Blythe City Council
April 14, 2026

BLYTHE CITY COUNCIL

SURI'S FIRST UTTE
Blythe
*
ESTABLISHED 1916
AGENDA
April 14, 2026
6:00 P.M.

Joseph DeConinck, Mayor
Johnny Z. Rodriguez, Vice Mayor
loseph Halby, Ill, Council Membe
jam Burton. Council Membe
Summer Spraggins, Council Member
Mallory Crecelius, Interim City Manager/City Clerk
Brittany Roberto, City Attorney
MEETINGS ARE HELD IN THE CITY COUNCIL CHAMBER, 235 NORTH BROADWAY, BLYTHE, CA Blythe CITY OF BLYTHE

CITY COUNCIL MEETING
April 14, 2026
6:00pm

CALL TO ORDER

ROLL CALL
Mayor DeConinck terim City Manager/City Clerk Creceli Police Chief Dale ice Mayor Rodrigue Fire Chief Hasler
ouncil Member Halt Public Works Director Elegores
Council Member Burton
Council Member Spraggins

PLEDGE OF ALLEGIANCE

INVOCATION
ADDED STARTER: The City Council may add an item to the Agenda after making a finding that there is a need to take immediate action on the item and that the item came to the attention of the City Council and/or staff subsequent to the posting of the Agenda. An action adding an item to the Agenda requires a 2/3 vote of the City Council (4 of 5 Council Members). If less than 2/3 of the City Council is present, adding an item to the Agenda requires a unanimous vote.

PROCLAMATION: (Item 1)

1. DMV/Donate Life Month, April 2026.

CONSENT CALENDAR: (Items 2-16)
All matters listed under Consent Calendar are considered routine and will be enacted by one motion. There will be no separate discussion of these items prior to the time of voting on the motion unless members of the Council or staff request specific items be discussed and/or removed from the Consent Calendar for separate action.

2. Posting of the Agenda.

The agenda was posted on the bulletin boards on the outside of the public entrance to the Council Chamber and near the inside entrance of the Council Chamber and on the City's website on Friday, April 10, 2026.

3. Approval of the Warrant Register.

Recommendation: Approve 4/14/26, warrants numbered 11466 through 11488 and 80791 through 80828 in the amount of $2,624,370.97; 4/14/26, Utility Billing Refund warrants numbered 80829 through 80842 in the amount of $3,092.42 and 4/14/26, warrants numbered 11489 through 11515 and 80843 through 80908 in the amount of $635,209.55.

4. Approval of the Payroll Register.

Recommendation: Approve 4/14/26, warrants numbered 55664 through 55679 and Direct Deposit warrants numbered 64719 through 64798 in the amount of $305,761.19; 4/14/26, warrants numbered 55680 through 55681 in the amount of $11,910.94; 4/14/26, warrants numbered 55682 through 55695 and Direct Deposit warrants numbered 64799 through 64877 in the amount of $295,575.18; 4/14/2026, warrant numbered 55696 and Direct Deposit warrants numbered 64878 through 64879 in the amount of $10,362.09; 4/14/26, warrants numbered 55697 through 55713 and Direct Deposit warrants numbered 64880 through 64956 in the amount of $301,326.11 and 4/14/2026, warrants numbered 55714 through 55725 and Direct Deposit warrants numbered 64957 through 65050 in the amount of $92,383.24.

5. Minutes of the March 10, 2026 City Council Meeting.

Recommendation: Approve the Minutes of the March 10, 2026 Meeting.

Any writings or documents provided to a majority of the City Council regarding any item on this Agenda will be made available for Public inspection in the City Clerk's Office at City Hall, 235 N. Broadway, Blythe, California during normal business hours. In addition such writings and documents will be posted on the City's website: www.cityofblythe.ca.gov.

6. City of Blythe Permits Issued in the Month of March 2026.

Recommendation: Receive and file the monthly report.

7. City of Blythe Fire Department Monthly Activity Report for March 2026.

Recommendation: Receive and file the monthly report.

8. City of Blythe Police Department Monthly Activity Report for March 2026.

Recommendation: Receive and file the monthly report.

9. Quality of Life Program Activity Report for March 2026.

Recommendation: Receive and file the monthly report

10. Investment Report for Third Quarter Fiscal Year 2025/26.

Recommendation: Receive and file the quarterly investment report.

11. Support for AB 1855 (Gonzalez) and Distressed Hospital Loan Forgiveness for Palo Verde Healthcare District.

Recommendation: Retroactively approve the submission of letters of support for AB 1855 and loan forgiveness from the State's Distressed Hospital Loan Program which includes Palo Verde Healthcare District.

12. Acceptance of Donation - Shuffleboard Table for the Joe Wine Recreation Center.

Recommendation: Accept the donation of a shuffleboard table from Antonio Barron for use at the Recreation Center and authorize the Interim City Manager to execute any documents necessary to memorialize the donation.

Acceptance of Work and Notice of Completion - Facilities Painting Project.

Recommendation: Accept the work performed by Making It Happen Painting, Inc. for the Facilities Painting Project and authorize the Mayor and City Clerk to execute and file the Notice of Completion and authorize the Interim City Manager to release retention payments and project bonds once appropriate.

Measure A Capital Improvement Plan for Fiscal Years 2027 - 2031.

Recommendation: Adopt Blythe's Measure A Local Streets and Road five-year Capital Improvement Plan for FY 2027-2031; approve for submission the Project Status Report for FY 2025/26; authorize the City Manager to execute Blythe's Maintenance of Effort Certification Statement and authorize the Finance Director to make minor amendments as necessary to the annual CIP report per RCT's procedures for fiscal year 2026-2027.

15. General Plan Annual Progress Report for 2025.

Recommendation: Receive and file the General Plan Progress Report for 2025 and authorize staff to submit the report to the Governor's Office of Land Use and the Department of Housing and Community Development.

16. First and Murphy Streets Rehabilitation Project Design.

Recommendation: Authorize the Interim City Manager to enter into an Agreement with The Holt Group for design of the First and Murphy Streets Rehabilitation project in an amount not to exceed $103,000, once reviewed and approved by the City Attorney.

CONTINUED BUSINESS: (Item 17)

17. Palo Verde Hospital Ad Hoc Committee Update.

Recommendation: Receive and file a report from the Hospital Ad Hoc Committee.

NEW BUSINESS: (Items 18-20)

18. Professional Services Agreement for Enterprise Resource Planning Consulting Services with Berry, Dunn, McNeil & Parker, LLC.

Recommendation: Enter into a Professional Services Agreement with Berry, Dunn, McNeil & Parker, LLC (BerryDunn); Authorize the Interim City Manager to execute the contract in such final form as approved by the City Attorney and approve a two phase contract, with the first phase being a fixed fee in the amount of $134,750 for project management, needs assessment, and procurement assistance and Phase II billed at time and material for implementation support in an amount not to exceed $300,000 for a total contract amount of $434,750 plus costs incurred for travel.

19. Fiscal Year 2025/26 Mid-Year Financial Report and Budget Amendments.

Recommendation: Receive and file the FY 2025/26 Mid-year report; adopt Resolution No. 2026-004 amending the FY 2025-26 Budget and approve the recommended budget amendments.

RESOLUTION NO. 2026-004. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BLYTHE, CALIFORNIA, AMENDING THE OPERATING AND CAPITAL BUDGET FOR FISCAL YEAR 2025-2026.

20. Desert Rodeo Sponsorship.

Recommendation: Provide direction to staff on purchasing a sponsorship for the Desert Rodeo in Thermal, California April 24-26, 2026. If Council elects to provide a sponsorship, make the finding outlined in the staff report and authorize the Interim City Manager to execute an agreement memorializing the sponsorship in a form approved by the City Attorney.

ORAL REPORT: (Staff members may make a brief announcement or report on department activities.)
MEMBER COMMENT: (Council may ask a question for clarification, make a brief announcement, make a brief report on his/her own activities, request staff to report back at a subsequent meeting concerning any matter or take action to direct staff to place a matter of business on a future agenda.)
PUBLIC COMMENT: Public comments will be allowed on matters not appearing on the agenda, but within Council/Blythe Successor Agency jurisdiction. Speakers are asked to identify themselves by stating their name and address for the record. Comments shall be limited to 3 minutes in duration. The City Council cannot take action on items not listed on the Agenda. Council Members will not enter discussion with speakers; but may refer the matter to staff for report and recommendation at a future meeting.

ADJOURNMENT: The next meeting will be held on Tuesday, May 12, 2026, at 6:00 p.m. in the Council Chamber, 235 N. Broadway, Blythe, California.

NOTE TO THE PUBLIC: In compliance with the Americans with Disability Act, if you need special assistance to participate in this meeting, please contact 504/ADA Coordinator Mallory Crecelius at (760) 922-6161 EXT. 1237 or by email at [email protected].

Notification 72 business hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to the meeting (28 CFR 35.104 ADA Title II).

Any writings or documents provided to a majority of the City Council regarding any item on this Agenda will be made available for Public inspection in the City Clerk's Office at City Hall, 235 N. Broadway, Blythe, California during normal business hours. In addition such writings and documents will be posted on the City's website: www.cityofblythe.ca.gov.

PROCLAMATION

CITY OF BLYTHE
Proclamation
DMV/Donate Life Month
April 2026
WHEREAS, organ, eye, tissue, marrow and blood donation are life-giving acts recognized worldwide as expressions of compassion to those in need; and WHEREAS, more than 130,000 individuals nationwide and more than 23,000 in California are on the nationat organ transplant waiting list, and on average, 17 people die cach day while wailing, and I ERA, the need for doned orens operaly urgen a nipai, Lano and tha merican communities, and a
Le CANEREAS a sinele individual donation of the heart, lungs, liver, kidney. as and small intestine can save up to eight lives, and
WHEREAS, donation of sue can save and heal the lives of more than 75 others organ donors ed more than 46,000 lives last year and
WHEREAS, any person can register to be an organ, eye and tissue donor regardless of age of medical conditions; and
WHEREAS, being a registered donor does not impact the quality of life-saving medical care a person receives in an emergency; and
WHEREAS, California Kesidents can sign up with the Donate Life California Donor Registry online at any time by visiting www.donatelitcalifomia.org or," for Spanish-speakers, Wydenevidealifomi org and
WIEREAS, Califomia residents can sign up to be an organ, eye and tissue donor when applying for of renewing their drivers' license or ID cards at the Califomia Department of Motor Vehicles, and WIERRAS, Calfornia residens intrested i savug a life through iving kidhey donation may Visit www.livingdonationcalifornia.org
WHEREAS, the 2026 Donate Life Month them is "Leave a Legacy", The theme highlights that organ, eye and tissue donation connects people, leaving a lasting legacy of hope.

NOW, THEREFORE, BE IT RESOLVED that in recognition of National Donate Life Month, April i 2026, is hereby proclaimed "MV/Donate Life Month" in the City of Blythe, and in doing so we encourage all Californians to check "YES!" when applying for or renewing their driver's License or D card at the DMV.

IN WITNESS WHEREOR, I have hereunto set my hand and
caused the official seal of the ty of Blythe, Califomia to b affixed this 14° day of April, 2026.

Mayor Dated
DONATE

DONOR LIFE
OneLegacy California
Facts about Donation and Transplantation: Did you know...? - THE GIFT - One organ donor can save the lives of up to eight (8) people by donating their heart, lungs, kidneys, liver, pancreas and small intestines.

THE GIFT - On average, one tissue donor can enhance the lives of more than 75 people by donating their corneas, skin, bones, and heart valves, among others. - THE NEED - More than 49,065 organ transplants were performed in the U.S. in 2025, which was possible through the generosity of deceased and living donors. • THE NEED - Over 120,000 people are currently waiting for an organ transplant in the U.S.; over 20,000 in California alone.
• THE NEED - 17 patients die every day while waiting because the organ they needed did not become available in time.
• THE NEED - The need for transplants is disproportionately high among minority populations. Communities of color often suffer higher incidences of conditions such as high blood pressure or diabetes, which can lead to the need for a kidney transplant. • DONOR REGISTRATION - To register to be an organ, eye and tissue donor Californians can go to www.donateLIFEcalifornia.org, or its Spanish counter-part www..doneVIDAcalifornia.org.
• THE FACTS - Patients are fairly matched with a donor based on the severity of their illness, body size, tissue type, blood type and other important medical information.

THE FACTS - Over 39,000 patients have their sight restored every year through cornea transplants.
• THE FACTS - Nearly one third of all deceased donors are age 50 or older. People of all ages and medical histories should consider themselves potential donors. - THE FACTS - Every major religion in the United States supports organ donation as one of the highest expressions of compassion and generosity.

LIVING DONATION - A living donor can provide a kidney or a portion of their liver, lung, pancreas or intestine. To explore living donation, visit wwW.livingDonationCalifornia.org Updated: 1/26/2026
Page | 3
2026 Donate Life Run/Walk:

GoOneLegacy Join Us on Saturday, April 25!
We invite you to join us in-person for the 24tth
annual Donate Life Run/Walk on Saturday, April 25,
5K RUN BONOR WALKIK
2026! As an elected leader in our community, your
*FAMILY FESTIVAL* participation sets an important tone for your constituents, and means the world to the Donate
Life community. Please feel free to share
information about the Run/Walk with your friends and family as well. The more, the merrier! Join us for our 2026 OneLegacy Donate Life Run Walk to run or walk with your team and celebrate the power of organ, eye and tissue donation.

Founded in 2003 by local organizers Craig and Kathleen Hostert of Fullerton, the annual OneLegacy Donate Life Run/Walk is the largest event of its kind in the nation. The event features an inspiring opening ceremony, competitive 5K run and healthy 5K/1K walk, followed by a Family Festival with food vendors, live entertainment, special activities for children and a raffle drawing.

A non-competitive 5K/1K Run/Walk to educate and inspire the community about organ, eye, and tissue donation with proceeds benefiting the OneLegacy Foundation.

Link to Sign Up: https://www.givesignup.org/Race/CA/Azusa/DONATELIFERunWalk Sir
8 Above & Beyond - More Ways to Educate, Inspire, and Save Lives Do you have additional ideas for how we can reach the community with this important message? Do you have general questions, comments, or concerns? Would you like an educational presentation about organ eye and tissue donations for your staff or community group? We want to hear from you! = To submit events for OneLegacy Consideration, visit https://www.onelegacy.org/community/ Page | 2

CONSENT

CALENDAR
vchlist Voucher List Page:
03/26/2026 7:55:36AM City of Blythe
Bank code : ap-dir
Voucher Date Vendor Invoice PO# Description/Account Amount 11466 3/24/2026 002768 AIRWAVE BROADBAND WIRELESS 116378 025526 BUSINESS PHONE SERVICE 3/1-41' 121.60 117029 025526 BUSINESS PHONE SERVICE 4/1-5/' 121.60
Total : 243.20
11467 3/24/2026 004804 CITY OF BLYTHE FEB 2026 AMOUNT BILLED TO CUSTOMERS: 33,453.00 Total : 33,453.00
11468 3/24/2026 005603 CR&R INCORPORATED 000165885 024002 DISPOSAL SERVICES 3/1-3/31/2026 385.05 Total : 385.05
11469 3/24/2026 005996 DE LAGE LANDEN FINANCIAL SVCS 596000609 025532 EQUIPMENT LEASE/MAINTENANCE 342.92 Total : 342.92
11470 3/24/2026 005996 DE LAGE LANDEN FINANCIAL SVCS 596001507 025533 EQUIPMENT LEASE/MAINTENANCE 607.20 Total : 607.20
11471 3/24/2026 005645 EVERON 160601931 025565 FIRE/SECURITY ALARM MONITORII 226.45 160601932 025565 FIRE/SECURITY ALARM MONITORII 241.74
160601933 025565 FIRE/SECURITY ALARM MONITORII 226.36
160601934 025565 FIRE/SECURITY ALARM MONITORII 300.07
Total : 994.62
11472 3/24/2026 005213 FRONTIER 9091590013 025574 COMMUNICATIONS 3/7-4/6/2026 7,907.88 9091590039 025568 COMMUNICATIONS 3/7-4/6/2026 647.49
9091590042 025567 COMMUNICATIONS 3/1-3/31/2026 3,954.76 Total : 12,510.13
11473 3/24/2026 000150 INLAND BUILDERS SUPPLY INC 146407 025386 PARTS/SUPPLIES 165.19 158110 025482 PARTS/SUPPLIES 51.28
168043 025549 PARTS/SUPPLIES 60.04
Total: 276.51
11474 3/24/2026 005295 KONICA MINOLTA 9010794976 025579 MAINTENANCE AGREEMENT 2/1-21. 425.21 Total : 425.21
11475 3/24/2026 008201 OPTIMUM 101619880 025581 INTERNET SERVICE 3/1-3/31/2026 650.00 Page:
vchlist Voucher List Page:
03/26/2026 7:55:36AM City of Blythe
Bank code : ap-dir
Voucher Date Vendor Invoice PO # Description/Account Amount 11475 3/24/2026 008201 008201 OPTIMUM (Continued) Total: 650.00 11476 3/24/2026 000213 QUILL LLC 2643242 025459 SUPPLIES [CREDIT RETURN] - 159.29 47870257 025394 SUPPLIES 288.69
47870394 025394 SUPPLIES 624.21
47995161 025459 SUPPLIES 228.30
48204055 025459 SUPPLIES 159.29
Total: 1,141.20
11477 3/24/2026 003439 SHELL 111175024 025585 FUEL 2/6-3/6/2026 86.87 Total: 86.87
11478 31241202 000241 SMART & FINAL IRIS CORP 430510004201 025494 SUPPLIES 53.24 430510116601 023975 SUPPLIES 198.42
430510152301 023975 SUPPLIES 599.60
430510157102 025493 SUPPLIES 65.33
430510200101 023975 SUPPLIES 104.91
430510208601 023975 SUPPLIES 59.96
430510261503 023975 SUPPLIES 158.46
430510280601 023975 SUPPLIES 194.71
430511131602 023975 SUPPLIES 239.22
Total: 1,673.85
11479 3/24/2026 000247 SOCALGAS 06912300076 025586 NATURAL GAS 1/23-2/24/2026 29.97 Total : 29.97
11480 3/24/2026 000247 SOCALGAS 16242635007 025586 NATURAL GAS 1/23-2/24/2026 32.36 Total : 32.36
11481 3/24/2026 000247 SOCALGAS 11185732804 025586 NATURAL GAS 2/5-3/9/2026 36.48 Total : 36.48
11482 3/24/2026 000247 SOCALGAS 16017775541 025586 NATURAL GAS 1/23-2/24/2026 83.76 Total: 83.76
11483 3/24/2026 000247 SOCALGAS 13422599004 025586 NATURAL GAS 1/23-2/24/2026 261.48 Total: 261.48
Page:
vchlist Voucher List Page:
03/26/2026 7:55:36AM City of Blythe
Bank code : ap-dir
Voucher Date Vendor Invoice PO# Description/Account Amount 11484 3/24/2026 000247 SOCALGAS 07632638008 025586 NATURAL GAS 2/5-3/9/2026 271.10 Total : 271.10
11485 3/24/2026 000283 SOUTHERN CALIFORNIA EDISON CO 700240317342 025587 ELECTRICITY 2/1-2/28/2026 59.87 Total : 59.87
11486 3/24/2026 000283 SOUTHERN CALIFORNIA EDISON CO 700350079007 025588 ELECTRICITY 1/28-2/26/2026 9,745.19 Total: 9,745.19
11487 3/24/2026 000283 SOUTHERN CALIFORNIA EDISON CO 700466637136 025589 ELECTRICITY 2/1-2/28/2026 16,226.54 Total : 16,226.54
11488 3/24/2026 000266 UNDERGROUND SERVICE ALERT/SC 120260083 025591 DIG ALERT TICKETS 1/2026 201.35 220260085 025591 DIG ALERT TICKETS 2/2026 106.75
Total : 308.10
ap-dir Bank total : 79,844.61
23 Vouchers for bank code:

Page:
vchlist Voucher List Page:
03/26/2026 7:55:36AM City of Blythe
Bank code : union
Voucher Date Vendor Invoice PO# Description/Account Amount 80791 3/24/2026 007560 AMAZON CAPITAL SERVICES, INC 117FKVQ3YNCW 025239 PARTS/SUPPLIES 217.40 161R1XRHKLR6 025239 PARTS/SUPPLIES 281.96
174M96NCKY11 025473 PARTS/SUPPLIES 655.26
025473
17M4LP9QP336 025223 PARTS/SUPPLIES 123.76
17M93JKFGCRY 025345 PARTS/SUPPLIES 430.22
1DL16V7K13FY 025377 PARTS/SUPPLIES 182.16
1HLDPQHKNPCD 025492 PARTS/SUPPLIES 118.71
1KC:39GW14614 025339 PARTS/SUPPLIES 101.18
1MHTRJQQLCM3 025473 PARTS/SUPPLIES [CREDIT RETURI -163.07 1NGQTMKNHGJX 025483 PARTS/SUPPLIES _ 359.47
1YDKYJXJ7L3C 025339 PARTS/SUPPLIES 229.62
Total : 2,536.67
80792 3/24/2026 002453 AMCS GROUP INC 197066 024692 FLEET MANAGEMENT SERVICES 4 906.22 Total : 906.22
80793 3/24/2026 002458 AQUA-METRIC SALES, CO INVO111626 025560 ANNUAL SUPPORT 26,724:01 Total: 26,724.01
80794 3/24/2026 006220 BACKFLOW SOLUTIONS, INC 10646 025562 BACKFLOW PROGRAM - SUBSCRIF 495.00 Total : 495.00
3/24/2026 008238 BESTWAY ELECTRIC MOTOR SVC INC 42602104 025519 REPAIR/MAINTENANCE SERVICES 1,430.00 80795
Total: 1,430.00
80796 3/24/2026 000385 BIO-TOX LABORATORIES 48699 025454 LAB SERVICES 617.00 Total: 617.00
80797 3/24/2026 008695 BOSCH BUILDING TECHNOLOGIES 990001538 025522 MEASUREMENTS AND VERIFICATK 16,751.20 Total: 16,751.20
80798 3/24/2026 004498 BOUND TREE MEDICAL, LLC 86118133 025393 EQUIPMENT/SUPPLIES 47.74 86130817 025240 EQUIPMENT/SUPPLIES 238.15
86138790 025240 EQUIPMENT/SUPPLIES 1,667.06
Total : 1,952.95
80799 3/24/2026 000048 BURTRONICS BUSINESS SYSTEMS AR125107 025525 CONTRACT CN10653-01 9/13/2025-: 870.00 Page:
vchlist Voucher List Page:
03/26/2026 7:55:36AM City of Blythe
Bank code : union
Voucher Date Vendor Invoice PO# Description/Account Amount 80799 3/24/2026 000048 000048 BURTRONICS BUSINESS SYSTEMS (Continued) Total: 870.00 80800 3/24/2026 003295 CALLAN OIL DIST. INC 022826 025527 FUEL 2/1-2/28/2026 2,526.93 Total: 2,526.93
80801 3/24/2026 008628 CHARGED ELECTRIC 1787 024868 REPAIR/MAINTENANCE SERVICES 26,292.47 1799 024927 REPAIR/MAINTENANCE SERVICES 1,825.00
Total: 28,117.47
80802 3/24/2026 000896 CITY OF BLYTHE B2602-004 ADMINISTRATIVE FEE 432.00 RC2407-001 ADMINISTRATIVE FEE 495.21
Total: 927.21
80803 3/24/2026 003841 CIVICPLUS LLC 363575 024073 WEBSITE HOSTING & SUPPORT 2,941.08 Total: 2,941.08
80804 3/24/2026 002331 COUNTY OF RIVERSIDE PE0000003337 025528 PSEC AGREEMENT 2/1-2/28/2026 11,080.16 Total : 11,080.16
90808 3/24/2026 003481 COUNTY OF RIVERSIDE TL0000018078 025512 6TH AVE & 10TH AVE RESURFACIN 2,153,173.00 Total: 2,153,173.00
90808 3/24/2026 005603 CR&R INCORPORATED FEB 2026 025479 FRANCHISE CONTRACT 2/2026 120,601.20 Total : 120,601.20
L0808 3/24/2026 000156 CYLE JOHNSON ELECTRIC INC 56418 025530 REPAIR/MAINTENANCE SERVICES 319.87 56421 025530 REPAIR/MAINTENANCE SERVICES 312.50
Total : 632.37
80808 3/24/2026 000084 D & LAUTO PARTS INC 225926 025467 PARTS/SUPPLIES 160.81 226099 025534 PARTS/SUPPLIES 195.21
226106 025536 PARTS/SUPPLIES 204.68
226120 025534 PARTS/SUPPLIES -23.93
Total : 536.77
80809 3/24/2026 007856 D&H WATER SYSTEMS 12026-0356 025318 PARTS/SUPPLIES 3,650.90 Total : 3,650.90
Page:
vchlist Voucher List Page:
03/26/2026 7:55:36AM City of Blythe
Bank code : union
Voucher Date Vendor Invoice PO# Description/Account Amount 80810 3/24/2026 003512 ECONOLITE SYSTEMS INC 47121 025564 REPAIR/MAINTENANCE SERVICES 7,300.00 Total : 7,300.00.
80811 3124/2026 003378 EMPIRE SOUTHWEST, LLC EMPS7355070 025529 PARTS/SUPPLIES 25.73 Total : 25.73
80812 3/24/2026 000547 ESGIL, LLC 3355207 PLAN CHECK SERVICES 2/2026 3,160.00 Total: 3,160.00
80813 3/24/2026 002791 FISHER WIRELESS SERVICES INC 236106 025566 SERVICE/EQUIPMENT 957.00 Total : 957.00
80814 3/24/2026 007059 FLEETCREW INC 65322 025570 REPAIR/MAINTENANCE SERVICES 2,858.97 Total : 2,858.97
80815 3/24/2026 008627 GARON WYATT INVESTIGATIVE 25-94/FINAL 025576 PROFESSIONAL SERVICES 3,437.50 Total : 3,437.50
80816 3/24/2026 002150 JONES MAYER FEB 2026 025513 LEGAL SERVICES 2/2026 16,510.14 Total: 16,510.14
L1808 3/24/2026 008697 KYLA ENTERPRISE LLC 02242026-001 025543 TRAINING EQUIPMENT/SUPPLIES ( 4,995.60 Total: 4,995.60
80818 3/24/2026 008699 MAKING IT HAPPEN PAINTING INC 275 025592 REPAIR/MAINTENANCE SERVICES 76,237.50 Total : 76,237.50
80819 3/24/2026 007170 MANUFACTURERS EDGE, INC SIN224125 025319 PARTS/SUPPLIES 658.27 SIN224419 025319 PARTS/SUPPLIES 2,618.23
Total: 3,276.50
80820 3/24/2026 008330 MB HERZOG ELECTRIC, INC 9353 025577 REPAIR/MAINTENANCE SERVICES 13,474.00 9492 025577 REPAIR/MAINTENANCE SERVICES 2,070.00
Total: 15,544.00
80821 3/24/2026 008447 MORALES, JUAN A 032426 025595 CATERING SERVICES- OUTLotal: 1,950.00 1,950.00
Page:
vchlist Voucher List Page:
03/26/2026 7:55:36AM City of Blythe
Bank code : union
Voucher Date Vendor Invoice PO# Description/Account Amount 80822 3/24/2026 002871 NELSON, JON KEVIN FEB 2026 025580 INSPECTION SERVICES 2/2026 5,142.50 Total : 5,142.50
80823 3/24/2026 005983 NICHOLS CONSULTING 2026-9833092-01 025583 CONSULTING SERVICES 2,700.00 Total: 2,700.00
80824 3/24/2026 005176 PRIMO BRANDS 06E8730026432 025582 DRINKING WATER 1/7-2/6/2026 174.94 06C:8730026432 025582 DRINKING WATER 21-3/6/2026 183.72 Total : 358.66
80825 3/24/2026 000315 RDO EQUIPMENT CO P3376842 024454 PARTS/SUPPLIES 1,545.08 P3510542 025160 PARTS/SUPPLIES 250.63
P3613142 025384 PARTS/SUPPLIES 74.80
P3647742 025476 PARTS/SUPPLIES 8.23
P3667742 025488 PARTS/SUPPLIES 6.89
P3701242 025561 PARTS/SUPPLIES 33.02
P3705442 025451 PARTS/SUPPLIES 138.71
P3705542 025517 PARTS/SUPPLIES 109.52
W2684842 025559 REPAIR/MAINTENANCE SERVICE 2,235.27
Total : 4,402.15
80826 3/24/2026 007203 SANCHEZ, ADRIANA 02-2026 025455 BLOOD DRAW SERVICES 2/2026 825.00 Total : 825.00
80827 3/24/2026 002783 THATCHER COMPANY 2026400100845 025590 CHEMICALS 15,634.97 Total : 15,634.97
80828 3/24/2026 005011 WILLDAN FINANCIAL SERVICES 010-65540 025420 PROFESSIONAL SERVICES 2,740.00 Total: 2,740.00
38 Vouchers for bank code: union Bank total : 2,544,526.36 61 Vouchers in this report Total vouchers: 2,624,370.97 Page:
vchlist Voucher List Page:
03/26/2026 7:55:36AM City of Blythe
Bank code : union
Voucher Date Vendor Invoice PO# Description/Account Amount

CLAIMS VOUCHER APPROVAL
1 hereby certify that warrants numbered 11466-11488 and 80791-80828 in the amount of $2,624,370.97 have been
reviewed for payment by the Director of Finance. I further certify Councilmembers of the City of Blythe, CA approved said warrants at the meeting of April 14, 2026.

Christ Elus
Christa Elms
Director of Finance
Page:
vchlist Voucher List Page:
03/26/2026 9:39:44AM City of Blythe
Bank code : union
Voucher Date Vendor Invoice PO# Description/Account Amount 80829 3/24/2026 008691 ANDUJO, HURIEL Ref000225718 UB Refund Cst #028277 266.87 Total : 266.87
80830 3/24/2026 008688 BEZEK, PETAGAY Ref000225715 UB Refund Cst #027085 117.77 Total : 117.77
80831 3/24/2026 008693 FLORES, ELISA Ref000225720 UB Refund Cst #028495 31.28 Total : 31.28
80832 3/24/2026 008689 HIDALGO, JOSE Ref000225716 UB Refund Cst #027528 64.06 Total : 64.06
80833 3/24/2026 008694 KELLEY, SONIA KIM Ref000225721 UB Refund Cst #028519 Total :
80834 3/24/2026 008692 LARA, ANGEL Ref000225719 UB Refund Cst #028287 67.61 Total : 67.61
80835 3/24/2026 008683 LAZENBY, GRADY Ref000225708 UB Refund Cst #003893 28.27 Total : 28.27
80836 3/24/2026 007282 LIND, MARIA Ref000225710 UB Refund Cst #015097 103.92 Total : 103.92
80837 3/24/2026 008687 PATEL, CHAITANYA Ref000225714 UB Refund Cst #026966 183.84 Total : 183.84
80838 3/24/2026 008686 ROBINS, KRISTINA Ref000225713 UB Refund Cst #026897 237.89 Total : 237.89
80839 3/24/2026 008690 SHENEMAN, JOSHUA Ref000225717 UB Refund Cst #028006 40.42 Total : 40.42
80840 3/24/2026 008685 VALLIN, YASMIN Ref000225711 UB Refund Cst #025875 98.02 Total : 98.02
80841 3/24/2026 008667 WEBER, WILLIAM Ref000225712 UB Refund Cst #026737 79.00 Page:
vchlist Voucher List Page:
03/26/2026 9:39:44AM City of Blythe
Bank code: union
Voucher Date Vendor Invoice PO # Description/Account Amount 80841 3/24/2026 008667 008667 WEBER, WILLIAM (Continued) Total : 79.00 80842 3/24/2026 008684 WHIPPLE, JOHN Ref000225709 UB Refund Cst #006756 1,686.98 Total : 1,686.98
14 Vouchers for bank code: union Bank total : 3,092.42
14 Vouchers in this report Total vouchers : 3,092.42

CLAIMS VOUCHER APPROVAL
I hereby certify that the Utility Billing Refund warrants numbered 80829-80842 in the amount of $3,092.42 have been reviewed for payment by the Director of Finance. I further certify that the Councilmembers of the City of Blythe, CA approved said warrants at the meeting of April 14, 2026.

Elus
Christa Elms
Director of Finance
Page:
vchlist Voucher List Page:
04/09/2026 3:21:58PM City of Blythe
Bank code : ap-dir
Voucher Date Vendor Invcice PO# Description/Account Amount 11489 3/24/2026 000150 INLAND BUILDERS SUPPLY INC 146407 025386 PARTS/SUPPLIES 165.19 158110 025482 PARTS/SUPPLIES 51.28
025482
Total : 216.47
11490 3/27/2026 000247 SOCALGAS 16017775541 025667 NATURAL GAS 2/24-3/25/2026 46.01 Total : 46.01
11491 3/27/2026 000247 SOCALGAS 06912600076 025667. NATURAL GAS 2/24-3/25/2026 48.11 Total : 48.11
11492 3/27/2026 000247 SOCALGAS 16242635007 025667 NATURAL GAS 2/24-3/25/2026 57.17 Total : 57.17
11493 3/27/2026 000247 SOCALGAS 13422599004 025667 NATURAL GAS 2/24-3/25/2026 147.49 Total : 147.49
11494 3/30/2026 004501 US BANK CORP FEB 2026 025675 CREDIT CARD CHARGES 2/2026 10,264.37 Total: 10,264.37
11495 4/1/2026 005923 CALIFORNIA PUBLIC EMPLOYEES' 000018244489 HEALTH PREMIUMS 4/1-4/30/2026 4,287.72 Total: 4,287.72
11496 4/1/2026 005923 CALIFORNIA PUBLIC EMPLOYEES' 000018244487 HEALTH PREMIUMS 4/1-4/30/2026 131,888.30 Total : 131,888.30
11497 4/1/2026 008201 OPTIMUM 0771510132602 025653 INTERNET SERVICE 4/4-5/3/2026 236.32 0771510132602 025653 INTERNET SERVICE 3/4-4/3/2026 206.32 025653
Total : 442.64
11498 4/1/2026 008201 OPTIMUM 0771549180002 025652 COMMUNICATIONS 4/2-5/1/2026 267.81 0771549180002 025652 COMMUNICATIONS 3/2-4/1/2026 272.88 025652
Total : 540.69
11499 4/1/2026 000323 STATE BOARD OF EQUALIZATION 023-300030 025671 USE TAX 2/2026 33.00 Page:
chlist Voucher List Page:
04/09/2026 3:21:58PM City of Blythe
Bank code : ap-dir
Voucher Date Vendor Invoice PO# Description/Account Amount 11499 4/1/2026 000323 000323 STATE BOARD OF EQUALIZATION (Continued) Total : 33.00 11500 4/1/2026 006924 SUN LIFE 923380-0002 PREMIUM/FEES 4/1-4/30/2026 6,054.88 Total : 6,054.88
11501 4/9/2026 005603 CR&R INCORPORATED 000166846 024002 DISPOSAL SERVICES 4/1-4/30/2026 385.05 Total : 385.05
11502 4/9/2026 005603 CR&R INCORPORATED 000165217 025624 DISPOSAL SERVICES 1/1-1/31/2026 551.36 Total : 551.36
11503 4/9/2026 005996 DE LAGE LANDEN FINANCIAL SVCS 596356781 025629 EQUIPMENT LEASE/MAINTENANCE 342.92 Total : 342.92
11504 4/9/2026 005996 DE LAGE LANDEN FINANCIAL SVCS 596356677 025630 EQUIPMENT LEASE/MAINTENANCE 607.20 Total : 607.20
11505 4/9/2026 000150 INLAND BUILDERS SUPPLY INC 147372 025426 PARTS/SUPPLIES 135.88 I51331 025381 PARTS/SUPPLIES 18.03
154586 025427 PARTS/SUPPLIES 4,999.91
156684 025475 PARTS/SUPPLIES 51.65
158939 025484 PARTS/SUPPLIES 69.60
160256 025485 PARTS/SUPPLIES 40.75
161443 025490 PARTS/SUPPLIES 194.23
163987 025518 PARTS/SUPPLIES 362.58
168043 025549 PARTS/SUPPLIES 60.04
168065 025548 PARTS/SUPPLIES 126.59
170641 025573 PARTS/SUPPLIES 364.49
172140 025573 PARTS/SUPPLIES 951.70
172780 025499 PARTS/SUPPLIES 158.99
177533 025501 PARTS/SUPPLIES 204.89
178408 025502 PARTS/SUPPLIES 137.00
V41435 025382 PARTS/SUPPLIES 50.05
V45604 025486 PARTS/SUPPLIES 65.20
V46141 025490 PARTS/SUPPLIES 116.53
V47455 025538 PARTS/SUPPLIES 142.98
V47462 024325 PARTS/SUPPLIES 312.48
Page:
vchlist Voucher List Page:
04/09/2026 3:21:58PM City of Blythe
Bank code : ap-dir
Voucher Date Vendor Invoice PO# Description/Account Amount 11505 4/9/2026 000150 000150 INLAND BUILDERS SUPPLY INC (Continued) Total : 8,563.57 11506 4/9/2026 000241 SMART & FINAL IRIS CORP 430510036501 023975 SUPPLIES 244.20 430510037501 023975 SUPPLIES 15.18
430510096501 023975 SUPPLIES 424.52
430510132601 025596 SUPPLIES 28.80
430510209601 025556 SUPPLIES 8.98
Total : 721.68
11507 4/9/2026 003035 VERIZON WIRELESS 6138525154 025672 WIRELESS SERVICE 2/14-3/13/202€ 196.14 Total : 196.14
11508 4/9/2026 003035 VERIZON WIRELESS 6138525155 025673 WIRELESS SERVICE 2/14-3/13/202€ 230.22 Total : 230.22
11509 4/9/2026 003035 VERIZON WIRELESS 6138525153 025674 WIRELESS SERVICE 2/14-3/13/202€ 1,928.08 Total : 1,928.08
11510 4/9/2026 006873 VESTIS 5881147024 025665 UNIFORM SERVICE/MATS & TOWEI 406.29 5881152846 025665 UNIFORM SERVICE/MATS & TOWEI 402.29
5881158681 025665 UNIFORM SERVICE/MATS & TOWEI 402.29
5881164499 025665 UNIFORM SERVICE/MATS & TOWEI 402.29
5881170345 025665 UNIFORM SERVICE/MATS & TOWEI 462.87
5881176169 025665 UNIFORM SERVICE/MATS & TOWEI 521.63
5881182004 025665 UNIFORM SERVICE/MATS & TOWEI 394.39
5881187805 025665 UNIFORM SERVICE/MATS & TOWEI 458.66
5881193635 025665 UNIFORM SERVICE/MATS & TOWEL 454.54
5881199484 025665 UNIFORM SERVICE/MATS & TOWEI 454.54
Total : 4,359.79
11511 4/14/2026 004804 CITY OF BLYTHE MAR 2026 AMOUNT BILLED TO CUSTOMERS: 33,579.00 Total: 33,579.00
11512 4/14/2026 007028 CORE & MAIN LP DKA 1028 015240 ON ACCOUNT -1,268.98 DKA1030 015240 ON ACCOUNT -200.10
Y490735 025304 PARTS/SUPPLIES 9,892.43
Y490759 025305 PARTS/SUPPLIES 10,913.79
Y490772 025306 PARTS/SUPPLIES 4,820.63
Page:
vchlist Voucher List Page:
04/09/2026 3:21:58PM City of Blythe
Bank code : ap-dir
Voucher Date Vendor Invoice PO # Description/Account Amount 11512 4/14/2026 007028 CORE & MAIN LP (Continued)
Y607679 025305 PARTS/SUPPLIES 541.21
Total : 24,698.98
11513 4/14/2026 003378 EMPIRE SOUTHWEST, LLC EMWK4237186 025481 REPAIR/MAINTENANCE SERVICES 3,838.88 EMWK4237187 025481 REPAIR/MAINTENANCE SERVICES 1,267.59 EMWK4237188 025481 REPAIR/MAINTENANCE SERVICES 3,073.91 EMWK4237189 025481 REPAIR/MAINTENANCE SERVICES 575.82
EMWK4237190 025481 REPAIR/MAINTENANCE SERVICES 6,760.22 EMWK4263167 025615 REPAIR/MAINTENANCE SERVICES 1,404.08 EMWK4263169 025615 REPAIR/MAINTENANCE SERVICES 365.55
EMWK4263170 025615 REPAIR/MAINTENANCE SERVICES 1,370.80 18,656.85
11514 4/14/2026 003150 PITNEY BOWES 3107749031 025655 PROPERTY TAX 220.23 3107827519 025655 TERM RENTAL 2/2-5/1/2026 1,760.71
Total : 1,980.94
11515 4/14/2026 000213 QUILL LLC 47869656 025387 SUPPLIES 123.27 47871351 025387 SUPPLIES 117.44
Total : 240.71
27 Vouchers for bank code: ap-dir Bank total : 251,069.34 Page:
vchlist Voucher List Page:
04/09/2026 3:21:58PM City of Blythe
Bank code : union
Voucher Date Vendor Invoice PO # Description/Account Amount 80843 4/14/2026 002768 AIRWAVE BROADBAND WIRELESS 116878 025526 BUSINESS PHONE SERVICE 3/1-41 121.60 117029 025526 BUSINESS PHONE SERVICE 4/1-5/ 121.60
Total: 243.20
80844 4/14/2026 003334 AIRWAVE COMMUNICATIONS 451-117 025621 INSTALLATION SERVICES 27,113.04 Total : 27,113.04
80845 4/14/2026 006366 ALARM PROTECTION SERVICES 064305 025622 SECURITY ALARM MONITORING 4/; 173.85 Total: 173.85
80846 4/14/2026 004315 ALLSTAR FIRE EQUIPMENT 271109 025452 EQUIPMENT/SUPPLIES 1,344.52 271327 025452 EQUIPMENT/SUPPLIES 604.84
Total: 1,949.36
80847 4/14/2026 007560 AMAZON CAPITAL SERVICES, INC 111WXV4PLJ3X 025578 PARTS/SUPPLIES 1,038.85 13NQTKMQDYHL 025571 PARTS/SUPPLIES 52.48
14NJHXP1TVP9 025572 PARTS/SUPPLIES 196.53
16W/CJYQHDXND 025542 PARTS/SUPPLIES 179.30|
16YDJ61WGCPF 025575 PARTS/SUPPLIES 160.66
1DLXX9YPTVQ3 025542 PARTS/SUPPLIES 124.45
1FMMW6R4TQGC 025531 PARTS/SUPPLIES 30.44
1JFPPY4TG9DG 025578 PARTS/SUPPLIES 52.16
1JRGQQ7NQR39 025540 PARTS/SUPPLIES 72.37
1KR64LC61FQQ 025598 PARTS/SUPPLIES 401.42
025598
1M3QVK4NQ4CM 025563 PARTS/SUPPLIES 731.18
1MLDPYQTLR79R 025639 PARTS/SUPPLIES 44.81
1MPJVV9NJ3QM 025491 PARTS/SUPPLIES 151.03
1R3TRQ669HNN 025495 PARTS/SUPPLIES ฿ 415.61
1YXVDWKXLN9R 025603 PARTS/SUPPLIES 73.64
Total: 3,724.93
80848 4/14/2026 008496 AM-TEC TOTAL SECURITY, INC 646.354 025633 REPAIR/MAINTENANCE SERVICES 675.00 Total : 675.00
80849 4/14/2026 002458 AQUA-METRIC SALES, CO INVO113084 024638 PARTS/SUPPLIES 2,018.05 Total : 2,018.05
Page:
vchlist Voucher List Page:
04/09/2026 3:21:58PM City of Blythe
Bank code : union
Voucher Date Vendor Invoice PO# Description/Account Amount 80850 4/14/2026 007895 ASSISECURITY SD23707 025634 REPAIR/MAINTENANCE SERVICES 300.00 Total : 300.00
80851 4/14/2026 007874 AVID IDENTIFICATION 0112393-IN 025607 EQUIPMENT/SUPPLIES 2,589.70 Total : 2,589.70
80852 4/14/2026 000016 BABCOCK LABORATORIES, INC CA60108-0040 025647 TESTING SERVICES 91.51 CA60785-0040 025647 TESTING SERVICES 84.20
CA60801-0040 025647 TESTING SERVICES 210.50
CA60809-0040 025647 TESTING SERVICES 141.51
CA60811-0040 025647 TESTING SERVICES 84.20
CA61211-0040 025647 TESTING SERVICES 294.20
CA61373-0040 025647 TESTING SERVICES 870.03
CB60011-0040 025647 TESTING SERVICES 141.51
CB60012-0040 025647 TESTING SERVICES 88.45
CB60016-0040 025647 TESTING SERVICES 1,079.20
CB60368-0040 025647 TESTING SERVICES 248.35
CB60769-0040 025647 TESTING SERVICES 91.51
CB60976-0040 025647 TESTING SERVICES 210.50
CB61305-0040 025647 TESTING SERVICES 588.30
CB61311-0040 025647 TESTING SERVICES 1,176.60
CB61324-0040 025647 TESTING SERVICES 1,176.60
CB61328-0040 025647 TESTING SERVICES 1,671.41
CB61330-0040 025647 TESTING SERVICES 739.70
CB61783-0040 025647 TESTING SERVICES 91.51
CB61784-0040 TESTING SERVICES 88.45
CC60349-0040 TESTING SERVICES 294.20
CC60354-0040 025647 TESTING SERVICES 168.48
CC60355-0040 TESTING SERVICES
CK51297-0040 025647 TESTING SERVICES 1,220.99
CL50365-0040 TESTING SERVICES 294.20
CL50371-0040 025647 TESTING SERVICES
CL50462-0040 025647 TESTING SERVICES 1,220.99
CL50487-0040 025647 TESTING SERVICES 91.51
CL50797-0040 025647 TESTING SERVICES 210.50
CL50798-0040 025647 TESTING SERVICES 84.20
CL50989-0040 025647 TESTING SERVICES 294.20
Page:
-2
vchlist Voucher List Page:
04/09/2026 3:21:58PM City of Blythe
Bank code: union
Voucher Date Vendor Invcice PO# Description/Account Amount 80852 4/14/2026 000016 BABCOCK LABORATORIES, ING (Continued) CL51306-0040 025647 TESTING SERVICES 91.51
CL51769-0040 025647 TESTING SERVICES 294.20
CL51770-0040 025647 TESTING SERVICES 1,301.57
CL51771-0040 025647 TESTING SERVICES 88.45
SINV114924 025647 FINANCE CHARGE 94.46
Total: 15,090.39
80853 4/14/2026 000016 BABCOCK LABORATORIES, INC CA60109-0040 025647 TESTING SERVICES 53.07 CA60416-0040 025647 TESTING SERVICES 53.07
CA60417-0040 025647 TESTING SERVICES 42.10
CA60788-0040 025647 TESTING SERVICES 53.07
CA60790-0040 025647 TESTING SERVICES 42.10
CA60791-0040 025647 TESTING SERVICES 75.24
CA60799-0040 025647 TESTING SERVICES 50.16
CA61313-0040 025647 TESTING SERVICES 53.07
CB60013-0040 025647 TESTING SERVICES 53.07
CB60364-0040 025647 TESTING SERVICES 70.76
CB60366-0040 025647 TESTING SERVICES 53.07
CB60767-0040 025647 TESTING SERVICES 53.07
CB60772-0040 025647 TESTING SERVICES
CB60982-0040 025647 TESTING SERVICES
CB61145-0040 025647 TESTING SERVICES
CB61209-0040 025647 TESTING SERVICES
CB61320-0040 025647 TESTING SERVICES
CB61770-0040 025647 TESTING SERVICES
CC60350-0040 025647 TESTING SERVICES
CC60351-0040 025647 TESTING SERVICES
CC60353-0040 025647 TESTING SERVICES 84.20
CC60358-0040 025647 TESTING SERVICES 42.12
CL50361-0040 025647 TESTING SERVICES 42.12
CL50364-0040 025647 TESTING SERVICES 60.20
CL50369-0040 025647 TESTING SERVICES 53.07
CL50372-0040 025647 TESTING SERVICES 70.76
CL50606-0040 025647 TESTING SERVICES 53.07
CL50792-0040 025647 TESTING SERVICES 75.24
CL50794-0040 025647 TESTING SERVICES 50.16
Page:
-2
vchlist Voucher List Page:
04/09/2026 3:21:58PM City of Blythe
Bank code: union
Voucher Date Vendor Invoice PO# Description/Account Amount 80853 4/14/2026 000016 BABCOCK LABORATORIES, INC (Continued) CL50800-0040 025647 TESTING SERVICES 53.07
CL51305-0040 025647 TESTING SERVICES 70.76
CL51308-0040 025647 TESTING SERVICES 53.07
CL51732-0040 025647 TESTING SERVICES 63.17
CL51734-0040 025647 TESTING SERVICES 53.07
CL51765-0040 025647 TESTING SERVICES 63.17
SINV114716 025647 FINANCE CHARGE 54.85
Total : 2,117.72
80854 4/14/2026 000016 BABCOCK LABORATORIES, INC CA60787-0040 025647 TESTING SERVICES 33.69 CA60789-0040 025647 TESTING SERVICES 33.69
CA60792-0040 025647 TESTING SERVICES 33.69
CA60797-0040 025647 42.10
CA60803-0040 025647 TEST SERIES 25.08
CA60804-0040 025647 TESTING SERVICES 17.69
CA61212-0040 025647 TESTING SERVICES 17.69
CB60768-0040 025647 TESTING SERVICES 17.69
CB60773-0040 025647 TESTING SERVICES 33.69
CB60973-0040 025647 TESTING SERVICES 33.69
CB60981-0040 025647 TESTING SERVICES 33.69
CB60984-0040 025647 TESTING SERVICES 42.10
CB61144-0040 025647 TESTING SERVICES 42.10
CB61211-0040 025647 TESTING SERVICES 25.08
CB61309-0040 025647 TESTING SERVICES 25.08
CB61322-0040 025647 TESTING SERVICES 25.08
CC60352-0040 025647 TESTING SERVICES 17.69
CL50362-0040 025647 TESTING SERVICES 15.05
CL50363-0040 025647 TESTING SERVICES 30.10
CL50793-0040 025647 TESTING SERVICES 25.08
CL50795-0040 025647 TESTING SERVICES 33.69
CL50796-0040 025647 TESTING SERVICES 33.69
CL50799-0040 025647 TESTING SERVICES 17.69
CL50816-0040 025647 TESTING SERVICES 33.69
SINV114530 025647 FINANCE CHARGE 10.00
Total: 698.51
Page:
-2.
vchlist Voucher List Page:
04/09/2026 3:21:58PM City of Blythe
Bank code : union
Voucher Date Vendor Invoice PO# Description/Account Amount 80855 4/14/2026 008658 BLYTHE FORD Q000284641 025480 REPAIR/MAINTENANCE SERVICES 1,624.84 Total: 1,624.84
80856 4/14/2026 008696 BROWN, ANAIAH 031826 025551 BASKETBALL OFFICIAL 310.00 033126 025609 BASKETBALL OFFICIAL 185.50
Total: 495.50
80857 4/14/2026 007802 CALIFORNIA HEALTH & SAFETY INC 26-155CALB 025616 AIR PACK TESTING/CERTIFICATION 2,693.55 Total : 2,693.55
80858 4/14/2026 008679 CARDENAS, VERONICA 030726 COMMUNITY CENTER DEPOSIT RE 150.00 Total: 150.00
80859 4/14/2026 000667 CITY OF BLYTHE MAR 2026 025623 UTILITY SERVICES/CITY FACILITIE: 7,208.58 Total: 7.208.58
80860 4/14/2026 004804 CITY OF BLYTHE 032126 COMMUNITY CENTER DEPOSIT RE 150.00 Total: 150.00
80861 4/14/2026 005421 COUNTY OF RIVERSIDE PU0000006269 025676 FLEET SERVICES 2/1-2/28/2026 11,044.55 Total : 11,044.55
80862 4/14/2026 005603 CR&R INCORPORATED MAR 2026 025627 FRANCHISE CONTRACT 3/2026 120,987.75 Total : 120,987.75
80863 4/14/2026 000037 CULLIGAN SOFT WATER SERVICE 0647245 023896 WATER SERVICE 3/21-4/20/2026 75.63 0647247 025625 WATER SERVICE 3/21-4/20/2026 104.78
Total : 180.41
80864 4/14/2026 006594 CV PIPELINE CORP S3858 025402 REPAIR/MAINTENANCE SERVICES 12,460.00 Total : 12,460.00
80865 4/14/2026 000084 D & LAUTO PARTS INC 223656 024917 PARTS/SUPPLIES 223.68 223678 024930 PARTS/SUPPLIES 147.37
224796 025204 PARTS/SUPPLIES 172.85
224976 025243 PARTS/SUPPLIES 171.28
225243 025323 PARTS/SUPPLIES 89.84
225259 025327 PARTS/SUPPLIES 182.21
Page:

Voucher List Page: 10
vchlist
04/09/2026 3:21:58PM City of Blythe
Bank code : union
Voucher Date Vendor Invoice PO# Description/Account Amount 80865 4/14/2026 000084 D & LAUTO PARTS INC (Continued)
225990 025497 PARTS/SUPPLIES 23.93
Total : 1,011.16
80866 4/14/2026 001757 DATA TICKET INC 191179 025631 CITATION PROCESSING 2/2026 100.00 Total : 100.00
80867 4/14/2026 002173 DEPARTMENT OF JUSTICE 027683 025635 BLOOD ALCOHOL ANALYSIS 1/202€ 105.00 034798 025617 BLOOD ALCOHOL ANALYSIS 2/202€ 70.00
034347 025617 BLOOD ALCOHOL ANALYSIS 11/202 35.00
Total: 210.00
80868 4/14/2026 008607 ENGINEERING RESOURCES 62405 024660 TTH STREET IMPROVEMENT PROJ 8,552.44 Total : 8,552.44
80869 4/14/2026 001036 FERGUSON ENTERPRISES LLC #3326 0306277 025419 PARTS/SUPPLIES 1,537.73 WW082235 025414 PARTS/SUPPLIES 527.98
WW082278 025414 PARTS/SUPPLIES 266.93
WW 082282 025414 PARTS/SUPPLIES 997.13
WV/083294 025541 PARTS/SUPPLIES 972.23
WW083618 025541 PARTS/SUPPLIES 1,983.17
Total: 6,285.17
80870 4/14/2026 002791 FISHER WIRELESS SERVICES INC 0236105 025640 REPAIR/MAINTENANCE SERVICES 286.90 236133 025640 REPAIR/MAINTENANCE SERVICES 188.50
236136 025641 REPAIR/MAINTENANCE SERVICES 175.81
Total: 651.21
80871 4/14/2026 008698 FLOCK GROUP INC INV-89757 025638 FLOCK SAFETY LPR SYSTEM 36,600.00 Total : 36,600.00
80872 4/14/2026 008677 FLORES, ELENA 101344 REC PROGRAM REFUND - BASKET 50.00 Total : 50.00
80873 4/14/2026 005213 FRONTIER 7609223545 025643 COMMUNICATIONS 3/13-4/12/2026 141.26 7609229375 025644 COMMUNICATIONS 3/13-4/12/2026 191.29
Total : 332.55
Page: 10
vchlist Voucher List Page: 11
04/09/2026 3:21:58PM City of Blythe
Bank code : union
Voucher Date Vendor Invoice PO # Description/Account Amount 80874 4/14/2026 005978 FULTON DISTRIBUTING - SO CAL 694614 025668 SUPPLIES 877.06 697643 025645 SUPPLIES 1,137.76
Total: 2,014.82
80875 4/14/2026 008627 GARON WYATT INVESTIGATIVE 25-99 025646 PROFESSIONAL SERVICES 2,077.61 26-06 025646 PROFESSIONAL SERVICES 2,292.50
26-10 025646 PROFESSIONAL SERVICES 1,209.39
26-20 025646 PROFESSIONAL SERVICES 1,668.78
Total: 7,248.28
80876 4/14/2026 008676 GONZALES-PINON, CHRISTIAN 031326 025552 BASKETBALL OFFICIAL 117.50 033126 025610 BASKETBALL OFFICIAL 85.50
Total : 203.00
80877 4/14/2026 000869 GRAINGER 9801482713 025316 PARTS/SUPPLIES 168.68 9805046076 025338 PARTS/SUPPLIES 458.71
9806465234 025347 PARTS/SUPPLIES_ 230.73
9806771219 025347 PARTS/SUPPLIES 981.28
9822580164 025423 PARTS/SUPPLIES 221.57
9822580172 025423 PARTS/SUPPLIES 197.63
9822667987 025423 PARTS/SUPPLIES 723.03
Total : 2,981.63
80878 4/14/2026 008657 HANLEY, CAMERON 031326 025553 BASKETBALL OFFICIAL 115.50 033126 025611 BASKETBALL OFFICIAL 99.00
Total : 214.50
80879 4/14/2026 008217 HAVASU IRON & METAL 215115 025601 PARTS/SUPPLIES_ 1,060.85 Total: 1,060.85
80880 4/14/2026 000140 HINDERLITER DE LLAMAS & ASSOC SIN060501 025649 CONTRACT SERVICES SALES TAX 1,429.95 Total: 1,429.95
80881 4/14/2026 000463 INTERNATIONAL CODE COUNCIL Q15.00041082 025608 MEMBER RENEWAL - CITY OF BLY 170.00 Total : 170.00
80882 4/14/2026 008067 JOEA. GONSALVES & SON 164213 025594 PROFESSIONAL SERVICES 4,160.00 Page: 11
vchlist Voucher List Page: 12
04/09/2026 3:21:58PM City of Blythe
Bank code: union
Voucher Date Vendor Invoice PO# Description/Account Amount 80882 4/14/2026 008067 008067 JOE A. GONSALVES & SON (Continued) Total: 4,160.00 80883 4/14/2026 000158 JORDAN IMPLEMENT CO P51578 024365 REPAIR/MAINTENANCE SERVICES 17.56 P53319 025487 REPAIR/MAINTENANCE SERVICES: 45.07
S09195 025166 REPAIR/MAINTENANCE SERVICES/ 623.38
S09215 025487 REPAIR/MAINTENANCE SERVICES: 3,372.03
Total : 4,058.04
80884 4/14/2026 008673 KLINE, LACIELA 031326 025554 BASKETBALL OFFICIAL 247.50 033126 025612 BASKETBALL OFFICIAL 99.00
Total: 346.50
80885 4/14/2026 008697 KYLA ENTERPRISE LLC 02242026-001 025543 TRAINING EQUIPMENT/SUPPLIES ( 4,995.60 Total : 4,995.60
80886 4/14/2026 008678 LAWRENCE, JONESHA 101096 REC PROGRAM REFUND 50.00 Total : 50.00
80887 4/14/2026 001460 LAWSON PRODUCTS INC 9313017915 025651 PARTS/SUPPLIES 771.82 931.3099008 025651 PARTS/SUPPLIES 970.51
Total : 1,742.33
80888 4/14/2026 008674 LEVARIO, ARMANI 031326 025555 BASKETBALL OFFICIAL 198.00 033126 025613 BASKETBALL OFFICIAL 115.50
Total: 313.50
80889 4/14/2026 002871 NELSON, JON KEVIN MAR 2026 025660 INSPECTION SERVICES 3/2026 6,375.00 Total : 6,375.00
80890 4/14/2026 000201 PALO VERDE VALLEY TIMES INC 022638816 025654 PUBLICATIONS 2/1-2/28/2026 768.75 Total: 768.75
80891 4/14/2026 001487 PITNEY BOWES BANK, INC 18696948 025656 POSTAGE 3/1-3/31/2026 4,148.90 Total : 4,148.90
80892 4/14/2026 007152 PLUMBERS DEPOT INC PD-S0321 025657 PARTS/SUPPLIES 1,005.47 Total : 1,005.47
Page: 12
vchlist Voucher List Page: 13
04/09/2026 3:21:58PM City of Blythe
Bank code : union
Voucher Date Vendor Invoice PO# Description/Account Amount 80893 4/14/2026 005176 PRIMO BRANDS 06C8730279116 025658 DRINKING WATER 127.46 Total: 127.46
80894 4/14/2026 000216 RAMSEY TOWING 25-1209-2339 025648 TOW SERVICES 1,700.00 26-0310-2726 025618 TOW SERVICES (AVA) 200.00
26-0324-2796 025659 TOW SERVICES 600.00
Total : 2,500.00
80895 4/14/2026 000315 RDO EQUIPMENT CO P3723842 025500 PARTS/SUPPLIES 47.67 P3731642 025500 PARTS/SUPPLIES 150.14
Total: 197.81
80896 4/14/2026 005981 ROAD RUNNER SUPPLY, LLC 175404 025396 SUPPLIES 269.83 Total : 269.83
80897 4/14/2026 003606 RODRIGUEZ, GUSTAVO 146 024252 WATER TREATMENT SERVICES 3/2 2,000.00 Total: 2,000.00
80898 4/14/2026 008680 ROSENOW, STEPHANIE 022826 COMMUNITY CENTER DEPOSIT RE 150.00 Total : 150.00
80899 4/14/2026 001790 SIGNS UNLIMITED 5501 025637 DECALS 745.00 Total: 745.00
80900 4/14/2026 001790 SIGNS UNLIMITED 5499 025636 DECALS 676.25 Total : 676.25
80901 4/14/2026 006110 SOUTHWEST NETWORKS, INC 26-3510 025670 EQUIPMENT UPGRADES 16,182.00 26-3511 025669 EQUIPMENT UPGRADES 19,706.59
79071 ON ACCOUNT - BILLING ADJUSTME -456.00
79204 ON ACCOUNT - BILLING ADJUSTME -79.00
Total : 35,353.59
80902 4/14/2026 001136 STANDAGE TIRE & AUTOMOTIVE 1-32785 025661 REPAIR/MAINTENANCE SERVICES 3,780.92 1-32997 025661 REPAIR/MAINTENANCE SERVICES, 132.34
1-33056 025661 REPAIR/MAINTENANCE SERVICES/ 111.75
1-33085 025661 REPAIR/MAINTENANCE SERVICES 124.80
1-33100 025661 REPAIR/MAINTENANCE SERVICES 124.80
Page: 13
vchlist Voucher List Page: 14
04/09/2026 3:21:58PM City of Blythe
Bank code : union
Voucher Date Vendor Invoice PO # Description/Account Amount 80902 4/14/2026 001136 STANDAGE TIRE & AUTOMOTIVE (Continued) 1-33138 025661 REPAIR/MAINTENANCE SERVICES/ 156.00
1-33151 025661 REPAIR/MAINTENANCE SERVICES 25.00
1-33156 025661 REPAIR/MAINTENANCE SERVICES, 25.00
1-33288 025661 REPAIR/MAINTENANCE SERVICES/
1-33289 025661 REPAIR/MAINTENANCE SERVICES/
1-33494 025661 REPAIR/MAINTENANCE SERVICES, 1,085.56
1-33561 025661 REPAIR/MAINTENANCE SERVICES, 699.28
1-33578 025661 REPAIR/MAINTENANCE SERVICES/ 39.00
1-33585 025661 REPAIR/MAINTENANCE SERVICES 301.51
1-33618 025661 REPAIR/MAINTENANCE SERVICES 1,300.86
1-33750 025661 REPAIR/MAINTENANCE SERVICES/
1-33798 025661 REPAIR/MAINTENANCE SERVICES, 492.57
1-33818 025661 REPAIR/MAINTENANCE SERVICES 174.22
1-33844 025661 REPAIR/MAINTENANCE SERVICES, 1,266.27
1-33851 025661 REPAIR/MAINTENANCE SERVICES: 226.76
1-34033 025661 REPAIR/MAINTENANCE SERVICES, 574.95
1-34042 025661 REPAIR/MAINTENANCE SERVICES, 276.95
1-34052 025661 REPAIR/MAINTENANCE SERVICES,
1-34054 025661 REPAIR/MAINTENANCE SERVICES,
1-34084 025661 REPAIR/MAINTENANCE SERVICES 124.80
1-34150 025661 REPAIR/MAINTENANCE SERVICESI
1-34152 025661 REPAIR/MAINTENANCE SERVICES/
1-34153 025661 REPAIR/MAINTENANCE SERVICES/ 113.38
1-34164 025661 REPAIR/MAINTENANCE SERVICES/ 1,370.28
1-34165 025661 REPAIR/MAINTENANCE SERVICES/ 439.40
1-34174 025661 REPAIR/MAINTENANCE SERVICES 660.79
1-34215 025661 REPAIR/MAINTENANCE SERVICESI
1-34315 025661 REPAIR/MAINTENANCE SERVICES 124.80
Total: 14,693.54
80903 4/14/2026 008659 TAJMOUATI, NOUFISSA 031326 025557 BASKETBALL OFFICIAL 264.00 033126 025614 BASKETBALL OFFICIAL 99.00
Total: 363.00
80904 4/14/2026 008069 TRIPEPI SMITH & ASSOCIATES INC 16735 025558 PROFESSIONAL SERVICES 3,545.00 Page: 14
vchlist Voucher List Page: 15
04/09/2026 3:21:58PM City of Blythe
Bank code : union
Voucher Date Vendor Invoice PO# Description/Account Amount 80904 4/14/2026 008069 008069 TRIPEPI SMITH & ASSOCIATES ING (Continued) Total : 3,545.00 4/14/2026 007841 TRIPLE H PARTS SUPPLY, INC 538001 025489 PARTS/SUPPLIES 51.94 80905
538346 025489 PARTS/SUPPLIES 111.56
538373 025569 PARTS/SUPPLIES 1,522.50
Total : 1,686.00
80906 4/14/2026 003324 ULINE 203736816 025124 EQUIPMENT/SUPPLIES 682.08 Total : 682.08
80907 4/14/2026 000991 USA BLUEBOOK INV00948934 024484 PARTS/SUPPLIES 184.76 INV00959913 025325 PARTS/SUPPLIES 1,202.82
INV00966643 025376 PARTS/SUPPLIES 1.085.61
INV00971830 025405 PARTS/SUPPLIES 918.21
INV00979446 PARTS/SUPPLIES 31.24
INV00979481 PARTS/SUPPLIES 4,013.94
INV00979506 PARTS/SUPPLIES 303.36
INV00988388 PARTS/SUPPLIES 119.51
INV00988685 PARTS/SUPPLIES 719.21
INV00988721 PARTS/SUPPLIES 59.76
N00988760 PARTS/SUPPLIES 59.76
INV00990086 PARTS/SUPPLIES 59.76
INV00992096 PARTS/SUPPLIES 124.26
INV00995420 PARTS/SUPPLIES 49.97
Total: 8,932.17
80908 4/14/2026 007073 WEST & ASSOCIATES 2026.03.25 025666 TECHNICAL SERVICES 1,450.00 Total : 1,450.00
66 Vouchers for bank code : Bank total : 384,140.31
union
93 Vouchers in this report Total vouchers : 635,209.65
Page: 15
vchlist Voucher List Page: 16
04/09/2026 3:21:58PM City of Blythe
Bank code : union
Voucher Date Vendor Invoice PO # Description/Account Amount

CLAIMS VOUCHER APPROVAL
1 hereby certify that warrants numbered 11489-11515 and 80843-80908 in the amount of $635,209.55 have been
reviewed for payment by the Director of Finance. I further certify Councilmembers of the City of Blythe, CA approved said warrants at the meeting of April 14, 2026.
inust Elus
Christa Elms
Director of Finance
Page: 16

CITY OF BLYTHE

PAYROLL LISTING
Pay period 02/13/2026 to 02/26/2026
Payday 03/06/2026
I hereby certify that payroll warrants numbered 55664 to 55679, and direct deposits warrants numbered 64719 to 64798 in the amount of $305,761.19 have been reviewed for payment by the Director of Finance. I further certify that Councilmembers of the City of Blythe, CA approved said warrants at the meeting of April 14t, 2026.

Chirt. Elus
Director of Finance

CITY OF BLYTHE

PAYROLL LISTING
Pay period 02/27/2026 to 03/10/2026
Payday 03/10/2026
I hereby certify that payroll warrants numbered 55680 to 55681 in the amount of $11,910.94 have been reviewed for payment by the Director of' Finance. I further certify that Councilmembers of the City of Blythe, CA approved said warrants at the meeting of April 14", 2026.

Chist Clus
Director of Finance

CITY OF BLYTHE

PAYROLL LISTING
Pay period 02/27/2026 to 03/12/2026
Payday 03/20/2026
I hereby certify that payroll warrants numbered 55682 to 55695, and direct deposits warrants numbered 64799 to 64877 in the amount of $295,575.18 have been reviewed for payment by the Director of Finance. I further certify that Councilmembers of the City of Blythe, CA approved said warrants at the meeting of April 14, 2026.

Chivit Clas
Director of Finance

CITY OF BLYTHE

PAYROLL LISTING
Pay period 03/13/2026 to 03/20/2026
Payday 03/23/2026
I hereby certify that payroll warrants numbered 55696, and direct deposits warrants numbered 64878 to 64879 in the amount of $10,362.09 have been reviewed for payment by the Director of Finance. I further certify that Councilmembers of the City of Blythe, CA approved said warrants at the meeting of April 14", 2026.

Chiz= Clus
Director of Finance

CITY OF BLYTHE

PAYROLL LISTING
Pay period 03/13/2026 to 03/26/2026
Payday 04/03/2026
I hereby certify that payroll warrants numbered 55697 to 55713, and direct deposits warrants numbered 64880 to 64956 in the amount of $301,326.11 have been reviewed for payment by the Director of Finance. I further certify that Councilmembers of the City of Blythe, CA approved said warrants at the meeting of April 14th, 2026.

Chiist: Elus
Director of Finance

CITY OF BLYTHE

PAYROLL LISTING
Pay period 03/01/2026 to 03/31/2026
Payday 04/03/2026
I hereby certify that payroll warrants numbered 55714 to 55725, and direct deposits warrants numbered 64957 to 65050 in the amount of $92,383.24 have been reviewed for payment by the Director of Finance. I further certify that Councilmembers of the City of Blythe, CA approved said warrants at the meeting of April 14, 2026.

Chist Clus
Director of Finance
Minutes of the Blythe City Council Meeting
March 10, 2026
The March 10, 2026 meeting of the Blythe City Council was called to order at 6:00 p.m. in the Council Chambers by Mayor DeConinck. Also in attendance were Vice Mayor Rodriguez and Council Members Halby, Burton and Spraggins. Staff in attendance included: Interim City Manager and City Clerk Crecelius, City Attorney Roberto, City Treasurer and Finance Director Elms, Public Works Director Elegores and Acting Police Chief Walnoha.

The Pledge of Allegiance was led by Mayor DeConinck.

The Invocation was led by Council Member Burton.

CONSENT CALENDAR: Items on the Consent Calendar are considered routine and will be enacted with one motion of the Council. If any item requires individual consideration, it will be removed from the consent calendar and acted upon separately.

No public comment. Council Member Burton moved approval of staff's recommendation. The motion was seconded by Council Member Spraggins with a unanimous aye vote.

1. Posting of the Agenda.

The agenda was posted on the bulletin boards on the outside of the public entrance to the Council Chamber and near the inside entrance of the Council Chamber and on the City's website on Friday, March 6, 2026.

2. Approval of the Warrant Register.

Recommendation: Approve 3/10/26, warrants numbered 11433 through 11458 and 80687 through 80742 in the amount of $588,920.22; 3/10/26, Utility Billing Refund warrants numbered 80743 through 80754 in the amount of $1,203.88, and 3/10/26, warrants numbered 11459 through 11465 and 80755 through 80790 in the amount of $802,182.69.

3. Approval of the Payroll Register.

Recommendation: Approve 3/10/26, warrants numbered 55621 through 55635 and Direct Deposits warrants numbered 64463 through 64543 in the amount of $337,760.42; 3/10/26, warrants numbered 55636 through 55650 and Direct Deposit warrant numbered 64463 through 64543 in the amount of $337,760.42; 3/10/26, warrant numbered 55651 and Direct Deposit warrant numbered 64624 in the amount of $6,072.033; 3/10/2026, warrants numbered 55652 through 55663, and Direct Deposits warrants numbered 64625 through 64718 in the amount of $101,078.06.

Minutes of the February 10, 2026 City Council Meeting.

Recommendation: Approve the Minutes of the February 10, 2026 Meeting.

5. City of Blythe Permits Issued in the Month of February 2026.

Recommendation: Receive and file the monthly report.

6. City of Blythe Fire Department Monthly Activity Report for February 2026.

Recommendation: Receive and file the monthly report.

7. City of Blythe Police Department Monthly Activity Report for February 2026.

Recommendation: Receive and file the monthly report.

Quality of Life Program Activity Report for February 2026.

Recommendation: Receive and file the monthly report.

9. Continued Participation in the Operation Stonegarden Grant Program.

Recommendation: Authorize the Interim City Manager to the 2025 Operation Stonegarden Grant Program Agreement once reviewed and approved by the City Attorney and authorize staff to expend $132,140.74 in grant funding. -3:

10. Agreement with Joe A. Gonzalves & Son for State Legislative Advocacy Services.

Recommendation: Authorize the Interim City Manager to execute Agreement No. 2026-025.

Council Member Spraggins asked to pull the Quality-of-Life Activity Report for February.

No public comment. Vice Mayor Rodriguez moved approval of Consent Calendar items 1-7 and 9-10. The motion was seconded by Councilman Burton with a unanimous aye vote.

Quality of Life Program Activity Report for February 2026. Active Chief Walnoha provided the February program statistics. Council Member Spraggins asked various questions about the report. The item was received and filed.

PUBLIC HEARING:

Conditional Use Permit 2511-001- LUXE America, LLC. Interim City Manager Crecelius stated the Luxe America LLC project is the development of a light manufacturing and inventory storage facility at 150 S. Main Street. This site has a general commercial zoning designation. The Blythe Municipal Code permits light manufacturing in this zone with a Conditional Use Permit. The proposed light manufacturing and storage activities are clean, quiet and have a low impact in nature with machinery producing light humming sounds that do not travel beyond the room they are operating in. The manufacturing process does not produce any fumes, odors or hazardous waste. The property will be modernized to meet City standards of safety and cleanliness, create local employment opportunities, stimulate demand for local comments were received regarding the proposed project/CUP. As the Lead Agency under the California Environmental Quality Act (CEQA), the City has undertaken preliminary review and determined that the proposed development qualifies for a Categorical Exemption from the provisions of CEQA pursuant to CEQA Guidelines Section 15301 Existing Facilities. Based upon review of the CEQA Guidelines, the City has determined that the proposed project has no conditions as defined in CEQA Guidelines 15300.2 that would make it ineligible for the applicable categorical exemption. Before final approval of the Conditional Use Permit, the City Council shall make the following findings: that the proposed location of the Conditional use is in accord with the objectives of this title and the purpose of the zone in which the site is located. As the BMC allows light manufacturing in a commercial zone with a CUP, the location and proposed use as a light manufacturing and inventory storage facility is in accord with the objectives of this title. That the proposed location in which the conditional use and the conditions under which it would be operated or maintained will not be detrimental to the public health, safety or welfare. The development of this site, which is presently vacant, will enhance existing commercial spaces and will not be a public health or safety issue. Developing this site under current building codes and standards will improve the public health and safety of this property and the surrounding area. It should be noted that per the BMC, the Conditional Use Permit issued shall lapse if no improvements have been made, and the holder of the permit shall not have utilized it within one year from the date upon which such permit shall have been granted. Therefore, subsequent to the Public Hearing it is recommended Council adopt Resolution No. 2026-002 and 2026-003.
-3
No public comment. Vice Mayor Rodriguez moved approval of staff's recommendation. The motion was seconded by Council Member Burton with a unanimous aye vote.

RESOLUTION NO. 2026-002. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BLYTHE CONTAINING FINDINGS IN SUPPORT OF APPROVAL OF A NOTICE OF EXEMPTION FOR CONDITIONAL USE PERMIT 2511 RESOLUTION NO. 2026-003. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BLYTHE CONTAINING FINDINGS AND CONDITION IN SUPPORT OF APPROVAL OF CONDITIONAL USE PERMIT 2511-001 TO ALLOW

THE USE OF A LIGHT MANUFACTURING FACILITY ON A PARCEL DESIGNATED AS C-G (GENERAL COMMERCIAL).

CONTINUED BUSINESS:

Palo Verde Hospital Ad Hoc Committee Update. Interim City Manager Crecelius provided an update on the Board of Supervisors filling vacancies on the Palo Verde Healthcare District Board, status of the IGT funds, update on Strike Team and a presentation by the County at the Outlook Conference in April.

Council Member Halby asked about repayment of the City's loan to the Palo Verde Healthcare District.

Vice Mayor Rodriguez stated the Strike Team members are not new employees, they volunteered to come and are doing double duty with their County job. They have been wanting to come since May. They are motivated and very happy with the staff here. If you need medical treatment you should go to the hospital here and give them the business.

The item was received and filed.

NEW BUSINESS:

Termination of Emergency Action Taken by Interim City Manager for the Emergency Repairs to the Sinkhole, Sewer Main and Manholes Near 900 N. Broadway.

Interim City Manager Crecelius stated the emergency repairs to the sinkhole, sewer main and that the remainder of the emergency action may be completed by giving notice for bids to let contracts." As the repairs are now complete, it is recommended Council terminate the emergency action declared by the Interim City Manager on January 8, 2026, for the repairs near 900 N.

Broadway. It is further recommended Council accept the work performed by Robert Yates dba Cholla Construction and authorize the Mayor and City Clerk to execute and file the Notice of Completion for the project and authorize the Interim City Manager to release retention payments once the Notice of Completion is recorded and release project bonds once appropriate.

No public comment. Vice Mayor Rodriguez moved approval of staff's recommendation. The motion was seconded by Council Member Burton with a unanimous aye vote.

State Prison Community Service Crews. Council Member Halby stated when the Ironwood and Chuckawalla Valley State Prisons opened, the City was provided with free inmate -4
community service crews. Under the supervision of the City's Public Works Department, these crews picked up trash and beautified city parks and open spaces. Although this started as a free service provided by the State for the City allowing the prisons to be built in the City limits, at some point the State began charging for this service. Due to the cost, the city no longer takes advantage of the Inmate Community Service Crews. From time to time the City has researched bringing the inmate labor crews back to assist Public Works with a growing workload. The decision not to move forward has always come down to the cost of the service. State Prison Inmate Community Service Crews were last discussed in 2016. At the time, the annual cost was $147,500. On top of this, the City was required to provide a transportation van for the 8-12 man crew as well as a towable porta potty and provide tools to complete the required work. At the time, crews were available to do graffiti removal, litter removal, painting, weed abatement, landscaping and general cleanup and any other mutually agreed upon activities. I would like to re-engage discussions with the State to resume the Community service crew and staff is looking for direction on how to proceed. I spoke the Warden at Ironwood State Prison last week and they are on board, but it can't cost them anything, It may seem like a big amount, but for an 8-man crew it's worth it. I am not trying to downplay what our guys do; but we only have 2 guys in the parks department, and they can't do it all. This would be a big assist.

Councilman Burton asked about costs, and if it would be better to hire more people.

Vice Mayor Rodriguez stated we have been asking the State for mitigation funds from the CVSP closure, maybe this could be a way to do that without it costing the State too much.

Councilman Halby stated when I was a child our parks were nice, our streets were nice, everything was clean and we had inmate labor. It would be nice to try to get back to that.

Vice Mayor Rodriguez asked if the County would be interested in partnering to help maintain their park in Ripley.

Council Member Halby stated back in the day they went to various places. If we could work with those entities again it may be worth our while.

Mayor DeConinck would like us to do our homework and bring this back.

No public comment. Direction was provided to staff.

Preparation of an Ordinance Relating to Tobacco and Vapor Sales and Smoke Shops. Interim City Manager Crecelius stated the Blythe Municipal Code does not contain regulations for Smoke Shops. A smoke shop is defined as any business that primarily sells or offers for sale any smoke and vapor products. Currently, smoke shops can operate in any commercially zoned parcel and follow the same development standards as any other retail use.

There are no regulations on proximity to sensitive uses such as schools and daycares, age restriction for entry, signage regulations or requirements for cameras or any other security systems. As the Council is addressing the sale of Kratom and 7-OH products staff is seeking direction on the preparation of an Ordinance relating to tobacco and vapor sales and smoke shops. Should Council wish to provide development standards specific to these businesses, staff -4
recommends scheduling a study session to address proposed regulations for these businesses.

Staff would then take the direction received at the Study Session to draft an Ordinance for Council review and adoption at a later meeting.

No public comment. Vice Mayor Rodriguez moved to hold a Study Session to discuss the item further. The motion was seconded by Councilman Burton with a unanimous aye vote.

ORAL REPORTS:

Interim City Manager Crecelius reported on the 68th Annual Community Outlook Conference and the conclusion of the Facilities Painting Project.

Council Member Halby congratulated District Attorney Tom Daly on his retirement and thanked him for his 23 years of service to the City.

Vice Mayor Rodriguez stated I worked with Tom Daly for many years, and he was very much an advocate for public safety in this community. A lot of our safety is because of you, so thank you Tom.

Mayor DeConinck reported on the upcoming Fair and Livestock Auction.

PUBLIC COMMENT:

Bruce Micilizzio of Blythe thanked the civil servants of California, he discussed the I-10 Freeway project. He mentioned Renee Nicole Good and Alex Pritti. He asked Council to rate this administration on a scale of 1-5 and for the goals for this year. He said the theme should be Beautify Blythe.

Jolina Styers of 6525 N. Lovekin stated the sidewalk at 333 Murphy needs to be repaired. We need an Ordinance on the semi's; they park wherever they want and to address their speed through the City. How can we benefit from solar projects? She asked if there will be a hydroger plant in Blythe.

ADJOURN: The City Council meeting was adjourned at 6:44pm.

Joseph DeConinck, Mayor
ATTEST:

Mallory Crecelius, City Clerk
-4
4/1/2026 City of Blythe Page 1
7:53:17AM PERMITS ISSUED
For the Period 3/1/2026 thru 3/31/2026
Permit No./Issued
Applied/Approved Type/Sub-Type/Status Site Address and Parcel No. Owner and Contractor Valuation Fees Paid B2603-018 CONC 601 OCOTILLO ROAD BRIAN K CRAWFORD 2,000.00 688.00 688.00 3/12/2026 APPROACH 839010014 CRAWFORD ASSOCIATES
3/11/2026 ISSUED Permit Name Extend Approachway & Replace Sidewalk Total for: CONC 2,000.00 688.00 688.00
Permit No./Issued
Applied/Approved Type/Sub-Type/Status Site Address and Parcel No. Owner and Contractor Valuation Fees Paid SAB2603-004 ELEC 475 NORTH FIRST STREET JULIAN C AQUINO 36,655.20 694.77 694.77 3/9/2026 SOLAR 845061013 LCY INSTALLATION SERVICE
319/2026 ISSUED Permit Name PV + ST
SAB2603-006 ELEC 549 WILLIAMS ROAD BROWN & WALKER 15,000.00 827.95 827.95 3/23/2026 869160019 SUN CAPITAL ENERGY
32373026 DENIED Permit Name This is a MH- refund
SAB2603-001 ELEC 409 SAN LUIS WAY DEBRA POWELS 15,000.00 690.95 690.95 3/3/2026 SOLAR 836171029 SUN CAPITAL ENERGY
3/3/2026 FINALED Permit Name PV + ST
SAB2603-002 ELEC 361 SOUTH FIRST STREET SARAH LOOPER 46,996.97 884.11 884.11 3/3/2026 SOLAR 848142007 LGCY INSTALLATION SERVICE
3/3/2026 ISSUED Permit Name PV + ST
SAB2603-003 ELEC 1040 EAST CALIFORNIA STREI ROBERT & JUANITA GRADY 15,000.00 827.95 827.95 313/2026 857084006 SUN CAPITAL ENERGY
3132026 ISSUED Permit Name PV + ST
SAB2603-005 ELEC 301 SOUTH FIFTH STREET DANIEL HERNANDEZ 15,000.00 827.95 827.95 3/12/2026 848173001 SUN CAPITAL ENERGY
12/202 ISSUED Permit Name PV + ST
12/202
Total for: ELEC 143,652.17 4,753.68 4,753.68
Permit No./Issued
Applied/Approved Type/Sub-Type/Status Site Address and Parcel No. Owner and Contractor Valuation Fees Paid 241 SOUTH SIXTH STREET MANUEL. & MARICELA SANCH 3,200.00 336.00 336.00 848093026 OWNER
3/20/2026 Permit Name Replace wood fence with vinyl
B2603-006 FENCE 672 RIVIERA DRIVE JACK W CALABRESE TRUST 23,000.00 338.99 338.99 3/9/2026 BLOCK 869240009 BURROW CONSTRUCTION
3/3/2026 ISSUED Permit Name BLOCK WALL
Total for: FENCE 26,200.00 674.99 674.99
Permit No./Issued
Applied/Approved Type/Sub-Type/Status Site Address and Parcel No. Owner and Contractor Valuation Fees Paid B2603-005 OTHER 516 EAST CHANSLORWAY THOMAS & VALERIE HUNT 12,000.00 261.29 261.29 3/3/2026 845180007 BURROW CONSTRUCTION
3/202 ISSUED Permit Name REROOF-OVER EXISTING 2300 SQ. FT 3/202
PERM133
4/1/2026 City of Blythe Page 2
7:53:17AM PERMITS ISSUED
For the Period 3/1/2026 thru 3/31/2026
B2603-016 OTHER 621 EAST WISCONSIN STREET RYAN & ELIZABETH GEORGE 10,000.00 226.41 226.41 3/9/2026 845091014 FERNANDOS AFFORDABLE FU
3/9/2026 FINALED Permit Name Reroof & Painting
B2603-022 OTHER 342 EAST STEWART STREET DIASTEREOMER CAPITAL GRC 150.00 181.00 181.00 3/19/2026 845073007 OWNER
319/2026 ISSUED Permit Name Addendum to Permit B1811-005 Total for: OTHER 22,150.00 668.70 668.70
Permit No./Issued
Applied/ Approved Type/Sub-Type/Status Site Address and Parcel No. Owner and Contractor Valuation Fees Paid B2603-002 PATIO 1893 RIVIERA DRIVE STEPHEN & LENA OSMAN 12,619.20 488.11 488.11 3/12/2026 869390007 OWNER
3/122026 ISSUED Permit Name
B2602-015 PATIO 841 CYPRESS LANE HENRIETTA HURTADO 11,930.88 718.18 718.18 3/4/2026 842222016 JUAN CARLOS SALAZAR
2229/2026 ISSUED Permit Name
Total for: PATIO 24,550.08 1,206.29 1,206.29
Permit No./Issued
Applied/Approved Type/Sub-Type/Status Site Address and Parcel No. Owner and Contractor Valuation Fees Paid B2603-011 PLUMB 204 EUNICE CIRCLE GUADALUPE SANTOS LOUREI 900.00 38.00 38.00 3/6/2026 WATER HEATER 842192004 BLACK SHEEP PLUMBING
3/7/2026 FINALED Permit Name WATER HEATER
B2512-018 PLUMB 240 NORTH SPRING STREET CITY OF BLYTHE 8,323.00 0.00 0.00 3/3/2026 WATER HEATER 845123021 WATER HEATER WAREHOUSE
12/8/2025 FINALED Permit Name WATER HEATER
B2512-019 PLUMB 235 NORTH BROADWAY CITY OF BLYTHE 10,298.00 0.00 0.00 3/3/2026 WATER HEATER 845123005 WATER HEATER WAREHOUSE
12/8/2025 FINALED Permit Name WATER HEATER
B2512-020 PLUMB 145 NORTH BROADWAY CITY OF BLYTHE 9,223.00 0.00 0.00 3/3/2026 WATER HEATER 845052001 WATER HEATER WAREHOUSE
18/20 FINALED Permit Name WATER HEATER
19/20
B2602-014 PLUMB 338 COLLEEN COURT LISBOA & SILVA-LISBOA 3,485.02 140.00 140.00 3/3/2026 WATER HEATER 842171019 WATER HEATER WAREHOUSE
326/2026 ISSUED Permit Name WATER HEATER
B2602-010 PLUMB 830 YUCCA DRIVE PHILLIP & RAMONA RODRIGU 991.00 38.00 38.00 3/5/2026 WATER HEATER 842221004 CRECELIUS INC
3/18/2026 FINALED Permit Name WATER HEATER
B2603-010 PLUMB 248 WEST HOBSONWAY THOMAS FARRAGE TRUST 5,000.00 306.00 306.00 3/13/2026 REPAIR 848042001 CRECELIUS INC
3/112026 ISSUED Permit Name Backflow & Water Lines
B2603-013 PLUMB 574 NORTH OLIVE LAKE BOUL JOSHUA & CYNTHIA LLOYD 900.00 7,755.00 7,755.00 3/6/2026 WATER 833210028 BLACK SHEEP PLUMBING
/3/202 ISSUED Permit Name Connection to City Water
/5/202
PERM133
-4
4/1/2026 City of Blythe Page 3
7:53:17AM PERMITS ISSUED
For the Period 3/1/2026 thru 3/31/2026
B2603-001 PLUMB 770 YUCCA DRIVE QUIROZ & DEQUIROZ 1,250.00 38.00 38.00 3/2/2026 WATER HEATER 842142002 ÀOS MECHANICAL INC
3/22026 FINALED Permit Name WATER HEATER
B2603-012 PLUMB 353 SOUTH SPRING STREET ROSALBA E MATA 1,800.00 38.00 38.00 3/12/2026 WATER HEATER 848122014 EAGLE SYSTEMS INTERNATIC 38313026 ISSUED Permit Name WATER HEATER
B2602-009 PLUMB 876 WEST DONLON STREET RIVER PROPERTIES BLYTHE LI 6,500.00 38.00 38.00 3/5/2026 WATER HEATER 836141008 CRECELIUS INC
213/2026 FINALED Permit Name WATER HEATER
Total for: PLUMB 48,670.02 8,391.00 8,391.00
Permit No./Issued
Applied/Approved Type/Sub-Type/Status Site Address and Parcel No. Owner and Contractor Valuation Fees Paid B2603-017 RERF 1341 SAN GORGONIO STREET GUILLERMO & ENEDINA MED 3,600.00 182.50 182.50 3/9/2026 TEAR OFF 836153019 OWNER
319/2026 ISSUED Permit Name TEAR OFF, 2010 sq f
B2603-035 RERF 1350 WEST WISCONSIN STREE GUADALUPE LUGO 9,000.00 208.97 0.00 3/17/2026 OVER EXIST 836171022 OWNER
337/2026 ISSUED Permit Name OVER EXISTING, approx 2000 sq ft B2603-023 RERF 265 NORTH FIR ROAD GARRY D BOLDING 5,000.00 182.65 182.65 3/20/2026 TEAR OFF 851101001 OWNER
3/20/2026 ISSUED Permit Name TEAR OFF, approx 1800 sq fl B2603-026 RERF 650 WEST DONLON STREET I DADA DONLON INC 14,400.00 315.69 315.69 3/23/2026 OVER EXIST S48100038 ARMADA ROOFING INC
3/23/2026 ISSUED Permit Name OVER EXISTING, 1961 sq At
B2603-031 RERF 2635 EAST CHANSLORWAY CRAWFORD ASSOC 9,500.00 227.77 227.77 3/27/2026 OVER EXIST 857140019 OWNER
327/2026 ISSUED Permit Name OVER EXISTING, 3232 sq ft
B2603-020 RERF 422 NORTH BROADWAY PAREDEZ & MIRANDA 6,000.00 182.78 182.78 3/17/2026 OVER EXIST 845061009 OWNER
3/17/2026 FINALED Permit Name OVER EXISTING, approx 1900 sq fl B2603-019 RERE 2331 MCKINLEY DRIVE RICHARD & DAYLA PHIPPS RE 15,000.00 313.61 313.61 3/16/2026 TEAR OFF 824193007 MORENO CONSTRUCTION & B
3/16/2026 ISSUED Permit Name & Reinstall Solar, TEAR OFF, 2600 sq fl Total for: RERF 62,500.00 1,613.97 1,405.00
Permit No./Issued
Applied/Approved Type/Sub-Type/Status Site Address and Parcel No. Owner and Contractor Valuation Fees Paid RC2508-002 RIVCOUNTY 12991 6TH AVENUE DANA HEYWOOD FARMS INC 26,000.00 432.88 432.88 3/17/2026 821070008 SOLAR RENEWABLE ENERGY
3/22/2025 FINALED Permit Name SOLAR-PY & ST
Total for: RIVCOUNTY 26,000.00 432.88 432.88
Permit No./Issued
Applied/Approved Type/Sub-Type/Status Site Address and Parcel No. Owner and Contractor Valuation Fees Paid PERM133
-4
4/1/2026 City of Blythe Page 4
7:53:17AM PERMITS ISSUED
For the Period 3/1/2026 thru 3/31/2026
B2603-021 SOLAR 411 NORTH NINTH STREET ANRES & MARIA SANCHEZ 14,473.80 870.88 870.88 3/30/2026 SOLAR 851033007 LGCY INSTALLATION SERVICE
32252026 APPROVED Permit Name Roof Mount: PV, ST & MPU
Total for: SOLAR 14,473.80 870.88 870.88
34 Permits Issued from 3/1/2026 Thru 3/31/2026 Total Valuation: $370,196.07 Total Fees: $19,300.39
Total Fees Paid: $19,091.42
4/1/2026 City of Blythe Page 1
8:02:37AM
Permits Applications Received
For the Period 3/1/2026 thru 3/31/2026
Permit No. Applied Type Subtype Status Site Address/Parcel No. Applicant/Owner/Contractor BP2603-001 3/3/2026 BURNPERMIT APPLIED 942 NORTH INTAKE BOULEVARD OWNER Permit Name Tumbleweeds/Piled Wood Waste/Brush 857130005 RANDALL D PASSMORE BURNPERMIT FINALED 650 WEST WELLS STREET MICHAEL RADICAN Permit Name Piled Wood Waste/Brush 848110024 BSB HOTELS Description: INCLUDES 848-110-022, -023 & -024
BP2603-003 3/11/2026 BURNPERMIT FINALED 246 NORTH ACACIA STREET OWNER Permit Name Piled Wood Waste/Brush 851071007 LINDA SCHLUETER Description:
3/11/2026 BURNPERMIT FINALED 1591 EAST FOURTEENTH AVENUE : OWNER Permit Name Piled Wood Waste/Brush 854110023 KELLY & KENDALL THOMAS Description:

BP2603-005 3/12/2026 BURNPERMIT FINALED 148 NORTH FIRST STREET MONA BARTH- PRESIDENT Permit Name BURNING THE FLAG 845152016 CAPTAIN J E BAKER POST 2987 VE Description:

BP2603-006 3/13/2026 BURNPERMIT FINALED 2502 EAST HOBSONWAY OWNER Permit Name Piled Wood Waste/Brush 857160033 THOMAS M FARRAGE JR Description:

BP2603-007 3/24/2026 BURNPERMIT FINALED 1200 BLOCK EAST FOURTEENTH AVISHORTY & HULL Permit Name Piled Wood Waste/Brush 869160028 SAKIS M GABIK YAN Description:
7 Permit Applications from 3/1/2026 Thru 3/31/2026
-
4/1/2026 City of Blythe Page 2
8:14:13AM
Projects by Type, Status and Date
For the Period 3/1/2026 thru 3/31/2026
PLANNER NAME: RICKY AGUILAR
Project Number Project Type Project Name Status of Project Owner Name Date Applied Date Approved
Site Address Date Expired Date Closed
G2603-001 GRAFFITI covered graffiti RECIEVED
THATCHER TRUST DTD 11 28 22 3/3/2026
600 EAST HOBSONWAY
Comments:

G2603-002 GRAFFITI covered graffiti COMPLETED
KEVIN CRAIN 3/3/2026
127 EAST HOBSONWAY
Comments:

G2603-003 GRAFFITI water presure gate COMPLETED
3/3/2026
1300 block of W BARNARD ST
Comments:

G2603-004 GRAFFITI stop sign COMPLETED
3/3/2026
200 block of SASH AV
Comments:

G2603-005 GRAFFITI stop sign COMPLETED
3/3/2026
500 block of N 6TH ST
Comments:

G2603-006 GRAFFITI PLAYGROUND COMPLETED
CITY OF BLYTHE 3/3/2026
375 EAST DONLON STREET
Comments:

G2603-007 GRAFFITI stop sign COMPLETED
3/3/2026
600 block of E MICHIGAN ST
Comments:

G2603-008 GRAFFITI covered graffiti COMPLETED
FERNANDO GUERRA 3/3/2026
280 EAST HOBSONWAY
Comments:

G2603-009 GRAFFITI covered graffiti COMPLETED
ENGLISH CONG JEHOVAHS WITNESSE 3/3/2026
190 NORTH NINTH STREET
Comments:

PROMIS CRWSYSTEMS
-4
411/2026 City of Blythe Page 3
8:14:13AM Projects by Type, Status and Date
For the Period 3/1/2026 thru 3/31/2026
G2603-010 GRAFFITI P.V.I.D guard rail COMPLETED
314/2026
800 block of E CHANSLORWAY
Comments:

G2603-011 GRAFFITI P.V.I.D guard rail COMPLETED
3/4/2026
800 block of E CHANSLORWAY
Comments:

G2603-012 GRAFFITI C.O.B well COMPLETED
3/4/2026
1300 block of W CHANSLORWAY
Comments:

G2603-013 GRAFFITI cement baracade COMPLETED
3/4/2026
400 block of S COMMERCIAL ST
Comments:

G2603-014 GRAFFITI stop sign COMPLETED
3/4/2026
400 block of W RICE ST
Comments:

G2603-015 GRAFFITI stop sign COMPLETED
3/4/2026
100 alley way of SIST
Comments:

G2603-016 GRAFFITI covered graffiti COMPLETED
DEAN LESTER 3/10/2026
508 EAST HOBSONWAY
Comments:

G2603-017 GRAFFITI covered graffiti COMPLETED
VIRGIL & RASAMEE JAYCOX 3/10/2026
1936 EAST HOBSONWAY
Comments:

G2603-018 GRAFFITI covered graffiti COMPLETED
ST PAULS BAPTIST CHURCH 3/10/2026
216 EAST RICE STREET
Comments:

G2603-019 GRAFFITI fire hydren COMPLETED
3/10/2026
300 block of E RICE ST
Comments:

PROJIS CRWSYSTEMS
4/1/2026 City of Blythe Page 4
8:14:13AM Projects by Type, Status and Date
For the Period 3/1/2026 thru 3/31/2026
G2603-020 GRAFFITI covered graffiti COMPLETED
BLYTHE LAUNDRY AND CLEANERS IN 3/10/2026
170 SOUTH THIRD STREET
Comments:

G2603-021 GRAFFITI cat walk COMPLETED
3/10/2026
400 block of E DEKEMA ST
Comments:

G2603-022 GRAFFITI covered graffiti COMPLETED
NEW COMMUNICATIONS OF THE SOUT 3/10/2026
400 EAST RICE STREET
Comments:

G2603-023 EDDIE CARDENAS RAMIREZ ADded graffi GRAFFITI COMPLETED 3/11/2026
132 SOUTH FIRST STREET
Comments:

G2603-024 GRAFFITI cement poles COMPLETED
3/11/2026
100 alley way of S IST ST
Comments:

G2603-025 GRAFFITI bench COMPLETED
CITY OF BLYTHE 3/11/2026
Engevik Park
Comments:

G2603-026 GRAFFITI stop sign COMPLETED
3/11/2026
600 block of E MICHIGAN ST
Comments:

G2603-027 GRAFFITI stop sign COMPLETED
3/11/2026
300 alley way of S 6TH ST
Comments:

G2603-028 GRAFFITI bathrooms COMPLETED
CITY OF BLYTHE 3/11/2026
250 SOUTH COLORADO RIVER ROAD
Comments:

G2603-029 GRAFFITI stop sign COMPLETED
3/11/2026
200 alley way of N 9TH ST
Comments:

PROMS CRWSYSTEMS
-4
4/1/2026 City of Blythe Page 5
8:14:13AM
Projects by Type, Status and Date
For the Period 3/1/2026 thru 3/31/2026
G2603-030 GRAFFITI stop ahead sign COMPLETED
3/11/2026
900 block of E 14TH AVE
Comments:

G2603-031 GRAFFITI covered graffiti COMPLETED
JOSEPH MICHAEL HALBY 3/11/2026
202 EAST HOBSONWAY
Comments:

G2603-032 GRAFFITI covered graffiti COMPLETED
UJAS BLYTHE 3/17/2026
825 WEST HOBSONWAY
Comments:

G2603-033 GRAFFITI fire hydren COMPLETED
3/17/2026
700 block of E CHANSLORWAY
Comments:

G2603-034 GRAFFITI stop sign COMPLETED
3/17/2026
900 block of W BARNARD ST
Comments:

G2603-035 GRAFFITI fire hydren COMPLETED
3/17/2026
200 block of N SOLANO ST
Comments:

G2603-036 GRAFFITI fire hydren COMPLETED
3/17/2026
400 block of N 5TH ST
Comments:

G2603-037 GRAFFITI street sign pole COMPLETED
3/17/2026
300 block of N 7TH ST
Comments:

G2603-038 GRAFFITI fire hydren COMPLETED
3/17/2026
400 block of N 8TH ST
Comments:

G2603-039 GRAFFITI basketball court pole COMPLETED
CITY OF BLYTHE 3/24/2026
Engevik Park
Comments:

PRO.115 CRV SYSTEMS
-51
4/1/2026 . City of Blythe Page 6
8:14:13AM
Projects by Type, Status and Date
For the Period 3/1/2026 thru 3/31/2026
G2603-040 GRAFFITI stop sign COMPLETED
3/24/2026
700 block of GEORGIA ST
Comments:

G2603-041 GRAFFITI cement blockade COMPLETED
3124/2026
400 block of E CHAPARRAL DR
Comments:

G2603-042 GRAFFITI stop sign COMPLETED
3/24/2026
300 block of STEWART ST
Comments:

G2603-043 GRAFFITI P.V.I.D canal COMPLETED
3/24/2026
1100 block of 10TH AVE
Comments:

G2603-044 GRAFFITI skate park COMPLETED
CITY OF BLYTHE 3/25/2026
400 BLOCK NORTH BROADWAY
Comments:

G2603-045 GRAFFITI bathroom COMPLETED
CITY OF BLYTHE 3/31/2026
500 SOUTH LOVEKIN BOULEVARD
Comments:

G2603-046 GRAFFITI windows COMPLETED
MAIN STREET REVOCABLE LIVING T 3/31/2026
190 NORTH MAIN STREET
Comments:

G2603-047 GRAFFITI playground COMPLETED
CITY OF BLYTHE 3/31/2026
375 EAST DONLON STREET
Comments:

G2603-048 GRAFFITI cat walk COMPLETED
3/31/2026
300 block of E DONLON ST
Comments:

G2603-049 GRAFFITI P.V.I.D canal outside wall COMPLETED 3/31/2026
400 block of S 7TH ST
Comments:

PROIIS CRWSYSTEMS
-5
4/1/2026 City of Blythe Page 7
8:14:13AM
Projects by Type, Status and Date
For the Period 3/1/2026 thru 3/31/2026
G2603-050 GRAFFITI sewer lift gate COMPLETED
3/31/2026
300 block of S INTAKE BLVD
Comments:

Total Projects for RICKY AGUILAR For the Period 3/1/2026 thru 3/31/2026: 50 4/1/2026 City of Blythe Page 1
8:14:13AM
Projects by Type, Status and Date
For the Period 3/1/2026 thru 3/31/2026
PLANNER NAME: MICHELLE VAN DYKE
Project Number Project Type Project Name Status of Project Owner Name Date Applied Date Approved
Site Address Date Expired Date Closed
VP2603-001 VACANT PROPERTY REGISTRATION OF PROPERTY RECIEVED ELIZABETH ANNE SALIO 3/3/2026
1834 EAST CHANSLORWAY
Comments:

Total Projects for MICHELLE VAN DYKE For the Period 3/1/2026 thrü 3/31/2026: 1 4/1/2026 City of Blythe
8:27:51AM
Cases Opened (By Type)
For the Period 3/1/2026 thru 3/31/2026
Type of Case Number opened
BLDG
COMPLAINT ~ -
DEBRIS, 2
TRASH
VERMIN
WATER 2
WEED 20
WITNESS IN FIELD -m
ZONING
Total Cases Opened: 39
Cases closed in March: 25
Remaining Active Cases: 280
-5

CITY OF BLYTHE FIRE DEPARTMENT

MONTHLY INCIDENT AND ACTIVITY REPORT
March 2026
Incident Total
Public Assist / Rescue / Medical Aid 57
Structure 4
Vehicle Fire 3
Brush, Grass, Leaves 6
Trash, Rubbish, Dumpster 4
Other 2
Total # of Incidents 76
Activity
Drills 4
Races 3
Total Activities 7
Respectfully Submitted
Ronald Hasler, Fire Chief
-5
CHIEF

BLYTHE POLICE DEPARTMENT
240 North Spring Street • Blythe, CA 92225 • (760) 922-6111 Keith Walnoha, Acting Chief of Police
POLIOS
^1 P
Monthly Incident and Activity Report
March 2026
Incident Total
Resident Burglaries
Commercial Burglaries
Vehicle Burglaries
Domestic Violence
Battery
Grand Theft
Petty Theft
Shoplifing
Traffic Collision-Injury
Traffic Collision-Non injury
Traffic Collision-Hit and Run
Driving Under the Influence
Vandalisms
Trespassing
Prowlers
Public Intoxication
Alarm 25
Abandoned Vehicle Abatement 4
AVA Vehicles Tows
Vehicle Red Tags 5
Hospital Helicopter Landings 13
Documented Police Reports 132
Total Incidents 1718
-5
CHIEF
BLYTHE

BLYTHE POLICE DEPARTMENT
240 North Spring Street • Blythe, CA 92225 • (760) 922-6111 Keith Walnoha, Interim Chief of Police
POLICE
• г
Quality of Life Program
The statistics listed below reflect total numbers of the Quality-of-Life Program for March 2026.

Quality of Life Detail: March Year to Date
People contacted 144 362
People given bus tickets and left town to seek resources 5 9 elsewhere.

People assisted with obtaining their ID or Social Security. 2 7 Cards to register for housing and assistance.

People transported to or referred to DPSS/Mental Health. 112 292 People detained under 5150 Welfare and institutions_ 4 18 Code and transported for treatment.

People sent to rehab. 1
People sent for substance abuse._ 3 5
People assisted with means to get out of town 1 1
Patrol assisted 5
Enforcement action taken(Arrests and Warrants). 0
Traffic Detail:

Citations issued for various traffic related violations._ 0 0 Traffic enforcement/ vehicle stops resulting in warnings for 4 minor violations
Vehicles stored 0 0
Complaints/Red/Yellow tags 2

CITY OF BLYTHE
Blythe CITY COUNCIL MEETING

STAFF REPORT

ELI SHET
MEETING DATE: April 14, 2026
SUBJECT: Investment Report for Third Quarter Fiscal Year 2025-2026 March 31, 2026
PRESENTED BY: Christa Elms, City Treasurer
PREPARED BY: Christa Elms, City Treasurer
RECOMMENDATION: City Council accepts and files the Quarterly Investment Report.

FISCAL IMPACT: None.

STAFF REPORT: The City of Blythe has for many years invested all excess cash (cash not needed for daily operations) for all City funds and the Successor Agency with the California State Local Agency Investment Fund (LAIF). LAIF offers the City and the Agency liquidity and safety. There are more profitable investment instruments on the market, but risk increases with ATTACHMENTS:

A. City of Blythe Quarter-end statement from LAIF
B. City of Blythe Quarter-end statement for General Checking Account C. Successor Agency Quarter-end statement from LAIF
D. Successor Agency Quarter-end statement for the Agency Checking Account E. Successor Agency Quarter-end statement from US Bank
- 51
California State Treasurer
Fiona Ma, CPA
Local Agency Investment Fund April 01, 2026
P.O. Box 942809
Sacramento, CA 94209-0001 LAIF Home
(916) 653-3001 PMIA Average Monthly
Yields

CITY OF BLYTHE

TREASURER
235 NORTH BROADWAY
BLYTHE, CA 92225
Tran Type Definitions
Account Number:

March 2026 Statement
Account Summary
Total Deposit: 0.00 Beginning Balance: 20,866,633.13
Total Withdrawal: 0.00 Ending Balance: 20,866,633.13
-5
us bank. Business Statement
Account Number:

P.O. Box 1800
Saint Paul, Minnesota 55101-0800 Statement Period:
3952 TRN ST01 Mar 2, 2026
through
Mar 31, 2026
106481802832549 S

CITY OF BLYTHE

GENERAL ACCOUNT
235 N BROADWAY
BLYTHE CA 92225-1609 To Contact U.S. Bank
Commercial Customer
Service: 866-642-8143
U.S. Bank accepts Relay Calls
Internet: usbank.com

INFORMATION YOU SHOULD KNOW
Effective May 11, 2026, please review updates made to the Your Deposit Account Agreement document which may affect your rights.

Here's what you should know;
• Revising the Applicable Law section to explain that the governing state law depends on how and where the account the top of this statement.

CORPORATE CHECKING Member FDIC
U.S. Bank National Association Account Number 1
Account Summary
# Items
Beginning Balance on Mar 2 $ 5,150,834.16
Customer Deposits 33 106,848.83
Other Deposits 68 4,296,270.87
Other Withdrawals 65 2,727,929.28-
Ending Balance on Mar 31, 2026 $ 6,826,024.58
Customer Deposits
Number Date Ref Number Amount Number Date Ref Number Amount Mar 3 8353838475 2,215.22 Mar 17 8353102773 5.086.84
Mar 3 8353838480 3,191.24 Mar 17 8353102775 5,863.71
Mar 3 8353838478 3,301.67 Mar 18 8652783102 3,760.00
Mar 4 8653008297 50.00 Mar 23 8053601011 1,578.01
Mar 4 8653039902 419.00 Mar 23 8053601009 2.043 83
Mar 10 8354432530 119.00 Mar 23 8053601013
Mar 10 8354038424 325.00 Mar 23 8053601015 4,286.06
Mar 10 8354432529 1,119.90 Mar 23 8053601005 10,047.80
Mar 12 8952123932 3,323.55 Mạr 25 8652541065 50.00
Mar 12 8951904230 6,764.91 Mar 26 8952375944 419.00
Mar 12 8952123940 6,877.76 Mar 31 8353266342 213.50
Mar 12 8952123938 7,121.56 Mar 31 8353694320 375.00
Mar 12 8952123936 8,060.62 Mar 31 8353266344 1,024.97
Mar 12 8952123934 9,026.48 Mar 31 8353266348 1,882.36
Mar 12 8952123930 9,075.37 Mar 31 8353266346 2,328.12
Mar 17 8353382940 219.00 Mar 31 8353123039 2,860.26
Mar 17 8353102771 1,828.94
Cal so 72. 2ices albie in us. only. Elgily requirements and restictions appy For aditional information, contact a U.S. Bank branch or California State Treasurer
Fiona Ma, CPA
Local Agency Investment Fund April 01, 2026
P.O. Box 942809
Sacramento, CA 94209-0001 LAIF Home
(916) 653-3001 PMIA Average Monthly.

Yields

S/A CITY OF BLYTHE FOR BLYTHE

REDEVELOPMENT AGENCY

FINANCE OFFICER
235 NORTH BROADWAY
BLYTHE, CA 92225
Iran Type Definitions
Account Number: T
March 2026 Statement
Account Summary.

Total Deposit: 0.00 Beginning Balance: 1.71
Total Withdrawal: 0.00 Ending Balance: 1.71
-5
Mechanics Bank®
Statement Ending 03/31/2026
P.O. Box 2200
Corona, CA 92878 Page 1 of 4
800.797.6324
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Managing Your Accounts
Client Services 800.797.6324
CITY OF BLYTHE Online www.mechanicsbank.com

SUCCESSOR AGENCY TO THE
BLYTHE REDEVELOPMENT AGENCY L Mobile Download Our Mobile Apps 235 N BROADWAY
BLYTHE CA 92225-1609
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Summary of Accounts
Account Type Account Number Ending Balance
PUBLIC INTEREST CHECKING XXXXXXXX5899 $2,530,022.01
PUBLIC INTEREST CHECKING - XXXXXXXX5899
Account Summary Interest Summary
Date Description Amount Description Amount
02/28/2026 Beginning Balance $2,532,832.31 Interest Earned From 02/28/2026 Through 03/31/2026 1 Credit(s) This Period $22.20 Annual Percentage Yield Earned 0.01% 1 Debit(s) This Period $2,832.50 32
03/31/2026 Ending Balance $2,530,022.01 Interest Eamed $22.20 Interest Paid This Period $22.20
Interest Paid Year-to-Date $57.40
Other Credits
Date Description Amount
03/31/2026 INTEREST $22.20
Checks Cleared
Check Nbr Date Amount
3326 03/26/2026 $2,832.50
Member
FDIC
CONDER
1642
058129834- 2-N-06
usbank. 739263599-260331-10835-058129691_06
Account Name: Successor Agency To The Blythe Redevelopment Agency Custody Account Page 2 of 6 Account Number: ( March 1, 2026 to March 31, 2026

MARKET VALUE SUMMARY
Current Period
03/01/26 to 03/31/26
Beginning Market Value $3,365,022.88
Adjusted Market Value $3,365,022.88
Investment Results
Interest, Dividends and Other Income 8,126,40
Total Investment Results $8,126.40
Ending Market Value $3,373,149.28
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CITY OF BLYTHE
Blythe CITY COUNCIL MEETING

STAFF REPORT
MEETING DATE: April 14, 2026
SUBJECT: Support for AB 1855 (Gonzalez) and Distressed Hospital Loan Forgiveness for Palo Verde Healthcare District
PRESENTED BY: Mallory Crecelius, Interim City Manager
PREPARED BY: Mallory Crecelius, Interim City Manager
RECOMMENDATION: It is recommended Council retroactively approve the submission of letters of support for AB 1855 and loan forgiveness for hospitals with loans from the State's Distressed Hospital Loan Program (DHLP) which includes the Palo Verde Healthcare District.

FISCAL IMPACT: None.

BACKGROUND: On March 12, 2026, staff received a request from California State Senator Stephen Padilla's office regarding a letter of support for long-term forgiveness for hospitals that received funding through the Distressed Hospital Loan Program. This was particularly important due to the situation facing the Palo Verde Healthcare District (PVHD) and Palo Verde Hospital.

Long-term forgiveness of PVHD's loan would help ease the financial burden and support the District's ability to maintain essential healthcare services in the region. Support letters were due no later than April 3, 2026. City staff successfully submitted a letier on Aprii 2, 2026.

On March 17, 2026, staff received a request from the Riverside County Transportation Commission (RCTC) regarding a letter of support for AB 1855 (Gonzalez) to expand the provisions of SB 71 (Wiener) to more passenger rail projects such as the Coachella Valley Rail Project. Letters were to be submitted to the California Legislature Portal by Friday March 20, 2026. Staff successfully uploaded a letter to the portal on March 20, 2026.

STAFF REPORT: Due to the timing of the requests and due dates for submission, staff was unable to obtain prior support for the letters. However, funding for and the fiscal recovery of the Palo Verde Healthcare District is one of the City Council's Legislative Goals adopted by the City Council in January. As such, staff was comfortable submitting a letter in support of loan forgiveness with the intent of seeking retroactive approval from the City Council at its next regularly scheduled meeting.

Similarly, AB 1855 authored by Assemblyman Jeff Gonzalez, would help the CV Rail project which is a CVAG priority project. The City of Blythe is a member of CVAG and Mayor DeConinck is currently the Vice Chair of the Executive Committee. Mayor DeConinck also represents the City on the RCTC Commission, who approached staff about this letter of support.

Due to the nature of the request and the City's work with both CVAG and RCTC, staff was again comfortable with submitting a letter of support with the intent of seeking retroactive approval at the next Council Meeting.
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Therefore, it is recommended that Council retroactively approve the submission of letters of support for AB 1855 and loan forgiveness for hospitals with loans from the State's Distressed Hospital Loan Program (DHLP) which includes the Palo Verde Healthcare District.

ATTACHMENTS:

1. Support for AB 1855 (Gonzalez)

2. Letter of Support for Loan Forgiveness for Hospitals with DLHP Loans -6

THREE SUIRTSE CITY OF BLYTHE
Blythe
235 North Broadway • Blythe, California 92225
Phone (760) 922-6161 • Fax (760) 922-4938
March 20, 2026
The Honorable Isaac Bryan
Chair, Assembly Natural Resources Committee
1020 N Street, Room 164
Sacramento, CA 95814
Subject: Support for AB 1855 (Gonzalez)
Dear Chair Bryan:

On behalf of The City of Blythe, I am •pleased to express our support for Assembly Bill (AB) 1855 by Assemblymember Jeff Gonzalez, which would provide a targeted California Environmental Quality Act (CEQA) exemption for certain passenger rail projects and help improve mobility in communities.

Inland southern California continues to experience significant population and economic growth, increasing pressure on our transportation network. Many communities, particularly inland and driving-dependent communities-lack viable transportation options beyond driving. Expanding passenger rail service will be critical to meeting the region's growing transportation needs while helping improve air quality and reduce congestion on major corridors. AB 1855 updates existing CEQA exemptions for certain passenger rail projects to help streamline projects while maintaining mitigation requirements of construction impacts as applicable.

In Riverside County, the Coachella Valley Rail Project (CV Rail), a proposed daily passenger rail service connecting Los Angeles and the Coachella Valley illustrates the type of investment that could benefit from the streamlined approach provided in AB 1855. Once completed, CV Rail will provide travelers with an alternative to driving along Interstate 10, one of the region's most heavily traveled corridors.

By helping advance projects like CV Rail and other eligible passenger rail investments across California, AB 1855 will support improved mobility choice and economic opportunity, in Riverside County and across the state.

For these reasons, we respectfully urge your support for AB 1855 (Gonzalez).

Sincerely,
Josuch De Count
Joseph DeConinck, Mayor
City of Blythe
CC: The Honorable Jeff Gonzalez, Assembly District 36
-6

CITY OF BLYTHE
Blythe
235 North Broadway • Blythe, California 92225
Phone (760) 922-6161 • Fax (760) 922-4938
(STABLISHED April 2, 2026
The Honorable John Laird The Honorable Caroline Menjivar Chair, Senate Budget and Fiscal Review Chair, Subcommittee No. 3 on Health and Committee
1021 O Street, Suite 8720 Senate Budget and Fiscal Review Committee Sacramento, CA 95814 1021 O Street, Suite 6630
Dear Chair Laird and Chair Menjivar,
I write to you in support of loan forgiveness for hospitals with loans from the state's Distressed Hospital Loan Program (DHLP). Palo Verde Hospital in the City of Blythe has such a loan.

California created DHLP through AB 112 (2023) to support hospitals on the brink of financial insolvency. The legislation authorized the Treasurer's Office and the Department of Health Care Access and Information (HCAI) to develop an application process for loan forgiveness. The current process allows applicants to apply each year for loan forgiveness that, if approved, will account for the debt service of the succeeding 12-month period.

California's hospitals, especially those serving rural and underprivileged communities like Palo Verde Hosnital. are facing enormous financial challenges which H.R. 1 will compound with forthcoming cuts to Medicaid. The hospitals that participated in DHLP are rural or critical access hospitals. Palo Verde Hospital, which is part of the Palo Verde Healthcare District (PVHD); is in a dire financial situation that has led to cuts to critical healthcare services. As the only hospital within a 50-mile radius into Arizona and a 100 miles radius into California, Palo Verde Hospital is critical to the Palo Verde Valley. Lives will be lost and patient outcomes diminished if this hospital were to close. The Palo Verde Healthcare District filed for Chapter 9 Bankruptcy and the County of Riverside stepped in to prevent closure and find sustainable long-term solutions.

Without long-term DHLP forgiveness, Palo Verde Hospital faces even more uncertainty and loan repayment presents added challenges at a time when they are facing enormous pressures from federal cuts further compounding their financial position and ability to provide critical services.

Providing permanent long-term forgiveness for DHLP will allow the state to support the most at- risk hospitals. Please don't hesitate to contact me at 760-922-6161.

Thank you for your consideration.

Josepf De Grind
Joseph DeConinck
Mayor
City of Blythe
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Assembly
SACRAMENTO CAS1219-0038
916) $19-203
FAX (315; 315-212 slifurnia Vegislature
)

JEFF GONZALE
AB 1855: Passenger Rail CEQA Exemptions
SUMMARY: AB 1855 exempts certain • Excluding projects on most shared use passenger rail projects from California
invironmental Quality Act (CEQA) in
argeted, pragmatic manner to expan
ransportation alternatives in driving • Limiting CEQA relief in high-need air dependent communities across the state. basins to zero-emission passenger rail, when expanding any passenger rail
Streamlining delivery and reducing cost of service in these air basins would passenger rail projects will ultimately better improve air quality. connect people with jobs, education,
recreation, and vital services. SOLUTION: AB 1855 removes the requirement that rail projects be exclusively
BACKGROUND: SB 71 (Wiener) enacted in used by zero-emission locomotives, or Tier 4 2025 expanded CEQA exemptions for certain or cleaner locomotives, as specified, to qualify passenger rail projects. To qualify for this for a CEQA exemption, and clarifies that the exemption, passenger rail projects must be mainline rail for a project must be located located entirely within an existing rail or entirely within an existing rail or highway rail highway right-of-way (ROW) and the service right-of-way, enabling coverage of other must exclusively use either zero-emission infrastructure necessary for service. locomotives, or, as specified, Tier 4 or cleaner
locomotives. Projects using Tier 4 or cleaner Additionally, this bill enables projects for Tier locomotives must not be located in an air 4 or cleaner passenger rail service to qualify basin designated as a serious, severe, or for a CEQA exemption if the project provides extreme nonattainment area for particulate for new, improved, or increased passenger matter and ozone. rail service that:

1. Is longer than five miles where none
ISSUE: Residents across California deserve xist as of January 1, 2027; an access to transportation alternatives such as Runs parallel to a highway corrido passenger rail. State policies prioritize
reducing single-occupancy driving to meet Streamlining delivery of passenger rail state environmental goals, yet many projects in driving-dependent communities communities in growing regions lack access improves air quality, enhances mobility, options other than driving. strengthens the economy, and improves quality of life for California's residents.

While CEQA relief is currently offered to
certain passenger rail projects, the following SUPPORT:
provisions are too narrow to incentivize Riverside County Transportation Commission the expansion of transportation (Sponsor)
alternatives where they are most
needed:

Creighton Kauss, Legislative Director - [email protected] (916) 319-2036 -6

CITY OF BLYTHE
Blythe CITY COUNCIL MEETING

STAFF REPORT
MEETING DATE: April 14, 2026
SUBJECT: Acceptance of Donation - Shuffleboard Table for the Joe Wine Blythe Recreation Center
PRESENTED BY: Mallory Crecelius, Interim City Manager
PREPARED BY: Mallory Crecelius, Interim City Manager
RECOMMENDATION: It is recommended Council accept the donation of a shuffleboard table from Antonio Barron for use at the Joe Wine Blythe Recreation Center and authorize the Interim City Manager to execute any documents necessary to memorialize the donation.

FISCAL IMPACT: None
BACKGROUND: Antonio Barron reached out to Recreation Center staff about the donation of a shuffleboard table for use at the Joe Wine Blythe Recreation Center. The shuffleboard table was purchased for $2,000 and has not had much use. As such, Mr. Barron wishes to donate the table to the City of Blythe. It is City policy for donations to be accepted by the City Council.

STAFF REPORT: Recreation Center staff believe the kids would enjoy the use of this table at the Center. Thereforc, it is recommended Council accept the donation of a shuffleboard table from Antonio Barron for use at the Joe Wine Blythe Recreation Center and authorize the Interim City Manager to execute any documents necessary to memorialize the donation.

ATTACHMENTS: None
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CITY OF BLYTHE
Blythe CITY COUNCIL MEETING

STAFF REPORT
MEETING DATE: April 14, 2026
SUBJECT: Acceptance of Work and Notice of Completion - Facilities Painting Project
PRESENTED BY: Jason Brown, Chief Building Official
PREPARED BY: Mallory Crecelius, Interim City Manager
RECOMMENDATION: Council accept the work performed by Making It Happen Painting, Inc. for the project known as the Facilities Painting Project and authorize the Mayor and City Clerk to execute and file the Notice of Completion for the project. It is further recommended Council authorize the Interim City Manager to release retention payments once the Notice of Completion is recorded and release project bonds once appropriate.

FISCAL IMPACT: Building funds budgeted in the current budget for the Facilities Painting Project.

BACKGROUND: The City entered into an agreement with Making It Happen Painting, Inc., dated October 3, 2025, for the Facilities Painting Project. The project consisted of painting City Hall, Blythe Police Department and Blythe Fire Department including, but not limited to, repairing cracks, dents and scratches in the stucco, prepping surfaces for paint, protecting adjacent surfaces, priming and painting all surfaces in the same color as the existing painting and hauling all debris generated from the project.

STAFF REPORT: The Facilities Painting Project was completed to the satisfaction of the Development Services Department on Friday, March 27, 2026. One change order was issued during construction, amending the scope of work to include painting the window shades and carport structure at City Hall. These items were not originally included in the scope of work.

Change Order No. 1 resulted in a cost increase of $5,150, which brought the total project budget to $80,250.

Therefore, it is recommended Council accept the work performed by Making It Happen Painting, Inc. for the project known as the Facilities Painting Project and authorize the Mayor and City Clerk to execute and file the Notice of Completion for the project. It is further recommended Council authorize the Interim City Manager to release retention payments once the Notice of Completion is recorded and release project bonds once appropriate.

ATTACHMENTS:

Notice of Completion
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RECORDING REQUESTED BY
AND WHEN RECORDED MAIL TO:

City Clerk
City of Blythe
235 North Broadway
Blythe, CA 92225

SPACE ABOVE LINE FOR RECORDER'S USE ONLY
EXEMPT FROM RECORDING FEES - GOVERNMENT CODE §§ 6103, 27383 (Color i Me 5320N)
NOTICE IS HEREBY GIVEN that on April 14, 2026, the City Council of the City of Blythe accepted the public work of improvement ("Project") described herein and the Project was deemed completed on such date.

1. Name and Address of Owner: The City of Blythe, 235 North Broadway, Blythe, CA 92225.

2. Description of Project: The Project is known as: Facilities Painting Project. The Project generally consisted of repainting City Hall, including the window shade uprights and adjacent carport structure, Blythe Police Department and Blythe Fire Department, including but not limited to repairing all cracks, dents and scratches in the stucco, prepping all surfaces, protecting adjacent surfaces, applying primer, painting all surfaces in the same color as the existing paint and hauling away all debris generated by the Project.

3. Location of Project: 235 IN. Broadway, 240 Iv. Spring Streei and 201 N. Commerciai Sireei in Blythe, CA 92225.

4. Name and Address of Contractor: Making It Happen Painting, Inc., 1057 W. Hawthorne Street, Bloomington, CA 92316.

5. Date of Agreement: October 3, 2025.

6. Name of Surety: The Ohio Casualty Insurance Company.

Dated:

Joseph DeConinck
Mayor, City of Blythe
1 of 2

VERIFICATION
I, the undersigned, say: I am the City Clerk of the City of Blythe, the declarant of the foregoing Votice of Completion; I have read said Notice of Completion and know the contents thereof; the same is true of my own knowledge. I declare under penalty of perjury that the foregoing is true and correct.

Executed on _, at Blythe, California.

Mallory Crecelius
City Clerk, City of Blythe
2 of 2
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CITY OF BLYTHE
Blythe CITY COUNCIL MEETING

STAFF REPORT
MEETING DATE: April 14, 2026
SUBJECT: Measure A Capital Improvement Plan for Fiscal Years 2027-2031 PRESENTED BY: Christa Elms, Director of Finance
PREPARED BY: Christa Elms, Director of Finance
RECOMMENDATION: Recommended Council take the following actions:

1. Adopt Blythe's Measure A Local Streets and Roads five (5) year Capital Improvement Plan (CIP) for fiscal years 2027-2031 as presented in Attachment A.

2. Approve for submission Blythe's Project Status Report for fiscal year 2025-2026 as presented in Attachment B.

3. Authorize the City Manager to execute Blythe's Maintenance of Efforts (MOE) Certification Statement as presented in Attachment C.

4. Authorize Director of Finance to make minor amendments if necessary to the annual CIP report as per Riverside County Transportation Commission's procedures for fiscal year 2026-2027.

FISCAL IMPACT: Estimated allocation of $705;000 in Measure A funds and an additional $156,575 in STIP Trade funds for fiscal year 2026-2027.

BACKGROUND: On November 5, 2002, the Riverside County Transportation Commission (RCTC) proposed, and voters approved the extension of a one-half percent local transaction and use tax referred to as "Measure A" for the purpose of funding transportation needs within the County of Riverside. The tax was approved to extend for a period of thirty years. RCTC's Ordinance No. 02-001 provides for the imposition of the tax, the administration of the tax proceeds, and a county transportation expenditure plan that Blythe and other eligible entities within the County of Riverside must adhere to, to be eligible to receive their proportionate share of revenue.

STAFF REPORT: As per RCTC Ordinance No. 02-001 for the City of Blythe to receive its proportionate share of Measure A tax revenues, it must annually meet the reporting requirements outlined within the ordinance which include:

1. Annual adoption and submission of the City's five year Local Streets and Roads CIP which identifies estimated funding available and use of those funds.

2. Annual submission of the City's Project Status Report which outlines the status of expenditures approved for the current fiscal year.

3. MOE Certification which the City certifies to maintain its required base year amount of no less than $170,000 of local funds towards transportation needs.

The proposed Local Streets and Roads CIP begins fiscal year 2026-2027 and extends through fiscal year 2030-2031. The report is for a period of five years and is amendable annually in the event the Council makes project changes.
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The attached plan includes:

1. Street resurfacing - 7* Street fiscal year 2026-2027.

2. Street resurfacing - Defrain from 10t Avenue to 4* Avenue fiscal year 2027-2028 and fiscal year 2028-2029.

Upon Council's approval staff will remit required documents to RCTC by the deadline with a tentative Committee and Commission approval of June 2026. If approved the City will begin to see its 2026-2027 Measure A funding allocations in September of 2026.

ATTACHMENTS:

A. 2027-2031 Local Streets and Roads five year Capital Improvement Plan B. 2025-2026 Project Status Report
C. Blythe Maintenance of Efforts Certification
D. RCTC Measure A Program Allocation Projections
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Attachment A
Measure A CIP, April 14, 2026

MEASURE A

RCTC LOCAL STREETS

AND ROADS PROGRAM
FY 2026/27
Agency, Blythe
Prepared by: Christa Elms
Phone#: (760) 922-6161
Date: 4/3/2026
FY 2024/25 Audited Measure A Balance: $2,776,262
FY 2025/26 Measure A Revenue $760,000
Less: FY 2025/26 Project Status Report Expenses: $1,760,957 Estimated Prior Year Measure A Balance: $1,775,305
Estimated FY 2026/27 Measure A Allocation: $705,000
Estimated Measure A Available for FY 2026/27 Projects: 52,480,305 Item No. Profect Namo/Umits Project Type Total Project Cost | Measure A Funds 2027-01 : Administrative Overhead Administrative Overhead/Indirect Costs $56,400 $56,400 2027-02 Asphalt Emulsion Oil/Base Material (annual stock) Preventive Maintenance $200,000 $200,000 2027-03 Outside Equipment Rental Preventive Maintenance $25,000 $25,000 2027-04 Design Only Street Resurfacing Project Street Resurfacing $300,000 $300,000 2027-05 i 7th Street Street Resurfacing $1,500,000 $1,343,425 Total: $2,081,400 $1,924,825
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Attachment A
Measure A CIP, April 14, 2026

MEASURE A

RCTC LOCAL STREETS

AND ROADS PROGRAM
FY 2026/27 - MEASURE A/STIP TRADE
Agency: Blythe
Prepared by: Christa Elms
Phone #: (760) 922-6161
Date: 4/3/2026
Estimated Prior Year Measure A/STIP Trade Balance Plus Current Measure $723,385 A/STIP Trade:

FY 2025/26 Project Status Report Expenses: $566,810
Estimated Measure A Available for FY 2026/27: $156,575
Item No. Project Nama/Umits Project Type Total Project Cost Measure A Funds 2027-01 7th Street Street Resurfacing $1,500,000 $156,575 Total: $1,500,000 $156,575
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Attachment A
Measure A CIP, April 14, 2026

MEASURE A

RCTC LOCAL STREETS

AND ROADS PROGRAM
FY 2027/28
Agency: Blythe
Prepared by: Christa Elms
Phono #: (760) 922-6161
Date: 4/3/2026
Estimated Prior Year Measure A Balance: $555,480
Estimated FY 2027/28 Measure A Allocation: $726,000
Estimated Measure A Available for FY 2027/28 Projects: $1,281,480 Item No. Project Name/Limits Project Typo Total Project Cost Measure A Funds 2028-01 Defrain from 10th Ave to 4th Ave Street Resurfacing $1,500,000 $1,000,000 2028-02 Outside Equipment Rental Preventive Maintenance $25,000 $25,000 2028-03 Asphalt Emulsion Oil/Base Material (annual stock) Preventive Maintenance $150,000 $150,000 2028-04 Administrative Overhead Administrative Overhead/indirect Costs $58,080 $58,080 Total: $1,733,080 $1,233,080
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Attachment A
Measure A CIP, April 14, 2026

MEASURE A

RCTC LOCAL STREETS

AND ROADS PROGRAM
FY 2028/29
Agency: Blythe
Prepared by: Christa Elms
Phone #: (760) 922-6161
Data: 4/3/2026
Estimated Prior Year Measure A Balance: $48,400
Estimated FY 2028/29 Measure A Allocation: $741,000
Estimated Measure A Available for FY 2028/29 Projects: $789,400 Item No. Project Name/Limits Project Type Total Project Cost Measuro A Funde 2029-01 Defrain from 10th Ave to 4th Ave Street Resurfacing $1,500,000 $500,000 2029-02 Asphalt Emulsion Oil/Base Material (annual stock) Preventive Maintenance $150,000 $150,000 2029-03 Administrative Overhead Administrative Overhead/indirect Costs $59,280 $59,280 2029-04 Outside Equipment Rental Preventive Maintenance $25,000 $25,000 Total: $1,734,280 $734,280
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Attachment A
Measure A CIP, April 14, 2026

MEASURE A

RCTC LOCAL STREETS

AND ROADS PROGRAM
FY 2029/30
Agency: Blythe
Prepared by: Christa Elms
Phone #: (760) 922-6161
Date: 4/3/2026
Estimated Prior Year Measure A Balance: $55,120
Estimated FY 2029/30 Measure A Allocation: $756,000
Estimated Measure A Available for FY 2029/30 Projects: $81,120 Item No. Project Name/Limits Project Type Total Project Cost Measure A Funds 2030-01 Asphalt Emulsion Oil/Base Material (annual stock) Preventive Maintenance $150,000 $150,000 2030-02 Administrative Overhead Administrative Overhead/indirect Costs $60,480 $60,480 2030-03 Outside Equipment Rental Preventive Maintenance $25,000 $25,000 Total: $235,480 $235,480
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Attachment A
Measure A CIP, April 14, 2026

MEASURE A

RCTC LOCAL STREETS

AND ROADS PROGRAM
FY 2030/31
Agency: Blythe
Prepared by: Christa Elms
Phone #: (760) 922-6161
Date: 4/3/2026
Estimated Prior Year Measure A Balance: $575,640
Estimated FY 2030/31 Measure A Allocation: $771,000
Estimated Measure A Available for FY 2030/31 Projects: S1,346,640 Item No. Project Name/Limits Project Type Total Prolect Cost Measure A Funds 2031-01 Administrative Overhead Administrative Overhead/Indirect Costs $61,680 $61,680 2031-02 Asphalt Emulsion Oil/Base Material (annual stock) Preventive Maintenance $150,000 $150,000 2031-03 Outside Equipment Rental Preventive Maintenance $25,000 $25,000 Total: $236,680 $236,680
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Attachment B
Measure A CIP, April 14, 2026

MEASURE A

RCTC LOCAL STREETS

AND ROADS PROGRAM
PROJECT STATUS REPORT FY 2025/26
Agency. Blythe
Prepared by: Christa Elms
Phone #: (760) 922-6161
Date: 4/3/2026
Anticipated Mecssure A
Total Funde Expended (Est thru Estimated/Actual
Iam No. Project Name/Limite Project Type Cost 08/30/2028) complation Status 2026-01 Administrative Overhead Administrative $60,800 $60,800 6/30/2026 Completed Overhead/Indirect
Costs
2026-02 Asphalt Emulsion Oil/Base Material (annual stock) Preventive $100,000 $100,000 6/30/2026 Completed Maintenance
2026-03 Outside Equipment Rental Preventive $25,000 $0 6/30/2026 Completed Maintenance
2026-04 Design Only Street Resurfacing Project Street Resurfacing $300,000 $0 6/30/2027 Delayed 2026-05 6th Ave, End of Road to Lovekin S2,068,967 $1,502,157 3/6/2026 Completed 2026-06 7th Street $1,500,000 $98,000 6/30/2027 PS&E Phase Total: $1,760,957
Measuro A/STIP Trade Projects
Anticipated Mecsure A
Funds Expended (Ext thru Estimated/Actual
Itam No. Profact Mamo/Limita 08/30/2029)
2026-01 6th Ave, End of Road to Lovekin Street Resurfacing $2.068,967 $566,810 Completed Total: $566,810
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Attachment C
Measure A CIP, April 14, 2026
FY 2026/27

MAINTENANCE OF EFFORT CERTIFICATION STATEMENT
The undersigned agrees and certifies for the city of Blythe (the "Agency") that sales tax transportation funds received pursuant to Ordinance No. 02-001 of the Riverside County Transportation Commission ("Measure A"') shall be used in compliance with the Commission's Maintenance of Effort Guidelines and a base year amount of $170,000, approved by the Commission at its April 01, 2016 meeting, and that the Agency shall not use such funds to replace discretionary local funds previously expended by the Agency for local transportation purposes. The Agency hereby acknowledges that the failure of the Agency to continue such local expenditure shall result in a reduction of loss of Measure A funds. Additionally, the Agency commits to expending Measure A Local Streets and Roads funds for projects listed in the Five Year Capital Improvement Plan as approved by Riverside County Transportation Commission.

Dated:

CITY MANAGER
ATTEST:

SECRETARY
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Attachment D
Measure A CIP, April 14, 2026

RIVERSIDE COUNTY TRANSPORTATION COMMISSION

MEASURE A LOCAL STREETS AND ROADS PROGRAM ALLOCATION (PROJECTION) FY 2026/27 ORIGINAL (1/2026)
FY 2026/27 FY 2027/28 FY 2028/29 FY 2029/30 FY 2030/31
Western County
Local Streets & Roads
BANNING 900,000$ 927,000 $ 946,000 $ 965,000 $ 984,000
BEAUMONT 1,036,000 1,067,000 1,088,000 1,110,000 1,132,000 CALIMESA 321,000 331,000 338,000 345,000 352,000
CANYON LAKE 280,000 288,000 294,000 300,000 306,000
CORONA 5,832,000 6,007,000 6,127,000 6,250,000 6,375,000 EASTVALE 3.281,000 3,379,000 3,447,000 3,516,000 3,586,000 HEMET 2,749,000 2,831,000 2,888,000 2,946,000 3,005,000 JURUPA VALLEY 3,301,000 3,400,000 3,468,000 3,537,000 3,608,000 LAKE ELSINORE 2,265,000 2,333,000 2,380,000 2,428,000 2,477,000 MENIFEE 3,355,000 3,456,000 3,525,000 3,596,000
MORENO VALLEY 6,209,000 6,395,000 6,523,000 6,653,000 6.786,000 MURRIETA 3,574,000 3,681,000 3,755,000 3,830,000 3,907,000 NORCO 960,000 989,000 1,009,000 1,029,000 1,050,000
PERRIS 2,864,000 2,950,000 3,009,000 3,069,000 3,130,000 RIVERSIDE 10,749,000 11,071,000 11,292,000 11,518,000 11,748,000 SAN JACINTO 1,490,000 1,535,000 1,566,000 1,597,000 1,629,000 TEMECULA 4,280,000 4.408,000 4,496,000 4,586,000
WILDOMAR 1,000,000 1,030,000 1,051,000 1,072,000 1,093,000 RIVERSIDE COUNTY 9,444,000 9,727,000 9,922,000 10,120,000 WRCOG 1,554,000 1,601,000 1,585,000 1,617,000 1,649,000 SUBTOTAL-Western County 65,444,000 67,406,000 68,709,000 70,084,000 71,485,000 Coachella Valley
CATHEDRAL CITY 1,862,000 1.918,000 1,956,000 1,995,000 2,035,000 COACHELLA 777,000 800,000 816,000 832,000 849,000
DESERT HOT SPRINGS €29,000 $48,000 €61,000 574,000 687,000 INDIAN WELLS 365,000 376,000 384,000 392,000 400,000
INDIO 2,689,000 2,770,000 2,825,000 2,882,000 2,940,000 LA QUINTA 1,917,000 1,975,000 2,015,000 2,055,000 2,096,000 PALM DESERT 3,370,000 3,471,000 3,540,000 3,611,000 3,683,000 PALM SPRINGS 3,056,000 3,148,000 3,211,000 3,275,000 3,341,000 RANCHO MIRAGE 1,152,000 1,187,000 1,211,000 1,235,000 1,260,000 RIVERSIDE COUNTY 2,542,000 2,618,000 2,670,000 2,723,000 2,777,000 SUBTOTAL-Coachella Valley 18,359,000 18,911,000 19,289,000 19,674,000 20,068,000 Palo Verde Valley
BLYTHE 705,000 726,000 741,000 756,000 771,000
RIVERSIDE COUNTY 150,000 155,000 158,000 161,000 164,000 SUBTOTAL-Palo Verde Valley 855,000 881.000 899,000 917,000 935,000 TOTAL' $ 84,658,000 $ 87.198.000 $ 88,897,000 $ 90,675,000 $ 92,488,000 1 Administrative costs are allocated in accordance with a cost allocation plan on a quarterly basis. Accordingly, the Measure A allocations to each geographic area by program will be reduced for such quarterly cost allocations.

Note: Estimate for planning purposes, subject to change and rounding differences. -8

CITY OF BLYTHE
Blythe CITY COUNCIL MEETING

HAN THE TE STAFF REPORT
MEETING DATE: April 14, 2026
SUBJECT: General Plan Annual Progress Report for 2025
PRESENTED BY: Mallory Crecelius, Interim City Manager
PREPARED BY: Michelle Van Dyke, Permit Technician
Brittany Roberto, City Attorney
RECOMMENDATION: It is recommended that the City Council receive and file the General Plan Annual Progress Report for 2025 and authorize staff to submit the report to the Governor's Office of Land Use and Climate Innovation (LCI) and the Department of Housing and Community Development (HCD).

FISCAL IMPACT: None
BACKGROUND: State law requires every city and county to prepare and adopt a comprehensive, long-term general plan for the physical development of the city or county. State law requires a General Plan to include the following elements: Land Use, Circulation, Housing, Conservation, Open Space, Noise and Safety.

Pursuant to Government Code Section 65400(a)(2), planning agencies must submit to their legislative bodies, the Governor's Office of Land Use and Climate Innovation (LCI) (formerly known as the Office of Planning and Research), and the Department of Housing and Community Development (HCD) an annual report on the status of the General Plan and progress in its implementation for the prior calendar year. This annual report is referred to as the Annual Progress Report (APR). State law requires the City to create an APR that describes the City's progress toward implementing its Housing Element using forms and definitions adopted by HCD. The Housing Element APR is a component of the General Plan APR.

The Housing Element APR fulfills statutory requirements to report certain housing information, including: the City's progress in meeting its share of regional housing needs (i.e., applications, entitlements, permits, and certificates of occupancy), certain rezoning activities, actions taken towards completion of Housing Element programs, and local efforts to remove governmental constraints to the development of housing. The General Plan APR allows LCI to identify statewide trends in land use decision-making and how local planning and development activities relate to statewide planning goals and policies.

STAFF REPORT: The City's 2025 General Plan APR, including the Housing Element APR, is provided as an attachment to this staff report.

Therefore, it is recommended that the City Council receive and file the General Plan Annual Progress Report for 2025 and authorize staff to submit the Annual Progress Report to the Governor's Office of Land Use and Climate Innovation (LCI) and the Department of Housing - 8
and Community Development (HCD).

ATTACHMENTS:

1. General Plan Annual Progress Report for 2025
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CITY OF BLYTHE
Blythe
*

EETABLISHED TRID
2025 GENERAL PLAN APR
REPORT
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General Plan
Annual Progress Report
Calendar Year 2025
City of Blythe, California
235 North Broadway, Blythe CA 92225
Submitted to:

Governor's Office of Land Use and Climate Innovation (LCI) and California Department of Housing and Community Development (HCD) Prepared by:

City of Blythe, Development Services Department
Michelle Van Dyke, Permit Technician
(760) 922-6130
[email protected]
Pursuant to Government Code § 65400
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Annual Progress Report - 2025

TABLE OF CONTENTS
I. Annual Report Introduction.... 2
II. General Plan Implementation...... 2
III. Streamlining Housing Production 5
IV. Effectiveness in Meeting Goals and Objectives.. .. 6 V. Plans to Increase Local Housing Availability. 11
City of Blythe 1
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Annual Progress Report - 2025
I. Annual Report Introduction
The City of Blythe has prepared and submits this annual progress report (APR) to the Governor's Office of Land Use and Climate Innovation (LCI), and the California Department of Housing and Community Development (HCD). This report satisfies Government Code Section 65400(a)(2), and reflects the programs and actions undertaken to implement the City's "General Plan 2025" between January 1, 2025, and December 31, 2025. The State of California Government Code Section 65400 requires jurisdictions provide an annual review to their legislative body (in this case City Council), the Governor's Office of Land Use and Climate Innovation (LCI), and California Department of Housing and Community Development (HCD) on the status of the City's General Plan and progress in implementing the goals, policies and objectives outlined therein. The report highlights completed areas of the General Plan and future priorities and amendments. State law requires that the annual report be completed and submitted to the State by April 1 of each year. The report was submitted to both state offices on March 23.

The City of Blythe's General Plan was adopted in 2007 and has been updated periodically as needed or as required by state law. The General Plan contains seven (7) elements, including the fourteen (14) required by the California Government Code and is consistent with the OPR guidelines.

II. General Plan Implementation
The General Pian contains a comprehensive list of different areas of improvement in the city for new residential, commercial and industrial projects. It also provides information on neighborhood improvement practices to promote during daily life.

Key activities and projects which occurred in 2025 that relate to specific tools within the adopted General Plan are listed below.
• Council authorized the Interim City Manager to enter and execute agreements), with M.B. Herzog Electric, Inc. for the annual inspection and maintenance services for the Water Treatment Plant and Wastewater Treatment Plant for a term of 5 years. (2/11/25)
• Council authorized the Interim City Manager to execute a Partnership Letter to participate with Riverside County Office of Economic Development in submitting a USDA Rural Business Development Grant. (2/11/25)
• New water reservoir at PV College. (accepted by Council 2/11/25) • Pumping station #5 renovation project. (accepted by Council 2/11/25) City of Blythe 2
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Annual Progress Report - 2025
• Categorical Exemption for the Ocean Pacific Energy Company Compressed Natural Gas Fueling Station and Power Generation Project Pursuant to CEQA Guidelines 815332. (4/8/25)
• Partnership with the Blythe Chamber of Commerce on a Tourism and Economic Development Video Project. (4/8/25)
• Support for a Border Fuel Tax Exemption Zone to assist local fuel station businesses who compete with fuel station pricing a few miles east in Arizona. (5/13/25) • Chanslor Place sewer repair. (accepted 6/10/25)
• The drying ponds at the Wastewater Treatment Plant were lined. The WWTP East Brine Basin Pond Liner Project. (7/8/25) [accepted as completed by Council 10/14/25]
• Categorical Exemption for the Greenlane Vehicle Charging Station, Temporary Truck Parking and Solar Power Generation with Battery Energy Storage System Project Pursuant to CEQA Guidelines 15183. (10/14/25)
• Bommer Park Playground Improvement project monies from CDBG funds. (12/9/25) • CDBG grant awarded to Peace from Chaos. (12/9/25)
• City Council elected two council members to serve on an Ad Hoc Committee with Riverside County's Triad Advisory Committee to continue the work done by RivCo One, a county initiative that connects residents to various social services by streamlining referrals between county agencies. (12/9/25) • Demolition of two blighted buildings: 495 North Main Street (burned and never cleaned) [approved by Council 3/11/25]; and 316 West Hobsonway (burned, never cleaned and then collapsed onto the public right of way) [approved by Council 8/26/25].
• Home Enhancement Program - With the City's help, Riverside County redid 5 homes.
• Ordinances adopted:
• Ordinance No. 934-24, Amending Title 17 of the Blythe Municipal Code (BMC) Relating to Changes Required by the City's 6th Cycle Housing Element Programs for Emergency Shelters, Employee Housing, and Reasonable Accommodation Procedures. (2/11/25)
• Ordinance No. 935-25, Amending Title 17 (Zoning) of the Blythe Municipal Code relating to changes to implement programs set forth in the City's 6th cycle housing element, including adding a new housing element overlay adding, revising and deleting definitions, adding and amending regulations City of Blythe 3
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Annual Progress Report - 2025
relating to low barrier navigation centers and various types of group housing, amending residential lot coverage requirements in the R-M and R-H zones, adding and revising standards regarding density in all residential zones, amending parking requirements for specified residential uses, and adding regulations to implement the state density bonus law. (4/08/25) • Ordinance No. 936-25, Establishing a Prohibition Against Camping and Storage of Personal Property upon Streets, Sidewalks and Public Places. At the governor's request. (3/11/25)
• Ordinance No. 937-25, Rezoning Two Parcels and Adding a New Section

17.27.050 to Title 17 (Zoning) of the Blythe Municipal Code Waiving the Art in Public Places Impact Fee on Affordable Housing and Special Needs Housing. 6/10/25)
• Urgency Ordinance No. 939-250-U, Repealing and Replacing Chapter 17.33 (Accessory Dwelling Units/Junior Accessory Dwelling Units) of Title 17 (Zoning) of the Blythe Municipal Code for Compliance and State Law. (5/13/25)
Ordinance No. 940-25, Repealing and Replacing Chapter 17.33 (Accessory Dwelling Units/Junior Accessory Dwelling Units) of Title 17 (Zoning) of the Blythe Municipal Code for Compliance with State Law. (7/8/25) • Urgency Ordinance No. 943-25-U, Amending Title 17 (Zoning) of the Blythe Municipal Code to Establish Regulations Relating to Commercial Solar Energy Facilities. (10/14/25)
• Ordinance No. 944-25, Amending Title 17 (Zoning) to Establish Regulations Relating to Commercial Solar Energy Facilities. (11/12/25) • New businesses opened in 2025:
• Grocery Outlet (3/4/25)
• Cruz Maldonado Transportation, provides non-medical transportation out of town to doctor's appointments for those without transportation. (5/20/25) • Edelweiss Cannabis Cultivation started production. (8/29/25) • Tacos El Flako opened when Garcia's relocated. (9/22/25) • Main Street Printing by Design opened replacing Weeks Printing. (9/25/25) • Mi Kitchen (9/26/25)
Peace from Chaos opened a commercial office location to better serve the public. (10/7/25)
• La Segundita Thrift Store Corporation. (10/9/25)
• Temple Barbershop & Supply LLC. (12/18/25)
City of Blythe 4
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Annual Progress Report - 2025
Housing Element Reporting and RHNA Requirements
State law requires that the City report on the number of new housing units produced each calendar year and track the progress towards meeting the Regional Housing Needs Allocation (RHNA) assigned to the City for the RHNA Reporting Cycle.

Appendix A includes the complete Department of Housing and Community Development (HCD) forms which provide status updates regarding Housing Element implementation. These forms will be submitted to HCD through the State's Housing Element Tracking System portal and are only provided in this report as reference.

RHNA Progress 2025
RHNA progress is tracked and monitored annually by collecting data on the number of permitted units during the reporting period. From the start of the 6th Cycle in October 2021 to the end of 2025, the City finalized 17 residential units. Of these units, 6 were finalized during the 2025 calendar year. This includes 2 new-build single family homes (not replacements); 3 manufactured homes, all of which were replacements; and 1 duplex family residential, which was a replacement of a single unit demo.

For the 2021-2025 RHNA assignment period, the City was allocated 483 households and is being asked by the state to provide 41 units for extremely low-income households. Table 1 provides the housing need projections, classified by income level, for the City as identified by SCAG through CVAG.

Table 1
Blythe Household Need Projection By Income Group
2021 - 2024
Moderate Income Above Moderate
Total Units Very Low Income Low Income
Income
82 71 96 245
Source: 2025 Housing Element APR Report data from HCD
Table 2 provides the 2025 maximum San Bernardino/Riverside County acutely low, extremely low, very low, low/lower, median and moderate household income limits as determined by the U.S. Department of Housing and Urban Development (HUD). Although household incomes vary considerably throughout Riverside and San Bernardino Counties, the City is required to use countywide HUD income limits to evaluate housing affordability.

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Annual Progress Report - 2025
Table 2
2025 San Bernardino/Riverside County Maximum Household Income Limits Income Household Size
Group 1 person 2 person | 3 person 4 person 5 person 6 person 7 person 8 person Acutely $10,900 $12,500 $14,050 $15,600 | $16,850 $18,100 $19,350 $20,600 Low
Extremely $23,500 $26,850 $30,200 $33,550 $37,650 $43,150 $48,650 $54,150 Low
Very Low $39,200 $44,750 $50,350 $55,950 $60,450 $64,900 $69,400 $73,850 Low/Lower $62,650 $71,600 $80,550 $89,500 $96,700 $10,385 $111,000 $118,150 Median $72,750 $83,100 $93,500 $103,900 $112,200 $120,500 $128,850 $137,150 Moderate $87,300 $99,750 |$112,250| $124,700|$134,700| $144,650 $154,650 $164,600 Source: Stradling Yocca Carlson & Rauth 2025 San Bernardino/Riverside County Affordable Housing Worksheet Table 3 shows the City's overall progress towards meeting its share of the projected regional housing needs. The City has added 15 new housing units since 2021.

Table 3
City's Progress In Achieving Its Share Of Projected Regional Housing Needs Income Group Housing Unit Units Added
Affordability Allocation 2021 2022 2023 | 2024 2025
Very Low 82
Low 71 2
Moderate 96 4 1
Above 5
245 2 4
Moderate
Total 494 4 2 1 4 7
Source: Table B of the California Housing Element APR from HUD III. Streamlining Housing Production
In 2021, the City applied for and was awarded a $65,000 LEAP grant. This grant provided funding for preparing and adopting the Housing Element of the General Plan and included an element to smooth conformance with the sixth cycle RHNA. It allowed for the development of an accessory dwelling unit ordinance, per the Government Code. Adoption of an appropriately designed ADU Ordinance allows for many new housing opportunities which will assist families with some additional income and help other families who may be in search of housing. The update to the Housing Element will allow for expansion in Planning activities, updating of the Planning procedures, and design suggestions for increased housing production.

Most importantly, it allows for the refurbishment of the General Plan and community and City of Blythe 6
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Annual Progress Report - 2025
specific plans. This will attract and encourage residential dwelling and multi-family unit construction projects.

At the end of 2022 into the beginning of 2023 the City applied for and was awarded a $40,000 CalAPP Grant through the Energy Commission. This was due to California's new regulation that all jurisdictions must use SolarAPP+ [solar automated permit processing], or another equal platform, to streamline and expedite the permitting process for residential rooftop solar systems, aiming to foster the adoption of clean energy by making it easier for local governments to approve standardized projects quickly and safely.

IV. Effectiveness in Meeting Goals and Objectives
Goal 1 - Attract & Provide Housing to Meet Current & Future Needs Program 1 - Fund 3 Housing Rehabilitation/Preservations Projects & Target 5 Successful Down Payment Assistance Applications
Status - Ongoing
Program 2 - Connect Low & Very-Low-Income Homebuyers with Resources from the Imperial Valley Business Resource Center
Status - Ongoing
Program 3 - Send Notices to Housing Developers Annually Regarding Density Bonuses For Qualifying Applicants
Status - Ongoing
Program 4 - Reuse Sites (No Rezoning Required)
Status- Ongoing
Program 5 - Ensure Adequate Sites Are Available
Status - Ongoing
Program 6 - Monitor Blythe's Potable Water-Generating Capacity & the Potable Water Distribution for any Future Required Expansion
Status - Ongoing
Program 7 - Monitor Blythe's Sewer System & Treatment Capacity for any Future Required Expansion
Status - Ongoing
Program 8 - Enforce California Building Code & Encourage Energy-Efficient Construction Techniques Beyond the State Minimum
Status - Ongoing
City of Blythe 7
Annual Progress Report - 2025
Program 9 - Provide Information on & Promote Energy-Efficiency Working with SCE, CVAG & IREN.

Status - Ongoing
Program 10 - Work with Riverside County Fair Housing to Support & Enforce Fair Housing Laws and Policies.

Status - Ongoing
Goal 2 Develop housing choices and a variety of affordable, quality housing among extremely low, very low, and low-income households, especially among overcrowded households.

Program 11 - Support self-help programs for lower-income (extremely low-, very low-, low-) and special needs households; provide assistance through organizations in the construction of six [6] self-help homes; two nuisance properties will be identified and abated annually for a total of 16 properties during the 2021 to 2029 planning period.

Status - Ongoing
Program 12 - Analyze & update various existing programs for lower-income homebuyers that include Mortgage Credit Certificate Programs, First-Time Home Buyer, and various other existing assistance programs, & facilitate one annual community forum to engage and inform the public of available homebuyer assistance programs.

Status - Ongoing
Program 13 - Identify zoning to encourage & facilitate housing suitable for extremely low, very low-, low-, and moderate-income households & for all special needs households, such as supportive housing and single-room occupancy units.

Status - Ongoing
Program 14 - The City shall pursue available & appropriate state and federal funding sources to support efforts to preserve and meet new construction needs of extremely low-, very low, low-, and moderate-income households and for all special needs households & in an overcrowded situation. The City will apply as a co-applicant with Riverside County for at least one housing funding source per calendar year.

Program 15 - Create marketing material to promote available, vacant sites within the City to low-income and market-rate housing developers.

Status - Ongoing
Program 16 - The City will amend the Zoning Code to:
• Permit manufactured housing in the same manner and in the same zone as a conventional or stick-built structures are permitted pursuant to Government Code 65852.3 and consolidate R/MH and Mobile Home zones.

City of Blythe 8
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• Implement Streamlined Ministerial Approval Processes for development that conforms to SB 35 and Government Code §65913.4 requirements. • Modify the City's parking requirements to create separate requirements for detached single-family homes and multi-family developments and create multi family parking standards based on the number of bedrooms.
• Modify the lot coverage requirements for the R-M and R-H zones. • Revise Conditional Use Permit findings to ensure findings are objective and provide for certainty in outcomes, and to remove the required findings for approving residential uses in nonresidential zones only if dwelling is in character with the existing neighborhood and the adjacent uses are residential. • Establish Project Review Committee (PRC) Process and create findings for approval that are objective and provide certainty in outcomes.

Status - Ongoing
Program 17 - To encourage transparency & facilitate development site selection, the City will post the City's Zoning Map on the City website, as well as additional information, including the Planning and Development fee schedule, Planning applications and forms, and informational handouts that are currently available at the public counter but not on the website.

Status - Ongoing
Program 18 - Update & Revise the City's ADU & JADU Ordinance Status - Completed
Program 19 - Meet the various housing & related service needs of lower-income seniors at a local level.

Status - Ongoing
Program 20 - Coordinate quarterly with the Palo Verde Valley Transit Agency to ensure that the public transportation needs of seniors and special needs groups have adequate access to needed medical services, shopping, & other amenities from their residences.

Status - Ongoing
Program 21 - Increase participation in the USDA Home Rehabilitation Grant/Loan Program. Assist one very low-income family to secure rehabilitation funds. Preserve 8 very low-income units during the 2021 to 2029 planning period.

Status - Ongoing
Program 22 - Increase the supply of shelter options for the homeless.

Status - Ongoing
Program 23 - The City shall cooperate quarterly with neighboring cities, the County, and other agencies in the development of programs aimed at providing homeless shelters and related services. Participate in the Riverside County Continuum of Care activities. Continue the Homeless Outreach Team (HOT) activities and coordinate with the Regional Access Project (RAP) quarterly community forum.

City of Blythe 9
Annual Progress Report - 2025
Status - Ongoing
Program 24 - Meet the housing needs of persons with disabilities.

Status - Ongoing
Program 25 - Revise Zoning Ordinance to reflect State law requirement for residential care facilities of 6 or less & 6 or more persons.

Status - Ongoing
Program 26 - The City will work with the Inland Regional Center to implement an outreach program that informs families within the City on housing & services available for persons with developmental disabilities. Post a hyperlink to the Inland Regional Center on the City website.

Status - Ongoing
Program 27 - The City will amend the Zoning Code to ensure that supportive and transitional housing are treated as residential uses subject only to the same restrictions that apply to other residential dwellings of the same type in the same zone. Specifically, the City will ensure the City's regulations are consistent with AB 2162, which requires certain supportive housing projects of 50 units or fewer to be permitted by right in all zones where multifamily and mixed-use developments are permitted and prohibits parking requirements within ½ mile of public transit. Zoning Code will also be amended to reflect current state law requirements including language for low-barrier navigation centers. Low-barrier navigation centers will be allowed pursuant Government Code §65660. Emergency shelters in the City of Blythe are permitted by right in the I-S and I-G zones, which allow single-family residential uses with a conditional use permit. An analysis of suitability based on parcel size identifies 56 vacant I-S and I-G parcels of less than one acre in size that would be appropriate for small to medium size shelter facilities with enough spread to adequately accommodate the City's unsheltered homeless. The City will amend the Zoning Code to address recent changes:
• Expand the definition of emergency shelters per AB 2339 to include interim housing options such as navigation centers, bridge housing, and respite and recuperative care. • Amend Parking standards for emergency shelters to be based solely on staffing level pursuant to AB 139.

Status - Ongoing
Program 28 - The Zoning Ordinance does not currently contain provisions for employee housing. Health and Safety Code §17021.5 (Employee Housing Act) requires jurisdictions to permit employee housing providing accommodations for six or fewer employees to be deemed a residential use subject to the same standards as single family residences. The City will amend the Zoning Ordinance to comply with the Employee Housing Act.

Status - Ongoing
Program 29 - Chapter 17.85 provides a clear process to facilitate the review and approval of requests for reasonable accommodation. Overall, the factors considered for approval are objective; however, "potential impact on surrounding uses" is broad and open to interpretation City of Blythe 10
Annual Progress Report - 2025
by the decision maker. The City will amend Chapter 17.85 to remove this factor from consideration when reviewing reasonable accommodations.

Status - Ongoing
Facilitate and promote renovations and replacement housing as necessary to upgrade the City's inventory of substandard and dilapidated houses, mobile homes, motels, apartments, and other seasonal, temporary, or permanent dwelling units.

Program 30 - Upgrade the quality of housing through renovations, remodeling, and/or replacement as needed to reduce the number of substandard and dilapidated houses in the city.

Status - Ongoing
Program 31 - Identify funding mechanisms to use for the purchase and rehabilitation of fixer-up homes by lower-income (extremely low-, very low-, low-) and special needs households (e.g., elderly, homeless, farmworkers, persons with disabilities, female-headed households). Assist one lower income or special needs household annually to secure home rehabilitation funds.

Status - Ongoing
Program 32 - Continue to collaborate with the County of Riverside to secure funds for rehabilitation of lower-income owner-occupied homes. Strive to rehabilitate an average of one (1) lower-income, owner- occupied home annually.

Status - Ongoing
Program 33 - Continue code enforcement action on substandard motels and apartments as complaints occur or as routine inspection data is collected. Code enforcement will follow-up with code violation complaints within 72 hours of report of violation.

Status - Ongoing
units and provide them with education regarding tenant rights and conversion procedures. The City will also provide tenants living in at-risk projects, with information regarding Section 8 rent subsidies through the Housing Authority and other affordable housing opportunities in the City. Facilitate the creation of two (2) low-income units and forty-five (45) moderate-income units by the end of the 2021-2029 planning period.

Status - Ongoing
Goal 4 Facilitate development that promotes inclusive, diverse communities that provide all income segments of the community access to high resource areas.

Program 35 - Analyze vacant sites and provide zoning conducive to the development o nixed income development in high resource areas
Status - Ongoing
City of Blythe
Annual Progress Report - 2025
Program 36 - Review and revise the Land Use Map to identify opportunities for inclusion of low income, medium to high density development in high resource areas, as identified in the AFFH analysis.

Status - Ongoing
Program 37 - Promote communities that reduce greenhouse emissions, create transient- oriented development, and alternate to automobile transportation pathways.

Status - Ongoing
Program 38 - Pursue funding annually for housing developments that incorporate active transportation initiatives; pedestrian pathways, shaded bus stops, and create green spaces that reduce heat islands.

Status - Ongoing
Goal 5 Affirmatively further fair housing.

Program 39 - Meet the various housing and related service needs of community members who are lower income, persons and households with special needs, members of protected classes, and in areas of high segregation and poverty or are identified as special needs communities by State and federal Law (i.e. disadvantaged (SB 535), sensitive communities (SB 50), Racially and Ethnically Concentrated Areas of Poverty (R/ECAPs), etc.).

Status - Ongoing
Program 40 - To adequately meet the housing needs of all segments of the community, the City will affirmative further fair housing through strategies that focus on outreach and enforcement, access to opportunities, anti-displacement, place-based strategy for improvement, and new housing in high resource areas.

Status - Ongoing
Program 41 - The City will implement a comprehensive communication strategy (See AFFH Outreach Strategies below) that includes a menu of actions aimed at effectively disseminating information about existing resources and programs to underserved and sensitive communities, ensuring equitable access and awareness of available opportunities.

3. Email Newsletter

4. Community Events

5. Doris Morgan Community Center
Status - Ongoing
Program 42 - Anti-Displacement Strategy: The City is committed to preserving housing stability and affordability for residents and providing assistance to businesses so that they can stay and thrive in Blythe.

Status - Ongoing
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V. Plans to Increase Local Housing Availability
Residents in Census Tract 461.02 and 462 are at increased risk of displacement as displacement forces (private investments, rising housing costs, limited affordable housing opportunities, closure of Chuckwalla Valley State Prison) disproportionately impact lower income households, minority households, and households already experiencing cost burdens and overcrowding. To ensure existing residents in Census Tracts 461.02 and 462 can remain and benefit as the neighborhood improves the City will:
• Implement Program 1.A.1 (first time homebuyer, down payment assistance, and rehabilitation programs), Program 2.A.1 (Self-Help housing and nuisance property rehabilitation). Program

1.A.2 (pathways to homeownership), and Program 3.A.4 (at-risk unit preservation), included in this Housing Element.
• Create a list of affordable units available citywide and post it on City website and distribute in the different forums such as social media, newsletter, website, community events. • Inform residents of online listing during targeted outreach events. • Include portal in City website for providers to report vacancies. • Provide Housing Authority of the County of Riverside with updates on unit vacancies. • Provide a link to the County's Housing Authority's Affordable Housing Search. • Partner with nonprofits that serve underserved residents within the City to share information on fair housing and tenant rights. The City will create a fair housing informational flyer including Fair Housing Rights and resources available to distribute to local non-profits.

Educational flyers will be in English and Spanish.
• Establish procedures to implement SB 330, including replacement requirements. • Collaborate with non-profits to pursue acquisition/rehabilitation of affordable housing beyond those at-risk by providing technical assistance.

In addition, the City will adopt a multi-pronged anti-displacement strategy to work to relieve displacement pressures. The strategy will include measures that encourage affordable housing production, work to preserve existing affordable housing, and protect current residents from displacement in rapidly changing portions of the city, particularly in Census Tracts 461.02 and 462, where displacement risks are higher. The anti-displacement strategy may various components, such as, but is not limited to, the following potential efforts:
• Production: increase multifamily residential opportunities throughout the city beyond capacity to meet the RHNA; allow duplexes, triplexes, and multiple JADUs in lower density high resource areas. prioritizing areas at risk of displacement for gap financing resources (such as LIHTC); tax abatements for new multifamily housing projects with affordable housing units; Support capacity building for community development organizations.

Preservation: Create partnerships with the Housing Authority to support acquisition of affordable units at-risk of conversion to market rate; identify a code enforcement specialist on staff to provide technical assistance and information to property owners of lower income units to address code enforcement issues; seek funding to support rehabilitation of substandard multifamily units; restrict conversion of existing units occupied by lower-income households to short term rentals; require replacement of all lower income units lost due to redevelopment.

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Annual Progress Report - 2025
• Protect Current Residents: Develop an engagement strategy and work with a fair housing service provider to disseminate information on tenant protections (especially source of income, and State rent stabilization and just cause eviction regulations) and available resources; Incorporate tenant protections for all rental properties receiving city support/funds; Provide tenant relocation assistance and emergency rental assistance.

In developing the Strategy, the City shall discuss issues, opportunities, and potential anti- displacement measures with the public through events targeting the Census Tracts 461.02 and 462. Outreach will take into account the high rates of linguistic isolation in these areas and provide materials in Spanish.

City of Blythe 14
-9:

Table A2
Annual Building Activity Report Summery - New Construction, Entitled, Permits and Completed Units Housing with Financ
Proloct Identifier Unit Types Affordability by Housshold Incomos - Completed Entitlemont and/or Deed Re 2 3
Hodorate.

PRET HERERE
. Ross Start Beds Entry Belay
B2104-028
833370057 Brunk B2211-008
Anderson B2111-048 MH
B69420005
• 1601 Hkiden Dubois B0505-007 SFD
833343001
848052003 222 South Main Festage B2312-020 2164
0 20
B8S380018 Vansite B2312-001 MH
15-10
Housing without Term of
Housing with Financial Assistance Domolished/Destroyed Unite Density Bonus and/or Deed Restrictions
22 23
Moderato.

Income
29 POC
Valued el $57 scal Demoliihed
Valued at 5411,988
Velved at $1,500 Demolahed
Valued at $337,880
Velued al $180,000 Destroyed
Vetsed at 5179,307 Demolished
16 -10
Table A2
Annual Building Activity Report Summary - New Construction, Entitled, Pormits and Completed Unita Historic Sites Housing with Fir
Streamlining andfor Dee
Projoct Identifier
13 4/4/2025 NONE
472272025 NONE
13370057
ReY Hond
6V8/2028 NONE
1383 Riara Drive Andorson
8/11/2025 NONE
Dubole
Farrage 10/2/2025 NONE
48053009
NONE
2048 Rtoia Drive VanShko
2300016
17 -10
Demolished/Destroyed Units Density Bonus Notes
and/or Deed Restrictions
17 23
Valued at $57 60d Demolishod
Valued at 5411,983
Valued at $1,500 Demoished
Valved al $337,880
No V8Lm0 8180.000 Destroyse
No Valued at $179,307 Dereshad
18 -10

CITY OF BLYTHE
Blythe CITY COUNCIL MEETING

STAFF REPORT
MEETING DATE: April 14, 2026
SUBJECT: First & Murphy Streets Rehabilitation Design Project PRESENTED BY: Mirasol B. Elegores, Public Works Director PREPARED BY: Mirasol B. Elegores, Public Works Director RECOMMENDATION: It is recommended that Council award the design work for the First & Murphy Streets Rehabilitation Project to The Holt Group, THG, in an amount not to exceed $103,000.00. It is further recommended Council authorize the Interim City Manager to enter into a Professional Service Agreement with THG once reviewed and approved by the City Attorney.

FISCAL IMPACT: $103,000.00 in Measure A funds allocated to the rehabilitation of First & Murphy Streets.

BACKGROUND: Council adopted the FY 25/26 Budget with Measure A funds for the design and rehabilitation of First Street from Chanslorway to Hobsonway and Murphy Street from Main St. to 3°d Street. In February, the City released a Request for Proposals for the First & Murphy Streets Rehabilitation Design Projeci. The proposal included design work to rehabiliíaie Firsi & Murphy Streets.

STAFF REPORT: Proposals were due by 2 PM on Tuesday, March 31, 2026. Proposals were received from the following firms:

Company: Fee Proposal

1. Onward Engineering $164,805.00

2. Diversified Project Services International $162,500.00

3. Engineering Resource of Southern California $107,180.00 The Holt Group $103,000.00

5. West & Associates $62,060.00 plus travel & mileage
Staff reviewed the proposals and determined The Holt Group to be the successful bidder based on experience, method and responsiveness to the proposal and cost. THG has been serving public sector clients for more than 4 decades with professional staff on various expertise. Clients of the Holt Group include the City of Blythe in which many successful projects have been completed.
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Therefore, it is recommended Council award an agreement to The Holt Group in an amount not to exceed $103,000.00; authorize the Interim City Manager to enter into a Professional Services Agreement with THG once reviewed and approved by the City Attorney.

ATTACHMENTS: None
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CONTINUED

BUSINESS
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CITY OF BLYTHE
Blythe CITY COUNCIL MEETING

STAFF REPORT
MEETING DATE: April 14, 2026
SUBJECT: Palo Verde Hospital Ad Hoc Committee Update
PRESENTED BY: Mallory Crecelius, Interim City Manager
PREPARED BY: Mallory Crecelius, Interim City Manager
RECOMMENDATION: It is recommended Council receive and file the report.

FISCAL IMPACT: None
BACKGROUND: After receiving information from concerned citizens related to the financial state of the Palo Verde Healthcare District, the City contacted Riverside County Supervisor V.

Manual Perez's Office to offer assistance and requesting assistance in identifying the oversight body for the Palo Verde Healthcare District's Board of Directors.

After learning the hospital had shuttered operations except for the Emergency Room, Laboratory and Radiology, City officials contacted our State and Federal partners requesting assistance. In June, the City sent a letter to the Riverside Local Agency Formation Commission (LAFCO) requesting that LAFCO conduct a Municipal Service Review (MSR) of the Palo Verde Healthcare District. The item was placed on June 26, 2025, Agenda and the Commissioners unanimousiy voted to direct staff to proceed with the MSR.

On September 25, 2025 the MSR report was presented to the LAFCO Board of Directors. The LAFCO Commissioners requested a dissolution plan that includes establishing a successor agency. Once a plan is in place, LAFCO will move to dissolve the Palo Verde Healthcare District. The County of Riverside, in partnership with the City of Blythe, formed a joint working group to develop the succession plan. Later, the Palo Verde Health Care District Board of Directors field Chapter 9 Bankruptcy further complicating matters.

On January 7, 2026, the Palo Verde Health Care District Board of Directors posted an Emergency Meeting notice. The Staff report stated the hospital would close on Saturday, January 10, unless $2 million was obtained. In a Special Meeting on January 9, 2026, the City Council voted to provide Bridge Loan Funding in the amount of $330,000 to keep the hospital operational for another week to allow time for the County to come in and assist. The Loan was contingent upon the Board allowing the County to provide oversight and the day-to-day management of the hospital.

On January 27, 2026, the County Board of Supervisors ratified a $1 million loan to the PVHD and approved a strike force led by the Riverside University Heath System to independently stabilize and manage the Palo Verde Hospital Emergency Department for a period of 180 days.

STAFF REPORT: The Ad Hoc Committee will provide an update.

ATTACHMENTS: None
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NEW BUSINESS
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CITY OF BLYTHE
Blythe CITY COUNCIL MEETING

STAFF REPORT
MEETING DATE: April 14, 2026
SUBJECT: Professional Services Agreement for Enterprise Resource Planning Consulting Services with Berry, Dunn, McNeil & Parker, LLC PRESENTED BY: Christa Elms, Director of Finance
PREPARED BY: Christa Elms, Director of Finance
RECOMMENDATION: It is recommended that City Council:

1. Enter into a Professional Services Agreement for Enterprise Resource Planning Consulting Services with Berry, Dunn, McNeil & Parker, LIC (BerryDunn).

2. Authorize the Interim City Manager to execute the contract with BerryDunn for Enterprise Resource Planning Consulting Services, including any subsequent actions taken, in such final form as approved by the City Attorney.

3. Approve a two phase contract, first phase in fixed fee amount of $134,750, for project management, needs assessment, and procurement assistance. Second phase billed at time and material for implementation support in an amount not to exceed $300,000. Total contract amount of $434,750, plus costs incurred for travel expenses.

FISCAL IMPACT: Contract amount of $434,750. Commitment of $134,750, for fixed fee services during first phase of the contract. Second commitment of $300,000, for the estimated cost of implementation support during final phase of the contract. Implementation support estimated based on BerryDunn's assumption of hours using a proposed blended hourly rate of $250, implementation services will be billed on a time-and-material basis for actual services rendered. All travel expenses will be billed as incurred and are not included in contract amount.

The services for this agreement are expected to span the next three fiscal years. Adequate appropriations already exist in the adopted budget for this fiscal year. Funds will be programmed for the remainder of the contract value in fiscal year 2026-2027 and 2027-2028 as part of the budget development process.

BACKGROUND: The City is in the early stages of implementing a new Enterprise Resource Planning (ERP) system. The City of Blythe currently uses Tyler Technologies Eden (Eden) and Superion's TraKit (TraKit) for most of its software needs. Eden and TraKit software have served the City for more than twenty years.

Tyler Technologies informed the City that Eden would no longer be supported after March 2027; in addition, due to the age of the software it lacks modern functions. As a result, staff uses workarounds and manual processes in numerous areas. While still functional, due to compatibility issues with the City's antiquated cashiering software staff have been unable to -10
update TraKit with latest versions of the software. Alone these two software's house the City's general ledger, payroll, accounts payable, licensing, permitting, code enforcement cases, purchasing, budget preparation, utility billing, and human resources; all of which are critical business processes for day-to-day operations.

The ERP system acts as a central repository for all information shared by various departments to streamline the flow of data across the organization. Given the critical need to implement a new ERP system, the Finance Department staff have begun researching its options for replacement.

The implementation of the ERP software will be a complex, multi-year project. Procuring and implementing a complex new system is a challenging and time-consuming endeavor. The City first needs to review its business processes, identify streamlining, consider the numerous ERP systems on the market, select the best product, negotiate a competitive contract, and oversee the system's implementation. Many organizations employ a qualified consulting firm to assist staff with this process.

STAFF REPORT: Given the complexity and breadth of the ERP project, it was recommended that the experience, expertise, and services of an ERP Consultant in conjunction with staff support would be the best approach for the City to achieve a successful selection, implementation, and deployment of the new ERP system. Funding to support an ERP Consultant for the implementation of the ERP system was included in the FY 2025-2026 budget, approved by the City Council on June 10, 2025.

In October 2025, utilizing a formal bidding process, the City released a Request for Proposals (RFP) for ERP System Consulting Services. The solicitation requested proposals from qualified consulting firms to provide services in assisting the City with four major tasks; project management, needs assessment, procurement assistance, and project implementation. The City received an overwhelming number of responses to the RFP. Seventeen proposals were received Four of the proposals failed to meet minimum requirements at time of submission and were not considered.

An evaluation committee consisting of the City's Interim City Manager, Director of Finance, Finance Department Assistant IV, and the Coachella Valley Association of Governments (CVAG) Director of Finance was formed. The remaining thirteen proposals were independently evaluated and scored by each member of the committee based on qualifications, experience, reputation, competence, project timeline, and project cost. The following five highest-ranking firms were chosen for in-person introduction and interviews:
• Avero Advisors
• BerryDunn
• Client First Technology
• Eide Bailly
• Sciens Consulting
Interviews took place in March. Using a five-point system the committee rated the five firms on the introduction, depth of response to questions, and competitiveness of cost proposals.

BerryDunn received the highest rank.

While BerryDunn's proposal was not the lowest in cost, the committee found them to be the best choice for the City's project due to their approach, proven methodology, and relevant experience.

BerryDunn has a strong track record with California municipalities, successful project delivery, and expertise in transitioning from legacy financial systems, including Eden replacements. The -11
proposed project team offers specialized municipal business knowledge, significant applicable experience, and is structured in a manner that the committee believes will minimize the amount of staff time dedicated to the project therefore reducing the need to backfill for day-to-day operations.

If approved staff recommend the contract with BerryDunn be in two phases. The first phase will cover deliverables such as project management, needs assessment, and procurement assistance, for a fixed fee of $134,750. The second phase will provide implementation support and project oversight once a software solution(s) is selected on a time-and-material basis using a blended hourly rate of $250, for an estimate of $300,000. Maximum contract of $434,750, plus costs incurred for travel expenses. The phased approach enables staff to assess the extent of the need for consultant involvement during the implementation phase following vendor selection. It is typical for software vendors to include or negotiate support services during implementation, therefore the City may not require the need for the total hours assumed in BerryDunn's fee proposal.

ATTACHMENTS:

1. BerryDunn Best and Final Fee Proposal

2. BerryDunn Technical Proposal
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b BerryDunn

PROPOSAL
BEST AND FINAL OFFER FEE PROPOSAL Ryan Doil, Project Principal FOR: Berry, Dunn, McNeil & Parker, LLC
[email protected] | 207.541.2343
The City of Blythe
David Ledbetter, Engagement Manager
Berry, Dunn, McNeil & Parker, LLC
TO PROVIDE: [email protected]..

ENTERPRISE Tammie Warren, Project Manager
RESOURCE PLANNING Berry, Dunn, McNeil & Parker, LLC
SYSTEM CONSULTING [email protected]

SERVICES
Proposal Due Date:

SUBMITTED BY: March 17, 2026
Berry, Dunn, McNeil & Parker, LLC
2211 Congress Street, Portland, ME 04102
berrydunn.com
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Best and Final Offer (BAFO) Fee Proposal
March 17, 2026
City of Blythe
Attn: Christa Elms
235 N. Broadway
Blythe, CA 92225
Dear Christa and Members of the Selection Committee:

On behalf of Berry, Dunn, McNeil & Parker, LLC ("BerryDunn," "we," "our"), I am pleased to submit this BAFO fee proposal in response to the City of Blythe's (the City's) request for proposals (RFP) for Enterprise Resource Planning (ERP) System Consulting Services. We have read the City's request and reviewed its terms, conditions, and the contents presented therein. Our proposal is a firm and irrevocable offer valid for 60 days from the submission deadline of March 17, 2026, by end of day PST.

We appreciate the opportunity to propose, and the time and consideration taken by the City to review our submission. As a principal in BerryDunn's Local Government Practice Group, I can attest to the accuracy of our materials, and I am legally authorized to bind, negotiate, make presentations on behalf of, and commit our firm and our resources. If you have any questions regarding our proposal or updates on the evaluation process, please consider me your primary point of contact and feel free to contact me directly.

Sincerely,
Ryan Doil, Project Principal
Berry, Dunn, McNeil & Parker, LLC
BerryDunn, 2211 Congress Street, Portland, ME 04102
Tel: 207.541.2343 | Email: [email protected]
Best and Final Offer (BAFO) Fee Proposal
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Table 1 presents our proposed approach to delivering project Tasks I - Ill on a fixed-fee, deliverable basis. As a reflection of our interest in partnering with the City on this strategic initiative, we initially reduced our fees more than 20% from our standard rates, with no reduction in the level of effort. Through this BAFO process we have further reduced our fees by approximately 3.5%.

We recognize that projects such as this are large and complex, priorities may shift for the City during certain periods of the project, and there are certain unknowns at this stage in the process. We feel strongly that the pricing for the consulting partner the City selects should not be one of those unknowns or variables. We are not in the habit of issuing change orders for minor deviations to the scope of work, including if additional professional services hours are required of us to complete a defined task in our work plan.

Based on our vast experience in similar projects, we are comfortable with the pricing we have proposed, as well as the estimated work effort required of us in the background to effectively lead the City through this project. With that said, we would estimate that our work effort will take in the range of 590 - 650 hours to complete the project as we have proposed for Tasks I - III. Where we have proposed a fixed fee arrangement for these tasks, we have provided estimated ranges of hours per Task for visibility and our team will remain committed to completing the scope defined in our proposal.

A single, all-inclusive RFP developed to address the requested areas of ERP, permitting/code, utility billing, and other areas can lead to unclear requirements, reduced vendor competition, and difficulty aligning diverse stakeholder needs. Splitting the effort into multiple targeted RFPs allows a local government to reduce risk, promote competition, and create a more defensible and transparent procurement process. We simply wish to be fully transparent and recognize that some clients do ultimately decide to issue two or more RFPs when considering the same breadth of business needs as the City has in its RFP for our services. To align with the City's requested scope of work, and as identified in the questions and answers in Addendum 1, we have presented pricing supporting the development and issuance of one RFP. Should the City, through the Needs Assessment process, ultimately decide to split this process into two or more REPs, the associated costs with preparing, evaluating, and contracting for additional RFPs will be discussed at that time prior to agreeing to any changes in the scope or costs.

The costs presented in Table 1 are based on our experience conducting projects of similar size and scope, and the assumption that satisfying a deliverable is based on the City's signed acceptance. Our firm does not charge professional services fees for time spent in connection with travelling to client sites, only those actual travel expenses incurred. We will submit monthly progress invoices based on the work completed toward each deliverable.

Best and Final Offer (BAFO) Fee Proposal
-11
Table 1: Fixed-Fee Project Costs
Phase Fixed-Fee BAFO
Task I: Project Management
Deliverable OA. Project Work Plan and Schedule $5,500 $4,500 Deliverable OB. Project Status Updates ($1,850/mo., 9 $15,750 $16,650
mo.) ($1,750/mo)
Task Total
$22,150 $20,250
(approx. 90 - 105 hours)
Task Il: Needs Assessment
Deliverable 1. Needs Assessment Memo $41,250 $40,500
Deliverable 2. Needs Assessment Presentation $2,500 $2,500 Task Total
$43,750 $43,000
(approx. 190 - 220 hours)
Task III: Procurement Assistance
Deliverable 3. Procurement Strategy Memo $3,750 $3,750
Deliverable 4. Preliminary Functional and Technical $5,000 $5,000 Requirements
Deliverable 5. Final Functional and Technical $19,000 $19,000 Requirements
Deliverable 6. RFP Package $5,250 $5,000
Deliverable 7. Proposal Summary Memo and Vendor $9,500 $9,250 • Short-List Identification
Deliverable 8. Preferred Vendor Identification $19,000 $19,000 Deliverable 9. Contract Negotiations and Approval $12,000 $10,500 Assistance
Task Total
$73,500 $71,500
(approx. 315 - 345 hours)
Total Services Cost (Tasks I-III) $139,400 $134,750
Travel expense estimated allocation* $9,000 $9,000
*Travel expenses will only be billed as incurred.

Best and Final Offer (BAFO) Fee Proposal
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Table 2 provides our standard professional hourly billing rates for proposed project team members at various staffing levels. Should the City request any additional services not in scope of our proposal for Tasks I-II, we would be pleased to offer a blended hourly rate of $250 per hour.

Table 2: Standard Professional Hourly Rates
Project Team Member Hourly Billing Rate
Ryan Doil, Project Principal $540
David Ledbetter, Engagement Manager / Finance SME $400
Tammie Warren, Project Manager $310
Michelle Graham, Business Analyst and HR / Payroll SME $330 Emma Brown and Shaunteria Brown, Business Analysts $220 Austin Nichols, Community Development SME $360
Kate Offerdahl-Joyce, Procurement Lead $360
For Task IV, Project Implementation, we present the estimated fees associated with our work plan as it relates to providing implementation project oversight services. Our team offers two levels of support most commonly during software implementations - project oversight services where our team serves as an active advisor supporting the City through the implementation, and full-time project management services where our team is embedded acting as the primary project manager on behalf of the City on a daily basis.

The roles and level of involvement between these two options are the two primary differentiators, with full- time project management being a much more resource-intensive commitment and a more significant financial investment. With that said, we always seek to align our involvement and estimated effort with a client's specific needs and welcome the opportunity to discuss any questions on either service level. the rate would increase to $260 per hour.

Given the various unknowns related to the City's expectations on the eventual phasing and durations of system modules, vendor(s) selected, and overlaps of work streams, we have presented the City with the estimated fees for 15 months of implementation oversight services - using the $250 rate for simplicity as the start date for implementation has not been set. For implementation support, we propose using a time and materials basis, allowing for invoicing to occur on a monthly basis based on actual services delivered in the month prior.

Best and Final Offer (BAFO) Fee Proposal
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Table 3: Implementation Project Oversight Costs
Implementation Project Oversight
Duration Hours Total Hours
Phase Total Cost
(months) (per month)
Project Oversight 15 80 1,200 $300,000
Duration Total Trips Total Cost Total Travel Cost
(months) (per trip)*
Estimated Travel 15
9 $2,000 $18,000
Expenses
Task IV Total $318,000
*Travel expense estimates assume an average cost of $2,000 per person. Travel will only be billed as incurred.

Best and Final Offer (BAFO) Fee Proposal
-11'
"BerryDunn" is the brand name under which Berry, Dunn,
McNeil & Parker, LLC and BDMP Assurance, LLP,
independently owned entities, provide professional services in an alternative practice structure in accordance with the AICPA Code of Professional Conduct. BDMP Assurance, /
LLP is a licensed CPA firm that provides attest services, and Berry, Dunn, McNeil & Parker, LLC, and its subsidiary
entities provide tax, advisory, and consulting services.

The entities falling under the BerryDunn brand are
independently owned and neither entity is liable for the services provided by the other entity. Our use of the terms "our firm" and "we" and "us" and terms of similar import denote the alternative practice structure of Berry, Dunn, McNeil & Parker, LLC and BDMP Assurance, LLP.

This proposal is the work of Berry, Dunn, McNeil & Parker LLC and is in all respects subject to negotiation, agreement, berrydunn.com and signing of specific contracts.
©2025 BerryDunn | All rights reserved.
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b BerryDunn

8.1 Title Page

PROPOSAL
TECHNICAL PROPOSAL FOR: Ryan Doil, Project Principal
Berry, Dunn, McNeil & Parker, LLC
The City of Blythe [email protected] | 207.541.2343
David Ledbetter, Engagement Manager
TO PROVIDE: Berry, Dunn, McNeil & Parker, LLC
ENTERPRISE [email protected]
RESOURCE PLANNING Tammie Warren, Project Manager
Berry, Dunn, McNeil & Parker, LLC
SYSTEM CONSULTING [email protected]

SERVICES
SUBMITTED BY: Proposal Due Date:

Berry, Dunn, McNeil & Parker, LLC November 21, 2025 at 2 p.m. PST 2211 Congress Street, Portland, ME 04102
-11!

8.2 Table of Contents

8.1 Title Page

8.2 Table of Contents ....2

8.3 Cover Letter ....3

8.4 Project Understanding and Approach ...4

8.5 Experience Performing Similar Services ... 11

8.6 Key Staff ...21

8.7 Proposed Scope of Work.. ... 26

8.8 Methodology... ... 38

8.9 Conflict of Interest Statement. ... 45

8.10 Excluded or Subcontracted Services ...46

8.11 Additional Information .. 47
Attachment A: Vendor Application Form ...48
Attachment B. Addenda 52
Appendix A. Resumes ... 57

8.2 Table of Contents
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8.3 Cover Letter
November 21, 2025
City of Blythe
Attn: Mallory Crecelius, City Clerk
235 N. Broadway
Blythe, CA 92225
Dear Mallory Crecelius and Members of the Selection Committee:

On behalf of Berry, Dunn, McNeil & Parker, LLC ("BerryDunn," "we," "our"), I am pleased to submit this technical proposal in response to the City of Blythe's (the City's) request for proposals (RFP) for Enterprise Resource Planning (ERP) System Consulting Services. We have read the City's request and reviewed its terms, conditions, and the contents presented therein. Our proposal is a firm and irrevocable offer valid for 120 days from the submission deadline of November 21, 2025, by 2 p.m. PST.

BerryDunn is a nationally recognized professional services firm headquartered in Portland, Maine, with 10 additional office locations. We are also supported by remote employees from across the United States. We are focused on inspiring organizations to transform and innovate and have preserved our reputation for excellence throughout our 51-year history. Our firm's culture is centered on a deep understanding of our clients' commitment to serving the public. We proudly tailor each of our projects to recognize the work our clients do every day. We care about what we do, and we care about the people impacted by our work-including City staff and constituents.

As it relates to the City's requested services, we would like to highlight the following unique attributes offered by our proposed team:

Our proud history serving Resources of a large firm with the Our team of business the State's local ability to scale our services process experts with government landscape and appropriately experience migrating from industry presence in Tyler Eden
California associations
We appreciate the opportunity to propose, and the time and consideration taken by the City to review our submission. As a principal in BerryDunn's Local Government Practice Group, I can attest to the accuracy of our materials, and l am legally authorized to bind, negotiate, make presentations on behalf of, and commit our firm and our resources. If you have any questions regarding our proposal or updates on the evaluation process, please consider me your primary point of contact and feel free to contact me directly.

Sincerely,
Ryan Doil, Project Principal
Berry, Dunn, McNeil & Parker, LLC
BerryDunn, 2211 Congress Street, Portland, ME 04102
Tel: 207.541.2343 | Email: [email protected]
BerryDunn is the brand name under which Berry, Dunn, McNeil & Parker, LLC and BDMP Assurance, LLP, independently owned entities, provide services. Berry, Dunn, McNeil & Parker, LLC provides tax, advisory, and consulting services. BDMP Assurance, LLP, a licensed CPA firm, provides attest services. -12

8.4 Project Understanding and Approach
Project Understanding
The City is at a pivotal moment in its operational evolution. With limited financial and personnel resources, the City recognizes the need to modernize its business processes and replace its aging ERP system, which currently serves as the backbone for critical functions such as Finance, HR, utility billing (UB), and Payroll. The existing system, implemented over two decades ago, has become increasingly fragmented, with various departments relying on independent applications and manual workflows that impact efficiency and collaboration. It is also critical to note that the vendor, Tyler Technologies, has a sunset date for the support of this application.

The City seeks a trusted, experienced consultant to help address these challenges by guiding it through a thoughtful and strategic transformation. The primary goal is to implement a modern, integrated ERP solution that not only replaces the legacy system but also streamlines business processes across all departments. By doing so, the City aims to reduce costs, improve decision-making, enhance customer service, and provide staff with better access to information.

Given the City's resource constraints, the approach will be pragmatic and collaborative. The project will begin with a comprehensive needs assessment, engaging stakeholders from key departments to share current workflows, identify pain points, and uncover opportunities for improvement. This assessment will serve as the foundation for designing an RFP for a solution that is tailored to the City's unique requirements and budget realities. Our proven vendor evaluation methods will help ensure the City selects a vendor whose solution aligns with its goals and offers the best value. The implementation phase will be carefully planned to minimize disruption to essential services, with a strong emphasis on change management, staff training, and risk mitigation.

Uitimateiy, this project is about more than just technology—it is about empowering the City to deliver better services to its residents, foster greater accountability, and build a sustainable foundation for future growth. By leveraging best practices and lessons learned from similar municipalities, the City will be positioned to make the most of its limited resources and achieve lasting improvements in efficiency and effectiveness.

How BerryDunn Can Help
With the City's goals and objectives in mind, we feel certain that we are well-positioned to partner with the City on this engagement. Below, we outline several attributes that we hope the City will consider as it determines the best path forward.

Our proud history serving the State's local government landscape and industry presence in State associations. Our consulting engagements in the State include work with nearly 40 cities, counties, and quasi-governmental agencies, many of which focused on addressing system replacement needs—-including the Cities of Alameda, Corona, El Monte, Irvine, Livermore, Long Beach, Militas, Novato, Redding, San Leandro, San José, Santa Cruz, Simi Valley, and many others. We are also pleased to have employees who are actively involved in leading California-based industry associations. Notably, our proposed engagement manager, David Ledbetter, presented at the California Society of Municipal Officers' (CSMFO's) annual conference earlier this year on the topic "Breaking Down Change Resistance," and we have presented on several other relevant topics at CSMFO and Municipal Information Systems Association of California (MISAC) conferences in recent years. This expansive

8.4 Project Understanding and Approach
-12:
background and our deep experience with clients in the State will help ensure we bring firsthand insights, as well as industry, regional, and national best practices to the City's project.

Resources and depth of experience of an established, full-service large firm, with the ability to scale our services appropriately. With BerryDunn, the City will be served by a firm with extensive experience assisting clients in every stage of the enterprise system planning, selection, and implementation life cycle. In fact, we have conducted more than 200 comparable engagements for a variety of public-sector clients, including cities large and small, and more than half were ERP-specific. Through this, along with our independence from the vendor marketplace, we have become familiar with all major ERP vendors and the functionalities their systems provide while maintaining a vendor-agnostic approach that places the City's needs as our top priority. This includes familiarity with the City's current systems as well as those ERP systems it may consider in this process. Our team members have seen market changes and trends over the years, earning the trust of clients while assisting them in finding the best solution for their needs.

Our team of business process experts with experience migrating from Tyler Eden. With BerryDunn, the City will be served by a firm and a project team who are well-versed in local governmental operations and the functional and technical areas that support service delivery to internal and external stakeholders alike. Notably, our Local Government Practice Group is dedicated to serving public-sector clients, and 75% of our team members are former public-sector employees. Our team leverages their backgrounds, project experience, and knowledge of local government best practices to best identify ways in which to improve their clients' current environments. In combination, our team brings vast experience with ERP systems, including engagements in which Tyler Eden was replaced. Notably, we have assisted the Cities of El Monte, Irvine, and of Santa Cruz, California; City of Woodbury, Minnesota; Hamilton County, Indiana; Pitkin County, Colorado; Gallatin County, Montana; and Mesa County, Colorado in migrating from Tyler Eden. We are confident that the City will find value in our ability to leverage our experience with Tyler Eden to assess its current environment and prepare for a future solution that satisfies its nuanced system needs.

Firm Overview
BerryDunn is a nationally recognized professional services firm focused on inspiring organizations to transform and innovate. With 78 principals and 36 owners, BerryDunn employs more than 990 staff across 10 offices nationally.

Our Consulting Services Team employs more than 400 staff and has been serving state, local, and quasi- governmental agencies for over 30 years. From extensive project experience for more than 900 state, local, and quasi-governmental agencies, our team brings valuable perspectives to every engagement.

Our firm provides a full range of professional services that supports our ability to complete tasks outlined by the City on this initiative. These include:
• Software Planning and Procurement • Enterprise and Departmental Strategic Planning
• Software Implementation Project
Management and Oversight • Leadership and Organization
Development
• Business Process Reviews
Master Planning

8.4 Project Understanding and Approach
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• Organizational Change Management • Cost of Service and Fee Studies (OCM)
• Project Assessments and Remediation
• Organizational, Operational, and Staffing
• IT Assessments
Analyses
• IT Strategic Planning
• Performance Analyses
Figure 1 illustrates the overall organization of BerryDunn's Local Government Practice Group. We provide unparalleled expertise and unique insights across these practices, supporting more than 500 local government clients in solving some of their biggest challenges and planning for success. Our consultants have experience serving state and local government agencies, providing them with an in-depth understanding of government operations, staffing needs, budgetary constraints, and the business processes required to provide necessary services to the internal divisions and the constituents the City serves.

Figure 1: Local Government Practice Group Specialization Gea
Enterprise Digital Parks, Recreation, Technology Enterprise Organizationa! Community Developmen! Heath and Justice and Transformation Libraries Management Develooment and Utilty Operations Community Services Pubic Safety Our Highly
Client Testimonial
Specialized Enterprise
I was always impressed with the professionalism and
Digital Transformation experience of the BerryDunn team. They had a depth of Practice resources who had experience in a variety of different aspects of project management, human resources, accounting,
Of note to the City, we have a dedicated technology, etc. This helped us to be more informed and able Enterprise Digital Transformation to bounce key ideas and decisions through a trusted resource (EDT) Practice that focuses on providing who was an extension of our team. The level of experience they were able to provide would have been difficult for us to advisory services that address clients'
hire and/or cultivate out of our own team members. They technological and business process
modernization needs. The EDT Practice achieved this by understanding the software technology offers more than 30 years of relevant space, while also understanding the different functional areas impacted by the project. Additionally, they understood project consulting experience, as well as management principles and were able to ensure the right firsthand insights gained from team things were being completed at the right time to ensure timely members' prior experience serving within project delivery along our planned timelines." local government organizations.

Leadership and subject matter experts City of Redding, California (SMEs) within the EDT Practice are Greg Robinett, Finance Director aligned with focus areas that allow them
to specialize and offer customized approaches based on a client's geographic area and community, size and resources, technical environment, stakeholder groups, and industry. For instance, our experience with ERP projects, our familiarity with Tyler Eden, and work with clients of similar size will benefit the City on this work effort. Having conducted more than 200 projects that span the system replacement life cycle

8.4 Project Understanding and Approach
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or include business process improvement as a core focal point or part of a larger initiative, we bring unique insights and industry best practices to every engagement. We understand the functionality of local government organizations, and we understand the processes, policies, people, and technology that support it. It is through this and our independence and objectivity that we serve as trusted advisors to our clients and strong proponents to the projects they conduct.

BerryDunn Bridge and Our Independence
BerryDunn Bridge is a program facilitated by our Local Government Practice Group. This program was developed to promote information sharing between public-sector software providers and our consultants and helps continually expand our own-and our clients'-understanding of the public-sector software landscape. BerryDunn Bridge provides opportunities to share our clients' needs with the software vendor community and gain knowledge of upcoming technological trends, recent product developments, and find target markets for software providers.

Public-sector software providers opt in to this program to establish a cadence of meetings between their team members and our own to keep up to date on industry and client trends. This includes knowledge- sharing opportunities ranging from focused discussions between management teams to software demonstrations with a broader audience of consulting staff. As a result of this program, we can best serve our clients and pass on our knowledge gained—including modern software system capabilities not currently being utilized or perhaps even previously contemplated by our clients.

BerryDunn is not affiliated with any specific vendor, allowing us to provide truly independent advisory services to our clients. In that respect, we recognize the importance of networking and continuous market research to help ensure we are apprised of industry best practices, emerging trends, and updates in the software vendor community.

Methodologies and Technologies
Project management services are core to BerryDunn's consulting team. Our team has been called upon to provide project management, project advisory, and implementation oversight for numerous public-sector clients. Our experience includes leading teams comprised of BerryDunn project management personnel, business and technical analysts, client and vendor personnel, and SMEs. We consistently apply proven project management principles and scale them to meet the needs of each engagement, and many of our clients who retain us for system assessment and selection work also engage us to provide project management for system implementation.

BerryDunn's approach to providing the services requested by the City utilizes best practices and will be adapted to meet the needs of projects. BerryDunn will leverage the knowledge and experience we have gained over more than 30 years assisting government agency clients in similar projects to make the most effective use of staff time, minimize impact on daily operations, and meet agreed-upon deadlines.

Our team applies proven project management processes, tools, and techniques based on principles in A Guide to the Project Management Body of Knowledge (PMBOK® Guide), published by the Project Management Institute® (PM|®). and scales them to fit the specific needs of each project. Our approach includes applying standard processes across the project management life cycle. Figure 2 illustrates the phases of the Project Management Life Cycle, and the paragraphs that follow briefly describe BerryDunn's approach to each phase.

8.4 Project Understanding and Approach
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Figure 2: Project Management Life Cycle
Execution Project
and Control Closeout
Initiation: Establishing project structure and governing processes Project initiation is signaled by acceptance of our proposal and successful negotiation of a contract.

Planning: An ongoing process...

Planning is not a one-time task, but an ongoing project management process. It entails clarifying deliverable expectations, identification and integration of tasks, estimation of effort and/or duration, allocation of appropriate resources, and development of strategies to mitigate any significant project risks.

BerryDunn's project manager will conduct initial planning with the project team, as well as maintain and update planning documents throughout the engagement.

Execution and Control: Execute the plan and monitor, measure, and report outcomes.

Throughout the course of the engagement, our team will apply their project management expertise and skills, as well as our established tools and techniques to direct project activities, review deliverables, leverage resources, facilitate communication, and monitor team function to achieve the expectations established in the contract and further refined by through initial and ongoing project planning.

Project Close: Are we there yet?
Project close activities and deliverables will validate that BerryDunn has met expectations for this project and tasks have been completed as agreed upon. Knowledge-transfer activities are designed to help ensure a smooth transition of our work to the City's project team.

Figure 3 below, presents a high-level overview of our proposed approach to completing the City's desired scope of work. Details of this approach can be found in Section 8.7, and our proposed work plan in that section will include key milestones and processes we would employ.

Figure 3: BerryDunn's Proposed Approach
Project Management Needs Assessment Procurement Assistance Implementation

8.4 Project Understanding and Approach
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Proposed Tools
For the daily management and undertaking of project tasks, we strive to avoid unnecessary delays, enhance productivity, promote collaboration, and minimize barriers to participation. To that end, we use technology that is familiar or intuitive to most users in addition to our project resources assembled from years of public-sector professional services, as detailed below in Figure 4.

Figure 4: Resources and Technology Toolkit
S
Microsoft SharePoint Virtual Meeting Tools Microsoft Office Suite Project Artifact We will use Most of our deliverables are Templates
We provide teleconference
a customized Microsoft technology through Microsoft developed using these We have developed SharePoint tool Teams and Zoom for online common software adaptable templates after to maintain project meetings and screen applications, including conducting similar projects calendars and a secure sharing. In addition, we have Microsoft Excel for clear fee and will use these repository of project the capability for document calculations in the cost templates for project documents. sharing and storage. model. communications and other artifacts.

Information Required From the City
To help BerryDunn conduct a thorough needs assessment and evaluate business practices and workflows, the City should provide any available documentation and information that gives us a well- rounded picture of its current environment, pain points, and future goals. We will issue an information request during Task II: Needs Assessment Phase, requesting existing documentation (whether current or not) to help our team with independent review and gaining familiarity with the City prior to meeting with your staff. This information will be used to further clarify the current state and future state goals with your staff during fact-finding activities (Task 2.3 in our work plan). Information may be requested in the following areas - though it is noted that we do not expect the City to create any new documentation for this project:

Organizational Structure:
• Departmental organizational chart
• Roles and responsibilities of key staff involved in ERP-related functions • Governance structure
Current Systems and Technology:
• Description of how Tyler Eden and any integrated or stand-alone systems (such as Quadrant for cash receipting and TraKiT for permitting) are utilized in the City • System architecture diagrams and integration points
• Hardware and network infrastructure overview
Business Processes:

8.4 Project Understanding and Approach
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• Existing workflows for Finance, Payroll and HR, UB and customer services, and licensing and permitting
• Identification of any manual processes and work-arounds • Any process maps or standard operating procedures (SOPs) currently in use Data and Reporting:
• Examples of standard reports and dashboards used
• Data migration considerations
• Compliance requirements for financial reporting and audits Budget and Resource Constraints:
• Available budget for ERP replacement
• Staffing limitations for project participation
Any grant or funding opportunities tied to modernization Strategic Goals:
• Strategic plans
• Desired outcomes
• Timeline expectations
Policies and Regulations
• Procurement policies
• Data security and privacy standards
• Compliance mandates impacting ERP functionality

8.4 Project Understanding and Approach
ZI-

8.5 Experience Performing Similar Services
Commitment to the State
The City will benefit from BerryDunn's demonstrated commitment to serving public-sector clients in the State. We have developed a strong understanding of the public-sector landscape in the State through recent or ongoing consulting engagements with the clients listed below.

Bay Area Air Quality City of Novato • Imperial County
Management District A City of Oxnard Jurupa Area Recreation • California State • City of Palmdale and Park District University - Bakersfield, City of Pasadena • Kern County •
Chico, Long Beach, Los Lake Tahoe Community
Angeles, and San City of Redding
City of Redlands College
Marcos
• Mt. San Antonio College
City of Alameda City of Redwood City
• Oceanside Public
City of Belmont City of Richmond
Library
City of Camarillo City of San José Sacramento Municipal •
City of Capitola City of San Leandro Utility District
City of Corona City of Santa Cruz • San Luis Obispo County City of Coronado City of Santa Maria • Santa Clara County City of El Monte City of Santa Monica • Santa Cruz County City of Fountain Valley City of Santee Santa Monica College City of Indio City of Simi Valley • Sonoma County
City of Irvine City of Sunnyvale • Sonoma Resource
City of La Mesa City of Villa Park Conservation District City of Lake Elsinore Coachella Valley South Pasadena Public Association of Library
City of Livermore
Governments • Southern California
City of Long Beach
• Coachella Valley Water Library Cooperative
City of Menifee District
• Stanislaus County
• City of Milpitas
• Cosumnes Community • Town of Los Gatos
City of Modesto Services District
• City of Monterey Park • Covered California
We also take pride in our local presence, as we have several employees who reside in the State and/or have worked in the State's local government landscape. We will leverage their insights and expertise when and where it will most benefit the City.

References
The greatest testament to our high-quality work is the expressed satisfaction shared by our clients.

Below, we describe and provide contact information for several recent projects for the City's consideration. These clients can speak well to the quality and satisfaction we deliver on comparable engagements

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City of Avondale, Arizona
HR System Selection and ERP Implementation Josh Davis, System Administrator Project Manager
623.333.5000 | [email protected]
04/2020 - 12/2022
Contract Amount: $124,500
As part of a broader initiative to modernize its operations Avondale following the implementation of a new ERP and UB system, • the City of Avondale engaged BerryDunn to evaluate the use Aspiting: Achieving. Accelerating and effectiveness of its existing HR and Payroll applications.

The City aimed to identify process inefficiencies, assess system utilization, and receive strategic recommendations for improvement. BerryDunn facilitated collaborative improvement discussions with key stakeholders from both the City and its software vendors. In August 2022, the City formally retained BerryDunn to conduct a comprehensive review of payroll operations, focusing on current challenges and opportunities to enhance efficiency and accuracy. Through this engagement, BerryDunn demonstrated its ability to support the City with thoughtful, data-informed assessments that resulted in practical, measurable improvements to operational effectiveness. As a result of the process improvement project, the City chose not to procure new software but improve the existing systems and integration capability.

Consumnes Community Service
District, California
Professional Consulting Services for John Ebner, Program Manager ERP System and Implementation Services 916.405.5331 | johnebner@CosumnesCSD:gov 01/2025 - Present
Contract Amount: $139,400
Consumnes Community Service District (the District) contracted BerryDunn to assist with the selection and implementation of a modernized ERP system. This project aimed to establish an ERP RFP soliciting proposals for an updated Tyler COSUMNES ERP system. BerryDunn has supported the District by facilitating many of the same tasks as proposed to the City, such as development of a detailed Needs Assessment Report documenting the current state of software use, developing an RFP Package, and leading the District through the solicitation and evaluation process as the District received proposals.

The District is currently in the final stages of the evaluation process as it works toward selecting a new software provider. Our contract includes additional phases and funding to support the District during the migration to the new software provider, acting as the full-time project manager on behalf of the District.

City of Militas, California
Finaricial Management Software Selection and Luz Cofresi-Howe, Finance Director Implementation Oversight
408.586.3111 | [email protected]
04/2024 - Present
Contract Amount: $375,500

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The City of Militas engaged BerryDunn to provide project management and OCM support in its transition from its Cayenta financial systems to the Tyler EERP (Munis) system. BerryDunn was retained to act as project manager, which included a phase for financials and a phase for HR/Payroll. BerryDunn's role as full-time project manager is to streamline the system implementation by working closely with both Tyler Technologies and the City in the areas of contract management, planning, Milpitas implementation project management, resource management, and change management. The City has had turnover in critical positions and has remained on track for their go-live occurring in July 2025.

City of El Monte, California
Munis software as a service (SaaS) Project
Management and Veronica Alvarez, Interim Finance Director Implementation 626.580.2029 | [email protected]
01/2025 - Present
Contract Amount: $840,225
OF EL The City's Finance Department selected Tyler EERP to replace its previous Tyler COS THE BROTH Eden Financial, UB, and HR system and retained BerryDunn to provide project management of the implementation. Our focus is to support the diverse and evolving needs of the project and help ensure a seamless transition from the on- premises Eden software to EERP, a SaaS cloud-based solution. The project is CALIFORNIA separated into three phases: implementation of Finance, HR/Payroll, and UB modules. BerryDunn is providing full-time project management services, acting as the City's project manager and the primary point of contact with Tyler during this process. Our team participates in vendor-led project management meetings, assists with tracking open items and overseeing the completion of homework tasks assigned by Tyler, participates in the as-is/to-be configuration analysis and setup, and oversees testing and training activities, and we supported the City as it went live for the Finance phase of the project in October of this year. BerryDunn is actively supporting the City with its Human Capital Management (HCM)/Payroll and UB phases.

City of Woodbury, Minnesota Angela Gorall, Assistant City Administrator ERP Conversion and Upgrade: 651.714.3573 | angela. [email protected] 09/2022 - 10/2025
Contract Amount: $380,550
The BerryDunn team assisted the City throughout its ERP conversion and Tyler Woodbury implementation project oversight, contributed to system configuration and Eden replacement project. As part of the engagement, BerryDunn provided business process analysis, facilitated user acceptance testing, supported end-user training, and conducted go-live readiness assessments to help ensure a smooth and successful transition.

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Systems Consulting
BerryDunn has extensive experience in providing a variety of system consulting services to clients similar in size and complexity to the City. In Table 1, we have included a summary of public-sector system consulting projects with which our firm has assisted in the last seven years. We have also provided population data for additional context.

Table 1: Systems Consulting Experience
BerryDunn's Involvement
Needs Assessment RF/RFP Development Evaluation Criteria Development Vendor Selection Contract Negotiations and Approval Implementation Assistance Definition
Counties and Regional Governments
Adams County, Colorado (519,570)
Berks County, Pernsylvania (415,000)
Calumet County, Wisconsin (53,000)
Carver County, Minnesota (102,100)
Chesterfield County, Virginia (353,000)
Clark County, Washington (488,000)
Coconino County, Arizona (140,000)
Doña Ana County, New Mexico (218,000)
Ellis County, Texas (185,000)
Fauquier County, Virginia (75,600)
Goochland County; Virginia (23,000) •
Hamilton County, Indiana (338,000) •
Henrico County, Virginia (325,000) •
Imperial County, California (180,000) •
Kaua'i County, Hawaii (72,000) •
King George County, Virginia (28,000) •
Maui County, Hawaii (167,000) •
McLean County, Illinois (170,000) •
Mesa County, Colorado (162,000)

8.5 Experience Performing Similar Services
BerryDunn's Involvement
Needs Assessment Requirements RFI/RFP Development Evaluation Criteria Development Vendor Selection Contract Negotiations and Approval Implementation Definition Assistance
Middlesex County, Virginia (10,900) • •
Minnehaha County, South Dakota
(183,000)
Mobile County Health Dept, Alabama • • • •
(415,000)
Monroe County, Florida (74,000)
Montgomery County, Pennsylvania
(831,000)
.

Morrow County, Oregon (12,000)
Outagamie County, Wisconsin (184,000)
Peoria County, Illinois (179,000) •
Person County, North Carolina (39,000) •
Saginaw County, Michigan (191,000)
Scoft County, lowa (166,000)
Sheboygan County, Wisconsin (118,000) •
Sonoma County, California (488,000) •
Stearns County, Minnesota (164,000)
Sussex County, Delaware (200,000) •
:
• • • •
Wake County, North Carolina (1,129,000)
Warren County, Virigina (42,000) •
Waukesha County, Wisconsin (407,000) .

Yamhill County, Oregon (107,000) •
Municipalities
City of Alameda, California (79,000)
City of Amarillo, Texas (199,000) •
City of Aurora, Colorado (369,000) •
City of Avondale, Arizona (85,000)

8.5 Experience Performing Similar Services
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BerryDunn's Involvement
Needs Assessment Requirements RFI/RFP Development Evaluation Criteria Development Vendor Selection Contract Negotiations and Approval Implementation Definition Assistance
City of Beaverton, Oregon (97,000) • •
• •
City of Bettendorf, towa (40,000)
City of Boca Raton, Florida (91,000) • •
City of Boulder, Colorado (105,000)
City of Brighton, Colorado (40,000)
City of Broken Arrow, Oklahoma (112,000) • •
City of Burlington, Vermont (43,000) •
City of Cedar Falls, lowa (41,000) •
City of Cedar Park, Texas (77,600)
•
City of Cleveland, Ohio (365,000)
City of Coral Springs, Florida (128,000) •
City of Danville, Virginia (41,000)
City of Denton, Texas (170,000)
City of DeSoto, Texas (53,000)
City of Detroit, Michigan (675,000) • •
City of Dover, Delaware (37,453) • •
City of Duncanville, Texas (40,000) •
City of Edina, Minnesota (52,000) • •
City of El Monte, California (109,000)
City of Fargo, North Dakata (122,000)
City of Farmers Branch, Texas (35,000)
City of Fort Collins, Colorado (165,000) •
City of Fountain Valley, California (56,000) •
City of Frisco, Texas (177,000)
City of Gahanna, Ohio (35,000)
City of Gaithersburg, Maryland (68,000) •

8.5 Experience Performing Similar Services
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Needs Assessment Requirements RFI/RFP Development Evaluation Criteria Development Vendor Selection Contract Negotiations and Approval Implementation Definition Assistance
City of Garland, Texas (238,000) •
City of Glendale, Arizona (237,000)
City of Grand Prairie, Texas (193,837)
City of Helena, Montana (32,000) • •
City of Independence, Missouri (117,000) •
City of Irvine, California (273,000) • • ... ...
• •
City of Irving, Texas (230,000)
City of Jacksonville, North Carolina
•
(73,000)
City of La Mesa, California (60,000)
City of Lakeville, Minnesota (64,000) • •
City of Lawrence, Kansas (96,000) • • •
City of Livermore, California (90,000)
City of Long Beach, California (470,000)
City of Mansfield, Texas (70,000) • •
City of Midland, Texas (119,000)
City of Militas, California (75,600) •
City of Minot, North Dakota (48,000) •
City of Ormond Beach, Florida (42,000) •
City of Pasadena, California (140,000) • • •
City of Philadelphia, Pennsylvania •
(1,581,000)
City of Plario, Texas (287,000) •
City of Redding, California (92,000) •
.... ....

City of Richland, Washington (53,000)
City of San Leandro, California (90,000) •
City of Santa Fe, New Mexico (70,000)

8.5 Experience Performing Similar Services
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BerryDunn's Involvement
Needs Assessment Requirements RFI/RFP Development Evaluation Criteria Development • Vendor Selection Contract Negotiations and Approval Implementation Definition Assistance
City of Santa Cruz, California (63,000) • •
City of Simi Valley, California (126,000)
City Spokane Valley, Washington (98,000) •
•.

City of St. Charles, Missouri (70,000)
City of Stillwater, Oklahoma (50,000)
City of Sugar Land, Texas (89,000)
City of Surprise, Arizona (121,000)
City of Tampa, Florida (388,000)
City of Toledo, Ohio (265,000)
.

City of Tucson, Arizona (525,000)
City of Weatherford, Texas (31,000) .

City of Wheat Ridge, Colorado (31,000) • •
City of Wilmington, North Carolina •
(117,000)
City and Schools of Worcester, MA
(206,500)
Town of Front Royal, Virginia (16,000) •
Village of Oak Park, Illinois (52,000)
Regional and Special Purpose
Coachella Valley Association of
Governments, Califomia (represents 10 • •
cities, one county, and four Native
American tribes)
Chicago Metropolitan Agency for Planning, •
tino MAP) (2,710,000)

8.5 Experience Performing Similar Services
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Needs Assessment Requirements RF/RFP Development Evaluation Criteria Development Vendor Selection Contract Negotiations and Approval Implementation Definition Assistance
City-County Information Technology
Commission (CCITC), Wisconsin (serves
Marathon County, the City of Wausau, •
three counties' healthcare, four police
departments, and Marathon Public Library
System)
Consumnes Community Services District,
California (210,000)
Lafayette Consolidated Government,
Louisiana (242,000)
Louisville/Jefferson County Metro,
Kentucky (740,000)
Loveland Housing Authority, Colorado
(organization assists 1,200 households)
Madison Metropolitan Sewer District,
Wisconsin (429,000)
Metropolitan Government of Nashville and
•
Davidson County, Tennessee (684,000)
Omaha-Council Bluffs Metropolitan Area
•
Planning Agency, Nebraska (968,000)
Tri-County Health Department, Colorado
(1,400,000)
Waste Commission of Scott County, lowa
• • • • •
(175,000)
ERP Familiarity
Table 2, on the following page, describes our experience with ERP software vendors, including those that we have reviewed as part of systems planning engagements and those that clients selected for implementation. Our experience assessing a wide variety of vendors means that we understand the capabilities and limitations of today's systems—-including past and ongoing experience with clients using Our knowledge of today's systems is not only broad in terms of the number of vendors our clients have evaluated through our engagements; our team also has a significant depth of expertise in assessing the full suite of modules offered by these vendors and providing client-side project management during the implementation of many of these systems. The table below presents a representative sample of vendors

8.5 Experience Performing Similar Services
- 13'
that our clients have reviewed during assessment and selection projects, and Figure 5 highlights our experience with various functional areas.

Table 2: Enterprise System Vendors
Software Vendor Marketplace Experience
• ADP • ClearGov • Maven Asset Service Maestro
mics Service Now
al Utility Springbrook
• SpryPoint
sfer es
• •
• • Cloud gies
•

BAI UKG
IBM Unit4
•
• BS&A •
RTA
•
• Sage •
CGI
zLink
Figure 5: Functional Areas
22 Human Capital Public Safsty
Management
Computer Aided Dispatch
Ledger Benefits Licenses Fire Records Management
Records Management
Budgeting Appraisal
Payroll GIS
Payrol!
Personnel
Recruiting
Customer
G Utility Billing Relationship Justice Other
Management
Customer Information Customer-Facing Wet Municipal Court Business intelligence Management Interface Jail Management Clerk/Recorder
Service Order Management Customer Information Probation Management Contract Management Vility Management and Management Prosecution Management Document Management Billing Request for Service Electronic Health Records
Docupational Licensing
Special Assessments

8.5 Experience Performing Similar Services 20
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8.6 Key Staff
Organizational Chart
At BerryDunn, we believe in the synergy that accompanies a team approach. That said, we have carefully assembled a project team with unique and specialized qualifications that coincide with the needs and desired outcomes of the City. These project team members will remain committed, available, and assigned to perform the City's requested work effort.

Figure 6 describes the organizational structure of our project team, followed by a listing of project staff. It should be noted we do not intend to subcontract any portion of the City's desired scope of work.

Figure 6: Organizational Chart
Ryan Doil
Project Principal
Blythe
David Ledbetter
Engagement Manager
and Finance SME
Tammie Warren
Project Manager
Michelle Graham Austin Nichols
Business Analyst and Community
HR/ Payroll SME Development SME
Kate Offerdahl-
Emma Brown
Joyce
Business Analyst Procurement Lead
Shaunteria Brown
Business Analyst
Roles, Responsibilities, and Qualifications
Below and on the following pages, we list our project team members' experience, qualifications, specific references, and expertise as they relate to projects of this nature and work with comparable local government clients. Our project team members' full resumes can be found in Appendix A for further review.

8.6 Key Staff
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Project Manager
Tammie Warren, PMP®, ITIL®4 | Project
Manager Tammie Warren, Senior
Consultant
Tammie is a senior consultant and results-
driven business leader with experience in Proposed Project Manager project management, management of large-scale, multi-state 207.347.6456 enterprise systems and over 12 years focused on HR- and Finance-related business operations. She is highly skilled in [email protected] interpreting and analyzing business processes, with a passion for problem solving and delivering solutions and experience with working with cross-functional teams and acilitating the successful execution of project objectives and milestones. While working with the IDE/ Public Schools in Weslaco, Texas, she provided ERP project management for highly complex system and integrations as well as analysis and design for muitifaceted business processes. Recently, Tammie has supported the Cosumnes Community Services District, City of Militas, and Sonoma County in their software transformation projects.

As the project manager, Tammie will act as primary liaison with the City and will be responsible for maintaining a constructive and clear line of communication between City staff and BerryDunn. Tammie will monitor project progress, track the initiation and completion of tasks and milestones, and facilitate our meetings and project activities. Below are two references for projects where Tammie has served as project manager.

Consumnes Community Service District, California
John Ebner, Program Manager
916.405.5331 | [email protected]
Consumnes Community Service District (the District) contracted BerryDunn to assist with the selection and implementation of a modernized ERP system. This project aimed to establish an ERP RFP soliciting proposals for an updated system. BerryDunn has supported the District by facilitating many of the same tasks as proposed to the City in our scope, such as development of a detailed Needs Assessment Report documenting the current state of software use, developing an RFP Package, and leading the District through the solicitation and evaluation process as the District received proposals. The District is currently in the final stages of the evaluation process as it works toward selecting a new software provider.

BerryDunn is under contract to support the District during the migration to the new software provider, acting as the full-time project manager on behalf of the District.

City of Woodbury, Minnesota
Angela Gorall, Assistant City Administrator
651.714.3573 | [email protected]
The BerryDunn team assisted the City throughout its ERP conversion and replacement project. As part of the engagement, BerryDunn provided implementation project oversight, contributed to system configuration and business process analysis, facilitated user acceptance testing, supported end-user training, and conducted go-live readiness assessments to help ensure a smooth and successful transition.

8.6 Key Staff
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Additional Key Staff
Ryan Doil, MBA, Prosci® CCP, CPPB, NIGP-CPP | Project Principal Ryan is a principal in the Local Government Practice Group with over 16 years' experience who focuses on ERP system selection and implementation activities, having been involved in over 130 municipal software system planning and implementation projects. He is a Certified Professional Public Buyer (CPPB), Certified Procurement Professional (NIGP-CPP), and member of the National Institute of Government Procurement (NIGP). Ryan brings more than five years of experience in a federal procurement role and has managed projects similar in scope and size to the services requested by the City for a number of BerryDunn clients. Ryan is skilled in managing the challenges and constraints for complex, enterprise-wide projects, such as the one planned by the City. He has led and assisted in the assessment of current environments, helped define future system requirements through a collaborative and structured system evaluation process, and been involved in overseeing the implementation of a variety of software systems.

As the project principal, Ryan will have overall responsibility for the services we have proposed to the City. He will help ensure commitment of our firm and appropriate resource allocation and will review and approve all deliverables in accordance with BerryDunn's quality assurance processes. He will also provide leadership support to our project lead and project team, as needed.

David Ledbetter, PMP®, Prosci® CCP | Engagement Manager/Finance SME David is a senior manager in our Local Government Practice Group with over 10 years' experience in systems planning, selection, and implementation engagement with local government clients. He focuses on finance and administration-related projects, including business process analysis, system selection and implementation, and OCM activities. He has managed more than 65 implementations and brings a unique set of qualifications to this role, having experience serving as finance administrator for Whitman County, WA. As finance administrator, David served as liaison for the county auditor to implement a new ERP software suite, prepare financial reports, and lead change management initiatives.

As the engagement manager/finance SME, David will work with the project manager to monitor the project's progress, track the initiation and completion of tasks and milestones, and oversee the work of our project team. He will also assist in the examination of the City's financial functions and provide expertise as it relates to developing sound business requirements and procuring for a supportive solution.

Michelle Graham, MS, MBTI, CPM | Business Analyst and HR/Payroll SME Michelle is a senior consultant in our Local Government Practice Group with experience managing and executing various types of projects and initiatives while maintaining a constant focus on organizational development and HCM: Prior to joining BerryDunn, Michelle held various leadership roles for the City of Pearland, Texas, for more than 20 years. Her experience includes six years as director of HR and more than 15 years of parks and recreation leadership. She has a proven track record in empioyee retention and has earned multiple departmental and individual awards for her initiatives. She utilizes her professional skills, abilities, ethics, experience, and education to focus on the clients' needs and provide for meaningful work.

As the business analyst and HR/Payroll SME, Michelle will provide general business analysis support to the project team as it relates to facilitating meetings, preparing status reports, and developing project deliverables in a timely manner. She will support the team by assessing the City's current HR and Payroll functions and provide expertise as it relates to developing sound business processes and procuring for a supportive employee-centric future state.

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Emma Brown | Business Analyst
Emma is consultant in BerryDunn's Local Government Practice Group and brings a strong background in client work and cross-team collaboration. Her ability to combine data, processes, and technology highlights her commitment to quality analysis and client satisfaction. Further, Emma's attention to detail and communication skills help enable her to convey complex information effectively.

Shaunteria Brown, PMP®| Business Analyst
Shaunteria is a consultant at BerryDunn with over five years in project coordination, business analysis, and digital marketing. Shaunteria is skilled in process documentation, requirement management, and risk mitigation. She has delivered quality results under tight deadlines, optimized workflows, and collaborated cross-functionally.

As business analysts, Emma and Shaunteria will provide general business analysis support to the project team as it relates to facilitating meetings, preparing status reports, and developing project deliverables in a timely manner, and help assess the City's current environment, develop requirements, and form recommendations across functional areas.

Austin Nichols, MBA | Community Development SME
Austin is a manager in our Local Government Practice Group who has led multiple software and system assessment and replacement projects. He has led several process improvement projects for building and permitting departments. These projects involved assessing the use of software for diagramming, planning, permitting, and plan review. As a result, Austin excels at developing action plans through understanding stakeholder requirements, setting goals with measurable outcomes, managing project risks and issues, and providing transparent communication throughout the life cycle of the endeavor. He regularly leads as-is and to-be process diagramming initiatives for building, permitting, and development services departments, and he excels at helping clients to identify and implement opportunities for improvement. He has served as project manager for comparable projects with the Cities of Tempe and Scottsdale, Arizona, and Kern County, As community development SME, Austin will apply his subject matter expertise with community development processes and software, leverage his experience by assessing business processes and making recommendations to address gaps, and support the project team with developing project deliverables.

Kate Offerdahl-Joyce, NIGP-CPP | Procurement Lead
Kate is a manager in our Local Government Practice Group who focuses on procurement and contract analysis, having led more than 30 municipal clients through comparable system selection projects - including numerous clients within California. They bring more than 15 years of procurement, process improvement, and recommendation implementation experience.

With a strong background in project management, Kate has hands-on experience working with a wide array of teams and organizations to improve business processes to be more efficient, user-friendly, and time and cost-effective. Kate is also a NIGP-CPP.

As the procurement lead, Kate will oversee the RFP processes with the City as well as provide perspective on procurement process, contract negotiations and approval process, and best practices.

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Additional Support | The BerryDunn Team
BerryDunn's Consulting Services Group includes more than 400 consultants, including more than 80 Local Government Practice Group consultants who specialize in supporting public-sector clients in areas include public safety, public works, utilities, community development, and parks, recreation, and libraries.

As needed, our project team will draw on the support of our vast pool of business analysts and SMEs.

These consultants will provide in-depth knowledge of various aspects of local government and support the project team with efforts related to fact-finding, research, and deliverable development.

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8.7 Proposed Scope of Work
Overview
BerryDunn strives to be flexible when it comes to developing and executing an effective work plan, and our past clients have appreciated our willingness to adapt to their needs. BerryDunn will drive the project forward while balancing the constraints of City stakeholders. This mindset plays a foundational role in how we measure the success of our portfolio of similar projects.

Our approach to executing the City's scope of work is outlined below and designed to incorporate consistent project management best practices with each of the City's key deliverables and tasks. Our intent is to work with staff to help ensure we make the best use of your time. Ultimately, consistent collaboration can help promote buy-in and understanding for final recommendations.

The overarching benefits the City can expect of our approach include:
• A methodology based on our extensive experience conducting similar projects • Quality assurance processes that incorporate the City's review and approval of all deliverables and key milestones
• Built-in project and OCM best practices that focus on keeping the project on time, on budget, and progressing at a healthy pace for the City's stakeholders to give input in the information-gathering and fact-finding process and understand final recommendations • A needs assessment that will include all functional areas within scope and focus on how those areas interact with each other and integrate with existing systems • Thorough business process improvement activities, helping the City identify root causes of process and/or system deficiencies
• A focus on taking full advantage of the newest technology and harnessing efficiencies by reviewing business practices or implementing technology to enhance existing business processes performed by individual departments and those performed across the City • An ability to satisfy all requirements set forth in the City's scope of work Details
Below and on the following pages, we provide details of our work plan to conduct the City's project effectively and efficiently.

TASK I: PROJECT MANAGEMENT
During this phase of the project, we will establish a solid project structure to help ensure alignment, accountability, and progress throughout the engagement. We will:
• Develop and present a comprehensive project plan with clear milestones, deliverables, and timelines
Establish a governance structure including a project steering committee and working groups • Define project roles and responsibilities, including City and consultant team members Formalize a communication plan
Facilitate regular check-ins, progress updates, and steering committee meetings • Identify project risks and provide mitigation strategies

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1.1 Initial Project Planning
We will conduct an initial project planning work session with the City's project management team to:

Introduce key team members
• Clarify project scope, goals, objectives, and known project constraints Determine what work will take place on-site
Refine dates and/or tasks, as appropriate
Identify risks and issues
Develop an MS Teams and/or SharePoint Collaboration site Schedule and plan for a project kickoff meeting and introductory meetings with departmental staff • Develop the Project Management Plan and Project Schedule We will discuss our approach for managing communications between BerryDunn and the City, as well as our approach to scope, risk, and resource management. We will also establish a governance structure including a project steering committee and working groups and assist the City in identifying stakeholders and/or stakeholder groups to include in the assessment process. These discussions will help us to refine our currently proposed Project Work Plan and Project Schedule, as well as inform introductory meetings with departmental staff. A component of the Project Work Plan is a detailed communication plan that will define the role of BerryDunn (the Consultant) and City staff. This will also include targeted communications throughout the ERP vendor selection, and subsequent communication plans will be a part of the implementation framework.

1.2 Project Work Plan and Project Schedule 4 Deliverable 0A Based on the information gathered from our project planning and introductory meeting, we will develop a Project Work Plan and Project Schedule. The plan will define the organizational structure of the project, the project team's responsibilities and reporting relationships, and project approach, tasks, milestones, deliverables, and timelines for scope of work for the management of cost, schedule, and resources. The Project Work Plan and Project Schedule will also include agreed-upon procedures between BerryDunn and the City related to project control, including quality management and deliverable submission/acceptance management. After providing draft versions of these materials in advance, we will facilitate a work session with the City's project team to review the drafts and solicit feedback. We will incorporate the City's feedback and finalize the documentation before distributing it in final form.

1.3 Project Status Updates & Deliverable OB
We will develop a status report template and provide ongoing biweekly status updates to the City's project management team to help ensure alignment with project goals. We will use these meetings to describe the activities and accomplishments for the reporting period; plans for the upcoming month; risks or issues encountered during the reporting period; and mitigation strategies to address the risk or issues encountered. We will also use these meetings to highlight work products and approaches that will contribute to deliverable development. In addition to biweekly status updates, we will conduct executive leadership update sessions at critical junctures in the project.

TASK II: NEEDS ASSESSMENT
During this phase of the process, we will:

Request information on the legacy system and current third-party applications.

We will also request organizational information that will be useful during our fact- finding process.

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• Thoroughly evaluate the current Tyler Eden system, including third-party applications and shadow systems. The evaluation will encompass functionality gaps, integration points, pain points for staff, and incorporate required historical information resident in existing applications. The evaluation will include evaluations of land management, revenue management, permits, inspections, code enforcement, and UB functions
• Gather staff input regarding areas of concern and input that will augment specifications for the future solution
• Develop an actionable Needs Assessment Memo containing an objective analysis of the current systems' strengths and weaknesses and opportunities for improvement, provide a clear understanding of current business processes, confirm technology and system utilization, and identify options for the future systems environment
• Present the Needs Assessment Memo to the City leadership

2.1 Web Survey and Information Request
We will develop both an information request and a strengths, weaknesses, opportunities, and threats (SWOT) web survey to help us gather applicable information and gain a foundational understanding of the City's current state. The survey will be tailored in collaboration with the City's project team to help ensure alignment with local context and priorities and issued to core stakeholders whose input will shape our understanding of current system challenges and future opportunities.

Concurrently, we will provide the City with an information request sheet to gather available documentation (e.g., organizational charts, documentation on existing systems, and requirements). These initiation documents will also include an announcement memo and functional area listing. Once complete, we will review the SWOT web survey, announcement memo, and functional area listing with the City in a work session to solicit feedback before updating them to final.

2.2 On-Site Kickoff Meeting
We will prepare for and facilitate a project kickoff meeting with all project participants to outline the project schedule, expected participation, discuss intended outcomes, and gain initial feedback and perspectives from the group prior to beginning the in-depth fact-finding meetings.

2.3 On-Site Fact-Finding Meetings
Following the project kickoff meeting, we will conduct a series of interviews with the City's departmental representatives across agreed-upon key functional areas such as:

Finance • Utilities
•
HR • Community Development
Police Department • Parks and Recreation
Public Works
This will allow us to gain a detailed understanding of the systems, workflows, strengths and challenges, reporting needs, and tools that currently support City operations. We will provide City staff with an outline of topics to be prepared to discuss during the fact-finding meetings, prompting staff to be prepared to discuss system functionality that may not exist in the current environment but they feel should exist in the future environment; impediments created by the current system; potential opportunities for improvement in the use of technology as well as policies and procedures; and other topics. Our team is experienced in examining business processes through the lens of identifying root cause factors that contribute to an end user's perspective of a legacy software product-delineating between technology and process or policy

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factors. This provides us the opportunity to educate our clients, including your staff, on where future-state processes may be more streamlined, while also allowing for sound approaches to current work to be appropriately brought forward into a future enterprise solution.

These discussions will inform our analysis of the current environment and lay the groundwork for identifying high-impact opportunities and prioritizing future system requirements that align the City's operational objectives, strategic vision, and available resources.

Where appropriate, our team will observe staff as they perform routine business processes to capture real-world use cases and workflow pain points. We will also meet with representatives from the City's IT staff who support the existing applications to review available system documentation, existing data elements, integration/interface standards and current data transfers, security and role-based access controls, and data reporting needs.

When necessary, the BerryDunn team will accommodate unanticipated scheduling challenges of City personnel to make the best use of time. Our approach is to do what we can to accommodate such needs, providing the opportunity for all stakeholders to contribute their thoughts and ideas.

2.4 Interface Planning Session
We will facilitate an interface session with City stakeholders to review the third-party systems in place today and review the potential integrations to the future environment. In our experience, the procurement of technology may replace multiple existing solutions in use today. In areas where best-of-breed systems are in place, BerryDunn will review the functionality needed to inform leadership about these potential integration needs and how they will be incorporated into a future RFP. The intent of the planning session is to collect enough information to inform how we will list the interfaces in the list of Final and Functional Technical Requirements that will be included in the RFP Package.

2.5 RFP Planning Meeting
As part of the initial fact-finding process, our team will meet with City procurement representatives to review and confirm the approach to planning for and developing the RFP Package and get up to speed on City policy, process, and templates. We recognize that each RFP process and software planning project is unique, and the City can expect our team to speak directly to the unique considerations that come along with a large initiative such as that of an enterprise system RFP process.

2.6 Needs Assessment Memo < Deliverable 1
Drawing on the information gathered through our review of documentation, web survey results, and fact- finding sessions, we will prepare a draft Needs Assessment Memo. This Memo will provide a summary of the processes and inputs that contribute to the City's current business processes, use of technology, and future-state functionality needs, and it will identify process-related challenges and opportunities for improvement that should be addressed through the adoption of moving to a new enterprise system. This Memo will include but not be limited to:
• A high-level summary description of the current-state business processes supporting financial and personnel management, utility billing, community development, and other in-scope areas including an assessment on the use of technology and where future state processes may be optimized through automation
• Primary challenges and areas for improvement provided by a new enterprise system showing how departments could benefit from new technology

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• Recommendation of appropriate integration and other applications to capture financial data and document management capabilities
• Recommended key decision points
• Improvement options, including pros/cons of issuing a single or multiple RFPs for the areas in scope
• Preliminary cost estimates for the initial and ongoing costs of new systems • Proposed timeline and phasing for consideration of a future system To support the formulation of preliminary cost estimates and inform the City on the marketplace and range of potential options to consider, our team will facilitate market research to collect pricing from vendors in the marketplace as well as the availability of solutions that may address two or more functional areas (e.g. financial/personnel management and utility billing) within scope. We intend to approach this as a request for information process that shares anonymized information about the City's general demographics (examples: population base, staff count, operating budget) with software vendors. This approach is intentionally designed to limit the number of vendors that may otherwise begin reaching out directly to the City on an unsolicited basis prior to the RFP process, while gathering valuable data points to inform the City's decision-making process. The information received in response from this market research will be incorporated into the draft Needs Assessment Memo in summary, and used to help inform the City's direction on the scope of the eventual RFP.

We will provide a draft of the Needs Assessment Memo to the City's project team for review and facilitate a work session to discuss the Memo, gain feedback, and build consensus related to the presented decision points. We believe that it is important to obtain the City's validation and approval of these findings, as this information will serve as the basis for future requirements. We will then revise the Memo and update it to final.

2.7 Needs Assessment Presentation 4 Deliverable 2
Vie will deveiop a presentation for the Cily Council summarizing the work to date and Needs Assessment Memo. We will provide the draft presentation to the City's project management team, collect feedback, and incorporate any changes before updating to final. BerryDunn will deliver the presentation to the City Council. The goal of the presentation is to promote buy-in and provide an opportunity for the City Council to ask questions to our team and the City's project team.

TASK III: PROCUREMENT ASSISTANCE
During this phase of the process, we will:

Document functional and technical requirements tailored to reflect the City's unique operational needs and future goals
• Validate the requirements through Joint Requirements Planning (JRP) work sessions, engaging stakeholders to confirm priorities, assess technical considerations, and align with the City's expectations for performance, integration, and cost efficiency • Develop an RFP Package and Scoring Criteria
• Manage vendor inquiries and addenda development, lead a pre-proposal conference, and guide the evaluation team through short-list identification
• Design and coordinate demonstration protocols, facilitate scoring sessions, and assist with reference checks and site visits
• Upon identification of a preferred vendor, we will support contract negotiations and approval activities

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3.1 Procurement Strategy Memo 4 Deliverable 3
Large, complex software procurements-such as ERP replacements, permitting systems, revenue management systems, and enterprise-wide modernization efforts often carry significant financial, operational, and organizational risk. The detailed evaluation of proposals received in response to a comprehensive and broad-scoped RFP such as that contemplated by the City requires thorough planning, clear guidance, and active participation of all parties.

Our firm leverages its deep presence in the public-sector technology marketplace and extensive procurement planning experience to design an approach that maximizes market responsiveness and strategic clarity based on the findings of our Needs Assessment Memo. The City is seeking a trusted partner that will help lend best practices, recommendations, and tailored guidance that fits the specific needs of the City and not generalities. BerryDunn will create a Procurement Strategy Memo, something we feel is unique to our approach for the City. This Memo will include the go-to-market strategy for the procurement of new technology, anticipated timelines and phasing for functional area sets, expected roles and responsibilities for City participants during the RFP solicitation process, proposed evaluation criteria for the RFP against which we will collaboratively arrive at point allocations, preliminary budget information, and staffing considerations and resource requirements (hours) for each step in the RFP evaluation process.

This Memo will also discuss the intended approach to evaluating best of breed (point solution) software proposals that are likely to be submitted. Based on our past experience with similarly sized clients that wish to issue a single RFP for all defined areas of need, the RFP should be crafted to allow vendors to submit on specific areas of scope (e.g. to replace Traklt) - and the resulting proposals should be reviewed based on what the vendor did submit on, and not penalized for what they did not submit on.

This memo is intended to help best prepare the City for the software evaluation process, and gain consensus on the necessary steps and sequencing of the evaluation, in an effort to adhere to agreed- upon timelines and position the City for meeting its target timelines for the eventual implementation process.

3.2 Preliminary Functional and Technical Requirements 4 Deliverable 4 BerryDunn has developed a database of functional and technical requirements based on our experience with other governmental agencies and our knowledge of software system functionality and best practices.

Drawing from this database, we will make refinements for business processes and policies that are critical or unique to the City in order to help formally and thoroughly capture the functions that will need to be addressed using a new enterprise system. These requirements will be a critical component to translating the City's current and future needs effectively and allow vendors to accurately scope and price proposal responses.

These preliminary system requirements will include reporting needs, potential interfaces, and data conversion objects that must be converted from the legacy system to the new software. In our recent experience, those areas have significantly differentiated vendors' solutions and require a specific focus in the selection activities.

Requirements will be provided to the City in a draft format using Microsoft Excel, along with tailored guidance on how to review the requirements, how the requirements will fit into the process, and how to prepare for sessions to review the requirements with our project team.

3.3 Final Functional and Technical Requirements 4 Deliverable 5

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We will facilitate a series of JRP work sessions with City stakeholders and our project team members to review the preliminary requirements. We will reconvene many of the same stakeholders, organized by business process and/or functional area, who met during fact-finding activities to discuss the future system capabilities. These sessions will also include one focused on the technical aspects involved with the City's project. Using the preliminary list, we will review and confirm each item and assign a relative criticality to communicate to vendors responding to the list as part of their RFP responses. We will also facilitate similar meetings to review potential interfaces and data conversion objects. Once these have been reviewed, we will update the list to final.

Our role in facilitating the JRP work sessions is to contribute our focused knowledge of the vendor marketplace and align the items requested in the list with the goals and objectives of the project. For example, we might comment that functionality being requested is beyond the core capabilities of vendors and might represent a cost increase. Conversely, we can help recommend requirements to include that might be commonplace today, but beyond the familiarity of City stakeholders.

3.4 Evaluation Committee Orientation
We will facilitate a session with the evaluation committee to define selection/evaluation team roles for the procurement process, clarify time and resource commitments, and establish a clear, strategic approach to managing the procurement process.

3.5 RFP Package 4 Deliverable 6
We will develop a draft RFP Package(s) using a proven format that incorporates information pertaining to the history of the project, a high-level description of the City's current environment, desired approach to implementing a new ERP environment, functional and technical requirements, and a structured list of points for vendors to address in their responses. Our project team will also work with the City to develop objective evaluation and scoring criteria to include in the RFP. We will then prepare a scoring matrix to track significant strengths and limitations of each proposal reviewed. Upon completion, we will coordinate a work session with the City's project team to review the draft RFP Package and collect any feedback or additional terms for inclusion before updating to final. We will provide the final RFP to City's project team for distribution through standard channels. For added guidance in distribution, we will provide a list that includes most of the major vendors in the market.

3.6 Vendor Questions, Addenda, and Pre-Proposal Conference Our project team will assist the City's project management team in responding to vendor questions and developing corresponding addenda. Our project team will also coordinate, plan, and lead a pre-proposal session for interested vendors, facilitating the question-and-answer portion of the meeting. We will compile a list of questions raised and prepare suggested responses. These will be provided in a format that the City's project management team can review, revise, and publish as an addendum to the RFP, as determined by procurement staff.

3.7 Proposal Executive Summary Memo and Short-List Identification & Deliverable 7 We will facilitate the proposal review process by analyzing vendor proposals to identify issues, risks, exceptions, omissions, and objections and identifying items for clarification. We will facilitate the proposal review process, and compile findings into a single Proposal Executive Summary Memo. The Memo will identify key areas for consideration by the City's evaluation team related to each vendor's ability to meet the RFP requirements and their alignment with the evaluation criteria within the RFP. This Memo will also include a comparison of vendor responses to the functional and technical requirements.

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We will facilitate a round-one scoring meeting for the City to identify short-listed vendors and items needing clarification. We will meet with the evaluation team to review the proposal summaries, discuss each proposal received, assist in the scoring process, and collect scores to identify the top preferred vendors to invite for demonstrations. We will clarify any open items with these short-list vendors before issuing invitations for demonstrations.

3.8 Vendor Demonstration Agenda and Evaluation Templates We will assist the City's project team in planning vendor demonstration agendas and writing demonstration scripts and developing an evaluation template. We will meet with the City's project team to discuss the format of vendor demonstration scripts. We will develop draft demonstration scripts and provide them to the City's project team for review. After finalizing an approved version, we will provide the appropriate scripts to each vendor in advance of their demonstrations.

3.9 Preferred Vendor Identification 4 Deliverable 8
One of our project team members will attend demonstrations and assist the City's project team with facilitation for a period of up to eight days. Our project team's extensive background in the demonstration process will provide the City's project team with a unique perspective on how to score, prepare, evaluate, and participate in vendor demonstrations.

We will:
• Participate in the second round of vendor scoring immediately following the final demonstration to identify the vendor or vendors that the City's project team should perform its reference checks on. • Assist the City's project team with identifying tasks that should be accomplished prior to meeting at each site visit. We will also coordinate with the City's project team to discuss the suggested approach for the reference checks.
• Participate in the final scoring meeting following the completion of reference checks and site visits. The objective will be to identify a preferred vendor and a second-choice vendor should contract negotiations with the first be unsuccessful. The results will be compiled in a vendor evaluation and scoring report.

3.10 City Council Presentation
We will develop a presentation for the City Council reflecting the City project management team's preferred vendor, along with a summary of the process used to arrive at the identification of the preferred vendor. BerryDunn does not recommend particular systems, but we provide clients with the information, education, and tools needed to feel confident in the decision they make for moving forward with future solutions. We will provide the draft recommendation to the City's project management team, collect feedback, and incorporate any changes before updating to final for use by the project team in making a presentation to the City Council in support of their preferred vendor. The goal of the presentation is to promote buy-in for the project team's chosen option and provide an opportunity for the City Council to ask questions to our team and the City's project team.

3.11 Contract Negotiations and Approval Assistance < Deliverable 9 At the conclusion of final scoring activities, and following the City Council presentation, we anticipate supporting the City with the contract negotiations and statement of work process when and where it will benefit the City most. We have been involved in this process from the client, vendor, and independent consultant perspectives and understand how the associated support needs vary and how the contract impacts the eventual implementation process. In conducting contract approval and negotiations activities,

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we will draw on these experiences to help ensure the City's best interests are met and project goals and objectives are achieved.

Working collaboratively with the City's project team, legal counsel, and preferred vendor, among other stakeholders, we will take part in various activities, including but not limited to:
• Developing a draft contract, using the City's contracting procedures and the vendor's proposal as starting points
• Reviewing the contract documents with the City's project team to help ensure that requirements are clearly defined and to establish that the City agrees to the schedule, implementation process, fee arrangement, scope of services, staff resources needed, vendor resources, data migration and integration plan, deliverables, costs, acceptance criteria, and terms and conditions Participating in negotiations with the preferred vendor Supporting presentation development and delivery to City leadership as it relates to receiving approval and contract execution
Should it become clear at any point during contract approval and negotiations that the preferred vendors solution or contract terms will not meet the needs of the City, we might recommend halting the process with that vendor and commencing efforts with the second-choice vendor.

In recognition of the many variables not yet known related to the contract approval and negotiation timeline and work effort, we plan to commit up to 40 hours, billed as incurred.

TASK IV: PROJECT IMPLEMENTATION
During this phase of the process, we will:

Act as an active advisor to an individual the City designates as the project manager
• Lead select implementation activities we mutually agree upon, likely to include project plan reviews, configuration and analysis support, testing, training, and production cutover support.

4.1 Project Charter 4 Deliverable 10
Based on our initial project planning discussions, we will draft a Project Charter that encompasses the full scope of the City's implementation. This governance document will include a change management plan, stakeholder register, communication plan, risk and issues register, and status report templates. We will provide the Project Charter in draft version to the City and facilitate a remote session with the City's project management team to discuss the documents and collect feedback. We will then update the documents and submit them to the City in final form.

4.2 Review Vendor Implementation Plans 4 Deliverable 11 We will provide an in-depth review of the vendor's implementation plans, including the Project Management Plan and Project Schedule. We will discuss our recommended changes and considerations with the City's project team before communicating requested changes to the vendor. The goal is to collaboratively discuss preferred changes based upon the City's, vendor's, and BerryDunn's collective experience and perspective for the most advantageous end products.

4.3 Project Management Documents < Deliverable 12
Following the review of the vendor's plans, we will develop any necessary supplemental materials we believe to be critical to the City's implementation. These may include further definition of stakeholders,

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risk management, project documentation, and other items. The content areas will be determined by what is included in the vendor's plans, with the goal of removing any redundancies that might cause confusion to project stakeholders. This documentation will be reviewed and confirmed with the City's project team before being put into use.

4.4 Implementation Activities 4 Deliverable 13
One of the keys to project success is enabling the City's teams to take on appropriate roles and responsibilities and to make informed decisions for both implementation and long-term operational success and ownership of the software. Our project management approach is designed with this in mind.

We will provide specialized expertise throughout the project.

Throughout the implementation, we will bring our prior implementation and local government experience to provide a forward-looking perspective, reduce risk, and promote the achievement of the goals and objectives for the project. We anticipate being involved in the following key project management or oversight activities of the implementation, as shown below and on the following pages.

Project Oversight
No Key Implementation Activity Lead Assist
Reviewing the Project Plan and Schedule in conjunction with 1 other project team members
Managing the project scope, deliverables, and timeline with 2 assistance from other project team members
Helping to ensure that the project team stays focused, tasks are 3 completed on schedule, and that the project stays on track Coordinating project tasks with assistance from other project team members
Functioning as the main point of contact for the vendor's project 5 manager, participating in daily project activities (when applicable), and tracking project tasks
6 Facilitating an implementation kickoff meeting
Holding monthly meetings with the City's Executive Committee to update project status and budget status, and to research a 7 verdict on any escalated process decisions that need to be made
Reviewing the project budget, including change orders, and the 8 vendors' contract compliance
Facilitating the City's staffs development of workflow processes 9 for each department
Facilitating the data conversion process with the vendor and 10 City staff
Facilitating the development of software interfaces/integrations with the vendor and City staff

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Project Oversight
No Key Implementation Activity Lead Assist
Working with the vendor and City staff and helping to ensure vendor accountability by:
• Identifying any opportunities to leverage technical
12 enhancements to improve the products and services
delivered to the City
Facilitating the gathering and sharing of any technical information requested by the vendor
Providing risk management, including the following:
• Identifying project risks
Developing mitigation strategies
13 • Communicating project risks to City and vendor staff • Assigning key activities to mitigate or resolve project risks
Providing weekly tracking of the following:
• Reporting of project risks and issues
14 • Recently completed tasks and upcoming project
activities
Providing change management oversight, including the
development and maintenance of a Change Management Plan that may include the following:
• Target State Definition
15 • Change Structure and Governance Approach
• Change Impact Assessment
• Stakeholder (or User) Analysis
• Communication Plan
• Behavior Change Plan
Managing the user acceptance training (UAT) process,
including:
• Reviewing the vendor's test plan and any applicable
test scripts
Providing on-site assessment of testing activities
16 Providing recommendations for modifications to the
testing plan to increase the likelihood of success
Directing City staff in the development of tailored test scripts
• Managing logistics related to scheduling UAT activities • Providing analysis of test results

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Project Oversight
No Key Implementation Activity Lead Assist
• Overseeing regression testing and required
configuration changes
Facilitating oversight of vendor training activities, including:
• Reviewing the vendor's training plan and training
materials
• Overseeing vendor training activities
17 • Providing recommendations for modifications to the training delivery
• Providing feedback on the vendor's training
documentation
18 Providing go-live support

4.5 Project Closeout Work Session
This work session will involve discussing project lessons learned, measuring achievement of project goals and objectives, discussing incomplete implementation tasks, and conducting transition planning for moving to long-term operation of the ERP solution and associated policies and processes. We will document all the items discussed in a Project Closeout Memo.

4.6 Project Closeout Memo < Deliverable 14
Based on the information gathered from our closeout work session, BerryDunn will develop a Project Closeout Memo, which will document lessons learned, compare project outcomes to project goals and objectives, list any remaining action items to conclude the implementation, and identify tasks, roles, and responsibilities for transitioning to operational use of the ERP solution and associated policies and processes.

Anticipated Schedule
As requested in Addendum 1, we are including our anticipated schedule in Section 8.8, Methodology.

8.7 Proposed Scope of Work
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8.8 Methodology
Business Process Improvement
Business process improvement is a central component of many of the projects we conduct and is a core service of our firm. As such, we have developed a methodology that draws upon philosophies and tools from Six Sigma and Lean and elements of other efficiency-based methodologies. Our consultants have an eye toward how things can be done more efficiently and more effectively to better deliver exceptional results. Accordingly, as advisors to the City, our focus during business process improvement will include ongoing, continual assessment of processes, policies, procedures, systems, and workflows, as well as discrete, focused organizational efficiency and efficacy-related activities.

We bring an impartial, objective, and cohesive methodology for gathering information from stakeholders and performing all project activities. Our methodology combines engaging a broad, diverse group of stakeholders in information gathering and iterative discussion, with our project team's independent review, research, and knowledge of the public-sector landscape and industry trends and best practices.

Prior to engaging in activities with stakeholders, our project team requests and performs reviews of relevant project background information so that they have a foundation-and are prepared-for all meetings, making efforts as effective and efficient as possible.

Throughout all project phases, we work collaboratively with stakeholders to understand their perspectives and needs and seek alignment for a unified vision and plan for the future. Determining who we need to work with and how we need to work with them on this project is critically important for project success. For this reason, our methodology includes holding an initial planning meeting immediately after project start to help ensure we have a clear understanding of the stakeholders who need to be involved in the project, the project phases they should be involved in, and the methods of outreach and information gathering that will engage them. Before engaging stakeholders, we will collaborate with the City to agree on a communication plan and recommend an initial message to stakeholders informing them of the project and our involvement. We expect that discussion about stakeholder involvement will be iterative and ongoing, so the topic will be revisited as needed, with a flexible approach to accommodate changes as project Our project team includes experienced facilitators who have the skills and knowledge necessary to establish credibility, build trust, elicit information, encourage collaboration, reach consensus, and develop buy-in with diverse groups of project participants. We design and facilitate information-gathering rocesses that use data and personal knowledge to help assess the current environment. Our projec eam helps ensure fact-finding sessions are highly collaborative and inclusive of all stakeholders. B structuring participation, we are intentional and thoughtful in our approach and help participants align with one another and reach consensus.

Project Management
To help ensure that project objectives are met, and initiation and completion of project work are conducted in a timely manner, each BerryDunn project is led by an experienced project manager who understands and utilizes project management best practices. Our Consulting Services Team employs project management best practices from PMI®'s PMBOK® Guide.

Figure 7 illustrates the standards of project management as defined by performance domains and project delivery principles that are critical for effective delivery of project outcomes.

8.8 Methodology 38
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Figure 7: Performance Domains and Project Management Guiding Principles | PMBOK® Guide Team
Principle-Based Standards
2 Stakeholders • Stewardship
• Team
Life Cycle • Stakeholders
• Value
Planning •Holistic Thinking
Performance Domains Quality
Navigating Uncertainty and Ambiguity • Complexity
Leadership
Delivery •Tailoring
Opportunities and Threats
Performance • Adaptability and Resilience
• Change Management
00 Project Work
Change Management
Stakeholders' willingness to adopt new processes and tools plays a significant role in the success—or failure-of system replacement projects. BerryDunn has observed resistance to change in virtually all our engagements. As such, our project management approach is carefully integrated with change management methodologies to promote buy-in and consensus for the project. We will work with you to proactively address resistance by:
• Engaging stakeholders at the right level throughout the project-from initial planning through implementation—to build understanding for the need for change and gain support from the people who will be using the future solutions and who are most familiar with current processes • Developing and executing a communications
plan that considers the information needs of The Prosci® change each stakeholder group management methodology
• Documenting business processes and working is structured and adaptable, preparing for helping individuals become
with stakeholders to understand how their work
Change willing and able to accept
will be performed in the future environment change.
• Monitoring training activities to help ensure that
users will be prepared on day one ADKAR
We have adopted the Prosci® change management
methodology and trained over 100 consultants to Change • Managine 3 Reinforcine Change become Prosci® Certified Change Practitioners
(CCPs). A central focus of the Prosci® change
management approach is the belief that, in order for Al change to work in an organization, individuals must be
willing to change and understand change. Based on
this belief, Prosci® developed the ADKAR change management approach, defined to the right.

Consistent with the Prosci® methodology, the City can expect our change management approach to involve three stages, as described on the following page.

8.8 Methodology 39
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1: Preparing for Change
Involves developing of change management strategies, based on input from the City stakeholders on the existing environment.
2: Managing Change
Involves overseeing assigned roles and tasks, providing training and coaching, using tools effectively, and executing a clear communication plan.
3: Reinforcing Change
Involves evaluating action plans, reviewing the sustainability of change management activities, and promoting individual and team successes.

The City can be confident in our flexibility while developing and executing our change management approach. We understand that no two engagements are exactly alike, and we believe that one of the primary reasons we have been successful with similar projects is our willingness to be flexible in adapting to our clients' unique needs.

Additionally, according to research conducted by Prosci®, the likelihood of project success increases significantly and in alignment with the level of change management focus applied to the project. Figure 8, below, shows that even small increases in focus on change management, from "poor" to "fair," are likely to have a positive impact on system adoption and project success.

Figure 8: Change Management's Impact on Project Success 15% 42% 76% 94%
Poor change Fair change Good change Excellent change
management management management management
Project Schedule
On the following page, we provide our proposed project schedule for Tasks I - III of the City's ERP system consulting services - assuming a January 2026 project start. We will confirm key project dates in collaboration with the City during the Project Management Phase. We understand that the City would like to begin implementation by June 2027 with full implementation by December 31, 2027, but due to the many unknown factors associated with Task IV, we will provide a time estimate for planning purposes as the City moves closer to system implementation. We plan to review the project schedule developed by the system vendor(s), as the system vendors) are ultimately responsible for creating it. We are committed to getting all tasks completed by the Eden cutoff date.

8.8 Methodology
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Duration l Finish bec '2 an '26eb '2Mar '2Apr 26ay '2 un '26/ul '26Aug '25ep '2Dct '26lov '2Dec '2฿an '27eb '2Mar'2Apr'2)lay '2 un '2ilul '27A ug 25ep '2Dct '2Nov '2Dec '2Jan '2e) Task Name
Task I: Project Management
N. -1.1 Conduct initial project planning. 10 days Mon 12/15/25| Fri 12/26/25

1.2 Develop a Project Management Plan and Schedule. 10 days Mon 12/29/25 Fri 1/9/26 Deliverable DA. Project Work Plan and Schedule 0 days Fri 1/9/26 Fri 1/9/26

1.3 Develop ongoing status updates and communications. 146 days | Mon 12/15/25 | Mon 7/6/26 Deliverable OB. Project Status Updates 0 days Mon 7/6/26 "Mon 7/6/26 Task il: Needs Assessment

2.1 Develop and issue a web survey and an information request and 10 days Mon 1/5/26 Fri 1/16/26 review the results.

2.2 Prepare for and facilitate an onsite kickoff presentation. 1 day Mon 1/19/26 ( Mon 1/19/26

2.3 Facilitate onsite fact-finding meetings. 4 days Mon 1/19/26 Thu 1/22/26

2.4 Facilitate an interface session with City stakeholders 2 days Tue 1/20/26 Wed 1/21/26

2.5 Facilitate an RFP planning meeting with the City's procurement ter 2 days Tue 1/20/26 Wed 1/21/26

2.6 Develop a Needs Assessment Memo. 20 days Fri 1/23/26 Thu 2/19/26 Deliverable 1. Needs Assessment Memo 0 days Thu 2/19/26 Thu 2/19/26 Develop Needs Assessment Presentation 10 days Fri 2/20/26 Thu 3/5/26 Deliverable 2. Needs Assessment Memo Presentation 0 days Thu 2/19/26 Thu 2/19/26 Task III: Procurement Assistance

3.1 Procurement Strategy Memo 5 days Wed 2/25/26 Tue 3/3/26 Deliverable 3. Procurement Strategy Memo 0 days Tue 3/3/26 Tue 3/3/26"

3.2 Develop Preliminary Functional and Technical Requiremente. 9 days Wed 3/4/26 Mon 3/16/26 Deliverable 4. Preliminary Functional and Technical Requirement 0 days Mon 3/16/26 Mon 3/16/26

3.2 Facilitate joint requirements planning (JRP) work sessions. 3 days Tue 3/31/26 Thu 4/2/26 Deliverable 5. Final Functional and Technical Requirements O days Thu 4/2/26 Thu 4/2/26

3.3 Evaluation Committee Orientation 1 day Fri 4/10/26 Fri 4/10/26

3.4 Develop an RFP Package. 15 days Fri 4/3/26 Thu 4/23/26 Deliverable 6. RFP Package 0 days Thu 4/23/26 Thu 4/23/26

3.5 Vendor Questions, Addenda, and Pre-Proposal Conference 1 day Tue 4/28/26 Tue 4/28/26

3.6 Proposal Executive Summary Memo and Short-List Identification 3 days Fri 6/5/26 Tue 6/9/26 Deliverable 8, Proposal Executive Summary Memo and 0 days Tue 6/9/26 Tue 6/9/26 • Short-List Identification
3,7 Vendor Demonstration Agenda and Evaluation Templates 1 day Wed 6/24/26 Wed 6/24/26

3.8 Preferred Vendor Identification 1 day Wed 7/15/26 | Wed 7/15/26 Deliverable B. Preferred Vendor Identification 0 days Wed 7/15/26 | Wed 7/15/26

3.10 Written Recommendation for City Council Presentation 1 day Tue 7/21/26 Tue 7/21/26

3.11 Facilitate Contract Negotiations and Approval Assistance 15 days Mon 7/27/26 Fri 8/14/26 Deliverable 11. Contract Negotiations and Approval Assistance 0 days Fri 8/14/26 Fri 8/14/26 Task IV: Project Implementation 381 days Mon 8/17/26 Mon 1/31/28

4.1 Develop Project Charter 15 days | Mon 8/17/26 "Fri 9/4/26 0 days Fri 9/4/26 Fri 9/4/26
Deliverable 10. Project Charter

4.2 Review Vendor Implementation Plans 15 days Mon 10/12/26 Fri 10/30/26 Deliverable 11. Review Vendor Implementation Plans 0 days Wed 11/4/26 Wed 11/4/26

4.3 Project Management Documents 5 days Thu 11/5/26 Wed 11/11/26 Deliverable 12. Project Management Documents 5 days Tue 12/1/26 Mon 12/7/26

4.4 Facilitate Implementation Activities 294 days Tue 12/8/26 Fri 1/21/28 Deliverable 13. Implementation Activitles O days Fri 1/21/28 Fri 1/21/28

4.5 Project Closeout Work Session 1 day Mon 1/24/28 Mon 1/24/28 .4- •

4.6 Project Closeout Memo 5 days Tue 1/25/28 :Mon 1/31/28 Deliverable 14. Project Closeout Memo 0 days | Mon 1/31/28 Mon 1/31/28 R & Mothadnlomy
Stakeholder Engagement
We bring an impartial, objective, and cohesive methodology for gathering information from the City's stakeholders and performing all assessment activities. Our methodology combines engaging a broad group of stakeholders in information gathering and iterative discussion, with our team's independent review, research, and knowledge of the federal and state child welfare landscape, research, and best practices.

Determining whom we need to work with and how we need to work with them is critically important for project success. For this reason, our methodology includes holding an initial planning meeting immediately after project start to help ensure we have a clear understanding of the stakeholders who need to be involved in the project, the project tasks they should be involved in, and the methods of outreach and information gathering that will engage them. Discussion about stakeholder involvement is iterative and ongoing, and we revisit the topic as needed, using a flexible approach to accommodate changes as tasks progress.

Before engaging stakeholders, we work to help ensure that our clients agree to the communication plan and messaging. We hold a project kickoff meeting with stakeholders to communicate project information, share expectations for their involvement, and provide an opportunity for them to ask questions. We also assist with developing an initial broad-based communication from leadership to stakeholders so that they are aware of the initiative in general and BerryDunn team's involvement, and we assist with ongoing communications throughout the project.

To help ensure we gather comprehensive input from a broad range of stakeholders, we use a multiple- touch, multiple-method approach, as illustrated in Figure 10. Throughout all activities, we work collaboratively with key stakeholders to understand their perspectives and needs and gather ideas for future improvements.

Figure 10: information Gathering ivethods
Web
Surveys
Joint
Requirements Information
Planning Request
Sessions
Business
Direct
Process Observations
Mapping
Targeted
Interviews and
Meetings

8.8 Methodology
-161
Our methodology for performing information gathering includes using the right method for the right audience to get the right type of information. The activities are structured to gather standardized data to facilitate analysis and make meaning of the content relative to the areas of inquiry and interest.

We use a web survey tool, such as SurveyMonkey, to collect stakeholder input-an approach we have used successfully to gather feedback from a broad group of stakeholders in a confidential manner related to topics that cross several domains, such as challenges and opportunities related to policy, practice, training, and technology. We also take the opportunity when possible to perform direction observation of workflows.

BerryDunn has a reputation for being outstanding facilitators. Our proposed project team includes experienced facilitators who have the skills and knowledge necessary to establish credibility, build trust, elicit information, encourage collaboration, reach consensus, and develop buy-in with diverse groups of project participants.

Prior to engaging in activities with stakeholders, our team requests and performs reviews of relevant project background information, so they have a foundation-and are prepared-for all meetings, making the meetings as effective and efficient as possible. Meeting agendas are prepared and distributed in advance of meetings so that stakeholders come prepared, and printed copies are available at all meetings.

Responsibilities of City Staff
Commitment from all project participants is critical to producing a successful outcome; however, we understand that the project participants have regular commitments outside this project. Therefore, we will work as independently as possible, plan and communicate well, and bring in City staff and stakeholders as needed and in a manner that facilitates tangible contributions and results.

Table 3, below, outlines the roles, responsibilities, and estimated time commitments we anticipate from City personnel in Phases I - III. The estimated number of hours is a rough order of magnitude but is dependent on the staffing mix used by the City as well as any decisions related to issuing one or several RFPs.

Table 3: Estimate of Expected Participation of City Personnel Role Description/Responsibilities Hours
Project • Provide executive support, sponsorship, and
Sponsor overall direction and tactical vision for the project Commit/assign resources to the project
• Participate in project kickoff meeting and stress
goals and objectives for the project to City staff
• Provide executive-level decision-making when 8-12
needed and maintain overall responsibility for the
project
Distribute communications, as necessary, that
support the project and provide it with adequate
visibility and priority

8.8 Methodology
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Role Description/Responsibilities Hours
Project • Maintain overall responsibility for the project and Manager act as main point of contact between BerryDunn
and the City
• Circulate deliverables for review and collect
feedback, and provide signoff
• Participate in the project kickoff meeting and stress goals and objectives for the project to City 100 - 120
constituents
• Participate in key work sessions
• Assist in collecting background documentation and
share with BerryDunn in advance of our work
• Provide names and contact information for City
employees involved in project
Project • Provide necessary feedback and subject matter Team expertise to help inform BerryDunn's project
deliverables 30 - 60
• Participate in project meetings and work sessions
Review project deliverables
Subject • Complete the web survey
Matter Provide necessary feedback and subject matter
Experts expertise to help inform BerryDunn's project
deliverables
20-30
• Assist with compiling requested documentation
Participate in related fact-finding meetings, joint
requirements planning sessions, and software
demonstrations
Technical Participate in related fact-finding meetings, joint Team requirements planning sessions, and software
demonstrations 10 - 20
Review project deliverables associated with the
analysis phase

8.8 Methodology
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8.9 Conflict of Interest Statement
BerryDunn has no financial, business, or other relationships that are or would appear to be a conflict of interest with the City to disclose.

8.9 Conflict of Interest Statement 45
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8.10 Excluded or Subcontracted Services
It should be noted we do not intend to subcontract any portion of the City's desired scope of work.

8.10 Excluded or Subcontracted Services
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8.11 Additional Information
Client Satisfaction
We take the quality of our work seriously and aim to exceed clients' expectations of the value and timeliness of our communications, service delivery, and final work products. We strive to assure quality by understanding your expectations, developing a reasonable and achievable project approach, gaining your concurrence on project tasks and timing, and using appropriate staff for each engagement.

To help measure client satisfaction, BerryDunn hires an independent firm to conduct an annual client satisfaction survey. The results of our 2024 survey show a high level of client satisfaction, with the following key metrics from the survey:

Overall Satisfaction
More than 9 out of 10 clients report satisfaction with their most recent experience working with BerryDunn.
92% 92% 91%
are satisfied with their would likely recommend see strong knowledge most recent services us to their peers of their business Quality of Work and Value of Advice
More than 9 out of 10 clients report satisfaction with:
• The timeliness of BerryDunn's consulting services.
• The thoroughness of BerryDunn's work and deliverables provided. . BerryDunn's industry- and organization-specific knowledge and expertise. • BerryDunn's ability to minimize disruptions and lead time given to respond to requests.

Differentiators
More than four out of five clients say organization-specific expertise and breadth of services are what differentiates BerryDunn the most from other firms.

We also measure success by our ability to consistently meet or exceed clients' expectations. About 70% of our consulting work comes from repeat business with clients, which is a testament to clients' satisfaction with our services and work products.

8.11 Additional Information
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Attachment A: Vendor Application Form

ATTACHMENT A

VENDOR APPLICATION FORM
TYPE OF APPLICANT: NEW • CURRENT VENDOR
Legal Name of Business Entity: Berry, Dunn, McNeil & Parker, LLC Corporate Mailing Address: 2211 Congress Street
City, State, and Zip Code: Portland. Maine 04102
Business Phone Number: (207) 541-2200
Contact Person for Agreement/Title: Ryan Doil. Principal E-Mail Address: [email protected]
Contact Person for Proposals/Title: Ryan Doil. Principal E-Mail Address [email protected]
The business is (check one):
_ Non-Profit I For Profit
The business is (check one):

Corporation V Limited Liability Company
Partnership • Limited Partnership
Individual • Sole Proprietorship
State the names of the individuals/officers who can sign an agreement on behalf of the business and whether one or more individuals/officers must sign.

Can Sign Must Sign
Name: See Attached Listing •
Name: • •
Name: • •
City of Blythe
Request for Proposals
ERP System Consulting Services
48 Attachment A: Vendor Application Form
-161
BerryDuan Entity Summary as of September 2025
Berry, Dunn, McNeil & Parker, LLC
Formation: 2/9/1999; Tax ID # 01-0523282)
Professional Limited Liability Company
Managers & Directors: Sarah L. Belliveau, C.P.A.

Jason Fournier, C.P.A
Seth Hedstrom
Kathy L. Parker, C.P.A.

Seth E. Webber
Officers: Sarah L. Belliveau, C.P.A., CEO
ason Fournier, C.P.A, Vice Presiden
eth Hedstrom. Vice President
Kathy L. Parker, C.P.A., Vice President & Chair
Seth E. Webber, Secretary
David A. Erb, C.P.A., Treasurer
Members Percentage Interest
Sno L. Barry, C.P.A. 2.7777
Nicole Y. Benel 2.7777
Sarah L. Belliveau, C.P.A. 2.7777
Renee Bishop, C.P.A. 2.7777
William H. Brown, C.P.A. 2.7777
Tammy J. Brunetti, C.P.A. 2.7777
Michel T. Caouette, C.P.A 2.7777
Eduardo G. Daranyi 2.7777
Todd J. Desjardins, C.P.A. 2.7777
Ryan Doil 2.7777
Jennifer Elwood 2.7777
David A. Erb C.P.A. 2.7777
Jason Favreau, C.P.A. 2.7777
Jason Fournier, C.P.A. 2.7777
Seth Hedstrom 2.7777
William S. Kalinowski, C.P.A. 2.7777
Julie A. Keim, C.P.A. 2.7777
Charles K. Leadbetter, III 2.7777
Matthew Litz, C.P.A. 2.7777
Tammy P. Michaud, C.P.A. 2.7777
Brandon L. Milton 2.7777
Lisa Openshaw, C.P.A. 2.7777
Dimitrios Panacopoulos, C.P.A. 2.7777
Kathy L. Parker, C.P.A. 2.7777
Attachment A: Vendor Application Form
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Danielle Pelletier 2.7777
Kevin Price 2.7777
Susan Prior 2.7777
William A. Richardson 2.7777
Leah Shanahan, C.P.A. 2.7777
Robert S. Smalley, Ill, C.P.A. 2.7777
Charles D. Snow 2.7777
Lisa Trundy-Whitten, C.P.A. 2.7777
Daniel T. Vogt 2.7777
Tyler Waldrupe, C.P.A. 2.7777
Linda L. Warthen, C.P.A. 2.7777
Seth E. Webber 2.7777
Principals

1. Regina Alexander

2. Peter Alfrey

3. Divyakumar Arulsamy

4. Peter Grant Ballantyne, C.P.A.

5. Katharine E. Balukas, C.P.A.

6. Olga V. Gross-Balzano, C.P.A.

7. Sno L. Barry, C.P.A.

8. Nicole Y. Benel

9. Sarah L. Belliveau, C.P.A.

10. Christa Bernacchia

11. Shea Berry-Brennan

12. Renee Bishop, C.P.A.

13. William H. Brown, C.P.A.

14. Tammy J. Brunetti C.P.A.

15. Joseph R. Byrne, C.P.A.

16. Michel Caouette, C.P.A.

17. Andrea J. Colfer, C.P.A.

18. Kristin Courtemanche, C.P.A.

19. Tucker X. Cutter

20. Eduardo G. Daranyi

21. Scott Davis, C.P.A.

22. Kati A. Denham, C.P.A.

23. Todd J. Desjardins, C.P.A.

24. Ryan Doil

25. Mary Dowes, C.P.A

26. Christopher S. Ellingwood

27. Jennifer Elwood

28. William G. Enck, C.P.A.

29. David A. Erb, C.P.A.

30. Jason Favreau, C.P.A.

Attachment A: Vendor Application Form
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31. Jason Fournier, C.P.A.

32. Melody Mann Fox, C.P.A.

33. Gary Glassman, C.P.A.

34. Jonathan Grace

35. Ryan Gough, C.P.A.

36. Valerie Hamilton

37. Jason K. Hargrove

38. Seth Hedstrom

39. William S. Kalinowski, C.P.A.

40. Julie A. Keim, C.P.A.

41. Lisa Kennedy

42. Kaylyn M. Landry, C.P.A.

43. Mark R. LaPrade, C.P.A

44. Charles K. Leadbetter, III

45. Robert Leonard, C.P.A.

46. Matthew Litz, C.P.A.

47. Michael Mastroianni, C.P.A.

48. Yoko H. McCarthy

49. Barbara J. McGuan, C.P.A.

50. Tammy P. Michaud, C.P.A.

51. Brandon L. Milton

52. Christopher M. Mouradian, C.P.A.

53. Lisa Openshaw, C.P.A.

54. Dimitrios Panacopoulos, C.P.A.

55. Lisa M. Paradis

56. Emily B. Parker, C.P.A.

57. Kathy Parker, C.P.A.

58. Danielle Pelletier

59. Kristen Perry, C.P.A.

60. Kevin Price

61. Susan Prior

62. Jodi Reynolds, C.P.A.

63. William A. Richardson

64. Jeffrey A. Ring, C.P.A.

65. Zachary J. Rioux

66. Denny R. Roberge

67. Douglas J. Rowe

68. Cameron A. Scott

69. Leah Shanahan, C.P.A.

70. Robert S. Smalley, III, C.P.A.

71. Charles D. Snow

72. Julianne A. Sullivan

73. Lisa Trundy-Whitten, C.P.A.

74. Daniel T. Vogt

75. Tyler Waldrupe, C.P.A.

76. Ryan T. Warren. C.P.A.

77. Linda L. Warthen, C.P.A.

78. Seth E. Webber
Attachment A: Vendor Application Form
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Attachment B. Addenda
Blythe

CITY OF BLYTHE

FINANCE DEPARTMENT
Enterprise Resource Planning (ERP) System
Date: November 10, 2025
To: All prospective bidders
ADDENDUM No. 1
This addendum shall be considered part of the Plans, Specifications, and Contract Documents

1. I have noted per FedEx.com that priority overnight delivery has a commit time of 5pm.

I am wondering if you can confirm that the City would still be open to receive our package should it arrive at 5pm? For example, the City's RFP is due on Wednesday, November 19t by 2:00pm. If I ship our proposal on Monday, November the 17% as a priority overnight, it may not arrive until 5pm on November 18t - will the City still be open to receive it?
Deadline to submit proposals has been amended to no later than 2:00 PM on Friday, November 21, 2025.

2. The RFP asks the consultant to interview staff from departments that include Police, Public Works, Utilities, Community Development and Parks and Recreation, please ciarify if the intended scope of the desired ERP incides more special-purpose functions such as:

The proposer is expected to conduct a needs assessment and make recommendations to address gaps in business processes within all departments of the City.

Implementation will be evaluated based on feasibility and cost analysis. a. Police/fire/emergency medical services scheduling, dispatching, or other functions requiring made-for-purpose system.

The ERP will not include emergency services scheduling or dispatching. During the needs assessment the proposer will be expected to evaluate and identify gaps department such as but not imited to animal conto lensing an ham perat ting. b. Utility Billing
Yes, all functions as it relates to the billing of City provided Water, Sewer and Sanitation Utility's will be included.

License management
Yes, license management is expected to be included. The City currently manages its own business licensing and animal control licensing.

Attachment B. Addenda
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d. Revenue management (e.g., tax billing & collections) Yes, revenue management is expected to be included. The City currently manages its own TOT Tax and Cannabis Tax.
e. Land management
The City does not currently utilize land management software. However, the proposer is expected to conduct a needs assessment and make recommendations to address gaps in business processes. Implementation will be evaluated based on feasibility and cost analysis.
f. Permits, inspections, and code enforcement
Yes, the City currently uses TraKit for these functions. The software version the City is currently utilizing is no longer supported and has compatibility issues. Along with the replacement of Eden this will be a priority.
g. Any business functions besides finance, general accounting, procurement, payroll, human resources, and benefits administration
Budget preparation and management, contract management, and fixed asset management.

Does the City have any expectations regarding on-site presence by the consulting team for this project (if so, please elaborate)? Or is the delivery mode for these services (remote, on-site, hybrid) left up to the consultants to propose as part of their approach? The City expects a hybrid approach. Some tasks will be better facilitated on-site, whereas other services can be facilitated remotely. Proposers should propose as part of their approach using both remote and on-site visits.

4. Regarding Task II, Needs Assessment - Item #7: Would the City please elaborate on the expectations surrounding the scope involved in the task "Product and module reviews and recommendations"? Is this in relation to the assessment and identification of potential gaps in the use of the Tyler Eden system?
Yes, the City expects the proposer to conduct a review, identify and make recommendations for potential gaps in software. This will include gaps with the use of Eden, modules within Eden, TraKit, Quadrant, and other standalone software for core business processes.

Does the City have a planned budget, or budget range, for this project - specifically for Tasks | - III? If so, can this be shared?
Attachment B. Addenda 53
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The City has appropriated $200,000 in the FY 2025-2026 Budget towards the consultant-portion of work that may be used for costs associated with any of the tasks outlined in the RFP.

6. The City has a $200,000 line item planned for financial system upgrades. Is that the amount budgeted for the consultant-portion of the work, and if so, which tasks specifically?
Yes, the City has appropriated $200,000 in the FY 2025-2026 Budget towards the consultant-portion of work that may be used for costs associated with any of the tasks outlined in the RFP.

Is the City agreeable with proposers identifying certain tasks to be conducted onsite, while others may be remotely facilitated (example: Task III, Item #7)? Yes, the City expects a hybrid approach. Some tasks will be better facilitated on-site, whereas other services can be facilitated remotely. Proposers should propose as part of their approach using both remote and on-site visits.

8. Does the City envision developing and issuing a single RFP for a future ERP system (financial management, HR/Payroll) including utility billing and licensing, or, does the City envision separate RFPs for core ERP and utility billing? The City envisions developing and issuing a single RFP.

Has the City secured funding, or identified a potential funding source, for the subscription fees and software providers' implementation fees, for the future ERP solution?
Yes, the City's General Fund and Enterprise Funds will be the funding source.

10. Regarding the proposal format, a schedule with key deliverables and tasks is required in both the Proposed Scope of Services and Methodology sections. Could the City clarify which section it would like the proposed schedule? Include in the Methodology Section.

11. As it relates to Page 22, Section 5.0 Insurance, 5.1 Minimum Scope and Limits of Insurance, would the City allow a vendor to use its umbrella liability insurance to augment any commercial general liability or automobile liability insurance? Yes.

Attachment B. Addenda
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12. Has the City started evaluating any ERP systems for this project? a. If so, what systems are currently being evaluated?
No, the City has not begun any evaluations of ERP systems or software options

13. Has the City determined a timeline for the implementation? Eden has a sunset date of March 2027. After this date, the City may continue to use the system, however it will no longer receive updates, support, or security patches. The version of TraKit the City currently uses is no longer supported and has compatibility issues. Implementation phase of the project should begin no later than July 1, 2027, with full implementation by December 31, 2027.
a. Given that the implementation timeline is largely determined by the ERP vendor that is selected, how does City prefer that we estimate implementation services? Proposer should provide a proposed project schedule demonstrating meeting the City's implementation target date of December 31, 2027. Proposers may include information within the project schedule identifying challenges, such as vendor delays, that may impact the project implementation deadline.

14. We want to try and propose services that will work best for the City. Has a budget been developed for the project?
a. What is the ERP vendor software and services budget? The City does not currently have a specific budget for the ERP vendor software.

The City intends to assess feasibility and cost during the needs assessment. The budget for this portion of the project will be developed at that time. b. What is the System implementation services budget?
Budget for software vendor costs associated with software implementation of the project has not yet been established.

15. Is there an incumbent vendor that has already performed any preliminary work for this project? If so, are you able to share the name of the firm and the general work that was performed?
No vendor has performed preliminary work on this project.

Are we able to provide pricing for the system selection only and hourly rates for the implementation?
As stated in Section 8.12 of the RFP the City wishes to negotiate all-inclusive maximum price for all tasks as outlined in the Scope of Services. If additional work or tasks are Attachment B. Addenda 55
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recommended; proposers should provide the required information separately but include the pricing information as part of the fee proposal.

17. Please confirm the ERP/Eden replacement scope for this project includes applications Finance, Human Resources, Payroll, and Utility Billing. The Background section of the RFP lists "licensing" is part of Eden. Can you expand on what "licensing" is? Yes, the ERP will include Finance, Human Resources, Payroll, and Utility Billing. The City currently manages its own business licensing and animal control licensing. al departments of the Giommendations to address gaps in business processes within

18. Where should we place Attachment A and the Resolution in our document response? This can be outlined within the Table of Contents and included after Additional Information.

Please sign the acknowledgement and return this Addendum with your proposal.

END OF ADDENDUM NO. 1
City of Blythe
Chiiste . Elus
Christa Elms, Finance Director
Acknowledgement of Receipt
ADDENDUM NO. 1
Signature of Bidder
Ryan Doil, Principal
Attachment B. Addenda 56
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Appendix A. Resumes
Ryan Doil, MBA, Prosci® CCP, CPPB,

NIGP-CPP

PRINCIPAL / PROJECT PRINCIPAL
Berry, Dunn, McNeil & Parker, LLC
Ryan Doil brings more than five years of experience working in a federal procurement role and 16 years working with the public sector. Through this work, Ryan offers a valuable perspective on the effective oversight of complex, multi-organizational government information systems management, procurement processes and EDUCATION AND compliance, and organizational change.

CERTIFICATIONS

PROJECT EXPERIENCE
MBA, University of Southern Engagement Management: Ryan has managed numerous software Maine
system projects for BerryDunn clients, including two current BA, Political Science and engagements with clients migrating from legacy Tyler ERP products, as History, Univ. of Vermont well as numerous others. In addition, Ryan has been involved as a project manager on several multiyear software system implementation Prosci® Certified Change projects. Ryan is skilled in managing the challenges and constraints for Practitioner complex, enterprise-wide projects.

Certified Professional Public ERP System Selection and Implementation: Ryan has extensive Buyer (CPPB) experience leading organizations through ERP system assessment and selection projects. In each, Ryan has worked with all stakeholder groups Certified Procurement to confirm current environment challenges and business drivers for the Professional (NIGP-CPP) project, document future system requirements, and lead the client AFFILIATIONS AND through a collaborative and structured system evaluation process.

MEMBERSHIP
ational Institute o
NIP), met Procuremer

SELECT CLIENTS
City of Avondale, AZ
City of Corona, CA
City of Fountain Valley, CA
City of El Monte, CA
City of Irvine, CA
City of Novato, CA
City of Redding, CA
Cosumnes Community
Services District, CA
Appendix A. Resumes
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David Ledbetter, PMP® , Prosci® CCP

SENIOR MANAGER / ENGAGEMENT MANAGER / FINANCE
SME
Berry, Dunn, McNeil & Parker, LLC
David Ledbetter is a senior manager in our Local Government Practice EDUCATION AND management and requirements development, as well as accounting CERTIFICATIONS technology and government finance as finance administrator for Whitman County, Washington.

BBA, Finance, Eastern
Washington University PROJECT EXPERIENCE
Certified Project System Assessment, Selection, and Implementation: David is an active Management Professional® engagement and project manager on enterprise-wise projects, focusing on (PMP®) system selection and implementation. His experience encompasses the full system life cycle—needs assessments, requirements definition, RFP Prosci® Certified Change development, contract negotiations and implementation. His experience Practitioner includes delivering high-quality knowledge transfer services to clients, allowing them to use complex software products efficiently and effectively to SELECT CLIENTS achieve daily operations.

City of Alameda, CA
Business Process Analysis: As an engagement and project manager with City of Auburn, WA
BerryDunn, and in prior roles as an implementation consultant and project City of Corona, CA manager with Tyler Technologies, David partnered with clients to gain a City of El Monte, CA comprehensive understanding of business processes and technical City of Fountain Valley, CA requirements to help ensure that system functionality addressed all client needs. His experience includes current environment assessments and City of Helena, MT existing data documentation analyses and has resulted in his ability to City of Irvine, CA identify challenges with existing processes and provide recommendations.

City of Livermore, CA Vendor Marketplace Research: David brings knowledge of the vendor City of Long Beach, CA marketplace and a structured approach to conducting research to help City of Mercer Island, WA
City of Oxnard, CA
City of Redding, CA
City of Richland, WA

PUBLICATIONS AND PRESENTATIONS
City of San Leandro, CA
City of Santa Cruz, CA Breaking Down Change Resistance 2025 CSMFO Annual Conference City of Snoqualmie, WA A New ERP System: Magic or Headache? 2024 CSMFO Annual City of Woodbury, MN Conference
Santa Cruz County, CA
Appendix A. Resumes 58
-17,
Tammie Warren, PMP® , ITIL®4

SENIOR CONSULTANT / PROJECT MANAGER
Berry, Dunn, McNeil & Parker, LLC
EDUCATION AND with a passion for problem solving and delivering solutions and CERTIFICATIONS experience with working with cross-functional teams and facilitating the successful execution of project objectives and milestones.

BS, Business Administration
and Accounting, University of PROJECT EXPERIENCE
Phoenix
Project Management: Tammie recently supported the City of Woodbury, Certified Project Minnesota in its ERP conversion and upgrade project, providing project Management Professional® management oversight and guiding business process adoption and user (PMP®) Project Management acceptance testing to help ensure successful implementation and Institute® alignment with organizational goals. Tammie also recently completed work with the Jefferson County School District in Colorado, where she Information Technology played a key role in their ERP system replacement engagement and Infrastructure Library (ITIL) business process improvement initiative driving a well-defined roadmap v4 Foundations Certified for process improvement, enabling the client to address process gaps, enhance operational efficiency, update policies, and impiement targeted SELECT CLIENTS technology enhancements to achieve their desired future state.

City of Corona, CA
During her time in the public sector as director of business information City of Denton, TX systems for IDEA Public Schools in Texas, Tammie provided ERP City of Irvine, CA project management for highly complex systems and integrations, City of Rowlett, TX analysis and design for multifaceted business operations, system governance and security management across applications, identifying City of Woodbury, MN
and executing system enhancements, upgrades, and testing in alignment Coachella Valley Association with business deadlines.
of Governments, CA
Cosumnes Communit System Selection: With over a decade of experience, lammi services District, CA ossesses extensive knowledge in the selection and implementation ( Morrow County, OR large-scale enterprise systems. She specializes in understanding unique needs of clients and leveraging her skills to analyze business processes, Skamania County, WA
Sonoma County, CA
Washington County, WA
Appendix A. Resumes
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Michelle Graham, MBTI® , CPM, LSSGB

SENIOR CONSULTANT / BUSINESS ANALYST AND HR /

PAYROLL SME
Berry, Dunn, McNeil & Parker, LLC
Michelle Graham is a senior consultant in the Local Government Practice Group. She has experience managing and executing various types of projects and initiatives while maintaining a constant focus on organizational development and HCM. Prior to joining BerryDunn, Michelle held various leadership roles for the City of Pearland, Texas for more than 20 years. Her experience includes six years of as EDUCATION AND director of human resources and more than 15 years of parks and CERTIFICATIONS recreation leadership. She has a proven track record in employee retention and has earned multiple departmental and individual awards MS, Recreation and Leisure for her initiatives. She utilizes her professional skills, abilities, ethics, Studies, Southern
experience, and education to focus on the clients' needs and provide Connecticut State University for meaningful work.

BA, Speech Communication, PROJECT EXPERIENCE
Sam Houston State
HCM/Payroll: During her tenure with BerryDunn, Michelle has provided University
project management services for numerous public-sector clients, including Certified Myers-Briggs Type system selection and implementation projects for both financial and HCM Indicator® (MBTI®) software systems. In the public sector, Michelle initiated employee Practitioner and Trainer engagement efforts over three years, resulting in her employer being recognized as a Top Workplace in 2019. Additionally, she kickstarted Certified Public Manager multiple successful development programs to grow staff through low-cost (CPM) professional development opportunities. With an eye for growth and career advancement, Michelle has mentored and coached many employees Lean Six Sigma Green Belt resulting in their growth and career advancement while serving as director Certified (LSSGB) of human resources. In addition, she initiated and created multiple SELECT CLIENTS engagement opportunities for staff at various levels, including a women's affinity group; a Lean process improvement team; and an employee City of Bettendorf, IA recognition team. Over the course of two years, she increased the retention City of Irvine, CA rate of seasonal employees from 8.7% to 30.4%.

Klickitat County, WA
MAPA Omaha, NE
Washington County, OR
Waukesha County, WI.

OCM: Michelle uses her background in HCM to help clients embrace Appendix A. Resumes
-171
Emma Brown

CONSULTANT / BUSINESS ANALYST
Berry, Dunn, McNeil & Parker, LLC
Emma Brown is a consultant in BerryDunn's Local Government communication skills enable her to convey complex information EDUCATION AND effectively.

CERTIFICATIONS
BS, Finance, Arizona State PROJECT EXPERIENCE
University Business Analysis: As a business analyst, Emma supports system Certificate, International selection engagements by assessing current environments, developing Business Studies, Arizona requirements, and forming recommendations across functional areas.

State University She contributes to needs assessments, work plans, and strategic visioning presentations. Her analytical skills help bridge technical and SELECT CLIENTS operational perspectives, helping to ensure solutions are tailored to client City of Amarillo, TX needs.

City of Auburn, WA Client Engagement and Communication: Emma brings skills in client- facing communication, drafting compelling materials that support City of Bettendorf, IA decision-making and project transparency. She authors executive City of Milpitas, CA summaries, stakeholder presentations, and internal memos that distill City of Redding, CA compiex information into actionable insights. Her writing supports alignment across departments and reinforces trust in the consulting City of Surprise, AZ
City of Tempe, AZ System Implementation: Emma has contributed to Finance, HCM, CVAG, CA ERP, and customer information system (CIS) implementations for local Coachella Valley Water government public-sector clients. She helps define program scope, District, CA stakeholder roles, and success criteria, and authors documents that guide implementation phases and governance structures. Emma also Cosumnes Community
Services District, CA supports OCM efforts across client departments. Her work emphasizes the importance of cross-system alignment and operational scalability.

Jefferson County Public
Schools, CO
Appendix A. Resumes 61
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Shaunteria Brown, PMP® , CSM® , CSPO®

CONSULTANT / BUSINESS ANALYST
Berry, Dunn McNeil & Parker, LLC
Shaunteria Brown is a consultant at BerryDunn with over five years in digital marketing, business analysis, and project coordination Shaunteria is skilled in process documentation, requirement management, and risk mitigation. She has delivered quality results under tight deadlines, optimized workflows, and collaborated cross- EDUCATION AND functionally.

CERTIFICATIONS PROJECT EXPERIENCE
BS, Information System Implementation: Shaunteria brings several years of Technology, Florida implementation experience, from designing SaaS-based regulatory Agricultural and management solutions to helping ensure seamless integration, Mechanical University enhancing user experience for long-term client satisfaction, and boosting project implementation efficiency. In her work she has improved cross- Project Management unctional communication and transparency, facilitated smooth transitions Professional (PMP®) from legacy systems, increased adoption rates, and delivered comprehensive post-implementation training.

Certified Scrum Master
(CSM) Local Government: Shaunteria served as a business analyst with Seminole County, Florida where she orchestrated cross-departmental Certified Scrum Product
projects with IT, aligning technology solutions with departmental needs Owner (CSPO) and improving project timelines by 15%, directly enhancing service delivery for County residents. She spearheaded workshops with SELECT CLIENTS stakeholders, capturing requirements within 21 days to develop Initial Coachella Valley Water Business Analyses (IBAs) that include change driver, cost, constraints, District, CA risk, benefits, assumptions and a proposed timeline. She also achieved a 41% improvement in system integration for county operations by mapping current and future workflows in Visio and producing a user manual that reduced training time by 30% Shaunteria created detailed functional specifications and business cases, accelerating decision- making by 23% for key IT projects, which led to faster implementation and reduced bottlenecks in critical workflows.

Appendix A. Resumes 62
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Austin Nichols, MBA

MANAGER / COMMUNITY DEVELOPMENT SME
Berry, Dunn, McNeil & Parker, LLC
Austin Nichols is a manager in our Local Government Practice managing project risks and issues, and providing transparent EDUCATION AND communication throughout the life cycle of the effort. Austin has CERTIFICATIONS led several process improvement projects for building and permitting departments. He has successfully managed the MBA, University of Texas implementation of large-scale projects, including enterprise Arlington resource planning (ERP) and computer-aided dispatch (CAD)/record Bachelor's degree, Texas management systems (RMS), developed a mobile app to connect Tech University citizens to city services, and led a Work Smarter initiative to reduce cost and increase the efficiency of utility and public works

SELECT CLIENTS
departments.

City of Irvine, CA

PROJECT EXPERIENCE
City Aventura, FL
Community Development: Austin has led several process improvement City of Amarillo, TX projects for building and permitting departments. These projects involved City of Arlington, TX assessing the use of software for diagramming, planning, permitting, and City of Big Spring, TX plan review. As a result, Austin excels at developing action plans through understanding stakehoider requirements, seiting goais with measurabie City of Denton, TX outcomes, managing project risks and issues, and providing transparent City of Frisco, TX communication throughout the life cycle of the endeavor. Austin has served as project manager for community development system projects City of Lubbock, TX with the Cities of Tempe and Scottsdale, Arizona and Kern County, City of Nowalk, CT California.

City of Plano, TX Business Analysis Project Management: Austin managed the City of Scottsdale, AZ implementation of an ERP software project including finance, human City of Stillwater, OK
City of Tempe, AZ
City of Weatherford, TX
Jefferson Parish, LA
Kern County, CA
Severage Derico, an
Metropolitan Government
of Nashville and Davidson
Appendix A. Resumes 63
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Kate Offerdahl-Joyce, NIGP-CPP

MANAGER / PROCUREMENT LEAD
Berry, Dunn, McNeil & Parker, LLC
Kate Offerdahl-Joyce is a manager in the Local Government Improvemen and romenator gemention arge anayas.

With a strong background in project management, Kate has hands- on experience working with a wide array of teams and organizations EDUCATION AND to improve business processes to be more efficient, user-friendly, CERTIFICATIONS and time- and cost-effective. Kate is also a National Institute of BA, History, University of Governmental Purchasing Certified Procurement Professional.

MN - Twin Cities PROJECT EXPERIENCE
Master's Certificates in Government Procurement: Kate has over 13 years of experience with Government Contracting, state and local government procurement. This experience includes RFP Commercial Contracting writing, vendor evaluation, and response development. They also are and IT/Information Security well-versed in Procurement, reporting, and process improvement. While Project Management, the IT Project Manager for National Association of State Procurement Villanova University Officials (NASPO) ValuePoint, they worked with many public-sector National Institute of offices, departments, and organizations, leading the implementation of a national Procurement SaaS solution, improving business processes, Governmental Purchasing
and supporting onboarding and training activities.

Certified Procurement
Professional (NIGP-CPP) System Selection: Kate has assisted numerous BerryDunn clients with market research and benchmarking, RFx development analysis, spend SELECT CLIENTS analysis and cost reduction, and contract management and negotiation.

City of Amarillo, TX They are all well-versed in supplier performance evaluation and vendor management and relationship building.

City of Auburn, WA
Business Process and Operational Assessment: Kate helps both City of Cedar Falls, IA small and large-scale local government clients with procurement process City of Corona, CA analysis, procurement policy review and development, and process City of Irvine, CA
City of Livermore, CA
City of Redding, CA
City of Santa Cruz, CA
Pens and wide sa King They have wore in vapers capacites.

City of San Leandro, CA
development is their projects, ana grand engagemes and a do all Appendix A. Resumes
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"BerryDunn" is the brand name under which Berry, Dunn,
McNeil & Parker, LLC and BDMP Assurance, LLP,
independently owned entities, provide professional services in an alternative practice structure in accordance with the AICPA Code of Professional Conduct. BDMP Assurance,
LLP is a licensed CPA firm that provides attest services, and Berry, Dunn, McNeil & Parker, LLC, and its subsidiary
entities provide tax, advisory, and consulting services.

The entities falling under the BerryDunn brand are
independently owned and neither entity is liable for the services provided by the other entity. Our use of the terms "our firm" and "we" and "us" and terms of similar import denote the alternative practice structure of Berry, Dunn, McNeil & Parker, LLC and BDMP Assurance, LLP.

This proposal is the work of Berry, Dunn, McNeil & Parker LLC and is in all respects subject to negotiation, agreement, and signing of specific contracts.
©2025 BerryDunn | All rights reserved.
berrydunn.com
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CITY OF BLYTHE
Blythe CITY COUNCIL MEETING

STAFF REPORT
MEETING DATE: April 14, 2026
SUBJECT: Fiscal Year 2025-2026 Mid-Year Financial Report and Budget Amendments PRESENTED BY: Christa Elms, Director of Finance
PREPARED BY: Christa Elms, Director of Finance
RECOMMENDATION: It is recommended that City Council:

1. Receive and file the Fiscal Year 2025-2026 Mid-Year Financial Report.

2. Adopt Resolution No. 2026-004 amending Fiscal Year 2025-2026 Budget.

3. Approve the recommended budget amendments as detailed in Exhibit A of resolution.

FISCAL IMPACT: The fiscal impacts of the proposed budget amendments are identified in Exhibit A attached to the Resolution.

BACKGROUND: It is standard practice to conduct ongoing reviews of the annual budget.

Since the approval of the fiscal year 2025-2026 budget on June 10, 2025, staff have consistently monitored revenue and expenditure performance. This systematic review has highlighted the necessity to amend certain existing revenues and appropriations to accommodate recent changes.

These recommendations are intended to promote sound fiscal management and ensure that the City's financial operations are both transparent and accountable. By adopting the proposed amendments, City Council can proactively address revenue shortfalls and expenditure variances, thereby safeguarding the City's financial stability while supporting essential public services.

STAFF REPORT: The accompanying Financial Report offers an analysis of the initial six months of the City's fiscal year 2025-2026 budget. It presents recommended adjustments to revenue estimates and appropriations, with particular emphasis on the General fund.

GENERAL FUND
The General fund serves as the main revenue source and operating fund for many of the services the City provides. These services include public safety, street maintenance, community services, parks and recreation. Additionally, the budgets for the City Council, City Manager's office, City Attorney, and Finance are supported by the General fund. The funding for these activities comes primarily from general tax revenues, including sales and property taxes, vehicle-in-lieu fees, transient occupancy tax, franchise fees, charges for service, and licenses and permit fees.

Revenue - Revenue estimates for the General fund are prepared before the start of the fiscal year, utilizing historical data, observed trends, and actual receipts. Tax revenues constitute the largest portion of the General fund, with 72% of the City's revenue sourced from sales and property taxes, vehicle in-lieu fees, and transient occupancy tax. Sales tax, in particular, accounts for 35% of General fund revenue.
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Revenues typically trend below 50% at mid-year. This is primarily due to the timing of actual receipts for sales and property tax revenue, resulting in an average of approximately 30% of revenue received by mid-year. As of December 31, 2025, the City's General fund has received $4.9 million, which represents 31% of budgeted revenues. Based on current trends and available information, total revenue for the fiscal year is anticipated to reach about $15.1 million (excluding aberrations), or 6% below the adopted budget. The primary factors contributing to this shortfall are lower-than-expected building permit fees and sales and transient occupancy tax revenue.

According to updated forecasts from the consultant and review of the City's budget-to-actual performance, sales tax revenue is projected to end the fiscal year 10% below budget. This includes a combined projected shortfall of $475,000 for Bradley Burns and Measure K.

Excluding reporting anomalies, Blythe's actual sales from July through September 2025 were down 7.3% compared to the same period in the previous fiscal year. Measure K collections declined by 5.4%. Most major business groups in Blythe experienced a decrease during the first quarter of the fiscal year compared to the prior year, with autos and transportation group taking the biggest hit. In contrast, Riverside County taxable sales increased by 2.4% and the Southern California region saw growth of 1.8% over the same timeframe.

Detailed information regarding the revenue budget and mid-year actuals for each major General fund revenue category through December 31, 2025, is provided in Table 2 of the attached Financial Report.

Departmental Operating Expenditures - Operating expenditures for each department are closely monitored throughout the fiscal year to ensure spending remains within budgeted limits.

At the midpoint of the fiscal year, departmental operating expenditures should align closely with 50% of the annual budget, although spending patterns can vary between departments. Gèneral government expenses often surpass the 50% mark at mid-year, primarily due to lump-sum payments for pension liabilities and debt obligations. As of December 31, 2025, General fund expenditures amounted to $8.8 million, representing 55% of the adopted budget. On average, departments have utilized 45% of their approved budgets by mid-year. Overall, projections indicate that General fund operating expenditures (excluding aberrations) will conclude the fiscal year 5% below the adopted budget.

A detailed breakdown of the expenditure budget and mid-year actuals for each General fund department, as of December 31, 2025, can be found in Table 3 of the attached Financial Report.

GENERAL FUND BUDGET AMENDMENTS
Budget-to-actual comparisons are vital for monitoring financial health and guiding fiscal strategy. Regular assessments help identify discrepancies early, enabling timely adjustments to revenue and expenditure projections. This proactive approach ensures the City remains responsive to changing economic conditions and maintains a balanced budget throughout the fiscal year.

During the mid-year review, staff recommend amendments to the adopted General fund revenue and expenditure budget. These adjustments are intended to closely align the year-end budget with actual performance, rather than address every anticipated variance. The specific amendments are outlined in Exhibit A of the attached Resolution. -18:

Revenue - Staff recommend adjusting revenue estimates to reflect current trends. These amendments will help align the budget with realistic forecasts for the remainder of the fiscal year. Revenue projections are recommended for a modest decrease with a revised estimate of $16,942,800. These amendments will align tax revenues with actual projections, include grant revenues awarded after budget adoption, and incorporate other adjustments as detailed in Exhibit A.

Appropriations - For the mid-year budget review, staff recommend an increase in General fund appropriations, for an amended budget of $16,899,800. This adjustment is necessary to accommodate cost changes associated with grant revenues and contract modifications that have been approved. All related contracts pertaining to these expenditure adjustments have been formally authorized by City Council.

OTHER FUNDS
Although the General fund is the City's primary operating fund, the City utilizes various enterprise, capital, internal services, and special revenue funds to account for governmental and business-like activities. The Finance Department staff reviewed all City funds for this mid-year analysis. The recommended adjustments to appropriations for other funds are identified in Exhibit A of the attached Resolution. In general, the recommended adjustments correlate with revenue and appropriation adjustments of the General fund. A notable exception is an amendment to appropriations in the Gas Tax fund and Storm Drain Project fund. Staff recommend programming Gas Tax reserves to fund Lovekin and Barnard Storm Drain Project.

The project was deemed as a priority by staff after the City experienced flooding issues at the intersection during recent storm activity.

CONCLUSION
Although the mid-year review focuses on the City's General fund, this report also provides an update for other funds where fiscal changes are noted. The changes in the attached Resolution No. 2026-004 are recommended so that the current budget will not only provide the proper funding needed to carry out the programs and activities anticipated through June 30, 2026, but will also more accurately reflect the City's financial condition as it enters the Fiscal Year 2026- 2027 budget process.

For the mid-year budget review, staff recommend City Council receive and file the Fiscal Year 2025-2026 Mid-Year Financial Report and adopt amendments to the fiscal year budget to reflect the changes detailed in Exhibit A of attached Resolution No. 2026-004.

ATTACHMENTS:

A. Fiscal Year 2025-2026 Mid-Year Financial Report
B. Resolution No. 2026-004
C. Exhibit A to Resolution No. 2026-004
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Blythe

CITY OF BLYTHE
Mid-Year Financial Report
Second Quarter of Fiscal Year 2025-2026 April 14, 2026

OVERVIEW
Table 2: General Fund Revenue, Budget vs. VTD Actuals, Mid-Year This Mid-Year Financial Report provides a summary of Revenues Budget VTD Actuals % Received the City's revenue and expenditures from both the Measure K (Sales Tax) 3,075,000 709,821 23% General Fund and Proprietary Funds for the first half Sales Tax 1,740,000 570,554 33% of fiscal year 2025-2026. Its primary purpose is to keep VLF 1,800,000 0% the City Council informed about current financial Property Tax 1,688,000 374,921 22% trends, the City's fiscal health, and to facilitate review Transient Occupancy Tax 1,600,000 553,615 35% of recommended actions regarding revenues and Other Revenue 6,229,400 2,770,054 44% expenditures. Total 16,132,400 4,978,965 31%
*Amounts exclude budgeted one-time revenue and expenditures including grants and capital.

Adjusted Budgets and Revenue Estimates. The mid-
Property Tax. Property tax revenue is collected by the
year report is based on six months of actual, unaudited County Tax Collector from a 1% levy on the assessed financial activity and includes all budget amendments value of all real property. The budgeted amount for approved by the City Council through December 31, property tax revenue is $1.6 million, with mid-year 2025. actuals at $0.37 million, or 22%. County distribution reports indicate that year-end actuals will end the year GENERAL FUND on target.

GENERAL FUND FINANCIAL CONDITION. At mid-year, Sales tax and Measure K. Sales tax distributed to the the General Fund has recorded revenues totaling $4.9 City through December 2025 represents sales from million, representing 31% of the projected revenues of July to October 2025. Actuals as of December 2025 are $16.1 million. Expenditures are $8.8 million, or 55% of $0.5 million, or 33%, for the Bradley Burns sales tax the total expenditure budget of $16.0 million. These and $0.7 million, or 23%, for Measure K district sales figures are detailed in Table 1. tax. The updated forecast indicates that total sales tax revenue will end the fiscal year 10% below budget,
Table 1: General Fund Overview, Budget vs. YTD Actuals, Mid-Year with a shortfall of $0.47 million. Actual sales from July General Fund Budget YTD Actuals %
through September 2025 were down 7.3% compared
Revenue 16,132,400 4,978,965 31%
to the same period in the previous fiscal year, and
Expenditure 16,075,600 8,844,570 55%
Measure K was down 5.4%. Most major business
*Amounts exclude budgeted one-time revenue and expenditures including grants and capital. groups in Blythe saw declines in the first quarter.

REVENUES. General fund revenues are typically below Riverside County taxable sales grew 2.4%, and the 50% at mid-year, mainly because of the timing in the Southern California region was up 1.8% over the same receipt of property tax and sales tax revenues. The period. typical average at mid-year is 30%. As of December
31, 2025, the General Fund has received $4.9 million, VLF. Vehicle-in-Lieu Fee revenue is paid by the county or 31% of budgeted revenues. Current trends suggest in two equal installments, both received in the second that year-end revenues will be approximately $15.1 half of the fiscal year. Therefore, mid-year receipts are million, which is 6% below the adopted budget. typically 0%. The County property tax reports show a VLF distribution of $1.84 million,
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Mid-Year Financial Report Second Quarter of 2025-2026
slightly over budget projections and a 6% growth over WATER AND SEWER ENTERPRISE FUNDS prior year.

Enterprise funds are used by the City to charge
Transient Occupancy Tax (TOT). Transient Occupancy customers for services, aiming to recover the cost of Tax is levied on transient guests, not residents. Key providing those services. Water and Sewer Enterprise economic factors influencing TOT include room rates, revenues usually follow a steady trend, with minor occupancy, and demand. As of December 2025, actual monthly variations based on consumer usage in receipts are 35% of budget projections, or $0.55 Water. million, with 58% of the year's monthly reports
outstanding. Excluding one-time items and contingencies, mid-year Water Enterprise revenues are at 42% of budget and
EXPENDITURES. Departmental operating Sewer Enterprise revenues at 49%. Expenditures are expenditures should align closely with 50% of the 48% for Water and 39% for Sewer. annual budget at mid-year, although spending
patterns may vary. General government expenses CONCLUSION usually exceed 50% at mid-year due to lump-sum
pension liability and debt payments. The annual adopted budget serves as the City's Table 3: General Fund Expenditures, Budget vs. YTD Actuals, Mid-Year financial plan and is developed using the Departmental Expenditures Budget VTD Actuals% Expended most accurate and relevant information available at City Council 106,900 54,615 51% the time of adoption. However, as the fiscal year City Clerk 66,300 32,589 49% progresses, actual economic conditions, revenue 228,000 106,819 47% trends, expenditure demands, and operational City Attorney
Administration 322,000 162,153 50% priorities may differ from original assumptions. As a General Government 5,152,600 4,007,350 result, adjustments to the adopted budget may be 50% necessary to respond to changing circumstances and
Finance 532,300 267,668
to ensure the continued financial stability and service Community Development 721,100 389,490 54%
2,714,924 delivery goals of the City.

Police 6,224,700 44%
Fire 901,500 431,939 48% This Mid-Year Financial Report reflects detailed Public Works 872,500 196,907 23% financial data prepared by the City's Finance Parks 341,900 130,313 38% Department and is based on six months of unaudited Recreation 605,800 269,804 45% actual activity. The report is intended to provide an 16,075,600 8,844,570 55% interim assessment of the City's financial position, Total
*Amounts exclude budgeted one-time revenue and expenditures including grants and capital. highlight emerging trends, and support informed decision-making by City management and the City
General fund expenditures through December
Council. All figures presented in this report are
reached $8.8 million, or 55% of the adopted budget.
unaudited and subject to change
Departments are averaging 45% of their approved
as additional information becomes available and year-
budget at mid-year. Table 3 presents the expenditure
end adjustments are made. For further information or
budget and mid-year actuals for each General Fund
questions regarding this report, please contact the
department through December 31, 2025.

Finance Department by phone at (760) 922-6161 or by
email at [email protected].
-18
RESOLUTION NO. 2026-004

A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF BLYTHE, CALIFORNIA, AMENDING THE

OPERATING AND CAPITAL BUDGET FOR FISCAL
YEAR 2025-2026
WHEREAS, on June 10, 2025, the City Council of the City of Blythe adopted Fiscal Year 2025-2026 Operating and Capital Budget by Resolution No. 2025-010; and WHEREAS, the City of Blythe conducts regular reviews of its budget as it is fiscally prudent to do so; and
WHEREAS, based upon the review through December 31, 2025, the City Council of the City of Blythe desires to amend the Fiscal Year 2025-2026 Operating and Capital Budget.

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

SECTION 1. The City Council hereby approves amendments to the 2025-2026 Operating and Capital Budget: revenue, expenditure, and transfers, as summarized in Exhibit A to this Resolution.

SECTION 2. The City Clerk shall certify to the adoption of this Resolution PASSED, APPROVED, AND ADOPTED this 14th day of April, 2026 by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Joseph DeConinck, Mayor
ATTEST:

Mallory Crecelius, City Clerk
(SE A L)
Resolution No. 2026-004
-18
City of Blythe
2025-2026 Budget Amendments
Account Detail
April 14, 2026
FY 2025-2026 FY 2025-2026
Adopted Proposed Increase /
G/L# Account Description Category Budget Amendment (Decrease) General Fund
Revenue
000-25-313-000 Sales Tax Sales Taxes 1,740,000 1,640,000 (100,000) 000-25-313-001 District Sales Tax Sales Taxes 3,075,000 2,700,000 (375,000) 000-25-316-010 Transient Occupancy Tax Business Taxes 1,600,000 1,500,000 (100,000) 000-25-316-012 Cannabis Tax Business Taxes 1200,000 145,000 45,000 000-25-335-020 Vehicle License-in-Lieu Fee State Shared Revenues 1,840,000 40,000 000-41-322-010 Bldg/Plumbing/Electrical Permits Licenses and Permits 250,000 175,000 (75,000) 000-50-331-069 Stonegarden Grant Federal Grant 163,900 163,900 000-50-334-002 CTFGP Law Enforcement Grant State Grant 211,500 211,500 Net Increase in Revenues 8,565,000 8,375,400 (189,600)
Expenditure
000-50-421-23-131-000 Overtime Salaries 100,000 222,000 122,000 000-50-421-23-222-000 FICA Benefits 190,100 213,000 22,900 000-50-421-23-342-008 Flock Plate Reader Services Professional/Technical Services - 36,600 36,600 000-50-421-23-582-000 Travel Other Services 50,000 69,000 19,000 000-50-421-23-652-001 Body Armor Replacement Supplies 14,000 22,700 8,700 Net Increase in Expenditures 354,100 563,300 209,200
Transfers
000-50-421-23-822-505 Transfer out Central Garage Operating Transfers 80,000 80,000 Net Increase in Transfers Out : 80,000 80,000
Asset Forfeitures
Revenue
107-00-352-010 Asset Forfeitures Fines and Forfetis 18,900 18,900 Net Increase in Revenues : 18,900
18,900
Gas Tax Fund
Transfers
112-70-431-52-822-330 Transfer out Capital Storm Drain Projects Operating Transfers : 232,000 232,000 Net increase in Transfers Out 232,000 232,000
Capital Storm Drain Project Fund
Transfers
330-00-391-112 Transfer in Gas Tax Fund Operating Transfers 232,000 232,000 Net Increase in Transfers In : 232,000 232,000
Expenditure
330-00-431-52-432-009 Lovekin/Barnard Storm Drain Property Services : 232,000 232,000 Net Increase in Expenditures 232,000 232,000
Sanitation Fund
Transfers
430-00-391-025 Transfer in General Fund Operating Transfers 100,000 50,000 (50,000) Net Decrease in Transfers In 100,000 50,000 (50,000)
Golf Course Fund
Transfers
450-00-391-025 Transfer in General Fund Operating Transfers 60,000 721,100 661,100 Net Increase in Transfers In 60,000 721,100 661,100
Expenditure
450-00-451-25-342-000 Contractual Management Services Professional/Technical Services 60,000 712,000 652,000 450-00-451-37-432-000 Repair and Maintenance Serives Property Services 60,000 9,100 9,100 Net Increase in Expenditures 721,100 661,100
Central Garage Fund
Transfers
505-00-391-025 Transfer in General Fund Operating Transfers : 80,000 80,000 Net Increase in Transfers In 80,000 80,000
Expenditure
505-00-419-75-742-000 Police Vehicles Capital Outlay 155,000 235,000 80,000 Net Increase in Expenditures 155,000 235,000 80,000