Solana Beach City Council
May 24, 2022

DISCUSSION:

The RTIP is a planning document that lists all major transportation improvement projects for the region. A transportation project generally has to be listed on the RTIP in order to be eligible for TransNet, State or Federal funding. The RTIP for San Diego County is prepared by SANDAG. SANDAG prepares a five-year program and updates this program every two years with input provided from local agencies in the county.

SANDAG requires local agencies to submit a separate project submittal form for each project that is to be included in the RTIP. The submittal of the projects to SANDAG must include evidence of formal action by the legislative body of the City, preferably by resolution. SANDAG also requires that the local agency hold a public hearing prior to adoption of the 2023 RTIP. After all public agencies in the region submit a resolution to SANDAG approving their portion of the RTIP, SANDAG will then adopt the 2023 RTIP for the entire region. It is anticipated that SANDAG will adopt the RTIP in September 2022.

The City has advertised a public hearing for May 24, 2022 to receive public input with regards to the 2023 RTIP. SANDAG recently provided a five-year forecast projecting that the City will receive the following amounts in TransNet revenues:

FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
$256,000 $286,000 $305,000 $325,000 $346,000
The above amounts exclude debt service payments for the Highway 101 Westside Improvements. Currently, no Federal or State transportation funding is approved for City of Solana Beach transportation projects.

For the 2023 RTIP, Attachment 2 lists three projects to be carried over from the 2021 RTIP: 1) Pavement Resurfacing, 2) Pavement Maintenance, and 3) Sidewalks and associated street improvements. Attachment 2 details the proposed funding program for the upcoming years for the carried over projects. While no new projects are proposed as part of the adoption, the City may add or modify projects through the quarterly amendment process.

CEQA COMPLIANCE STATEMENT:

Adoption of the RTIP is not a project under CEQA. Environmental review will be addressed prior to City Council approval to advertise construction bids for each project.

FISCAL IMPACT:

Adopting the RTIP will allow the City to receive TransNet funding. There is no fiscal impact currently.

May 24, 2022
Regional Transportation Improvement Program FY 2023-2027

WORK PLAN:

While the RTIP is not specifically included in the Work Plan, the projects programmed in the RTIP are included in the Work Plan.

OPTIONS:
• Adopt Staff recommendation.
• Deny Staff recommendation.
• Provide direction to Staff.

DEPARTMENT RECOMMENDATION:

Staff recommends that the City Council:

1. Conduct the Public Hearing: Open the public hearing, Report Council disclosures, Receive public testimony, and Close the public hearing.

2. Consider Adoption of Resolution 2022-058, approving the 2023 Regional Transportation Improvement Program for Fiscal Years (FY) 2022/23 through FY 2026/27.

CITY MANAGER’S RECOMMENDATION:

Approve Department Recommendation.
_________________________
Gregory Wade, City Manager
Attachments:

1. Resolution 2022-058

2. List of 2023 RTIP Projects

RESOLUTION 2022-058

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
SOLANA BEACH, CALIFORNIA, ADOPTING THE 2023

REGIONAL TRANSPORTATION IMPROVEMENT
PROGRAM FOR FISCAL YEARS 2023 THROUGH 2027
WHEREAS, on November 4, 2004, the voters of San Diego County approved the San Diego Transportation Improvement Program Ordinance and Expenditure Plan (TransNet Extension Ordinance), which has been amended from time to time in accordance with the applicable amendment requirements; and WHEREAS, the TransNet Extension Ordinance provides that SANDAG, acting as the Regional Transportation Commission, shall approve on a biennial basis a multi-year program of projects submitted by local jurisdictions identifying those transportation projects eligible to use transportation sales tax (TransNet) funds; and WHEREAS, the City of Solana Beach was provided with an estimate of annual TransNet local street improvement revenues for Fiscal Years 2023 through 2027; and WHEREAS, the City of Solana Beach has held a noticed public meeting with an agenda item that clearly identified the proposed list of projects prior to approval of the projects by its authorized legislative body in accordance with Section 5(A) of the TransNet Extension Ordinance and Rule 7 of SANDAG Board Policy No. 31.

NOW, THEREFORE, the City Council of the City of Solana Beach, California, does resolve as follows:

1. That the above recitations are true and correct.

2. That pursuant to Section 2(C)(1) of the TransNet Extension Ordinance, the City of Solana Beach certifies that no more than 30 percent of its cumulative revenues shall be spent on local street and road maintenancerelated projects, or that its expenditures are consistent with the most recent TransNet Extension Ordinance requirements adopted by SANDAG.

3. That pursuant to Section 4(E)(3) of the TransNet Extension Ordinance, the City of Solana Beach certifies that all new projects, or major reconstruction projects, funded by TransNet revenues shall accommodate travel by pedestrians and bicyclists, and that any exception to this requirement permitted under the Ordinance and proposed shall be clearly noticed as part of the City of Solana Beach’s public hearing process.

4. That pursuant to Section 8 of the TransNet Extension Ordinance, the City of Solana Beach certifies that the required minimum annual level of local discretionary funds to be expended for street and road purposes will be met throughout the 5-year period consistent with the most recent Maintenance of Effort Requirements adopted by SANDAG.

Resolution 2022-058
Regional Transportation Improvement Program FY 2023-2027

5. That pursuant to Section 9A of the TransNet Extension Ordinance, the City of Solana Beach certifies that it will extract $3,623, plus all applicable annual increases, from the private sector for each newly constructed residential housing unit in that jurisdiction (unless exempted under the TransNet Extension Ordinance,) and shall contribute such exactions to the Regional Transportation Congestion Improvement Program (RTCIP).

6. That pursuant to Section 13 of the TransNet Extension Ordinance, the City of Solana Beach certifies that it has established a separate Transportation Improvement Account for TransNet revenues with interest earned expended only for those purposes for which the funds were allocated.

7. That pursuant to Section 18 of the TransNet Extension Ordinance, the City of Solana Beach certifies that each project of $250,000 or more will be clearly designated during construction with TransNet project funding identification signs.

8. That the City of Solana Beach does hereby certify that all other applicable provisions of the TransNet Extension Ordinance and SANDAG Board Policy 31 have been met.

9. That the City of Solana Beach agrees to indemnify, hold harmless, and defend SANDAG, the San Diego County Regional Transportation Commission, and all officers and employees thereof against all causes of action or claims related to City of Solana Beach’s TransNet funded projects.

PASSED AND ADOPTED this 24th day of May 2022, at a special meeting of the City Council of the City of Solana Beach, California by the following vote:

AYES: Councilmembers –
NOES: Councilmembers –
ABSTAIN: Councilmembers –
ABSENT: Councilmembers –
______________________________
LESA HEEBNER, Mayor
APPROVED AS TO FORM: ATTEST:
_____________________________ _______________________________ JOHANNA N. CANLAS, City Attorney ANGELA IVEY, City Clerk San Diego Region (in $000s)
2023 Regional Transportation Improvement Program
Table 1
MPO ID:

Project Title:

SB16
Solana Beach, City of
ADOPTION: 23-00
Project Description:

RAS (T2-11)
Various streets as determined by pavement management program. Street list to TransNet - LSI: CR be uploaded annually; RTCIP to be used on Lomas Santa Fe Dr - in Solana Beach, pavement overlays
Pavement Resurfacing
Change Notes:

Capacity Status: NCI Exempt Category: Safety - Pavement resurfacing and/or rehabilitation Est Total Cost: $1,603
PE RW CON TOTAL PRIOR 22/23 23/24 24/25 25/26 26/27 FUTURE TransNet - LSI $1,037 $293 $120 $160 $94 $220 $150 $1,037 TransNet - LSI Carry Over $519 $489 $30 $519
Local RTCIP $47 $47 $47
TOTAL $1,603 $829 $150 $160 $94 $220 $150 $1,603
MPO ID:

Project Title:

SB18 ADOPTION: 23-00
Project Description:

TransNet - LSI: Maint
Street locations to be determined by city wide condition assessment; street list to be uploaded annually - slurry seals and localized pavement repairs Pavement Maintenance
Change Notes:

Capacity Status: NCI Exempt Category: Safety - Pavement resurfacing and/or rehabilitation Est Total Cost: $310
PE RW CON TOTAL PRIOR 22/23 23/24 24/25 25/26 26/27 FUTURE TransNet - LSI $160 $80 $80 $160
TransNet - LSI Carry Over $150 $100 $50 $150
TOTAL $310 $100 $50 $80 $80 $310
MPO ID:

Project Title:

SB21 ADOPTION: 23-00
Project Description:

TransNet - LSI: CR
see map - In Solana Beach, planning, design and construction to add and improve sidewalks and pedestrian paths at the following locations: Santa Helena north of Sun Valley, Glencrest Drive south of Dell Street and South Acacia near Plaza Street. Associated curb, gutter and pavement restoration is included. This project will also fund the local match for a Safe Routes to School Masterplan grant.

Sidewalks and associated street improvements at various locations Change Notes:

Capacity Status: NCI Exempt Category: Air Quality - Bicycle and pedestrian facilities Est Total Cost: $689
PE RW CON TOTAL PRIOR 22/23 23/24 24/25 25/26 26/27 FUTURE TransNet - LSI $522 $122 $100 $100 $100 $100 $522
TransNet - LSI Carry Over $167 $167 $55 $112
TOTAL $689 $289 $100 $100 $100 $100 $55 $634
** Include SANDAG in progress and pending projects - these projects are subject to change when accepted by SANDAG

CITY COUNCIL ACTION:
_______________________________________________________________________ _______________________________________________________________________ AGENDA ITEM # C.1.

STAFF REPORT

CITY OF SOLANA BEACH
TO: Honorable Mayor and City Councilmembers
FROM: Gregory Wade, City Manager
MEETING DATE: May 24, 2022
ORIGINATING DEPT: City Clerk’s Office
SUBJECT: Citizen Commission Vacancy: Budget & Finance Commission Appointment
BACKGROUND:

This item is before the City Council to discuss and appoint a community member to serve out the remainder of an existing term on the Budget & Finance Commission. Commission member Jolene Koester resigned from the Budget & Finance Commission in March 2022.

Her position’s term expires at the end of January 2023.

Policy
Appointments to City Commissions and Committees are conducted in accordance with Council Policy No. 5 - Appointment of Private Citizens to Committees, Boards, Task Forces (Attachment 2). This appointment will be selected by Mayor Lesa Heebner. A majority vote of the City Council is required for appointment. This Budget & Finance Commission has five posts that are each allotted a single Councilmember’s appointment. This appointment post is designated to be selected by Mayor Heebner. All appointments are subject to a majority vote of the Council.

DISCUSSION:

On March 31, 2022, the City Clerk’s Department posted a Notice of Vacancy, per Government Code 54974(a), with an application deadline of May 17th, in an effort to refill the position and bring the Commission to full membership.

Recruitment notices were posted on the City’s Official bulletin board, the City’s website, two e-blast notices were e-mailed out to subscribers.

Application Submittals
As of the preparation of this report, two applications were received by the deadline which is listed on the Application Status List (Attachment 3). If applications are received after the deadline they will not be forwarded as Council no longer considers late applications.

May 24, 2022
Budget & Finance Commission Appointment

Applications were not posted online but were submitted to Council for review and are available for public viewing at the City Clerk’s Office.

CEQA COMPLIANCE STATEMENT: Not a project as defined by CEQA.

FISCAL IMPACT: N/A
WORK PLAN: N/A
OPTIONS:
 Make an appointment to the vacancy.
 Extend the deadline for submittal of additional applications.

DEPARTMENT RECOMMENDATION:

Staff recommends that City Council appoint one (1) member to the Budget & Finance Commission nominated/selected by Mayor Heebner with a term ending January 2023.

CITY MANAGER’S RECOMMENDATION:

Approve Department recommendation.
_________________________
Gregory Wade, City Manager
Attachment:

1. Vacancy Notice

2. Council Policy No. 5

3. List of Applicants

4. Application(s)

PUBLIC NOTICE

CITIZEN COMMISSION POSITION VACANCY DEADLINE

CITY OF SOLANA BEACH VOLUNTEERS SERVING ON BEHALF OF THE CITY COUNCIL Applications are currently being accepted through Tuesday, May 17, 2022 by 5:30 p.m.

City Council is scheduled to make appointments at the May 25, 2022 City Council Meeting.

BUDGET AND FINANCE COMMISSION
The Budget and Finance Commission provides input to Council regarding the City’s operating budget. Agenda Posting page One vacancy – term will expire January 2023
Regular Meetings: Monday preceding the second Council Meeting at 6:00 p.m.

Requirements: At least 18 yrs. old  Resident of the City  Property Owner within the City.

Composition: 5 members serve at the pleasure of each individual City Councilmember.

Staff Liaison: Ryan Smith at 858-720-2463 or [email protected] New applicants may want to review any past Agendas posted on the City’s website or contact the Staff Liaison for any questions about the Commission. See the City’s website for members, expiring positions, and further information.

Posted March 31, 2022
Megan Bavin, Deputy City Clerk
Applicant Process
Citizen Interest Forms (Applications) and additional information on the Commissions can be found on the City’s website at www.cityofsolanabeach.org (Left tabs: City Government, City Clerk, Citizen Committees) OR at City Hall, 635 S. Highway 101, Solana Beach, (858) 720-2400. Please contact the City Clerk with any questions regarding the recruitment/appointment process.

For specific questions about the Commission, contact the Commission Staff Liaison above. ' I
I

CITY OF SOLANA BEACH Policy No. 5

COUNCIL POLICY
Adopted: May 15, 1989
Revised: January 23, 2008 by
Resolution 2008-23
GENERAL SUBJECT: Citizen Boards, Commissions & Committees SPECIFIC SUBJECT: Appointments of Citizens to Boards, Commissions, Committees and Task Forces.

PURPOSE:

The purpose of this policy is to establish a consistent process and procedure for appointments to City sponsored Citizen Boards, Commissions, Committees and Task Forces.

POLICY STATEMENT:

Appointments to Citizen Boards, Commissions, Committees and Task Forces are made in accordance with the municipal code and/or specific guideline, as provided, to provide consistency.

POLICY PROCEDURES:

1. All private citizens interested in serving on any Board, Commission, Committee or Task Force or similar group must complete and file with the City Clerk a Citizen Interest Form (application) which may be obtained from the City Clerk’s office.

2. Nominations
Councilmembers may nominate private citizens for appointment subject to ratification by a majority of the City Council. Such ratification shall take place at a regular City Council meeting and a duly docketed agenda item.

3. Appointment Protocol
a. Appointments will be made in accordance with municipal code requirements. For example, the municipal code may require that a Commission have five positions appointed by individual
Councilmembers.
b. Appointments that are not outlined in the municipal code and are at-large appointment positions may be nominated by any
Councilmember. In the event of multiple appointments,
appointments may be divided among individual Councilmembers to share the appointment responsibilities. If the appointments are

shared, it will be for that one time and will not be construed as official individual appointments that would carry forward. c. The decision to proceed with an individual appointment alternative for at-large positions will be subject to majority vote of the City Council with such vote taking place at a regular City Council Meeting.

4. Appointments to Outside Agencies
When the City is asked by an outside agency to recommend a private citizen to serve on a Board, Commission, Committee or Task Force or similar group, such recommendation shall be made by the Council and approved by a majority vote of the City Council.

ATTACHMENT 3
City of Solana Beach
Citizen Commission Members
Appointed by City Council
Deadline – May 17, 2022 5:30 p.m.

LIST OF APPLICANTS
Budget & Finance Commission
Applicants Application
Received
Last Name First Name
Maulik Christopher 5-02-22
Evans Alvin 5-12-22
City of Solana Beach
635 S. Highway 101, Solana Beach, CA 92075
858-720-2400
ATTACHMENT 4
ATTACHMENT 4
Applications
This attachment is available for
viewing at the City Clerk’s Office
COUNCIL ACTION:
______________________________________________________________________ ______________________________________________________________________ AGENDA ITEM # C.2.

STAFF REPORT

CITY OF SOLANA BEACH
TO: Honorable Mayor and City Councilmembers
FROM: Gregory Wade, City Manager
MEETING DATE: May 24, 2022
ORIGINATING DEPT: Engineering Department
SUBJECT: Status Report on Major FY 2021/2022 Capital Improvement Program Project Update
BACKGROUND:

The purpose of this Staff Report is to provide a status update on major Capital Improvement Program (CIP) projects covered both under the Fiscal Year (FY) 2021/22 Budget as well as the draft 2022/23 Work Plan and Budget. Project status, anticipated project costs, and available/allocated budget for each project is presented in the discussion section.

This item is presented to the City Council (Council) to provide a status update and receive input and direction.

DISCUSSION:

The City Manager and City Staff prepare a list of CIP projects during the budget process each year. Traditionally, the list is developed for a five-year period and gets updated on an annual basis. While many projects on the CIP list will be completed during the first fiscal year in which they are budgeted, there are projects that will take several years to complete the public outreach, design, environmental clearance, and construction phases required for those projects. It is also important to note that there are several funding sources through which CIP projects will be delivered and not all projects are eligible for certain funding sources. Attachment 1 to the Staff report is a draft of the City’s CIP List of Projects for Council’s consideration. Please note that the CIP projects and funding amounts listed in bold font are newly proposed or expanded projects and funding presented for Council consideration to include in the CIP.

The following is a summary of the City’s current major CIP projects, identified by funding sources:

May 24, 2022
Major CIP Project Update

General Fund (459) & Grant Funding (246):

1. La Colonia and Fletcher Cove Tot Lots: This project would comprehensively renovate both of the existing Tot Lots including playground equipment, play area surfaces, surrounding landscaping, site work and other related improvements at the La Colonia and Fletcher Cove Tot Lots. The project is currently in the public outreach and design phase. Staff presented the latest design options to the City Council and the community at a joint Community Workshop/City Council meeting on May 4, 2022. The available funding for this project (including design and construction for both Tot Lots) is approximately $600,000, which does not include prior Council authorizations of $111,000 in FY 2020/21 and $50,000 in FY 2021/22, but does include state per capita grant funding of $186,000 and potential grant funding of $100,000 from County of San Diego’s Neighborhood Reinvestment Program (NRP). The project is not fully designed yet and the project costs may change based on the final approval by the City Council. The current estimated cost for the project as presented to the City Council on May 4, 2022, including design, permitting, and construction is approximately $1,075,000, which leaves a shortfall of approximately $475,000. It is anticipated construction of the project will start, pending funding appropriation, in late 2022 or early 2023.

2. Glenmont Pocket Park: This project would convert approximately 0.52 acres of the existing Larrick Reservoir site owned by the Santa Fe Irrigation District into a neighborhood pocket park. The project is in the preliminary design and public outreach phase. A Community Workshop was held on April 21, 2022. Comments, feedback, and recommendations from the community were received and documented by City Staff. The next phase of the project is to develop design plans incorporating the community’s input that was received during the Community Workshop. The budget currently available for this project is $10,000 as identified in FY 2021/22 Adopted Budget. This available funding has not been spent since the conceptual design and public outreach was performed by City Staff. Staff will need professional assistance from a landscape architect to move the project to the preliminary and final design phases, conduct additional public outreach, and ultimately move to the construction phase. Staff’s estimate for the preliminary design phase is approximately $50,000 as shown in Attachment 1.

Facilities Replacement Fund (140):

1. Fletcher Cove Community Center Maintenance: The Fletcher Cove Community Center is experiencing rapid deterioration due to its proximity to the ocean environment. The area of the building that needs most attention is the roof and associated roofing elements such as the facia, rain gutters and drainage system, all of which include significant galvanized metal materials and are in various stages of deterioration. Staff has periodically repaired different elements of the Community Center, such as replacement of the doors and hardware, replacement of the lighting fixtures, replacement of toilets, faucets, and related plumbing, periodic painting and general maintenance upkeep. While the building May 24, 2022
Major CIP Project Update

is in working condition and no roof leaks are detected, it is time for a more comprehensive maintenance effort such as replacement of the entire roof, gutters, and facia, replacement of some exterior siding panels and exterior painting. Staff’s rough estimate for these repairs is approximately $230,000.

2. Marine Safety Center Roof Repair: The Marine Safety Center is very old and needs to be replaced. While the full replacement of the building is in City’s Work Plan, there are active leaks in the existing roof. Staff is unable to keep up with the repairing the damaged portions of the roof as patching is no longer an option. Staff estimates the roof replacement and repair of damaged sections of the roof to be approximately $50,000.

Gas Tax (202):

1. Pedestrian Crossing at North Highway 101: The City Council expressed interest in providing a pedestrian crossing at the north end of Highway 101 where the existing Harbaugh Trail terminates at the City’s jurisdictional boundary. Staff worked with the City’s on-call traffic engineer to explore three possible options, which were a below-grade tunnel under Highway 101, an above-grade bridge over Highway 101, and an at-grade crosswalk. The first two options were deemed to be infeasible due to very high costs and corresponding unmitigable environmental impacts. The at-grade option, while feasible, presents its own challenges; partly due to visual impacts and partly due to the proposed location requiring duel jurisdictional involvement between the cities of Solana Beach and Encinitas. Staff recommends additional study and coordination with Encinitas during the next fiscal year before a recommendation is submitted to the City Council for consideration. Anticipated cost of additional analysis is $25,000.

2. Bridge Repair on Lomas Santa Fe at NCTD Bridge: The construction joints between the asphalt pavement and the existing concrete bridge structure at Lomas Santa Fe Drive just east of Highway 101 needs to be repaired. Staff engaged the professional services of a structural engineer to prepare plans, specifications and estimate for the repair work during the 2021/22 fiscal year. The project is now ready to be advertised for construction. If approved, this work will need to be performed during night hours to minimize traffic impacts. The estimated construction cost is $120,000, which includes construction support services.

3. Traffic Signal Upgrades: The City’s traffic signals are all very safe and operational. The signals are regularly maintained under a maintenance services contract. During the last fiscal year, the City Council appropriated funding for a comprehensive condition assessment of the City’s traffic signals. The condition assessment report provided a list of recommended upgrades and improvements to the City’s traffic signals. Some of the simple improvements, such as inclusion of an advanced pedestrian phase, were added to a couple signalized intersections Additional upgrades are recommended by the City’s on call traffic engineer. Most of the upgrades/improvements listed in the short-term recommendations may be May 24, 2022
Major CIP Project Update

performed by the City’s traffic signal maintenance provider as part of their routine maintenance operation. Staff recommends additional $81,000 for this work.

Medium-term and long-term recommendations would be scheduled in future fiscal years.

4. Annual Pavement Management Program: Every year the City performs one large pavement repair and resurfacing project. The remaining portion of the City’s annual Gas Tax funds, which is approximately $154,000, is proposed to be allocated for this project. Please note that additional funding of $250,000 from Transnet and $290,000 from SB1 are available for a total appropriated amount of $694,000 for this project. It should also be noted that in FY 2021/22, Council appropriated an additional $200,000 from the General Fund to allow for additional streets to be repaired. When the next annual pavement project is developed, the estimated construction project will be developed to match the available funding.

Given the current CIP Fund balance noted in the Fiscal Impact section of this Staff Report, Council may consider allocating additional funding to this project.

TOT Sand Replenishment Fund (450):

1. Marine Safety Center: This project would replace the existing inadequate and undersized building with a more functional and appropriately sized facility. The project is in the preliminary design phase. A Community Workshop was held in February 2019 and status update presentations were made to the Council in November 2019 and October 2020. During the last update to the City Council, the design team presented a scaled down version of the preliminary design, which included pushing the proposed building into the existing slope along the south side of the project and adding a lifeguard observation station at the bottom of the beach access ramp. Based on the preferred design alternative, story poles were installed at the current Marine Safety Center on April 29, 2022. Concurrently, public notifications were distributed via mail to residential properties located within 300 feet of the project site. In addition, the public was notified of the placement of story poles through the City’s e-blast system, a Mayor’s announcement and informational signs placed near the story poles. The informational signs provide a QR code to the project page on the City’s website where more details on the project can be found. Staff is currently collecting and documenting public comments. The current funding for the project identified in FY 2021/22 is $450,000, which is expected to take the project through the final design phase.

2. Fletcher Cove Beach Access Ramp and Dissipater: This project would reconstruct the existing lower portion of the concrete beach access ramp, the asphalt sidewalk and the handrail as well as the existing, rusted metal grate at the drainage dissipater. The project has gone through the preliminary design phase.

Staff has delayed this project to accommodate the last sand placement project for the Solana Highway 101 private development project. Staff is also concerned about the upcoming additional sand placement project for Solana Highlands. Staff will also be engaging with Coastal Commission staff in anticipation of receiving a May 24, 2022
Major CIP Project Update

coastal development permit exemption. The available funding for this project as identified in FY 2021/22 is $150,000, which does not include the cost of replacement of the dissipater grate. The actual construction cost will be determined after the project is publicly advertised for competitive construction bids. Staff’s estimated cost of construction for the access ramp is $250,000 and for replacement of Dissipator is $40,000.

3. Fletcher Cove Concrete Repairs: Staff has also been assessing the condition of these improvements and the scope of this project. At this time, Staff is still engaged in determining the best approach to carry out the needed repairs to the surface improvements of Fletcher Cove Park.

CEQA COMPLIANCE STATEMENT:

This CIP update Staff Report is not a project as defined by CEQA. At the appropriate time during the design phase, each project will be evaluated under CEQA for environmental impacts.

FISCAL IMPACT:

There are not any fiscal impacts associated with this CIP update Staff Report. Each project will need funding as identified in the project descriptions provided above. The actual cost for each CIP project will be appropriated by the City Council as part of the approval of the City’s annual budget.

At June 30, 2021, the City CIP fund had an available fund balance of $2,368,485. This fund balance is primarily made up of prior year’s General Fund surplus funds designated for future CIP projects. Since these funds originated from the General Fund, they may be used for any project. As Council considers the current CIP project list, Staff is seeking Council direction on the allocation of these funds to the CIP projects. Please note that Council will also have time during the FY 2022/23 Budget review in June to provide final direction on CIP project allocations.

WORK PLAN:

Most of the projects listed above are identified in the draft Fiscal Year 2022/23 Work Plan.

OPTIONS:
• Receive report.
• Provide direction/feedback.

May 24, 2022
Major CIP Project Update

DEPARTMENT RECOMMENDATION:

Staff recommends that the City Council receive this Staff Report and provide direction to Staff as needed.

CITY MANAGER’S RECOMMENDATION:

Approve Department Recommendation.
_________________________
Gregory Wade, City Manager
Attachments:

1. Fiscal Year 2022/23 CIP List of Projects
Last Updated 5/18/2022
Project
Number Funding Source & Project Title
2021-22
Adopted
Budget
2022-23
Adopted
Budget
2022-23
Proposed
Budget
Total by Funding
Source
459 City CIP / General Fund
9441.06 Fletcher Cove Playground Design/Construction 20,000 375,000 20,000 9955.22 ADA Transition Plan Projects 5,000 5,000 - 10,000 9456.22 Storm Drain Improvements - Major 300,000 300,000 300,000 600,000 9438.12 La Colonia Master Plan Update 20,000 32,000 20,000 9438.11 LC Park Playground Project Design/Construction 293,000 150,000 293,000 9408.00 City Hall Elevator Upgrade 75,000 75,000
La Colonia Courtyard Trellis Repair 10,000 20,000 30,000 Glenmont Pocket Park Design 10,000 50,000 10,000
La Colonia Reseal Parking Lot 8,000 8,000
City-Wide Tree planting project 25,000 10,000 10,000 35,000 Total City CIP / General Fund 766,000 335,000 917,000 1,101,000 135 Equipment Replacement
9397.00 Fire Station Generator 70,000 70,000 70,000
Total Equipment Replacement 70,000 - 70,000 70,000
140 Facilities Replacement
9462.04 FCCC Deferred Maint (roof/floor replace) 20,000 230,000 20,000 9407.22 City Hall Deferred Maint (space planning) 25,000 25,000 25,000 50,000 9395.22 Fire Station Deferred Maint (floor/cabinets) 35,000 90,000 35,000 Marine Safety Center Deferred Maint (roof) 16,000 50,000 16,000 Total Facilities Replacement 96,000 25,000 395,000 121,000 202 Gas Tax
9321.04 Miscellaneous Traffic Calming Projects 50,000 50,000 30,000 100,000 9362.22 Annual Pavement Management Program 170,000 170,000 154,000 340,000 Pedestrian Crossing at North End Hwy 101 25,000
Lomas Santa Fe @ NTCD Bridge-Repairs 120,000
Traffic Signal Upgrades Phase 1 81,000
Total Gas Tax 220,000 220,000 410,000 440,000
228 Transnet II
9362.00 Annual Pavement Management Program 38,000 250,000 250,000 288,000 9525.00 70,000 70,000
9320.02 Glencrest Sidewalk Installation 75,000 75,000
Safe Routes to School Masterplan 55,000 - 55,000
South Acacia Avenue Reconstruction Design 12,000 90,000 12,000 Total TransNet II 250,000 250,000 340,000 500,000
240 CDBG
ADA Pedestrian Ramps 45,700 45,700 - 91,400
Total CDBG 45,700 45,700 91,400
246 Miscellaneous Grants
LCC Tot Lot Project (state) 186,000 186,000
9438.11 LCC Tot Lot Project (county) - 100,000 186,000
Total Miscellaneous Grants 186,000 - 286,000 186,000
247 SB1
9362.20 Annual Pavement Management Program 270,000 290,000 290,000 560,000 Total SB1 270,000 290,000 560,000
450 TOT Sand Replenishment
9441.07 Fletcher Cove Access Ramp 150,000 - 250,000 150,000 9449.02 Marine Safety Building 450,000 - 450,000
9438.11 Fletcher Cove Repairs (concrete repair) - - -
Fletcher Cove Dissipator 40,000 - 40,000 40,000
Total Sand Replenishment 640,000 - 290,000 640,000
509 Sanitation
9856.22 Sanitary Sewer Pipeline Rehabilitation 500,000 500,000 - 1,000,000 Total Sanitation 500,000 500,000 1,000,000
Unfunded
9382.XX Lomas Santa Fe Drive Corridor - - 15,000,000 -
Capital Improvement Plan
FY 2021/22 & FY 2022/23
Project Appropriations By Funding Source (Cost Estimate) ,~
Last Updated 5/18/2022
Project
Number Funding Source & Project Title
2021-22
Adopted
Budget
2022-23
Adopted
Budget
2022-23
Proposed
Budget
Total by Funding
Source
Project Appropriations By Funding Source (Cost Estimate) Santa Helena Neighborhood Trail Design/Const 2,500,000
Traffic Signal Updates Phase 2 920,000
Traffic Signal Updates Phase 3 1,300,000
Total Unfunded - - 19,720,000 -
Total Project Appropriations 3,043,700 1,665,700 22,072,000 4,709,400 CITY COUNCIL ACTION:
______________________________________________________________________ ______________________________________________________________________ AGENDA ITEM # C.3.

STAFF REPORT

CITY OF SOLANA BEACH
TO: Honorable Mayor and City Councilmembers
FROM: Gregory Wade, City Manager
MEETING DATE: May 24, 2022
ORIGINATING DEPT: City Manager’s Department
SUBJECT: City Council Revisions to Draft Fiscal Year 2022/23 Work Plan
BACKGROUND:

The Fiscal Year (FY) 2022/23 Work Plan is a guiding document that includes all of the City Council’s (Council) priority projects. The FY 2022/23 Work Plan includes an overall focus to keep four strategic priorities in mind as the Council directs Staff on projects and programs: Community Character, Organizational Effectiveness, Environmental Sustainability and Fiscal Sustainability with the knowledge that all four concepts are important to the overall sustainability of the City.

This item is before Council to consider the revisions to the draft FY 2022/23 Work Plan (Attachment 1) based on the feedback received from the Council and the community at the April 13, 2022 Work Plan workshop.

DISCUSSION:

On April 13, 2022, the Council held a public workshop to discuss the draft FY 2022/23 Work Plan, recommend changes, and accept public comment. At the public workshop, all members of Council recommended changes to the draft Work Plan presented by Staff. The revised draft FY 2022/23 Work Plan (Attachment 1, changes in track changes format) has been amended based on Council and public comments and is now being brought back for consideration and direction.

As with previous Work Plan’s, Staff included the estimated costs and key tasks associated with each priority item. Some of these costs were updated after the April 13, 2022 workshop based on more information gathered from Staff during the budget preparation process.

The revised Work Plan already incorporates the revisions accepted by Council during the April 13th workshop. Therefore, the track changes in the attached Work Plan are only those as directed by the Council after receiving feedback from the public.

May 24, 2022
Revised FY 2022/23 Draft Work Plan

Associated costs for all new items have been included and are open for discussion as Council contemplates final approval with the budget.

If City Council approves the recommended revisions in the attached draft FY 2022/23 Work Plan, or has any additional revisions, Staff recommends Council direct Staff to bring back for formal adoption with the Budget in June 2022.

CEQA COMPLIANCE STATEMENT:

Not a project as defined by CEQA.

FISCAL IMPACT:

Funding for the projects contained in the draft Fiscal Year 2022/23 Work Plan vary from project to project. Some of the projects have been budgeted for; while others do not currently have funding identified at this time. The funding identified in this Work Plan is consistent with the funding proposed in the FY 2022/23 Budget Update that will be presented to Council in June 2022.

WORK PLAN:

Revision to Work Plan.

OPTIONS:
• Approve the revisions to the draft Fiscal Year 2022/23 Work Plan. • Provide direction to Staff on further modifications.
• Deny Staff Recommendation and provide direction to Staff.

DEPARTMENT RECOMMENDATION:

Staff recommends the City Council review and discuss the modifications to the draft Fiscal Year 2022/23 Work Plan and direct Staff to return to Council with the final Fiscal Year 2022/23 Work Plan for approval with the Budget Update in June 2022.

CITY MANAGER’S RECOMMENDATION:

Approve Department Recommendation.
_________________________
Gregory Wade, City Manager
Attachment 1: Revised draft Fiscal Year 2022/23 Work Plan

COUNCIL WORK PLAN

FISCAL YEAR
2022-2023
>
ISB
Table of Contents
CITY MANAGER’S REPORT .................................................................................................... 3 MISSION STATEMENT ............................................................................................................. 4 STRATEGIC PRIORITIES ......................................................................................................... 4 COMMUNITY CHARACTER ..................................................................................................... 5 A. LAND USE & PLANNING .................................................................................. 5 B. CAPITAL PROJECTS .................................................................................. 1513 C. UNPRIORITIZED COMMUNITY CHARACTER ISSUES .................................... 2825 ORGANIZATIONAL EFFECTIVENESS .............................................................................. 2926 A. HUMAN RESOURCES MANAGEMENT / STAFF ENGAGEMENT & EFFECTIVENESS .................................................................................................................. 2926 B. ADMINISTRATION AND SERVICE ............................................................... 3027 C. COMMUNICATIONS & TECHNOLOGY ........................................................ 3230 D. CITY INITIATIVES ....................................................................................... 3533 E. UNPRIORITIZED ORGANIZATIONAL EFFECTIVENESS ISSUES .................. 3935 ENVIRONMENTAL SUSTAINABILITY ............................................................................... 4036 A. POLICY DEVELOPMENT ............................................................................ 4036 B. CAPITAL PROJECTS .................................................................................. 4946 C. UNPRIORITIZED ENVIRONMENTAL SUSTAINABILITY ISSUES................... 5147 FISCAL SUSTAINABILITY ................................................................................................. 5249 A. ECONOMIC DEVELOPMENT....................................................................... 5249 B. FACILITY ASSET MANAGEMENT ............................................................... 5350 C. CALPERS FUTURE LIABILITY .................................................................... 5451 D. OPEB FUTURE LIABILITY .......................................................................... 5552 E. UNBUDGETED SIGNIFICANT NEW PRIORITY ITEMS .................................. 5653 F. UNPRIORITIZED FISCAL SUSTAINABILITY ISSUES ................................... 5754 HIGHLGHTS OF SIGNIFICANT PROJECTS ..................................................................... 5855 A. COMPLETED IN FISCAL YEARS 2019/20 & 2020/21 ...................................... 5855 3 CITY MANAGER’S REPORT
Overview / Current trends
(TO BE INSERTED LATER)
4 MISSION STATEMENT
To have an efficient and effective City Government that works to balance fiscal sustainability while maintaining environmental sustainability, quality of life and community character.

STRATEGIC PRIORITIES
The following Strategic Priorities provide focus and direction regarding all service expectations for the city.
 COMMUNITY CHARACTER
Objective: To maintain the small town coastal community charm that respects our beachside setting with consideration for scenic views and scale of development; and to promote an outdoor lifestyle and walkable/pedestrian scale community supported by local businesses that foster a friendly neighborhood ambience.
 FISCAL SUSTAINABILITY
Objective: To maintain a balanced operating budget and healthy capital improvement plan while providing outstanding customer service levels that maintain community character to the highest degree possible; and to maintain a threshold of sustainability on a three year forecast basis, with a goal of keeping the point of revenue and expenditure lines crossing at least three years out.
 ORGANIZATIONAL EFFECTIVENESS
Objective: To inspire and generate a high level of confidence in City Government and strengthen our city by providing exceptional professional services to the community through our leadership, management, innovation and ethics. To produce quality results by promoting a culture of personal and professional integrity, community engagement, equity and inclusion, staff engagement, effectiveness and teamwork, human resources management, transparent financial management, strategic leadership, service delivery, open communications and information sharing, and continuous improvement.  ENVIRONMENTAL SUSTAINABILITY
Objective: To reduce the City’s environmental footprint and develop long-term environmental sustainability for the community. Reduce waste and reliance on single occupancy vehicles, conserve resources and promote sustainable building practices to create a positive community image and accept our social responsibility to ensure a viable future for Solana Beach and its residents.

Community Character Priorities
Land Use & Planning
5 COMMUNITY CHARACTER
A. Land Use & Planning

1. General Plan Update
Summary: The City’s first General Plan was originally adopted in 1988. Some of the elements of the General Plan (Land Use, Circulation, Noise, Housing, etc.) have been reviewed and revised individually over time.

The Circulation and Land Use Elements were adopted by the City Council on November 19, 2014, and the Environmental Impact Report was certified at that same meeting. The City’s remaining elements, Conservation and Open Space, Safety, Noise, and Economic Development are the next to be updated.

Now that the Circulation and Land Use Elements have been adopted, updates to the Municipal Code are required to reflect the changes in these elements, such as, community gardens and consideration of development standards for specific areas of the community. Programs will also need to be developed to implement the Circulation Element.

The current Housing Element covers the time period of April 15, 2021 to April 14, 2029. Certain other elements of the General Plan (Land Use, Circulation, Noise, etc.) have been reviewed and revised individually over time. The City is required to update the Safety Element consistent with the recent San Diego County Hazard Mitigation Plan update and adopt an Environmental Justice Chapter. Staff will ensure that the updates are consistent with State law and with SANDAG’s Regional Plan.

Key Policy Development and General Plan Update Tasks for Fiscal Year 2022/23:
 Update Chapter 17.12 Definitions and Use Matrix
o Consistency with ADU Ordinance
o Add Transitional and Supportive Housing in Use Matrix o Add Employee Housing Definition and add in Use Matrix  Complete Safety Element update and adopt Environmental Justice Element.  Evaluate the existing development standards for specified areas of the community.
 Evaluate need to increase guest parking requirements for multi-unit and mixeduse projects.  Revise the SBMC to allow for a reduction in requirements for existing commercial buildings that change uses and cannot accommodate current parking standards.

Community Character Priorities
Land Use & Planning
6  Provide guidelines for new development and redevelopment to locate off-street parking facilities behind storefronts.
 Adopt State Very High Fire Hazard Severity Zone Map.
 Consider ADU Ordinance update allowing ADU/JADU development in sensitive areas.
 Identify/pursue outside funding opportunities for development of lower and moderate income households.
 Modify SBMC regarding “Reasonable Accommodation” criteria.

Estimated Costs (Multi-year Project): An estimate of cost for the Housing and Safety Elements Update would be determined upon the issuance of an RFP for services. The City was granted $160,000 of SB 2 and LEAP funds to complete the Housing and Safety Element Update.

2. Local Coastal Program / Land Use Plan Adoption and Preparation of the Local Implementation Plan (Timeframe: 18-24 months)
Summary: The City adopted the Certified Local Coastal Program (LCP) Land Use Plan (LUP) in February 2013. The LCP/LUP was approved by the California Coastal Commission (CCC) on March 7, 2012. At the City’s February 2013 public hearing, the City Council also directed City Staff to prepare a Land Use Plan Amendment (LUPA) to modify some of the provisions in the LUP relating primarily to bluff top development, shoreline protection and private beach access ways. The CCC approved the City’s LUPA in January 2014 and incorporated 12 additional CCCinitiated modifications. The certified LUP includes a requirement to update the 2010 Draft Mitigation Fee Study prepared by the City. In January 2014, the CCC awarded the City a grant in the amount of $120,000 for use by the City in updating the draft fee study to reflect the policies in the Certified LUP. An updated public recreation impact fee study and draft LUPA has been prepared and was submitted to the CCC on April 29, 2016. The CCC approved the fee study with 16 modifications.

On November 8, 2017, the City Council directed staff to pursue geographic segmentation of the bluff top properties from the rest of the City in the LIP and authorized the City Manager to request a one-year extension from the CCC on the Fee Study LUP Amendment. On November 13, 2018, the City Council adopted all the CCC “Suggested Modifications” on the City’s Fee Study and LUPA. On December 13, 2018 the CCC concurred with the Executive Director’s determination that the City’s actions are legally adequate pertaining to the adoption of a public recreation fee associated with shoreline development. City staff continues to work on the draft LIP that would geographically segment the bluff top properties from the rest of the City.

Community Character Priorities
Land Use & Planning
7 Title 19 has been reserved for the “Coastal Zone” provisions associated with the LCP/LIP.

LCP Local Implementation Plan Programs & Tasks for Fiscal Year 2022/2023:
 Submit to the CCC upon City Council approval for their review and approval. Draft LIP available for public review and submitted to CCC Fall 2021.  Complete a Land Use Plan Amendment (LUPA) to correct zoning information within the approved LUP.
 Update to Zoning Code development standards.

LCP Local Implementation Plan Programs & Tasks in future Fiscal Years:
 Develop an in-lieu ESHA mitigation fee program (Policy 3.10, Policy 3.12).  Update HOZ regulations to include a coastal bluff overlay in LIP and SBMC (Policy 3.35, Policy 4.02).
 Update the Sign Ordinance (Policy 2.22, Policy 3.19, Policy 6.27, Policy 6.28, Policy 6.29).
 Develop a mitigation program for high-cost hotel rooms (Policy 2.32, Policy 5.8).  Monitoring program for City’s public coastal access ways (Policy 2.56).  Evaluate options for possible removal of rip rap on beach at Del Mar Shores public access way (Policy 2.62).
 Develop Heritage Tree Protection Ordinance (Policy 3.51, Policy 3.52, Policy

3.53).
 Prepare a wetland inventory/delineation for City (Policy 3.66).  Establish an assessing entity/GHAD (Policy 4.35, Policy 4.36).

Estimated Cost: The estimated budget proposed for FY 2022/2023 to continue the LCP Local Implementation Plan efforts is $55,200 for LIP/Coastal Program Management by Summit Environmental Group and $27,600 for adjunct planning services by Summit.

3. Coastal Resiliency Programs (Timeframe: Ongoing)
Summary: Since approximately 2000, the City has been partnering with the City of Encinitas, the U.S. Army Corps of Engineers (USACE) and State Parks to develop a 50-year shoreline protection and coastal storm damage reduction project (Project).

The Project involves the restoration of approximately eight miles of public beaches and shoreline in the two cities using beach sand replenishment practices. The final EIR/EIS was approved and certified by the City Council on October 14, 2015. The USACE Chief’s Report and Record of Decision (ROD) have been completed and funding for the project has been provided through the Water Resources Reform and Community Character Priorities
Land Use & Planning
8 Development Act (WRRDA) of 2016. The USACE Solana Beach-Encinitas Shoreline Protection Project will consist of initial placement of approximately one million cubic yards of beach quality sand in Solana Beach and Encinitas in Fall 2024. The beaches would be re-nourished on a periodic cycle over a 50-year federal participation period 2024-2074.

The project received $1,900,000 in federal funding in the USACE FY 2020 and FY 2021 Work Plans to initiate and complete the Pre-Construction, Engineering and Design (PED) phase and to establish physical baseline conditions for one year of monitoring prior to the placement of sand on the City’s beach.

The Project has also recently been awarded a construction grant from State Parks for approximately $11M and a construction award to the USACE of $30.5M for project construction. It is currently anticipated that sand will be placed on the beach beginning in late 2024.

The City continues to implement its Sand Compatibility and Opportunistic Use Program (SCOUP) to obtain upland sources of opportunistically available beach sand. The City’s permits allow the City to receive up to 150,000 cubic yards of sand on its beaches each year. In 2018, the City completed the process to extend its SCOUP for another five years, which extends new permit approvals received from the California State Land Commission, CCC USACE, and Regional Water Quality Control Board through 2024. The City’s SCOUP is a key element of the City’s longterm shoreline management program and is a key sea level rise adaptation strategy.

The City completed its first SCOUP project with construction of Solana 101 in Spring 2021. The City continues to work with H.G. Fenton (Solana Highlands) to develop the SCOUP Work Plan that is anticipated to start in 2023.

The San Elijo Lagoon Restoration Project (SELRP) provided beach sand for Solana Beach in the Spring of 2018. Approximately 146,000 cubic yards of sand from the SELRP was placed at Fletcher Cove.

The second SANDAG Regional Beach Sand Project (RBSP2) was successfully completed in 2012 and the five-year post construction monitoring program was completed in 2017. SANDAG is in preliminary planning stages for an RBSP 3 Project though schedule has not yet been defined. The City received approximately 146,000 cubic yards of sand from RBSP2 in 2012.

Ongoing shoreline profile monitoring will continue locally as well as regionally and will remain the foundation of the SANDAG regional shoreline monitoring program. The City has entered into an MOU with SANDAG to support continued participation in this important monitoring program for the next five years (through FY 2021/2022). It is currently anticipated that this MOU will be extended to support the continuation of the regional shoreline monitoring program.

FY 2020-23 Objective: In 2020 and 2021, the City successfully obtained Federal and State funding to implement a long-term coastal resiliency beach sand replenishment Community Character Priorities
Land Use & Planning
9 project in Solana Beach. These funds enable the completion of the PED phase of the USACE Coastal Storm Damage Reduction Project in 2021 through 2024. The Feasibility Phase was completed in 2015 (which included the EIR/EIS and obtaining all permits and regulatory approvals). In addition to the USACE project, the City will continue to implement the Sand Compatibility and Opportunistic Use Program (SCOUP) and participate in the SANDAG Regional Shoreline Profile Monitoring program that has been in place since 1998. State and Federal funding will need to be secured to implement the 50-year shoreline protection and coastal storm damage reduction project involving the restoration of approximately eight miles of shoreline in the cities of Encinitas and Solana Beach.

Key Tasks:
 Continued coordination of efforts with key parties including local, regional, State and federal regulatory and governing agencies for beach sand replenishment and retention projects as a key sea level rise/climate change adaptation strategy.  Continue to make progress to complete the PED Phase of the USACE Coastal Storm Damage Reduction Project in Summer 2024.
 Initiate construction of the USACE Coastal Storm Damage Reduction Project in Fall 2024.
 Coordinate with SANDAG on regional shoreline monitoring and other coastal projects.
 Continue to identify other SCOUP compatible projects in the City.  Renew SCOUP permits prior to expiration in 2023 and 2024.  Coordinate with the City of Encinitas and USACE on consistent signage for project timeline and other pertinent outreach.

Estimated Costs (Multi-Year Project):

Revenue Sources (FY 2021/2022):
 $149,200 - T.O.T. Sand Replenishment (Fund #450)
 $450,000 - State Parks, Division of Boating and Waterways, Local Assistance Grant
o $67,500 Public Beach Restoration Fund Match (City match)  $400,000 – USACE Civil Works Program (FY 2020 Work Plan)

Programmed Expenditures (FY 2021/2022):
 $149,200– USACE (Fund #450)
 $450,000 – USACE for PED cost share (State Grant pass-through) o $67,500 Public Beach Restoration Fund Match
Community Character Priorities
Land Use & Planning
10  $400,000 – USACE Civil Works Program (FY 2020 Work Plan) Programmed Expenditures (FY 2022/2023):
 $191,850 USACE (Fund #450)

4. View Assessment Ordinance Update
Summary: Provide a comprehensive review and update to the City’s View Assessment Ordinance to clarify its provisions, the duties of the View Assessment Commission members, responsibilities of the project applicant and procedures, including the related toolkit document for City Council consideration for adoption. In FY 2019/2020, Staff provided language that was developed by the City’s former Ad Hoc Committee and outlined other possible modification the City Council may wish to consider.

FY 2022/23 Objective: Evaluate the View Assessment Ordinance; prepare amendments as needed to clarify its provisions for proposed adoption in FY 2022/2023.

Key Tasks:
 Complete and submit amended Ordinance revisions for City Council consideration as revised by the view assessment working group.

Estimated Cost: Staff time

5. Development Review Permit (DRP) Guidelines and Toolkit Summary: The Community Development Department is charged with implementing the goals and policies of the community set forth in the City of Solana Beach’s General Plan, Zoning Ordinance and other Specific Plan regulations. Any newly proposed developments or modifications to private property require review to ensure consistency with the City’s standards and policies relating to land use and preservation of the environment. The DRP Guidelines and Toolkit is intended to help property owners navigate the development review process based on the type of project that is being proposed.

FY 2022/23 Objective: Develop a citizen Guidelines and Toolkit brochure. The proposed adoption of the DRP Guidelines and Toolkit will be in the Fall 2022.

Key Tasks:
 Complete the written material for the DRP Guidelines and Toolkit. Expected to be done Fall 2022.

Community Character Priorities
Land Use & Planning
11  Add the appropriate drawings and demonstrations to the DRP Guidelines and Toolkit. Expected to be done Fall 2022.
 Submit supporting Guidelines and Toolkit for proposed adoption. Expected to be done Fall 2022.

Estimated Cost: Staff time

6. Highway 101 Specific Plan
Summary: Consider additional modifications to the Highway 101 Specific Plan. Any proposed changes to the standards would be presented to the public in a Council Meeting and public hearing for input and feedback in what would be a collaborative process. Any recommended standards will be brought to the City Council for formal discussion and possible adoption.

FY 2022/23 Objective: This project would involve further review of the SBMC and Specific Plan that might allow for a reduction in requirements for existing buildings that change uses and cannot accommodate current parking standards.

Key Tasks:
 Conduct meetings with property and business owners.
 Consider revising the SBMC to allow for a reduction in requirements for existing buildings that change uses and cannot accommodate current parking standards.

Estimated Costs: Staff time

7. Eden Gardens Specific Plan/Overlay
Summary: The Eden Gardens Master Streetscape Plan was adopted April 17, 1995 and is a document that provides guidance on the public improvements desired in the area. The scope of the Specific Plan or creation of a zoning overlay could contain design guidelines and development standards specific to the Eden Gardens de La Colonia neighborhood. The planning process would involve community input and could include engaging a qualified design professional. In November 2019, Staff conducted a community meeting and received input regarding concerns and issues the community had been facing.

FY 2022/23 Objective: Identify and prepare possible development standards for the Eden Gardens overlay area. This may include evaluating the need to increase guest parking requirements for multi-unit and mixed-use projects.

Key Tasks:

Community Character Priorities
Land Use & Planning
12  Prepare for consideration a draft Specific Plan/Zoning Overlay for review and consideration by City Council.
 Consider, among other things, parking requirements and setback regulations.  Return to the community for additional workshops/feedback.

Estimated Costs: Staff time

8. Legislative Monitoring/Priorities
Summary: During any given legislative period, bills with potentially significant impacts on the City are proposed and oftentimes revised many times that require close monitoring and frequent updates to City Council. While Staff consistently monitors such legislation, the City hired a professional lobbyist in fall of 2020 to ensure the City Council is properly notified of pertinent legislation and advised of the appropriate actions to take to protect the interests of the community. The City will continue to work to advance our interests with other with other governmental entities and respond to state and federal legislation.

Key Tasks:
 Monitor proposed state legislation.
 Prepare a Legislative Priority List for Council Consideration.  Develop policy on priority topic areas to support/advocate.  Continue to work with lobbyists to promote City agenda.  Engage representatives and submit letters to further our priorities.  Adopt City ordinances and policies to respond and remain compliant with changes in law.

Estimated Costs: The City has retained a lobbyist firm at a cost of $63,600 through December 2022.

9. Outdoor Dining Regulations
Summary: Due to the COVID-19 pandemic, certain restrictions were modified to assist the business community during the difficult times and to allow residents and visitors to continue to safely utilize certain services such as restaurants, bars, beauty salons, and exercise/wellness businesses. These specific businesses were allowed to temporarily expand into outdoor areas including sidewalks and parking lots (public and private) to provide additional space, especially during the times when indoor operations were not allowed. Due to the popularity of certain businesses, mainly restaurants and bars, the City Council would like Staff to look into the possibility of modifying regulations to permanently allow these outdoor operations.

Community Character Priorities
Land Use & Planning
13 FY 2022/23 Objective: Continue to assess the possibility of allowing outdoor operations for certain businesses. This assessment would include both the benefits and impacts that these regulations may create. This includes impacts to parking, noise, safety, aesthetics, etc. and how these, and other impacts, will be mitigated if allowed.

Key Tasks:
 Extend TUPs for outdoor dining for restaurant use beyond Labor Day.  Monitor and assess impacts to parking, noise, safety, aesthetics, etc during the summer, especially in locations adjacent to residential neighborhoods.  Bring back draft regulations to City Council for consideration.

Estimated Costs: Staff time and any additional costs if consultants are used for parking counts, noise monitoring or any other potential areas of impacts listed above.

10. North Rios/Annie’s Canyon Traffic and Parking Management Summary: Due to the popularity of Annie’s Canyon, traffic and parking has become difficult and a nuisance to residents living nearby. These residents have requested that the City look into different options to help reduce the impacts of this popular hiking destination. While the eventual opening of the park and ride parking lot off of Manchester Avenue will hopefully help alleviate the congestion, the growing popularity of Annie’s Canyon will have an ongoing impact on the local residents.

FY 2022/23 Objective: Analyze options to help alleviate the impacts of traffic and parking along North Rios and neighboring streets. This could include, among other things, traffic calming installations, resident parking permits, increased patrols, etc.

This could include the formation of a City Council Working Group to meet with local residents, City staff, law enforcement and representatives of the San Elijo Lagoon Nature Collective to discuss options to alleviate the issues.

Key Tasks:
 Analyze the traffic and parking issues.
 Meet with impacted stakeholders to discuss possible actions including speed cushions installation.
 Form a City Council Working Group.

Estimated Costs: Initially, just Staff time to analyze the issues and work with the City Council Working Group. Depending on the actions taken, could include costs for parking management/calming installations.

Community Character Priorities
Land Use & Planning
14 11. Short- Term Vacation Rental Permit Ordinance Update Summary: The City’s current Short-Term Vacation Rental (STVR) Permit regulations allow for the rental of any residentially zoned dwelling unit, other than Accessory Dwelling Units (ADUs), including detached single-family residences, condominiums, duplexes, twinplexes, townhomes and multiple-family dwellings. Since adoption of the City’s STVR regulations, the soaring popularity of vacation rental hosting websites has resulted in a proliferation of STVRs throughout San Diego County.

Additionally, on an annual basis, Staff handles a variety of complaints regarding STVRs and their impacts to local neighborhoods including noise, parking and unruly guests. In order to maintain an appropriate balance of housing stock dedicated to residents and also to visitor accommodations, the City will evaluate the City’s Short Term Vacation Rental Permit regulations for potential amendments.

FY 2022/23 Objective: Analyze the City’s existing STVR Permit regulations and identify where possible modifications can be made.

Key Tasks:
 Evaluate existing STVR Permit regulations for possible modifications.  Evaluate the City’s Certified Land Use Plan (LUP) for similar modifications.

Estimated Costs: Dedicated Staff time for this effort will be required.

Community Character Priorities
Capital Projects
15 B. Capital Projects

1. Marine Safety Center
Summary: The existing Marine Safety Center is inadequate to continue to serve the community and beach visitors into the future. The current facility is dilapidated with design deficiencies that don’t meet the current demands of the facility as well as needed ADA improvements. A needs assessment study was completed in June 2017. After the end of the needs assessment study, it was determined by the City Council that the best alternative was to demolish the existing building and construct a new building.

A Professional Services Agreement with an architectural consultant was approved in October 2018. The current phase of the project (Phase II) will develop a preliminary site and building design for a new Marine Safety Center. A community meeting was held in February 2019 and presentations occurred at Council meetings in November 2019 and October 2020. At the November 2019 Council meeting, three design options were presented and Council directed Staff to pursue the above-ground option. At the October 2020 Council meeting, a refined version of the above-ground option was presented.

Since the Council meeting in October 2020, the design consultant has updated the plans to reflect the direction provided by Council. This includes adding a lifeguard observation tower at the bottom of the ramp as well as some minor plan updates.

Staff is coordinating with the consultant to have story poles installed for the threedimensional footprint of the proposed building.

FY 2022/23 Objective: Complete preliminary design and negotiate contract for final design.

Key Tasks:
 Install story poles.
 Perform final design and engineering on preferred alternative.  Perform environmental clearance studies.
 Prepare for submittal of a Coastal Development Permit to the California Coastal Commission.
 Obtain discretionary permits (DRP/SDP).
 Explore availability of grant funding and apply for appropriate grants.

Estimated Costs: It is estimated that approximately $540,000 will be required to complete design. However, the design of the project is being performed in two additional phases with the currently funded Phase II (Preliminary Engineering) estimated to cost approximately $140,000 for 30% design including Coastal Community Character Priorities
Capital Projects
16 Development Permit. Phase III (Final Design) would prepare construction level drawings and specification for bidding purposes. An estimated cost for Phase III is approximately $400,000.

2. La Colonia Park Improvements
Summary: In FY 2006/2007, a community based La Colonia Park Needs Assessment Advisory Committee developed recommendations for improvements throughout La Colonia Park including ADA Transition Plan recommendations. The City completed the conceptual design for the park improvements in FY 2009/2010 and preliminary design of the park during FY 2010/2011. With the City’s purchase of the property immediately north of the new Skate Park, analysis will need to be made on how to incorporate the property into the existing park.

FY 2022/23 Objective: Continue work on renovating the community center building and park grounds. Update the Master Plan to include the City-owned parcel north of the Skate Park. The next priority project for the Master Plan is to design and construct the new Tot Lot.

Key Tasks:
 Design and construction of the Tot Lot playground consistent with the Park’s Master Plan.
 Incorporate new property north of Skate Park into La Colonia Park Master Plan.  Identify funding sources for remainder of design and initial phased improvements including ADA items.
 Complete various improvements to building and grounds.  Analyze interior lighting in the Community Center and research possibility of installing more windows.
 Explore potential opportunities with the vacant property to the north of the park.  Conduct routine maintenance of the Heritage Museum.
 Make the pickle ball court regulation size and resurface.

Estimated Cost:
 Build out all remaining phases of park Master Plan –
 Tot Lot - $500,000-$7600,000 (design and construction). Cost depends on equipment alternative chosen.
 Site preparations including demo, clearing and utilities - $655,648  Picnic area - $145,051
 Overlook area - $30,511
Community Character Priorities
Capital Projects
17  Amphitheatre area - $124,086
 Plaza gazebo - $791,413
 Building improvements - $663,809
 Museum - $167,848
 General area - $803,154
 Incorporation of new vacant property north of La Colonia Park into the overall Master Plan - $52,000
The estimated costs for the design and construction of the Tot Lot is $500,000- $600,000 depending on which equipment alternative is chosen. The estimated cost to incorporate the new property north of La Colonia Park into the overall Master Plan is $52,000. Both of these projects would include public participation and involvement.

A Prop 68 Parks grant was received in the amount of $233,089, which includes $186,471 from the State and a City match of $46,618. Staff will also submit a grant application to the County of San Diego for the Neighborhood Reinvestment Program.

3. South Sierra Mixed Use Affordable Housing
Summary: This project would provide needed affordable housing adjacent to neighborhood services including transit and would further implement the goals of the Solana Beach Housing Element and the General Plan. The project also satisfied obligations from a settlement agreement from the 1990s. In 2014, the City Council approved the Hitzke Development Corporation mixed use affordable housing project on South Sierra Avenue on a City-owned parking lot. The project includes commercial space and parking, ten (10) affordable housing units and parking, and 31 replacement public parking spaces.

Following approval of the project, significant delays were encountered including a legal challenge against the City and Hitzke Development Corporation and subsequent appeal with the City prevailing both at the lower court the Court of Appeals. During this delay, construction costs increased and the inability of the Applicant to obtain required affordable housing funding, including State and County grants, resulted in Hitzke having to abandon the project. In November 2020, official notification was received by the City.

On February 24, 2021, pursuant to the terms of the Agreement, the Applicant provided to the City electronic copies of all plans prepared for the project. The City’s objective is to pursue development of the project pursuant to the prepared plans and approvals through issuance of a Request for Proposals (RFP).

FY 2022/23 Objective: Update building permit plans and package into a RFP for issuance to seek a qualified affordable housing developer to build the project.

Community Character Priorities
Capital Projects
18 Key Tasks:
 Update building permit plans for review/approval and construction.  Prepare and issue an RFP for solicitation of affordable housing developers.  Finalize financing.

Estimated Cost: Remainder of the Disposition Development and Lease Agreement.

4. Miscellaneous Traffic Calming Projects
Summary: These projects would identify issues and required improvements for public right of ways in various City neighborhoods to enhance the user’s experience for all modes of transportation based on concerns raised by public.

FY 2022/23 Objective: Continue to monitor and analyze traffic calming requests and implement traffic calming measures throughout the City where appropriate and when funding is identified. Receive Council direction on prioritization on the following projects.

Key Tasks:
 Continue to monitor and assess traffic calming requests.  Implement traffic calming measures at North Cedros/Cliff Street.  Implement traffic calming measures on Santa Helena, including between Santa Victoria and Sun Valley Road. Consistent with Council’s direction, Staff will implement the first level of traffic calming measures in form of narrowing the traveling lanes and introduction of creative striping and signage by the end of June.
 Implement traffic calming measures on South Cedros from Cofair to Marsolan.

The community successfully completed the petition process for construction of two sets of Speed Cushions consistent with Council Policy 25. Cushions will be installed in FY 2022.
 Implement traffic calming measures on Nardo Avenue. Staff facilitated design of several traffic calming measures as part of Solana Highlands Redevelopment process. These measures will be implemented prior to occupancy of the Solana Highland project. Stop signs and crosswalks at the Nardo/Solana Circle/Nardito intersection were installed in FY 2022.
 Implement traffic calming measures on South Sierra Avenue.  Maintain and update the list of traffic calming measures with corresponding design elements and cost estimates for Council’s consideration.  Assist community in implementation of speed cushion policy. Speed cushions were recently installed on Glencrest Drive and Highland Drive.

Community Character Priorities
Capital Projects
19  Monitor results of the traffic calming installations.  Assess stop sign installation at Nardo/Fresca intersection.

Estimated Cost: TBD – Based on the amount of requests and approval by City Council.

5. Implementation of the Comprehensive Active Transportation Strategy (CATS) Study Projects (Timeframe: Ongoing)
Summary: The CATS study identifies approximately 20 bicycle and pedestrian projects along various City streets that improve the bikeability and walkability of streets and neighborhoods in the City. This item would not include any project on Lomas Santa Fe Drive since that corridor is identified as a separate project in this Work Plan. Some of the projects that may be included as part of this item include Cedros Avenue, Sierra Avenue, Cliff Street, the Academy/Ida/Genevieve/Valley Corridor, Nardo Avenue and neighborhoods in and around the City’s schools.

FY 2022/23 Objective: Implement the various projects identified in the CATS Study that was approved by the City Council in 2015.

Key Tasks:
 Determine which projects listed in the CATS study should be studied further for implementation over the next five years.
 Provide preliminary cost estimates for projects identified for additional studies.  Identify and submit grant funding applications for these projects.  Improvements to Lomas Santa Fe and Santa Helena are identified for improvements in the CATS study but are listed as separate items in this Work Plan.
 Research e-bike ordinance similar to the one approved in Carlsbad.  Research and potentially join “Vision Zero”.

Estimated Cost: Development of cost estimates for the various projects would be one of the first steps performed.

6. Lomas Santa Fe Corridor Project (Timeframe: TBD)
Summary: The Lomas Santa Fe Corridor project is a top priority of the CATS project listed above. Due to the significance of this project and the multiple benefits it could provide to the community, it has been separated into its own Priority Item. The project study area for the Lomas Santa Fe (LSF) Drive Corridor Project extends from Sierra Community Character Priorities
Capital Projects
20 Avenue on the west side of Highway 101 to Highland Drive at the City’s eastern boundary. The City’s goal for the Lomas Santa Fe Corridor Project is to design physical improvements that could be constructed to improve the community character, safety, walkability, bikeability and circulation along this key east-west arterial through the City of Solana Beach.

With the variation in character along the corridor, the Project will evaluate feasible improvements that address transportation improvements that integrate with the surrounding land use, activity centers and community character along the Corridor.

During the past fiscal year, work continued on Phase III of the project which is developing design elements that were shared with the community for feedback.

Phase III of the project is for final design of the improvements to LSF and has been funded primarily through a grant from SANDAG. Many elements are being designed as part of Phase III but the study of all roundabouts has been eliminated per Council direction. Some of the elements to are being designed as part of Phase III include a multi-use path on the north side of LSF, striping and signal improvements, added parking, landscaping and other items intended to slow down traffic and increase use of the corridor by pedestrians and bicycles. A Community Workshop was held in October 2019 and the project was presented to the City Council for further direction in January 2020.

FY 2022/23 Objective: Pursue grant funding for construction of the project.

Key Tasks:
 Evaluate and apply for potential construction grant funding.  Explore ways to improve e-bike safety including education and outreach.

Estimated Costs: A grant from SANDAG, in the amount of approximately $616,000, was obtained for Phase III. With a 10% match committed by the City, the total amount of funding secured for Phase III is approximately $684,000. Construction is estimated to cost approximately $12,000,000. The project can be broken into segments if full construction funding is not available.

7. City Hall Deferred Maintenance
Summary: This project would perform maintenance on various components of City Hall. The projects identified for FY 2022/23 would replace the floor drains in the restrooms, and mechanical upgrades to elevator equipment.

FY 2022/23 Objective: Perform deferred maintenance on various components of City Hall.

Community Character Priorities
Capital Projects
21 Key Task:
 Replace the floor drains/floor tiles for the men’s public restroom near Council Chambers and the women’s employee restroom near the back door.  Upgrades to the elevator mechanical room.
 Explore the potential of sit/stand desks at the Council Dais. This project was explored during the past fiscal year. It is determined that the project would require professional services of an architectural firm and if desired, RFP process will be included in the upcoming Work Plan.
 Explore the potential of installing windows at City Hall that open and close. This project was explored during the past fiscal year. It is determined that the project would require professional services of an architectural firm and if desired, RFP process will be included in the upcoming Work Plan.

Estimated Cost: It is estimated that approximately $75,000 is needed for the upgrades to the elevator.

8. Fletcher Cove Park and Community Center Maintenance
Summary: This project would perform maintenance on various components of Fletcher Cove Park and the Community Center.

FY 2022/23 Objective:

Perform maintenance on various components of Fletcher Cove Park and the Community Center.

Key Tasks:
 Perform maintenance and repair work on the Tot Lot. Minor maintenance work has been completed but the rubber safety surface and playground equipment need to be replaced. A contract was approved in March 2021 for the design to replace the playground structure and the rubber safety surface. A public workshop to solicit suggestions for the new playground was held in August 2021. A second workshop was held in May 2022 that showed potential replacement concepts.  Reconstruct the handrail and lower portion of the existing concrete beach access ramp.
 Perform maintenance and repair to the Community Center building.  Strip, stain and re-seal, the boardwalk, sun plaza and basketball court (performed every three years).
 Repair roof and repair bathroom tiles.
 Evaluate replacing the chain link fence on upper park at Fletcher Cove with a more attractive fence.
 Replace four concrete benches.

Community Character Priorities
Capital Projects
22  Repair cracks and damaged concrete in Fletcher Cove Park.  Repair or remove in-ground lighting, primarily at the Sunburst.

Estimated Cost: The repairs to the access ramp are estimated to cost $150,000.

Re-sealing of the boardwalk pattern, basketball court and sun plaza is estimated to cost $60,000. The maintenance for the community center building is estimated at $50,000. Design and construction of the Tot Lot may cost approximately $185,000 depending on the equipment selected.

9. Highway 101 Pedestrian Crossing at North End of City Summary: With the installation of the pedestrian tunnel underneath the railroad track near the north end of the City, there have been requests to investigate the installation of a pedestrian crossing across Highway 101 in the vicinity of the pedestrian tunnel and Cardiff/Seaside State Beach. A very high-level study was performed that identified three alternatives.

The first option would construct a pedestrian bridge across Highway 101 at a cost of approximately $2.5 million. The second option would construct a pedestrian tunnel underneath Highway 101 in the same general location as the tunnel under the railroad track at a cost of approximately $1.5 million. The third option would construct an atgrade crossing, with full traffic signals in both the north and south bound direction at a cost of approximately $500,000. All of the costs indicated above would be for construction only and would not include environmental studies or right of way acquisition. Option 3 most likely would not involve major environmental impacts.

FY 2022/23 Objective: Design pedestrian crossing across, or under, Highway 101 at north end of City near the Cardiff/Seaside State Beach. In addition, research the potential to narrow Highway 101 for traffic calming. After collaboration with the City of Encinitas and preliminary engineering analysis, a full signalized at-grade pedestrian crossing would be the preferred option. Engineering analysis supports a full signalized pedestrian crossing. Staff is seeking City Council’s direction for preparation of final design and implementation phase.

Key Tasks:
 Evaluate alternative at-grade signalized crossing options.  Start design.
 Pursue cost-sharing agreement with City of Encinitas and State Parks.  Obtain required permits.
 Work with Encinitas on traffic calming measures and good transitions leading into and exiting City limits.

Community Character Priorities
Capital Projects
23 Estimated Cost: Design costs are unknown and would be determined once an atgrade crossing option is selected. Construction costs are estimated to range from $500,000 to $2.5 million depending on the option selected.

10. Santa Helena Neighborhood Trail (Timeframe: 18 to 24 months) Summary: The paved area on Santa Helena, north of Sun Valley Road, is approximately 64 feet wide. At least 20 feet of the paved area could be converted into a roadside park. The proposed project would reduce the pavement width on Santa Helena, from Sun Valley Road to the trail head at the San Elijo Lagoon and use the additional space for traffic calming improvements and a neighborhood trail.

A focus group meeting was held with representatives from several local HOAs, community members and BikeWalkSolana. The Conceptual Design was then presented to City Council in March 2020. In July 2021, Council awarded a landscape design contract to M.W. Peltz. In October 2021, Staff conducted a community meeting to present the design and seek additional community input.

FY 2022/23 Objective Complete the construction level plans and pursue funding opportunities.

Key Tasks:
 Perform final engineering and landscape.
 Identify funding.

Estimated Cost: The Fiscal Year (FY) 2021/22 & 2022/23 CIP budget included $70,000 in TransNet funding for design of the project. Construction costs have not been determined at this time. Estimated costs will be identified during the design phase.

11. Replacement of Emergency Generator at Fire Station (Timeframe: 12 to 18 months)
Summary: The existing generator at the fire station is approximately 28 years old and was installed when the fire station was constructed in 1991. Due to the age of the existing generator, the permit with the Air Pollution Control Board only allows for the operation of the generator up to 20 hours per year in non-emergency situations during testing and maintenance. As part of the design study, the operational needs of the building were evaluated to determine the size of the generator required. The electrical switchgear was also evaluated to determine if upgrades were necessary.

FY 2022/23 Objective: Evaluate funding options, obtain permit from the County Air Pollution Control District (APCD) and construct project.

Community Character Priorities
Capital Projects
24 Key Tasks:
 Obtain permits from Air Pollution Control District (APCD).  Research public safety grant opportunities for purchase of emergency generator.  Advertise and construct project.

Estimated Cost: The cost for design of the generator replacement is approximately $20,000. The purchase and installation of a new generator is estimated to cost approximately $100,000.

12. Replacement of Dissipater Grate at Fletcher Cove
Summary: The existing dissipater grate was installed in approximately 1998 as part of the NCTD train station project and associated drainage work. The dissipater grate is showing signs of age and replacement with a more aesthetically pleasing structure may be necessary.

FY 2022/23 Objective: Identify costs for grate replacement and prepare bid package if directed by City Council. Engage the Public Arts Commission (PAC) to participate and potentially make this a public art project.

Key Tasks:
 Identify replacement costs.
 Explore the potential for an artistic addition and engage the PAC.  Prepare construction bid documents.
 Advertise project for construction.

Estimated Cost: Since no work has been performed on this potential project, no detail cost estimates have been done. Staff is estimating that the costs to replace the dissipater grate would be between $30,000 and $50,000.

13. Safe Routes to School Master Plan
Summary: In June 2020, the City was awarded a grant through the Sustainable Transportation Planning Grant Program for a Safe Routes to School Master Plan. A grant agreement was executed with Caltrans in October 2020 and a Notice to Proceed was issued in November 2020. A PSA with Chen Ryan Associates for the project was approved at the April 14, 2021 City Council meeting.

FY 2022/23 Objective: Completion of the Safe Routes to School Master Plan. Per the grant agreement with Caltrans, all work on the project must be completed by February 2023.

Community Character Priorities
Capital Projects
25 Key Tasks:
 Continue Community outreach.
 Preparation of recommendations and report.
 Complete work on Safe Routes to School Master Plan.
 Update the City’s CATS program where appropriate.

Estimated Cost: The City received a grant from Caltrans as part of the Sustainable Communities Grant Program funded through SB-1 funding. The total project costs are $220,000, for which the City has a 25% match requirement. Therefore, the grant from Caltrans is in the amount of $165,000 and the City’s match is $55,000 and will be funded through the City’s share of TransNet funding. Note that the Safe Routes to School Master Plan will only provide a report and recommendations for improvements. Construction and construction funding is not a component of the Safe Routes to School Master Plan.

14. Glenmont Pocket Park
Summary: The City has been researching the possibility of placing a pocket park on the property along Glenmont Avenue where the Santa Fe Irrigation District (SFID) reservoir is located.

FY 2022/23 Objective: The objective for the upcoming fiscal year is to work with the local community on the design of a pocket park at this property. The conceptual design was developed by “in-house” Engineering Department Staff as a starting point for discussion and consideration. A primary component of the design phase of this project will be the engagement of the community. This will include community meetings, public input opportunities and Council meetings.

Key Tasks:
 Conduct community outreach.
 Coordinate with SFID.
 Complete final engineering and environmental review.
 Initiate construction.

Estimated Cost: It is estimated that the conceptual design and public outreach would cost approximately $10,000. The final design and construction budget would be determined as part of the conceptual design phase.

Community Character Priorities
Capital Projects
26 15. South Acacia Avenue Reconstruction Project
Summary: The curb, gutter, sidewalk and asphalt are old and in need of replacement.

There are several properties along South Acacia and it would be difficult to coordinate the repairs if performed by the property owners.

FY 2022/23 Objective: The objective for the upcoming fiscal year is to engage the community with workshops and the preliminary design by in-house Engineering Department Staff as a starting point for discussion and consideration.

Key Tasks:
 Perform preliminary design by in-house Engineering Department Staff.  Coordination with adjacent property owners.

Estimated Cost: It is estimated that the preliminary design and public outreach would cost approximately $12,000. The final design and construction budget would be determined as part of the preliminary design phase.

16. Lomas Santa Fe Drive at NCTD – Bridge Repairs
Summary: In accordance with National Bridge Inspection Standards, Caltrans performed an inspection of this bridge and recommended repairs to maintain the bridge in good condition. The recommended repairs include repairing the joints on the deck, sealing the deck, and repairing spalls on the side rail. Staff solicited structural engineering proposals to design and prepare construction documents for the bridge repairs. Subsequently, T.Y. Lin was selected, performed a condition assessment, and began drafting plans.

FY 2022/23 Objective: The objective for the upcoming fiscal year is to complete the design plans, advertise for construction bids and perform the bridge repairs.

Key Tasks:
 Complete construction plans
 Perform bridge repairs
Estimated Cost: The design fee is approximately $13,000. The repair work is estimated to be $107,000.

17. Traffic Signal Upgrades
Summary: The City has 14 signalized intersections. The traffic signals are currently maintained by Siemens Mobility. The City’s traffic engineering consultant, STC Traffic, performed a citywide traffic signal assessment and made recommendations to maintain and improve the efficient and effective operation of the traffic signal Community Character Priorities
Capital Projects
27 systems. The first phase of improvements is to replace obsolete, damaged, and worn equipment. Future phases are to upgrade and modernize the equipment.

FY 2022/23 Objective: Perform Phase 1 traffic signal equipment replacements Key Tasks:
 Prepare scope of work for public bids
 Perform replacements
Estimated Cost: The first phase of replacements is estimated to be $90,000.

Community Character Priorities
Unprioritized Community Character Issues
28 C. Unprioritized Community Character Issues
 Annual Pavement Repair Project – FY 2021/22 project is in construction. FY 2022/23 annual program will be developed in Spring 2022 for construction in late 2022 or early 2023.
 Continue to explore the development of a “Highway 101/Cedros Avenue Parking District/Business Preservation Ordinance” and bring to City Council for consideration and review.
 Analyze increasing the budget for the Community Grant Program and Parks and Recreation utilizing private donations.
 Analyze and establish development standards for retaining wall heights in relation to existing vs proposed grade elevation.
 Research areas for a new enclosed Dog Park, potentially at La Colonia Park and other areas around the community.
 Monitor the development proposal for the North Bluff property on Border Avenue in Del Mar.
 Evaluate potential to convert existing buildings to affordable housing.  Monitor Fairgrounds future plansgovernance.
 Developing and communicating the City’s commitment to diversity, equity and inclusion for all of our residents and visitors.
 Evaluate the development of a sidewalk installation policy.  Explore ways to become a Smart City and consider joining the SD Smart Cities Initiative and developing a Smart City Plan.
 Parking lot repairs at City Hall. The La Colonia Park parking lot will be repaired as part of the Fiscal Year 2021/22 pavement repair project.  Create development check lists (including costs) for prospective applicants and consider developing an Applicant Assistance Program including the potential creation of a customer service staff position.
 Support regional efforts and outreach to address opioid crisis, drug overdose (including prescription drugs) and homelessness problems.  Research ADU and affordable ADU incentive programs.

ORGANIZATIONAL EFFECTIVENESS
Human Resource Management /Staff Engagement & Effectiveness 29 ORGANIZATIONAL EFFECTIVENESS
A. Human Resources Management / Staff Engagement &
Effectiveness

1. Staff Engagement and Effectiveness
FY 2022/23 Objective: To continue to be a strategic City partner and to promote and empower a positive work environment where staff and the organization are prepared to rethink processes and welcome innovation to provide more efficiency.

Key Tasks:
 Continue the City’s practice and approach to fair and consistent hiring practices that consider trust, inclusiveness, transparency and succession planning.  Encourage Staff to see the big picture and to be innovative, responsible and effective teams while working towards the same defined goals while creating a positive atmosphere for coworkers and the community.
 Continue to display and promote ethical behavior in all official duties and personal affairs. Hold Staff accountable, instill accountability into operations, and continue to communicate and implement ethical standards and guidelines to others.  Conduct mandatory training for all (100%) permanent City employees.

Estimated Cost: Staff time

ORGANIZATIONAL EFFECTIVENESS
Administration & Services
30 B. Administration and Service

1. Implement Performance Measurement Program (Timeframe: Ongoing) FY 2022/23 Objective: To continue implementation of a comprehensive performance measurement program to evaluate service delivery, cost efficiency, and customer satisfaction.

Key Tasks:
 Complete analysis of FY 2021/2022 performance measures and report results and action plan to City Council in the FY 2022/2023 Budget.  Develop additional measures as appropriate to cover full range of City services.  Identify appropriate community survey tool(s) to evaluate customer satisfaction that match with the performance measurement goals.
 Develop Citizen Commission Performance Measures.
 Recognize/Evaluate existing Committees/Commissions and un-official Committees/Commissions.

Estimated Cost: Staff time

2. Online Software Permit Tracking System
Summary: Staff researched various online permit tracking systems in an effort to help streamline the permit process and online payments for a variety of services including business certificates, building permits, parking citations, code violations etc. that would allow for online payments and tracking. This service would allow for an easier and more efficient process for the community and City Staff. Currently, the City only allows online credit card payments for Summer Day Camp and Junior Guard registration, so this service will expand our online services while providing better customer service to our community. In June of 2017, the City Council authorized the purchase of TRAKiT software and Staff has been working with Central Square to create the tracking program for the City. The City went live with the TRAKiT program in July 2019.

As part of the TRAKiT program, the City also purchased “My Community”, which is a stand-alone smart phone app that works with the City’s website to include relevant information for residents including City contacts, calendar of events and information regarding City government departments and services. In addition, it allows for the community to report location-specific issues such as graffiti, potholes, trash accumulation and broken sidewalks instantaneously to Staff. This program will create

ORGANIZATIONAL EFFECTIVENESS
Administration & Services
31 a more efficient and effective way to report issues of concern to the appropriate Staff to correct. The My Community app was available to the community in November 2018.

FY 2022/23 Objective: Implement a City-wide permit tracking system that will automate permits, licenses, and other business activities, accept credit card payments, allow customer access to view the status of applications and apply or renew business certificate and permits on-line. Staff will also prepare a report to Council at least twice a year on the My Community app including such things as usage, response time and highest reported issues.

Key Tasks:
 Implement an on-line application process for business certificates and permits.  Implement the ability for customers to pay for business certificate applications and renewals and permit applications online using a credit card.  Research potential to include an “Other” tab in the My Community mobile application (app) to allow residents to submit reports on things not already included.
 Research the potential to include an option to report an Act of Kindness on the My Community app.

Estimated Costs: Initial cost of software purchase was approximately $196,000 with annual maintenance costs of $38,000-$40,000.

3. Web-Based Online Onboarding and Performance Evaluation Program Summary: Implemented a Citywide online Onboarding system “Onboard” through NeoGov. Built to support the public sector’s compliance requirements, Onboard ensures day-one readiness for new employees and, expedites productivity. The program has provided more efficiency in the new hire process and has reduced waste by eliminating the need to print and copy many forms, brochures, etc. All necessary information in now accessible online to new hires and employees.

FY 2022/23 Objective: Implement and train Staff on use of the City’s online Performance Management software “Perform” through NeoGov.

Key Tasks:. Rollout and training to be completed by December 31, 2022.

Estimated Costs: On-going costs will be based on annual subscription chosen.

ORGANIZATIONAL EFFECTIVENESS
Unprioritized Organizational Effectiveness Issues Communications & Technology 32 C. Communications & Technology

1. Social Media (Timeframe: Ongoing)
Summary: The City continues to successfully utilize social media to engage the community. Staff is analyzing the potential to start department specific social media accounts to better focus on new and special events that the community may desire.

This might occur first for promoting specific programs like the Junior Lifeguard Program, Summer Day Camp Program and the City’s Special Events.

FY 2022/23 Objective: Continue Staff communication through social media outlets by sending information regarding City activities, news and events through Facebook and Twitter. There will be a concentrated effort to increase social media presence of City programs, events and initiatives, specifically with the City of Kindness Initiative.

Key Tasks:
 Continue utilizing Facebook and Twitter for City activities, news and events.  Continue ongoing research on the latest and most valuable social media outlets for City use.
 Update the City’s Social Media and Computer Policies.  Schedule social media campaigns to showcase community events, public art and recreational opportunities.
 Increase community engagement by growing the accounts and providing useful and exciting information and posts.

Estimated Costs: Most of the social media tasks are completed by in-house Staff.

The City does pay approximately $60 a month for the eBlast notification system, but Facebook and Twitter are free applications.

2. Cyber Security Expansion- Awareness Training, Business Continuity & Disaster Recovery
Summary: The City’s current Cyber Security Awareness Initiative is in need of growth to increase protection across the City’s technology infrastructure. With the deployment of new technologies in place, it is recommended the City continue ongoing tasks related to information security awareness, along with continued reinforcement of information systems processes and procedures.

FY 2021/222022/23 Objective: In addition, implement enhanced cybersecurity training tactics in the form of fake malicious e-mails and set up necessary training to increase Staff awareness.

ORGANIZATIONAL EFFECTIVENESS
Unprioritized Organizational Effectiveness Issues Communications & Technology 33 Key Tasks:
 Budget for software and infrastructure costs in addition to renewals.  Continually refine Disaster Recovery/ Business Continuity plan as systems develop.
 Install, setup, test network infrastructure hardware.  Identify and prioritize cybersecurity training modules to key Staff.  Implement strategy to understand and confirm outside agencies, like EsGil, have robust cybersecurity practices and procedures if they store City data.

Estimated Costs: Staff is currently researching potential costs but early estimates are approximately $25,000 for hardware/software purchase and implementation.

3. Unified Communications
Summary: The City’s current communications infrastructure is in need of unification and continued growth to increase productivity for Staff and accessibility from both Staff and the public. Currently, all City buildings are in the process of obtaining fiber optic connection points, allowing us to put in place necessary unified communication infrastructure. However, the City’s current broadcast capability in the Council Chambers is in need of upgrades that will provide increased visibility within the Chambers.

FY 2022/23 Objective: Explore options for updating current City Council Chambers Audio/Visual broadcasting system. Additionally, unify Staff telephone system with Office 365 application Teams to increase accessibility for Staff.

Key Tasks:
 Reduce telecommunications costs by migrating T1 Primary Rate Interface (PRIs) to Session Initiation Protocol (SIP) trunks.
 Budget for and implement system upgrades with Council Chambers broadcast system.
 Integrate Office 365 application Teams with Staff phone system.  Implement WiFi at all public facilities.

Estimated Costs: Staff is currently researching potential costs. A phased approach will be brought to Council for consideration.

ORGANIZATIONAL EFFECTIVENESS
Unprioritized Organizational Effectiveness Issues Communications & Technology 34 4. BlueBeam Implementation
Summary: The City continues to explore technology implementation that has the potential to streamline permit processing and improve Staff’s efficiency and effectiveness when reviewing plans. BlueBeam is a software that several other North County jurisdictions have begun using to improve organizational effectiveness. It allows for tracking and comparing of plans during each phase of submittal across multiple disciplines which helps with collaboration and communication amongst staff, applicants, architects, engineers, etc.

FY 2022/23 Objective: Implement use of BlueBeam software and expand existing electronic submittal processes.

Key Tasks:
 Test BlueBeam software.
 Research best practices from other jurisdiction’s implementation of BlueBeam.  Prepare process and procedures for BlueBeam submittals.  Coordinate BlueBeam implementation with 3rd party consultants that will also be expected to use BlueBeam as part of the City’s review process.  Coordinate and implement on-going hardware upgrades (computers, monitors, etc.) so that Staff may make the best use of BlueBeam.

Estimated Costs: Estimated costs are unknown at this point. Staff is in the early stages of exploration but will research costs and bring back to City Council at a later date.

ORGANIZATIONAL EFFECTIVENESS
Unprioritized Organizational Effectiveness Issues Communications & Technology 35 D. City Initiatives

1. City of Kindness Coalition
Summary: City of Kindness is a coalition of organizations working to inspire kindness in the world. Organizations involved in the coalition hope to affect meaningful change among schools, professionals, young people, elected officials and companies. City of Kindness is a project of the Social Impact Fund, a non-profit public charity that supports projects and campaigns that work to advance social good and make a positive difference in the world-at-large.

FY 2022/23 Objective: The objective is to make the world a better place by increasing the amount of kindness in it. Mayors across the country have come together to challenge the nation to adopt a culture of kindness in our cities, businesses and schools through acts of kindness. Now that the City is officially a part of the coalition, Staff will continue to work with the community group to promote the program and assist with events, as necessary.

Key Tasks:
 Continue to promote the coalition.
 Continue to encourage acts of kindness throughout the community and encourage people to track and submit these acts of kindness to the Kindness Counter link on the City’s website.
 Work with City Council Subcommittee and community group to refine the priorities for FY 2022/23 for implementation.

Estimated Cost: Staff time

2. Promote an Unbiased and Inclusive Environment
Summary: In the wake of major social and political changes over the past decades, employers are taking steps to increase diversity, equity, and inclusion at the workplace. Studies have shown diversity and inclusion are much more than a legal or moral requirement; it is also a competitive advantage.

FY 2022/23 Objective:
 Foster and promote an inclusive culture.
 Enhanced employee engagement and retention.
 Communicate goals and measure progress.

ORGANIZATIONAL EFFECTIVENESS
Unprioritized Organizational Effectiveness Issues Communications & Technology 36 Key Tasks:
 Develop evidence-based Ideas to increase diversity, equity, and inclusion in the Workplace.
 Develop a City Policy/Committee.
 Ongoing training for all employee levels and any new hires on “Unconscious Bias and Diversity”.

Estimated Cost: Staff time and training costs.

3. Age Friendly Communities Action Plan
Summary: The population of the United States is rapidly aging and Solana Beach has one of the oldest populations in San Diego County. The San Diego Foundation, in close partnership with the American Association of Retired Persons (AARP) and San Diego State University, has funding and assistance to help cities develop and implement an Age-Friendly Communities Program that works with stakeholders and local governments to promote programs and system-level changes that create more livable environments for residents of all ages and abilities. The Age-Friendly Communities Program addresses the various needs of older adults, such as:
 Transportation
 Housing
 Outdoor Spaces and Buildings
 Community Support and Health Services
 Respect and Social Inclusion
 Communication and Information
 Social Participation
 Civic Participation and Enjoyment
The San Diego Foundation is committed to assisting cities with the adoption of agefriendly action plans throughout the region.

FY 2022/23 Objective:

To work with the San Diego Foundation, AARP, San Diego State University and local stakeholders to develop an Age-Friendly Action Plan for Council approval.

Key Tasks:
 Conduct an inventory of policies and current plans related to livable domains to understand opportunities and gaps.
 Administer an assessment to create the baseline and provide direction.  Use the survey results to identify high-priority issues.

ORGANIZATIONAL EFFECTIVENESS
Unprioritized Organizational Effectiveness Issues Communications & Technology 37  Execute listening sessions to allow input from diverse community voices.  Share community input with all stakeholders. Solicit feedback, garner support and draft an action plan.
 Aggregate the input from residents, community stakeholders, staff, and others.  Develop the final draft for Council approval.

Estimated Cost: Staff time. The City was approved for a grant through the San Diego Foundation to fund assistance with conducting the community meetings and drafting the final Action Plan. The local partners will be the San Diego Foundation, AARP and San Diego State University who will all work with City Staff to accomplish the tasks leading up to the final Action Plan.

4. The Mayors’ Monarch Pledge
Summary: The monarch butterfly is an iconic species whose eastern populations have declined by 90% and western populations by 99% in recent years. Through the National Wildlife Federation's (NWF) Mayors' Monarch Pledge, U.S. cities, municipalities, and other communities are committing to create habitat for the monarch butterfly and pollinators, and to educate residents about how they can make a difference at home and in their community. Mayors who have taken the Mayors’ Monarch Pledge must commit to implement at least three of 30 action items outlined on the NWF website (nwf.org/MayorsMonarchPledge) every year the pledge is taken. At least one action must be taken from the “Program & Demonstration Gardens” section. Mayors that complete eight or more actions will receive special recognition as part of the National Wildlife Federation’s Mayors’ Monarch Pledge Leadership Circle, and those that complete 24 or more actions will be recognized as a Monarch Champion. In addition, the City must report on its progress of implementing these actions annually including details about the event such as who was engaged, how many individuals engaged and how many milkweed or pollinator-friendly native nectar plants were planted over how large an area. The City first took the pledge for the 2021 program year and renewed its pledge for the 2022 program year.

FY 2022/23 Objective:

Implement at least three Monarch action items and compile the annual report detailing how they were implemented to remain in good standing with the Mayors’ Monarch Pledge guidelines.

Key Tasks:
 Implement projects to fulfill the following three action items:
o Engage with the SeaWeeders to support monarch butterfly conservation.

ORGANIZATIONAL EFFECTIVENESS
Unprioritized Organizational Effectiveness Issues Communications & Technology 38 o Engage with the SeaWeeders and other partners to plant native milkweeds and nectar-producing plants in locations like the Coastal Rail Trail, at the La Colonia Community Center, and other city-owned properties. o Add or maintain native milkweed and nectar producing plants in community gardens and at the El Jardin de los Ninos at the La Colonia Community Center.
 Prepare annual report about progress on the above three actions including statistics on numbers of plants purchased or planted.

Estimated Cost: Staff time, maintenance cost for plants and any costs for new plants purchased by the City.

5. Blue City Certification
Summary: The Blue City Network is a certification system that recognizes cities, towns, and counties that demonstrate their communities’ commitment to healthy waterways and oceans. Participants gain access to proven resources and blueprints provided by top environmental nonprofits, cities, and governmental agencies. Upon certification, participants become part of the Blue City Network
FY 2022/23 Objective:

Maintain membership in the network of cities and counties and be willing to implement, collaborate, and share information on jurisdictional sustainability programs across four solution areas: waste minimization, climate protection, and resilience, healthy ecosystems, and water quality and efficiency.

Key Tasks:
 If required, complete a detailed re-assessment questionnaire to renew membership.

Estimated Cost: Staff time.

ORGANIZATIONAL EFFECTIVENESS
Unprioritized Organizational Effectiveness Issues Communications & Technology 39 E. Unprioritized Organizational Effectiveness
Issues
 Government Transparency – Open Meetings – Maintain compliance with the Brown Act to provide information and access to public meetings. Records Management - Sustain and improve the City’s records management plan to ensure efficient and effective access and retention of City records for the purpose of identifying, protecting, and preserving the official history of City actions.  Development of City Donation, Dedication and Memorial Policies.  Research the potential to improve the Community Grant Program by collaborating with other organizations to increase the amount of resources.  Analyze the potential to implement free “Wi-Fi” zones at public locations. Staff is currently analyzing the ability to provide free Wi-Fi zones at Fletcher Cove Park and adjacent beaches as well as at La Colonia Park.
 Explore implementing an electronic Council Agenda/Staff Report program/process that is text searchable and can be downloaded as an entire packet. In addition, explore the possibility of having Staff Reports “text searchable”.
 Continue efforts to facilitate paperless City Council meetings.

ENVIRONMENTAL SUSTAINABILITY
Policy Development
40 ENVIRONMENTAL SUSTAINABILITY
A. Policy Development

1. Climate Action Plan Update
Summary: The City has made considerable progress on many measures identified in the Climate Action Plan (CAP) which was adopted in July 2017. Major highlights include the establishment of a regional Community Choice Aggregation (CCA) program; the adoption of a reach code ordinance to decarbonize buildings and increase Electric Vehicle (EV) infrastructure; implementation of Senate Bill 1383 which will curtail methane emissions from landfills. According to the latest GHG Inventory completed for 2018 by the San Diego Association of Governments (SANDAG) in conjunction with the Energy Policy Initiatives Center (EPIC), emissions in the City have dropped approximately 40% below the levels first measured in 2010.

The CAP’s goal is to reduce emissions from 2010 levels by 50% by 2035.

Section 5.3 of the CAP states the City will update the Plan every five years, therefore 2022 is the year the City should undergo a revision to its CAP which is opportune, because since 2017 decarbonization technologies and trends have been refined to support GHG reductions and the City could formally incorporate those into a new CAP.

FY 2022/23 Objective:

Issue RFP and select a Consultant to complete a CAP revision. Gather the latest best scientific practices and capitalize on regional knowledge and coalition groups to identify effective CAP target measures that can be effectuated by the City as well as ones that would require the City’s participation in Regional actions. Make progress on the key measures identified in the summary above and that are called out separately in the sections that follow.

Key Tasks:
 Continue regional sustainability work with local governmental agencies, non-profit organizations and environmental groups including the County’s Decarbonization Framework, SANDAG, San Diego Foundation, the Climate Collaborative and the North Coast Energy Action Collaborative to collaborate on regional sustainability efforts.
 Continue following state and federal legislation.
 Implement any CAP measures from the old plan or a revised one, if adopted during this Work Plan year, that Council determines should have priority.

ENVIRONMENTAL SUSTAINABILITY
Policy Development
41  Continue to educate the community on issues related to environmental sustainability measures identified in the CAP through the website, social media, electronic communications and activities/events throughout the year.  Continue to negotiate with SDG&E to purchase remaining street lights and retrofit with LED technology.
 Include a Social Equity Chapter in the CAP revision.
 Follow and stay involved with regional efforts for the next CAP revision process.

Estimated Costs: Staff estimates that costs for a consultant to update the City’s CAP could be approximately $50,000, but once proposals are officially submitted, Staff will provide more accurate cost figures to City Council.

5. Continue Compliance Requirements for Solana Energy Alliance (SEA) and Continue Growth and Establishment of Clean Energy Alliance (CEA) Summary: The City Council has been very active and supportive in promoting the formation of a local Community Choice Aggregation (CCA) program. The environmental and economic benefits of a successful CCA are well documented, and the City is on the forefront in San Diego County on this issue. The City Council gave the final approval to launch SEA in February, 2018 and the rates were approved in March, 2018. SEA officially launched in June 2018, making it the first CCA in San Diego County. SEA has been operating for close to three years and is in the process of transitioning to the Clean Energy Alliance (CEA) with the cities of Carlsbad and Del Mar. SEA will have achieved all of its top priorities including providing a higher renewable portfolio percentage (50% renewable energy, 75% greenhouse gas (GHG) free product) than San Diego Gas and Electric (SDG&E), maintaining local control and saving its customers close to $500,000 during the life of the program. The City is extremely proud that it was successful in launching the first CCA in the County and leading the way to the launch of two new CCA JPA’s in the region. Much of the focus for FY 2022/23 will be accomplishing the tasks necessary to wind down SEA and to expand CEA.

FY 2022/23 Objective: Continue compliance requirements of the Solana Energy Alliance (SEA) mandated by the CPUC. In addition, work with the CEA Board to accomplish the necessary tasks to maintain the successful launch and implementation of CEA in 2022/23.

Key Tasks:
 Continue working with the selected consultant team (The Energy Authority and Calpine Energy Solutions) to manage the ongoing compliance requirements of SEA that will extend into 2023.

ENVIRONMENTAL SUSTAINABILITY
Policy Development
42  Continue regulatory filings.
 Continue monitoring legislation for possible action.
 Continue to explore the potential to increase the baseline RPS of CEA to eventually reach the 100% RPS goal by 2035. CEA has incorporated incremental (~2%) annual increases to the RPS in its Integrated Resource Plan (IRP), as well as the pro forma, to achieve 100% by 2035.
 Continue to work with the CEA Board and consultant team to accomplish the necessary tasks to implement and expand CEA in 2022/23.

Estimated Costs: The structure of the SEA program was for the consultant team to bear the costs of the formation and launch of the program and the program will repay those initial costs with revenue from the program, At no point will the City’s General Fund be at risk due to the launch and operation of the CCA. Periodic reports have been presented to the City Council to track the costs and revenue of the program. It is anticipated that all City up-front costs for direct services have been paid.

With the formation of CEA, the City committed $150,000 along with the cities of Carlsbad and Del Mar (for a total of $450,000) for initial costs to accomplish the tasks necessary for the successful launch of CEA. It is anticipated that those costs will be repaid to the respective cities as soon as revenues are available after CEA launch, but no later than 36-months after the launch date. The CEA Board will also consider other earlier repayment options such as securing payment from the banking partner once selected.

6. Increase Recycled Water Infrastructure Throughout City Summary: The City is extremely interested in increasing the recycled water infrastructure throughout the City to maximize the distribution of recycled water that is produced at the SEJPA facility and reduce the demand on imported, energy intensive, potable water. In addition, the City will support the SEJPA and its efforts to develop a potable water reuse program.

FY 2022/23 Objective: Research and analyze the ability to bring recycled water further into the City for potential commercial properties, park/medians and for all City facilities. Encourage private properties (such as condos along Via de la Valle) to hook up to recycled water where it is available. In addition, the City should target areas that are already “water-wise” and implementing measures to reduce water use (installation of drought tolerant landscaping, low flow irrigation, etc.) so the City is not promoting the use of more water. Finally, the City should encourage the continued exploration of potable reuse.

Key Tasks:

ENVIRONMENTAL SUSTAINABILITY
Policy Development
43  Budget for ongoing infrastructure costs after project completion for such things as the replacement of sprinkler heads and other assorted needs.  Develop project ready plans for any future grant opportunities.  Continue dialogue with property owners and HOAs along Via de la Valle about connecting to the new recycled water line.
 Identify and prioritize areas to target for recycled water infrastructure improvements.

Support SEJPA and its efforts to develop a potable reuse program.

Estimated Costs: TBD based on future identified and approved projects.

7.6. Complete and Update Reach Codes for the 2022 Building Code Cycle Summary: The City Council approved a Reach Code ordinance for the 2019 triennial Building Standards Code adoption cycle. State law requires a new edition of the California Building Code every three years. The primary purpose for this cycle is to adopt and amend for California the most recent editions of national model codes, such as the International Building Code, National Electrical Code, Uniform Plumbing Code, and others. Locally adopted amendments, also known as Reach Codes, must therefore be re-adopted for each new tri-annual update and must be submitted and filed with the State
FY 2022/23 Objective: Research and adopt Reach Codes for the 2022 Building Cycle so that they go into effect when the new Building Code goes into effect on January 1, 2023. Formulate Reach Codes that further the City’s decarbonization goals and reflect the best practices and policies available to further this mission.  Work with pro-bono consultants and utilize other no-cost resources including the SDGE Reach Code Team members to develop Reach Codes for the 2022 Building Code Cycle.
 Perform outreach to receive input about the proposed Reach Codes.  Coordinate with other cities in the region to foster uniformity in policies.

Estimated Costs: No costs currently identified and most likely will be completed by Staff without additional Consultant expenditures.

8.7. Plastic Use Restrictions
Summary: The City adopted a robust single-use plastics ordinance in 2019 and most provisions of the ordinance were slated to go into effect in 2020. However, the COVID-19 pandemic paused efforts to educate businesses and enforce the

ENVIRONMENTAL SUSTAINABILITY
Policy Development
44 ordinance as local businesses faced unprecedented economic challenges.

Considerable effort to educate businesses and residents is still required to ensure compliance so that plastics and other single-use items are successfully diverted from the environment and/or the waste stream. In addition, internal City policies and procedures need to be monitored to ensure compliance by the City with ordinance requirements. Special effort needs to be made to analyze and identify how the City can support water-bottle-free events on City property by ensuring easy to access water hook-ups for drinking stations at major events and access to water bottle filling stations on City property in general.

FY 2022/23 Objective: Plan and execute an education and outreach campaign so that the requirements of the new ordinance are well-understood and successfully implemented. Monitor implementation efforts and identify challenges. Consider options to ensure that for events on City property that there is drinking water availability either through the installation of water stations, providing access to potable water hookups and electricity if vendors wish to supply their own water stations or help event organizers identify other alternatives to bottled water.

Key Tasks:
 Consider Consultant assistance to initiate a public outreach and education campaign. After the outreach, implement a code enforcement campaign to ensure compliance.
 Review and update City purchasing procedures to ensure compliance.  Educate City Staff about the new restrictions.
 Continue communication with the business community and residents to ensure compliance.
 Continue to conduct outreach to the community.
 Identify any compliance challenges and assist efforts for businesses to comply through outreach and educational materials.
 Consider and identify or help coordinate drinking water alternatives to bottled water for events occurring on City property.

Estimated Costs: Potential Consultant costs if the City outsources the education and outreach efforts. Staff time and potential increased water and electricity costs if City potable water hookups are offered to event organizers or if water stations are provided by the City. The City has identified and prioritized the installation of water filling stations at public facilities and the utilization of annual grants to fund the projects.

ENVIRONMENTAL SUSTAINABILITY
Policy Development
45 9.8. Electric Vehicle Infrastructure and Incentives
Summary: The City would like to explore policies that would add to the electrical vehicle charging infrastructure in the City and region and promote policies which would increase and facilitate the use of electric vehicles by residents for daily transportation needs. This item is addressed in Measures T-1, T-5, T-8 and T-10 in the CAP.

The City accomplished a major milestone with the adoption of the Energy Reach Codes which included required EV infrastructure installations in new and significantly remodeled development. This will significantly increase the much needed infrastructure throughout the community and hopefully spur further implementation in public spaces.

FY 2022/23 Objective: Continue to explore State and Federal incentives for electric vehicles and electric vehicle charging infrastructure, especially in public spaces, and promote within the City.

Key Tasks:
 Identify eligible parking spots on city-owned lots for conversion to preferred parking for EV and AFVs.
 Conduct outreach to the City’s businesses and commercial property owners to encourage the conversion of private parking spaces to EV and AFV preferred parking.
 Research and apply for EV charging station grants if available.  Strive over time to convert municipal gasoline fueled vehicle fleet to EV’s to achieve 50% gasoline reduction.

Estimated Costs: Staff time and potential consultant costs if the City continues to explore future building code amendments to address this item, which could require technical expertise.

10.9. City Facility Energy Efficiency and Decarbonization Upgrades Summary: There is an opportunity for City facilities to lower energy usage through the installation of more energy efficient lighting, HVAC systems, new windows and potentially installing photovoltaics and/or battery storage systems. There are also potentially some funding mechanisms available to fund these sorts of projects.

FY 2022/23 Objective: In consultation with Energy Efficiency Consultants, evaluate energy efficiency upgrade options for City facilities and their initial costs and potential

ENVIRONMENTAL SUSTAINABILITY
Policy Development
46 future cost savings. Research funding options for any cost-efficient and energy saving projects.

Key Tasks:
 Draft and issue a RFP for an Energy Efficiency Consultant to evaluate potential energy projects for City facilities.
 Select an Energy Efficiency Consultant to develop a plan for projects at City facilities.
 Bring Energy Efficiency Plan to Council for consideration.

Estimated Costs: Total costs unknown and would be determined after identifying the scope of the project.

11.10. Green Infrastructure Considerations for Climate Resiliency and Adaptation
Summary: The City’s most recently adopted Climate Adaptation Plan calls for the use of green infrastructure to improve climate resiliency. Runoff from stormwater continues to be a major cause of water pollution in urban areas. It carries trash, bacteria, heavy metals, and other pollutants through storm sewers into local waterways. Heavy rainstorms can cause flooding that damages property and infrastructure.

Historically, communities have used gray infrastructure—systems of gutters, pipes, and tunnels—to move stormwater away from where we live to treatment plants or straight to local water bodies. The gray infrastructure in many areas is aging, and its existing capacity to manage large volumes of stormwater is decreasing. To meet this challenge, many communities are installing green infrastructure systems to bolster their capacity to manage stormwater. By doing so, communities are becoming more resilient and achieving environmental, social and economic benefits.

Basically, green infrastructure filters and absorbs stormwater where it falls. In 2019, Congress enacted the Water Infrastructure Improvement Act, which defines green infrastructure as "the range of measures that use plant or soil systems, permeable pavement or other permeable surfaces or substrates, stormwater harvest and reuse, or landscaping to store, infiltrate, or evapotranspirate stormwater and reduce flows to sewer systems or to surface waters." Green infrastructure elements can be woven into a community at several scales.

FY 2022/23 Objective: Increase the City’s tree canopy and plant areas to support local pollinators and other native animal species. Increase the use of green infrastructure citywide by considering the use of green infrastructure for all City and private developer projects. The size of the project should be taken into consideration

ENVIRONMENTAL SUSTAINABILITY
Policy Development
47 when analyzing and requiring green infrastructure above and beyond what is mandated.

Key Tasks:
 Adopt a green infrastructure handbook to guide public and private project implementation in the City.

Estimated Costs: The cost of planting new trees or plant areas and incorporating green infrastructure will be assessed on a project by project basis.

12.11. Senate Bill (SB) 1383 Implementation
Summary: SB 1383 is considered to be the most significant waste reduction mandate to be adopted in California in the last 30 years and went into effect January 1, 2022. SB 1383 establishes new requirements for local governments which state that cities must: 1) provide organic waste collection to all residents and business; 2) establish an edible food recovery program that recovers edible food from the waste stream; 3) conduct outreach and education to affected parties; 4) evaluate the City’s capacity to implement SB 1383; 5) procure recycled organic waste products like compost, mulch, and renewable natural gas (RNG); inspect and enforce compliance with SB 1383; and 6) maintain accurate and timely records of SB 1383. The City is in compliance with all mandates, but continued compliance will still require considerable Staff time to implement. Most of the time will be required for education, compliance review, inspections, record keeping and outreach.

The City has been meaningfully coordinating with Regional Solid Waste Association (RSWA) cities to tackle several tasks as a region which has allowed the City to implement several requirements without expenditures from the City’s General Fund.

FY 2022/23 Objective: Continue implementation and monitoring of all SB 1383 program components including City purchasing requirements; reporting requirement; record-keeping requirements; education & outreach and enforcement.

Key Tasks:
 Reach out and educate all food generators who must comply with the edible food donation requirements of SB 1383.
 Complete all state-required reporting and capacity planning.  Monitor compliance and manage waiver process for those businesses who seek an exemption from either the organics recycling or edible food donation requirements.
 Ensure City’s recycled paper procurement policies are followed and documented.

ENVIRONMENTAL SUSTAINABILITY
Policy Development
48  All other tasks associated with SB 1383 compliance including development of a process for inspection and enforcement which needs to be in effect no later than 1/1/2024.

Estimated Costs: Staff time and potential program implementation costs not currently known or identified. Staff will return to Council when these potential costs are identified for consideration. Staff has begun to work with RSWA to develop a collective strategy with the goal to reduce costs for local cities by working together.

Future inspection and enforcement costs are unknown.

ENVIRONMENTAL SUSTAINABILITY
Capital Projects
49 B. Capital Projects

1. Major Storm Drain System Improvement Projects
Summary: There are a number of storm drain systems throughout the City that are in need of improvements/upgrades. This project provides ongoing design and construction of several additional storm drain system improvements throughout the City based on a priority ranking determined by Staff. A project was also completed in FY 2021/22 to line or replace several Corrugated Metal Pipes that were in the worst condition.

FY 2022/23 Objective: Improve storm drain infrastructure throughout the City.

Key Tasks:
 Identify priority projects.
 Complete design.
 Conduct public bidding process for major projects.
 Construct improvements.
 Develop details for the next project.

Estimated Cost: Estimated total cost of $ $300,000 for storm drain improvements in FY 2022/23.

2. Increase Recycled Water Infrastructure Throughout City and Promote the Transition to a Potable Reuse Program
Summary: When practicable and cost-effective, Tthe City is extremely interested in increasing the recycled water infrastructure throughout the City to maximize the distribution of recycled water that is produced at the SEJPA facility and reduce the demand on imported, energy intensive, potable water. In additionFor long-term planning, the City will support the SEJPA and its efforts to develop a potable water reuse program.

FY 2022/23 Objective: Research and analyze the ability to bring recycled water further into the City for potential commercial properties, park/medians and for all City facilities in areas that are practicable and cost-effective. Encourage private properties (such as condos along Via de la Valle) to hook up to recycled water where it is available. In addition, the City should target areas that are already “water-wise” and implementing measures to reduce water use (installation of drought tolerant landscaping, low flow irrigation, etc.) so the City is not promoting the use of more water. Finally, and most importunately, the City should encourage the continued exploration of potable reuse.

ENVIRONMENTAL SUSTAINABILITY
Capital Projects
50 Key Tasks:
 Budget for ongoing infrastructure costs after project completion for such things as the replacement of sprinkler heads and other assorted needs.  Develop project ready plans for any future grant opportunities.  Continue dialogue with property owners and HOAs along Via de la Valle about connecting to the new recycled water line.
 Identify and prioritize areas to target for recycled water infrastructure improvements.
 Support and promote SEJPA and its efforts to develop a potable reuse program.

Estimated Costs: TBD based on future identified and approved projects.

ENVIRONMENTAL SUSTAINABILITY
Unprioritized Environmental Sustainability Issues
51 C. Unprioritized Environmental Sustainability
Issues
 Implement Measure T-10 of the CAP to increase bicycle lanes in the City to a total 17 miles of bike lanes. Currently, there are approximately 15.3 miles of bike lines in the City.
 Explore energy storage at City facilities.
 Implement policies that support energy storage and microgrids.  Prepare strategy for net zero carbon citywide.
 Summarize and implement lessons learned from the Coronavirus emergency.  Bike Share/Car Share Program – Monitor the implementation of the BCycle program in Encinitas and analyze the potential to expand that into Solana Beach.

Staff continues to participate in regional meetings held by SANDAG and will monitor the program in Encinitas before deciding how to move forward, if necessary. Staff will also engage the local bike shops for interest in a program when appropriate.
 Monitor the beach report card grades for Seascape Sur to see if additional actions need to be taken at that storm drain outlet.
 Develop an educational flyer for residents that live on or next to slopes on how to properly design and landscape slopes to protect them during storm events.  Continue to use the latest available organic and nonchemical pesticides and eliminate any use of rodenticides in City’s Parks, rights of ways and public facilities.
 Research grant funding opportunities for EV charging infrastructure, including SANDAG.

FISCAL SUSTAINABILITY
Economic Development
52 FISCAL SUSTAINABILITY
A. Economic Development

1. North County Transit District (NCTD) Property Planning & Related Issues Summary: NCTD issued a second Request for Proposals (RFP) in December 2014 and received four development proposals. The responses to this RFP were evaluated by a NCTD Selection Committee with local representation and a selected Development Team was recommended to the NCTD Board. In 2017, NCTD entered into an Exclusive Negotiation Agreement (ENA) with the selected developer and a pre-application review was completed by Community Development Staff on December 21, 2017. Due to several factors, NCTD terminated the ENA in 2018.

Since that time, City Staff and NCTD have been discussing future disposition and development of the property.

FY 2022/23 Objective: Finalize discussions and negotiations with NCTD in order to facilitate planning and public agency use/development of the NCTD site and related public parking. The City would eventually take the lead on facilitating a new RFP process for the property. The total project area includes the entire NCTD property, including the open space area at the corner of Lomas Santa Fe and North Cedros.

Key Tasks:
 Complete negotiations with NCTD for disposition of property to explore public agency use/ development.

FISCAL SUSTAINABILITY
Facility Asset Management
53 B. Facility Asset Management

1. Facilities/Asset Replacement Master Plan
Summary: The purpose of such an analysis and establishment of the fund will be to identify costs for the replacement or renovation of City facilities and assets, including buildings, beach stairs, and the Lomas Santa Fe bridge, among other things.

FY 2022/23 Objective: The City has completed a preliminary condition assessment and associated costs for all City facilities. Starting in FY 2014/15 through FY 2021/22, Council has authorized a total of $1,146,600 for this Master Plan. The FY 2022/23 objective is to keep funding this Master Plan and completing necessary maintenance projects at City facilities.

Key Tasks:
 Update City facility/asset inventory list.
 Prioritize maintenance and replacement costs.
 Continue funding this item on an annual basis.

Estimated Costs: The costs to fund the facility maintenance and replacement are significant and $25,000 will be recommended in the FY 2022/23 Budget, pending final budget outlook.

FISCAL SUSTAINABILITY
CalPERS Future Liability
54 C. CalPERS Future Liability

1. Proactively Pursue Measures to Reduce CalPERS Future Liabilities Summary: Council established a PARS Pension Trust Fund in FY 2015/16 to fund Pension liabilities to initiate this objective. Council approved the PARS Trust Fund in October 2015 and has appropriated a total of $2,913,125 for unfunded pension liabilities through FY 2021/2022. Including contributions and investment earnings, the pension liabilities fund had an account balance of $3,795,397 as of December 31, 2021. The purpose of the establishment of this Trust would be to pay down the CalPERS unfunded future liability quicker and provide less volatility which would lower the overall costs to the City.

FY 2022/23 Objective: Continue to fund and/or establish an on-going budget line item to reduce CalPERS pension obligations.

Key Tasks:
 Continue funding the PARS Trust Fund in FY 2022/2023.  Consider the development of a Council Pension Funding Policy to address the City’s long-term pension obligations.

Estimated Costs: TBD. Council has requested Staff incorporate a funding mechanism into the annual budget process to continue to fund the Trust.

FISCAL SUSTAINABILITY
OPEB Future Liability
55 D. OPEB Future Liability

1. Proactively Pursue Measures to Reduce Other Post-Employment Benefits (OPEB) Future Liabilities
Summary: Council established and is funding a PARS Post-Employment Benefits Trust Fund in FY 2015/16 to fund Other Post-Employment (Health) Benefits (OPEB) liabilities to initiate this objective. Council approved the PARS Trust Fund in October 2015 and has appropriated through FY 2021/2022 a total of $1,101,581 for unfunded OPEB liabilities. Including contributions and investment earnings, the OPEB liabilities funds had an account balance of $1,418,417 as of December 31, 2021. The purpose of the establishment of this Trust would be to establish a long-term reserve to pay down the OPEB unfunded future liability quicker and provide less volatility which would lower the overall costs to the City.

Council approved as part of the FY’s, 2018/19through 2022/23 adopted budgets an amount for the City’s OPEB obligation. These amounts were equal to the actuarially determined contribution (ADC) for the fiscal years as determined by Bartel Associates, LLC. The ADC includes annual pay-as-you go benefit payments for retirees and PEMCHA administrative costs with the balance of the ADC being sent to the PARS Trust Fund for OPEB.

Establishing this funding mechanism in the adopted budgets resulted in a reduction in the City’s OPEB net liability by $2,131,014 from $4,454,874 in FY 2017/18 to $2,323,860 at June 30th, 2021.

FY 2022/23 Objective: Continue to fund an on-going budget line item equal to the ADC as determined by the OPEB actuarial valuation to address the City’s OPEB liability obligation.

Key Tasks:
 Continue funding the PARS Trust Fund in FY 2022/2023 pursuant to Council direction.

Estimated Costs: $322,000 has been included in the FY 2022/23 budget.

FISCAL SUSTAINABILITY
Unbudgeted Significant New Priority Items
56 E. Unbudgeted Significant New Priority Items

1. Transition from At-Large to District-Based Council Member Elections Summary: On February 20, 2018, the City received a letter asserting that the City’s at-large electoral system violates the California Voting Rights Act (CVRA) because it dilutes the ability of Latinos (a protected class) to elect candidates of their choice or otherwise influence the outcome of Solana Beach’s City Council elections as a result of racially polarized voting. The letter threatened litigation if the City declined to convert voluntarily to district-based elections for Councilmembers. On April 11, 2018, the City Council adopted Resolution 2018-042 declaring its intent to transition from at-large to district-based City Council elections and outlining the specific steps to facilitate the transition and estimating a timeframe for taking this action.

On July 10, 2018, City Council adopted Ordinance 488 establishing by-district electoral system for four city councilmembers as reflected on Map 410e and a separately elected Mayor. Beginning with the general municipal election in November 2020, Councilmembers will be elected in electoral districts consistent with Map 410e.

On November 3, 2020, the City conducted its first district Councilmember and separately elected Mayoral election. Districts 1 and 3 and a separately elected Mayor were elected. The City will hold Councilmember elections for Districts 2 and 4 in November 2022.

Key Task:
 Hold District 2 and 4 elections.

FISCAL SUSTAINABILITY
Unprioritized Fiscal Sustainability Issues
57 F. Unprioritized Fiscal Sustainability Issues
 Regional, State and Federal Funding opportunities for capital and redevelopment projects.
 Conduct a Transient Occupancy Tax (TOT) local hotel audit.  Research ways to make “downtown” more visitor friendly (i.e. QR Code program).
 Review the Fire Benefit Fee.
 Research ways to minimize Fire Department overtime costs.

HIGHLIGHTS OF SIGNIFICANT PROJECTS
Completed in Fiscal Years 20210/221
58 HIGHLGHTS OF SIGNIFICANT PROJECTS
A. Completed in Fiscal Years & 20210/221 (To be
updated with Final Work Plan)