Carpinteria City Council
January 24, 2022

City of Carpinteria
City Council Regular Meeting Agenda
Monday, January 24, 2022
Council Chamber, 5775 Carpinteria Avenue
4:30 p.m. Closed Session - 5:30 p.m. Regular Meeting
In-Person and Virtual Participation Options
IN RESPONSE TO THE GOVERNOR’S ISSUANCE OF EXECUTIVE ORDER N-07-21, WHICH FORMALLY RESCINDED CALIFORNIA’S STAY-AT-HOME ORDER ISSUED LAST IN MARCH 2020, EXECUTIVE ORDER N-08-21, AND SANTA BARBARA COUNTY HEALTH OFFICER ORDER 2021-10.3,
THE CITY OF CARPINTERIA HAS MADE THE DECISION TO PROVIDE BOTH INPERSON AND VIRTUAL ATTENDANCE AND PARTICIPATION OPTIONS AVAILABLE FOR THIS MEETING.

To minimize the potential spread of the COVID-19 virus, the County of Santa Barbara is requiring all individuals to wear face coverings while inside City Council Chambers, regardless of vaccination status.

Attendance/Viewing Options:
• Attend the in-person meeting in City Council Chambers at City Hall (5775 Carpinteria Ave.) Please note that, per Health Officer Order 2021-10.3, the County of Santa Barbara requires all individuals to wear face coverings while indoors, regardless of vaccination status.
• View the meeting live through the City’s website (https://carpinteria.ca.us/cityhall/agendas-meetings) on your computer, tablet or smartphone. • View the meeting on Government Access Television Channel 21 (broadcast live and rebroadcast on the Wednesday and the Saturday following the meeting at 8:00 p.m. and 5:00 p.m., respectively).
• Call 669-900-9128 (and enter Webinar ID 889 0390 2262) to listen to the meeting on your phone.
• Join the City’s Zoom webinar from your computer, tablet, or smartphone by CLICKING HERE. Alternatively, you can join the Zoom webinar by logging on to www.zoom.us, downloading the application, selecting "Join Meeting", and entering Webinar ID 889 0390 2262.

Public Comments
• Provide a live public comment during the in-person meeting in City Council Chambers at City Hall (5775 Carpinteria Ave.). Please note the City has the discretion to limit both the overall and individual speaker time for any meeting or City Council Regular Meeting Agenda
January 24, 2022

agenda matter. Typically, the Council’s practice has been to limit each speaker to three minutes.
• Coordinate with the City Clerk to provide a live public comment (as either a general public comment or on a specific agenda item) by phone by sending an email to [email protected] by 12:00 P.M. on the day of the meeting and including the following information in your email: (1) the meeting date and agenda item (number and title) on which you wish to speak, (2) your full name, (3) your call back number and area code. During public comment on the agenda item specified in your email, City staff will make every effort to contact you via your provided telephone number so that you can provide public comment telephonically. Please note the City has the discretion to limit the speaker's time for any meeting or agenda matter. Typically, the practice has been 3 minutes per speaker on each item.
• Provide a live comment through the City’s Zoom webinar platform (through the link provided above). To make public comments through this platform please use the “raise your hand” feature to notify staff that you would like to make a public comment during designated public comment times. Once it is your turn to provide a public comment, staff will unmute your microphone and you will be given a designated amount of time to provide your comment (typically, the practice has been up to 3 minutes per speaker on each item). At the end of your comment, staff will once again mute your microphone.
• Submit a written comment (as either a general public comment or on a specific agenda item) to be distributed to Council Members by 12:00 P.M. on the day of the meeting by either submitting your comment via (1) email to [email protected], or (2) the eComment link on the City's agenda website (https://carpinteria.ca.us/city-hall/agendas-meetings). Please reference the agenda item to which your comment pertains. Note that written comments will not be read into the record during the meeting.

Please note that the City will make every effort to make the meeting accessible virtually; however, if one of the above virtual attendance/viewing or public comment options is unavailable due to technological issues, you are invited to take advantage of one of the other participation options outlined above (including attending and providing public comment in-person in the City Council Chambers). Additional options may be made available at the meeting.

Additionally, as the situation with COVID-19 continues to evolve, the City will provide updates on any changes to this policy as soon as possible. The public is referred to the City’s website at www.carpinteria.ca.us for the latest COVID-19 policies and information.

The City of Carpinteria thanks you in advance for taking all precautions to prevent spreading the COVID-19 virus.

Also, please note that Spanish interpretation will be available at the in-person meeting (but will not be available through the City’s Zoom webinar).

City Council Regular Meeting Agenda
January 24, 2022

CALL TO ORDER

ROLL CALL

PUBLIC COMMENT ON CLOSED SESSION MATTERS

CLOSED SESSION

1. CONFERENCE WITH LABOR NEGOTIATOR(S)
Government Code Section 54957.6; City Negotiator(s): Laura Hernandez, Human Resources Administrator and Dave Durflinger, City Manager; Employee Organization: Service Employees International Union (SEIU) Local 620

TEMPORARY ADJOURNMENT TO CLOSED SESSION

CALL TO ORDER

ROLL CALL

CLOSED SESSION REPORT

PLEDGE OF ALLEGIANCE

INTRODUCTIONS, PROCLAMATIONS AND PRESENTATIONS

2. Proclamation Designating the Month of February 2022 as “Black History Month”.

PUBLIC INFORMATION REPORTS AND ANNOUNCEMENTS
This may include updates on law enforcement activity within the City from a Sheriff’s Office representative.

CITY MANAGER’S REPORT
The City Manager will report to the City Council regarding various City and/or community events and/or matters of interest. There will be no City Council discussion except to ask questions or refer matters to staff; and no action will be taken unless listed on a subsequent agenda.

PRESENTATIONS BY CITIZENS / PUBLIC COMMENT
This is a time for public comments on matters not otherwise on the agenda but within the subject matter jurisdiction of the City Council. The Public Comment period is limited to 15 minutes and divided among those persons desiring to speak. No person shall speak longer City Council Regular Meeting Agenda
January 24, 2022

than three minutes; however, the Mayor may establish shorter periods based on the time available and/or the number of persons waiting to speak. Persons wishing to speak on a specific item will be recognized at the time the agenda item is considered. The audiovisual system in the Council Chamber is not available for speaker use during the general Public Comment period.

Please be aware that items on the consent calendar are considered to be routine and are normally enacted by one unanimous vote of the Council. If you wish to speak on a consent calendar item, or on a matter scheduled for consideration in a closed session at the end of the agenda, please do so during the Presentations by Citizens/Public Comment portion of the meeting.

The City and the City Council are not responsible for the content of statements made during the public comment period, or the factual accuracy of any such statements.

AGENDA MODIFICATIONS: The City Council may modify the regular agenda by tabling items, adding urgency items to the agenda, or changing the order in which items are considered. Changes to the Consent Calendar are considered at the time the Consent Calendar is considered.

CONSENT CALENDAR:

3. Approve the minutes of the regular City Council meeting of January 10, 2022.

4. Receive and file the Expenditures for the period beginning January 1, 2022 and ending January 14, 2022.

5. Receive and file the Contracts executed by the City Manager on behalf of the City for the period of November 16, 2021 through January 17, 2022.

6. Receive and file the Monthly City Treasurer’s Report on Compliance with Statement of Safekeeping and Investment of Public Funds.

7. Receive and file the Quarterly Review of Pension Stabilization Trust.

ADMINISTRATIVE MATTERS:

8. Authorization for the City Manager to sign and submit a notice of dispute (“Notice of Dispute”) to the County of Santa Barbara (“County”) Sheriff’s Office (“Sheriff’s Office”) disputing the Sheriff’s Office’s recomputation of compensation for fiscal year (“FY”) 2022-23.

Recommendation: Authorize the City Manager to sign and submit a Notice of Dispute to the County Sheriff’s Office.

City Council Regular Meeting Agenda
January 24, 2022

Staff Presenter: Dave Durflinger, City Manager
a. Staff Report
b. Public Comment
c. City Council Determination

9. Authorize the City Manager to execute Amendment No. 7 to the Agreement with COM3 Consulting, Inc. for consulting project management services for the Carpinteria Avenue Bridge Replacement Project.

Recommendation: Authorize the City Manager to execute Amendment No. 7 to the Agreement with COM3 Consulting, Inc. for consulting project management services for the Carpinteria Avenue Bridge Replacement Project in a not-to-exceed amount of $21,360, thereby extending the term and increasing the maximum Agreement amount to $156,060. (This motion requires a roll call vote.) Staff Presenter: John L. Ilasin, Public Works Director
a. Staff Report
b. Public Comment
c. City Council Determination

10. Resolution No. 6097, approving applications for the Land and Water Conservation Fund (LWCF) to the California Department of Parks and Recreation Office of Grants and Local Services. (This motion requires a roll call vote.) Recommendation: Adopt Resolution No. 6097, approving applications for the Land and Water Conservation Fund.

Staff Presenter: Matt Roberts, Parks, Recreation & Public Facilities Director a. Staff Report
b. Public Comment
c. City Council Determination
PUBLIC HEARING:

11. City Council District Maps review, including presentation on three draft plans created by Redistricting Partners for Council review and feedback.

Recommendation: Receive the staff presentation, open the public hearing and receive public comment, close the public hearing, deliberate and provide direction to staff and consultant as determined appropriate, and schedule the next meeting.

Staff Presenter: Dave Durflinger, City Manager
City Council Regular Meeting Agenda
January 24, 2022

a. Staff Report
b. Public Comment
c. City Council Determination
OTHER BUSINESS:

12. Appointments to the Harbor Seal Advisory Committee.

Recommendation: Make appointments to the Harbor Seal Advisory Committee.

Staff Presenter: Matt Roberts, Parks, Recreation & Public Facilities Director a. Staff Report
b. Public Comment
c. City Council Determination

13. General Fiscal Outlook and General Fund Reserve Policy report related to the City’s update of its Long-Term Financial Plan.

Recommendation: (1) Receive and file the Fiscal Outlook report and (2) Receive the General Fund Reserve Policy report and direct staff, based on the report, to prepare and return with an updated policy for City Council consideration.

Staff Presenter: Licette Maldonado, Administrative Services Director a. Staff Report
b. Public Comment
c. City Council Determination
LEGISLATIVE UPDATE: The City Council will discuss local, state and/or federal legislation under consideration and decide whether to direct staff to place a matter(s) on a future City Council agenda for consideration.

COMMITTEE REPORTS, INQUIRIES AND OTHER MATTERS PRESENTED BY

COUNCILMEMBERS
Informational reports from Councilmember representatives on the committees, commissions and organizations listed below. This is also an opportunity for Councilmembers to request information from staff or seek support from fellow Councilmembers for future agenda items.

1. Representatives to Regional Agencies and Committees
City Council Regular Meeting Agenda
January 24, 2022

a. Beach Erosion Authority for Clean Oceans and Nourishment (BEACON) (Clark/Alt. Carty)
b. California Joint Powers Insurance Authority (CJPIA) (Clark/Alt. Carty) c. Channel Counties Division, League of California Cities (Nomura/Alt. Lee) d. Santa Barbara County Association of Governments (SBCAG)(Clark/Alt.

Nomura)
e. Santa Barbara County Air Pollution Control District (APCD)(Clark/Alt.

Nomura)
f. Santa Barbara Joint Affordable Housing Task Group (Carty & Alarcon) g. Santa Barbara County Elected Leaders Forum to Address Homelessness (Clark/Alt. Alarcon)
h. Home for Good of Santa Barbara County (Clark/Alt. Alarcon) i. South Coast Youth Safety Partnership (Lee & Alarcon) J. Central Coast Community Energy (3CE) (Nomura/Alt. Goleta) k. Multijurisdictional Solid Waste Task Group (Lee/Alt. Alarcon)

2. Joint and Standing Committees
a. City Council/Economic Vitality Committee (Carty & Lee) b. City Council/Public Safety Committee (Clark & Nomura) c. City Council/School Board Committee (Lee & Alarcon)
d. City Council/Utilities Committee (Lee & Nomura)
e. City Council/First District Supervisor Committee (Lee & Carty) f. City Council Finance/Budget Committee (Carty & Clark) g. Transportation Committee (Lee & Clark)
h. Development Review Committee (Joint Committee membership from City Council, Planning Commission and Architectural Review Board) (CC: Clark & Nomura/Alt. Carty) (PC: Benefield and Callender) (ARB: Reginato and Stein)
i. General Plan and Coastal Plan Update Committee (Joint Committee membership from City Council and Planning Commission) (Clark & Lee) (PC:

Allen/Callender)
j. Public Facility Site Acquisition/Development Committee (Carty & Nomura)

3. Ad Hoc Committees
a. Library Committee (Lee & Alarcon/Alt. Carty)
b. District Elections Committee (Alarcon & Clark)
c. COVID-19 Communications Committee (Clark & Nomura)
d. COVID-19 Recovery Committee (Carty & Lee)
e. Racial Equity and Social Justice Program Planning Committee (Nomura & Alarcon)
f. Harbor Seal Advisory Committee (Clark & Lee)

4. City Representatives on other Committees
City Council Regular Meeting Agenda
January 24, 2022

a. Community Media Access Center (Gary Dobbins)
b. Santa Barbara Mosquito and Vector Management District (Joe Franken) c. Santa Barbara Metropolitan Transit District (Chuck McQuary) d. County Library Advisory Committee (Gail Marshall)

ATTENDANCE OF COUNCILMEMBERS FOR FUTURE MEETINGS

ADJOURNMENT
The next regular meeting of the City Council will be held February 14, 2022 at 5:30 p.m.

In compliance with the Americans with Disabilities Act, if you need assistance to participate in this meeting, please contact the City Clerk's Office at 755-4403 or the California Relay Service at (866) 735-2929. Notification two business days prior to the meeting will enable the City to make reasonable arrangements for accessibility to this meeting.

Materials related to an agenda item submitted to the City Council after distribution of the agenda packet are available for public review at the City Clerk's Office.

This agenda was posted on Wednesday, January 19, 2022, in the City Clerk's Office, on the City Hall Public Notices Window, and on the Internet.

City of Carpinteria
City Council Minutes
Regular Meeting
Monday, January 10, 2022
In-Person and Virtual
Acting City Clerk Brian C. Barrett noted for the record that in response to the Governor’s Executive Orders N-07-21 and N-08-21, the City of Carpinteria has made the decision to provide both in-person and virtual attendance and participation options available to the public for this meeting and additionally noted the protocols by which the public could participate and should one of the virtual attendance/viewing or public comment options be unavailable due to technological issues, the public is invited to take advantage of one of the other participation options available.

CALL TO ORDER
Mayor Nomura called the meeting to order at 5:30 pm.

ROLL CALL
Councilmembers present: Councilmember Natalia Alarcon
Councilmember Gregg A. Carty
Councilmember Roy Lee
Vice Mayor Al Clark
Mayor Wade T. Nomura
Staff members present: Dave Durflinger, City Manager
Jena Shoaf Acos, on behalf of Brownstein Hyatt Farber
Schreck, LLP acting as City Attorney of the City
of Carpinteria
Brian C. Barrett, Acting City Clerk
Matt Roberts, Parks, Recreation & Public Facilities
Director
John L. Ilasin, Public Works Director
Steve Goggia, Community Development Director

PLEDGE OF ALLEGIANCE
Mayor Nomura led those present in the salute to the flag.

INTRODUCTIONS, PROCLAMATIONS AND PRESENTATIONS
City Council Regular Meeting Minutes
January 10, 2022

1. Proclamation Recognizing 2021 Outgoing Santa Barbara Association of Realtors President Brian Johnson.

There was no public comment.

Motion by Councilmember Lee, seconded by Councilmember Alarcon, to approve the Proclamation Recognizing 2021 Outgoing Santa Barbara Association of Realtors President Brian Johnson. The roll call vote was as follows:

AYES: Councilmember Alarcon, Councilmember Carty, Councilmember Lee, Vice Mayor Clark, and Mayor Nomura
NOES: None
ABSENT: None
ABSTAIN: None
The motion carried unanimously.

Mr. Johnson was not present to accept the proclamation.

2. Proclamation Designating January 2022 as “Human Trafficking Awareness Month”.

Speakers in-person: Landon Ranck with Santa Barbara Alliance for Community Transformation
Motion by Vice Mayor Clark, seconded by Councilmember Alarcon, to approve the Proclamation Designating January 2022 as “Human Trafficking Awareness Month.” The roll call vote was as follows:

AYES: Councilmember Alarcon, Councilmember Carty, Councilmember Lee, Vice Mayor Clark, and Mayor Nomura
NOES: None
ABSENT: None
ABSTAIN: None
The motion carried unanimously.

Mayor Nomura and the City Council presented the proclamation to representatives of Santa Barbara Alliance for Community Transformation.

3. Proclamation Designating January 2022 as Carpinteria Business Month.

Speakers via Zoom: Kirsten Miller and Karen Graf with the Santa Barbara County South Coast Chamber of Commerce
City Council Regular Meeting Minutes
January 10, 2022

Motion by Councilmember Lee, seconded by Councilmember Alarcon, to approve the Proclamation Designating January 2022 as Carpinteria Business Month. The roll call vote was as follows:

AYES: Councilmember Alarcon, Councilmember Carty, Councilmember Lee, Vice Mayor Clark, and Mayor Nomura
NOES: None
ABSENT: None
ABSTAIN: None
The motion carried unanimously.

Mayor Nomura and the City Council virtually presented the proclamation to Ms. Miller and Ms. Graf.

PUBLIC INFORMATION REPORTS AND ANNOUNCEMENTS
Lieutenant Butch Arnoldi with the Santa Barbara County Sheriff’s Department provided an update on crime in the City.

CITY MANAGER’S REPORT
City Manager Durflinger reported on the following:
• Public Works staff is currently filing potholes around the City. • If you have a pothole on your street, call City Hall or fill out an online service request.
• Pavement work occurring on Calle Ocho, tomorrow pavement work will begin on portions of Eighth Street, Elm Avenue, and Holly Avenue, and on Wednesday will begin on Third Street and Fourth Street. Later this year there will be a slurry seal pavement project followed by a full street rehabilitation project. • Draft Dune and Shoreline Management Plan is published on City website. Virtual Workshop on Thursday, January 13th at 5:30 pm to introduce the draft plan and receive public comment through the end of January 31st by 5 pm. • Special City Council meeting to review Annual Work Plan on Saturday, January 22nd beginning at 8 am in the Council Chambers.

Mayor Nomura asked for an update on how the City is dealing with the surge in COVID cases. City Manager Durflinger responded that the City has measures in place now such as social distancing in the Council Chambers and encouraging folks to participate in public meetings virtually. The County of Santa Barbara and State Department of Public Health have issued guidelines if you are exposed or received a positive test in terms of quarantining and isolation. Staff will provide an update on how things are going with COVID cases at the January 24th Council meeting.

PRESENTATIONS BY CITIZENS / PUBLIC COMMENT
City Council Regular Meeting Minutes
January 10, 2022

Emails distributed: Russell Ruiz
Speakers in-person: Susan Mailheau
Speakers via Zoom: Karl Cameron
Councilmember Alarcon asked for an update on the Ad Hoc Harbor Seal Advisory Committee. City Manager Durflinger replied that the nominations from the two Committee members on the Council have come in and the Council will consider appointment of community members to the Committee on January 24th.

AGENDA MODIFICATIONS: NONE
CONSENT CALENDAR:

Motion by Councilmember Lee, seconded by Councilmember Alarcon, to approve the Consent Calendar Item Nos. 4 through 9. The roll call vote was as follows:

AYES: Councilmember Alarcon, Councilmember Carty, Councilmember Lee, Vice Mayor Clark, and Mayor Nomura
NOES: None
ABSENT: None
ABSTAIN: None
The motion carried unanimously.

4. Approve the minutes of the regular City Council meeting of December 13, 2021.

5. Receive and file the Expenditures for the period beginning December 4, 2021 and ending December 31, 2021.

6. Receive and file the Monthly City Treasurer’s Report on Compliance with Statement of Safekeeping and Investment of Public Funds.

7. Second Reading and adoption of Ordinance No. 750, adding Article V (Specific Regulations for Organics Waste Disposal, Reduction, Recycling, and Solid Waste Collection) to Chapter 8.08 (Integrated Waste Management) of the Carpinteria Municipal Code.

8. Adoption of the attached Resolution No. 6080, authorizing a change of signature on City bank accounts.

9. Approve Declaration of City-owned Property/Equipment as Surplus Assets.

City Council Regular Meeting Minutes
January 10, 2022

ADMINISTRATIVE MATTERS:

10. Advance purchase of a prefabricated restroom building for installation at the future Carpinteria Skate Park located at City Hall, 5775 Carpinteria Avenue.

Recommendation: Authorize the City Manager to issue a purchase order for a restroom building for installation at the future Carpinteria Skate Park located at City Hall, 5775 Carpinteria Avenue. (This motion requires a roll call vote.) Parks, Recreation and Public Facilities Director Roberts presented the staff report.

Emails distributed: Peter Bonning
Speakers via Zoom: Julia Mayer
Motion by Councilmember Alarcon, seconded by Vice Mayor Clark, to authorize the City Manager to issue a purchase order to CXT Precast Concrete Products in the not-toexceed amount of $66,000. The roll call vote was as follows:

AYES: Councilmember Alarcon, Councilmember Carty, Councilmember Lee, Vice Mayor Clark, and Mayor Nomura
NOES: None
ABSENT: None
ABSTAIN: None
The motion carried unanimously.

11. Resolution No. 6086, Authorizing the Execution of a Freeway Maintenance Agreement with the State of California Department of Transportation for the Highway 101 Carpinteria to Santa Barbara Project – Phase 4A.

Recommendation: Adopt Resolution No. 6086, authorizing the execution of a Freeway Maintenance Agreement with the State of California Department of Transportation for the Highway 101 Carpinteria to Santa Barbara Project – Phase 4A. (This motion requires a roll call vote.)
Public Works Director Ilasin presented the staff report.

There was no public comment.

Motion by Councilmember Lee, seconded by Councilmember Carty, to approve and adopt Resolution No. 6086, authorizing the execution of a Freeway Maintenance Agreement with the State of California Department of Transportation for the Highway 101 Carpinteria to Santa Barbara Project – Phase 4A. The roll call vote was as follows:

City Council Regular Meeting Minutes
January 10, 2022

AYES: Councilmember Alarcon, Councilmember Carty, Councilmember Lee, Vice Mayor Clark, and Mayor Nomura
NOES: None
ABSENT: None
ABSTAIN: None
The motion carried unanimously.

12. Adoption of Resolution No. 6079, concerning authorization to submit the Local Coastal Program Planning Grant Round 7 Application to the California Coastal Commission (Coastal Commission) and execute necessary agreements for updating the City of Carpinteria Coastal Land Use Plan/General Plan and Zoning Ordinance.

Recommendation: Adopt Resolution No. 6079, authorizing the Community Development Director to submit a planning grant application to the California Coastal Commission for support of the Carpinteria Coastal Land Use Plan (CLUP)/General Plan and Zoning Ordinance updates, and to update related consultant services agreements. (This motion requires a roll call vote.) Community Development Director Goggia presented the staff report.

There was no public comment.

Motion by Vice Mayor Clark, seconded by Councilmember Lee, to approve and adopt Resolution No. 6079.

Community Development Director Goggia asked that the motion be amended to include Resolution No. 6079 as read by title only.

Vice Mayor Clark amended the motion and Councilmember Lee seconded the amended motion to approve and adopt Resolution No. 6079, as read by title only. The roll call vote on the amended motion was as follows:

AYES: Councilmember Alarcon, Councilmember Carty, Councilmember Lee, Vice Mayor Clark, and Mayor Nomura
NOES: None
ABSENT: None
ABSTAIN: None
The motion carried unanimously.

PUBLIC HEARING: NONE
OTHER BUSINESS:

City Council Regular Meeting Minutes
January 10, 2022

13. Certification of Sufficiency of the initiative petition titled “An Initiative Measure to Change and/or Readopt the City of Carpinteria’s General Plan Designation and Zoning Designation for Two Parcels of City-Owned Property (APN 004-105-011 and APN 004-105-026) Located Adjacent to the Railroad Tracks to the West of Linden Avenue and to Amend the Definition of the Open Space/Recreation (OSR) Land Use Category of the General Plan Land Use Element” (“Initiative”).

Recommendation: Adopt Resolution No. 6081, accepting the City Clerk’s Certificate of Sufficiency of the Initiative Petition.

Acting City Clerk Barrett presented the staff report.

There was no public comment.

Motion by Councilmember Lee, seconded by Councilmember Carty, to adopt Resolution No. 6081, as read by title only, thereby accepting the City Clerk’s Certificate of Sufficiency of the Initiative Petition. The roll call vote was as follows:

AYES: Councilmember Alarcon, Councilmember Carty, Councilmember Lee, Vice Mayor Clark, and Mayor Nomura
NOES: None
ABSENT: None
ABSTAIN: None
The motion carried unanimously.

14. Consideration of actions in response to the City Clerk’s certification of the results of the examination of the petition for the initiative measure titled “An Initiative Measure to Change and/or Readopt the City of Carpinteria’s General Plan Designation and Zoning Designation for Two Parcels of City-Owned Property (APN 004-105-011 and APN 004-105-026) Located Adjacent to the Railroad Tracks to the West of Linden Avenue and to Amend the Definition of the Open Space/Recreation (OSR) Land Use Category of the General Plan Land Use Element” (“Initiative”), including (1) adoption of the Initiative by ordinance or (2) calling an election and submitting the Initiative to the voters by either (a) placing the Initiative on the ballot for the City of Carpinteria’s (“City”) next regular election or (b) calling a special election.

Recommendation: Either (1) adopt the Initiative by adopting Ordinance No. 751 (see Attachment A) and adopting Resolution No. 6096 (see Attachment B) or (2) submit the Initiative to voters by (a) placing the Initiative on the ballot for the City’s next regular election or (b) calling a special election. If the Council votes to submit the Initiative to voters, it must take the necessary actions to place the Initiative on the ballot for the City’s next regular election scheduled for November 8, 2022 or call a special election for April 12, 2022 or April 19, 2022.

City Council Regular Meeting Minutes
January 10, 2022

Acting City Clerk Barrett presented the staff report in conjunction with City Manager Durflinger and Jena Shoaf Acos, on behalf of Brownstein Hyatt Farber Schreck, LLP acting as City Attorney of the City of Carpinteria
Emails distributed: Christine Frontado, Sandra Moreno, Heather Slade, Lorraine McIntire, Barry Fadem with Fadem & Associates, LLC, Mike Modugno, Michael Sipiora, and Benjamin Anderson
Speakers in-person: Susan Allen and Amrita Salm
Speakers via Zoom: Teda Pilcher, Whitt Hollis, and Lorraine McIntire Mayor Nomura asked if any Councilmember wanted to consider Option 1: Adopt the Initiative, unchanged, by adopting Ordinance No. 751 (see Attachment A) and adopting Resolution No. 6096 (see Attachment B). The Council did not consider Option No. 1.

Mayor Nomura asked if any Councilmember wanted to consider Option 3: Submit the Initiative to voters by calling a special election for April 12, 2022 or April 19, 2022 through adoption of the following resolutions (as read by title only):
• Resolution No. 6088, calling and giving notice of a Special Municipal Election to be held on Tuesday, April ___, 2022, for the submission of an Initiative Measure to change and/or readopt the City of Carpinteria’s General Plan Designation and Zoning Designation for two parcels of City-owned property (APN 004-105-011 and APN 004-105-026) located adjacent to the railroad tracks to the west of Linden Avenue and to amend the definition of the Open Space/Recreation (OSR) Land Use Category of the General Plan Land use Element (see Attachment D);
• Resolution No. 6089, requesting the Board of Supervisors of the County of Santa Barbara to render specified services to the City of Carpinteria relating to the conduct of a Special Stand-Alone Municipal Election to be held on Tuesday, April ___, 2022 (see Attachment D);
• Resolution No. 6090, setting priorities for filing written arguments regarding an Initiative Measure to change and/or readopt the City of Carpinteria’s General Plan Designation and Zoning Designation for two parcels of City-owned property (APN 004-105-011 and APN 004-105-026) located adjacent to the railroad tracks to the west of Linden Avenue and to amend the definition of the Open Space/Recreation (OSR) Land Use Category of the General Plan Land use Element, directing the City Attorney to prepare an impartial analysis (see Attachment D);
• Resolution No. 6091, providing for the filing of rebuttal arguments for an Initiative Measure to change and/or readopt the City of Carpinteria’s General Plan Designation and Zoning Designation for two parcels of City-owned property (APN 004-105-011 and APN 004-105-026) located adjacent to the railroad tracks to the west of Linden Avenue and to amend the definition of the Open Space/Recreation City Council Regular Meeting Minutes
January 10, 2022

(OSR) Land Use Category of the General Plan Land use Element (see Attachment D).

The Council did not consider Option No. 3.

Motion by Councilmember Lee, seconded by Vice Mayor Clark, to pursue Option 2:

Submit the Initiative to voters by placing it on the City’s next regular election scheduled for November 8, 2022 through adoption of the following resolutions (as read by title only):
• Resolution No. 6092, calling and giving notice of a Regular Municipal Election to be held on Tuesday, November 8, 2022, for the submission of an Initiative Measure to change and/or readopt the City of Carpinteria’s General Plan Designation and Zoning Designation for two parcels of City-owned property (APN 004-105-011 and APN 004-105-026) located adjacent to the railroad tracks to the west of Linden Avenue and to amend the definition of the Open Space/Recreation (OSR) Land Use Category of the General Plan Land use Element (see Attachment C); • Resolution No. 6093, requesting the Board of Supervisors of the County of Santa Barbara to consolidate the City of Carpinteria’s Regular General Municipal Election to be held on November 8, 2022, with the Statewide General Election to be held on the same date pursuant to § 10403 of the Elections Code (see Attachment C); • Resolution No. 6094, setting priorities for filing written arguments regarding an Initiative Measure to change and/or readopt the City of Carpinteria’s General Plan Designation and Zoning Designation for two parcels of City-owned property (APN 004-105-011 and APN 004-105-026) located adjacent to the railroad tracks to the west of Linden Avenue and to amend the definition of the Open Space/Recreation (OSR) Land Use Category of the General Plan Land use Element, directing the City Attorney to prepare an impartial analysis (see Attachment C); • Resolution No. 6095, providing for the filing of rebuttal arguments for an Initiative Measure to change and/or readopt the City of Carpinteria’s General Plan Designation and Zoning Designation for two parcels of City-owned property (APN 004-105-011 and APN 004-105-026) located adjacent to the railroad tracks to the west of Linden Avenue and to amend the definition of the Open Space/Recreation (OSR) Land Use Category of the General Plan Land use Element (see Attachment C).

Ms. Acos reminded the Council that in selecting Option No. 2, the Council still had to decide if it wanted to prepare a written argument against the Initiative via adoption of Resolution No. 6094 and, if so, which Councilmember(s) would be authorized to prepare the argument against the Initiative as well as if the Council wanted to authorize rebuttal arguments via adoption of Resolution No. 6095.

Councilmember Lee modified the motion and Vice Mayor Clark seconded the modified motion to authorize the following Councilmembers to file written argument(s) against the Initiative Measure:

City Council Regular Meeting Minutes
January 10, 2022

Councilmember Natalia Alarcon
Councilmember Gregg A. Carty
Councilmember Roy Lee
Councilmember Wade T. Nomura
The roll call vote was as follows:

AYES: Councilmember Alarcon, Councilmember Carty, Councilmember Lee, Vice Mayor Clark, and Mayor Nomura
NOES: None
ABSENT: None
ABSTAIN: None
The motion carried unanimously.

LEGISLATIVE UPDATE
City Manager Durflinger presented the usual attachments from the League of California Cities.

TEMPORARY ADJOURNMENT FOR THE PURPOSE OF HOLDING THE MONTHLY

MEETING OF THE CARPINTERIA LIBRARY BOARD OF TRUSTEES
Mayor Nomura temporarily adjourned the meeting at 7:20 pm.

RECONVENE THE REGULAR MEETING OF THE CITY COUNCIL
Mayor Nomura reconvened the meeting at 7:22 pm.

COMMITTEE REPORTS, INQUIRIES AND OTHER MATTERS PRESENTED BY

COUNCILMEMBERS
There were no committee reports.

ATTENDANCE OF COUNCILMEMBERS FOR FUTURE MEETINGS
Councilmember Carty asked City Manager Durflinger to reiterate the Council’s upcoming special meeting. City Manager Durflinger stated that the Council will hold a special meeting to discuss the Annual Work Plan on Saturday, January 22nd at 8 am in the Council Chambers.

All Councilmembers are expected to be in attendance at the special City Council meeting of January 22nd.

ADJOURNMENT
City Council Regular Meeting Minutes
January 10, 2022

Mayor Nomura adjourned the meeting at 7:24 p.m.
__________________________
Wade T. Nomura, Mayor
ATTEST:
____________________________
Brian C. Barrett, Acting City Clerk
City of Carpinteria
Cour.rcu- AceruoR Srnrr Reponr
January 24,2022

ITEM FOR COUNCIL CONSIDERATION
Expenditures for the period beginning January 1,2022 and ending January 14,2022.

STAFF RECOMMENDATION
That the City Council accept this report concerning the current list of warrants pursuant to Carpinteria Municipal Code 2.08.150(F).

DISCUSSION
As part of each regular City Council agenda, a list of all checks (attached) dispersed since the last reporting period is presented to the City Council pursuant to C.M.C.

2.08.150(F). The report is provided for City Council and public information and serves as Staff's verification that the expenditures have been reviewed and are within budgeted appropriations.

FINANCIAL CONSIDERATIONS
The warrant register included as an attachment is designed to communicate fiscal activity since the prior reporting period. No action is requested as part of this report

ATTACHMENTS
Attachment A: Warrant Register for the period beginning January 1,2022 and ending January 14,2022
Warrant Register
January 24,2022
Page#2
Staff contact: Alexiss Martinez, Accounting Tech
(805) 7 55-4422, AlexissM@ci. ca rpinteria. ca. us
Staff contact: Licette Maldonado, Admin Services Dir.
(805) 7 55-4448, LicetteM@ci. carpi nteria. ca. us
Reviewed by: Dave Durflinger, City Manager
(805) 7 55-4400, [email protected]. us
Signa
Signature
G : \Ad m i n Services\Staff Report\Staff Re port AP. docx Warrant Register
Carpinteria, CA
Date Range: 0L/Or/2022 - Otlt4/2O22
Vendor Number
Payable $
Bank Code: AP Bank.AP Bank
rNV0003216
rNV0003214
rNV0003215
732210
ot/04/22
28264
r N2240129
4679
2rL22302
tN120404
57862
s7865
JAN22 001 3011 028030701
3028
380-0006477
sr N0123s7
oLo322
0075s859
148392
7477
tNV0003220
1NV0003221
DECzr 700247740684
pEc21 700291369452
pEc21 700465507084
Vendor Name
Payable Type Post Date

LARRY DRIGGERS
lnvoice 0L/0L/2022

MARY ANN COLSON
lnvoice 0L/0L/2022

ADVANTAGE TELECOM
lnvoice OL/06/2022

ALICE WISSING
lnvoice OL/06/2022
ALL LANGUAGES INTERPRETING & TRANSLATING INC.
lnvoice 0L/O6/2O22
Payment Date
Payable Descriptlon
07/06/2022
Payment Type

MEDICAL REIMBURSEMENT
0r10612022

MEDICAL REIMBURSEMENT
0L/06/2022

MEDICAL REIMBURSEMENT
OL/06/2022 Regular
JAN21 EMERGENCY PHONE LINE SERVICES
OUO6/2022 Regular
MINUTES FOR PLANNING COMMISSION MEETING ON 12105
0I/06/2022 Resular
2 SPANTSH TNTERPRETERS FOR COUNCTL MEETTNG 12113/2
oL/06/2022 Regular
DEC21 MONTHLY FSA ADMIN FEE
OL/06/2022 Regular
DESIGN SERVICES FOR RINCON TRAILTHROUGH LT/30/27
0I/06/2022 Regular
CAFR DIRECT & OVERLAPPING DEBT STATEMENT FY21-22
0L/06/2022 Regular

ELECTRIC VEHCILE CHARGING STATIONS
01106/2022 Resular
SHORELINE MANAGEMENT DISPLAY ADVERTISING 12116/21
su MMARY OF PROPOSED ORDTNANCE NO. 7 50-L2/ t6 /2t
0I/05/2022 Regular
JAN22-POOL & GARDEN INTERNET & PHONE
0I/06/2022 Resular
DEC21 WEBSITE DEVELOPMENT FOR CITY WEBSITE
ot/06/2022 Regular
DEC21 LOCAL ROAD SAFETY PLAN
0t/06/2022 Regular

NEW ACCOUNTS PROCESSED, RENEWATS MAILED
01106/2022 Resular

VIDEO PRODUCTION FOR HOLIDAY PARADE, CAR SHOW
0t106/2022 Regular
NOV21 PROJECT MANAGEMENT FOR DUNE & SHORELINE PROJ
or/06/2022 Regu lar

LARGE BONE SHIPMENT
0L/0612022 Regular
NOV21 PLAN CHECK SERVICES
01/06/2022 Regular
MUSTC PERFORMANCE LtCENSE THROUGH I2/3t/2022
OUOS/2022 Regular

VETS HALL DEPOSIT RESERVATION REFUND
Ot/06/2022 Regular
ELECTRICITY.l CARPINTERIA TCl

ELECTRICITY-MULTI PLE LOCATIONS
ELECTRICITY.4gSO 9TH ST BT HM

JAYNE DIAZ
lnvoice
BASIC
lnvoice

CHARGEPOINT
lnvoice

COX SUSINESS
lnvoice
GHD INC.
lnvoice

LARRY NIMMER
lnvoice

ROY HARTHORN
lnvoice
SESAC
lnvoice

SILVIA GOMEZ
lnvoice

SO CA EDISON
lnvoice
lnvoice
lnvoice
ouor/2022
ou06/2022
0t/06/2022
0u06/2022
0L/06/2022
or/06l2oz2
0L/06/2022
0L/06/2022
orl06/2022
0r106/2022
ot/06/2022
oL/06/2022
EFT
EFT
EFT
Payment
Numbel Amount
s93.70 680
593.70 581
593.70 682

73.34 100580
250.00 100581
700.00 100582

95.00 100583
26,28t.33 100584
500,00 100585
1,062.76 100586
740.00 100s87
314.53 100s88
864.00 100s89
2,846.00 100590
1,245,00 100591
882.50 100s92
6,975.54 100593
287.85 100594
L0,278.43 100595
513.00 100595
100.00 100597

BENGAL ENGINEERING
lnvoice 0t/06/2022

CALIFORNIA MUNICIPAL STATISTICS INC
lnvoice 0I/06/2022

COASTAL VIEW NEWS
lnvolce 0t/0612022
lnvoice 0I/06/2022

EVERYWHERE RIGHT NOW
lnvoice 0L/06/2022

HDL SOFTWARE, LLC
lnvoice OUO6/2O22

MOFFATT & NICHOL
lnvoice 0I/06/2022

NATIONAL BAND & TAG COMPANY
lnvoice 0t106/2O22
4,967.63 100598

STAPLES ADVANTAGE
lnvoice 0I/06/2022
lnvoice 01106/2022
lnvoice 0l/06/2022

THE STORAGE PLACE
lnvoice 0L/06/2O22

THOMSON REUTERS
lnvoice 0t/O6/2022
lnvoice OL/O6/2022
lnvoice 0t/06/2022
lnvoice 0I/06/2022
lnvoice Ot/06/2O22

TRANSAMERICA EMPLOYEE BENEFITS
lnvoice ov05l2o22

TYLER BUSINESS FORMS
lnvoice 0L/0512O22
WEX BANK (76)
lnvoice 0l/05/2022

WEX BANK (CHEVRON)
lnvolce 0l/06/2022

WOOD ENVIRONMENT & INFRASTRUCTURE SOLUTION
lnvoice 0l/0612022

AG ENT INC
lnvoice OUL3/2022
lnvoice 0tlL3/2022

ANIMAL MEDICAL CLINIC
lnvoice 0t/t3/2022
lnvoice 0Ilt3/2O22

BOBS BACKHOE & TRUCKING
lnvoice 07/13/2022

CARPINTERIA VALLEY LUMBER CO
lnvolce 0L/I3/2022
lnvoice 0lh3/2022
lnvoice 0L/I312022
lnvoice 0L/t3/2022

CARPINTERIA VALLEY WATER DISTRICT
lnvoice 0th3/2122
COAST AUTO PARTS, INC.
lnvoice OIh3l2022
0I/06/2022 Regular
uNrT 0905 RENT 0L/23/21 - 2/22/21
0t/06/2022 Regular
JUL21 WEST INFORMATION CHARGES
AUG21 WEST INFORMATION CHARGES
SEP21 WEST INFORMATION CHARGES
OCT21 WEST INFORMATION CHARGES
NOV21 WEST INFORMATION CHARGES
0I/06/2022 Regular
DECEMBER 2021 EMPLOYEE PREMIUMS
0UO612022 Regular
BLANK BACKER SHEETS 50 COUNT
or/0612022
DEC21 FUEL CHARGES
Regular
or/06/2022
DEC21 FUEL CHARGES
Regular
0I/06/2022 Regular
LOCAL HAZARD MITIGATION PLAN THROUGH T7/261202L
Ot/13/2O22 Regular
BACKFLOW AT CASTTAS PASS MEDTAN-BF 12/L6/21
BACKFLOW TEST AT 5775 CARptNTERt A AVE L2/77 /2I
Olh3l2022 Regular
NOVz1 DOG LICENSING ISSUANCE
NOV21 CONTRACTED VET SERVICES
orlt3/2022

CONSTRUCTION OF SAND BERM
Regular
0L/I3/2022 Regular

LATEX PRIMER PAINT

RAKE FOR TRUCK

BLANK PLATE, BLUE FLAPPER FOR VETS HALL
GLOVES
OI\3/2O22 Regular

WATER SERVICE-MULTIPLE LOCATIONS
OLh3/2022 Regular
BRUSH HEAD FOR PW FLEET, FUEL SYST CLEANER TRK 420
0Lh3/2022 Resular
LlBRARY CONSULTANT SERVTCES t2/2O/2L - 12/3ol2t
0Ih3/2O22 Regular
NOVEMBER 2021.ONLINE ACCESS TO CITATION PROCESSING
OLh3l2022 Regular
NOV21 INSPECTION SERVICES FOR CARP PAVE REHAB PROJ
OIh3/2022 Regular
DEC21 CLEANING OF TRASH CANS ON CARP & LINDEN AVE
orlt3/2022
CREDIT CARD.MR

CREDIT CARD PAYMENT-OUM
CREDIT CARD PAYMENT.LM

CREDIT CARD PAYMENT-JI
CREDIT CARD PAYMENT.LH
Regu lar
0LlI3/2022 Regular

PHONE & INTERNET SERVICES FOR LG TOWER & BOATHOUSE
0t/06/2022
2022 PLANNER
2022 PLANNER

PLANNER & GREEN PAPER
Regular 98.s7 100599
390.00 100600
840.40 100501
720.77 100602
303.53 100603
190.53 100604
411.68 100505
\27r,r0 100505
195.00 100607
295.00 100508
1,306.81 100609
10,000.00 100510
155.06 100611
10,961.91 100512

28.t4 100613
48L.25 100614
200.00 10061s
535.00 100516
750.00 100617
6,918.50 100518
148.00 100519
349s165992
3495165993
349516s994
60093
844767285
844937767
845093911
845260343
a4s_42g199
2504437384
68929
11202 lgLs_l
DS820205835
113430es
76890599
s58583004
27928
2'1929
3p.n56
30235?
166-45
466531
*gz-1_33
467r80
467988
-C"A8P-E]IY.DEEEI5EBYIEE
7A5A90
rNV00032aa
!3188s
830267
9784
JAN22 0503
JAN22 0983
JAN22 3696
JAN22 6160
JAN22 9003
UNDERGROUND SERVICE ALERT OF SOUTHERN CALIFoRNIA 07/06/2022 ReSuIar Invoice 0T/06/2022 DEC21 NEW TICKET CHARGES & DATAEASE MAINTENANCE lnvoice 0t/06/2022 DEC21 CA STATE FEE FOR REGULATORY COSTS

DALE REDFIELD
lnvoice

DATA TICKET INC
lnvoice
or/t3/2022
orl13/2022

EARTH SYSTEMS
lnvoice U/B/2022

EVERSHADE EXTERIOR CLEANING SOLUTIONS
lnvoice OL/t3/2022

FIRST NATIONAL BANK OF OMAHA
lnvoice Olh3/2022
lnvoice Oth3/2022
lnvoice 0l/13/2022
lnvoice OL/13/2022
lnvoice 0Ih3/2022

FRONTIER COMMUNICATIONS
JAN22 209-188-2500-061589-5 lnvoice O1/L3/2022
GRAINGER 0th3/2022 Regular 152.98 100620
9105686134
9106073277
9106339410
9L25741364
80637
93090959s2
909067
995454
s 16090208
516090209
5 16134971
5L6L34972
79426
13757
rNV0003255
CEQA FILING 2074
11s289473-001
775297757-007
66031000029901
6603100005902
pEc21 700201069122
pEczt 700230547624
pEc21 700255596559
pEc21 700264659490
DEC21 700274833982
pEc21 700405192484
DECZ1 70047766229s
pEc21 700525378417
DEC21 700504790697
pEc21 006 s14 2700 7
DEC2L Or4 9t4 3239 7
DEC21 016 913 9500 6
JAN22 140 914 3084 4
7870740
7870742
03019872
03019928
52409
30051
545L4
38829467
lnvoice 0L/t3/2022
lnvoice OLltS/2022
lnvoice OthS/2022
lnvoice OL/t312022

IMPULSE ADVANCE COMMUNICATIONS
lnvoice OL/t3/2022

LAWSON PRODUCTS INC
lnvoice OUI3/2022
LOWE'S
lnvolce 0t/L3/2022
lnvoice Ot/t312022

MISSION UNIFORM SERVICE
lnvoice 0Lh3/2022
lnvoice Ot/13/2022
lnvoice Olh3/2022
lnvoice OL/t3/2022

MNS ENGINEERS INC
lnvoice 0t/L3/2O22

PACIFIC SWEEP
lnvoice 0L/L3/2022

SAN CLEMENTE AQUATICS TEAM
lnvoice 0LlL3/2022

SANTA BARBARA COUNTY CLERK OF THE BOARD
lnvoice 0Lh3/2022

SITEONE LANDSCAPE SUPPLY (ALL AROUND)
lnvoice Oth3/2022
lnvoice OL/L3/2022

SMART & FINAL
lnvoice OI/L3/2O22
lnvoice 0L/L3/2O22

SO CA EDISON
lnvoice 0L/L3/2022
lnvoice Oth3/2022
lnvoice 0L/L3/2022
lnvoice Ot/L3/2022
lnvoice OL/L3/2022
lnvoice OI/L3/2022
lnvoice OLIL3/2O22
lnvoice Ot/t3/2O22
lnvoice Otll3/2122

SO CAL GAS
lnvoice OI/L3/2O22
lnvoice O7/t312O22
lnvoice OL/t3/2022
lnvoice OI\3/2O22

STANTEC CONSULTING SERVICES INC
lnvoice Ot/t3/2022
lnvoice 0t/L3/2022

STATEWIDE SAFETY & SIGNS INC
lnvoice Ot/L3/2022
lnvoice OtlLS/2O22

SUN COAST RENTALS
lnvoice Oth3/2022

THE FLAG FACTORY
lnvoice 07/73/2022

TOTAL BARRICADE SERVICE, INC
lnvoice 0L/L312022

TREESCAPES
lnvoice OL/L3/2022
TRI.CO REPROGRAPHICS
lnvoice 0L/L3/2022

FUSES FOR POOL

O-RINGS
O.RINGS SILICONE FOR POOL

COMBO CARTRIDGE/FILTER
0t/t3/2122 Regular
JANUARY 2022 PHONE SERVICES STATEMENT
0t/t3/2022

CURVE WIPER ELADE
Regu lar
0L/t3/2022 Regular

MICROFIBER, MASKS, RESERVE EGG, TAPE
40" PICK UP TOOL
OUI3/2022 Regular
MAT REPLACEMENT, UNIFORM CLEANING SERVICE 12113/21

MAT & TOWEL REPLACEMENT
MAT REPLACEMENT, UNIFORM CLEANING SENVrcE MI2OI2L
MAT AND TOWEL REPLACEMENT AT CIW HALL 12120
0L/73/2022 Regular
NOV21 PROJ OVERSIGHT SERVICES FOR HWY 101 PHASE 4
out3/2022 Regular
NOVEMBER 21 CONTRACTED STREET SWEEPING
07/1312022 Regu lar

SWIM MEET DUES
07/t3/2022 Regular

NOTICE OF EXEMPTION FILING FEE
Oth3/2022 Regular

HOSE ADAPTER, RECUER BUSHING FOR COMMUNITY GARDEN

PVC PIPES FOR DOWNTOWN T BANNER POLE REPAIR
0IlL3/2022 Regular

CANDY FOR POOL SALE

AQUAFINA WATER AND EATTERIES
Oth3/2022 Regular
ELECTRICITY.IOl ASH AVE
ELECTRICITY-s103 CARPINTERIA AVE
ELECTRICITY.lOO LIN DEN
ETECTRICITY-I115 LINDEN B PED
ELECTRICITY.gOl CACTUS LN EV EV

ELECTRICITY-MU LTIPLE LOCATIONS
ELECTRICITY.9OI CACTUS LN LGHT
ELECTRICITY-g31 WALNUT AVE & 4851 STH ST
ELECTRICITY.CAPP AV/CSTS PAS 609
0t/t3/2022 Regular
NATURAL GAS.53O5 CARPINTERIA AVE APT B (POOL)
NATURAL GAS-5103 CARPINTERIA AVE (FRIENDS OF LIBR)
NATURAL GAS.5775 CARPINTERIA AVE (CITY HALL)
NATURAL GAS-941 WALNUT AVE(VETS HALL)
O1/L312O22 Regular
PROFESSIONAL SERV THRU OCT21 FOR LINDEN AVE IMPROV
PROFESSIONAL SERV THRU NOV21 FOR LINDEN AVE IMPROV
0Ih312022 Regular
NOV2l COVID.19 CHANGEABLE MESSAGE SIGN RENTAL
DEC21 COVID.19 CHANGEABLE MESSAGE SIGN RENTAL
01h312022

FORK LIFT RENTAL
Regular
0L/L3|2O2Z Regular
A.FRAME SIGNS AROUND TOWN FOR COVID
01/13/2022 Regular

WATER FILLED KRAIL WITH PINS FOR HOLIDAY PARADE
O7/t312022 Regular
oAK TREE TNJECTTONS 5290 OGAN RD t2/L7/2t
0t/t3/2022 Resular
24X36 PRINT, EDGEBIND FOR SKATEPARK PROJ
1,590.95 100621
9L,t7 \00622
304.50 100623
270.64 100624
2,520.00 100625
4,855.94 100626
188.00 100627

50.00 100528
208.50 100529

48.30 100630
9,026.74 100531
7,072.49 100632
5,100.00 100633
4,800.00 100634
550.00 100635
1,530,35 100536
380.00 100537
990.00 100538
150804
399,68 100639
15 1550
tst51.2
lnvoice
lnvoice
0th3/2022
oL/L3/2022

WAXIE SANITARY SUPPLY
lnvoice O1,ll3/2022
WESTAIRE HEATING & CONDITIONING, INC.
lnvoice OtltS/2021
lnvoice 0I/t3/202I

WESTERN EXTERMINATOR COMPANY
lnvoice 01,/13/2022
SEIU LOCAL 620
lnvoice 0lh3/2122

UNITED WAY OF SANTA BAREARA COUNTY
lnvoice OUl3l2022
VANTAGEPOINT TRANSFER AGENTS - 457
lnvoice 0t/I3/2022
lnvoice 0Lh3l2O22
lnvoice OI\3/2O22

COLOR SCANNING, FILE RENAME, MIN INVOICE CHARGE
24X36 PRINT, COLOR A, EDGEBIND FOR SKATEPARK CIP
Ol/t3/2O22 Regular
WASTE BAGS, HAND GEL, 2-PLY PAPER, STAINLESS STEEL
0I/L3/2022 Regular

EOC CITY HALL H-VAC REPAIRS/INSTALLATION

CITY HALL INTERIOR REPAIRS
Ot/I312022 Regular
DECEMBER 2021 PEST CONTROL AT VETS HALL
Oth3l2022 Regular
Employee Union Dues Contribution
0Ih312022 Regular
Employee United Way Contribution
OLltglzjL2 Regular
ICMA Employee Contributions
ICMA Employee Contributions
Deferred Compensation Contribution
80506082
L8L79
1C!8!
2984048
tNV0003247
rNV0003249
rNV0003238
Byaa9u39
rNV0003240
733.10 100640
13,692.4s 100541
65,40 100642
245.61 100643

24.O0 100644
4,498.08 100645
City of Carpinteria
Couruct Aceruoa Srnrr Reponr
January 24,2022

ITEM FOR COUNC CONSIDERATION
Contracts Executed by the City Manager on behalf of the City for the Period of November 16, 2021, through January 17,2022.

STAFF RECOMMENDATION
Receive and file Report of Contracts Executed by the City Manager for the Period of November 16,2021, through January 17,2022.

DISCUSSION
The City Manager is delegated authority by the Carpinteria Municipal Code (CMC),

52.08.1508, to execute contracts on behalf of the City in the amount of $30,000 or less.

Pursuant to CMC 52.08.150C, a list of all contracts executed by the City Manager is provided for City Council information and appended to this Staff Report as Attachment A. Attachment A lists all contracts entered into on behalf of the City for goods, construction and services for the Period of November 16, 2021, through January 17,2022.

FINANCIAL CONSIDERATIONS
All contracts entered into are within the appropriated budgeted amounts

ATTACHMENTS
A. Report of Contracts Executed by the City Manager
Report of Contracts Executed by City Manager
January 24,2022
Page2
Staff contact:

Brian C. Barrett, Acting City Clerk
(805) 7 55-4446, brian b@ci. carpinteria. ca. us
Reviewed by: Dave Durflinger, City Manager

ATTACHMENT A
Report of Contracts Executed by the City Manager
Period of November 16, 2021, through January 17,2022

VENDOR PURPOSE AMOUNT
Pavement Engineering, lnc 2021Update to Pavement
Management System
$25,455
County of Santa Barbara Supplemental Funding for Mental Health Mobile Crisis Services
$7,707
Cannon Corporation Engineering Plan Check & lnspection
Staff Au gmentation Services
$30,000
Gladwell Governmental Services,
lnc.

Elections Management Services for
Any Election in 2022
$19,900

City of Carpinteria
Cour.tcu- Aceruoe Srnrr Reponr
January 24,2022
Monthly City Treasurer's Report on Compliance with Statement of Safekeeping and lnvestment of Public Funds.

STAFF RECOMMENDATION
Receive and file the report
Sample Motion: None required

BACKGROUND / DISCUSSION
The City Council is the City of Carpinteria trustees and authorized to make investment decisions concerning public funds that are subject to the prudent investment standard.

The Prudent lnvestor Standard of the California Government Code Section 53600.3 states, "when investing, reinvesting, purchasing, acquiring, exchanging, selling or managing public funds, a trustee shall act with care, skill, prudence and diligence under circumstances then prevailing, including, but not limited to, the generil economic conditions and the anticipated need of the City, that a prudent person in a like capacity and familiarity with those matters would use in the conduct of funds of a like character and with like aims, to safeguard the principaland maintain the liquidity needs of the City.' The standard or prudence to be used by investment officials shall be applied in the context of managing the overall portfolio.

Trustees are those persons authorized to make investment decisions on behalf of a local agency. Trustees or City lnvestment officials, acting in accordance with investment policy and exercising due diligence, shall be relieved of personal responsibil1y for an individual security's credit risk changes or market price changes, provided- deviations from expectations are reported in a timely manner and appropriate action is taken to control adverse developments.

The purpose of this agenda matter is to provide the City Councilwith the required monthly Treasurer's Report.

Monthly City Treasurer's Report
January 24,2022
Page2

POLICY CONSISTENCY
The City is in compliance with the adopted Statement of Safekeeping and lnvestment of Public Funds.

FINANCIAL SIDERATIONS
Cash Statement: At December 31,2021, the City held cash and cash investments as shown in the table below.

Table l
CASH ACTIVITY FOR THE MONTH:

Cash and Investment Beginning of the Month
Cash Receipts
,Cash Disbursements
'Cash and Investment End of the Month
$ 16,376,609.89
7,057,893.82
(6^13r.37s.25\l
s 17.303.123.46
lnvestments:

Changes in the market value of treasury securities are inversely proportional to changes in interest rates demanded in the open market, i.e., when rates rise market values fall, when rates fall market values rise. The sensitivity of a portfolio's market value to these changes in market rates is a function of its days to maturity and its coupon rate.

Securities with longer maturities and/or lower coupon rates are more sensitive to changes in market interest rates. As a security matures, changes in its value become less sensitive to market rate changes.

At December 31st the portfolio's average days to maturity was 1.57 years, the average coupon rate was 1.98o/o, the average yield to maturity was 0.56%, the par value was $5,009,000 and Market Value was $4,988,971.67.

The City does not intend to sell nor does it have any foreseeable need to sell any securities. The intention of the City's investment policy is to hold all securities to maturity; and securities so held are redeemed at par value resulting in no net market gain or loss.

Attached for City Council review is the Treasurer's Report that details a listing of all the investments and cash activity during the month.

The City of Carpinteria will be able to meet all expenditure obligations that might reasonably be anticipated for the next six-month period July 1,2022.

G : \Li cette\Treas u ry\City Treasu rer's report. docx Monthly City Treasurer's Report
January 24,2022

LEGAL
This report has been prepared in compliance with California Government Code Sections 53600 and 53646.

PRINCIPAL PARTIES EXPECTED AT MEETING
Unknown

ATTAGHMENTS
City of Carpinteria Treasurer's Report
Staff contact: Licette Maldonado,
Administrative Services Director
(805) 7 55-4448, licettem @ci. carpi nterial. ca. us
Signature
Reviewed by: Dave Durflinger, City Manager
(805) 7 55-4400, [email protected]. ca. us
G : \Licette\Treas u ry\C ity Treas u rer's report. d ocx Gity Treasurer's Report

CITY OF CABPINTERIA TREASUREB'S REPORT
For the Month Eniled Decembet 2O2l
CASH ACTWITY FOR THE MONTH:

Cash and Investment Beginning of the MonthCash ReceiptsCash Disbursements Cash and lnvestnent End ofthe Month
CASII AND INVESTMENT PORTFOLIO:

Tvpe of Investment/Coupon/CUSlP #
Demand Deposit - General CheckingDemand Deposit - Premier Public Money Market Demand Deposit - Section 125 CheckingDemand Deposit - Payroll CheckingDemand Deposit - Money MarketLocal Agency lnvestment Fund Treasury Note, 1.87 5%, (9 12828V 7 2)Treasury Note, 1.87 5%, (912828W 55)Treasury Note, 1.87 5%, (9 12828W89)Treasury Note, 1.87 5%, (912828X47)Treasury Note, 1.7 5%, (9 12828){R6)Treasury Note, 1 .7 5%, (9 l2828XI,l 5) Treasury Note, 1.87 5o/o, (9 128282P 4)Treasury Note, 1 .625%, (9 1282825 8)Treasury Note, 1.87 5%, (9 128282W9)Treasury Note, 2 .0%, (9128283C2)Treasury Note, 2.0%, (912828M80) Treasury Note, 2.125%, (912828N30)Treasury Note, 2 .375%, (9128283U2)Treasury Note, 2 .625%, (9128284A5)Treasury Note, 2 .5o/o, (9128284D9)Treasury Note, 2 .625%, (9128284U1)Treasury Note, 2 .75o/o, (912828Y61) Treasury Note, 2 .75o/o, (9128284X5)
Treasury Note, 2 .875o/o, (9128285D8)
Treasury Note, 0.75%, (91282CDR9)Treasury Note, 2 .5%, (912828529)Treasury Note, 2 .375o/o, (9128286Cfi)Treasury Note, 1.00%, (91282CDN8)Treasury Note, 0 .375%, (91282C8C4\Treasury Note, 1.2 5%, (9 I282CDK4) 16,376,609.89
7,0s7,893.82
(6.131.37s.2s\
l____lz303gEi6_
Market Velue (1). Book Value (2)
$
Institution/Issuer
Yield to
Maturitv
N/A

N/AN/AN/AN/A

0.22%

1.98%1.94%1.95%1.87%1.83%

0.07%

1.88%1.74%1.91%

2.0s%2.06%2.24%2.50%2.60%0.08%

2.84%0.06%0.01o/o0.67%0.73%0.06%0.78%0.98%

1.20%1.28%
Maturity
Date
N/A
1/112022
N/AN/A
Uv2022
1/1/2022
1/31t2022
2/28t2022
3/31/2022
4t30t2022
s/3r/2022
6130t2022
7/31120228/31t2022
9130D022
10t31t2022
tt/301202212/31/2022
113112023
2t28D023
3t31/2023
6t30t2023
7t31/2023
8t31/2023
9t30/2023
l2/3u2023
t/31/2024
2D9/2024
121t5/202412/31/202s1u30D026
# Days to
Maturitv
N/A
1 N/A
N/A
II
315990
120lsl181
212243
273
304
33436s396
424
455546
Jtt
608638
730
761790
108014611795
Par Value
Montecito Bank
Montecito BankMontecito BankMontecito BankCharles Schwab State of Califomia
U.S. GovemmentU.S. GovemmentU.S. Govemment
U.S. GovemmentU.S. GovemmentU.S. GovemmentU.S. GovemmentU.S. GovemmentU.S. Govemment U.S. GovemmentU.S. GovemmentU.S. GovemmentU.S. GovemmentU.S. GovemmentU.S. GovemmentU.S. GovemmentU.S. Govemment U.S. GovemmentU.S. GovemmentU.S. GovemmentU.S. GovemmentU.S. GovemmentU.S. GovemmentU.S. GovemmentU.S. Govemment 446,860.39
5,346,733.51
13,757.65
1,655.40
1 13,1 1 1.10
6,392,038.74
130,000.00l3s;000.00
132,000.00167,000.00179,000.00177,000.00177,000.00
168,000.00
16s,000.00
179,000.00175,000.00161,000.00169,000.00171,000.00171,000.00 100,000.00
400,000.00400,000.00250,000.00250,000.00200,000.00200,000.00250,000.002s0,000.00250.000.00 446,860.39
5,346,733.51
13,757.65
1,655.40
113,111.10
6,392,038.74
130,162.s0138,366.56132,556.87
167,939.381 80,146.71178,327.50178,659.38169,496.24166,907.8 l 181,405.31
177,s42.96
163,691.71t72,48s.63175,221.56175,194.84103,03 1.25
413,375.00
413,750.002s9,s31.2s
250,078.13
207,156.24
206,812-50
2s0,234.38242,265.63249.882.80
446,860.39
s,346,733.st
13,7s7.6s
1,655.40
1 13,1 I 1.10
6,392,038.74
129,304.11137,594.13131,530.54166,999.92178,310.26r76,343.17 176,924.33167,062.69164,718.17178,509. l 1174,454.00160,091.79168,003.85171,184.09 170,243.30
99,563.57
398,795.22399,721.60
249,33s.00249,993.47
199,388.94199,264.00
2s0,079.39
241,955.00
249.602.02
17,323,156.79 17,398,378-93 17,303,128.46
CITY OF CARPINTERIA TREAfII]RER'S REPORT
For the Month Entletl December 2021
REPORT ON COMPLIANCE W]TH STATEMENT OF SAFEKEEPING AND INVESTMENT OF PIIBLIC FUNDSThe City is in compliance with the adopted Statement of Safekeeping and lnvesfinent of Public FrmdsREPORT OF ABILITY TO MEET REQUIRED EXPENDITURES FOR THE NEXT SIX MOIVIHSWEIGHTED AVERAGE MATURITY OF PORTFOLIO As ofDecmber 31,2021 the weighted average days to maturity ofthe City's investrnent portfolio is 1.57 years.FOOTNOTES TO REPORT/DEFIMTION OF TERMS:(1) The market value ofU.S. Goverment Securities was provided by the custodial agen! Charles Schwab.

For the Local Agency Investment Fund the market value represents the contract value.

For all other investments, the market value is equal to book value. (2) Book value of demand deposits equals the bank balance minus outstanding checks plus deposits-in-transit.ParValue: Equalsfacevalueofsecurity(valueofthesecuritywhenitreachesmaturity).Market Value: The last price for which a security was bought or sold. ln this case, the value as ofthe last day ofthe month ofthis report.

Book Value: The amount at which the security is carried in the City's accounting records (adjusted at year-end for GASB 40 reporting purposes).

City of Carpinteria
Coutrcll- Aceruoa Srnrr Reponr
Jeruunny 24,2022
, ITEM FOR GOUNCIL CONSIDERATION
Quarterly' Review of Pension Stabilization Trust.

STAFF RECOMMENDATION
Receive and file the report
Sample Motion: None required

BACKG ROU NG/DISC USSION
The purpose of the Pension Stabilization Trust is to accumulate, hold, and distribute pension plan assets for the exclusive benefit of retiree pensions within the meaning of IRS Code Section 115. Plan assets are irrevocable and may not be used for any purpbse other than the purpose of the Trust. Withdrawal of plan assets is not permitted except to transfer to another trust or to reimburse the City for pension costs paid.

The City's primary objective in establishing the Pension Trust is to control long term cosfs and volatility on the annual operating budget. The trust provides more flexibility for the City to both level out contributions and mitigate year-to-year contribution volatility.

Plan contributions transfer assets to the Trust, and accordingly, plan assets are not carried on the City's books and are not subject to the City's investments policy.

Discretionary Trustee Benefit Trust Company (BTC), with the advice of Morgan Stanley Wealth Management Consulting Group, actively manage plan assets consistent with the lnvestment Policy Statement. The City's individual trust account is part of a larger Multiple Employer Trust administered by Keenan Financial Services and BTC, referred to as ihe California Public Entity Pension Stabilization Trust. BTC also provides the City with monthly, quarterly (attached), and annualstatements-of-activity of the City's account. The Pension Stabilization Trust utilizes a Board of Authority that provides management and oversight of the Trust with participation by one individual per public agency. ihe fees are Quarterly Review of the Pension Stabilization Trust
January 24,2022
Page2
asset-based, paid monthly, deducted directly from the Trust account, and total 30 bpsl annually. This is competitive with other comparable plans.

POLICY CONSISTENCY
This matter concerns actions aimed at improving the City's long-term financial position and is consistent with the City's fiduciary responsibilities and goal to deliver services that meet community needs in an efficient and effective manner.

The purpose of this quarterly review is to report the portfolio summary of the City of Carpi nteria Pension Stab i lization Trust account.

FINANCIAL CONSIDERATIONS
Portfolio Summary:

At December 31 ,2021, the City held investments as shown in the table below Table 1
Yearto Date (YTD)
S1,382017.95
(92,697.00)

0.00 65,527.55
2,329.26
@,214.t0l
MarketValue
Fixed lncome
Equities
Alternatives 27
Beginning Value
Net Withdrawals
I nte rest
Dividends
Change in MarketValue'
Management Fees
EndingValue $1,357,953.56
Asset
Allocation
wL,4329L 66.40/o
395,2il.49 29.L%,

4.5%o
Total Account 963.65
I nce ption date : 6/30/18
YrD : Ll tl 202L - L2/ 3t/ 2o2L
lnvestments:

At December 31.t the portfolio's estimated market value was $1,357,963.66 quarterto date (net of fees) of 1.31o/o,laar to date (net of fees) of 4.650/o,last 12 months (net of 1 Basis points pertain to interest rates. One basis point is equal to one one-hundredth of one percentage point (0.01%). Therefore, 100 basis points would be equivalent to 1%.

G:\Licette\Pension Stabilization Trust\Staff Reports\Pension Stabilization Trust Quarterly report.docx
Quarterly Review of the Pension Stabilization Trust
January 24,2022

fees) 4.650/o, and inception to date (net of fees) of 7.71%. Attached for City Council review is the statement from Benefit Trust as of December 91,2021.

An initial deposit of $1 million dollars was invested June 30,2018. A second deposit of $52,900 was made September 18,2018 and the third budgeted deposit of $76,g's0 was made on January 15, 2020. There was a disbursement of $64,031 for Fy 2021 and $28,666 for FY 2022 on October 13,2021.

LEGAL AND RISK MANAGEMENT CONSIDERATIONS
The establishment of the Pension Stabilization Trust Fund is being developed consistent with Section 115 of the lnternal Revenue Code. Establishment of the lrrevocable pension Stabilization Trust Fund mitigates financial risk associated with expected increases in the CaIPERS pension rates over the next decade.

ATTACHMENTS
A. December 31,2021 Performance Report
Staff contact: Licette Maldonado,
Administrative Services Director
(805) 7 55-4448, licettem@ci. carpinterial. ca. us
Signature
Reviewed by: Dave Durflinger, City Manager
(805) 7 55-4400, [email protected]. us
G:\Licette\Pension Stabilization Trust\Staff Reports\Pension Stabilization Trust euarterly report.docx

ATTACHMENT A
CITY OF CARPINTERIA CA.MUNI.PST

BENEFIT TRUST ACCOUNT
CITY OF CARPINTERIA CA.MUNI.PST
BENEFIT TRUST ACCOUNT 7440

66.4o/o

29.10A
Equities Fixed lncome
Portfolio Summary
Net of Fees I US Dollar
12/31t2021
Asset Allocation
600/o
4OYo
20%
Performance
Portfolio Summary
Beginning Value
Net WithdrawalslnterestDividends
Change in Market ValueManagement Fees
Ending Value
$
Year to Date
1 ,387,O17.9s
(92,697.00)
65,527.55
2,329.26
(4,214.1O)
$ 1,357,963.66
0o/o

4.504
Alternatives
Fixed lncomeEquities
AlternativesTotal AccountTotal Account (Net of Fees)
s&P 500 TR
MSCI EAFEMSCI ACWI Ex U5 Net
BBG Ass (us)BBG Globol Agg50% ltscl ACWI / 50% Borclays Agg * lnception date: 6/30/2018
Performance for periods greater than one year are annualized.

Market Current
Value Yield
901,432.91 2.7
395,264.49 0.8
61 ,266.26 2.0
1,357,963.66 2.1

2.1 Month
to Date

0. 11

1.74 8.78

0.910.88

4.48 5.12

4.13 -0.26-0.14

1.87 quarter
to Date

0.022.81

14.61 1.381.31

11.03 2.70

1.82 0.01
-0.67

3.35 Year to
Date
-1.17

14.59 38.84

4.974.65

28.72 1 1.37

7.82 -1.55-4.71

8.18 Last 1 2
lvlonths
-1.17

14.59 38.84

4.974.65

28.72 1 1.37

7.82 -1.55-4.71

8.18 Last 3
Years

5.94 22.36

13.U

10.6910.3626.07

13.58 1 3.18

4.793.59

12.75 lnception'
to Date
s.33

14.5511.37

8.037.71

19.49 7.757.61

4.583.14

9.65 PORTFOLIO APPRAISAL

CITY OF CARPINTERIA CA-MUNI-PST
BENEFIT TRUST ACCOUNT 7440
December 3l, 2021
Security
Symbol
Unit
Cost
Total
Cost
t71,223.3s
87,',785.20
177,864.43
94,822.60
43,283.54
43,552.75
25,24t.24
25,158.23
16,831.15
{!,289,3e
1 68,660.39
Market
Value
180,2s6.48
90,253.34
180,482.08
90,1 18.14
179,932.48
e}r,!3?.er
901,432.9t
62,946.14
52,91 5.00
34,094.56
32,040.42
22,976.20
55,01q:62
223,253.66
Pct.

Assets
Cur.

Qganlity Security Yield

FIXED INC MUTUAL FUNDS

TAXABLE BOND FUND
15,235.674 BLACKROCK TOTAL

RETURN FD BD FD

BLKRK CL
9,173.358 GUGGENHEIM FDS

TR INVT GD BD INSTL
3,329.153 GUGGENHEIMFDS
TR MACRO OPPTY R6
12,455.630 PRUDENTIALTOTAL

RETURN BD FD
13,490.740 PRUDNTIAL GBL

TOTL RTRN FD INC
PCiM GBL TTL R6
15,095.007 WESTERNASSET

FDS INC
Price
MPHQ.X 175,674.21 l 1.84 180,390.38 13.3 2.1
GIUS.X
GIOS.X
PTRQ.X
PGTQ.X
WAPS.X
I 1.53

18.67 26.37

14.28 7.03

40.28 28.04

41.28 14.89

20.85 6l.l s

67.76 19.6s

27.1 14.49

6.68 58.58

34.07 55.76

26.56 83.47

13.3 6.6

13.3 6.6

13.3 2.3

3.8 2.8
J.3
1 1.58 174,743.31 t1.92 2.5
882,1r3.11
882,1 1 3.1 1

66.4 23

2.7 DOMESTIC EQUITY MUTUAL FUNDS

LARGE CAP FUND
1,074.533 ALGER FLJNDS CAP

APP FOCS Y
1,553.126 COLUMBIA FDS SER
TRI
611.452 LEGG MASON

PARTNERS EQUITY

TR CLR BRID SL IS

MID CAP FUND
980.232 ALGER FDS MD CP

FOCUS Z

SMALL CAP FUNDS
1,206.341 ALGER FDS SMALL

CP FOCUS Z
275.263 UNDISCOVERED

MANAGERS FDS
BEHAVR VAL R6
ALGY.X
COFY.X
LCSS.X
ATOZ.X
AGOZ.X
UBVF.X

66.4 4.6

3.9 )5

0.0 0.6

0.0 112,077.53
14,593.47 18.65
149,955.7t I1.0 0.2
18,281 .33 1.3 0.0

2.4 0.0

1.7 l.l

4.1 16.4
q.l

0.3 INTERNATIONAL MUTUAL FUNDS

INTERNATIONAL EMERGING MARKET FUND
I57.696 AMERICAN FUNDS NFFF.X
NEW WORLD F-2

INTERNATIONAL FUND
458.040 AMERICAN FUNDS

NEW PERSPECTIVE
F2
10,685.73 85.'14 13,520.86 I .0 0.7
30,285.60 2.2 0.5
"#carp-pst.

ANWF.X 47.85 21,916.76 66.12

PORTFOLIO APPRAISAL
CITY OF CARPINTERIA CA_MANI-PST
BENEFIT TRAST ACCOUNT 7440
December 3I, 2021
Qry1titv
1,469.s75
807.687
842.664
474.710
632.738
s83.869
Security

GOLDMAN SACHS

TR II GQG PARTNRS
R6

HARTFORD

INTERNATIONAL

VALUE Y

JOHN HANCOCK FDS
III INTL GROWTH R6

OAKMARK

INTERNATIONAL

INVESTOR

PRUDENTIAL

WORLD FD INC

JENNISON GBL Q

THORNBURG

INVESTMENT

INCOME BUILDER
Security
Symbot
CSTY.X
HILY.X
JIGT.X
OANI.X
PRJQ.X
TIBO.X
CSZI.X
PGRQ.X
Unit
Cost
Total
Cost Price
Market
Value
Pct.

Assets
Cur.

Yield
l5.l I

16.87 29.83

24.36 3 1.39
2t.30

16.0't

23.46 22,2t1.82 19.59
13,625.73 16.32
28,788.97 2.t 2.3
13,181.45 1.0 3.2
2s,136.99
I1,565.45
\?62714:98
I 37,439.81
4L2sq:t9
47,958.56
1,236,171,87

34.88 28.04
29,392.12
13,310.87

2.2 0.9

1.0 1.5
I 9,860.01 46.19
t2,437.32 24.s0
29,226.17 2.2 0.0
t4,304.79 l.l 5.1

ALTERNATIVE INVESTMENT FUNDS

ALTERNATTVE FUND
2,100.297 COHEN & STEERS

RLTY INCMNEW

SHS CL Z
605.7I5 PRUDENTTAL

GLOBAL REAL
ESTATE

TOTAL PORTFOLIO
33,'.t50.46 22.07
14,208.10 24.62
46,353.55 3.4 1.7
14,912.70 1.1 3.1
!s8:489.98
172,010.83
6t26626
6t,266.26
1,357,963.66
ll t7
t2.7
1,5

1.5 4.5 2.0

4.5 100.0

2.0 2.1
2 "#carp-pst.

City of Carpinteria
Courucu Aceruoa Srarr RepoRr
January 24,2022

ITEM FOR COUNCI L CONSIDERATION
Authorization for the City Manager to sign and submit a notice of dispute ("Notice of Dispute") to the County of Santa Barbara ("County") Sheriffs Office ("Sheriffs Office") disputing the Sherriffs Office's recomputation of compensation for fiscal year ("FY") 2022-23.

STAFF RECOMMENDATION
Authorize the City Manager to sign and submit a Notice of Dispute to the County Sheriffs Office.

Sample Motion: I move to authorize the City Manager to sign and submit a Notice of Dispute to the County Sheriffs Office.

BACKGROUND
The City contracts with the County Sheriffs Office for law enforcement services pursuant to the Agreement to Provide Law Enforcement Services between the City of Carpinteria and County ("Agreement") (Attachment A). The City also provides office space at City Hall at no cost to the Sheriffs Office for the operation of the South Coast Substation, which provides patrol services to the City of Carpinteria as well as the unincorporated areas of Montecito, Summerland and the Carpinteria Valley. ln addition to the City of Carpinteria, the cities of Buellton, Solvang and Goleta ("Contract Cities") also contract with the County for law enforcement services.

The Agreement includes provisions for making an annual adjustment in how much the City compensates the County for the quantity of law enforcement services being purchased. These provisions also specify, based on the annual recomputation, that the County will provide the City an estimated compensation amount on or before November 1st of each year and a final recomputation on or before January 1Sth of the fiscal year.

The term of the Agreement runs from July 1,2019 to June 30,2023. 23629877.3
Letter Disputing Law Enforcement services Agreement cost Recomputation January 24,2022
Page2
Dispute Over FY 2021-22 Law Enforcement Costs
ln the current 2021-22 fiscal year, the City will pay a base amount of 94,582,326, for law enforcement services which is an approximately 18% increase over the prior 2O2O-21 fiscal year compensation. This increase is the outcome of a negotiated amendment to the Agreement resulting from the Notice of Dispute (and ensuing dispute resolution process) initiated by the Contract Cities around this time last year in response to proposed annual compensation increases stemming from the Sheriffs Office's implementation of a revised cost methodology ("Revised Cost Methodology"). Proposed increases for each Contract City were initially in the 35-40o/o range. ln the-Notice of Dispute for FY 2021-22 contract costs, the City alleged, among things, that the revised methodology is inconsistent with the provisions of the Agreement.

Proposed FY 2022-23 Law Enforcement Costs
The Sheriffs Office recently presented the proposed final recomputation of compensation for the coming 2022-23 fiscal year in the amount of $s,2TT ,g77 , an increase of $696,651 or approximately 15%. The proposed increase would result in a two year increase of nearly $1.2 million, or approximately 30% increase.

The City Council Public Safety Committee considered this matter at a special meeting on January 17,2022, and is recommending that the City Council, pursuant to the provisions of the Agreement, submit a letter to the County disputing the annual recomputation of compensation.

The purpose of this matter is to allow the City Council to consider and authorize sending a Notice of Dispute to the County.

DtscusstoN
On January 11,2022, the Sheriffs Office provided contract cities with the annual compensation amount for FY 2022-23. As noted above, the proposed increase would result in an increase of $696,651, or approximately 15o/o, over the City,s current Fy law enforceme nt 2021-22 costs.

This final annual recomputation (Attachment B) is based on the same Revised Cost Methodology that led to the Contract Cities submitting Notices of Dispute in response to proposed FY 2021-22 contract costs. Consistent with its position last year, the City believes that this Revised Cost Methodology is inconsistent with the provisions of ihe Agreement.

Under the terms of the Agreement, the attached Notice of Dispute serves as an official notice of a contract dispute pursuant to Section 26 of the Agreement which, if the City and Sheriffs Office are unable to amicably resolve, will allow the City to initiate dispuie resolution proced ures.
23629877.3
Letter Disputing Law Enforcement Services Agreement Cost Recomputation January 24,2022

POLICY
Ensuring that contract charges to the City are accurate and consistent with terms of the applicable Agreement is an important part of the City's fiduciary responsibility.

Historically, law enforcement services have helped to maintain a very low crime rate in the City of Carpinteria and the City and Sheriffs Office have enjoyed a successful collaborative and cooperative working relationship since 1991. However, the size of the contract proportionalto the City's budget means that rising law enforcement contract cost significantly influences the City's ability to deliver other projects, programs and services that are necessary to meet the needs of the Carpinteria community.

FINANCIAL CONSIDERATIONS
ln FY 2019-2020 and FY 2021-22 the City paid the County $3,884,808 and $4,582,326, respectively, for law enforcement services under the Agreement. The Sheriffs Office's proposed cost for FY 2022-23 is $5,277,977.

The FY 2019-2020 final cost recomputation represents an increase of upwards of 15% over current contract law enforcement services costs, and an approximately 30% increase in costs over the past two years. The City operates on a July 1 to June 30 fiscal years so the proposed amount would become effective July 1 ,2022, and require consideration in the preparation of the City's annual budget.

Law enforcement contract service costs represent the City's largest single expenditure in both the General Fund and Measure X Fund. lt is expected that service level cuts would be a part of the necessary considerations in response the final contract amount, should it remain anywhere close to the amount proposed by the Sheriffs Office.

LEGAL AND RISK MANAGEMENT
The Agreement includes provisions that aim to protect the City from certain liabilities associated with the delivery of law enforcement services, including costs, and provide mutual indemnification for the Parties.

The Agreement also sets forth a dispute resolution process, which requires the County or the City to submit a written notice "stating the basis of the dispute, including the amount disputed, if any" to the other party before commencing any legal proceeding relating to the Agreement, its enforcement, or interpretation. The Agreement requires that this notice be submitted to the other party within thirty (30) days of the event giving rise to the dispute. (Agreement, S 26.)
Submission of a notice of dispute by either party triggers a non-binding mediation process. Pursuant to this process, for the thirty (30) days following receipt of the notice of dispute, the parties are required to engage in good faith efforts to resolve the dispute lf the dispute remains unresolved after this period of time, the dispute will be referred to 23629877.3
Letter Disputing Law Enforcement Services Agreement Cost Recomputation January 24,2022

a neutral mediator who will hear from both parties and issue a written decision. The costs of this process are to be split equally between the parties. (Agreement, $ 26.)

OPTIONS

1. Authorize the City Manager to sign the Notice of Dispute and direct it be transmitted to the county sheriffs office (staff recommendation) 2. Decline to dispute the annual recomputation.

ATTACHMENTS
A. Agreement to Provide Law Enforcement Services
B. Final Recomputation
Reviewed by:

City Attorney's Office
Signature
Staff contact: Dave Durflinger, City Manager
(805 755-4400, [email protected])
23629877.3

ATTACHMENT A
AMENDMENT NO. 1

TO THE CONTRACT LAW ENFORCEMENT SERVICES AGREEMENT

BETWEEN THE CITY OF CARPINTERIA
AND

THE COUNTY OF'SANTA BARBARA
This Amendment No. 1 ("First Amendment") to the Contract Law Enforcement Services Agreement ("Agreement') is effective as of this lst day of July 202I, ("Effective Date") by and between the City of CARPINTERIA ("CITY") and the County of Santa Barbara ("CO[INTY").

CITY and COUNTY are sometimes individually referred to as "Party" and collectively as "Parties."
RBcrrar-s
A. The Agreement sets forth the terms and conditions under which COUNTY would provide law enforcement services to the CITY. The term of the Agreement is from July 1, 2019 through June 30, 2023, and only includes costs accrued and invoiced within this period.

B. CITY submitted a notice of dispute ('Notice of Dispute") on February 8, 202I, attached hereto as Exhibit 1, initiating the dispute resolution process under Section 26 of the Agreement to resolve a dispute between the Parties regarding the (i) calculation and amount of the annual cost computation ("Contract Costs") for fiscal year ("FY") 2021-2022 (*FY 21122 Contract Costs"), and (ii) "true-up" costs ("True-Up Costs") assessed in excess of the CITY'S base contract hours, as set forth in Exhibit A-1 to the Agreement, ("Base Contract Hours") for FY 2020-2021Contract Costs (*FY 20121 Contract Costs").

C. With the exception of Section II.3 of this First Amendment (titled "Improved Data Reporting"), this First Amendment solely applies to FY 21122 Contract Costs, FY 20121 Contract Costs, and FY 19120 True-Up Costs. This First Amendment has no bearing, effect, or impact, and does not reflect any agreement among the Parties, on FY 22123 Contract Costs, the calculation or existence of FY 20/21True-Up Costs, or on the negotiation of any future contract law enforcement services agreement between the Parties.

D. Neither the CITY'S agreement to pay a portion of FY 19120 True-Up Costs, nor anything else in this First Amendment, shall be interpreted to mean that the CITY agrees with the imposition, methodology, calculation, or amount of any previous or future True-Up Costs. Neither the COUNTY'S agreement to reduce a portion of the FY 19120 True-Up Costs, agreement to the $210.65 FY 21122 hourly rate, nor anything else in this First Amendment, shall be interpreted to mean that the COUNTY agrees with use of such methodology, calculation, or amount when calculating or determining any future True-Up Costs or hourly rate.

E. After several extended negotiation sessions, the Parties have come to an agreement on the following terms, which are set forth in more detail in the terms of this First Amendment. 1 a FY 21122 Contract Costs. The Parties have come to an agreement as to the total amount of the FY 21122 Contract costs, which total $4,5g2,326.00. This amount includes agreement on a 5Ao/o reduction in true-up costs for FY |gl20 (*Fy lgl10 True-Up costs"), an hourly rate of $210.65, and two years of inflation at3yo per year and is further detailed in Exhibit E-3 attached hereto. ofFY The COUNTY agrees
to withdraw its request for payment of Fy 20121 Contract Costs in excess of the CITY'S Base Contract Hours, which were invoiced in FY 20l2l,and to credit the CITY in the amount of $205,881.04.

F. The Parties desire to amend the Agreement to reflect the Parties' agreement as to the terms set forth in Recital E above.

G. The Parties also intend to enter into good faith discussiohs beginning in August regarding negotiation of a new contract law enforcement services agreemsnt for Fy 24124 a;d, beyond and intend to begin negotiations no later than November 202l for Fy 22123 Contract Costs.

NOw, THEREFORE, the Parties hereby amend the Agreement as follows:

I. Incorporation of Recitals. The Parties agree the foregoing recitals are true and correct and are hereby incorporated by reference.

U. Terms. The Parties agree to the following amendments to the Agreement:

1. Section 6. Section 6 of the Agreement, titled "COMPENSATION OF COUNTy,,, is hereby amended in fulI to read as follows:

6. 9OMPENSATION oF couNTy. coLrNTy shall be paid for
performance under this Agreement in accordance with the terms of Exhibit B and C attached hereto and incorporated herein by reference.

Notwithstanding the foregoing, the Parties have agreed that the CITY'S total FY 21122 Contract Costs will be $4,582,326.00. The CITY'S agreedupon FY 21122 Contract Costs are further detailed in Exhibit E-3 "Annual Cost Computation Fiscal year 2021-22.',

2. Exhibit C. "Exhibit C: Cost Model" of the Agreement is hereby replaced, superseded, and amended in full to read as attached hereto in Exhibit 2.

3. Improved Data Reoorting. Beginning in Fy 2ll22,the couNTy agrees to provide CITY with more detailed compliance data depicting use oflaw enforcement services within its jurisdiction. In addition to the compliance data, upon request by CITY, COLINTY shall provide narrative descriptions of call for service data and a chance for the CITY to meet to discuss the data and what it represents so that the CITY has a full understanding of the services being provided and charged to the CITY.
a
2 4. Exhibit E-3. "Exhibit E-3 Annual Cost Computation Fiscal Year 2021-22," attached hereto, is hereby added to and made apart of the Agreement. This Exhibit E-3 shall replace and supersede any preceding Exhibit E-3 to the Agreement.

5. No Precedent. Nothing herein shall be construed as precedent for applying or interpreting the provisions of Exhibit C on the negotiation of FY 22123 Contract Costs or on any future contract law enforcement services agreement between the Parties. This First Amendment has no bearing, effect, or impact, and does not reflect any agreement among the Parties, on FY 22123 Contract Costs, the calculation or existence of FY 20121True-Up Costs, or on the negotiation of any future contract law enforcement services agreement between the Parties. ilI. General Provisions.

1.. Authority to Bind. Each Party warrants that the individuals who have signed this First Amendment have the legal power, right and authority to agree to this First Amendment and bind each respective Party.

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

3. Entire Aqreement. This First Amendment represents the entire understanding of the Parties with respect to the FY 21122 Contract Costs, the FY 20121Contract Costs, the FY 19120 True-Up Costs, and the "Improved Data Reporting" described in Section II.3 of this First Amendment. This First Amendment supersedes and cancels any prior oral or written understanding, promises or representatives with respect to those matters covered in this First Amendment, and it shall not be amended, altered or changed except by a written agreement signed by the Parties hereto.

4. Full Force and Effect. Except as amended by this First Amendment, all other provisions of the Agreement not in conflict with the terms of this First Amendment shall remain in fulIforce and effect.

5. Severability. If any provision of this First Amendment shall be held invalid or unenforceable by a court of competent jurisdiction, such holding shall not invalidate or render unenforceable any other provision of this First Amendment unless elimination of such provision materially alters the rights and obligations set forth herein.

6. Adequate Consideration. The Parties hereto irrevocably stipulate and agree that they have each received adequate and independent consideration for the performance of the obligations they have undertaken pursuant to this First Amendment.

7. Mutual Waiver" Release" and Covenant Not to Sue. CITY, on its own behalf, and on behalf of its agents, servants, employees, officers, directors, administrators, a
J
representatives, elected officials, attorneys, departments, divisions, and agencies, waives, releases, and covenants not to commence, maintain, join, or authoiize any Claim or Legal Action (as defined in the following sentente) against the Santa Barbara Sheriffs office, the cotrNTy, andlor the cotrNTy;s agents, servants, employees, offtcers, directors, administrators, representatives, elicted officials, attorneys, departments, divisions, and agencies. claim or Legal Action as used !91ein refers to any cause ofaction, dispute, breach or grievance pertaining to the FY 21122 contract costs, FY 20121contract costs, and Fy lgl20 True-Up costs, including but not limited any claim encompassed by the clTy's February g ,20zl Notice of Dispute ("Claim or Legal Action"). CITY understands that it may later discover facts different from, or in addition to, those it presently knows, believes, or suspects to be true concerning the subjects or consequences of this First Amendment, and further understands that, despite uny s.tch discoveries, it will remain bound by this First Amendment.
coLrNTY, on its own behalf, and on behalf of its agents, servants, employees, offtcers, directors, administrators, representatives, elected officials, attorneys,' departments, divisions, and agencies, waives, releases, and covenants not to commence, maintain, join, or authorize any Claim or Legal Action (as defined in the precedingparagraph) against the cITy andlor the cITy,s ug"ntr, servants, employees, offi cers, directors, administrators, representatives, elected officials, attorneys, departments, divisions, and agencies. COTINTY understands that it may 'later discover facts different from, or in addition to, those it presently knows, believes, or suspects to be true concerning the subjects or consequences of this First Amendment, and further understands that, despite any suctrdiscoveries, it will remain bound by this First Amendment.

With respect to the Claims and Legal Actions that are the subject of the mutual releases set forth in this First Amendment, the Parties "*pt"r.1y waive all rights
under Civil Code section l542,which provides as follows:
(a OT T
THE ITOR OR RE G PAR DOES NOT ow oR

IN F THE
THE ,A,ND THAT.IF KNOWN RY HIM OR
MA
[SIGNATURES ON NEXT PAGEI
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4 DocuSign Envelope lD: 235F061C-8D0B4F9F-A74D-4CAEDFI FFI 98 IN WITNESS WHEREOF, the Parties hereto have executed this First Amendment as of the last date written below.

CITY OF CARPINTERIA COUNTY OF SANTA BARBARA
By By:

BOB

MAYOR OF CARPINTERIA CHAIR, BOARD OF SUPERVISORS
Date: August L0. 202L Date: 3i z
ATTEST:

BRIAN BARRETT

ACTING CITY CLERK
APPROVED AS TO FORM:

JENA ACOS, ON BEHALF OF

BROWNSTETN HYATT FARBER SCHRECK

ACTING AS CITY ATTORNEY
By:

ATTEST:

MONA MIYASATO
COT.INTY EXECUTIVE OFFTCER
o[ THE

APPROVED AS TO FORM

RACHEL VAN MULLEM

COUNTY COLTNSEL
by:

By Kaw Wamt"
APPROVED AS TO FORM:

RAY AROMATORIO
By
Pa1A.r-"a1.*
APPROVED AS TO FORM:

BETSY M. SCHAFFER
LLER
tz?.

By: L.

APPROVED AS TO FORM:

SHERIFF BILL BROWN
SANTA
5 By:

CE
Exhibit 2
to First Amendment
"EXHIBIT C: COST MODEL"
7 Exhibit C: Cost Model
I. Overview of Cost Model. Except as provided for in Sections II through IV of this Exhibit C, which terms supersede the terms set forth in this Section I, the Cost Model determines the cost of a Deputy Sheriff Service Unit based on the actual hourly cost of a Sheriff Deputy, which includes both direct and indirect costs of providing one hour of law enforcement services. ihis actual hourly cost is then multiplied by 8,760 hours in order to equate to the annual cost of one Deputy Sheriff Service Unit, as described in Exhibit A-1. The annual cost of one Deputy Sheriff Seivice Unit is then multiplied by the quantity of Deputy Sheriff Service Units purchased by CITY to determine the total annual cost for general law enforcement services to be included in the total Contract Costs for the applicable FY. The direct and indirect costs of providing one hour of law enforcement services are determined as follows:

1. Direct cost of a Sheriff Deputy. This is the average actual hourly cost of salary and benefits paid to the Sheriff Deputy employee classification for law enforcement services. The direct cost of a Sheriff Deputy excludes all costs of Sheriff functions which are made available to all portions of the County, such as custody and coroner, as well as all law enforcement programs and projects that are reimbursable from other sources.

2. Direct cost of support to a Sheriff Deputy. This is the average actual hourly cost of salary and benefits paid to the employee classifications that provide direct support to a Sheriff Deputy for one hour of work. This includes the chain of command supervising u"a managing a Sherifi Deputy (Sergeants, Lieutenants, Commanders, Chief) as well as other direct gpport staff. the directiost of support to a Sheriff Deputy also excludes the functions, programs and projects excluded from the direct cost of a Sheriff Deputy.

3. Anticipated salary and benefits increases. The direct cost of a Sheriff Deputy and the direct cost of support to a Sheriff Deputy are estimated for the next fiscal year based on the prior fiscal year's actual average costs. In order for these estimated costs for the next fiscal year to more closely match the actual average costs for the next fiscal year, the prior year actual average costs are adjusted for anticipated salary and benefit increases, such as negotiated cost ofliving iricreases and projected employer pension contribution changes. These adjustments help reduce the amount of any true-up required, as explainedinT. below, in order to match estimated costs billed to actual costs incurred.

4. Direct services and supplies and other charges. This is the actual hourly cost per a Sheriff Deputy of direct services and supplies and other charges incurred for law enforCement. This includes equipment maintenance, vehicle fuel, training, motor pool charges, liability insurance, and various other law enforcement expenditures. This also excludes any expenditures for functions, programs and projects that are excluded from the direct cost of a Sheriff Deputy.

5. Indirect Cost of Support and Administration. This is determined using the indirect cost rate calculated for the Sherifls Support and Administration Division, including Cost Allocation plan charges applied to Sheriff Law Enforcement. This rate is applied to the direct cost of a Sheriff Deputy and the direct cost of support to a Sheriff Deputy in order to determine the indirect costs applicable to law enforcement services. The rate is calculated annually by the Sheriff s Office in accordance with federal cost principles and reviewed by the Auditor-Coniroller. The rate used for 8 determining indirect costs billable to cities excludes any costs that are general overhead costs of operation of the County government.

6. Public safety dispatch costs. This is the CITY'S proportionate share of the Sheriffs public safety dispatch costs allocated to law enforcement. The CITY'S share of these costs are based on the total hours purchased by the CITY as a percentage of the Sheriff s total law enforcement hours.

7. True-up to actual cost. Because the cost model estimates the costs for next year based on the prior year actual costs, a comparison of what was estimated and billed for next year and what the costs actually are will be performed after the close of next year. The difference, whether positive (due to actual costs exceeding estimated costs) or negative (due to estimated costs exceeding actual costs), is then included in the costs estimated for two years later in order to true-up the estimated costs billed next year to the actual costs incurred.

8. Sheriffs Law Enforcement Contract Services Bureau. This is the CITY'S proportionate share of the Sheriffls Contract Law Enforcement Unit costs. The CITY'S share of these costs are based on the total hours purchased by the CITY as a percentage of the Sheriff s total law enforcement hours.

II. FY 2Ll22 Contract Costs. Notwithstanding Section I of this Exhibit C, the Parties have agreed that the CITY'S total FY 21122 Contract Costs will be $4,582,326.00. This agreed-upon amount reflects an hourly Deputy Sheriff Service Unit rate of $210.65, two years of inflation at3Yo per year, and is inclusive of a 50Yo (fifty percent) reduction in FY 19120 True-Up Cost as discussed in Section III of this Exhibit C. The CITY'S agreed-upon FY 21122 Contract Costs are further detailed in "Exhibit E-3 Annual Cost Computation Fiscal Year 2021-22".

IIII. Calculation of FY 19120 True-Up Costs. The Parties agree that calculation of FY 19120 True-Up Costs shall be calculated based on a $210.65 hourly Deputy Sheriff Service Unit rate.

The Parties further agree that the CITY shall only be charged 50% (frfty percent) of the FY 19120 True-Up Costs, which comes to a total of $147,858.00.

IV. Calculation of FY 20121Contract Costs. The calculation of FY 20121Contract Costs shall be based on the CITY'S Base Contract Hours (17,520 hours) as set forth in Appendix A-1.

Pursuant to the First Amendment, the COUNTY hereby withdraws its request for payment of FY 20l2l Contract Costs in excess of the CITY'S Base Contract Hours, which were invoiced in FY 20l2L The COLJNTY further agrees to credit the CITY in the amount of $205,881 .04 for payments made by the CITY for hours in excess of the CITY'S Base Contract Hours. This credit is reflected on the CITY'S June invoice for FY 20121Contract Costs.
9 Exhibit 3
to First Amendment
"Exhibit E-3 Annual cost computation Fiscar year z0zl-22. 10 Amended Exhibit E-3
Annual Cost Computation FiscalYear 2O2L-22
Carpinteria
DSU Summary - Contract Cost Hours Purchased t7,520
Patrol Costs Hourly Rate Total Contract Cost
Deputy Costs
Deputy S&B Cost
lndirect Rate @ 8.59%
True-Up Cost
Cost lnflation @ 0%
Deputy S&B Cost
Patrol Support

92.13 7.9L
t,6!4,1L8
138,583

ADMN OFFICE PRO I

ADMN OFFICE PRO II
ADMN OFFICE PRO II . EXH
ADMN OFFICE PRO 5R

CUSTODIAN - EXH

SHERIFFS COMMANDER

SHERIFFS LIEUTENANT

SHERIFFS SERGEANT

SHERIFF'S SERVICE TECHNICIAN
lndirect Rate @ 8.59%
True-Up Cost
Cost lnflation @ 0%
Potrol Support S&B
Direct Patrol S&S
Direct Potrol S&S True-up
Total Patrol Cost
100.04
o.L2

3.62 t.87

3.93 5.01

25.81 1.03

3.56 1,752,701
2,L02
63,422
32,762
68,854
87,775
452,19L
18,046
62,37L

44.95 16.16
787,s24
283,723
161.15 2,823,348
Law Enforcement Support Costs (includes S&8, lndirect, and S&S Costs) lnvestiqqtions
General lnvestigations
SOD, Narcotics
SOD, lntelligence
SOD, High Tech Crime Unit
Total lnvestigations
Forensics
Crime Analysis Unit
Property & Evidence
True-Up Cost
Total law Enforcement SuPPort
Hourly Contract Rate
True Up
Menu ltems
Dispatch
DSU Admin
lnflation
Total Contract

30.09 5.44

2.49 2.46
527,L17
9s,309
43,625
43,099

40.48 4.50

1.11 3.4L
709,270
78,840
t9,447
59,743

49.50 867,240
210.65 3,590,588
L47,858
266,245
198,635
74,443
254,557
Community Resource Deputy
Total s&B
patiojtsuiioi

ADMN OFFICE PRO I

ADMN OFFICE PRO II

ADMN OFFICE PRO II - EXH

ADMN OFFICE PRO SR

CUSTODIAN - EXH

SHERIFFS COMMANDER

SHERIFFS LIEUTENANT

SHERIFFS SERGEANT

SHERIFF'S SERVICE TECHNICIAN
S&S Cost
Motor Credit
lotql pdtrol Support
Total Menu Costs
I77.O33 1,577 t77.O33
7V7,093 7,577 777,033
23;585
196.46
5,732.48

1.38 2,969.61

2.58 6,236.83
7,936,70
40,913.83
I,637.48
23,585
89,272 23,585
266,245
'ztt\
t i t:,i : 1...j
'
,. ii r/ ,. , t i
i 1'. l:i ii' t"'
Itcclrirrg 'l'lu llat;te trttr'c li'St/

Table of Contents
Designated Representative .. . ...........l.
1 4.

5. 6.

7. 8.

9. 10.
lt.
t2.

13. 14.
t5.

16. 17.

18. t9.

20. 1l

22. 23.

24. 25.
2,6.

27. Notices.."..".

Indemnification and Insurance ....

Ownership of Equipment ..
2 2
2 2
3 3
3 3
3 J
3 3
Nondiscrimination..".,.".

Independent Contractor
Nonexclusive Agreement
Assignment.

Exhibit D:

Exhibit E:

Exhibit E-l
Time is of the Essence...",.........,. ,'....'.,."..4
Successors and Assigns 5
Authority 5
Precedence.............,i;.rr.,
f)ispute Resoluticn .,*..r!.,.,.,....r....

Agreement Not Considered Against Drafter.......

Exhibit C: Cost Model .)a
Special Insurance and Indemnification .-..,...."."",....","26 City Specific Agreement.................. "...... 2g
City Annual Cost Computation Sheet .r*r,..i!r..,.,.ri,,.. .33

AGREEMENT TO PROVIDE W ENFORCEMENT SERVICES
THIS AGREEMENT (hereafier Agreement) is made by and between the County of Santa Barbara, a political subdivision of the State of Califomia (hereafter COTINT\) and the City of Catpinteria, an incorporated city having its principal place of business at 5775 Carpinteria Avenue, Carpinteri4 CA 93013, (hereafter CIT$ wherein COLINTY agrees to provide and CITY agrees to accept the services specified herein.

WHEREAS. CITY has requested COLINTY, through its Sheriffs Office, to provide law enlorcement services pursuant to a contractual agreement; and WHEREAS, the COUNTY, through its Sheriff s Office, has expressed willingness to provide law enforcement services on a cost reimbursement basis, as authorized by California Government Code section 51300 et seq.; and
IVIIEREAS' in recognition that this Agreernent represents significant cost to CITY, COTINTY recognizes its responsibility of fiscal stewardship and to that end, is comtnitted to providing law enforcement services in a fiscally responsible manner.

NOW, THEREFORE, in consideration ofthe mutualcovcnants and conditions contained herein, the parties agree as follows:
l. DESIGNATED REPBSTS*N.TATIYEi The currently assigned City of Carpinteria Station Lieutenant at phone number (S05) 755-4438 is the representative of COLINTY and will administer this Agreement for and on behalf of COUNTY. The City Manager at phone numbsr (805) 755-4400 is the authorized representative for CITY. Changes in designated representatives shall be made only after advance written notice to the other palty.

2. NOTICES. Any nctice or consent required or permitted to be given under this Agreement shall be given to the respective parties in writing, by first class mail, postage prepaid, or otherwise delivered as follows:

To COUNTY: SheriffBill Brown, P.O. Box 6427,Santa Barbara, CA 93160 To CITY: City Manager, Cify" of Carpinteria, 5775 Carpinteria Avenue, Carpinteria, CA. 93013
or at such other address or to such other person that the pafties may from time to time designate. Notices and consents under this section, which are sent by n"rail, shall be deemed to be received five (5) days following their deposit in the lJ.S. mail.

3. $COPS OF SEByICE& COUNTY agrees to provide law enforcement services to CITY in accordance with Exhibits A through A-2 and Exhibit f, attached hereto and incorporated herein by reference.

4. TERM.

A. Basic Tenn. The term ofthis Agreement shall commence July 1,2019, and continue through June 30, 2A23. a four (4) year term, expiring on June 30, 2023, unless sooner terminated pursuant to Paragraph 13, Termination, below, or extended as described in Paragraph 4(B).

B. Iixtended Tprm. The terms of this Agreement may be extended fbrone period of (2) years, if the Sheriff and City Manager determine to so extend the term and written notice of such renewal is given to the other party at least six (6) months prior to expiration. The extended term shall be referred to as the Extended Term of the 2019-2A Agreement.

C. ApnntpriatiQns l,imitation" CITY and COUNTY each acknowledge that annual budgetary appropriations in lbture years for payment and services hereunder are subject to the approval of their respective legislative bodies.

5. STANDARD OF PERFORMANCJ. COLINTY represents that it has the skills and expertise necessary to perfonn law enforcement services required under this Agreement, as described in Exhibits A through A-2 and E.
6- COMPENSATIQN OF COUNTY. COUNTY shall be paid for performance under this Agreement in accordance with the terms of Exhibit B and C attached hereto and incorporated herein by reference.

7. I,I\DEMNIFICATJQN ANQ INSUB,,ANCE" CITY and COLINTY agree to defend, indemnifu and save harmless each other and to procure and maintain insurance in accordance with the provisions of Erhibit D, attached hereto and incorporated herein by ret'erence,

8. OWNERSIIIP OF EOUIfIMF:NT. COLr-N'I'Y shall be the owner of all items incidental to the performance of this Agreement. Equiprnent cr supplies purchased by CITY to aid in the perfbrmance of law enforcement services shall remain the property of CITY. No transfer of ownership of equipment from COUNTY to CITY shall occur as a result of this Agreement. It is understood thar COLINTY shall provide all equiprnent and supplies necessary to the performance of this Agreement and that any ClTy-owned equipment and supplies are provided voluntarily. CITY and COLINTY shall have no obligation to maintain or replace any CITY-owned equipment and supplies. Upon termination ol'the Agreement or applicable menu items within the agreement, an equipment or supplies purchased by the CITY for COUNTY may, at CITy sole discretion, revert to CITY ownership.

9. INDSPENDEI{LCONTRAqTOR. It is expressly understood between the parties to rhis Agreement that no employer/employee relationship is intended; the relationship of CO{"INTy io CITy being that of an independent contractor and CITY and COUN'| Y retain sote and independent liability fbr the actions of the employees of each.

10. NONDISCRIMINATION. COUNTY hereby notities CITY that COUNTY'S Unlawtul Discrimination Ordinance (Article XIII of Chapter 2 of the Santa Barbara County Code) appties to this Agreement and is incorporated herein by this reference with the samE force and eflbct as if the ordinance were specifically set out herein and clrY agrees to comply with said ordinance. ll. NONEXSLUSJyE AG\SEMENI. CITY understands that this is not an exclusive Agreemenr and that COUNTY shall have the right to negotiate with and enter into contracts with other SantiBarbara County cities andlor other entities to provide the same or similar services.

12. 4S$IGNMENT" Neither party shall assign any of its rights nor transt'er any of its obligations under this Agreement without the prior wriften consent of the other party and any attempt to so assign or so transf'er without such consent shall be void and without legal cffect and shall constitute grounds for termination of this Agreement.

I3. TERMINATION.

A. ByCOUNTY

1. Termination for Convenience. COIINTY may terminate this Agreement upon Three l{undred Sixty Five (365) days' written notice. Upon the date of termination, COTINTY shall cease work and notily CITY as to the status of its perlbrmance.

2. Termination for Cause. Should CITY defuult in the performance of this Agreement or materially breach any of its provisions, COUNTY may, at COUNTY'S sole option, terminate this Agreement by Ninety (90) days written notice.

B. Bv CITY

1. Termination for Convenience
Five (365) days'written notice.

CITY may terminate this Agreement upon Three Hundred Sixty

2. Termination for Cause. Should COLINTY default in the perlbrmance of this Agreement or materially breach any of its provisions, including by failing to provide CITY all or any part of the services set forth in Exhibit A, CITY may, atCITY'S sole option, terminate this Agreement byNinety (90) days written notice.

Notwithstanding any other payment provision of this Agreement, CITY shall pay COUNTY for service perlormed to the date of termination, including any prorated amount of compensation due hereunder less payments, if any, previously made.

14. SECTION HEAHNG$" The headings of the several sections, and any table of contents appended hereto, shall be solely for convenience of reference and shall not affect the meaning, construction or effect hereof.

15. $SY$EAEILITY, If any one or more of the provisions contained herein shall for any reason be held to be invalid, illegal, or unenforceable in any respect, then such provision or provisions shall be deemed severable from the remaining provisions hereof, and such invalidity, illegality or unenforceability shall not atTect any other provision hereof, and this Agreement shall be construed as if such invalid, illegal, or unenforceable provision had never been contained herein.

16. REMEDIES NOT EXCLUSIV-E: No remedy herein confered upon or reserved to the parties is intended to be exclusive of any other remedy or remedies. and each and every such remedy, to the extent permitted by law, shall be cumulative and in addition to any other remedy given hereunder or now or hereafter existing at law or in equity r:r otherwise.

17. TIl4lE IS OF THS,,ESS4,I{CF, Time is of the essence in this Agreement and each covenant and term is a condition herein.

18. NO,WAIVAK OF UAFAUUI, No delay or omission of by either party to exercise any right or power arising upon the occuffence of any event of defrult shall impair any such right or power or shall be

construed to be a waiver of any such detault or an acquiescence therein; and every power and remedy given by this Agreement to each party shall be exercised from time to time and as often as may be deemed expcdient in the sole discretion of the exercising party.
19' ENTIRE AGREEMENT SNp, AIIIFNDMENT. In conjunction with the matters considered herein, this Agreement contains the entire understanding and agreement of the parties and there have been no promises, representations, agreements, warranties or undertakings by any ofthe parties, either oral or written, of any character or nature hereafter binding except as set forth herein. This Agreement may be altered, amended or modified only by an instrument in writing, executed by fhe parties to this Agreement and by no other means. Each party waives its fufure right to claim, contest or assert that this Agreement rvas modified, canceled, superseded, or changed by any oral agreements, course ofconduct, waiver, or estoppel.

20. SIfCCESSOR$ 4N:) ASSICNS" All representations, covenants and warranties set forth in this Agreement, by or on behalf of; or fbr the benefit of any or all of the parties hereto, shall be binding upon and inure to the benefit ofsuch party, its successors and assigns.

21. COMPLIANC}: WIT}I LAW. Both partiss shall, at their sole cost and expense, comply with all applicable City, County, State and Federal ordinances and statutes now in force or which may hereafter be in force with regard to this Agreement.

22. CAI,,IFORNIA LAW. This Agreement shall be governed by the larvs ofthe State of Califbmia.

Any litigation regarding this Agreement or its contents shall be filed in the County of Santa Bartara, if in state court; or in the federal district court nearest to Santa Barbara County, if in federal court.

23. EXECUTIOL{ qF'CpU,NTSRPART$: This Agreement may be execu(ed in any number of counterparu and each ofsuch counterparts shall for all purposes be deemed to be an original; and all such counterparts, or as many of them as the parties shall preserve undestroyed, shall together constifutE one and the sanre instrument.

24. AUTI{O&[IY: The parties to this Agreement wanant and represent that rhey have the power and authority to enter into this Agreement in the names, titles and capacities herein stated and on behalf of any entities, persons, or firms represented or purported to be represented by such entity(ies), person(s), or firm(s) and that all formal requirements necessary or required by any state and/or federal law in order to enter into this Agreement have been fully complied with. Furthermore, by entering into this Agreement, COLINTY and CITY hereby warrant that each shall not have breached ihe terms or conditions of any other contract or agreement to which COTINTY or CITY is obligated, which breach would have a material effect hereon.

25. PRECEDENCE. In the event of conflict befween the provisions contained in the numbered sections of this Agreement and the provisions contained in the Exhibits, the provisions of the Exhibits shall prevail over those in the nurnbered sections. In the event of conflict between the provisions contained in the numbered secticns of this Agreement, Exhibits and subsequent contract Amendments, the most current contract Amendment shall prevail over the provisions, Exhibits and/or prior Amendments.

26. DISPUTE RESOLUTION PROCESS. Before commencing any legal proceeding in any courr of law, any controversy, arising out of or relating to this Agreement, its enforcement, or interpretation, including clairns of an alleged breach (but excluding a dispute regarding the level of service subject to procedure set fqrth in Paragraph 2.8. ol'Exhibit A) shall be first submitted to non-binding merliation. Written notice stating the basis ol'the dispute, including the amount disputcd, if any, shall be provided to the other pany within thirty (30) days of the event giving rise to the dispute. During the nexr thirty (30) days following

receipt of notice, the parties shall engage in good faith efforts to resolve the dispute through the appropriate internal hierarchy of each agency. If the dispute remains unresolved, the matter shall be referred to a neutral mediator agreed to by both parties. If the pafties cannot agree on a mediatoro the mediator shall be appointed pursuant to the Commercial Arbitration Rules of the American Arbitration Association, unless the parties mutually agree to choose the mediator in another manner. The mediator shall hear presentations and documentary evidence from the parties. The rules of evidence shall not apply to the mediation. At the conclusion of the mediation, the mediator shall render a written decision. Any costs of retaining the services of the mediator shall be shared equally by the COTINTY and CITY. The parties intend that the dispute resolution procedures provided for hereunder shall be conducted in as expeditious a manner as possible.

27. AQREEMR,-NT I{0[, CONSTRTIED AGAINST PRATTBR. This Agreement has been negotiated and prepared by the parties and their respective counsel, and should any provision of this Agreement require judicial interpretation, the court interpreting or construing the provision shall not apply a rule of construction that a document is to be construed against one pafty.

IN WITNESS WHEREOF, the parties have executed this Agreement to be effective July 1, 2Al9 after it is fully executed by the appropriate CITY and COUNTY officials.

COI.INTY OF SANTA BARBARA CITY OF CARPIN'I-ERIA
*
By:

STEVE

CHAIR, BOARD OF
I)ate: '?r-l ol'
ATTEST:

MONA MIYASATO
COI.INTY EXECUTIVE OFFICER

CLERK OF THE BOARD

WADE NOMURA

MAYOR OF CARPINTERTA
Date:

ATTEST:

CITY CI-ERK

FIDELA GARCIA
By

APPROVED AS TO FORM

JENA ACOS

CTI'Y ATTORNEY
By
By:
t
RS
,S OFFICE
By:

By
APPROVED AS TO FORM:

MICHAEL C. GHIZZONI

COTINTY COUNSEL
By:

APPROVED AS TO FORM:

RAY AROMATORIO

RISK MANAGER

APPROVED FORM
BETSYM. SCHAFFER

AUDITOR-CONTROLLER
By:

APPROVED AS TO

SHERIFF BILLBROWN

SANTA B
al n
By:

Exhibit A: Statement of Work
l. Delivery of Services

2. General Law Enfurcement Services
A. General [.aw Enforcement Services, Defined .......... l. Labor and Materials............,..,.

2. Marked Vehicles..

3. Prosecution of Offenses

4. Custody & Coroner Functions...
9 9
9 9
I
I
9 Specialized Law Enfbrcement Functions
Crant Administration
Service Limitations of County of Santa Barbara.......

Supplemental Law Enforcement Services ...",.."....,....1 I A. Additional LEvel of Service "......-."..." .........."."."..1 I l. Definition It

4. Personnel Management .,,.,.,,,",...,,.

Hiring, Training & Disciplinc of Staff.,.,...

Exclusive Authority.". ................"..". 13
City Personnel Recommendations ,"..-"....".""..,....13
Employee Personnel Issues .....".,.... 14
Orientation l4

5. Enforcement of Laws.... .,....14

6. Mutual Cooperation i:r*r,*.:r,r.r.,*r....,"....."14

7. Maintenance of Records ....."..........,."....,.14
C.

D.

E.
ll
lt
1t
3 B.

C.

D.

E.

8. Monthly and AnnualReports
Exhibit A-l: Deputy Service Unit
15 l6
Exhibit A-2: Monthly Report Sarnple

Exhibit A: Statement of Work
The purpo,re of Exhibit A is ta describe and define the type and level ofwork ta be performed. l. Dclivery of Scrvices.

COLINTY, through its Sherifls Office, shall deliver general law enforsement services within the incorporated limits of the City of Carpinteria according to the terms and conditions set forth herein.

It is the goal of the Sheriffs Office to provide a high level of proftssional excellence; respond to calls for service promptly; protect lives arrd propcrty to the best of its ability; practice community oriented policing and conduct itself in a manner that promotes trust and legitimacy and is participatory in community matters and events; initiate programs that prevent and deter crime or improve the quality of life; sky abreast of modern policing methods and technology; and apprehend criminal oftbnders.

2. General Law Enforcement Sewices.

A. COUNTY agrees to provide general law enforcement services for CITY, which include 24/7 police patrol; criminal investigation/detectives; technical services; direct support and administtative functions; emergency Dispatch; general traffic enforcemen! acciderrt investigation, and parking control; all services included within a Deputy Sheniffservice Unit, as defined in Exhibit A-l; and all Specialized Law Enforcement Functions, as defined in Paragraph 2.C.
l. I-ebo-r and Materials. coLiNTY shall supply all necessary labor, supervision, equipment, communication facilities, and supplies necessary to perform all duties and functions to maintain the level of service to be rendered hereunder. Notr.vithstanding anything contained herein, in all instances where special supplies, stationery, notices, forms and the like must be issued in the name of CITy, the same shall be supplied by CITY at CITY'S cost and expense.

2. Marked Vehicles" The Sheriff s Office may authorize defined areas of patrol vehicles to display CITY insignia indicating they are CITY police vehicles. If CITY elects to display approved CITY insignia the cost of such insignia will be at CITy expense.

3. Prqsecution of Offenses. CITY and COLINTY shall continue their existing practice regarding the prosecution of offenses, with CITy responsible for the prosecution of infractions and City Ordinances, and COUNTY. through the District Attorney's Office, responsible {br the prosecution of all other offenses. There shatl be no cost effect on the parties under this Section.

4. Cluttr:dy and Coroncr l-unctions. It is generally understood by both parties at this writing that current law requires conventional custody and coroner functions be provided at the COUNTY'S obligation and expensc throughout the County of Santa Barbara regardless of incorporated or unincorporated boundaries. CITY, therefore, will not be invoiced for custody or coroner services. This item is also addressed in Exhibit B, Paragraph l(B).

B. Levelof Service.
l. Level of Service Recommendatio{L The level of service, workplace and/or geographic boundaries for general law enforcement services to CITY will be recommended by COLINTY by November I of each year with servioe level adjustments occuning July I of the following year. The level of service refers to the sum of Deputy SheriffService Units (as defined in Exhibit A-l) ordered, supervision, contract management, support functions, equipment, capital structures, major assets. services, supplies, and other incidental costs attributable to the provision of general law enforcement services within the then current geographic boundaries of CITY. ln consultation with COUNTY. CiTY may enhance the level of law enforcement services as defined under Paragraph 3, "Supplemental Law Enforcement Services."

2. Levelufl$erviceAdustnrent,
a. Adjustment Recom$en&li(l$ []yr CC]tlN"fY. If COUNTY proposes to raise the level of service above the level of service provided in the prior year, COUNTY shall provide CITY, along with its recommendation, data supporting its determination that a higher level of service is necessaly to protect public and officer safety along with its recommendation. If requested by CITY, COUNTY will discuss altemative service options. b. r\4justrnen* RsaUest by CITY. If CITY wishes to reduce the level of service below the level of service provided in the prior year, CITY shall make a written request to COUNTY within 30 days of the date it receives COUNTY'S level of service recommendation. CITY shall provide information supporting its request for a reduction in service level. c. Consideratiori of A{i1t;tme,|;l!. The parties agree to work in good faith to review and consider the adjustment recommendation or request, including providing any supporting information or data that either party may request to support the recommendation or request.

3. Level of Servic-e Review. If the parties do not come to agreement on an adjustment recommendation or request through the process set forth in Paragraph 8.2., CITY may request review from the Undersheriff.'['he Undersheriffshall engage in a face-to-face meeting with the CITY to review the recommendation or request and shall consider thc CITY'S position in good faith. The parties shall make all reasonable efforts to complete this process by April l5 of any year in which the process is utilized.

4. fVfinimum Level of Service. COI-INTY is under no obligation to allow a minimum level of service that jeopardizes public or officer safety. If the level of service revieq as set forth in Paragraph 2.83., is completed and the patties do not come to an agreement regarding the required level of service, the parties agree that the Sheriff shall have final authority to determine minimum level of service for this Agreement.

5' Amendment" If the foregoing process results in an increase or decrease to levels of serviceo the parties shall prepare and execute a written amendment to this Agreement as to the terms and conditions of the increase or decrease; all other terms set forth in this Agreernent shall continue in full force and effect.

C. Spqei*lizqi{l I.aw linftrcernent f'un$tigng. Specialized law enforcement firnctions, such as: K-9; Mounted Unit Patrot; Search & Rescue; Hostage Negotiations; special Enforcement (SWAT) Team; Dive Team, Hazardous Devices Team, Professional Standards Investigations, Reserve Forces; Fugitive/Warrant Detail; andlor Helicopter/fixed wing patrot are included in the cost of a Deputy Service Unit, described in Exhibit A-1, and may aiso be provided within the City Limits as needed and when deemed appropriate by COUNTY. CI'fy will not be invoiced separately fbr these services unless the service is requested by CITy as described in Section 3.

D' Grant Adminislratiop" The Administrative function will also include the ability and authority for COLJNTY to apply, administer antl implement grant opportunities for the benefit of CITY with the expressed wriften permission ofthe Designated Representative of CITY.

E. Servipe Limitatigns of COUNTY" All references to General t aw Enforcement Services contained in this Agreement are references only to services that shall be detivered under the terms of this Agreement.

3. SunFlementalL*wEnforeement,$e.ryiceg,
A. AtftlitionalLcvel($lofservice.

L Definition. Additional Level(s) of service reibrs to supplemental or specialized law enforcement services not included in, "General Law Enforcement services," as defined in section 2, above. CITY may request an additional level of service such as, but not limitcd to: dedicated traffic enforcement, Community or school Resource officers, dedicatEd specialty units (k-9, gang enforcement, etc.) or grant programs that are within the legal authority of CoUNTy to provide. Another example is the application, administration and implementation ofa supplementalgrant program. Other supplemental law enforcement services are set forth in Exhibit A-1.

Cl'l'Y may request this additional level of service in writing to COUNTy'S Station Lieutenant. COLINTY will consider clTY's rsquests and, at its option, implement these requests with any additional, actual expense invoiced to CITy.

2. cirant Program.s. If the additional level of service is tied to a grant program,

3. CITY will be invoiced for actual, additional costs above the grant award for the applicable time period unless COLINTY and CITY agree otherwise. This assumes that any grant funds are received directly by COUNTY. CITY may request and COI-INTY may provide cost estimates prior to the implementation of a grant andlor program. CITY understands that actual, additional costs may vary slightly (high or low) from original estimates. Any supplemental, material expenses related to ongoing programs will be recommended by COTINTY to CITY in advance of purchase. CITY understands and accepts that if a supplemental item related to an ongoing program is not approved by CITY, COTINTY may exercise the option to refrain from further work on the grant or program. COUNTY will apply Departmental and/or County overhead to a grant cost when the provisions of the grant allow for the accounting of overhead expense. CITY understands and accepts that the net cost ofgrant overhead may become an expense to CITY when other provisions are not agreed upon in writing by both parties in advance ofthe implementation of the grant. CITY understands and accepts any ongoing fiscal, staffing, and/or programmatic obligations incurred in the acceptance of a grant. An example of such an obligation may include a grant requirement to retain a staffing position for a time period beyond the original grant award period.

B. One-time or Periodic Law Enforcement Services,
l. Definitioq. One-time or Periodic Law Enforcement Services refers to the provision of periodic or one-time enhancements to the level of general law enforcement services provided, such as, but not limited to: additional security for special events and seasonal staffing. These planned and/or unplanned events usually require additional, sho(-term law enforcement services. For planned events, upon written request of CITY to COUNTY, COUNTY will review and recommend the appropriate level of service for the event or occurrence and provide CITY with services within the available staffing and legal authority ofCOIJNTY. [n the instance of an unplanned event or emergency requiring law enforcement services in order to maintain public safety, COUNTY will immediately respond with an additional level of law enforcement service as determined by COUNTY in accordance with existing mutualaid agreements.

2. City Cost. CITY will be invoiced for actual, additional costs of any and all one time or periodic law enforcement services unless there exists no actual, additional cost (process described in Paragraph 3(BX4) herein). CITY may request a written cost estimate in advance of a planned event and CITY understands and accepts that actual, additional costs of the event may vary (high or low) from the estimate.

3. Request fiftr-gess lbr: Ilgu]gd,-F.yg[]!$. The request for additional law enforcement services for planned events shall be memorialized in writing, printed or electronic, between the two parties through their respective Designated Representatives. The writing will desuibe the nature of the event, specific dates, times and addresses and may include a suggested level of service. The CITY will provide COLTNTY with as much advance notice as is possible and practical prior to the event, for COUNTY scheduling purposes.

4. Provision of -oFe-time or Periodic services. coLINTy shall grant such requests if and when it is capable of doing so. This will first bc accomplished using existing staff during regularly scheduled work hours iflwhen the provision of sucii services would not unreasonably interfere with the Sheriffs provision of general law enforcement services to the unincorporated portion of the County. If the request can be accomplished wilhin the regularly scheduled hours that are already included within this Agreement, there may be no actual, additional cxpense incurred by cITy. The second staffing priority will be the use of additional personnel through overtime scheduling ofthe Sheriffs Office staff. The third staffing priority will be provided by nleans of couNTY'S request of additional personnel tiom a neighboring law enforcement agency. COLINTY shall provide nctice to CITY prior to providing service under the second or third staffing priority, when feasible. Any additional personnel and/or equipment used in the provision of supplemental law enforcement services will be invoiced above the base agreement amount in a manner described in Exhibit B. The priorities set forth hercin are designed to keep clTy's costs to a minimum and are consistent with current practice.

4. Personncl MrnaEement.

A. l-lir:in&'llra-ir:l.ing aild Dits.ipline{}fstattl The hiring, training, discipline and/orcontrol of all Sheriff s Office personnel employed under this Agreement shall remain under the appropriate chain-of-cotnmand within COUNTY Sherifls Office. All persons employed in the performance of services and functions for CITY pursuant to this Agreement shall be COUNTY employees.

B. Exclusive Authgrily. Subject to the terms of this Agreement, the Sheriff shall retain exclusive authority over the activities of his/trer personnel. The planning, organization. scheduling direction, supervision, standards of perftrrmance and discipline of Sheriffs personnelo and all other related matters incidental to the delivery of General Law Enforcement Services to CITY shall be as determined by the Sheriff. Nothing herein shall be deemed to limit the Sheriffs authority to move, transftr and/or discipline Sheriffs Office personnel as Sheriff in his/her discretion deems appropriate.

C. City Pcrsonrigl,..V^ir$sgltatiops;nd l.lpCornmendariirnfi. CITy may requesr to be consulted on the selection or replacement of the station Lieutenant, who will represent the Sherifl as Chief of Police, and any personnel for any position related to supplemental law enforcement services of a specialized nature that the CITY has requested. CITY rnay request review or transfer of Sheriffs personnel as a consequence of services and f"unctions performed under this Agreement, and such request shall be considered in good faith by Sheriff in determining the appropriate course of action, i{'any. CITY may make these requests through the Station Lieutenant.

D. &nployee llay lssues. CITY shall not assume any liability for the direct payment of any salaries, wages or other compensation to any COL|NTY personnel performing services hereunder for CITY, including liability for workcrs' compensation claims or injury or illness arising out of COUNTY personnel's pertbrmance of this Agreement (aside from costs included within the l)eputy Sheriff Service Unit as defined in Exhibit A-l). Except as otherwise provided herein, no person employed by COLTNTY hereunder shall have any rights to pension, civil service, or other status or right tronr CITY by virtue of this Agreement; and

no CITY employee shall have any rights to pension, civil service or other status or right from COUNTY by virtue of this Agreement.

E. Orientation. Personnel assigned to CITY pursuant to the terms of this Agreement shall receive appropriate orientation regarding the special characteristics and needs of CITY.

Training shall include familiarization with CITY municipal codes, key CITY staff and CITY departments tlrat will interact with Sheriff personnel.

5. Fq&;c.e"fnent of mws.

Sheriff shall enforce the statutes ofthe State of Califomia and the municipal police ordinances of Cll'Y. When requested, Sheriff will assist in the enforcement of CITY Code provisions in cooperation with CITY'S staff and Code Enforcement personnel.

6. Mutq$l Gqgnpfrtion.

To facilitate the delivery of services under this Agreement, COIfNTY shall have full cooperation and assistance from CITY, its officers, agents and employees and CITY shall have full cooperation and assistance from COUNTY, its officers, agents and employees.

7. Maintenance of Records.

COUNTY shall keep reasonably itemized and detailed records and reports as required by law, grants and/or generally accepted accounting principles on behalf of CITY. CITY records shall be maintained by COTINTY pursuant to COUNTY practice and as required by law, and shall be available to CITY for inspection after reasonable prior notice to COLJNTY. CITY understands and accepts that various records may be destroyed after specific time periods have passed and thus unavailable for inspection.

8. Monthlv sL{ A.+.nurl,Ilcporte.,
Within Fifteen (15) working days after the end of sach calendar month, COLTNTY via the Sheriff s Law Enforcement Contract Services Bureau, shall provide CITY a monthly report of law enforcement service statistics as set forth in Exhibit A-2 hereto. These monthly reports will also be summarized in a quarterly report. COLTNTY further shall provide CITY an annual repoft if/when applicable. COLINTY and CITY may work together to modiff the format and content of the repod as needed and when practical.

Exhibit A-l: Deputy Sheriff Service Unit
Sheriffs services are generally provided in the form of Deputy Sheriff Service Units (DSSU). One DSSU is equivalent to the sworn and support personnel required to staffone patrol position 24 hours a day for I year.

One f)eputy Sheriff Service Unit equares tol
A sufficient number of SheriffDeputies to provide for 24-hour coverage, seven days a week for one year, including relief (lost time). This equates to 8,?60 hours of service to CITY a year per DSSU ordered. [f for any reason the Sheriff falls below 98% compliance in providing this level of service, CITY will not be charged for the shofiage. CITY will also be enritled to an explanation for the shortage ofservice and a proposed resolution.

If CIry compliance rate goes above I l2Yo far each of three consecutive months, CITY and COLINry will meet and confer. I{, subsequent to the meet and confer, the comptiance rate remains above I l2o/o for any additional consecutive calendar months but below the threshold for an additional Deputy Sheriff Service Unit, CITY will pay the percentage above I 12Yo, attheDeputy Sheriff Service Unit rate for those consecutive calendar months. If and when CITY compliance rate falls below llLYo for a calendar month, CITY will no longer pay the percentage above I l2o/o at the Deputy Sheriff Seruice Unit rate unless and until the compliance rate once again remains above l l2%o for each of three consecutive calendar months and CITY and COUNTY meet and confer. This will apply to the current Agreement and any extension to the current Agreement.

Since timekeeping is a critical component of a DSSU, COLNTY is commirted to ensuring that COUN'IY is appropriately tracking time. COTJNTY agrees that it willprovide training and updates to its sworn and support personnel and will also audit the timekeeping system periodically. CITy will be provided with monthly reports to demonstrate time compliance reporting as described in Exhibit A-2^
Additionally, all management, supervision, investigative support, administrative support, overtime and supply costs are included. This ensures that there are no unexpected cost increases to the CITy for the anttual duration of the contract. The costs fbr all services and suppties, relief (lost time) factors, overtime, labor, and insurance costs will be calculated each year based on prior year actual costs and provided to CITY prior to the end of the current fiscal year.

The following are Supplemental Law Enforcement Services available for purchase, also referred to as menu items:

Deputy Sheriff
r Additional deputy to enhance patrol functions or focus on specific interests and needs of CITY.

School Resource Deputy
. Typical duties involve enforcement of state, Iocal and education code laws r Liaison between school officials, City staff and the Sheriff's Office.

r Provide education classes to students, parents and community members impacted by the school.
r Complete School related projects as directed.
o Investigate youth related offenses related to the school on and off campus.

Community Resource Deputy
. Typically works as a liaison between CITY staff and Sheriff s personnel. . Works cooperatively with the City Manager, or designee, and the Station Lieutenant; focuses on interests unique to the city.
o Develops crime prevention programs and provides public education and instruction.
' Typically assists with coordinating CITY sponsored events.

Detective
r Investigates general or specific criminal violation cases developed by patrol personnel.

Sergeant
o Supplemental supervision for groups of deputies assigned to similar duties or . projects.

Administrative 0ffice Professional
. Clerical staff assigned to process incident, crime and traffic reports. e Responsible for records processing and information coordination with the District Attorney and other local state and federal agcncics.

Sherif?s Service Techn ician
r Under general supervision performs a variety of non*sworn technical and clerical based administrative duties in the office and the field. Supports sworn law enforcement personnel by performing tasks that do not require a swom deputy to perform.

Supplemental Law Enforcement Services include overhead costs. They can be provided with or without a relief factor.

Exhibit A-2: Monthly Sheriffs Reporr
List of Collected Statistics
Crime Rcporr Statisticr
Criminal Homicide
Robbery
Burglary- Residential
Burglary- Institutional
Vehicle Theft
Theft
Theft- Recovery Value
Accidents
Person Injured
Persons Killed
DUI Arrests
Towed Vehicles
Jraffic Statistics
Forcible Rape
AllAssaults
Burglary- Commercial
Burglary* AllOthers
Vehicles Recovered
Theft- Value
Injury Collisions
FatalCollisions
Citations
AB32l Violations
Caseload
Felony Arrests Misdemeanor Arrests
Pot"ent i gl. Hoq pj.e.qS/Trans ienr C ontacts
Number of Contacts Time Spent on Calls
Deputy SheriffService Unit Hours
Time spent on calls for service
'fime spent on report writing and administrative duties Proactive patrol and Crime Prevention activities

Exhibit B: Payment Methodolory
General Compensation
A. Reimbursable Expenses
B. County Obligations
,.,rrt,...24
"...""....20

2. J
Annual Recomputation of Compensation
A. Reoomputation of General Law F,nforcement Services...

B. Material Changes to Service Leve1.......... ....*.i...,*i.r.......".............21 C, Payment Process .,.......,.",..".;.,................21 D. Revised Exhibit C.........,...... ,.r.?..'..ra"..r.r...................22 E. Future Annexation ..............22
Additional Law Enforcement Services
A. AnnualAgreement. ...k.,..i..rr.r.,r. ,.."..,,,....22 B. Estimates... ,q!r..,{.:.*,r..,.i".,..".22
C. Cost Tracking & Invoicing.............. .iir.i.rir!.r..,...,,r.r...ti..r...r.r.. ,,,...22 D. Payment Process ,."."",".,.,."",.22
4, Miscellaneous
A. Booking Fees ........... ........,..."23
B.

C.

D.

E.

Exhibit B: Payment Methodology
L CcnerdConinensqfion.

A. Reinrb-ur:sable Exfiensss. Subject to the terms of this Agreement, CITY shall pay to COUN'IY the sosts incurred by COUNTY in providing the services contracted for or otherwise authorized under the terms of this Agreement, including:
salaries and benefits of all couNTY officers and employees engaged therein for positions defined in Exhibit A-l: Deputy Sheriff Unit;
Direct supervision;
Clerical support;
Contract Law Enforcement Services Unit;
Direct services and supplies;
Department-app I ied overhead;
(a percent applied to salaries and benefits expenses only); A proportionate share of Law Enforcement Dispatch and Records; Management services;
Any actual, additionalcosts associated with supplemental law entbrcement services (as described in Exhibit A, Paragraph 3); and, Any other mutually agreed upon expense that arises during the term of the AGREEMENT. Examples include clrY's request to pafiicipate in a couNT'y bid process, or sharing a purchasing contract lbr the purpose of quantity discount to the benefit of both parties.

B. COUNTY Obtitratiens. CITY will not be billed for general overhead costs of operation of the County government until or unless authorized by applicable provisions of the then-current Covernment Code. COUN'|Y shall not charge CI'[Y for any service or function performed by the COUNTY attributable to services made available to atl po(ions of the County, such as Custody or Coroner services, as referenced in Exhibit A (2XB).

2. Annual Rectnrnutrtion of foruBensution
A, Rg$qsp$tation tll' cencral l-.aw En{brcement sen/ice$-. Except as otherwise specified hereinafter, the total amount charged for General Law Enforcement services, as deilned in Exhibit A, Paragraph 2, shall be reccmputed annually with an estimate provided by COTINTY on or before November lstof each calendar year for.the following fiscal year, with the fiscal year defined as July I'tthrough June 30th. A final recomputation will be provided by couNTy for the fisil year beginning July I't on or belbre January l5th of the same year. The recomputation calculation shall be determined by COUNTY based on actual costs of providing General Law Enforcement Services described in Exhibit A, Paragraph 2, from the previous fiscal year. The recomputation formula will specifically include actual costs for items specified in Exhibit B, Paragraph l. The total ag'eement amount for the applicable fiscal year will be Eflfective July l't ol-that liscal year, subject to review by CITY as provided in Exhibit A. Paragraph 4, above. Staff representatives

of COLfNTY and CITY are advised to meet during the calculation process and prior to any formal prescntation beforc their rcspective goveming bodies. In the event cost increases will have a detrimental impact to the CITY'S budget, Sheriff will meet with CITY, upon its request, and discuss staffing adjustments to mitigate costs, provided service levels do not drop below safe levels as described in Exhibit A, section 2(BXl).

The annual cost computation will be provided to CITY as Exhibit E-l and will be referred to as First (l't) Annual Cost Computation, Second Annual Cost Computation ifthis Agreement is extended, and Third (3'd) Annual Cost Computation if this Agreement is further extended.

B. Incrgases to Service Level R.gquested by-City. ln the event that CITY desires to increase the then-existing rype or level of staffing provided under the terms of this Agreement - in addition to other procsdures set fbrth in this Agreement - CITY will make a written r€quest to COUNTY in December of each year for changes to be applied to the succeeding fiscal year.

CITY'S request shall detailthe specific type and level of staffing CtTY desires, with CITY acknowledging that the costs of such services may impact the tokl, negotiated agreement for the relevant fiscal year. COLINTY shall review said annual request within thirty (30) days of COUNTY'S receipt thereof and acknowledge acceptance or rejection by letter to CITY'S Designated Representative. Upon notice from COIJNTY of acceptance or partial acceptance of said request, and the cost of providing the type or level of staffing therein agreed upon, the parties shall prepare and execute a written amendment to this Agreement as to the terms and conditions set forth irr said annual request and acceptance; all other terms set fbrth in this Agreement shall continue in full force and eflbct. In the event COUNTY rejects all or any portion of said annual request, the then-existing type and level of staffing shall remain in full force and efTecto as modified by the acceptable portions of said annual request, until such time that the parties reach agreement as to the rejected poftions of said annual request. An increase in level of service recommended by COIINTY, or decrease requested by CITY, is subject to the procedures set forth in Paragraph 2 of Exhibit A and not this Paragraph.

C. Poymrlnt.Frq$q.ss. The total estimated cost for the applicable fiscal year will be divided by twelve (12) months and invoiced monthly to CiTY for full payment on r:r before the 25tl' of the applicable month in which services are rendered. For exampleo law enfbrcement services provided in the month of July are due July 25th. The purpose of this specific due date is to match earned obligations with earned receipts in the same accounting period, which benefits both parties administratively. CITY'S payment shall be made by check or electronic transfer. A check shall be made payable to the order of, "Santa Barbara County Sheriffs Office" and mailed to the COLTNTY address specified in Paragraph l, Designated Representative, unless otherwise directed in writing by COUNTY. If such payment is not delivered to the COUNTY office within thirty days of the respective due date, COUN'I'Y is entitled to recover interest thereon. Said interest shall be assessed using the COIfN'IY'S pooled interest rate in eft'ect at the time; it shall commence thirfy (30) days after the date of the invoice and continue until such time as the payment is delivered to tlre CO{.INTY office described on said invoice.

D. Revised H,xhibit E. A revised Exhibit "E", (to be called Exhibit E-l,E-2, etc., and dated with the effective date ol'said Exhibit) shall be provided by CO{JNTY to CITY showing rate ad.justments and the consequent ad.iustment in nronthly compensation due COUNTY

whenever there is any recomputation of compensation due COLINTY. Any such revised Exhibit E shall constitute an amendment to this Agreement upon signature by the City Manager, or his designee, and the Sheriff on behalf ofthe COUNTY. The format of,Exhibit E may be revised from time-to-time according lo current accounting practices, service changes, ClTY-requested changes in format or other unfbreseen circumstances at the time of this Agreement.

E. Future Annexation. In the event that CITY annexes any new area near the incorporated City limits. COUNTY will continue or begin to provide law enforcement services to that annexed area under the terms of this Agreement. Additionally, within thirty (30) days of applicable annexation, the compensation due to COUNTY by CITY will be adjusted to serve the newly-annexed area(s).

3. Additional Law Enforcement Services.

A' Annual Agte,srnent. CITY costs for One-time or Periodic Law Enforcement {lervipes. as defined in Exhibit A, Paragraph 3, will not be included in the totalAgreement amount.

B. qstimates. CITY may request an estimated cost from COUNTY as described in paragraph 2(A) for budget pr€paration and planning purposes for the fiscal year or in advance of a planned event. CITY understands and accepts that such an estimate in no way represents any minimum or maximum charge to CITY.

C. Crtsi Tiaeking & Invoicing. The actual, costs related to providing additionat or special law enforcement services will be tracked through the COUNTY'S Financial Systern (cunently referrEd to as "FIN") and reviewed prior to preparing a summary invoice.

COI-INTY will send an invoice to CITY within 90 days of the conclusion of the work performed. A detailed listing of these charges will be kcpt on file at the COLINTY office and made available to CITY upon written request. These records will be maintained for a period of one year after the date of the original invoice.

D. rPaymeqt llrocr:S$. CITY payment fbr Additional or Supplemental Law Enforcement Services is due to the COUNTYwithin thirty (30) days of the date of the invoice. Payment will be made payable to: "Santa Barbara County Sheriff' and mailed to: Santa Barbara county sheriff Dept., Attention: Business office, P.o. Box 6427, santa Barbara, cA %16A-6427. If such payrnent is not delivered to the COTINTY office within thirty days after the date of the invoice, COLINTY is entitled to recover interest thereon. Said interest shall be assessed using the COUNTY'S pooled interest rate in eft-ect at the time; it shall commence thirty (30) days after the date of the invoice and continue until such time as the payment is delivered to the COUNTY office described on said invoice.

4. Miscellaneouq
A. Brtoking F{:ps. CITY will not be responsible for the payment of booking fee.s to COUNTY.

B. 'llhird I'nrtv ReinrbursqBenls. CITY may seek direct reimbursement of Supplemental Law Enfbrcement Services from a third party when applicable. An example

/l
//
of an applicable situation occurs when CITY collects a fee or deposit from a film crew, pays COLJN'|Y for services provided, and then charges the film crew for the expense ftom the deposit.

C. Facilities. COUNTY makes no guarantees regarding the negotiation of gratis "Store Front" facilities within the City for law enforcement use.

D. Qppilat.lm.proyements. COUNTY makes no guarantees regarding law enforcementrelated capital improvements within the City.

E. Othef Law Enforc.qmcnt AgFnsieq; COUNTY makes no guarantees regarding the ability to negotiate services from other law enforcement agencies on behalf of CITY.

Exhibit C: Cost Model
The cost model determines the cost of a Deputy Sherilf Service Unit based on the actual hourly cost of a SheriffDeputy, which includes both direct and indirect costs of providing one hour of law enforcement services. This actual hourly cost is then multiplied by 8,760 hours in order to equate to the annual cost of one Deputy Sheriff Service Unit, as described in Exhibit A- t . 'fhe annual cost
of one Deputy Service Unit is then multiplied by the quantity of Deputy Sheriff Service Units purchased by CITY to determine the total annual cost for general law enforcement services to be insluded in the total contract amount for the applicable fiscal year. The direct and indirect costs of providing one hour of law enforcenrent services are determined as follows:
l. Direct cost of a SheriffDeputy. This is the average astual hourly cost of satary and benefits paid to the Sheriff Deputy employee classification for law enforcement services. The direct cost of a Sheriff Deputy excludes all costs of Sheriff functions which are made available to all portions of the County, such as custody and coroner, as well as all law enforcement programs and projects that are reimbursable fi'om other sources"
2' Direct cost of support to a SheriffDeputy. This is the average actual hourly cost of salary and benefits paid to the employee classifications that provide direct support to a Sheriff Deputy for one hour of work. This includcs the chain of command supcrvising and managing a Sheriff Deputy (Sergeants, Lieutenants, Commanders, Chief) as well as other direct support staff. The direct cost of supporl to a SheriffDeputy also excludes the functions, programs and prajects excluded from the direct cost of a Sheriff Deputy.

3. Anticipated salary and benefits increases. The direct cost ola Sheriff Deputy and the direct cost of suppo$ to a Sheriff Deputy are estimated for the next fiscal year based on the pricr fiscal year's actual average costs. In order for these estimated costs for the next fiscal year to more closely match the actual average costs for the next fiscal year, the prior year actual average costs are adjusted for anticipated salary and benefit increases, such as negotiated cost ofliving increases and projected employer pension contribution changes. These adjustments help reduce the amount of any true-up required, as explained in 7. below, in order to match estimated costs billed to actual costs incurred.

4. Direct services and supplies and other charges. This is the actual hourly cost per a Sheriff Deputy of direct services and supplies and other charges incurred for law snforcement. 'fhis includes equipnrent maintenance, vehicle fuel, training, rnotor pool charges, liability insurance, and various other law enforcemcnt expcnditures. This also excludes any expsnditurcs for functions, programs and projects that are excluded from the direct cost of a sheriff Deputy.

5. Indirect Cost of Support and Administration. 'l'his is determined using the indirect cost rate calculated for the Sheriff s Support and Administration Division, including Cost Allocation Plan charges applied to Sheriflf Larv Enforcement. This rate is applied tr: the direcr cost of a Sheriff Deputy and the direct cost of support to a Sheriff Deputy in order to determine the indirect costs applicable to larv enforcement services. The rate is calculated annually by the Sheriff s Office in accordance with federal cost principles and reviewed by the Auditor-Controller. The rate used fbr deternrining indirect costs billable to cities excludes any costs that are general overhead costs of operation of the County government.

6. Public safety dispatch costs. This is the CITY's proportionate share of the Sheriff s public safety dispatch costs allocated to law enforcement. The CITY's share of these costs are based on the total hours purchased by the CITY as a percentage of the Sheriff s total law enforcEment hours

7. True*up to actual cost. Because the cost model estimates the costs for next year based on the prior year actual costs, a comparison ol'what was estimated and billed for next year and what the costs actually are will be performed after the close of next year. The difference, whether positive (due to actual costs exceeding estimated costs) or negative (due to estimated costs exceeding actual costs), is then included in the costs estimated for two years later in order to true-up the estimated costs billed next year to the actual costs incurred.

8. Sheriffs Law Enforcement Contract Services Bureau. This is the CITY's proportionate share of the Sheriffls Contract Law Enforcement Unit costs. The CITY's share of these costs are based on the total hours purchased by the CITY as a percentage of the Sheriff s total law enforcement hours.

Exhibit D: Special Indemnification & Insurance Provisions .The pttrpose af Exhihit D is to address liahility & insurance r,ssae,c. l. Indemnification
A. Indemnification bv CIT{. CITY shall indemnify, defend and hold COLJNW and COLINTY'S agents, officers, elected officials, employees and volunteers, harmless from and against all claims, damages, losses, causes of action and expenses, including attomey's fees" for any personal injury, bodily injury, loss of lifb or damage to property, violation of any federal, state or municipal law, ordinance or constitutional provisions, including those circumstances where COTINTY lawftlly enforces municipal ordinances that arc later deemed or declared unconstitutional, or other cause which arises out of, relates to or results from the activities or omissions, negligent or othenruise, under this Agreement of CITY, and CITY'S officers, agents, elected officials and employees.
tndenrnificatipn by COUN:IY. COL|NTY shall indemnify, defend and hold CITY, and CITY'S agents, ofTicers, elected oflicials, and employees, harmless from and against all claims, damages, losses, causes of action and expenses, including attorney's fees, for any personal injury, bodily injury, loss of life or damage to property, violation of any federal or state constitutional provisions, or other cause which arises out of; relates to or results from the activities or omissions, negligent or otherwise, under this Agreement of COUNTY, and COUNTY'S officers, agents, elected officials, employees and volunteers, including performing or authorizing the performance of; or in failing to perform or authorize the performance of any work, services or functions provided for, refened to in or in any way connected with any work, services or functions to be performed under this Agreement.
hlo Ageucv,. Except as othenwise specified herein, for the purposes of this section, CITY shall not be deemed to be COUNTY'S agent and COTINTY shall not be deemed to be CITY'S agent.

N*ttiticstion. Each party shall give the other prompt notification when it first leams of an incident or occurence covered, or likely to be covered, under the terms of this section, as well as prompt notification if a claim is made or suit is brought against a parly based on an incident or occurrence covered, or likely to be covered, by the terms hereof.

B
C
D.

E. i:.qntiqgins$bliqrtjg$. To the extent that COUNTY has agreed to indemnify, defend and hold harmless CITY, its ofTicers. agents and employees underthis Agreemen! said obligations shall continue to exist during the tenn ofthis Agreement and subsequent to this Agreement for those acts or omissions giving rise to liability which occurred during this Agreement. To the extent that CITY has agreed to indemniff, defend and hold harmless COUNTY, its oflticers, agents, elected officials" cmployees and volunteers under this Agreement, said obligations shall continue to exist during the term of this Agreement and subsequent to this Agreeurent fbr those acts or omissions giving rise to liability which occurred during this Agreement.

2. fnsurancc.

Each party shall maintain its own insumnce coverage, through commercial insurance, selfinsurance or a conrbination thereof (which may include insurance through a joint powers insurance authority), against any claim, expense, cost, damage, or liability arising out of the performance of its responsibilities pursuant to this Agreement.

Minimum Scope of lnsurance for both Parties to the Agreement.

Coverage shall be at least as broad as:

A. Cernmqlcial {iencral [.iab.iliiy (CC:l-). Insurance on an "occurrence" basis, including products-completed operations, personal & advertising injury, with limits no less than $2.000,000 per occuffence and $4,000,000 in the aggregate. Each party shall name the other party as an additional insured on its policy.

Agtqnphile l"iahility. Insurance covering any auto with policy limits no less than $2,000,000 per accident for bodily injury and property damage.

Workers'. Compensalion, Insurance as required by the State of California, with Statutory [,imits, and Employer's l.iability Insurance with limit of no less than $1,000,000 per accident for bodily injury or disease
Primary Covgrase, For any claims related to this Agreement, the indemnitor's insurance covemge shall be primary insurance as respects the indemnitee, its officers, officials, employees, agents and volunteers. Any insurance or self-insurance maintained by the indemnitor, its officers, officials, employees, agents or volunteers shall be excess of the indemnitee's insurance and shall not contribute with it.

B.
c.

D

Exhibit E: Agreements Specific to the City of Carpinteria The purpose of Rxhibit F. is to incorporate into this Agreement ceftain needs specific to the City of Carpinteria
The Santa Barbara County (.COUNTY") SherifPs Office drafted an updated law enforcement service agreement that provides for standardized services and associated costs. 'fo address the unique needs of each contract ciff, the COI-INTY and the City of Carpinteria ("CITY") fiointly, "PARTIES") agreed to incorporate cerlain supplernental provisions into the standard Agreement fbr Law Enfbrcement Services in the CITY (.AGREEMENT').

The following provisions will supplement the AGREEMENT and are incorporated into the AGREEMENT by reference. This Exhibit E will serve as: (l) a guide for how law enforcement services are to be conducted within the CiTY and (2) the basis for specific public safety projects, programs, and seruices to be carried out annually in the CITY. l. Establishm*.nt and lqplemcntttion of Gaals aud Qbiegfivsqi Mea*urins Annual Performance.

Representatives of CITY and COUNTY wilt meet on an annual basis fo review the goals and objectives (as set forth below) and to determine appropriate implementation measures and performance indicators. The CITY and the COUNTY will determine which measurcs may constitute General Law Enforcement Services and which measures require additional resources, as defined in Section 3(A) of Exhibit A. COUN'IY will provide CITY with a cost estimate for carying out any measures that require additional resources such as an increase in DSUs.

Meetings and other work necessary to reach an agreement on annual implementation measures and performance indicators shall he negotiated and agreed upon before January I of each calendar year in order to be incorporated into CITY's Annual Work Program and Budget planning and adoption.

A" Building Trust and Legitimacy. Law Enforcement Services in CITY should be conducted in a manner that builds trust arrd legitimacy of the law enforcement agency and its personnel with all segments of the community. To accomplish this goal, COLINTY will endeavor to:

Use procedural justice as a guiding principle for internal and extemal practices for interactions with community menrbers and visitors to the cl't'Y.

Establish and maintain a culture of transparency and accountabitity.

Establish youth/school-based outreach program
Establish a program andlor patrol tactics that allow for regular interaction with local business owners and operators.

2. 3.

4.

5. Establish programs for participation in Neighborhood Outreach efforts, in pafticular, programs that effectively build, trust and encourage open communication with immigrants/Spanish language speakers.

6. Establish effective technology-based programs for outreach and communication with CITY residents.

B. A Safe Community. Law Enforcement Services in the CITY should be conducted in a manner that reinforces the CITY's reputation as a safe community for residents and supports private investment and property values. To accomplish this goal, the COUNTY will endeavor to:

I Promote the safety of the community and a fbeling of security among those that live, work, and visit the CITY, primarily through the deterrence/prevention of crime and the apprehension of offenders, providing service in a fair, honest, prompt, cooperative, helpful, sensitive and courteous manner.
2"
J.

Establish Downtown and Beach Area foot/bicycle patrol.

Establish effective Neighborhood and Business Watch piograms.

C. Community Policing. Law Enforcement Services in the CITY should be conducted in a collaborative manner that effectively supports the systematic use of partnerships and problem-solving techniques to proactively address conditions that give rise to public safety issues. To accomplish this goal, the COUNTY will endeavor to:

Engage in multidisciplinary, community team approaches for planning, implementing and responding to crisis situations with complex causal factors.

Work with neighborhood residents to co-produce public safety; identiffing problems and collaborating on implementing solutions that produce meaningful results tbr the community.

Conduct regular fbrums and meetings where all community members can interact with police and help influence programs and policy.

Establish and lead joint training and engagement with CITY staff and volunteers through citizen academies, ride-alongs, problem solving teams and focus groups.

Implement community policing strategies that support CITY's asset-hased economic vitality efforts.
1 2
J
4 5

Participate in programs, in particular those programs that can be cooperatively carried out with the Carpinteria Unified School District, that address the needs of children and youth most at risk for crime or violence and that seek to avoid stigmatizing youth and marginalizing their participation in schools and the community.

II. $ccurancy pF:i! 9sqmtiqn ,S.f-ths Cnrpintcrin Strtlgrt A. Since I992 and the establishment of the first Agreement for Law Enforcement Services in the Carpinteria between the CITY and the COUNTY, the COTINTY has leased a poftion of City Hall to serve as the station for the Coastal Bureau and City of Carpinteria located af. 5775 Carpinteria Ave, Carpinteria, Califomia ("CARPINTERIA STATION") ("LEASE"). The CARPINTERIA STATION serves as the hub for law enforcement services to the City and unincorporated county areas including Montecito, Summerland, and the surrounding Carpinteria Valley.

B. PARTIES recognize that the operation of the CARPINTERIA STATION benefits both the clrY and the couNTY and the PARTIES agree to continue operation of the cARPINTERIA srATIoN for the purposes described above rhroughout the term of this AGREEMENT.

As a part of the operation of the CARPINTERIA STATION, regular weekday public office hours shall be maintained. COLTNTY shall endeavorto establish oflice hours a minimum of four days a week.

PARTIES also agree to meet during the term of the Agreement to review the existing Lease terms.

III. New Sfation
A. PARTIES agree that it is desirable to replace the current CARPINTERIA STATION with a public safety facility designed and built specifically fbr law enforcement services and the CITY emergency operations center.

B. PARTIES agree to work together on a plan to fund and develop a new CARPINTERIA STATION on the City Hall campus.

IV. Selection of Staff
A. In addition to the City Personnel Consultations and Recommendations listed in Exhibit A to this AGREEMENT, the CITY and the COI_INTY agree that the selection, hiring, training, supervision, discipline andlar control of all Sheriffs Office personnel performing the services required by this AGREEMENT'shall be at all times within the sole and exclusive discretion of the appropriate chain-of command within the Sheri{Ps Office. The Sheriffs Office rnay consult with the CITY regarding the selection of personnel to work in the CITY. COTINTY acknowledges that CITY requests tenured andlor reasonably experienced personnel with the requisite skills and knowledge to address the law enforcement needs and

6 C.

D.
.

V
VI.
concerns of the CITY in the same profbssional and efficient manner as they would ifthey were members of the CITY's own police department. CITY may also provide input on the transfer of Sheriff personnel into and out of CITY assignment.

B. 'Ihe Sheriff shall, upon consultation with the CITY's Manager and/or Designee, appoint and designate a member of its depa(ment holding the rank of Lieutenant or above, as CITY Chief of Police. The CITY may also provide Sheriff with recommended or requested personnel for the Chief of Police position and the Sheriff will make a reasonable effort to accommodate such recommendation or request subject to existing resources and needs of the Sheriffs Otfice. The CITY may also participate and consult with the Sheriff in the process for the selection of (as applicable) the Community Resource Deputy and/or School Resource Deputy that are assigned to the CITY.
r1ig{ tllga n t $ost &ecgmeutatlogg
Ao Sheriff recognizes that the CITY has little input on COIINTY labor negotiations and other costs that are passed on to cities. If the annual cost computations defined in Exhibit B will have a substantial impact. on the CITY budget, as determined by the CITY, the Sheriff will assist the CITY with staffing recommendations to limit costs in addition to the staffing recommendations listed in Exhibit A.

Asset Seizures
COLTNTY and the CITY agree to the following transfer of funds related to asset seizures, A. Federal and/or State Seizure funds distributed back to the Sheriff s Office stemming from cases arising within the incorporated areas of the CITY shall be shared with the CITY in accordance with applicable State and or Federal laws, and as provided in this AGREEMENT. The CITY is responsible for executing any and all agreements, guidelines, and/or reports required under applicable State and/or Federal laws l'crr the request for and distribution of seized assets; however, COUNTY law enfbrcement personnel will cooperate with and assist the CITY in preparing all required documentation. The distribution of funds obtained through asset forfeiture cases shall be divided between the CITY and COUNTY based on the following formula:

I Cases resulting from arrests or activities of any personnel assigned as a DSU to CITY pursuant to this AGREEMENT, including a narcotics detective (menu item): 80% to CITY and 20Vo ta COUNTY (for its administrative costs).

Narcotic cases resulting from narcotic investigator activity (except City funded personnel): to CITY and to COUNTY.

Other cases involving multiple agencies or task forces, cases originating from a jurisdiction outside the CITY, investigations where Sheriff is

2 J
4 assisting and not the primary agency, or large complex investigations typically requiring extensive investigativc resources: Negotiated on a case by-case basis.

COUNTY will provide the CITY with an Asset Forfe iture Report involving cases with the CITY in June and December of every year.

Exhibit E-l
Annual Cost Computation
Fiscal Year 2019-20

Carpinteria
DSU Summa ry - Contract Cost Hours Purchased !7,52A
Patrol Costs Hourly Rate Total Contract Cost
Denutv Costs
Deputy S&B Cost
lndirect Rate @ 7.51%
Cost lnflation @ 3%
Deputy S&B Cost
Patrol Support

95.23 7.L5

3.O7
1,669,430
125,269
53,786
rc,.45 7,847,4U
359,L60
58,867
62,546
54,838
16,819
2,803
2,978
350
175
SHERITFS SER6EANT

SHERIFFS LIEUTENANT

ADMN OFFICE PRO II

SHERIFFS COMMANDER

ADMN OFFICE PRO SR

CHIEF DEPUTY SHERIFF

SHERIFF'S SERVICE TECH-LAW ENFORCE
lndirect Rate @ 7.51%
Cost lnflation @ 3%
Patrol Support 5&8
Direct Potrol S&S
Total Patrol Cost

20.50 3.36

3.57 3.13

0.95 0.16
o.I7

0.02 0.01

31.88 10.76
558,538
188,51.5
148.09 2,594,537
Law Enforcement Support Costs {includes S&B, lndirect, lnflation, and S&S Costsl lnvestigotions
General lnvestigations
SOD, Narcotics
soD, lntelligence
Gang Team
SOD, High Tech Crime Unit
Totol Investigations
22-73

4.10 0.86

0.34 1.68
398,230
7L,832
L5,067
5,957
29,434

29.77 524,579

lnformation Services Bureau
Forensics
Property & Evidence
Crime Analysis Unit
CallD Program
Total Law Enforcement Support
Hourly Contract Rate
Menu ltems
Dispatch
DSU Admin
Total Contract
Carpinteria - Menu ltems Detail FY 19-20
Position

6.40 5.08
2,41,
a^77

0.06 112,128
89,002
42,223
L3,490
1,051

44.43 778,4L4
279,354
201,031
3t,473
3,884808
ReimburcableCost
Non-Relief Community Resource Deputy
lndirect Costs
Total S&B
Patrol Support

ADMN OFFICE PRO II

ADMN OFFICE PRO SR

CHIEF DEPUTY SHERIFF

CRIME SCENE TECHNICIAN I

EXTRA HELP SPECIAL

SHERIFFS COMMANDER

SHERIFFS LIEUTENANT

SHERIFFS SERGEANT
SHERIFF'S SERVICE TECH.LAW ENFORCE
Services and Supplies
Total Costs
L84,475
13,854
198,329
6,949
1,873
314
I
5 6ja2
6,558
39,943
338
18,934
81,025
279,354

ATTACHMENT B
Carpinteria
DSU Summary - Contract Cost
Amended Exhibit E-4
Annual Cost Computation FiscalYear 2022-23
Hours Purchased 17,520
Patrol Costs Hourly Rate Total Contract Cost
Deputy Costs
Deputy S&B Cost
lndirect Rate @ 9.5%
True-Up Cost
Cost lnflation @ 0%
Deputy S&B Cost
Patrol Support
102,90

9.78 1,802,808
771,346
112.68

0.11 4,28

1.88 0.02

3.29 7.06

24.79 1.74

4.10 1,974,154

ADMN OFFICE PRO I

ADMN OFFICE PRO II

ADMN OFFICE PRO SR

EXTRA HELP

SHERIFFS COMMANDER

SHERIFFS LIEUTENANT

SHERIFFS SERGEANT

SHERIFF'S SERVICE TECHNICIAN
lndirect Rate @ 9.5%
True-Up Cost
Cost lnflation @ 0%
Potrol Support S&B
Direct Potrol S&S
Direct Patrol S&S True-up
Total Patrol Cost
r,927
74,986
32,938
350
57,641
723,691
434,327
30,485
71,832
47,27

15.86 828,170
277,867
175.81
Law Enforcement Support Costs (includes S&8, lndirect, and S&S Costs) 3,090,191
lnvestigations
Genera I I nvestigations
SOD, Narcotics
SOD, lntelligence
SOD, High Tech Crime Unit
Total lnvestigotions
Forensics
Crime Analysis Unit
Property & Evidence
True-Up Cost
Total Law Enforcement Support
Hourly Contract Rate
Menu items
Dispatch
DSU Admin
Total ContracltY 2O-2L Actuals
lnflation-2years@
Applied True-up for FY 2020-2027
Total ContraclFY 22-23 Estimate

48.33 846,742
224.t4 3,925,933
208,680
35,699
4,482,604
272,997
522,382
29,26

4.28 2.r4

2.L3
572,635
74,986
37,493
37,378

37.81 6.35
t.76

3.01 662,431
rtt,252
20,323
52,735

3.0%
5,277,977

NON-RELIEF COMMUNITY RESOURCE DEPUTY
Total s&8
pottol Support

ADMN OFFICE PRO I

ADMN OFFICE PRO II
ADMN OFFICE PRO II . EXH

ADMN OFFICE PRO SR

EXTRA HELP

SHERIFFS COMMANDER

SHERIFFS LIEUTENANT

SHERIFFS SERGEANT

SH ERIFF'S SERVICE TECHNICIAN
S&S cost
Total Patrol Support
Total Menu Costs
772 'l.R)a 20?.772
203,772 7,824 203,772
213.3t
7,973.00

0.q2
3,497.78
38,72
6,L43.I9
13,L69.23
46,220.50
3,252.27
27,0rL
707,520
LAUI
City of Carpinteria
Gouttcr- Aceruon Srerr Reponr
January 24,2022

ITEM FOR COUNCIL CONSIDERATION
Authorize the City Manager to execute Amendment No. 7 to the Agreement with COM3 Consulting, lnc. for consulting project management services for the Carpinteria Avenue Bridge Replacement Project.

STAFF RECOMMENDATION
Authorize the City Manager to execute Amendment No. 7 to the Agreement with COM3 Consulting, lnc. for consulting project management services for the Carpinteria Avenue Bridge Replacement Project in a not-to-exceed amount of $21,360, thereby extending the term and increasing the maximum Agreement amount to $156,060.

Sample Motion: I move to authorize the City Manager to execute Amendment No. 7 to the Agreement with COM3 Consulting, lnc. for consulting project management services for the Carpinteria Avenue Bridge Replacement Project in a not-to-exceed amount of $21,360, thereby extending the term and increasing the maximum Agreement amount to $156,060. (Requires a roll callvote.)

BACKGROUND
ln 2010, the City secured federal-aid funding from the Highway Bridge Program (HBP) for the replacement of the Carpinteria Avenue bridgel. The HBP is a reimbursement funding program in which 88.53-percent of participating costs are paid for with federal-aid funds and the remaining 11.47-percent is paid for by the local agency (i.e. City).

On December 5, 2011, the City Council authorized entering into an Agreement with COM3 Consulting, lnc. in the amount of $26,200 for consulting project management services, 1 The current Carpinteria Avenue Bridge was built in 1937. ln accordance with federal regulations, the California Department of Transportation (Caltrans) conducts inspections for the Carpinteria Avenue Bridge.

Caltrans is responsible for inspecting over 12,000 State Highway bridges and approximately 12,200 bridges owned by local agencies. The Carpinteria Avenue Bridge is one of seven vehicular bridges maintained by the City. According to a bridge inspection report prepared by Caltrans in 2012, it is structurally deficient and hydraulically insufficient because it would not allow the 100-year flood, as currently defined, to pass under it.

Amendment No. 7 to the Agreement with COM3 Consulting, lnc January 24,2022

which included preparing the HBP application materials required for reimbursement under the program.

The purpose of this agenda matter is to authorize the City Manager to execute Amendment No. 7 to the Agreement with COM3 Consulting, lnc. to continue the consulting project management services for the Carpinteria Avenue Bridge Replacement Project in J not-to-exceed amount of $21,360, thereby extending the term and increasing the maximum Agreement amount to $1b6,060.

DISCUSSION
Since entering into the original contract in 2011, six amendments were authorized to COM3 Consulting, lnc. for a current total amount of $134,700. These amendments served to expand the scope of work due to the City's interest in continuing work on the project, especially during 2018 when the Public Works Department experienced key staff vacancies. COM3 Consulting, lnc. was hired for staff augmentation services to temporarily perform as Acting Public Works Director/City Engineer, in part, to avoid delays in the Project's right-of-way condemnation proceedings and utility agreement negoiiations. For the last amendment (i.e. Amendment No. 6), the scope of work again expanded for the Project to include preparation of the Right of Way Certification in order to complete the ROW phase. The ROW phase is now complete including Caltrans' approval oi tne Right of Way Certification. The PE phase is also complete.

The next milestone is the CON Phase which includes the relocation of utility facilities as the first order of work. ln order to receive authorization to proceed with the relocation of utility facilities, more federal-aid paperwork is required which is similar to the processes of all other paperwork for the PE and ROW phases. COM3 Consulting, lnc. possesses the institutional knowledge of the Project and is best suited to provide continuity in order to deliver the Project to the CON phase of relocating the utility facilities. The scope of work by COM3 Consulting, lnc. for Amendment No. 7 is shown in Attachment A. Amendment No. 7 also provides for extending the Agreement term to December 31,2022.

POLICY CONSISTENCY
The Project is included in the City's Capital lmprovement Program/Development lmpact Fee Program and is consistent with following goals and policy statements in the Circulation Element of the General Plan and Local Coastal plan:

The City shall strive to improve vehicular and pedestrian over crossings of the freeway and the various creeks while respecting their habitat value and sensitivity. (c-1b)
Support the preservation of creeks and their corridors as open space, and maintain and restore riparian habitat to protect the community's water quality, wildlife diversity, aesthetic values, and recreation opportunities (osc-6a).

Protect and restore degraded creeks on City-owned land where protection and restoration does not interfere with good flood control practices (oSC-6b). o
o
a
Amendment No. 7 to the Agreement with COM3 Consulting, lnc.

January 24,2022

The purpose of the Circulation Element is to designate an efficient system of streets and highways that will provide adequate linkages between land uses. The Circulation Element complements the Land Use Element by contributing to the achievement of the economic, physical, and social goals of the community. Circulation and infrastructure needs are typically granted high priority in municipal capital budgets.

The Project has also previously been found to be consistent with the City's Creeks Preservation Program, including Policy 2.10 and lmplementation Measure 2.10.2, which promote the aquatic and riparian habitats of Carpinteria Creek for restoration through both public and private efforts.

FINANCIAL CONSIDERATIONS
Approval of the Amendment No. 7 would increase the Agreement amount by $21,360, thereby increasing the maximum Agreement amount to $156,060. Development lmpact Fee funds would be used for the additional services and the requisite adjustment included in the Mid-Year Budget review/amendment. As a reminder, this consulting services expense is not eligible for HBP funds because it was procured prior to the HBP funds being obligated to the City. Pursuant to the HBP rules, procurements or expenses made prior to obligation of HBP funds are not eligible for federal-aid reimbursement.

Due to limited HBP funding availability FHWA previously pushed out the HBP funds for the construction phase of the Project to 2024. Staff will be requesting for funding in order to start the utility relocation work next year. HBP funding is under increased demands nationwide; however, the new federal Infrastructure lnvestment and Jobs Act (llJA) is anticipated to provide additional funds for the HBP. No details of the llJA are yet shared from SBCAG or Caltrans that would allow the City to understand whether it could result in an accelerated schedule for the Project.

LEGAL AND RISK MANAGEMENT CONSIDERATIONS
There are no legal or risk management considerations presented with this report

OPTIONS

1. Approve Amendment No. 7 to the COM3 contract. (Staff recommendation)

2. The City Council could choose not to authorize Amendment No. 7 to the Agreement with COM3 Consulting and provide further direction to staff.

PRINCIPAL PARTIES EXPECTED AT MEETING
None
Amendment No. 7 to the Agreement with COM3 Consulting, lnc.

January 24,2022

ATTACHMENTS
Attachment A: Amendment No. 7 to Agreement with COM3 Consulting, Inc.

Staff contact:

John L. llasin, Public Works Director
(805) 880-3402; [email protected]
Reviewed by:

Dave Durflinger, City Manager
(805) 7 55-4400, daved@ci. carpinteria.ca. us

ATTACHMENT A
Amendment No. 7 to Agreement with COM3 Consulting, lnc.

THIS PAGE INTENTIONALLY LEFT BLANK

CITY OF CARPINTERIA

SEVENTH AMENDMENT TO AGREEMENT FOR CONSULTANT SERVICES
This Seventh Amendment for additional consultant services for project management assistance in the Preliminary Engineering and Rightof-Way Phases of the Carpinteria Avenue Bridge Project, for an amount not to exceed $21 ,360.00, is made and effective as of the l4th day of January, 2022 between the City of Carpinteria, a municipal corporation ("City") and COM3 Consulting ("Consultant"). This Amendment is made a part of the original Agreement for Consultant Services for the amount of $26,200, dated December 5,2011. The amended total of the Agreement is $156,060.00. This amendment also extends the term of the original Agreement to December 31,2022.

Consultant services for project management of the Preliminary Engineering Phase of the Carpinteria Avenue Bridge Project include items as noted in the Scope of Work (Attachment A-7), at the negotiated contract fee as stated in the Payments and Rate Schedule (Attachment B-7); and said attachments are made a part of this Amendment.

Authoritv to Execute this Amendment
The person or persons executing this Amendment on behalf of Consultant warrants and represents that he/she has the authority to execute this Amendment on behalf of the Consultant and has the authority to bind Consultant to the performance of its obligations hereunder.

The City Council, on this 24th day of January, 2022, approves this Amendment and authorizes the Mayor to execute this Amendment.

IN WITNESS WHEREOF, the parties have executed this Agreement at the place and as of the date first written above.
''CITY''
City of Carpinteria
By
Wade T. Nomura, Mayor
ATTEST:

City of Carpinteria
Brian C. Barrett, Acting City Clerk

APPROVED AS TO FORM
City of Carpinteria
''CONSULTANT''
COM3
Gerald
By
President
B"u:_
By:

Jena Shoaf Acos, on behalf of Brownstein
Hyatt Farber Schreck, LLP acting as
City Attorney of the City of Carpinteria
ATTACHMENT A-7
2 GOm3 consulting
1943 Grand Avenue
Santa Barbara, CA 93 103
T: 805 962-0488
F: 805 962-5209
E : gerald@com3consulting. com
October 22,2021
Mr. John llasin P.E.

Public Works Director
City of Carpinteria
577 5 Carpinteria Avenue
Carpinteria, CA 93013
Subject: Carpinteria Avenue Bridge Project - Project Management Services Dear Mr. llasin:

Attached please find the scope and cost proposal for Amendment No.7 to the current COM3 Consulting project management assistance contract for the Carpinteria Avenue Bridge Project.

The scope for Amendment No.7 is for continued management assistance services related to the completion of PS&E and the bid package, securing CON RFA, continued coordination with Caltrans and continued utility coordination.
lf you have any questions, please contact me at 805-895-0255 or by email at [email protected]. Thank You.

Sincerely,
Gerald Comati, P.E.

President
COM3 Consulting lnc
COm3 consulting
Mr. John llasin P.E.

October 22,2021
Carpinteria Avenue Bridge Project
ATTACHMENT A.7 - SCOPE OF WORK
AMENDMENT No.7.
lntroduction
The City of Carpinteria has secured Highway Bridge Program (HBP) funding for work on the Carpinteria Avenue Bridge and has secured the services of COM3 Consulting to assist in the management of this important project. COM3 Consulting is please to propose the following scope of work:

Amendment No.7 Scope:

PE, Utilities and Construction Phases:

1. Ongoing coordination with Caltrans Local Assistance programming HBP Funding, RFA for CON, Advertising and Award

2. Ongoing project coordination with City Staff. 3. Preparation of Exhibit 6D for additional RA// Funds and RFA to proceed with utility relocations.

4. Ongoing coordination with Dewberry Engineering re/ completion of Bid Package. 5. Secure/review of proposal from Dewberry for Design Support During Construction. 6. Coordination with Caltrans, resource agencies and consultants re/ NEPA Revalidation. 7. Coordination with City re/ selection of CM Consultant.

8. Ongoing coordination with Utility Companies rel pre-construction relocations. 9. Assist City with Bidding process, bid opening and award.

10. Assist City with pre-construction tree removal requirements. 1 1. Ensure HBP compliance.
1l
ATTACHMENT B-7
J
ATTACHMENT B-7- COST
AMENDMENT No.7
Mr. John llasin P.E.

Public Works Director
City of Carpinteria
5775 Carpinteria Avenue
Carpinteria, CA 93013
COm3 consulting
2021
ents Rates and Budget
ProJect: Carpinteria Avenue Bridge Project
Expenses
Labor:

Hr
Rate
Tot
al
Hrs
Labor Cost
Task Name
Original
contract
1112011
Amend No.1
ogl2012
Amend No.2
10t2014
Amend
No.3
03t2017
Amend
No.4
02t2018
Amend
No.5
08/2019
Amend
No.6
0'112021
Amend
No.7
10t2021
Total
$/hr hrs hrs hrs $ hrs s hrs s hrs hrs hrs s $
A
Project
Verification/lnitial
Projec{
Development
Activities
Gerald
Comati 160 80 80 12,800 $ 1 2,800
B
Consultant Team
Selection
Gerald
Comati 160 80 80 1 2,800 $12,800
c
PE Phase, Project
Management
Assistance
Gerald
Comati 165 300 150 24.750 150 24,750 $49,500
D
PE + RW Phases
PM Assistance +
Oversight of RW
Certification
Gerald
Comati 170 160 60 10,200 100 1 7,000 $27,200
E
PE+RW+
Bidding
Assistance
Gerald
Comati 175 180 120 21,000 60 1 0,500 $31,500
F
Secure CON
Funding + Final
Bid Package +
Bid Assistance +
Util Coord
Gerald
Comati
'178 120 120 21,360 $21,360
Total Labor 620 160 25,600 '150 24,750 150 24,750 60 10,200 10c 1 7,00( 120 21,000 60 10,500 120 21,360 1 55,1 60 Description Original
contract Amend No.1 Amend No.2 Amend
No.3
Amend
No.4
Amend
No.5
Amend
No.6
Amend
No.7 Total
1 Reproduclion cost for all copying $200 $o $0 $0 $0 $o $0 $o $200

2. Travel
Car mileage @ 0.5
$/mile. $200 $0 $0 $0 $0 $0 $0 $o $200

3. Miscellaneous miscellaneous
expenses s200 90 $o $0 $0 $300 $0 $0 $500
Total - Expenses $600 $0 $0 $0 $0 $300 $0 $0 $900
Total Contract Budget $26,200 $24,750 s24,750 $10,200 $17,000 $21,300 $10,s00 $21,360 $155,060 Current Consultant Payment Rates
Name $/Hr Title
Gerald Comati 178 Principal
C ty of Carpinteria
Couttcn- Aceruon Srnrr Reponr
January 24,2022

ITEM FOR COUNCI CONSIDERATION
Resolution No. 6097, approving applications for the Land and Water Conservation Fund (LWCF) to the California Department of Parks and Recreation Office of Grants and Local Services.

STAFF RECOMMENDATION
Action ltem X ; Non-Action ltem
- Adopt Resolution No. 6097, approving applications for the Land and Water Conservation Fund.

Sample Motion: I move to Adopt Resolution No. 6097, as read by title only. (Roll Call Vote required)

BAGKGROUND
On Februa ry 14, 1963, President Kennedy's Administration proposed legislation to establish a "Land and Water Conservation Fund" to assist States in planning, acquisition, and development of recreation lands. With bipartisan support, President Johnson signed it into law on September 3, 1964, as Public Law 88- 578, 16 u.s.c.460/-4.

The National Park Service (NPS) administers the LWCF program at the federal level.

Previously, the federal Bureau of Outdoor Recreation administered the LWCF program from 1g64 to 1978 and the Heritage Conservation & Recreation Service administered it from 1978 to 1981 . Funds allocated to California are administered by the Department under the provisions of the California Outdoor Recreation Resources Plan Act of 1967 , (Public Resources Code 55099 et seq.). Outer Continental Shelf mineral receipts, sales of federal surplus real property, federal recreation fees, and federal motorboat fuel taxes all serve as funding sources for the LWCF.

When an LWCF Project is completed, the land within the approved 6(0(3) boundary map is placed under federal protection to preserve the public's outdoor recreational use of the site in perpetuity for the benefit of our nation's future generations.

Land and Water Conservation Fund
January 24,2022

This park protection legacy is based on the provision of Section 6(fX3) of the LWCF Act.

Thousands of parks throughout California will remain as perpetualmonuments to the foresight of President Kennedy's Administration and the American people.

Under the Land and Water Conservation Fund, funds are available for acquisition projects, and development projects. LWCF funds are intended to increase outdoor recreational opportunities for the health and wellness of Californians. Examples include open space and natural areas, picnic areas, and recreational trails. The maximum Grant request amount is $6,000,000. Projects require a matching of funds.

Eligible Projects
LWCF funds are intended to increase outdoor recreational opportunities for the health and wellness of Californians. Eligible projects include new parks created within a half mile of underserved communities.

EI ible include
Match Requirement
. Match is no less than 50% of the total project cost.
. The proposed project, La Concha Park, is expect to cost $700,000; therefore, match amount would be $350,000.
. The full grant amount is reimbursed when the grantee has shown eligible costs paid for by both the LWCF grant amount and the match (total projecicost). ln orde_r to apply for the funding, the City of Carpinteria must pass a resolution specified in the Procedure Manual of the grant program.

RECREATION FEATURE MAJOR SUPPORT

AMENITY
athletic fields (soccer regulation or "futbol
rapido", baseball, softball, football, etc.)
athletic courts (basketball, tennis, "futsal" etc.)
community gardens
dog parks
open space and natural areas
outdoor gyms (aerobic or strength building
equipment)
outdoor performing arts venues
picnic areas
play grounds and tot lots
recreational trails
skate parks and BMX or pump tracks
tracks, jogging loops, and par courses
a
o
a
a
O
o
a
o
a
o
o
a
a outdoor swimmin and uatic features
Restroom buildings
and parking lots
Additions that enhance
the use and appearance
of the PARK including
landscaping, public art,
and safe public use
features such as lighting
a
a
ClUsers\Maft\AppData\Local\fvlicrosoft\Windows\lNetCache\Content.Ouflook\TXELKTXI\DRAFT-Staff Report for 6097-Land and Water Conservancy Fund.docx Land and Water Conservation Fund
January 24,2022

ptscussloN
ln order to receive funds under Land and Water Conservation Fund, the adoption of Resolution No.6097 is required.

The Resolution includes provisions requiring the City to further expand efforts in promoting diversity and inclusion in our public park system.

The Land and Water Conservation Fund is a standing grant program that is funded when funds are available, usually when a Statewide Parks Bond Proposition is approved by the voters. This allocation come from Proposition 68 passed in 2018.

Staff believes that the La Concha Park project is eligible for this grant because of its location to an underserved community. The park would include play grounds, outdoor street games, picnic tables, and gardens.

We expect the project's preliminary estimate cost to establish the park is $700,000, of which $350,000 would be the responsibility of the City if LWCF funding is provided.

POLTCY CO STENCY
The City's General Plan and Local Coastal Plan supports providing adequate parks and recreation facilities to meet the needs of the Community.

Open Space, Recreation & Gonservation Element
Objective OSC-14. Provide for adequate park and recreation facilities to meet the needs of the community and visitors.
lmplementation Measure 61. Suppo rt devetopment of new or expanded park and recreation facitities as demand/need dictates. When latent demand for parks and recreation facitities is identified, adequate parktand and facilities shall be identified and pursued.

FINANCIAL CONSI DERATIONS
Adoption of the Resolution will allow the City of Carpinteria to apply for the Land and Water Conservancy Fund for parks and recreation with a maximum grant request amount to not exceed 50% of the total project cost. Preliminary estimates that $350,000 will be the match requirement of the City of Carpinteria'

LEGAL ND RISK MA MENT CONSID TIONS
No legal analysis is presented as a part of this report. o S

1. Adopt the Resolution No. 6097 to allow for the application for Per Capita grants.

C:\Users\Maft\AppData\LocalWicrosoft\Windows\lNetCache\Content.Outlook\TXELKTXI\DRAFT-Staff Report for 6097-Land and Water Conservancy Fund.docx
Land and Water Conservation Fund
January 24,2022

2- Do not adopt Resolution No. 6097 and do not apply for grant funds under this program.

PRINCIPAL PARTIES EXPECTED AT MEETING
None.

ATTACHMENTS
Resolution No. 6097
Staff contact: Matt Roberts, Parks & Facilities Director (805) 7 55-4449 mattr@ci. carpinteria. ca. us
Reviewed by: Dave Durflinger, City Manager
(805) 7 55-4400, daved@ci. carpinteria.ca. us
ClUsersVttlatt\AppData\Local\Microsoft\Windows\lNetcache\Content.Ouflook\TxELKTXI\DRAFT-Staff Report for 6097-Land and Water Conservancy Fund.docx RESOLUTION NUMBER: 6097

RESOLUTION OF THE CITY COUNCIL OF CITY OF CARPINTERIA APPROVING

THE APPLICATION FOR LAND AND WATER CONSERVATION FUND

LA CONCHA PARK
WHEREAS, the Congress under Public Law 88-578 has authorized the establishment of a federal Land and Water Conservation Fund Grant-ln-Aid program, providing Matching funds to the State of California and its political subdivisions for acquiring lands and developing Facilities for public outdoor recreation purposes; and
WHEREAS, the California Department of Parks and Recreation is responsible for administration of the program in the State, setting up necessary rules and procedures governing APPLICATIONS by local agencies under the program; and
WHEREAS, the APPLICANT certifies by resolution the approval of the APPLICATION and the availability of eligible MATCHING funds prior to submission of the APPLTCATION to the State; and
NOW, THEREFORE, BE lT RESOLVED that the city of carpinteria hereby:
1 Approves the filing of an APPLICATION for Land and Water Conservation Fund assistance for the proposed La Concha Park

2. Agrees to abide by SECTION 6(0(3) of Public Law 88-578 which states "No property aCquired or developed with assistance under this section shall, without the approval of the National Secretary of the lnterior, be converted to other than public outdoor recreation uses. The Secretary shall approve such conversion only if he finds it to be in accord with the then existing comprehensive statewide outdoor recreation plan and only upon such conditions as he deems necessary to assure the substitution of other recreation properties of at least equal fair market value and of reasonably equivalent usefulness and location."

3. Certifies that said agency has MATCHING funds from eligible source(s) and can finance 100 percent of the Project, which up to half may be reimbursed; and

4. Appoints the City Manager as agent of the City of Carpinteria to conduct all negotiations and execute and submit all documents, including, but not limited to, APPLICATIONS, CONTRACTS, amendments, payment requests, and compliance with all applicable current state and federal laws which may be necessary for the completion of the aforementioned PROJECT.

PASSED, APPROVED AND ADOPTED on 24thday of January, 2}22,by the following vote:

Resolution NO. 6097
Page2
AYES:

NOES:

ABSENT:

ABSTAIN
couNcrLM EM BER(S):
couNcrLM EM BER(S):
cou NcTLMEMBER(S):
coUNcTLMEMBER(S):

Mayor, City of Carpinteria
ATTEST
Acting City Clerk, City of Carpinteria
l, the undersigned, hereby certify that the foregoing Resolution Number 6097 was duly adopted by the City of Carpinteria following a roll call vote:

Acting City Clerk, City of Carpinteria

APPROVED AS TO FORM
Jena Acos, on behalf of Brownstein
Hyatt Farber Schreck, LLP acting as
City Attorney of the City of Carpinteria
City of Carpinteria
Cour,rcn- Aceruoa Srnrr Reponr
January 24,2022

ITEM FOR COUNC CONSIDERATION
City Council District Maps review, including presentation on three draft plans created by Redistricting Partners for Council review and feedback.

STAFF RE ENDATION
Receive the staff presentation, open the public hearing and receive public comment, close the public hearing, deliberate and provide direction to staff and consultant as determined appropriate, and schedule the next meeting.

Sample Motion: I move to receive and file the presentation and public comments received to date.

BACKGROUND
This is the third of five public meetings required as a part of the City's process for drawing City Council district maps, which will culminate with the scheduled adoption of the Council Districts Map by the City Council in March 2022. The purpose of this third meeting is to review draft maps produced by the City's consultant in response to testimony provided by members of the public to date concerning Communities of Interest, etc., maps submitted by the public, and parameters for map drawing included in the California Voters Rights Act. Pursuant the City's schedule for drawing and adopting district maps for the November 2022 municipal election, this matter will also be considered at regular City Council meetings in February and March. lnformation about the Carpinteria City Council Districting process can be accessed through the City website home page here: w.rvw.carpinteriaca.qov or by contacting the City at (805) 684-5405.

Election Systems
Most publiC agencies in California conduct elections for their governing board in one of two formats: at-large or district-based. ln the at-large election system, the governing board members are elected by vote of the entire populace of the jurisdiction and each voter may cast one vote for each open seat. In the district-based system, the District Elections Mapping Hearing
January 24,2022
Page2
jurisdiction is divided into separate districts and each voter may cast a vote only for a candidate seeking election to the seat that represents the district he or she resides within. Since its incorporation in 1965, the City of Carpinteria ("City") has utilized an atlarge elections system for City Council elections. The five members of the City Council are elected to four-year, overlapping terms; elections are held every even-numbered year. The mayor and vice mayor are selected by their fellow Council members and customarily serve four-year terms.

The Notice of Violation
On July 3, 2017, the City received a Notice of Violation of California Voting Rights Act (the "Notice") from attorney Robert Goodman on behalf of residents Jatzibe Sandoval a nd F ra n k Gonzalez (" P rospective P la i ntiffs").

At the Council's July 31 ,2017 meeting, the Council received a report on the California Voting Rights Act ("CVp4") and the Notice and heard public comment on potentially transitioning to district-based elections. A majority of those commenting spoke in fivor of instituting a district-based election system. At its meeting of August 1q,2017, the City Council adopted Resolution No. 5743, declaring its intention to transition from at-large to district-based elections by November of 2022.

On August 14th of 2017 the City Council executed a Conditional Settlement Agreement and Release providing that per the adoption of Resolution No. 5743 the Prospective Plaintiffs should not bring suit against the City prior to Nov 9, 2022 for any cause of action related to the City's electoral system.

Mapping Process
ln April 2019, the City Council approved by resolution the formation of a District Elections Ad hoc Committee (Committee), on which Councilmembers Alarcon and Clark were assigned. The City subsequently entered into a consultant services agreement in October of 2019 with Redistricting Partners to assist the City with the procels of drawing district boundaries. A primary purpose of the Committee's work included developing a plan to gain public input consistent with the CVRA on communities of interest and drawing a map. The Committee concluded its work on October 20,2021.

To date, the City Council has held meetings on this matter on July 31,2017; August 14, 2017; April 8, 2019; June 28,2021; July 2G,2021; November g,2021; and December 13,2021. District Mapping public workshops were held Monday, September 20th at 5:30; wednesday, September 22 at noon; and Sunday September 26 at 2:00 p.m. The workshops were conducted to allow for both in person and remote testimony via the Zoom virtual meeting platform.

DISCusstoN
The City's consultant has drafted three five-district plans for City Council and public review (Attachments A, B and C). The plans have been drafted based on traditional G:\olivia\District Elections\staff Report - District Elections - Jan24.docx District Elections Mapping Hearing
January 24,2022

districting criteria as established by the Fair Maps Act including that districts are of relatively equal size, contiguous, maintain "communities of interest", follow city and census designated place boundaries and keep districts compact. These plans also incorporate COI testimony and other testimony received by the City and review of the maps submitted by members of the public.

City Council and the public can provide feedback on any of the plans and themes presented to guide further iteration of the draft plans. These plans have been published on the City website and an ad was placed in the Coastal View to announce that the plans are available to the public online.

The City has made two processes available, digital map drawing via a portal on the City's District Mapping website and hardcopy maps mailed to each household. To date, 130 district maps have been submitted and 23 Communities of lnterest Maps have been submitted. Following this hearing, amended plans are scheduled to be presented at the Plan selection hearing on February 28,2022

POLICY CONSISTENCY
This hearing is a part of the City Council district mapping process being followed in compliance with Federal and State Voting Rights Act during this transition to districtbased council elections.

FINANCIAL SIDERATIONS
Cost associated with this work includes a consultant service agreement, which is a part of projected expenses included in the adopted Fiscal Year 2021-22 budget.

LEGAL AND K MANAGEMENT CON DERATIONS
The City Attorney's Office is supporting the District Mapping process and will be available to answer questions concerning this matter.

ATTACHMENTS
Attachment A: Carpinteria Draft Plan A, Prepared by Redistricting Partners including Draft Plan,2020 Census Data, and Citizen Voting Age Population (CVAP) Attachment B: Carpinteria Draft Plan B, Prepared by Redistricting Partners including Draft Plan ,2020 Census Data, and Citizen Voting Age Population (CVAP) Attachment C: Carpinteria Draft Plan C, Prepared by Redistricting Partners including Draft Plan,2O2O Census Data, and Citizen Voting Age Population (CVAP) G:\Olivia\District Elections\Staff Report - District Elections - Jan24.docx District Elections Mapping Hearing
January 24,2022

Staff contact: Olivia Uribe Mutal, Program Manager
805-755-4450, OliviaUtOci carointeria.ca.us
Reviewed by: Dave Durflinger, City Manager
(805) 7 55-4400, [email protected]. ca. us
e
Signature
Signature
G:\Olivia\District Elections\Staff Report - District Elections - Jan24.docx

ATTACHMENT A
1oo"
A
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l'
{
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c
ntoria 14
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1L
D
E
6@ REDISTRICTING @S PARTNERS City of Carpinteria
2O2O Census
PopulationDeviation
Deviation 7"
Other
Other %
Latino
Latino 7o
Asian
Asian %
Black
Black%
Total CVAtr
Other CVAP
OtherCVAP%
Latino CVAP
Latino CVA,P %
Asian CVAP
Asian CVAP %
Black CVAP
Black CVAP %
Citizen Voting Age Population (CVAP)
A
2,679
20 0.8%
I,t9t

44.5%
1,404
524Yo
65 2.4Yo
l9
4,70/o
A
1,792
t,tot

61.4%o
671

37.4010
14 O.9Vo
6 O.3o/o
B
2:,643
-.l6
-O.60/o
1,463

55.4%
t,ilt

42.O%
59 2.20/"
lo
A.4Vo
B
1,868
1,402
'751%
379
2A3o/o
a7

4.7o/o
o
A.Oo/o
c
2,619
-40
-'t-5%
I,I5
4260/o
1,460

55.7%
29 llVo
t5
Q.60/o
c
154
993

65.6%
s17

34.lYo
4 O3o/o
o
O.OVo
D
238s
126
41%1222
439%
1,462
525o/a
85 3Jo/a
l6
o.6%
D
1,674
1,O22

61.10A
543

32.4Vo
8l

4.4%
2A
"1.74/o
E
2,56"'7
-92
-3SVo
1,443
5629/o
1,O4A
4A.8Yo
5t

2.4%
t5
o.6%
E
'r835
1,4a2

76.6%
427
22JVo
l2
O,6Yo
14 A.7Vo
6@ REIlISTRICTING OO PARTNERS City of Carpinteria
District A 2O2O Census
410/^
44o/o
other % Latino %
61o/o
Other % Latino %
'.':' |t".,
:. -- 2o/a Asian % Black % oo/p ::ir!;
C,,,r,";:,rrr
a, _ Citizen Voting Age Population FRANCISCAN v I LlJr6€ O.8o/o
! \.'i F'-,r ,,r'r':r, ril,,,t it Cnii,i1.r pr.:l

OLD TOWN
Population Deviation Deviation % Other Other % Latino Latino 7o Asian Asian % Black Black % Oo/o Oo/o
Asian % Black %
l,::I
'-1''.ri.l:;"
2,679 uet 44.5o/o 1,404 52.4o/o 65 2.4a/o t9 O.7o/o
Total CVAP Other CVAP Other CVAP % Latino CVAP Latino CVAP % Asian CVAP Asian CVAP % Black CVAP Black CVAP % 1,792 1,10.| 61.4o/" 671 37.4o/o 14 O.8o/o 6 O.3o/o
6@ REDISTRICTING OS PARTNERS City o.f Carpinteri a
District B 2O2O Census
42%
Other % Latino %
Other 0/6 Latino %
Citizen Voting Age Population
2o/o
Asian %
4o/o - Asian o/a
Oo/o
Black %
Oo/o
Black %
NEAfr'ffi .,ob", FAqr r 6@g
t
,,r"
{
i..
-0.60/o 1,463 55.4% 2.2o/o
eJ
]'--- I'
I4'
lo
j
! I e
{
il,.
.),
i.
",. :,,
Population Deviation Deviation % other other % Latino Latino % Asian Asian % Black Black"/o 2,643 16 I,il1 42.Oo/o 59 lo O-4o/o
Total CVAP other CVAP Other CVAP % Latino CVAP Latino CVAP % Asian CVAP Asian CVAP % BlackCVAp Black CVAp % .l,868 1,402 75.1o/o 379 20.3o/a 87 4.7% o O.Oo/a 6& REDISTRICTING

OO PARTNERS
City of Carpinteria
District C
?4fl
2O2O Census
\iril Re ir.l f
+
Y 42o/o
other %
650/o
Other %
JJTO
Latino %
Latino
TO\IIN
to"o
$
c
c?
A'eo/
,,o Asian %
Asian 0,6
Oo/o
Black %
Black %
rpinteria
rb&--
Citizen Voting Age Population
$AT,I$YLANO
COVE
s
{!a/
Q. rt
B"a
a
J)
,.s ()'
Population Deviation Deviation % Other Other 7o Latino Latino % Asian Asian o/o Black Black % 2,619 -40 -1.5o/" t,ll5 42.60/o 1,460 55.7o/o 29 1io/o 'r5 O-6%o Total CVAP Other CVAP Other CVAP 7o Latino CVAP Latino CVAP % Asian CVAP Asian CVAP o/o Black CVAP Black CVAP % 1,514 993 65.6o/o 517 34.1o/o 4 O.3o/o o O.Oo/o
6@ REDISTRICTING OO PARTNERS City of Carpinteria
District D 2O2O Census
43o/o
Other %
610/o
Other %
caat
Latino %
-
o%p
Asian % Black %
32o/o
4o/o
1o/o
Latino % Asian % Black %
3o/o
Citizen Voting Age Population
I
I
Population Deviation Deviation %o Other other % Latino Latino % Asian Asian o/o Black Black % 2,745 126 4.70/o 1222 43.9% \462 52.50/o 85 3.1o/" t6 O.60/o Total CVAP Other CVAP Other CVAP 7o Latino CVAP Latino CVAP % Asian CVAP Asian CVAP % BlackCVAp Black CVAP % 1,674 1,O22 61.1o/o 543 32.40/o 8t 4.8o/a 28 l.7o/o
6& REDISTRICTING

OO PARTNERS
City of Carpinteria
District E
!
b
2O2O Census
4Oo/o
Other % Latino %
22o/o
Other % Latino %
Qd
c.r".
'+,
Population Deviation Deviation % Other Other % Latino Latino % Asian Asian % Black Black % 2,567 -92 -3.5o/o 1,443 56.2/o lo4a 4c.a% 2.4o/o '15 O.6%6 Total CVAP Other CVAP Other CVAP % Latino CVAP Latino CVAP % Asian CVAP Asian CVAP % Black CVAP Black CVAP % Citizen Voting Age Population
Asian %
Oo/o
Asian %
Black %
Black %
1,935 \442 76.60/o 427 22.1o/o 12 O.60/o 14 O.7o/"

ATTACHMENT B
,r ,.L(rs!.al;j i ;,:iiEi::l
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O@R 00PEDISTRICTING ARTNERS City of Carpinteria
2O2O Census
PopulationDeviation
Deviation %
Other
Other%
Latino
Latino 7o
Asian
Asian %
Black
Black%
Total CVAP
Other CVAP
Other CVAP %
Latino CVAP
Latino CVAP %
Asian CVAP
Asian CVAP %
Black CVAP
BlackCVAP%
Citizen Voting Age Population (CVAP)
A
2657
-l
-O.1Yo
1,143

43.Qo/o
1,451
s4.6%
4A

1.$Yo
t5
O.6Yo
A
1,494
426

55.3o/o
664
44-4aA
O3/o
B
2,599
-60
-2.3o/o
1,128

43.4V"
1,406
54t%
50 19o/o
'15
o.6%
c
2,721
62 23o/o
.l,458

53.6Yo
1,211

44.5%
30 1t%
22 Q.*/o
C
2,'tzg
r,605

75.4Vo
507

23.8Vo
3 oJ%
14 O.1Vo
D
2,579
-80
-3,A96
1,O74

41.6Vo
1,412
54:7%
77 3.0%
t6
O.60/o
D
1,495
aa4

59.14/o
527
353o/o
56 3:70,6
z6

1.9o/o
E
2:737
7a
29%
1,631

59.6o/o
I,OO5

36.7Vo
94 3.40/o
7 Q.3Yo
E
2249
1,757

78.1Vo
379
16-9o/o
I3

5.O%
4o
B
1,4't6
924

65.5%
460

32.5a,6
22 "1.6%
6 Q.4o/o
o
O.O/o o.o%
6@ REDISTRICTING
@@ PARTNERS
City of Carpinteria
District A
Citizen Voting Age Population
54o/o
Latino %
1o/o O%
Asian % Black %
44o/o
o% o%
Latino % Asian % Black %
43o/o
Other %
55-/o
Other %
.'' rnnNcrscen
- vlLt.AcE
, r j i"l|'j
,,.ii,:.i:L:,r'
clt) TOwN
1,451 54.60/o
lt, _t,.,,tor,
tsr--.jh ir)
Cnrp.strfi I n !r. Lilin'rtr.,., !\i
Population Deviation Deviation % Other Other % Latino Latino % Asian Asian % Black Blacko/" 2,657 -2 -O.1o/o 1,143 43.Oo/o 4A 1.8o/o t5 O.60/o
Total CVAP Other CVAP Other CVAP % Latino CVAP Latino CVAP % Asian CVAP Asian CVAP o/o Black CVAP Black CVAP % 2O2O Census
1,494 426 55.3% 664 44.4o/o 4 O,3o/" o O.Oo/o
6& REDISTRICTING
@O PARTNERS
City of Carpinteria
District B 2O2O Census
43o/o
Other %
650/o
Other %
54o/o
1o/o Oo/o
Latino % Asian % Black %
32o/o
Latino %
1o/o Oo/o
Asian % Black7o
Citizen Voting Age Population
,' t-"*,*rj
.c
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-.i' .J_
50 Iq
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Population Deviation Deviation % other other % Latino Latino % Asian Asian % Black Black o/o 2,599 -60 -2.3o/o I,128 434% 1,406 54.10/o 1.9o/o t5 o.6% Total CVAP Other CVAP Other CVAP % Latino CVAP Latino CVAP % Asian CVAP Asian CVAP % BlackCV,A,p Black CVAP % 6 1,416 928 65.5o/o 460 32.5o/o 22 f .60/o O.4o/o
O@ REDISTRICTING OO PARTNERS City of Carpinteria
District C 2O2O Census
53o/o
44o/o
Other % Latino %
23o/"
Other % Latino %
oLil 10ws
}YLAN}
F,. .. ,o 9dJ,
d
€/^
4ba/
an,trr'
0 fo/o
Asian %
Asian %
Black %
Black %
:ov€
rL
1'
Citizen Voting Age Population
1,211 44.5o/o
6r
Population Deviation Deviation % Other Other 0z6 Latino Latino % Asian Asian % Black Black % :, 2,721 62 2.3o/o 1,458 53.60/o 30 1.1o/o 22 O.8%o
Total CVAP Other CVAP Other CVAP o/o Latino CVAP Latino CVAP % Asian CVAP Asian CVAP % Black CVAP Black CVAP % 2,129 1,605 75.4o/o 507 23.8o/o 3 O.1o/o 14 Q"7o/o
T
I
6& REtlISTRICTING City of CarpinteriaOO PARTN RS
n.,,
Population Deviation Deviation % Other Other % Latino Latino % Asian Asian % Black Black % ""- I ', :'. ^
,. ",,..:_,.i..

District D
2,579 -80 -3.Oo/o 1,074 41-60/" 1,412 54.70/o 77 3.O% l6 O.60/o Total CVAP Other CVAP Other CVAP % Latino CVAP Latino CYAP o/o Asian CVAP Asian CVAP % Black CVAp Black CVAp zo 2O2O Census
54o/o
Other % Latino %
59o/o
Other % Latino %
& vy
Asian % Black %
3o/o
Asian %
o:?10,
Black %
Citizen Voting Age Population
!{,.. .. I - .;
1,495 aa4 59.1o/o s27 35.3/o 56 3.7% 28 l.9o/o
6@00 REDISTRICTING PARTNERS Citlr of Carpinteria
District E 2O2O Census
-tt
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eMgft ;*"_;,
srb&r
&rar
-"*,*i.," : ll
/: i
Citizen Voting Age Population
Other 0,6
Other % Latino %
Latino % Asian % Black %
60/o" '
4 5o/o
-I
o%
Asian % Black %
tt
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Population Deviation Deviation % Other Other o/o Latino Latino % Asian Asian % Black Black % 2,737 7a 2.9o/o 1,631 59.60/o I,OOS 36-70/o 94 3.4o/o 7 o3% Total CVAP Other CVAP Other CVAP % Latino CVAP Latino CVAP o/o Asian CVAP Asian CVAP o/o Black CVAP Black CVAP % 2,249 1,757 78.fo/o 379 16.9o/o ll3 5.Oo/o o o.o%

ATTACHMENT C
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A
B
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6& REDISTRICTING

OO PARTNERS
City of Carpinteria
2O2O Census
PopulationDeviation
Deviation %
Other
Other %
Latino
Latino 7o
Asian
Asian %
Black
Black %
Total CVAP
Other CVAP
Other CVAP %
Latino CVAP
Latino CVAP o/o
Asian CVAP
Asian CVAP%
Black CVAP
BlackCVAP%
A
2,780
121

4.6o/a
1,210
435Vo
1 L'7'7

53.1%
73 2.6Yo
20 A.7Vo
A
't,84t
1,126
6'12/s
69r

37.50/o
t8
\aYo
6 O.3Yo
B
2,7A9
130
49%
1,611

57.80/o
1,-lo6
39:70/o
63 2iVo
9 A3a/o
B
2,A25
r,530

75.60A
383

18.9Vo
112

5.5%
0 Q.Q/o
C
2,572
-47
-33o/o
1,104
429%
1,427

55.5%
26 1.Oo/a
t5
Q.6Vo
D
25',73
-86
-320A
1,435

55.8%
I,O63

41.3o/o
60 23%
t5
o.6%
D
'1,946
1,444
7630/o
440

22.6%
o
o4%
14 A.7o/o
E
2579
-80
-3.O%
1,O74

4.6%
1,412
V+J%
77 3.O%
l6
Q.6Yo
E
1,495
aa4

59.1o/o
527
353/o
56 3.7%
2A

1.gD/o
Citizen Voting Age Population (CVAP)
c
'1,476
976

66.lVo
496

33.60/o
4 o3%
o
a.ooa
6@ REDISTRICTING
@O PARTNERS
City of Carpinteria
District A 2O2O Census
cao/-
43o/o
Other % Latino %
61o/o
Other % Latino %
.rrr% 9%o
Asian % Black%
1o/o Oo/o
Asian % Black %
Citizen Voting Age Population

FRANCISCAN
\jt LL/.cE
u-i
ij( i !,:1/
--, r';; ", ":: - :: , , I.
iowN

4.6% l,2lo 43.5o/o 1,477 53.1o/o . i t, ! , t .:,, ,,j . ,t. r: .rr. .,r., Population Deviation Deviation % Other Other % Latino Latino % Asian Asian % Black Black % 2,7aO 121 73 2.60/" 20 O.lo/o Total CVAP Other CVAP Other CVAP 70 Latino CVAP Latino CVAP % Asian CVAP Asian CVAP % Black CVAP Black CVAP % r,84.l 1,126 61.2o/o 691 37.5o/o t8 1.Oo/o 6 O.3o/o
6@ REDISTRICTING OO PARTNERS City of Carpinteria
District B 2O2O Census
-l
., ,r1.rrlr.f.: 1.r,
4 Citizen Voting Age Population
I
Other %
Other %
Latino %
Latino %
Astan lo Black %
-
Oo/o
Asian % Black%
l,'
,' {:*.
f*dJi j?d-d
..{\\.
-tr {Tt t: f Sa/o
:1;€
Population Deviation Deviation % Other other % Latino Latino % Asian Asian % Black Black % 2,7A9 130 4.9o/o l,6ll 57.8o/o I,106 39.7o/o 63 2.3o/a 9 O.3o/o Total CVAP Other CVAP Other CVAP % Latino CVAP Latino CVAP % Asian CVAP Asian CVAP % Black CVAp Black CyAp o/o 2,O25 1,530
il

75.60/o 383 18.9o/o 112 5.5o/o o O.Oo/o
A@ REDISTRICTING OO PARTNERS City of Carpinteria
District C 2O2O Census
1*ili Vtil Re,1i luJl
TOWr'r
Co+rA
| $0fA/it
42o/"
Other %
660/o
Other %
)J-lO
Latino %
33o/o
Latino %
qr
a
J
6r
4o
I
t
u

TANDYLAND
COVE
rpinteria
-""
L'r-'o9/
(1 L.
\,1"oao n", -9 -c*
Citizen Voting Age Population
1o/o
Asian % Black %
9%9__." "*_O7q- "- Asian % Black %
Population Deviation Deviation % Other Other % Latino Latino % Asian Asian % Black Black % 2,572 -97 26 't.0% t5 o.6%
Total CVAP Other CVAP Other CVAP % Latino CVAP Latino CVAP % Asian CVAP Asian CVAP % Black CVAP Black CVAP % -3.3o/o 1,104 42.9% 1,427 55.5%
fr
"%
6 a
1,476 976 66.1o/o 496 33.60/o 4 O.3o/o o O-Oo/o
6& REtlISTRICTING

OO PARTNERS
City of Carpinteria
District D
2,573 -86
2O2O Census
i" rr,li.j ,, ir. l.rii,r ftj,,r q!.
t
5570
Other %
Other %
41o/o
Latino %
22o/"
Latino %
tr.
-3.20/o 1,435 55.8% .l,063 41.30/o
2o/" r-r \)Yo
Asian % glack %
Citizen Voting Age Population
4,,..

Oo/o
Asian %
Oo/o
Black % ,,i.t;, t,. ,
Population Deviation Deviation % other other % Latino Latino % Asian Asian %o Black Black % 60 2.3o/o t5 O.6Vo
Total CVAP Other CVAP Other CVAP % Latino CVAP Latino CVAP % Asian CVAP Asian CVAp % Black CVAp Black CVAp o/o ll'

1.946 1,4a4 76.30/0 440 22.6o/o o.4% 14 O.7o/o
6@ REtIISTRICTING OO PARTNERS City of Carpinteria
District E
2,579 -80
2O2O Census
54o/o
4lo/o
other % Latino %
59o/o
55"/a
Other % Latino %
3o/o n
Asian 7o
3o/o - Asian %
4o,
Population Deviation Deviation % Other Other % Latino Latino % Asian Asian % Black Black % o%
Citizen Voting Age Population
Black %
1o/o
Black Yo
-3.Oo/o 1,074 41.6o/a 1,412 54.'7o/" 77 3.Oo/o t6 O.60/o Total CVAP Other CVAP Other CVAP % Latino CVAP Latino CVAP % Asian CVAP Asian CVAP o/o Black CVAP Black CVAP o/o 1,495 aa4 59fo/o 527 35.3o/o 56 3.7o/o 28 1.9o/o
City of Carpinteria
Gour.rcu- Aceruon Srerr Reponr
January 24,2022

ITEM FOR COUNCIL CONSIDERATION
Appointments to the Harbor SealAdvisory Committee.

STAFF RECOMMENDATION
Make appointments to the Harbor SealAdvisory Committee
Sample Motion: I move to approve those individuals as nominated by Council Members Clark and Lee; Andrew Brooks, David Allen, and Susan Mailheau and to also appoint two additional members to the Harbor SealAdvisory Committee as follows; 1. 2.

BACKGROUND
Over the past 17 years, the Carpinteria Seal Watch, a volunteer group that keeps an eye out for the harbor seals, has documented an apparent decline in the number of seals in the rookery.

The Harbor Seal Advisory Committee has been authorized by the City Council for the purpose of developing an understanding of the local harbor seal population, including causes of recent trends in births and haul-out numbers, and recommending to the City Council specific actions that it finds should be taken to mitigate habitat degradation and seal disturbances in the City.

During the City Council Meeting on July 12,2021, options for the formation of a committee to study the decline and preservation of harbors seals in the City of Carpinteria were discussed and recommendations were given to the City Council. The Council gave consensus to direct staff to bring back the creation of a committee to understand the decline in numbers of seals and the preservation of seals at the rookery and recommend actions to the Council.

At the August 9,2021 City Council Meeting, formation of a Harbor Seal Advisory Committee was discussed with the aim to approve the statement of purpose, select one Appointments to the Harbor SealAdvisory Committee
January 24,2022
Page.2
of the options presented for the creation of a Harbor Seal Advisory Committee, and appoint up to two of its members to serve on the Committee. A motion was carried unanimously that a selection of a Large Committee format that included two Councilmembers (Vice Mayor Clark and Councilmember Lee) and five additional people whom the two Councilmembers could nominate to participate in the Committee.

The committee would also have a working group that would be invited on occasion and not be committee members. The committee is expected to work for a year to make its recommendations to the City Council.

The City Clerk placed an advertisement in the Coastal View Newspaper on November 2, 2021 and received 1 1 applications.

DISCUSSION
After review of the applications received, Council members Roy Lee and Al Clark have agreed on three applicants to nominate.

Consensus was not achieved on the remaining two positions on the committee. ln order to appoint all five available positions on the committee, the City Council may agree and appoint the recommended three nominees and also select two additional candidates to complete the committee.

The names and city of residence of the applicants nominated by both Council members Lee and Clark are as follows:
! David Allen, Carpinteria ! Andrew Brooks, Goleta ! Susan Mailheau, Carpinteria ln order to complete the committee, two additional nominations may be selected from the list of applicants. They are as follows;
! Betsy Denison, Carpinteria ! C Kathleen Lord, Carpinteria I Kadeine Peterson, Carpinteria ! Teri Kay Pulliam, La Conchita tr Mechelle Sinclair, Carpinteria ! Lynn Springer, Carpinteria ! Toni Stuart, Carpinteria ! Danel Trevor, Carpinteria G:\EVERYONE\HARBOR SEAL COMMITTEE\Staff Report-Harbor Seal Advisory Committeel.docx Appointments to the Harbor SealAdvisory Committee
January 24,2022
Page. 3

POLICY CONSISTENCY
The Carpinteria General plan contains references to protection of harbor seals OSC-Ic. Establish and support preservation and restoration programs for ESHA, including but not limited to Carpinteria Creek, Carpinteria Bluffs, Carpinteria Salt Marsh, seal rookery, Carpinteria reef, Pismo clam beds and the intertidal zones along the shoreline.

OSG-Sa. Harbor Seal Hauling Grounds should not be altered or disturbed by recreational, industrial, or any other uses. Emergency maintenance or repair of existing pipelines in the vicinity of the adjacent Carpinteria oil & gas plant pier should be permitted as necessary, as long as disturbances to the harbor seal hauling grounds are minimized. Such repairs should be limited to the period of June 1 to November 30 if possible.

OSC-Sb. Permit beach to bluff access at the east and west sides of the seal rookery area to allow beach walkers to bypass the protected area on the bluff top and discourage any violation of the beach closure segment. a
a
a

FINANCIAL CONSIDERATIONS
No financial analysis is included as a part of this staff report.

LEGAL
No legal issues are presented as a part of this report

OPTIONS
The City Council could appoint the three nominees and select two additional applicants to appoint thereby filling all of the committee seats.

The City Council could provide additional direction to Staff

PRINCIPAL PARTIES EXPECTED AT MEETING
None

ATTACHMENTS
Eleven applications received
Staff contact: Matthew Roberts, Parks, Recreation and Public Facilities Director (805) 755-4449 [email protected]
Signature
G:\EVERYONE\HARBOR SEAL COMMITTEE\Staff Report-Harbor Seal Advisory Committeel.docx Appointments to the Harbor SealAdvisory Committee
January 24,2022
Page.4
Reviewed by: Dave Durflinger, City Manager
G:\EVERYONE\HARBOR SEAL COMMITTEE\SIaff Report-Harbor SealAdvisory Committeel.docx

CITY OF CARPINTERIA

APPLICATION FOR APPOINTMENT
TO A CrrY BOARD, COMMISSTON OR
CON{${ITTfi,E
Please return to: City Clerk's Oflice
City of Carpinteria
5775 Carpinteria Avenue
Carpinteria, CA 93013
BOARD, COMMIS$ON OR COMhdTTTEE APPLTED f,'oR:
tt CI Co I
{
APPLICAITT:

Address _ Email
Business Address PhonENumbeds)
AreyouaresidentoftheCityofCarpinteri"f Yfl " - -."-" "*

DGERIENCE/
6 6
( e
Education
Present Occupation
N anls
(Please describe any relevant past work experience)
Memberships in Organizations
Reasons why you believe you should be appointed (attach additional sheets if necessary):

F
Please list City Commission/Committee/Board (inctuOing dates) you are currently serving on or have served on:
d Con toN lt- Sm.tT i5
I, the undersigned, hereby certify that all the statements contained herein above, are true and cotrect to the best of my knowledge and belief. I understand tlat false statements in my application will disqualiff me from service on any Commission/CommitteelBoard of the City of Carpinteria. If appointed, I undentand I will be responsible for filing an snnual Statement of Economic Interests and futfilling ethics training, and failure to do so in a timely manner may be termination of position. This application is a public document and is available for review' TT{IS APPLICATION MUST BE SIGNED IN INK
cause for
Rev.l2l7ll2
It d 2"t
Harbor Seal Advisory Committee-addendum
I have provided education about, and protection of, Carpinteria's harbor seal population for over 30 years. I was among the founders of Carpinteria Sealwatch, and continue as one of the volunteer leaders. l'm the author of the seasonal Coastal View Sealwatch reports. I would like to be appointed to participate in studying the population and protection issues, and to help with committee recommendations.

CITY OF CARPINTARIA

APPLICATION FOR APPOINTM ENT
TO A CrrY BOARD, COMMTSSION OR

COMMITTNE
Please return to: City Clerk's Office
City of Carpinteria
5?75 CarJrinterin Avenue
Carpinteria, CA 93011
BOARD, COMMISSION OR COMMTTTEE APPLIRD FOR:

Carpinteria Harbor Seal Advisory Committee
A?pLrcANr. Andrew Brooks
Name
Address Ernail
Business Address Phone Nurnber(s)
r\re you a resident of the City of Carp interia? No (Goleta) EXPERIENCE/ BACKGROUND:

B.A. Marine Biology ('84) Occidental College; M.S. Ecology ('93) and Ph.D. Ecology ('9S) UC Santa Barbara Education
oireciar,carpintoilasarMa,siRosm $f. PfOjeCt SCigntiSt With Mafing $CignCe lnStitUte, UCSB Present Occupation (Plc'ase dcscribc any relcvant p{lst work cxpcrience) Western Society of Naturalists, American Fisheries Society, Ecological $ociety of America Menrberships in Organizations
Reasons why you believe you should be appointed (attach additionrl sheets ilneccssary):

I have been the Director of the UC Natural Reserve $ystem's Carpinleria Salt Marsh Reserve since 2001, I have almost 40 years of exporience working as a marine ecologist specializing in the population and community ecology of marine ogrganisms.

I have worked successfully with commercial and recreational fishers, members of the public and the scientific community Please list Ciry ComrnissionlComnrittee/Board (including dates) you are currently serving on or have served on:

None
I, fhe undersigned, hereby certify that all the statements contained herein above. are true and correct to the bcst of m.v knowledge and belief. I undcrstand that false statenents in m"v application rvill disqualily rne fiorrr service on any Cornmission/CommitteelBoard of the City ol'Carpinteria. lf appointed, I understantl I rvill be responsiblc lbr filing an anuusl Staternenf of Economic lnterests and fulfilling ethics trainingn arrd failure to do so in a timely ntay be tause for termination of position. This application is a public document and is av rew 'I'HIS APPLICA'|ION MUSTBI] SICNED IN INK A
kcv.l?l7l12 f)ate

Business Address Phone Number(s)
Are you a resident of the City of Carpintena? t6
luz6e?Ae#TE' eA&

CITY OF CARPINTERIA

APPLICATION F'OR APPOINTMENT
TO A CrrY BOARD, COMI{TSSION OR

COMMITTEE
Please return to: City Clerk's Oflice
Cify of Carpinteria
5775 Carpinteria Avenue
Carpinteria, CA 93013
BOARD, COMMISSION ORCOMMIT'TEE APPLIED FOR:

APPLICANT:

Address Email
t
E)(PERIENCE/ BACKGROUND:

Education
Present Occupation (Please describe any r€levart past work experience) Memberships in Organizations
Reasons why you believe you should be appointed (attach additional sheets ifnecessary):

Please list City Commission/CommitteeBoard (including dates) you are cwrently serving on or have served on:
.+1zl:l.-0-
I, the undersigued, hereby certiS that all the statements contained herein above, are tue and colrect to the best of my Lnowledge and belief. I understand that fatse statements in my applicatiou will disqualiff me ftom service on any Commission/Comrnittoe/Board of the City of Carpinteria. If appointed, f understand I will be responsible for filing an annual Statement of Economic Interests and firllilling ethics training, and failure to do so in e timely manner may be cause for termiuation of position. This application is a public document and is available for review.

THIS APPLTCATION MUST BE SIGNED IN INK AND
F.ev.1217l12
r r:i :r r: (r : ;., , .: ' i11 ;!1 i,'
'. :i r. ... \l--:" ,,::-.: | (._ r1J .. '-. .:,
ilrff 1 2 20t1
20)l
APPLICATION for membership in the Harbor Seal Advisory Committee:

Betsy Denison,
EDUCATION:

Middlebury College. BA 1959 American Literature and Fine Arts Several classes at Santa Barbara City College in Marine Biolory Current - Retired. But also now serving as head of Outreach Committee for the Brinton Museum, Big Horn WY.

Past:

Patent Researcher duPont Co.

Audio editor for Recording for the Blind
PR Director/Vol. Coordinator for the Human Dolphin Foundation at MarineWorld Africa USA Co founder Carapacho - Hi tech Children's outerurear line, Co Founder Caravan - An import business focused on fine textiles and support of indigenous artists. World wide travel
10 year Docent at the SB Sea Center.

MEMBERSfi If$ in ORGAHIZATIOI!$.

Strong interest and support of environmental non profits as: SB Land Trust, Environmental Defense Council, Channelkeeper, Healthe Ocean, Ocean Conservancy, NRDC, Sea CenterfB Museum of Natural History Carpinteria Seal Watch.

R_EASpNS WHY"[,qEH,H"V-H,,,|.SHO_U-.[p BE CgN-s-lpEBEp FOR THrs coMMrrrEE t. Passion for the ocean and it's inhabitants and their safety. Consider ocean acidification, underwater sea noise, new underwater mining as examples. Particular interest in the local Harbor Seals. This is a critical time to nail down some facts and practices for a safe rookery in the future. lnterested in history of other rookeries as well as welfare of all marine mammals internationally.
2, 15 years plus as a Seal Watcher. Learned something new almost everytime. Loved the questions and looking intci more answers afterwards.

3. Three international Earthwatch two week research experiences: Hectors Dolphins in New Zealand, Orcas in British Columbia, Boftle Nosed Dolphins in Costa Rica

4. Strong sense of curiosity and wonder. Open mind.
\t^, {:pa:,>-1

CITY OF CARPINTERTA

APPLICATION FOR APPOINTMENT
TO A CrrY BOARD, COMMISSION OR
c'ry$flfilufiRru*^ coMMrrrEE
Please returr tol City Clerk's Office
.iri;;j ,) t!l?; CitY of CarPinteria
':''' ! L r-' sl'6' 57?5 CarpinteriaAvenue
FtDEt A GARCIA Carpinteria' CA 93013
CITYOI.ERK
BOARr), COMMISSION OR COMNfiITTEE APPLMD F'OR: lheM& Mt(t v/s1p/ (atvfrvrT-/Et"- APPLICAI{T: o D t
Name
F
\a
ur','{'.F .!.J Lt t
Address
Business Address
Are you a resident of the City of Carpinteria?
BACKGROT]ITID:

Eduoation
frrtREDa,RES+DNV.4L 2ef,{6/v
Present (Please describe any relevant past work experience) Enreif
..k'
?hdne Number(s)
//&va
,lfr7a
Memberships in Organizations cq?t/,\[/z?u4 ,ryL * 7c#,, Reasons why you believe you should be appointed (attach additional sheets if necessary):
f /lAD He 41r4L /Hfl FaR 3a1z 'lUr47<4
Please list City Commission/Committee/Board (incluOing dates) you are currently serving served on:

Qntarzra
I, the statements are true correot to
the best of my knowledge and belief. I understand that false statements in my application will disquali& me from service on any Commission/Committee/Board of the City of Carpinteria. If zE4'
Wrd s77rs furR"
appointed, I understand I wilt be responsible for filing an Interests and fulfilling ethics training, and failurs to do so in a terminafion of position. This applioation is a publio document and

THIS APPLICATION MUST BE SIGNED IN INK AND DATED
annual Statement of Economic
timely manner may be cause for
revle\il.

Fiev.l2l7/12
is available
Date

CITY OF CARPINTERIA

APPLICATION F'OR APPOINTMENT
TO A CrTY BOARD, COMMISSION OR

COMMITTEE
Please return to: City Clerk's Office
City of Carpinteria
5775 Carpinteria Avenue
Carpinteria, CA 93013
HECGTlil€ru}
ll*\J * e ffitt
COMIIIUNI T Y DTVETO FM EII?
DIPARTMEI{T
BOARD' COMMISSION OR COMMITTEE AppLIED F,OR:
& /
APPLICAITT: _qu 9.L M.''' \\^€-cr rr
Name
--
Address Email
Business Address pr'ffi;Numu<O
Are you a resident of the City of Carpinteria?
E)PERIENCE/ BACKGROUND :
f\
Education
5o--.'r
,EJ Z a+ \L'ework rxpcrience|
3 t
l-4
Memberships in Organizations
Reasons why you believe you should be appointed (attach additional sheets if necessary):

Please list City Commission/Committee/Board (inctuaing dates) you are currently serving on or have served on:
t?\
I, the hereby certiff that all the statements oontained herein abeve, are true and correct to the best of my knowledgo and belief. I understand that false statements in my application will disqualify me from service on any Commission/Committee/Board of the City of Carpinteria. If appointed' f understand I will be responsible for filing an annual Statement of Economic Interests and fulfilling ethics training, and failure to do so in a timely manner may be cause for termination of position. This application is a public document and is available for review.

THIS APPLICATION MUST BE SIGNED IN TNK
Frev.72/7/12 Signature
il I
Date
Seal Advisory Committee Application
Susan L. Mailheau, DVM
I am applying for the Harbor Seal Advisory Committee. The purpose of this committee is to understand the local harbor seal population and identify actions to mitigate habitat degradation and incidents of harassments in the seal sanctuary.

Here in Carpinteria we have been entrusted with the mere 1500 feet of sanctuary the harbor seals have called home year-round, delighting both visitors and residents. As is evident from my background, summarized below, I have spent years working to improve the health and wellbeing of our local harbor seals. I believe that my unique skill set will accelerate the laudable goal of returning the local rookery to a healthy state-enabling people to continue visiting this rare attraction.

The challenges in committee member selection:
-The City acknowledges the observed decline in the harbor seal population -The City recognizes the need for rapid and accurate data and seeks actionable recommendations within a year
-Seal pupping season is rapidly approaching
-Challenges to the seals' survival are mounting and include predation, disease, diminishing food supply in the changing climate, and increasing human interaction Why I believe I should be appointed to this committee
As a Seal Watch and CIMWI volunteer I know first-hand that the seals'welfare is jeopardized on a daily basis.

I believe that arriving at meaningful recommendations requires at least a few members such as myself who are experienced in mammalian physiology, in medicine, in behavior, and, specifically, in the population dynamics of harbor seals.

I bring a unique skill set to the challenges facing this committee. A detailed summary of my credentials is provided below. lt reveals that I have formal education in wildlife management, zoology, and a doctorate degree in veterinary medicine. I have trained in mammalian physiology, disease and behavior, and I have a demonstrable commitment to the well-being and stewardship of this sealcolony.
1 Education
ln my studies at Humboldt State University I earned a Bachelor of Science degree in Wildlife Management and a Bachelor of Arts in Zoology with a minor in Animal Behavior. This training has provided me with knowledge about animals in the wild which has allowed me to understand the survival skills required of the seals. lt has also taught me that the stress response impacting wild animals can cause perturbations in the reproductive cycle that can alter population numbers. My veterinary training has provided me with a keen eye for subtle as well as major health threats and the ability to assess potential causes.

Experience a nd Training
Scientific Research
I have several years of experience conducting research at UCLA and Cal Tech. This has allowed me to extract relevant data in the literature. With this data, and my study of harbor seals specifically, I foresee that the recently observed changes in harbor seal counts will soon be a major population decline if this trend continues.

SealWatch and Channel Islands Marine ond Wildlife lnstitute (ClMWl) Volunteer training and experience has facilitated my intimate knowledge of the life history of harbor seals. Serving as a docent has enhanced the public's understanding of harbor seals while greatly enriching my own appreciation of these fascinating animals. ln my work with CIMWI I have spent multiple days 10-20 feet from a marine mammal to asses its condition during which time I learned to correlate subtle changes in sensory perception and behavior unique to that species that are associated with injury or disease.

Leadership
Past president of the veterinory assaciotion of Puget Sound I have a track record of both forming and chairing committees serving my profession and the public with proven success. These committees, such as Continuing Education, Disaster Preparedness, and Animal Cruelty Education, required me to reach out to national experts effectively.

Communication skills
For four years I was a featured guest veterinarian on Northwest Cable News, making regular live appearances. The challenge of unscripted TV appearances prepared me to speak with the public. Experience has helped me develop diplomacy in dealing with conflicting concerns and wishes. Experiences a veterinarian, as a disaster preparedness committee chair, and as a volunteer have helped me develop diplomacy in what can be emotionally charged settings.

This diplomacy requires lifelong learning skills. Therefore, I feel poised to make real world recommendations that fit with the composition of this town, and that focus on balanced solutions.
2 Conclusion
I moved to Carpinteria 7 years ago with my husband because of its natural setting of which the seals are and intricate part. I go visit the overlook almost daily and I am exceptionally motivated to follow the data and offer cost-effective measures to secure equilibrium to this colony. I believe I can be instrumentalto this end because I have developed a workable plan since long before this committee was formed. Until now, I lacked the forum for meaningful discussion.

I believe we can implement means of accomplishing this goal in a cost effective and time sensitive manner.

Susan Mailheau
3 CITY OF CARPINTERIA

APPLICATION FOR APPOINTMENT

TO A CITY BOARD, COMMISSION OR

COMMITTEE
Please return to: City Clerk's Ollice
City of Carpinteria
5775 Carpinteria Avenue
Carpinteria, CA 93013 : :, .:,,i 1 ,,.: j i,":f i.",.

BOARD, COMMISSION OR COMMITTEE APPLIED FOR: $iii'r I $ ?$ti ti{l'il}?}s
APPLT.ANt, hadgine, Feterso:n
Name
Address
tll
I Email I
Busrness Address
Are you a resident of the City of Carpinteria?
EXPERIENCE/ BACKGROUND:

Phone Number(s)
\les
3 in'Biol S iyl \ne CS rnrCs +&.w[o
L
pv'nt'n t
()
Education
Present
{\ CL
Teuche,!" {" r
(Please any relevant past work expcricnce)
/rno.;9e\ ! rnodo-.U
Memberships in Organizations
Reasons why you believe you should be appointed (attach additional sheets if necessary):

Please list City Commission/Committee/Board (including dates) you are currently serving on or have served on:

I, the hereby certifu that aU the statements contained herein above, are true and correct to the best of my knowledge and belief. I understand that false statements in my application will disqualifo me from service on any Com mission/Committee/Board of the Cify of Carpinteria. If appointed, I understand I will be responsible for filing an annual Sfatement of Economic Interests and fulfilling ethics training, and failure to do so in a timely manner may be cause for termination of position. This application is a public document and is available for review.

THIS APPLICATION MUSTBE SIGNED IN INK
Q0) I
Ll
Rev.l2/'l/12
Given my background in research sciences combined with my current focus in education as a secondary school biology teacher, I believe that I would be a great addition to the Harbor Seal Advisory Committee. ln my years since leaving the research world, I have continued to seek opportunities to bolster my understanding of topics in environmental field research specifically pertaining to the shifting climate and subsequent biological responses of representative species in the plant and animal communities. As a local science educator, I have developed a course on Animal Behaviors, to further educate young people on the importance of learning about non-human species as it pertains to our communities as a whole. I would love the opportunity to play a role in the preservation and understanding of the Harbor Seals, both as a scientist and educator.

Ka/ €*n€* y's*eusoYQ ,|,lS

CITY OF CARPINTERIA

APPLICATION FOR APPOINTMENT

TO A CITY BOARD, COMMISSION OR

COMMITTEE
Please return to: City Clerk's Office
City of Carpinteria
5775 Carpinteria Avenue
Carpinteria, CA 9J013
BOARD, COMMISSION OR COMMTTTEE APPLIED FOR:

V
APPLICANT:

Address Email
Business Address Piioo" Number(s)
Arer you a resjdent of the City, o{'Carpinteria?
EXPERIEN CE/ BACKGROT]N I}:

Education
Occupation (Please dcscribe arry relevant past ri,ork'. expericrrce) ps il]
Reasons rvhv you believe you should be appointed (aflach additional sheets if' necessary):

Please list City Cr.rnrmission/CorrmitteelBoard (iuclu<ting dates) you are currently servirrg ori or have served orr:

I" that all the statements contained lrerein above, are true and correct to the best ol'm,u. knorvledge and belief, I understancl that false statements in my application rvill disqualify me fiorn service on any Comnrission/Comnittee/tload of thc City of Carpinteria. If appointed, f unrlersfand I rvill be responsitrle for filing an annual Statement of Economic Interests and fulfilling ethics training, and failure to do so in a timely manner may be cause for termination of position. 'l'his applicatiorr is a public docrnnent and is available foL revierv

I'HIS APPLICATION MUST BE SICNED IN
Ilev.lt/1/12
Date
To:

City of Carpinteria
Attn: City Clerk, Brian Barrett
Atnr: Roy Lee
5775 Carpinteria Avenue
Carpinleria, Califbmia 9301 3
From:

TeriKay Puiliam
I am applying for the position for Harbor Seai Advisory Committee.

Attached. is the application however L need more space to fill out a questrion.

Reason why you believe you sh.ould be appointed:

I am a very dedicated person to observe and protect sea life. I achieved my Bachelors of Science degree in Aquatic Biology at the University of California at Santa Barbara. During my studies, I was a volunteer with the trlarine Mammal Center in Santa Barbara and volunteer at the Harbor Seal Rookery in Carpinteria. Piease read letter of recommendation from Marjne Mammal Center.

Since then, I have been an Environmental Scientist with the Water Quality Control Board in Palm Desert, and a Chemist with Nusil Technology in Carpinteria. f)wing COVID have I been an active volunteer at my daughter's school, plus returning to be a part of tte Seal Wntch Program.

I would love to give back my community of Carpinteria arrd sea life p.notection again by being a part of the Harbor Seal Advisory Committee. Thank you for reviewing my application.

Respectfully
k4 fl',/*o; v(,* /t rt
lferi Kay Pulliam
.1
Santa Barbara Marine Mammal Center
389 North Hope Avenue
Santa Barbara, CA 931rc-1572
Phone: (805) 687 3255
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CITY OF CARPINTERIA

APPLICATION FOR APPOINTMENT

TO A CITY BOARD, COMMISSION OR
COMMITTEE ,. .:1,.i,.:::,.:, :;.,,:

Please return to: City Clerk's Officc
City of Carpinteria {ht?,\re i ,r 1}fX}1
5775 CarpinteriaAvenue ftSUU t ! d"v/'l
carpinteria' cA 93013
,.,
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BOARD, COMMISSION FOR:
tO
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APPLT.ANT, Mgchtelle S A^(
o
{Af-l
Narne
--------.-.-:<L'_* --+<- Enrail
Business Address {
Are you a resident of the City of Carpinteria?
EXPERIENCE/ BACKGROUND:

Phone Number(s)
YES
ohna fcsrr,o*3'c$
EducationRet-*d
Present Occupation (Please describe any relevant past work experience) a Memberships in Organizations
why you believe you should be appointed (attach additional sheets ifnecessaqy):

L
Reasons r
served on:
o^ci o o
ilo{rS
6 TJ L
dates jyo, *" cunently serving on or have
oJr W"9
(-.FI, the undersigned, hereby cetify that all the statements contained herein above, are true and correct to the best of my knowledge and belief. I understand that false statements in my application will disqualift me frorn service on any Commission/Committee/Board of the City of Carpinteria. If appointed, I understand I rvill be responsible for liling an annual Statement of Economic Interests and lullilling ethics training, and failure to do so in a timely manner may be cause for termination of position. This application is a public document and is available for review.

THIS APPLICATION MUST BE SIGNED IN INK 4
l2a"
2C-2t
Prev.l2l7/12
o
Date
BOARD, COMMISSION OR COMMITTEE APPLIED FOR:

APPLICANT:

Address
Business Address
Are you a resident of the City of Carpinteria?
EXPERIENCE/ BACKGROTIND :

CITY OF CARPINTERIA

APPLICATION FOR APPOINTMENT

TO A CITY BOARD, COMMTSSION OR

COMMITTEE
Please return to: City Clerk's Oltrce
City of Corpinteria
5775 Carpinterla Avenue
Carpinteriq CA 93013
Emif,- , ,J 4
_t
'+
PhondNumbe(s)
- bk- ?otthu,J Sc,tehLe - blo folr tlt UA -
Education i)ti'o.l'* fu'traLnq,Jrcat<-
Ftesent dcupatio" - (if"^. ao"rit ant' "1"u*t
p*t work experience) ( lo *rt
Memberships in ,nl vnm'l{e<-
Reasons why you believe you should be appointed (attach additional shests if necessary):

CU*t> Pcw^t
f<v \ar+rfl (ryd
tlav,i,ng
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tlotvu 1uA D#dt
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served on:
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o-i h n&Lll P
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I, the undersigned, hereby certi$ that all the statements contained herem above, are tue and correct to the best of my knowledge and belief. I understand that false statements in my application will disqualify me from service on any Commission/Committee/Board of the City of Carpinteria. If eppointed, I understand I will be responsible for filing rn annual Statement of Economic Interests and fulfilling ethlcs training and feilure to do so in a timely manner mey be cause for termination of position. This application is a public document and is available for review.

THIS APPLICATION MUST BE SIGNED IN INK AND
it
Rev. l2l7/12 Date
t0 a I

CITY OF CARPINTERIA

APPLICATION FOR APPOINTMENT
TO A CrrY BOARD, COMMISSTON OR

COMMITTEE
Please return to: City Clerk's Office
City of Carpinteria i!:::;it;!;/-. 1..,::', r V'{i|;r{:.* 5?75 Carpinteria Avenue
carpinteria, cA e3013 Fjii'f : !: :;iiii
BOARD, COMMISSION OR COMMITTEE APPLIED FOR:
,\rul lrl *+tt Co,,t,,/rTTc u
;il" Y !]F f &i{i'tf{T$iF&&
flou
APPLICANT: -T;Ar; Sfuor-r
Narne
Address Email
Business Address
Are you a resident of the City of Carpinteria? /h,u
EXPERIENCE/ BACKGROUND:

Phone Number(s)
( L
-t;E***
)mi tJ{'.^ [td*t/,\J/M
Fres?nt Occupation (Pleagdescribe any'rclevant'past l,fi:rk expetiorc+1 in Organizations
Reasons why you believe you should be appointed (attach additional sheets if necessary):

Please list City Commission/Committee/Board (including dates) you are currently serving on or have served on:

I, the undersigned, hereby certify that all the statements contained herein above, are true and correct to the best of my knowledge and belief. I understand that false statements in my application will disqualify me from service on any Commission/CommitteelBoard of the City of Carpinteria. If appointed, I understand I lvill be responsible for filing an annual Statement of Economic Interests and fultilling ethics trainingo and failure to do so in a timely manner may be cause for termination of position. This application is a public docume nt and is available for review.

THIS A?PLICATION MUST BE SIGNED IN INK AND DATEI)
Vt J6^/ rr/t/zott Rev.l2l7/12 Signature 7n{ti

CITY OF CARPINTERIA

APPLICATION FOR APPOINTMENT

TO A CITY BOARD, COMMISSION OR

COMMITTEE
Please return to: City Clerk's Office 'l
City of Carpinteria
5775 Carpinteria Avenu. Fjq-l'f ; !; ii#:i
Carpinteria, CA 93013
BOAR.D, COMMISSION OR COMMITTEE APPLIED FOR:
l)(l.c- 'iJ-. /{-'' n
t>
APPI,ICANT: VU
Name
Address Ernail
: . .i^
_ _t.
, , r _ _ - , *
*Btrsines&Address 'Phone Number(s)
Are you a resident of the City of Carpinteria?
EXPERIENCE/ BACKGROUND:
tron
i -.1i t li
Present (Please describe any relevant past work expe|iencc) g
I.
.,l) t
pit /c i re n''Ci' ]
a't !j
I
.!
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Memberships in Organizat;on:,j..

Reasons why you believe you should be appointed (attach additional sheets if necessary) i
t-'
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e
. -t' /
ta,!
Ji_ ).1 ,,-. i.i- 4,J
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PIease list City
scrvcd on:
oard (including dates) you are currently serving on or have d{,,iaufiru,\ <- l/'\
I, the undersigned, hereby certifu that all the statements contained herein abovc, are true and conect to the best of my knowledge and belief. I understand that false statements in n,y application rvill disqualify me from service on any Commission/Committee/Board of the City of Carpintcria. If appointed, I understand I will be responsible for filing an annual Statement of Economic Interests and fulfilling ethics trainingo and failure to do so in a timely manner may be cause for termination of position. This application is a public docur-nent and is available fol revierv.

THIS APPLICATION MUST BE SIGNED IN DATEI-)
r's.| 1,* u'' // ,
I
P.ev. 12/7/12 Signature Date
City of Carpinteria
Gourucu Aceruoa Srnrr Reponr
January 24,2022

ITEM FOR GOUNCIL CONSIDERATION
General Fiscal Outlook and General Fund Reserve Policy report related to the City's update of its Long-Term Financial Plan.

STAFF RECOMMENDATION

1. Receive and file the Fiscal Outlook report

2. Receive the General Fund Reserve Policy report and direct staff, based on the report, to prepare and return with an updated policy for City Council consideration Sample Motion:

I move to Receive and file the Fiscal Outlook and Reserve Policy reports and direct staff to prepare an updated General Fund Reserve Policy for Council consideration at a future meeting.

BACKG ROUND
The City's 2021Work Plan includes the preparation of a Long-Term Financial Plan that identifies critical areas that have, or are expected to have, an impact on the financial condition of the City over the next five years, and provides the City options for addressing the financial needs of critical projects, programs and services.

Specifically, the objective of this Work Plan item is to update the 2017-22 Long-Term Financial Plan, which has provided an effective framework for actions aiming to improve the City's financial condition and help it better meet service needs and expectations over time. Additionally, the Long-Term Financial Plan can be the context for local economic forecasting and supports the City's strategic planning work, City budget revenue, and expenditure projections.
ln the late stages and anticipated aftermath of the global pandemic, it is also timely to review and update the City's General Fund Reserve Policy. The review has been completed using the structured approach for assessing risk and establishing minimum reserve targets developed by the Government Finance Officers Association of the United States and Canada (GFOA).

General Fiscal Outlook and General Fund Reserve Policy Update.

January 24,2022
Page2
ln August 2021, the City signed an agreement with William C. Statler, to prepare the 2022-27 Long-Term Financial Plan and review General Fund Reserve Policy. On January 11, the City Council Finance Committee (Carty, Clark) received a presentation on the consultant's reports.

The purpose of this agenda matter is for the City Council to receive the consultant's initial reports, i.e., General Fiscal Outlook and General Fund Reserve Policy, as the precursor to the draft Long-Term Financial Plan that is scheduled to be presented in February 2022.

DISCUSSION
The presentation of the General Fiscal Outlook is a part of the preparation of a LongTerm Financial Plan. Based on the current Long-Term Financial Plan and work completed in recent years through the City's budgeting and capital project planning processes, it is expected that the Long-Term Financial Plan will identify a gap between revenues and costs associated with meeting long-term capital maintenance, capital project and other critical service needs of the community. The Long-Term Financial Plan will provide analysis of this gap and options for addressing it.

The presentation of the General Fund Reserve Policy report will provide a review of City's current Policy and make recommendations for change as appropriate.

POLICY CONSISTENCY
This item is consistent with the City's Mission Statement for making judicious use of limited resources and supports the ability of the City to effectively implement a variety of important policies, including but not limited to those of the General Plan/Local Coastal Plan.

FINANCIAL AND RISK MANAGEMENT CONSIDERATIONS
The Long-Term Financial Plan provides a tool for the City Council to use in setting priorities and developing responses to meeting community project, program and service needs in the context of revenue and expenditure trends.

The General Fund Reserve Policy review is likely to result in recommendation to update/amend the reserve policy.

LEGAL
None.

G:\Licette\STAFF\Fiscal Outlook and General Reserve Policy CM .docx A. Ge
B. Ge
General Fiscal Outlook and General Fund Reserve Policy Update January 24,2022

OPTIONS

1. Receive and file the subject reports and direct preparation of an updated General Fund Reserve Policy (staff recommendation)

2. Request additional information and/or modifications to the Report(s).

PRINCIPAL PARTIES EXPECTED AT MEETING
William Statler, Consultant (Fiscal Policy, Financial Planning, Analysis, Training, Organizational Review)

ATTACHMENTS
neral Fiscal Outlook, 2022-27
neral Fund Reserve Policy Report
Staff contact: Licette Maldonado,
Administrative Services Director
(805) 7 55-4448, I icettem @ci. carp i nteria. ca. us
Signature
Reviewed by: Dave Durflinger, City Manager
(805) 7 55-4400, [email protected]. us S
G:\Licette\STAFF\Fiscal Outlook and General Reserve Policy CM .docx Attachment A
General Fiscal Outlook : 2022-27
Attachment A
General Fiscal Outlook . 2022-27

City of Carpinteria
General Fiscal Outlook: 2022-27
January 2022
124 Ceno Romauldo Avonue
San Luls Oblspo, CA 93405
805.544.5838 I Csll: 805.459.6326
bstatlor@pacbsll,net
www.bstatler,com
General Fiscal Outlook: 2022-27

TABLE OF GONTENTS

OVERVIEW

BACKGROTIND

KEY DRIVERS
General Economic Trends and Outlook
State Budget Situation
Current Financial Condition
Key Revenues Trends
Operating Cost Drivers
Sheriff Contract Costs
CaIPERS Pension Costs
General Fund Subsidies
Population Growth and Development
Capital Improvement Plan

SUMMARY
I
2 3
J
8 9
9 l1
ll
l2
15 t6
16 t7
General Fiscal Outlook
while addressing long-term liabilities
and achieving capital improvement plan
(CIP) goals; and if the forecast projects
a negative gap between revenues and
expenditures, to identify realistic
options for the City's consideration in
closing the gap.

The purpose of this "General Fiscal
Outlook" is to preface the forecast with
an outline of the key factors that are
likely to affect the City's fiscal future,
which will ultimately translate into key
assumptions that drive forecast results.

These include the following eight
factors that are likely to shape the City's
fiscal outlook over the next five years:
. General economic trends and
outlook, including Covid-19
recovery
r State budget situation
o Current financial condition
. Key revenues trends
. Operating cost drivers, including
unfunded liabilities for pensions
. General Fund subsidies
o Population growth and development
e Capital improvement plan

OVERVIEW
On February 28,2022, the City will receive a long-term fiscal forecast and financial plan that assesses the General Fund's ability over the next five years - on an ooorder of magnitude"
basis - to continue current services in the aftermath of the (still continuing) global pandemic Updating the Five-Year Financial Plan
The City last prepared a five-year longterm
financial plan in May 2Q17 for the period 2017-

22. Since then, the City has implemented two key
Plan recommendations: establishment of a
Pension Stabilization Fund in mitigating pension
costs; and voter approval ofa new general
purpose revenue source: 1.25o/o local option
sales tax (Measure X).

Accordingly, given the five years since the last
Plan was prepared, it is timely to update the Plan
as well as address new and continuing
challenges, including:
o Continued increases in CaIPERS pension
costs, including impacts from reducing the
discount (investment yield) assumption from

7.0% to 6.8%, which was "triggered" in
accordance with its rate stabilization plan
resulting from a significant investment yield of

21.3Yo in 2020-21 compared with actuarial
assumptions.
. Health insurance costs for active and retired
employees.
o New allocation model for Sherriff contract
costs and its potential for significant cost
increases.
. Library services operating and capital costs.
o CIP projects.
. Other initiatives inthe 2021 Annual Work
Program and 2021 -22 Budget.

Other revenue and expenditure issues
that might surface during preparation of
the Plan include the fiscal impact of non-residential new development, user fee cost study and compensation plan update.

The Short Story
While the City has not been immune from adverse economic forces resulting from the global pandemic, it has been more successful than many other communities in California in weathering these fiscal storms. The City has adopted balanced budgets and maintained strong General Fund reserves at policy levels. It currently has no General Fund deb! and compared with many California cities, modest pension and retiree health obligations.

General Fiscal Outlook
The City has also adopted - and followed - prudent fiscal policies addressing issues such as reserves, user fee cost recovery, investments, use of generally accepted accounting principles (GAAP) in preparing financial statements and budgets, inventories and fixed assets. The City routinely receives 'oclean" audit opinions; and has received the prestigious Awardfor Excellence in Financial Reporting from the Govemment Finance Officers Association of the United States and Canada (GFOA) as well as the Awardfor Operating Budget Excellence from the California Society of Municipal Finance Officers (CSMFO).

However, the City is likely to face significant fiscal challenges over the next five years, especially in achieving CIP and major maintenance goals. For example, while transportation maintenance and improvement needs have been partially addressed through special revenue funds such as Gas Tax, Measure A and Local Transportation Funds, limited General Fund revenues have been allocated for facility and infrastructure capital improvements and major maintenance over the past five years. That said, voter approval of Measure X - l.25YoIocal option sales tax - in November 2018 has significantly improved the City's ability to fund CIP projects.

The City is currently in the process of updating its five-year CIP, and it is likely that the Draft will be available for preparation of the long-term financial plan. Accordingly, it will be a significant factor in assessing the City's fiscal future.

BACKGROUND
Like virtually all other local governments in California, the City has been faced with major fiscal challenges over the past two years in the wake of Covid-l9, which continues to impact recovery throughout the nation.

Making good resource decisions in the short term as part of the budget process requires taking into account their impact on the City's fiscal condition down the road. Developing good solutions requires knowing the size of the problem the City is trying to solve: in short, the City cannot fix a problem it hasn't defined. And in this economic and fiscal environment, looking only one year ahead has the strong potential to misstate the size and nature of the fiscal challenges ahead of the City, especially when considering CIP goals and long-term liabilities such as pension obligations.

For those local agencies that have prepared longer-term forecasts and follow-on financial plans, this did not magically make their fiscal problems disappear: they still had tough decisions to make. Howevet, it allowed them to better assess their longer-term outlook; more closely define the size and duration of the fiscal challenges facing them; and then make better decisions accordingly for both the short and long run. This will be true for the City as well.

It is important to stress that the forecast is not the budget.

Budgets are based on program review, priorities and affordability, whereas the upcoming forecast and financial plan are based on assumptions. Accordingly, it doesn't make expenditure decisions; it doesn't make revenue decisions. As noted above, its sole purpose is to provide an'oorder of magnitude" feel for the General Fund's ability to continue current service levels and achieve CIP goals.
,'
General Fiscal Outlook
Can the City Afford New lnitiatives?
This is a basic question of priorities, not
of financial capacity. But the forecast
will help assess how difficult answering
this question will be.

Ultimately, the forecast cannot answer the
question: "Can the City afford new
initiatives and achieve CIP goals?" This is a
basic question of priorities, not of financial
capacity per se. However, making trade-offs
is what the budget process is all about:
determining the highest priority uses of the
City's limited resources. And by identifying and analyzing key factors affecting the City's long-term fiscal heath, the forecast can help assess how difficult making these priority decisions will be. Stated simply, the forecast is not the budget. Rather, it sets forth the challenges ahead of the City in taking the actions needed to adopt a balanced budget - next year and beyond, while meeting community needs for essential dayto-day services as well as facility and infrastructure maintenance and improvements.

O GENERAL ECONOMIC TRENDS AND OUTLOOK
The dominant economic factor over the past two years has been the continuing impact of the global pandemic from Covid-19, and its Delta and Omicron variants. Stated simply, the City's revenue outlook will not significantly improve until the economy improves; and the economy won't begin to experience sustained improvement until the public health crisis is over.

So, when is that? The following chart tells the changing Covid-19 story, showing trends in average daily Covid-l9 cases since March 2020 for Santa Barbara County (trends for the County and State track closely together).

Table 1. Average Daily Cases: Santa Barbara County and State March I 2020 to Janu 2022
httos://covid I 9.ca.eov/stats-dashboard/#location-santa barbara -3-
ks
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-
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General Fiscal Outlook
This chart shows wide swings in peaks and valleys, with continued improvements followed by five surges, with the highest cases in Winter 2020-21and the second largest most recently in December 2021.

Several recent forecasts project that cases will begin to sharply level-off in mid-to-late January 2022, with the World Health Organization Director-General projecting that the pandemic could end in2022, but only if "we do it together ... while no country is out of the woods, we have many new tools to prevent and treat Covid -19." That said, even as experts project the possibility of a lessening of Covid-19 cases and their severity, many still believe the most likely outcome is a lessening to an "epidemic" rather than pandemic, with chronic, seasonal outbreaks like the Flu.

The Short Story. Given past surges, cautious optimism is warranted about the possibility that the pandemic crisis may soon be over.

Great Recession vs Covid-l9
Prior to Covid-19, our most recent experience with an economic downturn was the Great Recession in2008-12. However, the causes and impact are vastly different:

Great Recession Covid-19
Economic meltdown/fi nancial system
failure due to housing bubble and subprime
mortgages.

Slow recovery (nine years to full recovery).

Systemic problem.
a
. Strong underlying economy.
r Public health crisis causes downtum.
o When public health recovers, economy will
recover (but already see strengthening).
e One-time problem.

For this reason, virfually all economists believe that the economy will recover strongly and quickly once the public health crisis is over. (Of course, when this will happen is difficult to predict.) Christopher Thornberg with Beacon Economics sums up this view: "The Covid pandemic is a tragic natural disaster, yet history shows that natural disasters have little longrun economic impact. The'V'was the only logical outcome." The forecast will reflect this consensus but will nonetheless be cautious in projecting revenues.

Where We've Been. The shut-down of the economy in the public health response to Covidl9 was immediate and severe, especially impacting employment and the visitor industry However, even with continued peaks and valleys in cases (and related hospitalization and deaths), the economy has seen significant improvements over the past two years. -4-
General Fiscal Outlook
Table 2 shows an immediate increase
in the U.S. unemployment rate
following the Covid-19 outbreak. At
its peak (14.8% in April 2020),it
exceeded the impact of the Great
Recession (10,0% in October 2009).

Since then, it has declinedto 4.zyoby
November 2021.

In short, while the increase in
unemplo5rment was steep, so was its
decline.

While the Califomia unemployment
rate in November 2021 rs higher than
the nation, its rise and fall tells a
similar story.

At its peak (16.0% in April 2020),it
also exceeded the impact of the Great
Recession (12.6% in January through
March 2010). Since then, it has
declined to 6.90/o by November 2021.

Trends in U.S. retail sales tell a
similar story: the sharp drop in retail
sales beginning in February 2020 is
deeper than the Great Recession; but
its recovery is also faster.

Retail sales in November 2021 areup
by t8% compared with November
2020.

Table 2. U.S. Un Rate
Source: U.S. Bureau of Labor Statistics
Table 3. California Unem Rate
Source: U.S. Bureau of Labor Statistics
Table 4. U.S. Retail Sales
rtlno
IDIoO
.tlo0
I}TOO
1tI00
0 th xl'r lt trl. rlr ct' Lr- rF *| trl. xF *F trr hF cs. lfr Ifl los rna ud lllt uac rtto rtu rofl uta urt Dl' tlc rtlt rED 8E Source: U.S. Census Bureau
1a
t6
5 h& Fa2G *201 aF@tl )1?'ta Js2olt
G
rFlmO
1illl
lil
1tt
tt
t
I
5t Fart rrl0 at r01t |t'!1.
rFlll rt6,G
-5-
General Fiscal Outlook
t6,m
il.m
n.m
n,m
20,m
16,oo
u,@
n.N 2017 il19 iln 20:lt
As shown in Table 5, the Dow Jones
Industrial Average lost about 25o/o of
its value, falling from 30,878 in
December 2019 to 23,604 in March
2020.

Table 5. Dow Jones Industrial
a
a
a
Since then, it has recovered to
historic highs of 36,338 in December
2021. However, note its fluctuations
in August and December 2021in
response to the emergence of the
Delta and Omicron variants.

Source: www.macrotrends. net
Where We Are Today. Even with the pandemic uncertainties (and those still ahead), the economy is a good shape today by most measures:

Nationally, the unemployment rate is 4.2Yo compared with its pandemic peak of 14.8%.

In California, the unemployment rate is 6.9yo, down from its pandemic peak of l6.0Yo.

Retail sales have recovered sharply. For example, retail sales in November 2021 are up by 18% compared with November 2020.

The stock market has rebounded strongly, with the Dow Jones Industrial Average increasing from its pandemic low in March 2019 (23,600) to historic highs in excess of 36,000 in December 2021. And at over 4,700 the S&P 500 index is also at historically high levels.
o Interest rates continue to be low by historic standards.

Where We're Headed. I won't pretend to have a better crystal ball or secret sauce than anyone else when it comes to predicting the direction of the national or state economy, especially given Covid-19 uncertainties and its impact on the recovery. That said, most economists foresee continued strengthening of the economy. In fact, Beacon Economics projects that the "economy will remain heated for the next few years: a new roaring 20's." Other real U.S. Gross Domestic Product (GDP) forecasts include the following annual growth rates.
a
Forecast Source 2021 2022 2023
Conference Board
UCLA Anderson Forecast
Goldman Sachs
S&P Global
Economy.com
s.7%
s.6%
s.6%

5.7%

5.8%

3.8%

4.t%

4.0%

4.1%
43%

3.0%

3.1%

2.2%

2.5%

2.3%
etter
6-
California Economic Forecast, November 2021 N
General Fiscal Outlook
However, there is consensus that
inflation is a dark cloud on the
horizon. As reflected in Table 6,
the last ten years have been
marked by modest inflation
through fiscal year 2021,
averaging about 2o/o annually
(with 2021 less than 1%).

However, as reflected in Table 7,
the last twelve months tell a
different story. While inflation
rose by only lo/o in the first four
months from the same months
last year, it began rising by
almost 4Yo inApril; and
compared with the same month
last year, by 6.0% in November.

Short-Term Blip or Continuing
Trend? Many economists believe
that this rise in prices will be
short-lived phenomenon of a
surge in demand exacerbated by
supply chain bottlenecks. This
leads economists like U.S.

Treasury Secretary Janet Yellen
and Federal Reserve Chair and
Federal Reserve Chair Jerome
Powell to project that inflation
will begin to ease inmid-2022.

A reflected in Table 8, the State
Legislative Analyst's Office
(LAO) also projects that inflation
will begin to abate in2022,
leveling to about 3% in2023.

On the other hand, there are
highly respected economists who
believe that there are systemic
reasons for continued higher
inflation resulting from increased
federal government deficit
spending and labor shortages
putting pressure on higher wages
and resulting higher costs.

Source: U.S. Bureau of Labor Statistics
Table 7. Southern Galifornia Last 12 Months
Source: U.S. Bureau of Labor Statistics
Table 8. LAO lnflation ections
Source: California Fiscal Outlook, November 2021, LAO
T
-7 -
% Change in Southern California CPI-U
Laet Ten Fiscal Years
5%
4%
3%
2%
1%
0%
-1o/o
2012 2013 zJ14 2015 2016 2017 2018 2019 ?x).20 2021
% Change in Southern California CPI-U
Last 12 Months

0.0% 1.0% 2.0% 3.0% 4.o% 5.0% 6.0% 7.o%
JuneE
July
August
September
October
November
December I
January I
February I
April
May
lnflation Elevated Receftly
Annual Growth in Californh Consumer Price lndex
ar @ cF a4 q aB € a4 q @ cGa4 ar @ as Q1 ar @ @@ l-J
20t9 2@o Anel 2o.i22 2&B
7t6
6 6
4 3
2 I
The ck'tt€d line slffi tr itreasL
The $raEhd ffiEfsb he mcl
lilely ErEe of F*He flbms.

General Fiscal Outlook
At the end of the day, the City's top three General Fund revenues - property tax, sales tax and transient occupancy tax (TOT), which account for about 75Yo of total revenues, are driven by the performance of the local economy - which in turn is driven by the interrelated performance of regional, state and national economies.

A STATE BUDGET SITUATION
Over the past thirty years, the greatest fiscal threat to cities in California has not been economic downturns, dotcom meltdowns or corporate scandals, but rather, State takeaways.

These included 20o/o reductions in property tax revenues in transferring revenues to schools via the Education Revenue Augmentation Fund (which the State used to reduce its funding to schools by a corresponding amount); property tax administration fees; unfunded State mandates; and more recently dissolution of redevelopment agencies. These takeaways were on top of the fiscal challenges facing cities in light of revenue declines and cost pressures.

Fortunately, despite Covid-19 impacts.
the State continues to be its best
financial condition in many years, with
the LAO projecting 2022-23 ending
State General Fund balance at$31.2
billion (Table 9).

As shown in Table 10, this has been
driven by a rapid rise in the State's three
major revenue sources, which are rising
$10 billion ahead of budget estimates:
income, sales and corporate taxes. This
has been driven by four factors:
o Income taxes from capital gains
(stock prices have doubled from their
pandemic low last Spring)
o While lower-income workers were
impacted by the pandemic, higher
income workers were not;
accordingly, because of the State's
progressive income tax structure,
revenues remained strong
r Retail sales posted double-digit
growth in202l-22.
r Corporate income is at historic highs.

Accordingly, there are no further
takeaways on the horizon, but neither
are there any suggested restorations of
past takeaways. That said, the next five
years is a long time for the State to leave
cities alone.

Table 9. State General Fund Balance
Source: California Fiscal Outlook, November 2021, LAO
Table 10. State Gollections from 3 Revenues
Source: California Fiscal Outlook, November 2021, LAO
General Fund Gondtion Under Fiscal Oudook
{n Mllllons)
SFEU Bahnce l*0,064 $ao,@o l$t,2t|(}
F€s€ rv€s
BsA balfloe $11,967 S16.g25 $m,917
SdetyNet Re€enie 9@ 90O 9@ TotalResen€s $l2,8sr $17:126 $21917 SFEU = Epedd Rrcl lb. E61mic UEsltli€s ad BSA = &€et SEbliata ,@mt

3.175
Prior]real lu6 bdalce
Rovffues ard trtrstaB
Experdfru€s
Ending lund bahrDe
Encwnbrarc6
$6.666
194767
1 67,0S4

32.24 3175
$32.229
197844
200,979

29.195
$29,196
62,288
197,069
uAu
Rapid Rise in Revenue Collections h Recent ltibnths
Bofling 12-lvbrith Total CotbctiorB Frcm lrEome, Sabs, and eorporatbn Ta)€6 rss{F or.(J2 (Bo4 6s gr€8 @.{0 lt.{2 l3-{4 l$16 t7-16 19d' d.e {n Blllbn$
qrnng fiE lz.motl pElcd Edng in
erb€i Bt in at led lar ctsartss.
aa il m'rl nb ol 30 Fmt,
Wmbs2@l,ia
$a@
160
120
80 4
-8-
General Fiscal Outlook

O CURRE,NT FINANCIAL CONDITION
The City has established clear
and prudent General Fund
reserve policies, summarized as
follows:
o Financial and economic
uncertainty reserve equal to
a minimum of 40o/o of
annual General Fund
expenses.
o General reserve of
$1,000,000.
. Major asset replacement
and repair reserve of $ I
million.

Top Revenues. As shown in
Table 12, three revenues
account for about 75o/o of
General Fund revenues and
sources (excluding Measure X
revenues, which are projected
at $3.2 million for 2021-22).
o Property Tax: $4.4 million
(38%)
o TOT: $2.3 million (20%)
o Sales Tax: $1.9 million
(17%)
Table 11. Unrestricted General Fund Balance
Unrosfrlcted Genoral Fund tsalance: Last Ten Years
$10,000.0@
$8,000,000
$6,000,m0
$4,000,m0
$2,000,000
$0
2012 2013 2014 2015 2016 2017 2018 2015 2s20 2A1
Fiscal Yoar Endlng
12l.

As shown in Table 11, the City has a long track record of maintaining General Fund reserves above policy minimums.

Based on interim financial results for 2020-21, unrestricted General Fund reserves at the end of the year are categorized as follows:
@ KEY REVENUE TRENDS
9 Financial and economic uncertainty
C apital asset replacerrrent
Special projects
Unassimed
4,052,200
51 1,600
1,193,600

2.35t.200
TotalUnrestricted Fund Balance:June 30, 202I $8,108,600 Unrestricted General Fund Balance: June 30,2021 Amount
Charges
4%
I PropedyTax
38%
2021-22 General Fund Revenues
$11.6 Mllllon
lE Olher
Revenues
1Yn
B Permit and
Service
B Franchis€
Fees
6%
tr From Other
Govemments
'14%
E Sales Tax
17%
o Transient
Occupancy
Tax
20%
General Fiscal Outlook
Property Tax Revenues. The
State controls the allocation of
general purpose property taxes
between cities, counties,
schools and special districts.

Accordingly, the best metric
for understanding the
underlying economic basis for
property tax revenues is
assessed valuation. As
reflected in Table 13, this has
been a very stable source of
income for the City, with an
average annual growth rate of

4.5%o over the last ten years;
and 5.3Yo in2020-21.

TOT Revenues. Table 14
shows 10-year trends for
transient occupancy tax room
sales, which includes hotels
and short-term vacation
rentals. (Note: The tax rate
increased from 10% to l2%o in
2012-13, and thus room sales
are the best economic
measure). Room sales were
relatively stable from 2014-15
to 2017-I8, with an increase of
7Yo in2018-19. However, this
is followed by a sharp decline
in 2019 -20 from Covid- 1 9
impacts, with recovery
beginning in2020-21.

Sales Tax Revenues.

Excluding Measure X
revenues (which only began to
be received in 2018-19), the
last ten years show mixed
results in this revenue source,
with growth from20l2-13
through 2015-16, but modest
declines of the next four years
thereafter. However, sales tax
revenues appear to have
recovered in 2020-21, gtowing
by 5.9%.

Table 13. Assessed Valuation
Assessed Valuaton: Last Ten Years
$2,750,0O0
$2,5m,000
$2,250,000
$2,000,000
,750,000
,s00,000
$1,250,000
$1,000,@0
2412 2013 2014 2015 2016 2017 2018 2015 2020 2m1
Fiscal Year Ending
Table 14. TOT Room Sales
Transient Occupancy Room Sales: Last Ten Years
2012 2013 2014 2015 2016 2017 20't8 2015 2920 2021
Fiscal Year Ending

15. Sales Tax Revenues
$1
$1
6 Ea
J
F"e
E
o
E
c
3 o
I
o
F
$24,000
$22,000
$20,000
$18,000
$16,000
$14,000
$12,000
$10,d)0
$8,000
$2,200,000
$2,000,m0
91,800,000
$1,600,000
$1,400,000
$1,200,000
$1,000,000
Sales Tax Revenues: Lagt TenYears
2012 2013 2014 2015 2016 20.t7 2018 2019 2020 2021
Fiscal Year Ending
- l0-
General Fiscal Outlook

O OPERATING COST DRIVERS
There are two operating cost drivers that are likely to affect the City's fiscal outlook over the next five years:
. Sheriffcontractcosts
e CaIPERS pension costs
Sheriff Contract Costs Table 16. General Fund itures and Uses As shown in Table 16,
Sheriff contract costs with
the County of Santa
Barbaru are the second
largest General Fund
expenditure (excluding
Measure X), projected at
$4.1 million in the 2021-22
Budget and accounting for
360/o of General Fund
expenditures and uses.

Table 17 shows Sheriff
contract costs for the last
ten years, which have been
funded by a combination of
General Fund and Measure
X sources beginning in
20 I 9 -20. Cost increases
through 2018-19 have been
relatively modest.

However, while mitigated
with Measure X funds,
there was a significant
increase in 2019 -20 (8.7 %).

It should be noted that the
current five-year contract
with the County is ending
and subject to negotiation,
with a new allocation
model under consideration
2021 -22 General Fund Expenditures
$11.2 Million
tr other Costs
o 9o/o Other
Contracts
2%
l! Professional
Services
15%
r Staffing
38%
n Sheriff
Contract
360/"
Table 17. Sheriff Gontract Costs
$4,500,000
$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,s00,000
$1,000,000
$500,000
$0
Shedff Contact Costs: Last TenYears
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
I Measure X fGenerd Fund
Fiscal Year Ending
CaIPERS Pension Costs
The City currently provides defined pension benefits to its regular employees through its contract with the California Public Employees Retirement System (CaIPERS). Because the - 1l -
General Fiscal Outlook
City has under 100 non-safety employees covered by its contract with CaIPERS, it is pooled with other local agencies with under 100 non-safety employees that offer similar benefits.

The City has a two-tier retirement plan resulting from the Public Employees' Pension Reform Act of 2013 (PEPRA).
5'New" (PEPRA) Employeesz 2oh at 62. Under PEPRA, "new" system employees hired on January 1,2013 or after are provided with the"2Yo at 62" plan. This means that retirees will receive 2Yo of their eligible compensation for each year worked if they retire at age 62. For example, an employee working for 30 years and retiring at 62 would receive 60% of their eligible compensation (in this case, the average earnings or their three highest years, excluding any overtime pay)
a
o 'oClassic" Employeesz 2o/o at 55. Employees in the system before January 1,2013 (which CaIPERS calls "classic" employees) are provided with the *2Yo at 55" plan: they receive 2oh of their eligible compensation for each year worked if they retire at age 55.

Classic employees include those who worked for the City before January l,2013.It also includes new employees with the City who established CaIPERS membership with another agency before January | , 2013, with a break in service of six months or less.

About CaIPERS. While cities, counties, and special districts are free to create their own retirement systems, 460 of California's 482 cities are members of CaIPERS. Dating back eighty-five years, CaIPERS is now the largest pension fund in the United States, providing services to about 2,900 state, city, county and special districts, with over 1.8 million members and managing $500 billion in assets.

Funding Pension Benefits. There are many actuarial factors that determine contribution rates, including inflation and life expectancy assumptions However, the assumption for
the "discount rate" - the
projected long-term yield on
investments - is one of the
most important. For example,
only about one-third of
CaIPERS retirement benefits
are funded by employee and
employer contributions: the
other two-thirds are funded
from investment yields.

As of January 1,2022,
CaIPERS current discount rate
is 6.8%. Even small changes
in this rate - up or down - can
signifi cantly affect funding.

Table 18 lnvestment Yields
CaIPERS InvestmentYields: Last 15 Fiscal Years
IYNNNNNNPNNNNNNN coooooooo6OOi5iao OOOFFPFFFFFFFNp {oootsNeD(rin!i!iDi5 Sources : https://www.calpers.ca. gov/paqe/newsroom/calnersnews/2021lcalpers-strong-preliminary-fiscal-year-investmenGreturn-triggerdiscount-rate-reduction https://www.calpers.ca.gov/docs/forms-publications/facts-investment-oensionfunding.pdf )5.{h

20.eA

15.096
I O.Cr96

5.0%

0.0%
,5.096
-lo.o%
,15.0%

20.0%
,25.0%
,lo.o%
-12-
ltl-ll.lr,,l 'l
General Fiscal Outlook
By comparison, CaIPERS net yield on returns has averaged 10.3% for the last five years;

8.5% for the last 10 years; 6.9Yo for the last 20 years; and 8.4%o over the past 30 years. As reflected in Table 18, these highly variable results are due to significant swings in investment eafningS ffom yeaf-to-yeaI. (Source: httpsJ/www.calpers.ca.qov/paqe/newsroom/calpers-news/2021lcaloers-stronooreliminary-fiscal-year-investment-return-triqger-discount-rate-reduction) Member and City Contributions. Along with investment earnings, CaIPERS pension benefits are funded by contributions from both employees and employers.

The employer share has two components:
o Normal cost: The rate needed to meet current actuarial obligations. o Unfunded actuarial liability (UAL): Funding needed to amortize any outstanding unfunded liabilities (typically over 30 years). Ifthere are adverse actuarial results, such as lower investment yields or changes in actuarial assumptions, this will be reflected in the UAL payment.

Recent Change in Investment Assumptiozs. CaIPERS recently reduced its yield assumption ftom 7 .0o/o to 6.8Yo, effective January l, 2022. This was triggered by the risk mitigation policy adopted by CaIPERS in 2015 and revised in2017), which called for reductions in the yield assumptions as follows:

Excess lnvestment
Return
Reduction in
Discount Rate
Reduction in
Expected lnvestment
Return
lf the actual rn ves{rrenf
returns exeed the
discounl rafe bv.

Then the dismunl rafe
wilt be reduced by:

And fhe expecfec/
inues{rrenf refurn wri/ be
reduced bv:

2.00% 0.0596 0.05%

7.00% 0.1 096 0.1096

10.00% 0.1596 0.15%

13.00% 0.20% 0.20%

17.00% 0.25% 0.25%
Source: CaIPERS Statement of Policy for Funding Risk Mitigation, Version 2, Fefiuary 14,20'17 Compared with the prior assumption of 7 .\yo, the return in 2020-21 of 2l 3% exceeded the yield assumption by I43% (between l3o/o and lToA), and accordingly, was reduced by 0,20% under this policy.

On one hand, it seems counter-intuitive that the yield assumption should drop when returns are strong. However, the long-term "strategic objective of the Policy is to reduce the volatility of investment returns, thereby increasing the long-term sustainability of CaIPERS pension benefits for members" and contributions by employers. This policy is intended to do so by reducing the yield assumptions when returns are strong and the impact is lessened.

Based on initial models provided by CaIPERS, this reduction in yield assumption appears to have a moderate (and perhaps beneficial) impact on employer contributions rates: while future yield assumptions are reduced, this appears to be offset by more fully funded liabilities due to the strong yield in 2020-21(in short, the liability amortization base is smaller). -13-
General Fiscal Outlook
CaIPERS Employer Contribution Rates. Over the past five years, CaIPERS has phased-in increases in both the normal and UAL employer contribution rates due to actual assumption changes. As reflected in Tables l5 and 16, normal cost rates have stabilized but UAL payments continue to rise.

Table l9 shows actual
contribution rates for the
past ten years (in blue) for
the City's "classic"
employees along with
projected rates for next five
years (in red). As discussed
above, it shows how normal
rates have stabilized.
(Note: Trends are provided
for "classic" versus "new"
(PEPRA) employees for
"normal and UAL costs,
since they are a much larger
group and better reflect cost
trends. However, over time,
PEPRA employees will be a
larger share of the City's
employees, and accordingly,
overall costs will come
down.)
On the other hand, Table 20
shows how UAL costs for
"classic" employees have
risen significantly, with
continued cost increases
though 2024-25, where they
begin to stabilize (last ten
years in blue and projected
costs for the next five years
in red).

Table 19. PERS "Normal" Contribution Rates
Source , PERS Miscellaneous Plan of the City of Carpinteria, Annual Valuation Report as of June 30, 2020; City of Carpinteria Table 20. GaIPERS Gosts
Source: July 2021 CaIPERS Miscellaneous Plan of the City of Carpinteria, Annual Valuation Report as of June 30, 2020; City of Carpinteria Ca|PERS "Classic" Normal Rates
llhitilnun
t6.00%

14.0VVo

12.OWn

10.00./6

8.00%

6.00%

4.O0t/o

2.O0%

0.00%
NNNNNNNNNNNt\,NNl\' oooooooo.5o66a566 l4Jr4rlrNNNNNtulv t?i9?ttoP?*ts9r9F JJ4I'4'NNNti)NNNN .,) 5 (n ol { O tO o .r N (.) 5 arn it .{ r',rillillllll
700,000
600,000
500,000
lm0,000
300,000
200,000
{00,000
!l !J llt !J N t9 r\' l\, N N N N N N N coocooo(roooooct6 4JIIA'IINNNNNNN \) (.) | (rr qr :{ co € o r N aj 5| (Jlr o 5 gJ 5 i i .:. .!. i *, S dr i, i'r i, *r i, 5 (,r qr { co (o o I N (, s 9r o -t Ca|PERS "Classic" UAL Costs
-14-
General Fiscal Outlook
Law Enforcement SidePool. The City disbanded its
own Police Department and
began contracting for law
enforcement services from
the County in 1992.

At that time, CaIPERS
established a separate pool
to account for the unfunded
liabilities remaining for the
previous safety employees.

As shown in Table 21, costs
for this pool have increased
significantly over the past
ten years (in blue); and are
projected to continue rising
until 2024-25, when they
stabilize.

Table 21. Law Enforcement Side Pool UAL Gosts
Source: July 2021 CaIPERS Safety Plan of the City of Carpinteria, Annual Valuation Report as of June 30, 2020: City of Carpinteria @ GENERAL FUND SUBSIDIES
As summarized below for 2021-22, the General Fund and Measure X provide significant operating subsidies to three funds:

These subsidies are largely due to structural imbalances between revenues - which in the case of assessments are fixed - and increased costs due to aging infrastructure and deferred maintenance.

CaIPERS Legacy Safety UAL Gosts
,rriltllllll
400,000
350,000
300,000
250,000
200,000
150,000
100,000
50,000
NNNNNNNNNN]9NNl\'N eoooooooooooooo J J A A f I J N N N N N N N N O' 5 gt o) \l @ @ O r N O, 5 gt o)

JJJAAJANNNNNNNN
Qs(,ro)\l @@oN(,)S(Io){
Fund General Fund Measure X Total
Park Maintenance
ROW Assessrnent
Recreation Services
98,750
51,300
356,505
80,000
30,000
50,000
178,750
81,300
406,505
Total $506,555 $160,000 $666,555
2021-22 General Fund/Measure X Subsidies
-15-
General Fiscal Outlook
The 2021-22 Budget notes that
subsidies for the Park Maintenance and
Right of Way Assessment Funds have
been relatively stable for a number of
years. However, the subsidy for the
Recreation Services Fund
has been increasing for many years and
reflects significant growth over recent
prior years due in part to reduced
program income resulting from the
COVID- 19 pandemic health protection
restrictions.

O POPULATION GROWTH AND DEVELOPMENT
As reflected in Table 22, this has
remained relatively constant over the
last ten years (including the 2021-22
Budget).

Population growth is not likely to play
a significant role in the five-year
forecast. As reflected in Table 23,the
City's population of about 13,000 has
remained virtually unchanged over the
past ten years.

While there are some new residential
developments in the pipeline, they are
not likely to cause either significant
operating revenue or cost increases
over the next five years.

On the other hand, revenues from nonresidential development proj ects that may come on-line in the next five years
could favorably affect General Fund
revenues.

I Fund/Measure X Subsidies
Population: Last Ten Years
Table22.

Table 23.
16,000
14,000
12,0m
10,@o
8,000
6,000
4,000
2,000
0 NOt6@
ooooo NNNNN
ts(oo
ooo NNN
OF NNooNN
Source: State of California, Department of Finance, Demographic Research Unit

O CAPITAL IMPROVEMENT PLAN
As discussed above, while transportation maintenance and improvement needs have been partially addressed through special revenue funds such as Gas Tax, Measure A and Local Transportation Funds, limited General Fund revenues have been allocated for facility and infrastructure capital improvements and major maintenance over the past five years. That said, voter approval of Measure X - 1.25% local option sales tax - in November 2018 has significantly improved the City's ability to fund CIP projects. $800,0m
0700,0m
t600,000
$500,000
$400,000
$00,0m
3Ar0,0m
s100,000
$o
Gonoral Fund/f,loasure X Subsldles: Last Ten Years
2013 20'14 2015 2016 2017 2019 2015 2@ 2Q1 2@.

I Me6ure X I Generd Fund
Fiscal Year Ending
-16-
General Fiscal Outlook
The City is currently in the process of updating its five-year CIP, and it is likely that the Draft will be available for preparation of the long-term financial plan. Accordingly, it will be a significant factor in assessing the City's fiscal future.

SUMMARY
The purpose of this General Fiscal Outlook is to highlight the key factors that are likely to affect the City financially over the next five years. These will be placed in a more "empirical" context in the forecast and financial plan that will be presented to the Council on February 28,2022.

Based on this initial look, it is likely that the City will continue to see operating budgets that are largely in balance with revenues. However, achieving CIP goals and major maintenance projects is likely to be difficult within existing resources.

That said, regardless of the specific flscal circumstances, the fundamental policy questions posed by the budget process remain ahead of the City in both good times and bad: of all the things the City wants to do in making the community an even better place to live, work and play, which are the most important? And what are the resource trade-offs the City will have to make to achieve them?
-17-

VARIANCE
AFTER

CORRECTIONS
t,456.L5L,543.77L,203.561-,1L5.3L
!,o43.16L,L7t.39L,L94.43
8,727.77

QUARTERLY

REPORTED
L,456.t5L,543.77L,203.56
1,115.31L,O43.16L,t7L.39L,L94.43
8,727.77
AMOUNT PAID:

L,456.L5L,543.77
L,203.561,115.31L,O43.16L,L7L.39L,L94.43
8,727.77
L0/71202L
LO/2t/2021
LLl4l202L
tut8l202t
t2/21202L
72/L6/2O2L
t2/30/2O2L
TOTAL:

Attachment B
General Fund Reserve Policy Report

GENERAL FUND

RESERVE POLIGY REPORT
January 2022
General Fund Reserve Policy Report

TABLE OF CONTENTS
Report Purpose
Proposed Policy Overview
Minimum Target Reserve
Accounting for the Reserve
Setting the Base
Other Policy Provisions
Including the Reserve Policy in the Budget Document
Discussion
The Power of Fiscal Policies
Prudent Reserves Reflect Ability to Manage Risk, Not Fiscal Strength Per Se What's the Right Amount?
Rating Agency Recommendations
GFOA Structured Assessment Methodology
Alternatives
Setting the Minimum Target Reserve at Lower or Higher Amounts than 40Yo Segregating the Reserve into Separate Components
Setting the Base
Conclusion

APPENDIX
I
I
2 J
J
4 4
4 5
5 5
5 7
8 9
10 A. Proposed Amendment to General Fund Reserve Policy B. General Fund Reserve Risk Factors: GFOA Structured Assessment Methodology C. Cash Flow Analysis
A-1
B-1
c-1
124 Cerro Romauldo Avenue
San Luis Obispo, CA 93405
805.544.5838 r Cell: 805.459.6326
[email protected]
www.bstatler.com
William C. Statler
Fiscal Policy r Financial Planning r Analysis r Training r Organizational Review Gity of Garpinteria

GENERAL FUND RESERVE POLICY REPORT
The purpose of this report is to review the City's current reserve policy for "Financial and E,conomic Uncertainty" and make recommendations for change as appropriate. Provided in Appendix A is the recommended General Fund reserve policy for this purpose, which covers six key areas:
o Sets the minimum reserve target (retains the current policy of 40% of expenses, with added guidance on the "base" this applies to).
r Identifies when it is appropriate to use reserves below the target amount. . Provides a strategy for restoring the reserve if it falls below the target minimum. r Presents guidelines for accounting and financial reporting of the reserve. o Discusses other areas where the Council may decide to set reserve amounts. r Compares actual versus target.

As noted above, the current policy is 40% of expenses. Based largely on the structured approach developed by the Government Finance Officers Association of the United States and Canada (GFOA) in assessing risk factors, the proposed policy retains this target, but clarifies the basis as 40o/o of operating, debt service and subsidy transfers.

PROPOSED POLICY OVERVIBW
Minimum Reserve Target
The recommended policy retains the target minimum unrestricted General Fund balance for "Financial and Economic Uncertainty" at 40oh of operating, debt service and subsidy transfers. This is largely based on the structured assessment methodology for setting reserve levels developed by the GFOA in considering a city's exposure to the following eight fiscal risk factors, which are discussed in greater detail later in this report:
. Vulnerability to extreme events and public safety concerns . Revenue source stability
. Expenditurevolatility
r Leverage, such as unfunded pensions and asset maintenance . Liquidity (cash flow)
General Fund Reserve Poli Re ort
o Dependence of other funds on the General Fund
o Growth: revenue and expenditure imbalance
r Unfunded high priority capital projects
Depending on the results of this assessment, the GFOA methodology provides recommended targets ranging from a minimum of 16.6Yo of expenditures (60 days cash flow) to circumstances where more than 35% might be warranted. Based on the City's circumstances, the GFOA's structured methodology recommends a target in excess of 35o/o. Accordingly, in light of the recent pandemic as well as past natural disasters, economic downturns and State takeaways, this report recommends retaining the 40o/o target with a clarified base and scope (including cash flow and contingencies) as follows.

The City will strive to maintain a minimum General Fund unrestricted balance (less encumbrances and reappropriation carryovers) ofat least 40%o ofoperating and debt service expenditures plus subsidy transfers to other funds for fiscal stability, cash flow and contingencies such as economic downturns, catastrophic events and unforeseen operating or capital needs. This target is based onJinancial management best practices and industry standards, including the risk assessment methodologt for setting reserve levels developed by the Government Finance Officers Association of the United States and Canada.

Policy Title Change. To better reflect its scope, this report recommends revising the reserve policy title to: Reservefor Fiscal Stability, Cash Flow and Contingencies.

Accounting for the Reserve
General Fund Balance Classifications
a
a
a
a
Under generally accepted accounting principles set
by the Government Accounting Standards Board
(GASB)in Statement No. 54, General Fund
balance is classified into five components:

IVon-Spendab/e. Amounts that are not in
spendable form, such prepaid items or
inventories.

Restricted. Amounts subject lo externally
enforceable restrictions imposed by outside
third parties.

Committed. Amounts whose use is
constrained internally by the agency itself for
specific purposes set by the governing body.

Assigned. Amounts intended for specific
purposes as determined by the governing body
or others it has formally designated.

Unassigned. Residual classification of
spendable amounts available for other
purposes.

As noted in the sidebar, under
generally accepted accounting
policies, General Fund balances are
classified into the following
categories:
o Non-spendable
o Restricted
r Unrestricted
- Committed
- Assigned
- Unassigned
While categorizing fund balance as
non-spendable or restricted is
generally clear between cities, the
classification of the unrestricted fund
balance between committed, assigned
and unassigned amounts varies
between cities based on their budget
and fiscal policies.
a
General Fund Reserve Policy Report
The City currently categorizes its reserve for "financial and economic uncertainties" as "committed" in its audited financial statements. Other cities might consider this as o'assigned" or "unassigned." This purpose falls into a category that GASB calls "revenue stabilization, working capital needs, contingencies or emergencies;" and unless they are specifically classified as restricted or committed, GASB 54 states that they "... should be reported as unassigned in the general fund."
As the City's current reserve policy
(adopted by Resolution 5786 in April
2018) calls for categorizing this
reserve as "committed," it meets the
GASB criteria.

Setting the Base
The City's current policy sets the
"base" for the target as "General
Fund expenses." This report
recommends being clear on the base,
since "expenses" may be subject to
changing interpretations. While the
difference in result is likely to be
insignificant, for clarity and
transparency in calculating the
reserve, a minor change in the base is
recommended to'ooperating and debt
service expenditures plus subsidy
transfers."
Current General Fund Reserve Policy
The current policy was adopted by the Council in
April 2018 and addresses a wide range of issues
related to General Fund reserves. ln addition to
setting the 40% target for fiscal stability, it also
establishes two other reserves, each at $1 million
. General Reserve
. Major Asset Replacement and Repair Reserve
As noted above, this report focuses solely on the
40% target: no other changes in the current policy
are recommended.
lf the Council concurs with the recommended
changes, staff will return for Council approval a
resolution amending the policy as set forth in
Appendix A.

The City's current policy is on the City's web site at:
hft psJ/carpinteriaca. gov/wo-contenUuploads/2020/0 1 /adminservices_Reserve-Policy-and-Resolution.pdf a
Other Policy Provisions
Purpose of resewes. Reserves exist for a reason. The proposed policy sets forth those purposes in accordance with the risk assessment methodology developed by the GFOA. (These are consistent with the City's current policy.)
Other Assignments/Commitments. The recommended policy makes it clear that the Council may make other assignments or commitments of General Fund balance in addition to the 40Yo resewe target, which the Council has done (such as the General and Major Asset Replacement and Repair Reserves). It also is clear that the target is after any assignments or commitments for appropriation carryovers and encumbrances.

Guidance on when it is appropriate to go below the minimum target. The proposed policy sets forth the circumstances where taking reserves below the target minimum balances would be appropriate in accordance with its purpose.

Restoring the resewe if itfalls below the target minimum. The proposed policy provides for restoring reserves to policy levels within five years; and as revenues versus a
a
a
-3-
General Fund Reserve Policy Report
expenditures begin moving in a positive direction, allocating at least 50o/o to restoring the reserye.

Including the Reserve Policy in the Budget Document
Having a clearly fiscal policies has its greatest value during the budget preparation, review and adoption process. For this reason, it makes sense to include key fiscal and budget policies in the Budget document. The City currently includes several key signiflcant accounting policies in its budget document. This report recommends including the recommended reserve policy as well. In this case, the policy should be compared with the budgeted ending fund balance.

DISCUSSION
The Power of Fiscal Policies
As we know from experience over the past 25 years, with the recessions and recoveries of 1992-94,2003-05, the Great Recession beginning in 2008 and the economic downturn resulting from Covid-l9 protection measures: good times come and go. But an organization's values shouldn't. And that's what fiscal policies are all about: articulating your financial management values before they are placed under stress.

Stated simply, clearly articulated policies - and being guided by them - are the best way of ensuring long-term fiscal health. While the strength of the local economy and related General Fund revenues are important, no city is immune from economic downturns. In navigating tough fiscal times, effective financial management is the most critical factor for long-term fiscal success; and clearly articulated policies provide an essential framework and foundation for effective decision-making.

Fiscal policies are important in both good times and bad. The roots of fiscal adversity for most governments take hold in the good times, by making commitments that are not sustainable. They rarely surface in the "bad" times, when most agencies act on the "First Rule of Holes" (when you find yourself in one, stop digging).

They are both preventative and curative:

Clearly articulated policies - and following them - help prevent problems from arising in the good times.
a
o And provide more effective responses when the inevitable bad times occur.

They are most powerful when put in place before the need for them arrives, recognizing that not all financial decision-making situations can be reasonably anticipated.

Policies should be set based on where the agency wants to be, which may not be where it is today. However, setting the course for where it wants to be, significantly enhances its ability -4-
General Fund Reserve Policy Report
to get there. Accordingly, each policy should include a brief o'compliance status." And if it is not there yet, the policy should provide the agency's plan for getting there.

Policies Versus Plans. Planning is essential for success. However, plans change over time as actual results replace assumptions. But fiscal policies are the "north star" guiding the preparation of plans. They help making tough decisions easier by articulating values before they are put under stress by adverse circumstances. An organization can reasonably do something else, but policies are a powerful starting point for asking: but for "this" unexpected circumstance, what would we have otherwise done? Lastly, of all the fiscal policies that cities should set, minimum reserve targets are among the most important.

Prudent Reserves Reflect Ability to Manage Risk, Not Fiscal Strength Per Se Reserves - whether large or small - do not per se reflect on a city's financial capacity or underlying fiscal strength. There are much better indicators than reserves for this, most notably the ability over time for ongoing revenues to adequately meet dayto-day service needs, capital improvement goals and debt service requirements.

Stated simply, reserves are a risk management tool: how much can things go differently than the organization otherwise thought they would before it must take corrective action? Reserves can also serve as a bridge to the future, providing time to develop and implement thoughtful solutions where projected gaps are systemic.

Typical risks that reserves help mitigate include economic uncertainties, such as downturns in the economy and external revenue hits (like State takeaways); responding to local disasters; contingencies for unforeseen operating or capital needs; strategic opportunities; and cash flow. And more recently, Covid-l9 adds pandemics to the mix. ll/hat's the Right Amount? This depends on each agency's unique fiscal circumstances and capacity for risk. In answering this question, there are two sources to consider:
. Rating agency recommendations.
. GFOA structured assessment approach
O Ratine Agencv Recommendations
All three of the major rating agencies - Moodys, Standard and Poors and Fitch - identify reserve policies as one of their most important factors in assessing an agency's financial management and assigning bond ratings. While they do not provide recommended minimums, they are interested in their basis and the agency's track record in following them.

A GFOA Structured Assessment Methodology
The GFOA has developed a structured assessment methodology for setting reserve levels in considering an agency's exposure to the following eight fiscal risk factors:
-5-
General Fund Reserve Polic Report
l. Vulnerability to Extreme Events and Public Safety Concerns. Major extreme events the community could reasonably be subject to and the likelihood and potential magnitude of loss for each event.

2. Revenue Source Stability. Volatility of each major revenue source based on factors such as past experience and trends with that revenue, characteristics of the tax or rate payers, state or federal revenue takeaways and economic factors.

3. Expenditure Volatility. Spikes in expenditures, usually arising from special, nonrecurring circumstances such as lawsuits; critical special projects without a funding source; or new state or federal spending requirements and unfunded mandates.

4. Leverage. Common examples include unfunded pensions and unfunded asset, as well as outstanding bonded indebtedness and compensated absences. Is the source ofleverage very large? Does it have an off-setting funding source or asset?

5. Liquidity (Cash Flow).Intra-period cash imbalances, such as property taxes that are only received at two major points during the year (December and June).

6. Dependence of Other funds. Are there other funds that have a significant dependence on the General Fund?

7. Growth.Is significant growth a realistic possibility in the next three to five years? This includes assessing likely potential marginal costs associated with serving new growth compared with marginal revehues and resulting gaps.

8. Capital Projects. Are there high priority projects without a funding source, where reserves may be looked to as a funding source?
As discussed in greater detail in Appendix B, the methodology uses a scale of 5- I in assessing how important reserves are in mitigating each risk:
5: Very important
4: Important
3: Neutral
2: Unimportant
1: Very unimportant
Since there are eight mitigation factors, total scores will range from 8 (the least risk) to 40 points (greatest risk). Along with these eight risk factors, the methodology also considers:
o City size (assumes larger cities have more mitigation strategies than smaller ones) o Other reserve/contingency funds
o Borrowing capacity
Depending on the results of this assessment, the GFOA methodology provides recommended targets ranging from a minimum of 16.6%o of expenditures (60 days cash flow) to circumstances where more than 35% might be warranted.
-6-
General Fund Reserve Poli Re rt
The following summarizes the GFOA's rating scale.

GFOA Reserve Scale
As detailed in Appendix B, the City's rating under this methodology is 32, which indicates that the target minimum should be more than35o/o.

Six of the assessment factors were
largely responsible for this rating:
o Extreme events
. Liquidity/cash flow (30%
needed to cover lowest point
during the year)
r Unfunded capital projects
o Revenue stability
. Expenditurevolatility
r Dependence of other funds on
the General Fund
The other two factors (leverage and
new development/growth) were not
significant in this rating.

ALTERNATIVES
Setting the Minimum Target
Reserve at Lower or Higher
Amounts than 40%o
Based on the results of the GFOA
structured assessment methodology,
the risks facing the City support a
reserve in excess of 35o/o compared
with the current target of 40Yo.

Mitigating Cash Flow with TRANS
A possible mitigation for cash flow needs (or
responding in the short term to other risks) is the use of Tax and Revenue Anticipation Notes (TRANS).

TRANS are short-term borrowings by local
government agencies who are not able to meet their
cash flow needs during the year. They are typically
issued early in the fiscal year and repaid before
year-end.

At one time, many TRANS were issued as an
investment strategy since the proceeds could be
invested at higher yields than their tax-exempt
interest rate. However, this favorable variance
between interest costs and yields has not been the
case since the Great Recession.

Stated simply, while incurring debt to meet cash flow
needs is an option, it is preferable to avoid it if
possible. Moreover, TRANS are not free: there are
financing and interest costs in issuing them.

Appendix C provides a cash flow analysis for the
General Fund, which shows the need for 30% to
cover the lowest point in the fiscal year (May) before
the receipt of the second installment of property tax
revenues (the City's most important General Fund
revenue source). However, there are four other
months with significant cash flow shortages
(October, November, March and April) ranging from
21% to 28%.
-7 -
Ratine Tarqet Minimum General Fund Reserve
8 -16 Minimal risk to retain through reserves. Consider target equal to the GFOA minimum recommended reserve of 16.6% (two months cash flow) of revenues/expenditures.
t7-24 Low to moderate level of risk to retain through reseryes. Consider reserve target of l7o/o to 25Yo.
25-31 Moderate to high level of risk to retain through reserves. Consider reserve target of 260/o to 35oh.
32-40 High level ofrisk to retain through reserves. Consider reserve target greater than 35%.

General Fund Reserve Polic Re ort
However, the Council is the ultimate "decider" in balancing risks and reserves. Stated simply, the City's fiscal resources do not exist to amass large fund balances but rather, to deliver important services that help make Carpinteria a good place to live, work and play. On the other hand, prudent reserves are essential in helping assure stability in the delivery of services.

Accordingly, the Council could reasonably set reseryes at levels that are lower or higher than retaining the current target.

Lower Target than 40%. Given other reserves established by the City, it might be reasonable to lower the minimum reserve policy to 35%o. However, the current pandemic combined with past challenges with floods, economic downturns, unexpected costs and State takeaways, argue for setting the target above 35%, which is reinforced by the GFOA methodology.

Higher Target than 40%. Based on surveys provided on the California Society of Municipal Finance Officers' web site as well as other sfudies, there are many cities in California that have minimum target reserve policies of 50%o or higher, including:
c La Canada Flintridge: I25%
o Millbrae:89o/o
r Cupertino:82o/o
o Stanton:75Yo
o LaPalma:600/o
o Burlingame:650/o
o Gilroy: 51%
o Mountain View: 51%
r Brisbane:50o/o
. Camarillo: 50%
. Laguna Nigel: 50%
o Lomita:50%
o Malibu: 50%
. Mission Viejo: 50%
o Moraga:50o/o
o Rancho Palos Verdes: 50%
e San Ramon: 50%
Accordingly, given the many uncertainties ahead, and especially in light of the pandemic (which after a number of ups and downs is far from over), atarget higher than 40Yo would also be reasonable.

Segregating the Reserve into Separate Components
Like the current policy, the recommended policy sets a unified reserve target of 40Yo to meet the aggregate of the risks it is intended to meet. Some cities segregate this reserve into the separate factors that they are intended to mitigate. Howevero since not all factors are likely to come into play at the same time, a unified tatget makes sense: 'opooling" serves to lower the overall reserve amount that might otherwise be needed to meet each of the risk factors 8 General Fund Reserve Policy Report
individually. Moreover, budgeting and accounting for the reserve is simpler and more straightforward, as is communicating its purpose to the community and organization.

Note: While cash flow also plays an important role in setting the minimum reserve target, if the 40o/o target and other reserves are maintained, they should also cover cash flow needs.

However, this is another reason for setting a unified target rather than segregating it.

Setting the Base
As noted above, the City's current policy sets the "base" for the target as "General Fund expenses."
However, other "base" options used by California cities include:
r Total expenditures and uses (operating, debt service and capital expenditures, and transfers out).
. Operating expenditures only.
. "Normal" annual expenditures (thus including operating costs, less one-time costs such as special studies and plans; debt service; someoonormal" capital costs; and transfers out, less any one-time purposes).
o Other combinations of expenditures and uses.
o Revenues rather than expenditures.

Where the base is narrower (such as just operating expendifures), the same target percentage will result in a smaller reserve; conversely, where the base is broader (including capital, debt service and/or transfers), the same target percentage will result in a larger reserye.

In the case of the City, it makes sense to include operating and debt service costs as well as subsidy transfers as the base.

Operating costs are included in the base in virtually all cities, which makes sense: this is the "core" cost base of city services that is most at risk; and while sensitive to economic changes and community needs (up or down), it is relatively stable from year to year.

While it is possible that there may be significant one-time costs included in the operating budget, adjusting for this is not recommended: the difference is likely to be immaterial and, more importantly, transparency in calculating the reserye target will be enhanced by "keeping it simple."
a
a Debt service costs are also ongoing contractual obligations (until the principal balance is paid-off); accordingly, it makes sense to include this in the target base as well. While the City does not currently have any General Fund debt service costs, this could change in the future. Accordingly, to be proactive in accounting for this possibility, it makes sense to include this as part of the base.
-9-
General Fund Reserve Poli Re ort
a Subsidy transfers are also ongoing commitments, and as such, should be included in the target base.

On the other hand, capital projects can vary from year-to-year, and the reserve should be relatively stable. Accordingly, capital outlay expenditures and transfers-out for CIP projects are excluded. And since they are internally determined, other transfers-out are also excluded.

CONCLUSION
Establishing a reserve policy - and being guided by it - is among the most important of the City's fiscal policies in mitigating financial risks. Based on the results of the GFOA structured assessment methodology, this report recommends that the minimum reserve target continue to be set at 40Yo (but on a slightly revised base of operating and debt service expenditures plus subsidy transfers).
)'f@Pig^/
William C. Statler
Fiscal Policy t Financial Planning t Analysis t Training t Organizational Review

APPENDIX
A. Proposed Amendment to General Fund Reserve Policy
B. General Fund Reserve Risk Factors: GFOA Structured Assessment Methodology C. Cash Flow Analysis
- 10-
Appendix A: Proposed Amendment to General Fund Reserve Policy a
a

RESERVES FOR FISCAL STABILITY, CASH FLOW AND CONTINGENCIES The City will strive to maintain a minimum General Fund unrestricted balance (less encumbrances and reappropriation carr5rovers) ofat least40o/o ofoperating and debt service expenditures plus subsidy transfers to other funds for fiscal stability, cash flow and contingencies such as economic downturns, catastrophic events and unforeseen operating or capital needs. This target is based on financial management best practices and industry standards, including the risk assessment methodology for setting reserve levels developed by the Government Finance Officers Association of the United States and Canada in adequately addressing:

Economic uncertainties, local disasters, public heath crises and other financial hardships or downturns in the local or national economy.

Contingencies for unseen operating or capital needs, including strategic investment opportunities.

Unfunded liabilities such as pensions and retiree health obligations.

Dependency of other funds on the General Fund.

Institutional changes, such as State budget takeaways and unfunded mandates.

Cash flow requirements.

Whenever the City's General Fund unrestricted balance falls below this target, the City will strive to restore reserves to this level within five years. As revenues versus expenditures begin moving in a positive direction, the City will allocate at least half to reserve restoration, with the balance available to fund asset replacements, unfunded liabilities, capital improvement projects, service level restorations or new operating programs.

Circumstances where taking reserves below policy levels would be appropriate include responding to the risks that reserves are intended to mitigate, such as:

Meeting cash flow needs during the fiscal year
Closing a projected short-term revenue-expenditure gap
Responding to unexpected expenditure requirements or revenue shortfalls.

Making investments in unfunded liability reductions, economic development and revenue base improvements, productivity improvements and similar strategic opportunities that will strengthen City revenues, reduce future costs or achieve "one-time" high-priority City goals.

Where a forecast shows an ongoing structural gap: providing a strategic bridge to the future by providing time to develop and implement thoughtful solutions. a
a
a
a
a
a
a
a
a
A-l
Appendix A: Proposed Amendment to General Fund Reserve Policy On the other hand, the City should avoid using reserves to fund ongoing costs or projected systemic "gaps." Stated simply, reserves can only be used once, so their use should be restricted to one-time (or short-term) uses.

Future Capital Project or Other Long-Term Goal Assignments or Commitments The Council may also commit or assign specific General Fund balance levels above the reserve target for fleet, facility, technology and equipment replacements; major repairs; future development of capital projects, unfunded liabilities and similar policy commitments and assignments for future purposes and long-term goals that it determines to be in the best interests of the City.

Other Commitments and Assignments
In addition to the 40%otaryet noted above, unrestricted fund balance levels will be sufficient to meet funding requirements for programs or projects approved in prior years which are carried forward into the new year; debt service reserye requirements; commitments for encumbrances; and other restrictions, commitments or assignments required by contractual obligations, state law or generally accepted accounting principles.

Status: In Compliance. The 2021-22 Budget projects that the ending reserveforfiscal stability, cashflow and contingencies will be $4.65 million, which is based on the 4094 target.

A-2
Appendix B: GFOA Structured Assessment Methodo logy
Analyzing the General Fund Reserve Risk Factors
The sections below provide guidance on analyzing the risk factors described in Chapter 4 on general fund reserves. Each heading corresponds to a worksheet in the Excel workbook that is available at www.gfoa.org. The blue cells in the sheet are entry cells. There should be no need to type in other cells. Complete the sheets starting with the left-most and continue all the way to the final sheet at the right.

The first eight sheets ask you to analyze each risk factor in the book. First, you identify your basic sources of risk. Then you assess the level of risk you face. Next, you identify other available risk mitigation approaches. The sections below provide more specific guidance on how to accomplish this for each risk factor. Finally, you decide how important it is for your government to retain risk through general fund reserves. The level of importance is indicated by assigning a I through 5 score, where 5 indicates the greatest need to retain risk. Each sheet contains guidelines to help you decide the most
appropriate score for each risk factor.

The ninth and final sheet helps you to zero in on a final reserve target by summarizing the results of the prior eight sheets and bringing in other drivers of reserve size. Note that this sheet does not provide you with a precise suggested target. Rather it suggests a broad range and strategies for arriving aI a final target.

Below is more specific guidance for analyzing the risk factors in the first eight sheets.

Vulnerability to extreme events and public safety concerns Identify Risks. List out the major extreme events to which the community could reasonably be subjected. This could include both natural and man-made events. Public safety professionals may have a community disaster preparedness plan that could help identify these risks; linking the reserve analysis to such a plan would increase the credibility of the resulting policy.

Assess Risks. Consider the potential magnitude of loss for each event. The magnitude of loss should be based on past experiences with similar extreme events or reasonable estimates based on the disaster preparedness plan (note that the estimate is not necessarily a worst-case scenario).

Identify Other Risk Mitigation Approaches. If extreme events a are serious risk for the community, also consider risk transfer options. Might more comprehensive insurance coverage be a better option than very high levels of fund balance? If the source of risk is man-made, such as the potential for an accident at ahazardous chemical plant, might the chemical company be able to take greater responsibility for the risk they pose to the community? Also consider how quickly federal assistance can be accessed and the speed with which funds spent responding to a disaster might be reimbursed.

Assess Necessity of Risk Retention. Assign a score for the importance of risk retention through the use of reserves, when it comes to extreme events.

B-1
Appendix B: GFOA Structured Assessment Methodology
Revenue Source Stability
Identify Risks. Start by listing out major revenue sources.

Assess Risks. Consider the volatility of each source, based on factors such as past experience and trends with that revenue, characteristics of the tax or rate payers, and economic factors.

Identify Other Risk Mitigation Approaches. Think about other approaches that the government has to deal with declining revenues. This might include means to easily reduce variable costs or the ability to access other sources of funding.

Assess Necessity of Risk Retention. Assign a score for the importance of risk retention through the use of reserves, when it comes to revenue stability.

Expend itu re Volati I ity
Identify Risks. Start by listing sources of potential spikes in expenditure (usually arising from special, non-recurring circumstances) that could be expected to occur within the next three to five years. Examples might include lawsuits against the government or critical special projects without a funding source. Typically, recurring sources of expenditure volatility, such as health care benefit costs, would not be included because they should be dealt with in the context of an annual budget process. An exception to this might be highly variable and difficult-to-predict costs, such as energy or fuel (in the case ofa fleet).

Assess Risks. Enumerate a reasonable estimate of the potential cost of each source (i.e., the magnitude of the risk), taking into account the probability of it occurring (i.e., an unlikely event is less of a risk than a more likely event of similar potential loss).

Identify Other Risk Mitigation Approaches. Think about other approaches to dealing with these expenditure spikes. For example, the finance officer may find that some events (like an essential special project) have a very high chance of occurring, but will not occur for a number of years into the future. In this case, the finance officer could suggest a "sinking fund" where the project would be gradually funded over time. This could be made a commitment or assignment within the fund balance to help differentiate it from funds used to manage more uncertain risks.

A similar approach could be used for known lawsuits.

Assess Necessity of Risk Retention. Assign a score for the importance of risk retention through the use of reserves, when it comes to expenditure spikes.

Leverage
Identify Risks. Start by listing major sources of leverage. Common examples include pensions, unfunded asset maintenance, and debt.

B-2
Appendix B: GFOA Structured Assessment Methodo logy
Assess Risks. Then assess each source's implications for the organization's future financial flexibility by consider the size of the obligation. Is the source of leverage very large? Does it have an off-setting funding source or asset?
Identify Other Risk Mitigation Approaches. It is often better to use other approaches to risk management on these sources of leverage, rather than retaining the risk through reserves. For example, if unfunded asset maintenance is a problem, then the finance officer might use an asset maintenance plan (or other suitable estimate) to demonstrate the magnitude of the risk and encourage the governing board create a special set-aside to begin funding this liability - and avoid managing this risk with general fund reserves. In another example, if unfunded pension liabilities are an issue, the organization should
develop a strategy to pay down those liabilities. In this situation, the finance officer could point out how pension liability constrains the financial flexibility of the organization, thereby decreasing the reserve's ability to manage other types of risk.

Assess Necessity of Risk Retention. Assign a score for the importance of risk retention through the use of reserves, when it comes to leverage.

Liquidity
Identify Risks. List major sources of intra-period cash imbalances. A good example is property taxes that are only received at one or two points during the year.

Assess Risks. Describe the size of the problem created by these sources of imbalance. Does it have the potential to significantly interfere with operations? Identify Other Risk Mitigation Approaches. To what extent can tools like internal borrowing or tax anticipation notes provide a cost-effective alternative to keeping a reserve?
Assess Necessity of Risk Retention. Assign a score for the importance of risk retention through the use of reserves, when it comes to liquidity.

Other Funds' Dependency
Identify Risks. Start by listing other funds that have significant dependence on the general fund.

Dependence will usually be indicated by regular operating transfers that are an unusually high percentage of the receiving fund's expenditure budget.

Assess Risks. Assess the level of reserves in these other funds. Are reseryes low? If so, is this fund subject to potential risks that could require a substantial draw on reserves? Ifso, is the general fund expected to backstop this fund?
Identify Other Risk Mitigation Approaches. A major point for the finance officer to explore is whether the general fund should be "back stopping" these other funds in the first place. For example, an under-performing enterprise fund may be receiving operating transfers not because B-3
Appendix B: GFOA Structured Assessment Methodologv
it is good public policy, but because the political will has not been mobilized to make the enterprise self-sufficient or to divest of it.

Assess Necessity of Risk Retention. Assign a score for the importance of risk retention through the use of reserves, when it comes to other funds.

Growth
Identify Risks. This factor is only relevant if significant growth is a realistic possibility in the next three to five years. Start by identifying major potential sources of growth.

Assess Risks. Estimate the potential marginal costs associated with serving new growth and compare it to marginal revenues (this information should be available from long-term financial plans and forecasts). If there is a gap due to significant timing differences between when revenue is received from growth and when expenditures are made on services for that growth, then reserve targets could be adjusted to account for that gap.

Identify Other Risk Mitigation Approaches. Special growth or impact fees could be assessed at the time of construction to avoid this risk. For example, if a new development is expected to generate $ lOM annually in new taxes starting three years in the future (but nothing before then), but costs $7M to service starting in two years, then a reserve (or impact fees) may be needed. If the gap between revenue growth and service expenditures is due to a structural mismatch between costs and revenues (i.e., the growth does not pay for itself), then the government should re-examine its tax-fee structures, service provision methods, andlor land use plans to correct this imbalance.

Assess Necessity of Risk Retention. Assign a score for the importance of risk retention through the use of reserves, when it comes to growth.

Gapital Projects
Identify Risks. Use a capital improvement plan to determine if there are high priority projects without a funding source.

Assess Risks. Assess whether decision-makers might consider pay-as-you-go financing, using general fund reserves as at least part of the source.

Identify Other Risk Mitigation Approaches. If pay-as-you-go financing is something decision-makers might consider, then the finance officer may wish to broach the possibility of a commitment or assignment for the project so that pay-as-you-go financing does not detract from the general reserve's ability to manage other risks.

Assess Necessity of Risk Retention. Assign a score for the importance of risk retention through the use of reserves, when it comes to capital projects.

B-4
Appendix B: GFOA Structured Assessment Methodology
Your Target
Step I. Determine Your Total Scorefrom the Risk Factors Step 1 on this sheet totals your scores from the foregoing sheets Step 2. Preliminary Analysis
In Step 2, frnd your score in the ranges presented and consult the analytical guidance. This is preliminary, as the analytical guidance will be refined in the next steps.

Step 3. Consider the Impact of Government Size, Budget Practices, and Borrowing Capacity
In Step 3, you consider additional drivers of fund balance: government size, budget practices, and borrowing capacity. In each blue box, enter the indicated number of positive or negative points for each driver (totaling them for each driver, as might be needed).

Size of Government. GFOA's analysis of the thousands of governments that participate in GFOA's comprehensive annual financial report presentation award program shows a very weak direct relationship between population size and size of fund balance. In fact, a statistical analysis of the data shows that although there is an inverse relationship between population size and size of fund balance, only about between l0o/o and 20o/o of the variation in fund balance size between governments can be explained by population.iHence, the sheet only provides points for the very largest and smallest governments.

Budget Practices. The presence of formal or informal contingencies already built into the budget may relieve the need to carry some additional reserves. The finance officer can search directly for the presence of informal contingencies by searching prior years' budget-versusactual reports for areas with consistent positive variances - this may indicate areas that are consistently over-budgeted. The finance officer can also look indirectly for contingencies by examining the budgeting system for practices that unintentionally encourage informal contingencies. For example, systems that provide little flexibility for managers to transfer budgets between different accounts will
encourage managers to build additional slack into their budget since they do not have the ability to move surpluses in one account to counteract a deficit in another.

Borrowing Capacity. You can evaluate your borrowing capacity by comparing your current level of debt against your financial policy for debt. If no policy standards are in place, consider the rating agency guidelines below.

Standard and Poor's Debt Ratios and
The finance officer should also consider internal borrowing capacity. Inventory reserves in other funds and assess the extent to which these reserves are necessary to deal with the risks lOverall Net Debt
lper Canita
Overall Net Debt as ao/o
of Market Value
Debt Service as a 7o
of Expenditures
Low lBelow $1,000 Below 3% Below 8%
Moderate l$1.000 - $3.000 3%-6% 8%- ts%
Moderately Hieh l$:.oOO - $5.000 5%- t0% t5% - 20%
Hieh lAbove S5,000 Above 10% Nbove 25o/o
B-5
Appendix B: GFOA Structured Assessment Methodol ogy
with which these funds are faced. If other funds have sizable reserves compared to the risks they are retaining, they could serve as an alternative to larger general fund reserve targets.

However, internal borrowing should not be considered an alternative without a strong internal borrowing policy in place.

Step 4. Consider the Impact of Commitments/Assignments, Outsider Perceptions, and Political Support
In Step 4,you consider the drivers of Commitments/Assignments, Outsider Perceptions, and Political Support. Put an'oX" in the blue cell next to all the statements that apply to you.

Commitments or Assignments. Think about all assignments and commitments that impact fund balance. Then assess how constraining those assignment and commitments are and how available that portion of the fund balance might be to retain risk. For instance, a board might "commit" a certain amount to a"rainy day" reserve. This sort of commitment would be very consistent with the purpose of retaining the types of risk defined in this analysis, and so could be considered part of the total amount of general fund balances available for a reserve.

Conversely, an assignment or commitment for asset maintenance or a special project is intended to be spent on a particular use, and therefore is not really available for risk retention. These sorts of uses should be subhacted from the definition of fund balance available for a reserve.

Outsider Perceptions. Take stock of relevant outsider perceptions. What have rating agencies said in the past about your level ofreserves? Could failure to carry a certain level ofreserves contribute to a ratings downgrade? Also consider citizen perspectives - ould having too high of a reserve provoke a backlash? Take these perceptions into account when settling on a final reserve target.

Political Support. A reserve target must be formally adopted by the board in order to do much good. Therefore, consider what might lead to a politically acceptable target level. For instance, governing boards often place great weight on benchmarking studies with similar organizations - a proposed target might garner more support if it is seen as consistent with the practices of comparable governments.

Step 5: Putting It AU Together
The green cell contains a revised risk score, which takes account of your point totals from Step 3. Using this revised score, revisit the ranges and analytical guidance in Step 2.

Also, consider the boxes you checked in Step 4. Add the advice from these statements to your final analytical guidance from Step 2. Using this advice, you can finalize a reserve target and present it to the board.
iThe
range comes from using different permutations of the data set, such as removing or including certain outliers. " The ratios are taken from David G Hitchcock, Karl Jacob, and James Wiemken, "Key General Olligation Ratio Credit Ranges - Analysis vs. Reality," Standard & Poor's: 2008. However, the ranges have been modified slightly by the authors to provide a more streamlined presentation. Specifically, in the original document, the overall net debt per capita "low" range is $ 1,000 to $2,000 and the "moderate" range is $2,000 to $5,000.

B-6
A
B
c
D
E
A
B
c
D
E
A
B
c
D
E
Appendix B: GFOA Structured Assessment Methodology
Vulnerability to Extreme Events

1. ldentify Risks
What extreme events are at risk for?

2. Assess Risks
What is r vulnerabi to each extreme even iven past experience?

3. ldentify other risk mitigation approaches
What options do you have to avoid, reduce, or transfer the risk i.e., ma it without re Note: While significant reimbursements from FEMA are likely, it is also likely that there will be significant lags between when recovery costs are incurred and when payments will be received. Lastly, based on experiences in other cities, even under the best of circumstances, it is unlikely that the City will be reimbursed for all recovery costs. And even where costs are largely recovered, there is no reimbursement for lost revenues - like sales tax and TOT - during the disaster and recovery period.

The same is also true for pandemic respne and lost revenues.

4. Considering the above, how important for you is it to retain the risks of extreme events through reserves ? < Enter your score here
Very important. We are subject to extreme events of severe potential magnitude which would require a quick and decisive response from our government. There are few alternative risk management approaches. lmportant. We are subject to extreme events of severe potential magnitude, but our government does not have an important disaster response role and/or we have other risk management alternatives.

Neutral. We do not face an unusually high or low level of risk from extreme events.

Unimportant. We are subject to one or two types of significant extreme events and we have other risk management options.

Very unimportant. We are subject to very few, if any, potential extreme events of significant potential damage 5 4
3 2
1 Fire
Flood
Drought
Earthquake
Pandemic
Moderate
High
High
Low probability; depending on epicenter, losses could be significant Moderate this only happens about every 100 years, but high impact FEMA reimbursement
FEMA reimbursement
State drought relief, possible FEMA reimbursement
FEMA reimbursement
Federal Funds possible, such as CARES, ARPA
4 B-7
A
B
c
D
E
F
Appendix B: GFOA Structured Assessment Methodology
Revenue Source Stabilitv

1. ldentify Risks
What are r major revenue sources?
Note: Top 3 revenues account for about 75% of lotal

2. Assess Risks
How stable are r revenue sources?

3. ldentify other risk mitigation approaches
What o s do you have to avoid, reduce, or transfer the risk (i.e., manage it without rese

4. Considering the above, how important for you is it to retain the risks of revenue instability through reserves ? < Enter your score here
Very important. We rely on just one or two sources of revenue, and they are unstable Important. We rely on unstable sources for a significant portion of our revenue and/or have particular unstable payers as part of our tax base (e.g., sales tax from an industry with volatile sales) Neutral. We do not face an unusually high or low level of risk from revenue instability 2 Unimportant. While some portion of our revenue base has instability, the majority of revenues are pretty stable 1- Very unimportant. Our revenues are very stable and diverse.

A
B
c
D
E
F
5 4
3 Property Tax (38%l
TOT (2O%)
Sales Tax (17%)
Franchise Fees 6%l
Permits/Service Charges (4%)
State Takeaways (Always a Threat)
Historically stable but subject to State takeaways
Subject to significant swings with economy
Subject to significant swings with economy
Fairly stable
Subject to swings based development activity
Significant in the not so distant past
Limited in all cases
4 B-8
Appendix B: GFOA Structured Assessment Methodology
Expenditure Volatilitv

1. ldentify Risks
What are sources of potential nditure ikes?
A
B
c
D
A
B
c
D

2. Assess Risks
What is the potential cost of these spikes?
Based on volatile CaIPERS investment yields and approved funding methodology changes, very high Unknown
Moderate
Moderate

3. ldentify other risk mitigation approaches
What options do you have to avoid, reduce, or transfer the risk of these potential spikes? (i.e., manage it without reserves)
Need to address on ongoing basis
Unknown
Very Limited: Few Options
Very limited (legislative advocacy)

4. Considering the above, how important for you is it to retain the risks of expenditure spikes through reserves ? < Enter your score here
Very important. There are expenditure spikes with very high potential to open a significant hole in our budget. lmportant. We are subject to important potential expenditure spikes, such that we need reserves but we also have other risk mitigation approaches available.

Neutral. We do not face an unusually high or low level of risk from expenditure spikes Unimportant. There are one or a few potential spikes but the risk of them occurring is low, the impact not great and/or we have other risk management options.

Very unimportant. We have no important risk from expenditure spikes.

A
B
C
D
5 4
3 2
L
4 lncreased pension costs
Unexpected infrastructure repairs
Sheriff Contract
State/federa I ma ndates
4 B-9
A
B
c
D
Appendix B: GFOA Structured Assessment Methodology
Leverage

1. ldentify Risks
What are m or sources of leverage you are sub ect to?
ications of leverage for the o nization's financial flexibility?

2. Assess Risks
What are the im
A
B
c
D
A
B
c
D

3. ldentify other risk mitigation approaches
What options do you have to avoid, reduce, or transfer the risk of levera ? 1.e., mana it without reserves) 5 4
3 2

4. Considering the above, how important for you is it to retain the risks of leverage through reserves ? < Enter your score here
Very important. We are subject to significant leverage and have no other risk management approach lmportant. We are subject to significant leverage and do not have equally significant offsetting risk management approaches.

Neutral. We do not face an unusually high or low level of risk from leverage Unimportant. We have one or two sources of leverage, but these are largely addressed with other risk management strategies.

Very unimportant. We have no important sources of leverage that aren't already managed with out reserves 1 Pension liabilities
Higher future costs
Need to address these higher cost on gn ongoing basis: reserves not an appropriate source offunding 3 B-10
Appendix B: GFOA Structured Assessment Methodology
Liquiditv
A
B
c
D

1. ldentify Risks
What are your major sources of ential intra riod cash imbalances? ential nitude?

2. Assess Risks
How likely are these risks to occur and what is their
A
B
C
D
A
B
c

3. ldentify other risk mitigation approaches
What ions do have to avoid, reduce, or transfer the risk of liquidity? (i.e., manage it without reserves)

4. Considering the above, how important for you is it to retain the risks of liquidity spikes through reserves ? < Enter your score here
Very important. We have very important potential intra-period imbalances with few risk management alternatives. lmportant. We have important potential intra-period imbalances, but do have some off-setting risk management alternatives.

Neutral. We do not face an unusually high or low level of risk from intra-period cash imbalances.

Unimportant. We have some minor potential intra-period cash imbalances.

Very unimportant. Our cash flows are very stable.
5 4
3 2
L
Property tax collections in December and June (38% of revenues): see cash flow worksheet Gas and electric franchise payments in April
TOT uneven during year
Continued federa I grants at 2021-22 level u n likely
Ongoing for all
Tax/revenue anticipation notes - but results in added interest costs Borrow from other funds - but adds "leverage" to them
5 B-11
A
B
c
A
B
c
A
B
c
Appendix B: GFOA Structured Assessment Methodology
Other Funds Dependencv

1. ldentify Risks
What other funds rely on the general fund for an i rt of their funding?

2. Assess Risks
How likely is it that these funds will need the general fund to "bac them in an emergency?

3. ldentify other risk mitigation approaches
What options do you have to avoid, reduce, or transfer the risk of other funds' dependency? (i.e., manage it without reserves)

4. Considering the above, how important for you is it to retain the risks of other fund dependency through reserves ?
l-,ff|. Enter your score here
.

Very important. A number of funds rely on the general fund for backstopping, with few, if any, risk management 5 alternatives. lmportant. We have at least some funds that rely on the general fund and this includes reliance for backstopping.

Neutral. We do not face an unusually high or low level of risk from other fund dependency.

Unimportant. There are a small number of funds that rely on the general fund, and the potential for the general fund to need to backstop them is small.

Very unimportant. No other funds rely on the general fund for backstopping. 4 3
2 T
B-12
A
Appendix B: GFOA Structured Assessment Methodology
Growth

1. ldentify Risks
What are ential major sources of growth in the next three to five rs?

2. Assess Risks
What is the potential for these sources of growth to cause imbalances in the revenue received from the and the expenditures needed to serve it?

3. ldentify other risk mitigation approaches
What o do have to avoid reduce, or transfer the risk of growth? (i.e., manage it without reserves)

4. Considering the above, how important for you is it to retain the risks of growth through reserves ? < Enter your score here
Very important. We expect significant growth with imbalances in the timing of revenues and expenditures lmportant. We have some growth that will cause imbalances in the timing of revenues and expenditures.

Neutral. We do not face an unusually high or low level of risk from growth Unimportant. We have a small potential for future growth and/or only minor potential imbalances in the timing between revenues and expenditures.

Very unimportant. We expect no growth or growth will fully pay for itself as expenditures are incurred.

A
A
5 4
3 2
7 Population as of January L: Last Ten Years
2021. 13,196
2020 13,268
2019 13,314
2018 13,437
2017 13,485
2016 13,928
2015 '13,7e8
2014 13,442
201.3 13,099
2012 13,076
Source: State of California, Department of Finance, Demographic Research Unit http ://www.dof .ca.gov/Forecasti ng/Demogra ph ics/Esti mates/ Limited new development opportunities
Limited
Limited ifs ificant growth does occur
2 B-13
A
B
c
A
B
c
A
B
c
Appendix B: GFOA Structured Assessment Methodology
CapitalProiects

1. ldentify Risks
What h capital projects don't have a fundi source?

2. Assess Risks
What is the likelihood that reserves will be looked to as a fundi source for the

3. ldentify other risk mitigation approaches
What options do you have to avoid, reduce, or transfer the risk of capital projects using reserves as a funding source? (i.e., man it without rese

4. Considering the above, how important for you is it to retain the risks of unfunded capital projects through reserves ?
lEl. Enter your score here
.

VerY important. There are very high profile projects with out a funding source and reserves are likely to be - considered as a funding source.
o lmportant. There are at least some high profile projects where reserves may be called upon to provide at least some ' of the funding. 3 Neutral. We do not face an unusually high or low level of risk from unfunded high-priority projects 2 Unimportant. High priority capital projects will probably have funding sources, if they don't already. 1 Very unimportant. All high priority capital projects have funding sources.

B-14
Appendix B: GFOA Structured Assessment Methodology
Guiding Your Selection of a Fund Balance Target
Step 1. Determine your total score from the risk factors 32 Yourtotalscorefromtheriskfactors (calculatedifyouenteredascoreinothersheets) Step 2. Preliminary Analysis
Compare your score from Step 1 to the guidelines below
Your Score
8-16
t7-24
25-31
32- 40
Step 3. Consider lmpact of Government Size, Budget Practices, & Borrowing Capacity For each driver pick which description best fits you and enter the appropriate number of points.

Analytical Guidance
You face minimal risk to retain through reserves. Consider a target equal to the GFOA minimum recommended reserve of 1,6.6% of revenues/expenditures.

You face a low to moderate level of risk to retain through reserves. Consider adopting a reserve target somewhat higher than the GFOA minimum (e.g. 17-25% of revenues/expenditures). Since risk is low, do not invest excessive analytical effort in determining an exact target amount. Consider a short, informal benchmarking study with peer agencies to provide guidance.

You face a moderate to high level of riskto retain through reserves. Consider adopting a target amount of reserves significantly higher than the GFOA recommended minimum (e.g.,26 - 35%). Consider a short, informal benchmarking survey as a starting point, but then analyze your most significant risk factors to make sure they are adequately covered by what the survey suggests is reasonable.

You face a high level of risk to retain through reserves. Consider adopting a much higher target than the GFOA minimum (e.g., greater than 35%). Consider performing a more in-depth analysis of the risks you face to arrive at target level of reserved that provides sufficient coverage. +2
0 -4
-3
-2
0 Government Size
We are under 50,000 in population
We are between 50,000 and 300,000 in population
We are over 300,000 in population
Budget Practices
The budget has a formal contingency beyond what is being considered for this reserve.

The budget has informal contingencies beyond what is being considered for the reserve The budget is lean and has no contingencies in it.

Borrowing Capacity
We have excellent external and internal borrowing capacity, including a good rating, little existing debt, and politicalwillto use it.

We have some external and/or internal borrowing capacity and political will could be mobilized to use it.
-2
-3
-2
2 0
B-15
Appendix B: GFOA Structured Assessment Methodology
O We have little or no borrowing capacity.

Step 4. Consider lmpact of Commitments/Assignments, Outsider Perceptions & Political Support Place an "X" next to each statement that applies to you.

Step 5. Putting it All Together
A. Consider your adjusted risk score and re-consult the analytical guidance. ]Fffi< Your adjusted risk score (risk score modified with results from step 3) B. Review results of Step 4.

Review each item you checked from Step 4 and add the advice to your analytical guidance.

C. Proceed with finalizing target
Proceed with setting a final reserve target based on analytical guidance.

Commitments and Assignments
have commitments or assignments that designate fund balance for uses other than retaining the of risk described in this analysis. lf so, these commitments/assignments should not be included in e total reserve used to reach your target.

Outsider Perceptions
Rating agencies have given us a target level of reserve for getting a good rating. lf so, use that target in place of or in addition to a benchmarking survey to provide guidance on starting point for your target. public is likely to question reserve levels as too high. lf so, be sure to document your analysis dings in the other sheets.

Political Support
The governing board places great weight on the policies of comparable jurisdictions. lf so, conduct a benchmarking survey that includes governments the board perceives as relevant. reco
board places great weight on rating agency recommendations. lf so, tie the reserve target mmendation to rating agency recommendations or standards. board places great weight on GFOA recommendations. lf so, use this analysis and GFOA's Best Practices to support your recommendation
B-16
ndix C ofC General Fund Cash Flow:2021-228
2,202,650
t6t,250
43,7s0
469,209
l,235,s83
4t,967
l0_350
4,t64,759
893.42s893,425
91,375
984.800
3,179,959
(660.708)
-so/"
161,250
43,750
248,447
35,583
41,96'7
r 0-350
54t,347
893.425893,425
9r,375
984,800
(443,453)
(3.840.667\
-31./^
161,250
215,250
t49,623
35,583
4t,967l 0.350
614,023
893.42s893,425
91,375
984.800
(37O,777)
(3.397.214\
-8o/"
t6t,250
43,750
57,10735,583
41,967r 0-350
350,007893-425893,425
9t,375
984.800
(634,7e3)
(3.026.437\
-250/"
161,250
43,7s0
243,703
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536,603893.42s893,425
91,375
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(448,r97)
(2.391.645\
-20y"
l6l,250
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?5 5R?
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344 484893.42s893,425

91.375
984.800
(640,3 r 6)
fi -943-448)
-t6%
2,202,650
t6t,250
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60,61335,583
11,967
l 0-350
2 556 153
893.42s893,42s
91,375
984.800
|,571,363
n _303.1 32)
-llY.
161,250
43,750
376,488
35,583
41,967

10.350
559 388893.42s893,425

91.375
984.800
(315,412)
(2.a74.495\
43o/o
t 61,250
43,750
223,226
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l0-350
515 126
893.42s893,42s

91.375
984.800
-2lo/,
(468,674)
(2.559-083)
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409 154893.42s893,425
91,375
984.800
{575,406) (2 090-409)
-l7Vo
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43,750
68,89335,583
4l,967
I 0.350
161 791893.42s893,425
91,375
984.800
fi -5 1 5_002)
(673,0O7)
-120/0
t61,250
43,7s0
234,604
35,583
4t,967
I 0.350
527.504434,700
893.42s
1,328,125
9t.375
r,419.500
(89r,996)(891.996)
38%
17Yo
6%
20%
t4%
4%
loa
100v"
4Yo
88%9lYo
9%
100%
4,405,300
l,93s,000
696,500
2,300,000
1,627,000
503,600
124.200
I 1_591_600
434,700
10_72 1. I 00
I 1,155,800
1,096,500

12.252,300
(660,700)
r650.700)
REVENUES/SOURCESPropcrty Tax
Sales Tax
Franchise FeesTOT
From Other Govemments
PemiVSewice ChargesC)ther RevcnucsTotal Revenues/Sources ANNUALCOSTSOperating
InsuranceOther Oneratins
Total Expenditures
Transfers OutTotal CostsNET SOURCESCummulativc Net
% OF ANNUAL COSTS
c-l

LEAGUE OF

CALIFORNIA
clTrEg
Cal Cities releases 2021 Annual
Report
Jan 19, 2022
Explore the year in review of advocacy, educational, and o rg a n iz ati o n al ach i eve menfs
The League of California Cities 2021 Annual Report is now available online. The yearly review highlights the organtzation's legislative, legal, educational, and organizational accomplishments. Hold ing true to our mission, Cal Cities delivered for cities again in 2021 by advancing key legislative priorities and providing high-caliber ed ucational opportu n ities.

Working together with our local leaders and partners, Cal Cities helped to secure funding and resources related to each of the priorities included in our 2O2l Action Agenda, including historic funding for broadband, more than a billion dollars for affordable housing and infrastructure, billions of dollars to help those experiencing homelessness, and billions more to help California's cities recover from the pandemic and rebuild.

Cal Cities also expanded educational offerings, both virtually and inperson, and continued to move forward our Advancing Equity initiative and supported city leaders with resources, education, and training.

Cal Cities also boosted its membership, with four citles joining as members this past year, bringing the total number of member cities to 479 out of 482, the highest number of member cities since 2009.

The annual report also includes progress on the Cal Cities Strategic Growth Plan, which charts the organization's course for success. This includes the restructuring of the League Partner program to maximize the value of the program; the implementation of changes to Cal Cities' governance system to enhance membership engagement in
leadership opportunities, increase our overall effectiveness in fulfilling our mission and vision as an organization, and ensure that the pathway to leadership is transparent and inclusive; and the transformation of our Cal Cities brand identity, with a new logo and colors that infuse a rejuvenated pride, energy, diversity, and vitality into the mission of strengthening California cities through advocacy and education.
"None of these achievements could have been possible without the tireless efforts of the talented Cal Cities staff, who remain steadfast in carrying out our mission of serving our members," Executive Director and CEo Carolyn Coleman states in the report's opening message. "l would like to thank them, as well as our 2020-21 Cal Cities officers and board members for their leadership and guidance, and our League Partners for their generous and continued support of this organization. Together, with all of you, we are driving policies that support California cities and the residents who call our cities home." Read the full report online and check out the video version, Cal Cities by the Numbers, for our 2021 review in under two minutes.

LEAGUE OF

CALIFORNIA
clTlEs
Upcoming Legislative Hearings
Home / Advocacy / Take Action / Upcoming Legislative Hearings Bills of Interest to Gities, Jan .20-27
Lawmakers are getting closer to wrapping up last year's lingering business. Jan . 21 is the last day for committees to hear and report on any bills introduced in 2021. Lawmakers must also move any bills from last year still in their house of origin before Jan. 31. After that, the legislative year will begin in earnest, with legislative hearings most likely ramping up in March.

Thursday, Jan .20
Senate Appropriations, Upon adjournment of session, Room 4203 . AB 607 (Arambula) Sales and use taxes: exemptions: blood screening testing
Cal Cities position: OPPOSE UNLESS AMEND