Agenda packet — Half Moon Bay City Council, August 16, 2022 (part 1 of 2)

CITY COUNCIL AGENDA

REGULAR MEETING

CITY OF HALF MOON BAY
TUESDAY, AUGUST 16, 2022
REMOTE PARTICIPATION (SEE NEXT PAGE) Debbie Ruddock, Mayor Deborah Penrose, Vice Mayor
Robert Brownstone, Councilmember
Joaquin Jimenez, Councilmember
Harvey Rarback, Councilmember
7:00 PM
This agenda contains a brief description of each item to be considered. Those wishing to address the City Council on any matter not listed on the Agenda, but within the jurisdiction of the City Council to resolve, may come forward to the podium during the Public Forum portion of the Agenda and will have a maximum of three minutes to discuss their item.

Those wishing to speak on a Public Hearing matter will be called forward at the appropriate time during the Public Hearing consideration.

Please Note: Anyone wishing to present materials to the City Council, please submit seven copies to the City Clerk.

Copies of written documentation relating to each item of business on the Agenda are on file in the Office of the City Clerk at City Hall and the Half Moon Bay Library where they are available for public inspection. If requested, the agenda shall be available in appropriate alternative formats to persons with a disability, as required by Section 202 of the Americans with Disabilities Act of 1990 (42 U.S.C. Sec. 12132.) Information may be obtained by calling 650-726- 8271.

In compliance with the Americans with Disabilities Act, special assistance for participation in this meeting can be obtained by contacting the City Clerk’s Office at 650-726-8271. A 48-hour notification will enable the City to make reasonable accommodations to ensure accessibility to this meeting (28 CFR 35.102-35.104 ADA Title II). http://hmbcity.com/
1 SPECIAL REMOTE PARTICIPATION PROTOCOLS
This meeting will be held entirely by teleconference. All Councilmembers and staff will only participate via the Zoom platform using the process described below. The meeting is being conducted pursuant to recent amendments to the teleconference rules required by the Ralph M. Brown Act allowing teleconferencing during a proclaimed state of emergency when local officials have recommended social distancing (AB 361). The purpose of AB 361 is to provide the safest environment for the public, elected officials, and staff while allowing for continued operation of the government and public participation during the COVID‐19 pandemic.

This meeting will be conducted via Zoom Webinar and live Spanish interpretation will be available within the Zoom platform. Members of the public are welcome to login into the webinar as Attendees. During any public comment portions, attendees may use the “raise your hand” feature and will be called upon and unmuted when it is their turn to speak. The meeting will also be streamed on Channel 27, on pacificcoast.tv, and on Facebook at www.facebook.com/cityofhalfmoonbay. Please click to join the webinar: https://us06web.zoom.us/j/95535614263 or join by phone at 669-900-9128, using Webinar ID 955-3561-4263. If joining by phone, use *9 to raise your hand, *6 to mute and unmute.

CALL TO ORDER / ROLL CALL

PUBLIC FORUM

PROCLAMATIONS AND PRESENTATIONS

SAN MATEO COUNTY - FARMWORKER ADVISORY COMMISSION APPLICATIONS

CALIFORNIA DEPARTMENT OF INSURANCE - SAFER FROM WILDFIRES

PRESENTATION MIDCOAST COMMUNITY COUNCIL UPDATE

MAYOR'S ANNOUNCEMENTS OF COMMUNITY ACTIVITIES AND COMMUNITY SERVICE

REPORT OUT FROM RECENT CLOSED SESSION MEETINGS

CITY MANAGER UPDATES TO COUNCIL

1. CONSENT CALENDAR

1.A WAIVE READING OF RESOLUTIONS AND ORDINANCES

1.B WARRANTS FOR THE MONTH OF JULY 2022
Staff Recommendation: Accept the warrants list for the month of July 2022.

STAFF REPORT
ATTACHMENT 1

1.C RE-RATIFICATION OF RESOLUTION TO CONTINUE HOLDING PUBLIC MEETINGS REMOTELY (AB 361)
Staff Recommendation: By motion, in accordance with Assembly Bill 361, re-ratify the findings in Resolution No. 2021-80 to continue conducting the City’s Council, 2 Commission, and Committee meetings remotely due to health and safety concerns to the public due to COVID-19.

STAFF REPORT

1.D RECEIPT OF LEGISLATIVE POSITION LETTER
Staff Recommendation: Receive and file letter of opposition unless amended for Assembly Bill 2449.

STAFF REPORT
ATTACHMENT 1

1.E ADOPTION OF UPDATED RECORDS RETENTION SCHEDULE
Staff Recommendation: Adopt a resolution adopting the updated Records Retention Schedule for the City of Half Moon Bay.

STAFF REPORT

RESOLUTION

1.F QUARTERLY FINANCIAL REPORT FOR THE FOURTH QUARTER OF FISCAL YEAR 2021-22 Staff Recommendation: Accept the Quarterly Financial Report for the 4th Quarter of Fiscal Year 2021-22.

STAFF REPORT
ATTACHMENT 1

1.G TREASURER’S REPORT FOR THE QUARTER ENDING JUNE 30, 2022 Staff Recommendation: By motion, accept the Treasurer’s Report for the quarter ending June 30, 2022.

STAFF REPORT
ATTACHMENT 1

1.H CLASSIFICATION AND SALARY SCHEDULE FOR PAYROLL TECHNICIAN Staff Recommendation: Adopt a resolution to establish the classification and salary schedule for Payroll Technician.
3 STAFF REPORT

RESOLUTION

1.I LETTER OF SUPPORT REGARDING WATER REUSE AND RECYCLING ON COASTSIDE Staff Recommendation: By motion, authorize the Mayor to sign a letter supporting and committing City cooperation and collaboration on water reuse and recycling efforts with the Coastside County Water District (CCWD).

STAFF REPORT
ATTACHMENT 1
ATTACHMENT 2

1.J PURCHASE OF AN NEW ALL ELECTRIC FORD F-150
Staff Recommendation: Adopt a resolution authorizing the City Manager to execute a purchase agreement in the amount of $53,927.72 with Towne Ford for purchase of a 2023 Ford F-150 Lightning all electric light duty truck.

STAFF REPORT

RESOLUTION
ATTACHMENT 2

2. ORDINANCES AND PUBLIC HEARINGS

3. RESOLUTIONS AND STAFF REPORTS

3.A. PUMPKIN FESTIVAL 50TH ANNIVERSARY COMMEMORATIVE MURAL Staff Recommendation: Adopt a resolution authorizing and directing the City Manager to negotiate and execute agreements with:

1. Julie Engelmann for the installation of the Pumpkin Festival 50th Anniversary Commemorative Mural, in an amount not to exceed $30,000, and

2. The owner of 448 Main Street, Half Moon Bay for the installation of the Mural on the South facing wall.

STAFF REPORT

RESOLUTION
4 ATTACHMENT 2

3.B TRANSPORTATION, CIRCULATION, AND MOBILITY (TCM) PRIORITY UPDATE Staff Recommendation: Receive presentation on the Transportation, Circulation, and Mobility (TCM) work plan, receive public input, and provide additional direction or affirmation of the work program for Fiscal Years 2022-2024.

STAFF REPORT
ATTACHMENT 1
ATTACHMENT 2

3.C MIRAMONTES POINT SEA LEVEL RISE VULNERABILITY AND FISCAL IMPACT ASSESSMENT

STUDY SESSION
Staff Recommendation: Conduct a study session on the Miramontes Point Sea Level Vulnerability and Fiscal Impact Assessment.

STAFF REPORT
ATTACHMENT 1

3.D CONSIDERATION OF WHETHER TO APPOINT SOLE DISTRICT CANDIDATES ROBERT BROWNSTONE (DISTRICT 1) AND DEBORAH PENROSE (DISTRICT 5) OR PROCEED WITH AN

ELECTION FOR THOSE DISTRICTS
Staff Recommendation: Receive report on Notice of Insufficient Nominees and consider whether to call a Special City Council Meeting to adopt a resolution appointing Robert Brownstone to City Council District 1 for a full-term of four years and Deborah Penrose to City Council District 5 for a full-term of four years in lieu of an election, or whether to proceed with an election for those two districts.

STAFF REPORT
ATTACHMENT 1

3.E APPOINTMENT OF MATTHEW CHIDESTER AS CITY MANAGER AND APPROVAL OF

EMPLOYMENT AGREEMENT
Staff Recommendation: Adopt a resolution appointing Matthew Chidester as City Manager and approving the employment agreement.

STAFF REPORT
5 RESOLUTION
ATTACHMENT 2

COMMISSION / COMMITTEE UPDATES

CITY COUNCIL REPORTS / FUTURE ITEMS

ADJOURNMENT
6 BUSINESS OF THE COUNCIL OF THE CITY OF HALF MOON BAY

AGENDA REPORT
For meeting of:           August 16, 2021
TO:   Honorable Mayor and City Council
VIA:   Bob Nisbet, City Manager
From:    Lisa Lopez, Administrative Services Director

TITLE: WARRANTS FOR THE MONTH OF JULY 2022
______________________________________________________________________________ RECOMMENDATION:

Accept the warrants list for the month of July 2022.

STRATEGIC ELEMENT:

This recommendation supports the Fiscal Sustainability and Inclusive Governance Element.

DISCUSSION:

During this month, we processed 5 check runs. The first was on July 4, totaling $24,88043. The second was on July 7, totaling $119,865.54. The third was on July 14, totaling $632,605.84. The fourth was on July 21, totaling $577,225.12. The fifth was on June 27, totaling $10,598.40. The total for the month was $1,365,175.33.

The City processed payments related to 11 capital improvement projects, in a total amount of $106,748.34. These projects include: Street Resurfacing, HWY 1 Safety/Traffic Reduction Improvements, HWY1 Safety/Congestion, Facility Management Asset, Parks Master Plan Implementation, Carter Park Improvement, Bikeway Connectivity Project‐ North, Climate Action and Adaption, Smith Field Site Assessment, 555 Kelly Affordable Housing, Corp Yard Improvements.

Staff is also including a list of all payments above $30,000 processed during this reporting period, as listed in the table below.

ATTACHMENTS:

Check Disbursement List by Check Date
7 City of Half Moon Bay Check Register - Summary HMB Page: 1 Check Issue Dates: 7/1/2022 - 7/31/2022 Aug 04, 2022 05:50PM Report Criteria:

Report type: SummaryCheck.Type = "Calculated","manual"
Check Number Vendor Number Payee Check Issue Date Amount Description 51233 18 ANDREINI BROTHERS INC. 07/07/2022 1,448.86 MAINT SERVICE51234 2407 ARAMARK 07/07/2022 260.69 MAINT SERVICE51235 444 ASSOCIATION OF BAY AREA GOVERNMENTS 07/07/2022 420.00 LEVELIZED CHARGE NAT GAS51236 871 AUTOMATIC DOOR SYSTEMS INC. 07/07/2022 390.00 MAINT SERVICE51237 4292 BAY AREA NEWS GROUP 07/07/2022 780.44 ADVERTISING SERVICE51238 481 BIG CREEK LUMBER 07/07/2022 155.64 DISCOUNT MAINT SUPPLIES51239 5168 BLEYLE ELEVATOR, INC 07/07/2022 190.00 MAINT SERVICE51240 5223 CAPITAL ONE TRADE CREDIT 07/07/2022 37.14 REC MAINT SUPPLIES51241 5223 CAPITAL ONE TRADE CREDIT 07/07/2022 2,737.77 MAINT SUPPLIES51242 2859 CLAUDIA MARSHALL 07/07/2022 630.00 INSTRUCTOR PAYMENT, DRAWING51243 5264 COOKING ROUND THE WORLD 07/07/2022 2,352.00 INSTRUCTOR PAYMENT, COOKING FOOD ALA CART-OON51244 3446 FLYERS ENERGY, LLC 07/07/2022 2,194.38 VEHICLE FUEL51245 2668 GAYTON ARRIGOTTI 07/07/2022 133.00 INSTRUCTOR PAYMENT-JEWELRY WORKSHOP51246 70 GRAINGER 07/07/2022 35.85 MAINT SUPPLIES51247 4340 GREGORY SCOTT BAURMANN 07/07/2022 382.20 INSTRUCTOR PAYMENT-BEGINNING UKULELE51248 76 HALF MOON BAY BUILDING & GARDEN 07/07/2022 29.50 MAINT SUPPLIES51249 5388 HALF MOON BAY DOWNTOWN ASSOCIATION INC. 07/07/2022 662.00 SPECIAL EVENT REFUND 05/23/202051250 2444 HOME DEPOT CREDIT SERVICES 07/07/2022 1,015.51 MAINT SUPPLIES51251 4267 IMPEC GROUP INC. 07/07/2022 16,145.74 JUN'22, FY21/22 JANITORIAL & MAINTENANCE SERVICES 51252 4253 JUAN ACEVEDO 07/07/2022 920.00 RESERVATION REFUND 07/23/22 DEPOT ROOM51253 3746 MALCOLM C SMITH 07/07/2022 880.00 JUN'22, COMMUNICATION CONSULTANT51254 2573 MARIAN POTT 07/07/2022 2,313.50 INSTRUCTOR PAYMENT-CANINE GOOD CITIZEN51255 1206 MARK THOMAS & CO. INC. 07/07/2022 242.40 MAY'22, HWY1 SOUTH SAFETY AND OPERATIONAL IMPROVEM51256 4489 MTA PARTS INC. 07/07/2022 120.25 VEHICLE PARTS51257 4472 ON POINT LANGUAGE SOLUTIONS LLC 07/07/2022 650.00 TRANSLATION SERVICES51258 3479 PARKEON INC 07/07/2022 52.50 MAINT SERVICE51259 3951 PUBLIC PARKING ASSOCIATES INC 07/07/2022 1,262.69 MAINT SERVICE51260 5020 QUADIENT LEASING USA, INC. 07/07/2022 493.65 LEASE PAYMENT51261 5219 RED CAR ANALYTICS 07/07/2022 832.50 JUN'22, HMB LIBRARY ZERO NET ENERGY SUPPORT SERVICE51262 2797 SAN MATEO DAILY JOURNAL 07/07/2022 1,123.63 ADVERTISING SERVICE51263 4487 THE HOME DEPOT PRO 07/07/2022 1,791.79 MAINT SUPPLIES51264 1232 U.S. BANK GLOBAL CORPORATE TRUST SERVICE 07/07/2022 78,335.33 PRINCIPAL-FACITLIY LEASE #ISRF-21-139-A 51265 407 UNITED RENTALS NORTHWEST INC. 07/07/2022 671.58 MAINT SERVICE51266 5169 WIDMER TIME RECORDER CO., INC. 07/07/2022 175.00 ELECTRIC SEAL EMBOSSER51267 2022 ACC BUSINESS 07/14/2022 1,533.84 INTERNET SERVICE51268 2407 ARAMARK 07/14/2022 260.69 MAINT SERVICE M = Manual Check, V = Void Check
8 City of Half Moon Bay Check Register - Summary HMB Page: 2 Check Issue Dates: 7/1/2022 - 7/31/2022 Aug 04, 2022 05:50PM Check Number Vendor Number Payee Check Issue Date Amount Description 51269 4300 AT&T 07/14/2022 1,939.84 PHONE SERVICE51270 5438 BRITTANY AVILA 07/14/2022 500.00 DEPOSIT REFUND 06/25/22 DEPOT ROOM51271 677 C/CAG 07/14/2022 42,820.00 FY22/23 GAS TAX ASSESSMENT ELIGIBLE FUNDING51272 1826 CA DEPT OF JUSTICE 07/14/2022 32.00 FINGERPRINT APPS51273 4193 CASELLE INC. 07/14/2022 5,844.00 ERP CONTRACT SUPPORT & MAINTENANCE51274 3976 CIRCLEPOINT 07/14/2022 9,973.00 JUN'22, COMPLETE HYATT HOTEL ENVIRONMENTAL IMPACT R51275 464 CITY CLERKS ASSOC. OF CALIFORNIA 07/14/2022 200.00 JOB POSTING51276 3908 CIVICPLUS 07/14/2022 9,682.54 WEBSITE DESIGN51277 51 COASTSIDE COUNTY WATER DISTRICT 07/14/2022 8,193.31 LIFT STATION FAIRWAY51278 5318 COLUMN SOFTWARE, PBC 07/14/2022 264.00 SEWER ASSESSMENTS51279 3643 CORODATA RECORDS MANAGEMENT INC 07/14/2022 292.57 RECORDS MANAGEMENT51280 5007 ECO PROMOTIONAL PRODUCTS, INC 07/14/2022 16,653.08 PW SUPPLIES51281 4633 GRANICUS 07/14/2022 1,419.37 GRANICUS SERVICE51282 76 HALF MOON BAY BUILDING & GARDEN 07/14/2022 62.34 MAINT SUPPLIES51283 82 HALF MOON BAY REVIEW 07/14/2022 903.00 CITY SOFTBALL LEAGUE51284 552 HMB BEAUTIFICATION COMMITTEE 07/14/2022 25,000.00 HMB ART & PUMPKIN FESTIVAL51285 3429 HUE & CRY 07/14/2022 221.77 SECURITY SERVICE51286 5437 HUGO HUERTA 07/14/2022 400.00 DEPOSIT REFUND 08/13/22 OAK ROOM AND KITCHEN51287 291 LAURIE BECKER 07/14/2022 527.10 INSTRUCTOR PAYMENT ZUMBA POS51288 5218 LEADERSHIP COUNCIL SAN MATEO COUNTY 07/14/2022 5,000.00 CITY SPONSORSHIP51289 4293 LOCKWORKS UNLIMINTED INC 07/14/2022 570.00 MAINT SERVICE51290 4642 MARIK ENTERPRISES, LLC 07/14/2022 240.00 PRE-EMPLOYMENT REPORT51291 1206 MARK THOMAS & CO. INC. 07/14/2022 3,239.72 MAY'22, DEVELOP SEWER MAINTENANCE STRATEGIES TRAINI51292 4528 MORGAN BRICCA 07/14/2022 500.00 PUMPKIN FESTIVAL MURAL RFP51293 3359 PACIFICA COMMUNITY TELEVISION 07/14/2022 15,200.00 FY21/22 Q4 RECORDING SERVICE51294 4339 PLAN JPA 07/14/2022 343,329.00 FY22/23 GENERAL LIABILITY MEMBER CONTRIBUTIONS51295 29 READYREFRESH 07/14/2022 12.95 WATER FOR CORP YARD51296 3930 RINCON CONSULTANTS INC. 07/14/2022 10,216.25 MAY'22, 6TH CYCLE HOUSING ELEMENT51297 5403 ROBERT HALF 07/14/2022 3,564.27 TEMP EMPLOYEE LABATE/WEEK ENDING 07/01/2251298 5439 SAN MATEO COUNTY CITY MANAGERS ASSOC 07/14/2022 400.00 FY22/23 SMCCMA MEMBERSHIP DUES51299 217 SAN MATEO COUNTY INFORMATION SVCS. 07/14/2022 82.25 MICROWAVE SERVICE51300 3101 SHRED-IT USA LLC 07/14/2022 188.83 RECORDS MANAGEMENT51301 3085 SHUTE MIHALY & WEINBERGER LLP 07/14/2022 47,291.02 GENERAL MATTERS51302 1760 STEPFORD 07/14/2022 50,072.75 CITY WIFI UPGRADE51303 5301 SUBURBAN PROPANE LP 07/14/2022 706.57 PROPANE51304 4487 THE HOME DEPOT PRO 07/14/2022 1,060.73 MAINT SUPPLIES51305 5436 TOM EBNER 07/14/2022 500.00 DEPOSIT REFUND 07/08/22 GRAND OAK51306 1497 TURBO DATA SYSTEMS 07/14/2022 554.05 CITATION PROCESSING51307 3701 V. W. HOUSEN & ASSOCIATES INC. 07/14/2022 18,115.00 JUN'22, FY21/22 WASTEWATER COLLECTION SYSTEM ENGINE51308 5190 Wood Consulting Services 07/14/2022 5,040.00 JUN'22, ECONOMIC DEVELOPMENT CONSULTATION M = Manual Check, V = Void Check
9 City of Half Moon Bay Check Register - Summary HMB Page: 3 Check Issue Dates: 7/1/2022 - 7/31/2022 Aug 04, 2022 05:50PM Check Number Vendor Number Payee Check Issue Date Amount Description 51310 4211 ABUNDANT GRACE COASTSIDE WORKER 07/21/2022 10,185.79 JUN'22, FY21/22 COASTAL CLEAN TEAM51311 5440 ALONDRA ALCANTAR 07/21/2022 450.00 10% FEE/LESS THAN 30 DAYS51312 3954 ALTA PLANNING & DESIGN 07/21/2022 4,431.50 JUN'22, PACIFIC COAST BIKEWAY CONNECTIVITY NORTH PROJ51313 2407 ARAMARK 07/21/2022 260.69 MAINT SERVICE51314 4115 BIG BELLY SOLAR INC 07/21/2022 1,271.01 JUL'22, SMART TRASH RECEPTACLES51315 3626 BKF ENGINEERS 07/21/2022 5,904.50 MAY'22-JUN'22, CORP YARD IMPROVEMENT PROJECT51316 5223 CAPITAL ONE TRADE CREDIT 07/21/2022 34.99 REC MAINT SUPPLIES51317 5402 CDW GOVERNMENT 07/21/2022 8,062.01 IT SUPPLIES51318 977 CITY OF FOSTER CITY 07/21/2022 3,786.00 FY22/23 CALOPPS ANNUAL FEE51319 5318 COLUMN SOFTWARE, PBC 07/21/2022 2,607.00 PDP-20-01151320 5264 COOKING ROUND THE WORLD 07/21/2022 1,848.00 INSTRUCTOR PAYMENT, ISLAND COOKING 07/11/22-07/15/2251321 2941 CSG CONSULTANTS INC. 07/21/2022 2,925.00 JUN'22, NPDES STORMWATER SERVICES51322 5348 ECO OFFICE, INC. 07/21/2022 16,654.26 SHERIFF'S SUBSTATION RENOVATIONS51323 5444 ESTATE OF JOYA CUNHA 07/21/2022 2,000.00 JUL'22 TEMPORARY CONSTRUCTION EASEMENT RENTAL51324 3127 FREYER & LAURETA INC. 07/21/2022 8,811.25 JUN'22, KELLY AVENUE CROSSWALK PROJECT51325 5349 GATES AND ASSOCIATES 07/21/2022 4,554.25 JUN'22, SMITH FIELD FACILITIES MASTER PLAN 51326 5443 GINA FRANGIONE 07/21/2022 300.00 DEPOSIT REFUND 07/09/22- PARTY UNDER SONJA BRADLEY51327 70 GRAINGER 07/21/2022 302.79 MAINT SUPPLIES51328 2564 HALF MOON BAY GRADING & PAVING INC. 07/21/2022 1,069.58 MAINT SUPPLIES51329 1853 HDL SOFTWARE LLC 07/21/2022 4,374.65 APR'22, FY21/22 HDL TOT & BUSINESS LICENSE MANAGEMENT51330 5218 LEADERSHIP COUNCIL SAN MATEO COUNTY 07/21/2022 2,500.00 EMERGING LEADERS PROGRAM51331 4110 LISA POPE 07/21/2022 1,693.75 TRANSCRIPTION SERVICE51332 4293 LOCKWORKS UNLIMINTED INC 07/21/2022 7,744.06 MAINT SERVICE51333 3934 MITEL 07/21/2022 2,883.03 SHERIFF SUBSTATION PHONE SERVICE51334 2014 MOORE IACOFANO GOLTSMAN INC. 07/21/2022 122.50 JUN'22, SUSTAINABILITY-CAAP51335 3641 NEIGHBORHOOD RADIO 07/21/2022 165.00 ADVERTISING SERVICE51336 3956 PENINSULA MUNICIPAL ENGINEERING INC. 07/21/2022 16,490.00 MAY'22, HWY 1 SOUTH SAFETY AND OPEATIONAL IMPROVEME51337 137 PG&E 07/21/2022 11,185.10 NW HWY1 & MAIN STREET51338 5403 ROBERT HALF 07/21/2022 1,212.51 TEMP EMPLOYEE LABATE/WEEK ENDING 07/15/2251339 751 SAN MATEO COUNTY ENVIRONMENTAL HEALTH 07/21/2022 548.00 HEALTH INSPECTION51340 216 SAN MATEO COUNTY SHERIFF'S OFFICE 07/21/2022 11,707.90 FY21/22 COPS GRANT ENFORCEMENT51341 2797 SAN MATEO DAILY JOURNAL 07/21/2022 540.00 ADVERTISING SERVICE51342 159 SEWER AUTHORITY MID-COASTSIDE 07/21/2022 427,799.57 JUL'22, FY22/23 SEWER COLLECTIONS51343 3519 SWCA INCORPORATED 07/21/2022 9,484.49 JUN'22, CARTER PARK IMPROVEMENTS PROJECT51344 3004 VERIZON WIRELESS 07/21/2022 305.52 MOBILE SERVICES51345 4459 VICTOR GAITAN 07/21/2022 2,139.00 SAFEWAY/NAT NIGHT OUT51346 4429 WESTERN EXTERMINATOR COMPANY 07/21/2022 871.42 JUN'22, FY21/22 PEST MANAGEMENT PROGRAM51347 3979 CARAHSOFT TECHNOLOGY CORPORATION 07/27/2022 10,598.40 FY22/23 DOCUSIGN LICENSES51348 3923 WELLS FARGO 07/04/2022 24,880.43 06/07/22 AMZN/SUPPLIES M M = Manual Check, V = Void Check
10 City of Half Moon Bay Check Register - Summary HMB Page: 4 Check Issue Dates: 7/1/2022 - 7/31/2022 Aug 04, 2022 05:50PM Check Number Vendor Number Payee Check Issue Date Amount Description Grand Totals:
115 1,365,175.33
Report Criteria:

Report type: SummaryCheck.Type = "Calculated","manual"
M = Manual Check, V = Void Check
11

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BUSINESS OF THE COUNCIL OF THE CITY OF HALF MOON BAY

AGENDA REPORT
For meeting of: August 16, 2022
TO: Honorable Mayor and City Council
VIA: Bob Nisbet, City Manager
FROM: Jessica Blair, Communications Director / City Clerk TITLE: RE-RATIFICATION OF RESOLUTION TO CONTINUE HOLDING PUBLIC MEETINGS REMOTELY (AB 361)
______________________________________________________________________________ RECOMMENDATION:

By motion, in accordance with Assembly Bill 361, re-ratify the findings in Resolution No. 2021- 80 to continue conducting the City’s Council, Commission, and Committee meetings remotely due to health and safety concerns to the public due to COVID-19.

FISCAL IMPACT:

There is no fiscal impact associated with this item.

STRATEGIC ELEMENT:

This action supports the Inclusive Governance element of the Strategic Plan.

BACKGROUND:

On March 4, 2020, Governor Newsom declared a State of Emergency to make additional resources available, formalize emergency actions already underway across multiple state agencies and departments, and help the state prepare for a broader spread of COVID-19.

Thereafter, on March 17, 2020, the City Council adopted Resolution 2020-16 declaring a local emergency due to COVID-19. The same day, Governor Newsom issued Executive Order N-29- 20, which suspended certain provisions of the Ralph M. Brown Act to allow local legislative bodies to conduct meetings telephonically or by other means. Additionally, the State implemented a shelter-in-place order, requiring all non-essential personnel to work from home.

Staff quickly worked to set up remote meetings via Zoom for all City Council and Planning Commission meetings. The Zoom meetings have allowed the Council, Commissions, and Committees to continue to conduct City business from the safety of members’ homes. The City has been utilizing Zoom for the past 18 months to conduct nearly all public meetings. The usage of Zoom for public meetings has allowed the City to ensure the public’s continued access to government meetings while also ensuring the public’s safety. 12

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On June 11, 2021, Governor Newsom issued Executive Order N-08-21, which extended the ability of agencies to hold remote meetings through September 30, 2021, after which agencies anticipated transitioning back to public meetings held in full compliance with the Brown Act. In preparation for the return to in-person meetings, staff has been working on acquiring audio and visual upgrades for City facilities to conduct hybrid meetings. Although hybrid meetings would help to keep the public safe by allowing them to continue accessing the meetings from their own home, Councilmembers, Commissioners, Committee members, and staff would need to meet in person.

Since the Governor issued Executive Order N-08-21, the Delta variant has emerged, causing a spike in cases throughout the state. As a result, the San Mateo County Health Department issued a Health Order requiring masks indoors in public places, regardless of vaccination status, starting August 3, 2021.

On September 16, 2021, Governor Newson signed Assembly Bill 361 (AB 361), which allows cities to continue to meet remotely during proclaimed states of emergency under modified Brown Act requirements that are similar but not identical to the rules and procedures established by the previous Executive Orders.

AB 361 authorizes local agencies to use teleconferencing without complying with the teleconferencing requirements imposed by the Ralph M. Brown Act during a declared state of emergency, when state or local health officials have imposed or recommended measures to promote social distancing during the proclaimed state of emergency, or when there is an imminent risk to the health or safety of attendees.

On October 5, 2021, the City Council adopted Resolution No. 2021-80 under the requirements of AB 361 to continue conducting meetings remotely. AB 361 requires the City Council to make the findings every 30 days, necessitating the need for this item.

On December 15, 2021, a statewide mask mandate went into effect due to a rise in cases across the state.

On January 10, 2022, in response to the surge of COVID-19 cases, Omicron variant, City Hall closed to the public moving services to remote services.

On March 1, 2022, the statewide requirement that unvaccinated individuals mask in indoor public settings moved to a strong recommendation that all persons, regardless of vaccine status, continue indoor masking. The San Mateo Chief Health Officer has likewise recommended the CDC’s masking guidance.
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DISCUSSION:

AB 361 will allow local legislative bodies to continue to meet remotely after the September 30, 2021 expiration of the Governor’s executive orders. A local agency will be allowed to continue to meet remotely when:
• The local agency holds a meeting during a declared state of emergency • State or local health officials have imposed or recommended measures to promote social distancing
• Legislative bodies declare the need to meet remotely due to present imminent risks to the health or safety of attendees
The City meets the requirements to continue holding meetings remotely to ensure the health and safety of the public due to the following:
• The City is still under a local state of emergency
• County health orders require that all individuals in public spaces maintain social distancing and wear masks
• The City can’t maintain social distancing requirements for the public, staff, Councilmembers, Commissioners, and Committee Members in their meeting spaces The City cannot ensure social distancing requirements are met inside City facilities where the City Council, Planning Commission, Parks and Recreation Commission, Redistricting Advisory Committee, Bicycle and Pedestrian Advisory Committee, and Main Street Bridge Advisory Committee meet.

Councilmembers, Commissioners, Committee Members, and staff sit well within six feet of each other. Moreover, the County’s indoor mask order is still in effect, making it difficult to hear what Councilmembers, Commissioners, Committee Members, staff, and public speakers are saying. Furthermore, while speaking through masks may be understandable in person, picking up speech on microphones for those attending remotely and those watching any livestreams would be difficult.

Per AB 361, the City Council would need to declare every 30 days that the City’s legislative bodies must continue to meet remotely to ensure the health and safety of the public. Staff recommends that the City Council declare these findings are true so these bodies can continue to meet remotely. Staff will return with this resolution for re-ratification at the Council’s 1st Tuesday meeting each month, at which time the Council can reassess as various health orders and COVID-19 parameters change.
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BUSINESS OF THE COUNCIL OF THE CITY OF HALF MOON BAY

AGENDA REPORT
For meeting of: August 16, 2022
TO: Honorable Mayor and City Council
VIA: Bob Nisbet, City Manager
FROM: Jessica Blair, Communications Director / City Clerk TITLE: RECEIPT OF LEGISLATIVE POSITION LETTER
______________________________________________________________________________ RECOMMENDATION:

Receive and file letter of opposition unless amended for Assembly Bill 2449.

FISCAL IMPACT:

There is no fiscal impact associated with this item.

STRATEGIC ELEMENT:

This action supports the Inclusive Governance element of the Strategic Plan.

DISCUSSION:

Annually, the City adopts a Legislative Platform to allow staff to send position letters regarding various bills / issues of interest to the City. The 2022 Legislative Platform was adopted by the City Council on March 1, 2022. The platform provides staff direction and allows the City, on the Council’s behalf, to respond in support of or opposition to bills and other legislative and administrative actions. The City Council has delegated its authority to the Mayor and / or City Manager to sign position letters consistent with the legislative platform. Townsend Public Affairs monitors legislation for the City and communicates frequently with staff on bills.

Occasionally, the League of California Cities will send action alerts for bills affecting municipalities. Staff reviews those alerts as well and will take action on any that align with the City’s Legislative Platform.

In the spirit of transparency, when position letters are sent by the City, staff will include them in a City Council agenda packet for viewing by the Council and the community.

ATTACHMENTS:

AB 2449 Oppose Unless Amended Letter
15 City of Half Moon Bay City Hall
501 Main St.

Half Moon Bay, CA 94019
July 14, 2022
The Honorable Blanca Rubio
California State Assembly
1021 O Street, Suite 7880
Sacramento, CA 95814
Re: Assembly Bill 2449 (Rubio) Open meetings: local agencies: teleconferences.

Letter of Opposition Unless Amended – City of Half Moon Bay Dear Assembly Member Rubio:

On behalf of the City of Half Moon Bay, I write to express my respectful opposition to your AB 2449, unless amended to address our concerns regarding the bill’s potential to generate confusion or litigation related to new access requirements.

While I appreciate your efforts to assist local agencies’ ability to continue participating in public meetings remotely, I am concerned with the bill’s current language, which requires all meetings subject to Brown Act requirements to comply with increased standards and conditions, whether the meeting is utilizing teleconferencing flexibility or not. Specifically, subdivision (h) of the bill text required a legislative body to conduct meetings subject to the Brown Act consistent with applicable state and federal civil rights, language access, and other nondiscrimination laws. While recent amendments removed those specific citations, they have been replaced with a reference “applicable state and federal...language access...laws” This raises the same concerns, as there currently are no generally applicable “language access” laws for Brown Act meetings, and this reference is therefore likely to generate potential litigation and confusion.

While AB 2449 sought to build off of last year’s AB 361 (R. Rivas, Statutes of 2021) efforts by providing additional protections and flexibility to local agencies, recent amendments have narrowed its scope to constrict flexibility and instead impose onerous requirements for local officials to provide proof of sensitive matters and their physical location. This goes against the initial purpose of Brown Act refining legislation, which was initially intended to provide protections for officials that are experiencing sensitive situations, and therefore should be precluded from offering their physical locations during times of emergency. I understand the intent of these amendments – to not give unlimited flexibility to opt out of physical participation in meetings – however, I believe that these flexibility allowances dissuade those experiencing acute emergencies from utilizing the bill’s provisions.

DocuSign Envelope ID: 5F1DBD1D-CE8B-427C-865A-C05EC71E5BFF 16 City of Half Moon Bay City Hall
501 Main St.

Half Moon Bay, CA 94019
Half Moon Bay supports the increased flexibility this measure offers and continues to support modernization of the Brown Act. However, given some of the limitations included in this bill and additional accessibility requirements that are not currently universally applicable to Brown Act meetings, I must respectfully maintain an opposed unless amended position.

Sincerely,
Debbie Ruddock
Mayor of Half Moon Bay
DocuSign Envelope ID: 5F1DBD1D-CE8B-427C-865A-C05EC71E5BFF 17 BUSINESS OF THE COUNCIL OF THE CITY OF HALF MOON BAY

Adopt a resolution adopting the updated Records Retention Schedule for the City of Half Moon Bay.

FISCAL IMPACT:

There is no cost to the City associated with this action.

DISCUSSION:

Following adoption of the Records Retention Schedule in 2016, the City has followed a variety of legal updates to records retention laws in the state of California. Various updates will be necessary over time to ensure the City’s own policies are up to standard with the Government Code.

The proposed updated retention periods are in compliance with all laws and are standard business practice for California cities.

The retention schedules and incorporated updates provide clear, specific records descriptions and retention periods, and apply current law and technology to the management of Half Moon Bay’s records. By identifying which department is responsible for maintaining the original record, and by establishing clear retention periods for different categories of records, Half Moon Bay will realize significant savings in labor costs, storage costs, free filing cabinet and office space, and operational efficiencies.

It is standard business practice for California cities to authorize the routine destruction of records that have exceeded their adopted retention period, upon the request of the Department Head and with the consent in writing of the City Clerk and City Attorney, which is provided for in Section 2 of the proposed resolution.

It is also standard business practice for California cities to authorize updates to the schedule 18 without further action of the City Council; however, staff presented a more conservative approach when the original schedules were adopted: authorizing only minor updates. Section 3 allows for: “Minor updates including change in department or division names, improvements in descriptions, changes in comments, deleting records series that are no longer applicable, and / or what is scanned. Changes in the total retention and / or adding new records series must be presented to the City Council prior to taking affect.”
Below are some of the legal changes to the retention schedule:

Finance:
• FN-027.1 - W-9s are now required to be maintained until the vendor is inactive + 3 years, so it is added as a new records series in Accounts Payable • FN-001 – The Government Finance Officers Association has determined that CAFR should now be referenced as ACFR.

Human Resources:
• HR-014 - Recruitment Files are now required to be retained for 4 years (from 3 years). • HR-004 - Added “Harassment Claims” to Department of Fair Employment & Housing (DFEH or EEOC) Claims.

Planning
• PL-006.1 - Correspondence and Staff Notes are required to be kept for Environmental Determinations / CEQA.

Engineering / Recycling
• ENG-032 - SB 1383 takes effect in 2022 and requires Organic Waste Collection and Recycling compliance records be retained 5 years. A new record series “Solid Waste Reduction / AB 939 Compliance / SB 1383 Compliance (Organic Waste Collection and Recycling)” was added with a 10-year retention.

The remainder of changes were repeals or additions to legal citations that did not affect retention. Exhibit A details changes made in blue text, with strikethrough in red.

ATTACHMENT:

Resolution adopting the updated Records Retention Schedule (Exhibit A) for the City of Half Moon Bay
19 RESOLUTION NO. C-2022_

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HALF MOON BAY, CALIFORNIA,

ADOPTING A RECORDS RETENTION SCHEDULE, AUTHORIZING DESTRUCTION OF CERTAIN CITY RECORDS, AND RESCINDING RESOLUTION NO. C-2016-51
WHEREAS, the maintenance of numerous records is expensive, slows document retrieval, and is not necessary after a certain period for the effective and efficient operation of the government of the City of Half Moon Bay; and
WHEREAS, Section 34090 of the Government Code of the State of California provides a procedure whereby any City record which has served its purpose and is no longer required may be destroyed; and
WHEREAS, the State of California has adopted guidelines for retention periods for various government records; and
WHEREAS, the City Council of the City of Half Moon Bay adopted Resolution C-2016-51 adopting an updated records retention schedule on June 21, 2016.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF HALF MOON BAY DOES HEREBY RESOLVE AS FOLLOWS:

Section 1. Resolution No. C-2016-51 is hereby rescinded.

Section 2. The records of the City of Half Moon Bay, as set forth in the Records Retention Schedule (Exhibit A), attached hereto and incorporated herein by this reference, are hereby authorized to be destroyed as provided by Section 34090 et seq. of the Government Code of the State of California and in accordance with the provision of said schedule upon the request of the Department Head and with the consent in writing of the City Clerk and City Attorney, without further action by the City Council of the City of Half Moon Bay.

Section 3. With the consent of the City Clerk, City Manager, and City Attorney, minor updates are hereby authorized to be made to the Records Retention Schedule without further action by the City Council. Minor updates include changes in Department or Division names, improvements in descriptions, changes in comments, deleting records series that are no longer applicable, and/or what is scanned. Changes in the Total Retention and/or adding new records series must be presented to the City Council of the City of Half Moon Bay prior to taking affect.

Section 4. The term “records” as used herein shall include documents, instructions, books, microforms, electronic files, magnetic tape, optical media, or papers as defined by the California Public Records Act.
20 Section 5. The City Clerk shall certify to the passage and adoption of this resolution and enter it into the book of original resolutions.

Section 6. This resolution shall become effective immediately upon its passage and adoption.
***************************************************************** I, the undersigned, hereby certify that the forgoing Resolution was duly passed and adopted on the 16th day of August, 2022 by the City Council of Half Moon Bay by the following vote:

AYES, Councilmembers:

NOES, Councilmembers:

ABSENT, Councilmembers:

ABSTAIN, Councilmembers:

ATTEST: APPROVED:
___________________________ ______________________________ Jessica Blair, City Clerk Debbie Ruddock, Mayor
21 RECORDS RETENTION SCHEDULE LEGEND
©1995 – 2022 Gladwell Governmental Services, Inc. (909) 337-3516 - all rights reserved Do not duplicate or distribute without prior written permission OFR (Office of Record): The department that keeps the original or “record copy.” Usually it is the department that originates the record, unless the item is for a City Council meeting (then it is the City Clerk.)
Records Description: The record series (a group of like records).

Transitory Records not retained in the ordinary course of business, that do NOT have substantive content: Preliminary drafts, notes, or interagency or intraagency memoranda and records having only transitory value. Examples: Telephone messages, meeting room reservation schedules, logs, source records entered into a computer system that qualifies as a “trusted system”, etc.

Non-Record: Documents, studies, books and pamphlets produced by outside agencies, preliminary drafts not retained in the ordinary course of business.

Retention/Disposition: Active: How long the file remains in the immediate office area (guideline) Inactive: How long the file is in off-site storage, stored on Optical Disk or Microforms (guideline) Total Retention: The total number of years the record will be retained For file folders containing documents with different retention timeframes, use the document with the longest retention time.

P = Permanent
Indefinite = No fixed or specified retention period; used for databases, because the data fields are interrelated.

Vital? = Those records that are needed for basic operations in the event of a disaster.

Media Options (guideline) – the form of the record: Mag = Electronic Computer Magnetic Media (Hard drives, Networks, USB Drives, Cloud, etc.) Mfr = Microforms (aperture cards, microfilm, microfiche, or jackets) Ppr = Paper
OD = Optical Disk, CD-r, DVD-r, WORM, or other media which does not allow changes Scan / Import (guideline): “S” indicates the record should be scanned into the document imaging system; “I” indicates the record should be electronically imported into the document imaging system; “M” indicates the record should be microfilmed
Destroy Paper after Imaged & QC’d / Trustworthy Electronic Record: “Yes” indicates the electronic record may serve as the OFFICIAL record (and the paper version may be destroyed, or the record may be electronically generated and never exist in paper format;) IF the document has been imaged (electronically generated, scanned or imported and placed on Unalterable Media – DVD-R, CD-R, or WORM, or microfilmed), and both the images and indexing Quality Checked (“QC’d”). The electronic record or image must contain all significant details from the original and be an adequate substitute for the original document for all purposes, and other legal mandates apply. Includes all electronic records which are to serve as the Official Record.

Legend for legal citations (§: Section) B&P: Business & Professions Code (CA) CBC: California Building Code CC: Civil Code (CA) CCP: Code of Civil Procedure (CA) CCR: California Code of Regulations (CA) CFC: California Fire Code CFR: Code of Federal Regulations (US) EC: Elections Code (CA) EVC: Evidence Code (CA) FA: Food & Agriculture Code FC: Family Code (CA) FTB: Franchise Tax Board (CA) GC: Government Code (CA) H&S: Health & Safety Code (CA) HUD: Housing & Urban Develop. (US) LC: Labor Code (CA) Ops. Cal. Atty. Gen..: Attorney General Opinions (CA) PC: Penal Code (CA) PRC Public Resources Code R&T: Revenue & Taxation Code (CA) UFC: Uniform Fire Code USC: United States Code (US) VC: Vehicle Code (CA) W&I: Welfare & Institutions Code (CA) 22
Ver. 5.0 RECORDS RETENTION SCHEDULE: CITY-WIDE STANDARDS Page CW-1 Office of
Record Retention No. Records Description Retention / Disposition Comments / Reference (OFR) Active
(in office)
Inactive
(Records
Center)
Total
Retention Vital? Media Options
Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper
after
Imaged &
QC'd?
Retentions apply to the department that is NOT the Office of Record (OFR), or the "Lead Department". If you are the OFR, refer to your department retention schedule.

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, claims, complaints, audits, public records act requests, and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

CITY-WIDE (Used by All Departments)
Human
Resources CW-001
Accident, Incident, Injury
reports: EMPLOYEES, with
associated MSDS, if a
chemical was involved
Copies -
When No
Longer
Required
Copies -
When No
Longer
Required
Mag,
Ppr
Copies retained for reference;
GC §34090.7
Finance CW-002
Accounts Payable, Invoices,
Petty Cash, Warrant Requests,
Travel Reimbursements, etc.

ALL backup is forwarded to
Finance
Copies -
When No
Longer
Required
Copies -
When No
Longer
Required
Yes: Before
Payment
Mag,
Ppr
All originals go to Finance
(these are copies); GC
§34090.7
Lead Dept. CW-003
Affidavits of Publications /
Public Hearing Notices / Legal
Advertising / Affidavits of
Posting
2 years 2 years
Mag,
Mfr, OD,
Ppr
Brown Act challenges must be
filed within 30 or 90 days of
action; Statute of Limitations
on Municipal Government
actions is 3 - 6 months; CCP
§§337 et seq, 349.4; GC
§§34090, 54960.1(c)(1)
City Clerk CW-004 Agenda Packets / Staff
Reports: City Council
Copies -
When No
Longer
Required
Copies -
When No
Longer
Required
Mag,
Mfr, OD,
Ppr
S
Yes: After
QC &OD GC §34090.7
City Clerk Agreements & Contracts ALL
Copies -
When No
Longer
Required
Copies -
When No
Longer
Required
Mag,
Mfr, OD,
Ppr
S
Yes: Upon
Completio
n
All agreements that are
approved by the City Council
are sent to the City Clerk; GC
§34090.7
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 23 Ver. 5.0 RECORDS RETENTION SCHEDULE: CITY-WIDE STANDARDS Page CW-2 Office of
Record Retention No. Records Description Retention / Disposition Comments / Reference (OFR) Active
(in office)
Inactive
(Records
Center)
Total
Retention Vital? Media Options
Image:

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, claims, complaints, audits, public records act requests, and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Lead Dept.

Agreements & Contracts:

ADMINISTRATIVE FILES
(Correspondence, Project
Administration, Project
Schedules, Certified Payrolls,
Insurance Certificates,
Invoices, Logs, RFP, etc.)
Completion 10 years Completion +
10 years
Yes: Before
Completion
Mag,
Mfr, OD,
Ppr
S/I
Yes: Upon
Completio
n
Covers E&O Statute of
Limitations (insurance
certificates are filed with
agreement); Published Audit
Standards=4-7 years; Statute
of Limitations: Contracts &
Spec's=4 years, Wrongful
Death=comp. + 5 years,
Developers=comp. + 10 years;
Statewide guidelines propose
termination + 5 years; CCP
§337 et. seq., GC §34090
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 24 Ver. 5.0 RECORDS RETENTION SCHEDULE: CITY-WIDE STANDARDS Page CW-3 Office of
Record Retention No. Records Description Retention / Disposition Comments / Reference (OFR) Active
(in office)
Inactive
(Records
Center)
Total
Retention Vital? Media Options
Image:

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, claims, complaints, audits, public records act requests, and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Lead Dept.

Agreements & Contracts:

ADMINISTRATIVE FILES
(with Grant Funding)
(Correspondence, Project
Administration, Project
Schedules, Certified Payrolls,
Insurance Certificates,
Invoices, Logs, RFP, etc.)
Completion
10 years or
After
Funding
Agency
Audit, if
required,
whichever is
longer
Completion +
10 years or
After Funding
Agency Audit,
if required,
whichever is
longer
Yes: Before
Completion
Mag,
Mfr, OD,
Ppr
S/I
Yes: Upon
Completio
n
Some Grant Funding Agencies
require audits; Meets auditing
standards; Grants covered by
a Consolidated Action Plan are
required for 5 years; Uniform
Admin. Requirements for
Grants to Local Governments
is 3 years from expenditure
report or final payment of
grantee or subgrantee;
statewide guidelines propose 4
years; 2 CFR 200.334; 7 CFR
3016.42; 21 CFR 1403.36 &
1403.42(b); 24 CFR 85.42,

91.105(h), 92.505, &
570.502(a), 28 CFR 66.42; 29
CFR 97.42; 40 CFR 31.42; 44
CFR 13.42; 45 CFR 92.42;
OMB Circular A-133; GC
§34090, GC §8546.7
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 25 Ver. 5.0 RECORDS RETENTION SCHEDULE: CITY-WIDE STANDARDS Page CW-4 Office of
Record Retention No. Records Description Retention / Disposition Comments / Reference (OFR) Active
(in office)
Inactive
(Records
Center)
Total
Retention Vital? Media Options
Image:

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, claims, complaints, audits, public records act requests, and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Lead Dept. CW-008
Agreements & Contracts:

UNSUCCESSFUL BIDS,

UNSUCCESSFUL
PROPOSALS or RESPONSES
to RFPs (Request for
Proposals) and/or RFQs
(Request for Qualifications)
that don't result in a contract
2 years 2 years Mag,
Ppr
The RFP / RFQ and the
successful proposal becomes
part of the agreement or
contract; GC §34090
Lead Dept. CW-064
Assessment District Ballots,
Protest Letters, & Envelopes -
Prop. 218 proceedings
2 years 2 years Ppr GC §53753(e)(2)
Finance CW-009
Audits / Audit Reports / Annual
Comprehensive Financial
Report (ACFR) CAFR -
Comprehensive Annual
Financial Reports
Copies -
When No
Longer
Required
Copies -
When No
Longer
Required

Mag,
Ppr Copies; GC §34090.7
CW-010 Bids: See Agreements &
Contracts
Staffing Dept. CW-011
Boards and Committees:

AUDIO RECORDINGS of
Meetings / Audio Tapes
2 years 2 years
Tape
(Mag)
City preference; State law only
requires for 30 days; GC
§54953.5(b)
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 26 Ver. 5.0 RECORDS RETENTION SCHEDULE: CITY-WIDE STANDARDS Page CW-5 Office of
Record Retention No. Records Description Retention / Disposition Comments / Reference (OFR) Active
(in office)
Inactive
(Records
Center)
Total
Retention Vital? Media Options
Image:

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, claims, complaints, audits, public records act requests, and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Staffing Dept. CW-012
Boards, Commissions, &
Committees: City Council
Subcommittees
(Composed solely of less than
a quorum of the City Council)
2 years 2 years
Mag,
Ppr
All recommendations are
presented to the City Council;
GC §34090 et seq.

CW-013
Boards, Commissions, &
Committees: External
Organizations
(e.g. County Board of
Supervisors)
When No
Longer
Required
When No
Longer
Required

Mag,
Ppr Non-records
Staffing Dept. CW-014
Boards, Commissions, &
Committees: Residents
Advisory Bodies Formed by

CITY COUNCIL

AGENDAS, AGENDA
PACKETS.

Minimum 2
years
Minimum 2
years

Mag,
Ppr
Brown Act challenges must be
filed within 30 or 90 days of
action; GC §§34090,
54960.1(c)(1)
Staffing Dept. CW-015
Boards, Commissions, &
Committees: Residents
Advisory Bodies Formed by
CITY COUNCIL (Except
Planning Commission)

MINUTES, RESOLUTIONS &
BYLAWS
Copies -
When No
Longer
Required
Copies -
When No
Longer
Required
Yes
Mag,
Mfr, OD,
Ppr
S No Send all originals to the City
Clerk; GC §34090.7
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 27 Ver. 5.0 RECORDS RETENTION SCHEDULE: CITY-WIDE STANDARDS Page CW-6 Office of
Record Retention No. Records Description Retention / Disposition Comments / Reference (OFR) Active
(in office)
Inactive
(Records
Center)
Total
Retention Vital? Media Options
Image:

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, claims, complaints, audits, public records act requests, and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

CW-016 Brochures: See Reference
Manuals
Finance CW-017 Budgets - Finals
Copies -
When No
Longer
Required
Copies -
When No
Longer
Required
Yes: Current
Fiscal Year
Mag,
Mfr, OD,
Ppr
S/I Yes: After
5 years
Final must be filed with County
Auditor; GC §34090.7, 40802,
53901
Finance CW-018
Cash Receipts Detail / Backup
/ Accounts Receivable Detail /
Refund Detail
Copies -
When No
Longer
Required
Copies -
When No
Longer
Required
Mag,
Ppr GC §34090.7
Lead Dept. CW-051 City Attorney Opinions Minimum 2
years
Minimum 2
years

Mag,
Ppr City preference; GC §34090
Finance / Risk
Management CW-020 Claims
Copies -
When No
Longer
Required
(Upon
Settlement)
Copies -
When No
Longer
Required
(Upon
Settlement)
Yes: Before
Settlement
Mag,
Mfr, OD,
Ppr
S/I Yes: After
Settlement GC §§34090.7, 34090.6
Lead Dept. CW-021
Committees Internal -
Attended by employees: All
Records
(e.g. Evaluation Committee,
Records Management
Committee, In-House Task
Forces, etc.)
2 years 2 years
Mag,
Ppr GC §34090
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 28 Ver. 5.0 RECORDS RETENTION SCHEDULE: CITY-WIDE STANDARDS Page CW-7 Office of
Record Retention No. Records Description Retention / Disposition Comments / Reference (OFR) Active
(in office)
Inactive
(Records
Center)
Total
Retention Vital? Media Options
Image:

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, claims, complaints, audits, public records act requests, and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Human
Resources CW-022 Complaints Against Employees
Send to
Human
Resources
Send to
Human
Resources

Mag,
Ppr GC §34090.7
Lead
(Responding)
Dept.

CW-023 Complaints / Concerns from
Citizens
Minimum 2
years
Minimum 2
years

Mag,
Ppr
City preference; Statute of
Limitations for personal
property, fraud, etc. is 3 years;
Claims must be filed in 6
months; CCP §§338 et seq.,
340 et seq., 342, GC §§945.6,
GC §34090
CW-024 Contracts: See Agreements
Lead Dept. CW-025 Copies or duplicates of any
record
Copies -
When No
Longer
Required
Copies -
When No
Longer
Required
Mag Ppr GC §34090.7
Dept. that
Authors
Document
or
Receives the
City's Original
Document
CW-026
Correspondence - ROUTINE
(Content relates in a
substantive way to the
conduct of the public's
business)
(e.g. Administrative, Chronological,
General Files, Letters,
Memorandums, Reading File,
Working Files, etc.)
2 years 2 years
Mag,
Ppr GC §34090
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 29 Ver. 5.0 RECORDS RETENTION SCHEDULE: CITY-WIDE STANDARDS Page CW-8 Office of
Record Retention No. Records Description Retention / Disposition Comments / Reference (OFR) Active
(in office)
Inactive
(Records
Center)
Total
Retention Vital? Media Options
Image:

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, claims, complaints, audits, public records act requests, and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Dept. that
Authors
Document
or
Receives the
City's Original
Document
CW-027
Correspondence -

TRANSITORY /

PRELIMINARY DRAFTS,
Interagency and Intraagency
Memoranda not retained in the
ordinary course of business
Content NOT Substantive, or
NOT made or retained for the
purpose of preserving the
informational content for
future reference
(e.g. calendars, checklists, email, flyers that does not have a material impact on the
conduct of business,
invitations, instant messaging,
logs, mailing lists, meeting
room registrations, staff
videoconference chats, notes
and recordings, supply
inventories, telephone
messages, text messages,
transmittal letters, thank yous,
requests from other cities,
social media, undeliverable
envelopes, visitors logs, voice
mails, etc.)
When No
Longer
Required
When No
Longer
Required

Mag,
Ppr
Refer to the City's
Administrative Policies.

Electronic and paper records
are categorized, filed and
retained based upon the
CONTENT of the record.

Records where either the
Content relates in a
substantive way to the conduct
of the public's business, or
ARE made or retained for the
purpose of preserving the
informational content for future
reference are saved by placing
them in an electronic or paper
(project) file folder and retained
for the applicable retention
period. E-mails that have a
material impact on business
are saved outside the e-mail
system by printing them out
and placing them in a file
folder, or saving them
electronically; If not mentioned
here, consult the City Attorney
to determine if a record is
considered transitory /
preliminary drafts. GC §34090,
GC §6252; 64 Ops. Cal. Atty.

Gen. 317 (1981)); City of San
Jose v. Superior Court (Smith).

S218066. Supreme Court of
California, 2017
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 30 Ver. 5.0 RECORDS RETENTION SCHEDULE: CITY-WIDE STANDARDS Page CW-9 Office of
Record Retention No. Records Description Retention / Disposition Comments / Reference (OFR) Active
(in office)
Inactive
(Records
Center)
Total
Retention Vital? Media Options
Image:

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, claims, complaints, audits, public records act requests, and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

City Clerk CW-028
Deeds, Easements, Final
Orders of Condemnations,
Liens (All)
Copies -
When No
Longer
Required
Copies -
When No
Longer
Required

Mag,
Ppr
Send all originals to the City
Clerk; GC §34090.7
Lead Dept. CW-029 Drafts & Notes: Drafts that are
revised (retain final version)
When No
Longer
Required
When No
Longer
Required

Mag,
Ppr
As long as the drafts and notes
are not retained in the "Regular
Course of Business". Consult
the City Attorney to determine
if a record is considered a
draft. GC §§34090, 6252,
6254(a)
Lead Dept. CW-030 Facility Use Applications /
Facility Use Permits 2 years 2 years Mag, Ppr GC §34090 Lead Dept. CW-031
GIS Database / Data / Layers
(both City-wide and
Specialized)
When No
Longer
Required
When No
Longer
Required
Yes Mag
The Lead Department should
print out historical documents
(or save source data) prior to
replacing the data, if they
require the data or output for
historical purposes;
Department Preference
(Preliminary documents); GC
§34090 et seq.

Lead Dept. CW-032 Grants (UNSUCCESSFUL
Applications, Correspondence) 2 years 2 years
Mag,
Ppr GC §34090
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 31 Ver. 5.0 RECORDS RETENTION SCHEDULE: CITY-WIDE STANDARDS Page CW-10 Office of
Record Retention No. Records Description Retention / Disposition Comments / Reference (OFR) Active
(in office)
Inactive
(Records
Center)
Total
Retention Vital? Media Options
Image:

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, claims, complaints, audits, public records act requests, and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Lead Dept. CW-033
Grants / CDBG / Reimbursable
Claims / FEMA Claims / OES

CLAIMS (SUCCESSFUL
Reports, other records required
to pass the funding agency's
audit, if required)
Applications (successful), grant
agreement, program rules,
regulations & procedures, reports
to grant funding agencies,
correspondence, audit records,
completion records
2 years
After
Funding
Agency
Audit, if
Required -
Minimum 5
years
After Funding
Agency Audit,
if required -
Minimum 5
years

Mag,
Ppr
Meets auditing standards;
Grants covered by a
Consolidated Action Plan are
required for 5 years; Uniform
Admin. Requirements for
Grants to Local Governments
is 3 years from expenditure
report or final payment of
grantee or subgrantee;
statewide guidelines propose 4
years; 2 CFR 200.334; 7 CFR
3016.42; 21 CFR 1403.36 &
1403.42(b); 24 CFR 85.42,

91.105(h), 92.505, &
570.502(a), 28 CFR 66.42; 29
CFR 97.42; 40 CFR 31.42; 44
CFR 13.42; 45 CFR 92.42;
OMB Circular A-133; GC
§34090, GC §8546.7
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 32 Ver. 5.0 RECORDS RETENTION SCHEDULE: CITY-WIDE STANDARDS Page CW-11 Office of
Record Retention No. Records Description Retention / Disposition Comments / Reference (OFR) Active
(in office)
Inactive
(Records
Center)
Total
Retention Vital? Media Options
Image:

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, claims, complaints, audits, public records act requests, and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Human
Resources CW-034 Grievances and Informal Complaints (Employees) Copies -
When No
Longer
Required
Copies -
When No
Longer
Required
Yes: Before
Disposition
Mag,
Ppr
Send all grievances to Human
Resources; All State and
Federal laws require retention
until final disposition of formal
complaint; State requires 2
years after action is taken; GC
§§12946, 12960, 34090
Finance / Risk
Management CW-035 Lawsuits, Litigation, Pending Litigation Copies -
When No
Longer
Required
(Upon
Settlement)
Copies -
When No
Longer
Required
(Upon
Settlement)
Yes: Before
Settlement
Mag,
Mfr, OD,
Ppr
S/I Yes: After
Settlement
Risk Management
administrates claim; GC
§§34090.7, 34090.6
Lead Dept. CW-036
Material Safety Data Sheet
(MSDS) / Safety Data Sheet
(SDS) Chemical Use Report
Form (or records of the
chemical / substance / agent,
where & when it was used)
While
Chemical In
Use
30 years 30 years
Mag,
Mfr, OD,
Ppr
S
Yes - After

QC & OD
Previous MSDS may be
obtained from a service; MSDS
may be destroyed as long as
a record of the chemical /
substance / agent, where &
when it was used is
maintained for 30 years;
Applies to qualified employers;
Claims can be made for 30
years for toxic substance
exposures; 8 CCR
3204(d)(1)(B)(2 and 3), 29
CFR 1910.1020(d)(1)(i), GC
§34090
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 33 Ver. 5.0 RECORDS RETENTION SCHEDULE: CITY-WIDE STANDARDS Page CW-12 Office of
Record Retention No. Records Description Retention / Disposition Comments / Reference (OFR) Active
(in office)
Inactive
(Records
Center)
Total
Retention Vital? Media Options
Image:

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, claims, complaints, audits, public records act requests, and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

City Clerk CW-037 Minutes - City Council
Copies -
When No
Longer
Required
Copies -
When No
Longer
Required
Yes (all)
Mag,
Mfr, OD,
Ppr
S No
Originals maintained by City
Clerk Permanently; GC
§34090.7
City Clerk CW-038 Municipal Code (these are
copies)
Copies -
When No
Longer
Required
Copies -
When No
Longer
Required
Yes: Current
Original
Mag,
Mfr, OD,
Ppr
I No
Return any whole unused
codes to the City Clerk;
Originals maintained by City
Clerk Permanently; GC §34090
Lead Dept. CW-039 Newspaper Clippings
When No
Longer
Required
When No
Longer
Required
Ppr
Non-records - may be obtained
from the newspaper company;
GC §34090
Staffing Dept. CW-040
Notices: Public Hearing
Notices and Proofs of
Publications
2 years 2 years
Mag,
Ppr
Statute of Limitations on
Municipal Government actions
is 3 - 6 months; CCP§337 et
seq; GC §34090
City Clerk CW-041 Ordinances - City Council
Copies -
When No
Longer
Required
Copies -
When No
Longer
Required
Yes (all)
Mag,
Mfr, OD,
Ppr
S No Originals maintained by City
Clerk Permanently; GC §34090
Human
Resources CW-043 Personnel Files (Departmentlevel Files) Send to
Human
Resources
Upon
Separation or
Transfer
Send to
Human
Resources
Upon
Separation or
Transfer
Before
Separation
Mag,
Ppr
Ensure records kept in
Department files comply with
City policy (all originals are
sent to Human Resources);
GC §34090.7
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 34 Ver. 5.0 RECORDS RETENTION SCHEDULE: CITY-WIDE STANDARDS Page CW-13 Office of
Record Retention No. Records Description Retention / Disposition Comments / Reference (OFR) Active
(in office)
Inactive
(Records
Center)
Total
Retention Vital? Media Options
Image:

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, claims, complaints, audits, public records act requests, and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Lead Dept. CW-044 Personnel Files (Supervisor's
Notes)
After
Incorporation
into
Performance
Evaluation or
Documented
Discipline
After
Incorporation
into
Performance
Evaluation or
Documented
Discipline
Before
Annual
Evaluation
Mag,
Ppr
Preliminary drafts; Notes
maintained in a separate folder
to be incorporated into
performance evaluation, or to
document progressive
discipline; GC §34090 et seq.

Lead Dept. CW-045 Photographs
When No
Longer
Required
When No
Longer
Required

Mag,
Ppr
Preliminary Drafts; destroy
unnecessary photographs. GC
§§34090, 6252, 6254(a)
City Clerk CC-053
Public Records Requests /
Request for Records /
Subpoenas (Civil / Duces
Tecum)
2 years 2 years Mag,
Ppr GC §34090
Lead Dept. CW-046 Public Relations / Press
Releases 2 years 2 years Mag, Ppr GC §34090
Lead Dept.
(Who Ordered
the Appraisal)
CW-047
Real Estate Appraisal Reports:

Property NOT purchased,
Loans not funded, etc.
2 years 2 years Mag,
Ppr
Not accessible to the public;
Statewide Guidelines show 2
years; GC §§34090, 6254(h)
Lead Dept.
(Who Ordered
the Appraisal)
CW-048
Real Estate Appraisal Reports:

Purchased Property, Funded
Loans
2 years Minimum 3
years
Minimum 5
years
Yes: Before
Purchase
Mag,
Mfr, OD,
Ppr
S
Yes: After
Inactive
Not accessible to the public
until purchase has been
completed; meets grant
auditing requirements; 24 CFR

85.42 & 91.105(h), &
570.502(b); 29 CFR 97.42, GC
§34090
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 35 Ver. 5.0 RECORDS RETENTION SCHEDULE: CITY-WIDE STANDARDS Page CW-14 Office of
Record Retention No. Records Description Retention / Disposition Comments / Reference (OFR) Active
(in office)
Inactive
(Records
Center)
Total
Retention Vital? Media Options
Image:

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, claims, complaints, audits, public records act requests, and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

City Clerk CW-049
Records Destruction Lists /
Certificate of Records
Destruction
Copies -
When No
Longer
Required
Copies -
When No
Longer
Required
Mag,
Ppr GC §34090.7
CW-050
Reference Materials: Policies,
Procedures, Brochures, Flyers,
Manuals, Newsletters, etc:

Produced by OUTSIDE
ORGANIZATIONS (League of
California Cities, Chamber of
Commerce, etc.)
When No
Longer
Required
When No
Longer
Required

Mag,
Ppr Non-Records
Lead Dept. CW-051
Reference Materials: Policies,
Procedures, Brochures, Flyers,
Manuals, Newsletters, etc:

Produced by YOUR
Department
Minimum 2
years
Minimum 2
years

Mag,
Ppr
Statewide guidelines propose
superseded + 2 or 5 years; GC
§34090
Lead Dept. CW-052
Reference Materials: Policies,
Procedures, Brochures, Flyers,
Manuals, Newsletters, etc:

Produced by OTHER
Departments
When
Superseded
When
Superseded
Mag,
Ppr Copies; GC §34090.7
CW-053 Reference or Working Files:

See Correspondence
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 36 Ver. 5.0 RECORDS RETENTION SCHEDULE: CITY-WIDE STANDARDS Page CW-15 Office of
Record Retention No. Records Description Retention / Disposition Comments / Reference (OFR) Active
(in office)
Inactive
(Records
Center)
Total
Retention Vital? Media Options
Image:

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, claims, complaints, audits, public records act requests, and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Lead Dept. CW-054
Reports and Studies
(Historically significant - e.g.,
Zoning Studies)
10 years P P
Mag,
Mfr, OD,
Ppr
S/I Yes: After
10 years
Administratively and
Historically significant,
therefore retained
permanently; GC §34090
Lead Dept. CW-055
Reports and Studies (other
than Historically significant
reports - e.g. Annual Reports)
10 years 10 years
Mag,
Ppr
Information is outdated after 10
years; statewide guidelines
propose 2 years; If historically
significant, retain permanently;
GC §34090
City Clerk CW-056 Resolutions - City Council
Copies -
When No
Longer
Required
Copies -
When No
Longer
Required
Yes (all)
Mag,
Mfr, OD,
Ppr
S No
Originals maintained by City
Clerk Permanently; GC
§34090.7
Lead Dept. CW-057 Special Projects / Subject Files
/ Issue Files
Minimum 2
years
Minimum 2
years
Mag,
Ppr
Department Preference; GC
§34090 et seq.

Lead Dept. CW-058
Surveys / Questionnaires (that
the City issues).

If a summary of the data is
compiled, the survey forms are
considered a draft or transitory
record, and can be destroyed
as drafts (When No Longer
Required)
2 years 2 years
Mag,
Ppr GC §34090
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 37 Ver. 5.0 RECORDS RETENTION SCHEDULE: CITY-WIDE STANDARDS Page CW-16 Office of
Record Retention No. Records Description Retention / Disposition Comments / Reference (OFR) Active
(in office)
Inactive
(Records
Center)
Total
Retention Vital? Media Options
Image:

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, claims, complaints, audits, public records act requests, and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

CW-059 Tapes / DVD Recordings: See
Boards & Commissions
Finance CW-060
Time Sheets / Time Cards /
Overtime Sheets / Overtime
Cards / Leave Slips
Copies -
When No
Longer
Required
Copies -
When No
Longer
Required
Mag,
Ppr
Most Employees provide digital
signatures when they submit
their timecards, but some in
Public Works and Community
Services do not (another
employee enters their time);
GC §34090.7
Lead Dept. CW-061
Training - ALL COURSE

RECORDS
(Attendance Rosters, Outlines
and Materials; includes Ethics,
Harassment Prevention &
Safety Training & Tailgates)
2 years 3 years 5 years
Mag,
Mfr, OD,
Ppr
S
Yes: When
Inactive
Department preference; Ethics
Training is 5 years; Statewide
guidelines propose 7 years;
Calif. Labor Division is required
to keep their OSHA records 7
years; EEOC/FLSA/ADEA
(Age) requires 3 years for
promotion, demotion, transfer,
selection, or discharge; State
Law requires 2 -3 years for
personnel actions; 8 CCR
§3203 et seq., 29 CFR
1627.3(b)(1), LC §6429(c); GC
§§12946, 12960, 34090,
53235.2(b); 53237.2(b)
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 38 Ver. 5.0 RECORDS RETENTION SCHEDULE: CITY-WIDE STANDARDS Page CW-17 Office of
Record Retention No. Records Description Retention / Disposition Comments / Reference (OFR) Active
(in office)
Inactive
(Records
Center)
Total
Retention Vital? Media Options
Image:

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, claims, complaints, audits, public records act requests, and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Lead Dept. CW-062
Volunteer / Unpaid Intern
Applications & Agreements -
Successful
Inactive /
Separation + 3
years
Inactive /
Separation +
3 years
Ppr
Department preference (Courts
treat volunteers as
employees);
EEOC/FLSA/ADEA (Age)
requires 3 years for promotion,
demotion, transfer, selection,
or discharge; 29 CFR 1602.31
& 1627.3(b)(1)(i)&(ii), GC
§§12946, 12960, 34090
Lead Dept. CW-063
Volunteer / Unpaid Intern
Applications & Agreements -
Unsuccessful or Pending
Applicants
3 years 3 years Ppr
Department preference (Courts
treat volunteers as
employees);
EEOC/FLSA/ADEA (Age)
requires 3 years for promotion,
demotion, transfer, selection,
or discharge; 29 CFR 1602.31
& 1627.3(b)(1)(i)&(ii), GC
§§12946, 12960, 34090
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 39 Ver. 4.0 RECORDS RETENTION SCHEDULE: FINANCE Page FIN-1 Office of
Record Retention No. Records Description Retention / Disposition Comments / Reference (OFR) Active
(in office)
Inactive
(Records
Center)
Total
Retention Vital? Media Options
Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper after
Imaged &
QC'd?
If the record is not listed here, refer to the Retention for City-Wide Standards Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

FINANCE ADMINISTRATION & BUDGET
Finance /
Admin. FN-001
Audit Reports / Annual
Comprehensive Financial
Report (ACFR) CAFR -
Comprehensive Annual
Financial Reports and related
Audit Opinions
10 years P P
Mag, Mfr,
OD, Ppr S / I Yes: After 90 days
Department Preference
(copies); GC §34090.7
Finance /
Admin. FN-002 Audit Work Papers 2 years 3 years 5 years Mag, Ppr Department Preference
(meets municipal government
auditing standards); Statewide
guidelines propose audit + 4
years; Published articles show
3 - 7 years; GC §34090
Finance /
Admin. FN-003 Budgets - Adjustments (MidYear) 5 years 5 years Yes:

Current
Fiscal Year
Mag, Mfr,
OD, Ppr S / I Yes: After 90 days
Department preference; GC
§34090 et seq.

Finance /
Admin. FN-004 Budgets - Adopted / Final P P
Yes:

Current
Fiscal Year
Mag, Mfr,
OD, Ppr S / I Yes: After 90 days
Department preference; GC
§34090 et seq.

Finance /
Admin. FN-005 Budgets - Preliminary, Proposed, Backup Documents When No
Longer
Required
When No
Longer
Required
Mag, Ppr Preliminary drafts; GC §34090
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. (909) 337-3516 - all rights reserved Do not duplicate or distribute without prior written permission Adopted: 6/21/2016 40 Ver. 4.0 RECORDS RETENTION SCHEDULE: FINANCE Page FIN-2 Office of
Record Retention No. Records Description Retention / Disposition Comments / Reference (OFR) Active
(in office)
Inactive
(Records
Center)
Total
Retention Vital? Media Options
Image:

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Finance /
Admin. FN-006 Letters of Credit Upon Release Upon Release Ppr Securities (Performance
Bonds, Letters of Credit, CD's,
etc.) are released after the
Notice of Completion is issued
and replaced with the
Warranty Bond, which is
released 1 year after the
Notice of Completion date.

These are financial
instruments, and therefore are
exempt from the 2 year
requirement for municipal
records; GC §34090
Finance /
Admin. FN-007 Single Audits / Transportation Audits / PERS Audit, etc. 5 years 5 years Mag, Ppr Department Preference
(meets municipal government
auditing standards); GC
§34090
Finance /
Admin. FN-008 Vehicle Titles ("Pink Slips") Sale or Disposal Sale or
Disposal Mag, Ppr Department Preference; GC §34090
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. (909) 337-3516 - all rights reserved Do not duplicate or distribute without prior written permission Adopted: 6/21/2016 41 Ver. 4.0 RECORDS RETENTION SCHEDULE: FINANCE Page FIN-3 Office of
Record Retention No. Records Description Retention / Disposition Comments / Reference (OFR) Active
(in office)
Inactive
(Records
Center)
Total
Retention Vital? Media Options
Image:

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Finance /
Business
Licenses &
Revenue
FN-009
Accounts Receivable -
Miscellaneous - Citations,
Transient Occupancy Tax
(TOT) Applications & Returns,
Damage to Public Property,
Invoices to Outside Entities,
etc.
2 years 3 years 5 years Mag, Mfr,
OD, Ppr S / I Yes: After 90 days
Department preference; Meets
auditing standards; GC
§34090 et seq.

Finance /
Business
Licenses &
Revenue
FN-010 Sewer Assessment Rolls (to
Tax Assessor for Tax Rolls) 2 years 3 years 5 years Mag, Ppr Department preference; Meets
auditing standards; GC
§34090 et seq.

Finance /
Business
Licenses &
Revenue
FN-011
Business License Applications
and Renewals (Regulatory and
Revenue Licenses)
Includes Massage, Taxi and all
other Business Licenses
2 years 3 years 5 years Mag, Mfr,
OD, Ppr S / I Yes: After 90 days
Department preference; Meets
auditing standards; GC
§34090 et seq.

Finance /
Business
Licenses &
Revenue
FN-012
Cash Receipts / Daily Cash
Summaries / Cashiers Reports
/ Cash Reports / Petty Cash
2 years 3 years 5 years Mag, Mfr,
OD, Ppr S / I Yes: After 90 days
Department preference; Meets
auditing standards; GC
§34090 et seq.

BUSINESS LICENSE & REVENUE
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. (909) 337-3516 - all rights reserved Do not duplicate or distribute without prior written permission Adopted: 6/21/2016 42 Ver. 4.0 RECORDS RETENTION SCHEDULE: FINANCE Page FIN-4 Office of
Record Retention No. Records Description Retention / Disposition Comments / Reference (OFR) Active
(in office)
Inactive
(Records
Center)
Total
Retention Vital? Media Options
Image:

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

GENERAL ACCOUNTING
Finance /
General
Accounting
FN-013 1099's / 1096's 2 years 3 years 5 years Mag, Ppr Department Preference; IRS:
4 years after tax is due or paid
(longer for auditing &
contractor delinquency); Ca.

FTB: 3 years; IRS Reg
§31.6001-1(e)(2), R&T
§19530, GC §34090; 29 USC
436
Finance /
General
Accounting
FN-014
Accounts Payable / Invoices
and Backup / W-9s
(Includes Invoices, Travel
Expense Reimbursements,
Warrant Request, etc.)
2 years 5 years 7 years Yes: Until
Paid
Mag, Mfr,
OD, Ppr S / I Yes: After 90 days
Department Preference
(meets municipal government
auditing standards); Statewide
guidelines propose audit + 4
years; Published articles show
3 - 7 years; GC §34090
Finance /
General
Accounting
FN-015 Actuarial Valuation Reports 10 years 10 years Mag, Ppr Department Preference; GC §34090
Finance /
General
Accounting
FN-016
Bank Statements and Trustee
Statements, Fiscal Agent
Statements, Investment
Account Statements, Bank
Reconciliations, Bank
Deposits, Bank Transmittal
Advice
2 years 3 years 5 years Mag, Ppr
Department Preference; meets
auditing standards; GC
§34090, 26 CFR 31.6001-1
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. (909) 337-3516 - all rights reserved Do not duplicate or distribute without prior written permission Adopted: 6/21/2016 43 Ver. 4.0 RECORDS RETENTION SCHEDULE: FINANCE Page FIN-5 Office of
Record Retention No. Records Description Retention / Disposition Comments / Reference (OFR) Active
(in office)
Inactive
(Records
Center)
Total
Retention Vital? Media Options
Image:

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Finance /
General
Accounting
FN-017
Bond Official Statements /
Transcripts / Certificates of
Participations (COPs) -
Includes Continuing Disclosure
Reports
See Bank Statements for
statement retention.

Fully
Defeased +
10 years
Fully Defeased
+ 10 years
Yes: Until
Maturity Mag, Ppr
Department Preference;
Statute of Limitations for
bonds, mortgages, trust
deeds, notes or debentures is
6 years; Bonds issued by local
governments are 10 years;
There are specific
requirements for disposal of
unused bonds; CCP §§336 et
seq. 337.5(a); GC §43900 et
seq.

Finance /
General
Accounting
FN-018 Checks / Warrants (Cashed) 2 years 5 years 7 years Mag, Mfr, OD, Ppr S / I Yes: After 90 days
Department Preference; meets
municipal government auditing
standards; GC §34090, CCP §
337
Finance /
General
Accounting
FN-019 Escheat (Unclaimed money /
uncashed checks) 5 years 5 years Mag, Ppr
Department preference; All
tangible property held by
government agencies
escheats after 3 years; Statute
of Limitations is 1 year for
seized property; CCP
§§340(d), 1519; GC §34090
Finance /
General
Accounting
FN-020 Financial Services Database Indefinite Indefinite Yes Mag Data Fields / Records are interrelated; GC §34090
Finance /
General
Accounting
FN-021 Investment Reports /
Treasurer's Reports 5 years 5 years Yes: Until Paid Mag, Ppr Department Preference; Meets
auditing standards; GC§
34090
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. (909) 337-3516 - all rights reserved Do not duplicate or distribute without prior written permission Adopted: 6/21/2016 44 Ver. 4.0 RECORDS RETENTION SCHEDULE: FINANCE Page FIN-6 Office of
Record Retention No. Records Description Retention / Disposition Comments / Reference (OFR) Active
(in office)
Inactive
(Records
Center)
Total
Retention Vital? Media Options
Image:

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Finance /
General
Accounting
FN-022
Investments / Arbitrage /
Certificate of Deposit /
Investment Bonds (Receipts /
Advisor Reports / Trade
Tickets / LAIF (Local Agency
Investment Fund))
5 years 5 years Yes: Until
Paid Mag, Ppr
Department Preference; Meets
auditing standards; Published
articles show disposal + 7
years for security brokerage
slips; statewide guidelines
propose permanent; FTC
Reg's rely on "selfenforcement"; GC§§ 34090,
43900
Finance /
General
Accounting
FN-023 Journal Entries / Journal
Vouchers 2 years 3 years 5 years Mag, Mfr, OD, Ppr S / I No Department Preference; meets
municipal government auditing
standards; Statute of
Limitations is 4 years;
statewide guidelines propose
Audit + 5 years; GC §34090,
CCP § 337
Finance /
General
Accounting
FN-024 Private Land Developer Trust
Accounts / Deposit Balances
Close + 5
years
Close + 5
years
Mag, Ppr
Department Preference;
(meets municipal government
auditing standards); GC
§34090
Finance /
General
Accounting
FN-025 Purchase Orders &
Attachments / W-9s 2 years 3 years 5 years Mag, Ppr
Department Preference; Meets
auditing standards; GC
§34090
Finance /
General
Accounting
FN-026
Reports, Subsidiary Ledgers,
Reconciliations, Registers,
Transaction Histories, Balance
Sheets, Revenue &
Expenditure Reports, etc.
(MONTHLY OR PERIODIC)
When No
Longer
Required
When No
Longer
Required
Mag, Ppr
Department preference (The
Financial System Database is
the original; reports are
considered drafts or copies);
GC §34090
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. (909) 337-3516 - all rights reserved Do not duplicate or distribute without prior written permission Adopted: 6/21/2016 45 Ver. 4.0 RECORDS RETENTION SCHEDULE: FINANCE Page FIN-7 Office of
Record Retention No. Records Description Retention / Disposition Comments / Reference (OFR) Active
(in office)
Inactive
(Records
Center)
Total
Retention Vital? Media Options
Image:

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Finance /
General
Accounting
FN-027
Reports: Annual State or
Federal: State Controller's
Report, Local Government
Compensation Report, Gas
Tax, MOE (Maintenance of
Effort) Report, Fixed Charge
Special Assessment Report,
Public Self Insurer Report (SIP
Report), Street Report, etc.
2 years 3 years 5 years Mag, Mfr,
OD, Ppr S / I Yes: After 90 days
Department Preference; Meets
auditing standards; GC
§34090
Finance /
General
Accounting
FN-027.1 W-9s
Vendor
Inactive + 3
years
Vendor
Inactive + 3
years
Mag, Mfr,
OD, Ppr S / I Yes: After 90 days
Meets IRS auditing standards;
GC §34090

PAYROLL
Finance /
Payroll FN-028
CalPERS Reports - Annual
Valuation Reports, Actuarial
Valuation Reports, Annual
Employer Statements
2 years 3 years 5 years Mag, Ppr
Department Preference;
Retained to match other
auditing periods; GC §34090
Finance /
Payroll FN-029
DE-6, DE-7, DE-9, DE-43, W3, & DE-166, 941 Forms, IRS
5500 Forms (Employee Benefit
Plans), PERS / FICA &
Medicare Adjustments -
Quarterly Payroll Tax Returns /
OASDI, Federal Tax Deposits,
Adjustments, etc.
2 years 3 years 5 years Mag, Ppr
Department Preference; IRS:
4 yrs after tax is due or paid;
Ca. FTB: 3 years; Articles
show 7 years; 26 CFR
§31.6001-1(e)(2), R&T
§19530; 29 CFR 516.5 -
516.6, 29 USC 436, GC
§34090
Finance /
Payroll FN-030 Deferred Compensation (457, 401A) Reports, Registers 2 years 3 years 5 years Mag, Ppr Department preference; GC §34090 HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. (909) 337-3516 - all rights reserved Do not duplicate or distribute without prior written permission Adopted: 6/21/2016 46 Ver. 4.0 RECORDS RETENTION SCHEDULE: FINANCE Page FIN-8 Office of
Record Retention No. Records Description Retention / Disposition Comments / Reference (OFR) Active
(in office)
Inactive
(Records
Center)
Total
Retention Vital? Media Options
Image:

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Finance /
Payroll FN-031
Payroll Benefit Files /
Administration Forms
(Changes, Personnel Action
Form copies, Vacation pay-off
requests, etc.)
Separation +
2 years 3 years Separation + 5 years
Mag, Ppr Department preference; GC
§34090
Finance /
Payroll FN-031.1 Payroll Direct Deposit Authorizations 2 years 3 years 5 years Mag, Ppr Department preference; GC §34090 Finance /
Payroll FN-032 Payroll Journals 2 years 3 years 5 years Mag, Ppr Department preference; GC §34090 Finance /
Payroll FN-033
Payroll Reports (includes
Deduction Registers, Leave
Registers, Time Transaction
Reports, etc.)
2 years 3 years 5 years Mag, Ppr Department preference; GC §34090
Finance /
Payroll FN-034
Time Sheets / Time Cards /
Overtime Sheets / Overtime
Cards
2 years 3 years 5 years Mag, Ppr
Department preference; Meets
auditing standards (audit + 4
years); IRS requires 4 years;
Ca. requires 2 yr min.; FTB
keeps 3 years; Most
Employees provide digital
signatures when they submit
their timecards, but some in
Public Works and Community
Services do not (another
employee enters their time);
IRS Reg §31.6001-1(e)(2),
R&T §19530; LC § 1174(d); 29
CFR 516.5; GC §34090
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. (909) 337-3516 - all rights reserved Do not duplicate or distribute without prior written permission Adopted: 6/21/2016 47 Ver. 4.0 RECORDS RETENTION SCHEDULE: FINANCE Page FIN-9 Office of
Record Retention No. Records Description Retention / Disposition Comments / Reference (OFR) Active
(in office)
Inactive
(Records
Center)
Total
Retention Vital? Media Options
Image:

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Finance /
Payroll FN-035 W-2's P P Mag, Ppr
Department Preference for
PERs Buy-back purposes;
IRS: 4 yrs after tax is due or
paid; Ca. FTB: 3 years;
Articles show 7 years; IRS
Reg §31.6001-1(e)(2), R&T
§19530; 29CFR 516.5 - 516.6,
29USC 436, GC §34090
Finance /
Payroll FN-036 W-4's
No Longer in
Effect + 4
years
No Longer in
Effect + 4
years
Mag, Ppr
IRS Regulation 31-6001-1 four
years after the due date of
such tax for the return period
to which the records relate, or
the date such tax is paid,
whichever is the later. GC
§34090; 26 CFR 31.6001-1

RISK MANAGEMENT
Finance /
Risk
Manage.

FN-037 Lawsuits / Litigation Resolution +
5 years
Resolution + 5
years
Yes: Until
Settlement
Mag,
Ppr
Department preference; CCP
§§ 337 et seq.; GC §§ 911.2,
945.6, 34090, 34090.6; PC
§832.5(b)
Finance /
Risk
Manage.

FN-038 Claims Resolution +
5 years
Resolution + 5
years
Yes: Until
Settlement
Mag,
Ppr
Department preference; CCP
§§ 337 et seq.; GC §§ 911.2,
945.6, 34090, 34090.6; PC
§832.5(b)
Finance /
Risk
Manage.

FN-039 Insurance Polices (City-owned
policies) P P
Mag, Mfr,
OD, Ppr S / I Yes: After 90 days
Department Preference; GC
§34090
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. (909) 337-3516 - all rights reserved Do not duplicate or distribute without prior written permission Adopted: 6/21/2016 48 Ver. 6.0 RECORDS RETENTION SCHEDULE: HUMAN RESOURCES Page HR-1 Office of
Record Retention No. Records Description Retention / Disposition Comments / Reference (OFR) Active
(in office)
Inactive
(Records
Center)
Total
Retention Vital? Media Options
Image:

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

HUMAN RESOURCES
Human
Resources HR-001 Benefit Plan Documents (CalPERS, Optical, Dental, etc.) Duration of
the Contract
+ 2 6 years
Duration of
the Contract
+ 2 6 years
Yes: For
Duration of
Contract
Mag, Ppr
EEOC / ADEA (Age) requires 1
year after benefit plan
termination; Federal law requires
6 years after filing date for
retirement; State Law requires 2
years after action; 29 CFR
1627.3(b)(2); 29 USC 1027; GC
§§12946, 12960, 34090
Human
Resources HR-002
Classification / Reorganization
Studies (for employee
classifications and department
structures)
Minimum 3
years
Minimum 3
years
Mag, Ppr
Bureau of National Affairs
recommends 2 years for all
supplementary Personnel
records; Wage rate tables are 1
or 2 years; State requires 2
years; 29 CFR 516.6, 29 CFR
1602.14, GC §§12946, 12960,
34090
Human
Resources HR-003 Compensation Surveys & Studies Minimum 3 years Minimum 3
years
Mag, Ppr
Bureau of National Affairs
recommends 2 years for all
supplementary Personnel
records; Wage rate tables are 1
or 2 years; State requires 2
years; 29 CFR 516.6(2), 29 CFR
1602.14, GC §§12946, 12960,
34090
Human
Resources HR-003.1 COVID-19 Notifications to Employees 3 years 3 years Mag, Ppr LC §6409.6(k), GC §34090 HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. (909) 337-3516 - all rights reserved Do not duplicate or distribute without prior written permission Adopted: 6/21/2016 49 Ver. 6.0 RECORDS RETENTION SCHEDULE: HUMAN RESOURCES Page HR-2 Office of
Record Retention No. Records Description Retention / Disposition Comments / Reference (OFR) Active
(in office)
Inactive
(Records
Center)
Total
Retention Vital? Media Options
Image:

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Human
Resources HR-004
Department of Fair Employment
& Housing (DFEH or EEOC)
Claims / Harassment Claims
Final
Disposition
+ 3 years
Final
Disposition
+ 3 years
Mag, Ppr
All State and Federal laws
require retention until final
disposition of formal complaint;
State requires 2 years after "fully
and finally disposed"; 2 CCR
7287.0; GC §§12946, 12960,
34090
Human
Resources HR-005 DMV Pull Notices
When
Superseded
or
Separated
When
Superseded
or
Separated
Mag Ppr
Transitory or source records not
retained in the ordinary course
of business; CHP audits every 2
years; Bureau of National Affairs
recommends 2 years for all
supplementary Personnel
records; GC §34090
Human
Resources HR-006 Drug & Alcohol Test Results (All - Positives and Negatives) 5 years 5 years Mag Ppr Department preference; D.O.T.

Requires 5 years for positive
tests, 1 year for negative tests;
EEOC/FLSA/ADEA (Age)
requires 3 years physical
examinations; State Law
requires 2 years; 29 CFR
1627.3(b)(1)(v), GC §§12946,
12960, 34090; 49 CFR 655.71 et
seq.; 49 CFR 382.401 et seq.
49 CFR 653.71
Human
Resources HR-007 Employment Verifications
When No
Longer
Required
When No
Longer
Required
Mag, Ppr
Preliminary drafts not retained in
the "Regular Course of
Business" GC §§34090, 6252,
6254(a)
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. (909) 337-3516 - all rights reserved Do not duplicate or distribute without prior written permission Adopted: 6/21/2016 50 Ver. 6.0 RECORDS RETENTION SCHEDULE: HUMAN RESOURCES Page HR-3 Office of
Record Retention No. Records Description Retention / Disposition Comments / Reference (OFR) Active
(in office)
Inactive
(Records
Center)
Total
Retention Vital? Media Options
Image:

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Human
Resources HR-008 I-9s Separation + 3 years
Separation +
3 years
Mag, Mfr,
OD, Ppr S
Yes: After

QC & OD
Non-citizens must re-certify
periodically; RICA recommends
Required for 1 year from
termination or 3 years from
hiring, whichever is later; EEOC
/ FLSA / ADEA (Age) requires 3
years for "any other forms of
employment inquiry"; State Law
requires 2 -3 years; INA
274A(b)(3); INS Rule
274a.1(b)(2); 8 CFR 274a.2; 29
CFR 1627.3(b)(1); GC §§12946,
12960, 34090
Human
Resources HR-009 Job Descriptions / Classification Specifications Minimum 3
years
Minimum 3
years
Mag, Mfr,
OD, Ppr S / I Yes: After 1 year
Department preference;
EEOC/FLSA/ADEA (Age)
requires 3 years for promotion,
demotion, transfer, selection, or
discharge; State Law requires 2 -
3 years; retirement benefits is 6
years from last action; 29 CFR
1602.31 & 1627.3(b)(1), 8 CCR
§3204(d)(1) et seq., GC
§§12946, 12960, 34090
Human
Resources HR-010
Labor Relations Files
(Negotiation Notes,
Correspondence, Interpretation of
MOU Provisions, Documentation,
etc.)
5 years 5 years 10 years Mag, Ppr Department Preference; GC §34090
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. (909) 337-3516 - all rights reserved Do not duplicate or distribute without prior written permission Adopted: 6/21/2016 51 Ver. 6.0 RECORDS RETENTION SCHEDULE: HUMAN RESOURCES Page HR-4 Office of
Record Retention No. Records Description Retention / Disposition Comments / Reference (OFR) Active
(in office)
Inactive
(Records
Center)
Total
Retention Vital? Media Options
Image:

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Human
Resources HR-011 OSHA Inspections & Citations, Log 200 and Log 300, 301, 301A 5 years 5 years Mag, Ppr Calif. Labor Division is required
to keep their records 7 years;
OSHA requires 5 years; State
law requires 2 years; 8 CCR
14300.33, 8 CCR §3203(b)(1),
GC §34090; LC §6429c
Human
Resources HR-012
Personnel Files - Employee File
Includes Application, Disciplinary
Actions, Evaluations, Formal
Complaints, Grievances /
Appeals, Policies, Oath of
Disaster Workers / Oaths of
Office, PAFs, 1095-C, 1094-C,
etc.

Separation +
10 years
20 years, or
Termination
of Benefits +
5 years,
whichever is
longer
Separation +
30 years, or
Termination
of Benefits +
5 years,
whichever is
longer
Mag, Mfr,
OD, Ppr S
Yes: After
Separation +
1 year
Department Preference; statute
of limitations for retirement
benefits is 6 years from last
action; EEOC/FLSA/ADEA (Age)
requires 3 years for promotion,
demotion, transfer, selection, or
discharge; State Law requires 2 -
3 years; 29 CFR 1602.31 &
1627.3(b)(1), GC §§ 3105,
12946, 12960, 34090; 29 USC
1113, LC §1198.5;
Human
Resources HR-013
Personnel Files - Medical /
Background File (all employees)
Pre-employment Medical
Clearances, ADA
Accommodations, etc.

Separation +
10 years
20 years, or
Termination
of Benefits +
5 years,
whichever is
longer
Separation +
30 years, or
Termination
of Benefits +
5 years,
whichever is
longer
Yes: Until
Separation
Mag, Mfr,
OD, Ppr S
Yes: After
Separation +
1 year
Department preference; Files
maintained separately; Claims
can be made for 30 years for
toxic substance exposure; 8
CCR §3204(d)(1) et seq., 29
CFR 1910.1020(d)(1)(i), GC
§§12946, 12960, 34090, 29 CFR
1627.3, 29 CFR 1602.14; LC
§1198.5; 29 USC 1113
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. (909) 337-3516 - all rights reserved Do not duplicate or distribute without prior written permission Adopted: 6/21/2016 52 Ver. 6.0 RECORDS RETENTION SCHEDULE: HUMAN RESOURCES Page HR-5 Office of
Record Retention No. Records Description Retention / Disposition Comments / Reference (OFR) Active
(in office)
Inactive
(Records
Center)
Total
Retention Vital? Media Options
Image:

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Human
Resources HR-014
Recruitment and Testing File
(Includes Advertisements,
Applications for Unsuccessful
Candidates, Job Brochures, Test
Data, Testing Analysis &
statistical Metric, Job Analysis,
Rating Sheets, Scantrons,
Rater's Profile & Confidentiality
Agreement, Flowchart, Eligible
Lists, etc.)
Hiring
Decision + 4
3 years
Hiring
Decision + 4
3 years
Mag, Ppr
Department preference; State
Law requires 4 2 - 3 years
EEOC / FLSA / ADEA (Age)
requires 1-3 years; ; 29 CFR
1627.3(b)(1), 29 CFR 1602.14 et
seq. 2 CCR 7287.0(c)(2), 2 CCR
11013(c); GC §§12946, 12960,
34090
Human
Resources HR-015
Studies & Surveys Conducted on
Behalf of the City (Sick Leave,
Attrition, Benefits, etc.)
When No
Longer
Required
When No
Longer
Required
Mag, Ppr
Preliminary drafts not retained in
the ordinary course of business;
GC §34090
Human
Resources HR-016 Workers Compensation Claim Runs / Monthly Reports 5 years 5 years Mag Ppr Meets auditing standards; GC §34090 Human
Resources HR-017 Workers Compensation Claims / Long Term Disability Claims Separation +
10 years
20 years, or
Termination
of Benefits +
5 years,
whichever is
longer
Separation +
30 years, or
Termination
of Benefits +
5 years,
whichever is
longer
Yes: Until
Separation
Mag, Mfr,
OD, Ppr S
Yes: After
Separation +
1 year
Department preference; Files
maintained separately; Claims
can be made for 30 years for
toxic substance exposure; 8
CCR §3204(d)(1) et seq., 29
CFR 1910.1020(d)(1)(i), GC
§§12946, 12960, 34090, 29 CFR
1627.3, 29 CFR 1602.14; LC
§1198.5; 29 USC 1113
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. (909) 337-3516 - all rights reserved Do not duplicate or distribute without prior written permission Adopted: 6/21/2016 53 Ver. 6.0 RECORDS RETENTION SCHEDULE: PLANNING Page PL-1 Office of
Record Retention No. Records Description Retention / Disposition Comments / Reference (OFR) Active
(in office)
Inactive
(Records
Center)
Total
Retention Vital? Media Options
Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper
after
Imaged &
QC'd?
If the record is not listed here, refer to the Retention for City-Wide Standards Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

PLANNING
Planning PL-001 Alcohol Beverage Control License
Applications (ABC Applications)
When No
Longer
Required
When No
Longer
Required
Mag, Ppr (Non-Records)
Planning PL-002 Annexations / Boundaries /
Consolidations / LAFCO 5 years P P
Mag,
Mfr, OD,
Ppr
S / I Yes: After
QC & OD Land Records; GC §34090
Planning PL-003 Census, Demographics
When No
Longer
Required
When No
Longer
Required
Mag, Ppr (Non-Records - Census Bureau
is OFR)
Planning PL-004
Director's Hearings

AGENDA PACKETS & AGENDAS
P P
Mag,
Mfr, OD,
Ppr
S / I Yes: After

QC & OD
Original Staff Reports are filed
in the project file; Brown Act
challenges must be filed within
30 or 90 days of action; GC
§§34090, 54960.1(c)(1)
Planning PL-005
Director's Hearings
AUDIO RECORDINGS of Meetings
/ Audio Tapes
2 years 2 years
Tape
(Mag)
Department preference; State
law only requires for 30 days;
GC §54953.5(b)
Planning PL-006
Director's Hearings

RESOLUTIONS
P P Yes
Mag,
Mfr, OD,
Ppr
S No GC §34090
HALF MOON BAY, CA. ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 54 Ver. 6.0 RECORDS RETENTION SCHEDULE: PLANNING Page PL-2 Office of
Record Retention No. Records Description Retention / Disposition Comments / Reference (OFR) Active
(in office)
Inactive
(Records
Center)
Total
Retention Vital? Media Options
Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper
after
Imaged &
QC'd?
If the record is not listed here, refer to the Retention for City-Wide Standards Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Planning PL-006.1
Environmental Determinations:

Environmental Impact Reports
(EIRs), Negative Declarations,
Categorical Exemptions, etc.) /

CEQA / NEPA
Correspondence submitted to, or
transferred from the agency, and
all internal agency
communications, including staff
notes related to a non-exempt
CEQA action
Project
Approval or
Denial + 180
days
Project
Approval or
Denial + 180
days
Mag,
Ppr
Not all internal communications
and notes are required to be
saved; "E-mails that do not
provide insight into the project
or the agency’s CEQA
compliance with respect to the
project — are not within the
scope of section 21167.6,
subdivision (e) and need not be
retained." Golden Door
Properties, LLC v. Superior
Court of San Diego County
(County of San Diego, et al.,
Real Parties in Interest) (53
Cal.App.5th 733); PRC 21167,6;
GC §34090
Planning PL-007
Environmental Determinations:

Environmental Impact Reports
(EIRs), Negative Declarations, etc. )
Inside City boundaries
P P
Mag,
Mfr, OD,
Ppr
S
Yes: After

QC & OD
Usually filed in the project file;
Final environmental
determinations are required to
be kept a "reasonable period of
time"; 14 CCR §15095(c); GC
§34090
HALF MOON BAY, CA. ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 55 Ver. 6.0 RECORDS RETENTION SCHEDULE: PLANNING Page PL-3 Office of
Record Retention No. Records Description Retention / Disposition Comments / Reference (OFR) Active
(in office)
Inactive
(Records
Center)
Total
Retention Vital? Media Options
Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper
after
Imaged &
QC'd?
If the record is not listed here, refer to the Retention for City-Wide Standards Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Planning PL-008
Environmental Determinations:

Environmental Impact Reports
(EIRs), Negative Declarations, etc. )
Outside City boundaries
When No
Longer
Required
When No
Longer
Required
Ppr
Non-records; EIRs and
Negative Declarations within the
City Boundaries are with the
project file
Planning PL-009 General Plan, Elements and
Amendments P P
Mag,
Mfr, OD,
Ppr
S / I Yes: After

QC & OD
City Clerk Maintains all Agenda
Packets Permanently; GC
§34090.7
Planning PL-010 Historical Preservation P P
Mag,
Mfr, OD,
Ppr
S / I Yes: After

QC & OD
Department Preference; GC
§34090
Planning PL-011 Home Occupation Permits P P
Mag,
Mfr, OD,
Ppr
S / I Yes: After

QC & OD
Department Preference; GC
§34090
Planning PL-012
Master Plans, Specific Plans,
Bikeway Plans, Landscaping Plans,
Street Master Plans, etc.

P P
Mag,
Mfr, OD,
Ppr
S / I Yes: After

QC & OD
Department Preference; GC
§34090
Planning PL-013 Materials Boards
When No
Longer
Required
When No
Longer
Required
Mag, Ppr
Preliminary drafts not retained
in the ordinary course of
business; GC §34090
Planning PL-014
Planning Commission

AGENDA PACKETS & AGENDAS
P P
Mag,
Mfr, OD,
Ppr
S / I Yes: After

QC & OD
Original Staff Reports are filed
in the project file; Brown Act
challenges must be filed within
30 or 90 days of action; GC
§§34090, 54960.1(c)(1)
HALF MOON BAY, CA. ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 56 Ver. 6.0 RECORDS RETENTION SCHEDULE: PLANNING Page PL-4 Office of
Record Retention No. Records Description Retention / Disposition Comments / Reference (OFR) Active
(in office)
Inactive
(Records
Center)
Total
Retention Vital? Media Options
Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper
after
Imaged &
QC'd?
If the record is not listed here, refer to the Retention for City-Wide Standards Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Planning PL-015
Planning Commission
AUDIO RECORDINGS of Meetings
/ Audio Tapes
2 years 2 years
Tape
(Mag)
Department preference; State
law only requires for 30 days;
GC §54953.5(b)
Planning PL-016
Planning Commission
VIDEO RECORDINGS of Meetings
/ Audio Tapes
Minimum 10
years
Minimum 10
years

Tape
(Mag)
Department preference; Video
recording of meetings are only
required for 90 days; GC
§§34090.7, 34090
Planning PL-017
Planning Commission

MINUTES, RESOLUTIONS &
BYLAWS
P P Yes
Mag,
Mfr, OD,
Ppr
S No GC §34090
Planning PL-018
Planning Project Files / Coastal
Permit Files - Approved
Permanent Entitlements
(Includes Associated CEQA
Noticing, Conditions of Approval,
Public Noticing, Environmental
Determinations, Staff Reports,
Plans & Maps)
Examples: Conditional Use Permits
(CUPs), Design Review, Lot Line
Adjustments, Parcel Maps, Planned Unit
Developments (PUD), Site Plans,
Tentative Subdivisions, Variances, Zone
Changes, etc.

Minimum 5
years
P P Yes
Mag,
Mfr, OD,
Ppr
S
Yes: After

QC & OD
Department preference; Final
environmental determinations
are required to be kept a
"reasonable period of time"; 14
CCR §15095(c); GC§§34090,
34090.7
HALF MOON BAY, CA. ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 57 Ver. 6.0 RECORDS RETENTION SCHEDULE: PLANNING Page PL-5 Office of
Record Retention No. Records Description Retention / Disposition Comments / Reference (OFR) Active
(in office)
Inactive
(Records
Center)
Total
Retention Vital? Media Options
Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper
after
Imaged &
QC'd?
If the record is not listed here, refer to the Retention for City-Wide Standards Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Planning PL-019 Project Log Index / Spreadsheet /
Binders of Historic Actions P P Yes
Mag,
Mfr, OD,
Ppr
S / I Yes: After
1 year
Department Preference; GC
§34090
Planning PL-020 Special Studies Minimum 2
years
Minimum 2
years
Mag, Ppr Department Preference; GC
§34090
Planning PL-021
Temporary Entitlements /
Temporary Permits (Approved &
Unapproved):

Christmas Tree Lots, Banner
Permits, Pumpkin Lots, Temporary
Signs, etc.
2 years 2 years
Yes:

During
Event
Mag, Ppr
Temporary uses; Department
maintains complete files for
administrative purposes;
GC§§34090
Planning PL-022 Zoning Maps (Historically
Significant) P P Yes (all)
Mag,
Mfr, OD,
Ppr
S No
Department Preference; City
Clerk Maintains originals of all
documents that were presented
to Council; GC §34090.7
Planning PL-023 Zoning Ordinance Amendments,
Reclassifications / Zone Change P P Yes
Mag,
Mfr, OD,
Ppr
S / I Yes: After
1 year
Department Preference
(copies); GC §34090.7
HALF MOON BAY, CA. ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 58 HOW TO USE RETENTION SCHEDULES
©1995-2021 Gladwell Governmental Services, Inc. (909) 337-3516 - all rights reserved Do not duplicate or distribute without prior written permission A legend explaining the information presented in the retention schedule has been printed on the back of each page for your easy reference; an index to locate records is also provided.

The specified retention period applies regardless of the media of the record: If a record is stored on paper and a computer file on a hard drive, both records should be destroyed (or erased) after the specified period of time has elapsed.

Copies or duplicates of records should never be retained longer than the prescribed period for the original record.

STRUCTURE: CITYWIDE, DEPARTMENTS & DIVISIONS
The City-wide retention schedule includes those records all departments have in common (letters, memorandums, purchase orders, etc.). These records are NOT repeated in the Department retention schedule, unless that department is the Office of Record, and therefore responsible for maintaining the original record for the prescribed length of time.

Each department has a separate retention schedule that describes the records that are unique to their department, or for which they are the Office of Record. Where appropriate, the department retention schedules are organized by Division within that Department. If a record is not listed in your department retention schedule, refer to the City-wide retention schedule. An index will be provided for your reference.

BENEFITS
This retention schedule has been developed by Diane R. Gladwell, MMC, an expert in Municipal Government records, and will provide the City with the following benefits:
• Reduce administrative expenses, expedite procedures
• Free filing cabinet and office space
• Reduce the cost of records storage
• Eliminate duplication of effort within the City
• Find records faster
• Easier purging of file folders
• Determine what media should be used to store records
For questions, please contact the City Clerk.

AUTHORIZATION TO DESTROY RECORDS:

Destruction of an original record that has exceeded its retention period must be authorized according to City Policies & Procedures prior to destroying it.
• If there is a minimum retention (“Minimum 2 years"), destruction of the document must be authorized before it is destroyed, as it is an original record.

Copies, drafts, notes and non-records do NOT require authorization, and can be destroyed “When No Longer Required.”
• If there is NOT a minimum retention ("When No Longer Required"), it does NOT need to be authorized prior to destruction, as it is a preliminary draft / transitory record or a copy.

On every page of the schedules (near the top, just under the column headings) are important instructions, including instructions regarding holds on destroying records. “Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).”
59

Page 1 of 1 ends

BUSINESS OF THE COUNCIL OF THE CITY OF HALF MOON BAY

AGENDA REPORT
For meeting of: August 16, 2022
TO: Honorable Mayor and City Council
VIA: Bob Nisbet, City Manager
FROM: Lisa Lopez, Administrative Services Director
Kenneth Stiles, Finance Manager
TITLE: QUARTERLY FINANCIAL REPORT FOR THE FOURTH QUARTER OF FISCAL YEAR 2021-22
______________________________________________________________________________ RECOMMENDATION:

Accept the Quarterly Financial Report for the 4th Quarter of Fiscal Year 2021-22.

FISCAL IMPACT:

There is no fiscal impact with the acceptance of this report.

STRATEGIC ELEMENT:

This recommendation supports the Fiscal Sustainability and Inclusive Governance Elements of the Strategic Plan.

BACKGROUND:

One of the City Council strategic priorities includes planning for and implementing long-term financial stability. A key component of this goal includes preparing a quarterly financial report that would provide readers with an executive summary of the City’s current financial conditions as it relates to the annual operating budget to ensure accountability and transparency in managing public funds.

DISCUSSION:

As stated in the attached report, revenues are overperforming budget and expenditures are within budget. The City anticipates a surplus at the conclusion of the audit and delivery of the Annual Comprehensive Financial Report in December. With the information available, staff holds no great concern for financial stability for the current fiscal year; however, will continue to monitor any changes that may impact the City.

ATTACHMENT:

Fourth Quarter Financial Report as of June 30, 2022
60 CITY OF HALF MOON BAY
Quarterly Financial Report
June 30, 2022
Prepared By:

Administrative Services Department
61 Funds Actual % of Budget Actual % of Budget
General Fund 21,184,581                104% 19,698,626                91.9% Special Revenue Funds 6,331,585                  81% 5,850,494                  26.1% Sewer Operations 6,686,395                  100% 6,577,220                  98.3% Sewer Capital 204,319                     114% 2,954,127                  62.2% Internal Service Funds 1,381,670                  100% 1,086,125                  65.3% Pension Stabilization Fund 1,045,089                  100% 1,041,748                  100.0% TOTAL FOR ALL FUNDS 36,833,638               98% 37,208,340               64.1% Revenues Expenditures
0% 20% 40% 60% 80% 100%
General Fund
Special Revenue Funds
Sewer Operations
Sewer Capital
Internal Service Funds
Revenue & Expenditure Summary
Revenues to Budget Expenditures to Budget
62 Department Budget Actual % of
Budget
Prior Year
Actual
Prior Year
% of Actuals
Transient Occupancy Tax 7,200,000                                 7,660,223 106% 3,624,224 $            75% Property Taxes 3,349,286                                 3,625,426 108% 3,322,425 $            93% Sales & Use Tax 2,983,400                                 2,581,458 87% 2,202,838 $            80% Franchise Tax 838,900                                       843,746 101% 668,302 $                94% Business License Tax 314,000                                       306,825 98% 298,637 $                99% Charges for Services 1,711,896                                 2,027,388 118% 1,835,453 $            90% Interest and Investment 87,700                                           71,577 82% 86,305 $                  ‐660% Other Revenues 2,560,007                                 2,645,576 103% 1,866,279 $            100% Transfers in 1,422,140                                 1,422,140 100% 528,923 $                100% TOTAL 20,467,329                           21,184,357 104% 14,433,387             87% 0% 20% 40% 60% 80% 100%
Transient Occupancy Tax
Property Taxes
Sales & Use Tax
Franchise Tax
Business License Tax
Charges for Services
Interest and Investment
General Fund Revenue Summary
Revenues to Budget
63 Department Budget Actual % of
Budget
Prior Year
Actual
Prior Year
% of Actuals
Administrative Services 1,200,519                            1,061,486 88% 1,254,515 $            97% City Clerk / Communications 939,293                                   779,938 83% 701,066 $                97% City Council 215,739                                   146,438 68% 147,921 $                89% City Managers Office 7,188,100                            6,898,437 96% 6,304,335 $            98% Community Development 1,800,137                            1,465,971 81% 1,354,888 $            96% Public Works 3,411,219                            2,793,328 82% 2,547,017 $            94% Debt Service 1,371,686                            1,234,133 90% $                       ‐ 0% Non‐Departmental                           ‐ ‐                           ‐ $                        0% Operating Transfers 1,871,542                            1,871,542 100% 1,789,178 $            100% Capital Transfers 3,447,577                            3,447,577 100% 1,578,601 $            100% TOTAL 21,445,811                        19,698,849 91.9% 15,677,521             97% 0% 20% 40% 60% 80% 100%
Administrative Services
City Clerk / Communications
City Council
City Managers Office
Community Development
Public Works
Debt Service
Capital Transfers
General Fund Expenditure Summary
Expenditures to Budget
64 GENERAL FUND ANALYSIS:

The General Fund is the primary operating fund of the City and is used to account for most operating activities. Table 1 below provides year‐to‐date through the fourth quarter comparable data for the current fiscal year and the prior year.

Through the fourth quarter, the city received $21.1 million of revenues for the fiscal year.

Revenues have generally increased due to the recovery of tourism and the receipt of the ARPA funds. While last year revenues were 87%, current fiscal year revenues are 104% of budget.

Revised
Budget
Actuals as of
06/30/2022
% of
Budget
Final
Actuals
Actuals as of
06/30/2021
% of
Actuals
Revenues
Transient Occupancy Tax 7,200,000 7,660,223 106% 4,817,532 3,624,224 75% Property Taxes 3,349,286 3,625,426 108% 3,586,408 3,322,425 93% Sales & Use Tax 2,983,400 2,581,458 87% 2,763,035 2,202,838 80% Franchise Tax 838,900 843,746 101% 707,353 668,302 94% Business License Tax 314,000 306,825 98% 301,754 298,637 99% Charges for Services 1,711,896 2,027,388 118% 2,039,910 1,835,453 90% Interest and Investment 87,700 71,577 82% (13,081) ‐ 86,305 660% Other Revenues 2,560,007 2,645,576 103% 1,869,968 1,866,279 100% Transfers in 1,422,140 1,422,140 100% 528,923 528,923 100% Total Revenues 20,467,329 21,184,357 104% 16,601,802 14,433,387 87% Expenditures
Administrative Services 1,200,519 1,061,486 88% 1,295,683 1,254,515 97% City Clerk / Communications 939,293 779,938 83% 721,317 701,066 97% City Council 215,739 146,438 68% 166,491 147,921 89% City Managers Office 7,188,100 6,898,437 96% 6,431,717 6,304,335 98% Community Development 1,800,137 1,465,971 81% 1,413,980 1,354,888 96% Public Works 3,411,219 2,793,328 82% 2,698,276 2,547,017 94% Debt Service 1,371,686 1,234,133 90% ‐ ‐ Non Departmental ‐ ‐ ‐ ‐ Operating Transfers 1,871,542 1,871,542 100% 1,789,178 1,789,178 100% Capital Transfers 3,447,577 3,447,577 100% 1,578,601 1,578,601 100% Total Expenditures 21,445,811 19,698,849 91.9% 16,095,243 15,677,521 97% FY 2021‐22 FY 2020‐21
Table 1: Fourth Quarter Budget to Actual Comparison
65 Expenditures through the fourth quarter total $19.6 million. Although higher than the prior year, the increase is due to the return of spending after a COVID impacted year. Expenditures are tracking at 92% of budget.

Revenues
Table 2 below shows a year‐to‐date summary of actual revenues through the fourth quarter for fiscal years 2021‐22 and 2020‐21.
 Transient Occupancy Tax: The City has received $7.6 million through the fourth quarter.

This is an increase of $4 million from the prior year. The increase in revenue is due to the strong recovery of tourism and a recent increase to the TOT tax rate as approved by voters. This revenue stream is at 106% of budget compared to the prior year’s 75%. The City is expecting two additional receipts to arrive after the June 30th measurement date.  Property Taxes: Most property tax funds are received in December and April. $3.6 million in revenues have been received thus far. Property taxes are at 108% of budget as compared to the prior year’s 93%. The City is expecting one additional receipt to arrive after the June 30th measurement date.
 Sales & Use Taxes: The City received $2.5 million ofsalestaxes. Thisis an increase of $378 thousand from the prior year. This category is tracking slightly better than anticipated.

The City is expecting two additional receipts to arrive after the June 30th measurement date.

Revised
Budget
Actuals as of
06/30/2022
% of
Budget
Actuals as of
06/30/2021
% of
Actuals
Revenues ‐
Transient Occupancy Tax 7,200,000 7,660,223 106% 3,624,224 75% Property Taxes 3,349,286 3,625,426 108% 3,322,425 93% Sales & Use Tax 2,983,400 2,581,458 87% 2,202,838 80% Franchise Tax 838,900 843,746 101% 668,302 94% Business License Tax 314,000 306,825 98% 298,637 99% Charges for Services 1,711,896 2,027,388 118% 1,835,453 90% Interest and Investment 87,700 71,577 82% 86,305 ‐660% Other Revenues 2,560,007 2,645,576 103% 1,866,279 100% Transfers in 1,422,140 1,422,140 100% 528,923 100% Total Revenues 20,467,329 21,184,357 104% 14,433,387 87% FY 2021‐22 FY 2020‐21
Table 2: Fourth Quarter Revenues
66  All other revenues: The City received $2.6 million in other revenues. This category generally includes miscellaneous, non‐material, or one‐time funds. The increase in this category is mostly due to the receipt of $1.5 million in ARPA funds.

Expenditures
Table 3 below shows a summary of fourth quarter budget‐to‐actual expenditures for fiscal years 2021‐22 and 2020‐21.

General fund expenditures through the fourth quarter total $19.6 million or 92% of budget.

Operating expenditures are tracking as anticipated.

Budget Adjustments
Table 4 below shows a summary of council actions with potential budgetary effects during the fourth quarter not reflected in the numbers above.

Remaining Transactions
In accordance with generally accepted accounting standards, receipts received and payments made within two months of the end of the fiscal year must be recognized for the year they are applicable.

Revised
Budget
Actuals as of
06/30/2022
% of
Budget
Final
Actuals
Actuals as of
06/30/2021
% of
Budget
Expenditures
Administrative Services 1,200,519 1,061,486 88% 1,295,683 1,254,515 97% City Clerk / Communications 939,293 779,938 83% 721,317 701,066 97% City Council 215,739 146,438 68% 166,491 147,921 89% City Managers Office 7,188,100 6,898,437 96% 6,431,717 6,304,335 98% Community Development 1,800,137 1,465,971 81% 1,413,980 1,354,888 96% Public Works 3,411,219 2,793,328 82% 2,698,276 2,547,017 94% Debt Service 1,371,686 1,234,133 90% ‐ ‐ Non‐Departmental ‐ ‐ ‐ ‐ Operating Transfers 1,871,542 1,871,542 100% 1,789,178 1,789,178 100% Capital Transfers 3,447,577 3,447,577 100% 1,578,601 1,578,601 100% Total Expenditures 21,445,811 19,698,849 91.9% 16,095,243 15,677,521 97% Table 3: Fourth Quarter Expenditures
FY 2021‐22 FY 2020‐21
Item Major Funding Source Total Fiscal Impact GF Impact No Budgetary Adjustments During the Fourth Quarter
Total $ ‐ ‐ $
Table 4: Budget Adjustments
67 Table 5 below details the pending transactions the City is anticipating during the months of July and August that are not reflected in the numbers above.

Table 5: Estimated Remaining Transactions
TOT from rooms rented in May and June      1,724,720
Sales Taxes from May and June       565,776
Other FY21‐22 Receipts received in July and August          270,000 Other FY21‐22 expenditures paid in July and August       (769,707) 1,790,789
Conclusion
Table 6 below shows an updated summary of general fund balances for the current fiscal year.

Due to the overperformance in revenues, the City’s financial outlook is stronger going into fiscal year 2022‐23. Since the numbers above are unaudited and a portion of the overperformance was considered in the 2022‐23 Budget, staff will recommend uses of the remaining funds after the conclusion of the audit and the presentation of the Annual Comprehensive Financial Report.

FY2021‐22
Revised Budget
FY2021‐22
Est. Actuals*
Beginning Fund Balance 11,140,700 11,140,700 Revenues 20,467,329 21,184,357 Expenditures (21,445,811) (19,698,849) Est Remaining Transactions ‐ 1,790,789 Net Change to Fund Balance (978,482) 3,276,297 Ending Fund Balance 10,162,218 14,416,997 General Fund Reserve (5,399,470) (5,399,470) Economic Uncertainty (3,599,647) (3,599,647) Unassigned 1,163,101 5,417,880 Table 6: General Fund Balance Summary
*Numbers are unaudited. Final audited numbers are presented with the delivery of the Annual Comprehensive Financial Report in December
68

Page 1 of 1 ends

BUSINESS OF THE COUNCIL OF THE CITY OF HALF MOON BAY

AGENDA REPORT
For meeting of: August 16, 2022
TO: Honorable Mayor and City Council
VIA: Bob Nisbet, City Manager
FROM: Lisa Lopez, Administrative Services Director
Kenneth Stiles, Finance Manager
TITLE: TREASURER’S REPORT FOR THE QUARTER ENDING JUNE 30, 2022 ______________________________________________________________________________ RECOMMENDATION:

By motion, accept the Treasurer’s Report for the quarter ending June 30, 2022.

FISCAL IMPACT:

There is no fiscal impact with the acceptance of this report.

STRATEGIC ELEMENT:

This recommendation supports the Fiscal Sustainability and Inclusive Governance Elements of the Strategic Plan.

BACKGROUND:

In accordance with Government Code Section 53600 et seq., the City’s Treasurer is to provide the City Council with a report on investments on a quarterly basis. As shown in the Treasurer’s Report (Attachment 1), the City’s investments are in external investment pools listed at cost, as well as its fair value, not amortized cost, in compliance with Governmental Accounting Standard. The City’s investment practices strictly follow Government Code Section 53600 et seq., the City’s investment policy, and a prudent person’s rule.

DISCUSSION:

The City’s cash and investment portfolio, at fair market value, as of June 30, 2022 is $47.9 million of which $38.5 million is placed with the San Mateo County Treasurer’s Investment Pool and $7.6 million is placed with the State Controller’s Local Agency Investment Fund (LAIF), and $1.8 million in operating accounts with Wells Fargo Bank. The average weighted yield for the City’s cash and investments are 0.98 % for the quarter.

ATTACHMENT:

Treasurer’s Report for the quarter ending June 30, 2022. 69 City of Half Moon Bay
Treasurer's Report
June 30, 2022
Quarterly FYTD
City Fiscal Carrying Fair Quarterly Interest Interest
Treasury Agents Amount Value* Yield * Earnings Earnings Petty Cash $ 832 $ $ 832 $ 832
Wells Fargo Bank:

Checking 1,661,071 1,661,071 1,661,071
Payroll 137,572 137,572 137,572
California State Treasurer:

LAIF - General Fund 7,765,381 7,765,381 7,665,405 * 0.69% 14,538.42 29,836.55 San Mateo County Treasurer
SMCO Pool - General Fund 39,753,181 39,753,181 38,512,882 * 1.08% 106,864.24 345,978.72 U.S. Bank - Investment with Fiscal Agent (Note)
Escrow - B (US Agency Securities) - - 0 - -
Bonds - B (Money Market Mutual Fund) - - - - -
Reserve - B (LAIF) - - 0 - -
Refunding - B (LAIF) - - 0 - -
Refunding - B (Money Market Mutual Fund) - - 0 - -
TOTAL CASH AND INVESTMENTS $ 49,318,038 $ 0 $ 49,318,038 $ 47,977,763 $ 121,403 $ 375,815 Note: B designation refer to Judgment Obligation Bond Series B. In addition, U.S. Bank reserve accounts are primarily invested in LAIF. * Fair Value (GASB 31) includes investment returns which are not yet realized and at amortized costs. Information is obtained from individual institutions' portfolio statements.

2. Investment maturities:

Investments at June 30, 2022 mature as follows:

City Fiscal
Treasury Agents Total
Available immediately $ 49,318,038 $ 0 $ 49,318,038
Maturities less than one year 0 0
Maturities of one to five years
Maturities greater than five years
Total $ 49,318,038 $ 0 $ 49,318,038

3. Investments Sectors, as a percentage of total portfolio and also with investment performance comparisons:

Investment sectors as a % of total portfolio Investment performance comparisons Demand Deposits and Money Market 3.65% YTD
Local Agency Investment Fund 15.75% Date Total Yield Interest San Mateo Co. Investment Pool 80.61% 06/30/20 46,752,676 1.44% 702,715 Fiscal Agent 0.00% 06/30/21 44,805,149 0.78% 440,553
100.00% 06/30/22 47,977,763 0.98% 375,815
I certify that this reports all Government Agency pooled investments and is in conformity with the investment policy of the City of Half Moon Bay as stated in Resolution number C-2014-25 dated June 03, 2014. A copy of this Resolution is available at the office of the City Clerk and on the cities website http://www.hmbcity.com.

The Investment Program provides sufficient cash flow liquidity to meet the estimated expenditures of the next six months, as required by Code Section 53646.

Date
Date

1. Cash and investments were comprised of the following instruments as of June 30, 2022, shown with the carrying amount, fair value, and corresponding yields on investment and interest earnings:

Investment maturities may not exceed five years with the exception of investments as specified in bond debt covenants. Investment yield is ranked after safety and liquidity in making investment decisions.

The City limits market risk by limiting the types and maturities of its investments and by not borrowing against those investments.

Finance Manager
Administrative Services Director
DocuSign Envelope ID: 64A0005A-64B1-49E4-ABA3-6C2485145792 8/4/2022
8/4/2022
70 GENERAL FUND 13,252,541.31

RESTRICTED FUNDS
STORM DRAIN OPERATING FUND 352,710.79
TRAFFIC MITIGATION FUND 4,277,370.62
LIBRARY 16,154.74
MAIN STREET BRIDGE 495,200.29
GAS TAX 1,145,113.08
STREET AND ROAD FUND 3,009,199.50
MEASURE A FUND 1,203,721.28
PARK FACILITY DEVELOPMENT 3,413,971.39
AFFORDABLE HOUSING 2,172,222.21
PUBLIC FACILITIES 1,544,867.89
POLICE SPECIAL REVENUE 724,058.61
JOB-BOND PROCEED FD 0.96
MEASURE W FUND 443,350.28
LOT ACQUISITION/DEVELOPMENT 1,989,074.66
JOB - DEBT SERVICE FD 6,288.87
GEN FD CAPITAL PROJECTS 1,674,920.76
DRAINAGE FUND 1,038,607.15
LIBRARY CAPITAL 440,881.44

GENERAL LONG TERM DEBT -
SEWER FUNDS 6,187,765.92
VEHICLE REPLACEMENT 200,143.41
FURN/FIXT & EQUIP FUND 700,420.43
RISK MANAGEMENT 3,563,866.12
RETIREMENT STABILIZATION 1,465,586.28
TOTAL, RESTRICTED FUNDS 36,065,496.68
GENERAL LEDGER (BOOK) TOTAL 49,318,037.99
BANK BALANCES ON 06/30/2022
WELLS FARGO GENERAL CHECKING 1,928,086
WELLS FARGO PAYROLL CHECKING 137,572
LOCAL AGENCY INVESTMENT FUND (LAIF) 39,753,181
SAN MATEO COUNTY INVESTMENT POOL 7,765,381
Add: PETTY CASH ACCOUNTS 832.44
RECONCILING ITEMS (1,188.48)
Less: OUTSTANDING CHECKS (277,933.35)
Plus: DEPOSITS IN TRANSIT 12,106.80
Plus: VOID CHECKS -
BANK RECONCILIATION TOTAL 49,318,037.99

CITY OF HALF MOON BAY

CASH AND INVESTMENTS REPORT
FOR QUARTER ENDING 06/30/2022
DocuSign Envelope ID: 64A0005A-64B1-49E4-ABA3-6C2485145792 71 BUSINESS OF THE COUNCIL OF THE CITY OF HALF MOON BAY

AGENDA REPORT
For meeting of: August 16, 2022
TO: Honorable Mayor and City Council
VIA: Bob Nisbet, City Manager
FROM: Lisa Lopez Rossi, Administrative Services Director TITLE: CLASSIFICATION AND SALARY SCHEDULE FOR PAYROLL TECHNICIAN ______________________________________________________________________________ RECOMMENDATION:

Adopt a resolution to establish the classification and salary schedule for Payroll Technician.

FISCAL IMPACT:

The total cost for this position is $108,327 annually. Funding was allocated in the Fiscal Year 2022-23 Budget.

STRATEGIC ELEMENT:

This recommendation supports the Inclusive Governance Element of the Strategic Plan.

BACKGROUND/DISCUSSION:

Chapter 2.50 of the Half Moon Bay Municipal Code establishes the procedures for the City Manager, as Personnel Officer, to create and revise a position classification plan. Requests for the creation of a new classification or modifications of an existing classification can be made by a Department Head to the Personnel Officer, or by the Personnel Officer. After review, the Personnel Officer submits the new or revised classification description, classification title, and salary range to the City Council to be considered for addition to the Classification Plan. The new or revised classification is officially established upon adoption by the City Council.

Currently, all duties related to Payroll are assigned to an Accounting Technician classification.

The minimal requirements for the Accounting Technician, while at times comparable, do not necessarily match the needed requirements for a classification that supports payroll.

Administrative Services felt it was important to update this classification, so the job specification matched the minimal requirements and duties needed to run payroll and its accompanying tasks.

A classification review is warranted if the classification’s duties and responsibilities are not meeting the needs of the department. If a classification analysis determines that the classification title and / or description does not reflect the work needed by the department 72 head, then the position should be reclassified or a new position should be created. After reviewing the current responsibilities of the classification and looking at comparable positions in other jurisdictions, a determination was made that a new classification was needed to meet the ongoing demands of the Administrative Services Department (Finance Division.) The Finance division will reclassify one of the current budgeted Accounting Technicians, there are no new positions being requested.

The Payroll Technician is a non-exempt classification placed within the International Union of Operating Engineers Stationary Local 39 labor group. The City has met and conferred with the labor group. The recommended monthly salary range for the position is $5,126‐ $6,231.

ATTACHMENT:

Resolution with Payroll Technician classification as Exhibit A 73 RESOLUTION NO. C-2022-

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HALF MOON BAY

TO ESTABLISH THE CLASSIFICATION AND SALARY SCHEDULE FOR THE PAYROLL TECHNICIAN WHEREAS, Chapter 2.50 of the Half Moon Bay Municipal Code establishes a personnel system and procedures for the administration of personnel matters; and WHEREAS, said Chapter requires that the City Manager, as Personnel Officer, prepare and recommend to the City Council a position classification plan, class specifications, and revisions thereto; and
WHEREAS, said Chapter requires that personnel rules and policies be adopted by resolution of the City Council; and
WHEREAS, the proposed classifications have been prepared and are attached as EXHIBIT A;
NOW, THEREFORE, BE IT RESOLVED, that the Payroll Technician classification is established and shall be effective August 16, 2022, as stated in the job classification attached hereto as Exhibit A and incorporated herein by reference; and that the salary schedule shall be established as follows:

Payroll Technician $5,126‐ $6,231 per month
***************************************************************** I, the undersigned, hereby certify that the forgoing Resolution was duly passed and adopted on the 16th day of August 2022 by the City Council of Half Moon Bay by the following vote:

AYES, Councilmembers:

NOES, Councilmembers:

ABSENT, Councilmembers:

ABSTAIN, Councilmembers:

ATTEST: APPROVED:
___________________________ _______________________
Jessica Blair, City Clerk Debbie Ruddock, Mayor
74 CITY OF HALF MOON BAY

JOB CLASS SPECIFICATION

PAYROLL TECHNICIAN

DEFINITION
The fundamental reason for the existence of this classification is to perform a variety of highly specialized and complex technical and clerical accounting work related to the preparation and maintenance of an automated payroll system, including preparation and processing of the semimonthly payroll and related disbursements and similar activities within Administrative Services/Finance Department.

DISTINGUISHING CHARACTERISTICS
This is a full journey-level classification with direct responsibility for the full-cycle payroll process, generation of paychecks and all related tasks, including special check runs, error monitoring and resolution, reporting, and reconciliation of related accounts. Incumbents are required to have a working knowledge of payroll practices and municipal accounting practices and procedures involving multiple variables, and complex accounting activities related to benefits, retirements programs, multiple Memoranda of Understandings (MOUs), special pays, complex CalPERS formulas and calculations, state and federal tax laws and regulations, and a wide variety of routine and non-routine personnel transactions. Incumbents at this level work under general supervision and within a framework of established procedures to perform a full range of duties with only occasional instruction or assistance. Although a supervisor is usually available to provide advice on nonstandard items, Payroll Specialists are expected to exercise judgment in examining problems and determining steps to be taken before referring situations to a supervisor.

This class is distinguished from the Accounting Technician in that the latter class is responsible for duties related to municipal accounting, financial transactions, payment processes and recordkeeping, where items processed are typically in the same form, requiring the same type of examination, and dealing with substantially the same types of supporting documents.

SUPERVISION RECEIVED/EXERCISED
General supervision is received from the Finance Manager. Incumbents in these classes do not routinely exercise supervision.
75 ESSENTIAL FUNCTIONS (include but are not limited to the following) The following duties are considered essential for this classification:
• Prepares and processes the full cycle semi-monthly payroll; • Sets up and maintains employee master file records in the payroll system; • Reviews personnel action forms (PAFs) and other employee deduction and contribution forms for completeness and accuracy and makes necessary entries into the payroll system;
• Reviews time and attendance records for accuracy and compliance with various MOUs and City policies;
• Reviews system-generated FLSA overtime payments, various payroll deductions and fringe benefit calculations and makes necessary adjustments; • Performs complex retroactive pay calculations and applies adjustments; • Runs trial payroll and reviews for accuracy; makes corrections as needed; • Analyzes various payroll reports for error and out-of-balance messages and reconciles any discrepancies;
• Generates pay checks and direct deposits;
• Calculates separation payouts, including lump sum leave payouts and contributions to deferred compensation plans;
• Prepares spreadsheets to record and track disbursements; • Creates accounts payable claims for payment of payroll liabilities and reconciles payroll clearing accounts;
• Tracks accrued payroll tax liability, monitors deadlines and prepares tax deposits; • Assists employees with various questions and requests for information; • Receives and researches requirements for wage assignment orders and tax levies and implements related deductions;
• With guidance from Human Resources, Interprets and applies MOU provisions and City policies and procedures;
• Receives and completes various forms, surveys and verifications of employment; • Assists in the preparation and reconciliation of annual W-2 forms; • Establishes and maintains effective communication and working relationships with managers, supervisors, employees, retirees and all external customers; and • Maintains a variety of payroll records and assists with gathering information requested by auditors or in response to Public Records Act requests.

Additional Duties:

In addition to the duties listed in the Essential Duties Section, each employee in this classification may perform the following duties. Any single position may not be assigned all duties listed below, nor do the examples cover all duties which may be assigned. • Receives and reconciles monthly insurance invoices and prepares accounts payable claims for payment;
76 • Issues a variety of uniform benefits in accordance with MOUs and City policy and procedures;
• Tracks employee leaves related to FMLA, CFRA, PDL and Military; • Notices employees on unpaid leave of amounts due for insurance benefits; • Prepares journal vouchers; and
• Perform related duties as assigned.

KNOWLEDGE, SKILLS AND ABILITIES
Knowledge of: The principles, procedures and practices related to financial recordkeeping and reporting; basic bookkeeping methods and practices; business math, including fractions, decimals, percentages, and ratios; principles, best practices and methods for the preparation and maintenance of a complex automated payroll system, including preparation and processing of a biweekly payroll and related disbursements; accounting, reporting, recordkeeping, reconciliation and regulatory compliance; federal and State laws related to payroll and tax accounting; Fair Labor Standards Act and CalPERS regulations and requirements; techniques for providing effective customer service in dealing with City staff and others contacted in the course of the work; and proper business English usage, spelling, grammar, and punctuation.

Ability to: Rapidly learn and conduct full-cycle payroll processing, calculate retroactive pay adjustments and other calculations required for complex payroll processing; understand, interpret, and apply the provisions of MOUs, legal documents and tax requirements; advise others on how to apply policies, procedures and standards to specific situations related to payroll policies; exercise judgment to analyze and categorize data and information in order to determine the relationship of the data with reference to established criteria/standards; compare, count, differentiate, measure and/or sort, as well as assemble, copy, record and transcribe data and information; classify, compute and tabulate data; research and solve complex payroll issues; accurately perform basic to complex arithmetic computations manually; calculate percentages, fractions, decimals and rations; interpret basic descriptive statistical reports and/or formulation data; work independently with minimal supervision; organize and prioritize work activities independently; communicate effectively, orally and in writing with employees and representatives of other entities such as CalPERS and State and federal tax agencies; establish effective working relationships with others; and use a computer and related software to input, query and maintain data.

Experience and Education: Any combination equivalent to experience and education that could likely provide the required knowledge and abilities would be qualifying.

A typical way to obtain the knowledge and abilities would be:

Experience - Sufficient experience including bookkeeping, payroll or financial record keeping or other clerical accounting experience which demonstrates the possession of the knowledge and abilities listed above. Typically, this would include the equivalent of three (3) years of full time experience working in a full cycle payroll environment at an organization of similar size and complexity to the City of Half Moon Bay.
77 Education -A high school diploma or equivalent. Up to two years of college level course work in accounting or a related field may be substituted for the required experience on a year for year basis., supplemented with courses in accounting, business, or a related field. American Payroll Certification is highly desirable.

License or Certificate
Must possess a valid California motor vehicle operator's license OR be able to demonstrate the ability to travel on scheduled and unscheduled visits to various City locations which may or may not be reachable by public transportation.

Working Conditions
Positions in this classification work indoors and sit at a workstation with the ability to move at will. Communication with other city staff involves making contact orally via the telephone and in person. The work involves entering and retrieving data into and from a computer using a keyboard. Auditing time cards and payroll forms involves reviewing the work of others.

Operating a computer, calculator, copier and typewriter requires grasping, repetitive hand movement, and fine coordination. Entering data by touch requires the ability to hear computer alarms for errors. The position requires near, far, and color vision in reading correspondence, fiscal data, and using a computer. Retrieving files requires the ability to lift arms above shoulder level and carry and push files and mail weighing up to 20 pounds long distances. Retention boxes weighing over 50 pounds are carried short distances. Incumbents juggle multiple tasks, work under pressure of deadlines and frequent interruptions and are exposed to common office environment noise. The position may be required to work weekends and evenings to meet deadlines.

Class specifications are only intended to present a descriptive summary of the range of duties and responsibilities associated with specified positions. Therefore, specifications may not include all duties performed by individuals within a classification. In addition, specifications are intended to outline the minimum qualifications necessary for entry into the class and do not necessarily convey the qualifications of incumbents within the position. 78

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BUSINESS OF THE COUNCIL OF THE CITY OF HALF MOON BAY

COASTSIDE
______________________________________________________________________________ RECOMMENDATION:

By motion, authorize the Mayor to sign a letter supporting and committing City cooperation and collaboration on water reuse and recycling efforts with the Coastside County Water District (CCWD).

FISCAL IMPACT:

There is no fiscal impact associated with this item. City staff anticipates the development of a more formal Memorandum between the City and District. This Memorandum is likely to include provisions for funding of studies, etc. to advance the effort. Any subsequent Memorandum will be subject to Council approval.

STRATEGIC ELEMENT:

This update supports all Elements of the Strategic Plan.

BACKGROUND/DISCUSSION:

In preparation for the FY 2022-23 budget, the City Council hosted two virtual listening sessions and a priority setting workshop. The City Council identified five priority areas for FY 2022-24 and beyond and directed staff to prepare workplans for each priority area. These workplans (Attachment 1) were presented and approved by the City Council on May 3, 2022. This item is a follow-up item to the Community and Climate Resilience and Sustainability (Environmental Sustainability) priority area. Notably, Item 3 under this priority which calls for the City to “explore recycled water options.”
Over the course of the last year, the City has been working closely with CCWD on a number of operational and policy related issues. One of these issues involved the potential collaboration on securing a resilient, sustainable, and integrated water supply for the Coastside including pursuit water reuse (recycling) project(s).
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In July, Mary Rogren, CCWD General Manager reached out to City Manager Bob Nisbet. Ms.

Rogren suggested the City send a letter indicating the City’s support for water reuse and committing the City to cooperation and collaboration on water reuse and recycling efforts of the District on the Coastside. Attachment 2 is a draft letter for City Council consideration. This letter is likely to be followed by subsequent Memorandum which more fully defines roles and any cost-sharing arrangements.

ATTACHMENTS:

1. FY 2022-24 Priorities Workplan

2. Draft Support Letter
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ATTACHMENT 1
FY 2022-24 City Council Priorities Workplan
Affordable Housing

1. Housing Element Development (Q2 2022-23)
a. Complete Draft Element
b. Outreach
c. HCD Review
d. CEQA Coverage
e. Planning Commission and City Council hearings

2. LUP and Housing Element Implementation (Q4 2023-24)
a. New Zoning Map
b. New Zoning Districts
c. Update current Zoning regulations
d. Update current Subdivision regulations
e. LUP and Zoning Clean-up
f. CEQA Coverage
g. Planning Commission and City Council hearings

3. Potential Housing Sites - work to enable affordable housing development of publicly- and privately-owned properties (ongoing)
a. Public Properties
i. 555 Kelly Avenue - complete RFQ process, move to plan development (Q1 2022-23)
ii. 880 Stone Pine Road - complete feasibility assessment; establish workplan to address primary constraints (Q1 2022-23)
iii. CUSD School District Sites - continue to work with CUSD on Hatch and other District owned sites (Ongoing)
b. Private Properties
i. Hilltop Mobile Home Park - process preliminary application; work toward entitlements (Q1 2022-23)
ii. Podesta Planned Development - start review of preliminary application; work with applicant to achieve more affordable units at deeper affordability levels (Q1 2022-23)
iii. Other Opportunity Sites - continue to engage with property owners (Ongoing)

4. Short-term Housing Support
a. Study needs and identify viable short-term opportunities (Q1 2022-23) b. Emergency Housing Funding - work with local CBOs to distribute emergency housing funds (from the Affordable Housing Fund) to residents in need to prevent displacement (Q1 2022-23)
c. Renters’ Information Sessions - collaborate with partner agencies (County, Coastside Hope, ALAS, Abundant Grace, Senior Coastsiders, AFC) to host renter’s rights information sessions and provide resource referrals (Q2 2022-23) 81

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5. Affordable Housing funding
a. Development Impact Fee study (Q3 2023-24)
b. Vacant House Tax Measure exploration (Q4 2023-24)
Public Health, Safety and Emergency Preparation

1. Age Friendly Initiative – collaboration with Senior Coastsiders a. Inaugural Projects
i. Establish HMB-Coastside Age Friendly Community (AFC) coalition (Q1 2022-23)
ii. Develop communications for older adult residents (Q1 2022-23) iii. Establish Coastside Healthcare Access Advocacy Committee (Q1 2022-23) iv. Workshop on affordable housing search and application strategies – this work will be coordinated with the renter’s information workshops (Q2 2022-23)
v. Age Friendly Business training and recognition (Q3 2022-23) b. Create an AFC Action Plan in accordance with the AARP Network of Age Friendly States and Communities (Q1 2023-24)

2. Mental health for youth and families
a. CARES mental health responder program
i. Complete pilot program (Q3 2022-23)
ii. Program evaluation and report/toolkit (Q3 2022-23)
iii. Identify and secure ongoing funding sources (Q4 2022-23) b. Mental Health First Aid training program
i. Recruit and train 10 Coastside trainers (Q1 2022-23) ii. Develop training rollout plan (Q1 2022-23)
iii. Ongoing training (Q2 2022-23 – Q4 2023-24)
c. Support community mental health initiatives through CSFA program, Mental Health Workgroup, Substance Abuse Workgroup, CUSD mental health fair (ongoing)

3. Emergency Preparedness
a. Evacuation Plans
i. Tsunami plan and routes (Q1 2022-23)
ii. Wildfire plan and routes (Q1 2022-23)
iii. Dam inundation plan and routes (Q2 2022-23)
iv. Shelter-in-place plan (Q3 2022-23)
b. Debris Management Plan (Q2 2022-23)
c. Tabletop and community exercises (Q2 2022-23)
d. Outreach and education
i. Outreach for Evacuation Plans (Q2 2022-23)
ii. Community Prep Day (Q4 2022-23)
iii. CERT and Listos Outreach (ongoing)
e. Staff CPR training (Q1 2022-23)

4. Safety Element - General Plan Element required to be updated following Housing Element (Q3 2022-23)
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Community and Climate Resilience and Sustainability (“Environmental Sustainability”)

1. Climate Action and Adaptation Plan
a. Climate Action Plan
i. Draft climate action plan (Q1 2022-23)
ii. Public Outreach (Q2 2022-23)
iii. Finalize and Adopt Climate Action Plan (Q3 2022-23) b. Climate Adaptation Plan
i. Draft adaptation element (Q4 2022-23)
ii. Public Outreach (Q4 2022-23)
iii. Finalize and Adopt Adaptation Plan (Q1 2023-2024)

2. Senate Bill 1383: Short-Lived Climate Pollutants
a. Procurement of Recovered Organic Waste Materials
i. Adopt revised Sustainable Purchasing and Practices Policy (Q1 2022-23) ii. Revise template construction contracts to require use of recovered organic waste materials (Q1 2022-23)
iii. Execute agreement with RCD for Countywide Compost Broker Program (Q1 2022-23)
iv. Provide training to staff and contractors on new procurement regulations (Q1 2022-23)
v. Explore other opportunities to meet the City's annual procurement target (~985 tons) (ongoing)
b. Universal Organics Collection
i. Conduct audits to ensure all generators have organics collection services (ongoing)
ii. Create mini-grants program to help businesses comply with new indoor container requirements (Q1 2022-23)
iii. Ensure all collection containers meet color and labeling requirements (Q1 2022-23)
c. Tracking and Enforcement
i. Assess, purchase, and implement solid waste tracking system (Q1 2022- 23)
ii. Conduct route reviews for both commercial and residential customers (ongoing)
iii. Cite and educate violators (ongoing)
iv. Set up anonymous tip line and investigate complaints (Q1 2022-23) d. Outreach and Education
i. Develop new solid waste legislation pamphlet for businesses and residential customers (Q1 2022-23)
ii. Provide community workshops on new organics recycling requirements (ongoing)
iii. Execute agreement with OOS for countywide Compost Quality Education Campaign (Q2 2022-23)
e. Edible Food Recovery Program (provided by OOS)
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3. Explore recycled water options
a. Develop MOU with CCWD for study (Q1 2022-23)

4. Stormwater
a. Complete Venice Beach TMDL study
i. Execute agreement with OOS for pet waste education and outreach campaign (Q1 2022-23)
ii. Complete CCTV sewer testing (Q2 2022-23)
iii. Coordinate with other participating agencies (ongoing) b. Implement Capital Improvement Program
i. Storm Water Master Plan Update (Q1 2022-23)
ii. Kehoe/Pilarcitos Outfall Repair (Q1 2022-23)
iii. Roosevelt Ditch Spot Repair (Q3 2022-23)
iv. Kehoe Watershed Enhancement and Environmental Stewardship Project (Q4 2022-23)
a. Seek grant funding to initiate work on permanent repair on Seymour Ditch (ongoing)
Economic Recovery and Development

1. Recovery Initiative Implementation
a. Team ECO Projects
i. Coastside lands network development (Q1 2022-23)
ii. Regenerative Agriculture forum (Q2 2022-23)
b. Team Vibrant Projects
i. Main Street revitalization planning (Q1 2022-23)
c. Team Thrive Projects
i. CSFA realignment (Q1 2022-23)
ii. Community Lending Strategy (Q3 2022-23)
d. Team Innovate Projects
i. College of San Mateo Coastside Initiative (Q1 2022-23) ii. Business Incubator feasibility and needs assessment (Q3 2022-23) e. General – marketing, outreach, networking, grants exploration (ongoing)

2. Downtown Improvements
a. Mac Dutra (placita cultural) (Q2 2022-23)
b. Public Art and Murals (Q1 2022-23)
c. Wayfinding Signage CIP project (Q1 2022-23)

3. Annexation Exploration - Miramar, 92 east of City limits, Moonridge a. Council presentation on process (Q1 2022-23)
b. Hire consultant to complete LAFCO analysis (Q2 2022-23)

4. Digital infrastructure
a. Broadband Access and Infrastructure
i. Establish regional working group - County, cities, business (Q1 2022-23) ii. Needs assessment and planning (Q2 2022-23)
iii. Seek federal and state funding opportunities (Ongoing) c. Work with telecom providers on 5G installations and standards (Q1 2022-23) 84

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Transportation, Circulation and Mobility

1. Bike/Ped Transport
a. Implement Capital Improvement Program
i. Highway 1 Safety – North (Q1 2022-23)
ii. Eastside Parallel Trail - North Segment 4 (Q1 2022-23) iii. Eastside Parallel Trail - North Segment 2 (dependent on funding) iv. Coastal Trail and Naomi Patridge Trail Maintenance and Improvements (Q1 2022-23)
v. Kelly Avenue Crosswalks (Q1 2022-23)
vi. Poplar Street Traffic Calming and Safety Project (Q1 2022-23) vii. Main Street Safety improvement Project (Q1 2022-23) viii. Other improvements as defined in CIP programs (ongoing) ix. Identify and pursue grant opportunities (ongoing)
b. General maintenance and ADA compliance (ongoing)
c. Implement improvements identified in Bike/Ped Master Plan i. Work with BPAC, PRC, and community stakeholders (ongoing) ii. Identify and pursue grant opportunities (ongoing)

2. Explore roundabout at Ruisseau Francais and Highway One a. Seek Federal, State, and regional grants for feasibility (ongoing) b. Complete feasibility study (dependent on funding)

3. Weekend and Holiday traffic control
a. Collaborate with law enforcement and Caltrans on feasibility of hired traffic control experts to manage traffic flow on high intensity weekends and holidays (Q1 2022-23)
b. Seek Federal grant for Highway 1/92 signal coordinator and ITS implementation (ongoing)

4. Transportation Demand Management
a. Continue to work with Commute.org on various strategies (ongoing) b. Evaluate TDM options for integration into City municipal code (Q1 2023-24) 85 August 17, 2022
Mr. Bob Feldman, President
Coastside County Water District
766 Main Street
Half Moon Bay, CA 94019
RE: Water Reuse/Recycling
Dear Mr. Feldman:

The City Council of the City of Half Moon Bay has authorized me to send this letter to affirm its support of the Coastside County Water District’s pursuit of a resilient, sustainable, and integrated water supply for the Coastside and strongly encourages Coastside CWD to explore opportunities to diversify its water supplies including means to develop and utilize water derived from reuse and recycling.

Investment in water reuse projects throughout California and the Western States has been a key vehicle for communities to develop sustainable and stable water supplies for the long-term. Water reuse offers many potential benefits including greater water security during drought conditions, less dependence upon outside water sources, less dependence upon groundwater resources as well as a reduction in wastewater effluent discharge to the Pacific Ocean.

The City of Half Moon Bay acknowledges that Coastside CWD, as the water retailer for the City of Half Moon Bay and parts of unincorporated San Mateo County, is poised to lead the effort to develop water reuse and recycling on the Coastside. The City recognizes Coastside CWD’s knowledge and experience in water treatment and water distribution and fully supports the District in evaluating and developing water reuse projects. The District’s expertise in construction and maintenance of water infrastructure represents a distinct advantage to successful implementation of water reuse projects. In addition, their knowledge of the water use demands will also help the District to design a successful water reuse project.

The City of Half Moon Bay commits its cooperation and collaboration to the District’s efforts and also acknowledges its shared vision in developing a resilient and sustainable water supply incorporating water reuse for the Coastside community. This effort will represent another step in the long history of working together to improve public works infrastructure on the Coastside. 86

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The City acknowledges that our success in implementing water reuse will require the cooperation and collaboration of many agencies including the Sewer Authority Mid-Coastside, San Mateo County, Granada Community Services District and Montara Water and Sanitary District and others given the regional benefit derived. The City encourages the Coastside CWD to also reach out to these and other agencies to solicit their commitment and support in this critical effort to develop a sustainable water supply for the Coastside.

Sincerely,
Debbie Ruddock
Mayor
Cc: Mary Rogren, General Manager CCWD
87 1

BUSINESS OF THE COUNCIL OF THE CITY OF HALF MOON BAY

AGENDA REPORT
For meeting of: August 16, 2022
TO: Honorable Mayor and City Council
VIA: Bob Nisbet, City Manager
FROM: John Doughty, Public Works Director
Todd Seeley, Public Works Superintendent
TITLE: PURCHASE OF A NEW ALL ELECTRIC FORD F-150
______________________________________________________________________________ RECOMMENDATION:

Adopt a resolution authorizing the City Manager to execute a purchase agreement in the amount of $53,927.72 with Towne Ford for purchase of a 2023 Ford F-150 Lightning all electric light duty truck.

FISCAL IMPACT:

Funding for the purchase of a replacement tractor wasincluded in the Fiscal Year 2022-23 Capital Improvement Budget allocated to vehicle replacement. The budget includes $80,000 which will cover the purchase price of $53,927.72.

STRATEGIC ELEMENT:

This purchase supports all Elements of the Strategic Plan.

BACKGROUND:

The restoration of a once frozen FTE position to the Public Works Department has left the Maintenance Division with more staff than vehicles. Due to the needs of maintenance staff to regularly carry large amounts of tools and supplies to various job sites throughout the city, a new work truck is needed to allow Public Works staff to operate freely and efficiently, while continuing to provide the same levels of service to the community.

DISCUSSION:

In preparing the FY 2022-23 budget, Public Works staff evaluated vehicle and equipment needs and included funding in the Capital Budget to purchase a new light duty truck for Public Works and replace the existing fleet car used by all staff. During City Council priority setting, it was determined that staff should pursue electric or hybrid options for fleet additions and replacement. Our research has determined that all-electric vehicle options finally are a viable option for the Public Works fleet, and staff began looking at different options. 88 During the Covid pandemic, two maintenance positions were lost (one via lay-off and the other via hiring freeze). In May, the City Council authorized the hiring of the last vacant position as a Maintenance Assistant. This hiring required the reassignment of existing work trucks currently in the City’s fleet and left the maintenance staff short one truck. The Department asked for and was approved funding to purchase a new vehicle in the FY 2022-23 Capital Budget. The lack of current equipment in the City’s vehicle inventory results in the use of additional time to complete a project. Having a dedicated work truck for the newest staff member will allow the Department to provide maintenance services in the most efficient manner and free up time for other essential Public Works services.

The new Ford F-150 Lightning will also be the first vehicle of its kind in the City’s fleet. Public Works staff recently had a chance to do testing and evaluation on this model truck when the Town of Hillsborough received delivery of the first electric truck. While all-electric and zero emissions, the truck was deemed to meet all the operational requirements necessary to be put into service in Half Moon Bay.

Per the City’s purchasing policy, staff solicited and received a quote for the new F-150 Lightning from Towne Ford. This truck is in high demand, and since there are no discounts available at this time the vehicle will be acquired through a sole source acquisition. There is also a very limited ordering window for this truck, and this window closes on September 2, 2022. Because this purchase was considered and approved during the budget process, there is available funding in the Fleet and Equipment Replacement Programs to cover this vehicle purchase request.

ATTACHMENTS:

1. Resolution

2. Purchase Quote from Towne Ford
89 RESOLUTION NO. C-2022-_

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HALF MOON BAY

AUTHORIZING THE CITY MANAGER TO EXECUTE A PURCHASE AGREEMENT WITH TOWNE FORD OF REDWOOD CITY FOR PURCHASE OF A 2023 FORD F-150 LIGHTNING WHEREAS, the Public Works Department requested and received funding authorization in the 2022-23 Capital Budget to purchase a new fleet vehicle; and WHEREAS, the addition of a Maintenance Assistant has left maintenance staff short one work truck; and
WHEREAS, staff has evaluated this model of truck and determined that the Ford F-150 Lightning is the best piece of equipment to address the City’s maintenance needs; and WHEREAS, the Ford F-150 Lightning will be the first all-electric zero emissions vehicle in the City’s fleet which aligns with the Council’s Strategic Elements; and WHEREAS, there is funding in the FY 2022-23 Capital Budget to cover the costs of this purchase; and
WHEREAS, the department has solicited a bid through Towne Forde’s government pricing program which provides the lowest possible pricing to qualified governmental agencies.

NOW, THEREFORE, BE IT RESOLVED THAT the City Council of the City of Half Moon Bay hereby authorizes the City Manager to execute a purchase agreement with TOWNE FORD to purchase a 2023 Ford F-150 Lightning for the Public Works Maintenance Division. ***************************************************************** I, the undersigned, hereby certify that the foregoing Resolution was duly passed and adopted on the 16th day of August 2022 by the City Council of Half Moon Bay by the following vote:

AYES, Councilmembers:

NOES, Councilmembers:

ABSENT, Councilmembers:

ABSTAIN, Councilmembers:

ATTEST: APPROVED:
___________________________ _____________________________ Jessica Blair, City Clerk Debbie Ruddock, Mayor
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BUSINESS OF THE COUNCIL OF THE CITY OF HALF MOON BAY

AGENDA REPORT
For meeting of: August 16, 2022
TO: Honorable Mayor and City Council
VIA: Bob Nisbet, City Manager
FROM: Matthew Chidester, Assistant City Manager
TITLE: PUMPKIN FESTIVAL 50TH ANNIVERSARY COMMEMORATIVE MURAL ______________________________________________________________________________ RECOMMENDATION:

Adopt a resolution authorizing and directing the City Manager to negotiate and execute agreements with:

1. Julie Engelmann for the installation of the Pumpkin Festival 50th Anniversary Commemorative Mural, in an amount not to exceed $30,000, and

2. The owner of 448 Main Street, Half Moon Bay for the installation of the Mural on the South facing wall.

FISCAL IMPACT:

The FY 2022-23 Capital Improvement Budget includes $40,000 for the mural project, which includes funding for stipends for all requested proposals, the selected artist’s fee, all necessary materials for the mural, mural installation costs, anti-graffiti coating, and an initial contribution into the City’s Public Art Fund for future maintenance of the mural.

STRATEGIC ELEMENTS:

This action supports the Healthy Communities & Public Safety, Inclusive Governance, and Infrastructure & Environment elements of the Strategic Plan.

BACKGROUND:

The Half Moon Bay Beautification Committee started the Art and Pumpkin Festival in 1971 to raise funds for local municipal beautification and preservation projects. In the years since, the festival has evolved into one of the most lucrative fund-raising events for local non-profit organizations. The festival is traditionally held on the weekend after Columbus / Indigenous Peoples’ Day in October during prime pumpkin-picking season. The festival features rustic pumpkin patches, a community parade, harvest-inspired arts and crafts, homestyle foods, blockbuster entertainment on three stages, a giant pumpkin weigh-off, world-class pumpkin carvers, children's contests, and much more. The Half Moon Bay Art and Pumpkin Festival has become a tradition for families and friends who come each year to enjoy one of California’s oldest, biggest, and most popular festivals.
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Murals are a way to engage and celebrate community. In this tradition, the City of Half Moon Bay along with the Half Moon Bay Beautification Committee developed the idea to commission a mural that celebrates and highlights the rich history of Half Moon Bay and specifically commemorates the 50th anniversary of the Pumpkin Festival.

The owner of 448 Main Street (Cunha’s Country Store) has generously offered the use of the south facing wall for the location of the mural. The large wall is located on Kelly Avenue, West of Main Street, and directly across the street from Mac Dutra Plaza, at the heart of downtown Half Moon Bay.

City staff opened a Request for Qualifications (RFQ’s) in May. A total of 17 artists submitted for consideration. To assist with the review process, the City assembled a Mural Advisory Committee (MAC) composed of representatives from art, history, business and culturally focused organizations in the community. The MAC met in mid-June to review and discuss the RFQ applications and recommended that four artists move forward to the proposal phase. In reviewing RFQ’s the MAC considered the artists’ overall style, experience in painting large murals, experience working with public art projects, and ability to complete the project in the allotted time, as well as other criteria. Priority consideration was also given to artists who live along the California coast, or the Bay Area.

The four selected artists submitted their proposals in mid-July and the MAC met to review the proposals and form a recommendation for the Parks and Recreation Commission. They also provided feedback to the artists on certain aspects of the proposed artwork.

A meeting of the Parks and Recreation commission was held on August 11 to receive presentations from the artists and for the Commission to develop a recommendation for the August 16 City Council Meeting.

DISCUSSION:

After thorough review and consideration, the MAC felt that Julie Engelmann’s design best encapsulated the elements that were laid out in the RFQ and RFP process and recommended that her design be forwarded to the Parks and Recreation Commission and City Council for approval.

The Parks and Recreation Commission also determined separately that Julie Engelmann’s design best fit the character of the community and spirit of the project, and recommended it be forwarded to the Council for approval.

Ms. Engelmann’s Bio and examples of other projects can be found at: https://artbyjul.me/. Her submission for the Pumpkin Festival mural is attached to this report. Additionally, the other three submissions are attached to this report for reference.

If the Council approved the recommendation, staff will work with Ms. Engelmann (or another artist if directed by Council) artist and the owner of the Cunha’s Country Store building to 94

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finalize agreements consistent with the City’s Public Art Policy. The selected artwork will be reviewed by the Planning Commission on August 23 to ensure compliance with the sign code.

The artist will begin work on the mural as soon as agreements are finalized, and all approvals received. Installation of the mural may require extended closure of the sidewalk below the mural location as well as some of the adjacent parking spaces on Kelly Avenue. All of the submissions will be shared with the community during pumpkin festival weekend.

ATTACHMENTS:

1. Resolution authorizing and directing the City Manager to negotiate and execute agreements with 1) Julie Engelmann for the installation of the Pumpkin Festival 50th Anniversary Commemorative Mural, in an amount not to exceed $30,000, and 2) the owner of 448 Main Street, Half Moon Bay for the installation of the Mural on the South facing wall.

2. Recommended mural design by Julie Engelmann; Mural design submissions from Morgan Bricca, Arthur Koch, and Liv Losee-Unger
95 Resolution No. C-2022-

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HALF MOON BAY AUTHORIZING AND DIRECTING THE CITY MANAGER TO NEGOTIATE AND EXECUTE AGREEMENTS WITH 1) JULIE ENGELMANN FOR THE INSTALLATION OF THE PUMPKIN FESTIVAL 50TH ANNIVERSARY COMMEMORATIVE MURAL, IN AN AMOUNT NOT TO EXCEED $30,000, AND 2) THE OWNER OF 448 MAIN STREET, HALF MOON BAY FOR THE INSTALLATION OF THE MURAL ON THE SOUTH

FACING WALL
WHEREAS, the Half Moon Bay Art and Pumpkin Festival, started in 1971 by the Half Moon Bay Beautification Committee (also known as the Main Street Beautification Committee), has become a tradition for families and friends who come each year to enjoy one of California’s oldest, biggest, and most popular festivals, and is one of the most lucrative fund-raising events for local non-profit organizations; and
WHEREAS, the 2022 Pumpkin Festival will be the 50th such festival and the City and the Beautification Committee want to commemorate the historic event through a public mural; and WHEREAS, the owners of Cunha’s Country Store, located at 448 Main Street have generously offered the south facing wall of their building for display of the commemorative mural, and
WHEREAS, following a thorough process, the City’s Mural Advisory Committee and Parks and Recreation Commission recommended the design by local artist Julie Engelmann to commemorate the 50th Pumpkin Festival, depicting vivid historic imagery of the festival, the Coastside, its people, and its agriculture and fishing industries.

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Half Moon Bay hereby authorizes and directs the City Manager to negotiate and execute agreements with 1) Julie Engelmann for the installation of the Pumpkin Festival 50th Anniversary Commemorative Mural, in an amount not to exceed $30,000, and 2) the owner of 448 Main Street, Half Moon Bay for the installation of the Mural on the South facing wall. 96 ***************************************************************** I, the undersigned, hereby certify that the forgoing Resolution was duly passed and adopted on the 16th day of August 2022 by the City Council of Half Moon Bay by the following vote:

AYES, Councilmembers:

NOES, Councilmembers:

ABSENT, Councilmembers:

ABSTAIN, Councilmembers:

ATTEST: APPROVED:
___________________________ _______________________
Jessica Blair, City Clerk Debbie Ruddock, Mayor
97 Recommended Mural Design
Artist: Julie Engelmann
98 Design Submissions by other artists
Artist: Morgan Bricca
99 Artist: Arthur Koch
100
Artist: Liv Loree-Unger (ORLUarts)
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BUSINESS OF THE COUNCIL OF THE CITY OF HALF MOON BAY

AGENDA REPORT
For meeting of: August 16, 2022
TO: Honorable Mayor and City Council
VIA: Bob Nisbet, City Manager
FROM: John Doughty, Public Works Director
Maziar Bozorginia, City Engineer
Jennifer Chong, Public Works Program Manager
TITLE: TRANSPORTATION, CIRCULATION, AND MOBILITY (TCM) PRIORITY UPDATE ______________________________________________________________________________ RECOMMENDATION:

Receive presentation on the Transportation, Circulation, and Mobility (TCM) work plan, receive public input, and provide additional direction or affirmation of the work program for Fiscal Years 2022-2024.

FISCAL IMPACT:

There is no fiscal impact associated with this item. The cost to implement the TCM work plan depends on many factors, including potential partnership opportunities, cost of construction, available technologies, and availability of grant funds. Budget for some of these efforts is included in both the FY 2022-23 Operating and Capital Budgets and staff continues to identify and pursue external funding opportunities. Where additional or new funding is necessary, staff will return to City Council for consideration.

STRATEGIC ELEMENT:

This update supports all Elements of the Strategic Plan.

BACKGROUND:

The Coastside is an area of immense natural beauty and a destination for visitors worldwide.

While tourism is a critical component of the Coastside economy, it comes with the unfortunate side effect of traffic, especially on high heat days and long weekends. The volume of traffic has increased over the last few years, due at least in part to the pandemic and climate change, the latter of which has caused increased amounts of high heat days. The increased need for transportation solutions on the Coastside was highlighted in the data gathered from the Climate Action and Adaptation Plan Outreach Pilot Project completed in 2019 and two recent community surveys (public safety community survey and polling for vacant house tax). It was also a clear community priority during the FY 2022-23 City Council listening session and priority workshop.
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At the request of Vice Mayor Penrose, the City’s representative to Commute.org, a Coastside specific survey was also conducted in spring 2022. The results of this survey can be found here.

Commute.org is a joint powers agency (JPA) located in San Mateo County, California focused on reducing the number of vehicle miles traveled (VMT) and single occupant trips by commuters to decrease congestion, improve the environment, and enhance quality of life. Reducing single occupant travel by Coastside residents is one way in which to reduce traffic and congestion as well as reduce Greenhouse Gas emissions.

In response to the community’s concerns raised in the listening sessions and via community survey, City Council adopted transportation, circulation, and mobility (TCM) as one of their five priority areas for FY 2022-24 and beyond. Following the priority setting workshop, staff prepared workplans that were presented and approved by the City Council on May 3, 2022 (Attachment 1).

The City Manager’s office also proposed, and the City Council affirmed, a restructure of their team that included new positions that would, among other things, allow for the formalization of a grants program that could work in tandem with the City Clerk’s legislative efforts to fund transportation-related improvements. Meanwhile, the Public Works team has continued to take lead on identifying and applying for external grant opportunities to deliver critical capital improvement projects that impact TCM options on the Coastside.

In addition to applying for federal and State grants; regional partners have provided a large portion of recent transportation funding for City projects on Highway 1 and collector roads such as Poplar Street. The San Mateo County Transit Authority (SMCTA), City/County Association of Governments (C/CAG) and the Metropolitan Transportation Commission (MTC) routinely make funding opportunities available to the region. The work completed and contemplated in the workplan places the City in a competitive position for local funded projects within San Mateo County and the greater Bay Area. For State and federal opportunities, the City is not as competitive due to the City’s small population and funders increased emphasis on social equity and environmental justice criteria.

For our local streets, the majority of funding received for maintenance comes from the State Gas Tax and its expansion with the passage of State Bill 1 (Road Repair and Accountability Act of 2017), and local Measure A and Measure W tax sources that equates to approximately $600,000 annually. The City’s street network is over 28 centerline miles in length and covers approximately 4.7 million square feet of pavement. This network is an essential asset and is among the most valuable assets maintained by the City. This asset has an approximate replacement value of more than $54.6 million. This valuation is assessed by the assumption of replacing the entire street network with a new street valued in today’s dollars. Through MTC’s Pavement Management Technical Assistance Program (P-TAP), the City completed a comprehensive pavement management update that included field inspections and an update of the City’s pavement management software. With the most recent inspection information and treatments, the City’s overall pavement condition index (PCI) is 68, classified as “Fair” for MTC standards and puts the City at the Bay Area average. The PCI is a numerical rating from 0 – 100, with 0 being a failed street and 100 being brand-new pavement. 103

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The City’s transportation network also serves a crucial role in emergency preparedness efforts as related to evacuation planning. When a large-scale, damaging event has occurred or the imminent threat of one has become known, transportation networks have two primary objectives:
1) Minimize the time it takes to get an adequate force of emergency responders to the scene where they can help victims, provide assessments, and control access; and 2) Maximize the proportion of the population moved away from the hazardous area without being subjected to other risks (e.g., traffic accidents; prolonged exposure to the danger
DISCUSSION:

The workplans presented to the City Council on May 3, 2022, were both realistic and highly ambitious. Over the last 3 months, staff has refined and expanded the original workplan to include objectives, actions, and resource allocation. The revised workplan (Attachment 2) details operation and maintenance responsibilities, capital improvement projects, strategic partnerships and collaborations, and grant opportunities that staff anticipate in this fiscal year as they related to the City’s TCM efforts. However, it is important to note that transportation strategies are dynamic and are heavily dependent on partnerships, funding opportunities and available technology. If needed, staff is prepared to reallocate resources, as needed, to capitalize on new and emerging opportunities.

The proposed TCM Work Plan identifies four high level objectives, each with a series of actions that represent steps the City can take to help achieve those objectives. The four objectives of the work plan are:
1) Reduce traffic congestion and improve safety.
2) Increase access to multi-modal transportation, including public transit. 3) Strengthen partnership with local organizations,
4) Seek and manage transportation funding opportunities, emphasizing implementation of Objectives 1 and 2.

Although Objectives 3 and 4 are critical to the success of Objectives 1 and 2 and could be categorized as “Actions”, staff felt that these two areas were overarching enough to warrant their own objectives and tracking in the TCM Work Plan. Additionally, Objective 3 is likely to exceed the traditional function of public works and include direct engagement of other Departments including the City Manager’s Office, Public Safety and/or Communications.

The TCM Work Plan provides a list of the most immediate actions the City can take to begin addressing TCM issues on the Coastside. It also identifies the lead department and the level of effort required for each action, so it can accurately identify where additional resources are needed. The level of effort is categorized into a rating system with five tiers: low, mid, high, unknown, or N/A. “Mid” effort actions require considerable amounts of staff resources, but is considered part of the City’s baseline operations (e.g. maintenance of streets, trails, and trails). “High” effort is assigned to actions that go above and beyond the City’s regular operations and 104

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expertise and will likely require consultant support. This label is typically reserved for large capital projects like the Highway 1 Safety – North project and Eastside Parallel Trail North – Segment 4. A “low” rating indicates the action requires intermittent engagement and/or administration. “N/A” and “Unknown” ratings are assigned to actions that are awaiting a decision from an external authority or do not have enough publicly available information, respectively. It’s important to note that any time, an “N/A” or “Unknown” rating can transition into a “Mid” or “High” effort project based upon grant award, typically requiring reallocation of local funds and resources.

Lastly, it is important to note that there are competing interests and limited resources when it comes to the TCM Work Plan. For example, traffic and congestion could be addressed in several ways:
• The conventional capital road projects that increase vehicular capacity (e.g., new travel lanes)
• Investing in multi-modal projects to increase connectivity and safety of non-motorized users (e.g. multi-use paths, bike lanes)
• Focusing on changing behavior of motorists to consider carpooling, van pooling, mass transit and other non-single occupant options.

Note: Electrification of the fleet will have GHG related benefits, but will do nothing to reduce traffic and congestion in California. This being one of those policy trade-offs for the community.

The greater Coastside community has clearly established its aversion to capacity-building projects. Further, policies and environmental regulations make any proposed capacity-building effort a significant challenge. Given this, the City’s efforts as identified in the Workplan are primarily focused on maintenance of existing infrastructure, implementation of safety enhancements combined with multi-modal and commute related changes which will also result in GHG reductions consistent with City’s Climate Action efforts.

ATTACHMENTS:

1. FY 2022-24 Priorities Workplan

2. FY 2022-24 Transportation, Circulation, and Mobility Work Plan 105

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ATTACHMENT 1
FY 2022-24 City Council Priorities Workplan
Affordable Housing

1. Housing Element Development (Q2 2022-23)
a. Complete Draft Element
b. Outreach
c. HCD Review
d. CEQA Coverage
e. Planning Commission and City Council hearings

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5. Affordable Housing funding
a. Development Impact Fee study (Q3 2023-24)
b. Vacant House Tax Measure exploration (Q4 2023-24)
Public Health, Safety and Emergency Preparation

4. Safety Element - General Plan Element required to be updated following Housing Element (Q3 2022-23)
107

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Community and Climate Resilience and Sustainability (“Environmental Sustainability”)

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3. Explore recycled water options
a. Develop MOU with CCWD for study (Q1 2022-23)

2. Downtown Improvements
a. Mac Dutra (placita cultural) (Q2 2022-23)
b. Public Art and Murals (Q1 2022-23)
c. Wayfinding Signage CIP project (Q1 2022-23)

3. Annexation Exploration - Miramar, 92 east of City limits, Moonridge a. Council presentation on process (Q1 2022-23)
b. Hire consultant to complete LAFCO analysis (Q2 2022-23)

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Transportation, Circulation and Mobility

2. Explore roundabout at Ruisseau Francais and Highway One a. Seek Federal, State, and regional grants for feasibility (ongoing) b. Complete feasibility study (dependent on funding)

4. Transportation Demand Management
a. Continue to work with Commute.org on various strategies (ongoing) b. Evaluate TDM options for integration into City municipal code (Q1 2023-24) 110
Updated: 8/10/2022
FY 2022-24 – Transportation, Circulation, and Mobility Work Plan Objective 1: Reduce traffic congestion and improve safety Action Lead
Depart
Level of
Effort*

1. Continue regular maintenance of streets and regulatory signage PW – Maint Mid

2. Implement Capital Improvement Program as identified by the Bicycle and Pedestrian Master Plan and Circulation Element PW – Eng High a. Highway 1 Safety – North (#0538) PW – Eng High
b. Poplar Street Traffic Calming and Safety Project (#0593) PW – Eng High c. Main Street Revitalization Project (#1024) CMO High
d. Wayfinding and Entry Signs (#0559) CMO Mid
e. Neighborhood Traffic Safety Program (#9000) PW – Eng Low f. Pavement Management and Traffic Safety Program (#0514) PW – Eng Low

3. Coordinate traffic control with Sheriff, San Mateo County Department of Emergency Management, CalTrans, and Highway Patrol (e.g. special events, seasonal, emergencies)
ALL Mid
a. Strategically deploy temporary VMS signs PW –
Maint Low

4. Leverage communication outlets to notify locals and visitors on local transportation conditions Comms Mid
a. SMC Alert Comms Low
b. eNews Comms Mid
c. Press release Comms Low
d. Social media (Instagram, Nextdoor, Facebook) Comms Mid

5. Partner with CalTrans to install signage encourage carpooling on Highway 92 PW Mid

6. Advocate for CUSD sponsored student transportation CMO Low Objective 2: Increase access to multi-modal transportation, including public transit Action Lead
Depart
Level of
Effort*

1. Continue regular maintenance on sidewalks and trails PW – Maint Mid

2. Sponsor a Civic Spark Fellow with emphasis on transportation PW - Admin High

3. Implement Capital Improvement Program as identified by the Bicycle and Pedestrian Master Plan and Circulation Element PW – Eng High a. Eastside Parallel Trail North – Segment 4 (#0619) PW – Eng High b. Coastal Trail Overlay (Poplar to Central) (#1014) PW – Eng Mid c. Main Street Safety Improvement Project (#1009) PW – Eng Mid d. Kelly Avenue Crosswalks (#1018) PW – Eng Low
e. ADA Transition Plan Implementation Program (#0601) PW – Eng Low 111
Updated: 8/10/2022
f. Sidewalk Replacement and Repair Program (#0562) PW – Eng Low g. Bicycle and Pedestrian Connectivity and Safety Program (#0615) PW – Eng Low h. Eastside Parallel Trail North - Segment 2 (#0595) (pending grants) PW – Eng N/A

4. Identify and implement projects and programs that make Half Moon Bay an “Age-Friendly City”
Admin
Services Mid

5. Revise municipal codes to allow ebike use on trails PW – Admin Mid

6. Promote SamTrans’ revised bus routes (ReImagine SamTrans) and microtransit shuttle pilot program Comms Low

7. Coordinate with State Parks, Harbor District, San Mateo County and Coastside Land Trust on use of Coastal Trail
PW –
Admin Mid

8. Participate in and promote shared ride programs Comms Mid i. Commute.org’s rideshare and vanpool Comms Low
j. College of San Mateo Lyft Ride for CSM Students Pilot Project Comms Low Objective 3: Strengthen partnership with local organizations Action Lead
Depart
Level of
Effort*

1. Coordinate and collaborate with regional transportation agencies including SamTrans, MTC, C/CAG, SMCTA, etc. ALL Mid

2. Meet regularly with local partners to coordinate projects and programs (e.g. State Parks, Coastside Land Trust, CUSD, etc.) ALL Mid

3. Participate in regional transportation planning efforts (e.g. ReImagine SamTrans, Connect the Coastside, TAC) ALL Mid

4. Conduct legislative advocacy for transportation solutions Comms/ Clerk Mid
Objective 4: Seek and manage transportation funding opportunities, emphasizing implementation of Objectives 1 and 2
Action Lead
Depart
Level of
Effort*

1. Manage active grants/funding (Project) Grant Amount
a. Measure A Highway Program (Highway 1 North -
#0538) $8.913M PW – Eng High
b. Measure A Highway Program (Highway 1 South -
#0523) $3.94M PW – Eng Low
c. Transportation for Livable Communities (Poplar
Street Calming and Safety Project - #0593) $1,062,360 PW – Eng High d. TDA Article 3 (Eastside Parallel Trail North –
Segment 4 - #0619) $350k PW – Eng High
e. Measure A Bike and Ped (Eastside Parallel Trail
North – Segment 4 - #0619) $315k PW – Eng High
112
Updated: 8/10/2022
f. SB1/Gas Tax – Local Streets and Road Program
(Main Street Safety Improvement Project -
#1009, Pavement Management & Traffic Safety
Program - #0514, Poplar Street Traffic Calming
and Safety Project - #0593)
$280,579 PW – Eng Mid
g. TFCA (Main Street Safety Improvement Project -
#1009) $134,749 PW – Eng Mid

2. Identify and apply for new funding opportunities CMO High h. Upcoming funding opportunities Due Date
i. Safe Streets and Roads for All (SS4A) Grant
Program 9/15/2022 PW High
iii. Pedestrian and Bicycle Program 2022 Cycle 6
Call for Projects 9/23/2022 PW Mid
v. Reconnecting Communities Pilot (RCP)
Discretionary Grant Program
10/23/2022
(NOFO) PW High
viii. SMCTA Shuttle Program Grant 12/1/2022
(NOFO) PW Unknown
x. Solutions for Congested Corridors 12/2/2022 PW Unknown xii. State Highway Operations and Protection
Program (SHOPP) TBD PW Unknown
xiv. Local Parking Management Grant Program TBD PW Unknown i. Funding pending decision (proposed project) $ Requested i. OBAG 3 (Kelly Avenue Complete Streets
Project - TBD) $5M PW N/A
ii. ATP Cycle 6 (Eastside Parallel Trail North -
Segment 2 - #0595, and Highway 1/Ruisseau
Francais Intersection Improvement Project -
TBD)
$2.985M PW
N/A
iii. H.R.8294 - Transportation, Housing and
Urban Development, and Related Agencies
Appropriations Act, 2023 – (Eastside Parallel
Trail (Segment 2) - #0595)
$2M PW
N/A
iv. MTC Letter of Interest (E-Bike Infrastructure) $500k PW N/A v. MTC Letter of Interest (Workforce
Development) $1M+ PW N/A
vi. ATP Cycle 6 (Active Transportation Plan for
Eastside Parallel Trail (Higgins Canyon Road
to Moonridge))
$250k PW
N/A
vii. ACR/TDM (Pedal For A Purpose E-Bicycle
Pilot Program) $200k CMO N/A
viii. ACR/TDM (Midcoastside TDM Plan) $100k PW N/A

3. Update development impact fees and nexus study, with emphasis on transportation fees CDD Mid
113
Updated: 8/10/2022
Key - Level of Effort
High – requires staff/consultant efforts that goes above and beyond baseline operations.

Mid – requires considerable amount of staff resources but is considered part of baseline operations.

Low – requires general administration, including recordkeeping and tracking.

N/A – pending decision from external authority.

Unknown - not enough information known to determine effort required Exhibit A – TCM Capital Improvement Projects
114

EXHIBIT A
TCM Capital Improvement Projects
115
Category: 0538
Project Location:

Type:

Initial Funding: FY 16‐17 Estimated Completion: 123 Fund Name: Streets and Roads XXXX

PRIOR YEARS BUDGET

EXPENDITURES
FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26 FY 26‐27 FUTURE YEARS TOTAL ALL FY $ 1,118,030 $ 100,000 $ 50,000 $ 50,000 $ 1,318,030
$ 20,000 $ 143,800 $ 163,800
$ 5,000,000 $ 5,000,000 $ 10,000,000
$ 100,000 $ 200,000 $ 400,000 $ 400,000 $ 1,100,000
$ 1,238,030 $ 443,800 $ 5,450,000 $ ‐ 5,450,000 $ ‐ $ ‐ $ $ 12,581,830

PRIOR YEARS BUDGET

ALLOCATIONS
FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26 FY 26‐27 FUTURE YEARS TOTAL ALL FY $ 369,713 $ 164,117 $ 533,830
$ 25,000 $ 25,000
$ 448,000 $ 443,800 $ 5,450,000 $ 2,581,200 $ 8,923,000 $ 395,317 $ 2,704,683 $ 3,100,000
$ ‐
$ 1,238,030 $ 443,800 $ 5,450,000 $ ‐ 5,450,000 $ ‐ $ ‐ $ $ 12,581,830 Community Enhancement/Public Safety Status:

FY 24‐25 Fund Number:

DESCRIPTION:
image
This project includes operational and safety improvements to Highway 1 between North Main Street and Grandview Ave. It also includes lane intersection improvements for signalization and development of a multi‐use trail on the east side of Highway 1 from Main Street North to Spindrift Way. This project is principally funded through a grant from San Mateo County Transportation Authority and also includes development‐related impact fees from the Pacific Ridge Subdivision (Ailanto).

InfrastructureHealthy Community/Public Safety
Previously Approved
Fiscal Sustainability ADDITIONAL DETAILS:

Inclusive Governance
This project was initiated in FY 16‐17 and will carry over into FY 20‐21 due to delays by CalTrans review and permitting process. Project design commenced in FY 19‐20 and is anticipated to be completed in FY 20‐21. Construction estimate is based on concept and will be updated as design progresses.

EXPENDITURES
PROJECT TITLE: HIGHWAY 1 SAFETY ‐ NORTH
Streets Project Number:

Highway 1 North, from Main Street @ Highway 1 to Spindrift Way Lead Department: Public Works JUSTIFICATION:

Highway 1, between Main Street and Kehoe, contains pinch points that impact traffic flow. The Pacific Ridge Subdivision requires the installation of a traffic signal at Terrace Avenue and Highway 1. This project allows the City to coordinate development‐related and overall safety improvements for pedestrians and multi‐modal transit riders.

STRATEGIC PLAN GOAL (please check all that apply)
TOTAL
Engineering & Design
Prof.Serv/Env.ConstructionPM‐CM
TOTAL
Grant ‐ Measure A
Developer FeesGeneral Fund

SOURCE(S) OF FUNDS
UNFUNDEDStreet and Road ‐ Fund 123
103
116
Category: 0593
Project Location:

Type:

Duration: FY 17‐18 Estimated Completion: 123 Fund Name: Streets and Roads XX

PRIOR YEARS BUDGET

EXPENDITURES
FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26 FY 26‐27 FUTURE YEARS TOTAL ALL FY $ 113,531 $ 114,400 $ 227,931
$ 200,000 $ 200,000$ 4,000,000 $ 4,000,000
$ 200,000 $ 200,000
$ ‐
$ 113,531 $ 114,400 $ 4,400,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 4,627,931

PRIOR YEARS BUDGET

ALLOCATIONS
FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26 FY 26‐27 FUTURE YEARS TOTAL ALL FY $ 400,000 $ 400,000
$ 113,531 $ 114,400 $ 227,931
$ 1,202,000 $ 1,202,000
$ ‐
$ 2,798,000 $ 2,798,000
$ 113,531 $ 114,400 $ 4,400,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 4,627,931 PROJECT TITLE: POPLAR STREET TRAFFIC CALMING AND SAFETY PROJECT Streets Project Number:Poplar Street Between Main and Railroad Lead Department: Public Works Fiscal Sustainability ADDITIONAL DETAILS:

Inclusive Governance
This project received grant funding obligation in FY 17‐18 from the Metropolitan Transportation Commission. The unfunded portion of the project will likely be funded through the Deferred Street Improvement Agreements (Property Owner Contributions), additional grant or general funds.

Accomplishments in FY 19‐20 included progress on design, environmental and community

EXPENDITURES
STRATEGIC PLAN GOAL (please check all that apply)
Community Enhancement/Public Safety Status:

FY 23‐24 Fund Number:

DESCRIPTION:
image
This project includes the design and improvement of a 3,012 foot strip of Poplar Street from Main Street to Railroad Avenue as a "Complete Street" project. Anticipated enhancements include pedestrian and bicycle facilities, storm water improvements, traffic calming elements and green infrastructure.

InfrastructureHealthy Community/Public Safety
The project will provide a safe and inviting access to and from Poplar Beach and the Coastal Trail for residents and visitors.

JUSTIFICATION:

Previously Approved
Engineering & Design
Prof.Serv/Env.ConstructionUNFUNDEDGeneral FundGrant ‐ Federal

SOURCE(S) OF FUNDS
TOTAL
PM‐CMMaintenance
TOTAL
Property Owner ContributionStreet and Road ‐ Fund 123
104
117
Category: 1024
Project Location:

Type:

Initial Funding: FY 22‐23 Expected Completion 151 Fund Name: General Capital XXXX

PRIOR YEARS BUDGET

EXPENDITURES
FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26 FY 26‐27 FUTURE YEARS TOTAL ALL FY $ 300,000 $ 300,000
$ 180,000 $ 500,000 $ 680,000
$ 12,000,000 $ 12,000,000
$ 70,000 $ 70,000 $ 2,000,000 $ 2,140,000
$ ‐ $ 250,000 $ ‐ 370,000 $ ‐ $ ‐ $ $ 14,500,000 $ 15,120,000

PRIOR YEARS BUDGET

ALLOCATIONS
FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26 FY 26‐27 FUTURE YEARS TOTAL ALL FY $ 50,000 $ 370,000 $ 420,000
$ 200,000 $ 200,000
$ 14,500,000 $ 14,500,000
$ ‐ $ 250,000 $ ‐ 370,000 $ ‐ $ ‐ $ $ 14,500,000 $ 15,120,000 PROJECT TITLE: MAIN STREET REVITALIZATION PROJECT
Economic Development Project Number:

Downtown Half Moon Bay Lead Department: Public Works
JUSTIFICATION:

Economic development is a City Council priority.

This project will include a Master Plan for the complete redesign and reconstruction of Main Street from Highway 1/North Main Street to South Main Street. Emphasis for this project will ultimately be on the four central blocks of downtown Main Steet including improving pedestrian accessibility on Main Street from Main Street Bridge to Correas Street. This effort will include extensive community outreach and input. The circulation/streetscape planning will address circulation, parking, placemaking, streetscape, landscaping, and street furniture plans.

InfrastructureHealthy Community/Public Safety
STRATEGIC PLAN GOAL (please check all that apply)
TOTAL
Engineering & DesignConstruction
TOTAL
General Fund

SOURCE(S) OF FUNDS
UNFUNDEDPM‐CMProf.Serv/Env.General Capital ‐ Fund 151
Community Enhancement Status: NEW
TBD Fund Number:

EXPENDITURES
Fiscal Sustainability ADDITIONAL DETAILS:

Inclusive Governance
DESCRIPTION:
41 118
Category: 0559
Project Location:

Type:

Initial Funding: FY 21‐22 Estimated Completion: 151 Fund Name: General Capital XX

PRIOR YEARS BUDGET

EXPENDITURES
FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26 FY 26‐27 FUTURE YEARS TOTAL ALL FY $ 5,000 $ 5,000
$ ‐
$ 195,000 $ 100,000 $ 295,000
$ ‐
$ 5,000 $ 195,000 $ ‐ 100,000 $ ‐ $ ‐ $ ‐ $ $ 300,000

PRIOR YEARS BUDGET

ALLOCATIONS
FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26 FY 26‐27 FUTURE YEARS TOTAL ALL FY $ 150,000 $ 100,000 $ 250,000
$ 5,000 $ 45,000 $ 50,000
$ 5,000 $ 195,000 $ ‐ 100,000 $ ‐ $ ‐ $ ‐ $ $ 300,000 General Capital ‐ Fund 151
PROJECT TITLE: WAYFINDING AND ENTRY SIGNS
Economic Development Project Number:

Citywide Lead Department: Administration

EXPENDITURES
DESCRIPTION:

This project will look at redesigning the previous wayfinding and entry signs. It will also look at additional locations (i.e. parks), and opportunities to provide electronic, interactive map signs.

InfrastructureHealthy Community/Public SafetyFiscal Sustainability ADDITIONAL DETAILS:

Inclusive Governance
JUSTIFICATION:

This project is identified as an economic development tool and community identification and enhancement.

SOURCE(S) OF FUNDS
Previously Approved
TOTAL
Prof.Serv/Env.ConstructionPM‐CM
TOTAL
General Fund
Community Enhancement Status:

FY 23‐24 Fund Number:

Engineering & Design
STRATEGIC PLAN GOAL (please check all that apply)
40 119
Category: 9000
Project Location:

Type:

Duration: 123 Fund Name: Streets and Roads
XXXX
FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26 FY 26‐27
$ 40,000 $ 40,000 $ 40,000 $ 40,000 $ 40,000
$ 40,000 $ 40,000 $ 40,000 $ 40,000 $ 40,000
FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26 FY 26‐27
$ 40,000 $ 40,000 $ 40,000 $ 40,000 $ 40,000
$ 40,000 $ 40,000 $ 40,000 $ 40,000 $ 40,000
General Fund $ 200,000

SOURCE(S) OF FUNDS TOTAL ALL FY
ADDITIONAL DETAILS:

EXPENDITURES TOTAL ALL FY
Inclusive Governance
In FY 21‐22, this program was used to start the Kelly Avenue Crosswalks Project (#1018). Theproject includes pedestrian safety measures and traffic calming measures at the intersections of Pilarcitos and Alsace Lorraine on Kelly Avenue.

Fiscal Sustainability
DESCRIPTION:

The program involves implementation of a neighborhood traffic calming and safety program and will provide a source of funding to address neighborhood concerns on a first‐come, first‐serve basis.

The focus of FY 22‐23 will be the preparation and adoption of the Local Roads Safety Plan.

JUSTIFICATION:

TOTAL $ 200,000
Construction $ 200,000
TOTAL $ 200,000
This program was created in response to requests from neighborhood requests and petitions for traffic improvements.

STRATEGIC PLAN GOAL (please check all that apply)
InfrastructureHealthy Community/Public Safety
PROGRAM TITLE: NEIGHBORHOOD TRAFFIC SAFETY PROGRAM
Streets Project Number:

Citywide Lead Department: Public Works
Community Enhancement/Public Safety Status: Previously Approved Ongoing Fund Number:
100
120
Category: 0514
Project Location:

Type:

Duration: 123 Fund Name: Streets and Roads
XXX
FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26 FY 26‐27
$ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000
$ 450,000 $ 450,000 $ 450,000 $ 450,000 $ 450,000
$ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000
FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26 FY 26‐27
$ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000
$ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000

EXPENDITURES TOTAL ALL FY
Engineering & Design
Previously Approved
PROGRAM TITLE: PAVEMENT MANAGEMENT AND TRAFFIC SAFETY PROGRAM Public Works
Streets Project Number:

Citywide Lead Department:

Capital Maintenance/Community Enhancement Status:Inclusive Governance Ongoing Fund Number:

DESCRIPTION:

The program involves pavement maintenance, such as slurry sealing, crack sealing, etc. to prolong the usable life of existing streets. The City has completed an update to the Pavement Management Survey (P‐TAP 22), which has provided recommendations for future projects.

Projects anticipated in FY 22‐23 include design of Belleville Boulevard in anticipation of formation of assessment district and to design and start an annual pavement management project for some streets in the City. Funds from this program will also be used to supplement the installation of Class II bike lanes and preventative maintenance on Main Street from Highway 1 to Stone Pine Road, as well as a Class III Bike Lane along Mill Street, Johnston Street and Correas Street (see Bicycle and Pedestrian Master Plan Implementation Program). Future projects will include the construction of Mill Street/San Benito Street improvements.

JUSTIFICATION:

This program is intended to maintain or enhance the City's Pavement Condition Index (PCI) at 65 or better and improve safety and aesthetics.

STRATEGIC PLAN GOAL (please check all that apply)
InfrastructureHealthy Community/Public Safety
Fiscal Sustainability ADDITIONAL DETAILS:

Prof.Serv/Env.

TOTAL ALL FY
$ 2,250,000$ 250,000$ ‐
TOTAL $ 2,500,000
ConstructionPM‐CM $ ‐
TOTAL $ 2,500,000
Gas Tax ‐ Fund 122 $ 2,500,000General Fund $ ‐

SOURCE(S) OF FUNDS
101
121
Category: 0619
Project Location:

Type:

Initial Funding FY 20‐21 Estimated Completion: 125 Fund Name: Parks XXX

PRIOR YEARS BUDGET

EXPENDITURES
FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26 FY 26‐27 FUTURE YEARS TOTAL ALL FY $ 51,000 $ 35,000 $ 86,000
$ 45,000 $ 45,000
$ 111,000 $ 1,000,000 $ 1,111,000
$ 40,000 $ 200,000 $ 240,000
$ 96,000 $ 186,000 $ ‐ 1,200,000 $ ‐ $ ‐ $ $ 1,482,000

PRIOR YEARS BUDGET

ALLOCATIONS
FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26 FY 26‐27 FUTURE YEARS TOTAL ALL FY $ 35,000 $ 35,000$ 61,000 $ 132,000 $ 122,000 $ 315,000 $ 350,000 $ 350,000
$ 54,000 $ 54,000
$ 728,000 $ 728,000
$ 96,000 $ 186,000 $ ‐ 1,200,000 $ ‐ $ ‐ $ $ 1,482,000 Previously Approved
PROJECT TITLE: EASTSIDE PARALLEL TRAIL NORTH ‐ SEGMENT 4 Trails Project Number:Bike Trail from Roosevelt to Mirada, east of Hwy 1 Lead Department: Public Works Community Enhancement/Public Safety Status:

FY 23‐24 Fund Number:

Engineering & Design
STRATEGIC PLAN GOAL (please check all that apply)
Fiscal Sustainability ADDITIONAL DETAILS:Inclusive Governance This project is funded by SMCTA Measure A Bicycle and Pedestrian program.

EXPENDITURES
DESCRIPTION:

This project includes the design, permitting, environmental clearance, and construction of a Class I multi‐ use path parallel to the east side of Highway 1 between Roosevelt Boulevard and Mirada Road. The project will extend the current Class I path from the existing terminus at Roosevelt Boulevard north tothe City limits. The path will be approximately 10‐foot wide and will be extended for approximately 0.26 miles north.

InfrastructureHealthy Community/Public Safety
JUSTIFICATION:

In 2015, the City completed interim repairs to stabilize the stairs under an Emergency Coastal Development Permit. Long term repairs/relocation will be necessary as the site is subject to coastal erosion and related impacts from Sea Level Rise (SLR).

General Fund
TOTAL
Prof.Serv/Env.ConstructionPM‐CM
TOTAL
Grant ‐ Measure A

SOURCE(S) OF FUNDS
UNFUNDEDGrant ‐ TDA
Park Facility/Development ‐ Fund 125
116
122
Category: 1014
Project Location:

Type:

Initial Funding: FY 22‐23 Estimated Completion: 125 Fund Name: Parks XXX

PRIOR YEARS BUDGET

EXPENDITURES
FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26 FY 26‐27 FUTURE YEARS TOTAL ALL FY $ 30,000 $ 30,000
$ 10,000 $ 10,000
$ 86,000 $ 86,000
$ ‐
$ ‐ $ 126,000 $ ‐ $ ‐ $ ‐ ‐ $ $ ‐ $ 126,000

PRIOR YEARS BUDGET

ALLOCATIONS
FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26 FY 26‐27 FUTURE YEARS TOTAL ALL FY $ 126,000 $ 126,000
$ ‐$ ‐
$ ‐ $ 126,000 $ ‐ $ ‐ $ ‐ ‐ $ $ ‐ $ 126,000 PROJECT TITLE: COASTAL TRAIL OVERLAY (POPLAR TO CENTRAL) Trails Project Number:

Coastal Trail from Poplar to approx. 1600 ft. north Lead Department: Public Works DESCRIPTION:
image
Pavement maintenance (overlay) along the California Coastal Trail between Central Avenue and Poplar Street.

InfrastructureHealthy Community/Public SafetyCapital Maintenance/Community Enhancement Status: NEW FY 22‐23 Fund Number:

Engineering & Design
JUSTIFICATION:

Due to existing condition of the pavement on the California Coastal Trail, this section is in need of maintenance/repair.

STRATEGIC PLAN GOAL (please check all that apply)
Fiscal Sustainability ADDITIONAL DETAILS:Inclusive Governance

EXPENDITURES
General FundPark Facility/Development ‐ Fund 125

UNFUNDED
TOTAL
Prof.Serv/Env.ConstructionPM‐CM
TOTAL

SOURCE(S) OF FUNDS
117
123
Category: 1009
Project Location:

Type:

Initial Funding: FY 21‐22 Estimated Completion: 125 Fund Name: Parks XXX

PRIOR YEARS BUDGET

EXPENDITURES
FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26 FY 26‐27 FUTURE YEARS TOTAL ALL FY $ 45,000 $ 45,000
$ 15,000 $ 15,000
$ 1,103,500 $ 1,103,500
$ ‐
$ 10,000 $ 30,000 $ 40,000
$ 55,000 $ 1,148,500 $ ‐ $ ‐ $ ‐ ‐ $ $ ‐ $ 1,203,500

PRIOR YEARS BUDGET

ALLOCATIONS
FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26 FY 26‐27 FUTURE YEARS TOTAL ALL FY $ 55,000 $ 55,000
$ 1,038,500 $ 1,038,500
$ ‐
$ 110,000 $ 110,000
$ 55,000 $ 1,148,500 $ ‐ $ ‐ $ ‐ ‐ $ $ ‐ $ 1,203,500 PROJECT TITLE: MAIN STREET SAFETY IMPROVEMENT PROJECT
Streets Project Number:Downtown Corridor Lead Department: Public Works DESCRIPTION:
image
This grant‐funded project includes four different types of improvements in the downtown corridor: 1) bicycle routes 2) pedestrian crosswalks 3) signage 4) parklets/streateries. This project also includes base repairs and slurry sealing the path of road proposed for the bik lanes.

InfrastructureHealthy Community/Public SafetyCommunity Enhancement/Public Safety Status: Previously Approved FY 22‐23 Fund Number:

JUSTIFICATION:

This project implements several improvements identified in the Bicycle and Pedestrian Master Plan as well as addresses concerns brought up by the Our Voice Transportation Pilot Project.

STRATEGIC PLAN GOAL (please check all that apply)
Fiscal Sustainability ADDITIONAL DETAILS:Inclusive Governance

EXPENDITURES
General Fund
TOTAL
Engineering & Design
Prof.Serv/Env.ConstructionPM‐CM
TOTAL

SOURCE(S) OF FUNDS
TFCA Grant (BAAQMD)EquipmentStreet and Road ‐ Fund 123Park Facility/Development ‐ Fund 125 105
124
Category: 1018
Project Location:

Type:

Initial Funding: FY 21‐22 Estimated Completion: 123 Fund Name: Streets and Roads XX

PRIOR YEARS BUDGET

EXPENDITURES
FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26 FY 26‐27 FUTURE YEARS TOTAL ALL FY $ 30,000 $ 30,000$ 15,000 $ 15,000
$ 220,000 $ 220,000
$ ‐
$ ‐ $ 265,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 265,000

PRIOR YEARS BUDGET

ALLOCATIONS
FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26 FY 26‐27 FUTURE YEARS TOTAL ALL FY $ ‐
$ 251,000 $ 251,000
$ 14,000 $ 14,000
$ ‐
TOTAL $ ‐ $ 265,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 265,000

SOURCE(S) OF FUNDS
General FundStreet and Road ‐ Fund 123Safe Routes to Schools GrantUNFUNDED Fiscal Sustainability ADDITIONAL DETAILS:

Inclusive Governance
Accomplishments in FY 21‐22 include completion of the 100% design documents, and advertizing for bids. The project is anticipated to start construction in June 2022 and lastthroughout the summer break. Work completed in FY 21‐22 was funded through the Pavement Management and Traffic Safety Program (#0514).

EXPENDITURES
Engineering & Design
Prof.Serv/Env.

ConstructionPM‐CM
TOTAL
JUSTIFICATION:

Highway 1 and Kelly Avenue have been identified by the City Council, the Cabrillo Unified School District, Caltrans and the public as an intersection of concern. The City is obligated to extend the left turn stacking by two cars as a mitigation measure for the New Library.

The City has received many complaints and concers from residents regarding speeding, pedestrian safety, and other concerns, specifically at the two intersections of interest, one being fronting the Cabrillo Unified School District Office, and being a major corridor for arriving to the school.

STRATEGIC PLAN GOAL (please check all that apply)
Infrastructure
DESCRIPTION:
image
This project focuses on the two intersections of Pilarcitos Avenue and Alsace Lorraine Avenue along Kelly Avenue.

The scope of the project includes installation of new high visibility crosswalks at both intersections, refresh of theexisting crosswalks, installation of a a new curb ramp for ADA accessibility, upgrade of the existing curb ramps to comply with ADA standards, and minor pavement restoration.

Healthy Community/Public Safety
PROJECT TITLE: KELLY AVENUE CROSSWALKS
Streets Project Number:Kelly Avenue at intersections of Pilarcitos Ave. and Alsace Lorraine Ave. Lead Department: Public Works Community Enhancement/Public Safety Status: NEW
FY 22‐23 Fund Number:
106
125
Category: 0601
Project Location:

Type:

Duration: 151 Fund Name: General Capital
XXXX
FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26 FY 26‐27
$ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000
$ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000
FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26 FY 26‐27
$ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000
$ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000
TOTAL
General Fund
TOTAL

TOTAL ALL FY
$ 250,000
$ 250,000
$ 250,000
$ 250,000

EXPENDITURES
Construction

SOURCE(S) OF FUNDS TOTAL ALL FY
General Capital ‐ Fund 151 $ ‐
Fund Number:

DESCRIPTION:

Fiscal SustainabilityInclusive Governance
ADDITIONAL DETAILS:

Ongoing
This program is intended to fund ADA improvements related to other defined projects and will ensure the City is in compliance with the Americans with Disabilities Act (ADA).

Funds in FY 22‐23 will be reserved for the most pressing ADA related needs and improvements.

JUSTIFICATION:

This program is required to ensure City compliance with the Americans with Disability Act requirements and to improve accessibility and safety.

STRATEGIC PLAN GOAL (please check all that apply)
InfrastructureHealthy Community/Public Safety
PROGRAM TITLE: ADA TRANSITION PLAN IMPLEMENTATION PROGRAM Public WorksPreviously Approved
Project Number:

Lead Department:

Status:

FacilitiesCitywideMandated
76 126
Category: 0562
Project Location:

Type:

Duration: 151 Fund Name: General Capital
XXX
FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26 FY 26‐27
$ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000
$ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000
FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26 FY 26‐27
$ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000
$ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000
PROGRAM TITLE: SIDEWALK REPLACEMENT AND REPAIR PROGRAM
Public WorksPreviously Approved
Project Number:

Lead Department:

Status:

FacilitiesCitywideCommunity Enhancement/Public Safety
This program includes the City's share of repair and replacement of cracked and deteriorated sidewalk segments identified and prioritized in the 2021 sidewalk survey. Each year, a scope of repair/replacement work will be scheduled based on funding availability and prioritization of needed repairs.

Funds in FY 22‐23 will be reserved for the most pressing sidewalk needs and improvements.

Fund Number:

Fiscal Sustainability ADDITIONAL DETAILS:

Inclusive GovernanceHealthy Community/Public Safety
JUSTIFICATION:

Sidewalks are required to be compliant with the Americans with Disabilities Act and be safely navigable by the general public.

STRATEGIC PLAN GOAL (please check all that apply)
Infrastructure
DESCRIPTION:

Ongoing
General Fund
TOTAL
$ 500,000
$ 500,000

TOTAL ALL FY
$ 500,000
$ 500,000

SOURCE(S) OF FUNDS TOTAL ALL FY
TOTAL
General Capital ‐ Fund 151

EXPENDITURES
Construction
77 127
Category: 0615
Project Location:

Type:

Duration: 125 Fund Name: Parks
XX
FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26 FY 26‐27
$ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000
$ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000
FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26 FY 26‐27
$ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000
$ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000
Construction $ 250,000
TOTAL $ 250,000

EXPENDITURES TOTAL ALL FY
Engineering & Design $ ‐
TOTAL $ 250,000
General Fund $ 250,000

SOURCE(S) OF FUNDS TOTAL ALL FY
$ ‐
Fiscal Sustainability ADDITIONAL DETAILS:Inclusive Governance Starting in FY 22‐23, this program focus will shift from funding large, standalone projects to supporting bicycle and pedestrian improvements in established projects. Large projects that were historically built into this program will be given their own project pages.

This program is intended to fund bicycle and pedestrian improvements identified in the Bicycle and Pedestrian Master Plan as part of other defined projects. Funds may also be used as a matching source for potential grant opportunities. Examples of elements funded through this program include bike lane striping and regulatory/wayfinding signage.

JUSTIFICATION:

InfrastructureHealthy Community/Public Safety
This program was created to fund implementation of bicycle and pedstrian improvements as identified bythe Bicycle and Pedestrian Advisory Committee, Parks and Recreation Commission, and the Bicycle and Pedestrian Master Plan (adopted in September 2019).

STRATEGIC PLAN GOAL (please check all that apply)
Park Facility/Development ‐ Fund 125
PROGRAM TITLE: BICYCLE AND PEDESTRIAN CONNECTIVITY AND SAFETY PROGRAM Public WorksPreviously Approved
Trails Project Number:

Citywide Lead Department:

Community Enhancement/Public Safety Status:

Ongoing Fund Number:

DESCRIPTION:
114
128
Category: 0595
Project Location:

Type:

Initial Funding Unfunded Estimated Completion: 125 Fund Name: Parks XXX

PRIOR YEARS BUDGET

EXPENDITURES
FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26 FY 26‐27 FUTURE YEARS TOTAL ALL FY $ 150,000 $ 150,000
$ 100,000 $ 100,000
$ 2,000,000 $ 2,000,000
$ 350,000 $ 350,000
$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 2,600,000 $ 2,600,000

PRIOR YEARS BUDGET

ALLOCATIONS
FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26 FY 26‐27 FUTURE YEARS TOTAL ALL FY $ 2,600,000 $ 2,600,000
$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 2,600,000 $ 2,600,000
Previously Approved
PROJECT TITLE: EASTSIDE PARALLEL TRAIL NORTH ‐ SEGMENT 2 Trails Project Number:Spindrift Way to Ruisseau Francais Avenue Lead Department: Public Works Community Enhancement/Public Safety Status:

STRATEGIC PLAN GOAL (please check all that apply)
Fiscal Sustainability ADDITIONAL DETAILS:Inclusive Governance This project is intended to be run concurrently with the new Highway 1 & Ruisseau Francais Intersection Improvement Project.

This project includes the extension of a 10‐foot wide bicycle/pedestrian (multi‐purpose) Class I trail from Spindrift Way to Ruisseau Francais Avenue (1,600 feet). This project also includes a new bridge crossing over Frenchman's Creek and is an extension of the Highway 1 Safety projects.

InfrastructureHealthy Community/Public Safety
JUSTIFICATION:

This project was identified as a project in the Bicycle and Pedestrian Master Plan completed in FY 2018‐

19. This project will work to connect the bicycle and pedestrian path from downtown Half Moon Bay to the northern City limits by completing segment 2. The County has a proposed project to connect the Coastside trail to the northern City limits.

TBD Fund Number:

DESCRIPTION:

TOTAL
Prof.Serv/Env.ConstructionPM‐CM
TOTAL

UNFUNDED

SOURCE(S) OF FUNDS
Engineering & Design

EXPENDITURES
124
129
Category: TBD
Project Location:

Type:

Initial Funding: Unfunded Estimated Completion: 123 Fund Name: Streets and Roads XX

PRIOR YEARS BUDGET

EXPENDITURES
FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26 FY 26‐27 FUTURE YEARS TOTAL ALL FY $ 75,000 $ 75,000
$ 75,000 $ 75,000
$ 2,680,000 $ 2,680,000
$ 670,000 $ 670,000
$ ‐ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ $ 3,500,000 $ 3,500,000

PRIOR YEARS BUDGET

ALLOCATIONS
FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26 FY 26‐27 FUTURE YEARS TOTAL ALL FY $ 3,500,000 $ 3,500,000
TOTAL $ ‐ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ $ 3,500,000 $ 3,500,000 Prof.Serv/Env.ConstructionPM‐CM
TOTAL

UNFUNDED

SOURCE(S) OF FUNDS
JUSTIFICATION:

The project will bring Kelly Avenue in conformance with the State's mandated Complete Streets Policy.

TBD Fund Number:

Engineering & Design
STRATEGIC PLAN GOAL (please check all that apply)
Fiscal Sustainability ADDITIONAL DETAILS:Inclusive Governance This project is on hold until a funding source can be identified.

EXPENDITURES
DESCRIPTION:
image
This project will include the design and improvement of 4532 feet of Kelly Avenue, from Main Street to the beach, as a "Complete Street" project. Enhancements are anticipated to include improved pedestrian/bicycle access and drainage.

InfrastructureHealthy Community/Public Safety
Previously Approved
PROJECT TITLE: KELLY AVENUE REHABILITATION PROJECT
Streets Project Number:

Kelly Avenue, west of Highway 1 Lead Department: Public Works Community Enhancement/Public Safety Status:
130
Category: TBD
Project Location:

Type:

Initial Funding: Unfunded Estimated Completion: 123 Fund Name: Streets and Roads XX

PRIOR YEARS BUDGET

EXPENDITURES
FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26 FY 26‐27 FUTURE YEARS TOTAL ALL FY $ 150,000 $ 150,000$ 100,000 $ 100,000$ 1,500,000 $ 1,500,000 $ 350,000 $ 350,000
$ ‐ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ $ 2,100,000 $ 2,100,000

PRIOR YEARS BUDGET

ALLOCATIONS
FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26 FY 26‐27 FUTURE YEARS TOTAL ALL FY $ ‐$ ‐
$ 2,100,000 $ 2,100,000
$ ‐ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ $ 2,100,000 $ 2,100,000

SOURCE(S) OF FUNDS
General Fund
Traffic Mitigation ‐ Fund 112

UNFUNDED
TOTAL
Fiscal Sustainability ADDITIONAL DETAILS:Inclusive Governance This project is intended to be run concurrently with the Eastside Parralel Trail North ‐ Segment 2 project (#0595).

EXPENDITURES
Engineering & DesignProf.Serv/Env.ConstructionPM‐CM
TOTAL
JUSTIFICATION:

This is a nonstandard intersection experiencing high traffic congestion.

STRATEGIC PLAN GOAL (please check all that apply)
Infrastructure
DESCRIPTION:
image
This project includes a feasibility assessment, design, environmental permitting, and construction for intersection improvement, which may include a roundabout.

Healthy Community/Public Safety
PROJECT TITLE: HIGHWAY 1/RUISSEAU FRANCAIS INTERSECTION IMPROVEMENT PROJECT Streets Project Number:

Intersection at Ruisseau Francais Avenue and Highway 1 Lead Department: Public Works Community Enhancement/Public Safety Status: NEW
TBD Fund Number:
108
131

Page 1 of 4 ends

BUSINESS OF THE COUNCIL OF THE CITY OF HALF MOON BAY

AGENDA REPORT
For meeting of: August 16, 2022
TO: Honorable Mayor and City Council
VIA: Bob Nisbet, City Manager
FROM: John Doughty, Public Works Director
Veronika Vostinak, Sustainability Analyst
TITLE: MIRAMONTES POINT SEA LEVEL RISE VULNERABILITY AND FISCAL IMPACT

ASSESSMENT STUDY SESSION
RECOMMENDATION:

Conduct a study session on the Miramontes Point Sea Level Vulnerability and Fiscal Impact Assessment.

FISCAL IMPACT:

There is no fiscal impact associated with this study session. The City Council approved a professional services agreement with the consultant. $58,500 was budgeted to contract with Integral Consulting Inc. to prepare the Miramontes Point Sea Level Rise Vulnerability and Fiscal Impact Assessment. Phase 1 ($30,000) was funded through the Public Works operating budget and Phase 2 ($28,500) was funded through Capital Improvement Project Number 1002 (Climate Action and Adaptation Plan).

STRATEGIC ELEMENT:

This action supports all Elements of the Strategic Plan.

BACKGROUND:

In April 2015, the City successfully secured a grant from the Ocean Protection Council to conduct a sea level rise (SLR) vulnerability assessment. The assessment addressed flooding, tsunami, and erosion risks exacerbated by sea level rise from the north end of the City limits to the north end of the Ocean Colony Golf Courses, at which point there was no longer USGS data available. This assessment was adopted by the City Council in April 2016. The City’s 2016 SLR assessment was limited in geographic scope due to a lack of available USGS data. Since its completion, additional data for the area of Miramontes Point in southern Half Moon Bay to the south end of the city limits has become available.
132

Page 2 of 4 ends

In 2019, the County of San Mateo (County) began work on the South Coast Sea Level Rise Risk and Solutions Study, continuing south from Ocean Colony area to the Santa Cruz/San Mateo County line (South County).

In August 2019 the City initiated work on its Climate Action and Adaptation Plan (CAAP). The plan is comprised of two components: 1) climate action (strategies to reduce the City’s greenhouse gas emissions/carbon footprint); and 2) adaptation strategies in light of climate change and sea level rise. Significant work has been undertaken on the Climate Action portion of the plan. Prior and future studies will provide foundational support to adaptation portions of the CAAP. No funding has been allocated for adaptation work.

In April 2020, the City’s comprehensive update to the Local Coastal Land Use Plan (LUP) was certified by the Coastal Commission. The updated LUP incorporates policies about climate change and sea level rise, such as Policy 7-11 that calls for the City to use best available sea level rise science to periodically assess vulnerable assets and develop adaptation strategies.

While the County incorporated this area into their South County Study, staff believed the unique nature of the properties and location within the City limits (e.g. Coastal Trail, Ocean Colony Golf Courses and Ritz Carlton) warranted a more tailored approach and hired Integral to do a deeper dive. Following release of the South County study, City staff reached out to the Integral Consulting, Inc. (Integral), the County’s consultant, to discuss expanding assessment and adaptation in the Ocean Colony area.

In November 2021, the City executed a contract with Integral Consulting Inc. (Integral) under the City Manager’s authority to complete Phase 1 of a Sea Level Rise Vulnerability and Fiscal Impact Assessment (SLR Assessment). This work resulted in the consolidation of the entire City coastline into a single assessment. This allowed the County to proceed with South County work absent this small portion of the City. The current assessment was completed in two phases.

Phase 1 included a vulnerability and economic impact assessment of the aforementioned area.

In December 2021, City and County staff provided an update to the City Council on the work being done by the County’s South County study and the City’s SLR Assessment and requested direction on Phase 2 of the SLR Assessment project. On February 1, 2022 The City Council approved an amendment request to fund and proceed with Phase 2 of the project. Phase 2 included topographic and image data collection of the area, evaluation of adaption alternatives, and public outreach.

DISCUSSION:

The Miramontes Point Sea Level Rise Vulnerability and Fiscal Impact Assessment focuses on the southern end of the City limits, encompassing the approximate one-mile stretch of coast extending from the southerly City limit to just south of Redondo Beach Road. Revenue from the Transient Occupancy Tax (TOT), sales tax, and property tax in this area generate accounts for a substantial percentage of the City’s entire budget. This study area includes a popular section of 133

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the California Coastal Trail, The Ritz Carlton Hotel, and two privately owned (open to public) golf courses (Old Course and Ocean Course).

The assessment was undertaken in two distinct phases. Phase 1 is an historical coastal bluff retreat analysis, using historical aerial photography, more recent lidar digital elevation models (DEMs), and a new photographic survey collected via drone in the winter of 2022 to understand the processes of bluff retreat and to generate rates of historical change for future vulnerability modeling. Cliff toe and bluff top edges were automatically extracted from the DEM surfaces using the U.S. Geological Survey (USGS) Cliff Delineation Tool and visually interpreted from the older aerial photography. The study then used the USGS Digital Shoreline Analysis System to measure rates and amount of change of the cliff toe and bluff top edge positions. The model accelerates historical rates of bluff retreat using future total water levels and generates exceedance curves for when the water levels will increasingly exceed both the cliff toe and the contact between the geologic units. The increase in the area beneath the exceedance curve through time is a proxy for accelerated rates of bluff retreat. The estimated future bluff top positions are then translated to maps that show the bands of future bluff position, and also evaluates what assets will be impacted in which period (2020–2040, 2040–2070, and 2070– 2100). The study area was divided into six sections, extending from Section 1 in the north to Section 6 in the south. The report indicated that rates of erosion vary substantially along the study area, with the highest retreat rates occurring in the three northern sections, including Miramontes Point (near the most southerly portion of the Ritz-Carlton Hotel).

Phase 2 included a coastal bluff retreat vulnerability assessment that estimated what infrastructure would be at risk or lost due to bluff retreat with sea level rise for 2040, 2070, and 2100. The model used in the assessment, accelerates historical rates of bluff retreat using future total water levels and generates exceedance curves for when the water levels will increasingly exceed both the cliff toe and the contact between the geologic units. The increase in the area beneath the exceedance curve through time is a proxy for accelerated rates of bluff retreat. The estimated future bluff top positions are then translated to maps that show the bands of future bluff position, and also evaluates what assets will be impacted in which period (2020–2040, 2040–2070, and 2070–2100). Overall, the study found a rapid acceleration of bluff retreat, increasing through time, with the highest retreat rates in the northern four sections of the study area. Projections indicate that impacted infrastructure includes features associated with both golf courses, the Coastal Trail, the Ritz-Carlton Hotel and associated property amenities. Assets and infrastructure concentrated at Miramontes Point will experience the greatest impacts.

Additionally, the report outlines an estimate of the current economic value and the most feasible adaptation strategies for at-risk assets in the study area. Due to coastal regulations in California, and given the remoteness of the area, there are limited adaptation strategies available in the traditional, structural sense such as seawalls or riprap, and the strategies outlined in the assessment may slow bluff erosion but will not be sufficient to stop coastal retreat. As such, the forecasted bluff position estimates for 2040, 2070, and 2100 provide managers, decision makers, and owners with the tools needed to understand what will likely 134

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need to be relocated, realigned, or removed, and what time horizons these actions will need to begin planning and implemented by to avoid these future erosion hazards.

ATTACHMENTS:

Draft City of Half Moon Bay, Miramontes Point Sea Level Rise Vulnerability and Fiscal Impact Assessment
135
City of Half Moon Bay, Miramontes Point
Sea Level Rise Vulnerability and Fiscal Impact Assessment Photo: Integral Consulting, 2022
Prepared by

200 Washington Street
Suite 201
Santa Cruz, CA 95060
August 10, 2022
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CONTENTS
ACKNOWLEDGEMENTS.......................................................................................................................iv List of Figures .............................................................................................................................................v List of Tables..............................................................................................................................................ix Acronyms, Abbreviations, and Definitions............................................................................................x Disclaimer ..................................................................................................................................................xi Executive Summary.................................................................................................................................xii 1 INTRODUCTION ..............................................................................................................................1 Purpose of this Study ............................................................................................................................1 Study Area ..............................................................................................................................................1 2 COASTAL PROCESSES AND HAZARDS.....................................................................................5

2.1 Waves...........................................................................................................................................5

2.2 Tides and Water Level Data .....................................................................................................8

2.3 Sea Level Rise .............................................................................................................................9

2.4 Coastal Erosion.........................................................................................................................10

2.5 Geology and Geomorphology................................................................................................11

2.6 Historical Erosion Section Overview ....................................................................................12

2.6.1 Section 1. Redondo Beach to Three Rocks Beach.........................................................17

2.6.2 Section 2. Three Rocks Beach to Miramontes Point ....................................................21

2.6.3 Section 3. Miramontes Point to Manhattan Beach North ...........................................26

2.6.4 Section 4. Manhattan Beach North to Cañada Verde Creek ......................................28

2.6.5 Section 5. Manhattan Beach South.................................................................................31

2.6.6 Section 6. Manhattan Beach South to HMB City Line ................................................33

2.7 Coastal Armoring and Anthropogenic Terrace Changes...................................................36 3 METHODOLOGY AND APPROACH .........................................................................................37

3.1 Shore Sections and Subsection Block Delineation...............................................................38

3.2 Beach and Cliff Feature Delineation......................................................................................38

3.3 Rate of Sea Level Rise..............................................................................................................41

3.4 Nearshore Wave, Total Water Levels, and Exceedance Curve Calculations...................41 137
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3.5 Erosion Rate Calculations .......................................................................................................45

3.6 Erosion Rate Results ................................................................................................................46 4 VULNERABILITY ASSESSMENT.................................................................................................49

4.1 Vulnerabilities ..........................................................................................................................51

4.2 Vulnerability Maps ..................................................................................................................53 5 ECONOMIC ASSESSMENT...........................................................................................................63 6 ADAPTATION PLANNING..........................................................................................................78

6.1 Protect........................................................................................................................................79

6.2 Accommodate...........................................................................................................................80

6.3 Managed Retreat/Realignment/Relocation...........................................................................81

6.4 Most Feasible Adaptation Approaches.................................................................................82

6.5 Adaptation Pathway................................................................................................................82

6.5.1 Short Term (0 to 10 years)...............................................................................................85

6.5.2 Medium Term (10 to 30 years) .......................................................................................85

6.5.3 Long Term (30 + years)....................................................................................................85 7 KEY FINDINGS AND RECOMMENDATIONS .........................................................................85 References .................................................................................................................................................86 Appendix A...............................................................................................................................................88 Modern Timeline of Coastal Development and Major Erosion Events........................................88 Appendix B. ..............................................................................................................................................90 Digital Elevation Transect Model Comparison ...............................................................................90 138
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ACKNOWLEDGEMENTS
1 Integral Consulting
• David L. Revell, Ph.D., Project Director
• Matt Jamieson, GIS & Project Manager
• Cheryl Hapke, Ph.D., Coastal Scientist & Technical Advisor • Justin Cummings, Ph.D., Drone Surveying
• Sam Blakesley, Coastal Scientist
• Sam McWilliams, Coastal Scientist—Erosion Modeling
• Tim Nelson, Ph.D., Coastal Scientist—Erosion Modeling • Dave Anning, Ph.D., Environmental Economist
2 City of Half Moon Bay
• Veronika Vostinak, Sustainability Analyst
• Jennifer Chong, Public Works Program Manager
• John Doughty, Public Works Director
• Ocoee Wilson, Assistant Planner
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List of Figures
Figure 1-1. Study area. ........................................................................................................................2 Figure 1-2. Drainage at Cañada Verde Creek. Source: Integral Consulting, 2022 ........................3 Figure 2-1. Conceptual diagram of the components of total water level. Image courtesy of Our Coast Our Future Web Platform (Point Blue and USGS 2021)..........................5 Figure 2-2. General wave patterns (degrees of azimuth) along the Central Coast (1993–2002) (Storlazzi and Wingfield 2005).......................................................................................7 Figure 2-3. Relative sea level trend for the NOAA San Francisco tide gauge (Station 9414290) ............................................................................................................................................9 Figure 2-4. Study-specific rate of sea level rise from 2020 to 2100, based on OPC Guidance (2018)................................................................................................................................10 Figure 2-5. Miramontes Point, with patches of vegetation evidence of high groundwater highlighted by the red ovals. Source: Integral Consulting, 2022...............................11 Figure 2-6. Lower portion of cliff is comprised of the Purisima Formation, which forms a steeper slope in most locales as compared to the upper bluff marine terrace deposits. Source: Integral Consulting, 2022..................................................................12 Figure 2-7. Site characteristics showing major points of interest and erosion features...........14 Figure 2-8. Site characteristics showing field photos....................................................................15 Figure 2-9. Site characteristics showing section-by-section geomorphic parameters..............16 Figure 2-10. Section 1. Source: Kenneth & Gabrielle Adelman, 2019 ................................................17 Figure 2-11. Historical and modern aerial photographs from 1931 (A), 1965 (B), and 2022 (C) of Section 1, the northernmost section of the study area. The hatched areas in panels B and C represent areas where there has been retreat of the cliff toe or bluff-top edge. ................................................................................................................18 Figure 2-12. The location of the toe at Three Rocks Beach Point can be seen to extend out the location of the offshore rock. Source: Kenneth & Gabrielle Adelman, 1972 ..............19 Figure 2-13. Very steep section near the 18th hole tee boxes. Source: Google Earth, 2022 ...........20 Figure 2-14. Section 2: Three Rocks Beach to Miramontes Point. Source: Kenneth & Gabrielle Adelman, 2019..................................................................................................................21 Figure 2-15. Miramontes Point before the development of Ocean Colony. Source: Kenneth & Gabrielle Adelman, 1972 ..................................................................................................22 140
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Figure 2-16. Historical and modern aerial photographs from 1931 (A), 1965 (B), and 2022 (C) of Section 2, the portion of the study area that includes Miramontes Point and the Ritz-Carlton.....................................................................................................................23 Figure 2-17. Left: Blue circle – Location of Bay Area Geotechnical Study in 2002. Red circle – Location of erosion near the Ocean Lawn of the Ritz-Carlton Hotel, 2006. Right:

A fence was erected, which has been subsequently undermined, in 2022. Source:

Kenneth & Gabrielle Adelman 2006 & Integral Consulting, 2022..................................24 Figure 2-18 Left - Riprap in place in 2002. Exposed pier foundation structure in the late 2000s. Source: Kenneth & Gabrielle Adelman, 2002, VisualHunt.com CC. ..................25 Figure 2-19. Geologic cross section at the Miramontes Point from the AECOM study, 2017...25 Figure 2-20. Section 3: Miramontes Point to Manhattan Beach North. Source: Kenneth & Gabrielle Adelman, 2019 ..................................................................................................26 Figure 2-21. Historical and modern aerial photographs from 1931 (A), 1965 (B), and 2022 (C) of Section 3. .....................................................................................................................27 Figure 2-22. Section 4: Manhattan Beach North to Cañada Verde Creek. Source: Kenneth & Gabrielle Adelman, 2019 ..................................................................................................28 Figure 2-23. Steep and concave bluff is indicative of recent, rapid erosion at hot spot #7.

Source: Google Earth, 2022 .............................................................................................29 Figure 2-24. Historical and modern aerial photographs from 1931 (A), 1965 (B), and 2022 (C) of Section 4 ......................................................................................................................30 Figure 2-25. Section 5: Manhattan Beach North to Cañada Verde Creek. Source Kenneth & Gabrielle Adelman, 2019 ..................................................................................................31 Figure 2-26. Historical and modern aerial photographs from 1931 (A), 1965 (B), and 2022 (C) of Section 5. .....................................................................................................................32 Figure 2-27. Section 6: Manhattan Beach South to HMB City Line. Source: Kenneth & Gabrielle Adelman, 2019..................................................................................................................33 Figure 2-28. Waves crashing along the cliff of Section 6 near the 17th tee boxes. Source: Kenneth & Gabrielle Adelman, 2002 ..............................................................................................33 Figure 2-29. Historical and modern aerial photographs from 1931 (A), 1965 (B), and 2022 (C) of Section 6. .....................................................................................................................35 Figure 2-30. Left: Riprap structure and foundation piers in place, 2004. Right: Riprap is no longer present and some of the foundation piers were removed in 2019. Source:

Kenneth & Gabrielle Adelman 2004 & 2019....................................................................36 141
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Figure 2-31. Remnants of the foundation piers that remain, 2022. These piers were not fully exposed from the bluff in the 2004 image. Source: Integral Consulting, 2022.........37 Figure 2-32. Toe protection of beach access stairway. Source: Integral Consulting, 2022 ...........37 Figure 3-1. Example of wave parameters including significant wave height, peak period, as well as total water level for the nearshore at Station 2 (corresponding to Section 2).......................................................................................................................................42 Figure 3-2. Total water level exceedance curve for each section (station) for 1995 to 2100 along with toe and bluff contact elevations for each section...................................43 Figure 3-3. Total water level exceedance curves for each section (station) for each period of time. .................................................................................................................................44 Figure 3-4. Left: Example of a DSAS linear regression rate statistic represented as a best-fit regression line (dotted line) among the bluff-top locations (colored points). The yellow shaded line represents the 95 percent confidence band for the position of the regression line. This band was used to determine the factor of safety. Right:

Example of the area represented under both the existing (red) and future (shades of blue) exceedance curve and above the toe elevation (green line). .....................45 Figure 4-1. Acceleration of erosion rates. The blue shaded area represents the range of erosion rates among all subsection blocks..................................................................49 Figure 4-2. Erosion rates by study area subsection blocks. Not particularly in Sections 2 and 4 that sea level rise tends to accelerate the projected erosion distances more rapidly. ............................................................................................................................50 Figure 4-3. Future bluff position envelope for near-, mid-, and long-term within the northern portion of Section1 (Section 1a)....................................................................................54 Figure 4-4. Future bluff position envelope for near-, mid-, and long-term within the southern portion of Section1 (Section 1b). ..................................................................................55 Figure 4-5. Future bluff position envelope for near-, mid-, and long-term within the northern portion of Section 2 (Section 2a)...................................................................................56 Figure 4-6. Future bluff position envelope for near-, mid-, and long-term within the southern portion of Section 2 (Section 2b). .................................................................................57 Figure 4-7. Future bluff position envelope for near-, mid-, and long-term within the northern portion of Section 3 (Section 3a)...................................................................................58 Figure 4-8. Future bluff position envelope for near-, mid-, and long-term bluff position envelope within the southern portion of Section 3 (Section 3b) and the northern portion of Section 4 (Section 4a)...................................................................................59 142
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Figure 4-9. Future bluff position envelope for near-, mid-, and long-term within the southern portion of Section 4 (Section 4b). .................................................................................60 Figure 4-10. Future bluff position envelope for near-, mid-, and long-term within Section 5..61 Figure 4-11. Future bluff position envelope for near-, mid-, and long-term within Section 6..62 Figure 5-1. The layout of the Ritz-Carlton Hotel West / East Wing ...........................................74 Figure 6-1. A range of green to gray adaptation strategies intended to mitigate erosion, flooding, or both Source: www.habitatblueprint.noaa.gov/living-shorelines................79 Figure 6-2. Potential adaptation pathway timeline.......................................................................84 143
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List of Tables
Table 3-1. Data Sets Used in Cliff Feature Delineation...............................................................39 Table 3-2. Bluff Top and Cliff Toe Erosion Result.......................................................................48 Table 5-1. Parcel Value Averages for 2018–2022 by APN ..........................................................64 Table 5-2. Average Values by Category for 2018–2022...............................................................65 Table 5-3. Events by Type at the Ritz-Carlton Hotel...................................................................66 Table 5-4. Property Tax Revenue by Property and Year............................................................70 Table 5-5. Business Improvement District Revenue (2018–2020)..............................................71 Table 5-6. Golf Course Fees ............................................................................................................71 Table 5-7. Estimated Economic Impact of Erosion......................................................................73 Table 5-8. Estimated Value of Potential Direct Damage to Ritz-Carlton Hotel ......................75 Table 5-9. Length of Trail Affected by Cliff Erosion by Time Period and Estimated Cost....76 Table 6-1. Feasibility of Adaptation Solutions .............................................................................82 144
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Acronyms, Abbreviations, and Definitions
APN Assessor’s Parcel Number
basal unit Lower geologic formation of the cliff
BID Business Improvement District
bluff Soft unconsolidated materials found in the marine terrace deposits bluff contact Location where the bluff meets the cliff
cliff Hard consolidated rock under the bluff
CCC California Coastal Commission
CoSMoS Coastal Storm Modeling System
DEM Digital Elevation Model
DSAS Digital Shoreline Analysis System (USGS)
ENSO El Niño Southern Oscillation
HMB Half Moon Bay
MHW Mean High Water
NOAA National Oceanic and Atmospheric Administration
OPC California Ocean Protection Council
PDO Pacific Decadal Oscillation
SWL still water level (observed tides including storm surge effects) toe of the cliff Location where the base of the cliff meets the beach TOT Transient Occupancy Tax
TWL Total Water Level (tides + wave run-up)
USGS U.S. Geological Survey
LCP Local Coastal Program
LHMP Local Hazard Mitigation Plan
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Disclaimer
This study is part of an ongoing process to understand and prepare for coastal erosion associated with sea level rise for the City of Half Moon Bay around Miramontes Point. The maps and associated analyses are intended as planning tools to illustrate projected hazard exposure to existing infrastructure and other resources associated with a variety of future sea level rise scenarios.

There are inherent uncertainties associated with modeling and projecting future hazards and their potential impacts. Maps and tables produced for this report are based on model outputs and cannot account for all complex and dynamic ocean, terrestrial, and anthropogenic processes or future adaptation approaches such as shoreline protection. The contributors and sponsors of this product do not assume liability for any injury, death, or property damage. 146
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Executive Summary
The City of Half Moon Bay (HMB) is a small incorporated city on the Pacific coast of central California 25 miles south of San Francisco. The majority of the city’s coastal cliffs are of variable height, except for the area immediately adjacent to Pillar Point Harbor. Narrow beaches are located seaward of the cliffs in most locations. Seasonal winter storms impact the coast, eroding beaches and causing coastal bluff retreat.

The project study area is located near the southern boundary of the city. There are two golf courses, a Ritz-Carlton Hotel, and a popular section of the California Coastal Trail (hereafter referred to as the Coastal Trail). These recreational and tourism facilities are large contributors to the overall economy of Half Moon Bay, with revenue from the Ritz-Carlton Hotel representing nearly one-fifth of the entire city budget (Schnayerson 2021). There is growing concern that with continual seasonal storms and higher sea levels associated with climate change, some of the recreational facilities will be impacted. This leads to the need to understand possible future vulnerabilities and when the various facilities will be affected by retreating bluffs.

Integral Consulting Inc. (Integral) was awarded a contract with the City of HMB in December 2021 to conduct a Miramontes Point Sea Level Rise Vulnerability and Fiscal Impact Assessment. The project was undertaken in several phases. Phase 1 is a historical coastal bluff retreat analysis to understand the processes of bluff retreat and to generate rates of historical change which are required for future vulnerability modeling. This was accomplished using both historical aerial photography, more recent lidar digital elevation models (DEMs), and a new photographic survey collected via drone in the winter of 2022. Cliff toe and bluff top edges were automatically extracted from the DEM surfaces using the U.S. Geological Survey (USGS) Cliff Delineation Tool (Seymour et. al. 2016) and visually interpreted from the older aerial photography. The study then used the USGS Digital Shoreline Analysis System (Himmelstoss et. al. 2018) to measure rates and amount of change of the cliff toe and bluff top edge positions.

The study area was divided into six sections, extending from Section 1 in the north to Section 6 in the south. The sections are largely based on the orientation, geology, and morphology of the cliffs. The geology throughout the study area is variable in that there is a lower, basal unit of the Purisima Formation overlain by poorly consolidated marine terrace deposits. The Purisima Formation dips to the northeast, and as a result, its thickness in the cliff face varies from as low as three ft in the north to more than 30 ft to the south. The Purisima Formation is more resistant to erosion than the marine terrace deposits, and where wave runup exceeds, or will exceed in the future, the contact between the two units, and rates of bluff retreat are expected to be higher.

As such, rates of erosion vary substantially along the study area, with the highest retreat rates occurring in the three northern sections, including Miramontes Point. The lowest rates were 147
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measured in the southernmost section, where the thickness of the stronger basal unit is the highest.

As part of Phase 2, a coastal bluff retreat vulnerability assessment was undertaken to estimate what infrastructure would be at risk or lost due to bluff retreat in future periods with sea level rise for 2040, 2070, and 2100. Impacted infrastructure includes features associated with two golf courses, the Coastal Trail, the Ritz-Carlton Hotel, and associated hotel property amenities.

Forecasting future bluff retreat position is a complex undertaking, and the methods used applied appropriate state of the science models. However, there are a number of associated assumptions and uncertainties, such that the outcomes presented in this report should be considered as estimates to be used for planning and decision-making, but are not absolute. As a result, the outcomes are presented as bands of potential future bluff positions to account for uncertainties.

The model used to forecast future bluff positions for this study is based on methods developed by ESA (2016) and adapted from work by Revell et al. (2011). The model is applicable for cliff compositions that have variable lithologies, like those found in the study area. The model accelerates historical rates of bluff retreat using future total water levels and generates exceedance curves for when the water levels will increasingly exceed both the cliff toe and the contact between the geologic units. The increase in the area beneath the exceedance curve through time is a proxy for accelerated rates of bluff retreat. The estimated future bluff top positions are then translated to maps that show the bands of future bluff position, and evaluate what assets will be impacted in which period (2020–2040, 2040–2070, and 2070–2100).

Overall, the study found a rapid acceleration of bluff retreat, increasing through time, with the highest retreat rates in the northern four sections of the study area. By 2040, features at risk include small portions of the Coastal Trail and two scenic overlook areas. By 2070, features at risk include a tee box, areas of rough in the bluff-adjacent portions of the golf course, as well as portions of the Coastal Trail. Features at risk by 2100 include fairways, greens, and tee boxes associated with the golf courses, nearly 1,500 ft of the Coastal Trail, and the Miramontes Terrace of the Ritz-Carlton Hotel, as well as 1,500 sq ft of the hotel structure. Assets and infrastructure concentrated at Miramontes Point will experience the greatest impacts.

Due to coastal regulations in California, and given the remoteness of this locale, there are limited adaptation strategies available in the traditional, structural sense such as seawalls or riprap. Reducing irrigation and possibly regrading certain areas may help to slow the retreat of the bluff, but will not be sufficient to stop it, as the bluff retreat is driven by a combination of marine and terrestrial processes. The forecasted bluff position bands for 2040, 2070, and 2100 time periods, however, do provide managers and decision makers with the tools needed to understand what will likely need to be relocated, realigned, or removed, and what time 148
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horizons these actions will need to begin planning and implemented by to avoid these future erosion hazards.
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1 INTRODUCTION
Purpose of this Study
The purpose of this study is to identify and project existing and future vulnerabilities, economic impacts, and adaptation planning options to coastal erosion hazards and sea level rise at the study site in southern Half Moon Bay (HMB). As sea level rises, the dynamics of beach erosion and bluff retreat will shift, increasing the risk of damage to two golf courses, a popular recreational trail, beach access infrastructure, and the Ritz-Carlton Hotel, which together constitute the study area.

This study will provide technical information based on the best science to understand when the various features on the bluff top will be impacted in the future with continued storms plus sea level rise forecast out to the year 2100. It will also provide an economic assessment of the impacts and losses to the community and the City of HMB. Although there is not a wide array of adaptation strategies available for this stretch of coastline due to the geomorphology, wave exposure, and state policies, the study does provide recommendations for viable adaptation strategies as well as suggested planning horizons for implementing the strategies.

Study Area
The Miramontes Point study area is located at the southern end of the City of HMB adjacent to the Ocean Colony and Cañada Cove neighborhoods and encompasses a one-mile stretch of coast between Redondo Beach and the city limit to the south (Figure 1-1). 150
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Figure 1-1. Study area.
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The area is characterized by medium to high coastal bluffs fronted by a relatively narrow beach.

A golf course, recreation trail, and the Ritz-Carlton Hotel are on the top of the bluff within the study area. The recreation trail is part of the California Coastal Trail (hereinafter referred to as the Coastal Trail) and is a 10-ft-wide paved path located at the bluff top with a beach access stairway immediately north of Cañada Verde Creek in the middle of the study area. Cañada Verde Creek is the largest drainage in the area, and it creates a roughly 200-ft break in the bluffs (Figure 1-2). A small watercourse also drains at the northern section of the study area through the Old Course 18th fairway and is the outlet for stormwater from the Ocean Colony neighborhood to the east. The Ritz-Carlton Hotel is the only structure in the study area.

Figure 1-2. Drainage at Cañada Verde Creek. Source: Integral Consulting, 2022 The study area is crenulated, similar to many locations on the central California coast. There are changes in orientation, and numerous promontories and embayments; both of which impact the wave energy reaching the cliff during any given wave event. In addition, there are alongshore variations in the bluff elevation, the geological makeup of the cliff, and variable exposure of rocks in the surf zone that all influence rates of retreat. To accommodate the variations, for the 152
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vulnerability assessment and the forecasts of future cliff retreat, the study area was divided into six sections (Figure 1-1).

The largest coastal promontory in the study area, Miramontes Point, is located in the southern portion of Section 2. Another small, unnamed point (referred to herein as Manhattan Beach Point) defines the boundary between Sections 5 and 6, south of Cañada Verde Creek.

Manhattan Beach stretches along most of Sections 3–6 and can be accessed from the stairs at Cañada Verde Creek, although the southern stretch of the beach south of Manhattan Beach Point is narrow and is rarely accessible. Three Rocks Beach is a narrow stretch of beach within Sections 1–2 and is seasonally accessible from Manhattan Beach when tides are low enough for one to walk around Miramontes Point (Figure 1-1).

The study area is a popular destination for tourists and locals for recreation, including golfing, walking and biking along the Coastal Trail, and visiting the beach. As mentioned in the City’s Local Coastal Program, the long-term viability of and access to the Coastal Trail is a community priority, as it widely serves residents and visitors alike as a significant recreational, scenic, and low-cost visitor-serving experience (City of Half Moon Bay 2020). 153
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2 COASTAL PROCESSES AND HAZARDS
Coastal processes along the HMB coast that create coastal hazards include tides, waves, and related storm conditions. An important measure of coastal hazards is the total water level (TWL) elevation—the combined effect of wave run-up height, storm surge, tides, and sea level elevations (Figure 2-1). River discharge is not a contributing factor to TWL in the study area. A combination of large waves occurring at high tides during storm conditions poses the largest potential for coastal erosion; including beach erosion and bluff retreat. As sea levels rise, both the wave run-up dynamics and the tide elevations will change, leading to higher total water levels for longer durations. Each coastal process is summarized below.

Figure 2-1. Conceptual diagram of the components of total water level. Image courtesy of Our Coast Our Future Web Platform (Point Blue and USGS 2021).

2.1 Waves
Waves created by distant and local winds, are one of the key drivers of wave run-up and resulting coastal change. When distantly generated waves approach the coast as swell, they interact with coastal and bathymetric features. A wave measured at a buoy offshore in deep water is quite different from one that breaks at the coast. Although Pillar Point refracts waves in the vicinity of Pillar Point Harbor and the coastline to the immediate south, the study area for this analysis is too far south to be impacted, and therefore is openly exposed to waves and swell from any westerly direction.
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The waves that approach the study site are characterized by three dominant types, depending on their wave source and direction. The northern hemisphere waves typically are generated by cyclones in the North Pacific during the winter and bring the largest waves (up to 25 ft). The southern hemisphere waves are generated in the Southern Ocean during the summer months and produce smaller waves with longer wave periods (greater than 20 seconds). Local wind waves are generated throughout the year; either because of storms coming ashore during the winter, or strong sea breezes in the spring and summer. The shoreline varies in orientation throughout the site, trending either north–northwest or north–northeast, and therefore may be affected differently by the angles of wave approach.

Most wave energy approaches the study site from the northwest and west (Storlazzi and Wingfield 2005). This swell tends to peak in size and period during the winter months.

Additional wave energy from the northwest approaches the area in the form of wind waves, which occur frequently between April and October (Storlazzi and Wingfield 2005). During the summer months, strong storms in the southern hemisphere generate swell, although this occurs with less frequency and intensity (Figure 2-2). Wave climate fluctuates over interannual and longer time periods with ocean-atmosphere oscillations like the El Niño southern oscillation (ENSO). These storms tend to follow a more southerly track when El Niño conditions are strongest, resulting in more erosion potential for the study area. El Niño conditions generally occur every three to seven years, with particularly intense events every 10 to 20 years (Storlazzi and Griggs 2000). There are also longer-term climatic oscillations such as the Pacific decadal oscillation (PDO). PDO warm phases have been associated with periods of increased storm frequency and intensity, resulting in accelerated erosion rates (Orme et al. 2011; Russell and Griggs 2012).
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Figure 2-2. General wave patterns (degrees of azimuth) along the Central Coast (1993–2002) (Storlazzi and Wingfield 2005).

Waves change as they approach the shore, and bathymetry and wave conditions drive this change in a process called wave transformation, which is an important component in assessing vulnerabilities for this project. Waves break offshore at depths that are related to the wave height and the wave period. In general, the bigger the wave and the longer the wave period, the 156
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deeper the water the wave will break. Smaller waves can travel much closer to shore before breaking and often pose more risk of causing damage than larger waves. Once the wave breaks, it runs up the shoreline and the slopes and roughness affect its elevation and inland extent across the surf zone and beach. Depending on the frequency of breaking waves, wave setup can occur when a series of breaking waves pile up water allowing subsequent waves to travel closer to shore before breaking with more energy. As sea levels rise, not only will the still water level (SWL) be affected, but the deeper water close to shore will allow waves to break closer to shore with less potential to dissipate the wave energy.

The U.S. Geological Survey (USGS) has created a database of nearshore waves that include hindcast, as well as modeled historical and future projected waves for the coast of California, as part of the Coastal Storm Modeling System (CoSMoS; https://www.usgs.gov/data/coastalstorm-modeling-system-cosmos-southern-california-v30-phase-2). The wave data are derived from a series of wave buoys located in deeper water. This study utilized the USGS nearshore wave data to then calculate total water levels at the study site (see the Methodology and Approach section in this report for additional detail).

2.2 Tides and Water Level Data
Tides in the study area are mixed, predominantly semidiurnal, and are composed of two low and two high water levels of unequal heights per 24.8-hour tidal cycle. Typically, the largest tide ranges in a year occur in late December to early January when the moon and sun are in alignment and closest in their orbits to the earth. These astronomical high tides are known as “king tides,” and often result in coastal flooding unrelated to storm events.

Maximum water levels occur due to astronomical tides, wind surges, wave setup, density anomalies, long waves (including tsunamis), and El Niño and PDO events. On longer time scales, the tides will reach higher elevations as sea level rise rates accelerate. The San Francisco Station 9414290, the station nearest to HMB with readings extending to the mid-1800s, is shown below (Figure 2-3). The relative sea level rise trend in this graph shows 1.97 mm/yr. with a 95 percent confidence interval of ±0.18 mm/yr. based on monthly mean sea level data from 1897 to 2020, which is equivalent to a change of 0.65 ft in 100 years. These measured local relative sea level rise trends when compared to the global average provide estimates of land motion, in this case, the land is rising, but just not as fast as sea levels. 157
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Figure 2-3. Relative sea level trend for the NOAA San Francisco tide gauge (Station 9414290)

2.3 Sea Level Rise
Sea level rise is not the same everywhere around the world. Due to local differences in tectonic uplift; isostatic rebound; subsidence caused by oil, gas, and groundwater extraction; and saltwater intrusion; the land itself is moving vertically. According to OPC (2018), California experienced about seven inches of sea level rise from 1905 to 2005, and the rate of increase is projected to continue to increase over this century. Based on the updated sea level rise science, in 2018, the California Ocean Protection Council (OPC) and California Coastal Commission (CCC) both issued guidance documents that are meant to guide local jurisdictions on sea level rise planning. They are:
• State of California Sea-Level Rise Guidance Year 2018 Update, adopted by OPC in 2018 • CCC Sea Level Rise Policy Guidance, certified by the Coastal Commission in 2018 Based on this guidance, this study used a medium–high-risk aversion scenario which sees 6.5 ft of sea level rise between 2020 and 2100 (Figure 2-4).
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Figure 2-4. Study-specific rate of sea level rise from 2020 to 2100, based on OPC Guidance (2018).

2.4 Coastal Erosion
Several important physical processes shape the coastline in the study area—beach erosion and progradation, and coastal bluff retreat. Beaches can gain or lose sand in both the cross-shore and alongshore directions. Beaches are continually shaped by waves, and a common pattern along the central California coast is for beaches to erode in the winter in response to winter storms, then gradually build back in the summer. The beaches in the study area vary in width, and wider beaches provide more protection to the coastal cliffs. As sea levels rise, however, even the relatively wider beaches will experience more inundation and the duration that the cliffs are exposed to wave energy will increase. Beaches also change due to the alongshore transport of sediment, and within the study area, the dominant direction of transport is from the northwest to the southeast (Griggs and Patsch 2007). This means that if a beach to the north erodes, some of the sediment will gradually move to the south and may cause beaches at the site to prograde.

Coastal bluff retreat processes are somewhat more complex due to the episodic nature of bluff failure that can be driven by marine, terrestrial, or human-induced forcing. Over time, the more frequently coastal cliffs are exposed to waves, the more they will retreat. As wave energy and scouring attack the cliff base, this can lead to instability and bluff failure. For a time, the bluff material from the retreat event may stay on the beach, protecting it from further wave attacks.

However, this material will gradually erode, leaving the bluff exposed once again. 159
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Coastal bluffs can also retreat after heavy precipitation events or a series of high rainfall days. In general, there is a lag time between rainfall events and bluff failure. As the rain infiltrates and saturates the bluff-forming material and increases the pore pressure, it can drive retreat occurrences. Rainfall can also cause erosion in very soft bluffs via overland flow, as the rain cascades over the bluff top and down the cliff face, the running water can form rivulets and small gullies. It is fairly common for big storm events to have both large waves and high rainfall, which results in coastal bluff retreat from a combination of the two.

One of the predominant ways that human activities drive bluff retreat is by irrigation near the bluff top. These activities are generally associated with landscaping or agriculture. In the study area, both the golf courses and the Ritz-Carlton Hotel irrigate extensively. This is made apparent by the vegetation growing along the basal unit highlighted by the red ovals in Figure 2-5. Note that saturation through the basal unit is highly variable, as is apparent with the relative lack of vegetation growing at the point itself. This can saturate the basal unit and weaken it, thus accelerating erosion.

Figure 2-5. Miramontes Point, with patches of vegetation evidence of high groundwater highlighted by the red ovals. Source: Integral Consulting, 2022
Overall, coastal erosion is episodic and nonlinear, making it difficult to estimate the position of the bluff top for any given future year. A portion of bluff may retreat one year, and then remain relatively stable for many years after. As a result, bluff retreat rates are highly variable year to year, and across spatial scales.

2.5 Geology and Geomorphology
The cliffs within the study area are composed of Miocene to late-Pliocene siltstones and mudstones of the Purisima Formation, which are overlain by Pleistocene marine terrace deposits. The Purisima Formation is more resistant to erosion than the overlying marine terrace deposits, which are composed of loosely consolidated gravels, sands, and clays. As a result, in many areas, especially in the northern and central parts of the study area, the slopes of the two 160
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units are different, with the Purisima Formation forming a near-vertical face and the marine terrace deposits generally more gently sloping (Figure 2-6). In some areas, the marine terrace deposits have eroded more quickly than the underlying Purisima Formation creating a ledge or platform. The Purisima Formation dips to the northeast and as a result, the thickness of the basal unit exposed varies significantly along the length of the study area, ranging from only a thin layer less than three ft thick in the north to more than 30 ft thick in the southern area (Figure 2-7).

Figure 2-6. Lower portion of cliff is comprised of the Purisima Formation, which forms a steeper slope in most locales as compared to the upper bluff marine terrace deposits. Source: Integral Consulting, 2022

2.6 Historical Erosion Section Overview
This section provides a series of study area diagrams, maps, and a description of each section along with an overview of locations of historical erosion as well as sea caves and undercuts of the basal unit. Included in each section is a three-panel map comparing cliff feature locations over time. Note that the historical three-panel maps include bluff-top locations for all three years, 1932, 1965, and 2022, however, the cliff toe is unresolvable in the imagery prior to 1965.

As a result, while historical bluff retreat is calculated using all dataset years, toe retreat is only calculated from 1965 to 2022.

Where previous studies have been made available, results have been compared in this study for reference. Site-specific studies were available for areas in Section 2, where findings were Bluff: Composed
of Marine Terrace
Deposits
Cliff: Composed
of the Purisima
Formation
Bluff contact
location: Where
the two meet
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compared to previous studies by the Bay Area Geotechnical Group in 2004 and from AECOM in 2017. Direct comparison of historical erosion rates is difficult because they rely on different data sources, cover different time periods, utilize different bluff-top delineation techniques and transect orientations, and report different statistics. 162
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Figure 2-7. Site characteristics showing major points of interest and erosion features. 163
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Figure 2-8. Site characteristics showing field photos.
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Figure 2-9. Site characteristics showing section-by-section geomorphic parameters. 165
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2.6.1 Section 1. Redondo Beach to Three Rocks Beach
Section 1 extends from Redondo Beach at the northern end of the HMB Golf Links to a small creek that drains at the 18th hole fairway, and is defined by a narrow beach in the southern area and a wider beach in the north. This section is punctuated by a coastal promontory referred to herein as Three Rocks Beach Point and there is rock outcropping in the nearshore waters just off of the point. The 18th hole of the Old Course lies on top of the bluff (Figure 2-10). This part of the course was first built in the early 1970s, then redesigned in 2000, when the 18th hole tee boxes, many of which were once close to the bluff-top edge, were moved inland ~30 ft.

This section is oriented north–northeast along its northern half and north–northwest south of Three Rocks Beach Point. The exposure of the Purisima Formation in this section ranges from less than three ft at the northern end and thickens to ~ 10 ft on the southern end, and the bluff is more than 70 ft in elevation to the north and slopes down to a low of ~38 ft in the south towards the small creek (Figure 2-9 and Figure 2-10).

Figure 2-10. Section 1. Source: Kenneth & Gabrielle Adelman, 2019 166
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Figure 2-11. Historical and modern aerial photographs from 1931 (A), 1965 (B), and 2022 (C) of Section 1, the northernmost section of the study area. The hatched areas in panels B and C represent areas where there has been retreat of the cliff toe or bluff-top edge.
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Erosion Hot Spots #1 and #2
Figure 2-11 shows aerial images of Section 1 from 1931 (A), 1965 (B), and 2022 (C). The hatched areas, which are areas of retreat of the cliff toe and bluff-top edge indicate a substantial amount of toe retreat between 1965 and 2022, and gradual retreat of the bluff top edge, except for two erosion hot spots directly at and just south of Three Rocks Beach Point. Significant loss of the toe can be seen after 1972, as at this point the toe can still be seen to extend to the location of the first set of lateral offshore rock (Figure 2-12).

Figure 2-12. The location of the toe at Three Rocks Beach Point can be seen to extend out the location of the offshore rock. Source: Kenneth & Gabrielle Adelman, 1972 Area of Erosion Concern: Very Steep Section
The area just shoreward of the 18th hole tee boxes, extending ~60 ft long and ~20–25 ft high above a wave-cut platform, is a very steep section of bluff that is near-vertical towards the top of the bluff face (see ‘Very Steep Section’ in Figure 2-11 panel C, Figure 2-13). Despite significant erosion at Three Rocks Beach Point, there has been very little change in the bluff-top location in this stretch from 1931/2 to 2022. This location may be protected due to the offshore rock, a more protected shore orientation, and a wider beach than the area to the immediate south. Despite this, the area may be at increased vulnerability to erosion as sea levels rise and wave attack of soft bluff accelerates.
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Figure 2-13. Very steep section near the 18th hole tee boxes. Source: Google Earth, 2022 169
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2.6.2 Section 2. Three Rocks Beach to Miramontes Point
Section 2 extends from the creek at the 18th fairway to Miramontes Point and the Ritz-Carlton Hotel (Figure 2-14). Historically, a parking lot and vehicle turnaround terminated at Miramontes Point and are visible in historical aerials between the early 1960s to the 1980s. Due to the threat of coastal erosion, the golf course was redesigned in 2000 with a change in the approach to the green, the green itself, and two sand traps that were close to the bluff-top edge, which were replaced with a single trap further from the bluff-top edge. Due to continued erosion, the Miramontes Point overlook lawn has been moved inland about 15 ft. The previous layout of both the golf course and the overlook lawn can be seen in Figure 2-18.

This section is concave alongshore to Miramontes Point in the southern portion of the section, where the orientation takes a sharp turn to orient north–northwest. The average elevation of the bluffs in Section 2 is 52 ft but there is a significant increase from north to south, with the lowest bluff elevation in the study area of ~30 ft where a small drainage exists in the 18th fairway. In the southern portion of Section 2, the bluffs increase to more than 75 ft in elevation at Miramontes Point. A rock outcrop, known as Three Rocks, is located in the nearshore.

The thickness of the Purisima Formation is also quite variable in Section 2, increasing from ~10 ft in the north to a maximum of 36 ft in thickness at Miramontes Point. The marine terrace deposits also thicken from north to south contributing to the overall increase in bluff height to the south. The average cliff face in Section 2 is also steeper than in Section 1.

Figure 2-14. Section 2: Three Rocks Beach to Miramontes Point. Source: Kenneth & Gabrielle Adelman, 2019
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Figure 2-15. Miramontes Point before the development of Ocean Colony. Source: Kenneth & Gabrielle Adelman, 1972
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Figure 2-16. Historical and modern aerial photographs from 1931 (A), 1965 (B), and 2022 (C) of Section 2, the portion of the study area that includes Miramontes Point and the Ritz-Carlton. 172
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Erosion Hot Spot #3—Near the Old Course 18th Green and Hotel Ocean Lawn The Bay Area Geotechnical Group led a study in 2002 focused on the area fronting the Old Course 18th Green (Erosion Hot Spot #3 on the maps, and the blue circle in Figure 2-17), and it noted 30 ft of erosion between 1963 and 1973 with a dramatic erosion event in the winter of 1972–1973, where ~15 ft of the bluff was lost. It also noted that between 1973-1998, approximately 10-15 ft of erosion occurred, for total erosion of ~45ft between 1963 and 1998 (CCC 2005). This corresponds to our analysis, albeit at a slightly higher rate, where we found ~10 ft between 1931/2 and 1956, ~15 ft between 1956 and 1965, and ~15 ft between 1965 and 2020, for total erosion of ~40 ft between 1931/2 and 2022.

Figure 2-17. Left: Blue circle – Location of Bay Area Geotechnical Study in 2002. Red circle – Location of erosion near the Ocean Lawn of the Ritz-Carlton Hotel, 2006. Right: A fence was erected, which has been subsequently undermined, in 2022. Source: Kenneth & Gabrielle Adelman 2006 & Integral Consulting, 2022.

Armoring, in the form of riprap that was in place from 1998 to 2004, is assumed to have slowed erosion rates over that period, and erosion appears to have accelerated after the riprap was removed. The fact that the fence is currently overhanging the bluff by up to three ft is indicative of more recent erosion, likely following the winter of 2017–2018. The Coastal Trail is now located within ~18 ft of the top edge of the bluff near this location.

Although the point is somewhat protected in the nearshore by the Three Rocks outcrop, the rates of erosion at the point are among the highest in the study area. Examination of a series of historical aerial photographs, and confirmed by a site visit, indicates that the Purisima Formation at the point is continually saturated, likely weakening the bedrock material in this isolated zone. The cause of the saturation needs to be investigated to understand the controlling factors; which could be related to lithology, structures such as joints or faults, or focused infiltration of groundwater.
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Figure 2-18 Left - Riprap in place in 2002. Exposed pier foundation structure in the late 2000s. Source:

Kenneth & Gabrielle Adelman, 2002, VisualHunt.com CC.

Erosion Hot Spot #4—Miramontes Point
Due to concerns about erosion, the Ritz-Carlton Hotel contracted AECOM to study and monitor erosion at Miramontes Point. In its 2018 report, AECOM reported ~45–55 ft of erosion since 1973, just over a foot per year on average (Simpson 2017) (Figure 2-19). From our analysis, we have found a net bluff-top recession of ~ 30–40 ft over a similar period (1964 and 2022), and 50– 70 ft since 1931/2, which corresponds to a slightly lower rate of 0.5–0.9 ft a year.

Figure 2-19. Geologic cross section at the Miramontes Point from the AECOM study, 2017. 174
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2.6.3 Section 3. Miramontes Point to Manhattan Beach North Section 3 extends from Miramontes Point to the fairway of the 18th hole of the Ocean Course.

The section is oriented north–northwest and encompasses an area with a relatively narrow stretch of beach. The elevation where the terrace deposits make contact with the Purisima Formation (bluff contact) is around 25 ft, and the bluff top is ~70 ft in elevation. The Coastal Trail runs throughout this section and is as close as 20 ft from the bluff-top edge in some locations.

Figure 2-20. Section 3: Miramontes Point to Manhattan Beach North. Source: Kenneth & Gabrielle Adelman, 2019
The bluff has small undercuts where the beach is very narrow, and there is less rock in the offshore than in other areas. With little rock to dissipate waves, more wave energy reaches the bluff toe, abrading out small undercuts.

Erosion Hot Spot #5 – Manhattan Beach North
Between 1931/2 and 1956, erosion hot spot #5 shows the loss of approximately 20–25 ft of blufftop in some areas, with very little change since then. In historical images before 1965, there is a small outcrop in the toe at this location, and from 1982 onward, this feature is no longer apparent. The loss of this outcrop and erosion of the toe has not been related to any significant change in the bluff-top edge over this period.
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Figure 2-21. Historical and modern aerial photographs from 1931 (A), 1965 (B), and 2022 (C) of Section 3. 176
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2.6.4 Section 4. Manhattan Beach North to Cañada Verde Creek Section 4 extends from the 18th hole fairway of the HMB Golf Links Old Course to Cañada Verde Creek, is oriented north–northwest, and encompasses an area with a wider stretch of beach than Section 3. The wider beach provides more protection to the base of the cliff from wave attack. The average elevation of the bluffs is ~32 ft, with the bluff-top approximately 85 ft high in the northern area, then gently sloping downward towards Cañada Verde Creek in the south where it is approximately 50 ft in elevation. The Coastal Trail runs throughout this section and is as little as 20 ft from the bluff-top edge in some areas (Figure 2-20). Historically, a parking lot and vehicle turnaround were located in the lower area near the current beach access stairway and are visible in historical aerials between 1960 and 1980 (Figure 2-22). Before the stairway was built, informal beach access trails were visible.

Figure 2-22. Section 4: Manhattan Beach North to Cañada Verde Creek. Source: Kenneth & Gabrielle Adelman, 2019
Erosion Hot Spot #6 and #7 – Manhattan Beach
There is little change in the position of the bluff top between 1931/2 and 1956. Between 1956 and 1965, however, ~ 10 ft of bluff-top recession is observed in some places, and between 1965 and 2010, another 10 ft of erosion is observed in the same locations. Currently, the area identified as erosion hot spot #7 is very steep and the concave shape where bluff failures have occurred is indicative of recent, rapid erosion (Figure 2-23). There has been a significant amount of cliff toe erosion in the area stretching between erosion hot spots #6 and #7, as measured between 1965 and 2022 (Figure 2-22).
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Figure 2-23. Steep and concave bluff is indicative of recent, rapid erosion at hot spot #7. Source: Google Earth, 2022
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Figure 2-24. Historical and modern aerial photographs from 1931 (A), 1965 (B), and 2022 (C) of Section 4 179
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2.6.5 Section 5. Manhattan Beach South
Section 5 is located between Cañada Verde Creek and a small point where there is a change in shore orientation, referred to in this report as Manhattan Beach Point (Figure 2-23). The 17th hole of the Ocean Course is located at the top of the bluff in Section 5. The section is concave and oriented north to north–northeast with the orientation taking a turn in the southern part of the section. The beach is wide to the north and narrows to the south. The basal Purisima Formation is relatively thick in this section accounting for about 70 percent of the total cliff height. The average bluff-top elevation is 50 ft, and the elevation of the marine terrace deposit contact is around 36 ft. The section is characterized by numerous gullies cutting down through the marine terrace deposits and into the Purisima Formation in some locations. Gullying is indicative of overland flow cutting channels into the surficial material, although an investigation of specific processes is beyond the scope of this study.

Figure 2-25. Section 5: Manhattan Beach North to Cañada Verde Creek. Source Kenneth & Gabrielle Adelman, 2019
The historical rates of cliff toe erosion are relatively low compared to the more northern sections (Figure 2-23), and most erosion of the bluff top is in the southern portion of Section 5 and appears to have occurred primarily between 1931/2 and 1965, with little additional retreat in the period from 1965 to 2002.

The beach north of Manhattan Beach Point is wide compared to the beach south of the point. A linear outcrop of the Purisima Formation that extends from the base of the cliff, as well as outcrops in the surf zone likely reduce sand from moving south along the coast, acting somewhat like a natural groin that impounds sand and helps maintain a wider beach. In addition, Cañada Verde Creek supplies some sediment to the system in the area north of Manhattan Beach Point. If the linear outcrop erodes in the future, the protective wide beach may experience increased erosion.
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Figure 2-26. Historical and modern aerial photographs from 1931 (A), 1965 (B), and 2022 (C) of Section 5. 181
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2.6.6 Section 6. Manhattan Beach South to HMB City Line Section 6 extends from Manhattan Beach Point to the HMB City line (Figure 2-27). The Coastal Trail is as close as 10 ft from the bluff-top edge in some areas of this section. There is a small drainage at the northern end of the section between the 17th hole tee boxes where there is a small bridge for the Coastal Trail.

The section is oriented north–northwest and gradually increases in elevation from approximately 50 ft in the south to just over 100 ft in the southern portion of the section. As the height of the bluff increases, the slope of the bluff face of the terrace deposits decreases. The beach is very narrow in this section and there are numerous undercuts at the base of the cliff.

Waves frequently impact the base of the bluff due to the narrow beach, as is evidenced in Figure 2-28, where waves reach the base of the bluff and the wave splash has created a wetted surface on the lower portion of the cliff. However, the area is protected by offshore rock that dissipates wave energy, so that the waves reaching the base of the cliff are fairly low in energy.

The Purisima Formation is fairly thick in this section (~30 ft) and as such, the elevation of the contact between the marine terrace deposits and the Purisima Formation is relatively high, especially on the southern end.
.

Figure 2-27. Section 6: Manhattan Beach South to HMB City Line. Source: Kenneth & Gabrielle Adelman, 2019
Figure 2-28. Waves crashing along the cliff of Section 6 near the 17th tee boxes. Source: Kenneth & Gabrielle Adelman, 2002
Sea cave
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Erosion rates overall are low throughout this section based on the historical imagery (Figure 2- 27). The rates of bluff retreat in Section 6 are so low that they are within the range of positional uncertainty of our ability to delineate bluff features. The greatest toe recession in this section has occurred in the northern area in proximity of a sea cave and undercut #2. The sea cave is visible in Figure 2-28 below the southern tee box for the 17th hole. 183
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Figure 2-29. Historical and modern aerial photographs from 1931 (A), 1965 (B), and 2022 (C) of Section 6. 184
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2.7 Coastal Armoring and Anthropogenic Terrace Changes
In the early 1970s, a developer erected a 7,300 sq ft concrete and steel foundation structure at Miramontes Point. Over the years the pier and grade structure became exposed due to erosion and collapsed on the beach, and ~160 linear feet of concrete and steel piers fronting the RitzCarlton were removed in 2018 (Simpson 2017) (Figure 2-30, Figure 2-31). In addition, ~200 ft of riprap fronting the Ritz-Carlton Hotel and the 18th hole of the HMB Golf Links Old Course was added without a permit in 1998. This structure was removed in 2007 and 2008 (CCC 2005) (Figure 2-30).

There was some regrading and deposition of fill when the hotel was initially built. Additionally, through year-round irrigation of the golf courses, there has been increased infiltration to the substrate. This has the potential to accelerate erosion by weakening the bluff-forming material and increasing pore pressures, which drives failures.

Figure 2-30. Left: Riprap structure and foundation piers in place, 2004. Right: Riprap is no longer present and some of the foundation piers were removed in 2019. Source: Kenneth & Gabrielle Adelman 2004 & 2019
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Figure 2-31. Remnants of the foundation piers that remain, 2022. These piers were not fully exposed from the bluff in the 2004 image. Source: Integral Consulting, 2022 Figure 2-32. Toe protection of beach access stairway. Source: Integral Consulting, 2022 Toe protection in the form of engineered riprap is located at the base of the beach access stairway at Cañada Verde Creek (Figure 2-32). While this toe protection may become increasingly vulnerable to scouring and structural failure in the future, this study has not specifically evaluated this.
3 METHODOLOGY AND APPROACH
This section describes the methods used to determine historical erosion rates and forecast future bluff positions.
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3.1 Shore Sections and Subsection Block Delineation
The one-mile study area is divided into six sections (Figure 1-1). The sections were delineated based on coastal orientation, geology, and beach width. Sections were then split into smaller subsection blocks by grouping transects with similar characteristics. The blocks are typically 50– 150 ft alongshore and contain between three and six transects.

3.2 Beach and Cliff Feature Delineation
Topographic features were generated from historical data sets for seven years: 1931/2, 1956, 1965, 2009/10, 2014, 2017, and 2022 (Table 3-1).
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Table 3-1. Data Sets Used in Cliff Feature Delineation
Year Type Source
Elevation
Data
Resolution
Flight
Resolution QA Source
Image
Resolution (ft)
Positional Certainty
for Cliff Feature
Delineation
1931 Aerial Western Gulf
Oil Company
(now Chevron)
N/A 1:18,000 USGS Digitized Cliffs
1931/2

2.5 Low
1956 Aerial USDA N/A 1:20,000 none 3 Medium-Low
1965 Aerial California
Division of
Highways (now
Caltrans)
N/A 1:12,000 none 1.5 Medium
2009/10 Lidar DEM NOAA 3.3 ft N/A USDA Aerial 2009 2 Medium-High 2014 Lidar DEM USACE 3.3 ft N/A USDA Aerial 2014 2 Medium-High 2017 Lidar DEM SM County 3.3 ft N/A USDA and SM County
Aerials 2018
2 High
2022 SFM DEM Integral 0.2 ft N/A Integral Drone Flight
2022

0.05 Very High
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Beach and cliff profiles were analyzed to identify topographic features that were pertinent to the coastal erosion analysis, including the bluff-top edge, contact between the Purisima Formation and the marine terrace deposits, cliff toe location, and beach width and slope.

Representative transects spaced 10 meters (33 ft) alongshore were generated using the DSAS Tool for ArcGIS (Himmelstoss et. al. 2018).

Bluff-Top Features and Elevations
Bluff-top edge features were delineated using a combination of both historic aerial photos as well as historic elevation data. The historic aerials required manual photo interpretation and the historic elevation data allowed for automated extraction techniques.

For the years when no digital elevation data were available (1931/2, 1956, and 1965), edge features were digitized manually based on aerial photograph interpretation. The quality of the 1931 aerial photographs was quite poor, so USGS-digitized cliff edges from the National Assessment of Shoreline Change for the years 1931/2 (Hapke and Reid 2007) were used as a feature reference.

For years with digital elevation data (1998, 2004, 2017, and 2022), cliff feature delineation was automated using the USGS Cliff Feature Delineation Tool performed at each cross-shore transect (Seymour et. al. 2016). All geomorphic feature locations were then mapped over highresolution aerial imagery with multi-directional hillshade to manually correct and verify automated feature interpretation.

Terrace Deposit Contact Elevations
The terrace deposit contact location was determined using an interpretation of the 2022 highresolution drone-based imagery and multi-directional hillshade, and contact elevations were taken as a weighted average of the high-resolution 2016 USGS DEM.

Cliff-Toe Features and Elevations
Only two reference years were developed for this study: 1965 and 2022. Aerial images before 1965 had insufficient image quality for manual determination of toe locations, and DEM resolution needed to be very high resolution for accurate feature toe detection. Cliff-toe features for 2022 were delineated using automated extraction techniques and manually corrected based on aerial photo interpretation.

Backshore Beach Width and Slope
For this study, beach width and slope were derived from the distance between the mean high water (MHW) line to the cliff toe (dry beach). Where offshore rocks interrupted the MHW line, the foreshore line was drawn on the shoreward side of the rock. To better simulate winter conditions (when most erosion occurs), a composite elevation surface was generated taking the 189
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lowest elevation from the three most recent high-resolution DEMs (2014, 2016, and 2017).

Backshore beach slope was determined by taking the average slope for each study area section.

Uncertainty
The location of cliff feature positions includes a degree of uncertainty related to manual digitizing error, which is dependent on image quality and tonal contrast, error related to the spatial resolution of the DEMs, and for the aerial photographs, positional error related to georeferencing of the historical aerial as well as distortions and displacement related to camera altitude, orientation, tilt, lens properties, the film printing process, and the terrain relief itself, which can significantly affect interpretations of feature locations (Hapke 2004). These factors combined yield an uncertainty value that is incorporated into the historical erosion analysis and is calculated in a quadrature method (Hapke and Reid 2007).

3.3 Rate of Sea Level Rise
The rate of sea level rise used is based on OPC (2018) guidance and the select scenarios were confirmed with the City of HMB. For more information see Section 2.3.

3.4 Nearshore Wave, Total Water Levels, and Exceedance Curve Calculations Wave properties, including wave height, period, and direction, were derived from unpublished data as part of the USGS nearshore waves for the central California data set (Hegermiller et al. 2017). This data set was part of a larger model that was incorporated into CoSMoS. The time series of nearshore waves along the central California coast, including hindcasted for 1980–2010 and projected to 2010–2100, was done using global climate model forcing for 1975–2005 and 2012–2100. Each section in the study area was linked to the nearest nearshore station location, with a total of five stations matched. Due to the large variation in beach width, Section 1 was split out into two subsections (a and b) for the analysis, but they are not shown separately in the results. The Stockdon wave runup equation was then used to determine TWLs along each study area section (Stockdon et al. 2006) (Figure 3-1).

These TWL elevations were turned into exceedance curves for each section. These exceedance curves show how frequently wave run up elevations are reached over time (Figure 3-2). For example, a 1% exceedance would be the equivalent of a 100-year storm wave run up elevation.

Once these curves are generated for existing conditions, then the curves are elevated with the projected sea level rise for each decade (Figure 3-3). The difference in the area below the decadal sea level rise adjusted exceedance curves represents an increase in the cumulative hours of wave attack and is used to accelerate erosion rates in the modeling effort (see Section 3-5). 190
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Figure 3-1. Example of wave parameters including significant wave height, peak period, as well as total water level for the nearshore at Station 2 (corresponding to Section 2). 191
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Figure 3-2. Total water level exceedance curve for each section (station) for 1995 to 2100 along with toe and bluff contact elevations for each section.
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Figure 3-3. Total water level exceedance curves for each section (station) for each period of time. 193
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3.5 Erosion Rate Calculations
The erosion rate calculation used for this study is based on methods published by ESA (2016) and adapted from work by Revell et al. (2011). Rates relied on using the relative exceedance of the TWL above the cliff toe and bluff contact elevation to drive the acceleration of historical erosion. The most important variables for predicting future cliff retreat using this model are historical erosion rates, beach slope, wave data, and the rate of sea level rise. In this model, wave data and sea level rise are incorporated into a single statistic called total water level (TWL).

Erosion rates are calculated at both the toe of the cliff and at the top of the bluff, with the erosion of the toe only driving erosion at the bluff when the slope of the cliff face exceeds 90 degrees.

Long-term Erosion Equation:

𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸 𝑅𝑅𝑅𝑅𝑅𝑅𝑅𝑅𝑓𝑓𝑓𝑓𝑓𝑓𝑓𝑓𝑓𝑓𝑓𝑓( ) = 𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸 𝑅𝑅𝑅𝑅𝑅𝑅𝑅𝑅ℎ𝑖𝑖𝑖𝑖 𝑖𝑖 𝑖𝑖𝑖𝑖𝑖𝑖𝑖𝑖 ∗ � 𝐴𝐴 ( ) 𝐴𝐴 (ℎ 𝑖𝑖 𝑖𝑖)
�
𝑚𝑚
Where A is the area below the total water level exceedance curve and above the existing erosion feature elevation (either the toe or terrace deposit contact), and can be seen as representative of the intensity of wave impact (Figure 3-4 at right). The period of time is represented as t, which is variable every 10 years from 2020 to 2100. Finally, an exponent is included, m, which is set to

0.5. The value of m was derived in a study by Ashton et al. in 2011, who investigated this value using various data sets for calibration and confirmed that m = 0.5 applies to cliffs/bluffs dominated by wave-driven erosion. Erosion rates were calculated for each of the 34 subsection blocks in the study area.

Figure 3-4. Left: Example of a DSAS linear regression rate statistic represented as a best-fit regression line (dotted line) among the bluff-top locations (colored points). The yellow shaded line represents the 95 percent confidence band for the position of the regression line. This band was used to determine the factor of safety. Right: Example of the area represented under both the existing (red) and future (shades of blue) exceedance curve and above the toe elevation (green line).
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Erosion Factor of Safety
To account for the risk of localized block failures that could not be captured by the long-term average erosion rate, an additional factor of safety was included in the erosion calculation (see the yellow band in Figure 3-4 at left). Two different factors of safety were used for the study area. For areas with a higher degree of certainty and where more historical erosion has been observed, the study utilized one standard deviation of the historical erosion rate times the planning horizon. For areas with less certainty and where very little historical erosion has been observed, the study used two standard deviations of the historical erosion rate. This was done to minimize bias in areas where erosion is not well documented over the 90-year historical timeframe, as well as to account for the potential for localized near-term failures.

Caveats/Disclaimer
Some subsection blocks had much wider beach widths, and as a result, total water level elevation predations were significantly reduced. As a result, these subsection blocks did not experience a significant exceedance of the bluff contact elevation, thus, the erosion equation did not substantially accelerate bluff erosion from historical rates.

The erosion model does not account for the evolution of nearshore slopes over time, including the beach and shore platform, which is likely to evolve as sea levels rise and erosion forcing conditions change.

Small variations in initial parameter values can lead to significant variations in model predictions as they are multiplied over long time scales. As a result, the uncertainty in erosion rate predictions generally increases over time and may vary between subsection blocks.

Finally, the future holds many uncertainties that may influence erosion, ranging from potential changes in precipitation, temperature, wave climate, frequency and magnitude of precipitating storm events, and anthropogenic responses to erosion. Due to the highly uncertain nature of these processes, caution should be used with all erosion prediction results.

Given these disclaimers, however, all efforts have been made to utilize the best available science and methods and carefully document uncertainties. These results represent the state of the practice in coastal cliff erosion projections.

3.6 Erosion Rate Results
This study found bluff-toe recession to be more significant in the observed historical period than bluff-top edge recession, indicating a steepening of the cliffs. The average net movement of the cliff toe for the entire study is 20.8 ft between 1965 and 2022, and the average net movement in the bluff top is 1.6 ft between 1965 and 2022. Over the longer period from 1931/2 to 2022, bluff top net movement is 8.7 ft, still significantly less than net toe movement. Note that since there 195
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are only two data points for toe erosion, rates may represent an overestimate due to an amplification of positional errors between the 1965 and 2022 aerial imagery.

Average end point erosion rates at the bluff top are around 0.1 to 0.2 ft/yr. The average rate obscures the fact that erosion has been primarily concentrated in approximately half a dozen areas, or erosion hot spots, where historical rates are often higher than 0.5 ft a year along a single transect.

The areas of greatest cliff-toe recession are consistently focused at headlands and along the northwest-oriented cliffs between Cañada Verde Creek and Miramontes Point, which include Sections 3–4. The focusing of wave energy, combined with the relatively narrow beaches in the areas immediately south of Miramontes Point and Three Rocks Beach Point, is likely driving these high rates, and underscores the importance of geology, beach width and slope, wave energy, and water level on processes of coastal cliff retreat. For Section 6, with its narrow beach width and high cliffs, very small amounts of historical erosion have been observed; however, the stretch contains the largest concentration of sea caves and undercuts making it a location of future erosion concern.
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Table 3-2. Bluff Top and Cliff Toe Erosion Result
Section Description
Bluff-top (1931/2–2022) Cliff-toe (1965–2022)
Net Movement
(ft)
Linear
Recession
Rate (ft/yr)
Net Movement
(ft)
End Point
Rate (ft/yr)
1 Three Rocks Beach 15.6 0.1 26.5 0.5
2 Miramontes Point North 15.5 0.2 15.4 0.3
3 Miramontes Point South 9.9 0.1 34.1 0.6
4 Manhattan Beach North 9.3 0.1 32.4 0.6
5 Manhattan Beach South 7.4 <0.1 5.7 0.1
6 Manhattan Beach to City Line 0.1 <0.1 12.8 0.2
Grand
Total
Three Rocks Beach to HMB/SM
County City Line

8.5 0.1 20.8 0.4
Comparison to the USGS Statewide Assessment
Hapke and Reid’s National Assessment of Shoreline Change (2007) found that along California’s sea cliffs, for ~75% of the coastline, erosion rates averaged ~10 inches a year over the observed historical period (0.83 ft). For this stretch of coast, they found rates of seven inches (0.58 ft) a year. This rate is higher than the average rate seen throughout much of this study area. These differences are likely because the National Assessment of Shoreline Change study relied on fewer reference years and had lower transect coverage. Note that corresponding blufftop recession rates of half a foot a year to up to two feet a year were seen in individual transects in the study area, notably the areas around Three Rocks Point, Miramontes Point, and areas of Section 3-4 near erosion hot spots 5-7.
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4 VULNERABILITY ASSESSMENT
Erosion rates throughout the study area generally accelerate in the future with a more notable acceleration in erosion rates beyond 2070. This corresponds to both the accelerating nature of long-term sea level rise, as well the cliff erosion model predicting a gradual steepening of the cliff face, with increased wave attack at the toe of the cliff driving long-term erosion rates at numerous locations. Erosion rates are highest at the two coastal promontories, Miramontes Point and Three Rocks Beach Point, as well as in Sections 3 and 4 around erosion hot spots (Figure 4-2).

Figure 4-1. Acceleration of erosion rates. The blue shaded area represents the range of erosion rates among all subsection blocks.

Caveats
In some places of the study area, especially in the southern end, there have been no major blufftop recession events in the 90-year study timeframe, and as a result, future predicted erosion is quite low. These areas are not well captured in the cliff erosion models. From experience, areas that have not eroded much are found adjacent to areas that have eroded and are usually more likely to fail. On the maps, the areas that have been undercut or have sea caves, but have experienced low erosion rates in the past are shown on the maps with a ⚠ symbol to indicate areas of erosion concern where past observations may not be signs of future performance. 198
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Figure 4-2. Erosion rates by study area subsection blocks. Not particularly in Sections 2 and 4 that sea level rise tends to accelerate the projected erosion distances more rapidly.
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4.1 Vulnerabilities
This vulnerability section summarizes the key assets and infrastructure at risk by 2100 followed by study area maps in Section 4.2 that further identify specific areas of concern, and when areas become vulnerable to bluff erosion.

Vulnerability Snapshot by 2100
What Is at Risk?
What Is Vulnerable by the
Long-term Sea Level Rise
Horizon? Potential Impacts and Consequences
HMB Golf Links • 14.2 acres of grounds
• 3 sets of tee boxes
• 2 fairways
• 3 greens
• Conflicts between the coastal trail
alignment and golf course features
• Potential reconfiguration of golf course
features
HMB Golf Links Old
Course
• 2.7 acres of grounds
• 490 sq ft of tee boxes at the
18th hole
• 6,460 sq ft of the fairway at the
18th hole
• 1,000 sq ft of rough near the
18th green
HMB Golf Links
Ocean Course
• 11.5 acres of grounds
• 11,000 sq ft of rough near the
18th fairway
• 170 sq ft of rough near the 18th
green
• <20 sq ft of tee boxes at the
17th and 18th hole
• <20 sq ft of green at the 17th
hole
Coastal Trail • 1,444 ft (0.27 mi) of trail
between the Ritz-Carlton and the
Cañada Verde Creek Stairway
• 7 areas of erosion concern
• Beach access stairway at
Cañada Verde Creek
• 2 ocean overlook locations
• Rerouting of trails
• Reconstruction or relocation of the beach
access stairway
Ritz-Carlton Half
Moon Bay
• 1,500 sq ft of the Miramontes
Terrace
• 1,500 sq ft of the Hotel
Structure
• Relocation of the vulnerable terrace lawn
• Reconstruction or relocation of the
western wing of the hotel
Key Areas of Concern and Trigger Points
The list below outlines some of the key areas that are vulnerable to coastal erosion, and the time period they are likely to become exposed.
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Near Term (2020 – 2040)
• The Coastal Trail near the Ocean Course 18th green and 18th fairway. Near erosion hot spot #6, adjacent to the Ocean Course 18th hole fairway, the trail is only eight ft from the bluff-top edge. There are six areas of erosion concern in the southern section of the study area near the Ocean Course 16th hole fairway that have sea caves or are undercut at the base that may signify higher future erosion probabilities. • The stairway at Cañada Verde Creek is currently vulnerable and, with additional cliff recession or toe erosion, may require relocation.
• Scenic overlook locations at Miramontes Point and the at Cañada Verde Creek are vulnerable.

Near-Term Consequences
• Safety considerations for pedestrians where trail sections are close to the bluff top edge.

If the trail is rerouted inland, consideration must be given to protect pedestrians from golf balls.

Mid Term (2040 – 2070)
• The Coastal Trail in front of the Ritz-Carlton Hotel is vulnerable. An increasing area of the trail near the Ocean Course 18th hole is vulnerable. • The golf course features become vulnerable, with the furthest tee box at Old Course’s 18th hole and areas of rough on this hole potentially vulnerable.

Mid-Term Consequences
• Potential conflict between the current location of the Coastal Trail and the Ritz-Carlton Hotel and Terrace. The distance between the current bluff-top edge and hotel’s Ocean and Miramontes terraces can be as narrow as 40 ft, leaving limited space for inland realignment.
• Tee boxes at the Old Course 18th hole may need to be moved inland for safety purposes. • Fairway and approach at the 18th hole may need to be reconfigured.

Long Term (2070 – 2100)
• The Ritz-Carlton Hotel structure and the Hotel’s Miramontes Terrace are potentially vulnerable.
• Increasing areas of both golf courses are potentially vulnerable, including the Old Course 18th Green, Ocean Course 18th Tee Box, and Ocean Course 17th Green. • The entire section of the Coastal Trail in front of the Ritz-Carlton Hotel is potentially vulnerable.
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Long-term consequences
• With increasing sea levels and accelerating rates of erosion, the hotel building may become vulnerable.
• The realignment of the Coastal Trail is increasingly in conflict with the Ritz-Carlton Hotel and the golf course.

4.2 Vulnerability Maps
How to interpret the vulnerability maps
Each vulnerability map illustrates at what sea level rise elevation/year various study area assets are likely to become exposed to coastal cliff erosion. The cliff erosion hazard areas are colorcoded at three sea level rise scenarios (and are represented on a scale from yellow to blue).

Exposure of various assets is also color-coded based on the elevation of sea level rise that first leads to potential impacts. The timing of vulnerability to these assets is indicated with a marker nearest to the locations of impact (and sometimes offset to not conflict with the erosion hazard area) and is color-coded based on timing from red to yellow. All of these projected hazard extents assume that no adaptation has been implemented—in other words, a worst-case scenario if nothing is done to plan or adapt to sea level rise in the future. 202
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Figure 4-3. Future bluff position envelope for near-, mid-, and long-term within the northern portion of Section1 (Section 1a).
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Figure 4-4. Future bluff position envelope for near-, mid-, and long-term within the southern portion of Section1 (Section 1b).
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Figure 4-5. Future bluff position envelope for near-, mid-, and long-term within the northern portion of Section 2 (Section 2a).
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Figure 4-6. Future bluff position envelope for near-, mid-, and long-term within the southern portion of Section 2 (Section 2b).
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Figure 4-7. Future bluff position envelope for near-, mid-, and long-term within the northern portion of Section 3 (Section 3a).
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Figure 4-8. Future bluff position envelope for near-, mid-, and long-term bluff position envelope within the southern portion of Section 3 (Section 3b) and the northern portion of Section 4 (Section 4a).
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Figure 4-9. Future bluff position envelope for near-, mid-, and long-term within the southern portion of Section 4 (Section 4b).
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Figure 4-10. Future bluff position envelope for near-, mid-, and long-term within Section 5. 210
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Figure 4-11. Future bluff position envelope for near-, mid-, and long-term within Section 6. 211
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5 ECONOMIC ASSESSMENT
This section reports on four components of the economic and fiscal values of the study area:

1. Asset values (hotel structure, golf course parcels)

2. Economic values generated within the study area (hotel revenue, golf course green fees, non-market recreational values of beach access and trail use)

3. Fiscal benefits to the City and other entities, including transient occupancy tax (TOT), property taxes, Business Improvement District (BID) fees, golf course fees, and broader economic benefits

4. Impacts on each of components 1–3 due to coastal erosion over time.

Figures are estimated from publicly available data and published studies, with the inclusion of operational information provided by the City of Half Moon Bay, Ritz-Carlton Hotel, and golf course operators, where available.

Impacts in this section are presented in terms of their present value, and no attempt has been made to adjust for the expected increases in the value of built structures or land parcels over time, changes in expenditure or fiscal revenues due to inflation, or for increases in construction or replacement costs. There has also been no attempt to consider the impact of discounting future costs associated with erosion impacts on present-day values, as without a realistic estimate of future asset values this would be a fruitless exercise.

5.1 Asset Values
Table 5-1 presents the assessed values of the four parcels in the study area that are affected by coastal cliff erosion. One of these parcels is the Three Rocks City Beach parcel, which is almost entirely seaward of the cliffs. The other parcels have a component that is located seaward of the cliff boundary. It is assumed that the assessed value of the parcels is applied only to the component that is landward of the cliff (i.e., that the tax assessor has already adjusted for the area that is seaward of the cliff).

Table 5-1 shows the asset values by parcel for the period 2018–2021, for those parcels affected by cliff erosion by 2100. The Three Rocks City Beach parcel is included for completeness but does not have a tax-assessed value.
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Table 5-1. Parcel Value Averages for 2018–2022 by APN
APN
66092530: City
Beach Three
Rocks
APN
66092720:

HMB Golf
Links Old
Course
APN
66092770:

Ritz-Carlton
Hotel
APN
66580010:

HMB Golf
Links Ocean
Course
Year
Assessed value
($)
Assessed
value($)
Assessed
value ($)
Assessed
value ($)
Total Assessed
Value ($)
2018–19 0 4,912,263 188,533,406 14,780,859 208,226,528
2019–20 0 5,010,508 191,699,996 15,076,475 211,786,979
2020–21 0 4,055,349 195,607,200 12,234,827 211,897,376
2021–22 0 2,740,889 197,138,538 12,149,349 212,028,776
Four-yr average 4,179,752 193,244,785 13,560,378 210,984,915 A four-year average of asset values is provided, to account for volatility in values caused by the COVID-19 pandemic, which greatly reduced occupancy within the hotel, and the use of the golf course facilities.1 Hotel occupancy in 2020 was approximately half of the long-term average, at 35 percent of available rooms. As commercial property values are a function of their annual income, this slowed the growth rate of the hotel property value and reduced the assessed value of the golf course parcels.

It was not possible to calculate a reliable annual growth rate, due to this volatility in assessed values.

The figures presented in Table 5-1 for the Ritz-Carlton are combined values for the land and all improvements and built assets on the property. Table 5-2 separates these elements into three categories; land, improvements (the hotel structures), and “other” values. Other values are fixtures and personal property.
1 Although a 5-year average is typically preferred, there was a very large increase in assessed values for the Ritz-Carlton property between 2017 and 2018, so inclusion of the earlier values would result in an unrealistically low average for the current assets.
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Table 5-2. Average Values by Category for 2018–2022
Year
Hotel Land
($)
Hotel Improvements
($)
Hotel Other Values
($)
Hotel Total Value
($)
2018–19 44,880,000 138,720,000 4,933,406 188,533,406
2019–20 45,777,600 141,494,400 4,427,996 191,699,996
2020–21 46,693,152 144,324,288 4,589,760 195,607,200
2021–22 47,176,893 145,819,487 4,142,158 197,138,538
Four-yr average 46,131,911 142,589,544 4,523,330 193,244,785 Table 5-2 shows that approximately three-quarters of the value of the Ritz-Carlton Hotel parcel is due to the hotel structure. This is important when it comes to consideration of the value of erosion, as different property values must be applied to the parcel as a whole and to the building footprint.

5.2 Economic Values
This analysis considers both fixed asset values (using tax-assessed values as a proxy for true market values), and the income streams, and uses values of the various facilities and natural amenities.

5.2.1 Ritz-Carlton Hotel
The Ritz-Carlton at Half Moon Bay is a significant contributor to the local economy. As of the 2021 fiscal year, the hotel employed approximately 550 full-time staff, which was 15.6 percent of employment within the City.2
Room Revenue
There are 261 rooms available, including 22 suites and 239 standard rooms. As a luxury hotel, room rates for the Ritz-Carlton are higher than other accommodation providers in the region.

Average room rates for private bookings range from $779 to $1,225 per night, based on a twonight booking for a hotel room. Depending on the package purchased, this may not include additional fees for breakfast, resort fees, or golf course green fees.

The long-term occupancy rate can be estimated from the payments made by the Ritz-Carlton into the BID fund. Participating hotels pay a rate of $1 per room night into this fund, so annual payments equal the number of room night bookings. Before the COVID-19 pandemic, the longterm average occupancy rate was slightly more than 70 percent, based on BID receipts. The 2 City of Half Moon Bay, Comprehensive Annual Financial Report, Fiscal Year 2020-2021, p 121. 214
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COVID-19 pandemic reduced occupancy to approximately 35 percent in 2020, based on BID receipts and the number of available room nights.3 Using a conservative figure of $800 per night (to account for suite bookings at higher rates, and group bookings at lower rates), and an occupancy rate of 70 percent, annual room revenue for the Ritz-Carlton is estimated at around $53.3 million per year.4
This should be considered an upper-bound estimate, as staff from Ritz-Carlton have reported in local news articles that up to 65 percent of hotel bookings are based on group business which are price sensitive.5 These group bookings likely pay a reduced rate. Using a room rate of $500 per night, the average revenue would be approximately $33.3 million. Likely, true revenue lies somewhere within this range ($33.3 million–53.3 million per year), and secondary evidence suggests that it must be towards the lower bound. The City of Half Moon Bay Annual Comprehensive Financial Report for the Fiscal Year Ended June 30 2021 provides a breakdown of TOT payments by lodging type. Using occupancy rate information, if the average room was $500 per night, then TOT receipts from the Ritz-Carlton would represent between 50 and 65 percent of receipts from the hotel/motel sector. Using a room rate of $800 results in estimated Ritz-Carlton TOT payments that are higher than the total receipts from this sector.6 For this analysis, the lower bound is used for further calculations.

Events
The hotel hosts many functions, corporate events, and weddings. No information was available on the aggregate value or specific attendance of these functions. A summary of estimates provided by the Ritz-Carlton is provided in Table 5-3.

Table 5-3. Events by Type at the Ritz-Carlton Hotel
Event Type Timing/Frequency Attendees
Average Cost per
Event
Wedding Weekends, 35–45
weddings per year
25–300 per event $30,000–$50,000
Corporate Events Weekdays, 40–75 per
month
Variable $1,000–$50,000
Based on a minimum estimate for the number of events and cost per event, hotel events would contribute an additional $1.05 million per year for weddings and $480,000 for corporate events. 3 Visit Half Moon Bay Coastside California, Business Improvement District 2020 Annual Report, p 2; Visit Half Moon Bay Coastside California, Business Improvement District 2019 Annual Report, p 2 4 This represents the product of $800 per room night x 70% occupancy x 261 rooms x 365 days per year. 5 Half Moon Bay Review, HMB voters to decide on ‘tiered’ hotel tax increase, 23 July 2020. https://www.hmbreview.com/news/hmb-voters-to-decide-on-tiered-hotel-tax-increase/article_162af0f2- ccfa-11ea-89e1-a766da45a8f6.html
6 Integral calculations from TOT and BID data.
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Using midpoints for frequency, a central estimate of $40,000 per wedding, and $10,000 per corporate event results in an estimated value of $1.6 million for weddings, and $6.9 million for corporate events.

5.2.2 Golf Courses
Half Moon Bay Golf Links employs 49 people, which is 1.4 percent of the local workforce and makes them the 7th largest employer in the City. 7 On average, there are a total of between 68,000 and 75,000 rounds of golf played on the Ocean Course and Old Course each year, not including events and tournaments. Pricing per round is dynamic, with course fees determined by demand in a range between $145 and $275 per round.8 A search of online golf forums, and use of the online tee time booking system, suggests that rates of $140–$180 per round are more typical of those paid by casual golfers (i.e., those not participating in tournaments or events), with twilight fees of between $60 and $100. Using a conservative estimate of $150 per round, and 70,000 rounds played per year, this represents revenues of $10.5 million per year.

Golf course staff advised that there are approximately 75–100 golf tournaments per year, with participation ranging from 30 to 288 golfers per event. These visitor numbers are assumed to be part of the estimate of the number of golf rounds played per year. In addition to tournaments, the golf courses host approximately 25–40 banquets or events each year, with an attendance of 40−400 persons. The golf courses also host 10–20 weddings per year, with an attendance of 30– 200 persons.9
No information is available about the expenditure associated with these events.

5.3 Recreational Non-market Value
In addition to the monetary values identified above, the Coastal Trail and beach access points provide recreational values and other environmental services that are not captured in existing market transactions. This section does not attempt to estimate the total economic value of services provided by the natural and built features but does provide an estimate of the recreational use values associated with the trail and beach amenities.

There are no existing records of the number of recreational uses in the study area, so usage has been based on accessibility, with basic assumptions about recreational participation. The value of beach and trail use has been estimated using previously published studies.

There are three key sources of recreation participants:
• Hotel guests
7 City of Half Moon Bay, Comprehensive Annual Financial Report, Fiscal Year 2020-2021, p 121. 8 Personal communication, Ritz-Carlton.
9 Personal communication, Kenmark, 2 May 2022.
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• Local residents
• Visitors, including golfers, using parking spaces.

5.3.1 Hotel Guest Visits
The Ritz-Carlton advised that the average room occupancy was 1.5 persons per room.

Multiplying this figure by average room bookings results in an estimated 100,028 hotel guests per year. There is likely a substantial overlap with the number of golfers (68,000–75,000 per year). It is assumed that 10 percent of hotel guests visit the beach during their stay, and 50 percent take a walk along at least part of the coastal trail during their visit or use part of the trail while playing a round of golf. This results in approximately 10,000 beach visits and approximately 50,000 trail uses per year.

5.3.2 Local Residents
The number of local residents was estimated through counts of local houses, trailers, and RV park spaces. The estimated number of housing units is:
• 302 houses in Ocean Colony
• 160 housing units in MidPen at Moonridge
• 234 trailers at Cañada Cove
• 75 RV parking spaces at Pelican Point.

Beach attendance rates by local residents are a subject of some debate, with estimates ranging from 10 to more than 100 per person per year (King and McGregor 2012). For this assessment, it is assumed that residents take around 20 beach visits per year. It is assumed that houses, housing units, and residential units have 2.67 residents, based on Census data. For RV parking spaces, a figure of two residents was applied. This results in a total estimate of 2,008 residents within walking or cycling distance. Multiplying by 20 visits per year gives an estimate of 40,166 beach trips, which is approximated as 40,000 beach trips by local residents.

Estimating trail usage by local residents is more challenging, as there is little public information about the frequency of use of scenic trails in residential locations. The Outdoor Recreation Foundation estimated in 2018 that hikers took an average of 14 trips per year, while runners and joggers took an average of 76 outings per year. According to research by Veterinarians.org, dogs in California are walked approximately seven times per week or 365 times per year.10 For this assessment, a conservative figure of 40 trips per year is assumed, resulting in 80,000 trail uses by local residents.
10 Dog Walking Survey: Which States Walk Their Dog the Most?, April 20, 2022. 217
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5.3.3 Visitors Using Parking Lots
Visitors were estimated based on parking records provided by the Ritz-Carlton for the 25 parking spaces provided within the parking garage structure, as a condition of the coastal development permit for the property and reinforced by enforcement action undertaken by the CCC in 2019. Ritz-Carlton staff estimate that the parking spaces were used approximately 2,500–3,000 times in a six-month period, which translates to approximately 240 visits per parking space per year. Based on 6,000 visits per year, and a vehicle occupancy of two people, this represents 12,000 visitors per year.

City of Half Moon Bay staff provided information that Poplar Beach Parking Lot fees for 2020– 21 totaled $351,000.11 Daily parking fees are $10 per day. There are also annual permits available for $165 per year, and alternative passes that can further reduce the fees payable. In the absence of detailed payment information, it is estimated that there were at least 35,100 vehicle visits to Poplar Beach in 2020–21. There are 93 parking spaces in this lot, which results in an annual use rate of approximately 377 visits per parking space per year. This estimate is used to calculate the minimum number of visits from the parking lot on Miramontes Point Road (15 spaces) and Redondo Beach (approximately 30 parking spaces). Based on the free parking available in these locations, parking utilization is likely to be higher. For this assessment, a figure of 400 annual visits per parking space. This results in an estimated 6,000 and 12,000 vehicle visits per year, respectively. Using an occupancy of two persons per vehicle, these parking lots contribute 12,000 and 24,000 visitors, respectively. The majority of visitors to Redondo Beach are likely to be from those accessing the shoreline, rather than the Coastal Trail. It is assumed that 25 percent of the visitors from the Redondo Beach lot access the study area, either via the Coastal Trail or along the beach. Thus, the total figure from these lots is 18,000 visitors to the study area.

Total visitation to the study area from non-residents is estimated at 30,000 per year. It is assumed that approximately 20 percent of visitors descend the stairs to the beach, with the remainder using the Coastal Trail. This gives an estimate of 6,000 beach visits, and 24,000 trail uses.

5.3.4 Total Beach and Trail Uses
Based on the figures presented above for each user category, this study estimates a total of:
• 56,000 beach visits with sand contact (i.e. descending the stairs to Manhattan Beach or along the shoreline at the north of the study area)
• 154,000 coastal trail uses, including all recreational users and golf cart usage. 11 City of Half Moon Bay staff, via email, April 19, 2022. 218
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5.3.5 Value of Recreational Activity
For beach recreation, a figure of $40 per beach visit is applied. This figure represents an average value for California and is derived from work by Pendleton and Kildow (2006).

For trail use, a generic hiking figure is applied. This is likely slightly high for daily use by walkers and cyclists, but may be low for golf cart usage in shared path areas. Walking use is valued at $20 per trip. This is close to the lower bound of the value of trips to the Virginia Creeper Trail, which provides a reasonable analog for the Coastal Trail (Bowker et al. 2007).

Applying these figures results in estimated non-market values within the study area of:
• $2.24 million for beach users
• $3.08 million per year for users of the Coastal Trail.

5.4 Fiscal Benefits
Fiscal impacts estimate the streams of revenue that flow directly to the City of Half Moon Bay, meaning that they appear as revenue items in the budget. The largest sources of general revenue for the city are the TOT, sales tax, and property tax. The Ritz-Carlton and golf course properties are substantial direct contributors to TOT and property tax receipts and a driver of sales tax receipts at the city and county levels.

5.4.1 Property Tax
Analysis of property tax revenue indicates that the hotel and golf courses are likely responsible for approximately 70 percent of annual property tax receipts for the city.

Table 5-4. Property Tax Revenue by Property and Year
Year
Old Course
Property Tax ($)
Ritz Hotel
Property Tax ($)
Ocean Course
Property Tax ($) Total
2018–19 56,652 2,261,448 161,619 2,479,719
2019–20 60,415 2,415,390 173,084 2,648,888
2020–21 48,275 2,355,871 136,802 2,540,949
2021–22 35,037 2,312,656 134,467 2,482,160
Four-yr average 50,095 2,336,341 151,493 2,537,929
These figures do not include property taxes paid by the Ocean Colony residents, which derive part of their economic value from the presence and popularity of the golf courses, particularly the Old Course.
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5.4.2 Business Improvement District
Analysis of revenue from the BID annual reports shows that in pre-COVID years the RitzCarlton Hotel accounted for approximately 37 percent of visitor room nights.12 Table 5-5. Business Improvement District Revenue (2018–2020) Year
Ritz Carlton BID
Payments ($)
Total HMB BID
Receipts ($)
Ritz-Carlton as
Proportion of HMB BID
Receipts
2018 69,287 182,870 37.9%
2019 69,923 189,361 36.9%
2020 33,504 107,806 31.1%
Given the impact of the COVID-19 pandemic on tourism during 2020, it is assumed that average BID payments by the Ritz-Carlton are approximately $70,000 per year.

5.4.3 Transient Occupancy Tax
The amount of TOT paid by the Ritz-Carlton is confidential. Some estimates can be drawn from the estimated revenue from room charges, although it is difficult to estimate the average prices paid per room night, due to the prevalence of group rates.

Using the estimated room revenue of $33.3 million from Section 5.2.1, and the new higher TOT rate of 15 percent as of July 2022, estimated TOT receipts from the Ritz-Carlton would be approximately $5.0 million per year. This represents approximately 57.1 percent of forecast TOT revenue of $8.752 million for 2022–23. This value is likely a lower bound.

Golf course fees are paid to the City and represent a substantial additional revenue stream (Table 5-6).

Table 5-6. Golf Course Fees
Budget Year
Golf Fees ($) per Fiscal
Year, Actual
2017–18 440,459
2018–19 441,494
2019–20 328,864
12 Visit Half Moon Bay Coastside California, Business Improvement District 2020 Annual Report, p 2; Visit Half Moon Bay Coastside California, Business Improvement District 2019 Annual Report, p 2. 220
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2020–21 546,415
Four-year average 439,308

5.4.4 Total Tax and Fee Revenue
The total estimated value of fees and taxes paid by the combined hotel and golf course properties is estimated to be in the order of $8 million per year.

5.4.5 Economic Multiplier Effect
The 2019 BID Annual Report provides an estimate of the number of additional rooms booked, room revenue, and economic impact associated with the activities of Visit Half Moon Bay Coastside California.13 From these figures, it is possible to estimate a multiplier for the room revenues generated by the Ritz-Carlton. From that report, booked revenue was $1,382,300, and the estimated economic impact was $3,338,550. This suggests a multiplier of 2.42 for expenditures on accommodation. It is not possible to estimate the broader economic impact of expenditures from golf course fees from day visitors, although the multiplier is likely to be similar in magnitude.14
Using the room revenue figure of $33.3 million, the estimated broader economic impact of this expenditure is $80.6 million. Adding estimated event spending at the Ritz-Carlton, and golf course fees, the included expenditure estimate is $52.3 million, with an estimated broader economic impact of $126.6 million. This estimate is relatively limited in scope and excludes event expenditure associated with events held at the golf courses, purchases in the golf pro shop, and sundry items.

5.5 Impacts of Cliff Erosion
The estimates in this section are based on the assumption that it is possible to mitigate or adapt to cliff erosion through the realignment of the Coastal Trail and golf course parcels. It does not attempt to estimate the costs of realignment of the Ritz-Carlton Hotel structure, so the estimates included for building damage should not be interpreted as a full range of potential economic impacts.

5.5.1 Impact of Cliff Erosion on Parcel Values
For this analysis, it is assumed that the unit value of the parcels is distributed evenly. This may not accurately reflect the use of the parcels, for example, the tee box and greens have higher 13 Visit Half Moon Bay Coastside California, Business Improvement District 2019 Annual Report, p 2. 14 It is not appropriate to apply the multiplier to the tax and fee income streams identified in this section. 221
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importance than sections of rough. It is assumed that the course could be reconfigured to accommodate the lost area, which would thereby relocate the most valuable areas.

If 10 percent of a parcel is eroded, it is assumed that 10 percent of the assessed value is lost.

With course reconfiguration, it may be possible to retain all of the existing value of the affected parcels, so the figures presented in this section should be considered upper-bound estimates of the potential economic damage.

Table 5-7 summarizes the estimated economic impact of erosion on the value of land parcels in the study area by time horizon. Note that for the Ritz-Carlton parcel, the area eroded is multiplied by the value of the land only, as erosion damage to the built structure is treated separately in the next section. Recall that the damage estimated in each time horizon is calculated as a proportion of the landward section of each parcel, and does not include any area seaward of the bluff. The City Beach parcel has been excluded from these calculations as there is no tax assessed value for the parcel, and more than 96% of this parcel is located seaward of the cliff.

Table 5-7. Estimated Economic Impact of Erosion
Year Old Course ($)
Ritz-Carlton Hotel
(Land Value only)
($)
Ocean Course
Value Loss ($)
Total Parcel Value
Loss ($)
2030 7,330 100,696 32,415 140,441
2040 8,669 120,346 33,428 162,443
2050 10,790 130,805 34,186 175,781
2060 12,709 140,755 34,735 188,199
2070 14,583 148,483 43,093 206,159
2080 16,909 211,415 73,700 302,024
2090 21,403 359,167 101,141 481,712
2100 24,742 391,290 128,195 544,226

5.5.2 Impact of Cliff Erosion on Hotel Structure
For the Ritz-Carlton Hotel, it is difficult to determine the extent to which erosion will impact the operations of the building, or the economic and fiscal value streams they generate. Based on the layout of the hotel, the majority of the lobby floor space in the west/east wing, which is the wing that will be affected by erosion in 2090–2100, is used for meeting rooms (Figure 5-1). The Miramontes Room is also used for smaller wedding receptions. 222
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Figure 5-1. The layout of the Ritz-Carlton Hotel West / East Wing Source: https://www.ritzcarlton.com/en/hotels/california/half-moon-bay/meetings/meeting-room-details ; https://s7d2.scene7.com/is/content/ritzcarlton/HMB%20Lobby%20Level%20Floor%20Plan_v3-2pdf For this assessment, the damage to hotel values is estimated as a proportion of the building footprint. Meeting and function rooms have a lower value per square foot than guest rooms, but are also responsible for the generation of substantial income for the property. There are also 223
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guest rooms located in this wing, so it is assumed that the per-area value of the property is relatively consistent. Damage to the building itself is not projected to occur until 2090. Table 5-8 shows the estimated value of direct damage to the Ritz-Carlton hotel structure.

Table 5-8. Estimated Value of Potential Direct Damage to Ritz-Carlton Hotel Year
Percentage of
Building Footprint
Directly Impacted Estimated Value ($)
2090 0.05% 69,284
2100 0.15% 213,236
The values in Table 5-8 should be considered the absolute lower bound of potential damage. It would not be prudent, or legal, to continue to use part of the hotel that was located at the edge of the blufftop.

Use of this wing of the hotel would likely need to be curtailed prior to 2090. The entire western portion of the west/east wing will likely need to be relocated at some point within the study period to avoid serious risk or actual physical impacts. For insurance and safety reasons, and to avoid damage to the public coastal amenities, it is also likely that structural modifications would be required earlier than the occurrence of direct impacts identified in this assessment. It is not possible to estimate the costs associated with this reconfiguration, but these costs would likely be in the tens of millions of dollars.

5.5.3 Impact of Cliff Erosion on Recreational Use
The Coastal Trail is used by golfers on the final holes of both golf courses, which are considered to be the showpiece holes of each course. Thus, there is an economic incentive to ensure that access is maintained, through the relocation of the combined trail/cart path. There is also a regulatory requirement for the combined hotel and golf course property to maintain safe public access to the coast and along the Coastal Trail.

As a result, this analysis takes the assumption that the recreational values supported by the trail and beach access will be retained, through the relocation of the trail to a more landward location, subsuming parts of the 18th hole of the Ocean Course. This may require reconfiguration of the 1st and 18th holes of this course. Due to the extensive design and engineering work involved in the siting and construction of a relocated Coastal Trail, it is not possible to estimate the costs associated with this adaptation action without a specifically chosen alignment.

On the northern side of the hotel, on the 18th hole of the Old Course, there is a pinch point between the bluff and the hotel, specifically in the area of Miramontes Point where the Ocean Lawn and Miramontes Terrace extend shoreward from the hotel structure. At some point, path access from the northern side of the hotel property will be restricted on the seaward side, either 224
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due to safety considerations or because the trail is no longer present. Currently, this path is part of the Coastal Trail. This section of trail will likely need to be relocated to the landward side of the hotel structure and parking garage, and rejoin a relocated section of trail on the southern side of the hotel.

No attempt has been made to estimate the costs of the relocated trail on the north side of the hotel, as this would likely be able to follow the existing roads from Ocean Colony (Fairway Drive, Ashdown Place, and Miramontes Point Road), rejoining the existing coastal trail access path on the southern side of the hotel.

5.5.4 Impact of Erosion on Trail Infrastructure
Having assumed that the trail can be reconfigured to preserve recreational use, the primary cost associated with erosion damage to the trail is the replacement of the trail sections affected by erosion in each time horizon. Due to safety requirements, the trail will likely need to be relocated before physical damage is experienced.

Table 5-9 shows the number of linear feet of trail affected by cliff erosion by time period. The cart path is approximately 10 ft wide, and it is assumed that the entire width would be replaced, even if only a smaller section is damaged. Promatcher15 provides an estimate for concrete paths in California of $8.29 per square foot. Given the site location, golf course operations and recreational use, and the need to remove the existing materials, a figure of $15 per square foot is considered conservative.

Table 5-9. Length of Trail Affected by Cliff Erosion by Time Period and Estimated Cost Year
Erosion Damage
(linear feet)
Cumulative Damage
(linear feet)
Estimated Cost of
Replacement,
Cumulative ($)
2060 46.0 46.0 6,907
2070 68.2 114.3 17,144
2080 409.5 523.8 78,568
2090 615.7 1139.5 170,920
2100 304.5 1444.0 216,598
Grand
Total
1444.0 1444.0 216,598
15 California Concrete Costs & Prices - ProMatcher Cost Report, accessed 19 July 2022. https://concrete.promatcher.com/cost/california.aspx
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The relocation of the trail would also require the resumption of part of the golf course. It is assumed that this does not reduce the value of the remaining golf course parcel, so there is no economic loss. This section also does not include an estimate of the costs to relocate or replace the Manhattan Beach access stairs at Cañada Verde Creek. 226
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6 ADAPTATION PLANNING
Adaptation planning occurs over multiple time scales and requires a comprehensive approach to implement. Adaptation can be implemented through projects, changes to policy, and in most cases, simply moving back away from the ocean. Various adaptation approaches include protecting, accommodating, and relocating; each with its own set of secondary consequences that need to be considered. From the City and public perspective, the Coastal Trail, beach access, and golf courses are of primary focus. The Ritz-Carlton Hotel, golf facilities, and tax revenues are of secondary focus and will need additional consultation between the City and private entities, including the golf courses and the hotel. This section describes some of the most common adaptation strategies considered for bluff-backed shorelines, summarizing the tradeoffs and identifying the most feasible (economic and regulatory) strategies through time to maintain the upland development, infrastructure and coastal resources.

Adaptation strategies fall into three main categories—protection approaches that attempt to stop erosion, accommodation approaches that allow for erosion and flooding while minimizing damages, and managed retreat or hazard avoidance, which would relocate golf or resort features and/or realign the Coastal Trail.

No one category or specific adaptation strategy is considered the “best” option forever. The effectiveness of different adaptation strategies varies across space and time, with different strategies able to accommodate various coastal hazards and elevations of sea level rise. Some adaptation measures may present secondary consequences, such as negative impacts on beaches, wetlands, habitats, and access which are protected by law for future generations under the California Coastal Act. The City’s Local Coastal Program implements the Coastal Act at the local level and grants the City much of the permitting authority to protect the coastal resources.

Over time, the City and private interests are likely to use several of the approaches discussed in this section as long-term hybrid strategies evolve based on observed environmental or economic changes. Changes, or “triggers,” such as cliff erosion within a certain distance of the Coastal Trail, tee boxes, greens, or the Ritz-Carlton Hotel should catalyze a change from one type of approach to another to maintain function, connectivity, and revenues. These triggers can be easily monitored to identify when it makes sense to shift from one adaptation approach to another.

One key trigger to monitor will be the distance from the Coastal Trail to the cliff edge. When the distance between the cliff edge and the Coastal Trail is near say 10 ft, then preparation for a realignment of the Coastal Trail, including discussions and planning with the golf course and the Ritz-Carlton Hotel should occur.
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6.1 Protect
Protection strategies attempt to “hold the shoreline in place” by employing some sort of engineered structure or another measure to defend development or infrastructure in its current location without changes to the development itself. Protection strategies can be divided into “gray” and “green” defensive measures. A “gray,” or “hard,” approach is usually an engineered structure that can be positioned either alongshore (such as a seawall, revetment, or offshore breakwater) or cross-shore (such as a groin or harbor jetty). Green defensive strategies include beach nourishment or cobble berms that widen beaches or absorb wave energy to buffer storm erosion. Some protection structures are cross-shore structures intended to trap sand and widen the beach upcoast of the structure, starving downcoast beaches of sand and accelerating erosion.

Figure 6-1. A range of green to gray adaptation strategies intended to mitigate erosion, flooding, or both Source: www.habitatblueprint.noaa.gov/living-shorelines.

Protection strategies usually attempt to stop erosion by holding the shoreline in place using revetments, seawalls, or soil nail walls. The presence of coastal armoring structures can have negative environmental and social consequences when a structural footprint buries beaches or impedes beach access and recreation. As sea levels rise, passive erosion or coastal squeeze occurs as this “holding the shoreline in place” strategy results in a slow drowning of beaches and nearshore habitats. These impacts raise serious concerns about consistency with the public access, habitat, and recreation preservation policies of the California Coastal Act. 228
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Offshore breakwaters and artificial reefs are constructed to reduce erosion by reflecting, breaking, and dissipating wave energy before waves impact the shoreline. These are similar to some of the offshore rocks and rock reefs that currently exist offshore of the project site. The difference between these two types of structures is the elevation relative to the water level; breakwaters are visible through all tides and stop wave energy whereas artificial reefs tend to be submerged during most of the tidal cycle and cause waves to break offshore and dissipate the wave energy before it reaches shore. These types of structures are unlikely to be viable in the current regulatory environment given that the nearshore and offshore environment is part of the Monterey Bay National Marine Sanctuary.

Nature-based protection approaches attempt to decrease erosion using natural physical processes and native materials rather than trying to stop them. The types of projects that fall into this category include sand and cobble nourishment programs, where sand is added to the beach system, widening the beach and providing additional natural protection. In cliff-backed systems like this area, larger sediments such as cobbles could be placed at the toe of the cliffs to improve resistance to erosion. However, cobbles placed along the back of the narrow beaches in the study area are more likely to cause abrasion at the toe of the cliffs and accelerate erosion.

Again, the Monterey Bay National Marine Sanctuary’s current regulations forbid beach nourishment from occurring. In addition to regulatory concerns, both of these nourishment approaches to enhance natural beach protection in front of the study area would likely need to be done every few years at great cost.

Sand retention structures such as groins are oriented perpendicular to the coast in a cross-shore direction and are designed to trap and retain sediment to widen the beach and allow the beach to naturally reduce wave energy and reduce erosion. However, obstructing the naturally occurring transport of sediment along the shore can deplete downcoast beaches of their sediment supply and shift erosion to those areas. In some reaches of Sections 1, 2, and 6, offshore rocks currently serve as natural sediment retention; however, as erosion of the offshore rocks continues and sea levels rise, this area may reduce its retention capacity, narrowing the beach with erosion escalating in the future.

Previous gray protection strategies included revetments built by The Ritz-Carlton Hotel that were required to be removed by the CCC. Most of the protection options described above are unlikely to be approved by the CCC or the Monterey Bay National Marine Sanctuary in the future.

6.2 Accommodate
Accommodation strategies refer to the range of adaptation strategies that employ methods to modify existing development or infrastructure or place development in areas that decrease hazard risks and increase resiliency. Some of these strategies include policy approaches such as setbacks or project approaches such as elevating structures. The Ritz-Carlton Hotel opened in 2001 and incorporated development setbacks, but as erosion continues, the setback distance 229
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narrows. The other accommodation strategy is to elevate structures using piles. This elevation approach also has been applied previously at the hotel with the remnant piles now eroded onto the bluff face illustrating that this is not a feasible long-term adaptation strategy (Figure 2-18).

6.3 Managed Retreat/Realignment/Relocation
Managed relocation and realignments are adaptation approaches that acknowledge natural cliff erosion hazards and avoid the projected long-term changes and future impacts by incrementally relocating, realigning, or removing at-risk infrastructure and development.

Managed relocation is not done quickly; rather, it is a comprehensively planned approach, phased over time and implemented by the gradual realignment, relocation, and eventual removal of structures and infrastructure from risk-prone areas. Two important steps in implementing a policy approach to managed retreat include requiring real estate disclosures for coastal hazards and sea level rise during property transactions and indemnifying the City by limiting the liability over time for land-use decisions.

Over longer periods and higher sea levels, this “stepping back” strategy becomes the most costeffective measure in comparison to adaptation approaches that require construction, maintenance, and potential removal of erosion control structures, and are also associated with lost revenues associated with secondary impacts to coastal resources such as the loss of beach recreation revenue. Taking a long-term view, all assets subject to erosion will be subject to some form of retreat in the future. The primary issue is whether it is a controlled process that is optimized to maximize public and private benefits in the interim or whether it is a rapid response to extreme weather events. This is particularly true for properties in this area exposed to cliff erosion hazards, as cliff collapses occur in an episodic and often unpredictable fashion.

The goal of managed relocation approaches is to preserve the public interest and access to the coast while providing an equitable solution for private property owners. When and where to move tends to be highly dependent on local economics and legal and property rights, and must balance public and private interests.

The realignment of the Coastal Trail will require early planning, as well as continuous engagement with the community and private sector to maintain beach access as well as coastal views. If planned in advance and identified in various planning documents such as the City’s Local Hazard Mitigation Plan (LHMP) as the long-term plan for the Coastal Trail, it is possible that the cost of realigning and reconstructing the Coastal Trail could be funded by public entities such as the California Coastal Conservancy (SCC).

The relocation of the golf courses and Ritz-Carlton Hotel will require reimagining and reconfiguring existing holes and structures; but because both properties have plenty of space, these should be possible without losing complete use of the facilities and properties. This would likely fall on the private property owners. Most resort facilities complete remodels on an 230
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approximate 10-year cycle. This timing should be considered in the phasing of any relocation strategy.

6.4 Most Feasible Adaptation Approaches
The City’s primary adaptation goals are to:
• Minimize impacts on the public
• Maintain public access to the beach and along the Coastal Trail • Minimize changes to the visual character of the site
Based on the team’s knowledge of the current regulatory environment, as well as the history of site development, Table 6-1 summarizes the feasibility of some of the most common adaptation strategies.

Table 6-1. Feasibility of Adaptation Solutions
Strategy Feasibility Rationale
Riprap Revetments Unlikely Previously removed
Seawalls No Regulatory constraints
Soil Nail Tie-back Walls Unlikely High cost and regulatory constraints Artificial Reefs No High cost and regulatory constraints Groins No High cost and regulatory constraints
Offshore Breakwaters No High cost and regulatory constraints Sand Nourishment Unlikely Effectiveness and regulatory constraints Cobble Berms Perhaps Effectiveness and high cost
Relocation of Vulnerable Section
of the Hotel
Yes Plenty of space
Realignment of Coastal Trail Yes Plenty of space
Realignment of Golf Course Yes Plenty of space

6.5 Adaptation Pathway
An adaptation pathway helps visualize some of the sequences of possible adaptation responses through time in a stepwise manner. Every alternative is designed to meet a certain performance level over a period of time, and once it reaches a tipping point where potential damages are no longer acceptable, a transition to another strategy is required. Each strategy requires lead times associated with the planning, outreach, permitting, design, and construction before it can be effective. Thus, before a tipping point of damages is realized, planners should identify possible triggers and anticipate the lead times necessary to implement a new strategy before potential damages occur. Due to the uncertainty over future physical conditions, natural variability, regulatory changes, and changing societal values, these pathways should remain flexible. 231
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Through this adaptation pathway approach, the team identified several short-term (0–10 year) approaches to reduce erosion and buy some time; mid-term (10–30 year) planning such as redevelopment standards and improvements, realignment of pedestrian path, viewing platforms; and long-term (30+ year) relocation and realignment, particularly along the southwestern, ocean-facing wing of hotel and reconfiguration of the golf courses. Long-term adaptation approaches will require careful thought and planning to maximize effectiveness and minimize cost. This longer-term approach may also include envisioning alternative uses and locations in the adaptive reconfigurations of assets in vulnerable areas (Figure 6-2). 232
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Figure 6-2. Potential adaptation pathway timeline.
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Part of this adaptation pathway will require routine monitoring. It is suggested that a simple survey of the distance between the Coastal Trail and the bluff edge be completed at least once a year, and following major storm events. Another aspect of this monitoring would be site investigations of the sea caves that may pose a risk from below.

6.5.1 Short Term (0 to 10 years)
Over the short term, the priority should be reducing the erosion rates of the cliffs. As noted in Section 2.5, the high groundwater seepage tends to weaken the bedrock geology and increase pore pressure, which can result in accelerated erosion rates. This can be done best by carefully managing the groundwater and vegetation on site. Some recommendations include minimizing irrigation at the golf courses and hotel landscaping and planting native vegetation along the bluffs and golf course to the maximum extent feasible. Signage and fencing to reduce pedestrian-caused erosion and vegetation trampling near the bluff edge is also encouraged.

6.5.2 Medium Term (10 to 30 years)
Over the medium term out to about 2050, most of the erosion can be addressed through small to moderate realignment of the Coastal Trail and golf course features. This will be a crucial time to continue monitoring and begin planning for more major relocations and realignments.

6.5.3 Long Term (30 + years)
Long-term adaptation will require major realignment of the Coastal Trail, the coastal wing of the Ritz-Carlton Hotel, and the lawns and patios around the hotel. Priorities should be stated in updated planning documents such as the Local Coastal Program about the preferred location and alignment of the Coastal Trail considering setback distances and alignment on the ocean side of the resort if desired and feasible.

The golf courses will require some redesign and reconfiguration to move both the Old Course’s 18th hole tee boxes and greens and Ocean Course’s 17th hole further inland, while maintaining public access and safety along the Coastal Trail. This may require additional fencing for pedestrian safety.
7 KEY FINDINGS AND RECOMMENDATIONS
• The City should engage with the Ritz-Carlton Hotel and Half Moon Bay Golf Links to annually monitor the distance between the Coastal Trail and the bluff edge as well as the condition of the sea caves.
• The City should identify triggers and further refine the City’s vision for the Coastal Trail.
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References
Ashton, A., M. Walkden, and M. Dickson. 2011. Equilibrium responses of cliffed coasts to changes in the rate of sea level rise. Marine Geology 284:217–229. 10.1016/j.margeo.2011.01.007.

Bowker, J.M., J.C. Bergstrom, and J. Gill. 2007. Estimating the economic value and impacts of recreational trails: a case study of the Virginia creeper rail trail. Tourism Economics 13(2):241–260.

CCC. 2005. Coastal Development Permit Application. Application Number 2-02-028, Half Moon Bay Golf Links Seawall. TH 11a. California Coastal Commission.

City of Half Moon Bay. 2020. City of Half Moon Bay Local Coastal Land Use Plan, Comprehensive Update, 2020.

ESA. 2016. Santa Barbara County Coastal Resiliency, Phase 2 Technical Methods Report.

Prepared for the County of Santa Barbara. July 1, 2016.

Griggs, G., and K. Patsch. 2018. Natural changes and human impacts on the sand budgets and beach widths of the Zuma and Santa Monica littoral cells, Southern California. Shore and Beach

86. Hapke, C. 2004. The Measurement and Interpretation of Coastal Cliff and Bluff Retreat. Marine Science Faculty Publications. 2485. https://digitalcommons.usf.edu/msc_facpub/2485.

Hapke, C.J., and D. Reid. 2007. Open-File Report Vol. 2007 (2007-1133), National assessment of shoreline change part 4: historical coastal cliff retreat along the California coast. U.S. Geological Survey doi:10.3133/ofr20071133.

Hegermiller, C.A., A. Rueda, L.H. Erikson, P.L. Barnard, J.A.A. Antolinez, and F.J. Mendez. 2017. Controls of multimodal wave conditions in a complex coastal setting. Geophysical Research Letters 44:(24).

Himmelstoss, E.A., Henderson, R.E., Kratzmann, M.G., and Farris, A.S.. 2018, Digital Shoreline Analysis System (DSAS) version 5.0 user guide: U.S. Geological Survey Open-File Report 2018– 1179, 110 p., https://doi.org/10.3133/ofr20181179.

King, P., and A. McGregor. 2012. Who's counting: An analysis of beach attendance estimates and methodologies in southern California. Ocean and Coastal Management 58:17–25. https://www.sciencedirect.com/science/article/abs/pii/S0964569111001955 NOAA. 2022. Tide gauges for Pillar Pt. Harbor and San Francisco. National Oceanic Atmospheric Administration. Available at: www.tidesandcurrents.noaa.gov OPC. 2018. State of California Sea-Level Rise Guidance 2018 Update. Ocean Protection Council. 235
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Orme, A.R., G., Griggs, D.L. Revell, J.G. Zoulas, C.C. Grandy, and J. Koo. 2011. Beach changes along the southern California coast during the 20th century: A comparison of natural and human forcing factors. Shore and Beach 79:38–50.

Pendleton, L., and J. Kildow. 2006. The non-market value of California beaches. Shore & Beach 74:34–37.

Point Blue and USGS. 2021. Science and Modeling, Our Coast Our Future. July, 2022. https://ourcoastourfuture.org/science-and-modeling/.

Revell, D.L., R. Battalio, B. Spear, P. Ruggiero, and J. Vandever. 2011. A methodology for predicting future coastal hazards due to sea-level rise on the California coast. Climatic Change 109:S251-S276 doi: 10.1007/s10584-011-0315-2.

Russell, N., and G. Griggs. 2012. Adapting to Sea Level Rise: A Guide for California’s Coastal Communities, 2012.

Schnayerson, B. 2021. The Ritz-Carlton Opens in Half Moon Bay. Half Moon Bay Review, March 28, 2021. Available at: https://www.hmbreview.com/the-ritz-carlton-opens-in-half-moonbay/article_47157cfa-5c63-5c66-8a53-d6a72a083f76.html Seymour, A.C., Hapke, C., and Warrick, J.. 2016, Cliff Feature Delineation Tool (CFDT) and Baseline Builder, Version 1.0 User Guide: U.S. Geological Survey Open File Report 2020-1070. 2020–1070, 54 p. https://doi.org/10.3133/ofr20201070.

Simpson, D. 2017. Memo to Scott Phillips, City of Half Moon Bay Planning Department, Half Moon Bay, CA. Summary of Measures Taken to Address Safety Hazard on Coastal Bluff, RitzCarlton Hotel Half Moon Bay, 1 Miramontes Point Road. May 16, 2017.

Stockdon, H.F., R.A. Holman, P.A. Howd, and A.H. Sallenger, Jr. 2006. Empirical parameterization of setup, swash, and runup. Coastal Engineering 53:573–588.

Storlazzi, C., and G. Griggs. 2000. Influence of El Niño–Southern Oscillation (ENSO) events on the evolution of central California's shoreline. GSA Bulletin 2000; 112 (2): 236–249. doi: https://doi.org/10.1130/0016-7606(2000)112<236:IOENOE>2.0.CO;2.

Storlazzi, C., and D. Wingfield. 2005. Spatial and Temporal Variations in Oceanographic and Meteorologic Forcing Along the Central California Coast, 1980-2002. U.S. Geological Survey Scientific Investigations Report 2005-5085. https://doi.org/10.3133/sir20055085. 236
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Appendix A.

Modern Timeline of Coastal Development and Major Erosion Events Year
1971 Development of the Ocean Colony Neighborhood and Golf Course, known as the Half Moon Bay Country Club at the time, begins.
1972 A drilled pier-and-grade-beam foundation structure is constructed in anticipation of future hotel development at Miramontes Point. 1972–73 A major El Niño winter causes significant erosion, with evidence of bluff loss around Miramontes Point and Manhattan Beach.
1973 The Half Moon Bay Golf Links (formerly known as the Half Moon Bay Country Club / Ocean Colony Golf Course), opens the Old Course (formerly known as the Links Course).
1973 A retaining wall and 12 by a 24 ft slab of concrete are constructed to support the inland edge of the 18th green at the Old Course.

Late 1970s The original developer abandons hotel construction plans at Miramontes Point. 1982–83 A major El Niño winter causes significant erosion around Miramontes Point. 1991 Half Moon Bay City Council and the California Coastal Commission (CCC) approve the development of a new hotel.
1995–96 The retaining wall and concrete slab at the 18th green of the Old Course is undermined by erosion and breaks apart.
1996 A CDP (08-96) is issued for repairs along the 18th green of the Old Course.

Authorizing repair of the concrete slab as originally constructed. 1997–98 A major El Niño winter causes significant erosion around Miramontes Point. 1997 Half Moon Bay Golf Links’ Ocean Course opens.
1998 CDP granted and construction of the Ritz-Carlton Hotel begins. 1998 Riprap is added to the 18th green of the Old Course without a permit. 2000 Half Moon Bay Golf Links is redesigned with some changes to the layout of the 18th green including the removal of a sand trap.
2001 Ritz-Carlton Hotel opens.
2002 CCC issues cease and desist order for the riprap revetment at the 18th green. 237
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2003–04 Riprap revetment is removed.
2016–17 An historically wet winter causes erosion that severely undermines the pier-andgrade-beam foundation structure at Miramontes Point and leads to partial collapse.
2018 Partially collapsed foundation piers are removed from Miramontes Point.

Note: Bluff-top or cliff-toe recession is not an inevitable consequence of every El Niño year or high precipitation anomaly winter. Cliff failure dynamics are far more complex and a section of cliff needs to be in a state where it is susceptible to erosion. 238
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Appendix B.

Digital Elevation Transect Model Comparison
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BUSINESS OF THE COUNCIL OF THE CITY OF HALF MOON BAY

AGENDA REPORT
For meeting of: August 16, 2022
TO: Honorable Mayor and City Council
VIA: Bob Nisbet, City Manager
FROM: Jessica Blair, Communications Director / City Clerk TITLE: CONSIDERATION OF WHETHER TO APPOINT SOLE DISTRICT CANDIDATES ROBERT BROWNSTONE (DISTRICT 1) AND DEBORAH PENROSE (DISTRICT 5) OR

PROCEED WITH AN ELECTION FOR THOSE DISTRICTS
RECOMMENDATION:

Receive report on Notice of Insufficient Nominees and consider whether to call a Special City Council Meeting to adopt a resolution appointing Robert Brownstone to City Council District 1 for a full-term of four years and Deborah Penrose to City Council District 5 for a full-term of four years in lieu of an election, or whether to proceed with an election for those two districts.

FISCAL IMPACT:

If the election was cancelled for Districts 1 and 5, the City would save approximately $12,000 in election costs incurred from services rendered by the San Mateo County Elections Division.

DISCUSSION:

On June 7, 2022, the City Council adopted Resolution No. C-2022-35, calling for the holding of a General Municipal Election for the purpose of electing one person each from District Nos. 1, 4, and 5 to the City Council of the City of Half Moon Bay for full four-year terms.

The nomination period for the General Municipal Election commenced on July 18, 2022 and closed on August 12, 2022. At the close of the nomination period, the following nominees qualified for the ballot:

Electoral District No. 1
Robert Brownstone
Electoral District No. 4
Bill Balson
David Eblovi
Debbie Ruddock
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Electoral District No. 5
Deborah Penrose
Elections Code Section 10229 provides that if by the statutory nomination filing deadline (August 12, 2022), no one or only one person is nominated to be elected by a legislative district, and if there are also no city-wide offices or measures on the ballot, then the Elections Official (City Clerk) shall certify these facts to the City Council, publish a notice of the same, and, after the fifth day of the publication, the City Council may take one of three courses of action:

1. The City Council may appoint to the office the person who has been nominated by 75 days before the election (August 25); or

2. The City Council may appoint to the office an eligible voter if no one has been nominated (not applicable here); or

3. The City Council may determine to hold the election if either no one or only one person has been nominated.

Pursuant to Elections Code Section 10229, the City Clerk is providing the required certification to the City Council that only one person has been nominated to be elected in Electoral District Nos. 1 and 5. The City Clerk also published the same notice in the August 13, 2022 edition of the San Mateo Daily Journal and posted the same on the City Hall Bulletin / Posting Board, in accordance with Government Code Section 6061.

The required five-day notice period will be completed on August 17, 2022. Therefore, the City Council may call a Special City council Meeting to either appoint the sole nominees (Robert Brownstone and Deborah Penrose) to those offices and to cancel the City’s election in Electoral District Nos. 1 and 5, or alternatively to hold the election in both districts. Pursuant to Elections Code Section 10229, adoption of this resolution would need to occur by August 25, 2022. If appointed, both Robert Brownstone and Deborah Penrose would take office and serve exactly as if elected at the General Municipal Election starting their new term in December 2022 representing District No. 1 (Robert Brownstone) and District No. 5 (Deborah Penrose). If this option was chosen, a special meeting is likely to be scheduled for the morning of Friday, August 19 for this item alone.

Should the City Council hold the election instead of making the appointment immediately, there would be a limited opportunity for one or more write-in candidates to qualify for the election. Only write-in candidates who have properly qualified may be considered in the vote tally. To qualify as a write-in candidate, a person generally must follow the same process as becoming a traditional candidate: they must file certain basic information with the Elections Official and must submit the proper number of signatures nominating that person as a write-in candidate. Write-in candidates must file their completed forms between 57 days and 14 days prior to the election (September 12 to October 25). If no official write-in candidates are qualified, both Robert Brownstone and Deborah Penrose would only need a single vote to be declared the victor in the election.
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ATTACHMENT: City Clerk’s Certificate of Insufficient Nominees 246
CITY CLERK’S CERTIFICATION THAT ONLY ONE PERSON HAS BEEN NOMINATED TO BE ELECTED IN ELECTORAL DISTRICT NOS. 1 AND 5
I, Jessica Blair, City Clerk of the City of Half Moon Bay, do hereby certify pursuant to Section 10229, Elections Code of the State of California, to the following facts relating to the General Municipal Election to be held on Tuesday, November 8, 2022:

As of the close of the nomination period on August 12, 2022, only one person filed nomination papers to fill the City Council seat for Electoral District Nos. 1 and 5 that are up for election at the November 8, 2022, General Municipal Election. Therefore, there are not more candidates than offices to be elected for City of Half Moon Bay Electoral District Nos. 1 and 5.

The person so nominated for Electoral District No. 1 is:

Robert Brownstone
The person so nominated for Electoral District No. 5 is:

Deborah Penrose
That Section 10229 of the California Elections Code allows one of the following courses of action to be taken by the City Council at a regular or special meeting held before the General Municipal Election in the event that only one person is nominated to an office:

1. Appoint to the office the person who has been nominated, or

2. Hold the election if either no one or only one person has been nominated.

A notice of these facts will be published on August 13, 2022, in a newspaper of general circulation in the City pursuant to Section 6061 of the Government Code. After the fifth day following the date of publication, the City Council will meet to either make the appointment and cancel the election for that office or direct an election to be held. The persons appointed, if any, shall qualify and take office and serve exactly as if elected at a municipal election for the office.

If the City Council makes an appointment pursuant to Section 10229, California Elections Code, the City Clerk shall not accept for filing any statement of write-in candidacy for City Council from Electoral District Nos. 1 and 5, which are submitted after the appointment is made.

If, by the 75th day before the General Municipal Election, no person has been appointed to the office pursuant to (1) or (2) above, the election for Electoral District Nos. 1 and 5 shall be held along with all other elective offices on the ballot. If an appointment is made to this office, the General Municipal Election for Electoral District Nos. 1 and 5 will be canceled but will be held for all other elective offices on the ballot. ___________________________
Jessica Blair, City Clerk
Dated: August 12, 2022; Published August 13, 2022
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Half Moon Bay City CouncilAugust 16, 2022

Half Moon Bay City Council
August 16, 2022