Agenda packet — Carpinteria City Council, February 26, 2024 (part 2 of 2)

BID PRICE SHEET
For all seruices described below, unless excluded by the City in description of services below, the City shall consider unit prices below to include all labor, equipment, fees of any kind, overhead, insurance, fuel, materials, surcharges, disposalfees, and any other costs associated with and necessary for the Bidder to perform such service. No qualifications, exemptions, or alterations of services described below will be allowed.

Failure to comply will result in disqualification of bid.

A. GENERAL SERVICES
Services Unit Price Estimated Units Extended Price
*Any grouping of seven (7) or more trees in close proximity to one another (an approximate 200 yard radius), shall be priced as grid trimmings even when off the regularly scheduled grid plan. 1 Cost per Grid or Annual
Tree StreeVPark Tree
Trimmins
$ s+.oo 3,010 Grid trimmings* $ 282,940.00

2. Cost per Tree (StreeUPark
Tree, Off Grid Trimming)
Regardless of tree
diameter
$ too.oo 441 Trees* $ zo,soo.oo

3. Cost per Chinese Elm -
Pruned every 2 Years
(Crown Reduction / Crown
Restoration)
$ s44.oo 5 Chinese elms $ r,zzo.oo

4. Cost per Palm Tree Grid
Trimming:

Under 20'tall
Over 20'tall
$ z+.oo
$ 94.00
Total472 Palm Tree
Grid Trimmings
122 under 2O'
350 over 20'
$ s,oza.oo
$ 32.900.00

5. Tree and Stump Removal:

Cost per Tree (Tree and
Stump Removal)
0'- 6"
7" - 12"
13" - 18"
19'-24"
25" and over
$ s++.oo
$774.00
$ r,r++.oo
$ t,+B+.oo
$ 2.404.00
Total 16 Trees
2 Trees
2 Trees
4 Trees
4 Trees
4 Trees
$ 6s8.oo
$ 1,548.00
$ 4,576.00
$ s,sse.oo
$ 9.616.00
6 Stump Removal
12" -24',
25',- 36'
37" and over
$ 234.00
$ 344.00
$ 474.00
Total 18 Trees
6 Trees
6 Trees
6 Trees
$ 1,404.00
$ 2,004.00
$ 2,844.00
A. SUB.TOTAL - GENERAL SERVICES $ +zs,eza.oo
City of Carpinteria - Request for Proposals
Tree Trimming and Maintenance Services
B. CREWRENTALANDEMERGENCYSERVICES
Services Unit Price Estimated
Units

Page 31 ends

Extended Price
Extended
Price
C. OTHERCOSTS
Services Unit
Price
Estimated
Units
Fully equipped crew as defined. lncludes all manpower, equipment, tools, traffic control, disposal costs, and zero material markups.

Time
1 4 Man Crew with Equipment $ +re.oo 50 hours 20.800.00 2 3 Man Crew with Equipment $ stz.oo 40 hours $ rz.+eo.oo 3 2 Man Crew with Equioment $ 208.00 10 hours ; 2,080.00 OvertimeAlV r Hour Call Out
4 4 Man Crew with Equipment $ +ge.oo 40 hours ; 19 840 00 5 3 Man Crew with Eouioment $ azz oo 20 Hours (i 7.440.00 6 2 Man Crew with Equipment $ zag.oo 10 Hours ; 2,480.00 B. SUB-TOTAL. CREW RENTAL &
EMERGENCY SERVICES $ os,tzo.oo
1 Cost for Crown Reduction / Restoration per tree $ssa oo 50 Trees $ r s.zoo.oo 2 Palm Tree Skinning per linear foot $tg.oo 100 Feet $ t,goo.oo 3 Specialty Equipment - 30 Ton Crane per hour
- 95 foot Aerial Tower per hour
$1s4.oo
$t sa.oo
28 hours
42 hours
$+,gtz,oo
$6.468.00

4. Tree Planting and lnstallation Services
(Price includes labor, equipment, root
irrigation device and materials; assume tree to
be provided by bidder to site; assume cost of
tree billed separately)
- 24" lnch Box each
- 36" lnch Box each
$434.00
$r,+++.or
I London
Plane trees -
24" Box
2 London
Plane trees -
36'.Box
$ 3,472.00
$2,888.00

5. Arborist Services & Report Writing per hour $174,00 8 hours $'t,392.00

6. Tree Watering per day
(Assume 1 worker watering I hours) $832.00 5 days $ 4,160.00 7 Special Request - Removal of Sprout or
Sucker Growth (not as part of standard trim)
on specific thoroughfares (cost per tree)
$g+.oo 25 trees $ 2,350.00
C. SUB-TOTAL - OTHER COSTS $ +6,6+2.00
GRAND TOTAL (A+B+C) $ 537,586.00
9ity oJ Carpinteria - Request for proposals
Tree Trimming and Maintenance Services

TOTAL ANNUAL AMOUNT OF BID

Page 32 ends

0N WORDS):

Five Hundred ThirtpSeven Thousand Five Hundred Eighty-Six Dollars and 00/100 Submission of bid and signature of representative of Contractor below shall bind Contractor to perform stated services at the Unit Prices specified for duration of the term of the awarded contract.

CONTRACTOR
West Arbo lnc.
01129t24
Date
Patrick Mahoney President
Print Name Title
95-3250682
Social Security or Taxpayer lD Number
City of Carpinteria - Request for Proposals
Tree Trimming and Maintenance Services

DES IGNATION OF SUBCONTRACTORS

NAME, ADDRESS, AND PHONE

NUMBER OF SUBCONTMCTORS,

SUPPLIERS, AND VENDORS
None to be used.

TYPE OFWORK

MATERIALS, OR EQUIPMENT
(BE SPECTFTC)

Page 33 ends

A bidder proposing to subcontract any portion of the work and to procure materials and equipment from suppliers and vendors shall identify all proposed subcontractors, suppliers and vendors below.

Note: Additional sheets may be attached.
1 a. All statements of fact in such bid or proposal are true; b' Such bid or proposal was not made in the interest of or on behaff of any undisclosed person, partnership, company, association, organization or corporation; c. Such bid or proposal is genuine and not collusive or sham; d' Bidder has not, directly or indirectly by agreement, communication or conference with anyone, attempted to induce action prejudicial to the interest of the City of Carpinteria or of any other bidder or anyone else interested in ttre proposed procurement; e' Bidder did not, directly or. indirectly, collude, conspire, connive or agree with anyone else that said bidder or anyone else would submit a falsi oi sham bid or-proposal, or that anyone should refrain ftom bidding or withdraw his bid or proposal; f' Bidder did not, in any manner, directly or indirectly seek by agreement, communication or conference with anyone to raise or fix the bid or pioposal pii"e of said bidder or of anyone else, or to raise or fix any overhead, profit or cost element of trls bid or proposal price, or that of anyone else; g' Bidder did not, directly or indirectly, submit his bid or proposal price or any breakdown thereof' or the contents thereof, or divulge information or data relative thereto, to any corporation, partnership, company, association, organization, bid depoiitow, or to any member agent thereof, or to any individual or grou-p of individuals, except to tn" City of Carpinteria, or to any person or persons who hive a partnership or other?inancial interest with said bidder in his business. h' Bidder did not provide, directly or indirectly to any officer or employee of the c1y of Carpinteria any gratuity, entertainment, meals, oranyt"frini of vatue, whatsoever, which could be construed as intending to invoke any form of reclprocailon or favorable treatment. i' No officer or principal.of the_undersigned firm is employed or has been employed, either full or.part time, by the City of Carpinteria, either currently-or within the rast twb t2ilears, or is related to any officer or employee of the City by blood or marriage within the third degree. An exception to this section may be granted by-approval of the bity councir fiiorlo contract award. j' N9 officer or principal of the undersigned firm nor any subcontractor to be engaged by the principal has been convicted by a cburt of competent jurisdiction of any "r.t"-rgl
of fraud, bribery, collusion, conspiracy or any other act in violation of any state or federal intitrust law in connection with the bidding on, award of, or performance of, -any
public *or[
"ontr"ct,
with
any public entity, within the last three years.

City of Carpinteria - Request for proposals
Tree Trimming and Maintenance Services

Page 34 ends

The undersigned who submits herewith to the City of Carpinteria a Bid or proposaldoes hereby certify that:

I certifo, under penalty of perjury under the laws of the State of Cpfifomia, that the true and correct and that this certification was executed on California (Dat€)
Business West Coast Arborists , lnc.

Address 22OOE. Via Burton, Anaheim, CA 92806 (Corporate ls
at
printed Name & Tile: patrick Mahoney, President
)
(Signature)
City of Carpinteria - Request for Proposals
Tree Trimming and Maintenance Services

Page 35 ends

HISTORY
The term .Owner" herein shall refer to any private lirm or public agency to which the Contractor has submitted a bid to, or contracted with, for any tree trimming and maintenance contract.

Submitted West Coast Arborists lnc
Name must conespond with the Contractor's License
X Corporation
-Partnership -lndividual
Joint Venture
lf a corporation, under the laws of what State is it org anized? California California Regional Office (sl: 11405 Nardo Street, Ventura, CA 93004 Responsible Officers, Responsible ng
-Treasu
Lorenzo Perez - Area Manaqer
Use a page titled "Additional lnformation and/or Comments" for providing requested or additional information for each of the following questions to which you answer "yes" or for any comments.

A. Provide the following license numbers and expiration dates:

CA Contractor's License No. 366764 Expiration Date: 12t31t24 CA C-27 (Landscaping) Contractor's License No. 366764 Expiration 12t31124 cA c-61tD49 Service) Contractor's License 366764
Expiration Date:

Will you be able to provide OSHA Certification for aerial equipment when used throughout the term of the awarded contract? Yes X No
B. How many years' experience in construction work as a cunent organization? (1) As a GeneralContractor? 51 Vears rrom 1972 to Current (2) As a Subcontractor? N/A From _ to _
C. Provide the following names, addresses, and phone numbers for three public agencies for which Bidder has performed similar work within the past ten (10) years, including the Geographical lnformation System (GlS) tree inventory services:

1. City of Camarillo
Agency Name
Leo Alamillo (805) 388-5338
Name and telephone number of person familiar with project $780,000 AnnualTree Maintenance 1999 - Present
Contract amount

2. City of Goleta
Type of work
Agency Name
Paul Medel (805) 968-6769
Name and telephone number of person familiar with project Date Completed
City of Carpinteria - Request for proposals
Tree Trimming and Maintenance Services

Page 36 ends

$300 AnnualTree ntenance 2004 - Present
Contract amount Type of work Date Completed

3.citv of Ventu ra
Agency Name
Andv Torrez (805) 6524540
Name and telephone number of person familiar with project $1,495 ,000 Annual Tree Maintenance 1999 - Present
Contract amount Type of work Date Completed
D' Have you, your company, or any officer, manager or partner thereof, failed to complete a contract for an owner? YES
-
NO X I so indicate the name of each owner, dates, and the circumstances, E' Have you, your company, or any officer, manager or partner thereof, previously had a contractor's license suspended or revoked? YES trto )(_. lf so indicaie the name of each percon whose license was suspended or revokeTTates of oldFence, and the circumstances for each.

F' Have you, your companYl^or ?lY officer, manager or partner thereof, been debarred by any public agency? YES --- No . X . lf so, for eJcn incioent, indicate the name of each'person, the agency involved, dates, and the circumstances for each.

G. ln an award based on low-bid criteria where your firm appeared to have the low bid, have you or your company been denied an award of an Owner contract? YES _ NO X . ffi so, as io each such denial, state the name of the owner, the date of the denial, tlEliile andlfilber of the contract bid, and the grounds on which the Owner based the denial of award.

H' Has your company.been the subject of any inquiry by any Owner as to whether your company is a non-responsible bidder or non-responsible Bidder? YES
- NO X . lf so,'as to each inquiry, state the name of the Owner, the date of the inquiry, th-grounds on which the Owner based the inquiry, and the result of the inquiry.
l' Has your company been given a notice of deficiency during the performance of a contract for these types of services? YES
-
NO X . lf so, as to each iotice of deficiency, state the name of the owner, the date of the.nJij-ce, the gTounds on which the owner based the notice of the deficiency, and the result of the notice.

J' Has.your c-ompany been assessed liquidated damages or had pa-yment withheld by any Owner during the term of a contract for similar services? YES NO ' X . ff so, as to each assessment of liquidated damages or payment withheld, state tne namEf the Owner, the date of the assessmenUwithheld payment, the title and number of the contract, and the grounds on which the owner based the assessment of liquidated damages/payment withheld.

K. ls your company currently a party in any litigation against any Owner pertaining to any contract for services project, or has your company been b party to such litigation? yES X- ruo _. tt,o, as to each such litigation, state lhe name of the Owner, casdnumber, theEurt and jurisdiction in which said litigation is pending or was brought, the nature of the litigation, the amount jt issue in the litigation, the present status of such litigation, the date of resolutioriof such litigation if resolved, and the amount and method by which such iitigation was resolved, if resolved. pfeJSe see attacneO.

L' ln the last five (5) years, fr.qs your company, in the performance of similar services, received any notices of violation from OSHA resulting in any fine? YgS _ NO X . ff so, as io each notice, state the name of the Owner, the date of the notice, the grol-nds on which OSHA based the notice, and the result of the notice. Provide the following inform-ation as to contract experience with public entities or governrnental agencies only, within the past ten (10) years. lf none, write ,NONE" on the chart.

Tree Care Professionals Serving Communities Who Care About Tiees City of Carpinteria
RFP - Tree Trimming and Tree Maintenance Services
Statement of Litigation
As the agency's tree maintenance Contractor we were automatically tendered these lawsuits.

These lawsuits stem from limb failures, not due to our operations.

Kathleen White v. City of Buenaventura County of Ventura, Superior Court of California, Case # 56-2022-00571660-CU -PO-WA.
o A large limb failed onto a parked car. - Pending litigation.

Benjamin Abad v. West Coast Arborists, Inc. - County of Ventura, Superior Court of California, Case # 2023CUPP0L67 44.
o A City of Oxnard tree had failed, landing on a car. - Pending litigation www.WCAlNC.com
a
a
West (oast Arborists, lnc.
22OOE. Vicr Burton Street . r\ncrlreim,CA 92806 ' 714.991.1900 ' 800.521 37 l4 ' lqx'/)'1.95037'J5 Qity ol Carpinteria - Request for proposats page 37 Tree Trimming and Maintenance Services M. List Key Staff who will,work on the City's tree maintenance services, their qualifications and proposed duties. Staff shall include, but not be limited to, cerlified arborists, certified utility arborists, certified tree workers, certified urban foresters and/or municipal arborists, utility line cleaiance tree workers, CA.licensed pest control advisors and applicators, American Soclety oi Consulting Arborists (ASCAj registered consulting arborist, and technicians providing technical support for inven-tory software. The firm shall identify at^least one (1) ISA Certified Arborist who'will be responsible for project management, one (1) Certified Utility Arborist, and full-time English speaking site supervisors capable of communicating with any City representative, and who are au'lhorized to act on behalf of the firm.

Staff Member Qualifications
Jason Pineoar ISA Certified Arborist Uti litv Soecialist Proposed Duties
Reoional ManaoerA/P
#WE-2O39AU
NCCCO Certified Crane Operator #050820987R
ATSSA Traffic Control Desisner #00236727
Lorenzo Perez ISA Certified Arborist #WE-7443A {pa Manager - project Mgmt.

ISA Tree Risk Assessment Qualified
Tawny Halcon
%
Ma rcos Richa rd-Martinez
TCIA Certified Treecare Safety prof Area Supervisor
ISA Tree Worker Climber Job Site Foreman
#WE- 109897
Tim ISA Board Certified Master Arborisl
UtilW $pecialist, Municipal Specialist
Plant Health Care Manaqer
#WEASCA Reoistered Consultina Arborist #72
CA Dept. Pesticide Regulation QAL#145321 B, D
Rebecca Meiia ISA Board Certified Master Arborist Plant Health Care Arborist #wE-2355B
Jeff Crain
-
ISA Board Certified Master Arborist
#wE-66588
Plant Health Care Arborist
CA Dept. Pesticide Regulation QAL#161631 B, E
Leonardo Tuchman ISA Certified Arborist #WE-12453A Plant Health Care Arborist ASCA Consultins Arborist #771
B
Kellv Parkins ISA Certified Arborist, Municipal Plant Health Care Coordinator specialist #wE-'t 3868AM
DPR Qualified Pest Control Advisor #pCA74466 A,B,E,G
CA Dept. Pesticide Regulation eAL #96879 A,B,C,E
Andre.w ISA Arborist #WE- 12738A GIS Manaqer
Microsoft Certified Technoloov Specialist MIS Technical SuoporWp Crinnen Rebecca Halcon C ustomer Service Representative
Please refier to section tifled 'Company Personnel' in the attached proposal book for additional City of Carpinteria - Request for Proposals Page 38
Tree Trimming and Maintenance Services
N. Please describe your proposed tree inventory program and attach sample reports.

Our tree inventorv management program sets us apart from other companies. Wth nearlv 2,000 active users. ArborAccess and our mobile aoo will helo vou easilv manaqe vour urban forest with ease and convenience. Tree site attributes location ftrtilizino GPS coordinates), soecies type, and parkwav size. Features allow vou to view and edit work historv records and create work orders directlv from the field, allfrom our secure cloud.

The information contained in ArborAccess is live that can also be linked directM to a GIS program, such as ArcView. for oeo+odino and can assist vour Aoencv in meetinq GASB34 requirements. ArborAccess provides an unlimited resource of information reoardino vour urban forest.

Please refer to section titled 'Technology & lnformation Management' in the attached propq!?l book for additional information.

CONTMCTOR'S MAILING ADDRESS:

West Coast Arborists, lnc.
2200 E. Via Burton
Anaheim cA 92806
West Coast Arborists, Inc.

FIRM

SIGNATURE
Patrick Mahoney, President
TITLE

EXHIBIT B

PAYMENT SCHEDULE
(See Exhibit A)
ll

EXHIBIT C

INSURANCE REOUIREMENTS
Prior to the beginning of and throughout the duration of the Work, Consultant will maintain insurance in conformance with the requirements setforth below. Consultant will use existing coverage to comply with these requirements. If that existing coverage does not meet the requirements set forth here, Consultant agrees to amend, supplement or endorse the existing coverage to do so. Consultant acknowledges that the insurance coverage and policy limits set forth in this section constitute the minimum amount of coverage required. Any insurance proceeds available to City in excess of the limits and coverage required in this agreement andwhich is applicable to a given loss, will be available to City.

Consultant shall provide thefollowing types and amounts of insurance:

Commercial General Liability Insurance using Insurance Services Offrce "Commercial General Liability" policy form CG 00 0l orthe exact equivalent. Defense costs must be paid in addition to limits. There shall be no cross liability exclusion for claims or suits by one insured against another. Limits are subject to review but in no event less than $1,000,000 per occurence.

Business Auto Coverage on ISO Business Auto Coverage form CA 00 01 including symbol I (Any Auto) or the exact equivalent. Limits are subject to review, but in no event to be less than $1,000,000 per accident. If Consultant owns no vehicles, this requirement may be satisfied by a non-owned auto endorsement to the general liability policy described above. If Consultant or Consultant's employees will use personal autos in any way on this project, Consultant shall provide evidence ofpersonal auto liability coverage for each such person.

Workers Compensation on a state-approved policy form providing statutory benefits as required by law with employer's liability limits no less than $1,000,000 per accident or disease.

Excess or Umbrella Liability Insurance (Over Primary) if used to meet limit requirements, shall provide coverage at least as broad as specified for the underlying coverages. Any such coverage provided under an umbrella liability policy shall include a drop down provision providing primary coverage above a maximum $25,000 seltinsured retention for liability not covered by primary but covered by the umbrella. Coverage shall be provided on a "pay on behalf' basis, with defense costs payable in addition to policy limits. Policy shall contain a provision obligating insurer at the time insured's liability is determined, not requiring actual payment by the insured first. There shall be no cross liability exclusion precluding coverage for claims or suits by one insured against another. Coverage shall be applicable to City for injury to employees of Consultant, subconsultants or others involved in the Work. The scope of coverage provided is subject to approval of City following receipt of proof of insurance as required herein. Limits are subject to review but in no event less than $ 1,000,000 per occurrence.

Professional Liability or Errors and Omissions Insurance as appropriate shall be written on a policy form coverage specifically designed to protect against acts, errors or omissions of the consultant and "Covered Professional Services" as designated in the policy must specifically include work performed under this agreement. The policy limit shall be no less than $1,000,000 per claim and in the aggregate. The policy must "pay on behalf of ' the insured and must include a provision establishing the insurer's duty to defend. The policy retroactive date shall be on or before the effective date ofthis agreement. 12 Insurance procured pursuant to these requirements shall be written by insurers that are admitted carriers in the state of Califurnia and with an A.M. Bests rating of A- or better and a minimumfinancial size VIL General conditions pertaining to provision of insurance coverage by Consultant. Consultant and City agree to the following with respect to insurance provided by Consultant:

1. Consultant agrees to have its insurer endorse the third party general liability coverage required herein to include as additional insureds City, its officials, employees, volunteers and agents, using standard ISO endorsement No. CG 2010-0413. Consultant also agrees to require all contractors and subcontractors to do likewise.

2. No liability insurance coverage provided to comply with this Agreement shall prohibit Consultant, or Consultant's employees or agents, from waiving the right of subrogation prioi to a loss. Consultant agrees to waive subrogation rights against City regardless ofthe applicability of any insurance proceeds, and to require all contracton and subcontractors to do likewise. 3' All insurance coverage and limits provided by Contractor and available or applicable to this agreement are intended to apply to the full extent ofthe policies. Nothing contained in this Agreement or any other agreement relating to the City or its operations limits the application of such insurance coverage.

4. None of the coverages required herein will be in compliance with these requirements if they include any limiting endorsement of any kind that has not been first submitted to City and approved of in writing.

5. No liability policy shall contain any provision or definition that would serve to eliminate so-called ,third party action over" claims, including any exclusion for bodily injury to an employee ofthe insured or of any contractor or subcontractor.

6. All coverage types and limits required are subject to approval, modification and additional requirements by the City, as the need arises. Consultant shall not make any reductions in scope of coverage (e.g., elimination of contractual liability or reduction of discovery period) that may affect City,s p.t .ti6n without City's prior written consent.

7. Proof of compliance with these insurance requirements, consisting of certificates of insurance evidencing all ofthe coverages required and an additional insured endorsement to Consultant,s general liability policy, shall be delivered to City at or prior to the execution of this Agreement. In the event such proofofany insurance is not delivered as required, or in the event such insurance is canceled at any time and no replacement coverage is provided, City has the right, but not the duty, to obtain any insurance it deems necessary to protect its interests under this or any other agreemeni and to pay thl premium. Any premium so paid by City shall be charged to and promptly paid by Consuita-nt or deducted from sums due Consultant , alCity option.

8. Certificate(s) are to reflect that the insurer will provide 30 (thirty) days notice to City of any cancellation of coverage. Consultanl agrees to require its insurer to modifi such ceftificates to delete any exculpatory wording stating that failure of the insurer to mail written notice of cancellation imposes no obligation, or that any party will "endeavor" (as opposed to being required) to comply with the requirementJof the certificate.
l3

9. It is acknowledged by the parties of this agreement that all insurance coverage required to be provided by Consultant or any subcontractor, is intended to apply first and on a primary, non-contributing basis in relation to any other insurance or self insurance available to City.

10. Consultant agrees to ensure that subcontractors, and any other party involved with the project who is brought onto or involved in the project by Consultant, provide the same minimum insurance coverage required of Consultant. Consultant agrees to monitor and review all such coverage and assumes all responsibility for ensuring that such coverage is provided in conformity with the requirements of this section. Consultant agrees that upon reques! all agreements with subcontractors and others engaged in the project will be submitted to City for review.

I 1. Consultant agrees not to self-insure or to use any self-insured retentions or deductibles on any portion of the insurance required herein and further agrees that it will not allow any contractor, subcontractor, Architect, Engineer or other entity or person in any way involved in the performance of work on the project contemplated by this agreement to self-insure its obligations to City. If Consultant's existing coverage includes a deductible or self-insured retention, the deductible or self-insured retention must be declared to the City. At that time the City shall review options with the Consultant, which may include reduction or elimination of the deductible or self-insured retention, substitution of other coverage, or other solutions.

12. The City reserves the right at any time during the term of the contract to change the amounts and types of insurance required by giving the Consultant ninety (90) days advance written notice of such change.

If such change results in substantial additional cost to the Consultant, the City will negotiate additional compensation proportional to the increased benefit to City.

13. For purposes of applying insurance coverage only, this Agreement will be deemed to have been executed immediately upon any party hereto taking any steps that can be deemed to be in furtherance of or towards performance ofthis Agreement.

14. Consultant acknowledges and agrees that any actual or alleged failure on the part of City to inform Consultant of non-compliance with any insurance requirement in no way imposes any additional obligations on City nor does it waive any rights hereunder in this or any other regard.

15. Consultant will renew the required coverage annually as long as City or its employees or agents face an exposure from operations of any type pursuant to this Agreement. This obligation applies whether or not the Agreement is canceled or terminated for any reason. Termination of this obligation is not eflective until City executes a written statement to that effect.

16. Consultant shall provide proofthat policies of insurance required herein expiring during the term ofthis Agreement have been renewed or replaced with other policies providing at least the same coverage.

Proofthat such coverage has been ordered shall be submitted prior to expiration. A coverage binder or letter from Consultant's insurance agent to this effect is acceptable. A certificate ofinsurance and/or additional insured endorsement as required in these specifications applicable to the renewing or new coverage must be provided to City within five days of the expiration of the coverages.

17. The provisions of any workers' compensation or similar act will not limit the obligations of Consultant under this Agreement. Consultant expressly agrees not to use any statutory immunity defenses under such laws with respect to City, its employees, officials and agents. 14 18. Requirements of specific coverage features or limits contained in this section are not intended as limitations on coverage, limits or other requirements nor as a waiver of any coverage normally provided by any given policy. Specific reference to a given coverage feature is forpurposei ofclarifiiaiion only as it pertains to a given issue and is not intended by any party or insured to be limiting or all-inclusive.

19. These insurance requirements are intended to be separate and distinct from any other provision in this agreement and are intended by the parties here to be interpreted as such.

20. The requirements in this Section supersede all other sections and provisions of this Agreement to the extent that any other section or provision conflicts with or impairs the provisions of this Section.

21. Consultant agrees to be responsible for ensuring that no contract used by any party involved in any way with the project reserves the right to charge City or Consultant for the cost of additional insurancl coverage required by this agreement. Any such provisions are to be deleted with reference to City. It is not the intent of City to reimburse any third party for the cost of complying with these requirements.

There shall be no recourse against City for payment of premiums or other amounts with respect thereto.

22. The City's failure to comply with reporting requirements should not affect coverage required under the Agreement.
23' The consultant's insurarce is primary to that of any insurance claimed by the City.

Consultant agrees to provide immediate notice to City of any claim or loss against Consultant arising out of the work performed under this agreement. City assumes no obligation oiliability by such notice, but has the right (but not the duty) to monitor the handling of any such claim or claimi ilthey are likely to involve City.
l5

EXHIBIT D

WORKERS' COMPENSATION REOUIREMENTS
The Consultant is required to sign and file a statement acknowledging its obligation to secure payment of Workers' C ompensation befor e beginning work.
l6
ACIC{OWLEDGEIUENT OF WORIGRS' COI}fENSATION OBLIGATION
I, Patrick Mahoney, hereby acknowledge my obligation to secure payment of Workers' Compensation before beginning work.

West Coast Arborists, Inc.

By:

Patrick Mahoney, President
Dated:
t7

2. EXHIBIT E

RESOLUTION OF CONSTRUCTION CLAIMS
The following pertains to Public Contract Code Sections 20104 through 20104.6 (Resolution of Construction Claims)
This article applies to all public works claims of three hundred seventy-five thousand dollars ($375,000) or less which arise between a contractor and a local agency.

This article shall not apply to any claims resulting from a contract between a contractor and a public agency when the public agency has elected to resolve any disputes pursuant to Article

7.1 (commencing with Section 10240) of Chapter I of Part2. "Public work" means "public works contract" as defined in Section I 101 but does not include any work or improvement contracted for by the state or the Regents of the University of California.
ooClaim" means a separate demand by the contractor for (a) a time extension, (b) payment of money or damages arising from work done by, or on behalf of, the contractor pursuant to the contract for a public work and payment of which is not otherwise expressly provided for or the claimant is not otherwise entitled to, or (c) an amount the payment of which is disputed by the local agency.

The provisions of this article or a summary thereof shall be set forth in the plans or specifications for any work which may give rise to a claim under this article.

This article applies only to contracts entered into on or after January l, 1991.

For any claim subject to this Agreement, the following requirements apply:

The claim shall be in writing and include the documents necessary to substantiate the claim. Claims must be filed on or before the date of final payment. Nothing in this subdivision is intended to extend the time limit or supersede notice requirements otherwise provided by contract for the filing of claims. (1) For claims of less than fifty thousand dollars ($50,000), the City shall respond in writing to any written claim within 45 days of receipt of the claim, or may request, in writing, within 30 days of receipt of the claim, any additional documentation supporting the claim or relating to defenses to the claim the City may have against the claimant.
(2) lf additional information is thereafter required, it shall be requested and provided pursuant to this subdivision, upon mutual agreement of the City and the claimant.

4. 5

6. 7.
a.
b
l8
(3) The City's written response to the claim, as further documented, shall be submitted to the claimant within l5 days after receipt of the further documentation or within a period of time no greater than that taken by the claimant in producing the additional information, whichever is greater.
(l) For claims of over fifty thousand dollars ($50,000) and less than or equal to three hundred seventy-five thousand dollars ($375,000), the City shall respond in writing to all written claims within 60 days of receipt of the claim, or may request, in writing, within 30 days of receipt of the claim, any additional documentation supporting the claim or relating to defenses to the claim the City may have against the claimant. (2) If additional information is thereafter required, it shall be requested and provided pursuant to this subdivision, upon mutual agreement of the City and the claimant. (3) The City's written response to the claim, as further documented, shall be submitted to the claimant within 30 days after receipt of the further documentation, or within a period of time no greater than that taken by the claimant in producing the additional information or requested documentation, whichever is greater. d. If the claimant disputes the City's written response, or the City fails to respond within the time prescribed, the claimant may so notify the City, in writing, either within l5 days of receipt of tlie City's response or within l5 days of the City's failure to respond within the time prescribed, respectively, and demand an informal conference to meet and confer for settlement of the issues in dispute. Upon a demand, the City shall schedule a meet and confer conference within 30 days for settlement of the dispute. e' Following the meet and confer conference, if the claim or any portion remains in dispute, the claimant may file a claim as provided in Chapter I (commencing with Section 900) and Chapter 2 (commencing with Section 910) of Part 3 of Division 3.6 of Title I of the Government Code. For purposes of those provisions, the running of the period of time within which a claim must be filed shall be tolled from the time the claimant submits his or her written claim pursuant to subdivision (a) until the time that claim is denied as a result of the meet and confer process, including any period of time utilized by the meet and confer process.
f. This article does not apply to tort claims and nothing in this article is intended nor shall be construed to change the time periods for filing tort claims or actions specified by Chapter I (commencing with Section 900) and Chapter 2 (commencing wiih Section 910) of Part 3 of Division 3.6 of Title I of the Government Code.

The following procedures are established for all civil actions filed to resolve claims subject to this article:

Within 60 days, but no earlier than 30 days, following the filing or responsive pleadings, the court shall submit the matter to nonbinding mediation unless waived by mutual stipulation of both parties. The mediation process shall provide for the selection within l5 days by both c
8 t9
9 parties of a disinterested third person as mediator, shall be commenced within 30 days of the submittal, and shall be concluded within l5 days from the commencement of the mediation unless a time requirement is extended upon a good cause showing to the court or by stipulation of both parties. lf the parties fail to select a mediator within the l5-day period, any party may petition the court to appoint the mediator.
(a) If the matter remains in dispute, the case shall be submitted to judicial arbitration pursuant to Chapter 2.5 (commencing with Section l14l.l0) of Title 3 of Part 3 of the Code of Civil Procedure, notwithstanding Section I 141.1 I of that code. The Civil Discovery Act (Title 4 (commencing with Section 2016.010) of Part 4 of the Code of Civil Procedure) shall apply to any proceeding brought under this subdivision consistent with the rules pertaining to judicial arbitration.
(b) Notwithstanding any other provision of law, upon stipulation of the parties, arbitrators appointed for purposes of this article shall be experienced in construction law, and, upon stipulation of the parties, mediators and arbitrators shall be paid necessary and reasonable hourly rates ofpay not to exceed their customary rate, and such fees and expenses shall be paid equally by the parties, except in the case of arbitration where the arbitrator, for good cause, determines a different division. In no event shall these fees or expenses be paid by state or county funds.
(c) In addition to Chapter 2.5 (commencing with Section I141.10) of Title 3 of Part 3 of the Code of Civil Procedure, any party who after receiving an arbitration award requests a trial de novo but does not obtain a more favorable judgment shall, in addition to payment of costs and fees under that chapter, pay the attorney's fees ofthe other party arising out ofthe trial de novo.

10. The court may, upon request by any parly, order any witnesses to parlicipate in the mediation or arbitration process.
l1 The City shall not fail to pay money as to any portion of a claim which is undisputed except as otherwise provided in the contract.
13 ln any suit filed under Section20104.4,the City shall pay interest atthe legal rate on any arbitration award or judgment. The interest shall begin to accrue on the date the suit is filed in a court of law. 14 Pursuant to California Public Contract Code Section720l, the City may not retain greater than five (5%) percent of contract price.
20 City of Carpinteria
Cour,rcu- Aceupa Srerr Reponr
February 26,2024

ITEM FOR COUNCIL CONSIDERATION
Commend Carpinteria Volunteer of the Year nominees for their service in 2023 and select one nominee as the Volunteer of the Year to be awarded at the Carpinteria Community Association's Community Awards Banquet.

STAFF RECOMMENDATION
1 . Commend Carpinteria Volunteer of the Year nominees for their service in 2023 and select a Volunteer of the Year recipient.

2. Direct City staff to prepare a Resolution for the Volunteer of the Year awardee to be adopted at a future City Council Meeting.

Sample Motion: I move to:

1. Commend Carpinteria Volunteer of the Year nominees for their service in 2023 and select as Volunteer of the Year recipient.

2. Direct City staff to prepare a Resolution for Volunteer of the Year to be adopted at a future City Council Meeting.

BACKGROUND
Each year the City of Carpinteria recognizes a Volunteer of the Year. The Volunteer of the Year Award is given to a volunteer that has made a meaningful contribution to the city with their service. Attached are a list of previous Carpinteria Volunteer of the Year award recipients.

The purpose of this agenda matter is for the Council to initiate the process for recognition of people for the subject annual commendation.

DISCUSSION
The nominations for Volunteer of the Year have been submitted by City staff who oversee these activities. ln the past only one Volunteer of the Year has been awarded Volunteer of the Year Award
February 26,2024
2 The nominees are as follows
Robin Kait, a dedicated volunteer, quietly and privately plants gardens for large families to alleviate their food costs. Her commitment extends over a decadels a Girl Scout Leader, and she currently dedicates several hours a week to the community Garden. with enthusiasm, she engages in gardening, clearing overgrown areas, and assisting in preparing garden beds for subsequent members. Robin generously donates her time as the lead garden volunteer for the senior bed at Carp Garden. Her selfless contributions and green thumb make her an invaluable asset to our community. Robin spends an over 10 hours per week as a volunteer.

Jack Niederpreum has been a stellar volunteer at the library for a year, consistently shelving books weekly with unwavering dedication. Beyond his regular duties, Jack goes above and beyond, assembling IKEA furniture and saving valuable staff time. He extends his generosity by volunteering with the wednesday Lunch Bunch for homeless outreach every week, in addition to driving for HELP at least once a week. Jack's responsible and positive demeanor, coupled with his excellent communication skills, make him a standout volunteer who significantly contributes to our community. Jack volunteerism adds up to at least 12 hours per week.
a
Ray Kolbe has taken it upon himself to actively beautify the Santa Monica Trail, demonstrating a profound commitment to community enhancement. When Ray embarked on this project, the trail was overgrown with invasive grasses. Over the years, he has invested hundreds of hours in removing invasives and planting native species, transforming the path into a beautiful space that also serves as a habitat for pollinator species like the monarch butterfly. Ray established a 501c3 organization and recruited volunteers to support this singular effort. Ray's dedication exemplifies his passion for creating a more vibrant and sustainable environment. Ray volunteers upwards of 50 hours to this endeavor each month.

ATTACHMENTS
A. Carpinteria Volunteer of the Year History
Staff contact: Olivia Uribe Mutal, Program Manager
805-755-440 1 ; [email protected]
Reviewed by: Michael Ramirez, City Manager
(805) 755-4450, michaelr@carpinte naca.qov Signature
o
G:\CC Staff Reports\2024 0226\Drafts\Staff Report - Feb26 - Volunteer of the Year.docx

ATTACHMENT A
Volunteer of the Year Award Winners
Year Resolution No. Council Date Name
2023 62L7 4/ro/23 Kathy and Andy Sheaffer
2022 61_03 2/28/2022 Pedro Castro Lopez
202t 6027 218/2O2L Jaime Diamond
2020 s935 tl13/2o2o Bryan Mootz
20L9 s865 1.114/2ore Brad & Barbara Smith
20L8 s765 L/8/20t8 Dale Olivas
2017 5697 tle/2017 Richard Weinberg
2016 5639 1/LLl20L6 Patty & Harry Manuras
20L5 5565 tlt2/2ot5 Lee Heller
20L4 5498 1./L3/201.4 Donna Jordan
City of Carpinteria

COUNCIL AGENDA STAFF REPORT
February 26, 2024

ITEM FOR COUNCIL CONSIDERATION
Consideration of potential priorities / tactical deliverables and measures and metrics to support City Council adopted goals for the Fiscal Year 2024-25 Annual Work Plan.

STAFF RECOMMENDATION
Receive presentation and approve potential priorities/tactical deliverables and measures and metrics to support City Council adopted goals for the Fiscal Year 2024-25 Annual Work Plan.

Sample Motion: I move to receive the presentation and approve potential priorities/ tactical deliverables and measures and metrics to support City Council adopted goals for the Fiscal Year 2024-25 Annual Work Plan.

BACKGROUND
Each year, a City Council-approved Annual Work Plan (AWP) serves as the primary document to guide new or significantly modified work for City staff. This year, the City enlisted the services of Tripepi Smith to assist with a multi-day AWP development process, including the development of a final report for City Council consideration and potential adoption. The first AWP meeting was held on January 29, 2024. At this meeting, Tripepi Smith facilitated a City Council discussion and five high-level goals were approved by the City Council in concept as presented in Tripepi Smith's PowerPoint presentation
1 . At the conclusion of this meeting, the following next steps were discussed:
• City staff and Tripepi Smith will meet to review the goals affirmed by the City Council and discuss programmatic responses and metrics. • Tripepi Smith will assemble a report and summary of meeting #1 and measurement metrics.
1 https://carpinteria.granicus.com/MetaViewer.php?view id=2&clip id=1382&meta id=88176 Annual Work Plan Meeting 2
February 26, 2024

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• City Council will review and consider adoption of a final report affirming Vision, Mission, Goals, Objectives, and Metrics in February or March.

The purpose of this agenda matter is to receive a report, summary, and presentation from Tripepi Smith regarding the AWP for Fiscal Year 2024-25, and to consider adoption of the final report.

DISCUSSION
Key revisions to the AWP development process and justifications were provided in the AWP staff report on January 29, 2024
2 .

Upon receiving the presentation from Tripepi Smith, City Council may adopt the final report with or without modifications, or may elect not to adopt the report and direct staff to return with additional information for consideration at a subsequent meeting. When a final report is adopted, City staff will utilize the approved content to create a concise and visually pleasant Annual Work Plan document, increasing transparency and utilization by ease of reference, with a focus on connecting the dots between the City Council vision, mission, goals and priorities with measurable objectives.

POLICY CONSISTENCY
Conducting the AWP meeting at a time and place where the Councilmembers, staff, and public can dedicate a significant block of time for discussion of this important work is helpful to the work plan development process. The AWP development process can be found consistent with the City's interest in promoting good governance, including efficient use of public resources and encouraging public participation.

FINANCIAL CONSIDERATIONS
The AWP is an important precursor to the drafting of the budget for the coming fiscal year, i.e., July 1, 2024 through June 30, 2025. Through the budget process, the AWP will determine what projects and programs are to be prioritized for funding.

LEGAL AND RISK MANAGEMENT CONSIDERATIONS
The AWP meeting is open to the public. The agenda was posted and materials were made available in advance of the meeting through the City Clerk's office and the City website. The AWP is an opportunity to identify work that can help address legal, financial and other types of risk facing the City organization. 2 https://carpinteria.granicus.com/MetaViewer.php?view id=2&clip id=1382&meta id=8817 4 G:\CC Staff Reports\2024 0226\Final\Annual Work Plan Report\2024 0226 Annual Work Plan Meeting

2.docx
Annual Work Plan Meeting 2
February 26, 2024

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OPTIONS

1. Receive presentation and approve potential priorities/tactical deliverables and measures and metrics to support City Council adopted goals for the Fiscal Year 2024-25 Annual Work Plan (with or without modifications.)

2. Do not adopt the report and direct staff to return with additional information for consideration at a subsequent meeting

PRINCIPAL PARTIES EXPECTED AT MEETING
Tripepi Smith staff. The general public, including various interest groups.

ATTACHMENTS
Attachment A: Tripepi Smith Final Report
Staff contact: Michael Ramirez, City Manager
(805 755-4450), [email protected]
G:\CC Staff Reports\2024 0226\Final\Annual Work Plan Report\2024 0226 Annual Work Plan Meeting

2.docx

ATTACHMENT A
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City of Carpinteria
2024 Strategic Plan & Goal Setting
Process to inform 2024-2025 Work Plan
Plan Assembled By:

Authors:

Ryder Todd Smith, Principal
Kylie Sun, Business Analyst
Completed February 2024
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Table of Contents
Table of Contents ............................................................................................................ 2 Summary .......................................................................................................................... 3 Key Concepts for Strategic Planning ............................................................................... 4 Review on Vision and Mission............................................................................................................................. 4 Current Vision ..................................................................................................................................................... 5 Current Mission................................................................................................................................................... 5 City Council Goals.....................................................................................................................................6 Capital Improvement Projects............................................................................................................................. 7 City Council Goals ........................................................................................................... 8 Primary Goal #1 – Enhance Public Outreach, Education and Transparency ............................................8 Primary Goal #2 – Accommodate City Growth while Maintaining a Small Beachside Town Personality 9 Primary Goal #3 – Take Steps to Address the Fiscal Sustainability of the City.......................................10 Primary Goal #4 – Strengthen Community Institution Collaboration....................................................11 Primary Goal #5 – Invest in a High-Performance Team at City Hall.......................................................12 Secondary Priorities ....................................................................................................... 14 Exhibit A – January 29, 2024 Staff Report ..................................................................... 15 Exhibit B – January 29, 2024 Tripepi Smith PowerPoint Deck....................................... 20

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Summary Strategic planning is a common best practice for all organizations. Identifying broad goals, defining success for the organization and helping to set a direction for the team that works daily to deliver is a logical management practice. In city governments, this takes on a particularly important role where the function of the elected leaders is to set targets and priorities for the agency staff, and then to unleash the city staff to go work on hitting the goals and delivering for the community. An effective strategic planning process both informs city staff about the priorities of the city council they serve and helps councilmembers resolve their competing priorities and visions for the city they serve.

City managers find the strategic planning process to be particularly helpful as it gives them a chance to hear from all the council members in a public forum where they can engage each other in healthy debate or discovery of shared missions and visions. This process also aids the city staff leadership team as it allows them to share their expertise to help inform the elected leaders about areas of concern, potential focus areas, and strategic solutions. The robust exchange can align the city staff behind the aspirations of the city council and provide a three-to-five-year vision for their work and budget priorities.

The City of Carpinteria engaged Tripepi Smith to lead a strategic planning process for the Carpinteria City Council in January 2024. The process included interviews with the City Manager, individual interviews with each Councilmember, a facilitated City Council discussion, review of the facilitated meeting and priorities with City Staff and the assembly of this report.

The ultimate purpose of the process is not only to identify goals but to also devise methods for measuring progress toward those goals. The intent is to identify metrics and/or critical steps that can be measured in response to each goal to provide ongoing progress reports to the City Council. The measurement process aims to find a balance between the resources required for collecting metrics and the accuracy of those metrics as a reliable indicator of progress towards the City Council's established goals. - 4 -
Key Concepts for Strategic Planning There are a lot of terms used in strategic planning that can be confusing or simply unclear in terms of how an aspect of the strategic plan fits in with the other aspects. To that end, and to create a uniform understanding among all readers of this document, the following explanations are offered:
• Vision – What is Carpinteria’s overarching aspiration for the City and community? Think 30+ years out.
• Mission – What is Carpinteria focusing on now to achieve the vision? • City Council Goals – What are the elements that we need to accomplish to deliver on the mission?
Where it concerns setting goals, the City Manager defined these elements as being the “stretch 5% of what we are going to do beyond our routine programming” for the year. Notably, many routine services will contine like permit reviews, posting council meeting minutes, drafting staff reports, overseeing the waste hauler contract and such.

But the prioritization sets the direction for how the remaining staff capacity for the City will be directed and prioritized to best serve the community. While in same cases, some of the City Council identified priorities are already in motion, the general timeframe for the pursuit of these priorities within the goal areas is Fiscal Year 2024-25.

Review on Vision and Mission
As the goal setting process was starting later than usual this year and the process was not aided by an extensive outreach process that is envisioned for the next cycle, Tripepi Smith advised that City Council not consider significant amendments to the Vision and Mission of the City at this time. Our advice was to review them, ensure nothing egregious was present, and then get focused on the Goals.

Additionally, Tripepi Smith did observe that the City did not have adopted values to include as part of Vision, Mission and Values framework. With that in mind, it was noted that many of the Mission Statement element were more values than a Mission Statement and as such, could be a great starting point for distilling down the Mission Statement while having starter Values to work with during the next strategic planning cycle.

During the facilitated discussion, the City Council offered some modest suggestions for future adjustments to the Vision and Mission Statements, but no edits were approved in the meeting, and shifting to a focus on the goals discussion was a higher priority at - 5 -
that point in the discussion. They decided to move on in acknowledgement that this would be a lengthier process better suited for next year when the process would include more public participation.

Current Vision
Carpinteria is a vibrant but easy-going, family-oriented small town with an economically and ethnically diverse population, working together for the common good of all residents and visitors.

Framed by the mountains and the Pacific Ocean beaches, Carpinteria's unusually mild climate provides a beautiful setting in which to live, to work and to play. It has safe and attractive commercial, agricultural and residential areas.

It benefits from an outstanding local school system. Walkways and bike paths link centers of interest in the town. The automobile is a choice rather than a necessity.

Excellent local and regional transportation connects Carpinteria to nearby cities.

Opportunities for the enjoyment of recreation and the arts are widely available.

The community maintains a balance between effective growth and open space through sensitive, area-wide planning which ensures that the small town, rural identity of Carpinteria will flourish.

Current Mission
Government in Carpinteria shall be open, honest and equitable and shall encourage, to the fullest extent possible, public participation in the decision-making process Government shall make judicious use of the City’s limited resources to promote the highest possible quality of life for all of Carpinteria's residents. This includes providing services consistent with community needs as well as protecting the social and physical environment.

Government shall strive to enhance the City's economic base in a manner that is consistent with the needs and preferences of the community. The city budget shall reflect the goals and priorities of the majority of the City residents and shall be managed in a professional and business-like manner.

The diversity of the community shall be recognized, and City government shall serve the interest of all residents, maintaining an atmosphere in which the residents feel the City has their best interests at heart at all times.

The long-range vision and course of action for Carpinteria's future shall continue to be articulated and implemented through an ongoing process of community-wide consensus building.
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City Council Goals
After meeting with each City councilmember individually, Tripepi Smith identified consolidated concerns and priorities and presented five primary goals at a special meeting held on January 29, 2024. The high-level goals were approved by the City Council in concept as presented in Tripepi Smith’s PowerPoint presentation (Exhibit B), and City Councilmembers offered language adjustment and additional priorities that fell within these categories. Tripepi Smith relied on this approval to assemble this report, and it is anticipated that the City Council, when adopting the report, will be more formally adopting the goals and priorities noted within those goals.

Members of the public were invited to attend and speak at the strategic planning workshop. There were several speakers who noted their suggestions for programming or facilities that the City Council should take action on. Those items were added in real time to the presentation by Tripepi Smith and were denoted during the presentation.

Additionally, written public comment was provided by the public prior to the meeting and that information was also included in the presentation of public feedback.

Following the facilitated meeting, City Staff met to discuss department-level objectives to advance City Council goals, and measure and metrics to track progress and enhance transparency. Moreover, City staff discussed additional challenges and opportunities related to the high-level goals established by City Council goals, and suggested additional policy areas for consideration. This report outlines the five primary goals identified by City Council, along with potential priorities/tactical steps and metrics for each:

1. Primary Goal #1 – Enhance Public Outreach Education and Transparency

2. Primary Goal #2 – Accommodate City Growth while Maintaining a Small Beachside Town Personality

3. Primary Goal #3 – Take Steps to Address the Fiscal Sustainability of the City

4. Primary Goal #4 – Strengthen Community Institution Collaboration

5. Primary Goal #5 – Invest in High-Performance Team at City Hall - 7 -
Capital Improvement Projects
During the facilitated discussion, City Staff noted that there would be an upcoming study session with the City Council to address the Capital Improvement Program (CIP).

CIP projects cover multiyear large design and construction efforts such as roadways, bridges, stormwater systems and more. The City Council had identified in their one-onone interviews certain priorities related to pickleball courts and dog parks among other community amenities. Consideration of these items was separated from the goal setting process as those were to be prioritized in a different venue. As such, you won’t see them denoted in this document.

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City Council Goals
Primary Goal #1 – Enhance Public Outreach, Education and Transparency
The City Council is concerned that its current outreach and education efforts are not reaching the harder-to-reach communities in the City. Council would like hear from more voices in the community to ensure that policy decisions are benefiting a broader swath of residents. By enhancing public outreach efforts and ensuring transparency in decision-making processes, the City Council aims to foster a more informed community, encourage civic participation and create a more collaborative relationship between the City and the residents of Carpinteria.

Potential Priorities/Tactical Deliverables:
• Improve relations with non-profits and organizations that are strongly connected to the Latino community.
o Examples of non-profits: Las Promotoras, Carp Children’s Project, Food Bank, Churches, People’s Self-Help Housing.
o Examples of organizations: Latino business owners in the community. o Hold quarterly meetings with a select number of non-profits and organizations, document the meetings and identify priority alignment among the groups and the City.
o Actively participate in two non-profit events per year. • Speak to the community on budget, economics and tradeoffs. o Execute three community workshops to inform two-year Annual Work Plan:
§ In-Person English workshop
§ In-Person Spanish workshop
§ Virtual workshop
o Upgrade records management platform.
o Develop a budget at a glance.
• Continue investments in Spanish language resources.
o Leverage upgraded GATV equipment to provide Spanish closed-captions for City broadcasted meetings.
o Explore opportunities for collection of Spanish translation usage data and consider alternatives and/or additions to City's investment in Latino community engagement.
• Formalize the appointment process to commissions and committees. - 9 -
• Assess current communication tools and methodologies. o Develop, implement and adopt an administrative social media policy. o Execute an RFP for a third-party to evaluate City communication processes and platforms and devise an expanded community education strategy.
• Track and report on engagement efforts.
o Implement a community satisfaction survey every two years. o Complete the survey and deliver results to the community. • Evaluate investing in an ongoing polling tool.
• Create capacity to take on outreach and engagement goals. o Hire a communications professional and/or add new or expand existing contract staff.
o Reduce the amount of work items and reallocate resources to other areas.

Primary Goal #2 – Accommodate City Growth while
Maintaining a Small Beachside Town Personality
The City Council recognizes the challenge of managing urban growth and complying with state housing mandates while preserving the unique charm and character of Carpinteria as a small beachside town. The City Council desires to develop strategies and policies that allow for responsible growth, address the need for economic development while preserving the community's identity.

Potential Priorities/Tactical Deliverables:
• Prioritize affordable housing.
o Explore options for the development of affordable housing. o Present options for affordable housing to City Council. • Complete the implementation of zoning to implement an adopted Housing Element.
o Advance implementation of the Housing Element.
o Adopt re-zones needed to meet Regional Housing Needs Assessment (RHNA) shortfall.
o Pursue density bonus ordinance update.
o Implement SB9 lot split ordinance.
o Update zone code to comply with homelessness housing mandates. • Define what smart implementation is and how to balance competing objectives. • Navigate through the two major hotel development projects. • Address County development visions impacting the City’s sphere of influence. o Engage in and monitor action related to the Bailard Redtail project. - 10 -
o Participate in County Housing Element Implementation. o Explore Local Agency Formation Commission (LAFCO) Memorandum of Agreement (MOA) program.
• Prioritize environmental sustainability and preservation in the context of the small town and the City’s niche tourism activity (Asset-Based Economic Development)
o Develop trail maps.
o Activate downtown core.
o Default to reject franchise experiences.
• Implement an Anti-Displacement Legislation Package to preserve and improve rental housing inventory housing inventory and neighborhood quality of life. o Adopt no-fault tenant eviction protections.
o Update Short Term Rental (STR) ordinance (i.e., enforcement/penalties.) o Update the City’s inclusionary housing ordinance.
• General Plan Update
o Release public draft for review Summer 2024.
o June 30th public plan available for review.
o Host two workshop events about the General Plan Update. o EIR prep on General Plan Update.
o Initiate hearing with GPAC and Planning Commission.
• Downtown Design Overlay
o Share admin draft with Development and Design Review Commission. o Deliver a public draft for review.
o Execute hearings with Development and Design Review Board, ARB, Planning Commision and City Council.

Primary Goal #3 – Take Steps to Address the Fiscal
Sustainability of the City
Members of the City Council expressed a desire to address the fiscal sustainability of the City and to ensure sufficient funds are available to meet state mandates, maintain existing services and deliver new services for the community. The City Council would like to explore strategies for revenue enhancement, cost management, and long-term financial planning.

Potential Priorities/Tactical Deliverables:
• Pursue steps to address subsidies of special districts like lighting and landscape districts.
- 11 -
o Execute a study session on the fiscal state of each assessment district in the City.
o For districts that are operating in the negative, identify structural changes to make the districts fiscally stable and sustainable.
• Address the City’s fee schedule to modernize the structure fees. o Develop a draft cost recovery policy for Council consideration. o Conduct market rate study for PRCS and return to City Council for consideration of PRCS potential market rate adjustments. o Update policies for sports field usage.
• Revisit the structure of the business license fee.
o Present tax rate change structure options to the City Council. o Consider policy changes to deploy the new tax rate.
o Implement the new tax rate.
• Evaluate new revenue sources to assist with funding local initiatives. o Present options to the City Council for how to raise additional revenues. o Explore options for increased grant funding efforts.
o Devise guidelines on grant funding initiatives and criteria to greenlight pursuit.
o Create a sponsorship and donations policy.

Primary Goal #4 – Strengthen Community Institution
Collaboration
City Council would like to strengthen collaboration among various community institutions, including the local school district (CUSD), non-profit organizations and other agencies within the County. The hope is that the strengthened collaboration would lead to shared resources and alignment on community-focused priorities.

Potential Priorities/Tactical Deliverables:
• Revisit Joint Use Agreement with CUSD.
o Meet regularly with School District board.
o Identify changes in the community’s needs or priorities since the agreement was last updated.
o Develop a long-term vision for the Joint Use Agreement that aligns with the goals of both the City and the School District.
• Revisit relationships with non-profit organizations.
o Evaluate existing formal and informal relationships with non-profits. o Seek stronger collaboration on community challenges.
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• Prioritize collaboration with other agencies and institutions within the County to address the following:
o Community Broadband
o Stormwater Master Plan
o Utility Underground Plan
o Downtown Parking Management Plan
o Railroad crossing improvements.
o Restart monthly IDAG meetings (Interdepartmental Advisory Group) • Pursue cross-program collaboration and new program implementation. o Implement a program at the library that could work with high school students helping with the literacy program.
o Implement new senior services.
o Identify and implement opportunities for youth engagement. § Youth Civic Leadership Program or Youth Council.
o Implement Harbor Seals Advisory Committee recommendations. • Develop regional sediment management plan and messaging. o Identify key stakeholders on effort and being plan development process. o Set a timeline for completion.

Primary Goal #5 – Invest in a High-Performance Team at City Hall
The City Council recognizes the pivotal role of the City Staff team. To continue its efforts in supporting the team at City Hall, councilmembers expressed an interest in investing further in professional development, training and creating a positive work environment to empower and support city employees. By nurturing a skilled and motivated team, Carpinteria aims to retain employees long-term and increase the efficiency of city operations.

Potential Priorities/Tactical Deliverables:
• Successfully transition in a new senior leadership team. o Fill critical leadership positions that have been vacated by long-term city staff.
o Observe those new hires having success in their new roles. • Invest in staff learning through conferences and other learning tools. o City Departments to develop training priorities and plans to meet the skills needs for their operations and present funding requests to the City Council as part of the annual budget.
o City Council to consider funding training as part of the budget process. - 13 -
• Build a high-performance culture that both yields efficient results and increases staff retention.
o Enhance all-hands meetings at City Hall.
o Continue to invest in team gathering events.
o Formalize cultural values and discuss how to reflect them in actions and time allocation.
o Deploy an employee engagement survey and seek 100% participation. • Inject a customer service element into City Staff collaboration with stakeholders. o Develop educational materials to help guide residents through the permitting process with community development.
o Partner with the newly forming Carpinteria advocacy group to support permit and city licensing guidance and mentorship.
o (City manager to) present staffing plan options for adding additional staff in customer or resident-facing positions.
• Sustain City Council’s strong reputation for making Carpinteria a stable place to work and build community.
o Continue to formally recognize the council-manager form of government. o Consider adoption of policies that focus on citywide data and avoid district-focused data set.
• Add software tools to increase staff capability and productivity. o Implement an online permitting platform for Community Development Department.
o Implement an online reservation process for rentals (PRCS).

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Secondary Priorities City Council and members of the public identified other priorities that did not appear to have majority support for being a priority. As the saying goes, “when everything is a priority, nothing is a priority.” These items, while areas of concern, were not identified as being priorities to tackle in the next fiscal year. However, if time and financial resources allow, they may be considered:
• Prioritize code enforcement along beaches, bluffs.
• Address crosswalks on Carpinteria Ave and additional investments. • Review public safety costs and strategies for addressing public safety in a costeffective manner such as identifying alternative or supplemental service solutions.
• Maintain economic vitality of overall community.
• Identify third party through RFP and/or community services support grant program to fund non-City staff to support resident academy (consider next fiscal year).
• Host two culturally appropriate City involved events. • Address Picasso type housing contracts.
• Address vacant parcel tax.
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Exhibit A – January 29, 2024 Staff Report
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Exhibit B – January 29, 2024 Tripepi Smith
PowerPoint Deck
January 2024
Strategic Planning
Workshop
City Council Meeting
January 29, 2024
Objectives for Today

1. Review background

2. Review consolidated concerns

3. Discuss correlated strategic planning goals
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Background

1. Kick-off meeting with the City Manager

2. Questions prior to council member interviews

3. One-on-one interviews with each Council
member
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Defining Terms
• Vision – What is Carpinteria’s overarching aspiration for the City and community? Think 30+ years out.
• Mission – What is Carpinteria focusing on now to
achieve the vision?
• Goals – What are definable elements that we need to
accomplish to deliver on the mission in the next year or we can show progress on during the next year?
Mission and Vision
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Vision
Carpinteria is a vibrant but easy going, family oriented small town with an economically and ethnically diverse population, working together for the common good of all residents and visitors.

Framed by the mountains and the Pacific Ocean beaches, Carpinteria's unusually mild climate provides a beautiful setting in which to live, to work and to play.

It has safe and attractive commercial, agricultural and residential areas. It benefits from an outstanding local school system. Walkways and bike paths link centers of interest in the town. The automobile is a choice rather than a necessity. Excellent local and regional transportation connects Carpinteria to nearby cities. Opportunities for the enjoyment of recreation and the arts are widely available.

The community maintains a balance between effective growth and open space through sensitive, area-wide planning which ensures that the small town, rural identity of Carpinteria will flourish.

Mission
Government in Carpinteria shall be open, honest and equitable and shall encourage, to the fullest extent possible, public participation in the decision-making process Government shall make judicious use of the City’s limited resources to promote the highest possible quality of life for all of Carpinteria's residents. This includes providing services consistent with community needs as well as protecting the social and physical environment.

The long-range vision and course of action for Carpinteria's future shall continue to be articulated and implemented through an ongoing process of community-wide consensus building. - 24 -
Values
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Consolidated Concerns
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Consolidated Concerns
• A segment of Carpinteria population is hard to reach or disconnected • There is a thin strata of people who are engaged with the City’s activities and then a large portion who are unaware, indifferent or simply don’t have time. City Council wants to hear from more voices or ensure policies are benefiting from the voices of a broader swath of residents
• City is struggling to accommodate growth while maintaining a quieter beachside town personality
• There are hotel projects on the horizon that will affect open space and a downtown area
Consolidated Concerns
• Short term rentals are absorbing the housing stock, driving up pricing and disrupting quality of life in some neighborhoods, even with restrictions in place
• The Joint Use Agreement with the School District has not been touched in a while and there are opportunities for better collaboration. • The City’s fiscal position is weakening with increasing costs and flattening revenues
• City staff turnover and competitive pressures are making fielding a team harder to manage and support
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Secondary Concerns
• Regional sediment management during extreme weather events • Pedestrian safety on Carpinteria Ave
• Code enforcement – dogs off leash, parking, e-bikes tearing up trails, e-bike speeds • Ease of obtaining business permits
• Concerns with financial sustainability given the rising costs of public safety • Demand for dog parks, but not near neighborhoods
• Demand for pickleball courts
• Road and sidewalk maintenance
• Water Supply Issues
• Culture of customer service in the Development department • Grant writing capabilities and pursuits
• Senior Citizen facility
Goals for Discussion
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Primary Goal #1
Enhance public outreach, education and transparency
• Objective to hear from more voices and ensure policies are benefiting from the voices of a broader swath of residents
• Improve relations with non-profits that are strongly connected to the Latino community
• Speak to community on budget, economics and tradeoffs • Continue investments in Spanish language resources
• Formalize appointment process to commissions and committees; Assess current communication tools and methodologies; Track and report on engagement efforts; Evaluate investing in an ongoing polling tool
Primary Goal #2
Accommodate City growth while maintaining a
quieter beachside town personality
• Complete the implementation of zoning to implement adopted Housing Element • Define what smart implementation is and how to balance competing objectives • Navigate through the two major hotel development projects • Address County development visions impacting City’s sphere of influence • Prioritize environmental sustainability and preservation in the context of the small town and the City’s niche tourism activity
• Address STR enforcement issues to improve housing inventory and neighborhood quality of life
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Primary Goal #3
Take Steps to Address the Fiscal Sustainability of the
City
• Pursue steps to address subsidies of special districts like lighting and landscape districts
• Address the City’s fee schedule to modernize the structure fees • Revisit the structure of the business license fees
• Evaluate new revenue sources to assist with funding local initiatives • Review development impact fees
Primary Goal #4
Strengthen Community Institution Collaboration
• Revisit Joint Use Agreement with the School District
– Meet regularly with School District board
– Implement Youth Civic Leadership Program or Youth Council – Identify changes in the community's needs or priorities since the agreement was last updated
– Develop a long-term vision for the Joint Use Agreement that aligns with the goals of both the city and the school district
• Revisit relationship with non-profit organizations
• Prioritize collaboration with other agencies
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Primary Goal #5
Invest in a High-Performance Team at City Hall
• Successfully transition in a new executive leader
• Invest in staff learning through conferences and other learning tools • Build a high-performance culture that both yields efficient results and increases staff retention
• Inject a customer services element into City Staff collaboration with stakeholders
• Sustain City Council’s strong reputation for making Carpinteria a stable place to work and build community
Other Goals
• Develop regional sediment management plan and messaging • Prioritize code enforcement along beaches, bluffs
• Address crosswalks on Carpinteria Ave and additional
investments
• Improve process for obtaining building permits
• Review public safety costs and strategies for addressing public safety in a cost-effective manner such as identifying alternative or supplemental service solutions
• Increased economic vitality of overall community
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Pre-Meeting Submitted Items from Public
• Initiate programs to protect the Harbor Seals
• Acquisition of building for senior services (Rite Aid building) • 4 permanent Pickleball courts
• Funding a park ranger position
Meeting Public Comment Asks - Page 1
• Harbor Seal Rookery protection - more aggressive protection via a Park Ranger and issue citations
• Carpinteria Valley Association Suggestions:
– Need a multi-year plan for low-income housing
– City take an advocacy role on issues that affect the bigger region – Recognize staff and budget for rookery needs
– Make council, ARB and planning commission meetings shorter and more efficient with reduced staff review of agenda items and focus on Q&A • Pickleball Club - we desire 4 or more pickleball courts. Property near Lagunitas is a good site for Pickleball
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Meeting Public Comment Asks - Page 2
• Library and Friends of the the Library - Fund a couple additional staff people at library to support literacy programs.
• Library needs additional staff support, more space for programming, add Sunday hours and additional suggestions.
• Use Library to address draft Goal 1 that is outlined in the PPT deck • Additional comments about the need for active planning to fund low-income housing.
• The General Plan needs to be updated and this should be prioritized. • Budget document that easy for the average person to read, and is a resources for the average member of the public.
• Keep making progress on road maintenance
Meeting Public Comment Asks - Page 3
• Please keep supporting senior services and expanding support • Revise and approve General Plan
• Request for expanded outreach with more articles and information, and great recognition of the mission for the city
• Develop a code of ethics with expectations for timely response to resident inquiries • Chart a pathway to building up reserves to then fund low-income housing • Better engage and hire Carp High School students to intern and engage with city government
• Reminder that library was key asset with the passage of Measure X and City should continue to fund the library sufficiently to help it fulfill its mission. - 32 -
Discussion
Strategic Planning Goals Discussion
Primary Goals

1. Enhance public outreach, education and transparency

2. Accommodate City growth while maintaining a quieter beachside town personality

3. Take steps to address the fiscal sustainability of the City

4. Strengthen community institution collaboration

5. Invest in a high-performance team at City Hall
Other Goals

1. Develop regional sediment management plan and messaging

2. Prioritize code enforcement along beaches, bluffs

3. Address crosswalks on Carpinteria Ave and additional investments

4. Improve process for obtaining building permits

5. Review public safety costs and strategize for addressing service delivery Any additions/amendments to the strategic planning goals? - 33 -
Next Steps
• City Staff and Tripepi Smith will meet to review the goals affirmed by the City Council and discuss programmatic
responses and metrics
• Tripepi Smith will assemble a report and summary on
today’s meeting and measurement metrics
• City Council will review and consider adoption of a final report affirming Vision, Mission, Goals, Objectives and Metrics in February or March

Carpinteria City CouncilFebruary 26, 2024

Carpinteria City Council
February 26, 2024