Ceres City Council
September 11, 2023

Reference: Ceres Wastewater Master Plan

Our objective is to provide the City with a practical updated plan to assess and maintain your critical infrastructure.

Best regards,
STANTEC CONSULTING SERVICES INC.

Steven Beck PE
Senior Principal
Mobile: 916-826-3665
[email protected]

Attachment: Stantec Qualifying Experience
ITEM 11

Stantec Consulting Services Inc.
2250 Douglas Boulevard, Suite 260
Roseville CA 95661-4207
July 17, 2023
Project/File: 184032296
Wing Chang, Assistant Engineer
City of Ceres Engineering Services
2220 Magnolia St Ceres, CA 95307
Reference: City of Ceres Wastewater Master Plan Update
Dear Wing Chang,
Stantec Consulting Services, Inc. (Stantec) is pleased to submit this proposal for services to assist the City of Ceres (City) with updating their Wastewater Master Plan. This effort will utilize the existing information used to develop the City’s existing Master Plan. Stantec (formerly ECOLOGIC) developed the City’s existing Wastewater Master Plan (July 2013) and Preliminary Wastewater System Capacity Analysis (October 2008).

General Assumptions:
• All deliverables will include draft versions for City review before finalization unless noted herein . • City will review and provide comment on all draft documents within 30 days. • Manhole surveying is not included in this scope of work. • Limited flow monitoring is included in this scope of work. • Stantec will rely on existing City information unless noted herein.

Our proposed scope of services is as follows:

Task 1 – Project Management and Quality Control

1.1 Project Coordination
Stantec’s project manager will provide project coordination with City staff and the Stantec team. Stantec will also prepare and maintain tracking tools for monthly progress reports to the City.

1.2 Progress Report Meetings

Stantec will conduct bi-weekly progress meetings following the kickoff meeting to keep the City advised of the status of the project. The meetings will be virtual (Microsoft Teams or similar), averaging one hour in duration with agendas prior to the meetings and notes distributed within two worki ng days after the meeting.

1.3 Internal Team Coordination
Stantec will coordinate bi-weekly internal meetings with the evaluation team including coordination with subconsultant(s) and discipline leads status, review risks, and provide a forum for issue s or questions that need to be communicated or coordinated with City or that need further attention within the design team.

1.4 Quality Assurance / Quality Control (QA/QC)
ITEM 11
June 19, 2023
Wing Chang, Assistant Engineer

Reference: Ceres Wastewater Master Plan

Stantec will provide quality assurance and quality control for the project, which includes peer review of project deliverables. Documents will be reviewed for correctness, completeness, and coordination with other documents and between disciplines.

Assumptions:
• Bi-weekly progress meetings with City are assumed to be virtual unless otherwise noted.

Deliverables:
• Progress Report Meeting Agenda and Notes
• Monthly Invoices
Task 2 – Kick-off Meeting and Data Collection

2.1 Project Kick-Off Meeting
Stantec will coordinate and facilitate a virtual Project Kickoff Meeting. The effort will include a one-hour meeting to discussed project coordination and objectives. Kick-off meeting will include scope and schedule review, communication protocols, goals, critical success factors, additional data requests and other coordination items.

2.2 Initial Data Request

Stantec will work with the City to develop the initial information request along with one follow-up data request as needs are identified. The initial information request may include but not be limited to:

• Record Drawings for recent sewer upgrade projects in study area that are not included in the previous Master Plan.
• WWTP flow data (past 5 years)
• Groundwater monitoring data (past 5 years)
• Flow monitoring and rain gauge data (past 5 years)
• Flow data from existing lift stations (where available) • CCTV video inspection / PACP reports and records.
• Maintenance records
• Historical water meter records for major industrial / commercial / institutional users • As built drawings and operating information for existing lift stations • Previous studies and reports
• North Ceres to City of Modesto Trunk Data and Review Agreement

ITEM 11
June 19, 2023
Wing Chang, Assistant Engineer

Reference: Ceres Wastewater Master Plan

2.3 Gap Analysis and Basis for Design Summary
Stantec will collect, review, and catalog all data provided by the City. This effort is the data foundation for model development and results. Stantec will review all data provided, critical success factors, and project goals to identify gaps in the existing data.

Based on evaluation of the background information, the design basis to be used for the modeling of the study area will be determined including:
• Study Area definition including a summary of existing infrastructure data and system configuration, sewer sub-catchment characterization (area, populations, land use designation, I&I reduction measures, etc.), etc.
• Determination of appropriate model resolution. This will be based on a review of the availabl e data required to construct the model, to confirm which sewers should be included in the model for assessment.
• Review of available water meter records and flow monitoring data from the past five ( 5) years to complete an analysis of sewershed-specific flow generation characteristics such as average dry weather flow (ADWF) sewage generation, diurnal sewage patterns, baseflow and groundwater infiltration (GWI), rainfall dependent inflow and infiltration (RDII) and peak wet weather flow (WWF) rates. Stantec will utilize this information to assign the dry weather flow (DWF) unit hydrographs and basic WWF parameters for each catchment applied on a per capita basis into the collections system model. Stantec will also identify recent rainfall events that can be used for the existing system model calibration.
• I&I Analysis from previous studies and data
• Review and discuss the preferred design storm event with the City, selecting one as the basis for analysis (i.e. 1:10yr, etc.).
• Confirmation of level of service (LOS) performance objectives • Boundary conditions at WWTP
• Data from Smartcover manholes should the City choose to install them.

Stantec will prepare a technical memorandum, TM1 – Gap Analysis & Design Basis. TM1 will provide documentation and exhibits of the existing system, review and summary of pertinent background information, and establish the basis for the existing system evaluation. After submission of TM1, a meeting will be held with The City to finalize the design basis. Meeting notes will be provided as a deliverable.

Assumptions:
• City to provide staff as needed for meeting and to guide Stantec’s project manager on a half day of field/site investigations either before or after the Kickoff Meeting. • Information requests responses will be completed within one week of the request . • Stantec’s project manager will attend in-person Kick-off meeting with up to three additional Stantec members to attend via MS Teams.
• TM1 review meeting will be virtual only.

Deliverables:
• Project Kick-off Agenda
• Project Kick-off and Site Investigation Notes
ITEM 11
June 19, 2023
Wing Chang, Assistant Engineer

Reference: Ceres Wastewater Master Plan

• Initial Data Request
• Draft TM1 for City Review
• TM1 Review Meeting Notes
• Final TM1
• V&A Flow Monitoring Data and Report
Task 3 – Collection System Model Development

3.1 Initial Model Development
This task will involve development of a hydrodynamic wastewater collection system model in order to simulate the performance of the existing sanitary system. Stantec will utilize the City’s existing InfoWorks model which was developed in 2008. The existing system model indicated several existing system deficiencies. Since it’s development in 2008, several collection system projects and modifications have likely been implemented to address these deficiencies and expand the collection system. Stantec will use existing information and data obtained during the initial data requests and previous tasks to update the existing collection system model to reflect these system changes while maintaining a goal to include sewers 10-inch and larger as well as key 8-inch sewers required to complete system connectivity, existing lift stations, diversion structures, and the WWTP headworks, subject to data availability.

Model Structure:
• The existing model will be reviewed by comparing the available system data for sewers 10-inch and larger in the InfoWorks software package. System changes and key 8-inch or smaller sewers will be imported pending data availability and system connectivity, depending on available information. • Sewer sub-catchments will be delineated along parcel boundaries as to accurately define the areas tributary to flow meter locations. These catchments will be linked to the network at the nearest downstream manhole that conveyed the catchment’s full discharge. • All facilities such as lift stations will be included in the model to reflect the physical system as accurately as feasible based upon available information. • Initial sewage generation data allocation will include assigning various data to key manholes in the model including: equivalent populations or dwelling units, unit flow parameters for baseflow and ADWF, diurnal patterns, contributing areas, and initial model parameters for the wet weather flow response.
• The Existing Model network will then be verified as well as the lift station components against available as-built drawings and other available data source. • Once the initial model structure is developed, the model will then be debugged until it can iterate successfully to a valid solution within numerical solution tolerance limits.

3.2 Model Calibration
ITEM 11
June 19, 2023
Wing Chang, Assistant Engineer

Reference: Ceres Wastewater Master Plan

It is always necessary to verify model simulations match actual sewer performance by properly calibrating any model intended to assess the hydraulic capacity of an existing system. This is even more so when such a tool will form the basis of significant investment and asset management decisions.

The first calibration efforts will involve dry weather flows, where the unit hydrographs (diurnal coefficients) are routed through the system and compared to measured flow data for different stations in flow monitoring report. In areas of high groundwater table fluctuations, there can be differing degrees of “dry weather flow” – so Stantec will pay heed to this.

The dry weather flow is characterized by base flow loading and by diurnal residential/commercial wastewater generation. The base flow sewage is dependent upon the land area of each catchment and has constant loading throughout the day, while residential/commercial wastewater sewage generation are based on per capita (equivalent population) loads within each catchment. Catchments will be assigned the equivalent population value, an amalgamation of residential and employment populations weekdays and weekends, different diurnal patterns will be applied in the model. The calibration of the model is an iterative process, the accuracy of each iteration being determined qualitatively by a visual inspection and quantitatively through an analysis of the minimum, maximum, and average flows for the period. Once the modeled flow for DWF is calibrated to within acceptable tolerances, flow depths and velocities from the flow monitor data will be compared to the modeled results.

The second stage of the calibration will address calibration of the model to rainfall wet weather flow conditions. These situations often represent the most extreme cases of system loading. Extraneous flows, depths, and volumes will be determined from the available flow monitoring data, as well as corresponding rainfall data for each wet weather flow event recorded.

The effective area for each manhole will be established as a percentage of the physical sewershed area (initially estimated by determining the ratio of extraneous flow volume to the total rainfall volume from flow monitoring data).

The model will be calibrated using initial values and adjusted for each flow monitor sewershed individually, in an iterative process. Different catchment areas will be calibrated to reflect different RDII responses. Other hydrologic parameters will then be modified until the model matches the total volume and shape of the monitoring data during the storm event based upon available flow monitoring data. Once the modeled flow for WWF is calibrated to within acceptable tolerances, flow depths and velocities from the flow monitor data will be compared to the modeled results. Several graphs and figures will be presented in the report to summarize the calibrated dry weather flow (DWF) and WWF model results for major stations in flow monitoring report.

3.3 Existing System Evaluation
The collection system model will then be used to evaluate the level of service performance of the existing sewer system under Dry Weather Flow (DWF) and Wet Weather Flow (WWF) conditions using the preferred design storm event (i.e. 1:10yr, etc.) with initial wet soil conditions.

We will discuss and confirm the system performance metrics or Level of Service (LOS) criteria that will be used to examine the system performance. The LOS criteria which we have used include the following:

ITEM 11
June 19, 2023
Wing Chang, Assistant Engineer

Reference: Ceres Wastewater Master Plan

Level of Service
Criteria
Example Assessment Criteria
Peak Pipe Utilization
(DWF and WWF)
Ratio (vs. Manning’s full pipe capacity)
Manhole Surcharging The maximum allowable surcharge (HGL) in the gravity portion of the sanitary sewer system must remain at least 8 feet from the ground surface during a design storm scenario.

Forcemains Assessed and/or sized to maintain a minimum velocity of 2 ft/s at least 2 times daily. Maximum forcemain velocities are not to exceed 10.0 ft/s.

Lift Station Capacity This result compares the inflow hydrograph to the pumping capacity of the lift station to identify potential capacity constraints.

Residual Capacity This result is a calculation of the Manning’s full pipe capacity minus the peak flow for each event, and presented in plan-view.

Hydraulic Gradeline
(HGL) Profiles
HGL Profiles showing the peak surcharge elevation along each trunk sewer reach will be shown for each scenario.

Stantec will generate graphical and tabular outputs for modeled performance under existing development conditions for dry weather flows (DWF) and wet weather flows (WWF). The following tasks will be completed:

1. Prepare graphical color-coded drawings that present the following modeling results:
• Peak sewer flows in gravity sewers and forcemains
• Manhole surcharging (vs LOS)
• Pipe utilization (% of full pipe capacity)
• Residual capacity

2. Summary tables, hydrographs and relevant performance result information will also be provided for lift station capacity (hydrographs for wet well depth, inflows, outflows), forcemains, siphons, etc. and identify areas that do not meet LOS criteria or require upgrades to accommodate scen ario design flows;

3. Identification of system issues that may require additional study or field investigations

4. Identification of system deficiencies and / or bottlenecks, based on the prescribed LOS criterion Stantec will prepare a technical memorandum, TM3 – Collection System Evaluation and submit to the City for review. After submission of TM3, a meeting will be held with the City to review the results thus far as well as discuss the implications of these results on the remaining task objectives. Meeting notes will be provided as a deliverable.

Assumptions:
• GIS data includes manhole and depth of manhole information. Invert elevations may not be available but it will be assumed the bottom of manhole data is available and represents invert elevations. Additional data collection efforts to obtain this data by Stantec will not be required. • Model will include pipes larger than 10-inch and other key 8-inch pipe runs only • City to provide ongoing flow and lift station data
• City staff is available for Stantec inquiries
ITEM 11
June 19, 2023
Wing Chang, Assistant Engineer

Reference: Ceres Wastewater Master Plan

Deliverables:
• Draft TM2 for City Review
• TM2 Review Meeting Notes
• Final TM2
• Draft TM3 for City Review
• TM3 Review Meeting Notes
• Final TM3
Task 4 – Growth Analysis and Updated Model

4.1 Growth and Services Evaluation
Stantec will evaluate the growth and service area for the collection system. The effort will be dependent on the City’s General Plan and any other on-going planning documents. The work will include a review of the General Plan including the growth forecast and service area charette with the appropriate City staff to discuss growth projections, review land uses, review development potential within the City’s service area and establish the project boundaries.

4.2 Growth Model and Future System Development
The existing model will be further developed into a Future System model to represent sanitary catchments for build-out future development, using population densities and projections in the City’s planning documents. DWF patterns and rates will be applied, and WWF parameters will be established based on industry standards for I&I in new developments. Servicing infrastructure will be added to the model, necessary to convey future flows to the City’s WWTP, either through existing infrastructure or via new conveyances. The initial servicing strategy for future growth will align growth areas with logical servicing points in the City’s existing system. The model will then be run as an initial scenario for DWF and WWF to “test” the impacts of growth on the existing system.

Model outputs will identify capacity and growth needs throughout the existing and proposed service areas , and documented in technical memorandum TM4 – Growth and Services Evaluation.

Assumptions:

City to provide:
• Project contact within the City Planning Department
• Supporting data as requested
• General Plan document to Stantec
• Input on the development potential for each land use classification within the City’s General Plan • Population growth potential within the City limits and within the Area of City Impact (ACI) • GIS data layers for planning components and public infrastructure as available

Deliverables:
• Draft TM4 – Growth and Services Evaluation
ITEM 11
June 19, 2023
Wing Chang, Assistant Engineer

Reference: Ceres Wastewater Master Plan

• TM4 Review Meeting Notes
• Finalized TM4
Task 5 – Collection System Project Development and Estimating

5.1 Collection System Project Development

Using the model results in previous tasks, Stantec will identify collection system projects to meet level of services goals and service area boundary conditions. Projects will be identified that address existing system capacity deficiencies, logical I&I reduction projects, and those necessary to meet anticipated growth areas. The results from this task will provide a basis for prioritizing and making recommendations for capital improvement projects to meet the City’s projected 20-year conditions and update the Wastewater Master Plan document.

5.2 Collection System Project Estimating

Stantec will provide Class 5 opinions of probable construction cost (OPCC) estimates for projects identified in Task 5.1.

The Project Improvement list and the OPCCs will be documented in technical memorandum TM5.

Assumptions:
• The results from this task will provide recommendations for capital improvement projects to meet the City’s projected 20-year conditions and update the Wastewater Master Plan document for the collection system only.
• A Class 5 OPCC is generally prepared based on very limited information, and subsequently has wide accuracy ranges. The typical accuracy ranges are -20% to -50% on the low side, and +30% to +100% on the high side, depending on the technological complexity of the project, appropriate reference information, and the inclusion of an appropriate contingency determination. Class 5 costing is typically used for assessing initial project viability, analysis of alternates, or long -range planning.
• Up to 10 independent projects for the collection system will be estimated as part of this work.

Deliverables:
• TM5 - Collection System Projects and Costs
Task 6 – Wastewater Treatment Analysis

6.1 WWTP Facility Plan Update

Stantec will review the previous WWTP Facility Plan upgrade recommendations and scale recommended improvements based on revised projected flow based on the updated system modeling and flows determined in Tasks 4 and 5. Recommended phasing of improvements will be reviewed to determine whether modifications are appropriate based on revised flow projections. For elements that change as a result of new flow and load projections, Stantec will provide Class 5 estimates for the revised project(s).

Assumptions:

ITEM 11
June 19, 2023
Wing Chang, Assistant Engineer

Reference: Ceres Wastewater Master Plan

• No additional wastewater treatment facility condition assessments will be performed. • WWTP capacities as identified in the existing Facility Plan are assumed to be correct. • Stantec will communicate with City of Modesto and City of Turlock regarding City of Ceres capacity requirements.
• Capacity analysis will be limited to spreadsheet calculations.

Deliverables:
• WWTP Facility Plan Update including impacts from revised estimated flows previous tasks and the new alternative as identified in Task 6.2.
• TM 6 – Wastewater Treatment Plant Evaluation
Task 7 – Develop Capital Improvement Program

7.1 Project and Decision Meetings
Once the City has reviewed the results of the modeling analysis and proposed improvements from the proceeding tasks, Stantec will incorporate these projects into a capital improvement program (CIP). The goal of the CIP is to provide the City with a “road map” of projects that will reliably meet sewer collection infrastructure needs in the 10-year planning horizon of the City.

7.2 Update Collection System Capital Improvement Plan

Building on the decision model outcomes in the previous tasks, Stantec shall develop a collection system Capital Improvement Plan (CIP) identifying recommended projects costs and timing for a 10-year planning horizon.

7.4 Development of Wastewater Treatment CIP

Stantec will also update the WWTP Facility Plan CIP based on the Facility Plan update incorporating revised flow and load forecasts from the Collection System Master Plan and the associated rev ised cost estimating for new facility capacity requirements. Future WWTP projects will be phased in depending on growth and cost benefit/revenue analysis.

Assumptions:

Scope does do include public outreach or City Council presentations.

Deliverables:
• Meeting Agenda and Notes
• Draft Collection System CIP Excel
• Draft Wastewater Treatment CIP Excel

Task 8 – Final Documentation

ITEM 11
June 19, 2023
Wing Chang, Assistant Engineer

Reference: Ceres Wastewater Master Plan

8.1 Master Plan Documentation and EIR Support
Stantec will consolidate data from various tasks and its deliverable memos to prepare a Wastewater System Master Plan Report. The comprehensive report will consist of data collection and methodology, assumptions, design and performance criteria, model scenario results, approach for improvements and maintenance reductions, and recommended 10-year CIP. It will also include budget costs for each project proposed in the CIP. The report will have an executive summary as an independent section of the report for a quick reference. Stantec will also provide support to the Environmental Impact Report (EIR) Update prepared by others.

8.2 Collection System Review Meeting

Stantec will coordinate and facilitate a review meeting to review the draft Master Plan Document to discuss City comments.

8.3 Final Master Plan

Stantec will finalize the Master Plan Document incorporating City comments.

Deliverables:
• Draft and final Master Plan report in electronic pdf format.

Fee Proposal
Our services will be performed on time and expenses basis. Attached is a work breakdown structure (WBS) of the estimated work effort totaling $272,000. The fee estimate is broken out for each team member in a matrix format showing hours and charge rates per team member. Also included is our Standard Billing Rates for 2023 showing hourly rates by skill classification.

Best regards,
STANTEC CONSULTING SERVICES INC.

Steven Beck PE
Senior Principal
Mobile: 916-826-3665
[email protected]

Attachment: Fee Proposal WBS and 2023 Fee Schedule
ITEM 11
Project Manager
Project Engineer
Hydrauic Model
Specialist
GIS Specialist
Graphics Specialist
ODCs
KSN QA/QC (Neal
Colwell)
V&A Associates
Name Beck, Steven Webb, Breanna Eadie, Dave Anderson, Marty Maddux, Mike Project Summary Hours Labour Expense Subs Total Billing Level Level 18 Level 12 Level 16 Level 13 Level 12 Fixed Fee 0.00 $0.00 $0.00 $0.00 $ 0.00 Project Billing Rate $276.00 $211.00 $267.00 $220.00 $211.00 $1.00 $1.10 $1.10 Time & Material 879.00 $211,662.50 $2,037.50 $58,300.00 $ 272,000.00 Total Units (T&M) 197.00 488.00 128.00 46.00 20.00 2,037.50 3,000.00 50,000.0 0 Total 879.00 $211,662.50 $2,037.50 $58,300.00 $ 272,000.00 Fee (T&M) $54,372.00 $102,968.00 $34,176.00 $10,120.00 $4,220.00 $2 ,037.50 $3,300.00 $55,000.00 Escalation (T&M) $1,217.01 $2,929.09 $1,174.80 $316.80 $168.80 $0.00 $0.00 $ 0.00 Total Fee (T&M) $55,589.01 $105,897.09 $35,350.80 $10,436.80 $4,388.80 $2 ,037.50 $3,300.00 $55,000.00 Task Code Task Name Start Date End Date Units Task Type Hours Labour Expense Subs Total 1 Task 1 - Project Management 2023-08-01 2024-06-30 Time & Material 52.00 $14,664.26 $0.00 $3,300.00 $17,964.26

1.1 Project Coodination with Client 2023-08-01 2024-06-30 20.00 Time & Material 20.00 $5,640.10 $0.00 $0.00 $5,640.10

1.2 Progress Meetings 2023-08-01 2024-06-30 16.00 Time & Material 16.00 $4,512.08 $0.00 $0.00 $4,512.08

1.3 Internal Team Coordination 2023-08-01 2024-06-30 16.00 Time & Material 16.00 $4,512.08 $0.00 $0.00 $4,512.08

1.4 QA/QC 2023-08-01 2024-06-30 3,000.00 Time & Material 0.00 $0.00 $0.00 $3,300.00 $3,300.00 2 Task 2 - Kick-off and Basis for Design 2023-08-01 2023-09-30 Time & Material 56.00 $13,340.00 $320.00 $0.00 $13,660.00

2.1 Project Kick-Off Meeting 2023-08-01 2023-08-01 8.00 8.00 2.00 2.00 220.00 Time & Material 20.00 $4,870.00 $220.00 $0.00 $5,090.00

2.2 Initial Data Request 2023-08-01 2023-08-30 2.00 6.00 2.00 Time & Material 10.00 $2,352.00 $0.00 $0.00 $2,352.00

2.4 Gap Analysis and Basis of Design (TM1) 2023-09-01 2023-09-30 8.00 16.00 2.00 100.00 Time & Material 26.00 $6,118.00 $100.00 $0.00 $6,218.00 3 Task 3 - Collection System Model Development 2023-10-01 2024-04-12 Time & Material 241.00 $54,395.20 $217.50 $55,000.00 $109,612.70

3.1 Initial Model Development 2023-10-01 2023-11-14 2.00 48.00 12.00 8.00 Time & Material 70.00 $15,644.00 $0.00 $0.00 $15,644.00

3.2 Model Calibration 2023-11-14 2023-12-14 2.00 42.00 50,000.00 Time & Material 44.00 $9,414.00 $0.00 $55,000.00 $64,414.00

3.3 Summary of Model Development (TM2) 2023-12-15 2024-01-13 2.00 40.00 117.50 Time & Material 42.00 $9,163.28 $117.50 $0.00 $9,280.78

3.4 Existing System Evaluation 2024-01-14 2024-02-12 2.00 44.00 20.00 4.00 4.00 Time & Material 74.00 $17,576.00 $0.00 $0.00 $17,576.00

3.5 Collection System Evaluation (TM3) 2024-02-13 2024-04-12 1.00 8.00 2.00 100.00 Time & Material 11.00 $2,597.92 $100.00 $0.00 $2,697.92 4 Task 4 - Growth Analysis and Updated Model 2024-04-16 2024-07-14 Time & Material 117.00 $28,202.72 $100.00 $0.00 $28,302.72

4.1 Growth and Services Evaluation 2024-04-16 2024-05-15 4.00 24.00 16.00 8.00 Time & Material 52.00 $12,688.00 $0.00 $0.00 $12,688.00

4.2 Growth Model and Future System Development 2024-05-16 2024-06-14 2.00 40.00 16.00 Time & Material 58.00 $13,794.56 $0.00 $0.00 $13,794.56

4.3 Growth and Services Evaluation (TM4) 2024-06-15 2024-07-14 1.00 4.00 2.00 100.00 Time & Material 7.00 $1,720.16 $100.00 $0.00 $1,820.16 5 Task 5 - Collection System Project Development 2024-07-15 2024-10-12 Time & Material 119.00 $27,574.56 $100.00 $0.00 $27,674.56

5.1 Collection System Project Development 2024-07-15 2024-08-13 2.00 42.00 8.00 8.00 4.00 Time & Material 64.00 $14,720.16 $0.00 $0.00 $14,720.16

5.2 Collection System Project Estimating 2024-08-14 2024-09-12 2.00 38.00 8.00 Time & Material 48.00 $11,134.24 $0.00 $0.00 $11,134.24

5.3 Collection System Projects and Costs (TM5) 2024-09-13 2024-10-12 1.00 4.00 2.00 100.00 Time & Material 7.00 $1,720.16 $100.00 $0.00 $1,820.16 6 Task 6 - Wastewater Treatment Analysis 2023-10-01 2024-02-12 Time & Material 70.00 $19,651.20 $0.00 $0.00 $19,651.20

6.1 WWTP Evaluation 2023-10-01 2023-11-14 40.00 Time & Material 40.00 $11,040.00 $0.00 $0.00 $11,040.00

6.3 WWTP Evaluation (TM6) 2024-01-14 2024-02-12 30.00 Time & Material 30.00 $8,611.20 $0.00 $0.00 $8,611.20 7 Task 7 - Develop Capital Improvement Program 2024-02-13 2024-05-12 Time & Material 112.00 $27,168.96 $300.00 $0.00 $27,468.96

7.1 Project and Decision Meetings 2024-02-13 2024-03-13 8.00 16.00 8.00 100.00 Time & Material 32.00 $8,028.80 $100.00 $0.00 $8,128.80

7.2 Update Collection System CIP 2024-03-14 2024-04-12 8.00 24.00 8.00 4.00 4.00 100.00 Time & Material 48.00 $11,577.28 $100.00 $0.00 $11,677.28

7.3 Development of WWTP CIP 2024-04-13 2024-05-12 8.00 24.00 100.00 Time & Material 32.00 $7,562.88 $100.00 $0.00 $7,662.88 8 Task 8 - Final Documentation and Presentation 2024-05-13 2024-06-30 Time & Material 112.00 $26,665.60 $1,000.00 $0.00 $27,665.60

8.1 Master Plan Documentation 2024-05-13 2024-06-11 4.00 28.00 8.00 8.00 8.00 500.00 Time & Material 56.00 $13,099.84 $500.00 $0.00 $13,599.84

8.2 Review Meeting 2024-06-12 2024-06-12 4.00 16.00 4.00 4.00 Time & Material 28.00 $6,685.12 $0.00 $0.00 $6,685.12

8.3 Finalize Master Plan 2024-06-13 2024-06-30 4.00 16.00 8.00 500.00 Time & Material 28.00 $6,880.64 $500.00 $0.00 $7,380.64 FEE ESTIMATE - City of Ceres Wastewater Master Plan
ITEM 11
SCHEDULE OF BILLING RATES – 2023 (USD)
Billing
Level
Hourly
Rate Description
3 4
5 $122
$129
$145
Junior Level position
 Independently carries out assignments of limited scope using standard procedures, methods and techniques
 Assists senior staff in carrying out more advanced procedures  Completed work is reviewed for feasibility and soundness of judgment  Graduate from an appropriate post-secondary program or equivalent  Generally, one to three years’ experience
6 7
8 $150
$164
$170
Fully Qualified Professional Position
 Carries out assignments requiring general familiarity within a broad field of the respective profession  Makes decisions by using a combination of standard methods and techniques  Actively participates in planning to ensure the achievement of objectives  Works independently to interpret information and resolve difficulties  Graduate from an appropriate post-secondary program, with credentials or equivalent  Generally, three to six years’ experience
9 10
11 $178
$187
$200
First Level Supervisor or first complete Level of Specialization  Provides applied professional knowledge and initiative in planning and coordinating work programs  Adapts established guidelines as necessary to address unusual issues  Decisions accepted as technically accurate, however may on occasion be reviewed for soundness of judgment
 Graduate from an appropriate post-secondary program, with credentials or equivalent  Generally, five to nine years’ experience
12 13
14 $211
$220
$238
Highly Specialized Technical Professional or Supervisor of groups of professionals  Provides multi-discipline knowledge to deliver innovative solutions in related field of expertise  Participates in short and long range planning to ensure the achievement of objectives  Makes responsible decisions on all matters, including policy recommendations, work methods, and financial controls associated with large expenditures
 Reviews and evaluates technical work
 Graduate from an appropriate post-secondary program, with credentials or equivalent  Generally, ten to fifteen years’ experience with extensive, broad experience 15 16
17 $250
$267
$275
Senior Level Consultant or Management
 Recognized as an authority in a specific field with qualifications of significant value  Provides multi-discipline knowledge to deliver innovative solutions in related field of expertise  Independently conceives programs and problems for investigation  Participates in discussions to ensure the achievement of program and/or project objectives  Makes responsible decisions on expenditures, including large sums or implementation of major programs and/or projects
 Graduate from an appropriate post-secondary program, with credentials or equivalent  Generally, more than twelve years’ experience with extensive experience 18 19
20 21
$276
$286
$296
$314
Senior Level Management under review by Vice President or higher  Recognized as an authority in a specific field with qualifications of significant value  Responsible for long range planning within a specific area of practice or region  Makes decisions which are far reaching and limited only by objectives and policies of the organization  Plans/approves projects requiring significant human resources or capital investment  Graduate from an appropriate post-secondary program, with credentials or equivalent  Generally, fifteen years’ experience with extensive professional and management experience All labor rates will be subject to annual increase of 4% on January 1st of each calendar year.

ITEM 11

COUNCIL AGENDA REPORT

CITY COUNCIL

Javier Lopez, Mayor
James Casey, Dist.1
Rosalinda L. Vierra, Dist. 2
Bret Silveira, Dist. 3
Daniel A. Martinez, Dist. 4
MEETING DATE: September 11, 2023
TO: Mayor and City Council
FROM: Douglas D. Dunford, Interim City Manager
CONTACT: Kevin Waugh, P.E., City Engineer
[email protected], (209) 538-5775
SUBJECT:

Resolution No. 2023- XXX, Awarding a Professional Engineering Services Contract for the Water Master Plan Update to West Yost Associates, Authorizing a Budget Amendment and Authorizing the Interim City Manager to Execute the Contract
RECOMMENDED COUNCIL ACTION:

Staff recommends City Council award a contract for the Water Master Plan Update to West Yost Associates in the amount of $326,185 and authorize the City Manager to execute the contract.

I. BA CKGROUND:

Currently, potable water supplies are reliably provided solely by the City's groundwater well network, coupled with some non- potable sources for irrigation and significant water efficiency measures in ongoing programs by the City. While the approach of using conservation and groundwater to serve new growth is still a component of the City's supply for the future, the City will soon need surface water as an additional source in Fall 2023.

There have been several water system capital improvement projects c ompleted since the City’s last master plan completed in 2011. However, the Water Master Plan is in need of a comprehensive update to reassess the system, planned growth, and address all the concerns that have arisen since the last master plan.

The Water Master Plan Update will include: an inventory and assessment of the existing system, an update of water use factors reflecting more recent water use trends, development of future water demand projections based on forecasted growth and updated water use factors, evaluat ion of alternative potable supplies or strategies that are readily available to maximize the City’s use of its groundwater and surface water supplies, update and calibration of the City’s water system hydraulic model, evaluation of the City’s distribution system (i.e., water storage, pumping and distribution pipelines under existing and future conditions), and development of a prioritized capital improvement plan.

ITEM 12
West Yost prepared the City’s 2010 Urban Water Management Plan and 2011 Water Master Plan. Since then, West Yost has continued to serve the City in developing its future surface water supply and updating its capital improvement plans. West Yost has acted as the City’s advisor for the Stanislaus Regional Water Authority (SRWA) since 2016. SRWA represents the partnership of the City of Ceres, City of Turlock, and Turlock Irrigation District, which collectively have developed the surface water supply project. West Yost has been central in the development of the overall agreement between project partners, understands the surface water supply quantities that are available, and prepared all of the planning and modeling studies that were used as a basis to develop the surface water treatment plant as it exists today. In addition, proposed members of the West Yost WMP Update team modeled and planned for the necessary downstream infrastructure required to integrate the surface water supplies into the City’s water distribution system (i.e., terminal reservoir, booster pump station, transmission mains and turnouts). Along with the project partners, West Yost looks forward to the anticipated commencement of surface water deliveries by late Fall 2023.

In 2018, separate from the SRWA planning efforts, West Yost also updated the City’s water system hydraulic model to incorporate improvements to the City’s distribution system since the completion of the 2011 Water Master Plan. Once the hydraulic model was updated, West Yost also reevaluated the City’s existing system and prepared a recommended near- term capital improvement program to identify priority areas for the City.

II. REA
SONS FOR RECOMMENDATION:

The completion of the Water Master Plan Update will provide the necessary tools and information to facilitate proper management of the water supply and delivery system and update the Water Capital Improvement Project list in relation to the surface water in the distribution system. The Water Master Plan Update also provides another opportunity to evaluate more specifically how the City will integrate surface water supplies into the distribution system, if and how customers are impacted, and improvements to maintain excellent water service for our existing and future customers. West Yost, given their experience with the City, is able to swiftly begin these evaluations with no learning curve.

With the forecasted growth in residential development, and the new context and restrictions in which new water supply will be developed, the City will benefit from a comprehensive Water Master Plan Update.

III. FISCAL IMPACTS:

The contract amount of this work is $326,185. This Master Plan Update was included and programmed in Fiscal Year 2023/24 in account number 52795.800500 and 54095.800500 in the amount of $250,000. A Budget Amendment is needed to fully fund the contract. The CEQA analysis for the Water Master Plan Update will be completed in conjunction with the analysis for the Sewer System Master Plan after both Master Plans have been completed.

IV. EXI
STING POLICY / RELATIONSHIP TO THE STRATEGIC PLAN:

This project is in conformance with the first priority of the Strategic Plan to ensure t he community has adequate and well-maintained infrastructure.

V. PO LICY ALTERNATIVES:

ITEM 12
City Council can choose to direct staff to reject the proposal and redirect staff on the desired approach. Doing so may result in lost time and therefore ability to assess appropriate fees to adequately support forecasted development.

VI. I NTERDEPARTMENTAL COORDINATION:

This project has been coordinated with the Public Works Department.

VII. PUBL IC PARTICIPATION:

There has been no public participation to date. There will be involvement with the public as the master plan and rate study are presented and adopted.

VIII. ENVI RONMENTAL REVIEW:

An environmental review will be undertaken after the Water Master Plan has been completed and prior to adoption of the master plan.

IX. ST EPS FOLLOWING APPROVAL :

Following approval of this item, the contract will be executed, and the consultant will be authorized to proceed. A coordination meeting will then be held with the consultant and the staff members involved. It is anticipated that this study will take approximately 1 year to complete.

Approved by: __________________
Douglas D. Dunford
Interim City Manager

Attachments:

1. Attachment A – Resolution

2. Attachment B – Budget Amendment

3. Attachment C – Professional Services Agreement / West Yost Proposal

ITEM 12
ITEM 12

ATTACHMENT A
RESOLUTION NO. 2023-XXX

AWARDING A PROFESSIONAL ENGINEERING SERVICES CONTRACT FOR THE

WATER MASTER PLAN UPDATE TO WEST YOST ASSCOCIATES, AUTHORIZING

A BUDGET AMENDMENT, AND AUTHORIZING THE INTERIM CITY MANAGER TO

EXECUTE THE CONTRACT

THE CITY COUNCIL
City of Ceres

WHEREAS, the completion of the Water Master Plan Update will provide the necessary tools and information to facilitate proper management of the water supply and delivery system and redefine the Water Capital Improvement Project list in relation to the surface water in the distribution system; and

WHEREAS, with the forecasted growth in residential development, the City will benefit from a comprehensive Water Master Plan Update that evaluates water supply demands and additional conservation measures and provides a cost-effective and sustainable water supply portfolio; and

WHEREAS, the previous City's previous Water Master Plan was completed in June 2010 by West Yost Associates and is in need of an update to keep it current with the City’s water demand and supply needs; and

WHEREAS, City staff has negotiated and finalized the proposal with West Yost Associates and recommends the contract be awarded for $326,185.00; and

WHEREAS, the Water Master Plan Update 2023 was programmed in the FY 2023/24 Capital Improvement Program in account number 52795.800500 in the amount of $125,000,00; and 54095.800500 in the amount of $125,000.00, totaling $250,000.00; a budget amendment appropriating water service and water supply funds in a total amount of $80,000.00 is necessary to fully fund the study.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Ceres does hereby award a professional engineering services contract for the W ater Master Plan Update to West Yost Associates, authorizes a budget amendment, and authorizes the Interim City Manager to execute the contract.

BE IT FURTHER RESOLVED the City of Ceres Finance Director is hereby authorized and directed to record the appropriate accounting entries.

PASSED AND ADOPTED by the Ceres City Council at a regular meeting thereof held on the 11 th
day of September 2023, by the following vote:

AYES: Councilmembers:

NOES: Councilmembers:

ABSENT: Councilmembers:

ABSTAIN: Councilmembers:

___________________________________
Javier Lopez, Mayor
ATTEST:

_________________________________
Fallon Martin, City Clerk
ITEM 12
ITEM 12

ATTACHMENT B

Budget Amendment No.

Fiscal Year 2023 - 2024

Reference Resolution No. 2023- , dated
authorizing appropriations for the Professional Services Contract as follows:

Appropriations:

Fund Name Fund
No.

Dept.

No.

Object
No.

Appropriation
Amount
WATER SERVICE 527 95 800500 $40,000
WATER SUPPLY 540 95 800500 $40,000

Requested Appropriation $80,0000
2023 - 2024 Current Appropriation $250,000
Total Appropriation $330,000

Estimated Revenues:

Fund Name Fund
No.

Type
No.

Object
No.

Estimated
Revenue Amt.

Total Estimated Revenue
2023 - 2024 Current Estimated Revenue
Total Estimated Revenue

Fiscal Impact:

ITEM 12
ITEM 12
1 CITY OF CERES

PROFESSIONAL SERVICES AGREEMENT
This Agreement is made and entered into by and between the City of Ceres, a municipal corporation organized and operating under the laws of the State of California with its principal place of business at 2220 Magnolia Street, Ceres, California 95307 (“City”), and West Yost Associates, a California corporation with its principal place of business at 8950 Cal Center Drive Bldg.1 Suite 363 Sacramento Ca 95826. (hereinafter referred to as “Consultant”). City and Consultant are sometimes individually referred to as “Party” and collectively as “Parties” in this Agreement.

RECITALS
A. City is a public agency of the State of California and is in need of professional services for the following project:

Water Master Plan Update 2023 (hereinafter referred to as “the Project”).

B. Consultant is duly licensed and has the necessary qualif ications to provide such services.

C. The Parties desire by this Agreement to establish the terms for City to retain Consultant to provide the services described herein.

AGREEMENT
NOW, THEREFORE, IT IS AGREED AS FOLLOWS:

1. Services.

Consultant shall provide the City with the services described in the Scope of Services attached hereto as Exhibit “A”

2. Consultant is a licensed design professional. Compensation. a. Subject to paragraph 2(b) below, the City shall pay for such services in accordance with the fee set forth in Exhibit “A” In no event shall the total amount paid for services rendered by Consultant under this Agreement exceed the sum o f $326,185.00. This amount is to cover all related costs, and the City will not pay any additional fees f or additional expenses.

Periodic payments shall be made within 30 days of receipt of an invoice which includes a detailed description of the work performed. Payments to Consultant for work performed will be made on a monthly billing basis.
b. Periodic payments shall be made within 30 days of receipt of an invoice which includes a detailed description of the work performed. Payments to Consultant for work performed will be made on a monthly billing basis.

3. Additional Work.

If changes in the work seem merited by Consultant or the City, and informal consultations with the other party indicate that a change is warranted, it shall be processed in the following

ATTACHMENT C
ITEM 12

2 manner: a letter outlining the changes shall be forwarded to the City by Consultant with a statement of estimated changes in fee. An amendment to this Agreement shall be prepared by the City and executed by both Parties before performance of such services, or the City will not be required to pay for the changes in the scope of work. Such amendment shall not render ineffective or invalidate unaffected portions of this Agreement.

4. Maintenance of Records.

Books, documents, papers, accounting records, and other evidence pertaining to costs incurred shall be maintained by Consultant and made available at all reasonable times during the contract period and for four (4) years from the date of final payment under the contract for inspection by City.

5. Time of Performance.

Consultant shall perform its services in a prompt and timely manner and shall commence performance upon receipt of written notice from the City to proceed (“Notice to Proceed”). The Notice to Proceed shall set forth the date of commencement of work.

6. Delays in Performance.
a. Neither City nor Consultant shall be considered in d efault of this Agreement for delays in performance caused by circumstances beyond the reasonable control of the non - performing party. For purposes of this Agreement, such circumstances include but are not limited to, abnormal weather conditions; floods; e arthquakes; fire; epidemics; war; riots and other civil disturbances; strikes, lockouts, work slowdowns, and other labor disturbances; sabotage or judicial restraint.
b. Should such circumstances occur, the non -performing party shall, within a reasonable time of being prevented from performing, give written notice to the other party describing the circumstances preventing continued performance and the efforts being made to resume performance of this Agreement.

7. Compliance with Law.
a. Consultant shall comply wi th all applicable laws, ordinances, codes and regulations of the federal, state and local government, including Cal/OSHA requirements.

Consultant shall have no responsibility for jobsite safety or security, and Consultant does not have any control or respo nsibility over the means and methods of the construction contractor or the construction contractor's subcontractors.
b. If required, Consultant shall assist the City, as requested, in obtaining and maintaining all permits required of Consultant by federal, state and local regulatory agencies. c. If applicable, Consultant is responsible for all costs of clean up and/ or removal of hazardous and toxic substances spilled as a result of his or her services or operations performed under this Agreement.

8. Standard of Care
ITEM 12

3 Consultant’s services will be performed in accordance with generally accepted professional practices and principles and in a manner consistent with the level of care and skill ordinarily exercised by members of the profession currently practicing und er similar conditions.

Consultant makes no other representations and no warranties, whether express or implied, with respect to its services performed under this Agreement.

9. Assignment and Subconsultant
Consultant shall not assign, sublet, or transfer t his Agreement or any rights under or interest in this Agreement without the written consent of the City, which may be withheld for any reason. Any attempt to so assign or so transfer without such consent shall be void and without legal effect and shall co nstitute grounds for termination. Subcontracts, if any, shall contain a provision making them subject to all provisions stipulated in this Agreement. Nothing contained herein shall prevent Consultant from employing independent associates, and subconsulta nts as Consultant may deem appropriate to assist in the performance of services hereunder.

10. Independent Consultant
Consultant is retained as an independent contractor and is not an employee of City. No employee or agent of Consultant shall become an em ployee of City. The work to be performed shall be in accordance with the work described in this Agreement, subject to such directions and amendments from City as herein provided.

11. Insurance. Consultant shall not commence work for the City until it has provided evidence satisfactory to the City it has secured all insurance required under this section. In addition, Consultant shall not allow any subcontractor to commence work on any subcontract until it has secured all insurance required under this section. a. Commercial General Liability
(i) The Consultant shall take out and maintain, during the performance of all work under this Agreement, in amounts not less than specified herein, Commercial General Liability Insurance, in a form and with insurance companies acceptable to the City. (ii) Coverage for Commercial General Liability insurance shall be at least as broad as the following:
(1) Insurance Services Office Commercial General Liability coverage (Occurrence Form CG 00 01) or exact equivalent. (iii) Commercial General Liability Insurance must include coverage for the following:
(1) Bodily Injury and Property Damage
(2) Personal Injury/Advertising Injury
(3) Premises/Operations Liability
(4) Products/Completed Operations Liability
(5) Aggregate Limits that Apply per Project
(6) Explosion, Collapse and Underground (UCX) exclusion deleted
(7) Contractual Liability with respect to this Contract ITEM 12

4 (8) Broad Form Property Damage
(9) Independent Consultants Coverage
(iv) The policy shall cont ain no endorsements or provisions limiting coverage for (1) contractual liability; (2) cross liability exclusion for claims or suits by one insured against another; (3) products/completed operations liability; or (4) contain any other exclusion contrary to the Agreement.
(v) The policy shall give City, its officials, officers, employees, agents and City designated volunteers additional insured status using ISO endorsement forms CG 20 10 10 01 and 20 37 10 01, or endorsements providing the exact same coverage. (vi) The general liability program may utilize either deductibles or provide coverage excess of a self -insured retention, subject to written approval by the City, and provided that such deductibles shall not apply to the City as an additional insured. b. Automobile Liability
(i) At all times during the performance of the work under this Agreement, the Consultant shall maintain Automobile Liability Insurance for bodily injury and property damage including coverage for owned, non-owned and hired vehicles, in a form and with insurance companies acceptable to the City.
(ii) Coverage for automobile liability insurance shall be at least as broad as Insurance Services Office Form Number CA 00 01 covering automobile liability (Coverage Symbol 1, any auto).
(iii) The policy shall give City, its officials, officers, employees, agents and City designated volunteers additional insured status. (iv) Subject to written approval by the City, the automobile liability program may utilize deductibles, provided that such deductibles shall not apply to the City as an additional insured, but not a self-insured retention.
c. Workers’ Compensation/Employer’s Liability
(i) Consultant certifies that he/she is aware of the provisions of Section 3700 of the California Labor Code which requires every employer to be insured against liability for workers’ compensation or to undertake self -insurance in accordance with the provisions of that code, and he/she will comply with such provisions before commencing work under this Agreement.

(ii) To the extent Consultant has employees at any time during the term of this Agreement, at all times during the performance of the work under this Agreement, the Consultant shall maintain full compensation insurance for all persons emp loyed directly by him/her to carry out the work contemplated under this Agreement, all in accordance with the “Workers’ Compensation and Insurance Act,” Division IV of the Labor Code of the State of California and any acts amendatory thereof, and Employer’ s Liability Coverage in amounts indicated herein. Consultant shall require all sub -consultants to obtain and maintain, for the period required by this Agreement, workers’ compensation coverage of the same type and limits as specified in this section.

ITEM 12

5 d. Professional Liability (Errors and Omissions)
At all times during the performance of the work under this Agreement the Consultant shall maintain professional liability or Errors and Omissions insurance appropriate to its profession, in a form and with insurance companies acceptable to the City and in an amount indicated herein.

This insurance shall be endorsed to include contractual liability applicable to this Agreement and shall be written on a policy form coverage specifically designed to protect against negligent acts, errors or omissions of Consultant in the Consultant. "Covered Professional Services" as designated in the policy must specifically include work performed under this Agreement. The policy must "pay on behalf of" the insured and must include a provision establishing the insurer's duty to defend.
e. Minimum Policy Limits Required
(i) The following insurance limits are required for the Agreement:

Combined Single Limit
Commercial General Liability $2,000,000 per occurrence / $2,000,000 aggregate for bodily injury, personal injury, and property
damage

Automobile Liability $2,000,000 per occurrence for bodily injury and property damage
Employer’s Liability $2,000,000 per occurrence
Professional Liability $2,000,000 per claim and aggregate (errors and omissions)

(ii) Defense costs shall be payable in addition to the limits. (iii) Requirements of specific coverage or limits contained in this section are not intended as a limitation on cover age, limits, or other requirement, or a waiver of any coverage normally provided by any insurance. Any available coverage shall be provided to the parties required to be named as Additional Insured pursuant to this Agreement. f. Evidence Required
Prior to execution of the Agreement, the Consultant shall file with the City evidence of insurance from an insurer or insurers certifying to the coverage of all insurance required herein. Such evidence shall include original copies of the ISO CG 00 01 (or insurer’s equivalent) signed by the insurer’s representative and Certificate of Insurance (Acord Form 25 -S or equivalent), together with required endorsements. All evidence of insurance shall be signed by a properly authorized officer, agent, or qualified representative of the insurer and shall certify the names of the insured, any additional insureds, where appropriate, the type and amount of the insurance, the location and operations to which the insurance applies, and the expiration date of such insurance.
g. Policy Provisions Required
ITEM 12

6 (i) Consultant shall provide the City at least thirty (30) days prior written notice of cancellation of any policy required by this Agreement, except that the Consultant shall provide at least ten (10) days prior written notice of cancellation of any such policy due to non-payment of premium. If any of the required coverage is cancelled or expires during the term of this Agreement, the Consultant shall deliver renewal certificate(s) including the General Liability Additional Insured Endorsement to the City at least ten (10) days prior to the effective date of cancellation or expiration.
(ii) The Commercial General Liability Policy and Automobile Policy shall each contain a provision stating that Consultant’s policy is primary insurance and that any insurance, self-insurance or other coverage maintained by the City or any named insureds shall not be called upon to contribute to any loss.
(iii) The retroactive date (if any) of each policy is to be no later than the effective date o f this Agreement. Consultant shall maintain such coverage continuously for a period of at least three years after the completion of the work under this Agreement. Consultant shall purchase a one (1) year extended reporting period A) if the retroactive da te is advanced past the effective date of this Agreement; B) if the policy is cancelled or not renewed; or C) if the policy is replaced by another claims -made policy with a retroactive date subsequent to the effective date of this Agreement.
(iv) All requi red insurance coverages, except for the professional liability coverage, shall contain or be endorsed to waiver of subrogation in favor of the City, its officials, officers, employees, agents, and volunteers or shall specifically allow Consultant or others providing insurance evidence in compliance with these specifications to waive their right of recovery prior to a loss. Consultant hereby waives its own right of recovery against City, and shall require similar written express waivers and insurance clauses from each of its sub - consultants.
(v) The limits set forth herein shall apply separately to each insured against whom claims are made or suits are brought, except with respect to the limits of liability.

Further the limits set forth herein shall not be construed to relieve the Consultant from liability in excess of such coverage, nor shall it limit the Consultant’s indemnification obligations to the City and shall not preclude the City from taking such other actions available to the City under other provisions of the Agreement or law.
h. Qualifying Insurers
(i) All policies required shall be issued by acceptable insurance companies, as determined by the City, which satisfy the following minimum requirements:
(1) Each such policy shall be from a company or companies with a current A.M. Best's rating of no less than A:VII and admitted to transact in the business of insurance in the State of California, or otherwise allowed to place insurance through surplus line brokers under applicable provisions of the California Insurance Code or any federal law.
i. Additional Insurance Provisions
(i) The foregoing requirements as to the types and limits of insurance coverage to be maintained by Consultant, and any approval of said insurance by the City, is not ITEM 12

7 intended to and shall not in any manner limit or qualify the liabilities and obligations otherwise assumed by the Consultant pursuant to this Agreement, including but not limited to, the provisions concerning indemnification.
(ii) If at any time during the life of the Agreement, any policy of insurance required under this Agreement does not comply with these specifications or is canceled and not replaced, City has the right but not the duty to obtain the insurance it deems necessary and any premium paid by City will be promptly reimbursed by Consultant or City will withhold amounts sufficient to pay premium from Consultant payments. In the alternative, City may cancel this Agreement.
(iii) The City may require the Consultant to provide complete copies of all insurance policies in effect for the duration of the Project. (iv) Neither the City nor any of its officials, officers, employees, agents or volunteers shall be personally responsible for any liability arising under or by virtue of this Agreement.
j. Sub-consultant Insurance Requirements . Consultant shall not allow any subcontractors or sub -consultants to commence work on any subcontract until they have provided evidence satisfactory to the City that they have secured all insurance required under this section. Policies of commercial general liability insurance provided by such subcontractors or sub-consultants shall be endorsed to name the City as an additional insured using ISO form CG 20 38 04 13 or an endorsement providing the exact same coverage. If r equested by Consultant, City may approve different scopes or minimum limits of insurance for particular sub- contractors or sub-consultants.

12. Indemnification.
a. CONTRACTOR the fullest extent permitted by law, Consultant shall indemnify and hold th e City, its elected and appointed officials, officers, attorneys, employees, agents and volunteers free and harmless from any and all claims, demands, causes of action, suits, actions, proceedings, costs, expenses, liabilities, judgments, awards, decrees, settlements, loss, damage or injury of any kind, in law or equity, to property or persons, including wrongful death, (collectively, "Claims') to the extent caused by any negligent acts, errors or omissions, or willful misconduct of Consultant, its officials, officers, employees, consultants in connection with the performance of Consultant's services, the Project or this Agreement, including without limitation the payment of all expert witness fees and reasonable attorney's fees and other related costs an d expenses Consultant's obligation to indemnify shall not be restricted to insurance proceeds, if any, received by the City, its officials, officers, employees, agents or volunteers.

b. Additional Indemnity Obligations. Consultant shall defend, with counsel of City’s choosing and at Consultant’s own cost, expense and risk, any and all Claims covered by this section that may be brought or instituted against the City, its officials, officers, employees or volunteers. The Parties also acknowledge that this Agreement is subject to California Civil Code 2782.8 as amended and effective January 1, 2018. Consultant shall pay and satisfy any judgment, award or decree that may be rendered against the City, its officials, officers, employees, agents or volunteers as part of any such claim, suit, action or other proceeding. Consultant shall also reimburse City for the cost of any settlement paid by the City, its officials, officers, employees, agents, designated volunteers or volunteers as part of any such claim, su it, action or other proceeding. Such reimbursement shall include payment for the City's attorney's fees and costs, ITEM 12

8 including expert witness fees. Consultant shall reimburse the City, its officials, officers, employees and volunteers, for any and all reasonable legal expenses and costs incurred by each of them in connection therewith or in enforcing the indemnity herein provided. Consultant's obligation to indemnify shall not be restricted to insurance proceeds, if any, received by the City, its officials, officers, employees, agents and volunteers.

13. California Labor Code Requirements
a. Consultant is aware of the requirements of California Labor Code Sections 1720 et seq. and 1770 et seq., which require the payment of prevailing wage rates and the performance of other requirements on certain "public works" and "maintenance" projects. If the services are being performed as part of an applicable "public works" or "maintenance" project, as defined by the Prevailing Wage Laws, and if the total compensation is $1,000 or more, Consultant agrees to fully comply with such Prevailing Wage Laws, if applicable. Consultant shall indemnify and hold the City, its officials, officers, employees free and harmless from any claims, liabilities, costs, penalties or interest to the extent caused by negligent failure to comply with the Prevailing Wage Laws. It shall be mandatory upon the Consultant and all sub-consultants to comply with all California Labor Code provisions, which include but are not limited to prevailing wages, employment of apprentices, hours of labor and debarment of contractors and subcontractors.

b. If the services are being performed as part of an applicable “public works” or “maintenance” project, then pursuant to Labor Code Sections 1725.5 and 1771.1, the Consultant and all sub -consultants performing such Services must be registered with the Department of Industrial Relations. Consultant shall maintain registration for the duration of the Project and require the same of any sub -consultants, as applicable. This Project may also be subject to compliance monitoring and enforcement by the Depart ment of Industrial Relations. It shall be Consultant’s sole responsibility to comply with all applicable registration and labor compliance requirements.

14. Verification of Employment Eligibility.

By executing this Agreement, Consultant verifies that it fully complies with all requirements and restrictions of state and federal law respecting the employment of undocumented aliens, including, but not limited to, the Immigration Reform and Control Act of 1986, as may be amended from time to time, and shall require all subconsultants and sub-subconsultants to comply with the same.

15. [reserved]

16. Laws and Venue.

This Agreement shall be interpreted in accordance with the laws of the State of California.

If any action is brought to interpret or enforce any term of this Agreement, the action shall be brought in a state or federal court situated in the County of Stanislaus, State of California. 17 Termination or Abandonment
a. City has the right to terminate or abandon any portion or all of the work under this Agreement by giving ten (10) calendar days written notice to Consultant. In such event, City shall be imme diately given title and possession to all original field notes, drawings and specifications, written reports and other documents produced or developed for that portion of the ITEM 12

9 work completed and/or being abandoned. City shall pay Consultant the reasonable value of services rendered for any portion of the work completed prior to termination. If said termination occurs prior to completion of any task for the Project for which a payment request has not been received, the charge for services performed during s uch task shall be the reasonable value of such services, based on an amount mutually agreed to by City and Consultant of the portion of such task completed but not paid prior to said termination. City shall not be liable for any costs other than the charg es or portions thereof which are specified herein. Consultant shall not be entitled to payment for unperformed services, and shall not be entitled to damages or compensation for termination of work.
b. Consultant may terminate its obligation to provide fu rther services under this Agreement upon thirty (30) calendar days’ written notice to City only in the event of substantial failure by City to perform in accordance with the terms of this Agreement through no fault of Consultant.
18 Documents. Except as otherwise provided in “Termination or Abandonment,” above, all original field notes, written reports, Drawings and Specifications and other documents, produced or developed for the Project shall, upon payment in full for the services described in this Agreement, be furnished to and become the property of the City.

19. Organization
Consultant shall assign Roberto Vera, PE as Project Manager. The Project Manager shall not be removed from the Project or reassigned without the prior written consent of the City.

20. Limitation of Agreement.

This Agreement is limited to and includes only the work included in the Project described above.

21. Notice

Any notice or instrument required to be given or delivered by this Agreement may be given or delivered by depositing the same in any United States Post Office, certified mail, return receipt requested, postage prepaid, addressed to:

CITY:

City of Ceres
2220 Magnolia Street
Ceres, CA 95307
Attn: City Engineer
CONSULTANT:

West Yost Associates
8950 Cal Center Drive BLDG 1, Suite 363
Sacramento, CA, 95307
Attn: Roberto Vera, PE

and shall be effective upon receipt thereof.

22. Third Party Rights
Nothing in this Agreement shall be construed to give any rights or benefits to anyone other than the City and the Consultant.

ITEM 12

10 23. Equal Opportunity Employment.

Consultant represents that it is an equal opportunity employer and that it shall not discriminate against any employee or applicant for employment because of race, religion, color, national origin, ancestry, se x, age or other interests protected by the State or Federal Constitutions. Such non-discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or termination.

24. Entire Agreement
This Agreement, with its exhibits, represents the entire understanding of City and Consultant as to those matters contained herein, and supersedes and cancels any prior or contemporaneous oral or written understan ding, promises or representations with respect to those matters covered hereunder. Each party acknowledges that no representations, inducements, promises or agreements have been made by any person which are not incorporated herein, and that any other agre ements shall be void. This Agreement may not be modified or altered except in writing signed by both Parties hereto. This is an integrated Agreement.

25. Severability
The unenforceability, invalidity or illegality of any provision(s) of this Agreement shall not render the provisions unenforceable, invalid or illegal.

26. Successors and Assigns
This Agreement shall be binding upon and shall inure to the benefit of the successors in interest, executors, administrators and assigns of each party t o this Agreement. However, Consultant shall not assign or transfer by operation of law or otherwise any or all of its rights, burdens, duties or obligations without the prior written consent of City. Any attempted assignment without such consent shall be invalid and void.

27. Non-Waiver
None of the provisions of this Agreement shall be considered waived by either party, unless such waiver is specifically specified in writing.

28. Time of Essence
Time is of critical importance for each and every provision of this Agreement.

29. City’s Right to Employ Other Consultants
City reserves its right to employ other consultants, including engineers, in connection with this Project or other projects.

30. Prohibited Interests
Consultant represents and confirms that it has not employed nor retained any company or person, other than a bona fide employee working solely for Consultant, to solicit or secure this Agreement. Further, Consultant represents and confirms that it has not paid nor has it agreed to ITEM 12

11 pay any company or person, other than a bona fide employee working solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. For breach or violation of this obligation, City shall have the right to rescind this Agreement without liability. For the term of this Agreement, no director, official, officer or employee of City, during the term of his or her service with City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.

ITEM 12

12 SIGNATURE PAGE FOR PROFESSIONAL SERVICES AGREEMENT

BETWEEN THE CITY OF CERES

AND WEST YOST ASSOCAITES

IN WITNESS WHEREOF, the Parties have executed this Agreement as of the date first written above.

CITY OF CERES WEST YOST ASSOCIATES

By: By:

Douglas D. Dunford
Interim City Manager Its:

Printed Name:

ATTEST:

By:

Fallon Martin
City Clerk

ITEM 12
8950 Cal Center Drive
Bldg
. 1, Suite 363
Sacramento CA 95826
916.306.2250 phone
530.756.5991 fax
westyost.com
August 11
, 2023 SENT VIA: EMAIL
Guirong Chang
Assistant Engineer
City of Ceres, Engineering Department
2220 Magnolia Street
Ceres, CA 95307
SUBJECT: Proposal for Engineering Services to Update the City of Ceres Water Master Plan Dear Guirong:

The purpose of this letter is to present West Yost’s proposed Scope of Services, Budget and Schedule to update the City of Ceres’ (City) Water Master Plan (WMP).

Since the completion of the City’s previous Water Master Plan in 2011, the City has focused its attention on participation in a surface water supply project (with the City of Turlock and Turlock Irrigation District, as project partners). During that time, growth in the City’s service area has been somewhat stagnant allowing the City to focus on the surface water supply project. However, recently there has been a heightened amount of interest in development, which requires an update of the City’s Water Master Plan (along with a concurrent update to other utility and circulation plans).

Success on updating the City’s Water Master Plan requires a team that can quickly mobilize to gather necessary data and proceed with required evaluations. A WMP Update is critical to subsequent nexus, water rates and connection fee studies, which need to be updated to properly position the City to fund and furnish the necessary infrastructure to adequately serve existing and future customers. West Yost is the most qualified team and can perform diligently and cost effectively to develop a WMP Update due to our exceptional background knowledge of the City’s water system.

The West Yost team has the necessary mix of expertise and experience to save the City time and money, and there is no learning curve with our proposed team. For over 30 years, West Yost has provided water master planning services and through those years has gained a wealth of experience and knowledge, and developed tools to successfully prepare water planning studies. West Yost has a proven track record of delivering similar modeling, capital improvement planning, water supply planning, and preparing reports that have been used by our clients to successfully implement balanced and affordable water supply and infrastructure solutions.

Since West Yost completed the City’s 2011 Water Master Plan, West Yost has continued to serve the City in developing its future surface water supply and updating its capital improvement plans. West Yost has acted as advisor for the Stanislaus Regional Water Authority (SWRA) since 2016. SRWA represents the partnership of the City of Ceres, City of Turlock, and Turlock Irrigation District, which collectively have developed the surface water supply project. West Yost has been central in the development of the overall agreement between project partners, understands the surface water supply quantities that are available, and prepared all of the planning and modeling studies that were used as a basis to develop the surface water treatment plant as it exists today. In addition, proposed members of the West Yost WMP Update Exhibit "A"
ITEM 12
G
uirong Chang
August 11, 2023

X-X-XXX-XX
X-X
XX

tea
m modeled and planned for the necessary downstream infrastructure (i.e., terminal reservoir, booster pump station, transmission mains and turnouts) required to integrate the surface water supplies into the City’s water distribution system. Along with the project partners, West Yost looks forward to the anticipated commencement of surface water deliveries by November 2023.

In 2018, separate from the SRWA planning efforts, West Yost updated the City’s water system hydraulic model to incorporate improvements to the City’s distribution system since the completion of the 2011 Water Master Plan. Once the hydraulic model was updated, West Yost also reevaluated the City’s existing system and prepared a recommended near-term capital improvement program to identify priority areas for the City.

Our proposed project manager, Bobby Vera, has focused expertise in water system hydraulic modeling and preparing water supply and facilities master plans. Bobby has completed numerous water supply studies and has a depth of experience in water system hydraulic modeling (and has been operating the City’s hydraulic model since 2012). Bobby has also provided similar water master planning services to the City of Modesto, which has a similar surface water supply project, and provided hydraulic modeling assistance as part of the SRWA surface water supply project. Bobby understands how the downstream surface water supply facilities are intended to operate. Our proposed principal-in-charge, Elizabeth Drayer, worked with the City on the 2011 Water Master Plan and served as principal-in-charge on the City’s water system hydraulic model update. Elizabeth has over 33 years of experience and has prepared several water master plans and water supply studies for cities and water agencies throughout California, including Modesto, Stockton, Tracy, Sacramento, and Lathrop.

West Yost knows your City and already possesses much of the information needed to start the City’s Water Master Plan Update. We have also met with your staff and understand the issues that are critical to project success. The key benefits that the West Yost team brings to the City’s Water Master Plan Update include the following:
 Knowledge of the City’s existing water system facilities and operations protocols will allow the West Yost team to be focused on evaluating the upcoming changes within the City’s water system (i.e., the introduction of surface water supplies) and what water system improvements are required to meet the City’s future needs.  In-depth understanding of proposed SWRA surface water supply project operations and how it will be integrated with the City’s water system operations will allow West Yost to set up appropriate and meaningful scenarios to evaluate and optimize the City’s use of the new water supply.
 Detailed hands-on working experience with the City’s water system hydraulic model will allow the West Yost team to quickly identify which additional updates are needed, and efficiently calibrate the model to the City’s existing water system conditions.  Familiarity with the City’ s water system will allow West Yost to essentially work as an extension of City staff, seeking input, guidance, concurrence and comments when needed, but not unnecessarily burdening City staff with general questions about existing facilities and/operations.
 Experience with master planning and hydraulic modeling for other Central Valley cities who have incorporated surface water supplies into their water systems (e.g., City of Stockton, City of Modesto, City of Lathrop, and City of Tracy) will allow West Yost team to incorporate lessons learned for evaluating and planning improvements for conjunctive use systems.

ITEM 12
G
uirong Chang
August 11, 2023

X-X-XXX-XX
X-X
XX

We
are excited at the prospect of continuing our work with the City on this important project. Please do not hesitate to contact me, Bobby, at (209) 996-0756 or Elizabeth at (650) 740-3762 if you have any questions or would like additional information.

Sincerely,

WEST YOST

Roberto Vera, PE Elizabeth Drayer, PE
Principal Engineer / Project Manager Vice President / Principal-In-Charge RCE #83500 RCE #46872
cc:

Sam Royal, Interim Public Works Director, Public Works
Kevin Waugh, City Engineer, Engineering Department
Kevin Silva, Associate Engineer, Engineering Department Attachments:

Attachment A. Detailed Scope of Services
Attachment B. West Yost’s 2023 Billing Rate Schedule
Attachment C. Detailed Project Level of Effort and Budget Attachment D. Project Schedule
ITEM 12

N-M-C-CERES-LP-2023 WMPU-2ND SUBMITTAL
1 City of Ceres
August 2023

City of Ceres
Water Master Plan Update
Scope of Services

BACKGROUND
The City last completed its WMP in June 2011. WMP recommendations to support existing demands included: pipeline replacements, replacement/installation of new wells to replace aging infrastructure, and additional pumping capacity. WMP recommendations to support future demands included: City participation in the Regional Surface Water Supply Project (currently being constructed and administered by the Stanislaus Regional Water Agency [SRWA]), installation of new/replacement pipelines, installation of new wells to meet future water demands, and construction of storage and pumping facilities to support peak demands associated with large future developments.

Since the completion of the 2011 WMP, the City has moved forward with participation in the SRWA Project, which is a joint project with Turlock Irrigation District and the Cities of Ceres and Turlock. The first phase of the SRWA Proj ect involves construction of a nominal 15 million gallons per day (mgd) water treatment plant and associated raw water and downstream facilities, 5 mgd of which is allocated to the City. The SRWA Project is currently in the process of performance/acceptance testing and water deliveries are anticipated by October 2023. West Yost has been supporting the SRWA Project by providing planning, modeling, design, and owners advisory services to both the cities of Ceres and Turlock.

In 2019, West Yost completed a hydraulic model update and a City-wide fire flow analysis evaluation for the City. The intent of the effort was to update the City’s hydraulic model to include the various pipeline upgrades made throughout the City since the completion of the 2011 WMP. Well statuses and production rates were also updated to reflect current operating conditions. The hydraulic model update also included a water demand allocation update, which used the City’s fully metered consumption information from June 2018 to improve the spatial allocation of water demands. After the updates to the hydraulic model were made, a fire flow analysis was performed to identify areas in the City’s distribution system that continued to not meet fire flow requirements. Improvements to these areas were identified and served as the basis for an updated near-term capital improvement plan (CIP).

Due to the upcoming changes in water supply, changes in water use patterns, and the various improvements made to the City’s water distribution system infrastructur e since the completion of the 2011 WMP, the City has requested that West Yost provide this scope of services to update the City’s WMP.

This WMP Update (Project) will focus on developing new water use factors, which reflect current water use trends, and updating future demand projections. Water use factors from the 2011 WMP are based on a base year of 2007, and per capita water use at that time was approximately 239 gallons per day per capita (gpcd). The City’s 2020 Urban Water Management Plan reported a 202 0 per capita water use of 121 gpcd, which was significantly less than its established target of 180 gpcd and much less than the 2007 gpcd. Updating water use factors will be key in developing updated future demand projections. In addition, the City has upd ated its General Plan and also has specific development information for key development areas (e.g., Whitmore Ranch, West Landing, etc.). This updated land use information, coupled with updated water use factors, will help develop future demand projections . These updated future demand projections, along with the planned changes in supply with SRWA deliveries, will set the basis for identifying future infrastructure requirements and developing an associated CIP.

ITEM 12

City of Ceres
Water Master Plan Update Scope of Services

N-M-C-CERES-LP-2023 WMPU-2ND SUBMITTAL
2 City of Ceres
August 2023

SCOPE OF SERVICES
The scope of services to update the City’s Water Master Plan is organized into the following tasks:
• Task 1. Gather and Review Data
• Task 2. Update Water Use Factors and Prepare Water Demand Projections • Task 3. Evaluate Water Supplies
• Task 4. Update and Calibrate Hydraulic Model
• Task 5. Evaluate Existing Water Distribution System
• Task 6. Evaluate Future Water Distribution System
• Task 7. Develop Capital Improvement Plan
• Task 8. Prepare Water Master Plan Update Report
• Task 9. Project Management
These tasks are discussed in more detail in the subsequent sections.

Task 1. Gather and Review Data
West Yost will compile available data on water usage, water supply production, system facilities, existing service criteria, planned development, and relevant studies and reports. West Yost will update the Existing Water System chapter including a section summarizing relevant studies and reports and regulatory updates.

Task 1 Assumptions
• City will provide data request items within four weeks of the request. • City will provide comments to draft chapter within three weeks of receipt of draft chapter.

Task 1 Deliverables
• West Yost will provide a data request list.
• West Yost will prepare a Draft Existing Water System Chapter (electronic copy).

Task 2. Update Water Use Factors and Prepare Water Demand Projections West Yost will work with the City to document historical water usage (from 2010 to 2022) and develop updated water use factors that align with the City’s General Plan land use categories. The new water use factors will be d eveloped using the City’s recent meter consumption and land use information. The following subsections discuss key subtasks.

Task 2.1 Summarize Historical Water Use
West Yost will summarize the City’s recent historical population, water production and consumption including seasonal water usage patterns, and non -revenue water estimates. West Yost will use information to reevaluate maximum day and peak hour demand factors, as part of the development of diurnal water demand pattern for summe r demand conditions. West Yost will also document how the City’s water use trends have changed since the 2011 WMP was prepared.

ITEM 12

City of Ceres
Water Master Plan Update Scope of Services

N-M-C-CERES-LP-2023 WMPU-2ND SUBMITTAL
3 City of Ceres
August 2023

Task 2.2 Coordination with City Planning
West Yost will coordinate/meet with City Planning to review available growth projectio n information, including General Plan and Specific Plan land uses, re -development areas, existing and forecasted population and employment, and timing of future development. The intent of this coordination is to confirm that the latest planning and growth information is used and to establish which developments are expected to move forward in the near -term, so that a near -term demand projection can be prepared (refer to Task 6).

Task 2.3 Develop Updated Water Use Factors
West Yost will use the available data to refine residential and non -residential land use-based water use factors using recent historical metered billing data and land use planning data from the City. The water use factors will be developed to establish average daily demands, by land use, and use them to project future demands. This will involve spatially joining consumption billing records with customer addresses and associated land use type.

It is our understanding that the City is also working on an update to the Wastewater and Collection System Master Plan. Prior to finalizing the water use factors, West Yost will work with the City to confirm that the new water use factors align with developed wastewater factors, to confirm that there is parity between both utility systems (i.e., within typical return-to-sewer rates).

Task 2.4 Develop Water Demand Projections
West Yost will develop land use-based water demand projections consistent with the updated water use factors developed in Task 2.3 and using the City’s planned land use for the near-term and future development conditions. Timing of near -term development will be determined based on coordination with City Planning and estimated timing of known specific plan areas. Demand projections will be reviewed with the City for approval. Afte r approval, resulting projected demands will be used in the existing and future water distribution system evaluations and subsequently be used to develop the updated CIP.

Task 2.5 Prepare Draft Chapter
West Yost will prepare a draft chapter summarizing exi sting and projected future water demands, and peaking factors, in tabular and graphical formats.

Task 2 Assumptions
• City will provide general plan and specific plan information in available electronic format (i.e., PDF and/or shapefile formats).
• City will coordinate up to two (2) meetings with City Planning department. • City will provide historical SCADA data associated with its various facilities to establish average day demands, and determine updated peaking factors/diurnal patterns for maximum day and peak hour demands.
• City will provide comments to draft chapter within three weeks of receipt of draft chapter.

Task 2 Deliverables
• Draft chapter summarizing water demands (electronic copy).

ITEM 12

City of Ceres
Water Master Plan Update Scope of Services

N-M-C-CERES-LP-2023 WMPU-2ND SUBMITTAL
4 City of Ceres
August 2023

Task 3. Evaluate Water Supplies
West Yost will collect and review documents which summarize available groundwater and surface water supplies and discuss the associated supply availability, constraints and reliability associated with each.

West Yost will then compare existing and projected water supplies to the water demand projections developed in Task 2. If it appears that insufficient water supplies are available to meet future demands, West Yost will evaluate the number of wells and/or the expanded surface water supply that is needed to provide the City with the operational flexibility needed to meet future demands.

Task 3 Assumptions
• City will provide available information associated with its groundwater and surface water supplies, that West Yost does not already have.
• City will provide comments to draft chapter within three weeks of receipt of draft chapter.

Task 3 Deliverables
• West Yost will prepare a Draft Water Supply chapter, summarizing available supplies and their ability to meet projected future water demands (electronic copy).

Task 4. Update and Calibrate Hydraulic Model
Under this task, West Yost will update and calibrate the City’s hydraulic model. Due to the continued delay in expected SRWA deliveries, a two-round calibration process has been proposed. This involves calibrating the City’s hydraulic model during two time periods: once later this year and once during the Summer of 2024 when peak SRWA deliveries/demands are anticipated to occur. This approach allows for the hydraulic model to be initially calibrated (under lower demand conditions), demonst rating that the hydraulic model is generally representative of system operations and allowing for the development of the CIP plan to proceed without impacting the overall Project schedule. Calibration during the Summer of 2024 will confirm that model -predicted operations continue to be consistent with field -observed conditions during peak SRWA deliveries/demands, which is particularly important as this will be the first time SRWA operations and the impacts to the City’s distribution system will be evaluated in the hydraulic model. The following subsections discuss key subtasks.

Task 4.1 Update the Hydraulic Model
West Yost will make updates to the City’s hydraulic model to reflect changes since the 2019 model update.

This will primarily involve comparing mod el pipelines to the City’s GIS system. Where differences are identified, West Yost will confirm with City staff. West Yost will perform a connectivity check of the hydraulic model to confirm the set -up of facilities in the hydraulic model. West Yost will a lso use its C-factor database to spot check assigned C-factors in the City’s hydraulic model. West Yost will also update the City’s groundwater facilities to reflect actual and recent production rates.

It is not envisioned that West Yost will reallocate demands, since that was done as part of the 2019 model update. Rather, West Yost will coordinate with City staff to identify new areas/services that have come online since the 2019 model update. These new demand areas will be added to the hydraulic model.

Hydraulic model updates will be summarized in a draft hydraulic model update and calibration chapter.

ITEM 12

City of Ceres
Water Master Plan Update Scope of Services

N-M-C-CERES-LP-2023 WMPU-2ND SUBMITTAL
5 City of Ceres
August 2023

Task 4.2 Prepare Calibration Plan
Typically, model calibration is performed by using field -collected pressure and flow data from hydrant testing, in addition to SCADA data. However, it is not anticipated that the City’s hydraulic model is out of calibration, particularly with respect to needing new flow testing information. However, due to the shift in water supply to SRWA, it is recommended that system operations be confirmed. West Yost will prepare a calibration plan memorandum that discusses SCADA information needed to calibrate the model. The plan will also identify up to five locations where hydrant pressure recorders (HPRs) are recommended so that supplemental pressure information can be collected and used to calibrate the hydraulic model. This plan will be used for both rounds of model calibration.

Task 4.3 Hydraulic Model Calibration
West Yost will compare model -predicted results to SCADA information an d HPR -observed results to confirm that the City’s hydraulic model accurately represents observed system operations with SRWA deliveries. Model calibration will be performed for two periods:
• Round 1 of the calibration is anticipated to occur in mid- to late November 2023, when SRWA should be delivering water. This round of calibration is intended to confirm that even with lower SRWA deliveries and system demands, the hydraulic model is still able to replicate observed system operations and thus the hydraulic model is appropriate for use as a planning tool to identify future infrastructure.
• Round 2 of the calibration is anticipated to occur in mid-June 2024, which is when SRWA deliveries are estimated at 5 mgd and system demands are close to maximum day demands.

This round of calibration is intended to verify that during peak demands and SRWA deliveries, the hydraulic model is still calibrated and is appropriate to validate the CIP prepared under this plan.

For both calibration periods, West Yost will dep loy up to five (5) HPRs at selected hydrants for pressure monitoring for a one-week period. West Yost will then select a single calibration day during the monitoring period to calibrate to. Results from Round 1 of the calibration will be summarized in a dr aft hydraulic model update and calibration chapter. Once results from Round 2 of the calibration are available, the draft chapter will be updated to include these results and will be provided for the City’s review during the Draft WMP Update submittal, as discussed in Task 8.

Task 4 Assumptions
• City will provide necessary SCADA data for each round of calibration. • Two rounds of calibration and monitoring are planned. • City will provide comments to draft chapter and calibration plan within three weeks of receipt of copies.

Task 4 Deliverables
• West Yost will prepare a Calibration Plan Technical Memorandum including approach, timing and data needs for both rounds of calibration.
• West Yost will prepare a Draft Hydraulic Model Update and Calibration chapter, summarizing the model update process and findings from the calibration (electronic copy).

ITEM 12

City of Ceres
Water Master Plan Update Scope of Services

N-M-C-CERES-LP-2023 WMPU-2ND SUBMITTAL
6 City of Ceres
August 2023

Task 5. Evaluate Existing Water Distribution System
Under this task, West Yost will evaluate the ability of the City’s existing water distribution system to meet the performance criteria for existing conditions using the updated and calibrated hydraulic model developed in Task 4. The following subsections discuss key subtasks.

Task 5.1 Update System Performance Criteria
West Yost will review the previously adopted Water System Design Criteria chapter and other City design criteria documents. West Yost will provide recommendations for updates to the criteria and will review proposed changes with the City. Specific criteria that will be evaluated include: fire fl ow requirements, distribution system operating pressures, pipeline sizing requirements (i.e., velocities and headloss limitations), pump station capacity, water storage capacity (including operation, fire flow and emergency storage requirements), and gener al requirements. The contents of this draft chapter will provide the formal basis for development of the WMP Update and the resulting Capital Improvement Plan (CIP).

Task 5.2 Existing System Capacity Analysis
West Yost will assess the existing system’s ability to meet supply, pumping and storage requirements under existing demand conditions. West Yost will use the updated hydraulic model to assess the adequacy of the City’s existing water system facilities to meet the system performance criteria under maximum day demand plus fire flow and peak hour demand conditions. If capacity deficiencies are identified, system improvements to meet the system performance criteria will be identified.

In addition to performing the capacity and performance analys is under existing demand conditions, West Yost will also perform up to two operational evaluations. These evaluations will be performed using the hydraulic model, set up as extended period simulations, to evaluate operational concerns.

Specific scenarios w ill be developed with the City and will be limited to up to two scenarios. Example scenarios include:
• Evaluating water age under winter demand conditions to assess the potential for disinfection byproduct formation.
• Performing source trace analysis under winter or summer conditions, with varying SRWA deliveries, to determine how far into the City’s distribution system surface water penetrates. • Performing operational “what-ifs” to evaluate varying well statuses and their impact to the City’s water distribution system performance.

Task 5 Assumptions
• Up to two operational scenarios (in addition to peak hour and maximum day plus fire flow evaluations) will be performed.
• For budgeting purposes, one additional meeting with the City’s Fire Department has been assumed to confirm fire flow requirements.
• City will provide comments to draft chapters within three weeks of receipt of draft chapter.

ITEM 12

City of Ceres
Water Master Plan Update Scope of Services

N-M-C-CERES-LP-2023 WMPU-2ND SUBMITTAL
7 City of Ceres
August 2023

Task 5 Deliverables
• West Yost will prepare a Draft Criteria chapter, summarizing water system operational and system design criteria (electronic copy).
• West Yost will prepare a Draft Existing System Analysis Chapter, summarizing the performance of the existing distribution system and its ability to meet existing demands (electronic copy).

Task 6. Evaluate Future Water Distribution System
Under this task, West Yost will evaluate the ability of the City’s future water distribution system to meet future demands. As discussed in Task 2, demands for both near-term and future conditions (i.e., buildout of the General Plan) will be de veloped. Therefore, to evaluate the future system West Yost will perform the following:
• Under Near-Term demand conditions:
— Assess the existing system’s ability to meet supply, pumping and storage requirements under near-term demand conditions.
— Using the updated hydraulic model, assess the water distribution systems performance and ability to meet the system performance criteria under maximum day demand plus fire flow and peak hour demand conditions.
• Under Future demand conditions:
— Assess the existing system’s ability to meet supply, pumping and storage requirements under future demand conditions.
— Using the updated hydraulic model, assess the water distribution systems performance and ability to meet the system performance criteria under maximum day demand plus fire flow and peak hour demand conditions.

A total of four hydraulic model scenarios are planned. If capacity deficiencies are found under either timeframe, system improvements to meet the system performance criteria will be identified. As p art of the evaluation, West Yost will also identify which existing facilities lack capacity or would not be cost-effective to operate. Evaluating two demand conditions is intended to identify the phasing of infrastructure so that in each timeframe adequate infrastructure is available to support projected demands, while meeting the established system performance criteria.

Task 6 Assumptions
• A total of four (4) future scenarios are budgeted, a peak hour scenario and a maximum day plus fire flow scenario, one set of each for near-term and future demand conditions. • City will provide comments to draft chapters within three weeks of receipt of draft chapter.

Task 6 Deliverables
• West Yost will prepare a Draft Future System Analysis Chapter, summarizing the performance of the existing distribution system and its ability to meet future demands, and recommended near-term and future infrastructure (electronic copy).

ITEM 12

City of Ceres
Water Master Plan Update Scope of Services

N-M-C-CERES-LP-2023 WMPU-2ND SUBMITTAL
8 City of Ceres
August 2023

Task 7. Develop Capital Improvement Plan
Under this task, West Yost will prepare a prioritized CIP, using findings from the water distribution system evaluations performed in Tasks 5 and 6, and will structure improvements so that the City has the flexibility to adapt based on timing of development projects and associated future demands. The following subsections discuss key subtasks.

Task 7.1 Update Cost Estimating Assumptions
West Yost will summarize the cost estimating methodology and conceptual-level unit costs to be used for the analysis, and confirm the construction contingencies, implementation multipliers and cost basis (Engineering News Record Construction Cost Index) to be used for estimating purposes. Capital improvement costs will be provided as Class 5 estimates, consistent with the classification system established by the Association for the Advancement of Cost Estimating International (AACE International).

Task 7.2 Develop a Rehabilitation and Repair Program
Under this task, West Yost will develop a Rehabilitation and Repair (R&R) program for the City’s pipelines and wells. With respect to pipelines, results from the fire flow evaluation in Task 5 will be used so that fire flow deficient pipelines can be addressed systematically. With respect to wells, funding for well replacements will be budgeted based on typical useful life estimates. West Yost will incorporate findings from these evaluations into the City’s R&R component of the overall CIP.

Task 7.3 Prepare Capital Improvement Program
West Yost will establish a Water System CIP. The CIP will include improvements required for the City’s water system to meet the established performance criteria, improvements identified in the R&R program, as well as other identified planned projects provided by the City. Priorities will be developed as well as capital c ost estimates for the recommended improvements. Capital cost estimates will Include engineering, construction, and other soft costs (e.g., legal, environmental, administration, etc.). The cost estimates will be summarized in a table and figure, grouping CIP projects by project identification and will include details such as project type, pipeline diameter, pipeline length, unit cost, total cost, and other pertinent information in the CIP.

Task 7 Assumptions
• City will provide recent bid tabulations from pipeline, tank, booster pump station and well projects to West Yost to validate unit construction costs.
• City will provide comments to draft chapters within three weeks of receipt of draft chapter.

Task 7 Deliverables
• West Yost will prepare a draft cost estimating appendix, summarizing unit construction costs, contingencies and implementation multipliers (electronic copy). • West Yost will prepare a draft Capital Improvement Plan chapter, summarizing recommended capital improvements (electronic copy).

Task 8. Prepare Water Master Plan Update Report
West Yost will prepare an updated WMP, summarizing existing system facilities, results of the facilities and system evaluations, and prioritized CIP for existing, near-term and future planning time frames.

ITEM 12

City of Ceres
Water Master Plan Update Scope of Services

N-M-C-CERES-LP-2023 WMPU-2ND SUBMITTAL
9 City of Ceres
August 2023

Task 8.1 Prepare Draft Report
As discussed in Tasks 1 through 7, draft chapters will be prepared under each respective work task to summarize findings and results. West Yost will take City provided comments to draft chapters and will provide a tracked changes version of the individual report chapters submitted in Tasks 1 through 7.

These will be complied into a Draft Master Plan Report and will show the City how comments to draft chapters were addressed. West Yost will facilitate a review meeting with City to r eceive comments on the Draft Report.

Task 8.2 Prepare Final Report
West Yost will prepare a screen-check Final Report, incorporating any additional comments from the City during the review of the Draft Report. Once City approves the screen -check Final Report, West Yost will produce a Final Report.

Task 8 Assumptions
• City will review draft WMP Update Report within three weeks of receipt of report

Task 8 Deliverables
• West Yost will prepare a draft WMP Update Report (electronic copy). • West Yost will prepare a final WMP Update Report (electronic copy) and up to five (5) hard copies of the Final WMP Update Report.

Task 9. Project Management, Meetings and Workshops
Perform day-to-day project management activities to keep the Project on budget and on schedule.

Task 9.1 Project Kickoff and Workshops
West Yost will conduct a kickoff meeting, in person, with City staff within two weeks after receiving notice to proceed. At the kickoff meeting, West Yost will present the overall scope of services and the anticipated Project schedule with key milestones identified for the Project. West Yost will also provide the City with a data request summarizing any data that we do not already have in our possession and that is required for the Project.

In addition to th e kickoff meeting, West Yost has also planned for the following additional milestone workshops. For budgeting purposes, we have assumed a two -hour duration for each of these planned workshops (budgeting for these meetings is included in Task 9):
• Preliminary Demand Projections / Future Water Supply Discussion (meeting will be conducted virtually via Microsoft Teams)
• Existing System Evaluation (meeting will be conducted virtually via Microsoft Teams) • Future System Evaluation (meeting will be conducted virtually via Microsoft Teams) • Capital Improvement Plan (meeting will be conducted in-person)

ITEM 12

City of Ceres
Water Master Plan Update Scope of Services

N-M-C-CERES-LP-2023 WMPU-2ND SUBMITTAL
10 City of Ceres
August 2023

Task 9.2 Bi-Weekly Project Check-ins
Conduct bi-weekly conference calls to review Project status, including the following general items:
• Work completed during the latest reporting period,
• Work anticipated to be completed during the next reporting period, • Identified issues that could affect Project budget and/or schedule, • Outstanding issues to be resolved, and
• Action items.

Task 9.3 Monthly Invoices and Progress Reports
Submit monthly invoices and Project Progress Reports that provide a summary of the progress made on this Project for the most recent month, budget status, and document any Project issues.

Task 9.4 Quality Control
West Yost wi ll provide internal quality assurance/quality control (QA/QC) of all submittals prior to submitting to the City. QA/QC is budgeted in each of the technical tasks.

Task 9 Assumptions
• Bi-weekly check ins will be virtual in Microsoft Teams format • Workshops will be in-person

Task 9 Deliverables
• West Yost will provide the Kickoff meeting presentation materials. • West Yost will prepare the meeting agenda and notes from project check ins. • West Yost will provide monthly invoices and progress reports.

ITEM 12

City of Ceres
Water Master Plan Update Scope of Services

N-M-C-CERES-LP-2023 WMPU-2ND SUBMITTAL
11 City of Ceres
August 2023

PROJECT BUDGET
West Yost’s estimated level of effort and budget for each of the tasks described in the scope of services section above is shown in Table 1. West Yost will perform the scope of services described above on a time-and-expenses basis, at the billing rates set forth in West Yost’s attached 2023 Billing Rate Schedule (provided in Attachment B), with a not -to-exceed budget of $3 26,350 as summarized in Table 1. Any additional services not specifically included in the Scope of Services will be performed only after receiving written authorization and a corresponding budget augmentation. A detailed level of effort and budget estimate is provided in Attachment C.

Table 1. Estimated Level of Effort and Budget
Task Level of Effort, hours Estimated Budget, dollars
Task 1. Gather and Review Data 47 11,900
Task 2. Update Water Use Factors and Prepare Water
Demand Projections
234 59,700
Task 3. Evaluate Water Supplies 67 17,500
Task 4. Update and Calibrate Hydraulic Model 217 53,000 Task 5. Evaluate Existing Water Distribution System 216 55,400 Task 6. Evaluate Future Water Distribution System 176 44,800 Task 7. Develop Capital Improvement Plan 87 21,700
Task 8. Prepare Water Master Plan Update Report 90 20,350 Task 9. Project Management, Meetings, and Workshops 141 42,000 Total Project Hours and Budget 1,275 $326,350

ITEM 12

City of Ceres
Water Master Plan Update Scope of Services

N-M-C-CERES-LP-2023 WMPU-2ND SUBMITTAL
12 City of Ceres
August 2023

SCHEDULE
Based on our understanding of the Project and the scope of services discussed in the sections above, an anticipated schedule has been prepared. The schedule includes the anticipated sequence and durations of major phases/tasks and anticipated timing of key work tasks. Key assumptions used in the development of this schedule include the following:
• Notice to Proceed is assumed to be provided by the City on September 12, 2023. • The overall schedule assumes that requested data from the City will be provided in a timely manner. The initial data request assumes that the City will provide requested items within three (3) weeks. Any delays in receiving the requested data may impact the overall schedule.
• A duration of three (3) weeks is assumed for City review of all deliverables.

A detailed schedule is provided in Attachment D. Assuming that requested data are provided in a timely manner, the p roject is anticipated to be completed within approximately fourteen (14) months from receipt of Notice to Proceed and receipt of all data. A draft of the capital improvement plan, which is what is needed for the City to proceed with the Nexus/Rate study, i s anticipated before the end of September 2024.

The project schedule will be reviewed and updated as needed throughout the duration of the project.

West Yost will work closely with the City throughout the project and will discuss potential issues that may result in schedule delays as part of planned bi -weekly project status meetings. We understand the need for the City to complete this Water Master Plan Update in a timely fashion, and thus the proposed bi-weekly meetings will allow for any issues to be identified and resolved before the overall schedule or budget is impacted.

ITEM 12
(E
ffective January 1, 2023 through December 31, 2023)*
PO

SITIONS
EN

GINEERING
Pri
ncipal/Vice President $338
Engineer/Scientist/Geologist Manager I / II $319 / $334 Pri
ncipal Engineer/Scientist/Geologist I / II $288 / $307
Senio
r Engineer/Scientist/Geologist I / II $259 / $272
As
sociate Engineer/Scientist/Geologist I / II $215 / $231 Enginee
r/Scientist/Geologist I / II $173 / $201
Enginee
ring Aide $101
Field Monitoring Services $125
Administrative I / II / III / IV $92 / $115 / $138 / $152 EN

GINEERING TECHNOLOGY
Enginee
ring Tech Manager I / II $332 / $334
Pri
ncipal Tech Specialist I / II $305 / $315
Senio
r Tech Specialist I / II $279 / $291
Senio
r GIS Analyst $252
GIS Analyst $239
Technical Specialist I / II / III / IV $178 / $203 / $228 / $254 Techni
cal Analyst I / II $128 / $152
Techni
cal Analyst Intern $103
Cross-Connection Control Specialist I / II / III / IV $133 / $144 / $162 / $180 CAD M
anager $201
CAD Designer I / II $156 / $176
CONST

RUCTION MANAGEMENT
Senio
r Construction Manager $322
Construction Manager I / II / III / IV $197 / $211 / $224 / $283 Resident I
nspector (Prevailing Wage Groups 4 / 3 / 2 / 1) $172 / $191 / $213 / $221 Apprenti
ce Inspector $156
CM Administrative I / II $83 / $112
Fi
eld Services $221
20 23 Billing Rate Schedule
LA

BOR CHARGES
(DOLLARS PER HOUR)
■ Hour
ly rates include Technology and Communication charges such as general and CAD computer, software, telephone, routine in-house copies/prints, postage, miscellaneous supplies, and other incidental project expenses. ■ Outs
ide Services such as vendor reproductions, prints, shipping, and major West Yost reproduction efforts, as well as Engineering Supplies, etc. will be billed at actual cost plus 15%. ■ The F
ederal Mileage Rate will be used for mileage charges and will be based on the Federal Mileage Rate applicable to when the mileage costs were incurred. Travel other than mileage will be billed at cost. ■ Subconsultant
s will be billed at actual cost plus 10%.
■ Expert wi
tness, research, technical review, analysis, preparation and meetings billed at 150% of standard hourly rates. Expert witness testimony and depositions billed at 200% of standard hourly rates. ■ A
Finance Charge of 1.5% per month (an Annual Rate of 18%) on the unpaid balance will be added to invoice amounts if not paid within 45 days from the date of the invoice. * This sc
hedule is updated annually Page 1 of 2
ITEM 12
(E
ffective January 1, 2023 through December 31, 2023)*
Eq
uipment Charges
EQ

UIPMENT
2" Pur
ge Pump & Control Box $300 / da
y
Aquacalc / Pygmy or AA Flow Meter $28 / da
y
Emergency SCADA System $35 / da
y
Field Vehicles (Groundwater) $1 / mile
Gas
Detector $80 / da
y
Generator $60 / da
y
Hydrant Pressure Gauge $10 / da
y
Hydrant Pressure Recorder, Impulse (Transient) $55 / da y
Hydrant Pressure Recorder, Standard $40 / da
y
Low Flow Pump Back Pack $135 / da
y
Low Flow Pump Controller $200 / da
y
Powers Water Level Meter $32 / da
y
Precision Water Level Meter 300ft $30 / da
y
Precision Water Level Meter 500ft $40 / da
y
Precision Water Level Meter 700ft $45 / da
y
QED Sample Pro Bladder Pump $65 / da
y
Stainless Steel Wire per foot $0 / da
y
Storage Tank $20 / da
y
Sump Pump $24 / da
y
Transducer Components (per installation) $23 / da
y
Trimble GPS – Geo 7x $220 / da
y
Tube Length Counter $22 / da
y
Turbidity Meter $30 / da
y
Vehicle (Construction Management) $10 / ho
ur
Water Flow Probe Meter $20 / da
y
Water Quality Meter $50 / da
y
Water Quality Multimeter $185 / da
y
Well Sounder $30 / da
y
BILL

ING RATES
20 23 Billing Rate Schedule
* This sc
hedule is updated annually Page 2 of 2
ITEM 12
Proj
ect Summary, Hours and Fee Costs
We
st Yost Associates VP PE/

PS/PG I ESG

II AE/AS/

AG I AD

M III EM/
SM/GM II Hours Fe
e Tec
hnology Sub. Other Total
PROJ
ECT: Water Master Plan Update etd r
dv nt co adm
in plb 6% 10%
Task 1 Gather and Rev
iew Data
Subtotal, Task
1 (hours) 4 12 28 0 2 1 47
Subtotal, Task
1 ($) 1,3
92$ 3,5
64$ 5,6
00$ 284$ 344$ 11, 184$ 671$ 11, 855$
Task 2 Update WUFs and Prepar
e Water Demand
Subtotal, Task
2 (hours) 18 68 140 4 2 2 234
Subtotal, Task
2 ($) 6,2
64$ 20,
196$ 28,
000$ 884$ 284$ 688$ 56, 316$ 3,3
79$ 59,
695$
Task 3 Evaluate Wat
er Supplies
Subtotal, Task
3 (hours) 5 14 4 40 2 2 67
Subtotal, Task
3 ($) 1,7
40$ 4,1
58$ 800$ 8,8
40$ 284$ 688$ 16, 510$ 991$ 17, 501$
Task 4 Update and Calibrat
e Hyd Model
Subtotal, Task
4 (hours) 4 44 144 12 4 9 217
Subtotal, Task
4 ($) 1,3
92$ 13,
068$ 28,
800$ 2,6
52$ 568$ 3,0
96$ 49,
576$ 2,9
75$ 400$ 52,
951$
Task 5 Evaluate Exist
ing Water Distribution System
Subtotal, Task
5 (hours) 8 62 112 20 3 11 216
Subtotal, Task
5 ($) 2,7
84$ 18,
414$ 22,
400$ 4,4
20$ 426$ 3,7
84$ 52,
228$ 3,1
34$ 55,
362$
Task 6 Evaluate Fut
ure Water System
Subtotal, Task
6 (hours) 5 52 94 16 2 7 176
Subtotal, Task
6 ($) 1,7
40$ 15,
444$ 18,
800$ 3,5
36$ 284$ 2,4
08$ 42,
212$ 2,5
33$ 44,
745$
Task 7 Develop C
apital Improvement Plan
Subtotal, Task
7 (hours) 4 20 28 32 3 0 87
Subtotal, Task
7 ($) 1,3
92$ 5,9
40$ 5,6
00$ 7,0
72$ 426$ 20,
430$ 1,2
26$ 21,
656$
Task 8 Prepare Water Master Plan Report
Subtotal, Task
8 (hours) 8 16 24 0 40 2 90
Subtotal, Task
8 ($) 2,7
84$ 4,7
52$ 4,8
00$ 5,6
80$ 688$ 18,
704$ 1,1
22$ 500$ 20,
326$
Task 9 Proj
ect Management, Meetings and
Subtotal, Task
9 (hours) 33 63 36 6 3 0 141
Subtotal, Task
9 ($) 11,
484$ 18,
711$ 7,2
00$ 1,3
26$ 426$ 39,
147$ 2,3
49$ 600$ 42,
096$
TO
TAL (hours) 89 351 610 130 61 34 1,2
75 TO
TAL ($) 30,
972$ 104,
247$ 122,
000$ 28,
730$ 8,6
62$ 11,
696$ 306,
307$ 18,
378$ 0$ 1,5
00$ 326,
185$
La
bor
ITEM 12

COUNCIL AGENDA REPORT

CITY COUNCIL

Javier Lopez, Mayor
James Casey, Dist.1
Rosalinda L. Vierra, Dist. 2
Bret Silveira, Dist. 3
Daniel A. Martinez, Dist. 4
MEETING DATE: September 11, 2023
TO: Mayor and City Council
FROM: Douglas D. Dunford, Interim City Manager
CONTACT:

Christopher Hoem, Director of Community Development
[email protected], (209) 538-5778

Marjorie Blom, Planning Consultant
[email protected], (209) 538-5774
SUBJECT: Resolution No. 2023- XXX, Accepting t he Consolidated Annual Performance and Evaluation Report (CAPER) f or Fiscal Year (FY) 2022-2023 Prepared for the Stanislaus Urban County Consortium RECOMMENDED COUNCIL ACTION:

Staff recommends approval of a resolution for concurrence and support of the Consolidated Annual Performance and Evaluation Report (CAPER) for FY 2022- 2023 prepared for the Stanislaus Urban County Consortium.

I. BA
CKGROUND:

The Stanislaus Urban County Consortium, consisting of the cities of Ceres, Hughson, Oakdale, Riverbank, Patterson, Newman, Waterford and the County, receives annual allocations of funds for Community Development Block Grant (CDBG) and Emergency Shelter Grant (ESG) activities. The program requires the administering jurisdiction (Stanislaus County) to do the following:

1) Prepare a Consolidated Annual Performance Evaluation Report (CAPER); 2) Make the CAPER available for a 15-day public review period; 3) Allow any member of the public who wishes to speak on the matter; 4) Submit the CAPER to the United States Department of Housing and Urban Development (HUD) for review.

The attached Draft FY 2022 - 2023 CAPER outlines the projects that were undertaken by the Consortium members as well as various public service agencies that were funded to assist additional persons and households. For FY 2022 - 2023, the City of Ceres was ITEM 13
allocated $244,148 for CDBG program activities and related administration funds for the Morrow Village curb, gutter and ADA sidewalk infrastructure improvement project.

The CDBG program has been very effective in providing communities with resources to address a wide range of community development needs for low -income persons within Stanislaus County. In Ceres, the program has been utilized over the last several years to provide infrastructure improvements such as: new drainage, curbs, gutters, and sidewalks in predominately low-income census tracts. These infrastructure improvements are based upon the community’s needs and priorities, as outlined in the Stanislaus Urban County Consortium CDBG Annual Action Plan.

II. REA
SONS FOR RECOMMENDATION:

HUD requires this action of all Consortium members.

III. F ISCAL IMPACTS:

There is no direct fiscal impact for recommending that the Stanislaus County Board of Supervisors approve the FY 2022 – 2023 CAPER.

IV. EXI STING POLICY / RELATIONSHIP TO THE STRATEGIC PLAN:

N/A
V. PO LICY ALTERNATIVES:

N/A
VI. I NTERDEPARTMENTAL COORDINATION:

N/A
VII. PUBL IC PARTICIPATION:

The Draft FY 2022 - 2023 CAPER has been made available for a 15- day public review period from August 28, 2023 to September 12 , 2023. Notice of the Stanislaus County Public Hearing and availability of the CAPER document was also posted at the County Planning and Community Development Department.

Staff held an optional, supplementary community meeting at the Ceres Community Center on August 9, 2023. Public outreach for the community meeting included a notice in the Ceres Courier on August 2, 2023. Staff plans to do further outreach in future fiscal years for supplementary meetings related to the CAPER and Annual Action Plan.

Stanislaus County staff has notified city staff that they are producing a comprehensive summary of the CAPER translated into Spanish to be shared with the public.

The public will have the opportunity to speak about the CAPER at an upcoming Stanislaus County Board of Supervisors public hearing. As required by Community Development Block Grant program guidelines, any public comments received will be included in the final CAPER that County staff will submit to HUD by December 1, 2023.

ITEM 13
VIII. ENVIRONMENTAL REVIEW:

N/A
IX. STEPS FOLLOWING APPROVAL:

The City Council’s recommendation on the concurrence and support of the Draft FY 2022 - 2023 CAPER will be forwarded to the County Board of Supervisors.

Approved by: ____________________
Douglas D. Dunford
Interim City Manager

Attachments:

1. Attachment A – Resolution

2. Attachment B – Draft FY 2022 - 2023 CAPER
ITEM 13
ITEM 13

ATTACHMENT A
RESOLUTION NO. 2023-XXX

ACCEPTING THE CONSOLIDATED ANNUAL PERFORMANCE AND
EVALUATION REPORT (CAPER) FOR FISCAL YEAR (FY) 2022-2023

PREPARED FOR THE STANISLAUS URBAN COUNTY CONSORTIUM

THE CITY COUNCIL
City of Ceres
WHEREAS, the Stanislaus Urban County Consortium, which consists of the Cities of Ceres, Hughson, Oakdale, Newman, Patterson, Riverbank and Waterford and the unincorporated areas of Stanislaus County, have received and expended Community Development Block Grant (CDBG) funds from the U.S. Department of Housing and Urban Development (HUD) for Fiscal Year (FY) 2022-2023; and
WHEREAS, the Stanislaus County CDBG Consortium is required by HUD to prepare a Consolidated Annual Performance and Evaluation Report (CAPER) to document progress made in accomplishing goals set forth in the Consolidated Plan and Annual Action Plan; and WHEREAS, the CAPER is required to be made available for a 15-day public review period beginning August 28, 2023, through September 12, 2023, followed by the Stanislaus County Board of Supervisors acting by recommending approval of the FY 2022-2 023 CAPER and to forward the document to the US Department of Housing and Urban Development; and WHEREAS, the City of Ceres was allocated $244,148 for CDBG program activities and related administration funds for FY 2022-2023, for the Morrow Village Infrastructure Improvement Project consisting of installation of curb, gutter and American with Disabilities Act (ADA) sidewalks; and
WHEREAS, the City Council finds that this program has been very effective in providing resources to help meet the needs and priorities of the very low - and low -income residents by providing much-needed infrastructure improvements in primarily low-income census tracts in the City of Ceres.

NOW, THEREFORE, BE IT RESOLVED that the City Counc il of the City of Ceres does hereby accept the Consolidated Annual Performance and Evaluation Report (CAPER) for Fiscal Year (FY) 2022-2 023 prepared for the Stanislaus Urban County C onsortium.

PASSED AND ADOPTED by the Ceres City Council at a regular meeting thereof held on the 11th day of September 2023, by the following vote:

AYES: C
ouncilmembers:

NOES: Councilmembers:

ABSENT: Councilmembers:

ABSTAIN: Councilmembers:
________________________________

Javier Lopez, Mayor
ATTEST:
_________________________________
Fallon Martin, City Clerk
ITEM 13
ITEM 13
DRAFT CAPER  1
OMB Control No: 2506‐0117
STANISLAUS  URBAN COUNTY
Fiscal Year 2022‐2023
Consolidated Annual Performance
and Evaluation Report (CAPER)
for  HUD  Entitlement  Programs  that  include  CDBG,
ESG, and NSP Programs
August 2023
Prepared by:

Stanislaus County
Planning and Community
Development Department
1010 10th Street,
Suite 3400
Modesto, CA 95354

ATTACHMENT B
ITEM 13

DRAFT CAPER  2
OMB Control No: 2506‐0117
STANISLAUS  URBAN  COUNTY  FISCAL  YEAR  2022 ‐2023  CAPER

Stanislaus County
Chairman – Channce Condit
Vice Chairman – Mani Grewal
Supervisor Buck Condit
Supervisor Vito Chiesa
Supervisor Terry Withrow

City of Ceres
Mayor Javier Lopez
Vice Mayor Bret Silveira
Councilmember James Casey
Councilmember Rosalinda L. Vierra
Councilmember Daniel A. Martinez

City of Hughson
Mayor George Carr
Mayor Pro Tem Ramon Bawanan
Councilmember Julie Ann Strain
Councilmember Samuel Rush
Councilmember Randy Crooker

City of Newman
Mayor Casey Graham
Councilmember Laroy McDonald
Councilmember John Pimentel
Councilmember Scott Ball
Councilmember Shane Tomlinson

City of Oakdale
Mayor Cherilyn Bairos
Mayor Pro Tem Christopher Smith
Councilmember Bob Amaral
Councilmember Fred Smith
Councilmember Kayleigh Gilbert

City of Patterson
Mayor Michael Clauzel
Councilmember Shivaugn Alves
Councilmember Jessica Romero
Councilmember Dominic Farinha
Councilmember Carlos Roque

City of Riverbank
Mayor Richard D. O’Brien
Vice Mayor (Councilmember) Rachel Hernandez
Councilmember Luis Uribe
Councilmember Leanna Jones Cruz
Councilmember Darlene Barber‐Martinez

City of Waterford
Mayor Charlie Goeken
Vice Mayor Jill Kitchens
Councilmember Jamie Hilton
Councilmember Christine Harris
Councilmember Elizabeth Talbott

ATTACHMENT B
ITEM 13

DRAFT CAPER  3
OMB Control No: 2506‐0117
TABLE  OF  CONTENTS
INTRODUCTION ............................................................................................................................................................. 5 CR‐05 – GOALS AND OUTCOMES ................................................................................................................................... 7 Table 1 ‐ Consolidated Plan Accomplishments ‐ Program Year 3 and Strategic Plan to Date ......................... 9 CR‐10 ‐ RACIAL AND ETHNIC COMPOSITION OF FAMILIES ASSISTED .......................................................................... 11 Table 2 ‐ Table of Assistance to Racial and Ethnic Populations by Source of Funds ..................................... 11 Table 2 A ‐
Table of Assistance to Racial and Ethnic Populations by Source of Funds .................................. 12 CR‐15 ‐ RESOURCES AND INVESTMENTS 91.520(A) .................................................................................................... 13 Table 3 Resources Made Available ................................................................................................................ 13 Table 4 ‐ Identify the Geographic Distribution and Location of Investments ............................................... 14 CR‐20 ‐ AFFORDABLE HOUSING 91.52 0(B) .................................................................................................................. 16 Table 5 ‐ Number of Households ................................................................................................................... 16 Table 6 ‐ Number of Households Supported ................................................................................................. 16 Table 7 ‐ Number of Persons Served ............................................................................................................. 18 CR‐25 ‐ HOMELESS AND OTHER SPECIAL NEEDS 91.220(D, E); 91.320(D, E); 91.520(C) ............................................. 18 CR‐30 ‐ Public Housing 91.220(H); 91.320(J) ............................................................................................................... 23 CR‐35 ‐ OTHER ACTIONS 91.220(J)‐(K); 91.320(I)‐(J) ................................................................................................... 24 CR‐40 ‐ MONITORING 91.220 AND 91.230 .................................................................................................................. 29 CR‐45 ‐ CDBG 91.520(C) ............................................................................................................................................... 31 CR‐60 ‐ ESG 91.520(G) (ESG RECIPIENTS ONLY) ........................................................................................................... 32 CR‐65 ‐ PERSONS ASSISTED ......................................................................................................................................... 35 Table 8 ‐ Household Information for Homeless Prevention Activities .......................................................... 35 Table 9 ‐ Household Information for Rapid Re‐Housing Activities ................................................................ 35 Table 10 ‐ Shelter Information ...................................................................................................................... 35 Table 11 ‐ Household Information for Street Outreach ................................................................................ 36 Table12 ‐ Household Information for Persons Served with ESG ................................................................... 36 Table 13 ‐ Gender Informat
ion ...................................................................................................................... 36

ATTACHMENT B
ITEM 13

DRAFT CAPER  4
OMB Control No: 2506‐0117
Table 14 ‐ Age Information ............................................................................................................................ 37 Table 15 ‐ Special Population Served ............................................................................................................ 37 CR‐70 – ESG 91.520(G) ‐ ASSISTANCE PROVIDED AND OUTCOMES ............................................................................ 38 Table 16 ‐ Shelter Capacity ............................................................................................................................ 38

ATTACHMENT B
ITEM 13

DRAFT CAPER  5
OMB Control No: 2506‐0117
PROGRAM  YEAR – 3
CONSOLIDATED  PLAN  2020‐2025
2022 ‐2023  STANISLAUS  URBAN  COUNTY  CONSOLIDATED  ANNUAL PERFORMANCE  AND  EVALUATION  REPORT

INTRODUCTION

The 2022‐2023 Consolidated Annual Performance and Evaluation Report (CAPER) constitutes the  third reporting period (the Fiscal Year covering July 1, 2022 to June 30, 2023) of the Five‐Year Consolidated Planning period.   The Stanislaus Urban County annually receives Community Development Block Grant (CDBG) and Emergency Solutions Grants (ESG) program funds from the U.S. Depart ment of Housing and Urban Development (HUD) as an entitlement jurisdiction.  The Stanislaus Urban County is made up of the unincorporated  areas  of  Stanislaus  County  along  with  cities  of:  Ceres,  Hughson,  Newman,  Oakdale, Patterson,  Riverbank,  and  Waterford.   Stanislaus  County  is  the  “lead  entity”  for  the  Stanislaus  Urban County.

HUD requires the Stanislaus
Urban County to prepare and adopt a five‐year Consolidated Plan (Con Plan) and Annual Action Plans to inform HUD on how the allocated grant funds will be used.  At the end of each fiscal year, HUD requires this annual CAPER to report the progress made in accomplishing the goals set forth in
the Con Plan, also referred to as a Strategic Plan, and Annual Action Plan (AAP).  As a recipient of Neighborhood  Stabilization  Program  (NSP)  funding  in  prior  fiscal  years,  the  Stanislaus  Urban  County’s CAPER  reports  on  NSP  activities  occurring  during  the  reporting  fiscal  year.  The   projects  and  activities outlined within this CAPER were administ
ered and overseen by the County’s Department of Planning and Community Development.

In Fiscal Year 2022‐2023, the Stanislaus Urban County continued its focus on effectively administering and implementing CDBG, ESG, and NSP programs.   Despite of the ongoing impacts of the Coronavirus pandemic (COVID 19) experience
d during the fiscal year, HUD funded programs continued to serve the community and assisted in the continuing response to COVID 19.  HUD  funded infrastructure projects continued  with  a  mixture  of  preliminary  design,  engineering,  environmental  assessments,  and construction  activities  occur  during  the  fiscal  year.   Non‐profits  awarded  CDBG  and  ESG   funding  for delivery  of  public  services  and  emergency  shelter  operations  continued  with  staffing  constraints  but carried on in order to provide needed services to the communities most vulnerable.

The  annual  HUD  Entitlement  program  funding  allocated  to  the  Stanislaus  Urban  County  in  Fiscal  Year 2022‐2023 were:

CDBG   $2,370,213
ESG   $   207,577
Total:      $2,577,790

In  addition  to  the  funding  listed  above,  the  CAPER  also  reports  on  the  use  of  federal  CDBG  and  ESG Coronavirus  Aid,  Relief,  and  Economic  Security  (CARES)  Act  funding  awarded  to  the  Stanislaus  Urban County in  Fiscal  Years 2019‐2020 and 2020‐2021.   The CARES Act identified additional funding for  the

ATTACHMENT B
ITEM 13

DRAFT CAPER  6
OMB Control No: 2506‐0117
CDBG and ESG programs to prevent, prepare for, and respond to the community impacts of the COVID 19 pandemic.

HUD’s distribution plan for CDBG and ESG CARES Act funding included multiple rounds: an initial round (CV1) that would allow for quick access to funding necessary to address the immediate crisis resulting from  the  pandemic
and  rounds  two  and  three,  CV2  and  CV3,  that  would  support  post‐pandemic community recovery.  Below are the amounts that the Stanislaus Urban County was awarded for round one CDBG (CV1) and ESG (CV1), round two ESG (CV2), and round three CDBG (CV3) funding:

CDBG Round One (CV1) Allocation:     $1,358,994
CDBG Roun
d Three (CV3) Allocation:     $1,432,755
Total       $2,791,749

ESG Round One (CV1) Allocation:     $   683,103 (Original Award $698,717) ESG Round Two (CV2) Allocation:   $3,292,823 (Original Award $3,891,785) Total       $3,975,926  (Original Award $4,590,502)*

*$614,576 in ESG CV funding was recaptured by HUD on March 16, 2022 – see discussion in CR‐05‐ Goals and Outcomes of this CAPER.

In  Fiscal  Year  2022‐2023,  the  Stanislaus  Urban  County  members  were  also  members  in  the  City  of Turlock/Stanislaus  County  HOME  Investment  Partnerships  Prog ram  (HOME)  Consortium  (hereafter
referred  to  as  the  “HOME  Consortium”).  The   Fiscal  Year  2022‐2023  HOME  allocation  for  the  HOME Consortium  was  $1,730,311;  of  which  approximately  $1.5  was  allocated  to  the  HOME  Consortium’s Housing Rehabilitation program.  As the lead entity for the HOME Consortium in Fiscal Year 2022‐2023, the  City  of  Turloc
k  administered  the  HOME  program  and  will  report  on  HOME  activities  in  the  City  of Turlock’s CAPER which will be presented to the Turlock City Council for adoption.   The City of Turlock’s CAPER is made available on the City’s website and may also be accessed by contacting the City of Turlock’s Housing Program Services Division.  Effective  July 1, 2023, Stanislaus County ha s become the lead entity
for the new Stanislaus HOME Consortium and will be reporting on HOME activities for its members in the Fiscal Year 2023‐2024 CAPER.

CDBG, ESG, NSP, and HOME funds are designed to primarily serve the low‐income community as defined
by the Area Median Income (AMI) limits per program for Stanislaus County as determined by HUD.  Funds are used by the Stanislaus Urban County to meet the following goals of the Con Plan:

1. Increase and improve supply of affordable housing

2. Work to end and preve nt homelessness

3. Improve infrastructure and public facilities

4. Provide public services

5. Community emergency responses

6. Administration

In  Fiscal  Year  2022‐2023,  the  Stanislaus  Urban  County  continued  to  collaborate  with  the  Stanislaus Community System of Care (CSOC), the local federally recognized Continuum of Care (CoC), on homeless services and programs.  A CoC is an int
egrated system of care that guides and tracks homeless individuals and  households  through  a  comprehensive  array  of  housing  and  services  designed  to  prevent  and  end

ATTACHMENT B
ITEM 13

DRAFT CAPER  7
OMB Control No: 2506‐0117
homelessness.  The  programing of ESG funding is brought to the local CoC for feedback and to ensure coordination with countywide efforts to address homelessness.

The County’s Department of Planning and Community Development has also served as the Administrative Entity for the local CoC for state ESG since 2017.  The department works with the CoC to iden tify service needs and allocates the CA‐ESG funding through its annual grant application process that is later described in the CAPER.  On average the local CoC area receives approximately $280,000 annually in CA‐ESG funding.

This CAPER is presented in the template format generated by HUD which includes a series of questions and  answers  in
relation  to  specific  program  funding  received  by  the  Stanislaus  Urban  County.  The information provided in the CAPER is limited to the specific questions that HUD requires of the Stanislaus Urban County and does not address any other federal or state funding received by the members of th e Stanislaus Urban County.

CR ‐05  – GOALS  AND  OUTCOMES

PROGRESS   THE   JURISDICTION   HAS   MADE   IN  CARRYING   OUT  ITS   STRATEGIC   PLAN   AND   ITS ACTION  PLAN.   91.520(A)

This  could  be  an  overview  that  includes  major  initiatives  and  highlights  that  were  proposed  and executed throughout the program year.

The  priorities  identified  in  the  Con  Plan  are  public  infrastructure,  economic  development,  affordable housing, public services, an
d community emergency response to COVID 19.  In many neighborhoods and communities  throughout  the  planning  area,  public  infrastructure  (sewer,  curb,  gutter,  sidewalk,  storm drainage, etc.) is minimal or non‐existent, causing this to be a high priority need.  All  of the Stanislaus Urban  County  members  utilize  CDBG  funds  for  infrastructure  im provement  projects  in  an  effort  to improve the quality of life for residents in and around the project areas.

Through  the  CDBG  Public  Services  Grant  (PSG)  program,  the  Stanislaus  Urban  County  sets  aside approximately 10% of its annual CDBG allocation for programs that provide services to low to moderate‐ income households (families or individu
als).  In Fiscal Year 2022‐2023, a total of 10 public service programs were funded $237,025 to carry‐out a number of needed services that included assistance to the homeless and  those  at  risk  of  becoming  homeless.  Approximately   2,875  individuals  received  a  form  of  service through  the  CDBG‐PSG  funded  pub lic  service  programs.  Funded   public  service  programs  ranged  from meals and shelter for low‐income households to emergency food assistance programs.

Throughout Fiscal Year 2022‐2023, the Stanislaus Urban County and the local CoC worked together on strengthening efforts to address and collaborate on homeless issues.  Those efforts incl uded working with the  CoC,  and  other  entitlement  jurisdictions,  to  oversee  and  monitor,  for  federal  compliance,  the Coordinated  Entry System (CES) operated in  conjunction with  the Homeless  Management Information System (HMIS).  Efforts to oversee and monitor the CES included continuing to update local CES policies and procedures.

In response to COVID 19, the Con Plan inc luded a “community emergency response” goal allowing for the Stanislaus  Urban  County  to  direct  CARES  funding,  as  well  as  other  annual  CDBG  and  ESG  entitlement funding,  as  needed,  to  assist  the  community  to  prepare,  prevent,  and  protect  its  residents,  service providers, and businesses from the impacts of COVID 19.

ATTACHMENT B
ITEM 13

DRAFT CAPER  8
OMB Control No: 2506‐0117
In Fiscal Year 2020 CDBG CV1 and ESG CV1, the first round of CARES funding were awarded and in 2021 CDBG CV3 and ESG CV2 the second round were awarded through a competitive grant application process.

A total of twelve programs provided by eight (8) service providers were funded CDBG CV funding and four activities  by  fou
r  (4)  service  providers  were  funded  ESG  CV  funds,  including  one  shelter  rehabilitation project.  A total of 572 individuals were assisted with annual ESG funds and a total of 20 additional shelter beds are under construction with ESG CV funds.  The  outcomes for these CARES funded  program s are included in the Fiscal Year 2022‐2023 CAPER.

HUD  Community  Planning  and  Development  (CPD)  Notice  CPD‐21‐08  –  Waivers  and  Alternative Requirements  for  the  Emergency  Solutions  Grants  (ESG)  program,  issued  April  18,  2022,  sets  the requirements for the recapture of funds, along with the process for redistribution of captured funds, if the 20% and 50% expe
nditure deadlines were not meet.  If the 20% expenditure deadline was not met, the jurisdiction would have a recapture of 20% of its grant allocation.   On March 16, 2022, the County received a notice that the September 30, 2021 deadline to expend 20% of the ESG CV funds was not met resulting in a recapture of $614,576.04.  An atte
mpt by County staff to appeal the recapture decision was denied by HUD with HUD representatives strongly recommending moving forward to meet the June 16, 2022 deadline for 50% expenditure in order to avoid further recapturing of f unds.  It was explained that the jurisdictions that met the 50% expenditure deadline would be considered for receipt of redistributed recaptured funding.  While the County met the June 16, 2022 deadline, on August 23, 2022 HUD released the  awarding  of  redistributed  funding  and  none  of  the  funding  was  awarded  to  the  Stan islaus  Urban County.

While all of the ESG CV1 funding was awarded by the Board of Supervisors on December 14, 2021 to three agencies,  two  of  the  agencies  (Family  Promise  and  Community  Housing  and  Shelter  Services)  never executed their agreements with the County due to concerns that they would not be able to meet the Septe
mber 30, 2022 expenditure deadline.  Those two agreements totaled, $668,404, thus the recapture (reduction)  in  federal  ESG  CV  funds  did  not  impact  any  active  programs.  The   remaining  $53,828,  the difference from the amount recaptured and the amount of the unexecuted agreements, was redistributed to the We Care Program‐ Turlock in accordanc e with the Board of Supervisors December 14, 2021 award allowing for redistribution of funding among the awarded agencies if a grantee were unable to expend funding.

COMPARISON  OF THE  PROPOSED  VERSUS  ACTUAL  OUTCOMES  FOR  EACH  OUTCOME  MEASURE SUBMITTED  WITH   THE   CONSOLIDATED   PLAN   AND   EXPLAIN,   IF  APP L ICABLE,   WHY   PROGRESS
WAS  NOT  MADE  TOWARD  MEETING  GOALS  AND  OBJECTIVES.   91.520(G)

Categories,  priority  levels,  funding  sources  and  amounts,  outcomes/objectives,  goal  outcome indicators, units of measure, targets, actual outcomes/outputs, and percentage completed for each of the grantee’s program year goals.

ATTACHMENT B
ITEM 13

DRAFT CAPER  9
OMB Control No: 2506‐0117

Table 1 – Consolidated Plan Accomplishments – Program Year 3 and Strategic Plan to Date *The Affordable Housing goal is in the FY 2020‐2025 Con Plan as a goal for the overall City of Turlock/Stanislaus Urban County HOME Consortium, which is administered by the City of Turlock.  All HOME Program funded projects , housing goals and related activities are reported in the City of Turlock’s CAPER.

Consolidated Plan Accomplishments  Strategic Plan to Date  Program Year 3 Goal  Category  Source / Amount  Indicator  Unit of
Measure  Expected   Actual   Percent
Complete
Expecte
d   Actual   Percent
Complete
Administration  Other‐
Administration
CDBG: $334,219
ESG: $15,568
CDBG CV1: $271,796
CDBG CV3: $286,551
ESG CV1: $54,257.28
ESG CV2: $343,335.32
N/A  N/A  N/A  N/A  N/A  N/A  N/A  N/A
Community Emergency
Response Program
Other‐
Emergency
Assistance
CDBG CV1: $1,087,198
CDBG CV3: $1,146,204
ESG CV1: $628,846
ESG CV2: $2,838,825
Rapid Re‐Housing  Households
Assisted  385  35  9%  10  30  300%
Homeless Persons
Overnight Shelter
Persons
Assisted  970  1,254  129.2%  500  528  105.6%
Homeless
Prevention
Persons
Assisted  900  23  2.5  10  23  230
Other  Other  4,361  4,251  97.4%  1,000  1,001  100
Improve Public
Infrastructure
Non‐Housing
Community
Development
CDBG: $1,659,148  Infrastructure
Activities
Households
Assisted  7,500  1,061  14.1%  1,500  250  16.6%
Provide Public Services
Homeless Non‐
Homeless
Special Needs
CDBG Public Services:
$237,025

Public service
activities other than
Low/Moderate‐
Income Housing
Benefit
Persons
Assisted  7,000  7,442  106.3%  1,400  2,875  205.3%
Work to End and
Prevent Homelessness  Homeless

ESG: $192,009

Other  Other  2,100  1,380  65.7%  500  572  114.4%
*Affordable Housing  Affordable
Housing  N/A  N/A  N/A  N/A  N/A  N/A  N/A  N/A  N/A

ATTACHMENT B
ITEM 13

DRAFT CAPER  10
OMB Control No: 2506‐0117
ASSESS   HOW   THE   JURISDICTION’S   USE  OF  FUNDS,   PARTICULARLY   CDBG,   ADDRESSES   THE PRIORITIES   AND   SPECIFIC   OBJECTIVES   IDENTIFIED   IN  THE   PLAN,  GIVING  SPECIAL   ATTENTION TO THE  HIGHEST  PRIORITY  ACTIVITIES  IDENTIFIED.

The  Stanislaus  Urban  County’s  Con  Plan  identifies  public  infrastructure  and  facility  improvement, affordable  housing,  community  and  economic  development,  public  services,  homeless  services,  and community em
ergency response as the high priority needs.  Consistent with these priorities, the Stanislaus Urban County’s undertook the following activities:

 Each  member  continued  with  the  design,  engineering,  and  construction  of  various  public infrastructure projects contributing to the improvement of neighborhoods.  Continued to fund public service programs through a competitive gran t process to assist non‐ profits to aid low‐ and moderate‐income persons in need of services such as food, shelter, and youth services.  Without the assistance, many individuals and families in the Urban County would lack access to valuable services that address some of their basic needs.  Offered  grants,  to  non‐ profits,  through  a  competitive  process,  to  assist  the  community  to prepare, prevent, and protect its residents, service providers, and businesses from the impact of COVID 19.

The following service provider’s expenditures and outcomes are reflected in the CAPER:

CDBG‐PSG Program Funded Service Providers (Fiscal Year 2022‐2023) Court Appointed Special Advocates ‐ Direct Services Program  $25,000 Center for Human Services ‐Ceres Family Resource Center  $12,037 Center for Human Services ‐ Oakdale Family Resource Center  $25,000 Center for Human Services ‐ Westside Family Resource Center  $25,000 Children’s Crisis Center ‐ Guardian House  $24,996
Children’s Crisis Center ‐ Marsha’s House  $24,996
Children’s Crisis Center ‐ Verda’s House  $24,996
Salvation Army
Red Shield ‐ At Risk Teen Program  $25,000
United Samaritans Foundation ‐ Daily Lunch Program ‐ Ceres/Keyes  $25,000 United Samaritans Foundation‐ Daily Lunch Program ‐ Westside  $25,000

2022 ESG Program Funded Service Providers
Center for Human Services ‐ Youth Low Barrier Shelter Program  $79,364 Community Housing and Shelter Services ‐ Rental Assistance Program  $90,000 We Care Program ‐Turlock ‐ Emergency Shelter Program and RRH Program  $22,645

2021 ESG Program Funded Service Providers
Community Housing and Shelter Services ‐ HMIS Data Entry  $15,949 Family Promise of Greater Modesto ‐ Shelter to Solutions  $90,382 We Care Program – Turlock ‐ Emergency Shelter Program and RRH Program  $90,382

CDBG CV1 Program Funded Service Providers
Cambridge Academies ‐ Enterprise Connection Program  $201,731.50 Center for Human Services ‐ Family Resource Center Concrete Support  $201,731.50 Children’s Crisis Center ‐ CDBG CARES Program  $170,691.50 Family Promise of Greater Modesto ‐ Rent/Utility Assistance Program  $201,731.50

ATTACHMENT B
ITEM 13

DRAFT CAPER  11
OMB Control No: 2506‐0117
Salvation Army ‐ Red Shield ‐ Feed the Need Program  $201,731.50 United Samaritans Foundation ‐ Employee Hazard Pay  $109,578.50

CDBG CV3 Program Funded Service Providers
Cambridge Academies ‐ HOST House Shelter Program  $200,000 Cambridge Academies ‐ Naomi’s House Shelter Program  $200,000 Center for Human Services ‐ Family Resource Center Concrete Support  $200,000 Community Housing and Shelter Services ‐ Rental Assistance Program  $180,000 Haven Women’s Center of Stanislaus‐Haven Emergency Shelter Program  $166,204 Salvation Army ‐ Red Shield‐ Feed the Need Program  $200,000

ESG CV1 Program Funded Service Providers:

Community Housing and Shelter Services ‐ Rental Assistance  $244,615.34 Family Promise of Greater Modesto ‐ Shelter to Solutions  $264,615.33 We Care Program – Turlock ‐ Emergency Shelter Program  $119,615.33

ESG CV2 Program Funded Service Providers:

United Samaritans Foundation ‐ Shelter Renovation Project  $2,500,000 We Care Program ‐ Turlock ‐ Emergency Shelter Program  $338,824.86

As the Stanislaus Urban County’s lead entity, county staff administratively supported all of the Stanislaus Urban County members on their paths towards meeting the goals identified by the community during the Con  Plan  process.   The  competitive  grant  review
process  utilized  a  Grant  Review  Panel  made  up  of representatives from each of the Stanislaus Urban County’s members and the CSOC to assure progress towards meeting the Con Plan’s priorities and addressing community needs.

CR ‐10  – RACIAL  AND  ETHNIC  COMPOSITION  OF  FAMILIES  ASSISTED

DESCRIBE  THE  FAMILIES  ASSISTED  (INCLUDING  THE  RACIAL  AND  ETHNIC  STATUS  OF FAMILIES ASSISTED).  91.520(A)
Race/Ethnicity  CDBG  Percentage  ESG  Percentage
White  2,538  88.28%  357  62.41%
Black or African American  135  4.70  92  16.08
Asian  26  0.90  11  1.92
American Indian or American Native  26  0.90  65  11.36 Native Hawaiian or Other Pacific Islander  16  0.56  3  0.52 Other  134  4.60  38  6.64
Refused to Answer ‐   ‐   6  1.04
Total  2,875  100  572  100
Hispanic  1,465  50.95  192  33.57
Not Hispanic  1,410  49.04  380  66.43
Table 2 – Table of Assistance to Racial and Ethnic Populations by Source of Funds

ATTACHMENT B
ITEM 13

DRAFT CAPER  12
OMB Control No: 2506‐0117
Race/Ethnicity  CDBG CV  Percentage  ESG CV  Percentage White  863  86.21%  357  62.41%
Black or African American  48  4.79  92  16.08
Asian  13  1.29  11  1.92
American Indian or American Native  9  0.89  65  11.36
Native Hawaiian or Other Pacific Islander  21  2.09  3  0.52 Other  47  4.69  38  6.64
Refused to Answer ‐   ‐   6  1.04
Total  1,001  100  572  100
Hispanic  743  74.22  192  33.57
Not Hispanic  258  25.77  380  66.43
Table 2 A – Table of Assistance to Racial and Ethnic Populations by Source of Funds

NARRATIVE

The  Stanislaus  Urban  County  identifies  priority  needs  and  offers  services  and  programs  to  eligible individuals and households regardless of race and ethnicity.  Tables 2 and 2 A above reflect the CDBG PSG and the ESG programs for Fiscal Year 2022‐2023 and is generated by the HUD CAPER template and the information re
ported reflects demographic information provided by participants and recorded in the HUD Integrated Disbursement and Information System (IDIS) reporting system.

Through CDBG PSG funds there were several non‐profits that addressed the needs of special populations in the Stanislaus Urban County.  Of the total 2,875 individuals assisted, approximately 568 indi viduals with disabilities were assisted with emergency food, shelter, and/or utility assistance were assisted.  Among the total assisted individuals, there were also 268 female head of households, 51 veterans, 688 seniors, 21  domestic  violence  victims,  111  homeless,  11  were  provided  with  homeless  prevention,  220  were provided case management, and 1,348 were provided em ergency food assistance.

Through ESG funds there were several non‐profits that assisted homeless persons and families, both the chronically homeless populations and temporarily homeless households, make a transition to permanent housing  and  independent  living.  While   enrolled  in  these  programs,  case  managers  worked  with  each household to set goals and work on a housing action plan in order to identify and connect with any  needed services such as: Temporary Assistance for Needy Families (TANF), food stamps, Veteran’s benefits, future employment  opportunities,  etc.   Throughout  the  fiscal  year,  ESG  homeless  prevention  and  rapid  re‐ housing funds placed 53 homeless individuals into permanent hou sing.  At the end of the fiscal year, 49 of those individuals were  stably housed.   The  ESG funded programs assisted  a total of 572 individuals throughout the fiscal year.

ESG funds were also used to provide emergency shelter to homeless individuals and households.  Clients that  showed  progress  and  motivation  toward  self‐sufficiency  re ceive  extended  case  management  in
conjunction  with  rapid  re‐housing  assistance  funds  to  assist  in  the  placement  of  job  and  permanent housing placement.

ATTACHMENT B
ITEM 13

DRAFT CAPER  13
OMB Control No: 2506‐0117
CR ‐15  – RESOURCES  AND  INVESTMENTS  91.520(A)

IDENTIFY  THE  RESOURCES  MADE  AVAILABLE.

Source of Funds  Resources Made Available
CDBG  $2,370,213
ESG  $207,577
CDBG CV1  $1,358,994
CDBG CV3  $1,432,755
ESG CV1  $683,103.28
ESG CV2  $3,182,160.18
Table 3 – Resources Made Available

[ Space below intentionally left blank. ]

ATTACHMENT B
ITEM 13

DRAFT CAPER  14
OMB Control No: 2506‐0117

NARRATIVE

In Fiscal Year 2022‐2023, the annual entitlement CDBG and ESG funding and CARES Act CDBG and ESG funding, in the amounts identified in Table 3 – Resources Made Available, continued to provide much needed public services in the community and helped alleviate the impact of COVID 19.

Collectively, these resources assist the Stanislaus Urban County in addressing infrastructur e needs and to provide services to the most vulnerable of our community.  When other resources are available, Stanislaus Urban County members leverage CDBG funds with local, state, or other federal funds.  In Fiscal Year 2022‐2023, CDBG and ESG activities leveraged $3,941,205 and $844,004 respectively to support serv ice delivery.

IDENTIFY  THE  GEOGRAPHIC  DISTRIBUTION  AND  LOCATION  OF INVESTMENTS

Target Area  Planned
Percentage of
Allocation
Actual Percentage
of Allocation
Narrative Description
West Modesto (unincorporated)  30  30  Infrastructure, Public Services and Economic Development Ceres  11  11  Infrastructure, Public Services and Economic Development Empire  0  0  Infrastructure, Public Services and Economic Development Hughson  7  7  Infrastructure, Public Services and Economic Development Newman  7  7  Infrastructure, Public Services and Economic Development Oakdale  8  8  Infrastructure, Public Services and Economic Development Patterson  8  8  Infrastructure, Public Services and Economic Development Riverbank  7  7  Infrastructure, Public Services and Economic Development Unincorporated Stanislaus County   15  15  Infrastructure, Public Services and Economic Development Waterford  7  7  Infrastructure, Public Services and Economic Development Table 4 – Identify the Geographic Distribution and Location of Investments

ATTACHMENT B
ITEM 13

DRAFT CAPER  15
OMB Control No: 2506‐0117

NARRATIVE

CDBG funding is allocated among all the Stanislaus Urban County’s members based on a population and poverty formula, along with an equitable amount of funding for administration.  Stanislaus County, as lead entity, receives a greater percentage of funding for administration.  Each member sets their own priority for public infrastructure projects.  In many neig hborhoods and communities within the Stanislaus Urban County’s planning area, public infrastructure is minimal or non‐existent, causing this to be a high priority need.   Infrastructure  such  as  sewer,  water,  curb,  gutter,  sidewalk,  and  storm  drainage  are  typical development  standards  in  newer  neighborhoods  but  are  non‐existent  or  antiquated  in   older neighborhoods.  The   Stanislaus  Urban  County  members  each  use  the  majority  of  their  annual  CDBG entitlement  funds  for  infrastructure  improvement‐related  projects.  CDBG   PSG  and  ESG,  annual entitlement  and  CARES  Act,  funding  is  made  available  for  use  throughout  the  entire  Stanislaus  Urban County.  CDBG annual entitlement funding is also used to fund fair housing services throughout the entire Stanislaus Urban County
.

LEVERAGING

Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were used to addre ss the needs identified in the plan.

LEVERAGING  RESOURCES

In  Fiscal  Year  2022‐2023,  CDBG  and  ESG  activities  leveraged  $3,941,205  and  $844,004  respectively  to support  service  delivery.   The  sources  of  leveraged  funding  included:  private  donations,  other  local funding, program income, and in‐kind donations.  Although match was not required of the CARES Act ESG funded service providers du
ring the fiscal year, the amounts were still provided to County staff.

Under  the  NSP  program,  the  Stanislaus  Urban  County  was  provided  funding  to  mitigate  the  negative effects  of  high  foreclosure  rates.  The   program  design  took  foreclosed  and  vacant  homes  that  were deteriorating  due  to  ne
glect,  and  in  turn  rehabilitated  the  homes  utilizing  local  workers  and  material suppliers.  The homes were then resold to qualified first time homebuyers and the sales proceeds were retained by the Stanislaus Urban County as Program Income (PI); along with the future repayment of first‐ time down payment assistance provided by the NSP pr ogram.  NSP PI is available for housing development activities, including the Abandoned and Dangerous Buildings program.

Collectively, the leveraging of resources assists the Stanislaus Urban County in addressing its affordable housing and infrastructure needs; and to provide services to the most vulnerable of our community.

MATCHING

Under the annual entitlement ESG program, 50% of the costs related to the projects are reimbursed and the remainder of the costs paid by non‐ESG match funding sources (i.e., local unrestricted donations).  In this manner, the subrecipient in turn commits their dollar‐to‐dollar match by paying the remainder of the expenses from non‐
ESG sources.   County staff reviews quarterly ESG statistical tables, narratives, HMIS activity  reports,  request  for  funds  forms,  and  budget  printouts  that  identify  the  total  funds used/requested by each grantee during that reporting period.  County staff verifies and cross‐references the information with IDIS on the quart erly budget activity reports.  Monitoring visits are also scheduled

ATTACHMENT B
ITEM 13

DRAFT CAPER  16
OMB Control No: 2506‐0117
quarterly by county staff for each grantee to ensure appropriate expenditure of funds.  As part of the ESG monitoring process, invoices and accompanying receipts are reviewed for reimbursement eligibility.

CR ‐20  – AFFORDABLE  HOUSING  91.520(B)

EVALUATION   OF  THE   JURISDICTION’S   PROGRESS   IN  PROVIDING   AFFORDABLE   HOUSING, INCLUDING  THE  NUMBER  AND  TYPES  OF FAMILIES  SERVED,  THE  NUMBER  OF EXTREMELY  LOW ‐ INCOME,  LOW ‐INCOME,  MODERATE ‐INCOME,  AND  MIDDLE‐ INCOME  PERSONS  SERVED.

One‐Year Goal  Actual
Number of Homeless households to be
provided affordable housing units  4  0
Number of Non‐Homeless households to be
provided affordable housing units  6  0
Number of Special‐Needs households to be
provided affordable housing units  2  0
Total  12  0
Table 5 – Number of Households

One‐Year Goal  Actual
Number of households supported through
Rental Assistance (ESG only)  5  23
Number of households supported through
The Production of New Units  0  0
Number of households supported through
Rehab of Existing Units  0  0
Number of households supported through
Acquisition of Existing Units  0   0
Total  5  23
Table 6 – Number of Households Supported

[ Space below intentionally left blank. ]

ATTACHMENT B
ITEM 13

DRAFT CAPER  17
OMB Control No: 2506‐0117
DISCUSS   THE   DIFFERENCE   BETWEEN   GOALS   AND   OUTCOMES   AND   PROBLEMS   ENCOUNTERED IN  MEETING  THESE  GOALS.

The Stanislaus Urban County’s progress in meeting the affordable housing goals reflected in Tables 5 and 6  are  generally  reported  in  the  City  of  Turlock’s  CAPER  with  regards  to  participation  in  the  HOME Investment Partnership Program (HOME) program; however, this CAPER captures the goals and actual outcomes specific to th
e Stanislaus Urban County’s CDBG, ESG, and NSP programs.  ESG funds were used to assist 23 households (30 clients) in obtaining affordable rental housing through the rapid re‐housing program, however, the use of rapid re‐housing funding was impacted by increasing rents, co mbined with a  COVID  19  eviction  moratorium,  which  limited  the  supply  of  affordable  housing  rental  opportunities.

Limited staffing and staff turnover has limited outreach efforts for the housing rehabilitation programs offered  by  the  Stanislaus  Urban  County  and  may  have  kept  eligible  property  owners  from  seeking assistance.

DISCUSS  HOW  THE
SE OUTCOMES  WILL  IMPACT  FUTURE  ANNUAL  ACTION  PLANS.

The Stanislaus Urban County will continue to coordinate at a regional level with the Stanislaus Regional Housing  Authority  (SRHA),  non‐profit  housing  developers,  the  CSOC  (and  participating  agencies  with housing funds), and other entitlement jurisdictions (cities of Modesto and Turlock) to address affordable housing issues as
well as homeless prevention strategies.   New sources of funding for the planning and development  of  affordable  housing  have  been  made  available  at  the  state  level  and  several  planning efforts are underway throughout Stanislaus County to accelerate affordable and market‐rate housing in Stanislaus County; however, while the new source of fundin g will aid the efforts to address affordable housing needs, the high cost of developing affordable housing will remain a challenge in getting actual units developed in the volume needed.

During Fiscal Year 2022‐2023, the County’s Department of Planning and Community Development and the  Department  of  Behavioral  Health  and  Rec overy  Services  partnered  with  the  SRHA  and  the  City  of Modesto on the development of the Central Valley Homes Development Project, an affordable housing project located in the City of Modesto.  The project will consist of 35 units that will be available to seniors and  veterans  and  15  units  that  will  be  made  available  to  in dividuals  in  need  of  behavioral  health supportive services.   Permanent Local Housing Allocation funding allocated to Stanislaus County will be leveraged with the City’s HOME and CDBG funds, along with No Place Like Home Program, Mental Health Services Act funds, and financing from Farme rs and Merchants Bank.

With respect to HUD funding, there are simply not enough funds available from the yearly CDBG allocation or remaining NSP PI to meet the Stanislaus Urban County’s affordable housing need.  The Stanislaus Urban County will continue to use its annual CDBG allocation to: improve the public infrastru cture needed to preserve  existing  affordable  housing  and  support  new  affordable  housing,  and  to  provide  fair  housing services to assist with tenant/landlord issues.

ATTACHMENT B
ITEM 13

DRAFT CAPER  18
OMB Control No: 2506‐0117
INCLUDE  THE  NUMBER  OF EXTREMELY  LOW ‐INCOME,  LOW ‐INCOME,  AND  MODERATE ‐INCOME PERSONS  SERVED   BY  EACH   ACTIVITY   WHERE   INFORMATION   ON  INCOME   BY  FAMILY   SIZE   IS REQUIRED  TO DETERMINE  THE  ELIGIBILITY  OF THE  ACTIVITY.

Number of Persons Served  CDBG Actual  Percentage  CDBG CV Actual  Percentage Extremely Low‐income  1,927  67%  489  49%
Low‐income  932   32%  478  48%
Moderate‐income  16  1%  34  3%
Total  2,875  100%  1,001  100%
Table 7 – Number of Persons Served

NARRATIVE

The Stanislaus Urban County does not use CDBG funds directly for affordable housing development but does provide CDBG PSG and ESG funding to assist the homeless and those at risk of becoming homeless with housing needs.

In Fiscal Year 2022‐2023, 2,875 individuals received services from the five (5) non‐profit service providers awarded CDB
G PSG funds and 1,001 individuals received services from the eight (8) non‐profit service providers  awarded  CDBG  CV  funding.   Services  received  included  emergency  food  assistance,  utility assistance,  respite  childcare,  case  management,  shelter  services,  education  classes,  and  resource referrals.

During  Fiscal  Year  2022‐2023,  a  total  of  five  hundred  sixty ‐eight  (568)  clients  with  special  needs  were
assisted in obtaining housing through the ESG rental assistances programs and a total of 30 individuals were assisted with ESG funds in finding affordable rental housing.

CR ‐25  ‐  HOMELESS  AND  OTHER  SPECIAL  NEEDS  91.220(D,  E);  91.320(D,  E);

91.520(C)

EVALUATE   THE   JURISDICTION’S   PROGRESS   IN  MEETING   ITS   SPECIFIC  OBJECTIVES   FOR REDUCING  AND  ENDING  HOMELESSNESS  THROUGH:

Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs.

Throughout Fiscal Year 2022‐2023, the Stanislaus Urban County utilized CDBG PSG and ESG funding to implement  outreach  strategies  to  assist  in  addressing  the  homeless  populati on.  The   Stanislaus  Urban
County awarded grants to non‐profit homeless service providers to provide homeless prevention, case management, food, shelter, and rapid re‐housing.  All grantees are required to actively participate in the CSOC  in  an  effort  to  enhance  the  coordinated  outreach  and  engagement  efforts  to  the  homeless population.  The Stanislaus Urban County continues to be actively involved is involved in the development
and planning of the local CSOC's outreach and engagement efforts to identify needs and gaps in services for the homeless.  The CSOC has developed a system for coordinated intake, assessment, and referral that fully complies with fed eral CoC requirements.

ATTACHMENT B
ITEM 13

DRAFT CAPER  19
OMB Control No: 2506‐0117
In Fiscal Year 2022‐2023, ESG funding was provided to non‐profit service providers to assist with Homeless Management Information System (HMIS) data entry.  During the fiscal year, a total of 572 individuals were sheltered and 53 individuals obtained housing through ESG funded programs.  All Stanislaus Urban County ESG  funded  non‐profits  maintain  client  informatio n  in  the  HMIS  system  and  track  the  progress  of  the clients while in the programs.  Once out of the programs, progress is difficult to track due to lack of funding to pay for the cost of follow‐up.

In addition to federal ESG funding, the County’s has also served as the Adm inistrative Entity for the local Continuum of Care (CoC) for California Emergency Solutions Grants (CA‐ESG) funding since 2017.  CA‐ESG funding administered in Fiscal Year 2022‐2023 included the continued expenditure of CA‐ESG CARES Act funding used throughout Stanislaus County.

Activities undertaken in Fiscal Year 20
22‐2023 utilizing CA‐ESG CARES Act funding included emergency shelter and street outreach, including a youth low barrier shelter with a navigation center that coordinates the needs of homeless and emancipated youth.

The  following  two  programs  were  funded  with  CA‐ESG  CARES  Act  funding  and  provided  services throughout Stanislaus County:

 Stanislaus County Behavioral Health and Re
covery Services (BHRS) Community Program.  Through
a subcontract with Turning Point Community Program (TPCP), BHRS provides a comprehensive whole person approach program to assist individuals to access shelter in collaboration with the County’s Access Center and Emergency Shelter (ACES) and other community homeless outreach partners.  The program provides th
e following services for the homeless: rehabilitation support, case management, psychiatric medication outreach support services, employment and housing assistance,  substance  use  linkage,  intervention  and  supports,  and  other  services  and  supports critical to an individual’s ability to access shelter placement.  A total of 638 homeless individuals were assisted durin
g the fiscal year.

 Stanislaus  County  Probation  Departments  Community  Assessment  Response  and  Engagement (CARE) Team.  The CARE Team facilitates the identification, assessment, and linkage of homeless clients to housing and supportive services.  In addition, case managers broker access to services and  community  supports  and  ensure  that  each  client  is  tracked  throughout  the  en tire engagement process for continuity of care.   The program consists of an Outreach Coordinator, three case managers and a nurse.

The case manager positions are filled by three Behavioral Health Specialists.  The specialists link homeless clients to community resources and provide case management services.   Their duties include li
nking homeless clients to a primary care physician  to facilitate  medical appointments and  transportation  to  COVID  19  vaccination  sites.   They  follow  up  with  clients  to  ensure  they receive two doses and booster vaccines, if eligible.  In addition, they link clients to mental health services and medical services.  They also provide supp ort and advocacy for homeless clients, while ensuring they address their level of needs.

The nurse position is filled by a Public Health Nurse.   The nurse provides COVID 19 vaccines to homeless individuals in the community, assists with educating the homeless population regarding COVID  19  transmission  and  prevention.   The  nurse  also  condu cts  rapid  COVID  19  tests  in  the

ATTACHMENT B
ITEM 13

DRAFT CAPER  20
OMB Control No: 2506‐0117
community  and  assists  with  contact  tracing  regarding  homeless  individuals.   A  total  of  2,038 homeless individuals were assisted during the fiscal year.

The Stanislaus Urban County, through its participation in the CSOC, continues to be engaged in homeless discharge  coordination  from  health  care  facilities  through  the  Stanislaus  County  Hospital  and  Shelter Partners (SCHSP) meetings.   Since April 2019, the Hospital Council of Northern California has coordinated SCHSP monthly meetings with representatives from local hospitals, homeless shelters, public agencies, and stakeholder  groups to plan for the discharge of homeless  individuals from health care facilities to comply  with  SB  1152.  The   objective  has  been  to  create  a  communi ty  standard  of  care  and  greater connection and cooperation between discharging and receiving providers of services for the homeless.

Addressing the emergency shelter and transitional housing needs of homeless persons.

Throughout  Fiscal  Year  2022‐2023,  the  Stanislaus  Urban  County  provided  CDBG  PSG  and  ESG  grant funding to various emergency shelters and housing se
rvice providers to address emergency shelter needs
of homeless persons and households.  A number of the emergency shelter clients subsequently received rapid re‐housing assistance and became stably housed.

The Stanislaus Urban County has been working in collaboration with the local CoC, currently recognized as the CSOC, for over 23 years to improv
e services for the homeless and those at risk of homelessness.

This collaborative is comprised of the Stanislaus Regional Housing Authority (SRHA), the City of Turlock, the  City  of  Modesto,  various  County’s  Departments  (Behavioral  Health  and  Recovery  Services  [BHRS], Community Services Agency [CSA], and Planning & Co mmunity Development), shelter providers, housing and  housing  counseling  services  providers,  faith‐based  organizations,  and  over  a  dozen  housing  and supportive service providers.

The  HMIS  sub‐committee  of  the  CSOC,  has  continued  to  work  diligently  throughout  the  fiscal  year  to improve the data quality of the current HMIS system.   Through ESG fundi ng from the Stanislaus Urban County, Community Housing and Shelter Services (CHSS) has entered non‐HUD funded homeless service providers client information into the HMIS system.  This data allows the CSOC’s homeless data collection to be a much more valuable tool for tracking individuals patterns into and out of homelessness.  Improving data quality will allow funding to be pri
oritized based on trends of homeless populations within Stanislaus County.

The County was able to provide support through ESG CV funds to two (2) shelter facilities, three (3) shelter programs, and the rehabilitation of a shelter facility (We Care Program, Turlock) to provide an additiona l 20  beds  in  Fiscal  Year  2022‐2023.  In   addition  to  adding  beds,  the  We  Care  Program  shelter  project, scheduled to be completed in September of 2023, also includes rehabilitating the dining hall to provide overflow beds during excessive heat and cold weather and to allow the shelter to expand its services as  a day navigation center.

In total, CA‐ESG CV funds were used during the fiscal year to support operations and services to 11 shelter facilities.

While not funded by the Stanislaus Urban County, the following are some of the facilities available, and efforts undertaken, during the fiscal year to address the emergency shelter and tr ansitional housing needs of homeless persons countywide:

ATTACHMENT B
ITEM 13

DRAFT CAPER  21
OMB Control No: 2506‐0117
Access Center Emergency Shelter (ACES)

The Access Center Emergency Shelter (ACES), located in the City of Modesto, is a 182 bed, low‐ barrier, shelter focused on providing shelter to the most vulnerable unsheltered population by decreasing common barriers to individuals accepting shelter service, such as, pets, partners, and possessions.   ACES  opened  November  26,  2019  and  is  being  operated  by  the  Salvation  Army through an agreemen
t approved by the Board of Supervisors on October 1, 2019.  Included in the bed count is a 22‐bed dorm area available for those individuals experiencing homelessness that suffer from a significant mental illness.  This dorm‐style room reduces instances of victimization and  increase
s  the  efficacy  of  therapeutic  intervention.  The   County’s  Community  Assessment Response  and  Engagement  (CARE)  Team  is  also  able  to  use  the  location  to  provide  case management  and  shelter  to  the  most  vulnerable  unsheltered  individuals.  ACES   has  also afforded  an  opportunity  for  the  most  vulnerable  unsheltered  population  to  be  sheltered  and connecte
d with case management services, with a strong emphasis on assisting shelter guests to become document ready for entry into the community’s coordinated entry housing continuum.

Additionally, Stanislaus County Animal Services Agency partnered with ACES to create a healthy pets program.  This program provides pet food, crates, and animal health services to pets residing at AC
ES.

Empire Cold Weather Family Shelter

The Empire Cold Weather Family Shelter, located in the community of Empire, was initiated by the County’s Community Services Agency (CSA) in November 2018 as a partnership with the SRHA.

The target population served are families who are currently being case managed in CSA Housing Support Program (HSP) unit, have used all available temporary shelter nights, ar e still engaged in
the  search  for  permanent  housing  and  have  been  unsheltered  the  longest  based  on  date  of referral to the HSP program.

CSA works in partnership with Community Housing and Shelter Services (CHSS) for placement of families  at  the  Empire  Cold  Weather  Family  Shelter  and  has  an  existing  con tract  with  CHSS  to
administer, arrange and facilitate temporary housing services to CalWORKs and Welfare‐to‐Work eligible  families.  CHSS   also  provides  case  management  services,  which  include  assisting  and educating  participants  on  their  income,  household  budgets,  and  housing  options;  aiding participants in completion of housing applications and la ndlord outreach; and providing housing search workshops.

The Empire Migrant center consists of 90 dwelling units used for farmworker housing from April to October each year.   This project allows CSA to use 22 units during the months of November through March.  In  Fiscal Year 2022‐2023, 20 families and 80 individuals were served with case management services.  Of the fa
milies served, 73% received permanent housing.

Family Housing Facility (FHF)

In November 2019, CSA began leasing a motel, located in Modesto area, to operate a year‐round family  shelter  using  the  model  implemented  at  the  Empire  Cold  Weather  Family  Shelter.  The property has 21 units and a three‐room office space.

ATTACHMENT B
ITEM 13

DRAFT CAPER  22
OMB Control No: 2506‐0117
CSA works in partnership with CHSS for placement at FHF.   CHSS services include primary case management  oversight  which  include,  assisting  participants  with  household  budget, understanding their income, housing options, completing housing application, landlord outreach and housing search workshops, working with families to remove barriers to self‐sufficiency, and connecting families to applicable an d relevant community resources.

In Fiscal Year2022‐2023, the FHF program, running at full capacity, served 42 families receiving 223 case management services and seven (7) employment services/employment connections.

Access Center

On February 3, 2020, the Access Center, a “hub location” for multiple homeless programs and the entry way into the shelter system, opened in the City of Modesto.  The Access Center serves as a one‐stop  hub  and  physical  entry  point  for  individuals  at‐risk  of  or  currently  experiencing homelessness to access a wide range of co‐located homelessness services i ncluding centralized
homeless  outreach  and  engagement;  housing  assessments  and  navigation;  and  homelessness support  services  and  referrals.  The   Access  Center  also  employs  a  “meet  you  where  you  are” strategy that has specialized  homeless outreach workers meet individuals on the street and in homeless encampme
nt areas and encourages individuals to connect to services.

The  following  partners  are  co‐located  at  the  Access  Center:  Center   for  Human  Services; Community Housing and Shelter Services; Community Impact Central Valley; Disability Resource Agency for Independent Living; Downtown Streets Team Modesto; Golden Valley Health Centers; Salvation  Army ‐  Modesto;   Stanislaus  County  (Behavioral  Health  and  Recovery  Services  and Community Se
rvices Agency); Telecare Corporation; and Turning Point Community Programs.

Homeless Strategic Plan

The Stanislaus Homeless Alliance (SHA) and CSOC have collaborated to update the Plan to Address Homelessness in Stanislaus County, originally prepared in January 2019.  In September 2020, the SHA and the CSOC each appointed three members to serve on a work group to spearhead the effort.  The updated plan, now referred to as the Homeless Strategic Plan, was approved  by the CSOC on July 14, 2021 and aims to address the needs of people experiencing homelessness by enhancing  community  decision‐making,  supporting  organizational  and  provider  capacity,  and improving systems coordination.  A joint committee made up of members from the CSOC and the SHA has bee
n formed to continue the examination of the plan and begin implementation of the goals outlined in the plan.

The facilities and efforts identified above are ongoing and form a critical piece of the homeless support foundation in Stanislaus County.  The  Stanislaus Urban County will continue to align its funding  strategy
with  the  broader  efforts  of  the  CSOC  by  supporting  the  service  and  shelter providers in their efforts to address the emergency shelter and transitional needs of homeless persons.

ATTACHMENT B
ITEM 13

DRAFT CAPER  23
OMB Control No: 2506‐0117
Helping  low‐income  individuals  and  families  avoid  becoming  homeless,  especially  extremely  low‐ income individuals and families and those who are:  likely to become homeless after being discharged from  publicly  funded  institutions  and  systems  of  care  (such  as  health  care  facilities,  mental  health facilities,  foster  care  and  other  youth  facilities,  and  corrections  programs  an d  institutions);  and, receiving  assistance  from  public  or  private  agencies  that  address  housing,  health,  social  services, employment, education, or youth needs.

Throughout Fiscal Year 2022‐2023, the Stanislaus Urban County continued to actively participate in the CSOC in an effort to ensure CDBG PSG and ESG funding was aligned with countywide efforts to help low ‐ income individuals and families avoid becoming homeless.  CSOC efforts include improving the program planning for homeless funding utilization throughout Stanislaus County and working with private hospitals to encourage the incorporation of rental assistance and case management into discharge planning.  CSOC representatives  actively  collaborate  with  the  County  Sheriff’s  Office  and  the  Probation  Department  to identify  services  available  for  recently
discharged  parolees  to  help  prevent  homelessness  among  that population.  Non ‐profit awarded CDBG PSG and ESG funding are required to participate in the CSOC as part of the effort to ensure alignment with the broader community efforts to address homelessness and to allow for educa
tion opportunities on new community programs that can be value added to existing programs.

Helping  homeless  persons  (especially  chronically  homeless  individuals  and  families,  families  with children,  veterans  and  their  families,  and  unaccompanied  youth)  make  the  transition  to  permanent housing and independent living, including shortening the period of time th at individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again.

The Stanislaus Urban County partnered with CHSS, Family Promise, and the We Care Program in efforts to help home
less individuals and families make a transition to permanent housing and independent living.

With the use of ESG grant funds, both the chronically homeless populations and temporarily homeless households were provided the opportunity to be placed into permanent housing.  While enrolled in these programs, case managers work with each household to set goals and work on a housing action plan in order
to identify and connect with any needed services such as: Temporary Assistance for Needy Families (TANF), Food Stamps, Veteran’s Benefits, future employment opportunities, etc.  Throughout Fiscal Year 2022‐2023, ESG shelter, homeless prevention, and rapid re‐housing funds placed 98 homele ss individuals into permanent housing.  At the end of the fiscal year, 77 of those individuals were stably housed.

Family Promise and the We Care Program utilized ESG funds to provide emergency shelter to homeless individuals and households.  Clients that showed progress toward self‐sufficiency received extended case management in conj
unction with rapid re‐housing assistance funds to assist in the placement of job and permanent housing placement.

CR ‐30  ‐ PUBLIC  HOUSING  91.220(H);  91.320(J)

ACTIONS  TAKEN  TO ADDRESS  THE  NEEDS  OF PUBLIC  HOUSING.

In California, public housing is administered directly through local Public Housing Authorities (PHAs).  The Stanislaus Regional Housing Authority (SRHA) is the largest property manager of multi‐family and single

ATTACHMENT B
ITEM 13

DRAFT CAPER  24
OMB Control No: 2506‐0117
household public housing units for the lower income population of Stanislaus County; serving also as the administrator of the Housing Authority of the City of Riverbank.  The SRHA is committed to provide decent affordable  housing  to  its  residents  and,  in  doing  so,  the  SRHA  keeps  public  housing  units  in  favorable conditions so that its residents have a sa fe and healthy living environment.  According to the SRHA 2023 PHA Plan, the SRHA currently operates a combined total of 5,576 units (647 public housing units and 4,929 housing choice vouchers) as the SRHA and a combined total of 90 units (all public housing units) as the Housing
Authority of the City of Riverbank.  The Housing Authority of the City of Riverbank operates 60 units for seniors and 30 family units for low‐income households.

Of 4,929 vouchers in Stanislaus County, 212 vouchers are specifically for  homeless veterans (Veterans Affairs Supportive Housing [VASH] vouchers), 270 vouchers are spe cifically for reunifying families that are facing  homelessness  or  living  in  substandard  housing  with  children  removed  from  the  home,  380  are project‐based vouchers, and 11 are project‐based vouchers for a senior complex in the City of Patterson.

The  SRHA  and  the  Stanislaus  Urban  County  have  a  strong  relationship  and  continue  to  wor k  together
towards furthering decent, safe, and affordable housing throughout the community.

ACTIONS   TAKEN  TO  ENCOURAGE   PUBLIC   HOUSING  RESIDENTS   TO  BECOME   MORE   INVOLVED IN  MANAGEMENT  AND  PARTICIPATE  IN HOMEOWNERSHIP.

The Stanislaus Regional Housing Authority (SRHA) has a Resident Advisory Board (RAB) which is comprised of  Public  Housing  Authority  (PHA)  and  Voucher  prog ram  participants.   Any  time  there  are  substantial policy changes (such as prioritization of the wait list, program termination changes, or areas where there is flexibility in establishing program guidelines), this board must be notified and given an opportunity to respond by either supporting and/or rejecting policy changes.  The RAB’s  determination then goes to the Housing Authority Board of Commissioners (BOC) for consideration of whether to support or reject.   In addition, the SRHA is required to have program participants sit on their BOC per regulations.

ACTIONS  TAKEN  TO PROVIDE  ASSISTANCE  TO TROUBLED  PHAS.

The Stanislaus Urban County has no PHAs that are troubled and/or that have re quested assistance.

CR ‐35  ‐ OTHER  ACTIONS  91.220(J) ‐(K);  91.320(I) ‐(J)

ACTIONS   TAKEN   TO  REMOVE   OR  AMELIORATE   THE   NEGATIVE   EFFECTS   OF  PUBLIC   POLICIES THAT   SERVE   AS  BARRIERS   TO  AFFORDABLE   HOUSING   SUCH  AS  LAND   USE  CONTROLS,   TAX POLICIES   AFFECTING   LAND,   ZONING   ORDINANCES,   BUILDING   CODES,   FEES   AND   CHARGES, GROWTH  LIMITATIONS,  AND  POLICIES  AFFECTING  THE  RETURN  ON RESIDENTIAL  INVESTMENT.

91.220  (J);  91.320  (I)

The Con Plan identifies the following pub
lic policies as having the potential to negatively affect affordable housing  and  residential  investment:  shortage  of  affordable  housing  funding,  climate  change, environmental protection, growth management, planning and development fees, and prevailing wages.

To address the potential negative effects of these policies, the members of the Stanislaus Urban County strive to consistently review all
potential barriers to affordable housing that are within their authority to address (local development standards and development review procedures); to continue to pursue and utilize available funding for mortgage assistance and housing rehabilitation; and to continue to work with,

ATTACHMENT B
ITEM 13

DRAFT CAPER  25
OMB Control No: 2506‐0117
and  partner  with,  housing  developers,  from  the  nonprofit  and  for‐profit  sectors,  to  promote  the development of affordable housing and special‐needs housing.

In Fiscal Year 2022‐2023, the members of the Stanislaus Urban County continued to take steps to program various state funding sources aimed at increasing the production of housing.  Funding sources incl ude the SB  2  Planning  Grant  and  Permanent  Local  Housing  Allocation  (PLHA);  and  Local  Early  Action  Planning (LEAP).  Efforts undertaken with these funding sources included:  a countywide initiative to build a shared vision  and  policy  framework  for  housing  in  Stanislaus  County  (Housing  Stanislaus),  development  of Accessory Dwelling Unit (ADU) te mplates, various housing related ordinance amendments (including ADU ordinances  for  compliance  with  state  law),  and  development  of  the  state  required  6th  Cycle  Housing Elements.   Other  Stanislaus  Urban  County  efforts  aimed  at  increasing  housing  production  include  the construction of public sewer infrastructure, review of ADU development fees, and the continuation of owner‐occupied housing rehabilitation programs which help to maintaining existing affordable housing stock.

PLHA is an ongoing funding source that is based on the Stanislaus Urban County’s 2017 CDBG enti tlement
allocation.  As such, the funding is available for use in the unincorporated areas of Stanislaus County along with cities of: Ceres, Hughson, Newman, Oakdale, Patterson, and Waterford.  The City of Riverbank joined the Stanislaus Urban County in Fiscal Year 2020‐2021 and, as such, is elig ible for PLHA funding directly from the state.  The Stanislaus County Board of Supervisors adopted 5‐year plan for PLHA funding provides for the: acquisition/development of permanent supportive housing, development/preservation of ADUs, fiscal incentives, and multi‐family rental housing.

ACTIONS   TAKEN   TO  ADDRESS   OBSTACLES   TO  MEETING   UNDERSERVED   NEED S.   91 .220(K);

91.320(J)

The Stanislaus Urban County continuously tries to identify underserved needs through community and program engagement.  CDBG Public Service Grant (PSG) and ESG grants are reviewed and scored based on defined criteria that emphasize: collaboration, prevention focused services, and innovative methods to providing public services.  The grant review panel for both CDBG PSG and ES G funding is comprised of one representative from each for Stanislaus Urban County members and a representative from the CoC in an effort to make sure needs being addressed are reflective of the entire Stanislaus Urban County area and to align with efforts being taken by other ag encies throughout Stanislaus County.

For Fiscal Year 2022‐2023, a total of $237,025 in CDBG Public Services Grant funds were allocated based on a competitive grant process to which public service providers had the opportunity to apply for grants up  to  $25,000.  A  total  of  10  grants  were  awarded  to  non‐profits  to  provide  services  such  as:  food assistance,  eme
rgency  shelter,  counseling,  utility  assistance,  and  tutoring  to  underserved  areas  and individuals.  CDBG  funding  in  the  amount  of  $25,000  for  fair  housing  services  was  awarded  to  Project Sentinel.   Over  2,875  individuals  received  assistance  through  the  CDBG‐PSG  funded  service  providers throughout
Fiscal Year 2022‐2023.

For  Fiscal  Year  2022‐2023,  a  total  of  $192,009  in  ESG  funds  were  allocated  based  a  competitive  grant process.  A total of 45% of the grant awards went towards emergency shelter programs, 40% went toward homeless  prevention  and  rapid  re‐housing  program,  7.5%  went  towards  funding  da ta  entry  for  the
Homeless  Management  and  Information  System  (HMIS),  and  the  remaining  7.5%  went  to  Stanislaus County  for  the  administration  of  the  ESG  program.   Over  572  homeless  persons,  or  persons  at‐risk  of becoming  homeless,  were  assisted  with  overnight  shelter,  emergency  food,  and  housing  stability

ATTACHMENT B
ITEM 13

DRAFT CAPER  26
OMB Control No: 2506‐0117
assistance throughout Fiscal Year 2022‐2023.

In addition to the allocation of Fiscal Year 2022‐2023 CDBG and ESG entitlement funding, the remaining Fiscal Year 2021‐2022 ESG entitlement funding contracts along with CDBG CV1 ($1,087,198), CDBG CV3 ($1,146,204), and ESG CV1 ($628,846) contracted funding were used to provide a variety of services aimed at meeting
the needs of the underserved.

ACTIONS  TAKEN  TO REDUCE  LEAD ‐BASED  PAINT  HAZARDS.  91.220(K);  91.320(J)

The  Health  Services  Agency  (HSA)  of  Stanislaus  County  is  the  lead  agency  for  the  identification, documentation,  and  prevention  of  lead  poising  in  Stanislaus  County.   HSA  works  with  referrals  from schools  and  other  agencies  to  test  for  lead‐based  paint  hazards.

During   Fiscal  Year  2022‐2023,
approximately 23 homes were tested and five (5) were found to have contamination.  If a housing unit is found  to  have  lead‐based  paint,  the  abatement  process  and  consequences  of  living  in  a  home  that  is contaminated, is ex
plained to the residents.  The Stanislaus Urban County members provide lead‐based paint  information  to  all  residents  that  participate  in  the  down  payment  assistance  and/or  housing rehabilitation programs.  If, during a housing rehabilitation, a housing unit is found to have any lead‐based paint issues, information on the dangers of le ad‐based paint are provided to the property owner and lead abatement is conducted as part of the rehabilitation work.   Every effort is made to provide a safe and healthy housing opportunity for clients participating in Stanislaus Urban County funded housing assistance programs.

During  Fiscal  Year  2022‐2023,  no  activities  ne
cessitating  the  need  to  test  for  lead‐based  paint  were undertaken.

ACTIONS  TAKEN  TO REDUCE  THE  NUMBER  OF POVERTY ‐LEVEL  FAMILIES.  91.220(K);  91.320(J)

To  reduce  the  number  of  persons  living  under  the  poverty  level,  the  Stanislaus  Urban  County  has continued its partnership with other local entitlement jurisdictions, agencies, and the CSOC to provide services  and  resources  to  families  in  need.  As   well  as  providing  a  portion  of  CDBG  and  ESG  fundin g,
through  a  competitive  process,  to  eligible  non‐profits  that  have  a  proven  track  record  of  assisting  the homeless on their path towards employment and permanent housing.

During  Fiscal  Year  2022‐2023,  the  Sta nislaus  Urban  County  allocated  a  total  of  $237,025  in  CDBG  PSG funds and $192,009 in ESG funds to non‐profits for various programs aimed at assisting individuals and families  experiencing  homelessness  or  at  risk  of  experiencing  homelessness;  and  to  assist  low‐  and moderate‐ income individuals and families achieve se lf‐sufficiency.

ACTIONS  TAKEN  TO DEVELOP  INSTITUTIONAL  STRUCTURE.  91.220(K);  91.320(J)

The strategies identified in the Con Plan for overcoming gaps in the institutional structure and service delivery  system  for  carrying  out  a  strategy  to  address  priority  needs  is  to:  1)  continue  to  work collaboratively  with  service  and  shelter  providers  to  identify  and  address  gaps  in  the  service  delivery system; and 2) conti
nue to invest time and resources to strengthen the entire CoC system and not one particular agency or organization.

During the Stanislaus Urban County’s CDBG PSG and ESG program monitoring, agency‐to‐agency referrals are reviewed to verify that participants r
eceiving services do not experience gaps in services as they strive to reach their goal of independence from the need of public services.

ATTACHMENT B
ITEM 13

DRAFT CAPER  27
OMB Control No: 2506‐0117

The CoC, locally recognized as the Stanislaus Community System of Care (CSOC), is a dedicated network of service providers,  consumers, and government agencies that work collaboratively to identify where gaps exist and how they can be best addressed.   The CSOC continues working to improve coordination among service providers and to further enhanc e the Coordinated Entry System (CES).   The main goal of the  CES  is  to  assist  service  providers  to  tracking  and  responding  to  the  needs  of  individuals  that  seek services.  To date, only a limited number of service providers utilize the HMIS coordinated entry system component to track clients and report program accomplishments.

Building the capacity of non‐profits continues to be an important issue for the Stanislaus Urban County and other entitleme
nt jurisdictions (the cities of Modesto and Turlock).  The Stanislaus Urban County has partnered with both the cities of Modesto and Turlock to provide technical assistance and trainings to local service providers in the areas of client scr eening, HMIS data collection, and basic case management requirements.

ACTIONS  TAKEN  TO ENHANCE  COORDINATION  BETWEEN  PUBLIC  AND  PRIVATE  HOUSING  AND SOCIAL  SERVICE  AGENCIES.  91.220(K);  91.320(J)

The Stanislaus Urban County recognizes it cannot work alone in achieving the goals outlined in the Con Plan.   Therefore,  the  Sta
nislaus  Urban  County  participates  with  and  coordinates  with  the  following collaboratives  and  public  housing  agency  in  order  to  better  serve  and  coordinate  the  needs  of  the community:

Turlock Community Collaborative

This collaborative was formed to deal with homeless issues facing the Turlock community.  The group is comprised  of  concerned  communi
ty  members,  faith‐based  groups,  and  government  agencies  working together to deal with issues concerning the homeless and the community.

Stanislaus Community System of Care (CSOC)

The CSOC, the locally recognized CoC, is a collaborative comprised of local government agencies, shelter providers, housing and housing counseling services providers, faith‐based organizations, and over a doze n
housing  and  supportive  service  providers.  The   Stanislaus  County’s  Community  Services  Agency  (CSA), serving  as  the  Collaborative  Applicant  (CA),  assists  the  CSOC  to  coordinate  with  service  providers,  law enforcement,  and  community  members  to  conduct  the  County’s  annual  Homeless  Point  in  Time  (PIT) Count.  During Fiscal Year 2022‐2023, the Stanislaus Urban County continue d to participate in efforts to improving  the  functionality  of  the  CSOC’s  HMIS,  including  the  CES  component,  and  to  update  the  CES policies  and  procedures.   Fiscal  year  efforts  have  also  included  working  with  the  CSOC’s  CA  on  the operations of the HMIS in order to meet HUD’s man date that all ESG program participants are part of and actively entering pertinent universal data elements into the HMIS.

Stanislaus Regional Housing Authority (SRHA)

The  SRHA  and  the  Stanislaus  Urban  County  have  a  strong  relationship  and  continue  to  work  towards furthering  decent,  safe,  and  affordable  housing  throughout  the  County.   The  SRH A  serves  as  the
administrator for housing rehabilitation and Emergency Sewer Lateral Connection programs for Stanislaus

ATTACHMENT B
ITEM 13

DRAFT CAPER  28
OMB Control No: 2506‐0117
Urban County members.  The SRHA also serves on several housing and community development related committees alongside Stanislaus Urban County members.

IDENTIFY  ACTIONS  TAKEN  TO  OVERCOME  THE  EFFECTS  OF ANY  IMPEDIMENTS  IDENTIFIED  IN THE  JURISDICTION’S  ANALYSIS  OF IMPEDIMENTS  TO FAIR  HOUSING  CHOICE.   91.520(A)

In Fiscal Year 2022‐2023, Project Sentinel, as the Stanislaus Ur ban County’s fair housing service provider,
responded to a total of 702 calls for landlord/tenant mediation and fair housing information within the Stanislaus Urban County area.  A total of 11 fair housing cases and 31 tenant/landlord cases were handled by the agency during the fiscal year.  Additionally,  Project Sentinel fielded 327 fair housing informatio n and service referral calls, benefiting 1,010 residents.  In addition to fair housing services, HUD entitlement jurisdictions are asked to report on any fair housing investigations that may be conducted during the year in the CAPER.  The U.S. Department of Justice, through their Fair Housing Testing Program, contract s out with fair housing agencies to conduct testing separate from their service agreements with any jurisdiction.

Project Sentinel conducted no fair housing tests within the Stanislaus Urban County in Fiscal Year 2022‐ 2023.

Additional Actions Taken to Address Obstacles to Meeting Underserved Needs

Some non‐profits and community organizations may not be famili ar with the HUD funding grant process and other funding resources that may be available to them.   As a result, many organizations and non‐ profits have not used HUD funds and other types of financial assistance.  In  Fiscal Year 2022‐2023, the Stanislaus Urban County, working collaboratively with agencies familiar with HUD processes, continued to share prog
ram and funding information with service providers and grassroots organizations throughout the community in an effort to better meet the underserved needs of the community.

An annual Notice of Funding Availability (NOFA) was announced for the release of CDBG and ESG funds for the Public Service Grant cy
cle.  The NOFA included an announcement of a mandatory Grant Technical Workshop and timeline for the upcoming grant cycle.  The NOFA was advertised in the local newspaper, The Modesto Bee, in English and Spanish.  An  e‐mail was sent out to all past and current grantees and applicants that had appli
ed in the last five years.  County staff also announced the NOFA at the local CSOC meeting, distributed a reminder, and e‐mailed the local CSOC agencies a NOFA announcement.  County staff coordinated with its Stanislaus Urban County members to distribute the NOFA announcement to service providers working in thei
r respective cities.   It is through the funds awarded through the NOFA process  that  the  Stanislaus  Urban  County  is  able  provide  much  needed  services  to  underserved communities.

The annual Grant Technical Workshop provides an opportunity for questions and answers.  In addition to the  workshop,  County  staff  are  available  via  pho ne,  in  person,  and  by  e‐mail  to  answer  questions throughout the grant application process.  Once  grant awards are announced, the County also requires grantees to attend a Grantee Technical Workshop prior to receiving their agreements.  In the workshop, the policies, procedures, program regulations, requirements, and obligations of the grant are explained .

All grantees receive the information covered in the workshop via email.  During Fiscal Year 2022‐2023, all workshops  continued  to  be  conducted  online  due  to  COVID  19  safety  precautions  and  to  allow  for enhanced efficiencies in grantee attendance.

Technical  assistance  is  ongoing  to  those  agencies  awarded  funding  and  tho se  agencies  interested  in competing for future funding.  Reference, guidance, and support materials are provided upon request and

ATTACHMENT B
ITEM 13

DRAFT CAPER  29
OMB Control No: 2506‐0117
staff is available to addressing inquiries in person, by phone/virtually, or via email.  The Stanislaus Urban County is constantly looking for ways to expand service provider capacity and to encourage public and private partnerships and joint ventures between non‐profit and for‐profit housing developers.

CR ‐40  ‐  MONITORING  91.220  AND  91.230

EVALUATE   THE   JURISDICTION’S   PROGRESS   IN  MEETING   ITS   SPECIFIC  OBJECTIVES   FOR REDUCING  AND  ENDING  HOMELESSNESS  THROUGH:

Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and  used  to  ensure  long‐term  compliance  with  requirements  of  the  programs  involved,  including minority business outreach and the comprehensive planning  requirements.

The County regularly monitors progress on activities to ensure compliance with program requirements.

Evaluation  takes  place  during  the  application  and  funding  process,  and  after  agreements  have  been executed.   Funding  and  service  agreements  set  clear  performance  measures,  reporting  procedures, timeliness, and budgets against which goals are measured.  County  staff regularly monitor compliance with  contra
cting  requirements  and  performance  goals  through  the  implementation  and  review  of quarterly performance reports, reimbursement requests and desk and on‐site monitoring.  Due to COVID 19  restrictions,  on‐site  monitoring  performed  during  the  fiscal  year  remained  limited  and  alternative methods,  such  as  video  conference  calls  in  combination  with  desk  audits,  wer e  utilized  to  verify  and confirm that grant funds are and were used in an eligible and appropriate manner.

County staff hosts a quarterly meeting with representatives of all the members of the Stanislaus Urban County to review financial items, update activity statuses, and to provide training on compliance.

For  Stanislaus  Urban  County  infrastructure  projects,  County  staff  reviews  quarterly  project  progress reports, Request for Funds (RFF) forms, and budget activity printouts, which identify the total funds used by all jurisdictions during a given month.  County staff also verify and cross‐references the information on department’s monthly budget activity reports.   On and off‐site monitoring visits are also held quarterly to track  expenditure  of  funds  as  well  as  to  ensure  compliance  with  federal  requirements  such  as  labor standards enforcement (i.e., certified payroll and worker interviews) and Section 3 requirements.

For non‐profits awarded CDBG PSG and ESG funds, County staff  conducts an initial technical workshop with all awarded agencies to provide a comprehensive overview of the quarterly reporting, request for funds, and monitoring processes and requirements.  County staff is available to awarded agencies during regular business hours to address technical concerns and questions as they arise.  Non‐profits that reac h a  certain  performance  threshold  become  eligible  for  bi‐annual  monitoring  reviews  in  place  of  the quarterly reviews.

Under the ESG program, County staff reviews quarterly ESG statistical tables, narratives, HMIS activity reports, RFF forms and budget printouts, which identify the total funds used/requested by each grantee during that reporting peri od.  ESG funded agencies are provided with ongoing HMIS system training.  As part of the ESG monitoring process, only 50% of the costs related to the project are reimbursed, as the remainder of the costs is paid by non‐ESG match funding sources (i.e., local unrestricted donations).  In this manner, the subrec ipient in turn ensures that dollar‐to‐dollar matching requirements are satisfied by paying the remainder of the expenses from non‐ESG sources.

ATTACHMENT B
ITEM 13

DRAFT CAPER  30
OMB Control No: 2506‐0117

CITIZEN  PARTICIPATION  PLAN.   91.105(D);  91.115(D)

Describe  the  efforts  to  provide  citizens  with  reasonable  notice  and  an  opportunity  to  comment  on performance reports.

The  following  public  comment  period,  community  meeting  and  public  hearing  information  provided  in italics is for public notification purposes and will not be included as part of the final CAPER submitted to HUD:

Public  hearing
period:   August  24,  2023  to  September  8,  2023.   Written  public  comments  must  be submitted to the Stanislaus County Planning and Community Development Department by 4:30 p.m. on Friday,  September  8,  2023.  Written   public  comments  can  be  mailed  to  1010  10th  Street,  Suite  #3400, Modesto, CA 95354 or via email to [email protected].

As part of the CAPER process the following community meetings are being held:

LIVE  MEETING  OPTIONS

Meeting Date:

August 28, 2023  Meeting Time:   12:00 PM
Meeting Location:  1010 10th Street, Basement Training Room, Modesto, CA 95354

Meeting Date:   August 28, 2023  Meeting Time:   5:30 PM Meeting Location:  1010 10th Street, Basement Training Room, Modesto, CA 95354

VIRTUAL  MEETING  OPTIONS

Meeting Date:  August 30, 2023   Meeting Time:  12:00 PM Meeting
Location:

Via Zoom
Meeting Link:  https://us06web.zoom.us/j/88624625859?pwd=djZZaExOeFhxNnZCaEdmTDNNcVJKZz09 Meeting ID:  Via Zoom
Join by Phone:  +1 669 444 9171 US
Meeting ID:  886 2462 5859  Passcode:  536717

Meeting Date:  August 30, 2023  Meeting Time:  5:30 PM
Meeting Location:  Via Zoom

ATTACHMENT B
ITEM 13

DRAFT CAPER  31
OMB Control No: 2506‐0117
Meeting Link:  https://us06web.zoom.us/j/83021783263?pwd=R0ZnSGF0RkR5emNabWZCWUo3Ujgz QT09
Meeting ID:  Via Zoom
Join by Phone:  +1 669 444 9171 US
Meeting ID:  830 2178 3263  Passcode:  976799

This section of the draft CAPER is presented in a past tense to reflect the version of the final CAPER to be considered for adoption:

A  Notice  of  Public  Hearing  and  Document  Availability  was  released  in  accord ance  with  the  Stanislaus Urban County’s Citizen Participation Plan advising residents of the availability of the draft CAPER for a 15‐ day public review period.  The notice was published in both English and Spanish on August 24, 2023 in The Modesto Bee, defining the CAPER review process and how persons, agenci es, and interested groups may participate;  as  well  as  instructions  on  how  to  submit  written  comments.  As   part  of  the  public  review process,  notice  of  the  Draft  CAPER  was  also  distributed  electronically  to  the  CSOC  and  to  persons registered  through  the  County  Planning  and  Community  Development  Department’s  Community Development  StanAware  ele
ctronic  notification  system.  The   Draft  CAPER  was  also  made  available  for public review via the County’s Planning and Community Development Department website and copies of the Draft CAPER were available for review at the Planning Departments of all the Stanislaus Urban County members.

A public hearing was held in accordance with the Sta nislaus Urban County’s Citizen Participation Plan on September  12,  2023,  at  9:00  a.m.,  at  the  County  Administration  Building,  1010  10th  Street,  Board Chambers,  Modesto,  CA  95354.  Notice   of  the  meeting  and  public  hearing  was  sent  out  through  the County’s  StanAware  electronic  notification  system,  the  CSOC  list  serve,  and  provided  by  email  to community members that had expressed interest in the CAPER.

CR ‐45  ‐  CDBG  91.520(C)

Specify  the  nature  of,  and  reasons  for,  any  changes  in  the  jurisdiction’s  program  objectives  and indications of how the jurisdiction would change its programs as a result of its experiences.

No changes in the Stanislaus Urban County's program objectives occurred during Fiscal Year 2022‐2023.

Does this Jurisdiction have any open Brownfields Economic Develo pment Initiative (BEDI) grants?

No.

[ Space below intentionally left blank. ]

ATTACHMENT B
ITEM 13

DRAFT CAPER  32
OMB Control No: 2506‐0117
CR ‐60  ‐  ESG  91.520(G)  (ESG  RECIPIENTS  ONLY)

ESG  SUPPLEMENT  TO THE  CAPER  IN E‐SNAPS
FOR  PAPERWORK  REDUCTION  ACT

1.  RECIPIENT  INFORMATION—ALL  RECIPIENTS  COMPLETE

Basic Grant Information
Recipient Name:  STANISLAUS COUNTY
Organizational DUNS Number:  073136772
EIN/TIN Number:  946000540
Identify the Field Office:  San Francisco
Identify CoC(s) in which the recipient or
subrecipients will provide ESG
assistance:

Turlock/Modesto/Stanislaus CoC

ESG Contact Name
Prefix:  Ms.  Suffix:  ‐
First Name:  Angela  Middle Name:  ‐
Last Name:  Freitas  Title:  Planning and Community
Development Director

ESG Contact Address
Street Address
1:
1010 10th
Street   Street Address 2:  Suite 3400
City:  Modesto  State:  CA  Zip Code:  95354
Phone
Number:  (209) 525‐6330  Extension: ‐
Fax Number:  (209) 525‐5911  Email Address:  [email protected]

ESG Secondary Contact
Prefix:  Ms.  Suffix:  ‐
First Name:  Ana  Middle
Name:
‐
Last Name:  San Nicolas  Title:  Deputy Director
Phone
Number:
(209) 525‐6330  Extension:  ‐
Email:  [email protected]

ATTACHMENT B
ITEM 13

DRAFT CAPER  33
OMB Control No: 2506‐0117

2.  REPORTING  PERIOD—ALL  RECIPIENTS  COMPLETE

Program Year Start Date  07/01/2022
Program Year End Date  06/30/2024

3.  SUBRECIPIENT  FORM  – COMPLETE  ONE  FORM  FOR  EACH  SUBRECIPIENT

Fiscal Year 2022 ESG FUNDS

Subrecipient or Contractor Name:   Stanislaus County – Administration City:   Modesto  State:  CA
Zip Code:  95354‐0859  DUNS Number:  073136772
Is subrecipient a victim services provider:  No
Subrecipient Organization Type:   Unit of Government
ESG Subgrant or Contract Award Amount:  $15,568 (Administration)

Subrecipient or Contractor Name:   Center for Human Services – Youth Low Barr ier Shelter City:   Turlock  State:  CA
Zip Code:  95380‐5413  DUNS Number:  179569772
Is subrecipient a victim services provider:  No
Subrecipient Organization Type:   Other Non‐Profit Organization ESG Subgrant or Contract Award Amount:  $73,078 (Shelter) $6,286 (HMIS)

Subrecipient or Contractor Name:   Community Housing and Shelter – Rapid Re‐Housing Program City:   Modesto  State:  CA
Zip Code:  95
354‐3436  DUNS Number:  835658782
Is subrecipient a victim services provider:  No
Subrecipient Organization Type:   Other Non‐Profit Organization ESG Subgrant or Contract Award Amount:  $87,004 (Rapid Re‐Housing) $2,996 (HMIS)

Subrecipient or Contractor Name:   We Care Program – Turlock – Emergency Shelter Program City:   Turlock  State:  CA
Zip Code:  9538
0‐5413  DUNS Number:  179569772
Is subrecipient a victim services provider:  No
Subrecipient Organization Type:   Other Non‐Profit Organization ESG Subgrant or Contract Award Amount:  $16,359 (Shelter) $6,286 (HMIS)

ATTACHMENT B
ITEM 13

DRAFT CAPER  34
OMB Control No: 2506‐0117
Reporting Period

Program Year Start Date:  07/01/2021
Program Year end date:  06/30/2023

Fiscal year 2021 ESG Funds – Year 2 Carry‐Over
*Starting Balance as of July 1, 2022 for grant awarded in Fiscal Year 2021.

Subrecipient or Contractor Name:   Stanislaus County – Administration City:   Modesto  State:  CA
Zip Code:  95354‐0859  DUNS Numb er:  073136772
Is subrecipient a victim services provider:  No
Subrecipient Organization Type:   Unit of Government
ESG Subgrant or Contract Award Amount:  $15,949 (Administration) *$6,742.04

Subrecipient or Contractor Name:   Community Housing and Shelter Services – HMIS Data Collection City:   Modesto  State:  CA
Zip Code:  95354‐3436  DUNS Number:  835658782
Is subrecipient a victi m services provider:  No
Subrecipient Organization Type:   Other Non‐Profit Organization ESG Subgrant or Contract Award Amount:  $15,949 (HMIS)
*$15,949

Subrecipient or Contractor Name:   Family Promise of Greater Modesto – Homeless Prevention, Rapid Re‐Housing and Shelter
City:   Modesto  State:  CA
Zip Code:  95358‐9803  DUNS Number:  023267225
Is su
brecipient a victim services provider:  No
Subrecipient Organization Type:   Other Non‐Profit Organization ESG Subgrant or Contract Award Amount:  $47,850 (Shelter) $21,266 (Homeless Prevention)
$21,266 (Rapid Re‐Housing)
*$90,382

Subrecipient or Contractor Name:   We Care Program – Turlock – Emergency Shelter Program City:   Turlock  State:  CA
Zip Code:  95380‐54 13   DUNS Number:  179569772
Is subrecipient a victim services provider:  No
Subrecipient Organization Type:   Other Non‐Profit Organization

ATTACHMENT B
ITEM 13

DRAFT CAPER  35
OMB Control No: 2506‐0117
ESG Subgrant or Contract Award Amount:  $47,850 (Shelter) $21,266 (Homeless Prevention)
$21,266 (Rapid Re‐Housing)
*$88,931.94

CR ‐65  ‐ PERSONS  ASSISTED

4.    PERSONS  SERVED

4a.  Complete for Homelessness Prevention activities.

Number of Persons  Total  Percentages
Adults  11  47.8
Children  12  52.1
Don't Know/Refused/Other  0 ‐
Missing Information  0 ‐
Total  23  100
Table 8 – Household Information for Homeless Prevention Activities

4b.  Complete for Rapid Re‐Housing activities

Number of Persons  Total  Percentages
Adults  14  46.6
Children  16  53.3
Don't Know/Refused/Other  0 ‐
Missing Information  0 ‐
Total  30  100
Table 9 – Household Information for Rapid Re‐Housing Activities

4c.  Complete for Shelter

Number of Persons  Total  Percentages
Adults  479  92.2
Children  40  7.7
Don't Know/Refused/Other  0 ‐
Missing Information  0 ‐
Total  519  100
Table 10 – Shelter Information

ATTACHMENT B
ITEM 13

DRAFT CAPER  36
OMB Control No: 2506‐0117
4d.  Street Outreach

Number of Persons  Total  Percentages
Adults  0 ‐
Children  0 ‐
Don't Know/Refused/Other  0 ‐
Missing Information  0 ‐
Total  0  ‐
Table 11 – Household Information for Street Outreach

4e.  Totals for all Persons Served with ESG

Number of Persons  Total  Percentages
Adults  504  88.1
Children  68  11.8
Don't Know/Refused/Other ‐   ‐
Missing Information ‐   ‐
Total  572  100
Table 12 – Household Information for Persons Served with ESG

5.  GENDER—COMPLETE  FOR  ALL  ACTIVITIES

Gender  Total  Percentages
Male  420  73.4
Female  76  13.2
Transgender  0 ‐
Don't Know/Refused/Other  76  13.2
Gender Non‐Confirming  1  0.1
Missing Information  0 ‐
Total  572  100
Table 13 – Gender Information

ATTACHMENT B
ITEM 13

DRAFT CAPER  37
OMB Control No: 2506‐0117

6.  AGE—COMPLETE  FOR  ALL  ACTIVITIES

Age  Total  Percentage
Under 18  68  11.8
18‐24  155  27
25‐61  307  53.6
62 and Over  42  7.3
Don't Know/Refused/Other  0 ‐
Missing Information  0 ‐
Total  572  100
Table 14 – Age Information

7.  SPECIAL  POPULATIONS  SERVED—COMPLETE  FOR  ALL  ACTIVITIES

Subpopulation  Total
Total
Persons
Served –
Homeless
Prevention
Total
Persons
Served –
Rapid Re‐
Housing
Total
Persons
Served in
Emergency
Shelters
Veterans  23  1  0  22
Victims of Domestic
Violence  116  0  5  111
Elderly  42  1  1  40
HIV/AIDS  2  0  0  2
Chronically Homeless  275  0  12  263
Persons with Disabilities:

Severely Mentally Ill  143  2  6  135
Chronic Substance
Abuse  112  0  1  111
Other Disability  314    6  15  293
Table 15 ‐ Special Population Served

ATTACHMENT B
ITEM 13

DRAFT CAPER  38
OMB Control No: 2506‐0117
CR ‐70  – ESG  91.520(G)  ‐  ASSISTANCE  PROVIDED  AND  OUTCOMES

8.  SHELTER  UTILIZATION

Number of New Units ‐ Rehabbed  0
Number of New Units ‐ Conversion  0
Total Number of bed‐nights available  17,885
Total Number of bed‐nights provided  17,150
Capacity Utilization  96%
Table 16 ‐ Shelter Capacity

9.  PROJECT   OUTCOMES   DATA   MEASURED  UNDER   THE   PERFORMANCE   STANDARDS DEVELOPED  IN CONSULTATION  WITH  THE  COC(S)

The County regularly updates and utilizes a CDBG and ESG program Desk Guide for subrecipients.

This  guide  was  developed  and  is  updated  in  consultation  with  the  local  CoC.  The   Desk  Guide covers both federal and state ESG fu nds administered by Stanislaus County.  Under the CDBG and ESG  program,  County  staff  track  the  progress  of  individual  subrecipients  in  fulfilling  goals  and objectives set forth in the Con Plan in order to ensure that programs remain on task.   Tracked data is reviewed and entered into the IDIS system on a semian nual basis.  If  tracked data falls short of the goals and objectives set forth, appropriate adjustments will be made, and notification sent to the respective subrecipients to make them aware of milestones and timeliness needing to be met in order to ensure continued receipt of funding.

The coordinated monitoring process has been esta
blished to verify and confirm that grant funds
have been used in an eligible and appropriate manner for each and every program funded with CDBG and ESG funds.

County staff reviews quarterly ESG statistical tables, narratives, HMIS activity reports, Request for Funds  forms,  and  budget  printouts,  which  identify  the  total  f unds  used/requested  by  each
subrecipient  during  that  reporting  period.   County  staff  also  verifies  and  cross‐references  the information  on  the  quarterly  budget  activity  reports.   Monitoring  visits  are  also  scheduled quarterly by County staff for each grantee to ensure appropriate expenditure of funds.  As part of the ESG monitoring proces s, invoices and accompanying receipts are reviewed for reimbursement eligibility.  Once eligibility is confirmed, 50% of the costs related to the project are reimbursed, as the remainder of the costs are paid by a non‐ESG match funding sources (i.e., local unrestricted donations).   In  this  manner,  the  subrecipient  in  turn  commits  their   dollar‐to‐dollar  match  by paying the remainder of the expenses from non‐Federal sources.

ATTACHMENT B
ITEM 13

COUNCIL AGENDA REPORT

CITY COUNCIL
Javier Lopez, Mayor
J
ames Casey, Dist.1
Rosalinda L. Vierra, Dist. 2
Bret Silveira, Dist. 3
Daniel A. Martinez, Dist. 4
MEETING DATE: September 11, 2023
TO: Mayor and City Council
FROM: Douglas D. Dunford, Interim City Manager
CONTACT: Douglas D. Dunford, Interim City Manager
[email protected], (209) 538-5751
SUBJECT:

Resolution No. 2023-XXX, Authorizing the Use of American Rescue Plan Act (ARPA) Funds for Consulting Services by Tyler Tech to Complete the Implementation of Payroll and Human Resources Modules and Authorize a Budget Amendment to Appropriate Funds RECOMMENDED COUNCIL ACTION:

C
ouncil to authorize the Interim City Manager to use ARPA funding for consulting services by Tyler Tech for the completion of the implementation plan for payroll and human resources.

I. BACKGRO UND:

This project was started over two years ago to provide better service to citizens and employees by implementation of various updates to stay current on existing laws and regulations for payroll and human resource activity.

Staff has decided to forego the use of ARPA funds for the Comp and Class Study. Staff is a lready aware of shortages/ discrepancies in pay between the City and other jurisdictions. This results in an unallocated amount of $142,500.00 in ARPA funds. Staff is recommending the Council authorize the Interim City Manager to transfer $29,340.00 for payroll and $17,500 for human resource implementation training.

Currently, City Hall personnel are operating on two different software programs that are not c ompatible. This approval will allow the P ayroll Division and Human Resource Department to seamlessly communicate with other functions of City Hall.

II. REASONS FOR RECOMMENDATION
:

According to St eve Sharer of Tyler Technologies, this project has been in e xistence before he took over in June 2021. He explained that it has been a stop and go process with a high volume of stopping. The City is now at a point where movement forward must take place in order to meet the January 1, 2024 completion deadline. This has been a ITEM 14
long process and it will benefit the community as well as employees to streamline the processes they work with.

This quote is for consulting work with Tyler Tech to get the project back on track and through completion. Tyler Tech estimates there will be a need for approximately twenty (20) hours of consulting time required for the P ayroll Division and 20 hours required for the Human Resources Department.

These two projects will allow both Payroll and Human Resources to integrate into the financial processes in the Finance Office.

III. FISCAL IMPACTS:

The quote for this project is attached as A ttachments B and C. Attachment B is in the amount of $29,340.00 and this is a not to exceed price for the P ayroll Division’s implementation. Attachment C is in the amount of $1 7,500 and is a not to exceed price for the implementation of the Human Resources Department. This will require a budget amendment in the amount of $46,840.00 to appropriate funds to 21973.029900 (Finance Contract Services).

IV. EXISTING POLICY / RELATIONSHIP TO THE STRATEGIC PLAN:

N/A
V. POLICY AL TERNATIVES:

Council could deny the request which would cause City Hall personnel to be operating on two different systems within Tyler Tech, Eden and Munis Systems.

VI. INTERDEPARTMENTAL COORDINATION:

N/ A
VII. PUBLIC PARTICIPATION:

N/A
VIII. ENVIRONMENTAL REVIEW:

N/A
IX. ST EPS F OLLOWING APPROVAL:

The Interim City Manager will direct staff to begin the consulting process and move the project forward to meet the completion deadline.

A
pproved by: ____________________
Douglas D. Dunford
Interim City Manager
ITEM 14
A
ttachments:

1. Attachment A – Resolution

2. Attachment B – Payroll Quote

3. Attachment C – Human Resources Quote

4. Attachment D – Budget Amendment
ITEM 14
ITEM 14

ATTACHMENT A
RESOLUTION NO. 2023-XXX
AUT

HORIZING THE USE OF AMERICAN RESCUE PLAN ACT (ARPA)

FUNDS FOR CONSULTING SERVICES BY TYLER TECH TO

COMPLETE THE IMPLEMENTATION OF PAYROLL AND HUMAN

RESOURCES MODULES AND AUTHORIZE A BUDGET AMENDMENT

TO APPROPRIATE FUNDS
T

HE CITY COUNCIL
City of Ceres
W
HEREAS, the implementation of various Tyler Tech modules started over two years ago; and
W
HEREAS, the payroll and human resources functions were not fully implemented causing City personnel to operate using multiple software programs that are not compatible with one another; and
W
HEREAS, the implementation of the software allows the City to stay updated and current with existing laws and regulations related to payroll and human resources functions; and
W
HEREAS, the implementation of the two modules will allow the Payroll Division and Human Resources Department to seamlessly integrate into the financial processes used by the Finance Office; and
W
HEREAS, staff has decided to forego the use of ARPA funds for a Comp and Class Study which resulted in an unallocated amount of $142,500.00 in ARPA funds; and W
HEREAS, staff recommends utilizing $46,840.00 of ARPA funds to complete the implementation of the payroll and human resources modules; and W
HEREAS, the cost for the payroll module is $29,340.00 and human resources module is $17,500.00; and
W
HEREAS, the completion deadline is January 1, 2024; and W
HEREAS, the budget amendment will appropriate $46,840.00 to Finance Contract Services (21973.029900).

NO
W, THEREFORE, BE IT RESOLVED that the City Council of the City of Ceres does hereby authorize the use of American Rescue Plan Act (ARPA) funds for consulting services by Tyler Tech to complete the implementation of payroll and human resources modules and authorizes a budget amendment to appropriate funds.

BE
IT FURTHER RESOLVED the City of Ceres Finance Director is hereby authorized and directed to record the appropriate accounting entries.

ITEM 14

ATTACHMENT A
PASSED AND ADOPTED by the Ceres City Council at a regular meeting thereof held on the 11th day of September 2023, by the following vote:

AYES: Councilmembers:

NOES: Councilmembers:

ABSENT: Councilmembers:

ABSTAIN: Councilmembers:

________________________________
Javier Lopez, Mayor
ATTEST:

_________________________________
Fallon Martin, City Clerk
ITEM 14

ATTACHMENT B
ITEM 14
ITEM 14
ITEM 14
ITEM 14
•••••• • •••••
Sales Quotation For:

City of Ceres
2720 2nd St
Ceres CA 95307-3292
Phone:+1{209)538-5700
Professional Services
Quoted By:

Quote Expiration:

Quote Name:

Quote Description:

Karen Grosset
01/20/24
City of Ceres - ERP - HR
Implementation
HR Implementation
Description Quantity Unit Price Ext Discount Extended Price Maintenance Implementation - Remote
Project Management
Summary
Total Tyler License Fees
Total Saas
2023-417732-Z7P8X2
TOTAL
88 12
One Time Fees
$0.00
$0.00
$175.00
$175.00

CONFIDENTIAL
$0.00
$0.00
Recurring Fees
$ 0.00
$ 0.00
$15,400.00
$2,100.00
$17,500.00
$0.00
$0.00
$0.00

ATTACHMENT C
ITEM 14
ITEM 14
ITEM 14
ITEM 14

ATTACHMENT D

Budget Amendment No.

Fiscal Year 2023 - 2024

Reference Resolution No. 2023- , dated September 11, 2023 authorizing appropriations for the Tyler Tech Implementation for Payroll & Human Resources as follows:

Appropriations:

Fund Name Fund
No.

Dept.

No.

Object
No.

Appropriation
Amount
ARPA 219 73 029900 $46,840

Requested Appropriation $46,840.00
2023 - 2024 Current Appropriation $0.00
Total Appropriation $46,840.00

Estimated Revenues:

Fund Name Fund
No.

Type
No.

Object
No.

Estimated
Revenue Amt.

Total Estimated Revenue
2023 - 2024 Current Estimated Revenue
Total Estimated Revenue

Fiscal Impact:

ITEM 14
ITEM 14

COUNCIL AGENDA REPORT

CITY COUNCIL
Javier Lopez, Mayor
J
ames Casey, Dist.1
Rosalinda L. Vierra, Dist. 2
Bret Silveira, Dist. 3
Daniel A. Martinez, Dist. 4
MEETING DATE: September 11, 2023
TO:

F
ROM:

CO
NTACT:

SUBJECT:

Mayor and City Council
Douglas D. Dunford, Interim City Manager
Christopher Hoem, Director of Community Development
[email protected], (209) 538-5778
Resolution No. 2023-X XX, Declaring Certain Cit y-Owned Parcels as Surplus Land Pursuant to the S urplus Land Act, and
Authorizing the City Manager to Conduct Negotiations for the Disposition of the Surplus Parcels
RECOMMENDED COUNCIL ACTION:

Staff recommends the City Council consider approving the attached resolution declaring certain city-owned parcels as “surplus land” in compliance with the Surplus Land Act.

I. BACKGROUND:

The attached resolution declares certain city -owned parcels as surplus land and directs City staff to comply with the procedures of the Surplus Land Act (at Gov. Code, § 54220 et seq.). The Surplus Land Act intends to prioritize development of affordable housing and open space on the surplus land of public agencies. To accompli sh this goal, the Surplus Land Act requires local agencies, prior to selling surplus land, to follow certain procedures so designated entities receive the first opportunity to express interest and negotiate with the local agency. The required procedures involve declaring available parcels as surplus land, sending a notice of availability to designated entities and then negotiating in good faith with any entity that expresses interest. After com plying with the procedures, and if no deal is reached with a designated entity that expresses interest , then the agency may dispose of the land freely. Declaring parcels as surplus land does not constitute any agreement to sell the parcels.

The parcels below are recommended to be declared as surplus land (see parcel maps attached to the resolution for further detail):
# APN Size (acres) Address Description
1 053-013-015 ~ 2.46 2807 E Service Road Next to New Walmart 2 Portion of
127-015-017 ~ 0.86 2732 5th Street Vacant area next to
Whitmore Mansion
ITEM 15
3 127-015-018 ~ 0.16 2761 6th Street House to be relocated 4 127-002-047 ~ 0.17 0 Arthur Way Vacant lot

The total acreage of the four surplus parcels is approximately 3.65 acres.

Parcel #1 is vacant land adjacent to the Walmart Supercenter’s stormwater basin on Service Road. Existing access to the site is from El Camino Avenue. If there is no interest from a designated entity, then staff may attempt negotiations with Walmart to potentially relocate the existing stormwater basin and realign Walmart’s Service Road driveway to create a four-way intersection with Ceres Gateway Center to the south.

Parcel #2 is the southern portion of the Whitmore Mansion property. According to the Ceres Downtown Specific Plan, a new housing development is intended to complement the Whitmore Mansion to supply more dwelling units to downtown Ceres. The surplus land would be the vacant 0.86 acres directly south of the Whitmore Mansion. This proposal would result in the creation of two (2) parcels: 1 parcel containing Whitmore Mansion which would remain under City ownership, and another parcel of approximately

0.86 acres.

Parcel #3 is adjacent to Parcel #2 and contains a home that is planned for relocation to another property in downtown Ceres. This parcel may be suitable for residential development.

Parcel #4 is a vacant corner property on Arthur Way at the end of Hollister Street. This site used to be a water well site and the well was removed. This lot may be suitable for residential development.

II. RE
ASONS FOR RECOMMENDATION:

Various developers have approached city staff with proposals to develop the subject parcels. Staff has not yet engaged in any negotiations. Staff is requesting that City Council declare the subject parcels as “surplus land”, in order for city staff to complete the surplus land procedures and negotiate sales with interested parties.

III. F
ISCAL IMPACTS :

There is no direct financial impact as a result of declaring parcels as surplus land.

Declaring the parcels as surplus land and following the Surplus Land Act procedures allows the City the sell the parcels in the future. Any proposed purchase of the surplus parcels would be referred to the City Council for consideration.

IV. E
XISTING POLICY / RELATIONSHIP TO THE STRATEGIC PLAN :

N/A
V. P OLICY ALTERNATIVES :

The City Council could decide not to declare one or more of the subject parcels as surplus land. Any parcels not declared as surplus land would not be eligible for property sale, transfer or negotiation.

ITEM 15
VI. INTERDEPARTMENTAL COORDINATION:

The City Attorney and Community Development Department have been working to ensure compliance with the Surplus Land Act in advance of any decision on the property sales.

VII. P UBLIC PARTICIPATION:

The public is invited to provide comments at the City Council meeting.

VIII. EN VIRONMENTAL REVIEW :

N/A
IX. ST EPS FOLLOWING APPROVAL :

If one or more of the subject parcels are declared to be surplus land, then staff will follow the required Surplus Land Act procedures for each declared parcel and commence negotiations with any interested purchaser.

Approved by: ____________________
Douglas D. Dunford
Interim City Manager

Attachments:

1. Attachment A – Resolution

2. Attachment B – Maps

3. Attachment C – Property Table

4. Attachment D – Draft Notice of Availability

ITEM 15
ITEM 15

ATTACHMENT A
RESOLUTION NO. 2023-XXX
DE

CLARING CERTAIN CITY-OWNED PARCELS AS SURPLUS LAND

PURSUANT TO THE SURPLUS LAND ACT, AND AUTHORIZING THE

CITY MANAGER TO CONDUCT NEGOTIATIONS FOR THE DISPOSITION

OF THE SURPLUS PARCELS
T

HE CITY COUNCIL
City of Ceres
W
HEREAS, prior to selling surplus land owned by the City of Ceres (“City”), the City must follow the procedures of the Surplus Land Act (Gov. Code, § 54220 et seq.) (known as the “Surplus Land Act”). The Surplus Land Act requires that the City provide cert ain designated entities with first opportunity to express interest in City-owned surplus land; and W
HEREAS, declaration of surplus land does not constitute actual sale of any of the identified parcels; and
W
HEREAS, the identified parcels of surplus land are as follows, and are further described in the Maps and Property Table attached hereto as Exhibits 1 and 2.

APN Size
(acres)
Address Description
053-013-015 ~ 2.46 2807 E Service Road Next to New Walmart Portion of 127-
015-017 ~ 0.86 2732 5th Street Vacant area next to
Whitmore Mansion
127-015-018 ~ 0.16 2761 6th Street House to be relocated 127-002-047 ~ 0.17 0 Arthur Way Vacant lot
NOW, THEREFORE, BE IT RESOLVED that the City Counc il of the City of Ceres does hereby declare certain City-o wned parcels described in this Resolution as surplus land pursuant to the Surplus Land Act.

BE IT FURTHER RESOLVED that the City of Ceres City Manager or his appointee is hereby authorized and directed to send a written Notice of Availability in a form substantially similar to Exhibit 3 attached hereto, to negotiate the terms of any proposed sale, and to otherwise follow the requirements of the Surplus Land Act.

PASSED AND ADOPTED by the Ceres City Council at a regular meeting thereof held on the 11th day of September 2023, by the following vote:

AYES:

Councilmembers:

NOES: Councilmembers:

ABSENT: Councilmembers:

ABSTAIN: Councilmembers:
________________________________
Javier Lopez, Mayor
ATTEST:
_________________________________
Fallon Martin, City Clerk
ITEM 15
ITEM 15
Parcel #1
Exhibit 1

ATTACHMENT B
ITEM 15
Parcel #2
Parcel #3
Exhibit 1

ATTACHMENT B
ITEM 15
Parcel #4
Exhibit 1

ATTACHMENT B
ITEM 15
Parcel #1
Exhibit 1

ATTACHMENT B
ITEM 15
Parcel #2
Parcel #3
Exhibit 1

ATTACHMENT B
ITEM 15
Parcel #4
Exhibit 1

ATTACHMENT B
ITEM 15
Exhibit 2 - Property Table
Jurisdiction
Name
Jurisdiction
Type
Site Address /
Intersection City Zip County APN
General Plan
Designation
(Current)
Zoning
Designation
(Current)
Minimum
Density
Allowed
(units/acre)
Maximum
Density
Allowed
(units/acre)
Parcel
Size
(Gross
Acres)
Existing
Use/Vacancy
Minimum
Sales Price
Last
Appraised
Value
Last
Appraised
Date
Optional
Information1
Ceres City 2807 E Service Rd Ceres 95307 Stanislaus 053-013-015 RC, Regional
Commercial
RC, Regional
Commercial 0 0 2.46 Vacant N/A N/A N/A
Ceres City 2732 5th St Ceres 95307 Stanislaus 127-015-017 P, Park P-C 67, Planned
Community 0 30 2.47
Yard south of
Whitmore
Mansion N/A N/A N/A
Southern
portion only.

South of tree
line.

Ceres City 2761 6th St Ceres 95307 Stanislaus 127-015-018 DR, Downtown
Residential
P-C 67, Planned
Community 0 30 0.16
House to be
removed N/A N/A N/A
Ceres City
Arthur Way &
Hollister St Ceres 95307 Stanislaus 127-002-047
LDR, Low
Density
Residential
R-1, Single
Family
Residential 0 7 0.17 Vacant N/A N/A N/A

ATTACHMENT C
ITEM 15
ITEM 15

ATTACHMENT D
Exhibit 3 – Notice of Availability
September 12, 2023

To All Interested Parties:

RE: Notice of Availability/Offer to Sell Surplus Property

As required by Government Code Section 54220 of the State of California, the City of Ceres is providing notification that the City intends to sell the surplus property listed in the accompanying table.

In accordance with Government Code Section 54222, you have sixty (60) days from the date this offer was set via certified mail or electronic mail to notify the City of your interest in acquiring the property. However, this offer shall not obligate the City to sell the property to you. Instead, the City would enter into at least ninety (90) days of negotiations with you pursuant to Government Code Section 54223. If no agreement is reached on sales price and terms, the City may market the property to the general public.

As required by Government Code Section 54227, if the City receives more than one letter of interest during this 60 day period, it will give first priority to entities proposing to develop housing where at least 25 percent of the units will be affordable to lower income households. If more than one such proposal is received, priority will be given to the proposal with the greatest number of affordable units. If more than one proposal specifies the same number of affordable units, priority will be given to the proposal that has the lowest average affordability level.

In the event your agency or company is interested in purchasing the property, you must notify the City in writing within sixty (60) days of the date this notice was sent via certified mail or electronic mail. Notice of your interest in acquiring the property shall be delivered to Christopher Hoem, Director of Community Development, at 2220 Magnolia St. Ceres, CA 95307. You may also direct your questions to [email protected] or by calling 209-538-5778.

Entities proposing to submit a letter of interest are advised to review the requirements set forth in the Surplus Land Act (Government Code Section 54220-54234).

ITEM 15
ITEM 15

COUNCIL AGENDA REPORT

CITY COUNCIL

Javier Lopez, Mayor
James Casey, Dist.1
Rosalinda L. Vierra, Dist. 2
Bret Silveira, Dist. 3
Daniel A. Martinez, Dist. 4
MEETING DATE: September 11, 2023
TO: Mayor and City Council
FROM: Douglas D. Dunford, Interim City Manager
CONTACT: Sam Royal, Director of Public Works
[email protected] (209) 538-5717
SUBJECT: Ceres City Parks Walking Trails Improvement Project Update RECOMMENDED COUNCIL ACTION:

Information only, no action required.

I. BACKGROUND:

In March of 2022, City council approved the use of ARPA funds in the amount of $75,000 to complete walking trails for three neighborhood parks: Strawberry Park, Don Pedro Park, and Riverview Park. Currently the three parks are missing one walking trail section. The addition of these trail segments will pr ovide each park with a complete walking path that connects from one side of the park to the opposite side.

On April 2023, the City Finance Director presented Council with updates on the first round of ARPA expenditures and projects status. Council was informed that the $75,000 that was approved for the walking trail project was insufficient to complete all three parks. Council then directed staff to provide the total cost of the project for Council to revisit at a future date.

Staff has determined that the Total construction costs to improve the walking trails on all three city parks is estimated at $254,500. To move this project forward with the current project improvement specifications, an additional $179,500 will need to be budgeted to complete all three locations.

II. REASONS FOR RECOMMENDATION:

To provide City Council with the requested information regarding the total cost of the Ceres City Parks Walking Trails Improvement Project.

ITEM 16
III. FISCAL IMPACTS:

N/A
IV. EXISTING POLICY / RELATIONSHIP TO THE STRATEGIC PLAN:

N/A
V. POLICY ALTERNATIVES:

Council could reduce the scope of work or limit the project to the Don Pedro Park since approved $75,000 would be sufficient to cover the expenses for that specific location.

VI. INTERDEPARTMENTAL COORDINATION:

N/A
VII. PUBLIC PARTICIPATION:

N/A
VIII. ENVIRONMENTAL REVIEW:

N/A
IX. STEPS FOLLOWING APPROVAL:

N/A

Approved by: _______________________
Douglas D. Dunford
Interim City Manager

Attachments:

1. Attachment A – PowerPoint Presentation

ITEM 16
Ceres City Parks
Walking Trails Improvement Project
ITEM 16
Overview
• In March 2022, City council approved the use
of ARPA funds in the amount of $75,000 to
complete walking trails for three
neighborhood parks:
• Strawberry Park
• Don Pedro Park
• Riverview Park
• Currently the three parks are missing one
walking trail section, by adding the trail
improvements the park will than have a
complete loop from one end of the park to
the next.
2023 Ceres City Parks Walking Trails Project 2
• On April 2023, City Finance Director presented council with updates on the first round of ARPA expenditures
and projects status. Council was informed that the
$75,000 that was approved for the walking trail project was insufficient for to complete all three parks.
• Council then directed staff to provide the total cost of the project for Council to revisit at a future date.

ITEM 16
Strawberry
Park
2023 Ceres City Parks Walking Trails Project 3
Construction Costs
ITEM 16
Don Pedro
Park
2023 Ceres City Parks Walking Trails Project 4
Construction Costs
ITEM 16
Riverview
Park
2023 Ceres City Parks Walking Trails Project 5
Construction Costs
ITEM 16
Summary
• Total construction costs to improve the
wa
lking trails on all three city parks is
estimated at $254,500.
• The original approved ARPA fund allocation
f
or the project was for $75,000.
• In order to move this project forward, an
a
dditional $179,500 will need to be budgeted
to complete all three locations.
• Alternately, Council could reduce the scope of
w
ork or limit the project to the Don Pedro
Park since approved $75,000 would be
sufficient to cover the expenses for that
specific location.
2023 Ceres City Parks Walking Trails Project 6
$254,500
-
$75,000
$179,500
Total Cost
-
Approved Funding
–
Remaining Expense
-
ITEM 16
Questions?/Thank you
ITEM 16
ITEM 16

COUNCIL AGENDA REPORT

CITY COUNCIL

Javier Lopez, Mayor
James Casey, Dist.1
Rosalinda L. Vierra, Dist. 2
Bret Silveira, Dist. 3
Daniel A. Martinez, Dist. 4
MEETING DATE: September 11, 2023
TO: Mayor and City Council
FROM: Douglas D. Dunford, Interim City Manager
CONTACT: Sam Royal, Director of Public Works
[email protected] (209) 538-5717
SUBJECT: Mandatory Commercial Recycling Service Implementation RECOMMENDED COUNCIL ACTION:

Information only, no action required.

I. BA CKGROUND:

Over the past several years, the Legislature and Governor have set ambitious goals to increase recycling and reduce solid waste disposal, in part driven by associated greenhouse gas emissions from landfills. In particular, Assembly Bill 341 set a goal of reducing landfill disposal by 75 percent by 2020 and established Mandatory Commercial Recycling (“MCR”) requirements, and Assembly Bill 1826 established Mandatory Commercial Organics Recycling (“MORe”) requirements. The purpose of MCR and MORe is to reduce greenhouse gas emissions by diverting commercial solid waste to recycling efforts and to expand the opportunity for additional recycling services and recycling manufacturing facilities in California. Further, on July 1, 2020, additional commercial recycling requirements were added to the law which state that AB341 and AB1826 covered businesses must provide organics and recycling containers at front -of- house to collect waste generated from products purchased and consumed on the premises (AB827, McCarty). These containers must be placed adjacent to trash and be visible, easily accessible, and clearly marked. The Ceres Municipal Code reinforces compliance with State law in Title 6, Chapter 1, Section 6.01.020 (D) as well.

California Public Resources Code ( PRC) Sections 42649.3(g) and 42649.82(g) (1) require CalRecycle to review a jurisdiction to see if it has complied with, or made a good faith effort to comply with, the requirements of the MCR and MORe laws. In determining good faith effort with these requirements, CalRecycle may find that a jurisdiction has failed to adequately implement its MCR and/or MORe program and consider issuance of compliance order. Jurisdictions that fail to satisfy the conditions of a compliance order may be subject to a fine of up to $10,000 per day.

ITEM 17

In 2021 Council approved changes to the Municipal Code to include an enforcement and penalty program for contamination violations and establish the City as the authority for State and Federal mandate compliance. The rate changes also added a 90- gallon organics cart service to all commercial accounts as part of the garbage service charges.

Commercial recycling cart service, however, has a separate fee for collection service which is not included in the commercial garbage service rate and must be electively subscribed to by the customer.

The City of Ceres has a total of 493 businesses that fall under the collection threshold for mandated service. To date, only 95 of these businesses have voluntarily subscribed to recycling collection service. Since the law went into effect, the city has extended substantial efforts to educate the affected businesses and multi -family residences about the law. With the more recent mandates outlined in Senate Bill 1383, local jurisdictions are required to take enforcement action on non- compliant entities starting January 1, 2024. To ensure the city is meeting mandated enforcement measures, automatic service start for recycling collection will be implemented to the remaining 398 affected businesses currently not in compliance. 90- gallon recycling carts will be delivered to these businesses beginning in late September and the additional charge will be added to their service rate following start of collection services.

AB 341 includes language that allows a jurisdiction to provide exemptions to businesses that fall under the threshold for compliance but have adequate reasoning for not having a recycling service. Valid reasons may include zoning requirements, lack of sufficient space in multi-family complexes to provide additional recycling bins, lack of markets, non- generation of recyclable materials, or current implementation by a business of actions that result in recycling of a significant portion of its commercial waste. The city is currently developing an exemption policy and application process that will be made available at a future date for affected businesses. It is important to note, however, that exemptions will be made on a case-by-case basis and issuance will be made at the discretion of the City.

Information will be provided to affected businesses when the exemption program has been established.

II. REA
SONS FOR RECOMMENDATION:

The City is required by State law to enforce compliance with commercial recycling mandates by January 1, 2024, or be subject to a compliance order issued by CalRecycle and subject to penalties of up to $10,000 per day.

III. F
ISCAL IMPACTS:

N/A
IV. EXI STING POLICY / RELATIONSHIP TO THE STRATEGIC PLAN:

N/A
V. PO LICY ALTERNATIVES:

N/A
ITEM 17
VI. INTERDEPARTMENTAL COORDINATION:

N/A
VII. PUBL IC PARTICIPATION:

N/A
VIII. ENVI RONMENTAL REVIEW:

N/A
IX. ST EPS FOLLOWING APPROVAL :

Staff will work with Bertolotti Disposal to deliver recycling containers to affected businesses as well as Utility Billing personnel to add the recycling service charges to associated accounts.

Approved by: _______________________
Douglas D. Dunford
Interim City Manager

Attachments:

1. Attachment A – PowerPoint Presentation

ITEM 17
ITEM 17
Mandatory
Commercial
Recycling Service
ITEM 17
AB 341 – Mandatory Commercial Recycling (MCR)
• Assembly Bill 341 (2012) requires all businesses in California that generate f
our cubic yards or more of waste per week or a multifamily residential dwelling with five units or more to arrange for recycling services. • MCR requires cities to provide

education and outreach, monitoring
and annual reporting and enforcement
if necessary.
• Since the law went into effect in 2012,

further legislation has been enacted, specifically
SB1383, that solidifies the enforcement action
requirement for businesses that are non-compliant
to be demonstrated by the City by January 1, 2024.
2 9/6/2023 Add a footer
ITEM 17
Current Compliance Levels
• The City of Ceres has a total of 493 businesses that fall under the

collection threshold for mandated service. To date, only 95 of these businesses have voluntarily subscribed to recycling collection service. • Since the law went into effect, the city has extended substantial efforts to educate t
he affected businesses and multi-family residences about the law. With the more recent mandates outlined in Senate Bill 1383, local jurisdictions are required to take enforcement action on non-compliant entities starting January 1, 2024. 3 9/11/23 City of Ceres
ITEM 17
Education Efforts by the City
• Bi-a nnual direct mailer to affected
businesses
• Billing Inserts
• Newspaper Articles/Notices
• Service Questionnaire Mailers
• Inclusion on the yearly City recycling
guid
e/schedule
• Direct letters to non-c ompliant
businesses
• Website
• Postcard Notices
4 9/11/2023 City of Ceres
ITEM 17
Mandatory Commercial Recycling Services
• To ensure the city is meeting mandated enforcement
m
easures, automatic service start for recycling collection will be implemented to the remaining 398 affected
businesses currently not in compliance.
• 90-g
allon recycling carts will be delivered to these
businesses beginning in late September and the
additional charge will be added to their service rate
following start of collection services.
5 9/11/2023 City of Ceres
ITEM 17
Exemptions and Waivers
6 9/11/2023 City of Ceres
• AB 341 includes language that allows a jurisdiction to provide exemptions to businesses that fall under the threshold for compliance for specific reasons including:
• lack of sufficient space in multi-family complexes for bins • non-generation of recyclable materials
• self-hauling or other recycling programs already in place. • The city is currently developing an exemption policy and application process that will be made available at a future date for affected businesses. Exemption requirements will include:
• Exemptions will be made on a case-by-case basis and issuance will be made at the discretion of the city. • Verification will be required for the stated exemption reasons. • Documentation of recycling disposal records and receipts will be required on a regular basis.

ITEM 17
7 9/11/2023 City of Ceres
ITEM 17
ITEM 17