Agenda — Solvang City Council, October 13, 2025 (part 2 of 2)

City of Solvang │ Planning & Building Department │ Planning Division 411 Second Street │ Solvang, CA 93463 │ www.cityofsolvang.com │(805) 688-5575 │[email protected]
Unit 5
Proposed modifications are approved with the inclusion of the following modifications:
• Reduce the number of half timbers on the primary entry elevation to the satisfaction of the Community Development Director prior to the issuance of final occupancy.

Unit 6
Proposed modifications are approved with the inclusion of the following modifications:
• Half-logs on shall be removed or covered with stucco, or similar techniques to be approved by the Community Development Director, as shown in Attachment A. • Color shall be modified to a lighter red hue/clay color either Chaise Mauve, smoky salmon, or , other hue color proposed by the applicant and approved by the Community Development Director prior to issuance of final occupancy.

Unit 7
Proposed modifications are approved with the inclusion of the following modifications:
• Color should be modified to match the proposed darker green color through techniques proposed by the applicant and approved by the Community Development Director prior to issuance of final occupancy.

Unit 8
Proposed modifications are approved as proposed.

Unit 9
Proposed modifications are approved with the inclusion of the following modifications:
• Half-timbers with curvatures along multiple facades shall be removed and patterns reduced as shown in Attachment A to the satisfaction of the Community Development Director prior to the issuance of final occupancy.

Chappel
Proposed modifications are approved with the inclusion of the following modifications:
• Color banding of red and white shall be removed from the roof. Roof shall consist of all grey/black slate.
• The use of strong shall continue on the west/south elevations to the extent feasible as approved by the Community Development Director.
• Existing color, white/cream shall remain as painted.

Windmill
Proposed modifications are approved with the inclusion of the following modifications:
• Color of proposed exterior shall be reviewed by the Community Development Director with input from the Design Review Committee prior to issuance of final occupancy.

Based on the review of the submitted materials, the Community Development director finds the following for consistency with condition PLN-8 of Planning Commission Resolution 23-14 and Solvang Municipal Code Section 11-16-13:
• The proposed amendments, with modifications recommended by the Community Development Director, does not modify the basis of findings for the approved categorical exemption of the purposes of the California Environmental Quality Act (CEQA); 19180

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City of Solvang │ Planning & Building Department │ Planning Division 411 Second Street │ Solvang, CA 93463 │ www.cityofsolvang.com │(805) 688-5575 │[email protected]
• The proposed amendments, with modifications recommended by the Community Development Director, does not change or modify a condition of approval for the development; • The proposed amendment, with modifications recommended by the Community Development Director, does not constitute a specific consideration by the Review Authority; and • Does not involve expansion of the proposed use more than 10% and complies with applicable life and safety codes.

The proposed modifications are approved by the Community Development Director consistent with condition PLN-8 of Planning Commission Resolution 23-14 on July 23, 2025, as shown in Attachment A of this letter.

Consistent with Solvang Municipal Code (SMC) Section 11-17-3.B, decisions of the Planning Manager/Director are final unless an appeal of this decision is received within ten calendar (10) days (on or before August 2, 2025). To appeal this decision, an planning application shall be filed, along with a letter or email detailing the reasons for the appeal and a fee of $1,500 consistent with the adopted fee schedule. If you have any questions regarding this approval, please feel free to contact me at (805) 465- 9236 or via email at [email protected]. City staff and myself look forward to completion of this critical project within the City.

Sincerely,
Rafael Castillo, AICP
Community Development Director
Attachment A – Amended Project Conditions
20181
Attachment B
21182
22183
1704 MISSION HOTEL
1704 Mission Drive KN VARIES
Solvang, CA 93463
© Copyright 2024, ON Design, LLC, all rights reserved. ON Design, LLC maintains all ownership rights to these documents. Unless a specific written release is issued by the Architect, use of design features outside of this plan set are strictly prohibited & shall be prosecuted to the fullest extent of the law. T-1.1 TITLE SHEET SHEET INDEX VICINITY MAP DEVELOPMENT STANDARDS ALLOWED BUILDING HEIGHT MAXIMUM BUILDING HEIGHT 35 FT 50 FT FOR ARCHITECTURAL FEATURES REQUIRED SETBACKS FRONT 42 FT FROM MISSION DRIVE CENTERLINE PARKING SIDE 0 FT REAR 10% LOT DEPTH, NOT TO EXCEED 10 FT SITE COVERAGE EXISTING BUILDING 0 SF / 0.0% HARDSCAPE 0 SF / 0.0% LANDSCAPE 16,309 SF / 100% TOTAL 16,309 SF / 100% PROPOSED BUILDING 3,997 SF / 24.5% HARDSCAPE 2,388 SF / 14.6% LANDSCAPE 7,742 SF / 47.5% TOTAL 16,309 SF / 100% SOLVANG, CA 93463 1704 MISSION DRIVE CONTACT INFORMATION ALL WORK AND MATERIALS SHALL BE PERFORMED AND INSTALLED IN COMPLIANCE WITH THE CURRENT EDITIONS OF THE FOLLOWING CODES AS ADOPTED BY THE LOCAL GOVERNING AUTHORITIES. NOTHING IN THESE PLANS IS TO BE CONSTRUED TO PERMIT WORK NOT CONFORMING TO THESE CODES. 2022 CALIFORNIA BUILDING CODE (C.B.C.) CALIFORNIA ADMINISTRATIVE CODE 2022 (TITLES 24 & 25)
2022 CALIFORNIA MECHANICAL CODE (2022 C.M.C.)2022 CALIFORNIA PLUMBING CODE (2022 C.P.C.)2022 CALIFORNIA ELECTRICAL CODE (2022 C.E.C.) 2022 CALIFORNIA GREEN BUILDING STANDARDS CODE COUNTY ORDINANCES FEDERAL OSHA COUNTY AIR POLLUTION CONTROL DISTRICT REQUIREMENTS 2022 CALIFORNIA ENERGY CODE 2022 CALIFORNIA ADMINISTRATIVE CODE 2022 CALIFORNIA FIRE CODE 2022 CALIFORNIA REFERENCED STANDARDS CODE CODE REQUIREMENT: PROJECT STATISTICS 30 FT FROM STREET CENTERLINE HOTEL ARCHDIOCESE OF LOS ANGELES 1760 MISSION DRIVE SOLVANG, CA 93463 PHONE: (805) 688-4815 EMAIL: [email protected] ON DESIGN ARCHITECTS P.O. BOX 598 SANTA BARBARA, CA 93102 ATT: KEITH NOLAN, AIA #C-22451 PHONE: (805) 896-8374 EMAIL: [email protected] ARCHITECT: OWNER: ON DESIGN ARCHITECTS P.O. BOX 598 SANTA BARBARA, CA 93102 ATT: LONNIE ROY PHONE: (805) 896-7896 EMAIL: [email protected] AGENT: EDWARD ST GEORGE 831 CLIFF DR, STE 100 SANTA BARBARA, CA 93109 PHONE: (805) 456-5910 LESSEE / TENANT: EARTHFORM DESIGN 1227 DE LA VINA ST SANTA BARBARA, CA 93101 ATT: SAM MAPHIS PHONE: (805) 963-2006 EMAIL: [email protected] LANDSCAPE ARCHITECT: BEACON GEOTECHNICAL PO BOX 4814 PASO ROBLES, CA 93447 PHONE: (805) 239-9457 EMAIL: [email protected] GEOTECHNICAL ENGINEER: PROPOSED SUBTOTAL: UNIT 1 (BLDG A) 358 SF 394 SF NET GROSS UNIT 2 (BLDG E) 292 SF 329 SF UNIT 3 (BLDG B) 330 SF 372 SF UNIT 4 (BLDG D) 366 SF 414 SF UNIT 5 (BLDG B) 330 SF 372 SF UNIT 6 (BLDG C) 299 SF 340 SF UNIT 7 (BLDG B) 330 SF 372 SF UNIT 8 (BLDG C) 299 SF 340 SF UNIT 9 (BLDG E) 292 SF 329 SF 2,896 SF 3,262 SF HOTEL ROOMS PROPOSED SUBTOTAL: NET GROSS MEETING (BLDG F) 442 SF 509 SF 442 SF 509 SF MEETING TOTAL: 3,338 SF 3,771 SF REQUIRED: HOTEL GUEST (1 SPACE PER ROOM) 9 TOTAL REQUIRED 10 # OF SPACES PROVIDED: HOTEL EMPLOYEE (1 SPACE PER 5 EMPLOYEES) 1 # OF SPACES ON SITE PARKING 0 TOTAL PROVIDED 10 HOTEL GUEST (1693 MISSION DRIVE) 9 NOTE 1. THIS HOTEL WILL BE MANAGED BY HOTEL STAFF AT THE PROPOSED HOTEL AT 1693 MISSION DRIVE. HOTEL EMPLOYEE (1693 MISSION DRIVE) 1 1 PROJECT INFORMATION T-1.1 TITLE SHEET PROJECT DESCRIPTIONTRC 1704 MISSION DRIVE SOLVANG, CA 93463 GROSS LOT SIZE: ZONE: APN PROJECT ADDRESS: 139-240-033 LOT SLOPE: CONST TYPE: V-B OCCUPANCY: R-1, B 16,309 SQ FT / 0.37 ACRES 1% AS-BUILT REVISIONS TO THE APPROVED DEVELOPMENT PLAN, PLANNING COMMISSION RESOLUTION NO 23-14 GENERAL PLAN: TOURIST COMMERCIAL FLOOD ZONE:

X GRADING CY: 60 CY CUT / 260 CY FILL RRM DESIGN GROUP 10 E FIGUEROA ST #200 SANTA BARBARA, CA 93101 PHONE: (805) 963-8283
EMAIL: [email protected] CIVIL ENGINEER: ASHLEY & VANCE ENGINEERING 210 E. COTA STREET SANTA BARBARA, CA 93101 ATT: PAUL BELMONT PHONE: (805) 962-9966 STRUCTURAL ENGINEER: JMPE 627 OLIVE STREET SANTA BARBARA, CA 93102 ATT: JOHN MALONEY PHONE: (805) 569-9216 ELECTRICAL ENGINEER: THIS PROJECT IS DESIGNED TO COMPLY WITH CBC 11B, TRANSIENT LODGING. ACCESSIBLE PARKING IS ACCOMMODATED AT 1693 MISSION. ACCESSIBILITY TRUSPRO INC. 695 OBISPO STREET GUADALUPE, CA 93434 ATT: MARK HERRING PHONE: (805) 343-2555 TRUSS MANUFACTURER: DRAINAGE FIXTURE UNIT VALUES PLUMBING FIXTURE TYPE NUMBER OF FIXTURES TOTAL DFU BATH / SHOWER 9 18.0 DFU 2.0 LAVATORY 1.0 10 10.0 BAR SINK 1.0 1 1.0 WATER CLOSET 3.0 10 30.0 TOTAL BUILDING DFU 59.0 THIS PROJECT IS DESIGNED TO COMPLY WITH NFPA 13-R. SPRINKLERS & ALARM SYSTEM UNDER A SEPARATE PERMIT. FIRE SPRINKLERS ALLOWABLE AREA R-1 OCCUPANCY (S13R) ALLOWED ACTUAL 7,000 SF 2,896 SF B OCCUPANCY (S13R) ALLOWED ACTUAL 7,000 SF 442 SF (R-1 OCCUPANCY) (B OCCUPANCY) NOTES: 1. BUILDINGS ON SITE ARE CONSIDERED AS PORTIONS OF ONE BUILDING. 2. NO AREA INCREASES ARE CONSIDERED. BASED UPON B & R-1 OCCUPANCIES, INTERIOR FINISHES SHALL BE IN COMPLIANCE WITH CBC TABLE 803.13, WHICH REQUIRE A MINIMUM CLASS "C", IN CONFORMANCE WITH NFPA 286. INTERIOR FINISHES OCCUPANT LOAD (MEETING) 336 SF (B OCCUPANCY PER 303.1.1) / 7 SF PER OCCUPANT (ASSEMBLY WITHOUT FIXED SEATS) = 48 OCCUPANTS MINIMUM PLUMBING FIXTURES (MEETING) OCCUPANT LOAD PER CPC TABLE 4-1 = ASSEMBLY - CONFERENCE 30 SF 336 SF / 30SF = 12 OCCUPANTS REQUIRED FIXTURES PER CPC TABLE 422.1 FOR B OCCUPANCY: 1 MALE & FEMALE WATER CLOSET, 1 MALE & FEMALE LAVATORY, 1 URINAL AND 1 DRINKING FOUNTAIN PER CPC 422.2 IN BUSINESS OCCUPANCIES WITH A TOTAL OCCUPANT LOAD OF 50 OR LESS ONE TOILET FACILITY DESIGNED FOR USE BY NO MORE THAN ONE PERSON AT A TIME SHALL BE PERMITTED FOR USE BY BOTH SEXES. PER CPC 415.2 DRINKING FOUNTAINS SHALL NOT BE REQUIRED FOR AN OCCUPANT LOAD OF 3O OR LESS. PROVIDED: 1 WATER CLOSET, 1 LAVATORY PERMEABLE PAVERS 2,182 SF / 13.4% A-6.1 EXTERIOR PHOTOS A-6.2 EXTERIOR PHOTOS A-6.3 EXTERIOR PHOTOS A-6.4 EXTERIOR PHOTOS A-6.5 EXTERIOR PHOTOS A-6.6 EXTERIOR PHOTOS A-6.7 EXTERIOR PHOTOS A-6.8 EXTERIOR PHOTOS A-6.9 EXTERIOR PHOTOS A-1.1 SITE PLAN (APPROVED) A-1.1 SITE PLAN (AS-BUILT/PROPOSED) A-6.10 EXTERIOR PHOTOS L-3 PLANTING PLAN (APPROVED) L-1.0 PROPOSED LANDSCAPE PLAN (AS-BUILT/PROPOSED) 23184
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LOADING ZONE 4.5' CONCRETE SIDEWALK UNIT 2 BLDG E (ACCESSIBLE ROOM) UNIT 3 BLDG B UNIT 4 BLDG DUNIT 5 BLDG B UNIT 6 BLDG C UNIT 7 BLDG BUNIT 8 BLDG C UNIT 9 BLDG E (ACCESSIBLE ROOM) UNIT 1 BLDG A MEETING HALL BUILDING F (E) PLANTER WALL @ PL PRIVACY FENCE PER LANDSCAPE ARCHITECT PRIVACY GATE PER LANDSCAPE ARCHITECT NEW CURB & GUTTER PER CITY STANDARDS NEW BRICK PAVERS PER CITY STANDARDS 5' STORM DRAIN ESMT FOR
1714 MISSION DRIVE LOW WALL PER LANDSCAPE ARCH. LOW WOOD GATE & FENCE PERMEABLE CONC. PAVERS PER LANDSCAPE ARCHITECT SYNTHETIC TURF (E) CURB & GUTTER (E) BRICK SIDEWALK ENTRY GATE DRY CREEK/POND(P) CURB RAMP PER CALTRANS STANDARDS NEW CURB & GUTTER PER CITY STANDARDS NEW BRICK PAVERS PER CITY STANDARDS (E) TREE ENTRY GATE PROPERTY LINE N69°12'37"W 96.67'
PROPERTY LINE N20°43'46"E 187.97' PROPERTY LINE N89°21'01"E 90.66' PROPERTY LINE L 18.18' RAD 15.00' Δ 69°25'49" PROPERTY LINE N21°22'03"E 142.85'
ALISAL ROAD MISSION DRIVE APN 139-240-033 ZONING: TRC 1714 MISSION DRIVE APN 139-240-034 ZONING: TRC BOLLARD LIGHT (TYP) ACCESSIBLE PATH OF TRAVEL (P) 6' BENCH NEW BRICK PAVERS PER CITY STANDARDS DRY CREEK/POND DRY CREEK/POND SERVICE VEHICLE/CART TEMPORARY PARKING DRIVEWAY APPROACH PER CITY STANDARD DETAIL 407 TRASH ENCLOSURE TREE WELL PER CITY STANDARD DETAIL 110 (TYP) TREE LOG BENCH SLIDE VEHICULAR GATE DECORATIVE STREET LIGHT PER CITY STANDARDS 7'-1"
8'-8" DECORATIVE STREET LIGHT PER CITY STANDARDS LOW WOOD GATE & FENCE 9'-5"
15'-1"
2'-1"
14'-8"
5'-0"
14'-10"
20'-3"
5'-0"
14'-8"
12'-9"
14'-9"
7'-5"
14'-3"
6'-4"
4'-6"
11'-11"
1'-6"
5'-0"
5'-0"
3'-0" 12'-0" 3'-0"
4'-0" 5'-6"
13'-7" CALTRANS R.O.W (1) BIKE RACK PROVIDING 2 BIKE SPACED NOTE: CALTRANS PERMIT WILL BE NEEDED TO WORK WITHIN THEIR RIGHT OF WAY A-1.1

PRELIMINARY SITE PLAN
1704 MISSION HOTEL
1704 Mission Drive KN VARIES
Solvang, CA 93463
1 PLAN CHECK #1 06-19-24
© Copyright 2024, ON Design, LLC, all rights reserved. ON Design, LLC maintains all ownership rights to these documents. Unless a specific written release is issued by the Architect, use of design features outside of this plan set are strictly prohibited & shall be prosecuted to the fullest extent of the law. 2 PLAN CHECK #2 08-19-243 PLAN CHECK #3 09-19-24 SCALE: PROPOSED SITE PLAN 1" = 10' NORTH 1 1
1 1
2 3 APPROVED SITE PLAN FOR REFERENCE
24185
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BRICK PAVER
WALKWAY, TYP.

UNIT 2
BLDG E
(ACCESSIBLE
ROOM) UNIT 3
BLDG B UNIT 4
BLDG D
UNIT 5
BLDG B
UNIT 6
BLDG C
UNIT 7
BLDG B
UNIT 8
BLDG C
UNIT 9
BLDG E
(ACCESSIBLE
ROOM)
UNIT 1
BLDG A

MEETING
HALL

BUILDING F
(E) PLANTER WALL @ PL

NEW BRICK PAVERS

PER CITY STANDARDS
(E) LOW BRICK WALL

SYNTHETIC TURF
(E) CURB & GUTTER
(E) BRICK SIDEWALK

ENTRY GATE
(P) CURB RAMP

PER CALTRANS STANDARDS

NEW CURB & GUTTERPER CITY STANDARDS

NEW BRICK PAVERSPER CITY STANDARDS
(E) TREE

PROPERTY LINE
N69°12'37"W 96.67'

PROPERTY LINE
N20°43'46"E 187.97'

PROPERTY LINE
N89°21'01"E 90.66' PROPERTY LINE
L 18.18'
RAD 15.00'
Δ 69°25'49"

PROPERTY LINE
N21°22'03"E 142.85'
ALISAL
ROAD

MISSION DRIVE
APN 139-240-033
ZONING: TRC
1714 MISSION DRIVE
APN 139-240-034
ZONING: TRC

ACCESSIBLE PATH OF TRAVEL
(DASHED LINE)

NEW BRICK PAVERS

PER CITY STANDARDS

TREE WELL PER CITY STANDARD
DETAIL 110 (TYP)

DECORATIVE STREET

LIGHT PER CITY STANDARDS

DECORATIVE STREET

LIGHT PER CITY STANDARDS
CALTRANS R.O.W
NOTE: CALTRANS PERMIT WILL BE

NEEDED TO WORK WITHIN THEIR

RIGHT OF WAY

TRELLIS ABOVE, SHOWN DASHED
42" HIGH WOOD FENCE

WITH WIRE MESH
PANELS
6' HIGH WOOD FENCE

AND GATE WITH WIRE

MESH PANELS

PLANTED AREA
6' HIGH WOOD FENCE

AND GATE WITH WIRE

MESH PANELS
6' HIGH WOOD FENCE

AND GATE WITH WIRE

MESH PANELS

PLANTED AREA

BRICK PAVER
WALKWAY, TYP.
2'-0"
12" HIGH CONC. PLANTER WALL
A-1.1

SITE PLAN
1704 MISSION HOTEL
1704 Mission Drive
KN
VARIES
Solvang, CA 93463
1 PLAN CHECK #1 06-19-24
© Copyright 2024, ON Design, LLC, all rights reserved. ON Design, LLC maintains all ownership rights to these documents. Unless a specific written release is issued by the Architect, use of design features outside of this plan set are strictly prohibited & shall be prosecuted to the fullest extent of the law. 2 PLAN CHECK #2 08-19-243 PLAN CHECK #3 09-19-244 PLAN CHECK #4 11-04-24 SCALE:

PROPOSED SITE PLAN
1" = 10' NORTH

TRELLIS CONCEPT
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O N D E S I G N, L L C
Architecture
Planning
Interior Design
Keith Nolan
C -22541
O N d e s i g n LLC
P.O. BOX 598 Santa Barbara California 93102
© Copyright 2024, ON Design, LLC, all rights reserved. ON Design, LLC maintains all ownership rights to these documents. Unless a specific written release is issued by the Architect, use of design features outside of this plan set are strictly prohibited & shall be prosecuted to the fullest extent of the law. 6/13/2025 4:59:45 PM A-6.1

EXTERIOR PHOTOS
Designer
1704 MISSION HOTEL
1704 Mission Drive
Solvang, CA 93463
Revision Schedule
COTTAGE 2E AS-BUILT NORTH ELEVATION COTTAGE 2E AS-BUILT NORTH ELEVATION COTTAGE 2E AS-BUILT EAST ELEVATION COTTAGE 2E AS-BUILT SOUTH ELEVATION COTTAGE 2E AS-BUILT HALF TIMBER DETAIL
COTTAGE 2E AS-BUILT WEST ELEVATION
COTTAGE 2E AS-BUILT EAST ELEVATION
COTTAGE 2E APPROVED NORTH ELEVATION COTTAGE 2E AS-BUILT EAST ELEVATION COTTAGE 2E APPROVED WEST ELEVATION COTTAGE 2E APPROVED SOUTH ELEVATION

COLORS & MATERIALS
BODY COLORMFR: Sherwin WilliamsColor: Custom
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EXTERIOR PHOTOS
Designer
1704 MISSION HOTEL
1704 Mission Drive
Solvang, CA 93463
Revision Schedule
COTTAGE 3B AS-BUILT NORTH ELEVATION COTTAGE 3B AS-BUILT EAST ELEVATION COTTAGE 3B AS-BUILT EAVE BEAM TAIL DETAIL
COTTAGE 3B AS-BUILT WINDOW & HALF TIMBER DETAIL
COTTAGE 3B AS-BUILT EAST ELEVATION
COTTAGE 3B AS-BUILT WEST ELEVATION COTTAGE 3B AS-BUILT SOUTH ELEVATION COTTAGE 3B APPROVED NORTH ELEVATION COTTAGE 3B APPROVED EAST ELEVATION COTTAGE 3B APPROVED WEST ELEVATION COTTAGE 3B APPROVED SOUTH ELEVATION

COLORS & MATERIALS
BODY COLORMFR: Sherwin WilliamsColor: Custom
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EXTERIOR PHOTOS
Designer
1704 MISSION HOTEL
1704 Mission Drive
Solvang, CA 93463
Revision Schedule
COTTAGE 4D AS-BUILT NORTH WEST ELEVATION COTTAGE 4D AS-BUILT EAVE

BEAM TAIL DETAIL
COTTAGE 4D AS-BUILT WINDOW DETAILCOTTAGE 4D AS-BUILT SOUTH EAST ELEVATION COTTAGE 4D AS-BUILT ENTRY DETAIL
COTTAGE 4D AS-BUILT SOUTH WEST ELEVATION
COTTAGE 4D AS-BUILT SOUTH WEST ELEVATION
COTTAGE 4D APPROVED NORTH WEST ELEVATION COTTAGE 4D APPROVED NORTH EAST ELEVATION COTTAGE 4D APPROVED SOUTH WEST ELEVATION COTTAGE 4D APPROVED SOUTH EAST ELEVATION

COLORS & MATERIALS
BODY COLORMFR: Sherwin WilliamsColor: Custom
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EXTERIOR PHOTOS
Designer
1704 MISSION HOTEL
1704 Mission Drive
Solvang, CA 93463
COTTAGE 5B AS-BUILT WEST ELEVATION
Revision Schedule
COTTAGE 5B AS-BUILT NORTH ELEVATION COTTAGE 5B_9 - EAST ELEVATION COTTAGE 5B AS-BUILT SOUTH ELEVATION COTTAGE 5B AS-BUILT SOUTH ELEVATION COTTAGE 5B AS-BUILT EAVE & ROOF DETAIL COTTAGE 5B APPROVED WEST ELEVATION COTTAGE 5B APPROVED EAST ELEVATION COTTAGE 5B APPROVED SOUTH ELEVATION COTTAGE 5B APPROVED NORTH ELEVATION

COLORS & MATERIALS
BODY COLORMFR: Sherwin WilliamsColor: Custom
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EXTERIOR PHOTOS
Designer
1704 MISSION HOTEL
1704 Mission Drive
Solvang, CA 93463
Revision Schedule
COTTAGE 6C AS-BUILT WEST ELEVATION COTTAGE 6C AS-BUILT SOUTH & WEST ELEVATION COTTAGE 6C AS-BUILD FRONT ELEVATION WINDOW DETAIL
COTTAGE 6C AS-BUILT EAVE BEAM TAIL DETAIL
COTTAGE 6C AS-BUILT NORTH ELEVATION WALL & WINDOW DETAIL COTTAGE 6C AS-BUILT NORTH & WEST ELEVATION
COTTAGE 6C AS-BUILT SOUTH ELEVATION COTTAGE 6C AS-BUILT EAST ELEVATION COTTAGE 6C APPROVED WEST ELEVATION COTTAGE 6C APPROVED EAST ELEVATION COTTAGE 6C APPROVED NORTH ELEVATION COTTAGE 6C APPROVED SOUTH ELEVATION

COLORS & MATERIALS
BODY COLORMFR: Natural FinishColor: Natural Finish
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EXTERIOR PHOTOS
Designer
1704 MISSION HOTEL
1704 Mission Drive
Solvang, CA 93463
Revision Schedule
COTTAGE 7B AS-BUILT WEST ELEVATION COTTAGE 7B AS-BUILT NORTH & WEST ELEVATIONCOTTAGE 7B AS BUILD EAVE BEAM TAIL DETAIL COTTAGE 7B AS-BUILT WINDOW DETAIL
COTTAGE 7B AS-BUILT SOUTH ELEVATION
COTTAGE 7B APPROVED WEST ELEVATION COTTAGE 7B APPROVED EAST ELEVATION COTTAGE 7B APPROVED SOUTH ELEVATION COTTAGE 7B APPROVED NORTH ELEVATION

COLORS & MATERIALS
BODY COLORMFR: Sherwin WilliamsColor: Custom
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EXTERIOR PHOTOS
Designer
1704 MISSION HOTEL
1704 Mission Drive
Solvang, CA 93463
Revision Schedule
COTTAGE 8C AS-BUILT WEST ELEVATION
COTTAGE 8C AS-BUILT NORTH ELEVATION COTTAGE 8C AS-BUILT WINDOW DETAIL
COTTAGE 8C AS-BUILT EAST ELEVATION
COTTAGE 8C AS-BUILT SOUTH ELEVATION
COTTAGE 8C AS-BUILT NORTH ELEVATION
COTTAGE 8C AS-BUILT EAVE & ROOF DETAILCOTTAGE 8C APPROVED EAST ELEVATION COTTAGE 8C APPROVED WEST ELEVATION COTTAGE 8C APPROVED SOUTH ELEVATION

COLORS & MATERIALS
BODY COLORMFR: Sherwin WilliamsColor: Custom
COTTAGE 8C APPROVED NORTH ELEVATION
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EXTERIOR PHOTOS
Designer
1704 MISSION HOTEL
1704 Mission Drive
Solvang, CA 93463
COTTAGE 9 AS-BUILT WEST & NORTH ELEVATION
Revision Schedule
COTTAGE 9E AS-BUILT WEST ELEVATION COTTAGE 9E AS-BUILT SOUTH ELEVATION COTTAGE 9E AS-BUILT EAST ELEVATION
COTTAGE 9E AS-BUILT NORTH ELEVATION
COTTAGE 9E APPROVED NORTH ELEVATION COTTAGE 9E APPROVED EAST ELEVATION COTTAGE 9E APPROVED SOUTH ELEVATION COTTAGE 9E APPROVED WEST ELEVATION

COLORS & MATERIALS
BODY COLORMFR: Sherwin WilliamsColor: Custom
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EXTERIOR PHOTOS
Designer
1704 MISSION HOTEL
1704 Mission Drive
Solvang, CA 93463

CHAPEL AS-BUILT EAST ELEVATION
Revision Schedule

CHAPEL AS-BUILT WEST ELEVATION CHAPEL AS-BUILT SOUTH ELEVATIONCHAPEL AS-BUILT NORTH ELEVATIONCHAPEL APPROVED SOUTH ELEVATION CHAPEL APPROVED NORTH ELEVATION CHAPEL APPROVED EAST ELEVATION CHAPEL APPROVED WEST ELEVATION

COLORS & MATERIALS
BODY COLORMFR: Sherwin WilliamsColor: Custom
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ScalePrintDateProject Manager

EXTERIOR PHOTOS
Designer
1704 MISSION HOTEL
1704 Mission Drive
Solvang, CA 93463

WINDMILL AS-BUILT NORTHWEST ELEVATION

WINDMILL APPROVED NORTHEAST ELEVATION

COLORS & MATERIALS
Revision Schedule

WINDMILL APPROVED NORTHWEST ELEVATION WINDMILL APPROVED SOUTHEAST ELEVATION WINDMILL APPROVED SOUTHWEST ELEVATION

WINDMILL AS-BUILT NORTHEAST ELEVATION WINDMILL AS-BUILT SOUTH ELEVATION WINDMILL AS-BUILT WEST ELEVATION WINDMILL AS-BUILT SOUTHEAST ELEVATION PLASTER SW 7004 BRICK HALF TIMBER THATCH ROOF
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LOADING ZONE
Signature
Date
R

EGISTERED LANDSCAPE ARCHITECT

STATE OF CAL I FORN IA
SAM W. MAPH IS IV No. 2703
I HAVE COMPLIED WITH THE CRITERIA OF THE ORDINANCE AND APPLIEDTHEM FOR THE EFFICIENT USE OF WATER IN THE LANDSCAPE DESIGN PLAN.

SAM MAPHIS IV
Signature 6/21/24
REN: 12/31/24
PLANT QUANTITIES ARE FOR CONTRACTOR CONVENIENCE. PLAN SHALL PREVAIL.

N:\EFD1\Projects\St George Solvang Cottages 1704 Mission Drive\Autocad\Base.dwg, 6/21/2024 9:35:38 AM 36197
24" BOX 24" BOX 24" BOX 24" BOX 24" BOX 24" BOX UNIT 2 BLDG E (ACCESSIBLE ROOM) UNIT 3 BLDG B UNIT 4 BLDG D UNIT 5 BLDG B UNIT 6 BLDG C UNIT 7 BLDG BUNIT 8 BLDG CUNIT 9 BLDG E (ACCESSIBLE ROOM) UNIT 1 BLDG A MEETING HALL BUILDING F PROPERTY LINE N69°12'37"W 96.67'
PROPERTY LINE N20°43'46"E 187.97' PROPERTY LINE N89°21'01"E 90.66' PROPERTY LINE L 18.18' RAD 15.00' Δ 69°25'49" PROPERTY LINE N21°22'03"E 142.85'
ALISAL ROAD MISSION DRIVE APN 139-240-033 ZONING: TRC 1714 MISSION DRIVE APN 139-240-034 ZONING: TRC SYNTHETIC TURF SYNTHETIC TURFSYNTHETIC TURF SYNTHETIC TURF SYNTHETIC TURF SYNTHETIC TURF BRICK PAVING BRICK PAVING BRICK PAVING 1704 MISSION HOTEL
1704 Mission Drive KN VARIES
Solvang, CA 93463
© Copyright 2024, ON Design, LLC, all rights reserved. ON Design, LLC maintains all ownership rights to these documents. Unless a specific written release is issued by the Architect, use of design features outside of this plan set are strictly prohibited & shall be prosecuted to the fullest extent of the law. L-1.0 PRELIMINARY LANDSCAPE PLAN SCALE: PROPOSED LANDSCAPE PLAN 1" = 10' NORTH SYMBOL CALLOUT BOTANICAL NAME COMMON NAME SIZE SPACING COMMENTS WATER USE Existing Tree PLANTING LEGEND: TREES 24" BOX 24" BOX Platanus x acerifolia London Planetree 24" Box As Shown Standard L Lagerstroemia indica Crape Myrtle 24" Box As Shown StandardL SHRUBS Lagerstroemia indica 'Monkie' Petite Pinkie Crape Myrtle 15 Gal. 60" O.C. - L Strelitzia reginae Bird of Paradise 5 Gal. 48" O.C. - L Rhaphiolepis umbellata 'Minor' Dwarf Yeddo Hawthorn 5 Gal. 48" O.C. - L Polygala x dalmaisiana Sweet Pea Shrub 5 Gal. 48" O.C. - L Pittosporum tobira 'Shima' Cream De Mint® Dwarf 1 Gal. 30" O.C. - L Pittosporum Nandina domestica 'Nana' Dwarf Heavenly Bamboo 1 Gal. 30" O.C. - L Agapanthus 'Peter Pan' Dwarf Lily of the Nile 1 Gal. 24" O.C. - L Hemerocallis spp Daylily 1 Gal. 24" O.C. - L Salvia x 'Balsalmisp' Mystic Spires Blue Salvia 1 Gal. 24" O.C. - L GROUNDCOVER Trachelospermum jasminoides Star jasmine 1 Gal. 60" O.C. - L Carex divulsa Berkeley Sedge 6" Pot 18" O.C. - L Achillea spp. Yarrow 4" Pot 12" O.C. - L VINES Wisteria sinensis Chinese wisteria 1 Gal. As Shown - L Ficus pumila Creeping Fig 1 Gal. As Shown - L Trachelospermum jasminoides Star Jasmine 1 Gal As Shown - L Herbs Herbs per owner 37198
Attachment C – Approved Façade Modifications By Community Development Director Approved Façade Proposed Modifications By Applicant Director Determination Unit 2
• Stucco wall
• Stone chimney
• Thatch roof
• Half-timbers.
• Proposed Color, “peppery” darker red hue
• Proposed use of additional brick on west and north
elevation
• Additional half-timbering on east, west elevation
• Use of half “logs” under the gable area.
• Proposed custom color of dark yellow hue.
• Applicant has applied white paint on the bricks
• Color shall be modified to a
dark hue red that match
existing bricks that were
added to the facades.

Proposed colors shall be
Carley Rose, Cajun Red, or
dark red hue color proposed
by the applicant and
approved by the Community
Development Director prior to
issuance of final occupancy.
• Brick façade shall be modified
and utilized along the west
elevation. Any remaining
stucco shall be approved by
the Community Development
Director prior to issuance of
final occupancy.
• Half-logs on under the gable
area shall be removed or
covered with stucco, or
similar materials to be
approved by the Community
Development Director.
• Removal of half-timbers as
shown in red circle.
• It is recommended that the
bricks be sand blasted or
utilize another technique to
bring the color of the bricks
more uniform.

Attachment C
38199
Approved Façade Proposed Modifications By Applicant Director Determination Unit 3
• Stucco wall
• Stone chimney
• Thatch roof
• Half-timbers located near the edge of the gable.
• Vintage Vessel Green to be utilized as primary color
• Relocation of proposed windows and modification to
use of full dormer.
• Half-timbers located near the bottom half and
proportionally throughout the structure.
• Blue hue utilized instead of the green.
• Use of stone on north elevation
• Elimination of stone chimney.
• Existing color should be
glazed include a patina to
lighten. This should be
completed to the
satisfaction of the
Community Development
Director prior to issuance of
final occupancy.

Proposed color
modification by applicant is
satisfactory to the
Community Development
Director
39200
Approved Façade Proposed Modifications By Applicant Director Determination Unit 4
• Stucco wall
• Stone chimney
• Thatch roof
• Half-timbers located near the edge of the gable.
• Vintage Vessel Green to be utilized as primary color
• Stucco wall
• Thatch roof
• Additional half-timbers near the gables, and
elimination of proposed patterns
• Elimination of proposed front door portico
• Custom muted yellow color.
• Removal of half-timbers at
the top of the primary entry
door, as circled in red.
• Color shall be modified to a
yellow hue, either Lemon
Twist, Goldfinch, or yellow
hue color proposed by the
applicant and approved by
the Community
Development Director prior
to issuance of final
occupancy.
40201
Approved Façade Proposed Modifications By Applicant Director Determination Unit 5
• Stucco wall
• Stone chimney
• Thatch roof
• Half-timbers located on vertical west elevation.
• Bracing Blue to be utilized as primary color
• Shutters and other details
• Elimination of shutter details
• Elimination of Portico on South
elevation
• Elimination of Stone Chimney
• Half-timbers utilized
throughout all elevations.
• Redish color for primary
façade
• Reduce the number of half
timbers on the primary
entry elevation to the
satisfaction of the
Community Development
Director prior to the
issuance of final
occupancy.
• Proposed color by
applicant in their revised
package is satisfactory to
the Community
Development Director
Unit 6
41202
Approved Façade Proposed Modifications By Applicant Director Determination • Stucco wall
• Thatch roof
• Stone utilized on portions of the facades
• Shutters/faux flue detail
• Peppery to be utilized as primary color
• Stucco wall
• Thatch roof
• Addition of Stone on west elevation
• Use of half-timbers
• Elimination of shutters and faux flue
• Addition of half “logs” on north elevation
• Change of color to “natural” finish
•
• Half-logs on shall be
removed or covered with
stucco, or similar
techniques to be approved
by the Community
Development Director.
• Color shall be modified to
a lighter red hue/clay color
either Chaise Mauve,
smoky salmon, or, other
hue color proposed by the
applicant and approved by
the Community
Development Director prior
to issuance of final
occupancy.
42203
Approved Façade Proposed Modifications By Applicant Director Determination Unit 7
• Stucco wall
• Thatch roof
• Stone utilized on chimney
• Shutters
• Vintage Vessel to be utilized as primary color
• Elimination of the portico on the primary entities.
• Elimination of the use of half-timbers
• Addition of eave details with the use of logs
• Elimination of shutters
• Change of color to a custom, lighter green.
• Addition of detailing for windows and doors
Color should be modified to match
the proposed darker green color
through techniques proposed by
the applicant and approved by the
Community Development Director
prior to issuance of final
occupancy.
43204
Approved Façade Proposed Modifications By Applicant Director Determination Unit 8
• Stucco wall
• Thatch roof
• Stone utilized on chimney
• Shutters/faux flue
• Bracing Blue to be utilized as primary color
• Elimination of proposed stucco wall
• Elimination of stone chimney
• Elimination of shutters /faux flue
• Addition of brick throughout all elevations
• Change of façade color to match darker reddish hue
bricks
• Addition of half-timbering
Proposed modifications are
approved as proposed.
44205
Approved Façade Proposed Modifications By Applicant Director Determination Unit 9
• Stucco wall
• Thatch roof
• Stone utilized on chimney
• Use of half-timbers near gable
• Use of Sunrise, light yellow color
• Additional use of half-timbering on all elevations
• Change of façade color to darker yellow
• Elimination of dormers
• Elimination of upper windows
Half-timbers with curvatures along
multiple facades shall be removed
and patterns reduced as shown in
red circles to the satisfaction of
the Community Development
Director prior to the issuance of
final occupancy.
45206
Approved Façade Proposed Modifications By Applicant Director Determination Chapel
• Color banding of red and
white shall be removed
from the roof. Roof shall
consist of all grey/black
slate.
• The use of strong shall
continue on the west/south
elevations to the extent
feasible as approved by
the Community
Development Director.
• Existing color, white/cream
shall remain as painted.
46207
Approved Façade Proposed Modifications By Applicant Director Determination • Stucco wall
• Slate roof
• Bell Tower
• Window and door details
• No color proposed, to be selected in the field
• Stucco wall remains
• Proposed use of stained-glass on all elevations
• Slate roof with color slate variant of red and white
versus the approved black
• Elimination of Bell Tower
• Use of stone on east elevation and portions of west,
south and north, limited to base only.
• Use of sandstone color
Windmill
Proposed modifications are
consistent with northern European
design and is recommended to be
approved as proposed.
47208
Approved Façade Proposed Modifications By Applicant Director Determination • Proposed windmill included blades, with stone, wood batten siding, and stucco on the base.
• Proposed colors were not determined.
• On building permit stucco white called out with patterned roof. • Proposed use of brick base versus the stucco base
• Succo use on the elevated structure
• Replacement of slate roof and railings
• Use of faux thatched roof consistent with remaining
development
48209
R 25-1303 Deny 1704 Mission Appeal
RESOLUTION NO. 25-1303

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SOLVANG CALIFORNIA DENYING AN APPEAL OF PLANNING COMMISSION RESOLUTION 25-05 (APPROVING A DEVELOPMENT

PLAN AMENDMENTS WITH MODIFICATIONS AND APPROVING MODIFICATIONS TO THE SITE PLAN AND LANDSCAPING PLAN AT 1704 MISSION DRIVE (APN 139-240-033)) AND ADOPTING

SUCH RESOLUTION WITH A FINDING THAT THE PROPOSED AMENDMENT IS IN CONFORMANCE WITH THE ADOPTED CLASS 32 EXEMPTION TO THE CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA)(PA 25-035)
WHEREAS, on December 4, 2023, the Planning Commission of the City of Solvang approved Resolution 23-14 at a duly noticed regular public hearing approving a development plan for nine (9) hotel cottages and a meeting facility located at 1704 Mission Drive (APN 139-240-033); and WHEREAS, Applicant, On Design, LLC, applied for an amendment consistent with Condition PLN-8 of Resolution 23-14 requesting façade changes, including materials and colors on June 16, 2025; and
WHEREAS, the Design Review Committee at its July 17, 2025 meeting provided input and took public comment regarding the requested façade changes including color and materials and provided direction to the Community Development Director; and
WHEREAS, the Community Development Director, after careful review of the General Plan and Zoning Ordinance in effect at the time of Development Plan approval, the adopted Solvang Design Guidelines, and testimony from committee members of the Design Review Committee, issued a determination and notice of Development Plan Amendment Approval with modifications to the applicant on July 23, 2025; and
WHEREAS, Applicant, On Design, LLC, submitted a timely appeal of the Community Development Director’s Decision for the Development Plan Amendment with modification on July 30, 2025; and
WHEREAS, consistent with Solvang Municipal Code section 11-17-3, an appeal of the Planning Manager (now Community Development Director), the Planning Commission is the review authority for the appeal of their decision; and
WHEREAS, on September 2, 2025, the Planning Commission of the City of Solvang approved Resolution 25-05 at a duly noticed regular public hearing upholding the Community Development Director’s Determination, and approving site plan and landscaping plan amendments for a previously approved development permit for construction and development of nine (9) hotel cottages and a meeting facility located at 1704 Mission Drive (APN 139-240-033)(“Amended Approved Project”); and WHEREAS, Applicant, On Design, LLC, submitted a timely appeal of the Planning Commission’s Decision on the Amended Approved Project, specifically to allow for additional articulation of half-timbers on Units 2,3,4,5 and 9, and allowing for color banding on the proposed chapel structure on September 12, 2025 (the “Appeal”); and WHEREAS, consistent with Solvang Municipal Code section 11-17-3, the City Council is the review authority for the Appeal; and
WHEREAS, the City Council for the City of Solvang received for its review and consideration the Appeal, ,the approved development plan, the applicant’s proposed modifications, the Community Development Director’s decision and supporting documentation, the Planning Commission’s decision and supporting evidence and all other relevant documentation constituting the record in this matter; and 210
R 25-1303 Deny 1704 Mission Appeal
WHEREAS, a notice of public hearing regarding the Appeal was sent to adjoining property owners and advertised in the manner required by law and consistent with Solvang Municipal Code Section 11-17-3; and
WHEREAS, the City Council of the City of Solvang reviewed and considered theAppeal, held a public hearing and provided an opportunity for public comment at its duly noticed regular City Council meeting on October 13, 2025.

NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF SOLVANG DOES HEREBY RESOLVE AS FOLLOWS:

SECTION 1. The Recitals set forth above are true and correct and are adopted as findings in support of this Resolution.

SECTION 2. The City Council of the City of Solvang hereby finds the Project remains exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15332 because the Project is consistent with the applicable general plan land use designation, general plan policies, and zoning regulations, as conditioned, occurs on a site of no more than 5 acres substantially surrounded by urban uses that has no value for endangered, rare or threatened species, project approval would not result in any significant effects relating to traffic, noise, air quality or water quality, and the site can be adequately served by all required utilities and public services SECTION 3. The City Council of the City of Solvang, consistent with Solvang Municipal Code (SMC) Section 11-16-5.F, hereby finds:

1. The Amended Approved Project, as approved by Planning Commission Resolution 25-05, is consistent with the general plan, this zoning code, and other city goals, policies, and standards, as applicable.

Fact. The Amended Approved Project, as approved by the Planning Commission in Resolution 25-05, is consistent with the pertinent goals, and policies for this type of development as set forth in the corresponding staff report; is consistent with the underlying land use designation Tourist Related /Village Commercial land use designation that will serve tourist and provide commercial revenue; meets all required zoning code requirements in effect at the time of vesting of the development plan; and is not in conflict with adopted city policies or standards.

The installed half timbers in Units 2,4,5 and 9 are not within the traditional and historic Danish theme and do not emulate eighteenth century Denmark half-timbers as required by the 1988 Community Character Element, which was in place. The use of half-timbers with more curvature is found in a more general “historic” theme and there are existing buildings in the City that have more articulate half-timbers. that predate the adopted Design Guidelines.

Slate roofing material is permitted in the adopted Design Guidelines, and red is mentioned as an acceptable color as a total roof color. However, the red and white stripped pattern is not consistent with Danish roof tile designs as by the Community Design Element.

The project as proposed is not consistent with the overall community character in the 2008 Land Use Element Goal 2. The half-timbers and color banding of the roof is inconsistent with the overall community character, which is a traditional “old world” Danish theme. The curvatures in the half-timbers are not a characteristic found in old world Denmark.

The installed half timbers in Units 2,4,5 and 9 do not emulate the authentic appearance and pattern of historic Danish buildings because they are curved or otherwise do not mimic natural wood as required by the adopted Solvang Design Guidelines. The slate color roofs, and the use of roof tile designs is permitted under the Design Guidelines provided the design is “consistent with Danish roof tile designs consisting of larger flat pans with a small barrel.” The Design Guidelines do not specify colors for slate roof tiles. Based on staff’s analysis the red and white 211
R 25-1303 Deny 1704 Mission Appeal
color bands are not consistent with Danish rooftile designs and a solid color should be utilized to emulate the old-world Danish style.

2. For nonresidential development, the subject site is physically suitable for the proposed development in terms of design, operating characteristics, shape, size, and topography.

Fact. The Amended Approved Project, as approved by the Planning Commission in Resolution 25-05, is a non-residential development that will redevelop the site into 9 hotel cottages and a meeting room, and create an event space for private gatherings. This use is consistent with the Zoning Ordinance in effect at the time of vesting of the development plan, and with the adopted Zoning Ordinance currently in effect. The proposed use is consistent with tourist commercial uses envisioned by both Solvang 2045 General Plan and the 2008 General Plan Land Use Element in effect at the time of project approval. The site is considered an infill project and is suitable for this type of development, as conditioned.

3. The proposed development will not constitute a hazard to the public, health, safety, or welfare.

Fact. The Amended Approved Project, as approved by the Planning Commission in Resolution 25-05, will not constitute a hazard to the public health, safety, and welfare of the residents and visitors to the City of Solvang.

SECTION 4. The City Council of the City of Solvang hereby denies the Appeal and adopts Planning Commission Resolution 25-05, attached hereto and incorporated herein by reference, as its own thereby adopting the Amended Approved Project.

SECTION 5. This Resolution is effective immediately upon adoption.

SECTION 6. The City Clerk shall certify to the passage and adoption of this Resolution and shall cause a certified copy to be filed in the book of original resolutions.

PASSED, APPROVED AND ADOPTED this 13th day of October, 2025.

_________________________________
David Brown, Mayor
APPROVED AS TO FORM: ATTEST:
__________________________________ __________________________________ Chelsea O’Sullivan, City Attorney Annamarie Porter, City Clerk 212
R 25-1303 Deny 1704 Mission Appeal

STATE OF CALIFORNIA )
COUNTY OF SANTA BARBARA )ss

CITY OF SOLVANG )
I, Annamarie Porter, City Clerk of the City of Solvang, California do hereby certify that Resolution No. 25-1303 was passed and adopted by the City Council of the City of Solvang at a regular meeting of said City Council held on the 13th day of October, 2025, and thereafter signed and approved by the Mayor and attested by the City Clerk, and that said resolution was adopted by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:
________________________________
Annamarie Porter, City Clerk
213
Exhibit A
Conditions of Approval – Development Permit
City of Solvang
Land Use Permit (LUP) 22-021
Planning Application 25-035 – Amendment
Applicant: On Design, LLC / Edward St. George
Property Owner: Archdiocese of Los Angeles
1714 Mission Drive
APN: 139-240-033
As Amended by Director Determination - 07/23/2025
As Amended and Upheld by the Planning Commission September 2, 2025 As Upheld by the City Council October 13, 2025
The following conditions of approval apply to the project referenced above. The conditions of approval are grouped by department and include the timing of required compliance. Additional language within a condition may further define the timing of the required compliance.

Note:

Underlines and Italic text represent added conditions. Strikeout text represents conditions removed or completed.

Condition: Timing:

General Conditions:

GC-1 Project Description: The Development Plan consists of the following as shown in Exhibit B and as amended as noted:
• Construction of nine (9) separate cottages ranging in size from 250 to 390 square feet (sf) that will serve as onebedroom hotel rooms covering approximately 3,575 sf of the site (21.9%)
• An on-site ancillary building approximately 400 sf serving as a gathering area.
• A separate supply room is attached to one of the cottages, as shown in the proposed project plans
• Courtyard and perimeter landscaping approximately 8,250 sf or 50% of the net site area.
• Perimeter stone wall
Land Use Permit
GC-2 Development Permit for LUP 22-021 shall expire on December 4, 2026
Prior to
Expiration Date
Complete
GC-3 The Applicant agrees, as a condition of approval of this resolution, to indemnify, defend and hold harmless, at Applicant’s expense, City and City’s agents, officers and employees from and against any loss, liability, costs, damages, claims, action or proceeding of any kind including also any proceeding commenced to attack, review, set aside, void or annul the approval of this resolution or to On-Going
214
Exhibit A – City of Solvang Conditions of Approval Development Permit LUP 22-021 / Amendment (PA 25-035)
1704 Mission Drive │ APN: 139-240-033
On Design, LLC / Archdiocese of Los Angeles
Condition: Timing:
determine the reasonableness, legality or validity of any condition attached hereto. City shall promptly notify Applicant of any such loss, liability, costs, damages, claims, action or proceeding to which City receives notice, and City will cooperate fully with Applicant in the defense thereof.

Applicant shall reimburse the City for any court costs and attorney’s fees that the City may be required to pay as a result of any such claim, action or proceeding. City may, in its sole discretion, participate in the defense of any such claim, action or proceeding, but such participation shall not relieve Applicant of the obligations of this condition. Applicant’s acceptance of this resolution or commencement of construction or operations under this resolution shall be deemed to be acceptance of all conditions contained in this resolution.

GC-4 Before using any land or structure, or commencing any work pertaining to the erection, moving, alteration, enlarging, or rebuilding of any building, structure, or improvement, the applicant shall obtain a Zoning Clearance, Building, and Grading Permits(s) from the Solvang City. These Permits are required by ordinance and are necessary to ensure implementation of the conditions required by the Planning Commission.

Prior to Permit
Issuance
Complete
GC-5 All Conditions of Approval shall be provided on a full-size drawing sheet as part of the construction plan set submitted for building permits. All notes and specifications as shown on the plans shall be considered Conditions of Approval. If there is a conflict between the approved plans and the Conditions of Approval, the Conditions of Approval shall prevail.

The project shall comply with all Federal, State, Local and City codes, regulations, and standards. Construction plans shall comply with applicable California Building Codes in effect at the time of submittal.

Building Permit
Submittal
GC-6 Before the City issues any Permit, the applicant must obtain written clearance from all departments having conditions, such clearance shall indicate that the applicant has satisfied all pre- construction conditions. For any subsequent permit or application, the Applicant shall comply with Solvang Municipal Code Section 11-16-6, 11-16-

13. Prior to Permit
Issuance
GC-7 The applicant shall hold a pre-construction conference. The conference shall include representatives from the Public Works, Planning Department, Building Department, the applicant, and contractor(s). The following shall be finalized and specified prior to the start of construction:
a. Hours of construction shall be limited to 7:30 am to 5:30 pm weekdays. No construction shall be allowed on Saturday, Sunday or State holidays except as approved in writing by the Public Works Director, or his designee. Indoor activities Prior to building
or grading permit
issuance
215
Exhibit A – City of Solvang Conditions of Approval Development Permit LUP 22-021 / Amendment (PA 25-035)
1704 Mission Drive │ APN: 139-240-033
On Design, LLC / Archdiocese of Los Angeles
Condition: Timing:
can occur on the weekends along as there is no outdoor
noise.
b. Construction related truck-trips are to be scheduled during non-peak hours to help reduce truck traffic on adjacent streets and roadways.
c. The route of construction related traffic is to be established to minimize trips through surrounding residential
neighborhoods.
d. Regular water sprinkling shall occur during site grading and the transportation of fill materials.
e. Trucks are covered when hauling grading material.
f. Maintain and clean public streets and sidewalks during grading and construction.

The street, whether public or private, shall not be used for storage of equipment or materials.

GC-8 Construction Equipment Noise. Construction equipment shall be properly maintained and equipped with noise-reduction intake and exhaust mufflers and engine shrouds, in accordance with manufacturers' recommendations. Equipment engine shrouds should be closed during equipment operation.

During
Construction
GC-9 The Owner/Applicant shall designate a washout area(s) for the washing of concrete, stucco, paint, equipment, tools, etc., to prevent wash water from discharging to the storm drains, streets, drainages, or creeks. Polluted water and materials from the washout area(s) shall be contained within this area and removed from the site at least once a week or more often as needed to prevent spillage. The construction wash-out area shall be depicted on project plans submitted for land use clearances and grading permits.

During
Construction
GC-10 Construction equipment staging and storage areas shall not be located beyond the boundaries of the property unless the applicant obtains an agreement for staging on an adjacent property. The staging and storage areas for construction vehicles shall be depicted on project plans submitted for land use clearances and grading permits.

During
Construction
GC-11 Prior to the issuance of any Building Permits, the Applicant shall pay the following fees to the City in the amounts in effect at the time of Building Permit application: These fees shall acknowledge the difference between the existing building versus the new proposed building and the fees will be calculated proportionally. a. Traffic Mitigation fee to be determined by the City
Engineer, if applicable.
b. Water connection fee as set forth in the Municipal
Code, if applicable.
c. Sewer connection fee as set forth in the Municipal
Code, if applicable.

Prior to building
Permit Issuance
216
Exhibit A – City of Solvang Conditions of Approval Development Permit LUP 22-021 / Amendment (PA 25-035)
1704 Mission Drive │ APN: 139-240-033
On Design, LLC / Archdiocese of Los Angeles
Condition: Timing:
d. Drainage Impact fees as set forth in the Municipal
Code, if applicable.
e. Other fees, e.g., school fees, addressing, and fire
protection certificates.
f. All applicable processing review fees.

GC-12 The Planning Department shall be notified immediately if any prehistoric, archaeological, or fossil artifact or resource is uncovered during construction. All construction must stop and an archaeologist that meets the Secretary of the Interior's Professional Qualifications Standards in prehistoric or historical archaeology shall be retained to evaluate the finds and recommend appropriate action.

All construction must stop if any human remains are uncovered, and the County Coroner must be notified according to Section 7050.5 of California's Health and Safety Code. If the remains are determined to be Native American, the procedures outlined in CEQA Section 15064.5 (d) and (e) shall be followed.

During
Construction
GC-13 Consistent with General Order 95, of the California Public Utilities Commission, a note shall be included in the cover sheet and utility plan that includes the following language: “Minimum clearances are to be maintained under or around overhead high voltage power including 12 feet vertically from any walkable surface, including rooftops, and 6 feet horizontally from any walkable surface, including roof tops, balconies, stairwells, scaffolding, etc. The applicant shall verify these clearances at all times. Applicant shall notify PG&E if these clearances cannot be met prior to
commencing construction
During
Construction
GC-14 Conditions of this resolution shall be placed on any revised building permit.

Plan Revision
Submittal
GC-15 Applicant shall be responsible to remit all building permit review fees and additional inspection fees for any plan revisions per the adopted fee schedule in effect at the time of building permit application.

Plan Revision
Submittal
GC-16 Consistent with Solvang Municipal Code Section 11-6-5.A, the Development Plan conditions shall convert to a Development Permit. All conditions shall be adhered to throughout the duration of operations when the timing States “During Operations.

During
Operations
Stanta Barbara County APCD
APCD-1 Santa Barabra County APCD Grading Conditions as follows:
• All dirt stock pile areas shall be sprayed daily and covered with tarps or other dust barriers as needed;
• Exposed ground areas that are planned to be reworked at dates greater than one month after initial grading shall be During
Construction
217
Exhibit A – City of Solvang Conditions of Approval Development Permit LUP 22-021 / Amendment (PA 25-035)
1704 Mission Drive │ APN: 139-240-033
On Design, LLC / Archdiocese of Los Angeles
Condition: Timing:
sown with a fast germinating, noninvasive, grass seed and watered until vegetation is established;
• All disturbed soil areas not subject to revegetation shall be stabilized using approved chemical soil binders, jute
netting, or other methods approved in advance by the
APCD;
• All roadways, driveways, sidewalks, etc. to be paved shall be completed as soon as possible. In addition, building pads shall be laid as soon as possible after grading unless seeding or soil binders are used;
• Vehicle speed for all construction vehicles shall not exceed 15 mph on any unpaved surface at the construction site; • All trucks hauling dirt, sand, soil, or other loose materials shall be covered or shall maintain at least two feet of freeboard (minimum vertical distance between top of load and top of trailer) in
• accordance with eve Section 23114;
• Wheel washers and/or rumble strips shall be installed where vehicles enter and exit unpaved roads onto streets; and
• The contractor or builder shall designate a person or persons to monitor the fugitive dust emissions and enhance the implementation of the measures as necessary to
minimize dust complaints, and reduce visible emissions
below the APCD's limit of 20% opacity for greater than 3 minutes in any 60-minute period.

The name and telephone number of such persons shall be
provided to APCD Engineering & Compliance Division prior to the start of any grading, earthwork or demolition.

APCD-2 Asphalt paving activities shall comply with APCD Rule 329, Cutback and Emulsified Asphalt Paving Materials. This condition shall be noted on public improvement plans and grading plan.

During
Construction
Santa Barbara County Fire Department
SBCFD-1 Prior to the issuance of any Land Use Permit, the Applicant shall implement conditions provided by the County of Santa Barbara Fire Department. (Letter dated 3/5/23 Project Number 22FDR00028):

1. All standard fire department conditions and current codes shall apply at time of development.

2. Recorded addressing is required prior to building permit issuance.

3. Fire Protection Certificate (FPC's) shall be required.

4. An automatic fire sprinkler system shall be installed. a. Fire sprinkler plans shall be approved by the fire
department prior to installation.

5. An automatic fire or emergency alarm system shall be installed.

6. Address numbers shall be a minimum height of 6 inches.

Building Permit
218
Exhibit A – City of Solvang Conditions of Approval Development Permit LUP 22-021 / Amendment (PA 25-035)
1704 Mission Drive │ APN: 139-240-033
On Design, LLC / Archdiocese of Los Angeles
Condition: Timing:

7. Address numbers shall be as required by the fire
department.
a. Address number locations shall be approved by the
fire department.
b. Address numbers shall be a color contrasting to the
background color.
c. The address numbers shall be elevated at least
three feet for the ground for clear visibility and easy directional identification.
d. The numbers shall be visible for the access road
when traveling in either direction.
e. If the driveway is over 150 feet in length or the
building is obstructed from view at the access road and /or driveway, numbers shall be posted at all road and driveway intersections as is necessary.

8. The applicant shall be required to pay Fire Department Development Impact Mitigation Fees in accordance with Chapter 15 of the Santa Barbara County Code.
a. Payment shall be made according to the schedule
of fees in place on the date fees are paid. As of the date of this letter, fees currently are as follows:
b.. Nonresidential-Retail/Commercial $0.77 per square
foot.

SBCFD-2 No final occupancy or temporary occupancy shall be issued without issuance and inspections from the Santa Barbara County Fire Department
Prior to issuance
of final
occupancy
Public Works
PW-1 The following items are required by the Public Works Department for frontage improvements:

1. Upon completion of the project, the frontages along
Alisal occupancy Road and Mission Drive will include
full frontage improvements meeting current City and
ADA standards. All remaining concrete flatwork,
unutilized tree wells, or other such inconsistencies
along the frontage must be filled-in to provide a newly improved project frontage. Existing unbroken brick
pavers will be accepted. Alternatively, an ADA ramp
shall not be required at the southeast corner of Alisal Road and Mission Road if the applicant enters into a
parking agreement with the adjacent property located at 1714 Mission Drive (APN 139-240-034).

2. Install two (2) new decorative streetlights along the Alisal Road Project frontage. Spacing, style, and
installation shall be consistent with the Solvang
Village/Downtown. Spacing across the street indicated
approximately 100-ft spacing between lights.

Prior to Issuance
of certificate of
Occupancy
219
Exhibit A – City of Solvang Conditions of Approval Development Permit LUP 22-021 / Amendment (PA 25-035)
1704 Mission Drive │ APN: 139-240-033
On Design, LLC / Archdiocese of Los Angeles
Condition: Timing:

3. Remove the existing unutilized driveway ramps on
Alisal Road and Mission Drive including the depressed
curb. Install new full-height curb and gutter and new
brick sidewalk per City standard.

4. A Caltrans Encroachment Permit will be required for
any improvement to the State right-of-way.

5. A City of Solvang encroachment permit will be required for all frontage work including utility connections.

6. No permanent hardscape beyond brick flatwork along
the Mission Drive (State) right-of-way will be allowed.

7. The project abuts the City Parking Lot 1 on the south side which shares a 3'-4' block wall. If any additional proposed screening, fencing, wall or landscaping is
proposed by the applicant, this request will be reviewed by the Planning Manager and Public Works Director for
consideration and approval.

8. The applicant or contractor shall clean and repair any damaged public or private improvements (curbs,
gutters, sidewalks, water value fire hydrants, manholes, etc.) subject to review and approval of the city engineer.

9. The developer shall clear the project site of all
construction fencing, debris, weeds, dead plants, and
other waste. This requirement shall be noted on the
final building plans.

PW-2 Applicant shall provide a trash enclosure on-site, or at the property located at 1714 Mission Drive (APN 139-240-034) with a signed maintenance/access agreement. The applicant may also enter into an agreement for trash pick-up with the City of Solvang for a fee determined by the Administrative Services Director and agreement approved by the City Manager. City shall recover all costs associated with this arrangement.

Prior to Final
Occupancy
PW-3 Any plan revisions that increase impervious surfaces including but not limited to brick pavers with concrete underlayment, synthetic turf, and other surfaces deemed to be impervious by the City Engineer shall be reviewed and approved through a plan revision to ensure all stormwater is captured on-site consistent with the Solvang Municipal Code Title 14.

Prior to Issuance
of Plan
Revisions
PW-4 Prior to issuance of final occupancy, a survey shall be completed to ensure walls, overhangs, and other permeant structures are not located within either City right of way or Caltrans Right of way. If Prior to Final
Occupancy
220
Exhibit A – City of Solvang Conditions of Approval Development Permit LUP 22-021 / Amendment (PA 25-035)
1704 Mission Drive │ APN: 139-240-033
On Design, LLC / Archdiocese of Los Angeles
Condition: Timing:
permeant structures are located within the city right-of-way, the applicant shall either remove the structures, or enter into a encroachment agreement that holds harmless the City of Solvang.

Applicant shall be responsible for all required fees, including attorney fees charged per the adopted fee schedule to draft such documents.

Utilities
UTI-1 At building permit submittal, the applicant shall apply to the Utilities Department for review of the water and sewer service lines for the cottages. Any new meters and connections shall be reviewed and approved by the Utilities Department
Building Permit
Submittal
Planning
PLN-1 Prior to the issuance of any Land Use Permits, the planning division will review the elevations, colors, materials, lighting, sign plans and landscaping plans to confirm that they are consist to the plans reviewed and approved by both the Design Review
Commission and the Planning Commission.

Building Permit
Submittal
PLN-2 Prior to Land Use Permit, the applicant shall provide a parking agreement to the city attorney for review. This parking agreement shall detail the location of the 10 parking spaces for this project.

Parking shall be provided at either the following locations:
• 1693 Mission Drive (APN 139-143-025); or
• 1714 Mission Drive (APN 139-240-034)
Applicant shall be responsible for in lieu fee payment of $123,760 prior to issuance of final occupancy for removal of any existing offsite parking and shall ensure the site is ADA compliant with the California Building Code. Parking spaces shall be signed and painted with “For hotel use at 1714 Mission Drive Only, towing shall be enforced” citing the proper California Vehicle code sections.

These designated parking spaces shall be located within 500 feet of the project. Upon approval by the city attorney, the applicant shall record the final document and submit recorded document to the planning division.

Prior to land use
permit
Prior to issuance
of Final
Occupancy.

PLN-3 Prior to issuance of a land use permit or building permit, the applicant shall provide a trash enclosure use agreement and any associated easements for ingress/egress to access the shared trash enclosure between property owners. Applicant shall also provide a shared maintenance agreement for the trash enclosure.

Prior to Land
Use Permit
Prior to issuance
of Final
Occupancy.

PLN-4 The applicant and hotel operator are not allowed to use any parking spaces or drive aisles within the City Lot 1 for dropping off hotel visitors, luggage, supplies, or any other operation of the cottages.

On-going
During
Operations
221
Exhibit A – City of Solvang Conditions of Approval Development Permit LUP 22-021 / Amendment (PA 25-035)
1704 Mission Drive │ APN: 139-240-033
On Design, LLC / Archdiocese of Los Angeles
Condition: Timing:

PLN-5 Prior to the issuance of any Land Use Permit, performance securities in amounts to be determined by the planning manager and in a form acceptable to the City, to guarantee the proper installation of plantings, walls, and fences in accordance with the approved plan, and adequate maintenance of the planting for two (2) years following the issuance of a certificate of occupancy shall be filed with the City Clerk. The performance security portion of the installation will be released at a time the planning manager approves the installation. The remaining maintenance performance security portion shall be released at the end of two (2) years following the date the certificate of occupancy is issued by the City, provided the planting has been adequately maintained (SMC 11- 11-5(C)(3)).

Applicant shall maintain all live plantings at all times. Any dead landscaping shall be replaced within 30 days upon issuance of a notice of violation by the Community Development Department.

Building permit
issuance.

During
Operations
PLN-6 The Applicant must complete and submit the Certificate of Completion for the Model Water Efficiency Local Ordinance (MWELO). The Certificate of Completion should be submitted after the project is complete and irrigation audit performed but before the final inspection, if separate from the audit.

Prior to issuance
of Final
Occupancy.

PLN-7 The Planning Manager may authorize minor changes to Exhibit B not to exceed 10 percent of objective standards or other approval, only if the changes are consistent with all applicable provisions of the Solvang Municipal Code, and the spirit and intent of the original approval and does not involve the following:
• A basis for findings in a Negative Declaration, Mitigated Negative Declaration, or Environmental Impact Report for the development;
• A basis for conditions of approval for the development; and • A specific consideration by the Review Authority (e.g., the Planning Manager, Commission, or Council) in approving
the plan or permit. Minor changes authorized pursuant to this condition shall not require separate processing of a formal amendment.

On-Going
PLN-8 All exterior lighting shall be consistent with Solvang Municipal Code section 11-10A-7.C.

During
Operations
PLN-9 Prior to any re-painting as directed by the review authority, the applicant shall paint a test swatch and inform the Community Development Director of the test swatch for each building. The test swatch shall be inspected and approved by the Community Development Director prior to completion of façade paints.

During
Construction
PLN-10 No certificate of occupancy shall be issued if facades do not match approved plan revisions. Plan revisions shall include all materials, and all approved colors on the plans.

During
Construction
222
Exhibit A – City of Solvang Conditions of Approval Development Permit LUP 22-021 / Amendment (PA 25-035)
1704 Mission Drive │ APN: 139-240-033
On Design, LLC / Archdiocese of Los Angeles
**END CONDITIONS**
Condition: Timing:

PLN-11 No temporary certificate of occupancy shall be issued for any event that is accessible to the public prior to the completion of all required conditions in this amended conditions of approval.

During
Construction
PLN-12 Events shall abide by the following:

Any events that includes use of amplified music is considered an ancillary use and shall be in compliance with the City’s noise standards, consistent with Solvang Municipal Code (SMC) Section.6-2-7. As an ancillary use, any use of amplified music shall not charge a fee or entry. Amplified music shall be limited to the hours of 12:00 p.m. to 8:00 p.m. and shall not exceed 80 decibels (dB) on Friday, Saturday, and Sunday, as measured from the edge of the property line, and 70 dB Monday through Thursday During
Operations
223

EXHIBIT B

PROJECT PLANS REDUCED (AS AMENDED)
See Amended Site
Plan
224
Amended Site Plan
With Required
Actions
225
See Exhibit C
226
See Exhibit C
227

See Exhibit C
228
See Exhibit C
229
See Exhibit C
230
See Exhibit C
231
See Exhibit C
232
See Exhibit C
233
See Exhibit C
234
See Exhibit C
235
See Exhibit C
236
See Amended
Landscape Plan
237
See Amended
Landscape Plan
238
See Amended
Landscape Plan
239
See Amended
Landscape Plan
240
See Amended
Landscape Plan
241
Amended
Landscape Plan
with notations
242
Amended
Landscape Plan
with notations
243
See Amended Site Plan. City
Engineer shall approve
revised Stormwater
Drainage Plan prior to Plan
Revision Approval
244
See Amended Site Plan.

Revised Utilities Plan
required for review by City
Staff prior to Plan Revision
approval
245
Attachment C – Approved Façade Modifications By Community Development Director Approved Façade Proposed Modifications By Applicant Director Determination Unit 2
• Stucco wall
• Stone chimney
• Thatch roof
• Half-timbers.
• Proposed Color, “peppery” darker red hue
• Proposed use of additional brick on west and north
elevation
• Additional half-timbering on east, west elevation
• Use of half “logs” under the gable area.
• Proposed custom color of dark yellow hue.
• Applicant has applied white paint on the bricks
• Color shall be modified to a
dark hue red that match
existing bricks that were
added to the facades.

Unit 3
246
Approved Façade Proposed Modifications By Applicant Director Determination • Stucco wall
• Stone chimney
• Thatch roof
• Half-timbers located near the edge of the gable.
• Vintage Vessel Green to be utilized as primary color
• Relocation of proposed windows and modification to
use of full dormer.
• Half-timbers located near the bottom half and
proportionally throughout the structure.
• Blue hue utilized instead of the green.
• Use of stone on north elevation
• Elimination of stone chimney.
• Existing color should be
glazed include a patina to
lighten. This should be
completed to the
satisfaction of the
Community Development
Director prior to issuance of
final occupancy.

Proposed color
modification by applicant is
satisfactory to the
Community Development
Director
Unit 4
247
Approved Façade Proposed Modifications By Applicant Director Determination • Stucco wall
• Stone chimney
• Thatch roof
• Half-timbers located near the edge of the gable.
• Vintage Vessel Green to be utilized as primary color
• Stucco wall
• Thatch roof
• Additional half-timbers near the gables, and
elimination of proposed patterns
• Elimination of proposed front door portico
• Custom muted yellow color.
• Removal of half-timbers at
the top of the primary entry
door, as circled in red.
• Color shall be modified to a
yellow hue, either Lemon
Twist, Goldfinch, or yellow
hue color proposed by the
applicant and approved by
the Community
Development Director prior
to issuance of final
occupancy.

Unit 5
248
Approved Façade Proposed Modifications By Applicant Director Determination • Stucco wall
• Stone chimney
• Thatch roof
• Half-timbers located on vertical west elevation.
• Bracing Blue to be utilized as primary color
• Shutters and other details
• Elimination of shutter
details
• Elimination of Portico on South
elevation
• Elimination of Stone Chimney
• Half-timbers utilized
throughout all elevations.
• Redish color for primary
façade
• Reduce the number of half
timbers on the primary
entry elevation to the
satisfaction of the
Community Development
Director prior to the
issuance of final
occupancy.
• Proposed color by
applicant in their revised
package is satisfactory to
the Community
Development Director
Unit 6
249
Approved Façade Proposed Modifications By Applicant Director Determination • Stucco wall
• Thatch roof
• Stone utilized on portions of the facades
• Shutters/faux flue detail
• Peppery to be utilized as primary color
• Stucco wall
• Thatch roof
• Addition of Stone on west elevation
• Use of half-timbers
• Elimination of shutters and faux flue
• Addition of half “logs” on north elevation
• Change of color to “natural” finish
•
• Half-logs on shall be
removed or covered with
stucco, or similar
techniques to be approved
by the Community
Development Director.
• Color shall be modified to
a lighter red hue/clay color
either Chaise Mauve,
smoky salmon, or, other
hue color proposed by the
applicant and approved by
the Community
Development Director prior
to issuance of final
occupancy.

Unit 7
250
Approved Façade Proposed Modifications By Applicant Director Determination • Stucco wall
• Thatch roof
• Stone utilized on chimney
• Shutters
• Vintage Vessel to be utilized as primary color
• Elimination of the portico on the primary entities.
• Elimination of the use of half-timbers
• Addition of eave details with the use of logs
• Elimination of shutters
• Change of color to a custom, lighter green.
• Addition of detailing for windows and doors
Color should be modified to match
the proposed darker green color
through techniques proposed by
the applicant and approved by the
Community Development Director
prior to issuance of final
occupancy.

Unit 8
251
Approved Façade Proposed Modifications By Applicant Director Determination • Stucco wall
• Thatch roof
• Stone utilized on chimney
• Shutters/faux flue
• Bracing Blue to be utilized as primary color
• Elimination of proposed stucco wall
• Elimination of stone chimney
• Elimination of shutters /faux flue
• Addition of brick throughout all elevations
• Change of façade color to match darker reddish hue
bricks
• Addition of half-timbering
Proposed modifications are
approved as proposed.

Unit 9
252
Approved Façade Proposed Modifications By Applicant Director Determination • Stucco wall
• Thatch roof
• Stone utilized on chimney
• Use of half-timbers near gable
• Use of Sunrise, light yellow color
• Additional use of half-timbering on all elevations
• Change of façade color to darker yellow
• Elimination of dormers
• Elimination of upper windows
Half-timbers with curvatures along
multiple facades shall be removed
and patterns reduced as shown in
red circles to the satisfaction of
the Community Development
Director prior to the issuance of
final occupancy.

Chapel
253
Approved Façade Proposed Modifications By Applicant Director Determination • Stucco wall
• Slate roof
• Bell Tower
• Window and door details
• No color proposed, to be selected in the field
• Stucco wall remains
• Proposed use of stained-glass on all elevations
• Slate roof with color slate variant of red and white
versus the approved black
• Elimination of Bell Tower
• Color banding of red and
white shall be removed
from the roof. Roof shall
consist of all grey/black
slate.
• The use of strong shall
continue on the west/south
elevations to the extent
feasible as approved by
the Community
Development Director.
• Existing color, white/cream
shall remain as painted.
254
Approved Façade Proposed Modifications By Applicant Director Determination • Use of stone on east elevation and portions of west,
south and north, limited to base only.
• Use of sandstone color
Windmill
Proposed modifications are
consistent with northern European
design and is recommended to be
approved as proposed.
255
Approved Façade Proposed Modifications By Applicant Director Determination • Proposed windmill included blades, with stone, wood batten siding, and stucco on the base.
• Proposed colors were not determined.
• On building permit stucco white called out with patterned roof. • Proposed
use of brick base versus the stucco base
• Succo use on the elevated structure
• Replacement of slate roof and railings
• Use of faux thatched roof consistent with remaining
development
256

CITY COUNCIL STAFF REPORT
Agenda Item 8.a
Meeting Date: October 13, 2025
SUBJECT: Agreement with Focus Point Emergency Management Consulting Services (FPEM) for Comprehensive Emergency Planning Services
PREPARED BY: Olivia Uribe Mutal, Assistant to the City Manager DISCUSSION:

The City Council has established goals (6, 19, & 33) to enhance public safety, expand community outreach, and ensure continuity of City operations. To advance these priorities and strengthen the community’s resilience to both natural hazards (such as wildfires, floods, and earthquakes) and manmade threats, the City must update its emergency preparedness framework, modernize its plans, develop continuity strategies, and provide staff with the necessary training to respond effectively.

On August 11, 2025, the City of Solvang issued a Request for Proposals (RFP) for Comprehensive Emergency Planning Services to strengthen the City’s resilience and readiness for disasters and emergencies. The scope includes:
• Updating the City’s 2014 Emergency Operations Plan (EOP) to align with aligned with the Federal Emergency Management Agency’s Comprehensive Preparedness Guide 101, Version

3.0 (FEMA CPG 101 v3.0), the State of California’s Standardized Emergency Management System (SEMS), the National Incident Management System (NIMS), and the California Governor’s Office of Emergency Services (Cal OES) requirements. • Developing the City’s first Continuity of Operations Plan (COOP), including department-level annexes for essential functions.
• Conducting an Emergency Operations Center (EOC) inventory and gap analysis, with recommendations for improvements.
• Delivering staff training, tabletop exercises, and after-action reports in compliance with Homeland Security Exercise and Evaluation Program (HSEEP). • Supporting public and stakeholder engagement through town halls, focus groups, surveys, and bilingual outreach.

The City received seven proposals by the September 22 deadline. Proposals were evaluated on technical approach, qualifications, schedule, past performance, and cost.

Following a thorough review by City staff, with input from J.D. Saucedo, M.S.E.D.M., AEM®, Emergency Manager with the Santa Barbara County Office of Emergency Management, Focus Point Emergency Management Consulting Services (FPEM) was selected as the top-ranked proposer. FPEM demonstrated:
• Extensive experience delivering FEMA and Cal OES-compliant EOPs, COOPs, and evacuation plans across California, including multi-jurisdictional and tourism-driven communities. • A strong project team led by Fay A. Glass, a Certified Emergency Management Specialist with over 30 years of experience at the city, county, state, and federal levels. • A tailored, phased methodology for Solvang that incorporates accessibility standards, regional coordination with Santa Barbara County partners, and inclusive community engagement strategies.

This project would span 12–18 months, with final completion expected by April 2027. 257
RECOMMENDED MOTION:

I move to approve a Professional Services Agreement with Focus Point Emergency Management Consulting Services (FPEM) for Comprehensive Emergency Planning Services in an Amount not to exceed $138,000 and authorize the Mayor to execute the Contract.

ALTERNATIVES:

1. Request modifications to the contract scope, budget, or schedule and return with a revised agreement.

2. Reject all proposals and direct staff to reissue the RFP.

FISCAL IMPACT:

The contract cost shall not exceed $138,000, covering all services including plan development, staff training, exercises, and community engagement. The project is locally funded through the City’s approved budget for FY 2025–26 and FY 2026–27, with $70,000 funded from Measure E; no grant funding is tied to this procurement.

ATTACHMENTS:

A. Professional Services Agreement with Focus Point Emergency Management Consulting Services (FPEM)
258
Focus Point Emergency Management Consulting Services LLC

CITY OF SOLVANG

PROFESSIONAL SERVICES AGREEMENT

PARTIES AND DATE. This Agreement is made and entered into this 13th day of October, 2025 (“Effective Date”) by and between the CITY OF SOLVANG, a Municipal Corporation and Charter City organized under the Constitution and laws of the State of California with its principal place of business at 1644 Oak Street, Solvang, CA 93463 (“City”) and Focus Point Emergency Management Consulting Services LLC, a California Limited Liability Corporation, with its principal place of business at 16155 Sierra Lakes Parkway #160-715, Fontana, CA 92336 (“Consultant”). City and Consultant are sometimes individually referred to as “Party” and collectively as “Parties” in this Agreement. The parties hereto, in consideration of the mutual covenants contained herein, hereby agree to the following terms and conditions:

1.0 GENERAL PROVISIONS

1.01 Term: This agreement will become effective on the date of execution set forth below, and will continue in effect until terminated as provided herein.

1.02 Services : Consultant shall perform the scope of work (tasks) described and set forth in Exhibit A, attached hereto and incorporated herein as though set forth in full. Consultant shall complete the tasks according to the project schedule which is also set forth in Exhibit A.

Consultant shall determine the method, details and means of performing the abovereferenced services.

Consultant may, at their own expense, employ such assistants and subconsultants, as Consultant deems necessary to perform the services required of Consultant by this agreement.

However, Consultant may not assign this agreement to any other person or entity in the performance of required project-related services, and the City may not control, direct or supervise Consultant’s assistants or employees in the performance of those services.

1.03 Standard of Performance: Consultant’s services shall be performed in accordance with generally accepted professional practices and principles and in a manner consistent with the level of care and skill ordinarily exercised by members of Consultant’s profession currently practicing under similar conditions. Whenever the scope of work requires or permits approval by the City, it is understood to be approval solely for the purposes of conforming to the requirements of the scope of work and not acceptance of any professional or other responsibility for the work. Such approval does not relieve the Consultant of responsibility for complying with the standard of performance or laws, regulations, industry standards, or from liability for damages caused by negligent acts, errors, omissions, noncompliance with industry standards, or the willful misconduct of Consultant or its subcontractors. By delivery of completed work, Consultant certifies that the work conforms to the requirements of this contract and all applicable federal, state and local laws. If Consultant is retained to perform services requiring a license, certification, registration or other similar requirement under California law, Consultant shall maintain that license, certification, registration or other similar requirement throughout the term of this Contract.

1.04 Compensation: In consideration for the services to be performed by Consultant, City agrees to pay Consultant monetary consideration for professional services in accordance with the fee schedule set forth in Exhibit A. The parties agree that total compensation for fees and costs for the services detailed in Exhibit A shall not exceed the sum of $138,000, unless and until this Agreement is amended as provided herein.
259
Focus Point Emergency Management Consulting Services LLC

1.05 Billing/Payment Terms. All charges for Consultant’s services and authorized related reimbursable expenses shall be billed monthly, and all undisputed charges will be paid by City within 30 (thirty) days of receipt. The bills shall list all tasks under this Agreement, the task budget, project total budget, percentage completed for each task for that month, associated percentage billing against each task, and total billing for that month. In the event the Agreement is based on time & materials billing up to a not-to-exceed amount, the bill shall itemize by date all services and expenses provided during the invoice period (under this Agreement) including a brief description of the nature of work performed, the person or vendor performing them, the applicable billing rate, and the time expended. All Consultant service invoices must be approved by the City Manager prior to payment.

2.0 OBLIGATIONS OF CONTRACTOR

2.01 Contract Management and Service Performance: Principal shall serve as the project manager and will personally prepare, or direct and supervise the preparation of, all work product called for by this agreement. Consultant represents that it has the qualifications, experience and facilities to properly perform all services hereunder in a thorough, competent, timely, and professional manner and shall, at all times during the term of this Agreement, have in full force and affect all licenses required of it by law. Consultant agrees to devote the hours and the human resources necessary to timely perform the services set forth in this agreement in an efficient, professional, and effective manner.

(c) In accomplishing the scope of services of this Agreement, all officers, employees and/or agents of the Consultant unless as indicated in Subsection (d), will be performing a very limited and closely supervised function, and therefore, unlikely to have a conflict of interest arise. No disclosures are required for any officers, employees, and/or agents of Consultant, except as indicated in Subsection (d). _____ (Initials).
(d) In accomplishing the scope of services of this Agreement, Consultant will be performing a specialized or general service for the City, and there is substantial likelihood that the Consultant’s work product will be presented, either written or orally for the purpose of influencing a governmental decision. As a result, the following persons shall be subject to the City’s Conflict of Interest Code.
_None_____________________

2.03 Tools and Instrumentalities: Consultant shall provide all tools and instrumentalities to perform the services under this agreement.
260
Focus Point Emergency Management Consulting Services LLC

2.04 Workers’ Compensation and Other Employee Benefits: City and Consultant intend and agree that Consultant is an independent contractor of City and agree that Consultant and Consultant’s employees and agents have no right to Workers’ Compensation and other Citysponsored employee benefits. Consultant agrees to provide Workers’ Compensation and other employee benefits, where required by law, for Consultant’s employees and agents. Consultant agrees to hold harmless and indemnify City for any and all claims arising out of any claim for injury, disability, or death of Consultant and any of Consultant’s employees or agents.

2.05 Indemnification
(a) Non-design, non-construction Professional Services: To the fullest extent permitted by law (including, but not limited to California Civil Code Sections 2782 and 2782.8), Consultant shall indemnify, defend, and hold harmless the City, and its elected officials, officers, employees, volunteers, and agents (“City Indemnitees”), from and against any and all causes of action, claims, liabilities, obligations, judgments, or damages, including reasonable legal counsels’ fees and costs of litigation (“claims”), arising out of the Consultant’s performance or Consultant’s failure to perform its obligations under this Agreement or out of the operations conducted by Consultant, including the City’s active or passive negligence, except for such loss or damage arising from the sole negligence or willful misconduct of the City. In the event the City Indemnitees are made a party to any action, lawsuit, or other adversarial proceeding arising from Consultant’s performance of this Agreement, the Consultant shall provide a defense to the City Indemnitees or at the City’s option, reimburse the City Indemnitees their costs of defense, including reasonable legal fees, incurred in defense of such claims. (b) Non-design, construction Professional Services: To the extent the Scope of Services involve a “construction contract” as that phrase is used in Civil Code Section 2783, this paragraph shall apply in place of paragraph (a). To the fullest extent permitted by law (including, but not limited to California Civil Code Sections 2782 and 2782.8), Consultant shall indemnify, defend, and hold harmless the City, and its elected officials, officers, employees, volunteers, and agents (“City Indemnitees”), from and against any and all causes of action, claims, liabilities, obligations, judgments, or damages, including reasonable legal counsels’ fees and costs of litigation (“claims”), arising out of the Consultant’s performance or Consultant’s failure to perform its obligations under this Agreement or out of the operations conducted by Consultant, except for such loss or damage arising from the active negligence, sole negligence or willful misconduct of the City. In the event the City Indemnitees are made a party to any action, lawsuit, or other adversarial proceeding arising from Consultant’s performance of this Agreement, the Consultant shall provide a defense to the City Indemnitees or at the City’s option, reimburse the City Indemnitees their costs of defense, including reasonable legal fees, incurred in defense of such claims.
(c) Design Professional Services: In the event Consultant is a “design professional”, and the Scope of Services require Consultant to provide “design professional services” as those phrases are used in Civil Code Section 2782.8, this paragraph shall apply in place of paragraphs (a) or (b). To the fullest extent permitted by law (including, but not limited to California Civil Code Sections 2782 and 2782.8) Consultant shall indemnify, defend and hold harmless the City and its elected officials, officers, employees, volunteers and agents (“City Indemnitees”), from and against all claims, damages, injuries, losses, and expenses including costs, attorney fees, expert consultant and expert witness fees arising out of, pertaining to or relating to, the negligence, recklessness or willful misconduct of Consultant, except to the extent caused by the sole negligence, active negligence or willful misconduct of the City. Negligence, recklessness or willful misconduct of any subcontractor employed by Consultant shall be conclusively deemed to be the negligence, recklessness or willful misconduct of Consultant unless adequately corrected by Consultant. In the event the City Indemnitees are made a party to any action, lawsuit, or other adversarial proceeding arising from Consultant’s performance of 261
Focus Point Emergency Management Consulting Services LLC this Agreement, the Consultant shall provide a defense to the City Indemnitees or at the City’s option, reimburse the City Indemnitees their costs of defense, including reasonable legal fees, incurred in defense of such claims. In no event shall the cost to defend charged to Consultant under this paragraph exceed Consultant’s proportionate percentage of fault. However, notwithstanding the previous sentence, in the event one or more defendants is unable to pay its share of defense costs due to bankruptcy or dissolution of the business, Consultant shall meet and confer with other parties regarding unpaid defense costs. (d) Payment by City is not a condition precedent to enforcement of the indemnities in paragraph (a), (b), or (c). In the event of any dispute between Consultant and City, as to whether liability arises from the active negligence, sole negligence or willful misconduct of the City or its officers, employees, or agents, Consultant will be obligated to pay for City’s defense until such time as a final judgment has been entered adjudicating the City as having been actively negligent, solely negligent or as having engaged in willful misconduct. Except as otherwise required by Civil Code Section 2782.8, Consultant will not be entitled in the absence of such a determination to any reimbursement of defense costs including but not limited to attorney’s fees, expert fees and costs of litigation. The provisions of this Section 2.05 shall survive completion of Consultant’s services or the termination of this Agreement.

2.06 Insurance: Consultant shall maintain prior to the beginning of and for the duration of this Agreement insurance coverage as specified in Exhibit B attached to and part of this agreement.

2.07 Campaign Contribution Disclosure: Pursuant to Government Code Section 84308, any party to a City proceeding (which includes, but is not limited to, all contracts with the City, other than competitively bid, labor, or personal employment contracts) must disclose on the record any campaign contributions made to a member of the City Council or other elected or appointed officer of the City, any candidate for elected office of the City, or any candidate for elective office of any other agency who is also an elected or appointed officer of the City in excess of $250 in the past 12 months. This disclosure requirement includes contributions by the party’s agent, such as a consultant, and aggregated contributions from persons or entities related to the party. Consultant is required to fill out and provide the attached Exhibit C ‘Applicant/Interested Party Campaign Contribution Disclosure Form’ with submission of this Agreement and to update this form after each contribution and no later than the beginning of any associated proceeding.

3.0 OBLIGATIONS OF CITY

3.01 Cooperation: City agrees to comply with all reasonable requests of Consultant necessary to the performance of Consultant’s duties under this agreement. City employees, agents and officers of the City agree to disclose all information relevant to this project to Consultant. Consultant shall be entitled to reasonably rely upon the accuracy and completeness of information furnished by City, provided that Consultant shall give City prompt written notice of any known defects in such information.

4.0 TERMINATION OF AGREEMENT

4.01 Termination Notice: Notwithstanding any other provision of this agreement, any party hereto may terminate this agreement, at any time, without cause, by giving at least 30 (thirty) days’ prior written notice to the other parties to this agreement.

4.02 Termination on Occurrence of Stated Events: This agreement shall terminate automatically on the occurrence of any of the following events:
262
Focus Point Emergency Management Consulting Services LLC a. Sale of the business of any party;
b. The end of the 30 (thirty) days as set forth in section 4.01; c. End of the contract to which Consultant’s services were necessary; or d. Assignment of this agreement by Consultant without the consent of City. e. Death of any party.

4.03 Termination by any Party for Default: Should any party default in the performance of this agreement or materially breach any of its provisions, the non-breaching party, at its option, may terminate this agreement, immediately, by giving written notice of termination to the breaching party.

4.04 Termination: This agreement shall terminate on June 30, 2027, unless earlier extended as set forth in this Section. The City, with the agreement of Consultant, is authorized to extend the term of this agreement beyond the termination date, as needed, under the same terms and conditions as set forth in this agreement. Any such extension shall be in writing and be an amendment to this agreement.

5.0 SPECIAL PROVISIONS

5.01 Additional Tasks as May Be Assigned by the City Manager: Prior to initiating any Consultant work on matters relating to the purposes of this Agreement, but outside the Scope of Services for this Agreement, it shall be the responsibility of Consultant to obtain written approval of the City Manager, prior to initiation of such tasks.

5.02 Time Schedule: Consultant is to begin work upon receipt and execution of City contract. Consultant agrees to engage its best efforts to adhere strictly to the schedule set forth in Exhibit A and incorporated herein.

5.03 Work Outside Contract Scope: No payment for changed or additional work shall be made unless the changed or additional work has first been approved in writing by the City Manager and the parties have agreed upon the appropriate adjustment, if any, to the payment schedule and maximum payment amount for the changed or additional work. The Contract Manger may order changes or additions to the scope of work. Whether a change or addition to the scope of work is proposed by the Consultant or ordered by the City Manager, the parties shall in good faith negotiate an appropriate adjustment, if any, to the payment schedule and maximum payment for the changed or additional work. An approved change or addition, along with the payment adjustment, if any, will be effective upon an amendment to this contract executed by both parties. The amendment shall not render ineffective or invalidate unaffected portions of this contract.

5.04 Confidentiality:
(a) Confidential Nature of Information. Consultant shall treat all information obtained from the City in the performance of this contract as confidential and proprietary to the City.

Consultant shall treat all records and work product prepared or maintained by Consultant in the performance of this contract as confidential.
(b) Limitation on use and disclosure. Consultant agrees that it will not use any information obtained as a consequence of the performance of work for any purpose other than fulfillment of Consultant’s scope of work. Consultant will not disclose any information prepared for the City, or obtained from the City or obtained as a consequence of the performance of work to any person other than the City, or its own employees, agents or 263
Focus Point Emergency Management Consulting Services LLC subcontractors who have a need for the information for the performance of work under this contract unless such disclosure is specifically authorized in writing by the City. (c) Security plan. If requested by the City Manager, Consultant shall prepare a security plan to assure that information obtained from the City or as a consequence of the performance of work is not used for any unauthorized purpose or disclosed to unauthorized persons.

Consultant shall advise the City of any request for disclosure of information or of any actual or potential disclosure of information.
(d) Survival. Consultant’s obligations under this paragraph shall survive the termination of this contract.

6.0 MISCELLANEOUS

6.01 Notices: Except as otherwise expressly provided by law, any and all notices or other communications required or permitted by this agreement or by law to be served on or given to any party to this agreement shall be in writing and delivered or, in lieu of such personal service, when deposited in the United States mail, first class postage prepaid, to the following address for each respective party:

PARTY ADDRESS
TO: CITY OF SOLVANG City of Solvang
1644 Oak Street
Solvang, CA 93463
Attention: City Clerk
Copy to: Chelsea O’Sullivan, City Attorney
Richards, Watson & Gershon
847 Monterey Street, Suite 206
San Luis Obispo, CA 93401
TO: CONSULTANT Focus Point Emergency Management Consulting Services 16155 Sierra Lakes Parkway #160-715, Fontana, CA 92336
Fay A. Glass, CEO/President
[email protected]

6.02 Governing Law: This agreement and all matters relating to this agreement shall be governed by the laws of the State of California in force at the time, should any need for interpretation of this agreement or any decision or holding concerning this agreement arise.

6.03 Binding Effect: This agreement shall be binding on and shall inure to the benefit of the heirs, executors, administrators, successors and assigns of the parties hereto, but nothing in this Section shall be construed as consent by City to any assignment of this agreement or any interest in the agreement.

6.04 Remedies: The remedies set forth in this agreement shall not be exclusive, but shall be cumulative with, and in addition to, all remedies now or hereafter allowed by law or equity.

6.05 Due Authority: The parties hereby represent that the individuals executing this agreement are expressly authorized to do so on and in behalf of the parties.

6.06 Ownership of Work Product: Upon delivery, the work product, including without limitation, all original reports, writings, recordings, drawings, files, and detailed calculations 264
Focus Point Emergency Management Consulting Services LLC developed under this contract are the property of the City. Consultant agrees that all copyrights, which arise from creation of the work pursuant to this contract, shall be vested in the City and waives and relinquishes all claims to copyright or other intellectual property rights in favor of the City. City acknowledges that its use of the work product is limited to the purposes contemplated by the scope of work and that the Consultant makes no representation of the suitability of the work product for use in or application to circumstances not contemplated by the scope of work.

6.07. Integration and Modification:
(a) This contract represents the entire understanding and agreement of the City and Consultant as to those matters contained herein. This agreement correctly sets forth the obligations of the parties hereto to each other as of the date of this agreement. All agreements or representations respecting the subject matter of this agreement not expressly set forth or referred to in this agreement are null and void. No prior oral or written understanding shall be of any force or effect with respect to those matters covered hereunder. This contract may not be modified, amended, or altered except in writing signed by the City and Consultant.
(b) In the event of any conflict between the terms of this agreement and the terms of an exhibit, the terms of this agreement shall control, even if the exhibit purports to modify this agreement. In the event an exhibit incorporates by reference any additional physical documents, websites, web links or other electronic location not under the control of the City, the parties agree that such additional documents shall have no impact on this agreement and shall be deemed to be void unless actually attached to the exhibit that purports to incorporate such additional document. Notwithstanding the foregoing sentence, the provisions of Section 2.05 of this agreement shall not be altered, amended, limited or otherwise affected in any manner by any language included in an exhibit to this agreement, even if such exhibit purports to affect the provisions of Section 2.05.

Furthermore, any attempt to limit liability to the City that is expressed in an exhibit shall have no force or effect unless City has expressly agreed to such limitation by providing the initials of its authorized representative here: ___________.

6.08. Advice of Counsel: The parties agree that they are aware that they have the right to be advised by counsel with respect to the negotiations, terms, and conditions of this contract, and that the decision of whether or not to seek the advice of counsel with respect to this contract is a decision which is the sole responsibility of each of the parties hereto. This contract shall not be construed in favor or against either party by reason of the extent to which each party participated in the drafting of the contract.

6.09. Independent Review: Each party hereto declares and represents that in entering this contract it has relied and is relying solely upon its own judgment, belief and knowledge of the nature, extent, effect and consequence relating thereto. Each party further declares and represents that this contract is being made without reliance upon any statement or representation not contained herein of any other party, or any representative, agent, or attorney of any other party.

6.10. Attorney Fees: In the event of any controversy, claim or dispute between the parties hereto, arising out of or relating to this agreement, or the breach hereof, the prevailing party shall be entitled, in addition to other such relief as may be granted, to a reasonable sum as and for attorney fees.

6.11 No waiver: The waiver of any breach by any party of any provision of this agreement shall not constitute a continuing waiver or a waiver of any subsequent breach of this agreement. 265
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6.12. Assignment: This agreement is specifically not assignable by Consultant to any person or entity. Any assignment or attempt to assign by Consultant whether it be voluntary or involuntary, by operation of law or otherwise, is void and is a material breach of this agreement, giving rise to a right to terminate as set forth in Section 4.03.

6.13. Time for Performance: Except as otherwise expressly provided for in this agreement, should the performance of any act required by this agreement to be performed by either party be prevented or delayed by reason by any act of God, strike, lockout, labor trouble, inability to secure materials, epidemics, pandemics, or any other cause, except financial inability, which is the fault of the party required to perform the act, the time for performance of the act will be extended for a period of time equivalent to the period of delay and performance of the act during the period of delay will be excused: provided, however, that nothing contained in this Section shall exclude the prompt payment by either party as required by this agreement of the performance of any act rendered difficult or impossible solely because of the financial condition of the party required to perform the act.

6.14 Severability: Should any provision of this agreement be held by a court of competent jurisdiction or by a legislative or rulemaking act to be either invalid, void or unenforceable, the remaining provisions of this agreement shall remain in full force and effect, unimpaired by the holding, legislation or rule.

6.15. Construction: The parties agree that each has had an opportunity to have their counsel review this agreement and that any rule of construction to the effect that ambiguities are to be resolved against the drafting party shall not apply in the interpretation of this agreement or any amendments or exhibits thereto. The captions of the sections are for convenience and reference only, and are not intended to be construed to define or limit the provision to which they relate.

6.16. Amendments: Amendments to this agreement shall be in writing and shall be made only with the mutual written consent of all the parties to this agreement.

6.17. Signatures: The individuals executing this contract represent and warrant that they have the legal capacity and authority to do so on behalf of their respective legal entities.

IN WITNESS WHEREOF, the parties have executed this contract on the following date.

CITY OF SOLVANG Focus Point Emergency Management
Consulting Services, LLC

David Brown, Mayor Fay A. Glass, CEO/President
ATTEST: APPROVED AS TO FORM
Richards, Watson & Gershon

Annamarie Porter, City Clerk Chelsea O’Sullivan, City Attorney 266
Focus Point Emergency Management Consulting Services LLC

EXHIBIT A

SCOPE OF WORK,

FEE SCHEDULE
&

PROJECT SCHEDULE
267
1 REQUEST FOR PROPOSALS (RFP) FOR SOLVANG

COMPREHENSIVE EMERGENCY PLANNING SERVICES

FOCUS POINT EMERGENCY MANAGEMENT CONSULTING

SERVICES RESPONSE
Prepared by:

Fay A. Glass / CEO - President
268
2 Contents
A. Cover Letter.............................................................................................................................4 B. Qualification Statements: .......................................................................................................6 Personnel and Qualifications: .....................................................................................................6 Team and Organizational Structure: ...........................................................................................8 Organizational Structure and Team Roles:..................................................................................8 Team Experience Collectively: ....................................................................................................9 Client References: .....................................................................................................................10 C. Project Approach, Management Approach/Subjective Statements.....................................12 Project Understanding:.............................................................................................................12 Project Approach by Phase:......................................................................................................12 Phase 0: Project Kickoff & Document Review (Month 1)......................................................12 Phase 1: Emergency Operations Plan (EOP) Update & EOC Inventory (Months 1–8) ..........13 Phase 2: Continuity of Operations Plan (COOP) Development (Months 6–12)....................14 Phase 3: Emergency Staff Training & Exercises (Months 12–18)..........................................15 Phase 4: Public & Interagency Engagement (Months 1–18, Ongoing)................................15 Optional Phase 5: EOC Design Consultation .........................................................................16 Solvang Comprehensive Emergency Planning Services – Project Gantt Chart.....................17 Visual Layout:........................................................................................................................17 Internal Project Management Methods: ..............................................................................17 Integration of Federal and State Requirements:...................................................................18 Tailored Approach for Solvang:.............................................................................................18 Team Qualifications:..............................................................................................................19 Key Personnel:......................................................................................................................19 Qualification Statement – FPEM Consulting Services...........................................................22 Relevant Project Experience.................................................................................................22 Schedule – City of Solvang Comprehensive Emergency Planning Services..........................25 Proposed Delivery Strategy...................................................................................................26 Cost Structure & Narrative – City of Solvang Comprehensive Emergency Planning Services ..............................................................................................................................................27 Attachment A - SAMPLE City of Solvang Professional Services Agreement..................................31 Attachment B – Insurance Requirements.....................................................................................32 Attachment B – Insurance Requirements - Auto ..........................................................................33 Attachment C – Campaign Disclosure Form..................................................................................34 Attachment D - Staff Resumes......................................................................................................35 Attachment E: Acknowledgement of Receipt – Addendum 1 & 2................................................40 269
3 Thank You...........................................................................................................................41 270
4 A. Cover Letter
September 22, 2025
To: City of Solvang
Attn: Olivia Uribe Mutal
1644 Oak Street
Solvang, CA 93463
Email: [email protected]
From: Focus Point Emergency Management Consulting Services 16155 Sierra Lakes Parkway #160-715
Fontana, CA 92336
Email: [email protected]
Phone: (909) 553-1290
Dear Ms. Uribe Mutal,
On behalf of Focus Point Emergency Management Consulting Services (FPEM Consulting), I am pleased to submit our proposal for Comprehensive Emergency Planning Services in response to the City of Solvang’s Request for Proposals.

FPEM Consulting is a California-based, minority female-owned firm with over 30 years of combined experience in emergency management, continuity planning, and stakeholder engagement. We specialize in delivering FEMA- and Cal OES-compliant planning tools, customized training programs, and actionable strategies that empower local governments to prepare, respond, and recover effectively.

We are committed to providing high-quality service—on time and within budget and have a proven record of success with municipalities across California. Our proposal includes all required forms, a detailed work plan, staffing qualifications, and supporting documentation that demonstrate our understanding of Solvang’s unique risk profile and operational needs.

We acknowledge receipt of all addenda issued in connection with this RFP and affirm our readiness to collaborate with City staff, elected officials, and community stakeholders throughout the project lifecycle.

Please direct all correspondence regarding this proposal to:

Fay A. Glass, CEO/President
Focus Point Emergency Management Consulting Services
16155 Sierra Lakes Parkway #160-715
271
5 Fontana, CA 92336
Phone: (909) 553-1290
Email: [email protected]
If you have any questions or require additional information, please do not hesitate to contact me directly. We appreciate the opportunity to support the City of Solvang in strengthening its emergency preparedness and resilience, and we look forward to the possibility of working together.

Sincerely,
Fay A. Glass, CEO/President
Focus Point Emergency Management Consulting Services LLC 16155 Sierra Lakes Parkway #160-715
Fontana, CA 92336
Phone: (909) 553-1290
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6 B. Qualification Statements:

Personnel and Qualifications:

Focus Point Emergency Management Consulting Services (FPEM Consulting) brings together an experienced and credentialed team with a proven history in emergency planning, continuity of operations, stakeholder engagement, and project management. Our personnel have successfully led and supported projects across California that mirror the scope and complexity of Solvang’s Comprehensive Emergency Planning Service’s needs. Together, the FPEM team offers a balanced blend of strategic leadership, technical expertise, administrative support, and community engagement.

Fay A. Glass, President & Project Manager
Ms. Fay A. Glass serves as President and Project Manager for FPEM Consulting, bringing over 30 years of combined experience in emergency management, continuity planning, disaster preparedness, and public sector coordination. She holds a Master of Arts in Management and a Bachelor of Science in Business Management and is a certified Emergency Management Specialist through the California Specialized Training Institute (CSTI). Additionally, Ms. Glass has completed the FEMA Professional Development Series, further underscoring her expertise in disaster operations, planning, and recovery.

Ms. Glass has experience of local government at the city, county, state, and federal levels, providing her with a comprehensive understanding of intergovernmental collaboration and compliance requirements:
• City-Level: Coordinated directly with municipal emergency managers, law enforcement, and city departments to develop evacuation procedures, sheltering plans, and continuity operations.
• County-Level: Partnered with county emergency services and human services agencies to design regional evacuation frameworks and conduct multi-jurisdictional planning initiatives.
• State-Level: Collaborated with the California Governor’s Office of Emergency Services (Cal OES) on plan alignment, hazard mitigation strategies, and state emergency preparedness standards.
• Federal-Level: Applied FEMA guidance, standards, and training to ensure local emergency plans meet federal requirements for compliance and funding eligibility.

As Project Manager, Ms. Glass provides strategic oversight, ensures compliance with FEMA and Cal OES standards, and serves as the primary liaison with City of Solvang stakeholders. She will guide all phases of the project, from risk assessments and stakeholder engagement to planning development, training, and exercises. Her leadership ensures Solvang’s emergency plans will be comprehensive, actionable, and adaptable to evolving risks and hazards.

Carolyn Glass, Project Coordinator
Ms. Carolyn Glass brings strong project coordination and administrative management skills that support seamless project delivery for FPEM. She is responsible for day-to-day project administration, including budget management, payroll processing, invoice tracking, and logistical coordination of meetings, workshops, and training events. In addition, she manages scheduling, 273
7 stakeholder communications, and ensures the timely preparation of project documents and deliverables.

Ms. Glass also oversees FPEM’s outreach platforms, including the firm’s presence on Facebook, Twitter, Instagram, and LinkedIn, ensuring professional communications and stakeholder engagement. She has with extensive knowledge and application of ICS, SEMS, and NIMS principles, enhancing her understanding of disaster operations and emergency management fundamentals. With a sharp eye for detail, Ms. Glass facilitates precise task execution and optimizes efficiency, thereby contributing to the seamless progression of every phase within the project.

Torrie Lozano, Administrative Coordinator
Ms. Torrie Lozano is a seasoned public service professional with over 20 years of experience in local government, bringing a strong background in contract compliance, auditing, program oversight, and emergency management support. She has successfully conducted compliance audits, led RFP evaluations, and monitored work order performance to ensure strict adherence to regulatory standards and organizational policies.

Her expertise includes interpreting and applying Federal, State, and County regulations, preparing and delivering presentations for diverse stakeholder groups, and serving as a trusted liaison between city residents, elected officials, and local, state, and federal agencies. Ms. Lozano has played an integral role in coordinating projects that require cross-jurisdictional collaboration, ensuring accountability and transparency in program execution.

In addition to her administrative and compliance experience, Ms. Lozano possesses knowledge of emergency management principles, with a solid understanding and application of the Incident Command System (ICS), Standardized Emergency Management System (SEMS), and National Incident Management System (NIMS). She supports planning, training, and coordination efforts that align with federal, state, and local emergency management standards, strengthening organizational preparedness and operational readiness.

Her effective communication, organizational, and analytical skills allow her to manage complex programs while fostering collaboration among diverse stakeholders. Ms. Lozano’s dedication to public service, coupled with her emergency management knowledge, ensures she brings added value to initiatives that prioritize community safety, resilience, and regulatory compliance.

Sindya Zuniga, Administrative Coordinator & Communications Specialist Ms. Sindya (“Sindy”) Zuniga is a versatile administrative and communications professional with a growing specialization in emergency management. At FPEM Consulting, she plays a vital role in project communications and community engagement, particularly through the development of FPEM’s monthly newsletter, stakeholder updates, and social media presence. Her work ensures consistent, clear, and engaging messaging that supports both internal coordination and external outreach for emergency planning projects.

Over the past year, Ms. Zuniga has contributed to administrative coordination, content development, and marketing strategies that expand the reach and impact of FPEM’s emergency preparedness initiatives. She integrates her communications expertise with a strong understanding of emergency management frameworks, applying knowledge of the Incident Command System (ICS), Standardized Emergency Management System (SEMS), and the National Incident Management System (NIMS) to ensure all outreach and coordination efforts align with federal, state, and local standards.
274
8 Her expertise includes newsletter writing and design, content editing, email marketing, event coordination, and stakeholder engagement. She is proficient in Microsoft Office Suite, Canva, Mailchimp, and Google Workspace, and demonstrates the ability to manage multiple priorities while maintaining accuracy and timeliness in support of complex emergency management projects.

Ms. Zuniga is pursuing a Bachelor of Science in Business Administration at California State University, San Bernardino. Her creativity, organizational expertise, and understanding of ICS, SEMS, and NIMS make her an asset to Solvang’s emergency planning, ensuring stakeholder engagement is clear and compliant.

Smart Hire, Virtual Administrative Support Partner
Smart Hire supplements the FPEM team with dedicated virtual administrative services, including data entry, document formatting, research support, and internal tracking. This partnership allows the project team to maintain efficiency, accuracy, and responsiveness throughout the project lifecycle. By leveraging Smart Hire’s expertise, FPEM ensures that deliverables are professionally prepared, deadlines are met, and staff capacity remains focused on high-value project tasks.

Team and Organizational Structure:

Lead Firm: Focus Point Emergency Management Consulting Services (FPEM Consulting) Focus Point Emergency Management Consulting Services, LLC (FPEM Consulting), established in 2016, is a minority woman-owned firm based in Southern California specializing in emergency management, disaster preparedness, continuity of operations, and stakeholder engagement. With over 30 years of combined experience, FPEM has successfully developed emergency operations and evacuation plans for municipalities, private organizations, utilities, and community associations. The firm has earned a reputation for delivering high-quality, compliant, and actionable plans that strengthen resilience and protect communities.

For the City of Solvang Comprehensive Emergency Planning Services project, FPEM Consulting will serve as the prime contractor, holding full responsibility for project management, plan development, stakeholder coordination, compliance, and deliverable completion.

Organizational Structure and Team Roles:

FPEM Consulting Services has assembled a highly skilled and experienced project team designed to ensure accountability, efficiency, and seamless delivery of services. Our organizational structure promotes clear lines of responsibility, robust quality assurance, and effective stakeholder collaboration.

Fay A. Glass – President & Project Manager
Ms. Glass brings over 30 years of combined emergency management experience and provides executive leadership, strategic oversight, and quality assurance for the project. She ensures all deliverables align with FEMA, Cal OES, and local government standards, serving as the primary client liaison. Ms. Glass leads to stakeholder engagement, facilitates collaborative planning processes, and drives the project to timely and successful completion.

Carolyn Glass – Project Coordinator
275
9 Ms. Glass oversees administrative, logistical, and operational functions of the project. She oversees budgets, schedules, workshops, and documentation. She ensures milestones are met, workshops are executed smoothly, and reporting is accurate, comprehensive, and on time.

Torrie Lozano – Administrative Coordinator
Ms. Lozano contributes expertise in compliance, regulatory interpretation, and contract oversight, ensuring the plan meets both statutory and audit-ready requirements. She provides critical input into plan development with an emphasis on regulatory alignment, risk reduction, and continuity of operations strategies.

Sindya Zuniga – Administrative Coordinator & Communications Specialist Ms. Zuniga leads project communications, community engagement, and stakeholder messaging.

She develops newsletters, outreach materials, and engagement content to ensure consistent, professional, and accessible communication. Her ability to translate complex emergency management information into community-focused messaging strengthens stakeholder participation and public awareness.

Smart Hire – Virtual Administrative Support Partner
Smart Hire provides flexible, scalable support to the project team, handling data entry, document formatting, and internal tracking functions. Their contributions improve efficiency, maintain document accuracy, and allow the project team to remain agile and responsive throughout the project lifecycle.

Resource Allocation & Focus
FPEM’s organizational structure strategically aligns staff expertise to maximize project outcomes:
• Project Management & Plan Development (60%) – Led by Fay A. Glass, with compliance and continuity support from Torrie Lozano.
• Administrative Coordination & Logistics (20%) – Managed by Carolyn Glass, with operational support from Smart Hire.
• Stakeholder Engagement & Communications (20%) – Directed by Fay A. Glass and executed by Sindya Zuniga.

Team Experience Collectively:

The FPEM team has a proven record of delivering comprehensive emergency plans across public, private, and nonprofit sectors. Key relevant projects include:
• Poblano Energy Storage System (BESS) Emergency Operation Plan (EOP) – City of Rialto
FPEM developed an Emergency Operations Plan for a utility-scale battery energy storage facility. This project required technical hazard identification, response protocols for unique energy-related risks, and coordination with city officials and first responders.

Deliverables aligned with FEMA and industry standards, demonstrating FPEM’s ability to adapt planning to specialized infrastructures.
• Emergency Operations & Evacuation Plan – CZ Master Association (Coto de Caza Community)
FPEM is developing a comprehensive Emergency Operations and Evacuation Plan for a large-scale residential community. This project required direct engagement with 276
10 homeowners’ association leadership, security contractors, law enforcement, and residents.

The team facilitated risk assessments, designed evacuation strategies, and established communication and sheltering protocols tailored to a unique, private community environment.
• Tri-Cities Regional Evacuation Plan – Cities of Moorpark, Simi Valley, and Thousand Oaks
FPEM successfully managed a multi-jurisdictional project involving three municipalities and Ventura County agencies. The project required extensive stakeholder workshops, collaborative task forces, and the integration of GIS mapping into regional evacuation strategies. The completed plan improved interoperability, clarified roles, and created a unified framework for regional response and evacuation.

Collectively, these projects demonstrate the team’s ability to:
• Manage multi-stakeholder and multi-jurisdictional planning efforts. • Address both public sector and private/community sector need. • Develop actionable plans that align with FEMA, Cal OES, and local standards. • Ensure deliverables are practical, compliant, and sustainable over time.

Client References:

Project: Poblano Energy Storage System (BESS) Emergency Operations Plan (EOP) • Organization: EPC Services
• Address: 10851 North Black Canyon Highway, Suite 620, Phoenix, AZ 85029 • Telephone: (480) 356-0747
• Contact: Ken Penney – [email protected]
• Project Description: FPEM Consulting was contracted to develop an Emergency Operations Plan for the Poblano Battery Energy Storage System located in the City of Rialto. The project required coordination with energy sector stakeholders, City officials, and emergency services to address risks unique to battery energy storage facilities. The EOP provides guidance for hazard identification, response protocols, evacuation procedures, and recovery actions specific to large-scale energy storage operations.

Deliverables were designed to align with FEMA, Cal OES, and industry best practices, ensuring a safe and coordinated response framework.
• Status: Completed
• Amount: $45,000
Project: Emergency Operations & Evacuation Plan (EOP) – CZ Master Association, Coto de Caza Community
• Organization: CZ Management (Via Coto de Caza)
• Address: 30021 Tomas Suite 100, Rancho Santa Margarita, CA 92688 • Telephone: (949) 504-5693
• Contact: Andy Larkin – [email protected]
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11 • Project Description: FPEM Consulting partnered with the CZ Master Association to develop a comprehensive Emergency Operations and Evacuation Plan for the Coto de Caza community. The project included extensive stakeholder engagement with community leaders, security services, and local law enforcement (CHP and Orange County Sheriff’s Department). FPEM facilitated workshops, conducted risk assessments, and began drafting plan components covering disaster response, evacuation routes, sheltering, and communication protocols. Once finalized, this plan will serve as a critical tool for HOA leadership and residents, enhancing the safety and resilience of a unique and expansive community.
• Status: In-progress Stage
• Amount: $20,000
Project: Tri-Cities Regional Evacuation Plan – Cities of Moorpark, Simi Valley, and Thousand Oaks
• Organization: City of Moorpark – Roger Pichardo
• Address: 799 Moorpark Ave, Moorpark, CA 93021
• Telephone: (805) 517-6200
• Contact: [email protected]
• Project Description: FPEM Consulting successfully developed a Regional Evacuation Plan for the Tri-Cities of Moorpark, Simi Valley, and Thousand Oaks. This complex project involved coordinating with three municipalities, Ventura County agencies, and regional partners to establish unified evacuation strategies. FPEM facilitated working groups, task force meetings, site visits, and stakeholder workshops to gather insights and ensure alignment across jurisdictions. The final plan includes detailed GIS mapping, resource coordination strategies, shelter/mass care planning, and clear evacuation protocols. This project demonstrated FPEM’s ability to manage multi-jurisdictional planning efforts and deliver a product that enhances safety, interoperability, and resilience. • Status: Completed
• Amount: $80,000
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12 C. Project Approach, Management Approach/Subjective
Statements
Project Understanding:

The City of Solvang requires a comprehensive, phased emergency planning initiative that strengthens preparedness across the full spectrum of emergency management—planning, continuity, training, operational capacity, and community engagement. As a tourism-driven city, Solvang faces distinct challenges, including a high volume of transient visitors unfamiliar with local evacuation procedures, rural evacuation routes with limited capacity, and the need for seamless coordination with county, regional, and state partners during a crisis.

Focus Point Emergency Management Consulting Services (FPEM) understands these dynamics and is prepared to deliver tailored, high-quality solutions. Our approach is rooted in FEMA CPG 101 v3.0 standards, Cal OES guidance, SEMS/NIMS frameworks, HSEEP compliance, and ADA accessibility requirements while also ensuring all materials meet WCAG 2.1 AA and Section 508 standards. This ensures that emergency planning documents, training resources, and communication strategies are inclusive, compliant, and accessible to the widest possible audience.

To maximize efficiency and collaboration, FPEM leverages secure, cloud-based tools such as JotForm for structured data collection, SharePoint for document management and controlled stakeholder access, and SurveyMonkey for post-training evaluations and community feedback.

These platforms provide scalability, transparency, and streamlined communication throughout the project lifecycle.

Our methodology blends technical expertise with stakeholder facilitation to produce deliverables that are not only compliant, but actionable, user-friendly, and scalable to Solvang’s specific operating environment. Each phase will emphasize practical application, from tabletop exercises to continuity planning and community engagement strategies, ensuring Solvang is prepared for both day-to-day readiness and large-scale emergencies.

FPEM’s commitment is to provide the City with a comprehensive, accessible, and sustainable emergency management program that builds internal capacity, strengthens regional coordination, and enhances resilience for both residents and visitors.

Project Approach by Phase:

Phase 0: Project Kickoff & Document Review (Month 1)
This foundational phase establishes alignment, transparency, and readiness, ensuring a strong framework for all subsequent work. FPEM will ground its approach in FEMA CPG 101 v3.0 standards, Cal OES guidance, SEMS/NIMS frameworks, HSEEP compliance, and ADA accessibility requirements, while also ensuring that all materials and tools are fully WCAG 2.1 AA/Section 508 compliant for inclusivity and accessibility.

Key Activities
• Kickoff Meeting – Convene with City leadership, department heads, and key stakeholders to confirm project scope, roles, responsibilities, communication protocols, and success measures.
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13 • Collaboration Infrastructure – Deploy a secure SharePoint portal for centralized document management, version control, milestone tracking, and transparent communication with stakeholders.
• Data Collection – Utilize custom JotForm surveys to capture departmental input on essential functions, staffing, resources, and operational priorities, ensuring data is structured, exportable, and easy to analyze.
• Baseline Review – Conduct a thorough review of existing plans (EOP, COOP, annexes, hazard analyses, city planning documents) to identify strengths, gaps, and compliance issues relative to FEMA, Cal OES, SEMS/NIMS, and ADA standards. • Project Work Plan – Deliver a detailed roadmap outlining timelines, deliverables, engagement strategies, and performance measures to guide project execution with precision.
• Stakeholder Engagement Feedback – Implement SurveyMonkey to gather structured feedback from City staff and partners after the kickoff, ensuring continuous alignment and responsiveness to stakeholder needs.

Added Value
By integrating SharePoint for collaboration, JotForm for structured data collection, and SurveyMonkey for stakeholder evaluation, FPEM reduces administrative burden on City staff while enhancing efficiency, transparency, and accountability. This approach builds trust early, incorporates all perspectives, and establishes a solid foundation for accessible, compliant, and actionable emergency planning tailored to the City’s operational environment.

Phase 1: Emergency Operations Plan (EOP) Update & EOC Inventory (Months 1–8) FPEM will deliver a modernized, FEMA- and Cal OES-compliant Emergency Operations Plan (EOP) designed for practical usability under real-world conditions. This phase ensures the City of Solvang achieves both regulatory compliance and operational readiness, with a plan that is accessible, actionable, and fully department owned.

Key Activities
• Localized THIRA – Conduct a Threat and Hazard Identification and Risk Assessment tailored to Solvang’s hazard profile, including wildfire, flooding, public safety power shutoffs (PSPS), utility disruption, and mass evacuation challenges. • Legislative Integration – Update the City’s 2014 EOP to incorporate current state requirements (SB 160, AB 477, AB 2311) as well as FEMA CPG 101 v3.0, SEMS/NIMS, Cal OES, HSEEP compliance, and ADA accessibility standards. • Streamlined Annexes – Review, reorganize, and modernize the City’s existing annexes into concise, department-driven, and action-oriented resources. Annexes will be updated and expanded based on stakeholder input to include:
o Wildfire Annex
o Public Safety Power Shutoff (PSPS) Annex
o Flooding Annex
o Mass Care Annex
o Evacuation Annex
o Public Information Annex
All annexes will be WCAG 2.1 AA/Section 508 compliant, ensuring accessibility for all staff and community stakeholders.
• Engagement Workshops – Facilitate monthly workshops with department leads and key stakeholders to validate and refine content, ensuring collaboration, ownership, and practical alignment.
• Operational Tools – Develop activation checklists, decision matrices, and quickreference guides to make the EOP an operational manual, not just a compliance document. 280
14 • EOC Assessment – Conduct a comprehensive Emergency Operations Center (EOC) inventory covering layout, equipment, software, staffing models, and technology requirements.
• Gap Analysis Report – Deliver a prioritized report identifying gaps in capability and compliance, with recommendations, cost estimates, and potential funding strategies.

Added Value
This phase moves far beyond static plan writing. By integrating current annexes, building operational tools, applying accessibility standards, and capturing stakeholder input, FPEM ensures the EOP is a living, functional document. It equips staff with the tools and confidence to respond effectively during emergencies while ensuring the City of Solvang remains aligned with local, state, and federal best practices.

Phase 2: Continuity of Operations Plan (COOP) Development (Months 6–12) FPEM will design and deliver a scalable, department-driven Continuity of Operations Plan (COOP) that ensures Solvang can maintain essential functions and services during and after any disruption. This phase focuses on operational resilience, interdepartmental ownership, and compliance with FEMA COOP guidance.

Key Activities
• Business Impact Analysis (BIA) & Risk Assessment (RA): Conduct a comprehensive BIA and RA for each department to identify critical functions, potential vulnerabilities, resource dependencies, and the operational impacts of various hazard scenarios. This ensures the COOP is data-driven, risk-informed, and aligned with city priorities. • Departmental Data Collection – Leverage secure digital tools (e.g., JotForm) to gather critical service data, including essential functions, alternate facilities, vital records, IT dependencies, staffing structures, and succession planning. • Facilitated COOP Workshops – Conduct structured scenario-based workshops with department leaders to develop customized, actionable COOP strategies that reflect realworld operational realities. • Continuity Protocols Development – Document IT disaster recovery strategies, vital records protection procedures, staff notification and communication protocols, and continuity of leadership measures.
• Comprehensive COOP Deliverable – Provide a citywide COOP featuring embedded departmental templates, step-by-step recovery checklists, reconstitution procedures, and a clear framework for activating continuity protocols during prolonged disruptions. • Integration with EOP Framework – Align the COOP with FEMA Continuity Guidance Circulars (CGC), HSEEP principles, SEMS/NIMS standards, and the City’s Emergency Operations Plan (EOP) to ensure seamless activation and cross-plan interoperability.

Added Value
This phase goes beyond compliance by building institutional resilience and protecting the continuity of government operations. By safeguarding critical services, Solvang will be equipped to sustain public trust, maintain essential community lifelines, and ensure continuity of governance even under extended crisis conditions.
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15 Phase 3: Emergency Staff Training & Exercises (Months 12–18) FPEM Consulting Services will lead Phase 3 to ensure Solvang’s emergency personnel are fully prepared to implement the Emergency Operations Plan (EOP) and Continuity of Operations Plan (COOP). Our approach combines best-practice training methodologies with advanced collaboration and evaluation tools to maximize effectiveness and long-term impact. • Customized, Section-Specific Training Programs: FPEM will develop ICS/NIMS/SEMS-aligned curricula tailored to Solvang’s organizational structure, including interactive presentations, practical job aids, and quick-reference tools. Training will be delivered role-specifically to all EOC sections:
o Command Staff: Executive leadership, policy direction, and high-pressure decision-making.
o Operations Section: Field coordination, resource deployment, and situational awareness.
o Planning Section: Incident action planning, information management, and documentation.
o Logistics Section: Resource procurement, facility support, and communication systems management.
o Finance/Administration Section: Cost tracking, contracts, timekeeping, and reimbursement documentation.
• Scenario-Based Tabletop Exercises (TTX): Facilitate realistic exercises simulating Solvang’s highest-risk hazards, such as wildfire evacuations during peak tourism or extended power outages. Staff will apply learned concepts in realistic operational scenarios to strengthen coordination and decision-making. • Evaluation, After-Action Review (AAR), and Continuous Improvement: FPEM will implement structured evaluation using attendance logs, performance tracking, and postexercise assessments collected via JotForm and SurveyMonkey. Following exercises, we will conduct formal AAR sessions to capture lessons learned and develop actionable improvement plans, promoting a continuous cycle of operational enhancement. • Collaboration and Data Management: By integrating SharePoint, all training materials, exercise documentation, and improvement plans will be stored centrally for secure, accessible, and collaborative use across departments. • Added Value – Sustainable Training: FPEM will provide templates and reusable modules that City staff can adapt for future sessions, reducing dependency on external consultants while ensuring long-term, self-sufficient preparedness.

Through these strategies, FPEM guarantees that Solvang’s emergency staff will be confident, competent, and fully prepared to respond effectively to any emergency scenario, with measurable outcomes and sustainable tools supporting ongoing resilience.

Phase 4: Public & Interagency Engagement (Months 1–18, Ongoing) FPEM Consulting Services will lead Phase 4 to ensure Solvang’s emergency planning process is inclusive, transparent, and regionally integrated, building both community trust and interagency cohesion. This phase focuses on initiative-taking outreach, collaboration, and technology-driven engagement to enhance preparedness and resilience.
• Council & Community Engagement: Develop and deliver tailored briefings, talking points, and outreach materials for residents, businesses, and tourists. Communication strategies will be culturally sensitive and accessible, ensuring all stakeholders understand their roles in emergency preparedness and response.
• Regional Coordination: Collaborate closely with Santa Barbara County OES, local law enforcement, fire agencies, and mutual aid partners to ensure Solvang’s plans align with 282
16 regional protocols and best practices. This integration enhances operational interoperability and strengthens cross-jurisdictional emergency response capabilities. • Technology-Enhanced Public Safety Communication: Incorporate the Genasys alerting platform and advanced evacuation tools to deliver timely, targeted notifications, improving situational awareness and community safety during emergencies. • Community Events & Stakeholder Feedback: Host town halls, workshops, and interagency planning sessions, leveraging JotForm for RSVPs, structured feedback collection, and follow-up engagement. This approach ensures that planning is informed by community input and that stakeholders remain actively engaged throughout the process.
• Added Value – Bridging Planning and Public Trust: By combining technical expertise, regional coordination, and community-centered engagement, FPEM ensures Solvang’s residents, businesses, and visitors are informed, invested, and confident in the City’s preparedness efforts. This phase transforms emergency planning from a technical requirement into a shared, sustainable community initiative.

Optional Phase 5: EOC Design Consultation
Optional Phase 5: Emergency Operations Center (EOC) Design Consultation If authorized, FPEM Consulting Services will provide Solvang with expert guidance to ensure the new City Hall EOC is designed for operational efficiency, resilience, and long-term adaptability.

This optional phase integrates industry’s best practices, national standards, and user-centered design principles to optimize functionality and readiness. • Concept and Layout Review: Conduct a detailed analysis of proposed architectural plans and floor layouts to ensure efficiency, functionality, workflow optimization, and compliance with NIMS/SEMS standards. Recommendations will focus on operational effectiveness, staff accessibility, and multi-hazard adaptability. • Best Practices and Standards Alignment: Provide evidence-based recommendations for EOC layout, technology integration, communications infrastructure, and accessibility features, referencing national guidelines and FEMA-approved EOC design criteria. • Collaborative Design Input: Participate in design team workshops and coordination meetings to align architectural and operational requirements, ensuring that the facility supports real-world emergency response workflows and interdepartmental coordination. • Technical Memorandum Deliverable: Produce a comprehensive memorandum summarizing all findings, recommendations, and phased implementation guidance. This document will serve as a practical roadmap for EOC design, future upgrades, and operational continuity.
• Added Value – Future-Proofed Emergency Infrastructure: By leveraging FPEM’s expertise, Solvang will gain a purpose-built EOC that enhances operational performance, inclusivity, and resilience, ensuring the facility meets current and evolving emergency management needs while maximizing return on investment. 283
17 Solvang Comprehensive Emergency Planning Services – Project Gantt Chart Visual Layout:

Phase Duration Timeline (M1–M18)
Phase 0: Kickoff &
Document Review 1 month
Phase 1: EOP Update
& EOC Inventory 8 months
Phase 2: COOP
Development 7 months
Phase 3: Staff
Training & Exercises 7 months
Phase 4: Public &
Interagency
Engagement
18 months
Optional Phase 5:

New City Hall EOC
Design
3 months
Color Legend:
• = Phase 0: Kickoff & Document Review
• = Phase 1: EOP Update & EOC Inventory
• = Phase 2: COOP Development
• = Phase 3: Staff Training & Exercises
• = Phase 4: Public & Interagency Engagement
• = Optional Phase 5: EOC Design Consultation
Internal Project Management Methods:

Focus Point Emergency Management Consulting (FPEM) employs rigorous internal project management processes to ensure timely, high-quality, and fully coordinated project execution. Key methods include:
• Schedule Control: All project activities are tracked using Microsoft Project, providing a detailed timeline of milestones, deliverables, and dependencies. Weekly assessments of progress are conducted, with monthly reports submitted to the City for coordination and issue resolution.
• Quality Assurance: Every delivery undergoes a multi-level internal review for accuracy, operational relevance, and adherence to federal, state, and local standards. Peer review and cross-team verification are embedded throughout each phase to maintain excellence. • Communication Protocols: A single point of contact, Fay A. Glass, Project Manager, leads all client communications. Weekly progress updates, bi-weekly coordination meetings, and a secure SharePoint portal enable efficient information sharing, version control, and transparency.
• Stakeholder Coordination: FPEM integrates stakeholder input at every stage, engaging department heads, public safety officials, and community partners through surveys, workshops, and targeted interviews to ensure plans are actionable and widely supported. 284
18 Integration of Federal and State Requirements:

FPEM Consulting Services ensures all deliverables meet the highest standards of federal and state emergency management guidance while maintaining full accessibility and inclusivity in accordance with WCAG 2.1 AA and Section 508 standards. This approach guarantees that Solvang’s emergency planning, training, and operational documents are legally compliant, operationally effective, and accessible to all stakeholders. • FEMA CPG 101 v3.0 Compliance: EOP updates and COOP development will strictly follow FEMA’s guidance, producing scalable, hazard-informed plans that are fully integrated with ICS, SEMS, and NIMS frameworks. Plans will be structured for clear activation procedures, measurable outcomes, and audit-readiness. • Cal OES Standards: All deliverables will incorporate California-specific legislation, including SB 160, AB 477, and AB 2311, ensuring both legal compliance and operational relevance in local emergency management practices.
• ADA Accessibility & Inclusive Design: All planning documents, training materials, and public-facing resources will be created in ADA-compliant formats to guarantee equitable access for staff, residents, and visitors. This includes clear documentation, structured workflows, and accessible digital tools to enhance engagement and comprehension. • Measurable Outcomes & Accountability: FPEM will implement structured evaluation tools to track compliance, accessibility, and usability, providing documented evidence for audit readiness and continuous improvement.

This framework ensures Solvang’s emergency management efforts are compliant, inclusive, operationally robust, and prepared for both internal and external evaluation, strengthening public trust and organizational resilience.

Tailored Approach for Solvang:

Recognizing Solvang’s unique characteristics, a small, tourism-driven city with high visitor volumes, limited evacuation corridors, and complex interagency response structures FPEM’s approach is customized to deliver practical, operationally relevant solutions:
• Tourism-Specific Preparedness: Plans integrate evacuation strategies and messaging tailored for seasonal visitors, hospitality businesses, and high-density events, ensuring clarity and safety for transient populations.
• Evacuation-Constrained Operations: Emergency procedures and decision matrices account for narrow roadways, traffic chokepoints, and rural access routes, providing realistic, actionable guidance for first responders and city staff. • Interagency Integration: FPEM coordinates closely with Santa Barbara County OES, local law enforcement, fire departments, and regional partners, ensuring response activities are harmonized and jurisdictional roles are clearly defined. • Scalable and Sustainable Solutions: All plans, training modules, and exercises are designed for repeat use, adaptability to evolving hazards, and continuous improvement, ensuring long-term value for Solvang’s emergency management program.

Summary: FPEM’s combined expertise in municipal emergency management, stakeholder engagement, compliance adherence, and operationally practical planning ensures that the City of Solvang will receive high-quality, actionable, and sustainable emergency preparedness solutions, tailored to its unique community and operational needs. 285
19 Team Qualifications:

Focus Point Emergency Management Consulting (FPEM) brings a highly qualified, experienced, and credentialed team capable of delivering the City of Solvang’s Comprehensive Emergency Planning Services with precision, compliance, and operational effectiveness. Each team member combines technical expertise, firsthand municipal experience, and strong project management skills. All staff have successfully completed FEMA’s Professional Development Series, ensuring consistent knowledge of federal preparedness standards and best practices.

Key Personnel:

Fay A. Glass – President & Project Manager
• Qualifications & Credentials: Master of Arts in Management, Bachelor of Science in Business Management, FEMA Professional Development Series, CSTI Emergency Management Specialist. Extensive knowledge and practical application of ICS, SEMS, and NIMS principles, ensuring that all emergency management activities, plans, and exercises adhere to federal, state, and local regulatory frameworks. Skilled in integrating ADA accessibility requirements, SB 160, AB 477, and AB 2311 mandates into operational planning and training programs.
• Role: Fay serves as the primary project lead for the City of Solvang Comprehensive Emergency Planning Services, overseeing all phases of the project from kickoff to final deliverables. She provides strategic guidance and ensures quality assurance at every stage, maintaining strict adherence to FEMA, Cal OES, ICS, NIMS, and SEMS standards. As the City’s principal liaison, she coordinates directly with elected officials, department heads, emergency personnel, and external agencies to ensure collaborative decisionmaking, stakeholder alignment, and operational readiness. She also oversees the development of Emergency Operations Plans (EOP), Continuity of Operations Plans (COOP), staff training modules, tabletop exercises, and public engagement initiatives. • Experience: With over 30 years of experience in emergency management, Fay has successfully led municipal, county, and regional planning initiatives that required complex interagency coordination and compliance with federal and state regulations. Key projects include:
o Tri-Cities Regional Evacuation Plan: Directed a multi-jurisdictional evacuation planning effort covering Moorpark, Simi Valley, and Thousand Oaks, integrating GIS mapping, stakeholder workshops, and public communication strategies. o Coto de Caza Emergency Operations & Evacuation Plan: Developed comprehensive EOPs and evacuation protocols for a large residential community with intricate access and egress challenges.
o Poblano BESS Emergency Operations Plan – City of Rialto: Oversaw planning for a critical energy storage system, including risk assessment, emergency response coordination, and continuity of operations planning. o Community Resilience & Grant Management: Successfully identified and secured funding for emergency management initiatives, delivering programs that enhanced community preparedness, staff training, and interagency coordination. • Key Competencies:
o Advanced project management and leadership in emergency management initiatives.
o Expertise in stakeholder engagement, interagency coordination, and public communication.
o Development and execution of scenario-based training and tabletop exercises for municipal staff and EOC responders.
o Integration of best practices in risk assessment, hazard mitigation, mass-care and shelter planning, and continuity planning.
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20 o Strong fiscal management, including budget oversight and grant administration. • Added Value for the City of Solvang: Fay’s deep experience with small, tourism-driven municipalities facing constrained evacuation corridors and seasonal population surges ensures that all plans are practical, actionable, and scalable. Her leadership keeps the City's emergency preparedness in line with standards, ready for action, and connected with the community to support ongoing resilience.

Carolyn Glass – Project Coordinator
• Qualifications & Credentials: Bachelor of Science in Business Administration; experience in project coordination, logistics, and administrative support for emergency management initiatives. Knowledgeable in ICS, SEMS, NIMS principles, and local, state, and federal emergency management compliance standards.
• Role: Carolyn serves as Project Coordinator for the City of Solvang Comprehensive Emergency Planning Services. She provides administrative and operational support for all phases of the project, which includes budget tracking, scheduling, documentation, database management, and coordinating workshops and training exercises. She manages logistical aspects of meetings, exercises, and stakeholder engagement activities, coordinating timelines, resources, and deliverables to meet project objectives. • Experience:
o Managed project timelines, budgets, and resources for multi-phase municipal emergency planning projects.
o Conducted risk assessments and coordinated with internal and external stakeholders to develop and implement emergency response plans. o Oversaw administrative operations including payroll, accounts payable, file management, travel coordination, and social media content creation to enhance public engagement.
o Supported emergency preparedness initiatives for municipalities and community organizations, ensuring compliance with regulatory requirements and continuity of operations standards.
• Key Competencies:
o Project administration and logistics management.
o Database and documentation management.
o Workshop and training coordination.
o Stakeholder communication and reporting.
o Risk assessment support and operational readiness.
• Added Value for the City of Solvang: Carolyn organizes and manages administration to keep emergency planning on schedule and within budget. Her diligence, ability to manage complex tasks, and experience in municipal emergency operations strengthen the efficiency, coordination, and documentation of the City’s preparedness programs. 287
21 Torrie Lozano – Administrative Coordinator
• Qualifications & Credentials: Bachelor of Science in Business Administration – Accounting; extensive knowledge of emergency management principles, ICS, SEMS, and NIMS, with proven expertise in regulatory compliance, contract oversight, and municipal planning.
• Role: Torrie provides specialized support in regulatory interpretation, compliance auditing, and plan review for all phases of the City of Solvang project. She coordinates and maintains emergency, continuity, and interagency plans to comply with federal, state, and local regulations, ensuring audit readiness.
• Experience:
o Conducted compliance audits and RFP evaluations for multiple municipal emergency planning initiatives.
o Served as a liaison between city residents, elected officials, and emergency services agencies.
o Supported development of emergency plans with a focus on regulatory alignment, risk reduction, and continuity of operations strategies. o Provided staff training and guidance on administrative and operational procedures, enhancing departmental readiness and compliance. • Key Competencies:
o Regulatory compliance and contract oversight.
o Emergency operations and continuity planning support. o Stakeholder liaison and community outreach.
o Risk management and audit preparation.
o Administrative and project coordination support
• Added Value for the City of Solvang: Torrie’s expertise ensures all planning deliverables are compliant, auditable, and strategically aligned with best practices in emergency management. Her coordination and oversight provide assurance that Solvang’s plans are not only effective but sustainable and scalable for future needs.

Sindya Zuniga – Administrative Coordinator & Communications Specialist • Qualifications & Credentials: Experienced administrative and communications professional with expertise in project coordination, public engagement, and content development. Knowledgeable in emergency preparedness concepts and municipal operations.
• Role: Sindya manages project communications, newsletter development, and community engagement strategies. She coordinates internal documentation, supports reporting, and ensures consistent, professional communication with stakeholders and the public throughout all phases of emergency planning.
• Experience:
o Developed and distributed FPEM’s monthly emergency preparedness newsletter. o Assisted in content gathering, editing, and coordination for emergency planning initiatives.
o Supported social media campaigns and public outreach to engage community members and local organizations.
o Assisted in administrative tasks, including scheduling, file management, and documentation for internal and external initiatives.
• Key Competencies:
o Project coordination and administrative support.
o Community engagement and public outreach.
o Newsletter writing, editing, and design.
o Content development for stakeholder communication.
o Event coordination and reporting
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22 • Added Value for the City of Solvang: Sindya’s coordination and communications expertise ensures that emergency planning deliverables are accessible, informative, and effectively disseminated. Her skills strengthen both internal project operations and external stakeholder engagement, supporting transparency, public awareness, and community resilience.

Qualification Statement – FPEM Consulting Services
Focus Point Emergency Management Consulting Services (FPEM) is a California-based, minority female-owned firm specializing in emergency management, continuity planning, and stakeholder coordination. With over 30 years of combined experience, our multidisciplinary team delivers FEMA- and Cal OES-compliant planning tools, training programs, and operational guidance to municipalities, public agencies, and community organizations throughout California.

Our personnel are seasoned professionals with deep expertise in emergency operations planning, continuity of government, interagency coordination, and public engagement. Every team member has completed FEMA ICS/NIMS/SEMS training and is highly knowledgeable in integrating federal and state mandates, including ADA accessibility, SB 160, AB 477, and AB 2311, into actionable planning solutions.

FPEM involves initiative-taking communication, strategic management, and compliance with established timelines and budgets, resulting in the achievement of specified quality standards. Our internal processes emphasize transparency, collaboration, and rigorous quality assurance, ensuring all deliverables are operationally practical, accessible, and tailored to the unique characteristics and needs of the communities we serve.

The FPEM team has extensive experience leading comprehensive emergency planning initiatives for a variety of jurisdictions, including the Cities of Redlands, Rialto, Moorpark, Simi Valley, and Thousand Oaks; the Counties of Riverside and San Bernardino; the CZ Master Association for Coto de Caza; CommUnify; and Young Visionaries Youth Leadership Academy. Our expertise encompasses facilitating multi-stakeholder workshops, developing FEMA- and Cal OEScompliant functional and hazard annexes, conducting Emergency Operations Center (EOC) assessments, and creating continuity of operations plans. These efforts have consistently strengthened operational resilience, enhanced interagency coordination, and improved community preparedness across all served areas.

Summary: FPEM Consulting Services combines proven expertise, regulatory compliance, and operational insight to provide municipalities like the City of Solvang with comprehensive, actionable, and sustainable emergency planning solutions that strengthen community safety and preparedness. FPEM staff resumes appear in Appendix D.

Relevant Project Experience
Project: Poblano Energy Storage System (BESS) Emergency Operations Plan (EOP) • Organization: EPC Services
• Address: 10851 North Black Canyon Highway, Suite 620, Phoenix, AZ 85029 • Telephone: (480) 356-0747
• Contact: Ken Penney – [email protected]
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23 • Project Description: FPEM Consulting was contracted to develop an Emergency Operations Plan for the Poblano Battery Energy Storage System located in the City of Rialto. The project required coordination with energy sector stakeholders, City officials, and emergency services to address risks unique to battery energy storage facilities. The EOP provides guidance for hazard identification, response protocols, evacuation procedures, and recovery actions specific to large-scale energy storage operations.

Deliverables were designed to align with FEMA, Cal OES, and industry best practices, ensuring a safe and coordinated response framework.
• Team Members: Fay A. Glass, Project Manager
• Status: Completed
• Amount: $45,000
Project: Emergency Operations & Evacuation Plan (EOP) – CZ Master Association, Coto de Caza Community
• Organization: CZ Management (Via Coto de Caza)
• Address: 30021 Tomas Suite 100, Rancho Santa Margarita, CA 92688 • Telephone: (949) 504-5693
• Contact: Andy Larkin – [email protected]
• Project Description: FPEM Consulting partnered with the CZ Master Association to develop a comprehensive Emergency Operations and Evacuation Plan for the Coto de Caza community. The project included extensive stakeholder engagement with community leaders, security services, and local law enforcement (CHP and Orange County Sheriff’s Department). FPEM facilitated workshops, conducted risk assessments, and began drafting plan components covering disaster response, evacuation routes, sheltering, and communication protocols. Once finalized, this plan will serve as a critical tool for HOA leadership and residents, enhancing the safety and resilience of a unique and expansive community.
• Team Members: Fay A. Glass, Project Manager: Torrie Lozano, Administrative Coordinator
• Status: Development Stage
• Amount: $20,000
Project: Tri-Cities Regional Evacuation Plan – Cities of Moorpark, Simi Valley, and Thousand Oaks
• Organization: City of Moorpark – Roger Pichardo
• Address: 799 Moorpark Ave, Moorpark, CA 93021
• Telephone: (805) 517-6200
• Contact: [email protected]
• Project Description: FPEM Consulting successfully developed a Regional Evacuation Plan for the Tri-Cities of Moorpark, Simi Valley, and Thousand Oaks. This complex project involved coordinating with three municipalities, Ventura County agencies, and regional partners to establish unified evacuation strategies. FPEM facilitated working 290
24 groups, task force meetings, site visits, and stakeholder workshops to gather insights and ensure alignment across jurisdictions. The final plan includes detailed GIS mapping, resource coordination strategies, shelter/mass care planning, and clear evacuation protocols. This project demonstrated FPEM’s ability to manage multi-jurisdictional planning efforts and deliver a product that enhances safety, interoperability, and resilience. • Team Members: Fay A. Glass, Project Manager: Project Coordinator’s (2) Carolyn Glass
• Status: Completed
• Amount: $80,000
Project: Grant Writing & Grant Management
• Organization: Young Visionaries Youth Leadership Academy (YVYLA) • Address: 699 Tippecanoe Ave, San Bernardino, CA 92407 • Telephone: (909) 723-1695
• Contact: Terrance Stone – [email protected]
• Project Description: FPEM Consulting provides ongoing grant writing and grant management services to YVYLA, a community-based nonprofit serving youth and families across the Inland Empire. Services include identifying funding opportunities, developing competitive grant applications, and managing awarded funds to ensure compliance with federal, state, and local requirements. Through this partnership, FPEM has supported YVYLA in securing and effectively administering critical resources for workforce development, community engagement, and youth leadership programs. • Team Members: Fay A. Glass, Project Manager
• Status: Ongoing Project
• Amount: Ongoing project
Project: Emergency Preparedness Assessment, Security & Safety, Continuity of Operations Plans
• Organization: CommUnify
• Address: 5638 Hollister Ave, Suite 230, Goleta, CA 93117 • Telephone: (805) 964-8857 ext. 1142
• Contact: David Jimenez – [email protected]
• Project Description: FPEM Consulting conducted a comprehensive emergency preparedness assessment and developed continuity of operations plans for CommUnify, a nonprofit that provides critical human services across Santa Barbara County. The project included site assessments, staff training, development of security and safety protocols, and planning for continuity of essential operations during disasters. The deliverables strengthened organizational resilience, improved compliance with emergency management standards, and enhanced staff readiness to respond to both natural and human-caused incidents.
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25 • Team Members: Fay A. Glass, Project Manager: Project Coordinator, Carolyn Glass: Security Coordinators (2)
• Status: Completed
• Amount: $235,000
Schedule – City of Solvang Comprehensive Emergency Planning Services FPEM Consulting Services proposes a structured, phased implementation schedule to ensure the timely completion of all project deliverables while maintaining the highest standards of quality, compliance, and operational usability. The schedule aims to finish core phases by December 31, 2026, with an optional extension to April 30, 2027, for added flexibility.

Phase Duration Major Activities Key Deliverables
Phase 0: Project
Kickoff &
Document Review
October 2025
• Kickoff meeting with City
leadership and stakeholders
• Deploy SharePoint portal for
collaboration
• Collect departmental data via
JotForm
• Conduct baseline review of
existing plans (EOP, COOP,
annexes, hazard analyses)
• Develop detailed project work
plan
• Gather initial feedback via
SurveyMonkey
• Kickoff meeting summary
• SharePoint portal live with
baseline documents
• Completed departmental
data collection forms
• Baseline review report with
compliance assessment
• Project work plan and
timeline
• Stakeholder feedback
summary
Phase 1: EOP
Update & EOC
Inventory
October 2025 –
May 2026
• Conduct localized THIRA
• Update EOP with current FEMA,
Cal OES, SEMS/NIMS,
ADA/WCAG standards
• Modernize and streamline
annexes (Wildfire, PSPS,
Flooding, Mass Care, Evacuation,
Public Information)
• Facilitate monthly stakeholder
workshops
• Develop operational tools
(checklists, decision matrices,
quick-reference guides)
• Conduct EOC inventory and
assessment
• Deliver gap analysis report
• Updated and departmentapproved EOP
• Revised annexes, fully
accessible and compliant
• Operational tools
(checklists, matrices, guides)
• EOC inventory report
• Gap analysis and
recommendations report
Phase 2: COOP
Development
March 2026 –
September 2026
• Conduct BIA/RA for
departmental essential functions
• Collect departmental continuity
data via JotForm
• Facilitate scenario-based COOP
workshops
• Develop continuity protocols (IT
recovery, vital records, staffing,
communications)
• Integrate COOP with EOP
framework and FEMA guidance
• Departmental BIA/RA
summaries
• Comprehensive citywide
COOP document
• Department-specific
templates and checklists
• Continuity activation and
reconstitution procedures
• COOP alignment report
with EOP and

FEMA/SEMS/NIMS
standards
292
26 Phase Duration Major Activities Key Deliverables
Phase 3:

Emergency Staff
Training &
Exercises
October 2026 –
March 2027
• Develop ICS/NIMS/SEMSaligned training modules
• Section-specific EOC training
for Command, Operations,
Planning, Logistics,
Finance/Admin
• Conduct scenario-based tabletop
exercises
• Collect performance data and
evaluations
• Conduct After-Action Review
(AAR) and Improvement Plan (IP)
• Training curricula,
presentations, job aids, and
reference tools
• Attendance and evaluation
logs
• AAR and IP documenting
lessons learned
• Reusable templates and
modules for future training
Phase 4: Public &
Interagency
Engagement
October 2025 –
April 2027
(Ongoing)
• Develop briefings, talking points,
and outreach materials
• Coordinate with Santa Barbara
County OES, law enforcement,
fire agencies, and mutual aid
partners
• Integrate Genasys alerting and
evacuation tools
• Host town halls, workshops, and
interagency planning sessions
• Collect structured feedback via
JotForm
• Public outreach materials
(briefings, talking points)
• Stakeholder coordination
reports
• Workshop/town hall
summaries and feedback
• Records of Genasys alert
system integration
Optional Phase 5:

EOC Design
Consultation
As authorized,
October 2025 –
April 2027
• Review architectural layouts and
floor plans
• Recommend layout, technology,
and accessibility features
• Participate in design team
meetings
• Provide phased implementation
guidance
• Technical memorandum
summarizing
recommendations
• Conceptual EOC design
review report
• Implementation roadmap
for phased construction or
retrofit
Proposed Delivery Strategy
FPEM Consulting Services will adopt an initiative-taking and collaborative method to guarantee the timely and precise completion of all deliverables.

1. Overlapping Phases: Phases 1–4 are strategically overlapped where feasible to expedite completion without compromising quality. For example, Phase 2 COOP development begins while Phase 1 EOP updates are underway.

2. Concurrent Stakeholder Engagement: Departmental workshops, interagency coordination sessions, and public engagement activities are scheduled in parallel, leveraging virtual meetings to save travel time and accelerate feedback loops.

3. Digital Tools for Efficiency: SharePoint will be used for document version control and milestone tracking, while JotForm collects and compiles departmental data in real time, minimizing delays.

4. Milestone-Based Review: Key deliverables will undergo internal peer review and City validation at each phase, ensuring timely corrections and approval cycles.

5. Contingency Planning: Built-in buffer periods accommodate potential delays in data collection, stakeholder availability, or emergency events, ensuring December 31, 2026, completion is achievable.

6. Creative Strategies for Expedited Delivery:
o Virtual workshops for departmental COOP and EOP validation o Digital public engagement platforms for community input 293
27 o Pre-prepared templates and checklists to accelerate drafting and review. o Integration of training and TTX scheduling with department availability By combining structured project management, flexible scheduling, and innovative delivery strategies, FPEM ensures Solvang will receive compliant, actionable, and high-quality emergency planning deliverables on schedule, enhancing the City’s operational resilience and preparedness.

Cost Structure & Narrative – City of Solvang Comprehensive Emergency Planning Services
FPEM Consulting Services proposes a total project cost of $138,000 for the comprehensive, multiphase emergency planning initiative. This cost structure reflects a carefully calibrated allocation of resources to ensure high-quality deliverables, compliance with federal and state standards, and actionable outcomes tailored to Solvang’s unique needs as a small, tourism-driven city with constrained evacuation corridors and complex interagency response structures.

Each phase of the project is thoughtfully budgeted:
• Phase 0: Establishes foundational alignment and document review. • Phase 1: Delivers a detailed EOP update and EOC inventory. • Phase 2: Develops a scalable, department-driven COOP. • Phase 3: Conducts staff training and scenario-based exercises. • Phase 4: Facilitates public and interagency engagement. • Optional Phase 5: Provides technical consultation for a new City Hall EOC.

The allocation of labor hours, administrative support, travel, per-dem, printing, and technology tools such as SharePoint and JotForm ensures that all phases are adequately resourced without unnecessary overhead. This approach emphasizes transparency, proportionality, and value, providing a competitive, yet realistic, proposal that supports the City’s goal of completing all phases by December 31, 2026, but no later than April 30, 2027.

By integrating quality assurance, schedule control, and compliance with FEMA CPG 101 v3.0, Cal OES guidance, SEMS/NIMS frameworks, and ADA accessibility standards, FPEM ensures every dollar contributes directly to measurable outcomes, operational resilience, and enhanced emergency preparedness. The proposed structure reflects efficiency, strategic oversight, and actionable results, positioning it as a high-value, award-winning cost proposal.

Hourly Rates for Key Personnel:
• Fay A. Glass – President & Project Manager: $200/hour • Carolyn Glass – Project Coordinator: $90/hour
• Torrie Lozano – Administrative Coordinator: $80/hour
• Sindya Zuniga – Communications/Administrative Specialist: $80/hour • Administrative/Support (Smart Hire & misc.): $60/hour 294
28 Table – Cost Structure $138,000
Staff Allocation & Cost by Phase
Phase Staff
Member Role Estimated Hours
Hourly
Rate Subtotal
Phase 0 – Kickoff &
Document Review
Fay A.

Glass Project Manager 20 $150 $3,000
Carolyn
Glass Project Coordinator 20 $125 $2,500
Torrie
Lozano Administrative Coordinator 15 $90 $1,350
Sindya
Zuniga
Admin/Communications
Specialist 15 $100 $1,500
Phase 0 Subtotal $8,350
Phase 1 – EOP Update &
EOC Inventory
Fay A.

Glass Project Manager 60 $150 $9,000
Carolyn
Glass Project Coordinator 70 $125 $8,750
Torrie
Lozano Administrative Coordinator 30 $90 $2,700
Sindya
Zuniga
Admin/Communications
Specialist 30 $100 $3,000
Phase 1 Subtotal $23,450
Phase 2 – COOP
Development
Fay A.

Glass Project Manager 40 $150 $6,000
Carolyn
Glass Project Coordinator 50 $125 $6,250
Torrie
Lozano Administrative Coordinator 20 $90 $1,800
Sindya
Zuniga
Admin/Communications
Specialist 20 $100 $2,000
Phase 2 Subtotal $16,050
Phase 3 – Staff Training &
Exercises
Fay A.

Glass Project Manager 40 $150 $6,000
Carolyn
Glass Project Coordinator 50 $125 $6,250
Torrie
Lozano Administrative Coordinator 20 $90 $1,800
Sindya
Zuniga
Admin/Communications
Specialist 20 $100 $2,000
Phase 3 Subtotal $16,050
Phase 4 – Public &
Interagency Engagement
Fay A.

Glass Project Manager 15 $150 $2,250
Carolyn
Glass Project Coordinator 20 $125 $2,500
Torrie
Lozano Administrative Coordinator 10 $90 $900
Sindya
Zuniga
Admin/Communications
Specialist 10 $100 $1,000
Phase 4 Subtotal $6,650
295
29 Phase Staff
Member Role Estimated Hours
Hourly
Rate Subtotal
Optional Phase 5 – EOC
Design Consultation
Fay A.

Glass Project Manager 10 $150 $1,500
Carolyn
Glass Project Coordinator 10 $125 $1,250
Torrie
Lozano Administrative Coordinator 5 $90 $450
Sindya
Zuniga
Admin/Communications
Specialist 5 $100 $500
Phase 5 Subtotal $3,700
Administrative &
Operational Costs $5,000

TOTAL PROJECT
COST $138,000
Grand Total (all Phases 0-5): $138,000
Key Points

1. Comprehensive Labor & Direct Costs
FPEM’s pricing reflects all labor associated with the project, including staff time, project management, planning, coordination, facilitation, and technical expertise. Direct costs cover administrative support, printing, travel, lodging, per diem, SharePoint portal setup, JotForm surveys, Zoom licenses, and other necessary project resources to ensure seamless implementation.

2. Optional Phase 5 – EOC Design Consultation
Phase 5 is included in the total cost for planning purposes but remains fully optional. The city may authorize or remove this phase based on priorities without affecting the core project deliverables.

3. Realistic Phase Allocation
Costs are allocated according to complexity and resource requirements. Phase 1 (EOP Update & EOC Inventory) represents the largest investment, reflecting its critical importance in maintaining Solvang’s operational readiness and compliance with federal and state standards.

4. Compliance & Accessibility
All deliverables are developed in alignment with FEMA CPG 101 v3.0, Continuity Guidance Circulars (CGC), HSEEP principles, SEMS/NIMS standards, and Californiaspecific legislation (SB 160, AB 477, AB 2311). Additionally, all public-facing and internal documents are fully WCAG 2.1 AA/Section 508 compliant to ensure equitable access for all staff, residents, and visitors.

5. Transparent Costing & Flexibility
FPEM provides clear documentation of hourly rates, staff allocation, and direct costs. The budget allows adjustments in staffing or services to meet evolving City priorities or budget constraints while maintaining project quality and deliverable standards.

6. Initiative-Taking Schedule Alignment
Costs support timely delivery of all phases, ensuring the project is completed by December 31, 2026, or no later than April 30, 2027. The schedule allows for expedited implementation of critical activities when required.

7. Efficiency & Quality Assurance
FPEM’s internal project management ensures seamless coordination across all phases. 296
30 Deliverables undergo peer review, and consistent communication is maintained with City stakeholders to guarantee actionable, high-quality results.

Justification

1. Hours and Labor
Staff hours are carefully allocated to reflect the complexity and scope of each phase. Fay A. Glass’s hours are concentrated in technical and decision-making phases, including EOP updates, COOP development, and staff training, ensuring expert oversight and highquality deliverables. Administrative and support staff hours are allocated to documentation, coordination, and communication functions.

2. Other Direct Costs
All other direct costs are necessary and realistic, including travel, lodging, meals, printing, paper, ink, SharePoint setup, JotForm surveys, and Zoom licenses. FPEM maintains lean administrative spending to maximize project value while ensuring all operational needs are met.

3. Optional Services
Phase 5 offers optional technical support for EOC design. The city can authorize this additional service without impacting the scope, timeline, or quality of the base project deliverables.

4. Flexibility
The cost structure allows scalable allocation of staff hours or phases depending on City priorities. This flexibility ensures the city can reduce or increase services as needed while keeping deliverables compliant and actionable.

5. Compliance & Quality
Each phase is designed to meet FEMA, Cal OES, ICS, NIMS, SEMS, HSEEP, and ADA/WCAG standards. Deliverables are audit-ready, actionable, and designed to integrate seamlessly into the City’s emergency management program. 297
31 Attachment A - SAMPLE City of Solvang Professional Services Agreement
Acknowledgment of Agreement Review
Focus Point Emergency Management Consulting Services, LLC (FPEM) hereby acknowledges that we have thoroughly reviewed Attachment A – SAMPLE City of Solvang Professional Services Agreement.

We confirm that the agreement is acceptable as written, and we respectfully state that no changes, revisions, or modifications are requested.

Authorized Representative:
_________________________________________
Fay A. Glass, President/CEO
Focus Point Emergency Management Consulting Services, LLC 16155 Sierra Lakes Parkway #160-715
Fontana, CA 92336
Phone: (909) 553-1290
Date: September 22, 2025
298
35 Attachment D - Staff Resumes
299
36 300
37 301
38 302
39 303
40 Attachment E: Acknowledgement of Receipt – Addendum 1 & 2 Dear Ms. Uribe Mutal
Focus Point Emergency Management LLC (FPEM Consulting Services) acknowledges receipt of Addendum 1 and Addendum 2 related to the Solvang Comprehensive Emergency Planning Services by the City of Solvang.

We have reviewed the contents of both addenda and will incorporate the updates and clarifications into our proposal response accordingly.

Thank you for providing these documents. Please let us know if any further updates or instructions are anticipated.

Sincerely,
Fay A. Glass
President & CEO
Focus Point Emergency Management LLC
[email protected]
304
41 Thank You
Focus Point Emergency Management Consulting Services, LLC (FPEM) respectfully submits this proposal in response to the City of Solvang’s Request for Proposals for Comprehensive Emergency Planning Services. We appreciate the opportunity to have our proposal evaluated for this important project and welcome the chance to apply our expertise in support of the City’s ongoing efforts to strengthen emergency preparedness, response, and recovery capabilities.

FPEM is committed to providing the highest standard of professional service, ensuring compliance with applicable regulations, and delivering solutions tailored to the City of Solvang’s unique needs. It would be our privilege to partner with the city to enhance resilience and safeguard the community.

We thank you for your time and consideration of our proposal, and we look forward to the possibility of serving the City of Solvang.

Respectfully submitted,
Fay A. Glass, President/CEO
Focus Point Emergency Management Consulting Services, LLC 16155 Sierra Lakes Parkway #160-715
Fontana, CA 92336
Phone: (909) 553-1290
305
Focus Point Emergency Management Consulting Services LLC

EXHIBIT B

INSURANCE REQUIREMENTS
Prior to the beginning of and throughout the duration of the Work, Consultant will maintain insurance in conformance with the requirements set forth below. Consultant will use existing coverage to comply with these requirements. If that existing coverage does not meet the requirements set forth here, Consultant agrees to amend, supplement or endorse the existing coverage to do so. Consultant acknowledges that the insurance coverage and policy limits set forth in this section constitute the minimum amount of coverage required. Any insurance proceeds available to City in excess of the limits and coverage required in this agreement and which is applicable to a given loss, will be available to City.

Consultant shall provide the following types and amounts of insurance:

Commercial General Liability Insurance using Insurance Services Office “Commercial General Liability” policy form CG 00 01, or a City approved equivalent. Defense costs must be paid in addition to limits. There shall be no cross liability exclusion for claims or suits by one insured against another. Limits are subject to review but in no event less than $1,000,000 per occurrence and in the aggregate.

Business Auto Coverage on ISO Business Auto Coverage form CA 00 01 including symbol 1 (Any Auto) or the equivalent. Limits are subject to review, but in no event to be less than $1,000,000 per accident. If Consultant owns no vehicles, this requirement may be satisfied by a non-owned auto endorsement to the general liability policy described above. If Consultant or Consultant’s employees will use personal autos in any way on this project, Consultant shall provide evidence of personal auto liability coverage for each such person.

Workers Compensation on a state-approved policy form providing statutory benefits as required by law with employer’s liability limits no less than $1,000,000 per accident or disease.

Professional Liability or Errors and Omissions Insurance as appropriate shall be written on a policy form coverage specifically designed to protect against acts, errors or omissions of the consultant and “Covered Professional Services” as designated in the policy must specifically include work performed under this agreement. The policy limit shall be no less than $1,000,000 per claim and in the aggregate. The policy must “pay on behalf of” the insured and must include a provision establishing the insurer’s duty to defend. The policy retroactive date shall be on or before the effective date of this agreement.

Insurance procured pursuant to these requirements shall be written by insurers that are admitted carriers in the state of California and with an A.M. Bests rating of A- or better and a minimum financial size VII.

General conditions pertaining to provision of insurance coverage by Consultant. Consultant and City agree to the following with respect to insurance provided by Consultant:

1. Consultant agrees to have its insurer endorse the third party general liability coverage required herein to include as additional insureds City, its officials, employees and agents, using standard ISO endorsement No. CG 2010 with an edition prior to 1992, or a City approved equivalent. Consultant also agrees to require all contractors, and subcontractors to do likewise.

2. No liability insurance coverage provided to comply with this Agreement shall prohibit Consultant, or Consultant’s employees, or agents, from waiving the right of subrogation prior to a loss. Consultant agrees to waive subrogation rights against City regardless of the applicability of any insurance proceeds, and to require all contractors and subcontractors to do likewise.

3. All insurance coverage and limits provided by Consultant and available or applicable to this agreement are intended to apply to the full extent of the policies. Nothing contained in this Agreement 306
Focus Point Emergency Management Consulting Services LLC or any other agreement relating to the City or its operations limits the application of such insurance coverage.

4. None of the coverages required herein will be in compliance with these requirements if they include any limiting endorsement of any kind that has not been first submitted to City and approved of in writing.

5. Consultant’s general liability policy shall not contain any provision or definition that would serve to eliminate so-called “third party action over” claims, including any exclusion for bodily injury to an employee of the insured or of any contractor or subcontractor.

6. All coverage types and limits required are subject to approval, reasonable modification and reasonable additional requirements by the City, as the need arises. Consultant shall not make any reductions in scope of coverage (e.g. elimination of contractual liability or reduction of discovery period) that may affect City’s protection without City’s prior written consent.

7. Proof of compliance with these insurance requirements, consisting of certificates of insurance evidencing all of the coverages required and an additional insured endorsement to Consultant’s general liability policy, shall be delivered to City at or prior to the execution of this Agreement. In the event such proof of any insurance is not delivered as required, or in the event such insurance is canceled at any time and no replacement coverage is provided, City has the right, but not the duty, to obtain any insurance it deems necessary to protect its interests under this or any other agreement and to pay the premium. Any premium so paid by City shall be charged to and promptly paid by Consultant or deducted from sums due Consultant, at City option.

8. Certificate(s) are to reflect that the insurer will provide 30 days notice to City of any cancellation of coverage by the carrier.

9. It is acknowledged by the parties of this agreement that all insurance coverage required to be provided by Consultant or any subcontractor, is intended to apply first and on a primary, noncontributing basis in relation to any other insurance or self insurance available to City.

10. Consultant agrees to require that subcontractors, and any other party involved with the project who is brought onto or involved in the project by Consultant, provide the same minimum insurance coverage required of Consultant. Consultant agrees to monitor and review all such coverage and assumes responsibility for ensuring that such coverage is provided in conformity with the requirements of this section. Consultant agrees that upon request, all agreements with subcontractors and others engaged in the project will be submitted to City for review.

11. If Consultant’s existing coverage includes a deductible or self-insured retention, the deductible or selfinsured retention must be declared to the City. At that time the City shall review options with the Consultant, which may include reduction or elimination of the deductible or self-insured retention, substitution of other coverage, or other solutions. Consultant shall be responsible for paying any deductibles or self-insured retentions on its policies.

12. The City reserves the right at any time during the term of the contract to change the amounts and types of insurance required by giving the Consultant ninety (90) days advance written notice of such change. If such change results in substantial additional cost to the Consultant, the City will negotiate additional compensation proportional to the increased benefit to City.

13. For purposes of applying insurance coverage only, this Agreement will be deemed to have been executed immediately upon any party hereto taking any steps that can be deemed to be in furtherance of or towards performance of this Agreement. 307
Focus Point Emergency Management Consulting Services LLC

14. Consultant acknowledges and agrees that any actual or alleged failure on the part of City to inform Consultant of non-compliance with any insurance requirement in no way imposes any additional obligations on City nor does it waive any rights hereunder in this or any other regard.

15. Consultant will renew the required coverage annually as long as City, or its employees or agents face an exposure from operations of any type pursuant to this agreement. This obligation applies whether or not the agreement is canceled or terminated for any reason. Termination of this obligation is not effective until City executes a written statement to that effect.

16. Consultant shall provide proof that policies of insurance required herein expiring during the term of this Agreement have been renewed or replaced with other policies providing at least the same coverage. Proof that such coverage has been ordered shall be submitted prior to expiration. A coverage binder or letter from Consultant’s insurance agent to this effect is acceptable. A certificate of insurance and/or additional insured endorsement as required in these specifications applicable to the renewing or new coverage must be provided to City within five days of the expiration of the coverages.

17. The provisions of any workers’ compensation or similar act will not limit the obligations of Consultant under this agreement. Consultant expressly agrees not to use any statutory immunity defenses under such laws with respect to City, its employees, officials and agents.

18. Requirements of specific coverage features or limits contained in this section are not intended as limitations on coverage, limits or other requirements nor as a waiver of any coverage normally provided by any given policy. Specific reference to a given coverage feature is for purposes of clarification only as it pertains to a given issue, and is not intended by any party or insured to be limiting or all-inclusive.

19. These insurance requirements are intended to be separate and distinct from any other provision in this agreement and are intended by the parties here to be interpreted as such.

20. The requirements in this Section supersede all other sections and provisions of this Agreement to the extent that any other section or provision conflicts with or impairs the provisions of this Section.

21. Consultant agrees to be responsible for ensuring that no contract used between itself and its subconsultants reserves the right to charge City or Consultant for the cost of additional insurance coverage required by this agreement. Any such provisions are to be deleted with reference to City. It is not the intent of City to reimburse any third party for the cost of complying with these requirements.

There shall be no recourse against City for payment of premiums or other amounts with respect thereto.

22. Consultant agrees to provide immediate notice to City of any claim or loss against Consultant arising out of the work performed under this agreement. City assumes no obligation or liability by such notice, but has the right (but not the duty) to monitor the handling of any such claim or claims if they are likely to involve City.
308
34 Attachment C – Campaign Disclosure Form
309

CITY COUNCIL STAFF REPORT
Agenda Item 8.b
Meeting Date: October 13, 2025
SUBJECT: Agreement with NBS Government Finance Group DBA NBS for Downtown Solvang Business Improvement District (BID) Formation and Implementation Services
PREPARED BY: Olivia Uribe Mutal, Assistant to the City Manager DISCUSSION:

On August 11, 2025, the City released the Request for Proposals (RFP) for Downtown Solvang Business Improvement District Formation and Implementation Services. The scope includes a consultant to research and analyze options for a Business Improvement District, a Property-Based Improvement District, or a Community Improvement District. The consultant will lead comprehensive stakeholder outreach and consensus-building efforts; develop an implementation strategy with a timeline, budget, and administrative framework; and navigate all Proposition 218 requirements, including special-benefit analysis, notice, balloting, and hearing procedures, as well as prepare an Engineer’s Report if an owner-assessment model is chosen. Although the contract amount falls within the administrative approval authority, staff is presenting this item to the City Council to ensure transparency and to acknowledge the Council’s leadership in advancing this significant initiative.

The City received two proposals by the September 22 deadline. Proposals were evaluated on technical approach, qualifications, schedule, past performance, and cost.

After review, NBS Government Finance Group DBA NBS was selected as the top-ranked proposer.

NBS demonstrated:
• Extensive experience forming Business Improvement Districts and related districts across California, including recent projects in tourism-driven communities such as Long Beach, San Mateo, and Los Osos.
• Proven track record with Proposition 218 compliance, having prepared Engineer’s Reports. • Robust outreach and consensus-building approach, using tools like stakeholder steering committees, targeted surveys, and facilitated workshops that have helped unify merchants, property owners, and chambers of commerce in diverse communities.

This project is expected to span approximately twelve months, with completion no later than October 2026. This effort advances the Council’s 2024–2026 goal #12 by exploring a BID in a manner that has Chamber support while broadening and balancing tourism through locally driven initiatives and partnerships, and by pursuing a more sustainable, diversified revenue base for City services.

RECOMMENDED MOTION
I move to approve a Professional Services Agreement with NBS Government Finance Group DBA NBS for Downtown Solvang Business Improvement District (BID) Formation and Implementation Services in an Amount not to exceed $89,175 and authorize the Mayor to execute the Contract.

ALTERNATIVES:

1. Request modifications to the contract scope, budget, or schedule and return with a revised agreement.

2. Reject all proposals and direct staff to reissue the RFP. 310
FISCAL IMPACT:

The contract cost shall not exceed $89,175, covering all services. The project is locally funded through the City’s approved budget for FY 2025–26 and 2026–27; no grant funding is tied to this procurement.

ATTACHMENTS:

A. NBS Government Finance Group DBA NBS Agreement
311
NBS Government Finance Group DBA NBS

CITY OF SOLVANG

PROFESSIONAL SERVICES AGREEMENT
PARTIES AND DATE. This Agreement is made and entered into this 13th day of October, 2025 (“Effective Date”) by and between the CITY OF SOLVANG, a Municipal Corporation and Charter City organized under the Constitution and laws of the State of California with its principal place of business at 1644 Oak Street, Solvang, CA 93463 (“City”) and NBS Government Finance Group DBA NBS, a California Corporation, with its principal place of business at 32605 Temecula Parkway #318, Temecula, CA 92592 (“Consultant”). City and Consultant are sometimes individually referred to as “Party” and collectively as “Parties” in this Agreement. The parties hereto, in consideration of the mutual covenants contained herein, hereby agree to the following terms and conditions:

1.0 GENERAL PROVISIONS

1.01 Term: This agreement will become effective on the date of execution set forth below, and will continue in effect until terminated as provided herein.

Consultant shall determine the method, details and means of performing the abovereferenced services.

Consultant may, at their own expense, employ such assistants and subconsultants, as Consultant deems necessary to perform the services required of Consultant by this agreement.

1.04 Compensation: In consideration for the services to be performed by Consultant, City agrees to pay Consultant monetary consideration for professional services in accordance with the fee schedule set forth in Exhibit A. The parties agree that total compensation for fees and costs for the services detailed in Exhibit A shall not exceed the sum of $89,175, unless and until this Agreement is amended as provided herein.
312
NBS Government Finance Group DBA NBS

2.0 OBLIGATIONS OF CONTRACTOR

2.02 Avoidance of Conflict of Interest.
(a) Consultant may represent, perform services for, and be employed by additional individuals or entities, in Consultant’s sole discretion, as long as the performance of these extracontractual services does not interfere with or present a conflict with City’s business or interfere with the timely performance and completion of Consultant’s services under this Agreement. (b) Consultant shall comply with all conflict of interest laws and regulations including, without limitation, the City’s Conflict of Interest Code (on file in the City Clerk’s Office). All officers, employees and/or agents of Consultant who will be working on behalf of the City pursuant to this Agreement may be required to file Statements of Economic Interest. Therefore, it is incumbent upon the Consultant to notify the City of any staff changes relating to this Agreement.
(c) In accomplishing the scope of services of this Agreement, all officers, employees and/or agents of the Consultant unless as indicated in Subsection (d), will be performing a very limited and closely supervised function, and therefore, unlikely to have a conflict of interest arise. No disclosures are required for any officers, employees, and/or agents of Consultant, except as indicated in Subsection (d). _____ (Initials).
(d) In accomplishing the scope of services of this Agreement, Consultant will be performing a specialized or general service for the City, and there is substantial likelihood that the Consultant’s work product will be presented, either written or orally for the purpose of influencing a governmental decision. As a result, the following persons shall be subject to the City’s Conflict of Interest Code.
_None_____________________

2.03 Tools and Instrumentalities: Consultant shall provide all tools and instrumentalities to perform the services under this agreement.
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NBS Government Finance Group DBA NBS

2.05 Indemnification
(a) Non-design, non-construction Professional Services: To the fullest extent permitted by law (including, but not limited to California Civil Code Sections 2782 and 2782.8), Consultant shall indemnify, defend, and hold harmless the City, and its elected officials, officers, employees, volunteers, and agents (“City Indemnitees”), from and against any and all causes of action, claims, liabilities, obligations, judgments, or damages, including reasonable legal counsels’ fees and costs of litigation (“claims”), arising out of the Consultant’s performance or Consultant’s failure to perform its obligations under this Agreement or out of the operations conducted by Consultant, including the City’s active or passive negligence, except for such loss or damage arising from the sole negligence or willful misconduct of the City. In the event the City Indemnitees are made a party to any action, lawsuit, or other adversarial proceeding arising from Consultant’s performance of this Agreement, the Consultant shall provide a defense to the City Indemnitees or at the City’s option, reimburse the City Indemnitees their costs of defense, including reasonable legal fees, incurred in defense of such claims. (b) Non-design, construction Professional Services: To the extent the Scope of Services involve a “construction contract” as that phrase is used in Civil Code Section 2783, this paragraph shall apply in place of paragraph (a). To the fullest extent permitted by law (including, but not limited to California Civil Code Sections 2782 and 2782.8), Consultant shall indemnify, defend, and hold harmless the City, and its elected officials, officers, employees, volunteers, and agents (“City Indemnitees”), from and against any and all causes of action, claims, liabilities, obligations, judgments, or damages, including reasonable legal counsels’ fees and costs of litigation (“claims”), arising out of the Consultant’s performance or Consultant’s failure to perform its obligations under this Agreement or out of the operations conducted by Consultant, except for such loss or damage arising from the active negligence, sole negligence or willful misconduct of the City. In the event the City Indemnitees are made a party to any action, lawsuit, or other adversarial proceeding arising from Consultant’s performance of this Agreement, the Consultant shall provide a defense to the City Indemnitees or at the City’s option, reimburse the City Indemnitees their costs of defense, including reasonable legal fees, incurred in defense of such claims.
(c) Design Professional Services: In the event Consultant is a “design professional”, and the Scope of Services require Consultant to provide “design professional services” as those phrases are used in Civil Code Section 2782.8, this paragraph shall apply in place of paragraphs (a) or (b). To the fullest extent permitted by law (including, but not limited to California Civil Code Sections 2782 and 2782.8) Consultant shall indemnify, defend and hold harmless the City and its elected officials, officers, employees, volunteers and agents (“City Indemnitees”), from and against all claims, damages, injuries, losses, and expenses including costs, attorney fees, expert consultant and expert witness fees arising out of, pertaining to or relating to, the negligence, recklessness or willful misconduct of Consultant, except to the extent caused by the sole negligence, active negligence or willful misconduct of the City. Negligence, recklessness or willful misconduct of any subcontractor employed by Consultant shall be conclusively deemed to be the negligence, recklessness or willful misconduct of Consultant unless adequately corrected by Consultant. In the event the City Indemnitees are made a party to any action, lawsuit, or other adversarial proceeding arising from Consultant’s performance of 314
NBS Government Finance Group DBA NBS
this Agreement, the Consultant shall provide a defense to the City Indemnitees or at the City’s option, reimburse the City Indemnitees their costs of defense, including reasonable legal fees, incurred in defense of such claims. In no event shall the cost to defend charged to Consultant under this paragraph exceed Consultant’s proportionate percentage of fault. However, notwithstanding the previous sentence, in the event one or more defendants is unable to pay its share of defense costs due to bankruptcy or dissolution of the business, Consultant shall meet and confer with other parties regarding unpaid defense costs. (d) Payment by City is not a condition precedent to enforcement of the indemnities in paragraph (a), (b), or (c). In the event of any dispute between Consultant and City, as to whether liability arises from the active negligence, sole negligence or willful misconduct of the City or its officers, employees, or agents, Consultant will be obligated to pay for City’s defense until such time as a final judgment has been entered adjudicating the City as having been actively negligent, solely negligent or as having engaged in willful misconduct. Except as otherwise required by Civil Code Section 2782.8, Consultant will not be entitled in the absence of such a determination to any reimbursement of defense costs including but not limited to attorney’s fees, expert fees and costs of litigation. The provisions of this Section 2.05 shall survive completion of Consultant’s services or the termination of this Agreement.

2.06 Insurance: Consultant shall maintain prior to the beginning of and for the duration of this Agreement insurance coverage as specified in Exhibit B attached to and part of this agreement.

3.0 OBLIGATIONS OF CITY

4.0 TERMINATION OF AGREEMENT

4.02 Termination on Occurrence of Stated Events: This agreement shall terminate automatically on the occurrence of any of the following events:
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NBS Government Finance Group DBA NBS
a. Sale of the business of any party;
b. The end of the 30 (thirty) days as set forth in section 4.01; c. End of the contract to which Consultant’s services were necessary; or d. Assignment of this agreement by Consultant without the consent of City. e. Death of any party.

4.04 Termination: This agreement shall terminate on June 30, 2026 unless earlier extended as set forth in this Section. The City, with the agreement of Consultant, is authorized to extend the term of this agreement beyond the termination date, as needed, under the same terms and conditions as set forth in this agreement. Any such extension shall be in writing and be an amendment to this agreement.

5.0 SPECIAL PROVISIONS

Consultant shall treat all records and work product prepared or maintained by Consultant in the performance of this contract as confidential.
(b) Limitation on use and disclosure. Consultant agrees that it will not use any information obtained as a consequence of the performance of work for any purpose other than fulfillment of Consultant’s scope of work. Consultant will not disclose any information prepared for the City, or obtained from the City or obtained as a consequence of the performance of work to any person other than the City, or its own employees, agents or 316
NBS Government Finance Group DBA NBS
subcontractors who have a need for the information for the performance of work under this contract unless such disclosure is specifically authorized in writing by the City. (c) Security plan. If requested by the City Manager, Consultant shall prepare a security plan to assure that information obtained from the City or as a consequence of the performance of work is not used for any unauthorized purpose or disclosed to unauthorized persons.

6.0 MISCELLANEOUS

PARTY ADDRESS
TO: CITY OF SOLVANG City of Solvang
1644 Oak Street
Solvang, CA 93463
Attention: City Clerk
Copy to: Chelsea O’Sullivan, City Attorney
Richards, Watson & Gershon
847 Monterey Street, Suite 206
San Luis Obispo, CA 93401
TO: CONSULTANT NBS Government Finance Group DBA NBS
32605 Temecula Parkway #318, Temecula, CA 92592
Sara Mares, Chief Operating Officer
[email protected]

6.04 Remedies: The remedies set forth in this agreement shall not be exclusive, but shall be cumulative with, and in addition to, all remedies now or hereafter allowed by law or equity.

6.05 Due Authority: The parties hereby represent that the individuals executing this agreement are expressly authorized to do so on and in behalf of the parties.

6.06 Ownership of Work Product: Upon delivery, the work product, including without limitation, all original reports, writings, recordings, drawings, files, and detailed calculations 317
NBS Government Finance Group DBA NBS
developed under this contract are the property of the City. Consultant agrees that all copyrights, which arise from creation of the work pursuant to this contract, shall be vested in the City and waives and relinquishes all claims to copyright or other intellectual property rights in favor of the City. City acknowledges that its use of the work product is limited to the purposes contemplated by the scope of work and that the Consultant makes no representation of the suitability of the work product for use in or application to circumstances not contemplated by the scope of work.

6.16. Amendments: Amendments to this agreement shall be in writing and shall be made only with the mutual written consent of all the parties to this agreement.

6.17. Signatures: The individuals executing this contract represent and warrant that they have the legal capacity and authority to do so on behalf of their respective legal entities.

IN WITNESS WHEREOF, the parties have executed this contract on the following date.

CITY OF SOLVANG NBS Government Finance Group DBA NBS

Randy Murphy, City Manager Sara Mares, COO
ATTEST: APPROVED AS TO FORM
Richards, Watson & Gershon

Annamarie Porter, City Clerk Chelsea O’Sullivan, City Attorney 319
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EXHIBIT A

SCOPE OF WORK,

FEE SCHEDULE
&

PROJECT SCHEDULE
320

CITY OF SOLVANG
Proposal for:

Downtown Solvang BID
Formation and Implementation
Services
September 22, 2025

nbsgov.com
City of Solvang’s Mission Drive
via Google Earth
helping communities
fund tomorrow since 1996
321
helping communities fund tomorrow
32605 Temecula Parkway, Suite 316
Temecula, CA 92592
Toll free: 800.676.7516
nbsgov.com

COVER LETTER
September 22, 2025
Olivia Uribe Mutal
Assistant to the City Manager
City of Solvang
1644 Oak Street
Solvang, CA 93463
RE: PROPOSAL FOR DOWNTOWN SOLVANG BUSINESS IMPROVEMENT DISTRICT (BID) FORMATION &

IMPLEMENTATION SERVICES
Dear Olivia,
NBS is pleased to submit our proposal in response to the City of Solvang’s (City) Request for Proposal to evaluate the feasibility of forming and supporting a Business Improvement District (BID) in Downtown Solvang. With nearly three decades of experience guiding California communities through BID formation, renewal, and strategic assessment, our firm is uniquely positioned to lead this initiative with insight, precision, and deep stakeholder engagement.

For 29 years, our team has successfully formed and renewed BIDs across the state, each tailored to reflect the unique identity and priorities of its business community. In Solvang—renowned as the 'Danish Capital of America,' where windmills, bakeries, wine-tasting rooms, and cultural festivals attract visitors year-round— we see a BID as more than a funding mechanism. It is an opportunity to strengthen tourism, support local businesses, and enhance the unique Danish charm that defines the City’s downtown experience.

Our approach emphasizes early and sustained stakeholder involvement, ensuring priorities are clearly defined and community support is built from the ground up. We are well-versed in the technical, legal, and strategic requirements under California’s Property and Business Improvement District Law of 1994. Our phased methodology includes rigorous feasibility analysis, inclusive outreach, and the development of a comprehensive Communication Action Plan with clear recommendations, funding strategies, and implementation timelines. And, in cases where a BID may not be the optimal path, we have successfully pivoted to alternative funding mechanisms to meet community goals—always with transparency and consensus at the forefront.

We acknowledge receipt of Addenda 1 and 2 posted via PlanetBids on 8/27/25 and 9/15/25, respectively.

Please contact me at 800.676.7516 or via email at [email protected] if you have any questions or would like to discuss our professional qualifications further. I am the main contact for this proposal throughout evaluation. My address is included in the letterhead above. We would genuinely like to work on this project and help the City move forward successfully.

Sincerely,
Sara Mares Danielle Wood
Chief Operating Officer Director
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TABLE OF CONTENTS

1 | QUALIFICATION STATEMENTS ...................................................................................................... 1 2 | PAST PERFORMANCE AND REFERENCES ..................................................................................... 14 3 | PROJECT APPROACH, MANAGEMENT APPROACH/ SUBJECTIVE STATEMENTS ............................. 18 4 | SCHEDULE .................................................... 24 5 | COST STRUCTURE ......................................... 25 6 | INSURANCE COVERAGE ................................ 27 APPENDIX | CAMPAIGN DISCLOSURE FORM ....... 28

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District Formation Consulting
1 | QUALIFICATION STATEMENTS
The NBS District Formation Consulting practice ensures your Special Financing Districts (SFD) and related revenue tools are well-developed from their inception.

We act as strong advocates for our public agency clients to ensure that any SFD or other revenue tool is appropriate and well-crafted for the need. Throughout our engagement, we provide sage guidance and recommendations. We are often called upon to present complex issues to councils, boards and interested parties.

We have supported thousands of SFDs including millions of parcels and have worked through virtually every conceivable challenge in their use. Our experience is with all manner of property related fees, special taxes, and special assessments – including all manner of Business Improvement Districts (BIDs).

Whether the need is identifying and funding negative fiscal impacts, financing needed infrastructure, or providing community-desired services, our expert consultants have deep experience and help navigate the challenges.
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NBS Statement of Qualifications:

With nearly three decades of experience guiding California communities through Business Improvement District formation, renewal, and strategic assessment, NBS is uniquely positioned to lead Solvang’s initiative with insight, precision, and deep stakeholder engagement.

As communication is paramount, the NBS team developed the CivicMic platform, which focuses on providing collaborative governance services including outreach, public engagement, and adaptive management, bringing citizen voices into the governance process. Through our customized approach, we engage residents of diverse backgrounds for unique perspectives using social media and other collaborative activities.

NBS Wrote the Book on Special Financing Districts
We believe in continuing education, not only for our own team, but also for our clients and municipal staff. As industry leaders, we have a unique set of qualifications and experience in the work we perform. In that regard, we have published the following booklet that can be downloaded at no charge at
www.nbsgov.com/insights (click on NBS Publications). For a hard copy, please call 800.676.7516 or email [email protected] • Special Financing Districts (SFDs) has been credited as the best publication on SFDs in a decade by prominent industry
professionals.

Also available is a video covering NBS’ capabilities in Special Financing District Administration.

Organizational Structure
NBS was founded in 1996 and is structured as a CA S-Corporation. 100% Employee-Owned since 2014, NBS underwent a thorough process to ensure our ESOP meets the high standards of broad-based employee ownership, and became a member of Certified Employee-Owned. Research has shown that ESOP companies perform better for their clients and employee-owners and provide improved benefits to staff and their families. 325
Proposal for City of Solvang NBS | 3
Personnel Providing Services to the City of Solvang
One of our greatest strengths and a critical element in successful project execution is a team that works cohesively, efficiently, and has expertise in resolving complex issues. Our proposed project team has an indepth understanding of the various types of Special Financing Districts as well as recent changes to laws, codes, and regulations affecting local governments, including Proposition 218. We treat our clients as partners by developing an intimate knowledge of their needs and responding with strategic and timely solutions. The selected staff are those most qualified based on their experience and background. Outlined below is a brief overview of NBS’ proposed consulting team for the City:

NBS PROJECT ORGANIZATIONAL CHART

All work will be performed in-house by the above employee-owners of NBS.

Roles, responsibilities and resumes of our proposed team members are provided on the following pages.

Project Team Roles and Responsibilities
DANIELLE WOOD, PROJECT MANAGER | STAKEHOLDER OUTREACH & ENGAGEMENT Role and Responsibilities: As Project Manager, Danielle Wood will be the primary day-to-day contact for the City’s Community Outreach and Engagement efforts. She will work closely with City staff and the team and be in regular communication with the City and all others involved in the process. Danielle will also Feasibility Analysis
& District Formation
City Stakeholders, Management and Staff
Nick Dayhoff
Client Success Ambassador
Sara Mares
Senior Review
Nick Dayhoff
Project Manager
John Egan
Engineering
Client
Services
Danielle Wood
Project Manager
John Savage
Communications Specialist
Stakeholder Outreach
& Engagement
Jeremy Jung
GIS Senior Consultant
Terri Henry
Project Resource Analyst
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communicate directly with City staff to discuss engagement milestones, create and adjust engagement approaches and lead community meetings.

Work Experience: Danielle Wood has more than two decades of experience as a Director at NBS. As one of the developers of CivicMic.com, an online outreach, and collaboration tool, she is a seasoned professional in outreach, public engagement, collaborative governance, special financing district formation, and administration.

JOHN SAVAGE, COMMUNICATIONS SPECIALIST | STAKEHOLDER OUTREACH & ENGAGEMENT Role and Responsibilities: John Savage will work closely with the project manager to develop content that will be used to educate the community. He will create a dedicated web page and targeted content on CivicMic.com, monitor and record community meetings, and develop engagement materials such as surveys to promote a high level of community engagement and participation.

Work Experience: John is an experienced communications specialist with more than a decade of professional experience in public engagement, outreach, project management, and relationship management.

SARA MARES, SENIOR REVIEW | FEASIBILITY ANALYSIS & DISTRICT FORMATION Role and Responsibilities: Sara Mares will provide technical review, including the evaluation of alternatives and results, as needed throughout the project. She will assist the project team in developing the best solutions that will fit the City’s unique characteristics and issues.

Work Experience: Sara Mares is Chief Operating Officer with more than 25 years of experience with NBS.

She forms Special Financing Districts (SFDs), specializing in Community Facilities Districts and related bond issuance. She also has significant background in forming various types of Assessment Districts. Sara has experience working with all aspects of the formation, annexation and debt issuance process, including planning, project management, budget analysis, rate modeling, financial analyses, formulation of rate and methods of apportionment, and public presentations. She spent many years involved in ongoing special district administration, including working with distressed districts, and brings that experience and perspective to every formation project she works on. She is a registered Municipal Advisor Representative.

NICK DAYHOFF, PROJECT MANAGER & CLIENT SUCCESS AMBASSADOR | FEASIBILITY ANALYSIS &

DISTRICT FORMATION
Role and Responsibilities: As Project Manager, Nick Dayhoff will be the primary day-to-day contact for the City’s project related to the Feasibility Analysis and BID Formation activities. He will work closely with City staff and the team and be in regular communication with the City and all others involved in the process.

Nick will also serve as Client Success Ambassador ensuring that the City’s fundamental objectives are being met at all times and that the project is proceeding on a timely basis.

Work Experience: Nick Dayhoff has been with NBS for more than 19 years. As a Senior Consultant, he is actively involved with new Special Financing District (SFD) formations including Assessment Districts and Community Facilities Districts, parcel tax modeling, bond issuance/refunding analyses, fiscal impact analyses, and feasibility studies. Nick is a Registered Municipal Advisor Representative. 327
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JOHN EGAN, PE, ENGINEER | FEASIBILITY ANALYSIS & DISTRICT FORMATION Role and Responsibilities: As a Registered Professional Engineer, John Egan reviews and signs/stamps Engineer’s Reports. He is also available for general assessment engineering discussion on a conceptual basis.

Work Experience: John Egan has more than 50 years of professional civil and environmental engineering experience.

JEREMY JUNG, GIS SENIOR CONSULTANT | FEASIBILITY ANALYSIS & DISTRICT FORMATION Role and Responsibilities: Jeremy Jung will provide as-needed GIS support services to confirm boundaries and/or map City improvements.

Work Experience: Jeremy Jung has extensive experience as a GIS technician and has been with NBS since May 2019. He creates and analyzes maps and data associated with County Assessor’s Parcels, District Boundaries, and custom images utilizing the latest GIS technology. In addition, Jeremy is able to display GIS maps over satellite imagery in order to view properties and maps with a high degree of detail as well as extract GIS parcel data to compare to other data sources, such as county-secured property tax rolls. He has a Bachelor of Science in Political Science from California Polytechnic State University, Pomona, and multiple certificates in Geospatial and Geographic Information Systems.

TERRI HENRY, PROJECT RESOURCE ANALYST | FEASIBILITY ANALYSIS & DISTRICT FORMATION Role and Responsibilities: Under direction of the Project Manager, Terri Henry will review documentation and data analysis as needed on this project. She will coordinate data, maps, transcripts, and other records in support of District Formation and Annexation services.

Work Experience: As a Project Resource Analyst, Terri Henry brings more than 30 years of experience to our project team. She has an extensive background in journalism, marketing, public relations, as well as administration, research, and project management. Terri earned a Bachelor of Arts in English from Christopher Newport University and has employed her skills as a newspaper reporter, editor, creative director, and legal administrative assistant.
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TEAM RESUME
DANIELLE WOOD | Director

EDUCATION
• Bachelor of Science, Business
Administration/Finance,
California State University San
Bernardino
• Advanced Public Engagement for
Local Government Program,
Pepperdine School of Public
Policy
• Planning for Effective Public
Participation Program,
International Association for
Public Participation

HIGHLIGHTS
• Skilled Public Engagement
Specialist
• Experienced Communications
Professional
• Seasoned Consultant in Special
Financing District (SFD) Formation
and Administration
• Outreach
• Public Engagement
• Collaborative Governance
• Adaptive Management
• More than Two Decades of
Experience

AFFILIATIONS
• California Public Information
Officials (CAPIO)
• California Society of Municipal
Finance Officers (CSMFO)
• Municipal Management
Association of Southern California
(MMASC)
• Women in Public Finance (WPF)

BIOGRAPHY
Danielle Wood is a Director with NBS where she provides public engagement, outreach, and collaborative governance client services and project management efforts for a number of our clients. She has two decades of experience working with local governments and communities across California.

RELEVANT PROJECT EXPERIENCE

RELEVANT PROJECT EXPERIENCE
“We greatly appreciate your follow up, follow through and commitment to our community! We all desire to live well and thrive for the good of the whole city!” Property Owner, City of Oxnard
• Downtown San Mateo
Association District Public
Engagement Services for BID
Renewal. Public Engagement
services for the renewal of the
existing Business Improvement
District (BID). Created a
framework for outreach efforts
that resulted in increased
cooperation from business
owners. Developed a
comprehensive website to better
inform business owners about the
District's initiatives and how they
can benefit from them.

Interviewed business owners via
phone and online surveys,
allowing for tailored and
consistent messaging.
• Long Beach Wrigley BID
Formation. NBS is assisting with
the formation of the Wrigley
Long Beach Business-Based
Improvement District. NBS has
worked with community
stakeholders for multiple years
to gather information on
priorities for the business
community to determine
needed services and an
appropriate boundary. Through
multiple engagement activities
such as virtual and in-person
meetings, collaboration with
other local PBID and BIDs the
BID has moved forward with a
robust program for education
and will soon begin the petition
gathering phase.
• Ocean Avenue Association
Engagement for CBD Renewal. NBS
assisted with the ongoing renewal of
Ocean Avenue Community Benefit
District (CBD) to fund ongoing
cleaning, streetscape and marketing
services within the CBD. A robust
communication plan was developed
that used surveys along with online
and in-person community meetings
to bring property owners together
and build consensus. Through
collaboration with property owners,
Ocean Avenue staff and NBS’
engagement team, the CBD was
renewed in July 2025.
• City of San Leandro Outreach and
Public Engagement Services.

Services gauge overall property
owner support for the formation of
an Assessment District. Public
engagement efforts have included
items such as the creation of a
dedicated public engagement
webpage, multiple information
releases, surveys, recorded
meetings, and community
participation web maps.
• City of Culver City PBID Formation
Outreach. New Property Business
Improvement District for a very
unique community within the City.

Outreach services included an area
profile analysis, a public
informational mailer and survey, and
in person and virtual public
meetings.
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TEAM RESUME
JOHN SAVAGE | Communications Specialist

EDUCATION
• Bachelor of Arts, Liberal Arts,
California State University
Channel Islands

EXPERTISE
• Adobe CC: Photoshop,
Illustrator, InDesign,
Premiere and After Effects
• WordPress site design,
development, and content
management
• HTML, CSS, and JavaScript for
responsive web design and
basic webapp creation
• UX/UI principles for userfriendly digital experiences • Email marketing design:

MailChimp, Constant Contact,
Infusionsoft
• Microsoft Office, G Suite

BIOGRAPHY
John Savage brings more than a decade of professional experience in public engagement, outreach, strategic communications, and content creation. As a skilled designer, writer, and editor, John specializes in developing original, targeted content across social media, web, and print platforms.

John is experienced in building trust with stakeholders and diverse communities by crafting authentic, data-driven messaging strategies.

His collaborative approach ensures that communication goals align with community needs while delivering consistent, engaging content across multiple platforms—including video, audio, motion graphics, social media, print, and web.

RELEVANT PROJECT EXPERIENCE
• Ocean Avenue Community
Benefit District (CBD) Renewal:

Led the creation and
management of a dedicated
project website to support the
renewal of the Ocean Avenue
Community Benefit District.

Developed clear, accessible
content explaining the
assessment district process,
benefits of renewal, and project
milestones. Designed surveys,
FAQs, infographics, and
multimedia assets including an
interactive map to educate
property owners and the
community. Supported
stakeholder engagement by
facilitating online content
delivery, ensuring materials were
easy to navigate and available
ahead of and after meetings. The
effort helped maintain
transparency and build support
throughout the petition and
renewal process.
• Broadmoor Police Protection
District: Developed and
implemented a comprehensive
digital and print communications
campaign to increase transparency
and build community trust in the
Broadmoor Police Protection
District. Created a dedicated
project website with financial
transparency content explaining
revenue sources, budget allocation,
and public safety investments.

Produced multilingual FAQs, social
media content, postcards,
doorhangers, and banners to
ensure broad community reach.

Facilitated stakeholder
engagement and provided talking
points for leadership, while
showcasing community policing
efforts, safety innovations, and
legal frameworks unique to police
districts in California. The effort
strengthened connections with
residents through clear, accessible
information and multi-platform
outreach.
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EDUCATION
• Bachelor of Arts, with honors,
Economics, Mills College
• Continuing education from UC
Davis, UCLA, CDIAC, etc.

HIGHLIGHTS
• Registered Municipal Advisor
Representative
• 24+ years of experience
• Expert Special Tax Consultant
• District Formations
• Reassessment Consulting
• Expert in Proposition 218
Compliance and Assessment
District Formation

AFFILIATIONS
• California Society of Municipal
Finance Officers (CSMFO)
• California Special Districts
Association (CSDA)
• Committee on Special
Assessments, Taxes and Other
Financing Facilities (CASTOFF)
• Women in Public Finance (WPF)

SPEAKING / MEDIA
• Maintenance Services Funding:

A Finance/Public Works Convo,
2023 CSMFO Annual Conference
• Revenue Recovery: From Riches
to Rags, and Back to Riches?
2022 CSMFO Annual Conference
• Show Me More Money:

Optimizing Revenues in a PostCOVID World. 2022 CSMFO
Annual Conference
• Park & Rec Fiscal Toolbox. 2021
CARPD Annual Conference
• A Revenue Cornucopia: A MultiFaceted Approach to Funding. 2021 CSMFO Annual Conference
• One Special District’s Approach to
Raising Revenue. 2020 CSDA
Webinar Series

BIOGRAPHY
Sara Mares is the Chief Operating Officer of NBS. She forms Special Financing Districts (SFDs), including Property and Business Improvement Districts, Community Facilities Districts, 1913 Act Assessment Districts, Landscape and Lighting Districts, Benefit Assessment Districts and Fire Assessments. Sara has experience working with all aspects of the formation process, including planning and feasibility, project management, budget analysis, development of Rate and Method of Apportionment and Engineer’s Reports and presentations. She also has significant experience with ongoing SFD administration including levy submittal, delinquency management and continuing disclosure.

RELEVANT PROJECT EXPERIENCE

TEAM RESUME
SARA MARES | Chief Operating Officer
• San Mateo Downtown Business
Improvement Area. NBS worked
with both the Downtown
Association and the City to revise
their BID methodology to
recognize new business and a
changing downtown business
environment post-COVID. The BID
(business based) assessments
were successfully increased in
November 2022 with the new
assessment rates going into effect
on July 1, 2023.
• Long Beach Downtown Alliance
PBID Renewal. NBS assisted with
the renewal of Downtown Long
Beach Property-Based Business
Improvement District, which
funds the costs of Clean Teams &
Placemaking services, Safety
Ambassadors & Homeless
Outreach services, Economic
Development, and Marketing &
Special Events within the area of
the PBID. NBS prepared the
assessment Engineer’s Report
and Assessment Ballots and
tabulated the Assessment Ballots
at the Public Hearing. Updates
were made to the boundary and
service levels provided.
• Midtown BID Renewal. In
January 2020, NBS was engaged
by the Midtown BID Owners
Association to assist with the
renewal of their existing Property
and Business Improvement
District. NBS moved quickly to
prepare a Management Plan and
Engineer’s Report. The require
petition gathering process began
just as shut downs occurred
related to the COVID-19
pandemic. While that slowed
petition return, sufficient signed
petitions to move the PBID
renewal forward were received in
January 2022. The procedural
steps with Long Beach City
Council, including approval of the
Engineer’s Report and the
assessment balloting process
were completed successfully in
July 2022.
“Thank you so much for
your help with the
Downtown PBID
renewal! You and the
NBS team were great
partners in helping to
get this across the
finish line.”
Austin Metoyer, Downtown
Long Beach Alliance
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TEAM RESUME
NICK DAYHOFF | Senior Consultant

EDUCATION
• Bachelor of Arts, Finance,
California State University, San
Diego

HIGHLIGHTS
• Registered Municipal Advisor
Representative
• 19+ years with NBS
• Seasoned Professional in District
Administration
• District Formations, including
PBIDs/CBDs and CFDs
• Sewer Charge Administration
• Continuing Disclosure
• Proposition 218 Compliance and
Notification

BIOGRAPHY
Nick Dayhoff is a Senior Consultant with NBS where he forms and administers Special Financing Districts (SFDs). He is actively involved with a broad range of new district formations, bond issuance/ refunding analysis, and feasibility studies, and brings years of experience in the annual administration of a variety of types of SFDs to each formation project.

RELEVANT PROJECT EXPERIENCE
• Uptown Long Beach PBID:

Renewal of existing PBID.

Assessments fund a maintenance
program, security services,
marketing efforts and program
administration.
• City of Culver City: Formation of a
benefit assessment district
encompassing commercial parcels
along West Washington
Boulevard. Property owners in
the district approved assessments
to fund maintenance of roadway
medians and lighting that
benefitted their parcels that front
West Washington Boulevard, a
thriving commercial area.
• Koreatown/Northgate
Community Benefit District:

Renewal of an existing CBD to
fund a sidewalk operations
program and a marketing/identity
enhancement program. Renewal
included three zones of benefit
based on the varying level of
services provided within each
zone.
• Union Square CBD. Renewal of
existing Business Improvement
District for the vibrant Union
Square shopping district in the
City of San Francisco. CBD
assessments fund a clean & safe
program, marketing efforts, and
program administration.
“I really appreciated
the touch-base
meeting we had
recently, and look
forward to working
with you in the
coming fiscal year.”
Felicia Newhouse, Assistant
General Manager, Ross Valley
Sanitary District
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TEAM RESUME
JOHN EGAN | Professional Engineer

LICENSE
• Registered Professional Engineer
• State of California C14853

EDUCATION
• Bachelor of Science, Civil
Engineering, Iowa State
University
• Master of Science, Business
Administration, Anderson
Graduate School of Management,
University of California Los
Angeles

PROFESSIONAL AFFILIATIONS
• American Public Works
Association (APWA)
• American Society of Civil
Engineers
• American Water Works
Association (AWWA)
• American Academy of
Environmental Engineers

BIOGRAPHY
John Egan has more than 50 years of professional civil and environmental engineering experience. John is responsible for direction of conceptual development, planning, design, and preparation of construction documents and planning studies for a variety of public works and private development projects. In this capacity, he directs and/or supervises preparation of planning, derivation and analysis of alternatives, comparative costs and design efforts, and is responsible for project administration, client coordination and construction management services.

John’s related experience concerning the planning and conduct of special assessment projects includes use and/or administration of the Municipal Improvement Acts of 1913 and 1915, Mello-Roos Community Facilities Act of 1982, and the Uniform Standby Charge Procedures.

John was the Assessment Engineer/Engineer-of-Work for conduct and implementation of numerous assessment districts utilizing provisions of various assessment acts, including the Landscape and Lighting Act of 1972 and the 1913 and 1915 Municipal Improvement Acts

RELEVANT PROJECT EXPERIENCE
• City of Folsom, Lighting and Landscape District
• City of Monrovia, Maintenance Assessment District
• City of San Jacinto, 90+ Landscape and Lighting District Zones of Benefit
• City of San Leandro, Neptune Drive Flood Control
Assessment District
• City of Tulare, Property-Based Business Improvement District • City of Union City, Union Landing Property & Business Improvement District
• City of Vista, Lighting and Landscape District
• City/County of San Francisco, Ocean Avenue Community
Benefit District
• County of Imperial, County Service Area Formation
• Valley-Wide Recreation and Park District, Multiple Landscape and Lighting Districts
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TEAM RESUME
JEREMY JUNG | GIS Senior Consultant

EDUCATION
• Bachelor of Science, Political
Science, California Polytechnic
State University, Pomona
• Certificate, Geospatial Technician,
Victor Valley College
• Certificate, Geographic
Information Systems, San
Bernardino Valley College
• Certificate, Geographic
Information Systems, Rio Hondo
College

HIGHLIGHTS / TECHNICAL
• Configure and maintain ESRI
ArcGIS applications (web maps,
Dashboards, StoryMaps,
Survey123, Collector,
QuickCapture)
• Prepare numerous boundary
maps, diagrams, and 1915 Act
lien apportionments
• ArcDesktop, ArcSDE, ArcGIS
Server, ArcGIS Online, Survey
123, Collector
• Python Software experience
• SQL for data manipulation and
analysis
• Autodesk AutoCAD

BIOGRAPHY
Jeremy Jung is a Geographic Information Systems (GIS) Senior Consultant for NBS. He has nearly a decade of experience in the design and maintenance of GIS Geodatabases in a SDE environment, including reconciling/posting and QA/QC. He has developed new workflows and utilized Model Builder for processing parcel data that removed the need to purchase the data on a quarterly basis. Jeremy has performed spatial analysis to identify restricted areas for Cannabis Delivery Services, and utilized basic Python scripts to edit and automate GIS workflows. He has updated and maintained numerous map services for GIS applications (Cityworks, CRW Trakit, Granite XP, Internal Geoviewer, Public Viewer).

As a GIS Senior Consultant, Jeremy creates maps and analyzes data associated with county assessor’s parcels, district boundaries, public facilities and improvements as well as captures custom images utilizing the latest in GIS technology. In addition, he is able to create custom web-based GIS applications for internal and external use by NBS clients.

RELEVANT PROJECT EXPERIENCE
Our staff appreciates
the expertise,
guidance and
experience that the
NBS teams bring to
our special
assessments.”
Mike Gow, General Manager /
Chief Engineer, Lake Hemet
Municipal Water District
• CivicMic – Successfully completed
a variety of projects for CivicMic
including the creation of surveys,
web maps, web apps, and testing
ESRI Hubs. The web applications
assist with facilitating community
outreach and public engagement
opportunities to determine the
level of public support.
• East Contra Costa Fire Protection
District* – Calculated fire stations
distance drive times and half mile
buffer distances within ECCFPD
boundary to determine best
response times for each parcel.

Utilizing network analysis was
instrumental in determining the
calculation of special general
benefit and proportionality for
ECCFPD.*Now Contra Costa
County Fire Protection District
• Los Angeles County Metropolitan
Transportation Authority –
Accomplished creating a quarter
mile and half mile buffers aroundapproximately 60 stations to help identify assessed values for each
parcel within the buffer zones.
• City of Fairfield Lighting and
Landscape Maintenance Districts
(LLMDs) - Created visual web
application dashboard which
displayed numerous metrics and
inventoried maintenance
landscapes, parcels, streetlights,
and boundaries for each district.
• Reclamation District 1000 –
Assisted with the fee study by
creating a web map that showed
all the parcels that belong within
the district and have a filter based
on Customer Class and Drainage.
• Rio Del Mar Flats – Assigned a
benefit category for each parcel
within district and submitted an
assessment diagram. Created web
map that displayed location of
community participation.
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EDUCATION
• Bachelor of Arts, English,
Christopher Newport
University

HIGHLIGHTS
• Experienced Project Resource
Analyst supporting District
Formation and Annexation
services
• Adept at working with
analytical software,
databases, and spreadsheets
• Utilizes skills in journalism,
marketing, public relations,
research, and administration
to ensure complex and
technical information is
communicated clearly and
accurately
• Exceptional presentation
design skills; translates
complex ideas, strategies and
research into compelling
visuals such as infographics,
charts, and presentations
• Collaborates with the Project
Manager to review
documentation and conduct
data analysis for ongoing
projects
• Coordinates and manages
data, maps, transcripts, and
records to support District
Formation and Annexation
services
• Contributes over three
decades of professional
expertise to the project team

BIOGRAPHY
Terri Henry reviews various documentation and data analyses. She coordinates data, maps, transcripts, and other records in support of District Formation and Annexation services.

Terri brings more than 30 years of experience to our project team.

She has an extensive background in journalism, marketing, public relations, administration, research, and project management. Adept at coordinating data, documentation, and records to support organizational objectives. Terri holds a Bachelor of Arts in English, with a proven track record in roles such as newspaper reporter, editor, creative director, and legal administrative assistant.

RELEVANT PROJECT EXPERIENCE
Terri has served on several NBS projects, including the following:
• City of Alameda, CFD Formation and Annexations
• City of Dinuba, CFD Formation and Annexations
• City of Hesperia, CFD Formation and Annexation
• City of Los Angeles Bureau of Street Lighting, Assessment District Formation
• City of Manteca, CFD Annexations
• City of Monrovia, Citywide Landscape and Lighting Assessment District Formation
• City of Palmdale, CFD Formation and Annexations, Landscape Maintenance District Formation
• City of Patterson, CFD Annexations
• City of Petaluma, LMD Evaluation
• City of Redding, PBID Formation
• City of Rio Vista, Stormwater Property-Related Fees Prop 218 Noticing • City of San Jacinto, CFD Annexations
• City of Tulare, PBID Formation
• City of Vista, Landscape & Lighting and Street Maintenance Assessment Districts Formation
• Contra Costa Fire Protection District, CFD Annexations • Frazier Park Public Utility District, Assessment District Formation/Standby Assessment Charge Increase
• Stallion Springs CSD, Assessment District Formation

TEAM RESUME
TERRI HENRY | Project Resource Analyst
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Legal/Financial Actions
In the last five years, NBS has not been involved in any substantive claims, suits, liens, restraining orders, foreclosures, or other such legal or financial matters that would affect its ability to perform for Solvang. 336
Proposal for City of Solvang NBS | 14
2 | PAST PERFORMANCE AND REFERENCES
NBS recognizes the unique position of tourism-dependent communities and the critical role that maintaining and servicing business infrastructure plays in shaping the visitor experience, ensuring operational continuity, and fostering long-term economic resilience. Well-maintained public spaces and reliable services make tourist destinations more welcoming, encourage visitor spending, and promote return visits. Strong infrastructure supports local jobs, stimulates small businesses, and fosters community identity and pride. NBS is committed to partnering with Solvang and its stakeholders to ensure long-term growth and sustainability in its downtown business district.

Below is a sampling of projects and references currently being provided or completed within the past five years that are similar in scope and magnitude to the City’s needs.

Client/Project Name Project Description Contact Information Downtown Long Beach
Alliance
PBID Renewal
NBS assisted with the renewal of the
Downtown Long Beach Property-Based
Business Improvement District, which funds
the costs of Clean Teams & Placemaking
services, Safety Ambassadors & Homeless
Outreach services, Economic Development,
and Marketing & Special Events within the
area of the PBID. NBS prepared the
assessment Engineer’s Report and
Assessment Ballots and tabulated the
Assessment Ballots at the Public Hearing.

Updates were made to the boundary and
service levels provided. The District was
approved and renewed in July of 2022.

Austin Metoyer
President & CEO
Downtown Long Beach Alliance
100 West Broadway, Suite 120
Long Beach, CA 90802
P: 562.506.2960
E: [email protected]
Downtown San Mateo
Association
BID Renewal and Public
Engagement
NBS worked closely with the Downtown San
Mateo Association "District" throughout the
BID renewal process. The NBS team
collaborated with District staff to assess
existing budgets, conduct a rate analysis,
and choose a strategy for reshaping the
District's pricing model. Concurrently, the
CivicMic team assisted the District in
developing an effective communication
strategy with local businesses. We created a
framework for outreach efforts that
resulted in increased cooperation from
business owners and facilitated business
owners' understanding of community
leaders' desires to assess the quality of
service provided, the size of the budget, and
how the district is funded. A comprehensive
website was developed to better inform
business owners about the District's
initiatives and how they can benefit from
them. We also interviewed business owners
via phone and online surveys, allowing for
tailored and consistent messaging.

Lew Cohen
Board Member
380 1st Avenue
San Mateo, CA 94401
P: 650.342.5520
E: [email protected]
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Client/Project Name Project Description Contact Information Fisherman’s Wharf
Community Benefit
District
BID Formation and
Renewal
The NBS team was hired to analyze both the
property-based BID as well as businessbased BID for Fisherman’s Wharf CBD. This required extensive parcel and data analysis
given the range of Port, City, and private
properties and uses. NBS was also retained
to calculate the annual assessments.

Bri Maughan, Executive Director
Fisherman’s Wharf CBD
2801 Leavenworth St, Ste B-16
San Francisco, CA 94133
P: 415.676.3530
E: [email protected]
The Unity Council in the
City of Oakland
Fruitvale BID Renewal and
Public Engagement
NBS assisted with the attempted renewal of
a Business Improvement District, Fruitvale
BID, to fund ongoing cleaning and
marketing services within the BID. NBS
provided a detailed general and special
benefit analysis and assessment engineering
services for the renewal, including
developing a new Engineer’s Report,
Management District Plan, along with
mailed notices and assessment ballots. In
addition, NBS utilized the CivicMic platform
to engage stakeholders and property
owners in the community. Unfortunately,
property owners did not approve the
renewal of the existing BID, however, the
renewal process opened up communication
within the BID.

Tiffany Rose Naputi Lacsado
The Unity Council
Associate Director of Economic
Development
1900 Fruitvale Avenue, Suite 2A
Oakland, CA 94601
P: 510.535.6900
E: [email protected]
Midtown Property and
Business Owners
Association
City of Long Beach
Midtown PBID Renewal
In January 2020, NBS was engaged by the
Midtown BID Owners Association to assist
with the renewal of their existing Property
and Business Improvement District. NBS
moved quickly to prepare a Management
Plan and Engineer’s Report. The required
petition gathering process began just as
shut downs occurred related to the COVID19 pandemic. While that slowed petition return, sufficient signed petitions to move
the PBID renewal forward were received in
January 2022. NBS prepared the assessment
Engineer’s Report and Assessment Ballots
and tabulated the Assessment Ballots at the
Public Hearing. The District was approved
and renewed in July of 2022.

Billy Anderson, Jr.

Vice Chair of BID
Midtown Property and Business
Owners Association
Office: 562.599.8513
Cel: 562.355.9078
E: [email protected]
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Client/Project Name Project Description Contact Information City of Long Beach
Wrigley Business
Improvement District
BBID Formation
In March 2024, NBS was engaged by the
City of Long Beach to examine the feasibility
of creating a business or property-based BID
along Pacific Avenue. NBS met with
participants to gather information and
create a roadmap that included an
engagement toolkit, stakeholder meetings
and interviews. Property and business data
were both analyzed to understand the
various stakeholders in each group. Through
this process, NBS gathered information to
make a recommendation to the City as to
which funding option would be most
appropriate. The City and stakeholders
evaluated the options presented and
ultimately opted to move forward with a
business-based BID. The process to form the
BID is underway and expected to be
completed in early 2026.

Kyle Smith
BID Program Manager
411 W. Ocean Avenue
Long Beach, CA 90802
P: 562.591.5665
E: [email protected]
Ocean Avenue
Association
Community Benefit
District Renewal and
Public Engagement
NBS assisted with the ongoing renewal of a
Community Benefit District, Ocean Avenue
CBD, to fund ongoing cleaning, streetscape
and marketing services within the CBD. NBS
provided assessment engineering services
for the renewal, including developing a new
Engineer’s Report with a detailed general
and special benefit analysis, and
Management District Plan. A robust
communication plan was developed that
used surveys along with online and inperson community meetings to bring property owners together and build
consensus. Through collaboration with
property owners, Ocean Avenue staff and
NBS’ engagement team, the CBD was
renewed at the Public Hearing and ballot
tabulation on July 8, 2025.

Christian Martin
Executive Director
1720 Ocean Avenue
San Francisco, CA 94112
P: 888.807.4441
E: [email protected]
Downtown Redding
PBID Formation and
Public Engagement
Engaged in February 2024, NBS has
partnered with the City of Redding to form
the desired Downtown Redding Property
Based Improvement District (PBID) to
support its growing and thriving downtown
hub. Currently in phase II, NBS has
conducted stakeholder outreach, assisted in
creating an Owner’s Association, conducted
a special vs. general benefit analysis, and
collaborated with City staff throughout the
project. The PBID efforts are ongoing.

Mark Christ
Associate Community Project
Coordinator
777 Cypress Avenue
Redding, CA 96001
P: 530-245-7136
E: [email protected]
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Client/Project Name Project Description Contact Information City of Tulare
PBID Formation and
Public Engagement
NBS was hired by the City of Tulare to assist
with the formation of a new PBID to fund
needed services in their downtown.

Through community engagement with
downtown stakeholders, the NBS team
established the PBID boundary, determined
the services to be funded by the PBID and
drafted the Engineer’s Report and
Management Plan. Petitions have been sent
out to property owners and signatures are
being gathered so that the proceeding may
go to the City Council for consideration.

Marc Mondell
City Manager
411 E. Kern Avenue
Tulare, CA 93274
P: 559.684.4200
E: [email protected]
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3 | PROJECT APPROACH, MANAGEMENT APPROACH/

SUBJECTIVE STATEMENTS

PROJECT APPROACH
NBS achieves project success through a focus on key objectives: effective communication with all parties, strategic assignment of skilled team members, collaborative and manageable timeline development, and robust stakeholder engagement. The preparation of a project roadmap ensures that the City, stakeholders, and NBS are always aligned on objectives and project milestones, providing clear understanding of all project goals and deliverables.

NBS will approach the project with BBID (business-based) and PBID (property-based) funding mechanisms as the primary considerations for this project. Unlike BBIDs and PBIDs, a Community Improvement District (CID) is not a specific type of funding mechanism under California law as the PBID law allows for capital financing of projects. NBS is well versed in all manner of Special Financing Districts (SFDs) to include both taxes and assessments, and we have assisted other communities with implementation of these perhaps less traditional tools in downtown areas where fitting. Solvang’s status as a charter city adds to that flexibility, if needed.

The City desires to strengthen outreach efforts with public engagement. NBS and the City will create a framework for outreach efforts with greater collaboration from stakeholders. The City will utilize social media to relay information, educate and understand stakeholders on a closer level. Engagement activities will always aim to reach those with diverse backgrounds allowing for unique perspectives. Items such as logistics and skill sets are considered when developing engagement activities.

PUBLIC ENGAGEMENT PROCESS

ASSESSMENT APPROACH
NBS has been developing robust and sound assessment methodologies for our clients since 1996. BIDs present a unique challenge in assessment engineering in that there may be multiple zones where different service levels are provided, varied land uses including residential, and diverse ownership interests that all need to be balanced. Achieving an Engineer’s Report that is both defensible and acceptable to property owners who need to approve the assessment is key. We approach this challenge first by gaining a clear understanding of the services to be provided and then by identifying the special benefits conferred by those services. From there, a detailed understanding of the property data and characteristics helps to 341
Proposal for City of Solvang NBS | 19
guide the allocation of proportional special benefit to each parcel. A review of resulting assessments is done to identify any outliers and adjustments that may be made. We approach each assessment as its own unique set of facts and circumstances drawing from our depth of experience and knowledge to create the assessment methodology.

SCOPE OF SERVICES
We acknowledge and will provide the scope of services and deliverables detailed on RFP pages 4-7. Below outlines our standard process for this important effort in the City’s downtown corridor. Please note we have integrated the City’s scope with our own and have offered additional suggested approaches and methods based on our expertise. At the kickoff meeting, we can review and customize the scope to meet the specific needs of the City.

Our schedule for completing this project no later than June 30, 2026, is detailed in Section 4. Also, the roles and responsibilities of our project team members have been defined in Section 1.

Feasibility Services
Tasks I and II: Project Research and Legal Analysis & Stakeholder Identification

KICK-OFF MEETING
NBS will hold a kick-off meeting with City staff and Key Stakeholders that will be used to create the engagement roadmap.

DATABASE DEVELOPMENT
NBS will use secured roll data from the County along with business license data from the City to compile a stakeholder list that includes property owners and business owners, including mailing addresses for each.

CURRENT PROGRAM EVALUATION
NBS staff will review the current services being provided and services’ funding, if any, considering current legal understanding and framework. NBS will determine, with the City’s assistance, expected budget appropriations for services derived from Measure U and Measure E funds and incorporate the impacts in the evaluation. The team will work with stakeholders to identify service needs and anticipated service levels.

COMMUNICATION PLAN AND PROJECT TIMELINE
NBS will establish an internal communication action plan and proposed project timeline.

PREPARE INITIAL REVIEW MEMO
The team will prepare a short memorandum summarizing the current legal climate, relevant background, current market conditions, and making recommendations for proceeding with a BID formation, including pros and cons related to a property- or business-based assessment and governance options. The memo will also provide an information-needs list and a general timeline for formation and will act as a roadmap for next steps.
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OUTREACH AND ENGAGEMENT
Task III: Outreach and Engagement

TARGETED STAKEHOLDER INTERVIEWS
NBS will develop multiple stakeholder surveys. Surveys will be online and mailed to gather information from the community. NBS will work with City staff to create a list of target stakeholders that should have one-onone interviews. The one-on-one interviews will help to craft a future survey that will go out to the community. NBS will use CivicMic.com to allow surveys to be taken online, allowing for a higher number of participants.

The surveys will take place at the beginning of the engagement efforts to determine the focus of future education, establish priorities and understand the level of support.

CREATION OF ENGAGEMENT TOOLKIT
The establishment of an internal communication action plan and engagement toolkit, including talking points for stakeholders and a dedicated webpage on CivicMic.com that will be linked to the City website and allow constant project updates throughout this project.

COMMUNITY MEETINGS AND WORKSHOPS
NBS will conduct stakeholder meetings to allow for stakeholder sharing. Meetings will focus on sharing and gathering information with tools that eliminate language and literacy barriers.

Community Meetings – Provide the following services for community meetings:
• Host up to two community meetings with at least one being virtual to allow the community to discuss items of importance and build a sense of community • Create and post community meeting notices on various outlets • Lead meetings with objectives created with the City prior to the meeting • Develop action items based on feedback received at Community Meetings or from the survey and other ongoing communication efforts
• Record community meetings that will be shared to CivicMic.com and social media sites • Provide useful and detailed results
Webpage Updates – Develop and deploy content to a dedicated webpage and social media.

This task includes, but is not limited to, the following items. All posts to the webpage are emailed directly to the email list members. A link will be provided for the City’s website to send all interested parties directly to CivicMic.com.
• Background on the need for additional revenue
• History on use of current funds available to the City • Calendar of anticipated events (such as timeline for community meetings, 218 proceedings including public hearing and ballot tabulation dates)
• Legislative updates
• Meeting announcements and minutes
• Content development and update for website and social media 343
Proposal for City of Solvang NBS | 21
• Specialized mapping and graphics including a boundary map. Below is a sample map showing parcels engaged in a community on CivicMic.com:

FINAL MEMO PREPARATION
NBS will provide the City with a final memo that proposes a boundary for the BID/PBID, a list of community priorities, a description of the proposed services and activities based on such priorities, a proposed budget for such services and activities based on cost estimates provided by the City, a recommendation for an assessment methodology, estimated assessment rates, and next steps.

Property and Business Improvement District (PBID) or Business Improvement District Formation
Tasks IV, V, VI, and VII: District Design and Implementation Planning, Engineering Assessment (if required), Legal Formation and Implementation Support & Nonprofit BID Organization Formation (if applicable)

REVIEWING AND UNDERSTANDING THE SERVICES
NBS will review services, including location of services to be provided and frequency of services, as well as any zones which receive different or varying frequency of services. This review shall be specific and will be a central component of the recommendation on the parcels to be included in the BID/PBID and special vs. general benefit analysis for such PBID.

BUDGET DEVELOPMENT
The team will review a budget provided by City staff and the stakeholder group. Cost categories may include, but not be limited to, services budgets, all relevant expenses, incidental costs (engineering, legal, 344
Proposal for City of Solvang NBS | 22
staff, consultants and ongoing administration), operating reserves, capital improvement reserves, and equipment/material replacement reserves. NBS will analyze the potential coordination of existing City service and Measure E/U funded improvements.

BUSINESS DATABASE (BID)
NBS will create a business database using the most recently available data from the City. The database will include business ownership and mailing information, and data relevant to the calculation of the assessments.

SPECIAL VS. GENERAL BENEFIT ANALYSIS (PBID)
The team will analyze the services, proposed boundaries, district characteristics, parcel characteristics, special and general benefits conferred, and assessment engineering standards and sources to separate and quantify special vs. general benefit in compliance with the special benefit requirements of Proposition 218.

NBS will meet with City staff and, if needed, legal counsel to discuss appropriate and/or alternative approaches to the proposed PBID.

NBS will prepare a Report summarizing the findings and recommendations. The main goal of the Report is to separate and quantify special and general benefit and to provide a review of feasible Method(s) of Assessment for the proposed PBID in accordance with the special benefit and proportionality requirements of Proposition 218 and recent case law. The Report will provide analysis and numerical support for the breakdown of special vs. general benefit and a Method of Assessment.

LEGAL DOCUMENTS
NBS will draft for review required resolutions, staff reports, and ballot package. All documents will be reviewed by City staff and approved by City legal counsel.

MANAGEMENT PLAN & ENGINEER’S REPORT DEVELOPMENT
Stakeholder Review – We will schedule, in conjunction with staff and stakeholders, a virtual meeting to affirm the detailed goals, objectives and known parameters, as well as the next steps and timeline.

Verify and Finalize Property Database – For use in the Engineer’s Report and Management Plan, we will confirm the parcel and area profile data including parcel use code, parcel assessed valuation, parcel acreage and building square footage, and updated parcel ownership information. (Information provided will be limited to information available via the most recently available County Assessor’s Secured Roll and any other reliable sources provided to NBS).

Prepare a Method of Assessment – If a PBID is selected as the funding mechanism, NBS will, based on the Special vs General benefit analysis previously documented, prepare a Method of Assessment, including rates, in compliance with the proportionality requirements of Proposition 218 for review by all stakeholders. For a BID, using the business database prepared by NBS and budget for services provided by the City and stakeholders, NBS will prepare a Method of Assessment, including rates, in compliance with the requirements of the PBID Law of 1994.

Develop Management Plan – NBS will develop a supportable work plan for the PBID, which will include the required components as well as suggestions for Owner’s Association Board composition. 345
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Prepare Engineer’s Report (PBID) – NBS will prepare an Engineer’s Report, according to statutes, including, but not necessarily limited to the following: a) map of PBID, b) name of PBID, c) description of boundaries and zones, d) annual proposed services and activities, e) annual proposed costs, f) total annual proposed expenditures, g) proposed sources of funding/method and basis of assessment in sufficient detail to allow each property owner to calculate the amount of the assessment to be levied against their property, h) assessment collection process, i) duration of levy, j) implementation and completion schedule, k) proposed rules and regulations, and l) list of assessed property and benefit methodology.

BALLOT AND PETITION PROCESS
Develop Petition – The first step of the legal process is a petition. NBS will develop the process and the actual petition, which will be circulated by others (i.e., the proponent group).

Notice and Ballot – We will prepare and mail a notice and ballot package to each property/business owner.

Attend Public Hearing – NBS will prepare for and attend the public hearing and make a presentation as needed. Assist City staff to tabulate assessment ballots.

Provide Final Documents – We will provide a final electronic binder with relevant documents, including the Management Plan, Engineer’s Report, executed resolutions, ballot summary, etc.

Consulting Support – NBS will provide a toll-free phone number for use by City staff, property/business owners, and other stakeholders to answer questions throughout the process.

Multilingual Factsheet – A multilingual factsheet will be designed and translated into one additional language if requested. This factsheet is anticipated to go out to the community following the first virtual community meeting but prior to the final in-person meeting.

Petition Tracking – The engagement team will meet with the various community stakeholders to ensure an effective petition collection and tracking process. The team will:
• Meet with stakeholders bi-weekly to review assignments and discuss concerns • Create engagement logs for recording property/business owner interactions and notes • Create and update FAQ for consistent messaging
• Provide user guides and training sessions to use the internal tools effectively • Generate periodic reports on outreach effectiveness and progress with the petition phase 346
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4 | SCHEDULE
To meet the City's 6-30-2026 deadline, the schedule below outlines our proposed project schedule. Backed by nearly three decades of experience partnering with cities like Solvang and collaborating closely with municipal staff, our team is well qualified to coordinate timelines, conduct concurrent stakeholder engagement activities, adapt our approach based on community input, and meet all legal deadlines required for BID formation. We will discuss a detailed schedule at the kick-off meeting, along with the expected timing for individual tasks.

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PROJECT SCHEDULE FOR THE CITY OF SOLVANG
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 Active task work
Draft and Final Reports
Meeting or Presentation with Agency Staff (estimated, to be scheduled as needed) Public Workshops/Presentation (to be scheduled as needed) Task III – Outreach and Engagement
Task IV – District Design and Implementation Planning
Task V – Engineering Assessment (if required)
Task VI – Legal Formation and Implementation Support
Task VII – Nonprofit BID Organization Formation (if applicable)

PROJECT SCHEDULE - CITY OF SOLVANG
Weeks from Start
Task I – Project Research and Legal Analysis
Task II – Stakeholder Identification

OCT NOV DEC JAN FEB MAR APR MAY JUN
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5 | COST STRUCTURE
Our professional fees are based on our understanding of the City’s needs and the effort we believe is necessary to complete the scope of services described.

Note: This page is intentionally formatted differently to improve legibility of the table contents.

EXPENSES
Customary out-of-pocket expenses are billed at the actual cost incurred. These expenses may include mailing fulfillment, postage, reproduction, telephone, travel, meals and various third-party charges for data, maps, and recording fees.

ADDITIONAL SERVICES
The table on the following page shows our current hourly rates. Additional services authorized by the City but not included in the scope of services will be billed at this rate or the then applicable hourly rate.

PROJECT BUDGET: CITY OF SOLVANG
Director/
Project
Manager
(Wood)
Comm.

Specialist
(Savage)
Senior
Reviewer
(Mares)
Senior
Consultant
(Dayhoff)
Engineer
(Egan)
GIS Senior
Consultant
(Jung)
Project
Resource
Analyst
(Henry)
Consultant
Labor (Hrs.)
Consultant
Costs ($)
$275 $175 $275 $200 $225 $225 $130
Downtown Solvang BID Formation & Implementation Services

6.0 - 2.0 35.0 - 4.0 14.0 61.0 11,920$

15.0 4.0 - - - - - 19.0 4,825$

50.0 35.0 - - - - - 85.0 19,875$
- - 8.0 45.0 - 20.0 12.0 85.0 17,260$
- - 4.0 20.0 8.0 4.0 40.0 4.0 8,320$

15.0 10.0 2.0 30.0 - - 20.0 77.0 15,025$
- - 2.0 28.0 - - 10.0 40.0 7,450$
4,500$
GRAND TOTAL 86.0 49.0 18.0 158.0 8.0 28.0 407.0 60.0 89,175$

1. Travel-related cost and direct reimbursable expenses; all other expenses are included in labor rates. This cost will be $0 if all meetings and presentations are held remotely.

Task VII – Nonprofit BID Organization Formation (if applicable) Travel and Meeting Costs (not to exceed)1
Task II – Stakeholder Identification
Task III – Outreach and Engagement
Task IV – District Design and Implementation Planning
Task V – Engineering Assessment (if required)
Task VI – Legal Formation and Implementation Support
Consultant Labor (Hours) Grand Totals
Project Tasks
Hourly Rate
Task I – Project Research and Legal Analysis
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Proposal for City of Solvang NBS | 26
Title Hourly Rate
Senior Review $275
Director $250
Associate Director / Engineer $225
Senior Consultant $200
Consultant $175
Senior Project Analyst $165
Project Analyst $150
Project Resource Analyst $130
Clerical / Support $110
TERMS
Services will be invoiced monthly. Fees for all other services will be invoiced monthly for work completed. Expenses will be itemized and included in the next regular invoice. If the project is prematurely terminated by either party, NBS shall receive payment for work completed. Payment shall be made within 30 days of submittal of an invoice. If payment is not received within 90 days, simple interest will begin to accrue at the rate of 1.5% per month.

Either party can cancel consulting contract with 30 days’ written notice. 349
Proposal for City of Solvang NBS | 27
6 | INSURANCE COVERAGE
NBS accepts the terms, conditions and general form of the City of Solvang standard Consultant Services Agreement with the following requested modification(s):
• Exhibit B - Please add "With the exception of Professional Liability," to the beginning of the seventh paragraph or add wording that allows for the "Professional Liability Insurance Carrier to be on the California Department of Insurance List of Approved Surplus Lines Insurers." For the City's consideration, our Professional Liability Carrier, Gemini Insurance Company, has an AM Best Rating of A+ (Superior) with a Financial Size Category of XV ($2 Billion or Greater), which is greater than the City's requirement.

As per the RFP’s request for a statement of NBS’ current insurance coverage signed by a company official, please see our policy limits below. Note that we meet or exceed the City's requirements. • Commercial General Liability policy limits are $2,000,000 per occurrence and $2,000,000 in aggregate.
• Automobile Liability policy limits are $1,000,000 each accident. • Workers' Compensation and Employers' Liability policy limits are $1,000,000. • Error and Omissions / Professional Liability policy limits are $2,000,000 with $2,000,000 in aggregate.

Sara Mares
Chief Operating Officer
350
NBS Government Finance Group DBA NBS

EXHIBIT B

Consultant shall provide the following types and amounts of insurance:

Workers Compensation on a state-approved policy form providing statutory benefits as required by law with employer’s liability limits no less than $1,000,000 per accident or disease.

Insurance procured pursuant to these requirements shall be written by insurers (1) that are admitted carriers in the state of California, except that Professional Liability Insurance may be written by a nonadmitted/surplus line insurer that meets all applicable requirements under the California Insurance Code and is included in the California Department of Insurance List of Approved Surplus Line Insurers and (2) with an A.M. Bests rating of A- or better and a minimum financial size VII.

General conditions pertaining to provision of insurance coverage by Consultant. Consultant and City agree to the following with respect to insurance provided by Consultant:

3. All insurance coverage and limits provided by Consultant and available or applicable to this agreement are intended to apply to the full extent of the policies. Nothing contained in this Agreement or any other agreement relating to the City or its operations limits the application of such insurance coverage.

8. Certificate(s) are to reflect that the insurer will provide 30 days notice to City of any cancellation of coverage by the carrier.

19. These insurance requirements are intended to be separate and distinct from any other provision in this agreement and are intended by the parties here to be interpreted as such.

There shall be no recourse against City for payment of premiums or other amounts with respect thereto.

22. Consultant agrees to provide immediate notice to City of any claim or loss against Consultant arising out of the work performed under this agreement. City assumes no obligation or liability by such notice, but has the right (but not the duty) to monitor the handling of any such claim or claims if they are likely to involve City.
353
Proposal for City of Solvang NBS | 28
APPENDIX | CAMPAIGN DISCLOSURE FORM
354

CITY COUNCIL STAFF REPORT
Agenda Item 8.c
Meeting Date: October 13, 2025
SUBJECT: Introduce for first reading by title only Ordinance No. 25-0384 to Amend Advisory Body Terms and Appointment Processes
PREPARED BY: Annamarie Porter, City Clerk
DISCUSSION:

This report is to provide an overview of the current practices for annual advisory body recruitments with 2-year terms and to recommend a shift to a 4-year staggered term structure for advisory body appointments by Council members and a two-year term for Mayor appointments concurrent with each Councilmember's term. This change is intended to improve stability, continuity, and participation in advisory bodies while also streamlining the recruitment process.

Currently, the City of Solvang advisory body members serve for 2-year terms. Terms for all members of the Planning Commission and Design Review Committee expire at the same time. This results in a biannual recruitment cycle for the entire body. Members of the Revenue Measures Advisory Committee serve staggered 2-year terms. The premise of staggered terms means approximately half of each advisory body’s membership could turn over each year. While this results in better continuity for the body because there are always some experienced members, it also results in recruiting every year.

While this structure intends to provide an opportunity for regular turnover and new ideas, it also presents certain challenges, including:
• High Recruitment Frequency: Recruitment is either done annually for approximately half of the body or every other year for the entire body, leading to consistent administrative costs and resources being directed toward filling positions. Annual recruitment cycles can place a significant strain on City staff, both in terms of administrative work and costs. Constantly seeking new applicants and reviewing applications each year diverts resources from other important tasks.
• Member Turnover: A relatively high turnover rate with 2-year terms, especially unstaggered terms, may disrupt continuity and the effectiveness of advisory bodies, as newly appointed members may take time to understand their roles, policies, and the city’s broader goals. • Limited Institutional Knowledge: With frequent turnover, it becomes difficult to retain experienced members who possess institutional knowledge, which can slow the advisory bodies’ work.
• Time for Orientation: New members typically require time to get up to speed with policies, procedures, and specific issues on which they are tasked to advise. With a large portion of members turning over every year this learning curve can slow down the body’s decision-making. • Limited Member Engagement: The short-term nature of 2-year terms can discourage deeper involvement from members who may feel that their time on the advisory body is too brief to make significant contributions.

Staff recommends the City transition to a staggered 4-year term structure for advisory bodies, with biannual recruitment cycles. The proposed Ordinance No. 25-0384, if adopted, would structure advisory body terms and appointment and vacancy procedures as follows: A Council Member from each City Council District would appoint an advisory body member for a 4-Year term that would begin on March 1 in the year following the regular election of the appointing City Council member. This would result in staggered terms so that only a portion of the advisory body (e.g., 25-50%) is appointed every two years.
• The Mayor would appoint an advisory body member for a 2-year term that would begin on March 1 after the Mayor took office. This 2-year term ensures that the Mayor has an opportunity 355
to select an advisory body member for the Mayor’s entire term of office while maintaining staggered terms and two-year recruitment cycle.
• If the newly elected Mayor was a sitting Council Member, the new Council Member filling the Council vacancy would appoint the advisory body member for the 2-year term instead of the Mayor. This ensures that each Council Member has only appointed one advisory body member. • Advisory body members’ terms will continue until their successor is appointed. • Appointment and vacancy procedures would be revised to be consistent across all advisory bodies.

The benefit of the proposed changes include:
• Bi-Annual Recruitment: Recruitment for advisory bodies would occur every two years and for only a portion of each advisory body. This change will reduce the administrative burden of annual recruitment, allowing staff to focus on more strategic outreach and engagement. • Reduced Turnover: With longer and staggered terms, the turnover rate is slowed, allowing for greater continuity of experience and expertise within each advisory body. This stability is essential for effective long-term planning and decision-making and ensures greater continuity in decisions and retention of institutional knowledge.
• Enhanced Member Engagement: A 4-year term provides members with a longer window to contribute meaningfully to their advisory body’s work, promoting deeper engagement and a stronger sense of ownership over the initiatives they support.

Should Council proceed with adoption of the proposed ordinance, the current advisory body members’ terms would automatically be extended until a successor is appointed under the new ordinance. For some current advisory body members, this means their terms would be extended until March 1, 2029 (following the 2028 election). For others, their terms would end on March 1, 2027 (following the 2026 election). Staff would work with current and incoming advisory body members to explain the shift to four-year staggered terms and encourage current advisory body members to continue in their appointments until successors are appointed on the revised staggered schedule. Should current members not wish to continue in their appointment beyond their original term, the member may resign at the end of their original term and Council can appoint a new member to fill the vacancy in accordance with the new appointment procedures and for a term or partial term on the new term schedule. If Council decides a current advisory body member’s term is too long due to the transition to the new four-year staggered terms, Council may vote at any time to remove the advisory body member and fill the vacancy with a new member for the unexpired portion of the revised term.

RECOMMENDED MOTION:

I move to introduce for first reading by title only Ordinance No. 25-XXXX amending certain sections of Chapter 1 (Planning Commission), Chapter 4 (Design Review Committee), and Chapter 6 (Revenue Measures Oversight Committee) of Title 2 (Boards and Commissions) of the Solvang Municipal Code.

ALTERNATIVES:

Council could decide to not introduce the ordinance or to amend the ordinance.

FISCAL IMPACT:

Government Code requirements for Public Notice and recruitment processes and annual recruitment cycles can place a significant strain on City staff, both in terms of administrative work and costs.

Constantly seeking new applicants and reviewing applications each year diverts resources from other important tasks.

ATTACHMENTS:

Ordinance No. 25-0384
356
O-25-0384 Advisory Body Terms
ORDINANCE NO. 25-0384

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SOLVANG, CALIFORNIA AMENDING CERTAIN SECTIONS OF CHAPTER 1 (PLANNING COMMISSION), CHAPTER 4 (DESIGN REVIEW COMMITTEE), AND CHAPTER 6 (REVENUE MEASURES OVERSIGHT COMMITTEE) OF TITLE 2 (BOARDS AND COMMISSIONS)

OF THE SOLVANG MUNICIPAL CODE
WHEREAS, members of advisory bodies to the City Council, including the Planning Commission, the Design Review Committee and the Revenue Measures Oversight Committee, serve two (2) year terms; and
WHEREAS, members of the Design Review Committee and the Planning Commission do not have staggered terms; and
WHEREAS, members of the Revenue Measures Oversight Committee serve staggered terms; and
WHEREAS, this arrangement results in significant administrative burdens on staff to recruit all members of the Design Review Committee and Planning Commission every two years and to recruit some members of the Revenue Measures Oversight Committee every year; and WHEREAS, this arrangement disrupts the continuity and the effectiveness of advisory bodies and makes it difficult for advisory bodies to retain institutional knowledge, and WHEREAS, amending advisory bodies terms to be four years for those members appointed by City Council members and two years for those members appointed by the Mayor and staggering such advisory body member terms will reduce administrative burdens and improve continuity and effectiveness and foster institutional knowledge; and
WHEREAS, the Solvang Municipal Code sets forth the procedures and requirements for appointment, vacancy, removal and other matters for each of the advisory bodies; and WHEREAS, these procedures and requirements are inconsistent among advisory bodies; and WHEREAS, these inconsistencies create additional administrative burden for staff to track and implement similar but slightly different procedures and requirements for each advisory body; and WHEREAS, the City Council desires to amend and stagger the terms of advisory bodies and to establish consistent advisory body procedures and requirements and thereby reduce administrative burdens and improve advisory body effectiveness.

NOW, THEREFORE, THE PEOPLE OF THE CHARTERED CITY OF SOLVANG DO ORDAIN AS FOLLOWS:

SECTION 1. Section 2-1-2 (Membership) of Chapter 1 (Planning Commission), of Title 2 (Boards and Commissions) of the City of Solvang Municipal Code is hereby amended to read as follows:
§ 2-1-2 Membership.

A. Appointment. Consistent with subsection C, each City Council member, on behalf of their respective City Council District, shall appoint one Planning Commission member and the Mayor shall appoint one Planning Commission member. Notwithstanding appointment by a City Council member from a City Council District, members of the Planning Commission shall not be required to reside in the same City Council District as the appointing City Council member, and all members of the Planning Commission 357
O-0384 Advisory Body terms
shall serve at large. In the event a City Council member or the Mayor declines to make an appointment, the appointment will be made by a majority vote of the City Council.

B. Qualifications. Each member of the Planning Commission shall be a legal resident within the City at the time of his or her appointment and during his or her tenure in office.

C. Term.

1. The term for each Planning Commission member appointed by a City Council member shall be for four (4) years, and the term for each Planning Commission member appointed by the Mayor shall be for two (2) years with such terms commencing on March 1 in the year following the regular election of the appointing City Council member or Mayor.

2. All Planning Commission members shall continue to hold and exercise their respective positions on the Planning Commission until the appointment of their respective successors.

3. Notwithstanding subsection C.1., a person elected or appointed to a City Council seat to fill a vacancy created by election or appointment of a sitting City Council member to the office of Mayor shall appoint the Planning Commission member for the two (2) year term on behalf of the newly elected or appointed Mayor so that, except in the event of a vacancy, all members of the City Council, including the Mayor, shall have each appointed only one Planning Commission member.

D. Vacancies shall be filled in the same manner as set forth in subsection A of this section by the Mayor or the current representative of the City Council District making the original appointment.

E. Removal. Planning Commissioners serve at the pleasure of the City Council and may be removed at any time by affirmative vote of three or more members of the City Council. A member who is absent for three (3) consecutive meetings without approval by a majority of the Planning Commission members shall be automatically removed from membership without further action by the City Council. Removal by Council or due to unapproved absence shall create a vacancy under subsection D of this section.

F. Compensation and Expenses. Any compensation of the commissioners shall be fixed by resolution of the City Council, and commissioners may be reimbursed for their valid expenses incurred on official City business.

SECTION 2. Clause 1, of Subsection A (Organization) of Section 2-1-3 (Organization and Meetings) of Chapter 1 (Planning Commission), of Title 2 (Boards and Commissions) of the City of Solvang Municipal Code is hereby amended to read as follows:

1. Officers of the Planning Commission shall include the chair and vice-chair. The vice-chair shall serve as the chair, pro tempore, when the chair is absent. The chair and vice-chair shall be elected from among the Planning Commission members by a majority of the members present at the first regular meeting of the Planning Commission on or after March 1.

SECTION 3. Section 2-4-2 (Membership) of Chapter 4 (Design Review Committee), of Title 2 (Boards and Commissions) of the City of Solvang Municipal Code is hereby amended to read as follows:
§ 2-4-2 Membership.

A. Appointment. Consistent with subsection C, each City Council member, on behalf of their respective City Council District, shall appoint one Design Review Committee member and the Mayor shall appoint one Design Review Committee member. Notwithstanding appointment by a City Council member from a City Council District, members of the Design Review Committee shall not be required to reside in the same City Council District as the appointing City Council member, and all members of the Design Review Committee shall serve at large. In the event a City Council member or the Mayor declines to make an appointment, the appointment will be made by a majority vote of the City Council. 358
O-0384 Advisory Body terms
B. Qualification. Each Design Review Committee member shall be a legal resident or a business operator with a business within the Santa Ynez Valley at the time of the member's appointment and during the member's tenure in office. Each member should have a demonstrated interest in, and knowledge of, architectural history, architecture, local history or be knowledgeable in fields related to historic preservation, construction, planning, geography, landscape architecture, urban design, Danish culture, arts, or real estate. As used herein, "Santa Ynez Valley" is coterminous with the following ZIP codes: 93463, 93464, 93441, and 93460.

C. Term.

1. The term for each Design Review Committee member appointed by a City Council member shall be for four (4) years, and the term for each Design Review Committee member appointed by the Mayor shall be for two (2) years with such terms commencing on March 1 in the year following the regular election of the appointing City Council member or Mayor.

2. All Design Review Committee members shall continue to hold and exercise their respective positions on the Design Review Committee until the appointment of their respective successors.

3. Notwithstanding subsection C.1., a person elected or appointed to a City Council seat to fill a vacancy created by election or appointment of a sitting City Council member to the office of Mayor shall appoint the Design Review Committee member for the two (2) year term on behalf of the newly elected or appointed Mayor so that, except in the event of a vacancy, all members of the City Council, including the Mayor, shall have each appointed only one Design Review Committee member.

D. Vacancies shall be filled for the unexpired portion of the term in the same manner as set forth in subsection A of this section by the Mayor or the current representative of the City Council District making the original appointment.

E. Removal. Design Review Committee members serve at the pleasure of the City Council and may be removed at any time by affirmative vote of three or more members of the City Council. A Design Review Committee member who is absent for three (3) consecutive meetings without approval by a majority of the Design Review Committee members shall be automatically removed from membership without further action by the City Council. Removal by Council or due to unapproved absence shall create a vacancy that shall be filled pursuant to subsection D of this section.

F. Compensation and Expenses. Any compensation of the Design Review Committee members shall be fixed by resolution of the City Council. Design Review Committee members may be reimbursed for their necessary and actual expenses incurred on official City business in accordance with City policy.

SECTION 4. Clause 1 of Subsection A (Organization) of Section 2-4-3 (Organization and meetings) of Chapter 4 (Design Review Committee), of Title 2 (Boards and Commissions) of the City of Solvang Municipal Code is hereby amended to read as follows:

1. Officers of the Design Review Committee shall include the chair and vice-chair. The vice-chair shall serve as the chair, pro tempore, when the chair is absent. The chair and vice-chair shall be elected from among the Design Review Committee members by a majority of the members present at the first regular meeting of the Design Review Committee on or after March 1.

SECTION 5. Clause 6 of Subsection A (Organization) of Section 2-4-3 (Organization and meetings) of Chapter 4 (Design Review Committee), of Title 2 (Boards and Commissions) of the City of Solvang Municipal Code is hereby deleted in its entirety.

SECTION 6. Subsection B (Regular Meetings) of Section 2-4-3 (Organization and meetings) of Chapter 4 (Design Review Committee), of Title 2 (Boards and Commissions) of the City of Solvang Municipal Code is hereby amended to read as follows:
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O-0384 Advisory Body terms
B. Regular Meetings. The Design Review Committee shall hold regularly scheduled public meetings.

SECTION 7. Subsection C (Appeals) of Section 2-4-3 (Organization and meetings) of Chapter 4 (Design Review Committee), of Title 2 (Boards and Commissions) of the City of Solvang Municipal Code is hereby retitled and amended to read as follows:

C. Rules. The Design Review Committee shall adopt rules for the transaction of its business and shall keep a public record of its resolutions, transactions, findings and determinations.

SECTION 8. Subsection E (Conflict of Interest) of Section 2-4-3 (Organization and meetings) of Chapter 4 (Design Review Committee), of Title 2 (Boards and Commissions) of the City of Solvang Municipal Code is hereby deleted in its entirety.

SECTION 9. Section 2-6-1 (Purpose and scope) of Chapter 6 (Revenue Measures Oversight Committee), of Title 2 (Boards and Commissions) of the City of Solvang Municipal Code is hereby retitled and amended to read as follows:
§ 2-6-1 Committee establishment, purpose and scope.

1. Establishment. There is hereby created and established a committee consisting of five members to be known as the Revenue Measures Oversight Committee.

2. Purpose and Scope. The Revenue Measures Oversight Committee is an advisory committee appointed by the City Council of the City of Solvang. The purpose of the Revenue Measures Oversight Committee is to review the revenue and expenditure of funds from taxes established by the voters, as assigned by the City Council, and to help ensure accountability to voters regarding such expenditures.

SECTION 10. Section 2-6-2 (General duties) of Chapter 6 (Revenue Measures Oversight Committee), of Title 2 (Boards and Commissions) of the City of Solvang Municipal Code is hereby retitled and amended to read as follows:
§ 2-6-2 Membership.

A. Appointment. Consistent with subsection C, each City Council member, on behalf of their respective City Council District, shall appoint one Revenue Measures Oversight Committee member and the Mayor shall appoint one Revenue Measures Oversight Committee member. Notwithstanding appointment by a City Council member from a City Council District, members of the Revenue Measures Oversight Committee shall not be required to reside in the same City Council District as the appointing City Council Member, and all members of the Revenue Measures Oversight Committee shall serve at large. In the event a City Council member or the Mayor declines to make an appointment, the appointment will be made by a majority vote of the City Council.

B. Qualifications. Each Revenue Measures Oversight Committee member shall be a legal resident or a business operator with a business within the Santa Ynez Valley at the time of the member’s appointment and during the member’s tenure in office. As used herein, “Santa Ynez Valley” is coterminous with the following ZIP codes: 93463, 93441, 93460.

C. Term.

1. The term for each Revenue Measures Oversight Committee member appointed by a City Council member shall be for four (4) years, and the term for each Revenue Measures Oversight Committee member appointed by the Mayor shall be for two (2) years with such terms commencing on March 1 in the year following the regular election of the appointing City Council member or Mayor.

2. All Revenue Measures Oversight Committee members shall continue to hold and exercise their respective positions on the Revenue Measures Oversight Committee until the appointment of their respective successors.
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O-0384 Advisory Body terms

3. Notwithstanding subsection C.1., a person elected or appointed to a City Council seat to fill a vacancy created by election or appointment of a sitting City Council member to the office of Mayor shall appoint the Revenue Measures Oversight Committee member for the two (2) year term on behalf of the newly elected or appointed Mayor so that, except in the event of a vacancy, all members of the City Council, including the Mayor, shall have each appointed only one Revenue Measures Oversight Committee member.

D. Vacancies. Vacancies shall be filled for the unexpired portion of the term in the same manner as set forth in Subsection A of this section by the Mayor or the current representative of the City Council District making the original appointment.

E. Removal. Revenue Measures Oversight Committee members serve at the pleasure of the City Council and may be removed at any time by an affirmative vote of three or more members of the City Council. A member who is absent for three (3) consecutive meetings without approval by a majority of the Revenue Measures Oversight Committee members shall be automatically removed from membership without further action by the City Council. Removal by Council or due to unapproved absence shall create a vacancy that shall be filled pursuant subsection D of this section.

F. Compensation and Expenses. Members shall serve with no compensation, but they shall be reimbursed for their reasonable expenses as allowed by applicable law, provided the city council allocates sufficient funding for such expenses.

SECTION 11. Section 2-6-3 (Committee membership and administration) of Chapter 6 (Revenue Measures Oversight Committee), of Title 2 (Boards and Commissions) of the City of Solvang Municipal Code is hereby retitled and amended to read as follows:
§ 2-6-3 Organization and Meetings.

A. Organization.

1. Officers of the Revenue Measures Oversight Committee shall include the chair and vice-chair. The vice-chair shall serve as the chair, pro tempore, when the chair is absent. The chair and vice-chair shall be elected from among the Revenue Measures and Oversight Committee members by a majority of the members present at the first regular meeting of the Revenue Measures Oversight Committee on or after March 1.

2. City staff shall provide administrative and technical support to the committee.

B. Meetings. The inaugural meeting of the Revenue Measures Oversight Committee shall be at a time and place set by City Council. Thereafter, the Revenue Measures Oversight Committee shall meet twice annually at a time and place deemed appropriate by the majority of the Revenue Measures Oversight Committee. At the discretion of the chair, meetings may be rescheduled or cancelled.

Meetings shall be called, noticed and conducted in compliance with the Ralph M. Brown Act as amended (Government Code section 54950 et seq.).

C. Voting. Only appointed members who are present at a Revenue Measures Oversight Committee meeting may make a motion, second a motion or vote upon a motion under consideration by the Revenue Measures Oversight Committee. A motion shall pass if approved by a simple majority of the members present and voting at the meeting unless otherwise required. A quorum shall consist of a simple majority of Revenue Measure Oversight Committee members (three of five members). The Revenue Measure Oversight Committee may only take action on items if a quorum of appointed members is present, except that if a quorum is not present, the present members may vote to adjourn the meeting.
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O-0384 Advisory Body terms
D. Amendment of Duties. A majority of the City Council must approve any amendments to the Revenue Measure Oversight Committee's duties set forth herein. The Revenue Measure Oversight Committee may, by majority vote of the Revenue Measure Oversight Committee, recommend amendments to the Revenue Measure Oversight Committee's duties for consideration by the City Council.

SECTION 12. Section 2-6-4 (Duties and responsibilities) is hereby added to Chapter 3 (General Penalty), of Title 1 (Administration) of the City of Solvang Municipal Code and shall read as follows:
§ 2-6-4 Duties and responsibilities.

A. The Revenue Measures Oversight Committee shall serve in an advisory capacity to the City Council and shall have no independent authority to expend or direct the expenditure of funds received by the City under Measure U, Measure E or other revenue measures.

B. The Revenue Measures Oversight Committee may conduct hearings; review reports; request funding from the City Council for independent audits of funds from Measure U, Measure E and other revenue measures; receive presentations; provide comments; make findings and recommendations; and issue reports to the City Council related to implementation and the expenditure of funds received under, Measure U, Measure E and other revenue measures.

SECTION 13. This Ordinance has been reviewed for compliance with the California Environmental Quality Act (CEQA), the CEQA Guidelines (Title 14, Division 6, Chapter 3 of the California Code of Regulations), and the City’s environmental procedures. The City has determined that this Ordinance is exempt from CEQA pursuant to CEQA Guidelines Section 15061(b)(3) because it can be seen with certainty that there is no possibility the passage of this Ordinance will result in a direct or reasonably foreseeable indirect physical change in the environment and there is no possibility the passage of this Ordinance will have a significant effect on the environment.

SECTION 14. If any section, subsection, sentence, clause or phrase of this Ordinance is held to be invalid or unconstitutional by a decision of a court of competent jurisdiction or preempted by State or Federal legislation, such decision or legislation shall not affect the validity of the remaining provisions of this Ordinance.

SECTION 15. This Ordinance shall become effective 30 days after its adoption.

SECTION 16. The City of Solvang is a Charter City and has adopted its own rules for summarizing and posting ordinances once they are adopted. A summary of this Ordinance will be prepared by the City Clerk. The summary will be posted in three locations after adoption as directed in the Solvang Municipal Code. A true and correct copy of the full ordinance together with a record of the vote of each council member shall be kept by the City Clerk.

PASSED, APPROVED, AND ADOPTED on this 27 day of October 2025. __________________________________
David Brown, Mayor
APPROVED AS TO FORM: ATTEST:
______________________________ ________________________________ Chelsea O’Sullivan, City Attorney Annamarie Porter, City Clerk 362
O-0384 Advisory Body terms

STATE OF CALIFORNIA )
COUNTY OF SANTA BARBARA )ss

CITY OF SOLVANG )
I, Annamarie Porter, City Clerk of the City of Solvang, California do hereby certify that the foregoing Ordinance No. 25-0384 was duly introduced at a regular meeting of the City Council held on the 13th day of October 2025, and was duly adopted at a regular meeting of said City Council held on the 27th day of October 2025, and thereafter signed and approved by the Mayor and attested by the City Clerk, and that said Ordinance was adopted by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

Annamarie Porter, City Clerk
363

CITY COUNCIL STAFF REPORT
Agenda Item 8.d
Meeting Date: October 13, 2025
SUBJECT: Appointment to fill Vacancy on Revenue Measures Oversight Committee (RMOC) PREPARED BY: Annamarie Porter, City Clerk
DISCUSSION:

On August 20, 2025 Revenue Measures Oversight Committee (RMOC) member Jamie Baker resigned from the RMOC. Mr. Baker was appointed by former Council member Robert Clarke and his term would have expired in December 2025. Member Baker’s resignation has created a vacancy on the RMOC.

Section 2-6-3 of the Solvang Municipal Code states that vacancies on the RMOC are “filled by appointment by the City Council member making the original appointment for the unexpired portion of the term.” Section 2-6-3 of the Solvang Municipal Code states that each Councilmember shall appoint one member of the Revenue Oversight Committee. Former Councilmember Clarke, who appointed Member Baker is no longer on the Council. However, Council Member Louise Smith is the only sitting Council Member who has not yet appointed an RMOC member. Therefore, Councilmember Smith should choose the replacement to fill the vacancy in compliance with Section 2-6-3.

The appointment will be through the end of the unexpired term of Ms. Baker, which is December 31, 2025. However, should the Council adopt draft Ordinance 25-0384, upon the effective date of that ordinance, the term of the RMOC member Councilmember Smith appoints would automatically be extended to March 1, 2027 (following the 2026 election).

RECOMMENDEND MOTION.

Staff recommends Councilmember Smith appoint an applicant from the applicant pool from the most recent RMOC recruitment to fill the vacancy left by member Baker through the end of the unexpired term of December 31, 2025. This action does not require a motion by the Council.

ALTERNATIVES:

Decline to fill the vacancy until the new term begins.

FISCAL IMPACT:

Selection of an applicant from the prior applicant pool would only result in modest costs associated with staff time to onboard a new RMOC member. If a new recruitment is requested, the City would incur additional staff time to administer that recruitment.

ATTACHMENTS:

None
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CITY COUNCIL STAFF REPORT
Agenda Item 8.e
Meeting Date: October 13, 2025
SUBJECT: Caltrans Mission Drive Traffic Flow Discussion PREPARED BY: Bridget Paris, Public Works Director
DISCUSSION:

On September 23, 2025, City staff participated in a collaborative meeting with six Caltrans representatives, including staff from Traffic Safety and Planning. The purpose of the meeting was to review existing and potential traffic and pedestrian issues along Mission Drive (SR 246) and to discuss both near-term and long-term solutions. Staff seeks Council direction on the various strategies in light of Caltrans’ comments during the meeting.

City Manager Murphy opened the September 23 meeting with Caltrans by describing congestion issues on Mission Drive and connecting streets, noting that during peak times, vehicle travel can be significantly slower than pedestrian travel. Caltrans acknowledged the challenge of maintaining vehicle flow while also ensuring pedestrian safety.

A portion of the meeting was conducted in the field. City and Caltrans staff walked Mission Drive from Alisal Road to Fifth Street at approximately 3:00 p.m. At the Alisal Road intersection, City staff discussed the need for a protected southbound left-turn movement. Caltrans noted that such a modification would require a new signal pole and mast arm at the southwest corner and emphasized that split-phase left-turn signals are typically avoided because they increase the delay through the corridor.

At the Fifth Street intersection, City staff reiterated the community’s request for a northbound splitphase left-turn signal, noting that traffic along Oak Street backs up significantly during peak weekday hours, weekends, and special events. Caltrans responded that while these backups are real, operational design decisions (including signal phasing, intersection control, channelization, and related features) are generally based on weekday peak-hour turning movement counts (Tuesday–Thursday), not weekend or special event conditions.

Caltrans also discussed short-term strategies such as eliminating on-street parking along Mission Drive and the diagonal parking in front of Olsen’s Danish Village Bakery. These changes could eventually be incorporated into long-term striping modifications during the next pavement overlay or slurry seal project that could be used to accommodate a bicycle lane through the City.

Caltrans emphasized that while there are many opinions about how to improve traffic flow through Solvang, justifying long-term operational changes requires corridor-wide traffic modeling to test potential improvements. State law (California Vehicle Code §§ 21950–21955) requires that drivers yield to pedestrians in crosswalks and does not permit prohibiting pedestrian crossings at intersections without engineering justification. Therefore, future modeling should evaluate the interaction between vehicles, bicycles, and pedestrians to ensure balanced and legally compliant solutions.

The City will be submitting another Sustainable Transportation Planning Grant application in November 2025 for FY 2026/27. Staff requested Caltrans’ guidance to help facilitate the appropriate data collection and analysis requirements to support planning and consultant procurement. Caltrans agreed to provide example scopes of work from Active Transportation Program (ATP) grants, which could serve as a template for developing a comprehensive multimodal model and supporting data collection.

This model would help identify long-term solutions to the recurring bottlenecks on Mission Drive and 365
adjacent bypass routes. Additionally, Caltrans suggested the possibility of partnering with Cal Poly students to assist with planning and modeling of potential solutions.

Based on the discussion with Caltrans, if it pleases the Council, staff intends to seek community input on any or all of the following actions to address the traffic and pedestrian issues on Mission Drive:
• Eliminate on-street parking along both sides of Mission Drive. • Negotiate with Olsen’s Danish Village Bakery to remove diagonal parking on the north side of Mission Drive between Fifth Street and Fourth Place.
• Develop a park-and-ride lot outside City limits to shuttle visitors into town and reduce congestion.

Staff will bring this matter back to Council in the future to seek additional direction.

RECOMMENDED MOTION
I move that, consistent with Council Goals 1 and 7, Staff continue to work with Caltrans and the community to find viable solutions to relieve congestion in the SR246/Mission Dr corridor.

ALTERNATIVES:

Provide other direction to Staff
FISCAL IMPACT:
• There is no fiscal impact associated with submitting a Sustainable Transportation Planning Grant application. If awarded, the City would be responsible for an 11.47% local match of the total project cost.
• Eliminating parking along Mission Drive would involve costs for new striping, pavement markings, and signage.

ATTACHMENTS:

None.
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CITY COUNCIL STAFF REPORT
AGENDA ITEM 8.f
Meeting Date: October 13, 2025
SUBJECT: New City Hall Feasibility Discussion
PREPARED BY: Randy Murphy, City Manager
DISCUSSION:

According to the plaque on the front of the building, the current Solvang Municipal Center (aka City Hall) was completed in 1969. As is often the case with public buildings, City staff outgrew the available space, and the nearby Masonic Lodge (constructed in 1957) was acquired. Only minimal modifications were made to the building prior to commencement of City operations in 2001/02 when Parks & Recreation, Community Development (Planning/Building), and Public Works were moved across the street into “The Annex”. This arrangement continues to this day, which, unfortunately, contributes to multiple inefficiencies between/among staff and the public.

The City has again outgrown its available space. A recent evaluation of current and near-term future (five to ten years) space needs shows we require over 20,000 square feet, more than twice what we currently have available. Additionally, the older buildings are not energy efficient and lack the appropriate power and other infrastructure for us to utilize the latest technologies in our offices and Council Chamber. Thus, given design and construction timelines, a new City Hall is necessary sooner rather than later.

Staff has evaluated options for relocation into existing buildings within the City limits, with nothing feasible at this time. The attached drawing shows what could be built in the vacant lot across the street from City Hall (Lot #5). Please note that this is a Rough Order of Magnitude (ROM) depiction of what the space might look like. Although some areas are called out as gym or office spaces, this is NOT the final design and are simply shown to designate areas available for future growth. One estimate to construct a building based on this ROM suggests a construction price tag today of $8.7 to $10.3 million.

Given the continual escalation of construction costs, it will likely increase 5% or more each year for the foreseeable future.

In addition to numerous improved staff efficiencies should this project move forward, there would be a variety of other community benefits. The Fire Department has expressed a need to expand their operation and could take over and remodel our current space for their use. Staff would need to negotiate any such changes with the Fire Department. Additionally, once the Annex is vacated, it would be available for other uses. For example, it could be remodeled so that the Library could be relocated into the City Center. If the Library were to relocate, the current Library space would be available for the Sheriff Office to add some much-needed square footage to their operation. Lastly, the building currently occupied by the Water Department behind City Hall could be razed to provide several more parking places in that lot.

Staff requests Council direction on whether to continue to investigate options for relocating City Hall or to abandon the concept. If Council directs staff to investigate options, staff would return at a later meeting with more defined options.

RECOMMENDED MOTION:

None.

ALTERNATIVES:

None.
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FISCAL IMPACT:

Since the City’s reserves are inadequate to outright pay for construction, Attachment B shows what annual debt service might be for a few available funding options.

ATTACHMENTS:

A. Preliminary draft of new City Hall building
B. Funding Options
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Solvang City CouncilOctober 13, 2025

Solvang City Council
October 13, 2025