Planning Commission - Regular Meeting

Okay.

Welcome to the regular meeting of the Planning Commission for the date of 9-10-2026. The time is 6.03 p.m. The meeting is now called to order. We have a roll call and establish the quorum.

Vice Chair Woodson, Commissioner Barron, Commissioner Rana, Chair St. John, Commissioner Simmons. You have quorum.

Thank you. A moment of silence in the Pledge of Allegiance. I pledge allegiance to the flag the United States of America and to the Republic for which it stands, one nation under God, indivisible, with liberty and justice for all. Thank you. Okay. Do we have any special announcements and communications from the floor?

Not at this time.

Okay. Ex parte communications for quasi-judicial matters from the commissioners. The consent agenda approval of the minutes from August 13th, 2026. We have a copy in our package. Are there any corrections or additions to the minutes as published? Okay, can I have a motion or Commissioner Rana proposed the motion? I second.

Good. Commissioner Simmons.

Yay.

Chair St. John.

Yes.

Commissioner Rana. Yes. Commissioner Barron.

Yes.

Vice Chair Woodson. Yes. Motion passes.

Thank you. Okay, moving on, we have special presentations this evening. I think all of them will be from PG&E, is that correct?

No, so in June, I believe, or May, we gave a presentation to Planning Commission about some different housing element energy programs and policies, and the commission asked us to go back and see what currently is going on in terms of sustainability within the city. So we have presentations from PG&E and 3CE tonight. So they'll be giving those. But Hadi will be kicking us off at first. So we're really fortunate Hadi was able to organize this with Tim.

Hadi, you have the floor.

Good evening. Good evening Chair St. John and members of the Planning Commission. This is Hadi, Urban Planner and Designer. I'm interning with Community Development Department Planning Division and I'm pleased to present to you this evening information regarding energy efficiency as follow-up to information presented to the Planning Commission related to housing implementation originally discussed at the Planning Commission meeting on May 28th of this year. Next slide, please. On May 28th, staff presented to the Planning Commission recommended action for formulation of citywide energy efficiency strategy. At the May 28 public hearing, the Commission provided recommendations, and thereafter the City Council approved the City's energy efficiency strategy. As part of the adopted energy efficiency strategy, the City...

Sorry, we accidentally queued up the wrong presentation. We'll get that right now. Apologies. We can't control that.

So we can go to the second slide. Is this the second one? OK. On May 28, staff presented to the Planning Commission recommended actions for formulation of a citywide energy efficiency strategy. At the May 28 public hearing, The Commission provided recommendations and thereafter the City Council approved the City's energy efficiency strategy. As part of the adopted energy efficiency strategy, the City will provide information to Marina residents regarding programs available to them which assist with reducing housing costs through promotion of energy efficiency. Due to the Planning Commission's significant interest in the topic of energy efficiency, As made evident at the May 20th hearing, staff had committed to returning to the Commission with further information related to the topic of energy efficiency. This evening, staff have invited representatives from Pacific Gas and Electric Company, which provides electricity and gas services to Marina, as well as from the city's community choice aggregator, Central Coast Community Energy, or 3CE, which services clean and renewable electricity for homes and businesses to communities across the Central Coast, including the city of Marina. Next slide, please. As a reminder, energy efficiency is broadly defined as the ratio of usable energy production to energy input. Currently, the city uses a variety of approach to encourage energy efficiency in existing and rehabilitated structures by encouraging the use of renewable energy technologies. low power use appliances, and weatherization and insulation. In new development, the city promotes approach that capitalize on passive heating and cooling strategies, among others. Next slide, please. Promoting energy efficiency in the context of existing residential use focuses on the minimization of energy consumption for tenants and homeowners, enabling people to stay in their homes. Promoting energy efficiency in the context of new construction also advances housing element goals by prolonging the life of the structures, therefore reducing cost over time. Next slide, please. Next, we will receive presentations from several guest speakers. We will begin with a presentation from Jimmy of PG&E, PG&E's energy saving assistant program, followed by a presentation from Louis Yu of PG&E residential energy efficiency program. Finally, we will hear from Paige Callahan, programs analyst from 3CE. At this point, I would like to turn the presentation over to Jimmy Thank you.

Hi, this is Jimmy Yeh from PG&E. Can you all hear me okay? Yes, we have you. Excellent. I'm only seeing on my screen my name. I don't see the presentation up yet, so I'll wait until that gets pulled. Great. I have my camera on, but I don't know how that is sort of operating on the Zoom. So I don't think you guys can see me. Is that right?

Jimmy, can you see the presentation on your screen at this time?

Yes, I can see the presentation. Thank you. And as I was saying, I have my camera on, but I don't think the Zoom is able to allow you guys to see me. So just be my voice. And hopefully you guys can hear me currently.

We can hear you fine. Excellent.

Sorry, we'll work on the video, Jimmy. We'll try to get that working.

Good evening. So from PG&E, we have two presentations from two different organizations team. But we synergize with each other. The first is from the Income Qualified Program, which is where Energy Savings Assistance is sitting at. And I'll hand it off to Louise in the Energy Efficiency Programs organization. And she'll talk about her program with you guys. So you can fast forward to the next slide. Energy saving assistance is what we call ESA. It is a program that is designed to meet the requirement of California public utilities code.

Jimmy, go ahead and speak up. We can barely hear you.

How about this? Can you guys hear me okay?

A little bit better, but if you can speak a little bit more directly into your microphone.

Okay. Let's see if this works. How about testing testing?

A little bit better. Keep going.

Keep going. Okay. All right. We'll do our best. Okay. So ESA is a program that's designed to meet the requirement for CPUC directives. And this is a program that provides income qualified customers with low to no cost energy education, energy efficiency weatherization, home weatherization, conservation measures, and energy efficient appliances. All of this is to reduce the hardship on the customers' gas and electric usage and billing. So what I have listed off are sort of the services that customers can receive. energy education and home assessments. That's like when the customer is talking with our energy specialist. We offer, based on what the qualifications are, we offer insulation, weatherization, which is enclosure, and then some lighting. Some of the safety testing that we also conduct, based off of that, we determine if the customer require repair or replacement of their appliances on the gas. And by enrolling to ESA, Because we share the same income qualification guidelines, the customers will automatically enroll into one of our energy billing discount programs. And you guys might have heard of them as CARE or ESA. In CARE, you get electric and gas discounts. And FARA is on electric only. And it's based on the income qualification level. So that's a very high level. So the next slide shows you a bit more detail of our measures. These are our conservation measures that customers can and could receive i would say could and we're not promising that the customer can receive all of them but it's all based on the home assessments so as i have mentioned the weatherization which deals with enclosures are in gap which is our gas appliance testings based off of that the customer can receive the hvac the domestic hot water appliances uh repair and or replace And we definitely want to make sure that the customer gets the energy education that is really so important to help with energy efficiency savings at home. It's quite a lot, and we're in the process of reviewing, just making sure that they're up to date and that we can carry them through to the next program cycle. The next slide, please. How do customers qualify or eligible for ESA? Very simple. As long as you're with PG&E, you have gas and electric, you are living in any sort of the housing types, specifically single-family apartments or mobile homes. You want to make sure that the customer is living in a property that is built and it's older than five years old. Either owner or renter do qualify. For owners, it's really pretty much, well, actually for owners and renters both, there's no cost. If the premise is where the renter is living at, then the owners will need to pay some sort of copay on refrigerator and clothes washers. or also some repair and replace measures because renters are not owning the appliances and the measures that they're living at. They're really simply just renting. So that's why owners are, we require the owner to do the copay. And there's two ways that the customers can also be eligible. One is on the left side is income guidelines that you fall under. based on the total household income, and that is shared with CARE and FARA, or if customer can prove that they participate in one of the public assistance programs here. Can you hear me okay now? I just want to do a sound check.

We're great. You're doing a perfect job. Thank you.

All right. So it's very easy to be eligible and qualifying. And the next slide is talking about our customer journey. Yes, it looks very busy, but I simply just want to point out that we have sort of the

Jimmy, are you still there?

Jimmy, we lost you. We lost the audio.

Jimmy, are you still there? Okay. Chair, if you're okay with it, Louise is also here from PG&E, so maybe if she wants... Louise, are you there?

I am. Can you hear me?

Yes, we can hear you very well. Do you have a separate presentation, or is it inside this present?

I do have a separate presentation, which I had emailed. Okay.

We have that, Louise. We'll queue it up right now.

Sure. The home... I'm Intel. Yes. Sounds good. All right. One second. I'm Intel. There we go. Thank you. There you have the floor now.

Great. Well, thank you all for the opportunity to speak about the Home Intel program. My name is Louise Yu. I am a program manager with PG&E, specifically under the Residential Energy Efficiency Group. And I'm here to present the Home Intel program, which I manage. Next slide, please. So as a quick program overview, Home Intel is a free energy savings program for PG&E residential customers. We currently have about 30,000 customers enrolled within PG&E service territory. The program is implemented by our third party vendor called Home Energy Analytics. Some of the program features is that we offer an online home energy analysis of a customer's home. We also offer a personal energy coach that a customer can speak with regarding their home energy analysis. It's primarily in English, but we also have it available in Spanish. And we also have a Spanish speaking coach on staff for any customers who wish to, who are Spanish speaking, who wish to speak to our Spanish speaking coach. As part of features, we also offer monthly email reports tracking a customer's change in their energy usage. So one of the, oh, can you go to the previous slide, please? As mentioned before, we do have energy coaches available to customers. What the energy coach does is that they conduct a detailed analysis of a household's energy usage patterns using the previous 12 months of data. And the energy coach is able to identify, you know, energy drainers in the home and suggest upgrades and offer simple no-cost and low-cost changes to help customers reduce their energy use and lower bills. So some small adjustments that would be no-cost to a customer would be, you know, adjusting your thermostat settings or lowering your water heater temperature to 120 degrees or, you running your large appliances during off-peak hours. So just no cost changes like this can really add up to meaningful savings on a monthly basis. Next slide, please. So in terms of eligibility, the customer must be a PG&E residential customer, and they must have an electric smart meter. And that is so that we can analyze the customer's previous 12 months of energy usage data. And the customer must not have participated in the following programs in the last 12 months. That includes the Energy is Savings at Distance program, the Smart Thermostat rebate, or one of PG&E's EV rebate programs. In terms of customer benefits, this is a free program, and it's an online home energy analysis. The analysis is done online only. There won't be any home visits to the premise. I know we often get questions from customers like, can you come to my home? I'd love you to have a contractor come to my home and do an analysis, but we don't offer this. This is strictly online. The energy coach will walk customers through their home energy analysis and offer recommendations to reduce their energy usage. And again, the customer receives monthly email reports on their energy savings progress.

Next slide.

So how does the customer sign up and what does the customer journey look like? So what the customer needs to do is they first need to go on to the program's landing page, and that is join.hea.com. From there, the customer provides their name, email, and zip code. And then they're directed to PG&E's Share My Data website, where they authorize the sharing of their previous 12 months of energy usage to HEA, our program implementer, so that HEA can run the energy analysis for their home. After that's done, the customer can then go into their home Intel account and start their home energy analysis. It's a series of questions where We can get a profile of the home itself. It takes about 30 minutes, depending on how much stuff you have in your house. If you have solar, then that would take probably 10 or 15 minutes to input the information regarding your solar. But in general, we find that customers spend about 30 minutes completing their home energy profile. After that's done, the home energy analysis and recommendations are sent to a customer. And excuse me, I'm sorry. The energy coach reaches out to high energy users within 72 hours. So the energy coach will proactively reach out to high energy users, but energy coaching is open to any customer if they request it.

Next slide, please.

So some frequently asked questions that we receive for the program. This is a free program open to all PG&E residential customers if they are eligible. There are no onsite visits. This is all done virtually, but then Energy Coach is available via video call, Zoom call, phone call, email, text. And why does Home Intel need my data? Home Intel needs the customer data to generate a detailed energy profile of your home. The program software uses the customer's data and home energy profile to make recommendations for simple, low-cost steps to save energy and money. And how effective is this program? So based on the data, we see that enrolled customers can save an average of $200 a year on their energy bills by making these recommended changes. Some save more, some save less, but we see that the average is about $200 a year for an enrolled customer. Next slide, please. Again, my name is Louise Yu. I am the Home and Self Program Manager. If anyone has any questions, I'm happy to answer them. You can reach me at the email listed here. And below is also the landing page for customers to sign up for the Home and Self Program. Thank you.

Thank you, Louise. That was very informative.

Thank you.

So Chair St. John, just so that it's up to the commission, but it might be advantageous to, if you have PG&E questions, ask them now and then so then they can leave the meeting. They don't have to stay for their whole meeting, but that's up to the commission.

Yeah. So commissioners, open the floor to commissioners for comments or questions. Vice Chair Woodson. I'll beat you to it, Mike.

Thanks for the presentation. And when he gets back on the ESA side, if he does, I appreciate that too. I mean, I've seen it before and I have some questions about follow-up offline about that since he's not, doesn't sound like he's- Oh, I think Jimmy, sorry to interrupt.

Jimmy has his hand raised. I think he's back.

Yes. Hi. I just want to see if you guys can hear me okay this time. Yes. Absolutely.

Yeah.

Excellent. We let him finish technical difficulty happens all the time.

Yeah, to me. Yes. Are you? Are you prepared to finish to your presentation?

Yes, let's do let's do that.

Okay, if we can find the page.

We're on the we're on the crosswalk of life cycle.

Oh, yes. Well, hey, it's like slide five. Go back. There we go. Yeah. I think this is where you lost me. okay all right i'll continue um so yes this is the customer journey it's very clunky but uh we want to i just want to point out that pg e we are the administrators of the program we manage an implementer which used to be a regional implementer but resource innovation now is our main implementer what they do is they manage the local subcontractors and local subcontractors are the technicians that goes to the customer's home What customers are going to be kind of journeying along is the blue arrow. So we will typically get the marketing leads or referrals from our partners in other energy efficiency programs or LIHEAP. And what customers, what they will do is that the qualification, enrollment, education are all conducted in person. So it's about, I would say, an hour where the energy specialist will verify the customer's income, will conduct the home assessment, and educate the customers on energy efficiency measures. From there, what we like to do is, depending on the local subcontractors, they typically are able to start weatherizing the homes there. But based on what the customer's home assessment looks like, they may need to schedule a separate appointment to come back to finish up, for example, doors or windows replacements, because those just take a little bit of watering and inventory. And if there are some sort of gas appliances, they will conduct also the safety testing. Some of the projects, we call them projects. What we will do is that PG&E's team called CIP, which is Central Inspection Program, will usually come after. And it's not the same day. It's really just sort of we'll schedule it. And what they do is they will just make sure that all these measures that the customers received and what the um local contractors performed are in standard and in quality are in safety so there's several home visits that the customers will be interacting with. So that's why I want to just point out that this really is the local subcontractors. There are ground boots on the ground. They're there to interact with the customer, provide energy, education, provide home assessments into all the weatherization measures installed.

Next slide, please.

So This is one of the major questions that we receive from the customers based on the previous slides of who's going to be at their home. So I just want to point out, again, these are like the three major groups. We have approved local subcontractors. They are there to assist the customers in all the home weatherization measures, install, even they do the installations of the larger appliances like refrigerators and also do remove the old one. We have our program implementers. They usually are the field staff that sometimes do attend along with the local subcontractors to ensure that the job is done correctly. And again, PG&E, our CIP team or our GSR team usually will come to do some inspection and making sure that there's QA and QC involved. And on our website, there is this program implementers and contractor list that we provide to the customers in public-facing portals so that the customer can verify these are the local contractors that are approved are working for issa and their customer service phone numbers they can reach out to next slide so how do you get to issa simply you go on to pg e dot com you backslash you can put energy savings or you can put issa And our landing page is where in the center with the yellow boxes. That's where the customer can simply just submit their application of interest. And then we receive the lead and our implementers and contractor will be reaching out to the customer. And I want to point out that on our website, there's also a video of a customer journey of what I described, but obviously, you know, more animated and more user-friendly so that I encourage the customers always to go to the website to look at it. And there's my contact in case you guys want to reach out where any customer can reach out. And that closed my presentation. Thank you, Jimmy.

Yeah, I'm glad we got you back. It was very informative, and if you can stick around for a few moments, there might be some questions heading your way. Just a minute.

I have a couple questions, and I like both programs. I've been familiar with them for a while, but some of this is organizationally. I'm kind of Are the programs actually executed at the PG&E corporate level or are they divided down into the regional service centers and then or down further into the Central Coast region? Because we fall under Central Coast region of South Bay and Central Coast. And our issues that we have down here could be arguably a little bit different than what you brought up on North Coast or Central Valley. Yes.

Go ahead, Jimmy.

Yeah, for ESA, we used to... So again, PGE, we administer implementers. So in the past, we had regional implementers. So Central Coast would fall under a company resource innovations. They have... And we have also another implementer who does other regions as well. But in the recent, there's a merger. So now we only have one implementers. So that implementer is resources innovations. They manage all of the regions and all of the counties. And they have local subcontractor within each of those counties to work with. And they are, again, you know, the local contractors know the community very well. So they know the problems that they face and the communities to reach out to.

And the same thing on the Home Intel program?

Right. So for Home Intel, we don't have any contractors, no installers. So this is run at the corporate level. So HTA, Home Energy Analytics, the implementer for Home Intel, services the entire PG&E territory.

I appreciate that. This is my first question, and I've got a couple other ones. Let me go through mine. I want to make sure. And that's, for me, one of the questions that I have about the overall program, and this is what I've seen, is that it's, and maybe there's just nothing we can do about it, is I think this is a combination somewhat to staff and somewhat to PG&E, which is that a challenge that I've seen in the program execution over the last 14 years or so. And my experience directly was up on North Coast when I was in the back country. I worked transmission. And I would come across customers who were involved in the programs. And granted, some of it's a little bit dated. But it was the idea that... You present an overall program from PG&E's perspective, but then when we get down into the individual city level and community level, how do we end up linking to these programs so that our population and our residents in the city, especially our ones who are on fixed incomes and have needs, are actually getting not just from PG&E, but a centralized kind of clearinghouse for us across all the different utility programs. Because different, I think all the utility programs in one way or another have similar type programs that support what their products are. And having that central clearinghouse would be something that could be beneficial. So again, I don't think it's necessary to PG&E, but it's the staff here on our side. But my question to PG&E is, have you seen partnerships like that in other communities where you have your individual clientele that you come to, but then also have a closer relationship? More than just coming in and briefing like tonight, but create kind of a longer term partnership. Or is it just too many communities in the state and it's just a bridge too far?

No, I, yeah, no, it's, so for example, I think Central Valley, we, you know, our implementers and the contractors work with the local food bank. So they will promote energy saving assistance program there. We have CBOs, which are our community-based organizations, which is another program that my organization manages. These are many CBOs that help in outreach to the customers in the low-income space to promote these energy efficiency programs like ESA. For PG&E UIs, when we do our customer outreach and marketing, we look at census, we look at zip codes that are having 80% or more of these income low-income customers so we look at many different things then and then we also look at you know the propensities so therefore we advertise i would say advertise but you know we promote the program through online through emails and through mailings so there are partnerships and we're trying to find more and more and want to bridge the gap so that it's easier for the customers to be able to find these programs that will support their home needs.

Thanks, Jimmy. I appreciate that. I mean, because I think that that's, again, as housing costs go up and we have, and our and our community members run into more and more challenges on trying to balance the budgets from month to month, that programs such as these two programs, or three if you could, CEO, these are things that would be beneficial, but a lot of times the residents just don't know where they are. And I think that that's something from a city perspective that maybe that's something we can can look at because i don't think i've seen much on the city site on trying to bring these partnerships together um my last question and then i'll see the floor and keep quiet is are there have you run into kind of challenges or problems at community levels not necessarily marina but across the the territory of were there obvious signs of energy waste or like inefficient heating or insulation I mean, for us, I don't know if excessive moisture, even though we do get higher humidity than inland. we can kind of highlight as kind of areas to focus on within our community. I don't know if you have the metrics on the background of when you do the installs, or I'm assuming you do, because I'm assuming you're still using SAP, and everything went into that program when I was there. And as I search around sometimes, I was like, oh, look, my analyst and I would find something. I was like, wow, that's really interesting information. But the reason I get to that is being able to kind of cross-tap that and link it back to our communities and say, what are some of the things that are more prevalent, not necessarily to Marina, but to the Monterey Peninsula even, that are similar areas to the Monterey Peninsula that could allow us as a community to to, again, target some of our less informed residents to say, here's what we can do. I mean, I think that's one of the partnerships that I would like to see is taking some of that business intelligence that you all have a massive amount of and being able to help the city better manage and help its citizens.

Yeah, so we do have analytical teams who look at these measures, how much their energy savings per region, per city. So we could tap into resources on that. I can definitely look into it and talk to our colleagues on that side. I know we do have a few pilots that kind of focus on this as a heat pump water heater. um because the bay area and the yeah i would say the bay area is a little bit of a northern couple counties northern kind of those are like the area that like that's a major uh a major focus because that's we can get the most savings out of it so there's a little bit of a pilot going on there making an electrification um half so yes pge is is continuing to analyzing and continuing to trying to come up with pilots on folk on these areas where we could actually help the community in terms of reaping the energy savings and hopefully by doing that lowering customer spills and we are also looking you know based on that we can look at certain measures that's actually most beneficial to certain areas. So yes, we are looking at it. I don't have the specifics. I'm not an analytical analyst.

I'm surprised you can't just pull that up right off the tip of your tongue, right? Yeah. There is a lot of information. I think that's what I saw when I was there years ago. We were amazed at how much information was underlying in a system that was just being consolidated on a day-to-day basis. People just paying their bills and tracking usage. And there was a lot of a lot of great data that we didn't think to use initially. I mean, I was lucky. I had a phenomenal analyst that I worked with at the time, and she just found all sorts of things. I ran poll replacement across, and so that was a never-ending issue. Anyway, thank you so much. That's great. No problem. Of course. Thank you so much for your questions. I guess that would be, again, like I said to staff, I think it's more just an open item. Done. Thank you, Cher.

Thank you vice chair Woodson. Commissioners, any other, Commissioner Brenna, thank you. Please.

Thank you chair. Yeah, my question is that the eligibility for enrollment to the program is income-based. That is quite stringent. Are some of these services also available to other customers who are ineligible for the program?

So this particular program, ESA, is directed by CPUC focused on low-income customers. So our low-income customers we're looking at is a 250% federal poverty level. So that means the customers who are... qualify for ESA will always qualify for CARE or FERA, which are the energy discounted programs. So we, above that, anybody who kind of is not considered like within that income guidelines qualification, we would then probably you know refer to uh what we call rents they're like the regional network partners and i think many counties have them and many regions have them and this is where we're kind of in the process of like getting together with them trying to find some partnership that we can refer the customer who are not eligible for issa or even outside of our our eligible ease for issa but are they cannot qualify it couldn't qualify for some of those uh measures that ESAT provides that's out of ESAT scope, then we would work and partner with them and refer the customers to that particular regional network partners. But they do have different income qualifications as well. So this is where I definitely think they're very helpful to do that. So that's why we do have an effort in trying to partner with all of these regional networks. So that customer can, you know, to make the customer journey easier, right? Customer doesn't need to go to one program and then try to call another program and try to call another program. So.

Thank you.

Okay.

I don't see any other hands raised. So I think we can close out this topic.

Well, we still have the three CE folks here, but I offered to the chair and the commission that if you wanted to clear the docket of the PG&E questions, so that if they wanted to drop off, they can, but that's up to them.

I think we're clear. So PG&E, I want to thank you, Jimmy and Luis. And you can stay on and hear the rest of our meeting or drop off. It's up to you. Thank you.

Thank you all.

Thank you for the invite and the opportunity to present.

Take care.

Thanks.

everyone um thank you so much for having us here today my name is and i'm joined by my co-worker and our government affairs manager sophia And I'm here with Central Coast Community Energy today to give a presentation on some of the energy programs that we offer to help enable electrification in our service area. Next slide, please. Or I'm going to look at the PDFs. Yeah, we'll just scroll through this. Awesome. Okay, so a super brief overview on who 3CE is. We are a local public agency. that helps to source clean and renewable energy across five counties in California's Central Coast. So we are PG&E and SCE in certain cases down in the South partner in this, in the fact that we procure the power and we use their poles and wires to deliver it to homes and businesses all across the Central Coast. Next slide. So 3CE really prides itself on offering clean and renewable energy. The default service that many of you may be on, you may actually be 3CE customers, and you'd know if you take a look at your PGU energy bill, is 3C Choice. So this is a default service. It offers electricity generated with eligible renewables. However, we do offer for a small premium, 3C Prime, where you're guaranteed 100% renewable energy sourced right to your house at any time of the day. Next slide, please. So as I mentioned, 3CE serves five counties along California Central Coast. So Monterey County, which obviously Marina is a part of. And then we serve Santa Cruz, San Luis Obispo, San Benito, and Santa Barbara County. So overall, we have 30 cities in those five counties and all the unincorporated regions as well. And we actually serve over 1.2 million customers. So that number has grown since we started back in 2017. And we're super excited to be really the local energy president in California. this county and across the coast. Next slide, please. So one of the things that 3CE is really excited about is the way that we can reinvest in our communities through our energy programs, which is the team that I'm on. So any revenue, excess revenue goes back to our communities through a series of rebates and different electrification offerings that can help our customers engage in an electrification transition and help build a resilient grid. So this year we've actually distributed almost 4,000 rebates across all five counties. And the programs that we gave those rebates out through, I'll get into in a second, But with that, we've actually been able to avoid nearly 5,600 metric tons of CO2. So we're really excited about that. And you can note on the graph on the left of the slide here, we've seen a pretty gigantic increase in participation from fiscal year 2024, 2025 to today. And that's really a result of us launching new programs, doing better marketing and community outreach and really meeting our customers where they're at and helping them realize electrification projects through our rebates and support. Next slide, please. Okay, so the energy programs portfolio. How did we distribute 4,000 rebates thus far? So we have 11 programs in total and three pilots across the four areas of transportation, agricultural electrification, energy optimization, which is kind of our newest and shiniest category of program, and then the one that I'm sure you're all most interested in and why I'm here, building electrification. So let's jump into it. Next slide, please. On the transportation electrification side, 3CE offers four programs with electrify your ride being kind of our flagship rebate program. So we offer post-purchase rebates for the purchase or lease of electric vehicles, as well as EV chargers. And that can range from a level two charger at your home all the way up to a public level three charger where eligible agencies can receive up to 100 grand per site. We also offer rebates on the electric bus program. So we have transit agencies, schools, farm worker, transport companies can purchase an all-electric bus that we'll be able to help fund. And then we have plan, charge, and electrify your fleet, which is for our member agencies. So for the cities and counties, I'm sure the City of Marina staff is familiar with these programs. And that's to help to electrify city fleet vehicles all the way up to electric street sweepers, which exists, which is awesome. And then 3CE's effort to help improve EV charger infrastructure along the Central Coast is our EV charger asset pilot, where we're looking at phone and operating chargers across our service area, kicking things off with a site in Santa Maria that's expected to go live. Thank you much. Next slide, please. So our ag electrification program, we offer post-purchase rebates for different all electric ag equipment ranging from electric tractors and UTVs all the way up to electric irrigation pumps and VFPs. And one thing that we're really happy about with the ag program is in the last year, we've undertaken a year's worth of community engagement where we've met with different growers all over the five counties to ask them, how can we better support them electrified? And so, as a result of that, we're launching the Ag Electrification 2.0 program, which includes expanded eligibility and things that can be rebated along with some technical assistance program to really support that end-to-end electrification instead of just rebate the actual equipment. Next slide, please. So energy optimization, as I mentioned, is kind of our newest category. We currently offer the hourly flex pricing pilot. Now this is offered in partnership with PG&E, so we're really grateful to them and the work that they've done in this pilot. But this basically allows customers to save money by responding to hourly prices versus your typical time of use where it's cheaper during the day and more expensive from 4 to 9 pm so we have tools that we can use to leverage those uh response to those prices if you're interested we can get into that but that'd be like an hour-long presentation so i won't i won't bore you with that um but we're really excited about that we also had offered a residential battery rebate program which has now sunset because we're turning it into a virtual power plant which is going to be a pay-for-performance, event-based, low-shading opportunity to improve grid resilience. That was a lot of words, but basically we have customers that get to enroll with devices that they already have, so things like batteries to start, and we're going to look to expand that to smart thermostats, HVAC, all-electric units like that. And basically they'll get a signal that says, start it off or start using your power, and then you'll actually get paid for the energy that you save or take off the grid. So that's going to be launching in a few weeks and should be a great way for customers to really leverage what they already have in their homes to make some money and help the group. Next slide, please. Okay, so the building electrification side, really why we're here today. We offer three different programs that enable electrification of highly efficient equipment. So let's get into it. Next slide. So kicking things off with electrify your home. This program offers rebates for both single and multifamily residences, converting from fossil space and water heating to heat pump induction technology. So to assist with the often expensive electrical upgrades people need for this, we do offer a free wiring adder of $1,000. And you can see the ranges on the slide here indicate that we have enhanced incentives available for income qualified folks. So while anyone who's a free CE customer can apply and get a rebate, We do offer anywhere from $500 to $1,000 more per project for those folks who are income qualified. So the things that we offer, heat pump water heaters, heat pump HVAC, some of the most efficient foam electric technology that's available, induction cooktops. And our first thing that we've done for renters is portable heat pump space conditioning. So it's a plug-in heater and cooler. It needs no natural gas, which is great. And we haven't actually rebated many of those yet. So if you know people who are renters, they can get anywhere from $150 to $200 off these equipment and keep their home cool, which we need right now in this heat wave. So the Electrify Your Home program, similarly to the Ag Electrification program, underwent a years-long community engagement process. where we really got to speak to our customers in both the northern part of our service area and the southern part, and ask them, what can we do to help improve your electrification journey? How can we make this more accessible? So from that, we altered our rebate structure to make it a little bit more available to folks. We introduced the induction cooktop, the renters, as well as a couple other things which we'll chat about. Next slide, please. So in order to apply for the program, we keep it as straightforward as possible. First, someone would complete their project scope, so they decide what they want to buy, who can install it, are there electrical offerings needed. Next slide, please. Once you decide that, you'd install your qualified electrical appliances with a contractor and get all relevant permits for the city or county in which the project is. Next slide, please. and then you submit an application on our website it takes under five minutes sometimes even like two um and the one thing that we introduced as a result of that community engagement process is a contractor assignment form so instead of people paying up front for the whole project and then getting a rebate after people can actually assign the rebate to their contractor so we show as a line item And they would reduce the upfront capital of these projects for both the purchase and installation by the rebate value. So we've seen a lot of people use that and a lot of local contractors be really grateful for that offering because it's easier for them to then engage with customers and really assist them in that application process. And sometimes any type of rebate or grant application can be confusing.

Next slide, please.

So the last offering under Electrify Your Home that we're really excited about launching is a home assessment tool. This again was the result of that community process where we saw a need for more transparent and upfront understanding of what it means to electrify your home. So with our partner Maven Energy, in a few weeks we'll be launching where customers can receive a pretty quick view of what their home could do with electrification. So it'll look at weatherization, which are energy efficiency tools. While we don't rebate those things, it'll also recommend cost, savings, and bill impact to putting in like a heat pump or a HVAC unit that's all electric. And this is all backed with customer support. So if anyone needs help on understanding the assessment, what it means, or what the next steps are, we're here to help. So we're really excited to launch that for all three speakers. Next slide, please. So the other program that we offer is our new construction electric nutrition program. And this provides post-purchase rebates to homeowners and developers building new, fully electric housing in pre-CE service area. So we know Merida is a rapidly growing city, which we're super excited about. And we hope that this program can be of help for both single family ADUs and multi-family housing units where the developer can receive up to $250,000 for affordable housing should it be all electric. So absolutely no gas line. get a remake and hopefully we can come to your ribbon cutting ceremony so similarly to eyh this program is sorry next slide please thank you this program is really straightforward first you build the fully electric housing um with the developer or build the eu whatever project you're working on the next step next slide please would be to get a certificate of occupancy so ensuring it's safe to live in and that it would be inspected by an official third party to say yes it's all electric And then you would go ahead and apply for our program. And again, that application takes approximately two to five minutes. Next slide, please. And then our last program that we offer under our building electrification category are breach codes. This one's really for cities and counties, so I should be looking over here. But they provide technical assistance for member agencies to develop and implement residential and non-residential breach codes. So these are basically electrification codes that go beyond what the state requirements are and really help to facilitate electrification of buildings and actually breach hurdles. So this one, next slide, please. Like all of the programs that we're really striving to do, it offered end-to-end support system instead of just kind of a one-stop or one-time aid. So this with our vendor would go all the way from contacting us and learning what is a reach code and would I be eligible, all the way to filing with the Building Standards Commission and the CPC. so right now we are uh monitoring some legislative decisions in the reach code space that make it a little bit harder for cities and counties to adopt these however uh they are still possible and our vendor is doing everything they can including reviewing some cost effectiveness studies to see what pathways could be changed in the future to ensure reach codes are still under development uh the cities in the whole become more electric more resilient next slide please So with that, I will end my presentation. I just want to thank you all for your time this evening. Just to review, our building electrification programs really enable electrification tools, but in doing so, enable highly efficient technology that we hope more homeowners and renters are able to adopt and developers as well. And together, really work to electrify the City of Marina and the Central Coast. Thank you.

Thank you, Paige. Yes.

Don't leave. well now you're gonna sit down and we're just gonna call you back well

Okay, let me start this time with Commissioner Simons.

Just one quick question. You were talking about energy optimization and the virtual power plant program. I'm not sure I heard it right, but it sounds like you have something that's connected to an appliance or something that will shut it down in a high energy usage period, if it's agreeable, obviously, with the customer. Yes.

is active control, but it's all based on like customer permission. So if you get in a notification saying like, this is an event, please turn this off. You can say, absolutely not. But you can say, sure, go ahead. And then through software with our partner, Lunar Energy, who's helping us to facilitate our BPP, we go ahead and take that. a smart thermostat involved, which is the first phase of the pilot is just batteries. So it would really be during an event using the power in the battery to power your home instead of pulling from the grid. And then any energy saved, you would get paid for.

That was my question. So if you shut something down in a home, the energy that they would have used but didn't use, they get paid for that. Yes.

It is a little bit more, I mean, nuanced than that, but that is the basis of it. So more information, if you're interested, is going to be also on our website and we're currently hosting some webinars that explain it in a little bit more detail. My colleague Emma Capstick is like the VPP expert. So if you have any questions on really like the details of that and what the pricing would be, I can have her follow up with you.

I'm good. Thank you.

Hey, Vice Chair Woodson.

Thank you. Your turn with me. Actually, coming back to yours, I actually think, didn't the SAVE program at PG&E, isn't that similar to the BPP that

the PG&E SAFE program. I apologize for that. That's okay. The energy efficiency is different than a BPGNOS. So it's not just like putting in new tools per se, but even existing ones.

No, I think that, I mean, I'll just leave it as a takeaway. I mean, PG&E did a pilot test I think a couple of years ago. It was called the SAVE program. And it was the same thing. It was a virtual power plant they set up. But to come back to yours, the one that was in the news a few weeks ago, a month ago, was in Arizona. Arizona Electric or whatever the name of the company is down there that runs central Phoenix area. They have a virtual power plant that they run. And it made the news because when they had the high heat wave coming through, they basically, in the middle of the day, they said, look, you have a choice. Brownouts or BPP and we kind of take over your we take over and we look at these high use areas and we will shut you down. We will shut down for you. And it wasn't necessarily down to the full residential level because I don't think it's I don't know how far it's rolled out in Arizona, but it's rolled out on the commercial side. And they were forced they were forcing that on the commercial side to cut back on utility usage. But it's an interesting program. It's a it's a rights program. I'm not sure if I want to give up access to my house under IP address.

This one is starting with only residential, and it really is about keeping your control and your permission so we're never going to force anyone to do anything. absolutely no jurisdiction or would want that. But it's really about incentivizing that by saying you would make money from it, but it would never like do it without your permission. And that's really the benefit of event based versus versus like consistent active load management is that you would get like a pay on your phone or if you have a smart grid, maybe it would show up there. um so it's really you wouldn't lose that access and instead kind of helping people like the way that if you're not home safe you would be totally down to no i don't disagree with the program mine is more it's not that i don't trust you i don't i don't trust the internet um that's

How many times, how, is there anybody in this room who has not had, is not on a tracking system right now through the credit card agencies because your data has been broken into and sold by somebody? I would gather that probably almost all of us are on three to four of those. Anyway, I think coming back to this, I mean, and the reason I asked the question on this, because a lot of my questions were about creating this type of program. So I'm glad that you're rolling out more of the home link questions. are the equivalent of that because my question to you was was very okay kim is there a way coming back to our customer base here of creating a kind of energy concierge program and so mine is actually taking what you're doing and to a point what pg e does also i think our home intel is probably the closest to it right now but even they don't go as far as i would would love to see where we have i mean you're going in there you're doing an assessment you're you're helping provide recommendations You have to understand the billing cycle and everything else. I mean, I think those are kind of the core programs of what a lot of things you're doing. But then for me, it's not only then helping residents apply, but then for different programs, but then looking at some of the different financing options, other things that sit out there. I think one of the biggest challenges that we, a challenge that we run into on the peninsula, and I think it gets more difficult with our less internet inclined customer base. that they will get people, hey, come put this solar in or come do this or come, well, let's do this assessment for you. And then, hey, let us finance this. And so we end up having residents and citizens of our community who end up signing up for something and they end up bankrolling themselves or putting themselves in debt. They end up putting a second lien on their homes. And then 10 years from now, they're like, oh, we didn't realize this. And it's like, they can't pay the bill. And it's like, oh, look, we have a lien on your home. And now they've lost control of a property they may have lived in for 20 or 30 or 40 years on this because all of a sudden they have a lien that they can't necessarily afford. So I think being able to tie that back, it's not your responsibility to take care of your customers that way. I mean, we are adults. But at the same time, That is something that if I was looking at it from a concierge program, those are things, not just applying for it, but helping them kind of navigate that very complex world of different financing and incentive options that are out there. With then kind of the last piece of that from a concierge, which I don't see in PG&Es, and I didn't ask her about it, but I will follow up with them on it, is the follow-up component. is they'll come in, they'll do an assessment. They'll kind of put stuff in. They'll, especially in the ESA program, they'll come out to your house, they'll do the assessment, then they'll walk away. And three weeks later, they'll have the contractor come out and they'll replace your overhead lights and they'll do this. They'll do, they do all this stuff. The contractor spends about an hour there and then they leave. And then all of a sudden it's over with. But there's no follow-up to see, is this helping? Is it not helping? Is there something else? And I think having that kind of concierge service, again, it's a money thing. I understand it. I mean, you're adding time and I'm adding resources against it. But I would leave that as suggestions as a couple of things to take away that as you're rolling out this program and you're really energetic and enthusiastic about what you're going to provide to our customers is those are some things that I think would be beneficial on the execution to back end with our customer base.

So, um, maybe the home assessment will also offer help you look through, um, not so much financing options, but definitely like from Bay options. Um, and 3CE recently, um, executed a marketing agreement to go refinancing, which is running through the state. So, which is like a free state financing option for home electrification, um, with, uh, low to no interest. So that's something that we're starting to get into. Um, but certainly you can do more of, so we'll look into that. And then in terms of the follow up, it's a great point. We offer technical assistance in the EV charger space as well. And we see a lot of people start the process and then kind of never finish it. And one thing that you know, like what if we were to follow up so we're starting a new technical assistance for TV chargers. Completely free of cost and will actually take you all the way to stamp for. Design drawing so if you needed public charger we have programs that but anyways we're going to be really testing out on that follow up and saying people fall off the program why learning from that and like how can we get people. if they're ready and financially willing to kind of take that all the way to the end and install that charter. So we're hoping that we can do something similar in housing states as well.

That's it for me. Again, thank you very much. I appreciate that. the new programs that you're coming out with. And I actually, I mean, not that they did, because I know they go way up north, which is harder for them to just, hey, I'm going to drive for three hours down here and then get done with the meeting at 8 o'clock and drive for three hours home and still come in in the morning. But I do appreciate you coming here and physically coming. So thank you for doing that. That's it for me, Chair.

Thank you, Vice Chair. Don't leave. Commissioner Barron, you're up.

Thank you, Cheryl. I need a clarification. I'm not sure I understand everything about this program. Is the intention to completely eliminate use of natural gas in these electrified houses?

So for electrifying your home, which is kind of for existing built homes, you don't have to fully get rid of it if you don't want to. Like if you want to put in one thing that's electric, maybe it's a water heater, but heat a gas still you're totally eligible to um and we don't require any like fuel switching some rebate programs actually require you to destroy or get rid of your diesel or gas version um we don't do that we don't do any follow-up with that so up to you um and then for the new construction one we do want to see fully electric so um that would be something built with no new gas lines um but again that's up to the developer person building an ad in their backyard if they want to do that And what we're hoping to with Maven is that it would help kind of price out how much would you save, what would be the cost versus doing natural gas, because sometimes that can be a little bit confusing to know what's the real benefit there financially.

Yeah, because most people think that using natural gas to heat the house or for the water heater is cheaper than using electricity. So how do you persuade customers to use everything electricity rather than natural gas? That's one of my concerns.

Yeah, and I think that's a totally valid concern. I definitely am not the expert on the cost of these things, but it's something I've been look at and get back to you. There are more studies and stuff coming out that at least provide more transparency around the cost. Similarly to people buying an EV instead of a gas car, how much does it cost versus how much do you save in not filling up a gas tank. But really, the increase in transparency is something that we're still working towards. And I think it's a good point. So we'll be sure to try and make that a little bit clearer.

Yeah. I have another question. question. So these homes that are, if you know of many that are already completely electrified, is there any data about safety? Because we don't have fire in those homes. There are no pilot lights. There's no stove, fire stoves and such things. So is this a point for electrifying the home that you can use?

I think it's a great point, especially, yeah, it's a good talking point to engage with the community. So I will make note of that and do some research to get back to you. I can't really share it with our other community members.

Okay, my last point, my last question. The issue with the contractors. So the contractors always have to be qualified by you or can somebody who wants to electrify their home, they can get their own contractors?

Yeah, we don't qualify them as long as they have their license. So if someone's like, oh, my friend knows how to install things, but isn't actually a licensed contractor, they probably have a harder time getting permits as well. So we have some restrictions around that. But really, it's any licensed contractor. We don't need to pay for them.

Okay. Thank you.

Thank you, Commissioner Barron. Any other commissioners?

Oh, yep.

One more. Yeah, you said you're going to report on the cost aspect, but can you give some estimate as to what is the percentage difference between the PG&E service and what you are offering?

Oh, for our generation services? So we offer, we've, uh offer our energy prices from cost of service so we used to be and i'm going to get too into the weeds here so i you know what i'm just going to say no i can't give a percentage we are sometimes cheaper sometimes not um sophia if you have any information you want to share with us that would be great sophia knows all things with uh the way we generate our power

Sophia Swartzky- Hello, my name is Sophia Swartzky and I'm a community and government affairs manager for Central Coast Community Energy. Sophia Swartzky- So our rates are very competitive with PG&Es and we just did a rate decrease in February, and I can send over a comparison tool that we have on our website that will show you exactly, depending on which rate class you're on, what your rate would compare to PG&E. Sophia Swartzky- But, on average, we are less expensive and I can make sure that what you're collecting has been passed on to you.

Thank you, Sophia. Any additional questions for the two ladies?

I just wanted to thank 3CE for coming here today and PG&E dropped off. So I have to sit through four or five public meetings every month. I have to say your presentation is probably the best I've seen in a couple of years. So it was clear. I just wanted to acknowledge that your slides were clear. You had good pictures. You brought energy to how you spoke. You answered all of their questions. I just wanted to say thank you. Thank you so much.

We're so happy to be able to start a video with Marina and to be here today. If you guys need anything with our program or with, again, our, for your feedback. So thank you.

let you let you know your colleagues that live in marina if they want to learn more about planning commission they come to the meeting and then we provide food thank you so much for coming today though we really appreciate it okay that will close out to the special presentations

and we can move on to their item eight is public hearings we have no public hearings scheduled for this evening

spent quite a bit of time looking at our 2000 general plan, which is very timely. I am bringing back the draft 2045 general plan to the commission probably December, January. So a little bit of time, but this conversation will help educate myself and the commission in terms of things we should potentially look for as we're looking towards adoption of the general plan next year. So I'll pass it off to Vice Chair Woodson.

Yes, Vice Chair Woodson has prepared and will present this evening a report basically on the performance of the 2020 general plan up until the end of 2025 and maybe a bit further. And also a little bit of background information back from 1994, right after the base, Port Ord base closed that led into the 2000 general plan. So at this time, turn it over to Vice Chair Woodson. Sure.

I'm fine. No, I'm going to stay here. No.

I think you should go there.

You think I should go up there and... Do we have anybody online?

Okay.

That's fine. No, I'm not. Oh, no, I'm fine with that. No problem whatsoever. Because I wouldn't have thrown it out there if I wasn't willing to open to take critique. And I'll say that. I think maybe coming back to this, give me some background to the commission on why I created this and where we're kind of going and what I'm trying to do. I don't know. It feels like two months ago or so, I think, is when I sat down. This all comes about, just so you all know, that my wife does karaoke two or three nights a week. And so on Thursday nights and Friday nights and sometimes Saturday nights, depending on where it is, or Sunday nights. Sunday is now at Mission Ranch with piano karaoke. She disappears, and I'm at home, and if I don't have scouts... What am I going to do? I'm going to watch TV, or I'm going to be a technical nerd, and I'm going to go through city documents and do things like this. And what I was seeing, I'm joking somewhat-ish, is that we have a lot of things that are ongoing now, development-wise, and there's been a lot of discussion in a lot of different public forums because this was i put this online and just threw it out there for everybody is there's a lot of just thoughts of what happened at different points in our history so from 2000 2015 i'm working backwards an inflection point the 2007 to 2009 economy falling apart in the country and the rebirth of that world in the world um For us, the 1999 to 2001 timeframe, which was when we really started to transition into creating a city that was a professional city in the general plan, where we had a full professional staff. But really, where did it start? This all started in 1994. And the more I thought about this, I'm not a historian. This is definitely not a one-size-fits-all. But what I realized is that As from a planning perspective, I started to kind of think of this as if I'm a planner and I don't have a degree in community planning like they do, what do I think of inflection points that we came up with? And I thought about it. In 1994, we had a population of 23,000, 24,000 or so. So we had a pretty sizable population. By definition, that makes us a city with a professional staff, and that's what you do. I mean, that's where we're at right now. So you have a full-time professional staff. You have public safety. You have all these things, budgeting, strategic planning, that goes on with a city of around 23 because you've got this budget that's built around that population group. And it doesn't matter if you're 23,000 or 2.3 million. Once you get to a formal city, that structure relatively stays the same. I mean, the city manager may be this key person and the mayor may be more functionary for policy. It may be a shared thing like in San Francisco where the mayor is a hired person and is just as powerful as the city manager. But where is the city? And then I realized we weren't a city. And that's actually what really drove this. In 1994, we were a city that was two. We were a village. marina that had people from on the other side of the fence literally the other side of the fence that would come over and visit our stores some people lived here but for the most part they the other 12 000 or so lived on the other side of the fence and they were military personnel they counted on numbers because it was marina but We weren't a population that created the city like we are today of 20,000 to 22,000. And so what did that mean? And so then I started looking at it from a community planning perspective. Here's where we're at. So Fort Ord closed. And lots of things happened. Forest stood up, reused. People didn't know what to happen. They suggested, hey, let's build another beach out of the sand plant. That's going to be the best thing we can do. I mean, there were all sorts of crazy ideas that happened between 94 and 2000. Because we were a village, we had 75 staff or so, of which 35 to 40 were fire department and police. So our entire recreation, community planning, safety, everything was 35 people. We didn't have a full-time planner and staff like Guido that was around there. And as a result of that, as a village, We struggled to come up with a general plan in 2000. We did the best we could, but that wasn't a real general plan like a real city would have that is broken down into full sectional areas. It has a full recreation plan. It has all the zoning. It was, let's get something done. We got to have something. And so we created something in 2000 that was effective in 2000, but it was the best we could do at the time with the limited staff that we had. And then in 2007, the plan, just what little bit we had, and we had development moving in a direction, it stopped. Everything fell apart. We had plans. We had developers. And then we had a depression or a recession. Yes, recession. In 2014, 2015, we started to recover from that recession. And we went back and we dusted off the plans. We found some new developers to come in. We created new incentive programs. We signed the contracts. We didn't change necessarily what happened. Marina Heights and what the dunes are or village. We didn't change the concept of what they are, but we didn't actually go back and adjust them either to what the new economy and the way that planners would think of things in 2015. That doesn't make it wrong what we did. It just was a decision that we made at the time because we still We're a village. We were 12,000 to 13,000 people. We didn't have a big planning staff. We didn't have big strategic planners. We were relying a lot on fora for a lot of what we were doing. And they were literally telling us what to do and they were taking a cut of it. And they were, we didn't have a lot of control and, over those next 10 years from 2015 to today we've run we've exceeded we've moved from 12 to 14 14 to 16 to 20 to 22 which we're around right now so we're still not back to where we were but we're at that inflection point where sometime in the last three years and i i know there are statistics on this in planning we moved back to a city And we moved from a village to saying, we have to have a professional staff. We have to have a full recreation director who does this full time. We have to have a full planning staff. We have to have street planners. We have to have grant writers. We have to have regular financial. We can't just run the things we are. We have to grow all these things that we've been doing. We have to professionalize and create that full professional staff. And the challenge that we're running in, this is why I ultimately created this, is that we haven't done a good job, I think, as a community, explaining that to the public. The public goes in and they see us as, oh, well, we're the same city. We're 23,000. It's about where we were before. We've always been a city. But we weren't. And when you're a village, the people in the village have a lot of control because you don't have a big staff. So they can walk into the mayor's office and they can sit down with the mayor and say, hey, I don't like this. I like this or this thing or this needs to go this way or that way. And those decisions get made. And I am taking a little bit of liberties in simplifying this, I think. But in my head, what happened was by 2015, we realized, okay, we've got to grow out of the village mode. We've got to grow into a full city. We've got to have professional staff. And so we started plussing up our staff in key areas. We started hiring good people. We started expanding our departments. And as we did that, the challenge that we've run into, and this is where I got down to the scope of the general plan, is that we also – started to alienate people who have been here in the community for 30 or 40 years because they're used to small town village being able to impact everything being able to drive across town quickly whatever it was that they were used to and now we are an integrated city that includes 22 people 23 000 that goes all the way down to devardi well we'll get under already at least the lands there goes all the way now into new houses on the on the north side with marina station And all the infill properties and everything else. And we have a large group of people who have moved into the community that were not here before. They aren't soldiers. They're just people like us. And that's from a communications perspective. So that is the long story of how I came to do this. And I figured, you know, if that's my theory behind some of this. And I take that kind of rubric and I'm really sitting here on a weekend and I have nothing else to do than think about this. Then what I'm going to do is I'm going to write this with a 22-page thesis and thing. So I did. And I went with these five questions of what did we look like at the time, which I've talked to you about. What did we do with the general plan in 2000? What then happened between then and 2010? And then since 2010, how have we grown to get to today? And that was the basis. And I started going through the different documentation that we have and what the assumptions were. And I basically turned this into a business analysis of where I think we are and where we can go. So that's kind of my target. And so when I looked at this and I looked at the general plan, and I think from my perspective, I have of this tryst that I wrote, I really, Guido, I should take a program. Could I actually turn this in for like a graduate program someplace? Is this actually quality enough to turn into a graduate program someplace for a course? Just kidding. Just kidding. I think if I had to focus on kind of 15 areas as I went through this, I'd kind of run through these. And they're not necessarily in number order because I was thinking about this the last few days when I realized Guido put my name on this. And I was like, oh, I'm actually going to have to present and not Guido. This is him getting back at me for everything for the last year. this is actually really helpful christian there's no oh no yeah totally being fine with this but i think the first thing for me there are five things there are 15 things that i kind of highlighted in here and i'll run through them quickly and then there are two things that i've realized since then in the last couple weeks as i've watched comments i've seen some things and talked to some people because i've had some people reach out to me also in the community And some disagreed with some of it. Some who were around earlier in the early 2000s were like, hey, that's not exactly how it happened. I'm like, that's fine. Feed it to me. I'll be glad to update it. This wasn't meant, this was a project. It wasn't a true research first person defensible project. But the first one is that if you look on page 1617, mine was don't repeat the single financing tool model. This one came about because it's thinking about how do we work with our developers? And when we work with our developers, we generally have had an incentive program that is generally fixed to see that we give them a small amount of money as an offset, or we create a split. And very typical models for doing incentives, but we should open our minds up. And so when I look at the 2045 general plan, To me, I think what we need to recommend is that we should have, we should open it up there and specifically in the plan state that we should have diversified financing tools. And that as the city looks at developing projects into the future that we should not limit ourselves to certain models and we should have some type of diversified portfolio. I don't want to define what that looks like, but I think these ideas that I have are kind of generic enough that they emphasize that we are trying to do the right thing. And we are opening it up in the general plan. We present that to the council. And if the council agrees, then at least we told them these are the things as the commission that we think are important for you to consider when you're looking at development. Just don't create an incentive program and after the fact say, okay, the planning commission, we get to live with what you've presented. And then we have to kind of work through what does that mean and how does that execute within the design standards and everything else that we go through. So that's my first one is don't repeat the single financing kind of tools. Maybe it's not a mistake, but just the way that we do things. The second one is on page six and seven and on page 18 too. I talked about Cypress Knolls. Cypress Knolls to me is a cautionary tale for us. It's a huge piece of land. It is centralized to the city. It literally is the integration piece between old and new. I mean, it is the biggest piece of development. And Seahaven is there. Seahaven has a lot of inroads. But the really old, the new is Cypress Knolls, and it's languished. And so I think when we look at things, we need to, as a city, understand what the final disposition mechanism is for city-owned land so it just doesn't sit idle. And you've heard me talk about this before here. I am – I wouldn't love to find something to do with perk bonds. Most of the percolation ponds, those little ones that are spread all over. They're not being used for percolation ponds anymore. We have them as an option. That's city land. Those are the types of things. We should not just sit back and we should look at that. The corollary to this, and this is something new that I didn't add in there, is that I think that we need to have land use site flexibility. And in that, what I'm talking about, and Guido, you and I, I think I mentioned this to you the other day, but somebody the other day, is that when we implement the general plan and the land use goals, we generally in the general plan right now have looked at the city has limited itself to city sites. So we look at, we look at, what is it for the fire station? They wanted to put the park. Vince DiMaggio. Vince DiMaggio. Thank you so much. My baseball is just fading me. So Vince DiMaggio Park or MST. Bottom line is we can look at current land that we own. But I think what we should look at is we should not limit ourselves to that. We have, there is land in the city that developers, other government agencies own, state, federal, local, or county own. um that might be better suited for what we're trying to build or locate and by limiting ourselves to just what we have we limit ourselves and our our citizens especially when we start creating advisory committees for example when we give them oh well here's here's the three sites that we have that are available to look at instead of opening it up to them and saying okay there are other things we may not be able to meet it we may not be able to do something but let them let the citizens who have these great ideas Give them the opportunity to actually have that freedom to discuss what those great ideas are. And so for me, I think it's adding to our general plan somewhere within the land use section that what we want is site flexibility, that the city could pursue all viable avenues, including land swaps or exchanges with other government agencies. or partnerships with private and commercial developers to identify locations and delivery methods that are operationally sound, financially viable, he's trying to write this all down as I say it, and provide appropriate return on investment to the city and its residents. And I can send this to you, Guido, because I typed it up and I edited it a couple of times. So that's the land use component of it. um and share at some point if you want to stop me otherwise I'll just keep going um the next one I had was on page two and three and then seven eight I discussed jobs I mean we will say that that housing costs are our biggest problem that's a lot of what our residents we don't have affordable housing we are hard we are going to be hard pressed to ever solve that definition of what is affordable housing But as a city and a general plan wise, I think something that is sitting out there is the general plan did not focus a lot on job growth. We listed, we used the metrics that were provided to us. The metrics that FORA and AMBAG and other have given to the city, are interesting to say the least and inappropriate at worst they overestimate development we've been overestimating development and what people want to do for years for 25 years ever since the general plan mbest is a prime example there was an expectation that we would develop fully developed and best property and we just haven't gotten there now we've got like i don't know if anybody's been watching it online gino cuarez q u q u i r o z He's on Facebook's politics page. He's been posting things for about the last month. He's a consultant, but he posts some really interesting economic things. I actually reached out to him because I would have loved to have had him here tonight to kind of list his ideas because he has some really interesting ideas that are built around the aviation technology space that's ongoing with M-BEST and the airport. And I think that coming back to it, we focus on the housing and obviously a general plan, residential housing is a big issue. But we've got to understand that our office and industrial targets fell way short in 2000, 2001 of where we wanted to be. And arguably in 2023, Shea Homes made a very conscious decision to abandon the office zoning at First and DaVarty. and move it to commercial real, or move it to retail real estate. I mean, that's the Mercedes dealer. Because they realize that they can't build, we can't, we're not getting office space. Another piece of property that's come up, and I don't know how many of you know this, the piece of property that is that way, that sits next, on 2nd Avenue, or excuse me, on Imgen, at 3rd Avenue, You have Monterey Peninsula College. You have an open piece of land, and then you have the Veterans Transition Center. That open piece of land is about five and a half acres, and it's owned by, right now, by deed, Salinas Valley Memorial Hospital. So back 20 years ago, 15 years ago, the city worked out a deal. Salinas Valley wanted to build a medical center there, and then it sat vacant. And recently, about four months ago, Salinas Valley put it up for sale. And now they're asking... a nice chunk of change and profit. We got that land as part of the military closure. We then gave them a sale and we took on the project management oversight deed to that property. But then at some point or another around 2019, around 21, and I don't know all the details and I'm just giving an example, the land transitioned and it seems to have transitioned directly to their control and we're not out of the business of it. It's land that if we have control, it's a swamp. How do we do this? What do we do with lands like that? What do we do with something like the MEC or even the aquatics or the new rec center that technically belong to the park service? We are responsible for maintaining them according to park service standards. So we have concessionaires who've maintained the property. But ultimately, they belong to the National Park Service still. And we are surrogates of them responsibility wise. Is now the time or when we look at the general plan that we say and we can't do it because the current general plan doesn't give us that ability. It doesn't tell us this. And so that's another and we've got to get this plan done is do we look at it and say, you know, we have an administration right now that is trying to unload. property and resources and staff and focus on the core things that the administration believes that that is a priority to them. Whether I agree with or disagree with their priorities is really irrelevant. But if I think of the Equestrian Center and I think of the Rec Center right now, is there an opportunity that exists for a period of time where we could go back and instead of becoming surrogates of the Park Service, We're able to present something to the Park Service that actually allows us to take over the land. Now, that may not make the most sense return on investment-wise, but we don't have anything written in the general plan that even points to the city council that, hey, this is something that we as a city are trying to do, that we want to look at all options to control our destiny. As long as the National Park Service controls that land, we are always going to be beholden to the National Park Service, and we will not be able to do everything that we might want to do to that. Um, next one is we're still functioning. Um, page eight and nine is we're still functioning as a bedroom community. The 2000 plan was designed, literally was designed to prevent us turning into a bedroom community. And yet here we are 20 years, 25 years later, and arguably we are now a bedroom community. And by bedroom community is everybody comes here to sleep and they go someplace else to work. And it goes back to jobs, it goes to everything else. We need to emphasize in the plan that what we really want are the jobs here. And this goes back to what... What Gino has been posting about, which is in the, in the general plan. Do we refocus this? It's not just about housing, but it's, we've got to find a way. To bring jobs, and that's got to be a focus that we want in the general plan. Is how to bring jobs here and create ability. To have these jobs in area and it's a, it's a. It's a monumental task there. It's I'm, I'm making this out very easy. Right? But I think that that's something that we are not necessarily focused on. I don't think the general plan completely focused on it as much as maybe we should have. And I don't think we did a bad job of reviewing this, by the way. I think that we have a pretty good general plan right now. You know, I have questions about the schedule on that tonight. My next one is... Regional demand forecasts, I think I already talked about that a little bit. The 1995 AMPAC numbers, I mean, God, if you guys haven't looked at those numbers, if the commission hasn't looked at those numbers, go back and look at what they projected in 1995 for where we would be. It is optimistic to say the least. We're not there. We might be there by 2045. So I think we need to make sure that our demand forecasts are accurate and not just look at what everybody else is telling us. I think we should rely on what we see from the city. We have a professional staff. They're right here. And we should trust our professional staff to develop those numbers and find the right contractors. That is another one that I think, and it's a sidebar I'm just going to throw in here, Guido. I think when we look at our contractors, we are consultants sometimes. we should look at ensuring that we always have the right interests of Marina in mind that sometimes you can get a consultant that exists. And I've been there as a consultant where I have competing, I work there as a consultant and I have two different clients and I've got one client telling me to do a, and I've got another client that's telling me to do B that I support. And I have to give them both my best and, but they conflict with each other. And in the end, I have to find the best mean that satisfies both my clients. And sometimes if we get a consultant in here that has many different similar clients in the peninsula that may have competing needs against the cities, it then means that they can't necessarily give us the full attention that we need. And I'll just leave it at that. Parks, I will put this plug in again. Parks are a land use item. It should be in the general plan. It absolutely required to be there. I will say it absolutely needs to be a strategic parks and recreation plan. It is separate. It is an addendum that can be added to the general plan. But parks and recreation, that is the interface that almost all of our city residents run into the most. It is playgrounds. It is youth leagues. It is recreational trails. it is rec centers this is what we have and when we have that kind of buried within the general plan are we actually giving the due justice to what we need and should we not be telling our parks director that yeah you are really important to our city and you're so important that we you should have your own plan we will cite it we will it will be integrated into our plan but you deserve your own because it's that important and i'll leave that as a thought that i have about the parks and recreation As part of Parks and Recreation, I talked about the joint use in 2000. One of the challenges I think we faced as a city, it's on page 10 and 11, is that when we wrote the general plan in 2000, we didn't have parks. We had three or four in the entire city. Glory Genie was the biggest one. It wasn't really, it's just a big field for the most part with a very small set of, that was the biggest one we had. Every other main park in the city we assumed control of in 1994 when we took over from Fort Oregon. Or the parks belong to the school district. I mean, even Los Angeles still is technically school district property and then we have a shared use agreement, MOU with them. I think for success, that's another reason why the plan has to be there. We have listed all the things that don't belong to us, the parks, the ball fields, and other things that are part of the school district. They're not ours. The school district is nice and lets us use them off time and off hours for playing fields, for basketball, for walking around the tracks, but they actually don't belong to us in the city. So I think that that's coming back to it on the general plan. We have to emphasize that parks are important to us, It's great to be able to partner with other agencies to use their facilities that are in our city boundaries, but we have to have an integrated plan. And I know that we're working towards that, but I really think it should be highlighted separately. Almost done. School district dependency, fiscal. Bottom line is we're just fiscal. I think on the fiscal side of it, on the general fund, I'm not going to get into it on 12 through 14. When we look at our property tax, and we look at what we're trying to do down the road to build our basic facilities to support things. I think within the general plan, it's important Guido that we. Tie our land use goals to. Our fiscal diversification targets. And in that, what I'm talking about is, okay, if we have different fiscal needs that we want to get towards, we really have to tie them in the short term, but also the long term. What is it that we're trying to achieve so that when the people who read our general plan, when it's finally published, and it's not just a list of like seven different tabs that you can read it in different presentations, when we put this into our main document, They can look at it and say, here's where we expect the city to go. Because that's what they're doing right now. They're going back to the 2000 plan and saying, well, we were supposed to do this and we were supposed to do that. And we didn't do it or we did it differently. And we've grown, but the plan wasn't dynamic. And so we really need to update that and show that. You guys can stop me at any point. Staffing capacity. I think we need to recognize that a professional city is dependent on professional staff. That as a city, and it's funny because I've worked with general plans with the military on full installations that were, I mean, I helped with installations that were as big as Fort Ord before. And even then, we never talked about the professional staffing that went to create the city and how it ran. And so I think in the general plan, we need to recognize somewhere in the plan, Guido, that for us to grow into what we're doing, We it is reliant on having a professional staff, and this is why that professional staff is so important, because we're not a village anymore. We can't operate as a village. And I think that'll go a long way to helping a lot of people who don't understand that transition that we've gone through. Get what we're talking about. Turn investment for discount. I skip that. I talked about for a number of times in there or was a real challenge for us. I don't think there's a future. I just talked about it. I think the last two things that I had were. We talked about in the. We've looked at regional housing, and we've talked about how much commercial space we have. And I think right now the city numbers are that we have about 25% industrial space. Of that 25%, how much is Joby and one big hangar? And I'm just curious if our industrial base is primarily centered out towards the airport, I believe, at this point still. when we look at what we're trying to do from a land use and growth perspective on the industrial side, if we have one business that is an outside influence on it, and I may be wrong on this because I don't know for sure, but if Joby is really a large percentage of our 25% of our industrial capacity that we have, then are we not really actually are we not showing things the correct way and i think maybe that's in the general plan we need to to look at our land use and see where some of those major components are and if we're actually recognizing it correctly because when we say 25 i'm sorry that's actually a really good mix 17 commercial 25 are industrial that's i mean that's a good that's a real good mix from a planning city planning perspective but it may not be the right mix for our city just the way we've developed. And then the last thing I have is ROI or return on investment planning indicators and service level agreements. So I'm putting it in my terms. So ROI, KPIs, and SLA framework policy. And I'll send you this statement. I think another challenge that we have when we start working with developers is, and when I started looking over the last 20 years, is that we didn't establish a plan for you. on what to look for. What are the base use case requirements for this developer that we're trying to achieve as a city so that when you get a proposal from a developer, you can look at it against the general plan and say, okay, these are certain metrics to look against. And then provide that so that the city leadership can understand that when the planning and public works department is reviewing these new developments, they have this metric and return on investment kind of capability that you're building towards it. I don't want to define what that is, Guido. I just think that if we put that in the general plan and say, okay, we have a framework on how to calculate return on investment that helps you be able to explain it to the city council so that when they get there, they can say, okay, it's not just a subjective, there's a little bit of objective. You've already got that objectivity in what you're doing. but it's lost on people on this side. And on this side, it gets brought emotions come into it a lot of times. And so the idea is how do I, how can we use the general plan to help support that professional development and presentation, which then the last piece is on the KPIs and SLAs, it's letting them know that, okay, if we have a return on investment, what are the metrics that we expect our developers to meet and then what are the the to me it's service level agreements because what environment but what are the metrics of success down the road a year from now two years from now five years now that they're supposed to meet so that we can say have they met it the example would be we have a developer who has an incentive program that he's trying that he's trying to put in place and the question is is it the right incentive program for the city council or not And if we put in the general plan that we want to have, that the general plan should establish that the city will have a baseline ROI, KPI, and SLA metrics to guide planning, public works. I'll send this to you. Recreation, public safety, and identifying and measuring risk in meeting current and future service needs. where external contractors support city efforts, the city should ensure, shall ensure contractual terms, protect Marina's interests from being subordinated to contractors, competing priorities or other clients. Again, put the city first, but give the city council some, give, give Guido and our, and our professional, our professional staff, the teeth behind it so that when they come to the council, and us on the Planning Commission or anybody else, they've got the support behind them to do things. All right, that's, Yeah, that's my 22-page report, and that's my small synopsis of why I did it and what my suggestions are outside of the general plan. I think the only other thing I have, Guido, is just kind of an update on where do we stand on trying to get this thing published? Because 2045, 20 years prior, was 2025. We were supposed to try to do this.

So I've been taking copious notes, and obviously I would appreciate if you email. So I just wanted to address. So... what I'm trying to say here is I don't want to kill all the energy and the thought, but we do have a budget for the general plan. We have gone through three years of GPAC meetings, tabling. We've brought the vision and guidelines, you know, we've brought the draft plan. So I'm saying I will do my best to incorporate some of this stuff into into the final plan but i just want to be very transparent with the commission and maybe the one person listening online that there will not be a major rewrite of the general plan and we're already so but i do want to just highlight that you're you're touching on some stuff that we already have in the draft plan which i will share with you guys later this year um in terms of the park master plan there is a policy in the draft plan that asks the city to prepare that um in terms of kind of having some good metrics uh we do have very specific one of the things the mayor asked for was very specific um kind of action steps at the end of each chapter so when you guys see the draft general plan you'll see that at the back of each chapter of the general plan which is called an element there are very there's a short-term medium and long-term metrics that we can use In terms of ROI, I was very fortunate to work for Lane for four and a half years. He was very clear about what you've touched on, Commissioner Woodson. As city staff, the planners and myself included, we get hit up all the time for... well, you should do this with this property. And what about this idea? And Lane was very clear from an economic development perspective, what's in the best fiscal interests of the city. And I have a feeling Matt, the current city manager will also continue that, that we get hit up all the time with, well, you should put a carnival in there, or an ice skating rink, or this, that, and the other. But Lane was very clear about, well, what will move the needle in terms of being fiscally responsible long term for the city? So that's something that I will definitely carry forward. in terms of the brand new slight flexibility it's something we can discuss um while we're updating the general plan we will be starting the process probably in the next two or three months to actually update the zoning code as well so they can kind of get approved at the same time so if we need to add some flexibility there that's something that we can discuss i'm not sure exactly if we have the budget for that but we can certainly look into that um and yeah during budget time if you want to tell this the city council and the city manager that you like having a professional planning staff please come to the budget meetings and tell them that you like having a professional staff that would be greatly appreciated and if you want to advocate for more planning positions that would be great too so but you know we appreciate the compliments and definitely appreciate the thought

uh vice chair so and what i would say in kind of to summarize this is don't expect significant changes we i i've been involved with the general plans since we started it rewriting at this point so i've had lots of opportunities to speak and i didn't necessarily articulate all these probably early enough because i didn't see it all um like i have a experience experiential growth i'll just label it that but what i will say and this is what i would hope with the general plan because i know this is how we've written it is that Just because I listed it here does not mean we don't parking lot it for future. And so if, and hopefully the future for us is not every 10 years, which is kind of what the previous plan was. Every 10 years, they'd pull it out and dust it off a little bit and provide a couple of changes to it. Hopefully we're going to get into a better cycle of parking. reviewing it every couple years and say okay what minor things can we adjust in it not major rewrites but as we grow we this is nice i would hope the general plan the way we've written and drafted it we didn't make this a static plan we've made this a plan that is growing so i think that the none of these things have to be done now frankly

No, I'm going to what I'm going to do is go back. The draft plan is not a public document yet, but I'm going to go back and look at where some of these comments and the ones that maybe I don't have budget for. I can kind of bring that to the commission's attention when we come back. um in terms of actually tim and i were talking about that today that for the dvsp the downtown plan for the general plan we will definitely be doing more similar to what you guys did for the housing element maybe you know not trying to eat the whole elephant or whatever you call it at one time but maybe five to eight policies every year we can attack for the downtown and the general plan and if we can work on those over the course of an eight or ten year period we can make some significant progress as opposed to what you're saying which is all right we got the plan adopted throw it on the shelf and don't touch it that's not something that i'm really interested in doing. I really want to actually implement the plan, but it will take night meetings and commissioners and people coming here and counsel listening to our ideas.

I mean, any questions from the commission to me on it? Yeah, Mike.

Not really a question, but first of all, Commissioner Woodson, I'd like to say I found that report to be quite excellent. I really did. I think I read it actually a couple weeks ago, and then it was here again, and it was excellent. It's interesting, some of the things that come back to me from my work career, and this is not my quote, but the general plan, we're talking about progress for the city. And one of the things that was said in some meeting that I had many years ago, all progress comes from change. But not all change is progress. And I think that's some of the things that, you know, as a community, as commissioners and everything else, we need to realize that. And mistakes will be made, you know, out there. The other thing is you kind of alluded to it, but a map. You know, I used to tell some of my managers that worked for me that, you know, if I put you in a car that did not have GPS, you can't have your phone, right? and you can't have a paper map which i don't even know if they exist anymore and i told you to drive somewhere how successful do you think you'd be to get there you know uh and i think that's what the general plan really is is it's the map right and and i agree that you know um there'll be subtle changes as we go down there's gonna have to be we don't know what's gonna happen you know uh could have another you know 2007. Hopefully not, but could happen. Affordable housing was said to me, and I've heard this before, but at least in this community, really, when you kind of get down to it, there's no such thing as affordable housing, unfortunately. There's more affordable housing than some of the housing that's out there, but it still leaves a large element of our community out on that. The key behind that, and I think you hit on it, is jobs. We've got to have the jobs in this city. We've got to have that draw that allows the people to earn money to at least get into affordable housing, if not something better. But all in all, Commissioner Woodson, I just, I thought the report was excellent. It's a great way to take a look forward on that. So thank you for what you did. Anyone else?

Thank you, Jill. I read the report with great interest and I want to thank you as well. Guido, there is no name on this. So I actually had to approach Glenn and ask him if he actually wrote that. also uh well you have to you know you have to reprimand the author for god he's trying to be alexander hamilton under a pseudoname that's right he should get the credits this so um just call me simon for short sorry so i i was on the on the gpac for 2045 i want to admit that um and reading this i remember that we were talking Among us, we were the advisory committee. about jobs and bringing jobs to Marina. And I still can't see how this is going to happen. Most of the jobs here are in retail and hotel. Those are not high-paying jobs. I was really rooting for Joby, but that didn't happen, except for R&D, I assume. And I'm not sure how to do that. But I think this is really our number one priority for Marina, even before anything else, because otherwise it will stay a bedroom community. And right now it becomes not just a bedroom community, but also a retirement community for people who are selling their homes in the Bay Area and can afford nice homes that are being built and pushing out other people who can't stay. So that's all I have to say, but I really want to acknowledge this amazing job you did on that report. Thank you very much, Glenn.

And just to comment on that, so because Lane was so pro-economic development, the council just adopted or recommended we move forward with the habitat mitigation plan for the whole city. And a key tenet from Lane was let's preserve the airport for as much economic development as we can and then preserve the Sangilia and other species in other parts of the city. um so that is being carried forward and so that is going to be a main driver but to commissioner woodson's point you know that ucm best plan got adopted way before my time and there hasn't really been much going on at the airport so our new assistant city manager is really trying to push the needle forward in terms of really trying to get some activity out at the airport so but you want more details to come so

I'm going to say I'm just going to do this so I don't have an extra day. The only thing I would suggest, and this may be on the information side, it's not for the general plan, is I would like to make a suggestion that in the future when we have developments, I don't know if there's a size limit, but in future developments that, and maybe that's up to staff to figure out what that requirement is, but that we get offered an opportunity to do a site visit with any any new development or at least figure out what that what the minimum size is so that when we have residential or commercial developments that come in we don't get

of stuck looking at a drawing on a diagram absolutely yeah we can i want to throw that out to the commission we can uh when you know we've been fortunate well actually because a lot of state laws things are now being done at a staff level but the next time we have a big project we can absolutely arrange that to have the commission visit the property the weekend before a week before and probably have to get you a jacket or a shirt so people don't think you're trespassing on the properties but yeah we can certainly make that happen so

And I think that would be good for us so that we, because sometimes even for me with a civil engineering background, when I look at a site plan, it's hard to necessarily visualize all the complexity that goes on in a site plan at times. But then when you're standing out there, you say, oh, the building's right here and this is here's parking or this is where EV, this is whatever the components are that make it up. I think some of that phase three walkthrough that we did at the dunes three years ago was really a good exercise because over an hour and a half we got a chance, and some of you weren't here at the time, but that walkthrough really kind of put some of that scale and projective of what they were trying to do and where the centennial walkway was going to go and how the street plan was going to be laid out. And that would have been very hard to kind of visualize just looking at a site map of phase three for the dunes. So anyway, that was why I brought that up also.

We can make that happen.

All right. I am finished. I have. Wow. You gave me an opportunity.

Thank you, Vice Chair. And if you can, those additional comments outside the report, if you can provide to us, that would be great. I'll send it to you tomorrow.

Unless you really want them tonight.

No, that's fine. That's fine. Thank you, Vice Chair. As I've told you before, this was a, how did I phrase it? Months ago. But anyway.

This is a master class in English. analyzing the performance of the 20-year general plan that we finished and i'll be honest i would like there's a part of me that over the next year or so i actually would like to go back to this and work with some of the people who were here in 94 to 2010 especially and fill in some of the gaps because i think there are some things that i got wrong on the physical side um because some of the documents are so hard to find But we have people, and so I would, I'd like to continue this, because I think this is a good history of the city. That we don't have a good record of right now. It's a lot of times cities just oh, look, this building's here or even the military base or is this we actually don't talk about how we, how we developed ourselves as a city. And I think this is, I think this could be a really unique. not case study but just a unique dimension to the history of marina down the road so if you all want to help me with this down the road just let me know and then we can slowly work on this over the next year or so it's just kind of a sidebar project my wife goes to sing karaoke and we can just meet around doing city planning hey

Getting back to the agenda. See, there's one. Oh, whoa, I forgot. Commissioner Rana, you have the floor.

Thank you, Chad. I'd like to recall the comments, compliments, my fellow commissioners. I've said it's an excellent document. Very good job. In fact, in some of your conclusions, you have highlighted certain aspects which are not there in the earlier plan. So I have certain suggestions because this document is going to be read by a lot of people. And I'm sure they will take into consideration some of the issues that you've raised so if you can add if you find if you see the that it is worth that we need to have There were no short-term or long-term goals set for the earlier plan. And the whole plan was kind of written, and I don't know how many reviews were carried out, was it phased or not, but it should be. That all actions need to be in a phased manner. And at each phase, we must review as to what we achieved. And do we need to review the goals that we set over a period of time? Now, after 25 years, we are looking back into the other end as to what we started, where we are now. And we see that we've not met certain goals and some of the goals have been met partially. But if you had carried out the review in between, then we would have been on the plus side that, yes, we reviewed it, we changed it. we are looking into something different. And also, contingencies, economic shocks, or any other kind of situations will always come. And we should always be prepared for such contingencies. In your comments, I didn't see that. Like what? What happened in 2008, 2010 was we were not prepared for that. And some of the projects were just put off and we had to wait for the situations to eat. But at no stage in planning, we should stop the work. We should be ready with the contingency planning. And identifying core focus areas. to generate as many resources as possible so that we are always ready for whatever changes, reviews that we carry out. And finally, I think we discussed this. We need to identify approaches to attract the job creators, businesses. Marina because in some of our earlier discussions also we have talked about that we had an economic committee and they talk about this but we need to have a very comprehensive kind of approach to see that we really attract people who can create jobs. I mean, just saying that job creation is one of the goals that really does not help. Once again, it's an excellent job done. Thank you.

Maybe six more things.

No, no, it's a very valuable document. And in fact, now that we are in the process of preparing the next plan, if you have the background and see, because we always learn from the history, and if history is the existing plan and we are thinking ahead for the next generation, we should have this background in our mind as to where did we go wrong and what mistake we need to avoid. Thank you, Chair.

Thank you, Commissioner Arana. Okay. I'm going to move on to pretty much the last second informational item. Guido passed out earlier the fall of 2016.

planning commission calendar the next uh five or six meetings through the end of December yes I just wanted to walk the commission through so the next meeting we don't have anything scheduled we'll probably end up canceling that meeting that's the 24th Okay, so let me write this out. October 8th, that's the week of the APA conference. We likely will not have a meeting there, but I'll leave Tim as the one who helps manage the current planning side. So if we have a project, then we'll have a meeting. Okay. Not present. And then Commissioner Chang is traveling October 22nd. We had tentatively scheduled that. So when we so Tim through a lot of his efforts got the updated downtown and adopted. We bought that to you guys in May or June. We made some amendments. At the August 5th meeting that the council amended and updated the plan, they directed staff to basically, hey, we know it's going to take probably 20 years for the downtown to really take shape. What could we do to accelerate that process? So October 22nd, we're really hoping to have a full slate of commissioners. I know Commissioner Barron will be absent that day. We will have Commissioner Chang's address so he can participate. But if we lose a couple more commissioners at that meeting, we can't have that meeting. November 12th, Commissioner Barron also will be absent. That's fine. Commissioner Jacobson likely will not be there, so now we're down to five. That one is actually really important. There's a tree removal permit within Seahaven that we need to process and also a variance. And actually, you can't... Actually, let me write that down.

He's already on that.

Jacobson out and then St. John recused. So actually...

uh i think we've looked at the map but i will i'll double check for you amen right i was like 800 or something in here you're quite a few houses away

okay so now so if commissioner baron misses that meeting commissioner jacobson and commissioner st john now we're only down to four and which is a quorum which is quorum but then you'd have to have a four zero so if i lose i mean we we want to have as many

We want to have all the eligibles there who can vote because this is already going to be a, this is a pretty, this is a large tree removal from the tree committee. And it's got a, it's got a, because of that, they have a strong incentive because they're, they doubled the replacement help with that instead of two to four, two to one, they're replacing it four to one.

And then I'll have to verify if commissioner Simmons has to recuse himself. So I'll get back to you on that. Yeah, so that looks like, I mean, October 22nd is important, but if you're going to miss a meeting, November 12th is not the day to miss. And then December 10th, I always try to give the interns an opportunity to speak to commission like tonight, Hottie did. He's going to give a legislative update. Tim is working on a draft wireless ordinance. And then I'll be looking for the commission to tell me who wants to attend the PC Academy in February, March.

That's in Monterey, too.

PC Academy is usually in Orange County.

I'm pretty sure they brought it back up here. Oh, well, there you go. I'll have to double-check that. It's in Seaside at the Embassy Suites.

Okay, great.

I think. And so that's actually a question. Go on. Yeah.

So the reason why I'm laying this out is because of travel and everybody has the right to travel. That's fine. And then Commissioner Jacobson, his situation, and then with some recusals. So now we're getting into some quorum issues. So if you're going to be missing a meeting between now and December, please, please let me know. Because if one person doesn't show up, we might not be able to have quorum.

then it's kind of pointless to have a meeting so that that's the point of what i'm but yeah so uh commissioner what's in you wanted to say i was going to say um if the pc academy if it is here in denver streets i'm pretty sure it is um in march this year or next this year is since it isn't travel and it's local is it possible I don't know how they do local attendance for people who live there.

Well, if I don't have to fly you somewhere and I don't have to put you up in a hotel, potentially more commissioners could go.

Right. And I think.

Because I have a very, I have a limited planning commission or training budget. Right. So.

Because I did, I mean, I did get, I mean, being able to attend, it was the first time in years, and I finally actually was able to attend. But I think that it's a really great meeting and conference. I think there's a lot of great information there. And if it is local and there's not, and we can divide it out. I think another, the challenge, of course, is that they do all the meals integrated into the cost. And you can't do a you can't do a cost without the meals because they use the meals as bonding time network networking. That's it. It's called networking time, not bonding time. But I think on the, on the December 12th, I think December 24th is going to be canceled. I'm going to assume that you are not going to have a Christmas Eve,

No, no, no, no, no, no.

Okay. So the 10th would be the last one for us. And I would say that if people are here, we also, usually we use that as a recognition and we use it as a little Christmas party, even though I've now convinced my food every meeting. But I would like to suggest that we plan something internally for us just beforehand before the meeting. Let's recognize the fact that we've gone another year and celebrate our successes.

Sounds good. Because you're all my best friends. So, Chair, that concludes my presentation. And like I said, if the commissioners are going to miss something, please just let me know. And obviously, if you're volunteers and we don't want to impose on your travel and whatnot, but just let me know so I can plan accordingly.

If there's a meeting on the 24th and it has to be Guido. I can potentially. So here's my challenge on the 24th. I'm going to make a bad story short. That's the CPI or CMS, Medicare, Medicaid, annual picnic. I just happened to be there for a conference that I'm speaking at the day before. And they're like, oh, well, did you stick around on Thursday? So that's from 12 to 4, East Coast time.

Which day? I'm sorry. This is on the 24th of September. We're likely going to cancel that meeting.

So if it doesn't, there is the potential. six o'clock no it should be fine i'm like actually let me confirm with tim because he helps with the current plan um we don't have anything for in two weeks yeah so we'll definitely be canceling september 24th i mean i'd be able to because i think east coast time is three hours and by nine o'clock at night and it's i'm i can call in if i needed to but yeah i'll just point on it not no meaning you'll be getting a notice of cancellation probably for the next two meetings so

But yeah, that November 12th meeting, I'll have to verify if Simmons has to recuse himself and then probably ask Commissioner Jacobson. Apparently, he got a part-time job or something. Anyway, so I have to say, hey, can you come at least for that one meeting?

Yeah.

I'm sorry?

They have to be able to be present.

uh if the next one i'm going to discuss with please oh okay yeah i think the next one is the next meeting on that one would be isn't that thanksgiving that's that's thanksgiving it would be january is is sea haven willing to wait until no you know with developers time is money that would put two and a half months yeah that's separation i don't think that's fair

And I do want to, I really want to make that November 12th meeting because we asked them to have a community meeting, which they had last Monday, which the vice chair was at. They're taking it to tree committee. And because it is such a large volume of trees, I am having it come to commission. And so they're going above and beyond because I want that transparency and input. So I definitely want to try to make that November 12th meeting. Yeah.

does the tree removal permit have to go to city council no okay okay so after the 12 then it's but yeah potentially if the commission approves it and there's no appeals then yeah so okay because yeah i know that that piece of development has dragged on that was supposed to be like the second section developed. Right, right. It's really dragged on, I think, because of the Sandilia problem.

Yeah, it's not on the agenda, so we won't talk about it too much. But yes, there are some issues out there.

Right. So let's move back to the agenda and announcements and correspondence.

uh we got a letter from panetta's office today they did they blasted out to the whole region we got a 400 000 grant to upgrade parts of our runway at the airport so that's the only thing i could think of at the top of my head so good all right it is now 8 30 p.m and we're