Agenda packet — Solana Beach City Council, June 12, 2024 (part 1 of 2)

Solana Beach City Council Regular Meeting Agenda June 12, 2024 Page 1 of 7

CITY OF SOLANA BEACH

SOLANA BEACH CITY COUNCIL, SUCCESSOR AGENCY TO THE REDEVELOPMENT

AGENCY, PUBLIC FINANCING AUTHORITY, & HOUSING AUTHORITY AGENDA
Joint REGULAR Meeting
Wednesday, June 12, 2024 * 6:00 p.m.

City Hall / Council Chambers, 635 S. Highway 101, Solana Beach, California  City Council meetings are video recorded and archived as a permanent record. The video recording captures the complete proceedings of the meeting and is available for viewing on the City's website.  Posted Reports & Supplemental Docs contain records up to the cut off time prior to meetings for processing new submittals. Complete records containing meeting handouts, PowerPoints, etc. can be obtained through a Records Request.

PUBLIC MEETING ACCESS
The Regular Meetings of the City Council are scheduled for the 2nd and 4th Wednesdays and are broadcast live. The video taping of meetings are maintained as a permanent record and contain a detailed account of the proceedings. Council meeting tapings are archived and available for viewing on the City’s Public Meetings webpage.

WATCH THE MEETING
• Live web-streaming: Meetings web-stream live on the City’s website on the City’s Public Meetings webpage. Find the large Live Meeting button.
• Live Broadcast on Local Govt. Channel: Meetings are broadcast live on Cox Communications - Channel 19 / Spectrum (Time Warner)-Channel 24 / AT&T U-verse Channel 99. • Archived videos online: The video taping of meetings are maintained as a permanent record and contain a detailed account of the proceedings. Council meeting tapings are archived and available for viewing on the City’s Public Meetings webpage.

AGENDA MATERIALS
A full City Council agenda packet including relative supporting documentation is available at City Hall, the Solana Beach Branch Library (157 Stevens Ave.), La Colonia Community Ctr., and online www.cityofsolanabeach.org. Agendas are posted at least 72 hours prior to regular meetings and at least 24 hours prior to special meetings. Writings and documents regarding an agenda of an open session meeting, received after the official posting, and distributed to the Council for consideration, will be made available for public viewing at the same time. In addition, items received at least 1 hour 30 minutes prior to the meeting time will be uploaded online with the agenda posting. Materials submitted for consideration should be forwarded to the City Clerk’s department 858-720-2400. The designated location for viewing of hard copies is the City Clerk’s office at City Hall during normal business hours.

PUBLIC COMMENTS
Written correspondence (supplemental items) regarding an agenda item at an open session meeting should be submitted to the City Clerk’s Office at [email protected] with a) Subject line to include the meeting date b) Include the Agenda Item # as listed on the Agenda. o Correspondence received after the official posting of the agenda, but two hours prior to the meeting start time, on the meeting day, will be distributed to Council and made available online along with the agenda posting. All submittals received before the start of the meeting will be made part of the record. o Written submittals will be added to the record and not read out loud.

And/Or
Verbal Comment Participation:

Please submit a speaker slip to the City Clerk prior to the meeting, or the announcement of the Section/Item, to provide public comment. Allotted times for speaking are outlined on the speaker’s slip for each agenda section: Oral Communications, Consent, Public Hearings and Staff Reports.

Public speakers have 3 minutes each to speak on each topic. Time may be donated by another [!!] .
-
Solana Beach City Council Regular Meeting Agenda June 12, 2024 Page 2 of 7 individual who is present at the meeting to allow an individual up to 6 minutes to speak. Group: Time may be donated by two individuals who are present at the meeting allowing an individual up to 10 minutes to speak. Group Hearings: For public hearings only, time may be donated by two individuals who are present at the meeting allowing an individual up to 15 minutes to speak.

COUNCIL DISCLOSURE
Pursuant to the Levine Act (Gov’t Code Section 84308), any party to a permit, license, contract (other than competitively bid, labor or personal employment contracts) or other entitlement before the Council is required to disclose on the record any contribution, including aggregated contributions, of more than $250 made by the party or the party’s agents within the preceding 12 months to any Council Member. Participants and agents are requested to make this disclosure as well. The disclosure must include the name of the party or participant and any other person making the contribution, the name of the recipient, the amount of the contribution, and the date the contribution was made.

SPECIAL ASSISTANCE NEEDED
In compliance with the Americans with Disabilities Act of 1990, persons with a disability may request an agenda in appropriate alternative formats as required by Section 202. Any person with a disability who requires a modification or accommodation in order to participate in a meeting should direct such request to the City Clerk’s office (858) 720-2400 at least 72 hours prior to the meeting.

As a courtesy to all meeting attendees, please set all electronic devices to silent mode and engage in conversations outside the Council Chambers.

CITY COUNCILMEMBERS
Lesa Heebner
Mayor
Jewel Edson
Deputy Mayor / Councilmember District 3
Kristi Becker
Councilmember District 2
Jill MacDonald
Councilmember District 4
David A. Zito
Councilmember District 1
Alyssa Muto
City Manager
Johanna Canlas
City Attorney
Angela Ivey
City Clerk
SPEAKERS:

Please submit your speaker slip to the City Clerk prior to the meeting or the announcement of the Item. Allotted times for speaking are outlined on the speaker’s slip for Oral Communications, Consent, Public Hearings and Staff Reports.

READING OF ORDINANCES AND RESOLUTIONS:

Pursuant to Solana Beach Municipal Code Section 2.04.460, at the time of introduction or adoption of an ordinance or adoption of a resolution, the same shall not be read in full unless after the reading of the title, further reading is requested by a member of the Council. If any Councilmember so requests, the ordinance or resolution shall be read in full. In the absence of such a request, this section shall constitute a waiver by the council of such reading.

CALL TO ORDER AND ROLL CALL:

CLOSED SESSION REPORT:

FLAG SALUTE:

Solana Beach City Council Regular Meeting Agenda June 12, 2024 Page 3 of 7 APPROVAL OF AGENDA:

PROCLAMATIONS/CERTIFICATES: Ceremonial
None at the posting of this agenda
PRESENTATIONS: Ceremonial items that do not contain in-depth discussion and no action/direction.

None at the posting of this agenda
ORAL COMMUNICATIONS:

Comments relating to items on this evening’s agenda are taken at the time the items are heard. This portion of the agenda provides an opportunity for members of the public to address the City Council on items relating to City business and not appearing on today’s agenda by submitting a speaker slip (located on the back table) to the City Clerk. Pursuant to the Brown Act, no action shall be taken by the City Council on public comment items. Council may refer items to the City Manager for placement on a future agenda. The maximum time allotted for each presentation is THREE MINUTES. No donations of time are permitted (SBMC 2.04.190). Please be aware of the timer light on the Council Dais.

COUNCIL COMMUNITY ANNOUNCEMENTS / COMMENTARY:

An opportunity for City Council to make brief announcements or report on their activities. These items are not agendized for official City business with no action or substantive discussion.

A. CONSENT CALENDAR: (Action Items) (A.1. - A.6.)
Items listed on the Consent Calendar are to be acted in a single action of the City Council unless pulled for discussion. Any member of the public may address the City Council on an item of concern by submitting to the City Clerk a speaker slip (located on the back table) before the Consent Calendar is addressed. Those items removed from the Consent Calendar by a member of the Council will be trailed to the end of the agenda, while Consent Calendar items removed by the public will be heard immediately after approval of the Consent Calendar to hear the public speaker.

All speakers should refer to the public comment section at the beginning of the agenda for details.

Please be aware of the timer light on the Council Dais.

A.1. Minutes of the City Council.

Recommendation: That the City Council

1. Approve the Minutes of the City Council meetings held on May 08, 2024.

Item A.1. Report (click here)
Posted Reports & Supplemental Docs contain records up to the cut off time, prior to the start of the meeting, for processing new submittals.

The final official record containing handouts, PowerPoints, etc. can be obtained through a Records Request to the City Clerk’s Office.

A.2. Register Of Demands. (File 0300-30)
Recommendation: That the City Council

1. Ratify the list of demands for May 04, 2024 – May 17, 2024.

Item A.2. Report (click here)
Posted Reports & Supplemental Docs contain records up to the cut off time, prior to the start of the meeting, for processing new submittals.

The final official record containing handouts, PowerPoints, etc. can be obtained through a Records Request to the City Clerk’s Office.

Solana Beach City Council Regular Meeting Agenda June 12, 2024 Page 4 of 7 A.3. Annual Fire Inspection Compliance. (File 0260-20)
Recommendation: That the City Council

1. Adopt Resolution 2024-065 accepting a report on the status of all state-mandated annual fire inspections in the City of Solana Beach in conjunction with SB 1205 and California Health and Safety Code Section 13146.4.

Item A.3. Report (click here)
Posted Reports & Supplemental Docs contain records up to the cut off time, prior to the start of the meeting, for processing new submittals.

The final official record containing handouts, PowerPoints, etc. can be obtained through a Records Request to the City Clerk’s Office.

A.4. General Municipal Election – November 5, 2024. (File 0430-20) Recommendation: That the City Council

1. Adopt Resolution 2024-062 Calling and Giving Notice of the Holding of a General Municipal Election to be held on Tuesday, November 5, 2024, for the Election of Certain Officers as required by the Provision of the Laws of the State of California Relating to General Law Cities and determining tie vote provisions.

2. Adopt Resolution 2024-063 requesting the Board of Supervisors of the County of San Diego to Consolidate a General Municipal Election to be held on Tuesday, November 5, 2024, with the Statewide General Election to be held on that date.

3. Adopt Resolution 2024-064 adopting regulations for Candidates for Elective Office pertaining to Candidate’s Statements.

Item A.4. Report (click here)
Posted Reports & Supplemental Docs contain records up to the cut off time, prior to the start of the meeting, for processing new submittals.

The final official record containing handouts, PowerPoints, etc. can be obtained through a Records Request to the City Clerk’s Office.

A.5. Special Counsel Services for Municipal Elections. (File 0400-08) Recommendation: That the City Council

1. Adopt 2024-066 authorizing the City Manager to execute a Professional Services Agreement for Special Counsel Services for Municipal Elections between the City of Solana Beach and Best Best & Krieger LLP.

Item A.5. Report (click here)
Posted Reports & Supplemental Docs contain records up to the cut off time, prior to the start of the meeting, for processing new submittals.

The final official record containing handouts, PowerPoints, etc. can be obtained through a Records Request to the City Clerk’s Office.

A.6. Revised Emergency Operations Plan (EOP). (File 0240-30) Recommendation: That the City Council

1. Adopt Resolution 2024-069 approving the revised City of Solana Beach Emergency Operation Plan.

Item A.6. Report (click here)
Posted Reports & Supplemental Docs contain records up to the cut off time, prior to the start of the meeting, for processing new submittals.

The final official record containing handouts, PowerPoints, etc. can be obtained through a Records Request to the City Clerk’s Office.

Solana Beach City Council Regular Meeting Agenda June 12, 2024 Page 5 of 7 A.7. Building Permit Activity Budget Update. (File 0600-05) Recommendation: That the City Council

1. Adopt Resolution 2024-068 authorizing the City Manager to increase general fund revenues by $250,000 and increase the professional services allocation in the Community Development Department by $150,000 for the FY 2023/2024 adopted budget.

Item A.7. Report (click here)
Posted Reports & Supplemental Docs contain records up to the cut off time, prior to the start of the meeting, for processing new submittals.

The final official record containing handouts, PowerPoints, etc. can be obtained through a Records Request to the City Clerk’s Office.

NOTE: The City Council shall not begin a new agenda item after 10:30 p.m. unless approved by a unanimous vote of all members present. (SBMC 2.04.070) B. PUBLIC HEARINGS: (B.1.)
This portion of the agenda provides citizens an opportunity to express their views on a specific issue as required by law after proper noticing by submitting a speaker slip (located on the back table) to the City Clerk. After considering all of the evidence, including written materials and oral testimony, the City Council must make a decision supported by findings and the findings must be supported by substantial evidence in the record. An applicant or designee(s) for a private development/business project, for which the public hearing is being held, is allotted a total of fifteen minutes to speak, as per SBMC 2.04.210. A portion of the fifteen minutes may be saved to respond to those who speak in opposition. All other speakers should refer to the public comment section at the beginning of the agenda for time allotment. Please be aware of the timer light on the Council Dais.

B.1. Public Hearing: Solid Waste and Recycling Rate Increase for EDCO Waste and Recycling Services – Fiscal Year (FY) 2024-25. (File 1030-15) Recommendation: That the City Council

1. Conduct the Public Hearing: Open the Public Hearing, Report Council Disclosures, Report written protests received; Receive Public Testimony; Close the Public Hearing.

2. Following the Public Hearing, consider adopting Resolution 2024-067 approving EDCO’s rate review request increasing solid waste, recycling, and organics rates for FY 2024-25 in accordance with the Franchise Agreement.

Item B.1. Report (click here)
Posted Reports & Supplemental Docs contain records up to the cut off time, prior to the start of the meeting, for processing new submittals.

The final official record containing handouts, PowerPoints, etc. can be obtained through a Records Request to the City Clerk’s Office.

C. STAFF REPORTS: (C.1. – C.2.)
Submit speaker slips to the City Clerk.

All speakers should refer to the public comment section at the beginning of the agenda for time allotments. Please be aware of the timer light on the Council Dais.

Solana Beach City Council Regular Meeting Agenda June 12, 2024 Page 6 of 7 C.1. Community Grant Program Requests – Fiscal Year (FY) 2024/25. (File 0330-25) Recommendation: That the City Council

1. Receive the report, Community Grant applications and presentations for the grant applicants. The City Council should provide feedback to the City Manager on preference for award amounts based on the budget allocation included in the adopted FY 2024/2025 budget.

Item C.1. Report (click here)
Posted Reports & Supplemental Docs contain records up to the cut off time, prior to the start of the meeting, for processing new submittals.

The final official record containing handouts, PowerPoints, etc. can be obtained through a Records Request to the City Clerk’s Office.

C.2. Revised Draft Work Plan – Fiscal Year (FY) 2024/25. (File 0410-08) Recommendation: That the City Council

1. Review and discuss the modifications to the draft Fiscal Year 2024/25 Work Plan and direct Staff to return to Council with the final Fiscal Year 2024/25 Work Plan for approval with the FY2024/25 Budget Update on June 26, 2024.

Item C.2. Report (click here)
Posted Reports & Supplemental Docs contain records up to the cut off time, prior to the start of the meeting, for processing new submittals.

The final official record containing handouts, PowerPoints, etc. can be obtained through a Records Request to the City Clerk’s Office.

WORK PLAN COMMENTS:

Adopted June 28, 2023
COMPENSATION & REIMBURSEMENT DISCLOSURE:

GC: Article 2.3. Compensation: 53232.3. (a) Reimbursable expenses shall include, but not be limited to, meals, lodging, and travel. 53232.3 (d) Members of a legislative body shall provide brief reports on meetings attended at the expense of the local agency “City” at the next regular meeting of the legislative body.

COUNCIL COMMITTEE REPORTS: Council Committees
REGIONAL COMMITTEES: (outside agencies, appointed by this Council) a. City Selection Committee (meets twice a year) Primary-Heebner, Alternate-Edson b. Clean Energy Alliance (CEA) JPA: Primary-Becker, Alternate-Zito c. County Service Area 17: Primary-MacDonald, Alternate-Edson d. Escondido Creek Watershed Authority: Becker / Staff (no alternate). e. League of Ca. Cities’ San Diego County Executive Committee: Primary-MacDonald, Alternate-Becker. Subcommittees determined by its members. f. League of Ca. Cities’ Local Legislative Committee: Primary-MacDonald, AlternateBecker g. League of Ca. Cities’ Coastal Cities Issues Group (CCIG): Primary-MacDonald, Alternate-Becker
h. North County Dispatch JPA: Primary-MacDonald, Alternate-Becker i. North County Transit District: Primary-Edson, Alternate-MacDonald j. Regional Solid Waste Association (RSWA): Primary-Zito, Alternate-MacDonald k. SANDAG: Primary-Heebner, 1st Alternate-Zito, 2nd Alternate-Edson. Subcommittees determined by its members.
l. SANDAG Shoreline Preservation Committee: Primary-Becker, Alternate-Zito m. San Dieguito River Valley JPA: Primary-MacDonald, Alternate-Becker n. San Elijo JPA: Primary-Zito, Primary-Becker, Alternate-City Manager Solana Beach City Council Regular Meeting Agenda June 12, 2024 Page 7 of 7 o. 22nd Agricultural District Association Community Relations Committee: Primary-Edson, Primary-Heebner
STANDING COMMITTEES: (All Primary Members) (Permanent Committees) a. Business Liaison Committee – Zito, Edson
b. Fire Dept. Management Governance & Organizational Evaluation – Edson, MacDonald
c. Highway 101 / Cedros Ave. Development Committee – Heebner, Edson d. Parks and Recreation Committee – Zito, Edson
e. Public Arts Committee – Edson, Heebner
f. School Relations Committee – Becker, MacDonald
g. Solana Beach-Del Mar Relations Committee – Heebner, Edson

CITIZEN COMMISSION(S)
a. Climate Action Commission – Zito, Becker
ADJOURN:

Next Regularly Scheduled Meeting is June 26, 2024
Always refer to the City’s website Event Calendar for an updated schedule or contact City Hall. www.cityofsolanabeach.org 858-720-2400

AFFIDAVIT OF POSTING

STATE OF CALIFORNIA

COUNTY OF SAN DIEGO

CITY OF SOLANA BEACH
§
I, Angela Ivey, City Clerk of the City of Solana Beach, do hereby certify that this Agenda for the June 12, 2024 Council Meeting was called by City Council, Successor Agency to the Redevelopment Agency, Public Financing Authority, and the Housing Authority of the City of Solana Beach, California, was provided and posted on June 5, 2024 at 4:30 p.m. on the City Bulletin Board at the entrance to the City Council Chambers. Said meeting is held at 6:00 p.m., June 12, 2024, in the Council Chambers, at City Hall, 635 S. Highway 101, Solana Beach, California.

Angela Ivey, City Clerk
City of Solana Beach, CA
UPCOMING CITIZEN CITY COMMISSION AND COMMITTEE MEETINGS:

Regularly Scheduled, or Special Meetings that have been announced, are posted on each Citizen Commission’s Agenda webpage. See the Citizen Commission’s Agenda webpages or the City’s Events Calendar for updates. o Budget & Finance Commission
o Climate Action Commission
o Parks & Recreation Commission
o Public Arts Commission
o View Assessment Commission
}
Solana Beach City Council Regular Meeting Minutes May 8, 2024 Page 1 of 5

CITY OF SOLANA BEACH

SOLANA BEACH CITY COUNCIL, SUCCESSOR AGENCY TO THE REDEVELOPMENT

AGENCY, PUBLIC FINANCING AUTHORITY, & HOUSING AUTHORITY

MINUTES
Joint REGULAR Meeting
Wednesday, May 8, 2024 * 6:00 p.m.

City Hall / Council Chambers, 635 S. Highway 101, Solana Beach, California Minutes contain a summary of significant discussions and formal actions taken at a City Council meeting.  City Council meetings are video recorded and archived as a permanent record. The video recording captures the complete proceedings of the meeting and is available for viewing on the City's website.  Posted Reports & Supplemental Docs contain records up to the cut off time prior to meetings for processing new submittals. Complete records containing meeting handouts, PowerPoints, etc. can be obtained through a Records Request.

CALL TO ORDER AND ROLL CALL:

Mayor Heebner called the meeting to order at 6:00 p.m.

Present: Lesa Heebner, Jewel Edson, Kristi Becker, Jill MacDonald, David A. Zito

Absent: None
Also

Present:

Alyssa Muto, City Manager
Johanna Canlas, City Attorney
Angela Ivey, City Clerk
Dan King, Deputy City Manager
Mo Sammak, City Engineer/Public Works Dir.

Rachel Jacobs, Finance Dir.

Joseph Lim, Community Development Dir.

FLAG SALUTE:

Mayor Heebner welcomed new City Manager Alyssa Muto, and thanked Dan King, Assistant City Manager, for covering during the transition.

PROCLAMATIONS/CERTIFICATES: Ceremonial
• Bike Month
Mayor Heebner read the proclamation.

Douglas Alden accepted the proclamation and expressed appreciation for the members of Bike Walk Solana, highlighting their significant contributions to the community's success, and acknowledged the collaborative efforts of City Staff, Councilmembers, and the community in making Solana Beach a great place for biking PRESENTATIONS: Ceremonial items that do not contain in-depth discussion and no action/direction. • New Sheriff’s Captain Watts
Alyssa Muto, City Manager, introduced Captain Watts.

Solana Beach City Council Regular Meeting Minutes May 8, 2024 Page 2 of 5 Captain Watts stated this was his third time to serve this community and now as a Captain he was excited to work with Council, Staff, and the community.

APPROVAL OF AGENDA:

Motion: Moved by Councilmember Becker and second by Councilmember Zito to approve. Approved 5/0. Ayes: Heebner, Edson, Becker, MacDonald, Zito. Noes: None.

Motion carried unanimously.

ORAL COMMUNICATIONS: None
Comments relating to items on this evening’s agenda are taken at the time the items are heard. This portion of the agenda provides an opportunity for members of the public to address the City Council on items relating to City business and not appearing on today’s agenda by submitting a speaker slip (located on the back table) to the City Clerk. Pursuant to the Brown Act, no action shall be taken by the City Council on public comment items. Council may refer items to the City Manager for placement on a future agenda. The maximum time allotted for each presentation is THREE MINUTES. No donations of time are permitted (SBMC 2.04.190). Please be aware of the timer light on the Council Dais.

COUNCIL COMMUNITY ANNOUNCEMENTS / COMMENTARY:

An opportunity for City Council to make brief announcements or report on their activities. These items are not agendized for official City business with no action or substantive discussion.

A. CONSENT CALENDAR: (Action Items) (A.1. - A.5.)
Items listed on the Consent Calendar are to be acted in a single action of the City Council unless pulled for discussion. Any member of the public may address the City Council on an item of concern by submitting to the City Clerk a speaker slip (located on the back table) before the Consent Calendar is addressed. Those items removed from the Consent Calendar by a member of the Council will be trailed to the end of the agenda, while Consent Calendar items removed by the public will be heard immediately after approval of the Consent Calendar to hear the public speaker.

All speakers should refer to the public comment section at the beginning of the agenda for details.

Please be aware of the timer light on the Council Dais.

A.1. Minutes of the City Council.

Recommendation: That the City Council

1. Approve the Minutes of the City Council meetings held on April 10, 2024.

Approved Minutes https://www.cityofsolanabeach.org/en/government/public-meetings/agendas-minutesvideos Motion: Moved by Deputy Mayor Edson and second by Councilmember Zito to approve.

Approved 5/0. Ayes: Heebner, Edson, Becker, MacDonald, Zito. Noes: None. Motion carried unanimously.

A.2. Register Of Demands. (File 0300-30)
Recommendation: That the City Council

1. Ratify the list of demands for April 04, 2024 – April 19, 2024.

Item A.2. Report (click here)
Solana Beach City Council Regular Meeting Minutes May 8, 2024 Page 3 of 5 Motion: Moved by Deputy Mayor Edson and second by Councilmember Zito to approve.

Approved 5/0. Ayes: Heebner, Edson, Becker, MacDonald, Zito. Noes: None. Motion carried unanimously.

A.3. General Fund Adopted Budget for Fiscal Year 2023/2024 Changes. (File 0330-30) Recommendation: That the City Council

1. Receive the report listing changes made to the Fiscal Year 2023-2024 General Fund Adopted Budget.

Item A.3. Report (click here)
Motion: Moved by Deputy Mayor Edson and second by Councilmember Zito to approve.

Approved 5/0. Ayes: Heebner, Edson, Becker, MacDonald, Zito. Noes: None. Motion carried unanimously.

A.4. Senate Bill (SB) 1 Project List – Fiscal Year (FY) 2024/25. (File 0820-35) Recommendation: That the City Council

1. Adopt Resolution 2024-051:
a. Authorizing the City Engineer to establish a project list for Local Streets and Roads Funding Program Road Maintenance and Rehabilitation Account FY 2024/25 revenues and designates the 2024 Annual Street Maintenance and Repair Project, as identified in the City’s FY 2024/25 Capital Improvement Program list, to receive the SB 1 funding. It is anticipated that the designated project will rehabilitate the pavement through asphalt overlays on portions of Lomas Santa Fe Drive and several residential streets including Glencrest Drive from Dell Street to Glencrest Place, Highland Drive from Lomas Santa Fe Drive to Sun Valley Road, all of Mola Vista Way, all of Palmitas Street, San Mario Drive from Highland Drive to Santa Sabina Court, and the middle portion of Via Mil Cumbres. It is also anticipated that the designated project will be completed by February 2025 and will have an estimated useful life of approximately 15 years.
b. Authorizing the City Engineer to submit the project list to the California Transportation Commission for the 2024/25 Local Streets and Roads Funding Program using funds from the Road Maintenance and Rehabilitation Account.

Item A.4. Report (click here)
Motion: Moved by Deputy Mayor Edson and second by Councilmember Zito to approve.

Approved 5/0. Ayes: Heebner, Edson, Becker, MacDonald, Zito. Noes: None. Motion carried unanimously.

A.5. Citizen Commission Appointment. (File 0120-06)
Recommendation: That the City Council

1. Consider switching current seats on the Climate Action Commission by appointing existing member Michelle Buchanan to a resident’s Post 4 seat and appointing existing member Greg Coleson to a professional Post 2 seat, both with terms ending January 2026.

Item A.5. Report (click here)
Solana Beach City Council Regular Meeting Minutes May 8, 2024 Page 4 of 5 Motion: Moved by Deputy Mayor Edson and second by Councilmember Zito to approve.

Approved 5/0. Ayes: Heebner, Edson, Becker, MacDonald, Zito. Noes: None. Motion carried unanimously.

C. STAFF REPORTS: (C.1.)
Submit speaker slips to the City Clerk.

All speakers should refer to the public comment section at the beginning of the agenda for time allotments. Please be aware of the timer light on the Council Dais.

C.1. Draft Work Plan – Fiscal Year (FY) 2024/25. (File 0410-08) Recommendation: That the City Council

1. Receive public input and review, discuss and provide direction on potential modifications to the draft Fiscal Year 2024/25 Work Plan.

Item C.1. Report (click here)
Item C.1. Supplemental Items (updated 5-08-24 at 3:45pm) Posted Reports & Supplemental Docs contain records up to the cut off time, prior to the start of the meeting, for processing new submittals.

The final official record containing handouts, PowerPoints, etc. can be obtained through a Records Request to the City Clerk’s Office.

Alyssa Muto, City Manager, introduced the item.

Dan King, Interim City Manager, presented a PowerPoint (on file) reviewing past accomplishments and a current list of ongoing goals.

Lisa Montes, curator of the Solana Beach Heritage Museum at La Colonia Park and member of the Solana Beach Civic and Historical Society Board, spoke to a request to name the new La Colonia tot lot after Cipriana Gonzales, a lifelong trailblazer in Eden Gardens and Solana Beach, and cited a long list of accomplishments and contributions to the community.

Haidee Bannet stated that she opposed a dedication to a single individual, she is a decedent, and said that La Colonia, or Eden Gardens, was built through the collective efforts of numerous individuals and families, not just one person, that naming the tot lot after one person would undermine the unity and shared contributions of the entire community, urged Council to prioritize the community's best interests over individual recognition or family prestige, and concluded by submitting letters from other community members urging them to honor the essence of Solana Beach by dedicating the tot lot to the collective contributions of the families in La Colonia.

John Cion spoke about the Glenmont pipe project and asked the Council to address the ongoing construction project with its significant negative impact on residents, including relentless dust, noise, and various inconveniences and suggested potential measures such as cleaning residents' windows, detailing their cars, and power washing their homes.

Council and Staff discussed the construction project and that it was a Santa Fe Irrigation District (SFID) project within their jurisdiction, that the speaker could address SFID at their Board Meetings, that Council and Staff would relay this concern to the agency, and that the project was in the final paving stage on Glenmont Drive which should be completed Solana Beach City Council Regular Meeting Minutes May 8, 2024 Page 5 of 5 the following day, causing temporary inconvenience but ultimately leading to a full-width pavement.

Council and Staff discussed items on the Work Plan including land use, housing, local coastal programs, outdoor dining regulations, parking and traffic management, capital projects, public facilities, public lands naming policy, funding sources, grant applications, community engagement, infrastructure upgrades, traffic signal upgrades, pavement repair, incentives for affordable housing development, and clarifying language in the Work Plan document.

COMPENSATION & REIMBURSEMENT DISCLOSURE:

COUNCIL COMMITTEE REPORTS: Council Committees
REGIONAL COMMITTEES: (outside agencies, appointed by this Council) STANDING COMMITTEES: (All Primary Members) (Permanent Committees)

CITIZEN COMMISSION(S)
ADJOURN:

Mayor Heebner adjourned the meeting at 8:15 p.m.

Angela Ivey, City Clerk Approved: ____________________
CITY COUNCIL ACTION: ____________________________________________________ _________________________________________________________________________ AGENDA ITEM # A.2.

STAFF REPORT

CITY OF SOLANA BEACH
TO: Honorable Mayor and City Councilmembers
FROM: Alyssa Muto, City Manager
MEETING DATE: June 12, 2024
ORIGINATING DEPT: Finance – Rachel Jacobs, Finance Dir.

SUBJECT: Register of Demands
BACKGROUND:

Section 3.04.020 of the Solana Beach Municipal Code requires that the City Council ratify a register of demands which represents all financial demands made upon the City for the applicable period.

DISCUSSION:

Staff certifies that the register of demands has been reviewed for accuracy, that funds are available to pay the above demands, and that the demands comply with the adopted budget.

CEQA COMPLIANCE STATEMENT:

Not a project as defined by CEQA.

FISCAL IMPACT:

The register of demands for May 4, 2024 through May 17, 2024 reflects total expenditures of $1,144,414.29 from various City sources.

WORK PLAN:

N/A
Register of Demands: 05/04/2024 through 05/17/2024
Check Register - Disbursement Fund (Attachment 1) $ 874,069.86 Net Payroll Council May 9, 2024 4,970.84
Net Payroll Staff O23 May 10, 2024 265,373.59
TOTAL $ 1,144,414.29
June 12, 2024
Register of Demands

Page 2 of 2 ends

OPTIONS:
• Ratify the register of demands.
• Do not ratify and provide direction.

DEPARTMENT RECOMMENDATION:

Staff recommends that the City Council ratify the above register of demands.

CITY MANAGER’S RECOMMENDATION:

Approve Department Recommendation.
________________________
Alyssa Muto, City Manager
Attachments:

1. Check Register – Disbursement Fund
Page: 1 of 7
City of Solana Beach
Register of Demands

5/4/2024 - 5/17/2024
Department
Vendor Description Date
Check/EFT
Number Amount
100 - GENERAL FUND
MISSION SQUARE PLAN 302817 Payroll Run 2 - Warrant OC11 05/08/2024 9001440 $3,283.93 MISSION SQUARE PLAN 302817 Payroll Run 1 - Warrant O23 05/08/2024 9001440 $16,715.80 SOLANA BEACH FIREFIGHTERS ASSOC Payroll Run 1 - Warrant O23 05/08/2024 9001442 $900.00 CALPERS O23 PERS 05/10/24 PD (05/15/24 PERS) 05/15/2024 9051524 $64,882.22 CALPERS O23 CALPERS 457 05/08/2024 911032295 $2,850.40
PETER MCCONVILLE RFND-FCCC 04/27/24 05/08/2024 106642 $500.00 STERLING HEALTH SERVICES, INC. OC11 FSA CONTRIBUTIONS 05/17/2024 9001459 $266.67 STERLING HEALTH SERVICES, INC. NC09 FSA FUNDING -REPAYMENT 05/17/2024 9001459 $216.67 STERLING HEALTH SERVICES, INC. O23 FSA/DCA CONTRIBUTIONS 05/17/2024 9001459 $2,054.98 STERLING HEALTH SERVICES, INC. O23 FSA/DCA CONTRIBUTIONS 05/17/2024 9001459 $1,325.04 LINDA LUX CHECK REISSUE-#103946-06/22/23 05/08/2024 106641 $238.00 THE MURPHY FAMILY TRUST RFND-GRD21-0003 05/08/2024 106643 $33,454.64 KELSEY NICOLE LOY RFND-BC-011993 ANNUAL FIRE INSPECTION FEE 05/08/2024 106638 $112.00 TOTAL GENERAL FUND $126,800.35
1005150 - CITY CLERK
GRANICUS INC CAMPAIGNDOCS-SUBSCRIPTIONS/HOSTING-5/54-
5/25
05/08/2024 106636 $942.01
TOTAL CITY CLERK $942.01
1005200 - CITY MANAGER
EMANUELS JONES & ASSOCIATES, LLC LEGISLATIVE LOBBYING 05/17/2024 9001449 $2,779.00 TOTAL CITY MANAGER $2,779.00
1005250 - LEGAL SERVICES
BURKE WILLIAMS & SORENSEN 96-0001-MARCH 24-PROF SVC 05/08/2024 9001439 $655.40 BURKE WILLIAMS & SORENSEN 96-0006-MARCH 24-PROF SVC 05/08/2024 9001439 $570.60 BURKE WILLIAMS & SORENSEN 96-0006.001-MARCH 24-PROF SVC 05/08/2024 9001439 $6,256.80 BURKE WILLIAMS & SORENSEN 96-0014-MARCH 24-PROF SVC 05/08/2024 9001439 $2,571.20 BURKE WILLIAMS & SORENSEN 96-0019-MARCH 24-PROF SVC 05/08/2024 9001439 $1,270.50 BURKE WILLIAMS & SORENSEN 96-0023.002-MARCH 24-PROF SVC 05/08/2024 9001439 $3,687.20 BURKE WILLIAMS & SORENSEN 96-0038-MARCH 24-PROF SVC 05/08/2024 9001439 $2,376.00 BURKE WILLIAMS & SORENSEN 96-0040.002-MARCH 24-PROF SVC 05/08/2024 9001439 $5,317.36 BURKE WILLIAMS & SORENSEN 96-0040.004-MARCH 24-PROF SVC 05/08/2024 9001439 $69.30 BURKE WILLIAMS & SORENSEN MARCH 24-RETAIN 05/08/2024 9001439 $13,024.00 TOTAL LEGAL SERVICES $35,798.36
1005300 - FINANCE
STAPLES CONTRACT & COMMERCIAL MAY 24 OFFICE CHAIR 05/17/2024 106713 $311.88 STAPLES CONTRACT & COMMERCIAL MAY 24 OFFICE CHAIR HANDLING FEE 05/17/2024 106713 $12.75 UT SAN DIEGO - NRTH COUNTY NTC-FY 24/25-FIRE BENEFIT FEE 05/17/2024 106715 $580.72 TOTAL FINANCE $905.35
1005350 - SUPPORT SERVICES
XEROX CORPORATION APR 24-XEROX CLERK 05/17/2024 106720 $169.64 XEROX CORPORATION APR 24-XEROX CLERK 05/17/2024 106720 $271.68 XEROX CORPORATION APR 24-XEROX FIERY-PLN/ENG 05/17/2024 106720 $132.61 Page: 2 of 7
XEROX CORPORATION APR 24-XEROX PLN/ENG 05/17/2024 106720 $59.86 XEROX CORPORATION APR 24-XEROX PLN/ENG 05/17/2024 106720 $546.78 XEROX CORPORATION APR 24-XEROX UPSTAIRS 05/17/2024 106720 $145.72 XEROX CORPORATION APR 24-XEROX UPSTAIRS 05/17/2024 106720 $298.25 XEROX CORPORATION APR 24-XEROX FIERY-UPSTAIRS 05/17/2024 106720 $132.61 XEROX CORPORATION AOR 24-XEROX FIERY-CLK 05/17/2024 106720 $122.84 TOTAL SUPPORT SERVICES $1,879.99
1005400 - HUMAN RESOURCES
DEPARTMENT OF JUSTICE APR 24-FINGERPRINT APP 05/17/2024 106698 $463.00 POUNEH SAMMAK REIMB-LUNCH GIFT CARDS 05/08/2024 106644 $75.00 RYAN PESTER REIMB-FIRE SERVICE PERSONNEL MGMT 05/08/2024 106646 $845.00 COASTAL LIVE SCAN AND INSURANCE APR 24-FINGERPRINT 05/08/2024 106631 $450.00 ERENDIDA JANET BURKE REIMB-PSHRA-SD CONFERENCE-04/24-25/24 05/17/2024 106701 $325.00 TOTAL HUMAN RESOURCES $2,158.00
1005450 - INFORMATION SERVICES
VERIZON WIRELESS-SD 670601022-03/24/24-04/23/24 05/17/2024 106717 $128.05 WESTERN AUDIO VISUAL MAY 24-AV MAINTENANCE 05/17/2024 106718 $499.00 AT&T CALNET 3 9391012282-02/24/24-03/23/24 05/17/2024 106692 $29.35 AT&T CALNET 3 9391012282-03/24/24-04/23/24 05/17/2024 106692 $32.18 AT&T CALNET 3 9391062899-01/24/24-02/23/24 05/17/2024 106692 $155.55 AT&T CALNET 3 9391062899-02/24/24-03/23/24 05/17/2024 106692 $155.55 AT&T CALNET 3 9391062899-03/24/24-04/23/24 05/17/2024 106692 $155.55 AT&T CALNET 3 9391053641-02/24/24-03/23/24 05/17/2024 106692 $155.55 AT&T CALNET 3 9391053641-01/24/24-02/23/24 05/17/2024 106692 $155.55 AT&T CALNET 3 9391053641-03/24/24-04/23/24 05/17/2024 106692 $155.55 AT&T CALNET 3 9391012278-01/24/24-02/23/24 05/17/2024 106692 $3,645.39 AT&T CALNET 3 9391012278-02/24/24-03/23/24 05/17/2024 106692 $4,569.21 AT&T CALNET 3 9391012278-03/24/24-04/23/24 05/17/2024 106692 $2,746.38 AT&T CALNET 3 9391012278-03/24/24-04/23/24 05/17/2024 106692 $1,174.22 AT&T CALNET 3 9391012282-01/24/24-02/23/24 05/17/2024 106692 $30.39 MANAGED SOLUTION MAY 24-IT PROF SVC 05/17/2024 9001452 $2,470.70 MANAGED SOLUTION APR 24-IT PROF SVC 05/17/2024 9001452 $450.00 FISHER INTEGRATED, INC. APR 24-WEB STREAMING SVC 05/17/2024 9001450 $800.00 TING FIBER INC. MAY 24-Fiber Optic-CITY FACILITIES 05/17/2024 9001460 $3,249.00 TOTAL INFORMATION SERVICES $20,757.17
1005550 - PLANNING
TELECOM LAW FIRM REVIEW-DUP 24-001 05/08/2024 106650 $2,645.00 CENTRAL SQUARE ETRAKIT CITIZEN PORTAL & API 05/17/2024 106694 $10,900.00 CENTRAL SQUARE CUSTOMIZE SSRS REPORT-DEVELOPMENT/PROJ 05/17/2024 106694 $1,560.00 TOTAL PLANNING $15,105.00
1005590 - CODE ENFORCEMENT
VERIZON WIRELESS-SD 442224168- 03/24/24-04/23/24 05/08/2024 106651 $141.27 CECILIO CANSECO REIMB-CACEO MEMBERSHIP 05/08/2024 106630 $100.00 TOTAL CODE ENFORCEMENT $241.27
1006120 - FIRE DEPARTMENT
VERIZON WIRELESS-SD 962428212-03/29/24-04/28/24 05/17/2024 106717 $723.30 NORTH COUNTY DISPATCH (JPA) FY 23/24-Q4-NORTH COUNTY DISPATCH 05/17/2024 106707 $17,295.15 LAWNMOWERS PLUS LABOR/REPAIR-CLUTCH 05/08/2024 106639 $46.20 LAWNMOWERS PLUS CHAIN LOOP/36RDR 84DR 05/08/2024 106639 $480.51 SANTA FE IRRIGATION DISTRICT 005512-000-500 LOMAS SANTA FE DR 05/17/2024 106712 $683.12 REGIONAL COMMS SYS, MS 056 - RCS JAN 24-CAP CODE 05/08/2024 106645 $32.50 Page: 3 of 7
REGIONAL COMMS SYS, MS 056 - RCS APR 24-CAP CODE 05/08/2024 106645 $32.50 REGIONAL COMMS SYS, MS 056 - RCS APR 24-SHERIFF RADIOS 05/08/2024 106645 $769.50 REGIONAL COMMS SYS, MS 056 - RCS APR 24-FIRE RADIOS 05/08/2024 106645 $1,328.10

ALERT-ALL CORP PENS/BANDAGE DISPENSERS/SHEILDS/FIRE

TRUCKS/BANDS
05/08/2024 9001437 $1,536.10
NORTH COUNTY EVS, INC FIRE APPARATUS MAINT/REPAIR 05/17/2024 106708 $922.29 CARSON HOGAN REIMB-NOZZLE TRAINING-01/20-21/24 05/17/2024 106693 $450.00 FIRE STATS, LLC JAN-MAR 24-MAINT & OPERATION DATA 05/08/2024 106635 $637.50 WEX BANK MAR 24-FUEL/CR TAX 05/08/2024 106652 $2,142.91 AFECO INC COAT CLEANING 05/08/2024 106647 $12.00
COUNTY OF SAN DIEGO, RCS NEXTFEN RCS SHARED BACKBONE 05/17/2024 106696 $1,908.88 TOTAL FIRE DEPARTMENT $29,000.56
1006130 - ANIMAL CONTROL
SAN DIEGO HUMANE SOCIETY & S.P.C.A. MAY 24-ANIMAL SERVICES 05/17/2024 106711 $7,603.00 TOTAL ANIMAL CONTROL $7,603.00
1006170 - MARINE SAFETY
VERIZON WIRELESS-SD 962428212-03/29/24-04/28/24 05/17/2024 106717 $152.04 AMIGO CUSTOM SCREENPRINTS PRINTING-POLOS/SHIRTS 05/08/2024 106628 $272.27 DUSTIN BRODWOLF JET SKI TRAILER 05/08/2024 106634 $3,328.69 TOTAL MARINE SAFETY $3,753.00
1006510 - ENGINEERING
UNDERGROUND SVC ALERT OF SOCAL INC APR 24-DIG ALERT 05/17/2024 9001462 $143.00 DEL MAR BLUE PRINT COMPANY, INC. TRAIN STATION PARKING 05/17/2024 106697 $10.00 DEL MAR BLUE PRINT COMPANY, INC. TRAIN STATION PARKING 05/17/2024 106697 $2.92 DEL MAR BLUE PRINT COMPANY, INC. TRAIN STATION ANGLED PARKING 05/17/2024 106697 $11.96 TOTAL ENGINEERING $167.88
1006520 - ENVIRONMENTAL SERVICES
MISSION LINEN & UNIFORM INC UNIFORM SERVICES FOR PUBLIC WORKS 05/17/2024 106705 $14.82 MISSION LINEN & UNIFORM INC UNIFORM SERVICES FOR PUBLIC WORKS 05/17/2024 106705 $14.81 SANTA FE IRRIGATION DISTRICT 005506-014-MOVABLE 05/17/2024 106712 $246.74 MIKHAIL OGAWA ENGINEERING, INC. APR 24- STORMWATER AS NEEDED 05/17/2024 9001454 $3,048.54 IDRAINS LLC H-STORMDRAIN MAINT 05/17/2024 106689 $1,700.00 TOTAL ENVIRONMENTAL SERVICES $5,024.91
1006530 - STREET MAINTENANCE
NORTH COUNTY DISPATCH (JPA) Q4- PW NORTH COUNTY DISPATCH JPA 05/17/2024 106707 $56.25 MISSION LINEN & UNIFORM INC UNIFORM SERVICES FOR PUBLIC WORKS 05/17/2024 106705 $24.06 MISSION LINEN & UNIFORM INC UNIFORM SERVICES FOR PUBLIC WORKS 05/17/2024 106705 $24.07 DIXIELINE LUMBER CO INC OUTLET RECEPTACLE 05/17/2024 106699 $40.23 DIXIELINE LUMBER CO INC BUCKET/DRIVE & FASTEN SET 05/17/2024 106699 $44.12 SANTA FE IRRIGATION DISTRICT 011695-000-VIA DE LA VALLE 05/17/2024 106712 $91.05 TRAFFIC SUPPLY, INC ASPHALT PATCH/PAINT/SIGNS/POSTS 05/17/2024 9001461 $942.84 TRAFFIC SUPPLY, INC ASPHALT PATCH 05/17/2024 9001461 $220.33 TOTAL STREET MAINTENANCE $1,442.95
1006540 - TRAFFIC SAFETY
REDFLEX TRAFFIC SYSTEMS, INC APR 24-RED LIGHT CAMERA ENFORCEMENT 05/17/2024 9001456 $7,879.50 TRAFFIC SUPPLY, INC SIGNS 05/17/2024 9001461 $573.39
AT&T CALNET 3 9391012279-03/24/24-04/23/24 05/17/2024 106692 $62.26 STC TRAFFIC, INC MAR 24- ON-CALL TRAFFIC CONSULTING 05/17/2024 9001458 $4,305.00 ALL CITY MANAGEMENT SERVICES, INC 04/14/24-04/27/24- CROSSING GUARD SERVICES 05/08/2024 9001438 $11,535.24 YUNEX LLC MAR 24-TRAFFIC SIGNAL AND SAFETY 05/17/2024 9001464 $178.00 TOTAL TRAFFIC SAFETY $24,533.39
Page: 4 of 7
1006550 - STREET CLEANING
SANTA FE IRRIGATION DISTRICT 011695-000-VIA DE LA VALLE 05/17/2024 106712 $53.48 SCA OF CA, LLC APR 24- CITY-WIDE STREET SWEEPING 05/17/2024 9001457 $3,988.39 TOTAL STREET CLEANING $4,041.87
1006560 - PARK MAINTENANCE
MISSION LINEN & UNIFORM INC UNIFORM SERVICES FOR PUBLIC WORKS 05/17/2024 106705 $17.59 MISSION LINEN & UNIFORM INC UNIFORM SERVICES FOR PUBLIC WORKS 05/17/2024 106705 $17.58 DIXIELINE LUMBER CO INC PAINT SPRAY/DRILL TOOL KIT 05/17/2024 106699 $332.32 SANTA FE IRRIGATION DISTRICT 005506-018-STEVENS AVE 05/17/2024 106712 $207.83 SANTA FE IRRIGATION DISTRICT 005506-019-LA COLONIA PARK 05/17/2024 106712 $553.87 SANTA FE IRRIGATION DISTRICT 005506-000-LSF-GRAN-NARDO 05/17/2024 106712 $121.71 SANTA FE IRRIGATION DISTRICT 005506-001-LSF-GRAN-NARDO 05/17/2024 106712 $98.51 SANTA FE IRRIGATION DISTRICT 005506-002-715 VALLEY AVE 05/17/2024 106712 $435.87 SANTA FE IRRIGATION DISTRICT 005506-004-PLAZA ST 05/17/2024 106712 $98.51 SANTA FE IRRIGATION DISTRICT 005506-005-PLAZA ST 05/17/2024 106712 $215.11 SANTA FE IRRIGATION DISTRICT 005506-006-PLAZA ST 05/17/2024 106712 $157.11 SANTA FE IRRIGATION DISTRICT 005506-007-721 S SIERRA AVE 05/17/2024 106712 $104.26 SANTA FE IRRIGATION DISTRICT 005506-009-550 S SIERRA AVE 05/17/2024 106712 $98.51 SANTA FE IRRIGATION DISTRICT 005506-010-501 S SIERRA AVE 05/17/2024 106712 $121.51 SANTA FE IRRIGATION DISTRICT 005506-011-140 S SIERRA AVE 05/17/2024 106712 $355.37 SANTA FE IRRIGATION DISTRICT 005506-013-302 SOLANA VISTA DR 05/17/2024 106712 $121.51 SANTA FE IRRIGATION DISTRICT 005979-001-133 PACIFIC AVE 05/17/2024 106712 $135.00 SANTA FE IRRIGATION DISTRICT 012448-000-STEVENS AVE 05/17/2024 106712 $157.11 SANTA FE IRRIGATION DISTRICT 012448-001-700 STEVENS AVE 05/17/2024 106712 $98.51 SANTA FE IRRIGATION DISTRICT 005506-012-111 S SIERRA AVE 05/17/2024 106712 $1,229.37 NISSHO OF CALIFORNIA APR 24- AS NEEDED LANDSCAPING SERVICES 05/17/2024 9001455 $1,064.00 NISSHO OF CALIFORNIA APR 24- AS NEEDED LANDSCAPING SERVICES 05/17/2024 9001455 $558.35 TOTAL PARK MAINTENANCE $6,299.51
1006570 - PUBLIC FACILITIES
DIXIELINE LUMBER CO INC MECHANICAL PICK-UP/TIE DOWN W/HOOK 05/17/2024 106699 $38.64 DIXIELINE LUMBER CO INC DOWEL ROD/WALLPLATE/SWITCH/DROP CLOTH 05/17/2024 106699 $25.07 DIXIELINE LUMBER CO INC DAMPRID 05/17/2024 106699 $8.79 DIXIELINE LUMBER CO INC FUSE 05/17/2024 106699 $22.50
SANTA FE IRRIGATION DISTRICT 005506-008-635 S HWY 101 05/17/2024 106712 $464.62 CONSOLIDATED ELECTRICAL DIST INC APR 24 LAMPS 05/17/2024 9001448 $267.92 LALLEY CONSTRUCTION ON-CALL AS-NEEDED REPAIR SVC-KITCHENETTE 05/17/2024 106702 $5,980.00 CINTAS CORPORATION NO. 2 FIRST-AID SUPPLIES-CH 05/17/2024 106695 $246.73 HABITAT PROTECTION, INC APR 24- PEST/RODENT CONTROL-CH 05/17/2024 9001451 $52.00 HABITAT PROTECTION, INC APR 24- PEST/RODENT CONTROL-FC 05/17/2024 9001451 $39.00 HABITAT PROTECTION, INC APR 24- PEST/RODENT CONTROL-MS 05/17/2024 9001451 $64.00 HABITAT PROTECTION, INC APR 24- PEST/RODENT CONTROL-FCCC 05/17/2024 9001451 $35.00 HABITAT PROTECTION, INC APR 24- PEST/RODENT CONTROL-FS 05/17/2024 9001451 $38.00 HABITAT PROTECTION, INC APR 24- PEST/RODENT CONTROL-PW 05/17/2024 9001451 $64.00 HABITAT PROTECTION, INC APR 24-PEST/RODENT CONTROL-LC 05/17/2024 9001451 $64.00 JOHNSON CONTROLS FIRE PROTECTION LP EXTINGUISHER INSPECTION 05/08/2024 106637 $205.00 CALIFORNIA OFFICE CLEANING, INC APR 24- JANITORIAL/CUSTODIAL SVC 05/17/2024 9001447 $8,035.00 TOTAL PUBLIC FACILITIES $15,650.27
1007110 - GF-RECREATION
ONE DAY SIGNS TOT LOT BANNER 05/17/2024 106709 $129.30
ACTION BOUNCE COMPANY JUMPS FOR TOT LOT OPENING 05/17/2024 106688 $460.00 ABLE PATROL & GUARD, INC APR 24 FCCC REGULAR OFFICER 05/17/2024 106687 $270.00 Page: 5 of 7
LINDA M SINNACHCHARIGE LC PLAYGROUND GRAND OPENING-05/22/24 05/17/2024 106703 $200.00 CALIFORNIA OFFICE CLEANING, INC APR 24 FCCC EVENT CLEANING 05/17/2024 9001447 $180.00 ANTONIETA VILLATORO LC PLAYGROUND GRAND OPENING-05/22/24 05/17/2024 106691 $900.00 TOTAL GF-RECREATION $2,139.30
1106510 - MEASURE S - ENGINEERING
WESTERN RIM CONSTRUCTORS, INC. 9438.11 LCP TOT LOT CONSTRUCTION 05/17/2024 106719 $310,362.48 TOTAL MEASURE S - ENGINEERING $310,362.48
120 - SELF INSURANCE RETENTION
BURKE WILLIAMS & SORENSEN 96-0040.003-MARCH 24-PROF SVC-DEP427CNYN 05/08/2024 9001439 $6,553.40 YUNEX LLC CR24.714 SAN ANDREAS STREET LIGHT KD 05/17/2024 9001464 $8,240.00 DEAN GAZZO ROISTACHER LLP MAR 24-2308.MACDONALD PROF SVC 05/08/2024 106632 $2,535.54 TOTAL SELF INSURANCE RETENTION $17,328.94
1356120 - ASSET REPLACEMENT-FIRE
DELL MARKETING L.P. LAPTOP 05/08/2024 106633 $2,262.69
TOTAL ASSET REPLACEMENT-FIRE $2,262.69
1356170 - ASSET REPLACEMENT-MARN SFTY
N MOTORS SJC, LLC VEHICLE REPLACEMENT 05/17/2024 106706 $46,657.00 N MOTORS SJC, LLC TRUCK PURCHASE REMAINING BAL 05/17/2024 106706 $0.04 TOTAL ASSET REPLACEMENT-MARN SFTY $46,657.04
140 - FACILITIES REPLACEMENT
POLYCHROME CONSTRUCTION, INC. 9407.00 CITY HALL EXT REP RETENTION 05/17/2024 106710 ($2,387.25) TOTAL FACILITIES REPLACEMENT ($2,387.25)
1406510 - FACILITIES MAINT-CIP
POLYCHROME CONSTRUCTION, INC. 9407.00 CITY HALL EXT REPAIRS 05/17/2024 106710 $47,745.00 TOTAL FACILITIES MAINT-CIP $47,745.00
2026510 - GAS TAX-ENGINEERING
MICHAEL BAKER INTERNATIONAL, INC MAR 24-LSF CORRIDOR III DESIGN 05/17/2024 9001453 $16,184.85 YUNEX LLC 9330.01 TRAFFIC SIGNAL IMPROVE 05/17/2024 9001464 $4,741.54 YUNEX LLC 9330.01 TRAFFIC SIGNAL IMPROVE 05/17/2024 9001464 $43,200.00 YUNEX LLC 9330.01 TRAFFIC SIGNAL IMPROVE 05/17/2024 9001464 $5,139.76 YUNEX LLC 9330.01 TRAFFIC SIGNAL IMPROVE 05/17/2024 9001464 $5,800.97 TOTAL GAS TAX-ENGINEERING $75,067.12
2037510 - HIGHWAY 101 LANDSC #33
SANTA FE IRRIGATION DISTRICT 005979-000-S HWY 101 05/17/2024 106712 $325.31 TOTAL HIGHWAY 101 LANDSC #33 $325.31
2047520 - MID 9C SANTA FE HILLS
SANTA FE IRRIGATION DISTRICT 005979-014-Santa Alicia/Rosita 05/17/2024 106712 $431.49 SANTA FE IRRIGATION DISTRICT 005979-015-855 Santa Rosita 05/17/2024 106712 $304.89 SANTA FE IRRIGATION DISTRICT 005979-016-617 Santa Helena 05/17/2024 106712 $410.39 SANTA FE IRRIGATION DISTRICT 005979-017-Santa Inez 05/17/2024 106712 $48.81 SANTA FE IRRIGATION DISTRICT 005979-018-732 Santa Florencia 05/17/2024 106712 $78.35 SANTA FE IRRIGATION DISTRICT 005979-019-773 Santa Florencia 05/17/2024 106712 $137.43 SANTA FE IRRIGATION DISTRICT 005979-020-801 Santa Florencia 05/17/2024 106712 $520.11 SANTA FE IRRIGATION DISTRICT 005979-021-Santa Florencia/Queta 05/17/2024 106712 $634.05 SANTA FE IRRIGATION DISTRICT 005979-022-Santa Florencia 05/17/2024 106712 $380.85 SANTA FE IRRIGATION DISTRICT 005979-023-Santa Florencia 05/17/2024 106712 $380.85 SANTA FE IRRIGATION DISTRICT 005979-024-Santa Rosita 05/17/2024 106712 $499.01 SANTA FE IRRIGATION DISTRICT 005979-025-803 Santa Rosita 05/17/2024 106712 $359.75 SANTA FE IRRIGATION DISTRICT 005979-026-Santa Rosita 05/17/2024 106712 $452.59 SANTA FE IRRIGATION DISTRICT 005979-029-SANTA HIDALGA 05/17/2024 106712 $303.62 Page: 6 of 7
TOTAL MID 9C SANTA FE HILLS $4,942.19
2087580 - COASTAL RAIL TRAIL MAINT
SANTA FE IRRIGATION DISTRICT 005506-020-VIA DEL LA VALLE/HWY 101 05/17/2024 106712 $1,225.60 SANTA FE IRRIGATION DISTRICT 005506-003-HWY 101 (CRT) 05/17/2024 106712 $157.11 TOTAL COASTAL RAIL TRAIL MAINT $1,382.71
2117600 - STREET LIGHTING DISTRICT
YUNEX LLC MAR 24- STREETLIGHT MAINTENANCE/R 05/17/2024 9001464 $817.25 TOTAL STREET LIGHTING DISTRICT $817.25
2135550 - DEVELOPER PASS-THRU- PLANNING
CONSTRUCTION TESTING & ENGINEERING, INC. MAR 24 REVIEW FOR MOD24-001 403 PACIFC AVEBATES 05/08/2024 9001445 $1,600.00
CONSTRUCTION TESTING & ENGINEERING, INC. APR 24- REVIEW FOR THE LAS BRISAS TE23-002 05/08/2024 9001445 $930.00 CONSTRUCTION TESTING & ENGINEERING, INC. APR 24- REVIEW MOD24-002 UPPER BLUFF REPAIR 05/08/2024 9001445 $280.00 TOTAL DEVELOPER PASS-THRU- PLANNING $2,810.00
2256510 - RTCIP
YUNEX LLC 9330.01 TRAFFIC SIGNAL IMPROVE 05/17/2024 9001464 $3,538.46 YUNEX LLC 9330.01 TRAFFIC SIGNAL IMPROVE 05/17/2024 9001464 $60.24 TOTAL RTCIP $3,598.70
2505570 - COASTAL BUSINESS/VISITORS
SAM CASTELLANO SOUND EQUIPMENT-CONCERT @ COVE 05/08/2024 106629 $1,800.00 TYLER SHIMKUS CONCERT @ COVE-06/27/24 05/17/2024 106714 $500.00 ANN J HELLER CONCERT @ COVE-06/13/24 05/17/2024 106690 $750.00 MARY JANE CUPP CONCERT @ COVE-06/20/24 05/17/2024 106704 $400.00 TOTAL COASTAL BUSINESS/VISITORS $3,450.00
2706120 - PUBLIC SAFETY- FIRE
VERIZON WIRELESS-SD 962428212-03/29/24-04/28/24 05/17/2024 106717 $114.03 STAPLES CONTRACT & COMMERCIAL CSA.17-OFFICE CHAIRS 05/08/2024 106648 $3,193.51 LIFE-ASSIST, INC CSA.17-UNIMED QUICK ACCESS PACK 05/08/2024 106640 $562.35 NATIONWIDE MEDICAL SURGICAL INC CSA.17-EPINEPHRINE 05/08/2024 9001441 $279.60 STATION AUTOMATION CSA.17-ANNUAL LICENSE FEE RENEWAL 05/08/2024 106649 $1,925.86 TOTAL PUBLIC SAFETY- FIRE $6,075.35
4506190 - SAND REPLNSHMNT/RETENTION
WARWICK GROUP CONSULTANTS, LLC MAR 24- CONSULTING SERVICES 05/17/2024 9001463 $5,833.00 TING FIBER INC. MAY 24-Fiber Optic-TIDE BEACH LG TOWER 05/17/2024 9001460 $450.00 TING FIBER INC. MAY 24-Fiber Optic-DEL MAR SHORES LG TOWER 05/17/2024 9001460 $450.00 SUMMIT ENVIROMENTAL GROUP, INC. APR 24-9926-PROF SVC 05/08/2024 9001444 $3,630.00 LAZ KARP ASSOCIATES, LLC BEACH NOURISHMENT PROJECT-PARKING SPACES 05/09/2024 9001446 $12,800.00 TOTAL SAND REPLNSHMNT/RETENTION $23,163.00
4506510 - SANDREPLNSHMNT/RETNTN-CIP
DOMUSSTUDIO ARCHITECTURE MAR 24-19-144 9449 MS CENTR 05/17/2024 106700 $2,090.00 DOMUSSTUDIO ARCHITECTURE JAN 24-19-144 9449 MS CENTR 05/17/2024 106700 $6,875.00 TOTAL SANDREPLNSHMNT/RETNTN-CIP $8,965.00
459 - MISC. CAPITAL PROJECTS
WESTERN RIM CONSTRUCTORS, INC. 9438.11 LCP TOT LOT CONSTRUCTION RET 05/17/2024 106719 ($16,786.26) TOTAL MISC. CAPITAL PROJECTS ($16,786.26)
4596510 - MISC.CAPITALPROJECTS-ENG
VAN DYKE LANDSCAPE ARCHITECTS MAR 24-LA COLONIA MASTER PLAN UPDATE 05/17/2024 106716 $4,452.50 WESTERN RIM CONSTRUCTORS, INC. 9438.11 LCP TOT LOT CONSTRUCTION 05/17/2024 106719 $16,334.86 WESTERN RIM CONSTRUCTORS, INC. 9438.11 LCP TOT LOT CONTINGENCY 05/17/2024 106719 $9,027.91 TOTAL MISC.CAPITALPROJECTS-ENG $29,815.27
Page: 7 of 7
5097700 - SANITATION
MISSION LINEN & UNIFORM INC UNIFORM SERVICES FOR PUBLIC WORKS 05/17/2024 106705 $9.25 MISSION LINEN & UNIFORM INC UNIFORM SERVICES FOR PUBLIC WORKS 05/17/2024 106705 $9.26 SANTA FE IRRIGATION DISTRICT 005506-014-MOVABLE 05/17/2024 106712 $740.22 AT&T CALNET 3 9391012277-03/24/24-04/23/24 05/17/2024 106692 $18.45 IDRAINS LLC J- SEWER CLEANING 05/17/2024 106689 $675.00 TOTAL SANITATION $1,452.18
REPORT TOTAL: $874,069.86
COUNCIL ACTION:
______________________________________________________________________ ______________________________________________________________________ AGENDA ITEM # A.3.

STAFF REPORT

CITY OF SOLANA BEACH
TO: Honorable Mayor and City Councilmembers
FROM: Alyssa Muto, City Manager
MEETING DATE: June 12, 2024
ORIGINATING DEPT: Fire Department – Hans Schmidt, Fire Marshal SUBJECT: City Council Consideration of Resolution 2024-065 Accepting State-Mandated Annual Fire Inspections
Report in Compliance with SB 1205.

BACKGROUND:

On September 27, 2018, the Governor of the State of California signed Senate Bill No. 1205. The bill mandates that every city fire department shall report annually to its administering authority on its compliance with the Health and Safety Code, Sections 13146.2 and 13146.3. The bill states that the report shall occur when the administering authority discusses its annual budget, or at another time determined by the administering authority.

This item is before the City Council to request approval of Resolution 2024-065 (Attachment 1) accepting the state-mandated annual fire inspection report in compliance with SB 1205.

DISCUSSION:

The California State Fire Marshal, through the California Health and Safety Code, mandates that certain occupancy types shall be inspected annually. These mandated occupancy types include private and public schools, hotels, motels, lodging houses and apartment/condominium buildings in accordance with California Health and Safety Code Section 13146.2 and 13146.3. The purpose of annual fire inspections is to mitigate known hazards, reduce risk to the community and ensure reasonable compliance with the California Fire Code. The Solana Beach Fire Department performs the mandated inspections, as well as inspections of local businesses, as part of the Department’s annual fire inspection program. The Fire Department completed 100% of the state-mandated annual inspections within the calendar year 2023.

June 12, 2024
Annual Fire Inspection Compliance

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California Health and Safety Code Section 13146.2 mandates that the local fire department inspect all hotels, motels, and lodging houses once annually. The Solana Beach Fire Department inspected 4 of 4 Group R hotels, motels, and lodging houses during the 2023 calendar year.

California Health and Safety Code Section 13146.2 mandates that the local fire department inspect all apartments once annually. An apartment shall consist of three or more attached units and excludes all duplex and townhome buildings as defined by code.

The California Building Code also specifies that condominiums should be considered apartments for building code applications. The Solana Beach Fire Department inspected 46 of 46 Group R apartment/condominium complexes during the 2023 calendar year.

The Solana Beach Fire Department inspected residential care facilities that may contain residents or clients that have a range of needs, including those related to custodial care, mobility impairments, cognitive disabilities and similar. The residents may also be nonambulatory or bedridden. The Solana Beach Fire Department inspected 1 of 1 Group R (and their associated sub-categories) occupancies of this nature during the 2023 calendar year.

California Health and Safety Code Section 13146.3 mandates that the local fire department inspect all public and private schools once annually. The Solana Beach Fire Department inspected 16 of 16 Group E school facilities during the 2023 calendar year.

In total, the Solana Beach Fire Department conducted 67 of 67 state-mandated inspections during the 2023 calendar year, per the California Health and Safety Code.

Further, the acceptance of this compliance report and the recommended Resolution fulfill the statutory requirements contained in California Health and Safety Code Section 13146.2, 13146.3 and 13146.4, as amended by SB 1205.

CEQA COMPLIANCE STATEMENT:

The project is exempt from the California Environmental Quality Act (CEQA) pursuant to Section 15378(b)(5) of the State CEQA Guidelines.

FISCAL IMPACT:

There is no direct fiscal impact associated with the Staff recommendation.

WORK PLAN:

N/A
June 12, 2024
Annual Fire Inspection Compliance

Page 3 of 3 ends

OPTIONS:
• Approve Staff recommendation.
• Receive report.
• Provide feedback.

DEPARTMENT RECOMMENDATION:

Staff recommends that the City Council adopt Resolution 2024-065 (Attachment 1), accepting a report on the status of all state-mandated annual fire inspections in the City of Solana Beach in conjunction with SB 1205 and California Health and Safety Code Section 13146.4.

CITY MANAGER’S RECOMMENDATION:

Approve Department Recommendation.
___________________
Alyssa Muto, City Manager
Attachments:

1. Resolution 2024-065
RESOLUTION 2024-065

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

SOLANA BEACH, CALIFORNIA, ACCEPTING STATE

MANDATED ANNUAL FIRE INSPECTION REPORT IN
COMPLIANCE WITH SB 1205
WHEREAS, California Health & Safety Code Section 13146.4 was added in 2018, and became effective on September 27, 2018; and
WHEREAS, California Health & Safety Code Sections 13146.2 and 13146.3 requires all fire departments, including the Solana Beach Fire Department, that provide fire protection services to perform annual inspections in every building used as a public or private school, hotel, motel, lodging house, or apartment house for compliance with building standards, as provided; and
WHEREAS, California Health & Safety Code Section 13146.4 requires all fire departments, including the Solana Beach Fire Department, that provide fire protection services to report annually to its administering authority on its compliance with Sections 13146.2 and 13146.3; and
WHEREAS, the Solana Beach Fire Department inspected 16 of 16 Educational Group E school facilities, which is a 100% compliance rate for the 2023 reporting period; and
WHEREAS, the Solana Beach Fire Department inspected 51 of 51 Residential Group R facilities (4 of 4 hotels, motels, and lodging houses, 46 of 46 apartment/condominium complexes, and 1 of 1 residential care facility), which is a 100% compliance rate for the 2023 reporting period.

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.

Resolution 2024-065
Annual Fire Inspection Compliance

Page 2 of 2 ends

2. That the City Council accepts the report on the status of all statemandated annual fire inspections in the City of Solana Beach in compliance with SB 1205 and California Health and Safety Code Section 13146.4.

PASSED AND ADOPTED this 12th day of June 2024, at a regular 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 CITY COUNCIL ACTION: ____________________________________________________ _________________________________________________________________________ AGENDA ITEM # A.4.

STAFF REPORT

CITY OF SOLANA BEACH
TO: Honorable Mayor and City Councilmembers
FROM: Alyssa Muto, City Manager
MEETING DATE: June 12, 2024
ORIGINATING DEPT: City Clerk’s Office / City Elections Official - Angela Ivey, City Clerk SUBJECT: Calling the General Municipal Election for November 5, 2024 for Elected Mayor, District 1 Councilmember, and District 3 Councilmember
BACKGROUND:

Pursuant to the California Elections Code (EC) Section 1301 and Solana Beach Municipal Code (SBMC) Section 2.24.010, the City of Solana Beach conducts its General Municipal Election on the same day as the Statewide General Election. The purpose of the City’s General Election is to vote on elected positions of the legislative body and any ballot measures qualified for the ballot. The next General Election will be held November 5, 2024.

District Elections of the Legislative Body
On July 10, 2018, the City Council (Council) adopted Ordinance 488 establishing a By-District Election Process in Four Council Districts and an Elective Office of Mayor. The four districts were determined from public input as well as the guidance of a demographer to ensure the required district election criteria was met, after which the Council adopted the final district map. Every 10 years, following the nation's updated U.S. Census, districts must be reassessed and adjusted to meet the required criteria. Following four public hearings, on March 23, 2022, Council adopted District Map 202, which adjusted the boundaries of Districts 1 and

2. Pursuant to California Elections Code section 10010 and California Government Code sections 34871(C) & 34886, the adopted map and sequence of elections were incorporated.

The November 8, 2022 General Election completed the transition to district elections.

This agenda item is before Council to officially call the November 5, 2024 General Municipal Election by adoption of resolutions to this effect and other related election matters. The local ballot would contain the following items:
o Elected Mayor
o Elected Councilmembers for Districts 1 and 3
DISCUSSION:

Each General Municipal Election requires the passing of Resolutions in order to:
• Call and Give Notice of the Election listing the elected seats and Determine Tie Vote Provisions (Attachment 1)
June 12, 2024
General Municipal Election – November 5, 2024

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• Consolidate the General Municipal Election with the Statewide General Election, whenever possible, and utilize the professional services of the County Registrar of Voters for a number of election duties and tasks, by submitting a formal request to the San Diego County Board of Supervisors (Attachment 2)
• Define the regulations for Candidate Statements (Attachment 3) Consolidation with Statewide Election and San Diego County Registrar of Voters Pursuant to California Elections Code 10403, the City must submit a formal request to the San Diego County Board of Supervisors, via resolution, to consolidate the City’s election with the statewide election. Consolidation provides the most cost effective and accurate method of election processes to utilize the proficiency of the San Diego County Registrar of Voters (ROV). When consolidated, the City contracts the services of the ROV to handle multiple requirements for procuring polling places, precinct workers, required postings, printing and mailing of the sample ballot and mail ballots, and canvassing the returns of the election. All other preliminary functions of the election are conducted by the City Clerk, as the local Elections Official.

California Voter’s Choice Act (VCA)
The California Voter’s Choice Act (VCA) modernized elections in California by allowing counties to conduct elections under a model which provides greater flexibility and convenience for voters. This election model allows voters to choose how, when, and where to cast their ballot. In California, every registered voter will automictically receive a ballot in the mail before the election. The VCA also expanded in-person early voting, allows voters to cast a ballot at any vote center within their county, and provides secure ballot drop off locations throughout the county.

District Elections of the Legislative Body
The four-year terms of Mayor Lesa Heebner and Councilmembers Jewel Edson and David Zito expire at the December Council meeting that will certify the November 2024 election.

Candidates for District 1 and 3 and relative voters can verify their District by checking their voter registration on the San Diego Registrar of Voters website www.sdvote.com. Voters living in Districts 1 and 3 will receive a ballot to vote for Council for their designated District.

All local ballots will contain the option to vote for an elected Mayor.

Candidate Nomination Period and Deadline
The candidate nomination filing period will begin Monday, July 15, 2024, and end on Friday, August 9, 2024, at 5:00 p.m. Candidates should file well before the deadline to allow time to verify signatures and obtain additional signatures if necessary.

Filers shall make appointments with the City Clerk at the beginning of the candidate filing period, Monday, July 15, 2024. At the appointment, the candidate will have the required nomination document signed and issued to them along with an explanation of other required paperwork to qualify as a candidate for the ballot, including the optional candidate statement and local campaign regulations, etc. Once candidates complete the necessary paperwork, they are asked to make appointments to officially file all required paperwork before the deadline. If certain paperwork is not complete or filed, it may be grounds for insufficiency.

June 12, 2024
General Municipal Election – November 5, 2024

Page 3 of 5 ends

Therefore, filing earlier should allow for the nomination paper’s required signatures to be verified and, if needed, a Supplemental Nomination Paper to be issued. All of this paperwork must be filed by the nomination filing deadline of August 9, 2024. The City of Solana Beach has a $25.00 candidate filing fee due at the time of filing.

Potential Filing Extension Date
If any incumbent for Mayor or Councilmember does not file by the filing deadline on August 9th, the filing period will be extended to Wednesday, August 14, 2024, at 5:30 p.m. for candidates other than incumbents.

Candidate Statements
As specified in EC 13307, the Candidate Statement, which is optional for each candidate, includes a brief description of the candidate’s education and qualifications expressed by the candidate. Candidate Statements are prepared on a specified form issued by the Elections Official, printed in the Sample Ballot, and mailed to all registered voters. This optional Candidate Statement is paid for by the candidate. The estimated charge for the Candidate Statement covers the cost of printing, handling, translating, and inclusion in the Sample Ballot. The estimates are based on varying factors including the number of candidates running, how many other elections take place within the consolidated election, and the number of words allowed in the Candidate Statement, 200 or 400 words.

The Council chose a 400-word count for the Candidate Statement for the November 2020 and November 2022 Election and all prior elections used a 200-word count. It is up to the Council to determine the word count for the candidate statement for this election. Whichever word count is authorized by Council will be the required word count for all Candidate Statements. Candidates are required to prepay the established estimated cost when they file the Candidate Statement with all official election papers for candidate qualification and sign an understanding that the charge is an estimate and not the final cost.

Elected Seat Candidate Statement Cost Estimate
200 Word Statement 400 Word Statement
Mayoral Candidate $1,500 $2,200
District Councilmember Candidate $1,400 $1,900
This estimate is provided by the San Diego County Registrar of Voters, with whom the City contracts to provide certain election services. Candidates will be responsible for any additional cost or will receive a refund, whichever applies, after the accounting of the election is finalized. Resolution 2024-065, as drafted, contemplates a 400-word limit. Should the Council decide to decrease the Candidate Statement to 200 words, the resolution will be revised accordingly.

Resolving a Tie Vote
If the election results in a tie vote, there are two options for reconciling the tie. A tie vote may be decided by lot (e.g. tossing a coin, etc.) or by conducting a special runoff election involving those candidates who receive an equal number of votes. The Council must decide, prior to the election, how to determine the tie vote. Determining the winner of a tie vote using the “by lot” method results in minimal cost to the City.

June 12, 2024
General Municipal Election – November 5, 2024

Page 4 of 5 ends

If the election results in a tie vote and the Council elects to opt for a runoff, then an appropriate resolution would be brought back at a later date to call a Special Runoff Election. A Special Runoff Election, held by itself (without consolidation with another statewide election), and contracting these services from the San Diego County Registrar of Voters could cost in excess of $200,000, based on the last estimate provided to the City for a Special Election.

Staff recommends Council determine the resolution of a tie vote using the “by lot” method.

However, if Council determines a Special Runoff Election is the appropriate method, then a resolution would need to be brought back, prior to the election, for adoption.

Cancellation of Candidate Election
In the event that an equal number of qualified candidates do not exceed the number of Council positions to be filled, Elections Code Section 10229 allows Council to make a determination of whether to appoint the candidates in lieu of holding the scheduled election.

Following the nomination period, if the City Clerk discovers that the above circumstance applies, a certificate of facts would be presented to Council at a Council meeting for the determination on whether to appoint the candidates in lieu of placing them on the ballot.

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

FISCAL IMPACT:

Biennial general municipal election costs are determined the Registrar of Voter’s costs for services, the various runs on a given ballot, the number of registered voters, and the City’s costs for its required publication notices and related translations, materials, etc. The San Diego County Registrar of Voters provided some preliminary estimates for the election based on three candidates running for each of the three offices totaling approximately $35,000.

Currently, the Fiscal Year 2024-25 Budget allocates $65,000 towards the General Election.

WORK PLAN: N/A
OPTIONS:
• Approve Staff recommendation to call the General Election, consolidate with the County, choose a 200-word or 400-word candidate statement, and opt for a tie vote decided by lot. • Do not approve the calling of the General Election and return to call a Special Election to comply with the Solana Beach Municipal Code and State of California Codes.

DEPARTMENT RECOMMENDATION:

Staff recommends that City Council:

2. Adopt Resolution 2024-063 requesting the Board of Supervisors of the County of San June 12, 2024
General Municipal Election – November 5, 2024

Page 5 of 5 ends

Diego to Consolidate a General Municipal Election to be held on Tuesday, November 5, 2024, with the Statewide General Election to be held on that date.

3. Adopt Resolution 2024-064 adopting regulations for Candidates for Elective Office pertaining to Candidate’s Statements.

CITY MANAGER’S RECOMMENDATION:

Approve Department Recommendation.
________________________
Alyssa Muto, City Manager
Attachments:

1. Resolution 2024-062 – Call Election, Reconcile Tie Vote

2. Resolution 2024-063 – Election Consolidation Request

3. Resolution 2024-064 – Candidate Statements
RESOLUTION 2024-062

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

SOLANA BEACH, CALIFORNIA, CALLING FOR THE

HOLDING OF A GENERAL MUNICIPAL ELECTION TO BE
HELD ON TUESDAY, NOVEMBER 5, 2024, FOR THE

ELECTION OF CERTAIN OFFICERS AS REQUIRED BY

THE PROVISIONS OF THE LAWS OF THE STATE OF
CALIFORNIA RELATING TO GENERAL LAW CITIES.

WHEREAS, under the provisions of the laws relating to General Law cities in the State of California, a General Municipal Election shall be held on November 5, 2024, for the election of municipal officers; and
WHEREAS, it is most beneficial to contract the services of the County of San Diego Registrar of Voters to conduct certain election operations and canvass the returns of said General Municipal Election, and that the City Clerk carry out all other necessary procedures for such election.

NOW, THEREFORE, the City Council of the City of Solana Beach, California, does resolve, declare, determine and order as follows:

SECTION 1. All of the foregoing recitals are true and correct.

SECTION 2. That pursuant to the requirement of the laws of the State of California relating to General Law cities, there is called and ordered to be held in the City of Solana Beach, California, on Tuesday, November 5, 2024, a General Municipal Election for the following purposes:
• Electing a city-wide Mayor for the full term of four years; and • Electing a Councilmember from District 1 for a full term of four years; and • Electing a Councilmember from District 3 for a full term of four years.

SECTION 3. That the ballots to be used at the election shall be in form and content as required by law.

SECTION 4. That pursuant to Resolution 2024-063, the election department of the County of San Diego is authorized, instructed and directed to procure and furnish any and all official ballots, notices, printer matter and all supplies, equipment and paraphernalia that may be necessary in order to properly and lawfully conduct the election.

SECTION 5. That the City Council authorizes the City Clerk to administer said election and all reasonable and actual election expenses shall be paid by the City upon presentation of a properly submitted bill.

ATTACHMENT 1
Resolution 2024-062
Calling November Election

Page 2 of 2 ends

SECTION 6. That the polls for the election shall be open at 7:00 a.m. on the day of the election and shall remain open continuously from that time until 8:00 p.m. of the same day when the polls shall be closed, except as provided in Section 14401 of the Elections Code of the State of California.

SECTION 7. That in all particulars not recited in this resolution, the election shall be held and conducted as provided by law for holding municipal elections.

SECTION 8. That notice of the time and place of holding the election is given and the City Clerk is authorized, instructed and directed to give further or additional notice of the election, in time, form and manner as required by law.

SECTION 9. That in the event of a tie vote (if any two or more persons receive an equal and the highest number of votes for an office) as certified by the San Diego County Registrar of Voters (ROV), the City Council, in accordance with Election Code Section 15651(b), shall set a date, time, and place and summon the candidates who have received the tie votes to appear and will determine the tie by lot.

SECTION 10. That the City Clerk shall certify to the passage and adoption of this resolution and enter it into the book of original resolutions.

PASSED, APPROVED AND ADOPTED at a Regular meeting of the Solana Beach City Council held on the 12th day of June, 2024, by the following vote:

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

SOLANA BEACH, CALIFORNIA, REQUESTING THE BOARD

OF SUPERVISORS OF THE COUNTY OF SAN DIEGO TO

CONSOLIDATE A GENERAL MUNICIPAL ELECTION TO BE
HELD ON NOVEMBER 5, 2024, WITH THE STATEWIDE

GENERAL ELECTION TO BE HELD ON THAT DATE
PURSUANT TO SECTION 10403 OF THE ELECTIONS CODE
WHEREAS, the City Council of the City of Solana Beach called a General Municipal Election to be held on November 5, 2024, for election of municipal officers, Mayor and Councilmembers in Districts 1 and 3; and
WHEREAS, in the course of conduct of the election, it is necessary for the City to request services of the County; and
WHEREAS, all necessary expenses in performing these services shall be paid by the City of Solana Beach; and
WHEREAS, it is desirable that the General Municipal Election be consolidated with the Statewide General Election to be held on the same date and that, within the City, the precincts, polling places and election officers of the two elections be the same, and that the county election department of the County of San Diego canvass the returns of the General Municipal Election and that the election be held in all respects as if there were only one election.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SOLANA BEACH,

CALIFORNIA, DOES RESOLVE, DECLARE, DETERMINE AND ORDER AS FOLLOWS:

SECTION 1. That pursuant to the provisions of Section 10403 of the Elections Code, the Board of Supervisors of the County of San Diego is hereby requested to consent and agree to the consolidation of a General Municipal Election with the Statewide General Election held Tuesday, November 5, 2024, for the purpose of electing municipal officers, Mayor and Councilmembers in Districts 1 and 3; and SECTION 2. That the County of San Diego Registrar of Voters be authorized to render election services and proceedings including procuring and furnishing any and all official ballots, notices, printed matter and all supplies and equipment and paraphernalia incidental to and connected with the conduct of the subject election as well as canvassing the returns of the General Municipal Election in order to properly and lawfully conduct such election. The election will be held and conducted in accordance with the provisions of law regulating the statewide election.

SECTION 3. That the Board of Supervisors is requested to issue instructions to ATTACHMENT 2
Resolution 2024-063
Consolidation of Election

Page 2 of 2 ends

the county election department to take any and all steps necessary for the holding of the consolidated election.

SECTION 4. That the County of San Diego shall be reimbursed in full for the services performed by the San Diego County Registrar of Voters for the City of Solana Beach upon presentation of a proper invoice, and the City agrees to indemnify and save free and harmless the County, its officers, agents and employees from expense or liability, including reasonable attorneys’ fees, as a result of any election contest arising after conduct of this election.

SECTION 5. That the City Clerk is hereby directed to file a certified copy of this Resolution with the Board of Supervisors and the county election department of the County of San Diego.

SECTION 6. That the City Clerk shall certify to the passage and adoption of this Resolution and enter it into the book of original Resolutions.

PASSED, APPROVED AND ADOPTED at a regular meeting of the City Council of the City of Solana Beach, California, held on the 12th day of June, 2024, by the following vote:

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SOLANA

BEACH, CALIFORNIA, ADOPTING REGULATIONS FOR CANDIDATES

FOR ELECTIVE OFFICE PERTAINING TO CANDIDATE STATEMENTS

SUBMITTED TO THE VOTERS AT AN ELECTION TO BE HELD ON
TUESDAY, NOVEMBER 5, 2024.

WHEREAS, Section 13307 of the Elections Code of the State of California provides that the governing body of any local agency adopt regulations pertaining to materials prepared by any candidate for a municipal election, including costs of the candidates statement.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SOLANA BEACH, DOES HEREBY RESOLVE, DECLARE, DETERMINE AND ORDER AS FOLLOWS:

SECTION 1. GENERAL PROVISIONS. That pursuant to Section 13307 of the Elections Code of the State of California, each candidate for elective office to be voted for at an Election to be held in the City of Solana Beach on November 5, 2024 may prepare a candidate’s statement on an appropriate form provided by the City Clerk. The statement may include the name, age and occupation of the candidate and a brief description of no more than 400 words of the candidate’s education and qualifications expressed by the candidate himself/herself. The statement shall not include party affiliation of the candidate, nor membership or activity in partisan political organizations.

The statement is to be filed (in typewritten form) in the office of the City Clerk at the time the candidate’s nomination papers are filed. The statement may be withdrawn, but not changed, during the period for filing nomination papers and until 5:00 p.m. of the next working day after the close of the nomination period.

SECTION 2. FOREIGN LANGUAGE POLICY
A. Pursuant to the Federal Voting Rights Act, the candidate’s statements are required to be translated in all languages as required. The County is required to translate candidate’s statements into the following languages: Spanish, Tagalog/Filipino, Vietnamese, and Chinese.

B. The County will mail sample ballots and candidates statements in Spanish, Tagalog/Filipino, Vietnamese, and Chinese to only those voters who are on the county voter file as having requested a sample ballot in a particular language. The County will make the sample ballots and candidates statements in the required languages available at all voting centers, on the County’s website, and in the Election Official’s office.

SECTION 3. PAYMENT
A. Translations:

ATTACHMENT 3
Resolution 2024-064
Candidate’s Statements

Page 2 of 3 ends

1. The candidate shall be required to pay for the cost of translating the candidate’s statement into any required foreign language as specified in (A) pursuant to Federal and/or State law.

B. Printing

1. The candidate shall be required to pay for the cost of printing the candidate’s statement in English in the voter’s pamphlet.

2. The candidate shall be required to pay for the cost of printing the candidate’s statement in a foreign language in the voter’s pamphlet.

The City Clerk shall estimate the total cost of printing, handling, translating and mailing the candidate’s statements filed pursuant to this section, including costs incurred as a result of complying with the Voting Rights Act of 1965 (as amended), and require each candidate filing a statement to pay in advance to the City of Solana Beach his or her estimated pro rata share as a condition of having his or her statement included in the voter’s pamphlet. The estimate is just an approximation of the actual cost that varies from one election to another election and may be significantly more or less than the estimate, depending on the actual number of candidates filing statements. Accordingly, the City Clerk is not bound by the estimate and may, on a pro rata basis, bill the candidate for additional actual expense or refund any excess paid depending on the final actual cost. In the event of underpayment, the City Clerk shall require the candidate to pay the balance of the cost incurred. In the event of overpayment, the City Clerk shall prorate the excess amount among the candidates and refund the excess amount paid within 30 days of the election or as soon as the final amount is known from the Registrar of Voters.

SECTION 4. MISCELLANEOUS
A) All translations shall be provided by professionally certified translators.

B) The City Clerk shall comply with all recommendations and standards set forth by the California Secretary of State, the San Diego County Registrar Voters, and local municipal codes and regulations, in other matters relating to elections.

SECTION 5. ADDITIONAL MATERIALS. No candidate will be permitted to include additional materials in the sample ballot package.

SECTION 6. That the City Clerk shall provide each candidate or the candidate’s representative a copy of this Resolution at the time nominating petitions are issued.

SECTION 7. That all previous resolutions establishing council policy on payment for candidate’s statements are repealed.

SECTION 8. That this resolution shall apply at the next ensuing municipal election, November 5, 2024, and at each municipal election after that time.

Resolution 2024-064
Candidate’s Statements

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SECTION 9. That the City Clerk shall certify to the passage and adoption of this resolution and enter it into the book of original resolutions.

PASSED AND ADOPTED at a regular meeting of the City Council of the City of Solana Beach, California, held on the 12th day of June, 2024, by the following vote.

AYES: Councilmembers –
NOES: Councilmembers –
ABSENT: Councilmembers –
ABSTAIN: Councilmembers –
____________________________
LESA HEEBNER, Mayor
APPROVED AS TO FORM: ATTEST:
_________________________________ ____________________________ JOHANNA N. CANLAS, City Attorney ANGELA IVEY, City Clerk CITY COUNCIL ACTION:
______________________________________________________________________ ______________________________________________________________________ AGENDA ITEM # A.5.

STAFF REPORT

CITY OF SOLANA BEACH
TO: Honorable Mayor and City Councilmembers
FROM: Alyssa Muto, City Manager
MEETING DATE: June 12, 2024
ORIGINATING DEPT: City Attorney’s Office – Johanna Canlas, City Attorney SUBJECT: Special Counsel Services for Municipal Elections BACKGROUND:

The City of Solana Beach has scheduled the general election on November 5, 2024.

This item is before the City Council to authorize the City Manager to execute an agreement with Best Best & Krieger LLP for special counsel services for the November 5, 2024 municipal election.

DISCUSSION:

Solana Beach Municipal Code Section 2.24.130(B) requires that special counsel be appointed by the City Attorney to review complaints of violations of the City’s election laws. The appointment of special counsel must be made in writing and provided to the City Manager, the City Clerk, and the City Council and must be made at least 90 days prior to the election.

The City Attorney recommends that Shawn D. Hagerty of the law firm Best Best & Krieger LLP be appointed as special counsel. Mr. Hagerty and his firm have extensive municipal law and litigation experience and are qualified to serve in this capacity. Mr. Hagerty currently serves as the City Attorney for the City of Santee. He also serves as Corporate Counsel to Civic San Diego, a nonprofit corporation that provides land use, economic development services and project management to downtown and Southeast San Diego.

Mr. Haggerty served as Election Special Counsel for the 2016, 2018, 2020, and 2022 municipal elections.

CEQA COMPLIANCE STATEMENT:

Not a project as defined by CEQA.

June 12, 2024
Special Counsel for Elections

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FISCAL IMPACT:

Special counsel will be paid an hourly rate of $350 to be paid only as services may be needed. Although it is impossible to predict what need might arise for these services, it is anticipated that there are sufficient funds available in the Legal Services budget unit for professional services to pay the special counsel services for the municipal election.

WORK PLAN: N/A
OPTIONS:
∙ Approve Staff recommendation.
∙ Provide direction.

DEPARTMENT RECOMMENDATION:

Adopt Resolution 2024-066 authorizing the City Manager to execute a Professional Services Agreement for Special Counsel Services for Municipal Elections between the City of Solana Beach and Best Best & Krieger LLP.

CITY MANAGER’S RECOMMENDATION:

Approve Department Recommendation.
_________________________
Alyssa Muto, City Manager
Attachment:

1. Resolution 2024-066
RESOLUTION 2024-066

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

SOLANA BEACH, CALIFORNIA, APPROVING THE

PROFESSIONAL SERVICES AGREEMENT AND

AUTHORIZING THE CITY MANAGER TO EXECUTE THE

AGREEMENT BETWEEN THE CITY OF SOLANA BEACH

AND BEST BEST & KRIEGER LLP
WHEREAS, the City requires legal services of independent special counsel on general elections law advice and to review and investigate complaints of alleged violations of the City's political campaign regulations; and WHEREAS, Solana Beach Municipal Code (SBMC) section 2.24.130 requires special legal counsel be appointed by the City Attorney to enforce municipal code violations under SBMC Title 2.24; and
WHEREAS, the City Attorney recommends Shawn D. Hagerty of the law firm Best Best & Krieger LLP as special counsel and that the City Manager execute the Professional Services Agreement for Special Counsel Services for Municipal Elections between the City of Solana Beach and Best Best & Krieger LLP; and WHEREAS, the City Council has determined that it is necessary and appropriate to retain Shawn D. Hagerty of the law firm of Best Best & Krieger LLP to provide legal services to the City as special counsel on general elections law advice and to review and investigate complaints of alleged violations of the City's political campaign regulations as provided under SBMC Title 2.24.

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 the City Council approves the Professional Services Agreement and authorizes the City Manager to execute the agreement between the City of Solana Beach and Best Best & Krieger LLP for special legal services.

PASSED AND ADOPTED this 12th day of June 2024, at a regularly scheduled 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 COUNCIL ACTION:
______________________________________________________________________ ______________________________________________________________________ AGENDA ITEM # A.6.

STAFF REPORT

CITY OF SOLANA BEACH
TO: Honorable Mayor and City Councilmembers
FROM: Alyssa Muto, City Manager
MEETING DATE: June 12, 2024
ORIGINATING DEPT: Fire Department
SUBJECT: City Council Consideration of Resolution 2024-069 Approving the Revised City of Solana Beach Emergency
Operations Plan
BACKGROUND:

The City of Solana Beach Emergency Operations Plan (EOP) is a comprehensive emergency management system that provides for a planned response to disaster situations associated with natural, manmade, or technological incidents. The EOP is aligned with the National Incident Management System (NIMS), the California Standardized Emergency Management System (SEMS), and the Incident Command Structure. The EOP specifically describes roles and responsibilities of participants within the Emergency Operations Center (EOC), while following an emergency management structure of authority. The EOP also describes mutual aid in the region, outlines sources of outside support, and details how the City prepares and responds to emergencies.

This item is before the City Council to request approval of Resolution 2024-069 (Attachment 1) approving the revised City of Solana Beach Emergency Operations Plan.

DISCUSSION:

The San Diego County Unified Disaster Council, of which the City of Solana Beach is a member, updated its Area Emergency Operations Plan in August 2018. To ensure a regional approach when responding to a disaster, the San Diego County Unified Disaster Council requested all 18 incorporated cities in San Diego County adopt the same document and structure.

The City of Solana Beach participated in several workshops with San Diego County Office of Emergency Services and the other incorporated cities in San Diego County to adopt the same document and structure in our respective EOPs. The City’s EOP will be utilized June 12, 2024
Revised SB EOP

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in conjunction with the San Diego County Operational Area EOP Functional Annexes and Local operating procedures.

The proposed EOP follows the same structure and content of the other cities in the County adjusting for Solana Beach’s specific conditions, requirements and protocols. The proposed revisions to the City’s EOP (Attachment 2) include additional EOC roles, a consistent planning document that is an extension of the San Diego County Operational Area (OA), and the inclusion of the new requirements by state law.

The County’s plan will be updated every four years in cooperation with the San Diego County Office of Emergency Services and the Unified Disaster Council. The County’s plan was adopted in 2022, therefore, the next update is scheduled for 2026. The City will review and update the EOP in line with the County’s timeline to reflect the County’s EOP and to meet the unique needs of the City. However, there are times that minor changes are required to the EOP, the proposed Resolution (Attachment 1) delegates the authority to the City Manager or their designee to approve minor changes to the documents.

CEQA COMPLIANCE STATEMENT:

Not a project as defined by CEQA
FISCAL IMPACT:

There is no direct fiscal impact associated with the Staff recommendation.

WORK PLAN:

N/A
OPTIONS:
• Approve Staff recommendation.
• Receive report.
• Provide feedback.

June 12, 2024
Revised SB EOP

Page 3 of 3 ends

DEPARTMENT RECOMMENDATION:

Staff recommends that the City Council adopt Resolution 2024-069 (Attachment 1), approving the revised City of Solana Beach Emergency Operation Plan.

CITY MANAGER’S RECOMMENDATION:

Approve Department Recommendation.
_________________________
Alyssa Muto, City Manager
Attachments:

1. Resolution 2024-069

2. Revised City of Solana Beach EOP
RESOLUTION 2024-069

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

SOLANA BEACH, CALIFORNIA, APPROVING THE REVISED

CITY OF SOLANA BEACH EMERGENCY OPERATIONS
PLAN
WHEREAS, the City of Solana Beach is a member of the San Diego Unified Disaster Council; and
WHEREAS, the San Diego Unified Disaster Council updated it Operational Area Emergency Operations Plan in August 2018 and requested that all 18 incorporated cities in San Diego County adopt the same document and structure for their next update to ensure a regional approach when responding to a disaster; and WHEREAS, the County’s plan is updated every four years in cooperation with San Diego Office of Emergency Services and Unified Disaster Council; and WHEREAS, the City participated in workshops with the other incorporated cities when the County prepared for the 2022 plan update; and
WHEREAS, the revised Solana Beach Emergency Operations Plan adopts the same document and structure as San Diego County and the other incorporated cities.

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. The Emergency Operations Plan will be utilized in conjunction with the San Diego County Operational Area Emergency Operation Plan Functional Annexes and Local operating procedures.

3. The City will review and update the Emergency Operations Plan in line with the County’s to reflect that of the County’s Emergency Operations Plan and to meet the unique needs of the City.

Resolution 2024-069
Revised EOP

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4. The City Manager or the City Manager’s designee is authorized to approve minor changes to the Emergency Operations Plan.

PASSED AND ADOPTED this 12th day of June 2024, at a regular meeting of the City Council of the City of Solana Beach, California by the following vote:

CITY OF SOLANA BEACH

EMERGENCY OPERATIONS PLAN
April 2024
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TABLE OF CONTENTS
Record of Distribution 07
Record of Changes 08
Promulgation Statement 09
Section I: Preface 10
Approvals and Implementation 10
Attestation of Plan Concurrence 10
Section II: Plan Guidance 11
Purpose 11
Scope 11
Overview of the City 12
City’s Hazard Identification 12
Planning Assumptions 14
Planning Approaches 15
All-Hazards Planning 15
Whole Community Planning 15
Section III: Concept of Operations 18
Overview of Con-Ops 18
Preparedness 18
Community Emergency Response Team (CERT) 18
Public Education and Outreach 18
Training and Exercises 19
Mitigation 19
Response 19
Local On-Scene Command and Control 20
Additional Response Considerations 21
Physical, Programmatic and Communications Needs 21
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Essential Needs of Children 22
Household Pets and Service Animals 22
Recovery 22
Section IV: Assignment of Responsibilities 23
Section V: Activation of the EOP 37
Introduction 37
Authority to Activate 37
Levels of Activation 37
Emergency Operations Center--Overview 38
Activation of the EOC 39
Activation Procedures 39
Deactivation of the EOP 40
EOC Organization 40
EOC Location 41
Proclamation of a Local Emergency 41
Mutual Aid 42
Section VI: Direction, Control, and Coordination 44
Section VII: Information Collection, Analysis and Dissemination 47 Information Collection 47
Analysis of Information 47
Dissemination of Information 48
Section VIII Communications 49
Incident Communications 49
Alerts and Warnings 50
EAS 50
WEA 50
AlertSanDiego and Accessible AlertSanDiego 51
Public Information 52
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Section IX: Administration, Finance, and Logistics 54
Administration—Documentation 54
Incident Reports 54
Reports Generated by the EOC 54
Damage Assessment/Recovery Documentation 54
After Action Reports (AAR) 55
City’s Record Retention Schedule 55
Finance Section 56
Public Assistance 56
Individual Assistance 57
Logistics Section 57
Homeland Security Grant Program (HSGP) 58
State Homeland Security Grant Program (SHSGP) 58
Urban Area Security Initiative (UASI) 58
Support Requirements/Mutual Aid 58
Resource Management 59
Section X: Plan Development and Maintenance 60
Section XI: Authorities and References 61
Section XII: Glossary 62
Section XIII: Acronyms 68
Section XIV: Attachments/Appendices 71
EOC Organizational Chart 71
Master Mutual Aid Plan 72
Multi-Jurisdictional Hazard Mitigation Plan (County of San Diego) 72 Functional Annexes (County of San Diego EOP) 72
Plan Concurrence 73
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RECORD OF DISTRIBUTION
Copy
#
Date Department/Agency Received By Delivery
Method
In addition to the recipients listed above, the EOP can also be access at: (hyperlink to be inserted after adoption).

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RECORD OF CHANGES
# Date Contact/Role/Phone Summary of Change
1 5/2024 Patricia Letts
Management Analyst
858-720-2407
Cal OES approved plan (XX/XX/2024) with
recommended updates (awaiting response).

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PROMULGATION STATEMENT
This document is the revised City of Solana Beach Emergency Operations Plan (EOP). This plan supersedes any previous plan(s) promulgated for this purpose. It provides a framework for the City to use in performing emergency functions before, during, and after an emergency event.

Emergency events may be classified as (1) naturally occurring disasters, (2) hazardous materials incidents, (3) human-caused emergencies, (4) technological failures, or (5) infrastructure destruction.

The City’s Emergency Planning team has ensured that the EOP supports the National Incident Management System (NIMS) and the Standardized Emergency Management System (SEMS).

The City will work together with State, Federal, and other local agencies to prevent, prepare for, respond to, and recover from incidents, regardless of cause, size, or complexity effectively and efficiently. The EOP supports the overall mission of the City and has been designed to support all collaborative emergency response efforts of all County, State and Federal agencies. The County of San Diego’s Unified Disaster Council (UDC) endorses and promulgates this document as the official Emergency Operations Plan of the City of Solana Beach.

The plan addresses Emergency Preparedness (those activities supporting enduring operational readiness) and Emergency Response (those immediate and ongoing actions that lead the jurisdiction through an identified crisis or disaster event). The City is responsible for the development and maintenance of the local EOP. This plan is continually reviewed to ensure that it complies with all existing Federal, State, and local statutes. All Federal and State laws supersede the policies and procedures listed in this plan. The Emergency Response portion of the plan will be tested, revised, and updated as required. All recipients of this document are requested to advise the City regarding recommendations for improvement. The present plan has been reviewed and is hereby approved.

Effective: 06/XX/2024 -
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SECTION I: PREFACE

APPROVAL AND IMPLEMENTATION
The City of Solana Beach is committed to providing for the safety of all city residents and local properties. Community safety is dependent upon the continuation of public services before, during, and after an emergency or disaster.

Federal, State, and local laws direct the City to develop comprehensive emergency management plans that identify and prepare for all-hazards, including natural disasters, technological failures, infectious disease outbreaks, international or domestic terror attacks, and catastrophic damage to infrastructure. The City of Solana Beach must be ever ready, equipped, and properly trained to respond to, and recover from, any of these situations.

The City of Solana Beach Emergency Operations Plan (EOP) was developed in accordance with following recommended guidance from the Federal Emergency Management Agency’s (FEMA) Comprehensive Preparedness Guide 101 Version 2.0. The EOP addresses the emergency response functions of local government departments, public officials, and other public and private organizations during emergencies/disasters. The plan was developed through a collaborative effort of City departments, including public safety agencies such as fire, law enforcement, and public works. These organizations play a vital role in responding to emergencies.

The EOP applies to all persons participating in protection, prevention, mitigation, preparedness, response, and recovery efforts within the City. Furthermore, all stakeholders are encouraged to maintain their own procedures and actively participate in the training, exercises, and maintenance needed to support this plan.

The City of Solana Beach EOP is based on the County of San Diego Operational Area Emergency Operations Plan (OA EOP). It is designed to meet the needs of the City with respect to organizational structure and identified hazards.

The City of Solana Beach Emergency Management Program is responsible for the development and maintenance of the City’s EOP. Any changes to the plan must be submitted to the Emergency Management Program for official updates to the plan. There is no official requirement for the City of Solana Beach’s Chief Executive or City Council to address or approve minor changes and daily operational issues. It will be necessary, however, when major changes or responsibilities are modified.

ATTESTATION OF PLAN CONCURRENCE
The parties responsible for developing this EOP have noted each instance when a local department, partnering jurisdiction, or collaborating agency (public or private) is mentioned in the present document. Respecting the importance of plan concurrence, each of these mentioned entities has been notified of its role in the City’s plan and have responded with verbal or written acknowledgment and consent.

Written acknowledgements and/or consents are contained in the appendices of this EOP.

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SECTION II: PLAN GUIDANCE

PURPOSE
This Emergency Operations Plan (EOP) was developed to describe the local, comprehensive emergency management system, which provides for a coordinated response to any natural disaster or man-made emergency. This plan establishes the emergency organization and addresses the coordination of emergency response activities. The goal of this plan is to provide for a coordinated effective response to ensure the protection of life, property, resources, and the environment.

This plan was developed with input from partnering jurisdictions within San Diego County and is consistent with operational concepts defined in plans throughout the region, including the Operational Area (OA) Emergency Operations Plan (EOP). The EOP facilitates coordination among responding agencies, clearly defining areas of responsibility for effective response to any emergency.

SCOPE
This EOP applies to any extraordinary emergency, within the City’s limits, associated with any hazard, natural or human-caused. These emergencies may affect the City and may result in a coordinated response by multiple local government departments and personnel, partner agencies, or regional jurisdictions. The City of Solana Beach, hereinafter referred to as Solana Beach or the City, acknowledging that all emergencies begin and end locally, asserts its responsibility for ensuring emergency preparedness, response, and recovery activities for all populations within the geographic boundary that defines the City.

The Emergency Organization of Solana Beach includes all City departments having a role in emergency preparedness, response, and recovery. The organization also includes sources of outside support. These sources may be provided through mutual aid agreements or through other formal or non-formal collaboration with private, non-profit, or public agencies.

The operational response concepts outlined in this plan will be employed by all responding departments and agencies. The EOP is flexible and scalable and can be adapted, as necessary, to satisfy the response needs of the emergency.

This EOP has been developed to provide guidance for the City based on the following goals and objectives:
• Provide a comprehensive system for effectively managing operations during a declared emergency.
• Describe how the City will protect the life and property of vulnerable populations or individuals with Access and Functional Needs (AFN) (i.e. persons with disabilities, seniors, children, individuals with limited English proficiency, and those who are transportation-disadvantaged). • Clearly identify lines of authority and response relationships. • Assign tasks and responsibilities and equip individuals with the resources to fulfill their roles.

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• Ensure adequate maintenance of facilities, services, and resources in advance of an emergency.
• Facilitate recovery efforts by providing proper inventory and resource management.

OVERVIEW OF THE CITY
The City of Solana Beach, with a population of approximately 13,000, is located along nearly two miles of Pacific coastline in the northern half of San Diego County. As one of the county's most attractive coastal communities, Solana Beach is known for its smalltown atmosphere and pristine beaches. Incorporated in 1986, it has one of the highest median income levels in the County as well as an outstanding school system recognized with state and national awards of excellence.

Lomas Santa Fe, located east of the freeway, is a master planned community, which features shopping, homes, and condominiums, two golf courses and the family-oriented Lomas Santa Fe Country Club.

HAZARD IDENTIFICATION
The City has identified the following hazards to be included in its planning, mitigation, response, and recovery preparations:

Earthquakes:

Due to its relative distance from the closest known active earthquake fault (Rose Canyon Fault), the geographic extent of this hazard is citywide. A greater percentage of the City’s population is potentially exposed to this hazard relative to other hazards, and potential losses from an earthquake would be comparatively larger in most cases. The Rose Canyon Fault lies offshore (2.5 miles west of the City at its closest point) and is capable of generating a magnitude 6.2 to 7.2 earthquake. The local chapter of the Earthquake Engineering Research Institute said that San Diego County faces an 18% probability of a tremblor of 6.7 magnitude or greater over the next 30 years along the fault, which stretches from La Jolla through downtown San Diego and across Coronado. This could potentially damage dwellings and infrastructure throughout the City. The heavier damage and greater human losses being in the Coast Highway 101 corridor due to the presence of older unreinforced masonry buildings, relatively higher population density, and softer soils susceptible to liquefaction, lurch cracking, lateral spreading, and local subsidence.

Flooding:

The geographic extent of this hazard is limited to Solana Beach coastline, particularly the lowlying areas of Eden Garden, as well as the intersection of Valley Avenue and Via de la Valle. The City has experienced some property-related losses resulting from localized flooding in this area, but not loss of life. Previous winter storms have resulted in some property damage and required emergency protective measures, debris removal, and reconstruction of infrastructure.

Tsunami:

The probability of a tsunami hitting the shorelines of the City is considered low to moderate. This is because tsunamis are caused by large offshore earthquakes or ocean landslides. A tsunami affecting the City would be the result of geologic forces taking place thousands of miles from here in the Aleutian or Chilean trenches. The City and the California Office of Emergency Services have produced a Tsunami Evacuation Playbook, which outlines emergency response, City of Solana Beach
Emergency Operations Plan Basic Plan
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evacuations, warning/alerting, and inundation area maps. Due to the City’s relatively high Coastal Bluff, Tsunami inundation would have limited, immediate flooding impacts. However, due to the same fragile coastal bluff environment in Solana Beach, such incident most likely would be followed by significant bluff erosion, collapses, and failures along the entire western City boundary. The affected area would include San Elijo Lagoon, on the north side of the City, Cardiff State Beach, Fletcher Cove beach and access ramp, Seascape Beach and Del Mar Shore Beach.

Extreme Heat & Drought:

While the City of Solana Beach enjoys a mild climate, the community is still susceptible to extreme weather events, which are anticipated to be amplified by climate change. Scientists forecast that average summer temperatures will be 4.8 degrees higher in the near future, with extreme heat events also becoming more frequent and intense in the region. These heat events present a direct hazard to residents without air-conditioning and to vulnerable populations (such as older adults, children, people who are chronically ill, and people who work outside). Extreme heat also has secondary impacts, such as power outages and poor air quality. Heat events, and the increased use of air conditioning, can lead to power outages, which makes the events even more dangerous.

Hotter temperatures may also lead to poorer air quality because ozone formation, a component of smog, increases with higher temperatures.

Sustained dry weather conditions further stress local water supplies as well as increase wildfire threats. As extreme drought periods become more frequent, the increase in slow, or chronic drought periods can cause long term and indirect health effects. Potential health effects include “compromised quantity and quality of drinking water, increased recreational risks, effects on air quality, diminished living conditions related to energy, air quality, and sanitation and hygiene, mental health effects related to economic and job losses, compromised food and nutrition and increased incidence of illness and disease” (Centers for Disease Control, 2022).

Wildfire:

A significant number of Solana Beach residents live within the wildland-urban interface. The geographic extent of this hazard includes the following areas of the City, for the most part, people living along the northern boundary of the City on both sides of the Freeway I-5. Properties in these and other smaller areas are susceptible to wildfire because they are situated near open space and canyons containing heavy fuel loads. Reoccurring periods of low precipitation have increased the risk of wildfires in the region.

Coastal Erosion / Landslide Failures:

Geographic extent of the hazard stretches the entire westerly ocean front properties on the Solana Beach coastal sandstone bluffs. The shoreline segments are also extremely vulnerable to coastal inundation from potential future sea level rise. Erosion studies have been conducted for Solana Beach. Various degrees of coastal bluff erosion occur annually, and coastal bluff failures have resulted in limited loss of properties. As a result, negotiations with the California Coastal Commission are underway to develop a comprehensive coastal bluff policy towards coastal bluff top development.

Dam Failure:

Parts of the City are downstream from Lake Hodges Dam. The failure of Lake Hodges Dam (1918) could possibly threaten persons, properties, City facilities/infrastructure (Eden Garden Sewer Pump Station, including several gravity sewer lines entering the pump station and two force mains City of Solana Beach
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exiting the pump station). Major arterials within the inundation path include the intersection of Via de la Valle and Valley Avenue. Although exposure to loss of property is significant the potential for loss of life is limited because of the length of time before flood wave arrival allowing for aggressive warning and evacuation measures to e initiated by the City. Another reservoir affecting the City is Larrick Reservoir and water pump station constructed in 1965 on Glenmont Drive north of the Cliff Street. Failure of this 6 million gallon reservoir would produce flooding of downstream properties along Cliff Street, Glenmont Ave, Granados Ave, Seabright Lane, North Cedros Ave, and ultimately railroad tracks in Solana Beach which is located in a trench below the surrounding properties. Emergency Action Plans are developed and updated for these dams.

Hazardous Materials:

The City has one major freeway (Interstate 5), one railway, a liquefied petroleum transmission pipeline, and several high-pressure natural gas pipelines that pass through the community. The hazardous materials traveling through these means have the potential to expose thousands of citizens to various degrees of hazard.

Terrorism or Other Manmade Events:

Current and future projections for terrorism cause concern regarding the population, community assets, and City infrastructure.

PLANNING ASSUMPTIONS
The following statements are universally applied to emergency operations across jurisdictions in the County of San Diego:
• Emergency management activities are accomplished using the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS). • Disasters begin and end at the local level. Thus, emergency response is best coordinated at the lowest level of government involved in the emergency. • Local responders provide the first response in the community, focused on initial efforts to save lives and property. Local authorities maintain operational control and responsibility for emergency management activities within their jurisdiction, unless otherwise superseded by statute or agreement.
• When a jurisdiction becomes overwhelmed by the size or complexity of an emergency event, Mutual Aid will be requested and provided as it is available. Non-governmental Organizations (NGO), (both private and non-profit), may also supplement response. • Mitigation activities conducted prior to the occurrence of a disaster result in a potential reduction in loss of life, injuries, and damage.
• Supporting plans and procedures are updated and maintained by responsible parties.

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APPROACHES TO PLANNING
All-Hazards Planning
The City has taken an all-hazards stance when planning for the emergency needs of the community. This approach is an integrated method of emergency preparedness that focuses on capacities and capabilities that are critical to preparedness for a full spectrum of emergencies or disasters. This means that the local jurisdiction is committed to developing these capacities and capabilities that matter during a time of crisis or emergency. It ensures that the City and its stakeholders have the proper training, supplies, and leadership to address a broad range of threats.

The City’s all-hazards planning approach identifies the resources required, and the steps to be taken, before and after an incident. It strives to minimize injuries and/or destruction of property and all categories of resources. The approach takes that which is complex and extensive and breaks it down into manageable tasks that rely on standardized terminology and protocols.

Whole Community and Inclusive Emergency Management Practices The City is fully committed to planning for the needs of the entire community without regard to a person’s demographic profile. The Whole Community Planning concept maintains the necessity of including diverse partnerships with residents, emergency management representatives, organizational and community leaders, and government officials. This is done to improve the assessment and understanding of the needs of various constituents and partners and to organize and strengthen community resources, capacities, and interests. Engaging in whole community emergency management planning leads to demonstrable benefits including societal security and post-incident resiliency.

Community resiliency depends on several critical factors:
• An ability of first responder agencies (e.g., fire service, law enforcement, and emergency medical services) to seamlessly transition from routine response activities to extra-ordinary emergency operations.
• A robust and coordinated emergency management organization that can coordinate with State and regional partners through an effective and efficient Emergency Operations Center (EOC), mass notification and alerting process, an interoperable communications platform, and an accurate and timely public information structure.
• A well-prepared and informed community, which is supported through the collaborative efforts of the areas private, public, and non-profit sectors.

In accordance with the whole community approach, this plan was developed by soliciting the input and guidance from various stakeholders, including, but not limited to: representatives from County departments/agencies, City departments, special districts, law enforcement and fire services personnel, emergency managers and planners, Access and Functional Needs (AFN) advocates, tribal communities (where appropriate), business and industry representatives, and various other stakeholders reflecting a culturally diverse community.

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In the City, all programs, services, and activities provided to residents during times of emergency, to maximum extent feasible, will be inclusive of individuals with disabilities and others with access and functional needs. The following are key focus areas for supporting persons with physical, cognitive, or emotional challenges.
• Accessible transportation
• Assistance animals
• Dietary restrictions and needs
• Assistive equipment and services
• Accessible public messaging
• Evacuation assistance
• Restoration of essential services
• Language translation and interpretation services
• Service delivery site Americans with Disabilities Act (ADA) compliance The City complies with all Federal and State laws that govern the service of individuals with disabilities, access and functional needs, and/or a range of other cultural vulnerabilities during emergency planning phases and emergency response. Federal laws informing the City’s planning efforts include:
• Architectural Barriers Act of 1968
• Rehabilitation Act of 1973
• Individuals with Disabilities Education Act of 1975
• Fair Housing Act Amendments of 1988
• Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988 • Americans with Disabilities Act of 1990
• Telecommunications Act of 1996
• Post-Katrina Emergency Management Reform Act of 2006
• Twenty-First Century Communications and Video Accessibility Act of 2010 The City also complies with California Government Code § 8593.3, which requires government agencies to integrate planning for the needs of individuals with access and functional needs into emergency operations plans. As stated in the code, this includes planning for individuals who have developmental or intellectual disabilities, physical disabilities, chronic conditions, injuries, limited English proficiency or who are non-English speaking, older adults, children, people living in institutionalized settings, or those who are low income, homeless, or transportation disadvantaged, including, but not limited to, those who are dependent on public transit or those who are pregnant.

Further, California Government Code § 8593.3.5 mandates the County, and by extension the City, to ensure cultural competency across all emergency planning efforts. While the County is directed to establish a separate community advisory board for the purpose of cohosting, coordinating, and conducting outreach forums inclusive of culturally diverse communities, the City has, and will continue to take steps to build competencies relative to a culturally diverse community. Cultural competence means the ability to understand, value, communicate with, and effectively interact with people across cultures to ensure that the needs of all community members are addressed, with City of Solana Beach
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priority given to culturally diverse communities. It includes, but is not limited to, being respectful and responsive to the cultural and linguistic needs of diverse population groups.

A culturally diverse community includes, but is not limited to, race and ethnicity, including indigenous peoples, communities of color, and immigrant and refugee communities; gender, including women; age, including the elderly and youth; sexual and gender minorities; people with disabilities; occupation and income level including low-income individuals and the unhoused; education level; people with no or limited English language proficiency; as well as geographic location.

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SECTION III: CONCEPT OF OPERATIONS (CON-OPS)

OVERVIEW OF CON-OPS
It is the responsibility of the City to establish and maintain a comprehensive approach to emergency management to mitigate the effects of hazardous events. The City has the primary responsibility for preparedness and response activities within its jurisdiction. The City’s emergency organization operates under SEMS and NIMS, which are based on the Incident Command System (ICS) and the Multi-Agency Coordination System (MACS). These management systems are designed to provide a structure for response to any emergency, large or small. SEMS consists of the emergency management systems of all local jurisdictions (including special districts), OAs (county-wide), Cal OES Mutual Aid Regions (two or more counties), and State Government. SEMS is scalable and may not require a complete activation of all levels. The incident will dictate the level of activation required.

PREPAREDNESS
During non-emergency times, the City remains in a constant state of readiness. The potential for natural disasters and/or man-made hazards/incidents places a continued emphasis on preparedness activities. Preparedness activities are those activities which help City staff support and enhance response to an emergency. Emergency planning, staff training and exercises, hazard identification and assessment, resource identification, public awareness and education focus on the City’s preparedness for all- hazards.

City public safety departments other entities, identified in this plan as having either a primary or support responsibilities during emergencies, maintain policies and procedures for responding.

City personnel receive training on emergency response procedures, both at the field level, and in the EOC.

Community Emergency Response Team (CERT)
The CERT program is an all-risk, all-hazard training, designed to educate residents in the community about disaster preparedness. CERT is a valuable program that helps residents protect themselves, their families, their neighbors, and their neighborhood during an emergency. CERT programs provide preparedness opportunities for residents through various workshops and training courses.

Public Education/Outreach:

The City’s Fire Department supports emergency preparedness through public education. The Fire Department public education engages with the public to inform residents about the different hazards and provides community presentations to increase public knowledge about emergency preparedness, response, and recovery operations.

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Training and Exercises:

The City strives to ensure personnel have the training necessary to perform daily operations and serve in an emergency role during any incident. The City follows the NIMS guidelines to ensure EOC personnel are adequately trained and familiar with their roles and responsibilities during emergency response.

The City also participates in the countywide reoccurring two-year exercise schedule, which includes a tabletop exercise in year one, followed by a full-scale exercise in year two. Every twoyear cycle focuses on a different hazard/scenario and provides an opportunity for emergency responders and EOC staff to test regional coordination, plans, and procedures. In addition, the City engages in internal exercises as needed to test city-specific operations, policies, and procedures.

MITIGATION
Emphasis is placed on mitigation measures to reduce losses from disasters, including the development and enforcement of appropriate land use, design, and construction regulations.

Identified hazards will be made safer via ordinance, regulations, public awareness campaigns, special mitigation projects, and policy making.

The City has identified its top hazards and corresponding mitigation activities, listed in the MultiJurisdictional Hazard Mitigation Plan (San Diego County, 2023). The City’s Development Services Department (Building Division) enforces earthquake building code standards. Additionally, all City projects are subjected to an environmental assessment initial report, which provides site-specific information on existing natural hazards and other environmental concerns.

The City’s zoning ordinances and the California Building Code support mitigation efforts through the enforcement of fire codes and earthquake standards. Other City regulations help mitigate potential hazards through several code enforcements such as installation of water systems of adequate size and pressure for firefighting, ensuring adequate roadway widths for emergency vehicle access, and avoiding projects in floodplains.

RESPONSE
Whenever possible, all emergency response activities will be initiated and managed locally with City resources. The City is responsible for directing and coordinating emergency operations, while other levels within the SEMS structure provide support as needed. When the emergency exceeds the City’s capabilities or capacities, mutual aid assistance should be requested through established agreements with other jurisdictions (local, State or Federal) or the San Diego County Operational Area (OA),
All responses to an emergency will progress through the established SEMS process. The following chart depicts the five organizational levels of SEMS and how activation levels are tied to the size and scope of the evolving incident.

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SEMS ORGANIZATIONAL LEVELS
STATE

OPERATIONS
The coordination of the State’s resources is fully integrated with Federal agencies.

REGIONAL

OPERATIONS
All information and available resources are managed and coordinated among operational areas.

OPERATIONS
Information, resources, and priorities are managed by all local governments within the boundaries of the affected County.

LOCAL

OPERATIONS
The affected jurisdiction disseminates local information, City resources, and immediate priorities within its boundaries.

FIELD

OPERATIONS
A local Incident Commander assesses the current emergency, sets response priorities, mobilizes, and coordinates all available resources, identifies additional equipment and personnel needs, and releases, as appropriate, on-scene information.
 All incidents will be managed at the lowest possible level, using standard operating procedures established by the responding departments or agencies.
 Responders will use the established Incident Command System (ICS) to manage response operations.
 If an incident exceeds normal incident response procedures, the City will activate established mutual aid channels prior to requesting support from the OA.

Local On Scene Command and Control
The Incident Commander (IC) identified by the appropriate agency, (i.e., Law Enforcement, Fire, or Public Works), will assume responsibility for all emergency response activities. These responsibilities include:
• Assessing the scope of the presenting emergency
• Identifying immediate and short-term goals and objectives • Determining the overarching response needs
• Initiating the development of strategies and tactics
• Establishing operational periods; and
• Authorizing and mobilizing the necessary response resources • Reporting pertinent information to the EOC, if activated City of Solana Beach
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The IC, with input from the command staff and general staff, has overall authority and responsibility for conducting incident operations within the parameters of the defined emergency.

When multiple command authorities are involved, the incident will typically be led by a Unified Command effort. The Unified Command team is comprised of officials from separate agencies who have legally established jurisdictional authority, but who must cooperate with other agencies to achieve the emergency management goals and objectives. Unified Command provides direct, on-scene control of tactical operations.

At the tactical level, on-scene incident command and management organization are located at an Incident Command Post, which is typically comprised of local and mutual aid responders.

Additional Response Considerations
During emergency response, it is important to ensure that preparedness and response strategies serve the needs of the entire population within the City. This includes vulnerable populations.

Strategies rooted in inclusive emergency management practices will ensure that all populations are considered, and the necessary services are provided to all impacted communities.

Physical, Programmatic and Communications Needs
Emergencies are not selective about the communities or the people they impact. Individuals with disabilities and others with access and functional needs may experience a greater impact from disasters because of disruptions in their support systems and loss of equipment, supplies, transportation, and communication.

The City, in coordination with the County of San Diego, continues to plan for the needs of individuals with disabilities and access and functional needs, including but not limited to providing accessible transportation during evacuations, providing public information in multiple languages, language translation services at evacuation and recovery centers, and training first responders on how to interact with persons with physical, cognitive, and emotional disabilities.

There are key principles to consider when planning for the needs of persons with disabilities and access and functional needs. These principles guide the programs and activities necessary for addressing the needs of these individuals:

Equal Access: People with disabilities must be able to access the same programs and services as the general population.

Physical Access: People with disabilities must be able to access locations where emergency programs and services are provided.

Access to Effective Communication: People with disabilities must be given the same information provided to the general population. Communications with people with disabilities must be as effective as communications with others.

Inclusion: People with disabilities have the right to participate in and receive the benefits of emergency programs, services, and activities.

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Integration: Emergency programs, services, and activities typically must be provided in an integrated setting.

Program Modifications: People with disabilities must have equal access to programs and services, which may entail modifications.

No Charge: People with disabilities may not be charged to cover the costs of measures necessary to ensure equal access and nondiscrimination.

Essential Needs of Children
It has been established that children have unique physical and emotional needs when a disaster occurs. Children are at increased risk of physical, psychological, developmental, and emotional harm, and respond differently to these traumatic events than adults do. Children require protection from physical harm, exploitation or violence, psychosocial distress, family separation, abuses related to evacuation, denial of access to quality education, and recruitment into gangs.

Working with partner agencies, the City’s goal is to adequately address these needs and provide for children.

Regarding family separation, the City shelters (in conjunction with the American Red Cross) require the intake of family units as a whole. Parents and children are linked through an established identification system and children are not allowed to leave the shelter without being accompanied by the adult they came with. When dealing with unaccompanied minors, arrangements are made to bring in support from law enforcement and County of San Diego Child Support Services to ensure they receive the additional assistance they need. Additionally, arrangements are made to provide children in shelters a “normal” lifestyle, including play areas, dietary needs, and opportunities to communicate with trained professionals reading emotional and psychological concerns.

Household Pets and Service Animals
The San Diego Humane Society is equipped to shelter animals in an emergency response situation. Animal Control Officers are available 365 days per year on a standby basis to pick up dangerous or injured animals. They have vehicles for transport, including animal control trucks, a transport van and a spay bus.

RECOVERY
A successful recovery operation begins before the disaster occurs. Recovery operations include the development, coordination, and execution of service- and site-restoration plans for impacted communities, as well as the reconstitution of government operations and services.

The City participated in the development of the San Diego County Operational Area Recovery Plan, which is activated as necessary during any emergency requiring large scale recovery activities. The City will appoint an overseer of all the recovery efforts in the aftermath of a declared emergency. This person will manage the City’s recovery operations in accordance with the recovery plan. As the incident transitions from response to recovery, EOC staff will be reassigned as necessary to support the recovery operation and fulfill recovery roles and responsibilities.

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SECTION IV: ASSIGNMENT OF RESPONSIBILITIES
Below is a list of departments and assigned personnel responsible for the tasks and responsibilities needed to effectively manage an extra-ordinary event or declared emergency. The list represents the Emergency Organization of the jurisdiction.

Disaster Council
 The Mayor chairs the local Disaster Council.
 The Disaster Council develops emergency plans, agreements, and mutual aid plans .  The Disaster Council develops ordinances, resolutions, rules, and regulations to implement emergency and mutual aid plans.
 It provides direction for the emergency organization.

Mayor and City Council
 The Mayor ensures the continuity of government during emergencies or disasters.  The Mayor serves as a spokesperson to the media for the City, in coordination with the City’s Public Information Officer (PIO).
 The City Council communicates with and reports the needs of its constituents directly to the Director of Emergency Services (DES) and/or Mayor.
 The City’s Mayor and City Council conduct public meetings to determine the public’s needs and to identify any specific or general needs related to the disaster.  The City Council validates/ratifies any Proclamations of Local Emergency.  The City Council must approve the initial Proclamation of a Local Emergency within 7 days of the proclamation.
 The City Council must review and re-approve the Proclamation of a Local Emergency every 14 days.
 The City Council, in its capacity as the jurisdiction’s governing body, must address any specific issues or extraordinary concerns related to the current crisis that require its consideration.
 The City Council must review the requirements for special legislation and development of novel policies.
 The City Council establishes executive-level policies and passes critical resolutions for the management of the emergency.
 The Mayor and/or the City Council consider and advise both short- and long-term recovery strategies.
 The Mayor and/or individual members of the City Council host and accompany VIPs and government officials on tours of the emergency/disaster.

Policy Group
 The Policy Group serves as the advisory body to the Emergency Operations Center.  The Policy Group is made up of the City Manager and City department leadership.  The Policy Group provides policy, direction, and guidance for incident management, including making executive/priority decisions.

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 It advises the City Council on emergency response, recovery, and management issues.  The Policy Group sets priorities and establishes policies governing EOC operations and activities.
 It ensures long-range, logistical, and recovery planning.  It serves as the active liaison with elected officials in other jurisdictions throughout the OA.  The Policy Group makes sure that all appropriate emergency proclamations are made.

City Manager (Director of Emergency Services)
The City Manager is the Director of Emergency Services and is empowered to control and direct the effort of the emergency organization of this City to prepare and carry out emergency plans for the protection of persons and property within the city. Additionally, the Director will ensure that emergency functions are coordinated with all other public agencies, corporations, organizations and affected private persons during emergency response.  The Director requests proclamations for local emergencies.  The DES requests the Governor to proclaim, as appropriate, a state of emergency.  They coordinate the direction of the emergency organization.  They direct cooperation between and coordination of services and staff of the emergency organization of the City and resolve questions of authority and responsibility that may arise between them.
 They represent the City in dealings with public and private agencies.  The Director represents the emergency organization in front of the City Council to make and issue rules and regulations on matters reasonably related to the protection of life and property.
 The DES authorizes personnel to obtain the resources necessary for the protection of life and property.
 The Director authorizes the utilization of disaster service workers to support the emergency response.
 The Director of Emergency Services shall designate the order of succession to that office, to take effect in the event the director is unavailable to attend meetings or otherwise perform his/her duties during an emergency. Such order of succession shall be approved by the city council.

Assistant Director of Emergency Services
The Assistant Director of Emergency Services is appointed by the Director and empowered to act on behalf of the Director in his/her absence.

Line of Succession
It is incumbent upon all levels of government to establish a line of succession of authority if current officers are unable to carry out their responsibilities. An individual serving as Acting City Manager/Director of Emergency Services has the authority and powers of the position of City Manager/Director of Emergency Services.

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Director of Emergency Services Line of Succession
Order of
Succession Title
First Assistant City Manager
Second Community Development Director
Third
Emergency Service Chiefs (Fire Chief,
Engineering/Public Works Director –
based on disaster type)
City Manager’s Office
 The City Manager’s Office’s designated Public Information Officer (PIO) will lead communications during disasters.
 The City Manager’s Office is responsible for implementing a proactive, informative, creative, and innovative marketing and communications program.  One of the most important roles of the Office is to help our community access information about the current crisis and information about the availability of services from the local, county, or state governments.
 During disasters, the Office provides the public with timely and accurate information and instructions which are essential to life safety and an effective response with public support.  Working closely with the EOC and first responders, the Office will coordinate all aspects of public information.
 It will provide personnel trained as Public Information Officers.  The Office will participate in the countywide Joint Information System (JIS) with PIOs throughout the region and share pertinent information related to the disaster.  A designated official from the City Manager’s Office serves as the lead for all public information related duties.
 The Communication lead directs and coordinates all aspects of communication with the media, the public, and other public and private agencies.  The Office responds to local, national, and international media requests for interviews and/or information.
 It maintains the City’s website and provides comprehensive information to the public.  The Office provides updates to the media and the public via the City’s social media platforms.
 A designee from the Office will monitor social media to keep abreast of messages and possible inquiries from the media, the public, and other response agencies.  The Office monitors all traditional media and social media outlets and provides rumor control and corrects any misinformation about the incident.

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 The Office makes sure that public messaging is released in multiple formats, allowing the message to reach the whole community, including those with disabilities and other access and functional needs.

Fire Department (FD)
 The Fire Department are responsible for daily fire suppression and prevention operation, including structural fires, medical emergency response, and hazardous materials response or public assistance. In addition, they are responsible for open ocean and swiftwater/flood rescues.
 The Department must maintain levels of training to respond to disasters that are beyond the scope of daily duties.
 The Department coordinates and conducts necessary training to adequately perform functions and responsibilities during emergencies.
 In coordination with the Marine Safety and Sheriff’s Departments, the Department maintains adequate training on procedures and processes for managing incidents at the field level using ICS, including but not limited to:
✓ Train accidents, including light rail;
✓ Aircraft accidents, including military aircraft;
✓ Dam failure (consistent with inundation areas);
✓ Hazardous material incidents (consistent with County’s Hazardous Materials Response Plan);
✓ Earthquakes;
✓ Floods;
✓ Wildland fires;
✓ Landslides;
✓ Extreme weather or storm situations;
✓ Epidemics, pandemics, or the outbreaks of novel, highly transmissive infectious diseases;
✓ Mass casualty incidents;
✓ Swiftwater/flood rescues; and
✓ Cliff failures
 The Department coordinates with the Sheriff’s Department on emergency public alert and warning procedures, utilizing the City’s mass notification system.  The Department directs all actions which stabilize and mitigate the emergency including controlling fires, saving lives, safeguarding property, and assisting other emergency services in restoring normal conditions.
 It conducts mutual aid activities in accordance with established operational procedures.  It conducts windshield surveys as part of damage assessment activities.

Marine Safety Department (MS)
 The Marine Safety Department are responsible for medical emergency response, and public assistance. In addition, they are responsible for open ocean and swiftwater/flood rescues.

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 The Department must maintain levels of training to respond to disasters that are beyond the scope of daily duties.
 The Department coordinates and conducts necessary training to adequately perform functions and responsibilities during emergencies.
 In coordination with the Fire and Sheriff’s Department, the Department maintains adequate training on procedures and processes for managing incidents at the field level using ICS, including but not limited to:
✓ Hazardous material incidents (consistent with County’s Hazardous Materials Response Plan);
✓ Earthquakes;
✓ Floods;
✓ Landslides;
✓ Extreme weather or storm situations;
✓ Epidemics, pandemics, or the outbreaks of novel, highly transmissive infectious diseases;
✓ Swiftwater/flood rescues; and
✓ Cliff failures
 The Department coordinates with the Sheriff’s Department on emergency public alert and warning procedures, utilizing the City’s mass notification system.  It conducts mutual aid activities in accordance with established operational procedures.  It conducts windshield surveys as part of damage assessment activities.

Law Enforcement (Sheriff’s Department)
 The Sheriff’s Department assists with such activities as evacuations, traffic control/direction, scene security, search and rescue operations (if appropriately trained), and a variety of other activities that fall within the purview of law enforcement agencies.  The Sheriff’s Department coordinates and conducts necessary training to adequately perform functions and responsibilities during emergencies.  The Sheriff’s Department receives and disseminates warning information to the general public.
 It facilitates operations for evacuations/movement operations and traffic and crowd control operations, including the identification of evacuation routes, evacuation reception areas, shelter locations, and access controls for evacuated areas.  It coordinates the establishment of emergency traffic routing and ingress/egress procedures with other local and state agencies (i.e., California Highway Patrol).  The Sheriff’s Department supports search and rescue operations.  It provides security for essential facilities, services, and resources.  In coordination with the Fire and Marine Safety Departments, the Sheriff’s Department maintains adequate training on procedures and processes for managing incidents at the field level using ICS, including but not limited to those emergency situations listed above in the Fire and Marine Safety departments sections.
 The Sheriff’s Department provides staff to serve as Terrorism Liaison Officer(s) (TLO) to the San Diego Law Enforcement Coordination Center.

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 TLOs shall receive critical information to maintain situational awareness on threat levels, activity, and the like, and provide information to the emergency organization for planning and response purposes.
 The Sheriff’s Department promotes awareness to the City’s residents regarding vigilance and the importance of deterring criminally related activity, and it provides a platform for sharing this information among the public and first responders.

Public Works and Engineering Department
 These Departments are responsible for providing and managing the City's infrastructure, responsive maintenance, and emergency construction in order to optimize mobility, public and environmental health, and safety during an emergency.  During an emergency response, these Departments are responsible for a variety of services needed to preserve public safety.
 These Departments coordinate and conduct necessary training to adequately perform functions and responsibilities during emergencies.
 These Departments provide qualified personnel to staff the EOC.  The Departments support the execution of emergency contracting support for lifesaving and life-sustaining services, to include providing potable water, ice, emergency power, and other emergency commodities and services.
 The Departments manage, monitor, and/or provide technical advice in the clearance, removal, and disposal of contaminated and non-contaminated debris from public property.  The Departments manage and coordinate contracted transportation vehicles and facilities.  These Departments implement storm response procedures such as providing sandbags, clearance of drainage canals, culverts, sewers, etc.
 A designee from these Departments may be appointed to serve as the Recovery Director and to ensure that recovery activities are implemented.  The Engineering Department may provide structural engineers for damage assessment activities, as well as for recovery efforts.
 The Engineering Department provides engineering services, technical expertise, and oversight for the development and operations of the City’s public infrastructure and facilities.
 These Departments coordinate and conduct necessary training to adequately perform functions and responsibilities during emergencies.
 They support the restoration of utilities by evaluating and repairing transportation systems (roads, bridges, etc.).
 They provide emergency repair of damaged infrastructure and critical public facilities.  These Departments assist in the monitoring and stabilization of damaged structures and the demolition of structures designated as immediate hazards to public health and safety.  These Departments support mass evacuations through traffic engineering controls.

Parks and Recreation Department
 The Parks and Recreation Department serves as the lead for mass care and shelter operations during disasters.

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 The Department manages the City’s recreational facilities, which may become mass care shelters during an emergency.
 The Department develops procedures for mobilizing Department personnel and prepositioning resources and equipment.  It ensures that an adequate number of Department personnel are trained in shelter operations.
 The Department provides qualified staff to the EOC for coordination of shelter operations with emergency response.
 The Department requests appropriate mutual aid support for medical care and public health at City shelters.
 In coordination with the American Red Cross, the Department develops procedures for the proper care of displaced persons (shelter operations).  The Department ensures that all mass care operations address the whole community including those with disabilities and other access and functional needs.  In coordination with the San Diego Humane Society, the Department develops procedures for the care and shelter of pets and livestock.
 It follows established procedures to coordinate care for unaccompanied minors.  The Department is responsible for managing parks and open spaces through established and practiced operations.

Finance Department
 The Finance Department ensures that response operations are cost effective and that the City is documenting and tracking incident costs to maximize reimbursable expenses.  The Finance Department develops procedures for procuring emergency resources to sustain operations.
 It develops the process for documenting the financial cost of disaster response and recovery operations.
 Finance Department personnel develop the processes and procedures for tracking employees’ time and issuing paychecks during disaster operations.  It facilitates the disaster response reimbursement process with state and federal agencies.  A designee from these Departments may be appointed to serve as the Recovery Director and to ensure that recovery activities are implemented.

Community Development Department
 The Community Development Department serves a support function during disasters affecting the City and provide qualified personnel to staff the EOC.  A designee from this Department may be appointed to serve as the Recovery Director and to ensure that recovery activities are implemented.
 This Department may provide building inspectors for damage assessment activities, as well as for recovery efforts.
 This Department may coordinate and conduct necessary training to adequately perform functions and responsibilities during emergencies.
 They provide support to the Engineering Department for emergency repair of damaged infrastructure and critical public facilities.

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 This Department may coordinate and provide specialists with the requisite expertise to support inspection of mass care facilities and urban search and rescue operations.  This Department may assist in the monitoring and stabilization of damaged structures and the demolition of structures designated as immediate hazards to public health and safety.

City Attorney
 The City Attorney’s Office serves in a support role to all City departments by providing legal counsel on all City related matters.
 During an emergency, the City Attorney’s Office is responsible for actively supporting the Policy Group and advising it on all legal matters.
 The City Attorney provides assistance in presenting emergency ordinances to the City Council.
 The City Attorney assists in the development of emergency proclamations.

Information Technology (IT)
 The Information Technology Division provides citywide technology services, solutions, and support to all departments within the City.
 During stable operations, IT develops, implements, operates, and maintains computer hardware and software systems in order to improve the operational efficiency and effectiveness of all departments.
 During an emergency, IT will ensure communications networks and software programs are functioning properly and efficiently.
 IT oversees the installation of communications resources within the EOC.  IT ensures that radio, telephone and computer resources and services are provided to EOC staff, as required.
 The Division provides expertise to City officials as it relates to cyber threats.

Human Resources (HR) and Risk Management
 The Human Resources Department develops and manages the delivery of human resources services and programs.
 The Human Resources Department serves in a support role for emergency preparedness and response operations.
 During an identified disaster, HR will promote personal emergency preparedness to City staff.
 It will provide information to City staff about the Disaster Services Worker (DSW) program.  HR will provide staff to serve in EOC roles.
 HR will provide information on time policies for emergency personnel during emergency response.
 HR’s Risk Management Division develops processes and procedures for submitting and processing workers’ compensation claims.
 Risk Management Division personnel will process worker’s compensation claims for emergency personnel.
 The HR Department will develop plans addressing the safety, welfare, and health of all employees before, during and after a disaster.

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 The HR Department will develop evacuation plans for employees, visitors, customers, subcontractors, and vendors who work or operate at City facilities.

City Clerk
 The City Clerk is responsible for conducting City Council business and meetings, maintaining a record of all Council proceedings, and maintaining the citywide records management program.
 During a disaster, the City Clerk will support response operations by collecting documentation related to incident response and adhering to all established record retention policies.
 The City Clerk will provide support in the development of local emergency proclamations.  The City Clerk will support the EOC by acting as Liaison to all outside supporting agencies.

Supporting Organizations
 Supporting Organizations are likely to be used to support local operations in all functional areas of emergency response.
 Supporting Organizations include State and Federal agencies and departments, local organizations, nonprofit organizations, private sector, and other voluntary organizations.  Supporting Organizations include, but are not limited to:

County of San Diego (OA)
▪ The County of San Diego is responsible for serving as the operational area coordinator and will facilitate coordination among responding agencies. ▪ The County of San Diego commits several County departments to disaster response in their respective functional areas.
▪ These departments include, Office of Emergency Services, Environmental Health, Public Health, Communications, Sheriff, etc.

California Governor’s Office of Emergency Services (Cal OES) ▪ Cal OES provides support to the local jurisdiction through the operational area coordinator.
▪ Cal OES serves as the conduit between the local jurisdiction and the Federal government.
▪ Resources can be requested through established chain of command and will be coordinated via the mission tasking system.
▪ State agencies will provide direct or indirect support to the local jurisdiction for a wide range of activities.

Federal Emergency Management Agency (FEMA)
▪ FEMA’s mission is to help before, during, and after disasters. ▪ FEMA provides resources for all phases of emergency management, and most notably provides disaster relief programs for those affected by disaster.

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Community Emergency Response Team (CERT)
▪ The CERT program educates people about disaster preparedness for hazards that may impact their area and trains them in basic disaster response skills, such as fire safety, light search and rescue, team organization, and disaster medical operations.
▪ Using the training learned in the classroom and during exercises, CERT members can assist others in their neighborhood or workplace following an event when professional responders are not immediately available to help. ▪ CERT members also are encouraged to support emergency response agencies by taking a more active role in emergency preparedness projects in their community.

American Red Cross (ARC)
▪ The American Red Cross assists with shelter operations, including managing and operating shelters.
▪ The ARC assists with family reunification.
▪ It provides counseling services as necessary.

San Diego Humane Society
• The San Diego Humane Society ensures the health and safety of animals and people with animals in their care.
• During emergencies, a Specialized Disaster Response Emergency Team is provided for animal control response.
• The San Diego Humane Society assists with the evacuation and sheltering of large and small animals.
2-1-1
▪ 2-1-1 provides current emergency information to non-emergency callers. ▪ It provides assistance to PIOs for media monitoring and rumor control. ▪ 2-1-1 refers prospective volunteers to organizations that are accepting volunteer assistance.

ROLES AND FUNCTIONAL RESPONSIBILITIES

MANAGEMENT RESPONSIBILITIES
Primary (Local) Supporting (Local) Supporting Agency
EOC ACTIVATION City Manager City Council San Diego Humane Society Asst City Manager Mayor
Fire Chief(s) City Attorney
Public Works / Engineering
Director
City Clerk
Sheriff Captain City Manager Office -
Communications
Community Development
Finance
Fire
Human Resources / Risk
Management
Information Technology
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Sheriff
Public Works
Parks and Recreation
PUBLIC INFORMATION City Manager City Council Cal OES
Mayor Cal Highway Patrol
Assistant City Manager County Office of Education
Fire County of SD (OA)
Sheriff SDG&E
Public Works / Engineering
Department
2-1-1 San Diego
Parks and Recreation American Red Cross
Salvation Army
Humane Society
DISASTER COUNCIL Mayor
City Manager
Asst City Manager
Fire Chief
Sheriff Captain
Public Works Director
POLICY GROUP Mayor City Council
City Council City Clerk
City Manager City Attorney
EMERG PROCLAMATION City Manager Mayor
City Council
City Attorney
City Clerk
Fire
Sheriff
Public Works
Emergency Mgt
PRESS CONFERENCES Mayor City Management Office -
Communications
County of SD (OA)
City Manager Fire
Sheriff
Public Works / Engineering
Department
Community Development
RUMOR CONTROL City Management Office -
Communications
2-1-1

OPERATIONS RESPONSIBILITIES
Primary (Local) Supporting (Local) Supporting Agency
INCIDENT COMMAND Fire Sheriff
Sheriff Fire
Public Works / Engineering Public Works / Engineering
Emergency Mgt
EOC MANAGEMENT Emergency Mgt
ALERT AND WARNING Sheriff City Manager’s Office -
Communications
County of SD (OA)
City Manager Office -
Communications
Fire 2-1-1 San Diego
Public Works / Engineering
Emergency Mgt
EVACUATION/RE-ENTRY Sheriff Fire San Diego Humane Society Public Works
--------------------
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Marine Safety
ACCESS CONTROL Sheriff Fire
Marine Safety
TRAFFIC CONTROL Sheriff Public Works Cal Highway Patrol Marine Safety
CROWD CONTROL Sheriff Fire
Public Works
Marine Safety
ANIMAL RESCUE Sheriff San Diego Humane Society
ESTABLISH PERIMETER Sheriff Public Works
Marine Safety
SITE/SCENE SECURITY Sheriff
SEARCH AND RESCUE Fire Sheriff
FIRE SUPPRESSION Fire City Manager County of SD (OA)
City Manager Office -
Communications
San Diego Humane Society
Community Development
Sheriff
Public Works/ Engineering
Parks and Recreation
Emergency Mgt
HAZARDOUS MATERIALS County of SD (OA) Fire
Sheriff
Public Works
Emergency Mgt
RADIOLOGICAL PROTECT County of SD (OA Fire
Emergency Mgt
MED MULTI-CASUALTY Fire Sheriff County of SD (OA)
Emergency Mgt
PUBLIC HEALTH County of SD (OA) Fire
Emergency Mgt
BEHAVIORAL HEALTH County of SD (OA) Emergency Mgt
AGRICULTURE County of SD (OA) Emergency Mgt
SHELTER OPERATIONS American Red Cross Parks and Recreation County of SD (OA) Parks and Recreation Emergency Mgt
DEBRIS REMOVAL Public Works Emergency Mgt County of SD (OA) Marine Safety
FLOOD FIGHTING Public Works Emergency Mgt
Marine Safety
UTILITY RESTORATION SDG&E Emergency Mgt
Public Works / Utilities

PLANNING/INTEL RESPONSIBILITIES
Primary (Local) Supporting (Local) Supporting Agency
SITUATIONAL AWARENESS Emergency Mgt City Manager Office - Communications
Community Development Community Development
Finance
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Fire
Human Resources/ Risk
Information Technology
Sheriff
Public Works / Engineering
Parks and Recreation
DOCUMENTATION City Clerk City Attorney
City Manager’s Office -
Communications
Finance
Emergency Mgt
GIS Engineering Community Development
ADVANCED PLANNING Community Development Emergency Mgt

LOGISTICS RESPONSIBILITIES
Primary (Local) Supporting (Local) Supporting Agency
SUPPLY Engineering Finance County of SD (OA)
Finance
TRANSPORTATION Public Works County of SD (OA)
FACILITIES Public Works
PERSONNEL Human Resources
COMMUNICATION S/IT Information Technology
VOLUNTEER COORDINATION Emergency Mgt County of SD (OA)
County of SD (OA)
DONATIONS MGT Emergency Mgt County of SD (OA)
Park’s and Recreation
COMPENSATION/CLAIMS Risk Management Emergency Mgt
Finance
COST ACCOUNTING Finance Emergency Mgt
PROCUREMENT Finance Emergency Mgt
REIMBURSEMENT Finance Emergency Mgt Cal OES
County of SD (OA)

RECOVERY RESPONSIBILITIES
Primary (Local) Supporting (Local) Supporting Agency
RECOVERY DIRECTOR Finance Public Works / Engineering
City Manager Emergency Mgt
Community Development
DAMAGE ASSESSMENT Public Works/ Engineering City Manager’s Office - Communications
Cal OES
Community Development Community Development County of SD (OA) Fire VOAD
Sheriff
Emergency Mgt
DEBRIS REMOVAL Public Works Communications County of SD (OA) Finance VOAD
Emergency Mgt
PUBLIC ASSISTANCE Emergency Mgt City Council Cal OES
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City Manager County of SD (OA)
Public Works / Engineering
Community Development
Fire
INDIVIDUAL ASSISTANCE Emergency Mgt City Council Cal OES City Manager County of SD (OA)
Community Development VOAD
LOCAL ASSISTANCE CENTER County of SD (OA) City Manager’s Office - Communications
Cal OES
Community Development VOAD
Finance County of SD (OA)
Fire
Public Works / Engineering
Parks and Recreation
Emergency Mgt
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SECTION V: ACTIVATION OF THE EOP

INTRODUCTION
The City’s EOP is an all-hazards plan that is scalable and flexible to meet the response needs of an incident. The EOP should be activated when an emergency has occurred (or might occur).

The following circumstances would warrant an activation:
 When so ordered by the City’s Director of Emergency Services, as designated in the Municipal Code 2.28.050, and provided that the actual or potential emergency has been proclaimed in accordance with the existing ordinance.  When the Operational Area (OA), County of San Diego Office of Emergency Services, proclaims a local emergency that includes the City.
 When the Governor has proclaimed a state of emergency in an area including the City.  When a State of War Emergency has been proclaimed under the statutory triggers identified in the California Emergency Services Act (California Government Code Chapter 7:1:2 § 8620-8624).
 When there is a Presidential declaration of a national emergency.

AUTHORITY TO ACTIVATE THE EOP
The City requires the Director of Emergency Services, and the other emergency services chiefs, to develop and manage a comprehensive emergency management plan for the jurisdiction. These individuals are responsible for activating the City’s EOP. The following personnel have the authority to activate the EOP:
 City Manager (Assistant or Deputy—following established line of succession)  Director of Emergency Services (Assistant Director)
 Fire Chief
 Deputy Fire Chief
 Battalion Chief
 Sheriff Captain
 Director of Public Works

LEVELS OF ACTIVATION
The State of California Emergency Plan identifies three levels of emergencies used to categorize emergency response. These same levels are used by the San Diego County Operational Area (OA), and the City.

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ACTIVATION LEVEL CONDITIONS / DEFINITIONS

NORMAL OPERATIONS
/ MONITORING
A constant state of readiness, wherein emergency
management functions maintain situational awareness and operational capabilities. First responders manage day-today incidents within this level.

LEVEL 3
A minor to moderate incident wherein local resources are adequate and available. A local emergency is unlikely.

LEVEL 2
A moderate to severe emergency wherein local resources
are not adequate and mutual aid may be required from the OA, region, or State. A local emergency may or may not be proclaimed.

LEVEL 1
Major disasters wherein resources in or near the impacted area are overwhelmed and extensive, and State and/or
Federal resources are required. A local emergency
proclamation is likely, and state of emergency may be
proclaimed. A Presidential declaration of emergency or
major disaster may be requested.

EMERGENCY OPERATIONS CENTER (EOC)--OVERVIEW
The City of Solana Beach Emergency Operations Center (EOC) is integral in the coordination of successful response and recovery operations. The EOC serves in support of the incident commander and field responders. With centralized decision making, personnel and other resources can be utilized more effectively. Coordination of activities through the EOC ensures that all tasks are accomplished with little or no duplication of effort, and with the highest probability of success.

Day-to-day operations are conducted by departments and agencies throughout the City. When a major emergency or disaster occurs, the EOC provides the centralized management needed to facilitate a coordinated response.

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EOC ACTIVATION
The level of EOC activation is dependent on the severity of the impending disaster or emergency.

EOC activation levels are likely to correspond with the emergency response levels listed above.

Activation Procedures:

1. The Incident Commander will submit a recommendation for EOC activation through their chain of command (Fire, Sheriff, and/or Public Works).

2. The Fire Chief, Sheriff’s Captain, or Public Works Director will notify the Director of Emergency Services (or City Manager) and advise of the impending emergency requiring EOC activation.

3. The Director of Emergency Services will coordinate with City public safety personnel and decide on EOC activation.

4. EOC staff will be notified through the City’s mass notification system (Genasys ALERT) of an EOC activation.

The decision to activate the EOC may be considered under the following circumstances:

EVENT ACTIVATION RECOMMENDED STAFF
 EOC activation required by an
Incident Commander.
 Structure fire displacing large
number of residents.
 Law Enforcement activity requiring
evacuation or shelter in place.
 Two or more large incidents
involving two or more City
departments.
 Notified of a credible attack on a
target within the City boundaries.
 Minor earthquake of 4.0 – 4.9
magnitude within San Diego
County and affecting the City.
 Severe storm predicted to bring
high wind and heavy rain.
 Notification of Public Safety Power
Shutoff (PSPS) affecting the City.
 EOC activation in a neighboring
jurisdiction during a major event.

LEVEL 3
Monitoring
 EOC Director
 EOC Manager
 Operations
Section
Coordinator
 Planning Section
Coordinator
 Public Information
Officer
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 Emergency involving multiple City
departments with heavy resource
involvement.
 Wildland fire threatening
developed areas.
 Severe weather damage
necessitating damage assessment
information collection.
 Moderate Earthquake 5.0 – 5.9
magnitude centered in San Diego
County.

LEVEL 2
Transitional
Activation
(modified as
needed)
 All LEVEL THREE
positions and:
 Section
Coordinators
 Agency
Representatives
(as needed)
 Branches/Units
(as needed)
 Any natural disaster causing
evacuations and/or damages.
 Major Earthquake of 6.0 or greater,
centered in the City or neighboring
jurisdiction.
 A Local Emergency has been
proclaimed for the City.
 A State of Emergency has been
declared by the Governor in our
County.

LEVEL 1
Full Activation
 All EOC positions
 Staff for second
operational period
alerted
Deactivation of the EOC
The decision to deactivate the EOC will be a coordinated discussion among City leadership (the Policy Group) and the incident commander/unified command in the field. There are several factors that influence the decision to deactivate the EOC. However, the EOC is generally deactivated when the incident response operations have concluded and begin transitioning to recovery operations. It should be noted that the EOC may need to remain activated to facilitate recovery operations. Therefore, EOC deactivations are situation dependent.

EOC ORGANIZATION
The City’s Emergency Manager is responsible for ensuring the on-going readiness of the EOC and EOC personnel. All City departments are required to provide staff to fill EOC positions as necessary.

During emergency operations, the EOC, in accordance with SEMS, is organized into five major functional areas. They are:

1. Management

2. Operations

3. Planning/Intelligence

4. Logistics

5. Finance/Administration
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There are several procedural responsibilities common to all the sections. These responsibilities include gathering and verifying information; decision-making; coordinating; briefing; advising; following procedures; providing, notifying, and scheduling staff; and comprehensive record-keeping.

The City’s EOC Organizational Chart can be found in the Attachments section at the end of this document.

EOC LOCATION
The EOC is located at City Hall, 635 S. Highway 101, Solana Beach CA. The Alternate EOC is located at the Fire Station, 500 Lomas Santa Fe Dr., Solana Beach CA. The EOC will be used during any EOC activation unless that location is compromised or inaccessible. In such a circumstance, operations would be moved to the alternate EOC.

If a physical set-up of the EOC is impossible, virtual technologies will be employed for the purposes of briefings, assignment monitoring, and dissemination of public information.

Alternate Seat of Government
It is incumbent upon all levels of government to designate temporary seats of government in the event the normal location is not available. The normal seat of government for the City of Solana Beach is located in the Council Chambers of City Hall, 635 S. Highway 101, Solana Beach, CA 92075. In the event this location is unsafe, the temporary seat of government will be located at a place designate by the mayor, or, if the mayor should fail to act, by three members of the city council. If a physical location is impossible, virtual technologies are available.

PROCLAMATION OF A LOCAL EMERGENCY
The Director of Emergency Services may request the City Council to proclaim that there is a present or potential threat of a “local emergency.” In the absence of the Director, the legally appointed alternate may make this request.

If the City Council is not in session, or cannot be convened in a timely manner, the Director (or duly appointed alternate) may issue the proclamation.

The City Council must ratify any such proclamation at its next regularly scheduled council meeting. If the Council does not act to ratify the proclamation at that time, the proclamation will have no further force or effect. It may, however, be terminated sooner by the City Council at a special meeting called by the Council for that purpose.

In the local proclamation, the Director of Emergency Services may also request the Governor to proclaim a “state of emergency” when, in the opinion of the Director, the locally available resources are inadequate to cope with the emergency.

Whenever a local emergency is proclaimed, a copy of the proclamation will be sent to the County of San Diego Office of Emergency Services. In its capacity as the Operational City of Solana Beach
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Area, that agency will be asked to forward the local proclamation to the State for further considerations.

A local proclamation empowers the Director of Emergency Services to:
 Make and issue rules and regulations on matters reasonably related to the protection of life and property as affected by such emergency; provided, however, such rules and regulations must be confirmed at the earliest practicable time by the City Council.
 Obtain vital supplies, equipment, and such other properties found lacking and needed for the protection of life and property and to bind the City for the fair value thereof and, if required immediately, to commandeer the same for public use.  Require emergency services of any City officer or employee and, in the event of the proclamation of a “state of emergency” in the county in which this City is located or the existence of a “state of war emergency”.
 Command the aid of as many citizens of this community as deemed necessary in the execution of his/her duties; such persons shall be entitled to all privileges, benefits, and immunities as are provided by state law for registered disaster services workers.
 Requisition necessary personnel or material of any City department or agency.  Execute all his/her ordinary power as City Manager, all the special powers conferred upon him/her by this chapter or by resolution or emergency plan pursuant hereto adopted by the City Council, and by any other lawful authority.

MUTUAL AID
Mutual aid, including personnel, supplies, and equipment, is provided in accordance with the California Master Mutual Aid Agreement, and other local Mutual Aid Agreements. A link to the Master Mutual Aid Agreement may be found in the Attachments Section at the end of this document.

In San Diego County, jurisdictions are linked through various mutual aid agreements. The City, through its Fire, Sheriff’s, and Public Works Departments, has existing mutual aid agreements, including automatic mutual aid, with regional partners. These agreements are often utilized daily and are always available on an as needed basis.

The City’s EOP is supported by various strategic and tactical plans of City departments, as well as the operational plans of partner agencies throughout San Diego County. The City’s EOP is designed under the guidance of the Operational Area EOP. The emergency preparedness, response, and recovery process, polices, and activities described within this EOP are consistent with the uniform coordination that exists among all OA partners in local government, non-governmental organizations, and the private sector.

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Additional information about the process for mutual aid operations can be found in the Functional Annexes of the County of San Diego EOP. (See the Attachments section at the end of this document.) These annexes describe mutual aid coordination for fire and rescue, law enforcement, mass care and shelter, public health, public works, and many other functions.

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SECTION VI: DIRECTION, CONTROL, AND COORDINATION
The City of Solana Beach utilizes the Standardized Emergency Management System (SEMS) for coordinating all local emergencies. The framework of SEMS incorporates the use of the Incident Command System, multi-agency or interagency coordination, Operational Area concepts, and the State’s Master Mutual Aid Agreement.

SEMS is flexible, scalable, and designed to meet the operational needs of any situation.

It can be partially or fully implemented to manage a potential or actual threat or an emerging or ongoing incident. SEMS may also be implemented in advance of a planned event which may increase the likelihood of a strain on existing emergency response resources. When appropriately initiated, SEMS allows for an incident-specific scaled response, the efficient delivery of needed resources, and the effective coordination of emergency response and management activities.

The following is the hierarchy of the local response structure:
▪ Field or on-scene operations
▪ Department-specific operational coordination
▪ Situational Management coordinated at the Emergency Operations Center (EOC) ▪ San Diego County Operational Area (OA) assistance
▪ State Coordination
▪ Federal Coordination

FIRST RESPONDERS (FIELD OPERATIONS/ON SCENE

OPERATIONS)
First Responders use ICS to manage response operations. All public safety departments follow standard operating procedures when managing an incident internally and/or in coordination with multiple City departments. During any incident, an Incident Commander (IC) or Unified Command post (UC) will be established. The IC/UC is responsible for developing and implementing the tactical response to the incident. Tactical roles and responsibilities are outlined in agency SOPs and other procedural guides.

DEPARTMENT OPERATIONS CENTER (DEPARTMENTSPECIFIC OPERATIONS) Some City departments may open a Department Operations Center or DOC. These second-tier command centers allow individual departments (or groups of departments) to better track their resources and manage their departments’ roles and responsibilities.

DOCs typically operate from their usual locations without directly reporting to the Emergency Operations Center (EOC). DOCs communicate directly with the field, mitigating field needs, and potentially addressing these needs before they even reach the City of Solana Beach
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EOC. DOCs may or will (1) assist with the coordination of emergency operations; (2) always communicate their actions to the EOC; and (3) sometimes request resources that may be outside of their normal scope. Each DOC is linked to the EOC through the EOC’s Operations section, directly communicating with the coordinators assigned for each specific function.

EMERGENCY OPERATIONS CENTER (OVERALL INCIDENT

MANAGEMENT)
When an incident requires the activation of the Emergency Operations Center (EOC), the Incident Commander or the designated head of Unified Command will maintain authority to direct the tactical response. The EOC, however, assumes management of the overall coordination for the incident. It is up to the EOC to establish the priorities for the response and for all responders to the emergency. Coordination elements include but are not limited to (1) incident communications; (2) ordering and allocating resources; (3) collecting and disseminating information to the response teams; (4) issuing alerts and warnings; and (5) providing information to the public.

The EOC is organized into six (6) sections, each responsible for carrying out a different aspect of the response.

1. Policy Group: This group is responsible for providing direction and intent for overall incident operations. The Policy Group focuses on setting objectives to support incident response and maintain continuity of operations for the City.

2. Management Section: This section is responsible for overall EOC operations and coordination. The Management Section facilitates the EOC response at the direction of the Policy Group and makes sure that all EOC functions are operational.

3. Operations Section: This section is responsible for coordinating all incidentrelated strategic operations as directed by the Policy Group and/or Management Section. The Operations Section coordinates priority missions with the branch coordinators and it ensures resource deployments which are consistent with the objectives set by the EOC.

4. Planning and Intelligence Section: The P/I Section maintains situational awareness for the EOC by collecting, analyzing, and sharing incident-related information. It also prepares the EOC Action Plan and maintains resource status reports.

5. Logistics Section: This section provides resources which support the City’s disaster response. Resources may include, but are not limited to, personnel, space, vehicles, and equipment.

6. Finance and Administration Section: The Finance/Administration Section maintains accurate financial records generated during the emergency and makes City of Solana Beach
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sure that all incident-related costs are tracked. The section all ensures that all recovery-related costs and expenses are properly recorded.

OPERATIONAL AREA
Once it has been determined that an incident is beyond the capabilities of the City and/or its mutual aid agreements, the City may request the assistance of the County of San Diego, which through its designation as the Operational Area (OA), may provide additional support and resources to the City or region. Direction and control of the local incident remains with the City. When a request is initiated by the City, additional assistance related to direction and control may be provided by the County OA.

The County of San Diego manages the OA EOC. The decision to activate the OA EOC will be made by the County’s Director of OES. The Director may also activate the OA EOC when (1) there is an incident involving an unincorporated area; (2) there is an incident involving the unincorporated area plus one or more cities; or (3) when there is an incident involving two or more cities. The OA EOC will help coordinate incident responses among all affected local jurisdictions.

STATE COORDINATION
The OA EOC communicates with the State Operations Center (SOC) on behalf of the local jurisdictions. During major emergencies, state government resources are mobilized through Cal OES in response to requests received through regional mutual aid coordinators. Jurisdictional needs are communicated to the OA EOC, which then communicates these needs directly to the State.

FEDERAL COORDINATION
When the Federal Government responds to an emergency or disaster within the City, it will coordinate with the State to establish a Unified Coordination Group (UCG) in accordance with unified command principles. The UCG will integrate State and Federal resources and set priorities for implementation. The UCG may activate a Joint Field Office (JFO) to facilitate unified operations. When a JFO is activated, the SOC will transfer operational control to that facility.

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SECTION VII: INFORMATION COLLECTION, ANALYSIS,

AND DISSEMINATION
Gathering accurate information, analyzing that information, and then sharing accurate, timely, and appropriate information, are the essential activities which support successful planning, emergency responses, and efficient recovery efforts.

INFORMATION COLLECTION
Prior to the activation of an EOC, information is collected in the field by the Incident Commander and by emergency dispatchers who may have been alerted to the incident.

When the decision is made to activate the EOC, gathering accurate information becomes a top priority for the EOC. Collecting good information and data is essential for maintaining situational awareness and establishing a common operating picture. The Planning and Intelligence Section in the EOC is tasked with seeking out and collecting incident information and compiling the information into useable formats. The P/I Section receives updated information from field personnel (through the Operations Section), media outlets, social media platforms, and various other sources.

Obtaining accurate information and rapidly assessing it are essential tasks at the beginning and throughout emergency response activities. Critical information, known as Essential Elements of Information (EEI), includes information about:
▪ Lifesaving needs, such as evacuation or search and rescue. ▪ The status of critical infrastructure, including transportation, utilities, communication systems, fuel, and water supplies.
▪ The status of critical facilities, like Law Enforcement and Fire stations, medical providers, water/sewage treatment facilities, and media outlets. ▪ The risk of damage to the community, for example, ruptured dams and levees, damage to facilities producing or storing hazardous materials, and anything that will threaten large areas of the City.
▪ The number of citizens who have been displaced because of the event and the estimated extent of damage to their dwellings.
▪ Information about the potential for cascading or concurrent events.

ANALYSIS OF INFORMATION
All information collected will be analyzed by response personnel, EOC staff, supporting agencies, decision-makers, and any partner with a vested interest in the planning, response, and/or recovery processes. Analysis of information involves vetting and verifying that the information is accurate, timely, and usable.

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DISSEMINATION OF INFORMATION
Once information has been collected, vetted, and verified, it will be distributed to a range of recipients. Information is shared from the field to the EOC and from the EOC to the field. It is also shared with collaborating agencies and may be shared with the public by way of the various news-reporting media or social media.

Information may be distributed internally through verbal communications, E-mail, WebEOC, 800 MHz radio, VHF radios, phone platforms (person to person calls, conference calls, virtual meetings, etc.), and EOC briefings.

Regularly occurring EOC briefings will be held to update departments and affiliated agencies, organizations, and any entities with a direct or peripheral role in the declared emergency. These briefings will be held on either a fixed schedule or as often as needed.

All information being released to the public must be approved for release by the IC and/or EOC Director. When appointed, the incident’s Public Information Officer (PIO) is responsible for releasing information through all appropriate channels. External partners and the public may receive information through any of the methods, and may also find information through press releases, press briefings/conferences, broadcast alerts and warning messages, situational reports, social media, and other media outlets.

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SECTION VIII: COMMUNICATIONS
During normal or stable operations, responders use the Regional Communications System (RCS) to facilitate emergency communications among response agencies throughout the County. The RCS provides public safety voice and data communications to San Diego County agencies via 800Mhz radio, for the purpose of improving public safety, public service communications, and interoperability. The San Diego County Sheriff's Department's Wireless Services Division oversees the operation and maintenance of the RCS.

INCIDENT COMMUNICATIONS
Response to local emergencies is managed by first responders operating under the Incident Command System (ICS). The City of Solana Beach has designated radio channels for the public safety departments.

Fire and Marine Safety
Day-to-day radio communications are managed by North County Dispatch Joint Powers Authority, which is staffed 24/7 with dispatchers and administrative personnel. The center is responsible for all medical, fire, and rescue operations in the City. North County Dispatch Joint Powers Authority maintains dispatching responsibilities for the jurisdiction.

Law Enforcement (San Diego County Sheriff’s Department) The Sheriff’s dispatch center manages and coordinates law enforcement communications for the City. The Sheriff’s dispatch center also coordinates with North County Dispatch Joint Powers Authority to ensure communication coordination and interoperability with the Fire Department.

Public Works
During regular business hours, the Public Works administration office manages calls for service for the Public Works Department and dispatches crews, as appropriate, to deal with any incidents requiring Public Works personnel. For after hours and weekends, the Public Works Department contracts with a private entity for dispatch services.

The regional communication framework is further explained in the County of San Diego Emergency Operations Plan, Annex I: Communication and Warning System, and the Tactical Interoperability Communications Plan.

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ALERTS AND WARNINGS
San Diego County residents, and particularly local residents, receive emergency notifications through three different alert and warning systems within San Diego County.

These systems are (1) the Emergency Alert System (EAS); (2) Wireless Emergency Alerts (WEA); and (3) AlertSanDiego/Accessible AlertSanDiego system.

EAS
The State of California has been divided into "EAS Operational Areas" for the purpose of disseminating emergency information. The San Diego EAS Operational Area encompasses the entire County. Under Federal guidelines, local EAS operational plans are written by the broadcast community. Two radio stations, KOGO (600 AM) the Local Primary (LP)-1 and KLSD (1360 AM) the Local Primary (LP)-2 have emergency generators and have volunteered to be the local primary stations for the OA.

All radio and television stations in San Diego County, along with all cable TV providers, will be broadcasting emergency public information in the event of an activation of the EAS. The system is designed so that all the radio, TV, and cable stations/systems monitor the LP-1 and LP-2 stations and forward the information to their listeners and viewers.

The County’s Office of Emergency Services (OES) is authorized to activate the EAS.

Local jurisdictions in the OA can contact the OES Duty Officer to activate the system in the event of the need to notify its citizens to take protective actions or to provide emergency information.

Wireless Emergency Alerts (WEA)
The WEA system is a Federally maintained alert and warning system. It is available to all residents, including those in this jurisdiction, to notify them in times of severe or extreme hazards within the framework, agreements, rules, and protocols agreed upon by the Federal Emergency Management Agency (FEMA), the Federal Communications Commission (FCC), and the Unified Disaster Council (UDC).

Through the County’s existing mass notification system, Genasys ALERT, jurisdictions can initiate WEA messages. WEA messages are emergency notifications sent by authorized government alerting authorities, as determined by the jurisdiction, through mobile carriers and broadcast to mobile phones receiving a signal from cell towers within or near the alert area.

WEA version 3.0 from FEMA/FCC incorporates .10-mile geo-targeting capability, which allows jurisdictions to notify residents with greater accuracy. Since WEA messages may have regional implications and may be received by residents in surrounding jurisdictions, the initiation of WEA messages requires regional coordination.

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If a jurisdiction’s public safety official (Incident Commander, or other authorized alerting authority as determined by the jurisdiction) determines that the severity of an incident necessitates public alert through WEA, the public safety official will request that a WEA is developed and sent out through their respective dispatch agency. Note that the use of the WEA system is solely authorized for severe or extreme hazards.

Severe or extreme hazards are incidents where an emergency threatens, or is imminently expected to threaten, life, health, or property. WEA messages must contain protective action instructions that recipients should follow to reduce vulnerability to the specific threat.

Protective action instructions may include one or more of these terms:

1. “Shelter” – Shelter in place

2. “Evacuate” – Relocate as instructed

3. “Prepare” – Make preparations

4. “Execute” – Execute a pre-planned activity

5. “Avoid” – Avoid the hazard

6. “Monitor” – View local information sources

7. “All clear” – The event no longer poses a threat or concern AlertSanDiego/Accessible AlertSanDiego
The County of San Diego has instituted a regional notification system that is able to send telephone notifications, texts, and emails to residents and businesses within San Diego County who are impacted by, or in danger of being impacted by a disaster. This software system is called “AlertSanDiego.” It is used by emergency response personnel to notify residents at risk with information about the event and/or actions (such as evacuation, shelter in place, gas leak, missing person at risk, etc.) AlertSanDiego enables emergency dispatchers to call residents, via a reverse 9-1-1 protocol. The call will alert them to emergency actions which may need to be taken.

AlertSanDiego combines GIS mapping technologies with 9-1-1 calling data in an easy-touse interface. The system utilizes the region's 9-1-1 database, provided by the local telephone companies, which includes both listed and unlisted landline phone numbers. It is TTY/TDD capable.

AlertSanDiego is also available in accessible formats. “Accessible AlertSanDiego” provides emergency management with the capability of alerting and informing residents of San Diego County who are hearing or sight impaired. Such users will be informed before, during, and after a disaster. Accessible AlertSanDiego sends accessible alerts and information to internet and video-capable devices, such as computers, cell phones, smart phones, tablet computers, and wireless Braille readers.

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Residents are also encouraged to self-register their Voice Over Internet Protocol (VoIP), cellular telephone numbers, and/or email addresses to receive notifications via phone, text, email, and/or American Sign Language with English voice and text.

If a jurisdiction’s Public Safety Official, as determined by the jurisdiction, determines that the severity of an incident necessitates public alert through AlertSanDiego, the Public Safety Official will be responsible for processing and disseminating the AlertSanDiego message.

Use of AlertSanDiego system is authorized for the following purposes:

1. Imminent or perceived threat to life or property

2. Disaster notifications

3. Evacuation notices

4. Public health emergencies

5. Any notification to provide emergency information to a defined community Use of AlertSanDiego email and text alerts for registered mobile devices are authorized to issue a notice about a missing person who may be at risk.

PUBLIC INFORMATION
The need for accurate and timely public information, complete with concise instructions, is a necessity during an emergency. The City’s Public Information Officer staffs the EOC in response to disasters or emergencies.

Team members must be able to quickly access tools such as the Internet, social media platforms, and the City’s network/website. Some team members may work from remote locations if they cannot get to the EOC. Team members process emergency information and confirm with the EOC Director as to which emergency updates may be distributed to public outlets. Only information verified/approved by the Incident Commander and the EOC Director can be disseminated by the communications team. The communications team generally disseminates information about areas within the City’s jurisdiction only, but makes referrals to, and coordinates with, other jurisdictions.

The communications team distributes information using several methods, including social media, email subscription services, news conferences, and incident updates (brief press releases). Updated public messaging describes (1) the nature of the hazard; (2) the recommended or required protective actions to take; and/or (3) shelter or recovery information.

All communication must be effective, equitable, and redundant. The communications team ensures all public information is accessible to the whole community. Inclusive public communications include but are not limited to:

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• Accessible public information/messaging throughout event • Social Media Platforms
• Direct communication accommodations
• Visual Language Translators/Pictograms
• Certified ASL (American Sign language) Interpreter(s) • Video Relay Services (VRS)/ Video Remote Interpreting (VRI) availability • Assistive Listening Devices
• Non-English Translators
• Accessible Website updates
• Accessible materials (e.g., forms, brochures)
• Personal Assistant Services (PAS) availability
• Large font signage
• Non-English signage
• Press conference with equal accessibility
• Closed Captioning
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SECTION IX: ADMINISTRATION, FINANCE, AND

LOGISTICS

ADMINISTRATION--DOCUMENTATION
Documentation of an emergency incident is an essential task that must be completed during a declared emergency. An incident may have written, visual, and audio records that provide the details of each step of the emergency response. These records must be collected and saved to provide the full documentation of a response. These records are essential when preparing debriefings, lessons learned documents, After Action Reports (AAR), and follow-up action steps. These records can be used to revise and/or develop more functional emergency plans.

Incident Reports
Incident reports capture the narrative of the call for service and any decisions that were made thereafter. Field responders complete incident reports detailing actions taken. All radio communications are monitored by dispatch centers across the county, recording radio transmissions and creating transcripts for records.

Reports Generated by the EOC
EOC personnel complete activity logs, which provide a chronological log of the activities and response actions of their respective sections. In addition to the activity logs, EOC personnel provide information to WebEOC to share with other responders in the region.

WebEOC is the situational awareness tool that captures incident updates and paints a picture of incident progression.

The EOC is also responsible for producing the EOC Action Plan. The EOC Action Plan provides overall incident actions and strategies. All EOC personnel provide input to the action plan, which is approved by EOC management, and carried out by all incident personnel.

Damage Assessment/Cost Recovery Documentation
Damage assessment and cost recovery are significant elements of incident documentation. Damage estimates are needed to secure public assistance and individual assistance for anyone affected by the disaster. The State and Federal reimbursement process requires accurate documentation of costs incurred, including expenses related to personnel, equipment, materials, contracts, etc. City departments will coordinate to ensure all resources and costs are captured through the various departmental tracking systems.

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Following a disaster, jurisdictions must be able to identify, quantify, and describe the damages that have occurred through the preparation of damage assessments. Damage assessments allow jurisdictions to report the level of damage experienced, substantiate requests for additional assistance from State or Federal partners, and identify community needs.

The City will utilize available personnel to patrol the City and begin collecting information about the type of damaged witnessed. They will estimate and/or quantify the extent of damages. This includes personnel from Law Enforcement, Public Works, Fire, Marine Safety, Community Development Services, CERT members, etc. This information is collected and compiled into an initial damage estimate (IDE) report, which is sent to the County Office of Emergency Services (OES). County OES will compile all jurisdictional IDEs and submit them to the State for further consideration of the need for preliminary damage assessments (PDA). PDA is the step in the assessment process which validates data and damages identified through IDEs. PDAs are conducted by State and Federal officials. If PDAs are scheduled, the City will provide representatives to participate in the PDA tour of the damaged areas.

The damage assessment process is described in more detail in the San Diego County Damage Assessment Concept of Operations.

After-Action Reports (AAR)
California Code of Regulations, Title 19, § 2450 requires that any jurisdiction declaring a local emergency for which the Governor proclaims a State of Emergency, and any State agency responding to that emergency shall complete and transmit an after-action report to Cal OES. The report must be a comprehensive review of the incident, including but not limited to response actions taken, necessary modifications to plans and procedures, and identified training needs.

The AAR contains an improvement plan that sets a path forward for the identified training needs and implementation of necessary improvements.

Record Retention Schedule
Documentation, records, and reports produced by the City must be retained according to policies set forth by the City’s established guide. Protocols also provide for the safe storage and proper disposal of all documentation. City retention guidelines establish the schedule and parameters for record-keeping. The City has established a retention schedule and the Information and Technology (IT) Department assists City departments with electronic back up of vital records.

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Vital records pertaining to emergency response are stored on the City’s network, which is managed by the IT Department. Computer records are routinely backed up and stored separately from the hard drives.

FINANCE SECTION
The Finance Department manages all financial aspects of disaster response and recovery. The Finance Department has established City protocols for financial management. Protocols have been developed for procurement, cost accounting, and reimbursement. The Finance Director, (or designee), serves as the lead for the Finance Section in the EOC, monitoring all disaster expenditures, including timekeeping and extraordinary payroll; contract management; purchased, leased, or loaned supplies and equipment; and non-warehoused materials.

The EOC Finance Section is responsible for tracking all costs associated with an EOC activation. It ensures all costs are appropriate with existing emergency operations, procedures, and rules. The City’s disaster procurement policies and protocols are outlined in the City Municipal Code under section 2.28.090, which authorizes emergency purchases under conditions that pose an immediate threat to public health, safety, or welfare.

The Finance Section also ensures that, to the greatest extent possible, all eligible costs are collected and submitted to State and Federal agencies for the purposes of reimbursement. Fiscal representatives from each City department, in coordination with the Recovery Director, will collaborate to make certain that all appropriate reimbursement documentation is submitted for all possible public and/or individual assistance reimbursement programs.

PUBLIC ASSISTANCE
Cost recovery is achieved through Federal and State public assistance programs. Each jurisdiction has the responsibility to complete and submit the required documents for both State and Federal public assistance programs, if seeking and accepting such assistance.

There are various public assistance programs available based on the type of disaster that has occurred, including but not limited to:
• Fire Management Assistance Grant (FMAG)
• National Resources Conservation Service (NRCS) Emergency Watershed Program (EWP)
• U.S. Army Corps of Engineers Rehabilitation and Inspection Program • Federal Highway Administration Emergency Relief Program • US Department of Housing and Urban Development
• US Department of Agriculture Emergency Loans
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• California Disaster Assistance Act (CDAA)
Each of these programs are referenced in the San Diego County Operational Area Recovery Plan and can be found in the most recent FEMA Public Assistance Program and Policy Guide.

INDIVIDUAL ASSISTANCE
Individuals are expected, whenever possible, to provide for themselves and be responsible for their own personal recovery. However, many individuals may need and reasonably expect the government to deliver assistance to them well after the disaster.

The City will coordinate with FEMA to acquire assistance from the Individuals and Households Program. The program provides financial assistance and/or direct services to those affected by a disaster who have extraordinary expenses and resource needs that they are unable to meet on their own. Assistance falls into two categories:
• Housing Assistance (including Temporary Housing, Repair, Replacement, and Semi-Permanent or Permanent Housing Construction)
• Other Needs Assistance (including personal property and other items)

LOGISTICS
Proper planning and forward-leaning preparations will greatly enhance the City’s ability to respond to and effectively manage a disaster. Adequate staffing, proper training, and sufficient warehousing of equipment and resources are key considerations. The City’s Emergency Management program takes the lead for ensuring the following examples of logistical actions before and during an emergency:

Before:
• Acquisition and resource-typing of City equipment
• Stockpiling of critical supplies
• Designation of emergency facilities, shelter sites, family reunification areas, etc. • Establishment of mutual aid agreements (e.g., with the American Red Cross) • Compilation and maintenance of accurate resource contact lists During:
• Movement and pre-positioning of emergency equipment
• Arranging for food, respite, and transportation for both victims and emergency responders
• Arranging for shelter facilities, as needed
• Calling for mutual aid
• Provide backup power and communications
• Establishing methods for cell phone recharging, oxygen refills for residents, etc.

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HOMELAND SECURITY GRANT PROGRAM (HSGP)
Many of the resources required to sustain the City’s preparedness and response efforts are funded through the Homeland Security Grant Program. The HSGP supports the implementation of the National Preparedness System by building, sustaining, and delivering the core capabilities which will help achieving the National Preparedness Goal.

The underlying National Preparedness Goal is a secure and resilient nation. Two additional programs that provide funding for the City’s preparedness are:

STATE HOMELAND SECURITY GRANT PROGRAM (SHSP)
The State Homeland Security Program (SHSP) is an assistance program that provides critical funds to build core capabilities at the State, local, tribal, and territorial levels. The SHSP enhances national resilience efforts at the State level by minimizing disruptions and rapidly recovering from natural or manmade disasters. The SHSP focuses on meeting the goals and objectives included in the State’s Homeland Security strategies and initiatives listed in the State Preparedness Report (SPR).

To be considered eligible for SHSP assistance, activities implemented must support terrorism preparedness by building or enhancing prevention, protection, mitigation, response, and recovery efforts related to terrorism. It should be clearly noted that any capabilities which support terrorism preparedness simultaneously support all-hazard preparedness.

URBAN AREA SECURITY INITIATIVE (UASI)
As a part of the San Diego County Operational Area, the cities in the County receive funding from the Urban Area Security Initiative (UASI). The UASI program assists highthreat, high-density urban areas in their efforts to build and sustain the core capabilities necessary for the prevention, protection, mitigation, response, and recovery efforts related to acts of domestic or international terrorism. The UASI program provides financial assistance to help address the unique multi-disciplinary planning, organization, equipment, training, and exercise needs of these regions. The Whole Community approach is embraced by UASI-based planning.

SUPPORT REQUIREMENTS/MUTUAL AID
California's statewide emergency planning and response preparations are built upon a foundation of mutual aid. Mutual aid is designed to ensure that adequate resources, facilities, and other support are provided to jurisdictions whenever their own resources prove to be inadequate to cope with a given situation(s).

Realistically, no jurisdiction has the necessary resources to fully respond to and recover from a major or catastrophic disaster. The City will request mutual aid when appropriate; conversely, it will fill mutual aid requests that come from another jurisdiction or region.

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This is done in accordance with SEMS and NIMS. Please note that the City will always coordinate with the County for hazardous materials incidents, public health crises, mass casualty and mass fatality events, and environmental protection services.

RESOURCE MANAGEMENT
During any emergency, resource management rests with the entity/agency in charge of that incident. Typically, incident commanders will manage their resources from the established command post. If the EOC is activated, the EOC will support resource ordering and tracking. During any emergency, the logistics section’s primary responsibility is to ensure the mobilization, acquisition, and delivery of resources to support the response effort at the disaster sites, public shelters, EOC, etc.

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SECTION X: PLAN DEVELOPMENT AND MAINTENANCE
The Operational Area (OA), as designated by the County of San Diego Office of Emergency Services, coordinates the update of the Operational Area Emergency Operations Plan (OA EOP) every four years. The OA EOP was developed following the guidelines contained within FEMA’s Comprehensive Preparedness Guide (CPG) 101.

The City, along with the other jurisdictions in San Diego County, utilize the OA EOP as the base upon which it has developed the current EOP. The San Diego County Emergency Managers Working Group established an EOP subcommittee charged with developing a local template based on the OA EOP. The subcommittee worked to identify the appropriate local-level operations, policies, and procedures needed for inclusion in this plan. The established goal of the OA EOP template is to further the standardization of plans and processes throughout the County. Every effort will be made to enhance the highest degree of collaboration and coordination within the OA.

Emergency Operations Plans are to be reviewed and revised according to a regularly occurring schedule or when one of the following may occur:
• Following a major incident
• When there is a significant change in operational resources (e.g., policy, personnel, organizational structures, management processes, facilities, equipment)
• After each activation
• Before and after major exercises
• When appropriate, if there is a change in elected officials • Whenever there is a modification of the jurisdiction’s demographic profile, hazard, or threat assessment
• As formal updates of planning guidance or standards are implemented • In response to the enactment of new or amended laws or ordinances To ensure the EOP is a relevant and current tool, and in compliance with State-level regulations, the EOP will be reviewed and/or reviewed and updated at minimum every five years.

Although the EOP is a public document, it is also a living document that may be changed frequently, therefore the most current version of the EOP is kept on file with the City.

Anyone wishing to access the EOP may do so by contacting the City and requesting a copy of the EOP.

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SECTION XI: AUTHORITIES AND REFERENCES
• Unified San Diego County Emergency Services Organization, Fifth Amended Emergency Services Agreement, 2005
• California Emergency Services Act, Chapter 7 of Division 1 of Title 2 of the Government Code
• San Diego County Operational Area Emergency Operations Plan – September 2021 • Petris (SEMS) SB 1841 Chapter 1069 - Amendments to the Government Code, Article 7, California Emergency Services Act
• California Master Mutual Aid Agreement
• Incident Command System, Field Operations Guide, ICS 420-1 • San Diego County Mutual Aid Agreement for Fire Departments • California Law Enforcement Mutual Aid Plan
• Public Works Mutual Aid Plan
• San Diego County Multi-Jurisdictional Hazard Mitigation Plan 2023 • San Diego Urban Area Tactical Interoperable Communications Plan, February 2006 • Unified San Diego County Emergency Services Organization Resolution adopting the National Incident Management System updated October 2017 • Developing and Maintaining Emergency Operations Plans Comprehensive Preparedness Guide (CPG) 101 Version 2.0, November 2010
• FEMA Independent Study (IS) 0368 - Including People with Disabilities and Others with Access and Functional Needs in Disaster Operations
• Guidance on Planning for Integration of Functional Needs Support Services in General Population Shelter, November 2010
• Public Law 288, 93rd Congress, Disaster Relief Act of 1974 • Public Law 920, 81st Congress, Federal Civil Defense Act of 1950 • A Whole Community Approach to Emergency Management: Principles, Themes ad Pathways for Action, December 2011
• California Government Code 8593.3 (2018) – Accessibility to Emergency Information and Services
• Web Content Accessibility Guidelines (WCAG) 2.0
• San Diego County Operational Area Recovery Plan (2019) City of Solana Beach
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SECTION XII: GLOSSARY
ACCESS AND FUNCTIONAL NEEDS (AFN) Access and functional needs (AFN) refers to individuals who are or have (1) physical, developmental, or intellectual disabilities; (2) chronic conditions or injuries; (3) limited English proficiency; (4) older adults; (5) children; (6) low income, homeless and/or transportation disadvantaged (i.e., dependent on public transit); (7) pregnant women.

ADAPTABILITY According to the National Response Framework, planning efforts need to be built on a foundation of flexibility, scalability, and adaptability. Adaptability refers to the idea that a plan must be constructed so that other departments, jurisdictions, or agencies can utilize some or all of the plan if needed.

AFTER ACTION REPORT(S) (AAR) An AAR is a detailed critical summary or analysis of a past event (such as an emergency event) made for the purposes of re-assessing decisions and considering possible alternatives for future reference.

ALL-HAZARDS (APPROACH OR PLANNING) By taking an All-Hazards approach, jurisdictions produce emergency plans that serve as the basis for effective response to any hazard that threatens the jurisdiction; facilitate integration of mitigation into response and recovery activities; and facilitate coordination with State, Federal, tribal, Non-Governmental, and other authorities when a local emergency, disaster or catastrophe is declared.

AMERICANS WITH DISABILITIES ACT OF 1990 (ADA) The Americans with Disabilities Act of 1990 or ADA is a civil rights law that prohibits discrimination based on disability. It affords similar protections against discrimination to Americans with disabilities as the Civil Rights Act of 1964, which made discrimination based on race, religion, sex, national origin, and other characteristics illegal, and later sexual orientation.

COMMAND AND CONTROL Command and Control, sometimes referred to as C2, is the exercise of authority and direction by a properly designated commander over assigned personnel in the accomplishment of the present mission. As all incidents have a local beginning and end, Command and Control is typically established on-scene or within the local, affected area.

Command and Control functions are performed through an arrangement of personnel, equipment, communications, facilities, and procedures employed by the Incident Commander in planning, coordinating, and controlling operations.

COMMAND STAFF Within an Incident Command System, the Command Staff is assigned to carry out staff functions needed to support the Incident Commander. These functions include interagency liaison, incident safety, and public information. Command Staff positions are established to assign responsibility for key activities not specifically identified in the General Staff functional elements.

COMMUNITY EMERGENCY RESPONSE TEAM (CERT) The Community Emergency Response Team (CERT) program educates volunteers about disaster preparedness for the hazards that may impact their area and trains them in basic disaster response skills, such as fire City of Solana Beach
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safety, light search and rescue, team organization, and disaster medical operations. CERT offers a consistent, nationwide approach to volunteer training and organization that professional responders can rely on during disaster situations, allowing them to focus on more complex tasks.

COMMUNITY RESILIENCY Community resilience is the sustained ability of a community to use available resources to respond to, withstand, and recover from adverse situations. This allows for the adaptation and growth of a community after disaster strikes.

COMPREHENSIVE EMERGENCY MANAGEMENT PLANS OR SYSTEM A
Comprehensive Emergency Management plan or system describes the responsibilities and capabilities of the agencies and organizations in a specified jurisdiction working to prevent, protect against, mitigate, respond to, and recover from emergencies and major disasters impacting the community.

CONCEPT OF OPERATIONS (CON-OPS) A concept of operations (Con-Ops) is a high-level description of the actions to be taken in the pursuit of mission accomplishment during any activation of an emergency operations or response plan. The Con-Ops can be thought of from the perspective of ends, ways, and means. The “end” is the stated objective, ranging from a very broad strategic aim to the accomplishment of a specific task. The “means” are the capabilities to be employed in each situation. The “ways” are the description of how the means are to be employed to achieve the ends.

CRITICAL INFRASTRUCTURE Critical Infrastructure includes the vast network of highways, connecting bridges and tunnels, railways, utilities, hospital and medical facilities, and buildings necessary to maintain normalcy in daily life. Transportation, commerce, public healthcare, clean water, fuel supplies, natural gas, and electricity all rely on these vital systems.

CULTURAL COMPETENCE Cultural competence refers to an ability to interact effectively with people of different cultures and socio-economic backgrounds, particularly in the context of human resources, non-profit organizations, and government agencies whose employees work with persons from different cultural/ethnic backgrounds. Cultural competence comprises four components: Awareness of one's own cultural worldview, Attitude towards cultural differences, Knowledge of different cultural practices and worldviews, and Cross-cultural skills.

DISASTER SERVICES WORKERS (DSW) During an emergency or disaster, the City may ask employees to do work outside the normal scope of their duties as Disaster Service Workers (DSW). All public employees in the State of California are considered Disaster Service Workers.

Even though employees may work outside of their scope, they will not be asked to perform duties that require specialized technical skills or physical activities that are beyond their individual capacities or capabilities.

EMERGENCY EVENT An emergency is a situation that poses an immediate risk to health, life, property, or environment. Most emergencies require urgent intervention to prevent a worsening of the situation. Some, but not all emergency situations may be prevented or mitigated due to diligent pre-planning and risk reduction. Sometimes emergencies can be overwhelming and City of Solana Beach
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despite rapid and effective emergency response efforts, the situation may devolve into humanitarian or palliative care in the aftermath.

EMERGENCY OPERATIONS CENTER (EOC) The City’s Emergency Operations Center (EOC) serves as the coordination hub for an incident response. This facility provides a central intelligence arena for decision makers and response team personnel to gather critical information, coordinate response activities, and manage personnel as the emergency dictates.

EMERGENCY OPERATIONS PLAN (EOP) The Emergency Operations Plan provides the structure and processes that the City utilizes to respond to and initially recover from an event.

The EOP is therefore the response and recovery component of the Emergency Management Plan.

EMERGENCY PREPAREDNESS Emergency Preparedness is the state of readiness achieved through proper and timely planning. Such readiness relies on proactive steps taken to prepare for unexpected, serious, and dangerous occurrences. Emergency planning may involve preparation and planning for a natural or manmade disaster, accidents, security breaches, domestic and foreign terrorism, mass casualty incidents, mass fatality situations, food and water disruptions, supply chain interruptions, infrastructure damage, or any disruptive catastrophe.

EMERGENCY RESPONSE Emergency response includes any systematic response to an unexpected or dangerous occurrence. The goal of an emergency response procedure is to mitigate the impact of the event on people and the environment.

FLEXIBILITY According to the National Response Framework, planning efforts need to be built on a foundation of flexibility, scalability, and adaptability. Flexibility refers to the idea that a plan must be able to allow for improvisation and redirection if the original plan is rendered unusable.

FULL-SCALE EXERCISE A full scale exercise is a multi-agency, multijurisdictional, multidiscipline exercise involving functional responses (e.g., a joint field office, emergency operation centers, Department Operations Centers, etc.) and ‘‘boots on the ground’’ responses (e.g., firefighters decontaminating mock victims, EMS personnel establishing triage areas, activating alerts and messaging, etc.) It is intended to test and evaluate the operational capability of the emergency management system in an interactive manner.

GENERAL STAFF The group of incident management personnel reporting to the Incident Commander. They may have one or more Deputies, as needed. The General Staff consists of the Operations Section Chief, Planning/Intelligence Section Chief, Logistics Section Chief, and Finance/Administration Section Chief.

INCIDENT COMMAND SYSTEM (ICS) The Incident Command System (ICS) is a standardized approach to the command, control, and coordination of emergency response providing a common hierarchy within which responders from multiple jurisdictions, departments, or agencies can be effective.

INCIDENT COMMANDER (IC) The incident commander is the person responsible for all aspects of an emergency response; including quickly developing incident objectives, managing City of Solana Beach
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all incident operations, application of resources as well as responsibility for all persons involved.

The incident commander sets priorities and defines the organization of the incident response teams and the overall incident action plan. The role of incident commander may be assumed by senior or higher qualified officers upon their arrival or as the situation dictates. Even if subordinate positions are not assigned, the incident commander position will always be designated or assumed.

INTEROPERABLE COMMUNICATIONS See “Interoperability” below.

INTEROPERABILITY Interoperability is an essential communications link within public safety and public service wireless communications systems which permits units from two or more different entities to interact with one another and to exchange information according to a prescribed method to achieve predictable results.

JOINT INFORMATION SYSTEM (JIS) A joint information system provides the process for merging incident information and public affairs into a united organization. This organizational structure provides consistent, coordinated, and timely information during a crisis or incident operations. Its mission includes (1) to provide a structure and system for developing and delivering coordinated interagency messages; (2) to develop, recommend, and execute public information plans and strategies on behalf of the incident commander; and (3) to advise the incident commander on public affairs issues that could affect a response effort, and controlling rumors and inaccurate information that could undermine public confidence.

MITIGATION Mitigation encompasses all activities that reduce or eliminate the probability of a hazard occurrence or eliminate or reduce the impact from the hazard if it should occur. In Comprehensive Emergency Management, mitigation activities are undertaken during the time prior to an imminent or actual hazard impact.

MULTI-AGENCY COORDINATION SYSTEM (MACS) Multi-agency Coordination Systems (MACS) are a part of the standardized Incident Command System. MACS provides the basic architecture for facilitating the allocation of resources, incident prioritization, coordination, and integration of multiple agencies for large-scale incidents and emergencies.

MUTUAL AID (AGREEMENTS) (ASSISTANCE) In the context of emergency management, mutual aid is an agreement among emergency responders to lend assistance across jurisdictional boundaries. This may occur due to an emergency response that exceeds local resources, such as a natural disaster act of terror. Mutual aid may be ad hoc, requested only when such an emergency occurs. It may also be a formal standing agreement for cooperative emergency management on a continuing basis, such as ensuring that resources are dispatched from the nearest locale, regardless of which side of the jurisdictional boundary the incident is on.

NON-GOVERNMENTAL ORGANIZATION (NGO) Organizations which are independent of government involvement are known as non-governmental organizations or non-government organizations. NGOs are a subgroup of organizations founded by citizens, which include clubs and associations that provide services to their members and others. NGOs are usually nonprofit City of Solana Beach
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organizations, and many of them are active in humanitarianism or the social sciences. Several NGOs avail themselves to the community during times of crisis.

OPERATIONAL AREA (OA) Operational Area refers to the Cal OES (Southern) region which has the responsibility of carrying out the coordination of information and resources within the region and between the SEMS state and regional levels to ensure effective and efficient support to local response. Operational Areas serve as the conduit for local and regional perspective and provide a physical presence for Cal OES functions at the local level in all phases of emergency management.

PUBLIC INFORMATION OFFICER (PIO) During ongoing and significant emergencies, the City may appoint or designate a Public Information Officer or Officer who would be responsible for creating and enabling communication between the jurisdiction, and both news media outlets and the public. This position serves in the Incident Command Structure and supports the mission of the Incident Commander. It's up to the PIO(s) to make sure any statements released to the press and the public follow agency guidelines, are accurate, and adhere to official policy or laws.

RECOVERY A critical part of handling any serious emergency is in the management of the Disaster Recovery Phase. The Recovery Phase is likely to involve, to a significant degree, external emergency services. The priority during this phase is the safety and wellbeing of the citizens, emergency workers, and disaster recovery personnel. Another top priority is the minimization of the emergency itself, the removal or minimization of the threat of further injury or damage and the re-establishment of external services such as power, communications, water etc.

A significant task during this phase is also the completion of Damage Assessment Forms.

RESILIENCY (COMMUNITY) See Community Resiliency above.

SCALABILITY According to the National Response Framework, planning efforts need to be built on a foundation of flexibility, scalability, and adaptability. Scalability refers to the idea that a plan must be able to be expanded or compressed based on the complexity of a potential emergency.

STAKEHOLDERS An emergency management stakeholder is an individual who is affected by the decisions made (or not made) by emergency managers and policymakers in his or her community. Since all citizens are likely to be affected by emergency management policies, this definition implies all citizens are emergency management stakeholders.

TABLETOP EXERCISE A table-top exercise (TTX) is a discussion-based exercise in response to a scenario intended to generate a dialogue of various issues to facilitate a conceptual understanding, identify strengths and areas for improvement, and/or achieve changes in perceptions about plans, policies, or procedures.

TACTICAL See Tactical Response below.

TACTICAL RESPONSE A tactical response is contrasted with a strategic vision.

Strategy defines the long-term goals of the mission and how the response team might achieve them. Put another way, strategy gives the organization the path needed to achieve a successful City of Solana Beach
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mission. Tactics and tactical response measures are much more concrete and are often oriented toward smaller steps and shorter time frames along the way. Tactical milestones are easily identifiable.

UNIFIED COMMAND A Unified Command allows agencies with different legal, geographic, and functional authorities and responsibilities to work together effectively without affecting individual agency authority, responsibility, or accountability. Under a Unified Command, a single, coordinated Incident Action Plan will direct all activities.

UNIFIED DISASTER COUNCIL (UDC) The Unified Disaster Council (UDC) is the governing body of the Unified San Diego County Emergency Services Organization. The Council is comprised of the San Diego County Board of Supervisors, who serves as Chair of the Council, and representatives from the 18 incorporated cities.

VIRTUAL TECHNOLOGIES During a major disaster or catastrophic event that prevents people from reporting to a physical location, many departments, jurisdictions, and agencies may ask certain employees to work from home. Remote work is enabled by technologies including virtual private networks (VPNs), voice over internet protocols (VoIPs), virtual meetings, cloud technology, work collaboration tools and even facial recognition technologies that enable a person to appear before a virtual background to preserve the privacy of the home. Remote work also saves commute time and provides more flexibility.

VULNERABLE POPULATIONS Vulnerable populations include patients who are racial or ethnic minorities, children, elderly, socioeconomically disadvantaged, underinsured or those with certain medical conditions. Members of vulnerable populations often have health conditions that are exacerbated by unnecessarily inadequate healthcare.

WebEOC WebEOC is a web-enabled crisis information management system that provides realtime Information sharing and Situational Awareness. It provides a platform for real-time information-sharing between organizations, within and across disciplines, and among geographic regions.

WHOLE COMMUNITY (PLANNING OR APPROACH) Whole Community is defined by FEMA as "a means by which residents, emergency management practitioners, organizational and community leaders, and government officials can collectively understand and assess the needs of their respective communities and determine the best ways to organize and strengthen their assets, capacities, and interests.”
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SECTION XIII: ACRONYMS

AAR (AFTER ACTION REPORT)
ADA (AMERICANS WITH DISABILITIES ACT OF 1990)

AFN (ACCESS AND FUNCTIONAL NEEDS)

ARC (AMERICAN RED CROSS)

ASL (AMERICAN SIGN LANGUAGE)
C.A.S.T. (CITIZENS’ ADVERSITY SUPPORT TEAM) [CHULA VISTA] CAL OES (CALIFORNIA GOVERNOR’S OFFICE OF EMERGENCY SERVICES)

CC (CLOSED CAPTIONING)

CDAA (CALIFORNIA DISASTER ASSISTANCE ACT)

CERT (COMMUNITY EMERGENCY RESPONSE TEAM)

CHP (CALIFORNIA HIGHWAY PATROL)

COMPREHENSIVE EMERGENCY MANAGEMENT PLANS OR SYSTEM

CON-OPS (CONCEPT OF OPERATIONS)
CPG (COMPREHENSIVE PREPAREDNESS GUIDE 101, VERSION 2)

DES (DIRECTOR OF EMERGENCY SERVICES)

DOC (DEPARTMENT OPERATIONS CENTER)

DSW (DISASTER SERVICES WORKERS)

EAS (EMERGENCY ALERT SYSTEM)

ECDC (SAN DIEGO EMERGENCY COMMUNICATIONS AND DATA CENTER)

EEI (ESSENTIAL ELEMENTS OF INFORMATION)

EO (EMERGENCY ORGANIZATION)

EOC (EMERGENCY OPERATIONS CENTER)

EOP (EMERGENCY OPERATIONS PLAN)

EWP (EMERGENCY WATERSHED PROGRAM)

FCC (FEDERAL COMMUNICATIONS COMMISSION)

FEMA (FEDERAL EMERGENCY MANAGEMENT AGENCY)

FMAG (FIRE MANAGEMENT ASSISTANCE GRANT)
City of Solana Beach
Emergency Operations Plan Basic Plan
Basic Plan 69 April 2024

HR (HUMAN RESOURCES)

HSGP (HOMELAND SECURITY GRANT PROGRAM)

IC (INCIDENT COMMANDER)

ICS (INCIDENT COMMAND SYSTEM)

IDE (INITIAL DAMAGE ESTIMATE)

IT OR ITS (INFORMATION TECHNOLOGY SYSTEMS)

JFO (JOINT FIELD OFFICE)

JIS (JOINT INFORMATION SYSTEM)
LE (LAW ENFORCEMENT, POLICE, SHERIFF, ETC.)

MACS (MULTI-AGENCY COORDINATION SYSTEM)

NGO (NON-GOVERNMENTAL ORGANIZATION)

NIMS (NATIONAL INCIDENT MANAGEMENT SYSTEM)

NRCS (NATIONAL RESOURCES CONSERVATION SERVICE)

OA (OPERATIONAL AREA)

P/I (PLANNING/INTELLIGENCE)

PDA (PRELIMINARY DAMAGE ASSESSMENT)

PIO (PUBLIC INFORMATION OFFICER)

PW (PUBLIC WORKS DEPARTMENT)

RCS (REGIONAL COMMUNICATIONS SYSTEM)

SEMS (STANDARDIZED EMERGENCY MANAGEMENT SYSTEM)

SHSGP (STATE HOMELAND SECURITY GRANT PROGRAM)

SOBARS (SOUTH BAY AMATEUR RADIO SOCIETY)

SOC (STATE OPERATIONS CENTER)

SPR (STATE PREPAREDNESS REPORT)

TLO (TERRORISM LIAISON OFFICER)

UASI (URBAN AREA SECURITY INITIATIVE)

UCG (UNIFIED COORDINATION GROUP)

UDC (UNIFIED DISASTER COUNCIL)

URBAN AREA SECURITY INITIATIVE (UASI)
City of Solana Beach
Emergency Operations Plan Basic Plan
Basic Plan 70 April 2024
VoIP (VOICE OVER INTERNET PROTOCOL)

VRI (VIDEO REMOTE INTERPRETING)

VRS (VIDEO RELAY SERVICES)

WEA (WIRELESS EMERGENCY ALERTS)
City of Solana Beach
Emergency Operations Plan Basic Plan
Basic Plan 71 April 2024
SECTION XIV: ATTACHMENTS/APPENDICES
Solana Beach EOC Organizational Chart
City of Solana Beach
EOC Director
Legal Officer
EOC Manager G I
Liaison Officer
Public Safety
Officer
Ops Secti on Chief
Dependent on Situation
Fire & Rescue
Branch Co ordinator
Marine
Branch Co
Safety
ordinator
Law Enfo rcement
Branch Co ordinator
Care & Shelter
Branch Coordinator
Utilities Branch
Coordinator
I
Planning & Intel
Section Chief
Situation Status Unit
Advanced Planning
Unit
Documentation Unit
I
Logistics Section Finance/ Adm in
Chief Section Chief
Supply/ Cost A ccounting
Procurement Unit Unit
HR Unit Timekeeping
Unit
IT/Communications Purchasing
Unit Unit
-
-
~
~
City of Solana Beach
Emergency Operations Plan Basic Plan
Basic Plan 72 April 2024
Master Mutual Aid Plan
Cal OES - Fire And Rescue - Mutual Aid Plan - 20141201
https://www.caloes.ca.gov/FireRescueSite/Documents/CalOES_-_Fire_and_Rescue_- _Mutual_Aid_Plan.pdf (Beginning on page 35 in the linked document) Multi-Jurisdictional Hazard Mitigation Plan
Multi-jurisdictional Hazard Mitigation Plan (San Diego County) 2023-MJHMP.pdf (Sandiegocounty.gov)
Functional Annexes – County of San Diego EOP
San Diego County Operational Area Functional Annexes (Operational Area Emergency Operations Plan of the Unified San Diego County Emergency Services Organization And County Of San Diego, 2022) 2022-EOP-Complete-Plan.pdf (sandiegocounty.gov) • Annex A – Emergency Management
• Annex B – Fire and Rescue Mutual Aid Operations
• Annex C – Law Enforcement Mutual Aid Operations
• Annex D – Multi-Casualty Operations
• Annex E – Public Health Operations
• Annex F – Medical Examiners Operations
• Annex G – Care and Shelter Operations
• Annex H – Environmental Health Operations
• Annex I – Communications and Warning Systems
• Annex J – Construction and Engineering Operations
• Annex K – Logistics
• Annex L – Emergency Public Information
• Annex M – Behavioral Health Operations
• Annex N – (not assigned)
• Annex O – Animal Services
• Annex P – Terrorism
• Annex Q – Evacuation
City of Solana Beach
Emergency Operations Plan Basic Plan
Basic Plan 73 April 2024
Plan Concurrence
The following list of signatures documents each Department’s concurrence with this Emergency Operations Plan.

The City Manager’s Office concurs with the City of Solana Beach’ Emergency Operations Plan.

Signed: _ _______________________________________
City Manager
The City Clerk concurs with the City of Solana Beach’ Emergency Operations Plan.

Signed: _ __________________________________
City Clerk
The Fire Department concurs with the City of Solana Beach’ Emergency Operations Plan.

Signed: _ _______________________________
Fire Chief
The Marine Safety Department concurs with the City of Solana Beach’ Emergency Operations Plan.

Signed: _______________________
Marine Safety Captain
City of Solana Beach
Emergency Operations Plan Basic Plan
Basic Plan 74 April 2024
The Sheriff’s Department concurs with the City of Solana Beach’ Emergency Operations Plan.

Signed: ______________________
Sheriff Captain
The Finance Department concurs with the City of Solana Beach’ Emergency Operations Plan.

Signed: ________________________________________
Finance Director
The Engineering & Public Works Department concurs with the City of Solana Beach’ Emergency Operations Plan.

Signed: ___ _____________________________________
Engineering & Public Works Director
The Community Development Department concurs with the City of Solana Beach’ Emergency Operations Plan.

Signed: ________________________________________
Community Development Director
The Parks and Recreation Department concurs with the City of Solana Beach’ Emergency Operations Plan.

Signed: _________Kirk Wenger_______________________________ Parks and Recreation Manager
COUNCIL ACTION:
______________________________________________________________________ ______________________________________________________________________ AGENDA ITEM # A.7.

STAFF REPORT

CITY OF SOLANA BEACH
TO: Honorable Mayor and City Councilmembers
FROM: Alyssa Muto, City Manager
MEETING DATE: June 12, 2024
ORIGINATING DEPT: Finance Department – Rachel Jacobs, Finance Dir.

SUBJECT: Consideration of Resolution 2024-068 to Increase the Budget for Building Permit Revenue Building Permit
Review and Inspection Services for FY2023/24
BACKGROUND:

The City has been experiencing a higher than anticipated volume of Building Permit activity in Fiscal Year 2023/24. EsGil, LLC has been providing building plan review and inspection services for the City of Solana Beach since 1987. The most recent professional service agreement (PSA) with them was approved by City Council on June 9, 2021.

This item is before Council to consider an increase to the estimated building permit revenue and an increase the budgeted allocation for professional services that will be provided by Esgil, LLC as the City’s provider for building permit plan review and inspection services.

DISCUSSION:

In an effort to ensure that the City continues to provide sufficient and effective services to its constituents for building permit services, staff is requesting an increase to the adopted FY2023/24 budget of $250,000 to the estimated revenue for building permits and plan check fees, and an additional allocation of $150,000 in expenditures for contractual services provided by Esgil, LLC.

CEQA COMPLIANCE STATEMENT:

This is not a project under the California Environmental Quality Act (CEQA).

FISCAL IMPACT:

June 12, 2024
Building Permit Activity Budget Update

Page 2 of 2 ends

Increase the adopted FY2023/24 budgeted general fund building permit and plan check revenues by $250,000 by increasing account 100-43200 by $200,000 and by increasing account 100-47150 by $50,000 and increase adopted FY2023/24 expenditures for contractual services account 1005560-65300 by $150,000. This has a positive net impact of $100,000 to the FY 2023/24 budget.

WORK PLAN: N/A
OPTIONS:
∙ Authorize Staff recommendation.
∙ Do not authorize Staff recommendation.
∙ Provide alternative direction to Staff.

DEPARTMENT RECOMMENDATION:

Staff recommends that the City Council consider adoption of Resolution 2024-068 (Attachment 1) authorizing the City Manager to increase general fund revenues by $250,000 and increase the professional services allocation in the Community Development Department by $150,000 for the FY2023/2024 adopted budget.

CITY MANAGER’S RECOMMENDATION:

Approve Department Recommendation.
_________________________
Alyssa Muto, City Manager
Attachments:

1. Resolution 2024-068
RESOLUTION 2024-068

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

SOLANA BEACH, CALIFORNIA, APPROVING BUDGET

ADJUSTMENTS FOR BUILDING PERMIT REVENUE FOR

BUILDING PLAN REVIEW AND INSPECTION SERVICES
WHEREAS, the Community Development Department has utilized the services of EsGil, LLC (EsGil) to provide professional building plan review and inspections services for many years; and
WHEREAS, the City has determined that there is higher than anticipated building permit activity in Fiscal Year 2023/24; and
WHEREAS, to ensure the City maintains a high level of customer service, the adopted Fiscal Year 2023/24 budget revenues and expenditures should be amended to reflect the increased activity and consultant services.

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

1. That the foregoing recitations are true and correct.

2. That the City Manager authorizes an increase to the adopted FY2023/2024 budget of $250,000 to the estimated revenue for building permits and plan check fees, and an additional allocation of $150,000 in expenditures for contractual services provided by Esgil, LLC.

PASSED AND ADOPTED this 12th day of June, 2024, at a regularly scheduled 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 COUNCIL ACTION:
______________________________________________________________________ ______________________________________________________________________ AGENDA ITEM # B.1.

STAFF REPORT

CITY OF SOLANA BEACH
TO: Honorable Mayor and City Councilmembers
FROM: Alyssa Muto, City Manager
MEETING DATE: June 12, 2024
ORIGINATING DEPT: City Manager’s Department – Dan King, Assistant City Manager
SUBJECT: Public Hearing to Consider Adoption of Resolution 2024- 067 Approving the Fiscal Year (FY) 2024-25 Solid Waste
and Recycling Rate increase for EDCO Waste and
Recycling Services
BACKGROUND:

The City of Solana Beach (City) has a Franchise Agreement (Agreement) with EDCO Waste and Recycling Services (EDCO) to provide residential and commercial solid waste, recycling, and organics collection services. Under the terms of the Agreement, EDCO may request a rate review annually to adjust the amount charged for providing services. The Agreement contains specific language regarding the rate review methodology. Rates may only be increased due to tipping fee (landfill disposal) and cost of living based on the Consumer Price Index (CPI) increases on the base rate. The City is a member of the Regional Solid Waste Association (RSWA) that regulates the tipping fee for its member agencies. The proposed tipping fee and CPI increases are reviewed and approved by RSWA before being submitted to the City. City Staff then reviews the rate tables submitted by EDCO and, if appropriate, brings the requests before the City Council for consideration.

At the April 10, 2024 City Council (Council) meeting, the Council authorized the City to proceed with the proper Proposition 218 noticing and majority protest voting procedures, including setting a Public Hearing to receive any protest votes for the solid waste and recycling rate increases.

This item is before the Council to conduct the “protest hearing” to receive any protests regarding the proposed residential and commercial solid waste and recycling rate increases for FY 2024-25. If the City does not receive protest votes from more than fifty June 12, 2024
Public Hearing – Solid Waste and Recycling Rate Increases

Page 2 of 3 ends

percent (50%) of property owners in the City, then the Council is requested to consider adopting Resolution 2024-067 (Attachment 1) approving the rate increase for residential and commercial solid waste and recycling services.

DISCUSSION:

EDCO has submitted a rate review adjustment request for Fiscal Year 2024/2025. The CPI increased 2.969% for the period from second half of 2022, to the second half of 2023, and the tipping fee increased 3.47%, or $53.82 per ton, to $55.69 per ton.

Therefore, the proposed rate for residential services would increase from $29.80 to $30.67 for the standard 96-gallon cart and the commercial rate for the most common service (3-yard bin picked up one time per week) will increase from $130.02 to $133.89 (not including the National Pollutant Discharge Elimination System ‘NPDES’ fee).

In addition, to comply with SB 1383, the State’s organics recycling law, the City Council must consider an incremental increase in commercial organic collection rates that will vary for each customer, based upon service levels needed. The current commercial organics rate for a 65-gallon cart, serviced once per week, is $98.38 per month. The proposed commercial organics rate for the same level of service would increase to $101.30 per month.

The full rate review package can be found in Attachment 2. These requests must go through Proposition 218 noticing requirements, which Staff and EDCO have completed.

Residential and commercial customers received notification through the mail on the proposed rate increases and had a chance to submit a protest vote if they oppose. The vote outcome will be revealed during the Public Hearing at this City Council meeting.

PROP 2018 NOTICE:

Article III D, section 6(a) of the California Constitution, commonly known as Proposition 218, requires that the City conduct a protest hearing in order to increase solid waste service charges. Public notification letters for this public hearing were sent out to all property and business owners in the City describing the rate adjustment requests and how to protest, if desired, as required by law. At the time of this Staff Report preparation, no protests have been received by the City.

CEQA COMPLIANCE STATEMENT:

Not a project as defined by CEQA.

FISCAL IMPACT:

The franchise fee of 10% will result in a slight increase in the City’s solid waste revenue fund from the minor increase in solid waste and recycling rates. In addition, there will be June 12, 2024
Public Hearing – Solid Waste and Recycling Rate Increases

Page 3 of 3 ends

a slight increase in the costs paid to the City for litter abatement, street sweeping, and storm water reduction activities.

WORK PLAN:

This item is not identified in the Work Plan as it is a reoccurring item under the existing Franchise Agreement.

OPTIONS:
• Approve the FY 2024-25 solid waste, recycling, and organics rate increases identified in Attachment 2.
• Reject the residential and commercial solid waste rate increases for FY 2024-25. • Provide alternative direction to Staff.

DEPARTMENT RECOMMENDATION:

Staff recommends that the City Council:

1. Conduct the Public Hearing: Open the Public Hearing; Report Council disclosures; Report written protests received; Receive Public Testimony; Close the Public Hearing.

CITY MANAGER’S RECOMMENDATION:

Approve Department Recommendation
________________________
Alyssa Muto, City Manager
Attachments:

1. Resolution 2024-067

2. EDCO Rate Review Packet
RESOLUTION 2024–067

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

SOLANA BEACH, CALIFORNIA, APPROVING RATE

INCREASES FOR EDCO WASTE AND RECYCLING

SERVICES FOR SOLID WASTE, RECYCLING, AND

ORGANICS COLLECTION
WHEREAS, the City of Solana Beach (City) entered into a Franchise Agreement (Agreement) with EDCO Waste and Recycling Services (EDCO) to provide solid waste, recycling, and organics collection services; and
WHEREAS, EDCO has provided highly responsive solid waste, recycling, and organics services to the City; and
WHEREAS, the Agreement allows for EDCO to submit rate review applications annually to modify solid waste and recycling collection rates; and WHEREAS, the City complied with Proposition 218 noticing and voting requirements under Article III D, section 6(a) of the California Constitution; and WHEREAS, the City conducted a properly noticed public “protest hearing” at the June 12, 2024 City Council meeting regarding the proposed solid waste and recycling rates; and
WHEREAS, the City did not receive protest votes from more than fifty percent (50%) of property owners in the City; and
NOW, THEREFORE, the City Council of the City of Solana Beach, California, does resolve as follows:

1. That the above recitals are all true and correct.

2. That the City Council approves EDCO’s rate review application, increasing solid waste, recycling, and organics rates as shown in Exhibits A through J, which are incorporated fully herein by this reference.

PASSED AND ADOPTED this 12th day of June, 2024, at a regularly scheduled meeting of the City Council of the City of Solana Beach, California by the following vote:

Resolution 2024-067
EDCO – Solid Waste and Recycling Rate Increases

Page 2 of 7 ends

AYES: Councilmembers –
NOES: Councilmembers –
ABSENT: Councilmembers –
ABSTAIN: Councilmembers –
_______________________________
LESA HEEBNER, Mayor
APPROVED AS TO FORM: ATTEST:
_________________________________ ________________________________ JOHANNA N. CANLAS, City Attorney ANGELA IVEY, City Clerk Resolution 2024-067
EDCO – Solid Waste and Recycling Rate Increases

Page 3 of 7 ends

EXHIBIT “A”

TRASH COLLECTION FEE

COMMERCIAL BIN RATES
Bin Size1
Service
Frequency
Existing
Trash Rate
per Month
FY 2024/2025
Proposed
Trash Rate per
Month2
2 Cubic
Yard Bin
1X Week $80.05 $82.64
2X Week $139.01 $143.50
3X Week $197.58 $203.97
4X Week $254.30 $262.52
5X Week $314.71 $324.88
6X Week $373.48 $385.56
3 Cubic
Yard Bin
1X Week $119.77 $123.64
2X Week $207.73 $214.44
3X Week $298.34 $307.97
4X Week $383.61 $396.01
5X Week $471.39 $486.62
6X Week $559.06 $577.13
4 Cubic
Yard Bin
1X Week $159.20 $164.34
2X Week $276.57 $285.50
3X Week $393.92 $406.65
4X Week $510.96 $527.47
5X Week $628.10 $648.40
6X Week $744.92 $769.00
5 Cubic
Yard Bin
1X Week $198.60 $205.02
2X Week $345.32 $356.49
3X Week $491.96 $507.87
4X Week $721.00 $744.30
5X Week $784.84 $810.21
6X Week $932.50 $962.63

1. For multiple bins, multiply the monthly bin rate by the number of bins.

2. Does not include the additional charges for the National Pollution Discharge Elimination System (“NPDES”) fee.

Resolution 2024-067
EDCO – Solid Waste and Recycling Rate Increases

Page 4 of 7 ends

EXHIBIT “B”

TRASH COLLECTION FEE

COMMERCIAL ROLL-OFF RATES
Fee Type Existing Roll-Off
Rates
FY 2024/2025
Proposed Roll-Off
Rates1
Roll-Off Boxes
Standard
$299.50 per load plus
tip fee for trash of
$59.79/ton
$308.39 per load plus
tip fees for trash and
CDI of $61.87/ton and
$108.67/ton
respectively

1. Does not include the additional charges for the National Pollution Discharge Elimination System (“NPDES”) fee.

EXHIBIT “C”

TRASH COLLECTION FEE
COMMERCIAL RECYCLING RATES – MIXED OFFICE PAPER
Bin Size1
Service
Frequency
Existing
Recycling Rate
per Month
FY 2024/2025
Proposed
Recycling Rate
per Month2
2 Cubic
Yard Bin
1X Week $48.91 $50.37
2X Week $89.58 $92.24
3X Week $129.70 $133.56
4X Week $169.83 $174.87
5X Week $209.96 $216.19
3 Cubic
Yard Bin
1X Week $59.11 $60.87
2X Week $107.25 $110.44
3X Week $155.39 $160.00
4X Week $203.49 $209.53
5X Week $251.64 $259.11
4 Cubic
Yard Bin
1X Week $65.53 $67.47
2X Week $121.68 $125.29
3X Week $177.86 $183.14
4X Week $234.02 $240.96
5X Week $290.18 $298.79
5 Cubic
Yard Bin
1X Week $73.56 $75.75
2X Week $137.74 $141.83
3X Week $201.91 $207.91
4X Week $266.10 $274.00
5X Week $330.27 $340.08

1. For multiple commercial cans, multiply the monthly can rate by the number of cans.

2. Does not include the additional charges for the National Pollution Discharge Elimination System (“NPDES”) fee.

Resolution 2024-067
EDCO – Solid Waste and Recycling Rate Increases

Page 5 of 7 ends

EXHIBIT “D”

TRASH COLLECTION FEE
COMMERCIAL RECYCLING RATES – CARDBOARD
Bin Size1
Service
Frequency
Existing
Recycling
Rate per
Month
FY 2024/2025
Proposed
Recycling Rate
per Month2
2 Cubic Yard Bin 1X Week $34.02 $35.03
3 Cubic Yard Bin 1X Week $51.02 $52.53
4 Cubic Yard Bin 1X Week $68.00 $70.02
5 Cubic Yard Bin 1X Week $85.25 $87.78

1. For multiple commercial cans, multiply the monthly can rate by the number of cans.

2. Does not include the additional charges for the National Pollution Discharge Elimination System (“NPDES”) fee.

EXHIBIT “E”

TRASH COLLECTION FEE

SINGLE FAMILY TRASH/RESIDENTIAL RATES
Existing Monthly
Trash Fee
FY 2024/2025
Proposed Monthly
Trash Fee1
$28.48 per month $29.35 per month

1. Does not include the additional charges for the National Pollution Discharge Elimination System (“NPDES”) fee.

Resolution 2024-067
EDCO – Solid Waste and Recycling Rate Increases

Page 6 of 7 ends

EXHIBIT “F”

TRASH COLLECTION FEE

MULTI-FAMILY BIN RATES
Bin Size1
Service
Frequency
Existing
Trash
Rate per
Month
FY 2024/2025
Proposed
Trash Rate
per Month2
2 Cubic
Yard Bin
1X Week $78.22 $80.70
2X Week $138.04 $142.47
3X Week $177.74 $183.51
4X Week $230.89 $238.41
5X Week $283.92 $293.18
3 Cubic
Yard Bin
1X Week $117.42 $121.15
2X Week $209.21 $215.91
3X Week $301.01 $310.69
4X Week $392.74 $405.38
5X Week $489.90 $505.68
4 Cubic
Yard Bin
1X Week $149.86 $154.64
2X Week $262.90 $271.37
3X Week $375.87 $388.01
4X Week $488.86 $504.68
5X Week $601.47 $620.97
5 Cubic
Yard Bin
1X Week $182.32 $188.14
2X Week $318.58 $328.86
3X Week $455.77 $470.54
4X Week $590.95 $610.14
5X Week $726.81 $750.44

1. For multiple bins, multiply the monthly bin rate by the number of bins.

2. Does not include the additional charges for the National Pollution Discharge Elimination System (“NPDES”) fee.

EXHIBIT “G”

TRASH COLLECTION FEE

MULTI-FAMILY RECYCLABLE RATES
Existing Recycling Rates
FY 2024/2025 Proposed
Recycling Rates per Month1
Per Residential Unit in
Complex
Per Residential Unit in
Complex
$1.74 $1.80

1. Does not include the additional charges for the NPDES fee.

Resolution 2024-067
EDCO – Solid Waste and Recycling Rate Increases

Page 7 of 7 ends

EXHIBIT “H”

TRASH COLLECTION FEE

MULTI-FAMILY TEMPORARY BIN
Existing Recycling Rates
FY 2024/2025 Proposed
Recycling Rates per Month1
Multi-family Temp Bin (1 week
rental)
Multi-family Temp Bin (1 week
rental)
$104.21 $107.55

1. Does not include the additional charges for the NPDES fee.

EXHIBIT “I”
MULTI-FAMILY CAN SERVICE FEE1
Service
Frequency
Current Trash
Rate (per
month)
FY
2024/2025
Proposed
Trash Rate
(per month) 2
1X Week $45.70 $47.13
2X Week $90.40 $93.41

1. For multiple commercial cans, multiply the monthly can rate by the number of cans.

2. Does not include the additional charges for the NPDES fee.

EXHIBIT “J”

TRASH COLLECTION FEE

MULTI-FAMILY ROLL-OFF RATES
Fee Type Existing Roll-Off
Rates
FY 2024/2025
Proposed Roll-Off
Rates
Roll-Off Boxes
Standard
$299.50 per load plus
tip fee for trash of
$59.79/ton
$308.39 per load plus
tip fees for trash and
CDI of $61.87/ton and
$108.67/ton
respectively

WASTE & RECYCLING SERVICES
March 18, 2024
Mr. Dan King
Assistant City Manager
City of Solana Beach
635 S. Highway 101
Solana Beach, CA 92075
Dear Dan:

The Franchise Agreement between the City of Solana Beach and EDCO allows for annual rate adjustments. Section 8.3 of the Agreement includes the details of the rate adjustment procedures.

As outlined, rates may be increased due to changes in landfill tipping fees and increases in the Los Angeles-Anaheim Consumer Price Index (CPI). EDCO is requesting an allowable rate adjustment based on changes in the CPI only. The effective date of this rate adjustment will be July 1, 2024.

CPI Adjustment
To calculate the CPI portion of the adjustment, the second half of the 2022 index (314.384) was compared to the second half of 2023 index (323.718) which produced a 9.334 point change or

2.969% increase. Therefore, a 2.969% increase is applied to current rates after franchise fees, AB939 and disposal fees are deducted from the current gross rate. A copy of the applicable CPI is attached for your reference.

RSWA Disposal Fee Adjustment
The City is a member of RSWA that regulates waste disposal tipping fees for its member agencies. Currently the tip fee for Solana Beach is $53.82 per ton. Effective July 1, 2024, the tip fee for Solana Beach will increase to $55.69, representing a 3.47% increase in the tip fee component of the rate calculation.

Rate Summary
The total fee adjustments as outlined above when applied will result in residential rates increasing from $29.80 per month to $30.67, an increase of $0.87 per month per household for customers using a 96 Gallon Cart. Commercial rates for the most common service (a three cubic yard bin served once weekly) would increase from $130.02 to $133 .89 or $3.87 per month. We propose to implement both residential and commercial rate changes on July I, 2024.

Please feel free to review these adjustments and let me know if you have any questions or comments.

Sincere!!,
broso
Manager
Attachments
"We'll Take Care of It"
224 S. Las Posas Road • San Marcos, California 92078
(760) 744-2700 • Fax: (760) 752-8339 • edcodisposal.com • Printed on Recycled Paper City of Solana Beach RSWA Tip Fee 2023 $ 53.82 CPI Consumer Price Index 12/31/2022 314.4 Multi-Family and Residential Rates RSWA Tip Fee 2024 $ 55.69 CPI Consumer Price Index 12/31/2023 323.7 Effective July 1st, 2024 Change $ 1.87 Change 9.3
% Change • Tip Fee 3.47% % Change - CPI (cap 4%) 2.97%
Rates 7.1.2023 Rate Adjustments effective 7 .1.24 Rates 7.1.2024 Customer Customer 2.97'.o/o 3.47o/o Customer Customer Customer Net Franchise Total Total Net Franchise Total Net Franchise Total Total Frequency Operating Disposal Fee w/o with Operating Disposal Fee w/o Operating Disposal Fee w/o with Description >er Week Expense Component 10.0% NPDES .t!.EQ.§ NPDES Expense Component 10.0% NPDES Expense Component 10.0% NPDES NPDES NPDES Residential Rates (Including Organics)
Solid Waste Service (1 cart) 96 gal $ 20.89 $ 4.74 $ 2.85 $ 28.48 $ 1.32 $ 29.80 $ 0.62 $ 0.16 $ 0.09 $ 0.87 $ 21.51 $ 4.90 $ 2.94 $ 29.35 $ 1.32 $ 30.67 64gal $ 20.89 $ 4.74 $ 2.85 $ 28.48 $ 0.88 s 29.36 s 0.62 $ 0.16 $ 0.09 $ 0.87 $ 21.51 $ 4.90 $ 2.94 $ 29.35 $ 0.88 s 30.23 35 gal $ 20.89 $ 4.74 $ 2.85 s 28.48 $ 0.44 $ 28.92 $ 0.62 $ 0.16 $ 0.09 $ 0.87 s 21 .51 $ 4.90 $ 2.94 $ 29.35 s 0.44 $ 29.79 Recycling Service (1 cart) 96 gal $ 1.32 $ 1.32 $ 1.32 $ 1.32 64 gal $ 0.88 $ 0.88 $ 0.88 $ 0.88
35 gal $ 0.44 $ 0.44 $ 0.44 $ 0.44
Extra Cart 96 gal $ 3.22 $ $ 0.35 $ 3.57 $ 1.32 $ 4.89 $ 0.10 $ $ 0.Q1 $ 0.11 $ 3.32 $ $ 0.36 $ 3.68 $ 1.32 $ 5.00 64 gal $ 3.22 $ $ 0.35 $ 3.57 $ 0.88 $ 4.45 $ 0.10 $ $ 0.01 $ 0.11 $ 3.32 $ $ 0.36 s 3.68 $ 0.88 $ 4.56 35 gal $ 3.22 $ $ 0.35 $ 3.57 $ 0.44 $ 4.01 $ 0.10 $ $ 0.01 $ 0.11 $ 3.32 s $ 0.36 $ 3.68 $ 0.44 $ 4.12 Rolloff Rates
Haul Rate $ 269.55 $ $ 29.95 $ 299.50 $ 299.50 $ 8.00 $ $ 0.89 $ 8.89 $ 2n.55 $ $ 30.84 $ 308.39 $ 308.39 Disposal Fee per Ton - Trash $ $ 53.82 $ 5.97 $ 59.79 $ 59.79 $ $ 1.87 $ 0.21 $ 2.08 $ $ 55.69 $ 6.18 s 61 .87 $ 61.87 Disposal Fee per Ton. COi (New) $ $ 89.00 $ 9.89 $ 98.89 $ 98.89 $ $ 7.00 $ 0.78 $ 7.78 $ $ 98.00 $ 10.67 $ 108.67 $ 108.67 OTHER FEES:

Bin Exchange $ 43.07 $ $ 4.78 s 47.85 $ 47.85 $ 1.28 $ s 0.14 $ 1.42 $ 44.35 $ $ 4.92 $ 49.27 $ 49.27 Lock Fees $ 9.14 $ $ 1.02 $ 10.16 $ 10.16 $ 0.27 $ $ 0.o3 $ 0.30 $ g.41 $ $ 1.05 $ 10.46 $ 10.46 Pull Out Fees $ s 16' • SO' per bin, per number of service days $ 4.15 $ $ 0.46 $ 4.61 $ 4.61 $ 0.12 $ $ 0.Q1 $ 0.13 $ 4.27 $ $ 0.47 $ 4.74 $ 4.74 S1' or more per bin1 per number of service days $ 5.63 $ $ 0.62 $ 6.25 s 6.25 $ 0.17 $ $ 0.02 $ 0.19 $ 5.80 $ $ 0.64 $ 6.44 $ 6.44 Reinstate Fee: s 26.93 $ s 3.00 $ 29.93 $ 29.93 $ 0.80 $ s 0.09 $ 0.89 $ 27.73 s $ 3.09 $ 30.82 $ 30.82 Late Fee: Minimum $3 charge on any deliquent account $ 2.70 $ $ 0.30 $ 3.00 $ 3.00 $ 2.70 $ $ 0.30 $ 3.00 $ 3.00 Bulky Items $ 30.23 $ 9.88 $ 4.46 $ 44.57 $ 44.57 $ 0.90 $ 0.34 $ 0.14 $ 1.38 $ 31.13 $ 10.22 $ 4.60 $ 45.95 s 45.95 Each Addt! Bulky Item $ 4.10 $ 1.34 $ 0.61 $ 6.05 $ 6.05 $ 0.12 $ 0.05 $ 0.02 $ 0.19 $ 4.22 $ 1.39 $ 0.63 $ 6.24 $ 6.24 Recycling Contamination Fee $ 34.72 $ 9.88 s 4.95 $ 49.55 s 49.55 $ 1.03 $ 0.34 $ 0.15 $ 1.52 $ 35.75 $ 10.22 $ 5.10 $ 51 .07 $ 51.07 Overage Fee s 34.61 $ 9.88 $ 4.94 $ 49.43 $ 49.43 $ 1.03 $ 0.34 $ 0.15 $ 1.52 $ 35.64 s 10.22 $ 5.09 s 50.95 $ 50.95 cart Delivery Fee $ 16.15 $ $ 1.80 $ 17.95 $ 17.95 s 0.48 $ $ 0.05 $ 0.53 $ 16.63 $ $ 1.85 $ 18.48 $ 18.48 Extra Pickup All Bin Sizes $ 40.49 $ $ 4.50 $ 44.99 $ 44.99 $ 1.20 $ $ 0.13 $ 1.33 $ 41.69 $ $ 4.63 $ 46.32 $ 46.32 City of Solana Beach RSWA Tip Fee 2023 $ 53.82 CPI Consumer Price Index 12/31/2022 314.4 Multi-Family and Residential Rates RSWA Tip Fee 2024 $ 55.69 CPI Consumer Price Index 12/31/2023 323.7 Effective July 1st, 2024 Change $ 1.87 Change 9.3
% Change - Tip Fee 3.47% •1,, Change. CPI (cap 4%) 2.97% Rates 7.1.2023 Rate Adjustments effective 7.1.24 Rates 7.1.2024 Customer Customer 2.97~% 3.47% Customer Customer Customer Net Franchise Total Total Net Franchise Total Net Franchise Total Total Frequency Operating Disposal Fee w/o with Operating Disposal Fee w/o Operating Disposal Fee w/o with Description >er Week Expense Component 10.0% NPOES NPDES NPDES Expense Component 10.0% NPOES Expense Component 10.0% NPOES NPOES NPDES Commercial Multi- Family Rates
Commercial - Two Yard Bin
$ 40.90 $ 29.51 $ 7.81 $ 78.22 $ 5.56 $ 83.78 $ 1.21 $ 1.02 $ 0.25 $ 2.48 $ 42.1 1 $ 30.53 $ 8.06 $ 80.70 $ 5.56 $ 86.26 2 $ 65.24 $ 59.00 $ 13.80 $ 138.04 $11.12 $ 149.16 $ 1.94 $ 2.05 $ 0.44 $ 4.43 $ 67.18 $ 61.05 $ 14.24 $ 142.47 $ 11 .12 $ 153.59 3 $ 71 .46 $ 88.50 $ 17.78 $ 177.74 $16.68 $ 194.42 $ 2.12 $ 3.07 s 0.58 $ 5.77 $ 73.58 $ 91 .57 $ 18.36 $ 183.51 $ 16.68 $ 200.19 4 $ 89.78 $ 118.03 $ 23.08 $ 230.89 $ 22.24 $ 253.13 $ 2.67 $ 4.10 s 0.75 $ 7.52 $ 92.45 $ 122.13 $ 23.83 $ 238.41 $ 22.24 $ 260.65 5 $ 108.00 $ 147.53 $ 28.39 $ 283.92 $ 27.80 $ 311 .72 $ 3.21 $ 5.12 $ 0.93 $ 9.26 $ 111,21 $ 152.65 $ 29.32 $ 293.18 $ 27.80 $ 320.98 Commercial - Three Yard Bin
s 61.41 $ 44.27 $ 11 .74 $ 117.42 $ 8.34 $ 125.76 $ 1.82 $ 1.54 s 0.37 $ 3.73 $ 63.23 $ 45.81 $ 12.11 $ 121.15 $ 8.34 $ 129.49 2 $ 99.78 $ 88.50 $ 20.93 $ 209.21 $16.68 $ 225.89 $ 2.96 $ 3.07 $ 0.67 $ 6.70 $ 102.74 $ 91.57 $ 21.60 $ 215.91 $16.68 $ 232.59 3 $ 138.14 $ 132.77 $ 30.1 0 $ 301.01 $25.02 $ 326.03 $ 4.10 $ 4.61 $ 0.97 $ 9.68 $ 142.24 $ 137.38 $ 31 .07 $ 310.69 $ 25.02 $ 335.71 4 $ 176.45 $ 177.03 $ 39.26 $ 392.74 $33.36 $ 426.10 $ 5.24 $ 6.14 $ 1.26 $ 12.64 $ 181.69 $ 183.17 $ 40.52 $ 405.38 $ 33.36 $ 438.74 5 $ 219.63 $ 221.28 $ 48.99 $ 489.90 $41 .70 $ 531 .60 $ 6.52 $ 7.68 $ 1.58 $ 15.78 s 226.15 $ 228.96 $ 50.57 $ 505.68 $ 41 .70 $ 547.38 Commercial - Four Yard Bin
$ 75.88 $ 59.00 $ 14.98 $ 149.86 $11.12 $ 160.98 $ 2.25 $ 2.05 $ 0.48 $ 4.78 $ 78.13 $ 61 .05 $ 15.46 $ 154.64 $11.12 $ 165.76 2 $ 118.59 $ 118.02 $ 26.29 $ 262.90 $ 22.24 $ 285.1 4 $ 3.52 $ 4.10 $ 0.85 $ 8.47 $ 122.11 $ 122.12 $ 27.14 $ 271.37 $ 22.24 $ 293.61 3 $ 161.25 $ 177.03 $ 37.59 $ 375.87 $ 33.36 $ 409.23 $ 4.79 $ 6.14 $ 1.21 $ 12.1 4 $ 166.04 $ 183.17 $ 38.80 $ 388.01 $ 33.36 $ 421 .37 4 $ 203.94 $ 236.04 $ 48.88 $ 488.86 $44.48 $ 533.34 $ 6.05 $ 8.19 $ 1.58 $ 15.82 $ 209.99 $ 244.23 $ 50.46 $ 504.68 S 44.48 $ 549.16 5 $ 246.28 $ 295.04 $ 60.15 $ 601.47 $55.60 $ 657.07 $ 7.31 $ 10.24 $ 1.95 $ 19.50 $ 253.59 $ 305.28 $ 62.10 $ 620.97 $ 55.60 $ 676.57 Commercial - Five Yard Bin
$ 90,34 $ 73.75 $ 18.23 $ 182.32 $13.90 $ 196.22 $ 2.68 $ 2.56 $ 0.58 $ 5.82 $ 93.02 $ 76.31 $ 18.8 1 $ 188.14 $ 13.90 $ 202.04 2 $ 139.20 $ 147.53 $ 31 .85 $ 318.58 $27.80 $ 346.38 $ 4.13 $ 5.12 $ 1.03 $ 10.28 $ 143.33 $ 152.65 $ 32.88 $ 328.86 $ 27.80 $ 356.66 3 $ 188.91 $ 221 .28 $ 45.58 $ 455.77 $41.70 $ 497.47 $ 5.61 $ 7.68 $ 1.48 $ 14.77 $ 194.52 $ 228.96 $ 47.06 $ 470.54 $ 41.70 $ 512.24 4 $ 236.82 $ 295.04 $ 59.09 $ 590.95 $ 55.60 $ 646.55 $ 7.03 $ 10.24 s 1.92 $ 19.19 $ 243.85 $ 305.28 $ 61.01 $ 610.14 $ 55.60 $ 665.74 5 $ 285.31 $ 368.81 $ 72.69 $ 726.81 $69.50 $ 796.31 $ 8.47 $ 12.80 $ 2.36 $ 23.63 s 293.78 $ 381.61 $ 75.05 $ 750.44 $ 69.50 $ 819.94 Muti Family Recyling Rate
$ 1.56 $ $ 0.18 $ 1.74 $ . $ 1.74 $ 0.05 $ $ 0.01 $ 0.06 $ 1.61 $ $ 0.19 $ 1.80 $ - $ 1.80 Commercial Can (1-Trash 1-Recy}
$ 26.38 $ 14.75 $ 4.57 $ 45.70 $ 3.52 $ 49.22 $ 0.78 $ 0.51 $ 0.14 $ 1.43 $ 27.16 $ 15.26 $ 4.71 $ 47.13 $ 3.52 $ 50.65 Extra Cart $ 1.92 $ $ 0.22 $ 2.14 s 1.76 $ 3,90 $ 0.06 $ $ O.Q1 s 0.07 $ 1.98 $ $ 0.23 $ 2.21 $ 1.76 $ 3.97 2 $ 22.37 $ 59:00 $ 9.03 $ 90.40 $ 7.04 $ 97.44 $ 0.66 $ 2.05 $ 0,30 $ 3.01 $ 23.03 $ 61.05 $ 9.33 $ 93.41 $ 7.04 $ 100.45 Extra Cart $ 3.86 $ $ 0.44 $ 4.30 $ 3.52 $ 7.82 $ 0.1 1 $ $ O.Q1 $ 0.12 $ 3.97 $ $ 0.45 $ 4.42 $ 3.52 $ 7.94 Multi-family Temp Bin(1 wk rental} $ 49.51 $ 44.27 $ 10.43 $ 104.21 $ 8.34 $ 112.55 $ 1.47 $ 1.54 $ 0,33 $ 3.34 $ 50.98 $ 45.81 $ 10.76 s 107.55 $ 8.34 $ 115.89 City of Solana Beach RSWA Tip Fee 2023 s 53.82 CPI Consumer Price Index 12/31/2022 314.384 Commercial Rates RSWA Tip Fee 2024 $ 55.69 CPI Consumer Price Index 12/31/2023 323.718 Effective July 1st, 2024 Change $ 1.87 Change 9.3
% Change - Tip Fee 3.47% % Change - CPI (Cap 4%) 2.97%
Rates 7.1.2023 Rate Adjustments effective 7.1.24 Rates 7.1.2024 Customer Customer 2.91.% 3.47% Customer Customer Customer Net Franchise Total Total Net Franchise Total Net Franchise Total Total Frequency Operating Disposal Fee w/o with Operating Disposal Fee w/o Operating Disposal Fee w/o with Description per Week Expense Component 10.0% NPDES NPDES NPDES Expense Component 10.0% NPDES Expense Component 10.0% NPDES NPDES NPDES Commercial Rates - Trash
Commercial - Two Yard Bin
1 $ 34.55 $ 37.49 s 8.01 $ 80.05 $ 6.83 $ 86.88 $ 1.03 $ 1.30 $ 0.26 $ 2.59 $ 35.58 $ 38.79 $ 8.27 $ 82.64 $ 6.83 $ 89.47 2 $ 60.00 $ 65.10 $ 13.91 $ 139.01 $ 13.67 $ 152.68 $ 1.78 $ 2.26 $ 0.45 $ 4.49 $ 61 .78 $ 67.36 s 14.36 $ 143.50 $ 13.67 $ 157.17 3 $ 85.29 $ 92.54 $ 19.75 $ 197.58 $ 20.50 $ 218.08 $ 2.53 $ 3.22 $ 0.64 $ 6.39 $ 87.82 S 95.76 $ 20.39 $ 203.97 $ 20.50 $ 224.47 4 $ 109.78 $ 119.09 $ 25.43 $ 254.30 $ 27.34 $ 281.64 $ 3.26 $ 4.14 $ 0.82 $ 8.22 $113.04 $123.23 $ 26.25 $ 262.52 $ 27.34 $ 289.86 5 $ 135.86 s 147.38 $ 31.47 $ 314.71 $ 34.17 $ 348.88 $ 4.03 $ 5.12 $ 1.02 $ 10.17 $139.89 $152.50 $ 32.49 $ 324.88 $ 34.17 $ 359.05 6 $ 161.22 $ 174.91 $ 37.35 $ 373.48 $ 41.00 $ 414.48 $ 4.79 $ 6.08 $ 1.21 $ 12.08 S 166.01 $180.99 s 38.56 $ 385.56 $ 41.00 $ 426.56 Commercial • Three Yard Bin
1 $ 51.69 $ 56.09 $ 11 .99 $ 119.77 $ 10.25 $ 130.02 $ 1.53 $ 1.95 $ 0.39 $ 3.87 $ 53.22 $ 58.04 $ 12.38 $ 123.64 $ 10.25 $ 133.89 2 $ 89.68 $ 97.28 $ 20.77 $ 207.73 $ 20.50 $ 228.23 $ 2.66 $ 3.38 $ 0.67 $ 6.71 $ 92.34 $100.66 $ 21 .44 $ 214.44 $ 20.50 $ 234.94 3 $ 128.78 $ 139.72 $ 29.84 $ 298.34 $ 30.75 $ 329.09 $ 3.82 $ 4.85 $ 0.96 $ 9.63 $132.60 $144.57 $ 30.80 $ 307.97 $ 30.75 $ 338.72 4 $ 165.58 $ 179.67 s 38.36 $ 383.61 $ 41.00 $ 424.61 $ 4.92 $ 6.24 $ 1.24 $ 12.40 $170.50 $185.91 $ 39.60 $ 396.01 $ 41.00 $ 437.01 5 $ 203.49 $ 220.76 $ 47.14 $ 471 .39 $ 51.26 $ 522.65 $ 6.04 $ 7.67 $ 1.52 $ 15.23 $ 209.53 $228.43 $ 48.66 $ 486.62 $ 51 .26 $ 537.88 6 $ 241 .32 $ 261.83 $ 55.91 $ 559.06 $ 61 .51 $ 620.57 $ 7.16 $ 9.1 0 s 1.81 $ 18.07 S 248.48 $270.93 $ 57.72 $ 577.13 $ 61 .51 $ 638.64 Commercial - Four Yard Bin
1 $ 68.72 $ 74.57 $ 15.91 $ 159.20 $ 13.67 $ 172.87 $ 2.04 $ 2.59 $ 0.51 $ 5.14 $ 70.76 $ 77.16 $ 16.42 $ 164.34 $ 13.67 $ 178.01 2 $ 119.39 $ 129.52 $ 27.66 $ 276.57 $ 27.34 $ 303.91 $ 3.54 $ 4.50 $ 0.89 $ 8.93 S 122.93 $134.02 $ 28.55 $ 285.50 $ 27.34 $ 312.84 3 $ 170.04 $ 184.49 $ 39.39 s 393.92 $ 41.00 $ 434.92 $ 5.05 $ 6.41 $ 1.27 $ 12.73 S 175.09 $190.90 $ 40.66 $ 406.65 $ 41.00 $ 447.65 4 $ 220.57 s 239.30 $ 51 .09 $ 510.96 $ 54.67 $ 565.63 $ 6.55 $ 8.31 $ 1.65 $ 16.51 $ 227.12 $247.61 $ 52.74 $ 527.47 $ 54.67 $ 582.14 s $ 271 .14 $ 294.15 $ 62.81 $ 628.10 $ 68.34 $ 696.44 $ 8.05 $ 10.22 $ 2.03 $ 20.30 $ 279.19 $304.37 $ 64.84 $ 648.40 s 68.34 $ 716.74 6 $ 321 .56 $ 348.86 $ 74.50 $ 744.92 $ 82.01 $ 826.93 $ 9.55 $ 12.12 $ 2.41 $ 24.08 $ 331 .11 $360.98 $ 76.91 $ 769.00 $ 82.01 $ 851.01 Commercial • Five Yard Bin
1 $ 85.73 $ 93.01 $ 19.86 $ 198.60 $ 17.09 $ 215.69 $ 2.55 $ 3.23 $ 0.64 $ 6.42 $ 88.28 $ 96.24 $ 20.50 $ 205.02 $ 17.09 $ 222.11 2 $ 149.06 $ 161.73 $ 34.53 $ 345.32 $ 34.17 $ 379.49 $ 4.43 $ 5.62 $ 1.12 $ 11.17 $ 153.49 $167.35 $ 35.65 $ 356.49 $ 34.17 $ 390.66 3 $ 212.37 $ 230.39 $ 49.20 $ 491.96 $ 51 .26 $ 543.22 $ 6.31 $ 8.01 $ 1.59 $ 15.91 $ 218.68 $238.40 $ 50.79 $ 507.87 $ 51.26 $ 559.13 4 $ 311 .23 $ 337.68 $ 72.09 $ 721.00 $ 68.34 $ 789.34 $ 9.24 $ 11.73 $ 2.33 $ 23.30 $ 320.47 $349.41 $ 74.42 $ 744.30 $ 68.34 $ 812.64 5 $ 338.79 $ 367.56 $ 78.49 $ 784.84 $ 85.43 $ 870.27 $ 10.06 $ 12.77 $ 2.54 $ 25.37 $ 348.85 $380.33 $ 81 .03 $ 810.21 $ 85.43 $ 895.64 6 $ 402.53 $ 436.72 $ 93.25 $ 932.50 $ 102.51 $ 1,035.01 $ 11 .95 $ 15.17 $ 3.01 $ 30.13 $414.48 $451.89 $ 96.26 $ 962.63 $ 102.51 $ 1,065.14 City of Solana Beach RSWA Tip Fee 2023 $ 53.82 CPI Consumer Price Index 12/31/2022 314.384 Commercial Rates RSWA Tip Fee 2024 $ 55.69 CPI Consumer Price Index 12/31/2023 323.718 Effective July 1st, 2024 Change $ 1.87 Change 9.3
% Change - Tip Fee 3.47% % Change - CPI (Cap 4%) 2.97%
Rates 7.1.2023 Rate Adjustments effective 7.1 .24 Rates 7.1.2024 Customer Customer _b97% 3.47% Customer Customer Customer Net Franchise Total Total Net Franchise Total Net Franchise Total Total Frequency Operating Disposal Fee w/o with Operating Disposal Fee w/o Operating Disposal Fee w/o with Description per Week Expense Component 10.0% NPDES NPDES NPDES Expense Component 10.0% NPDES Expense ~ t 10.0% NPDES NPDES NPDES Commercial Rates - Trash
Commercial Rates - Rec:tcle Recycle - Two Yard Bin
1 $ 44.02 $ $ 4.89 $ 48.91 $ 6.83 s 55.74 $ 1.31 $ $ 0.15 $ 1.46 $ 45.33 $ $ 5.04 $ 50.37 $ 6.83 $ 57.20 2 $ 80.62 $ $ 8.96 $ 89.58 $ 13.67 $ 103.25 $ 2.39 $ $ 0.27 $ 2.66 $ 83.01 $ $ 9.23 $ 92.24 $ 13.67 $ 105.91 3 $ 11 6.73 $ $ 12.97 $ 129.70 $ 20.50 $ 150.20 $ 3.47 $ $ 0.39 $ 3.86 $ 120.20 $ $ 13.36 $ 133.56 $ 20.50 $ 154.06 4 $ 152.84 $ $ 16.99 $ 169.83 $ 27.34 $ 197.17 $ 4.54 $ $ 0.50 $ 5.04 $ 157.38 $ s 17.49 $ 174.87 $ 27.34 $ 202.21 5 $ 188.95 $ $ 21 .01 $ 209.96 $ 34.17 $ 244.13 $ 5.61 $ $ 0.62 $ 6.23 $194.56 $ $ 21.63 $ 216.19 s 34.17 $ 250.36 Recycle - Three Yard Bin
1 $ 53.20 $ $ 5.91 $ 59.11 $ 10.25 $ 69.36 $ 1.58 $ $ 0.18 $ 1.76 $ 54.78 $ $ 6.09 $ 60.87 $ 10.25 s 71.12 2 $ 96.53 $ $ 10.72 $ 107.25 $ 20.50 $ 127.75 $ 2.87 $ $ 0.32 $ 3.19 $ 99.40 $ $ 11 .04 $ 110.44 s 20.50 $ 130.94 3 $ 139.84 $ $ 15.55 $ 155.39 $ 30.75 $ 186.14 $ 4.15 $ $ 0.46 $ 4.61 $143.99 $ $ 16.01 $ 160.00 $ 30.75 $ 190.75 4 $ 183.13 $ $ 20.36 $ 203.49 $ 41.00 $ 244.49 $ 5.44 $ $ 0.60 $ 6.04 S 188.57 s $ 20.96 $ 209.53 $ 41 .00 $ 250.53 5 $ 226.47 $ $ 25.17 $ 251.64 $ 51.26 $ 302.90 s 6.72 $ $ 0.75 $ 7.47 $ 233.19 $ $ 25.92 $ 259.11 $ 51 .26 $ 310.37 Recycle - Four Yard Bin
$ 58.98 $ s 6.55 $ 65.53 $ 13.67 $ 79.20 $ 1.75 $ $ 0.19 $ 1.94 S 60.73 s $ 6.74 $ 67.47 $ 13.67 $ 81.14 2 $ 109.52 $ $ 12.16 $ 121.68 $ 27.34 $ 149.02 $ 3.25 $ $ 0.36 $ 3.61 $112.77 $ $ 12.52 $ 125.29 $ 27.34 $ 152.63 3 $ 160.08 $ $ 17.78 $ 177.86 $ 41 .00 $ 21 8.86 $ 4.75 $ $ 0.53 $ 5.28 $164.83 $ $ 18.31 $ 183.14 $ 41 .00 $ 224.14 4 $ 210.62 $ $ 23.40 $ 234.02 s 54.67 $ 288.69 $ 6.25 $ $ 0.69 $ 6.94 $ 216.87 $ $ 24.09 $ 240.96 $ 54.67 $ 295.63 5 $ 261 .16 s $ 29.02 $ 290.1 8 $ 68.34 $ 358.52 $ 7.75 $ $ 0.86 $ 8.61 $268.91 s $ 29.88 s 298.79 $ 68.34 $ 367.13 Recycle - Five Yard Bin
$ 66.21 s $ 7.35 $ 73.56 $ 17.09 $ 90.65 $ 1.97 $ $ 0.22 $ 2.19 $ 68.18 $ $ 7.57 $ 75.75 $ 17.09 $ 92.84 2 $ 123.97 $ $ 13.77 $ 137.74 $ 34.17 $ 171 .91 $ 3.68 $ $ 0.41 $ 4.09 S 127.65 s $ 14.18 s 141.83 $ 34.17 $ 176.00 3 $ 181 .72 $ $ 20.19 $ 201.91 51.26 $ 253.17 $ 5.40 $ $ 0.60 $ 6.00 $187.12 $ $ 20.79 $ 207.91 $ 51.26 $ 259.17 4 $ 239.50 $ $ 26.60 $ 266.10 68.34 $ 334.44 $ 7.11 $ $ 0.79 $ 7.90 $ 246.61 $ $ 27.39 $ 274.00 $ 68.34 $ 342.34 5 $ 29725 $ $ 33.02 $ 330.27 85.43 $ 415.70 $ 8.83 $ $ 0.98 $ 9.81 $ 306.08 $ $ 34.00 $ 340.08 $ 85.43 $ 425.51 commercial Cardboard RefY:cling
2 - Yards
1 xweek $ 30.62 s $ 3.40 $ 34.02 6.83 $ 40.85 $ 0.91 s $ 0.10 $ 1.01 $ 31 .53 $ $ 3.50 $ 35.03 $ 6.83 $ 41.86 ~
1 xweek $ 45.92 $ $ 5.1 0 $ 51.02 10.25 $ 61.27 $ 1.36 $ $ 0.15 $ 1.51 · S 47.28 s $ 5.25 $ 52.53 $ 10.25 $ 62.78 ~
1 x week $ 61 .19 s $ 6.81 $ 68.00 13.67 $ 81.67 $ 1.82 $ $ 0.20 $ 2.02 $ 63.01 $ $ 7.01 $ 70.02 $ 13.67 $ 83.69 S - Yards
1 xweek $ 76.72 $ $ 8.53 s 85.25 17.09 $ 102.34 $ 2.28 $ $ 025 $ 2.53 $ 79.00 $ $ 8.78 $ 87.78 $ 17.09 $ 104.87 City of Solana Beach RSWA Tip Fee 2023 $ 53.82 CPI Consumer Price Index 12/31/2022 314.384 Commercial Rates RSWA Tip Fee 2024 $ 55.69 CPI Consumer Price Index 12/31/2023 323.718 Effective July 1st, 2024 Change $ 1.87 Change 9.3
% Change - Tip Fee 3.47% % Change • CPI (Cap 4%) 2.97%
Rates 7.1.2023 Rate Adjustments effective 7.1.24 Rates 7.1.2024 Customer Customer 2.91~ _l.47% Customer Customer Customer Net Franchise Total Total Net Franchise Total Net Franchise Total Total Frequency Operating Disposal Fee w/o with Operating Disposal Fee w/o Operating Disposal Fee w/o with Description per Week Expense Component 10.0% NPOES NPDES NPDES Expense Component 10.0% NPOES Expense Component 10.0% NPOES NPDES NPDES Commercial Rates - Trash OTHER FEES: $ $ $ $
Bin Exchange $ 43.07 $ $ 4.78 $ 47.85 $ $ 47.85 $ 1.28 $ $ 0.14 $ 1.42 $ 44.35 $ $ 4.92 $ 49.27 $ $ 49.27 Lock Fees $ 9.14 $ $ 1.02 $ 10.16 $ $ 10.16 $ 0.27 $ $ 0.03 $ 0.30 $ 9.41 $ $ 1.05 $ 10.46 $ $ 10.46 Pull Out Fees
16' • 50' per bin, per number of service days $ 4.15 $ $ 0.46 $ 4.61 $ $ 4.61 $ 0.12 $ $ 0.01 $ 0.13 $ 4.27 s $ 0.47 $ 4.74 $ $ 4.74 51' or more per bin, per number of service day. $ 5.63 $ s 0.62 $ 6.25 $ $ 6.25 $ 0.17 $ $ 0.02 $ 0.19 $ 5.80 $ $ 0.64 $ 6.44 s $ 6.44 Reinstate Fee: $ 26.93 $ $ 3.00 $ 29.93 $ $ 29.93 $ 0.80 $ $ 0.09 $ 0.89 $ 27.73 $ $ 3.09 $ 30.82 $ $ 30.82 Late Fee: Minimum $3 charge on any
deliquent account $ 2.70 $ $ 0.30 $ 3.00 $ $ 3.00 $ 2.70 $ $ 0.30 $ 3.00 $ $ 3.00 Bulky Items $ 30.23 $ 9.88 $ 4.46 $ 44.57 s $ 44.57 $ 0.90 $ 0.34 $ 0.14 $ 1.38 $ 31.13 $ 10.22 $ 4.60 $ 45.95 $ $ 45.95 Each Addtl Bulky Item $ 4.10 $ 1.34 $ 0.61 $ 6.05 $ $ 6.05 $ 0.12 $ 0.05 $ 0.02 $ 0.19 $ 4.22 $ 1.39 $ 0.63 $ 6.24 $ $ 6.24 Recycling Contamination Fee $ 34.72 $ 9.88 $ 4.95 $ 49.55 $ $ 49.55 $ 1.03 $ 0.34 $ 0.15 $ 1.52 $ 35.75 $ 10.22 $ 5.10 $ 51 .07 $ $ 51 .07 Overage Fee $ 34.61 s 9.88 $ 4.94 $ 49.43 $ $ 49.43 $ 1.03 $ 0.34 $ 0.15 s 1.52 $ 35.64 $ 10.22 $ 5.09 $ 50.95 $ $ 50.95 cart Delivery Fee $ 16.15 $ $ 1.80 $ 17.95 $ $ 17.95 $ 0.48 $ $ 0.05 $ 0.53 $ 16.63 s $ 1.85 $ 18.48 $ $ 18.48 Extra Pickup All Bin Sizes $ 40.49 $ $ 4.50 $ 44.99 $ $ 44.99 $ 1.20 $ $ 0.1 3 $ 1.33 $ 41 .69 $ $ 4.63 $ 46.32 $ $ 46.32 City of Solana Beach
Commercial Commingled Organics
Effective July 1st, 2024
CPI Consumer Price Index 12/31/2022
CPI Consumer Price Index 12/31/2023
Change
% Change - CPI (cap 4%)
Current Rates Effective July 1st, 2023
Commercial Commingled Organics
1st Container
Frequency
Size 1 6 1
Cart (65 gl) $ 98.38 $ 196.75 $ 295.11
Cart (96 gl) $ 110.94 $ 221 .89 $ 332.85
2CY $ 179.93 $ 359.88 $ 539.80
Each Additional Container
Frequency
Size 1 £ 1
Cart (65 gl) $ 93.45 $ 186.91 $ 280.35
Cart (96 gl) $ 105.40 $ 210.81 $ 316.20
2CY $ 170.94 $ 341 .87 $ 512.82
314.384
323.718

9.334

2.969%
Extra
Pickup
$ 39.35
$ 44.39
$ 71 .97
Proposed Rates Effective July 1st, 2024
Commercial Commingled Organics
1st Container
Frequency Extra
Size 1 £ 1 Pickup % Iner
Cart (65 gl) $ 101 .30 $ 202.59 $ 303.87 $ 40.52 2.97%
Cart (96 gl) $ 114.23 $ 228.48 $ 342.73 $ 45.71 2.97%
2CY $ 185.27 $ 370.56 $ 555.83 $ 74.11 2.97%
Each Additional Container
Frequency
Size 1 £ 1
Cart (65 gl) $ 96.22 $ 192.46 $ 288.67 2.97%
Cart (96 gl) $ 108.53 $ 217.07 $ 325.59 2.97%
2CY $ 176.02 $ 352.02 $ 528.05 2.97%
Consumer Price Index for All Urban Consumer~
Original Data Value
Series Id: CUURS49ASA0
Not Seasonally Adjusted
Series All items in Los Angeles-Long Beach-Anaheim ,
Title: CA, all urban consumers, not seasonally
Area: Los Angeles-Long Beach-Anaheim , CA
Item: All items
Base 1982-84=100
Period:

Years: 2014 to 2024
Year Jan Feb Mar Apr May
2014 239.857 241 .059 242.491 242.437 243.362
2015 239.724 241 .297 243.738 243.569 246.093
2016 247.155 247.113 247.873 248.368 249.554
2017 252.373 253.815 254.525 254.971 255.674
2018 261 .235 263.012 264.158 265.095 266.148
2019 269.468 269.608 271.311 273.945 274.479
2020 277.755 278.657 276.589 275.853 276.842
2021 280.178 281 .347 282.648 285.808 287.620
2022 301.209 302.164 306.679 308.302 310.649
2023 318.591 317.571 317.873 320.089 320.514
2024 326.640
Jun
243.528
245.459
249.789
255.275
265.522
274.380
278.121
289.218
314.072
322.055
Jul Aug Sep Oct Nov Dec Annual HALF1 HALF2
243.727 243.556 243.623 243.341 241 .753 240.475 242.434 242.122 242.746 247.066 246.328 245.431 245.812 245.711 245.357 244.632 243.313 245.951 249.784 249.700 250.145 251 .098 250.185 250.189 249.246 248.309 250.184 256.023 256.739 257.890 258.883 259.135 259.220 256.210 254.439 257.982 266.007 266.665 268.032 269.482 268.560 267.631 265.962 264.195 267.730 274.682 274.579 276.054 278.075 277.239 275.553 274.114 272.199 276.030 279.899 280.116 279.366 279.947 280.102 279.560 278.567 277.303 279.832 290.890 291 .333 292.209 294.961 296.790 297.925 289.244 284.470 294.018 313.415 313.608 315.033 317.014 314.633 312.601 310.782 307.179 314.384 321 .931 324.050 324.984 324.545 323.341 323.456 321.583 319.449 323.718 Change 9.334

2.969%

WASTE & RECYCLING SERVICES
Memo
To:

From:

James Eggart, General Manager- RSWA
Steve South, CEO- EDCO
Date: February 20th 2024
Re: RSWA Tip Fee Calculation for FY 2024/25
As specified in the disposal contract between our organizations, the following formula is used to calculate the RSWA tip fee for the upcoming fiscal year beginning July 1, 2024. Please refer to the attached spreadsheet for 2023 tonnage data and the Consumer Price Index used in the calculation.

The LA-Long Beach-Anaheim CPI for all Urban Consumers increased 3.47% from December 2022 to December 2023.
• 2/3 (or .6667) of the current tip fee increases by the change in the CPI of 3.47%. 2/3 X 3.47%= 2.3134%.
• 1/3 (or .3333) of the current tip fee changes by the difference between the CPI increase of 3.47% and the percentage change in solid waste tonnage generated by RSWA cities from the previous calendar year. In 2023, RSWA tonnage decreased -.4% when compared to 2022 and therefore will be adjusted at the CPI rate of 3.47%
• 1/3 (or .3333) of 3.47% = 1.1566%.
• The combined effect of the CPI (2.3134%) and the decreased tonnage calculation (1.1566%), results in an allowable increase of 3.47% applied to the entire rate.

1. Del Mar, Encinitas, Solana Beach and Vista Tip Fee Calculation.

The current tip fee of $53.82 per ton is increased 3.4 7% resulting in an increase of $1.87 per ton. The new tip fee for these four cities on July 1, 2024 is $55.69 per ton.

2. National City & Poway
The current tip fee in these two cities of $48.53 is increased 3.47% resulting in an increase of $1.68 per ton. The new tip fee for these cities on July 1, 2024 is $50.21 per ton.

3. Volume Rebate Calculation
The current annual volume rebate of $401,852 is multiplied by the CPI capped increase of 3.47%, which generates an additional $13,944.26 in rebate revenue. The adjusted volume rebate is $415,796.26. 1 /3 of this amount ($138,598.75), is adjusted by the percentage change in tonnage generated in 2023 compared to 2022, (-.4%). Since the tonnage change is negative, it results in 0% change for this component of the rate.

Therefore, the total volume rebate payable to RSWA beginning July 1, 2024 is $415,796.26.

Please review these calculations at your earliest convenience so we may proceed with rate changes in all RSWA cities.

CITY COUNCIL ACTION: ____________________________________________________ _________________________________________________________________________ AGENDA ITEM # C.1.

STAFF REPORT

CITY OF SOLANA BEACH
TO: Honorable Mayor and City Councilmembers
FROM: Alyssa Muto, City Manager
MEETING DATE: June 12, 2024
ORIGINATING DEPT: City Manager’s Office – Dan King, Assistant City Manager SUBJECT: FY 2024/25 Community Grant Program Requests
___________________________________________________________________________ BACKGROUND:

At the March 13, 2024 City Council Meeting, the City Council authorized the Fiscal Year (FY) 2024/25 Community Grant Program. At this meeting, the City Council increased the City’s contribution to the program to $35,000 which, when combined with EDCO’s contribution of $15,000 as part of the community enhancement efforts through the solid waste Franchise Agreement with the City, increased the total grant program to $50,000. The City Council also authorized increasing the maximum grant amount to $6,000 for a single grant request.

Following the approval of the FY 2024/25 Community Grant Program, Staff distributed a request for financial assistance for community grants. Staff utilized the City’s Weekly Update email notifications, social media accounts, and the City’s website to notify the community that the request for proposals application period had started. The deadline for submission was May 23, 2024.

This item is before the City Council to review the grant applications received and to allow the applicants to make a brief presentation regarding their proposed programs.

DISCUSSION:

The community grant criteria approved by the City Council on March 13, 2024 was incorporated into the application guidelines of the “Request for Financial Assistance” document for FY 2024/25 (Attachment 1). The highlights of the application are as follows:

Application Criteria

1. Preferences will be given towards non-profits that provide services/goods to Solana Beach groups or individuals with special economic needs that are not being met in the economic environment. These can be non-profits whose funding has been reduced or eliminated and are unable to serve the populations in need.

2. Fair and justifiable program costs (budget required).

June 12, 2024
FY 2024/25 Community Grants Program Requests

Page 2 of 4 ends

Solana Beach City CouncilJune 12, 2024

Solana Beach City Council
June 12, 2024