachment “3”).

A reinspection was conducted and as of April 30, 2026, all violations were corrected (Attachment “5”).

According to the Guidelines, no increase granted for any park shall go into effect until any existing code violations are corrected.

ADDITIONAL FACTORS AFFECTING THE APPLICATION:
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In conformance with the Guidelines, the decision of the Board will be finalized by adoption of the Resolution confirming the findings of the Public Hearing. The Notice of Determination will be mailed to the applicant and residents immediately upon adoption of the Resolution. Park owners and management must give a 90-day notice of any rent increase to affected residents upon the adoption of the Resolution.

RESOLUTIONS
a) Resolution No. RRB 2026-61

ATTACHMENTS
a) Attachment “1” – Eastwood Meadows Mobilehome Park Application b) Attachment “2” - Resident Short-Form Letter Notification c) Attachment “3” - Code Inspection
d) Attachment “4” - 10-Day Public Hearing Notice
e) Attachment “5” - Code Letter Clearing Violations

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RESOLUTION NO. RRB 2026-61

A RESOLUTION OF THE CITY COUNCIL/ MOBILEHOME

RENT REVIEW BOARD OF THE C ITY OF ESCONDIDO,

CALIFORNIA AUTHORIZING A RENT INCREASE FOR

EASTWOOD MEADOWS MOBILEHOME PARK
(File Number: 0697-20-10355)

WHEREAS, Article V of Chapter 29 of the Escondido Municipal Code is a codification of the Escondido Mobilehome Rent Protection Ordinance ("Ordinance") and provides for mobilehome space rent regulation; and
WHEREAS, the City of Escondido Mobilehome Park Rent Review Board ("Board") is charged with the responsibility of considering applications for rent increases; and WHEREAS, a short-form rent increase application pursuant to Section 12 of the Board Guidelines was filed on March 16, 2026 (“Application”) by Eastwood Meadows Mobilehome Park, LLC (“Park”), the owner of the rental spaces in Eastwood Meadows Mobilehome Park , located at 2550 E Valley Pkwy in Escondido. City staff reviewed the application and deemed it complete on March 24, 2026; and WHEREAS, the last rent increase was granted by Resolution No. RRB 2025-52 on May 14, 2025, for an increase of 2.25 percent which amounted to an average increase of $16.20 per space, per month; and WHEREAS, the Park requested a rent increase in the amount of 90 percent (90%) of the change in the Consumer Price Index (“CPI”), or 2.689 percent (2.689%), for the period of September, 2024 through the Annual rate for 2025. The Application states the average monthly rent for the 128 spaces was $724.59, and the estimated increase averages to $19.48 per space, per month; and WHEREAS, on April 7, 2026, a Mobilehome Park Rent Review Code Compliance Inspection Report ("Inspection Report") was completed. The Inspection Report noted seven (7) violations identified ; 209
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overgrown tree branches and vegetation encroaching into roadway by space 114, water damage to drywall in clubhouse bathroom, holes in clubhouse storage room drywall , a mission cover sheet on the electric panel in the clubhouse storage room, missing handles on clubhouse kitchen cabinet, torn unsecure screen mesh in opening to fireplace in clubhouse, and there is a storage shed in a yard that has been built into the rear setback. There were two (2) lighting violations found by spaces 68 and 90. Code Compliance completed a reinspection on April 30, 2026 and all violations were cleared; and WHEREAS, on May 13, 2026, the Board held its public hearing. After an initial staff presentation, the Board invited testimony from Park own ership, residents of the Park, and other residents of the community at large; and
WHEREAS, after all present had been given an opportunity to speak, the hearing was closed.

Following an opportunity for discussion among the Board members, and clarifying questions to the parties and staff, the Board voted to grant an increase of 2.689 percent (2.689%) resulting in an average rent increase of $19.48 per space, per month, for the 128 spaces.

NOW, THEREFORE, BE IT RESOLVED by the City of Escondido Mobilehome Park Rent Review Board, as follows:

1. That the above recitations are true.

2. That the City of Escondido Mobilehome Park Rent Review Board finds that the Eastwood Meadows Mobilehome Park short-form application increase is consistent with the Guide lines, and approves the rent increase Application submitted by Eastwood Meadows Mobilehome Park , LLC and Thomson Properties.
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Attachment "1"
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Attachment "1"
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Attachment "1"
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Attachment "1"
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Attachment "1"
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Attachment "1"
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Attachment "1"
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Attachment "1"
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Attachment "1"
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Ho
using & Neighborhood Services Division
201 North Broadway, Escondido, CA 92025
Phone: 760-839-4841
www.escondido.org/housing-and-neighborhood-
services
March 24, 2026
Re: Short-form Rent Increase Application Submitted by Eastwood Meadows Mobilehome Park Dear Resident:

A short-form application for a rent increase for your Park has been received and determined to be complete.

This letter is to inform you about:
1) RESIDENT MEETING
 Date: Monday April 6, at 6:00 p.m.
 Location: Park Clubhouse
 Purpose: To discuss the short-form hearing process, answer any questions, and select a resident representative.
 Spanish translation will be provided
2) RENT REVIEW BOARD HEARING
 Date: May 13, 2026 at 5 p.m.
 Location: City Council Chambers, 201 North Broadway, Escondido, CA 92025 3) HOW THIS MAY IMPACT YOU
 The park is requesting a 2.689% increase
 Average Increase per space per month: $19.48
 Average Rent for rent controlled spaces after the increase: $744.07 4) WHERE TO RECEIVE MORE INFORMATION
 Attend the resident meeting on April 6, at 6:00 p.m.
 The application is available on the city’s website, at your park’s office and at the Housing and Neighborhood Services Division counter at City Hall during normal business hours.

Monday – Friday 8 a.m. – 5 p.m.
 Residents will receive a notice allowing them 30 days to review the application and supporting documents, and submit written comments to City staff prior to the hearing, either through email or in person at 201 North Broadway, Escondido, CA 92025.  Contact Carlos Cervantes at (760) 839-4841 or [email protected] S
incerely,
Carlos Cervantes
Carlos Cervantes - Housing and Neighborhood Services Analyst Manager Attachment "2"
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Housing & Neighborhood Services Division
201 North Broadway, Escondido, CA 92025
Phone: 760-839-4841
www.escondido.org/housing-and-neighborhood-
services

24 de marzo del 2026

Re: Solicitud Abreviada para un Aumento de Renta presentada por Eastwood Meadows Mobilehome Park.

Estimado Residente:

Una solicitud abreviada para un aumento de rentas para su Parque ha sido revisada y determinada ser completa.

Esta carta es para infórmale de:

1) JUNTA DE RESIDENTES

 Fecha = lunes 6 de abril a las 6:00 p.m.
 Locación = Clubhouse de su parque
 Propósito = Para discutir el proceso de la audiencia de la solicitud abreviada, contestar cualquier pregunta y seleccionar un residente representante.

2) AUDIENCIA DE COMISIÓN DE EVALUADORES DE RENTA

 Fecha = 13 de mayo, a las 5pm
 Locación = En la Sala Consistorial del Municipio (City Council Chambers), 201 North Broadway, Escondido, CA 92025

3) COMO ESTO LE PUEDE AFECTAR A USTED

 El parque está solicitando un aumento de 2.689%
 Aumento promedio por espacio por mes = $19.48
 Renta promedia para espacios de renta controlado = $744.07

4) DONDE PUEDE RECIBIR MÁS INFORMATION

 Asistir la junta de residentes el 6 de abril a las 6:00 p.m.  La solicitud está disponible en el sitio web de la ciudad, en la oficina de su parque y en el mostrador de la División de Vivienda y Servicios al Vecindario en el Ayuntamiento durante sus horas de oficina normal. Lunes – viernes 8am-5pm.  Los residentes recibirán una notificación que les otorgará 30 días para revisar la solicitud y los documentos de respaldo, y enviar comentarios por escrito al personal de la Ciudad ya sea por correo electrónico o en persona en 201 North Broadway, Escondido, CA 92025.
 Contacte a Carlos Cervantes al (760) 839-4841 o [email protected]

Sinceramente,
Carlos Cervantes
Carlos Cervantes - Housing and Neighborhood Services Analyst Manager Attachment "2"
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Attachment "3"
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Attachment "3"
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Attachment "3"
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Housing & Neighborhood Services
201 North Broadway, Escondido, CA 92025
Phone: 760-839-4841
May 1, 2026
Eastwood Meadows Mobilehome Park
2550 E Valley Pkwy
Escondido, CA 92027

A short-form rental increase application for Eastwood Meadows M.H.P.

A public hearing is scheduled for May 13, 2026 at 5 p.m . in the City Council Chambers, 201 N.

Broadway, Escondido, CA 92025 to determine whether or not a rent increase will be granted for your park.

You may also submit your feedback to Carlos Cervantes at [email protected] or call 760- 839-6265 and this information will be included in the City Council presentation.

Sincerely,
Carlos Cervantes
Carlos Cervantes
Housing & Neighborhood Services Analyst I
Attachment "4"
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Housing & Neighborhood Services
201 North Broadway, Escondido, CA 92025
Phone: 760-839-4841

1 de mayo del 2026

Eastwood Meadows Mobilehome Park
2550 E Valley Pkwy
Escondido, CA 92027

AVISO PARA RESIDENTES DE AUDIENCIA PÚBLICA

La aplicación de aumento de renta para Eastwood Meadows M.H.P.

También puede enviar sus comentarios a Carlos Cervantes a [email protected] o llamar al 760-839-6265 y está información se incluirá en la presentación al Concejo Municipal.

Sinceramente,

Carlos Cervantes

Carlos Cervantes
Analista de Servicios de Vivienda y Vecindario I
Attachment "4"
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Attachment "5"
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STAFF REPORT

May 13, 2026
File Number 1320-90

SUBJECT
2025 URBAN WATER MANAGEMENT PLAN

DEPARTMENT
Utilities Department

RECOMMENDATION
Request the City Council:
1) Adopt Resolution No. 2026-67, approving the 2025 Urban Water Management Plan; 2) Adopt Resolution No. 2026-68, approving the Water Shortage Contingency Plan; and 3) Adopt Ordinance No. 2026 -10 approving amendments to Chapter 31 , Section 232 of the Escondido Municipal Code.

Staff Recommendation: Approval (Utilities: Daniel Peterson, Director of Utilities) Presenter: Daniel Peterson, Director of Utilities
ESSENTIAL SERVICE – Yes, Keep City Clean for Public Health and Safety; Clean Water COUNCIL PRIORITY –Improve Public Safety; Increase Retention and Attraction of People and Businesses to Escondido

FISCAL ANALYSIS
There is no direct financial impact to the City associated with the proposed resolutions.

PREVIOUS ACTION
On June 16, 2021, the City Council adopted Resolution No. 2021-42, approving the 2020 Urban Water Management Plan ; Resolution No. 2021-43, approving the Water Shortage Contingency Plan ; and Resolution No. 2021-44, adopting the 2015 Urban Water Management Plan Amendment.

On June 15, 2016, the City Council adopted Resolution No. 2016 -90, approving the 201 5 Urban Water Management Plan.

On July 13, 2011 , the City Council adopted Resolution No. 2011-93, approving the 2010 Urban Water Management Plan.
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On December 7, 2005, the City Council adopted Resolution No. 20 05-284, a pproving the 2005 U rban Water Management Plan.

BACKGROUND
The Urban Water Management Planning Act, enacted in 1983 by the California State Legislature, requires all urban water suppliers providing water for municipal purposes to more than 3,000 customers to prepare and adopt an U rban Water Management Plan (“UWMP”) every five years , demonstrating water supply reliability in normal, single dry, and multiple dry water years.

The City of Escondido meets this statutory threshold with approximately 27,170 active water service connections.

UWMPs must be updated and submitted t o the Department of Water Resources (“DWR”) by July 1 of years ending in 1 and 6, aligning with the statewide planning cycle.

The UWMP is a long-range planning document that provides City staff, decision-makers, and the public with a comprehensive assessment of:
 Historical, current, and projected water demands;
 Water supply reliability over a 20-year planning horizon;  Local and regional land-use planning integration;
 Water supply projects, infrastructure, and demand management efforts; and  Statewide issues such as climate change, drought resilience, and regulatory requirements.

Many state grant and loan programs, including those administered by DWR, the State Water Resources Control Board, and other agencies, require a current, DWR -accepted UWMP as a condition of eligibility.

Maintaining a compliance UWMP ensures the City remains competitive for future funding opportunities that support water infrastructure, conservation programs, and drought resilience programs.

The Water Shortage Contingency Plan ( “WSCP”) is a standalone operational document that outlines the City’s staged response to temporary water shortages, whether caused by drought, supply interruptions, infrastructure failures, or regulatory constraints. The WCSP provides operational flexibility and ensures the City can respond quickly and effectively to evolving water supply conditions. Adoption as part of the UWMP ensures compliance with California Water Code requirements and maintains eligibility for state- funded drought relief and infrastructure grants.

The UWMP and WSCP do not propose any new policies, programs, or costs for the City. Any measures that would result in any such changes would be brought back to City Council for individual review and action as appropriate.

The UWMP and WSCP have been made available for public review in accordance with state requirements. 229
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Per CWC Section 10632(a)(2), the City has established six standard water shortage levels. Shortage levels indicate the gap in supply compared to the normal year availability. The six shortage stages correspond to 10%, 20%, 30%, 40%, 50%, and greater than 50% shortage compared to normal supply conditions. The City updated its shortage stages to align with the Water Authority’s six standard stages.

RESOLUTIONS
a) Resolution No. 2026-67
b) Resolution No. 2026-67— Exhibit “A” – 2025 Urban Water Management Plan c) Resolution No. 2026-68
d) Resolution No. 2026-68— Exhibit “A” – Water Shortage Contingency Plan

ORDINANCES
a) Ordinance No. 2026-10
b) Ordinance No. 2026-10—Exhibit “A”— Escondido Municipal Code Chapter 31, Article 5, Section 31-232

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RESOLUTION NO. 2026-67

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
ESCONDIDO, CALIFORNIA, ADOPTING THE 2025 URBAN

WATER MANAGEMENT PLAN AND AUTHORIZING THE

DIRECTOR OF UTILITIES TO IMPLEMENT THE MEASURES

INCLUDED IN THE PLAN

WHEREAS, water is vital to public health, the health of the economy and the environment, as well as the future of a community; and
WHEREAS, the proper, cost effective and efficient management of our water resources is essential to ensuring water supplies now and in the future; and
WHEREAS, the City of Escondido has completed an Urban Water Management Plan (“Plan”) pursuant to the requirements of the California Water Code Section 10610 et seq.; and WHEREAS, the Plan, which is on file with the Office of the City Clerk, is a formal document to discuss past, current , and projected water demands; water use efficiencies; existing and future water supply sources; and water management practices; and
WHEREAS, the City Council has reviewed and considered the Plan and received information regarding the Plan prior to and at the City Council meeting on May 13, 2026.

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

1. That the above recitations are true.

2. That the City Council hereby approves and adopts the 2025 Urban Water Management Plan. 231
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3. That the Director of Utilities is authorized and directed to implement the measures included in the Plan as the City of Escondido’s part in the local and regional water management efforts. A copy of the 2025 Urban Water Management Plan is attached as Exhibit “A” and incorporated by this reference. 232
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2025 Urban Water Management Plan
Public Review Draft
prepared by
City of Escondido
Water Division, Department of Utilities
3440 East Valley Parkway
E
scondido, California 92027
Contact: Kim Silva, Utility Environmental Program Manager prepared with the assistance of
Rincon Consultants, Inc.
8825 Aero Drive, Suite 120
San Diego, California 92123
April 2026
Resolution No. 2026-67
Exhibit "A"

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Acronyms and Abbreviations

Public Review Draft i
Table of Contents
Acronyms and Abbreviations................................................................................................................ vii Executive Summary ........................................................................................................................... ES-1 Overview .................................................................................................................................... ES-1 Urban Water Management Act ................................................................................................. ES-2 Purpose and Objectives ............................................................................................................. ES-2 Service Area Overview ............................................................................................................... ES-3 Water Demands and Conservation ............................................................................................ ES-5 Water Supply Portfolio .............................................................................................................. ES-6 Supply Reliability and Drought Risk Assessment ....................................................................... ES-7 Water Shortage Contingency Plan ............................................................................................. ES-7 Conclusion.................................................................................................................................. ES-7 1 Introduction ................................................................................................................................ 1-1

1.1 Setting ............................................................................................................................. 1-1

1.2 California Water Code ..................................................................................................... 1-1

1.3 UWMP Organization ....................................................................................................... 1-2

1.4 UWMPs in Relation to Other Efforts ............................................................................... 1-3

1.5 UWMPs and Grant or Loan Eligibility .............................................................................. 1-4

1.6 Demonstration of Consistency with the Delta Plan for Participants in Covered Actions ............................................................................................................................ 1-4 2 Plan Preparation ......................................................................................................................... 2-1

2.1 Setting ............................................................................................................................. 2-1

2.2 Plan Preparation ............................................................................................................. 2-1

2.3 Basis for Preparing a Plan ............................................................................................... 2-1

2.4 Coordination and Outreach ............................................................................................ 2-2

2.4.1 Wholesale and Retail Coordination .................................................................. 2-2

2.4.2 Coordination with Other Agencies and the Community .................................. 2-3 3 Service Area Description ............................................................................................................. 3-1

3.1 Setting ............................................................................................................................. 3-1

3.2 General Description ........................................................................................................ 3-1

3.3 Service Area Boundary Maps .......................................................................................... 3-2

3.4 S ervice Area Climate ....................................................................................................... 3-6

3.5 Service Area Population and Demographics ................................................................... 3-8

3.5.1 Service Area Population ................................................................................... 3-8

3.5.2 Other Social, Economic, and Demographic Factors ......................................... 3-9

3.6 Land Uses within Service Area ...................................................................................... 3-11 Resolution No. 2026-67
Exhibit "A"

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City of Escondido
2025 Urban Water Management Plan

ii
4 Water Use Characterization ....................................................................................................... 4-1

4.1 Non-Potable Versus Potable Water Use ......................................................................... 4-1

4.2 Past, Current, and Projected Water Use by Sector ......................................................... 4-1

4.2.1 Water Use Sectors Listed in Water Code ......................................................... 4-1

4.2.2 Past and Current Water Use ............................................................................. 4-3

4.2.3 Distribution System Water Losses .................................................................... 4-5

4.2.4 Projected Water Use ........................................................................................ 4-9

4.2.5 Characteristic Five-Year Water Use ................................................................ 4-13

4.3 Water Use for Lower Income Households .................................................................... 4-13

4.4 Climate Change Considerations .................................................................................... 4-14 5 SBx7-7 Baselines, 2020 Targets and 2025 Reporting.................................................................. 5-1

5.1 Setting ............................................................................................................................. 5-1

5.2 SBX7-7 Baselines and 2020 Targets ................................................................................ 5-1

5.2.1 Calculating Population and Gross Water Use................................................... 5-2

5.3 Reporting Requirements for Retail Suppliers ................................................................. 5-2

5.3.1 Supplier Met 2020 Target in 2020 .................................................................... 5-2 6 Normal-Year Water Supply Characterization ............................................................................. 6-1

6.1 Water Supply Analysis ..................................................................................................... 6-1

6.2 Water Supply ................................................................................................................... 6-4

6.2.1 Surface Water ................................................................................................... 6-5

6.2.2 Stormwater ....................................................................................................... 6-6

6.2.3 Wastewater and Recycled Water ..................................................................... 6-6

6.2.4 Purchased or Imported Water ....................................................................... 6-16

6.2.5 Groundwater .................................................................................................. 6-19

6.2.6 Desalinated Water Opportunities .................................................................. 6-19

6.2.7 Water Exchanges and Transfers ..................................................................... 6-19

6.2.8 Future Water Projects .................................................................................... 6-20

6.2.9 Climate Change............................................................................................... 6-23 7 W ater Service Reliability and Drought Risk Assessment ............................................................ 7-1

7.1 Water Service Reliability Assessment ............................................................................. 7-1

7.1.1 Constraints on Water Sources .......................................................................... 7-2

7.1.2 Water Service Reliability .................................................................................. 7-5

7.1.3 Descriptions of Management Tools and Options ............................................. 7-9

7.2 Drought Risk Assessment ................................................................................................ 7-9

7.2.1 Data, Methods, and Basis for Water Shortage Condition .............................. 7-10

7.2.2 Water Source Reliability ................................................................................. 7-11

7.3 San Diego County Water Authority Scenario Planning - Managing an Uncertain Future ............................................................................................................................ 7-12 Resolution No. 2026-67
Exhibit "A"

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Public Review Draft iii
8 Water Shortage Contingency Plan .............................................................................................. 8-1

8.1 Setting ............................................................................................................................. 8-1

8.1.1 Updates Since 2020 .......................................................................................... 8-2

8.2 Water Supply Reliability Assessment .............................................................................. 8-2

8.3 Annual Water Supply and Demand Assessment ............................................................. 8-2

8.4 Six Standard Water Shortage Levels ............................................................................... 8-3

8.5 Shortage Response Actions ............................................................................................. 8-4

8.5.1 Demand Reduction ........................................................................................... 8-4

8.5.2 Supply Augmentation ....................................................................................... 8-7

8.5.3 Operational Changes ........................................................................................ 8-7

8.5.4 Additional Mandatory Restrictions .................................................................. 8-7

8.5.5 Emergency Response Plan ................................................................................ 8-7

8.5.6 Seismic Risk Assessment and Mitigation Plan .................................................. 8-8

8.6 Communication Protocols ............................................................................................... 8-8

8.7 Compliance and Enforcement ......................................................................................... 8-8

8.8 Legal Authorities ............................................................................................................. 8-9

8.9 Financial Consequences of WSCP Implementation ........................................................ 8-9

8.10 Monitoring and Reporting .............................................................................................. 8-9

8.11 WSCP Refinement Procedures ...................................................................................... 8-10

8.12 Special Water Feature Distinction ................................................................................ 8-10

8.13 Plan Adoption, Submittal, and Availability ................................................................... 8-10 9 Demand Management Measures ............................................................................................... 9-1

9.1 Setting ............................................................................................................................. 9-1

9.2 Demand Management Measures ................................................................................... 9-1

9.3 Water-Waste Prevention Ordinances ............................................................................. 9-2

9.4 Metering ......................................................................................................................... 9-3

9.5 Conservation Pricing ....................................................................................................... 9-3

9.6 Public Education and Outreach ....................................................................................... 9-4

9.7 Programs to Assess and Manage Distribution System Real Loss .................................... 9-5

9.8 W ater Conservation Program Coordination and Staffing Support ................................. 9-5

9.9 Other Demand Management Measures ......................................................................... 9-5

9.9.1 SoCal Water$mart Rebate Program ................................................................. 9-6

9.9.2 Be Water Wise Rebates and Commercial Programs ........................................ 9-6

9.9.3 San Diego Gas and Electric Rebates for Residential and Business Customers . 9-6

9.9.4 Indoor and Outdoor Water Savings Evaluations .............................................. 9-6

9.9.5 Turf Replacement Program .............................................................................. 9-7 Resolution No. 2026-67
Exhibit "A"

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City of Escondido
2025 Urban Water Management Plan

iv
10 Plan Adoption, Submittal, and Implementation ....................................................................... 10-1

10.1 Setting ........................................................................................................................... 10-1

10.2 Notice of Plan Preparation ............................................................................................ 10-1

10.3 Notice of Public Hearing ............................................................................................... 10-2

10.4 Plan Submittal ............................................................................................................... 10-2

10.5 Public Availability .......................................................................................................... 10-2

10.6 Amending an Adopted UWMP or WSCP ....................................................................... 10-2 11 References ................................................................................................................................ 11-1 Tables
Table 2-1 Public Water Systems .................................................................................................. 2-2 Table 2-2 Plan Identification ........................................................................................................ 2-2 Table 2-3 Supplier Identification ................................................................................................. 2-2 Table 2-4 Water Supplier Information Exchange ........................................................................ 2-3 Table 2-5 Agency Coordination ................................................................................................... 2-3 Table 3-1 CIMIS Station 153 Average Monthly Climate Data Based on 2000-2025 Data ........... 3-8 Table 3-2 Population – Current and Projected ............................................................................ 3-9 Table 3-3 SANDAG Series 15 Growth Forecast Variables within Service Area .......................... 3-10 Table 3-4 City Land Uses ............................................................................................................ 3-11 Table 4-1 Historical and Current Water Use by Customer Class, AFY ......................................... 4-4 Table 4-2 Actual Demands for Water, AFY .................................................................................. 4-4 Table 4-3 12 Month Water Loss Audit Reporting, AFY ................................................................ 4-5 Table 4-4 Water Loss Audit Reporting ......................................................................................... 4-5 Table 4-5 Progress Towards 2028 Water Loss Standard ............................................................. 4-7 Table 4-6 Projected Demands for Water, AFY ........................................................................... 4-10 Table 4-7 Total Gross Water Use, AFY ....................................................................................... 4-11 Table 4-8 Passive Water Savings Projections ............................................................................ 4-12 Table 4-9 Low Income Demand Projections, AFY ...................................................................... 4-13 Table 4-10 I nclusion in Water Use Projections ............................................................................ 4-13 Table 5-1 SB X7-7 2020 Target Progress ...................................................................................... 5-2 Table 6-1 City’s Historical Water Production (2020 – 2025), AFY ............................................... 6-2 Table 6-2 Wastewater Collected within Service Area in 2025 .................................................... 6-7 Table 6-3 Wastewater Treatment and Discharge within Service Area in 2025........................... 6-9 Table 6-4 Recycled Water Direct Beneficial Uses within Service Area, AFY .............................. 6-14 Table 6-5 2020 Recycled Water Use Projection Compared to 2025 Actual .............................. 6-15 Table 6-6 Methods to Expand Future Recycled Water Use ...................................................... 6-15 Table 6-7 Actual Water Supplies ............................................................................................... 6-20 Table 6-8 Projected Water Supplies .......................................................................................... 6-21 Table 7-1 Basis for Water Year Data (Reliability Assessment) .................................................... 7-5 Table 7-2 Normal Year Supply and Use Comparison ................................................................... 7-6 Resolution No. 2026-67
Exhibit "A"

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Acronyms and Abbreviations

Public Review Draft v
Table 7-3 Single Dry Year Supply and Use Comparison ............................................................... 7-7 Table 7-4 Five Year Consecutive Dry Supply and Use Comparison ............................................. 7-8 Table 7-5 Demand Multipliers and City Demands for 2026 through 2030 ............................... 7-11 Table 7-6 Five-Year Drought Risk Assessment .......................................................................... 7-11 Table 8-1 Water Shortage Contingency Plan Levels .................................................................... 8-4 Table 8-2 Demand Reduction Actions ......................................................................................... 8-5 Table 9-1 Demand Management Measures ................................................................................ 9-1 Table 9-2 Residential Tiered Water Rates for Potable Water ..................................................... 9-4 Table 10-1 Notification to Cities and Counties ............................................................................ 10-1 Figures
Figure ES-1 Percent of Total Water Uses by Customer Class, 2020–2024 .................................... ES-3 Figure ES-2 City Water Service Area, Surface Water Infrastructure, and Watershed ES- Extents ........................................................................................................................ ES-4 Figure ES-3 City Historic Demand vs. Climate (2000-2024) ........................................................... ES-5 Figure ES-4 City Potable Water System Flow Diagram .................................................................. ES-6 Figure 3-1 City of Escondido Water Service Area ......................................................................... 3-3 Figure 3-2 City of Escondido Surface Water Infrastructure and Watersheds .............................. 3-4 Figure 3-3 City of Escondido Surface Water Infrastructure and Watersheds Extents.................. 3-5 Figure 3-4 CIMIS Station 153 Annual Precipitation from 2000-2025 ........................................... 3-7 Figure 3-5 2025 US Census Data By Race ..................................................................................... 3-9 Figure 3-6 2025 US Census Top Five Employment Categories ................................................... 3-10 Figure 3-7 Agricultural Land Uses within and outside City Service Area .................................... 3-12 Figure 4-1 Percent of Total Water Uses by Customer Class, 2020–2024 ..................................... 4-2 Figure 6-1 City’s Historical Potable Water Production (2020 – 2025) .......................................... 6-3 Figure 6-2 City Potable Water System Flow Diagram ................................................................... 6-4 Figure 6-3 City Recycled Water System ...................................................................................... 6-12 Appendices
Appendix A 2025 Water Shortage Contingency Plan
Appendix B Demonstration of Reduced Delta Reliance
Appendix C 2025 DWR Checklist
Appendix D DWR Required Tables
Appendix E 60 Day Notice of Plan Preparation
Appendix F AWWA Audits
Appendix G Ordinance No. 2015-12R
Appendix H Public Hearing Notices
Appendix I Adopted Resolutions

Resolution No. 2026-67
Exhibit "A"

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City of Escondido
2025 Urban Water Management Plan

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Resolution No. 2026-67
Exhibit "A"

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Acronyms and Abbreviations

Public Review Draft vii
Acronyms and Abbreviations
Below is the full list of acronyms and abbreviations used in the UWMP. °F Fahrenheit Degrees
AF Acre Foot
AFY Acre Feet per Year
AWWA American Water Works Association
AWT Advanced Water Treatment
CII Commercial, Industrial, and Institutional Land Use Designations City City of Escondido
CIMIS California Irrigation Management Irrigation System CY Calendar Year
CWC California Water Code
DDW State Water Resources Control Board, Division of Drinking Water DMM Demand Management Measure
DRA Drought Risk Assessment
DWR California Department of Water Resources
ELO Escondido Land Outfall
ETo Evapotranspiration
GHG Greenhouse Gases
GPCD Gallons per Capita per Day
GSA Groundwater Sustainability Agency
GSP Groundwater Sustainability Plan
HARRF Hale Avenue Resource Recovery Facility
IID Imperial Irrigation District
kwh Kilowatt-hours
MWD Metropolitan Water District of Southern California
MF Multi-Family Land Use Designation
MFR Multi-Family Residential Land Use Designation
MFRO Membrane Filtration Reverse Osmosis
MG Million Gallons
MGD Million Gallons per Day
MHI Median Household Income
Resolution No. 2026-67
Exhibit "A"

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2025 Urban Water Management Plan

viii
MWELO Model Water Efficient Landscape Ordinance
NPDES National Pollutant Discharge Elimination System
PSAWR Permanent Special Agricultural Water Rate
RAWMP San Diego Regional Agricultural Water Management Plan RHNA Regional Housing Needs Assessment
Rincon Rincon del Diablo Municipal Water District
RUWMP Regional Urban Water Management Plan
SANDAG San Diego Association of Governments
SBX7-7 Water Conservation Act of 2009 also known as Senate Bill 7 of Special Extended Session 7
SDG&E San Diego Gas and Electric
SEOO San Elijo Ocean Outfall
SF Single-Family Land Use Designation
SFR Single-Family Residential Land Use Designation
SGMA Sustainable Groundwater Management Act
SLRIWA San Luis Rey Indian Water Authority
TDS Total Dissolved Solids
UWMP Urban Water Management Plan
VID Vista Irrigation District
Water Authority San Diego County Water Authority
WSCP Water Shortage Contingency Plan
WTP Water Treatment Plant
WUE Water Use Efficiency
Resolution No. 2026-67
Exhibit "A"

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Executive Summary

Public Review Draft ES-1
Executive Summary
The Urban Water Management Plan (UWMP) is the City of Escondido’s (City) long‑range planning document that evaluates the reliability of water supplies and the City’s ability to meet current and future water demands under a range of hydrologic and operational conditions. Prepared in accordance with the California Urban Water Management Planning Act (California Water Code Division 6, Part 2.6), the UWMP is updated every five years and submitted to the California Department of Water Resources (DWR). The City’s 2025 UWMP incorporates these updated requirements and demonstrates the City’s continued commitment to delivering reliable, sustainable, and resilient water service.

Overview
The Executive Summary gives a comprehensive overview of the primary UWMP components and to provide clarity for the role each element plays within the City’s long‑term water management framework.

These core components include:
▪ Regulatory foundation and planning requirements, which establish the legal basis for UWMP preparation and summarize recent legislative updates that guide the content of the 2025 Plan. ▪ Purpose and objectives of the UWMP, outlining why the Plan is prepared and how it supports long‑term water reliability and compliance with statewide conservation mandates. ▪ Description of the City’s water service area, providing the land use, customer characteristics, and system context that influence both water demand and supply planning. ▪ Water demand analysis, presenting historical and projected demands through 2050 and evaluating the role of conservation, efficiency standards, and demographic factors. ▪ Water supply characterization, documenting existing and planned water sources, including local, regional, and recycled water supplies, and describing the City’s investments to maintain a diversified and resilient supply portfolio.
▪ Supply reliability and drought risk assessment, assessing how the City’s supplies perform under normal, dry, and extended multi‑year drought conditions and meeting the statutory requirement for a 5‑Year Drought Risk Assessment.
▪ Water Shortage Contingency Plan (WSCP), summarizing the City’s updated shortage stages, triggers, actions, and annual assessment procedures that support rapid response to drought or emergencies.

Together, these components provide a complete picture of the City’s long‑term water management strategy, demonstrate compliance with State requirements, and document the City’s continued commitment to reliable and sustainable water service.

Resolution No. 2026-67
Exhibit "A"

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ES-2

City of Escondido
2025 Urban Water Management Plan
Urban Water Management Act
The Urban Water Management Act (Act) became part of the California Water Code (CWC) with the passage of Assembly Bill (AB) 797 during the 1983-1984 regular session of the California Legislature.

The CWC requires every urban water supplier providing water for municipal purposes either directly or indirectly to more than 3,000 customers or supplying more than 3,000 acre-feet per year (AFY) to adopt and submit a UWMP every five years to DWR.

Since the adoption of the 2020 UWMP, State Legislature has updated or expanded several planning

requirements, including enhanced drought risk assessments, expanded Water Shortage Contingency Plan elements, and additional reporting on energy intensity and water use efficiency.

The 2025 UWMP must submit data in specific tables to DWR. DWR has provided these tables and this UWMP utilizes the provided tables with minor changes to format or organization where applicable. This 2025 UWMP presents each required element per DWR’s 2025 Urban Water Management Plan Guidebook.

Purpose and Objectives
This UW
MP serves to:
▪ D
ocument the City’s long-term water demand projections through 2050 ▪ Describe existing and planned water supply sources and their reliability ▪ Evaluate supply‑demand conditions under normal, single dry, and multi‑year drought conditions ▪ Demonstrate compliance with Senate Bill (SB) X7‑7 water use targets ▪ Identify existing and future demand management measures (DMMs) and conservation programs
▪ Present the City’s updated WSCP, including annual assessment procedures and staged response actions
This 2025 UWMP follows DWR’s required structure and includes all required standardized tables. A completed DWR checklist is provided in Appendix C.

Se
rvice Area Overview
The City provides potable and recycled water services to approximately 133,512 customers within its water service area Fi
gure ES-1.

The City also produces and delivers disinfected tertiary recycled water to sell to City and Rincon del Diablo Water Service District (Rincon) customers at its Hale Avenue Resource Recovery Facility (HARRF).

City provides water service to a diverse customer base spanning residential, commercial, industrial, and agricultural users (Fi
gure ES-2) and delivers disinfected tertiary recycled water for irrigation and Resolution No. 2026-67
Exhibit "A"

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Executive Summary

Public Review Draft ES-3
industrial use. The City’s customer mix, land use patterns, and regional growth trends influence both projected demands and the strategies used to ensure long‑term supply reliability. Major drivers of future demand include planned development, ongoing conservation, and continued improvements in water‑use efficiency.

Figure ES-1 Percent of Total Water Uses by Customer Class, 2020–2024

Single-Family Residential, 37
Multi-Family Residential, 19Commercial, 8
Industrial, 0.2
Institutional/Governmental, 1
Landscape Irrigation,
9 Agricultural Irrigation, 15
Sales/Transfers/Exchanges, 3
Losses, 8
Resolution No. 2026-67
Exhibit "A"

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City of Escondido
2025 Urban Water Management Plan

ES-4
Figure ES-2 City Water Service Area, Surface Water Infrastructure, and Watershed Extents

Resolution No. 2026-67
Exhibit "A"

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Public Review Draft ES-5

The 2025 UWMP updates demand forecasts through 2050, incorporating:
▪ Historical consumption trends
▪ Planned land use and development projections
▪ Passive and active conservation savings
▪ Economic and demographic conditions influencing demand Overall demands are expected to remain stable or experience modest growth over time.

Executive Summary
Water Demands and Conservation
The City’s water demands are offset through a combination of DMMs which include water waste prevention ordinances, metering, conservation pricing,customer‑driven conservation, and other City programs which support achievement of efficiency stand ards and contribute to meeting the
City’s Urban Water Use Objective (UWUO) over time. This reflec ts the City’s total water use
declining over the last several decades, despite population growth as shown in Fi gure ES-3.

Fi
gure ES-3 City Historic Demand vs. Climate (2000-2024) Resolution No. 2026-67
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ES-6

The 2025 UWMP documents existing and planned supplies, planned reliability improvements, and potential new investments. The City’s continued investment in recycled water, system upgrades, and regional partnerships enhances supply reliability and reduces dependence on imported water.

City of Escondido
2025 Urban Water Management Plan
Water Supply Portfolio
The
City maintains a diversified water supply portfolio that includes:
▪ Local surface water from multiple upstream sources including Lake Wohlford and Lake Dixon ▪ Recycled water supplied through the City’s recycled water distribution system, including the HARRF and Membrane Filtration Reverse Osmosis (MFRO) Facility ▪ Raw water supplied from the San Luis Rey Indian Water Authority (SLRIWA), through the SLRIWA Water Rights Settlement Act
▪ Raw water purchased from the San Diego County Water Authority, which provides imported Colorado River and State Water Project supplies
▪ Water treatment from all local and imported/purchased supplies through the Escondido-Vista Irrigation District Wastewater Treatment Plant
This integrated system allows the City to combine local and imported resources to reliably meet customer demands under a variety of hydrologic conditions and is reflected in Fi gure ES-4.

Fi
gure ES-4 City Potable Water System Flow Diagram
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Public Review Draft ES-7

Executive Summary
Supply Reliability and Drought Risk Assessment
The UWMP evaluates water supply reliability under:
▪ Normal hydrologic years
▪ Single dry years
▪ Five‑year consecutive droughts
Preliminary analysis indicates that the City has sufficient supplies to meet projected demands during normal and single dry years through 2050. During extended multi-year droughts, supply shortages may occur depending on regional conditions and imported water allocations. The UWMP identifies staged demand reduction measures that may be needed to address shortages during extreme, prolonged drought scenarios. The City also completed its Five‑Year Drought Risk Assessment required for 2025 UWMPs, evaluating worst-case water supply conditions through 2030.

Water Shortage Contingency Plan
The City’s updated WSCP (Appendix A) provides a structured, adaptive framework for responding to supply shortages identified through the City’s annual water supply and demand assessment. Key elements include:
▪ Six standard water shortage stages
▪ Triggers for progression through each stage
▪ Demand reduction actions
▪ Communication protocols and enforcement mechanisms
▪ Financial impact mitigation actions
The WSCP ensures the City can respond quickly and effectively to supply interruptions, drought, or other emergencies.

Conclusion
Based on the information presented in the 2025 UWMP, the City is well‑positioned to meet customer water needs through 2050 under a range of operational and hydrologic conditions.

Ongoing investments in recycled water, system reliability, regional partnerships, and customer conservation measures continue to support the City’s long‑term resilience.

The
2025 UWMP reflects the City’s commitment to responsible water resource planning and sustainable management in support of the community’s public health, economic stability, and environmental stewardship.

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Introduction

Public Review Draft 1-1
1 Introduction
The City of Escondido's (City) 2025 Urban Water Management Plan (UWMP) establishes the planning framework for ensuring reliable and sustainable water service in coordination with local and regional water management efforts.

Chapter Overview
 California Water Code
 UWMP Organization
 UWMP in Relation to Other Efforts
 UWMPs and Grant or Loan Eligibility
 Demonstration of Consistency with Delta Plan for Participants in Covered Actions

1.1 Setting
The City of Escondido is located in northern San Diego County at the interchange of Interstate 15 and State Route 78. The City was incorporated on October 8, 1888, when local voters elected the first governing officials; today, it covers approximately 37 square miles. The City’s water service area is smaller than the incorporated City limits, as shown in Figure 3-1.

The City provides water service to a population of about 133,512 (SANDAG, 2025), with approximately 27,170 potable connections within the City’s water service area, meeting the California Water Code (CWC) definition of an urban water supplier. This 2025 UWMP addresses the City’s projected water demands and available water supply sources, including recycled water, groundwater, surface water, and water conservation activities. Projected water supplies are compared to anticipated demands under normal, single-dry, and multiple-dry year conditions to support long-term water supply planning and regional water resource coordination.

In addition to serving customers within its own system, the City of Escondido participates in limited water service exchanges with the Rincon del Diablo Municipal Water District, under which a small number of customers are served across agency boundaries pursuant to long-standing exchange agreements. The City also jointly operates the Escondido-Vista Water Treatment Plant (WTP) with Vista Irrigation District (VID). Unless otherwise noted, water demands and supplies reported herein reflect only those directly associated with the City's water service area, as shown in Figure 3-2.

1.2 California Water Code
In 1983, the State of California Legislature (Legislature) enacted the Urban Water Management Planning Act (UWMP Act). The UWMP Act requires urban water suppliers that provide water for municipal purposes to more than 3,000 customers or serve more than 3,000 acre-feet per year (AFY) to adopt an Urban Water Management Plan every five years and to demonstrate water supply reliability under normal and drought conditions. The UWMP Act applies to wholesale and retail water suppliers.

Since enactment, the UWMP Act has been expanded over time, with only limited revisions occurring since preparation of the City's 2020 UWMP in 2021. Prolonged drought, groundwater overdraft, Resolution No. 2026-67
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regulatory revisions, and changing climatic conditions affect the reliability of individual water suppliers as well as the statewide water supply system overseen by California Department of Water Resources (DWR), the State Water Resources Control Board (State Water Board), and the Legislature.

DWR provides guidance to urban water suppliers by preparing a UWMP Guidebook, which released a draft update in December 2025 (2025 Guidebook) (DWR, 2025). DWR conducts workshops, develops technical tools, and provides program staff to assist water suppliers in preparing comprehensive water management plans, implementing water conservation programs, and complying with CWC requirements related to UWMPs.

Retail and wholesale water suppliers prepare their own UWMPs in accordance with statutory requirements and submit them to DWR every five years on July 1. DWR reviews submitted plans for consistency with CWC and other legislative requirements and prepares a report to the Legislature summarizing the status of the plans for each five-year cycle. The 2025 Guidebook, finalized in January 2026, was used to complete this 2025 UWMP.

The City conducts long-term water resource planning to ensure adequate water supplies are available to meet existing and future demands. The UWMP establishes the management framework used to promote efficient urban water use, implement water conservation programs and policies, ensure sufficient water supplies for future beneficial use, and guide responses to drought condition and other water supply shortages.

The UWMP serves multiple planning and coordination function, including the following:
 Establishes a standardized methodology for urban water suppliers to assess water supply availability and long-term water resource needs.
 Provides information to the community and other interested parties regarding water supply and demand conditions, water conservation, and related water management topics.  Serves as a key source of information for cities and counties when evaluating proposed new development and preparing long-range planning documents, including city and county General Plans.
 Informs regional and statewide water planning efforts, including Integrated Regional Water Management Plans and the California Water Plan.

CWC 10632 requires urban water suppliers to prepare a Water Shortage Contingency Plan (WSCP).

The WSCP establishes the actions and management measures used to respond to and mitigate water shortage conditions resulting from drought or other impacts on water supplies. A summary of the City's WSCP is provided in Chapter 8, with the full plan included in Appendix A

1.3 UWMP Organization
The City generally followed DWR’s recommended organizational outline in preparation of the 2025 UWMP. The 2025 Guidebook Checklist was completed and included in Appendix C.

The City’s 2025 UWMP is organized as follows:
 Chapter 1 – Introduction. Provides background information on the UWMP process, new regulatory requirements, and the scope of information addressed in the Plan.  Chapter 2 – Plan Preparation. Describes the processes used to develop the UWMP, including coordination and public outreach efforts.

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 Chapter 3 – Service Area Description. Summarizes the City’s water system, service area, population demographics, local climate, and land use conditions.  Chapter 4 – Water Use Characterization. Quantifies existing and projected water use within the water service area through 2045.
 Chapter 5 – SBx7-7 Baselines, 2020 Targets and 2025 Reporting. Addresses the Water Conservation Act of 2009 (SBx7-7), including established baseline, conservation targets, and 2025 compliance reporting.
 Chapter 6 – Normal-Year Water Supply Characterization. Quantifies existing and projected potable and non-potable water supplies.
 Chapter 7 – Water Service Reliability and Drought Risk Assessment. Evaluates water service reliability over a minimum 20-year planning horizon and includes the five-year Drought Risk Assessment (DRA) .
 Chapter 8 – Water Shortage Contingency Plan. Summarizes the City’s Water Shortage Contingency Plan, which establishes actions to predict, respond to, and manage foreseeable and unforeseen water shortage conditions.
 Chapter 9 – Demand Management Measures. Describes the City’s water conservation efforts and demand management measures used to reduce water use.  Chapter 10 – Plan Adoption, Submittal, and Implementation. Documents the public review, adoption, submittal, and implementation process for the 2025 UWMP. Water volume is represented in units of acre-feet (AF), while data was compiled on a calendar year (CY) basis.

1.4 UWMPs in Relation to Other Efforts
This UWMP characterizes water use, estimates future demands and supply sources, and evaluates supply reliability for normal, single-dry, and five consecutive dry years.

In addition to the 2025 UWMP, the City is involved in several other internal and external planning efforts and collaborates with a variety of stakeholders to achieve coordination and consistency between various planning documents locally and regionally.

Documents that were leveraged in preparation of this UWMP are:
 2025 San Diego County Water Authority (Water Authority) UWMP (Draft January 2026)  2020 San Diego County Water Authority WSCP (Draft January 2026)  2025 Metropolitan Water District of Southern California (MWD) UWMP (Draft February 2026)  2025 Metropolitan Water District of Southern California WSCP (Draft February 2026)  2018 National Pollutant Discharge Elimination System (NPDES) Permit R9-2018-0002  2022 Watershed Sanitary Survey Update
 2016 Draft San Diego Regional Agricultural Water Management Plan  2020 City of Escondido UWMP
 2020 City of Escondido WSCP
 2012 City of Escondido Water Master Plan
 2012 City of Escondido Wastewater Master Plan
 2011 City of Escondido Recycled Water Master Plan
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This 2025 UWMP references the 2016 Draft San Diego Regional Agricultural Water Management Plan (RAWMP), in which the City participated. The purpose of the RAWMP is to highlight efficient water management practices among the City’s agricultural customers, support their long-term sustainability, and recognize their role in offsetting financial burdens for the City’s urban customers.

In general, agricultural customers in the San Diego region are among the most efficient in the State, as conservation is a financial necessity due to the higher water prices.

Effective January 1, 2021, the Water Authority implemented the Permanent Special Agricultural Water Rate (PSAWR) program, which allows eligible agricultural customers to receive water at a lower rate in return for cutbacks during shortage conditions. The purpose of the PSWAR program is to allow the reallocation of water from agricultural users to urban users during declared water shortage conditions in which the City participates.

1.5 UWMPs and Grant or Loan Eligibility
For a water supplier to be eligible for a grant or loan administered by DWR, and potentially other agencies, the supplier must have a current UWMP on file that meets the requirements set forth by the CWC. A current UWMP must also be maintained by the supplier throughout the term of any grants or loans received. The City has prepared the 2025 UWMP under guidance from DWR’s 2025 Guidebook.

1.6 Demonstration of Consistency with the Delta Plan
for Participants in Covered Actions
The Delta Plan (Delta Stewardship Council, 2013) is a comprehensive, long-term, legally enforceable plan guiding how federal, state, and local agencies manage the Sacramento-San Joaquin Delta’s water and environmental resources. Delta Plan Policy, Water Resources Policy 1 (WR P1), identifies UWMPs as the tool to demonstrate consistency with state policy to reduce reliance on the Delta for a supplier that carries out or takes part in a covered action. A covered action may include activities such as a multi-year water transfer, conveyance facility, or new diversion that involves transferring water through, exporting water from, or using water in the Delta. As a supplier that receives imported water from the Delta through its wholesale supplier, the City is required to submit information, as outlined in Appendix C of the DWR 2025 Guidebook.

To document and quantify supplies contributing to reduced reliance on the Delta watershed and improved regional self-reliance, a number of steps must be taken, which include:
 Setting a Baseline
 Change in Delivery of Delta Water
 UWMP WR P1 Consistency Reporting
DWR does not review this analysis as part of the UWMP approval process; therefore, this information is attached as Appendix B.

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2 Plan Preparation
This chapter of the UWMP provides information on the processes used for developing the UWMP, including efforts in coordination and outreach.

Chapter Overview
 Plan Preparation
 Basis for Preparing a Plan
 Coordination and Outreach
 Wholesale and Retail Coordination
 Coordination with Other Agencies and the Community

2.1 Setting
This UWMP was prepared following guidance from the 2025 Guidebook, DWR UWMP Public Workshops and Webinars, and the 2025 Guidebook Checklist. Standardized tables for reporting and submittal of UWMP data have been prepared and are included in Appendix D.

The 2025 UWMP presents current operational information and plans for the future concerning water use, supply, and reliability. Details regarding the City’s UWMP preparation are provided in this chapter.

2.2 Plan Preparation
The City prepared this 2025 UWMP in accordance with CWC Section 10617, which requires a water supplier with 3,000 or more service connections, or those supplying 3,000 AFY or more, to prepare an UWMP. Suppliers are required to update UWMPs at least once every five years on or before July 1, in years ending in six and one, incorporating updated and new information from the five years preceding each update. The City’s 2025 UWMP must be submitted to DWR by July 1, 2026.

2.3 Basis for Preparing a Plan
The City prepared an individual UWMP and is not a member of a Regional UWMP or SBx7-7 Regional Alliance. Throughout this UWMP, water volume is represented in units of AFY, unless otherwise noted, and data is presented on CY basis.

In 2025, the City served approximately 133,512 people in its service area, through 27,153 potable metered connections, and delivered approximately 22,351 AFY of potable water to customers.

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Table 2-1 Public Water Systems
DWR Submittal Table 2-1 Retail: Public Water Systems
Public Water System Number
Public Water
System Name
Number of Municipal
Connections 2025
Volume of Water
Supplied 2025
CA3710006 City of Escondido 27,153 22,351
Total 27,153 22,351
Table 2-2 Plan Identification
DWR Submittal Table 2-2: Plan Identification
Select One
or Both Type of Plan Name of Regional Alliance or RUWMP ☒ Individual UWMP
☐ Water Supplier is also a member of a SB X7-7
Regional Alliance

☐ Regional Urban Water Management Plan (RUWMP)

Table 2-3 Supplier Identification
DWR Submittal Table 2-3: Supplier Identification
Type of Supplier (select one or both)
☐ Supplier is a wholesale supplier
☒ Supplier is a retail supplier
Fiscal or Calendar Year (select one)
☒ UWMP Tables are in calendar years
☐ UWMP Tables are in fiscal years
Units of measure used in UWMP
Unit Acre Feet (AF)

2.4 Coordination and Outreach
To prepare the 2025 UWMP and WSCP, the City coordinated with neighboring water agencies and stakeholders. Coordination efforts were conducted to: 1) inform the agencies of the City’s activities; 2) gather high-quality data for use in developing this UWMP; and 3) coordinate planning activities with other related regional plans and initiatives.

2.4.1 Wholesale and Retail Coordination
The City receives water from the San Diego County Water Authority (Water Authority) and the San Luis Rey Indian Water Authority (SLRIWA).

The Water Authority serves as the regional wholesale water supplier for the majority of the County, providing its member agencies with safe and reliable water supplies through a diversified portfolio of imported and locally-developed resources. Formed in 1944, the Water Authority delivers wholesale water to 22 retail agencies, including cities and special districts, and manages long‑term supply planning, infrastructure investments, and resource reliability on a regional scale. The City is a member agency of the Water Authority, which serves as their wholesale water supplier.

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The SLRIWA is a federally chartered government agency created as a result of the San Luis Rey Indian Water Rights Settlement Act (SLRIWA Settlement Act) to ensure that the Indian Bands have a say in the San Luis Rey River Basin's water use and supply. The SLRIWA Settlement Act and a subsequent Settlement Agreement were established to resolve disputes relating to the use of certain land and water rights in or near the San Luis Rey River watershed and, therefore, is not acting as a traditional wholesale supplier. As part of the SLRIWA Settlement Agreement, the United States agrees to deliver up to 16,000 AFY of supplemental water to the Indian Bands, the City, and VID. The City and VID each have the right to remove equal amounts of water each CY. The Water Authority is also required to convey the supplemental water transfer supplied by the SLRIWA to the City and VID. This water supply is further discussed in Chapter 6.2.1.3.

Table 2-4 presents the required DWR table for retail water suppliers. Through this process, the City engaged with the Water Authority to support their 2025 UWMP.

Table 2-4 Water Supplier Information Exchange
DWR Submittal Table 2-4 Retail: Water Supplier Information Exchange Water Code Section 10631(h)
The retail Supplier has informed the following wholesale supplier(s) of projected water use in accordance with Water Code Section 10631 (h).

Wholesale Water Supplier Name
San Diego County Water Authority

2.4.2 Coordination with Other Agencies and the Community CWC Section 10621 requires water suppliers to notify the cities and counties to which they provide service that the UWMP and WSCP are being updated and reviewed. The CWC specifies that this must be done at least 60 days prior to the public hearing. To fulfill this requirement, the City sent letters of notification of preparation of the 2025 UWMP and WSCP to all cities and counties within the City’s service area 60 days prior to the public hearing as indicated in Table 2-5. Appendix E contains copies of the plan preparation notices sent for agency coordination. Notification letters were sent on February 4, 2026. Details on drafts, public hearings, and final document availability are discussed in Chapter 10.

Table 2-5 Agency Coordination
Agency/Organization Notice of Plan Preparation 60 Days Prior to Public Hearing County of San Diego 
Rincon Municipal Water District 
San Diego County Water Authority 
Vallecitos Water District 
Valley Center Municipal Water District 
Vista Irrigation District 

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Service Area Description

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3 Service Area Description
This chapter provides a brief overview of the City’s water service area, describes the current and projected population through 2045, and discusses the demographics and land uses within the service area. Understanding all these factors can help the City plan for a reliable water future.

Chapter Overview
 General Description
 Service Area Boundary Maps
 Service Area Climate
 Service Area Population and Demographics
 Land Uses within Service Area

3.1 Setting
The City provides potable and non-potable water to customers within its water service area, which does not correspond to the City’s boundary. In general, the City provides water services to a population of about 133,512 (SANDAG, 2025). Additional details on water demands are provided in Chapter 4, and detailed information on water supplies are presented in Chapter 6.

3.2 General Description
The City provides potable and recycled water within its water service area, as shown in Figure 3-1, which does not correspond to the City’s boundary. The City has three raw water supplies: imported water supplied by the Water Authority, water from the SLRIWA, and local surface water. Imported water from the Water Authority and SLRIWA are brought into San Diego County by MWD and Water Authority aqueducts, to which the City has two raw water connections (Escondido 3 and 4) (City of Escondido, 2012). Local surface water from the San Luis Rey River watershed is delivered via the Escondido Canal and associated pipelines and is stored on a seasonal basis in the Lake Henshaw, Lake Wohlford, and Lake Dixon reservoirs. These water supplies are further discussed in Chapter 6.2.

To deliver water to its approximately 27,153 potable connections, the City owns, operates, and maintains approximately 442 miles of pipeline, 10 reservoirs, five pump stations, and two dams (and associated lakes). The City also co-owns with VID the Escondido-Vista WTP located near Dixon Lake in the northern portion of the City’s water service area. The Escondido-Vista WTP is designed to treat up to 75 million gallons per day (MGD) of the City’s and VID’s raw water supplies. VID’s water is delivered to them through a separate distribution system. There are also a number of private groundwater pumpers that are not served by the City but are located within the City’s water service area.

The City also produces and delivers disinfected tertiary recycled water to sell to City and Rincon customers at its Hale Avenue Resource Recovery Facility (HARRF). HARRF has a current wastewater treatment capacity of 18 MGD, with a recycled water production capacity of 9 MGD. The City’s recycled water distribution system consists of an estimated 26 miles of pipeline and serves over 38 Resolution No. 2026-67
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customers within its service area. The primary user of recycled water is the Sempra Energy Power Plant, which connects through Rincon’s recycled reservoir tank. Two storage sites are utilized for the City’s recycled water on-site storage at HARRF (1 million gallons (MG)) and Leslie Lane Reservoir (2 MG).

The location of the City’s current water service area boundary, in relation to Rincon, is shown in Figure 3-1. Rincon was formed in 1954 to purchase and distribute water from the Water Authority to areas outside the City boundaries. As the City grew, portions of Rincon’s service area were incorporated into the City’s municipal boundary. In general, Rincon serves water to customers in approximately 11 square miles of the west and south areas of the City and additional neighboring areas. Within the City’s northwestern area, pockets of the City’s service area are interspersed with the northern portion of Rincon’s ID-1 service area. Some of these areas of the City’s water service area are supplied by Rincon. In exchange, the City sells potable water to a select number of Rincon’s customers in Rincon’s ID-A service area. VID also serves water to a very small number of parcels within the City of Escondido. In addition, the City has exchange agreements in place with both Rincon and VID for daily operational water demands and in the event of an emergency. These exchanges are further discussed in Chapter 6.2.7.

Water service area boundaries have the potential to change in the future as new development projects request expansion of the service area. No changes in the service area have occurred since 2020. Additional details on water demands are provided in Chapter 4, and detailed information on supplies is presented in Chapter 6.

3.3 Service Area Boundary Maps
Figure 3-1 shows the City’s municipal boundary, water service area, and neighboring water agencies.

Figure 3-2 shows major water infrastructure and watersheds within the City’s service area.

Figure 3-23 shows the extents of major water infrastructure and watersheds within the City’s service area.

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Figure 3-1 City of Escondido Water Service Area

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Figure 3-2 City of Escondido Surface Water Infrastructure and Watersheds

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Figure 3-3 City of Escondido Surface Water Infrastructure and Watersheds Extents

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3.4 Service Area Climate
The City’s climate is characterized by mild temperatures year-round. Long-term climate data indicate the region historically receives approximately 14 inches of precipitation annually; however, climate data from the California Irrigation Management Information System (CIMIS) Station #153 Escondido SPV, location shown in Figure 3-1, collected from January 2000 through December 2025, indicate a lower average of 8.57 inches (California Irrigation Management Information System (CIMIS), 2026). Most of the precipitation occurs between October and April. Records show that the monthly precipitation ranges from 0 inches in the summer months to 6.88 inches during wet winters.

The annual average total yearly evapotranspiration (ETo) is 54.9 inches with an average monthly ETo of 4.58 inches. The highest ETo is experienced between April and September, with the peak values occurring in July. Average monthly temperatures range from about 52 degrees Fahrenheit (°F) in cooler months to 73°F in warmer months. Average maximum temperatures are approximately 78°F and average minimum temperatures are approximately 48°F, resulting in an average annual temperature of 62°F (California Irrigation Management Information System (CIMIS), 2026).

Figure 3-4 shows the annual precipitation from 2000 to 2025 and illustrates which years fall above or below the annual average precipitation for this period. Table 3-1 shows the monthly averages for precipitation, ETo, and temperature from 2000 to 2025.

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Figure 3-4 CIMIS Station 153 Annual Precipitation from 2000-2025

0 2
4 6
8 10
12 14
16 18Precipitation (in.)
Total Precipitation Average Annual Precipitation

8.57 in
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Table 3-1 CIMIS Station 153 Average Monthly Climate Data Based on 2000-2025 Data Month Average ETo (in.) Average Precipitation (in.) Average Air Temp (F) January 2. 44 1.22 52.60
February 2.77 1.84 53.44
March 4.08 1.61 56.31
April 5.08 0.75 59.57
May 5.85 0.23 63.27
June 6.67 0.01 67.68
July 7.15 0.05 72.47
August 6.73 0.32 73.20
September 5.28 0.11 70.47
October 4.00 0.61 64.11
November 2.80 0.83 57.62
December 2.10 1.04 52.01
Average Annual 54.94 8.57 61.91
Source: CIMIS, https://cimis.water.ca.gov/WSNReportCriteria.aspx

3.5 Service Area Population and Demographics

3.5.1 Service Area Population
The City was estimated to have a 2025 total population of 150,425 (U.S. Census, 2025). However, as noted above, the City’s water service area does not align with the City’s municipal limits, so the City’s population, therefore, is not the same as the water service area population.

The Water Authority used the SANDAG (SANDAG) Series 15 Regional Growth Forecast to estimate the service area population through 2050 (SANDAG, 2025). SANDAG’s growth forecast integrates general plans and policies of local land use jurisdictions to perform its updates. The City coordinates with SANDAG and other stakeholders to ensure water planning is aligned with growth patterns guided by the General Plan, consistent with Growth Management Public Facility Master Plan Policy

2.1, Monitoring Policies 6.1-6.2 and Water System Policy 12.1 (City of Escondido, 2012). This coordination ensures that planned growth, as outlined in the City’s General Plan, is integrated into the projected population growth. The approach used to estimate the demand projections is described in Chapter 4.

The population estimates in the 2020 UWMP show faster growth than the 2025 UWMP estimates because SANDAG changed their approach to forecasting. As planning forecasts evolve under changing conditions, regional growth projections have softened since the City’s 2012 General Plan (based on SANDAG Series 12), which assumed housing growth of 300–400 new units annually. By contrast, using Series 15 projections, approximately 172 additional households are expected to receive City water service each year through 2045. The City has permitted an average of 415 new units annually over the last three years (2022-2024), in accordance with Growth Management Monitoring Policy 6.1 in the General Plan.

Table 3-2 shows the current population for the City’s water service area and the projected population based on the SANDAG’s Series 15 forecast annual growth rate, which accounts for potential expansion of the water service area.

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Table 3-2 Population – Current and Projected
DWR Submittal Table 3-1 Retail: Population - Current and Projected Water Code Section 10631(a)
Population Served
2025 2030 2035 2040 2045 2050
133,512 134, 586 136,690 138,286 136,416 134,547
Source: SANDAG, 2025

3.5.2 Other Social, Economic, and Demographic Factors
According to the U.S. Census Bureau, the 2023 median household income (MHI) for the City is $84,477, the per capita income is $38,098, and the level of poverty is 13.4%. As reflected in Figure 3-5 below, the City is comprised of 51.7% Latino, 34.5% White, 7.0% Asian, 2.3% Black,

1.6% American Indian, and the rest are native Hawaiian and more than two races (U.S. Census, 2025).

Figure 3-5 2025 US Census Data By Race

According to the SANDAG forecast variables (SANDAG, 2025) prepared by the Water Authority for the City’s water service area, the 2025 MHI within the service area is estimated to be $75,904 and is expected to decrease to $73,023 by 2050. As shown in Figure 3-6, the top five employment categories in the City’s service area are education and health services (26%), retail trade (21%), leisure and hospitality (14%), professional and business services (12%), and construction (8%), which account for 81% of the total jobs. Table 3-3 shows the current and projected SANDAG employment counts by sectors and MHI for the City’s area.
52%
34%
7%
2% 2% 3%
Latino White Asian Black American Indian Other (including Native Hawaiian) Resolution No. 2026-67
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Figure 3-6 2025 US Census Top Five Employment Categories

Table 3-3 SANDAG Series 15 Growth Forecast Variables within Service Area 2030 2035 2040 2045 2050
Median Household Income $74,927 $74,081 $73,879 $73,451 $73,023 Employment Count
Agricultural Employment Counts 360 361 377 375 370 Construction 2,912 2,964 2,981 2,943 2,904
Manufacturing 895 1,038 1,203 1,308 1,413
Wholesale Trade 438 452 448 442 437
Retail Trade 7,111 7,021 6,915 6,879 6,843
Transportation, Warehousing, Utilities 286 308 299 299 299 Finance and Real Estate 1,854 1,841 1,803 1,765 1,727 Professional and Business Services 4,427 4,471 4,505 4,566 4,627 Education and Health Services 9,775 10,005 10,201 10,322 10,444 Leisure and Hospitality 5,251 5,253 5,068 5,008 4,947 Other Services 1,634 1,614 1,544 1,501 1,458
Government 1,626 1,699 1,739 1,770 1,802
Total Non-Ag Employment Counts 36,209 36,666 36,706 36,803 36,901 Source: SANDAG, 2025
32%
26%
17%
15%
10%
Education and Health Services Retail Trade
Leisure and Hospitality Professional Business Services
Construction
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3.6 Land Uses within Service Area
The City and its water service area include residential, open space, commercial, industrial, and agricultural land uses. Figure 3-7 shows agricultural land uses, occur in and around the City and its water service area which use a combination of City water, private wells and recycled water, as discussed in Chapter 6.

The City’s current and projected land uses per the SANDAG Series 15 data are shown in Table 3-4.

Projected land uses are embedded in SANDAG’s information, which was used for the population projections. In general, SANDAG’s population growth forecast undergoes an extensive coordination process to integrate general plans and policies of local land use to perform its updates. The forecast process consists of two phases. First, a forecast for the entire San Diego region is produced based on economic and demographic trends. The second phase allocates the forecasted growth to smaller geographic areas. This allocation distributes growth based on a variety of factors, including available capacity for housing and accessibility to jobs and transportation. The allocation does not distribute growth beyond what is allowed by any jurisdiction’s general plan.

The majority of land in the service area is single-family residential followed by transportation and parks/schools. Historically, single- and multi-family residential land use as well as commercial, parks/schools, and agricultural land are all prominent water customers. Based on SANDAG Series 15 projections, total land use is expected to decrease by 0.86% from 2025 to 2050 with a peak around 2030 followed by a modest step-down. During this time, single-family, multi-family, commercial, and industrial land uses are expected to increase, while agricultural land use is expected to decrease by

48.6% which is the main driver for the decrease in total land use.

Table 3-4 City Land Uses
Land Uses Per SANDAG Series 15
Land Uses (Acreage)
2025 2030 2035 2040 2045 2050
Single-Family 8,194 8,544 8,756 8,758 8,755 8,752
Multi-Family 1,029 1,031 1,037 1,037 1,036 1,035
Commercial/Office/Mixed Use 1,380 1,481 1,507 1,512 1,516 1,521 Industrial 246 246 244 244 244 244
Parks/Schools 2,335 2,352 2,349 2,349 2,349 2,349
Agricultural 1,794 1,473 922 922 922 922
Transportation 2,597 2,597 2,597 2,597 2,597 2,597
Other 378 378 380 380 380 380
Total 17,955 18,103 17,793 17,798 17,799 17,800
Source: SANDAG, 2025
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Figure 3-7 Agricultural Land Uses within and outside City Service Area

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4 Water Use Characterization
This chapter describes and quantifies the City’s past, current, and projected water uses through 2050. The City provides potable and recycled water to customers within its service area.

Chapter Overview
 Non-Potable vs. Potable Water Use
 Past and Current Water Use
 Water Use Projections through 2050
 Low Income Water Use
 Climate Change Considerations
Demand projections are dynamic, often changing as a result of economic, political, and environmental pressures. Several factors can affect demand projections, including land use changes, new regulations, consumer choice, economic conditions, environmental factors, conservation programs, and plumbing codes. These factors can affect the amount of water needed, the timing, and/or location of when and where water is needed. Because the City’s service area includes primarily residential development, population growth is an influential factor in determining water demand projections.

The projections presented in this UWMP do not attempt to forecast extreme economic or climatic changes. Likewise, no speculation was made regarding future plumbing codes or other regulatory changes; forecasts used assumptions from current ordinances.

4.1 Non-Potable Versus Potable Water Use
The City provides potable water to approximately 27,153 connections and delivers disinfected tertiary recycled water to City and Rincon recycled water customers for irrigation and industrial use.

The City treats all water supplies as discussed in Chapter 6. Current potable water uses are discussed in this chapter and recycled water uses are discussed in Chapter 6.2.5.

The City is implementing a Membrane Filtration Reverse Osmosis (MFRO) Facility and distribution pipelines to convey blended recycled water for non-potable uses. The MFRO Facility is constructed and operational, while the distribution system is progressing through remaining regulatory and permitting processes and is projected to be operational shortly. The MFRO Facility produces advanced treated recycled water that can be blended with disinfected tertiary recycled water from the HARRF to reduce the overall salinity and improve overall water quality for end users.

4.2 Past, Current, and Projected Water Use by Sector

4.2.1 Water Use Sectors Listed in Water Code
Water suppliers are required to identify water uses for the 10 water use sectors identified in CWC Section 10631(d). The City primarily serves potable water to customers and a small amount of recycled water. Recycled water uses are described in Chapter 6.2.5. Figure 4-1 shows the average percentage of total water uses by customer class from 2020 through 2024.

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Figure 4-1 Percent of Total Water Uses by Customer Class, 2020–2024

The City has the following water use categories for customer classes.

Single-Family Residential
Single-Family Residential (SFR) customers are typically on a lot with a free-standing building containing one dwelling unit that may include a secondary dwelling. On average, SFR demand is about 37% of total uses.

Multi-Family Residential
Multi-Family Residential (MFR) customers are typically multiple dwelling units within one building or several buildings within one complex. On average, MFR demand is about 19% of total uses.

Commercial
Commercial customers provide or distribute a product or service. This category includes the San Diego Zoo Safari Park, whose potable water is supplied by the City, although it is located outside of the City’s water service area. On average, commercial demand is about 8% of total uses.

Industrial
Industrial customers typically manufacture or process materials. On average, industrial demand is less than 0.2% of total uses.

Single-Family …
Multi-Family Residential, 19Commercial, 8
Industrial, 0.2
Institutional/Governmental…
Landscape
Irrigation, 9
Agricultural Irrigation, …
Sales/Transfers/Exchanges, 3
Losses, 8
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Institutional/Governmental
These users are dedicated to public services, such as higher-education institutions, schools, courts, churches, hospitals, government facilities, and nonprofit research institutions. On average, this demand is about 1% of total uses.

Landscape Irrigation
Some of the landscape irrigation in the City is served through dedicated irrigation meters that can be tracked on their own, separate from irrigation uses served through other types of meters, such as residential or commercial. On average, this demand is about 9% of total uses.

Agricultural Irrigation
This water use is for commercial agricultural irrigation. Currently, the City tracks treated and untreated water supplies, which are combined in Table 4-1. On average, agricultural demand is about 15% of total uses.

Sales/Transfers/Exchanges to Other Agencies
The City sells water to Rincon del Diablo Municipal Water District. The exchange is discussed in Chapter 6.2.7. On average, sales to Rincon are approximately 3% of total uses.

Losses
Distribution system water losses are the water losses anywhere from the point of water entry to the distribution system to the delivery point to the customer’s system. On average, water losses account for about 8% of total uses. Water losses are discussed in Chapter 4.2.3.

4.2.2 Past and Current Water Use
Past and current water use for 2021 through 2024 is presented in Table 4-1. Table 4-2 shows 2025 water use. Identifying past water uses help suppliers understand water use trends, which are crucial for developing water use projections. Generally, the highest water uses within the City are residential, agricultural irrigation, commercial, and dedicated institutional/governmental. These uses comprise approximately 96% of the total demand.

Residential (i.e., SFR and MFR) demand accounts for approximately 56% of total demand and has remained relatively constant since 2021. Agricultural irrigation accounts for about 15% of demand, fluctuating between 15% and 17%. This use includes both treated and untreated water provided to agricultural users. Both commercial and dedicated landscape irrigation account for approximately 8% and 9% of total demand, respectively, and have remained relatively constant. From 2020 to 2024, water use decreased by about 3,928 AFY.

The use of recycled water is discussed in Chapter 6.2.5.

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Table 4-1 Historical and Current Water Use by Customer Class, AFY Customer Class 2020 2021 2022 2023 2024
Single Family 7, 878 7,846 7,651 6,572 7,047
Multi-Family 3,732 3,781 3,768 3,862 3,541
Commercial 1,551 1,714 1,730 1,673 1,680
Industrial 63 48 31 29 31
Institutional/Governmental 158 158 200 167 153
Dedicated Landscape Irrigation 1,856 1,907 1,831 1,354 1,640 Agricultural irrigation 3,310 3,404 3,442 2,432 2,646
Sales/Transfers/Exchanges to
Other Agencies 601 709 710 569 682
Losses 2,805 2,714 440 775 1,204
Total 21,954 22,281 19,803 17,433 18,623
1 Recycled water demands are not reported in this table. Recycled water demands are reported in Table 6-4 R.

Table 4-2 Actual Demands for Water, AFY
DWR Submittal Table 4-1 Retail: 2025 Actual Total Uses for Potable and Non-Potable Water Water Code Section 10631(d)(1)
Use Type
2025 Actual Water Use
Additional Description
(as needed)
Level of Treatment
When Delivered Volume
Single Family Potable 7,174
Multi-Family Potable 3,634
Commercial Potable 1,694
Industrial Potable 23
Institutional/Governmental Potable 131
Dedicated Landscape Irrigation See note 1 Potable 1,777 Dedicated Landscape Irrigation See note 1 Non-Potable 623 Agricultural Irrigation See note 2 Potable 2,791
Agricultural Irrigation See note 2 Non-Potable 367
Sales/Transfers/Exchanges to Other Agencies Sales to Rincon Customers Potable 707 Losses

Potable 2,630
Subtotal Potable 20,561
Subtotal Non-Potable 990
Total 21,551
1The City provides potable and recycled water (non-potable) for dedicated landscape irrigation. 2The City provides treated (potable) and untreated (non-potable) water to agricultural users. 3Losses for 2025 are calculated as the difference between supply and demand totals for the year. Supply data for September through December 2025 is estimated based on 2020-2024 monthly averages.

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4.2.3 Distribution System Water Losses
Distribution system water losses are potable water losses that occur from the point of water entry into the distribution system to the point of delivery to the customer’s system. Water loss can result from aging infrastructure, flushing programs, fire flow testing, leaks, seepage, theft, meter inaccuracies, data handling errors, and other causes. Addressing water losses can increase water supplies and recover revenue. Chapter 9.2.5 discusses the City’s programs to assess and manage distribution system real losses.

CWC Section 10608.34 requires water suppliers to provide data to determine whether the supplier will meet its State Water Board water loss performance standard. The water loss performance standard for the City is 46.5 gallons per connection per day, a 20% reduction from the state estimated baseline of 58.1 gallons per connection per day. Suppliers will be required to submit a registry of breaks, repairs, and estimates of water loss every three years, beginning in 2029 for the 2025 through 2027 period. Water losses for the supplied data period will be assessed compared to the performance standard. The City’s water loss currently averages about 40 gallons per connection per day, with the most recent reporting year averaging 30.7 gallons of real water loss per connection per day. Table 4-5 shows the City’s progress towards the 2028 Water Loss Standard.

Detailed assessments of water loss were completed using the American Water Works Association (AWWA) Water Audit Software. The results for the five most recent years (2020-2024) are presented in Table 4-3. Over the past five years, the City’s water losses have ranged from 3% to 14% of production. The AWWA water audits for these years are provided in Appendix G. Table 4-4 shows water loss audit report submittal status for 2020 through 2024.

Table 4-3 12 Month Water Loss Audit Reporting, AFY
Report Period Start Data Volume of Water Loss1 (AFY)
January 2020 2, 805
January 2021 2,714
January 2022 440
January 2023 775
January 2024 1,204
1 Taken from the field “Water Losses” (a combination of apparent losses and real losses) from the AWWA worksheet.

Table 4-4 Water Loss Audit Reporting
DWR Submittal Table 4-5 Retail: Water Loss Audit Reporting Water Code Section 10631(d)(3)(A)
Reporting Period Submitted to DWR Water Loss Audit Program (yes/no) 2020 Y es
2021 Yes
2022 Yes
2023 Yes
2024 Yes

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Table 4-5 Progress Towards 2028 Water Loss Standard
DWR Submittal Table 4-6 Retail: Progress Towards 2028 Water Loss Standard Water Code Section 10631(d)(3)(C)
Public Water System ID #
Did the Water Board
Calculate a Water Loss
Standard for this Public
Water System? (y/n)
Real Water Loss Apparent Water Loss
State Water Board Standard Most Recent AWWA Water Loss Audit Real Water
Loss Per Unit
per Day
State Water Board Standard Most Recent AWWA Water Loss Audit Apparent Water Loss
Per Unit per Day
2028 Real Water Loss
Standard per Unit per day
Units for Real
Water Loss
Number of Units
(Connections or Miles
corresponding with
units selected)
Volume of Total Real
Loss (from AWWA
Water Loss Audit)
2028 Apparent
Water Loss Standard
per Unit per Day
Units for
Apparent Water
Loss
Number of
Connections
Volume of Total
Apparent Loss
(from AWWA Water
Loss Audit)
3710006 Ye s 46.5 Gallons per
Service
Connection per
Day (GPSCD)
27,153 932 30.7 9.2 GPSCD 27,153 272 8.9

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4.2.4 Projected Water Use
The City prepared demand projections using the SANDAG’s Series 15 population projections, presented in Table 3-2, and recent water use specific to the City’s water service area. Demand factors for each customer class were calculated using average consumption data for 2020 through 2024, with unit factors based on 2022 SANDAG estimates for housing units (for single family, multi- family, and landscape irrigation uses) and acreage (for commercial, industrial, institutional, and agricultural uses). These demand factors were then applied to SANDAG estimates for housing units and acreage for 2025 through 2050 to forecast base demands. Average water loss for 2020-2024 was calculated as a percentage of total demand and applied to projected base demands. Average sales data to Rincon for 2020-2024 was added to projected base demands. Finally, future water savings were calculated based on factors detailed in Section 4.2.1 and subtracted from projected base demands.

Table 4-6 presents the projected demands by customer class through 2050.

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Table 4-6 Projected Demands for Water, AFY
DWR Submittal Table 4-2 Retail: Total Uses of Potable, and Non-Potable Water - Projected Water Code Section 10631(d)(1)
Use Type
Projected Water Use
Additional
Description
(as needed)
Level of Treatment
When Delivered 2030 2035 2040 2045 2050
Single Family Potable 6,887 6,897 6,853 6,839 6,804
Multi-Family Potable 3,577 3,775 4,062 4,041 4,044
Commercial Potable 1,752 1,754 1,747 1,748 1,748
Industrial Potable 40 40 40 40 40
Institutional/Governmental Potable 167 165 165 165 165 Dedicated Landscape Irrigation Served by
dedicated
irrigation meters
Potable 1,140 866 741 622 502
Dedicated Landscape Irrigation Served by
recycled water
Non-Potable 742 1,018 1,138 1,258 1,378
Agricultural irrigation

Potable 746 476 476 476 476
Agricultural irrigation Unfiltered (raw)
water
Non-Potable 347 290 290 290 290
Agricultural irrigation Served by
recycled water
Non-Potable 900 900 900 900 900
Sales/Transfers/Exchanges to Other Agencies Sales to Rincon Customers
Potable 649 660 678 683 688
Losses Potable 1,564 1,566 1,599 1,601 1,604
Subtotal Potable 16,521 16,199 16,360 16,215 16,072
Subtotal Non-Potable 1,989 2,208 2,328 2,448 2,568
Total 18,510 18,407 18,688 18,663 18,640
1Units are in AF and remain consistent throughout the UWMP as reported in Table 2-3.

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The total overall current and projected water use, including recycled water, is presented in Table 4-7.

Table 4-7 Total Gross Water Use, AFY
2025 2030 2035 2040 2045 2050
Potable Water, Raw, Other Non-po table 20,928 16,868 16,489 16,650 16,505 16,362 Recycled Water Demand 622 1,642 1,918 2,038 2,158 2,278 Total Water Use 21,551 18,510 18,407 18,688 18,663 18,640 Codes and Other Considerations Used in Projections
In 2018, California Legislature established a framework centered on “Making Conservation a California Way of Life” to help the State better prepare for droughts and climate change by establishing statewide water efficiency standards and incentivizing recycled water

1. The resulting
legislation of Senate Bill 606 and Assembly Bill 1668, along with future regulations, requires indoor, outdoor, commercial, industrial, and institutional water use goals; water loss standards; annual water budgets; and documented preparation for long-term water shortages. This section discusses the future water savings that were included in the demand projections into 2050.

Conservation Savings
As part of the demand forecast, assumptions for passive conservation savings were included in future demands. No active conservation savings were assumed. Active conservation savings refer to savings achieved directly from customers implementing various conservation incentive programs offered by the City or Water Authority, while passive conservation savings refer to regulatory or code-based water savings (e.g., updated plumbing fixtures, etc.). The following is a summary of the conservation savings that were estimated as part of future demand projections. Conservation estimations were subtracted from base demand projections for the final water demand forecast. a) Appl
iance Replacement. Appliance replacement leads to passive water savings because it permanently reduces water use without requiring ongoing behavior change from the customer.

Once an inefficient appliance is replaced with a high
-effic
iency model, the efficiency is “built in,”
and water savings occur automatically every time the appliance is used. a. High-E
fficiency Clothes Washers: Newer clothes washers were estimated to save 2.9 gallons per person per day with an estimated replacement rate of 7 percent. b. High-Efficiency Dish Washers: Newer dish washers were estimated to save 0.3 gallons per person per day with an estimated replacement rate of 7 percent. c. High-Efficiency Faucets: Newer faucets were estimated to save 4.0 gallons per person per day with an estimated replacement rate of 7 percent.
d. High-Efficiency Showerheads: Newer showerheads were estimated to save 6.2 gallons per person per day with an estimated replacement rate of 10 percent. e. High-Efficiency Toilets: Newer clothes washers were estimated to save 4.9 gallons per person per day with an estimated replacement rate of 2 percent.

1 “Making Conservation a California Way of Life” was prepared by the State Water Resource Control Board, November 2018.

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b) Landscape Ordinances. The Model Water Efficient Landscape Ordinance (MWELO) was adopted by the State of California in 2010 and amended in 2024. MWELO requires local agencies to adopt ordinances promoting efficient water use in new and rehabilitated landscapes. The City of Escondido’s Ordinance Number 2010-01, § 4, adopted February 3, 2010, sets forth the water efficient landscape regulations required by the City per MWELO. The An evapotranspiration adjustment factor of 0.55 and 0.45 (reduced from the assumed 0.70) was used to estimate outdoor conservation for additional residential and CII construction respectively. Outdoor water use percentages by customer class were calculated by estimating a demand for a hypothetical minimum outdoor use month and assuming demand for this hypothetical month was total indoor use. The minimum outdoor use month was calculated using a correlation between average monthly consumption by customer class and average monthly consumption of dedicated landscape irrigation meters (assumed to have 100 percent outdoor usage). c) Non-functional Turf Ban. California legislation passed in 2023 prohibits the use of potable water for irrigation of non-functional turf (decorative grass with no other function, such as recreation) on commercial, industrial, and institutional properties. The ban will go into effect in 2027 through 2031 for Institutional (2027), Commercial and Industrial (2028), Homeowner’s Associations (2029), and properties owned by local governments in disadvantaged communities (2031). An assumed reduction of 30% in existing landscape irrigation demands for 2030 through 2050 was used to estimate conservation due to this ban.

Table 4-8 below summarizes the passive water savings projections from 2030 through 2050.

Table 4-8 Passive Water Savings Projections
OPTIONAL DWR Submittal Table 4-4 Retail: Passive Water Savings Projections Water Code Section 10631(d)(4)(A)
Description
(Codes, Standards, Ordinances, or Plans)
Passive savings
2030 2035 2040 2045 2050
Add additional rows as needed
Appliance Replacement1 1,151 1,258 1,363 1,424 1,482
Model Water Efficient Landscape
Ordinance (MWELO)
85 121 154 156 159
Non-functional Turf Ban 518 518 518 518 518
1Appliance Replacement includes passive savings from the natural replacement of toilets, dishwashers, clothes washers, showerheads, and faucets with more efficient units.

Water Authority Conservation Estimations
As part of the Water Authority’s demand projections, the Water Authority estimated the conservation savings for each member agency using the Alliance for Water Efficiency Water Conservation Tracking Tool (AWE Tool). For additional information on the approach and assumptions, refer to Section 2.4.2 of the Water Authority’s 2025 UWMP (Water Authority, 2026).

The AWE Tool estimated both the active and passive savings resulting from demand management programs. The Water Authority subtracted the conservation savings from the baseline demands to derive the long-range demand forecast in five-year increments.

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4.2.5 Characteristic Five-Year Water Use
In addition to past and projected uses, the UWMP includes an analysis of anticipated conditions for the next five years (2026–2030). The demand projections established in this chapter assume typical, unconstrained demand (without demand reduction actions in place). In the next five years, the City anticipates that potable demands will decrease. Details on analysis for the next five years are provided in Chapter 7.

4.3 Water Use for Lower Income Households
A low-income household is defined as a household that has an income lower than 80% of the region’s median household income. Low-income housing projections are developed by SANDAG as part of the Regional Housing Needs Assessment (RHNA) 6th Housing Element Cycle. SANDAG identified the total number of households within the region, including the number of households within the City (SANDAG, 2020). In addition, the number of very low, low, moderate, and above moderate households by local jurisdiction was also provided. Based on the total number of households by income class published in the RHNA 6th Housing Element Cycle, approximately 49% of households within the City are considered very low- or low-income households. This percentage was assumed to remain constant throughout the planning period and was applied to the residential (i.e., SFR and MFR) demand projections established above to determine the total low-income demands for 2025–2050, as shown in Table 4-9.

Table 4-10 states that the demand projections included low-income households and conservation savings.

Table 4-9 Low Income Demand Projections, AFY
2030 2035 2040 2045 2050
Residential Low-In come Demand 5,119 5,220 5,339 5,322 5,307 Table 4-10 Inclusion in Water Use Projections
DWR Submittal Table 4-3 Retail: Inclusion in Water Use Projections Water Code Section 10631 (a), 10631 (d)(4)(A), and 10631 (d)(4)(B) Are Future Water Savings Included in Projections? Y es If "Yes" to above:

State the section or page number, in the cell to the right, where citations of the codes, ordinances, or otherwise are utilized in demand projections are found.

Section 4.2.4.1
Are Lower Income Residential Demands Included In Projections? Yes OPTIONAL If the method for accounting Lower Income Residential Demands has been included, provide page number where this accounting can be found.

Section 4.3, page
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4.4 Climate Change Considerations
As a member agency to the Water Authority, the City used climate change impacts prepared for the Water Authority’s 2025 UWMP for consideration on the City’s water supplies (Water Authority, 2026). The Water Authority included a description of how the effect of climate change was incorporated into its water demands modeling for each member agency. It is a qualitative evaluation approach that uses a manageable number of climate change scenarios to develop a range of potential demands. Five different climate scenarios were substituted into the CWA-MAIN model. While the scenarios were identified using region-average temperature and precipitation, the demand for each member agency was forecasted using the selected scenario’s precipitation and temperature data for the individual member agency’s location within the region. This assured that demand forecasts for a particular member agency, such as the City, were derived for a consistent scenario, would better represent real coexistent weather regionally, and could be sensibly aggregated to regional totals, while retaining the climatic heterogeneity typical to the region.

In general, the effects of climate change impacts on water demand projections are important but have a level of uncertainty as climate change research advances over time. The climate change considerations on water supplies are discussed in Chapter 6.2.10 and Chapter 7.

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5 SBx7-7 Baselines, 2020 Targets and 2025
Reporting
This chapter describes the Water Conservation Act of 2009, also known as SBx7-7, and demonstrates the City achieved the 2020 urban per-capita water use reduction of 20% as directed under the UWMP Act for urban retail suppliers (Water Code Section 10608.40).

Chapter Overview
 SBX7-7 Baselines and 2020 Targets
 Reporting Requirements for Retail Suppliers

5.1 Setting
In 2009, the Senate Bill 7 of Special Extended Session 7 (SBx7-7) was incorporated into the UWMP Act requiring that all water suppliers increase water-use efficiency with the overall goal to decrease per-capita water consumption within the state by 20% by the year 2020. SBx7-7 required DWR to develop certain criteria, methods, and standard reporting forms through a public process that water suppliers could use to establish their baseline water use and determine their water conservation targets. SBx7-7 and DWR's Methodologies for Calculating Baseline and Compliance Urban Per Capita Water Use (DWR, 2016) specifies methodologies for determining the baseline water demand, the 2015 interim urban water use target, and the 2020 urban water use target for the City as described in the following sections.

The SBx7-7 Verification Forms were presented in the 2020 UWMP, Appendix G (City of Escondido, 2026). This section also demonstrates that the City achieved its 2020 water use target in 2020.

5.2 SBX7-7 Baselines and 2020 Targets
SBx7-7 required urban water suppliers to establish a per capita water use target for 2020 to be calculated by using one of four methods:
 Method 1: The per capita water use that is 80% of the urban retail water supplier’s baseline per capita daily water use using a 10-year average starting no earlier than 1995.  Method 2: The per capita daily water use that is estimated using the sum of several defined performance standards. This method requires quantifying the landscaped area and the baseline CII use.
 Method 3: 95% of the applicable state hydrologic region target, as set forth in the DWR Guidebook. The City, located in DWR’s South Coast Hydrologic Region Number 4, has a year 2020 target of 95% of 149 GPCD, which was 142 GPCD.
 Method 4: A provisional method that was developed by DWR that develops the target based on indoor residential, CII, outdoor, and water loss components.

The City selected to use Method 1, which was calculated based on the selected 10-year baseline of 227 GPCD. Using that criteria, the City’s selected 2020 target was 182 GPCD.

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5.2.1 Calculating Population and Gross Water Use
To assess compliance with the 2020 water use target in GPCD, the City’s population and gross water use were compared to the SBx7-7 target.

The gross water used was estimated by adding the total water supply production and subtracting the water sold to Rincon. The City sells potable water to a select number of Rincon customers. This volume was excluded from the SBx7-7 compliance calculation. The City’s water use was calculated as 127 GPCD for year 2020.

5.3 Reporting Requirements for Retail Suppliers
Urban water retail suppliers are required to report on their SBx7-7 progress to identify if they met their 2020 urban water use target pursuant to Section 10631.

5.3.1 Supplier Met 2020 Target in 2020
The City met their 2020 target as reflected in Table 5-1 below, which includes their 2020 target and 2020 Actual GPCD. The City was not a part of a merger or consolidation and was not a part of an SBx7-7 Regional Alliance target.

Table 5-1 SB X7-7 2020 Target Progress
DWR Submittal Table 5-1 Retail: SB X7-7 2020 Target Progress Water Code Section 10608.40
Was Supplier part of a merger
or consolidation since 2020?
Regional Alliance Target
or Individual Target?
2020
Target
Actual 2020
GPCD
Did Supplier Achieve Targeted
Reduction for 2020?
No Individual Target 182 127 Yes

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6 Normal-Year Water Supply
Characterization
This chapter describes and quantifies the City’s current and projected potable and non-potable water supplies. In addition, this chapter aims to characterize each water source to gather the information needed to manage water resources, assess supply reliability, perform the Drought Risk Assessment (DRA), and prepare and implement the WSCP.

Chapter Overview
 Water Supply Analysis
 Water Supply Characterization
 Energy Intensity

The City relies on local and imported water to meet all its potable water demands, and it supplies recycled water to City and Rincon customers. The City intends to use these supplies to meet current and future demands under varying conditions. In addition, the City is investing in new local projects to expand recycled water use. Future local supply expansions are continuously discussed by City staff to ensure a reliable long-term water supply.

6.1 Water Supply Analysis
The City relies on local supplies and imported water to meet potable demands. Raw imported water is supplied by the Water Authority and the SLRIWA Settlement Agreement. In 2018, the City started receiving water from the SLRIWA through the Water Authority. Raw water is provided from SLRWA at a continuous rate of 8,000 AFY. The City’s local surface water is collected from the San Luis Rey River watershed via Lake Henshaw. Water supply estimates use data from water meters to provide the annual Water Authority imported water and local water supply volumes. A portion of Water Authority imported water and local water supplies that flow through the City’s meters are owned by VID, and therefore, are subtracted from estimates. Sales to VID and Rincon were also subtracted from estimates. Table 6-1 and Figure 6-1 show historical water production, by source, for 2020 through 2025.

The City plans to use these supplies to meet current and future potable demands under normal, single-dry, and multiple dry year conditions. The City also produces disinfected tertiary recycled water for sale to City and Rincon customers for non-potable uses. The City has plans to expand upon recycled water treatment and delivery to offset imported water usage in the future.

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Table 6-1 City’s Historical Water Production (2020 – 2025), AFY Supply Water Source 2020 2021 2022 2023 2024 20251
Water Authority 10,585 12,412 12,548 5,058 6,217 9,352 SLRWA 8,000 8,000 8,000 8,000 8,000 8,000
Surface Water 1,999 719 559 3,641 5,666 3,577 Total 20,584 21,131 21,107 16,698 19,884 20,928 1 Supply data for September through December 2025 were estimated based on 2020-2024 monthly averages. This table will be updated in the Final UWMP.

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Figure 6-1 City’s Historical Potable Water Production (2020 – 2025)

Note: Supply data for September through December 2025 were estimated based on 2020-2024 monthly averages. This graphic will be updated in the Final UWMP. -
5,000
10,000
15,000
20,000
25,000
2020 2021 2022 2023 2024 2025
Production (AFY
San Diego County Water Authority San Luis Rey Indian Water Authority Local Supplies Total Supplies Resolution No. 2026-67
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6.2 Water Supply
The City’s water supply system integrates a combination of local surface water sources, local and regional conveyance facilities, and imported water sources into a unified treatment and distribution network. As shown in Figure 6-2, water enters the system from multiple upstream sources including Lake Henshaw, Lake Wohlford, and Lake Dixon, as well as raw imported water delivered through the San Diego Aqueduct. Local surface water is conveyed through the Escondido Canal and imported supplies delivered to Lake Dixon ultimately converge at the Escondido-Vista WTP, where all potable water is processed to meet drinking water standards. After treatment, finished water is delivered into the Escondido Distribution System and to Rincon, while a portion of raw water flows through the VID flume to support shared regional operations. This integrated system allows the City to combine local and imported resources to reliably meet customer demands under a variety of hydrologic conditions.

Figure 6-2 City Potable Water System Flow Diagram

The sections that follow describe each water supply source in greater detail, beginning with the City’s local surface water supplies, associated reservoirs, conveyance infrastructure, and recycled water facilities. Subsequent sections address imported water from the Water Authority, MWD, and Resolution No. 2026-67
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SLRIWA, and the City’s limited groundwater conditions in supporting the overall supply portfolio.

Together, these discussions provide a comprehensive overview of how the City secures, manages, and delivers reliable water supplies to its customers.

6.2.1 Surface Water
Surface water supplies are an important component of the City’s overall water supply portfolio and provide flexibility in meeting local demands during average and wet hydrologic conditions. These supplies originate from Lake Henshaw in the San Luis Rey River watershed and are stored in surface reservoirs that support municipal delivery, operational balancing, and seasonal storage. The availability of surface water is influenced by factors such as precipitation variability, watershed conditions, infrastructure capacity, environmental requirements, and regional coordination among participating agencies. Effective management of surface water resources requires integrated operations that account for both local hydrology and conveyance systems to ensure reliable and efficient delivery to customers.

The City, in conjunction with VID, share local surface water stored in Lake Henshaw reservoir, which in within the San Luis Rey River watershed; and Lake Wohlford and Lake Dixon, which are within the Carlsbad watershed. Water from Lake Henshaw is transferred to Lake Wohlford via the San Luis Rey River and a canal originally constructed in the 1890s. The water from Lake Wohlford is delivered to Lake Dixon and the Escondido-Vista WTP via the Escondido Canal, the Bear Valley Hydroelectric Plant, and associated pipelines. Additional raw imported water is purchased from the Water Authority and stored in Lake Dixon.

The City is entitled to all the water from Lake Dixon, a portion of the water from Lake Henshaw, and all runoff water from Lake Wohlford. Local supply availability is variable depending on hydrologic patterns and can provide up to 30% of supply in wet years.

Escondido-Vista Water Treatment Plant, located at 3440 E Valley Parkway, Escondido California

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The Escondido-Vista WTP, constructed in 1976, treats all local surface water and all raw imported water to drinking water standards. The facility has the capacity to produce 75 MGD of potable water but typically processes 33 MGD on average. This treatement system meets all state and federal requirements using a combination of mechanical and chemical processes to remove constituents from the raw water supply. Treated water is delivered to separate distribution systems, one to VID and one to the City.

In 2017, the Escondido-Vista WTP was upgraded to enhance the security, safety, and reliability of the overall water treatment process. These improvements included the installation of on-site chlorine dioxide generation and emergency power generators capable of managing the demands of the redesigned WTP during a power outage.

6.2.2 Stormwater
Stormwater runoff is managed primarily to protect public safety, infrastructure, and water quality, while also presenting limited opportunities for localized water supply benefits. The extent to which stormwater can be captured or reused depends on hydrologic conditions, land use patterns, and available infrastructure within the service area. The City does not currently divert stormwater in urbanized areas for beneficial reuse on a large scale. As discussed in Chapter 6.2.3, the City is entitled to all runoff water derived from Lake Wohlford. In addition, the City encourages individuals to maximize the benefits of stormwater through programs such as landscape conversions and rebates for rain barrels.

6.2.3 Wastewater and Recycled Water
Wastewater collection, treatment, and reuse are integral components of an integrated and resilient water management strategy. Properly managed wastewater systems protect public health and water quality, while advanced treatment technologies provide opportunities to diversify local water supplies and reduce reliance on imported sources. As water supply reliability considerations become increasingly important due to climate variability, regulatory constraints, and growth pressures, recycled water can serve as a valuable supplemental resource.

Wastewater generated within the City’s service area is conveyed to the Hale Avenue Resource Recovery Facility (HARRF) and Membrane Filtration Reverse Osmosis Facility (MFRO Facility), centralized treatment facilities where it undergoes progressively higher levels of treatment depending on regulatory requirements and intended end use. There are several distinct categories of wastewater and recycled water treatment, each serving different purposes and offering varying levels of reuse potential.
 Secondary-Treated Wastewater: Wastewater treated to remove dissolved and settleable solids and organic compounds using physical and biological processes and is typically discharged into the ocean or other nearby waterways. At this level of treatment, the treated wastewater cannot be used for any type of reuse, but it offers a potential future supply to offset potable demands if further treatment can be obtained. Secondary treated wastewater from the City’s HARRF is discharged via the Escondido Land Outfall to the San Elijo Ocean Outfall.  Disinfected Tertiary Recycled Water: Secondary-treated wastewater that undergoes tertiary filtration and disinfection, meeting Title 22 regulations. This water type is used mainly for non- potable landscape irrigation. Tertiary treated recycled water from the City’s HARRF is distributed to irrigation customers within the City and Rincon.

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 Advanced Treated Recycled Water: Tertiary-treated wastewater that then endures microfiltration followed by reverse osmosis for reuse by a variety of users. Advanced treated recycled water from the City’s MFRO Facility will be distributed for agricultural irrigation uses.  Potable Reuse Water: Tertiary-treated wastewater that undergoes further advanced treatment, typically consisting of ozone and peroxide treatment, stabilization, and disinfection. This water would be either directly distributed into the potable water system or would adhere to an environmental buffer prior to entering the distribution system. Potable reuse is not planned within the City’s service area at this time.

The Wastewater Division within the City is responsible for safely collecting and treating wastewater, producing recycled water, and protecting the environment and community health. The City’s wastewater infrastructure includes a collection system consisting of approximately 360 miles of pipeline and 11 pump stations that feed into the HARRF. Total volume of wastewater collected within the metered service area of the HAARF facility in 2025 is 11,858 AFY as detailed in Table 6-2.

Table 6-2 Wastewater Collected within Service Area in 2025 DWR Submittal Table 6-2 Retail: Wastewater Collected Within Service Area in 2025 Water Code Section 10633(a)
Wastewater Collection Recipient of Collected Wastewater Name of Wastewater
Collection Agency
Wastewater
Volume Metered
or Estimated?
Volume of
Wastewater
Collected from
UWMP Service Area
2025
Name of Wastewater
Treatment Plant
(WWTP) and Place ID
Number
Is WWTP Located
Within UWMP
Area?
City of Escondido Metered 13,803 Hale Avenue
Resource Recovery
Facility (HARRF)
Recycled Water, Place
ID 229727
Yes
Total Wastewater Received from UWMP Service
A
rea in 2025
13,803

Wastewater Collection, Treatment, and Disposal
Hale Avenue Resource Recovery Facility
The City owns and operates the HARRF, which has a secondary treatment design flow capacity of 18 MGD and the capacity to handle instantaneous flows of up to 36 MGD. Based on the 2012 Master Plan, a future expansion to 27 MGD was considered, but sustained water conservation measures led to long-term reductions in wastewater generation. Since then, the HARRF has maintained influent flows below levels that would require additional treatment capacity. The HARRF treats influent from the entire City, collected through a network of lift stations and sanitary sewer mains, as well as the City of San Diego’s Rancho Bernardo Community which is managed by the City of San Diego. The City and the City of San Diego are allocated 12.7 MGD and 5.3 MGD of HARRF’s 18 MGD capacity, respectively. The facility is located in the southwest section of the City and includes conventional treatment facilities as well as associated operations and maintenance buildings.

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HAARF Facility, Located at 1521 S Hale Avenue

Secondary treatment of wastewater at the HARRF consists of conventional activated sludge operation, which includes pretreatment, aeration basins, settling tanks, and storage reservoirs.

Secondary-treated wastewater is either discharged to the Pacific Ocean through the Escondido Land Outfall or receives tertiary treatment for reuse applications in the HARRF’s service area. The secondary-treated effluent is treated using chemical coagulation and flocculation, DynaSand® monomedia continuous backwash up flow filtration, and disinfection using chlorination.

The tertiary treatment system has a design flow capacity of 9 MGD and is designed to comply with State Water Board DDW criteria for disinfected tertiary recycled water. The City’s recycled water program is permitted under the San Diego Water Board Order No. R9-2010-0032. Excess tertiary- treated wastewater may be dechlorinated and discharged to an onsite pond. The onsite pond is tested for total chlorine residual prior to batch discharge to the Pacific Ocean via the Escondido Land Outfall, along with secondary-treated wastewater. Under certain conditions, the excess tertiary-treated wastewater was permitted to be dechlorinated and discharged to Escondido Creek.

The discharge of tertiary-treated wastewater to Escondido Creek was previously covered under a separate NPDES permit (Order No. R9-2015-0026, NPDES Permit No. CA0108944). However, this order was rescinded in 2022 (in Order No. R9-2022-0026) because the City of Escondido has not reported any discharges from the HARRF to Escondido Creek since 2005. The City also sells recycled water to other agencies (see Section 6.2.5.2). The Escondido Land Outfall is approximately 14 miles long and connects to the San Elijo Ocean Outfall which is shared with the San Elijo Joint Powers Authority. The effluent exits the pipeline approximately 1.5 miles offshore at a depth of 116 feet.

Details reflecting the discharge locations, permit numbers, treatment types, and volume of wastewater and discharge treated, including amounts recycled inside and outside of the service area, are shown in Table 6-3.

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Table 6-3 Wastewater Treatment and Discharge within Service Area in 2025 DWR Submittal Table 6-3 Retail: Wastewater Treatment and Outcomes Within UWMP Service Area in 2025 Water Code Section 10633(a)
Wastewater Treatment
Plant Name and Place ID
Number
Does This
Plant Treat
Wastewater
Generated
Outside the
UWMP
Service
Area?
2025
Volume of
Wastewater
Received
from UWMP
Service Area
Total
2025
Volume
of Water
Treated
2025 Outcomes of Treated Wastewater
Water Recycled
Within UWMP Service
Area1
Water Recycled
Outside of UWMP
Service Area1
Effluent Discharge
that is not a Permitted
Recycled Water Use2
Required Discharge
for Instream Flow3
Treatment
Level
Volume
(AFY)
Treatment
Level
Volume
(AFY)
Treatment
Level
Volume
(AFY)
Treatment
Level
Volume
(AFY)
Hale Avenue Resource
Recovery Facility
(HARRF) Recycled Water,
Place ID 229727
Yes 13,803 13,466 Tertiary 623 N/A 0 Tertiary 11,165 N/A 0 Total 13,803 13,466

623

0 11,165

0 1 The City's recycled water use is permitted under a Master Reclamation Permit (Order No. R9-2010-0032) to recycle up to 9 MGD. The City sold about 622 AFY of recycled water to its customers.

The City also sells water to other agencies but did not report those sales in this table. 2 The City discharges secondary and tertiary effluent via the Escondido Outfall per its NPDES permit (Order No. R9- 2018-0002, NPDES Permit No. CA0107981). 3 The City had an NPDES permit (Order No. R9-2015-0026, NPDES Permit No. CA0108944) that expired on July 31, 2020, that permitted the discharge to Escondido Creek during wet weather periods when the available capacity to the SEOO (18 MGD) is exceeded. However this permit has been rescinded (in Order No. R9-2022-0026) and there have been no authorized discharges to Escondido Creek during the reporting period.

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Membrane Filtration Reverse Osmosis Facility
The City owns and operates the MFRO Facility, which has a design flow capacity of 2.0 MGD, for advanced treatment of recycled water from the HARRF. The facility was commissioned in November 2023 and was permitted in December 2023 under the San Diego Water Board Order No. R9-2023- 0131. The MFRO Facility demineralizes a portion of tertiary treated recycled water from the HARRF for irrigation at commercial agricultural operations. The facility’s treatment process consists of membrane filtration, reverse osmosis demineralization, post-treatment stabilization, chemical storage and feed systems, a blended product water storage tank and pump station, and ancillary facilities. The MFRO product water is blended with recycled water from the HARRF that has not been treated by the MFRO process to produce lower salinity and better quality recycled water. The MFRO Facility produces 2.0 MGD of demineralized product water which is blended with 1.1 MGD of recycled water to create 3.1 MGD of blended recycled water for distribution.

MFRO Facility, Located at 901 W Washington Avenue

The blended recycled water will be distributed via the Recycled Water Easterly Agriculture Distribution System (RWEADS). The RWEADS is a system of recycled water conveyance pipelines being built to distribute blended recycled water from the MFRO to agricultural sites located within the eastern portion of the Escondido area as well as two other nearby users. The project includes the installation of approximately 2.20 linear miles of 8-inch to 20-inch diameter recycled water pipeline that extends eastward in the City and discharges into Hogback Reservoir, which serves as the principal storage reservoir for the blended recycled water. Hogback Reservoir is an above- ground tank with a capacity of 1.2 million gallons (mg) that was converted from potable water to recycled water. The piping will be installed below ground, except for seven pipe bridges across drainages. The aboveground segments will include pre-engineered pipe bridges. One final section of distribution remains in construction to connect the intended agricultural users to Hogback Reservoir, as well as the planned design and construction of a Brine Line Lift Station.

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The MFRO Facility’s waste residuals such as MF backwash and membrane cleaning wastes are sent to the sanitary sewer for treatment at HARRF, while the MFRO Facility’s RO concentrate is sent to a brine pipeline for direct conveyance to the Escondido Land Outfall per Order No. R9-2018- 0002.

The City expects to continue to produce recycled water and utilize as much of that water as possible for distribution within the City’s service area to offset additional potable water use. Expansion of recycled water use includes the addition of blended recycled water deliveries from the MFRO Facility. The City has also implemented a program for more effective management of wastewater flows. This program includes reducing influent flows through enhanced conservation efforts, identification, reduction/elimination of sources of inflow and infiltration, year-round recycled water use, and installation of additional flow equalization.

Table 6-2 shows the amount of wastewater collected in 2025 within the City’s water service area.

Table 6-3 provides the volumes of wastewater treated, discharged, and recycled within the City’s service area in 2025. The table reports the total amount of wastewater collected and treated at the HARRF, including the volume reused.

Recycled Water Coordination and System Description
The City began serving recycled water to customers in 2004. Currently, the City provides recycled water to 38 recycled water customers and Rincon. The City’s recycled water distribution system includes 26 miles of pipeline, with the majority of recycled water use serving cooling tower demands at the Sempra Energy Power Plant. Two storage sites are utilized for the City’s tertiary recycled water, on-site storage at HARRF (1 MG) and Leslie Lane Reservoir (2 MG). Figure 6-3 shows the City’s recycled water system.

As reflected in the City’s water supply forecast, recycled water deliveries are projected to increase incrementally over the planning horizon. The City will continue to produce recycled water and distribute the majority of that supply within the City’s water service area, which will help offset the need for additional potable water supplies. Recycled water master planning efforts demonstrate that there is sufficient demand for all tertiary water that can be produced from the HARRF.

Consistent with the forecasted increases in recycled water deliveries, the HARRF and its associated distribution infrastructure are planned to expand in phases to increase production capacity as demand materializes in future years, including upgrades to advanced treatment standards for agricultural uses. Distribution and storage improvements will be sequenced to support General Plan target growth areas, to align with Growth Management Phasing Policy 4.1 and Mobility & Infrastructure Water System Policy 12.8.

In addition to non-potable uses, the City has explored advanced water purification technology where wastewater is treated to drinking water standards. The City completed a Feasibility Study for its Potable Reuse Program that outlines a methodology for implementing potable reuse in the City’s service area by 2035. Potable reuse may take place indirectly via surface water augmentation where advanced treated water would be blended with reservoir water, treated again, and then distributed as drinking water. The City is also exploring direct potable reuse, whereby advanced treated water would be treated at a water treatment plant and distributed into the potable water system. The City is working with Water Authority, the San Diego Regional Water Quality Control Board, the State Water Board, and DDW in pursuing and developing its potable reuse program. This is described in more detail in Section 6.2.8.

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Figure 6-3 City Recycled Water System

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Potential, Current, and Projected Recycled Water Uses
Table 6-4 summarizes current 2025 recycled water use and future recycled water uses through 2050. Table 6-5 presents the 2020 recycled water projection compared with actual 2025 use. The planned use of recycled water for agricultural irrigation was not implemented because of delays in construction of the blended recycled water conveyance pipelines from the MFRO Facility to the agricultural users. The City does not have industrial customers using recycled water within its service area. However, it does sell recycled water to the Sempra Energy Power Plant through Rincon. Recycled water use for landscape irrigation was lower than the projected 2020 demand.

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Table 6-4 Recycled Water Direct Beneficial Uses within Service Area, AFY DWR Submittal Table 6-4 Retail: Recycled Water Direct Beneficial Uses Within Service Area Water Code Section 10633 (c)(e)
Use Type
Water Type
(after
treatment if
treated)
Additional
Information 2025 2030 2035 2040 2045 2050 (opt)
Potential Recycled
Water Use
Volume
Landscape irrigation (exc golf
courses)
Non-Potable Commercial and
residential landscape
irrigation
290 314 338 362 386 410 290-410
1 Golf course irrigation Non-Potable Golf course irrigation only
313 313 469 469 469 469 313-469
2 Industrial use Non-Potable EDI Waste/ Recycling 19 19 19 19 19 19 19 Other (Description Required) Non-Potable Agricultural Irrigation for avocados and
other crops
1 900 900 900 900 900 0-9003
Total 623 1,546 1,726 1,750 1,774 1,798 1,798
1 The projected landscape irrigation demand was estimated by assuming that three new recycled water users will be added every year. Based on 2025 data, the average use per user is about 8 AFY. 2 The golf course irrigation demand was estimated by assuming one new user would be added within the timeline of this report. Based on 2025 data, the average use per site 156 AFY. 3 The City completed construction of the MFRO facility in 2023, which produces advanced treated water to blend with recycled water from the HARRF for agricultural use. Additional phases of the project will be constructed for pipeline connections to agricultural sites.

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Table 6-5 2020 Recycled Water Use Projection Compared to 2025 Actual DWR Submittal Table 6-5 Retail: 2020 UWMP Recycled Water Use Projection Compared to 2025 Actual Water Code Section 10633 (e)
Use Type
Drop Down list 2020 Projection for 2025, AFY 2025 Actual Use, AFY Agricultural Irrigation 3,400 1
Landscape Irrigation (Excludes Golf Courses) 380 290
Golf Course Irrigation 155 313
Industrial Use 0 19
Total 3,935 623
Actions to Exchange and Optimize Future Recycled Water Use The City’s municipal code indicates that recycled water shall be used within its jurisdiction wherever its use is economically justified, financially and technically feasible, and consistent with legal requirements for the preservation of public health, safety and welfare, and the environment. This policy requires the City to prepare and adopt a Recycled Water Master Plan to define, encourage, and develop the use of recycled water.

The 2009 City Municipal Code 31-230.b.3 requires recycled water be used “after the department has provided to the customer an analysis showing that recycled water, if available, is a cost-effective alternative to potable water and the customer has had a reasonable amount of time, as determined by the director or the director’s designee, to make the conversion to recycled water.” Methods used by the City to encourage recycled water use are summarized in Table 6-6. Given the cost to implement recycled water activities, it is anticipated that financial incentives, including grant and loan funding, will have the largest impact on increasing recycled water use.

Table 6-6 Methods to Expand Future Recycled Water Use
DWR Submittal Table 6-6 Retail: Methods to Encourage Future Recycled Water Use Water Code Section 10633 (f)
Name of Action Description
Planned
Implementation Year1
Expected Increase in
Recycled Water Use
Financial
incentives
Cost sharing for design and permitting of
onsite recycled water retrofits for agricultural
customers (RWEADS)
2026 2,200
Retrofits Assist with onsite retrofits, including
installation of new recycled water meters
2026 550
Technical
Assistance
Provide ongoing technical assistance to
recycled water customers at no charge
2026 550
Recycled Water
Supply Reliability
Ensure recycled water supply reliability even
during shortages and planned outages
(excluding disaster conditions)
Ongoing --
Public Education Continue proactive public education campaign regarding safety and reliability of recycled
water
Ongoing --
Total 4,400
1 These programs are ongoing
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6.2.4 Purchased or Imported Water
The City receives raw imported water supplied by the SDCWA and pursuant to the San Luis Rey Indian Water Settlement. The SDCWA’s core water sources used to supply the City are purchased water from Metropolitan, the SDCWA-Imperial Irrigation District (IID) Water Conservation and Transfer Agreement, and the All-American Canal (AAC) and Coachella Canal (CC) Lining Projects.

Pursuant to the San Luis Rey Indian Water Settlement Agreement, which is further discussed in Chapter 6.2.4.3, the City and VID are entitled to receive equal amounts each calendar year of the Local Entities’ share of the 16,000 acre feet of water supplied by the United States based on the conserved water from the All-American Canal and Coachella Canal Lining Projects. This conserved water is delivered via the Water Authority aqueducts to which the City has two raw water connections (Escondido 3 and 4) (City of Escondido, 2012). The Water Authority and MWD are described below.

San Diego County Water Authority
The Water Authority was organized on June 9, 1944, under the Water Authority Act for the express purpose of importing Colorado River water into San Diego County. The Water Authority annexed to MWD in 1946. The City is one of 22 member agencies of the Water Authority. The member agency status entitles the City to directly purchase water from the Water Authority on a wholesale basis.

The City also looks to the Water Authority to ensure, to the best of its ability, that adequate amounts of water will be available to satisfy future water demands. Each member agency of the Water Authority is autonomous and its city council or board of directors sets local policies, water pricing structures, and appoints representatives (based on assessed valuation) to the Water Authority's Board of Directors. The City currently has one representative on the Water Authority Board.

Historically, the Water Authority has relied on imported water supplies purchased from MWD to meet the needs of Water Authority’s member agencies. The imported water from MWD is delivered into the Water Authority's First and Second San Diego Aqueducts from the MWD facilities located just north of the San Diego County/Riverside County line.

A
fter experiencing severe supply shortages from MWD during the 1987–1992 drought, the Water Authority began aggressively pursuing actions to diversify the region’s supply sources.

Comprehensive supply and facility planning over the last 20 years provided the direction for implementation of these actions. Currently, the Water Authority’s imported water supplies consist of water purchases from MWD, core water transfers from IID and canal lining projects that are wheeled through MWD’s conveyance facilities, and spot water transfers that are pursued on an as -
n
eeded basis to offset reductions in supplies from MWD. The largest single-y ear of imported water
sales recorded by the Water Authority was 661,000 AF in fiscal year 2007.

S
an Diego County Water Authority – Imperial Irrigation District Transfer Agreement A Water Resources Plan developed by the Water Authority in 1993 and updated in 1997 emphasized the development of local supplies and core water transfers. Consistent with this direction, the Water Authority entered into a Water Conservation and Transfer Agreement in 1998 with IID, an agricultural district in the neighboring Imperial County. The Water Authority – IID Water Conservation and Transfer Agreement (Transfer Agreement) allowed for Colorado River water to be conserved within the IID service area and then transferred to the Water Authority for use in the San Resolution No. 2026-67
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Diego region. Through the Transfer Agreement, the Water Authority is entitled to Priority 3(a) water, which is a higher priority water right than MWD’s Priority 4 apportionment.

Deliveries into San Diego County from IID started after the execution of the 2003 Quantification Settlement Agreement with an initial transfer of 10,000 AF. The Water Authority receives transfer water each year according to a water delivery schedule contained in the Transfer Agreement. Per the Water Authority, the Transfer Agreement totals 200,000 AF annually, but deliveries can be amended subject to optimizing resources to benefit the San Diego region and the Colorado River Basin each year for the duration of the Transfer Agreement.

T
he initial term of the Transfer Agreement is 45 years, with a provision that either agency may extend the agreement for an additional 30-y
ear term. An added benefit is that during dry years
when water availability is low, the conserved water will be transferred under IID’s Colorado River rights, which are among the most senior in the Lower Colorado River Basin. Without the protection of these rights, the Water Authority would suffer greater delivery cutbacks when supplies are limited from MWD.

Co
nserved Water from All-American and Coachella Canal Lining Projects As part of the 2003 Quantification Settlement Agreement on the Colorado River, the Water Authority contracted for 77,700 AFY of conserved water from projects to line the All-American Canal and the Coachella Canal. Deliveries of conserved water from the Coachella Canal reached the region in 2007, and deliveries of conserved water from the All-American Canal reached the region in 2010.

These supplies will provide an additional 8.5 million AF over the 110-year life of the agreement.

Resources from the canal lining projects are considered verifiable Water Authority supplies.

Metropolitan Water District of Southern California
T
he Water Authority’s imported water supply sources include purchases from MWD which are separate from, and in addition to, the Water Authority-I ID Transfer supplies and Coachella Canal and
All-American Canal Lining Projects supplies. Section 6 of the Water Authority’s 2025 Plan contains detailed information on MWD’s supplies.

Metropolitan Water District of Southern California
MWD was created in 1928 following the passage of the Metropolitan Water District Act by the California Legislature to provide supplemental water for cities and communities on the south coastal plain of California. MWD has 26 member agencies, including the Water Authority, and covers an area which includes portions of Ventura, Los Angeles, Orange, Riverside, San Bernardino, and San Diego counties. MWD obtains its imported water from the Colorado River and the State Water Project.

Colorado River water is delivered via the Colorado River Aqueduct which is owned and operated by MWD. The Colorado River Aqueduct is more than 240 miles long, beginning at Lake Havasu on the Arizona/California border and ending at Lake Mathews in Riverside County. The aqueduct has the capacity to deliver up to 1.25 million AFY. Before 1964, MWD had a firm annual allocation of 1.212 million AF of Colorado River water through contracts with the U.S. Bureau of Reclamation; however, due to the growth in demand from other states and drought conditions, this water supply is now limited.

The State Water Project is owned by the State of California and is managed and operated by DWR.

MWD has a long-term State Water Project water supply contract that entitles MWD to take about Resolution No. 2026-67
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46% of available water from the State Water Project. MWD’s Table A amount is 1,911,500 AFY.1 The State Water Project stretches for more than 705 miles from Lake Oroville in the north to Lake Perris in the south. The reliability of State Water Project supplies is limited by pumping restrictions due to state and federal environmental regulations, the effects of climate change, and hydrology. Based on the DWR’s 2025 State Water Project Delivery Capability Report (DCR), long-term average State Water Project deliveries decline from today’s 53–56% of Table A maximum deliveries to only 41– 46% in 2043 across all future climate scenarios (50%, 75%, and 95% likelihood-of-occurrence). The impacts are even more pronounced during multi-year droughts: for example, a historical 6-year dry period that once produced 21–28% of Table A supplies are projected to deliver only 12–15% under climate change in 2043. About half of this reduction in water supply for State Water Project contractors will impact MWD’s water supply. The report projected that the reliability of the annual State Water Project deliveries will be slightly less when compared to the preceding 2017 report, primarily as a result of the Coordinated Operation Agreement addendum.

The Water Authority relies on water purchases from MWD to meet its supplemental supply gap.

U
nder Section 135 of the Metropolitan Water District Act, each member agency has a preferential right to MWD water. Through recent court rulings, as of June 30, 2020, the Water Authority has a preferential right to purchase 25.83% of MWD’s water. In comparison, the Water Authority purchased about 6% of the water MWD sold in fiscal year 2024, well below the preferential rights (Water Authority, 2026).

Historically, during severe drought periods, State Water Project supplies were scarce, and nearly 100 percent of the water came from the Colorado River. Following the droughts, water supplies from the State Water Project resumed, supplementing the Colorado River water. To meet emerging challenges from dry hydrologic conditions and regulatory restrictions that limit supplies, MWD’s strategy includes utilizing its storage programs to maximize available supplies in wet years for use in dry years. Because of this, MWD’s Final Draft 2025 UWMP report states that MWD is capable of meeting expected demands for its member agencies under normal and dry year conditions through 2050 (MWD, 2026).

San Luis Rey Indian Water Authority
In 2018, the City and VID began receiving Supplemental Water deliveries pursuant to the San Luis Rey Indian Water Rights Settlement Act (Public Law 100 675), as amended. Originally enacted in 1988, the Settlement Act—together with subsequent implementing legislation—resolved longstanding disputes over federally reserved water rights asserted by the San Luis Rey Mission Indian Bands. The Settlement Parties include:
 Indian Bands — The La Jolla, Rincon, San Pasqual, Pauma, and Pala Bands of Mission Indians, each acting through a governing body recognized by the U.S. Secretary of the Interior.  Local Entities — The VID and the City.
 San Luis Rey Indian Water Authority (SLRIWA) — A permanent intertribal entity established by the Bands to implement the Settlement Act. Congress formally recognized the SLRIWA’s authority in Section 107 of the Settlement Act, which provides that the SLRIWA “shall be treated as an Indian entity under Federal law with which the United States has a trust relationship.”

1 Table A amount is the maximum annual water delivery a contractor may receive under its State Water Project contract with DWR. Each year, DWR issues a Table A allocation which is the percentage of the contractors Table A amount that DWR can deliver based on hydrology, reservoir storage, snowpack, and regulatory constraints.

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The Settlement Act requires the Secretary of the Interior, through the Bureau of Reclamation, to permanently furnish the Settlement Parties with 16,000 acre-feet per year of Colorado River water conserved through the All-American Canal and Coachella Canal lining projects.

As part of the California Quantification Settlement Agreement (QSA), several related agreements executed on October 10, 2003—including the Allocation Agreement, the Exchange Agreement, and the Water Conveyance Agreement—establish the terms under which the 16,000 acre-feet per year of Canal Lining Conserved Water is transported from the Colorado River to the Settlement Parties.

These agreements also defined the applicable transportation rates and delivery conditions.

The San Luis Rey Indian Water Rights Implementing Agreement—authorized by Pub. L. 113-121 (2014)—resolved all remaining claims among the Settlement Parties to the local San Luis Rey River water and established the operational framework for allocating and delivering the 16,000 acre-feet of “Supplemental Water.” Under this framework:
 The Bands have the initial right to use or exchange with the Local Entities all Supplemental Water.
 Any portion not used on-Reservation or exchanged for Local Water is delivered by SLRIWA to the Local Entities as Surplus Supplemental Water.
 The Local Entities must accept and pay for all Surplus Supplemental Water made available to them, up to the full 16,000 AFY.
 Except for limited exceptions, the Local Entities pay SLRIWA an amount equal to what they would have paid SDCWA for an equivalent volume of untreated Imported Water during the delivery month.

6.2.5 Groundwater
Groundwater plays a limited role within the City’s overall water supply portfolio. Minimal groundwater resources are present throughout the service area, and existing groundwater wells are privately owned and operated rather than under City jurisdiction. The City does not extract groundwater for municipal supply purposes and does not participate in groundwater storage, recharge, or replenishment programs. As a result, groundwater is not relied upon to meet existing or projected water demands, and the City’s water resources planning efforts focus on other available supply sources.

6.2.6 Desalinated Water Opportunities
The City is a member of the Water Authority, which purchases desalinated seawater from the Claude “Bud” Lewis Carlsbad Desalination Plant. The desalinated water is then mixed with Water Authority’s other water sources and distributed to its member agencies. Since the City buys raw water from Water Authority, it does not directly purchase desalinated water.

6.2.7 Water Exchanges and Transfers
The City borders multiple water agencies, including Rincon, VID, Vallecitos Water District, the City of San Diego, and Valley Center Municipal Water District. Of these neighboring agencies, the City shares water supply responsibilities to some degree with Rincon and VID. The City serves water to a select number of Rincon’s customers, and a small number of the City’s customers are served water by Rincon. These services are provided through long-standing exchange agreements. The City also co-owns and operates the Escondido-Vista WTP with VID. Further, the City has exchange Resolution No. 2026-67
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agreements with four neighboring water agencies: Rincon, Valley Center Municipal Water District, VID, and Vallecitos Water District, in the event of an emergency.

6.2.8 Future Water Projects
Development of new water projects and improvements to existing infrastructure are incorporated in the City’s Capital Improvement Program. Water system requirements for proposed development projects are consistent with the City’s 2011 Recycled Water Master Plan, 2012 Wastewater Master Plan, and 2012 Water Master Plan.

Summary of Existing and Planned Sources of Water
The City plans to increase local supplies by expanding recycled water deliveries to local farmers. This will assist in reducing dependence on supplies that are purchased from the Water Authority, which are largely imported. Current water supplies for the City are shown in Table 6-7. Future supply projections for normal water year conditions are presented in Table 6-8.

Table 6-7 Actual Water Supplies
DWR Submittal Table 6-8 Retail: Water Supplies — 2025 Actual Water Code Section 10631 (b)
Water Supply Additional Description
2025
Water Type
(after treatment
if treated)
Actual
Volume
Total
Entitlement
Purchased or Imported
W
ater
Water Authority Potable 9,352 As Needed
Purchased or Imported
Water
SLRIWA Potable 8,000 8,000
Surface water (not
desalinated)
Henshaw and Wohlford
Reservoirs
Potable 3,577 N/A
Subtotal Potable 20,928 8,000
Recycled Water City Recycled Water Users Non-Potable 623 N/A Subtotal Non-Potable 623 N/A
Total 21,551 8,000
1 Supply data for September through December 2025 were estimated based on 2020-2024 monthly averages. This table will be updated in the Final UWMP.

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Table 6-8 Projected Water Supplies
DWR Submittal Table 6-9 Retail: Water Supplies — Projected Water Code Section 10631 (b)
Water Supply
Additional Detail
on Water Supply Water Type
Projected Water Supply (Report to the Extent Practicable) 2030 2035 2040 2045 2050 (opt)
Reasonably
Available Volume Total Entitlement
Reasonably
Available Volume Total Entitlement
Reasonably
Available Volume Total Entitlement
Reasonably
Available Volume Total Entitlement
Reasonably
Available Volume Total Entitlement
Purchased or
I
mported Water
SDCWA1 Potable 3,868 None 3,489 None 3,650 None 3,505 None 3,362 None Purchased or
Imported Water
SLRIWA2 Potable 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 Surface water (not
desalinated)
Henshaw and
Wohlford
Reservoirs3
Potable 5,000 None 5,000 None 5,000 None 5,000 None 5,000 None Recycled Water MFRO for
agricultural users
5 Non-Potable 3,400 None 3,400 None 6,800 None 6,800 None 6,800 None Recycled Water HARRF Recycled
Water
6 Non-Potable 4,400 None 4,400 None 4,400 None 4,400 None 4,400 None Subtotal Potable 0 0 16,868 8,000 16,489 8,000 16,650 8,000 16,505 8,000 Subtotal Non-Potable 0 0 7,800 0 7,800 0 11,200 0 11,200 0 Total 0 0 24,668 8,000 24,289 8,000 27,850 8,000 27,705 8,000 1 Imported water will be used to fill the gaps and will be based on the availability of local supplies. There is no total right or safe yield. The City can purchase more water at an additional charge. 2 Through the San Luis Rey Indian Water Transfer, which is further discussed in Chapter 6.2.1.3, the City is entitled to receive up to 8,000 AF per calendar year of conserved water from projects like the AAC and CC Lining Projects. 3 The City is entitled to a portion of the water from Lake Henshaw and all of the water resulting from runoff in Lake Wohlford. Local supply availability is variable depending on the hydrologic patterns and can provide up to 30% in wet years. These supplies have a 25-year average of 5,000 AFY. 4 The City is completing pipeline infrastructure for the MFRO facility, which produces advanced treated water to blend with recycled water from the HARRF. The MFRO facility could be expanded to 6,800 AFY by 2035. 5 The projected HARRF production capacity for all non-potable uses, including the recycled water sold to other agencies. This is more than the current or projected recycled water demand for the HARRF.

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6.2.9 Climate Change
The Water Authority 2025 UWMP completed an analysis of the long-term effect climate change may have on the projected water supplies in their service area, thus including the City’s service area.

Climate change is driven by increasing concentrations of carbon dioxide and other greenhouse gases (GHG) that cause an increase in temperature and stress natural systems, such as oceans and the hydrologic cycle. California faces the prospect of significant water management challenges related to climate change and is already experiencing a wide array of effects. Impacts that are currently occurring and that are projected to continue include increased temperatures, sea level rise, water quality degradation, a reduced winter snowpack, and altered precipitation patterns, including longer seasonal dry periods and more frequent and intense storm events.

One of the biggest factors affecting the City’s supplies is the loss of natural snowpack storage due to rising temperatures resulting in snowmelt occurring sooner. This snowpack in the Sierra Nevada is the primary source of water for the State Water Project. DWR projects a 48-65% reduction in this State Water Project supply by the end of this century. In addition, these warmer temperatures can increase evapotranspiration, thus causing the depletion of surface water resources and the increase in irrigation demand.

While actions must be taken to reduce GHG emissions to mitigate impacts on global climate, adaptation to already-occurring impacts is also crucial to continue to effectively manage the State’s water resources. Water resource managers and customers can play key roles in improving water and energy efficiency, reducing GHG emissions, and improving stewardship of the State’s natural resources.

The City’s commitment to expanding use of recycled water helps mitigate the impact of this uncertainty of long-term climate change effects. In addition, the Water Authority has outlined strategies to manage supply uncertainty associated with climate change and are as follows:
 Implement cost-effective opportunities that mitigate greenhouse-gas emissions in compliance with emission targets contained in the Climate Action Plan.  Pursue partnerships on leading-edge climate science projects and evaluate opportunities to incorporate climate research into planning processes.

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7 Water Service Reliability and Drought
Risk Assessment
This chapter describes the reliability of the City’s water supplies, which reflects the City’s ability to meet the water needs of its customers under varying hydrological conditions. The analysis demonstrates that the City can reliably meet demands based on water supply availability from local surface water and imported water delivered by the Water Authority.

Chapter Overview
 Water Service Reliability Assessment
 Drought Risk Assessment
The supply reliability assessment examines factors such as climate, environmental, water quality, and/or legal constraints that could potentially limit the expected quantity of water supply available to the City. Multiple drought scenarios are considered, and the quantitative impacts of the factors above on water supply and demand and the possible methods for addressing these issues are discussed.

The City continually looks for opportunities to expand local resources in order to diversify supply and improve reliability. The City has also prepared a comprehensive WSCP to direct response actions in the event of a water shortage, presented in Appendix A.

7.1 Water Service Reliability Assessment
The City’s 2025 UWMP water service reliability assessment compares the total projected water supply and demands over the next 25 years in five-year increments under normal, single-dry, and multiple dry years.

Over the last few decades, the City has diversified its water supply portfolio, increasing production and use of local supplies and reducing dependance on the Water Authority. Since the City sources a larger portion of its potable water supply from the Water Authority, however, the potable water supply reliability assessment in this chapter is based upon the Water Authority’s assessment from its 2025 UWMP (Water Authority, 2026). The Water Authority has executed contracts for several sources of water including the Carlsbad Desalination Plant (50,000 AFY), water conserved from Imperial Irrigation District (IID) (200,000 AFY), and the lining of the All-American and Coachella Canals (78,700 AFY). In addition, the Water Authority is a member agency of MWD whose major sources include the SWP and the Colorado River.

For this analysis, the City used the same water years as the Water Authority. Based on how the City’s water supplies are operated, if the City’s future demands are slightly more or less than currently projected, it is anticipated that the supply portfolio maintained by the Water Authority and MWD will be flexible enough to continue to meet the City’s water demands. In this analysis, the City shows future supplies meeting future demands.

The City supplements the remainder of its potable water supply with local surface water, which is highly susceptible to dry periods. For this analysis, the local surface water supply was decreased in single dry and multiple dry years to reflect average local conditions during recent dry years (2021 Resolution No. 2026-67
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and 2022). Despite decreases in this supply, the City expects to meet customer demand by relying on imported water supplies from the Water Authority.

7.1.1 Constraints on Water Sources
As described in Chapter 6, the City relies on local surface water and raw imported water to meet potable customer demands. Local surface water is supplied from the San Luis Rey River and Carlsbad watersheds, and imported water is obtained from the Water Authority and SLRIWA. The City also provides recycled water to City and Rincon customers for irrigation and industrial use. The City completed construction of its MFRO Facility in November 2023and is working on funding mechanisms to build connections and other infrastructure to supply this water to non-potable users located on the east side of the City. The City expects to continue using these water supplies under normal, single dry, and multiple dry years.

These water sources may be impacted by climate, environmental, water quality, and/or legal constraints that could limit the expected quantity of water available to the City. The City is also susceptible to supply interruption driven by catastrophic events. The constraints for the imported water are summarized below and are discussed in detail in the Water Authority’s and MWD’s 2025 UWMPs.

Constraints on Local Surface Water
Seasonal and climatic factors are the primary constraints of the City’s local surface water supplies.

During a year with higher-than-average precipitation, local surface water can provide the City with approximately 30% of its total supplies. Local surface water is stored in Lake Dixon, Lake Henshaw, and Lake Wohlford reservoirs. These storage reservoirs provide increased reliability of local surface supplies, keeping available supplies relatively level under drought conditions. Under a multiple dry year scenario, surface water storage can decrease to 11%, limiting local supplies.

Threats to Infrastructure
Local supplies conveyed through the San Diego Aqueduct and the Escondido Canal travel short distances to reach turnouts where local agencies can access the water. However, California is a seismically active state and prone to wildfires, which could damage local water infrastructure anywhere along the San Diego Aqueduct and Escondido Canal in such a manner as to disrupt supply availability.

Water Quality
All local and imported/purchased water passes through the Escondido-Vista WTP. Water quality challenges, such as suspended solids / turbidity, natural organic matter, nutrients, and constituents of emerging concern can impact water supplies. Poor water quality can result in higher treatment costs to reliably treat water to meet drinking water standards. To date, the City has not identified any water quality risks that cannot be mitigated. Specific imported/purchased water supply concerns related to those sources are discussed further under 7.1.1.3. The City is committed to protecting water quality for customers through its system.

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Constraints on Recycled Water
The City’s recycled water supplies are reliable, and the amount of recycled water available is expected to remain consistent across normal, single dry, and multiple dry years. The main constraint on recycled water use is salinity that affects landscape and agricultural irrigation.

A large portion of recycled water used in the City’s service area is for agricultural irrigation. High salinity is of particular concern for water used for crop irrigation as salts can impact crop production and degrade soil (Grattan, 2002). The City has taken steps to ensure a more reliable, low-salinity water supply is available in the future by investing in the MFRO Facility to produce advanced treated water. This reduces the salinity of the water and allows for increased recycled water supply to non- potable and agricultural users.

Constraints on Imported Supply
The City relies on imported water to meet a larger portion of its potable demands. Historically, the primary constraints on the availability of imported supply have been due to extreme drought conditions across the state. Because the City has reliable local sources of water, the City is insulated from drought-related water shortages from the Water Authority. The City can rely on local sources to serve as a buffer for imported water shortages.

Concurrently, the Water Authority and MWD have made substantial investments to increase water supply reliability during periods of extended drought. As discussed in their respective UWMPs, these wholesale agencies (Water Authority and MWD) have determined that they will be able to meet their projected demands through 2050, which include potable water demands for the City under normal, single dry year, and multiple dry year conditions. Therefore, the City’s imported supply is considered reliable and drought resilient. Individual components of the imported supply, such as the Colorado River and SWP, may experience dry years or extended droughts; however, the diversified improvements put in place by the Water Authority and MWD will allow these agencies to meet demands of their respective member agencies for the next 25 years regardless of hydrologic conditions. The City continues to work closely with the Water Authority for future water supply planning.

Water Availability
The SWP originates in the Feather River watershed in Northern California and is conveyed south through the Sacramento-San Joaquin Delta. There are increasing concerns about the reliability of imported water, particularly from the Delta, driven by climate change, competing demands, and environmental constraints. Imported water from the SWP may be subject to restrictions during droughts or certain times of the year to maintain minimum flows for environmental needs or legal agreements. To address these challenges to SWP supply, DWR has proposed the Delta Conveyance Project to modernize this conveyance system and improve delivery reliability (DWR, 2026). The Delta Conveyance Project is anticipated to protect against future water supply water losses caused by sea level rise, earthquakes, and climate change, and increase supply by capturing water from big storm events.

Colorado River supplies are subject to the 2003 Quantification Settlement Agreement among the Lower Basin water users. Drought conditions and climate change impacts are affecting Colorado River water supplies, with Lower Basin reservoirs (Lake Mead and Lake Powell) currently at historically low levels. During the recent drought, water allocations from the SWP were significantly reduced, leading to a greater proportion of Colorado River supplies in the Water Authority’s and Resolution No. 2026-67
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Escondido City CouncilMay 13, 2026

Escondido City Council
May 13, 2026