Agenda packet — Angels Camp City Council, February 21, 2023

CITY HALL
CITY OF ANGELS PO Box 667, 200 Monte Verda St. Suite B, Angels Camp, CA 95222 P: (209) 736-2181 Home of the Jumping Frog • Angelscamp.gov

CITY OF ANGELS

CITY COUNCIL AGENDA
February 21, 2023
THIS MEETING WILL BE HELD AT ANGELS FIRE HOUSE, 1404 VALLECITO ROAD AND WILL BE OPEN TO PUBLIC.

In person public attendance will be available with limited seating. Seats are available on a first come, first served basis. Members of the public shall have the right to observe and offer public comment at the appropriate time. To view or participate in the meeting online, please use the following link:

Click here to join the meeting
Meeting ID: 261 133 961 797
Passcode: CL4r2B
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CITY COUNCIL appreciates your interest and encourages your participation. Regularly scheduled meeting are held the 1st and 3rd Tuesday of each month. The Agenda is divided into two sections:

CONSENT AGENDA: These matters include routine financial and administration actions and are usually approved by a single majority vote.

REGULAR AGENDA: These items include significant financial and administration actions of special interest, hearings and work sessions.

The numerical order of the items on this agenda is for convenience of reference. Items may be taken out of order upon request of the Mayor or Council Members. All questions shall be directed to the Mayor who, at his/her discretion, will refer to Staff.

Mayor Jennifer Herndon Vice Mayor Isabel Moncada Council Members Gretel Tiscornia, Alvin Broglio, Caroline Schirato
City Administrator Rebecca Callen City Attorney Doug White 5:00 p.m. REGULAR MEETING

1. ROLL CALL

2. ADJOURN TO CLOSED SESSION
A. Conference with Real Property Negotiators,
Property APN: 060-006-009
Agency Negotiator: Rebecca Callen, City Administrator

CITY HALL
CITY OF ANGELS PO Box 667, 200 Monte Verda St. Suite B, Angels Camp, CA 95222 P: (209) 736-2181 Home of the Jumping Frog • Angelscamp.gov
B. Conference with Legal Counsel – Anticipated Litigation Significant Exposure to Litigation Pursuant to Gov. Code 54956.9(d) One (1) Potential Case
6:00 p.m. REGULAR MEETING

1. ROLL CALL

2. PLEDGE OF ALLEGIANCE

3. REPORT OUT OF CLOSED SESSION
A. Conference with Real Property Negotiators,
Property APN: 060-006-009
Agency Negotiator: Rebecca Callen, City Administrator
B. Conference with Legal Counsel – Anticipated Litigation Significant Exposure to Litigation Pursuant to Gov. Code 54956.9(d) One (1) Potential Case

4. APPROVAL OF THE AGENDA AS POSTED (OR AMENDED)

5. PUBLIC COMMENT
The public may address the Council on any item of public interest not otherwise on the agenda that is within the jurisdiction of the city. No action may be taken. Matters to be addressed may be referred to City Staff or placed on a subsequent meeting Agenda. Speakers are limited to five minutes per person.

6. CONSENT AGENDA
A. Approve Draft Minutes of January 3, 2023 correction made to 8F, Rose Beristianos, City Clerk B. Approve Draft Minutes of January 17, 2023, Rose Beristianos, City Clerk C. Approve Draft Minutes of February 7, 2023, Rose Beristianos, City Clerk D. January Accounts Payable (AP) Check Report, Michelle Gonzalez, Finance Director E. Approve Resolution No. 23-22, LAIF Signatures, Rose Beristianos, City Clerk F. Approve Resolution No. 23-23, Awarding Contract to Avila’s Services for Landscape Maintenance for the Greenhorn Creek (GHC) LLD Areas and Tasks as Identified in the Scope of Work, Rebecca Callen, City Administrator
G. Approve Resolution No. 23-24, Renewal for Greenhorn Creek (GHC) LLD Engineers Report for 2023/24 through 2027/28 Between the City of Angels and Sci Consulting Group, Rebecca Callen, City Administrator

7. REGULAR AGENDA
A. Discussion Monthly Treasurer’s Report, Michelle Gonzalez, Finance Director B. Approve Resolution No. 23-25, UWPA Assistance Agreement Between the City of Angels and Utica Water and Power Authority, Rebecca Callen, City Administrator
C. Approve Resolution No. 23-17, Adopting the City of Angels Strategic Plan, Rebecca Callen, City Administrator

CITY HALL
CITY OF ANGELS PO Box 667, 200 Monte Verda St. Suite B, Angels Camp, CA 95222 P: (209) 736-2181 Home of the Jumping Frog • Angelscamp.gov

8. ADMINISTRATION REPORT

9. COUNCIL REPORT

10. CORRESPONDENCE
A. January 2023, News and Notes for the Month

11. CALENDAR

12. ADJOURNMENT
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Clerk at City Hall 209-736- 2181. Notification 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to the meeting (28 CFR 35.102-35.104 ADA Title II) Materials related to an item on this Agenda submitted to the City Council after distribution of the Agenda packet are available for public inspection at City Hall at 200 Monte Verda Street Ste. B, Angels Camp, CA 95222 during normal business hours. The Agenda is also available on line at www.angelscamp.gov.

CITY HALL
CITY OF ANGELS PO Box 667, 200 Monte Verda St. Suite B, Angels Camp, CA 95222 P: (209) 736-2181 Home of the Jumping Frog • Angelscamp.gov

DRAFT MINUTES

CITY OF ANGELS

CITY COUNCIL AGENDA
January 3, 2023
THIS MEETING WILL BE HELD AT ANGELS FIRE HOUSE, 1404 VALLECITO ROAD AND WILL BE OPEN TO PUBLIC. MASKS ARE RECOMMENDED FOR ATTENDEES.

In person public attendance will be available with limited seating. Seats are available on a first come, first served basis.

Members of the public shall have the right to observe and offer public comment at the appropriate time. To view or participate in the meeting online, please use the following link:

Join on your computer, mobile app or room device
Click here to join the meeting
Meeting ID: 266 878 692 667
Passcode: TPAkmd
Download Teams | Join on the web
Or call in (audio only)
+1 209-662-6903,,606232256# United States, Stockton
Phone Conference ID: 606 232 256#
CITY COUNCIL appreciates your interest and encourages your participation. Regularly scheduled meeting are held the 1st and 3rd Tuesday of each month. The Agenda is divided into two sections:

CONSENT AGENDA: These matters include routine financial and administration actions and are usually approved by a single majority vote.

REGULAR AGENDA: These items include significant financial and administration actions of special interest, hearings and work sessions.

Mayor (PRESENT) Alvin Broglio Vice Mayor (PRESENT) Jennifer Davis-Herndon Council Members Gretel Tiscornia,
(ALL PRESENT) Isabel Moncada,
Caroline Schirato
City Administrator (PRESENT) Rebecca Callen City Attorney (NOT NEEDED) Doug White 6A

CITY HALL
CITY OF ANGELS PO Box 667, 200 Monte Verda St. Suite B, Angels Camp, CA 95222 P: (209) 736-2181 Home of the Jumping Frog • Angelscamp.gov
5:00 p.m. CLOSED SESSION

1. ROLL CALL

2. ADJOURN TO CLOSED SESSION
A. Conference with Real Property Negotiators,
Property APN: 062-003-062
Agency Negotiator: Rebecca Callen, City Administrator
B. Conference with Legal Counsel – Anticipated Litigation Significant Exposure to Litigation Pursuant to Gov. Code, § 54956.9 (d):

One (1) Potential Case
6:00 p.m. REGULAR MEETING

1. ROLL CALL – ALL PRESENT NOTED ABOVE

2. PLEDGE OF ALLEGIANCE

3. REPORT OUT OF CLOSED SESSION
A. Conference with Real Property Negotiators,
Property APN: 062-003-062
Agency Negotiator: Rebecca Callen, City Administrator
B. Conference with Legal Counsel – Anticipated Litigation Significant Exposure to Litigation Pursuant to Gov. Code, § 54956.9(d):

One (1) Potential Case

DIRECTION GIVEN TO STAFF

4. APPROVAL OF THE AGENDA AS POSTED (OR AMENDED)
Rebecca Callen requested to amend the agenda to include the local emergency proclamation, roll call vote, all voted yesto add to the agenda, Motion made by Vice Mayor Herndon, seconded by Council Member Moncada and passed 5 yes

5. PUBLIC COMMENT - None

6. Local Emergency Proclamation, Rebecca Callen
Resolution No. 23-07, A Resolution of the City of Angels City Council Ratifying the City Administrator Proclamation of Existence of a Local Emergency
Public Comment: Asked where to get sand bags
ACTION: Motion to approve resolution No. 23-07 by Mayor Broglio, Seconded by Council Member Schirato and passed 5 yes.

CITY HALL
CITY OF ANGELS PO Box 667, 200 Monte Verda St. Suite B, Angels Camp, CA 95222 P: (209) 736-2181 Home of the Jumping Frog • Angelscamp.gov

7. CONSENT AGENDA
A. Adopt Resolution No. 23-01, Authorizing Remote Teleconference Meeting of the Legislative Bodies of the City of Angels Pursuant to Assembly Bill 361 and Brown Act Provisions, Rose Beristianos, City Clerk ACTION: Motion to approve the consent agenda by Council Member Moncada, seconded by Council Member Schirato and passed 5 yes

8. REGULAR AGENDA
A. Appointment of the City Council and/or Staff to Commissions and Mayoral and Vice Mayor Appointment, Rebecca Callen, City Administrator
ACTION: Motion to approve appointment as stated by Mayor Broglio, second by Vice Mayor Herndon and passed 5 yes:

Central Sierra Economic Development District Schirato/Tiscornia Council of Governments Moncada & Broglio / Schirato
Calaveras Public Power Agency Tiscornia / Schirato
IRWMA O’Flinn / Callen
LAFCO Herndon & Moncada / Broglio
Museum Foundation Schirato / Tiscornia
Solid Waste Task Force Schirato / Herndon
Utica Budget Committee Meeting Broglio
UWPA Board Broglio & Herndon / Tiscornia

ACTION: Motion to Appoint Vice Mayor Herndon as Mayor by Council Member Moncada, Vice Mayor Herndon Accepts and seconds the motion, and passed 5 yes. Motion to Appoint Council Member Moncada as the Vice Mayor by Council Member Moncada, seconded by Mayor Herndon, and passed 5 yes.

B. Discussion and Approval of Resolution No. 23-04, Banners Over State Route 49 in the City of Angels Historic District for 2023, Amy Augustine, City Planner
PUBLIC COMMENT:

V. Miteldi asked about the cost and who pays
ACTION: Motion to approve Resolution No. 23-01 by Council Member Broglio, seconded by Council Member Tiscornia, and passed 5 yes.

C. Discussion and Approval of Resolution No. 23-02, Amended Contract for the Funding of the Calaveras Visitors Bureau, Rebecca Callen, City Administrator
ACTION: Motion to approve Resolution No. 23-02 by Council Member Broglio and seconded by Council Member Schirato, and passed 5 yes.

D. Discussion and Direction on the Utica Park Projects and Approval of Resolution No. 23-06, the Contract Between City of Angels and San Joaquin Office of Education (DBA- Greater Valley Conservation Corps) In The Amount of $171,622 for Demo and Renovation on Utica Property, Rebecca Callen, City Administrator PUBLIC COMMENT:

CITY HALL
CITY OF ANGELS PO Box 667, 200 Monte Verda St. Suite B, Angels Camp, CA 95222 P: (209) 736-2181 Home of the Jumping Frog • Angelscamp.gov
Veronica Miteldi spoke about the stumps at the park
Brian asked how the new park is going to be maintained does not want it to get to disrepair ACTION: Motion to approve Resolution No. 23-06, approve the Contract Between City of Angel and San Joaquin Office of Ed. and allow staff to move forward with the two Request for Proposals for design and construction by Vice Mayor Moncada and seconded by Council Member Broglio, and passed 5 yes.

E. Discussion and Approval of the Fee Waiver for Grace Hills Conditional Use Permit, Rebecca Callen, City Administrator
Public Comment:

Pastor Dave Barboza spoke about cost and location, and what they offer Jonathan spoke about the location
Veronica Miteldi questioned the budget, spoke about the cost, spoke about what the church offers Bobby spoke about what the church offers
ACTION: Motion by Council Member Broglio to approve the waiver of $2156.84, failed for lack of a second.

Motion by Council Member Broglio to approve half of the waiver total of $1078.42, seconded by Council Member Tiscornia, poll vote Moncada/no, Schirato/no, Broglio/yes, Tiscornia/yes, Herndon/no.

Motion to ask Grace Hill to pay for 1/3 of the cost for a total of $733.00, the City to cover $1423.84 by Vice Mayor Moncada, seconded by Council Member Schirato, and passed 5 yes.

F. Discussion and Approval of the Police Officers Association Memorandum of Understanding and Approve Resolution 23-05
ACTION: Motion to approve Resolution No. 23-05 as written, by Council Member Tiscornia, seconded by Council Member Broglio, and passed 5 yes

9. ADMINISTRATION REPORT – City Administrator Rebecca Callen, Reported Out

10. COUNCIL REPORT – All reported out

11. CORRESPONDENCE
a. News and Notes the Week of November 21, 2022
b. News and Notes the Week of November 28, 2022

12. CALENDAR – Will update and come up with a different platform

13. ADJOURNMENT
ACTION: Motion to adjourn the meeting at 8:38PM by Council Member Broglio and seconded by Council Member Tiscornia, passed 5 yes.
__________________________
Jennifer Herndon, Mayor
____________________________
Rose Beristianos, City Clerk

CITY HALL
CITY OF ANGELS PO Box 667, 200 Monte Verda St. Suite B, Angels Camp, CA 95222 P: (209) 736-2181 Home of the Jumping Frog • Angelscamp.gov

DRAFT MINUTES CITY OF ANGELS

CITY COUNCIL AGENDA
January 17, 2023
THIS MEETING WILL BE HELD AT ANGELS FIRE HOUSE, 1404 VALLECITO ROAD AND WILL BE OPEN TO PUBLIC. MASKS ARE RECOMMENDED FOR ATTENDEES.

In person public attendance will be available with limited seating. Seats are available on a first come, first served basis.

Members of the public shall have the right to observe and offer public comment at the appropriate time. To view or participate in the meeting online, please use the following link:

Join on your computer, mobile app or room device
Click here to join the meeting
Meeting ID: 281 991 005 435
Passcode: DzFNDe
Download Teams | Join on the web
Or call in (audio only)
+1 209-662-6903,,730829390# United States, Stockton
Phone Conference ID: 730 829 390#
CITY COUNCIL appreciates your interest and encourages your participation. Regularly scheduled meeting are held the 1st and 3rd Tuesday of each month. The Agenda is divided into two sections:

CONSENT AGENDA: These matters include routine financial and administration actions and are usually approved by a single majority vote.

REGULAR AGENDA: These items include significant financial and administration actions of special interest, hearings and work sessions.

Mayor (PRESENT) Jennifer Herndon Vice Mayor (PRESENT) IsabeL Moncada Council Members (ALL PRESENT) Gretel Tiscornia, Alvin Broglio, Caroline Schirato
City Administrator (PRESENT) Rebecca Callen City Attorney (WAS NOT ASKED TO ATTEND) Doug White 6:00 p.m. REGULAR MEETING

1. ROLL CALL – NOTED ABOVE

2. PLEDGE OF ALLEGIANCE

3. APPROVAL OF THE AGENDA AS POSTED (OR AMENDED)
ACTION: MOTION TO APPROVE THE AGENDA BY COUNCIL MEMBER BROGLIO, SECONDED BY VICE MAYOR MONCADA, AND PASSED 5 YES
6B

CITY HALL
CITY OF ANGELS PO Box 667, 200 Monte Verda St. Suite B, Angels Camp, CA 95222 P: (209) 736-2181 Home of the Jumping Frog • Angelscamp.gov

4. PUBLIC COMMENT - NONE

5. CONSENT AGENDA
A. December 1, 2022, Draft Minutes, Rose Beristianos, City Clerk B. December 6, 2022, Draft Minutes, Rose Beristianos, City Clerk C. January 3, 2023, Draft Minutes, Rose Beristianos, City Clerk D. December 2022, Account Payable Check List, Michelle Gonzalez, Finance Director

ITEM C PULLED BY COUNCIL MEMBER SCHIRATO, CORRECTION NEEDED CLERK WILL BRING BACK TO

ANOTHER MEETING
ACTION: MOTION TO APPROVE A, B, D BY COUNCIL MEMBER BROGLIO, SECONDED BY COUNCIL MEMBER SCHIRATO, PASSED 5 YES

6. REGULAR AGENDA
A. Approve Resolution No. 23-08 Authorizing the Purchase of APN: 060-006-006 for the Utica Park Expansion and Authorizing the City Administrator to Sign, Authorize and Have Recorded All Relevant Documents and Agreements, Amy Augustine, City Planner
ACTION TO APPROVE RESOLUTION NO. 23-08 BY COUNCIL MEMBER BROGLIO, SECONDED BY VICE MAYOR MONCADA, PASSED 5 YES
B. Discussion and Approval of a Fee Waiver for the Volunteer Center of Calaveras Banner, Amy Augustine, City Planner
ACTION TO APPROVE FEE WAIVER OF $ 255.38 BY COUNCIL MEMBER BROGLIO, SECONDED BY COUNCIL MEMBER SCHIRATO, PASSED 5 YES
C. Overview of Brown Act Changes for 2023, Rebecca Callen, City Administrator DISCUSSION ONLY REGARDIN BROWN ACT CHANGES FOR 2023

7. ADMINISTRATION REPORT – CITY ADMINISTRATOR REBECCA CALLEN GAVE HER REPORT

8. COUNCIL REPORT – ALL REPORTED OUT

9. CORRESPONDENCE
A. December 2022 Consolidated Staff Report

10. CALENDAR - DISCUSSED

11. ADJOURNMENT
ACTION: MOTION TO ADJOURN THE MEETING AT 7:18PM BY
____________________
Jennifer Herndon, Mayor
________________________
Rose Beristianos, City Clerk

CITY HALL
CITY OF ANGELS PO Box 667, 200 Monte Verda St. Suite B, Angels Camp, CA 95222 P: (209) 736-2181 Home of the Jumping Frog • Angelscamp.gov

CITY OF ANGELS

CITY COUNCIL AGENDA
DRAFT MINUTES February 7, 2023
THIS MEETING WILL BE HELD AT ANGELS FIRE HOUSE, 1404 VALLECITO ROAD AND WILL BE OPEN TO PUBLIC.

In person public attendance will be available with limited seating. Seats are available on a first come, first served basis.

Members of the public shall have the right to observe and offer public comment at the appropriate time. To view or participate in the meeting online, please use the following link:

Join on your computer, mobile app or room device
Click here to join the meeting
Meeting ID: 277 927 000 975
Passcode: EmVT9b
Download Teams | Join on the web
Or call in (audio only)
+1 209-662-6903,,277932272# United States, Stockton
Phone Conference ID: 277 932 272#
Find a local number | Reset PIN
CITY COUNCIL appreciates your interest and encourages your participation. Regularly scheduled meeting are held the 1st and 3rd Tuesday of each month. The Agenda is divided into two sections:

CONSENT AGENDA: These matters include routine financial and administration actions and are usually approved by a single majority vote.

REGULAR AGENDA: These items include significant financial and administration actions of special interest, hearings and work sessions.

Mayor PRESENT Jennifer Herndon Vice Mayor PRESENT Isabel Moncada Council Members ALL PRESENT Gretel Tiscornia, Alvin Broglio, Caroline Schirato
City Administrator PRESENT Rebecca Callen City Attorney WAS NOT ASKED TO ATTEND Doug White 5:00 p.m. REGULAR MEETING

1. ROLL CALL

2. ADJOURN TO CLOSED SESSION
A. Conference involving a Joint Powers Agency Utica Water and Power Authority Discussion will concern: Contracting Requirements
6C

CITY HALL
CITY OF ANGELS PO Box 667, 200 Monte Verda St. Suite B, Angels Camp, CA 95222 P: (209) 736-2181 Home of the Jumping Frog • Angelscamp.gov
Local Agency Representative on Joint Powers Agency Board: City Council Member Alvin Broglio, Mayor Jennifer Herndon, UWPA General Manager Joel Metzger
6:00 p.m. REGULAR MEETING

1. ROLL CALL

2. PLEDGE OF ALLEGIANCE

3. REPORT OUT OF CLOSED SESSION
a. Conference involving a Joint Powers Agency Utica Water and Power Authority Discussion will concern: Contracting Requirements
Local Agency Representative on Joint Powers Agency Board: City Council Member Alvin Broglio, Mayor Jennifer Herndon, UWPA General Manager Joel Metzger

DIRECTION GIVEN TO STAFF

4. RECOGNITION AND ACKNOWLEDGEMENTS
A. Proclaim the week of February 13, 2023 through February 18th 2023 as Kindness Week in the City of Angels and Futher Deem the City as Random Acts of Kindness Zone THE MAYOR PROCLAIMED THE WEEK OF FEBRUARY 13 TO 18TH AS KINDNESS WEEK

5. APPROVAL OF THE AGENDA AS POSTED (OR AMENDED) – CITY ADMINISTRATOR ASKED TO PULL ITEM 8G AND

TABLE IT TO NEXT MEETING TO ALLOW TIME FOR THE PUBLIC TO REVIEW, MOTION TO APPROVE AGEND AS AMENDED BY COUNCIL MEMBER BROGLIO, SECONDED BY VICE MAYOR MONCADA, PASSED 5 YES

6. PUBLIC COMMENT - NONE

7. CONSENT AGENDA
A. Approve Resolution No. 23-10, Award Contract to Gold Electric for Maintenance and Repair of Lighting for the Greenhorn Creek LLD Areas as Identified in the Scope of Work, Rebecca Callen, City Administrator B. Calaveras Foothills Fire Safe Council Fire Prevention Grant Letter of Support, Rose Beristianos, City Clerk C. Approve Employee Election of State Disability Insurance Enrollment Form DE1378, Approve Corresponding sideletters and resolutions Angels camp Fire Fighters Association Side Letter and Resolution No. 23- 11, Form DE1378 Employment Development Department and Resolution No. 23-18 Elected Coverage Angels Camp Police Officers Association Form DE1378 Employment Development Department and Resolution No. 23-12 Elected Coverage City of Angels Employee Association Side Letter, Resolution No. 23-19, and Form DE1378 Employment Development Department and Resolution No. 23-13 Elected Coverage City of Angels Exempt Employees Side Letter, Resolution No. 23-20, and Form DE1378 Employment Development Department and Resolution No. 23-14 Elected Coverage, Rebecca Callen, City Administrator

MOTION TO APPROVE THE CONSENT AGENDA BY COUNCIL MEMBER SCHIRATO, SECONDED BY COUNCIL MEMBER BROGLIO, AND PASSED 5 YES

8. REGULAR AGENDA
A. Approve Resolution No. 23-09, Awarding Contract(s) and Authorizing the City Administrator to Execute said Contract(s) for Designing and Constructing the Utica Park Playground, Amy Augustine, City Planner

CITY HALL
CITY OF ANGELS PO Box 667, 200 Monte Verda St. Suite B, Angels Camp, CA 95222 P: (209) 736-2181 Home of the Jumping Frog • Angelscamp.gov
MOTION TO APPROVE RESOLUTION NO. 23-09 BY COUNCIL MEMBER BROGLIO, SECONDED BY COUNCIL MEMBER TISCORNIA, PASSED 5 YES
B. Accept a Briefing of Individual Assistance that is Now Available to Our Residents and Businesses, Rebecca Callen, City Administrator – DISCUSSION ONLY
C. Approve Resolution No. 23-15 and Approval of Rolleri Contruction Contract for the Police Range Project, Scott Ellis, Chief of Police
MOTION TO APPROVE RESOLUTION NO. 23-15 BY COUNCIL MEMBER SCHIRATO, SECONDED BY VICE MAYOR MONCADA, PASSED 5 YES
D. Approve Resolution No. 23-16, Awarding Contract to Sutton Enterprise for the Demolition, Removal and Replacement of Damaged Concrete Sidewalks in an Amount Not to Exceed $36,500, Rebecca Callen, City Administrator
MOTION TO APPROVE RESOLUTION NO. 23-16 BY COUNCIL MEMBER BROGLIO, SECONDED BY MAYOR HERNDON, PASSED 5 YES
E. Appoint a Council Member and Alternate to sit on the All-Hazards Subcommittee, Rebecca Callen, City Administrator

MOTION TO APPOINT COUNCIL MEMBER TISCORNIA ON THE ALL-HAZARDS SUBCOMMITTEE BY VICE MAYOR MONCADA, SECONDED BY COUNCIL MEMBER BROGLIO, PASSED 5 YES F. Discussion and Direction on Council Calendar for the Month of July and November 2023, Rose Beristianos, City Clerk
MOTION TO CANCEL JULY 4, AND NOVEMBER 21, 2023 COUNCIL MEETINGS BY COUNCIL MEMBER SCHIRATO, SECONDED BY COUNCIL MEMBER TISCORNIA, PASSED 5 YES G. Approve Resolution No. 23-17, Adopting the City of Angels Strategic Plan, Rebecca Callen, City Administrator – PULLED AND TABLED TO FEBRUARY 21, 2023 MEETING
H. Discussion regarding Mid Year 2023 Budget and Approval of Resolution No. 23-21 for Budget Adjustments Requiring City Council Approval, Rebecca Callen, City Administrator DISCUSSION, MOTION TO APPROVE RESOLUTION NO. 23-21 BY COUNCIL MEMBER BROGLIO, SECONDED BY COUNCIL MEMBER SCHIRATO, PASSED 4 YES, 1 NO
MAYOR HERNDON, ANNOUNCED SHE HAD A FAMILY EMERGENCY AND LEFT THE MEETING AT 7:48PM

VICE MAYOR MONCADA RESUMED THE MEETING

7. ADMINISTRATION REPORT – CITY ADMINISTRATOR REBECCA CALLEN GAVE HER REPORT

8. COUNCIL REPORT – ALL REPORTED OUT

9. CORRESPONDENCE - NONE

10. CALENDAR - DISCUSSED

11. ADJOURNMENT
MOTION TO ADJOURN THE MEETING AT 7:58PM BY COUNCIL MEMBER BROGLIO, SECONDED BY COUNCIL MEMBER TISCORNIA, PASSED 4 YES, 1 ABSENT
_____________________
_______________________ Jennifer Herndon, Mayor
Rose Beristianos, City Clerk

CITY HALL
CITY OF ANGELS PO Box 667, 200 Monte Verda St. Suite B, Angels Camp, CA 95222 P: (209) 736-2181 Home of the Jumping Frog · Angelscamp.gov
MEETING DATE: February 21, 2023
TO: City Council
FROM: Michelle Gonzalez, Finance Director
RE: Monthly AP Checks Issued

BACKGROUND
At the March 1, 2022, Council meeting the City Administrator mentioned that staff would be providing a report that shows which checks were issued for the previous month at the second Council meeting.

DISCUSSION
Staff is providing Council with the report that shows all the checks that were issued for the month of January 2023.

FISCAL IMPACT
No fiscal impact

ATTACHMENTS

1. Accounts Payable Checks January
6D
Accounts Payable
Checks
User: mgonzalez
Printed: 2/15/2023 5:26:01 PM
Check Vendor Vendor Name
0 ANG06 Angels Camp Police Officer's Association
0 NEX00 NEXUS TECHNOLOGIES
0 CON03 CONETH SOLUTIONS, INC.
13023 PIN03 Pinnacle Public Finance, Inc.
90315 STA04 , STATE WATER RESOURCES CONTROL BOAJ
90316 SWR0I State Water Resources Control Board
90317 AVI0I Hulises Ramon Avila
90318 AXO02 Axon Enterprise, Inc.
90319 BAR04 Barton Overhead Door
90320 BENO! John Benoit
90321 CALO! Calaveras Customs
90322 CAL06 Calaveras Lumber Co., Inc.
90323 MAR00 MARTIN MARIETTA MATERIALS
90324 CAL62 California Building Standards Commission
90325 CIT25 Citygate Associates, LLC
90326 CSG0I CSG Consultants, Inc.
90327 DEP04 Dept. of Conservation
90328 NEW00 NEW FRONTIER AUTO SUPPLY
90329 GOV00 Govlnvest Inc.
90330 GUA0I Guardian Public Safety Background Investigations 90331 HOL00 Holt of California
90332 HUN0I Hunt & Sons, Inc.
90333 LNC0I L.N. Curtis & Sons
90334 NASO! Nash Service Inc.
90335 NOC00 No Contract Pest Control, Inc.
90336 PAC03 Pace Supply Corp.
90337 REE02 George Reed Inc.
90338 SCO02 Scott's Distributing
90339 STA04 , STATE WATER RESOURCES CONTROL BOAJ
90340 TOP0I Top Dog Police K9 Training & Consulting
90341 USA0I USABlueBook
90342 VAL0I Valic
90343 WHI00 White Brenner, LLP
Accounts Payable - Checks (2/ 15/2023)
CheckD Void Commi Description Amount Reconci ClearDa
1/24/2023 False True POLICE OFFICER ASSOCIATION DUES JAN. DEDUCTIONS $1,717.20 False 1/30/2023 False True Barracuda Software July 2022-June 2023 $3,834.01 False 1/30/2023 False True Network security/fuewall $9,547.79 False 1/31/2023 False True 2017 Refinancing Loan Agreement $163,596.3 False 1/4/2023 False True Water system annual fees for system #0510003 $14,290.48 False 1/4/2023 False True Grade D2 Exam- Quentin Carter $65.00 False 1/6/2023 False True LLD Landscape Maintenance for the month of December '22 $10,964.00 False 1/6/2023 False True Year 4 - evidence storage- PD $2,564.60 False 1/6/2023 False True ANGELS CITY FIRE $264.17 False
1/6/2023 False True Staff services for October 2022 $17,121.50 False 1/6/2023 False True Repair & modify monument sign @Selkirk $3,374.70 False 1/6/2023 False True DR SWP EXV BRZ 36" $237.11 False
1/6/2023 False True CLASS 2 AGG BASE/ ENVIRONMENTAL FEE $802.61 False 1/6/2023 False True 4th quarter '22 $326.70 False
1/6/2023 False True Phase II Strategic Plan $5,970.08 False 1/6/2023 False True Services through 11/25/22 $4,435.00 False 1/6/2023 False True 4th Quarter '22- Admin fee $2,225.47 False 1/6/2023 False True ANTIFREEZE $29.07 False
1/6/2023 False True Software and valuations $12,500.00 False 1/6/2023 False True BACKGROUND INSPECTION $500.00 False 1/6/2023 False True HOSE/ MISC CHARGES $464.75 False
1/6/2023 False True 460 GAL UNLEADED, 128 GAL DIESEL $8,489.09 False 1/6/2023 False True WORKRITE CUSTOM $203.55 False
1/6/2023 False True TIRE ACCESSORIES $129.09 False
1/6/2023 False True GENERAL PEST CONTROL SERVICE $98.00 False 1/6/2023 False True Curb stop with handle $902.50 False 1/6/2023 False True CUTBACK 3/8 / HANDING FEE/ ASPHALT ENERGY SURCHAR1 $431.37 False 1/6/2023 False True BATHROOM SUPPLIES FD $203.37 False
1/6/2023 False True Return of unused funds for Application ID 442879 $79,045.83 False 1/6/2023 False True Monthly training for Jodi McDearmid & Chief Ellis $350.00 False 1/6/2023 False True BOTTOM SECTION WI CHECK VALVE FOR COREPRO $76.85 False 1/6/2023 False True PR Batch 00014.01.2023 Deferred Comp $1 ,430.00 False 1/6/2023 False True For professional services through 11/30/22 $6,255.40 False Page I of3
Check Vendor Vendor Name CheckD Void Commi Description Amount Reconci ClearDa 90349 AME05 American Fidelity Assurance Co. 1/24/2023 False True AMERJCAN FIDELITY $1,258.31 False 90350 ANG03 Angels Sheet Metal, Inc. 1/24/2023 False True Furnace not working, installed new relay control board and clow $1,021.47 False 90351 ANG04 Angels Food Market 1/24/2023 False True GROCERJES-CO $42.78 False 90352 ARA00 Aramark 1/24/2023 False True Uniform service for WW /WT I 0/17 /22 $582.46 False 90353 ARA0I ARAMARK 1/24/2023 False True Uniform service for PW December 2022 $598.96 False 90354 ATT02 AT&T Mobility 1/24/2023 False True WIRELESS/ON-CALL OCTOBER 2022 - DECEMBER 2022 $532.35 False 90355 ATT05 AT&T 1/24/2023 False True 209 736-9471 579 2- SP 9/4/22-2/3/23 $8,950.72 False 90356 BAR04 Barton Overhead Door 1/24/2023 True True LABOR/HINGE $264.17 False 90357 BLA03 Black Water Consulting Engineers, Inc. 1/24/2023 False True MEETING PREP-COA $9,826.94 False 90358 CAL0l Calaveras Customs 1/24/2023 False True VEHICLE MAGNET GRAPHICS-NATE $93.74 False 90359 CAL06 Calaveras Lumber Co., Inc. 1/24/2023 False True GRDN HOSE/ RUBBER HOSE/ STAKES $1 ,080.54 False 90360 DEP07 Department of Justice 1/24/2023 False True finger print apps. $93.00 False 90361 EMP02 Employee Relations, Inc. 1/24/2023 False True CR1MINAL COURT/ACCESS FEE/ CRJMINAL SEARCH/ ID REP« $113.15 False 90362 NEW00 NEW FRONTIER AUTO SUPPLY 1/24/2023 False True SHOP TOWELS/ DISPO GLOVES $438.27 False 90363 FRO04 Froggy's Auto Wash & Lube 1/24/2023 False True DODGE DAKOTA $61.04 False 90364 GATOS Gateway Press 1/24/2023 False True DOUBLE STICK TAPE $117.02 False 90365 HAC0I Hach Company 1/24/2023 False True KIT,DOOR ASSY, BASIC FRONT, SC200 REPLACEMENT $255.32 False 90366 HAR0I The Hartford 1/24/2023 False True Life&AD/D $1,380.39 False 90367 MID04 Mid America Administrative & Retirement Solutim 1/24/2023 True True RETIREE CONTRIBUTION DETAIL $7,387.38 False 90368 MIS00 MISCOwater 1/24/2023 False True Brine pump for onsite generation unit $4,585.61 False 90369 NAS0l Nash Service Inc. 1/24/2023 False True FLAT REPAIR $30.00 False 90370 OPE00 Operating Engineers Local Union No. 3 1/24/2023 False True ANGELS CAMP FIRE ASSN. $1,481.00 False 90371 ORE00 O'Reilly Automotive, Inc. 1/24/2023 False True BLUEDEFX2 $32.30 False 90372 PEF0I PEFFER'S TREE SERVICER, LLC 1/24/2023 False True Winter Storm 2022/Grounds Maint $3,200.00 False 90373 QUI02 Quill Corporation 1/24/2023 False True CALENDAR PLANNERS $347.73 False 90374 SCO02 Scott's Distributing 1/24/2023 False True COFFEE/ DISH SOAP/ FUEL SURCHARGE $80.78 False 90375 SOU0l Josh Soulier 1/24/2023 False True pAY PERJOD 12/4-12/17 $200.00 False 90376 SUN0l Sun Life Financial 1/24/2023 False True Sun life insurance $2,300.56 False 90377 TUR00 Turners Wild West 1/24/2023 False True WINGSHOOTER $210.11 False 90378 UB*0034 LEONARD, CINDI 1/24/2023 False True Refund Check 009928-000, 557 LEE LN $187.81 False 90379 USA0l USABlueBook 1/24/2023 False True CHAMBER BELT $2,652.25 False 90380 VAL0l Valic 1/24/2023 False True deferred comp. remittance $1 ,380.00 False 90381 VIS0l Vision Service Plan - (CA) 1/24/2023 False True VISION CARE FEB 2023 $793.58 False 90382 WEB00 Roark Weber, P.E. 1/24/2023 False True CITY PROJECTS $1 ,217.75 False 90383 ALP0l Alpha Analytical Laboratories, Inc. 1/30/2023 False True Driking water testing- November 2022 $5,676.00 False 90384 ANG13 Angels Sewer and Drain Inc. 1/30/2023 False True Water heater and labor to install at City Hall $1 ,550.00 False 90385 CAL06 Calaveras Lumber Co., Inc. 1/30/2023 False True SPRAYMASTER $142.39 False 90386 CAL09 Calaveras County - Chamber of Commerce 1/30/2023 False True LEADERSHIP CALAVERAS (S. ELLIS) $650.00 False 90387 CAL53 Calaveras County Sheriffs Office 1/30/2023 False True DISPATCH SERVICES CONTRACT FOR 2ND QTR $47,128.45 False 90388 CAM0I Campora Propane Service 1/30/2023 False True Propane refill- Springhouse #1 $469.93 False 90389 CSG0l CSG Consultants, Inc. 1/30/2023 False True Building ins/building official/code enfor services thru Oct '22 $14,730.00 False 90390 DAN0l Daniel Tallent 1/30/2023 False True General Fund/Downtown Beautification/Non-Labor Costs $400.00 False 90391 DAT00 DataProse LLC 1/30/2023 False True NOV. BILLING $1,256.07 False Accounts Payable - Checks (2/ 15/2023) Page 2 of3
Check Vendor Vendor Name CheckD Void Commi Description Amount Reconci ClearDa 90392 DEW00 Dewberry Engineers Inc. 1/30/2023 False True Transportation Projects/CMAQ Trail CML-5206(016) NL/Non-Labor $10,818.57 False 90393 ELD00 El Dorado Septic Service, Inc. 1/30/2023 False True PORTABLE TOILET RENTAL $242.44 False 90394 HEL00 Helix Laboratories, Inc. 1/30/2023 False True MINIMIZER LIQUID/PUMP/BOX $1 ,208.31 False 90395 HOL00 Holt of California 1/30/2023 False True Hydraulic filler tube for backhoe $696.59 False 90396 L&L0I Laurie Boire 1/30/2023 False True cleaning-PD DEC $190.00 False 90397 LEW0I Daniel Lewis- Petty Cash 1/30/2023 False True Petty Cash Fund- Approved by Finace Officer $500.00 False 90398 MOU02 Mountain Oasis Purified Water 1/30/2023 False True ANGELS CAMP WWTP $40.50 False 90399 MUNOS Municipal Asset Management, Inc. 1/30/2023 False True Interest Payment $604.69 False 90400 NOC00 No Contract Pest Control, Inc. 1/30/2023 False True PEST CONTROL SERVICE $196.00 False 90401 NOR03 Northstar Chemical 1/30/2023 False True SODIUM HYDROXIDE $7,944.41 False 90402 ORE00 O'Reilly Automotive, Inc. 1/30/2023 False True SHIFT TUBE $124.05 False 90403 PAC03 Pace Supply Corp. 1/30/2023 False True 2 8" water main repair couplings $806.88 False 90404 QU102 Quill Corporation 1/30/2023 False True ENVELOPES $146.50 False 90405 SCO02 Scott's Distributing 1/30/2023 False True TOILET PAPER $75.40 False 90406 SPR01 Springbrook Holding Company LLC 1/30/2023 False True CIVIC PAY TRANS. FEE $1 ,872.25 False 90407 UPA01 Utica Water & Power Authority 1/30/2023 False True THIRD QUARTER WATER AGREEMENT $122,500.01 False 90408 USB03 U.S. Bank Equipment Finance 1/30/2023 False True 12/20/22 - 1/20/23 SERVICE PERIOD FOR CANON IR C5735I $638.60 False 90409 WHI00 White Brenner, LLP 1/30/2023 False True Professional services thru 12/31 /22-Mediation $8,069.80 False 90410 MOB01 MOBILE HOMES PLUS INC 1/31/2023 False True Winter Storm 2022/Consultant $250.00 False 1092301 COGIRS Internal Revenue Service 1/9/2023 False True PAY PERIOD 1/1 RO 1/14/23 $30,083.14 False 1152301 bas08 BASIC Pacific 1/15/2023 False True MONTHLY FEE COBRA ADMIN. $46.00 False 1202301 PER04 CalPERS Financial Reporting & Accounting Servic 1/20/2023 False True PAY PERIOD 1/1 RO 1/14/23 $18,646.87 False 1202303 EDD0I Employment Development Dept. 1/20/2023 False True PAY PERIOD 1/1 RO 1/14/23 $4,790.41 False 120230~ STA21 Stanislaus County Department of Child Support 1/20/2023 False True PD 1/20/23 GARNISHMENT $440.00 False Accounts Payable - Checks (2/ 15/2023) Page 3 of3

CITY HALL
CITY OF ANGELS PO Box 667, 200 Monte Verda St. Suite B, Angels Camp, CA 95222 P: (209) 736-2181 Home of the Jumping Frog • Angelscamp.gov
DATE: February 21, 2023
TO: City Council
FROM: Rose Beristianos, City Clerk
RE: Signature Authorizations for Local Agency Investment Fund (LAIF) Account

BACKGROUND
Current signature authorizations are Rebecca Callen and Rose Beristianos

DISCUSSION
When Michelle Gonzalez was hired as the Finance Director, I neglected to add her to the LAIF account. In order for staff to request account access for Michelle, LAIF requires that Council to adopt a resolution.

The recommendation is to have management staff listed as authorized users/signatures.

Staff recommends Council adopt Resolution No. 23-22

FISCAL IMPACT
No fiscal impact
6E

CITY OF ANGELS

CITY COUNCIL
RESOLUTION NO. 23-22

AUTHORIZED SIGNATURES FOR THE CITY OF ANGELS LOCAL

AGENCY INVESTMENT FUND (LAIF) ACCOUNT
WHEREAS, The City of Angels invests in the Local Agency Investment Fund (LAIF).

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Angels that the following are authorized to sign to request transactions and information.

Rebecca Callen, City Administrator: _____________________________________ Michelle Gonzalez, Finance Director _____________________________________ Rose Beristianos, Administrative Services Office _____________________________________

PASSED AND ADOPTED AT A REGULAR MEETING OF THE CITY COUNCIL OF THE CITY OF ANGELS CAMP ON THIS 21st DAY OF FEBRUARY 2023, BY THE FOLLOWING VOTE:

AYES:

NOES:

ABSTAIN:

ABSENT:
________________________________
Jennifer Herndon, Mayor
ATTEST:
___________________________
Rose Beristianos, City Clerk

CITY HALL
CITY OF ANGELS PO Box 667, 200 Monte Verda St. Suite B, Angels Camp, CA 95222 P: (209) 736-2181 Home of the Jumping Frog - Angelscamp.gov
DATE: February 7, 2023
TO: City Council
FROM: Rebecca Callen, City Administrator
RE: AWARD CONTRACT TO AVILA’S SERVICES FOR LANDSCAPE MAINTENANCE FOR THE GREENHORN CREEK LLD AREAS AND TASKS AS IDENTIFIED IN THE SCOPE OF WORK.

RECOMMENDATION
Award the landscape maintenance contract to Avila’s Services.

BACKGROUND
The City of Angels released an RFP for Landscape Maintenance. The submissions were reviewed, and Avila’s Service is the winning bid.

DISCUSSION
The Greenhorn Creek LLD has a wide array of landscape services needed that encompasses regular and routine maintenance. This contract is limited to those tasks.

The City uses the annual Engineer’s Report to determine the charges that will be placed on each parcel to fund those projects and maintenance as laid out in the Prop 218 Hearings.

There was a total of three responses to the RFP. Of those, two were responsive. • Avila’s Services $10,333 per month
• Evan Tischofer charges were time, materials, and travel

FINANCIAL IMPACT
All costs are incorporated in the GHC LLD budget.

ATTACHMENTS
City of Angels and Avila’s Services Contract
Resolution 23-23
6F
1 This Agreement is made and entered into as of the 21st day of February by and between the CITY OF ANGELS, a municipal corporation ("City") and Avila’s Services, (“Contractor").

RECITALS:

A. Contractor is specially trained, experienced, and competent to perform the special services which will be required by this Agreement; and
B. Contractor possesses the skill, experience, ability, background, certification, and knowledge to provide the services described in this Agreement on the terms and conditions described herein.

C. City desires to retain Contractor to render professional services as set forth in this Agreement.

AGREEMENT

1. Scope of Services. The Contractor shall furnish the following services in a professional manner:

Contractor shall perform the routine maintenance services described on Exhibit A which is attached hereto and incorporated herein by reference. Contractor shall provide said services at the time, place, and in the manner specified in Exhibit A, subject to the direction of the Greenhorn Creek Owners LLD Committee, “Committee”.

2. Time of Performance. The services of Contractor are to commence upon execution of this Agreement and shall continue for a period of three years, with annual performance conditions.

3. Compensation. Compensation for routine maintenance services to be paid to the Contractor shall be $10,333.00 per month for fiscal 2022-2023, with justification of service accomplished. Annual compensation adjustments will be based on the Northern California (San Francisco – Oakland – Hayward) Consumer Price Index (CPI) – All Urban Consumers from December to December of each year. Maximum annual adjustment not to exceed three percent (3%). Payment by the City under this Agreement shall not be deemed a waiver of defects, even if such defects were known to the City at the time of payment.

4. Method of Payment. Contractor shall submit monthly billings to the Committee and the City describing the work performed during the preceding month. Contractor's bills shall include a description of the services performed and a description of any reimbursable expenditures. City shall pay the Contractor no later than 30 days after approval of the monthly invoice by City staff.

5. Unanticipated Maintenance Work. At any time during the term of this Agreement, the Committee Maintenance Manager may request that Contractor perform Unanticipated Maintenance Work due to third-party negligence/vandalism, Acts of God or other impacts to the routine maintenance areas which are determined by the Committee and the City to be necessary for the proper maintenance of the Greenhorn Creek Landscaping and Lighting District, these will be negotiated if and when required. The contractor is not required to submit quotes for this work but may do so at his discretion. The contractor shall not perform, nor be compensated for, Unanticipated Maintenance Work without written authorization from the Committee Maintenance Manager, and if the current Engineer’s Report Landscaping budget limit were to be affected, the City. Maintenance Services provided by third party subcontract entities if developed by the contractor and approved by the Maintenance Manager shall be based on actual cost of labor plus cost of materials plus ten percent (10%) markup if developed on labor and materials.

The City and /or the Maintenance Manger are free to pursue and engage third party contractors as required to complete Unanticipated Maintenance Work.
2 6. Change Orders. The Contractor can submit change order requests for tasks he notices that need to be performed or which the Committee or the City have requested be performed that are outside of the scope of this contract.

The Committee will evaluate the merit of these change orders and respond accordingly. If approved by all parties, these changes shall be implemented satisfactorily, and the Contractor reimbursed.

7. Termination. This Agreement may be terminated by the City immediately for cause or by either party without cause upon thirty days’ written notice of termination. Upon termination, Contractor shall be entitled to compensation for services performed up to the effective date of termination.

8. Ownership of Documents. All plans, studies, documents, reports, and other writings prepared by and for Contractor, its officers, employees and agents and subcontractors while implementing this Agreement, except working notes and internal documents, shall become the property of the City upon payment to Contractor for such work, and the City shall have the sole right to use such materials in its discretion without further compensation to Contractor or to any other party. Contractor shall, at Contractor's expense, provide such reports, plans, studies, documents and other writings to the Committee and the City upon written request by the Committee and/or the City. The contractor shall not be responsible for any unauthorized modification or use of such information for other than its intended purpose.

9. Contractor's Books and Records.

Contractor shall maintain records of expenditures including materials supporting invoices which shall be available for inspection upon written request by the City or its representative for the duration of the contract.

10. Independent Contractor. It is understood that Contractor, in the performance of the work and services agreed to be performed, shall act as and be an independent contractor and shall not act as an agent or employee of the City. Contractor shall obtain no rights to retirement benefits or other benefits which accrue to City's employees, and Contractor hereby expressly waives any claim it may have to any such rights.

11. Facilities and Equipment: Except as set forth herein, contractor shall, at his sole expense, provide all facilities, equipment and incidentals that may be necessary to perform the services require by this agreement.

12. Professional Ability of Contractor. City has relied upon the professional training and ability of Contractor to perform the services hereunder as a material inducement to enter into this Agreement. Contractor shall therefore provide properly skilled professional and technical personnel to perform all services under this Agreement. All work performed by Contractor under this Agreement shall be in accordance with applicable legal requirements and shall meet the standard of quality ordinarily to be expected of competent professionals in the Contractor’s field of expertise.

13. Compliance with Laws. Contractor shall use the standard of care in its profession to comply with all applicable federal, state, and local laws, codes, ordinances, and regulations.

14. Licenses. Contractor represents and warrants to City that it has all licenses, permits, qualifications, insurance, and approvals of whatsoever nature which are legally required of Contractor to practice its profession.

Contractor represents and warrants to City that Contractor shall, at its sole cost and expense, keep in effect or always obtain during the term of this Agreement, any licenses, permits, insurance and approvals which are legally required of Contractor to practice its profession.

15. Indemnity. Contractor shall indemnify and hold harmless City, its elected and appointed officials, officers, employees, and volunteers (collectively, “City”) from losses, costs, liabilities and expenses for any damage, injury or death (collectively, “Liability”) arising directly or indirectly from or connected with the services provided 3 under this Agreement to the extent that such Liability is caused by the negligence or willful misconduct of Contractor, its officers, employees, agents, contractors, subcontractors, Contractors, or any person under its direction or control and shall make good to and reimburse the City for any expenditures, including reasonable attorneys’ fees City may incur by reason of such matters. Contractor’s obligations under this Section shall exist regardless of concurrent negligence or willful misconduct on the part of the City or any other person; provided, however, that Contractor shall not be required to indemnify the City for the proportion of Liability a court determines is attributable to the negligence or willful misconduct of City. City acknowledges that this indemnity does not require the Contractor to provide an up-front legal defense to the City. This indemnification clause shall survive the termination or expiration of this Agreement.

Contractor further agrees to provide, at Contractor’s expense, reasonable assistance to the City in responding to third party claims to the extent such claims implicate the quality of the Contractor’s performance under this Agreement, which assistance shall include selection, management, and compensation of expert witnesses as necessary to substantiate or defend the quality of the Contractor’s performance under this Agreement, as well as making Contractor’s employees and project work product available as reasonably necessary to assist in the defense of such claims. This shall not preclude the City from recovering its reasonable attorneys’ fees and defense costs in responding to third party claims to the extent such claims are found to have been caused by the Contractor’s negligence or willful misconduct.

16. Insurance Requirements.
a. Commercial General Liability
i. Vendor shall maintain commercial general liability insurance with coverage at least as broad as Insurance Services Office form CG 00 01, in an amount not less than two million dollars ($2,000,000) per occurrence for bodily injury, personal injury, and property damage, including without limitation, blanket contractual liability. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit. Vendor’s general liability policies shall be primary and shall not seek contribution from the City’s coverage and be endorsed using Insurance Services Office form CG 20 10 (or equivalent) to provide that City and its officers, officials, employees, and agents shall be additional insureds under such policies. For construction projects, an endorsement providing completed operations coverage for the additional insured, ISO form CG 20 37 (or equivalent), is also required.
ii. Any failure to comply with reporting provisions of the policies by Vendor shall not affect coverage provided the City.
iii. Coverage shall state that Vendor insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer’s liability. iv. Coverage shall contain a waiver of subrogation in favor of the City. b. Business Automobile Liability
i. Contractor shall provide auto liability coverage for owned, non-owned, and hired autos using ISO Business Auto Coverage form CA 00 01 (or equivalent) with a limit of no less than two million dollars ($2,000,000) per accident.
c. Workers’ Compensation and Employers’ Liability
ii. Contractor shall maintain Workers’ Compensation Insurance and Employer’s Liability Insurance with limits of at least one million dollars ($1,000,000). Vendor shall submit to City, along with the certificate of insurance, a waiver of subrogation endorsement in favor of City, its officers, agents, employees, and volunteers.
4 d. All Coverages
i. Each insurance policy required by the agreement shall be endorsed to state that coverage shall not be suspended, voided, cancelled, or reduced in limits except after thirty (30) days' prior written notice has been given to the City, except that ten (10) days’ prior written notice shall apply in the event of cancellation for nonpayment of premium.
ii. All self-insurance, self-insured retentions, and deductibles must be declared and approved by the City. iii. Evidence of Insurance - Prior to commencement of work, the Vendor shall furnish the Committee and the City with certificates, additional insured endorsements, and waivers of subrogation evidencing compliance with the insurance requirements above. The Vendor must agree to provide complete, certified copies of all required insurance policies if requested by the City.
iv. Acceptability of Insurers - Insurance shall be placed with insurers admitted in the State of California and with an AM Best rating of A- VII or higher.

17. Notices. Any notice required to be given under this Agreement shall be in writing and either served personally or sent prepaid, first-class mail. Any such notice shall be addressed to the other party at the address set forth below. Notice shall be deemed communicated within 48 hours from the time of mailing if mailed as provided in this section.

If to City: City of Angels
P.O. Box 667, 200 Monte Verda St., Suite B.

Angels Camp, CA 95222
Attention: Rebecca Callen, City Administrator
If to the Committee:

Greenhorn Creek LLD, P.O. Box 925, Angels Camp, CA 95222 Attention: Owners LLD Committee Maintenance Manager
If to Contractor: __________________________
________________________________________
________________________________________
Attention: _________________________________

18. Entire Agreement. This Agreement constitutes the complete and exclusive statement of Agreement between the Agency and Contractor. All prior written and oral communications, including correspondence, drafts, memoranda, and representations, are superseded in total by this Agreement.

19. Amendments. This Agreement may be modified or amended only by a written document executed by both Contractor and City and approved as to form by the City special counsel.

20. Assignment and Subcontracting. The parties recognize that a substantial inducement to City for entering into this Agreement is the professional reputation, experience, and competence of Contractor. Assignments of any or all rights, duties or obligations of the Contractor under this Agreement will be permitted only with the express consent of the Committee and the City. Contractor shall not subcontract any portion of the work to be performed under this Agreement without the written authorization of the City. If the City consent to such subcontract, Contractor shall be fully responsible to the City for all acts or omissions of the subcontractor. 5 Nothing in this Agreement shall create any contractual relationship between the City and subcontractor nor shall it create any obligation on the part of the City to pay or to see to the payment of any monies due to any such subcontractor other than as otherwise is required by law.

21. Waiver. Waiver of a breach or default under this Agreement shall not constitute a continuing waiver of a subsequent breach of the same or any other provision under this Agreement.

22. Severability. If any term or portion of this Agreement is held to be invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions of this Agreement shall continue in full force and effect.

23. Litigation Expenses and Attorneys' Fees. If any party to this Agreement commences any legal action against another party arising out of this Agreement, the prevailing party shall be entitled to recover its reasonable litigation expenses, including court costs, expert witness fees, discovery expenses, and attorneys' fees.

24. Mediation. The parties agree to make a good faith attempt to resolve any disputes arising out of this Agreement through mediation prior to commencing litigation. The parties shall mutually agree upon the mediator and shall divide the costs of mediation equally. If the parties are unable to agree upon a mediator, the dispute shall be submitted to JAMS/ENDISPUTE ("JAMS") or its successor in interest. JAMS shall provide the parties with the names of five qualified mediators. Each party shall have the option to strike two of the five mediators selected by JAMS and thereafter the mediator remaining shall hear the dispute. If the dispute remains unresolved after mediation, either party may commence litigation.

25. Execution. This Agreement may be executed in several counterparts, each of which shall constitute one and the same instrument and shall become binding upon the parties when at least one copy hereof shall have been signed by both parties hereto. In approving this Agreement, it shall not be necessary to produce or account for more than one such counterpart.

26. Authority to Enter Agreement. Contractor has all requisite power and authority to conduct its business and to execute, deliver, and perform the Agreement. Each party warrants that the individuals who have signed this Agreement have the legal power, right, and authority to make this Agreement and to bind each respective party.

27. Prohibited Interests. Contractor maintains and warrants that it has not employed nor retained any company or person, other than a bona fide employee working solely for Contractor, to solicit or secure this Agreement.

Further, Contractor warrants that it has not paid, nor has it agreed to pay any company or person, other than a bona fide employee working solely for Contractor, any fee, commission, percentage, brokerage fee, gift, or other consideration contingent upon or resulting from the award or making of this Agreement. For breach or violation of this warranty, City shall have the right to rescind this Agreement without liability. For the term of this Agreement, no member, officer, or employee of City, during the term of his or her service with City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.

28. Equal Opportunity Employment. Contractor represents that it is an equal opportunity employer, and it shall not discriminate against any subcontractor, employee, or applicant for employment because of race, religion, color, national origin, handicap, ancestry, sex, or age. Such non-discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff, or termination. Contractor shall also comply with all relevant provisions of City's Minority Business 6 Enterprise program, Affirmative Action Plan or other related programs or guidelines currently in effect or hereinafter enacted.

IN WITNESS HEREOF, the parties have caused this Agreement to be executed on the date first written above.

CITY OF ANGELS: Contractor:

By: By: ______________________________
Rebecca Callen, Name
City Administrator Principle
ATTEST:

Rose Beristianos,
City Clerk
APPROVED AS TO FORM:

Douglas White, City Attorney
7 Exhibit ‘A’

SCOPE OF WORK

1. DESCRIPTION OF SCOPE OF ROUTINE MAINTENANCE SERVICES The Contractor shall provide all labor, supervision, tools, materials, equipment, transportation, hauling, dumping, permits, insurance, and other applicable items needed to perform the routine landscape maintenance within the road rights of way and other LLD maintained areas in the City of Angles Camp Lighting and Landscape District No. 2 as defined herein, in accordance with the Engineer’s Report for fiscal year 2022-2023. All questions regarding this Specification and Scope of Work shall be directed to the Committee Maintenance Manager in writing.

The Contractor shall implement the highest level of quality maintenance compatible with standard horticultural and landscaping practices and modern techniques accepted by the industry. All landscape services shall be performed by a person(s) with at least one (1) year of relevant landscaping experience, and directly employed and supervised by the Contractor. Such Contractor shall have at least three (3) years of relevant experience in landscape/grounds care maintenance of facilities similar in size and amenities to those of this project.

Contractor shall have adequate equipment and employ adequate staff to maintain the facilities. All work shall be performed with the utmost concern for the safety of both the workers and the public.

All plant material, which includes, but not limited to, trees, shrubs, ground cover, and/or turf, shall be maintained in a healthy, vigorous growing, disease and pest free condition. The Contractor shall routinely inspect the condition and identify any needed preventative maintenance or repairs/replacements. Deer resistant plant species shall be chosen consistent with the landscaping of the community. In future, consideration shall be given to xeriscape surface configurations.

All Routine Maintenance Services defined in this Exhibit A shall be provided by the Contractor, at no additional expense to the City for the duration of the contract.

The Contractor or his designee shall respond to emergency calls such as a major water leaks within six (6) hours and physical site response within twenty-four (24) hours after receiving notification of a problem. Should the Contractor fail to provide physical site response in a timely manner after receiving notification, the City, or its agents, at its option, may direct that the work be performed by its own or other forces.

The Contractor shall meet with the Committee Maintenance Manager or his/her designee as required, including any inspections of the LLD as requested by the Committee representative to review work progress, issues, and plans for the near future.

Contractor shall provide the Committee Maintenance Manager the following information attached to the monthly progress billings

1. Report of Work accomplished during the billing period.

2. Report any problems encountered and recommendations for resolution of problems within or outside the contract scope of services.
8 3. Plan for work during the next billing period. The contractor shall maintain a priority list of tasks to be completed.

4. Completed maintenance checklist. The maintenance checklist shall be generally in the format designated by the Committee and the Contractor.

2. DEFINITION OF SPECIFICATIONS FOR ROUTINE LANDSCAPE MAINTENANCE The Contractor shall perform at his/her sole expense the following services as a part of “Routine Maintenance”.

Contractor shall be re-imbursed for cost of materials permanently damaged or lost due to vandalism or Acts of God and the labor needed to replace them (see Section 3.1).

2.1 Turf Care
Mowing
Turf shall be mowed with an adequately sharpened rotary or reel-type mower, equipped with rollers, to ensure a smooth surface appearance without scalping. All cool season grasses (Blue Grass and Fescues) to be cut at 2- 1/2 inches during April through November and at 2 inches during December to March of each year. The mowing heights will be adjusted by the Committee Maintenance Manager during periods of renovation. All grass clippings will be collected and removed from the site on the same day the area is mowed. A mowing schedule will be established and maintained. This schedule will provide that all areas will be mowed not less than once a week during the warm season of March to November and once every two weeks during the cool season of December to February (Weather Permitting). It is expressly understood that scheduling problems due to weather shall not result in a lack of mowing. Contractor will complete mowing as soon as weather permits.

Power Edge
Based on seasonal requirements and/or as needed, the edge of the grass along sidewalks, curbs, shrub and flower beds, and walls shall be trimmed to a neat and uniform line. Where trees and shrubs occur in turf areas, all grass shall be removed 6 inches from the trunks of trees and away from the drip line of shrubs by use of power scythe, approved chemicals, or small mowers as required. Trim around all sprinkler heads as necessary to provide maximum water coverage. Edging will be done concurrent with each mowing. The edge of the turf shall be trimmed around valve boxes, meter boxes, backflow devices or any structures located within the turf areas.

All turf edges are to be maintained to prevent grass invasion into adjacent shrub, flower, and ground cover bed areas. Grass clippings and debris resulting from the mowing, weed eating, and trimming process shall be swept, blown, bagged, and removed following each mow/trim. All clippings shall be removed from the site the same day the area is edged. After mowing and edging is completed all adjacent walkways shall be cleaned to remove accumulated debris and limit hazardous conditions.

Weed Control
Contractor shall keep lawn areas and sidewalks relatively free of crabgrass and broad-leafed weeds through a pre-emergent program administered as required. Contractor to control turf Weeds as needed and in accordance 9 with the annual maintenance program schedule; hand removal of noxious weeds or grasses will be required as necessary.

Insect, Ants and Disease Control
Eliminate all insects, ants and disease affecting turf areas as they occur.

Turf Renovation
Aerate all turf areas minimally on a biennial basis per agreement between Contractor and Committee Maintenance Manager. Aerate all turf by using 1/2-inch tines removing 2-inch cores of sod with an aerator machine at not more than 6-inch spacing once over. Overseed as necessary. Committee Maintenance Manager is to be notified at least two (2) weeks prior to the exact date of aerating. Dethatch all turf areas one time annually in late spring.

Irrigation
Irrigation, including hand watering and bleeding of valves during an emergency situation, as required to maintain adequate growth rate and appearance and in accordance with a schedule most conducive to plant growth. Contractor shall be proficient with Field Controllers. Contractor shall contact the manufacturer for service and training on an as-needed basis. Committee Maintenance Manager shall have the ability to review the irrigation schedule. Adequate soil moisture will be determined by programming the automatic sprinkler controllers as follows:

1. Consideration must be given to the soil conditions, seasonal temperatures, wind conditions, humidity, minimizing runoff and the relationship of conditions which affect day and night watering. This may include daytime watering during winter weather to prevent icy conditions and manual operation of the irrigation system during periods of windy or inclement weather. During freezing and/or windy conditions, automatic irrigation will be discontinued.

2. In areas where wind creates problems of spraying water onto private property or road rights-of-way, the controllers shall be set to operate during the period of lowest wind velocity which would normally occur at night (between the hours of 7:00 p.m. and 6:00 a.m.)

3. The Contractor shall be responsible for monitoring all systems within the jurisdiction of this specification and correct for: coverage, adjustment, clogging of lines, and removal of obstacles, including plant materials which obstruct the spray.

4. Check systems and adjust and/or repair any sprinkler heads causing excessive runoff, including slope areas, or which throw directly onto roadway paving or walks (where sprinkler heads can be adjusted) within the Zone.

5. All controllers shall be adjusted to consider the water requirements of each season, plant community, and adverse weather changes.

6. Irrigation system will be controlled by Contractor in such a way as not to cause an excessively wet area which could interfere with the Contractor's ability to mow all turf.

7. The Contractor shall observe and note any deficiencies occurring from the original design and review these findings with the Committee Maintenance Manager, so necessary improvements can be considered.

8. Contractor shall address all leaking or defective valves immediately upon occurrence, or within twenty-four (24) hours following notification from the Administrator of such a deficiency and repair as soon as possible. 10 9. Contractor shall file a monthly statement with the Committee Maintenance Manager, certifying that all irrigation systems are functioning properly and provide an irrigation schedule on a quarterly basis

10. The bleeding of valves and hand watering are to be used only in emergency situations.

Fertilization
Fertilizer to be applied a minimum of three (3) times per year. Best products to be determined by agreement between contractor and Committee Maintenance Manager to maintain healthy and nicely appearing turf.

2.2 Shrub, Ground Cover, and Vine Care
Pruning (with hand pruners/loppers/saws):

Pruning to be performed as required to stimulate growth and to maintain healthy plants Trimming (with hedge shears or hand-pruners):

Trimming as required to maintain an attractive appearance Pests, Insect, Mollusk, Ant, and Disease Control:

Maintain free of disease, insects, ants, and mollusks and treat when needed pursuant to Section 4.01 (Pesticide/Chemical) Contractor shall apply snail and slug control as needed to ensure that all grounds are relatively free of these pests. Contractor shall maintain all groundcover, shrubbery, and seasonal flower areas free of common garden insect pests always.

Absolutely NO SPRAYING is allowed in any of the Protected Cultural Resource Areas! Weed Control:

All ground cover and shrub beds are to be always kept weed-free. Contractor shall maintain all ground cover, shrubbery, and seasonal flower areas relatively weed-free always. Contractor shall maintain planter beds in a healthy appearance by applying a weed pre-emergent program in late winter or early spring. Please note:

Absolutely NO SPRAYING is allowed in the Protected Cultural Resource areas. Methods for control can incorporate one or all three of the following: 1. Hand removal 2. Cultivation 3. Chemical eradication Fertilization:

Fertilizer to be applied a minimum of two (2) times per year. Best products to be determined by agreement between contractor and Committee Maintenance Manager to maintain healthy and nicely appearing shrubs and plants.
11 Irrigation:

Irrigation will be programmed in conjunction with automatic controllers or manual control valves servicing turf or ground cover and shrub areas in accordance with the requirements of this specification.

Shrub and Ground Cover Replacement:

All damaged, diseased (un-treatable) or dead shrubs and ground covers installed by contractor will be replaced at contractor’s expense with the same material that existed and of similar size as required by the Committee Maintenance Manager, unless otherwise notified by him/her in writing. Substitutions for any plant materials must have prior approval in writing by the Committee Maintenance Manager. Original plans and specifications should be consulted to determine correct identification of species. All shrubs shall be guaranteed to live and remain in healthy condition for no less than one-year (12) months from the date of planting. Contractor shall be re-imbursed for cost of shrubs permanently damaged or lost due to vandalism or Acts of God and the labor to replace them (see Section 3).

2.3 Tree Care
The Contractor shall perform at his/her sole expense the following services:

Tree Maintenance:

Maintain eight (8) foot clearance for branches overhanging walks and fourteen (14) foot clearance for branches overhanging beyond curb line into the paved section of streets where applicable. Contractor agrees to prune, shape, and maintain trees less than sixteen (16) feet in height and prune and dead wood all limbs of all trees at 16 feet and lower. Contractor shall not be responsible for the pruning, or other maintenance, of portions of trees above sixteen (16) feet in height.

Control insects and diseases as needed.

Stake and support all replacement trees and replace stakes which have been broken or damaged on existing trees as required. Tree stakes shall be pentachlorophenol treated lodge pole pine not less than eight (8) feet in length for five (5) gallon size trees and not less than ten (10) feet for fifteen (15) gallon trees sizes, (two (2) per tree).

Guy wires where required, and plant ties will be of pliable, zinc-coated ten (10) gauge wire (two (2) ties per tree). Hose for covering wire to be either new or used garden hose at least one half (1/2) inch in diameter (hose ties should allow for minimum of three (3) additional inches of clearance beyond the diameter of the branch or trunk being secured). Stakes will not be placed closer than eight (8) inches from trunk of the tree. Stakes and ties will be placed so no chafing of bark occurs and shall be checked frequently and retied to prevent girdling.

New Tree Pruning:
12 During the first three (3) years, head back lower branches and prune all trees, including those on the slopes, for correct branching structure. Fertilization: Apply/install tree fertilizer tablets (Best Tabs 20-10-5) within drip line of tree two times per year (during the months of May and October). Irrigation: Irrigation will be programmed in conjunction with automatic controllers or manual control valves servicing turf or ground cover and shrub areas in accordance with the requirements of these specifications.

Tree Replacement: All trees permanently damaged will be replaced with the identical species of tree existing previously, unless otherwise notified in writing by the Committee Maintenance Manager. The need for and the size of replacement will be determined by the Committee Maintenance Manager at the monthly maintenance inspection meeting or upon written notification. Size of the replacement shall be a minimum size of a 15-gallon container. Substitutions will require prior written approval by the Committee Maintenance Manager. Original plans and specifications should be consulted to ensure correct identification of species. Contractor shall be reimbursed for cost of trees permanently damaged or lost due to vandalism or Acts of God and the labor to replace them (see Section 3.1). Committee Maintenance Manager shall be notified prior to removal and/or replacement.

2.4 Use of Chemicals (Pesticides) and Disease Pest Control Chemical Application
All work involving the use of chemicals will be accomplished by a State of California licensed pest control operator. A written recommendation by a person possessing a valid California Pest Control Advisor License is required prior to chemical application. Permits: All chemicals requiring a special permit for use must be registered by the Contractor with the County Agricultural Commissioner's office and a permit obtained with a copy to the City prior to use. A copy of all forms submitted to the County Agricultural Commissioner shall be given to the Administrator on a timely basis. Compliance with Regulations: All regulations and safety precautions required by local, state and federal authorities will be adhered to.

Pest Control
Control of ground squirrels, gophers, and other burrowing rodents by trapping and/or eradication will be provided by the Committee Maintenance Manager. The Contractor is not responsible for this service, however, when Contractor sees evidence of such activity, they are to notify the Committee Maintenance Manager.

Whenever holes are visible upon the surface, these holes shall be filled and securely tamped to avoid moisture runoff entering the holes. This procedure shall be followed in all areas, especially within all slope areas.

2.5 General Cleanup
Trash Removal
Weekly remove all trash and accumulated debris from Contractor’s work.

Policing of Areas
All areas under maintenance and other designated areas will have above identified trash removed on a weekly basis.

Concrete/Asphalt Median Strip Maintenance
13 Contractor is responsible for weed and grass removal within concrete asphalt median strip areas.

Curb and Gutter Maintenance: Contractor is responsible for removal of weeds, debris and grass from curb and gutter expansion joints located adjacent to designated maintenance areas at all times. In addition, Contractor shall keep all curb, gutter pan, and sidewalks within the road right of way free of weeds, leaves, and debris. The Contractor shall develop a schedule for this work and submit it to the Committee Maintenance Manager.

Removal of Leaves
Accumulations of leaves shall be removed from all areas as required.

2.6 Irrigation System Management
All irrigation systems within the LLD landscaped areas designated in this Specification will be repaired and maintained as required for operation, by the Contractor at his/her sole expense in the following manner:

Scope of Responsibility
The Contractor shall maintain or repair and keep operable all irrigation equipment consisting of sprinkler heads, spray heads, bubblers, emitters, and rotors, remote control valves, quick couplers, risers, automatic controllers, booster pumps, and backflow prevention devices.

Extent of Responsibility
The Contractor will be responsible for immediate maintenance (repair or replacement) of all irrigation system components including those damaged due to vandalism. Contractor will be always responsible for hand watering and the bleeding of valves in emergency situations as required to sustain and prevent loss of turf, trees, plants, and ground covers when automatic systems are not functioning. The replacement to be provided by the Contractor shall be the normal deterioration, wear and tear, or negligence on the part of the Contractor.

The replacement caused by acts of God and third-party negligence will be accomplished by the Contractor as provided for in this Agreement (see Section 3).

2.7 Maintenance of Drainage Systems
The following services shall be provided by the Contractor at his/her expense except as otherwise provided for:
a. All surface drains if any, shall be kept clear of debris and overgrown planting so that water will have an unimpeded passage to its outlet.

2.8 Maintenance Inspections and Meetings
The Contractor shall perform a weekly maintenance inspection during daylight hours of all facilities within the LLD. Such inspection shall be both visual and operational. The operational inspection shall include operation of all irrigation and other mechanical systems to check for proper operational condition and reliability. In addition, The Committee Maintenance Manager will conduct regular inspections of Contractor's work and may also inspect any additional work or repairs performed by the Contractor that are not considered Routine Maintenance Service. Contractor shall furnish to the Committee Maintenance Manager, within fifteen (15) calendar days after the award of the contract, a work schedule showing the proposed dates and times for the 14 maintenance work to be performed.

The Contractor shall meet on a regular basis on site with an authorized representative of the Committee Maintenance Manager or an authorized representative for a discussion of observations if requested by either party. Said meeting shall be at the mutual convenience of the Committee Maintenance Manager and Contractor and may include residents of the community. The Committee Maintenance Manager shall notify the appropriate local representatives of the time and place of each discussion as practical prior to the meeting. In addition, the Committee may hold quarterly meetings to cover routine committee business. The contractor may be invited to attend such meetings to address the Committee and/or the community at large regarding the performance of his duties and the general state of the District with respect to landscaping.

The Contractor will be provided with a written notice including specified time frames expected to correct any deficiencies identified in the performance of this agreement. It should be noted that a leaking valve must be addressed within twenty-four (24) hours and repaired as soon as possible following verbal and/or written notification.

2.9 Natural Areas Maintenance
Natural area maintenance will not be part of Routine Maintenance.

3. DEFINITION OF SPECIFICATIONS FOR UNANTICIPATED MAINTENANCE WORK Contractor may be requested to perform maintenance, repairs, and replacement, when the need for such work arises out of Acts of God and third-party negligence/vandalism or other impacts to the routine maintenance areas which are determined by the Committee and the City to be necessary for the proper maintenance of the Greenhorn Creek Landscaping and Lighting District in accordance with the provisions of this Section.

These tasks are outside routine maintenance and will be negotiated if and when required. Contractor shall not perform, nor be compensated for, Incidental Maintenance Work without written authorization from Committee and the City. If requested, agreed, and approved, unanticipated maintenance shall be implemented in a timely manner.

When approved, Contractor will be re-imbursed for this work as follows:

A) The Contractor shall submit a written estimate of the cost for performing such work.

B) The Committee Maintenance Manager may, upon review and approval of such estimate, authorize the Contractor to perform said work by the issuance of a written Work Order.

C) After submittal of the bill, the Contractor shall be reimbursed only for the agreed upon cost estimate.

Allowable cost elements for the replacement of shrubs, ground cover, trees and irrigation equipment shall be their wholesale cost plus a factor for overhead and profit, as provided for in the Agreement, plus sales tax and plus cost of labor. Plant materials are warranted for one (1) year from date of installation by the Contractor.

D) Reimbursement for the cost of labor for the replacement of irrigation equipment shall be approved by the Committee Maintenance Manager.

If the Contractor's written estimate is not approved, then the Committee Maintenance Manager reserves the 15 right to contract with a third party to perform such work.

3.1 Unanticipated Maintenance Work
Unanticipated maintenance work may include, but is not limited to the following:

1. Irrigation systems repairs due to Acts of God and negligence/vandalism, unless damage was a result of the contractor’s actions

2. Replacement or reestablishment of any tree, shrub, groundcover plant and/or turf area which is found to be in an unhealthy or dying condition due to Acts of God and negligence/vandalism, except as a result of Contractor’s actions.

3. Other unanticipated maintenance work as needed and approved by the LLD Committee

4. Reseeding and/or resodding of highly damaged areas. Areas in need of reseeding/resodding as a result of Contractor neglect shall be repaired at the Contractor’s expense

5. Weed abatement in the Protected Cultural Resources areas. Please note: there will be no weed abatement done unless ordered by the City of Angels Camp Fire Department

6. The Contractor shall notify the Committee Maintenance Manager of any damaged concrete portions of all surface drains and broken or stolen sections of pipe, catch basin boxes and grates for all sub-surface drains (except storm drains). Contractor may be requested to repair or replace the damaged drain elements as directed by the Committee Maintenance Manager. Damage as a result of Contractor neglect shall be repaired at the Contractor’s expense.

4. DELINEATION OF ZONES FOR LANDSCAPE MAINTENANCE AND IMPROVEMENT Following is a list of the formal landscaped areas within the District:

4.1 Routine Maintenance
Formal Landscape Areas:

The formally landscaped areas (planter and lawn areas) require turf to be mowed, edged kept free of debris.

Irrigation control and repair, pruning, fertilization, weed control, leaves removal and trash pickup are also required. See Section 1 for Description of Scope of Services. Golf course turf adjacent to roads will be maintained by the golf course.
16 4.1.1 Planter Landscape
Table 1 – Formal Landscape Planter (Routine Maintenance) Area: Sq. Ft. Location: Area: Sq. Ft. Location:

Land-1 744 GHC Median by Gateway Park Land-27 210 Lot 168-169 – Smith Flat Land-2 4243 GHC Entrance by Wetlands Land-28 859 Lot 167-168 – Smith Flat Land-3 880 Selkirk Median at Entrance Land-29 148 Lot 167 – Smith Flat Land-4 7460 Selkirk Planter by WorldMark Land-30 117 Lot 166 – Smith Flat Land-5 3204 Selkirk Planter by Hole 10 Land-31 328 Lot 165 – Smith Flat Land-6 5638 Selkirk Planter by Holes 2/18 Land-32 71 Lot 164 – Smith Flat Land-7 612 Lot 3 - Selkirk Land-33 1141 Lot 164 – Smith Flat Land-8 232 Lot 8 - Selkirk Land-34 1128 Lot 164 – Smith Flat Land-9 6252 Smith Flat/Pointe Holes 11/17 Land-35 717 Across from Lot-133 Land-10 621 Lot 202 – Smith Flat Land-36 13887 By SE Corner Smith Flat Land-11 1521 Olivia Place Land-37 371 Across from Lot-132 Smith Flat Land-12 2030 Lot 209 – Cornelia Place Land-38 501 Across from Lot-131 Smith Flat Land-13 2755 Lot 192 – WILD 2e/Smith Flat Land-39 1135 Across from Lot-130 Smith Flat Land-14 338 Lot 190 – Smith Flat Land-40 862 Across from Lots-127, 128 Land-15 135 Lot 188 – Smith Flat/Raggio Land-41 988 Across from Lot-126 Smith Flat Land-16 343 Lot 179 – Smith Flat Land-42 560 At end of Smith Flat at GHC Dr.

Land-17 623 Lot 178 – Smith Flat Land-43 1334 McCauley Entrance N. Shoulder Land-18 1102 Lightner Place Land-44 817 McCauley Entrance Median Land-19 203 Lot 174 – Lightner/Smith Flat Land-45 7357 McCauley Entrance S. Shoulder Land-20 716 Alawa Place Land-46 494 McCauley/Selkirk NW Curb Land-21 1103 Sasa Place Land-47 126 Lot-80 Selkirk/Chimney Hill Land-22 789 Lot 173 & 174 – Smith Flat Land-48 342 Lot-67 Selkirk/Chimney Hill Land-23 543 Lot 172 – Smith Flat Land-49 304 Lot-49 Selkirk/Springhouse Land-24 535 Lot 171 – Smith Flat Land-50 1810 Entrance Median Selkirk Land-25 344 Lot 170 – Smith Flat Land-51 133 Lot 189 Smith Flat Land-26 144 Lot 169 – Smith Flat Land-52 643 Smith Flat/GHC Rd. South

17 4.1.2 Lawn Landscape
Table 2 – Formal Landscaping Lawn (Routine Maintenance) Area: Sq. Ft. Location:

Lawn-1 8.67 Triangle area: Angel Oak/Live Oak/Acorn
Lawn-2 3570 GHC Rd Shoulder past triangle area
Lawn-3 1781 Selkirk Entrance East of Wetland Site 6
Lawn-4 576 Selkirk Entrance/Smith Flat South side of Wetland Site 6 Lawn-5 21951 GHC Rd Median Selkirk to McCauley (leaf removal only as required pending completion of turf removal project)
Lawn-6 16501 GHC Rd Median McCauley South (leaf removal only as required pending completion of turf removal project)
Lawn-7 15419 Lawn in front of WorldMark

4.1.3 Weed Control
Table 3 – Weed Control (Routine Maintenance)
Area: Sq. Ft. Location: Area: Sq. Ft. Location:

Weed-1 2020 GHC Rd Shoulder W. Selkirk Weed-9 843 Smith Flat south of WILD-1a Weed-2 2456 Smith Flat S. of Wetland E 6 Weed-10 257 Selkirk south side of WILD-2a Weed-3 13239 GHC Rd Selkirk to McCauley Weed-11 458 Selkirk north side of WILD-2c Weed-4 295 Smith Flat Lot-N/Albasio Weed-12 607 Selkirk east side of WILD-2c Weed-5 1298 Smith Flat N. of PCR-4 Weed-13 221 Selkirk west side of WILD-2b Weed-6 11158 GHC Rd Shoulder S./McCauley Weed-14 605 Smith Flat N.side of WILD-1b Weed-7 765 Blair Mine S. side WILD-1c Weed-15 686 Smith Flat S.side of WILD-1c Weed-8 665 Blair Mine N. side WILD-1d
18 Map to support the Tables:

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Routine Maintenance LLD Work
RESOLUTION 23-23
APPROVAL OF THE CONTRACT BETWEEN THE CITY OF ANGELS AND AVILA’S SERVICES FOR LANDSCAPE

MAINTENANCE IN GREENHORN CREEK LLD
WHEREAS, the City of Angels released an RFP for landscape maintenance in GHC LLD on November 15, 2022; and
WHEREAS, bids were accepted through December 5, 2022; and WHEREAS, Avila’s Services is the recommended contractor; and WHEREAS, it has been determined that Avila’s Services has the necessary personnel, equipment, and expertise to carry out the maintenance projects; and NOW THEREFORE BE IT RESOLVED by the City Council of the City of Angels, approves the Agreement and designates the City Administrator to execute the necessary documents between Avila’s Services and the City of Angels, as attached.

Ayes:

Noes:

Absent:

Abstain:
________________________________
Jennifer Herndon, Mayor
ATTEST:
_________________________________
Rose Beristianos
City Clerk

HOME OF THE JUMPING FROG

CITY HALL
CITY OF ANGELS PO Box 667, 200 Monte Verda St. Suite B, Angels Camp, CA 95222 P: (209) 736-2181 Home of the Jumping Frog - Angelscamp.gov
DATE: February 21, 2023
TO: City Council
FROM: Rebecca Callen, City Administrator
RE: APPROVE RENEWAL FOR GHC LLD ENGINEERS REPORT FOR 2023/24 THROUGH 2027/28 BETWEEN THE CITY OF ANGELS AND SCI CONSULTING GROUP

RECOMMENDATION
Approve Resolution 23-24 approving the renewal of a five-year agreement between the City of Angels and SCI Consulting for the Annual Levy preparation for the GHC LLD.

BACKGROUND
The City of Angels requires an annual levy be prepared to cover the operations, maintenance, and project costs associated with the GHC LLD Engineers Report developed as part of the 2022 Prop 218.

DISCUSSION
SCI Consulting would develop the annual levy based on the update of the engineer's report. SCI Consulting was the consultant that developed the Engineer’s Report as part of the 2022 Prop 218. The existing contract was only through the preparation of the 2022/2023 Engineer’s Report and associated levies.

Staff are recommending the renewal of the agreement with SCI Consulting as the GHC Committee, City Staff, and SCI have a very good working relationship. Additionally, given the newness of the committee and the new Prop 218, it is beneficial to continue with SCI to ensure that any additional modifications of the future line items or projects are within the intent of the 2022 report which they were a part of creating.

FINANCIAL IMPACT
None, the costs of this is included in the annual budget of the GHC LLD.

ATTACHMENTS
SCI Renewal
Resolution 23-24
6G
Levy Administration Services Agreement Page 1 of 7
Between City of Angels Camp and
SCI Consulting Group, Februar 2023
Levy Administration Services Agreement
THIS AGREEMENT is made on _February 21_, 2023, between the City of Angels Camp, (“City”) and SCI Consulting Group (“Consultant” or “SCI”), a California Corporation, who agree as follows:

1. Scope of Work (“Work”). Consultant shall perform the work and render the services described in the Scope of Work shown below (the “Work”). The Consultant shall provide all labor, equipment, material and supplies required or necessary to properly and competently perform the Work, and determine the method, details and means of doing the Work.

2. Payment.
a. In exchange for the Work, City shall pay to the Consultant a fee for completed phases of the Work. The total fee for the Work shall not exceed amounts set forth in the Fee Schedule shown below. There shall be no compensation for extra or additional work or services by the Consultant unless approved in advance in writing by City. The Consultant’s fee shall include all of the Consultant’s costs and expenses related to the Work.
b. At the completion of each phase of the Work, the Consultant shall submit to the City an invoice for the Work performed. If the Work is satisfactorily completed and the invoice is accurately computed, the City shall pay the invoice within 30 days of its receipt.
c. Term. This Agreement shall take effect on the above date and shall continue in effect until completion of the Work.

3. Insurance.
a. Types & Limits. The Consultant, at its sole cost and expense, shall procure and maintain for the duration of this Agreement the following types and limits of insurance:

Commercial General Liability $2,000,000 per occurrence
$4,000,000 aggregate
Automobile Liability $2,000,000 per accident
Workers' Compensation Statutory limits
Professional Liability $2,000,000 per claim
Excess Liability (over General $1,000,000 per occurrence Liability & Auto Liability) & $1,000,000 aggregate
b. Other Requirements. The general liability policy(ies) shall be endorsed to name the City, its officers and employees as additional insureds regarding liability arising out of the Work.
c. Proof of Insurance. Upon request, the Consultant shall provide to the City proof of insurance.

Levy Administration Services Agreement Page 2 of 7
Between City of Angels Camp and
SCI Consulting Group, Februar 2023

4. Indemnification. The Consultant shall indemnify, defend, protect, and hold harmless the City, and its officers and employees from and against any and all liability, losses, claims, damages, expenses, demands, and costs (including, but not limited to, attorney, expert witness and consultant fees, and litigation costs) arising out of the Consultant’s performance of the Work and caused by willful misconduct of or by the Consultant or its employees, agents and subcontractors.

5. Entire Agreement. This writing represents the sole, final, complete, exclusive and integrated expression and statement of the terms of this contract between the parties concerning the Work, and supersedes all prior oral and/or written negotiations, representations or contracts. This Agreement may be amended only by a subsequent written contract approved and executed by both parties.

6. Independent Contractor. The Consultant’s relationship to the City is that of an independent contractor.

7. Successors and Assignment. This Agreement shall bind and inure to the benefit of the heirs, successors and assigns of the parties; however, the Consultant shall not subcontract, assign or transfer this Agreement or any part of it without the prior written consent of the City.

8. No Waiver of Rights. Any waiver at any time by either party of its rights as to a breach or default of this Agreement shall not be deemed to be a waiver as to any other breach or default.

9. Severability. If any part of this Agreement is held to be void, invalid or unenforceable, then the remaining parts will nevertheless continue in full force and effect.

10. Governing Law and Venue. This Agreement will be governed by and construed in accordance with the laws of the State of California.

11. Default. In the event that the Consultant defaults in the obligations of the Consultant under this Agreement, or the Consultant defaults in the performance of the terms and conditions of this Agreement, the City may, at its option, declare this Agreement to be in default and, at any time thereafter, may do any one or more of the following: a) enforce performance of the Agreement by the Consultant; or b) terminate this Agreement. In the event that this Agreement is terminated, payment shall still be due for all Work performed by the Consultant through the date of the termination.

12. Cancellation. The City or the Consultant may cancel this Agreement without cause. The party desiring to cancel this Agreement shall notify the other party in writing. In the event that this Agreement is cancelled, payment shall still be due for all Work performed by the Consultant through the date of the notification of cancellation.

13. Attorney’s Fees. In the event any legal action is brought to enforce or construe this Agreement, the prevailing party shall be entitled to an award of reasonable attorney’s fees, expert witness and consulting fees, and litigation costs.

Levy Administration Services Agreement Page 3 of 7
Between City of Angels Camp and
SCI Consulting Group, Februar 2023

14. Notice. Any notice, invoice or other communication that is required or permitted to be given under this Agreement shall be in writing and either served personally or sent by prepaid, first class U.S. mail or by commercial delivery service, addressed as follows:

Public Agency: Consultant:

City of Angels Camp
P.O. Box 667
Angels Camp, CA 95222
SCI Consulting Group
4745 Mangels Boulevard
Fairfield, CA 94534
Any party may change its address by notifying the other party of the change in the manner provided below:

Levy Administration Services Agreement Page 4 of 7
Between City of Angels Camp and
SCI Consulting Group, Februar 2023
Scope of Work
This section outlines the engineering services and other responsibilities SCI would perform as the Engineer of Work and Assessment Levy Administrator for City of Angels Camp – Landscaping and Lighting Assessment District No. 2 Greenhorn Creek.

DEFINITIONS
City: City of Angels Camp, Staff and City Council.

Assessment: Landscaping and Lighting District No. 2 Greenhorn Creek SCI or Consultant: SCI Consulting Group, and any and all employees and subcontractors.

Administration: Services related to the determination, levy and collection of assessment revenues.

Confirmation of District Parcels and Levy Calculation

1. In the first quarter of the year, create a database including every parcel in the boundaries of the Assessment District, including the parcel attributes necessary for calculating the Assessments, and update it with new information for the upcoming year.

2. Obtain upcoming fiscal year estimated cost information from the City to use as a basis for the budget in the Engineer’s Report.

3. On a parcel-by-parcel basis, calculate and verify the proposed specific assessment amount for each parcel and prepare the preliminary assessment roll.

Engineer’s Report and Other Documents

1. Update the previous Engineer’s Report as necessary, including upgrades to improve compliance with Proposition 218 and other requirements.

2. File the final Engineer’s Report with the City.

3. Prepare any needed resolutions and staff reports for the Assessment.

4. Prepare and assist with the publication of any notices for the continuation of the Assessment.

5. Attend City Council meetings as needed, including those at which the Engineer’s Report is approved and the public hearing is held.

Levy Re-Calculation, Re-verification and Submittal

1. After the close of each fiscal year on June 30, obtain the final lien-date Assessor Roll from the County and create an updated Assessment District database.

Levy Administration Services Agreement Page 5 of 7
Between City of Angels Camp and
SCI Consulting Group, Februar 2023

2. Identify new or changed parcels that may require an updated or new assessment calculation and recalculate the final assessment on a parcel-by-parcel basis.

3. Finalize the Assessment Roll, other documents and supporting materials for the assessments.

4. Prepare the final Assessment Roll for the Assessment District and submit it to the County for inclusion on the upcoming fiscal year tax bills.

Assessment District Information and Levy Confirmation

1. Verify and validate Auditor’s levy data prior to the printing of tax bills.

Responding To Public Inquiries And Appeals

1. Provide the County Auditor/Tax Collector with our toll-free phone number so property owners can directly contact SCI Consulting Group throughout the fiscal year regarding any questions that arise.

2. Throughout the fiscal year, research and, if necessary, revise any Assessments which we find to be based upon incorrect information being used to apply the method of assessment. (It should be noted that, due to our comprehensive levy validation procedures, actual revisions are expected to be very minimal, if any.) Defense and Support of the Assessments

1. Provide a full response, support of the assessments and basis for the assessments to any person who questions the assessments or the legal basis for the assessments.

2. In the event of any legal challenge or petition against the assessments, provide professional, assessment engineering and technical support in support of the assessments. If such services are required, they would be provided in close collaboration with the District and District legal counsel.

Levy Administration Services Agreement Page 6 of 7
Between City of Angels Camp and
SCI Consulting Group, Februar 2023
Fee Schedule
SCI shall be compensated for the performance of the Scope of Work as follows:

1. The Scope of Work includes one meeting with the City. Any additional meetings shall be billed at the rate of $1,050 per person per meeting.

2. In the event that the City elects to request optional, additive scope of work, SCI will work with the City to negotiate compensation for these additional tasks and execute an Addendum to the agreement for these additional services.

3. Incidental costs incurred by SCI for the purchase of property data, maps, travel, and other out-of-pocket expenses incurred in performing the Scope of Work shall be reimbursed at actual cost by the City with total cost not to exceed $500 per year, without prior authorization from the City.

Note: All costs associated with this proposal can be financed or refunded by assessment proceeds.

The Fee Schedule shown above is valid as long as this agreement is executed within 90 days from the date this agreement was submitted to the City.

Greenhorn Creek LLD No. 2 2023-24 2024-25 2025-26 2026-27 2027-28 Annual Levy Administration $ 4,285 $ 4,415 $ 4,550 $ 4,685 $ 4,685 Payment due on August 10: $ 4,285 $ 4,415 $ 4,550 $ 4,685 $ 4,685 Incidental Costs $ 500 $ 500 $ 500 $ 500 $ 500
Total Contract Authorization $ 4,785 $ 4,915 $ 5,050 $ 5,185 $ 5,185 Levy Administration Services Agreement Page 7 of 7
Between City of Angels Camp and
SCI Consulting Group, Februar 2023
Signature Page
By signing below, we agree to the terms of this Levy Administration Services Agreement.

Accepted: Accepted:

Rebecca Callen
City Administrator
City of Angels Camp
John W. Bliss
President
SCI Consulting Group
Date
January 30, 2023
Date
RESOLUTION 23-24

APPROVAL OF THE CONTRACT BETWEEN THE CITY OF ANGELS AND SCI CONSULTING FOR A PERIOD OF FIVE YEARS FOR 2023/24 THORUGH 2027/28 TO PREPARE THE ENGINEER’S REPORT AND LEVIES FOR

THE GREENHORN CREEK LLD
WHEREAS, the City of Angels and SCI Consulting Group contract ended for the 2022/23 tax year; and
WHEREAS, a renewal is available to continue the contract for a period of five years through the 2027/28 tax year; and
WHEREAS, SCI Consulting Group has a specialized knowledge of this work effort given they completed the Prop 218 efforts for the 2022/23 assessment increase; and WHEREAS, it has been determined that SCI Consulting Group has the necessary personnel and expertise to prepare the annual engineer’s report and levy calculations; and NOW THEREFORE BE IT RESOLVED by the City Council of the City of Angels, approves the Agreement and designates the City Administrator to execute the necessary documents between SCI Consulting Group and the City of Angels, as attached.

Ayes:

Noes:

Absent:

Abstain:
________________________________
Jennifer Herndon, Mayor
ATTEST:
_________________________________
Rose Beristianos
City Clerk

HOME OF THE JUMPING FROG

BACKGROUND
City Administrator mentioned that staff would be providing a report that shows cash balances in all City operating bank accounts.

DISCUSSION
Staff is providing Council with the report that shows all the cash balances for the month of January 2023.

FINANCIAL IMPACT
No fiscal impact

ATTACHMENTS

1. Treasurer’s Report or the month ended January 2023
7A
Operating Portfolios Beginning Balance Ending Balance Accrued Interest Bank Fees % of Total Main Checking (Bank of Stockton) $ 6,106,536 $ 6,894,496 $ 7,110 $ 333 28% Checking (US Bank) 2,538,498 2,885,275 - 240 11%
Money Market (Bank of Stockton) 932,582 933,176 594 - 4% Local Agency Investment Fund (LAIF) 14,199,820 14,273,999 74,179 * - 57% TOTAL OPERATING FUNDS $ 23,777,436 $ 24,986,946 $ 81,883 $ 573 100% * Interest recorded Quarterly (Oct - Dec 22) deposited 1/13/2023 January 31, 2023

CITY OF ANGELS

TREASURER'S REPORT
For the Month Ended
28%
11%
4%
57%
Composition of Operating Portfolios
January 31, 2023
Main Checking (Bank of Stockton)
Checking (US Bank)
Money Market (Bank of Stockton)
Local Agency Investment Fund
(LAIF)
$7,110
-
594
74,179
$333
240
-
-
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Main Checking (Bank of Stockton)
Checking (US Bank)
Money Market (Bank of Stockton)
Local Agency Investment Fund (LAIF)
Interest Earnings/Bank Fees
January 31, 2023
Accrued Interest Bank Fees

WATER AND POWER AUTHORITY

RECOMMENDATION
Approve the Mutual Assistance Agreement between the City of Angels and the Utica Water and Power Authority.

BACKGROUND
The City of Angels and UPUD make up the JPA of the UWPA. Among the three agencies, there is personnel, equipment, and knowledge that can be shared during an emergency, and when there is a need for assistance.

DISCUSSION
A mutual assistance agreement establishes the terms of when assistance can be provided, requested, and defines which party is responsible for which elements of the assistance being provided.

This agreement ensures that if there were an emergency, both parties are covered and, in the times, when an equipment need is identified, either may request use as opposed to renting or buying that equipment when it is already available.

This strategy saves the JPA and participating agency’s money and resources when needed.

FINANCIAL IMPACT
None at this time.

ATTACHMENTS
Mutual Assistance Agreement
Resolution 23-25
7B
{CW117306.1} Page 1 of 5

MUTUAL ASSISTANCE AGREEMENT
THIS MUTUAL ASSISTANCE AGREEMENT (this “Agreement”) is made and entered into as of February 21, 2023, by and between the City of Angels, a public agency (the “City”), and the Utica Water and Power Authority (“Utica”). City and Utica may be collectively referred to herein as the “Parties” or individually as “Party.” There are no other parties to this Agreement.

Recitals
A. The City and Utica have determined that it would be in their mutual best interests to periodically lend to each other equipment, supplies, and personnel and to otherwise cooperate with and assist each other in the event of an emergency or in other situations where one agency has insufficient resources to undertake a necessary public project or activity.

B. The Parties desire to set forth herein the terms on which they may provide mutual assistance through the sharing of resources.

NOW, THEREFORE, the Parties agree as follows:

1. Requests for Assistance. In the event that either Party to this Agreement (the “Borrower”) has a need for the equipment, supplies, personnel or other resources of the other Party hereto (the “Lender”) for purposes of undertaking a necessary public project or activity, the Borrower may request that the Lender provide such resources. Any such request shall be submitted as follows:

If to the City: City of Angels
200 Monte Verda St., Ste B
Phone: (209) 736-2185
Attn: City Administrator
If to Utica: Utica Water and Power Authority
1168 Booster Way
Angels Camp, CA 95222
Phone: (209) 736-9419
Attn: General Manager
{CW117306.1} Page 2 of 5

2. Discretion by Lender. The assistance to be rendered pursuant to the Agreement is to be supplementary in nature and the extent of the aid to be furnished is subject to the exercise of discretion on the part of the Lender in order that protection of lives and property within the jurisdictional limits of the Lender shall not be impaired. The Lender shall have the absolute discretion to approve or decline any request for assistance and shall have no liability to the Borrower for failing to provide such assistance. It is understood and agreed that the Lender will grant a request for assistance only where the Lender has determined that it has the requested resources available and will be able to meet its own needs while rendering assistance. The execution of this Agreement shall not create any duty to grant any assistance requested by the Borrower.

3. Equipment. If the Lender loans equipment to the Borrower, such as construction equipment, vehicles, tools, pumps, or generators, such loaned equipment shall be subject to the following conditions:
(a) If the Lender so determines, the loaned equipment shall be operated by the Lender’s personnel, which personnel will then be provided with the equipment.
(b) The loaned equipment shall be returned to the Lender within the first to occur of (i) 24 hours after completion of the project for which the equipment was provided or (ii) 24 hours after the Lender delivers to the Borrower a written request that the equipment be returned.

(c) Reimbursement for vehicles and equipment will be calculated at the hourly rates for such vehicles and equipment, or the closest mutually agreed upon equivalent, in the CalTrans Labor
Surcharge and Equipment Rental Rate Book.
(d) In the event loaned equipment is damaged while in the custody or use of the Borrower, the Borrower shall reimburse the Lender for the reasonable cost of repairing such damage. If the equipment cannot be repaired or has been destroyed, the Borrower shall reimburse the Lender for the cost of replacing the equipment with comparable equipment. If the Lender is required to lease replacement equipment while the loaned equipment is being repaired or replaced by the Borrower, the Borrower shall reimburse the Lender for such lease costs.

4. Supplies. The Borrower shall reimburse the Lender in kind or at the actual replacement cost for the use of expendable or non-returnable supplies provided by the Lender. Supplies of reusable items that are returned to the Lender in a clean and undamaged condition will not be charged to the Borrower. {CW117306.1} Page 3 of 5

5. Personnel. In the event the Lender makes its personnel available to the Borrower, the Borrower will reimburse the Lender for such personnel’s applicable weighted rate. Term. This Agreement shall commence as of the effective date set forth above and shall continue until terminated by thirty (30) days written notice by one Party to the other.

6. Indemnity. To the extent permitted by law, Borrower shall defend, indemnify and hold harmless Lender, its directors, officers, employees, and authorized volunteers from and against all claims, damages, losses and expenses, including reasonable attorneys’ fees and costs to defend arising out of the performance of the work described herein, and caused in whole or in part by any negligent act or omission of the Borrower, any subcontractor, anyone directly or indirectly employed by any of them, or anyone for whose acts any of them may be liable, except where caused by the active negligence, sole negligence, or willful misconduct of the Lender, its directors, officers, employees, and authorized volunteers.

To the extent permitted by law, Lender shall defend, indemnify and hold harmless Borrower, its directors, officers, employees, and authorized volunteers from and against all claims, damages, losses and expenses, including reasonable attorneys’ fees and costs to defend arising out of the performance of the work described herein, and caused in whole or in part by any negligent act or omission of the Lender, any subcontractor, anyone directly or indirectly employed by any of them, or anyone for whose acts any of them may be liable, except where caused by the active negligence, sole negligence, or willful misconduct of the Borrower, its directors, officers, employees, and authorized volunteers.

7. Insurance. Each Party shall procure and maintain for the duration of the agreement, insurance against claims for injuries or death to persons or damages to property which may arise from or in connection with the performance of the work hereunder and that results from that work.

Each Party shall maintain comprehensive general liability insurance in an amount not less than $2,000,000 combined single limit, worker’s compensation insurance as required by law and automobile liability insurance for all vehicles to be used in the performance of services under the agreement. Upon request, Each Party shall provide proof of such insurance coverages naming the Other Party its directors, officers, employees, and authorized volunteers as certificate holder and additionally insured on the General Liability policy with respect to their operation (as broad as ISO Form # CG 20 10 10 01). For any claims related to this project, the insurance coverage shall be primary (at least as broad as ISO Form # CG 20 01 04 13). Regarding the workers’ compensation insurance, Each Party hereby agrees to waive rights of subrogation to obtain endorsement necessary to affect this waiver of subrogation in favor of the Other Party; this provision applies regardless of whether or not the Other Party has received a waiver of subrogation from the insurer.
{CW117306.1} Page 4 of 5
If broader coverage and/or higher limits than the minimums shown above, the Other Party requires and shall be entitled to the broader coverage and/or higher limits maintained by each Party. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to each Party. Each Party understands and acknowledge that coverage may be provided through a joint power’s authority pursuant to a joint powers agreement.

8. Notice. Any and all notices, reports or other communications to be given under this Agreement shall be given to the persons representing the respective Parties as provided in Section 1 of this Agreement.

9. Partial Invalidity. If any term or provision of this Agreement or the application thereof to any person or circumstance shall, to any extent, be invalid or unenforceable, the remainder of this Agreement, or the application of such term or provision to persons or circumstances other than those as to which it is held invalid or unenforceable, shall not be affected thereby, and each such term and provision of this Agreement shall be valid and enforced to the fullest extent permitted by law.

10. Successors and Assigns. This Agreement shall be binding upon and shall inure to the benefit of the permitted successors and assigns of the Parties hereto.

11. Professional Fees. In the event of any action or suit arising in connection with the enforcement or interpretation of any of the covenants or provisions of this Agreement, the prevailing Party shall be entitled to recover all costs and expenses of the action or suit, including actual attorneys' fees, accounting fees and any other professional fees incurred in connection therewith.

12. Entire Agreement/Amendments. This Agreement (including all exhibits attached hereto) is the final expression of and contains the entire agreement between the Parties with respect to the subject matter hereof and supersedes all prior understandings and communications with respect thereto.

This Agreement may not be modified, changed, supplemented, or terminated, nor may any obligations hereunder be waived, except by a written instrument signed by the Party to be charged. The Parties do not intend to confer any benefit hereunder on any person, firm or corporation other than the Parties hereto.

13. Construction. Headings at the beginning of each paragraph and subparagraph are solely for the convenience of the Parties and are not a part of this Agreement. Whenever required by the context of this Agreement, the singular shall include the plural and the masculine shall include the feminine and vice versa.

This Agreement shall not be construed as if it had been prepared by one of the Parties, but rather as if both Parties had prepared the same. Unless otherwise indicated, all references to paragraphs and subparagraphs are to this Agreement.

All exhibits referred to in this Agreement are attached and incorporated by this reference.
{CW117306.1} Page 5 of 5

14. Governing Law. The Parties hereto expressly agree that (i) this Agreement shall be governed by, interpreted under and enforced in accordance with the laws of the United States of America and the State of California, (ii) in the event of any dispute, the Parties shall be subject to the jurisdiction of the courts of the State of California, regardless of their place of residence, and (iii) in any action arising in connection with this Agreement, venue shall be in the County of Calaveras, State of California, United States of America.

15. Counterparts. This Agreement may be executed in any number of counterparts, each of which shall be deemed to be an original, but all of which together shall constitute one and the same instrument.

16. Facsimile or Electronic Signatures. In the event executed copies of this Agreement are provided by one Party to the other(s) by facsimile transmission, the original copies shall be sent by the signing Party to the other Party(ies) as soon as reasonably feasible, and pending the receipt thereof, the facsimile copies and the signatures thereon shall for all purposes be treated as originals. Upon mutual agreement of the Parties, the Agreement may be executed using electronic signatures.

17. Further Assurances. The parties agree to take such actions and execute such documents as may be reasonably required to carry out the intent of this Agreement.

18. Waiver. Any failure by the Parties to enforce any provision of this Agreement or any waiver thereof by a Party, shall not constitute a waiver of its right to enforce subsequent violations of the same or any other terms or conditions contained herein.

19. Assignment. Neither Party may assign it rights or delegate its obligations under this Agreement, in whole or in part, without the prior written consent of the other Party.

IN WITNESS WHEREOF, the Parties hereto have executed this Agreement effective as of the date first set forth above.

For the City of Angels:
_______________________________ ______________________
Rebecca Callen, City Administrator Date
For Utica Water and Power Authority:
_______________________________ ______________________
Joel Metzger, General Manager Date
RESOLUTION 23-25

APPROVAL OF THE MUTUTAL ASSISTANCE AGREEMENT BETWEEN THE CITY OF ANGELS AND THE

UTICA WATER AND PWER AUTHORITY
WHEREAS, the City of Angels and Utica Water and Power Authority mutually benefit from working together when needed; and
WHEREAS, a formal agreement allows for costs incurred associated with this agreement to be reimbursed during a declared emergency from State or Federal funds; and WHEREAS, this agreement will provide for a cost savings on equipment when required; and
WHEREAS, this agreement allows for an operational protection should the need arise; and
NOW THEREFORE BE IT RESOLVED by the City Council of the City of Angels, approves the Mutual Assistance Agreement and designates the City Administrator to execute the necessary documents between the Utica Water and Power Authority and the City of Angels, as attached.

Ayes:

Noes:

Absent:

Abstain:
________________________________
Jennifer Herndon, Mayor
ATTEST:
_________________________________
Rose Beristianos
City Clerk

HOME OF THE JUMPING FROG

CITY HALL
CITY OF ANGELS PO Box 667, 200 Monte Verda St. Suite B, Angels Camp, CA 95222 P: (209) 736-2181 Home of the Jumping Frog - Angelscamp.gov
DATE: February 21, 2022
TO: City Council
FROM: Rebecca Callen, City Administrator
RE: APPROVE RESOLUTION 23-17 ADOPTING THE CITY OF ANGELS STRATEGIC PLAN.

RECOMMENDATION
Approve Resolution 23-17 adopting the City of Angels Strategic Plan

BACKGROUND
Citygate has prepared a draft of the Strategic Planning and Facilitation Assistance document based on the input and feedback from months of public and City collaboration.

DISCUSSION
One of the first items on my To-Do list when hired as the City Administrator on February 7, 2022, was the evaluation and determination of the next steps on the City Strategic Plan. One year later, it is with pride and happiness that we can unveil the Draft Strategic Planning and Facilitation Assistance document.

City of Angels Camp Vision Statement
Dedicated to preserving our rich history, providing a safe and thriving community that is devoted to families, businesses, and visitors.

City of Angels Camp Mission Statement
To provide municipal services, infrastructure, and a high quality of life through trusted leadership, accountability, and efficiency for the benefit of our community.

The Vision identifies where we want to go, whereas the Mission identifies what we do.

While this may seem like such a simple task to identify, Council and staff took time to consider really where and what. This gave us impassioned and honest statements that can live well beyond the current Council and Staff well into the future and help guide our decisions and actions to align with those statements.
7C

CITY HALL
CITY OF ANGELS PO Box 667, 200 Monte Verda St. Suite B, Angels Camp, CA 95222 P: (209) 736-2181 Home of the Jumping Frog - Angelscamp.gov
There are many recommendations that I could not argue with. I came to the same conclusions in my first week of starting with the City, and it will take time and focus, but our staff is fully capable of contributing and carrying out those recommendations to fruition.

City of Angels Camp Primary Guiding Priorities
♦ Fiscal Stability
♦ Economic Development
♦ Technology
♦ Infrastructure
♦ Public Safety
City of Angels Camp Values
♦ Efficiency
♦ Accountability
♦ Resiliency
♦ Proactivity
♦ Trust
♦ Innovation
Once adopted, this draft shows the public and staff what our direction will be over the next fiscal year and assures everyone that while a goal may have yet to be put in year one, we can point to where it will be, not forgotten.

Accountability will be paramount to success. The City Administrator will be working with staff to ensure that happens and that all staff understands their part in that success.

FINANCIAL IMPACT
The inclusion of priorities will be contemplated in Fiscal Year 2023/24 budget. Many items concerning technology have been included in the current fiscal year budget.

ATTACHMENTS
Draft of the Strategic Planning and Facilitation Assistance document Executive Memo to City Council
Resolution 23-17 Adoption of the City of Angels Strategic Plan

City of Angels Camp
Strategic Planning and Facilitation Assistance (DRAFT REPORT) Table of Contents page i

TABLE OF CONTENTS
Section Page
Executive Summary ......................................................................................................................................................1 High-level Fiscal Review ........................................................................................................................... 2 Strategic Planning Process Outcomes........................................................................................................ 2 Vision Statement............................................................................................................................ 3 Mission Statement......................................................................................................................... 3 Primary Guiding Priorities............................................................................................................. 3 Values ........................................................................................................................................... 3 Strategic Planning Objectives........................................................................................................ 3 Section 1—Introduction................................................................................................................................................5

1.1 Project Scope ................................................................................................................................. 5

1.2 Project Methodology and Analyses............................................................................................... 6

1.2.1 High-Level Fiscal Review................................................................................................. 6 Section 2—Strategic Plan Development Process......................................................................................................14

2.1 Process Used by Citygate to Develop Strategic Plan .................................................................. 16 Section 3—Strategic Planning Workshop Outcomes...............................................................................................17

3.1 Community and Employee Surveys ............................................................................................ 17

3.1.1 Community Survey ......................................................................................................... 17

3.1.2 Employee Survey ............................................................................................................ 21

3.1.3 Mutual Survey Response Priorities................................................................................. 24

3.2 Vision/Mission Statements, Values and Primary Guiding Priorities........................................... 25

3.2.1 Vision Statement............................................................................................................. 25

3.2.2 Mission Statement........................................................................................................... 25

3.2.3 Values.............................................................................................................................. 26

3.3 Strategic Planning Objectives...................................................................................................... 27

3.4 Strategic Planning Implementation, Monitoring, Updating, and Reporting................................ 30 Section 4—Draft Strategic Plan Document Template .............................................................................................33 Section 5—Summary of Recommendations..............................................................................................................34 Table of Tables
Table 1—Angels Camp Financial Summary – All Funds ............................................................................................. 7 Table 2—Angels Camp Financial Summary – General Fund ....................................................................................... 9 Table 3—FY23 Priority Goals/Objectives................................................................................................................... 28 Table of Figures
Figure 1—FY23 Budgeted Expenditures by Fund Type ............................................................................................... 8 Figure 2—General Fund Tax Revenue by Category.................................................................................................... 10 Figure 3—Living Arrangement of Community Respondents...................................................................................... 17 Figure 4—Years Living in Angels Camp .................................................................................................................... 18 Figure 5—General Work-Related Information Regarding Respondents..................................................................... 18 City of Angels Camp
Strategic Planning and Facilitation Assistance (DRAFT REPORT) Table of Contents page ii
Figure 6—Respondent Commuting Status................................................................................................................... 19 Figure 7—Preferred Communication Medium of Respondents .................................................................................. 21 Figure 8—Job Function of Respondents...................................................................................................................... 22 Figure 9—Tenure of Respondents............................................................................................................................... 22 Appendices
Appendix A—City of Angels Camp Community Survey Summary Appendix B—City of Angels Camp Employee Survey Summary
Appendix C—General Plan Document Goal Verification Worksheet (Provided Digitally) Appendix D—Goal Prioritization Monitoring Matrix Template (Provided Digitally) Appendix E—Sample Policies and Procedures Template (Provided Digitally) City of Angels Camp
Strategic Planning and Facilitation Assistance (DRAFT REPORT) Executive Summary page 1

EXECUTIVE SUMMARY
Citygate Associates, LLC (Citygate) is pleased to once again serve the City of Angels Camp (City) by presenting this Final Report for Strategic Planning and Facilitation Assistance. The City has experienced several staff changes since Citygate completed its last project for the City in 2020.

These changes include a new City Council, a new City Administrator, and a new Finance Director.

In addition to the impacts of the COVID-19 pandemic, these changes make the City’s decision to complete a strategic planning process timely and wise.

The scope of Citygate’s work included:
◆ Extensive document and information review, as well as interviews with Councilmembers and staff, to gauge current operational efficiency and identify any additional issues and opportunities.
◆ Development of community and staff surveys to assist in identifying general and operational issues/priorities and the associated development of Council priorities. ◆ Reviewing the City’s current fiscal condition at a high level to identify present opportunities and challenges.
◆ Completing a full-day, comprehensive, on-site public workshop with Council and staff to develop a five-year strategic plan.
◆ Assistance with developing a five-year strategic plan document.

The primary purpose of the City, as is the case with all municipalities, is to focus efforts and budgets on that which benefits the community. Strategic planning helps to meet this overarching purpose. Strategic planning is defined as “the process by which the guiding members of an organization envision its future and develop the necessary procedures and operations to achieve that future.”1
The strategic planning process used for the workshop was based on similar strategic planning processes used by Citygate in other jurisdictions, tailored to meet the City’s operational environment. The process began with the review of the requested operational documents provided by the City. Based on this review and other pertinent research, interviews were conducted with Council and staff to fine tune Citygate’s understanding of current operations. Citygate then developed, with City assistance, community and employee surveys to identify service satisfaction, priorities, and strengths, weaknesses, opportunities, and threats as seen by the community and City employees. The surveys were made available to the community and employees over an 1 Nolan, Timothy M., Leonard D. Goodstein, and Jeannette Goodstein. Applied Strategic Planning, An Introduction.

John Wiley and Sons, Inc. San Francisco. 2008.

City of Angels Camp
Strategic Planning and Facilitation Assistance (DRAFT REPORT) Executive Summary page 2
approximately 60-day period. Citygate received 234 community responses and 21 employee responses. The responses were presented to Council and staff during the strategic planning workshop and were used by the Council and staff to complete the strategic planning process. These surveys are discussed in Section 3 of this report and complete survey summaries are provided in Appendix A and Appendix B.

HIGH-LEVEL FISCAL REVIEW
Citygate also conducted a high-level fiscal review to identify major fiscal issues impacting the strategic planning process. The total Citywide FY23 budgeted expenditures totaled approximately $14.9 million, with anticipated revenues of approximately $16.4 million, resulting in an estimated Citywide operating surplus of approximately $1.5 million. The FY23 Citywide budgeted revenue is approximately 8.2 percent above prior year unaudited actual revenues, due primarily to success in solicitation and receipt of various grants. The Citywide budgeted expenditures are approximately 5.7 percent above actual prior year unaudited expenditures, due primarily to estimated capital and other one-time expenditures to improve Citywide operational efficiencies.

Approximately $5 million of the approximately $16.4 million budgeted revenue and approximately $5.4 million of the approximately $14.9 budgeted expenditure for FY23 pertain to the General Fund. Per staff, the anticipated General Fund operating deficit will be addressed using available reserves or fund balance in the General Fund. The City had an estimated FY22 unaudited, unassigned fund balance reserve in the General Fund of approximately $4.5 million. At the end of FY23, General Fund unassigned fund balance reserves are estimated to be approximately $4.1 million, or approximately 75 percent of General Fund expenditures. This equates to more than nine months of estimated annual expenditures, which places the City’s General Fund in a fairly strong financial position.

STRATEGIC PLANNING PROCESS OUTCOMES
Based on the community and employee surveys, the top five mutual priorities include the following.
◆ New Development
◆ Community/Affordable Housing Programs
◆ New Businesses and Business Friendly
◆ New/Improving Parks
◆ City Infrastructure Upkeep (Utilities, Streets, Landscape) City of Angels Camp
Strategic Planning and Facilitation Assistance (DRAFT REPORT) Executive Summary page 3
The strategic planning workshop structure consisted of a presentation defining the strategic planning process and high-level fiscal review, in addition to various interactive exercises. Based on the workshop, the City finalized the following Strategic Plan elements.

Vision Statement
Dedicated to preserving our rich history, providing a safe and thriving community that is devoted to families, businesses, and visitors.

Mission Statement
To provide municipal services, infrastructure, and a high quality of life through trusted leadership, accountability, and efficiency for the benefit of our community.

Primary Guiding Priorities
• Fiscal Stability
• Economic Development
• Technology
• Infrastructure
• Public Safety
Values
• Efficiency
• Accountability
• Resiliency
• Proactivity
• Trust
• Innovation
Strategic Planning Objectives
Identifying appropriate and effective strategic objectives is an extremely time extensive process.

To meet the time constraints of this project, Citygate used the existing objective/goals identified in the City’s General Plan, which was updated November 2021. Indeed, the City had already exhaustively developed objectives/goals through extensive research and community and staff input as required by the State. Citygate summarized the General Plan objectives/goals in an Excel spreadsheet and assisted the Council in prioritizing them for the next five-year period via three tiers. The tiers included:
◆ Tier 1 Urgent – The highest maximum priority, which should be completed within the first quarter of the year
City of Angels Camp
Strategic Planning and Facilitation Assistance (DRAFT REPORT) Executive Summary page 4
◆ Tier 2 High Priority – Should be completed within the second or third quarter of the year.
◆ Tier 3 Medium/Low Level “Normal” Priority – Should be complete by the end of the year.

Out of the 64 General Plan goals/objectives presented at the workshop, Council and staff identified 20 goals/objectives to be completed in the first year of the strategic plan. For the purposes of this report, Citygate assumes the first year to be FY23. The goals/objectives are listed in Section 3.

A critical component of effective strategic planning is the implementation, monitoring, updating, and reporting process. A major hinderance to successful strategic planning is the lack of follow through once the strategic plan has been developed. Consequently, a matrix should be established to help monitor the objective of the strategic plan. Examples of items which should be included in the matrix include the following:
◆ Revenue allocation – Yes or no and, if yes, define the source(s) ◆ Fiscal Impact – Yes or no and, if yes, dollar impact, funding source, etc. ◆ Specific action items (tasks) necessary to achieve the objective; should be five or less
◆ Responsible department(s)
◆ Responsible lead(s)
◆ If extension is required (including why, with a new date) ◆ Whether it is a multi-year/ongoing objective
◆ When the task or objective was complete (and whether it was on time) ◆ Notes
These matrix and task components were not included in the scope of this project due to the time that would be required and the complexity of development of an effective implementation plan. If desired, Citygate can provide a proposal to assist the City to complete an effective implementation plan.

To assist with the responsibility component of the strategic plan, per the project scope, Citygate has provided Appendix D, a monitoring and responsibility template, which could be used to help structure the preliminary monitoring component.

Overall, Citygate identified seven recommendations, which are listed throughout this report and compiled in Section 5.

City of Angels Camp
Strategic Planning and Facilitation Assistance (DRAFT REPORT) Section 1—Introduction page 5
SECTION 1—INTRODUCTION
In May 2022, Citygate Associates, LLC (Citygate) was hired by Angels Camp (City) to provide strategic planning and facilitation assistance for the development of a five-year strategic plan. This introductory section discusses the project scope, the methodology, and analyses used by Citygate to complete the project. The remaining sections of the report include:
◆ Section 2—Strategic Plan Development Process
◆ Section 3—Strategic Planning Workshop Outcomes
◆ Section 4—Draft Strategic Plan Document Template
◆ Section 5—Summary of Recommendations
Applicable findings and recommendations are reflected this report.

1.1 PROJECT SCOPE
The following outlines the general scope of the project:

Completion of an orientation meeting by videoconference to ensure common understanding of the project and tasks.
◆ Extensive document and information review, as well as interviews with Councilmembers and staff, to gauge current operational efficiency and identify any additional issues and opportunities.
◆ Development of community and staff surveys to assist in identifying general and operational issues/priorities and the associated development of Council priorities. ◆ Reviewing the City’s current fiscal condition at a high level to identify present opportunities and challenges.
◆ Completing a full-day, comprehensive, on-site public workshop with Council and staff to develop a five-year strategic plan.
➢ Defining strategic planning, including benefits and pitfalls ➢ Presenting and discussing community and staff input from surveys ➢ Presenting a high-level fiscal review of the City
➢ Developing vision and mission statements for the City ➢ Identifying values embraced by the City
City of Angels Camp
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➢ Identifying core Council priorities
➢ Identifying and prioritizing City strategic goals
◆ Assistance with developing a five-year strategic plan document. ➢ Assistance with identifying tasks and responsibility assignments to achieve established strategic goals and objectives
➢ Assistance with developing a process to monitor task completion and identify necessary revisions, including an updating process Citygate provides a Goal Verification Worksheet template which incorporates the items approved by Council at the workshop as Appendix C. A more comprehensive implementation plan, including specified tasks, timelines, success metrics, etc., is outside the scope of this project. If desired, Citygate can provide a proposal to assist the City to complete an effective implementation plan.

1.2 PROJECT METHODOLOGY AND ANALYSES
Citygate reviewed numerous requested documents provided by the City, interviewed all members of the City Council, the City Administrator, and the department head or acting department head from planning, fire, police, public works, and finance. Citygate also researched strategic plans and operations of similarly sized agencies to develop an effective strategic planning workshop structure that would not overwhelm the Council; this was the first structured strategic planning process for the relatively new Council. Citygate found the Council in general agreement regarding strengths in the City and areas where improvements are needed.

1.2.1 High-Level Fiscal Review
The City contains a population of approximately 3,700, per the California Department of Finance 2022 population estimate, with 38 FTEs providing municipal services, which include police, fire, public works, planning, general administration, etc., not unlike other similarly sized cities. These services are supported by a total (all funds) FY23 expenditure budget of approximately $14.9 million and revenues of approximately $16.4 million, resulting in an estimated Citywide operating surplus of approximately $1.5 million. The FY23 Citywide budgeted revenue is approximately 8.2 percent above prior year unaudited actual revenues, due primarily to success in solicitation and receipt of various grants. The Citywide budgeted expenditures are approximately 5.7 percent above actual prior year unaudited expenditures, due primarily to estimated capital and other onetime expenditures to improve Citywide operational efficiencies. This information, along with summarized historical financial activity for other fiscal years, is reflected in the following table.

The prior year (FY22) comparison information is based on unaudited financial data provided by City staff because the annual audit had not been completed as of the writing of this report. Based City of Angels Camp
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on discussions with staff, the City has experienced issues related to high turnover in the Finance Department, which has resulted in late and potentially inaccurate identification and reporting of financial information in the past few years. The current Finance Director has only been with the City since May 2022 and is still getting acclimated to City finances. This situation required the City Administrator, who was also relatively new, to take the lead role in compilation of the FY23 budget document. Turnover issues such as those experienced by the City are one of the primary factors that make technology extremely important to ensure the timeliness and accuracy of critical financial activity reporting and should be a high priority for the City. Citygate has discovered that a significant investment in technology has only recently (FY23 budget) been identified. Citygate recommends that the technology update plans be implemented as soon as possible.

Table 1—Angels Camp Financial Summary – All Funds
Financial Component
FY19
Actual
FY20
Actual
FY21
Actual
FY22 Actual
(Unaudited)
FY23
Budget
Tax Revenue $2,852,711 $3,186,688 $4,078,016 $4,060,721 $4,201,500 All Other Revenues $7,367,705 $7,561,434 $9,644,941 $11,113,221 $12,214,163 Total Revenues $10,220,416 $10,748,122 $13,722,957 $15,173,942 $16,415,663 Expenditures $8,802,065 $9,524,450 $11,388,917 $14,078,762 $14,875,089 Net Operating
Income/(Loss) $1,418,351 $1,223,672 $2,334,040 $1,095,180 $1,540,574 Ending Total Fund Balance
/ Retained Earnings $23,567,691 $24,831,322 $19,804,816 $20,899,996 $22,440,570 Ending Unassigned Fund
Balance /Retained
Earnings
$8,396,310 $9,124,627 $7,863,339 $8,958,519 $10,499,093 Unrestricted Cash Balance
(Excluding Agency Funds) $11,731,647 $12,735,118 $15,670,921 $16,766,101 $18,306,675 Source: Actuals per ACFR; budget per budget document; population DOF E-5 (FY23 est.) City of Angels Camp
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The following figure is a breakdown of the FY23 budget by fund type.

Figure 1—FY23 Budgeted Expenditures by Fund Type
Approximately $5 million of the approximately $16.4 million budgeted revenue and approximately $5.4 million of the approximately $14.9 budgeted expenditure for FY23 pertain to the General Fund. Per staff, the anticipated General Fund operating deficit will be addressed using available reserves or fund balance in the General Fund. The City had an estimated FY22 unaudited, unassigned fund balance reserve in the General Fund of approximately $4.5 million, shown in the following table. Unassigned fund balance reserves represent funds available for emergencies and other priorities of the City. Best practice dictates that unassigned fund balance reserves be used for one-time and/or strategic priorities and not ongoing operations. At the end of FY23, General Fund unassigned fund balance reserves are estimated to be approximately $4.1 million, or approximately 75 percent of General Fund expenditures. This equates to more than nine months of estimated annual expenditures. Although the appropriate level of General Fund reserves is determined by several factors, including a risk assessment of the agency, as a best practice, the Government Finance Officers Association (GFOA) recommends that agencies maintain at least 17 percent of annual General Fund revenues or expenditures as an unassigned fund balance reserve. This would represent approximately two months of annual activity.2 Per, PFM, a financial advisor firm, Moody’s rating agency generally looks for a General Fund unassigned fund balance level of 2 https://www.gfoa.org/materials/fund-balance-guidelines-for-the-general-fund City of Angels Camp
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between 15 percent and 30 percent to support an Aa rating.3 Consequently, this places the City’s General Fund in a fairly strong financial position at this time. This is a major financial improvement over its financial condition during the fiscal analysis performed by Citygate in 2018, even with the adverse impacts of COVID-19.

FY23 General Fund revenues are relatively flat when compared to the prior year, due primarily to revenue increases resulting from sales and property taxes being offset by ARPA funds, which were received in the prior year and are not repeating in FY23. General Fund FY23 estimated expenditures are approximately $781,000, or 16.8 percent higher than the prior year’s unaudited actual total, due primarily to additional one-time funding being provided for areas such as city hall renovations, technology upgrades necessary to improve overall operational efficiency, and consultant services necessary for various capital projects completion. The use of unassigned fund balance reserves for these types of one-time expenses is considered a best practice.

Table 2—Angels Camp Financial Summary – General Fund
Financial Component
FY19
Actual
FY20
Actual
FY21
Actual
FY22 Actual
(Unaudited)
FY23
Budget
Tax Revenue $2,251,584 $2,671,924 $3,667,367 $3,584,342 $3,344,000 All Other Revenues $1,800,172 $1,695,623 $1,802,968 $1,466,708 $1,696,344 Total Revenues $4,051,756 $4,367,547 $5,470,335 $5,051,051 $5,040,344 Expenditures $3,512,961 $3,883,398 $3,502,948 $4,637,720 $5,418,957 Net Operating Income/(Loss) $538,795 $484,149 $1,967,387 $413,331 $(378,613) Ending Total Fund Balance $2,126,384 $2,610,530 $4,577,916 $4,991,247 $4,612,634 Ending Unassigned Fund Balance $1,632,942 $2,041,181 $4,040,200 $4,453,531 $4,074,918 Unrestricted Cash Balance (Excluding
Agency Funds) $1,727,552 $1,917,715 $3,715,567 $4,128,898 $3,750,285 The following figure reflects the tax revenue sources collected in the General Fund. The increases in sales taxes between fiscal years 2020 and 2021 represents the approval of a ½-cent sales tax increase by the voters and a two-percent increase in the transient occupancy tax (TOT) also approved by the voters. The decline in TOT estimated for FY23 consists primarily of a change from prior years of the allocation methodology implemented by the City, which allocates more of the TOT collected to funds other than the General Fund to support various operations. 3 https://synopsis.pfm.com/resources/whitepapers/best-practices-in-fund-balance City of Angels Camp
Strategic Planning and Facilitation Assistance (DRAFT REPORT) Section 1—Introduction page 10
Figure 2—General Fund Tax Revenue by Category
During its fiscal review, Citygate identified several improvements that have been implemented by the City that have helped to strengthen its financial position. ◆ Passing of the ½-cent sales and transaction tax ballot measure in 2018 to improve fiscal health
◆ Increasing the TOT from 10 percent to 12 percent to improve fiscal health ◆ Water/Wastewater rate increases to cover cost of service in 2019 ◆ Establishing reserve policies and adherence steps to enhance ability to address fiscal emergencies
◆ Upgrading technology
◆ General fees and charges revisions to provide better coverage of service provision costs
◆ Use of Federal and State COVID-19 relief
This resulted in:
◆ 14 months unassigned fund balance in the General Fund (FY21) ◆ 10 months unreserved retained earnings in the Sewer Fund (FY21) City of Angels Camp
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◆ 42 months unreserved retained earnings in the Water fund (FY21) Conversely, Citygate also identified several fiscal issues that need to be addressed. ◆ Financial system capability limitations. The City’s FY23 budget includes funding to upgrade the current financial hardware and software, which will help address this issue.
◆ Tenure/experience (structure) of Finance Department employees. The amount of Finance Department turnover experienced over the last couple of years has caused uncertainty related to compilation and reporting of financial information. ◆ Timeliness of financial reports/updates. Timeliness and accuracy of financial reporting is crucial for policy makers and staff to make effective operational decisions. Citygate would recommend that increased resources (e.g., training, additional staff, technology) be provided to support the Finance Department to help address this issue. The City has already included additional technology funding in its FY23 budget, which should help.
◆ Manual workaround processes developed by staff to address system issues are still in place. The increase of technology funding in FY23 should help address this issue. ◆ Remaining COVID-19 fiscal impacts. Although the impacts of COVID are waning, some fiscal impacts remain and should be monitored to help development of plans to address impacts now that the Federal and other relief funding is more limited. ◆ Lack of comprehensive written fiscal policies. A critical factor in achieving budget stabilization is the establishment of and compliance with comprehensive, formal, written financial accounting policies and procedures. Although the City does include policy statements as a part of the FY23 budget document, they are not formal polices as recommended by the GFOA. These financial policies and procedures include payroll, accounts payable, cash handling, accounts receivable, purchasing, etc. Best practice policies and procedures that are monitored regularly to ensure compliance helps staff plan their workload more efficiently. Citygate has included a fiscal policy template, which includes the GFOA recommended structure, as Appendix E Traditionally, such documentation has taken the form of a financial and accounting policies and procedures manual. The manual should be readily available to employees either in hard copy or in a searchable, electronic format on an employee portal or intranet site. To reduce fraud, the GFOA recommends this manual not be posted on an external website.4 The GFOA has 4 https://www.gfoa.org/materials/policies-and-procedures-documentation City of Angels Camp
Strategic Planning and Facilitation Assistance (DRAFT REPORT) Section 1—Introduction page 12
developed approximately 200 best practice recommendations related to municipal financial operations. Citygate recommends that City staff review this list and use it as a guide when developing written policies.5
◆ Lack of long-term fiscal planning model. As a part of its Citywide review in 2018, Citygate developed and provided to the City a basic financial plan model that could be used by the City. The basic purpose of the model was to assist the City in maintaining a long-term focus when developing strategies and implementing financial decisions. The model reflected financial operational information relating to previous years, the current year, and projections for the next five years. The model was developed using MS-Excel, which could be amended by the City as needed based on financial assumptions as determined by the City. Considering the turnover in the Finance Department since 2018, it is Citygate’s understanding that the financial plan model has not been utilized. The use of this model was a Citygate recommendation in 2018 and continues to be recommended. If desired by the City, Citygate can provide training to the new Finance Director related to the financial plan model previously provided.
◆ Lack of departmental performance measures as a part of the budget development process. A budget development best practice noted by GFOA is the inclusion of performance measures. GFOA recommends that all organizations identify, track, and communicate performance measures to monitor financial and budgetary status, service delivery, program outcomes, and community conditions.6 Performance measures should also be developed using the City’s strategic plan as a guide.

Examples of how to develop effective performance measures is listed in the GFOA best practices reference provided in this report. Citygate recommends developing departmental performance measures as a part of the annual budget development process with updates at least semiannually.
5 http://www.gfoa.org/best-practices-z
6 http://www.gfoa.org/best-practices-z
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Recommendation #1: Increase resources (e.g., training, additional staff, technology) as needed to support the Finance Department to address financial reporting timeliness and accuracy
issues to ensure that critical fiscal information is provided to Council and management to make operational
decisions.

Recommendation #2: Formalize fiscal policies based on the GFOA recommended format per Appendix E of this report.

Recommendation #3: Review the list of GFOA operational best practices provided in this report and use it as a guide to develop an accounting manual.

Recommendation #4: If not already doing so, develop a five-year financial forecast model using the model provided by Citygate as a template.

Recommendation #5: Develop departmental performance measures as a part of the annual budget development process, with updates at
least semiannually. The structure of the performance
measures should meet best practices as recommended by
the GFOA.

City of Angels Camp
Strategic Planning and Facilitation Assistance (DRAFT REPORT) Section 2—Strategic Plan Development Process page 14
SECTION 2—STRATEGIC PLAN DEVELOPMENT PROCESS
The primary purpose of the City, as is the case with all municipalities, is to focus efforts and budgets on that which benefits the community. Strategic planning helps to meet this overarching purpose. Strategic planning is defined as “the process by which the guiding members of an organization envision its future and develop the necessary procedures and operations to achieve that future.”7
In 2021, the International City/County Managers Association (ICMA)—an internationally recognized agency with the purpose of increasing the proficiency of city managers, county managers, and other local government administrators, and to strengthen the quality of local government through professional management—funded a study focused on strategic planning for small communities. This study identified several benefits of strategic planning, including:
◆ Providing clear guidance on the goals of the governing body to the manager. ◆ Providing and effective use as a communication device for staff. ◆ Communication to employees that what they do is important and has a purpose. ◆ Helps local government managers prioritize the work in the organization and the limited financial resources available during the budget process. ◆ Helps elected officials make decisions on controversial issues.

The study separated these benefits into three categories or tools. 8 ◆ Prioritization – to prioritize and provide effective use of resources. ◆ Accountability – through the assignment of lead personnel responsible for achievement of the objective/goal, everyone understands who is responsible. ◆ Communication – with regular updates to the public, elected officials, and staff of the plan, helps to maintain operational focus.

Although there are numerous benefits to strategic planning, there are several circumstances and myths that can inhibit the successful execution of strategic planning. While often the more recognizable influencers such as resource limits, budget, unprecedented events (such as disasters) and time constraints can factor into why goals and objectives cannot be accomplished, there are many other, and often more common reasons, why things do not go according to a well-laid plan.

Many of these inhibitors are preventable; however, awareness and active attention must be present 7 Nolan, Timothy M., Leonard D. Goodstein, and Jeannette Goodstein. Applied Strategic Planning, An Introduction.

John Wiley and Sons, Inc. San Francisco. 2008.
8 https://icma.org/page/strategic-planning-small-communities-managers-manual City of Angels Camp
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to help avoid some of the less recognizable and human impactors to successfully implement any such plan. Some of these more common circumstances, which are referred to as “Fail Facts,” include:
◆ Minimal Investment/Buy-In of staff to align with the strategic plan ◆ Lack of clear consistent communication from leadership (on-going) ◆ Add-Ons – Adding to staff’s workload while nothing taken is away | Lack of understanding immovable pressures (Harvard Business Review, 2022) ◆ Lack of accountability (all levels)
◆ Lack of patience
◆ Staff’s lack of clarity on the strategy
◆ “Everything is a priority” syndrome
◆ No true allocation of resources
◆ Lack of perceived fairness (recognition, rewards)
◆ Lack of fostering innovation by leadership
◆ Was the right approach utilized in the execution?
◆ Some failures are success attitude lacking
◆ Lack of understanding the real problem
◆ Lack of understanding organizational capabilities
◆ Lack of understanding cultural landscape (if they did it before will they do it again?) Additionally, per Harvard Business Review in 2015, there are several myths which impact successful execution of strategic planning.9 They include:
◆ Execution means alignment. Limited goals, specific and measurable. ◆ Execution means sticking to the plan. Flexibility and opportunities. ◆ Communication means understanding. Simple, clear, repeat back two-way. ◆ Performance culture drives execution. Broad recognition/rewards (for innovation, agility)
9 https://hbr.org/2015/03/why-strategy-execution-unravelsand-what-to-do-about-it City of Angels Camp
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◆ Execution should be driven from the top. Long-term gains by distributed leaders.

2.1 PROCESS USED BY CITYGATE TO DEVELOP STRATEGIC PLAN
The strategic planning process used for the workshop was based on similar strategic planning processes used by Citygate in other jurisdictions, tailored to meet the City’s operational environment. The process began with the review of the requested operational documents provided by the City. Based on this review and other pertinent research, interviews were conducted with Council and staff to fine tune Citygate’s understanding of current operations. Citygate then developed, with City assistance, community and employee surveys to identify service satisfaction, priorities, and strengths, weaknesses, opportunities, and threats as seen by the community and City employees. These surveys are discussed in Section 3 of this report and complete survey summaries are provided in Appendix A and Appendix B.

A high-level fiscal review was also completed. The results of which were discussed previously in this report.

Based on the information reviewed, the interviews, and the survey results, Citygate, again with the assistance of the City, developed a workshop structure to present the results and assist the Council to complete the strategic planning process. The public workshop was held on December 1, 2022, at 10am and was attended by the Council and some department staff in addition to Citygate staff.

During the workshop presentation, Citygate:
◆ Defined strategic planning
◆ Reported the results of the community and employee surveys ◆ Reported the results of the high-level fiscal review of City operations ◆ Assisted Council and staff through various interactive exercises in the:
➢ Developing vision and mission statements for the City ➢ Identifying values embraced by the City
➢ Identifying core Council priorities
➢ Prioritizing over 100 goals identified in the City’s current General Plan City of Angels Camp
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SECTION 3—STRATEGIC PLANNING WORKSHOP OUTCOMES

3.1 COMMUNITY AND EMPLOYEE SURVEYS
The community and employee surveys were made available on August 29, 2022, and August 28, 2022, respectively. Each group was given until October 30, 2022, to respond. The following discussions summarize some of the key results of the surveys. Complete survey summaries are provided in Appendix A and Appendix B. The individual surveys were confidential and did not include names, addresses, or any other method to identify respondents. Responses were sent directly to Citygate to ensure validity. Citygate summarized the results during the workshop.

3.1.1 Community Survey
The community survey provided the City with an idea of the demographics of the respondents, their thoughts on general City operations, their satisfaction with various specific services provided by the City, areas that they believe should be a priority for the City, and their preferred method of receiving communication from the City. The survey consisted of six pages and was made available on the City’s website. Hardcopies of the survey were also made available to those without access to the City’s website.

The following summarizes the 234 responses received from the community.

Figure 3—Living Arrangement of Community Respondents
City of Angels Camp
Strategic Planning and Facilitation Assistance (DRAFT REPORT) Section 3—Strategic Planning Workshop Outcomes page 18
Figure 4—Years Living in Angels Camp
Figure 5—General Work-Related Information Regarding Respondents City of Angels Camp
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Figure 6—Respondent Commuting Status
The survey contained 20 level of agreement statements that asked the respondents to indicate their level of agreement or disagreement. The following identifies the top five agreement and the top five disagreement with the statements presented in the survey.

Top Five Strongly Agree or Agree
◆ The City is a good place to raise children – 75.6%
◆ The City is generally a safe place to live and/or work – 77.8% ◆ I feel a strong sense of community in the City – 65.8% ◆ The overall quality of life in the City is high – 63.7% ◆ City development fees for new homes and commercial development should be set at a level sufficient to pay for added offsite improvements such as utility lines, increased water treatment capacity, and street improvements – 51.7% Top Five Strongly Disagree or Disagree
◆ The City has an ample number of restaurant options – 77.7% ◆ The City provides plenty of opportunities to enjoy the nightlife – 74.8% ◆ The City has an ample number of choices for shopping – 69.2% ◆ The City has a vibrant downtown area – 59.3%
◆ The City draws good business investments – 58.6%
City of Angels Camp
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The survey also listed 34 City-provided services and asked respondents to indicate their level of satisfaction for each service. The following reflects the City-provided services that received a 50 percent or above satisfaction response from the community, and the top seven where the community was most dissatisfied with the City-provided service. 50%+ Very Satisfied or Satisfied
◆ Fire emergency response – 77.8%
◆ Trash collection – 64.5%
◆ Public library services – 61.5%
◆ Water quality – 67.1%
◆ Water service – 64.5%
◆ Police emergency response – 60.2%
◆ Utility billing services – 57.3%
◆ Fire prevention – 50.9%
Top Seven Very Dissatisfied or Dissatisfied
◆ Childrens’ and teens’ recreation programs – 44%
◆ Community preservation programs or code enforcement (i.e., abandoned car removal, noise problems, etc.) – 35.9%
◆ Street maintenance – 32%
◆ Adult recreation programs – 33.7%
◆ Community housing programs – 31.1%
◆ Long-range planning and development – 30.8%
◆ Maintenance of street trees and landscaping – 28.2%
The survey also listed 43 potential priorities based on the interviews and research completed by Citygate and respondents were asked to rank their top five priorities. The following reflects the top eight priorities per the responses. The top eight were selected here due to ties in some priority responses.

Top Eight Priorities
◆ Downtown needs investment, revitalization, and rehabilitation ◆ Bringing in new business and fostering a business-friendly environment is a priority City of Angels Camp
Strategic Planning and Facilitation Assistance (DRAFT REPORT) Section 3—Strategic Planning Workshop Outcomes page 21
◆ The City needs new, improved, completed, or expanded parks and recreation options
◆ General City infrastructure, maintenance, upkeep, and ongoing public works are a priority
◆ City streets and roads require improvements and maintenance ◆ Utility and resource infrastructure are crucial
◆ Restaurant options (also night life and entertainment options) should be improved ◆ Homelessness is a major concern
The survey also asked respondents to indicate how they would like to receive communication from the City. As can be seen from the following figure, email, the City’s website, and Facebook are the top three preferred communication methods.

Figure 7—Preferred Communication Medium of Respondents

3.1.2 Employee Survey
The employee survey contained questions and statements to gauge the employees’ function and length of employment, things that thought work well withing the City or their department, as well as things that they believe need improvement and future issues they feel will impact their job.

City of Angels Camp
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Citygate received responses from 21 of the 38 city employees, or approximately 55 percent. The survey consisted of three pages and, like the community survey, was made available on the City’s website, with hard copies of the survey made available to those without access to the City’s website or internal email.

The following summarizes the 21 responses received from City employees.

Figure 8—Job Function of Respondents
Figure 9—Tenure of Respondents
Top Six things liked best about working for City:
◆ Providing essential services to residents and visitors – 81% ◆ Being part of a team with fellow City employees – 52.4% City of Angels Camp
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◆ Positive interactions with supervisors and managers – 52.4% ◆ A sense of accomplishment – 47.6%
◆ Working on important projects – 42.9%
◆ The positive direction in which the City organization is heading – 42.9% Top six most challenging about working for City
◆ Understaffing – 66.7%
◆ Outdated tools and technology – 57.1%
◆ Balancing workload – 47.6%
◆ Working with the public – 23.8%
◆ Lack of support or recognition from management – 23.8% ◆ Disconnected from City Hall goals – 14.3%
Top six things that work well in department and Citywide.

These responses were based on the employee listing the top three issues listed in the survey for this category, and not all 21 employees responded for this category ◆ Teamwork / effective team members
◆ Collaboration and communication between departments and with City leadership, teamwork
◆ Team attitude and relationships: pride, positivity, helpfulness, enthusiasm, camaraderie
◆ Strong management/leadership, the availability of the Deputy Chief, helpful Supervisor, support, positive reinforcement
◆ Quality communications
◆ Setting new goals and standards, willingness to improve, and movement in the right direction
Top six things where improvement needed in department and Citywide These responses were also based on the employee listing the top three issues listed in the survey for this category, and not all 21 employees responded for this category ◆ Pay and benefits
City of Angels Camp
Strategic Planning and Facilitation Assistance (DRAFT REPORT) Section 3—Strategic Planning Workshop Outcomes page 24
◆ Staffing levels
◆ Infrastructure improvements, replacement/renovation of facilities: City, roads, water, and sewer
◆ Training across all staff levels and cross-training between positions ◆ Technology
◆ Lack of sense of community, support for local events, engagement with citizens, public trust
Top five opportunities for City over next three years
◆ Public infrastructure improvements, reinvestment in community and departments ◆ Stable City growth
◆ Housing expansion (including affordable housing, Habitat for Humanity, etc.) ◆ Growth in businesses, getting a “big box” store
◆ Development of new land areas and parks, updates to existing parks Top five constraints of City over next three years
◆ City sales and TOT revenues are volatile in the event of recession; need for large finance reserves limits City investment, other budget, and finance concerns ◆ Traffic flow, road backups during events
◆ The economy, and any related business closures due to the economic hardship ◆ Self-absorption, pride, and spite among people. Too many non-inclusive. Lack of community.
◆ Resistance to growth, or not pushing hard enough for growth and development in the City

3.1.3 Mutual Survey Response Priorities
Based on the combined community and employee surveys, the top five mutual priorities are:
◆ New Development
◆ Community/Affordable Housing Programs
◆ New Businesses and Business Friendly
◆ New/Improving Parks
City of Angels Camp
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◆ City Infrastructure Upkeep (Utilities, Streets, Landscape)

3.2 VISION/MISSION STATEMENTS, VALUES AND PRIMARY GUIDING PRIORITIES Citygate facilitated several exercises of the Council and staff at the workshop to develop vision, mission statements, and identify basic values that the City felt were important. These components are a critical part of the strategic planning process because they provide:
◆ Foundational communication tools
◆ Infrastructure (defines you (who, what, why))
◆ Shared purpose, direction, focus, coherence
◆ Sustained value
◆ Defined intent
◆ Motivation
◆ Inspiration for the future
The following discussion reflects the results of those workshop exercises.

3.2.1 Vision Statement
A vision statement details where the organization aspires to go, or its destination. It expresses why the organization exists and focuses on tomorrow. The Council and staff participated in various small groups and a collective final group to come to a consensus on a final vision statement, which is as follows.

City of Angels Camp Vision Statement
Dedicated to preserving our rich history, providing a safe and thriving community that is devoted to families, businesses, and visitors.

3.2.2 Mission Statement
A mission statement is what drives the organization. It is what it does. The CORE of the organization. The mission statement shapes the organizations culture. It can motivate employees and stakeholders and provide clarity. From this, objectives are created. The Council and staff also participated in various small groups and a final collective larger group to come to a consensus on a final mission statement, which is as follows.

City of Angels Camp
Strategic Planning and Facilitation Assistance (DRAFT REPORT) Section 3—Strategic Planning Workshop Outcomes page 26
City of Angels Camp Mission Statement
To provide municipal services, infrastructure, and a high quality of life through trusted leadership, accountability, and efficiency for the benefit of our community.

An important component to help accomplish the City’s mission is the identification of primary guiding priorities. These overarching priorities provide direction on how to achieve the City’s mission. The rules that govern what it does. They are the guidelines for decision-making for staff.

They are the tools that guide policy and decision making. The Council and staff identified the following as primary guiding priorities, based on the survey results, General Plan goals, and other information discussed at the workshop, which is the recommended number for effective strategic planning.

City of Angels Camp Primary Guiding Priorities
◆ Fiscal Stability
◆ Economic Development
◆ Technology
◆ Infrastructure
◆ Public Safety

3.2.3 Values
Values are individual, basic, fundamental beliefs that guide or motivate people to act or behave in a particular way. They are the things that organizations believe are important in the way they live and work. Values are the words or qualities which describe the type of life that help guide an organization. Values are the standards or ideals with which actions, people, things, or situations are evaluated. The Council identified a number of values, settling on the following six, which is an optimal, manageable number recommended for strategic planning.

City of Angels Camp Values
◆ Efficiency
◆ Accountability
◆ Resiliency
◆ Proactivity
◆ Trust
◆ Innovation
City of Angels Camp
Strategic Planning and Facilitation Assistance (DRAFT REPORT) Section 3—Strategic Planning Workshop Outcomes page 27

3.3 STRATEGIC PLANNING OBJECTIVES
Identifying appropriate and effective strategic objectives is an extremely time extensive process.

To meet the time constraints of this project, Citygate used the existing objective/goals identified in the City’s General Plan, which was updated November 2021. Indeed, the City had already exhaustively developed objectives/goals through extensive research and community and staff input as required by the State. Citygate summarized the General Plan objectives/goals in an Excel spreadsheet and assisted the Council in prioritizing them for the next five-year period via three tiers. The tiers included:
◆ Tier 1 Urgent – The highest maximum priority, which should be completed within the first quarter of the year
◆ Tier 2 High Priority – Should be completed within the second or third quarter of the year.
◆ Tier 3 Medium/Low Level “Normal” Priority – Should be complete by the end of the year.

Citygate presented 64 goals identified in the City’s General Plan. The results of the goals/objectives prioritization process completed during the workshop are reflected in Appendix C. The following table shows the 20 General Plan goals/objectives prioritized in the first year by majority vote of the Council at the workshop based on the tier definitions discussed previously.

For the purposes of the spreadsheet, year 1 is assumed to be fiscal year 2022/23.

City of Angels Camp
Strategic Planning and Facilitation Assistance (DRAFT REPORT) Section 3—Strategic Planning Workshop Outcomes page 28
Table 3—FY23 Priority Goals/Objectives
General Plan Element General Plan Goal
FY23 – Tier 1
Conservation & Open
Space Maintain and, where feasible, enhance the city’s appearance Conservation & Open
Space
Ensure adequate water quality and quantity for the residents of and visitors to the city.

Conservation & Open
Space
Protect the health and safety of people and property in the city from natural and man-made hazards.

Economic Development Promote a wide variety of economic opportunities consistent with the city's social, cultural, environmental, and aesthetic resources Economic Development Maintain and enhance the city's economic vitality while conserving the city's social, cultural, environmental, and aesthetic resources.

Public Facilities &
Services
Continue to improve Angels Camp’s capacity to store, treat and deliver water and to collect and treat wastewater as necessary to achieve the stated goals of the city.

Public Safety Facilitate the provision of an adequate supply of water, and essential utilities and communications for city residents during emergency situations.

Public Safety Prepare city staff, agencies, and citizens to respond in a coordinated and cooperative manner to emergency situations
City of Angels Camp
Strategic Planning and Facilitation Assistance (DRAFT REPORT) Section 3—Strategic Planning Workshop Outcomes page 29
General Plan Element General Plan Goal
FY23 – Tier 2
Circulation
Provide adequate parking to serve existing and future development and improve traffic flow on narrow streets while maintaining the rural and historic character of the city
Community Identity Design new development to be compatible with the natural, scenic, and cultural resources and rural character of Angels Camp
Community Identity
Design new commercial and industrial development to be compatible with the natural, scenic, and cultural resources and rural character of Angels Camp
Land Use
Encourage well-designed business attraction and expansion proposals which are compatible with the rural character of the community, contribute positively to the city’s economic base, and improve the city’s jobs/housing balance.

Land Use
Provide a well-organized and orderly development pattern that maintains and enhances Angels Camp’s social, economic, cultural, environmental, and aesthetic resources while managing growth so that adequate facilities and services can be provided in pace with development.

City of Angels Camp
Strategic Planning and Facilitation Assistance (DRAFT REPORT) Section 3—Strategic Planning Workshop Outcomes page 30
General Plan Element General Plan Goal
FY23 – Tier 3
Conservation & Open
Space Promote the efficient use of energy resources
Land Use
Encourage well-designed commercial development compatible with the rural character of the community that contributes positively to both the city’s economic base and the city’s jobs/housing balance
Land Use
Protect land adjoining, and in close proximity to, the city limits from development inconsistent with the city’s stated future goals, policies, and programs
Public Facilities &
Services
Maintain or increase the levels of service currently available within Angels Camp for public works facilities and infrastructure including roads, sidewalks, drainage facilities, public buildings, and other public facilities Public Facilities &
Services
Maintain or increase the standards of coverage currently available within Angels Camp for fire protection and medical response facilities and infrastructure
Public Facilities &
Services
Maintain or increase the levels of service currently available within Angels Camp for police protection facilities and infrastructure Public Facilities &
Services
Maintain or increase the levels of service currently available within Angels Camp for park facilities and infrastructure.

3.4 STRATEGIC PLANNING IMPLEMENTATION, MONITORING, UPDATING, AND REPORTING A critical component of effective strategic planning is the implementation, monitoring, updating, and reporting process. A major hinderance to successful strategic planning is the lack of follow through once the strategic plan has been developed. Consequently, a matrix should be established to help monitor the objective of the strategic plan. Examples of items which should be included in the matrix include the following:
◆ Revenue allocation – Yes or no and, if yes, define the source(s) ◆ Fiscal Impact – Yes or no and, if yes, dollar impact, funding source, etc. ◆ Specific action items (tasks) necessary to achieve the objective; should be five or less
◆ Responsible department(s)
◆ Responsible lead(s)
City of Angels Camp
Strategic Planning and Facilitation Assistance (DRAFT REPORT) Section 3—Strategic Planning Workshop Outcomes page 31
◆ If extension is required (including why, with a new date) ◆ Whether it is a multi-year/ongoing objective
◆ When the task or objective was complete (and whether it was on time) ◆ Notes
The City should establish a regular reporting schedule to update the community, Council, and staff regarding the progress of achieving the objective of the strategic plan and any seen or unforeseen issues that will require the strategic plan objectives. Once discussed and agreed upon, the strategic plan document should be revised and shared to ensure a consistent understanding of the objectives, tasks, and timelines of the most up-to-date strategic plan document. Identifying appropriate personnel to be responsible for the various objectives, creating tasks the City believes would be necessary to achieve the objects, and building an appropriate timeline will be a time intensive process. These matrix and task components were not included in the scope of this project due to the time that would be required and the complexity of development of an effective implementation plan. If desired, Citygate can provide a proposal to assist the City to complete an effective implementation plan.

However, whether it is completed by the City or Citygate, it is recommended that this process be formalized. The City Administrator anticipates providing an annual strategic plan update every January.

Recommendation #6: Establish a formal strategic plan implementation, monitoring, reporting, and updating process to ensure the strategic plan document is a relevant, effective work tool.

This process should:

6.1 Establish a work group, team, or individual who is
responsible for monitoring and updating the strategic
plan. In the case of a work group, members of the
community could be included.

6.2 Develop a results and update reporting schedule.

City of Angels Camp
Strategic Planning and Facilitation Assistance (DRAFT REPORT) Section 3—Strategic Planning Workshop Outcomes page 32

6.3 Develop tasks required to meet objectives, including fiscal and resource impacts of each.

6.4 Identify responsible personnel and timelines for the tasks and overall objectives.

6.5 Establish performance indicators and accountability metrics.

6.6 Refer to Fail Facts and Myths as necessary for
tracking and evaluation.

6.7 Recognize progress achievements.

6.8 Develop quick reference sheets to keep mission,
vision, values, and core priorities at the forefront for the public and City employees, and as a measuring tool to
related General Plan tasks within each of the goals and objectives.

6.9 While there are some core approaches to monitoring, it is suggested that the City determine its own style and tactic to ensure a thoughtful and action-based monitoring program. Things to consider include fiscal impacts (costbenefit/effectiveness analysis), performance/participation and compliance, results,
organizational impact, policy changes, environmental
influences, public perceptions, potential local and state mandates, and interventions/pivots.

City of Angels Camp
Strategic Planning and Facilitation Assistance (DRAFT REPORT) Section 4—Draft Strategic Plan Document Template page 33 SECTION 4—DRAFT STRATEGIC PLAN DOCUMENT TEMPLATE
There are numerous strategic plan document structures; however, because this is the City’s first formal strategic plan document, Citygate believes that a relatively simple document would be the most useful and effective. The document would contain the development information provided in this report as well as an implementation plan, which was not a part of the scope of this project.

Citygate recommends that this report initially be used as the strategic plan document. Citygate also recommends that once the formal implementation, monitoring, and reporting plan is developed per Citygate’s recommendation, that this implementation plan be integrated into the simple strategic plan document.

Recommendation #7: Use this report as the initial component of the strategic plan document and revise it to include results based on completion of Recommendation #6 to create a formal
strategic plan document.

City of Angels Camp
Strategic Planning and Facilitation Assistance (DRAFT REPORT) Section 5—Summary of Recommendations page 34
SECTION 5—SUMMARY OF RECOMMENDATIONS
Recommendation #1: Increase resources (e.g., training, additional staff, technology) as needed to support the Finance Department to address financial reporting timeliness and accuracy issues to ensure that critical fiscal information is provided to Council and management to make operational decisions.

Recommendation #2: Formalize fiscal policies based on the GFOA recommended format per Appendix E of this report.

Recommendation #3: Review the list of GFOA operational best practices provided in this report and use it as a guide to develop an accounting manual.

Recommendation #4: If not already doing so, develop a five-year financial forecast model using the model provided by Citygate as a template.

Recommendation #5: Develop departmental performance measures as a part of the annual budget development process, with updates at least semiannually. The structure of the performance measures should meet best practices as recommended by the GFOA.

Recommendation #6: Establish a formal strategic plan implementation, monitoring, reporting, and updating process to ensure the strategic plan document is a relevant, effective work tool. This process should:

6.1 Establish a work group, team, or individual who is
responsible for monitoring and updating the strategic plan. In the case of a work group, members of the community could be included.

6.2 Develop a results and update reporting schedule.

6.3 Develop tasks required to meet objectives, including fiscal and resource impacts of each.

6.4 Identify responsible personnel and timelines for the tasks and overall objectives.

6.5 Establish performance indicators and accountability metrics.

6.6 Refer to Fail Facts and Myths as necessary for tracking and evaluation.

City of Angels Camp
Strategic Planning and Facilitation Assistance (DRAFT REPORT) Section 5—Summary of Recommendations page 35

6.7 Recognize progress achievements.

6.8 Develop quick reference sheets to keep mission, vision, values, and core priorities at the forefront for the public and City employees, and as a measuring tool to related General Plan tasks within each of the goals and objectives.

6.9 While there are some core approaches to monitoring, it is suggested that the City determine its own style and tactic to ensure a thoughtful and action-based monitoring program. Things to consider include fiscal impacts (cost-benefit/effectiveness analysis), performance/participation and compliance, results, organizational impact, policy changes, environmental influences, public perceptions, potential local and state mandates, and interventions/pivots.

APPENDIX A

DRAFT COMMUNITY SURVEY SUMMARY
City of Angels Camp, CA
Strategic Planning and Facilitation Assistance – Community Survey Results (DRAFT REPORT) Community Survey Analysis page 1

CITY OF ANGELS CAMP COMMUNITY SURVEY SUMMARY

OVERVIEW AND METHODOLOGY
Citygate Associates, LLC (Citygate) conducted an internet-based community survey between August 29, and October 30, 2022, as part of our Citywide Update and Strategic Plan for the City of Angels Camp (City), California. In total, there were 234 completed survey responses.

Survey Summary
Launch Date August 29, 2022
Close Date October 30, 2022
Total Responses 234
Apart from four basic community member informational questions, the survey consisted of closedended statements for which community members could (1) rate their level of agreement from “Strongly Agree” to “Strongly Disagree” or “N/A or Don’t Know,” (2) rate their level of satisfaction from “Very Satisfied” to “Very Dissatisfied” or “N/A or Don’t Know,” and (3) rate their overall assessment of general, Citywide operations from “Very Good” to “Very Bad” or “N/A or Don’t Know.” The survey concluded with one open-ended question for which community members were to provide written response.

It should be noted that community members were not required to answer every question.

Additionally, “Don’t Know or N/A” responses were excluded from the mean response calculations. Therefore, the response totals to a particular question may not always correspond with the total of 234 completed surveys.

ORGANIZATION OF ANALYSIS
The results for the survey are organized in the following order:

Basic Information Results
◆ The raw data for all community informational questions included on the survey.

Degree of Agreement / Level of Satisfaction / General Assessment Results ◆ Scores for each closed-ended statement, organized from highest to lowest mean score.

City of Angels Camp, CA
Strategic Planning and Facilitation Assistance – Community Survey Results (DRAFT REPORT) Community Survey Analysis page 2
Open-Ended Question – Response Summary
◆ The question for which community members provided an open-ended response, with answer themes arranged by frequency.

DEFINITION OF TERMS
The terms defined below are encountered in the information that follows:
◆ Mean: An arithmetic mean that is the sum of the responses for each statement divided by the number of responses for each statement.
◆ Standard Deviation: Standard deviation tells how spread out the responses are from the arithmetic mean. A standard deviation close to zero indicates that most responses are close to the mean response and that a greater degree of agreement exists among employees with regard to the statement. A greater standard deviation indicates that there was a wider spread of variation in the responses and that a greater degree of disagreement exists among employees with regard to the statement.

City of Angels Camp, CA
Strategic Planning and Facilitation Assistance – Community Survey Results (DRAFT REPORT) Community Survey Analysis page 3

BASIC INFORMATION RESULTS
Please tell us a little about yourself. This information will help us to better understand your responses and respond to your concerns.

Statement Yes Response
Ratio No Response Ratio
I own a home in City of Angels 192 82.1% 36 15.4%
I live in this home full time 196 83.8% 22 9.4%
I live in this home part time 5 2.1% 171 73.1%
I use this owned home for a rental property 5 2.1% 174 74.4% This home is used for a short-term rental 1 0.4% 177 75.6% I rent my residence in the City of Angels 18 7.7% 167 71.4% This information is represented graphically in the following image:

I have been living in the City of Angels for:

Residency Yes Response
Ratio
Less than 1 year 1 0.4%
1 to 5 years 35 15.6%
6 to 10 years 20 8.9%
More than 10 years 135 60.3%
40 years 2 0.9%
31 years 1 0.4%
City of Angels Camp, CA
Strategic Planning and Facilitation Assistance – Community Survey Results (DRAFT REPORT) Community Survey Analysis page 4
Residency Yes Response
Ratio
39 years 1 0.4%
60 years 1 0.4%
67 years 1 0.4%
34 years 1 0.4%
50 years 1 0.4%
22 years 1 0.4%
70+ years 1 0.4%
32 years 1 0.4%
45 years 1 0.4%
40 years 1 0.4%
65 years 1 0.4%
I live in Tuolumne County, but worked in Calaveras
County for 20 years abd shop in Angels 1 0.4%
25 years 1 0.4%
I'm 3rd generation in my home. My grandfather built
this home. 1 0.4%
70 years 1 0.4%
Family has been here since the goldrush 1 0.4%
26 years 1 0.4%
54 years 1 0.4%
never 1 0.4%
VALLECITO 1 0.4%
I have a house in Vallecito 1 0.4%
48 years 1 0.4%
Just outside the City limits 1 0.4%
69 years 1 0.4%
27 years 1 0.4%
50 years 1 0.4%
67yrs born and raise…quit selling us out! 1 0.4%
Home in need of renovation prior tooccupancy 1 0.4%
I have lived in Vallecito for about 30 years 1 0.4%
Live outside city limits but everything ido is in town 1 0.4% City of Angels Camp, CA
Strategic Planning and Facilitation Assistance – Community Survey Results (DRAFT REPORT) Community Survey Analysis page 5
This information is represented graphically in the following image:

Please answer “yes” or “no” to the following statements:

Statement Yes Response
Ratio No Response Ratio
I own a business in City of Angels 33 14.1% 191 81.6%
I am a senior citizen 103 44.0% 122 52.1%
I have school-aged children living with
me in the City of Angels 56 23.9% 164 70.1%
I work in the City of Angels 72 30.8% 148 63.2%
This information is represented graphically in the following image:

City of Angels Camp, CA
Strategic Planning and Facilitation Assistance – Community Survey Results (DRAFT REPORT) Community Survey Analysis page 6
I commute to work:

Residency Yes Response
Ratio
I do not commute 126 53.8%
24 miles or less 78 33.3%
50–69 miles 16 6.8%
25–49 miles 8 3.4%
More than 70 miles 3 1.3%
This information is represented graphically in the following image:

City of Angels Camp, CA
Strategic Planning and Facilitation Assistance – Community Survey Results (DRAFT REPORT) Community Survey Analysis page 7
DEGREE OF AGREEMENT, SATISFACTION, OR ASSESSMENT STATEMENT RESULTS – SORTED BY SECTION Results for each statement are organized from highest to lowest mean score. The highest possible agreement is 2 (Strongly Agree). The lowest possible agreement is -2 (Strongly Disagree). A score of 0 represents neutrality.

Please rate your LEVEL OF AGREEMENT with the following statements from "Strongly Agree" to "Strongly Disagree" or "N/A." Statement Mean Std.

Dev.
%
Strongly
Disagree
(-2)
%
Disagree
(-1)
%
Neutral
(0)
%
Agree (1)
%
Strongly
Agree (2)
% Don't
Know /
N/A
The City is a good place to raise children 0.95 0.84 0.4% 6.8% 13.7% 51.7% 23.9% 3.4% The City is generally a safe place to live and/or work 0.91 0.80 0.9% 6.0% 13.2% 59.0% 18.8% 2.1% I feel a strong sense of community in the City 0.71 1.04 4.3% 9.0% 18.8% 44.9% 20.9% 2.1% The overall quality of life in the City is high 0.63 0.96 2.1% 12.0% 21.4% 48.3% 15.4% 0.9% City development fees for new homes and commercial development should be set at a level sufficient to pay for added offsite improvements such as utility lines, increased water treatment capacity, and street improvements

0.51 1.02 3.4% 11.5% 25.6% 37.6% 14.1% 7.7%
The City is environment-friendly 0.25 0.85 2.6% 12.0% 44.0% 30.8% 5.1% 5.6% The residential areas in the City are attractive 0.19 0.96 3.8% 20.9% 32.5% 36.8% 5.1% 0.9% The City has adequate internet options -0.10 1.15 12.4% 23.9% 24.8% 26.5% 6.4% 6.0% There are adequate parks and recreation amenities in the City -0.20 1.07 10.3% 33.8% 24.8% 26.9% 3.8% 0.4% Retail shopping areas in the City are attractive -0.31 0.98 10.7% 32.9% 32.5% 19.7% 2.1% 2.1% The commercial areas in the City are attractive -0.35 0.96 14.1% 26.5% 39.3% 19.2% 0.4% 0.4% There are adequate employment opportunities in the City -0.43 0.97 10.3% 37.2% 24.8% 15.8% 1.7% 10.3% There is good access to arts and cultural opportunities in the City -0.48 0.98 14.1% 35.9% 32.5% 11.5% 3.0% 3.0% The City’s economy is sound -0.53 0.86 11.5% 32.1% 38.0% 5.1% 1.7% 11.5% City of Angels Camp, CA
Strategic Planning and Facilitation Assistance – Community Survey Results (DRAFT REPORT) Community Survey Analysis page 8
Statement Mean Std.

Dev.
%
Strongly
Disagree
(-2)
%
Disagree
(-1)
%
Neutral
(0)
%
Agree (1)
%
Strongly
Agree (2)
% Don't
Know /
N/A
There is good business and economic development planning within City government -0.57 0.93 11.5% 38.5% 28.2% 6.0% 3.0% 12.8% The City has a vibrant downtown area -0.64 1.02 20.1% 39.3% 25.2% 11.5% 2.6% 1.3% The City draws good business investments -0.82 0.88 21.4% 37.2% 26.9% 4.3% 0.9% 9.4% The City has an ample number of choices for shopping -0.85 1.06 30.3% 38.9% 16.2% 10.7% 2.6% 1.3% The City provides plenty of opportunities to enjoy the nightlife -1.01 0.91 31.2% 43.6% 15.4% 5.6% 1.3% 3.0% The City has an ample number of restaurant options -1.02 0.94 33.3% 44.4% 14.1% 6.0% 1.7% 0.4% This information is represented graphically in the following image:

City of Angels Camp, CA
Strategic Planning and Facilitation Assistance – Community Survey Results (DRAFT REPORT) Community Survey Analysis page 9
-2.00 -1.75 -1.50 -1.25 -1.00 -0.75 -0.50 -0.25 0.00 0.25 0.50 0.75 1.00 1.25 1.50 1.75 2.00 The City is a good place to raise children
The City is generally a safe place to live and/or work
I feel a strong sense of community in the City
The overall quality of life in the City is high
City development fees for new homes and commercial development should be set at a level sufficient to pay for added offsite improvements… The City is environment-friendly
The residential areas in the City are attractive
The City has adequate internet options
There are adequate parks and recreation amenities in the City Retail shopping areas in the City are attractive
The commercial areas in the City are attractive
There are adequate employment opportunities in the City There is good access to arts and cultural opportunities in the City The City's economy is sound
There is good business and economic development planning within City government
The City has a vibrant downtown area
The City draws good business investments
The City has an ample number of choices for shopping
The City provides plenty of opportunities to enjoy the nightlife The City has an ample number of restaurant options
City of Angels Camp, CA
Strategic Planning and Facilitation Assistance – Community Survey Results (DRAFT REPORT) Community Survey Analysis page 10
Please rate your LEVEL OF SATISFACTION with the following City services from "Very Satisfied" to "Very Dissatisfied" or "N/A."
Statement Mean Std.

Dev.
% Very
Dissatisfied
(-2)
%
Dissatisfied
(-1)
%
Neither
Satisfied
nor
Dissatisfied
(0)
%
Satisfied (1)
%
Very
Satisfied (2)
% Don't
Know / N/A
Fire emergency response 1.11 0.78 0.4% 3.0% 12.4% 47.9% 29.9% 6.4% Trash collection 0.87 0.82 0.4% 4.7% 20.1% 45.7% 18.8% 10.3% Public library services 0.75 0.85 0.9% 6.4% 23.1% 45.7% 15.8% 8.1% Water quality 0.73 0.95 1.3% 12.0% 15.8% 49.6% 17.5% 3.8% Water service 0.70 0.94 2.1% 9.4% 17.9% 49.1% 15.4% 6.0% Police emergency response 0.68 0.95 3.0% 7.3% 20.1% 45.7% 14.5% 9.4% Utility billing services 0.57 0.96 2.6% 11.5% 22.2% 44.9% 12.4% 6.4% Fire prevention 0.47 1.01 4.7% 9.8% 25.2% 40.2% 10.7% 9.4% Dependability of the City's sewer system 0.38 0.93 4.3% 10.7% 26.1% 44.4% 4.7% 9.8% Traffic enforcement 0.35 1.07 6.8% 13.7% 24.4% 41.5% 9.8% 3.8% Organization and accessibility of City website 0.34 0.90 3.8% 8.5% 37.2% 35.5% 6.0% 9.0% Crime prevention 0.31 1.04 5.6% 16.2% 23.1% 41.9% 7.3% 6.0% Disaster preparedness 0.30 0.91 3.4% 7.7% 39.7% 25.2% 7.3% 16.7% Stormwater drainage 0.26 0.95 5.1% 11.5% 31.6% 36.8% 4.3% 10.7% Maintenance of sidewalks 0.23 1.02 5.6% 18.8% 26.5% 40.2% 6.0% 3.0% City building facilities 0.21 0.85 4.3% 9.8% 39.3% 33.3% 1.7% 11.5% Timeliness of information on City website 0.20 0.85 4.7% 6.4% 45.7% 26.5% 3.4% 13.2% City of Angels Camp, CA
Strategic Planning and Facilitation Assistance – Community Survey Results (DRAFT REPORT) Community Survey Analysis page 11
Statement Mean Std.

Dev.
% Very
Dissatisfied
(-2)
%
Dissatisfied
(-1)
%
Neither
Satisfied
nor
Dissatisfied
(0)
%
Satisfied (1)
%
Very
Satisfied (2)
% Don't
Know / N/A
Process of obtaining information I have requested 0.18 0.86 3.8% 6.8% 41.5% 20.1% 4.3% 23.5% Police public education programs 0.18 0.85 2.6% 12.0% 45.3% 21.4% 5.6% 13.2% City staff’s responsiveness to my concerns or
comments 0.16 0.95 5.1% 10.3% 38.9% 21.8% 6.0% 17.9%
Street sweeping services 0.15 0.98 4.7% 15.4% 31.6% 26.9% 5.1% 16.2% Transit services 0.09 0.90 3.4% 15.0% 38.5% 20.9% 4.3% 17.9% Park maintenance 0.09 1.13 11.5% 17.1% 23.9% 38.0% 5.6% 3.8% Maintenance of street trees and landscaping 0.09 1.05 7.7% 20.5% 28.2% 33.8% 5.1% 4.7% Prompt resolution of a recent (last two years)
complaint 0.05 0.83 4.7% 5.1% 42.3% 13.7% 2.1% 32.1%
Street maintenance 0.05 1.10 9.4% 22.6% 23.9% 35.9% 5.1% 3.0% Sports fields–maintenance 0.02 1.05 10.3% 12.0% 32.9% 26.9% 3.4% 14.5% Special events sponsored by the City 0.01 1.07 9.4% 17.5% 34.6% 24.8% 6.4% 7.3% Sports fields–number of facilities -0.03 1.08 12.0% 13.7% 32.9% 26.9% 3.8% 10.7% Animal control services -0.04 0.90 5.1% 17.5% 37.2% 20.1% 2.1% 17.9% Residential and commercial building inspection
services -0.08 0.95 7.3% 11.5% 37.6% 14.1% 3.0% 26.5%
Building and development permit process (i.e.,
assistance, application, plan review) -0.09 0.92 6.4% 13.2% 35.9% 15.8% 1.7% 26.9% City broadband (internet) access -0.16 1.03 10.3% 15.8% 36.8% 14.5% 4.3% 18.4% Long-range planning and development -0.27 0.90 7.3% 23.5% 36.3% 12.8% 1.7% 18.4% City of Angels Camp, CA
Strategic Planning and Facilitation Assistance – Community Survey Results (DRAFT REPORT) Community Survey Analysis page 12
Statement Mean Std.

Dev.
% Very
Dissatisfied
(-2)
%
Dissatisfied
(-1)
%
Neither
Satisfied
nor
Dissatisfied
(0)
%
Satisfied (1)
%
Very
Satisfied (2)
% Don't
Know / N/A
Senior Center -0.31 0.82 6.4% 17.5% 37.6% 6.8% 0.9% 30.8% Community preservation programs or code
enforcement (i.e., abandoned car removal, noise
problems, etc.)
-0.35 1.05 16.2% 19.7% 32.1% 19.2% 0.9% 12.0%
Senior services -0.37 0.81 7.3% 17.5% 39.7% 4.7% 0.9% 29.9% Senior recreation programs -0.40 0.79 7.3% 18.8% 39.3% 3.4% 0.9% 30.3% Community housing programs -0.44 0.92 8.5% 22.6% 29.9% 5.1% 2.1% 31.6% Community redevelopment programs -0.46 0.90 9.8% 18.4% 33.8% 3.8% 1.7% 32.5% Adult recreation programs -0.53 0.84 9.8% 23.9% 32.9% 3.8% 0.9% 28.6% Children’s and teens’ recreation programs -0.61 1.01 18.4% 25.6% 27.8% 8.5% 1.7% 17.9% City of Angels Camp, CA
Strategic Planning and Facilitation Assistance – Community Survey Results (DRAFT REPORT) Community Survey Analysis page 13
This information is represented graphically in the following image:

City of Angels Camp, CA
Strategic Planning and Facilitation Assistance – Community Survey Results (DRAFT REPORT) Community Survey Analysis page 14
Please rate the following areas that address general, Citywide operations from "Very Good" to "Very Bad" or "N/A." Statement Mean Std.

Dev.
% Very
Bad (-2)
%
Bad (-1)
%
Neutral
(0)
%
Good (1)
%
Very
Good (2)
% Don't
Know /
N/A
Opportunities for community member and business owner input into City processes and decisions 0.10 0.97 6.8% 9.4% 38.5% 21.8% 4.7% 18.8% Overall, City’s government services in meeting my expectations -0.07 0.95 8.1% 15.4% 41.9% 19.7% 3.0% 12.0% Direction, guidance, and vision of City leaders -0.09 0.94 8.5% 13.7% 42.7% 17.9% 2.6% 14.5% City communications that provide key information and issues to community members and business owners -0.09 0.94 6.8% 17.5% 38.0% 18.4% 2.6% 16.7% Overall, City services in comparison to services in other cities -0.12 0.98 7.3% 20.5% 36.3% 16.2% 4.3% 15.4% City as a well-run, efficient operation -0.18 0.99 9.0% 20.9% 35.5% 17.5% 3.0% 14.1% City government's overall ability to meet the City’s needs now and in the future -0.21 0.97 9.4% 19.2% 35.9% 16.2% 2.1% 17.1% The level of City fees and taxes -0.26 0.94 9.8% 23.1% 36.8% 17.9% 0.9% 11.5% This information is represented graphically in the following image:

City of Angels Camp, CA
Strategic Planning and Facilitation Assistance – Community Survey Results (DRAFT REPORT) Community Survey Analysis page 15
-2.00 -1.75 -1.50 -1.25 -1.00 -0.75 -0.50 -0.25 0.00 0.25 0.50 0.75 1.00 1.25 1.50 1.75 2.00 Opportunities for community member and business owner input into City processes and decisions
Overall, City's government services in meeting my expectations Direction, guidance, and vision of City leaders
City communications that provide key information and issues to community members and business owners
Overall, City services in comparison to services in other cities City as a well-run, efficient operation
City government's overall ability to meet the City's needs now and in the future
The level of City fees and taxes
City of Angels Camp, CA
Strategic Planning and Facilitation Assistance – Community Survey Results (DRAFT REPORT) Community Survey Analysis page 16
OPEN-ENDED QUESTION – RESPONSE SUMMARY
The following table shows a summary of responses to the open-ended community survey question.

The results are summarized by common themes identified in each response and are organized by count (frequency) of each response.

In your opinion, what are the top five priorities that should be focused on by the City in order of importance? (126 responses)
Count Comment
35 Downtown needs investment, revitalization, and rehabilitation 34 Bringing in new business and fostering a business-friendly environment is a priority 34 The City needs new, improved, completed, or expanded parks and recreation options 34 General City infrastructure, maintenance, upkeep, and ongoing public works are a priority 24 City streets and roads require improvements and maintenance 22 Utility and resource infrastructure are crucial
19 Restaurant options (also night life and entertainment options) should be improved 19 Homelessness is a major concern
17 The City has a problem with neglected or abandoned buildings, care, properties, and green spaces
16 The City could improve communications and messaging, and should place greater emphasis on community involvement and engagement
15 The City needs more community events
14 The job market and the economy are a priority
13 Police and public safety are important
12 The City lacks adequate shopping options
12 The City needs programs and activities for youth/children 11 Crime and crime prevention need attention
11 The City needs affordable and strategic housing options 10 Fire services, fire prevention, and fire personnel are important 10 Traffic laws need to be enforced to keep the City safe 8 Taxes and fees are too high and/or should be shouldered by businesses and developers, not just the public
7 Drug enforcement is needed
7 The City must be fiscally responsible and proactive with budgets and finance 7 City growth and development is essential / should be encouraged 6 Schools and school safety are important
City of Angels Camp, CA
Strategic Planning and Facilitation Assistance – Community Survey Results (DRAFT REPORT) Community Survey Analysis page 17
Count Comment
6 The police are not meeting expectations
5 Water and other utility rates are too high
5 Programs to assist those experiencing homelessness would be helpful 5 Strategic planning and careful implementation are key 4 The City needs to practice disaster preparedness
4 City growth and development is going too far
4 Tourism is important and the City should encourage it 3 City parks are unsafe or lack maintenance
3 Codes need to be enforced
3 The City should work to preserve its history and regional heritage 3 Sustainability and resource management should be a priority 2 The City needs more police officers
2 Senior citizens need community programs and activities 2 The City should see to animal services needs
1 The City should not allow major developers to benefit without contributing to the City 1 Tourism should not be a priority
1 There is limited access to medical care and services
1 The City should encourage supply and vendors at the farmer’s market 1 The City should utilize contractors instead of relying on City employees for all responsibilities City of Angels Camp, CA
Strategic Planning and Facilitation Assistance – Community Survey Results (DRAFT REPORT) Community Survey Analysis page 18

PREFERRED METHOD OF CONTACT FOR COMMUNITY MEMBERS

APPENDIX B

DRAFT EMPLOYEE SURVEY SUMMARY
City of Angels Camp, CA
Strategic Planning and Facilitation Assistance – Employee Survey Results (DRAFT REPORT) Employee Survey Analysis page 1

CITY OF ANGELS CAMP EMPLOYEE SURVEY SUMMARY

OVERVIEW AND METHODOLOGY
Citygate Associates, LLC (Citygate) conducted an internet-based employee survey between August 29, 2022, and October 30, 2022, as part of our Citywide Update and Strategic Plan for the City of Angels Camp (City), California. All City personnel were invited by the City to participate in this survey. In total, there were 21 completed survey responses.

Survey Summary
Launch Date August 29, 2022
Close Date October 30, 2022
Total Responses 21
Apart from two basic employee classification questions, the survey consisted of closed-ended statements that employees could rate their level of agreement with, and open-ended questions for employees to provide written response. For closed-ended statements, respondents rated their level of agreement from “Strongly Agree” to “Strongly Disagree” or “N/A or Don’t Know.” It should be noted that employees were not required to answer every question. Additionally, they were permitted to respond “Don’t Know or N/A” to many statements, and these responses were excluded from the mean response calculations. Therefore, the response totals to a particular question may not always correspond with the total of 21 completed surveys.

ORGANIZATION OF ANALYSIS
The results for the survey are organized in the following order:

Classification Results
◆ The raw data for both employee classification questions included on the survey.

Job-Specific Multiple Choice Question Results
◆ Raw data for responses regarding (1) what each employee likes best about working for the City, and (2) what the most challenging aspects of the employee’s specific job are.

Degree of Agreement Statement Results – Sorted from Highest to Lowest ◆ Scores for each closed-ended statement, organized from highest to lowest mean score.

City of Angels Camp, CA
Strategic Planning and Facilitation Assistance – Employee Survey Results (DRAFT REPORT) Employee Survey Analysis page 2
Open-Ended Questions – Response Summary
◆ Each of the six questions for which employees provided an open-ended response, with answer themes arranged by frequency.

City of Angels Camp, CA
Strategic Planning and Facilitation Assistance – Employee Survey Results (DRAFT REPORT) Employee Survey Analysis page 3

CLASSIFICATION RESULTS
How long have you worked for the City of Angels?
Response Number of
Responses
Response
Ratio
Less than 1 year 6 28.6%
1 to 5 years 7 33.3%
6 to 10 years 4 19%
More than 10 years 4 19%
This information is represented graphically in the following image:

City of Angels Camp, CA
Strategic Planning and Facilitation Assistance – Employee Survey Results (DRAFT REPORT) Employee Survey Analysis page 4
What is your job function?
Response Number of
Responses
Response
Ratio
Non-Supervisory Staff 8 38.1%
Supervisor 6 28.6%
Director 3 14.3%
Other 4 19.2%
This information is represented graphically in the following image:

City of Angels Camp, CA
Strategic Planning and Facilitation Assistance – Employee Survey Results (DRAFT REPORT) Employee Survey Analysis page 5

JOB-SPECIFIC MULTIPLE CHOICE QUESTION RESULTS
What do you like best about working for the City? (check all that apply) Response Number of
Responses
Response
Ratio
Providing essential services to residents and visitors 17 81% Being part of a team with fellow City employees 11 52.4% Working on important projects 9 42.9%
Positive interactions with supervisors and managers 11 52.4% A sense of accomplishment 10 47.6%
The positive direction in which the City organization is heading 9 42.9% Other: Making a difference in the community 1 4.8%
Other: The citizens of Angels Camp 1 4.8%
This information is represented graphically in the following image:

City of Angels Camp, CA
Strategic Planning and Facilitation Assistance – Employee Survey Results (DRAFT REPORT) Employee Survey Analysis page 6
What are the most challenging aspects of your job? (check all that apply) Response Number of
Responses
Response
Ratio
Working with the public 5 23.8%
Understaffing 14 66.7%
Disconnected from City Hall goals 3 14.3%
Balancing workload 10 47.6%
Lack of support or recognition from management 5 23.8%
Outdated tools and technology 12 57.1%
Retaining employees 1 4.8%
Other: Cleaning up data from the past, feels good to accomplish but can be challenging 1 4.8%
Other: Under paid and keeping good employees here because of it 1 4.8% Other: Budget restrictions 1 4.8%
Other: Non-competitive pay / no benefits 1 4.8%
This information is represented graphically in the following image:

City of Angels Camp, CA
Strategic Planning and Facilitation Assistance – Employee Survey Results (DRAFT REPORT) Employee Survey Analysis page 7

RESPONSES FOR EACH STATEMENT
The following table shows all the employee survey statements with the calculation of the mean and standard deviation of responses, along with the percentage of each type of response, including “Don’t Know or N/A.” Statement Mean Std.

Dev.
%
Strongly
Disagree
(-2)
%
Disagree
(-1)
%
Neutral
(0)
%
Agree (1)
%
Strongly
Agree (2)
% Don't
Know /
N/A
Service to the public is strongly emphasized in my department. 1.55 0.74 0.0% 4.8% 0.0% 28.6% 61.9% 4.8% I understand my manager/supervisor’s expectations of the job I perform. 1.14 0.94 4.8% 0.0% 9.5% 47.6% 38.1% 0.0%
I believe good teamwork exists in my department. 1.10 0.87 0.0% 4.8% 19.0% 38.1% 38.1% 0.0% My manager/supervisor encourages teamwork in my department. 1.10 1.02 4.8% 0.0% 19.0% 33.3% 42.9% 0.0% My manager/supervisor keeps commitments they make to me. 1.05 0.95 4.8% 0.0% 14.3% 47.6% 33.3% 0.0% The work environment in my department is supportive and positive. 1.00 1.11 4.8% 4.8% 19.0% 28.6% 42.9% 0.0% I receive clear and specific direction from my supervisor(s) regarding my work assignments. 1.00 0.93 4.8% 0.0% 14.3% 52.4% 28.6% 0.0% It is clear to me what my role is and how it contributes to the larger purpose of my department. 0.95 1.05 4.8% 9.5% 0.0% 57.1% 28.6% 0.0% The management of my department listens to employees. 0.90 1.06 4.8% 4.8% 19.0% 38.1% 33.3% 0.0% The management of my department contributes to the productivity of the department. 0.86 1.25 9.5% 4.8% 14.3% 33.3% 38.1% 0.0% City of Angels Camp, CA
Strategic Planning and Facilitation Assistance – Employee Survey Results (DRAFT REPORT) Employee Survey Analysis page 8
Statement Mean Std.

Dev.
%
Strongly
Disagree
(-2)
%
Disagree
(-1)
%
Neutral
(0)
%
Agree (1)
%
Strongly
Agree (2)
% Don't
Know /
N/A
The goals and objectives of the department are achievable. 0.71 1.12 4.8% 9.5% 23.8% 33.3% 28.6% 0.0% I agree with the mission, vision, and values statement that guides all City staff members. 0.67 0.75 0.0% 0.0% 42.9% 28.6% 14.3% 14.3% I receive sufficient training for the effective completion of my job responsibilities. 0.67 1.17 9.5% 4.8% 19.0% 42.9% 23.8% 0.0% The mission/goals and objectives of my department are clearly defined and understood by me. 0.65 1.15 9.5% 4.8% 14.3% 47.6% 19.0% 4.8% The City has an effective process for listening to resident or customer concerns. 0.63 1.13 9.5% 4.8% 9.5% 52.4% 14.3% 9.5% There is an effective flow of information between supervisors and staff within my department. 0.62 1.29 14.3% 4.8% 9.5% 47.6% 23.8% 0.0% Clear, written policies and procedures are in place to assist me in the performance of my job responsibilities. 0.62 1.43 14.3% 9.5% 14.3% 23.8% 38.1% 0.0% I believe my department functions proactively and does not simply react to crises. 0.57 1.05 4.8% 9.5% 28.6% 38.1% 19.0% 0.0% Overall, I believe the decision-making within my department is consistent with City Council priorities. 0.56 1.12 4.8% 14.3% 9.5% 42.9% 14.3% 14.3% Written policies and procedures are available and consistently followed in day-to-day operations. 0.52 1.14 9.5% 9.5% 14.3% 52.4% 14.3% 0.0% The performance evaluations I have received have been completed in a timely manner and according to schedule. 0.46 0.93 0.0% 9.5% 23.8% 19.0% 9.5% 38.1% I believe opportunities for employee involvement in goal setting, decision-making, and other aspects of my work are adequate. 0.40 1.11 9.5% 14.3% 4.8% 61.9% 4.8% 4.8% I believe my department is an efficient, well-run organization. 0.38 1.05 9.5% 4.8% 33.3% 42.9% 9.5% 0.0% City of Angels Camp, CA
Strategic Planning and Facilitation Assistance – Employee Survey Results (DRAFT REPORT) Employee Survey Analysis page 9
Statement Mean Std.

Dev.
%
Strongly
Disagree
(-2)
%
Disagree
(-1)
%
Neutral
(0)
%
Agree (1)
%
Strongly
Agree (2)
% Don't
Know /
N/A
I believe that my department’s approach to employee discipline is fair and evenly administered. 0.37 1.27 9.5% 19.0% 4.8% 42.9% 14.3% 9.5% There is good coordination of projects and functions between my department and other departments of the City. 0.37 1.04 9.5% 4.8% 23.8% 47.6% 4.8% 9.5% I believe that customers (both external and internal) perceive that my department is consistently doing a good job. 0.33 1.13 9.5% 14.3% 19.0% 47.6% 9.5% 0.0% City goals and objectives have been clearly communicated to me. 0.29 0.88 4.8% 9.5% 42.9% 38.1% 4.8% 0.0% I have sufficient resources to complete my work, such as office space, computers, etc. 0.19 1.30 19.0% 14.3% 0.0% 61.9% 4.8% 0.0% I believe the workload within my department is equally divided among my co-workers. 0.14 1.32 19.0% 9.5% 23.8% 33.3% 14.3% 0.0% The City has an effective process for listening to employee concerns.

0.06 1.08 9.5% 14.3% 28.6% 28.6% 4.8% 14.3%
My needs for employee wellness are incorporated in employee programs.

0.00 1.37 19.0% 9.5% 14.3% 28.6% 9.5% 19.0%
I have sufficient opportunities for advancement and promotional upward mobility. -0.21 1.24 23.8% 9.5% 19.0% 38.1% 0.0% 9.5% The equipment and technology used in my department are up-todate and sufficient. -0.71 1.20 38.1% 19.0% 19.0% 23.8% 0.0% 0.0% Compared to similar organizations, I am satisfied with the salary and benefit package I receive. -0.75 1.22 38.1% 14.3% 28.6% 9.5% 4.8% 4.8% City of Angels Camp, CA
Strategic Planning and Facilitation Assistance – Employee Survey Results (DRAFT REPORT) Employee Survey Analysis page 10
Employee responses to the preceding statements are represented graphically in the following images. The top 10 most agreed-to statements are listed first, followed by the 10 least agreed-to statements.
-2.0 -1.8 -1.5 -1.3 -1.0 -0.8 -0.5 -0.3 0.0 0.3 0.5 0.8 1.0 1.3 1.5 1.8 2.0 Service to the public is strongly emphasized in my
department.

I understand my manager/supervisor's expectations of
the job I perform.

I believe good teamwork exists in my department.

My manager/supervisor encourages teamwork in my
department.

My manager/supervisor keeps commitments they make
to me.

The work environment in my department is supportive
and positive.

I receive clear and specific direction from my
supervisor(s) regarding my work assignments.

It is clear to me what my role is and how it contributes to the larger purpose of my department.

The management of my department listens to employees.

The management of my department contributes to the
productivity of the department.
-2.0-1.8-1.5-1.3-1.0-0.8-0.5-0.3 0.0 0.3 0.5 0.8 1.0 1.3 1.5 1.8 2.0 There is good coordination of projects and functions between my department and other departments of the City.

I believe that customers (both external and internal) perceive that my department is consistently doing a good job.

City goals and objectives have been clearly communicated to me.

I have sufficient resources to complete my work, such as office space, computers, etc.

I believe the workload within my department is equally
divided among my co-workers.

The City has an effective processfor listening to employee concerns.

My needs for employee wellness are incorporated in
employee programs.

I have sufficient opportunities for advancement and
promotional upward mobility.

The equipment and technology used in my department are
up-to-date and sufficient.

Compared to similar organizations, I am satisfied with the salary and benefit package I receive.

City of Angels Camp, CA
Strategic Planning and Facilitation Assistance – Employee Survey Results (DRAFT REPORT) Employee Survey Analysis page 11
OPEN-ENDED QUESTIONS – RESPONSE SUMMARY
The following table shows a summary of responses to the open-ended employee survey question.

The results are summarized by common themes identified in each response and are organized by count (frequency) of each response.

What are the top three areas that you believe work well in your department? (17 responses) Count Comment
10 Teamwork / effective team members
7 Team attitude and relationships: pride, positivity, helpfulness, enthusiasm, camaraderie 7 Strong management/leadership, the availability of the Deputy Chief, helpful Supervisor, support, positive reinforcement
7 Quality communications
1 Continued improvement
1 Cross-training
1 Budget
1 Having a finance director
1 Collaboration with people in other departments
1 Flexible scheduling
1 Well-defined job roles
1 Motivation to help people
1 The valuing of hard work
City of Angels Camp, CA
Strategic Planning and Facilitation Assistance – Employee Survey Results (DRAFT REPORT) Employee Survey Analysis page 12
What are the top three areas that you believe work well in the City? (16 responses) Count Comment
9 Collaboration and communication between departments and with City leadership, teamwork 5 Setting new goals and standards, willingness to improve, and movement in the right direction 3 Involvement, interaction, and information shared with community 3 Budget, investment, and finance improvements
2 Having a dedicated administrator working for the City 2 Collaboration with outside organizations and agencies 2 Not sure
1 Town events
1 Public safety doing a good job despite limited staff
1 City staff are friendly and professional
1 Clear objectives from planning commission
1 Work hours
1 Reliability
1 Pride taken in the City
1 None
City of Angels Camp, CA
Strategic Planning and Facilitation Assistance – Employee Survey Results (DRAFT REPORT) Employee Survey Analysis page 13
What are the top three areas that you believe need to be improved in your department? (21 responses)
Count Comment
11 Pay and benefits
10 Staffing levels
4 Training across all staff levels and cross-training between positions 4 Public engagement, including building a stronger internet presence 4 Staffing retention
4 Technology, updates to the computer system
4 Equipment and tools, with storage space
3 Documentation of policies and procedures
2 Communication, seeking staff input before implementing major changes 2 Vehicles and heavy equipment
1 Management being willing to assist other staff
1 Department structure
1 Investment in the future
1 Increasing the budget
1 Employee accountability
1 Scheduling for work/life balance
1 More billable hours
1 More community feedback
1 More public-friendly facilities for meeting spaces
City of Angels Camp, CA
Strategic Planning and Facilitation Assistance – Employee Survey Results (DRAFT REPORT) Employee Survey Analysis page 14
What are the top three areas that you believe need to be improved in the City? (18 responses) Count Comment
6 Infrastructure improvements, replacement/renovation of facilities: City, roads, water and sewer 4 Lack of sense of community, support for local events, engagement with citizens, public trust 4 Technology
3 Work to bring in businesses, cultivate an environment for business growth 3 Increase in Public Safety (police and/or firefighter) staffing and pay 3 Pay scales, wages, salaries
2 Revitalization/cleaning of downtown
2 Lack of empathy for the homeless or others in need, services and resources to help 2 Medium-income housing, housing in general
2 Businesses/residents should be educated on code violations, code compliance/enforcement 2 Improve parks
2 Places for community and youth activities
2 Communications and the sharing of information with the public 2 Employee appreciation and recognition, evaluation of employees/leadership in all departments 2 Staffing levels
1 Economic development action plan
1 Complaining about fellow citizens instead of offering to help them 1 Sense of entitlement from the established family hierarchy 1 Places to eat
1 A City Hall building for better customer access
1 Ground security for departments
1 Documented procedures and policies
1 Overview of all departments’ staffing and vehicle use 1 More involvement from Public Works with brush and grass removal 1 Efficiencies gained between City and County
City of Angels Camp, CA
Strategic Planning and Facilitation Assistance – Employee Survey Results (DRAFT REPORT) Employee Survey Analysis page 15
What opportunities do you see for the City in the next three years? (18 responses) Count Comment
6 Public infrastructure improvements, reinvestment in community and departments 5 Stable City growth
4 Housing expansion (including affordable housing, Habitat for Humanity, etc.) 4 Growth in businesses, getting a “big box” store
3 Development of new land areas and parks, updates to existing parks 2 More City events that are that are better run and funded with new tax revenues 2 Grant opportunities focused on downtown, economic expansion and planning 1 Technology
1 Unite citizens in a shared sense of value
1 No opportunity—things never change
1 Job growth
1 Improvement in morale among City departments
1 Code education and compliance
1 Increased public services
1 Improvements in City employee retention
1 JPA agreement between fire services agencies
1 Annexation of property
City of Angels Camp, CA
Strategic Planning and Facilitation Assistance – Employee Survey Results (DRAFT REPORT) Employee Survey Analysis page 16
What constraints do you see for the City in the next three years? (18 responses) Count Comment
5 City sales and TOT revenues are volatile in the event of recession; need for large finance reserves limits City investment, other budget and finance concerns 3 Traffic flow, road backups during events
2 The economy, and any related business closures due to the economic hardship 2 Self-absorption, pride, and spite among people. Too many non-inclusive. Lack of community. 2 Resistance to growth, or not pushing hard enough for growth and development in the City 2 Homelessness
1 The funding of more major projects specifically
1 Income VS. cost of living
1 Vandalism
1 Public support and trust
1 Small area available for growth
1 Operational inefficiencies related to being a small city 1 Poor employment
1 Retention of City employees

CITY HALL
CITY OF ANGELS PO Box 667, 200 Monte Verda St. Suite B, Angels Camp, CA 95222 P: (209) 736-2181 Home of the Jumping Frog - Angelscamp.gov
DATE: February 21, 2023
TO: City Council
FROM: Rebecca Callen, City Administrator
RE: EXECUTIVE MEMO STRATEGIC PLAN AND NEXT STEPS
Strategic Plan Background
From 2012 through 2019, strategic planning was focused on the business economy within the City with Destination Angels Camp being the lead on that directive. A five-year plan was shared with the City to cover the activities and objectives of DAC from 2017 to 2022. The concept of a public private partnership works if the lead is the public agency who can then adopt a plan and contract out pieces of the implementation objectives with private or public partners. Given that was not the model, the outcomes were impossible to obtain as they were intended. An outside agency cannot direct the operational functions of a government.

In 2018, staff understood that the City needed to evaluate its own economic directives and options.

Citygate was hired to do an Organizational Review and Budget Stabilization Study.

The City did not have adequate fiscal capabilities, lacked accounting experience, had revenues that did not incorporate capital replacement or rehabilitation, and lacked a tax or fee structure that allow for increased costs.

Direction was given to move ahead with a Prop 218 for Water and Wastewater Rates, an increase of the local Sales Tax, and an Increase in the Transient Occupancy Tax.

The City did hire DAC to perform outreach activities that aligned with the Rates, Sales Tax, and TOT initiatives to educate the public. All three passed.

In 2020, COVID caused an incredible disruption in the business and consumer behaviors in the City and nationwide. Businesses had closed, consumer behaviors shifted, and it was unclear how to rebuild an economy within these new confines.

To rebuild, the City would be required to move forward in the direction that best meets the Strategic Vision of its Council.

CITY HALL
CITY OF ANGELS PO Box 667, 200 Monte Verda St. Suite B, Angels Camp, CA 95222 P: (209) 736-2181 Home of the Jumping Frog - Angelscamp.gov
Phase 2 of the City’s Strategic Plan was initiated. This would be the guiding document for the City for planning, operations, budget, grant applications, project selection, etc. Citygate worked with Staff and Council to prepare public surveys and Employee surveys.

The surveys were available to respond, and the responses were tabulated. Citygate then went through the City’s General Plan to prepare a matrix that aligned with the survey responses and assisted the Council and Staff at an all-day workshop to build the City Vision, Mission, Priorities, Values, and Objectives.

How To Implement
Now that the City will have a sound report to point to, how do departments and staff now form policy, procedures, decisions, budget around it? How does Management ensure that we hold ourselves accountant to the plan that has been approved. How will staff not feel burdened by what may perceive as additional work?
Budgeting
Council have had a lack of transparency and while the Rates, Sales Tax, and TOT were all approved and increased, the fruits of that have not been accepted. There has been an overall resistance to expand the budget for fear of being back in a financial depression.

Using the Five-Year Financial Plan Model will alleviate some of that. Additionally, the addition of a Finance Director and the hiring of a City Administrator with 20+ year of Finance and Accounting experience lends itself to abilities to provide accurate financial information. These models will allow early discussions as to whether increases of a budget or the need to look at revenue opportunities is warranted to meet the needs of the City operations and if that recommendation is sustainable.

CIP Modeling
The City included a more comprehensive CIP budget in the 2022-2023 budget. However, that was mainly to address the short-term needs of the City. The Five-Year Modeling concept will be carried over to the CIP modeling to better incorporate longer range planning for higher investment projects.

CITY HALL
CITY OF ANGELS PO Box 667, 200 Monte Verda St. Suite B, Angels Camp, CA 95222 P: (209) 736-2181 Home of the Jumping Frog - Angelscamp.gov
Policies and Procedures
Phase 1 and the annual audits points out the need for policies and procedures. However, operationally, they are needed to assist staff to ensure that all practices are done in an effective and non-subjective manner. This helps with customer confidence and reduces mistakes.

Goal Prioritization and Monitoring
Council painstakingly identified the goals by year and tier. Each will be tracked via Smartsheet with a lead, tasks, and schedule to stay on top of them. The City Administrator will be having a kickoff meeting with staff to go through the Year 1 items to talk through the best department and lead. These will be incorporated in the budget goals and reported on monthly, with a bi-annual report to Council, unless and action is needed before.

Outreach
• The City Council Chambers will have the Vision Statement hanging behind the Council for the public to see.
• The City website will have the Vision and Mission on its homepage and the full document of the plan on its website.
• Quick reference sheets will be created for the public and employees • The City will be getting access to Constant Contact to begin newsletters that will include various outreach for the public and residents

CITY OF ANGELS

CITY COUNCIL
RESOLUTION No. 23-17

A RESOLUTION OF THE CITY OF ANGELS CITY COUNCIL ADOPTING THE CITY OF

ANGELS STRATEGIC PLAN
WHEREAS, Council directed staff to move forward with engaging with Citygate to develop the City Strategic Plan; and
WHEREAS, Citygate with input from staff and Council developed community and employee surveys; and
WHEREAS, those anonymous surveys were analyzed by Citygate to develop the framework for public and employees satisfaction, priorities, strengths, weaknesses, opportunities, and threats; and WHEREAS, Council participated in an all-day workshop on December 1, 2022; and WHEREAS, Council defined the Vision, Mission, Priorities, Values, Priorities, and Goals; and WHEREAS Citygate compiled all that work into the City of Angels Strategic Planning and Facilitations Assistance document; and
NOW, THEREFORE, BE IT RESOLVED, that the City of Angels City Council does hereby adopted the City of Angels Strategic Planning and Facilitations Assistance document.

PASSED AND ADOPTED this 21st day of February 2023, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:
__________________________
Jennifer Herndon Mayor
_______________________
Rose Beristianos,
City Clerk

HOME OF THE JUMPING FROG

CITY HALL
CITY OF ANGELS PO Box 667, 200 Monte Verda St. Suite B, Angels Camp, CA 95222 P: (209) 736-2181 DATE: February 16, 2022
TO: City Council
FROM: Rebecca Callen, City Administrator
RE: NEWS AND NOTES FOR THE MONTH OF JANUARY 2023

RECOMMENDATION
No action is required.

DISCUSSION
This is a monthly departmental staff report covering a month’s worth of activities to share.

Administration Update
January started off with a bang! Winter storms that turned into a nearly all month sprint for staff and our residents was the main priority. All other plans went to the side to ensure the safety of our community and infrastructure. Working with County OES, we both proclaimed an emergency and then recommended our legislative bodies approve. The State approved the inclusion of the County and then the Federal declaration approved Individual Assistance. When these events happen at this magnitude, the briefings consume every bit of your day, evening, and weekends. This is to ensure that any needs that our community has are being addressed as quickly as possible.

A HUGE thank you to our staff, especially Public Works, who worked long days in the freezing wet and cold.

We had Employee Appreciation for all our staff. This included morning goodies and a time for managers to thank their staff for all they do. It was very well attended.

IT Update: We have been working through the network overhaul and given equipment backorders, it has been going slow, but still going. Computers are being replaced; new servers are being put into place. iWorQ is moving ahead with Work Management the first step for Public Works and Permits and Licensing for Building and Planning. The website continues to get updated including a NEW page for emergencies. Other News:
9A

CITY HALL
CITY OF ANGELS PO Box 667, 200 Monte Verda St. Suite B, Angels Camp, CA 95222 P: (209) 736-2181 • The Strategic Plan draft is out and currently under review. • The City is working on data analysis for business drivers and will be presenting information in the near future.
• The GHC Assessment District refunds are being calculated. With the main waterline repair being part of the original infrastructure of the bond, these costs needed to be collected to reduce the ending refund amount. Staff will bring forward the balance to be refunded or spent on original infrastructure repairs the first meeting in March.
• Code Compliance statistics are being gathered and will be reported monthly starting in February. • I participated in the Water is Our Gold presentation with UWPA at the Bret Harte Theatre. The video can be seen on our website.
• Continuing to work on the Greenhouse Gas Reduction Plan. The consultants are recalculating the numbers given the adjustments I have identified.
• The All-Hazards project has kicked off and will be meeting monthly. • The recommendation for the Playground replacement project was made and is going before Council on 2/7/2023.

Fire Update
109 Fire Responses, 6 Fires, 40 EMS, 8 Haz Conditions, 14 Service Calls ,34 basic calls for Service, 2 False Alarms, 5 weather related calls.

Meetings: County Fire Operations County Chiefs, Fire Chief Assoc, OES, CalFire, ECC, PGE, Search and rescue, All hazards planning code kick off ¼, staff officers mtg, Building Dept, Code Enforcement Training Officers, City Council, City Administrator, HR.

Fire Marshall: 9 plan reviews, 13 inspections, Training Scenario fire Ops Taught, 2 BLS, CPR classes at Bret Harte, Fire Drill BHHs.

OTHER Escort OES disaster team to inspect storm damage. Major Storm involvement from 12/27- 1/18/23. All aspects plan, eval, mitigate, re-eval. Work w City Staff, Public works, multiple daily meetings w OES, participate in County Wide Strike Team 1/7-1/18/23. FU w building department complete 214s Host and participate Chief Roy Soracco Funeral Adjust Duty Officer Schedule and Fire Marshall schedule.

CITY HALL
CITY OF ANGELS PO Box 667, 200 Monte Verda St. Suite B, Angels Camp, CA 95222 P: (209) 736-2181 Police Update
366 CFS and Officer Initiated Incidents Arrest Breakdown • Felony- Violate PRCS terms (Parole Violation)
• Felony- 3056 PC (Parole Violation)
• Felony- 273.5 PC (Domestic Violence)
• Felony- Calaveras County Warrant
• Misd- 3056 PC, 11364 HS (Parole Violation/Possession of Paraphernalia) • Felony- 273.5
Worth noting: • Daily winter storm briefings during storm event / PIO for the PD during storm event • Lateral Officer applicant passed background and provided a conditional job offer. Must till completed Psychological evaluation and Medical exam • Trainee applicant was disqualified during the hiring process. Trainee position opened back up to the public with interviews to be conducted in February assuming we have an applicant pool. • Communicated with potential new hires, Job Care, and CCSO:
live scans and medical clearance appointment • Chief attended the swearing in of Sheriff Dibasillio • Chief attended the CCP (Community Corrections Partnership) meeting at CCSO. • Chief attended the AllHazards Meeting at City Hall • Chief attended a CSVJRMA Active Bystandership for Law Enforcement webinar training • Chief met with the new CHP Commander in San Andreas. Discussed topics on how to support one another. • Chief attended a CAPTO meeting at the Stanislaus County Regional Training Center. Primary topics of discussion were associated to new SB2 report and regional training needs. • Member of ACPD to include Chief, Teresa, Cindy, Sergeant Savage, and Officer Kirkman attended the employee appreciation breakfast. • Chief was accepted to and will be attending the Leadership Calaveras program which kicks off on February 16th. • Took to/Picked up GMC Canyon to/from Columbia Communications for radio install • Angels Heating and Air winter maintenance • CPR class (Chief, Teresa, Cindy) • Worked with Coneth to update DMV File Generation System • Teresa attended Pitchess Motion at Calaveras Superior with City Attorney’s Office. • CAPPS License for Calaveras Coins and Collectables • Continued to work with DOJ and Crimestar to transition from UCR to CIBRS/NIBRS monthly submission. (Scheduled for additional CIBRS training in February) • Working on confirming final 2022 UCR stats for DOJ • Continued to work on updating case status in case files • Worked with ABC to submit annual Crime Stats • Obtained CJIS Security Awareness Training certification • Updated Canva posts for officer positions • Annual California Values Act report submitted to DOJ • Worked with Chief to update the PD’s phone automated attendant so it is easier for people to hear when they call in • Processed 12 more firearms in the evidence room for purge • Sent out notices to owners of property that is available for release from the property room. Schedule appointments. Returned property. •

CITY HALL
CITY OF ANGELS PO Box 667, 200 Monte Verda St. Suite B, Angels Camp, CA 95222 P: (209) 736-2181 Completed an evidence purge of some property eligible for destruction in property room. • Working with cal.net to update display on our phones. (They won’t update through the portal.) • Attended DOJ Hate Crimes Reporting training • Submitted Annual Survey of Law Enforcement Facilities to DOJ • Confirmed CLETS entries and submitted DOJ Validations • Pulled evidence from evidence room for the DA’s Office • Submitted UCR, Hate Crimes, ARRC, and MACR. • Corrected all NIBRS errors for January and sent email to officers for cases listed as needing follow up • Worked with City Planning and County OES to get a copy of a map of City limits with all street names listed. (Ours was VERY outdated) • Submitted Annual Survey of Death in Custody to DOJ • Closed out 2022 STOP data with DOJ.

Engineering Update
Worked with staff to tour damages related to roads, water, and wastewater infrastructure. Completed the Speed Survey and have given to staff for review. We have submitted shapefiles to be used in iWorQ for water and wastewater assets as well as the data for the pavement management.

Working on various plan reviews and civil engineering requirements for development projects and building permits.

Recommend defining the prescriptive rights asserted by the City so that the crews can be give clear direction and residents can understand the areas of responsibility. This was a big issue for staff during the storm, given the trees that were downed.

Public Works Update
Staff had their hands full for the first couple of weeks this month, due to the storms. Staff continually cleaned and unplugged culverts, drain inlets and drainage diches throughout the storms. Staff cut up and cleared 8 trees from roadways throughout the city. Staff had to set up to pump Angels Oaks lift station during the power outage until a generator could be set up (13Hrs). Staff also cleaned out an unknown French drain system under Greenhorn Creek Drive resolving an issue of water bubbling out of the middle of the road. Staff identified two erosion issues that need to be addressed, one on Finnegan Ln. and one on the creek next to Birds Way. Staff is working with Engineering on both issues. Staff continued with water system maintenance including completing monthly meter reading, 32 rereads, 17 water shut off notices and 17 shut offs. Staff also completed the quarterly pressure reducing valve

CITY HALL
CITY OF ANGELS PO Box 667, 200 Monte Verda St. Suite B, Angels Camp, CA 95222 P: (209) 736-2181 inspections. Staff Continued with sewer system maintenance including, cleaning lift station wet wells, cleaning the inverted syphon on Finnegan, and grinder pump maintenance. Staff also completed miscellaneous tasks including, taking down Christmas decorations, putting up banners, repairing street signs, repairs and maintenance on chain saws and tools, changing lights at City Hall, and repairs on the backhoe and trucks. Staff responded to 24 service requests and 6 work orders.

Water/Wastewater Update
Treatment Staff also had a very busy start to January,
with over five times the normal influent flow coming into the wastewater plant during the storm events. Our
average daily flow is 350,000 to 400,000 gallons per day.

The wastewater plant is permitted to treat 1.9 million
gallons per day. We had over 2.5 million gallons per day coming into the plant during the storms. Staff was able to contain the excess water using the equalization basin and old chlorine contact basin to prevent discharging
untreated wastewater to the creek. Staff was able to
treat the excess water we had stored during the storms
as the flows subsided and returned to normal. Staff
treated 31 million gallons of wastewater in January
compared to 19 million gallons in December. The extra
flow and not having the ability to utilize the spay fields during rain events, contributed to higher-than-normal
levels in Holman Reservoir. Staff is now utilizing the
stream discharge permit and discharging to Angels
Creak. Staff continues with maintenance and repairs
including, rebuilding polymer systems, replacing
outdated analytical equipment, leak repairs and pump
repairs. All annual reports for wastewater are complete.

CITY HALL
CITY OF ANGELS PO Box 667, 200 Monte Verda St. Suite B, Angels Camp, CA 95222 P: (209) 736-2181 Building Update
The Building Department issued 10 new permits valued at $224,245 dollars. 6 solar related permits, 2 re-roofs and 2 HVACs. 8 permits were finaled in January: 1 new single-family residence, one 978-sf addition, one stair/deck replacement, one re-reroof, one HVAC, one carport pad, and two solar related permits. Approximately 35 building inspections were conducted. Notices of expired permits also were distributed. Processing for multiple permits continued. Planning received four new permits: Sign for Paul James Jewelers, Annual Encroachment for AT&T, Lot merger and an Administrative Site Plan Review for a hair salon. The City received four new business licenses: Angels and Me Time, Paul James Jewelers, Structure Consulting Solutions, Mother Lode Cab. The City submitted and received its annual banner permit from Caltrans and conducted ongoing coordination with Caltrans, Public Works, and Gold Electric to install and remove banners and decorations. In January, Planning staff released the RFP for the children's playground at Utica Park, a second RFP for the Utica Park expansion, and met with members of the San Joaquin Office of Education to secure a cost and proposal to remove vegetation and demolish the existing children's playground. Staff (Planning, Engineering, Fire, etc.) met with the Habitat for Humanity Team and received and reviewed plans for infrastructure and grading for the project. Tree removal is set to commence in early February. Staff continued processing a boundary line adjustment in anticipation of the Foundry Lane access project. The All-Hazards Planning Codes project kicked-off to update Fire, Road, Grading, Erosion, Flood, Drainage, Emergency Response and related codes and standards. The Planning Commission met 1/12/23 and approved an extension to Habitat for Humanity's subdivision map, discussed a potential noise ordinance, and discussed holding open houses prior to upcoming Planning Commission meetings to allow individuals to meet one-on-one with staff to discuss proposed rezonings as part of the citywide rezoning process for consistency with the general plan. Staff attended ongoing meetings for Clean California's monument sign project to oversee the final

CITY HALL
CITY OF ANGELS PO Box 667, 200 Monte Verda St. Suite B, Angels Camp, CA 95222 P: (209) 736-2181 location and design of four city monument signs. Staff attended ongoing meetings related to the County Greenhouse Gas Climate Action Plan. Staff worked on updating applications and procedural information for IWorQ (electronic submittal program for building and planning permits) and ongoing coordination with the City's three Community Development Block Grants related to Utica Park Bathrooms, generator, kitchen, and banners.

Finance Update
During January Accounting finished field testing with Larry Bain CPA who was here for three days. We will have a draft report at the end February with the final report coming to Council the first meeting in March. We reconciled and sent out yearend tax documents to Vendors and Employees. Three of our most common Vendors who have monthly invoices were set up on ACH payments. We will begin reaching out to all Vendors to offer ACH payments at no cost to the City. This allows Vendors to receive funds deposited directly into their accounts within one day of payment. Voucher stubs are emailed to the recipient eliminating the need for printing and postage costs. Michelle met with Dan Lewis of the LLD to discuss monthly expenditures and ongoing reporting. The new LLD has been looking into the detail for the past and current year. We met and completed the application for PayRoc, the Merchant Services that process credit card payments for IWorQ software at no cost to the City. We requested two card readers for the office and for the Police department which will charge the 3.5% fees back to the customer eliminating the cost to the City. This should be in place towards the end of February or first part of March. PD is very excited to offer this service as a method of payment to the public. Submitted reports to funding sources for CDBG, CCOG, CalOES, and Caltrans along with finalizing numbers for the close out of the GHC Bond with NBS. We ended the month working on mid-year budget analysis and adjustments.

Angels Camp City CouncilFebruary 21, 2023

Angels Camp City Council
February 21, 2023