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HomeMy WebLinkAbout1991-07-02; City Council; 11228; PROPOSITION C MANDATED REGIONAL GROWTH MANAGEMENT STRATEGY(t, 4, -L f z 8 F 0 2 Y .. g 5 6 5 a z 0 j'J ' CI'li()OF CARLSBAD - AatNwtSILL !i AB# .8/: dJf TITLE: DE MTG. 7/2/91 CIl CI1 PROPOSITION C MANDATED REGIONAL, CM DEPT. GROWTH MANAGEMENT STRATEGY RECOMMENDED ACTION: Receive presentation by SANDAG staff on the Draft Regional Growth Manage Strategy. ITEM EXPLANATION In November, 1988, San Diego County voters approved Proposition C which call( the establishment of a Regional Growth Management Board and the preparatioi Regional Growth Management Strategy. SANDAG was subsequently narnec Regional Planning and Growth Management Review Board. The Board, assisted I Regional Growth Management Technical Committee, has prepared the Draft Reg Growth Management Strategy which addresses the following four principal issu The quality of the region's environment; Transportation and traffic problems; 0 Financial regional public facilities; and The region's growth rate and the distribution of growth, includii need to balance jobs and housing. SANDAG staff has agreed to provide City Council with a presentation on the r' Growth Management Program. FISCALIMPACT There is no fiscal impact from receiving the SANDAG staff presentation. WIBITS 1. 2. Draft Regional Growth Management Strategy. Regional Growth Management Strategy Consistency Checklist. EXHIBIT I/ 1 0 * - ‘on of Governmen6 san Diego Asoaafl W -,-e I BOARD OF DIRECTORS L RB. .I April 26, 1991 AGENDA REPORT No.: DRAFT REGIONAL GROWTH MANAGEMENT STRATEGY Introduction In November, 1988, the voters of the San Diego region approved Proposition C which c for the establishment of a Regional Planning and Growth Management Review Board, an preparation of a Regional Growth Management Strategy. The Strategy was to be prei within a year of the establishment of the Regional Board. The purpose of this report present a draft of the Strategy to SANDAG acting as the Regional Board, one year follc its first meeting in March, 1990. The Draft Regional Growth Management Strategy is the first plan of its kind in the ! and our experience may lead the way for other regions as they seek solutions to their growth management problems. Dealing with growth from a regional perspective has be a popular issue during the past two years. The Governor’s Growth Management Council proposed state legislation such as Assembly Speaker Brown’s Assembly Bill 3 would, in mandate such a perspective. The Regional Growth Management Strategy takes a quality of life approach to gr management, The actions contained in the Strategy are intended to preserve or im the region’s quality of life. The Strategy creates a way for the 18 cities, the County ( Diego and the region’s single purpose agencies such as the Air Pollution Control Distrii County Water Authority to agree on our goals for managing growth in the region, 2 cooperate in their achievement. The local jurisdictions and regional agencies are being asked to agree on issues suck The consistent treatment of sensitive lands including steep slopes, floodplain wetlands; Level of service goals for transit, arterials and freeways; The number of housing units to be built in the region, and number of low incomc to be provided; and w w How to deal with transportation’s contribution to air pollution through the Transpor- tation Control Measures. Our experiment in growth management will be watched not only by the residents of the region, but by other regional agencies, local governments and state officials. If successful, our quality of life approach may be used as a blueprint for other regions or state legislation. The Strategy has been drafted based on the recommendations of the Regional Growth Management Technical Committee. The work of the committee has, in fact, gotten the cooperative process needed for the Strategy’s success, off to a positive start. The Technical Committee has reviewed the attached Draft Regional Growth Management Strategy and recommends that the document be accepted for distribution. It is my RECOMMENDATION that the Regional Planning and Growth Management Review Board accept the Draft Regional Growth Management Strategy for distribution. Discussion The Draft Regional Growth Management Strategy contains: Eight Quality of Life Factors and their standards and objectives; Recommended actions in four categories: Environment; Traffic and Transportation; Public Facilities Financing and Siting; and Growth Rate, Phasing and Distribution; and A process for determining consistency between the Strategy and the policies, plans and regulations of local jurisdictions and regional agencies. The Board has already acted on some elements of the Strategy, including: The eight Quality of Life Factors along with their standards and objectives (for all except Water); and Recommended actions for the cities and County to preserve steep slopes, floodplains and wetlands. The Draft Strategy before the Board today also contains several new items including: 1. 2. Level of service standards for transit, arterials and freeways; Transportation Control Measures for inclusion in the Air Quality Plan (see RB-11); 2 * e .I r I How to deal with transportation’s contribution to air pollution through the Trans] tation Control Measures. I Our experiment in growth management will be watched not only by the residents of the reg but by other regional agencies, local governments and state officials. If successful, our qu of life approach may be used as a blueprint for other regions or state legislation. The Strategy has been drafted based on the recommendations of tk- Regional Grc Management Technical Committee. The work of the committee has, in fact, gotten cooperative process needed for the Strategy’s success, off to a positive start. The Tech1 Committee has reviewed the attached Draft Regional Growth Management Strategy recommends that the document be accepted for distribution. It is my RECOMMENDATION that the Regional Planning and Growth Management Review Board accept the Draft Reg Growth Management Strategy for distribution. Discussion The Draft Regional Growth Management Strategy contains: Eight Quality of Life Factors and their standards and objectives; Recommended actions in four categories: Environment; Traffic and Transportation; P Facilities Financing and Siting; and Growth Rate, Phasing and Distribution; and 0 A process for determining consistency between the Strategy and the policies, plans regulations of local jurisdictions and regional agencies. The Board has already acted on some elements of the Strategy, including: The eight Quality of Life Factors along with their standards and objectives (for all e: Water); and Recommended actions for the cities and County to preserve steep slopes, floodplain wetlands. The Draft Strategy before the Board today also contains several new items including: 1. 2, Level of service standards for transit, arterials and freeways; Transportation Control Measures for inclusion in the Air Quality Plan (see Rl3-11); 2 e 8 3. Recommendations to analyze growth rate policies during the preparation of the Sene Regional Growth Forecasts; Findings regarding regional land use distribution issues such as jobs/housing balance I transportation corridor densities; and A recommended procedure for determining consistency between the Strategy and relej elements of local General Plans, policies and ordinances, and the plans and policie! regional agencies. 4. 5. A few elements will be brought to the Regional Board in May or June to complete the D Strategy. These include the Quality of Life Standards and Objectives for water, and poss the Regional Public Facilities Financing Plan. A technical document will also be presei containing more detailed information for use by the affected local and regional agencies. It is the recommendation of the Technical Committee that the attached Draft Strategy docu be distributed for public review and comment for 90 days following the addition of the secf noted above as accepted by the Board. Attachments 3 e 0 - - * DRAFT REGIONAL GROWTH MANAGEMENT STRATEGY April 26, 1991 San Diego 43 ASSOCIATIOS OF GO\%RY;bZEKl-S San Diego Association of Governments 401 B Street, Suite 800 San Diego, CA 92101 (619) 595-5300 a 0 .r INTRODUCTION The San Diego region, its people and its environment, is about as diverse as a place G be. We corne from all walks of life, and this fact, plus the sheer size of the area, contribut to our varied points of view. But most of us agree about at least one thing -- we don't want the region's growth to ma living here a hassle, to hurt our "quality of life". That is what this Regional Grov Management Strategy is all about -- deciding what we are going to do together to man2 our growth. "Together" is a key principle of this Strategy. The actions proposed here will have to carried out by all of us -- individuals, families, and workers, and by government and bush as well. Managing growth together has the endorsement of the region's voters. In November, 19 they approved Proposition C, the Regional Planning and Growth Control Initiative, advis local government to jointly prepare a regional plan for growth. This Strategy respond: the voters' wishes. Our actions in carrying out the Strategy should be aimed at preserving or improving "quality of life" -- a frequently-used term that is often hard to define. When they endorsed regional growth management, the voters helped define "quality of 1 for us. As a regional community, we should work to improve such things as our air, w2 transportation, and waste management. The Regional Growth Management Strategy presented on the following pages ident basic factors that help determine the quality of our lives in this region. It also descr 1 0 0 what we should do to ensure that we will enjoy the region as much in the future as we ( now. A There are at least two ways that the Regional Growth Management Strategy is differe from what we have done in the past. These differences also distinguish our area from mc other metropolitan areas hn the U.S. First, the Regional Growth Management Strategy will be the one place where dl actic affecting growth and the region’s quality of life will be looked at together. In the pa building highways, locating a new landfill site, or preserving open space have been hand1 primarily by individual agencies. The Strategy pulls all of the important quality of life isst together in one place to help us better understand what we need to do to maintain and imprc our quality of life. Second, the Strategy creates a way for everyone in the region to agree and cooperate the best ways to manage growth and improve our quality of life. All of the region’s 10 governments, the 18 cities and the County of San Diego, will have to approve the Strate and agree to cany out the actions necessary to make it work. In some cases every csrnmun in the region will have to agree to do similar things, for example, recycling 50% of 1 trash in each local jurisdiction by the year 2000. In others, however, there will be trade-a where one community will have to do more in one quality of life area, while anotl community takes the lead in another. Locating region-serving facilities such as sew2 treatment plants, landfills and jails are examples of such trade-offs. The level of cooperation, and the commitment to working together on region-wide grov issues is a challenge. Our future quality of life depends on our success. 2 0 AN OVERVIEW OF THE REGIONAL GROWTH MANAGEMENT STRATEGY Oualitv of Life Factors By 2010 the San Diego Association of Governments (SANDAG) forecasts the total populat' of the region will be nearly 3.2 million people. This means an average increase in populat of 35,000 pple per year, or about as many people as currently live in the City of ! Marcos. This is an increase of about 700,000 over the next 20 years, or one-third m than the current population of the region. Associated with the population growth is increase of about 300,000 jobs and 343,000 new housing units. To maintain and improve our quality of life as the region continues to grow, the Stratc focuses on eight important environmental and economic factors. These Quality of Life facl are: Air quality Water Sewage treatment Sensitive lands protection and open space preservation Solid waste management Hazardous waste management Transportation system and demand management Housing These Quality of Life factors were chosen because they address issues that affect the w San Diego region, not just individualjurisdictions. Most were also included in the b initiative, Proposition C. During the preparation of the Strategy other potential quali life factors such as crime, jobs, energy and schools were discussed. These factors be included in updates of the Strategy. 3 w 0 Oualitv of Life Standards and Ob-iectives To determine how well we’re doing with respect to maintaining or improving our quality of life, standards and objectives were assigned to each factor. These standards and objectives are the goals of the Strategy. Achieving the Quality of Life Standards and Objectives will be the primary measure of the Strategy’s success. The standards and objectives are set in various ways, through federal, state or local policies and regulations. Examples include state and federal air quality standards, local open space preservation policies, and the region’s program to reduce drive alone auto trips. The standards and objectives are, as a rule, measurable so that we can monitor how well we’re doing in meeting them each year. Our success in achieving our quality of life objectives will depend on everyone, including government agencies, businesses and individuals. And if we succeed, the region will be a better place to live, work and play. The Quality of Life Standards and Objectives are described on the next few pages along with information on how well we are doing in achieving them today, and what it will take to meet them in the future. The actions recommended to achieve the Quality of Life Standards and Objectives in the future include the plans and programs of several regional public agencies such as the Air Pollution Control Board and the County Water Authority. They, and the other responsible agencies are cited in the appropriate sections below. Our work towards meeting the Quality of Life Standards and Objectives will likely result in some conflicts between standards, and implementation difficulties. The resolution of these coordination and implementation problems will require the cities and the County to work closely with each other, regional agencies like the County Water Authority and Regional Water Quality Control Board, and in some cases state and federal agencies. Two examples of potential coordination and implementation issues are noted below. 4 0 0 .. The objective of increasing water reclamation for use in irrigation and strea enhancement may be inhibited by the groundwater quality standards. Funding sources for open space acquisition will need to be found to help achieve t sensitive lands/open space Quality of Life objectives. Regional Public Facilities Financing and Siting. and Growth Rate, Phasing and Land Use Distribution There are two additional areas of recommendations contained in the Strategy which rel; to the achievement of the Quality of Life Standards and Objectives: (1) Regional Pub Facilities Financing and Siting, and (2) Growth Rate, Phasing and Land Use Distributic How we will pay for such things as transportation facilities and open space, and site facilit like new landfills, and whether we should try and balance jobs and housing to reduce traf congestion and improve air quality, are some of the issues discussed in those sections LocalIRegional Consistency This section describes how we will monitor our progress in meeting the Quality of L Standards and Objectives, and how local jurisdictions and regional agencies will be invoh in the implementation of the Strategy. 5 W 0 AIR QUALITY POLICY: CLEAN UP OUR AIR Introduction Clean air is one of the most important factors determining the quality of life in the San Diego region. Although the quality of our air has gradually improved over the past ten years primarily because of controls on motor vehicles which have reduced tail pipe pollutants, the region exceeded the state standard for ozone on 96 days in 1989 due to local sources. Oualitv of Life Standards and Obiectives The California Clean Air Act of 1988 requires each air district to prepare and adopt a plan showing how that district will achieve the state’s clean air standards. The plan is supposed to address both additional controls on industrial sources of pollution, and transportation control measures to reduce emissions from motor vehicles. SANDAG is responsible for developing and adopting the Transportation Control Measures (TCMs) to be included in the Revised Regional Air Quality Strategy, based on the criteria adopted by the Air Pollution Control Board. The Air Pollution Control Board will approve the TCMs if they are consistent with the criteria. The criteria for the TCMs include: increasing the number of people per motor vehicle during commuting hours to an average of at least 1.5 persons per car (today we’re at 1.1); no net increase in vehicle emissions after 1997; reducing the rate of increase in vehicle trips to no more than the rate of increase in population; and implementation of all feasible transportation control measures. 6 e * Recommended Actions The recommended transportation control measures include the following programs: transportation demand management, 2) a transportation capacity expansion program, ar 3) traffic systems management. Each measure is briefly described below. 1. Transportation Demand Manavement The Regional Transportation Demand Management (TDM) Program reduces vehic emissions by decreasing home-to-work and other vehicle trips, and causing a sh' from the single-occupant auto to carpools, transit and other alternatives. This progn is aimed at reducing commute travel, travel to and from colleges and universitir and truck traffic during the peak hours. TDM involves government and business working together to make it easier to carpol use transit, walk and bicycle, and telecommute. Examples of these types of actic are staggered work hours, employer provided vanpls, and cash incentives for usi transit. 2. Transwrtation - CaDacitv ExDansion The purpose of this program is to provide the transportation alternatives needed support the "DM program. The program has four components: expansion of trar service, for example, commuter rail between Oceanside and downtown San Died designated lanes for carpools and buses; and park and ride and bicycle facilities. Th programs are included in the Regional Transportation Plan. 3. Traffic Svstem Management Traffic System Management (TSM) improves traffic flow by doing things I improving the coordination of traffic signals, metering freeway ramps and provid 7 e 0 information for motorists on traffic problems and alternate routes through a Regional Traffic Control Center. 8 e 8 TRANSPORTATION SYSTEM AND DEMAND MANAGEMENT - - POLICY: REDUCE TRAFFIC CONGESTION Introduction The region’s transportation system is a key to our quality of life. Freeways, streets a roads, buses, trolleys, trains, bikeways and walkways are all necessary to accommoda our needs and desires to travel. Our work, recreation, education, he& care and ma more daily activities are all dependent on our ability to get around. The region’s vibra economy has led to more and more travel in recent years - travel has been increasing a rate higher than population growth over the past decade. However, people’s needs a desires to travel are starting to create problems, First, the region is running out of money and space to build the facilities to accommod; all this travel. Congestion is increasing, making travel less enjoyable and efficient. Wh we use up too much of our time trying to get from here to there, our quality of life suffe Second, the growing amount of travel in the region is causing problems in other are important to our quality of life. Air quality is one example. The air quality section of t Regional Growth Management Strategy contains a program of transportation actions to hr improve air quality by reducing the use of motor vehicles. This transportation section the Strategy concentrates on standards, objectives and actions that will better manage c transportation system to provide people with as much mobility as possible, while tryj to limit traffic congestion. Ouditv of Life Standards and Objectives The Transportation Quality of Life Standards and Objectives are being developed local These objectives emphasize managing existing transportation facilities to meet increas 9 8 0 travel need, rather than simply building more and more facilities. transportation standards and objectives. There are four 1. A level of service standard for the region’s arterial roads. Level ofservice is a measure of the traffic congestion on a road. Arterial streets and roads carry a significant amount of traffic traveling from one community to another. They supplement freeways or substitute for them in travel corridors where no freeways exist. The arterial level of service standard is Level of Service D. Adjustments could be made to the level of service where mitigation measures have been applied to minimize congestion and/or overriding social or economic benefits to the jurisdiction can be identified. 2. A level of service standard for the region’s freeways. This standard is Level of Service D. 3. Level of service standards for the region’s transit systems. These standards are: a. The frequency with which busses and trolleys arrive at bus stops and trolley stations -- 10 to 15 minutes depending on the type of transit service involved and the area served; b. The proportion of the region’s residents served by transit - 50% of the region’s housing units should be located within 1/4 mile of a transit route and 80% within 1/2 mile of a transit route; and c. Standards to minimize any inconvenience to transit passengers when they are transferring between areas served by different transit operators. 4. Objectives contained in the region’s Transportation Demand Management Program and Ordinance: 10 e 0 a. An increase to at least 1.5 people per vehicle on the region's freeways a arterials by the year 2000, and to 1.6 by the year 2010; b. The same drive alone ratios for people traveling to colleges and universitir and increases in the percentage of students of these institutions who travel school using transit to 12% by 2000, and 22% by 2010; c. A 25 % reduction in commercial truck traffic during rush hour by the year 20( and a 35% reduction by 2010. Meeting these standards and objectives will require many of us to change our travel habi Carpooling and transit service will be much more accessible and efficient to use in ma areas of the region, and many more people will choose them. While traffic problems 'H not go away, increases in congestion will be minimized despite continuing population a economic growth. Recommended Actions The recommended actions necessary to achieve the Transportation Quality of Life Standar and Objectives are, or will be included in the San Diego Regional Transportation Pli There are three major recommended actions for achieving the transportation standards a objectives. These are the same recommended actions that are described in the precedi Air Quality section: Transportation Demand Management, Transportation Capacity Expansi and Transportation System Management. 11 w 0 WATER POLICY: ENSURE A SUFFICIENT SUPPLY OF WATER, AND IMPROVE THE QUALITY OF OUR BAYS, RESERVOIRS, STREAMS AND GROUND- WATER Introduction The San Diego region depends upon imported water supplies. In 1990, the San Diego County Water Authority (CWA) purchased 95 percent of its water from the Los Angeles-based Metropolitan Water District. This water comes from the Colorado River and Northern California, and is distributed to the CWA’s member agencies which supply water to 98 percent of the people who live and work in San Diego County. Because of our dependence on imported water, the availability of a sufficient supply of water to serve the residents, businesses, institutions and agricultural uses of the region is very important to our quality of life. This fact has become more apparent as the drought has led to the adoption of regulations and restrictions on the use and delivery of water. Water quality issues are also important to the region’s quality of life. We need to clean up, and keep our reservoirs, bays and estuaries, and year-round streams clean for recreational and other uses. Groundwater supplies should be protected, and reclaimed water which can be used for irrigation purposes must be treated. Oualitv of Life Standards and Objectives The water standards and objectives can be divided into two categories, availability and quality. The standards and objectives for availability are set locally, primarily by the County Water Authority. Water quality is the domain of the federal and state governments. 12 0 0 Water Availability The availability of water depends on four components: supply, conservation, reclamatior and storage. Staff is working with the CWA on new standards and objectives for watei availability. After steadily rising over the past 20 years, water use per person has leveled off in the pas three years. In the future, the amount of water used per person will decline as conservatio becomes a way of life in southern California, affecting us at home and at work. Water Oualitv Water quality is regulated by federal and state agencies. Inland surface waters such E reservoirs, bays and streams, and groundwater are required to meet certain water qudi standards, as is water reclaimed from the sewage treatment process for irrigation purpose and discharge into streams or other bodies of water. Although the Regional Water Quality Control Board is responsible for making sure the standards and objectives are met, water quality is not regularly monitored by the Boa or any other agency. Problems are, however, known to exist. For example, recent stud; indicate the existence of water quality problems in San Diego’s bays and estuaries. \ need a regular monitoring program to help determine actions that should be taken to sol these problems. Recommended Actions Staff is working with the CWA on revisions to the recommended actions for wa availability. 13 w 0 SEWAGE TREATMENT POLICY: MEET FEDERAL SEWAGE TREA"T STANDARDS, AND VIEW THE WATER AND SLUDGE BY-PRODUCTS AS RESOURCES RATHER THAN WASTE Introduction Sewage treatment has received a great deal of attention in the San Diego region. Of particular interest are the court proceedings between the City of San Diego and the Environmental Protection Agency relating to the level of sewage treatment required by the federal Clean Water Act. The City of San Diego's Metropolitan Sewerage System provides advanced primary treatment of sewage prior to discharge into the ocean at the Point Lorna outfall. The federal Clean Water Act requires secondary treatment. The City of San Diego is seeking relief from the requirement to provide secondary treatment based on evidence that the advanced primary treatment is not harmful to the ocean waters. All other ocean outfalls in the region, Encina, Oceanside and San Elijo, provide secondary sewage treatment. Oualitv of Life Standards and Objectives Secondary treatment is the primary Quality of Life standard for sewage disposal. The Regional Water Quality Control Board requires the disposal of sludge, a by-product of the sewage treatment process, at an authorized site, and the Environmental Protection Agency is in the process of developing regulations for its disposal or use. The Integrated Waste Management Plan described under Solid Waste Management will also provide standards relating to sludge recycling and disposal. Reclamation of the water produced by the treatment process, is an objective which is linked with the need to develop additional water resources, and is discussed in more detail in the preceding section on Water. 14 e m Cost is the primary factor associated with providing secondary treatment, reclaiming wat and disposing of or composting sludge for use. The cost of the Clean Water Program whii includes secondary treatment and water reclamation facilities is estimated to range frc $2.4 billion to $8 billion in cost. Recommended Actions Two other Quality of Life Factors, water and solid waste, are directly related to sewa disposal. Reclaimed water which can be used for irrigation, and sludge which is consider solid waste, are by-products of the sewage treatment process. Recommended actions for sewage disposal include: 1. Agree on the level of treatment required for the Point Loma treatment facility; 2. Include water reclamation plants in the capital improvement programs of local sew; treatment plant operators; and 3. Provide adequate facilities for the disposal, and recycling of sludge. 15 W e SENSITIVE LANDS PRESERVATION AND OPEN SPACE PROTECTION POLICY: PRESERVE AND PROTECT OUR SENSITIVE LANDS AND OPEN SPACE AREAS Introduction The protection and preservation of open space in the region is one of the public's top priorities. As the region continues to develop, public pressure will increase on local governments and developers to plan for a comprehensive regional open space system. Open space means different things to different people. To some it means regional parks and beaches for picnics and ballgames, while to others it means protecting endangered plant and animal species. From a regional perspective open space means both of these things and more. A Regional Open Space Plan is being prepared as a part of the Strategy to ensure that we protect and preserve a variety of open space types. Ouality of Life Standards and Ob-iectives A definition of regionally significant open space has been prepared to help identify the types of open space we want to preserve in the San Diego region. Regionally significant open space includes bodies of water and land which should remain natural, or remain relatively undeveloped or rural in character. The purpose of these areas is to define and separate the region from surrounding regions, preserve natural resources, serve recreational needs and provide a contrast to the urbanized areas of the region. Specific definitions for sensitive lands such as steep slopes, floodplains and wetlands, and the other types of significant open space are provided in the report entitled, "Definition of Regionally Significant Open Space. " 16 a e Our beaches, one of our greatest natural assets and recreation areas, are being studied a part of a separate project, the Regional Shoreline Preservation Management Strateg This strategy will establish standards and objectives for beach preservation, enhanceme and access. Recommended Actions To protect and preserve our open space areas, the local jurisdictions and other affect agencies should: 1. Reach a consensus regarding how our remaining open space will be used, preserv and managed; 2, Acquire areas designated for use as regional parks; and 3. Encourage agricultural uses. 4. Assist in the mapping of regionally significant open space. The recommended actions contained in the Regional Shoreline Preservation Managemc Strategy will also be included in the Strategy once adopted. 17 w e SOLID WASTE MANAGEMENT POLICY: RECYCLE AND REDUCE OUR SOURCES OF SOLID WASTE AND PROVIDE ADEQUATE DISPOSAL FACILITIES Introduction Solid waste, or trash, is familiar to all of us because we set it out at our homes once a week to be picked up and hauled to a landfill. Most of us are also familiar with recycling because a number of communities in the region have curbside pick-up of aluminum, glass, plastic, newspaper and white or mixed paper, and other people recycle at buyback centers. Less well known are the recycling activities of business and industry; for example, cardboard packaging, wooden pallets and scrap metal are widely recycled. New technologies, like converting waste to energy through burning are now being evaluated as a partial alternative to using landfills. Solid waste management is a prominent issue for the San Diego region, as well as the rest of the state. Today, our region generates about 4 million tons of trash per year, over 1% tons per person. Population and economic growth over the next 20 years is expected to more than double the region’s solid waste by 2010. We’re starting to run short of landfill space, and a number of factors are increasing the costs of managing our trash at a dramatic rate. One example is the additional costs of stronger environmental controls, such as lining landfills to minimize water pollution. Quality of Life Standards and Objectives The state established solid waste management objectives for each local jurisdiction and the region when the California Integrated Waste Management Act of 1989 (AB 939) became 18 0 0 law in 1990. This law was passed in response to the state’s solid waste crisis. The objectil of the law are to: ,’ 1. Have each city and county reduce and recycle 25% of the solid waste it genera by 1995, increasing to 50% by the year 2000; and 2. Have all of the 18 cities and the county jointly identify and agree on the facilit (including new and expanded landfills, transfer stations, recycling and cornpod facilities) needed to manage the region’s solid waste for at least the next 15 yea Meeting these quality of life objectives will mean that by the year 2010 the region will reducing and recycling about 4 million tons of solid waste per year, an amount equal the total we generate today. It is estimated that in our region, about 10% of the solid wa is now being recycled. Recommended Actions State law requires the preparation and adoption of action plans -- called Integrated W; Management Plans -- by local governments to achieve the two quality of life objectives solid waste. These plans will include: 1. Source Reduction and Recycling Elements and Household Hazardous Waste Elemr which must be prepared and approved individually by each city and the county the start of 1992 (a legislative extension of the current July 1, 1991 date is bt sought); and 2. A cooperatively developed facilities siting element of the Plan which must be appro by a majority of local governments by the start of 1994, The region has organized a policy task force (the SANDAG Board) and technical and citiz advisory committees to prepare these elements. 19 W 0 The policies and actions in the plan elements will be very specific. For example, each city and the county will have to identify the programs, facilities and funding sources needed to meet the 25 % and 50% recycling objectives. Reaching these objectives will most likely require: Continuation and expansion of current curbside pickup of recyclables from households; More recycling by businesses and industries; Major increases in the collection and composting of both household and non-residential landscape cuttings; and More organized and effective efforts at solid waste source reduction, for example, using less packaging and two sided copying. In addition, it is expected that at least two new landfills will be have to be built within the next ten years, to serve the northern and southern parts of the county. Other types of disposal facilities like waste-to-energy plants will also be considered. 20 0 0 HAZARDOUS WASTE MANAGEMENT mrcy! REDUCE THE USE AND PRODUCTION OF HAZARDOUS WASTES, fi TREAT AND DISPOSE OF THEM PROPERLY Introduction The treatment and disposal of hazardous waste is a difficult task facing the San Diego regic the state and the nation. Certain types of wastes are harmful to people and the environmc and need to be handled separately, and much more carefully than other waste. Examp of hazardous waste include used oil, paint, cleaning fluids and pesticides -- all cornrnoI found in households and businesses -- as well as a number of chemical by-products a wastes from industrial processes. Currently, it is estimated that our region generates 135,000 tons per year of hazardous was about 120 pounds per person. While this is much less than the 1% tons per person of nc hazardous waste generated every year, it is pound-for-pound much more difficult and cos to dispose of. Over 90% of the region's hazardous waste is created by business and indust and the military. Oualitv of Life Standards and Objectives Hazardous waste standards and objectives are set by federal and state legislation, and loca through the San Diego County Hazardous Waste Management Plan. They are: 1. Treatment of hazardous waste (as specified in federal and state law) prior to dispo in specially designed landfills called "residuals repositories'' and "designated landfill^ 21 W w 2. Reduction of hazardous waste generation by 30% through the substitution of non- hazardous chemicals and through more efficient industrial operations; Siting one (large size) to five (small size) hazardous waste facilities by the year 2000, This objective corresponds to regional and Southern California-wide fair share policies 3. for providing the facilities to meet San Diego County’s hazardous waste management needs. The fair share policies require that the facility(ies) be located within this region, or as an alternative, some or all of them can be located in other areas of Southern California ifjurisdictions in our region enter into formal agreements with those other jurisdictions. Recommended Actions State law requires each County to prepare comprehensive plans and programs for meeting the hazardous waste quality of life standards and objectives. This County-wide plan, formally known as the San Diego County Hazardous Waste Management Plan has been approved by all of the region’s cities and the County. There are two types of actions for local governments in the Plan. The first type affects local government decisions on hazardous waste management facility development proposals by the private sector. There are five actions that should be taken by each of the 18 cities and the County: 1. Use the policies and information in the Sari Diego County Hazardous Waste Management Plan when evaluating applications for facility siting; 2. Adopt the facility siting criteria in the Plan; 3. Use the general areas identified in the Plan as the basis for accepting facility applications; 22 0 0 4. Adopt a Conditional Use Permit, or other procedural means, for processing facili permits; and 5, Use the Southern California Hazardous Waste Management Plan and intergovernwent agreements and incentives program in evaluating facility proposals. In addition, local governments, led by the County of San Diego, will have to work mc closely with the private sector to provide information, technical assistance and incentik so that the 30% waste minimization objective can be reached. i 23 W a HOUSING POLICY: PROVIDE AN ADEQUATE SUPPLY OF HOUSING FOR ALL INCOME LEVELS Introduction Adequate housing, for all income levels, is a basic need of the region’s residents. It is an area where local governments work with the private sector to provide for the region’s quality of life. The San Diego area will have to build 343,000 new housing units to house the additional people we expect to live here in the year 2010. This is an average of over 15,000 new houses, condominiums and apartments each year. Making sure that the less affluent members of our communities have a decent place to live is also a part of the region’s housing responsibility, and a much bigger challenge than getting the total housing stock in place. Local governments have the main responsibility for seeing that all the new housing our region needs is built in a way that supports other quality of life goals, things such as preserving environmentally sensitive lands and minimizing traffic congestion. Oualitv of Life Standards and Objectives The region’s housing objectives are contained in the Regional Housing Needs Statement which SANDAG prepares every five years. The Statement is required by State law. There are two objectives in the Regional Housing Needs Statement. Both objectives are measured over a five-year period, and may change when the Statement is updated. The two objectives are: 1. The total number of new housing units the region will need to add by July 1996 -- called the regional share objective. This number is 162,299. 24 0 0 2. The total number of new and existing lower income households the region should assi5 by July 1996 -- called the fair share objective. This number is 21,728. Assistanc can occur through low interest loans, increased densities that will guarantee affordabl home prices and rental rates, and similar measures. Meeting the regional share objective will mean continuation of the coordinated efforts c local governments and housing developers to identify land to accommodate new housin through local planning and zoning, and to build the various types and prices of housin that respond to the region’s housing market. The region has been effective in meeting tot; new housing stock needs in the past, but has had a more difficult time responding to tt needs of lower income households. The region’s cities and county, and the state and feder governments, will have to increase the commitment and resources devoted to low incon household assistance to meet the fair share objective. Recommended Actions State law requires each city and county to prepare a general plan housing element whic must contain the regional share objective -- total new units needed over a five-year perio and fair share objective -- assisting low income households over a five-year period. TI housing elements must also contain strategies and programs that will help achieve bo objectives. 25 0 e REGIONAL PUBLIC FACILITIES FINANCING AND SITING POLICY: PROVIDE ADEQUATE FUNDING AND SITING PROCESSES FOR REGIONAL PUBLIC FACILITIES The financing and siting of regional public facilities is critical to our quality of life. If we don’t have money to pay for needed facilities, or can’t find acceptable places to locate them, our quality of life will suffer. Paying for these facilities is expensive and becoming more so, and the siting of facilities such as landfills, and sewage treatment and water reclamation plants pose serious difficulties. A Regional Public Facilities Financing Plan is being prepared with the assistance of the Regional Revenues Advisory Committee. The Advisory Committee is reviewing the sources of revenue currently used to pay for regional public facilities, and evaluating potential new sources including regional development impact fees. Thirteen regional facilities/services are being studied: water, sewerage, solid waste, energy, hazardous waste, transportation, justice facilities, regional parks and open space, Iiealth, libraries, animal control, social services and fire protection. The unfunded needs of these facilities/services over the next twenty years are the focus of the plan. The Advisory Committee has not completed its work. When complete, their recommendations for funding regional public facilities/services will be brought to the Regional Board for inclusion in the Strategy. The purpose of addressing facilities siting in the Strategy is to determine whether we need to improve existing siting processes and procedures through additional cooperative regional efforts. Local and regional siting processes for region-serving facilities in the areas of water, sewerage and transportation are well established, and have proven workable and adaptable to changing conditions. This is not to say that siting is not often a lengthy, costly and contentious process. However, these processes do ultimately work most of the time, so changes are not recommended at this time. 26 * e Siting difficulties have, however, been much more extensive and intractable for solid wasti and hazardous waste facilities. In recognition of this situation, the jurisdictions and agencie responsible for the siting of these types of facilities have initiated efforts 10 improve Sitin processes. For hazardous waste, a Fair Share siting policy was approved 2s part of tk San Diego County Hazardous Waste Management Plan and Southern California HazardoL Waste Management Plan in 1989. For solid waste, the region’s Integrated Waste Managemei Task Force (SANDAG Board and Technical and Citizens Advisory Committees) are workiI on siting issues now. It is recommended that the efforts to improve the siting processes for solid waste a hazardous waste, as well as ongoing efforts in the areas of water, sewerage and transportatio be encouraged and recognized by the Regional Growth Management Strategy. The import contribution of habitat management and conservation programs to siting these facilities sho also be recognized. 27 e e GROWTH RATE, PHASING AND LAND USE DISTRIBUTION POLICY: ANALYZE REGIONAL GROWTH RATE FACTORS FOR THE YEARS 1% THROUGH 2020 AS PART OF THE SERIES 8 REGIONAL GROW FORECASTS When the voters passed Proposition C, the Regional Planning and Growth Control initiative they called for the consideration of growth rate, phasing and distribution issues as part 0: the work on the Regional Growth Management Strategy. The region’s growth rate, its phasing and distribution are described in the regional growtk forecasts prepared by SANDAG. The forecasts are reviewed by everyone in the region and approved by SANDAG and the 18 cities and the County of San Diego. This growtk forecasting process has been used for over 15 years in the San Diego region. The forecast: are used by all local governments, state and federal agencies and the private sector to guidt planning and project decisions. The regional growth forecasting process has two parts. In the first part, region-wide totals of population, housing and employment are forecast over a 30 year period. The developmen1 of these totals involves agreement on specific growth rate factors for the region. Starting with the Series 8 Regional Growth Forecasts, the impacts of growth on the quality of life standards and objectives will be reviewed along with the forecast numbers for population, housing and employment. If, as a result of this review it is determined by the region thai local policies to affect the region’s growth are needed, they would be reflected in the forecast numbers that are adopted by SANDAG and local governments. The actions needed to make the policies work would be added to the Regional Growth Management Strategy at that time and would be carried out by local governments. The development and adoption of the Series 8 Regional Growth Forecast regional totals is scheduled to occur between May 1991 and February 1992. 28 0 w POLICY: THE REGIONAL LAND USE DISTRIBUTION ISSUES OF JOBWHOUSINI BALANCE AND TRANSPORTATION CORRIDOR DENSITIES SHOULl BEANALYZEDFURTHER Regional land use distribution was defined in Proposition C, the Regional Planning ar Growth Control Measure, as the balance between jobs and housing, and transportatio corridor densities. These two issues were identified because they have the potential to reduc traffic congestion, the number of vehicle miles traveled, energy consumption and to improi our air quality. The idea behind these two potenrial strategies is to provide people mol opportunities to live near their jobs, and better access to transit. If implemented the! strategies would require changes to local land use plans. . Our analysis of these strategies showed that by 2010: 1. Balancing jobs and housing has a positive impact on traffic congestion and, to son degree, air quality; 2. Moving housing into job rich areas is more effective than moving jobs into housir rich areas; and 3. Moving housing into areas within walking distance of light rail stations produces tl greatest improvements in traffic congestion and air quality. After reviewing the findings of the study, the Regional Growth Management Technic Committee voted to recommend that jobdhousing balance and transportation corridor densitic strategies should not be included in the Draft Regional Growth Management Strategy this time. The Committee felt that the research done to date is inconclusive regarding tl benefits of pursuing these potential strategies, and that further analysis should be undertakt as a part of the Series 8 Regional Growth Forecast before deciding whether to include the in the Strategy. The Technical Committee recommended that SANDAG’s 1986 Trav 29 w 0 Behavior Survey (used in the analysis) be updated, and that further analysis of the following issues be given high priority: 1. Is there a causal relationship between jobs and housing balance, and travel patterns? 2. How should jobs and housing balance be defined? 3. Within what geographic area should jobs and housing units be balanced? 4. What steps could be taken to provide a better match between housing costs and the types of jobs being created in a particular area? 5. What tactics could be used to implement these strategies? 6. What is the potential for increasing densities along transit comdors? 7. Should a regional fiscal model be developed to evaluate the fiscal implications of potential land use changes? 8. How would we monitor the implementation, and evaluate the success of these strategies? In addition, the Technical Committee discussed criteria that could be used if it were determined to include regional land use distribution strategies such as jobs/housing balance and increasing densities along transit corridors in the Regional Growth Management Strategy. These could include: 1. Ensuring that the implementation of these strategies does not have a negative fiscal impact on the local jurisdictions. 2. Matching the type of housing provided with income levels. 30 a 0 LOCAL/REGIONAL CONSISTENCY POLICY: LOCAL AND REGIONALPLANS, POLICIES AND REGULATIONS AN: THE REGIONAL GROWTH MANAGEMENT STRATEGY SHOULD B CONSISTENT AS D- BY THE SELF-CERTIFICATION PROCES The amendment to the SANDAG Joint Powers Agreement that established the Region Planning and Growth Management Review Board requires local jurisdictions to certify tf consistency of their plans, policies and regulations with the Regional Growth Manageme Strategy. Regional single-purpose agencies involved in the Strategy have also agreed participate in the self-certification process. The following three points -are incorporated into the self-certification process: Local jurisdictions will review their plans, policies, ordinances and regulations f consistency with the recommendations contained in the Strategy. Local jurisdictions should have flexibility in determining their consistency with t Strategy, with the ability to substitute effective alternative means for achieving t objectives. There should be consistency between the Strategy and the plans and programs of sing purpose regional agencies. The self-certification process has two parts, The first part, the Initial Self-Certificatj Process, will occur after the adoption of the Regional Growth Management Strategy. 1: following is a list of the steps involved in this part of the process: 1. A checklist will be provided to the local jurisdictions to help them evaluate th consistency with the Strategy. 31 w 0 2. Following a public hearing, each local jurisdiction will file a status report with the Regional Board within 6 months of the adoption of the Strategy. 3. Local jurisdictions will take the actions necessary to achieve consistency during the succeeding 12 months. 4. Local jurisdictions will adopt a self-certification resolution after a public hearing. 5. A status report on the self-certification of local jurisdictions will be presented to the Regional Board. This should occur by the end of the 20th month following adoption of the Strategy. Part two is the continuing self-certification process. A summary of the steps follows: 1. Local jurisdiction plan amendments, regulations and other actions related to the Strategy should require a self-certification finding. 2. h mud monitoring report on the region’s growth and progress in meeting the Quality of Life Standards and Objectives will be distributed by the Regional Board at a public hearing. 3. Changes or additions to the Strategy may be made at a public hearing based on local jurisdictionhegional agency review of the monitoring report, 4. Local jurisdictions will review their plans, policies and regulations based on any changes made to the Strategy, and follow steps similar to those in the initial process. Disputes among local jurisdictions or regional agencies regarding the Regional Growth Management Strategy may be resolved using SANDAG’s Conflict Resolution Procedure if determined to be appropriate by the Regional Board. This procedure provides for the resolution of conflicts through the use of mediation. 32 0 0 ATTACHME REGIONAL GROWTH MANAGEMENT STRATEGY JOBSAOUSING BALANCE AND TRANSPORTATION CORRIDOR DENSITIES Introduction "Regional land use distribution" was defined in Proposition C, the Regional Plannin Growth Control Measure, as the balance between jobs and housing. This topic was specii identified because achieving a better balance between job and housing location has the pol to reduce traffic congestion, vehicle miles traveled, energy consumptio-n and to improl region's air quality. The general aim of jobs and housing balance is to create sufficient hc and employment opportunities within identified geographic areas so that most of its res could live and work in that area. Such a strategy would provide the opporhnity for households to live closer to work thereby shortening their commute trips. Shorter trips i lessen traffic congestion and its related side effects, such as air pollution. The potential benefits of a better balance between jobs and housing have resulted in many t to develop and implement policies and regulations to achieve this objective. Two active - AB 767 (Hauser) and SB 907 (McCorquodale) -- that deal with the jobs and housing b; issue are before the California legislature. Jobs and housing balance became a key part Southern California Association of Governments (SCAG) growth management plan adop February, 1989. SCAG revised these policies in June, 1990 towards a more flexibl market-incentive approach, but its original objectives of reducing travel and improving jol housing balance remain unchanged. The Bay Area Association of Governments (AB) proposing to minimize the imbalance between jobs and housing by increasing residential de and converting under-utilized employment land along transit corridors. ABAG cites a ni from the development of unutilized land and overall economic improvement. The effectiveness of balancing jobs and housing is not without its critics. Some point to I which cast doubt on the assumption that placing jobs and housing closer together will redu length and congestion. Several reasons are cited why the link between travel patterns an and housing balance might not exist: (1) living close to work is not a high priority foi people; (2) other factors including housing affordability are more important determina where people choose to live; (3) commuting costs are small relative to housing costs, so 1 are willing to commute further to get "more and better" housing; and (4) the growing n of multiple worker households. Other potential problems with this strategy center on the difficulties of its implemen These include: (1) defining what constitutes a balanced area; (2) determining the apprc geographic areas to balance; (3) ensuring no negative fiscal impacts to local jurisdictior (4) incorporating housing affordability into balancing strategies. Further, jobs and h balance policies involve the regulation of structures (e.g., housing units for different i of benefits from these strategies, such as increased transit use, improved air quality, tax bi w 0 levels) and cannot guarantee that any achieved balance will be preserved over time. Even if the job base and resident work force were perfectly matched, changes in demographic characteristics and job profiles could disrupt an area’s balance. For example, people often change jobs without moving to a new home, and in the future it is expected that pple will change jobs more frequently than they do now. This report focuses on one aspect of the job and housing balance question. It measures the impacts of balancing jobs and housing location on the region’s transportation system, air quality and energy consumption. Comparisons are made between impacts based on the Series 7 Regional Growth Forecast and impacts under scenarios depicting a numerid balance between jobs and housing. Issues associated with defining and implementing a jobs and housing balance strategy require further study and are only briefly mentioned in this report. The findings of this report showed that balancing jobs and housing and increasing densities along transportation corridors has a positive impact on traffic congestion and, to some degree, air quality relative to the jobs and housing distribution portrayed in Series 7. The Regional Growth Management T~hnlcal Committee reviewed this report and recommended that further analysis should be undeftaken as part of Series 8 before deciding whether to include jobs and housing balance as part of the Strategy. Background Last September, staff presented information to the Technical Committee which described the relationship between the location of jobs and housing within the region’s seven Major Statistical Areas (MSAs). A number of concerns were raised about using MSAs to analyze jobs and housing balance. It was suggested that the MSA is too broad an area, and that the jobs and housing balance question would be more appropriately analyzed within the context of transportation comdors. In response, staff developed a set of geographic boundaries which portray twelve major transportation corridors within the western half of the region (cordon area). These transportation comdor zones (TCZ) shown in Map 1 follow the region’s freeway and labor market areas for analyzing the region’s jobs and housing balance. At the October and November meetings, the Technical Committee reviewed jobs and housing balance statistics and travel time characteristics for the TCZs. This information is contained in the next two sections of this report. The Committee also made decisions concerning the analysis to determine the affect of alternative jobs and housing balance scenarios on the region’s transportation system, energy consumption and air quality. The Committee decided that the impacts of five scenarios should be compared to the impacts shown for Series 7 in the year 2010. Four scenarios result in the same jobs and housing balance in each TCZ. To provide a broader basis for comparison, the Technical Committee suggested a fifth scenario of increased job concentration relative to Series 7. The last part of this report contains the results of the impact analysis comparing the five scenarios to each other and to Series 7. transit systems. TCZs are more geographically distinct than the MSAs and provide meaningful 2 0 Map 1 0 JOBS AND HOUSING BALANCE, 1986 m Ereerr Horting 0 Yore In Balance = Exctrr Job8 TRANSPORTATION CORRIDOR ZONES Soptombor 21, 1NO 3 e 0- Jobs and Housing Balance. 1986 and 2010 Tables 1 and 2 present jobs and housing information for the years 1986 and 2010. Jobs include all employment, except military jobs held by persons living on their military base of employment. Housing includes all occupied units, except those units located on military bases. Jobs and housing balance is defined in relationship to the regionwide job and housing markets. There were 126 jobs for each 100 occupied housing units in 1986. If job and housing location housing units. Table 2 makes it easier to compare the TCZs to each other and to regionwide job and housing activities. If a TCZ was balanced, then it would capture the Same percentage of the region's jobs and occupied housing units. The difference between the concentration of jobs and the concentration of occupied units is shown in the "Difference" column. A positive difference indicates an excess concentration of jobs, while a negative difference shows an excess concentration of occupied housing units. Table 2 also contains an index of dissimilarity which measures the jobs and housing balance over all TCZs within the region. This measure is computed by summing the absolute value of the figures shown in the "Difference" column, and then dividing this sum by 2. If every TCZ was in balance, then the index of dissimilarity would have a value of zero. Index values of 15 percent, shown in Table 2, indicate imbalance between employment and housing location across TCZs. There was a wide range in the job and housing balance between the TCZs in 1986. Zone 9 has almost twice as many houses as jobs, with 55 jobs per every 100 units. Together zones 6 and 7 have nearly twice the number of jobs as they do housing units. The large jobs to housing ratio in zone 2 (16,531) is caused by the Camp Pendleton military base. Zones 3 and 10 are most in balance relative to the region and to the other zones. Zone 3 has virtually the same number of houses as jobs. Zone 10 has more jobs than housing units, but it is closest to the regionwide ratio of 126 jobs per 100 occupied housing units. Transportation Characteristics Every five years or so, SANDAG conducts a Travel Behavior Survey which obtains detailed information about each trip made by sample households over a 24-hour period. The last survey, conducted in 1986, interviewed 2,700 households. Table 3 provides summary statistics for the San Diego region from the 1986 survey. Commute trips are defined as trips between home and intermediate stops on the way to or from work. For purposes of this analysis, these intermediate stops were eliminated to form one commute trip. withu the region were in balance, then every TCZ would also have 126 jobs per 100 occupied work and trips by college students between home and school. Many commuters make 4 0 Table 1 JOBS AND OCCUPIED NOUSING UNITS - 1986 2010 Transportation occ. Jobs Per occ. Comdor Zone Jobs - Units 100 units Jobs Units 1 12,943 14,792 88 22,887 33,346 2 19,837 120 1633 1 21,965 125 3 7 1,579 71,838 100 143,546 150,359 4 71,050 77,838 91 133,306 144,844 5 5,443 8,190 66 11,740 22,053 6 176,211 88,935 198 281,336 148,752 7 202,636 123,419 164 296,58 1 179,095 8 108,113 121,338 89 164,102 165,220 10 235,705 173,473 136 3 19,286 21 1,429 11 9,185 10,534 87 46,014 52,030 12 43 , 842 62,491 70 66,877 75,521 Cordon Area 961,384 761,840 126; 1,516,316 1,201,496 9 4,840 8,862 55 8,676 18,722 Table 2 PERCENT DISTRIBUTION AND INDEX OF DISSIMILARITY 1986 - 2010 - Transportation occ. occ. Comdor Zone Jobs Units Difference Jobs - Units 1 1.3 % 1.9 % -0,6 % 1,596 2,8% 2 2.146 0.0% 2.0% 1.4% 0.0 % 3 7.4% 9.4% -2.0 % 9.5% 12.5 % 4 7.4% 10.2% -2.8 % 8.8% 12.1% 5 0.6 % 1.1% -0.5 96 0.8% 1.8% 6 18.3 % 11.7% 6.7 5% 18.6% 12.4 % 7 21.1% 16.2% 4.9 5% 19.6% 14.9 % 8 11.2% 15.9 % 4.7 5% 10.8% 13.8% 9 0.5 A 1.2% -0.7 5% 0.6 % 1.6 96 10 24.5 5% 22.8% 1.7 % 21.1% 17.6% 11 1.0% 1.4% -0.4% 3.0% 4.3% 12 4.6 % 8.2% -3.6% 4.4 96 6.3 % 100.0% Cordon Area 100.0% 100.0% 0.0% 100.056 Index 15.3% Source: San Diego Association of Governments, Series 7 Regional Growth Forecasts 5 w 0 Table 3 VEHICLE TRAVEL CHARACTERISTICS, 1986 SAN DIEGO REGION Commute Other Total Travel - Travel Travel Average Trip Length (Miles) 10.8 5.2 7.1 Percent of Trips 0-5 Miles 28 96 67 % 54 96 5-10 Miles 27 96 19 % 21 % 10-20 Miles 32% 11% 18% 20+ Miles 13 % - 3% - 7% 100% 100% 100% Percent of Total Vehicle Trips 34 % 66 % 10% Percent of Total Vehicle Miles 51 % 49 % 100% source: San Diego Association of Governments 1986 Travel Behavior Survey San Diego work trips average 10.8 miles. Only 13 percent of all commute trips are greater than 20 miles. Commute travel makes up a substantial portion of total travel. One third of all trips are commute trips. Because commute trips are twice as long as other trips, commuting vehicle miles of travel is one half of all vehicle miles. Trip lengths have been increasing over time. Between 1977 and 1986, commute trips increased by 2 miles in length and non-work trips by 1 mile in length. To facilitate the analysis of the 1986 travel behavior survey, the 12 TCZs were placed into one of three categories: (1) zones with excess housing compared to jobs; (2) zones with excess jobs compared to housing; and (3) zones most in balance relative to the region and to other zones. These categories are shown on Map 1. Seven zones are classified as excess housing. These fall in the eastern, southern and northern coastal parts of the region. The zones with excess employment include Camp Pendleton and zones 6 and 7. In 1986, TCZs 2, 3, 6, 7, and 10 had either a relatively close balance of housing and jobs, or had an excess of jobs. Commute trips from these areas should be shorter than commute trips from areas with an excess in housing if employment balancing is to be an effective tool in reducing travel. The validity of this assumption was tested by tabulating trip lengths from the 1986 survey according to the three categories of jobs-to-housing balance. Table 4 shows that areas most in balance have the shortest commute trips. Trips from areas with an excess of housing are significantly longer by about 4 miles or 45 percent over commute trips from areas more in balance. TCZs with excess jobs have a commute trip which are over 2 miles longer compared to arcas more in balance. Areas with either an excess in housing or an excess in jobs exhibit slightly longer non-work trip lengths compared to areas that are more in balance, with differences of less than 1 mile. 6 0 @ Table 4 VEHICLE TRAVEL CHARACTERISTICS SAN DIEGO REGION BY JOBS - HOUSING BALANCE, 1986 Excess More in Excess Housing BdaIlce Jobs Region Percent of Total Households 40 5% 31 46 29 % 100% Commute Travel Number of Daily 621,700 434,200 505,400 1,561,300 Vehicle Trips Daily Vehicle Miles 7,941,000 3,829,900 5,023,400. 16,794,300 of Travel Average Vehicle Trip 12.8 8.8 10.9 10.8 Length (Miles) Other Travel NumberofDaily 1,236,300 881,200 921,500 3,039,000 Vehicle Trips Daily Vehicle Miles 6,834,400 4,238,100 4,878,100 15,950,60( of Travel Average Vehicle Trip 5.5 4.8 5.3 5.2 Length (Miles) Source: San Diego Association of Governments 1986 Travel Behavior Survey Table 5 shows that the average commute trip length varies significantly across TCZ! longest cornmute trips are made by persons living in the excess residential areas in the part of the region. TCZs 5 and 9 have average commute trip lengths roughly dou regionwide average. Persons living in zones 7 and 10 have the lowest commute trip lt 8.7 miles. Other trip lengths, however, are quite similar regardless of the location of tl 7 II 0 Table 5 AVERAGE VEHICLE TRIP LENGTH (in miles) Jobs/Housing Transportation Balance Commute Other Jobs Per Corridor Zone Category Trip Length TriD Length 100 Units 1 Excess Housing 13.4 7.3 88 10.9 10.3 1633 1 3 More in Balance 9.4 5.6 100 4 Excess Housing 13.3 5.7 91 5 Excess Housing 20.1 7.5 66 6 Excess Jobs 11.4 5.5 198 7 Excess Jobs 8.7 4.9 164 8 Excess Housing 12.4 4.9 89 9 Excess Housing 17.8 7.0 55 10 More in Balance 8.7 4.7 136 11 Excess Housing 11.3 6.5 87 12 Excess Housing 11.0 4.6 70 Cordon Area 10.8 5.2 126 2 Excess Jobs Source: SUI Diego Association of Governments 1986 Travel Behavior Survey Job and Housing Reallocation Impacts Approach. SANDAG's transportation models were used to quantify the effects of shifting jobs and housing units on future traffic congestion, energy use and air quality. Series 7 2010 housing unit and employment forecasts for the region's 753 Traffic Analysis Zones (TAZs) were adjusted so that all TCZs have the same balance between jobs and housing units. This balance was defined as the regional ratio of 126 jobs per 100 housing units in 2010. Four balancing scenarios were examined: 1. Reallocate the Series 7 job increase from TCZs with a job excess to TCZs with a job deficit. Distribute reallocated jobs across all TAZs in a corridor zone in proportion to the Series 7 employment in 2010. Reallocate the Series 7 housing unit increase from TCZs with a housing excess to TCZs with a housing deficit. Distribute reallocated houses across all TAZs in a corridor zone in proportion to the Series 7 housing units in 2010. Same as scenario 1, except that jobs are reallocated only to TAZs within walking distance of light rail stations. Same as scenario 2, except that housing units are reallocated only to TAZs within walking distance of light rail stations. 2. 3. 4. 8 e e Table 5 AVERAGE VEHICLE TRIP LENGTH (in miles) Jobs Mousing Transportation Balance Commute Other Jobs Per Corridor Zone Category TriD Lenrrth TriD Lenmh 100 Units 1 Excess Housing 13.4 7.3 88 2 Excess Jobs 10.9 10.3 1633 1 3 More in Balance 9.4 5.6 100 4 Excess Housing 13.3 5.7 91 5 Excess Housing 20.1 7.5 66 6 Excess Jobs 11.4 5.5 198 7 Excess Jobs 8.7 4.9 164 8 Excess Housing 12.4 4.9 89 9 Excess Housing 17.8 7.0 55 10 More in Balance 8.7 4.7 136 11 Excess Housing 11.3 6.5 87 12 Excess Housing 11.0 4.6 70 Cordon Area 10.8 5.2 126 Source: San Diego Association of Governments 1986 Travel Behavior Survey Job and Housing Reallocation Impacts Amroach. SANDAG’s transportation models were used to quantify the effects of shiftin and housing units on future traffic congestion, energy use and air quality. Series 7 2010 hc unit and employment forecasts for the region’s 753 Traffic Analysis Zanes (TAZS) were ad so that all TCZs have the Same balance between jobs and housing units. This balanc defined as the regional ratio of 126 jobs per 100 housing units in 2010. Four bal; scenarios were examined: 1. Reallocate the Series 7 job increase from TCZs with a job excess to TCZs with deficit. Distribute reallocated jobs across all TAZs in a corridor zone in proportion Series 7 employment in 2010. Reallocate the Series 7 housing unit increase from TCZs with a housing excess to with a housing deficit. Distribute reallocated houses across all TAZs in a corridor 2 proportion to the Series 7 housing units in 2010. Same as scenario 1, except that jobs are reallocated only to TAZs within walking d of light rail stations. Same as scenario 2, except that housing units are reaUocated only to TAZs within u distance of light rail stations. 2. 3. 4. 8 e m Scenarios 3 and 4 will simulate the raising of densities along light rail corridors. Thesl scenarios will show if increased activity near these facilities increases transit use and ch the work trip mode split. To provide a broader basis for comparison, the Technical Committee suggested a fifth sa which would increase job concentration relative to that shown in Series 7. Additional jobs placed in TCZs 6 and 7 as well as in downtown San Diego. This Scenario causes 71 p of the region’s employment growth to locate in these areas, up from the 41 percent in Sei Like scenario 3, the job increments are reaUocated only to TAZs within walking dism transit, light rail or HOV access. Three key assumptions underlie the impacts measured in the four balancing scenarios. areas with a balance between jobs and housing have the shortest commute trips, as was by the 1986 Travel Behavior Survey. Second, shorter commute trips for balanced areas w prevail in the year 2010. Third, shorter commute patterns in 2010 will be the same fo TCZ reflecting a regional balance between jobs and housing. There are some limitations impact analysis. The Travel Behavior Survey is somewhat dated. It was conducted in 19 does not reflect changes in travel patterns that may have occurred along with the tremc growth since that time. This analysis defines balance as a ratio between all jobs and all h units. It does not take into account specific types of jobs and differential housing costs Findings. Table 6 shows six indicators which measure the transportation and air quality i of the five scenarios relative to Series 7. Five indicators depict changes to the rt transportation system and two commonly used indicators measure changes in the regio qudty. ROG stands for emissions from reactive organic gases and NOX represents em from nitrogen oxide. These measures represent emissions generated from all sources ii The major findings from this analysis are summarized below: 1. A further concentration of jobs has negative impacts on the region’s transportation and air quality. Relative to Series 7, emissions increase by up to three percent, r congested freeways rise by 31 percent and VMT is 11 percent higher. Balancing the jobs and housing has positive impacts on air quality and the tramp system. All four balancing scenarios show a drop in VMT, congestion, average tril and emissions compared to Series 7. Moving housing into job rich areas is more effective than moving jobs into hous areas. This result occurs because the latter scenario results in a more decentralized of activities as jobs are moved into the outlying areas of the region. Moving housing units into transit access areas yields the greatest improvemen qWty and transportation flow of the four balancing methods, lbs scenario sh largest reductions relative to Series 7 in trips (-0.9%), VMT (-9.2%), trip length ( ROG (-0.9%) and NOX (-1.7%) and the second largest reduction in freeway COI Balancing jobs and housing units has a greater positive impact on the transportatio~ than it does on air quality. The reduction in emissions from all sources ranges fi percent to -1.7 percent, with NOX emissions showing a greater decline th; emissions. This strategy focuses on the reduction of trip length which in turn affi 2. 3. 4. (-36.9%). 5. 9 0 VMT and congestion. As the table shows, balancing jobs and housing does not cause a significant change in vehicle trips. A major part of auto pollution comes from cold starts which are directly related to vehicle trips. Three of the five simulations increase the utilization of transit relative to Series 7, with the largest gain of 25 percent in the job concentration scenario. Since transit is only a small component of the region’s overall travel, these gains have a minimal impact on VMT and congestion. Although not shown on the table, the change in consumption of gasoline would be similar in magnitude to the impacts shown under VMT. 6. 7. Table 6 TRANSPORTATION AND AIR QUALITY IMPACTS OF RELOCATING JOBS AND HOUSING UNITS SAN DIEGO REGION, 2010 Balanced Jobs and Housing Units Move Move Job Series 7 Move Move Jobs Units Concentration Measure g& J& y&s flransit Access) flransit Access) (Transit Access) Vehicle Trips 10.55 10.55 10.50 10.57 10.45 10.61 (Millions> (0.0%) (-0.5 %) (0.2%) (-0.9 5%) (0.6 %) Vehicle Miles 89.4 84.1 82.6 85.2 81.2 99.0 (MilliOnS) (-5.9%) (-7.6%) (4.7 46) (-9.2 %) (10.7%) Average Trip 8.5 8.0 7.9 8.1 7.8 9.3 Length (Miles) (-5.9%) (-7.1%) (4.7 96) (-8.2%) (9.4%) (0.0%) (8.3 %) (0.0 W) (16.7%) (25.0%) Transit Share’ 1.2% 1.2% 1.3 % 1.2% 1.4% 1.5% Congested MilesZ 122 72 80 84 77 160 of Freeway (-41.0%) (-34.4%) (-31.11 96) (-36.9%) (31.1 %) ROG (tonsldayy 222 22 1 22 1 221 220 226 (-0.4%) (-0.4%) (-0.4 W) (-0.9 46) (1.8%) (-1.3 5%) (-1.3 96) (-1.0%) (-1.7%) (3.4%) NOX (tonsldayy 296 292 292 293 29 1 306 NOTE: Figures in parentheses indicate the percent difference from Series 7. ‘Percent of person trips using transit. bngestion is defined as level of service E or worse. 31n~ludes emissions from all sources. 10 1 a e Conclusion The purpose of this paper was to provide information on the impacts of balancing jobs and 1 on the region’s air quality, energy consumption and transportation system. The analysis she\ this strategy has the potential to significantly reduce energy consumption and demand transportation system relative to the jobs and housing distribution portrayed in Series 7. Ac a balance between job and housing location yields small improvements in the region’s air quali largest reductions seen in ROG and NOX are -0.9 percent and -1.7 percent, respectively. After reviewing the findings of this study, the Regional Growth Management Technical Co voted to recommend that jobs/housing balance and transportation corridor densities strategiei not be included in the Draft Regional Growth Management Strategy at this time. They felt research done to date is inconclusive regarding the benefits of pursuing these potential stratq that further analysis should be undertaken as a part of the Series 8 Regional Growth Forecai deciding whether to include them in the Strategy. The Technical Cornn&ee recommended additional analysis be given high priority and also recommended an update of the 198( Behavior Survey. The Committee suggested that the following issues be analyzed further: 1. Is there a causal relationship between jobs and housing balance and travel patterns? Analysis of the 1986 Travel Behavior Survey showed that persons living in more areas drove the shortest distance to work. While lending support, this statistical re1 is not sufficient to establish causality. Competing explanations and other potential n effects concerning the relationship between jobs and housing balance and travel beha7 to be evaluated in order to draw more definite conclusions. How should jobs and housing balance be defined? For example, should it be defined as the ratio of 126 jobs for each 100 occupied hous should not be defined relative to the region. They suggest a ratio of 1.6 is a desk which reflects the growing presence of multiple worker households. Others think should measure the number of employees in an area to the number of employed resid an ideal ratio equal to 1. Still others believe a more refined measure that takes int economic distinctions (e.g., housing costs and income levels) is a more meaningful tool. Within what geographic area should jobs and housing units be balanced? Using jurisdiction boundaries as the sole criterion for defining these geographic a appropriate given that commute trips often cross these boundaries. The Tran Comdor Zones used in this study offer one potential scheme, but are these particula best for implementing this strategy? It has been suggested that distance and ami major employment and activity centers be part of the criteria used to define appropriate geographic areas. 2. That is the regional ratio for both 1986 and 2010 based on Series 7. Some argue thal 3. 11 w e 4. What steps could be taken to provide a better match between housing costs and the types of jobs being created in a particular area? what tactics could be used to implement these strategies? These might include regulatory measures such as Zoning changes and/or inclusionary zoning, or incentives such as density bonuses, tax breaks or lower fees. The effectiveness of employer assisted housing programs could also be assessed. What is the potential for increasing densities along transit corridors? SANDAG is updating the region’s long-range transit corridor pIan. One of the factors evaluated will be the potential for increasing densities along future transit corridors. The results of this analysis will be available in July 1991. Should a regional fiscal model be developed to evaluate the fiscal implications of potential land use changes? The implementation these strategies would likely require changes to general plan land use elements which could impact the revenues of local jurisdictions. A fiscal model could help quantify the magnitude of these impacts. The development of such a model, however, would be expensive and time consuming. How would we monitor the implementation, and evaluate the success of these strategies? 5. 6. 7. 8. In addition, the Technical Committee discussed criteria that could be used if it were determined to include regional land use distribution strategies such as jobs/housing balance and increasing densities along transit corridors in the Regional Growth Management Strategy. These could include: 1. Ensuring that the implementation of these strategies does not have a negative fiscal impact on the local jurisdictions. 2. Matching the type of housing provided with income levels. 12 LXHL 6 1'1 If L jan Diego Association of Governments e BOARD OF DIRECTORS *fii - June28, 1991 AGENDA REPORT No.: REGIONAL GROWTH MANAGEMENT STRATEGY CONSISTENCY CHECKLIST Introduction This Board report includes a Consistency Checklist for the Regional Growth Manag Strategy. The Regional Growth Management Strategy contains a number of rmmrr actions which affect local and regional agencies. The Checklist will be used bj jurisdictions and affected regional agencies to determine the consistency of their gene: community plans, policies and reguIations/ordinances with the Regional Strategy. The F of this report is to request that the Board approve the Checklist for inclusion as part of th Strategy, The Checklist implements "self-certification", which is one of the basic principles sf the ri growth management program. The Regional Growth Management Technical Committee has reviewed the Checklj recommends its inclusion in the Draft Strategy. It is my RECOMMENDATION that the Board approve the Consistency Checklist for inclusion in the Draft Regional Management Strategy. Discussion The Checklist questions are arranged according to the eight Quality of Life factors 0 answering them, i.e., the cities and the County, the transit development boards, the Water Authority, etc. The transportation questions have also been designed to enable 1 and County to self-certify conformance with the Congestion Management Prograrr requirements. The Checklist was designed for "yes" and "no'' answers. A "yes" answer to a question consistency with the Strategy, while a "no" answer indicates inconsistency. "Yes" should be documented by noting the ordinance number and date of adoption, or othei Quality and Transportation combined), and categorized according to who is responj 0 0 documents. "No" answers require the reporting agency to indicate what actions will be t and a schedule to achieve consistency. "Other" should be used when the question cannot c: be answered "yes" or "no". Each question is followed by a line where "yes" answers c documented, and several lines for comments. A list of the documents which will need to be referred to in answering the Checklist que is included in the Draft. If the Board approves the Checklist, the Draft Strategy will be distributed for revie comment for ninety days. After the review period, a final draft of the Strategy will be pi for Board adoption. The approval of the member agencies will then be sought. It is ex that the adoption of the Regional Growth Management Strategy will be complete by the 1991, or by early 1992. KENNETH E, SULZER Executive Director Attachments 2 . e 0 ATTACHM LOCAL/REGIONAL CONSISTENCY DRAFT CHECKLIST This checklist is to be used by local and regional agencies to determine the consistency c general and community plans, policies and regulationslordinances with the Regional ( Management Strategy. The Strategy contains a number of recommended actions whick local and regional agencies. This checklist will be used by these agencies to evalual consistency, and to describe what actions they will need to take to achieve consistency 1 Strategy. The questions are arranged according to the eight Quality of Life factors (with Air Qua Transportation combined), and categorized according to who is responsible for answerin Le., the cities axid the County, the transit development boards, the County Water AuthoI The transportation questions have also been designed to enable the cities and County certify conformance with the Congestion Management Program (CMP) requirements. The responsible agency should answer the questions by checking "yes" , "no" or "ot "yes" answer indicates consistency with the Strategy, and should be documented by n ordinance number and date of adoption, the element of the General Plan, or other 1 regulation. A "no" answer indicates inconsistency with the Strategy, and requires the agency to indicate what actions will be taken, and a schedule to achieve consistency. A answer should be used when the question cannot clearly be answered yes or no. Each is followed by a.line where "yes" answers can be documented, and several lines for c If more space is needed to explain a "no" or "other" answer, please attach additiona A list of the documents which will be used in answering the checklist questions is i Appendix A. Copies of these documents are available if needed. a 0 AIR QUALITY AND TRANSPORTATION SYSTEM AND DEMAND MANAGEM Transportation Demand Management Cities and Countv 1. Has the Regional Trip Reduction Ordinance, or an equivalent Yes No ordinance, been adopted? Note: The Congestion Management Program (CMP) statutes require that each city and the County adopt and implement a Trip Reduction Ordinance. Documentation: Comments: 2. Are all of the elements of the Trip Reduction Ordinance being Yes No implemented in your jurisdiction? -- Documentation : Comments: 2 a 0 Transportation Capacity Expansion Cities and Countv 1. Are the High Occupancy Vehicle (HOV) lanes shown in the 1990 Yes No Regional Transportation Plan (RTP) along local streets and roads located in your jurisdiction shown in your General Plan? Note: This currently applies only to National City and the City of San Diego. Documentation: Comments: 2. Does your General Plan identify existing and proposed bicycle Yes No facilities and coordinate with other bicycle facility projects included in the 1990 RTI?? -- Documentation: Comments: Transit Development Boards 1. Are the peak-period transit route frequency standards and objectives Yes Nc contained in your short-range plans consistent with those specified in the Regional Growth Management Strategy and CMP? -- 3 0 0 Documentation: Comments: 2. Are existing peak-period transit route frequencies consistent with the Yes No transit performance standards and objectives set by the Strategy and CMP? -- Documentation: Comments: Transportation System Management Cities and Countv 1. Are the traffic level of service objectives contained in your General Yes No Plan equal to or better than those specified in the Strategy, Le., LOS "D" for the freeways and the Regional Arterial System identified in - - the 1990 RTP? Documentation: 4 0 0 Comments: 2. Has a traffic forecast been prepared based on the land uses and Yes No circulation system contained in the General Plan? -- Documentation: Comments: 3. Does your jurisdiction have a program(s) to achieve the traffic level Yes No of service objectives identified in the Strategy? -- Documentation: Comments: 4. Do your traffic forecasts make use of a SANDAG-approved traffic Yes No forecasting model and incorporate SANDAG’s Regional Growth Forecasts as a uniform benchmark for population and land use data? Note: This is a requirement of the CMP statutes. - - Documentation: 5 0 e Comments: 5, Has your agency adopted and implemented a process to evaluate and mitigate the traffic impacts of major projects on the 1990 regional transportation system, including the level of service standards and objectives of the CMP and Strategy? (The definition of a "major" project is the one used by CEQA and in the Memorandum of Understanding among the local jurisdictions for notification of land use and development actions by the County of San Diego and the cities.) Note: The CMP statutes require that each city and the County adopt and implement a program to analyze the impacts of land use decisions, including mitigation costs, on the regional transporta- tion system. Yes No Documentation: Comments: 6. Does the process include the traffic impacts on all freeways and the Yes No regional arterial system affected by the project (including arterials and freeways in adjacent jurisdictions)? -- Documentation: 6 0 0 Comments: 7. Does the process consider existing and future planned land uses, and Yes No reasonably foreseen projects within the jurisdiction, and adjoining jurisdictions? -- Documentation: Comments: 8. Does your agency prepare and adopt CMP Deficiency Plans as part Yes No of the major project approval process if any state highway or CMP principal arterials are forecast to fall below the CMP traffic level of service standards? Note: The development and adoption of Defi- ciency Plans is a requirement of the CMP statutes. Documentation: Comments: 9. Is the existing traffic level of service on the regional arterial system Yes No routes (in the 1990 RTP) in your jurisdiction consistent with the Strategy's level of service objective of LOS "D"? -- 7 a * Note: If a roadway will not be able to meet the Strategy’s regional level of service objectives for specific reasons such as preservation of landscaping, inadequate room to widen, or other overriding consider- ations, these exceptions should be explained.) Documentation! Comments: 10. Is there a plan in place to optimize the traffic signals in your jurisdiction to improve traffic flow through a centralized traffic Yes No control system? -- Documentation: Comments: C&TRANS/SANDAG Is the existing traffic level of service on the freeways within your Yes No jurisdiction consistent with the Strategy’s level of service objective of LOS “D”? -- a e 0 Documentation: Comments: WATER Countv Water Authoritv 1. Has the County Water Authority adopted a Water Resources Plan Yes No which has been reviewed by the local jurisdictions and includes: -- a) b) The construction of delivery, treatment and storage facilities; Management of demand through conservation retrofits, design standards and other measures contained in the Conservation and Demand Management element; Ensuring the region’s supply from the Metropolitan Water District (MWD) by addressing San Diego’s rights to water from the State Water Project and the Colorado River Aqueduct; Development of local supplies such as reclamation and desalini- zation; and Reviewing state and federal policies such as the Safe Drinking Water Act, State Water Project and Central Valley Project as they relate to the region’s water supply. c) d) e) Documentation: 9 0 e Comments: 2. Has a resource development offset program been adopted by the Yes No CWA which requires new development to pay a fee or otherwise offset its contribution to the increase in water use in the region? -- Documentation: Comments: SANDAG Has SANDAG undertaken a legislative program which follows and takes positions on bills consistent with the Quality of Life Standards and Yes NO Objectives, and recommended actions for water availability? -- Documentation: Comments: 10 e 0 Water Agencies 1. Have the drought response actions required by the current County Yes No ( Water Authority ordinance been implemented? --. Documentation: Comments: 2. Are CWA member agencies able to operate without water service Yes No from the Authority’s aqueducts for up to ten consecutive days? -- Documentation: Comments: 3. Has a system been implemented to compile water use information by Yes No customer class to help track the effectiveness of conservation measures? -- Documentation: Comments: 11 e e 4. Have the water conservation and demand management programs and Yes No projects contained in the CWA’s Water Resources Plan been implemented? -- Documentation: Comments: Cities and County 1. Has a water reclamation ordinance based on the County Water Yes No Authority’s model ordinance been adopted? -- Documentation: Comments: 2. Has the State Department of Water Resources model xeriscape Yes No ordinance, or an equivalent ordinance, been adopted for all new construction? (This also applies to landscaping for single-family - - residential units installed by developers prior to occupancy.) Documentation: 12 rn e Comments: 3. Have you amended your local plumbing requirements to be in Yes No compliance with the minimum state requirements? -- Documentation: Comments: 4. Is there a process in place to verify that a sufficient supply of water is available for development dependent on groundwater? Yes No -- Documentation: Comments: SEWAGE mA"T Citv of San Diego Has the level of sewage treatment for the Pt. Loma facility been resolved? Yes Nc Documentation: -- 13 4 e Comments: Sewage Treatment Plant Operators Have plans for water reclamation plants and sludge disposalhecycling facilities been included in the capital improvement programs of the sewage Yes No treatment plant operators? -- Documentation: Comments: SENSITIVE LANDS PRESERVATION AND OPEN SPACE PROTECTION Cities and County 1. Have ordinances been adopted which require the consistent treatment Yes No of steep slopes, floodplains and wetlands by including the elements and specific requirements contained in the Strategy’s Definition of ___ - Regionally Significant Open Space? Documentation: 14 Q e Comments: 2. Are actions being taken to acquire lands within your jurisdiction Yes No designated in your General Plan for regional parks? -- Documentation; Comments: 3. Are actions being taken to encourage the preservation of agricultural Yes No uses? -- Documentation: Comments: SOLID WASTE MANAGEME" Cities and County 1. Has a Source Reduction and Recycling Element been adopted Yes Nc pursuant to AB 939 as a part of the county's Integrated Waste Management Plan? -- 15 a 0 Documentation: Comments: 2. Has the Siting Element for solid waste disposal facilities required by Yes No AB 939 been approved? (The Siting Element is required to be approved by the County of San Diego and a majority of the cities by the beginning of 1994.) Documentation: Comments: HAZARDOUS WASTE MANAGEMENT Cities and County 1. Has the San Diego County Hazardous Waste Management Plan or an Yes No equivalent,been adopted as required by state law? -- Documentation: Comments,: 16 e e 2. Have facility siting criteria that are consistent with the San Diego Yes No 1 County Hazardous Waste Management Plan been adopted? --. Documentation: Comments : 3. Has a Conditional Use Permit, or other procedure been adopted for Yes No processing facility permits? -- Documentation: Comments: 4. Are the Southern California Hazardous Waste Management Plan and Yes No intergovernmental agreements and incentives programs being used in the evaluation of facility proposals? -- Documentation: Comments; 17 Q .i 5. Is your jurisdiction, with the assistance of the County of San Diego, Yes No working with the private sector to provide information, technical assistance and incentives to achieve the 30 percent waste minimization goal of the Plan? Documentation: Comments: HOUSING 1. Has the Housing Element of your General Plan been updated as Yes No required by State law? -- Documentation: Comments: 2. Has your Housing Element been found to be in substantial compliance Yes No by the State Department of Housing and Community Development? -- Documentation: Comments: 18 1 a 0 3. Does your Housing Element include the regional share objective from Yes No the Regional Housing Needs Statement which indicates the number of new units needed by July, 1996? -- Documentation: Comments: 4. Does your Housing Element contain policies to achieve the regional Yes No share objective? -- Documentation: Comments: 5. Does yourHoushg Element include the fair share objective from the Yes No Regional Housing Needs Statement which indicates how many new and existing lower income households should be assisted by July, 1996? Documentation: Comments: 19 a 0 e 6. Does your Housing Element contain policies to achieve the fair share Yes No objective? ' -- Documentation: \ Comments: 20 (I) 1) I APPENDIX A List of documents available at SANDAG as resources for the checklist: 1. Regional Trip Reduction Ordinance 2. Transportation Control Measures 3. Transit Levels of Service 4. Regional Transportation Plan 5. Congestion Management Program 6. 7. 8. 9. 10. 11. County Water Authority Ordinance 91-2 Draft of County Water Authority Water Conservation and Demand Management P County Water Authority’s Model Water Reclamation Ordinance State Department of Water Resources Model Xeriscape Ordinance Definition of Regionally Significant Open Space San Diego County Hazardous Waste Management Plan 12. Southern California Hazardous Waste Management Plan 13. Regional Housing Needs Statement 21 * m a July 1, 1991 MEMORANDUM To: File Subject: Changes to the Water Availability Quality of Life Standards and Objecti Made by the SANDAG Board At its May 24 meeting the SANDAG Board requested several changes to the Qua of Life Standards and Objectives. These included the changes listed below to the Recommended Actions to Achi Water Availability Standards and Objectives on pages 2 and 3 of the report: 1. Revise #1, d. to read: Development of local supplies such as reclamation and desalinization, 1 consideration of use of grey water; and Add at the end of #1 the following statement: The Water Resources Plan shall be reviewed bv the local apencies and SAND Board prior to incornoration into the Regional Growth Management Stratel 2. 3. Revise #9 to read: The CWA should enact a resource development offset program which wc require new development to pay a fee for the development of new resources otherwise to offset their contribution to the increase in water use in the regi 01" 7/2/7f & 'i' ca)yrJQc vy\ ISmJJ = 0 rrrow~~ !!I! Diego Association Of Governments e ‘BOARD OF DIRECTORS AGENDA REPORT No.: RB May 24, 1991 WATER AVAILABILITY QUALITY OF LIFE STANDARDS Introduction The purpose of this report is to propose more specific water availability standards and object the Draft Regional Growth Management Strategy. The Board considered revisions to the of Life Standards and Objectives for water availability on March 22, 1991, and directed provide more detailed standards in recognition of the drought the region is currently experi and our long-term dependence on imported water. Minor changes have been made to the Quality of Life Standards and Objectives contained report. To address the major issues discussed by the Board in March, the report descr recommended actions which will need to be taken by the local jurisdictions, water agencies, Water Authority, SANDAG and the residents, businesses, institutions, and agricultural usel region to meet the standards and objectives. Three major elements are addressed in the recommendations. These include more emphasis I range conservation measures and supply issues, and standards which relate to the current d The Regional Growth Management Technical Committee has reviewed the proposed stand objectives, and recommended actions and recommends their inclusion in the Draft Regional Management Strategy. It is my RECOMMENDATION that the Board approve the revised Quality of Life Standards and Objectives and Recor Actions for water availability for inclusion in the Draft Regional Growth hhmgement str Discussion The recommended standards and objectives, and recommended actions for water availabilit Dualitv of Life Standards and Objectives for Water Availability The availability of water depends on four components: supply, conservation, reclam: storage. Because of the drought and our dependence on imported water, we must be conct both the short-term and long-range aspects of water availability. Both are addressed in the standards and objectives. w W 1. A sufficient supply of water should be provided to serve the residents, businesses, institutions and agricultural uses in the region based on the implementation of the County Water Authority’s Five Year Conservation Program and Drought Response Program. Annual per capita increases in water use should be stabilized and, if possible, reduced. One hundred thousand acre feet of water per year should be reclaimed by 2010. Interim 2. 3. reclamation objectives in five year increments follow: 30,000 acre feet by 1995,50,000 acre feet by 2000, and 75,000 acre feet by 2010, 4. The County Water Authority recommends that its member agencies be able to operate without water service from the CWA’s aqueducts for up to ten consecutive days in the event of an emergency. The CWA is also in the process of setting long-term emergency storage goals which, when adopted, will be added to the Strategy. Where groundwater is the source of water, sufficient availability should be assured before additional development is approved. Groundwater supplies should not be overdrafted. 5. Recommended Actions to Achieve Water Availability Standards and Objectives To achieve the water availability standards and objectives, the following actions will need to be taken by the County Water Authority, its member agencies, and users, such as residents, businesses, institutions, and agriculture. 1. The County Water Authority should adopt a Water Resources Plan to provide a safe and reliable water supply for the region. Components of the plan should include: a. b. The construction of delivery, treatment and storage facilities; Management of demand through conservation retrofits, design standards and other measures contained in the Conservation and Demand Management element; Ensuring the region’s supply from the Metropolitan Water District (MWD) by addressing San Diego’s rights to water from the State Water h-oject and the Colorado River Aqueduct; Development of local supplies such as reclamation and desalinization; and c. d. e. Reviewing state and federal policies such as the Safe Drinking Water Act, State Water Project and Central Valley Project as they relate to the region’s water supply. 2. SANDAG should pursue a legislative program which foIlows and takes positions on bills consistent with the Quality of Life Standards and Objectives and recommended actions for water availability. 2 m e - 3. Local jurisdictions should adopt water conservation ordinances including: a. Xeriscape ordinances for all new construction except single family residential privately installed and maintained landscaping, and agricultural uses. These shoi adopted by 1993, and comply with the model ordinance being prepared 1 Department of Water Resourm, b. The addition of plumbing requirements, e.g., requiring the insulation of hot watei in unheated spaces, installation of ultra-low flush toilets, etc., for new constructic remodelling projects. 4. Member agencies of the CWA should implement systems to compile water use informal customer class to help track the effectiveness of conservation measures. The CWA, its member agencies and the local jurisdictions should implement the 5. - conservation and demand management programs and projects contained in the Water Re! Plan (once it is adopted). The actions of residents, businesses, institutions, and agric users will also be important in managing our demand for water. To address the current drought, and any future droughts the region may be affected by, Water Authority Member agencies, residential, business, institutional, and agricultur should follow the drought response actions established by the CWA (see Attach Ordinance 91-2 now in effect). Member agencies, cities and the County should adopt a water reclamation ordinance b the model ordinance approved by the San Diego County Water Authority. In addition to the storage facilities included in the Water Resources Plan, member s should pursue interagency connections and agreements to share water for sh emergencies. The CWA should enact a resource development offset program which would reqr development to pay a fee for the development of new resources to offset their contrit the increase in water use in the region. For development dependent on groundwater, policies or ordinances should be adopti ensure that groundwater supplies will not be overdraw. 6. 7. 8. 9. 10. KENNETH E. SULZER Executive Director Attachment 3 a e a - b San Diego County Wafer Authority 3211 Flhh Agenue Son Diego, Colifornlo 92103-5718 (619) 297-3218 FAX 297-0511 April 12, 1991 Q TO: Presiding Officers of Member Agencies RE: Ordinance 91-2, Rescinding Ordinance 91-1, and Establ Rules for Allocating Water Supplies to Member Agencii The Board of Directors of * the San Diego County Authority, on Thursday, April 11, 1991, unanimously a Ordinance 91-2. A duly certified copy is enclosed. Each agency should take immediate steps to comply with its provi 1. Monthly allocations to each member agency according to Incremental Interruption and Conservation Program (IIC other adjustments and recommendations for adopti Conservation Programs. Section 11, A & B. 2. Surcharges and Incentives regarding monthly allocz Section 111. 3. Delivery Reductions and adoption of restrictions for f to conform with monthly allocations. Section IV, B & 4. Appeals from decisions of the General Manager. Sectic This action has been taken, in view of the current supply conditions, to make as uniform as practical through Authority’s service area, water conservation measures. The Authority will continue to monitor water supply conditions to determine whether adjustments may become neces provide adequate storage suppliesto ameliorate a sixth cons drought year. The Authority knows that success of this program deF the Cooperation and understanding of the public and implema efforts by member agencies. Please give us your cc suggestions, and questions. /-7& Pkf- Mike Madigan Chairman, Board of Dirl San Diego County Water A KM:PDE: kvb MEMBER AGENCIES MUNICIHL W CITIES IRRKi*nON OlflRlCTS COUNTY WATER DfSTRlCT * 6ue-o Coioroao . ior!,ood . vcllrc 10% * 0-1 Mor - Exonalao * No‘ ~noi C ”, Ocror%,ae - Doro~ * b 3q0 rniww . hnw h bum bar PUBLIC unim DISTRICT . Oi,nn”o,n * Fmllbroan * Pod,. a,, WATER DISfRlCTS w w ORDINANCE NO. 91-2 ORDINANCE OF THE SAN DIEGO COUNTY WATER AUTHORITY ( "AUTHORITY") RESCINDING ORDINANCE 91-1 AND ESTABLISHING SO THAT AVAILABLE WATER SUPPLIES ARE RULES, REGULATIONS, AND RESTRICTIONS ALLOCATED AMONG MEMBER AGENCIES FOR THE GREATEST PUBLIC INTEREST AND BENEFIT WHEREAS, since adoption of Ordinance 91-1 on March 14, 1991, unforeseen weather conditions have resulted in an increase in available water supplies; and precipitation for this water year to date is still only about 50 percent of average; and California (MWD) has implemented a Stage V pursuant to their Incremental Interruption and Conservation Plan (IICP), which equates to a 30 percent reduction in deliveries of imported supplies to the Authority from MWD; and for the Authority has been reduced by recent weather conditions and the actions taken as above described; and WHEREAS, the Governor declared that our cumulative statewide WHEREAS, the Metropolitan Water District of Southern WHEREAS, a drought condition still prevails but its severity WHEREAS, it is no longer considered necessary for the WHEREAS, it is considered necessary that existing water Authority to impose regionwide prohibitions and restrictions; and supplies be husbanded and future available imported supplies be allocated among the Authority's member agencies for the greatest public interest and benefit as provided by Section 5(11) of the County Water Authority Act; and WHEREAS, allocations to member agencies of the supplies to become available to the Authority must be limited so that sufficient.carry-over storage will be available for a sixth year of drought; and WHEREAS, the Authority has determined that, based upon currently existing circumstances, it is necessary that each member agency reduce its total monthly water Use 20% below its monthly adjusted base-year (1989-90) use; and water shortage emergency condition pursuant to Water Code, Section 350 et.seq. no longer exist; WHEREAS, the conditions which warranted declaration of a 1 - @ 0 c I NOW, THEREFORE, the Board of Directors of the San Diego County Water Authority ("Authority") hereby Determines, Decl Resolves, and Orders, as follows: SECTION I. RECITATIONS ARE FINDINGS - ORDINANCE 91-1 RESCT The above recitations are findings which are true and correct. Ordinance 91-1 adopted March 14, 1991 is hereby rescinded. SECTION 11. MONTHLY' ALLOCATIONS TO MPIBER AGENCIES. A. Amounts. KWD's Incremental Interruption and Conservation PI (IICP) was adopted on December 11, 1990 as the means o allocating water to its member agencies during drought conditions. The IICP establishes monthly targets for of MWD's member agencies based on water taken from MWD the same month of the 1989-90 base year. Adjustments be made to reflect growth, changes in local supplies, significant conservation programs. The Authority, by Resolution 90-59, adopted a pro and method by which MWD's IICP target to the Authority established as monthly allocations for each of the Authority's member agencies. All provisions for adjus which apply to the Authority shall apply to Member Agc allocations as provided by Resolution 90-59. The GE Manager shall notify each member agency of its month11 allocation, the basis for its calculation, when chang6 MWD'S IICP conservation level are proposed and acted I and provide status reports during the month and a for1 accounting to each member agency as part of the reguli billing process. B. Conservation Proarams. with the monthly allocations, the Authority recommend each member agency implement programs substantially equivalent to those set forth in the Response Stage A (currently Stage XV) of the Drought Response Plan ado February 14, 1991 which is attached as Exhibit A here C. Adiustments and Modifications to Monthlv A llocat The General Manager shall make such adjustments In order to achieve the reductions necessary to modifications in the monthly allocations (on a daily, weekly, or other basis if appropriate) as may be nece and appropriate to pass through to member agencies ar increases or decreases in deliveries received by the Authority from MWD or any other water supply changesl 2 W rn SECTION 111. SURCHARGES AND INCENTIVES FOR MONTHLY WATER ALLOCATIONS. A. Amounts. Commencing February 1, 1991, each member agency which has a total monthly water use below an amount calculated by dividing its monthly allocation from the Authority by its monthly adjusted base-year (1989-1990) delivery multiplied by its total adjusted base-year monthly use shall receive an incentive credit of one half WDts untreated, non- interruptible rate rounded to the nearest dollar (currently $99) for each acre foot under its allocation. The intent of this method of calculation is that no incentive shall be provided where the deliveries have been reduced by the use delivered more Water than its monthly allocation shall be surcharged twice the MWD untreated, non-interruptible rate (currently $394) for each acre foot over its allocation. B. Cumulation - Reconciliatisq. of Storage in lieu of conservation, Each member agency Surcharges and credit incentives shall be calculated monthly and debited or credited to the member agency's regular monthly statement. As of September 30, 1991, each member agency's account for surcharges and credit incentives as provided in this section shall be cumulated on a per acre foot basis. accordingly. That is, if a member agency is delivered 1,000 acre feet in excess for one month and reduces deliveries for another month 1,000 acre feet below the monthly allocation as may have been adjusted, then the financial impact on such member agency will be zero. C. Modification of Surcharaes and Inc entives. If MWD modifies the amount or condition of the surcharge and incentive payments in its IICP, the General Manager shall notify the member agencies and pass through all changes. modified changes immediately upon their imposition upon the Authority, and no further action of the Board of Directors shall be required. The net financial impact shall be adjusted The General Manager shall implement such SECTION IV. pELI VERY REST RICTI ONS . A. Notice S. manner, notify each member agency about the differences between monthly allocations and actual deliveries. differences indicate that a member agency is unlikely to be able to meet its monthly allocations, a warning notice shall be given. The General Manager shall, in a timely and appropriate If the 3 - Q 0 t i B. Reductions. L Any member agency which is more than 5% over its monthly allotment on May 15, 1991, shall be given notic the General Manager. The notice shall specify the amou the overage, offer specific assistance in developing ar action plan, and advise of the specific consequences 01 failure to reduce demands. Deliveries by the Authorit! be monitored on a daily basis. opportunity to be heard, member agencies which have no4 reduced deliveries to within 5% of monthly allocations have their daily deliveries reduced by the General Mani in a manner estimated to result in attainment of month allocations. C. Adoption of Restrictions - Surcharue. reductions in the manner set forth in Section IV (B) s be required to adopt within 30 days restrictions as se forth in Exhibit B hereto. Failure by a member agency adopt such restrictions will result in a surcharge commencing on the, date such restrictions are herein rE to be adopted. The surcharge shall be $200 for each E foot of water delivered by SDCWA to the member agency such water use restrictions are adopted. D. Adiustments. The General Manager may make adjustments in deli\ to a member agency because of special circumstances OT protect the ability of the member agency to meet its 1 for domestic use, sanitation, and fire protection. A consideration will be given to pertinent matters desi( avoid discrimination between consumers using water fo same purpose and to promote uniformity in the benefic uses made of water within the boundaries of the San D County Water Authority. Beginning June 1, 1991, following notice and an Each member agency which fails to accomplish the SECTION V. CALIFORNIA ENVIRONMENTAL QUALITY ACT ( CECA). The General Manager shall cause to be filed a notice exemption for CECA for the actions taken by this Ordinance accord with Section 21152(b) of the Public Resources Code, Title 14, California Cede of RegUlati6nS 15062. 4 e rn SECTION VI. APPEALS. A. ADDeals Board. There is hereby created an Appeals Board consisting of five members, to wit: Directors Anderson, Brannon, Krauel, Mason, and Omsted. The following five directors shall serve as alternate members, to wit: Directors Hollingsworth, Parker, F. Thompson, Tinker, and Turner. There is delegated to the Appeals Board the full authority of the Board of Directors to consider and resolve all appeals lodged by member agencies with the Executive Secretary, B. Appeals bv Member Aaencies. Each member agency may file with the Executive Secretary a request to have the Appeals Board review any action taken by the General Manager hereunder. Representatives of the member agency may appear before the Appeals Board and present such testimony and documentation considered appropriate for a proper understanding and evaluation of the claims and basis for the appeal. presentation considered appropriate for the Appeals Board to fully comprehend all aspects relative to the decision which is the subject of the appeal. C. Procedure - Decisions. The General Manager shall arrange for such counter The Appeals Board shall meet as soon as practical but no later than five business days after a request is made by a member agency. a person to be the presiding member of the Appeals Board. No member of the Appeals Board shall participate in or act upon any appeal by the member agency he or she represents. The Appeals Board, with the advice of General Counsel, shall establish fair and reasonable procedures for hearing the appeal and reviewing determinations by the General Manager. case of any appeal which a member is disqualified or unable to attend. Consistent with circumstances relative to the nature of the appeal, the Appeals Board shall conduct the appeal and render its decision as expeditiously as practical. The decision shall be in writing briefly describing the pertinent circumstances for the appeal, and the basis for the decision. General Counsel may prepare a draft, pursuant to.oral instructions from the Appeals Board, but each member of the Appeals Board must either approve or dissent in writing. Appeals Board shall be the final decision on the subject of the appeal. The Chairman of the Board shall designate The Chairman shall appoint alternates to serve in the The decision of a majority of the 5 e 0 7 . SECTION VII. RESERVED DISCRETION. b The Board of Directors hereby reserves its legislati discretion to modify any of the provisions hereof as chan circumstances may warrant. decrease restrictions or water allocations will be made a deemed necessary and appropriate. The General Manager sh keep the Board advised about matters pertinent to drought conditions, MWD deliveries, Authority deliveries to membe agencies, appeals, and the nature and extent of other emergency conditions. Modifications to increase or SECTION VIII. SUPERSEDURE. If any provisions of this Ordinance are inconsistent with previous actions of the Board pertaining to plans tc respond to drought conditions, the provisions hereof shal supersede such inconsistent provisions. SECTION IX. SUNSET PROVISION. This Ordinance, unless sooner terminated by the Boai shall terminate December 31, 1991, unless prior to said c the Board acts to extend it. SECTION X, LEGAL BAS1 S FOR ACTIONS, The foregoing rules, regulations, and restrictions I taken pursuant to Article X, Section 2 of the California Constitution and the legislative powers delegated to the Authority by Section 5(11) of the County Water Authority (West's Water Code, Appendix, Section 45). PASSED, APPROVED, AND ADOPTED, this 11th day of April, 1991. ,#7 9 /-LL, A Michael D. Madigan,/Chaim Board of Directors 6 W m I, Janet R. Maltman, Executive Secretary of the Board of Directors of the San Diego County Water Authority, do hereby certify that the above and foregoing is a full, true and correct copy of said ordinance of said Board and that the same has not been amended or repealed. r - -.e i. < ’, - / @’ ’ //A. // - ‘ // : I Executive Secretary Board of Directors San Diego County Water Authority jrm 7 e 0 'r i C AUTHORITY DROUGHT RESPONSE PLAN RESPONSE STAGE ACTIONS EXHIBIT A OD 2 il 0 &J - II k 00 0 accum LO 08 OU 8 UO a 4 bdUU4J e* I h U #IOU :: eo I mraoom a-tm 't LI 2 r ;& ;,s: ~ t$j< tl oP*:e$ 'ii :z K!:: g22 :;: c::::m'$';:z 0' uo z accu. - I YO Y .r( L-ACIUY O P a 01 '02% %, bm 01 00 f Q m+OOPOcc8O WA9 P L, mw~~ouuuoowoaurou a s bd n.r( L a 8 1-0 a Ip I 8 O+U 0 t t b-4 aaa or o cc3 LO ua o $ Ob u. s m wu. * 0 mu oa 04.w urn mw u~4aaadw m8 01 aa+b I L)O PO 0-40 ! a et0 a oau ercr &-Ad ha4 I) (I uuuu o a a ad h ow- L 0 ma n a md 0 P b h b0-1 Q8 mmoottsP&m~~aowma Ybl & LO 1.0 ou U 4JW 0 CLf 8P* We ma a ra u. uu da z J aga8m dtxza wrw 0aueuuue .aaaa&aa rn io ta h t f !"$!!! tbtaamesd ea ad a ma s se 3 0-1 a o bmb~poboaa~ pD mma mb aoo uwu 4 ~i~t~ucduwdau mu4 0s 0 mad &-A a a 0 0 ad 0 0 & e 014 .. *h *a a 0-H 8.b 0 da om 80 il *4, rn anmu IwQ.0 .w 1 .wa,Ok mnau mu L, o UP OYY mra au -rl .u asadea bb-i mn UPU L, o oarc * P-rl uamarc $US qpa 0 kP um a L e=e eo4 8W I MU ad Earam go arlu .OP 40km s muaum sa u . m ba 0 $98 f: 04 BU 04 d Lt.rl-4 Q a 0 04 td 8 -* n4.M 3 :: a W w a 8 4. rn U* sue eel 000 Id 0 Od ZU. Y m a uozO 8: - a tt u e bv LS* a u e e Sodm 00 41 ;& o* s a ;E: 8-1 ~t au oo ~1o 00 uw e, b u e bg bu 8 u 0 e sod e eo IL a uooao 00 ig zg E ii; ,111 Q e WATER USE RESTRICTIONS (Section IV (C)) 1. Irriuation of Landscape. Irrigation of landscape is permitted no more than twice r weekly. 2. Irriaation Waterina Hours. except when using a micro-irrigation system/equipment, or fc agricultural production, or when using reclaimed water, greywater, or private well water. Anyone using such alterni water sources shall post signs along public rights-of-way noticing the type of usage. NO outdoor irrigation shall occur between 9 a.m. and 4 3. Hosina or SDravina of Paved or Hard Surfaces. Hosing paved or hard surfaces including but not limitec sidewalks, driveways, patios, Streets, and parking areas is prohibited except for compelling public health and safety reasons. Allowed hosing activities shall be done only with hose equipped with a positive shutoff nozzle. 4. Runoff and ReDairina of Leaks. All runoff except natural runoff from property is prohibited. Leaks to irrigation and plumbing systems shall immediately repaired. 5. Restaurants . Restaurants shall serve water only upon request. 6. Landscape Renovation. when xeriscape principles are applied. Renovation of existing landscape shll be prohibited e: It is anticipated that this Exhibit will be modified by the Authority at its next regular meeting. EXHIBIT B