Item 22.
INGLEWOOD Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Inglewood 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 INYO COUNTY - Unincorporated Inyo County 07/21/1905 - 04/30/2029 04/30/2021 - 04/30/2029 Inyo County - Unincorporated 1/1/2019 4/30/2029 2019 2029 4/30/2021 4/30/2029 2021 2029 04/30/2021 - 04/30/2029 Inyo County 6th Cycle 01/01/2019-04/29/2021 IONE Amador County 07/21/1905 - 09/15/2029 09/15/2021 - 09/15/2029 Ione 12/31/2018 9/15/2029 2018 2029 9/15/2021 9/15/2029 2021 2029 09/15/2021 - 09/15/2029 Amador County 6th Cycle 12/31/2018-09/14/2021 IRVINE Orange County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Irvine 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Orange County 6th Cycle 06/30/2021-10/14/2021 IRWINDALE Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Irwindale 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 ISLETON Sacramento County 07/21/1905 - 08/31/2029 05/15/2021 - 05/15/2029 Isleton 6/30/2021 8/31/2029 2021 2029 5/15/2021 5/15/2029 2021 2029 05/15/2021 - 05/15/2029 Sacramento County 6th Cycle 06/30/2021-05/14/2021 JACKSON Amador County 07/21/1905 - 09/15/2029 09/15/2021 - 09/15/2029 Jackson 12/31/2018 9/15/2029 2018 2029 9/15/2021 9/15/2029 2021 2029 09/15/2021 - 09/15/2029 Amador County 6th Cycle 12/31/2018-09/14/2021 JURUPA VALLEY Riverside County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Jurupa Valley 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Riverside County 6th Cycle 06/30/2021-10/14/2021 KERMAN Fresno County 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 Kerman 1/1/2013 12/31/2023 2013 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Fresno County 01/01/2013-12/30/2015 Kern County - Unincorporated Kern County - Unincorporate 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 Kern County - Unincorporated 1/1/2013 12/31/2023 2013 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Kern County 01/01/2013-12/30/2015 KING CITY Monterey County 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 King City 1/1/2014 12/31/2023 2014 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Monterey County 01/01/2014-12/30/2015 Kings County - Unincorporated Kings County - Unincorporat 07/15/1905 - 12/31/2023 01/31/2016 - 01/31/2024 Kings County - Unincorporated 1/1/2014 12/31/2023 2014 2023 1/31/2016 1/31/2024 2016 2024 01/31/2016 - 01/31/2024 Kings County 01/01/2014-01/30/2016 KINGSBURG Fresno County 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 Kingsburg 1/1/2013 12/31/2023 2013 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Fresno County 01/01/2013-12/30/2015 LA CANADA FLINTRIDGE Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 La Canada Flintridge 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 LA HABRA Orange County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 La Habra 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Orange County 6th Cycle 06/30/2021-10/14/2021 LA HABRA HEIGHTS Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 La Habra Heights 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 LA MESA San Diego County 07/21/1905 - 04/15/2029 04/30/2021 - 04/30/2029 La Mesa 6/30/2020 4/15/2029 2020 2029 4/30/2021 4/30/2029 2021 2029 04/30/2021 - 04/30/2029 San Diego County 6th Cycle 06/30/2020-04/29/2021 LA MIRADA Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 La Mirada 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 LA PALMA Orange County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 La Palma 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Orange County 6th Cycle 06/30/2021-10/14/2021 LA PUENTE Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 La Puente 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 LA QUINTA Riverside County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 La Quinta 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Riverside County 6th Cycle 06/30/2021-10/14/2021 LA VERNE Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 La Verne 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 LAFAYETTE Contra Costa County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Lafayette 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Contra Costa County 6th Cycle 06/30/2022-01/30/2023 LAGUNA BEACH Orange County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Laguna Beach 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Orange County 6th Cycle 06/30/2021-10/14/2021 LAGUNA HILLS Orange County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Laguna Hills 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Orange County 6th Cycle 06/30/2021-10/14/2021 LAGUNA NIGUEL Orange County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Laguna Niguel 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Orange County 6th Cycle 06/30/2021-10/14/2021 LAGUNA WOODS Orange County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Laguna Woods 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Orange County 6th Cycle 06/30/2021-10/14/2021 Lake County - Unincorporated Lake County - Unincorporate07/19/1905 - 08/15/2027 08/15/2019 - 08/15/2027 Lake County - Unincorporated 1/1/2019 8/15/2027 2019 2027 8/15/2019 8/15/2027 2019 2027 08/15/2019 - 08/15/2027 Lake County 6th Cycle 01/01/2019-08/14/2019 LAKE ELSINORE Riverside County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Lake Elsinore 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Riverside County 6th Cycle 06/30/2021-10/14/2021 LAKE FOREST Orange County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Lake Forest 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Orange County 6th Cycle 06/30/2021-10/14/2021 LAKEPORT Lake County 07/19/1905 - 08/15/2027 08/15/2019 - 08/15/2027 Lakeport 1/1/2019 8/15/2027 2019 2027 8/15/2019 8/15/2027 2019 2027 08/15/2019 - 08/15/2027 Lake County 6th Cycle 01/01/2019-08/14/2019 LAKEWOOD Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Lakewood 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 LANCASTER Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Lancaster 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 LARKSPUR Marin County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Larkspur 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Marin County 6th Cycle 06/30/2022-01/30/2023 Lassen County - Unincorporated Lassen County - Unincorpor 07/19/1905 - 06/15/2027 08/31/2019 - 08/31/2024 Lassen County - Unincorporated 1/1/2019 6/15/2027 2019 2027 8/31/2019 8/31/2024 2019 2024 08/31/2019 - 08/31/2024 Lassen County 6th Cycle 01/01/2019-08/30/2019 LATHROP San Joaquin County 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 Lathrop 1/1/2014 12/31/2023 2014 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 San Joaquin County 01/01/2014-12/30/2015 LAWNDALE Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Lawndale 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 LEMON GROVE San Diego County 07/21/1905 - 04/15/2029 04/30/2021 - 04/30/2029 Lemon Grove 6/30/2020 4/15/2029 2020 2029 4/30/2021 4/30/2029 2021 2029 04/30/2021 - 04/30/2029 San Diego County 6th Cycle 06/30/2020-04/29/2021 LEMOORE Kings County 07/15/1905 - 12/31/2023 01/31/2016 - 01/31/2024 Lemoore 1/1/2014 12/31/2023 2014 2023 1/31/2016 1/31/2024 2016 2024 01/31/2016 - 01/31/2024 Kings County 01/01/2014-01/30/2016 LINCOLN Placer County 07/21/1905 - 08/31/2029 05/15/2021 - 05/15/2029 Lincoln 6/30/2021 8/31/2029 2021 2029 5/15/2021 5/15/2029 2021 2029 05/15/2021 - 05/15/2029 Placer County 6th Cycle 06/30/2021-05/14/2021 LINDSAY Tulare County 07/15/1905 - 09/30/2023 12/31/2015 - 12/31/2023 Lindsay 1/1/2014 9/30/2023 2014 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Tulare County 01/01/2014-12/30/2015 LIVE OAK Sutter County 07/21/1905 - 08/31/2029 05/15/2021 - 05/15/2029 Live Oak 6/30/2021 8/31/2029 2021 2029 5/15/2021 5/15/2029 2021 2029 05/15/2021 - 05/15/2029 Sutter County 6th Cycle 06/30/2021-05/14/2021 LIVERMORE Alameda County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Livermore 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Alameda County 6th Cycle 06/30/2022-01/30/2023 LIVINGSTON Merced County 07/15/1905 - 12/31/2023 03/31/2016 - 03/31/2024 Livingston 1/1/2014 12/31/2023 2014 2023 3/31/2016 3/31/2024 2016 2024 03/31/2016 - 03/31/2024 Merced County 01/01/2014-03/30/2016 LODI San Joaquin County 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 Lodi 1/1/2014 12/31/2023 2014 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 San Joaquin County 01/01/2014-12/30/2015 LOMA LINDA San Bernardino County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Loma Linda 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 San Bernardino County 6th Cycle 06/30/2021-10/14/2021 LOMITA Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Lomita 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 LOMPOC Santa Barbara County 07/23/1905 - 02/15/2031 02/15/2023 - 02/15/2031 Lompoc 6/30/2022 2/15/2031 2022 2031 2/15/2023 2/15/2031 2023 2031 02/15/2023 - 02/15/2031 Santa Barbara County 6th Cycle 06/30/2022-02/14/2023 LONG BEACH Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Long Beach 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 LOOMIS Placer County 07/21/1905 - 08/31/2029 05/15/2021 - 05/15/2029 Loomis 6/30/2021 8/31/2029 2021 2029 5/15/2021 5/15/2029 2021 2029 05/15/2021 - 05/15/2029 Placer County 6th Cycle 06/30/2021-05/14/2021 LOS ALAMITOS Orange County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Los Alamitos 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Orange County 6th Cycle 06/30/2021-10/14/2021 LOS ALTOS Santa Clara County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Los Altos 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Santa Clara County 6th Cycle 06/30/2022-01/30/2023 LOS ALTOS HILLS Santa Clara County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Los Altos Hills 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Santa Clara County 6th Cycle 06/30/2022-01/30/2023 LOS ANGELES Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Los Angeles 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 Los Angeles County - Unincorporated Los Angeles County - Uninco07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Los Angeles County - Unincorporated 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 LOS BANOS Merced County 07/15/1905 - 12/31/2023 03/31/2016 - 03/31/2024 Los Banos 1/1/2014 12/31/2023 2014 2023 3/31/2016 3/31/2024 2016 2024 03/31/2016 - 03/31/2024 Merced County 01/01/2014-03/30/2016 LOS GATOS Santa Clara County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Los Gatos 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Santa Clara County 6th Cycle 06/30/2022-01/30/2023 LOYALTON Sierra County 07/19/1905 - 06/15/2027 08/31/2019 - 08/31/2024 Loyalton 1/1/2019 6/15/2027 2019 2027 8/31/2019 8/31/2024 2019 2024 08/31/2019 - 08/31/2024 Sierra County 6th Cycle 01/01/2019-08/30/2019 LYNWOOD Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Lynwood 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 MADERA Madera County 07/15/1905 - 12/31/2023 01/31/2016 - 01/31/2024 Madera 1/1/2014 12/31/2023 2014 2023 1/31/2016 1/31/2024 2016 2024 01/31/2016 - 01/31/2024 Madera County 01/01/2014-01/30/2016 Madera County - Unincorporated Madera County - Unincorpor 07/15/1905 - 12/31/2023 01/31/2016 - 01/31/2024 Madera County - Unincorporated 1/1/2014 12/31/2023 2014 2023 1/31/2016 1/31/2024 2016 2024 01/31/2016 - 01/31/2024 Madera County 01/01/2014-01/30/2016 MALIBU Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Malibu 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 MAMMOTH LAKES Mono County 07/19/1905 - 08/15/2027 08/15/2019 - 08/15/2027 Mammoth Lakes 1/1/2019 8/15/2027 2019 2027 8/15/2019 8/15/2027 2019 2027 08/15/2019 - 08/15/2027 Mono County 6th Cycle 01/01/2019-08/14/2019 MANHATTAN BEACH Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Manhattan Beach 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 MANTECA San Joaquin County 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 Manteca 1/1/2014 12/31/2023 2014 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 San Joaquin County 01/01/2014-12/30/2015 MARICOPA Kern County 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 Maricopa 1/1/2013 12/31/2023 2013 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Kern County 01/01/2013-12/30/2015 Marin County - Unincorporated Marin County - Unincorporat 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Marin County - Unincorporated 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Marin County 6th Cycle 06/30/2022-01/30/2023 MARINA Monterey County 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 Marina 1/1/2014 12/31/2023 2014 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Monterey County 01/01/2014-12/30/2015 Mariposa county - Unincorporated Mariposa county - Unincorpo07/19/1905 - 06/15/2027 08/31/2019 - 08/31/2024 Mariposa County - Unincorporated 1/1/2019 6/15/2027 2019 2027 8/31/2019 8/31/2024 2019 2024 08/31/2019 - 08/31/2024 Mariposa County 6th Cycle 01/01/2019-08/30/2019 MARTINEZ Contra Costa County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Martinez 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Contra Costa County 6th Cycle 06/30/2022-01/30/2023 MARYSVILLE Yuba County 07/21/1905 - 08/31/2029 05/15/2021 - 05/15/2029 Marysville 6/30/2021 8/31/2029 2021 2029 5/15/2021 5/15/2029 2021 2029 05/15/2021 - 05/15/2029 Yuba County 6th Cycle 06/30/2021-05/14/2021 MAYWOOD Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Maywood 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 MCFARLAND Kern County 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 Mcfarland 1/1/2013 12/31/2023 2013 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Kern County 01/01/2013-12/30/2015 Mendocino County - Unincorporated Mendocino County - Unincor 07/19/1905 - 08/15/2027 08/15/2019 - 08/15/2027 Mendocino County - Unincorporated 1/1/2019 8/15/2027 2019 2027 8/15/2019 8/15/2027 2019 2027 08/15/2019 - 08/15/2027 Mendocino County 6th Cycle 01/01/2019-08/14/2019 MENDOTA Fresno County 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 Mendota 1/1/2013 12/31/2023 2013 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Fresno County 01/01/2013-12/30/2015 MENIFEE Riverside County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Menifee 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Riverside County 6th Cycle 06/30/2021-10/14/2021 MENLO PARK San Mateo County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Menlo Park 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 San Mateo County 6th Cycle 06/30/2022-01/30/2023 MERCED Merced County 07/15/1905 - 12/31/2023 03/31/2016 - 03/31/2024 Merced 1/1/2014 12/31/2023 2014 2023 3/31/2016 3/31/2024 2016 2024 03/31/2016 - 03/31/2024 Merced County 01/01/2014-03/30/2016 Merced County - Unincorporated Merced County - Unincorpor 07/15/1905 - 12/31/2023 03/31/2016 - 03/31/2024 Merced County - Unincorporated 1/1/2014 12/31/2023 2014 2023 3/31/2016 3/31/2024 2016 2024 03/31/2016 - 03/31/2024 Merced County 01/01/2014-03/30/2016 MILL VALLEY Marin County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Mill Valley 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Marin County 6th Cycle 06/30/2022-01/30/2023 MILLBRAE San Mateo County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Millbrae 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 San Mateo County 6th Cycle 06/30/2022-01/30/2023 MILPITAS Santa Clara County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Milpitas 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Santa Clara County 6th Cycle 06/30/2022-01/30/2023 MISSION VIEJO Orange County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Mission Viejo 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Orange County 6th Cycle 06/30/2021-10/14/2021 MODESTO Stanislaus County 07/15/1905 - 09/30/2023 12/31/2015 - 12/31/2023 Modesto 1/1/2014 9/30/2023 2014 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Stanislaus County 01/01/2014-12/30/2015 Modoc County - Unincorporated Modoc County - Unincorpora07/19/1905 - 06/15/2027 08/31/2019 - 08/31/2024 Modoc County - Unincorporated 1/1/2019 6/15/2027 2019 2027 8/31/2019 8/31/2024 2019 2024 08/31/2019 - 08/31/2024 Modoc County 6th Cycle 01/01/2019-08/30/2019 Mono County - Unincorporated Mono County - Unincorporat 07/19/1905 - 08/15/2027 08/15/2019 - 08/15/2027 Mono County - Unincorporated 1/1/2019 8/15/2027 2019 2027 8/15/2019 8/15/2027 2019 2027 08/15/2019 - 08/15/2027 Mono County 6th Cycle 01/01/2019-08/14/2019 MONROVIA Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Monrovia 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 MONTAGUE Siskiyou County 07/22/1905 - 11/15/2030 02/15/2023 - 02/15/2031 Montague 12/31/2018 11/15/2030 2018 2030 2/15/2023 2/15/2031 2023 2031 02/15/2023 - 02/15/2031 Siskiyou County 6th Cycle 12/31/2018-02/14/2023 MONTCLAIR San Bernardino County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Montclair 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 San Bernardino County 6th Cycle 06/30/2021-10/14/2021 MONTE SERENO Santa Clara County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Monte Sereno 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Santa Clara County 6th Cycle 06/30/2022-01/30/2023 MONTEBELLO Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Montebello 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 MONTEREY Monterey County 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 Monterey 1/1/2014 12/31/2023 2014 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Monterey County 01/01/2014-12/30/2015 Monterey County - Unincorporated Monterey County - Unincorp 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 Monterey County - Unincorporated 1/1/2014 12/31/2023 2014 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Monterey County 01/01/2014-12/30/2015 MONTEREY PARK Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Monterey Park 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 MOORPARK Ventura County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Moorpark 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Ventura County 6th Cycle 06/30/2021-10/14/2021 MORAGA Contra Costa County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Moraga 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Contra Costa County 6th Cycle 06/30/2022-01/30/2023 MORENO VALLEY Riverside County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Moreno Valley 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Riverside County 6th Cycle 06/30/2021-10/14/2021 MORGAN HILL Santa Clara County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Morgan Hill 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Santa Clara County 6th Cycle 06/30/2022-01/30/2023 MORRO BAY San Luis Obispo County 07/20/1905 - 12/31/2028 01/01/2021 - 12/31/2028 Morro Bay 1/1/2019 12/31/2028 2019 2028 1/1/2021 12/31/2028 2021 2028 01/01/2021 - 12/31/2028 San Luis Obispo County 6th Cycle 01/01/2019-12/31/2020 MOUNT SHASTA Siskiyou County 07/22/1905 - 11/15/2030 02/15/2023 - 02/15/2031 Mount Shasta 12/31/2018 11/15/2030 2018 2030 2/15/2023 2/15/2031 2023 2031 02/15/2023 - 02/15/2031 Siskiyou County 6th Cycle 12/31/2018-02/14/2023 MOUNTAIN VIEW Santa Clara County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Mountain View 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Santa Clara County 6th Cycle 06/30/2022-01/30/2023 MURRIETA Riverside County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Murrieta 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Riverside County 6th Cycle 06/30/2021-10/14/2021 NAPA Napa County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Napa 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Napa County 6th Cycle 06/30/2022-01/30/2023 Napa County - Unincorporated Napa County - Unincorporat 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Napa County - Unincorporated 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Napa County 6th Cycle 06/30/2022-01/30/2023 NATIONAL CITY San Diego County 07/21/1905 - 04/15/2029 04/30/2021 - 04/30/2029 National City 6/30/2020 4/15/2029 2020 2029 4/30/2021 4/30/2029 2021 2029 04/30/2021 - 04/30/2029 San Diego County 6th Cycle 06/30/2020-04/29/2021 NEEDLES San Bernardino County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Needles 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 San Bernardino County 6th Cycle 06/30/2021-10/14/2021 NEVADA CITY Nevada County 07/19/1905 - 08/15/2027 08/15/2019 - 08/15/2027 Nevada City 1/1/2019 8/15/2027 2019 2027 8/15/2019 8/15/2027 2019 2027 08/15/2019 - 08/15/2027 Nevada County 6th Cycle 01/01/2019-08/14/2019 Nevada County - Unincorporated Nevada County - Unincorpor 07/19/1905 - 08/15/2027 08/15/2019 - 08/15/2027 Nevada County - Unincorporated 1/1/2019 8/15/2027 2019 2027 8/15/2019 8/15/2027 2019 2027 08/15/2019 - 08/15/2027 Nevada County 6th Cycle 01/01/2019-08/14/2019 NEWARK Alameda County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Newark 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Alameda County 6th Cycle 06/30/2022-01/30/2023 NEWMAN Stanislaus County 07/15/1905 - 09/30/2023 12/31/2015 - 12/31/2023 Newman 1/1/2014 9/30/2023 2014 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Stanislaus County 01/01/2014-12/30/2015 NEWPORT BEACH Orange County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Newport Beach 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Orange County 6th Cycle 06/30/2021-10/14/2021 NORCO Riverside County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Norco 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Riverside County 6th Cycle 06/30/2021-10/14/2021 NORWALK Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Norwalk 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 NOVATO Marin County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Novato 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Marin County 6th Cycle 06/30/2022-01/30/2023 OAKDALE Stanislaus County 07/15/1905 - 09/30/2023 12/31/2015 - 12/31/2023 Oakdale 1/1/2014 9/30/2023 2014 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Stanislaus County 01/01/2014-12/30/2015 OAKLAND Alameda County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Oakland 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Alameda County 6th Cycle 06/30/2022-01/30/2023 OAKLEY Contra Costa County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Oakley 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Contra Costa County 6th Cycle 06/30/2022-01/30/2023 OCEANSIDE San Diego County 07/21/1905 - 04/15/2029 04/30/2021 - 04/30/2029 Oceanside 6/30/2020 4/15/2029 2020 2029 4/30/2021 4/30/2029 2021 2029 04/30/2021 - 04/30/2029 San Diego County 6th Cycle 06/30/2020-04/29/2021 OJAI Ventura County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Ojai 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Ventura County 6th Cycle 06/30/2021-10/14/2021 ONTARIO San Bernardino County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Ontario 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 San Bernardino County 6th Cycle 06/30/2021-10/14/2021 ORANGE Orange County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Orange 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Orange County 6th Cycle 06/30/2021-10/14/2021 Orange County - Unincorporated Orange County - Unincorpor 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Orange County - Unincorporated 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Orange County 6th Cycle 06/30/2021-10/14/2021 ORANGE COVE Fresno County 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 Orange Cove 1/1/2013 12/31/2023 2013 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Fresno County 01/01/2013-12/30/2015 ORINDA Contra Costa County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Orinda 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Contra Costa County 6th Cycle 06/30/2022-01/30/2023 ORLAND Glenn County 07/21/1905 - 11/30/2029 11/30/2021 - 11/30/2029 Orland 12/31/2018 11/30/2029 2018 2029 11/30/2021 11/30/2029 2021 2029 11/30/2021 - 11/30/2029 Glenn County 6th Cycle 12/31/2018-11/29/2021 OROVILLE Butte County 07/22/1905 - 06/15/2030 06/15/2022 - 06/15/2030 Oroville 12/31/2021 6/15/2030 2021 2030 6/15/2022 6/15/2030 2022 2030 06/15/2022 - 06/15/2030 Butte County 6th Cycle 12/31/2021-06/14/2022 OXNARD Ventura County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Oxnard 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Ventura County 6th Cycle 06/30/2021-10/14/2021 PACIFIC GROVE Monterey County 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 Pacific Grove 1/1/2014 12/31/2023 2014 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Monterey County 01/01/2014-12/30/2015 PACIFICA San Mateo County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Pacifica 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 San Mateo County 6th Cycle 06/30/2022-01/30/2023 PALM DESERT Riverside County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Palm Desert 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Riverside County 6th Cycle 06/30/2021-10/14/2021 PALM SPRINGS Riverside County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Palm Springs 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Riverside County 6th Cycle 06/30/2021-10/14/2021 PALMDALE Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Palmdale 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 PALO ALTO Santa Clara County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Palo Alto 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Santa Clara County 6th Cycle 06/30/2022-01/30/2023 PALOS VERDES ESTATES Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Palos Verdes Estates 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 PARADISE Butte County 07/22/1905 - 06/15/2030 06/15/2022 - 06/15/2030 Paradise 12/31/2021 6/15/2030 2021 2030 6/15/2022 6/15/2030 2022 2030 06/15/2022 - 06/15/2030 Butte County 6th Cycle 12/31/2021-06/14/2022 PARAMOUNT Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Paramount 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 PARLIER Fresno County 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 Parlier 1/1/2013 12/31/2023 2013 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Fresno County 01/01/2013-12/30/2015 PASADENA Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Pasadena 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 PASO ROBLES San Luis Obispo County 07/20/1905 - 12/31/2028 01/01/2021 - 12/31/2028 Paso Robles 1/1/2019 12/31/2028 2019 2028 1/1/2021 12/31/2028 2021 2028 01/01/2021 - 12/31/2028 San Luis Obispo County 6th Cycle 01/01/2019-12/31/2020 PATTERSON Stanislaus County 07/15/1905 - 09/30/2023 12/31/2015 - 12/31/2023 Patterson 1/1/2014 9/30/2023 2014 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Stanislaus County 01/01/2014-12/30/2015 PERRIS Riverside County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Perris 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Riverside County 6th Cycle 06/30/2021-10/14/2021 PETALUMA Sonoma County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Petaluma 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Sonoma County 6th Cycle 06/30/2022-01/30/2023 PICO RIVERA Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Pico Rivera 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 PIEDMONT Alameda County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Piedmont 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Alameda County 6th Cycle 06/30/2022-01/30/2023 PINOLE Contra Costa County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Pinole 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Contra Costa County 6th Cycle 06/30/2022-01/30/2023 PISMO BEACH San Luis Obispo County 07/20/1905 - 12/31/2028 01/01/2021 - 12/31/2028 Pismo Beach 1/1/2019 12/31/2028 2019 2028 1/1/2021 12/31/2028 2021 2028 01/01/2021 - 12/31/2028 San Luis Obispo County 6th Cycle 01/01/2019-12/31/2020 PITTSBURG Contra Costa County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Pittsburg 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Contra Costa County 6th Cycle 06/30/2022-01/30/2023 PLACENTIA Orange County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Placentia 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Orange County 6th Cycle 06/30/2021-10/14/2021 Placer County - Unincorporated Placer County - Unincorpora 07/21/1905 - 08/31/2029 05/15/2021 - 05/15/2029 Placer County - Unincorporated 6/30/2021 8/31/2029 2021 2029 5/15/2021 5/15/2029 2021 2029 05/15/2021 - 05/15/2029 Placer County 6th Cycle 06/30/2021-05/14/2021 PLACERVILLE El Dorado County 07/21/1905 - 08/31/2029 05/15/2021 - 05/15/2029 Placerville 6/30/2021 8/31/2029 2021 2029 5/15/2021 5/15/2029 2021 2029 05/15/2021 - 05/15/2029 El Dorado County 6th Cycle 06/30/2021-05/14/2021 PLEASANT HILL Contra Costa County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Pleasant Hill 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Contra Costa County 6th Cycle 06/30/2022-01/30/2023 PLEASANTON Alameda County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Pleasanton 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Alameda County 6th Cycle 06/30/2022-01/30/2023 Plumas County - Unincorporated Plumas County - Unincorpor 07/19/1905 - 06/15/2027 08/31/2019 - 08/31/2024 Plumas County - Unincorporated 1/1/2019 6/15/2027 2019 2027 8/31/2019 8/31/2024 2019 2024 08/31/2019 - 08/31/2024 Plumas County 6th Cycle 01/01/2019-08/30/2019 PLYMOUTH Amador County 07/21/1905 - 09/15/2029 09/15/2021 - 09/15/2029 Plymouth 12/31/2018 9/15/2029 2018 2029 9/15/2021 9/15/2029 2021 2029 09/15/2021 - 09/15/2029 Amador County 6th Cycle 12/31/2018-09/14/2021 POINT ARENA Mendocino County 07/19/1905 - 08/15/2027 08/15/2019 - 08/15/2027 Point Arena 1/1/2019 8/15/2027 2019 2027 8/15/2019 8/15/2027 2019 2027 08/15/2019 - 08/15/2027 Mendocino County 6th Cycle 01/01/2019-08/14/2019 POMONA Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Pomona 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 PORT HUENEME Ventura County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Port Hueneme 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Ventura County 6th Cycle 06/30/2021-10/14/2021 PORTERVILLE Tulare County 07/15/1905 - 09/30/2023 12/31/2015 - 12/31/2023 Porterville 1/1/2014 9/30/2023 2014 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Tulare County 01/01/2014-12/30/2015 PORTOLA Plumas County 07/19/1905 - 06/15/2027 08/31/2019 - 08/31/2024 Portola 1/1/2019 6/15/2027 2019 2027 8/31/2019 8/31/2024 2019 2024 08/31/2019 - 08/31/2024 Plumas County 6th Cycle 01/01/2019-08/30/2019 PORTOLA VALLEY San Mateo County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Portola Valley 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 San Mateo County 6th Cycle 06/30/2022-01/30/2023 POWAY San Diego County 07/21/1905 - 04/15/2029 04/30/2021 - 04/30/2029 Poway 6/30/2020 4/15/2029 2020 2029 4/30/2021 4/30/2029 2021 2029 04/30/2021 - 04/30/2029 San Diego County 6th Cycle 06/30/2020-04/29/2021 RANCHO CORDOVA Sacramento County 07/21/1905 - 08/31/2029 05/15/2021 - 05/15/2029 Rancho Cordova 6/30/2021 8/31/2029 2021 2029 5/15/2021 5/15/2029 2021 2029 05/15/2021 - 05/15/2029 Sacramento County 6th Cycle 06/30/2021-05/14/2021 RANCHO CUCAMONGA San Bernardino County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Rancho Cucamonga 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 San Bernardino County 6th Cycle 06/30/2021-10/14/2021 RANCHO MIRAGE Riverside County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Rancho Mirage 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Riverside County 6th Cycle 06/30/2021-10/14/2021 RANCHO PALOS VERDES Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Rancho Palos Verdes 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 RANCHO SANTA MARGARITA Orange County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Rancho Santa Margarita 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Orange County 6th Cycle 06/30/2021-10/14/2021 RED BLUFF Tehama County 07/19/1905 - 06/15/2027 08/31/2019 - 08/31/2024 Red Bluff 1/1/2019 6/15/2027 2019 2027 8/31/2019 8/31/2024 2019 2024 08/31/2019 - 08/31/2024 Tehama County 6th Cycle 01/01/2019-08/30/2019 REDDING Shasta County 07/20/1905 - 04/15/2028 04/15/2020 - 04/15/2028 Redding 1/1/2019 4/15/2028 2019 2028 4/15/2020 4/15/2028 2020 2028 04/15/2020 - 04/15/2028 Shasta County 6th Cycle 01/01/2019-04/14/2020 REDLANDS San Bernardino County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Redlands 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 San Bernardino County 6th Cycle 06/30/2021-10/14/2021 REDONDO BEACH Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Redondo Beach 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 REDWOOD CITY San Mateo County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Redwood City 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 San Mateo County 6th Cycle 06/30/2022-01/30/2023 REEDLEY Fresno County 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 Reedley 1/1/2013 12/31/2023 2013 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Fresno County 01/01/2013-12/30/2015 RIALTO San Bernardino County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Rialto 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 San Bernardino County 6th Cycle 06/30/2021-10/14/2021 RICHMOND Contra Costa County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Richmond 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Contra Costa County 6th Cycle 06/30/2022-01/30/2023 RIDGECREST Kern County 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 Ridgecrest 1/1/2013 12/31/2023 2013 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Kern County 01/01/2013-12/30/2015 RIO DELL Humboldt County 07/19/1905 - 08/31/2027 08/31/2019 - 08/31/2027 Rio Dell 1/1/2019 8/31/2027 2019 2027 8/31/2019 8/31/2027 2019 2027 08/31/2019 - 08/31/2027 Humboldt County 6th Cycle 01/01/2019-08/30/2019 RIO VISTA Solano County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Rio Vista 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Solano County 6th Cycle 06/30/2022-01/30/2023 RIPON San Joaquin County 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 Ripon 1/1/2014 12/31/2023 2014 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 San Joaquin County 01/01/2014-12/30/2015 RIVERBANK Stanislaus County 07/15/1905 - 09/30/2023 12/31/2015 - 12/31/2023 Riverbank 1/1/2014 9/30/2023 2014 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Stanislaus County 01/01/2014-12/30/2015 RIVERSIDE Riverside County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Riverside 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Riverside County 6th Cycle 06/30/2021-10/14/2021 Riverside County - Unincorporated Riverside County - Unincorp 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Riverside County - Unincorporated 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Riverside County 6th Cycle 06/30/2021-10/14/2021 ROCKLIN Placer County 07/21/1905 - 08/31/2029 05/15/2021 - 05/15/2029 Rocklin 6/30/2021 8/31/2029 2021 2029 5/15/2021 5/15/2029 2021 2029 05/15/2021 - 05/15/2029 Placer County 6th Cycle 06/30/2021-05/14/2021 ROHNERT PARK Sonoma County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Rohnert Park 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Sonoma County 6th Cycle 06/30/2022-01/30/2023 ROLLING HILLS Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Rolling Hills 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 ROLLING HILLS ESTATES Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Rolling Hills Estates 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 ROSEMEAD Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Rosemead 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 ROSEVILLE Placer County 07/21/1905 - 08/31/2029 05/15/2021 - 05/15/2029 Roseville 6/30/2021 8/31/2029 2021 2029 5/15/2021 5/15/2029 2021 2029 05/15/2021 - 05/15/2029 Placer County 6th Cycle 06/30/2021-05/14/2021 ROSS Marin County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Ross 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Marin County 6th Cycle 06/30/2022-01/30/2023 SACRAMENTO Sacramento County 07/21/1905 - 08/31/2029 05/15/2021 - 05/15/2029 Sacramento 6/30/2021 8/31/2029 2021 2029 5/15/2021 5/15/2029 2021 2029 05/15/2021 - 05/15/2029 Sacramento County 6th Cycle 06/30/2021-05/14/2021 Sacramento County - Unincorporated Sacramento County - Uninco 07/21/1905 - 08/31/2029 05/15/2021 - 05/15/2029 Sacramento County - Unincorporated 6/30/2021 8/31/2029 2021 2029 5/15/2021 5/15/2029 2021 2029 05/15/2021 - 05/15/2029 Sacramento County 6th Cycle 06/30/2021-05/14/2021 SALINAS Monterey County 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 Salinas 1/1/2014 12/31/2023 2014 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Monterey County 01/01/2014-12/30/2015 SAN ANSELMO Marin County 07/14/1905 - 10/31/2022 01/31/2015 - 01/31/2023 San Anselmo 1/1/2014 10/31/2022 2014 2022 1/31/2015 1/31/2023 2015 2023 01/31/2015 - 01/31/2023 Monterey County 01/01/2014-01/30/2015 San Benito County - Unincorporated San Benito County - Unincor 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 San Benito County - Unincorporated 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Marin County 6th Cycle 06/30/2022-01/30/2023 SAN BERNARDINO San Bernardino County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 San Bernardino 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 San Benito County 6th Cycle 06/30/2021-10/14/2021 San Bernardino County - Unincorporated San Bernardino County - Un 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 San Bernardino County - Unincorporated 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 San Bernardino County 6th Cycle 06/30/2021-10/14/2021 SAN BRUNO San Mateo County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 San Bruno 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 San Mateo County 6th Cycle 06/30/2022-01/30/2023 SAN CARLOS San Mateo County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 San Carlos 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 San Mateo County 6th Cycle 06/30/2022-01/30/2023 SAN CLEMENTE Orange County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 San Clemente 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Orange County 6th Cycle 06/30/2021-10/14/2021 SAN DIEGO San Diego County 07/21/1905 - 04/15/2029 04/30/2021 - 04/30/2029 San Diego 6/30/2020 4/15/2029 2020 2029 4/30/2021 4/30/2029 2021 2029 04/30/2021 - 04/30/2029 San Diego County 6th Cycle 06/30/2020-04/29/2021 San Diego County - Unincorporated San Diego County - Unincor 07/21/1905 - 04/15/2029 04/30/2021 - 04/30/2029 San Diego County - Unincorporated 6/30/2020 4/15/2029 2020 2029 4/30/2021 4/30/2029 2021 2029 04/30/2021 - 04/30/2029 San Diego County 6th Cycle 06/30/2020-04/29/2021 SAN DIMAS Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 San Dimas 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 SAN FERNANDO Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 San Fernando 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 SAN FRANCISCO San Francisco County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 San Francisco 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 San Francisco County 6th Cycle 06/30/2022-01/30/2023 SAN GABRIEL Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 San Gabriel 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 SAN JACINTO Riverside County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 San Jacinto 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Riverside County 6th Cycle 06/30/2021-10/14/2021 SAN JOAQUIN Fresno County 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 San Joaquin 1/1/2013 12/31/2023 2013 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Fresno County 01/01/2013-12/30/2015 SAN JOAQUIN COUNTY - Unincorporated San Joaquin County 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 San Joaquin County - Unincorporated 1/1/2014 12/31/2023 2014 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 San Joaquin County 01/01/2014-12/30/2015 SAN JOSE Santa Clara County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 San Jose 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Santa Clara County 6th Cycle 06/30/2022-01/30/2023 SAN JUAN BAUTISTA San Benito County 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 San Juan Bautista 1/1/2014 12/31/2023 2014 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 San Benito County 01/01/2014-12/30/2015 SAN JUAN CAPISTRANO Orange County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 San Juan Capistrano 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Orange County 6th Cycle 06/30/2021-10/14/2021
Item 22.
SAN LEANDRO Alameda County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 San Leandro 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Alameda County 6th Cycle 06/30/2022-01/30/2023 SAN LUIS OBISPO San Luis Obispo County 07/20/1905 - 12/31/2028 01/01/2021 - 12/31/2028 San Luis Obispo 1/1/2019 12/31/2028 2019 2028 1/1/2021 12/31/2028 2021 2028 01/01/2021 - 12/31/2028 San Luis Obispo County 6th Cycle 01/01/2019-12/31/2020 San Luis Obispo County - Unincorporated San Luis Obispo County - U 07/20/1905 - 12/31/2028 01/01/2021 - 12/31/2028 San Luis Obispo County - Unincorporated 1/1/2019 12/31/2028 2019 2028 1/1/2021 12/31/2028 2021 2028 01/01/2021 - 12/31/2028 San Luis Obispo County 6th Cycle 01/01/2019-12/31/2020 SAN MARCOS San Diego County 07/21/1905 - 04/15/2029 04/30/2021 - 04/30/2029 San Marcos 6/30/2020 4/15/2029 2020 2029 4/30/2021 4/30/2029 2021 2029 04/30/2021 - 04/30/2029 San Diego County 6th Cycle 06/30/2020-04/29/2021 SAN MARINO Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 San Marino 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 SAN MATEO San Mateo County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 San Mateo 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 San Mateo County 6th Cycle 06/30/2022-01/30/2023 San Mateo County - Unincorporated San Mateo County - Unincor 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 San Mateo County - Unincorporated 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 San Mateo County 6th Cycle 06/30/2022-01/30/2023 SAN PABLO Contra Costa County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 San Pablo 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Contra Costa County 6th Cycle 06/30/2022-01/30/2023 SAN RAFAEL Marin County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 San Rafael 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Marin County 6th Cycle 06/30/2022-01/30/2023 SAN RAMON Contra Costa County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 San Ramon 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Contra Costa County 6th Cycle 06/30/2022-01/30/2023 SAND CITY Monterey County 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 Sand City 1/1/2014 12/31/2023 2014 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Monterey County 01/01/2014-12/30/2015 SANGER Fresno County 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 Sanger 1/1/2013 12/31/2023 2013 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Fresno County 01/01/2013-12/30/2015 SANTA ANA Orange County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Santa Ana 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Orange County 6th Cycle 06/30/2021-10/14/2021 SANTA BARBARA Santa Barbara County 07/23/1905 - 02/15/2031 02/15/2023 - 02/15/2031 Santa Barbara 6/30/2022 2/15/2031 2022 2031 2/15/2023 2/15/2031 2023 2031 02/15/2023 - 02/15/2031 Santa Barbara County 6th Cycle 06/30/2022-02/14/2023 Santa Barbara County - Unincorporated Santa Barbara County - Unin07/23/1905 - 02/15/2031 02/15/2023 - 02/15/2031 Santa Barbara County - Unincorporated 6/30/2022 2/15/2031 2022 2031 2/15/2023 2/15/2031 2023 2031 02/15/2023 - 02/15/2031 Santa Barbara County 6th Cycle 06/30/2022-02/14/2023 SANTA CLARA Santa Clara County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Santa Clara 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Santa Clara County 6th Cycle 06/30/2022-01/30/2023 Santa Clara County - Unincorporated Santa Clara County - Uninco 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Santa Clara County - Unincorporated 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Santa Clara County 6th Cycle 06/30/2022-01/30/2023 SANTA CLARITA Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Santa Clarita 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 SANTA CRUZ Santa Cruz County 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 Santa Cruz 1/1/2014 12/31/2023 2014 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Santa Cruz County 01/01/2014-12/30/2015 Santa Cruz County - Unincorporated Santa Cruz County - Unincor 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 Santa Cruz County - Unincorporated 1/1/2014 12/31/2023 2014 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Santa Cruz County 01/01/2014-12/30/2015 SANTA FE SPRINGS Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Santa Fe Springs 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 SANTA MARIA Santa Barbara County 07/23/1905 - 02/15/2031 02/15/2023 - 02/15/2031 Santa Maria 6/30/2022 2/15/2031 2022 2031 2/15/2023 2/15/2031 2023 2031 02/15/2023 - 02/15/2031 Santa Barbara County 6th Cycle 06/30/2022-02/14/2023 SANTA MONICA Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Santa Monica 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 SANTA PAULA Ventura County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Santa Paula 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Ventura County 6th Cycle 06/30/2021-10/14/2021 SANTA ROSA Sonoma County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Santa Rosa 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Sonoma County 6th Cycle 06/30/2022-01/30/2023 SANTEE San Diego County 07/21/1905 - 04/15/2029 04/30/2021 - 04/30/2029 Santee 6/30/2020 4/15/2029 2020 2029 4/30/2021 4/30/2029 2021 2029 04/30/2021 - 04/30/2029 San Diego County 6th Cycle 06/30/2020-04/29/2021 SARATOGA Santa Clara County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Saratoga 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Santa Clara County 6th Cycle 06/30/2022-01/30/2023 SAUSALITO Marin County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Sausalito 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Marin County 6th Cycle 06/30/2022-01/30/2023 SCOTTS VALLEY Santa Cruz County 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 Scotts Valley 1/1/2014 12/31/2023 2014 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Santa Cruz County 01/01/2014-12/30/2015 SEAL BEACH Orange County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Seal Beach 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Orange County 6th Cycle 06/30/2021-10/14/2021 SEASIDE Monterey County 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 Seaside 1/1/2014 12/31/2023 2014 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Monterey County 01/01/2014-12/30/2015 SEBASTOPOL Sonoma County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Sebastopol 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Sonoma County 6th Cycle 06/30/2022-01/30/2023 SELMA Fresno County 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 Selma 1/1/2013 12/31/2023 2013 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Fresno County 01/01/2013-12/30/2015 SHAFTER Kern County 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 Shafter 1/1/2013 12/31/2023 2013 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Kern County 01/01/2013-12/30/2015 Shasta County - Unincorporated Shasta County - Unincorpora07/20/1905 - 04/15/2028 04/15/2020 - 04/15/2028 Shasta County - Unincorporated 1/1/2019 4/15/2028 2019 2028 4/15/2020 4/15/2028 2020 2028 04/15/2020 - 04/15/2028 Shasta County 6th Cycle 01/01/2019-04/14/2020 SHASTA LAKE Shasta County 07/20/1905 - 04/15/2028 04/15/2020 - 04/15/2028 Shasta Lake 1/1/2019 4/15/2028 2019 2028 4/15/2020 4/15/2028 2020 2028 04/15/2020 - 04/15/2028 Shasta County 6th Cycle 01/01/2019-04/14/2020 Sierra County - Unincorporated Sierra County - Unincorpora 07/19/1905 - 06/15/2027 08/31/2019 - 08/31/2024 Sierra County - Unincorporated 1/1/2019 6/15/2027 2019 2027 8/31/2019 8/31/2024 2019 2024 08/31/2019 - 08/31/2024 Sierra County 6th Cycle 01/01/2019-08/30/2019 SIERRA MADRE Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Sierra Madre 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 SIGNAL HILL Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Signal Hill 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 SIMI VALLEY Ventura County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Simi Valley 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Ventura County 6th Cycle 06/30/2021-10/14/2021 Siskiyou County - Unincorporated Siskiyou County - Unincorpo 07/22/1905 - 11/15/2030 02/15/2023 - 02/15/2031 Siskiyou County - Unincorporated 12/31/2018 11/15/2030 2018 2030 2/15/2023 2/15/2031 2023 2031 02/15/2023 - 02/15/2031 Siskiyou County 6th Cycle 12/31/2018-02/14/2023 SOLANA BEACH San Diego County 07/21/1905 - 04/15/2029 04/30/2021 - 04/30/2029 Solana Beach 6/30/2020 4/15/2029 2020 2029 4/30/2021 4/30/2029 2021 2029 04/30/2021 - 04/30/2029 San Diego County 6th Cycle 06/30/2020-04/29/2021 Solano County - Unincorporated Solano County - Unincorpora07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Solano County - Unincorporated 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Solano County 6th Cycle 06/30/2022-01/30/2023 SOLEDAD Monterey County 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 Soledad 1/1/2014 12/31/2023 2014 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Monterey County 01/01/2014-12/30/2015 SOLVANG Santa Barbara County 07/23/1905 - 02/15/2031 02/15/2023 - 02/15/2031 Solvang 6/30/2022 2/15/2031 2022 2031 2/15/2023 2/15/2031 2023 2031 02/15/2023 - 02/15/2031 Santa Barbara County 6th Cycle 06/30/2022-02/14/2023 SONOMA Sonoma County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Sonoma 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Sonoma County 6th Cycle 06/30/2022-01/30/2023 Sonoma County - Unincorporated Sonoma County - Unincorpo 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Sonoma County - Unincorporated 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Sonoma County 6th Cycle 06/30/2022-01/30/2023 SONORA Tuolumne County 07/19/1905 - 06/15/2027 08/31/2019 - 08/31/2024 Sonora 1/1/2019 6/15/2027 2019 2027 8/31/2019 8/31/2024 2019 2024 08/31/2019 - 08/31/2024 Tuolumne County 6th Cycle 01/01/2019-08/30/2019 SOUTH EL MONTE Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 South El Monte 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 SOUTH GATE Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 South Gate 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 SOUTH LAKE TAHOE El Dorado County 07/19/1905 - 06/30/2027 06/30/2022 - 06/30/2027 South Lake Tahoe 12/31/2021 6/30/2027 2021 2027 6/30/2022 6/30/2027 2022 2027 06/30/2022 - 06/30/2027 El Dorado County 6th Cycle 12/31/2021-06/29/2022 SOUTH PASADENA Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 South Pasadena 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 SOUTH SAN FRANCISCO San Mateo County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 South San Francisco 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 San Mateo County 6th Cycle 06/30/2022-01/30/2023 St. Helena Napa County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 St. Helena 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Napa County 6th Cycle 06/30/2022-01/30/2023 Stanislaus County - Unincorporated Stanislaus County - Unincorp07/15/1905 - 09/30/2023 12/31/2015 - 12/31/2023 Stanislaus County - Unincorporated 1/1/2014 9/30/2023 2014 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Stanislaus County 01/01/2014-12/30/2015 STANTON Orange County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Stanton 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Orange County 6th Cycle 06/30/2021-10/14/2021 STOCKTON San Joaquin County 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 Stockton 1/1/2014 12/31/2023 2014 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 San Joaquin County 01/01/2014-12/30/2015 SUISUN CITY Solano County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Suisun City 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Solano County 6th Cycle 06/30/2022-01/30/2023 SUNNYVALE Santa Clara County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Sunnyvale 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Santa Clara County 6th Cycle 06/30/2022-01/30/2023 SUSANVILLE Lassen County 07/19/1905 - 06/15/2027 08/31/2019 - 08/31/2024 Susanville 1/1/2019 6/15/2027 2019 2027 8/31/2019 8/31/2024 2019 2024 08/31/2019 - 08/31/2024 Lassen County 6th Cycle 01/01/2019-08/30/2019 Sutter County - Unincorporated Sutter County - Unincorpora 07/21/1905 - 08/31/2029 05/15/2021 - 05/15/2029 Sutter County - Unincorporated 6/30/2021 8/31/2029 2021 2029 5/15/2021 5/15/2029 2021 2029 05/15/2021 - 05/15/2029 Sutter County 6th Cycle 06/30/2021-05/14/2021 SUTTER CREEK Amador County 07/21/1905 - 09/15/2029 09/15/2021 - 09/15/2029 Sutter Creek 12/31/2018 9/15/2029 2018 2029 9/15/2021 9/15/2029 2021 2029 09/15/2021 - 09/15/2029 Amador County 6th Cycle 12/31/2018-09/14/2021 TAFT Kern County 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 Taft 1/1/2013 12/31/2023 2013 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Kern County 01/01/2013-12/30/2015 TEHACHAPI Kern County 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 Tehachapi 1/1/2013 12/31/2023 2013 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Kern County 01/01/2013-12/30/2015 TEHAMA Tehama County 07/19/1905 - 06/15/2027 08/31/2019 - 08/31/2024 Tehama 1/1/2019 6/15/2027 2019 2027 8/31/2019 8/31/2024 2019 2024 08/31/2019 - 08/31/2024 Tehama County 6th Cycle 01/01/2019-08/30/2019 Tehama County - Unincorporated Tehama County - Unincorpo 07/19/1905 - 06/15/2027 08/31/2019 - 08/31/2024 Tehama County - Unincorporated 1/1/2019 6/15/2027 2019 2027 8/31/2019 8/31/2024 2019 2024 08/31/2019 - 08/31/2024 Tehama County 6th Cycle 01/01/2019-08/30/2019 TEMECULA Riverside County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Temecula 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Riverside County 6th Cycle 06/30/2021-10/14/2021 TEMPLE CITY Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Temple City 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 THOUSAND OAKS Ventura County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Thousand Oaks 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Ventura County 6th Cycle 06/30/2021-10/14/2021 TIBURON Marin County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Tiburon 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Marin County 6th Cycle 06/30/2022-01/30/2023 TORRANCE Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Torrance 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 TRACY San Joaquin County 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 Tracy 1/1/2014 12/31/2023 2014 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 San Joaquin County 01/01/2014-12/30/2015 TRINIDAD Humboldt County 07/19/1905 - 08/31/2027 08/31/2019 - 08/31/2027 Trinidad 1/1/2019 8/31/2027 2019 2027 8/31/2019 8/31/2027 2019 2027 08/31/2019 - 08/31/2027 Humboldt County 6th Cycle 01/01/2019-08/30/2019 Trinity County - Unincorporated Trinity County - Unincorpora 07/19/1905 - 06/15/2027 08/31/2019 - 08/31/2024 Trinity County - Unincorporated 1/1/2019 6/15/2027 2019 2027 8/31/2019 8/31/2024 2019 2024 08/31/2019 - 08/31/2024 Trinity County 6th Cycle 01/01/2019-08/30/2019 TRUCKEE Nevada County 07/19/1905 - 08/15/2027 08/15/2019 - 08/15/2027 Truckee 1/1/2019 8/15/2027 2019 2027 8/15/2019 8/15/2027 2019 2027 08/15/2019 - 08/15/2027 Nevada County 6th Cycle 01/01/2019-08/14/2019 TULARE Tulare County 07/15/1905 - 09/30/2023 12/31/2015 - 12/31/2023 Tulare 1/1/2014 9/30/2023 2014 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Tulare County 01/01/2014-12/30/2015 Tulare County - Unincorporated Tulare County - Unincorpora 07/15/1905 - 09/30/2023 12/31/2015 - 12/31/2023 Tulare County - Unincorporated 1/1/2014 9/30/2023 2014 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Tulare County 01/01/2014-12/30/2015 TULELAKE Siskiyou County 07/22/1905 - 11/15/2030 02/15/2023 - 02/15/2031 Tulelake 12/31/2018 11/15/2030 2018 2030 2/15/2023 2/15/2031 2023 2031 02/15/2023 - 02/15/2031 Siskiyou County 6th Cycle 12/31/2018-02/14/2023 Tuolumne County - Unincorporated Tuolumne County - Unincorp 07/19/1905 - 06/15/2027 08/31/2019 - 08/31/2024 Tuolumne County - Unincorporated 1/1/2019 6/15/2027 2019 2027 8/31/2019 8/31/2024 2019 2024 08/31/2019 - 08/31/2024 Tuolumne County 6th Cycle 01/01/2019-08/30/2019 TURLOCK Stanislaus County 07/15/1905 - 09/30/2023 12/31/2015 - 12/31/2023 Turlock 1/1/2014 9/30/2023 2014 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Stanislaus County 01/01/2014-12/30/2015 TUSTIN Orange County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Tustin 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Orange County 6th Cycle 06/30/2021-10/14/2021 TWENTYNINE PALMS San Bernardino County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Twentynine Palms 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 San Bernardino County 6th Cycle 06/30/2021-10/14/2021 UKIAH Mendocino County 07/19/1905 - 08/15/2027 08/15/2019 - 08/15/2027 Ukiah 1/1/2019 8/15/2027 2019 2027 8/15/2019 8/15/2027 2019 2027 08/15/2019 - 08/15/2027 Mendocino County 6th Cycle 01/01/2019-08/14/2019 UNION CITY Alameda County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Union City 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Alameda County 6th Cycle 06/30/2022-01/30/2023 UPLAND San Bernardino County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Upland 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 San Bernardino County 6th Cycle 06/30/2021-10/14/2021 VACAVILLE Solano County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Vacaville 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Solano County 6th Cycle 06/30/2022-01/30/2023 VALLEJO Solano County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Vallejo 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Solano County 6th Cycle 06/30/2022-01/30/2023 VENTURA Ventura County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Ventura 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Ventura County 6th Cycle 06/30/2021-10/14/2021 Ventura County - Unincorporated Ventura County - Unincorpor 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Ventura County - Unincorporated 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Ventura County 6th Cycle 06/30/2021-10/14/2021 VERNON Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Vernon 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 VICTORVILLE San Bernardino County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Victorville 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 San Bernardino County 6th Cycle 06/30/2021-10/14/2021 VILLA PARK Orange County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Villa Park 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Orange County 6th Cycle 06/30/2021-10/14/2021 VISALIA Tulare County 07/15/1905 - 09/30/2023 12/31/2015 - 12/31/2023 Visalia 1/1/2014 9/30/2023 2014 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Tulare County 01/01/2014-12/30/2015 VISTA San Diego County 07/21/1905 - 04/15/2029 04/30/2021 - 04/30/2029 Vista 6/30/2020 4/15/2029 2020 2029 4/30/2021 4/30/2029 2021 2029 04/30/2021 - 04/30/2029 San Diego County 6th Cycle 06/30/2020-04/29/2021 WALNUT Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Walnut 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 WALNUT CREEK Contra Costa County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Walnut Creek 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Contra Costa County 6th Cycle 06/30/2022-01/30/2023 WASCO Kern County 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 Wasco 1/1/2013 12/31/2023 2013 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Kern County 01/01/2013-12/30/2015 WATERFORD Stanislaus County 07/15/1905 - 09/30/2023 12/31/2015 - 12/31/2023 Waterford 1/1/2014 9/30/2023 2014 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Stanislaus County 01/01/2014-12/30/2015 WATSONVILLE Santa Cruz County 07/15/1905 - 12/31/2023 12/31/2015 - 12/31/2023 Watsonville 1/1/2014 12/31/2023 2014 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Santa Cruz County 01/01/2014-12/30/2015 WEED Siskiyou County 07/22/1905 - 11/15/2030 02/15/2023 - 02/15/2031 Weed 12/31/2018 11/15/2030 2018 2030 2/15/2023 2/15/2031 2023 2031 02/15/2023 - 02/15/2031 Siskiyou County 6th Cycle 12/31/2018-02/14/2023 WEST COVINA Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 West Covina 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 WEST HOLLYWOOD Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 West Hollywood 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 WEST SACRAMENTO Yolo County 07/21/1905 - 08/31/2029 05/15/2021 - 05/15/2029 West Sacramento 6/30/2021 8/31/2029 2021 2029 5/15/2021 5/15/2029 2021 2029 05/15/2021 - 05/15/2029 Yolo County 6th Cycle 06/30/2021-05/14/2021 WESTLAKE VILLAGE Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Westlake Village 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 WESTMINSTER Orange County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Westminster 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Orange County 6th Cycle 06/30/2021-10/14/2021 WESTMORLAND Imperial County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Westmorland 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Imperial County 6th Cycle 06/30/2021-10/14/2021 WHEATLAND Yuba County 07/21/1905 - 08/31/2029 05/15/2021 - 05/15/2029 Wheatland 6/30/2021 8/31/2029 2021 2029 5/15/2021 5/15/2029 2021 2029 05/15/2021 - 05/15/2029 Yuba County 6th Cycle 06/30/2021-05/14/2021 WHITTIER Los Angeles County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Whittier 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Los Angeles County 6th Cycle 06/30/2021-10/14/2021 WILDOMAR Riverside County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Wildomar 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Riverside County 6th Cycle 06/30/2021-10/14/2021 WILLIAMS Colusa County 07/20/1905 - 12/31/2028 01/01/2021 - 12/31/2028 Williams 1/1/2019 12/31/2028 2019 2028 1/1/2021 12/31/2028 2021 2028 01/01/2021 - 12/31/2028 Colusa County 6th Cycle 01/01/2019-12/31/2020 WILLITS Mendocino County 07/19/1905 - 08/15/2027 08/15/2019 - 08/15/2027 Willits 1/1/2019 8/15/2027 2019 2027 8/15/2019 8/15/2027 2019 2027 08/15/2019 - 08/15/2027 Mendocino County 6th Cycle 01/01/2019-08/14/2019 WILLOWS Glenn County 07/21/1905 - 11/30/2029 11/30/2021 - 11/30/2029 Willows 12/31/2018 11/30/2029 2018 2029 11/30/2021 11/30/2029 2021 2029 11/30/2021 - 11/30/2029 Glenn County 6th Cycle 12/31/2018-11/29/2021 WINDSOR Sonoma County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Windsor 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Sonoma County 6th Cycle 06/30/2022-01/30/2023 WINTERS Yolo County 07/21/1905 - 08/31/2029 05/15/2021 - 05/15/2029 Winters 6/30/2021 8/31/2029 2021 2029 5/15/2021 5/15/2029 2021 2029 05/15/2021 - 05/15/2029 Yolo County 6th Cycle 06/30/2021-05/14/2021 WOODLAKE Tulare County 07/15/1905 - 09/30/2023 12/31/2015 - 12/31/2023 Woodlake 1/1/2014 9/30/2023 2014 2023 12/31/2015 12/31/2023 2015 2023 12/31/2015 - 12/31/2023 Tulare County 01/01/2014-12/30/2015 WOODLAND Yolo County 07/21/1905 - 08/31/2029 05/15/2021 - 05/15/2029 Woodland 6/30/2021 8/31/2029 2021 2029 5/15/2021 5/15/2029 2021 2029 05/15/2021 - 05/15/2029 Yolo County 6th Cycle 06/30/2021-05/14/2021 WOODSIDE San Mateo County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Woodside 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 San Mateo County 6th Cycle 06/30/2022-01/30/2023 Yolo County - Unincorporated Yolo County - Unincorporate 07/21/1905 - 08/31/2029 05/15/2021 - 05/15/2029 Yolo County - Unincorporated 6/30/2021 8/31/2029 2021 2029 5/15/2021 5/15/2029 2021 2029 05/15/2021 - 05/15/2029 Yolo County 6th Cycle 06/30/2021-05/14/2021 YORBA LINDA Orange County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Yorba Linda 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 Orange County 6th Cycle 06/30/2021-10/14/2021 YOUNTVILLE Napa County 07/22/1905 - 12/31/2030 01/31/2023 - 01/31/2031 Yountville 6/30/2022 12/31/2030 2022 2030 1/31/2023 1/31/2031 2023 2031 01/31/2023 - 01/31/2031 Napa County 6th Cycle 06/30/2022-01/30/2023 YREKA Siskiyou County 07/22/1905 - 11/15/2030 02/15/2023 - 02/15/2031 Yreka 12/31/2018 11/15/2030 2018 2030 2/15/2023 2/15/2031 2023 2031 02/15/2023 - 02/15/2031 Siskiyou County 6th Cycle 12/31/2018-02/14/2023 YUBA CITY Sutter County 07/21/1905 - 08/31/2029 05/15/2021 - 05/15/2029 Yuba City 6/30/2021 8/31/2029 2021 2029 5/15/2021 5/15/2029 2021 2029 05/15/2021 - 05/15/2029 Sutter County 6th Cycle 06/30/2021-05/14/2021 YUBA COUNTY - Unincorporated Yuba County 07/21/1905 - 08/31/2029 05/15/2021 - 05/15/2029 Yuba County - Unincorporated 6/30/2021 8/31/2029 2021 2029 5/15/2021 5/15/2029 2021 2029 05/15/2021 - 05/15/2029 Yuba County 6th Cycle 06/30/2021-05/14/2021 YUCAIPA San Bernardino County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Yucaipa 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 San Bernardino County 6th Cycle 06/30/2021-10/14/2021 YUCCA VALLEY San Bernardino County 07/21/1905 - 10/15/2029 10/15/2021 - 10/15/2029 Yucca Valley 6/30/2021 10/15/2029 2021 2029 10/15/2021 10/15/2029 2021 2029 10/15/2021 - 10/15/2029 San Bernardino County 6th Cycle 06/30/2021-10/14/2021
Item 22.
Jurisdiction Coachella ANNUAL ELEMENT PROGRESS REPORT
Reporting Year 2023 (Jan. 1 - Dec. 31) Housing Element Implementation Planning Period 6th Cycle 10/15/2021 - 10/15/2029 Date of Rezone Rezone Type
2 4 5 6 7 9 10 11
APN Street Address Project Name+
Local
Jurisdiction
Tracking ID+
Date of Rezone Very Low-Income Low-Income Moderate-Income Above ModerateIncome Rezone Type Parcel Size
(Acres)
General Plan
Designation Zoning Minimum Density Allowed
Maximum
Density Allowed
Realistic
Capacity Vacant/Nonvacant Description of Existing Uses
Note: "+" indicates an optional field
Cells in grey contain auto-calculation formulas
Summary Row: Start Data Entry Below
3 8
Project Identifier RHNA Shortfall by Household Income Category Sites Description 1 Sites Identified or Rezoned to Accommodate Shortfall Housing Need and No Net-Loss Law Table C
Item 22.
Jurisdiction Coachella
Reporting Year 2023 (Jan. 1 - Dec. 31)
1 2 3 4
Name of Program Objective Timeframe in H.E Status of Program Implementation
4.2 Reasonable
Accomodation
adopt reasonable accomodation
procedures by 2026 Program has not been adopted and plan to start in 2024 Objective Design and
Development Standards
Toolkit
Streamline the development approval
process by 2026 Program has been implemented
Zoning Code Constraints remve barrier to production of a variety of housing types by 2026 Zoning Consistency Update approved Summer 2023
5.3 Parking requirements
reduce parking requirements in
residental projects for special needs
groups
by 2026 parking zoning update in progress
5.4 Eliminate Dwelling Unit
Size Standard
remove minimum dwelling unit size
stnards as a constraint on housign
development
by 2026 adopted with 2023 Zoning Consistency Update
5.5 ADUs Remove references to second units and
make consistent with state law by 2026 Not started yet
1.12 Accessory Dwelling
Unit Outreach increase ADU production 2024 City developed a dedicated ADU page including provison of pre-approved ADU plans that allow for expedited review.
1.1 General Plan
Implementation
Creating zonesfor sites identified in the
site inventory 2026 Zoning Consistency Update approved Summer 2023
ANNUAL ELEMENT PROGRESS REPORT
Housing Element Implementation
Housing Programs Progress Report
Describe progress of all programs including local efforts to remove governmental constraints to the maintenance, improvement, and development of housing as identified in the housing element.
Table D
Program Implementation Status pursuant to GC Section 65583
Item 22.
Jurisdiction Coachella Note: "+" indicates an optional field Reporting Period 2023
(Jan. 1 - Dec.
31)
Cells in grey contain auto-calculation
formulas
Designation Size Notes
1 2 3 4 5 6 7
APN Street Address/Intersection Existing Use Number of
Units
Surplus
Designation
Parcel Size (in
acres) Notes
767-720-001 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2022
767-720-002 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2023
767-720-003 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2024
767-720-004 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2025
767-720-005 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2026
767-720-006 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2027
767-720-007 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2028
767-720-008 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2029
767-720-009 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2030
767-720-010 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2031
767-720-011 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2032
767-720-012 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2033
767-720-013 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2034
767-720-014 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2035
767-720-015 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2036
767-720-016 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2037
767-720-017 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2038
767-720-018 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2039
767-720-019 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2040
767-721-001 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2041
767-721-002 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2042
767-721-003 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2043
767-721-004 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2044
767-721-005 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2045
767-721-006 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2046
767-721-007 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2047
767-721-008 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2048
767-721-009 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2049
767-721-010 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2050
767-721-011 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2051
767-721-012 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2052
767-721-013 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2053
767-721-014 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2054
767-721-015 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2055
NOTE: This table must contain an invenory of ALL
surplus/excess lands the reporting jurisdiction owns
Summary Row: Start Data Entry Below
Parcel Identifier
ANNUAL ELEMENT PROGRESS REPORT
Housing Element Implementation
Table H
Locally Owned Surplus Sites
For Riverside County jurisdictions, please format the APN's as follows:999-999-999
Item 22.
767-721-016 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2056
767-721-017 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2057
767-721-018 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2058
767-721-019 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2059
767-721-020 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2060
767-721-021 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2061
767-721-022 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2062
767-721-023 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2063
767-721-024 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2064
767-721-025 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2065
767-721-026 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2066
767-721-027 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2067
767-721-028 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2068
767-721-029 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2069
767-721-030 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2070
767-721-031 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2071
767-721-032 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2072
767-721-033 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2073
767-721-034 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2074
767-721-035 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2075
767-721-036 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2076
767-721-039 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2077
767-721-040 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2078
767-721-041 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2079
767-721-042 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2080
767-721-043 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2081
767-721-044 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2082
767-721-045 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2083
767-722-001 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2084
767-722-002 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2085
767-722-003 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2086
767-722-004 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2087
767-722-005 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2088
767-722-006 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2089
767-722-007 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2090
767-722-008 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2091
767-722-009 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2092
767-722-010 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2093
767-722-011 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2094
767-722-012 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2095
767-722-013 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2096
767-722-014 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2097
767-722-015 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2098
767-722-016 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2099
767-730-001 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2100
767-730-002 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2101
Item 22.
767-730-003 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2102
767-730-004 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2103
767-730-005 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2104
767-730-006 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2105
767-730-007 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2106
767-730-008 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2107
767-730-009 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2108
767-730-010 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2109
767-730-011 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2110
767-730-012 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2111
767-730-013 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2112
767-730-014 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2113
767-730-016 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2114
767-730-017 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2115
767-730-018 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2116
767-730-019 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2117
767-730-020 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2118
767-730-021 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2119
767-730-022 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2120
767-730-023 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2121
767-730-024 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2122
767-730-025 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2123
767-730-026 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2124
767-730-027 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2125
767-730-028 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2126
767-730-029 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2127
767-730-030 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2128
767-730-031 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2129
767-730-032 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2130
767-730-033 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2131
767-730-034 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2132
767-730-035 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2133
767-730-036 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2134
767-730-037 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2135
767-730-038 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2136
767-730-039 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2137
767-730-040 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2138
767-730-041 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2139
767-730-042 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2140
767-730-043 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2141
767-730-044 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2142
767-730-045 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2143
767-730-046 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2144
767-730-047 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2145
767-730-048 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2146
767-730-049 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2147
Item 22.
767-730-050 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2148
767-731-008 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2149
767-731-009 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2150
767-731-010 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2151
767-731-011 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2152
767-731-012 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2153
767-731-013 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2154
767-731-014 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2155
767-731-015 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2156
767-731-016 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2157
767-731-017 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2158
767-731-018 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2159
767-731-019 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2160
767-731-020 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2161
767-731-021 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2162
767-731-022 SE Corner of Ave 50 + Calhoun St., Coachella, CA 92236 Residential 0 Surplus Land 37.3 Part of 37.3 Acre Property and sold in 2163
778-420-004 Not Available Residential 0 Surplus Land 5
763-131-018 86969 Avenue 52, Coachella, CA 92236 Residential 0 Surplus Land 5.16 763-400-016 Not Available Residential 0 Surplus Land 3.99 763-400-017 Not Available Residential 0 Surplus Land 3.8 763-131-018 86969 Avenue 52, Coachella, CA 92236 Industrial 0 Surplus Land 5.16 778-042-009 Not Available Residential 0 Surplus Land 0.22 778-042-010 1609 4th Street, Coachella, CA 92236 Residential 0 Surplus Land 0.14 778-093-005 1308 6th Street, Coachella, CA 92236 Commercial 0 Surplus Land 0.15 778-110-001 Not Available Commercial 0 Surplus Land 0.14 763-412-030 Not Available Residential 0 Surplus Land 0.15 768-222-004 Not Available Residential 0 Surplus Land 0.18
Item 22.
Jurisdiction Coachella ANNUAL ELEMENT PROGRESS REPORT
Reporting Period 2023 (Jan. 1 - Dec. 31) Housing Element Implementation Planning Period 6th Cycle 10/15/2021 - 10/15/2029
Project Type Date
2 3
APN Street Address Project Name+ Local Jurisdiction
Tracking ID+
Unit Category
(SH - Student Housing) Date Very Low- Income
Deed Restricted
Very Low- Income
Non Deed
Restricted
Low- Income Deed
Restricted
Low- Income
Non Deed
Restricted
Moderate- Income
Deed Restricted
Moderate- Income
Non Deed
Restricted
Above
ModerateIncome
Summary Row: Start Data Entry Below
Not
Cells in g
Table J
Student housing development for lower income students for which was granted a density bonus pursuant to subparagraph (F) of paragraph (1) of subdivision (b) of Section 65915 Project Identifier Units (Beds/Student Capacity) Approved 1 4
NOTE: STUDENT HOUSING WITH DENSITY BONUS ONLY. This
table only needs to be completed if there were student housing projects WITH a density bonus approved pursuant to
Government Code65915(b)(1)(F)
Annual Progress Report January 2020
Item 22.
Jurisdiction Coachella ANNUAL ELEMENT PROGRESS REPORT
Reporting Period 2023 (Jan. 1 - Dec. 31)
Planning Period 6th Cycle 10/15/2021 - 10/15/2029
No Does the Jurisdiction have a local tenant preference policy? If the jurisdiction has a local tenant preference policy, provide a link to the jurisdiction's webpage on their internet website containing authorizing local ordinance and supporting materials.
Notes
Table K
Tenent Preference Policy
Local governments are required to inform HCD about any local tenant preference ordinance the local government maintains when the jurisdiction submits their annual progress report on housing approvals and production, per Government Code 7061 (SB 649, 2022, Cortese). Effective January 1, 2023, local governments adopting a tenant preference are required to create a webpage on their internet website containing authorizing local ordinance and supporting materials, no more than 90 days after the ordinance becomes operational.
Item 22.
Jurisdiction Coachella
Reporting Year 2023 (Jan. 1 - Dec. 31)
Total Award Amount Total award amount is auto-populated based on amounts entered in rows 15-26.
Task $ Amount Awarded $ Cumulative Reimbursement
Requested
Other
Funding Notes
Housing Element Update $65,000.00 Other General Fund
CEQA Processing Rezoning $50,000.00
Electronic Permitting System $25,000.00 Other General Fund and ARPA ADU/JADU Architectural Drawings $20,000.00 Other General Fund Summary of entitlements, building permits, and certificates of occupancy (auto-populated from Table A2) Current Year
Deed Restricted 0
Non-Deed Restricted 0
Deed Restricted 0
Non-Deed Restricted 75
Deed Restricted 0
Non-Deed Restricted 0
226
301
Current Year
Deed Restricted 43
Non-Deed Restricted 0
Deed Restricted 65
Non-Deed Restricted 0
Deed Restricted 0
Non-Deed Restricted 75
133
316
Current Year
Deed Restricted 0
Non-Deed Restricted 0
Deed Restricted 0
Non-Deed Restricted 0
Deed Restricted 0
Non-Deed Restricted 27
51 78
Moderate
Above Moderate
Total Units
Completed Entitlement Issued by Affordability Summary
Income Level
Very Low
Low
Moderate
Above Moderate
Total Units
Building Permits Issued by Affordability Summary
Income Level
Very Low
Low
Total Units
Certificate of Occupancy Issued by Affordability Summary Income Level
Very Low
Low
Moderate
Above Moderate
Completed
ANNUAL ELEMENT PROGRESS REPORT
Local Early Action Planning (LEAP) Reporting
(CCR Title 25 §6202)
Other (Please Specify in Notes)
Please update the status of the proposed uses listed in the entity’s application for funding and the corresponding impact on housing within the region or jurisdiction, as applicable, categorized based on the eligible uses specified in Section 50515.02 or 50515.03, as applicable.
$ 160,000.00
Task Status
Completed
Completed
Item 22.
General Plan Implementation Actions Update for 2023 Calendar Year Land Use + Community character (LU)
# Action description Priority Time frame Respons
ibility
Relevant
Goals 2023 Update
Zoning ordinance update. Following the adoption of the General Plan, update Coachella’s Zoning Ordinance. The City Council and planning staff should explore and/or modify the following items in addition to others in line with the Plan’s vision. The zoning consistency analysis can be found in Appendix C. LU-1 -Zoning Consistency Update adopted by CC July 2023 •Update the zoning code and official Zoning Map to comply with and implement the General Plan Designations and General Plan Designation Map. LU-2 -Objective Design Standards adopted 2023 •Update the zoning code to encourage creative leisure and recreational uses in transit accessible and walkable areas. LU-3 •Create a park once district. LU-5 -Park once district to be considered with parking standards update 2023 •Establish climate-appropriate, design guidelines that recommend best practices for passive heating and cooling in Coachella’s climate. M-1 -Not started. Somewhat addressed in objective design stds 2023 •Develop an incentive program that will assist developers in revitalizing existing structures. M-4 -incentive program not in place - goal by '24. Commercial Façade program approved for 2024. •Develop an incentive program to encourage and assist developers to develop along transit routes and to revitalize existing structures. M-7 -Commercial facadem program approved by Council in '24 •Create bicycle parking and storage requirements for all new development (or remodeling/rebuilding to the extent feasible) to cover a broad range of bike parking needs, including parking in multi-family residential dwellings, employee parking for commuters and general purpose parking in commercial areas, civic facilities and parks.
Collaborate with the School Districts to provide adequate bicycle parking facilities for students and staff.
CHW-5
-bicycle and storage requirement shall be a goal '24
•Require a certain proportion or number of units in each residential development to include universal design elements, ensuring easy modifications to accommodate wheelchairs. CHW-8 -universal design element requirement will occur with zoning consistency goal '25 •Establish community gardens in appropriate locations and set forth basic regulations for community gardens, such as creation, maintenance, and operating rules. CHW-9 -community gardens or stub outs - being introduced with parks in new development proposals. •Allow food gardening by right in residential open space areas, including front, back, and side yard space. SNE-1 -not prohibited today - will add language to permitted used in res zones '24 •Prevent schools and other sensitive receptors from locating near known or expected new sources of air pollution and vice versa. The specific “safe” distance from a pollution source is dependent on the source and amount of pollution releases; however, a good rule of thumb is at least 500 feet from busy roadways, highways, and stationary sources.
SNE-2
•When permitting new child-care facilities, require them to submit a customized, or adopt a standard, wellness policy plan to address physical activity programs, interdisciplinary nutrition education and provide meals and snacks that are consistent with current guidelines established by the US Department of Agriculture. SNE-4 •Allow physicians and other medical providers to convert foreclosed or other vacant residential structures into neighborhood health clinics. The City may set restrictions (such as hours of operation, parking, signage, and services offered) to ensure the clinic is not a burden to the neighborhood. SNE-5 •Strive for and encourage all new health and social service facilities to be transit-accessible and pedestrian-friendly. Work with Sun Line to improve transit routes and Sun Dial (Dial a Ride) access to service related facilities. SNE-9 •Encourage the co-location of medical healthcare, mental/behavioral health and social services to increase access to care. SNE-11 •Update development standards and/or create a development checklist to incorporate climate change adaption techniques into the development process. •Establish minimum tree planting requirements and guidelines for different sub areas, development types, street trees and parking lot landscaping to ensure the City’s urban forest/tree canopy is extensive and well maintained. These requirements should also address drought tolerant and native plants and landscaping to reduce overall water usage.
•Allow and encourage the creation of legal accessory dwelling units (ADUs) to enhance the diversity of housing options in existing residential neighborhoods. ADUs may be detached or attached to the principal structure. City adopted pre-approved ADU plans in 2024 and is providing education on this to the public. •Require below market rate units to come in a mix of sizes/number of bedrooms to address the need for affordable housing for different household types. •Require developers/contractors to recycle at least 50 percent of all construction and demolition waste. •Allow and incentivize renewable energy and energy efficiency technologies. •Identify and remove regulatory or procedural barriers to implementing green building practices within the City, such as updating codes, guidelines and zoning, and ensure that all plan review and building inspection staff are trained in green building design practices and techniques. •Identify appropriate buffers between agricultural and urban uses. •Develop standards to provide for cluster development and conservation design to minimize the impacts of urban development on areas where sensitive species are identified.
•Identify standards for green roofs.
•Create guidelines/requirements for permeable paving.
Expand allowances for home occupations/businesses in residential areas.
Reduce parking minimum requirements in projects where the developer conducts a traffic study to determine that unbundled parking and other measures will reduce the number of spaces required per unit. -Parking standards are being reveiwed for code amendments in 2024.G48Not G48
1.High Short Planning
Item 22.
Planning LU-2, LU-3 The City adopted objective design standards in 2023. The City also adopted updated design guidelines for the Pueblo Viejo District in October 23, 2019.
Engineering LU-5
Engineering will follow up on standards specs after zoning consistency update is complete.
LU -6
Planning The City has not engaged with the County on a healthy development review checklist and will aim to do this late 2002.
Engineering N/A Engineering
County
Public Health
Planning City is conducting more community engagement events and workshop for new grants, projects, program and ordinances.
City Manager The resident angagmeent academy was initiated in Fall 2023 with a cohort of 25 residents to gain awareness of City operations and develop local community leadership.
School
District
TCC grant includes a collaborative staeholder structure for commmunity engagement over a 5 year period.
Local
community
groups
5. Sphere of Influence update. Update the City’s Sphere of Influence to exclude undevelopable land in Sub-Area 17. Medium Medium Planning LU-1 Planning LU-2 This has not been completed. COFEM has reached out regarding conservation and working with the City which may be a potential partnership.
Parks LU-4 Not yet achieved - okay to report.
Planning LU-2 City completed its Economic Development Strategy Plan on May 15, 2013. Staff will look to revise and update theis plan in FY 24/25.
City Manager LU-7
Finance LU-10
Library LU-11
Planning
Finance
The City has implemented development impact fees effective 2017 to ensure development pays its fair share or added City service costs.
9. Historic preservation study. Study neighborhoods with a significant number of buildings over 50 years old to determine whether historic districts should be established.
Create and maintain an inventory of historic and pre-historic sites, structures and landmarks of historic and cultural significance in order to determine the potential impact on these resources from proposed projects.
Low Ongoing Planning LU-1 The City has an existing historic resources survey from the early 2000's. Planning staff plans to propose a new historic survey and historical context statement in the FY 24/25 budget
2. Design guidelines update. Update the City’s design guidelines to encourage human-scale urban design at the neighborhood-, block-, and building-scale to promote walkability and social interaction. Elaborate and expand upon the contents of the Land Use + Community Design and Mobility Elements. Guidelines should specify how development along existing and planned transit lines should provide convenient, direct and safe connections to nearby transit stops and integrate transit stops into public space designs.
Medium Medium
3. Healthy development review. Work with the Riverside County Department of Public Health to create a development review process to analyze the health and social equity impacts of development proposals prior to the beginning of the CEQA review process. This could include the creation of a checklist that includes a key set of high priority questions related to how the project affects the food, recreation, and active transportation environments; affordability and access; pollution and toxics exposure; local wealth creation and other topics deemed relevant. The City can choose to integrate this review into the approval process. For larger or more complex projects the City may partner with others (the County Public Health Department, community groups, independent consultants, universities, etc.) to compile a more extensive health impact assessment.
High Short LU-3
4. Community engagement process protocols. Work with community groups and the school district to create minimum protocols for community outreach and engagement processes for different types of municipal decisions so community members can easily learn about input opportunities and know how best to contribute. These protocols should be utilized by all City departments and could include a single electronic database/spreadsheet of institutions, community groups, business, and interested individuals who want to receive meeting announcements; a list of public outreach methods; Spanish translation/interpretation guidance (in what cases to use); social media strategies; youth engagement; provision of food and child-care at public meetings; and other related items. The City should also consider purchasing translation headsets to support increased inclusion.
High Short LU-15
6. Open space conservation strategy. Create an open space conservation program that prioritizes which open space lands to preserve. Emphasize the creation of a citywide greenbelt to achieve conservation goals. Medium Medium
7. Economic development strategic plan. Develop a long-term economic development strategy that develops and retains businesses and a strong middle class in Coachella for the decades to come. The plan should place a strong importance on creating quality jobs in Coachella for existing Coachella residents, career support programs and lifelong education, and professional development. The plan should also highlight the community’s desire for industries that use a “triple bottom line” (health/people, environmental sustainability and profit) and invest back into Coachella’s local economy.
High Short
8. Fiscal impact assessment fees. Establish guidelines and create a fiscal impact assessments fee structure for new projects over 20 acres. High Medium LU-13
Item 22.
Mobility (M)
# aCTION Description Priority Time FRame Responsibili
ty Relevant Goals 2023 Update
Complete streets manual. Develop a complete streets manual to ensure new roadway construction addresses all modes of travel to implement complete street principles. This manual should include the following components, which the City can write as stand-alone chapters over time: Engineering LU-3 M-1
complete street program with public facing web
portal completed in 23/24. ATP Plan provides
addditional info.
•
Multi-modal street guidelines Public Works LU-3 Okay to report. o
Review, identify and implement - Review existing roadways in the City to identify what enhancements are appropriate for specific facilities to better accommodate additional modes of travel and increase connectivity. Implement guidelines within the Complete Streets Design Manual that can be constructed in lieu of roadway and intersection widening. Planning LU-5 There are grant funds obtained to develop a multimodal plan
o
Create standards – Design and document standards for typical roadway right-of-way widths and types that include specifications for bicycle facilities, sidewalks, turn lanes, intersections, crosswalks, transit facilities and other details. Grants Manager Will work with the Engineering Division in getting these standards developed
oMulti-modal level of service – Develop traffic study guidelines that address the impact on all users including automobile drivers and passengers, bicyclists, pedestrians, persons with disabilities and transit riders. Consider revising traditional vehicle level of service (LOS) with methodologies more inclusive of other modes such as the multi-modal level of service (MMLOS). The City should update these guidelines on an ongoing basis as Coachella continues to grow and as new research and technology becomes available.
Public Works
Okay to report.
•Pedestrian and bicycle action plan LU
oPedestrian and bicycle design guidelines – Develop pedestrian and bicycle design guidelines that identify pedestrian requirements such as sidewalk width, offset from the curb and other criteria for sidewalks along roadways. Bicycle guidelines and requirements should ensure that bicycle facilities connect all areas of the city including new and existing developments, regardless whether these areas have gates, sound walls or other barriers. The guidelines should also contain design specifications for on- and off-street bike paths and bike lanes,, street markings, dimensions, intersections, turning lanes, signage and bicycle parking standards. The guidelines should also consider installing drinking water fountains along key bicycle and pedestrian routes. We have an ATP Plan oPrioritization plan – Prepare a prioritization plan for the creation and improvement of sidewalks in existing neighborhoods and bicycle facilities throughout the City. oSubdivision retrofits program – Review existing subdivisions to identify those neighborhoods that can be retrofitted to accommodate additional pedestrian and bicyclist connections. No subdivision retrofit program o
Active transportation requirements – Develop guidelines that require future residential and commercial developments in the City enhance and connect to external bicycle and pedestrian networks. o
Pedestrian and bicycle network map update – Create and update Citywide map (or two maps) of pedestrian and bicycle facilities on a recurring interval of no less than two years and ensure the map(s) is/are accessible to the public. o
Active transportation programs – In addition to design and policy, the plan should contain programs to complement infrastructure improvements such as safety education or a bike sharing programs.
Complete streets funding - On an ongoing basis, pursue grants to implement the multi-modal streets in Coachella, including but not limited to funding from federal and state agencies, philanthropic organizations and corporate giving programs.
Engineering
Public Works
Citywide input is incoporated through LLMD
community meetings and see fix it reporting
software.
Temporary car-free zones program. Develop a program with a simple application process for community event organizers to apply for temporary street closure permits necessary to create car-free events that allow people to safety walk, bike, socialize and exercise in the streets. Medium Short Public Works M-3 This can be achieved through the city's special
event permit - city has permitted several block
parties using this application process. RWLM is
another example of the City supported car-free
zone program
Public Works
Partnering with CVAG in the Go Human Campaign -
installed various street banners and other
educational material with Sunline to promote
walking, cycling, and other modes of
transportation.
Engineering
CV Link and Art and Music Line will inlcude a
signage program
School District
Partnering with CVAG in the Go Human Campaign -
installed various street banners and other
educational material with Sunline to promote
walking, cycling, and other modes of
transportation.
County Health
Department
Engineering
Planning
Transit supportive environments. Collaborate with Sun Line Transit Agency to identify and enhance those existing areas of the City where the land uses, development intensity and the pedestrian environment are conducive to higher levels of transit service and usage. Sun Line Transit Hub effort both existing and future facilities
High Ongoing
Traffic calming program. Develop a citywide program that implements a mechanism to apply traffic calming features to neighborhood roadways in a systematic fashion. This program should incorporate a strong element of public involvement to obtain resident feedback and input to identify appropriate improvements from each neighborhood. High Medium M-2
Signage program. Implement a signage program for bicycle facilities that documents connections to regional facilities, bicycle parking and community facilities along existing and future bicycle facilities. Medium Short M-4 Walking, cycling and public transit education. Develop an active transportation awareness and safety education program in partnership with community groups, schools, other public agencies; employers to educate residents, workers, drivers, businesses and other organizations about the benefits of walking, bicycling, and/or using public transit. Low Medium M-3
Item 22.
Bus stop location review. Review existing bus stop locations to determine their accessibility to key destinations such as schools, residential areas, retail centers and civic facilities. Work with Sun Line to relocate existing bus stop locations as needed to provide greater access to key community destinations. Engineering Sunline does the review of bus stop location and submits new stations for review by the City. City
has also requested stops previously.
Bus stop prioritization. Prioritize those bus stop locations that are connected to bicycle and pedestrian facilities to help meet users’ last mile travel needs.
City staff reviewed all sun line routes for missing
shade structures and 1 bus stop missing to be
addressed by June '24
Transit service prioritization. Work with Sun Line to prioritize future transit service in those areas where the greatest level of transit ridership will occur based on the supportive land use and transportation patterns. City and Sunline partnered to design Coachella Transite Hub for completion June 2024.
Development incentives. Explore and develop incentives to encourage higher-density, transit-friendly development along these transit routes.
Engineering bus stops must be ADA accessible.
Sun Line
Senior Center - bus transport M-F. Cal Vans for
Sunline.
Planning This is information compiled by Sunline.
Engineering
Sun Line
Engineering Okay to report. Track bike lane striping separetly.
Public Works
Transportation infrastructure maintenance funding. Investigate funding mechanisms to maintain existing transportation infrastructure based on existing development such as assessment districts. Citywide traffic fee programs should also be updated on a recurring interval of not less than every five years. High Short Engineering M-6 No plans for a new funding mechansim. Priority
and timeframe medium
Engineering
Engineering suggests 2 year collection of data not
financially feasible and that such multimodal
studies are typically conducted once every ten
years.
Sun Line
Driver education programs. Work with community groups or other public agencies to educate motorists about safely sharing the road with bicyclists, pedestrians, and transit vehicles; child restraint laws; fuel efficient driving; and common causes of preventable collisions to promote overall safety of multi-modal streets users. Low Medium Engineering M-3 Recommend with Police. Engineering identified that they would not have a role in this.
Engineering
Public Works
Participating in CVAGs synchronization projects.
Continue to look at opportunities to incorporate
these features in new construction and grants.
Timeframe - ongoing
High Short M-5
Travel survey. Implement a regular travel survey in association with Sun Line Transit for Coachella residents to identify their commute patterns every two to five years. Low Medium M-5 Transit service improvements for seniors. Meet with Sun Line Transit and community groups annually to identify transit service changes and improvements to accommodate the mobility needs of seniors. Medium Ongoing M-5 Traffic data collection program. Implement a traffic data collection program on a recurring interval of no less than two years. The program should collect data on peak and non-peak traffic counts, bicycling and pedestrian counts for key intersections, transit ridership and automobile collision locations, especially ones that involved a pedestrian cyclist, or alcohol usage. Medium Medium M-7 Operations and maintenance annual reports. Prepare annual reports disclosing incremental operations and maintenance costs associated with new transportation infrastructure built in the City over the past year. Medium Short M-6 Improve traffic flow. Implement traffic features such as roundabouts or the use of integrated signalization to improve traffic flow and reduce emissions from vehicle idling and stop and start. Medium Medium SNE-11
Item 22.
Community Health + Wellness (CHW)
# Action description pRIORITY Time frame Responsibility rELEVANT gOALS 2023 Update
Planning This has not been developed or coordination with Riverside County due to staffing. Planning will begin a conversation on this late 2024.
Riverside County
Department of Public
Health
Healthy budget items. Create a process and criteria that helps staff and elected officials make budget decisions about programs and capital improvement projects that could improve health and equity in Coachella. City Manager
Consideration of DIF fee for wellness projects/infrastructure. CM will work with Finance to estblish a line item on Annual Budget for Health and Equity objective.
A potential approach could include: Human Resources HR has no updates on this section. •Train department leadership on health equity. Planning •
Create health and equity criteria to help departments prioritize budget items. Finance In person budget meetings have been established to work through department budgets. All Departments have been directed to submit full budgets for needed service levels to ensure all needs are considered and prioritized. •Encourage each department to identify one or more health objectives for their annual budget. Engineering CIP program priortizes ATP goals. •Ensure budget items leverage opportunities to improve health co-benefits. Public Works Incoporation of new bike lanes and expanding parks prioritized. Events supported and hosted that promote health.
3 Community oversight. Expand the role of an existing commission or create an ad hoc committee to advise the city council and planning commission on the implementation of the Community Health and Wellness Element and other health-related issues. High Ongoing Planning CHW-1 A Commission has not been created and another Commission has not been identified to assume Community Health and Wellness Issues. This is worth a discussion with Council upon APR review and staff resources available.
City Manager CHW-1 CM will establish a Workplace Wellness team to create wellness programs in May 2024.
Planning CHW-7 Employee Assistance program
5Support events. Host, co-sponsor, and/or organize citywide community health events such as health fairs, educational talks, and workshops, to support positive health behaviors. Medium Ongoing City Council CHW-1 6 Mobile home park environmental checklist. Work with community partners to create a mobile home park checklist to assess compliance with health and safety regulations for a recurring site inspection program. High Short Code Enforcement CHW-2
These are registered by the State and working with the State for bringing them into compliance.
Foreclosure prevention. To prevent foreclosures and to help families who are already in the foreclosure process, work with local community partners to do the following: Ordinance exists where banks have to register property with City when there is a foreclosure and vacant and abondoned.
•
Identify key information such as the number, location, value, condition and owners of foreclosed properties; The City doesn't have a comprehensive program for assisting the public to prevent foreclosures and should involve a discussion with the RIVCO Housing Authority. The TCC discplacement avoidance plan includes foreclosure prevention support and financial literacy support.
•Create bi-lingual information and self-help resources (to post on the City’s website and in City offices) to help residents prevent and cope with the foreclosure process.
Code enforcement would be involved in a small piece of this and perhaps this would involve coordination between Development Services and the Grants Manager
•Sponsor a home economics/finance education class for first time homebuyers. •Pass and enforce a foreclosure registration ordinance that applies to both vacant and occupied buildings. •
Work with utility companies to transfer account holder names in lieu of shutting off service in foreclosure properties.
Planning
City Manager -City contracts $100,000 a year for homeless services/outreach CVAG
Riverside County
Homeless Programs
Unit
9Healthy building resources. Create healthy building material checklists and fact sheets that can be provided to property owners and contractors when applying for building permits. Short Building CHW-2 This has not been completed and could be assigned as a task of the Dev Svcs Dept Assistant II.
2High Short CHW-1
1 Health impacts in staff reports. Collaborate with the Riverside County Department of Public Health to create and implement the use of a health impacts protocol to help assess and disclose the health co-benefits and impacts of new construction, capital improvement projects and other land use decisions. The protocol should provide guidance on a range of health topics and include objective criteria. The protocol’s results should be included in city council and planning commission staff reports. When appropriate, seek review assistance from the Riverside County Department of Public Health in completing the assessment.
High Immediate CHW-1
4 Workplace wellness. Identify a workplace wellness team and create a model workplace wellness program for City employees. The team should assess employee health needs and implement workplace wellness programs and events. Some possible actions include offering employee incentives for healthy eating and physical activity; smoking cessation programs; group fitness or diet programs; health screenings; physical activity breaks for meetings over one hour in length; accommodate breastfeeding employees upon their return to work; and encourage walking meetings and use of stairways. The City should share this model workplace wellness program information with local employers to encourage the adoption of similar practices. The City can provide incentives (such as priority permit processing) to “healthy employers” who provide employee health benefits such as paid sick days, health insurance, gym membership, among others.
High Ongoing
7 Medium Ongoing Code Enforcement CHW-2
8 Homelessness plan and services. Review the Valley Wide Homelessness Plan and existing homeless services and shelters in the Eastern Coachella Valley to determine gaps in services and housing. Implement the most applicable strategies for Coachella and focus on helping homeless persons in high visibility areas (like Harrison street or Veterans’ Park) who detract from perceptions of public safety. Work with community organizations to create supportive housing for homeless community members.
Ongoing CHW-2
Item 22.
Tobacco retail licensing fee
. Adopt a tobacco retail licensing fee and penalties that would allow more stringent oversight and enforcement of tobacco sales to minors. Medium Police Administration CHW-3 Smoke-free public events and facilities. Ban smoking at outdoor public events and public facilities, including farmers’ markets, public parks and trails, and community street fairs. Ongoing Public Works CHW-3 City events occur on city property which bans the use of tobacco on city property.
Second- and third-hand smoke exposure. Research and adopt an ordinance that bans smoking in multi-unit residential buildings and care/convalescent facilities. Before an ordinance is passed, educate single- and multi-family property owners and managers about the effects of second-and third-hand smoke and encourage them to include anti-smoking policies in rental agreements. Connect property owners to resources (such as model lease language) if they want to ban smoking in their rental units.
Short Planning CHW-3 This has not been done and recommend a study session with Council to identify what priority level this is.
Smoke-free worksites. Write and adopt an ordinance that bans smoking: in outdoor dining areas, within 30 feet of unenclosed waiting areas, within 30 feet of enclosed areas where smoking is prohibited, in hotel rooms, in retail stores dealing exclusively in the sale of tobacco and smoking paraphernalia, and in unenclosed places of employment. Short Planning CHW-3 This has not been done and recommend a study session with Council to identify what priority level this is.
Planning This has not been completed. Aware of organizations such as Alianza and Konkuey Design Initiative that has been doing some work on this issue. A discussion on this issue may be a good idea for the Parks SubCommittee.
City Council
Police
Raices Cultura presented on an the need for a teen center to Council in 2023.
Desert Recreation
District A Youth Advisory Commission has been established but is currently unfilled.
Park and Recreation
Committee Continue work with community partners to grow this programming.
Public Works
The Desert Rec District provides teen activities and library also provides programming for teen activities.
Senior Center This has not been done and should be presented to Council in a study session regarding the Health Element.
Administration -Senior Center was expanded in 2020
Planning
Desert Recreation
District
Community events. Streamline the permit process for block parties, street fairs and neighborhood events that promote positive interactions, build relationships and attract residents from surrounding communities. Immediate Public Works CHW-1
City's special events continue to grow and provide engagement of various community members. There are 29 community event sponsored by City for 2024.
Planning Staff has not been trained in this and Planning can committee to prioritizing this in 2023
Building
Engineering
Police-community forums. Organize annual community forums with the police department, residents and local businesses to improve relationships and address public safety related to gangs, prostitution, illegal drug sales/use, and general safety around schools and parks. Immediate Police CHW-4 * Should Police answer this? 2 Grassroots emergency preparedness. Facilitate the creation and training of neighborhood emergency response teams to promote preparedness/safety, build community and encourage selfefficacy of neighbors. Immediate EOC Coordinator CHW-4 -City purchased Hidden Harvest site for $900k and applied for SGC Community Resilience Center of $10 million. Annual CERT program with high school students. "Listos" event held with Seniors for emergency training.I44 Public Works The City has experimented with this at Shady Lane Park with fruit trees and is also adding Grapefruit trees along the Urban Greening Project at Sixth Street.
Planning
Engineering
Public Works -City partners with County on composting efforts.
Planning -City purchased Hidden Harvest site for $900k and applied for SGC Community Resilience Center funding to support this a the Hidden Harvest site.
Master Gardener –
UCR Extension
Program
2 Gardening tools and resources. Work with community organizations and neighborhood groups to organize a garden-tool lending program and garden bounty exchange program. The tool lending program would have a “library” of tools and gardening supplies that residents could “check-out” for free or at a very low cost. The garden bounty exchange could be a regular (weekly or monthly) gathering where residents can trade their surplus food crops.
Short Public Works CHW-5 -City purchased Hidden Harvest site for $900k and applied for SGC Community Resilience Center of $10 million.
City Manager -City purchased Hidden Harvest site for $900k and applied for SGC Community Resilience Center of $10 million.
Food Banks
Riverside County
Department of Public
Health
1Safe teen activities. Streamline the process for community organizations to provide after-hours, weekend, and drug- and alcohol-free programming for youth in public spaces and facilities. Short CHW-8 1 Teen and youth needs. Assess the City’s entertainment/recreation resources every three years with the participation of Coachella youth to ensure their needs are met and to curb the influence of gang affiliation/violence. Ongoing CHW-8
1 Crime prevention through environmental design. Train one or more city employees in crime prevention through environmental design (CPTED) principles so they can review and improve the safety of development plans and existing developments with strategies such as building doors/entrances and windows to look out on to streets and parking areas; pedestrian-friendly sidewalks and streets; front porches and adequate nighttime lighting.
Short CHW-4
1 Senior programs. Assess the overall needs of Coachella’s older adult population every three years, in order to plan the appropriate type, quantity and schedule of senior programs and activities.
The assessment should also address senior transportation and funding mechanisms. Short CHW-4 2 Community garden and composting education. Consider hosting demonstration or lecture events and/or providing electronic or printed resources about community and home gardening, composting and permaculture to educate the general public on how to grow organic edible plants. Short CHW-5 2 Edible landscapes. Seek opportunities to create resilient and diverse edible landscapes in appropriate public spaces in Coachella for educational and nutritional purposes. Edible landscapes could be on public property, such as parks, in public rights-of-way, or in front of public buildings, so long as the edible landscapes do not negatively affect the pedestrian experience or create unsafe environments for residents and vehicle occupants. Establish a community-based network of residents, businesses and community organizations to maintain the plants and harvest the food.
Ongoing CHW-5
2 Emergency food. Partner with the Riverside County Public Health Department, local agricultural businesses and charity groups to distribute information about and expand the capacity and reach of emergency food resources. Ongoing CHW-6
Item 22.
Planning
This has not occurred. This is worth a discussion with the City Council regarding City allocating resources for this effort or determining if the City may want to apply for grants
Heal Committee
Safe routes to school. Work with local community groups and public agencies to increase the number of students who walk and bike to/from school by implementing the following: Grants Manager Planning will contact the County Health department. The City has coordinated on these efforts in the past for traffic safety awareness. •Collaborate with the county public health department, the Coachella Valley Unified School District (CVUSD), and local community groups to obtain grant funds to for infrastructure and safe routes to school programs (crossing guards, walking schools buses, bike trains, and carpools). Engineering Planning staff is encouraging more pedestrian/cyclist connections to streets and pathways.
•Work with the CVUSD to incorporate traffic safety awareness, including bicycle and pedestrian safety, into school curriculums. Planning •
Integrate street improvement priorities identified by the county’s safe routes to school program into the City’s capital improvement program. A listing of completed SRTS projects can be found in ATP Plan •Work with local developers, Home Owners Associations, and schools to provide more direct pedestrian and cyclist access to schools by creating pathways through dead ends and sound walls.
Engineering is working with CVUSD to complete walkability study for ATP grant opportunities.
Planning This has not been done but worth a preliminary discussion with first 5 California.
First 5 Celina hold position on Consortium for Early Leaning Services and they have a stategic plan
Finance
No updates - not implemented
Planning
City Manager
Finance City completed a new library on 6th Street and looking to improve facilities with the Library Annex construction in 2023 funded by State Grant Riverside County
Library System
2Community space fund. Maintain development fee programs to accumulate funds for the acquisition and improvement of parks and public gathering places and facilities. Ongoing Finance CHW-8 The City has continued to implement a park improvemnt development impact fee.
3 Plaza vendors. Create a simple healthy food truck permit program that allows food and beverage vendors to operate in or around the perimeter of parks and plazas so long as they meet certain nutritional requirements determined by the City. Ongoing Planning CHW-6 This has not occurred but can be addressed when the City drafts its street vendor ordinance in 2024. Look into supporting through EPA fnding in FY 24-25 Riverside County
Finance
Compliance has already been mandated. This was in effect in 2010. Not sure what can be added to this.
3 Mobile clinics. Increase the use of mobile or remote health care (e.g., e-health care, clinics on wheels) in Coachella for farm workers and others with poor health care access through partnerships with Riverside Department of Public Health, local hospitals and community clinics. Ongoing Local Health Clinics CHW-9 City Council To some extent this has been created in partnership with nonprofit organizations at the old City Hall.
City Manager
-City conducted a feasibility study with the CA Endowment and KDI to turn the old City Hall building to multi-use facility/community/civic center in December 2020."
Planning
-City purchased Hidden Harvest site for $900k and applied for SGC Community Resilience Center of $10 million.
Information Technical
Manager CHW-9 This has not been created and could be done in late 2023 led by Planning.
Planning CHW-8
2 Healthy foods and beverages at public events. Research and adopt an ordinance to increase healthy food and beverage options at public facilities, meetings and events. The ordinance should consider banning sugar-sweetened beverages and increase the proportion of “healthy” items sold in vending machines and at concession stands. Adopt City nutrition guidelines based on work across the state and nation. Guidelines should include unhealthy food items that may not be served at public meetings/events, ideas of healthy food and beverage alternatives and criteria for “healthy” vs. “unhealthy” items.
Short CHW-6
2 Ongoing CHW-8
2 Comprehensive child care plan. Work with local and regional agencies and community partners to assess child-care supply, demand and affordability in Coachella at least every five years and implement programs to address child-care shortfalls. Develop and implement a comprehensive Coachella child-care facilities plan that engages the resources of the City, community partners, and employers in Coachella. The plan will identify priority geographic areas to locate new centers considering target populations and supply gaps and identify and assess existing and potential financing mechanisms for facility development. The plan will also consider a variety of funding sources and, if appropriate, include a nexus study to determine whether new development should contribute to child care facilities in Coachella.
Short CHW-8
CHW-8
CHW-8
3Patient protection and the Affordable Care Act. Provide resources and training for employers to address compliance with the Affordable Care Act. Short CHW-9 2 Library facilities. Work with the Riverside County library system to expand the reach and scope of programs and services offered at the Coachella branch. Specifically, improve service to the immigrant community; be a centralized resource for information about, and referrals, to community and social services; bridge the digital divide (age, race/ethnicity, and income) through computer classes; expand multilingual materials. As Coachella’s population increases, consider using development impact fees to fund additional library facilities, equipment and programs.
Ongoing
3Health and social services resource list. Publish a list of health and social services resources on the City’s website. Immediate Ongoing 3Multi-use facilities. Collaborate with community partners to create a resource center that could house a “one-stop shop” for social services in the City including an employment opportunity center. Long term Long
Item 22.
Sustainability + Natural Environment (SNE)
# aCTION Description Priority Time FRame Responsibili
ty
Relevant
Goals 2023 Update
Heat island mitigation plan. Write and adopt a Heat Island Mitigation Plan that requires new commercial and residential developments to incorporate cool roofs, cool pavements and strategically placed shade trees. The plan should outline how the City will actively inspect and enforce state requirements for cool roofs on non-residential re-roofing projects. High Short Engineering SNE-1 priority - short - timeframe - Medium and consolidate w/ sustainable landscape management plan. Grant needed
Planning SNE-1
Building
Engineering SNE-3 consolidate with above
Public Works SNE-11
Planning
Emergency
Coordinator
CVAG
HARC
Public Health
Building
Imperial Irrigation
District
Planning This will require adoption of an ordinancy by City Council. Will begin in 2023 Building
Planning Will begin in 2023.
Building
Agriculture education park. Acquire a working agricultural site to manage as an educational and cultural park. Low Long Public Works SNE-5 Right-to-Farm Ordinance. Work with the Riverside County Agriculture Commissioner to write and adopt a right-to-farm ordinance. (See this model ordinance: http://www.smartgrowthamerica.org/smartgrowthusa/wp-content/uploads/2011/01/modelrtfordinance.pdf) High Short Planning SNE-5
This has not been done. Planning staff can look into this in 2023.
Habitat impacts. Develop a set of guidelines for evaluating project impacts to habitat, as well as for requiring specific mitigations for those that are identified. Low Medium Planning SNE-9 This has not been done and currently this City would rely on CEQA. Staff recommend this be a long-term goal.
City Manager
Public Works Not yet achieved
Engineering Difficult to implement due to extreme heat and staff idling.
City Manager The Existing Park Master Plan is more than 15 years old. This likely is overdue and would require an appropriation to bring on a consultant to assist.
Public Works
Engineering
Public Works The Existing Park Master Plan is more than 15 years old. This likely is overdue and would require an appropriation to bring on a consultant to assist.
Planning
Planning This has not been created and may be worth developing with drafting of a new Parks Master Plan.
Public Works
EngineeringParks
and Recreation
Committee
Climate Action Plan. Maintain and implement a Climate Action Plan. At a minimum interval of two years, update the GHG inventory and evaluate progress towards the City’s GHG emissions reduction target.
Planning staff will work on this with coordination with the Assistant to the City Manager in late 2024.
Retention Basins. Establish requirements for below grade onsite storm water requirements water storage of a certain size be stored underground to preserve land.
This may be a savings to developers do underground retention and get park credit.
Sustainable landscape management plan. Create and update a landscape management plan that includes a consistent and sustainable landscaping and streetscape palette to apply to all roadways throughout the City. Different pallets and designs should apply to different districts and street types. Should specify different landscape designs for different districts and street types and prioritize shade, ease of maintenance and water conservation. The plan should also contain an urban forest management strategy. The effect should seek to optimize shade, ease of maintenance, water conservation climate benefits.
High Medium
Vulnerability/resiliency assessment and climate adaptation strategy. Work with the regional government associations to conduct a community-wide assessment of the potential health impact, cumulative impact, and risk resiliency factors of climate change on Coachella residents. The assessment should identify the geographic areas, groups and individuals most vulnerable to climate change and specific opportunities for the City to improve its response. Vulnerable groups typically include infants and young children, the elderly, outdoor workers, people with preexisting health conditions such as asthma, and communities already affected by other social, economic, or other environmental injustices. With this information, develop a climate adaptation strategy to protect the public from heat waves and vector control, increased threats of wildfire, changing precipitation patterns, reduced water supply and increased peak energy demand.
Medium Medium SNE-1
4 Energy efficiently education. Organize workshops on how to increase energy efficiency of homes and businesses through topics such as home weatherization, building envelope design, smart lighting systems and conducting a self-audit of energy usage. High Ongoing SNE-2 Grey water ordinance. Write and adopt a grey water ordinance establishing criteria and standards to permit the safe and effective use of grey water (also known as on-site water recycling).
Review and revise, without compromising health and safety, other building code requirements that might otherwise prohibit such systems. High Short SNE-3 Water efficient buildings. Establish or adopt a checklist to ensure developers and contractors plan and install water-efficient infrastructure and technology, including low-flow toilets and showerheads, moisture-sensing irrigation and other advances. High Short SNE-3 Eco-contractor policy. Consider the creation and adoption of a policy that gives preference to contractors that use reduced emissions equipment for City construction projects as well as for City contracts for services (e.g., garbage collection). The preference policy could also include other aspects of environmentally friendly business and operations practices. Low Ongoing SNE-11 Vehicle idling ordinance. Establish a local ordinance that exceeds the state vehicle idling restrictions where appropriate, including restrictions for bus layovers, delivery vehicles, trucks at warehouses and distribution facilities and taxis, particularly when these activities take place close to sensitive land uses (schools, senior centers, medical facilities and residences). Medium Ongoing SNE-11 Developer park guidelines. Create “Developer Guidelines for Coachella Park Standards and Requirements” to set standards, requirements, definitions, and procedures to assist developers in creating parks that contribute to the City’s parks system. Medium Short SNE-13 Parks Master Plan. Revise and adopt the parks master plan, which shall address current deficiencies in park space, specific sites, accessibility, funding sources and fees. The new Parks Master Plan shall also provide for physical activity amenities in selected parks and recreation centers. The City shall install and maintain indoor or outdoor exercise equipment in selected park and recreation centers and signage to encourage exercise (i.e., mile markers on existing and new paths, health and safety tips, and stretching/ strengthening exercise suggestions, etc.). The City shall also incorporate improvements, such as water fountains and restroom facilities, in parks to allow people to spend more time outdoors.
High Immediate SNE-13
Item 22.
Safety (S)
# aCTION Description Priority Time FRame Responsibility Relevant Goals 2023 Update
1 Hazard prevention education. Develop and make available to all residents and businesses, literature on hazard prevention and disaster response, including information on how to earthquake-proof residences and places of business and information on what to do before, during and after an earthquake. Short- Community Development S-8 -This can be done with the efforts where the City purchased Hidden Harvest site for $900k and applied for SGC Community Resilience Center of $10 million. 2 Housing rehabilitation program. Develop and administer a housing rehabilitation grant and/or loan program that allows owners of manufactured (mobile) homes to seismically retrofit their houses. Short- Community
Development S-1
In February 2024, the City partnered with the County of Riverside and Workforce Development Dept to adminster and implement the City's Home Enhancement Program which uses CDBG and ARPA funds.
3 FIRM updates. Work with the Federal Emergency Management Agency (FEMA) and the Coachella Valley Water District to develop better, more comprehensive Flood Insurance Rate Maps for Coachella, including the hillside areas. The City should identify and map local problem areas too small or currently outside of FEMA or California Department of Water Resources mapping. Use the mapping to create flood overlays for zoning and land use maps.
LongCommunity
Development, Public
Works, and Water
Department
S-3
This effort is ongoing and maps are updated in collaboration with CVWD. 4Comprehensive drainage plan. Develop a comprehensive drainage plan that could be used as a guide as the City is built out in the future. LongPublic Works, Community
Development
S-3
Storm Water Master Plan adopted last year.
5 Fire safety education. Prepare and provide educational materials that inform homeowners of the importance of defensible space, correct use of power tools and machinery that can spark and ignite a fire, the dangers of igniting outdoor fires and fireworks and proper construction standards and materials. Long-term, as developm Fire Department,
Community
Development
S-8
6 Notification of hazardous materials. Adopt a notification and posting requirement ordinance for pesticide use in all public buildings and facilities in the City. Notification that pesticides, such as insecticides, fungicides or herbicides, are to be applied creates the opportunity to identify problems before spraying. A City ordinance may consider limiting when and what pesticides are used (e.g. restricting spray zones to non-play areas, prohibiting pesticide application when residents will be present, etc.).
Short- Fire Department S-5
7 Pesticide education to business. Create a program to provide educational materials to gardeners and landscape companies that do business in Coachella about alternatives to and safer usage of toxic pesticides and herbicides. Short Fire Department S-6 8 Restrictions on pesticide application. Develop policies and protocols to ensure pesticides are not sprayed when not safe to do so, for example when there are high winds, when nearby schools are in session, etc. S-6
9Siting. Update the zoning code to reflect healthy siting considerations and avoid siting unhealthy land uses near schools or residential areas. Ongoing Community Development S-5 This can be addressed with the Zoning Consitency Update.
Item 22.
Infrastructure + Public Service (IPS)
# Action Description Priority Time Frame Responsibility Relevant Goals 2023 Update Utilities Manager
Engineering
Finance The City has implemented development impact fees effective 2017 to ensure development pays its fair share or added City service costs.
Sanitary
Finance The City has implemented development impact fees effective 2017 to ensure development pays its fair share or added City service costs.
Stormwater treatment. Establish a development impact fee program to fund the development of new stormwater treatment and conveyance capacity. High Short Public Works IPS-4 This is okay to report recommend timeframe be updated to medium.
Solid waste management. Create and implement a Solid Waste Management Plan to institute measureable reduction targets that includes composting green waste and food scraps. Medium Medium Public Works IPS-5 The city submits its annual report to CalRecycle that includes the city's reduction efforts. 1383 program where Burrtec is to reduce organic waste by 75%.
Wastewater treatment. Establish a development impact fee program to fund the development of new wastewater treatment and conveyance capacity. High Short IPS-3 Development Impact Fees. Update the development impact fee program to fund the development of all infrastructure necessary for new development, including new water supplies and new water supply infrastructure. This fee program shall include a mechanism for the provision of tertiary water treatment and distribution infrastructure. High Short IPS-2
Item 22.
Noise (N)
# Action Description Priority Time
Frame Responsibility Relevant Goals 2023 Update
Revise the City’s Municipal Code to achieve the goals and policies of this General Plan Noise Element, as necessary. Examples of such revisions may include: N-1 Planning will work on Zoning Code changes beginning November 2025. •Limit the hours of deliveries to commercial, mixed-use, and industrial uses adjacent to residential and other noise-sensitive land uses. N-2 •Limit noise levels generated by commercial and industrial uses. N-3 •
Limit the hours of operation for refuse vehicles and parking lot sweepers if their activity results in an excessive noise level that adversely affects adjacent residential uses.
•Require the placement of loading and unloading areas so that commercial buildings shield nearby land uses from noise generated by loading dock and delivery activities.
If necessary, additional sound barriers shall be constructed on the commercial sites to protect nearby noise-sensitive uses. •Require all commercial health, ventilation, and air conditioning (HVAC) machinery to be placed within mechanical equipment rooms wherever possible. •Require the provision of localized noise barriers or rooftop parapets around HVAC, cooling towers, and mechanical equipment so that line of sight to the noise source from the property line of the noise-sensitive receptors is blocked. 1 High Short Planning
Item 22.
STAFF REPORT
3/27/2024
TO: Honorable Mayor and City Council Members
FROM: Dr. Gabriel Martin, City Manager
SUBJECT: Approval of the 2024 City Council Meetings Calendar STAFF RECOMMENDATION:
Staff recommends the approval of the 2024 City Council meetings calendar.
BACKGROUND:
Per the City of Coachella Municipal Code, Title 2 (Administration and Personnel), Chapter 2.04 (City Council), Section 2.04.040 - The City Council shall meet regularly on the second and fourth Wednesdays of each month at six p.m. at the Coachella City Council Chambers, City Hall located at 1515 Sixth Street, Coachella, California.
DISCUSSION/ANALYSIS:
Staff recommends that the following 2024 City Council meetings be cancelled:
Date: Reason:
January 10, 2024 New Year’s Day Holiday
April 10, 2024 Spring Break
August 14, 2024 Dark
August 28, 2024 Dark
September 25, 2024 League of California Cities – Annual Conference October 23, 2024 Dark
November 27, 2024 Thanksgiving Holiday
December 25, 2024 Christmas Holiday
Under Resolution No. 2001-10 – The Coachella Council Policies, Rules, and Procedures, Section 7 and 8 – the Mayor or the majority of the City Council can call a special or emergency meeting at any time and place.
ALTERNATIVES:
1. City Council may recommend additional cancellation dates or reduced the proposed
Item 23.
cancellation dates
2. City Council not approve the recommended 2024 City Council meetings calendar FISCAL IMPACT:
No fiscal impact to the budget
ATTACHMENTS:
1. Attachment “A” – 2024 City Council Meetings Calendar: January 2024 – December 2024
Item 23.
2024
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Item 23.
STAFF REPORT
3/27/2024
TO: Honorable Mayor and City Council Members
FROM: Ruben Ramirez, Controller
SUBJECT: Authorize the City Manager to execute a contract to Conduct a Comprehensive User Fee Study and Cost Allocation Plan and appropriate $38,210 from General Fund Unreserved fund balance.
STAFF RECOMMENDATION:
Authorize the City Manager to execute a contract to Conduct a Comprehensive User Fee Study and Cost Allocation Plan with Willdan Financial Services in the amount of $38,210
BACKGROUND:
The City of Coachella continues to experience operational changes that generate a variety of challenges. These challenges include: the adequate provision of facilities and services; managing growth and development in progressive ways; and ensuring that revenues sources keep up with new demands for services. In order to ensure that revenues sources keep up with service demands it is necessary to periodically complete a comprehensive cost allocation program and to up-date the calculation for establishing a user fee and rate schedule. The last time the City completed these studies was in 2010 and the method of cost allocation and most of the amount of user fees charged have remained constant ever since.
DISCUSSION/ANALYSIS:
Willdan Financial Services has submitted a proposal that will provide a Comprehensive User Fee Study and Cost Allocation Plan that will enhance fiscal sustainability and equitable distribution of financial resources within the community, align fees and charges with the cost of providing the services, while promoting transparency, fairness, and responsible financial management.
Key City issues and objectives that are addressed within the scope of services include the following:
▪ Meeting with City Staff to review existing fee schedules, conduct interviews and gather information necessary to understand the processes, operations, structure and staffing necessary for the City to provide services for which fees are charged;
Item 24.
▪ Conducting analysis that clearly identifies the full (100%) cost of providing services for which fees are charged, and ensuring that there is a reasonable relationship between these costs, the services being provided, and the recipients of these services – all to support compliance with Prop 26 and Prop 218;
▪ Developing a well-documented Cost Allocation Plan for both full and OMB compliant purposes, which is flexible and able to accommodate changes in City structure, staffing and processes going forward, and which allows for inflation adjustments; ▪ Comparing costs of providing services with current cost recovery levels and evaluating and adjusting fees and charges to ensure they align with the cost of the services being provided by the City;
▪ Identifying and evaluating opportunities to develop and implement fees for services being provided for which fees don’t currently exist;
▪ Identifying the amount of revenue being recovered based on current fee levels and activity levels, and projecting future estimates so that recommended fees recover appropriate amounts of revenue;
▪ Working with City Staff to develop meaningful recommendations for fee setting and subsidies where charging fees that represent full cost recovery may not be reasonable for policy or political reasons;
▪ Providing meaningful ‘apples to apples’ comparisons of key fees charged by the City of Coachella to other similar, and/or nearby cities chosen in discussions between Willdan and City Staff. The comparisons will involve applicable fees for sample representative projects which the City could anticipate encountering;
▪ Providing the City with models that incorporate data and information used in developing updated fees, and allows for updates for CPI, new added personnel, updated time estimates and volumes, or other factors as necessary; and
▪ Preparing a report that clearly identifies services for which fees are charged, the cost of those services, current and recommended cost recovery levels, and fee amounts, and presenting the results in a way that is readily understood by decision makers.
The end products will include user-friendly Excel-based models, which City staff will retain, and which can be easily updated to add or remove services and/or costs, update budgets in future years, determine the proper allocation of expenditures, and on-going full cost of services provided by the
Item 24.
City. Most importantly, we will ensure that the results and recommendations are clear and understandable, defensible, and easily implementable.
Project Schedules
ALTERNATIVES:
1. Authorize the User Fee Study and Cost Allocation Plan to update the current User Fee and Cost allocation.
Item 24.
2. Do no authorize the User Fee Study and Cost Allocation Plan and keep using the current User fee and Cost Allocation. This decision will have a negative impact in the revenues collected to recover the cost of the City of Coachella to provide services resulting in a loss for the City and using other revenues to complement the cost of services provided.
FISCAL IMPACT:
The User Fee Study and Cost Allocation Plan is not included in the approved budget 2023-24 and it will need funding from the General Fund unassigned fund balance (101) in the amount of $38,210 to increase the budget in account E - 101-11-160-10-334-000.
Attachment 1:
Willdan Financial Services Proposal
Item 24.
City of Coachella
Comprehensive User Fee Study
and Cost Allocation Plan
Item 24.
T 951.587.3500 ▪ 800.755.6864 | F 951.587.3510 ▪ 888.326.6864 | 27368 Via Industria, Suite 200, Temecula, CA 92590 | www.willdan.com i February 27, 2024
Mr. Ruben Ramirez submitted via email: [email protected] Controller
City of Coachella
567 El Camino Real
Coachella, CA 94066
Re: Proposal to Conduct a Comprehensive User Fee Study and Cost Allocation Plan for the City of Coachella Dear Mr. Ramirez,
As you know, cities throughout California consistently contend with limited financial resources to address competing priorities and objectives, while striving to maintain high standards of service to their communities. Processes and staffing often evolve as staff seek efficiencies and more cost-effective service models; or sometimes practices change out of necessity in response to events such as the recent pandemic. Considering this, it is critical that the City of Coachella (“City”) confirm that its fees for requested services are updated to reflect current practices, account for the true cost of providing City services, incorporate provision for overhead rates and costs related to indirect support, and maximize appropriate cost recovery. This will help ensure that the revenues generated by fees cover the cost of those services to the greatest extent possible, ensure effective use of the City’s financial resources and enhance fiscal sustainability. City Staff, and ultimately the City Council, need a clear understanding of standards, service levels and the associated costs. Recognizing this, the City has responded by soliciting proposals for a Comprehensive User Fee Study and Cost Allocation Plan.
Willdan Financial Services (“Willdan”) is uniquely qualified to assist the City of Coachella with this update, following are specific advantages that Willdan brings to the City for these studies:
Experience with the City of Coachella — Willdan is privileged to have previous history of working successfully with the City of Coachella. We will bring the same level of professionalism and expertise, and understanding of the City, to this proposed engagement, and take advantage of our knowledge of the City and relationships with staff to quickly and effectively initiate the study, gather data and information, and clarify questions. Where possible, we will leverage our knowledge of the City’s operations and key staff to facilitate this study in a cost-effective and efficient manner; focusing less time on data gathering, and more on analysis and providing meaningful results, resulting in lower project cost and a higher value.
Extensive Local Experience with Similar Projects for Southern California Cities — Willdan has worked with cities near Coachella, and throughout Southern California, on Cost Allocation and User Fee projects with objectives very similar to those for this study. Our unique local knowledge will help us bring valuable perspective and knowledge of other local cities’ approach to fees and their policies on fee setting and subsidies and assist us in conducting meaningful and efficient fee comparisons to Coachella. Recent and ongoing studies include the Cities of Indian Wells, Palm Desert, Twentynine Palms, Murrieta, Canyon Lake, Eastvale, Claremont, Chino Hills, Chino, Fontana, West Hollywood, Burbank, El Monte, Los Alamitos, Lynwood, Stanton, Montebello, Arcadia, and Pomona.
Collaborative Approach, Proven Results and User-friendly Models and Reports — Willdan prides itself on working closely with City staff to develop an approach that is targeted toward your specific objectives and reality, and then working together with you to gather first-hand information regarding the processes and tasks required to provide services to those requesting them. This is a distinct advantage we will bring in our approach with the City of Coachella. A collaborative approach ensures we clearly
understand your goals and challenges, and just as importantly, you understand the process and the results.
We create user-friendly Excel-based models that the City can retain and conduct our analysis and develop the model collaboratively with City staff. Rather than using an inflexible proprietary software program, we construct our models from the ground up, mirroring the City’s budget format wherever possible.
Created directly from the models, our reports clearly and graphically illustrate full and recommended levels of cost recovery and projections of revenue for fee programs, break down the costs into direct and indirect overhead categories, and present the fee methodologies.
Our Cost Allocation methodologies and
models have been reviewed and approved by
Cognizant Agencies such as the US Army and
recently, the US Department of Housing and
Urban Development, providing evidence of
our thorough and defensible approach to the
development of Cost Allocation strategies.
Item 24.
Mr. Ruben Ramirez, Controller
City of Coachella
Proposal to Conduct a Comprehensive User Fee Study and Cost Allocation Plan February 27, 2024 | Page ii
Our approach is geared toward delivering work on schedule and presenting results at public meetings and council workshops to stakeholders and elected officials who typically do not want or need to see the deep detailed analysis. The Willdan Team is experienced at communicating complex analytical results in a manner that is easy to understand by non-finance-oriented individuals. We have coordinated or participated in numerous public and staff workshops regarding fees and cost of service-based charges.
Unique Combination of Services and Expertise/Public Engagement — Established in 1988, Willdan is a team of over 80 professionals who provide essential financial consulting services throughout California, and the United States. Willdan has provided the requested services to municipal clients for over two decades; and is the only firm providing these types of consulting services that also has a long history of providing contract staff support to public agencies for the delivery of municipal services. This direct experience as “agency staff” provides us with firsthand understanding of City operations and is uniquely useful in determining the full effort associated with service delivery and in developing a fee schedule that is easy to communicate and implement.
We are excited about this opportunity to serve the City of Coachella. To discuss any aspect of our proposal, please contact me; my contact information is provided in the table below.
Willdan Financial Services
Proposal Contact
Chris Fisher
Vice President / Director
27368 Via Industria, Suite 200 | Temecula, CA 92590
Tel #: (951) 587-3500 | Fax #: (951) 587-3510
Email: [email protected]
As a Vice President of Willdan Financial Services, I am authorized to bind the firm to the terms of this proposal, as well as the subsequent agreement.
Respectfully,
WILLDAN FINANCIAL SERVICES
Chris Fisher
Vice President / Director
Item 24.
Comprehensive User Fee Study and Cost Allocation Plan iii City of Coachella, CA
Table of Contents
Scope of Services............................................................................................................................................................ 1 Project Understanding...................................................................................................................... 1 Project Methodologies...................................................................................................................... 3 Scope of Work ................................................................................................................................... 6 Project Schedules ........................................................................................................................... 12 Quality Control Procedures............................................................................................................ 13 Key Personnel ................................................................................................................................................................15 Project Team.................................................................................................................................... 15 Chris Fisher....................................................................................................................................... 16 Tony Thrasher................................................................................................................................... 17 Priti Patel........................................................................................................................................... 18 Samantha Labitan ............................................................................................................................. 19 Robert Quaid..................................................................................................................................... 20 Firm Qualifications ......................................................................................................................................................21 Firm Profile ...................................................................................................................................... 21 Willdan Financial Services ............................................................................................................. 21 References......................................................................................................................................................................23 Similar Studies ................................................................................................................................ 25 Fee Proposal ..................................................................................................................................................................28 Cost Allocation Plan ....................................................................................................................... 28 Comprehensive User Fee Study..................................................................................................... 28 Hourly Fee Schedule....................................................................................................................... 29
Item 24.
Comprehensive User Fee Study and Cost Allocation Plan 1 City of Coachella, CA
Scope of Services
Project Understanding
Willdan Financial Services (“Willdan”) understands that the City of Coachella (“City”) is seeking a Comprehensive User Fee Study and Cost Allocation Plan that will enhance fiscal sustainability and equitable distribution of financial resources within the community, align fees and charges with the cost of providing the services, while promoting transparency, fairness, and responsible financial management.
Given our experience, we have a clear understanding of the issues and concerns that are encountered with this type of project, and more importantly, how to address and overcome them and meet the City’s objectives.
Key City issues and objectives that are addressed within our scope of services include the following:
▪ Meeting with City Staff to review existing fee schedules, conduct interviews and gather information necessary to understand the processes, operations, structure and staffing necessary for the City to provide services for which fees are charged;
▪ Conducting analysis that clearly identifies the full (100%) cost of providing services for which fees are charged, and ensuring that there is a reasonable relationship between these costs, the services being provided, and the recipients of these services – all to support compliance with Prop 26 and Prop 218; ▪ Developing a well-documented Cost Allocation Plan for both full and OMB compliant purposes, which is flexible and able to accommodate changes in City structure, staffing and processes going forward, and which allows for inflation adjustments;
▪ Comparing costs of providing services with current cost recovery levels and evaluating and adjusting fees and charges to ensure they align with the cost of the services being provided by the City; ▪ Identifying and evaluating opportunities to develop and implement fees for services being provided for which fees don’t currently exist;
▪ Identifying the amount of revenue being recovered based on current fee levels and activity levels, and projecting future estimates so that recommended fees recover appropriate amounts of revenue; ▪ Working with City Staff to develop meaningful recommendations for fee setting and subsidies where charging fees that represent full cost recovery may not be reasonable for policy or political reasons; ▪ Providing meaningful ‘apples to apples’ comparisons of key fees charged by the City of Coachella to other similar and/or nearby cities chosen in discussions between Willdan and City Staff. The comparisons will involve applicable fees for sample representative projects which the City could anticipate encountering; ▪ Providing the City with models that incorporate data and information used in developing updated fees, and allows for updates for CPI, new added personnel, updated time estimates and volumes, or other factors as necessary; and ▪ Preparing a report that clearly identifies services for which fees are charged, the cost of those services, current and recommended cost recovery levels, and fee amounts, and presenting the results in a way that is readily understood by decision makers.
The end products will include user-friendly Excel-based models, which City staff will retain, and which can be easily updated to add or remove services and/or costs, update budgets in future years, determine the proper allocation of expenditures, and on-going full cost of services provided by the City. Most importantly, we will ensure that the results and recommendations are clear and understandable, defensible, and easily implementable.
We will meet directly with departmental representatives at the City at the beginning of the project, to discuss the approach and process for the studies. Discussions will include ways to combine tasks and efforts among the cost allocation plan and user fee study components to maximize efficiencies and ensure adherence to specified timelines.
The completion of a CAP is a key component and first step in the analysis necessary to calculate the cost of providing services. A well thought out CAP ensures that indirect costs associated with central overhead services, such as finance, human resources, or city clerk, are appropriately allocated to operating departments, and ultimately included as a cost component of fees for services. We will work collaboratively with City staff to identify the overhead support services that are provided to operating departments in the City and develop a fair and defensible means of allocating these costs.
Rather than a costly and inflexible proprietary
software, which can require expensive licensing
fees, Willdan builds models utilizing Excel, from
the ground up, employing the City’s budget as
the gauge. This model, which is then the City’s
to retain, gives City staff the control to make onthe-fly adjustments and updates.
Item 24.
Comprehensive User Fee Study and Cost Allocation Plan 2 City of Coachella, CA
Our unique model allows us to provide a CAP that will also be compliant with 2 CFR Part 200 Federal regulations related to cost reimbursement and grant funding, formerly known as OMB A-87 and 2 CFR Part 225 guidelines, which have now been superseded by the Omni Circular. The new circular did not completely overhaul the guidelines, and the intent is still the same, but it did add new limitations to consider and incorporate into a compliant CAP.
For the Comprehensive User Fee Study, we will work directly with personnel at the City who provide services and interact directly with residents and customers, to understand the personnel and procedures involved. By carefully examining these processes, we will be able to identify associated costs such as direct staff costs (salaries and benefits) associated with personnel involved in the activities, and appropriate overhead allocations from both the department and city levels.
For a successful and effective engagement, it is important to have a thorough understanding of specific City policies and objectives, the structure and organization of the City, and the relationships between the central and operating departments.
We bring years of successful experience working directly with hundreds of cities throughout California.
Willdan possesses the resources, practical experience, creative thinking, and collaborative consulting skills necessary to complete this important project. Key distinct advantages that Willdan brings to the City include the following:
On-site Data Gathering
Our experience has taught us that working together, via face-to-face discussions, is the most efficient and thorough way to ensure that results are accurate, and that studies are completed in a timely manner, which again, is critical in this proposed engagement.
Consequently, through on-site interviews with your staff, Willdan will collect the majority of required data for studies. This method is better than the typical “time and motion surveys” that are provided to agency staff when studies like these are conducted. This process ensures that we gather the data we need in one coordinated step, rather than having to go through repeated follow-up and clarification.
This approach and the dedication of our staff will help ensure we meet the City’s timeline and objectives and provide important information to City staff and the Council as soon as possible.
Public Engagement
Our models and project approach are geared toward delivering our work on schedule and presenting our analysis results at public meetings and Council workshops. While we understand that the City Council and local business community may be generally supportive of increasing fees where necessary, it will be important to present recommendations to them in a way that clearly demonstrates the rationale and supporting analysis.
The Willdan Team is experienced at communicating complex analytical results in a manner that is easy to understand by non-finance-oriented individuals and facilitates discussion. Our proposed principal-in-charge for this engagement has coordinated or participated in numerous public and staff workshops regarding fees and cost of service-based charges. As previously mentioned, our objective is to provide useful, detailed information, and present recommendations to the City Council and public in a way that clearly demonstrates the rationale and supporting analysis. Our experience ensures that we can meet this objective.
User-friendly Models and Reports
Willdan prides itself on creating user-friendly Excel-based models that the City can retain and conducting our analysis and developing the models collaboratively with City staff. With City staff’s immediate input and collaboration, Willdan will design extremely flexible, intuitive Excel-based models. In the future, as the City assumes new responsibilities, modifies existing processes, and/or eliminates unnecessary services or programs, the models will be capable of adding or deleting funds, objects, departments, programs, staff positions, and activities. Willdan understands that issues facing the City are unique; consequently, we design our models to match your immediate and desired needs to ensure that end-results exceed staff expectations rather than using an inflexible proprietary software.
These models are then the City’s to retain, after our services are completed, and allows for the creation of revenue projections, highlighting potential new revenues, and levels of subsidy.
A key element of these studies is presenting results and recommendations in a straightforward manner, which allows Council and staff to confidently make fee setting policy decisions and understand the impacts of those decisions. Rather than using an inflexible proprietary software program, we construct our models from the ground up, as previously discussed, mirroring the City’s budget format wherever possible. As a result, the information contained in our models are easy for City staff to interpret, and the familiar software ensures ease of navigation.
The model will be developed
to allow the City to run “whatif” scenarios to address possible changes in staffing
levels, working hours, etc.
Item 24.
Comprehensive User Fee Study and Cost Allocation Plan 3 City of Coachella, CA
As the models are being designed and constructed, we will work together with City staff to determine the best and most effective features to include.
After the project is completed, we will provide training, so that staff can independently and efficiently evaluate the effects of changes in certain factors. Created directly from the models, our reports clearly and graphically illustrate the full cost recovery level of fee programs and provide projections of revenue from fee programs.
Project Methodologies
The following describes our proposed approach, and work plan to prepare a Cost Allocation Plan and Comprehensive User Fee Study.
Cost Allocation Plan Methodology
The purpose of this cost allocation plan engagement is to ensure that the City of Coachella is maximizing the recovery of indirect costs from identified operating departments, as well as enterprise and other chargeable funds and capital projects.
Furthermore, a sound cost allocation plan is a foundational element of a user fee study, ensuring that the full cost of providing services that is calculated for setting fees includes provision for internal overhead support.
The Cost Allocation Plan is also integral in the development of internal hourly rates, including CIP billing rates.
We will work closely with staff in identifying the proper balance of allocation factors appropriate for the City.
To achieve the maximum cost recovery objective, the City must have a method of identifying and distributing administrative costs that is fair, comprehensive, well documented, and fully defensible. A cost allocation plan coupled with comprehensive overhead rates will enable the City to achieve this goal.
The allocation models utilize an iterative method which is the most accurate allocation methodology. Unlike a direct or “step-down” methodology, an iterative method uses the chosen distribution bases and allocates central service costs iteratively until all allocable costs have been distributed. Using this method, the model can detail the allocation for each central function individually for complete transparency and accountability, while removing bias that might result from the order in which allocations occur in a step-down approach.
A direct methodology is essentially a one-iteration methodology, while a step-down method is typically only two iterations and is less precise and unable to accurately track the allocations from start to finish.
Approach for Managing the Project
Willdan’s “hands-on” supervision of Cost Allocation Plan studies, include the following methods:
▪ Effective Project Management — Principal-in-Charge Chris Fisher will manage the entire project with an eye toward high responsiveness, while ensuring that all stakeholders are “on board” with the direction of the project, as well as with the final results. Mr. Fisher will ensure that regular status updates are provided to City staff, conference calls are scheduled, and that in-person meetings are conducted (as necessary). ▪ Adherence to Time Schedule — Willdan recognizes that the use of “timelines” is highly effective in meeting all required deadlines. To keep the project on schedule, there are several tasks that must be completed in a timely manner.
Therefore, we will present a project timeline at the kick-off meeting that should be closely followed.
Although the establishment of an experienced project team and a detailed project timeline work extremely well in general, Willdan understands that outside influences can create uncontainable situations for everyone involved in the project. In rare circumstances like these, our team quickly adapts to changes, and communicates our recommended schedule adjustments to the City.
Approach in Communicating with the City
Willdan staff is accustomed to interfacing with local government councils, boards, staff, community organizations, and the public in general in a friendly and helpful manner; we are always mindful that we represent the public agency. We are sensitive to the need of delivering a quality product, with the highest level of service and professionalism.
Therefore, as the work on the project progresses, we understand that it will be necessary for our staff to work closely with you and City personnel. To accomplish this, we employ a variety of tools, including monitoring project status and budget costs; and ensuring effective communication through several options that are based on the City’s preferences.
Experience with Development Service Processes
A unique aspect of our firm is our relationship with our Engineering Division. For many agencies throughout California and other Western states, this division provides contracted services in planning, engineering, and building and safety. When conducting cost recovery studies, we regularly consult with our engineering and land-development staff of experts on development-related issues. By working with our planners, engineers, and building officials, we understand developmentrelated agency service procedures and workflow functions, which often make the entire user fee study process smoother for your staff.
Item 24.
Comprehensive User Fee Study and Cost Allocation Plan 4 City of Coachella, CA
Comprehensive User Fee Study Methodology
To comprehensively update fees, the City should develop a comprehensive user fee schedule that accurately accounts for the true cost of providing services. Once the study is complete, the fee study model must be flexible so that the City can add, delete, and revise fees in the future. To meet this goal, we will bring our expertise and unique perspectives to your fee study by approaching the project with these three principles:
1) Defensibility
Our user fee projects have not been legally challenged since the inception of this practice area in our firm. We have accomplished this by closely working with legal counsel familiar with user fee studies, our engineering division and with agency staff. In this way, we can tailor the correct approach to ensure full cost recovery combined with a sound and reasonable basis for each user fee you implement.
While Proposition 218 does not directly apply to non-property-related fees, we employ principles from this important constitutional article to make certain that your user fee schedule is developed with fairness, equity, and proportionate cost recovery principles in mind. With the addition of Proposition 26, Willdan will review each analyzed user fee for compliance and appropriateness to ensure continued defensibility.
2) Project and Staff Time
The City must have a sound and technically defensible fee schedule to ensure costs are appropriately recovered, as applicants approach the City for its services. Our standards and approaches serve to get to the issues of your fee study quickly.
Starting with the project kick-off, we will make certain that your staff understands the purpose and scope of the study and its corresponding on-site departmental interview. As Willdan is able to communicate directly with the service providers, this face-to-face interaction provides valuable time estimates. 3) Responsiveness
We take great pride in providing responsive service to our client agencies. Frequent communication is critical to a successful user fee study experience. We will provide a list of data requirements in advance of the project kick-off. Due to this simple step, the introductory meeting can focus on the survey input process, answering questions, determining policy goals, and defining next steps in the project. We will follow up weekly with you at each step in the fee study process to make sure that staff “buys in” to the fee study approach and results.
Comprehensive User Fee Study Approach
Our approach to preparing the user fee study and documentation for Coachella includes:
▪ Close coordination with your staff to devise a consensus approach. Different programs and/or different service delivery methods will necessitate different approaches.
We will discuss specific pros and cons with City staff as we determine which methods work best for each fee category; ▪ Strict adherence to key legal and policy issues with regard to user fees, including the percent of cost recovery that the City seeks to achieve. A user fee shall not be set higher than the reasonable cost of providing a fee-generating service.
Our approach provides you with a fee schedule that achieves maximum legal cost recovery while ensuring that each fee is supported by technically defensible documentation; and ▪ Technical analysis necessary to ensure State compliance, and to anticipate and resolve potential policy issues using a combination of industry standards as well as City specific methods.
As described below, there are two basic approaches to calculating user fees:
Approach 1: Case Study Method
This is also sometimes referred to as a cost build-up approach. Using a time and materials approach, the “Case Study Method” examines the tasks, steps and City staff involved in providing a particular ‘unit’ of service, such as a permit review, and then uses that information to develop estimates of the actual labor and material costs associated with providing a unit of service to a single user. It is often used when a service is provided on a regular basis, and staff and other costs associated with the service can be segregated from available budget data.
A typical case study fee model should comprise the following three general cost layers:
Item 24.
Comprehensive User Fee Study and Cost Allocation Plan 5 City of Coachella, CA
1) Central Services Overhead: This category may involve such costs as labor, services, and supplies that benefit more than one department, division, or project. The exact benefits to specific areas are impossible to ascribe to a single activity.
Examples are purchasing, human resources, and liability insurance. As part of the user fee study, these costs are calculated in the overhead cost review.
2) Department Overhead: This category may include
expenses related to such items as office supplies,
outside consultants, and membership dues. It may
include management, supervision, and administrative
support that are not provided to a direct fee-generating service. Typically, these items are charged, on an itemby-item basis, directly to the department, division, or project.
3) Personnel Costs: This category refers to direct
salary and benefit costs of staff hours spent on
providing a fee-generating service (e.g., on-site building inspector).
Approach 2: Average Cost Method
This is also sometimes referred to as a programmatic
approach, because it looks at costs at a program level, and then allocates them to participants on an
occurrence basis. By taking total service costs across a substantial sample period (a year) and dividing by the
total number of service units delivered over that same
period, costs per unit of service is estimated. This
approach is useful when services or programs are
provided in a more aggregate manner, where it might
be difficult to identify a specific sequence of steps
associated with one user or participant; or where it is not feasible to cost-effectively segregate costs
associated with specific activities.
Item 24.
Comprehensive User Fee Study and Cost Allocation Plan 6 City of Coachella, CA
Scope of Work
Our proposed work plans, described in detail by task, are provided below. We will maximize efficiency and costeffectiveness by combining meetings and data gathering efforts between the user fee study and cost allocation plan wherever possible. We explain how each task will be accomplished and identify associated meetings and deliverables. We will work in concert with the City to adjust scopes as needed during the course of the studies.
Cost Allocation Plan
This proposed scope of services addresses the completion of both the full and OMB compliant versions of the Cost Allocation Plan (CAP). We have noted where activities specific to the OMB compliant plan occur.
Task 1: Initial Document Request
Objective: Initial due diligence.
Description: Prior to the kick-off call, relevant documentation will be obtained and reviewed in order to enhance our understanding of the City’s current cost allocation plan and internal structure of the agency. A written request for specific data will be sent to the City. The data provided in this task will provide the building blocks for later model development.
Our request may include (but is not limited to):
▪ Detailed budget and accounting data;
▪ Prior year’s financial data, salary, position, and staffing data; ▪ Organizational structure;
▪ Prior cost allocation plan and/or user fee documentation and models; and ▪ Data related to various allocation bases that may be incorporated as part of the methodology, i.e., City Council agenda frequencies by department, AP/AR transactions by department, IT equipment distribution by department, etc.
Deliverables: Willdan: Submit information request to City.
City: Provide requested data to Willdan (prior to Task 2, Kick-off Call/Refine Scope). We will follow up with the City to confirm in writing the data that we have received, or which is still outstanding.
Task 2: Kick-off / Confirm Project Strategy / Refine Scope Objective: Confirm project goals and objectives and develop overall project strategy. Identify and discuss policy considerations related to the study and determine appropriate fee categories.
Description: Willdan will identify and discuss policy matters typically associated with these studies and address data gaps in order to gain a full understanding of the City’s goals for the cost allocation plan.
We will establish effective lines of communication and processes for information gathering and review, and conduct discussions with City staff to verify the scope, purposes, and objectives for the CAP.
We will also discuss costs that may not be allocable for OMB purposes, and the potential impact on the OMB version of the CAP.
During this call, we will ask that the City assign a project manager to serve as its primary contact. The selected City project manager will ensure that available data is provided to Willdan in a timely manner, thereby maintaining adherence to the project’s schedule.
We will obtain and review the current cost allocation methodology and discuss with City staff. The objective of this review is to determine specific areas of focus as they relate to the City’s objectives, and to discuss and evaluate current and potential allocation factors.
Meetings: One (1) project kick-off meeting or call to initiate the project, discuss data needs and methodologies, and to address policy issues. We would propose to conduct the user fee study kick-off during this same meeting, to maximize efficiency and cost effectiveness of City staff and Willdan time.
Deliverables: Willdan: If needed, a revised project scope and schedule.
City: Provide further data requirements and select/introduce City’s project manager.
Item 24.
Comprehensive User Fee Study and Cost Allocation Plan 7 City of Coachella, CA
Task 3: Gather Staffing Information and Develop Cost Allocation Plan Model Description: This task involves the gathering of specific information, directly from City staff, through interviews and discussion, related to the functions served by indirect staff and the departments served by their activities.
This task also focuses on the development of, and/or adjustment of existing, allocation bases, and the development and testing of a model that will ultimately be used to calculate the proper cost allocations derived from data gathered in prior tasks.
The model will be developed to incorporate any recent changes in the provision of City services, identify the total cost of providing indirect overhead support services, fully allocate central service costs to operating groups such as Development Services, and will include provision for appropriate inflationary adjustments going forward. The model will also be developed to allocate only those costs eligible under 2 CFR Part 200. This is accomplished by loading relevant data into the model, identifying which costs are not allocable under the OMB guidelines. The OMB Super Circular compliant model is valuable as the City may receive Federal or State grant funding that mandates compliance with Federal OMB regulations.
The model will include flexibility to add or delete support service and/or operating groups as changes occur and also the ability to adjust the model and the results annually for inflation, salary, and benefit increases, as well as contract rates.
We will utilize budget and organizational information, and other required information gathered from City staff to complete the work in this task. Specific discussions will be held to discuss allocation bases, services provided by indirect groups, how central overhead services are provided to and utilized by other departments, cost categories and allocation criteria, and how these will factor into the overall cost allocation methodology.
The model and methodology will produce indirect cost rates and overhead percentages which support the development of fully-burdened hourly City staff rates. These hourly rates can be used for a variety of purposes including incorporation into the User Fee Study’s fully burdened personnel rates, billing to Capital Improvement projects work orders, recovery of costs for services provided to City customers working with various City departments, and in the OMB Super Circular compliant CAP, to Federal grants.
Meetings: Online meetings with staff to understand structure and operations as model and allocation bases are developed. Key staff will be interviewed to best understand central overhead staffing and functions and the departments served.
Deliverables: Willdan: One (1) user-friendly model in Microsoft Excel format that provides both a full cost allocation plan and an OMB Super Circular compliant cost allocation plan.
Task 4: Test and Review Cost Allocation Methodology
Objective: Test and review model and results with City.
Description: The draft cost allocation plan model will be reviewed with City staff, and adjusted as necessary, to ensure that preliminary allocations provide an accurate depiction of how the central overhead costs should be borne by the operating programs and funds. Over the past several years, we have successfully integrated online meetings by using WebEx™ as an element to our approach.
This allows us to remotely guide staff through the model review and allows you the opportunity to interactively change inputs and test approaches.
Meetings: One (1) online meeting and demonstration with City staff to review the model.
Deliverables: Willdan and City: Draft cost allocation plan model review.
Task 5: Prepare and Present Draft Report
Objective: Prepare the draft cost allocation report.
Description: This task involves the draft report preparation. The cost allocation plan’s background, model methodologies, and results will be discussed; calculations and supporting data will be presented textually and in easily understood tables and provided to the City.
Meetings: One (1) online meeting to present the draft report to City staff.
Deliverables: Willdan: Draft report for City review and input.
City: Review of draft report, with comments, and edits.
Item 24.
Comprehensive User Fee Study and Cost Allocation Plan 8 City of Coachella, CA
Task 6: Discuss and Revise Report
Objective: Review of draft report, cost distribution methods, and model.
Description: An in-depth review of the draft report and model will be conducted to arrive at an optimum allocation method for each expenditure type.
Often, through the course of an engagement, comments usually revolve around issues of understandability; appropriate levels of enterprise funds’ cost recovery, etc.; ease of calculation; and overhead costs’ distribution methods.
Our reports are structured to include both the overhead and OMB compliant plan, but in the course of review if a separate report is desired for each or just one of the plans, they will be split.
Following a round of comments from City staff concerning the draft report, the final report will be prepared for presentation to the Council.
Meetings: One (1) conference call with City staff to review the report with changes and revisions.
Deliverables: Draft report, and revised draft/final report.
Task 7: Prepare and Present Final Report and Model
Objective: Prepare and present the final report to City Council. Educate City staff on the operation and use of the model for future modifications.
Description: This task is the culmination of the cost allocation plan project. Based on staff comments on the draft report, Willdan will prepare the final report for presentation to City Council.
Meetings: One (1) meeting with the City Council to present the final plan if necessary. This meeting would be held in conjunction with the presentation of the user fee study results.
We will also provide staff training on the operation and use of the model, and consult with the City as needed to respond to challenges or questions related to the CAP.
Deliverables: Willdan: Provide one (1) electronic PDF file copy of the final report and models (full and OMB Super Circular compliant); and five (5) bound copies, and one (1) unbound copy to the City, if requested. Using Microsoft Word and Excel, an updateable electronic copy of the study and models, as well as related schedules, will be provided on CD.
Comprehensive User Fee Study
Task 1: Initial Document Request
Objective: Initial due diligence; obtain study-related data.
Description: Prior to the kick-off meeting, we will obtain and review relevant documentation to further enhance our understanding of the services, fees, and rates to be studied. A written request for data will be sent to the City. Please note that Time Survey data is not part of this request and will be gathered during the on-site interviews described in Task 5.
We will request information and documentation on current fees and fee programs, activity levels, and budget and staffing information (to the extent not already available) related specifically to programs and activities which have associated fees, and for which the City has this level of detail.
Deliverables: Willdan: Submit information request to City.
City: Provide requested data to Willdan (prior to Task 3, Kick-off Meeting/Refine Scope). As with the cost allocation plan, we will follow up with the City to confirm receipt of requested data and information and highlight data elements that are outstanding.
Task 2: Compile Inventory of Current and Potential Fees Objective: Willdan will identify a schedule of fees and methodology for calculating the fees.
Description: Based on the results of the initial document request and independent research, incorporate into our model the existing fees, provided by the City, to comprise the parameters of the fee study.
Meetings: It is possible that a conference call with the City may be necessary to discuss new fees to implement or existing fees that may no longer be required.
Deliverables: Willdan: One (1) draft list of current fees based on initial data provided (to be discussed and finalized during the kick-off call).
City: Review completed fee schedule with comments/revisions to be discussed during the kick-off meeting.
Item 24.
Comprehensive User Fee Study and Cost Allocation Plan 9 City of Coachella, CA
Task 3: Kick-off Conference Call / Refine Scope
Objective: Confirm goals and objectives for the Comprehensive User Fee Study. Identify and discuss policy considerations typically associated with a User Fee Study, for instance cost recovery/subsidy policies, address gaps in data, and refine appropriate existing or new fee categories (based on Task 2).
Description: Verify our understanding of the City’s goals, the City’s cost-recovery policy for user fees, and to fill any gaps in data/information necessary for the project. It is important for the City and Willdan to identify and address any foreseeable problems and maintain open communication throughout the process.
During this call, we will ask that the City identify a project manager who will serve as the primary contact for the project. The project manager shall have responsibility for ensuring that all available data is provided in a timely manner, thereby maintaining adherence to the project’s schedule.
Meetings: One (1) project kick-off call to initiate the entire project, discuss data needs, and address policy objectives.
As mentioned in the cost allocation plan work plan, we suggest combining the kick-off calls to increase efficiency.
Deliverables: Willdan: 1) Revised project scope and schedule (if needed); and 2) brief summary of policy decisions (if needed).
City: 1) Provide further data needs; and 2) determine/introduce City’s project manager.
Task 4: Develop User Fee Model
Objective: Develop and test model.
Description: This task involves the development of the model ultimately used to calculate the departmental fees, based on data and information gathered in previous tasks and in the Time Survey Interviews.
Key model inputs will include staff and allocated overhead costs per position, and relevant budget data on salaries and benefits.
Most of this information will be developed during the cost allocation plan phase of this project and will be incorporated directly into the user fee model. We will request clarification and/or additional data if necessary.
The model will build upon the cost allocation plan results, to provide an allocation of administrative and overhead costs to fee related activities and departments providing services to customers, so that fees and billable rate schedules incorporate applicable costs.
Furthermore, the fees and rates charged to customers will also reflect the cost of the services being provided, to the extent possible given policy and/or political considerations.
Deliverables: Willdan: One (1) user-friendly model in Microsoft Excel format, which, when finalized, City staff can use to calculate fee changes annually, or as often as deemed appropriate by the City Council.
Task 5: Staff Interviews and On-site Information Gathering Objective: Meet with City staff to complete Time Surveys and understand service delivery processes.
Description: In order to assist staff with the completion of the survey worksheets, we will schedule one (1) day of meetings with staff; however, the number of meetings needed may vary depending on the number of staff and departments involved.
The Willdan Team will conduct interviews with supervisors/managers, as well as other staff, as deemed appropriate and/or necessary, from each department involved in the user fee study to determine the average time required by City staff to provide each of the services for which a fee is collected.
The fee model is designed so that full cost recovery fees are calculated immediately upon input of staff time. These full costs are also compared to current cost recovery levels.
This will allow Willdan and City staff to conclude with a final meeting to review the draft full cost recovery fees and adjust any times as necessary once all information has been compiled and input into the fee model. We will schedule the interviews with staff to minimize any disruption to their normal workflow.
Meetings: One (1) business day of meetings/staff interviews. These may be either in person, or virtual using Zoom or WebEx, or a combination depending on City Staff availability. We have received feedback that many cities find virtual meetings to be more efficient as they allow for more flexible scheduling and more focused conversation. We will discuss options with City Staff and proceed accordingly.
Over the past three years we have used these tools very successfully and found them to be highly effective and efficient, particularly for follow-up questions and/or discussions.
Deliverables: Willdan and City: Time surveys and draft full cost recovery fees.
Item 24.
Comprehensive User Fee Study and Cost Allocation Plan 10 City of Coachella, CA
Task 6: Data Analysis and Final User Fee Schedule
Objective: Incorporate information obtained from interviews and surveys to fully develop model.
Description: We will update the model, based on information received during the surveys and interviews with City Staff, to generate a comprehensive user fee schedule. In addition, it is very common that a supplemental data request may be necessary, based on new fees identified that the City is not currently collecting.
Where appropriate, we will suggest and discuss with staff alternate approaches to existing fee programs (i.e., building fees) and suggest potential areas where fees could be collected where they are not currently.
We will calculate and present the full cost recovery level for fees, both current and projected under the new fees, and revenue projections, given certain assumptions about the levels of subsidy for different fees.
Current levels of cost recovery will be compared to actual full costs calculated during the course of this study. Cost will be calculated at reasonable activity levels and include all appropriate direct and indirect costs and overhead. We will review fee programs for compliance with Propositions 218 and 26.
In developing the fee schedules for each division, we will make recommendations for new fees where appropriate, based on our experience with other cities. Some areas for new fees may be due to changes in law (legalized cannabis), or for activities that the City finds itself performing regularly, but for which no fee is collected.
Where possible, we will incorporate discussion of the City’s economic development policies, and where these may intersect with fee programs, for instance setting fees in a manner that encourages certain activities.
The user fee data analysis and model development may take three (3) to four (4) weeks with frequent correspondence with City staff to discuss current cost recovery amounts, necessary to recover full cost and frequency activity.
Meetings: Virtual meetings, as necessary, to gather additional input, complete analysis and finalize fee schedule.
Deliverables: Final user fee model for City Council presentation and discussion.
Task 7: Common Fees Comparison
Objective: Examine selected user fees charged by up to five (5) comparable cities in Riverside County or other jurisdictions that are close in proximity or similar to the City of Coachella.
Description: We will access and use our knowledge of other jurisdictions to benchmark the City’s five (5) most common visible fees or highest yielding fees with comparable jurisdictions.
Fee schedules are rarely readily or directly comparable from agency to agency due to definitional and operational differences. For example, a grading permit in one jurisdiction may include the plan check service, while the same permit in another jurisdiction may not, resulting in similar sounding services with widely varying costs. For this reason, Willdan takes a selection of the City’s most commonly used and/or highest yielding fees.
The survey will contain the following, a comparison of common or similar fees and charges used by the City and other jurisdictions; current and proposed fees and charges unique to the City of Coachella; fees and charges used by other public entities not currently used in the City; and If possible, identify characteristics and processes unique to the City that account for significant variances in fees and charges used by other jurisdictions.
Deliverables: Willdan: Recommendations provided in Task 8 will incorporate the data gathered during our examination.
Task 8: Prepare and Present Draft Report
Objective: Prepare draft report.
Description: This task involves the preparation of the draft report that discusses the study’s background, the methodologies utilized in the study, and the results and presentation to various stakeholder groups. As noted below, meetings may occur during this or the next task as appropriate. The calculations used to generate the user fee study will be included textually, as well as in easy to understand tables. Individual fee summaries by department and a comprehensive fee schedule will be included.
The draft report will include the following:
▪ Key results and findings;
▪ Basic descriptions of each service;
▪ The full cost of each service at lowest reasonable activity level and current cost recovery levels;
Item 24.
Comprehensive User Fee Study and Cost Allocation Plan 11 City of Coachella, CA
▪ Costs broken down graphically into indirect and direct components, with a graphic display of the level of cost recovery;
▪ Fee recommendations with associate levels of cost recovery; ▪ Projections of potential fee revenue;
▪ Assessment of reasonableness of each City’s costs;
▪ Review of reasonableness of current consultant cost structure (for Building Division services); ▪ As appropriate, recommend alternative methodologies for building permit fee calculation; and ▪ Summary and recommendations.
The objective of the report is to communicate the recommendation of appropriate fees, which include the appropriate subsidy percentage for those fees where full cost recovery may be unrealistic.
Meetings: One (1) conference call with City staff, to present draft results address questions and receive feedback.
Deliverables: Willdan: Draft report for City review and comment.
City: Review of draft report, with comments and edits.
Task 9: Revise Draft Report/Determine Cost Recovery Levels for Recommended Adoption Objective: Review of draft report and fee model.
Description: The goal of this task is to conduct an in-depth review of the draft report and model, incorporate feedback and changes as a result of previous discussions, and arrive at an optimum fee structure.
Often through the course of an engagement, City staff will volunteer insightful likes and dislikes regarding the existing fee structure. We listen to this feedback carefully because your staff members know the community best. Comments usually revolve around issues of:
▪ Understandability;
▪ Fairness to applicants;
▪ Ease of calculation;
▪ Appropriate levels of cost recovery; and
▪ Full cost recovery hourly rates.
When adjusting fee recovery levels, we believe it is important to address these concerns.
Following one (1) round of comments from City staff on the draft report and feedback from City staff, we will prepare the final report for presentation to the City Council.
Meetings: One (1) online demonstration (WebEx) to review the report and model, with any revisions.
Deliverables: Draft report, revised draft /final report.
Task 10: Prepare and Present Final Report/Instruct Staff on Model Objective: Prepare and present final report to City Council. Instruct staff on the operation and use of the model for future modifications.
Description: This task is the culmination of the entire project. Based on staff comments received regarding the draft report, we will prepare the final report for presentation.
Meetings: One (1) meeting with City Council to present the results and adopt the updated fee schedule. We will also provide staff training on the operation and use of the model on the same day, during regular business hours.
Deliverables: Provide one (1) electronic PDF file copy of the final report and models; and, if requested, provide five (5) bound copies, and one (1) unbound copy to the City. Using Microsoft Word and Excel, an updateable electronic copy of the study and models, as well as related schedules, will also be provided on CD.
City Staff Support
To complete our tasks, we will need the cooperation of City Staff. We suggest that the City of Coachella assign a key individual to represent the City as the project manager who can function as our primary contact. We anticipate that the City’s project manager will: 1) Coordinate responses to requests for information; 2) Coordinate review of work products; and 3) Help resolve policy issues. Willdan will endeavor to minimize the impact on City Staff in the completion of this project.
We will ask for responses to initial information requests in a timely manner. If there are delays on the part of the City, we will contact the City’s project manager to steer the project back on track. We will keep the City’s project manager informed of data or feedback we need to keep the project on schedule.
Item 24.
Comprehensive User Fee Study and Cost Allocation Plan 12 City of Coachella, CA
Project Schedules
Willdan understands time is of the essence for the City of Coachella to begin this engagement. The schedules can only be met with the cooperation of City staff. Delays in responding to our requests for data and review will result in corresponding delays to the project schedule. If that is the case, we will notify the City immediately of the possible impact on the schedule.
Cost Allocation Plan
Comprehensive User Fee Study
Scope of Services 1 8 15 22 29 6 13 20 27 3 10 17 24 1 8 15 22 29 30 Task 1: Initial Document Request z1
Task 2: Kick-off / Refine Scope (conference call) z2
Task 3: Gather Staffing Information and Develop Model (conference call) z3 Task 4: Test and Review Cost Allocation Methodology (conference call) z4 Task 5: Prepare and Present Draft Report (meeting) z5
Task 6: Discuss and Revise Report (conference call) z6
Task 7: Prepare and Present Final Report/Instruct Staff on Model (meeting) z7 Deliverables:
z1: Information Request z5: Draft Report
z2: Revised Project Scope and Schedule (if needed) z6: Revised Draft Report/Final Report z3: User-friendly Model in Microsoft Excel z7: Final Report – Hard and Electronic Copies z4: Draft Cost Allocation Plan Model Review
City of Coachella
Cost Allocation Plan
Project Schedule
April May June July Scope of Services 1 8 15 22 29 6 13 20 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 30 Task 1: Initial Document Request z1
Task 2: Compile Inventory of Current and Potential Fees z2 Task 3: Kick-off / Refine Scope (web meeting/conference call) z3 Task 4: Develop User Fee Model z4
Task 5: Staff Interviews and Information Gathering (web meetings) z5 Task 6: Data Analysis and Final User Fee Schedule (Web mtgs/conf calls) z6 Task 7: Common Fees Comparison z7
Task 8: Prepare and Present Draft Report (conference call) z8 Task 9: Revise Draft Report/Determine Cost Recovery Levels (conference call) z9 Task 10: Prepare and Present Final Report/Instruct Staff on Model (web meeting) z10 Deliverables:
z1: Information Request z6: Draft Fee and Rate Model Review z2: Draft List of Current Fees z7: Common Fee Comparison z3: Revised Project Scope and Schedule (if needed) z8: Draft Report z4: User-friendly Model in Microsoft Excel z9: Revised Draft Report/Final Report z5: Time Surveys and Draft Full Cost Recovery Fees z10: Final Report – Hard and Electronic Copies City of Coachella
Comprehensive User Fee Study
Project Schedule
April May June July August September
Item 24.
Comprehensive User Fee Study and Cost Allocation Plan 13 City of Coachella, CA
Quality Control Procedures
Project Management Approach
At Willdan, we utilize a Project Management Process/Approach that ensures projects are completed on time, within budget and most importantly yield results that match our clients’ expectations. We will document discussions leading to important policy decisions and/or the choice of critical assumptions used in constructing the analysis and model.
Following key stakeholder discussions, we will schedule a call to summarize findings and direction with City staff, to make certain that we are in agreement with stated objectives, and that feedback is incorporated as appropriate.
Project Management
Define the Project Plan the Project Manage the
Project
Review the
Project
Communicate
the Project
▪ Identify the project
scope, set
objectives, list
potential constraints,
document
assumptions.
▪ Define a course of
action and develop
an effective
communication plan.
▪ Provide a forum for
applying the team’s
collective expertise
to solving difficult
analytical issues that
arise in complex
projects.
▪ Collaborate with the
project team and
client staff and agree
upon timeline to meet
the estimated project
timeline.
▪ Assign workload
functions to
appropriately
qualified staff to
ensure milestones
are met, on time.
▪ Pre-schedule quality
control meetings with
the project team to
maintain the
progressive motion of
the project.
▪ Manage the
execution of the
project.
▪ Direct existing and
upcoming project
tasks.
▪ Control and monitor
work in progress.
▪ Provide feedback to
client and project
team.
▪ Identify and resolve
deviances from
project timeline.
▪ Review all work
products and
deliverables.
▪ Utilize structured
quality assurance
process involving
up to three levels
of review at the
peer level, project
manager level.
▪ Procure executive
officer level review.
▪ Communicate with
the client regarding
work status and
progress.
▪ Ensure client is in
receipt of regular
status updates.
▪ Schedule regular
conference calls to
touch base.
▪ Inform client of
roadblocks, work
outside of projected
scope.
Through the process of providing regular
updates and conducting status
conference calls, potential issues will be
highlighted, discussed, and resolved. Any
deviances from the project timeline will
be identified and plans will be developed
for course corrections.
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Comprehensive User Fee Study and Cost Allocation Plan 14 City of Coachella, CA
Quality Assurance / Quality Control Process
Our quality control program is incorporated as a required element of Willdan’s day-to-day activities. There are three levels of reviews incorporated for our deliverables:
1) Peer review;
2) Project Manager review; and
3) Final quality assurance manager
review.
Peer reviews involve one analyst
reviewing the work of another, while
project manager reviews are
conducted prior to delivery to the
quality assurance manager. The
quality assurance manager then
performs a final review. This assures
that our final product has been
thoroughly evaluated for potential
errors; thus, providing quality client deliverables, and high levels of integrity and outcomes.
The primary mission of our quality control plan is to provide staff with the technical and managerial expertise to plan, organize, implement, and control the overall quality effort, thereby ensuring the completion of a quality project within the time and budget established.
Quality Assurance Goals
Goal Lead Task
Quality Assurance /
Control Process
Chris Fisher
▪ Establish a set of planned and systematic actions for maintaining a high level of quality in the professional services performed; ▪ Emphasize quality in every phase of work;
▪ Ensure efficient use of resources;
▪ Establish a consistent and uniform approach to the services performed; and
▪ Implement appropriate quality control measures for each work task of the project.
Quality Control Plan
Chris Fisher,
Tony Thrasher, &
Robert Quaid
▪ Contract deliverables;
▪ Specific quality control procedures;
▪ Special quality control emphasis;
▪ Budget and manpower requirements;
▪ Overall project schedule and budget; and
▪ Project documentation requirements;
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Comprehensive User Fee Study and Cost Allocation Plan 15 City of Coachella, CA
Key Personnel
Our management and supervision of the project team is very simple: staff every position with experienced, capable personnel in sufficient numbers to deliver a superior product to the City, on time and on budget. With that philosophy in mind, we have selected experienced professionals for this engagement. We are confident that our team possesses the depth of experience that will successfully fulfill your desired work performance.
Project Team
City of Coachella | Project Team
Key Team Member Project Role Responsibility to the Engagement Chris Fisher
Vice President/Director
Principal-in-Charge
▪ Ensure client satisfaction, flow of communication, and oversight of the project
▪ Technical guidance;
▪ Project oversight;
▪ Quality assurance & control; and
▪ Meeting and presentation attendance.
Tony Thrasher
Principal Consultant
Project Manager
▪ Task oversight;
▪ Model development;
▪ Produce key elements of the analyses;
▪ Responsible for project deliverables;
▪ Report preparation and evaluation; and
▪ Meeting and presentation attendance.
Priti Patel
Senior Financial Analyst
Senior Analyst
▪ Collect, interpret, and disseminate key data;
▪ Assistance with model development;
▪ Peer review;
▪ Report preparation; and
▪ Meeting and presentation attendance.
Samantha Labitan
Senior Analyst
Analytical Support
▪ Collect, interpret, and disseminate key data;
▪ Assistance with model development;
▪ Peer review; and
▪ Report preparation.
Robert Quaid
Principal Consultant
Technical Advisor
▪ Third party reviewer; and
▪ Report evaluation.
Project Team Stability
Mr. Fisher has been assigned to serve as the City’s representative; he has been selected for this role due to his vast experience, which includes the preparation and supervision of numerous fee studies, as well as his experience presenting to governing bodies, stakeholders, and industry groups.
Resumes
Resumes for Willdan’s project team are presented on the following pages.
It is important to note that Mr. Fisher has
been with Willdan for 24 years, ensuring
the City of Coachella of continuity and
dedication in staffing during the
completion of the project.
Item 24.
Comprehensive User Fee Study and Cost Allocation Plan 16 City of Coachella, CA
Education
San Francisco State
University, Bachelor of
Science, Finance
Areas of Expertise
Cost of Service
Analyses
Multi-disciplinary Team
Management
Special District
Formations
Client Presentations
Proposition 218
Affiliations
California Society of
Municipal Finance
Officers
Municipal Management
Association of
Northern California
California Municipal
Treasurers Association
24 Years’ Experience
Chris Fisher
Principal-in-Charge
Mr. Chris Fisher, Vice President / Director of Willdan’s Financial Consulting Services group, will serve as Principal-in-Charge for the City of Coachella project. He will also share his extensive knowledge related to cost-of-service principles with members of the project team.
Mr. Fisher joined Willdan in April of 1999, and during that time has managed an array of financial consulting projects for public agencies in California, Colorado, Texas, Arizona, and Florida, coordinating the activities of resources within Willdan, as well as those from other firms working on these projects. He is one of the firm’s leading experts for special district financing related to public infrastructure, maintenance, and services, including public safety.
Related Experience
City of Palm Desert, CA — Cost Allocation Plan and Comprehensive User Fee Study:
Mr. Fisher is the principal-in-charge for the ongoing full cost allocation plan and user fee study.
Willdan’s work includes the gathering of necessary data and information, interviews with City Staff to identify overhead support services and how they are used and interviews to gather information related to fee-based services. We are also developing financial models to calculate overhead allocations and personnel rates and the full cost of services for which fees are charged. We are working with Staff to finalize cost recovery targets, prepare reports and present the results.
City of Murrieta, CA — Cost Allocation & OMB Compliant Plan and Comprehensive User Fee Study: Mr. Fisher served as the project manager on the City’s fee study. The primary objective for the cost allocation study was to ensure that general government costs were fairly and equitably allocated to appropriate programs and funds. The City recently re-engaged Willdan to conduct an update to both studies.
City of West Hollywood, CA — Comprehensive User Fee Study and Cost Allocation Plan:
Mr. Fisher is the principal-in-charge for the City’s Comprehensive User Fee Study and Cost Allocation Plan engagement, managing the overall execution of the project, providing technical guidance and quality control.
City of Burbank, CA — Comprehensive Citywide User Fees and Charges Study: Mr. Fisher oversaw the City’s recently completed Citywide User Fees and Charges Study.
City of Pomona, CA – Master Fee Schedule Update: Mr. Fisher was the principal-in-charge for the City’s master fee schedule update and update of the development impact fees. Mr. Fisher provided quality control and served as the primary contact with the City.
City of Laguna Hills, CA — Comprehensive Cost Allocation Plan and Comprehensive User Fee Study: Mr. Fisher oversaw the update of the City’s general overhead allocation plan and cost-ofservice user fees.
City of Irvine, CA — OMB Cost Allocation Plan and Comprehensive User Fee Study: Willdan completed a cost allocation plan and user fee study for the City of Irvine. Mr. Fisher managed and provided quality assurance to this project, ensuring the accuracy of the models, as well as the final reports. He also presented the results to the City’s Finance Commission and to the City Council.
City of Signal Hill, CA — Cost Allocation Plan and User Fee Study: As principal-in-charge, Mr. Fisher oversaw the development and review of a Full and OMB compliant cost allocation study and a comprehensive user fee and rate study for the City’s master list of fees.
City of West Covina, CA — Comprehensive Cost Allocation Plan and User Fee Study: Mr. Fisher served in the role of project manager for the City’s engagement. The cost allocation plan developed will aid the City in the recovery of overhead costs related to central service activities.
Housing Authority of the County of San Bernardino – Cost Allocation Plan: Mr. Fisher is the principal-in-charge for the Authority’s full and OMB cost allocation plan engagement, and the ongoing update. Willdan was brought in and worked with the Housing Authority and HUD to respond to unfavorable OIG audit findings related to the Authority’s’ approach to the allocation of overhead costs.
We developed a new Cost Allocation Plan and are currently working on an update to that plan.
The initial work resulted in the clearance of the HUD findings with no penalty to the Housing Authority.
Item 24.
Comprehensive User Fee Study and Cost Allocation Plan 17 City of Coachella, CA
Education
Bachelor of Science
in Economics;
California State
Polytechnic
University, Pomona
Areas of Expertise
Cost Allocation Plans
Fiscal Analysis for
User Fees and Rates
District Administration
Services
Utility Rate Studies
14 Years’ Experience
Tony Thrasher
Project Manager
Due to his cost allocation and user fee analyses experience, Mr. Tony Thrasher has been selected to serve as Project Manager for the City’s engagement. Mr. Thrasher is a Principal Consultant within the Financial Consulting Services group, whereby his responsibilities include managing projects and conducting fiscal analyses for cost allocation plans, user fees, and utility rate studies.
Mr. Thrasher’s prior employment was as a financial analyst working in bond, equity, and mortgagebacked security markets for Wells Fargo Bank, Bank of New York Mellon, and Deutsche Bank. His experience includes portfolio accounting, differential analysis, and forecasting.
Related Experience
City of Indian Wells, CA — User Fee Study: Mr. Thrasher served as the technical project manager for the City’s Administrative, Building, Planning and Public Works Departments. The study involved the identification of existing and potential new fees, fee schedule restructuring, data collection and analysis, orientation and consultation, quality control, communication and presentations, and calculation of individual service costs cost recovery levels.
City of Palm Desert, CA — Cost Allocation Plan and Comprehensive User Fee Study:
Mr. Thrasher is currently serving as the technical project manager for the City’s full cost allocation plan and user fee study. He is directly responsible for the creation of both models for the study, gathering and verification of the data, managing the analysts working to support him and presenting results to the City.
City of Chino Hills, CA — Cost Allocation Plan and Comprehensive User Fee Study: Mr. Thrasher is the project manager for the City’s Cost Allocation Plan and Comprehensive User Fee Study. He is working directly with the City contact throughout the engagement.
City of West Hollywood, CA — Comprehensive User Fee Study and Cost Allocation Plan:
As the project manager for City’s Comprehensive User Fee Study and Cost Allocation Plan engagement, Mr. Thrasher is overseeing the project analysts and is heavily involved in the analysis, development of models, preparation of reports and delivery of results.
City of Burbank, CA — Comprehensive Citywide User Fees and Charges Study: Mr. Thrasher was the project manager for the City’s recently completed study, He directed the preparation of the model and reports and was responsible for the delivery of results to the City.
City of Pomona, CA – Master Fee Schedule Update: Mr. Thrasher served as the project manager for the master fee schedule update portion of the City of Pomona’s engagement, which also included an update of the development impact fees. Mr. Thrasher was responsible for the development of models and reports and coordinating analytical support.
City of Irvine, CA — OMB Cost Allocation Plan and Comprehensive User Fee Study: Serving as the project’s analyst, Mr. Thrasher provided analytical support; and designed micro-level allocation models to ensure full-cost recovery for public safety, public works, community development, community services, and administrative departments.
City of San Marcos, CA — Cost Allocation Plan, Indirect Cost Rate Proposals and Comprehensive User Fee Study: Mr. Thrasher is the project manager for the City of San Marcos’ full and OMB compliant cost allocation plan, preparation of Indirect Cost Rate proposals, and Comprehensive User Fee Study engagement. He is the primary in developing the model, which contains all City personnel and expenditures broken down into the ICRP tables. The project is ongoing, and the User Fee Study is now underway.
City of San Fernando, CA — Cost Allocation Plan and Comprehensive User Fee Study: Mr.
Thrasher was the project manager for the City’s cost allocation plan, OMB compliant plan and comprehensive user fee study engagement. Willdan has recently, through a competitive bid, been re-selected to update the cost allocation plan.
City of Mission Viejo, CA — Cost Allocation Plan and User Fee Study: Mr. Thrasher was assigned to work with the City on this project, providing analytical support, gathering data, working with staff to make refinements, and developing cost allocation and fee models to ensure full-cost recovery for building and safety, planning, community development, and public works departments.
Item 24.
Comprehensive User Fee Study and Cost Allocation Plan 18 City of Coachella, CA
Education
Bachelor of Arts;
Business
Management,
Information Systems
and
International
Business,
University of
Cincinnati
Areas of Expertise
Cost Allocation Plans
User Fee Studies
Proposition 218
9 Years’ Experience
Priti Patel
Senior Analyst
Ms. Priti Patel is a Senior Analyst within the Financial Consulting Services group, whereby she supports project managers in conducting utility rate analyses, fee studies, cost allocation plans, monitoring Proposition 218 compliance, and forming special districts. Coordinating and conducting activities associated with Cost Allocation Plans and User Fee Studies, including database integration and manipulation, revenue and expenditure analyses, and documentation preparation are just some of Ms. Patel’s duties. With these duties, she interacts with clients on a regular basis.
Ms. Patel joined Willdan as an analyst with the District Administration Group, while with DAS she performed research and analysis needed for local government financial issues related to district administration, including document data entry and updating, database management, research and report preparation. She also provided general information on questions pertaining to Assessment Districts and special taxes (such as Mello-Roo’s Pools), as well as the status of property delinquencies.
Related Experience
City of Chino Hills, CA — Cost Allocation Plan and Comprehensive User Fee Study: Providing analytical support in the preparation of a cost allocation plan and comprehensive fee study, Ms. Patel worked to identify and take into account direct and indirect costs, along with changes in staffing, structure, and service delivery methods. She is also assisting in the preparation of user-friendly Excelbased models that City staff can easily update in the future to determine the proper allocation of expenditures and ongoing full cost of City-provided services.
City of West Hollywood, CA — Comprehensive User Fee Study and Cost Allocation Plan:
Ms. Patel is serving as the primary financial analyst for City of West Hollywood’s Fee Study engagement. Ms. Patel has been instrumental in collecting the necessary data and collaborating with the City and Willdan senior project team members in conducting the study, including development of the model, researching similar fees in comparable cities and preparation of reports.
City of Burbank, CA — Comprehensive Citywide User Fees and Charges Study: Ms. Patel provided analytical support and gathered budget and allocation basis data for this engagement. She also assisted in the development of the financial model.
City of Laguna Hills, CA — Cost Allocation Plan and Comprehensive User Fee Study: Ms. Patel provided analytical support in the preparation of a full cost allocation plan and fee study for the development of a master list of fees.
City of Fillmore, CA — Full Cost Allocation Plan and User Fee Study: Ms. Patel helped develop a cost allocation plan and model that fully allocated central overhead costs to appropriate operating departments, funds, and/or programs. She assisted in the completion of the model and report and worked directly with senior staff on their feedback and revisions.
City of San Fernando, CA — Cost Allocation Plan and Comprehensive User Fee Study: Ms. Patel provided support to senior team members in the preparation of the cost allocation plan, OMB compliant plan and comprehensive user fee study engagement.
City of National City, CA — Cost Allocation Plan, OMB Compliant Cost Allocation Plan, User Fee Study, and ISF Allocation Study: Ms. Patel provided analytical support in the preparation of this study, her primary duties included development of the models, finalizing model figures and results, and generating reports.
City of Yucaipa, CA — Cost Allocation Plan and Comprehensive User Fee Study: Provided analytical support in the preparation of a Cost Allocation Plan and OMB compliant cost allocation plan and comprehensive fee study for the development of a master list of fees. Ms. Patel worked to identify and take into account direct and indirect costs, along with changes in staffing, structure, and service delivery methods.
City of Pittsburg, CA — Cost Allocation Plan and User Fee Study: Ms. Patel was assigned to provide assistance to senior project team members on the City of Pittsburg Cost Allocation Plan and User Fee Study engagement. She will be a technical lead for the gathering of data, creation of the models and preparation of study reports and presentations. The City hired Willdan for the original study, and for two subsequent updates.
Item 24.
Comprehensive User Fee Study and Cost Allocation Plan 19 City of Coachella, CA
Samantha Labitan
Analytical Support
Ms. Samantha Labitan is Senior Analyst within Willdan’s Financial Consulting and District Administration Services groups. Ms. Labitan provides analytical support under the guidance of the project team. Her primary function is to support project managers and senior analysts with cost allocation plans and user fee studies. She specializes in analysis for a variety of clients, including cities, water districts, public utilities, and school districts.
She regularly speaks with individuals representing title companies, real estate agencies, and appraisal firms, together with staff from cities and counties. Willdan’s proprietary computer system allows him to readily access the owner’s name, the Assessor’s Parcel Number, existing and future taxes or assessments, and more; thus, enabling expedient service. Community Facilities Districts, Local Improvement Districts, Landscape and Lighting Districts, and County Service Areas are some of the special districts she administers.
Select Relevant Experience
City of West Hollywood, CA — Cost Allocation Plan and Comprehensive User Fee Study: For this project, Ms. Labitan provides analytical support. Primary duties include gathering and verifying necessary data, finalizing model figures and generating reports.
City of Lynwood, CA — Cost Allocation Plan & OMB Compliant Cost Allocation Plan and User Fee Study: Ms. Labitan provided support to the project team specific to the preparation of a comprehensive fee study, full and OMB compliant cost allocation plan. Ms. Labitan worked in tandem with the project managers to identify and account for direct and indirect costs, along with changes in staffing, structure, and service delivery methods.
City of San Fernando, CA — Cost Allocation Plan and Comprehensive User Fee Study:
Ms. Labitan is currently providing support to senior team members in the preparation of a cost allocation plan, OMB compliant plan and comprehensive user fee study.
City of Richmond, CA — Cost Allocation Plan & User Fee Study: As analytical support, Ms.
Labitan provided assistance to the project team. Primary duties included gathering and verifying necessary data, finalizing model figures and generating reports.
City of Gilroy, CA — Cost Allocation Plan and Comprehensive User Fee Study: Ms. Labitan worked on the team for the City’s fee study project, providing analytical support, gathering data, working with staff to make refinements, and developing cost allocation and fee models to ensure fullcost recovery for building and safety, planning, community development, and public works departments.
City of El Centro, CA — Full & OMB Compliant Cost Allocation Plan and User Fee Study:
Ms. Labitan served as the analyst in the preparation of a full & OMB compliant Cost Allocation Plan and Comprehensive User Fee Study, for the City of El Centro engagement.
City of Goleta, CA — Cost Allocation Plan, OMB Compliant Plan, and Comprehensive User Fee Study: Ms. Labitan provided analytical support to the project team for the City’s comprehensive fee study, full and OMB compliant cost allocation plan.
City of Los Banos, CA — Full & OMB Compliant Cost Allocation Plan and Comprehensive User Fee Study: Ms. Labitan provided analytical support to the project team for the City’s comprehensive fee study, full and OMB compliant cost allocation plan.
City of Blythe, CA — Full and OMB Compliant Cost Allocation Plan: Ms. Labitan served as the analyst in the preparation of a full and OMB compliant cost allocation plan, for the City of Blythe engagement.
City of Pismo Beach, CA — Comprehensive User Fee Study: Ms. Labitan served in the capacity of assistant analyst for the City’s comprehensive fee study.
City of Brighton, CO — Cost Allocation & OMB Compliant Plan: Ms. Labitan is providing analytical support for the City’s cost allocation plan.
Education
University of California,
Santa Barbara
Bachelor of Arts,
Mathematics
Areas of Expertise
Cost Allocation Plans
User Fee Studies
Benefit/Maintenance
Assessment Districts
Community Facilities
Districts
Local Improvement
Districts
7 Years’ Experience
Item 24.
Comprehensive User Fee Study and Cost Allocation Plan 20 City of Coachella, CA
Education
Bachelor of Science,
University of
Southern California
Areas of Expertise
Fiscal Analysis for
User Fees and Rates
Cost Allocation Plans
Acquisition Audit
Services
Statutory Financial
Reporting
Fund Audits
Quality Review of
Community
Facilities, Lighting &
Landscaping, and
Assessment Districts
Affiliations
California Society
of Municipal
Finance Officers
California Society
of CPAs
35 Years’ Experience
Robert Quaid
Technical Advisor
With his 35 years of extensive experience in public financing, Mr. Robert Quaid has been selected to provide quality assurance/quality control in the role of technical advisor. In his position as a Principal Consultant at Willdan, Mr. Quaid provides project management, procedural support, technical support, and quality review for Willdan’s District Administration group, as well as the Financial Services Consulting group specific to cost allocation plans, user fee studies, and special financial analysis.
Prior to joining Willdan, Mr. Quaid worked in the private industry of real estate accounting and finance.
He began his career with the public accounting firm formerly known as Haskins & Sells (currently known as “Deloitte & Touche”). His experience includes financial statement analyses, asset administration, computer conversion, and reporting to the Securities and Exchange Commission for several public real estate partnerships. In 1979, Mr. Quaid became a licensed California CPA.
Related Experience
City of Thousand Oaks, CA — Cost Allocation Plan: Mr. Quaid served as project manager for the development of an OMB A-87 compliant cost allocation plan model using fiscal year actual costs as the basis for the allocations. He was responsible for the preparation of the Cost Allocation Plan report and provided cost allocation model training to City staff.
The objective of this project was to determine the appropriate allocation of indirect costs from City General Fund central service departments to the General Fund operating departments/programs and the non-General Fund departments/programs. The plan model included 16 allocation bases allocating costs to over 100 departments and divisions. Both full and OMB A-87 cost allocation models were delivered to the City. Willdan was awarded a four-year contract.
Cities of Fontana, Gardena and Hawthorne, CA — Cost Allocation Plan Projects: For each of these cities, Mr. Quaid served in the role of task manager for the development of an OMB A-87 compliant cost allocation plan model using Microsoft Excel. He was responsible for the preparation of the cost allocation plan report and trained City staff on how to use the cost allocation model.
City of Cathedral City, CA — Comprehensive User Fee Study: Mr. Quaid served as project manager for a user fee study that required updating fees for Planning, Engineering, Building, Police, Fire, City Clerk, and Finance.
Mr. Quaid has provided Quality Assurance and Quality Control to multiple clients throughout California.
Provided below are a few examples of clients for which services have been provided in the previous five years.
▪ City of Arcadia, CA
▪ City of Belmont, CA
▪ City of Burbank, CA
▪ City of Cerritos, CA
▪ City of Chino Hills, CA
▪ City of Claremont, CA
▪ City of Coalinga, CA
▪ City of Fillmore, CA
▪ City of Hayward, CA
▪ City of Indian Wells, CA
▪ City of Lynwood, CA
▪ City of Monterey, CA
▪ City of Murrieta, CA
▪ City of Petaluma, CA
▪ City of Richmond, CA
▪ City of St. Helena, CA
▪ County of San Benito, CA
▪ City of San Bruno, CA
▪ City of Irvine, CA
▪ City of Salinas, CA
▪ City of Upland, CA
▪ City of Watsonville, CA
▪ City of West Hollywood, CA
▪ City of Yucaipa, CA
Item 24.
Comprehensive User Fee Study and Cost Allocation Plan 21 City of Coachella, CA
Firm Qualifications
Firm Profile
Willdan Financial Services is an operating division within Willdan Group, Inc. (WGI), which was founded in 1964 as an engineering firm working with local governments.
Today, WGI is a publicly traded company (WLDN). WGI,
through its divisions, provides professional technical and consulting services that ensure the quality, value and
security of our nation’s infrastructure, systems, facilities, and environment. The firm has pursued two primary
service objectives since its inception—ensuring the
success of its clients and enhancing its surrounding
communities.
A financially stable company, Willdan has approximately 1,500 employees working in more than a dozen states
across the U.S. Our employees include a number of
nationally recognized Subject Matter Experts for all areas related to the broadest definition of connected
communities—five of whom are committed to
contributing their expertise throughout the duration
of the City of Coachella’s Comprehensive User Fee
Study and Cost Allocation Plan engagement.
Willdan has solved economic, engineering and energy
challenges for local communities and delivered industry-leading solutions that have transformed government and commerce. Today, we are leading our clients into a future accelerated by changes in resources, infrastructure, technology, regulations, and industry trends.
Willdan Financial Services
Established on June 24, 1988, Willdan Financial Services, is a national firm and is one of the largest public sector economic and financial analysis consulting firms in the United States. Since that time, we have helped over 800 public agencies successfully address a broad range of infrastructure challenges.
Our staff of over 80 professionals support our clients by conducting year-round workshops and on-site training to assist them in keeping current with the latest developments in our areas of expertise.
Willdan assists local public agencies by providing the following services:
Willdan Financial Services
Services
▪ User fee studies;
▪ Cost allocation studies;
▪ Utility rate and cost of service studies;
▪ Real estate economic analysis;
▪ Feasibility studies;
▪ Municipal Advisory;
▪ Arbitrage and continuing disclosure services;
▪ Economic development strategic plans;
▪ Development impact fee establishment and analysis;
▪ District administration services;
▪ Property tax audits;
▪ Tax increment finance district formation and
amendment;
▪ Housing development and implementation strategies;
▪ Debt issuance support; and
▪ Long-term financial plans and cash flow modeling.
Item 24.
Comprehensive User Fee Study and Cost Allocation Plan 22 City of Coachella, CA
Firm Experience
Willdan Financial Services has provided User Fee Study and Cost Allocation Plan services to municipal clients for 26 years; and has prepared comprehensive user fee studies as well as cost allocation plans, and OMB compliant cost allocation plans for clients throughout California, and the United States. Since 1998, we have developed the expertise to successfully integrate this service into the Financial Consulting Services group’s primary functions.
Willdan’s Financial Consulting Services staff has assisted well over 100 California government agencies with the development and/or update of all fee types. Each project has required defensible documentation and thorough coordination of fee program changes for different agency departments and
stakeholders within the business community. In some cases, Willdan has been required to negotiate fees with stakeholders and, on occasion, defend them in meetings and public forums.
We are particularly strong in advising our clients on the advantages and disadvantages of different fee schedule structures (Citywide versus multiple-fee districts/zones; more versus fewer land-use categories; etc.) and methods of fee calculation that are based on the City’s and stakeholder priorities and applicable regulations that comply with Proposition 26 and Proposition 218.
Our record of success within the industry provides assurance of the professionalism and capability we will bring to this engagement. A team composed of project managers and analysts develop and/or update user fee studies and cost allocation plans.
Willdan has extensive experience with the range of fees charged in the region and the state, and the typical pros, cons, and challenges of each, both in implementation and management.
Willdan will bring its expertise to the City’s process of considering financial, practical and policy issues in deciding on its future fee program.
Extensive Public Sector Experience
Willdan has delivered industry-leading financial, energy and engineering solutions that have transformed government and commerce for 60 years. Willdan Financial Services advises governments throughout the United States and abroad about financial and economic consulting. We serve all levels of government and collaborate with government staff, constituents, developers, officials, and other professional services firms.
Project Dedication
Willdan has assembled a project team of five subject matter experts within the Financial Consulting Services group, to conduct the City of Coachella Fee Study engagement. This team has coordinated or participated in numerous public stakeholder and staff workshops regarding fees and cost of service-based charges.
Experienced Team
Our employees know and understand the problems facing local government under the current economic climate, and we have oriented our practice to support an agency’s modified budget policies and public service priorities.
Financial Stability
Willdan Group, Inc. (WGI) has sustained a healthy financial performance record due to the outstanding performance of our operating divisions and a strong, dependable reputation in municipal consulting. Detailed financial statements and annual reports are included on our webpage (http://ir.willdangroup.com/). As a publicly traded company (WLDN), Willdan must provide public financial information as required by the SEC.
Furthermore, Willdan Financial Services is not currently involved in any condition (e.g., bankruptcy, pending litigation, planned office closures, impending merger) that may impede our ability to complete this engagement.
Financial Stability
▪ In business for 60 years
▪ Over 1,500 employees
▪ Fiscal Year 2023 Consolidated
Contract Revenue of $354M
▪ Market capitalization of $231M
(January 2023)
▪ $50 million Line of Credit with the
ability to increase up to $60 million
Item 24.
Comprehensive User Fee Study and Cost Allocation Plan 23 City of Coachella, CA
References
Below are recent project descriptions, including client contact information, which are similar in nature to those requested by the City of Coachella engagement. We are proud of our reputation for customer service and encourage you to contact these clients regarding our commitment to completing the projects within budget and agreed upon timelines.
City of Eastvale, CA
Comprehensive User Fee Study and Full & OMB Cost Allocation Plan Through a competitive bid, the City of Eastvale engaged Willdan Financial Services to conduct a comprehensive study of the City’s user fees, as well as the preparation of a Full and OMB compliant Cost Allocation Plan.
Our primary objective for the cost allocation study was to ensure that general government costs are fairly and equitably allocated to appropriate programs and funds, based on tailored and well thought out allocation factors. The Cost Allocation Plan was also created to develop OMB compliant overhead allocations and indirect rates.
Willdan developed the Cost Allocation Plan and model, reviewed and analyzed existing user fee programs, and working collaboratively with staff, made suggestions as necessary for additions to the City’s fee schedule for activities for which fees were not currently being charged. The Cost Allocation Plan and Comprehensive User Fee Study were completed and the Willdan team worked with the City to incorporate some minor adjustments and conduct meetings with local stakeholder groups.
Client Contact: Amanda Wells, Finance Director / City Treasurer 12363 Limonite Ave. Suite 910, Eastvale, CA 91752
Tel #: (951) 703-4430 | Email: [email protected]
City of Claremont, CA
Comprehensive User Fee Study and Full Cost Allocation Plan Willdan was engaged to prepare for the City of Claremont a Cost Allocation Plan and Comprehensive User Fee Study.
Willdan developed a cost allocation plan and model that fully allocated central overhead costs to appropriate operating departments, funds, and/or programs. Our primary objective for the cost allocation study was to ensure that general government costs are fairly and equitably allocated to appropriate programs and funds, based on tailored and well thought out allocation factors.
Willdan reviewed and analyzed existing user fee programs, and based upon conversations with staff, made suggestions, as necessary, for fees that may need to be added to the City’s fee schedule for which fees were not currently being charged. Utilizing the full CAP, the comprehensive user fee study phase was completed with full interviews and being conducted on site, and a comprehensive fee model developed.
Willdan has recently been re-selected to provide an update to the User Fee Study and Cost Allocation Plan.
Client Contact: Adam Pirrie, City Manager
207 Harvard Avenue, Claremont CA 91711
Tel #: (909) 399-5328 | Email: [email protected] City of Indian Wells, CA
User Fee Study and Cost Allocation Plan
The City of Indian Wells sought an outside consultant to prepare a comprehensive study of the City’s user fees for the Administrative, Building, Planning and Public Works Departments. Willdan completed this study in a manner that would fully identify and consider all direct/indirect costs.
Willdan reviewed and analyzed existing user fee programs, and based upon conversations and meetings with staff, made suggestions, as necessary, for fees that may need to be added to the City’s fee schedule for which fees were not currently being charged. We developed a comprehensive cost of service analysis and model that included allocation of indirect overhead costs, updated existing fees, and incorporated new fees, and used it to create an updated comprehensive fee schedule. We also assisted the City by attending a meeting with local building industry officials to describe the approach to the analysis, and address questions and concerns.
We recently conducted a Cost Allocation Plan for the City, which was completed in December 2023.
Client Contact: Kevin McCarthy, Finance Director
44-950 Eldorado Drive, Indian Wells, CA 92210-7497
Tel. #: (760) 346-2489 | Email: [email protected]
Item 24.
Comprehensive User Fee Study and Cost Allocation Plan 24 City of Coachella, CA
City of Murrieta, CA
Cost Allocation and OMB Compliant Plan and Comprehensive User Fee Study Willdan was engaged by the City of Murrieta to complete a full and OMB compliant cost allocation plan and the preparation of a comprehensive user fee study. Our primary objective for the cost allocation study was to ensure that general government costs were fairly and equitably allocated to appropriate programs and funds, which are based on tailored and well thought out allocation factors.
For the comprehensive user fee study, the primary objective was to ensure that fees for requested services were calculated to account for the full cost of providing the services, and set appropriately, given City policy and financial objectives. A concerted focus was put on achieving near or full cost recovery for the Building & Safety, Planning, Fire, and Public Works fees. The analysis also justified measured increases in some of the fees associated with the other departments. We also supported the City in answering questions from, and participating in several meetings with, the local Building Industry Association representative, to explain the approach to the study, the data used, and the analytical methodology.
Willdan was re-selected to provide an update to the User Fee Study and Cost Allocation Plan.
Client Contact: Stacey Stevenson, Administrative Services Director 1 Town Square, Murrieta, CA 92562
Tel #: (951) 461-6004 | Email: [email protected] City of Chino Hills, CA
Full Cost Allocation Plan and Comprehensive User Fee Study The City of Chino Hills engaged Willdan to complete a comprehensive Cost Allocation Plan and Comprehensive User Fee Study. Willdan staff met with City staff to verify the City’s objectives for the study, independently gathered most of the necessary data for the development of the CAP model and methodology and worked directly with City staff to gather additional detail or clarify information where necessary. We worked City staff to understand the various functions served by indirect staff in various City departments, and which operating departments or funds they served. We worked directly with City staff to develop and verify allocation bases and make adjustments through several iterations of the CAP model, as necessary.
We developed a cost-of-service analysis and model that updated existing fees and incorporated new fees and used it to create an updated comprehensive fee schedule.
Willdan is currently providing an update to the User Fee Study and Cost Allocation Plan.
Client Contact: Christa Buhagiar, Finance Director
14000 City Center Drive, Chino Hills, CA 91709
Tel. #: (909) 364-2642 | Email: [email protected] City of West Hollywood, CA
Comprehensive User Fee Study and Full Cost Allocation Plan Willdan was engaged to prepare for the City of West Hollywood a Cost Allocation Plan and Comprehensive User Fee Study. Willdan developed a cost allocation plan and model that fully allocated central overhead costs to appropriate operating departments, funds, and/or programs. Our primary objective for the cost allocation study was to ensure that general government costs are fairly and equitably allocated to appropriate programs and funds, based on tailored and well thought out allocation factors.
Willdan reviewed and analyzed existing user fee programs, and based upon conversations with staff, made suggestions, as necessary, for fees that may need to be added to the City’s fee schedule for which fees were not currently being charged. Utilizing the full CAP, the comprehensive user fee study initial phase is complete with full interviews concluded and a comprehensive fee model developed. The study is currently wrapping up with additional analysis and updates requested by the City.
Client Contact: Annie Ruiz, Revenue Manager
8300 Santa Monica Blvd, West Hollywood, CA 90069
Tel. #: (323) 284-6499 | Email: [email protected]
Item 24.
Comprehensive User Fee Study and Cost Allocation Plan 25 City of Coachella, CA
Similar Studies
Provided in the table below is a list of the public agencies in which similar services are currently in progress, or have been completed, in the previous five years.
Willdan Financial Services
Five Year Cost Allocation Plan and User Fee Study Experience Client Project Description
City of Amarillo, TX Cost Allocation Plan
City of Arcadia, CA Cost Allocation Plan and Comprehensive User Fee Study City of Arroyo Grande, CA Cost Allocation Plan, OMB Compliant Plan, User Fee Study and Development Impact Fee Study
City of Arvin, CA Cost Allocation Plan
City of Aurora, CO Cost Allocation Plan and Comprehensive User Fee Study City of Barstow, CA Cost Allocation Plan
City of Bedford, TX Cost Allocation Plan
City of Belmont, CA Development Services User Fee Study City of Bellflower, CA Cost Allocation Plan, OMB Compliant Plan, User Fee Study and Development Impact Fee Study
City of Benicia, CA Cost Allocation Plan and Comprehensive User Fee Study City of Blythe, CA Cost Allocation Plan and Comprehensive User Fee Study City of Brighton, CO Cost Allocation Plan
City of Burbank, CA Comprehensive User Fee Study
City of Calexico, CA EMS User Fee Study
City of Canyon Lake, CA Comprehensive User Fee Study & EMS User Fee Study City of Capitola, CA Cost Allocation Plan and Comprehensive User Fee Study City of Cave Creek, AZ Cost Allocation Plan and Comprehensive User Fee Study City of Chino, CA Comprehensive User Fee Study, Cost Allocation Plan and Indirect Cost Rate Studies
City of Chino Hills, CA Cost Allocation Plan and Comprehensive User Fee Study, and Updates City of Claremont, CA Cost Allocation Plan and User Fee Study City of Clermont, FL Building & Safety Department User Fee Study City of Commerce City, CO Comprehensive User Fee Study and Development Impact Fee Study City of Coppell, TX Full Cost Allocation Plan
City of Cudahy, CA Cost Allocation Plan, OMB Compliant Plan, User Fee Study and Development Impact Fee Study
City of DeSoto, TX Comprehensive User Fee Study
City of Dinuba, CA Cost Allocation Plan & User Fee Study City of El Cerrito, CA Cost Allocation Plan and Community Development Department User Fee Study City of El Monte, CA Cost Allocation Plan, OMB Compliant Plan, User Fee Study and Updates, and Development Impact Fee Study
City of Eastvale, CA Cost Allocation Plan, OMB Compliant Plan, and Comprehensive User Fee Study City of Encinitas, CA Development Services User Fee Study and Cost Allocation Plan and Updates City of Fillmore, CA Cost Allocation Plan, OMB Compliant Plan, User Fee Study and Development Impact Fee Study
City of Foster City, CA Cost Allocation Plan, OMB Compliant Plan, and Comprehensive User Fee Study City of Fountain Hills, AZ Comprehensive User Fee Study City of Fountain Valley, CA Cost Allocation Plan and Comprehensive User Fee Study City of Fontana, CA Cost Allocation Plan, OMB Compliant Plan, and User Fee Study City of Fullerton, CA Community Development Department User Fee Study and Fire Department User Fee Study
City of Georgetown, TX Cost Allocation Plan
Item 24.
Comprehensive User Fee Study and Cost Allocation Plan 26 City of Coachella, CA
Willdan Financial Services
Five Year Cost Allocation Plan and User Fee Study Experience Client Project Description
City of Gilroy, CA Cost Allocation Plan, OMB Compliant Plan, and Comprehensive User Fee Study & 2023 CPI Updates
City of Goleta, CA Cost Allocation Plan, OMB Compliant Plan, and Comprehensive User Fee Study City of Hayward, CA Comprehensive Master User Fee Study, Full Cost Allocation Plan, and Updates, and Rental Inspection Program Fee Analysis
City of Hesperia, CA Comprehensive User Fee Study
City of Hollister, CA Planning User Fee Study
City of Indian Wells, CA Comprehensive User Fee Study & Updates City of Irvine, CA Cost Allocation, OMB Compliant Plan, Comprehensive User Fee Study, and Building & Safety Fee Update
City of Irwindale, CA Cost Allocation Plan, User Fee Study and Development Impact Fee Study City of Kingsburg, CA Full & OMB Compliant Cost Allocation Plan City of La Puente, CA Cost Allocation Plan and Comprehensive User Fee Study City of Lake Elsinore, CA User Fee Study and Cost Allocation Plan and Updates City of Lindsay, CA Cost Allocation Plan, User Fee Study, and Impact Fee Analysis City of Lomita, CA Cost Allocation Plan, OMB Compliant Plan, User Fee Study and Development Impact Fee Analysis
City of Los Alamitos, CA Cost Allocation Plan and Comprehensive User Fee Study City of Los Altos, CA Cost Allocation Study, OMB Compliant Plan, and Comprehensive User Fee Study City of Los Angeles, CA Building & Safety User Fee Study City of Los Banos, CA Full Cost Allocation Study, OMB Compliant Plan, and Comprehensive User Fee Study
City of Lynwood, CA User Fee Study and Cost Allocation Plan, and Updates City of McFarland, CA Cost Allocation Plan and Utility Rate Study City of Manteca, CA Cost Allocation Plan and Comprehensive User Fee Study City of Mesquite, TX Cost Allocation Plan and OMB Compliant Plan, and Updates City of Mission Viejo, CA Comprehensive User Fee Study and Cost Allocation Plan, and Updates City of Missouri City, TX Full and OMB Compliant Cost Allocation Plan and User Fee Study City of Montebello, CA Cost Allocation Plan and User Fee Study, and Updates City of Monterey Park, CA Cost Allocation Plan and User Fee Study, and Updates City of Monterey, CA Cost Allocation Plan and Indirect Cost Rate City of Mountain View, CA Comprehensive User Fee Study and Cost Allocation Plan City of Murrieta, CA Comprehensive User Fee Study, Cost Allocation Plan, and OMB Compliant Plan and Updates
City of Napa, CA Comprehensive User Fee Study, Full Cost Allocation Plan, and OMB Compliant Plan
City of National City, CA Cost Allocation Plan, OMB Compliant Cost Allocation Plan, and Comprehensive User Fee Study
City of Oroville, CA Cost Allocation Plan and Updates
City of Oviedo, FL Cost Allocation Plan
City of Palm Desert, CA Cost Allocation Plan and Comprehensive User Fee Study, and Updates City of Patterson, CA Comprehensive User Fee Study, Full and OMB Compliant Cost Allocation Plan City of Paramount, CA Cost Allocation Plan and Comprehensive User Fee Study City of Petaluma, CA Cost Allocation Plan, User Fee Study, CIP Admin Rate & Work Order Rate Analysis, Hourly Overhead Rates, and ISF Allocation Study, and Updates City of Pismo Beach, CA Cost Allocation Plan, OMB Compliant Plan, and User Fee Study City of Pittsburg, CA User Fee Study and Cost Allocation Plan, and Updates City of Pleasant Hill, CA Cost Allocation Plan, OMB Compliant Plan, and User Fee Study City of Pomona, CA Master Fee Schedule Update and Development Impact Fee Review
Item 24.
Comprehensive User Fee Study and Cost Allocation Plan 27 City of Coachella, CA
Willdan Financial Services
Five Year Cost Allocation Plan and User Fee Study Experience Client Project Description
City of Richmond, CA Cost Allocation Plan, OMB Compliant Plan, User Fee Study and Development Impact Fee Study
City of Rosemead, CA Cost Allocation Plan, OMB Compliant Plan, User Fee Study and Development Impact Fee Study
City of St. Helena, CA Cost Allocation Plan, OMB Compliant Plan, User Fee Study and Development Impact Fee Study, and Updates
City of San Anselmo, CA Cost Allocation Plan and Comprehensive User Fee Study City of Bruno, CA Cost Allocation Plan and Comprehensive User Fee Study City of San Dimas, CA Cost Allocation Plan and Comprehensive User Fee Study City of San Fernando, CA Cost Allocation Plan, OMB Compliant Plan, User Fee Study and Development Impact Fee Study, and Updates
City of San Jacinto, CA Cost Allocation Plan, OMB Compliant Plan, User Fee Study and Development Impact Fee Study
City of San Luis, AZ Cost Allocation Plan
City of San Marcos, CA Cost Allocation Plan, Indirect Cost Rate Studies and Comprehensive Citywide User Fee Study
City of Santa Cruz, CA Citywide Overhead Cost Allocation Plan, Santa Cruz Library Cost Allocation Plan, and Fleet and Facility Services Cost Allocation Plan, and Updates City of Santa Paula, CA Cost Allocation Plan, OMB Compliant Plan, User Fee Study and Development Impact Fee Study
City of Selma, CA EMS User Fee Study
City of Sierra Madre, CA Comprehensive User Fee Study, Full and OMB Compliant Cost Allocation Plan City of Soledad, CA User Fee Study
City of Stanton, CA Comprehensive User Fee Study, Cost Allocation Plan, and OMB Compliant Plan City of Tamarac, FL Building & Safety Department User Fee Study City of Temple, TX Comprehensive User Fee Study
City of Tulare, CA Comprehensive User Fee and Rate Study, Full Cost Allocation Plan, and OMB Compliant Plan
City of Tustin, CA Comprehensive User Fee Study, and Updates City of Twentynine Palms, CA Comprehensive User Fee Study, Full and OMB Compliant Cost Allocation Plan, City of Upland, CA Cost Allocation Plan and Comprehensive User Fee Study, and Updates City of Vernon, CA Cost Allocation Plan and Comprehensive User Fee Study City of Watsonville, CA Comprehensive User Fee and Rate Study, Cost Allocation Plan, and OMB Compliant Plan, and Updates
City of West Hollywood, CA Cost Allocation Plan and User Fee Study, and Updates City of West Sacramento, CA Cost Allocation Plan, OMB Compliant Plan, and Comprehensive User Fee Study, and Updates
City of Yucaipa, CA Comprehensive User Fee and Rate Study, Full Cost Allocation Plan, and OMB Compliant Plan, and Updates
Coachella Valley Cemetery, CA User Fee Study
County of Mono, CA Comprehensive User Fee Study
County of Placer, CA Land Development Fee Study
Housing Authority of the
City of Alameda, CA Cost Allocation Plan and Updates
Housing Authority of the County
of San Bernardino, CA Cost Allocation Plan and Updates
Placer County Water Agency, CA Cost Allocation Plan and Overhead Rate Study Town of Apple Valley, CA Cost Allocation Plan
Town of Paradise Valley, AZ Master User Fee Study
Town of Sunnyvale, TX Comprehensive User Fee Study
Town of Yucca Valley, CA Comprehensive User Fee Study
Item 24.
Comprehensive User Fee Study and Cost Allocation Plan 28 City of Coachella, CA
Fee Proposal
Willdan proposes a not to exceed fixed fee of $38,210 to conduct the Cost Allocation Plan and Comprehensive User Fee Study on the City’s behalf. The tables below provide a breakdown of the fee to complete each study by task and project team member.
Cost Allocation Plan
Willdan proposes a fixed fee of $10,390 to conduct the Cost Allocation Plan on the City’s behalf.
Comprehensive User Fee Study
Willdan proposes a fixed fee of $27,820 to conduct the Comprehensive User Fee Study on the City’s behalf.
C. Fisher
Principal-inCharge
T. Thrasher
Project
Manager
P. Patel
Senior
Analyst
S. Labitan
Analytical
Support
R. Quaid
QA/Tech
Advisor Total
$ 250 $ 210 $ 135 $ 125 $ 210 Hours Cost
Scope of Services
Task 1: Initial Document Request - - 1.0 - - 1.0 $ 135
Task 2: Kick-off /Refine Scope - 1.0 1.0 - - 2.0 345
Task 3: Gather Staffing Information & Develop CAP Model 1.0 2.0 8.0 12.0 1.0 24.0 3,460 Task 4: Test and Review Cost Allocation Methodology - 2.0 6.0 4.0 0.5 12.5 1,835 Task 5: Prepare and Present Draft Report 1.0 2.0 4.0 6.0 1.0 14.0 2,170 Task 6: Discuss and Revise Report 1.0 2.0 4.0 1.0 - 8.0 1,335 Task 7: Prepare and Present Final Report/Instruct Staff on Model - 4.0 2.0 - - 6.0 1,110 Total – Cost Allocation Plan 3.0 13.0 26.0 23.0 2.5 67.5 $ 10,390 City of Coachella
Cost Allocation Plan
Fee Proposal C. Fisher
Principal-inCharge
T. Thrasher
Project
Manager
P. Patel
Senior
Analyst
S. Labitan
Analytical
Support
R. Quaid
QA/Tech
Advisor Total
$ 250 $ 210 $ 135 $ 125 $ 210 Hours Cost
Scope of Services
Task 1: Initial Document Request - - 1.0 - - 1.0 $ 135
Task 2: Compile Inventory of Current and Potential Fees - 1.0 1.0 1.0 - 3.0 470 Task 3: Kick-off /Refine Scope - 1.0 1.0 - - 2.0 345
Task 4: Develop User Fee Model 1.0 4.0 8.0 8.0 1.0 22.0 3,380 Task 5: Staff Interviews and On-site Information Gathering - 8.0 12.0 8.0 - 28.0 4,300 Task 6: Data Analysis and Final Fee and Rate Schedule 1.0 6.0 32.0 32.0 1.0 72.0 10,040 Task 7: Common Fees Comparison - 3.0 4.0 14.0 - 21.0 2,920 Task 8: Prepare and Present Draft Report 1.0 2.0 6.0 8.0 1.0 18.0 2,690 Task 9: Revise Draft/Determine Cost Recovery Levels 0.5 4.0 8.0 2.0 - 14.5 2,295 Task 10: Prepare and Present Final Report/Train Staff on Model - 4.0 3.0 - - 7.0 1,245 Total – Citywide User Fee Study 3.5 33.0 76.0 73.0 3.0 188.5 $ 27,820 City of Coachella
Comprehensive User Fee Study
Fee Proposal
Item 24.
Comprehensive User Fee Study and Cost Allocation Plan 29 City of Coachella, CA
Notes
▪ Our fee includes all direct expenses associated with the project. ▪ We will invoice the City monthly based on percentage of project completed. ▪ Additional services may be authorized by the City and will be billed at our then-current hourly overhead consulting rates.
▪ City shall reimburse Willdan for any costs Willdan incurs, including without limitation, copying costs, digitizing costs, travel expenses, employee time and attorneys' fees, to respond to the legal process of any governmental agency relating to City or relating to the project. Reimbursement shall be at Willdan's rates in effect at the time of such response.
▪ The cost of preparing the user fee study can be included in the resulting new user fee schedule. Therefore, over time, the City can recover the initial outlay of funds that was required to complete the studies. ▪ Willdan will rely on the validity and accuracy of the City’s data and documentation to complete the analysis. Willdan will rely on the data as being accurate without performing an independent verification of accuracy and will not be responsible for any errors that result from inaccurate data provided by the client or a third party.
Hourly Fee Schedule
Our current hourly rates are listed below.
Willdan Hourly Rate Schedule
Position Team Member Hourly Rate
Group Manager Chris Fisher $250
Managing Principal $240
Principal Consultant Tony Thrasher
& Bob Quaid $210
Senior Project Manager $185
Project Manager $165
Senior Project Analyst Priti Patel $135
Senior Analyst Samantha Labitan $125
Analyst II $110
Analyst I $100
Item 24.
27368 Via Industria, Suite 200
Temecula, CA 92590
800.755.6864 | Fax: 888.326.6864
www.willdan.com
Item 24.