AGENDA
JOINT CITY COUNCIL REGULAR MEETING AND SUCCESSOR AGENCY TO THE
FORMER CERES REDEVELOPMENT AGENCY, AND THE SUCCESSOR AGENCY
TO THE STANISLAUS-CERES REDEVELOPMENT COMMISSION MEETINGS
CITY OF CERES, CALIFORNIA
City Council Chambers, 2701 Fourth Street
Monday, January 24, 2022 – 6:00 p.m.
Mailing Address: Ceres City Hall, 2720 Second Street, Ceres, CA 95307-3292 Phone: (209) 538-5700 Fax: (209) 538-5780
CALL TO ORDER
Mayor Lopez
ROLL CALL
Mayor/Chair: Lopez
Vice Mayor/Vice Chair: Silveira
Council Members/Members: Ryno, Casey, Kline
NOTICE: THIS MEETING WILL BE HELD IN ACCORDANCE WITH CALIFORNIA GOVERNMENT CODE SECTION 59453, SUBDIVISION (e) OF THE RALPH M. BROWN ACT (CALIFORNIA GOVERNMENT CODE SECTION 54950, ET SEQ.), CERES RESOLUTION NO 202 2-01, AND THE FEDERAL AMERICANS WITH DISABILITIES ACT. WHILE THIS MEETING WILL BE PHYSICALLY
OPEN TO THE PUBLIC, GIVEN THE STATE OF EMERGENCY REGARDING THE THREAT OF COVID-19, MEMBERS OF THE PUBLIC MAY ALSO PARTICIPATE AND COMMENT VIA THE APPLICATION, ZOOM.
Please click the link below to join the webinar:
https://us02web.zoom.us/j/88353360019?pwd=elRhTlZkUmhPUjQwSUxYRG96YVBtZz09
Webinar ID: 883 5336 0019 Passcode: 056508; or Dial-in (669) 900-6833
REMOTE PUBLIC COMMENT IS ALSO AVAILABLE FOR THE CITY COUNCIL MEETING BY EMAILING THE CITY CLERK AT [email protected] BY 5:00 PM THE DAY OF THE MEETING. INCLUDE THE AGENDA ITEM NUMBER OR PUBLIC COMMENT PERIOD IN THE SUBJECT LINE OF THE EMAIL. THE CLERK MAY READ WRITTEN COMMENTS INTO THE RECORD, IF SPECIFICALLY REQUESTED TO DO SO AT THE BEGINNING OF YOUR EMAIL. YOUR
WRITTEN COMMENT WILL BE DISTRIBUTED TO THE CITY COUNCIL AND KEPT ON FILE AS PART OF THE OFFICIAL RECORD OF THE COUNCIL MEETING.
*If you have any questions on how to attend virtually or are encountering difficulties connecting to the meeting, please contact the City Clerk at (209) 646-4812 or by email at [email protected] .
City Council Agenda
2 INVOCATION
Invocation by Pastor Patrick Davis, Ceres Christian Church
PLEDGE OF ALLEGIANCE
Pledge of Allegiance led by Mayor Lopez
PRESENTATIONS
CITIZEN COMMUNICATIONS to the Council on matters not included on the agenda (five minutes).
While the City Council welcomes and encourages participation in City Council meetings, adopted rules allow no more than 5 minutes (Resolution No. 2007-106) for expression of non-agenda items. Matters under the jurisdiction of the City Council, and not on the posted agenda, may be addressed by the general public; however, California law prohibits the City Council from taking action on any matter which is not on the posted agenda unless it is determined to be an emergency by the City Council. Citizens are entitled to address the City Council on any agenda item subject to the 5- minute provision.
APPOINTMENTS TO BOARDS/COMMISSIONS
CONFLICT OF INTEREST DECLARATION
CONSENT CALENDAR
All matters listed on the consent calendar are considered routine in nature and will be enacted by a single motion unless otherwise requested by an individual Council Member or public for special consideration.
Otherwise, the recommendation of staff will be accepted and acted upon by roll call vote.
1. Clerks Report of Posting. The agenda of the January 24, 2022 City Council meeting was posted on Wednesday, January 19, 2022. (Nayares-Perez)
2. Waive Readings. All Readings of Ordinances and resolutions are waived. (Waive reading in full of all ordinances and resolutions on the agenda and declare that said titles which appear on the public agenda shall be determined to have been read by title). (Nayares-Perez)
3. Approval of Minutes (Nayares-Perez)
a. Minutes of November 9, 2021 Special City Council meeting.
4. Register of Audited Demands for Period covering January 5, 2022 through January 12, 2022. (Dias)
5. General Correspondence – Information Only
a. Public Works monthly report for December 2021. (Royal) b. Recreation monthly report for December 2021. (Chavez)
CONSIDERATION OF ITEM(S) REMOVED FROM THE CONSENT CALENDAR
UNFINISHED BUSINESS
City Council Agenda
3 PUBLIC HEARING
6. Public Hearing to consider Resolution No. 2022-02, approving a Whitmore Ranch Specific Plan Reimbursement Fee. (Hoem)
NEW BUSINESS
7. Resolution No. 2022-03, approving the formation of a Veterans and Active Military Banner Program Advisory Committee
8. Resolution No. 2022 -01, (CRA) appropriating $2,500 from former City of Ceres Redevelopment Agency (CRA) Administrative Allowance and amending the FY 2021-2022 CRA Successor Agency Annual Budget to remit payment to Opportunity Stanislaus (OS) and approving a Memorandum of Understanding and authorizing the City Manager to execute the MOU with OS. (Hoem)
9. Resolution No. 2022 -01, (SCRC) appropriating $2,500 from former Stanislaus - Ceres Redevelopment Commission (SCRC) Administrative Allowance and amending the FY 2021-2022 Stanislaus-Ceres Successor Agency Annual Budget to remit payment to Opportunity Stanislaus. (Hoem)
DISCUSSION ITEMS
10. Discussion and Direction regarding the American Rescue Plan Act (ARPA) funds. (Dias)
COUNCILMEMBER REFERRALS
Council Members request to have an agenda item placed on a future agenda. (Pursuant to Chapter 2- City Council Meetings, J -8.
City Council Referrals/Determination of Items for Agenda.)
REPORTS
At this time, any Council Members or City Staff will make an announcement, or report briefly on his or her activities.
• Mayor
• City Council
• City Manager
• City Attorney
• Departments
• County Supervisor
CLOSED SESSION
1. CONFERENCE WITH LEGAL COUNSEL-EXISTING LITIGATION
(Pursuant to Paragraph (1) of subdivision (d) of Section 54956.9) Name of case: In re: National Prescription Opiate Litigation, U.S. District Court, City Council Agenda
4 Northern District of Ohio case number 1:17-MD-2804
2. CONFERENCE WITH LABOR NEGOTIATOR
(Pursuant to Section 54957.6 of the Government Code)
City Negotiator: City Manager
Employee Organization: Department Heads (unrepresented)
ADJOURNMENT
The next regularly scheduled City Council Meeting will be held on February 14, 2022 at 6:00 p.m. in the City Council Chambers located in the Community Center at 2701 Fourth Street, Ceres, CA
Council Agenda: The City Council agenda is available for public review on the City’s website at www.ci.ceres.ca.us
and posted at the time and places
noted above.
Related Materials: Any writings or documents provided to a majorit y of the City Council regarding any item on this agenda will be made available for public inspection at the City Clerk’s Office at City Hall located at 2720 Second Street, Ceres, CA during normal business hours. Persons with questions concerning any agenda item may call the City Clerk’s Office at (209) 538-5731.
Notice regarding Americans with Disabilities Act:
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting or if you need the agenda and/or the documents in the agenda packet provided in an alternative format, please contact the city clerk’s office at (209) 538- 5731 at least 48 hours prior to the meeting to ensure that reasonable arrangements can be made (28CFR 35.102-35.104 ADA TITLE II)
AFFIDAVIT OF POSTING
I, Diane Nayares-Perez, City Clerk, for the City of Ceres, declare under penalty of perjury that the foregoing agenda for th e Regular City Council Meeting was posted on January 19, 2022, at 6:00 p.m. at the following locations in Ceres:
• Community Center Display Case - 2701 Fourth Street
______________________________________
Diane Nayares-Perez
City Clerk
MINUTES
CITY COUNCIL SPECIAL MEETING
CITY OF CERES, CALIFORNIA
City Council Chambers, 2701 Fourth Street
Tuesday, November 9, 2021 – 6:00 p.m.
Mailing Address: Ceres City Hall, 2720 Second Street, Ceres, CA 95307-3292 Phone: (209) 538-5700 Fax: (209) 538-5780
CALL TO ORDER
Mayor Lopez called the November 9, 2021 Special City Council meeting to order.
ROLL CALL – Present:
Mayor: Lopez
Vice Mayor: Silveira
Council Members Casey, Ryno
Absent: None
PLEDGE OF ALLEGIANCE
Pledge of Allegiance was led by Mayor Lopez.
CITIZEN COMMUNICATIONS (five minutes).
A resident commented in favor of appointing John Osgood to the District 4 seat.
NEW BUSINESS
1. City Council District 4 Interviews and Possible Appointment. • Resolution No. 2021 -117, Appointing a Member to Fill the District 4 Vacancy to serve until the City’s Next General Municipal Election to be held on November 8, 2022.
Mayor Lopez presented a brief overview of the item. Council randomly selected the order of the candidate interviews. Each candidate was asked to provide an opening statement and answer four questions.
City Council meeting was conducted this meeting in accordance with California Governor Newsom’s Executive Orders N-20-20 and N-35-20 and COVID-19 pandemic protocols. This meeting was open to the public with limited capacity seating.
ITEM 3
Council interviewed the three applicants in the following order:
John R. Osgood
Daniel Martinez
Mohinder Singh Kanda
Mayor Lopez asked if anyone from the Public had any comments and the following citizens spoke:
Natalia Herrera spoke in support of appointing Mr. Kanda to the District 4 seat and favored his views.
Gene Yeakley commented on the three applicants and stated that he has seen enough in recent months. Some of people they have not seen or heard of and have not participated in the meetings. He believes that Mr. John Osgood has done a good job. He’s studied and well-versed and gets to the point.
John Warren voiced his concerns regarding one of the candidates who had just registered to vote for District 4 and ran for District 3 last year. He also commented on Daniel Martinez just being appointed as a Planning Commissioner and he thinks that Mr. Martinez should stay on the Planning Commission. That leaves one other person to appoint to the District 4 seat. He does believe Mr. Osgood would do a good job and it’s just for a year.
Lee Brandt wished the Council good luck on their decision.
Renee Ledbetter commented that she hopes that the Council makes a selection tonight and does not open it up for another special election. She agrees with Mr. Warren regarding his concerns regarding Mr. Kanda. Mr. Osgood, she does not know very well but if he’s willing to give it a shot and willing to step up then she does not see why they should not give him a chance. She also does not know Mr. Martinez , but she does not want to see people being appointed from the Planning Commission to the Council as it has been done in the past. Mr. Martinez made a commitment, and she would like to see him fulfill it.
Council needs to move forward with City business. Mr. Osgood might not be politically correct, but the City needs to move forward. She does hope the Council makes the right decision.
Council and staff commented on the candidates.
(Motion Fails)
MOTION: Motion by Council Member Ryno, seconded by Council Member Casey, appointing Mr. John Osgood to the District 4 seat. 2/2/0 Motion fails see below by the following roll call vote:
AYES: 2 Council Members: Casey, Ryno,
NOES: 2 Council Members: Silveira, Mayor Lopez
ABSENT: 0 Council Members: None
ITEM 3
(Motion Fails)
MOTION: Motion by Vice Mayor Silveira, seconded by Mayor Lopez , appointing Mr.
Daniel Martinez to the District 4 seat. 2/2/0 Motion fails see below by the following roll call vote:
AYES: 2 Council Members: Silveira, Mayor Lopez
NOES: 2 Council Members: Casey, Ryno
ABSENT: 0 Council Members: None
Council recessed at 6:44 p.m.
Council reconvened at 6:48 p.m.
Mayor Lopez commented that the Council is at 2/2 split. He asked for any suggestions or compromises.
Council Member Casey stated that he was contacted by more than one District 4 representative that supported Mr. Osgood.
Mayor Lopez stated that he truly believes the Council is better than a 2/2 split. He wants the Council to put it all on the table and come up with a solution. He does not think they should remain silent and they owe it both to the public and the people that applied.
Council Member Ryno stated she gave her concerns about each of the candidates. She had concerns about each of them but in the end, she still believes Mr. Osgood has the passion that the Mayor so speaks often of. She does not know how she can look past that when her first hope would have been they had someone who was experienced and they didn’t. Then she goes to the second choi ce and in reviewing all them and to her Mr.
Osgood is the most passionate.
Mayor Lopez stated besides everyone’s personal opinions he is asking for options of avoiding this 2/2 split, that is what he is really asking. He just doesn’t want it to be him to bring these ideas to the table. A discussion ensued.
Mayor Lopez opened the commenting period again to the applicants:
John Osgood provided comments on the selection of a candidate.
Mayor Lopez stated that this is a very difficult decision, but he does not want to have this go to a special election. He asked i f any council member would like to change their opinion. Mayor Lopez addressed Mr. Osgood and stated , yes, he shows up to every council meeting and obviously they are all grownups and just like he was saying a couple minutes ago that he does not want it to go to a special election. It seems like nobody is budging. All he has to say is Mr. Osgood don’t let him down.
(MOTION PASSES)
MOTION: Motion by Council Member Ryno, seconded by Council Member Casey, appointing Mr. John Osgood to the District 4 seat. 3/1 /0 Motion fails see below by the following roll call vote:
ITEM 3
AYES: 3 Council Members: Casey, Ryno, Mayor Lopez
NOES: 1 Council Members: Silveira
ABSENT: 0 Council Members: None
ADJOURNMENT
The next regularly scheduled City Council Meeting will be held on December 13, 2021 at 6:00 p.m. in the City Council Chambers located in the Community Center at 2701 Fourth Street, Ceres, CA
There being no further business, Mayor Lopez adjourned the meeting at 7:03 p.m.
_____________________________
Javier Lopez, Mayor
_____________________________
Diane Nayares-Perez, CMC, City Clerk
Consistent with Council Policy, the minutes referenced above are in Action Format. The complete recording of the meeting can be viewed at https://www.ci.ceres.ca.us/agendacenter
ITEM 3
ITEM 4
ITEM 4
ITEM 4
ITEM 4
ITEM 4
ITEM 4
ITEM 4
ITEM 4
ITEM 4
ITEM 4
ITEM 4
ITEM 4
ITEM 4
ITEM 4
ITEM 4
ITEM 4
C
OUNCIL AGENDA REPORT
MEETING DATE: January 24, 2022
T
O: Mayor and City Council
F
ROM: Alex Terrazas, Interim City Manager
CO
NTACT: Sam Royal, Acting Public Works Director
s
[email protected], (209) 538-5617
S
UBJECT: Public Works Department December 2021 Monthly Report RECOMMENDED COUNCIL ACTION:
I
nformation only, no action required.
I. BACKGROUND:
O
utlined below are the significant actions performed by the Public Works Department for the month of December 2021.
FACILITY SERVICES:
• C
ompleted 142 service requests including: 82 service requests for electrical/lighting, plumbing repairs, HVAC issues, locksmith tasks, general repair s and 60 preventive maintenance requests
• Received bids to replace the HVAC unit at Riverbluff concession building • Accessed the security system/cameras at Riverbluff. Work ing in conjunction wi th IT for replacement for Dispatch to monitor
• Painted three offices at City Hall to accommodate new staff • Assisted with SCADA improvements, trouble shooting and repairs to well controls for Park’s irrigation improvements, Streets lift Station and Water ’s wells and communications
• Cleaned up homeless debris two (2) times at Independence Park
CITY COUNCIL
Javier Lopez, Mayor
James Casey, Dist. 1 Linda Ryno, Dist.2
Bret Silveira, Dist. 3 Mike Kline, Dist. 4
ITEM 5a
Maintenance activities perfor med by one (1) S upervisor, two (2 ) Facility M aintenance Workers, three (3 ) Custodians, one (1) vacant Cus todian and one (1) vacant Facility Maintenance Worker.
FLEET SERVICES:
Completed 100 work orders
○ Fleet Dept. 20
▪
o Fire Dept. 15
▪ Repair West Port Fire engine pump and service
○ PD Dept. 10
▪ Put new watch Commander unit in service (203) Tahoe ▪ Remove unit 118 from service and start setup as replacement SRO ▪ Start build of new K9 Tahoe
○ Streets Dept. 30
▪ Finish ongoing repairs on versa-lift, high pressure oil/fuel pump ▪ Replace steer tires on sweeper
▪ Received two new pavement grinders and put into service
○ Water: Dept. 35
▪ Repair large service truck air compressor cooling issue
○ Parks Dept. 40
▪ repair Bushhog mower deck and drive shaft
○ WW Dept. 25
▪ Service large riding mower toro
▪ Repair Jet Rodder truck electrical issue and hose reel
Emergency and non-emergency City vehicles and equ ipment are maintained and repaired by one ( 1) S upervisor, one (1) Sr. Maintenance Mechani c and two (2 ) Main tenance Mechanics.
LANDSCAPE MAINTENANCE:
• Completed a total of 297 service requests in the following categories:
o Bike Path Repairs: 1
o City Grounds Maintenance: 44
o Park Landscape and Maintenance: 233
o Parks Landscape chemical usage 500 gallons all Parks and Grounds o Playground and Equipment Repairs: 3
ITEM 5a
o Playground and Equipment Inspections 26
o Right of Way (ROW) Irrigation Repairs: 27
o Park Trees: 24 Trimmed
o T ree Customer Requests (Tree or Limb Down, Trims or Removals): 11
• Parks sprinklers repaired or replaced:
o Barry Grove – 1 vandalism
o Costa Fields – 0
o D on Pedro – 1 vandalism
o Independence –0
o Neel Dog Park – 0
o Neel Park – 0
o P ersephone – 2 maintenance
o Redwood – 0
o Riverbluff – 18 vandalism
o Riverview – 0
o Roeding Hts. – 2 vandalism
o Sam Ryno – 0
o Smyrna – 7 maintenance
o Strawberry – 0
o Wh itmore – 7 vandalism
• Parks General Maintenance/Repairs:
o Disinfected all playgrounds in Parks once per week
o Posted “Playgrounds U sage” Playgrounds Closed signs an d barr icades - ongoing due to COVID
o Steam cleaned all covered areas, Rive Bluff, Smyrna, Whitmore and Roeding. • Grid Prune WCA
o Grid # 3 2020-2021 100% - Complete with 2,343 trees pruned o Grid # 1,2,4 & 5 uncompleted with a total of 8,571 trees unpruned o Pending: 167 High Risk, 11 Removals and 56 Trims from July
Gr
ounds
• Right of Ways (ROWs):
o H atch Road Code Enforcement involved due to property damages, boulders moved, and trees c ut down by homeowners . Still awaiting approval from Engineering to approve “No Parking Signs” in City Right of Way o Replaced 2 valves along Kiwi ROW
o 4 th street sidewalk steam cleaned area around Rusty Nail bar o Re-staked 6 trees along E ast gate and 14 trees along Fowler road 1 4 trees damaged by vandalism
• Smyrna Park
o Re staked 8 trees along Presidential walkway vandalized o Four (4) trees broken and removed due to vandalism
o Repaired 2 - 2” mainlines in parks
• Strawberry Park
o R epaired 5” mainline brake in planter area
• Roeding Heights Park:
o Saw cut water line for repair near well and repaired broken line ITEM 5a
• River Bluff Park:
o Playground area - replaced 6 sprinklers and capped 1 due to vandalism o Repaired fence to lower area due to fire 3 times
o Aeriated Field's 1, 2, and 3 and added fertilizer
• Guillermo Ochoa Park:
o Ongoing maintenance of Carousel and Merry go Round
• City Parks, landscaping and maintenance is performed by one (1) supervisor, one (1) Sr. P arks Maintenance Worker, five (5) Park Maintenance Workers, and two (2) part-time Maintenance Workers.
SOLID WASTE & RECYCLING:
Reminder: Leaf & Limb collection season ends January 9 th.
• Highlights of solid waste and recycling collection by Bertolotti
Residential…………………… 1,551.81 tons
Commercial…………………… 1,699.03 tons
Illegal dump…………………… 5.51 tons, 71 locations
Bulky items……………………… 36.67 tons, 112 locations
Leaf/limb………………………… 367.12 tons
Commercial Organics………… 1 19.43 tons
Residential Recycle……………… 192.71 tons
Commercial Recycle …………. 340.02 tons
Used oil………………l………… 606 gallons
Used oil filter…………………… 54
• Grass Clipping Warnings Issued: 3
• Education and outreach efforts for the upcoming changes to the City’s solid waste collection services have included:
Numerous phone calls and responses to individual customers via phone and email requests.
City website updates
Landscape signs posted throughout town
Studio 209 commercial ( was sh own on the Ceres Courier and all af filiate newspapers) websites
There have been nine (9) Ceres Courier articles and three (3) Modesto Bee articles on the program changes
Advertisement in the Stanislaus County Fair tab published in the Ceres Courier and affiliate newspapers
Utility billing insert was included in the November utility billing mailer. A d oorhanger was delivered to customers when they receive d their additional cart.
ITEM 5a
Social media pages have been created on Facebook and Instagram to deliver regular announcements on Public Works important information (including the new garbage collection service)
A partnership with the Ceres Courier now provides a bi -weekly column, written by Public Works staff to provide regular updates on important information and projects affecting residents (including the changes to garbage service).
A promotional magnet with information on what material goes in each bin is being distributed with violation notices and with community outreach activities. A presentation to a local civic was prov ided in November. Any further community groups interested will be accommodated as well. The 2022 Garbage, Organics , and Recycling Schedule has been posted to the website and will be sent out in the utility billing as well.
STREETS SERVICES:
• Staff responded to a total of 65 customer service requests • ADA sidewalk grinds 7
• ADA sidewalk ramps 1
• Respond ed to 104 Underground Service Alerts (USA) markings • Preformed 2 excavations for the Water division
• C leaned 18,400 feet of storm drain line
• Cleaned 36 lift stations
• Code Enforcement assisted clean ups: 23
• Three (3) staff members preformed traffic control for the Christmas Tree Lane event and worked the event, 12 hours each
• S taff worked three (3) large storm events without any personal or property damage
City Streets Division mai ntenance i s performed b y o ne ( 1) Supe rvisor, two (2) S r.
Maintenance Workers , six (6 ) St reets Main tenance Operators, one ( 1) Street Sweeper Operator.
WASTEWATER (WWTP):
• Responded to 6 Sewer related customer service requests and 14 sewer problems • St aff h ad (1) S mart Cover alarms that prev ent Sanitary Se wer Overflows (SSOs) There was (0) SSO in November.
• Serviced or Repaired:
o Lift Stations -10
o WW TP Equipment – 16
o Main li ne sewer plugs – 2
o A erators – 0
• Staff met with Engineering Department and contractor to facilitate plan approval for a restaurant.
• Staff replaced failing seals on headworks screening unit.
ITEM 5a
• Staff began working with contractors to repair SCADA system alarms for lift stations that have not yet been moved over to new SCADA.
• Staff initiated and took exploratory samples for S .W.R.C.B mandatory S.W.P .P.P. plan for Wastewater Treatment Plant.
• S taff continuing progress of up dating Dept. of Water R esources Wastewa ter Discharge Permit.
• Street Department assisted staff with asphalt patch.
• Cleane d 16,635 feet of Sewer line and inspected 0 feet of se wer line for our internal Closed-Circuit TV (CCTV) program
• SCADA Integrator, Jeff B urrows, and W astewater O perator II , Matthew W illiams, continued converting Lift Station and Treatment Plant control panels to new SCADA system
• Sp ent 23 hours responding to 159 Underground Service Alerts (USA) markings • Tre ated and disposed of 76.15 million gallons of Wastewater, averaging 2.46 million gallons per day
Afte
r 30 years our WWTP Supervisor , Terry Turner, retired. He will surely be missed by everyone. Matthew Williams took over as Supervisor and has been well trained by Terry.
Ceres W astewater System maintenance is performed by one (1) Su pervisor, two (2) Sr.
Wastewater Operators, three (3) Wastew ater Operators and one (1) Park Maintenance Worker.
WATER SERVICES:
• December 2021 well production was 109.3 million gallons • A verage water use for December 2021 was 3.525 million gallons per day • Wa ter staff responded to 105 customer service requests • Wa ter staff responded to 94 Underground Service Alerts (USA) markings • Meter statistics and repairs:
o Meters in water distribution system: 11,793
o Meters/radios serviced: 100
o M eters replaced: 100
o M eters upgraded from ¾”, 5/8” to 1”: 1
o New mete r installations: 0
o Meters tested for accuracy: 0
• To tal valves in water distribution system: 4,399 of which 14 were exercised • Blow-offs and hydrants flushed: 6
• Wa ter main leaks: 0
• Service line l eaks: 4
• Se rvice lines have been replaced: 4
• H ydrants replaced: 0
• Replaced pump 3 drive located at the Blaker reservoir • Replaced the breaker for pump 4 located at the Blaker reservoir • Repaired blow-off on Morgan Rd.
ITEM 5a
WATER CONSERVATION:
December 2021 calculated residential gallons used per person per day: 56.36 • Annual average is 90.93 gallons per person per day
• Responded to 15 Water Conservation service requests
• Issued Courtesy Notifications 69
• P erformed 0 Water Audits
• Del ivered 1 Water Waste Warnings 0 Water Waste Fine
• Rebates Issued: Dishwasher: 1, Smart Irrigation: 0, ULF Toilets: 1, Washing Machine: 0 and Turf Replacements: 0
Total Rebates YTD: 42
The graph below shows our production numbers for 2020 in blue compared to 2021 in purple wi th the wa ter reduction target of 15 % in red. For December 2021, we had a decrease of 20.72% from the December 2020 production numbers.
Water System maintenance is performed by one (1) Public Works Superintendent, one (1) Water Distribution Supervisor, one (1) Administrative An alyst, One (1) S r. Water Distribution Op erators, six (6 ) Water Distribution Operators, two ( 2) Fie ld S ervice Technicians, one (1) part time Water Conservationist.
ITEM 5a
Approved by: ___________________________
Alex Terrazas, Interim City Manager
ITEM 5a
ITEM 5b
ITEM 5b
COUNCIL AGENDA REPORT
MEETING DATE: January 24, 2022
TO: Mayor and City Council
FROM: Alex Terrazas, Interim City Manager
CONTACT: Ch ristopher Hoem, Director of Community Development [email protected]
, 209-538-5778
SUBJECT: Resolution No. 2022-02, approving a Whitmore Ranch Specific Plan Reimbursement Fee.
RECOMMENDED COUNCIL ACTION:
Staff recommends Council ado pt a resolution approving a Whi tmore Ranch Specific Plan Reimbursement Fee.
I. B ACKGROUND:
The Whitmore Ranch Specific Plan (WRSP) and an Environmental Impact Report (EIR) were prepared and adopted by the City Council in November 2018 with annexation being complete in the spring of 2019. The WRSP made possible the future development of 55.3 acres of residential subdivisions bounded by Whit more Avenue, Moore Road, and Cesar Chavez Junior High School.
Chapter 16.02 of the Ceres Municipal Code establishes the power to enact by resolution a reimbursement fee to reimburse others (such as the proponent group) for the costs of preparing specific plans, environmental impact reports, etc. which are found to provide a common benefit with regard to the development of properties within a designated area of the City.
The preparation of the WRSP , its ac companying EIR, and the processing of the annexation was paid for by the proponent group, comprised of three entities 1 belonging
to the family of Stev e A lvernaz. The total cost expended by the proponent group to prepare these documents and annexation was $401,418 (see Exhibit A of the Resolution). These documents covered an area greater than the group’s ownership and 1 Alvernaz Enterprises, Two Forty Nine, Inc., and Steve Alvernaz.
CITY COUNCIL
Javier Lopez, Mayor
James Casey, Dist. 1 Linda Ryno, Dist.2
Bret Silveira, Dist. 3 Mike Kline, Dist. 4
ITEM 6
control and thus the project qualifies for reimbursement under Chapter 16.0 2 of the Municipal Code.
The preparation of the WRSP and EIR, and annexation of the area has benefits to the City and benefits to the landowners within the WRSP area. The City had control of the contents of these documents and has adopted them as part of the City’s la nd use regulations for th e Whitmore Ranch area. It is fair and appropriate that the proponent group be reimbursed for the costs of these documents and processes, as they provide a benefit to the City as a whole and a direct benefit to the property owners w ithin the Whitmore Ranch area. Annexation and eventual development of the area could not have occurred without the preparation of the Specific Plan and annexation of th e area.
Further, the preparation of specific plans within areas to be annexed is a speci fic policy and program wi thin the General Plan. The City could not take action on any proposed annexation, nor could LAFCO approve any annexation without the preparation of the EIR documents.
Having established the fairness and appropriateness of a reim bursement fee, the next task is to determine the fee amount. Staff identified all costs controlled by the City that were expended on this project and obtained from the proponent group. These costs included those paid to AECOM for the planning, engineering, and traffic services for the Specific Plan, as well as special counsel expenses and LAFCO costs related to processing the annexation. As shown on Exhibit B of the Resolution, these costs total $401,417.85.
It is staff’s recommendation that the fairest way to apportion costs is equally by acre.
There is precedent for this method of distributing costs ; the West Landing Specific Plan Reimbursement Fee was also calculated and distributed according to acreage.
The attached map (Exhibit C of the Resolution) depicts the 12 parcels proposed to be subject to the reimbursement fee, shaded in yellow . Certain areas are proposed to be excluded from the fee because they were already developed at an intensity in alignment with the WRSP. The se ex cluded parcels, shaded in blue, a re comprised of Cesar Chavez Junior High School and La Rosa Elementary School.
The result is a proposed reimbursement fee of $7,258.91 per acre, based upon acreage shown on Stanislaus County Assessor Parcel Maps and included as Exhibit D of the Resolution. In addition to the fee by acreage, an administrative fee of $100 would be added to pay the City for staff time spent on processing each reimbursement. At a future date, a fee study is expected to be conducted to determine the blended hourly rate for various City staff positions. Upon adoption of the fee st udy, the administrative fee could be updated to reflect a more accurate cost for staff time.
For each proper ty subject to the reimbursement fee, the City would collect the reimbursement and admi nistrative fees only the first time that any of the following occurs:
1. A building permit is issued for a residential unit beyond the first primary dwelling, exclusive of accessory dwelling units.
ITEM 6
2. A final map is recorded to subdivide the subject property int o two o r more parcels.
3. A conditional use permit is approved for the subject property.
For example, the fees would be collected for a permit for a duplex or 2-lot subdivision, but would not be collected for a permit for an access ory dwelling unit. Consistent with past City practices, the monies collected under this fee program , minus any administrative fees , will be re imbursed to the proponent group as funds hav e been collected. At the request of the proponent group, all reimbursements w ill be sent to only Alvernaz Enterprises, and not divided among the three entities2.
II. R EASONS FOR RECOMMENDATION:
Chapter 16.02 of the Ceres Municipal Code establishes the power to enact by resolution a reimbursement fee program and the proponents of the Whitmore Ranch Specific Plan are requesting this action.
III. FISCAL IMPACTS:
There would be no fiscal impact.
IV. POLICY ALTERNATIVES:
The City Council could choose to not adopt this reimburs ement fee. The proponent group would then carry the full cost of the WRSP instead of distributing the cost among those properties that benefit from the WRSP.
V. INTERDEPARTMENTAL COORDINATION:
The City Attorney was consulted in preparation of the resolution.
VI. PUBLIC PARTICIPATION:
Public notice was published in the Modesto Bee on January 14 , 2022 and mailed notices were sent to all property owners within the Whitmore Ranch Specific Plan area on January 12, 2022. Additionally , a ne ighborhood meeting was held on January 20, 2022 to solicit comments and feedback from property owners subject to t he reimbursement fee.
VII. ENVIRONMENTAL REVIEW:
Adoption of the Whitmore Ranch Specific Plan reimbursement fee is not subject to CEQA.
2 Alvernaz Enterprises, Two Forty Nine, Inc., and Steve Alvernaz.
ITEM 6
VIII. STEPS FOLLOWING APPROVAL:
Upon approval, staff would apply the Whitmore Ranch Specific Plan reimbursement fee as development occurs within the specific plan area.
Approved by: _______________________________________________ Alex Terrazas, Interim City Manager
Attachments:
Resolution
Exhibit A – WRSP Reimbursement Fee Calculations
Exhibit B – Project Accounting
Exhibit C – Parcel Map
Exhibit D – Annexation Expense Table
ITEM 6
RESOLUTION NO. 2022-02
APPROVING A WHITMORE RANCH SPECIFIC PLAN REIMBURSEMENT FEE
THE CITY COUNCIL
City of Ceres
WHEREAS, the City Council of the City of Ceres, State of California, has adopted the Whitmore Ranch Specific Plan and certified the Whitmore Ranch Specific Plan Environmental Impact Report (EIR) which lays out the planning and land use scheme, densities, circulation, and other planning regulations for a specific area within the City; and,
WHEREAS, the Whitmore Ranch Specific Plan area is generally defined as being bounded by Whitmore Avenue on the north, Moore Road on the east, and Cesar Chavez Junior High School on the east, such area having been annexed to the City of Ceres subsequent to the preparation of the Whitmore Ranch Specific Plan and pursuant to the environmental analysis and mitigations identified within the Whitmore Ranch EIR; and,
WHEREAS, the Ceres Municipal Code in Chapter 16.02 provides for the reimbursement of costs for land use and planning programs that were prepared by others for the benefit of the City and the landowners within a specific designated area; and,
WHEREAS, the specific expenses paid for by a proponent group consisting of Alvernaz Enterprises, Two Forty Nine, Inc., and Steve Alvernaz for the preparation of the Whitmore Ranch Specific Plan and EIR are specifically identified in Exhibit A incorporated herein; and,
WHEREAS, Exhibits A, B, and D identify a total of $401,417.85 as having been expended to prepare the Specific Plan and EIR document, and complete the annexation and identifies the total acreage subject to the reimbursement fee as 55.3 acres; and,
WHEREAS, an administrative fee of $100 would be added to pay the City for staff time spent on processing each reimbursement until such time that a fee study is conducted to determine the blended hourly rate for various City staff positions and the administrative fee is adjusted accordingly; and,
WHEREAS, the method to allocate this cost fairly among all benefited landowners is further shown on Exhibit D, that method being the division of the total costs by the total acreage benefiting, which calculation results in $7,258.91 per acre which the City Council hereby declares is a fair and efficient method by which to calculate the reimbursement fees; and,
WHEREAS, the specific parcels subject to the Whitmore Ranch Specific Plan reimbursement fee are identified visually in the map which is attached as Exhibit C and is herein incorporated into this Resolution; and,
ITEM 6
WHEREAS, the specific parcels subject to the Whitmore Ranch Specific Plan reimbursement fee are identified by Assessor Parcel Number, which is attached as Exhibit D and is herein incorporated into this Resolution; and,
WHEREAS, the properties containing the existing public schools were developed prior to annexation and did not derive any special benefit from the annexation. As such, these properties are excluded from payment of the Whitmore Ranch Specific Plan reimbursement fee; and,
WHEREAS, this matter was duly set for a public hearing before the City Council on January 24, 2022 and notice of said public hearing was duly published as required by Section 16.02.030 of the Ceres Municipal Code; and,
WHEREAS, the City Council considered said matter at the public hearing held at the City Council’s regularly scheduled meeting of January 24, 2022.
NOW, THEREFORE BE IT RESOLVED that based upon the evidence contained within the staff report and as presented at the City Council meeting of January 24, 2022, the City Council of the City of Ceres hereby enacts a Whitmore Ranch Specific Plan and EIR Reimbursement Fee of $7,258.91 per acre, in which said fee shall be paid to the City of Ceres, along with an administrative fee of $100, only the first time that any of the following occurs at each affected parcel within the Whitmore Ranch area:
1. A building permit is issued for a residential unit beyond the first primary dwelling, exclusive of accessory dwelling units, at the subject property.
2. A final map is recorded to subdivide the subject property into two or more parcels.
3. A conditional use permit is approved for the subject property.
BE IT FURTHER RESOLVED by the City Council that the fees that are collected pursuant to the Whitmore Ranch Specific Plan Reimbursement Fee, less specified administrative costs, shall be timely repaid to the lead entity of the proponent group, namely Alvernaz Enterprises, by the City Finance Department based upon the receipts of the reimbursement fee in an amount equal to the reimbursement fee collected.
PASSED AND ADOPTED by the Ceres City Council at a regular meeting thereof held on the 24th day of January, 2022 by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
ITEM 6
____________________________
Javier Lopez, Mayor
ATTEST:
_____________________________________
Diane Nayares-Perez, CMC, City Clerk
Resolution No. 2022-03
ITEM 6
ITEM 6
Exhibit A
WH
ITMORE RANCH SPECIFIC PLAN REIMBURSEMENT FEE CALCULATIONS COS
TS PAID FOR PREPARATION OF
WHITMORE RANCH SPECIFIC PLAN AND EIR
AND ANNEXATION TO THE CITY OF CERES
Re
imbursable costs include consultant and staff costs as paid by the following members of the proponent group:
Al
vernaz Enterprises (65.00%) $260,921.60
Two Forty Nine, Inc. (17.44%) $70,000.00
Steve Alvernaz ( 17.56%) $70,496.25
Total (100.00%) $401,417.85
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Exhibit C
Bl
ue: Parcels that were already developed at an intensity in alignment with the Whitmore Ranch Specific Plan (WRSP) and are excluded from the reimbursement fee.
Ye
llow: Parcels that derived a beneficial development potential from the WRSP and annexation and are therefore subject to the reimbursement fee.
ITEM 6
ITEM 6
Exhibit D
Annexation Expense Table
Owner APN Acres Share Cost
Fred Gowan 069-017-001 1.42 2.57% $10,307.66
Indalecia Galvan 069-017-002 1.77 3.20% $12,848.27
Elvia Hernandez 069-017-003 0.42 0.76% $3,048.74
Sharon Casey 069-017-004 0.84 1.52% $6,097.49
Suchchain Gill 069-017-005 1.88 3.40% $13,646.76
Salvador & Frances Corona 069-017-006 1.91 3.45% $13,864.52 AMA Partners LLC 069-017-007 8.40 15.19% $60,974.86
Alvernaz Enterprises LLC* 069-017-008 19.70 35.62% $143,000.57 Samuel Gaede 069-017-010 10.00 18.08% $72,589.12
Bulmaro Gutierrez 069-017-011 2.80 5.06% $20,324.95
Hilda Muniz 069-017-012 3.08 5.57% $22,357.45
Hilda Muniz 069-017-013 3.08 5.57% $22,357.45
TOTAL 55.30 100.00% $401,417.85
* = Currently owned by the proponent group
ITEM 6
ITEM 6
COUNCIL AGENDA REPORT
MEETING DATE: January 24, 2022
TO: Mayor and City Council
FROM: Mayor Lopez
CONTACT: Diane Nayares-Perez, CMC, City Clerk
[email protected]
(209) 538-5731
SUBJECT: R esolution No. 2022-03, approving the formation of a Veterans and Active Military Banner Program Advisory
Committee
RECOMMENDED COUNCIL ACTION:
Staff recommends Council approve a Resolution appr oving the formation of an Ad Hoc Committee Honoring Veterans.
I. BACKGROUND:
At the April 12, 2021 Council meeting, the City Counc il considered the Mayor’s request to place an it em on the next agenda to discuss the formation of an ad hoc committee honoring veterans. Council unanimously concurred with moving the item forward.
At the April 26, 2021 Council meeting, the City Council discussed the formation of an ad hoc committee h onoring veterans. During that meeting, M ayor Lopez recommended the appointments of himself, Sgt. King of the Turlock U.S. Army recruiting office, Freddy Morales of the Veterans of Foreign Wars, American Legion Commander Pete Samaniego, resident and veteran Gene Yeakley, Supervisor Channce Condit and Councilman Bret Silveira . Council directed staff to return to C ouncil for the formal formation and appointment of members to the committee.
During the November 8, 2021 Council meeting, the City Council discussed the Mayor’s recommended appointments and direct ed staff to open an app lication process for community members wanting to serve on the committee . The application period was open from N ovember 15
th through December 7 th. The application was posted on the City’s website, and also announced in the Ceres Courier. At the December 13, 2021
CITY COUNCIL
Javier Lopez, Mayor
James Casey, Dist. 1 Linda Ryno, Dist.2
Bret Silveira, Dist. 3 Mike Kline, Dist. 4
ITEM 7
Council mee ting, the City Co uncil directed staff to extend the application filing period until January 14, 2022 to allow sufficient time for additional members of the commu nity to apply. Staff received a total of four (4) applications.
II. R EASONS FOR RECOMMENDATION:
Council directed staff to return with a Resolution approving the formation of an ad hoc committee honoring veterans after the application period closed. This item is now before Council for the co nsideration of the formation of an ad hoc committee and the appointment of members.
III. FISCAL IMPACTS:
None at this time.
IV. E XISTING POLICY / RELATIONSHIP TO THE STRATEGIC PLAN:
Community engagement : Establish strong relationships with all sectors of the community, recognizing its cultural di versity and increase their involvement in creating the future of the City.
V. STEPS FOLLOWING APPROVAL:
F ollowing Council approval and direction, staff will implement the direction of the City Council.
Approved by:_____________________________
Alex Terrazas, Interim City Manager
Attachment: Resolution
Citizen Applications to Serve on the Committee (4)
George R. King, Nicholas Otero, John Warren and Gene Yeakley ITEM 7
RESOLUTION NO. 2022-03
APPROVING THE FORMATION OF A VETERANS AND ACTIVE MILITARY
BANNER PROGRAM ADVISORY COMMITTEE
THE COUNCIL
City of Ceres
WHEREAS, the purpose of the committee is to find ways to honor local residents who served or are serving in the armed forces; and
WHEREAS, at the April 26, 2021 Council meeting, the City Council approved the formation of an Ad Hoc Committee for recognizing veterans; and,
WHEREAS, Mayor Lopez has recommended the appointments of the following persons to the committee:
1. Sgt. King of the Turlock U.S. Army recruiting office
2. Freddy Morales of the Veterans of Foreign Wars
3. Pete Samaniego, American Legion Commander
4. Gene Yeakley, Veteran and Ceres Resident
5. John Warren
6. Councilman James Casey
7. _________________
8. __________________
9. Ceres Staff Support Person
WHEREAS, each member of the committee, except the City Council members who serve on the committee, shall serve until their duties are completed and any associated recommendations are submitted to the City Council for consideration.
WHEREAS, The ad hoc committee shall be advisory only and the committee will make recommendations to the Council.
WHEREAS, the committee is established as an ad h oc committee , which is temporary or transitory nature. T he ad hoc committee shall exist at the discretion of the City Council and exist until the completion of its recommendations to the Council. Ad hoc advisory committees are dissolved automatically at the end of their assigned purpose.
NOW, THEREFORE, IT IS HEREBY RESOLVED by the City Council of the City of Ceres hereby establishes a Veterans Recognition Committee.
PASSED AND ADOPTED by the Ceres City Council at a regular meeting thereof held on the 24
th day of January, 2022, by the following vote:
ITEM 7
AYES: Council Members:
NOES: Council Members:
ABSENT: Council Members:
_____________________________
Javier Lopez, Mayor
ATTEST:
_____________________________
Diane Nayares-Perez, CMC, City Clerk
Resolution No. 2022-03
ITEM 7
ITEM 7
ITEM 7
CITIZEN APPLICATION FOR APPOINTMENT TO
VETERANS AND ACTIVE MILITARY
CITIZENS ADVISORY COMMITTEE
APPLICATION DEADLINE
5:00 p.m., Tuesday, December 7, 2021
Name _________________________________ Phone
Home Address _ _______________________________________ City___________________________ Zip Code_________________ Length of residence:
at above address________ years in Ceres __________ years Occupation_____________________________ Business _________________________ Business Addr
ess _ ____________________________________
City_______
____________________ Zip Code_________________
Phone
(_____) __________________ E-Mail: __ ________
Emplo
yment and Highlights:
_______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________
Education: (highest school year, degrees, etc.)
_______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________
Present and past community, public service and/or military service:
________________________________________________________________________ ________________________________________________________________________ Please Return To:
Office of the City Clerk
2720 Magnolia Street
Ceres, CA 95307-3292
(209) 538-5731
FAX (209) 538-5650
[email protected]
Master of Science: Leadership; Golden Gate University
I currently own my own hazardous material/weapons of mass destruction training Police, Fire Department and National Guard units.
3 209
Business Owner/Retired Military
and development business. I create and conduct real-world exercises for our local 1 650-8515
Nicholas P. Otero
95307Ceres
Retired Master Sergeant, United States Air Force; 20 years 6 months Active Duty Master of Science: Information Technology Management; Golden Gate University 95307
Tactical Pause Training Group
Ceres
ITEM 7
2 ________________________________________________________________________ ________________________________________________________________________
What do you feel are your most important qualifications for appointment to the committee?
_________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________
Other information pertaining to your appointment:
_________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________
Please list below three (3) references with telephone numbers:
1._____________ ______________________________________________
2.______________ _____________________________________________
3.____________ ______________________________________________
__________________
_____________ ___________
Date
A resume
about yourself is welcome by the City Council Members in evaluating your application.
Will McCaskill,
committees. I am always looking out to serve others and make things better. . as a senior leader. I have overseen and been apart of many promotion and evaluation December 7, 2021
Cerina Otero,
been proven during my multiple overseas deployments as well as my ten years as have lived in Ceres their whole life. My wife also is a manager for the Stanislaus I am a Retired Air Force Veteran with over 20 years of service. My leadership has County Sheriffs Department and the passion she has for the community drives my Cindy Lares,
interest. I now consider Ceres home for life and I want to do what is best for this city.
I am very passionate about helping out our military community. My wife and her family ITEM 7
Nicholas P. Otero
Ceres, CA 95307, , [email protected]
Professional Summary
Dedicated and proficient Information Systems Security Manager familiar with completing highly tech- nical work to improve technology environments. Excellent critical thinking, time management, project management, organizational and conflict management skills developed over 15 years in the Information Technology field. Desiring a permanent position in a challenging, growth-oriented environment that will test my leadership, motivation, skills and dedication. Prepared to handle any job with commitment.
Skills
- Project Management - Resource Scheduling - Planning and Implementation - Oral and Written Communication - Team oversight - Employee Evaluations - Excellent Problem solving skills - Group Presentations - Digital Forensics
Work History
CSTF Communications Evaluator, 01/01/2020 to current
L2 Defense — Jupiter, Florida
- Responsible for evaluations on all applicable tasks for the Civil Support Communications Team - Provides formal written report on all evaluated checklist items to the U.S. Army - Coordinates with outside agencies to incorporate communication needs for the training proficiency eval- uation
Information Syste
ms Analyst, 11/2012 to 9/30/2019: Retired Master Sergeant United States Air Force – Hayward, CA
- Responsible for all information mission systems and communications platforms utilized by the Weapons of Mass Destruction Civil Support Team
- Operates/manages the $2M Unified Command Suite, providing battle space awareness to all emergency response agencies
- Responsible for communication section training management, planning and execution of information mission systems to include accreditation
- Military liaison between California National Guard and California OES during all major disasters
Cyber Systems Operations NCOIC, 10/2010 to 11/2012
United States Air Force, Eastern Defense Sector – Rome, NY ITEM 7
- Non-Commissioned Officer in Charge of the Network Management Section and managed 850 Local Area Network user accounts
- Oversaw management of four network systems to include unclassified, secret and top secret networks - Managed and supervised IT level 1/2/3 help desk work of four full-time Active Guard Reserve, four Ti- tle 5 Government Service Civilians and five Drill Status Guardsman - Provided core services by managing data services, implements local restoral, contingency operations plans and ensuring the accreditation of four network systems - Performed Auditing on four network systems to ensure that the network was up to DoD requirement/ standards
Senior Systems Controller, 01/2005 to 10/2010
United States Air Force, NORAD – Colorado Springs, CO
- Lead emergency recovery of national warning systems during critical outages in accordance with CJCS - Directed national missile, air warning and space defense systems operations at DoD's only Systems Control Center at Cheyenne Mountain Air Force Station "NORAD" - Conducted initial and advanced certification evaluations for System Center consisting of 33 US/Canadian personnel
Educati
on
Master of Business Administration: enrolled; estimation of completion September 2022, Golden Gate University: San Francisco, CA
Master of Science: Leadership, Information Technology concentration; September 2021, Golden Gate University: San Francisco, CA
Master of Science: Information Technology Management, Project Management concentration De- cember 2020, Golden Gate University: San Francisco, CA
Bachelor of Science: Information Systems Security, Digital Forensics concentration Jan- uary 2019, American Military University: Charleston, WV Associate of Science: Aviation Maintenance Technology
January 2012, Community College Of The Air Force: Montgomery, AL Associate of Science: Information Systems Management
January 2012, Community College Of The Air Force: Montgomery, AL.
High School Diploma
1998, Twin Falls Senior High School: Twin Falls, ID
ITEM 7
Certifications
Cisco Certification Entry Network Technician
CompTia Network+
CompTia Security+
ITEM 7
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ITEM 7
ITEM 7
ITEM 7
ITEM 7
CRA SUCCESOR
AGENCY AGENDA REPORT
MEETING DATE: January 24, 2022
TO: Chair and Board Members
FROM: Alex Terrazas, Interim City Manager/CRA Executive Director
CONTACT: Christopher Hoem, Director of Community Development [email protected]
, 209-538-5778
SUBJECT: Resolution No. 202 2-01, appropriating $2,500 from former City of Ceres Redevelopment Agency (CRA) Administrative
Allowance and amending the FY2021 -2022 CRA Successor
Agency Annual Budget to remit payment to Opportunity
Stanislaus (OS) and approv ing a Memorandum of
Understanding and authorizing the City Manager to execute the MOU with OS.
RECOMMENDED COUNCIL ACTION:
Staff recommends the City Council approve a Resolution:
1. Authorize, appropriate, and transfer from former CRA Successor Agency Administrative Allowance for FY2021-2022; and,
2. Authorize the Finance Director to remit payment and make any necessary transfers and journal entries.
I. BACKGROUND:
Opportunity Stanislaus is a non- profit business association funded by both private and public sector entities. It is comprised of elected officials from all city and county jurisdictions in Stanislaus County plus utility providers, business associations and leaders in business in the County.
The Mission of Opportunity Stanislaus is the following:
“Opportunity Stanislaus is all about improving the economic vitality of Stanislaus County.
We do that by helping local entrepreneurs start a business, by attracting innovative companies to the county, and by helping employers grow their businesses. We hel p companies by assisting them in their workforce readiness needs, by helping them to
CITY COUNCIL
Javier Lopez, Mayor
James Casey, Dist. 1 Linda Ryno, Dist.2
Bret Silveira, Dist. 3 Mike Kline, Dist. 4
ITEM 8
navigate through the regulatory process, by introducing them to financial incentives and financing programs, and by helping them locate appropriate sites and buildings to meet their needs.”
It is a regional economic development organization whose job training, demographic research, business recruitment and business development efforts will benefit all of Stanislaus County, including Ceres.
Opportunity Stanislaus has the following five initiatives:
1. Expand the VOLT Institute, which trains local employees in manufacturing, maintenance, production, and operations.
2. Lead business -driven talent development to enhance the skills of the existing regional workforce while elevating recruitment practices to improve hiring and retention outcomes at local businesses.
3. Improve economic vitality in Stanislaus County by attracting new companies and growing jobs.
4. Grow local business by creating and delivering mentoring for small businesses, including no- cost business advising, low -cost workshops, and small business trainings.
5. Drive public policy and advocacy for stronger business growth by leading the County and region in data-driven public policy initiatives.
The CRA remitted an annual payment to Opportunity Stanislaus in the amount of $15,000 in July 2021. (In addition, SCRC remitted $5,000 in July 2021.) Opportunity Stanislaus is requesting a new annual payment of $25,000. This would require a supplemental payment of $5,000 for the remainder of this fiscal year and $25,000 for each of the next four fiscal years. The reasoning for this increase is due to the enhanced goals and objectives shown in OS’s updated case statement (Attachment A) and the updated Memorandum of Understanding (MOU, Attachment C). In particular, Exhibit A of the MOU lists the following sample of commitments by OS in support of Ceres:
1. Support needs of local economic development staff with research/marketing resources.
2. Offer workshop on pros/cons of various marketing efforts to promote economic development.
3. Support workshops on regional economic development initiatives and relevant programs (i.e., San Joaquin Partnership economic development projects and activities).
4. Include the City’s economic development representative on all site visits conducted on businesses within Ceres city limits.
5. Participate with City economic development on major business contact visits.
6. Assist City in collection and analysis of information collected during site visits.
7. Support City efforts at securing long- term funding necessary to implement the visions, goals, and objectives of the Ceres Downtown Specific Plan.
OS will also be scheduled to provide regular updates to the City Council regarding project deliverables.
ITEM 8
II. REASONS FOR RECOMMENDATION:
Staff is recommending the Successor Agency to the former City of Ceres Redevelopment Agency Board consider approving the attached Resolution.
The total amount invoiced by Opportunity Stanislaus is $5,000. However, staff is recommending that this amount be spl it evenly between both the CRA and the SCRC administrative allowances, as both entities have access to the services provided by Opportunity Stanislaus.
III. FISCAL IMPACTS:
Approval of this recommendation will require an appropriation in the amount of $2,500 to the Successor Agency of the former Ceres Redevelopment Agency: $2,500 from Account #:466.58.0222.
A budget amendment is attached to this staff report.
IV. POLICY ALTERNATIVES:
The alternative to approving staff’s recommendation would be not to approve the appropriation.
V. INTERDEPARTMENTAL COORDINATION:
The City Attorney was consulted in preparation of the resolution.
VI. ENVIRONMENTAL REVIEW:
Not applicable.
VII. STEPS FOLLOWING APPROVAL:
Staff will remit a check to Opportunity Stanislaus. Interim City Manager will sign MOU with OS.
Approved by: _______________________________________________ Alex Terrazas, Interim City Manager/Executive Director
Attachments:
Attachment A – Resolution with Budget Amendment
Attachment B –Opportunity Stanislaus Case Statement
Attachment C – Memorandum of Understanding Between Opportunity Stanislaus and the City of Ceres with “Exhibit A”
ITEM 8
ITEM 8
RESOLUTION NO. 2022 – 01 (CRA)
APPROPRIATING $2,500 FROM FORMER CITY OF CERES REDEVELOPMENT AGENCY (CRA) ADMINISTRATIVE ALLOWANCE AND AMENDING THE FY2021 -2022 CRA SUCCESSOR
AGENCY ANNUAL BUDGET TO REMIT PAYMENT TO OPPORTUNITY STANISLAUS (OS) AND
APPROVE A MEMORANDUM OF UNDERSTANDING AND AUTHORIZING THE CITY MANAGER TO EXECUTE THE MOU WITH OPPORTUNITY STANISLAUS.
CITY OF CERES REDEVELOPMENT SUCCESSOR AGENCY
Ceres, California
WHEREAS, Opportunity Stanislaus is a regional economic development organization that provides demographic research, business attraction, job training and business development services to both the public and private sectors in Stanislaus County; and,
WHEREAS, to keep costs reasonable for both the public and private sectors, Opportunity Stanislaus calculates its “opportunity investment” payment on a formula using population and number of businesses; and,
WHEREAS, since this invoice is not a contractual obligation it is not an enforceable obligation and as a result must come from the Successor Agency’s administrative allowance; and,
WHEREAS, staff has prepared and attached a budget amendment form as Exhibit A to this Resolution.
NOW, THEREFORE, IT IS HEREBY RESOLVED that the Successor Agency of the former City of Ceres Redevelopment Agency does hereby appropriate $2,500 for the payment to Opportunity Stanislaus invoice and authorizes the Finance Director to remit payment and the City Manager to e xecute the Memorandum of Understanding with Opportunity Stanislaus.
BE IT FURTHER RESOLVED that the amount of $2,500 be appropriated to account no. 466.58.0222, Contracts, as set forth in Exhibit ‘A’ which is attached hereto and incorporated herein by reference, and the City of Ceres Finance Director is hereby authorized and directed to record the appropriate accounting entries.
BE IT FURTHER RESOLVED that the Memorandum of Understanding attached to this Resolution is intended to strengthen the economic growth and vitality of the City of Ceres with the support and partnership of Opportunity Stanislaus.
PASSED AND ADOPTED by the Successor Agency to the former City of Ceres Redevelopment Agency at a regular meeting thereof held on the 24
th day of January 2022, by the following vote:
AYES:
NOES:
ABSENT:
Javier Lopez, Chairperson
Diane Nayares-Perez, CMC, City Clerk
ITEM 8
EXHIBIT “A”
Budget Amendment No. _____
Fiscal Year 2021 - 2022
Reference: Resolution No. 20 22-01, dated January 24, 2022 , approving appropriation for Opportunity Stanislaus payment.
Appropriations:
Fund Name
Fund
No.
Dept.
No.
Object
No.
Appropriation
Amount
CRA Subscriptions and
Memberships 466 58 0222.0 2,500
Requested Appropriation
2,500
2021 - 2022 Current Appropriation
15,000
Total Appropriation
17,500
Estimated Revenues:
Fund Name
Fund
No.
Type
No.
Object
No.
Estimated
Revenue Amt.
Total Estimated Revenue
2021 - 2022 Current Estimated Revenue
Total Estimated Revenue
Fiscal Impact: Successor Agency Administrative Allowance
ITEM 8
OS_case_statement2021.qxp_CCWA_case.qxd 7/27/21 5:31 PM Page 1 ITEM 8
MESSAGING
BUSINESS
ATTRACTION
• Identified and targeted
good-fit companies to
expand or relocate in
Stanislaus County
• Partnered with the cities
and the county to promote
all eligible sites for new
businesses
Program Launch
2017
Employer
Participants
40 SBDC
New Small
Business
Startups
184
$70
Million
Revenue Growth
from Clients
New Companies
Added to Diversify
the Economic Base
30+
SMALL BUSINESS
GROWTH
Provided training & professional
no-cost business consulting
services to local business
owners in the following areas
:
• Crafting a business plan
•
Start up & funding assistance
• E-commerce
• Access to capital
• Financial management
• Connections to local, state,
and federal resources
•
Help with business expansion
• Much more
ACCOMPLISHED
WHA T
WE’VE
As directed by the goals and
objectives of the Our Future
Is Now program of work,
Opportunity Stanislaus has
led, partnered with and/or
played a critical supporting
role in a number of community
success stories, including:
EXISTING
BUSINESS
GROWTH AND
EXPANSION
• Provided exceptional
customized support to
all businesses by helping
them resolve issues
pertaining to workforce,
infrastructure, and
community and housing
services to help them
grow
DEMAND-DRIVEN
WORKFORCE
READINESS
• Initiated comprehensive
programs focused on
in-demand jobs such as
maintenance mechanics,
production technicians,
industrial fabrication,
and more
200+
160+
Million Additional
Capital Secured
$2
In Hard Skill
Classes
in Boot Camps
& Soft Skills
Jobs Added to
Existing Local
Industry
3000+
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5 WHERE
WE’RE
EXPAND VOLT
INSTITUTE
• VOLT ON THE GO
• Career Inspiration Center
• VOLT physical and
curriculum expansion
GROW LOCAL
BUSINESS
• Create new business starts
through our consulting
services
• Lead outreach campaign
to attract/startup minority-
owned businesses
• Develop/deliver workshops
focused on the recovery/
expansion of small
business
IMPROVE
ECONOMIC
VITALITY IN THE
COMMUNITY
• Attract higher-wage
companies
• Seek industries not
currently part of existing mix
• Lead/launch “Game
Changer” projectDRIVE PUBLIC
POLICY/ADVOCACY
FOR STRONGER
BUSINESS
GROWTH
• Launch Northern San
Joaquin Valley Economic
Institute
• Lead/partner to secure at
least one major policy win
each year
• Launch CEO Roundtable
GOING
Building on the
unprecedented success
of the Our Future Is Now
five-year plan, Opportunity
Stanislaus is uniquely
positioned to take its
economic and community
impact to THE NEXT LEVEL
TOGETHER. Our capital
campaign will enable our five
primary areas of focus.
LEAD BUSINESS-
DRIVEN TALENT
DEVELOPMENT
• HR Concierge Service
• Soft Skills Academy
• HR Fundamentals
• Rising Tides Talent
Acquisition and Retention
• Work Ready Community –
Build a Certified Workforce
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Why Opportunity Stanislaus?
Some might wonder why economic development
is so important. Not only does the work of the
economic developer support business and its
desire to grow and succeed, but it also helps all
of our local citizens have better jobs, enjoy better
pay and have more resources to provide for their
families.
Over the years we have attracted jobs and
investment into the Northern San Joaquin Valley
to provide a good quality of life for our citizens.
In fact, over the past five years, we attracted
more than 3,000 new jobs to the local economy.
But as the global gig economy (digital platform)
gains steam, we need to change and grow with
that economy. We need to preserve all the good things about our local economy, but we also need to aim higher to attract the jobs of the future and create cultural and recreational assets that young professionals want. The times are changing, and younger workers have more employment opportunities now than ever before. If we want to attract talent, we need to provide the lifestyle and job opportunities that young talent demands!
As the leadership of Opportunity Stanislaus, we are pleased to introduce a new five-year program of work that will help us get to the next level together with our partners and friends. We are ready to take the next step to work with key stakeholders in our region to boost the quality of life and make Stanislaus County and the Northern San Joaquin Valley region a place where people want to live and raise their families.
The timing couldn’t be better! A global pandemic reinforced the importance of working together. As an organization, we are ready to step forward to make an even bigger difference in achieving greater economic vitality for all. The same pandemic has created new paradigms which benefit our region.
People are looking for a place with more space and affordability. Employers are searching for sites that will give them access to large California markets but at a lower price and with more room to grow.
We invite you to be part of this important plan to improve the economy of Stanislaus County and the Northern San Joaquin Valley. Together we can make this a place where people want to be, a place where companies can succeed, and a community dedicated to a wonderful quality of life for themselves, their families, and their friends. Help us get to the “next level” of a better economy for all by investing in this
Opportunity Stanislaus – Next Level Together
plan.
David White
Chief Executive Officer
Dillon Olvera
Chairman of the Board
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Where We Started
In 2016 the board of our predecessor organization, the
Stanislaus Business Alliance, made a bold move: after 30 years of operations, they changed the structure of the
organization to become a private sector-led organization and gave it the name Opportunity Stanislaus. The word
“opportunity” suggests opportunity for all, opportunity for a better job and a better life. That year, our board hired Strategic Solutions, a nationally-recognized strategic
planning firm located in Austin, Texas to write a plan and lead a campaign to launch Opportunity Stanislaus. As a
startup organization, we delved into unknown territory, creating new programs aligning with the needs expressed by investors and raised $5 million over 5 years to support those needs.
The five-year plan focused on four initiatives:
• Business Development
• Demand-Driven Workforce Readiness
• Messaging
• Entrepreneurship and Innovation
Early in the execution of our plan, additional areas of need were identified and added to our program of work. For
example, at the time of our plan’s creation, VOLT Institute was not even in our collective vision. Since that time, we have successfully launched VOLT Institute, an industry-led training center to help build advanced manufacturing
skills, which were highly demanded by investors. We
expanded VOLT to include leadership training, accessible and applicable to all industries. We started boot camps in PLC training, agile project management, and food safety.
We grew our offerings at Valley Sierra Small Business
Development Center and received awards and recognition
in the process. We launched talent development programs to serve the ever-growing needs of local business. Above all, we listened to your concerns and did what we could to help you as business leaders with your pressing issues.
With all that in mind, we again hired Strategic Solutions to write our plan and lead our campaign for the next five
years. During April and May 2021, the Strategic Solutions team conducted 94 interviews with local business leaders, elected officials, and other important opinion leaders to get a sense of how
Opportunity Stanislaus has
performed, and what the organization should focus on
going forward. More than 80 percent of the investor
interviewees recognized either direct or indirect return on their investments. In the following pages you will find the details of our new
Opportunity Stanislaus – Next Level
Together plan. The plan consists of five initiatives, each with a specific mission, detailed objectives, and specific outcomes, all endorsed by top community leaders.
5 OS_case_statement2021.qxp_CCWA_case.qxd 7/27/21 5:32 PM Page 5 ITEM 8
In 2018 I began calling Stanislaus County my home, and it has been both a pleasure and a privilege to experience the wonderful attributes of this county and region. Whether it has been joining the Graffiti cruise with hundreds of classic cars making their way down J Street in downtown Modesto or
enjoying a dinner and glass of wine at the many fine
restaurants that dot the region, I couldn’t be prouder to be part of this great community. As the CEO of a major medical center, I have seen firsthand the passionate caring response of our health care workers and first responders to a global pandemic, taking little thought for themselves as they devote their time and energy to respond to a major health crisis.
Some of my proudest moments have also come in
witnessing the support these brave workers have received from across every segment of our community. This is a
special region full of caring, committed people.
Throughout my career I have had the opportunity to work alongside others to improve the economic landscape and
quality of life of the communities in which I have lived and served. One thing that became crystal clear when I came here was how easy it was to get involved in making a
difference, and how welcome I felt. Having served on the board of directors of Opportunity Stanislaus for three years now, it is so inspiring to see the private sector joining the public sector to initiate positive change and increase
opportunities for a better life for all our people.
Now we are embarking on a new five-year plan to take our work to a new level, collaborating with others around the region, the state, and the country to attract higher-paying jobs, to build new community assets to improve our quality of life, and to develop even more opportunities for our residents to learn quality skills in demand by current and future employers across our region. Through the Opportunity
Stanislaus Next Level Together plan, we will build upon the momentum of the past five years, achieve even higher
results, and bring this vision to fruition. Please join with me in supporting the important work of Opportunity Stanislaus.
Getting to the
Next Level Together means greater
opportunity for all members of our community and a better quality of life for all.
Message from Campaign Chair
Gino Patrizio
CEO, Memorial Medical Center (Sutter Health)
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7 Message from your
Campaign Leadership
As the Leadership Council for the Opportunity Stanislaus — Next Level Together campaign, we
collectively endorse this plan as the
right focus for Opportunity Stanislaus
for the next five years. We are pleased
that Opportunity Stanislaus will
continue to grow VOLT Institute as a
primary employee training asset in our
region. We look forward to the new
high-paying jobs and cutting-edge
companies that will come here as part
of our economic vitality initiative. We
commit to support new cultural,
educational, and recreational assets
which will help us attract and retain talent. We are excited to see the continued focus on local business, especially helping small businesses scale and succeed! We endorse
the new focus on supporting key policy proposals that will help our communities, county and region grow. And we
are happy that Opportunity
Stanislaus will continue to address
the talent development needs of
our local businesses.
We pledge to work with both the
public and private sectors of this
great region to improve our
economy and quality of life. We will
do that inclusively, making sure that
nobody is left behind. We are after
all “Opportunity Stanislaus” and
that means opportunity for all.
7 From left to right: Gino Patrizio, Warren Kirk, Dennis Roberts, Chris Lehikainen, Dave White, Raul Mendez, Kathryn Davis, Clive Grimbleby, Dan Leonard, Tyler Richardson, Susan Hensley, Paul Van Konynenburg, Jim Vieira, Sue Zwahlen, Dillon Olvera.
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Mission
Train high-quality
candidates to enter the
workforce primarily in
the manufacturing
sector, with skills that
are in demand by
industries in the
Northern San Joaquin
Valley region. Our motto
is “By Business, For
Business, At the Speed
of Business.”
Objectives
• Lead physical expansion of VOLT Institute to
include the addition of a comprehensive, nationally
-accredited, NIMS 9 Duty Area Maintenance
Program. Include an advanced manufacturing
Mechatronics program and an entry-level Certified
Production Technician program certified by
MSSC.
• Partner with SCOE to start a Career Inspiration
Center to educate junior high and high school
students throughout the county about the robust
vocational careers available in our community. This
includes a focus on both of VOLT’s key industries:
manufacturing and agriculture.
• Lead VOLT ON THE GO: A program that takes the
key mechanical and electrical training programs
and makes them mobile, allowing VOLT to better
service companies in rural or remote areas of the
San Joaquin Valley.
“VOLT Institute has been part of our
employee skills development program since
its inception in 2017. As we continue to grow
and add new types of machinery, supporting
our maintenance team with training and
education is mission critical. We look forward
to the new offerings that VOLT is bringing
online in the future and are proud to partner
with Opportunity Stanislaus for the
betterment of our entire community.”
— Trent Mayol, President,
Pacific Southwest Container
88 EXPAND
VOLT
Institute
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• Expand VOLT micro-trainings and boot camps to
allow for training growth that services a broader array of industries. Key training content will focus on executive leadership, front line management, agile project
management, advanced PLC training, and more.
• Support VOLT-mirrored trainings for other industries to support the talent development of all our existing and
emerging industries in the Northern San Joaquin Valley.
Expected Outcomes
• Training and placement of at least 400 people over the next five years in our key manufacturing programs such
as Maintenance, Mechatronics, Production Technician,
and Wine Cellar Operations.
• Launch VOLT ON THE GO program, which provides a
mobile mechanical and electrical training application for our key hands-on training. Service a minimum of 25
“remote” companies through this program - remote
being defined as companies located more than 15 miles
away from downtown Modesto. This expansion of VOLT
capabilities will enable companies and employees from
more rural locations to be trained onsite.
• Upskill an additional 500 existing workers in key areas such as executive leadership, general management,
and project management by 2026.
• Partner with SCOE to launch, fill, and operate a brick- and-mortar center that 6th-12th grade students from
across the county can get visual and hands-on
opportunities to learn about the vocational careers
available in manufacturing, agriculture, health, and
technology by the end of 2022.
• Attend and actively participate in regional educational planning meetings that facilitate the growth of other
industry-led training programs. New training programs in medical, software technology, and FIOSS construction are anticipated over the next five years. VOLT’s role will be to advocate for the model to be led by industry.
“As a major employer based in Merced County, we are excited to see the expansion and r
egional growth of VOLT Institute.
The plan to offer mobile training programs in the future will have a significant impact on our ability to train and develop the talent we need for our business to thrive.”
— James Sherwood, The Morning Star Packing Company
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Mission
Enhance the skills of the
existing regional
workforce while
simultaneously elevating
recruitment practices to
improve hiring and
retention outcomes at
local businesses.
Objectives
• Expand the HR Concierge Service, which provides
recruiting assistance and human resources
training opportunities exclusively for Opportunity
Stanislaus investors. Extended services will include
partnership with our staffing agency investors to
capitalize on their expertise and resources.
• Launch Rising Tides, a training program that
focuses on Human Resources best practices and
fundamentals to ensure better hiring and retention
outcomes for the region.
• Spearhead a soft skills academy for incumbents
and members of the workforce resulting in a
talent pool that is professional and knowledgeable
in areas such as communication, employee
expectations, and workplace etiquette.
• Create a customer service academy for front-line
workers so that participants can learn best
practices for service and better understand the
“Valley First Credit Union started in Stanislaus
County with the express purpose of improving
financial outcomes for our communities and
over seven decades later our commitment to
service and prosperity remain strong. We
believe in the people of the San Joaquin
Valley, and our partnership with Opportunity
Stanislaus is one of many ways we work to
give back. Through programs that strengthen
our workforce and regional assets, together
we will bolster the quality of life for those who
call this area home.”
— Kathryn Davis, President and CEO,
Valley First Credit Union
10 LEAD
Business-
Driven Talent
Development
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importance of their role in economic vitality, hospitality and tourism.
• Continue to drive work around sector strategies so that local youth and entry-level employees better understand the opportunities for careers in the region and the strategic steps toward progression in their jobs.
• Become known as a community that embraces the
elevation of hiring outcomes for veterans through strategic partnership with business and local government.
• Grow education around the importance of employee
engagement in retention outcomes by creating and
disseminating research and highlighting the opportunity for participation in Best Places to Work: Central Valley.
Expected Outcomes
• Through our HR Concierge Service conduct 75 -100
employee recruitments for Opportunity Stanislaus
investors to support their growth and expansion plans
every year beginning in 2022, while capitalizing on the capabilities and potential inherent to working with
investors in the staffing industry.
• Train 100 local Human Resources representatives in HR fundamentals including best practices for recruiting,
hiring, onboarding and retention beginning in 2022 and
continuing, contingent on secured funding.
• Enroll 100 participants - incumbents, students and
members of the general public - in a soft skills
academy, resulting in measureable improvement in
efficiency and professionalism at local companies by
2026 and continue training indefinitely with secured
funding.
• Partner with local tourism and hospitality interests
to create and promote an online customer service
academy that will train 200 regional workers annually
beginning in 2023.
• Create a program that seeks to promote the hiring of
veterans in at least 25 local companies which will result in special consideration (from guaranteed interviewing to
hiring) of 100 veteran applicants by 2026.
• By 2026 Opportunity Stanislaus will show a 25 pecent
increase in employee satisfaction within those companies engaged in Best Places to Work: Central Valley for two
consecutive years as evidenced by annual employee survey data.
“We are in unprecedented times
for overall success in workforce
development. Our business
community has a long history of
expecting very good if not great
work output from their staff. It
has been found that the most
successful organizations in our
area understand that it is
equally important that the
workforce be able to expect
great things from business. I
believe Opportunity Stanislaus,
with our forward thinking
existing partners here locally,
can collectively and
collaboratively create the
trainings and programs needed
to drive our region forward. The
natural results of these efforts
will help so many in our
community experience
impressive outcomes for both
employers and employees.”
— Chris J. Peterson
Principal, AVAILABILITY
Professional Staffing 11
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Mission
Lead efforts to attract
new companies from
our target market
segments, grow jobs
from our current high-
value businesses, and
look to lead or partner
in a limited number of
significant projects with
major payoffs to
Stanislaus County,
leading to increased
income levels and improved quality of life for all our
citizens.
Objectives
• Maintain a robust local business retention and
expansion program focusing on companies that
attract new dollars from outside the county. Our
hallmark is to support local businesses first
because most of the new jobs will come from local
sources.
• Focus on efforts to attract companies with higher-
paying jobs, especially industries that either
support our current industry base or represent a
new, higher-paying industry not highly represented
in the county.
• Lead one “game-changing project” that will
significantly add new revenue to the county,
improve the county’s brand as a good place to live,
work and play, and draw positive attention and
interest from outside the county. A “game
“As the CEO of a major corporation based in the San Joaquin Valley, it is important for us to attract top notch performers to our company. We competitively search for talent and many are interested in our positions and opportunities, but most have options all over the country. So I am excited that Opportunity Stanislaus is focusing on attracting projects that will enhance the quality of life in our region. Having strong cultural and recreational assets will make it more attractive for prime candidates to come here.”
— Dan Huber, Chief Executive Officer, Foster Farms
12 IMPROVE
Economic
Vitality in
Our
County
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changer” implies a project that would create a new
paradigm in the economic vitality of the county.
• Support other community development projects that will improve the quality of life in the county and make it easier for employers to attract talent to the county. These projects (currently being determined) could come from various
community and/or public-based organizations and could
include but are not limited to new recreation, arts or cultural attractions, transportation initiatives, and initiatives to beautify and promote the county to the outside world.
• Support the county’s regional tourism and branding
initiative by being an active partner, adding our ideas and potential resources and talents to the initiative.
Expected Outcomes
• Attract at least 40 companies to the county by 2026
that offer jobs that pay at least 125 percent over the
county average wage.
• Attract at least 20 companies from industries not
currently part of the majority industry mix within the
county by 2026.
• Lead and launch at least one “game-changing” project of at least $100 million of investment by 2023. The
project will be identified by 2023 with a successful
decision to launch being made by 2026.
• Support at least 10 additional community development “quality of life” projects or “economic driver” projects over the course of the next five years. Supporting the
project is defined by opening doors, signing letters of support, having groups make presentations to our
board and investors, or providing experience and
know how from our staff to the project.
• Attend meetings and act as a full participant in the county’s regional tourism and branding initiative.
• Develop relationships of trust with all tradeable sector companies and investor companies, striving to visit at least 500 businesses per year. In these visits we will ask
questions of business leaders to ascertain what
opportunities, challenges and threats are posed to them.
We will then report the aggregate data to policy makers at the local, county, state and federal level.
“I grew up in Modesto.
I raised my children here.
Now, as Mayor of Modesto,
I want our children and
grandchildren to have great
jobs and stay here. I am so
happy that Opportunity
Stanislaus is committed to
attracting high-paying jobs
to our community and the
region. The connection
they have made to the
Bay Area should prove
very strategic in getting
Bay Area companies to
invest in our region.”
— Sue Zwahlen,
Mayor of Modesto
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Mission
Create and deliver
mentoring and
programming resulting in
continuous improvement
and innovation of small
businesses in Stanislaus
County by providing
expert, no-cost business
advising, low-cost
workshops and small
business trainings.
Objectives
Responding to surveys, companies/organizations in
Stanislaus County/Northern San Joaquin Valley
responded that new business start-ups and growth
and retention of existing businesses of all sizes is
“extremely or very important”. The following
objectives have been developed based on that
input:
• Focus on underserved constituents by increasing
business ownership among minority groups
throughout Stanislaus and Tuolumne Counties.
• Identify and help establish businesses to expand
within and beyond our region.
• Expand our outreach services to businesses
in rural areas, providing access to training,
business counseling and research capabilities.
• Increase networking opportunities among all
stakeholders, understanding that connectivity
creates growth.
“Opportunity Stanislaus provides the right tools and
resources to help small businesses throughout our
community. They’ve made a great difference to our
growing business.”
— Karina Ramirez, Co-owner/Founder,
Memo’s Cocina & Tequila Bar
14 GROW
Local
Business
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• Opportunity Stanislaus will become known as the leading technical assistance resource for entrepreneurs.
Expected Outcomes
• Create at least 200 new business starts and 700 new jobs through our consulting services by 2026.
• Lead an outreach campaign to attract and startup at least 75 more minority-owned businesses in Stanislaus County
by 2026.
• Beginning in 2021, hold at least six annual business workshops targeting a minimum of 200 business owners.
• Host two annual business conferences focused on
minority-owned businesses beginning in 2021.
• Open three business assistance satellite offices by 2024. • Recruit at least eight additional business advisors from outlying areas of the county by 2023.
• Host/partner on four annual Let’s Talk Business
networking events beginning in 2021 in order to create a space for new and seasoned business owners to connect
and share best practices.
• Collaborate with stakeholders to provide at least eight annual training opportunities beginning in 2021 that will result in 400+ small business owners being trained in
financial management and small business practices.
• Create mentorship opportunities for at least 15 emerging entrepreneurs each year beginning in 2021 in partnership with regional institutions of higher learning.
• Report at least $80 million of new revenue growth among SBDC clients over the next five years.
“Successful small businesses are
essential to the growth of our
community. The resources and
support that Opportunity
Stanislaus provide have
contributed greatly to the success
of our company over many years.”
— Jonathan Sciabica, CEO,
Sciabica Family California Olive Oil
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Mission
Lead the county and
region in data-driven
public policy initiatives
to draw attention to and
influence policy
decisions supporting
business growth and
advocating for a better
business climate
statewide.
Objectives
• Create a regional economic research institute with
the San Joaquin Partnership to produce important
economic research supporting and driving public
policy decisions that will spur economic growth.
• Remain a strong partner in regional and statewide
business initiatives such as the Bay Area
Megaregion Alliance and the New California
Coalition. The purpose of these groups is to
collaborate on important topics like transportation,
jobs, housing, and creating a better business
climate.
• Build our ability to provide data-driven research to support business growth.
• Launch and facilitate a quarterly CEO Roundtable
to drive public policy initiatives. This group of
CEOs will learn about important projects and
initiatives impacting the regional economic
vitality. They will decide if Opportunity Stanislaus
16 “As the business community, we
need to use our influence to
encourage political decisions that
will benefit our regional economy.
I am excited that Opportunity
Stanislaus is taking this up as
an area of focus.”
— Jim Vieira, President at
California Mill Equipment Company
and P&F Metals
DRIVE
Public Policy
& Advocacy
for Stronger
Business
Growth
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will support, oppose, or remain neutral on these initiatives and at what scale.
• Acquire robust data analytics tools enabling us to
help businesses scale, attract new businesses to the area, create strategies for diversification of our industry base, provide data support for important projects, and help our cities understand which retailers and businesses to
attract based on consumer trends and behaviors.
• Lead annual business delegations to Washington DC and Sacramento to influence public policy decisions that will benefit our regional economy. These delegations will focus on the Stanislaus County/Northern San Joaquin Valley
region and include public and private leadership.
Expected Outcomes
• Taking the lead, or in partnership with other organizations, secure at least one major pro-business policy win each
year starting in 2022.
• Taking the lead or in partnership with other organizations, starting in 2023 attract at least $2 million annually from federal or state sources to support major infrastructure or economic development initiatives.
• Launch the Northern San Joaquin Valley Economic
Institute in 2022.
• Continue Opportunity Stanislaus participation in the Bay Area Megaregion Alliance and the New California
Coalition. Produce at least one major public policy win per year beginning in 2022 as a result of active participation in these groups.
•
Purchase stronger data analytic tools beginning in 2022 providing real time consumer data. These tools will enable us to help local businesses scale, attract new business investment, and assist local retail and entertainment venues. • Launch a CEO Roundtable in 2021 that will meet
quarterly to weigh in on important public policy initiatives.
The Opportunity Stanislaus Board of Directors will select the CEOs to be invited to be part of the Roundtable. Our goal will be to investigate and take positions on at least two to four key policy initiatives each year. Effectiveness of the group will be determined via an annual CEO Roundtable
survey.
• Partner with local government and other business
organizations to lead an annual delegation to Washington DC and Sacramento to advocate for important regional
projects beginning in 2022.
“As an elected official I am very glad that Opportunity Stanislaus will be using its influence to support important public policy decisions. I am particularly pleased
to learn that we will have an Economic Research Institute in place that will produce studies designed to support
important issues surrounding economic development,
infrastructure, and business climate.”
— Mani Grewal, Supervisor,
Stanislaus County Board of Supervisors,
District 4
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18 How your investment dollars will be spent:
Campaign Goal
17%
19%
29%
17%
18%
Annual Budget $1,800,000
Five-Year Budget $9,000,000
ANNUAL INVESTMENT LEVELS:
Game Changer $50,000 +
Chairman’s Circle $25,000 +
President’s Council $10,000 +
Strategic Partner $5,000 +
Growth Partner $2,500 +
Community Partner $1,000 +
EXPAND
VOLT Institute
LEAD Business-
Driven Talent
Development
IMPROVE
Economic
Vitality in Our
County
GROW
Local Business
DRIVE
Public Policy
and Advocacy
for Stronger
Business
Growth
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19 Investor Benefits
Strategic Partner: $5,000 +
• 30% discount on VOLT hard skill classes and boot camps • Active engagement by Director of Investor Relations to ensure your return on investment
• Company logo and link on OS website
• HR Concierge with four free recruitments per year
• Four research projects/year (additional research available for a fee)
Growth Partner: $2,500 +
• 20% discount on VOLT hard skill classes and boot camps • Active engagement by Director of Investor Relations to ensure your return on investment
• Company name and link on OS website
• HR Concierge with three free recruitments per year
• Three research projects/year (additional research available for a fee)
Community Partner: $1,000 +
• 10% discount on VOLT hard skill classes and boot camps • Active engagement by Director of Investor Relations to ensure your return on investment
• Company name and link on OS website
• HR Concierge with two free recruitments per year
• Two research projects/year (additional research available for a fee)
President’s Council: $10,000 +
• 40% discount on VOLT hard skill classes and boot camps • Active engagement by Director of Investor Relations to ensure your return on investment
• Company logo and link on OS website
• HR Concierge with six free recruitments per year
• Six research projects/year (additional research available for a fee) Game Changer: $50,000 +
• Highest priority consideration for seat on Opportunity Stanislaus Board of Directors
• Membership in the Chairman’s CEO Roundtable for your C suite level executive
• 60% discount on VOLT hard skill classes and boot camps • Quarterly meeting with CEO to ensure your return on
investment
• Prominent logo recognition and profile on OS website • Other tailored benefits of specific interest to you will be developed as part of your ongoing “one-on-one” meetings with OS leadership
• HR Concierge with ten free recruitments per year
• Year-round complimentary research
Chairman’s Circle: $25,000 +
• Priority consideration for seat on Opportunity Stanislaus Board of Directors
• 50% discount on VOLT hard skill classes and boot camps • Quarterly meeting with CEO to ensure your return on
investment
• Prominent logo recognition and profile on OS website • Other tailored benefits of specific interest to you will be developed as part of your ongoing “one-on-one” meetings with OS leadership
• HR Concierge with eight free recruitments per year
• Eight research projects/year
(additional research available for a fee)
OS_case_statement2021.qxp_CCWA_case.qxd 7/27/21 5:33 PM Page 19 ITEM 8
20 Chairman of the Board
Dillon Olvera
President & CEO at Beard Land
and Investment Co.
Vice Chairman
Dan Leonard
Vice President & Chief Financial
Officer at Bronco Wine Company
Secretary
Chris Lehikainen
Vice President of Field Operations
& Plant Inputs at Stanislaus Food
Products
Treasurer
Kathryn Davis
President & CEO at Valley First
Credit Union
Members:
Hemanta Agarwala
CEO & President of Alpha, Inc.
Renee Bilyeu
Vice President of Human
Resources at Hilmar Cheese
Oscar Cabello
District Manager at Wells Fargo
Bank
Chris Courtney
President & CEO at Oak Valley
Community Bank
Lynn Dickerson
Former CEO of the Gallo Center
for the Arts
Christopher Drago
Support Service Administrator for
Kaiser Permanente
Mary-Elizabeth Eberhardt
VP Director of Consumer Banking
at Bank of Stockton
Ann Endsley
Owner of Greens on 10th &
Underground Kitchen
Clive Grimbleby
Principal at Grimbleby Coleman
CPAs, Inc.
Susan Hensley
Vice President Human Resources
at E. & J. Gallo Winery
Joe Hollowell
Owner of LDC Group
Dan Huber
CEO at Foster Farms
Warren Kirk
CEO at Doctors Medical Center
Kevin Lacasse
President, Engineering and
Maintenance with The Wine
Group
Walter Mendez
Vice President of Human
Resources & Support Services
for Crystal Creamery
David Needham
Chief Technology Officer for
Oportun
Gino Patrizio
CEO at Memorial Medical Center
(Sutter Health)
Chris Peterson
Principal, AVAILABILITY
Professional Staffing
Edwin Rizo
President at Rizo Lopez Foods,
Inc.
Brad Stegmann
CEO at Automation Group
Blake Steward
Senior Vice President - Human
Resources at Pacific Southwest
Container
Paul Van Konynenburg
Managing Partner at
Britton Konynenburg Partners
Jim Vieira
President at California Mill
Equipment Company & P&F
Metals
Board as of July 26, 2021
Board of Directors
OS_case_statement2021.qxp_CCWA_case.qxd 7/27/21 5:33 PM Page 20 ITEM 8
21 David White
Chief Executive Officer
Katy Winders
Chief Financial Officer
Monique Jackson
Executive Assistant
Tyler Richardson
Chief Business Services Officer
Executive Director, VOLT Institute
April Potter
Director, Market Research &
Communications
Tim Dutter
Manager, Special Projects
Raymond Cawthorne, Ph.D.
Director of Instruction,
VOLT Institute
Amber Edwards
Vice President,
Talent Development
Kim Whitcomb
Program Manager,
WorkKeys
Lin Touch
Talent Development Intern
German Zavalza
Chief Innovation Officer
Director, Valley Sierra SBDC
Joseph Cordova
Assistant Director, Finance &
Operations, Valley Sierra SBDC
Maisie Silva
Training & Marketing Coordinator,
Valley Sierra SBDC
Opportunity Stanislaus staff as of
July 26, 2021
Professional Staff
OS_case_statement2021.qxp_CCWA_case.qxd 7/27/21 5:33 PM Page 21 ITEM 8
1625 I Street
Modesto, CA
(209) 422-6420
www.opportunitystanislaus.com
Thank you to our
in-kind sponsors:
OS_case_statement2021.qxp_CCWA_case.qxd 7/27/21 5:33 PM Page 22 ITEM 8
ME
MORANDUM OF UNDERSTANDING
BETWEEN
STANISLAUS BUSINESS ALLIANCE (OPPORTUNITY STANISLAUS) AND THE CITY OF CERES
FOR FISCAL YEARS 2021-2022 THROUGH 2025-2026
FOR ECONOMIC DEVELOPMENT
AND WORKFORCE STRATEGIES
The St
anislaus Business Alliance, hereafter referred to as Opportunity Stanislaus (OS) and the City of Ceres, (CITY) will work together on the City’s proactive economic development efforts to create and preserve jobs, strengthen the City’s economic base and enhance the City of Ceres’s revenue base.
This
Memorandum of Understanding (MOU) is to facilitate OS and the City of Ceres ’s desire to effectively communicate strategies and information with local and regional partners that will maximize their contribution toward the achievement of Ceres’s economic development goals, as identified in the City of Ceres Economic Development Strategic Plan 2013-2020, adopted by the Ceres City Council on March 10, 2014, and to include updates as determined by the City in the next Plan update anticipated to take place in 2022. Further, this Memorandum of Understanding establishes the parameters for a successful partnership between OS and the City of Ceres and outlines the general responsibilities to be carried out by both parties.
This MOU is
intended to establish the basic tenets of a collaborative and successful working relationship between the City of Ceres and OS to create more jobs for Ceres and the region but does not impose a legal obligation on either party. OS will invoice the City each year during the period of five years covered through this MOU at the sum of $25,000 per year. The first year (FY2021-2022) was partially paid in July 2021 in the amount of $20,000, and the remaining $5,000 for the first year will be paid upon acceptance of this agreement.
Together
, the City of Ceres and OS will:
1. Wor
k together to identify target sectors for joint initiatives including, but not limited to, biotechnology, agribusiness, manufacturing, clean energy, environmental sciences, and information and communication technologies;
2. Work
together to identify opportunities for strategic partnerships and alliances between private sector companies in Ceres and the Stanislaus County Region; ITEM 8
3. Explore opportunities for joint trade promotion and joint promotional act ivities related to the tourism, cultural and sports sectors;
4. Work together to identify and pursue a “game changer” project in Ceres that will increase city revenue and improve the city brand.
5. Work together to improve workforce skills for Ceres r esidents through OS programs such as VOLT Institute, the HR Concierge program, Rising Tides, and WorkKeys.
6. Examine options for co-operative activity in existing and emerging knowledge/innovation economy partnerships; and
7. Leverage collaborative efforts amongst mem bers throughout Stanislaus County and the Region with a particular focus on trade and business development, knowledge/innovation, economy development, ag tech, life sciences, biotechnology, and information technology development.
The City of Ceres and Opportunity Stanislaus recognize the benefits of ongoing, regular contact between their respective organizations to promote economic development and job creation and identify areas in which there are opportunities for joint co-operation.
The following are general actions and activities to be undertaken by Opportunity Stanislaus and by the City of Ceres in the implementation of the Countywide Economic Development Plan and Marketing Strategy first adopted on August 12, 2020 and the Opportunity Stanislaus Strategic Plan approved on May 24, 2021. Opportunity Stanislaus also acknowledges specific strategies identified in the City of Ceres Economic Development S trategic Plan 2013- 2020 adopted and approved by the City of Ceres City Council on March 10, 2014, and may include supplemental strategies adopted by the City through any Strategic Plan updates during the term of this agreement.
Specifically, the Opportunity Stanislaus will:
1. Conduct economic developm ent activities to encourage the development of new business opportunities, the attraction of new businesses and the retention and expansion of existing business within the City of Ceres;
2. Continue with the Local Industry Program for the tradeable sector employers in Ceres and will include a representative of the City on those business visits.
3. Provide the City of Ceres with on -going market and economic analys es through the Northern San Joaquin Economic Ins titute on a variety of important bu siness sector topics based on the City of Ceres’s priorities and goals. Information will be used at the City’s discretion (annual budget document, Comprehensive Economic Development Strategy, as well as other reports).
4. Coordinate collaborative v isits, recruitment trips and trade show p articipation for attracting target businesses, primarily from the Bay Area and Silicon Valley.
5. Support and coordinate with the City of Ceres on workforce support efforts t o help Ceres employers find the workforce resources they need from the county and state.
ITEM 8
6. Partner with Ceres on potential industry visits by continuing to involve the City of Ceres in prospect meetings as well as participating in Trade show exhibits.
7. Support the City of Ceres in its applications for Economic Development Administration (EDA) grant funds as well as actively participate on the Economic Development Action Committee (EDAC) and assigned responsibilities and coordi nation of the update to the Comprehensive Economic Development Strategy (CEDS) and other economic planning documents such as the San Joaquin Valley Economic Development District plan and others.
8. Facilitate, in a transparent manner , all potential development and prospect leads as well a s p rovide an update or status on previous leads that w ere circulated and responded to by the City of Ceres.
9. Investigate the opportunity and possibility of developing a co- working space in Downtown Ceres to encourage entrepreneuri al efforts for fledging businesses , microenterprises and other job creation opportunities.
10. Advocate for the establishment of an effective Entrepreneu rial Program at C SU Stanislaus.
11. Support Ceres’ efforts to implement the City of Ceres Economic Development Strategic Plan 2013-2020, including offering specific support roles for each strategy as identified in Exhibit A, attached, and incorporated as part of this MOU. This OS Support may include additional roles that may be identified as part of a City-adopted update to the Ceres ED Strategic Plan.
12. Submit quarterly progress reports four t imes a year , as set forth below , and wi ll describe activities in business attraction, busin ess assistance/expansion and business advocacy efforts provided by the Opportunity Stanislaus Business Resource Center, the Business Services Unit and the Small Business Development Center. These Quarter ly Reports will be submitted on or before the following due dates during each year as follows:
o Quarter #1: March
o Quarter #2: June
o Quarter #3: September
o Quarter #4: January
These reports will provide ongoing, updated information to the C ity of Ceres relative to the progress of the aforementioned Marketing S trategy as well as th e adopted OS Program of Work for Year 2021-2022. These reports will include the current focus of the campaign as well as the number and type of responses received.
Specifically, the City of Ceres will:
13. Assist in providi ng t he necessary staff support based on the availability of sta ff resources and the C ity of Ceres’ specific priorities in response to stated business ITEM 8
needs. Further, the City will respond and actively participate in programs with existing companies or new firms interested in relocation or expansion to the Ceres area.
14. Facilitate ease of access and assistance to all businesses with regard to zoning and permitting in compliance with the City of Ceres’s adopted land use regulations and building codes and cons istent with Ceres’s adopted growth and land use policies an d objectives.
15. Provide current data as it relates to changes in land use issues, infrastructure upgrades, zoning, fee s tructures or any other jurisdictional actions which assist i n meeting the stated objectives of this M OU and that impact the ability of OS to respond to stated business issues and concerns.
16. Interact with the OS Marketing Team subject to staffing, time and monetary constraints.
Participation will be at a level deemed appropriate based on any restraints as defined.
17. Encourage elected officials to ac tively support business park creation, job creation opportunities, job retention and new business development.
Either party may withdraw or terminate its parti cipation in this MOU at any time or for no reason, by providing the other party with written notice of its intent to do so.
IN WITNESS WHEREOF , the parties have caused this Agreement to be executed by and through their respective officers’ thereunto duly authorized. Further, this MOU is consistent with the original intent of the Countywide Economic Development Plan and Marketing Strategy and the responsibilities as outlined, meets with the approval of both parties to this Memorandum of Understanding.
Opportunity Stanislaus City of Ceres
Signature: ____________________________ S ignature: __________________________
David White, Chief Executive Officer Alex Terrazas, Interim City Manager
Date_____________________________ Date___________________________ ITEM 8
City of Ceres – Stanislaus Business Opportunity Stanislaus Ceres Economic Development Objectives
and Opportunity Stanislaus Support Roles*
City of Ceres Economic Development Strategic Plan 2013-2020 – Objectives/Tactics/Actions
1.0 Increase Fiscal Capacity and Fund Economic Development
1.1 Increase Fiscal Capacity
• Continue to support county-wide transportation tax for system improvements. • Monitor funds accountability so General Fund dollars do not subsidize costs to City that could be recovered from direct users or beneficiaries.
• Maintain equitable impact fee systems to fund full costs of providing applicable services at a high quality level that can support expansion and growth (DIF).
1.2 Funding Economic Development
• Allocate available funding to support City’s ED program efforts. • Maintain funds to support local ED efforts.
• Establish EDP office/staff as adjunct to City Manager to be ED lead for City.
Opportunity Stanislaus Support
Continue to support county-wide transportation tax efforts. Be sensitive to the nature of local impact fee comparisons and work closely with each member city to better understand local nuances/issues of property tax/fees/cost of services (support concept that better infrastructure will improve attraction/business environment and that “giveaways” are subsidies, largely from the general fund). Consider support of City’s efforts to seek positive fiscal sharing relationship with Stanislaus County (needs will vary based on specific issue: i.e. RDA Successor Agency admin. support; property tax sharing agreements; annexation neutrality arrangements, etc.).
Support needs of local ED staff with research/marketing resources. *[Note: Ceres Economic Development Objectives are identified in the City of Ceres Economic Development Strategic Plan 2013-2020, accepted as complete by the Ceres City Council on March 10, 2014. The objectives identified herein are summarized from the formal objectives, tactics and actions as identified in Part II of said Plan. Within each primary Plan objective category, suggested actions that the Opportunity Stanislaus would provide to Ceres are listed in italics and highlighted.] Exhibit A
ITEM 8
2.0 Effective Economic Development Implementation
2.1 Organizational Structure
• Establish structure in City organization that recognizes ED and its role/need/function.
2.2 Plan for Growth
• Use bond and CIP funds targeted to maximize benefit to infrastructure that supports economic development needs and expansion.
2.3 Marketing Programs
• Develop local branding and industry-specific marketing programs to promote City and promote targeted industry/business clusters.
2.4 Marketing
• “Get The Word Out” through various means including print and social media efforts • Partner with tools/resources of Opportunity Stanislaus to advance marketing efforts. • Maximize public-private partnerships for marketing efforts (strong Chamber support) • Evaluate marketing efforts for their success and value.
Opportunity Stanislaus Support
Increase understanding of infrastructure finance mechanisms and how Opportunity Stanislaus might support fund identification/acquisition (EDAC, Federal and State). Continue efforts to provide shared marketing efforts with local agencies. Offer workshop on pros/cons of various marketing efforts to promote ED at local/county/regional levels.
Support local cities with shared internet marketing efforts. Assist cities in evaluating local marketing efforts and/or idea brainstorming.
3.0 Become Business-Friendly
3.1/3.2 Staff to become more “business-friendly” and enhance local permitting process • Training for staff related to building/permit/entitlement process. • Development and maintenance of “fast track” permitting processes. • Develop “online” permitting for certain permits.
ITEM 8
Opportunity Stanislaus Support
Support efforts at a county-wide level that may consider the use of common standards/permits/processes to enhance “predictability” in the entitlement process and which may standardize certain entitlement steps.
Sponsor training opportunities for local ED practitioners examining the entitlement process from the industrial/commercial developer’s perspective.
4.0 Develop Workforce – Create, Enhance, Attract, and Retain Businesses
4.1 Job Development
• Partner with local/regional higher education institutions to increase understanding of City’s workforce needs and relevant opportunities.
• Gather/evaluate relevant data on workforce trends and skills gaps. • Engage County WIB for job development and assistance for Ceres employers.
4.2 Establish Relationships with Private Organizations
• Establish and maintain relationships with workforce development organizations in county/region (SCORE/WIB/CMTC).
Opportunity Stanislaus Support
Continue Opportunity Stanislaus primary support role of workforce development in County.
Act as facilitator with local and regional education providers and facilitate involvement from partner cities as appropriate – consider sponsoring workshop with local ED professionals and CSUS/MJC faculty or administration representatives on the needs and experiences of both groups (ED providers and ED-related educators). Sponsor workshops for local ED practitioners to increase knowledge of workforce weaknesses, strengths, and opportunities.
5.0 Public-Private Partnerships
5.1 Create Local Partnerships
• Develop new and enhance existing relationships with business/industry related groups and stakeholders that have an interest in local and regional ED issues. • Actively visit existing business/industries in the Ceres area to develop business-interest relationships and better understand the local business climate, both positive and negative aspects.
ITEM 8
• Actively attend and participate in local/regional ED-related board meetings (i.e.
Opportunity Stanislaus, Chamber of Commerce, Civic groups, etc.).
5.2 Create Regional Partnerships
• Promote regional ED initiatives (i.e., Merced Co. Foreign Trade Zone). • Support and promote joint marketing opportunities.
Opportunity Stanislaus Support
Provide regional support role in establishing and facilitating relationships between local ED practitioners and regional ED partners.
Sponsor workshops on regional ED initiatives and relevant programs (i.e., San Joaquin Partnership ED projects and activities).
6.0 Business Retention
6.1 Know Your Business
• Increase understanding of the needs and pressures of existing business segments in our local market.
• Make regular visits to local businesses and inquire on present health, current challenges, and future plans.
• Use information from collective visits to further shape and sharpen local ED efforts.
6.2 Engage City Staff and Chamber
• Work closely with Chamber staff and share information and resource (i.e., tips, leads, rumors, etc.) to proactively address current or expected challenges. • Examine training needs for city “front counter” staff to enhance a business-friendly environment at City.
6.3 Marketing Materials
• Develop marketing materials relevant to local business needs and their retention.
Opportunity Stanislaus Support
Include the City ED representative on all site visits conducted on businesses within Ceres city limits (requires awareness of city boundary/businesses with Modesto address). Participate with City ED representatives on major business contact visits. Assist City in collection and analysis of information collected during site visits. Sponsor workshop for ED practitioners on conducting effective site visits.
ITEM 8
Include local ED perspective in the development of county-wide ED marketing materials that include aspects of business retention.
7.0 Business Expansion/Attraction
7.1 Marketing
• Prepare a Development Information Guide that includes promotion of local permit entitlement assistance (i.e., fast-track permitting, etc.). • Participate in leveraged marketing efforts to maximize economies of scale.
7.2 Due Diligence Planning
• Increase understanding of the needs of various economic segments in community, market studies that identify leakages as well as opportunities, and City’s strengths and weaknesses in meeting these needs.
• Analyze regional needs and opportunities, including reviews of business directories, to enhance marketing and establishing framework important to target business/industries.
7.3 Lead Response Programs
• Develop process and system to handle prospects and leads in a prompt, professional and efficient manner.
7.4 Blue Ribbon Team
• Form a “Blue Ribbon Team” at the City-level (may include regional partners such as the Opportunity Stanislaus) to meet with new prospective business leads in a positive manner.
Opportunity Stanislaus Support
Acquire positive examples of development information guides from other ED and/or municipal organizations and provide to local city partners as “best practice” tools. Assume lead role on financing, preparing, and distributing county-wide marketing tools and instruments relevant to business attraction.
Opportunity Stanislaus research division to assist City with collection and analysis of current, relevant economic marketing and business data to enhance local practitioners knowledge of current trends, weaknesses, and opportunities. Be available as “regional ED representative” on a Ceres Blue Ribbon Team – and participate in a position of support to the City while relying on City lead staff to provide local information details.
ITEM 8
Be cautious in accepting and forwarding ED land/building sales staff and brokers anecdotal reports of local weaknesses and challenges until checked for accuracy with local ED practitioners.
8.0 Entrepreneurial Development
8.1 Grow and Develop Local Business
• Facilitate local business-to-business relationships in Ceres to strengthen local business ties, opportunities, and success.
• Work with the Chamber and Opportunity Stanislaus (and other partners) in sponsoring workshops and seminars to local businesses to increase entrepreneurial spirit and grow local opportunities.
Opportunity Stanislaus Support
Provide information or best-practice training seminars to local ED practitioners on emerging arenas of entrepreneurial business opportunities.
9.0 Downtown Revitalization (primarily a local city initiative)
9.1 Market the Downtown
• Develop, fund and implement initiatives that support a stronger downtown central commercial district.
• Partner with the CDRAB, Chamber, and other local groups to support programs and activities that promote downtown opportunities.
9.2 Business Collaboration
• Strengthen the public-private partnerships necessary for a successful downtown commercial center.
• Continue to seek opportunities through funding, regulatory efforts, and technical support to implement the Ceres Downtown Specific Plan which identifies the vision for a vibrant downtown commercial center of Ceres.
Opportunity Stanislaus Support
Support City efforts at securing long-term funding necessary to implement the visions, goals and objectives of the Ceres Downtown Specific Plan.
ITEM 8
SCRC SUCCESOR
AGENCY AGENDA REPORT
MEETING DATE: January 24, 2022
TO: Chair and Board Members
FROM: Alex Terrazas, Interim City Manager/SCRC Executive Director
CONTACT: Ch ristopher Hoem, Director of Community Development [email protected]
, 209-538-5778
SUBJECT: Resolution No. 2022- 01, appropriating $ 2,500 from f ormer Stanislaus-Ceres Redevelopment Commission (S CRC)
Administrative Allo wance and amending the FY20 21-2022 Stanislaus-Ceres Successor Agency Annual Budget to remit payment to Opportunity Stanislaus
RECOMMENDED COUNCIL ACTION:
1. Authorize, appropriate, and transf er from former SCRC Successor Agency Administrative Allowance for FY2021-2022; and,
2. Authorize the Finance Director to remi t payment and make any necessary transfers and journal entries.
I. B ACKGROUND:
Opportunity Stanislaus is a non- profit business associa tion funded by both private and public sector entities. It is comprised of el ected officia ls from all city and co unty jurisdictions in Stanislaus County plus utility providers, business associations and leaders in business in the County.
The Mission of Opportunity Stanislaus is the following:
“Opportunity Stanislaus is all about improving the economic vitality of S tanislaus County. We do that by helping local entrepreneurs start a business, by attracting innovative companies to the county, and by helping employers grow their businesses.
We help companies by assisting them in their workforce readiness needs, by hel ping them to navigate through the regulatory process, by introducing them to financial incentives and financing programs, and by helping them locate appropriate sites and buildings to meet their needs.”
CITY COUNCIL
Javier Lopez, Mayor
James Casey, Dist. 1 Linda Ryno, Dist.2
Bret Silveira, Dist. 3 Mike Kline, Dist. 4
ITEM 9
It is a regional economic development organization whos e job training, demographic research, business recruitment and business development efforts will benefit all of Stanislaus County, including Stanislaus-Ceres Redevelopment Commission.
Opportunity Stanislaus has the following five initiatives:
1. Expand the VOLT Institute, which trains local employees in manufacturing, maintenance, production, and operations.
2. Lead business -driven talent development to enhance t he skills of the existing regional workforce while elevating recruitment practices to improve hiring and retention outcomes at local businesses.
3. Improve economic vitality in Stanislaus County by attracting new companies and growing jobs.
4. Grow local busin ess by creating and delivering mentoring for small businesses, including n o-cost business advising, low -cost workshops, and small business trainings.
5. Drive public policy and advocacy for stronger business growth by leading the County and region in data-driven public policy initiatives.
The CRA remitted an annual payment to O pportunity Stanislaus in the amount of $15,000 in July 2021. (In addition, SCRC remitted $5,000 in July 2021.) Opportunity Stanislaus is requesting a new annual payment of $25,000. This would require a supplemental payment of $5,000 for the remainder of this fiscal year and $25,000 for each of the next four fiscal years . The reasoning for this increase is due to the enhanced goals and objectives shown in OS’s updated case statement (Attachment A of the CRA staff report) and the updated Memorandum of Underst anding (MOU, Attachment C of the CRA staff report ). In particular, Exhibi t A of the MOU lists the following sample of commitments by OS in support of Ceres:
1. Support needs of loc al economic development staff with research/marketing resources.
2. Offer workshop on pros/cons of various marketing efforts to promote economic development.
3. Support workshops on regional economic development initiatives and relevant programs (i.e., San Joaquin Partnership economic development projects and activities).
4. Include the City’s economic development representative on all site visits conducted on businesses within Ceres city limits.
5. Participate with City economic development on major business contact visits.
6. Assist City in collection and analysis of information collected during site visits.
7. Support City efforts at securing long- term funding necessary to implement the visions, goals, and objectives of the Ceres Downtown Specific Plan.
OS will also b e scheduled to provide regular updates to the City Council regarding project deliverables.
II. R EASONS FOR RECOMMENDATION:
Staff is re commending the Successor Agency to the former S tanislaus-Ceres Redevelopment Commission consider approving the attached Resolution.
ITEM 9
The total amount invoiced by Opportunity Stanislaus is $5,000. However, st aff is recommending that this amount be spl it evenly between both the S CRC and the CRA administrative allowances, as both entities have access to the services provided by Opportunity Stanislaus.
III. FISCAL IMPACTS:
Approval of this r ecommendation will require an appropriation in the am ount of $2,500 to the S uccessor Agency of the former Stanislaus -Ceres Redevelopment Commission:
$2,500 from Account #:466.59.0222.
A budget amendment is attached to this staff report.
IV. POLICY ALTERNATIVES:
The alternative to approving staff ’s recommendation would be not t o approve the appropriation.
IV. INTERDEPARTMENTAL COORDINATION:
The City Attorney was consulted in preparation of the resolution.
V. E NVIRONMENTAL REVIEW:
Not applicable.
VI. S TEPS FOLLOWING APPROVAL:
Staff will remit a check to Opportunity Stanislaus.
Approved by: _____________________________________________ Alex Terrazas, Interim City Manager/Executive Director
Attachments:
Resolution
Exhibit A – Budget Amendment
ITEM 9
ITEM 9
RESOLUTION NO. 2022 – 01 (SCRC)
APPROPRIATING $2,500 FROM FORMER STANISLAUS -CERES REDEVELOPMENT COMMISSION (SCRC) ADMINISTRATIVE ALLOWANCE AND AMENDING THE FY2021 -2022
STANISLAUS-CERES SUCCESSOR AGENCY ANNUAL BUDGET TO REMIT PAYMENT TO
OPPORTUNITY STANISLAUS
STANISLAUS- CERES REDEVELOPMENT SUCCESSOR AGENCY
Ceres, California
WHEREAS, Opportunity Stanislaus is a regional economic development organization that provides demographic research, business attraction, job training and business development services to both the public and private sectors in Stanislaus County; and,
WHEREAS, to keep costs reasonable for both the public and private sectors, Opportunity Stanislaus calculates its “opportunity investment” payment on a formula using population and number of businesses; and,
WHEREAS, since this invoice is not a contractual obligation it is not an enforceable obligation and as a result must come from the Successor Agency’s administrative allowance; and,
WHEREAS, staff has prepared and attached a budget amendment form as Exhibit A to this Resolution.
NOW, THEREFORE, IT IS HEREBY RESOLVED that the Successor Agency of the former Stanislaus-Ceres Redevelopment Commission does hereby appropriate $2,500 for the payment to Opportunity Stanislaus invoice and authorizes the Finance Director to remit payment.
BE IT FURTHER RESOLVED that the amount of $2,500 be appropriated to account no. 466.59.0222, Contracts, as set forth in Exhibit ‘A’ which is attached hereto and incorporated herein by reference, and the City of Ceres Finance Director is hereby authorized and directed to record the appropriate accounting entries.
PASSED AND ADOPTED by the Successor Agency to the former Stanislaus- Ceres Redevelopment Commission at a regular meeting thereof held on the 24
th day of January 2022, by the following vote:
AYES:
NOES:
ABSENT:
Javier Lopez, Chairperson
Diane Nayares-Perez, CMC, City Clerk
ITEM 9
EXHIBIT “A”
Budget Amendment No. _____
Fiscal Year 2021 - 2022
Reference: Resolution No. 20 22-01, dated January 24, 2022 , approving appropriation for Opportunity Stanislaus payment.
Appropriations:
Fund Name
Fund
No.
Dept.
No.
Object
No.
Appropriation
Amount
SCRC Subscriptions and
Memberships 469 59 0222.0 2,500
Requested Appropriation
2,500
2021 - 2022 Current Appropriation
5,000
Total Appropriation
7,500
Estimated Revenues:
Fund Name
Fund
No.
Type
No.
Object
No.
Estimated
Revenue Amt.
Total Estimated Revenue
2021 - 2022 Current Estimated Revenue
Total Estimated Revenue
Fiscal Impact: Successor Agency Administrative Allowance
ITEM 9
COUNCIL AGENDA REPORT
MEETING DATE: January 24, 2022
TO: Mayor and City Council
FROM: Alex Terrazas, Interim City Manager
CONTACT: Leticia Dias, Finance Director
Leticia [email protected], (209) 538-5764
SUBJECT: Allocation of American Rescue Plan Act (ARPA) Funding Discussion
RECOMMENDED COUNCIL ACTION:
Review the American Rescue Plan Act Funding allowances and discuss the proposed expenditures.
I. BACKGROUND:
In March 2021, Congress passed the American Rescue Plan Act of 2021 (ARPA) which established the Coronavirus State and Local Fiscal Recovery Fund. This fund helps local governments, nationwide, with the COVID-19 pandemic recovery assistance and specific types of infrastructure investment.
Ceres is projected to receive $11.6 million through the Rescue Plan. The City received the first installment payment of $5.8 million in July 2021 and the second installment will follow a year later in July of 2022.
The US Department of Treasury has released its Final Rule with specifics on how the ARPA funds may be utilized. These funds may only be used for the following purposes.
• Replacing Lost Public Sector Revenue-The final rule offers a standard allowance for revenue loss of $10 million. Recipients may use that amount for government services. Government services is defined as services traditionally provided by recipient governments. This expenditure category gives the Council broad latitude to use funds to provide government services with few restrictions.
CITY COUNCIL
Javier Lopez, Mayor
James Casey, Dist. 1 Linda Ryno, Dist.2
Bret Silveira, Dist. 3 Mike Kline, 4
ITEM 10
• Public Health and Economic Impacts-Recipients can use funds for programs, services or capital expenditures that respond to the public health and negative economic impact of the pandemic. Funds can be used to address COVID-19 mitigation and prevention.
• Provide Premium Pay for eligible workers performing essential work • I nvest in Water, Sewer and Broadband Infrastructure-Funds may be used to make necessary investments to improve access to clean drinking water, to support vital wastewater and stormwater infrastructure and to expand affordable access to broadband internet.
The US Department of Treasury has also outlined some restrictions to the use of ARPA funds. ARPA funds cannot be used for the following:
• To offset a reduction in net tax revenue resulting from a change in state law. • As a contribution to a pension fund for the purpose of reducing and accrued, unfunded liability.
• As payment for debt service and replenishment of rainy day funds.
The purpose of this agenda item is for the Council to provi de direction on proposed projects/expenditures developed by City staff. Based on Council direction, staff will return to the Council with a formal resolution adopting a spending plan for the use of ARPA funds.
II. FISCAL IMPACTS:
The American Rescue Plan Act provides $11.6 million in funding to help the City recover from the impacts of the COVID-19 pandemic. Funds will be received in two installments and will need to be encumbered by December 31,2024 and spent by December 31, 2026.
III. EXISTING POLICY / RELATIONSHIP TO THE STRATEGIC PLAN:
Government operations: Provide quality ser vices to mee t community needs , assuring that the City has helpful, well trained, properly equippe d staff wh o partner s with the community to provide efficient services.
IV. POLICY ALTERNATIVES:
The Council could choose to not approve the proposed expenditures.
V. STEPS FOLLOWING APPROVAL:
Upon approval of this recommendation, staff will return with a final resolution outlining the use of the ARPA funds.
ITEM 10
Approved by: ___________________________
Alex Terrazas, Interim City Manager
Attachments:
1. List of Proposed Expenditures
ITEM 10
ITEM 10
EXHIBIT A
PROPOSED ARPA EXPENDITURES FY 21/22
INFORMATION TECHNOLOGY (IT)
UPGRADE TO AN ENTERPRISE CLASS WIRELESS INFRASTRUCTURE $55,000 The City’s wireless infrastructure is residential-grade and does not meet the City’s technology needs.
This request would provide necessary funding for technology upgrades.
MOBILE DATE COMPUTERS FOR PATROL CARS $ 65,000
The mobile data computers are all past their end of life and need to be replaced. IT has developed a replacement schedule to replace the computers. This funding would allow for complete replacement of the patrol vehicle computers.
CRADLEPOINT WIRELESS CONNECTION FOR PATROL CARS $ 75,000 The cradlepoint wireless connection devices all need to be replaced due to the amount of data that is being pushed through the patrol cars. The updated devices will provide the necessary bandwidth to keep up with the technology needs of the Department.
POLICE
FIXED AND DEPLOYABLE LICENSE PLATE READER CAMERAS $ 150,000 Provides funding for both fixed and deployable units for use at major intersections throughout the City.
The cameras would be placed at various intersections throughout the City to monitor traffic related incidents.
PUBLIC SAFETY CAMERAS $ 100,000
This would provide funding for cameras to be deployed throughout the City to deter illegal dumping, vandalism and criminal activity.
POLICE BUILDING SECURITY SYSTEM $ 250,000
The current security system is over 30 years old. This funding would provide for installation of a new card key system and replace all door locks in and around police building.
UPGRADE POLICE OFFICERS DUTY GEAR STORAGE ROOM AND CHIEF’S BRIEFING ROOM $40,000 This would provide funding to replace wood shelving, secure area where duty gear is stored and update the Chief’s briefing room.
CRITICAL INCIDENT RESPONSE VEHICLE $ 125,000
The Police Department’s crisis negotiation team is in need of a mobile command post. Incidents require complex negotiations before tactical teams are deployed. The department has the trained personnel to handle these incidents but the Department does not have a mobile command post for critical incident management. It is essential to purchase a mobile command post for negotiators to safely work out of at critical incidents.
ITEM 10
SPEED TRAILERS $ 50,000
Speed trailers are necessary to post at various locations throughout the city as a visual deterrent for vehicles driving fast and reckless when staffing does not allow an officer to be assigned to one specific location. This request would provide funding for the purchase of two trailers.
PARKING COVER RENOVATION AND EXPANSION $ 325,000
The back parking lot where the patrol vehicles park needs to be expanded. The existing cover needs to be expanded to accommodate larger police vehicles. This request also provides funding for construction of additional covered parking for Police Department vehicles.
UPGRADE CITY GYM FACILITY $ 15,000
The police department’s gym equipment is in need of upgrading. Outdated equipment would be replaced with newer, more reliable equipment with this funding.
MOBILE DEVICES FOR SOCIAL MEDIA PUBLIC OUTREACH $ 7,500 This request provides funds for equipment for the Police Department social media team to take and edit pictures and videos for posting to social media. Currently the social media team is using personal devices.
CITY CLERK
DIGITIZATION OF CITY’S HISTORICAL MANDATED MICROFILM $ 25,000 Digitization of historical vital records from the City’s filing system is only available on microfilm (agreements, deeds, minutes, ordinances, and resolutions). This also includes the microfilm records from the community development departments (site plans, conditions of approval, permits and zoning maps 1966-1989). Currently the public cannot access these records as the microfilm printer is non- operational. This request would provide funding to digitize public records and make them accessible to the public.
COMPLETE COUNCIL CHAMBERS AUDIO AND CAMERA CONTROL UPGRADES $ 15,000 Provides funding for upgrades and enhancements to the audio in the chambers and replacement of microphones to adjustable movable microphones at the dais.
REMODEL COUNCIL DAIS $ 150,000
Provides funding for installation of monitors at the dais and a remodel of the dais. Also provides funding for expansion of the staff desks and programming changes to the controls (one at the clerk and one at the dais) for chairperson and new chairs for the dais.
RECREATION
SOUND EQUIPMENT FOR OUTDOOR EVENTS $ 15,000
Provides funding for new sound equipment that will replace aging outdated equipment. Existing sound equipment is run down and not sufficient for future use. Sound equipment is used for concerts in the park, street fair, and all major city holiday events.
ITEM 10
MEMBERSHIP BASED WORKOUT ROOM AT COMM CENTER $ 20,000 This proposed project will allow and encourage more of the public to come into the community center and engage in a healthy lifestyle while at the same time a new programming opportunity for recreation.
It will be a membership based program for the community to sign up for on a monthly basis. The proposed exercise room will include treadmills, ellipticals, spin bikes, assisted lifting machines, stretching area, and some free weights.
OCHOA PARK IRRIGATION, SOD, LANDSCAPE INSTALLATION $ 400,000 This request provides funds for landscaping, sod and irrigation installation and will create opportunities for increased programming at the park.
DON PEDRO/STRAWBERRY/RIVERBLUFF PARK ADDITIONAL TRAIL AND WALKWAYS $ 75,000 There are currently no walkways that connect through the park. Adding additional walkways throughout the park would encourage more of the community to come out and use them as well as make the park more accessible and walkable.
RIVERBLUFF AND SMYRNA PARK SECURITY CAMERAS $ 20,000 The camera systems at these parks are old, outdated or not currently working. Installing new cameras would help with security and safety for the community and park users.
RIVERBLUFF/ROEDING/STRAWBERRY PARK RESTROOM UPGRADES $ 250,000 The current restrooms at these parks are dilapidated and need to be updated or replaced . This request
would provide funding for the much-needed upgrades.
ROBOT PAINT STRIPER FOR SOCCER FIELDS $ 125,000
Provides funds for purchase of an automated paint striper for the soccer fields.
ENGINEERING/PUBLIC WORKS
TOUCHLESS CROSSWALK BUTTONS AT ALL INTERSECTIONS $ 425,000 Provides funding to remove and replace existing pedestrian push buttons with touchless type on all crosswalks at 37 controlled intersections throughout the city.
UPDATE TRAFFIC OPERATIONS CENTER (TOC) EQUIPMENT $ 100,000 Provides funds to upgrade existing TOC equipment with latest technology including server, fiber optic terminal hub, program software and monitor unit.
DOWNTOWN LIGHTING PHASE II $ 650,000
Install decorative streetlighting for downtown streets including conduits and conductors. This proposed phase II was not previously completed due to a funding shortfall.
CLEAN AIR DUCTS THROUGHOUT CITY FACILITIES $ 400,000 ITEM 10
Provides funding to clean all air ducts throughout City Hall, Police and Fire buildings, all Corporation Yard buildings, Sewer Treatment Plant buildings, Parks Department buildings, American Legion Hall and Community Center.
REPLACE HVAC UNITS - POLICE BUILDING AND FIRE STATION #1 $ 60,000 Provides funds to replace three aging air conditioning units at the Police Station and one older unit at Fire Station #1
FOGGERS AND OTHER PPE $ 10,000
Provides funds to purchase foggers to sanitize all office areas and any personal protective equipment that may be needed to help combat COVID-19.
FIRE
UPGRADE EMS EQUIPMENT ON FIRE ENGINES $ 90,000
This request is to purchase and upgrade the emergency medical equipment on two of the fire apparatus to allow for advanced life support services when a paramedic firefighter is assigned. The equipment would allow for a higher level of service to the community and better response to the COVID-19 pandemic. Equipment would include advanced life support monitors, airway equipment, and medications that can be utilized by a paramedic.
HUMAN RESOURCES
PREMIUM PAY FOR ELIGIBLE WORKERS PERFORMING ESSENTIAL WORK $ 750,000 Provides funds for eligible workers including workers needed to maintain continuity of operations of essential critical infrastructure sectors.
COVID RELATED MANDATES AND HELP LINE $ 150,000
Provides funds for employee COVID-19 helpline designed to gather information from employees, provide guidance regarding COVID-19 protocols, collect list of other potential employee exposures, facilitate rapid testing at the worksite, facilitate pcr test, reporting of all positive tests and send results to the City. Staff handles these tasks currently and utilizing the help line will give staff more time to perform day to day tasks more efficiently.
TEMPORARY PROJECT MANAGEMENT $ 100,000
Provides funds to hire a temporary project manager to oversee the completion of the vast list of projects in order to complete the projects in a timely manner.
FINANCE
RELOAD RAD CARD FUNDING $ 200,000
The Relief Across Downtown (RAD) card is a digital gift card dedicated to the small, locally owned businesses in the area. The RAD card program funding in Ceres has run out. This will replenish the Ceres funding to allow shoppers to load their RAD card and get matched, dollar for dollar, up to $100 and thus shop local. It is proposed that this program be expanded to include businesses throughout the City.
ITEM 10
COMMUNITY DEVELOPMENT/ECONOMIC DEVELOPMENT
WAY FINDING SIGN PROGRAM $ 75,000
Provides funds to undertake a program recommended by the CDRA Board to enhance the economic vitality of downtown by providing a comprehensive and consistent directional signing and identification signing for visitors frequenting the downtown business district of Ceres, including identification of key public facilities (i.e., City Hall, Library, Community Center, Whitmore Museum, Whitmore Mansion, Police/Fire Departments, Ceres High School, future ACE Railroad station, and public parking areas.) ENTITLEMENTS ASSISTANCE/BUSINESS INCENTIVES $ 100,000 Provides funds to support local economic recovery efforts through the form of grants, fee waivers/deferrals, and/or other incentives that enhance the economic vitality of downtown Ceres.
Program to be developed and brought back to the City Council at a later date.
FREEWAY ORIENTED ROOF SIGN REPLACEMENT $ 5,000
Provides funds to take advantage of a pre-existing and vacant free-standing sign structure situated on the roof of the former Interstate Bank building in downtown Ceres by purchasing/installing a new sign banner covering to advertise “Downtown Ceres” in a manner that is visible to passing motorists traveling on SR99.
SEASONAL BANNER ENHANCEMENTS $ 20,000
Provides funds to expand the Ceres Downtown existing seasonal overhead banner program by adding complimenting banners installed on street lights on El Camino, 3 rd, and 5th, Lawrence and North Streets.
TOTAL $5,487,500
FIRST INSTALLMENT RECEIVED JULY 2021 $5,825,755 TOTAL ARPA FUNDING REQUESTS - $5,487,500 REMAINING FUNDS FROM FIRST INSTALLMENT $338,255
ITEM 10
ITEM 10