Strategic Implementation Program
Fiscal Years 2026-27 and 2027-28
Background
On February 4, 2014, the City Council adopted the Centennial General Plan, the City’s comprehensive long-term policy document. A goal in the Governance Element is to “achieve continuous progress in implementing the Centennial General Plan by following the plan’s Strategic Implementation Program and by the sustained commitment to its values and visions.”
The Strategic Implementation Program (SIP) is a list of City projects to complete within five fiscal years, before FY 2031-32, to achieve the community goals established in the Centennial General Plan. The SIP is a five-year implementation work program that is updated every two years as part of the City’s budget process. The SIP identifies projects on which the City should focus available resources, separate from recurring work necessary for regular City operations. Adoption of the SIP establishes the City’s nearterm priorities for implementation of the Centennial General Plan and provides a coordinated framework for directing staff time and resources toward those priorities.
Periodic updates also provide the City Council an opportunity to adjust implementation priorities in response to changing conditions, available resources, and community needs while maintaining progress toward the General Plan’s long-term goals.
The City has completed several SIP projects since the General Plan’s adoption. For a list of project accomplishments, see Exhibit 2. The City’s State-required Annual Progress Report is also available on the City’s website.
Process for SIP Update
Staff analyzed the status of existing projects, staff capacity for new projects, required resources, Council direction since the prior SIP update, community needs and interests, legal requirements, and community input in preparing the SIP update. Following this analysis, staff recommends which projects to include and prioritize in the five-year SIP and which projects to defer beyond the five-year period. After the SIP is drafted, the Planning Commission reviews the proposed SIP at a public meeting and forwards recommendations to the City Council.
Planning Commission Recommended Change
On March 4, 2026, the Planning Commission adopted a resolution supporting the proposed SIP update and recommended adding a project to develop a zoning amendment or other incentives to support economic development along El Camino Real.
The attached SIP was updated to include this change.
Attachment 2
Strategic Implementation Program
Proposed SIP Projects
Table 1, below, identifies projects to complete within five fiscal years or to defer beyond five years. The projects are sorted by lead City department that would oversee completion of the project. Additional project details are provided in the SIP documents provided as Exhibits 1 through 3.
Table 1
Lead
Department
Projects to Include in SIP
(ie. Complete before FY 2031-32) Projects to Defer
Beaches
Parks and
Recreation
Continue updates to site specific park
master plans.
Add educational signage on habitats
along beach trail and Vista Hermosa
Park.
Consider public art ordinance.
Digitize BPR documents.
Complete City-wide facilities lease
reviews.
Update Golf Course Master Plan.
Plan and execute the City's centennial
celebration and support the LA28
Olympics in San Clemente.
Establish community
garden program.
City
Manager
Adopt an Economic Development
Strategy to support a thriving local
economy and promote the City’s fiscal
health.
Develop public engagement manual,
and strategies to improve outreach.
Establish location for
historic resource library.
Develop a digital
wayfinding program.
Community
Development
Prepare and certify Local Coastal
Program.
Evaluate the Inclusionary Housing
Program.
Process a dark sky lighting ordinance.
Complete a parking management plan
for the coastal zone.
Update the historic resource survey.
Prepare a Zoning Amendment for a
gateway overlay to incentivize hotel
development within gateways.
Survey potential historic
structures that are
unlisted, such as midcentury modern.
Update the City Design
Guidelines.
Implement a sign
program for North Beach
historic district.
Update the General
Plan.
Strategic Implementation Program
Lead
Department
Projects to Include in SIP
(ie. Complete before FY 2031-32) Projects to Defer
Community
Development
(Continued)
Prepare a Zoning Amendment or other
incentives to support economic
development opportunities along El
Camino Real. (PC Recommended
Change)
Prepare a Zoning Amendment for
short-term lodging units during large
regional events to enhance transient
occupancy tax revenue.
Implement the Real Estate Asset
Management Plan.
Implement the Emergency
Management Strategic Plan.
Public Works Develop Urban Forest Management
Plan and tree ordinance.
Continue lifeguard headquarters
feasibility study.
Update Climate Action Plan.
Adopt a living streets model design
manual.
Develop feasibility study
for potential utility
undergrounding.
Exhibits
1. SIP Project List
2. Completed SIP Projects
3. Ongoing General Plan Implementation Measures
Strategic Implementation Program (SIP) Project List
Fiscal Year 2026-27 and 2027-28 (FY26-28)
EXHIBIT 1
LEAD DEPT. IMPLEMENTATION MEASURE START YEAR TARGET YEAR TO
COMPLETE
BUDGET NEEDS?
DESCRIBE (e.g. STAFF,
FUNDS)
NOTES
BPR Create minimal and appropriate signage along the Coastal Beach Trail and in the Vista Hermosa Sports Park for educational outreach about critical habitats and native plant and animal species. 2027 2030
BPR Consider establishing an Art in Public Places Ordinance 2024 2026 Staff time; possible funding for artist stipend NTE $5,000 annually
Transferred from CDD. This project will be on the Arts and Culture Committee's list of tasks BPR Digitize BPR documents, records, and inspection reports 2024 2026 Staff time ongoing BPR Complete City-wide facilities lease reviews 2024 2026 Funded FY 2023-24 Beach Club/24 Carrots agreement ends 9/30/26 - transition in house management; Dave Cook Pro Shop agreement ends 12/31/26 - issuing RFP; End of Pier Concession lease ended - RFP issued BPR Update the Golf Course Master Plan 2024 2026 Anticipate Council adoption on May 19, 2026.
BPR Plan and execute the City's centennial celebration and support the LA28 Olympics in San Clemente
2026 2028
BPR Implement 2018 BPR Master Plan with continued updates to site specific master plans, addressing exsiting park facilities and upgrading for accessibility as necessary 2019 2029 Steed park plan updated. Work is
ongoing on San Grogorino, San Luis Rey, Bonito Canyon, and Linda Lane parks BPR Establish a Community Living Gardens program, identify viable community garden sites and consider the feasibility of planting fruit trees in parks and on City-owned property and parkways.
After
2032
Consideration underway for Bonito Canyon.
City Manager Develop a Public Engagement Manual that includes specific strategies and guidelines for enhanced community notice and participation to promote informed and comprehensive decision-making. Strategies could include, but are not limited to, an interactive website, public opinion surveys, automatic public notifications through various media, etc. 2023 2027 Transferred from CDD. Partially
started already, additional public engagement enhancements forthcoming Strategic Implementation Program (SIP) Project List
Fiscal Year 2026-27 and 2027-28 (FY26-28)
EXHIBIT 1
LEAD DEPT. IMPLEMENTATION MEASURE START YEAR TARGET YEAR TO
COMPLETE
BUDGET NEEDS?
DESCRIBE (e.g. STAFF,
FUNDS)
NOTES
City Manager Adopt and implement an Economic Development Strategy to support a thriving local economy and promote the City’s fiscal health. The strategy will establish measurable objectives and a performance evaluation mechanism, consider a Business Retention and Expansion (BRE) program, and include a branding and public relations program. 2026 2029
City Manager Develop a digital wayfinding program, including electronic or web-based interpretive information.
After
2032
Transferred from CDD. Staff to create work plan and schedule City Manager Help establish historic archives and/or library to protect, organize, preserve and make accessible the City’s written and graphic archival records.
After
2032
Transferred from CDD
Community Development
Prepare a Local Coastal Program and secure California Coastal Commission certification. The LCP includes an update of the Land Use Plan (LUP), a Sea Level Rise Vulnerability Assessment (SLRVA) and Sea Level Rise Resiliency Plan (SLRRP), and an Implementation Plan (IP), which comprises Specific Plans for coastal zone areas. 2019 2026 City selected Chen Ryan
Associates (CR Associates) to conduct a parking study and EnGeo for geologic analysis. Work is ongoing on these studies and revised draft documents for public review.
Community Development
Evaluate the Inclusionary Housing Program in facilitating the development of all income levels, and conduct a feasibility study to evaluate increasing the inclusionary housing requirement. This is a housing element action plan requirement. 2024 2026 Received regional grant
assistance with consultatnt selection for this project. Work is ongoing with a target for hearings in May 2026.
Community Development
Use the International Dark-Sky Association’s (IDA's) Model Lighting Ordinance to aid in developing outdoor lighting standards for residential and non-residential uses. lighting zones that provide different guidelines and standards for different areas, recognizing their various safety, aesthetic and environmental constraints and functions. Also, consider changes to public lighting design/spacing standards to reduce light pollution, improve energy efficiency and maintain safety. 2026 2027 Revisit draft ordinance and
schedule public hearings.
Community Development
Complete a parking management plan for the coastal zone in support of restablishing an in-lieu fee program, parking credit for ebikes, and other alternative parking programs. 2025 2026 Funding, possibly grant
with City match
Work is ongoing with Coastal Grant and consultant assistance.
Strategic Implementation Program (SIP) Project List
Fiscal Year 2026-27 and 2027-28 (FY26-28)
EXHIBIT 1
LEAD DEPT. IMPLEMENTATION MEASURE START YEAR TARGET YEAR TO
COMPLETE
BUDGET NEEDS?
DESCRIBE (e.g. STAFF,
FUNDS)
NOTES
Community Development
Update the City's historic structures survey. 2028 2030 Contingent on grant funding with 50 percent match
Community Development
Survey potential historic resources that are not currently listed in the City’s list of designated Landmarks and Historic Resources, such as post-war, mid-century modern, etc. 2028 2030 Contingent on grant
funding with 50 percent match
Apply for grant funds
Community Development
Update the City's Design Guidelines to address various policies, such as architecture, historic preservation, gateways, focus areas, signage and wayfinding, etc. 2025 2034 Funding for consultant
services
Objective Design Standards for the Housing Element have been adopted. Additional design guideline updates are deferred to monitor evolving state housing laws that could effect this issue, and to defer based on available resources.
Community Development
Implement and get grant funding for a sign plague program to identify historic resources in the North Beach historic district. 2028 2030 City funds needed
Community Development
Initiate a zoning amendment related to short-term lodging units to explore expansion of STLU zones and capacity and other event related STLU programs for large regional events that enhance transient occupancy tax revenue. 2026 2027 Staff time
Community Development
Update the General Plan. After
2028
2034 City funds needed The General Plan was adopted as
the "Centennial" General Plan with goals and policies out to the 2028 Centennial of the City's incorporation. This project would update the General Plan for policy beyond this time horizon.
Community Development
Prepare a zoning amendment for a gateway overlay that incentivies development of hotels and other economic development in gateways. 2026 2027 Initial funding by City
Council. Additional funding may be necessary based upon what is proposed Complete environmental studies if there is direction to adopt code changes.
Strategic Implementation Program (SIP) Project List
Fiscal Year 2026-27 and 2027-28 (FY26-28)
EXHIBIT 1
LEAD DEPT. IMPLEMENTATION MEASURE START YEAR TARGET YEAR TO
COMPLETE
BUDGET NEEDS?
DESCRIBE (e.g. STAFF,
FUNDS)
NOTES
Community Development
Planning Commission Recommended Change: Prepare a zoning amendment or other incentives to support economic development opportunties along El Camino Real. 2027 2028 Funds needed
Community Development
Implement the comprehensive Real Estate Asset Management Program (“REAMP”) that accurately identifies, catalogs, and manages all city-owned properties—including buildings, land, leased spaces, and other real estate holdings. The plan establishes clear records of ownership, usage, lease terms, and availability, with a strong emphasis on transparency and public accessibility. 2026 2028 Funding for REAMP
related expenses will be addressed through the City’s annual budget process. More substantial requests will require approval from the City Council along with a formal request to appropriate the necessary funding.
Community Development
Implement the Emergency Management Strategic Plan. 2026 2031 Public Works Develop Urban Forest Management Plan and tree ordinance that will identify standards and procedures for the City's urban forest, such as standards for tree palette, size, spacing, irrigation, maintenance, removals, and protecting public infrastructure. The City will consider standards encouraged by the International Society of Arboriculture. The tree ordinance is to include criteria for evaluating potential conflicts which may arise when trees uplift sidewalks or where new sidewalks are being constructed. Potential mitigation may include root pruning, modification of frontage improvements, root barriers, relocation, and removal and replacement.
FY 24/25 2027 Tree maintenance specifications
and plans developed
Public Works Adopt a Street Design Manual based on the Model Design Manual of Living Streets.
FY 28/29 2030 Additional staffing
support needed funding for consultant $50-100K
Staffing and prioritzation of workloads
Strategic Implementation Program (SIP) Project List
Fiscal Year 2026-27 and 2027-28 (FY26-28)
EXHIBIT 1
LEAD DEPT. IMPLEMENTATION MEASURE START YEAR TARGET YEAR TO
COMPLETE
BUDGET NEEDS?
DESCRIBE (e.g. STAFF,
FUNDS)
NOTES
Public Works Update the Climate Action Plan FY 25/26 2027 Estimated cost is $150,000. Staff will seek potential grant funding
In progress with limited scope to only update existing CAP. Need additional grant for larger update.
Public Works The City will develop a feasibility study for the potential to develop and implement a utilities undergrounding plan, where feasible and where costs of such undergrounding do not pose economic hardship After 2029
Grant funding would likely be needed. The City-wide cost to underground utilities is likely to be well above 100 million dollars. SDG&E Rule 20 fund is limited and no longer receiving new funds for rate payers.
In November 2024, due to the SDG&E cost estimate exceeding original expectation, the City updated/reduced its Phase 1 area to undergrounding utilities in the Downtown T-zone to only include the upper alley parallel to El Camino Real. Staff is waiting on a SDG&E project manager to be established.
Completed SIP Projects EXHIBIT 2
LEAD DEPT. IMPLEMENTATION MEASURE DESCRIPTION
BPR Create a Beaches, Parks and Recreation Master Plan within two years of General Plan adoption and update it at least every ten years.
BPR Prepare a plan which identifies underserved areas in terms of parks and recreational facilities and seek grants or other funding sources to help implement the plan.
BPR Work with private land owners to help expand the community trails network by making privately‐owned trails available for public use.
BPR Complete cost of services study.
BPR Incorporate golf course management and design improvements in future Beaches, Parks and Recreation master planning.
City Manager List surplus City properties for sale or lease and consider proposals.
City Manager Meet with medical office professionals and hospital administration to better understand their needs and use of City resources, and provide leadership to help them better accomplish the City’s goals and objectives.
City Manager Develop City‐wide navigational tools such as maps, digital map, GPS, or other emerging technologies. (M‐2.11 Bicycle and Pedestrian Wayfinding).
City Manager Explore opportunities to expand library services through creative public/private/non‐profit partnerships, either as a supplement or alternative to the County operation.
City Manager Update/extend leases at City properties or pursue new tenants for any vacancies at City properties.
City Manager Respond to Covid‐19 by providing safe facilities for employees and the public.
City Manager Implement emergency measures to facilitate public health and business support through the powers afforded to the Director of Emergency Services during the City’s Declared Local Emergency due to the Covid‐19 pandemic.
City Manager Consider establishing an Economic Development Manager Position. The Economic Development Manager may be a full‐time or part‐time position, funded by the business community, or through a mix of public and private funding sources.
City Manager Coordinate IT infrastructure needs to allow for staff to work remotely in response to Covid‐19.
Completed SIP Projects EXHIBIT 2
LEAD DEPT. IMPLEMENTATION MEASURE DESCRIPTION
City Manager Establish a Technology Advisory Task Force to serve as a liaison between community stakeholders, staff and elected officials and to make recommendations to the City Council on technology matters.
City Manager Explore opportunities to establish a new San Clemente School District.
City Manager Work closely with the County of Orange Library System and Friends of the San Clemente Library to understand their local services and facilities needs.
City Manager Work with the County of Orange to expedite the expansion of San Clemente’s Public Library into the former Senior Citizen’s Center and to include state‐of‐the‐art technology and facilities.
Community Development Update Specific Plans for City areas outside and within the Coastal Zone to be consistent with the Centennial General Plan
Community Development Work with the property owner, citizens, San Clemente Historical Society, schools, performing arts, business and other community groups to assist in the rehabilitation of the Miramar Theatre.
Community Development Update the Emergency Shelter Overlay (ESO) development standards, evaluate additional areas in the City for inclusion in the ESO, and amend the overlay to ensure it consists of up to five to ten acres that is suitable for development with access to transportation and services. This is a housing element action plan requirement.
Community Development Update the Zoning Ordinance to establish a Housing Overlay and objective design standards to comply with State laws requiring streamlined review of new development that includes affordable and senior housing. This is a housing element action plan requirement.
Community Development Update the Rancho San Clemente Specific Plan Business and Industrial Park regulations to streamline the establishment of business consistent with the purpose and intent of these areas, such as the relocation of automotive uses from El Camino Real.
Community Development Review the Zoning Ordinance and amend if necessary to ensure regulations adequately address non‐compatible land uses in habitat areas and passive open space, such as commercial uses, off‐road motorized vehicle use, off‐trail, non‐motorized vehicle use, hang gliding, grading or other activities that conflict with biological conservation goals or policies.
Completed SIP Projects EXHIBIT 2
LEAD DEPT. IMPLEMENTATION MEASURE DESCRIPTION
Community Development Consider amending the Zoning Ordinance to encourage childcare facilities to be established, especially where such facilities are appropriate to serve working parents.
Community Development Update design guidelines in the West Pico Corridor Specific Plan to provide new design guidance for architecture and landscape character.
Community Development Establish design guidelines for automobile repair, fueling stations, outdoor storage, and similar uses which provide for their physical and visual compatibility with the district in which they are located; including standards for building character and design, materials, colors, landscape, signage, lighting, and other pertinent elements.
Community Development Adopt and maintain a City policy of best management practices for live entertainment uses to mitigate noise impacts on residential or other sensitive uses.
Community Development Review and update City landscaping and irrigation requirements for public and private development to ensure regulations promote drought‐tolerant landscaping and systems best practices.
Community Development Update the Pier Bowl Specific Plan for consistency with the new General Plan or retire the Plan by relocating its unique development standards to the Zoning Ordinance, including residential building heights.
Community Development Review and update the Zoning Ordinance and Design Guidelines to require three‐story buildings in the Downtown to reflect high‐quality design and materials and to reinforce San Clemente’s Spanish Village by the Sea architectural character. Three‐story buildings shall require City Council approval.
Community Development Prepare comprehensive parking and circulation strategies for key commercial areas, including: North Beach, Del Mar/T‐Zone and Outlets at San Clemente.
Community Development Evaluate Environmentally Sensitive Habitat Areas (ESHAs) to determine their viability, restore degraded ESHAs, remove ESHA designation from areas that no longer contain environmentally sensitive habitat.
Community Development Update the Municipal Code to require end of trip bicycle facilities, as appropriate to the scale and use of the project, such as parking, lockers, and showers in new or major remodels of non‐residential sites.
Completed SIP Projects EXHIBIT 2
LEAD DEPT. IMPLEMENTATION MEASURE DESCRIPTION
Community Development Consider improvements to our alleyways and paseos to provide alternative pedestrian and bicycle routes.
Community Development Update the Zoning Ordinance and Zoning Map for consistency with the Centennial General Plan.
Community Development Create new development standards for mixed use, including stand‐alone corridor residential uses.
Community Development Staff will prepare and implement a public view corridor plan that will be used to help maintain and restore ocean views from the I‐5 Freeway, by reviewing development for its visual effects, including, but not limited to new buildings, signs and noise walls Community Development Consider amending the Design Guidelines to direct building mass and scale, preserve views of the ocean from Interstate‐5, and address compatibility between buildings that back onto alleys adjacent to South El Camino Real, specifically addressing transition areas and the interface between commercial or mixed‐use and residential uses.
Community Development Conduct a Visual Resource Assessment to identify Public View Corridors and specific sections of the Corridors meriting designation and consider expanding the list of the designated View Corridors as a result of the Assessment’s finding.
Community Development Develop a GIS‐based map of significant designated scenic view corridors and significant public views.
Community Development Re‐examine public space/outdoor area requirements in the Zoning Ordinance and specific plans to identify opportunities to create new public spaces or expand existing ones and to remove barriers to their implementation.
Community Development Develop and consider adopting criteria and procedures for designating historic districts and thematic historic districts. Consider establishing a historic district that 1) provide historic preservation incentives, 2) enforce historic preservation measures in the Zoning Ordinance, and 3) include eligibility criteria for the designation of potential district contributing properties.
Community Development Work with U.S. Postal Service to explore opportunities to re‐design the post office located on Avenida Pico, or relocate to a more appropriate location, to provide opportunities for improved circulation and new development opportunities with a master plan for the Pico Plaza area.
Completed SIP Projects EXHIBIT 2
LEAD DEPT. IMPLEMENTATION MEASURE DESCRIPTION
Community Development Update our codes to encourage the private development of alternative energy infrastructure where appropriate.
Public Works Obtain and maintain information on flooding, tsunami, and sea level rise hazards and make the information publicly available.
Public Works Validate and incorporate a Multi‐Modal Level of Service (LOS) or other metric to evaluate multi‐modal facilities performance into future traffic studies.
Public Works Assist employers in implementing a comprehensive bicycle awareness program for their employees.
Public Works Collaborate with local businesses, bicycle shops, non‐profits, schools, and government agencies to produce and distribute bicycle and pedestrian safety materials.
Public Works Implement the City’s Quiet Zone/Railroad Safety Program.
Public Works Consider a community‐serving shuttle or trolley type transit system that connects San Clemente’s key destination areas (e.g., North Beach, Del Mar/T‐Zone,
Marblehead, Pier Bowl and Pier) and residential areas with public transit and bicycle routes.
Public Works Implement the Camino Del Rio roadway extension improvements based on the Mobility Element and Complete Streets Roadways Map and subject to design/environmental studies.
Public Works When and where appropriate, prepare a feasibility study for a community‐serving trolley type transit system that connects San Clemente’s key destination areas (e.g., North Beach, Del Mar/T‐Zone, Marblehead Coastal, Pier Bowl) and residential areas with public transit and bicycle routes.
Public Works Implement the La Pata roadway extension improvements based on the Mobility Element and Complete Streets Roadways Map and subject to design/environmental studies:
Public Works Transition to light emitting diode traffic signal light bulbs and pedestrian crossing signals.
Public Works Continue implementation of a tiered water rate structure to incentivize water conservation.
Completed SIP Projects EXHIBIT 2
LEAD DEPT. IMPLEMENTATION MEASURE DESCRIPTION
Public Works Prepare a feasibility study to determine the best location for a new lifeguard headquarters. Consider future sea level rise, local and long‐term sand erosion rates and trends, as well as applicable Coastal Act policies.
Public Works Establish a strategic plan and public outreach campaign to exceed solid waste diversion requirements of AB 939, including waste created by construction and demolition activities.
Ongoing General Plan Implementation Measures EXHIBIT 3
LEAD DEPT. IMPLEMENTATION MEASURE
BPR Host bicycle and walking safety lessons such as international walk/bike to school day events.
BPR Digitize BPR documents, records, and inspection reports BPR Work with community groups to help promote and establish projects that help celebrate the City’s surf heritage.
BPR Monitor, plan, and implement recreational programs based on demand and resources according to the Beaches, Parks, and Recreation Master Plan.
BPR Establish or improve joint‐use agreements to maximize public recreation opportunities.
BPR The City will continue to support a dog park and access for dogs in neighborhood parks.
BPR Encourage that healthy foods be served at City‐sponsored events, meetings, and community‐wide forums.
BPR Pursue funding such as private contributions, grants, and public‐private partnerships provide, improve or maintain recreational facilities that promote health and wellness, , for fitness stations, benches, bike racks, and play equipment, and other improvements.
BPR Continue collaboration with local health providers to provide public health programs and services in City parks with an emphasis on target areas.
BPR Staff shall continue participation in healthy living programs sponsored by collaborative partners and active youth.
BPR Review and update the Beaches, Parks and Recreation Master Plan, Bike and Pedestrian Master Plan and the City Facilities Master Plan to provide adequate guidance for the provision of parks, trails, and other recreational facilities.
BPR Investigate the possibility of establishing a volunteer staffing program to assist with recreational programs and reduce staffing costs at City public parks and recreational facilities.
City Manager Meet with medical office professionals and hospital administration to better understand their needs and use of City resources, and provide leadership to help them better accomplish the City’s goals and objectives.
City Manager Develop and implement strategies to address coastal erosion.
City Manager Support emergency planning efforts including strategies to improve wildfire preparedness.
City Manager Update financial software systems to achieve efficiencies in processes.
City Manager Develop strategies to address aging infrastructure.
City Manager Develop strategies to improve employee culture, recruitment and retention.
Ongoing General Plan Implementation Measures EXHIBIT 3
LEAD DEPT. IMPLEMENTATION MEASURE
City Manager Develop and maintain relationships with San Clemente‐serving public agencies.
City Manager Support preparations to facilitate world‐class events.
City Manager Explore and support new multimodal transportation opportunities.
City Manager Partner with regional business support agencies, such as the Orange County Workforce Investment Board and the Orange County Small Business Development Center, to ensure businesses in San Clemente are aware of and have access to workforce recruitment and training services, and to ensure residents are aware of and have access to job search and business start‐up training.
City Manager Meet with higher education administrators, trade school organizations and local businesses to better understand the opportunities to attract an educational or occupational training anchor in the Professional Business Overlay area.
City Manager Continue to support and promote an annual business awards program to recognize San Clemente’s outstanding business citizens.
City Manager Implement and update the Technology Strategic Plan as needed to guide communication and information technology decision making, budgeting, and implementation across all City functions and operations. The updates are to reflect new technology initiatives and technological advancements, while adapting to changing business needs and financial conditions.
City Manager Develop Geographic Information System solutions for public engagement, spatial analysis, decision support, and mapping and visualization.
City Manager Encourage City officials and employees, as well as other employers, to participate in “Bike to Work Month” and “Bike to Work Week.”
City Manager Work with other public agencies and non‐profit organizations to help ensure all community‐serving facilities, such as libraries, health centers, wellness centers, recreation facilities and parks are universally accessible.
City Manager Continue City‐sponsored Mayor’s Walks and similar activities to encourage residents’ participation in community events and encourage healthy neighborhoods.
City Manager Ensure that Police Services continues to work with neighborhoods to promote safety and the “Neighborhood Watch Program.”
City Manager Promote and support a City Employee Wellness Program.
Ongoing General Plan Implementation Measures EXHIBIT 3
LEAD DEPT. IMPLEMENTATION MEASURE
City Manager Partner with Orange County Fire Authority to pursue grant and other funding opportunities for appropriate Fire and Emergency Medical Services measures, staffing, and facilities, and to support wildfire mitigation efforts in the City and in surrounding open space areas such as the Richard and Donna O’Neill Conservancy and San Onofre State Beach.
City Manager Information Technology staff will periodically review and update an emergency preparedness and response plan into overall City Emergency Response Plan.
City Manager Support and maintain an Active Ambulance Subscription Service.
City Manager Explore opportunities to expand library services through creative public/private/non‐profit partnerships, either as a supplement or alternative to the County operation.
City Manager Collaborate with art associations, non‐profits, businesses, educational institutions and the private sector to provide more opportunities and venues for cultural arts programs, including the establishment of a performing arts venue in San Clemente.
City Manager Maintain City participation in the Richard and Donna O'Neill Conservancy, located on the Reserve at Rancho Mission Viejo.
City Manager City shall periodically update its standards for the provision of public services to reflect current needs and costs, including: fire/emergency medical, library, and police.
City Manager If annexation to the City is considered, the potential annexation shall require preparation of an economic impact analysis.
City Manager The City will study and adopt updated fees and other appropriate financing measures to increase revenue and ensure new in‐City development pays its share of the costs of new services and facilities needed to serve it.
City Manager Pursue grant opportunities for Economic Development or Capital Improvement projects that would benefit the public Community Development Review and update City landscaping and irrigation requirements for public and private development to ensure regulations promote drought‐tolerant landscaping and systems best practices.
Community Development Meet with developers to better understand changing opportunities and constraints (physical, regulatory and financial), and use feedback to maintain and implement effective standards for development that fulfills City goals.
Community Development Working with LAFCO, update the City’s Sphere of Influence and Municipal Services Review to address potential development in unincorporated areas adjacent to the City.
Ongoing General Plan Implementation Measures EXHIBIT 3
LEAD DEPT. IMPLEMENTATION MEASURE
Community Development Review and where appropriate, amend zoning standards and design guidelines to allow added flexibility in land uses in the Downtown/T‐Zone Focus Area to respond to changing economic market forces over time.
Community Development Review and update regulations and design guidelines as necessary to reflect best practices in architectural design, landscaping and maintenance.
Community Development Review and update the Zoning Ordinance and Design Guidelines to streamline the development review process, including the possibility of parking waiver and in‐lieu fee programs and other incentives that encourage the rehabilitation and facade upgrades in the Downtown Core.
Community Development Consider nominating properties for inclusion on the National and/or State Register of Historic Places when registration criteria is met.
Community Development Pursue financial resources from state, federal and private sources, and other funding options, including the possibility of public‐private partnerships, to support of historic preservation objectives.
Community Development Participate in the National Trust for Historic Preservation Main Street Program. [http://www.preservationnation.org/main‐street/]
Community Development Maintain the City’s list of designated Landmarks and Historic Resources.
Community Development Continue to support and explore preservation incentives and potential financial assistance, such as rehabilitation tax credits, facade easements, preservation grants, transfer of development rights, zoning incentives, and state, federal, non‐profit assistance and private donations, permit fee waivers, and rehabilitation loans.
Community Development Provide the public with technical assistance and information on preservation methods and promote the use of California’s Historic Building Code for preservation of historic resources. This information may consist of historic preservation materials and media for homeowners, realtors, contactors and developers to educate the public on requirements, guidelines and processes. Outreach should be provided through workshops for homeowners, developers, real estate professionals and others describing the benefits and obligations of owning historic property and the incentives available for rehabilitation.
Community Development Review the Zoning Ordinance, Hillside Development Ordinance and other City standards and amend if necessary to ensure regulations and guidelines adequately address ridgeline preservation, access roads, driveway and site design, and architectural and sign design to protect hillsides, coastal canyons and bluffs, and beaches.
Ongoing General Plan Implementation Measures EXHIBIT 3
LEAD DEPT. IMPLEMENTATION MEASURE
Community Development Develop and provide training for Cultural Heritage Board and City staff on the Secretary of the Interior’s Standards for the Treatment of Historic Properties, the San Clemente preservation ordinance, the California Historical Building Code, and other preservation information.
Community Development Maintain Certified Local Government (CLG) status.
Community Development Establish and regularly update a list of qualified architectural historians to use for project consultation.
Community Development Review discretionary development applications for consistency with historic preservation policies in the General Plan, the Historic Preservation Ordinance and zoning standards, the Secretary of the Interior Standards for the Treatment of Historic Properties, and the Design Guidelines.
Community Development Encourage public and private entities to ensure that buildings housing critical public facilities, such as schools, hospitals and emergency services, are seismically strengthened to meet applicable building codes.
Community Development Work with public works through the CIP to identify and pursue public improvements adjacent to or on properties with historic resources .
Community Development Implement a historic plaque program for all historic resources. Plaque designs shall be consistent with the adopted wayfinding sign program.
Community Development Continue to assign City urban planners with specialized knowledge and experience in specific business districts to serve as liaisons in the City’s award‐winning Business Liaison Program. The liaisons provide services to business owners.
Services include on‐site meetings to learn business owner needs and explain how to access City resources, where possible, to help businesses accomplish their goals and objectives.
Community Development Support Business Improvement Districts or similar measures for Del Mar/T‐zone, Los Molinos, El Camino Real, Pier Bowl, North Beach and other commercial districts. The districts should generate revenue to maintain each area, to support special events, and to publicize each area. The districts may also be empowered (or a separate financing vehicle established) to provide physical improvements, such as parking facilities, landscaping, lighting, and pedestrian and bicycle facilities.
Community Development Explore opportunities to partner with a business “incubator” in San Clemente.
Community Development Assess parking needs in Del Mar/T‐Zone, Pier Bowl, and North Beach every five years, or as needed, and implement solutions to identified parking deficiencies to achieve the City’s Vision and Strategic Plan.
Community Development Continue to enhance the beaches and beach support facilities at the North Beach train station, recognizing their importance as City gateways.
Ongoing General Plan Implementation Measures EXHIBIT 3
LEAD DEPT. IMPLEMENTATION MEASURE
Community Development Work with the State, Federal and County agencies to advocate strict enforcement of laws against the sale to or use of alcoholic beverages and tobacco products by minors.
Community Development Work with governmental and non‐governmental agencies to stem the availability of illegal drugs and to prevent substance abuse.
Community Development Encourage restaurants to provide nutritional information to help customers make healthy dining choices and recognize those that do.
Community Development Continue to promote local health service providers participation in community‐wide health fairs and similar events.
Community Development Continue to cooperate with nonprofit health organizations to provide no‐ or low‐cost health services on a regular basis.
Community Development Where feasible, the City will implement the Vista Los Mares Revitalization recommendations in the University of California at Irvine’s Healthy Community Guide (March 2012), as grant funding is available.
Community Development Continue to require open space dedication or appropriate park in‐lieu fees as part of the development review process.
Community Development Identify and protect riparian corridors through zoning, easements or other measures that ensure effective, long‐term conservation.
Community Development Continue to provide public education materials regarding the City’s sensitive habitats, the values of watershed, biological resources and sensitive habitats and how to protect them.
Community Development Review discretionary development applications to ensure projects follow mitigation measures of the General Plan Environmental Impact Report, including AQMD air quality requirements.
Community Development Protect the public’s right of coastal access where established through public ownership, legislative authorization prescriptive rights, as adjudicated by a court of law. Where appropriate and legally permissible, new development shall be designed to provide public access or be required to provide public access or irrevocable offer to provide public access, as a condition of development.
Community Development Identify and require property owners to remove all non‐permitted structures, including signs and fencing, which inhibit legal public access.
Community Development Update the City’s website to facilitate regional access from Interstate 5 to coastal destinations (e.g., Del Mar, Pier Bowl, North Beach), primary beach access points, parks, public parking areas, prominent natural features and City entry points.
Community Development Preserve existing and identify opportunities for and encourage new low cost overnight accommodations in the Coastal Zone.
Ongoing General Plan Implementation Measures EXHIBIT 3
LEAD DEPT. IMPLEMENTATION MEASURE
Community Development Access management programs for Capistrano Shores and the private beach area north of Capistrano Shores, La Ladera, Cyprus Shores, Cyprus Cove, and Cotton’s Point private communities shall be prepared when development is proposed in one of these private communities and a property owner is required to dedicate public coastal access. The purpose of such programs shall be to provide maximum public access consistent with the Coastal Act of 1976. The access management programs shall be implemented by the City of San Clemente, other public agencies or by private homeowner associations that accept the offers of dedication. The access management program shall include the following:
a. Establishment of hours of public access which shall include, at a minimum, the hours between sunrise and sunset, and b. The provision of aesthetically pleasing bicycle racks for the appropriate number of bicycles based on use and site conditions, and
c. The provision of signage at the entrance to the private communities in order to make the public aware of the existence of the accessway and its hours of operation, and d. The provision of a public restroom facility, and
e. The provision of signage relating to proper animal management and animal waste disposal on the beach trail.
Community Development Update hazard maps (e.g., sea level rise, flood zones, etc.) as new information becomes available.
Community Development Prepare and implement a shoreline management strategy which includes, but is not limited to, the following:
a. An examination of local and regional long‐term erosion rates and trends to identify and plan for shoreline changes. b. An examination of mean sea level elevation trends and future sea level rise projections to help determine future erosion rates and plan for potential shoreline changes.
Community Development Review and update building, zoning, and grading codes to ensure adopted standards are appropriate to mitigate potential geologic, seismic, soils, flooding, and noise hazards, and would comply with the Alquist‐Priolo Act if an active fault were identified in the City.
Community Development Obtain and maintain information on fire and wildfire hazards and home, business, and open space fire mitigation measures.
Ongoing General Plan Implementation Measures EXHIBIT 3
LEAD DEPT. IMPLEMENTATION MEASURE
Community Development Review the Existing and Future Noise Contour Maps and Noise Ordinance for applicability to each development project to identify potential impacts to sensitive uses.
Community Development Working with other agencies and property owners, the City will seek to re‐establish ocean views blocked by noise barriers, where feasible.
Community Development As part of a larger regional effort, improve safety in the Quiet Zone by using targeted and directed measures to reduce noise to within acceptable General Plan levels.
Community Development Continue communication and cooperation efforts between City officials and CUSD, especially in the areas of population projections, safety and security, circulation and pedestrian elements, development of schools and funding sources, and monitoring of development activities to prevent overcrowding of schools and help meet future educational needs.
Community Development Incorporate unique public art in public improvements such as street lighting, sidewalks, walls, bridges and public buildings.
Community Development Continue coordination among the City and other human services‐related agencies and institutions, both locally and regionally.
Community Development Review structures intended for human occupancy located in the 100‐year flood plain for conformance with local, State and Federal (FEMA) requirements.
Community Development Maintain a formal communication process with Camp Pendleton to stay informed of land use, noise, and other issues relating to military sites adjacent to the City.
Community Development Community Development Department staff will annually evaluate progress in achieving the Strategic Implementation Program and other General Plan milestones. Staff will report its findings to the Planning Commission, City Council, and State agencies as necessary.
Community Development Community Development Department staff will develop annual Centennial General Plan and Housing status reports.
Reports will include a system of indicators or other feedback mechanisms to track the General Plan’s progress toward achieving its goals and community vision. The reports will be used to inform the Planning Commission, City Council, and the Long Term Financial Plan and annual budget process.
Community Development Community Development Department staff will annually review the General Plan to ensure internal consistency and consistency with other Federal, State and local regulations and policies.
Community Development Community Development Department staff will review each new Capital Improvement Plan and Long Term Financial Plan for consistency with the General Plan and report its findings to the Planning Commission and City Council.
Ongoing General Plan Implementation Measures EXHIBIT 3
LEAD DEPT. IMPLEMENTATION MEASURE
Community Development The City will collect an impact fee as part of development applications or permits to offset costs of maintaining the Centennial General Plan, including updating web based text and graphics.
Community Development With clear communication and effective coordination among private and non‐profit organizations, improve awareness and promote the following:
a. The City’s rich local arts, history and culture.
b. Dark skies.
c. Organic gardening and other health and wellness issues. d. City historic resource appreciation and preservation. e. Social and housing services.
f. Residential landscape plantings in coastal canyon and bluff areas. The information should address recommended plant types and their care, invasive plants removal, and landscaping for fire safety. g. Maps of hazard areas, land use plans, etc.
h. Energy conservation.
i. Liaison and customer service programs.
j. Preservation and creation of coastal terrestrial wildlife or plant sanctuaries.
Community
Development/Public Works
Maintain and expand the Wayfinding Sign Program and City website to facilitate regional access from Interstate 5 to popular destinations (e.g., Del Mar, Pier Bowl, North Beach), primary beach access points, parks, public parking areas, prominent natural features and City entry points.
Public Safety Consider designating a law enforcement liaison officer for the bicycle and pedestrian community.
Public Safety Monitor beach attendance and trends in beach usage, using the data to develop projections for future lifeguard tower and staffing needs.
Public Safety Support and maintain active programs to enhance ocean safety through community education programs such as: School Outreach program; Junior Lifeguards; safety presentations to civic groups; distribution of rip current awareness materials to hotels, trolleys, and Metro‐link Beach Train; Ocean Safety Public Safety Announcements (PSA’s) on YouTube; and Neighborhood Beach Watch program teaching proficient surfers how to safely assist others in the ocean.
Public Safety Monitor beach erosion and the limitations reduced beach widths will have on emergency transportation access and lifeguard tower placement. Develop alternative lifeguard tower designs, and methods for safely transporting equipment, personnel, and injured persons as necessary.
Ongoing General Plan Implementation Measures EXHIBIT 3
LEAD DEPT. IMPLEMENTATION MEASURE
Public Safety Pursue emergency services grants and other funding opportunities for Marine Safety staffing, facilities, training, and programs.
Public Works If necessary to mitigate potential impacts, the City will implement improvements identified as mitigation measures in the Final Environmental Impact Report for the Centennial General Plan.
Public Works Develop strategies to improve transit, pedestrian and bicycle access and reduce congestion, possibly including shuttle services and bicycle facilities.
Public Works Work with neighborhood volunteers to establish a Zero Trash chapter, or similar organization devoted to keeping San Clemente litter free. [Link to ZeroTrash.org]
Public Works Consider traffic calming strategies in the area.
Public Works Develop a new streetscape and landscaping plan and Safe Routes to School program to implement the Mobility and Complete Streets Element and Bicycle
and Pedestrian Master Plan.
Public Works Expand and upgrade the City's important public places, giving high priority to urban design and streetscape improvements in the following areas, in no particular order:
a. North Beach
b. South El Camino Real, between T‐Zone and Interstate c. Los Molinos d. South El Camino Real, south of Avenida Magdalena
e. Del Mar/T‐Zone
f. Pier Bowl
g. South El Camino Real, between Interstate 5 and Avenida Magdalena h. Camino de Estrella/Camino de Los Mares
i. North El Camino Real
Public Works Establish programs to maintain clean, attractive sidewalks in commercial areas.
Public Works Implement the Bicycle and Pedestrian Master Plan, including candidate projects in subject to more detailed engineering studies.
Public Works Working with other agencies, the City will seek grants to help develop, operate and maintain a comprehensive trail system through San Clemente’s open spaces.
Ongoing General Plan Implementation Measures EXHIBIT 3
LEAD DEPT. IMPLEMENTATION MEASURE
Public Works Consider preparing detailed concept plans to evaluate alternate visions for major MPAH corridors, and address types of multi‐modal improvements that can be included within the constrained rights‐of‐way (unless it is decided to acquire more right‐of‐way) for various alternatives.
Public Works Identify and designate Class 2 bike lanes where considered appropriate and there is sufficient curb‐to‐curb street paveout width.
Public Works Install vehicle actuation to detect bicycles (CVC 21450.5) and install bicycle detector pavement markings at traffic signals using best practices and adopted State or Federal standards when intersections with signals are rehabilitated.
Public Works Periodically review (for example, when the Bicycle and Pedestrian Master Plan is updated and as part of the Long Term Financial Plan process) official databases of bicycle and pedestrian accidents, analyze their causes and locations, and strive to reduce accidents through infrastructure improvements, community outreach and education and law enforcement efforts.
Public Works Integrate walking routes into new greenways and open space areas, where appropriate, and encourage them in existing greenways and open space areas.
Public Works Provide training opportunities for engineering and planning staff on ways to integrate bicyclists and pedestrians with the transportation network.
Public Works Provide training and public outreach opportunities about bicyclists’ and pedestrians’ legal rights and duties for City engineering and planning staff, as well as for law enforcement officials.
Public Works Provide an outreach and education component to coincide with the first installation of any new type of bicycle facility as part of the implementation
of the associated capital improvement project.
Public Works Provide assistance to school districts in facility planning and transportation operations to ensure safety for users of all modes during school pick‐up, drop‐off and other special events.
Public Works Retrofit streets and require developments to install public improvements that provide disabled access and mobility on public streets, as required by State or Federal law.
Public Works Work towards closing gaps in San Clemente’s pedestrian network.
Public Works Continue to maintain and enhance the City’s beaches and Municipal Pier and seek outside funding sources to help support these efforts.
Public Works Continue to enhance the beaches and beach support facilities at the Municipal Pier, recognizing their importance as City gateways. and North Beach train stations
Ongoing General Plan Implementation Measures EXHIBIT 3
LEAD DEPT. IMPLEMENTATION MEASURE
Public Works Seek sand nourishment and replacement funding opportunities to ensure beachgoers have a high quality beach experience and to maintain ongoing monitoring activities.
Public Works Continue to provide and maintain beach fire pits in designated public beach locations.
Public Works Implement the Bicycle and Pedestrian Master Plan by allocating a portion of the annual City budget to complete sidewalk projects that infill public sidewalk gaps and provide connectivity.
Public Works Maintain up‐to‐date information regarding the location of mineral resource zones in the City.
Public Works Maintain the San Clemente Beach Trails as part of the California Coastal Trail siting and design standard contained here.
Public Works Periodically inventory beach access facilities to identify access needs. Based on the inventory, prepare capital improvements projects and/or establish schedule for renovating access facilities, and update the City’s way‐finding program to facilitate regional access from Interstate 5 to coastal destinations (e.g., Del Mar, Pier Bowl, North Beach), primary beach access points, parks, public parking areas, prominent natural features and City entry points.
Public Works Seek funding to maintain and improve access ways, implement complete streets projects as identified in the Mobility and Complete Streets Element, and to enhance public coastal access, including:
a. Improved pedestrian railroad crossings through the construction of at‐grade, above‐grade, or below‐grade crossings at existing accessways.
b. Additional off‐street public parking spaces at or near public coastal access ways through improvements of existing beach parking lots and creation of parking lots, where feasible.
Public Works Implement City Policies and Procedures (effective date September 5, 2001) regarding Management of Beach Facilities in terms of their maintenance, replacement, protection, or relocation.
Public Works When feasible, make information on fault locations, soil hazards and areas of landslide or liquefaction publicly available, on request.
Public Works Review and update drainage and water retention studies and improvement plans to incorporate appropriate best practices and Federal, State, and County flood control regulations.
Public Works Work with local, State and Federal agencies to reduce highway‐generated noise levels to within acceptable General Plan levels.
Public Works Continue to use a program of truck prohibitions, including appropriate signage, to minimize truck traffic noise impacts to sensitive land uses.
Public Works Continue to collect and disseminate information relating to all hazards, as well as to radiological hazards preparedness, response, and recovery for SONGS.
Ongoing General Plan Implementation Measures EXHIBIT 3
LEAD DEPT. IMPLEMENTATION MEASURE
Public Works Regularly review and update, exercise and revise the San Clemente Multi‐Hazard Emergency Plan with appropriate best practices related to the community’s natural and human‐made hazards.
Public Works Explore the siting and structural integrity of the City’s critical facilities to identify and plan to mitigate any potential defects related to natural or human‐made hazards.
Public Works Continue to maintain and update emergency services, preparedness, response and recovery plans and training programs that meet Federal and State requirements.
Public Works Pursue emergency services grants and other funding opportunities for emergency planning, and public safety.
Public Works Provide educational materials and outreach efforts to inform the public about emergency preparation and response, and about the availability of emergency services.
Public Works Continue to prepare 5‐year Capital Improvement Programs for the City’s storm drainage system.
Public Works Upgrade City facilities by installing energy‐efficient lighting where feasible, upgrading City facilities with EnergyStar or equivalent facilities, updating HVAC systems and establishing shut‐off times, occupancy‐sensing lighting controls, programmable thermostats and variable speed drive motors in City water and sewer pumping stations.
Public Works Where appropriate and feasible, install solar‐powered street radar signs.
Public Works Pursue grant funding and other financial resources to offset the public cost of energy retrofits to existing City facilities.
Public Works Continue to regularly update development impact fees and/or other financing mechanisms so that development outside City Limits that request use of City services or facilities pays the full costs needed to serve it and does not decrease levels of service to San Clemente residents.
Public Works City shall periodically update its standards for the provision of public services and facilities to reflect current needs and costs, including: drainage/flood control, parks, water and wastewater, and traffic.
Public Works Prepare and maintain an inventory of sidewalk facilities to determine where pedestrian improvements are most needed to provide a continuous safe route for pedestrians throughout San Clemente.
Public Works Implement the Climate Action Plan and Sustainability Action Plan Public Works Solicit state and federal grants to implement the City's energy conservation programs as such funding becomes available.
Public Works Study the feasibility and practicality of obtaining adequate generators for critical City facilities that do not currently have them.
Public Works Consider requiring future City facilities to meet LEED Certification standards or equivalent standards.
Ongoing General Plan Implementation Measures EXHIBIT 3
LEAD DEPT. IMPLEMENTATION MEASURE
Public Works Develop incentives for the use of drought‐tolerant and California native species in landscape design.
Public Works Working with community volunteers, conservation clubs, youth groups and non‐profit agencies, help plan and support conservation activities such as habitat restoration, interpretive signage and tours, trail building, erosion control and litter removal.
Public Works Implement greenhouse gas emission reduction measures of the City’s Climate Action Plan.
Public Works Review and update the San Clemente Municipal Code to further the goals, policies and measures of the Climate Action Plan and Sustainability Action Plan. Enforce provisions and establish additional energy performance requirements in the building code as information becomes available.
Public Works Promote private utility programs for energy audits of existing structures and public education programs to promote energy conservation. The programs should define the current levels of use, compare these to current standards for similar types of structures and prescribe corrective methods to improve conservation.
Public Works Consider potential for achieving LEED Operations and Maintenance certification, or the equivalent, for appropriate City facilities.
Public Works Consider programs that benchmark and sub‐meter all City facilities.
Public Works Research opportunities for Power Purchase Agreements (PPAs) and Sustainable Communities Program (SDG&E) for renewable power on City facilities.
Public Works Continue to promote energy conservation and educate residents on benefits of energy efficiency and solar power generation.
Public Works Continue to promote utility sponsored programs and training for City staff, local businesses and residents.
Public Works Approach SDG&E about forming a local government partnership to develop, operate and maintain energy resources using sustainable practices and materials.
Public Works Support and maintain active programs to enhance community safety, emergency preparedness and disaster response through volunteer programs such as the Community Emergency Response Team Program (CERT), Retired Senior Volunteer Program (RSVP), Explorer Scouts, Neighborhood Watch and Radio Amateur Citizen Emergency Services (RACES).
Public Works Study feasibility and effectiveness of new technologies to reduce the use of chemicals at the water treatment plant.
Public Works Expand local water recycling capabilities.
Public Works Explore the feasibility of desalinization and other regional projects as an alternative resource to reduce the City’s dependency on imported water.
Ongoing General Plan Implementation Measures EXHIBIT 3
LEAD DEPT. IMPLEMENTATION MEASURE
Public Works Maintain and update the City’s Urban Water Management Plan, as needed, and implement and enforce the water conservation ordinance.
Public Works Complete water efficiency use surveys of all City facilities.
Public Works Continue providing education and community outreach on water conservation options and methods.
Public Works Conduct regular surveys of City residents to identify preferences and behavior and report on the survey results to the City Council to benchmark travel behavior.
Public Works Review and amend as necessary and appropriate, drainage impact fees collected from new development for the construction of new drainage facilities necessitated by the new development.
Public Works Continue to implement the Clean Ocean Program and Stormwater Local Implementation Plan to protect local surface water quality and meet or exceed applicable regional, state and federal requirements.
Public Works Continue using rubberized asphalt and recycled aggregate for City street projects, as appropriate.
Public Works Achieve state solid waste requirements including but not limited to a minimum construction and demolition waste diversion requirement of 75 percent.
Public Works Establish a bicycle‐friendly business program to encourage and facilitate use of alternative modes of transportation by employees and customers.
Public Works Establish a retrofitting plan for outdoor lighting at City buildings, streets and parks.
Public Works Review and if necessary, update the existing City Drainage Master Plan in order to identify deficiencies and needed improvements in the drainage system.